2019 Financial Plan
Kelowna, British Columbia
kelowna.ca
2019 FINANCIAL PLAN
CITY OF KELOWNA
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TABLE OF CONTENTS INTRODUCTION & OVERVIEW Award for Financial Reporting ............................. Message from the City Manager.......................... About this document ........................................ Our Community ................................................ Our City ............................................................ Our Citizens ...................................................... Corporate Framework ....................................... By the numbers ........................................ Imagine Kelowna .............................................. Delivering on Council priorities.......................... Budget highlights .............................................. Budget at a glance ......................................... General fund highlights .................................. Operating expenditure & revenues................. Capital expenditures ...................................... Utility fund highlights.....................................
STRONG FINANCIAL MANAGEMENT Organizational chart ......................................... Funds & department relationship ...................... Municipal funds ................................................. Reserve & fund equity .................................... Debt management ......................................... Ongoing budget impacts – General Fund ....... Full time equivalent (FTE) summary ............... Basis of accounting/budgeting .......................... Financial principles & strategies ........................ Policies.............................................................. Financial planning polices............................... Revenue & expenditure policies ..................... Investment & cash management policies ....... Budget process ................................................. Budget cycle & timeline ................................. budget calendar..................................... Budget development ..................................... Performance measurement ...........................
FINANCIAL SUMMARIES Financial Plan Summary ........................... Analysis of tax demand .................................. Revenues & expenditures ...............................
OPERATING BUDGET The City & its divisions ...................................... Operating budget financial analysis .................. Summary of operating budgets ........................ City Administration......................................... Airport ......................................................... City Clerk ..................................................... Infrastructure .................................................. Community Planning & Strategic Investments . Active Living & Culture ................................... Civic Operations ............................................. Police Services ............................................. Bylaw Services ............................................. Water utility................................................. Improvement District transition ................... Wastewater utility ....................................... Financial Services ............................................ Debt & Other ............................................... General Revenues ......................................... Human Resources ............................................ Fire Department .......................................... Corporate Strategic Services ..........................
CAPITAL BUDGET Capital budget financial analysis ...................... Summary of capital budgets ........................... Combined Capital projects .............................. Real Estate & Parking ..................................... Building .......................................................... Parks .............................................................. Transportation ................................................ Solid Waste .................................................... Storm Drainage .............................................. Information Services ....................................... Vehicle & Mobile Equipment ............................ Fire ................................................................. Airport ............................................................ Water ............................................................. Wastewater ....................................................
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2019 FINANCIAL PLAN
CARRYOVER BUDGET Report to Council ............................................ 521 Carryover summaries ...................................... 523 Carryover projects by reason type ................... 523 Summary of 2019 large carryover projects ...... 524 Carryover request three-year comparison ....... 526 Operating budget ........................................... 527 Summary of operating budgets ....................... 529 Summary of Utility operating budgets ............ 534 Operating request details ................................ 536 Capital budget ................................................ 571 Summary of capital budgets ........................... 573 Summary of Utility capital budgets ................. 578 Capital request details ..................................... 581
FINAL BUDGET Report to Council ............................................ 657 Financial summaries ........................................ 659 Analysis of tax demand ................................... 659 General fund tax demand ................................ 660 Utility funds – Final Budget ............................. 661 Analysis of total revenues ............................... 662 Analysis of total expenditures ......................... 662 Use of tax dollar by service area ...................... 663 Ongoing budget impacts ................................. 664 Financial Plan 2019-2023 ................................. 665 Operating & Capital budgets ........................... 666 Summary of Operating budgets ...................... 667 Operating request details ................................ 669 Summary of Reduction budgets ...................... 675 Reduction request details ................................ 676 Summary of capital budgets ........................... 678 Capital request details ..................................... 679 Summary of Utility capital budgets ................. 682 Utility capital request details ........................... 683
CITY OF KELOWNA
FINANCIAL PLAN Financial Plan.................................................. 687 Revenue sources & trends ............................... 688 Five-Year Financial Plan summary .................. 691 Operating summaries – General fund.............. 692 Capital summaries – General fund................... 709 Operating summary – Utility funds ..................730 Capital summary – Utility funds ....................... 735
APPENDIX Supplemental information ................................. III Statistics ............................................................ VI Glossary ............................................................. XI Acronyms ....................................................... XIV
2019 FINANCIAL PLAN
CITY OF KELOWNA
PROVISIONAL COUNCIL DAY CHANGES December 13, 2018 discussions Analysis of tax demand Approved 2019 Provisional Budget
Proposed 2019 Provisional Budget Change
2018 Taxation demand 2019 Financial Plan taxation demand Net operating budget General revenues Taxation capital program
2019 Gross taxation demand Less: New construction 2018 Net taxation demand Property owner impact Infrastructure Levy Other
$133,481,167
$133,481,167
139,413,450 (11,198,829) 13,638,900 141,853,521 (2,500,000) 139,353,521 4.40% 1.95% 2.45%
44,700 0 0 44,700
139,458,150 (11,198,829) 13,638,900 141,898,221 (2,500,000) 139,398,221 4.43% 1.95% 2.48%
Items Added/Deleted by Council Department
Change
General Fund Operating requests Fire Printing Error Police Services P1 to P2 Police Services P2 to P1 Infrastructure P2 to P1
Capital requests Parks Late to P1 Parks Late to P1 Parks Parks
Department
P1 to P2 P1 to P2
Change
Utility Funds Operating requests Airport Late to P1 Water Printing Correction Capital requests Airport Late to P1
Title
Pg
Increase/
Tax
On‐going/
(Decrease)
Demand
One‐time
Hydrant Maintenance Forensic Video Analyst Position Administrative Coordinator Position Storm Drainage Modeling Software Upgrades General Fund operating Total
356 253 255
0 (41,000) 34,700
0 ON‐GOING 0 ON‐GOING 34,700 ON‐GOING
168
10,000 3,700
10,000 ON‐GOING 44,700
City Park, Phase 2 ‐ Design & Construction Glenmore Recreation Park, Phase 2 ‐ Construction City Park Promenade Design ‐ Phase 2 Glenmore Recreation Park, Phase 2 ‐ Construction General Fund capital total Total operating & capital changes
424b
9,000,000
424b 425
2,100,000 (200,000)
427
Description
1,400,000
ONE‐TIME
645,400 ONE‐TIME (200,000) ONE‐TIME
(3,300,000) (1,845,400) ONE‐TIME 7,600,000 0 7,603,700 44,700 Increase/
Utility
On‐going/
(Decrease)
Demand
One‐time
Airport Improvement Fee Revenue Increase 498b Water Meter Reading and Servicing Repatriation with Positions 506 Utility Fund operating total
3,576,000
0 ON‐GOING
0 3,576,000
0 ON‐GOING 0
Soaring Beyond 2.5 Million Passengers AIF Program 498b Utility Funds capital total Utility Funds total changes
16,160,000 16,160,000 19,736,000
0 0 0
ONE‐TIME
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Introduction and Overview PAGE 5
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Award for Financial Reporting
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Kelowna, British Columbia, for its Annual Budget for the fiscal year beginning January , . In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide and as a communications device. This award is valid for a period of one year only. We believe the City’s budget continues to conform to the program requirements and will be submitted to the GFOA to determine its eligibility for another award. The City of Kelowna has received the GFOA Distinguished Budget Presentation Award for consecutive years.
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message from the city manager Kelowna is at the centre of one of the fastest growing regions in Canada, steadily attracting new residents from across British Columbia, Canada and the world. By 2040, we expect 50,000 more residents will call Kelowna home. For our city to thrive in this time of growth, we must stay focused on integrating the Imagine Kelowna community vision into the work we do. Our residents told us they want a community that puts people first, celebrates diversity, adapts to climate change and seizes opportunities for improvement. As part of the largest community conversation ever, our residents told us we need to be agile, resilient and unafraid to do things differently based on four principles: connected, collaborative, responsible and smarter.
To meet the demands of a growing population, it is our responsibility today to continue on a smart-growth path and foster a culture of inclusion, vibrancy and innovation. However, we also must address emergent issues our community faces in a responsible manner: housing affordability and diversity, climate change and safety.
doug gilchrist City Manager, Kelowna
Every resident and visitor should feel safe in our community. We are amending our current programs and services to address concerns about parts of our downtown and other urban centres with both immediate solutions that improve cleanliness and safety, and longer-term solutions with investments in firefighters and RCMP members. As we grow, so do the the pressures for housing diversity and affordability. A new approach proposed for 2019 is to allocate funding to acquire land not only for long-term strategic purposes but also specifically for affordable housing partnership opportunities. As a municipality we contribute to affordability solutions by working with agencies, such as BC Housing, administering a Rental Housing Grants Program and applying other incentive programs to encourage purpose-built rental units to help people have a place to call home in Kelowna. As we implement the Healthy Housing Strategy, we will see the first steps in delivering on its key directions to promote and protect rental housing, PAGE 8
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remove barriers for affordable housing, build the right supply, strengthen partnerships and align investments. Flooding, wildfire and slope stability are becoming an all-too-familiar local reality. The effects of climate change require us to take a more progressive and proactive approach to ensuring the safety and economic stability of our community. We will take action on commitments to environmental resiliency by improving storm drainage and related infrastructure and add staff with the expertise to ensure we are well positioned for these challenges. We will continue to deliver balanced transportation options, including investing nearly $10 M in 2019 in the Ethel Street and Sutherland Avenue active transportation corridors to build on our multi-use transportation network. We will also deliver the South Perimeter Road and Gordon Drive extension for improved traffic flow to residents in the Upper Mission. Being consistent with our road resurfacing program is necessary to maintain the roadways that connect us all, as is ongoing investments in public transit service and infrastructure, such as bus stops. In total, a proposed transportation capital commitment of $28.4M will help improve how residents get around Kelowna. Balancing priorities also means renewing and expanding parkland and waterfront access for all to enjoy our great public spaces. In 2019, we propose beginning the renewal of the popular City Park Promenade and Knox Mountain’s Paul’s Tomb Trail, construction of Phase 2 of the Glenmore Recreation Park, interim access to the new Hobson Road Park, expansion of the Strathcona Royal Avenue waterfront access and purchasing additional park land to safeguard it for future green spaces. As we budget for 2019 and plan for the future, we also need to ensure that every dollar we spend is well utilized. As a theme for the coming year, staff have been asked to ensure that every touch-point with our citizens is bringing good value and where lower value activities exist, they have been asked to consider changing our practices or removing the service or program entirely.
CITY OF KELOWNA
We have one of the lowest tax rates among cities in B.C. and taxation consistently accounts for around a third of the City’s budget. This year’s proposed 2.45% tax rate increase for residents should maintain that track record. We deliver infrastructure, programs and services to meet Council priorities and community goals by being good financial stewards. Some major City services are fully self-funded, including our water utility, wastewater services and the Kelowna International Airport. We’re also generating revenue by growing our sponsorship and advertising program, our dark fibre network, the fire dispatch program and using a forward thinking approach to offset safety improvement costs with anticipated revenue generated by the emerging cannabis and short-term rental sectors. These financially resourceful programs help us deliver the services and programs our citizens expect while maintaining a low tax impact on property owners. But they alone are not enough to address the infrastructure deficit our city faces. In some cases, renewal projects cannot be deferred any further without increased risk of structural safety or service disruption. We have a duty to develop a financial plan that is manageable and steers us in the direction of a sustainable future. This is why we will be seeking new revenue opportunities in 2019 and why we have introduced a 1.95% infrastructure levy to Budget 2019. This proposed infrastructure funding will help ensure our citizen’s needs are met today and in the longterm for generations to come. Combined with the proposed tax rate increase, it brings the total impact to taxpayers to 4.40 % in 2019, or an increase of $88 for the average single-detached household.
Our residents told us we need to be agile, resilient and unafraid to do things differently based on four principles: connected, collaborative, responsible and smarter.
We value the trust residents put in us to make the decisions to prioritize and balance community needs and deliver on Council priorities that result in making Kelowna a desirable place to live, work and play.
We need to be more resourceful than ever to meet community needs and fund plans and projects that, aligned with Council priorities, will make us the best mid-sized City in North America. Our residents expect this of us and 84 per cent of citizens tell us they receive good value for their taxes. PAGE 9
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About this document About this document is intended to briefly describe the contents of each major section of this document. Introduction & overview
Operating budget cont’d
This section celebrates the Distinguished Budget Presentation Award presented to the City of Kelowna by the Government Finance Officers Association of the United States and Canada. An introductory message from the City Manager outlines the priorities for the Financial Plan while highlighting issues that matter to our residents and how we will address them through strong financial management. Our Community shines a light on what makes Kelowna a desireable place to live, Our City describes the municipal organization, government and structure, and Our Citizens presents the demographics of Kelowna residents. Delivering on Council Priorities, CityWide accomplishments, show how the work we do has served Council priorities. Budget highlights provides an at a glance summary of this this year’s financial plan.
The additional operating budget request information begins with an overview outlining Priority (included in budget totals) and Priority (not included in budget totals). Requests are shown in maintain, growth and new categories and contain both a justification and the one‐ to three‐year impact. The Operating Requests related to capital are included in the associated capital section of this book with a similar title and are marked on the operating summary with CAP.
Strong financial management This section discusses the City of Kelowna organizational structure, funds, debt, financial principles, strategies and policies, and goes into detail about the budget process ‐ an annual cycle involving Council, the City Manager and staff from all seven divisions of the City.
Financial summaries This section provides financial analysis of the tax demand, revenues and expenditures. The Financial Plan is made up of three main parts; General Revenues are revenues not specifically attributable to or generated by any particular City of Kelowna division, Operating Budgets represent the total cost of operation offset by any direct revenues recognized in each division through user fees, provincial contributions or reserve funds, and Capital Budgets represent capital requirements for the year summarized by capital department and funding source. Funding from general taxation is also commonly known as pay‐as‐you‐ go capital.
Operating budget Detailed descriptions of each division provide a comprehensive look at the City’s organization. Divisional organization charts, drivers and activities planned for the budget year and performance measures are included, followed by a full summary of operating budget requests. The provision of three years of financial information shows revenues and expenditures by category and includes capital expenditures to provide the total taxation impact of that division. Finally, a summary page highlights the changes to the operating budget for the current budget year.
Capital budget This section starts with financial analysis of the capital program and a full summary of all capital requests. Each capital department is then presented in its own section and starts with a summary sheet listing the annual capital requests by Priority and Priority . The requests are separated into the three categories: renew, growth and new. The number on the left side of the summary page indicates the page number to aid in locating specific requests. The detailed Priority requests follow and are in department priority order. The operating requests related to the capital program are included in the associated capital department section with OP marked on the summary sheet to indicate which capital requests have ongoing operating impacts. Requests that are multi‐ funded are presented as a Combined Capital Project and are marked as CP on the summaries.
Carryovers & Final Budget This section will contain the carryover and final budget requests. Carryover budgets will be presented to Council in March , with the final budget presentation following in April.
Financial Plan This section provides the consolidated Five‐Year Financial Plan. This plan is mandated by the Community Charter to be adopted annually by bylaw before May of the following year. The plan contains current year operating and capital costs along with projected future operating costs and revenues, and future capital improvements.
Appendix Supplemental information including the City’s Citizen Survey results, Official Community Plan and Indicators Report, Community Trends report and various statistical information are provided for the reader’s benefit. All the reports are also available on kelowna.ca. For clarity of terms throughout the Financial Plan, a glossary and acronyms list are provided.
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Our Community Lifestyle Located along the beautiful shores of Okanagan Lake, in the heart of the stunning Okanagan Valley, Kelowna is home to nearly , residents. The lake offers a number of opportunities for boating, swimming or fishing, while nearby mountains attract hikers, skiers and outdoor enthusiasts. Golfers tee‐it‐up at our courses, and bustling urban centres offer delectable restaurants, award‐winning wineries, local shopping, museums, live entertainment and cultural festivals. Nearly all citizens ( per cent) rate the quality of life in Kelowna as good or very good thanks to active/recreational opportunities, safety, its accessible location, job opportunities, and the great weather. We are active and we are drop‐dead gorgeous.
Growth As a desirable place to live, offering an active four‐season lifestyle, Kelowna remains one of Canada’s fastest growing cities. By , we expect a growth of more than , new residents who will call Kelowna home.
Jobs Our economy is thriving, with employment keeping pace with population growth. In , Kelowna ranked first in Canada for its job market due in part to a booming construction and real estate industry. The technology sector is estimated to contribute over . B to the regional economy. Dynamic tourism, cutting edge technology and deep rooted agriculture sectors remain pillars of the economy.
Airport As one of the top busiest airports in Canada, YLW’s total economic impact is . k jobs and M in economic output to the province of British Columbia. Serving . M passengers in , YLW offers more than daily non‐stop commercial flights with nine airline partners. ylw.kelowna.ca
Education Kelowna is a hub of academic and trades training excellence, with nearly , students learning at the University of British Columbia Okanagan (UBCO) and Okanagan College.
Health With Interior Health Authority headquartered in downtown Kelowna and the Kelowna General Hospital serving as the leading health centre for the B.C. Interior and a teaching hospital for the UBCO medical school, our residents receive leading patient‐care. The interior Heart and Surgical Centre is the province’s fifth cardiac critical care centre.
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Our City The City of Kelowna is open to opportunities, open for business and open to new Vision ideas from diverse residents. The organization is led by our new City Manager and dedicated Mayor and Council. More than employees deliver quality services to To be the best mid‐sized City in North America ensure our City is safe, vibrant and sustainable. A fiscally responsible municipality, the City provides core services, maintains existing infrastructure and builds new amenities when needed. Mission The public is kept informed of City projects and progress through an array of publications including the quarterly City Views newsletter and the Annual Report. In Leading the development of a safe, vibrant and addition, the user friendly and mobile responsive kelowna.ca website allows sustainable city. residents to place service requests online and stay informed.
Mayor and Council
Working philosophy
The City of Kelowna is governed by an elected Mayor and eight Councillors for a four‐year term ( ‐ ). Led by Mayor Colin Basran, Kelowna City Council is committed to building on the momentum of past Councils and being open for opportunity through community engagement and partnerships. It is consistent and transparent in decisions, creating a favourable environment for customer service, development and business in Kelowna.
Open for opportunity Build on momentum Fair but firm Pragmatic leadership Transparency in decision making Balanced infrastructure investments Responsive customer service Planning excellence
Council priorities
Clean drinking water Building vibrant urban centres Ensuring a healthy, safe, active & inclusive community Delivering a balanced transportation network Acting as a catalyst for business Providing strong financial management Housing diversity Homelessness Public safety Preserve agricultural land
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Our Citizens DEMOGRAPHICS*
, + households ( . % of B.C.) Most are single‐detached houses ( . %) Residences are mostly owned ( . %) Households are mostly ‐person ( . %) . % of households are family households ► . % have children ► . % are couples without children ► . % are lone parents k median household income . % of houses are newer, built since *Source: DemoStat Environics Research
, residents ( . % of B.C.) years old ‐ median age % married/common‐law . % post‐secondary educated % are immigrants . % are visible minorities . % labour force participation
Citizen Survey The City of Kelowna Citizen Survey helped gauged public satisfaction with municipal programs and services, providing insights into citizens’ service priorities. Top issues
Investment priorities
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Corporate Framework The Corporate Framework captures what the City of Kelowna does, with the Corporate Plan (a well‐run City) at its core. This ensures we have the right infrastructure, skills, services and processes in place to achieve the community goals.
Strong financial management: ensure the City is financially sound, accountable and transparent, and that long‐term plans and policies protect the financial viability of services, programs and infrastructure. Performance excellence: ensure alignment of work to our highest priorities, focus on results, continuous improvement of services based on innovation and best practices Responsive customer service: ensure services are accessible and focused on the needs of the customer. Passionate public service: build a resilient, adaptable workforce that shares a public service culture supported by career planning, learning opportunities, empowerment and employee accountability. Pioneering leadership: incubate new ideas and approaches, and seize opportunities to demonstrate leadership at any level to make significant improvements to key services. Engaged communities: ensure communication, outreach and engagement efforts reach all residents and stakeholders using multiple communication channels including new technologies and social media. Financial strength & stability The ability to acquire and manage a portfolio of financial and physical assets that meet the current and future needs of our community.
Plans that influence the Budget
Council Priorities Official Community Plan 10‐year Capital Plan 2030 Infrastructure Plan 20‐year Servicing Plan Community Trends report
Financial strategy
Assets – Renew Assets – New Debt Development Financing Grants Operations Partnerships & Enterprise Property Taxation Reserves & Surplus Funds User Fees & Charges
Financial principles
Sufficient Pragmatic Flexible Transparent Balanced
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The Vision At-a-glance In 2018, we are a city in transition and Imagine Kelowna is the community’s vision for how to thrive in the face of unprecedented growth and change. The result of almost 4,000 resident contributions, this is a vision created by our community, for our community. We need to be agile, resilient and unafraid to do things ơ Ǥ grow, we need to look out for one another and protect the stunning environment that sustains us. In 2040, Kelowna is a thriving mid-sized city that welcomes people from all backgrounds. We want to build a successful community that honours our rich heritage and also respects the natural wonders that contribute to our identity. As a place with deep agricultural roots, Kelowna understands the need to protect our environment, manage growth and be resilient as our future unfolds. We want a community that: •
Ƥ : We try to balance the needs of everybody in our decision making. We recognize that inclusivity and diversity makes us a stronger and more innovative community.
•
: We celebrate our heritage, and learn from our past to reconcile it with a better, more inclusive future we see for ourselves.
•
: We learn continuously to respond and adapt to rapid change. Ƥ ǡ and environmental challenges and opportunities.
•
ǡ ǡ : The well-being of our city is a shared responsibility and everyone needs to do their part to seize opportunities for improvement.
Principles
The following principles and goals work together as a system to help the community achieve its vision. ͙ Ȃ ǣ A community where p people of all backgrounds work together to m meet collective challenges. ǣ ǯ Ǥ We will honour our rich heritage while also following the lead of our local Indigenous communities towards a path of reconciliation. ǣ Ǥ Entrepreneurship is weaved into Kelowna’s cultural fabric, making our community more creative, collaborative and better able to meet the challenges of the future. ǣ Ǧ Ǥ We unleash our community’s hidden talents to solve the tough challenges of the future.
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͚ Ȃ ǣ A community willing to llearn, adapt and grow so we can thrive amid rrapid change. ǣ Ǥ We are building a nimble and resilient economy that doesn’t leave anyone behind. ǣ Ǥ We will seize the opportunity to face climate change headon for a hopeful and sustainable future. ǣ ǡ Ǥ Ƥ and appropriate housing.
͛ Ȃ ǣ A community where rresidents are connected to their neighbours, ttheir city and the wider world. ǣ Ǧ Ǥ Making it easy for people to choose non-driving options protects the beauty of Kelowna and makes getting around more enjoyable. ǣ Ǥ We need great public gathering places like parks, plazas and community centres where people can meet and connect with others. ǣ ǡ Ǥ Ƥ to economic, recreational and social opportunities. ǣ Ǥ Ƥ in, from grassroots initiatives to professional endeavours.
CITY OF KELOWNA
͜ Ȃ ǣ A community w where decisions are made ethically and w where social and environmental concerns are p prioritized. ǣ Ǥ Denser neighbourhoods make our city healthier, more sustainable and easier to get around. They make more Ƥ ǡ Ǥ ǣ Ǥ Okanagan Lake is the jewel that makes Kelowna sparkle. ǣ ǡ Ǥ Our stunning environment is the foundation that all of our other aspirations stand on. ǣ Ǥ Supporting agriculture helps ensure food security while preserving vital green infrastructure.
Now what? Under the banner of Imagine Next, the City will use Imagine Kelowna to help shape its priorities and provide the foundation for future strategies and projects such ƥ ȋ Ȍǡ ȋ Ȍǡ Intelligent City Strategy, and many others . The Imagine Kelowna goals are also aligned with the ǯ ǡ ơ shift the world onto a more equitable, sustainable and resilient path. However, Imagine Next doesn’t only involve the City. It also provides direction to our entire community to change the way we work together, how we make decisions, and how we engage with residents. Ultimately, Imagine Kelowna is the community’s vision to ensure a vibrant and resilient future. It is up to all of us to imagine what’s next and help make Imagine Kelowna a reality. Stay informed about Imagine Kelowna by subscribing to e-updates or get involved by visiting imagine.kelowna.ca.
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Delivering on Council Priorities City‐wide accomplishments for 2018 Imagine Kelowna
Council endorsed Imagine Kelowna—a vision by our community, for the community—which was a result of more than two‐years of public engagement and the largest city conversation ever The vision positions Kelowna for a future that puts people first, values its history, encourages curiosity and creativity, and recognizes the changing roles of individuals, businesses, government and community including: The Official Community Imagine Kelowna will guide the shaping of the City’s future strategies to Plan, Transportation Master Plan, Cultural Master Plan and Intelligent City Strategy
Balanced transportation network
Partnered with senior levels of government to complete construction of and open John Hindle Drive, providing alternative access to UBC Okanagan and Kelowna Airport, reducing congestion and travel times along Highway , and providing additional transit service. In addition, the City built a multi‐use overpass helping pedestrians and cyclists get to campus safely Worked with government partners as part of the Inter‐Jurisdictional Development Team to complete construction of the . km Okanagan Rail Trail between Kelowna’s waterfront and Coldstream. Dilworth Drive to Kelowna International Airport was paved this year so residents and visitors can connect from downtown to mid‐town, UBC Okanagan and the airport via a paved, separated multi‐use trail Partnered with Dropbike for a pilot bike share program that saw bikes roll out across Kelowna resulting in k rides in the first three months Launched the development of the Transportation Master Plan: Our Kelowna as we Move, which will consider existing travel patterns and behaviour, future travel conditions, estimates for changing technologies and the Official Community Plan’s future land use assumptions Launched the Regional Transportation Master Plan: Connecting our Region as part of the Sustainable Transportation Partnership of the Central Okanagan to identify regional transportation investments that will be needed over the next years Collaborated with BC Transit to implement Automated Vehicle Locator (AVL) real time tracking that will enable riders to use web browsers and smart mobile devices to see the location of their bus along its route and predicted arrival time at an identified stop Accelerated the timeline for South Perimeter Road and Gordon Drive extension through a successful Alternative Approval Process Invested to build Phase of the Rutland Transit Exchange. In addition, the Shepherd Road extension includes a new traffic signal that will improve transit services in the Rutland Town Centre Completed the design of the Ethel Street Active Transportation Corridor Phase and from Sutherland Avenue to Rose Avenue. Construction is planned for Partnered with senior levels of government and the province to deliver the Rutland Rd N realignment which now aligns with Acland Rd intersecting Old Vernon Rd via a new roundabout as part of the Province‐led Hwy six‐ laning project
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Building vibrant urban centres
Issued . k building permits with a construction value of M (* as of Nov. , ) Completed pedestrian and landscape improvements in downtown’s centrally located Kerry Park around the new Tourism Kelowna building Bolstered the City’s public art offerings with the new ‘From Within’ piece outside the Karis Women’s Support Society housing and the sculptural abstraction of ‘The Valley’ installation outside of the Library Parkade
Catalyst for business
In response to the federal legalization of non‐medical cannabis, we amended zoning bylaws relating to production and retail sales of non‐medical cannabis and developed application requirements, process and scoring matrix to facilitate new cannabis business in Kelowna Issued . k new business licences in , bringing the total up to . k Provided approximately k in community development grants to various organizations, individuals and events for areas which include: community and social development, arts, culture and heritage, and sport and events Partnered with Modo Carshare to help facilitate and promote car share programs within the community Completed km dark fibre installation that will connect the Airport and UBC Okanagan in the north, Okanagan College, hospital, and city infrastructure in the south to the central city core. This will allow business, industry and government to connect and partner in new ways Ratified a lease agreement with Tourism Kelowna to allow for the development of a visitor information centre in a location that capitalizes on visitor trends in our community and reflects best practices in tourism development
Clean drinking water
Broke ground on the M Kelowna Integrated Water Phase project to integrate the South East Kelowna Irrigation District (SEKID) and deliver agriculture water to South Mission Led the transition of SEKID employees to the City CUPE collective agreement Secured an additional M provincial grant for Phase of the project, building on the . M previously received in for Phase Developed the Source Water Protection Plan for the City’s four lake water intakes and worked on the development of a broader plan with the Okanagan Basin Water Board Initiated a partnership with the Regional District of Central Okanagan to address water supply and water resource management in the greater Kelowna watershed
Preserve agricultural land
Acquired the SEKID irrigation system assets and have operated it since June . A significant review of the system is under way to assure long term sustainability of the agricultural water system Taking responsibility for the operations, reporting and regulatory requirements on the newly acquired irrigation system, dams and reservoirs to assure that all water allocations and licensing remain sustainable Completed policy and regulation updates to implement the Agriculture Plan. The intent of these updated bylaws and policies is to provide clear and transparent land use direction, ensuring that the City’s agricultural policies are current, accurate, defendable and aligned with other major corporate policy documents and provincial standards
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Addressing homelessness
Acting as a facilitator and convening a community task force, the Journey Home Strategy was completed and endorsed by Council. It is a housing first approach to respond to immediate and emergent issues related to homelessness. More than community groups and other levels of government collaborated to build the strategy. The five‐year focused action plan will see the addition of new supportive housing units, program spaces and a backbone organization established to ensure that everyone has a place to call home An estimated . k individuals experiencing, or at risk of, homelessness will be supported during the course of the Journey Home Strategy by Increased supportive housing zoning and encouraged BC Housing to facilitate the building of two much‐needed supportive housing projects: Hearthstone on Commerce Avenue ( units) and Heath House on Hwy ( units) Launched the public hearing process for BC Housing’s proposed development of a ‐unit supportive housing project on Agassiz road for residents experiencing or at risk of experiencing homelessness
Healthy, safe, active & inclusive community
Launched the update to the Official Community Plan, Kelowna : Our Kelowna as we Grow which will set the vision, strategies and objectives for years of growth Increased public lakefront park access in the Mission with the acquisition of a . acre future park property on Hobson Road to complement the City’s inventory of major waterfront parks. Opened the interim access to the popular hectare Bluebird Beach Park Upgraded the popular Boyce‐Gyro Beach Park with permanent parking stalls, installing new volleyball courts and table tennis in place of the previous smaller parking lot at the south end of the park Opened the spectacular km Kelowna Paddle Trail on Okanagan Lake from Bertram Park to McKinley Beach Landing as the newest Active by Nature route Completed the first phase of construction of Rowcliffe Park, at Central Green. The park features a large accessible playground Celebrated Park & Play’s tenth year anniversary, offering free family fun at City parks throughout the Summer season Through the Strong Neighbourhood program, we awarded nine Neighbourhood Grants (nearly k) for resident‐led enhancements to the area they live in including boulevard beautification near Ben Lee Park, updating the Fascieux Creek walking path and adding a Little Free Library on the corner of Ethel and Leon streets. The program also supported Neighbourhood events that saw more than , participants come together as a neighbourhood Launched the update of the Cultural Plan that will provide the vision, goals and policies to promote culture in our city from ‐ Completed development of Community Sport Plan and began the development of an implementation strategy
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Public safety
Increased safety resources with the addition of new positions: firefighters, four RCMP Officers and five Police Services support staff Converted Fire Station No. to a career and paid‐on‐call fire station which was previously operating with just paid‐on‐call volunteer firefighters. The addition of career firefighters will improve the emergency response time to the Glenmore and Northern areas of the city Completed a k upgrade to fire dispatch center communications console and telephone system Hired a safety consultant to work with senior levels of government, social service agencies and community organizations to develop recommendations on how to move forward with addressing the complexities of the public safety landscape Increased bylaw and foot patrols in the downtown area Ensured staff and public safety by updating City ammonia plants and operating procedures in arenas in compliance with applicable regulations Implemented an updated needle pick‐up program with a single point of contact for the public to report a found needle or needles
Housing diversity and affordability
Developed the Healthy Housing Strategy: a five‐year, action item plan towards diverse, affordable and attainable housing Endorsed the development of Central Green – a residential master‐planned community – to build up an urban residential centre close to downtown. The land, previously owned by the City of Kelowna, was sold to support the development of increased rental and multi‐unit family housing. It adds more than affordable and supportive housing units in Kelowna, and contributes to the City’s commitment to environmental sustainability by aiming to achieve Leadership in Energy and Environmental Design (LEED) certification Encouraged the development of rental units through the Rental Housing Grants program, which was increased in to k Partnered with BC Housing to bring more than affordable housing rental units to Kelowna in the near future
Strong financial management
Launched Online Billing for City Property Tax accounts – providing residents online access to their account and the ability to manage City tax and utility billing accounts in one easy location Retrofitted k street lights to LED light bulbs which will result in nearly M in cost savings over the next years Managed funding so that nearly three quarters of funding for City projects, services and infrastructure came from sources other than taxation Completed an actuarial analysis of the City’s insurance program, retention levels and reserving practices that provides direction for maintaining financial security and value for money assessment of the City’s insurance purchasing
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CITY OF KELOWNA
A well‐run City
Hired a New City Manager: Doug Gilchrist has stepped into the role of leading the City’s administration and the delivery of City programs, services and infrastructure for Kelowna to be the BEST mid‐sized City in North America Completed a competitive fire fighter recruitment process to identify firefighters out of over applicants. This list of new firefighters will ensure smooth transition for retiring Fire Department staff over the next several years for continuity of service and succession planning Built on the City’s leadership development strategy with the implementation of a mentoring program which will assist in the transition of retiring experienced staff Hired a Corporate Strategy & Performance Manager to lead the development of a four‐year strategic business plan and one‐year operational action plan that will help define priorities with measurable results for the organization Hired an Intelligent Cities Manager to develop digital solutions and smart systems that improve efficiencies, service and cost‐savings to the City and our residents in collaboration with the broader community (industry, government, academia and business) Successfully completed the WorksafeBC Certificate of Recognition (COR) audit with an overall score of per cent, earning an annual premium rebate of k Administered the associated provincial Disaster Financial Assistance Program and insurance claims, together worth over M from the Freshet flooding Finalized a land strategy to provide direction to the activities of the City’s Strategic Investments Division and establish the overarching framework for the development, implementation and amendment of related council policies and corporate strategies Completed the Design, Operations and Closure Plan for the Glenmore Landfill; a key requirement to the Landfill’s Operational Certificate and regulatory criteria issued by the Ministry of Environment and Climate Change Implemented the first phase of Corporate Asset Management System that will optimize operation, maintenance and renewal of the City’s infrastructure assets valued at B Administered the General Local Election which saw . k voters cast their vote in Kelowna over six days of voting and opportunities, including special and mail ballot voting
Awards received
For the seventeenth year in a row, received the Government Finance Officers Association (GFOA) Distinguished Budget Award for the Financial Plan Named the top place in British Columbia to open a small business by the Canadian Federation of Independent Business ( ) which noted the City’s policy framework as a facilitator Recipient of the Public Works Association of British Columbia Excellence in Snow and Ice Control Award Received a Municipal Insurance Association of British Columbia (MIABC) Excellence in Risk Management Award for bringing independent accreditation (quality assurance) to the Development Services Department Named one of the Smart Communities by the Intelligent Community Forum (ICF). The ICF SMART cities represent the best models of economic, social and cultural development in the digital age
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Budget highlights Budget at a glance City of Kelowna staff have worked to balance the City’s current financial outlook with community needs and priorities established by Council for the years ahead. While meeting financial commitments from previous budgets, the budget addresses emergent issues faced by the , the City will community such as housing affordability and diversity, environmental resiliency and safety. In continue to deliver balanced transportation options while renewing and expanding Kelowna parkland and waterfront access. The City is committed to ensure every dollar spent is well utilized and strives to be more financially resourceful than ever to meet community needs and fund plans and projects while maintaining a low tax impact on property owners. As like other Canadian municipalities, the City of Kelowna faces a significant infrastructure deficit. In some cases, renewal projects cannot be deferred any further without increased risk of structural safety or service disruption. The City has a duty to develop a financial plan that is manageable and steers the City in the direction of a sustainable future. To do this, the City as well as introduce a new . per cent, or . M, Infrastructure Levy to will be seeking new revenue opportunities in the budget which will increase to . M in ongoing. This proposed infrastructure funding will help ensure citizen’s needs are met today and in the long‐term for generations to come. Combined with this year’s proposed tax rate increase of . per cent, the Infrastructure Levy addition, which will be a separate line on property tax notices, brings the total impact . to taxpayers to . per cent in Financial Plan, such as a provision for contractual Previous years’ budgets include commitments that impact the obligations, the addition of the Community Response Unit and new RCMP members and the funding for the Journey Home Implementation, which account for . M.
Operating The Financial Plan’s Priority (P ) Operating Requests total . M, of which . M is being funded from taxation. Eighty four per cent of the . M comes from significant requests: RCMP contract services increase, a provision for contractual obligations, and a . per cent infrastructure levy. The remainder of the City’s divisional requests from taxation equal . M as there is a significant increase in revenues from permit and development engineering fees as well as the introduction of cannabis and short term rental compliance revenues. For
, divisions have submitted expenditure reductions totaling
k.
In addition to the P Operating Requests, there are Priority (P ) requests totaling totals; however, these are included in the document for Council's consideration.
k which are not included in the
Capital The General Fund Capital Expenditure Program (minus the Airport and Utilities) is . M, of which . M is requested to be funded from taxation. The general taxation contribution to the capital program has increased by k compared to the Final Budget funding level. Funding from sources other than taxation is . M. . M which are not included in the budgetary totals, but similar to operating, are There are P capital requests totaling included in the document for Council’s consideration.
themes Aside from meeting previous commitments, the City’s issues including:
safety housing diversity and affordability environmental resiliency
budget focuses on ways the City can adapt to the emergent
transportation options parkland renewal and expansion financial resourcefulness
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Safety The City is committed to the safety of its residents and visitors. While current programs and services are being amended to address immediate concerns about the safety and cleanliness of downtown and other urban centres, investments in first‐ responders will provide a long‐term solution. Six new regular RCMP member positions will supplement existing investigative units in meeting their mandates supporting the ‐ Crime Reduction Strategy. The increase will contribute to the four strategy goals: taking a proactive approach to crime, working with partner agencies for more effective policing, maximizing the effectiveness of resources using an k in and . M intelligence led model and leveraging effective communications. Operational expenditures of ongoing will be funded from RCMP surplus due to vacancies. A Security and Business Continuity Manager position is being requested. As the city grows, so does the number and complexity of corporate security threats. Community security needs are also changing and will benefit from better coordination between security resources used in City parks, transit exchanges, facility grounds and in problem areas. This position will lead corporate emergency preparedness and business continuity planning. Bylaw Services is requesting k for a needs assessment to review Bylaw Officer authorities, service levels, safe work procedures and training required to ensure officer safety is maintained while community needs are met. Kelowna Bylaw Services has an increasingly complex role in community safety from overdose prevention to working with community partners to support at risk populations. An additional eight firefighters are being requested as the balance of firefighters requested in the Kelowna Fire Department Strategic Plan to complete the addition of a full‐time career station in Glenmore. These positions will be phased over two years with four hired in and four in to re‐establish the Station rescue squad by . The City is also addressing safety and cleanliness through a request for a k increase in funding for the Downtown Kelowna Association (DKA). The Downtown Clean Team consists of two full‐time employees and funding is requested for a third employee during the peak season and the Downtown on Call (DOC) Team will expand their assistance with keeping the downtown safe.
Housing diversity and affordability Kelowna is at the centre of one of the fastest growing regions in Canada. As the City grows, so does the pressure for housing diversity and affordability. The City currently contributes to affordability solutions by working with agencies, such as BC Housing, administering a Rental Housing Grants Program and applying other incentives programs to encourage rental units. A new approach for is a k request for a distinct funding allocation for affordable housing land opportunities. The City regularly partners with BC Housing for the development of affordable and supportive housing in the community. This new funding will give the City the ability to acquire land to contribute to partnership opportunities. One of the action items identified in the Healthy Housing Strategy implementation is to improve housing affordability and reduce barriers for affordable housing. To do this, a k request has been included in the Financial Plan in order to deliver: . Affordable Housing Land Strategy . Developer Contributions Analysis . Rental Housing Inventory Another action item of The Healthy Housing Strategy is to increase the annual housing reserve grant program by k to offset Development Cost Charges (DCC's) for non‐market, purpose‐built affordable rental housing. The current City practice has been to combine funding from the Housing Opportunities Reserve Fund to bolster the DCC offset grants, however they have only covered approximately % of a project's total DCC's in recent years. A budget increase of k has been requested, increasing to k over years, to increase the City's ability to create partnerships that deliver affordable housing in Kelowna.
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Environmental Resiliency The effects of climate change are becoming an all‐too‐familiar local reality and require the City to take a more progressive and proactive approach to ensuring the safety and economic stability of the community. The budget includes . M to repair damages resulting from the Council in resulting in a total cost of approximately . M.
freshet. A further
k was approved by
To take action on the City’s commitment to environmental resiliency, Storm Drainage capital improvements are being requested which include: M for a rectangular concrete structure on Bubna Road to pass a revised in ‐year flood event for Vernon Creek k for construction costs that exceed the k Union of BC Municipalities Community Emergency Preparedness Fund grant to replace three damaged culverts on Mill Creek crossing Spencer Road upstream of the Kelowna Airport to help reduce flooding of adjacent homes, assist with fish passage and eliminate potential for debris blockages k to address existing drainage deficiencies in the Jean Road area And k to design and construct a small storm water pump station to alleviate backwater effects from Mill Creek during the annual spring freshet in the Adams Road area The City is involved in several initiatives to investigate, analyze and support projects that help mitigate the impacts of flooding, high lake levels and climate change impacts. Budget is requested in Storm Drainage and the Water Utility for support hydrology studies, flow measurement, data acquisition, some closed‐circuit television requests, and riparian systems necessary to support grant applications for major works and studies for the City.
Transportation options The City continues to be committed to delivering balanced transportation options. The commitment of . M will help improve how residents get around Kelowna.
proposed transportation capital
Expansion of the City’s multi‐use transportation network continues in . The Ethel Street Active Transportation Corridor (ATC) is a priority "all ages and abilities cycling project" within the Pedestrian Bicycle Master Plan. . M is requested in to complete phases and which will extend the corridor south from Springfield Road/Cadder Avenue to Guisachan Road/Rose Avenue. Sutherland Avenue is a key east‐west ATC within the Pedestrian Bicycle Master Plan linking the Abbott Street Corridor to the Ethel ATC, Capri Centre, Landmark Centre and the Okanagan Rail Trail via Angel Way. Total budget of . M is requested to add protected bike lanes along the north side of the roadway, widening / traffic signal upgrades at major intersections, curb and sidewalk changes, relocation of bus stops, enhanced road markings, signage and street lighting upgrades. The City will also work with the developer of the Capri Centre site to construct the Sutherland ATC from Burtch Road through Gordon Drive. , Construction of South Perimeter Road from Gordon Drive to Stewart Rd W is expected to be complete by the end of improving traffic flow to residents in the Upper Mission. Continued investment in road resurfacing, transit enhancements and sidewalk network expansion is also requested to maintain roadways and service levels the City has committed to.
Parkland renewal and expansion priorities also include the renewal and expansion of parkland and waterfront access for all to enjoy the City’s great public spaces. Proposed for is k for the beginning the renewal of the City Park Promenade and k for Knox Mountain’s Paul’s Tomb Trail. Knox Mountain Park is one of the City's most popular parks and as a result has experienced significant erosion
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and wear. Budget is requested to restore damage caused by rock fall in vehicles and vehicles to service the portable toilets.
CITY OF KELOWNA
that restricted access for both emergency
Budget of . M is requested for the next phase of development of Glenmore Recreation Park. This phase includes the installation of two multi‐use grass sport fields, footpaths, access roadway, and parking. In , k was approved by Council to protect the City‐owned shoreline between Strathcona and Royal Avenues from erosion, and to develop a waterfront pedestrian path and landscape park space. Provincial approval of the works was finally k is being requested, a k increase from the original project budget, to received in September . Budget of complete this project in . Budget of . M is being requested to support the City's ongoing acquisition program for DCC parkland as well as natural area and linear parks. DCC parkland is used for Neighbourhood, Community, City‐wide and Recreation type parks in accordance with the ‐Year Servicing Plan and DCC reserve funding availability. Natural and linear parks are amongst the most heavily used park types and land is purchased in accordance with the Council approved Parkland Acquisition Strategy, Official Community Plan and Linear Park Master Plan.
Financial resourcefulness A theme is to ensure that every touch‐point with citizens is bringing good value and every dollar spent is well utilized. The City strives to be more resourceful than ever to meet community needs and fund plans and projects while maintaining a low tax impact on property owners. , a Sponsorship and Advertising One example of this initiative is the City’s Sponsorship and Advertising Program. In Advisor position is being requested as part of this program. The five‐year pilot program is forecasted to generate an additional k annually (net) in sponsorship and advertising revenue off‐setting all program costs over time. Another example is the two new programs for Recreational Cannabis and Short‐Term Rental regulations. These new programs will see an increase in revenues for permitting and licencing from the new retail cannabis business licence category, short‐term vacation rental category, the amended cannabis commercial production licence fees and development applications fees. Using a forward thinking approach, these new revenues will be used to help offset safety improvement costs.
General fund highlights General Revenues General Revenues are revenues that are not specifically attributable to or generated by any particular City of Kelowna division. The General Revenue portion of the Financial Plan is projected to be . M, lower than the . M in as the Business Licence Revenue was moved to Community Planning & Strategic Investment Division. The changes to General Revenues are attributable to a decrease of traffic fine sharing revenue of k, increase of k for penalties and interest revenue on utilities and property taxes, increase of k for per cent of sales in lieu of property taxes received from utility companies and k increases in Provincial/Federal grant in lieu of taxes revenue. Provincial Gaming revenues budgeted at . M in are expected to increase to . M for . Although these revenues are ‘general’ in nature, they are included in the operating budget under the Police Services department as they are a conditional payment that must be allocated towards a specific Police Services program/project.
Taxation Revenues Taxation demand on existing property owners represents the difference between net operating and capital requirements offset by new general and divisional revenues and additional tax revenue generated through new construction.
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A large number of the capital programs are funded from existing reserves such as Development Cost Charge (DCC) Reserves and Community Works Fund and do not impact directly on taxation.
Taxation Revenue from new construction based on Preliminary Assessment Roll information, is projected at . M. The actual new construction assessments will not be available from BC Assessment (BCA) until the second quarter of . New construction revenues are used to reduce the overall taxation demand. Although the overall taxation demand has increased from . M to . M, or . per cent, the average impact on existing property owners, taking into consideration the revenue generated from new construction, is . per cent. While it is possible to project the average property tax increase using the overall assessment base and the revenues required to operate the City, the impact on each individual property owner will vary depending on the relationship of their assessment change to the average. Further analysis will be required when BCA provides the Revised Assessment Roll in the second quarter of .
Operating expenditures & revenues The Financial Plan categorizes each operating request into maintain, growth and new. Maintain requests are the budgets requested to maintain current programs. Growth requests are the budgets requested for current programs due to increased demand. New requests are the budgets requested for new programs.
Operating Request Revenue 13% 45%
42%
Growth
Maintain
New
The City has a committed focus on maintaining and growth, with smaller investments in new operational requirements. The new operating request revenues are largely due to growth, per cent, with only per cent attributed to new operations and per cent to maintain. The new requested operating expenditures are largely due to maintaining current operations at per cent for per cent followed by new programs and per cent due to growth.
Operating Request Expenditure 27%
26%
47%
Growth
Maintain
New
The City operating structure is Division, Department and Branch. For example: Division: Department: Branch:
City Administration City Clerk Legislative Services
The operating requests are presented under the requesting division and department and are presented in divisional rank order within the three categories. The exception is the Water Fund, Improvement District Transition, Wastewater Fund, Airport, City Clerk, Police Services Department, Bylaw Services, Fire Department, General Revenues and Debt & Other which are presented on a department level.
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Financial Plan impacts The annualization of operating costs approved in previous budgets will add . M to the of one‐time requests approved by Council in have reduced operating costs for by The
Financial Plan includes reductions of
k to support net operating requests of
Following is a summary of the net operating impacts for
Financial Plan. The removal k. . M.
:
Net Operating Budget One‐time Requests & Expenditure Reductions (net) Add: Add: Annualized Requests (prior years) Base Adjustments (detailed in the departments) Add: Requests (operating requests & expend. reductions) Add: Net Operating Budget
$133,223,025 (769,620) 1,060,030 (1,452,385) 7,352,400 $139,413,450
Salaries, wages and fringe benefits
The ‐ collective agreement for the Airport CUPE employees provides for an increase of . per cent in that is reflected in the budget. The City of Kelowna CUPE agreement is in place until December , and renewal negotiations are expected to start in . The Kelowna Fire Department employees (IAFF) ‐ agreement provides a . per cent increase that is reflected in the budget. Fringe benefit load factors that are reflected throughout the divisional operating budgets are reviewed annually.
RCMP Contract The
General Fund Police contract staffing is at members with a budgeted vacancy factor for one member. The average cost per member has increased from k in to k in . This is a difference of k per member or . The main cost increases are personnel costs and a . per cent increase. This increase requires an additional k for the indirect cost of division administration.
Police services are also provided through the Reserve Policing and the Auxiliary programs. The reserve program allows the department to quickly fill vacancies or staffing shortages by using a fully trained reserve officer. Both programs are valuable during the busy summer policing season. The reserve program does not have specific budget, but is funded by vacancies within the regular member contingent, as needed.
Additional staffing ‐ operating requests – all funds The City continues to adhere to controlled recruitment practices by maintaining staffing levels and replacing vacant positions only on a priority basis. Staff additions require a formal business case and City Manager approval. The Financial Plan contains P requests for new staff positions which reflects the need to support core services to maintain current service levels, along with addressing community safety and environmental resiliency. These positions are being requested at to per cent in to match hiring process timelines. The taxation impacts on the budget is k. The on‐going full time requests include the addition of six RCMP Members to supplement existing investigative units; one Inspections and Compliance Officer and one Administrative Clerk to facilitate the Cannabis Regulation and Short‐Term Rental Compliance programs; one Legislative Coordinator (FOI) Position for increased capacity to conduct privacy impact assessments and other functions; one Environmental Coordinator Position for Environmental, Natural Hazard and Wildfire Development Permit processing; one Parking Services Administrative Clerk Position for customer service support; one Planning Technician II Position to strengthen front end customer service; one Utility Planning Engineer Position to support long term coordination and capital planning of utilities; one Senior Transportation Engineer to support emerging transportation infrastructure needs; convert one term Transit Service Coordinator Position to ongoing to respond to growth in complexity of the transit system; one Recreation Clerk Position that will convert part‐time positions into a full‐time
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position; one Security and Business Continuity Manager Position to lead corporate emergency preparedness and business continuity planning; eight career Firefighters for Station rescue squad; convert the part‐time Disability and Benefits Coordinator Position to full‐time; two Millwright Positions and one Utility Service Person for the expanded domestic water system; one Building Technician Position for continued support of operations and maintenance for the increasing inventory of facilities; two Parks Support Positions for Groundsperson I and one Groundsperson II Position created from converting previously requested wage budgets to full‐time positions; one Bylaw Enforcement Officer Position to address increasing service calls and enforcement of the new sign bylaw; converting a paid service with West Kelowna for the use of forensic video analysis work to one Forensic Video Analyst Position which plays a significant role in law enforcement and criminal investigation; two Operating Intelligence Clerk Positions to support the Investigative Services Unit to comply with the deadlines imposed by Provincial Crown Counsel and the Courts; one Financial Analyst Position to be a dedicated business partner to the Infrastructure Division; one Sponsorship & Advertising Advisor Position to build sponsorship opportunities with community partners; one Network Systems Analyst Position to address the security and growth of computer infrastructure systems; one Airport Operations Technician Position to support airside maintenance and operations; one Manager of Airport Technology Position to develop and implement Airport specific systems and technologies and two Meter Technician Positions to assist with repatriation of water meter reading and meter maintenance services. Within the operating program, on‐going part‐time request are included: one Parking Services Summer Student Position to respond to peak time service requests, gather occupancy and turnover data to determine parking management restriction effectiveness; one General Duties Assistant Position for a wide variety of general maintenance duties for the City Hall property; two Landfill Equipment Operators for additional coverage; one . Casual/Part‐time Scale House Attendant Position to ensure timely service; two Parks Support Staff Term Labourer Positions created from converting previously requested wage budgets to ongoing term positions; one Meter Reader position to assist with repatriation of water meter reading and meter maintenance services; one . Plumbing & Gas Inspector to help meet customer demand and two Casual Fire Dispatcher Positions to assist with growth in the program. In addition, term positions were requested: one for a Development Services Clerk Position to implement the new user pay Property Information Request program; one two‐year Development Engineering Technologist Position to address peak workload needs; one Instrumental/Electrical (I/E) Technician Term Position to aid in succession planning and a one‐time Landfill Co‐op Student Position to support the implementation of the Landfill Leachate Re‐Circulation Project. There are a number of additional wage dollars being added throughout various operating requests either on an ongoing or one‐time basis. These additional wage amounts result in an increase in the available hours for current and seasonal staff to work but also may result in additional hires as deemed necessary due to operational needs.
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Other Division & Department operating highlights The financial plan includes a number of P Operating Requests, of which . M is being funded from taxation. Listed below are some of the operating request changes to the divisional operating budgets for : Infrastructure Division Infrastructure is requesting k to repair damages resulting from the flood. Operating expenditures for repair work is estimated to be . M with Provincial funding to cover per cent of eligible expenditures. Infrastructure Delivery is requesting k to address the backlog of outstanding service requests for drainage issues related to climate/weather changes, groundwater interactions and increased hillside development. Integrated Transportation is k for transit operations including transit management/labour, fuel, maintenance and lease requesting a decrease of fees and expansion. Conventional and custom transit will decrease by k and k respectively. To increase security at transit exchanges, k has been requested to continue the morning security shift at the Queensway Transit Exchange and support a morning shift at University of British Columbia Okanagan with shared funding from the school. k to update the ‐year Servicing Plan to include Following direction of Council, Parks & Buildings Planning is requesting the proposal for the Parks Development Cost Charges and the revision to the Parks Acquisition Development Cost Charge. k to support hydrology studies, flow measurement, data acquisition, some closed‐circuit Utility Planning is requesting television requests and riparian systems necessary to support grant applications for major works and studies for the City. The analysis and data collected will also be used to manage internal requests for drainage design and for issues as they arise from the public. As well, k is being requested one‐time for an in‐stream maintenance permit from the Province for Mill Creek to continue the necessary riparian study updates, discussions and applications. Community Planning & Strategic Investments Division Development Services has been experiencing continued growth resulting in requests for revenue increases. The Development Engineering Service Revenue has increased by k to reflect ongoing revenue projections, as well as an increase to Permit and Inspection revenue reduced for funding of a request . Plumbing & Gas Inspector Position to assist k. will see a new with the increased volume of building permits making the total request an increase in revenues of user pay service for research, preparation and historical building and property file information called the Property Information Request program with a revenue increase of k ongoing. Included in the first year is a one‐time term position to implement the program. Policy & Planning is requesting additional funding as part of the Healthy Housing Strategy. One request is for increased funding for the Affordable Rental Housing Grant Program to offset Development Cost Charges for non‐market, purpose‐ k increase each year from to built affordable rental housing. Funding will be phased in over three years with a intended to increase the City’s ability to create partnerships that deliver affordable housing in Kelowna. The second request is for a one‐time increase of k to use external resources to develop an Affordable Housing Land Strategy, analyze developer contributions and create a rental housing inventory. k. With a focus on process and regulatory efficiencies, Business Licence is increasing the Business Licensing Revenue by Other additions are for new program budgets for Recreational Cannabis and Short‐term Rental regulations creating a net revenue increase of k from new permitting and licencing categories. To facilitate the programs, two new positions have been requested to address the processing, inspections and regulation oversight workload, as well as a contracted discovery & compliance software service, that will reduce the need for multiple officers. Community Planning is requesting to increase community planning revenues by k to reflect higher fees collected, review and approval of Subdivision and Development Applications and a fee increase in the Development Application Fee Bylaw. Active Living & Culture Division Sport & Event Services is requesting an increase in the Strategic Event Fund program of k to provide expanded resources to pursue large‐scale events and position Kelowna more effectively in the event hosting market. As well, increased annual program funding for Community Sport Delivery for k, Sport Education Grant of k and International Children’s Games Grant funding for k to provide continued growth in each of these programs.
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Cultural Services is requesting to continue the funding partnership with Kelowna Museums Society and the Sports Legacy Committee for the Central Okanagan Sports Hall of Fame that recognize and celebrate sports heritage in the Central Okanagan. Budget of k is requested to maintain the current level of support on an on‐going basis. Civic Operations Division , the City of Kelowna will spend approximately . M on energy, including electricity, natural gas, gasoline, diesel, In and propane. With the adoption of the Corporate Energy and Greenhouse Gas (GHG) Emissions Plan, the mandate of the Energy Program is to develop and prioritize new energy conservation projects. To accomplish this, Civic Operations Building Services is requesting k funded by the Energy Carbon Reserve. This budget will allow the Energy Committee the flexibility to investigate corporate energy reduction initiatives, develop business cases and implement energy conservation measures throughout the year as they are identified. k of which k is the operating impact of the Hobson Road Park interim access and Parks Services is requesting sidewalk network expansion capital requests. k for the Downtown Kelowna Association to address cleanliness and increased safety in the downtown area is being requested. As well, a k is requested ongoing to replace playground surface pea gravel with soft fall fiber. The soft fall fiber is cheaper to install, requires less maintenance and provides accessibility for everyone. Public Works is requesting k of which k is the operating impact of various capital requests such as the active transportation corridor, neighbourhood traffic calming, South Perimeter Road, and pedestrian and cyclist safety improvements. Changing weather patterns over the past few years have resulted in longer winters, extreme storms and freeze thaw events challenging how the City conducts snow and ice control. Additional ongoing budget of k is requested k for sand removal and clean‐up to aid in snow clearing of roadways, sidewalks and active transportation corridors and k to clean sidewalks in the downtown core through spring summer and fall. in the spring. An ongoing request of Bylaw Services has an increasingly complex role in community safety and is requesting k to complete an assessment of Bylaw Officer authorities, service levels, safe work procedures and training to ensure officer safety is maintained while community needs are met. Solid waste revenue budgets are being increased by . M to reflect an increase in the volume of waste for disposal and the . k one‐time budget is being requested to ensure funds are tipping fee increase approved by Council in October available for a rental pump program to actively divert surface water to mitigate expected flooding in the Glenmore Valley due to continued high groundwater and surface water elevations in the region. A long‐term surface water plan is in progress. Budget of k is requested to study impacts of the flood release from the Landfill to Roberts Lake and examine future mitigation options. Financial Services Division Financial Services is requesting k for a new Financial Analyst to be a dedicated business partner within the Infrastructure Division to improve the City's control framework, reduce risk, provide professional oversight and scrutiny of spending decisions and financial stewardship. Purchasing is requesting k for the Corporate Purchasing Card Program to create an electronic process for reconciliation of monthly statements and approvals, and a spend analysis of card purchases creating stronger controls and greater integration resulting in increased efficiencies. Reserve funding of k is requested to implement an electronic approval workflow for order and invoice payments to create more efficient processes, enable a more robust audit trail and expedite processing. Human Resources Human Resources is requesting k for a Security and Business Continuity Manager to meet the increasing number corporate security threats. Community security needs are changing and will benefit from better coordination between security resources used in City parks, transit exchanges, facility grounds and at‐risk areas. This position will also lead corporate emergency preparedness and business continuity planning.
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The Fire Department is requesting to add two Casual Fire Dispatcher positions, dispatcher training and technical support to the fire dispatch centre to accommodate contracts for fire dispatch services to other local governments as well as support and maintain current and future public safety systems and technologies. This request recognizes the increase in revenues k. An additional k is from the contracts for fire dispatch services and the net result is a taxation reduction of requested to hire eight firefighters to complete the addition of a full‐time career station in Glenmore as requested in the and four Kelowna Fire Department Strategic Plan. These positions would be phased over two years with four hired in in . Corporate Strategic Services Division Information Services is requesting an increase of k which include k for annual support and maintenance fees for new and existing software and hardware. Also included is k for a Network Systems Analyst to address the security and growth of computer infrastructure systems. This position will enhance the City's ability to implement new technology, function as a technical resource on multi‐departmental project teams, maintain and support existing technology and improve cross‐coverage for critical systems. k for a Sponsorship and Advertising Advisor position as part The Sponsorship and Advertising Department is requesting of the City’s Sponsorship and Advertising Program. The overall program is a five‐year pilot, forecasted to generate an additional k annually in sponsorship and advertising revenue off‐setting all program costs over time.
Capital expenditures Capital submissions are coordinated by the Infrastructure Division with the integral involvement of all divisions with capital needs. The Infrastructure Division is responsible for planning, designing and building all capital assets. In April , Council endorsed the Infrastructure Plan, which set the direction for infrastructure investment until , including a funding strategy to support the projected one‐billion‐dollar infrastructure investment. The Council endorsed ‐Year Capital Plan is guided by the direction set in the Infrastructure Plan and is updated annually to be responsive and practical. The annual capital program is directed by the ‐Year Capital Plan but is responsive to emerging issues and priorities.
All funds ‐ capital by request type 12%
39%
49%
New
Growth
Renew
The Infrastructure Division uses a long‐term approach for capital planning that strikes a balance between renewing existing infrastructure and investing in new infrastructure to support growth and improved services. The capital program includes per cent of new infrastructure, per cent related to growth and per cent renewal projects. In comparison, the ‐Year Capital Plan attributes per cent of capital toward new infrastructure, per cent to support growth and per cent for renewal projects. The Infrastructure Division uses a multiple bottom line approach for infrastructure investment decision making and is moving towards a full life cycle cost analysis where capital, operating and maintenance costs are determined over the life cycle of assets. The operating and maintenance costs are requested alongside the related capital request. The capital
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requests that have operating impacts are marked with OP on the summary sheet at the beginning of the cost centre. All capital submissions from departments were evaluated against Tangible Capital Asset criteria. Where submissions were deemed to not meet the criteria, requests are included in the operating program. capital request, readers will find the year the project was included in the Council At the top right‐hand side of each endorsed ‐Year Capital Plan along with the corresponding dollar amount. The General Fund Capital Expenditure Program (not including the Airport and Utilities) is . M of which . M is requested to be funded from general taxation sources. The general taxation contribution to the capital program (as described above) has increased by Final Budget funding level of . M. The following are some of the other highlights of the
k over the
Capital Expenditure Program:
General Fund Program The general taxation expenditure of
. M. has been allocated to departmental budgets as follows (in thousands):
Department Real Estate & Parking Building Parks Transportation Storm Drainage Information Services Vehicle & Mobile Equipment
Description Land acquisition & parking infrastructure Facilities & improvements Parkland/trail/area development Roadways/pathways/traffic signals/public transit Drainage systems/freshet recovery Communication hardware/software Vehicles & equipment
Total Funding from sources other than taxation is
Amount 676 1,384 3,660 5,369 1,080 1,177 294 13,640
. M.
Real Estate Capital requests include a k reserve funded request for affordable housing land acquisitions. Given the current need for affordable housing this request enables the City to continue to partner with other levels of government for k taxation request for sidewalk and road the development of affordable and supportive housing in the community. An land acquisitions, k mainly from the Development Cost Charges (DCC) Reserve to fund the purchase of land required for k from widening roads identified in the DCC program, as well as a budget request of . M for general land acquisitions ( taxation) and k for strategic capital land servicing requirements with funding support from the Land Sales Reserve. Parking Capital is requesting . M of Parking reserve funds to fund k of parking infrastructure renewal in addition to k to complete repairs the Chapman Parkade requests of k to complete detailed design work to expand the parkade, k for installation of gates and doors to create secure parking for the reserved area. and infrastructure renewal, and Building Capital is requesting . M of reserve funding and k of taxation funding for City Hall basement level renovations to increase the number of workstations available, reduce reliance on lease space, and create a more modern working environment. Budget of k is requested, k funded from the Community Works Reserve, to maintain and improve the exterior envelope of the Water Street Firehall. An additional k, funded k from reserves and k taxation, is requested to replace the City Hall boilers with more efficient equipment. A number of infrastructure renewal projects have also been requested at the H O Centre ( k) and Kelowna Family Y ( k). Major projects in Parks Capital include . M ( k from taxation) for Development Cost Charges (DCC) parkland acquisition to be used for neighbourhood, community, City‐wide and recreation type parks in accordance with the ‐Year Servicing Plan and DCC reserve funding availability. A . M request ( . M from taxation) is included for phase two construction of Glenmore Recreation Park including two multi‐use grass sport fields, footpaths, access roadway and parking. k for phase two design of the City Park Promenade, Other projects included in the total . M taxation program include
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from the Hot Sands washroom to the Sails, k renewal of Knox Mountain Park Paul’s Tomb Trail to restore the crib walls damaged by rock fall and widen the trail for vehicular access, k for safe public interim access to the new Hobson Road Park and k for the shoreline protection and expansion of the Strathcona Royal Avenue waterfront pedestrian path and landscape park space of which k is funded from reserve. Of the . M Transportation Capital requests, . M is to build on the multi‐use transportation network. Included k, extending the ATC in these projects is a request for Phase four of Ethel Street active transportation corridor (ATC) at south from Sutherland Avenue to Springfield Road and Phase five of Ethel Street ATC at . M; which will extend south from Springfield Road/Cadder Avenue to Guisachan Road/Rose Avenue. The Ethel Street ATC is a priority all ages and abilities cycling project within the Pedestrian Bicycle Master Plan. The Sutherland Avenue ATC has also been identified as a key corridor and budget is requested to expand the multi‐use network on Sutherland Avenue from Lake Avenue to Gordon Drive at . M and Gordon Drive to Burtch Road at . M. The improvements would include protected bike lanes, traffic signal changes and upgrades, bus stop improvements, curb and sidewalk changes and enhanced road markings, signage and street lighting upgrades and will be combined with water and sanitary improvement requests. Finally, a k expansion to the cycling network, including improvements identified in the Pedestrian and Bicycle Master Plan to help make cycling an easier and safer option is requested. Requests to improve traffic flow in the Upper Mission area include South Perimeter phase from Gordon Drive to Stewart Road at . M and Gordon phase from Frost Road to South Perimeter Road at . M. Additional Investment requests throughout the City include roads resurfacing of . M, transit service and infrastructure k, sidewalk renewal and expansion to improve safety and accessibility of k, neighbourhood traffic calming k and pedestrian and cyclist safety improvements k. for projects like the . M Landfill Solid Waste Management Capital program requires . M in reserve funding for liner design and construction of an impervious liner to contain leachate and control greenhouse gases. A project to manage leachate and accelerate the decomposition of refuse and landfill gas generation to convert the gas into energy and increase k. A k request to purchase new curbside carts to address residential growth and useable landfill space will cost needs for larger recycling and yard waste receptacles. Storm Drainage Capital is requesting k from taxation for drainage improvement projects at Jean Road ( k) to k) address existing drainage deficiencies, replace three damaged culverts on Mill Creek crossing at Spencer Road ( upstream of the Kelowna Airport and design and construct a stormwater pump station at Adams Road ( k). An additional . M( k from taxation) is requested for a culvert replacement at Bubna Road to pass a revised in ‐year flood event evaluation of climate change for Upper Vernon Creek. k from taxation to support the replacement of the service request system Information Services Capital is requesting with a next generation platform focusing on an improved customer experience. Other taxation funded requests include k for the renewal and k for the renewal and expansion of the City’s communication network environment, k for the renewal and maintenance of server and data storage maintenance of the City’s front office equipment, and equipment. Vehicle & Mobile Equipment totaling . M is to be funded primarily from the Equipment Replacement Reserve. Additional k from taxation. funding includes k from the Water and Wastewater Utilities and k in ancillary equipment for Fire Engine Fire Capital is requesting a k replacement of two tender trucks as well as used in the fire protection area of North Glenmore funded from the Fire Department’s equipment reserve. Dispatch consoles k funded from the Fire Dispatch Reserve have also been requested to ensure the back‐up dispatch site is fully of functional.
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Utility fund highlights The City of Kelowna operates two major utilities providing Water and Wastewater Service, the ongoing operation of which is funded entirely by user rates in the form of annual parcel taxes and/or monthly user fees. The utilities require significant capital investment to service new growth, as identified in the ‐Year Servicing Plan and Financing Strategy that was updated in . Analytical work and annual funding continues on the systematic replacement program for the older infrastructure in both utilities. The Natural Gas Legacy Fund was established in with a ‐year capital lease of the gas distribution system within the , this operating lease back agreement City and a ‐year operating lease back to FortisBC Energy Inc. On October , was terminated and the Natural Gas Fund was dissolved. The termination payment, as well as the balance of the Natural Gas Fund were contributed into the new Legacy Reserves in the General Fund. The Airport operates similar to a utility and is currently funded by user fees for ongoing operations, maintenance and capital improvements.
Water utility The primary goal of the City of Kelowna Water Utility is to provide high quality drinking water and excellent service to its customers. The delivery of safe, high quality potable water – a Council priority – will be achieved by ensuring the utility is dedicated to its continuous improvement process and by exceeding customer expectations. The water utility will promote efficient use of the water resource in keeping with Council’s commitment to the Water Sustainability Action Plan. The plan to reduce overall water consumption with further implementation of landscape and irrigation standards will continue in . The water utility will continue to reduce and demonstrate energy efficiency and the reduction of greenhouse gases throughout its operation in conjunction with the corporate commitment to community sustainability. Under the Filtration exclusion program, increased source, creek and storm water sampling and analysis will be required by the Water Utility to maintain Interior Health Authority Filtration Deferral status. New in is the addition of the Southeast Kelowna Irrigation District (SEKID) Water Utility. The City of Kelowna assumed ownership of the water utility in June . Water Utility ‐ Financial Outlook ‐ The Operating Revenues are projected at and debt repayment and a budgeted surplus of
. M, with approximately .2M.
. M required to cover operating expenditures
Operating The Improvement District Transition for the Southeast Kelowna Irrigation District (SEKID) integration Revenues are projected at . M, with approximately . M required to cover operating expenditures and a budgeted surplus of k to be contributed to the SEKID Operating Surplus Reserve. The Water Utility Capital Expenditure program and the Roads and Wastewater Capital programs are closely interrelated. The total Capital Expenditure Program in the water utility is . M with funding from current year utility revenues of . M with a further k required for utility contributions in the General Fund capital program. Two Ethel Street watermain replacement projects are requested in for a total of k and the Sutherland Avenue replacement of aging property connection and valves between Pandosy Street and Ethel Street at k. The projects will proceed as a combined request with the construction of the active transportation network projects in the transportation capital program. The replacement of water meters in the City has been requested to replace meters nearing the end of their service life with meters that can be read through an automated system and allow individual customers to monitor their water use at a budget k. In addition, k has been requested to prepare appropriate facilities and meter reading equipment to support the of repatriation of water meter servicing and reading at the end of .
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Other capital requests include a mobile water refill station to provide drinking water at designated outdoor events and venues around Kelowna for k, the Skyline Pump Station electrical building upgrades for M and a k replacement of power management relays at Poplar Point Station. There is a budgeted surplus of .2M for the water utility in . The anticipated accumulated surplus position at the end of will be . M and is supported by reserves for future expenditures.
Wastewater utility ‐ collection & treatment The Wastewater Utility provides a safe, reliable and efficient sanitary sewer collection system and treatment facility through sound operation and environmentally responsible practices. It is vital to determine the long‐range requirements for the wastewater utility to best serve the present and future populations. Efficient and cost‐effective approaches are used in asset management in order to protect and manage all wastewater infrastructure. The wastewater utility will continue to reduce and demonstrate energy efficiency and the reduction of greenhouse gases throughout its operation in conjunction with the corporate commitment to community sustainability. Wastewater Utility ‐ Financial Outlook ‐ The Operating Revenues are projected at .5M with approximately . M required for operating expenditures of the collection system and debt repayment. A further . M is required for treatment operations expenditures at the Wastewater Treatment Facility. The total Wastewater Capital Program is . M, with funding from current year utility revenues of reserves. A further k is required for utility contributions in the General Fund capital program. Seven sanitary replacement projects are planned for
for a total of
. M and
. M from
. M as follows (in thousands):
Sanitary replacement projects
Amount
Clement Avenue
200
*Ethel Street between Sutherland Avenue – Springfield Road
40
*Ethel Street between Springfield Road ‐ Rose Avenue
80
Gaston Avenue
430
Bay Avenue laneway northwards, east of Richter Street
215
**Sanitary replacement ‐ Manhattan Drive/Flintoff Avenue
545
*Sutherland Avenue between Richter Street ‐ Ethel Street
360 1,870
Total *Project requested as part of a combined capital request with transportation and water **
capital request requiring additional funding
Other projects include . M for the renewal and operational upgrades of the Guy Street Lift Station, k to flood proof the Edwards Lift Station, . M to upsize the sanitary forcemain connecting Gyro Lift Station to the Wastewater Treatment Facility and k to facilitate the construction of new garage space and renovation work to accommodate the Southeast Kelowna Irrigation District (SEKID) integration. There is a budgeted surplus of end of will be . M.
. M for the wastewater utility in
. The anticipated accumulated surplus position at the
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Airport Kelowna International Airport (YLW) operates on a financially self‐sufficient basis, and in compliance with Federal regulations as part of the National Airport System. Passenger traffic in is anticipated to increase to over million passengers from . million passengers in . This is ahead of all forecasts in the Airport’s Master Plan passenger growth forecast and would represent the highest number of annual passengers in the Airport’s history. In accordance with the Airport’s Master Plan, the Airport was anticipated to reach million passengers in . The Airport’s Master Plan was finalized and approved by key stakeholders, including City Council, the Airport Advisory . The Airport’s Economic Impact Study identified that the Committee and the Airline Consultative Committee in airport’s total economic impact is , jobs and . M in output to the Province of British Columbia. Airport ‐ Financial Outlook – . M in Airport Improvement In , gross revenues from Airport operations are projected to be . M, which includes Fee (AIF) revenue. Total operating expenditures and debt repayments from Airport operations are projected to be . M in . In , a total of . M of debt principal and interest repayment is anticipated to be paid from the Airport’s AIF . M is anticipated to be , reserve. The Airport contributes excess revenue into reserve for capital development. In contributed to the Airport’s reserves with the remaining k falling to accumulated surplus. The Airport has budgeted for new capital expenditures of . M, which will be funded from the Airport’s reserves. New capital projects include . M for the expansion and paving of the Airport’s parking lots. There will be a carry‐over of budgeted capital expenditures for the completion of the Flight to and Soaring Beyond . Million Passengers AIF Capital Programs, and certain non‐AIF capital projects.
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Organizational chart
STRONG FINANCIAL MANAGEMENT
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Funds & departmental relationship Municipal funds The City’s resources and operations are separated into various funds. Each fund is a separate fiscal and accounting entity organized by their intended purpose. They are segregated to comply with finance related legal and contractual provisions. The use of these funds is restricted by the Community Charter and associated municipal bylaws. The following funds are used for accounting and financial reporting purposes: General Fund | This is the largest fund and covers all municipal operations aside from the utilities and airport funds. This fund is not allowed to operate at a deficit. The difference between annual expenditures and other revenues generated by the fund forms the annual property tax levy. Water Fund | This fund provides for the capital construction, operation and maintenance of a water utility within specific areas of the City not served by water districts. Revenues within this fund, or prior years’ surplus, must be sufficient to cover all operating and capital costs of this utility on an annual basis. Wastewater Fund | This fund provides for the capital construction, operation and maintenance of wastewater treatment including sewer mains, lift stations and treatment facilities. Revenues generated in this fund, or prior years’ surplus, must be sufficient to offset all operating and capital costs of this utility on an annual basis. Airport Fund | The Kelowna International Airport operates within this fund, and is responsible for capital construction and ongoing administration, operation and maintenance. This fund is required to be self‐sufficient so that revenues generated must offset all operating and capital expenditures. Natural Gas Fund | This fund provided for the costs of the capital lease of the gas distribution system and the revenues generated from the operating lease‐back. In , FortisBC chose to terminate this lease agreement and the Natural Gas Fund was dissolved. Revenues used for projects in these funds may also come from the City’s Statutory Reserve Funds: Land Sales Reserve Fund | This fund was established in accordance with Provincial Legislation. Sales proceeds from all properties disposed of by the City are required to be placed in this reserve fund. Council may, by bylaw, use this fund to purchase land for general municipal or utility purposes. Parking Reserve Fund | This fund was established to provide funds to purchase land for parking lots, develop on‐street parking and to construct parking lots or parkades. The General Fund contributes net revenues from the operations of parking lots, parkades and parking meters to the Parking Reserve Fund. Both the revenues and expenditures relating to the collection and use of these funds will be found in the General Fund Financial Plan. Capital Works, Machinery and Equipment Reserve Fund | This reserve fund was established by the City to provide funds for such items as the purchase of replacement equipment, retirement of capital debt and replacement of cemetery property. Revenue for this reserve is provided from various sources within the General and Utility Funds. The estimated amounts of the revenue to be contributed may be found in the General or Utilities Funds Financial Plans along with the budgeted use of these funds. Non‐statutory reserves | The City of Kelowna also maintains reserves for future expenditures. These are non‐statutory reserves (reserve funds are ‘statutory’ reserves) which represent a contribution of surplus for specific purposes. In the financial plan the use of these reserves for future expenditures is shown under ‘Accumulated Surplus’ for either revenues or expenditures.
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Deferred Development Cost Charges | Development Cost Charge revenues are collected to provide funding for required expansion of roads, water works, sewer works, parkland acquisition and wastewater treatment facilities resulting from new development. Monies collected may only be used for the specific purpose and in the specific area for which the funds were collected. The financial plan budget for the use of these funds will be reflected in the appropriate fund. The following table lists the City’s Divisions and the funds they use:
City Administration City Clerk Airport Infrastructure Community Planning & Strategic Investments Active Living & Culture Civic Operations Police Services Bylaw Services Financial Services Human Resources Fire Department Corporate Strategic Services
General Fund
Water Fund
Wastewater Fund
Airport Fund
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Reserves & fund equity The City maintains reserves and fund equity in order to protect the current and future financial viability of the municipality. Proper reserve management recognizes the need to stabilize taxation and utility rates, and to prevent annual taxation fluctuations as a result of capital expenditure requirements. The following are audited reserve and fund equity balances at Dec. , and projected balances to the end of . The projected balance to the end of assumes all budgeted expenditures will be completed and funded (even though some of the projects will not be completed in ). New in are the Legacy Reserves. These reserves, held in the City’s General Fund, include the City owned Fortis Inc. common shares purchased with the proceeds of the sale of the City’s electrical utility to FortisBC Inc., as well as the payment from FortisBC Energy Inc. for the termination of the Lease‐in Lease‐out agreement and the balance of the Natural Gas Fund. Also new in is the addition of the South East Kelowna Irrigation District (SEKID) Water Utility reserves. The City of Kelowna assumed ownership of the water utility in June . The reserve funds of this utility will be held in the City’s Water Fund but reported separately as they will be used during the integration to fund infrastructure requirements.
(in thousands) General Fund Fund Equity Statutory Reserve Funds Legacy Reserves Reserves for Future Expenditures Water Fund Fund Equity Statutory Reserve Funds Reserves for Future Expenditures SEKID Reserves for Future Expenditures Wastewater Fund Fund Equity Statutory Reserve Funds Reserves for Future Expenditures Airport Fund Fund Equity Reserves for Future Expenditures Natural Gas Fund Fund Equity
Total Reserves & Fund Equity Deferred Development Cost Charges *Fund equity is also referred to as accumulated surplus
Actual Balance Dec. 31/17
Projected Balance Dec. 31/18
Projected Balance Dec. 31/19
4,652 60,191 0 79,455 144,298
2,565 48,824 92,160 58,061 201,610
2,565 49,462 92,160 56,879 201,065
13,483 151 18,426 0 32,059
203 154 3,267 9,259 12,884
1,414 158 5,508 10,424 17,504
30,522 10,636 13,033 54,191
33,217 11,147 9,295 53,659
35,891 11,665 9,579 57,136
596 27,420 28,016
1,475 21,807 23,282
2,407 28,101 30,508
4,472 4,472
0 0
0 0
263,037 42,767
291,435 50,576
306,212 68,589
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The Development Cost Charges are shown separately from other reserves and fund equity as they are revenues received for specific projects and cannot be used for any other expenditures. Some of the Deferred Development Cost Charge balances include a receivable portion which is not available for use at Dec. , . The impact of the general and utility fund operating and capital requests on the reserve balances in terms of contributions to and expenditures from reserves are highlighted on the following schedule. The Multipurpose Facility Investment reserves contain the funds committed by the City for investment into the downtown multi‐purpose facility (Prospera Place).
Reserve & fund equity summary Actual Balance Dec. 31, 2017
Projected Balance Dec. 31, 2018
Contribution to Reserve
General Fund Equity
4,652
2,565
0
0
2,565
General Reserves Planning Initiatives ‐ Corporate Major Facilities Misc. Recreation Facilities Park Development/Other Land Upgrades/Maint. Existing Assets Operating Exp. Equalization Operating Rev. Equalization Transportation & Drainage Capital Debt Equalization Reserve Multipurpose Facility Investment Unspent Budget Reserve
4,455 8,572 4 3,614 9,162 14,084 7,029 7,784 54 6,239 18,459
3,792 8,633 528 2,205 7,015 12,543 5,428 5,920 55 6,399 5,544
730 966 994 165 522 370 233 324 6 160 0
(831) (2,140) (100) (135) (561) (530) (100) (573) 0 0 (683)
3,691 7,459 1,422 2,235 6,976 12,383 5,561 5,671 61 6,559 4,861
General Reserves Sub‐Total
79,455
58,061
4,471
(5,653)
56,879
70,978 0 31,908
60,125 92,160 3,471
25,094 0 3,476
(23,935) 0 (25)
61,284 92,160 6,922
0 43,555 28,016 4,472
9,259 42,512 23,282 0
1,165 2,986 22,560 0
0 (27) (15,334) 0
10,424 45,470 30,508 0
Total Reserves & Fund Equity 263,037 291,434 Deferred Development Cost Charges 42,767 50,576 *Natural Gas Fund Equity was contributed to the Legacy Reserves in
59,752
(44,975)
306,212
39,777
(21,765)
68,589
(in thousands)
Statutory (CWME, Land, Pkg) Legacy Reserves Water Utility Reserve/Fund Equity SEKID Utility Reserve/Fund Equity Sewer Utility Reserve/Fund Equity Airport Reserve/Fund Equity Natural Gas Fund Equity
Projected Balance Dec. 31, 2019
Budget Expend
The Reserve and Fund Equity Summary assumes all projects budgeted will be completed in that year, however, actual expenditures on some of the larger projects may be over several years so the reserve balance at the end of and should be higher than indicated above.
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Debt management The City of Kelowna has various options available to obtain, through borrowing, funds necessary to acquire assets. The following section describes each borrowing option, the City’s legal limits, and the estimated outstanding debt balances at Dec. , . Under the Community Charter (C.C.) legislation, the provincial regulations establish a limit based on the cost of servicing the aggregate liabilities of the municipality. The cost of servicing the liabilities cannot exceed per cent of the total revenues for the previous year (excluding revenue received for another taxing jurisdiction, tax sharing revenues paid to another municipality, revenue from the disposition of assets, Federal or conditional grants such as water/sewer infrastructure grants and Municipal Finance Authority actuarial adjustments).
General Fund debt servicing costs Net Debt Servicing Costs are budgeted at . M from the budgeted amount.
. M in
( . per cent of taxation demand). This represents a decrease of
The current net general debt (including internal financing) as a percentage of taxation demand is . per cent in compared to . per cent of taxation demand in .
Long Term Debenture (C.C. Section
&
, as
)
Long Term Debenture borrowing involves the repayment of both principal and interest over a period not to exceed years. The City of Kelowna has undertaken to limit the term on long term borrowing to years wherever possible. Debenture borrowing for most long‐term needs requires the assent of electors through an alternative approval process and/or the passing of a referendum. The outstanding debenture borrowing for all funds at Jan. of each year, in thousands, is: 2017 Balance 2018 Balance 2019 Est. Bal. General Capital Fund 76,761 74,381 70,045 Water Utility Capital Fund 7,104 6,657 6,240 Wastewater Utility Capital Fund 26,354 20,732 14,881 Natural Gas Utility Capital Fund 8,785 4,527 0 Airport Fund 17,081 22,036 18,178 Library Fund 180 0 0 Total Debenture Debt $136,265 $128,333 $109,344
Liabilities Beyond the Current Year (C.C. Section
)
Under an agreement, Council may incur a liability payable after the current year as long as it is not a debenture debt and the liability does not exceed the life expectancy of the activity. If the agreement is for longer than five years, or contains a right of renewal that could exceed five years, an alternative approval process must be provided. This borrowing method is used by the City of Kelowna to secure the purchase of land from a vendor.
Short Term Borrowing (C.C. Section
)
Short Term Borrowing is used to undertake minor capital works programs and must be repaid over a period not to exceed five years. The City of Kelowna's short term borrowing legal capacity is approximately . M based on per capita and a population estimate of , . The City uses this borrowing method for the upgrade or construction of facilities and the purchase and development of parks. There are no projects currently funded through short term borrowing.
Revenue Anticipation Borrowing (C.C. Section
)
Operating loans may be required to meet current expenditures pending receipt of taxation revenue. This most often occurs in the few months prior to the annual July due date for tax payment and is repaid once tax revenue is received. To transact
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operating loans, a Revenue Anticipation Borrowing By‐Law must be approved by Council and is limited to taxes due in the preceding year. The City of Kelowna had no operating loans outstanding at Dec. , .
Loan Guarantees & Commitments (C.C. Section
per cent of
)
The City of Kelowna has a loan guarantee in place for the Kelowna Family Y Centre ( . M). There is also a commitment to R.G Arenas (Kelowna) Ltd. to purchase community use time in the multi‐purpose facility until the year . A lump sum payment is required to terminate the community use agreement, with the next opportunity in to make a payment of . M.
Internal Financing The City of Kelowna may borrow funds from its own general reserves with repayment of principal and interest in order to finance capital projects. This may relate to projects that are pending debenture issues and require interim financing or to projects that make use of reserve funds not required in the near future. There is no statutory limit to this borrowing as it is offset by existing reserve balances. It is an effective financing tool, especially when investment interest is low. Use of statutory reserves is more restricted and is not designed for lending from one reserve fund to another. There are currently four capital programs that are being internally financed and their estimated balances at the end of are:
Mission Recreation Park Facilities ‐ M Protective Services Site Acquisition ‐ k Compost Facility Loaders ‐ k Curling Club ‐ k
Internal financing is also used in the Development Cost Charge program where a deficit in one reserve can be temporarily offset by a surplus in another reserve. Repayment to the reserve includes any interest charge. There was one borrowing drawdown in determined by the Year Capital Plan.
for the Police Services building. Borrowing over the next five years will be
Further detailed debt repayment information for
and future years is illustrated on the following pages.
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2019 FINANCIAL PLAN
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‐year debt repayment schedule (in thousands) 2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
3,593 2,606 6,199 (1,890) 4,309
3,168 2,392 5,560 (1,252) 4,308
3,168 2,484 5,652 (1,252) 4,400
3,365 3,282 6,647 (1,224) 5,423
4,882 4,336 9,218 (1,010) 8,208
5,875 4,823 10,698 (1,010) 9,688
6,000 5,171 11,171 (1,010) 10,161
6,674 5,464 12,138 (1,010) 11,128
6,674 5,464 12,138 (1,010) 11,128
5,723 4,827 10,550 (965) 9,585
8 0 150 4,467
8 0 150 4,466
8 0 150 4,558
9 0 150 5,582
9 0 150 8,367
9 0 150 9,847
9 0 150 10,320
9 0 150 11,287
9 0 150 11,287
9 0 150 9,744
Water Fund Debenture Principal Interest Total Expenditures Recoveries Net Debenture Debt
333 472 805 (29) 776
335 473 808 (32) 776
335 473 808 (32) 776
335 473 808 (32) 776
335 473 808 (32) 776
334 473 807 (30) 777
333 472 805 (29) 776
333 472 805 (29) 776
333 472 805 (29) 776
333 472 805 (29) 776
Wastewater Fund Debenture Principal Interest Total Expenditures Recoveries Net Debenture Debt
4,174 1,822 5,996 (6,287) (291)
1,596 995 2,591 (2,881) (290)
763 622 1,385 (1,675) (290)
763 622 1,385 (1,675) (290)
762 621 1,383 (1,672) (289)
762 621 1,383 (1,672) (289)
655 551 1,206 (1,414) (208)
381 416 797 (807) (10)
191 293 484 (494) (10)
191 293 484 (494) (10)
1,897 584 2,481
1,897 584 2,481
1,897 600 2,497
1,934 1,005 2,939
2,828 1,491 4,319
3,051 1,670 4,721
3,237 1,751 4,988
2,598 1,710 4,308
2,521 1,764 4,285
1,972 1,717 3,689
(2,481) 0
(2,481) 0
(2,497) 0
(2,939) 0
(4,319) 0
(4,721) 0
(4,988) 0
(4,308) 0
(4,285) 0
(3,689) 0
4,952
4,952
5,044
6,068
8,854
10,335
10,888
12,053
12,053
10,510
General Fund Debenture Principal Interest Total Expenditures Recoveries Net Debenture Debt Other Debt MFA Levy Short Term Borrowing Temporary Debt TOTAL NET DEBT (General)
Airport Fund Debenture Principal Interest Total Expenditures Recoveries (AIF Revenue) Net Debenture Debt Total net debt payment
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2019 FINANCIAL PLAN
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Five‐year net debt repayment (in thousands)
9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 2019
(1,000)
2020
2021
General Fund
Water Fund
2022
2023
Wastewater Fund
Taxation funded debt (in thousands) Council policy has been to limit annual net debt repayment to a maximum of per cent of taxation demand. Net debt repayment for will be . per cent and anticipated to reach a maximum of . per cent over the next five years; decreasing to . per cent by . This includes debt repayment for internal financing. The following chart, in thousands, illustrates the annual debt repayment and the per cent of taxation for the next
years:
$14,000 $12,000
5.6%
6.4%
$10,000 $8,000 4.2% $6,000 $4,000 $2,000 $0 2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
PAGE 49
2019 FINANCIAL PLAN
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Existing Debt – All Funds The maximum debt that can be undertaken by the City in a given year is based on per cent of previous year revenues. Using revenues, the current liability servicing limit is . M of which . M of this capacity has been used, leaving an available capacity of . M. While . M represents approved debt capacity, the total debt servicing cost payable (principal and interest) is . M. The balance of . M represents guarantees and commitments as well as approved borrowings which have not been issued. Using current Municipal Finance Authority (MFA) lending rates and a ‐year repayment term the unused borrowing capacity of . M for is approximately M. The following chart shows the borrowing by various funds and the maximum borrowing limit by the solid line.
Existing debt & maximum borrowing
Max Capacity $615M ‐ 782M 900 800 700 600 500 400 300 200 100 0 2019 General Fund
2020
2021
2022
Water Fund
2023
2024
2025
2026
Wastewater Fund
2027
2028 Airport
(Based on current estimated borrowing rates)
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2019 FINANCIAL PLAN
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Debt charges analysis – General Fund (in thousands)
Debentures Parkade Extension & Memorial Parkade MFA 133 Local Improvements ‐ MFA 70 Local Improvements ‐ MFA 130 South Pandosy Spec Area 1 & 2 ‐ MFA 71 Kokanee Gymnastic Facility ‐ MFA 75 Chapman Parkade ‐ MFA 78 Okanagan Gymnastics ‐ MFA 102 Mission Aquatic Centre ‐ MFA 102&104 DCC Roads Police Facilities Automated Collection Carts Debenture recoveries Local Improvement Levies Kokanee Gymnastic's Repayment ‐ Appropriation to Major Facilities Res. Okanagan Gymnastics South Pandosy Spec Area 1 & 2 Parking Reserve DCC Roads Landfill Reserve (Auto. Carts) Net debenture debt
Revised 2018
Provisional 2019
943 4 22 35 24 215 45 1,712 1,402 2,670 599
943 4 22 35 24 215 45 1,712 0 2,600 599
(26) (28) 4 (45) (35) (1,158) (1,402) (599)
AGREEMENTS FOR SALE NET AGREEMENTS FOR SALE Short term borrowing MFA levy Short term recovery Debt Averaging Reserve Land Acquistion Reserve Net short term debt Temporary debt Interest on prepaid taxes Bank charges/local improvements
7,671
(3,288) 4,383
(26) (28) 4 (45) (35) (1,158) 0 (599)
0
8
0
0
6 105 90
Temporary debt ‐ recovery Parking Reserve Net temporary debt Net debt ‐ General
195
0 8
125 85
210
(60)
(60)
135 4,523
150 4,470
Dollar change Internal borrowing Mission Recreation Park Facilities (est. completion 2023) Protective Services Property Total including internal financing
(1,886) 4,312 0
6
0
6,199
(53) 940 504 5,967
(1.2)% 940 504 5,914
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2019 FINANCIAL PLAN
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Ongoing budget impacts – General Fund Operating requests and expenditure reductions submitted in the Financial Plan are projected over a three‐year period. This impact summary analyzes the impacts from current and prior year ongoing and one‐time operating requests and expenditure reductions for dollar value changes between the current and subsequent two years. Adoption of this Provisional volume includes the approval of these changes from year‐to‐year. Also included are the estimated contract increase impacts on the The impact on
and
from the adoption of the
and
budget.
Financial Plan as submitted is summarized as follows:
0 0
2020 Per cent Impact ‐0.72% 0.07%
2021 Per cent Impact 0.00% 0.00%
23,442 0 737,300 (5,000)
0 0 60,800 0
0.02% 0.00% 0.52% 0.00%
0.00% 0.00% 0.04% 0.00%
Total Budget Request Impacts
(163,758)
60,800
‐0.11%
0.04%
Total Infrastructure Levy Impacts
2,600,000
0
1.83%
0.00%
Estimated Contract Increases
3,333,503
3,017,345
2.35%
2.09%
Total Impacts
3,169,745
3,078,145
4.07%
2.13%
2019 One‐time Requests 2019 One‐time Reductions Additional Full Year Costs: 2018 Operating Requests 2018 Reductions 2019 Operating Requests 2019 Reductions
There is a . or inflation.
per cent increase for
and a .
2020 Impact
2021 Impact
(1,016,900) 97,400
per cent increase for
before considering the impacts of borrowing
PAGE 52
2019 FINANCIAL PLAN
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Full‐time equivalent (FTE) summary
2019 Provisional FTEs 250 200 150 100 50 0 CA
CC
IN
CPSI AL&C CO
PS
BS
FS
General Fund City Administration (CA) City Clerk (CC) Infrastructure (IN) Community Planning & Strategic Investments (CP&SI) Active Living & Culture (AL&C) Civic Operations (CO) Police Services (PS) Bylaw Services (BS) Financial Services (FS) Human Resources (HR) Fire Department (FD) Corporate Strategic Services (CSS) Total General Fund Airport & Utility Funds Airport (AIR) Wastewater (WW) Water (W) Improvement District Transition (IDT) Natural Gas Total Airport & Utility Funds Total FTEs
HR
FD
CSS
AIR
WW
W
IDT
Budget 2017
Actual 2017
Revised 2018
Provisional 2019
12.1 9.1 30.7 88.8 77.1 207.4 74.8 19.0 53.0 16.5 123.0 43.3 754.8
12.0 7.8 33.3 84.8 80.1 208.7 75.3 20.4 49.9 19.8 123.8 43.8 759.7
12.2 9.1 32.0 92.3 76.3 208.7 79.6 21.5 60.5 17.7 132.0 47.2 789.1
12.2 9.6 33.9 96.8 76.3 210.2 82.3 24.0 62.5 18.6 141.0 48.8 816.2
43.8 40.8 29.6 0.0 0.0 114.2 869.0
47.3 41.4 29.3 0.0 0.0 118.0 877.7
45.5 42.0 30.5 7.3 0.0 125.3 914.4
47.7 43.0 35.5 7.3 0.0 133.5 949.7
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2019 FINANCIAL PLAN
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General Fund City Adminitration 2018 Addition 0.1 FTE for additional part‐time wage coverage City Clerk 2019 Addition 0.5 FTE for Legislative Coordinator (FOI) Position operating request Infrastructure 2017 Addition 0.7 FTE for Transit Service Coordinator Term Position operating request Addition 3.0 FTE to transfer Transportation Engineering positions from Civic Operations Reduction 1.0 FTE to transfer the Financial Analyst position to Financial Services 2018 Addition 0.3 FTE for annualization of the 2017 Transit Service Coordinator Term Position Addition 1.0 FTE from various 2018 budget amendments 2019 Reduction 0.2 FTE for annualization of 2017 and 2018 operating requests Addition 1.0 FTE for ongoing Transit Service Coordinator Position operating request Addition 0.5 FTE for Senior Transportation Engineer Position operating request Addition 0.5 FTE for Utility Planning Engineer Position operating request Addition 0.1 FTE for Time Series Data Extraction from SCADA operating request Community Planning & Strategic Investments 2017 Reduction 1.2 FTE for reversal of 2016 onetime and annualization of 2016 operating requests Addition 0.7 FTE for Development Technician Position operating request Addition 0.8 FTE for Planner Specialist Position operating request Addition 1.0 FTE for Development Engineering Technologist Term Position operating request Addition 0.4 FTE for Sustainability Coordinator Position operating request Addition 0.3 FTE from Expansion of Parking Management ‐ Hospital Area operating request Addition 0.7 FTE for Business License Manager Position operating request 2018 Addition 0.8 FTE for annualization of 2017 operating requests Addition 0.8 FTE for 2040 Official Community Plan Update Position operating request Addition 0.4 FTE for Engineer‐in‐Training Position operating requests Addition 0.5 FTE for Planner Specialist Position operating request Addition FTE 0.5 for Building Inspector/Plan Checker Position operating request Addition 1.0 FTE for Community Energy Specialist Term Position Movement for Part‐time Clerk Positions budget transfer, 1.0 FTE from salary to 0.5 FTE hourly 2019 Addition 0.1 FTE for annualization of 2017 operating requests Addition 0.3 FTE for Permit Increase and 0.5 Plumbing & Gas Inspector Position operating request Addition 1.0 FTE for Development Engineering Technologist Term Position operating request Addition 0.8 FTE for Administrative Clerk Position ‐ Parking Services operating request Addition 1.0 FTE for Property Information Request with Full Time Term Position operating request Addition 0.5 FTE for Planning Technician II Position operating request Addition 0.3 FTE for Parking Services‐Summer Student Position operating request Addition 0.5 FTE for Environmental Coordinator Position operating request Addition 1.0 FTE for Cannabis Regulation & Short Term Rental Compliance and Positions operating request Reduction 1.0 FTE for Community Energy Specialist Term Position Active Living & Culture 2017 Addition 0.2 FTE for annualization of 2016 operating requests Addition 0.2 FTE for onetime Homeless‐Serving System Strategy operating request Addition 0.4 FTE for Partnership Manager Position operating request Addition 14.5 FTE for Arena and Stadium Staff transferred from Civic Operations Addition 0.8 FTE for Journey Home Strategy Governance Structure position budget amendment 2018 Reduction 1.0 FTE for reversal of 2017 onetime operating requests Addition 0.1 FTE for annualization of Partnership Manager Position 2017 operating request Reduction 0.1 FTE for annualization of 2017 operating request ‐ wages Addition 0.2 FTE for Arena/Stadium wages operating requests PAGE 54
2019 FINANCIAL PLAN
CITY OF KELOWNA
Addition 0.2 FTE for annualization of 2018 Kelowna Community Theatre ‐ Technician Position Reduction 0.2 FTE for reversal of 2018 onetime request for Homeless‐Serving Strategy Movement from Recreation Clerk Position operating request, 0.8 FTE, from hourly to salary Civic Operations 2017 Reduction 0.5 FTE for onetime 2016 Special Financial Project Support Term Position operating request Addition 1.0 FTE for Energy Program Manager Addition 0.3 FTE for annualization of 2016 operating requests Addition 0.2 FTE for Safety Coordinator ‐ 3 Year Term Position operating request Addition 0.8 FTE for Scale House Attendant Part‐time Position operating request Addition 0.8 FTE for Street Lighting Technologist Position operating request Addition 1.8 FTE from various 2017 ongoing operating requests for wages Reduction 0.4 FTE to allocate a Operating Clerk/First Aid Attendent position to the Utility Funds Addition 0.8 FTE for Performance Improvement Consultant transfer Reduction 3.0 FTE to transfer Transportation Engineering positions to Infrastructure Division Reduction 14.0 FTE to transfer Arena & Stadium Staff to Active Living & Culture Movement 1.0 FTE for Water Quality & Customer Care Supervisor to allocate position 0.6 FTE to Water and 0.4 FTE Wastewater 2018 Reduction 0.2 FTE for annualization of 2017 requests onetime and ongoing wages Reduction 1.8 FTE for removal of 2017 onetime budget transfers Addition 0.3 FTE for annualization 2017 salary operating requests Addition 1.0 FTE from various 2018 ongoing operating requests for wages Reduction 0.5 FTE from 2018 onetime reduction requests for wages Addition 0.8 FTE for 2018 operating request Corporate Energy Specialist Position Movement for Fleet Supervisor budget transfer, 1.0 FTE from hourly to salary Movement from Parks Reorg budget transfer, 1.0 FTE from hourly to salary Addition 1.5 FTE from Landfill position onetime budget transfers Addition 0.2 FTE from Co‐op Student Research Assistant Term Position budget transfer 2019 Reduction 0.4 FTE for annualization of 2018 operating positions Reduction 1.5 FTE from 2018 Landfill position onetime budget transfers Addition 3.6 FTE from various 2019 ongoing operating requests for wages Reduction 0.2 FTE for Parks Operating Budget Reduction onetime request Police Services 2017 Addition 0.2 FTE for annualization of 2016 operating requests 2018 Addition 0.8 FTE for Police Services Secretary Position operating request Addition 4.0 FTE for Police Services ‐ Data Processor Position operating request 2019 Addition 0.2 FTE for annualization of 2018 operating request Addition 0.5 FTE for Forensic Video Analyst Position operating request Addition 2.0 FTE for Operational Intelligence Clerk Positions operating request Bylaw Services 2017 Addition 0.1 FTE for annualization of 2016 operating requests Addition 0.8 FTE for Bylaw Services Enforcement Positions operating request Addition 0.8 FTE for Bylaw Services Enforcement Positions ‐ Supervisor operating request Addition 1.0 FTE for Bylaw Enforcement Officer Seasonal Support Positions operating request Movement of Summer Bylaw positions, 0.8 FTE from salary to hourly 2018 Addition 0.4 FTE for annualization of 2017 operating requests Reduction 0.2 FTE for Bylaw Enforcement Clerk Position operating request Addition 0.3 FTE for Bylaw Enforcement Clerk Position operating requests Addition 2.0 FTE for Community Response Unit operating request 2019 Addition 2.0 FTE for annualization of 2018 operating requests Addition 0.5 FTE for Bylaw Enforcement Officer Position operating request 2019
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2019 FINANCIAL PLAN
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Financial Services 2017 Addition 0.7 FTE for annualization of 2016 operating requests Addition 0.6 FTE for Financial Analyst Position operating request Addition 2.0 FTE for Financial Analysts transferred from Infrastructure and Fire Department Addition 0.2 FTE from Controller Department realignment transfer Addition 0.5 FTE for Procurement Management Supervisor Position operating request 2018 Addition 1.1 FTE for annualization of 2017 operating requests Addition 4.0 FTE from 2017 operating request Utility Billing and Property Tax System annualization Addition 2.3 FTE for Financial Analyst Position operating request Reduction 0.2 FTE for removal of 2017 onetime budget transfer Addition 0.3 FTE for Senior Buyer Position operating requests 2019 Addition 1.7 FTE for annualization of 2018 operating requests Reduction 0.2 FTE for Corporate Purchasing Card Program Term Position 2017 request Addition 0.5 FTE for Financial Analyst Position ‐ Infrastructure operating request Human Resources 2017 Reduction 0.3 FTE from 2016 onetime operating request Addition 0.2 FTE for Part‐Time HR Administrative Clerk Position operating request Addition 0.3 FTE for Term HR Recruitment Coordinator Position operating request Addition 0.2 FTE for Safety Coordinator ‐ 3 Year Term Position operating request 2018 Addition 0.4 FTE for Safety Management System Co‐op Student Position operating request Addition 0.5 FTE for Recruitment Coordinator Term Position operating request Addition 0.1 FTE for reversal of 2017 onetime operating requests Reduction 0.3 FTE for reversal of 2017 onetime operating requests Addition 0.1 FTE for annualization of 2017 operating requests Addition 0.4 FTE for Kelowna Integrated Water Project budget amendment 2019 Reduction 0.4 FTE to reverse 2018 onetime operating request Addition 0.5 FTE for Security & Business Continuity Manager Position operating request Addition 0.4 FTE for Disability and Benefits Coordinator Position operating request Addition 0.4 FTE for General Duties Assistant Position operating request Fire Department 2017 Reduction 1.0 FTE for Financial Analyst transferred to Financial Services 2018 Addition 9.0 FTE for Firefighters ‐ 12 Positions operating request 2019 Addition 3.0 FTE for annualization of 2018 operating requests Addition 4.0 FTE for Firefighters ‐ Eight Positions operating request Addition 2.0 FTE for Fire Dispatch and Casual Fire Dispatch Positions operating request Corporate Strategic Services 2017 Addition 1.5 FTE for annualization of 2016 operating requests Addition 0.5 FTE for Sponsorship & Advertising Manager Position operating request Addition 0.5 FTE for Performance Improvement Consultant Position operating request Addition 0.7 FTE for Communications Advisor Position operating request Reduction 0.5 FTE from 2017 budget transfers Addition 0.2 FTE for Part‐Time Communication Consultant increase 2018 Addition 1.0 FTE for Communication Consultant Position operating request ‐ salary Reduction 0.6 FTE for Communicaiton Consultant Position operating request ‐ hourly Addition 1.3 FTE for annualizing 2017 operating requests Addition 0.5 FTE from 2017 onetime budget transfer reversals Addition 0.3 FTE to remove Communications Advisor allocation from the Water Fund Addition 0.8 FTE for Kelowna Integrated Water Project budget amendment Addition 0.6 FTE from Part‐time Clerk budget transfer 2019 Addition 0.6 FTE for annualization of 2017 operating requests Addition 0.5 FTE for Sponsorship & Advertising Advisor Position operating request Addition 0.5 FTE for Network Systems Analyst Position operating request
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2019 FINANCIAL PLAN
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Airport and Utility Funds Airport 2018 2019
Addition 1.7 FTE for Senior Buyer, Operations Technician and Project Manager operating requests Addition 0.9 FTE for annualization of 2018 operating requests Addition 0.5 FTE for Airport Operations Technician Position operating request Addition 0.8 FTE for Manager of Airport Technology Position operating request
Wastewater 2017 Reduction 0.1 FTE for reversal of 2016 onetime operating requests Addition 0.2 FTE for Safety Coordinator ‐ 3 Year Term Position operating request Addition 0.2 FTE for Data Radio Replacement ‐ Wastewater operating request Addition 0.2 FTE for Operating Clerk/First Aid Attendent position allocation Addition 0.4 FTE for reallocation of Water Quality & Customer Care Supervisor 2018 Addition 1.1 FTE for Summer Co‐op Student Position, Wastewater Operations Developer Capital Addition 0.1 FTE for annualization of 2017 operating requests 2019 Addition 0.5 FTE for annualization of 2017 and 2018 operating requests Addition 0.5 FTE for Wastewater Treatment I/E Technician Term Position operating request Water 2017 Addition 0.2 FTE for Safety Coordinator ‐ 3 Year Term Position operating request Addition 0.2 FTE for Data Radio Replacement ‐ Water and Vintage Terrace Pressure Reducing Station Addition 0.6 FTE for reallocation of Water Quality & Customer Care Supervisor Addition 0.2 FTE for Operating Clerk/First Aid Attendent position Reduction 0.4 FTE to remove Communications Advisor water allocation 2018 Addition 0.1 FTE for annualization of 2017 operating requests Addition 1.2 FTE for various 2018 operating requests 2019 Addition 1.1 FTE for annualization of 2017 and 2018 operating requests Addition 2.4 FTE for Domestic Water System Expansion (SEKID) Operating Costs and Positions operating Addition 1.5 FTE for Water Meter Reading and Servicing Repatriation with Positions operating request Improvement District Transition 2018 Addition 4.3 FTE from SEKID Transition Operating Expense budget transfer ‐ hourly Addition 3.0 FTE from SEKID Transition Operating Expense budget transfer ‐ salary
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2019 FINANCIAL PLAN
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Basis of accounting/budgeting Basis of accounting Definition The basis of accounting refers to when revenues and expenditures are recognized (recorded) in the accounts and reported in the financial statements. The basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied. The focus within the budget process is that all interfund transactions are budgeted, but in the financial statements all material interfund entries are eliminated in preparation of the consolidated financial statements.
Modified accrual basis of accounting City of Kelowna revenues and expenditures are recognized on a modified accrual basis of accounting. Revenues and related accounts receivable are recognized in the accounting period in which they become earned and measurable.
Expenditures are recognized in the accounting period in which the liability is incurred. Inventory is valued at the lower of cost or replacement cost. Temporary investments are recorded at cost. Tangible capital assets on the balance sheet will be shown at cost, less amortization, less disposal. Tangible capital assets will be written down when non‐contributing. Amortization and write‐downs of tangible capital assets will be a charge against annual income.
Basis of budgeting The basis of budgeting is also on the modified accrual basis. The acquisition of capital assets and the repayment of long term debt are considered as expenditures in Municipal Fund Accounting and are required to be included in the Financial Plan. Revenues are budgeted in the year they become measurable and available to finance expenditures. Proceeds from borrowing are considered to be revenues. Proceeds from the sale of assets are considered to be revenues and the related gain or loss is not.
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2019 FINANCIAL PLAN
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Financial principles & strategies The City defines financial strength and stability as “the ability to acquire and manage a portfolio of financial and physical assets that meet the current and future needs of our community.” This is the goal. The principles and strategies will guide decision‐making within the City and help to realize this goal and, ultimately, the vision for Kelowna. The five financial principles are for the City to be:
These principles serve as a basis against which the financial strategies that are outlined below can be tested, reviewed and updated as needed.
Strategies The financial strategies that will help us meet our financial goals fall under
categories:
Assets – new
Expenditures for new assets will be prioritized based on social, economic and environmental factors and life cycle cost implications. Emergent opportunities will be evaluated against existing priorities. Investment in new assets should follow the long‐term capital plan. The decision‐making process for new asset investment will be documented, transparent and clearly communicated to Council, staff and the community.
Assets – renew
The City will invest in existing infrastructure renewal in accordance with the long‐term capital plan. Funding for asset renewal will be balanced against service levels and risk tolerance. Life cycle costs should be managed through preventative maintenance and renewal strategies.
Debt
General Fund debt servicing costs will be maintained at or below a targeted level of annual taxation demand. The City’s debt capacity will be preserved by limiting the use of debt to fund only one‐time major capital projects. If possible and when beneficial, debt will be paid down earlier. Financing for less than a five‐year term will be completed through internal financing. Impacts on overall City debt levels from “self‐funded” cost centres and Funds will be reviewed and understood.
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2019 FINANCIAL PLAN
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Development financing
Developers will pay their fair share for growth‐related infrastructure through DCCs and other tools. Where appropriate, other funding can be used to provide additional capacity over and above the current OCP horizon. Taxation‐funded DCC’s through grant programs may be used to encourage economic development and community projects.
Grants
Grants will only be pursued for the City’s priority projects. Grant funding will not increase the scope of a project without Council endorsement. Annual project funding must be sufficient without conditional grants. Long‐term financial planning will rely on unconditional grant opportunities only.
Operations
All services, including new services, must be aligned with the City’s priorities and reviewed regularly. The full financial cost of service and staff requirements will be understood by Council and administration. Future changes in operating costs, including personnel resourcing requirements, will be considered in long‐term capital and financial planning. Ongoing operating activities will only be funded through taxes, fees and charges.
Partnerships & enterprise
The City will pragmatically partner with other entities to deliver community services and amenities. The City will explore access to new sources of capital and revenue streams. The City will leverage existing assets to attract private sector involvement. The City will leverage the expertise of outside partners. Services from partnerships will be reviewed regularly to ensure the needs of the City continue to be met. The City supports organizations within the community that enhance the quality of life.
Property taxation
Property taxes will remain as stable as possible over time. Property taxes will be comparative with similar communities. Increases to property taxes will be balanced among assessment classes. Property tax information will be transparent and easy to understand. Property taxes will reflect the infrastructure, services and service levels that the community believes are important.
Reserves & surplus funds
The purpose of each reserve will be documented and reviewed regularly. Ongoing operating requests will not be funded from reserves. Accumulated surplus will only be used as an emergency funding source.
User fees & charges
Everyone will pay a fair amount for the services they receive. Services will be reasonably accessible by all citizens. User fees will be transparent and easy to understand.
For more information, go to kelowna.ca and search for financial principles and strategies.
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2019 FINANCIAL PLAN
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Policies There are various policies adopted by Council or long‐standing principles that guide the City of Kelowna and are used in the preparation of the Financial Plan. During the City undertook a project to review, update and consolidate financial policies. The project is estimated to be completed during .
Financial planning policies Balanced Budget | The Financial Plan is developed for the City of Kelowna to operate within its means. Each department is expected to operate within the limits of the financial resources identified, maintaining a balanced budget for the year. The Utility Funds will have planned deficits some years based on large capital projects in that year. When over‐expenditures are known the department must first investigate transfer of budget from other sources within their area. Use of surplus or reserve accounts is available under special circumstances to cover budget shortfalls. Long Range Planning | The Community Charter mandates that a Five‐Year Financial Plan is prepared. The plan contains current year operating and capital costs along with projected future costs. It includes estimated operating costs and revenues of future capital improvements. The plan is adopted by bylaw in May after Final Budget requests are considered by Council. Ten‐year utility models are prepared that provide details for the overall Financial Plan. The ‐Year Servicing Plan and Financing Strategy also provides capital details for the long term plans. Development cost charge rates are based on the requirements of the ‐Year Servicing Plan. Ten‐year models are developed for the utilities to ensure that rates and fees are set at a level that allows the funds to be self‐supporting (without taxation assistance). There is a strong link between the various plans as they flow from the future right into the current year requirements. Asset Inventory | Civic facilities are reviewed on an annual basis to determine the requirements for maintaining the asset. Funding is included in the base operating budget in Building Services which supports maintenance projects. The amount included in the base is reviewed annually to ensure it is adequate to address the facilities requirements. A portion of the road network is assessed each year under the Pavement Management Program. The condition assessment is updated and a listing of priority road improvements for the next five years is prepared. Works are coordinated with the various utilities to provide the most cost effective service with the least disruption on the community. Water, wastewater and storm drainage systems are reviewed annually to determine the priority for replacement of the older infrastructure. The PSAB (Public Sector Accounting Board) Section PS outlines standards on how to account for and report tangible capital assets in government financial statements. Department requests are measured against Tangible Asset Criteria and where they do not meet the criteria, are reported as operating expenses of the current year.
Revenue & expenditure policies Revenue | A diversity of revenue sources is encouraged and appropriate recovery levels should be established for municipal services. The level of community resources that the City dedicates toward municipal services should be directly related to the extent of benefit to the community and the City’s ability to pay. Higher rates of cost recovery for certain services will be achieved by charging fair market value for services when it is appropriate to do so and by using prudent cost control measures. Fees and charges should be reviewed annually for the level of cost recovery and reasons for not recovering full costs should be identified and explained. One time revenues should not be used for ongoing costs except in the case of startup costs for a new program. These programs should be carefully reviewed and justified through the budget process. Expenditure | Regular monthly and annual financial reports are prepared that compare the actual revenues and expenditures to budgeted amounts. These reports are distributed to management at various times of the year. Budget must be in place for all expenditures at the Division level for operating costs and at the program level for capital projects. An expenditure may be made for an emergency that was not contemplated in the financial plan but the plan must be amended, as soon as practical, to include the expenditure and the funding source.
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Debt | All borrowing, debt, or liabilities must adhere to legislative requirements and be in compliance with the relevant Community Charter regulations. Debt must only be undertaken if it balances sustainability, flexibility and will not be used to fund current operating expenses. Debt is one component of capital financing structure and must be integrated into realistic long term financial plans. For capital financing, it is preferred that the debt term be less than the probable life of the asset, if it is affordable. The maximum debt servicing should not exceed per cent of City own source revenues or eight per cent of annual tax demand and cannot exceed debt servicing limits established by the Province. Reserves | The City will maintain a surplus account within the general fund of five per cent of the previous year’s taxation requirement to assist with the expenses of unforeseen emergencies and to ensure a continued strong financial position. Additional reserve accounts should be maintained for revenue and expenditure stabilization including reserves for snow removal/street cleaning, flood control, insurance deductible and permit revenue averaging. Under expenditures in these areas should be placed into reserve at year end and over expenditures should be funded from the reserve to avoid the requirement to reduce service levels or raise taxes/fees for a temporary issue. Surplus Allocation | Any surplus generated in a year will be allocated to reserves as recommended by the City’s Audit Committee. Consideration to be given to the requirements identified in the Infrastructure Plan, the area where the surplus was generated, future capital requirements or to offset funding shortfalls from other anticipated funding sources.
Investment & cash management policies The City will maintain sufficient short term liquid assets to enable it to meet its annual operating budget as required. Due to the uncertain nature of future expenses, the portfolio will focus on high quality, liquid securities. The goal is to maximize the investment return on the fund, while ensuring that the liquidity, quality and diversification requirements are satisfied. The primary performance objective is to achieve a rate of return greater than the Canada Consumer Price Index for all items. Additionally, the fund’s performance should match or exceed the Municipal Finance Authority of BC Intermediate Fund and Money Market Fund for the same period. Permitted investments in the fund are eligible securities defined in Section of the Community Charter and investments in internally financed City of Kelowna projects. The portfolio of invested funds will be diversified into AAA, AA, or A rating investments and is restricted to a maximum of % A rated investments. Maximum exposure to a single government (Government of Canada, BC MFA, Provincial, and Municipal) or corporation, as a per cent of the total portfolio will be as follows: Rating AAA AA A
Government % % %
Corporation % % %
per cent of the total portfolio and the In addition, the maximum exposure for a single internally financed project is maximum exposure for all internally financed projects is per cent of the total portfolio. Funds will also not be borrowed to acquire securities or otherwise deal in margin trading. Reports on the fund’s performance will be provided annually to Council in the first quarter of the following year and will include investment information on: cash assets relating to cash flow demands of the City, the City Cemetery Care Maintenance Funds and the Legacy Fund. Previous Councils have approved the major corporate strategies identified below that provide direction for long term capital plans and thus for the capital component of the current Financial Plan.
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2019 FINANCIAL PLAN
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These strategies are:
Park Acquisition Strategy | This plan provides for the park land acquisition standard of . hectares per thousand of population and the acquisition of natural space by means other than cash outlay.
Parks Development Strategy | Parks development costs will be a function of the capital allocation deemed reasonable annually and are to be shared by the community rather than through increased development cost charge fees.
Waterfront Amenities Strategy | An annual allocation is provided for some waterfront land acquisitions but the emphasis is on private enterprise or community contributions to develop other amenities.
Major Recreational Facilities Strategy | Major recreational/cultural facilities are budgeted with substantial emphasis on funding from public private partnerships, public sector partnering and other contributions. Pay‐as‐ you‐go capital and reserve funding will be required to minimize long‐term debt financing.
Civic Buildings Strategy | Buildings will be planned and constructed as required, subject to funding availability, with a focus on Public Private Partnerships in the development of these future civic buildings.
Pavement Management Strategy | Annual general revenue contributions are to increase from the baseline of . M over the ‐year program to achieve an overall roads condition of out of .
Storm Drainage Retrofit Strategy | Annual general revenue contribution of year plan.
Generation/Disposition of Surplus Strategy | . M is to be allocated to reserves each year from annual surplus in order to mitigate the need for abnormal tax increases or incurring of new debt and to provide for capital expenditure opportunities which might otherwise require an alternative approval and/or referendum process.
Capital Pay‐As‐You‐Go Strategy | cent of new construction taxation revenue each year is to be allocated to capital, increasing the percentage of capital to Municipal Taxation to a maximum of per cent.
Debt Management Strategy | The existing strategy of using alternative funding for discretionary expenditures, capitalizing on debt reduction opportunities and using short term borrowing and agreements for sale has been maintained. Maximum debt servicing should not exceed eight per cent of annual taxation demand.
. M to this program over the
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Budget process City plans that influence the budget are: Council Priorities Official Community Plan ‐Year Capital Plan Infrastructure Plan ‐Year Servicing Plan Community Trends report Input from City staff, City Council, outside agencies funded by the City, citizens, and various City committees all helps to build a solid annual and five‐year financial plan that meets the needs of our growing community.
Budget cycle & timeline The City uses a line item approach to budgeting, supplemented with program budgets in operational, service‐oriented departments. Base budgets are subject to annual review and scrutiny to identify need in relation to approved service level requirements.
A year‐round process The fiscal year begins Jan. and ends Dec. budgeting is a near year‐round process.
. City
Beginning in August of each year, all divisions prepare department goals and objectives for the upcoming budget year, followed by preparation for review and analysis of budget requirements. Financial Services reviews base budget adjustments, operating requests, expenditure reductions and capital budget requests. In October, the City Manager meets with each division to go over budget adjustments and requests. After this review, requests are ranked on a City‐wide basis and reviewed by Senior Management. The divisional information and budget requests are consolidated into the Provisional Financial Plan and prepared for review by Council in mid‐December. Projects not completed in the previous year (carryovers) are reviewed by Council in March after accounts are finalized at year‐end. Final adjustments to the Financial Plan, including requisition amounts from other taxing jurisdictions, are reviewed by Council in late April. The final Financial Plan and appropriate Tax Rate Bylaws are adopted by May . The budget cycle is also guided by the requirements of the Community Charter as described in Section and Section . PAGE 64
2019 FINANCIAL PLAN
CITY OF KELOWNA
Budget transfers & amendments As per section ( ) of the Community Charter, the Financial Plan may be amended by bylaw at any time. A bylaw amendment is planned for April for changes to the Financial Plan for all year‐end requirements. Council Policies & cover the budget transfer and amendment procedures. A formal policy is in place to ensure that the City’s overall internal control objectives are maintained and that there are no material changes to the original budget approved by Council. Appropriate signatures and back‐up documentation are required with the transfer or amendment forms. Budget transfers involve the re‐allocation of existing approved budget and do not change the overall budget total. Operating budget transfers in excess of , and capital transfers greater than , must be approved by the City Manager. Council approval is required to cancel an approved project or to add a new capital project greater than , . Budget amendments do increase the City’s budget total and must be approved by Council prior to entry.
budget calendar Description
Prepare capital requests for
Required Date Financial Plan
June
Departmental Work Plans complete
Establish City priorities for the Manager
Aug.
budget year, based on discussion with Council & City
City Manager meets with each department to review and prioritize capital requests, supplements, and expenditure reductions Council receives overview presentation of the Provisional Council reviews and adopts the Provisional
Financial Plan
Financial Plan
Council reviews and adopts carryover projects from Council reviews and adopts final budget requests, property tax rates and the five‐year Financial Plan
Sept.
Oct.
‐
Dec. Dec.
March April
Prioritization There are two priority levels used for operating requests and expenditure reductions:
Priority (P ) items are required to maintain the current level or standard of service, or is required to facilitate good management practices, and Priority (P ) items improve or enhance the current level of service; however, the item has been omitted from the budget totals in order to present an acceptable level of general tax demand/utility user rate.
P requests are included in the division totals but the P requests are not. The priority of each operating request is included in the top right‐hand corner of the page. Requests are shown as one‐, two‐ or three‐year financial impacts and are marked as ongoing or one‐time costs. Changes in years two or three of ongoing requests are made to the base budget of future years. Capital requests are only marked as P or P . There are no ongoing capital requests. Multi‐year capital projects may be budgeted in their entirety or in phases.
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Budget development The City of Kelowna’s annual budget aims for a balance between setting a reasonable tax rate and delivering services expected by residents and businesses. As the City is limited by the amount of resources available, the budget helps in determining which objectives have the highest priority and will produce the greatest positive impact in the community.
Plans that Influence the Budget
Every year City Council, the City Manager and City staff work together to develop the annual budget. Several plans are used as the basis for the development of the Financial Plan, including the Official Community Plan (OCP), Infrastructure Plan, ‐year Servicing Plan, ‐year Capital Plan and Council Priorities. Linking to strategic plans All operating and capital requests strive to support the Corporate Framework and Council Priorities. Therefore, each request has been specifically identified with a link to either a Corporate Framework goal and/or Council Priority. Divisional Directors have outlined the drivers that guide their departments and managers have provided their action plans, or activities, that will be undertaken in the current year to support the Corporate Framework and priorities of Council. These “drivers and activities” can be found in the first few pages of each Division’s operating section and are tied back to a specific goal. Through the use of department work plans, the City will embark on a purposeful effort to effectively coordinate human and financial resources to achieve the priorities as set by Council and the community.
Performance measurement The City of Kelowna has initiated an enhanced corporate‐wide performance measurement program for integration into the annual Financial Plan and Annual Report. The Province of British Columbia has mandated the requirement under the Community Charter for reporting with annual objectives and measures. Performance measurement is a process for determining how a program is accomplishing its mission through the delivery of products, services or processes. It is government’s way of determining if it is providing a quality product at a reasonable cost. For City staff performance measurement is a process for continuous improvement. Performance measurement is an ongoing program being developed in multiple phases. It is an evolutionary process that will improve with experience. A complete and effective system of performance measurement will require years of consistent, incremental work efforts. The performance measurement program provides information by division/department under six measurement categories:
Program Inputs Outputs (Activity levels) Outcome (Results)
Process Efficiency (Productivity) Customer Service Innovation & Learning
The performance measurement program will, at all times, strive for consistency with the City’s Corporate Framework and Council’s priorities.
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2019 FINANCIAL PLAN
CITY OF KELOWNA
The reporting on corporate performance measures developed as part of the financial planning process is to be included in the City of Kelowna Annual Report. This report is to be provided to City Council before June of the following year and presented to a public forum, in accordance with the provisions of the provincial government’s Community Charter. Within each Division/Department there are current‐year strategic activities that are linked to Corporate Framework goals and/or Council Priorities. These relate to project‐type works that are planned for . Following a description of the various Division functions, there is a performance measurement section that deals with the ongoing programs in each area, measured on a three‐year basis. These categories will be described in further detail:
Program Input Measures – addresses the question of what amount of resources are needed to provide a particular program or service. Program Outputs – define the activities or units of service provided, measure quantity of service. Program Outcomes – focus on results to determine if the service is meeting its proposed goals. They measure the quality or effectiveness of public programs. Efficiency Measures – measure the cost per unit of output or outcome. Used to determine productivity trends and provide an indication of the cost effectiveness of a program. These can be expressed as ratios of outputs or outcomes to inputs. Customer Satisfaction – based on feedback received from City customers, typically relate to customer satisfaction surveys or complaint receipt. Innovation and Learning – to encourage continuous improvement through learning, targeting knowledge and skills as a long term investment.
It is important to strive for a balance of measures for each program area. Measures are to be meaningful and significant and relate directly to the City’s mission and goals.
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Financial Summaries PAGE 69
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2019 FINANCIAL PLAN
CITY OF KELOWNA
FINANCIAL SUMMARIES 2019 Financial Plan summary The following table reports the actual results for the previous year, the revised budget for the current year, and the proposed budget for the Financial Plan year. The net impact to property owners, or the change to the property tax rate, is based on the annual taxation demand less the new construction tax revenue. Actual
Revised
Provisional
2017
2018
2019
General revenues
(12,124,895)
(12,406,798)
(11,198,829)
Net operating budget 2017 surplus Pay-as-you-go capital
125,344,687 2,085,926 11,778,139
133,223,025
139,413,450
12,664,940
13,638,900
Taxation demand
127,083,857
133,481,167
141,853,521
(2,600,000)
(2,600,000)
(2,500,000)
2.99%
1.95% 2.45% 4.40%
New construction tax revenue Infrastructure Levy Other Net property owner impact
3.84%
Analysis of tax demand This next table goes into further detail comparing the proposed property owner impact to the previous year and provides the percentage change. 2018 231,247,419
2019 233,439,798
Change 2,192,379
% change 0.95%
(102,547,789)
(98,496,711)
4,051,078
(3.95%)
128,699,630
134,943,087
6,243,457
4.85%
4,523,395
4,470,363
(53,032)
(1.17%)
12,664,940
13,638,900
973,960
7.69%
General revenue
(12,406,798)
(11,198,829)
1,207,969
(9.74%)
Gross tax demand
133,481,167
141,853,521
8,372,354
6.27%
(2,600,000)
(2,500,000)
2.99%
4.40%
Gross departmental operating expenditures Net departmental revenue Net departmental operating expenditure Net general debt Capital expenditures from general taxation
Less estimated new construction revenue Net property owner impact
1.41%
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Revenues & expenditures General revenues The City of Kelowna receives revenues from various sources. The graph below summarizes the City’s general revenues type by percentage.
2019 General Revenues Franchise fee 11%
Fed./Prov. contributions 18%
Interest & penalties 51%
Taxes - private utilities 20%
Total $11.2M
The table below details the dollar value of City’s general revenues (by type) and includes property taxation revenue. Actual
Revised
Provisional
2017
2018
2019
Taxes - private utilities
2,084,023
2,089,989
2,261,989
Licences & permits
1,519,491
1,503,900
40,100
Franchise fee
1,029,095
1,254,100
1,254,750
Interest & penalties
5,551,296
5,764,050
5,824,050
Miscellaneous revenues
(19,038)
(164,032)
(161,151)
Fed./Prov. contributions
1,940,028
1,938,791
1,979,091
Municipal contributions
20,000
20,000
0
Total General Revenues
12,124,895
12,406,798
11,198,829
Property taxation
127,083,857
133,481,167
141,853,521
Total General Revenues & taxation
139,208,752
145,887,965
153,052,350
For 2019, Business Licence revenue has been moved to Community Planning & Strategic Investment division ($1.5M)
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2019 FINANCIAL PLAN
CITY OF KELOWNA
General Fund – net operating expenditure by division The Financial Plan expenditure analysis uses divisional reporting with the exception of Fire, Police Services and Debt & Other. Depicted in the graph and table below are the net operating expenditures of each over the three-year period.
Net expenditures by year
35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0
2017
City Administration (CA) City Clerk (CC) Infrastructure (IN) Community Planning & Strategic Investments (CP&SI) Active Living & Culture (AL&C) Civic Operations (CO) Police Services (PS) Bylaw Services (BS) Financial Services (FS) Debt & Other (D&O) Human Resources (HR) Fire Department (FD) Corporate Strategic Services (CSS) Total Division Net Operating Exp.
2018
2019
Actual 2017 1,489,057 1,076,600 10,983,892 1,012,357 10,094,106 28,828,739 30,197,101 1,774,790 3,765,936 8,563,006 3,856,491 17,928,682 5,773,930 125,344,687
Revised 2018 1,561,360 1,174,364 11,474,426 4,684,457 10,478,041 30,455,279 32,221,547 2,126,160 4,393,235 5,036,064 3,871,399 19,073,333 6,673,360 133,223,025
Provisional 2019 1,526,085 1,244,264 11,421,607 2,090,932 10,332,217 30,515,636 33,471,617 2,420,460 4,820,569 10,748,571 4,084,309 19,607,153 7,130,030 139,413,450
* City Administration includes City Management and Mayor & Council
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2019 FINANCIAL PLAN
CITY OF KELOWNA
General Fund – taxation capital summary The taxation capital summary information below is separated into eight capital infrastructure departments. The graph and table illustrate total tax capital expenditures of each infrastructure cost centre over a three-year period showing the actual amount used in the previous year, the revised budget of the current year, and the proposed use for the Financial Plan year.
Pay-As-You-Go Capital Expenditure by Department
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0 Real Estate & Parking
Building
Parks
Transportation
2017
2018
Actual
Storm Drainage
Info. Services
V&M Equipment
Fire
2019
Revised
Provisional
2017
2018
2019
460,004
684,000
676,000
Building
1,848,299
670,000
1,384,100
Parks
3,238,945
2,672,950
3,659,900
Transportation
3,748,440
3,705,990
5,368,800
Storm Drainage
1,255,304
455,000
1,080,000
Information Services
929,396
3,187,000
1,176,600
Vehicle & Mobile Equipment
297,751
328,000
293,500
Real Estate & Parking
Fire Total Taxation Capital
0
962,000
0
11,778,139
12,664,940
13,638,900
PAGE 74
2019 FINANCIAL PLAN
CITY OF KELOWNA
General Fund excluding General Revenue Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 490.7 264.1
Actual 2017
Revised 2018
Provisional 2019
( 156,027) ( 34,867) ( 67,689,728) ( 32,485,688)
( 3,736) ( 34,867) ( 59,369,355) ( 36,585,802)
( 3,732) ( 34,867) ( 61,960,666) ( 35,192,358)
( 1,294,652) ( 1,401,826) ( 2,368,385) _____________ (105,431,173)
( 1,636,769) ( 2,055,696) ( 6,213,725) _____________ (105,899,950)
( 1,187,646) ( 653,870) ( 1,413,900) _____________ (100,447,039)
70,036,855 7,587,057 39,186,342 68,475,703 3,767,028 4,305,937 2,478,618
75,404,894 6,374,140 50,166,376 72,161,112 3,372,925 5,151,507 2,572,342
77,078,028 6,484,543 37,741,807 74,379,094 2,730,914 4,338,653 2,660,666
23,363,691 0 11,574,629 _____________ 230,775,860
19,457,189 0 4,462,490 _____________ 239,122,975
26,366,625 0 8,080,159 _____________ 239,860,489
125,344,687
133,223,025
139,413,450
66,080,862 ( 54,302,723) _____________ 11,778,139 _____________ 137,122,826
104,973,630 ( 92,308,690) _____________ 12,664,940 _____________ 145,887,965
60,939,400 ( 47,300,500) _____________ 13,638,900 _____________ 153,052,350
Actual 2017 467.8 291.9
Revised 2018 521.6 267.5
Provisional 2019 541.1 275.1
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Utility Funds Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Utility Capital Net Operating & Utility Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 57.1 57.1
Actual 2017
Revised 2018
Provisional 2019
0 ( 3,158,776) ( 64,269,376) ( 2,897,976)
0 ( 3,143,973) ( 67,387,640) ( 2,241,815)
0 ( 3,152,981) ( 69,878,000) ( 2,601,733)
0 ( 5,461,365) ( 5,763,561) _____________ ( 81,551,054)
0 ( 5,461,365) ( 9,549,597) _____________ ( 87,784,390)
0 ( 4,971,365) ( 5,958,609) _____________ ( 86,562,688)
10,133,886 1,140,903 13,537,963 568,030 6,298,381 9,848,179 6,283,503
11,828,216 1,178,087 15,490,911 633,765 5,983,018 10,550,096 8,520,406
12,786,311 1,382,915 17,610,154 650,690 2,878,658 7,469,790 6,857,774
161,750 0 23,309,073 _____________ 71,281,668
156,310 0 28,939,981 _____________ 83,280,790
156,310 0 30,788,886 _____________ 80,581,488
( 10,269,386)
( 4,503,600)
( 5,981,200)
34,959,214 ( 28,736,262) _____________ 6,222,952 _____________ ( 4,046,434)
94,559,190 ( 90,055,590) _____________ 4,503,600 _____________ 0
21,140,700 ( 15,159,500) _____________ 5,981,200 _____________ 0
Actual 2017 59.8 58.2
Revised 2018 61.5 63.8
Provisional 2019 64.6 68.9
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2019 FINANCIAL PLAN
CITY OF KELOWNA
All funds – revenue/expenditure This table is a high level summary that includes all revenues and expenditures. The General fund is reported separately. The Utility fund amounts are made up of the Airport, Water, Wastewater and Natural Gas utilities. Actual
Revised
Provisional
2017
2018
2019
(127,083,857)
(133,481,167)
(141,853,521)
(12,124,895)
(12,406,798)
(11,198,829)
(105,431,173)
(105,899,950)
(100,447,039)
(54,302,723)
(92,308,690)
(47,300,500)
(298,942,648)
(344,096,605)
(300,799,889)
Utility Fund Revenues
(81,551,054)
(87,784,390)
(86,562,688)
Other Capital Funding
(28,736,262)
(90,055,590)
(15,159,500)
(110,287,316)
(177,839,980)
(101,722,188)
(409,229,964)
(521,936,585)
(402,522,077)
230,775,860
239,122,975
239,860,489
11,778,139
12,664,940
13,638,900
Revenues General Fund Taxation General Revenues General Fund Revenues Other Capital Funding Utility Funds
Total Revenues Expenditures General Fund General Fund Expenditures Capital Exp. from Tax Demand Other Capital Expenditures
54,302,723
92,308,690
47,300,500
296,856,722
344,096,605
300,799,889
71,281,668
83,280,790
80,581,488
Utility Funds Utility Fund Expenditures Capital Exp. from Utility Other Capital Expenditures Total Expenditures
6,222,952
4,503,600
5,981,200
28,736,262
90,055,590
15,159,500
106,240,882
177,839,980
101,722,188
403,097,604
521,936,585
402,522,077
(6,132,360) *Difference in 2017 actuals due to: General Fund Surplus
(2,085,926)
Utility Funds Surplus
(4,046,434) (6,132,360)
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total expenditures The graphs below illustrate the total proposed expenditure budgets first by fund, and then by expenditure type.
Expenditures by Fund 2019
Expenditures by Type 2019
Water 5%
Wastewater 7%
Capital & Utility Other 16%
Internal Equipment 2%
Capital & Utility Tax/Rev 5%
Airport 13%
General 75%
Salaries & Wages 22%
Total $402.5 M
Internal Allocations 2% Transfers to Funds 16% Debt 4%
Material 14% Contract Services 19%
Total $402.5 M
Expenditures by Fund (millions)
Expenditures by Type (millions)
This table reports the dollar value of the expenditure budget for each fund, separating the operating and capital information for the proposed Financial Plan year.
The table below presents the same total operating and capital expenditures information for each expenditure type.
Actual
Revised
2017
2018
2019 Operating
Capital
General
296.9
344.1
239.9
60.9
Airport
61.1
67.0
43.8
9.4
Wastewater
23.6
29.4
21.1
8.5
Water
17.5
77.4
15.7
3.3
4.0
4.0
0.0
0.0
320.4
82.1
Natural Gas Subtotal
Total 403.1* * Net of Surplus $6.1M
521.9
Actual
Revised
Provisional
2017
2018
2019
Internal Equipment
8.7
7.6
7.9
Internal Allocations
8.8
11.1
9.5
Transfers to Funds
58.4
53.0
65.4
Debt
24.3
25.1
17.4
Material
52.7
65.7
55.4
Contract Services
69.0
72.8
75.0
Salaries & Wages
80.2
87.2
89.8
Capital & Utility Tax/Rev
18.0
17.2
19.6
Capital & Utility - Other
83.0
182.4
62.5
403.1
521.9
402.5
Provisional
402.5
Total
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total revenues The City of Kelowna has multiple revenue sources. Depicted in the graph below is the percentage of total proposed operating and capital revenues by source.
Percentage of Total Revenues 2019 Other Revenue 3% General Revenues 3%
Interdept. Transfers 2% Parcel Taxes 1% Taxation 36%
Grants 5%
Reserves and Surplus 17%
Fees and Charges 33% Total $402.5 M
Total revenue (millions) The table below summarizes the total operating and capital revenues received by source. Actual
Revised
Provisional
2017
2018
2019
127.1
133.5
141.9
3.3
3.2
3.2
132.0
126.7
131.8
18.0
76.0
18.8
Interdept. Transfers
8.3
8.8
9.0
Reserves and Surplus
69.5
130.3
66.2
Debenture/Borrowing
19.0
4.9
7.2
Other Revenue
19.9
26.1
13.3
General Revenues
12.1
12.4
11.2
409.2
521.9
402.5
Taxation Parcel Taxes Fees and Charges Grants
Total
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Revenues – total general & utility (thousands) Revised 2018 Net General Operating General Licences 1,504 Franchise Fee 1,254 General Interest & Tax Penalties 5,764 Federal Contribution - In Lieu 115 Provincial Contributions Traffic Fine Revenue 1,426 In Lieu 398 Municipal Contributions Natural Gas 20 Miscellaneous Revenue (164) Municipal Taxation Revenues - 1% In Lieu 2,090 Municipal Taxation Revenues 133,481 Sub-Total 145,888 Capital Funding Source Building Repair Civic Facilities CWME - Cemetery Replacement CWME - Community Works Fund CWME - Fire Equipment CWME - Municipal Works CWME - Sanitary Landfill CWME - Vehicle and Equipment Replacement DCC - Park A DCC - Road A DCC - Road B DCC - Road E DCC - Road I Energy Management Rebate Fire Dispatch Future Arenas H2O Center Kelowna Sportsfield Land Sales Reserve Parking Reserve Parkland Reserve Parks Development Public Works Reserve Theatre Improvement Transit Facility Enhancement Unspent Budget Reserve Various other funding sources Sub-Total (2018 various Other Funding Sources) 92,309 Net General Operating & Capital Revenue 238,197 Utilities Water 59,567 Improvement District Transition 0 Wastewater 4,054 Natural Gas 0 Airport 26,434 Total Utilities 90,055 Total General & Utilities Operating & Capital 328,252 (Excluding Library, School, Hospital, B.C. Assessment Authority & Regional District)
Provisional 2019 40 1,255 5,824 119 1,415 445 0 (161) 2,262 141,854 153,052 200 1,700 102 9,209 920 739 4,565 3,727 3,789 38 2,881 1,047 2,314 375 107 100 440 35 1,250 1,329 185 100 750 64 325 683 10,327 47,301 200,353 607 0 5,175 0 9,378 15,160 215,513
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Expenditures – total general & utility (thousands) Capital Expenditures General/
Other
Revised 2018
Net Operating
Utility Revenue
Funding Sources
Provisional 2019
City Administration
1,561
1,526
0
0
1,526
City Clerk
1,174
1,244
0
0
1,244
Infrastructure
11,475
11,422
0
0
11,422
9,311
2,091
676
3,345
6,112
General
Community Planning & Strategic Investments Active Living & Culture
10,478
10,332
0
0
10,332
118,386
30,515
11,786
42,879
85,180
Police Services
32,222
33,472
0
0
33,472
Bylaw Services
2,126
2,420
0
0
2,420
Civic Operations
Financial Services
4,393
4,821
0
0
4,821
Debt & Other
5,036
10,749
0
0
10,749
Human Resources
3,872
4,084
0
0
4,084
20,747
19,607
0
1,027
20,634
Fire Department Corporate Strategic Services
17,416
7,130
1,177
50
8,357
238,197
139,413
13,639
47,301
200,353
59,567
(2,684)
2,684
607
607
0
0
0
0
0
Wastewater
4,054
(3,297)
3,297
5,175
5,175
Natural Gas
0
0
0
0
0
26,434
0
0
9,378
9,378
90,055
(5,981)
5,981
15,160
15,160
328,252
133,432
19,620
62,462
215,513
Net General Operating & Capital Expenditures Utilities Water Improvement District Transition
Airport Net Utilities Operating & Capital Expenditures Total Expenditures
(Excluding Library, School, Hospital, B.C. Assessment Authority & Regional District)
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CITY OF KELOWNA
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CITY OF KELOWNA
Operating Budget PAGE 83
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CITY OF KELOWNA
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OPERATING BUDGET The City & its divisions The City of Kelowna is governed by an elected Mayor and eight Councillors for a four‐year term ( – ). City Council, which represents the City at large and our residents, has one employee – the City Manager—who administers City operations. Reporting to the City Manager are seven Divisional Directors (including the Deputy City Manager), the Kelowna International Airport and the City Clerk. Divisional teams deliver civic services based on a plan, build and operate model, or corporate services that support the organization.
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Operating budget financial analysis Net operating budgets by Division The following table provides a summary of the divisions/departments priority one and priority two operating request totals highlighting the amount coming from taxation or utility fees versus other funding sources. Other funding sources could include reserves, user fees, grants or community contributions. Priority 1 Funded from City Administration City Clerk Infrastructure Community Planning & Strategic Investments Active Living & Culture Civic Operations Police Services Bylaw Services Financial Services Debt & Other General Revenue Human Resources Fire Department Corporate Strategic Services Total General Fund Funded from Water Improvement District Transition Wastewater Airport Total Utilities Total All Funds Operating
Taxation
Other Sources
Priority 2 Total
Taxation
Other Sources
Total
10,000 69,900 399,100
0 25,000 2,011,400
10,000 94,900 2,410,500
0 0 67,500
0 0 (28,500)
0 0 39,000
(1,028,400) 125,200 604,300 898,300 95,800 201,600 5,463,300 (272,300) 179,500 141,100 192,700 7,080,100
2,160,800 380,500 632,400 5,100 0 80,000 (2,070,400) 272,300 0 470,500 40,000 4,007,600
1,132,400 505,700 1,236,700 903,400 95,800 281,600 3,392,900 0 179,500 611,600 232,700 11,087,700
109,000 92,800 0 69,400 61,700 0 0 0 45,300 15,000 15,000 475,700
0 0 (9,500) 0 0 0 0 0 0 0 0 (38,000)
109,000 92,800 (9,500) 69,400 61,700 0 0 0 45,300 15,000 15,000 437,700
Total
Utility
1,156,200 11,720 557,500 373,500 2,098,920 13,186,620
0 0 0 0 0 475,700
Utility
738,200 0 548,500 0 1,286,700 8,366,800
Other Sources
418,000 11,720 9,000 373,500 812,220 4,819,820
Other Sources
0 0 0 0 0 (38,000)
Total
0 0 0 0 0 437,700
The table below displays the General Fund net operating budget for the City’s divisions/departments including the priority one requests from above. City Administration City Clerk Infrastructure Community Planning & Strategic Investments Active Living & Culture Civic Operations Police Services Bylaw Services Financial Services Debt & Other Human Resources Fire Department Corporate Strategic Services Total Net Operating Budget
Expend/ Other 4,682,399 1,334,264 31,175,548 17,468,806 15,415,039 64,686,474 38,987,107 2,711,444 6,561,812 22,843,191 4,145,309 22,279,592 7,569,504 239,860,489
Revenues (3,156,314) (90,000) (19,753,941) (15,377,874) (5,082,822) (34,170,838) (5,515,490) (290,984) (1,741,243) (12,094,620) (61,000) (2,672,439) (439,474) (100,447,039)
Net 1,526,085 1,244,264 11,421,607 2,090,932 10,332,217 30,515,636 33,471,617 2,420,460 4,820,569 10,748,571 4,084,309 19,607,153 7,130,030 139,413,450
% of 1.1% 0.9% 8.2% 1.5% 7.4% 21.9% 24.0% 1.7% 3.5% 7.7% 2.9% 14.1% 5.1%
PAGE 86
2019 FINANCIAL PLAN
CITY OF KELOWNA
Net operating budgets by Division/Department (millions) The bar graph below provides a visual comparison of the level of spending for each operating division. City Administration
1.53
City Clerk
1.24
Infrastructure Community Planning & Strategic Investments
11.42 2.09
Active Living & Culture
10.33
Civic Operations
30.52
Police Services Bylaw Services Financial Services
33.47 2.42 4.82
Debt & Other Human Resources
10.75 4.08
Fire Department Corporate Strategic Services
19.61 7.13
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2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
10,000
0
0
0
0
0
(10,000) OG
Total New
10,000
0
0
0
0
0
(10,000)
Division Priority 1 Total
10,000
0
0
0
0
0
(10,000)
25,000
0
0
0
0
0
(25,000) OG
25,000
0
0
0
0
0
(25,000)
45,000
0
0
0
(25,000)
0
(20,000) OG
45,000
0
0
0
(25,000)
0
(20,000)
37,700
0
0
0
0
0
(37,700) OG
Total New
37,700
0
0
0
0
0
(37,700)
Division Priority 1 Total
107,700
0
0
0
(25,000)
0
(82,700)
43,000
0
0
0
0
0
(43,000) OT
0
135,700
0
0
(135,700)
0
0 OG
1,340,300
0
0
(1,071,400)
0
0
(268,900) OT
200,000
0
0
0
0
0
(200,000) OG
50,000
0
0
0
0
0
(50,000) OG
55,000
0
0
0
0
(36,600)
(18,400) OG
(243,200)
0
0
(3,400)
(598,700)
0
845,300 OG
0
0
0
0
(4,800)
0
4,800 OG
1,445,100
135,700
0
(1,074,800)
(739,200)
(36,600)
City Administration New 113
Leadership Development Programs
City Administration City Clerk Maintain 138
Records & Information Management Storage Total Maintain
Growth 138
*Legal Expense and Review Total Growth
New 139
Legislative Coordinator (FOI) Position
Infrastructure Division Maintain 154
Lawrence Avenue Accommodation
154
Transit Advertising Revenue
CAP 467 155
2018 Freshet Recovery Projects Operating Miscellaneous Drainage
156
Bridge Rehabilitation and Inspections *Time Series Data Extraction from SCADA Transit Base Operating Costs
156
Traffic Count Revenue
CAP 447 155
Total Maintain
269,800
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2019 FINANCIAL PLAN
Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
28,800
0
0
0
136,900
(45,000)
0
30,000
0
89,200
CITY OF KELOWNA Utility
Taxation Cat
0
0
(28,800) OG
0
(67,500)
0
(24,400) OG
0
0
0
0
(30,000) OG
0
0
0
(10,600)
(63,400)
(15,200) OG
35,000
0
0
0
0
0
(35,000) OT
5,000
0
0
0
0
0
(5,000) OG
324,900
(45,000)
0
0
(78,100)
(63,400)
Growth 157
Public Art
157
Transit Service Coordinator Position Transit Security at Queensway and UBCO *Utility Planning Engineer Position
158 158 159 159
Okanagan Gateway Transportation Study Bike Lockers and Bike Racks Maintenance Total Growth
(138,400)
New 160
Additional Staff Workstations
Senior Transportation Engineer Position 161 Landfill Nuisance Investigation and Monitoring 161 Parks Development DCC Bylaw 160
CAP 418 162 162 163 163 164 164 165 165 166
117,500
0
0
0
0
0
(117,500) OT
46,000
0
0
0
0
0
(46,000) OG
100,000
0
0
0
(100,000)
0
0 OG
100,000
0
0
0
0
0
(100,000) OT
City Hall, Phase IV - Renovations
50,000
0
0
0
0
0
(50,000) OT
Lakeshore Road - Mission Creek Bridge Sediment Monitoring Mill Creek Long Term Maintenance Permit Flow Monitoring, Hydrology and Climate Change - Storm Drainage Community for All Improvement Program AutoCAD Training
10,000
0
0
0
0
0
(10,000) OG
75,000
0
0
0
0
0
(75,000) OT
45,000
0
0
0
0
0
(45,000) OG
40,000
0
0
0
0
0
(40,000) OG
5,000
0
0
0
0
0
(5,000) OT
25,000
0
0
0
0
0
(25,000) OT
10,000
0
0
0
0
0
(10,000) OG
Okanagan Rail Trail Visual Identity & Communications Transit Planning Software Licensing Transit Marketing and Promotion
10,000
(10,000)
0
0
0
0
0 OG
Bicycle and Pedestrian Counter Maintenance
7,000
0
0
0
0
0
(7,000) OG
Total New
640,500
(10,000)
0
0
(100,000)
0
(530,500)
Division Priority 1 Total
2,410,500
80,700
0
(1,074,800)
(917,300)
(100,000)
(399,100)
Community Planning & Strategic Investments Division Maintain 182 182 183
Development Engineering Services Revenue Increase Development Engineering Technologist Term Position Rental Properties, Concessions & Kiosks Adjustments Total Maintain
0
0
0
0
(215,000)
0
215,000 OG
100,100
0
0
0
0
0
(100,100) OG
(61,600)
42,700
0
0
(28,900)
0
47,800 OG
38,500
42,700
0
0
(243,900)
0
162,700
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2019 FINANCIAL PLAN
Page Description Growth 183 Affordable Rental Housing Grant Program 184 Permit Increase and 0.5 Plumbing & Gas Inspector Position 184 Community Planning Revenue Increase 185 Environmental Coordinator Position 185 Planning Technician II Position
Taxation Cat
0
0
(60,000) OG
0
(527,000)
0
494,600 OG
0
0
(66,000)
0
66,000 OG
0
0
0
0
0
(43,800) OG
38,800
0
0
0
0
0
(38,800) OG
222,000
370,000
0
0
(592,000)
0
0 OG
47,600
(47,600)
0
0
0
0
0 OG
14,900
(14,900)
0
0
0
0
0 OG
70,000
0
0
0
0
0
(70,000) OT
0
0
0
0
(65,000)
0
65,000 OG
43,100
(43,100)
0
0
0
0
0 OT
572,600
264,400
0
0
(1,250,000)
0
413,000
255,600
0
0
0
(620,000)
0
364,400 OG
195,000
(195,000)
0
0
0
0
0 OT
61,700
0
0
0
(150,000)
0
88,300 OG
9,000
(9,000)
0
0
0
0
0 OG
Total New
521,300
(204,000)
0
0
(770,000)
0
452,700
Division Priority 1 Total
1,132,400
103,100
0
0
(2,263,900)
0
1,028,400
0
0
0
0
0
0
0 OG
40,000
0
0
0
0
0
(40,000) OG
5,000
0
0
0
0
0
(5,000) OG
25,000
0
0
0
0
0
(25,000) OG
15,000
0
0
0
0
0
(15,000) OG
15,000
0
0
0
0
0
(15,000) OG
5,000
0
0
0
0
0
(5,000) OG
105,000
0
0
0
0
0
49,700
5,000
0
0
(69,000)
0
188 188
Offsite and Oversize Adjustment
186 187 187
Total Growth
Reserve
Borrow
Gov/Contr
Revenue
60,000
0
0
0
32,400
0
0
0
0
43,800
CITY OF KELOWNA Utility
Parking Services General Operating Adjustments Administrative Clerk Position Parking Services Parking Services-Summer Student Position Healthy Housing Strategy Implementation Business Licensing Revenue
186
Cost
New 189
189 190 CAP 483
Cannabis Regulation and Short Term Rental Compliance and Positions Strategic Land Development Projects Property Information Request with Term Position * Fleet Growth
Active Living & Culture Division Maintain 202
#Central Okanagan Journey Home Society Funding 202 Recreation Facilities Janitorial Increase 203 International Children's Games Grant 203 Rotary Centre for the Arts Operating Funding Increase 204 Kelowna Museums - Sports Hall of Fame 204 Community Sport Delivery Program 205 Sport Education Grant Total Maintain
(105,000)
Growth 205
Theatre Operating Budget Adjustments
14,300 OG
PAGE 91
Page
2019 FINANCIAL PLAN Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
CITY OF KELOWNA Utility
Taxation Cat
206 Automated External Defibrillators at Recreation Facilities 206 Strategic Event Fund
8,000
0
0
0
0
0
(8,000) OG
50,000
0
0
0
0
0
(50,000) OG
207 *Surveillance Cameras
14,500
0
0
0
0
0
(14,500) OT
122,200
5,000
0
0
(69,000)
0
(58,200)
Total Growth New
0
0
0
0
0
0
0 OG
28,500
0
0
0
(16,500)
0
(12,000) OG
225,000
(225,000)
0
0
0
0
0 OT
25,000
0
0
0
0
0
(25,000) OG
Total New
278,500
(225,000)
0
0
(16,500)
0
(37,000)
Division Priority 1 Total
505,700
(220,000)
0
0
(85,500)
0
(200,200)
227 Contract Services - Civic Facilities
52,500
0
0
0
0
0
(52,500) OG
227
Downtown Cleaning, Sweeping and Litter Control 228 Landfill - Revenue Adjustment
35,000
0
0
0
0
0
(35,000) OG
0
4,155,000
0
0
(4,155,000)
0
0 OG
228 Sharps Collection Program
16,300
0
0
0
0
0
(16,300) OG
100,000
(100,000)
0
0
0
0
0 OT
25,000
0
0
0
0
0
(25,000) OG
50,000
0
0
0
0
0
(50,000) OG
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0 OG
4,000
0
0
0
0
0
(4,000) OG
1,800
0
0
0
0
0
(1,800) OG
207 #Recreation Clerk Position CAP 418 Canyon Falls Neighbourhood Learning Centre 208 2020 Memorial Cup Sponsorship 234 * Downtown Kelowna Association – Improved Cleanliness & Safety
Civic Operations Division Maintain
229 Landfill Gas and Nuisance SCADA Chain Gates Replacement Program 230 Spring Sweep and Flushing Maintenance CCP 400 #Ethel 5 DCC (Springfield-Rose), ATC CAP 447 #Gordon 1 DCC (Frost - South Perimeter), Road CAP 448 #Sutherland 1 DCC (Gordon Burtch), ATC CCP 400 #Sutherland 2 DCC (Lake - Gordon), ATC CAP 448 #Transit - Equipment Renewal (Bus Stops and Shelters) CAP 450 Active Transportation Corridor 229
CAP 450 Pedestrian & Cyclist Safety Improvement CAP 451 Sidewalk & Bikeway Renewal CAP 451 South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road CAP 452 Sidewalk Network Expansion 230 Ditch Maintenance 231 Road Usage Permit Revenue 231 Playground Surface Replacement
5,000
0
0
0
0
0
(5,000) OG
16,600
0
0
0
0
0
(16,600) OG
500
0
0
0
0
0
(500) OG
25,500
0
0
0
0
0
(25,500) OG
0
0
0
0
(35,000)
0
35,000 OG
20,000
0
0
0
0
0
(20,000) OG
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2019 FINANCIAL PLAN Description
CITY OF KELOWNA
Cost
Reserve
Borrow
Gov/Contr
Revenue
352,200
4,055,000
0
0
(4,190,000)
0
232 Landfill - Leachate Re-Circulation Co-op Student Position CAP 449 Transit - New Equipment (Bus Stops) CAP 449 Intelligent Transportation Systems
13,400
(13,400)
0
0
0
0
0 OT
2,000
0
0
0
0
0
(2,000) OG
600
0
0
0
0
0
(600) OG
232 Growth in Traffic Signal Infrastructure CAP 452 Neighbourhood Traffic Calming
22,300
0
0
0
0
0
(22,300) OG
400
0
0
0
0
0
(400) OG
51,300
0
0
0
0
0
(51,300) OG
90,000
(13,400)
0
0
0
0
(76,600)
233 Parks - Support Staff Positions
12,000
0
0
0
0
0
(12,000) OG
234 *Downtown Kelowna Association –Improved Cleanliness & Safety 234 *Arc Flash Study - Commonage Facility 235 Landfill - Casual or Part-time Scale House Attendant Position 235 Landfill - Equipment Operator Term Positions 236 Snow and Ice Control
50,000
0
0
0
0
0
(50,000) OG
5,000
0
0
0
(1,700)
(3,300)
0 OT
34,600
(34,600)
0
0
0
0
0 OG
(10,400)
10,400
0
0
0
0
0 OG
200,000
0
0
0
0
0
(200,000) OG
0
0
0
0
0
0
0 OG
26,500
0
0
0
0
0
(26,500) OG
Total Maintain
Utility
Taxation Cat
(217,200)
Growth
233 Park Washroom Service Total Growth New
236 #Building Technician Position CAP 430 Hobson Rd Park - Interim Access
175,000
(175,000)
0
0
0
0
0 OT
237 Energy Savings Program
80,000
(80,000)
0
0
0
0
0 OT
238 Roberts Lake Environmental Management 238 Odour Remediation - Cerise Drive
50,000
(50,000)
0
0
0
0
0 OT
50,000
0
0
0
0
0
(50,000) OT
239 Median Planters
32,700
0
0
0
0
0
(32,700) OG
0
0
0
0
0
0
0 OT
30,000
(9,000)
0
0
(37,000)
0
16,000 OG
735,400
(338,200)
0
0
(38,700)
(3,300)
158 * Utility Planning Engineer Position
10,600
(10,600)
0
0
0
0
0 OG
207 * Surveillance Cameras
15,500
0
0
0
0
0
(15,500) OT
Total Growth
26,100
(10,600)
0
0
0
0
(15,500)
161 * Landfill Nuisance Investigation and Monitoring
100,000
(100,000)
0
0
0
0
0 OG
Total New
100,000
(100,000)
0
0
0
0
0
Division Priority 1 Total
1,303,700
3,592,800
0
0
(4,228,700)
(3,300)
(664,500)
237 Landfill - Pump Rental
239 #Westside Gravel Pit Mine Plan CAP 483 *Fleet Growth Total New
(355,200)
Growth
New
PAGE 93
Page
2019 FINANCIAL PLAN Description
Revenue
CITY OF KELOWNA
Cost
Reserve
Borrow
Gov/Contr
Utility
Taxation Cat
251 RCMP Contract Services
846,200
0
0
0
251 Provincial Keep of Prisoner
(50,000)
0
0
0
0
0
(846,200) OG
265,300
0
(215,300) OG
796,200
0
0
0
265,300
0
0
0
0
0
(229,400)
0
229,400 OG
0
0
0
0
0
0
0 OG
0
0
0
0
(229,400)
0
229,400
Civic Operations Division Police Services Maintain
Total Maintain
(1,061,500)
Growth 252 Police Services Revenue Adjustments 252 RCMP - 6 Regular Member Positions Total Growth New 253 Operational Intelligence Clerk Positions Forensic Video Analyst Position 253
66,200
0
0
0
0
0
(66,200) OG
41,000
0
0
0
(41,000)
0
0 OG
Total New
107,200
0
0
0
(41,000)
0
(66,200)
Division Priority 1 Total
903,400
0
0
0
(5,100)
0
(898,300)
55,800
0
0
0
0
0
(55,800) OG
40,000
0
0
0
0
0
(40,000) OT
Total New
95,800
0
0
0
0
0
(95,800)
Division Priority 1 Total
95,800
0
0
0
0
0
(95,800)
315 Contract Services
75,000
0
0
0
0
0
(75,000) OG
315 Unit 4 Business World Approval Workflow 316 Financial Analyst Position Infrastructure 316 Corporate Purchasing Card Program
80,000
(80,000)
0
0
0
0
0 OT
51,600
0
0
0
0
0
(51,600) OG
30,000
0
0
0
0
0
(30,000) OT
Total Maintain
236,600
(80,000)
0
0
0
0
317 Procurement Support Software Subscriptions 317 CaseWare Software Support
25,000
0
0
0
0
0
(25,000) OG
20,000
0
0
0
0
0
(20,000) OG
Civic Operations Division Bylaw Services New 264 Bylaw Enforcement Officer Position 264 Bylaw Services Needs Assessment
Financial Services Division Maintain
(156,600)
New
PAGE 94
2019 FINANCIAL PLAN
Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
0
0
0
0
Total New
45,000
0
0
Division Priority 1 Total
281,600
(80,000)
CITY OF KELOWNA Utility
Taxation Cat
0
0
0 OG
0
0
0
(45,000)
0
0
0
0
(201,600)
Service and Licenses CAP 506 * Water Meter Reading and Servicing Repatriation with Positions
Financial Services Division Debt & Other Maintain 324 Employer Health Tax
704,600
(504,600)
0
0
0
0
(200,000) OG
2,663,300
0
0
0
0
0
(2,663,300) OG
3,367,900
(504,600)
0
0
0
0
(2,863,300)
CAP 446 #Gordon 1 DCC (Frost - South Perimeter), Road Repayment 325 Infrastructure Levy
0
0
0
0
0
0
0 OG
0
2,600,000
0
0
0
0
(2,600,000) OG
CAP 446 #South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road Repayment
0
0
0
0
0
0
0 OG
0
2,600,000
0
0
0
0
25,000
0
0
0
(25,000)
0
0 OG
Total Growth
25,000
0
0
0
(25,000)
0
0
Division Priority 1 Total
3,392,900
2,095,400
0
0
(25,000)
0
(5,463,300)
0
0
0
0
(272,300)
0
272,300 OG
Total Growth
0
0
0
0
(272,300)
0
272,300
Division Priority 1 Total
0
0
0
0
(272,300)
0
272,300
342 Insurance & Deductible Expense
82,600
0
0
0
0
0
(82,600) OG
Total Maintain
82,600
0
0
0
0
0
(82,600)
35,600
0
0
0
0
0
(35,600) OG
324 Other Working Capital Total Maintain New
Total New
(2,600,000)
Growth 138 * Legal Expense and Review
Financial Services Division Revenue & Fees Growth 332 General Revenue Adjustments
Human Resources Division Maintain
Growth 342 Disability and Benefits Coordinator Position
PAGE 95
Page
2019 FINANCIAL PLAN Description
CITY OF KELOWNA
Cost
Reserve
Borrow
Gov/Contr
Revenue
35,600
0
0
0
0
0
(35,600)
50,200
0
0
0
0
0
(50,200) OG
11,100
0
0
0
0
0
(11,100) OG
Total New
61,300
0
0
0
0
0
(61,300)
Division Priority 1 Total
179,500
0
0
0
0
0
(179,500)
7,000
0
0
0
0
0
(7,000) OG
14,900
0
0
0
0
0
(14,900) OG
5,000
0
0
0
0
0
(5,000) OG
Total Growth
Utility
Taxation Cat
New 343 Security & Business Continuity Manager Position 343 General Duties Assistant Position
Human Resources Division Fire Department Maintain 355 Materials & Supplies - Medical 355 Fuel CAP 490 Zetron Dispatch Consoles 356 *Hydrant Maintenance
(6,700) (27,200) OG
33,900
0
0
0
0
5,500
0
0
0
0
0
(5,500) OG
77,500
0
0
0
0
0
(77,500) OT
143,800
0
0
0
0
(6,700)
357 Firefighters - Eight Positions
231,300
0
0
0
0
0
(231,300) OG
358 Fire Dispatch and Casual Fire Dispatcher Positions
231,900
0
0
0
(470,500)
0
238,600 OG
463,200
0
0
0
(470,500)
0
4,600
0
0
0
0
0
(4,600) OG
Total New
4,600
0
0
0
0
0
(4,600)
Division Priority 1 Total
611,600
0
0
0
(470,500)
(6,700)
(134,400)
135,000
0
0
0
0
0
(135,000) OG
135,000
0
0
0
0
0
(135,000)
40,000
0
0
0
0
0
(40,000) OG
40,000
0
0
0
0
0
(40,000)
356 Equipment Repair Expense 357 Contract Services - District of Lake Country Total Maintain
(137,100)
Growth
Total Growth
7,300
New 358 Subscription for Electronic Preplan License
Corporate Strategic Services Division Maintain 370 Software and Hardware Maintenance Total Maintain Growth 370 Professional and Consulting Services Total Growth
PAGE 96
Page
2019 FINANCIAL PLAN Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
20,000
0
0
0
371 Network Systems Analyst Position
55,400
0
0
371 Sponsorship & Advertising Advisor Position
51,500
0
Total New
126,900
Division Priority 1 Total
Total Priority 1 Operating
CITY OF KELOWNA Utility
Taxation Cat
0
0
(20,000) OG
0
0
0
(55,400) OG
0
0
(40,000)
0
(11,500) OG
0
0
0
(40,000)
0
(86,900)
301,900
0
0
0
(40,000)
0
(261,900)
11,236,700
5,572,000
0
(1,074,800)
(8,333,300)
(110,000)
(7,290,600)
New CAP 475 Major Systems Projects
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 97
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
10,000
0
0
0
0
0
(10,000) OG
20,000
0
0
0
0
0
(20,000) OT
30,000
0
0
0
0
0
(30,000)
169 Parks Project Technician Position
13,700
0
0
0
0
0
(13,700) OG
169 *Engineer in Training Position
49,300
(9,500)
0
0
0
(19,000)
(20,800) OG
Total Growth
63,000
(9,500)
0
0
0
(19,000)
(34,500)
170 Transit Meeting Travel Expense
3,000
0
0
0
0
0
(3,000) OG
Total New
3,000
0
0
0
0
0
(3,000)
Division Priority 2 Total
96,000
(9,500)
0
0
0
(19,000)
(67,500)
Infrastructure Division Maintain 168 Storm Drainage Modeling Software Upgrades 168 Traffic Bylaw Updates Total Maintain Growth
New
Community Planning & Strategic Investments Division New 192 192
Planner II Position
48,800
0
0
0
0
0
(48,800) OG
Critical Response Coordinator/Assistant Manager Position Total New
60,200
0
0
0
0
0
(60,200) OG
109,000
0
0
0
0
0
(109,000)
Division Priority 2 Total
109,000
0
0
0
0
0
(109,000)
25,000
0
0
0
0
0
(25,000) OG
5,000
0
0
0
0
0
(5,000) OG
30,000
0
0
0
0
0
(30,000)
42,800
0
0
0
0
0
(42,800) OG
20,000
0
0
0
0
0
(20,000) OG
Active Living & Culture Division Growth 210
Event Hosting Program
210
Heritage Grant Program Increase Total Growth
New 211 211
Community Development Coordinator Term Position Social Policy Framework
PAGE 98
Page
2019 FINANCIAL PLAN Description
CITY OF KELOWNA
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Total New
62,800
0
0
0
0
0
(62,800)
Division Priority 2 Total
92,800
0
0
0
0
0
(92,800)
0
0
0
0
0
0
0 OG
Total Growth
0
0
0
0
0
0
0
Division Priority 2 Total
0
0
0
0
0
0
0
34,700
0
0
0
0
0
(34,700) OG
34,700
0
0
0
0
0
(34,700)
34,700
0
0
0
0
0
(34,700) OG
Total New
34,700
0
0
0
0
0
(34,700)
Division Priority 2 Total
69,400
0
0
0
0
0
(69,400)
61,700
0
0
0
0
0
(61,700) OG
Total New
61,700
0
0
0
0
0
(61,700)
Division Priority 2 Total
61,700
0
0
0
0
0
(61,700)
345 Learning Management Software and HR Training Coordinator Position
45,300
0
0
0
0
0
(45,300) OG
Total New
45,300
0
0
0
0
0
(45,300)
Division Priority 2 Total
45,300
0
0
0
0
0
(45,300)
Civic Operations Division Growth 169 * Engineer in Training Position
Civic Operations Division Police Services Maintain 255 Community Policing Information Clerk Position Total Maintain New 255 Administrative Coordinator Position
Civic Operations Division Bylaw Services New 266 Senior Bylaw Enforcement Officer Position
Human Resources Division New
PAGE 99
Page
2019 FINANCIAL PLAN Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
15,000
0
0
0
Total Maintain
15,000
0
0
Division Priority 2 Total
15,000
0
15,000
Total New
CITY OF KELOWNA Utility
Taxation Cat
0
0
(15,000) OG
0
0
0
(15,000)
0
0
0
0
(15,000)
0
0
0
0
0
(15,000) OG
15,000
0
0
0
0
0
(15,000)
Division Priority 2 Total
15,000
0
0
0
0
0
(15,000)
Total Priority 2 Operating
506,700
(9,500)
0
0
0
(19,000)
(478,200)
Human Resources Division Fire Department Maintain 360 Fire Department Training
Corporate Strategic Services Division New 373 Strategic Planning (4 Year Plan and Imagine Kelowna)
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 100
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
275 Dam Safety Reviews
50,000
(50,000)
0
0
0
0
OG
275 Mechanical Equipment Replacement - Water 276 Water Treatment Chemicals Budget Increase 276 Safe Work Procedures Support Water 277 Flood Proofing - Poplar Point Pump Station 277 Water Modeling Software Upgrades
30,000
0
0
0
0
(30,000)
OG
45,000
0
0
0
0
(45,000)
OG
10,000
0
0
0
0
(10,000)
OT
60,000
0
0
0
0
(60,000)
OT
15,000
0
0
0
0
(15,000)
OG
Total Maintain
210,000
(50,000)
0
0
0
(160,000)
100,000
0
0
0
0
(100,000)
100,000
0
0
0
0
(100,000)
358,200
(249,700)
0
0
0
(108,500)
OG
223,000
0
0
0
0
(223,000)
OG
40,000
(36,000)
0
0
0
(4,000)
OT
50,000
(40,000)
0
0
0
(10,000)
OG
50,000
0
0
0
0
(50,000)
OT
45,000
0
0
0
0
(45,000)
OG
40,000
(20,000)
0
0
0
(20,000)
OT
30,000
0
0
0
0
(30,000)
OT
10,000
0
0
0
0
(10,000)
OG
846,200
(345,700)
0
0
(22,300)
(478,200)
0 0
0
0
0
0
0
OG
0
0
0
0
0
OG
0
0
0
0
0
0
Water Maintain
Growth 278 Water Utility Construction Total Growth
OG
New CAP 482 *Domestic Water System Expansion (SEKID) Operating Costs and Positions CAP 505 *Water Meter Reading and Servicing Repatriation with Positions 278 Public Engagement - Agricultural Water Rates 279 Irrigation Model and Data Management 279 Emergency Response Plan Update - Water 280 Flow Monitoring, Hydrology and Climate Change - Water 280 *Drought Management Plan 281 Waterwise Landscape Material Program 281 Water System Performance Benchmarking with UBCO Total New Maintain 356 #* Hydrant Maintenance 155 #* Time Series Data Extraction from SCADA Total Maintain
PAGE 101
Page
2019 FINANCIAL PLAN Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
0
0
0
0
Total Growth
0
0
0
Department Priority 1 Total
1,156,200
(395,700)
289 Improvement District Transition (SEKID) - Operations * Dam Safety Reviews 275
11,720
Total Maintain
CITY OF KELOWNA Utility
Cat
0
0
OG
0
0
0
0
0
(22,300)
(738,200)
402,280
0
0
(414,000)
0
OG
0
0
0
0
0
0
OG
11,720
402,280
0
0
(414,000)
0
0
0
0
0
0
0
OG
0
0
0
0
0
0
OT
0
0
0
0
0
0
OG
0
0
0
0
0
0
OT
Total New
0
0
0
0
0
0
Department Priority 1 Total
11,720
402,280
0
0
(414,000)
0
70,000
0
0
0
0
(70,000)
OG
30,000
0
0
0
0
(30,000)
OG
5,000
0
0
0
(5,000)
0
OT
300 Wastewater Treatment Energy Savings Projects 301 Safe Work Procedures Support Wastewater 301 Wastewater Modeling Software Upgrades
135,500
0
0
0
0
(135,500)
OG
15,000
0
0
0
0
(15,000)
OT
15,000
0
0
0
0
(15,000)
OG
Total Maintain
270,500
0
0
0
(5,000)
(265,500)
45,500
0
0
0
0
(45,500)
45,500
0
0
0
0
(45,500)
Growth 158 #* Utility Planning Engineer Position
Water Improvement District Transition Maintain
New CAP 483 #* Domestic Water System Expansion (SEKID) Operating Costs and Positions 278 #* Public Engagement - Agricultural Water Rates 279 #* Irrigation Model and Data Management 280 #* Drought Management Plan
Wastewater Maintain 299 Biosolids Hauling Contract Services 299 Mechanical Equipment Replacement - Wastewater 300 Control System Portal Upgrade
Growth 302 Wastewater Treatment I/E Technician Term Position Total Growth
OG
PAGE 102
2019 FINANCIAL PLAN
Page Description New 302 Arc Flash Study
Cost
Reserve
Borrow
Gov/Contr
Revenue
14,000
0
0
0
303 Sewer Lift Station Condition Assessment 303 Wastewater Treatment Effluent Use for Irrigation 304 Sanitary Flow Monitoring
125,000
0
0
95,000
0
7,500
Total New
CITY OF KELOWNA Utility
Cat
(4,000)
(10,000)
OT
0
0
(125,000)
OT
0
0
0
(95,000)
OG
0
0
0
0
(7,500)
OG
241,500
0
0
0
(4,000)
(237,500)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
OT
0
0
0
0
0
0
OG
Total New
0
0
0
0
0
0
Department Priority 1 Total
557,500
0
0
0
(9,000)
(548,500)
(275,200)
275,200
0
0
0
0
OG
(30,000)
30,000
0
0
0
0
OG
172,500
(172,500)
0
0
0
0
OG
1,674,200 (1,674,200)
Maintain 155 * Time Series Data Extraction from SCADA Total Maintain
OG
Growth 158 * Utility Planning Engineer Position Total Growth
OG
New 234
* Arc Flash Study - Commonage Facility CAP 506 * Water Meter Reading and Servicing Repatriation with Positions
Airport Maintain 124 Airport Improvement Fee Expenses 124 Airport Airside Expenses 125 Airport Groundside Expenses 125 Airport Finance & Administration 126 Debt Changes - Airport Debt Total Maintain
0
0
0
0
OG
(1,704,700)
1,704,700
0
0
0
0
OG
(163,200)
163,200
0
0
0
0
0
1,308,000
0
0
(1,308,000)
0
OG
0
711,000
0
0
(711,000)
0
OG
Growth 126 Airport Improvement Fee Revenues 127 Airport Airside Revenues 127 Airport Terminal Revenues
0
777,300
0
0
(777,300)
0
OG
128 Airport Terminal Expenses
544,400
(544,400)
0
0
0
0
OG
0
1,244,600
0
0
(1,244,600)
0
OG
(46,900)
46,900
0
0
0
0
OG
39,200
(39,200)
0
0
0
0
OG
128 Airport Groundside Revenues 129 Manager of Airport Technology Position 129 Airport Operations Technician Position
PAGE 103
Page
2019 FINANCIAL PLAN Description
CITY OF KELOWNA
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Total Growth
536,700
3,504,200
0
0
(4,040,900)
0
Department Priority 1 Total
373,500
3,667,400
0
0
(4,040,900)
0
Total Priority 1 Operating
2,098,920
3,673,980
0
0
(4,486,200)
(1,286,700)
Cat
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 104
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
0
0
0
0
0
0
OG
Total Growth
0
0
0
0
0
0
Division Priority 2 Total
0
0
0
0
0
0
0
0
0
0
0
0
Total Growth
0
0
0
0
0
0
Division Priority 2 Total
0
0
0
0
0
0
Total Priority 2 Operating
0
0
0
0
0
0
Water Growth 169 * Engineer in Training Position
Wastewater Growth 169
* Engineer in Training Position
OG
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 105
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Reduction Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(12,800)
0
0
0
0
0
12,800 OT
(12,800)
0
0
0
0
0
12,800
0
(75,000)
0
0
0
0
75,000 OG
0
(75,000)
0
0
0
0
75,000
(4,800)
0
0
0
0
0
4,800 OG
242 Cemetery Material Budget Reduction Parks Operating Budget Reduction 242
(6,800)
6,800
0
0
0
0
0 OG
0
0
0
0
0
55,400 OT
Department Priority 1 Total
(67,000)
6,800
0
0
0
0
60,200
(29,200)
0
0
0
0
0
29,200 OT
(40,000)
0
0
0
0
0
40,000 OG
(69,200)
0
0
0
0
0
69,200
Total Priority 1 Reduction Requests (149,000)
(68,200)
0
0
0
0
217,200
City Administration City Clerks 141
Webcasting Council Meetings Department Priority 1 Total
Active Living & Culture Division 213 H2O Deficit Management Fund Reduction Department Priority 1 Total
Civic Operations Division CAP 419 City Hall - Boiler
(55,400)
Corporate Strategic Services Division 375 Records and Information Management System 375 Corporate Performance Management Software Licenses Department Priority 1 Total
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 FINANCIAL PLAN
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City Administration PAGE 107
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City Administration The City of Kelowna is governed by an elected Mayor and eight Councillors for a four‐year term ( – ). City Council, which represents the City at large and our residents, has one employee – the City Manager — who administers City operations. The City’s administration is responsible for delivering the right infrastructure, skills, services and processes to meet Council , Imagine Kelowna is an over‐arching vision for the community, by the priorities and community goals. Adopted in community, with principles and goals to help Kelowna thrive in the face of unprecedented growth and change. Council priorities set the direction for the work we do and the City’s Corporate Framework captures what the City of Kelowna does, with the Corporate Plan (a well‐run City) at its core. Financial Plan show how the City’s administration serves to meet Imagine Divisional drivers and activities in the Kelowna principles, Council’s priorities and the City’s corporate goals. View the
City‐wide accomplishments demonstrating how staff delivered on Council priorities on page
.
Budget overview
Division Summary
Per cent of General Fund operating 2%
25% 45%
98% City Administration
Net Operating
General fund operating = $141.9 M
30% City Clerk
City Manager
Mayor & Council Total = $2.8 M
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Net Divisional expenditures Actual 2017
Revised 2018
Provisional 2019
Change prior year
Per cent change
362,675 211,731 574,406
410,525 222,661 633,186
445,840 237,571 683,411
50,225
7.9%
598,521 404,376 73,703 1,076,600
647,974 443,891 82,499 1,174,364
659,624 502,141 82,499 1,244,264
69,900
6.0%
914,651 914,651 2,565,657
928,174 928,174 2,735,724
842,674 842,674 2,770,349
(85,500) 34,625
(9.2%) 1.3%
0 0 2,565,657
0 0 2,735,724
0 0 2,770,349
0 34,625
0.0% 1.3%
Departments Operating cost centres: Mayor & Council 103 Council 104 Mayor City Clerk 119 Legislative Services 120 City Clerk 228 Records & Information City Manager 100 City Manager Net operating expenditure Capital cost centres: Net capital expenditures Total Division net expenditures
Description of operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Divisional adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating requests 2019 expenditure reductions Total unfunded
Total 2,735,724 0 0 (1,500) (43,775)
92,700 (12,800)
FTE 21.3 0.0 0.0
(45,275) 2,690,449
21.3 0.5
79,900 2,770,349
0
21.8 0.0
0 0
0.0
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2019 FINANCIAL PLAN
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City Administration - General Fund City Manager, Council, Mayor and City Clerk Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 21.0 0.2
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 3,883) ( 2,515,816)
0 0 ( 14,274) ( 2,973,130)
0 0 ( 14,274) ( 3,232,040)
0 0 0 _____________ ( 2,519,699)
0 0 ( 140,000) _____________ ( 3,127,404)
0 0 0 _____________ ( 3,246,314)
1,535,620 6,988 3,054,242 424,618 0 0 0
1,661,148 13,917 3,773,803 414,260 0 0 0
1,745,098 6,990 3,825,315 439,260 0 0 0
0 0 63,888 _____________ 5,085,356
0 0 0 _____________ 5,863,128
0 0 0 _____________ 6,016,663
2,565,657
2,735,724
2,770,349
0 0 _____________ 0 _____________ 2,565,657
0 0 _____________ 0 _____________ 2,735,724
0 0 _____________ 0 _____________ 2,770,349
Actual 2017 19.6 0.2
Revised 2018 21.0 0.3
Provisional 2019 21.5 0.3 Page 1 PAGE 111
2019 FINANCIAL PLAN
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2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
10,000
0
0
0
0
0
(10,000) OG
Total New
10,000
0
0
0
0
0
(10,000)
Division Priority 1 Total
10,000
0
0
0
0
0
(10,000)
Total Priority 1 Operating
10,000
0
0
0
0
0
(10,000)
City Administration New 111 Leadership Development Programs
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
City Manager City Manager
Title:
Leadership Development Programs
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Management engagement and development is an important part of the City's Corporate engagement and training strategies. Management staff meetings occur four times a year and provide a forum to bring the entire management team together at once. Budget is requested for trainers, guest speakers and facilitators which help engage and train in this forum and to date there has not been a fixed budget to fund external experts.
Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 10,000 10,000 10,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
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Taxation (10,000) (10,000) (10,000)
2019 FINANCIAL PLAN
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Airport PAGE 115
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Kelowna International Airport Kelowna International Airport (YLW) plays a vital part in the economic development and prosperity of the Okanagan Valley. YLW’s total economic impact is , jobs and 7 million in total economic output to the province of British Columbia. Serving . million passengers in , YLW offers more than daily non‐stop commercial flights with Air Canada, Air North ‐ Yukon's Airline, Alaska Airlines, Central Mountain Air, Flair Airlines, Pacific Coastal Airlines and WestJet to Calgary, Cranbrook, Edmonton, Prince George, Seattle, Toronto, Vancouver, Victoria and Whitehorse, plus seasonal service to Cabo San Lucas, Cancun, Phoenix, Puerto Vallarta, Winnipeg and Varadero. Kelowna City Council has established an Airport Advisory Committee, which is led by the Mayor of Kelowna and includes representation from municipalities throughout the Okanagan Valley, to encourage participation from neighbouring communities. The aim is to provide high quality airport facilities in a safe and cost effective manner and assure the capability and flexibility to meet future changes in air transportation, technology and operations. Airport Development is responsible for overseeing all capital projects at the Airport from the planning phase to the hand over to Airport Operations. These capital projects include, but are not limited to, construction and renovation. Airport Finance & Corporate Services is responsible for overseeing the financial well‐being of the Airport including, but not limited to, budgeting, analytics and forward‐looking modelling. Finance and Corporate Services also oversees significant purchasing projects, contracts and acquisitions. Airport Operations is responsible for the management, operations and maintenance of the day‐to‐day operations of the Airport. This includes, but is not limited to, management of the airlines and terminal building, management of groundside operations including parking, car rentals and ground transportation, safety and security, air service development, non‐ aeronautical business development, the customer experience, emergency preparedness and Airport fire and rescue.
Departmental drivers & activities Drivers
Operate and maintain safe and secure best in class facilities and services Foster economic development for the region Act in a financially responsible and sustainable manner Exceed the customer service expectations of the travelling public in collaboration with airport partners and the community
Activities A well‐run City
Contributions made to the Airport’s Operating Reserve to provide the Airport with contingency funding during unexpected downturns in the economy or industry, or subsequent to natural disasters
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Quarterly reporting on the Airport’s Strategic Plan Modernization and enhancement of the Airport’s advertising signage and identification of new advertising nodes within the air terminal building
An active, inclusive city
Working in partnership with the Canucks Autism Network to provide a more inclusive airport environment for families living with autism Working in partnership with Pets and People to provide a more calming airport environment for travelers
A safe city
Design of the Airport’s Runway End Safety Area Widening the sidewalk and adding lighting at the north end of the Airport terminal building to improve the safety of pedestrians who use this route extensively Reconfiguration of the Airport’s tugway gate, to improve the level of safety on Airport Way when the aircraft tugway crossing is in use
A strong economy
Continue to develop and retain air service Development of the second phase of the Aerospace Campus study, including an alternate strategy to develop and service the East Lands adjacent to the Airport Further design of the Airport’s terminal expansion Leasing of the remaining West Lands groundside lots Implementation of infrastructure to provide shared‐ride services with the opportunity to operate at the Airport
A clean, healthy environment
Further enhancements of the Airport’s glycol management plan Conversion of taxiway and apron edge lighting, and terminal art gallery lighting to LED, to reduce energy consumption
Resilient, well‐managed infrastructure
Design of the Airport’s terminal expansion in partnership with key stakeholders Commencement of the rehabilitation of taxiway Delta as a part of a multi‐year program Purchase of airside equipment to maintain the airfield during snow operations and to support increased aircraft movements Expansion of the long‐term parking lot to add parking stalls and paving of a portion of the gravel Convair lot to add paved parking stalls, to help mitigate parking capacity issues related to passenger growth Replacement and modernization of parking lot equipment as the equipment is reaching the end of its useful life Completion of phase three of six of the roof replacement program for the air terminal building. Modifications and updates to the older areas of the terminal building and aging terminal building systems and equipment to ensure proper maintenance of infrastructure Collaborating with other departments within the City, the Ministry of Transportation and Infrastructure, and the University of British Columbia to conduct the Okanagan Gateway Transportation Study Development of a stormwater management plan Incorporation of an international and domestic swing gate coordinator to help manage concurrent international and domestic arrivals during peak periods Review and update of the Airport’s 10 Year Capital Plan
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Departmental performance measures Program outputs Financial audits or studies Monthly capital forecasting reviews Program outcomes Meet long‐term passenger activity forecast to 2025: Efficiency measures Airplane enplaned cost per passenger Customer satisfaction Airport service quality benchmark rating Innovation & learning Semi‐annual staff meetings Management meetings Finance and Corporate Services team meetings Airport Operations team meetings Airport Operations employee/manager Project coordination meetings Airport Development team meetings
Actual
Estimated
Proposed
1 12
1 12
1 12
Medium
Medium
Medium
$8.11
$8.15
$8.35
4.21
4.24
4.40
2 11 12 12 12 48 12
2 11 12 12 16 48 12
2 12 12 12 16 48 12
Budget overview
Airport Fund Expenditures 12%
1% 27%
13%
17% 30% Terminal
Airport Finance & Corporate Services
Airside
Groundside
Airport Debt
Airport Policing Total = $20.3M
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Net Department expenditures Departments Operating cost centres: Airport Airport Finance & Corporate 106 230 Airside 231 Groundside 232 Terminal 233 Airport Improvement Fee 234 Airport Policing Net operating expenditures Capital cost centres: 312 Airport Capital Net capital expenditures Total Department net expenditures
Actual 2017
Revised 2018
Provisional 2019
Change prior year
Per change
2,749,309 (977,055) (977,054) (977,051) 0 181,851 0
4,128,868 (1,146,260) (1,585,661) (1,585,664) 1 188,716 0
5,970,909 (1,743,805) (2,236,427) (2,183,223) 0 192,546 0
0
0.0%
0 0 0
0 0 0
0 0 0
0 0
0.0% 0.0%
Description of Operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Departmental adjustments
Total 0 0 0 0 0
FTE 45.5
0.9 0 0
46.4
2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional
0 0
2019 operating requests 2019 expenditure reductions Total unfunded requests for
0
1.3 0 0
47.7
Unfunded 2019 requests 0.0 0 0
0.0
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Comparison of ͮͬͭʹ and ͮͬͭ͵ operating revenues and expenditures 2018 Revised Budget Revenues Airport Administration Airport ‐ Airside Operation Airport ‐ Groundside Operation Airport ‐ Terminal Operation Expenditures Airport Administration Airport ‐ Airside Operation Airport ‐ Groundside Operation Airport ‐ Terminal Operation Airport Policing Debt principal Payment Net of Revenue and Expenditures
Variance
2019 Provisional
100,500 4,673,480 10,017,587 4,928,252 19,719,819
0 713,320 1,939,503 775,298
100,500 5,386,800 11,957,090 5,703,550 23,147,940
3,350,552 3,481,939 2,486,919 4,995,331 188,716 900,000 15,403,457 4,316,362
1,788,841 25,053 127,721 472,329 3,830 0
5,139,393 3,506,992 2,614,640 5,467,660 192,546 900,000 17,821,231 5,326,709
Net Contribution to Reserve
3,437,546
4,394,693
Non‐AIF Capital Expenditures From Airport Fund
9,788,050
9,378,200
Airport Improvement Fee Debt Revenues Airport Improvement Fee
13,220,000 13,220,000
14,528,000 14,528,000
Net of Revenue and Expenditures
325,964 3,229,843 956,250 4,512,057 8,707,943
30,765 1,897,138 584,250 2,512,153 12,015,847
Net Contribution to Reserve
8,707,943
12,015,847
AIF Capital Expenditures From Airport Fund From Other Funding Sources
13,241,280 3,404,660
‐ ‐
Net of Revenue and Expenditures
4,391,581
6,689,138
Surplus/(Deficit) Projected Accumulated Surplus
878,816 1,475,095
932,016 2,407,111
Expenditures Administration Principal payments Interest expense
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City Administration - Airport Fund Airport Revenues/Expenditures by Category Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 32,439,212) ( 418,922)
0 0 ( 32,806,819) ( 273,500)
0 0 ( 37,542,940) ( 273,500)
0 0 ( 5,211,926) _____________ ( 38,070,060)
0 0 ( 7,486,310) _____________ ( 40,566,629)
0 0 ( 5,956,196) _____________ ( 43,772,636)
4,401,832 40,487 8,138,202 135,604 1,268,373 3,432,002 1,480,062
4,727,397 36,490 8,420,309 136,880 956,250 4,129,843 1,648,845
5,141,712 46,990 10,021,575 153,800 584,250 2,797,138 1,728,419
0 0 19,173,498 _____________ 38,070,060
0 0 20,510,615 _____________ 40,566,629
0 0 23,298,752 _____________ 43,772,636
0
0
0
23,062,740 ( 23,062,740) _____________ 0 _____________ 0
26,433,990 ( 26,433,990) _____________ 0 _____________ 0
9,378,200 ( 9,378,200) _____________ 0 _____________ 0
Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 40.0 3.8
Actual 2017 42.0 5.3
Revised 2018 41.7 3.8
Provisional 2019 43.9 3.8 Page 1
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2019 Operating Requests Provisional Budget Summary - Airport Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
(275,200)
275,200
0
0
0
0
OG
(30,000)
30,000
0
0
0
0
OG
172,500
(172,500)
0
0
0
0
OG
1,674,200 (1,674,200)
Airport Maintain 124 124
Airport Improvement Fee Expenses Airport Airside Expenses
125
Airport Groundside Expenses
125
Airport Finance & Administration
126
Debt Changes - Airport Debt Total Maintain
0
0
0
0
OG
(1,704,700)
1,704,700
0
0
0
0
OG
(163,200)
163,200
0
0
0
0
0
1,308,000
0
0
(1,308,000)
0
OG
0
711,000
0
0
(711,000)
0
OG
Growth
127
Airport Improvement Fee Revenues Airport Airside Revenues
127
Airport Terminal Revenues
0
777,300
0
0
(777,300)
0
OG
128
Airport Terminal Expenses
544,400
(544,400)
0
0
0
0
OG
128
Airport Groundside Revenues Manager of Airport Technology Position Airport Operations Technician Position Total Growth
0
1,244,600
0
0
(1,244,600)
0
OG
(46,900)
46,900
0
0
0
0
OG
39,200
(39,200)
0
0
0
0
OG
536,700
3,504,200
0
0
(4,040,900)
0
Department Priority 1 Total
373,500
3,667,400
0
0
(4,040,900)
0
Total Priority 1 Operating
373,500
3,667,400
0
0
(4,040,900)
0
126
129 129
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
City Manager Airport
Title:
Airport Improvement Fee Expenses
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The decrease in budgeted Airport Improvement Fee expenses is mainly due to a decrease in salaries and wages. Salaries and wages decreased due to a reallocation of costs among the Airport's cost centers based on where work is being completed. This request is funded from the Airport Improvement Fee Reserve.
Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost (275,200) (275,200) (275,200)
Reserve 275,200 275,200 275,200
Borrow 0 0 0
Division: Department:
City Manager Airport
Title:
Airport Airside Expenses
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The slight increase in budgeted Airport Airside expenses is mainly due to increases in purchased services, fuel and chemicals, which were almost fully offset by a decrease in salaries and wages. The increase in purchased services was mainly due to the increasing cost of maintaining the airside pavement to extend its useful life. The increase in fuel and chemicals is due to increased anticipated usage based on historical data combined with increasing prices. The decrease in salaries and wages was mainly due to a reallocation of costs amongst the Airport's cost centers. This request is funded from the Airport Airside Reserve.
Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost (30,000) (30,000) (30,000)
Reserve 30,000 30,000 30,000
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 124
2019 FINANCIAL PLAN
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2019 Operating Request Details Division: Department:
City Manager Airport
Title:
Airport Groundside Expenses
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The increase in budgeted Airport Groundside expenses is mainly due to increases in facility maintenance expenditures, professional and consulting fees and fuel expenditures, which are partially offset by a decrease in salaries and wages. The increase in facility maintenance expenditures is due to additional snow clearing costs for new areas anticipated to come online in 2019. The increase in professional and consulting fees is to allow for the completion of the Okanagan Gateway Study as this project is expected to be completed in 2019. The increase in fuel is due to increased anticipated usage based on historical data combined with increasing prices. The decrease in salaries and wages was mainly due to a reallocation of costs amongst the Airport's cost centers based on where the work is being completed. This request is funded from the Airport Groundside Reserve. Corporate Framework: A strong economy - International airport development Cost 172,500 172,500 172,500
2019 2020 2021
Reserve (172,500) (172,500) (172,500)
Borrow 0 0 0
Division: Department:
City Manager Airport
Title:
Airport Finance & Administration
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Airport Finance and Administration budgeted expenditures have increased mainly due to increases in salaries and wages and professional and consulting services. The increase in salaries and wages was mainly due to a reallocation of costs amongst the cost centers based on where the work is being completed. The increase in professional and consulting services is mainly due to the development of a stormwater management plan, an aerospace campus study and environmental consulting. This request is funded equally from the Airside, Groundside and Terminal Reserves.
Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost 1,674,200 1,674,200 1,674,200
Reserve (1,674,200) (1,674,200) (1,674,200)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 125
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2019 Operating Request Details Division: Department:
City Manager Airport
Title:
Debt Changes - Airport Debt
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This request is to decrease budget to reflect the 2008 borrow of $16 million being paid in full in 2018. This request is funded from the Airport Improvement Fee Reserve.
Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost (1,704,700) (1,704,700) (1,704,700)
Reserve 1,704,700 1,704,700 1,704,700
Borrow 0 0 0
Division: Department:
City Manager Airport
Title:
Airport Improvement Fee Revenues
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The increase in budgeted Airport Improvement Fee (AIF) revenues is due to an anticipated growth in passengers of 1% between 2018 and 2019. Revenues are contributed to the Airport Improvement Fee Reserve. 2019 Base Budget: $13,220,000
Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost 0 0 0
Reserve 1,308,000 1,308,000 1,308,000
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (1,308,000) (1,308,000) (1,308,000)
Utility 0 0 0 PAGE 126
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2019 Operating Request Details Division: Department:
City Manager Airport
Title:
Airport Airside Revenues
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The increase in budgeted Airport Airside revenues is mainly due to an increase in landing fees. The increase in landing fees is mainly due to an increase in air service combined with a 1.5% rate increase effective January 1, 2019. Revenues are contributed to the Airport Airside Reserve.
Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost 0 0 0
Reserve 711,000 711,000 711,000
Borrow 0 0 0
Division: Department:
City Manager Airport
Title:
Airport Terminal Revenues
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (711,000) (711,000) (711,000)
Utility 0 0 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The increase in budgeted Airport Terminal revenues is mainly due to an increase in terminal fees combined with an increase in concession revenues. The increase in Terminal Fees is due to increased air service combined with a 1.5% rate increase effective January 1, 2019. The increase in concession revenues is due to an anticipated 1.1% increase in passengers between 2018 and 2019. Revenues are contributed to the Airport Terminal Reserve.
Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost 0 0 0
Reserve 777,300 777,300 777,300
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (777,300) (777,300) (777,300)
Utility 0 0 0 PAGE 127
2019 FINANCIAL PLAN
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2019 Operating Request Details Division: Department:
City Manager Airport
Title:
Airport Terminal Expenses
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The increase in budgeted Airport Terminal expenses is mainly due to increases in facility maintenance charges, purchased services and software maintenance, which were partially offset by a decrease in salaries and wages. The increase in facility maintenance charges is due to maintenance fees for the Outbound Baggage Hall coming online in 2018. The increase in purchased services expenditures is mainly due to the increasing costs to manage the arrivals area during peak periods. The increase in software maintenance expenditures is mainly due to increasing fees for existing systems at the Airport. The decrease in salaries and wages was mainly due to a reallocation of costs amongst the Airport's cost centers based on the work being completed. This request is funded from the Airport Terminal Reserve. Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost 544,400 544,400 544,400
Reserve (544,400) (544,400) (544,400)
Borrow 0 0 0
Division: Department:
City Manager Airport
Title:
Airport Groundside Revenues
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The increase in budgeted Airport Groundside revenues is mainly due to increases in parking and car rental concession revenues. The increase in parking revenues is due to an anticipated increase in the number of passengers at YLW. The increase in car rental concession revenues is due to a combination of increasing minimum annual guarantees and increasing passenger numbers at YLW. Revenues are contributed to the Airport Groundside Reserve.
Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost 0 0 0
Reserve 1,244,600 1,244,600 1,244,600
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (1,244,600) (1,244,600) (1,244,600)
Utility 0 0 0 PAGE 128
2019 FINANCIAL PLAN
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2019 Operating Request Details Division: Department:
City Manager Airport
Title:
Manager of Airport Technology Position
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for a Manager of Airport Technology who would develop and implement the overall strategy to advance the integration of the functions, services and resources required to operate the Airport specific systems and technologies. The Manager of Airport Technology would research and make recommendations for new technology solutions, including the development of business and revenue generating opportunities. This position would result in a $131,250 reduction in budget for annual works currently being completed by a third party contractor. This request will be funded equally by the Airside, Groundside and Terminal Reserves.
Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost (46,900) (63,200) (63,200)
Reserve 46,900 63,200 63,200
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
City Manager Airport
Title:
Airport Operations Technician Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The Airport's significant growth in the past five years has put pressure on the Airport Operations Specialist/Firefighter (AOS/FF) program for winter operations, summer airside maintenance, and increased responsibilities running the Airport Operations Centre. The hiring of an Airport Operations Technician instead of a winter casual position would reduce the annual training and escorting requirements, and increase the time spent on winter operations, summer airside maintenance as well as efficiencies in the Airports Operations Centre. This position would result in a $17,890 reduction in budget for casual salaries and wages in 2019. This position would be funded equally from the Airside, Groundside and Terminal Reserves.
Corporate Framework: A strong economy - International airport development 2019 2020 2021
Cost 39,200 40,200 40,200
Reserve (39,200) (40,200) (40,200)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 129
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City Clerk PAGE 131
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City Clerk The Office of the City Clerk provides legislative services to Council, their Committees, and to the corporation, providing statutory and procedural information and advice related to all levels of government legislation. Corporate responsibilities include, records and information management, public access to records and privacy, and access to legal services, while ensuring high corporate standards are maintained. The Office of the City Clerk fosters a culture of open government, with municipal information made easily accessible to the public.
ͮͬͭ͵ Departmental drivers & activities Drivers
Provide customer focused service Safeguard the assets of the City Build corporate and community capacity Ensure value for citizens always Enable new approaches and innovation Connect the organizations diverse activities
Activities A well‐run City
Lead review of Council policies with Council Provide governance and meeting management support to Council and their Committees, including agenda preparation and notification, minutes, and council‐directed service requests Prepare appropriate bylaws and legal documentation for notice and registration related to all development applications considered by Council
A safe city
Provide governance and procedural oversight and arrange for legal advice to various City departments in their efforts to resolve collaboratively bylaw non‐compliance issues, in particular with respect to land use and the introduction of cannabis regulations Draft regulatory bylaws for City departments
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Departmental performance measures Program outputs Freedom of Information (FOI) requests received Bylaws drafted (development & regulatory) Council meeting & public hearing (days) Number of agreements executed by Mayor/Clerk Number of legal documents e‐registered Program outcomes Number of paper files processed for final disposition Number of paper files processed for archive Number of paper files in storage Number of electronic documents (EDMS, u:drive) Efficiency measures Business areas that met annual corporate archive Business areas that met annual corporate disposition Customer satisfaction FOI requests/responded to within 30 days FOI requests/responded within legislated timeline Council meeting packages prepared/delivered on time Council committee meetings attended Innovation & learning # scheduled training/education sessions provided by staff
Actual
Estimated
Proposed
99 170 62 488 150
125 165 56 460 160
100 170 62 475 170
15,030 15,685 147,757 934,841
4,682 12,765 104,264 1,691,229
5,011 10,000 109,250 2,447,600
96% 88%
97% 100%
98% 100%
77% 81% 100% 71%
83% 98% 100% 70%
85% 100% 100% 75%
64
25
25
Budget overview
Per cent of General Fund operating
Department Summary 7%
1%
53%
40% 99% City Clerk
Net Operating
General fund operating = $141.9 M
Legislative Services
City Clerk
Records & Information Total = $1.2 M
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Net Departmental expenditures Departments Operating cost centres: City Clerk 119 Legislative Services 120 City Clerk 228 Records & Information Net operating expenditures Capital cost centres: Net capital expenditures Total Department net expenditures
Actual 2017
Revised 2018
Provisional 2019
Change prior year
Per change
598,521 404,376 73,703 1,076,600
647,974 443,891 82,499 1,174,364
659,624 502,141 82,499 1,244,264
69,900
6.0%
0 0 1,076,600
0 0 1,174,364
0 0 1,244,264
0 69,900
0.0% 6.0%
Description of Operating program 2018 revised 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Departmental adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating requests 2019 expenditure reductions Total unfunded requests for 2019
Total 1,174,364 0 0 (1,500) 1,500
82,700 (12,800)
FTE 9.1 0.0 0.0
0 1,174,364
9.1 0.5
69,900 1,244,264
0
9.6 0.0
0 0
0.0
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City Administration - General Fund City Clerk Revenues/Expenditures by Category Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 9.0 0.1
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 3,776) ( 55,000)
0 0 ( 10,000) ( 55,000)
0 0 ( 10,000) ( 80,000)
0 0 0 _____________ ( 58,776)
0 0 ( 140,000) _____________ ( 205,000)
0 0 0 _____________ ( 90,000)
670,669 0 320,631 80,188 0 0 0
803,019 0 508,515 67,830 0 0 0
839,679 0 401,755 92,830 0 0 0
0 0 63,888 _____________ 1,135,376
0 0 0 _____________ 1,379,364
0 0 0 _____________ 1,334,264
1,076,600
1,174,364
1,244,264
0 0 _____________ 0 _____________ 1,076,600
0 0 _____________ 0 _____________ 1,174,364
0 0 _____________ 0 _____________ 1,244,264
Actual 2017 7.7 0.1
Revised 2018 9.0 0.1
Provisional 2019 9.5 0.1
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2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
25,000
0
0
0
0
0
(25,000) OG
25,000
0
0
0
0
0
(25,000)
45,000
0
0
0
(25,000)
0
(20,000) OG
45,000
0
0
0
(25,000)
0
(20,000)
37,700
0
0
0
0
0
(37,700) OG
Total New
37,700
0
0
0
0
0
(37,700)
Division Priority 1 Total
107,700
0
0
0
(25,000)
0
(82,700)
Total Priority 1 Operating
107,700
0
0
0
(25,000)
0
(82,700)
City Administration City Clerk Maintain 138 Records & Information Management Storage Total Maintain Growth 138
*Legal Expense and Review Total Growth
New 139 Legislative Coordinator (FOI) Position
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
City Manager City Clerk
Title:
Records & Information Management Storage
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The current contract for the City's corporate record storage expires on September 30, 2018 following two, one-year options to extend, for a contract total of 7 years. Due to the specialized nature of Records Storage services, the RFP was designed to award the most points for secure storage services and costs, but also for substantiality initiatives, corporate strength and reporting abilities. At present, the number of service providers with the resources and knowledge to meet the City's records storage criteria is limited. Additional budget is required due to the increasing number of records, along with fee increases and changes within the industry for records related activity. 2019 Base Budget: $64,830
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 25,000 25,000 25,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
City Manager City Clerk
Title:
Legal Expense and Review
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,000) (25,000) (25,000) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to increase the general corporate legal budget to account for increases in legal fees and to provide sufficient funds to cover these expenses. Expenditures have been $210,000 or more each year since 2015 and as the legal environment in which the City operates becomes more complex, an increase in the base funding is requested. Budget is also requested to support legal review of issues related to how Development Cost Charges (DCC's) are applied to development, with a request to increase DCC Administration Fee revenue collected by $25,000 to cover increases in DCC-specific legal work. 2019 Base Budget Legal Expenses: $190,000 2019 Base Budget for DCC Admin Fee Revenue: $188,000
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 45,000 45,000 45,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (25,000) (25,000) (25,000)
Utility 0 0 0 PAGE 138
Taxation (20,000) (20,000) (20,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
City Manager City Clerk
Title:
Legislative Coordinator (FOI) Position
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The Freedom of Information (FOI) Legislative Coordinator coordinates and processes legal enquires, privacy and access to information requests, provides complex legislative, governance and administrative support related to Council, corporate administration and operations according to the requirements under the Local Government Act, Community Charter, Freedom of Information and Protection of Privacy Act (FOIPPA) and other relevant legislation. Budget is requested for a FOI Legislative Coordinator which would allow for the necessary focus that is required not only to respond to FOI requests, but to also increase the Office of the City Clerk's capacity to conduct privacy impact assessments and ongoing corporate training. The position can also be utilized to support Council related administrative functions such as preparing Council and Council Committee agendas and minutes, complex bylaw drafting and policy drafting support. Corporate Framework: A well-run City - Responsive customer service 2019 2020 2021
Cost 37,700 74,300 74,300
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 139
Taxation (37,700) (74,300) (74,300)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Reduction Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(12,800)
0
0
0
0
0
12,800 OT
Department Priority 1 Total
(12,800)
0
0
0
0
0
12,800
Total Priority 1 Reduction Requests
(12,800)
0
0
0
0
0
12,800
City Administration City Clerk 141
Webcasting Council Meetings
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Reduction Request Details Division: Department:
City Manager City Clerk
Title:
Webcasting Council Meetings
Priority: 1 ONE-TIME PROVISIONAL
Justification: The 2018 webcasting of Council Meetings Project was delayed, therefore the operating budget for the annual maintenance costs can be delayed until 2020.
Corporate Framework: A well-run City - Strong financial management 2019
Cost (12,800)
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
PAGE 141
Taxation 12,800
2019 FINANCIAL PLAN
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Infrastructure PAGE 143
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Infrastructure The Infrastructure division is responsible for all aspects of the planning, design and construction of all infrastructure (roads, active transportation, transit, water, sewer and drainage utilities, civic buildings, parks and public art) required by the community as well as the long‐term replacement of aging assets. All infrastructure projects and programs include engaging stakeholders for the appropriate level of input. Asset preservation and replacement is essential to a sustainable community and the division establishes systems to maintain and report on the state of the community’s infrastructure and plan for its replacement. Infrastructure Delivery is responsible for managing the delivery of City infrastructure projects. Project delivery is provided by specialist consultants where appropriate. Projects include new construction and rehabilitation. A key focus of project delivery is to develop thoughtful and innovative processes and procedures to minimize the impact of City projects on residents and visitors, while ensuring compliance with Council approved policies and all applicable acts and regulations. Infrastructure Engineering coordinates the annual and long‐term capital plans including water, wastewater, drainage and solid waste, as well as the City’s asset management plans for infrastructure renewal and the ‐Year Servicing Plan for infrastructure required to support growth. Infrastructure Engineering provides administrative and financial support services for the Division and administers the Development Cost Charge program. Infrastructure Engineering strives to guide all Division staff to understand and comply with corporate policies and best practices for capital planning, project accounting, document management and budgeting. Infrastructure Engineering also includes utility planning. Integrated Transportation provides a strategic multi‐dimensional approach to manage and plan transportation systems. The three branches of this department ‐ Transit & Transportation Programs, Strategic Transportation Planning and Transportation Engineering ‐ are responsible for transit administration, transit service and infrastructure planning, transportation demand management and shared mobility programs, strategic multi‐modal transportation planning and prioritization, data collection, monitoring and analytics, corridor conceptual planning, network planning, major traffic impact reviews and road safety planning. This department also provides regional administration and inter‐governmental collaboration to transportation planning and programs through management of the Sustainable Transportation Partnership of the Central Okanagan (STPCO). As well, regional air quality planning and coordination is provided under contract to the Regional District of the Central Okanagan. Parks and Buildings Planning anticipates future park, facility and public art needs with a view to providing the best value to the citizens. Individual projects are prioritized with a multiple bottom line approach that includes financial, social, cultural and environmental aspects. The department develops asset management plans for each asset class as well as short and long‐range capital and related financial plans based upon new, renewal and growth requirements.
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Divisional drivers & activities Drivers
Plan for future infrastructure needs and develop strategies for funding and implementation Coordinate capital plans, budgets and funding sources to maximize the investment in the community where and when it is most needed Continuous improvement to the Asset Management Program that supports sustainable service delivery through efficient operation, maintenance and renewal of the City’s $3 billion in infrastructure assets Engage the community and stakeholders in project development and delivery Deliver value laden, quality infrastructure that meet the community needs Foster and maintain regional partnerships Focus on value for project and program delivery Build awareness, support and utilization of practices and programs through social media and communications Evidence‐based and transparent decision making Monitoring performance through data gathering and analytics
Activities A well‐run City
Support the strategic growth program consisting of aligning the Official Community Plan, the ‐Year Servicing Plan, the Transportation Master Plan and key components of the Subdivision, Development and Servicing Bylaw. Analysis of infrastructure, financing and quality of life impacts will be done for the different growth scenarios Update Development Cost Charges (DCCs) paid by Developers to reflect current land and construction costs to ensure adequate funding to service demand from growth Implement a re‐organization of the City’s internal road and utility construction group to better ensure capital projects that are assigned to City crews are completed safely, efficiently and cost effectively Integrate transit technology improvements (Real Time Transit Information, Automatic Passenger Countering, Fare Payment Systems) to support data driven decisions Pilot Intelligent Transportation Systems to improve traffic flow and transit reliability in specific corridors
An active, inclusive city
Joint Education, Health and Wellness Facility ‐ develop the potential partnership with School District (SD ) at the Parkinson Recreation site Glenmore Recreation Park, Phase ‐ construction Mission Recreation Park protective netting ‐ construction Linear Parkland Acquisition Community for All, Parks & Buildings Improvement Program ‐ develop program Canyon Falls Neighbourhood Learning Centre: tenant improvements construction Update the City Park masterplan, in conjunction with design development for the next phase of walkway improvements through the Park Off‐leash dog parks/beach access review Hobson Road Interim Park Access ‐ design & construction Bankhead Park, playground renewal High Noon Park, infrastructure renewal Knox Mountain Park, Paul’s Tomb Trail renewal Art Walk extension design development Kelowna Community Theatre future size assessment and stage improvements
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Public Art – Police Services Building, Interior Health Building, Boyce‐Gyro Beach Park, and Manhole design competition Water Street Firehall, exterior envelope renewal ‐ construction Delivery and design of active transportation corridors (ATC) ‐ Ethel and , Sutherland Continue monitoring and evaluation of the bike share pilot Continue to support healthy living and active transportation through programming (Bike to Work Week, School Travel Planning, Bike Rodeos, Walking support programs, Open Streets)
A safe city
Continue neighbourhood traffic calming and crosswalk safety programs Enhance safety and security at Transit Exchanges though provision of more security personnel and closed‐circuit television (CCTV) monitoring Improve safety through design of Valley/Kane Roundabout
A strong economy
Completion of the Transportation Master Plan and the Regional Transportation Plan Completion of the Okanagan Gateway Transportation study to support the success of the Airport and University area Completion of South Perimeter Road, Gordon extension and Stewart Road West Completion of the disruptive mobility strategy to help prepare for future changes in transportation
A clean, healthy environment
Delivery of active transportation corridors and expansion of sidewalk network Continue to expand air quality programming related to health impacts of wood smoke and other pollutants
Resilient, well‐managed infrastructure
Implement final phases of the asset management system to support the Corporate Asset Management Program Complete the DCC Parks Acquisition review Municipal Buildings Land Acquisition review Complete the Parks Development Funding Strategy Develop the Parks Masterplan Bylaw Parks & Trails update Assist on the conclusion of the Capri‐Landmark Urban Centre plan Long‐term City Yards Accommodation Plan Long‐term City Hall Accommodation Plan City Hall, Phase IV renovations: design & construction Plan a future operation centre facility to accommodate future transit expansion, taking advantage of grant funding opportunities Improve wayfinding and information to support active transportation (bike route map, route signage and web presence)
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Divisional performance measures Program outputs Total lane kilometers (km) of roads resurfaced Total meters of water main pipe replaced Total meters of sanitary sewer main pipe replaced Water main breaks Water main pipes (km) Water service breaks Water service pipes (km) Number of participants in Bike to Work/School Week Number of students participating in bicycle education Air quality ‐ number of woodstoves exchanged for high‐ Air quality ‐ number of cubic meters of orchard wood Program outcomes Total value of capital construction projects Civic buildings Parks & public spaces Transportation Solid waste Storm drainage Water Wastewater Total corporate greenhouse gas (GHG) emissions (CO2) Efficiency measures Service request average response time by type (in calendar days) Bus stops Construction Drainage Air quality Dog parks Bike lanes Future road plans Customer satisfaction Transit ridership Transit hours of service
Actual
Estimated
Proposed
33.19 3,569 6,484 8 424 121 17,544 2,200 1,787 12 4,639.2 m3
36.6 1,385 3,450 8 450 130 17,800 2,330 2,211 58 6,500 m3
40.4 870 3,450 9 475 140 18,000 2,200 2,000 70 5,000 m3
$14.6M $9.8M $10.4M $1.3M $286,620 $5.6M $2M 7,670
$7M $18.9M $38M $9.2M $7.9M $61.8M $6.5M 7,593
$6.9M $11M $20.7M $3.4M $2M $3.5M $8.5M 7,517
6 11 26 2 32 53 31
2 19 121 2 n/a 17 84
2 18 100 2 n/a 20 80
4,927,185 194,145
5,005,054 198,183
5,083,118 200,000
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2019 FINANCIAL PLAN
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Budget overview
Division Summary
Per cent of General Fund operating
8%
5%
8% 8%
66%
13%
92% Infrastructure
Net Operating
General fund operating = $141.9 M
Integrated Transportation
Infrastructure Delivery
Parks & Building Planning
Infrastructure
Infrastructure Engineering Total = $11.4 M
Net Divisional expenditures Departments Operating cost centres: Infrastructure 220 Infrastructure
* *
Infrastructure Engineering 176 Infrastructure Administration 221 Solid Waste Management 223 Infrastructure Engineering 245 Utility Planning 246 Utility Planning ‐ Wastewater 247 Utility Planning ‐ Water Parks & Buildings Planning 173 Parks & Buildings Planning
* * * *
Infrastructure Delivery 188 Roadways Construction 214 Infrastructure Delivery 215 Utilities Construction 236 Wastewater Construction 237 Water Construction Infrastructure Delivery ‐ 263 Infrastructure Delivery ‐ 264
Actual 2017
Revised 2018
Provisional 2019
Change from prior year
Per cent change
768,786 768,786
307,243 307,243
576,203 576,203
268,960
87.5%
423,787 8,178 93,301 169,516 0 0 694,782
410,443 8,179 153,092 354,543 0 0 926,257
416,593 7,500 218,062 258,143 0 0 900,298
(25,959)
(2.8%)
495,063 495,063
725,282 725,282
866,382 866,382
141,100
19.5%
255,091 786,601 130,760 0 0 0 0 1,172,452
275,753 829,392 133,931 0 0 0 0 1,239,076
275,753 1,130,392 133,931 0 0 0 0 1,540,076
301,000
24.3%
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2019 FINANCIAL PLAN
Continued Integrated Transportation 185 Integrated Transportation 192 Transportation Engineering 193 Transit and Programs Strategic Transportation 224 257 Kelowna Regional Transit
CITY OF KELOWNA
334,069 647,701 141,357 179,951 6,549,731 7,852,809 10,983,892
398,418 682,453 135,285 197,245 6,863,167 8,276,568 11,474,426
355,628 730,123 140,285 232,245 6,080,367 7,538,648 11,421,607
(737,920) (52,819)
(8.9%) (0.5%)
0 Net capital expenditures 0 Total Division net expenditures 10,983,892 *Shown in Civic Operations as these cost centers are fund 40/50
0 0 11,474,426
0 0 11,421,607
0 (52,819)
0.0% (0.5%)
Net operating expenditures Capital cost centres:
Description of Operating program 2018 revised 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Divisional adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating request 2019 expenditure reductions Total unfunded requests for 2019
Total 11,474,426 (443,720) (75,370) 65,770 1,401
399,100 0
FTE 32.0 0.0 ‐0.2
(451,919) 11,022,507
31.8 2.1
399,100 11,421,607
67,500
33.9 0.6
67,500 67,500
0.6
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Infrastructure - General Fund Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 27.5 3.2
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 6,909,611) ( 10,037,557)
0 0 ( 7,391,467) ( 13,499,499)
0 0 ( 7,526,467) ( 12,041,274)
( 235) 0 ( 338,290) _____________ ( 17,285,693)
( 40,480) 0 ( 3,666,730) _____________ ( 24,598,176)
0 0 ( 186,200) _____________ ( 19,753,941)
3,354,933 111,577 1,792,825 20,936,449 0 0 344,585
3,337,115 215,535 9,406,983 22,560,361 0 0 360,708
3,507,275 171,685 4,334,783 22,456,051 0 0 418,774
0 0 1,729,216 _____________ 28,269,585
0 0 191,900 _____________ 36,072,602
0 0 286,980 _____________ 31,175,548
10,983,892
11,474,426
11,421,607
0 0 _____________ 0 _____________ 10,983,892
0 0 _____________ 0 _____________ 11,474,426
0 0 _____________ 0 _____________ 11,421,607
Actual 2017 28.0 5.3
Revised 2018 28.5 3.5
Provisional 2019 30.3 3.6 Page 1
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2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
43,000
0
0
0
0
0
(43,000) OT
0
135,700
0
0
(135,700)
0
0 OG
1,340,300
0
0
(1,071,400)
0
0
(268,900) OT
Infrastructure Division Maintain 154 Lawrence Avenue Accommodation 154 Transit Advertising Revenue CAP 467
2018 Freshet Recovery Projects Operating Miscellaneous Drainage 155 CAP 447 Bridge Rehabilitation and Inspections 155 *Time Series Data Extraction from SCADA 156 Transit Base Operating Costs 156 Traffic Count Revenue Total Maintain
200,000
0
0
0
0
0
(200,000) OG
50,000
0
0
0
0
0
(50,000) OG
55,000
0
0
0
0
(36,600)
(18,400) OG
(243,200)
0
0
(3,400)
(598,700)
0
845,300 OG
0
0
0
0
(4,800)
0
4,800 OG
1,445,100
135,700
0
(1,074,800)
(739,200)
(36,600)
28,800
0
0
0
0
0
(28,800) OG
136,900
(45,000)
0
0
(67,500)
0
(24,400) OG
30,000
0
0
0
0
0
(30,000) OG
269,800
Growth 157 Public Art 157 Transit Service Coordinator Position 158 Transit Security at Queensway and UBCO 158 *Utility Planning Engineer Position
89,200
(10,600)
0
0
0
(63,400)
(15,200) OG
35,000
0
0
0
0
0
(35,000) OT
5,000
0
0
0
0
0
(5,000) OG
324,900
(45,000)
0
0
(78,100)
(63,400)
117,500
0
0
0
0
0
(117,500) OT
46,000
0
0
0
0
0
(46,000) OG
100,000
0
0
0
(100,000)
0
0 OG
100,000
0
0
0
0
0
(100,000) OT
50,000
0
0
0
0
0
(50,000) OT
162 Lakeshore Road - Mission Creek Bridge Sediment Monitoring 162 Mill Creek Long Term Maintenance Permit 163 Flow Monitoring, Hydrology and Climate Change - Storm Drainage 163 Community for All Improvement Program 164 AutoCAD Training
10,000
0
0
0
0
0
(10,000) OG
75,000
0
0
0
0
0
(75,000) OT
45,000
0
0
0
0
0
(45,000) OG
40,000
0
0
0
0
0
(40,000) OG
5,000
0
0
0
0
0
(5,000) OT
164 Okanagan Rail Trail Visual Identity & Communications
25,000
0
0
0
0
0
(25,000) OT
159 Okanagan Gateway Transportation Study 159 Bike Lockers and Bike Racks Maintenance Total Growth
(138,400)
New 160 Additional Staff Workstations 160 Senior Transportation Engineer Position 161 Landfill Nuisance Investigation and Monitoring 161 Parks Development DCC Bylaw CAP 418 City Hall, Phase IV - Renovations
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Page
2019 FINANCIAL PLAN Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
10,000
0
0
0
10,000
(10,000)
0
166 Bicycle and Pedestrian Counter Maintenance
7,000
0
Total New
640,500
Division Priority 1 Total
Total Priority 1 Operating
165 Transit Planning Software Licensing 165 Transit Marketing and Promotion
CITY OF KELOWNA Utility
Taxation Cat
0
0
(10,000) OG
0
0
0
0 OG
0
0
0
0
(7,000) OG
(10,000)
0
0
(100,000)
0
(530,500)
2,410,500
80,700
0
(1,074,800)
(917,300)
(100,000)
(399,100)
2,410,500
80,700
0
(1,074,800)
(917,300)
(100,000)
(399,100)
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 153
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Parks & Buildings Planning
Title:
Lawrence Avenue Accommodation
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for the continued lease and maintenance costs of the existing City offices on Level 2 at Lawrence Avenue. The office space currently accommodates Infrastructure Delivery and Purchasing. The offices were originally identified as short term lease and funded from the capital budget. This budget request is for continuation of the lease pending completion of the City Hall garden level renovation and confirmation of the long term accommodation strategy for the affected departments.
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities 2019
Cost 43,000
Reserve 0
Borrow 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Advertising Revenue
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (43,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to increase revenues from "on-bus" and "bus shelter" advertising due to new rates. These advertising categories operate under separate contracts, each with their own yearly minimum guaranteed payment schedule. The total "on-bus" revenue is shared with the local partners of the Kelowna Regional Transit System. The amount included in this budget request is the City's share, which is approximately 80%. The "bus shelter" revenue is 100% City of Kelowna (not shared). These revenues are contributed to reserve to be used for improvements to the City's transit amenities like upgrading of bus stops and purchases of new bus shelters. 2019 Base Budget: $191,900
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 0 0 0
Reserve 135,700 145,700 155,700
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (135,700) (145,700) (155,700)
Utility 0 0 0 PAGE 154
Taxation 0 0 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Miscellaneous Drainage
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The City has seen an unprecedented increase in the number of drainage issues in the past few years related to climate/weather changes, groundwater interactions and increased hillside development. Current estimated costs for approved miscellaneous drainage projects associated with 57 outstanding service requests is more than $600,000 with more requests expected. Budget is requested to begin addressing this backlog. 2019 Base Budget: $217,085
Corporate Framework: A well-run City - Responsive customer service 2019 2020 2021
Cost 200,000 200,000 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Time Series Data Extraction from SCADA
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (200,000) (200,000) 0 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to hire a consultant to assist with re-directing time series data, such as rainfall, temperature, creek flow, lake levels and other non-critical data series, for availability to the public and use in the Emergency Operations Centre (EOC) and other communities. Currently, the data is housed in a supervisory control and data acquisition (SCADA) server located at the Wastewater Treatment Facility, and houses a variety of live and historical time series data used to analyze, operate and monitor a variety of City utility operations. The SCADA server is tightly controlled with legislated security protocols; therefore public access is discouraged to limit risks of tampering. This request is for a three-year term.
Corporate Framework: A safe city - Flood protection 2019 2020 2021
Cost 55,000 55,000 27,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (36,600) (36,600) (18,400) PAGE 155
Taxation (18,400) (18,400) (9,100)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Base Operating Costs
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This request is to reflect changes in revenue and costs in transit operations including transit management/labor, fuel, maintenance and lease fees, and expansion. This operating request will decrease Conventional Transit by $647,780 and decrease Custom Transit by $197,520.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost (243,200) (243,200) (243,200)
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Traffic Count Revenue
Fed/Prov (3,400) (3,400) (3,400)
Dev/Com 0 0 0
Revenue (598,700) (598,700) (598,700)
Utility 0 0 0
Taxation 845,300 845,300 845,300 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: In March 2016, the Miscellaneous Fees and Charges Bylaw No. 9381 was amended to reflect fees for Transportation Engineering related to traffic count data. Budget is requested to create an ongoing budget for revenue based on previous years' averages.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 0 0 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (4,800) (4,800) (4,800)
Utility 0 0 0 PAGE 156
Taxation 4,800 4,800 4,800
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Parks & Buildings Planning
Title:
Public Art
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The Public Art Program was first established by Council in 1997. It currently receives an annual budget of $106,200 which is used to support public art commissions, community public art, temporary public art, commissions in partnership with institutions and developers, as well as promotion of our existing collection. The permanent collection currently contains 67 pieces: two new pieces were added in 2018, and three more are currently in process. Budget is requested to increase the annual budget to $135,000 to cover increased commissioning costs. 2019 Base Budget: $106,200
Corporate Framework: An active, inclusive city - Cultural experiences 2019 2020 2021
Cost 28,800 28,800 28,800
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Service Coordinator Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (28,800) (28,800) (28,800) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: An existing Transit Service Coordinator term position was budgeted for a 2 year term from 2017-2018. This request is for ongoing funding to establish it as a permanent position to respond to growth in complexity of the transit system, which includes service growth of 16% since implementation of Rapid Bus; 3 new routes and 5 new or expanded transit exchanges; and introduction of new technologies which require ongoing support. This position will be funded 25% from capital projects, 50% from transit advertising revenue and 25% from increased transit revenue which has been included in the Transit Base Operating Costs operating request.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 136,900 136,500 136,500
Reserve (45,000) (45,000) (45,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (67,500) (67,500) (67,500)
Utility 0 0 0 PAGE 157
Taxation (24,400) (24,000) (24,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Security at Queensway and UBCO
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to allow the current summer morning security shift (9am - 3pm) at the Queensway Transit Exchange to become full year in response to growing concerns about safety in the downtown core. This budget will also allow shared funding (25%) of one daytime shift of security at University of British Columbia Okanagan (UBCO) in support of the new transit exchange. The UBCO Transit Exchange, while mainly serving students, also acts as a transfer hub for other user groups e.g., transfers to airport and other City routes and locations. UBCO provides security coverage and has requested the City partner to cover some of the cost based on non-student uses of the facility. There is a similar security cost sharing arrangement with Orchard Park administration which is also a privately owned and managed site.
Corporate Framework: A safe city - Maintaining order 2019 2020 2021
Cost 30,000 30,000 30,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Utility Planning Engineer Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (30,000) (30,000) (30,000) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for a new engineering position necessary for long term coordination and capital planning for the Integrated Water System, Irrigation Water Supply, City Water utility, Wastewater utility, Landfill and storm drainage systems.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 89,200 115,500 115,500
Reserve (10,600) (14,100) (14,100)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (63,400) (84,600) (84,600) PAGE 158
Taxation (15,200) (16,800) (16,800)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Okanagan Gateway Transportation Study
Growth
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for the Integrated Transportation's portion of the Okanagan Gateway Transportation Study. This study seeks to identify a transportation network that supports the long-term success of Okanagan Gateway and integrates the land use plans and strategic objectives of the City, Airport, Ministry of Transportation and Infrastructure (MoTI) and University of British Columbia Okanagan (UBCO). This study is jointly funded through a partnership between the City, MoTI and UBCO. This funding supplements the 2018 funding request from the Airport, forming the Integrated Transportation's contribution to the project.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019
Cost 35,000
Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Bike Lockers and Bike Racks Maintenance
Dev/Com 0
Revenue 0
Utility 0
Taxation (35,000) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: As the inventory of bike storage assets grows, ongoing maintenance budget is requested to keep these amenities in good condition. With 30 bike lockers and over 250 public bike racks in place, repair and refurbishment is necessary to maintain functionality and appearance of these amenities.
Corporate Framework: An active, inclusive city - Active living opportunities 2019 2020 2021
Cost 5,000 5,000 5,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 159
Taxation (5,000) (5,000) (5,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Parks & Buildings Planning
Title:
Additional Staff Workstations
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to add additional staff workstations in multiple locations within existing departments at City Hall and other office locations in the downtown core as part of the longer term strategy to improve the utilization of civic offices. The scope includes furniture, equipment and some minor renovations where existing space is either underutilized or redundant, and includes drop-in stations for non-office based staff use.
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities 2019
Cost 117,500
Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Senior Transportation Engineer Position
Dev/Com 0
Revenue 0
Utility 0
Taxation (117,500) New
Priority: 1
ON-GOING PROVISIONAL
Justification: As the fastest growing metropolitan area in British Columbia between 2011 and 2016, Kelowna's transportation system is rapidly growing larger, busier and more complex. In the next 10 years the City is tasked with planning, prioritizing, and delivering approximately $200 million of transportation capital projects. Current staff resources are insufficient to support the efficient delivery of investments and development of this magnitude. Budget is requested for a Senior Transportation Engineer to support review, planning and delivery of emerging transportation infrastructure needs for the growing community.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 46,000 87,800 87,800
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 160
Taxation (46,000) (87,800) (87,800)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Landfill Nuisance Investigation and Monitoring
New
Priority: 1
ON-GOING PROVISIONAL
Justification: A more detailed modeling and monitoring process has been recommended as part of the risk assessment portion of the Nuisance Study for the Glenmore Landfill. Budget is requested for ongoing work to examine new monitoring options for collecting information about selected nuisances, allow for additional CalPUFF modeling of potential nuisance impacts and address concerns as they arise with neighboring properties, while assisting with long term strategies to mitigate the impacts.
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019 2020 2021
Cost 100,000 100,000 100,000
Reserve (100,000) (100,000) (100,000)
Borrow 0 0 0
Division: Department:
Infrastructure Parks & Buildings Planning
Title:
Parks Development DCC Bylaw
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Following direction from Council, budget is requested for the 20-year Servicing Plan update is required in order to include the proposal for the Parks Development Cost Charges and the revision to the Acquisition Development Cost Charge. This work is anticipated to occur during Q1 and Q2 of 2019.
Corporate Framework: An active, inclusive city - Spectacular parks 2019
Cost 100,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 161
Taxation (100,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Lakeshore Road - Mission Creek Bridge Sediment Monitoring
New
Priority: 1
ON-GOING PROVISIONAL
Justification: As part of the environmental approvals for the Lakeshore Road bridge replacement completed in 2014, the City is required to survey and report on the sedimentation conditions in Mission Creek upstream and downstream of the bridge on an annual basis. Budget is requested for field survey by City crews and reporting by the environmental consultant.
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources 2019 2020 2021
Cost 10,000 10,000 10,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Mill Creek Long Term Maintenance Permit
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: An in-stream permit is required for long term maintenance of Mill Creek through portions of the City. Over the years, the Province has not permitted channel maintenance, resulting in encroachment and loss of habitat. In 2018, a temporary permit was allowed in advance of the spring freshet to remove specific trees in the channel. To maintain capacity, budget is requested for this project in order to conduct the necessary riparian study updates, discussions and applications needed to make it a permanent process.
Corporate Framework: A safe city - Flood protection 2019
Cost 75,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 162
Taxation (75,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Flow Monitoring, Hydrology and Climate Change - Storm Drainage
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The City is involved in several initiatives to investigate, analyze and support projects that help mitigate the impacts of flooding, high lake levels and climate change impacts. Budget is requested for the Storm Drainage portion of support hydrology studies, flow measurement, data acquisition, some closed-circuit television requests, and riparian systems necessary to support grant applications for major works and studies for the City. The work also includes the analysis and data required to manage internal requests for drainage design and issues as they arise from the public. There is a separate operating request under a similar name for the Water portion of these initiatives.
Corporate Framework: A safe city - Flood protection 2019 2020 2021
Cost 45,000 45,000 45,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Infrastructure Infrastructure Delivery
Title:
Community for All Improvement Program
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (45,000) (45,000) (45,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: The 2017 Parks & Buildings Accessibility Assessments studied accessibility issues in the public parks and buildings, not just for those with mobility challenges, but also those with sensory or cognitive challenges, seniors, caregivers and parents with babies and toddlers. The report identified many deficiencies across public parks and buildings that create barriers for these groups. Budget is requested for a program to implement improvements on an annual basis. A priority list will be identified and will target the numerous minor improvements that are too small for consideration within the capital program. This budget will also allow the City to pursue matching grant funding for such improvements.
Corporate Framework: An active, inclusive city - Considering diverse community needs 2019 2020 2021
Cost 40,000 40,000 40,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 163
Taxation (40,000) (40,000) (40,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
AutoCAD Training
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: The City will be upgrading from AutoCAD 2016 to AutoCAD 2019. Budget is requested for 23 Infrastructure staff to attend training sessions to learn of new functionality in the product.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019
Cost 5,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Okanagan Rail Trail Visual Identity & Communications
Revenue 0
Utility 0
Taxation (5,000) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: The City of Kelowna is working collaboratively as part of the interjurisdictional staff committee in the further development, maintenance and use of the Okanagan Rail Trail corridor. Budget is requested for the City's share, as per the formula for sharing costs in the Committee Terms of Reference, in the development of a trail-wide visual identity program. The outcome would be used for general communication material for the Okanagan Rail Trail including web content, interpretive facilities, signage, supporting collateral material and marketing the trail to local residents.
Corporate Framework: A strong economy - Building & maintaining partnerships 2019
Cost 25,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 164
Taxation (25,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Planning Software Licensing
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for software licensing to facilitate modeling and costing of transit routings at a complexity not currently offered by BC Transit. This enhanced level of transit planning is requested to increase ridership and to improve resource and cost efficiencies.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 10,000 10,000 10,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Marketing and Promotion
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for a two-year pilot transit marketing strategy. This request is to support ridership and revenue growth through targeted marketing promotions such as sampling promotions, targeted social marketing campaigns, mailouts, public events and advertising placement. Specifically, the Glenmore and Rutland route changes will be promoted to grow ridership and revenue.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 10,000 10,000 0
Reserve (10,000) (10,000) 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 165
Taxation 0 0 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Bicycle and Pedestrian Counter Maintenance
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the Eco-Counter bicycle and pedestrian counter network. The budget will cover maintenance, battery replacement, automated daily Global System for Mobile communications uploads of counts from each counter and the publicly accessible Eco-Visio web portal for the bicycle and pedestrian counters that the City of Kelowna owns and operates.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 7,000 7,000 7,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 166
Taxation (7,000) (7,000) (7,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
10,000
0
0
0
0
0
(10,000) OG
20,000
0
0
0
0
0
(20,000) OT
30,000
0
0
0
0
0
(30,000)
13,700
0
0
0
0
0
(13,700) OG
0
0
(19,000)
(20,800) OG
(19,000)
(34,500)
Infrastructure Division Maintain 168 Storm Drainage Modeling Software Upgrades 168 Traffic Bylaw Updates Total Maintain Growth 169 Parks Project Technician Position 169 *Engineer in Training Position
49,300
(9,500)
0
Total Growth
63,000
(9,500)
0
0
0
170 Transit Meeting Travel Expense
3,000
0
0
0
0
0
(3,000) OG
Total New
3,000
0
0
0
0
0
(3,000)
Division Priority 2 Total
96,000
(9,500)
0
0
0
(19,000)
(67,500)
Total Priority 2 Operating
96,000
(9,500)
0
0
0
(19,000)
(67,500)
New
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 167
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Storm Drainage Modeling Software Upgrades
Maintain
Priority: 2
ON-GOING PROVISIONAL
Justification: The Utility Planning branch uses specialized software to manage each of its utility services. Budget is requested for annual maintenance and upgrade fees per software product. The models are used for work on the Official Community Plan, development requests and servicing.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 10,000 10,000 10,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Traffic Bylaw Updates
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000) Maintain
Priority: 2
ONE-TIME PROVISIONAL
Justification: Budget is requested to review, research and add items not currently addressed in the Traffic Bylaw, including emerging issues like electric scooter use on sidewalks/bike lanes and skateboard use. Some of these items were presented in the Pedestrian & Bike Master Plan adopted in 2016.
Corporate Framework: A safe city - Maintaining order 2019
Cost 20,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 168
Taxation (20,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Parks Project Technician Position
Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for the addition of a Project Technician for Infrastructure Delivery that specializes in the planning, design and construction of landscape architecture related Parks projects. This position will address the current and projected workload issues for the Parks capital project delivery team and the imbalance of management staff time spent on simpler tasks resulting in improved customer service, more efficient project delivery and a reduction in dependency on external consultants, resulting in reduced capital costs. Position will be funded 25% from taxation and 75% from capital projects.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 13,700 25,500 25,500
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Engineer in Training Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (13,700) (25,500) (25,500) Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: The City currently employs 14 professional engineers of varying professional expertise to plan, design and deliver infrastructure that supports services to the community. Finding and retaining qualified engineers within the municipal environment is challenging, particularly when the economy is strong and there are ample opportunities within the private sector. Budget is requested to establish an Engineer In Training (EIT) classification to attract young professionals to the City and provide opportunity for them to gain experience in the municipal environment and earn their professional engineering designation. It is anticipated that these new engineers will move into more senior roles as they become more experienced ensuring the City maintains a staff of well trained and experienced engineers. The EIT will also provide much needed additional capacity with the Infrastructure Division and will be rotated to balance workload within the Division. Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 49,300 96,690 96,690
Reserve (9,500) (18,980) (18,980)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (19,000) (37,960) (37,960) PAGE 169
Taxation (20,800) (39,730) (39,730)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Meeting Travel Expense
New
Priority: 2
ON-GOING PROVISIONAL
Justification: Travel budget is requested for meetings with BC Transit, annual workshop attendance and participation in Request for Proposal processes, which are essential to ensure the City has input in decisions impacting local operations and budgets.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 3,000 3,000 3,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 170
Taxation (3,000) (3,000) (3,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
Community Planning & Strategic Investments PAGE 171
2019 FINANCIAL PLAN
CITY OF KELOWNA
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Community Planning & Strategic Investments The Community Planning & Strategic Investments division plans for and facilitates the orderly, sustainable growth of our City, manages all City land assets and secures, promotes and invests in innovative solutions to civic challenges. All public and private sector development in the City is approved through this division; including strategic City initiatives that strive to deliver on the multiple bottom line objectives of the community – environmental, social and economic. Business Licensing is responsible for the issuance and management of business licensing. Business licences ensure that building and fire codes are understood and adhered to, and business are located within the appropriate municipal land‐use as regulated. Community Planning is a forward‐looking branch that plans, promotes and advocates change that moves this city towards the Kelowna envisioned by our residents. The work of this Department is concentrated on planning and implementing for the development needs of today; processing land use and development permit applications, and providing advice and information on planning processes. Development Services develops and implements operational policies, processes and practices to ensure compliance with bylaws, codes, regulations and Council policies with respect to development approvals in the City. These rules govern the development process for road construction, utilities installation and the construction of buildings through to completion and occupancy. Business & Entrepreneurial Development is the business arm of the City that seeks innovative opportunities to achieve community goals. Business and economic development, financial and business investment evaluation, strategic negotiations and governance advisory services are the strategies employed to achieve the defined goals of this program. Strategic Investments serves to maximize the value and utility of Kelowna’s Real Estate Assets to a standard that sets the benchmark for the best mid‐sized city in North America. In order to accomplish this goal, they are committed to being fair, equitable and efficient when acquiring, developing, managing, maintaining and disposing of the City’s real estate and building assets. Policy & Planning is primarily responsible for developing, monitoring and reporting out on land use policies. This department also develops a long‐range vision for the City and delivers this vision through partnerships, policy and program administration.
Divisional drivers & activities Drivers
One Team approach Quality Adding value for citizens and customers
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Innovating through measured risk taking Collaborating and communicating effectively Following through – a focus on results Balancing facilitation and regulation
Activities A well‐run City
Administer a preventative maintenance program for the residential rental portfolio Review and dispose of excess parcels of municipal land to ensure strategic value of City’s real estate holdings are maximized Deliver the Downtown Area Parking Plan Support the Heritage Advisory Committee (Council Committee) Support the Agricultural Advisory Committee (Council Committee) Create and implement regulations for Short Term Rentals (STR) Continue with future phases of the Official Community Plan update that will establish the vision, strategies and objectives for the community’s growth strategy and provide policies and goals to achieve this vision Develop strategies and innovative approaches as a means of generating revenue and/or reduce costs through exploration of existing City capital assets, internal knowledge and expertise, local legislated powers and any other singular or partnership opportunities to benefit Kelowna citizens Continue to roll out advisory services to divisions and encourage new revenue generating opportunities, examining a minimum of six proposals Undertake analysis of alternative service delivery opportunities and partnerships for municipal services and programs as a means of producing operational efficiencies, financial returns or improved service Further develop in‐house strategic negotiation training to deal with increasing level of complexity that now exists. An inventory of key negotiations will also be updated to ensure connection with skills and those negotiating Enhance sales and marketing of City’s Dark Fibre network with new expansion of Phase II and Phase III Improve the Building Permit issuance process and conduct customer satisfaction surveys Continue implementation of Property Information Request program Train building officials to achieve mandatory certification required by Building Act Initiate the creation of an Advisory Design Team to help improve the quality of urban development in Kelowna
An active, inclusive city
Pursue acquisition of various key park properties through the City’s Development Cost Charge (DCC) program Review and assess Bikeshare pilot program as a viable business Implement the Healthy Housing Strategy which is an ambitious ‐year strategy that aims to address the community’s most pressing housing issues under 19 actions, primarily led by local government, with the support of a diverse range of partners Support coordination among the owners and stakeholders of the Okanagan Rail Trail (ORT) Interjurisdictional Committee to ensure that the ORT is managed as a world class rail trail to link communities across the Okanagan Valley Continue to strengthen partnerships with Interior Health Authority (IHA), Okanagan College and UBCO to share data and research, and collaborate on joint initiatives where feasible
A safe city
Maintaining an on‐going dialogue with BC Housing to explore land acquisition opportunities that can be used in partnership with BC Housing to meet our community’s on‐going housing needs Periodic review and assessment of full‐time camera monitoring project in key problem areas of the downtown
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Work with stakeholders to update the City’s Liquor Licensing policies to respond to provincial regulation updates Retail cannabis regulation implementation Collaborate with internal City departments and industry groups to update retaining wall and site grading regulations and requirement Update policies and procedures to reflect the recommendations of the Community Wildfire Protection Plan Building & Permitting in will again be subject to a review conducted by the International Accreditation Service. This independent organization reviews policies, procedures and operational manual of the service delivery as it relates to quality assurance and management procedures. Currently the City of Kelowna Building Department is the only accredited building department in British Columbia, as well as Canada
A strong economy
Strategic review and assessment of municipal business cases to ensure municipal and community interests are maximized Assess and act on land acquisition opportunities that align with the Land Strategy and maximize triple‐bottom line returns for the city Continue to support growth of Kelowna International Airport (YLW) through the acquisition and development of adjacent lands Continue to review and explore optimal redevelopment options related to the city‐owned lands at Doyle Ave Update Parking and Loading Bylaw to reflect changes in development trends and implement policy directions from various plans endorsed in , and Update Urban Centre commercial zoning to complement the adoption of the Capri‐Landmark Plan Review and update RU7 – Infill Housing zone based on audit results Explore future infill housing options/strategies in accordance with the Healthy Housing Strategy Continue to implement Land Use Contract termination strategy Promote the Rental Housing Grants program that offers k for eligible rental housing projects Implement the Our Kelowna As We Take Action: Community Climate Action Plan, which examines mitigation options at a community‐wide level to reduce emissions to achieve both short‐term and long‐term greenhouse gas (GHG) reduction targets Advance progress on the Energy Step Code Implementation Strategy. This work will prepare the City to deliver on the requirements of the BC Energy Step Code, which is a provincial standard designed to help both local government and industry incrementally move toward a future in which all new construction across the province is “net‐zero energy ready” by , through Coordinate reporting to the province on behalf of the City in order to receive funds in excess of the Climate Action Revenue Incentive Program (CARIP) Work to continue to build technology brand for Kelowna thru promotion of the sector, with activities including involvement with the Okanagan Centre for Innovation, Metabridge and Techstars initiatives Build on site visitation to Kelowna businesses with visits to up to firms to provide connection and service, including visitation with the Mayor to larger employers Business Inquiry and location service, acting as a feeder network with the Central Okanagan Economic Development Commission Maintain and build partnerships with business service providers such as the Central Okanagan Economic Development Commission, Kelowna Chamber of Commerce, Accelerate Okanagan, Downtown Kelowna Association, Uptown Rutland Business Association and others Finalize implementation strategy for the Economic Scorecard initiative Initiate a Deferred Revenue re‐utilization project to leverage funds on hand into infrastructure development opportunities
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Introduce business licence process improvements incorporating new Business Licence Bylaw updates and front counter service improvements Introducing Short Term Rental licensing regulation and compliance oversight Update Retail & associated Cannabis Business Licensing regulation
A clean, healthy environment
Continue to collaborate with the Agricultural Land Commission to ensure agricultural interests are protected in the implementation of major city infrastructure initiatives Continue to support the Okanagan Rail Trail through the acquisition of necessary land tenure rights Implement improved landscape standards and accountability for new development Advance the implementation of policies and regulations to ensure the recently endorsed Agriculture Plan is following through on results
Resilient, well‐managed infrastructure
Acquire key land holdings as required to construct Transportation initiatives scheduled for and Implement and support business systems replacement for the City’s development and business licensing functions Continue to advance progress on the Capri Landmark Urban Centre Plan, which represents the City’s first effort to translate the goals of the Urban Centres Roadmap into a detailed, long‐term plan. The Plan will provide a framework to guide redevelopment and civic investment over the next or more years Complete the microfiche conversion project which will see the City’s building permit history completely digitized into PDF format
Divisional performance measures Program outputs # of fibre network customers # of enquiries handled # of site visits # of companies provided direct follow up assistance post site visit # of Mayor company site tours # of business licenses # of business license applications # of licensing compliance files Development applications processed Development files authorized by Council Construction value of building permits Building permits Gas permits Plumbing permits Total # of building inspections Total # of plumbing & gas inspections Development applications reviewed Engineering construction drawings reviewed Utility drawings reviewed Building permit applications reviewed by Development Engineering Strata applications reviewed by Development Engineering Road release reviewed Deferred revenue releases
Actual
Estimated
Proposed
8 580 40 21 12 9,251 3,491 358 879 343 $696M 2,338 4,089 2,104 13,041 14,406 420 89 559 76 9 20 63
9 464 25 11 8 9,619 3,489 254 900 300 $720M 2,125 3,900 2,013 13,011 13,925 430 112 294 81 10 20 24
15 380 30 15 12 9,705 3,510 270 780 330 $680M 2,050 3,800 1,920 12,800 13,250 461 133 505 104 10 20 50
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2019 FINANCIAL PLAN
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Continued 3rd Party release of Right of Ways As‐Builts drawings reviewed Total # of site inspections conducted by Development Engineering Property acquisition Park property acquisition Arrears ratio building (amount collected / amount due) Rental vacancy rate Residential parking permits issued Accessible parking permits issued PayByPhone system transactions Online payment transactions Monthly parking wait list entries (end of year) Program outcomes Staff initiated Zoning Bylaw amendments (improvements) Community Heritage Commission meeting (staff supported) Agricultural Advisory Committee meetings (staff supported) 1‐2 family building permit applications approved for issuance within 10 Inspections made within 48 hours or request Building permit applications for commercial, multi‐family, industrial and Open files that were processed to completion # of Director approved development/heritage permits Total mobile licences by year Total new licences by year Delinquent licences by year Total licences by year Assessed value of City real estate Efficiency measures # of development applications per planner # of development applications per planner (similar municipalities) # of inspections per inspector per word day Inspection costs recovered by permit revenues Building permits issued within 2 days or less Response time to opening and auctioning all files within 24hrs Ensuring timely and complete inspections and license release within 2 # of service requests per staff member – Parking Services Customer satisfaction Closed service requests: External stakeholder & community meetings Consultation Canadian Federation of Independent Business Innovation & learning # of Building & Permitting staff that achieved certification # of information booklets/bulletins created by Building & Permitting Development application process review improvements New (or renewed) partnerships formed (Policy & Planning) # of scheduled training/education sessions provided by staff
49 7 23
39 15 30
62 36 30
98% 0.5% 1,948 3,451 127,806 14,788 1,824
98% 1.5% 2,457 3,491 217,640 16,598 850
98% 2.0% 2,600 3,500 260,000 17,500 750
13 10 10 93% 95% 83% 70% 165 1,058 1,513 1,524 9,251
9 7 7 93% 96% 85% 75% 150 1,071 1,546 1,310 9,512
10 9 8 94% 96% 85% 80% 140 1,131 1,586 1,164 10,200
98 71 11.8 100% 32% 68% 76% 143
100 66 11.9 100% 35% 73% 81% 150
83 60 11.5 100% 37% 75% 85% 160
76 1,813 n/a
85 3,025 86%
85 3,000 90%
22 6 8 7 1
22 6 6 6 2
21 6 7 6 4
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview
Per cent of General Fund operating
Division Summary 6% 9%
1% 38% 11%
36%
99% Community Planning & Strategic Investments Net Operating General fund operating = $141.9 M
Policy & Planning
Community Planning
Strategic Investments
Business & Entrepreurial Development
Community Planning & Strategic Investments
Total = $2.1 M
Net Divisional expenditures Departments
Actual 2017
Operating cost centres: Business Licensing 138 Business License 146,540 Net operating expenditures 146,540 Community Planning & Strategic Investments 144 Community Planning & Strategic 215,701 Net operating expenditures 215,701 Development Services 148 Development Services (5,463,232) 149 Building, Plumbing & Gas Inspections 1,394,673 151 Building & Permitting 1,695,889 178 Development Engineering 133,507 Net operating expenditures (2,239,163) Policy & Planning 153 Policy & Planning 841,047 235 Long Range Policy Planning 349,095 Net operating expenditures 1,190,142 Community Planning 146 Urban Planning Management 640,448 147 Community Planning (292,109) 181 Suburban & Rural Planning 573,346 253 Community Planning Services 77,753 Net operating expenditures 999,438 Enterprise Kelowna ‐ Business and Entrepreneurial Development 250 Business and Entrepreneurial Development 327,766 Net operating expenditures 327,766
Revised 2018
Provisional 2019
Change prior year
Per cent change
337,863 337,863
(1,501,237) (1,501,237)
(1,839,100)
(544.3%)
235,072 235,072
236,072 236,072
1,000
0.4%
(3,203,769) 1,442,491 1,923,503 337,132 499,357
(3,889,779) 1,468,321 2,003,653 246,782 (171,023)
(670,380)
(134.2%)
1,132,815 314,343 1,447,158
1,102,645 314,343 1,416,988
(30,170)
(2.1%)
818,526 (265,284) 699,462 96,215 1,348,919
868,836 (408,324) 742,382 134,135 1,337,029
(11,890)
(0.9%)
356,829 356,829
356,829 356,829
0
0.0%
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Continued Strategic Investments 116 Real Estate Services 118 Strategic Land Development 155 Strategic Investments 157 Property Management 252 Parking Services Net operating expenditures Net operating expenditures Capital cost centres: 300 Real Estate & Parking Capital Net capital expenditures Total Division net expenditures
343,561 117,161 241,451 (130,245) (199,995) 371,933 1,012,357
398,393 123,909 250,752 (163,795) (150,000) 459,259 4,684,457
399,543 123,909 251,852 (209,030) (150,000) 416,274 2,090,932
(42,985) (2,593,525)
(9.4%) (55.4%)
460,004 460,004 1,472,361
684,000 684,000 5,368,457
676,000 676,000 2,766,932
(8,000) (2,601,525)
(1.2%) (48.5%)
Description of Operating program 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Divisional adjustments
(37,000) 0 (27,940) (1,500,185)
Total
FTE
4,684,457
92.3 (1.0) 0.1
(1,565,125) 3,119,332
91.4
2019 program additions 2019 operating requests 2019 expenditure reductions
(1,028,400) 0
2019 provisional
5.4 (1,028,400) 2,090,932
96.8
Unfunded 2019 requests 2019 operating requests 2019 expenditure reductions
Total unfunded requests for 2019
109,000
1.0 109,000 109,000
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1.0
2019 FINANCIAL PLAN
CITY OF KELOWNA
Community Planning & Strategic Investments - General Fund Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 81.1 7.7
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 15,847,977) ( 113,273)
0 0 ( 11,440,274) ( 134,153)
0 0 ( 15,127,474) ( 12,300)
( 71,342) 0 ( 336,734) _____________ ( 16,369,326)
( 128,640) 0 ( 1,020,375) _____________ ( 12,723,442)
0 0 ( 238,100) _____________ ( 15,377,874)
7,930,990 145,162 2,477,435 1,105,659 0 0 269,379
9,112,904 141,759 3,613,049 1,142,865 0 0 252,630
9,434,984 156,609 2,859,000 1,290,365 0 0 252,630
3,926,084 0 1,526,974 _____________ 17,381,683
3,116,730 0 27,962 _____________ 17,407,899
3,461,561 0 13,657 _____________ 17,468,806
1,012,357
4,684,457
2,090,932
16,608,193 ( 16,148,189) _____________ 460,004 _____________ 1,472,361
4,626,340 ( 3,942,340) _____________ 684,000 _____________ 5,368,457
4,020,700 ( 3,344,700) _____________ 676,000 _____________ 2,766,932
Actual 2017 71.4 13.4
Revised 2018 83.2 9.1
Provisional 2019 85.4 11.4
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2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Community Planning & Strategic Investments Division Maintain 182 Development Engineering Services Revenue Increase 182 Development Engineering Technologist Term Position 183 Rental Properties, Concessions & Kiosks Adjustments Total Maintain
0
0
0
0
(215,000)
0
215,000 OG
100,100
0
0
0
0
0
(100,100) OG
(61,600)
42,700
0
0
(28,900)
0
47,800 OG
38,500
42,700
0
0
(243,900)
0
162,700
60,000
0
0
0
0
0
(60,000) OG
32,400
0
0
0
(527,000)
0
494,600 OG
0
0
0
0
(66,000)
0
66,000 OG
43,800
0
0
0
0
0
(43,800) OG
Growth 183 Affordable Rental Housing Grant Program 184 Permit Increase and 0.5 Plumbing & Gas Inspector Position 184 Community Planning Revenue Increase 185 Environmental Coordinator Position 185 Planning Technician II Position
38,800
0
0
0
0
0
(38,800) OG
222,000
370,000
0
0
(592,000)
0
0 OG
47,600
(47,600)
0
0
0
0
0 OG
14,900
(14,900)
0
0
0
0
0 OG
70,000
0
0
0
0
0
(70,000) OT
0
0
0
0
(65,000)
0
65,000 OG
43,100
(43,100)
0
0
0
0
0 OT
572,600
264,400
0
0
(1,250,000)
0
413,000
255,600
0
0
0
(620,000)
0
364,400 OG
195,000
(195,000)
0
0
0
0
0 OT
61,700
0
0
0
(150,000)
0
88,300 OG
9,000
(9,000)
0
0
0
0
0 OG
Total New
521,300
(204,000)
0
0
(770,000)
0
452,700
Division Priority 1 Total
1,132,400
103,100
0
0
(2,263,900)
0
1,028,400
Total Priority 1 Operating
1,132,400
103,100
0
0
(2,263,900)
0
1,028,400
186 Parking Services General Operating Adjustments 186 Administrative Clerk Position Parking Services 187 Parking Services-Summer Student Position 187 Healthy Housing Strategy Implementation 188 Business Licensing Revenue 188 Offsite and Oversize Adjustment Total Growth New 189 Cannabis Regulation and Short Term Rental Compliance and Positions 189 Strategic Land Development Projects 190 Property Information Request with Term Position CAP 483 * Fleet Growth
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2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Development Services
Title:
Development Engineering Services Revenue Increase
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This request is to increase revenue budgets to reflect the projected actuals for Development Engineering Services revenue. 2019 Base Budget $365,000
Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 0 0 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Community Planning & Strategic Investments Development Services
Title:
Development Engineering Technologist Term Position
Revenue (215,000) (215,000) (215,000)
Utility 0 0 0
Taxation 215,000 215,000 215,000 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The City continues to experience record growth and heightened development activity causing significant workload that strains current resources and challenges staff's ability to meet service delivery expectations. Budget is requested to renew the term position, created in 2017 to address peak workload, for a further two-year term. This extension will maintain current staffing levels, retain talented and trained staff, keep the resources needed to serve clients and help with succession planning. Funding for this request will come from increased revenues shown on a separate operating request.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 100,100 100,100 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 182
Taxation (100,100) (100,100) 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Strategic Investments
Title:
Rental Properties, Concessions & Kiosks Adjustments
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The Property Management Branch administers the City of Kelowna's real estate assets, including vacant land, water lots, residential, commercial and industrial rental properties, and a portfolio of food and activity concessions throughout the City. This request reflects projected changes in the number and types of properties and concessions managed by the City in the 2019 calendar year. A summary of revenues by category are as follows: Commercial rental revenue increase of $67,190; Residential rental revenue decrease of $19,628; Concession revenue decreases of $4,500 and Patio revenue increase of $5,298.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost (61,600) (61,600) (61,600)
Reserve 42,700 42,700 42,700
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Community Planning & Strategic Investments Policy & Planning
Title:
Affordable Rental Housing Grant Program
Dev/Com 0 0 0
Revenue (28,900) (28,900) (28,900)
Utility 0 0 0
Taxation 47,800 47,800 47,800 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The Healthy Housing Strategy identified an action item to increase the annual housing reserve grant program by $180,000 to offset Development Cost Charges (DCC's) for non-market, purpose-built affordable rental housing. The current City practice has been combining funding from the Housing Opportunities Reserve Fund to bolster the DCC offset grants, however they have only covered approximately 10% of a project's total DCC's in recent years. Budget is requested to increase the City's ability to create partnerships that deliver affordable housing in Kelowna phased in over three years. 2019 Base Budget: $120,000
Corporate Framework: An active, inclusive city - Housing diversity 2019 2020 2021
Cost 60,000 120,000 180,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 183
Taxation (60,000) (120,000) (180,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Development Services
Title:
Permit Increase and 0.5 Plumbing & Gas Inspector Position
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: This request is to increase revenue budgets to reflect the projected actuals for annual revenue from permits fees. Building and Permitting has been experiencing a steady growth in the number of daily inspections to where an additional part-time Plumbing & Gas Inspector position is required to deliver the quality and number of inspections needed to meet customer demand. Funding for this request will come from increased revenues as per Council policy #224 with no impact on taxation.
Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 32,400 60,600 60,600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Community Planning & Strategic Investments Community Planning
Title:
Community Planning Revenue Increase
Dev/Com 0 0 0
Revenue (527,000) (527,000) (480,000)
Utility 0 0 0
Taxation 494,600 466,400 419,400 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to increase the Community Planning revenue budget to reflect higher fees collected for the review and approval of Subdivision and Development Applications and a fee increase in the Development Application Fee Bylaw. 2018 Base Budget: $461,560
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 0 0 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (66,000) (66,000) (66,000)
Utility 0 0 0 PAGE 184
Taxation 66,000 66,000 66,000
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Community Planning
Title:
Environmental Coordinator Position
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The Community Planning Department is seeking 1 full time Environmental Coordinator in order to strengthen resources for inquiry response, application review and processing for Environmental, Natural Hazard and Wildfire Development Permits. The position is intended to provide enhanced capacity for input on a variety of planning processes as well as professional report review, recommendations and implementation strategies. The current work load in this planning area is exceeding the capacity of the one Environmental Coordinator. The number of applications involving the Environmental Coordinator and the amount of work in each file has increased. Adding another Environmental Coordinator is anticipated to provide the resources necessary to keep development application processes moving and allow us to provide continuity in service to internal and external customers. Funding for this request will come from increased revenues shown on a separate operating request. Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 43,800 86,600 86,600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Community Planning & Strategic Investments Community Planning
Title:
Planning Technician II Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (43,800) (86,600) (86,600) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for a full-time Planning Technician II position in order to strengthen front end customer service through One Window as a planning resource for inquiry response, initial application review and planning application processing. The position is intended to provide enhanced planning customer support, assist with enhancing planning application processing efficiency and ensure applications meet standards for completeness and quality. Development application volumes and revenues have risen steadily since 2012 with 2017 being the busiest year (revenue and application volume) in the last 15 for the Community Planning team. Adding experienced resources on the front end of the planning processes are anticipated to increase the Planners file efficiency by providing more complete and higher quality applications.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 38,800 76,600 76,600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 185
Taxation (38,800) (76,600) (76,600)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Strategic Investments
Title:
Parking Services General Operating Adjustments
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: This request includes revenue and expenses related to annual parking rate and contract adjustments including revenue from new parking lots and a $32k increase for additional security enhancements in parkades. Net of revenue and expenses, $301,000 from Downtown and $63,000 from South Pandosy will be contributed to their respective Parking reserves.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 222,000 222,000 222,000
Reserve 370,000 370,000 370,000
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Community Planning & Strategic Investments Strategic Investments
Title:
Administrative Clerk Position - Parking Services
Dev/Com 0 0 0
Revenue (592,000) (592,000) (592,000)
Utility 0 0 0
Taxation 0 0 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Parking Services has experienced exponential growth in recent years, combined with the addition of pay parking in two new areas of the City; South Pandosy and around the hospital. Budget is requested for a dedicated Administrative Clerk to ensure the branch is able to continue providing an acceptable level of customer service. Over the last five years, service requests have increased by 142 per cent, from 400 in 2012 to just under 1,000 in 2017. During the same period, revenue increased by 194 per cent from $2.1M to $6.1M. Currently, the branch relies on administrative support from other departments, putting a strain on overall department/division resources. Funding for this request will come from increased revenues shown on a separate operating request.
Corporate Framework: A well-run City - Responsive customer service 2019 2020 2021
Cost 47,600 63,300 63,300
Reserve (47,600) (63,300) (63,300)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 186
Taxation 0 0 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Strategic Investments
Title:
Parking Services-Summer Student Position
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to hire a summer student for 4-months each year to assist in responding to service requests and take the lead in gathering occupancy and turnover data to determine effectiveness of existing parking management restrictions. This data will allow for an ongoing review of services provided by the branch and support evidence based decision making. Funding for this request will come from increased revenues shown on a separate operating request.
Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 14,900 14,900 14,900
Reserve (14,900) (14,900) (14,900)
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Community Planning & Strategic Investments Policy & Planning
Title:
Healthy Housing Strategy Implementation
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 Growth
Priority: 1
ONE-TIME PROVISIONAL
Justification: As part of the Healthy Housing Strategy implementation, one of the action items identified is to improve housing affordability and reduce barriers for affordable housing. Three actions will be delivered: 1)development of an Affordable Housing Land Strategy, 2) developer contributions analysis, 3) rental housing inventory. Budget is requested for external resources for the items above to be successfully analyzed and explored for implementation reality.
Corporate Framework: An active, inclusive city - Housing diversity 2019
Cost 70,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 187
Taxation (70,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Business Licence
Title:
Business Licensing Revenue
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: With the creation of the business licensing section in late 2017 and through 2018, a focus on process and regulatory efficiencies has been achieved. This has allowed a focus on reducing outstanding files with use of additional licence officers that were utilized to pursue proactive enforcement of delinquent business licensing fees. Budget is requested to increase general licensing revenue resulting from this realignment. 2019 Base Budget: $1,465,700
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 0 0 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Community Planning & Strategic Investments Development Services
Title:
Offsite and Oversize Adjustment
Dev/Com 0 0 0
Revenue (65,000) (65,000) (65,000)
Utility 0 0 0
Taxation 65,000 65,000 65,000 Growth
Priority: 1
ONE-TIME PROVISIONAL
Justification: The City of Kelowna has in excess of $10 million in deferred revenue that must be utilized or returned. Development Engineering has undertaken two co-op placements to evaluate the projects, recover or release funds for completed works, and evaluate the outstanding projects. Budget is requested to use Offsite and Oversize accounts, specifically reserves, to top up existing Development Services Offsite and Oversize base budgets to complete deferred revenue projects. Planned 2019 works include: 747 Fitzpatrick sidewalk & curb works - $35,000, Barnaby Sidewalk & Drainage $45,000 and Tower Ranch Drainage - $20,000. 2019 Base Budget: $56,900
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019
Cost 43,100
Reserve (43,100)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 188
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Business Licence
Title:
Cannabis Regulation and Short Term Rental Compliance and Positions
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to recognize two new programs: Recreational Cannabis and Short-Term Rental regulations. These new programs will see an increase in revenues for permitting and licencing from the new retail cannabis business licence category, short-term vacation rental category, the amended cannabis commercial production licence fees and development applications fees. To facilitate the programs, one full-time Inspections and Compliance Officer and one full-time Administrative Clerk are requested to address the processing, inspections and regulation oversight workload. These resources will be supported by a contracted discovery & compliance software service, that will reduce the need for multiple officers. As well, onetime budget is requested for professional consulting services for possible updates to the associated bylaws and potential legal review.
Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 255,600 315,400 315,400
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Community Planning & Strategic Investments Strategic Investments
Title:
Strategic Land Development Projects
Dev/Com 0 0 0
Revenue (620,000) (520,000) (520,000)
Utility 0 0 0
Taxation 364,400 204,600 204,600 New
Priority: 1
ONE-TIME PROVISIONAL
Justification: The realization of the Official Community Plan and corporate objectives through creative real estate strategies encompass the mandate of this branch. Several initiatives have been identified that have the potential of returning social, economic, environmental, and cultural benefits to the City. To deliver many of these projects, budget is requested to cover expenditures on legal advice, property appraisal, urban design, surveying, and other professional services. These costs will often be recovered through redevelopment and disposition. Key projects undertaken with this funding will include the RCMP site redevelopment, Willits Road redevelopment, and various site redevelopment.
Corporate Framework: A well-run City - Pioneering leadership 2019
Cost 195,000
Reserve (195,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 189
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Development Services
Title:
Property Information Request with Term Position
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for a one-year term position for a new user pay service for the research, preparation and dispersal of historical building and property file information until an automated approach is found. The projected revenue included in the request will satisfy staff compensation and falls within Council Policy 224 for cost recovery with no impact on taxation.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 61,700 0 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (150,000) (150,000) (150,000)
Utility 0 0 0
PAGE 190
Taxation 88,300 150,000 150,000
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Community Planning & Strategic Investments Division New 192
Planner II Position
48,800
0
0
0
0
0
(48,800) OG
192
Critical Response Coordinator/Assistant Manager Position
60,200
0
0
0
0
0
(60,200) OG
Total New
109,000
0
0
0
0
0
(109,000)
Division Priority 2 Total
109,000
0
0
0
0
0
(109,000)
Total Priority 2 Operating
109,000
0
0
0
0
0
(109,000)
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 FINANCIAL PLAN
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2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Policy & Planning
Title:
Planner II Position
New
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for this position which would add a required technical skill set to advance the City's livability as the community grows at a rapid pace. This Planner II position will focus on the role of data analytics to assist planning efforts to understand impacts of population density, transportation, the public realm and visualization of density. The use of analytics in urban planning will aid the Department's strategies to turn findings into data-driven solutions and responses. When used and analyzed from the appropriate professional lens, reliable data can facilitate interagency collaboration, improve partnerships with the private sector, and expand public engagement. Innovative uses of data will advance the City's efforts in long range planning, development application review, development of urban centre and neighborhood scale plans, and aid in the optimization of capital expenditures for infrastructure investment.
Corporate Framework: Resilient, well-managed infrastructure - Livable urban density 2019 2020 2021
Cost 48,800 95,700 95,700
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Community Planning & Strategic Investments Development Services
Title:
Critical Response Coordinator/Assistant Manager Position
Revenue 0 0 0
Utility 0 0 0
Taxation (48,800) (95,700) (95,700) New
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for a Critical Response Coordinator/Assistant Development Engineering Manager position which is proposed specifically to lead and address Critical Response to High Importance Trouble (HIT) that arises throughout the City. Development Engineering is best-suited to coordinate and address these non-EOC-related events: groundwater, localized flooding, stormwater impacts, spring runoff, blasting, retaining walls, etc. The Critical Response Coordination of HIT will serve a crucial risk-management function, address immediate safety issues, manage communication and media responses, protect and inform our residents, as well as protect the City's interests in crucial situations that have significant potential impact and cost to the City. Funding for this request could come from increased revenues shown on a separate operating request.
Corporate Framework: A well-run City - Responsive customer service 2019 2020 2021
Cost 60,200 116,100 116,100
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 192
Taxation (60,200) (116,100) (116,100)
2019 FINANCIAL PLAN
CITY OF KELOWNA
Active Living & Culture PAGE 193
2019 FINANCIAL PLAN
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Active Living & Culture Active Living & Culture provides a leadership role in enriching community life and social wellbeing through various programs and services. The Division’s delivery model involves direct provision, support and facilitation and partnership development. Community & Neighbourhood Services fosters social connections and active, healthy lifestyles through promoting and delivering low‐barrier programs and services. The focus is on providing inclusive opportunities for outlying neighbourhoods, people with diversabilities and community development. Cultural Services provides programs and services to support community cultural development. This includes oversight of cultural policy and plans, organizing special events and convenings, maintaining healthy partnerships with cultural facility operators, administering grant programs and operation of the Kelowna Community Theatre. Partnerships operates through the lens of the Civic Partnerships Framework and has a leadership role in due diligence for evaluation of new partnership opportunities and setting and maintaining the standard for successful partnerships between the City and its sport, recreation and culture partners. Recreation & Business Services manages the operation of Parkinson Recreation & Activity Centres and Ben Lee & City Waterparks including providing a diverse range of programs and services that promote active lifestyles and social wellbeing. This branch also manages recreation facility rentals throughout the community and provides administrative, systems and financial services support to the division as well as front line customer service. Social Development provides leadership to convene community groups, agencies and other levels of government to collectively address complex social issues. The main focus is to build capacity of multi‐sector stakeholders to work within a collaborative framework designed to enhance coordination and alignment of plans, resources, and funding to maximize efforts to impact social issues. This branch leads efforts to explore collaborative partnerships and to ensure alignment with collective social development efforts. Sport & Event Services provides strategic direction and organizational leadership to Kelowna’s sport and event community through the facilitation and provision of a wide variety of recreation, sport and special event initiatives. Key areas of focus include: Canadian Sport for Life (CS L) promotion and implementation; event permitting, development and procurement; organizational development and facility operations support.
Divisional drivers & activities Drivers
Encourage active healthy lifestyles Build strong neighbourhoods Nurture lifelong participation in sport Enhance cultural vibrancy
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Facilitate development of events Enhance social sustainability Support effective management and operation of sport, recreation and cultural facilities
Activities A well‐run City
Complete an update to the Cultural Plan, Cultural Report Card and Economic Impact Assessment of the Creative Sector which reflects current and future needs, priorities and realities Update divisional grant framework to include development of overarching guiding policies, renewed program guidelines, streamlined application process, and community reporting on results Review and refresh the Active Living & Culture (ALC) partnership inventory with an objective to identify agreements due for renewal or updating, review the performance of partnership relationships, identify areas where partnership performance can be improved and generate a report to guide work planning and/or training for ALC staff Investigate opportunities for the next level of functionality with IntelliLeisure, the division’s recreation management software, and implement Conduct a rental contract process review to maximize efficiency and effectiveness of operational practices Research and actively pursue funding from Provincial, Federal and other sources for City projects, events and initiatives
An active, inclusive City
Conduct research and preliminary consultation to set the foundation for building a Social Sustainability Framework focused on planning for the social success of the community with the goal of promoting a safe, inclusive, and healthy community Finalize and commence the implementation strategy for the Community Sport Plan that supports the key directions outlined in the plan by providing priorities, schedules, budget implications and responsibility assignments Further integrate CS L principles into ALC practices through quality program delivery, policy and strategy development, leadership and engagement opportunities, and education and training Conduct sport‐audit meetings with Local Sport Organizations to discuss organization development, CS L initiatives and Sport Plan implementation Finalize agreement with School District No. (SD ) and commence operations of Canyon Falls Middle School Neighbourhood Learning Centre to expand programming into the Upper Mission Work with local organizing committees to support the planning, coordination and delivery of the Kelowna + BC Games Partnership with University of British Columbia ‐ Okanagan (UBCO) to examine the factors that lead to continued participation and/or dropout from recreation and sport programs as well as examine how reframing participant’s views on exercise may prove to be effective in promoting continued participation Continue the review and transition of the City’s role in supporting youth and family needs with an upstream community focus Continue support of the Central Okanagan Journey Home Society (COJHS) in their work with the “homeless‐serving sector”, lived experience groups, community stakeholders, and other City Departments to implement the recommendations outlined in the Journey Home Strategy to End Homelessness Continue to provide input to the implementation of the Healthy Housing Strategy and support working towards achieving healthy housing options that are diverse, affordable, and attainable Complete an update to the Kelowna Events Strategy that provides a strategic, proactive approach to the identification and pursuit of events
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2019 FINANCIAL PLAN
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A safe city
Continue to work with the Community Action Team on a community‐based response to the overdose emergency by implementing an action‐oriented strategy that is tailored to local community needs
A strong economy
Refine and apply the Civic Partnership Framework as the City considers new partnership opportunities and management of current partnerships Convene capacity building training, resources and workshops for the sport and cultural sector, with a focus on responding to sector needs and governance for volunteer‐run organizations Conduct a review of the direct funding arrangement with Tourism Kelowna and develop a Service Agreement Administer Community Building Grants; Community and Social Development, Arts, Culture and Heritage and Sport & Events
Resilient, well‐managed infrastructure
Continue to support the ongoing planning for the replacement of Parkinson Recreation Centre (PRC), reconfiguration of the surrounding recreation park, and the City’s optimum potential for partnership opportunities
Divisional performance measures Program outputs # of program registrations # of general program hours offered (land & aquatic) # of general program drop ins # of facility PRC drop ins – gym/fitness centre # of facility PRC drop ins – pool # of PRC pool passes sold # of PRC facility passes sold # of total memberships scanned at PRC – pool & facility # of access passes sold # of recreation opportunity coupons redeemed # of outdoor event applications (excluding film permits) # of film permits (new) # of Category A bookings (includes park bookings + Investment in arts, culture & heritage by CoK per capita # of theatre rentals # of theatre black box rentals # of Athletic Excellence Grants approved # of Sport Development Grants provided # of cultural orgs receiving support through grants & lease # of cultural initiatives & orgs receiving other support # of volunteers (includes programs and theatre) # of volunteer hours (includes programs and theatre) # of participants in free community events (i.e. Park n Play # of hours booked in arenas # of hours booked in stadiums/sportsfields
Actual
Estimated
Proposed
27,513 4,077 30,958 6,146 16,566 1,296 2,532 108,422 919 11,836 159 6 91 20.57 297 191 26 10 47 83 277 14,480 14,452 11,800 30,400
28,000 4,200 32,000 6,200 17,000 1,350 2,600 110,590 915 12,000 172 3 99 23.59 223 145 35 12 41 123 285 13,960 15,000 12,000 30,500
28,500 4,200 33,000 6,300 17,500 1,400 2,650 112,000 920 12,000 175 5 100 24.00 239 179 40 15 41 133 290 14,100 15,500 12,000 31,000
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Continued Efficiency measures # of general programs delivered vs planned # of aquatic lessons delivered vs planned Customer satisfaction # of pool memberships renewed # of facility memberships renewed # of service requests completed in two days or less
74% 91%
75% 92%
76% 93%
62% 60% 54%
64% 65% 60%
68% 69% 66%
Budget overview
Division Summary
Per cent of General Fund operating
2%
11%
32%
7% 11%
21% 23% 93% Active Living & Culture
Net Operating
General fund operating = $141.9 M
Sport & Event Services
Cultural Services
Recreation & Business Services
Active Living & Culture
Community & Neighbourhood Services
Community Theatre
Total = $10.3 M
Net Divisional expenditures Departments
Actual 2017
Revised 2018
Provisional 2019
2,383,519 156,742 1,280,564 2,065,283 3,237,228 970,770
2,362,427 168,863 1,183,862 2,126,598 3,612,341 1,023,950
2,409,427 155,458 1,187,013 2,141,508 3,317,971 1,120,840
10,094,106
10,478,041
10,332,217
0
0
0
Change from prior year
Per cent change
Operating cost centres: Active Living & Culture 159 Cultural Services 161 Community Theatre 164 Active Living & Culture 165 Recreation & Business Services 166 Sport & Event Services 167 Community & Neighbourhood Services Net operating expenditure Capital cost centres: 309
Recreation Capital
Net capital expenditures Total Division net expenditures
(145,824)
(1.4%)
0
0
0
0
0.0%
10,094,106
10,478,041
10,332,217
(145,824)
(1.4%)
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2019 FINANCIAL PLAN
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Description of operating program changes
2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Divisional adjustments
Total 10,478,041 (35,000) 0 173,620 (409,644)
(0.2) 0.2 (271,024) 10,207,017
2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional
200,200 (75,000)
FTE 76.3
76.3 0.0
125,200 10,332,217
76.3
Unfunded 2019 requests 2019 operating request 2019 expenditure reductions Total unfunded requests for 2019
92,800
0.0 92,800 92,800
0.0
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2019 FINANCIAL PLAN
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Active Living & Culture - General Fund Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 5,109,044) ( 222,938)
0 0 ( 4,534,327) ( 249,150)
0 0 ( 4,683,672) ( 174,150)
0 0 ( 40,910) _____________ ( 5,372,892)
( 50,000) 0 ( 114,420) _____________ ( 4,947,897)
0 0 ( 225,000) _____________ ( 5,082,822)
5,771,792 78,140 3,872,881 3,540,439 0 0 0
5,994,759 216,938 4,382,180 3,960,517 0 0 0
6,014,050 205,788 4,340,255 4,042,342 0 0 0
680,000 0 1,523,746 _____________ 15,466,998
0 0 871,544 _____________ 15,425,938
0 0 812,604 _____________ 15,415,039
10,094,106
10,478,041
10,332,217
50,801 ( 50,801) _____________ 0 _____________ 10,094,106
0 0 _____________ 0 _____________ 10,478,041
0 0 _____________ 0 _____________ 10,332,217
Budgeted 2017 17.4
Actual 2017 16.1
Revised 2018 17.5
59.7
64.0
58.8
Provisional 2019 18.3 58.0
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2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
0
0
0
0
0
0
0 OG
40,000
0
0
0
0
0
(40,000) OG
5,000
0
0
0
0
0
(5,000) OG
25,000
0
0
0
0
0
(25,000) OG
15,000
0
0
0
0
0
(15,000) OG
15,000
0
0
0
0
0
(15,000) OG
5,000
0
0
0
0
0
(5,000) OG
105,000
0
0
0
0
0
49,700
5,000
0
0
(69,000)
0
14,300 OG
Active Living & Culture Division Maintain 202 #Central Okanagan Journey Home Society Funding 202 Recreation Facilities Janitorial Increase 203 International Children's Games Grant 203 Rotary Centre for the Arts Operating Funding Increase 204 Kelowna Museums - Sports Hall of Fame 204 Community Sport Delivery Program 205 Sport Education Grant Total Maintain
(105,000)
Growth 205 Theatre Operating Budget Adjustments 206 Automated External Defibrillators at Recreation Facilities 206 Strategic Event Fund
8,000
0
0
0
0
0
(8,000) OG
50,000
0
0
0
0
0
(50,000) OG
207 *Surveillance Cameras
14,500
0
0
0
0
0
(14,500) OT
122,200
5,000
0
0
(69,000)
0
(58,200)
Total Growth New 207 CAP 418 208
0
0
0
0
0
0
0 OG
28,500
0
0
0
(16,500)
0
(12,000) OG
225,000
(225,000)
0
0
0
0
0 OT
25,000
0
0
0
0
0
(25,000) OG
Total New
278,500
(225,000)
0
0
(16,500)
0
(37,000)
Division Priority 1 Total
505,700
(220,000)
0
0
(85,500)
0
(200,200)
Total Priority 1 Operating
505,700
(220,000)
0
0
(85,500)
0
(200,200)
#Recreation Clerk Position Canyon Falls Neighbourhood Learning Centre 2020 Memorial Cup Sponsorship
234 * Downtown Kelowna Association – Improved Cleanliness & Safety
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
Central Okanagan Journey Home Society Funding
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Council endorsed the five year Journey Home Strategy in June 2018. The plan identified the need to establish a backbone organization, which is registered as Central Okanagan Journey Home Society (COJHS), to continue to provide leadership and coordination in ensuring the strategy is delivered. The current City funding commitment to COJHS, including transition period, is $125k for 2018 and $150k for both 2019 and 2020. When Council endorsed the strategy they were asked to consider a further $150K contribution in 2021 which would bring the implementation of the strategy to the three year check in point. Beyond the financial commitment, it is anticipated that the City's ongoing role will be further defined throughout the Journey Home transition period and will lead to a formalized partnership arrangement between the City and COJHS. Budget is requested for one-time funding in 2021. 2019 Base Budget: $150,000 Corporate Framework: An active, inclusive city - Considering diverse community needs 2019 2020 2021
Cost 0 0 150,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Recreation Facilities Janitorial Increase
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 (150,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The janitorial budget for Ben Lee Park, Quilchena Park, Kinsmen Fieldhouse and Kinsmen Media Centre needs to be increased to meet current market rates. Through an RFP process in 2018, the fee of the successful incumbent was significantly higher than the current budget of $42,500. Budget is requested to cover the increased costs of the new contract which is expected to deliver the appropriate level of service standards. 2019 Stadiums Base Budget: $24,500 2019 Waterparks Base Budget: $18,000
Corporate Framework: An active, inclusive city - Active living opportunities 2019 2020 2021
Cost 40,000 40,000 40,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 202
Taxation (40,000) (40,000) (40,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
International Children's Games Grant
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Since hosting the 2011 International Children's Winter Games, the local International Children's Games (ICG) committee has provided opportunities for athletes (12-15 yr olds) to represent Kelowna at ICG around the world, sending over 300 athletes and coaches to 11 games since the Kelowna event. These young athletes have been able to experience international travel, participate in high level competition and gain exposure to other cultures. In 2013, the City provided the local committee with an annual grant of $5,000 to support their work and attendance at one game per year and contribute to the team's uniform expenses. All other expenses were covered by participants and subsidized through fundraising events, community sponsorship and local sport organizations. In 2017, an additional $2,000 was added to the grant in order to increase participation to three games every two years. The funding for this program ends in 2018. This funding request is to support the continuation of the program for another three years. Corporate Framework: An active, inclusive city - Active living opportunities 2019 2020 2021
Cost 5,000 5,000 5,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Active Living & Culture Cultural Services
Title:
Rotary Centre for the Arts Operating Funding Increase
Revenue 0 0 0
Utility 0 0 0
Taxation (5,000) (5,000) (5,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The Rotary Centre for the Arts is operated by Kelowna Visual & Performing Arts Centre Society (KVPACS) pursuant to a lease and operating agreement that expires in 2023. The City provides an annual operating grant of $280,300 and in 2014 provided an increase of $25,000 for five years to assist with establishing financial sustainability and cash flow. Although progress and improvements have been made, it has become evident that the $25k increase is required to the base grant to support KVPACS while they continue to pursue opportunities to stabilize their financial position. This budget submission will extend the increase for an additional two years. 2019 Base Budget: $280,300 Corporate Framework: An active, inclusive city - Cultural experiences 2019 2020 2021
Cost 25,000 25,000 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 203
Taxation (25,000) (25,000) 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Cultural Services
Title:
Kelowna Museums - Sports Hall of Fame
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The partnership between the Kelowna Museums Society (KMS) and the Sports Legacy Committee continues to recognize and celebrate sports heritage in the Central Okanagan through the Central Okanagan Sports Hall of Fame (COSHOF). Since 2014, the City has provided $15,000 annually to KMS to support the Sports Hall of Fame with the funding commitment ending in 2018. The COSHOF is driven by a team of 21 volunteers, who contribute thousands of hours to the project and its success is reliant on the capacity to subcontract a qualified project coordinator which is not possible without City support. Budget is requested to maintain the current level of support on an ongoing basis. 2019 Base Budget: $610,230
Corporate Framework: An active, inclusive city - Cultural experiences 2019 2020 2021
Cost 15,000 15,000 15,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Active Living & Culture Active Living & Culture
Title:
Community Sport Delivery Program
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (15,000) (15,000) (15,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: In 2015, the Community Sport Delivery Program was created to support the staffing needs of local sport organizations and to address the challenges related to organizational capacity and sustainability planning with the local sport system. The City's initial contribution of $35,000 was matched by PacificSport Okanagan and then again by seven participating local sport organizations for a total investment of $140,000. In 2017, the City provided renewed funding for two more years to support the inclusion of six new sport organizations. The program has proven to be a great success. Budget is requested to support it on an ongoing basis, so that when leveraged with additional matching funds, will become a $60,000 annual investment to the local sport system.
Corporate Framework: An active, inclusive city - Active living opportunities 2019 2020 2021
Cost 15,000 15,000 15,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 204
Taxation (15,000) (15,000) (15,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Sport Education Grant
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: In December 2009, approximately $45,000 of surplus funds from the 2008 BC Summer Games Society were transferred to the City as part of a legacy from the Games. These legacy funds were used to create two new sport development programs: initially the Sport Education Grant and later the Community Sport Delivery Program. The Sport Education Grant was designed to provide financial assistance to local coaches or officials interested in upgrading their training or certification beyond introductory levels, and to local sport organizations hosting advanced sport development courses/seminars for local coaches and officials. The funding for the Sport Education Grant has been fully utilized and applications are no longer being accepted. Budget is requested to reestablish the grant and provide ongoing, needed support to local coaches, officials and sport organizations.
Corporate Framework: An active, inclusive city - Active living opportunities 2019 2020 2021
Cost 5,000 5,000 5,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Active Living & Culture Cultural Services
Title:
Theatre Operating Budget Adjustments
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (5,000) (5,000) (5,000) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The Theatre continues to be a very busy venue experiencing growth with respect to revenue and expenses. This request recognizes increased revenue for the bar & concession as a result of a new Front of House contract model and increased Capital Improvement Fee (CIF) revenue as a result of the increased CIF fee. This request also recognizes increased expenses for bar & concession operation and establishes a budget that will fund operational improvements such as Green Room furniture and equipment updates. Budget is requested to ensure the customer and client experience is maximized and the Theatre budget more accurately reflects actual activity.
Corporate Framework: An active, inclusive city - Cultural experiences 2019 2020 2021
Cost 49,700 49,700 49,700
Reserve 5,000 5,000 5,000
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (69,000) (69,000) (69,000)
Utility 0 0 0 PAGE 205
Taxation 14,300 14,300 14,300
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Automated External Defibrillators at Recreation Facilities
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Automated External Defibrillators (AEDs) are an effective intervention for sudden cardiac arrest. The presence of publicly accessible AEDs is becoming more common in community facilities and the City already has more than fifteen units installed at various sites. Budget is requested to expand the current AED program to include three major Recreation Facilities; Elks Stadium, King Stadium and the Apple Bowl. The budget will cover the one-time purchase and installation of each unit and ongoing costs for replacement batteries and pads. 2019 Base Budget AED Program: $1,800
Corporate Framework: An active, inclusive city - Active living opportunities 2019 2020 2021
Cost 8,000 500 500
Reserve 0 0 0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Strategic Event Fund
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (8,000) (500) (500) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Event hosting has become increasingly competitive as municipalities and event right holders recognize the value of hosting major events. There is a greater expectation for host communities to provide a significant financial commitment to secure events. The Strategic Event Fund was established to allow the City to compete for major events, and currently provides $50,000 annually towards event procurement. While this budget amount has been effective in supporting bids for small to mid-level events (ie. Skate Canada International, Breakout West), it is insufficient when considering larger scale events (ie. Brier, Memorial Cup, Canadian Country Music Awards). Budget is requested to support an increased event development fund, providing expanded resources to pursue large-scale events and positioning Kelowna more effectively in the event hosting market.
Corporate Framework: An active, inclusive city - Considering diverse community needs 2019 2020 2021
Cost 50,000 50,000 50,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 206
Taxation (50,000) (50,000) (50,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Surveillance Cameras
Growth
Priority: 1
ONE-TIME PROVISIONAL
Justification: Surveillance cameras are crucial with respect to ensuring public safety and protecting City property and have proven effective for investigations of inappropriate or unlawful behaviour. Rutland Arena, the Apple Bowl, Parkinson Recreation Centre, and the Kelowna Community Theatre (KCT) have been increasingly targeted for this type of behavior. Additional cameras will be added to improve coverage. Budget is requested for installation of a total of 14 new cameras plus hardware and signage as required in these four facilities.
Corporate Framework: An active, inclusive city - Active living opportunities 2019
Cost 30,000
Reserve 0
Borrow 0
Division: Department:
Active Living & Culture Recreation & Business Services
Title:
Recreation Clerk Position
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (30,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Active Living & Culture provides front line customer services at Parkinson Recreation Centre seven days a week from 6:00 am to as late as 10:30 pm, plus at three other locations. Currently, there are five full-time Recreation Clerks and eight part-time which provide this service as well as administrative support to the Division. As the Division diversifies to meet community need, administrative support must be responsive, so flexibility of this team is imperative. Also, new systems have created new opportunities but have also added complexity into the customer service function, which now more than ever, relies on continuity of full-time staff to maximize efficiency and effectiveness, since part-time clerks' hours can be irregular and inconsistent. Budget is requested to add a sixth full-time Recreation Clerk. The operational expenditure of $47,400 in 2019 and $63,100 ongoing, will be funded by a portion of the part-time clerk wage budget, to provide overall improved coverage and customer services, as well as greater flexibility to meet Divisional needs. Corporate Framework: A well-run City - Responsive customer service 2019 2020 2021
Cost 0 0 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 207
Taxation 0 0 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
2020 Memorial Cup Sponsorship
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: The Kelowna Memorial Cup 2020 Society was successful with their bid to host the Memorial Cup from May 21 to June 1, 2020. Over the 10 day festival, this event brings together the top teams from the Canadian Hockey League in a roundrobin format to determine a national champion. Along with the tournament, the event provides a unique opportunity to highlight Kelowna's culture and active lifestyle, bringing people together in celebration of music, arts and sport. It is anticipated that more than 10,000 visitors will come to Kelowna with an economic spinoff of $12M to the local community. Budget is requested to provide a $225,000 grant to the host organization funded through existing reserves.
Corporate Framework: A strong economy - Tourism interest 2019
Cost 225,000
Reserve (225,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
PAGE 208
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
25,000
0
0
0
0
0
(25,000) OG
5,000
0
0
0
0
0
(5,000) OG
30,000
0
0
0
0
0
(30,000)
42,800
0
0
0
0
0
(42,800) OG
20,000
0
0
0
0
0
(20,000) OG
Total New
62,800
0
0
0
0
0
(62,800)
Division Priority 2 Total
92,800
0
0
0
0
0
(92,800)
Total Priority 2 Operating
92,800
0
0
0
0
0
(92,800)
Active Living & Culture Division Growth 210 Event Hosting Program 210 Heritage Grant Program Increase Total Growth New 211 Community Development Coordinator Term Position 211 Social Policy Framework
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 209
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Event Hosting Program
Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: Events are valuable for the local economy and the community's quality of life. The City has a number of funding programs which serve to attract and support events in a competitive environment. These programs are heavily subscribed. Through a grant policy review which is nearing completion, a new framework for investment in events has been developed. The framework includes a strategic approach to allocation of resources for attracting new events, retaining and sustaining events, and exploring new opportunities to recognize and celebrate long-standing events which uniquely reflect authentic local identity. The Event Hosting Program, which already exists and will continue within the new framework, is designed to provide an incentive for event organizers to host events in Kelowna by assisting with event hosting costs, including offset of City-related expenses. This funding request supplements the existing budget and assists in meeting increased demand. Corporate Framework: An active, inclusive city - Considering diverse community needs 2019 2020 2021
Cost 25,000 25,000 25,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Active Living & Culture Cultural Services
Title:
Heritage Grant Program Increase
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,000) (25,000) (25,000) Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: The Heritage Grant Program is successful in providing heritage property owners with funding to improve the longevity of existing heritage properties. However, the program is missing the opportunity to build the capacity of these same property owners through education on how to best care for their heritage properties themselves. This same education allows the opportunity for the general public to better understand heritage conservation and the importance of built heritage to tell the story about our community identity. The type of education and means of its delivery will be determined by Central Okanagan Heritage Society in close partnership with the City to determine impact. The current overall budget is $44,500 ($35,000 grant distribution, $9,500 grant administration) and budget is requested for an increase of $5,000 for the COHS's grant administration contract to include an additional education component. All other existing deliverables of the program would remain unchanged. Corporate Framework: An active, inclusive city - Honouring our history 2019 2020 2021
Cost 5,000 5,000 5,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 210
Taxation (5,000) (5,000) (5,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
Community Development Coordinator Term Position
New
Priority: 2
ON-GOING PROVISIONAL
Justification: Social issues that impact the community are complex and require community collaborations to address. The City's convening role related to the Journey Home Strategy was an effective model resulting in community mobilizations and capacity building. As the Central Okanagan Journey Home Society transitions into the leadership role for advancing the strategy, the Social Development Manager will support the efforts of the new Society and increase focus and attention on other social issues that impact the social health of the community. Budget is requested for a Community Development Coordinator to provide leadership in convening stakeholders around specific issues to facilitate solutions and encourage integrated and coordinated action planning that will address the social needs, well-being, development and sustainability of the community. This request is for a two year term position to support immediate needs and while the City continues to examine its ongoing role regarding broad social issues that impact the community. Corporate Framework: An active, inclusive city - Considering diverse community needs 2019 2020 2021
Cost 42,800 83,600 0
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Active Living & Culture Active Living & Culture
Title:
Social Policy Framework
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (42,800) (83,600) 0 New
Priority: 2
ON-GOING PROVISIONAL
Justification: There is significant evidence that planning for the social success and sustainability of a community can prevent or, at a minimum, mitigate the likelihood of future social issues. Such investment costs a fraction of the overall costs related to the long term management of the impacts of social issues. This project's focus will be on strengthening the community's ability to plan for, coordinate and integrate efforts, and take action to address the overall social needs and well-being of the community in order to create and maintain a safe, inclusive, and healthy community. Budget is requested to develop a Social Policy Framework that will define the role of the City, measure ongoing community social health and identify trends, and guide prioritization for decision-making on allocating resources to address existing, emerging, and future issues.
Corporate Framework: An active, inclusive city - Considering diverse community needs 2019 2020 2021
Cost 20,000 30,000 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 211
Taxation (20,000) (30,000) 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Reduction Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
0
(75,000)
0
0
0
0
75,000 OG
Department Priority 1 Total
0
(75,000)
0
0
0
0
75,000
Total Priority 1 Reduction Requests
0
(75,000)
0
0
0
0
75,000
Active Living & Culture Division 213 H2O Deficit Management Fund Reduction
PAGE 212
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Reduction Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
H2O Deficit Management Fund Reduction
Priority: 1 ON-GOING PROVISIONAL
Justification: The H2O Adventure & Fitness Centre is operated by the YMCA through a Management and Operating Agreement that continues until December 2021. The financial model of the agreement establishes an annual balanced budget with incentives for better than budget performance, as well as strategies to deal with budget deficits. The City budgets $225,000 annually as a Deficit Management/Building Fund with any unspent funds being applied to the H2O Facility Reserve along with the City's share of contractual budget surplus. Financial performance of the facility has demonstrated a pattern where the deficit management fund has not been accessed. This request is to reduce the annual contribution to $150,000 until the end of the agreement in 2021 at which time need will be reassessed.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 0 0 0
Reserve (75,000) (75,000) (75,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 213
Taxation 75,000 75,000 75,000
2019 FINANCIAL PLAN
CITY OF KELOWNA
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations PAGE 215
2019 FINANCIAL PLAN
CITY OF KELOWNA
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations The Civic Operations division is responsible for managing, operating and maintaining the City’s infrastructure in a sustainable manner to meet community needs. The infrastructure that this division is responsible for includes the transportation network, water and wastewater utilities, the biosolids plant, drainage systems, parks, beaches, sports fields, natural areas, urban forests, public open spaces, corporate fleet, waste management and landfill, plus civic buildings and civic facilities such as pools and arenas. This division also plays a critical role during emergencies. Building Services operates and maintains more than 1 civic buildings and facilities including arenas, pools and stadiums. This team also provides trades services to all City departments on an as needed basis for plumbing, electrical, heating, ventilation and air conditioning (HVAC), carpentry, painting, janitorial and general maintenance. This team leads energy management for the City. Civic Operations Finance and Administration is responsible for overall divisional financial administration, clerical support, budget coordination, customer call centre, customer service requests and permit administration. Fleet Services is responsible for overall management, procurement and maintenance of the City’s fleet plus contract equipment procurement and management. Park Services is responsible for management, operations and maintenance of more than parks including beaches, sports fields, natural areas, forests, and beautification of the City. This branch also manages Kelowna Memorial Park Cemetery and leads graffiti removal and prevention. Public Works is responsible for managing, operating and maintaining roads, sidewalks, walkways/multi‐use corridors, bike paths, City owned parking lots, transit and bus shelters, litter control, snow and ice control, traffic signs, road markings, traffic systems and signals, street lights, waste management, and the City gravel pit. Utility Services is responsible for delivering essential services such as water and water conservation programs, plus management, operations and maintenance of the wastewater treatment plants, the biosolids plant, the Glenmore Landfill, and the underground water and wastewater utilities and drainage systems.
Divisional Drivers & Activities Drivers
A well‐run City An active, inclusive City Excellent Customer Service Flexible service delivery A clean, healthy environment Resilient, well‐managed infrastructure Improve public safety and deter crime
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Deliver safe, efficient and sustainable operations Continuously improve Continue to provide and conserve clean, safe drinking water Conserve energy and reduce utility costs
Activities A well‐run City
Invest in staff and technology to enhance performance and create opportunity Excellent Customer Service Flexible service delivery Improve bottom line Deliver safe, efficient and sustainable operations Continuously improve Adopt utility organization to accommodate the integration of South East Kelowna Irrigation District (SEKID) and possible future Improvement District integrations Explore opportunities for cost‐effective renewal of irrigation systems, as this is an area with few qualified contractors
An active, inclusive city
Continue to deliver beautiful well maintained parks and public land Deliver Park Services Communications Plan Deliver Public Engagement Program regarding dogs in parks Waive landfill tipping fees for non‐profit groups involved in waste reduction (Thrift Store Operations)
A safe city
Improve public safety and deter crime (e.g. enhancements to the hypodermic needle reporting and tracking program) Continue to reduce forest fuels and fire hazards Continue to provide and conserve clean, safe drinking water Improve snow/ice removal through program enhancements including snow routes, public communications and increased use of contractors
A strong economy
Conserve energy and reduce utility costs Develop new revenue opportunities
A clean, healthy environment
Continue to establish Energy Management as a core function for Building Services and the City of Kelowna Continue to deliver excellent water quality within our utility boundaries Continue to provide effective wastewater treatment Continue exploring feasibility and practicality of carshare partnerships Develop a new Source Water Protection Plan and implement recommendations Increase oil and grease discharge compliance from food establishments and residents
Resilient, well‐managed infrastructure
Implementation of new Asset Management software to improve efficiency and reduce costs Chiller replacement for the Kelowna Library
PAGE 218
2019 FINANCIAL PLAN
CITY OF KELOWNA
Kelowna Family YMCA elevator modernization H O Flowrider renewal Rutland Arena East HVAC renewal Wastewater Treatment Facility (WWTF) Admin roof & HVAC replacement City Hall boiler replacement City Hall Council audio‐visual upgrade Understanding and operating SEKID irrigation water system as well as accommodating the operation of new domestic water infrastructure in southeast Kelowna
Divisional performance measures Program outputs Admin # of garage work orders # of locates # of road usage permits # of service requests processed # of hydrant permits and water bulk filling cards Traffic orders # of service requests Buildings Parks # of off‐leash dog parks per 100,000 residents # of sports fields maintained # of outdoor events supported # of trees (streets and developed parks) maintained annually # of trees and seedlings planted on City property # of funerals administered # of parks service requests administered # of graffiti service requests administered Solid Waste Construction/demolition waste buried (tonnes) Friable asbestos handled (tonnes) Roads Road maintained (lane kilometers) Bike lanes (lane kilometers) Curb & gutter (lane kilometers) Operating cost of spring sweeping Cost of snow removal # of service requests closed Fleet Operating costs Services Fuel costs Fleet size External hired equipment Napa parts inventory Utilities – Biosolids processed by composting (tonnes) Compost Volume of Ogogrow compost sold (cubic meters) Volume of Glengrow compost sold (cubic meters)
Actual
Estimated
Proposed
5,786 4,889 938 21,571 327 197 3,690 9 68 208 3,900 3,000 424 3,660 6,100 52,380 736 1,670 350 830 $692,000 $2.2M 3,920 $5.2M $1.2M 574 $2.6M $576k 30,368 48,292 19,776
5,720 4,800 900 22,500 300 205 3,800 9 70 210 3,500 3,500 428 3,800 5,500 57,618 809 1,680 360 855 $796,000 $2.1M 3,900 $5.0M $1.4M 580 $3.0M $534k 31.700 65,000 19,000
5,800 4,850 950 22,500 300 210 3,900 9 70 212 3,500 3,500 430 3,750 6,000 63,379 890 1,700 370 880 $700,000 $2.1M 3,500 $5.0M $1.5M 593 $2.8M $570k 33,000 50,000 19,500
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2019 FINANCIAL PLAN
Continued Utilities ‐ Drainage
Drainage pipes cleaned (km) Catch basins cleaned (number) Creek maintenance (person hours) Utilities ‐ # of "Field Advices" responded to Networks # of requests ‐ water on/off Program outcomes Admin Revenue collected for road usage permits Revenue collected for hydrant permits and water cards Buildings Average Facility Condition Index for community protection Average Facility Condition Index for major public buildings Average Facility Condition Index for Civic Operations buildings Average Facility Condition Index for community buildings Value of deferred maintenance/repairs, end of service life, Solid Waste Landfill scale revenues Landfill site visits Organics diverted from disposal (tonnes) Gypsum diverted from disposal (tonnes) Utilities – Sales revenue from Glengrow Compost Sales revenue from Ogogrow Efficiency measures Parks Cost to maintain all parks per capita Average cost to maintain parks per hectare # of full time staff per hectare Average cost to maintain a playground for a year Buildings City building electrical consumption (Kwh/yr) City building natural gas consumption (GJ/yr) Solid Waste Mandatory ‘Recyclables in Garbage’ surcharge Landfill gas managed (flaring or FortisBC) (standard cubic feet) Utilities – Net cost per tonne biosolids processed Compost Gross cost per tonne biosolids processed Customer satisfaction Parks Service requests completed in five days or less Graffiti service requests completed in five days or less Buildings Service requests completed within 48hrs Traffic Road marking service requests Road sign & street name requests Traffic signal service requests Utilities – Biosolids composting odour reports
CITY OF KELOWNA
33 11,035 2,973 1,233 N/A
35 11,000 3,000 N/A 1,450
35 11,100 3,000 N/A 1,500
$251,213 $103,803 5.5% 7.3% 5.3% 6.0% $9.4M $10.9M 169,352 49,945 3,975 $204,662 $550,073
$300,000 $100,000 5.5% 7.1% 5.3% 6.0% $9.0M $14.1M 219,212 49,872 2,033 $250,000 $250,000
$300,000 $100,000 5.5% 6.9% 5.3% 6.0% $8.8M $15.5M 221,952 53,000 4,000 $350,000 $350,000
$89 $10,100 0.06 $1,000 20,920,94 68,564 46,893 5,467,853 $71.45 $89.55
$90 $10,200 0.06 $1,010 19,500,000 67,000 53,877 5,721,389 $91.16 $99.05
$91 $10,200 0.06 $1,010 19,000,000 66,000 54,000 5,979,287 $85 $95
88% 95% 64% 106 662 221 65
80% 90% 65% 110 675 237 40
85% 90% 65% 120 700 250 40
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Continued Innovation & learning Admin Staff Attending Unit4, Service Request and SharePoint and City Staff attending Professional Financial and Strategic, Wellness Buildings Professional association memberships Roadways Staff attending core training Staff trained as Geo‐tab super users Staff trained on using the scale at the Westside gravel pit Staff enrolled in training opportunities Staff trained in Big Belly software Staff completing BC Municipal Safety Association (BCMSA) Utilities Operators with Target level of certification Utilities Operators with Target level of certification Utilities Operators with Target level of certification
10 2 2 15 1 3 3 1 6 100% 91% 88%
10 2 2 15 2 4 4 1 6 100% 91% 83%
10 2 2 15 3 6 5 8 100% 100% 100%
Budget overview
Division Summary
Per cent of General Fund operating
4%
1%
1%
9%
50% 47%
16%
53% 19%
Civic Operations
Net Operating
General fund operating = $141.9 M
Police Services
Parks Services
Public Works
Building Services
Bylaw Services
Civic Operations Administration
Civic Operations
Total = $66.4 M
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Net Divisional expenditures Departments Operating cost centres: Civic Operations 226 Civic Operations 115 Corporate & Protective Services 168 Infrastructure Operations Civic Operations Administration Civic Operations Finance & Administration 211 Building Services 156 Building Services 204 Property Maintenance ‐ Library Park Services 169 Park Services 170 Cemetery 172 Parks, Beaches & Sports Fields 174 Urban Forestry Public Works 180 Street Lights 189 Roadways Operations 190 Traffic Operations & Technical Support 201 Utility ‐ Stormwater 212 Public Works 219 Traffic Signals & Systems Utility Services 183 Solid Waste 184 Biosolids 199 Pumpstations ‐ Stormwater 213 Utility Services 267 Water Quality & Customer Care ‐ General Fleet Services 191 Fleet Services Bylaw Services 150 Bylaw Services
Actual 2017
Revised 2018
Provisional 2019
Change prior year
Per cent change
244,654 243,952 217,029 705,635
252,130 239,616 254,296 746,042
252,130 0 255,296 507,426
(238,616)
(32.0%)
722,891 722,891
725,162 725,162
725,162 725,162
0
0.0%
5,747,389 (943) 5,746,446
5,896,508 0 5,896,508
5,919,865 0 5,919,865
23,357
0.4%
786,833 0 8,532,212 2,248,224 11,567,269
926,405 0 9,169,945 2,506,412 12,602,762
926,405 0 9,269,681 2,557,862 12,753,948
151,186
1.2%
2,242,940 4,845,379 1,079,885 960,338 146,302 849,673 10,124,517
2,242,716 4,788,911 1,335,682 996,239 146,167 1,000,634 10,510,349
1,990,796 5,123,521 1,306,832 1,028,629 147,167 1,036,084 10,633,029
122,680
1.2%
(199,994) 0 5,965 47,586 108,424 161,975
(200,000) 0 8,862 49,738 115,856 174,456
(200,000) 0 9,612 49,738 116,856 (23,794)
(198,250)
(113.6%)
0 0
0 0
0 0
0
0.0%
1,774,790 1,774,790
2,126,160 2,126,160
2,420,460 2,420,460
294,300
13.8%
PAGE 222
2019 FINANCIAL PLAN
Continued Police Services 111 Police Services 112 Police Client Services 113 Police Quality Assurance 114 Police Facility Operations 251 Crime Prevention 272 Police Information Management Net operating expenditures Capital cost centres: 301 Building Capital 302 Parks Capital 304 Transportation Capital 305 Solid Waste Capital 306 Storm Drainage Capital 310 Vehicle & Mobile Equipment Net capital expenditures Total Division net expenditures
CITY OF KELOWNA
24,273,383 2,134,198 1,997,762 1,353,139 438,619 0 30,197,101 60,800,630
25,390,617 2,463,576 849,264 700,406 563,799 2,253,885 32,221,547 64,802,986
26,558,582 2,542,706 838,814 713,831 563,799 2,253,885 33,471,617 66,407,713
1,250,070 1,604,727
3.9% 2.5%
1,848,299 3,238,945 3,748,440 0 1,255,304 297,751 10,388,739 71,189,369
670,000 2,672,950 3,705,990 0 455,000 328,000 7,831,940 72,634,926
1,384,100 3,659,900 5,368,800 0 1,080,000 293,500 11,786,300 78,194,013
3,954,360 5,559,087
50.5% 7.7%
Description of operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Divisional adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating requests 2019 expenditure reductions Total unfunded requests for 2019
Total 64,802,986 (87,260) (75,370) 413,700 (244,743)
1,658,600 (60,200)
131,100 0
FTE 309.8 (1.1) 1.4
6,327 64,809,313
310.1
1,598,400 66,407,713
6.6 (0.2) 316.5 1.5
131,100 131,100
1.5
PAGE 223
2019 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations - General Fund Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 116.0 185.2
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 28,338,712) ( 8,674,619)
0 0 ( 26,705,072) ( 9,054,451)
0 0 ( 30,978,124) ( 8,889,188)
( 71,538) 0 ( 756,470) _____________ ( 37,841,339)
( 260,000) 0 ( 325,750) _____________ ( 36,345,273)
( 30,000) 0 ( 80,000) _____________ ( 39,977,312)
23,523,531 6,668,687 15,294,923 40,954,210 0 0 1,597,713
25,985,285 5,648,935 15,772,264 43,602,855 0 0 1,643,159
25,935,509 5,806,315 14,992,379 45,561,822 0 0 1,641,717
9,848,430 0 754,475 _____________ 98,641,969
7,907,793 0 587,968 _____________ 101,148,259
11,872,398 0 574,885 _____________ 106,385,025
60,800,630
64,802,986
66,407,713
44,945,728 ( 34,556,989) _____________ 10,388,739 _____________ 71,189,369
87,931,080 ( 80,099,140) _____________ 7,831,940 _____________ 72,634,926
54,665,200 ( 42,878,900) _____________ 11,786,300 _____________ 78,194,013
Actual 2017 112.8 191.6
Revised 2018 122.6 187.2
Provisional 2019 124.7 191.8
PAGE 224
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Civic Operations Division Maintain 227
Contract Services - Civic Facilities
52,500
0
0
0
0
0
(52,500) OG
227
Downtown Cleaning, Sweeping and Litter Control
35,000
0
0
0
0
0
(35,000) OG
0
4,155,000
0
0
(4,155,000)
0
0 OG
228
Landfill - Revenue Adjustment 228 Sharps Collection Program
16,300
0
0
0
0
0
(16,300) OG
100,000
(100,000)
0
0
0
0
0 OT
25,000
0
0
0
0
0
(25,000) OG
50,000
0
0
0
0
0
(50,000) OG
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0 OG
4,000
0
0
0
0
0
(4,000) OG
1,800
0
0
0
0
0
(1,800) OG
5,000
0
0
0
0
0
(5,000) OG
16,600
0
0
0
0
0
(16,600) OG
500
0
0
0
0
0
(500) OG
25,500
0
0
0
0
0
(25,500) OG
0
0
0
0
(35,000)
0
35,000 OG
20,000
0
0
0
0
0
(20,000) OG
352,200
4,055,000
0
0
(4,190,000)
0
232 Landfill - Leachate Re-Circulation Co-op Student Position CAP 449 Transit - New Equipment (Bus Stops) CAP 449 Intelligent Transportation Systems
13,400
(13,400)
0
0
0
0
0 OT
2,000
0
0
0
0
0
(2,000) OG
600
0
0
0
0
0
(600) OG
232 Growth in Traffic Signal Infrastructure Neighbourhood Traffic Calming CAP 452
22,300
0
0
0
0
0
(22,300) OG
400
0
0
0
0
0
(400) OG
51,300
0
0
0
0
0
(51,300) OG
90,000
(13,400)
0
0
0
0
(76,600)
229 Landfill Gas and Nuisance SCADA 229 Chain Gates Replacement Program 230 Spring Sweep and Flushing Maintenance CCP 400 #Ethel 5 DCC (Springfield-Rose), ATC CAP 447 #Gordon 1 DCC (Frost - South Perimeter), Road CAP 448 #Sutherland 1 DCC (Gordon Burtch), ATC CCP 400 #Sutherland 2 DCC (Lake Gordon), ATC CAP 448 #Transit - Equipment Renewal (Bus Stops and Shelters) 450 Active Transportation Corridor CAP CAP 450 Pedestrian & Cyclist Safety Improvement CAP 451 Sidewalk & Bikeway Renewal CAP 451 South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road CAP 452 Sidewalk Network Expansion 230 Ditch Maintenance 231 Road Usage Permit Revenue 231 Playground Surface Replacement Total Maintain
(217,200)
Growth
233 Park Washroom Service Total Growth
PAGE 225
2019 FINANCIAL PLAN
Page Description New 233 Parks - Support Staff Positions 234 *Downtown Kelowna Association –Improved Cleanliness & Safety 234 *Arc Flash Study - Commonage Facility 235 Landfill - Casual or Part-time Scale House Attendant Position 235 Landfill - Equipment Operator Term Positions 236 Snow and Ice Control 236 Building Technician Position
Cost
Reserve
Borrow
Gov/Contr
Revenue
12,000
0
0
0
50,000
0
0
5,000
0
34,600
CITY OF KELOWNA Utility
Taxation Cat
0
0
(12,000) OG
0
0
0
(50,000) OG
0
0
(1,700)
(3,300)
0 OT
(34,600)
0
0
0
0
0 OG
(10,400)
10,400
0
0
0
0
0 OG
200,000
0
0
0
0
0
(200,000) OG
0
0
0
0
0
0
0 OG
26,500
0
0
0
0
0
(26,500) OG
175,000
(175,000)
0
0
0
0
0 OT
237 Energy Savings Program
80,000
(80,000)
0
0
0
0
0 OT
238 Roberts Lake Environmental Management 238 Odour Remediation - Cerise Drive
50,000
(50,000)
0
0
0
0
0 OT
50,000
0
0
0
0
0
(50,000) OT
239 Median Planters
32,700
0
0
0
0
0
(32,700) OG
0
0
0
0
0
0
0 OT
30,000
(9,000)
0
0
(37,000)
0
16,000 OG
735,400
(338,200)
0
0
(38,700)
(3,300)
158 * Utility Planning Engineer Position
10,600
(10,600)
0
0
0
0
0 OG
207 * Surveillance Cameras
15,500
0
0
0
0
0
(15,500) OT
26,100
(10,600)
0
0
0
0
(15,500)
100,000
(100,000)
0
0
0
0
0 OG
100,000
(100,000)
0
0
0
0
0
Division Priority 1 Total
1,303,700
3,592,800
0
0
(4,228,700)
(3,300)
(664,500)
Total Priority 1 Operating
1,303,700
3,592,800
0
0
(4,228,700)
(3,300)
(664,500)
CAP 430 Hobson Rd Park - Interim Access 237 Landfill - Pump Rental
239 Westside Gravel Pit Mine Plan CAP 483 *Fleet Growth Total New
(355,200)
Growth
Total Growth New 161
* Landfill Nuisance Investigation and Monitoring Total New
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 226
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Contract Services - Civic Facilities
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Based on a competitive bidding process and increased regulatory or maintenance requirements, contract costs have increased for several Civic Facilities. Additional budget is requested to offset increased costs for janitorial services, boiler maintenance and generator testing for the Kelowna Community Theatre, Cedar Creek Community Centre, OK Mission Activity Centre, Rutland Activity Centre and Kelowna Police Services Building. 2019 Base Budget: $3,501,853
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities 2019 2020 2021
Cost 52,500 52,500 52,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Downtown Cleaning, Sweeping and Litter Control
Revenue 0 0 0
Utility 0 0 0
Taxation (52,500) (52,500) (52,500) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Since the revitalization of the downtown core, pedestrian traffic has grown substantially. Demands on maintaining a clean town center have become more challenging. Budget is requested to retain a contractor to pressure wash sidewalks throughout the spring, summer and fall. As well, a portion of the funds will be used to enhance sweeping and litter control. 2019 Base Budget: $85,702
Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 35,000 35,000 35,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 227
Taxation (35,000) (35,000) (35,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Landfill - Revenue Adjustment
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This request is to adjust revenues to reflect an increase in the volume of waste received and the tipping fee increase approved by Council October 2, 2017. 2019 Base Budget: $11,890,957
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 0 0 0
Reserve 4,155,000 4,155,000 4,155,000
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Sharps Collection Program
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (4,155,000) (4,155,000) (4,155,000)
Utility 0 0 0
Taxation 0 0 0 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The City has received increasing public concerns about discarded hypodermic syringes in parks and public spaces. Budget is requested to help centralize the sharps collection program within Parks Services and provide additional funding for standby and overtime for evenings and weekend coverage year-round. 2019 Base Budget: $32,500
Corporate Framework: A safe city - Public safety programs 2019 2020 2021
Cost 16,300 16,300 16,300
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 228
Taxation (16,300) (16,300) (16,300)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Landfill Gas and Nuisance SCADA
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for a study and partial implementation of follow up work which is required for the Supervisory Control and Data Acquisition (SCADA) upgrades for the landfill gas system and future nuisance monitoring system.
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities 2019
Cost 100,000
Reserve (100,000)
Borrow 0
Division: Department:
Civic Operations Civic Operations
Title:
Chain Gates Replacement Program
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for removal of higher risk chain gates with solid metal gates. The ongoing funds will see the installation and replacement of signs and reflection to increase visibility. 2019 Base Budget: $15,000
Corporate Framework: A safe city - Public safety programs 2019 2020 2021
Cost 25,000 10,000 10,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 229
Taxation (25,000) (10,000) (10,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Spring Sweep and Flushing Maintenance
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Changing weather patterns over the past years have resulted in longer winters, extreme storms and several more freeze thaw events, all of which contribute to a higher sand usage. This sand has to be removed and disposed of in the spring. Air quality and cycling safety are directly impacted by this program. Additional budget is requested to be used for the sweeping of roadways, sidewalks and medians. The majority of funds are attributed to contract services and internal equipment. 2019 Base Budget: $606,854
Corporate Framework: A clean healthy environment - Improved air quality 2019 2020 2021
Cost 50,000 50,000 50,000
Reserve 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Ditch Maintenance
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (50,000) (50,000) (50,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Increased flooding issues along the road network have been impacting roads and adjacent private properties. Additional budget is requested to upgrade and repair existing ditch inventory. 2019 Base Budget: $94,511
Corporate Framework: A safe city - Flood protection 2019 2020 2021
Cost 25,500 25,500 25,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 230
Taxation (25,500) (25,500) (25,500)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Road Usage Permit Revenue
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This request is to align permit and inspection revenue to the increase in Road Usage Permit application volume. 2019 Base Budget: $(60,000)
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 0 0 0
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Playground Surface Replacement
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (35,000) (35,000) (35,000)
Utility 0 0 0
Taxation 35,000 35,000 35,000 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to remove pea gravel and replace it with soft fall/wood fibers. The pea gravel becomes compacted over time and may not meet the Canadian Standards Association (CSA) standard for fall protection, requiring additional maintenance costs. Soft fall fiber is becoming the industry standard as it is 30% cheaper to install, requires less maintenance and provides accessibility for everyone. With 58 playgrounds in pea gravel the funds will allow Park Services to prioritize sites and replace all pea gravel playgrounds in 10 years. 2019 Base Budget: $78,171
Corporate Framework: An active, inclusive city - Spectacular parks 2019 2020 2021
Cost 20,000 20,000 20,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 231
Taxation (20,000) (20,000) (20,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Landfill - Leachate Re-Circulation Co-op Student Position
Growth
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to provide additional seasonal personnel to assist in the implementation of the Landfill Leachate Re-Circulation project. This project involves ongoing pumping of landfill leachate back into the landfill to increase waste degradation and settlement which in turn creates additional landfill gas for capture. A staged approach with limited systems was used in 2018. Based on the time needed to perform this work plus the required daily monitoring, additional resources that would be covered by a Co-op Student are needed during the re-circulation events.
Corporate Framework: A well-run City - Performance excellence 2019
Cost 13,400
Reserve (13,400)
Borrow 0
Fed/Prov 0
Division: Department:
Civic Operations Civic Operations
Title:
Growth in Traffic Signal Infrastructure
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to fund the ongoing maintenance and operation of new traffic signals (related to recent growth or development), that have been added on the Rails with Trails at Dilworth and Sexsmith, John Hindle and Academy Way, and at Glenmore and Begbie, as well as two pedestrian flashing beacons added at Benchview and Rutland and Gordon and Mayer. 2019 Base Budget: $395,988
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 22,300 22,300 22,300
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 232
Taxation (22,300) (22,300) (22,300)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Park Washroom Service
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for additional washroom cleaning at high profile beach parks during peak times. Public service requests in these areas have increased by 24% between 2017 & 2018. Budget is also requested for additional portable toilets. Park Services has seen a significant increase in portable toilet requests, particularly in winter time when most washrooms are closed. 2019 Base Budget: $348,871
Corporate Framework: An active, inclusive city - Spectacular parks 2019 2020 2021
Cost 51,300 51,300 51,300
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Parks - Support Staff Positions
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (51,300) (51,300) (51,300) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for two full-time Groundsperson I positions to help Park Services irrigation department, one fulltime Parks Groundsperson II for new park maintenance and two Urban Forestry term Labourer positions. This request has minimal taxation impact as when new parks are developed each year, an operating impact budget is requested alongside the capital project. This previously approved budget will be used to fund the majority of the cost of these positions and the associated equipment and materials.
Corporate Framework: An active, inclusive city - Spectacular parks 2019 2020 2021
Cost 12,000 12,000 12,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 233
Taxation (12,000) (12,000) (12,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Downtown Kelowna Association – Improved Cleanliness & Safety
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The Downtown Kelowna Association (DKA) is requesting funding to address cleanliness and increased safety and security in the downtown. The Downtown Clean Team consists of two full-time employees and funding is requested for a third employee during the peak season plus associated equipment. In addition to the above, the Downtown on Call (DOC) Team assists with keeping the downtown safe and this service will be expanded to address increased need. Calls for service have increased significantly over the past year. In the past twelve months, DOC has assisted 691 safety issues that normally would have been attended to by the RCMP or/and Bylaw Services. 2019 Base Budget: $$64,000
Corporate Framework: A safe city - Public safety programs 2019 2020 2021
Cost 75,000 55,000 40,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Arc Flash Study - Commonage Facility
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (75,000) (55,000) (40,000) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for an arc flash study which is now part of the electrical code as a requirement for all electrical installations. An arc flash study is the evaluation of a workplace facility by an electrical safety expert to determine arc flash hazards and risks in relation to electrical systems. The on-site study results in arc flash equipment labeling, fault current and coordination analysis, recommendations for improvements and requirements for proper personal protective equipment. The study will be conducted at the Commonage Facility. Commonage costs will be shared one-third with the City of Vernon and two-thirds with the City of Kelowna's Wastewater utility.
Corporate Framework: A well-run City - Performance excellence 2019
Cost 5,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue (1,700)
Utility (3,300) PAGE 234
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Landfill - Casual or Part-time Scale House Attendant Position
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to provide ongoing funding for a casual/part time scale house attendant. This will allow for the second landfill scale to be opened to ensure timely service through the scales and minimize line ups. This is especially critical to ensure that line ups do not extend to the now open John Hindle Drive which would impede traffic.
Corporate Framework: A well-run City - Responsive customer service 2019 2020 2021
Cost 34,600 34,600 34,600
Reserve (34,600) (34,600) (34,600)
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Landfill - Equipment Operator Term Positions
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to fund two annual term Equipment Operators for coverage at the Landfill. One of the term positions would be to provide holiday relief coverage to minimize overtime. The second position would be to operate the existing water truck to mitigate nuisance dust, assist in case of fire suppression, and minimize use of the current water truck which is external hired equipment.
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities 2019 2020 2021
Cost (10,400) (10,400) (10,400)
Reserve 10,400 10,400 10,400
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 235
Taxation 0 0 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Snow and Ice Control
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Recent changing weather patterns have challenged the way the City conducts the business of snow and ice control. In order to maintain or improve current service levels, additional budget is requested. These funds will be used for snow clearing of roadways, sidewalks and active transportation corridors. To help with these tasks the City will add more contract services, additional stand by, and improved public communications. 2019 Base Budget: $1,751,858
Corporate Framework: A well-run City - Responsive customer service 2019 2020 2021
Cost 200,000 200,000 200,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Building Technician Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (200,000) (200,000) (200,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to hire a full-time Building Technician position for continued support of operations, maintenance, asset management and project workload from an increasing inventory of facilities. Since 2009 Building Services staffing levels have not increased, however in consideration of new responsibilities for three new buildings (71,000 sq ft), management of corporate furniture and equipment, building security systems (door access, maintenance of an additional 305 security cameras, building alarms), boat launch water works and changes to WorksafeBC regulations, the workload increase is becoming unmanageable and negatively impacting the ability to complete projects and respond to unplanned work activities. The wages of $67,400 in 2019 and $89,900 ongoing are proposed to be funded from existing operational and capital budgets. If not funded there is a risk that projects will not be completed or work may need to be outsourced to consultants at a higher cost. 2019 Base Budget:$1,563,602 Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities 2019 2020 2021
Cost 0 0 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 236
Taxation 0 0 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Landfill - Pump Rental
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: In 2018 the landfill was required to actively divert surface water using rental pump systems to mitigate flooding in the Glenmore Valley. This was funded under a request to the Province from the Emergency Operations Center. Based on the continued high groundwater and surface water elevations in the region, it is expected that this pumping will also be required in 2019. Budget is requested to ensure the funds are available for this program and would include items such as permitting, monitoring, equipment rental and operations. Surface water planning to manage this issue on a long term basis is in progress.
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources 2019
Cost 175,000
Reserve (175,000)
Borrow 0
Division: Department:
Civic Operations Civic Operations
Title:
Energy Savings Program
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 New
Priority: 1
ONE-TIME PROVISIONAL
Justification: In 2018, the City of Kelowna will spend approximately $8.65M on energy, including electricity, natural gas, gasoline, diesel, and propane. With the adoption of the 2017 Corporate Energy and Greenhouse Gas (GHG) Emissions Plan, the mandate of the Energy Program is to develop and prioritize new energy conservation projects. To accomplish this objective, the Energy Committee is requesting a project budget for 2019, funded by the Energy Carbon Reserve. This budget will allow the Energy Committee the flexibility to investigate corporate energy reduction initiatives, develop business cases and implement energy conservation measures throughout the year as they are identified.
Corporate Framework: A clean healthy environment - Energy conservation 2019
Cost 80,000
Reserve (80,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 237
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Roberts Lake Environmental Management
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to study impacts of the 2018 flood release from the landfill to Roberts Lake, and examine future mitigation options.
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources 2019
Cost 50,000
Reserve (50,000)
Borrow 0
Division: Department:
Civic Operations Civic Operations
Title:
Odour Remediation - Cerise Drive
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for remedial works which are required to resolve the ongoing odour problem from the storm sewer system for the past five years in the Cerise Drive neighbourhood.
Corporate Framework: A clean healthy environment - Improved air quality 2019
Cost 50,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 238
Taxation (50,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Median Planters
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for planters to be placed along center medians to improve safety and beautification in four major intersections along Highway 97. Staff initiated a pilot project this year to limit panhandling along medians at Dilworth and Highway 97 by installing petunia planters. The pilot reduced the presence of panhandlers, increased public safety and helped beautify the median. This budget request would expand the pilot to include Cooper Rd, Gordon Dr and Spall Rd.
Corporate Framework: A safe city - Public safety programs 2019 2020 2021
Cost 32,700 19,000 19,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Westside Gravel Pit Mine Plan
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (32,700) (19,000) (19,000) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for geotechnical consulting services for the Westside gravel pit. The services will include updating the current Mine Plan which is mandatory under the Mines Act. The Mine Plan will give best methods of mining the existing property under the regulations. The plan will give life expectancy of the pit as well as reclamation guidelines. The operating expenditure of $25,000 will be funded from revenues collected.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019
Cost 0
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 239
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Civic Operations Division Growth 0
0
0
0
0
0
0 OG
Total Growth
0
0
0
0
0
0
0
Division Priority 2 Total
0
0
0
0
0
0
0
Total Priority 2 Operating
0
0
0
0
0
0
0
169 #* Engineer in Training Position
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Reduction Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(4,800)
Civic Operations Division CAP 416 City Hall - Boiler
0
0
0
0
0
4,800 OG
242 Cemetery Material Budget Reduction 242 Parks Operating Budget Reduction
(6,800)
6,800
0
0
0
0
0 OG
(55,400)
0
0
0
0
0
55,400 OT
Department Priority 1 Total
(67,000)
6,800
0
0
0
0
60,200
Total Priority 1 Reduction Requests
(67,000)
6,800
0
0
0
0
60,200
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 241
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2019 Reduction Request Details Division: Department:
Civic Operations Civic Operations
Title:
Cemetery Material Budget Reduction
Priority: 1 ON-GOING PROVISIONAL
Justification: In 2017, Kelowna Memorial Park Cemetery made the change from bronze markers to engraving of the stone covers on the niches for memorialization. The cost of engraving is approximately half the cost of the bronze markers to the cemetery. It is estimated that will reduce material expenses by $6,800 per year. 2019 Base Budget: $61,750
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost (6,800) (6,800) (6,800)
Reserve 6,800 6,800 6,800
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Parks Operating Budget Reduction
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0
Priority: 1 ONE-TIME PROVISIONAL
Justification: Construction of the Rowcliffe and Glenmore Recreation Parks has commenced, however complete development of these sites has not been completed. The full operating budget increases can be post-poned for another year.
Corporate Framework: An active, inclusive city - Spectacular parks 2019
Cost (55,400)
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 242
Taxation 55,400
2019 FINANCIAL PLAN
CITY OF KELOWNA
Police Services PAGE 243
2019 FINANCIAL PLAN
CITY OF KELOWNA
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2019 FINANCIAL PLAN
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Police Services The City of Kelowna Police Services Department provides operational support to the RCMP. The RCMP Detachment was established in when the RCMP absorbed the BC Provincial Police. The RCMP Detachment is an integrated unit consisting of City members, West Kelowna members ( ), Lake Country members ( ), Peachland members ( ) and Provincially funded members ( ), totaling officers. Police Services (City) operates / , with officers and permanent municipal support staff. The City Detachment includes a General Duty Section, who are uniformed first responders, an Investigative Services Section which handles serious and complex crimes, a Traffic Section and a Crime Prevention Section. Police Services Management manages all administrational facets of Police Services. Client Services provides support to the RCMP General Duty Section, the Investigative Section and the Traffic Section through the Stenography Unit, the Operational Intelligence Clerks and the Police Services Clerks. The Client Services Supervisor is responsible for the cell block operation contract for the Detachment. Crime Prevention provides a direct source of police expertise to community partners, residents, and internal City departments to develop, implement and coordinate crime reduction and prevention strategies within the City of Kelowna. Crime Prevention provides management oversight to more than RCMP Volunteers who carry out a variety of crime prevention activities on behalf of the RCMP. Crime Prevention staff are appointed Special Provincial Constables for the purposes of document service and are also certified practitioners in Crime Prevention Through Environmental Design. Facility Operations manages all aspects of facility maintenance, janitorial maintenance, building security and security clearances. The section provides operational support to the RCMP and the general public through the Front Counter. Information Management is accountable for all facets of operational records management. The Supervisor is responsible for the creation, implementation, administration and effective communication of policies and procedures to all Municipal personnel with the goal of improving records efficiency and ensuring the quality and integrity of the records management system. Quality Assurance is a hybrid of the Crime Reviewer and Supervisor positions. The position provides quality assurance of all investigational files, accurate and detailed uniform crime reporting (UCR) as required by Canadian Centre for Justice Statistics (CCJS). This position provides operational and administrative corrective direction as required and is responsible for the creation, implementation and effective communication of policies and procedures to municipal and detachment employees.
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Departmental drivers & activities Drivers
Customer focused service To safeguard the assets of the City To protect the well‐being of staff, contractors and citizens To build corporate and community capacity Enable new approaches and innovation To connect the organization’s diverse activities
Activities A well‐run City
Continue to develop the divisional performance measures for Police Services
An active, inclusive city
Strengthen the collaboration between Crime Prevention Unit and Communications to increase usage of social media as a medium for circulating real‐time, neighbourhood specific crime prevention material Targeted volunteer recruitment specific to Speed Watch Develop and implement Citizens Academy to address most prevalently requested crime and safety topics, i.e. FAQs for Canadian Law, Personal Safety; Who to Call, When to Call, Sharps Disposal and Harm Reduction, Crime prevention through environmental design (CPTED)
A safe city
Continue to conduct General Duty staffing analysis to determine resource requirements and intelligence based deployment Continue with bi‐weekly CompStat (intelligence‐led, issue‐focused) crime reduction meetings Continue with drug and property crime enforcement in the downtown to reduce crime Continuing our efforts to further develop the PACT (Police and Crisis Team) project with Interior Health
Departmental performance measures Program outputs Take a proactive approach to crime Collaborate with other agencies Leverage crime data to best deploy resources Employ proactive communications approach Program outcomes To deter or prevent crime before it occurs (CC per 1,000 # of agencies Police Services is working with (to build Patrol availability factor – percentage per shift for # of Reports to Council (to effectively message to Efficiency measures Response time to priority one calls (minutes) Customer satisfaction Overall community safety (citizen survey) Innovation & learning # of courses and/or training # of members/employees attending
Actual
Estimated
Proposed
n/a n/a n/a n/a
n/a n/a n/a n/a
n/a n/a n/a n/a
97.97 15 5% 4
102 15 25% 4
102 15 25% 4
11.77
7.00
7.00
94%
94%
94%
300 792
301 773
301 773
PAGE 246
2019 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview
Department Summary
Per cent of General Fund operating 24%
7%
2%
2%
8%
79%
76% Police Services
2%
Net Operating
General fund operating = $141.9 M
Police Services
Police Client Services
Police Information Management
Police Quality Assurance
Police Facility Operations
Crime Prevention
Total = $33.5 M
Net Department expenditures Departments Operating cost centres: Police Services 111 112 113 114 251 272 Net operating Capital cost centres:
Police Services Police Client Services Police Quality Assurance Police Facility Operations Crime Prevention Police Information
Net capital expenditures Total Department net expenditures
Actual 2017
Revised 2018
Provisional 2019
Change prior
Per change
24,273,383 2,134,198 1,997,762 1,353,139 438,619 0 30,197,101
25,390,617 2,463,576 849,264 700,406 563,799 2,253,885 32,221,547
26,558,582 2,542,706 838,814 713,831 563,799 2,253,885 33,471,617
1,250,070
3.9%
0 0 30,197,101
0 0 32,221,547
0 0 33,471,617
0 1,250,070
0.0% 3.9%
PAGE 247
2019 FINANCIAL PLAN
CITY OF KELOWNA
Description of operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Departmental adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating requests 2019 expenditure reductions Total unfunded requests for 2019
Total 32,221,547 0 0 352,960 (1,190)
898,300 0
FTE 79.6 0.0 0.2
351,770 32,573,317
79.8 2.5
898,300 33,471,617
69,400
82.3 1.0
69,400 69,400
1.0
PAGE 248
2019 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations - General Fund Police Services Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 68.0 6.8
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 545,324) ( 5,092,634)
0 0 ( 397,932) ( 5,098,218)
0 0 ( 510,372) ( 5,005,118)
0 0 0 _____________ ( 5,637,958)
0 0 0 _____________ ( 5,496,150)
0 0 0 _____________ ( 5,515,490)
5,347,689 27,826 347,009 29,397,535 0 0 0
5,942,808 28,468 412,352 31,334,069 0 0 0
5,544,248 28,168 428,542 32,986,149 0 0 0
715,000 0 0 _____________ 35,835,059
0 0 0 _____________ 37,717,697
0 0 0 _____________ 38,987,107
30,197,101
32,221,547
33,471,617
0 0 _____________ 0 _____________ 30,197,101
0 0 _____________ 0 _____________ 32,221,547
0 0 _____________ 0 _____________ 33,471,617
Actual 2017 65.6 9.7
Revised 2018 72.8 6.8
Provisional 2019 75.5 6.8
PAGE 249
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Civic Operations Division Police Services Maintain 251
RCMP Contract Services
846,200
0
0
0
0
0
(846,200) OG
251
Provincial Keep of Prisoner
(50,000)
0
0
0
265,300
0
(215,300) OG
796,200
0
0
0
265,300
0
Total Maintain
(1,061,500)
Growth 252
Police Services Revenue Adjustments
0
0
0
0
(229,400)
0
229,400 OG
252
RCMP - 6 Regular Member Positions
0
0
0
0
0
0
0 OG
Total Growth
0
0
0
0
(229,400)
0
229,400
253 Operational Intelligence Clerk Positions 253 Forensic Video Analyst Position
66,200
0
0
0
0
0
(66,200) OG
41,000
0
0
0
(41,000)
0
0 OG
Total New
107,200
0
0
0
(41,000)
0
(66,200)
Division Priority 1 Total
903,400
0
0
0
(5,100)
0
(898,300)
Total Priority 1 Operating
903,400
0
0
0
(5,100)
0
(898,300)
New
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Police Services
Title:
RCMP Contract Services
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This request reflects the contract cost increases for 2019. The total number of RCMP members are 183 with a budgeted cost per member of $173k. 2019 Base Budget $30,373,577
Corporate Framework: A safe city - Effective & targeted policing 2019 2020 2021
Cost 846,200 846,200 846,200
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Police Services
Title:
Provincial Keep of Prisoner
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (846,200) (846,200) (846,200) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Revenue collected last year for keep of provincial prisoners was significantly less than the budgeted amount. This is a direct result of the Oliver Correctional Center opening in January 2017 as it lowered local prisoner count, therefore reducing recoveries and contract services for guards. 2019 Base Budget for recovery: ($560,238) 2019 Base Budget for contract services:$918,513
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost (50,000) (50,000) (50,000)
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 265,300 265,300 265,300
Utility 0 0 0 PAGE 251
Taxation (215,300) (215,300) (215,300)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Police Services
Title:
Police Services Revenue Adjustments
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget for the following revenue sources have been adjusted to reflect actual experience: Casino Revenue ($103,600); Cost Recovery of Regular Member Policing at Special Events ($40,000); Disclosure Service Fee - Service Revenue ($8,000); Fingerprint Fee - Service Revenue ($5,000); Municipal Keep of Prisoner Recovery ($15,100); RDCO Alarm Control Bylaw Fines Revenue ($14,000); RDCO Space Lease Utilization ($12,600); School District #23 Police Information Checks ($19,100); and Towing Contract - Service Revenue ($12,000).
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 0 0 0
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Police Services
Title:
RCMP - 6 Regular Member Positions
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (229,400) (229,400) (229,400)
Utility 0 0 0
Taxation 229,400 229,400 229,400 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for 6 Regular Member positions to supplement existing investigative units in meeting their mandates supporting the 2016-19 Crime Reduction Strategy. The increase will contribute to the four strategy goals: taking a proactive approach to crime, working with partner agencies for more effective policing, maximizing the effectiveness of resources using an intelligence led model and leveraging effective communications. Six Regular Members at the Constable rank will be allocated to the Downtown Enforcement Unit and General Duty policing. Operational expenditures of $520,400 in 2019 and $1,040,800 ongoing will be funded from surplus due to vacancies. 2019 Base Budget: $30,373,577 Corporate Framework: A safe city - Effective & targeted policing 2019 2020 2021
Cost 0 0 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 252
Taxation 0 0 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Police Services
Title:
Operational Intelligence Clerk Positions
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for two Operational Intelligence Clerk positions. In July 2016, the Supreme Court of Canada decision R v Jordan drastically changed the way police need to manage investigations, particularly disclosure. Provincial Crown Counsel has now implemented a mandatory 30-day full disclosure requirement before charges will be considered. This has resulted in the need for additional support in the Investigative Services Unit to comply with the deadlines imposed by Provincial Crown Counsel and the Courts.
Corporate Framework: A safe city - Effective & targeted policing 2019 2020 2021
Cost 66,200 131,800 131,800
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Police Services
Title:
Forensic Video Analyst Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (66,200) (131,800) (131,800) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for one Forensic Video Analyst (FVA). Forensic video analysis now plays a significant role in law enforcement and criminal investigations. FVA's are court recognized experts in analysis interpretation and identification from recorded images who recover video from different storage facilities and repair damaged media. Police use the video to identify possible suspects and/or capture the crime being committed to support Regular Members charges to Crown Counsel. Police Services currently utilizes the Forensic Video Analyst at the West Kelowna RCMP Detachment. If this position is approved, the City will no longer pay West Kelowna for this service.
Corporate Framework: A safe city - Effective & targeted policing 2019 2020 2021
Cost 41,000 82,000 82,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (41,000) (82,000) (82,000)
Utility 0 0 0 PAGE 253
Taxation 0 0 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
34,700
0
0
0
0
0
(34,700) OG
34,700
0
0
0
0
0
(34,700)
34,700
0
0
0
0
0
(34,700) OG
Total New
34,700
0
0
0
0
0
(34,700)
Division Priority 2 Total
69,400
0
0
0
0
0
(69,400)
Total Priority 2 Operating
69,400
0
0
0
0
0
(69,400)
Civic Operations Division Police Services Maintain 255 Community Policing Information Clerk Position Total Maintain New 255 Administrative Coordinator Position
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 FINANCIAL PLAN
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2019 Operating Request Details Division: Department:
Civic Operations Police Services
Title:
Community Policing Information Clerk Position
Maintain
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for a Community Policing Information Clerk to provide full front counter services at the Rutland Community Policing Office (CPO). Introducing a full time employee at the Rutland Community office will enable standardization of hours of operation of the CPO and facilitate expanded services to the community that the current volunteers cannot provide. In addition to providing front counter service, this position will manage the RCMP volunteer program.
Corporate Framework: A well-run City - Passionate public service 2019 2020 2021
Cost 34,700 69,000 69,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Police Services
Title:
Administrative Coordinator Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (34,700) (69,000) (69,000) New
Priority: 2
ON-GOING PROVISIONAL
Justification: The Kelowna RCMP Detachment has been relying on support from West Kelowna Detachment to perform specific tasks/responsibilities. West Kelowna will be pulling back their resource to their Detachment, which leaves the City responsible to coordinate policing including but not limited to: special events and enhanced policing; review and approve special event permits and liaise with liquor inspectors; manage and schedule the Reservist program; and administer and proctor RCMP promotional exams. Budget is requested for an Administrative Coordinator position to perform these responsibilities.
Corporate Framework: A safe city - Effective & targeted policing 2019 2020 2021
Cost 34,700 69,000 69,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 255
Taxation (34,700) (69,000) (69,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Bylaw Services PAGE 257
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 258
2019 FINANCIAL PLAN
CITY OF KELOWNA
Bylaw Services Bylaw Services enables citizens of Kelowna to live in an environment that is quiet, peaceful and enjoyable that comes from a predictable and respectful society. Through their sustained fair but firm compliance driven practices, Bylaw Services staff work with citizens to enhance the safety of visitors and residents of the city. General Duty officers investigate bylaw complaints regarding improper use of zones, agricultural land misuse, building and permitting, unsightly premises, graffiti, traffic complaints and many other civil bylaw matters with a goal of gaining compliance. Each watch member is assigned a district and enforce accordingly. Community Response Unit team members provide a sustained presence and visibility in the downtown area and interact with residents, visitors and the business community in support of public safety and the well‐being of citizens. They provide outreach and collaborate with partnering agencies on shelter, food and other social assistance to help meet the needs of our marginalized community. RCMP / Bylaw Combined Patrols are seasonal bike and foot patrol teams that pair up during the summer months, enhancing visibility and providing proactive enforcement in City parks, downtown and other public spaces where low level crime and public disorder may occur.
Departmental drivers & activities Drivers
Prevent crime before it occurs through a proactive approach Work with partner agencies for more effective policing Maximize the effectiveness of resources using data driven intelligence Effectively communicate public safety
Activities A well‐run City
Performance excellence demonstrated by accountability at all levels of Bylaw to clients, management and each other Prioritizing workloads and responding to bylaw issues based on best practices and innovative ideas. Responsive customer service by ensuring complainants remain informed of investigations and their results and successful conclusion Actively participate in a “Hub Model” that is RCMP driven with the goal of immediately identifying risk and facilitating support and services to those in need
An active, inclusive city
Continue to be proactive with enforcement activities, look for opportunities to engage citizens and promote visibility at city events and programs
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2019 FINANCIAL PLAN
CITY OF KELOWNA
A safe city
Continue to work in partnership with the RCMP and provide effective & targeted policing and explore information sharing with the assistance of Memorandums of Understanding (MOU’s)
A strong economy
Encourage business development at the same time discourage unfair business practices such as improper signage and seek compliance for the betterment of the business community as a whole
A clean, healthy environment Continue to reduce fuel consumption and man‐hours spent driving through the advent of a Zoning/District Enforcement model and the use of an electric vehicle for administrative purposes, as well as ordering two new hybrid vehicles
Resilient, well‐managed infrastructure
Continue to manage equipment, utilize bikes and foot patrols for enforcement and look at other transit options such as a utility transport vehicle to create a more balanced transportation system
Departmental performance measures Program outputs Take a proactive approach to Bylaw Enforcement Collaborate with other agencies Leverage service request data to best deploy Employ proactive communications approach Program outcomes Incidents by year # of agencies Bylaw Services is working with (to build Patrol availability factor – percentage per shift for # of Reports to Council ‐ statistical information Efficiency measures Response time to opening and actioning all files Ensuring timely and complete investigations Customer satisfaction Overall client satisfaction (citizen survey) Innovation & learning # of courses and/or training # of members/employees attending
Actual
Estimated
Proposed
n/a n/a n/a n/a
n/a n/a n/a n/a
n/a n/a n/a n/a
13,243 16 5% 2
11,650 YTD 16 10% 2
15,000 20 20% 4
48 hrs
24 hrs
12 hrs 2 weeks
75 %
80%
100%
1 2
3 10
5 20
PAGE 260
2019 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview
Per cent of General Fund operating
Department Summary
2%
98% Bylaw Services
100%
Net Operating Bylaw Services
General fund operating = $141.9 M
Total = $2.4 M
Net Department expenditures Departments Operating cost centres: Bylaw Services Bylaw 150 Net operating expenditure Capital cost centres: Net capital expenditures Total Department net expenditures
Actual 2017
Revised 2018
Provisional 2019
Change prior year
Per change
1,774,790 1,774,790
2,126,160 2,126,160
2,420,460 2,420,460
294,300
13.8%
0 0 1,774,790
0 0 2,126,160
0 0 2,420,460
0 294,300
0.0% 13.8%
Description of operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Departmental adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating request 2019 expenditure reductions Total unfunded requests for 2019
Total 2,126,160 (3,000) 0 201,500 0
95,800 0
FTE 21.5
2.0 198,500 2,324,660
23.5 0.5
95,800 2,420,460
24.0 0.5
61,700 61,700 61,700
0.5
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2019 FINANCIAL PLAN
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Civic Operations - General Fund Bylaw Services Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 4.5 14.5
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 136,723) 0
0 0 ( 290,984) 0
0 0 ( 290,984) 0
0 0 0 _____________ ( 136,723)
0 0 0 _____________ ( 290,984)
0 0 0 _____________ ( 290,984)
1,720,362 70,507 110,294 10,350 0 0 0
2,149,196 52,200 175,086 40,662 0 0 0
2,396,546 52,200 222,036 40,662 0 0 0
0 0 0 _____________ 1,911,513
0 0 0 _____________ 2,417,144
0 0 0 _____________ 2,711,444
1,774,790
2,126,160
2,420,460
0 0 _____________ 0 _____________ 1,774,790
0 0 _____________ 0 _____________ 2,126,160
0 0 _____________ 0 _____________ 2,420,460
Actual 2017 3.0 17.4
Revised 2018 5.0 16.5
Provisional 2019 5.0 19.0
PAGE 262
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
55,800
0
0
0
0
0
(55,800) OG
40,000
0
0
0
0
0
(40,000) OT
Total New
95,800
0
0
0
0
0
(95,800)
Division Priority 1 Total
95,800
0
0
0
0
0
(95,800)
Total Priority 1 Operating
95,800
0
0
0
0
0
(95,800)
Civic Operations Division Bylaw Services New 264 Bylaw Enforcement Officer Position 264 Bylaw Services Needs Assessment
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 263
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Bylaw Services
Title:
Bylaw Enforcement Officer Position
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to add one Bylaw Enforcement Officer Position. Demands on Bylaw Service staff continue to escalate each year with a growing city and increased calls for service plus enforcement of the new sign bylaw.
Corporate Framework: A safe city - Effective & targeted policing 2019 2020 2021
Cost 55,800 104,800 104,800
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Bylaw Services
Title:
Bylaw Services Needs Assessment
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (55,800) (104,800) (104,800) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Kelowna Bylaw Services has an increasingly complex role in community safety from overdose prevention to working with community partners to support at risk populations. Review of Bylaw Officer authorities, service levels, safe work procedures and training is required to ensure officer safety is maintained while community needs are met.
Corporate Framework: A safe city - Public safety programs 2019
Cost 40,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 264
Taxation (40,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
61,700
0
0
0
0
0
(61,700) OG
Total New
61,700
0
0
0
0
0
(61,700)
Division Priority 2 Total
61,700
0
0
0
0
0
(61,700)
Total Priority 2 Operating
61,700
0
0
0
0
0
(61,700)
Civic Operations Division Bylaw Services New 266 Senior Bylaw Enforcement Officer Position
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019C
PAGE 265
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Bylaw Services
Title:
Senior Bylaw Enforcement Officer Position
New
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested to add one Senior Bylaw Enforcement Officer Position. Demands on Bylaw Service staff continue to escalate each year with a growing city and increased calls for service plus enforcement of the new sign bylaw.
Corporate Framework: A safe city - Effective & targeted policing 2019 2020 2021
Cost 61,700 116,500 116,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 266
Taxation (61,700) (116,500) (116,500)
2019 FINANCIAL PLAN
CITY OF KELOWNA
Water PAGE 267
2019 FINANCIAL PLAN
CITY OF KELOWNA
This page was intentionally left blank
PAGE 268
2019 FINANCIAL PLAN
CITY OF KELOWNA
Water utility ‐ Performance measures Program outputs Water main flushed (km) Hydrants maintained (annual service) Mainline valves exercised Curb stops (service valves) exercised Landscape water use applications received # of irrigation inquiries received Millions of cubic meters treated and distributed Program outcomes Valves cycled (preventative maintenance) Hydrants inspected (annual checks) Days turbidity co‐efficient > 1 Nephelometric Turbity Number of water outages due to equipment failures # of days Water Quality Advisory (WQA) issued – # of days Water Quality Advisory issued – Kelowna south # of days Water Quality Advisory issued – Swick Road # of days drinking water advisories / boil water notices – Efficiency measures Electrical energy cost (per cubic meter water produced) Customer satisfaction # of water quality complaints
Actual
Estimated
Proposed
285 2,179 865 1,026 27 221 15,727,235
360 2,,245 1,028 540 28 265 16,511,496
464 2,329 2,500 1,400 30 290 17,337,070
24% 100% 45 0 41 68 71 365
24% 100% 41 0 27 37 27 365
24% 100% 20* 0 10* 15* 10* 365
$0.06
$0.07
$0.07
9
10
5
*Note: Number of Turbidity events and WQA events are theoretical based on past two years of data and commentary from Ministry of Environment. Very much dependent on weather and snow pack conditions.
Budget overview
Water Fund Expenditures 6% 8%
3%
9% 46%
28% Water Quality
Pumpstations
Utilities
Water Construction
WQ & CC Water
Utility Planning Total = $11.4 M
* Includes Infrastructure Delivery ‐ Water
PAGE 269
2019 FINANCIAL PLAN
CITY OF KELOWNA
Net Department expenditures Departments
Change from prior year
Per cent change
(615,200)
29.7%
2,683,800
615,200
29.7%
0
0
0.0%
Actual 2017
Revised 2018
Provisional 2019
(8,522,039) 2,438,802 704,624 824,157 243,256 26,733 374,796 0
(7,052,927) 2,769,956 816,483 702,323 107,968 128,626 458,971 0
(8,154,207) 2,870,646 809,873 802,323 216,268 128,626 642,671 0
(3,909,671)
(2,068,600)
(2,683,800)
Water Capital
2,026,470
2,068,600
2,683,800
Net capital expenditures
2,026,470
2,068,600
(1,883,201)
0
Operating cost centres:
* * *
Water 196 198 200 237 247 264 266 274
Water Quality ‐ Water Pumpstations ‐ Water Utility ‐ Water Water Construction Utility Planning ‐ Water Infrastructure Delivery ‐ Water Water Quality & Customer Care ‐ Water Improvement District Transition
Net operating expenditures Capital cost centres: 313
*
Total Department net expenditures These cost centers belong to Infrastructure
Description of operating program changes
2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Departmental adjustments
Total (2,068,600) (253,000) 0 37,150 (1,137,550)
FTE 37.8 0.0 1.1
(1,353,400) (3,422,000)
38.9
2019 program additions 2019 operating requests 2018 expenditure reductions 2019 provisional
738,200 0
2019 operating requests 2019 expenditure reductions
0
3.9 738,200 (2,683,800)
42.8
Unfunded 2019 requests
Total unfunded requests for 2019
0.0 0 0
0.0
PAGE 270
2019 FINANCIAL PLAN
Comparison of
and
CITY OF KELOWNA
operating revenues and expenditures 2018 Revised Budget
Revenues Water Quality ‐ Water Domestic Commercial Beaver Lake Rd Fire line Frontage tax Sale to own municipality Flat rate (misc) Other revenue Interest earned Water debt Water quality Miscellaneous Cost recovery ‐ SEKID Appropriations from reserve Utilities ‐ Water Water utilities network Flat rate (misc) Hydrant rentals Pumpstations ‐ Water Water Quality & Customer Care ‐ Water Utilities Planning ‐ Water Expenditures Water Quality ‐ Water Water operations Water quality Water debt Contribution to reserve Utilities ‐ Water Utilities water Water utilities network Pumpstations Water Utilities Planning ‐ Water Water Quality & Customer Care ‐ Water Water Construction Net operating Capital Expenditures Transfer to general capital fund From general utility revenue Capital ‐ other funding sources Surplus/(Deficit) Projected accumulated surplus *
Variance
2019 Provisional
7,489,496 2,217,586 23,416 35,751 1,433,797 257,255 1,000
560,000 190,390 0 0 25,300 0 0
8,049,496 2,407,976 23,416 35,751 1,459,097 257,255 1,000
37,500 28,597 2,170,800 87,500 0 860,110 14,642,808
0 0 0 0 395,700 (790,830) 380,560
37,500 28,597 2,170,800 87,500 395,700 69,280 15,023,368
134,725 5,000 81,551 221,276
11,700 (5,000) 0 6,700
146,425 0 81,551 227,976
2,500 21,500 204,710 15,092,794
0 22,300 (204,710) 204,850
2,500 43,800 0 15,297,644
2,422,680 5,000 805,426 2,265,080 5,498,186
(337,102) 90,000 0 0 (247,102)
2,085,578 95,000 805,426 2,265,080 5,251,084
53,255 984,504 1,037,759 2,772,456 312,678 480,471 830,949 10,932,499 4,160,295
0 90 90 350,390 13,590 206,000 100,000 422,968 (218,118)
53,255 984,594 1,037,849 3,122,846 326,268 686,471 930,949 11,355,467 3,942,177
(402,390) 615,200 (58,960,600) (833,318) 1,258,377
414,800 2,683,800 606,700 1,258,377 16,832,857
817,190 2,068,600 59,567,300 2,091,695 15,574,480
*
Amount is included in Water Operations Expenditures.
PAGE 271
2019 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations - Water Fund Water Utility Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 7.9 21.7
Actual 2017
Revised 2018
Provisional 2019
0 ( 1,760,595) ( 12,039,193) ( 665,954)
0 ( 1,743,065) ( 12,045,284) ( 308,905)
0 ( 1,768,365) ( 12,795,674) ( 337,905)
0 0 ( 378,939) _____________ ( 14,844,681)
0 0 ( 995,540) _____________ ( 15,092,794)
0 0 ( 395,700) _____________ ( 15,297,644)
2,425,051 482,118 2,495,464 356,286 471,697 333,490 1,331,732
2,767,299 365,974 2,593,727 447,965 471,940 333,486 1,756,308
3,172,229 484,298 2,837,583 447,970 471,940 333,486 1,412,161
5,440 0 3,033,732 _____________ 10,935,010
0 0 4,287,495 _____________ 13,024,194
0 0 3,454,177 _____________ 12,613,844
( 3,909,671)
( 2,068,600)
( 2,683,800)
6,541,088 ( 4,514,618) _____________ 2,026,470 _____________ ( 1,883,201)
61,635,900 ( 59,567,300) _____________ 2,068,600 _____________ 0
3,290,500 ( 606,700) _____________ 2,683,800 _____________ 0
Actual 2017 8.7 20.6
Revised 2018 10.6 27.2
Provisional 2019 11.3 31.5
PAGE 272
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - Water Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
275 *Dam Safety Reviews
50,000
(50,000)
0
0
0
0
OG
275 Mechanical Equipment Replacement - Water 276 Water Treatment Chemicals Budget Increase 276 Safe Work Procedures Support Water 277 Flood Proofing - Poplar Point Pump Station 277 Water Modeling Software Upgrades
30,000
0
0
0
0
(30,000)
OG
45,000
0
0
0
0
(45,000)
OG
10,000
0
0
0
0
(10,000)
OT
60,000
0
0
0
0
(60,000)
OT
15,000
0
0
0
0
(15,000)
OG
Total Maintain
210,000
0
0
0
(160,000)
Water Maintain
(50,000)
Growth 278 Water Utility Construction Total Growth
OG
100,000
0
0
0
0
(100,000)
100,000
0
0
0
0
(100,000)
358,200
(249,700)
0
0
0
(108,500)
OG
223,000
0
0
0
(200,700)
OG
40,000
(36,000)
0
0
0
(4,000)
OT
50,000
(40,000)
0
0
0
(10,000)
OG
50,000
0
0
0
0
(50,000)
OT
45,000
0
0
0
0
(45,000)
OG
40,000
(20,000)
0
0
0
(20,000)
OT
30,000
0
0
0
0
(30,000)
OT
10,000
0
0
0
0
(10,000)
OG
846,200
(345,700)
0
0
New CAP 482
CAP 505 278 279 279 280 280
*Domestic Water System Expansion (SEKID) Operating Costs and Positions *Water Meter Reading and Servicing Repatriation with Positions *Public Engagement - Agricultural Water Rates *Irrigation Model and Data Management Emergency Response Plan Update - Water Flow Monitoring, Hydrology and Climate Change - Water *Drought Management Plan
281 Waterwise Landscape Material Program 281 Water System Performance Benchmarking with UBCO Total New
(22,300)
(22,300)
(478,200)
Maintain 256 #* Hydrant Maintenance
0
0
0
0
0
0
OG
155 #* Time Series Data Extraction from SCADA
0
0
0
0
0
0
OG
0
0
0
0
0
0
Total Maintain
PAGE 273
Page
2019 FINANCIAL PLAN Description
CITY OF KELOWNA
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
0
0
0
0
0
0
OG
Total Growth
0
0
0
0
0
0
Department Priority 1 Total
1,156,200
(395,700)
0
0
(22,300)
(738,200)
Total Priority 1 Operating
1,156,200
(395,700)
0
0
(22,300)
(738,200)
Growth 158 #* Utility Planning Engineer Position
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
PAGE 274
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Dam Safety Reviews
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to create and maintain a long term dam safety review process for all City owned dams. The incorporation of South East Kelowna Irrigation District (SEKID) assets includes over a dozen dams and related structures that require regular annual inspections and dam safety reviews every 5 to 10 years. The degree of review depends on the risk hazard classification of each dam, which are determined by Provincial regulation. The expectation is for two reviews to be conducted annually and to incorporate the dam safety work already conducted on other dams owned and operated by the City. Any major repairs recommended from these reviews will be covered by other capital budget requests. The dam safety review will be funded from SEKID operating reserves. Corporate Framework: A safe city - Public safety programs 2019 2020 2021
Cost 50,000 50,000 50,000
Reserve (50,000) (50,000) 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Mechanical Equipment Replacement - Water
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 (50,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: A large majority of the mechanical equipment in the water system is greater than 20 years old and is requiring increased maintenance and replacement. Additional budget is requested to maintain this critical infrastructure and minimize service disruptions. 2019 Base Budget: $277,958
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019 2020 2021
Cost 30,000 35,000 40,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (30,000) (35,000) (40,000) PAGE 275
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Water Treatment Chemicals Budget Increase
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This request is to increase the available budget for water treatment chemicals (mainly chlorine) to ensure there is sufficient budget available for the anticipated costs and a price increase expected in 2018/2019. 2019 Base Budget: $27,600
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019 2020 2021
Cost 45,000 45,000 45,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Safe Work Procedures Support - Water
Dev/Com 0 0 0
Revenue 0 0 0
Utility (45,000) (45,000) (45,000) Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: In order to meet WorkSafeBC requirements, budget is requested for consultant support to work with staff to update and create safe work procedures.
Corporate Framework: A well-run City - Passionate public service 2019
Cost 10,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (10,000) PAGE 276
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Flood Proofing - Poplar Point Pump Station
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to enhance the foreshore protection for elevated lake levels at the City of Kelowna's main water intake Poplar Point Pump Station. Rip rap will be increased in height to new flood level elevations and 2017 damage will be repaired.
Corporate Framework: A safe city - Flood protection 2019
Cost 60,000
Reserve 0
Borrow 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Water Modeling Software Upgrades
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (60,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The Utility Planning branch uses specialized software to manage each of its utility services. Budget is requested for annual maintenance and upgrade fees per software product. The models are used for work on the Official Community Plan, development requests and servicing.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 15,000 15,000 15,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (15,000) (15,000) (15,000) PAGE 277
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Water Utility Construction
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The City's surge in development and aging water infrastructure has generated an increase in required maintenance and emergency water repairs. This has resulted in a higher demand for internal equipment and staff time from various departments. When emergency repairs are required, it is typical that responding staff work over-time or double-time to ensure that the repairs are completed quickly. The budget request will more accurately reflect current expenditures. 2019 Base Budget: $47,843
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019 2020 2021
Cost 100,000 100,000 100,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Public Engagement - Agricultural Water Rates
Dev/Com 0 0 0
Revenue 0 0 0
Utility (100,000) (100,000) (100,000) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: With the integration of the South East Kelowna Irrigation District (SEKID) and the City's goal of having one water system, budget is requested to undertake a community engagement process to help develop a water pricing policy for agriculture and irrigation water and finalize a proposed water rate structure for agriculture / irrigation water. After further technical work by Utilities planning, this budget will also include work to engage the community on developing an irrigation water allocation and development process. This work will establish policies that are required prior to 2021 but are intended to be able to be carried through any future Irrigation District amalgamations.
Corporate Framework: A well-run City - Responsive customer service 2019
Cost 40,000
Reserve (36,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (4,000) PAGE 278
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Irrigation Model and Data Management
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for irrigation data management as decisions and licenses require annual measurements and data compilation. The results are used to address water consumption, operational issues and calibration information for long term irrigation modeling. The project information will help generate the City's Drought Management Plan, Water Conservation Plan and the irrigation water rate structure. The work will include an update of the Irrigation Model and Geographic Information Systems. A portion of the irrigation modeling will be funded from South East Kelowna Irrigation District (SEKID) operating reserve.
Corporate Framework: A clean healthy environment - Water conservation 2019 2020 2021
Cost 50,000 20,000 20,000
Reserve (40,000) (18,000) 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Emergency Response Plan Update - Water
Dev/Com 0 0 0
Revenue 0 0 0
Utility (10,000) (2,000) (20,000) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: The City's Water Utility Emergency Response Plan has not had a significant update since 2015. The Auditor General for Local Government recommended that the City ensure that the Emergency Response Plan is regularly updated and tested and that the Utility complete business continuity planning to ensure continuation of service. Interior Health has also requested that the Utility provide an updated Emergency Response Plan. Budget is requested to hire a consultant to lead utility operations through an emergency plan update and make recommendations on how to test the plan and begin to plan for business continuity.
Corporate Framework: A safe city - Clean drinking water 2019
Cost 50,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (50,000) PAGE 279
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Flow Monitoring, Hydrology and Climate Change - Water
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The City is involved in several initiatives to investigate, analyze and support projects that help mitigate the impacts of flooding, high lake levels and climate change impacts. Budget is requested for the Water portion of support hydrology studies, flow measurement, data acquisition, some closed circuit television (CCTV) requests, and riparian systems necessary to support grant applications for major works and studies for the City. The work also includes the analysis and data required to manage internal requests for drainage design and issues as they arise from the public. There is a separate operating request under a similar name for the Storm Drainage portion of these initiatives.
Corporate Framework: A safe city - Flood protection 2019 2020 2021
Cost 45,000 45,000 45,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Drought Management Plan
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (45,000) (45,000) (45,000) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to upgrade the current drought policies to new drought parameters coordinated through the Okanagan Basin Water Board and the Province. A City of Kelowna Drought Management Plan was a key recommendation from the Water Audit commissioned by the Provincial Auditor General. The Drought Management Plan needs to include the City's irrigation customers. A portion of the Drought Management Plan will be funded from the South East Kelowna Irrigation District (SEKID) operating reserve.
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources 2019
Cost 40,000
Reserve (20,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (20,000) PAGE 280
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Waterwise Landscape Material Program
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for a water conservation rebate program that would incentivize customers to reduce irrigation water usage by 20-30 per cent. Rebate would apply to pre-screened multi-family complexes and single family residences that are committed to remediating poor soil conditions, updating inefficient irrigation systems, and replacing existing high water use landscaping for climate suitable waterwise plant material. Benefits of the program include decreasing seasonal high water consumption, decreased water treatment and energy costs, increased use of Ogogrow product, and provides a practical tool for utility customers to make climate appropriate choices. Matching funds will be requested from the Okanagan Basin Water Board through grants. An evaluation would take place during 2019 to determine if this program should be ongoing. Similar rebate incentives have been successfully implemented in other BC municipalities. This program supports the Connected and Environmentally Responsible vision principle endorsed by the City.
Corporate Framework: A clean healthy environment - Water conservation 2019
Cost 30,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Division: Department:
Civic Operations Utility Services
Title:
Water System Performance Benchmarking with UBCO
Revenue 0
Utility (30,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to enter into an innovative partnership with UBCO engineering and other local water purveyors to develop a long term water benchmarking tool that would facilitate decision-making processes around improving reliability and sustainability of safe drinking water. This program supports the Collaborative Vision principle endorsed by Imagine Kelowna. Funding would be leveraged by UBCO research to obtain additional Natural Sciences and Engineering Research Council of Canada (NSERC) government funding along with participation of other municipal water utilities in the Okanagan valley, would produce a unique reporting tool for the Utility to evaluate the quality and resiliency of our local water supply.
Corporate Framework: A safe city - Clean drinking water 2019 2020 2021
Cost 10,000 10,000 10,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (10,000) (10,000) (10,000) PAGE 281
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2019 Operating Requests Provisional Budget Summary - Water Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
0
0
0
0
0
0
OG
Total Growth
0
0
0
0
0
0
Department Priority 2 Total
0
0
0
0
0
0
Total Priority 2 Operating
0
0
0
0
0
0
Water Growth 169 * Engineer in Training Position
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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Improvement District
Transition PAGE 283
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Improvement district transition budget overview
Improvement District Transition Expenditures 10%
90%
Water Quality
Water Construction
Total = $2.9 M
* Includes Infrastructure Delivery ‐ Water
Net Department expenditures Departments
Actual 2017
Revised 2018
Provisional 2019
Change prior year
Per change
0 0
0 0
0 0
0
0.0%
0 0 0
0 0 0
0 0 0
0 0
0.0% 0.0%
Water 274 Improvement District Transition Net operating expenditures Capital cost centres: Net capital expenditures Total Department net expenditures
Description of operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Departmental adjustments
Total 0 0 0 0 0
7.3 0.0 0.0
0 0
7.3
2019 program additions 2019 operating requests 2018 expenditure reductions 2019 provisional
0
2019 operating requests 2019 expenditure reductions Total unfunded requests for 2019
0
0.0 0 0
7.3
Unfunded 2019 requests 0.0 0 0
0.0
PAGE 285
2019 FINANCIAL PLAN
Comparison of
and
CITY OF KELOWNA
operating revenues and expenditures 2018 Revised Budget
Revenues Water Quality ‐ Water Agricultural Domestic Fire line Other revenue Water quality Miscellaneous Appropriations from reserve Expenditures Water Quality ‐ Water Water operations Water quality Cost allocations ‐ water Contributions to reserve Water Construction Surplus/(Deficit) *
Variance
2019 Provisional
607,550 1,555,760 16,620
0 7,330 (8,200)
607,550 1,563,090 8,420
412,420 36,940 85,000 2,714,290
412,410 2,460 (85,000) 329,000
824,830 39,400 0 3,043,290
1,165,000 31,900 0 1,243,720 2,440,620 273,670 2,714,290 0
(5,030) 0 395,700 (266,470) 124,200 16,750 140,950 188,050
1,159,970 31,900 395,700 977,250 2,564,820 290,420 2,855,240 188,050
*
*
SEKID Operating Surplus Reserve
PAGE 286
2019 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations - Water Fund Improvement District Transition - SEKID Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures
Actual 2017
Revised 2018
Provisional 2019
0 0 0 0
0 0 ( 2,617,490) ( 11,800)
0 0 ( 3,021,290) ( 22,000)
0 0 0 _____________ 0
0 0 ( 85,000) _____________ ( 2,714,290)
0 0 0 _____________ ( 3,043,290)
0 0 0 0 0 0 0
647,520 0 823,050 0 0 0 0
692,950 0 789,340 0 0 0 0
0 0 0 _____________ 0
0 0 1,243,720 _____________ 2,714,290
0 0 1,561,000 _____________ 3,043,290
0
0
0
0 0 _____________ 0 _____________ 0
0 0 _____________ 0 _____________ 0
0 0 _____________ 0 _____________ 0
Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 0 0
Actual 2017 0 0
Revised 2018 3.0 4.3
Provisional 2019 3.0 4.3
PAGE 287
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2019 Operating Requests Provisional Budget Summary - Water Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
289 Improvement District Transition (SEKID) - Operations 275 * Dam Safety Reviews
11,720
402,280
0
0
(414,000)
0
OG
0
0
0
0
0
0
OG
Total Maintain
11,720
402,280
0
0
(414,000)
0
0
0
0
0
0
0
OG
0
0
0
0
0
0
OT
0
0
0
0
0
0
OG
0
0
0
0
0
0
OT
0
0
0
0
0
0
Department Priority 1 Total
11,720
402,280
0
0
(414,000)
0
Total Priority 1 Operating
11,720
402,280
0
0
(414,000)
0
Water Improvement District Transition Maintain
New CAP 483 * Domestic Water System Expansion (SEKID) Operating Costs and Positions 278 * Public Engagement - Agricultural Water Rates 279 * Irrigation Model and Data Management 280 * Drought Management Plan Total New
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Improvement District Transition (SEKID) - Operations
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This budget request is to adjust the South East Kelowna Irrigation District Revenue and Expenses to reflect new operating income and to make changes that eliminate redundancies and bring operations more inline with City operational standards. 2019 Base Budget for Expenses: $(1,470,570) 2019 Base Budget for Revenues: $(2,714,290)
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 11,720 11,720 11,720
Reserve 402,280 402,280 402,280
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (414,000) (414,000) (414,000)
Utility 0 0 0
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Wastewater PAGE 291
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Wastewater utility ‐ Performance measures Program outputs Sewer pipes cleaned (km) # of blocked mains # of blocked services Length of pipe closed‐circuit TV (CCTV) inspected (km) Million cubic metres of wastewater effluent # of temporary discharge permits issued Program outcomes # of blocked sewers / 100km of sewer length (system Sewer length cleaned Length of pipe CCTV inspected # of blocked service connections / 1000 service Annual average effluent total nitrogen (mg/l) – Permit Total phosphorous removed by Wastewater Treatment Efficiency measures Electrical energy consumed by collection system (kWh/ Electrical energy consumed at WWTF (kWh/Million liters Customer satisfaction # of odour complaints WWTF # of odour complaints Tradewaste Treatment Facility
Actual
Estimated
Proposed
136 11 99 62 13,163 19
208 15 105 45 14,000 20
200 15 110 65 14,000 20
1.9 23% 11% 4 4.97 97.42%
2.5 35% 8% 4 5.0 97.0%
2.5 33% 11% 4 5.0 97.0%
0.15 803
0.15 800
0.16 800
0 1
0 1
0 0
Budget overview
Wastewater Fund Expenditures 3%
37%
Wastewater Collection WQ & CC Wastewater Utility Planning ‐ Wastewater
2%
1% 1%
56%
Wastewater Treatment Wastewater Construction Infrastructure Delivery ‐ Wastewater Total = $18.5 M
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Net Department expenditures
Operating cost centres: Wastewater 194 Wastewater Collection 195 Wastewater Treatment 236 Wastewater Construction * 246 Utility Planning ‐ Wastewater * Infrastructure Delivery ‐ * 263 Wastewater Water Quality & Customer Care ‐ 265 Wastewater Net operating expenditures Capital cost centres: 314 Wastewater Capital Net capital expenditures Total Department net expenditures
Change prior year
Per cent change
482,594 (3,297,400)
(862,400)
35.4%
3,297,400 3,297,400 0
862,400 0
35.4% 0.0%
Actual 2017
Revised 2018
Provisional 2019
(12,330,228) 5,205,949 370,213 69,970
(9,122,467) 5,590,889 370,290 108,718
(10,489,065) 5,948,137 370,290 267,018
57,401
123,626
123,626
370,212 (6,256,483)
493,944 (2,435,000)
4,196,482 4,196,482 (2,060,001)
2,435,000 2,435,000 0
Departments
Description of operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Departmental adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating request 2019 expenditure reductions Total unfunded requests for 2019
Total (2,435,000) (97,000) 0 35,740 (1,349,640)
548,500 0
FTE 42.0 0.0 0.5
(1,410,900) (3,845,900)
42.5 0.5
548,500 (3,297,400)
0
43.0 0.0
0 0
0.0
PAGE 294
2019 FINANCIAL PLAN
Comparison of
and
CITY OF KELOWNA
operating revenues and expenditures 2018 Revised Budget
Revenues Utilities Planning ‐ Wastewater Wastewater Wastewater operations Commercial charges Domestic charges Sewer discharge fees Sewer lift stations operations Sanitary network operations Sewer debt Appropriations from reserve Wastewater Treatment Wastewater treatment facility operations Wastewater treatment ‐ trade operations
Expenditures Utilities Planning ‐ Wastewater Water Quality & Customer Care ‐ Wastewater Infrastructure Delivery ‐ Wastewater Wastewater Wastewater operations Sewer lift stations operations Sanitary network operations Sewer debt Contribution to reserve Wastewater Construction Sanitary installation and repair Wastewater Treatment Wastewater treatment facility operations Wastewater treatment ‐ trade operations
Net operating Capital Expenditures Transfer to general capital fund From general utility revenue Capital ‐ other funding sources Surplus/(Deficit) Projected accumulated surplus
2019 Provisional
Variance
5,090
(5,090)
0
408,348 3,480,380 12,162,100 220,000 11,560 958,915 1,693,727 5,576,755 24,516,875
0 0 500,000 0 0 (958,915) (16,292) (490,000) (970,297)
408,348 3,480,380 12,662,100 220,000 11,560 0 1,677,435 5,086,755 23,546,578
20,000 868,140 888,140 25,405,015
(20,000) 34,400 14,400 (955,897)
0 902,540 902,540 24,449,118
113,808 493,944 123,626
153,210 (11,350) 0
267,018 482,594 123,626
3,633,544 808,365 1,109,625 6,667,933 467,700 12,687,167
(1,857,917) (23,335) 83,240 (506,299) 0 (2,304,311)
1,775,627 785,030 1,192,865 6,161,634 467,700 10,382,856
370,290 370,290
0 0
370,290 370,290
5,610,889 868,140 6,479,029 20,267,864 5,137,151
337,248 34,400 371,648 (1,790,803) 834,906
5,948,137 902,540 6,850,677 18,477,061 5,972,057
(1,493,930) 862,400 1,120,300 (27,494) 2,674,657
40,000 3,297,400 5,174,600 2,674,657 35,898,563
1,533,930 2,435,000 4,054,300 2,702,151 33,223,906
*
* Amounts are included in Wastewater Operations Expenditures.
PAGE 295
*
2019 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations - Wastewater Fund Wastewater Utility Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 9.2 31.6
Actual 2017
Revised 2018
Provisional 2019
0 ( 1,398,181) ( 15,801,266) ( 1,706,501)
0 ( 1,400,908) ( 16,018,096) ( 1,558,228)
0 ( 1,384,616) ( 16,518,096) ( 1,572,628)
0 ( 5,461,365) ( 172,696) _____________ ( 24,540,009)
0 ( 5,461,365) ( 966,418) _____________ ( 25,405,015)
0 ( 5,461,365) ( 2,413) _____________ ( 24,939,118)
3,307,003 618,298 2,904,297 76,140 2,322,563 4,345,363 3,451,709
3,686,000 775,623 3,641,825 48,920 2,322,346 4,345,587 5,095,253
3,779,420 851,627 3,961,656 48,920 2,312,468 4,339,166 3,321,494
156,310 0 1,101,843 _____________ 18,283,526
156,310 0 2,898,151 _____________ 22,970,015
156,310 0 2,870,657 _____________ 21,641,718
( 6,256,483)
( 2,435,000)
( 3,297,400)
5,355,386 ( 1,158,904) _____________ 4,196,482 _____________ ( 2,060,001)
6,489,300 ( 4,054,300) _____________ 2,435,000 _____________ 0
8,472,000 ( 5,174,600) _____________ 3,297,400 _____________ 0
Actual 2017 9.1 32.3
Revised 2018 9.2 32.8
Provisional 2019 9.4 33.6
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2019 Operating Requests Provisional Budget Summary - Wastewater Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
299 Biosolids Hauling Contract Services 299 Mechanical Equipment Replacement - Wastewater 300 Control System Portal Upgrade
70,000
0
0
0
0
(70,000)
OG
30,000
0
0
0
0
(30,000)
OG
5,000
0
0
0
(5,000)
0
OT
300 Wastewater Treatment Energy Savings Projects 301 Safe Work Procedures Support Wastewater 301 Wastewater Modeling Software Upgrades
135,500
0
0
0
0
(135,500)
OG
15,000
0
0
0
0
(15,000)
OT
15,000
0
0
0
0
(15,000)
OG
Total Maintain
270,500
0
0
0
(5,000)
(265,500)
45,500
0
0
0
0
(45,500)
Total Growth
45,500
0
0
0
0
(45,500)
14,000
0
0
0
(4,000)
(10,000)
OT
303 Sewer Lift Station Condition Assessment 303 Wastewater Treatment Effluent Use for Irrigation 304 Sanitary Flow Monitoring
125,000
0
0
0
0
(125,000)
OT
95,000
0
0
0
0
(95,000)
OG
7,500
0
0
0
0
(7,500)
OG
Total New
241,500
0
0
0
(4,000)
(237,500)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Total Growth
0
0
0
0
0
0
234 #* Arc Flash Study - Commonage Facility CAP 506 #* Water Meter Reading and
0
0
0
0
0
0
OT
0
0
0
0
0
0
OG
0
0
0
0
0
0
Wastewater Maintain
Growth 302 Wastewater Treatment I/E Technician Term Position
OG
New 302 Arc Flash Study
Maintain 155 #* Time Series Data Extraction from SCADA Total Maintain
OG
Growth 158 #* Utility Planning Engineer Position
OG
New
Servicing Repatriation Total New
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Page
2019 FINANCIAL PLAN Description
CITY OF KELOWNA
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Department Priority 1 Total
557,500
0
0
0
(9,000)
(548,500)
Total Priority 1 Operating
557,500
0
0
0
(9,000)
(548,500)
Cat
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 FINANCIAL PLAN
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2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Biosolids Hauling Contract Services
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This request is to increase the biosolids hauling service budget to support a new contract that will be awarded in 2019. 2019 Base Budget: $275,708
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019 2020 2021
Cost 70,000 70,000 70,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Mechanical Equipment Replacement - Wastewater
Revenue 0 0 0
Utility (70,000) (70,000) (70,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: A large majority of the mechanical equipment in the wastewater collection system is greater than 20 years old and is requiring increased maintenance and replacement. Additional budget is requested to maintain this critical infrastructure and minimize or eliminate service disruptions. 2019 Base Budget: $92,250
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019 2020 2021
Cost 30,000 35,000 40,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (30,000) (35,000) (40,000) PAGE 299
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Control System Portal Upgrade
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for an updated version of the control system portal. This newer version keeps the control system up to date for technical support and will allow for easier configuration of the Supervisory Control and Data Acquisition (SCADA) system which controls the Brandt's Creek Tradewaste Treatment Facility (TWTF). 2019 Base Budget: $7,500 TWTF costs are funded by industry partners.
Corporate Framework: A well-run City - Performance excellence 2019
Cost 5,000
Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Civic Operations Utility Services
Title:
Wastewater Treatment Energy Savings Projects
Dev/Com 0
Revenue (5,000)
Utility 0 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: As part of the 2018 Wastewater Treatment Energy Review, three pump related projects at the Wastewater Treatment Plant were recommended with a total cost of $135,500 and a total annual energy savings estimated at $34,650 for a simple payback of approximately 4 years. These projects will not only save energy but will improve operational control some facility components.
Corporate Framework: A clean healthy environment - Energy conservation 2019 2020 2021
Cost 135,500 (34,650) (34,650)
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (135,500) 34,650 34,650 PAGE 300
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Safe Work Procedures Support - Wastewater
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: In order to meet WorkSafeBC requirements, budget is requested for consultant support to work with staff to update and create safe work procedures.
Corporate Framework: A well-run City - Passionate public service 2019
Cost 15,000
Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Wastewater Modeling Software Upgrades
Dev/Com 0
Revenue 0
Utility (15,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The Utility Planning branch uses specialized software to manage each of its utility services. Budget is requested for annual maintenance and upgrade fees per software product. The models are used for work on the Official Community Plan, development requests and servicing.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 15,000 15,000 15,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (15,000) (15,000) (15,000) PAGE 301
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Wastewater Treatment I/E Technician Term Position
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The Instrumentation/Electrical (I/E) Technician position provides highly technical and complex electrical and instrumentation support and service to two Wastewater Treatment Facilities, the Landfill Gas System and the Biosolids Composting Facility in Vernon. Currently the department has three Instrumentation/electrical staff. New staff take significant time in learning the specifics of the complex control, electrical and SCADA systems. Budget is requested for a two year term position to allow for training and knowledge transfer to provide for successful succession management. This position will also allow for a seamless transition and aid in the completion of the Wastewater Treatment SCADA project upgrade which is planned for completion in 2020.
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019 2020 2021
Cost 45,500 89,900 0
Reserve 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Arc Flash Study
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (45,500) (89,900) 0 New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for an arc flash study which is now part of the electrical code as a requirement for all electrical installations. An arc flash study is the evaluation of a workplace facility by an electrical safety expert to determine arc flash hazards and risks in relation to electrical systems. The on-site study results in arc flash equipment labeling, fault current and coordination analysis, recommendations for improvements and requirements for proper personal protective equipment. The study will be conducted at the sewer lift stations and the Tradewaste Treatment Facility (TWTF).
Corporate Framework: A well-run City - Performance excellence 2019
Cost 14,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue (4,000)
Utility (10,000) PAGE 302
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Sewer Lift Station Condition Assessment
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: The City owns and operates 32 sewer lift stations that must remain in operation with backup capabilities at all times. Budget is requested to engage a consultant to inspect and review all existing facilities and compare current operational parameters against design expectations. The results of this work will lead to a recommended priority list for repair or full replacement, and assist with long term capital planning. The last assessment was completed in 1998.
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019
Cost 125,000
Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Civic Operations Utility Services
Title:
Wastewater Treatment Effluent Use for Irrigation
Dev/Com 0
Revenue 0
Utility (125,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: The Ministry of Environment has approved the reuse of treated effluent for application as irrigation water to green space. This approval is based on the high quality of the effluent and onsite disinfection of that effluent prior to it being applied as irrigation. Currently the effluent is being used on site at the wastewater facility for pump flush water and hose stations throughout the facility. A review of the existing reuse system was completed to assess the requirements needed to update the system to meet irrigation needs for the wastewater treatment facility green space and potentially expand the reuse to surrounding green space. Budget is requested for replacement of sprinkler heads, updated and additional irrigation controllers and replacement of some piping, which were highlighted as necessary in the review. Total annual energy cost savings is estimated at $9,500. With a project cost of $95,000, simple payback is estimated at 10 years. Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 95,000 (9,500) (9,500)
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (95,000) 9,500 9,500 PAGE 303
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Sanitary Flow Monitoring
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for acquiring key sanitary flow monitoring data that will help gauge important lift station and trunk main capacities. Due to recent and future planned development, these flows are required more frequently for accurately forecasting capital upgrades.
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019 2020 2021
Cost 7,500 7,500 7,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (7,500) (7,500) (7,500)
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2019 Operating Requests Provisional Budget Summary - Wastewater Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
0
0
0
0
0
0
OG
Total Growth
0
0
0
0
0
0
Department Priority 2 Total
0
0
0
0
0
0
Total Priority 2 Operating
0
0
0
0
0
0
Wastewater Growth 169 *# Engineer in Training Position
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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Financial Services PAGE 307
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services The Finance Division provides financial services to Council, City Management and staff through financial management policies that form a framework for the City’s overall fiscal planning, investment and management of City assets and resources. Financial accountability is achieved through reporting, monitoring, and internal control programs managed by the Division. Annual and Provisional Five‐Year Financial Plans and Year‐end Financial Reports and Statements provide key financial information and results to keep taxpayers, residents, business leaders and other interested parties informed on the financial performance and delivery of City programs and services. Financial Services Division also levies and collects property taxes and utility fees, processes accounts payable and accounts receivable, develops and maintains financial systems, invests and safeguards the City’s financial assets, arranges sourcing and acquisition of goods and services and provides customer services such as transit passes, parking ticket and bylaw fee payments. Controller, is responsible for the operations side of Financial Services. This includes all forms of revenue collection with the most significant amount of work around collecting taxation revenue. They are also responsible for administering the permissive tax exemption program, transit, systems and reporting, financial reporting, general ledger, accounts payable and accounts receivable. Financial Planning, is responsible for budget preparation and monitoring, reserve management and projections, debt management, investment portfolio to maximize returns and minimize risk ensuring adequate funding for ongoing City business requirements, utility rate modeling, financial planning, tangible capital asset accounting, financial analysis and decision support. Payroll & Internal Controls, is responsible for preparation and administration of the City’s payroll function and corporate financial compliance. They manage and oversee the corporate financial and system controls to ensure compliance with Generally Accepted Accounting Principles (GAAP), Public Sector Accounting Standards (PSAS), federal and provincial excise tax legislation, City bylaws, policies and procedures as well as best practices. They administer and manage the City’s corporate banking controls and Treasury services ensuring the safekeeping of the City’s financial assets. Purchasing Services provides transparent, fair and effective procurement services and strategies across the organization. The Branch is responsible for the acquisition of materials, goods, equipment and services required by all City departments. Purchasing also manages the City Yards warehouse and inventory that provides materials and supplies to City crews and work groups. Disposal of surplus materials and obsolete items are also managed by this Branch.
Divisional drivers & activities Drivers
One Team approach To provide customer focused service To safeguard the assets of the City To ensure value for citizens always To enable new approaches and innovation To promote a culture of engagement
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Activities A well‐run City
Complete the Financial Services Division Strategic Plan Continue to provide financial support and leadership for the Water Integration Project, which will incorporate South East Kelowna Irrigation District (SEKID) and South Okanagan Mission Irrigation District (SOMID) into the City water system. Phase III of the corporate Financial Plan Budget Software Replacement project will be to assess the information received from the public Request For Information and other municipal inquiries; in order to determine a budget amount for the 020 budget intake. A budget process review to determine what changes can be incorporated over the next couple of years utilizing current budget software in order to reduce low value activities Development of branch key performance indicators (KPI) to seek meaningful KPI’s for Financial Services that demonstrate how effectively the division is achieving key organizational objectives Implementation of new Public Sector Accounting Standards Design and implementation of Unit workflow for accounts payable Update Unit software Accounts receivable process review to ensure the City is following current best practices Design and develop a functional internal controls framework and compliance program GST Contract reviews Flex rollover and Year End valuation process review GST allocation capital purchases Payroll module update Amalgamation and development of Corporate Financial Policies and Guidelines Purchasing card (PCard) integration Unit Promote sustainability themes in procurement that support corporate goals Requisition workflow implementation Continue implementation operational business partners
Divisional performance measures Actual Program outputs # of budget transfers processed # of budget amendments processed # of vouchers processed in Accounts Payable # of payments made through Payroll # of tax payers enrolled in prepayment plan (PAWS) Amount collected monthly on PAWS # of property tax notices mailed % of tax payers who pay prior to the 1st penalty # of property owners deferring taxes Value of property taxes deferred # of customers serviced by City owned water/sewer
114 90 23,759 25,280 9,260 $2.8 M 54,000 95% 1,050 $4.2 M 17,500
Estimated 127 112 25,660 26,300 8,992 $2.9 M 54,850 95% 1,135 $4.4 M 17,694
Proposed 131 111 28,230 26,300 8,900 $3.0M 55,630 95% 1,200 $4.6 M 17,800
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2019 FINANCIAL PLAN
CITY OF KELOWNA
Continued # of households serviced by City curbside collections Program outcomes Consecutive years receiving: The Government Finance Officers Association (GFOA) The GFOA Financial Reporting Award
37,600
38,370
39,000
16 15
17 16
18 17
Budget overview
Division Summary
Per cent of General Fund operating
13%
3%
33% 16%
18%
97% Financial Services
20% Net Operating
General fund operating = $141.9 M
Controller
Financial Planning
Purchasing
Payroll & Internal Controls
Financial Services Total = $4.8 M
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Net Divisional expenditures Departments Operating cost centres: Financial Services 124 Financial Services Payroll & Internal Controls Payroll & Internal 125 Financial Planning 126 Financial Planning 269 Budget Controller 127 Accounting Operations 128 Systems & Reporting 130 Revenue 268 Controller Purchasing 129 Purchasing Net operating expenditure Capital cost centres: Net capital expenditures Total Division net expenditures
Actual 2017
Revised 2018
Provisional 2019
Change prior year
Per cent change
412,685 412,685
535,083 535,083
868,403 868,403
333,320
62.3%
462,138 462,138
597,411 597,411
623,201 623,201
25,790
4.3%
645,391 280,666 926,057
949,755 1,120 950,875
951,889 0 951,889
1,014
0.1%
928,839 15,523 314,774 152,111 1,411,247
918,595 25,400 454,196 159,402 1,557,593
938,995 30,000 454,096 159,402 1,582,493
24,900
1.6%
553,809 553,809 3,765,936
752,273 752,273 4,393,235
794,583 794,583 4,820,569
42,310 427,334
5.6% 9.7%
0 0 3,765,936
0 0 4,393,235
0 0 4,820,569
0 427,334
0.0% 9.7%
Description of operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Divisional adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating request 2019 expenditure reductions Total unfunded requests for 2019
Total 4,393,235 (20,000) 0 128,660 117,074
201,600 0
FTE 60.5 (0.2) 1.7
225,734 4,618,969
62.0 0.5
201,600 4,820,569
0
62.5 0.0
0 0
0.0
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Financial Services - General Fund Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 49.5 3.5
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 565,829) ( 1,453,059)
0 0 ( 526,551) ( 1,096,732)
0 0 ( 531,101) ( 1,130,142)
0 0 ( 75,313) _____________ ( 2,094,201)
0 0 ( 377,290) _____________ ( 2,000,573)
0 0 ( 80,000) _____________ ( 1,741,243)
4,027,490 5,004 270,399 1,086,894 0 0 0
5,338,334 5,980 777,824 271,670 0 0 0
5,443,033 5,880 706,768 380,670 0 0 0
0 0 470,350 _____________ 5,860,137
0 0 0 _____________ 6,393,808
0 0 25,461 _____________ 6,561,812
3,765,936
4,393,235
4,820,569
0 0 _____________ 0 _____________ 3,765,936
0 0 _____________ 0 _____________ 4,393,235
0 0 _____________ 0 _____________ 4,820,569
Actual 2017 42.4 7.5
Revised 2018 57.0 3.5
Provisional 2019 59.0 3.5
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2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
75,000
0
0
0
0
0
(75,000) OG
315 Unit 4 Business World Approval Workflow 316 Financial Analyst Position Infrastructure 316 Corporate Purchasing Card Program
80,000
(80,000)
0
0
0
0
0 OT
51,600
0
0
0
0
0
(51,600) OG
30,000
0
0
0
0
0
(30,000) OT
Total Maintain
236,600
(80,000)
0
0
0
0
317 Procurement Support Software Subscriptions 317 CaseWare Software Support Service and Licenses CAP 506 #* Water Meter Reading and Servicing Repatriation
25,000
0
0
0
0
0
(25,000) OG
20,000
0
0
0
0
0
(20,000) OG
0
0
0
0
0
0
0 OG
Total New
45,000
0
0
0
0
0
(45,000)
Division Priority 1 Total
281,600
(80,000)
0
0
0
0
(201,600)
Total Priority 1 Operating
281,600
(80,000)
0
0
0
0
(201,600)
Financial Services Division Maintain 315
Contract Services
(156,600)
New
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Contract Services
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for value for money audits which will provide objective, professional and systematic examinations of systems, procedures and programs. Additionally, budget is requested to secure professional services such as technical accounting advice, reporting and various related project work.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 75,000 75,000 75,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Financial Services Purchasing
Title:
Unit 4 Business World Approval Workflow
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (75,000) (75,000) (75,000) Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: The City's financial software has the ability to automatically request approvals for order and invoice payments, however it has never been set up. Currently approvals are completed by attaching a picture of the Unit4 requisition to an email for orders or physically circulating copies of invoices for signatures through an in-house mail system. Budget is requested to implement electronic workflow to create more efficient processes, enable a more robust audit trail and to expedite processing.
Corporate Framework: A well-run City - Strong financial management 2019
Cost 80,000
Reserve (80,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 315
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Financial Analyst Position - Infrastructure
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The centralization of key financial positions serving the City's large business units will improve the City's control framework, reduce risk, provide professional oversight and scrutiny of spending decisions and financial stewardship. A Professional Accountant will be a dedicated business partner to Infrastructure.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 51,600 101,900 101,900
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Financial Services Purchasing
Title:
Corporate Purchasing Card Program
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (51,600) (101,900) (101,900) Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Additional budget is requested for the Corporate Purchasing Card Program to create stronger controls and greater integration resulting in increased efficiencies . The original budget for this project was $20,000. Program deliverables are electronic process for reconciliation of monthly statements and approvals, electronic workflow and a spend analysis of card purchases creating stronger controls and greater integration resulting in increased efficiencies.
Corporate Framework: A well-run City - Performance excellence 2019
Cost 30,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 316
Taxation (30,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Financial Services Purchasing
Title:
Procurement Support Software Subscriptions
New
Priority: 1
ON-GOING PROVISIONAL
Justification: To increase capacity of Purchasing to support the corporation with public procurement, the City trialed an online bidding and evaluation platform in 2016 and 2017. The trial has proven to be well received and adopted. Budget is requested for ongoing funding to cover subscription rates for the application. In addition to the Bidding and Evaluation module ($20k), the Vendor Performance module ($5k) will also be implemented.
Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 25,000 25,000 25,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Financial Services Financial Services
Title:
CaseWare Software Support Service and Licenses
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,000) (25,000) (25,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for five annual user licenses, eight working paper licenses and annual maintenance costs for the CaseWare software that was implementated in 2018. This software is used by Financial Services to assist with financial reporting. The aftercare maintenance costs supporting the system's functionality will commence on January 1, 2019.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 20,000 20,000 20,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 317
Taxation (20,000) (20,000) (20,000)
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Debt & Other PAGE 319
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2019 FINANCIAL PLAN
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Debt & Other budget overview
Per cent of General Fund operating 8%
92% Debt & Other
Net Operating
General fund operating = $141.9 M
Net Department expenditure Actual 2017
Revised 2018
Provisional 2019
Change prior
Per change
8,563,006 8,563,006
5,036,064 5,036,064
10,748,571 10,748,571
5,712,507
113.4%
0 0 8,563,006
0 0 5,036,064
0 0 10,748,571
0 5,712,507
0.0% 113.4%
Department Operating cost centres: Debt & Other 205 Net operating expenditure Capital cost centres:
Debt & Other
Net capital expenditures Total Department net expenditures
Description of operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Departmental adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating requests 2019 expenditure reductions Total unfunded requests for 2019
Total 5,036,064 9,600 0 0 239,607
5,463,300 0
FTE 0.0 0.0 0.0
249,207 5,285,271
0.0 0.0
5,463,300 10,748,571
0
0.0 0.0
0 0
0.0
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Financial Services - General Fund Debt & Other Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 0 0
Actual 2017
Revised 2018
Provisional 2019
( 156,027) ( 34,867) ( 6,771,720) ( 9,092,099)
( 3,736) ( 34,867) ( 6,491,287) ( 9,256,767)
( 3,732) ( 34,867) ( 329,341) ( 9,310,564)
( 1,151,537) ( 1,401,826) ( 432,177) _____________ ( 19,040,253)
( 1,157,649) ( 2,055,696) ( 250,000) _____________ ( 19,250,002)
( 1,157,646) ( 653,870) ( 604,600) _____________ ( 12,094,620)
( 134,584) 0 6,508,268 46,656 3,767,028 4,305,937 136,197
( 1,064,325) 0 6,606,317 0 3,372,925 5,151,507 188,000
( 1,064,325) 0 409,851 0 2,730,914 4,338,653 213,000
8,159,177 0 4,814,580 _____________ 27,603,259
7,632,666 0 2,398,976 _____________ 24,286,066
10,232,666 0 5,982,432 _____________ 22,843,191
8,563,006
5,036,064
10,748,571
0 0 _____________ 0 _____________ 8,563,006
0 0 _____________ 0 _____________ 5,036,064
0 0 _____________ 0 _____________ 10,748,571
Actual 2017 0 0
Revised 2018 0 0
Provisional 2019 0 0
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2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Financial Services Division Debt & Other Maintain 324
Employer Health Tax
704,600
(504,600)
0
0
0
0
(200,000) OG
324
Other Working Capital
2,663,300
0
0
0
0
0
(2,663,300) OG
3,367,900
(504,600)
0
0
0
0
(2,863,300)
CAP 446 #Gordon 1 DCC (Frost - South Perimeter), Road Repayment 325 Infrastructure Levy
0
0
0
0
0
0
0 OG
0
2,600,000
0
0
0
0
(2,600,000) OG
CAP 446 #South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road Repayment
0
0
0
0
0
0
0 OG
0
2,600,000
0
0
0
0
25,000
0
0
0
(25,000)
0
0 OG
Total Growth
25,000
0
0
0
(25,000)
0
0
Division Priority 1 Total
3,392,900
2,095,400
0
0
(25,000)
0
(5,463,300)
Total Priority 1 Operating
3,392,900
2,095,400
0
0
(25,000)
0
(5,463,300)
Total Maintain New
Total New
(2,600,000)
Growth 138
* Legal Expense and Review
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Employer Health Tax
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The BC Provincial Government announced the Medical Services Premiums (MSP) will be phased out and replaced with an Employer's Health Tax (EHT) by 2020. This new EHT is estimated to increase payroll expenditures by $230,000. Budget is requested to fund 87 per cent or $200,000 of the increase from taxation with the remaining balance funded through self funding areas.
Corporate Framework: A well-run City - Strong financial management Cost 704,600 200,000 200,000
2019 2020 2021
Reserve (504,600) 0 0
Division: Department:
Financial Services Financial Services
Title:
Other Working Capital
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (200,000) (200,000) (200,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This request is to provide for contracts and other requirements that have been negotiated or are not resolved at the time the budget is prepared, but will become due during 2019.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 2,663,300 2,663,300 2,663,300
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility Taxation 0 (2,663,300) 0 (2,663,300) 0 (2,663,300) PAGE 324
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Infrastructure Levy
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The City of Kelowna is one of the fastest growing communities in Canada with the population expected to surpass 150,000 in the next 10 years, placing a significant demand on the City's infrastructure needs. Based on the Council endorsed 10-Year Capital Plan (2018 to 2027), the general fund requires $1.05B in infrastructure investment to renew existing assets, accommodate growth and improve services. Funding is forecasted to be $573M leaving the City with a $477M infrastructure deficit for the 10-years. Budget is requested to reduce this deficit starting with $2.6M in 2019 then $5.2M thereafter. This ongoing contribution towards the Capital program deficit would total $44.2M by 2027.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 0 0 0
Reserve 2,600,000 5,200,000 5,200,000
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility Taxation 0 (2,600,000) 0 (5,200,000) 0 (5,200,000)
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General Revenues budget overview
2019 General Revenues Franchise fee 11% Fed./Prov. contributions 18% Interest & penalties 51%
Taxes ‐ private utilities 20% Total = $11.3 M
Net Department expenditures Actual 2017
Revised 2018
Provisional 2019
Change prior year
Percent change
(139,208,752) (139,208,752)
(145,887,965) (145,887,965)
(153,052,350) (153,052,350)
(7,164,385)
4.9%
0 0 (139,208,752)
0 0 (145,887,965)
0 0 (153,052,350)
0 (7,164,385)
0.0% 4.9%
Departments Operating cost centres: Revenue & Fees 206 Revenue & Fees Net operating expenditure Capital cost centres: Net capital expenditures Total Department net expenditures
Description of operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Departmental adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating requests 2019 expenditure reductions Total unfunded requests
Total (145,887,965) 0 0 0 (6,892,085)
(272,300) 0
FTE 0.0 0.0 0.0
(6,892,085) (152,780,050)
0.0 0.0
(272,300) (153,052,350)
0
0.0 0.0
0 0
0.0
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2019 FINANCIAL PLAN
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Financial Services - General Fund General Revenues Revenues/Expenditures by Category Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 0 0
Actual 2017
Revised 2018
Provisional 2019
(129,553,997) 0 ( 2,830,829) ( 10,056,557)
(135,776,594) 0 ( 3,716,500) ( 5,844,791)
(144,369,848) 0 ( 2,258,350) ( 5,874,072)
0 0 ( 1,601,158) _____________ (144,042,541)
0 0 ( 1,650,000) _____________ (146,987,885)
0 0 ( 1,650,000) _____________ (154,152,270)
0 0 2,966,021 0 37,712 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
385,000 0 1,445,056 _____________ 4,833,789
0 0 1,099,920 _____________ 1,099,920
0 0 1,099,920 _____________ 1,099,920
(139,208,752)
(145,887,965)
(153,052,350)
0 0 _____________ 0 _____________ (139,208,752)
0 0 _____________ 0 _____________ (145,887,965)
0 0 _____________ 0 _____________ (153,052,350)
Actual 2017 0 0
Revised 2018 0 0
Provisional 2019 0 0
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2019 FINANCIAL PLAN
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2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
General Revenue Adjustments
0
0
0
0
(272,300)
0
272,300 OG
Total Growth
0
0
0
0
(272,300)
0
272,300
Division Priority 1 Total
0
0
0
0
(272,300)
0
272,300
Total Priority 1 Operating
0
0
0
0
(272,300)
0
272,300
Financial Services Division Revenue & Fees Growth 332
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
General Revenue Adjustments
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: This request is to adjust General Revenue budgets to reflect actual experience for the following revenues: -1% in lieu of property taxes received from Utility companies based on 2017 gross revenues within the City of Kelowna boundaries. Increase of $172,000. -Grants in Lieu of Taxes received from other levels of government - Federal, Provincial and Municipal Rate BC Building Corp. Increase of $51,900 -Penalties and Interest revenue on Utilities and Property Taxes. Increase of $60,000 -Traffic Fine revenue. Decrease of $11,600
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 0 0 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (272,300) (272,300) (272,300)
Utility 0 0 0
PAGE 332
Taxation 272,300 272,300 272,300
2019 FINANCIAL PLAN
CITY OF KELOWNA
Human Resources PAGE 333
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Human Resources The Human Resources (HR) Division ensures the City has the necessary talent, leadership and workplace culture for the organization to achieve its goals. Recruiting passionate public servants and helping them flourish and grow professionally in a safe, diverse and inclusive work environment is the mission of this division. Risk Management & Safety is responsible for the development, implementation, coordination and administration of the City’s risk management programs and safety management system. Risk Management minimizes the City’s loss exposure through programs and insurance and manages third‐party claims against the City. The Occupational Health & Safety Branch also coordinates employee safety programs and policies as part of the Safety system. This unit is an integral part of the City’s security, maintaining a secure environment for staff, public and assets, including the oversight of the security cameras. Compensation & Benefits is responsible for total compensation, benefit administration, disability management and return to work programs, as well as other employee support programs such as the Employee and Family Assistance and Wellness programs. From smoking cessation to mental and physical fitness programs, the City’s Wellness Program encourages staff to choose positive, active lifestyles that support high productivity levels and a healthy work‐life balance. This branch is also responsible for maintaining human resource information systems. Community & Corporate Human Resource Services helps divisions and departments with recruitment, labour and employee relations. This branch is the primary contact for all internal human resource matters as well as for applicants, community educational institutions and various community employment agencies interested in City of Kelowna careers. In addition to recruitment and labour services, they partner with line managers on succession planning, training, career development, change management and other corporate development initiatives such as the "BEST" awards for employees demonstrating outstanding Balance, Excellence, Service and Teamwork. HR Programs and Systems develops and maintains corporate‐wide talent management programs. From succession plans to learning and development strategies, the branch is building a high performing, accountable workforce committed to the City’s vision and adaptable to new challenges. Key initiatives include career, management and leadership development, supporting performance management programs and change management. The Branch also oversees human resource performance metrics, employee community involvement and recognition programs.
Divisional drivers & activities Drivers
To protect the well‐being of staff, contractors and citizens To attract, select, develop and retain employees to meet organizational goals, which includes workforce planning, recruitment, selection, corporate on‐boarding, training & development, leadership development, employee performance and succession planning
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To promote employee engagement through effective employee and labour relations practices, which includes employee retention, engagement, labour relations, employee brand, wellness, recognition, disability management, investigations, conflict resolution and employee communications To promote an employee value proposition that supports the City’s talent management needs, which includes pension, benefits, compensation and classification To maintain leading human resources information systems that meet the analytic and administrative needs of the organization
Activities A well‐run City
CUPE Collective Bargaining Finalize & implement -5 year HR Strategic Plan Electronic Union performance reviews Finalize and implement the City of Kelowna Disability Management Program Implement a City of Kelowna University ‐ Certification program Employee Engagement Survey Task inventories developed for each position to outline operational risk assessments and safety procedures
A safe city
Development of corporate security priorities Risk assessment and safe work procedures reviewed and expanded for Pump Operations, Landfill and other operating areas Expanded occupational first aid services to include Police Services at RCMP building Support Recreation & Culture in developing Lock Down procedures Employee Family Assistance Wellness Program Request for Proposal (RFP) selection
Divisional performance measures Program outputs # of vacant positions filled # of WorkSafe BC claims processed # of transition Return to Work placements (CUPE) # of service awards presented Total third party claims/incidents managed Program outcomes % merit rating discount for WorkSafe BC Claims Total absences per employee (average) Efficiency measures Average # of days to post permanent positions Average # of days to fill an internal vacancy Average # of days to fill an external vacancy Cost of Risk per Capita # of work days lost to work related injuries Customer satisfaction % match between employees hired and preferred job % of staff turnover – full time Linkedin followers E‐Subscribers to the career page on kelowna.ca
Actual
Estimated
Proposed
313 49 31 157 152
290 60 30 173 180
320 60 35 160 160
19.8% 2.15
10.5% 2.0
15.0% 2.10
17.3 25.5 56.6 $10.83 744
17.0 25.0 55.0 $10.83 600
16.0 25.0 55.0 $11.47 500
95% 6.7% 3,200 9,500
97% 6.5% 3,900 9,000
97% 6.5% 3,900 9,000
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Continued Innovation & learning # of employees participating in corporate training # of individual employee posted training opportunity
320 16
500 15
440 15
Budget overview
Per cent of General Fund operating 17%
Division Summary 2%
2%
2%
1% 1%
9%
83% 83% Human Resources
Net Operating
General fund operating = $141.9 M General fund operating = $134.5 million
Fire Department
Risk Management
Compensation & Benefits
HR Programs & Systems
Corporate HR Services
Human Resources
Community HR Services
Total = $23.7 M
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Net Divisional expenditures Actual 2017
Revised 2018
Provisiona 2019
Change prior
Per cent change
386,300 386,300
356,311 356,311
368,021 368,021
11,710
3.3%
380,183 380,183
399,726 399,726
410,826 410,826
11,100
2.8%
257,421 257,421
289,724 289,724
289,724 289,724
0
0.0%
471,760 471,760
415,270 415,270
421,170 421,170
5,900
1.4%
429,150 429,150
443,986 443,986
478,806 478,806
34,820
7.8%
1,931,677 1,931,677
1,966,382 1,966,382
2,115,762 2,115,762
149,380
7.6%
Net operating expenditures
176,318 14,453,784 415,775 488,132 2,394,673 17,928,682 21,785,173
239,909 15,841,94 518,094 0 2,473,386 19,073,33 22,944,73
245,929 16,514,27 287,620 0 2,559,329 19,607,15 23,691,46
533,820 746,730
2.8% 3.3%
Capital cost centres: 311 Fire Capital Net capital expenditures Total Division net expenditures
0 0 21,785,173
962,000 962,000 23,906,73
0 0 23,691,46
(962,000 (215,270
(100.0% (0.9%)
Departments Operating cost centres: Human Resources 139 Human Resources Corporate HR Services 140 Corporate HR Services Community HR Services 141 Community HR Services HR Programs & Systems 143 HR Programs & Systems Compensation & Benefits 249 Compensation & Benefits Risk Management 132 Fire Department 133 134 135 136 137
Risk Management
Fire Department Fire Operations Fire Communications & EOC Operations & Hydrants Fire Admin, Training & Fire
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Description of operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Divisional adjustments
Total 22,944,732 (5,500) 0 55,850 375,780
(0.4) 3.0 426,130 23,370,862
2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional
320,600 0
FTE 149.7
152.3 7.3
320,600 23,691,462
159.6
Unfunded 2019 requests 2019 operating request 2019 expenditure reductions Total unfunded requests for 2019
45,300
0.5 45,300 45,300
0.5
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Human Resources - General Fund Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 135.5 4.0
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 4,041,552) ( 293,423)
0 0 ( 2,005,703) ( 263,486)
0 0 ( 2,469,813) ( 263,626)
0 0 ( 302,830) _____________ ( 4,637,805)
0 0 ( 229,410) _____________ ( 2,498,599)
0 0 0 _____________ ( 2,733,439)
19,636,413 565,083 4,508,136 380,778 0 0 130,744
20,059,894 124,576 3,848,692 208,584 0 0 127,845
20,916,534 124,776 3,966,722 208,584 0 0 134,545
700,000 0 501,824 _____________ 26,422,978
800,000 0 273,740 _____________ 25,443,331
800,000 0 273,740 _____________ 26,424,901
21,785,173
22,944,732
23,691,462
2,228,562 ( 2,228,562) _____________ 0 _____________ 21,785,173
1,673,990 ( 711,990) _____________ 962,000 _____________ 23,906,732
1,026,900 ( 1,026,900) _____________ 0 _____________ 23,691,462
Actual 2017 135.7 7.9
Revised 2018 145.2 4.5
Provisional 2019 153.7 5.9
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2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
82,600
0
0
0
0
0
(82,600) OG
82,600
0
0
0
0
0
(82,600)
35,600
0
0
0
0
0
(35,600) OG
35,600
0
0
0
0
0
(35,600)
50,200
0
0
0
0
0
(50,200) OG
11,100
0
0
0
0
0
(11,100) OG
Total New
61,300
0
0
0
0
0
(61,300)
Division Priority 1 Total
179,500
0
0
0
0
0
(179,500)
Total Priority 1 Operating
179,500
0
0
0
0
0
(179,500)
Human Resources Division Maintain 342
Insurance & Deductible Expense Total Maintain
Growth 342 Disability and Benefits Coordinator Position Total Growth New 343 Security & Business Continuity Manager Position 343 General Duties Assistant Position
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
Human Resources Risk Management
Title:
Insurance & Deductible Expense
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Self-insured losses and insurance deductible expenses have steadily risen and for the past five years this area has been underfunded. These costs vary from year to year and can be difficult to predict, staff have monitored the trend and identified the need to increase the on-going budget by $82,600 which represents a 6% increase. 2019 Base Budget: $1,377,040
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 82,600 82,600 82,600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources Compensation & Benefits
Title:
Disability and Benefits Coordinator Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (82,600) (82,600) (82,600) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to increase the hours of a part-time Disability and Benefits Coordinator to full-time. The current coordinator has worked three days a week over the past two years, but full-time is now required due to an increase in the number, duration and complexity of the City's WorkSafe and Disability claims. The increase in claims and claims duration is having an impact on the City's Worksafe premiums and benefit expenses as well as additional costs for lost productivity and replacement employees. This request will help manage these claims and reduce costs through early intervention. In 2017, two consultants working on Disability and Worksafe claims both identified the need for a full-time Disability and Benefits Coordinator.
Corporate Framework: A well-run City - Responsive customer service 2019 2020 2021
Cost 35,600 35,600 35,600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 342
Taxation (35,600) (35,600) (35,600)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Human Resources Risk Management
Title:
Security & Business Continuity Manager Position
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Each year the City spends $1.4 million directly on security contractors, camera operations and alarm services. Indirectly, over 30 staff spend between 5 - 50 per cent of their job duties on tasks related to security functions. As the city grows, so does the number and complexity of corporate security threats. Community security needs are also changing and will benefit from better coordination between security resources used in City parks, transit exchanges, facility grounds and in problem areas. Budget is requested for a Security and Business Continuity Manager position. This function will also lead corporate emergency preparedness and business continuity planning.
Corporate Framework: A safe city - Maintaining order 2019 2020 2021
Cost 50,200 97,500 97,500
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Human Resources Corporate HR Services
Title:
General Duties Assistant Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (50,200) (97,500) (97,500) New
Priority: 1
ON-GOING PROVISIONAL
Justification: A General Duties Assistant helps with a wide variety of general maintenance duties and conducts regular, daily inspections of City Hall for damages, garbage and overall cleanliness of City Hall property. Budget is requested to create a part-time (15 hours per week, three hours per day) position for City Hall, as a job opportunity specifically for a person with a learning or cognitive disability.
Corporate Framework: A well-run City - Pioneering leadership 2019 2020 2021
Cost 11,100 14,800 14,800
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 343
Taxation (11,100) (14,800) (14,800)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
345 Learning Management Software and HR Training Coordinator Position
45,300
0
0
0
0
0
(45,300) OG
Total New
45,300
0
0
0
0
0
(45,300)
Division Priority 2 Total
45,300
0
0
0
0
0
(45,300)
Total Priority 2 Operating
45,300
0
0
0
0
0
(45,300)
Human Resources Division New
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
Human Resources HR Programs & Systems
Title:
Learning Management Software and HR Training Coordinator Position
New
Priority: 2
ON-GOING PROVISIONAL
Justification: As the City becomes more complex, there is an increased need to provide a wider variety of skills and procedural based training to a larger variety of City positions in a just-in-time format. Budget is requested for a Learning Management System (LMS) that allows for training to be developed and delivered in an online format to meet critical corporate training needs such as cyber security, code of conduct and other internal policy training. An LMS system will also give the ability to move existing corporate training to an online format which will result in future cost savings. The cost breakdown is based on a one time project fee of $5,000 and 1/2 year annual licensing fee of $10,000 in 2019 with a $20,000 annual licensing fee going forward. To oversee the maintenance of the Learning Management system, an HR Training Coordinator position is included in this request. This position will take a lead role in online content and assessment development. Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 45,300 93,500 93,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
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Taxation (45,300) (93,500) (93,500)
2019 FINANCIAL PLAN
CITY OF KELOWNA
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Fire Department The Kelowna Fire Department (KFD) has 13 full time personnel and paid on call members operating out of seven fire stations located strategically throughout the city. Each station has a full complement of modern, up‐to‐date vehicles and equipment. In the department responded to , incidents ranging from structural fires, vehicle fires, alarms, motor vehicle incidents, technical rescue, hazardous material incidents and first medical responses. Communications & Emergency Program provides fire dispatch services to over fire departments from the Regional Districts of Central Okanagan, Okanagan Similkameen, Kootenay Boundary, Central Kootenay, and East Kootenay with the addition of the City of Vernon and the Okanagan Indian Band in the fall of . This branch also administers the Emergency Program for Central Okanagan, activated to support any community requiring support for major incidents. In , the program was activated for well over days to deal with the extraordinary season of both flooding and wildfire events. Administration, Training & Fire Prevention provides fire inspection services, fire investigations and enforcement of the Fire Services Act and the BC Fire Code. They also provide numerous public education opportunities, working with local schools and community groups through the year. The Training Branch ensures all members of KFD meet required standards, building capacity for all members from recruit training up to our Fire Officer program. Fire Operations is responsible for fire suppression, first medical response, auto extrication, technical rescue (low embankment, high angle, tower crane, ice rescue, swift water rescue, confined space rescue, and marine rescue) and hazmat response. The Operations branch is staffed / with five ‐person engine companies operating from five career stations, providing / coverage for the city. Our career staff are supported by two Paid‐on‐Call stations (East Kelowna and McKinley).
Departmental drivers & activities Drivers
Efficiently plan for future growth to create a sustainable, vibrant and safe City Maintain a training system for a progressive and modern fire service Fiscal responsibility through partnerships & service agreements that enhance services Optimize public safety through a leading practices communication centre Deliver service excellence in public education for our evolving community Safe and effective response standards for the protection of life, property and the environment
Activities A well‐run City
Continue to maintain training for a progressive and modern fire service Enhance fire dispatch centre staffing to ensure the most effective use of resources
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Implement master service agreements for monitoring and proactive support of critical systems and technologies Continue to use analytics to ensure resources are being best allocated
A safe city
Conduct fire prevention and public education programs and events including FireSmart, Youth Firesetter Program, UBCO and Okanagan College Orientation week, P.A.R.T.Y. (Prevent Alcohol and Risk Related Trauma to Youth), Too Hot for Tots for preschools and young mom’s groups, fire and life safety educational support for local industry, senior’s facilities, apartment and strata managers, and Interior Health Authority (IHA) caregivers, etc., burn cubicle demonstrations, Fire Safety House with elementary classes, Kelowna Fire Department Open House Conduct Emergency Scene Management &2 , Incident Command System (ICS) & , Live Fire, Wildland Fire Fighting Auto Extrication, train an ice rescue instructor Continue to train staff in emergency management and emergency operations center operations Maintain operational readiness to activate the emergency operations centre to support emergency events throughout the Regional District of Central Okanagan Upgrade the backup fire dispatch centre critical dispatch and communications technology Continue to use Electronic pre fire plan system Continue to promote FireSmart
Resilient, well‐managed infrastructure
Continue to review and manage the dispatch financial model to accurately plan and forecast costs versus revenues on an annual basis Consider and evaluate opportunities for additional fire dispatch service contracts that meet the dispatch business plan Complete a comprehensive review and update of the fire department’s records management system Realize cost efficiencies as the host department of Joint Regional Fire Training
ͮͬͭ͵ Departmental performance measures Program outputs Incidents by year – Kelowna Structure fires Vehicle fires Regional Dispatch Centre – total incidents Inspections completed according to City schedule Program outcomes Incidents per 1000 population Total dollar loss (millions) Efficiency measures Percentage within 7:40 minute response time (inside)
Actual
Estimated
Proposed
13,244 104 55 24,902 4,635
9,985 107 57 20,936 4,463
10,485 111 59 21,982 4,500
97.1 $3.3
98.6 $1.47
99.9 $1.54
92%
92%
92%
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CITY OF KELOWNA
Budget overview
Department Summary
Per cent of General Fund operating
13%
2% 1%
14%
84%
86% Fire Department
Net Operating
General fund operating = $141.9 M
Fire Operations
Fire Admin, Training & Fire Prevention
Fire Communications & Emergency Mgmt
Fire Department
Total = $19.6 M
Net Department expenditures Departments
Actual 2017
Revised 2018
Provisional 2019
176,318 14,453,784 415,775 488,132 2,394,673
239,909 15,841,944 518,094 0 2,473,386
245,929 16,514,275 287,620 0 2,559,329
17,928,682
19,073,333
19,607,153
0
962,000
0
Change from prior year
Per cent change
533,820
2.8%
Operating cost centres: Fire Department 133 Fire Department 134 Fire Operations 135 Fire Communications & Emergency Mgmt 136 EOC Operations & Hydrants 137 Fire Admin, Training & Fire Prevention Net operating expenditure Capital cost centres: 311
Fire Capital
Net capital expenditures Total Department net expenditures
0
962,000
0
(962,000)
(100.0%)
17,928,682
20,035,333
19,607,153
(428,180)
(2.1%)
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Description of Operating program changes 2018 revised budget 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Departmental adjustments
Total 19,073,333 (5,500) 0 32,240 365,980
0.0 3.0 392,720 19,466,053
2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional
141,100 0
FTE 132.0
135.0 6.0
141,100 19,607,153
141.0
Unfunded 2019 requests 2019 operating requests 2019 expenditure reductions Total unfunded requests for 2019
15,000
0.0 15,000 15,000
0.0
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Human Resources - General Fund Fire Department Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 121.0 2.0
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 3,738,656) ( 277,315)
0 0 ( 1,937,553) ( 263,486)
0 0 ( 2,408,813) ( 263,626)
0 0 0 _____________ ( 4,015,971)
0 0 ( 19,210) _____________ ( 2,220,249)
0 0 0 _____________ ( 2,672,439)
17,632,288 564,609 2,200,001 377,973 0 0 130,744
18,189,755 123,676 1,577,382 201,184 0 0 127,845
18,979,345 123,876 1,766,902 201,184 0 0 134,545
700,000 0 339,038 _____________ 21,944,653
800,000 0 273,740 _____________ 21,293,582
800,000 0 273,740 _____________ 22,279,592
17,928,682
19,073,333
19,607,153
2,228,562 ( 2,228,562) _____________ 0 _____________ 17,928,682
1,673,990 ( 711,990) _____________ 962,000 _____________ 20,035,333
1,026,900 ( 1,026,900) _____________ 0 _____________ 19,607,153
Actual 2017 119.4 4.4
Revised 2018 130.0 2.0
Provisional 2019 137.0 4.0
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2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Human Resources Division Fire Department Maintain 355
Materials & Supplies - Medical
355
Fuel
CAP 490
Zetron Dispatch Consoles E10 Hydrant Maintenance
356 356
Equipment Repair Expense
357
Contract Services - District of Lake Country Total Maintain
7,000
0
0
0
0
0
(7,000) OG
14,900
0
0
0
0
0
(14,900) OG
5,000
0
0
0
0
0
(5,000) OG
33,900
0
0
0
0
(6,700)
(27,200) OG
5,500
0
0
0
0
0
(5,500) OG
77,500
0
0
0
0
0
(77,500) OT
143,800
0
0
0
0
(6,700)
(137,100)
Growth 357
Firefighters - Eight Positions
231,300
0
0
0
0
0
(231,300) OG
358
Fire Dispatch and Casual Fire Dispatcher Positions
231,900
0
0
0
(470,500)
0
238,600 OG
463,200
0
0
0
(470,500)
0
4,600
0
0
0
0
0
(4,600) OG
Total New
4,600
0
0
0
0
0
(4,600)
Division Priority 1 Total
611,600
0
0
0
(470,500)
(6,700)
(134,400)
Total Priority 1 Operating
611,600
0
0
0
(470,500)
(6,700)
(134,400)
Total Growth
7,300
New 358
Subscription for Electronic Preplan License
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 FINANCIAL PLAN
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2019 Operating Request Details Division: Department:
Human Resources Fire Department
Title:
Materials & Supplies - Medical
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the increased cost and usage of medical supplies including oxygen, gloves and other various medical supplies required. 2019 Base Budget: $21,000
Corporate Framework: A safe city - Fire protection & prevention 2019 2020 2021
Cost 7,000 7,000 7,000
Reserve 0 0 0
Division: Department:
Human Resources Fire Department
Title:
Fuel
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (7,000) (7,000) (7,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the increased cost and consumption of fuel. Fuel prices have increased by 20% and usage has increased by 11% in the last year. 2019 Base Budget: $79,840
Corporate Framework: A safe city - Fire protection & prevention 2019 2020 2021
Cost 14,900 14,900 14,900
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 355
Taxation (14,900) (14,900) (14,900)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Human Resources Fire Department
Title:
Hydrant Maintenance
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the increased cost of ongoing maintenance of the fire hydrants within the City of Kelowna. The cost of maintaining hydrants has increased with the growth in the number of hydrants within the €city.€ Maintenance for hydrants is provided by the City's Public Works Department, or the respective Irrigation District. The cost of the maintenance flows through the fire department budget. 2019 Base Budget: $204,760
Corporate Framework: A safe city - Fire protection & prevention 2019 2020 2021
Cost 33,900 36,900 40,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Human Resources Fire Department
Title:
Equipment Repair Expense
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (6,700) (8,400) (10,100)
Taxation (27,200) (28,500) (29,900) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the increase cost of ongoing repair of firefighting equipment including the repair of atmospheric monitoring equipment, fire hose and self-contained breathing apparatus (SCBA). 2019 Base Budget: $22,500
Corporate Framework: A safe city - Fire protection & prevention 2019 2020 2021
Cost 5,500 5,500 5,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 356
Taxation (5,500) (5,500) (5,500)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Human Resources Fire Department
Title:
Contract Services - District of Lake Country
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to match anticipated actual costs for the contract with the District of Lake Country (DLC) to provide fire service within the City of Kelowna. Based on the Fire Suppression contract with DLC, rates are equivalent to the rate paid by the DLC Taxpayers for fire services. These rates have steadily increased in the last few years. Staff is currently working with DLC on transitioning away from this service and it is expected this budget will be reduced once that process is complete. 2019 Base Budget: $286,371
Corporate Framework: A safe city - Fire protection & prevention 2019
Cost 77,500
Reserve 0
Borrow 0
Division: Department:
Human Resources Fire Department
Title:
Firefighters - Eight Positions
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (77,500) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to hire eight firefighters including incidental costs for these staff positions. These positions will be phased over two years with four hired in 2019 and four in 2020 to re-establish the Station 1 rescue squad by 2020. This operational request is the balance of firefighters requested in the Kelowna Fire Department Strategic Plan to complete the addition of a full-time career station in Glenmore.
Corporate Framework: A safe city - Fire protection & prevention 2019 2020 2021
Cost 231,300 610,300 758,100
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 357
Taxation (231,300) (610,300) (758,100)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Human Resources Fire Department
Title:
Fire Dispatch and Casual Fire Dispatcher Positions
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Over the past year, work has been done to increase resiliency within the dispatch centre that aligns with the growth in revenue. Budget is requested to add two Casual Fire Dispatcher positions, dispatcher training, and technical support to the fire dispatch centre to accommodate contracts for fire dispatch services to other local governments as well as support and maintain current and future public safety systems and technologies. This request recognizes the increase in revenues from the contracts for fire dispatch services and the net result is a reduction in the City taxation requisition.
Corporate Framework: A safe city - Fire protection & prevention 2019 2020 2021
Cost 231,900 237,100 238,600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources Fire Department
Title:
Subscription for Electronic Preplan License
Dev/Com 0 0 0
Revenue (470,500) (486,800) (503,000)
Utility 0 0 0
Taxation 238,600 249,700 264,400 New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for an annual electronic Preplan license. The electronic Preplan shows critical information about a building for fire suppression. Moving to electronic preplan production from manual production will significantly reduce workload on Geographical Information Systems (GIS) staff and frontline responders. 2019 Base Budget: $1,030
Corporate Framework: A safe city - Fire protection & prevention 2019 2020 2021
Cost 4,600 4,600 4,600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 358
Taxation (4,600) (4,600) (4,600)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
15,000
0
0
0
0
0
(15,000) OG
Total Maintain
15,000
0
0
0
0
0
(15,000)
Division Priority 2 Total
15,000
0
0
0
0
0
(15,000)
Total Priority 2 Operating
15,000
0
0
0
0
0
(15,000)
Human Resources Division Fire Department Maintain 360
Fire Department Training
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
Human Resources Fire Department
Title:
Fire Department Training
Maintain
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for Fire Department training. The training budget has not been increased since 2011. Due to retirements and higher training requirements, an increase to Officer training costs is required. 2019 Base Budget: $82,870
Corporate Framework: A safe city - Fire protection & prevention 2019 2020 2021
Cost 15,000 17,000 19,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 360
Taxation (15,000) (17,000) (19,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
Corporate Strategic Services PAGE 361
2019 FINANCIAL PLAN
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Corporate Strategic Services Providing citizens and staff with convenient, accurate and timely access to City services and information. Communications provides strategic communications planning to inform, consult, involve, collaborate and empower internal and external stakeholders. Using an audience‐centred model, Communications supports major City projects by delivering information to citizen and staff through: research, branding standards, media relations, crisis communications (including managing Emergency Operation Centre), development and maintenance of print and electronic communications channels (including kelowna.ca and social media platforms), corporate advertising and public engagement programs. Corporate Strategy & Performance focuses on advancing corporate performance accountability, customer service excellence, and strategy execution through the development and implementation of innovative systems, processes, and continuous improvement initiatives. The department contributes to ensuring the City’s resources are spent on work that directly supports community, Council and corporate priorities. Information Services provides direction, support and maintenance for the City’s information systems and technology infrastructure including Kelowna’s dark fibre network. Technology is a driving force for economic, service delivery and communications in today’s digital age. This guides Information Services’ strategy to implement technology solutions that reduce costs, improve revenue streams, build efficiency and deliver better overall service for the City’s customers and staff. The department also facilitates storage and access standards to provide data analysis that empowers decision making. Sponsorship & Advertising was created to increase City revenues to enhance facilities, programs and services by leveraging sponsorship and advertising opportunities with qualified organizations that align with the City’s values. Sponsorship & Advertising works with internal departments and external community partners, including non‐profit organizations, to build awareness about the value of sponsorship and how it can benefit the parties involved as well as the community. In its infancy, the program is defining the City’s Corporate Sponsorship & Advertising Policy & Strategy.
Divisional drivers & activities Drivers
To drive the development of e‐services for customer service To provide strategic, meaningful and efficient communications and information services that support business objectives and reach target audiences To develop, implement and maintain Communications, Information Services, and corporate service excellence policies, standards and guidelines To engage citizens, staff and stakeholders To protect and promote corporate achievements and reputation
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2019 FINANCIAL PLAN
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To protect our corporate data and digital infrastructure To develop, implement and maintain corporate communication channels To advocate for innovative public engagement that support and increase citizen involvement To develop and implement market research protocols to support the organization’s objectives To define, implement and maintain performance management systems for accountability and to track measurable results To research best practices and be innovative for continual improvement of service delivery To deliver results while maintaining core services To generate new revenue to enhance facilities, programs and services for residents To improve the capacity of sponsorship within community partners and organizations To lead the development and ongoing management of a four‐year business plan for the organization, including implementation and reporting
Activities A well‐run City
Develop an Intelligent City Strategy to guide the community in being a leader in the digital age Use of technology to enhance the customer experience Investigate and implement a new Service Request system to better serve the community with improved customer experience and functionality Further develop analytic capabilities to support evidence based decisions Publish a four‐year business plan that identifies the results of strategic shifts and improvement projects that are most important for the organization. This includes developing a one‐year operational plan that identifies the specific projects and initiatives that will advance the results identified in the four‐year business plan Advance corporate performance management by creating indicators and performance measures for the four‐year business plan and one‐year operational plan Discovery, scoping and budgeting for redevelopment of the City’s intranet to make it more collaborative, social, flexible and accessible Discovery, scoping and budgeting for a digital asset management platform for the City’s photography, videos, branding and other digital files that need to be shared with various audiences including staff, contractors and the public
An active, inclusive city
Support the Journey Home Transition Team as the Journey Home Society to address homelessness in Kelowna Undertake a statistically valid Public Safety Survey as input to updating the Crime Reduction Strategy and other crime reduction programs Implement the social media strategy and Corporate Communications Strategy Continue to promote and improve the City’s online platforms to enhance service delivery
A safe city
Complete and implement a Corporate Crisis Communication Plan to address potential threats to the City’s operations, services, infrastructure or reputation
A strong economy
Collaborate and share information with community partners such as Tourism Kelowna, Downtown Kelowna Association, Uptown Rutland Business Association (URBA) and Interior Health to achieve consistent messages about ongoing and emergent challenges and successes Generate 00, in revenue through the Dark Fibre Network Generate $170,000 in revenue through the Sponsorship and Advertising program. Continue to build out this program
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2019 FINANCIAL PLAN
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Resilient, well‐managed infrastructure
Support planning and implementation communications of priority community projects including Our Kelowna as we Grow (Official Community Plan update), Our Kelowna as we Move (Transportation Master Plan), Connecting our Region (Regional Transportation Plan) and Kelowna Integrated Water Phase construction, among others Continued work on major systems projects that will deliver modern solutions to Asset Management, Planning, Permitting and Licensing
Divisional performance measures Actual
Estimated
Proposed
Program outputs Media
# media releases 244 260 260 # Emergency Operations Centre (EOC) 202 71 TBD # media information requests 652 350 400 Mayor & Council # of email correspondence 1640 1795 1700 Briefing notes 86 80 80 Online External website visits (kelowna.ca) 6,083,100 6,200,000 6,400,000 E‐Subscribers 35,023 39,350 42,000 Intranet InSites page views 1,197,029 1,250,000 1,300,000 Interactions (navigation to a second page 31.6% 32% 33% Social media Reach (impressions: Facebook, Twitter 49,623 55,750 60,400 Engagement 47,120 85,700 128,000 Video Video views (YouTube) 81,107 35,000 40,000 Engagement Face‐to‐face engagement 17 activities/ 17 activities/ 1000 Survey Responses 7770 1906 1000 Get Involved Visitors (launch March 2017) 13.9K visitors 14.2K visitors n/a Registered users 778 379 n/a Imagine.kelowna.ca 3.7K visitors 1.4K visitors n/a Information Percentage of time key Information Services systems were available. Services 99.8% represents a high availability with less than 21 hours of combined outage over the year. Email 99.9% 99.9% 99.9% InSites
99.9%
99.9%
99.9%
kelowna.ca
99.9%
99.9%
99.9%
Servers
99.8%
99.9%
99.9%
Phones
99.9%
99.9%
99.9%
11,614
12,400
13,300
Internal Help Desk requests Program outcomes Website Per cent of resident visits to Kelowna.ca in the last 12 months Dark Fibre Sponsorship & Advertising
Revenue # of connections Revenue generated
This website stat will not be available until the next Communications Survey is completed (was 55% in 2016) $101,400 $102,000 $220,000 10 9 14 n/a $27,950 $170,000
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2019 FINANCIAL PLAN
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Continued Efficiency measures Correspondence Within 1 day turnaround Within 2‐5 times Within 6‐10 (rounded %) Within 11‐20 Over 21 days % of service requests that comply to our expected quality standards Innovation & learning # of participants in media spokesperson training
73% 11% 7% 3% 6% n/a
18
71% 8% 7% 8% 6% 90%
75% 10% 7% 3% 6% 90%
15
20
Budget overview
Per cent of General Fund operating 5%
Division Summary 5%
3%
5% 6% 7%
74%
95% Communications & Information Services
Information Services
Corporate Communications
Net Operating
Corporate Strategy & Performance
Community Communications
Corporate Strategic Services
Community Engagement
General fund operating = $141.9 M
Total = $7.1 M
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2019 FINANCIAL PLAN
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Net Divisional expenditures Actual 2017
Revised 2018
Provisional 2019
Change prior year
Per change
344,739 344,739
337,986 337,986
325,016 325,016
(12,970)
(3.8%)
4,136,388 4,136,388
4,771,920 4,771,920
5,264,090 5,264,090
492,170
10.3%
259,642 259,642
346,425 346,425
347,425 347,425
1,000
0.3%
440,215 440,215
529,932 529,932
529,932 529,932
0
0.0%
205,794 205,794
253,183 253,183
253,183 253,183
0
0.0%
387,152 387,152
455,793 455,793
420,793 420,793
(35,000)
(7.7%)
0 0 5,773,930
(21,879) (21,879) 6,673,360
(10,409) (10,409) 7,130,030
11,470 456,670
(52.4%) 6.8%
929,396 929,396 6,703,326
3,187,000 3,187,000 9,860,360
1,176,600 1,176,600 8,306,630
(2,010,400) (1,553,730)
(63.1%) (15.8%)
Departments Operating cost centres: Corporate Strategic Services 101 Corporate Strategic Services Information Services 121 Information Services Community Communications 248 Community Communications Corporate Communications 229 Corporate Communications Community Engagement 260 Community Engagement Corporate Strategy & Performance Corporate Strategy & 154 Sponsorship & Advertising 273 Sponsorship & Advertising Net operating expenditure Capital cost centres: 308 Information Services Capital Net capital expenditures Total Division net expenditures
Description of operating program changes 2018 revised 2019 net impacts One‐time operating requests One‐time expenditure reductions Incremental costs ‐ prior year(s) Divisional adjustments 2019 program additions 2019 operating requests 2019 expenditure reductions 2019 provisional Unfunded 2019 requests 2019 operating requests 2019 expenditure reductions Total unfunded requests for 2019
Total 6,673,360 0 0 251,870 12,100
261,900 (69,200)
FTE 47.2 0.0 0.6
263,970 6,937,330
47.8 1.0
192,700 7,130,030
15,000
48.8 0.0
15,000 15,000
0.0
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2019 FINANCIAL PLAN
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Corporate Strategic Services - General Fund Revenues/Expenditures by Category
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2017 42.7 0.6
Actual 2017
Revised 2018
Provisional 2019
0 0 ( 101,400) ( 82,904)
0 0 ( 260,400) ( 58,434)
0 0 ( 300,400) ( 139,074)
0 0 ( 85,661) _____________ ( 269,965)
0 0 ( 89,750) _____________ ( 408,584)
0 0 0 _____________ ( 439,474)
4,390,670 6,416 1,407,233 0 0 0 0
4,979,780 6,500 1,985,264 0 0 0 0
5,145,870 6,500 2,306,734 0 0 0 0
50,000 0 189,576 _____________ 6,043,895
0 0 110,400 _____________ 7,081,944
0 0 110,400 _____________ 7,569,504
5,773,930
6,673,360
7,130,030
2,247,578 ( 1,318,182) _____________ 929,396 _____________ 6,703,326
10,742,220 ( 7,555,220) _____________ 3,187,000 _____________ 9,860,360
1,226,600 ( 50,000) _____________ 1,176,600 _____________ 8,306,630
Actual 2017 41.8 2.0
Revised 2018 46.6 0.6
Provisional 2019 48.2 0.6
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2019 FINANCIAL PLAN
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2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
135,000
0
0
0
0
0
(135,000) OG
135,000
0
0
0
0
0
(135,000)
40,000
0
0
0
0
0
(40,000) OG
40,000
0
0
0
0
0
(40,000)
20,000
0
0
0
0
0
(20,000) OG
Corporate Strategic Services Division Maintain 370 Software and Hardware Maintenance Total Maintain Growth 370 Professional and Consulting Services Total Growth New CAP 475 Major Systems Projects 371
55,400
0
0
0
0
0
(55,400) OG
51,500
0
0
0
(40,000)
0
(11,500) OG
Total New
126,900
0
0
0
(40,000)
0
(86,900)
Division Priority 1 Total
301,900
0
0
0
(40,000)
0
(261,900)
Total Priority 1 Operating
301,900
0
0
0
(40,000)
0
(261,900)
Network Systems Analyst Position
371 Sponsorship & Advertising Advisor Position
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Software and Hardware Maintenance
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to cover the increase in annual support and maintenance fees for new and existing software and hardware. 2019 Base Budget $1,106,050
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 135,000 135,000 135,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate Strategic Services Information Services
Title:
Professional and Consulting Services
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (135,000) (135,000) (135,000) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the increased cost of professional and consulting services as specialized consultants are required to assist staff in the delivery of projects and support systems like network installation, configuration and maintenance; Microsoft database design and configuration; security audits; Geographic Information System (GIS/CAD) Design, support and training; phone configuration and maintenance; and miscellaneous computer repairs to equipment not under warranty. Priorities for 2019 will be an Intelligent City strategy and digital service delivery, privacy impact analysis on city systems and website enhancements. 2019 Base Budget: $108,668 Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 40,000 40,000 40,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 370
Taxation (40,000) (40,000) (40,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Network Systems Analyst Position
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for a Network Systems Analyst position to address the security and growth of computer infrastructure systems. Increased sophistication and complexity of cyber attacks require additional resources to protect systems. The increasing complexity and scope of network and server technology requires additional resources to implement, configure and support new and existing infrastructure. The number of supported servers and disk space have more than doubled since 2012 and 30 kilometres of fibre network and new technologies such as video surveillance, video conferencing, internet redundancy and security systems have been added. As the technology footprint continues to grow, additional capacity is required to manage the growth of associated servers, storage and networks. This position will enhance the City's ability to implement new technology, function as a technical resource on multidepartmental project teams, maintain and support existing technology and improve cross-coverage for critical systems. Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 55,400 108,800 108,800
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate Strategic Services Sponsorship & Advertising
Title:
Sponsorship & Advertising Advisor Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (55,400) (108,800) (108,800) New
Priority: 1
ON-GOING PROVISIONAL
Justification: A Sponsorship and Advertising Advisor position is requested as part of the City's Sponsorship and Advertising Program. The overall program is a five-year pilot, forecasted to generate an additional $800,000 annually (net) in sponsorship and advertising revenue off-setting all program costs over time. The position will report to the Sponsorship & Advertising Manager. The request is based on the business plan which identifies once $150,000 is reached, additional resources would be required to continue to increase revenue. The request includes salary and program delivery costs including building sponsorship capacity with community partners.
Corporate Framework: A well-run City - Engaged communities 2019 2020 2021
Cost 51,500 97,200 97,200
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (40,000) (350,000) (350,000)
Utility 0 0 0 PAGE 371
Taxation (11,500) 252,800 252,800
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
15,000
0
0
0
0
0
(15,000) OG
Total New
15,000
0
0
0
0
0
(15,000)
Division Priority 2 Total
15,000
0
0
0
0
0
(15,000)
Total Priority 2 Operating
15,000
0
0
0
0
0
(15,000)
Corporate Strategic Services Division New 373 Strategic Planning (4 Year Plan and Imagine Kelowna)
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Operating Request Details Division: Department:
Corporate Strategic Services Corporate Strategy & Performance
Title:
Strategic Planning (4 Year Plan and Imagine Kelowna)
New
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested to deliver Imagine Kelowna through the development, publishing and roll-out of a multi-year strategic plan. The increase in funds in year two recognizes the need to work with the community to deliver Imagine Kelowna.
Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 15,000 30,000 15,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 373
Taxation (15,000) (30,000) (15,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Reduction Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(29,200)
0
0
0
0
0
29,200 OT
(40,000)
0
0
0
0
0
40,000 OG
Department Priority 1 Total
(69,200)
0
0
0
0
0
69,200
Total Priority 1 Reduction Requests
(69,200)
0
0
0
0
0
69,200
Corporate Strategic Services Division 375 Records and Information Management System 375 Corporate Performance Management Software Licenses
CCP - Combined capital project CAP – denotes operating request that has been moved to the capital section * italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2019
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2019 Reduction Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Records and Information Management System
Priority: 1 ONE-TIME PROVISIONAL
Justification: The Records and Information Management System (RIM) implementation has been delayed due to incorporating the new strategic plan for the Corporate RIM Program into the project. A project manager is currently being recruited to move the capital project forward in 2019. Operating budget for the annual maintenance costs can be delayed until 2020.
Corporate Framework: A well-run City - Strong financial management 2019
Cost (29,200)
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Division: Department:
Corporate Strategic Services Corporate Strategy & Performance
Title:
Corporate Performance Management Software Licenses
Revenue 0
Utility 0
Taxation 29,200
Priority: 1 ON-GOING PROVISIONAL
Justification: An ongoing request was approved in 2017 to implement Corporate Performance Management System (CPMS) software in 2018. CPMS software was not implemented in 2018 as planned and therefore the funds are not required in 2019. Budget will be requested when staff are ready to proceed with a software solution.
Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost (40,000) (40,000) (40,000)
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 375
Taxation 40,000 40,000 40,000
2019 FINANCIAL PLAN
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Capital Budget PAGE 377
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CAPITAL BUDGET Capital Expenditure Summary The following table provides a summary of the priority one and priority two capital request totals highlighting the amount coming from General Fund (taxation) or Utility Funds (user fees) versus other funding sources. The bar graph below the table provides a visual comparison of the level of spending for each Department.
All Funds (thousands) Funded from Real Estate & Parking Building Parks Transportation Solid Waste Storm Drainage Information Services Vehicle & Mobile Equipment Fire Total General Fund
Water Wastewater Airport Total Utility Funds Total All Funds Capital
Taxation 676 1,384 3,660 5,369 0 1,080 1,177 293 0 13,639 From Utility 2,684 3,297 0 5,981 19,620
Priority 1 Other Sources 3,345 4,905 5,799 23,027 4,510 665 50 3,972 1,027 47,300 From Other Sources 607 5,175 9,378 15,160 62,460
Total 4,021 6,289 9,459 28,396 4,510 1,745 1,227 4,265 1,027 60,939
Taxation 3,099 6,400 4,377 11,077 0 215 245 0 0 25,413 From Utility 0 0 0 0 25,413
Total 3,291 8,472 9,378 21,141 82,080
Priority 2 Other Sources 0 0 0 9,050 0 25 0 0 0 9,075 From Other Sources 0 0 0 0 9,075
Total 3,099 6,400 4,377 20,127 0 240 245 0 0 34,488 Total 0 0 0 0 34,488
All Funds Expenditures – Priority 1 (thousands)
Department
9,378
3,291 Water
Fire
1,027 Vehicle & Mobile Equipment
1,227 Information Services
4,265
1,745 Storm Drainage
Solid Waste
Transportation
4,510 Parks
4,021
8,472
Airport
9,459 6,289
Wastewater
28,396
Building
30,000 27,000 24,000 21,000 18,000 15,000 12,000 9,000 6,000 3,000 0
Real Estate & Parking
Expenditures
Total Capital Expenditure $82,080
PAGE 379
2019 FINANCIAL PLAN
CITY OF KELOWNA
Operating Impacts Impact of Capital Investments on Operating Budgets – General Fund Priority 1 The Infrastructure Division uses a multiple bottom line approach for infrastructure investment decision making and is moving towards a full life cycle cost analysis where capital, operating and maintenance costs are determined over the life cycle of assets. The operating and maintenance costs in the table below are requested alongside the related capital request with the same request title. Request Title General Fund Building Canyon Falls Neighbourhood Learning Centre City Hall, Phase IV ‐ Renovations City Hall ‐ Boiler Total Building Parks Hobson Rd Park ‐ Interim Access Total Parks Transportation Bridge Rehabilitation and Inspections South Perimeter 1 DCC (Gordon Dr ‐ Stewart 1), Road Repayment Gordon 1 DCC (Frost ‐ South Perimeter), Road Repayment Ethel 5 DCC (Springfield‐Rose), ATC Sidewalk Network Expansion Sutherland 2 DCC (Lake ‐ Gordon), ATC Sutherland 1 DCC (Gordon ‐ Burtch), ATC Gordon 1 DCC (Frost ‐ South Perimeter), Road South Perimeter 1 DCC (Gordon Dr ‐ Stewart 1), Road Active Transportation Corridor Pedestrian & Cyclist Safety Improvement Neighbourhood Traffic Calming Sidewalk & Bikeway Renewal Transit ‐ Equipment Renewal (Bus Stops and Shelters) Transit ‐ New Equipment (Bus Stops) Intelligent Transportation Systems Total Transportation Storm Drainage 2018 Freshet Recovery Projects – Operating Total Storm Drainage Information Services Major Systems Projects Total Information Services Vehicle and Mobile Equipment Fleet Growth Total Vehicle and Mobile Equipment Fire Zetron Dispatch Consoles Total Fire Total General Fund operating impacts from Capital Investment
2019
2020
2021
12,000 50,000 (4,800) 57,200
10,000 0 (9,800) 200
9,800 0 (9,800) 0
26,500 26,500
26,500 26,500
26,500 26,500
50,000 0 0 0 500 0 0 0 16,600 4,000 1,800 400 5,000 0 2,000 600 80,900
50,000 0 0 5,600 2,000 26,500 0 8,500 16,600 4,000 1,800 1,500 5,000 4,000 7,900 600 134,000
50,000 0 0 11,200 2,000 26,500 11,600 8,500 16,600 4,000 1,800 1,500 5,000 4,000 7,900 600 151,200
268,900 268,900
0 0
0 0
20,000 20,000
40,000 40,000
40,000 40,000
(16,000) (16,000)
(16,000) (16,000)
(16,000) (16,000)
5,000 5,000 442,500
5,000 5,000 189,700
5,000 5,000 206,700
PAGE 380
2019 FINANCIAL PLAN
CITY OF KELOWNA
Impact of Capital Investments on Operating Budgets – Utility Funds Priority 1 Request Title Wastewater Fund Water Water Meter Reading and Servicing Repatriation with Positions Total Water Total Wastewater Fund operating impacts from Capital Investment Water Fund Vehicle and Mobile Equipment Domestic Water System Expansion (SEKID) Operating Costs and Positions Total Vehicle and Mobile Equipment Water Water Meter Reading and Servicing Repatriation with Positions Total Water Total Water Fund operating impacts from Capital Investment
2019
2020
2021
0 0 0
0 0 0
0 0 0
108,500 108,500
100,700 100,700
615,300 615,300
200,700 200,700 309,200
(156,500) (156,500) (55,800)
(156,500) (156,500) 458,800
Impact of Capital Investments on Operating Budgets The graph on the left depicts the per cent of operating impact each Department has on either General Fund (taxation) or Utility Funds (user fees). The graph on the right depicts the per cent of operating taxation impact for each General Fund Department.
2019 General Fund Operating Impacts by Capital Investments
2019 Operating Impacts by Capital Investments Building 7%
Parks 3%
Transportation 11%
Water 27%
Vehicle and Mobile Equipment ‐4%
Fire 1%
Information Services 5%
Building 13%
Parks 6%
Fire 1%
Vehicle and Mobile Equipment 12%
Storm Drainage 36% Information Services 3%
Department
Transportation 18%
Storm Drainage 61%
Department
PAGE 381
2019 FINANCIAL PLAN
CITY OF KELOWNA
Capital Budget Funding Summary This table details the General Fund funding strategy by Department. The City of Kelowna uses Principals and Strategies for Financial Strength and Stability to guide decision making and funding strategies.
General Fund – Priority 1 (thousands) Department Real Estate & Parking Building Parks Transportation Solid Waste Storm Drainage Information Services Vehicle & Mobile Equipment Fire Funding Source Totals
Asset 4,021 6,289 9,459 28,396 4,510 1,745 1,227 4,265 1,027 60,939
Reserve 3,345 4,605 5,749 13,476 4,510 445 0 3,817 1,027 36,974
Borrow 0 0 0 7,158 0 0 0 0 0 7,158
Fed/Prov 0 0 0 0 0 220 0 0 0 220
Dev/Com 0 0 50 2,393 0 0 50 0 0 2,493
Utility 0 300 0 0 0 0 0 155 0 455
Taxation 676 1,384 3,660 5,369 0 1,080 1,177 293 0 13,639
General Fund funding sources – Priority 1 (thousands) The bar graph below visually compares the various capital funding sources used in the annual capital plan. 102 220 455 739 750 920 1,329 1,435 1,700 2,429 2,493
Cemetery Replacement Reserve Fed/Prov Funding Utility Revenue Municpal Works Reserve
Funding Source
Public Works/Initiative Fire Equipment Reserve Parking Reserve Land Reserves Civic Facilities Reserve Other Reserves Contributions
3,727 4,565
Equipment Replacement Reserve Sanitary Landfill Reserve
7,158
Internal Borrowing
9,209 10,069
Community Works Fund Reserve DCC Park & Road Reserves
13,639
Tax Revenue 0
2000
4000
6000
8000
10000
12000
14000
16000
Expenditures
PAGE 382
2019 FINANCIAL PLAN
CITY OF KELOWNA
General Fund Capital – Priority 1 Reserve Funding (thousands) Below is a list of reserves being used in this year’s annual budget.
Building Repair Civic Facilities CWME ‐ Cemetery Replacement CWME ‐ Community Works Fund CWME ‐ Fire Equipment CWME ‐ Municipal Works CWME ‐ Public Works/Initiative CWME ‐ Sanitary Landfill CWME ‐ Vehicle and Equipment Replacement Reserve DCC ‐ Park A DCC ‐ Road A DCC ‐ Road B DCC ‐ Road E DCC ‐ Road I Energy Management Rebate Fire Dispatch Reserve Future Arenas H2O Centre Kelowna Sportsfields Land Sales Reserve Parking Reserve Parkland Reserve Parks Development Theatre Improvement Reserve Transit Facility Enhancement Unspent Budget Total Reserve Funding
200 1,700 102 9,209 920 739 750 4,565 3,727 3,789 38 2,881 1,047 2,314 375 107 100 440 35 1,250 1,329 185 100 64 325 683 36,974
PAGE 383
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Requests Provisional Budget CAPITAL BUDGET Summary - General Fund Page Project
Description
Asset Cost
Reserve
415,000
(415,000)
499,000
(499,000)
Total Renew
914,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
0
0
0
0
0
(914,000)
0
0
0
0
0
60,000
(50,700)
0
0
0
0
(9,300)
300,000
(300,000)
0
0
0
0
0
360,000
(350,700)
0
0
0
0
(9,300)
750,000
(750,000)
0
0
0
0
0
1,586,700
(1,000,000)
0
0
0
0
(586,700)
80,000
0
0
0
0
0
(80,000)
80,000
(80,000)
0
0
0
0
0
250,000
(250,000)
0
0
0
0
0
Total New
2,746,700
(2,080,000)
0
0
0
0
(666,700)
Cost Center Totals
4,020,700
(3,344,700)
0
0
0
0
(676,000)
3,300,000
(2,800,000)
0
0
0
0
(500,000)
Real Estate and Parking Capital - Priority 1 Renew 404 404
308201 Parking Equipment and Facilities 308206 Chapman Parkade - Infrastructure Renewal
Growth 405
2003
DCC Road Widening, Land Acquisition
405
XXXX
Chapman Parkade - Expansion Total Growth
New 406
3XXX
Affordable Housing Land Acquisition
406
2000
General Land, Acquisition
407
2002
Road & Sidewalk, Land Acquisition
407
3082XX Chapman Parkade - Secure Parking Area
408
2004
Strategic Land Servicing Requirements
Building Capital - Priority 1 Renew OP 412
3174
City Hall, Phase IV - Renovations
412
XXXX
Rutland Firehall Roof Repair
55,000
0
0
0
0
0
(55,000)
413
XXXX
Kelowna Library, Chiller - Replacement
400,000
(400,000)
0
0
0
0
0
413
XXXX
Water St Firehall #2 - Repairs
800,000
(486,500)
0
0
0
0
(313,500)
414
XXXX
City Hall, Council Chambers Audiovisual System
200,000
(65,000)
0
0
0
0
(135,000)
414
XXX1XX Kelowna Family Y Infrastructure Renewal Projects XXX1XX H2O Infrastructure Renewal Projects Kelowna Community Theatre, Stage XXXX Curtains & Piano XXXX City Hall - Boiler
220,000
(25,000)
0
0
0
0
(195,000)
440,000
(440,000)
0
0
0
0
0
64,000
(64,000)
0
0
0
0
0
415 415 RED 416 416
XXXX
Rutland Arena, East - HVAC Equipment Total Renew
350,000
(224,400)
0
0
0
0
(125,600)
100,000
(100,000)
0
0
0
0
0
5,929,000
(4,604,900)
0
0
0
0
(1,324,100)
PAGE 384
2019 FINANCIAL PLAN
Page Project
Description
Asset Cost
Reserve
60,000
0
300,000
Total New Cost Center Totals
Borrow
CITY OF KELOWNA
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(60,000)
0
0
0
0 (300,000)
0
360,000
0
0
0
0 (300,000)
(60,000)
6,289,000
(4,604,900)
0
0
0 (300,000)
(1,384,100)
New OP 417
3175
417
XXXX
Canyon Falls Neighbourhood Learning Centre Water Support Facilities - Yards Location
Parks Capital - Priority 1 Renew 424
2591
Strathcona-Royal Waterfront
490,000
(183,000)
0
0
0
0
(307,000)
424
XXXX
Knox Mountain Park, Paul's Tomb Trail
250,000
0
0
0
0
0
(250,000)
425
XXXX
City Park Promenade Design - Phase 2
200,000
0
0
0
0
0
(200,000)
OP 425
XXXX
Hobson Rd Park - Interim Access
50,000
0
0
0
0
0
(50,000)
202,000
(102,000)
0
0
0
0
(100,000)
0
0
0
0
0
(30,000)
426
3184XX Kelowna Memorial Park Cemetery
426
XXXX
Bankhead Park - Playground
30,000
427
XXXX
High Noon Park - Phase 3 Renewal
50,000
0
0
0
(25,000)
0
(25,000)
1,272,000
(285,000)
0
0
(25,000)
0
(962,000)
Total Renew
Growth 427
2917
Glenmore Recreation Park, Phase 2 Construction
3,300,000
(1,454,600)
0
0
0
0
(1,845,400)
428
2030
DCC Parkland Acquisition
4,276,700
(3,974,200)
0
0
0
0
(302,500)
428
XXXX
Barlee Park Expansion
300,000
0
0
0
0
0
(300,000)
7,876,700
(5,428,800)
0
0
0
0
(2,447,900)
200,000
0
0
0
0
0
(200,000)
110,000
(35,000)
0
0
(25,000)
0
(50,000)
Total New
310,000
(35,000)
0
0
(25,000)
0
(250,000)
Cost Center Totals
9,458,700
(5,748,800)
0
0
(50,000)
0
(3,659,900)
3,744,300
(3,003,900)
0
0
0
0
(740,400)
516,900
0
0
0
0
0
(516,900)
Total Growth
New 429
2031
429
XXXX
Natural/Linear Park Acquisition Mission Recreation Park, Protective Netting - Construction
Transportation Capital - Priority 1 Renew 435 OP 435 OP 436
2083
Roads Resurfacing
2086
Bridge Rehabilitation and Inspections
2091T
Neighbourhood Traffic Calming
50,000
0
0
0
0
0
(50,000)
OP 436
3289
Sidewalk & Bikeway Renewal
100,000
0
0
0
0
0
(100,000)
437
3233
Street Light Replacement - Pole & Wiring
308,400
0
0
0
0
0
(308,400)
437
Traffic Signal and Communications Upgrades and Renewals 207601 Transit - Equipment Renewal (Bus Stops and Shelters)
260,000
0
0
0
0
0
(260,000)
150,000
(150,000)
0
0
0
0
0
OP 438
3239
PAGE 385
2019 FINANCIAL PLAN
Page Project
Description
Total Renew
Asset Cost
Reserve
Borrow
5,129,600
(3,153,900)
0
0
CITY OF KELOWNA
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
(1,975,700)
Growth OP 438 XXXX Intelligent Transportation Systems OP 439 331601 South Perimeter 1 DCC (Gordon Dr Stewart 1), Road OP 439 3XXX01 Gordon 1 DCC (Frost - South Perimeter), Road OP 440 3362XX Pedestrian & Cyclist Safety Improvement
0
0
0
0
(65,000)
7,870,700
65,000
(2,000,000) (5,870,700)
0
0
0
0
1,842,900
(555,000) (1,287,900)
0
0
0
0
150,000
0
0
0
0
0
(150,000)
CCP 398 329001 Ethel 4 DCC (Sutherland - Springfield), ATC
200,000
(44,600)
0
0
0
0
(155,400)
CCP OP 398 335901 Ethel 5 DCC (Springfield-Rose), ATC CCP OP 399 323604 Sutherland 2 DCC (Lake - Gordon), ATC OP 440 323603 Sutherland 1 DCC (Gordon - Burtch), ATC 441 2866XX Lakeshore 1 DCC Bridge at Bellevue Creek 441 XXXX01 Clement 1 DCC (Ellis - Graham), Road
2,400,000
(1,428,800)
0
0
0
0
(971,200)
442 XXXX01 Lakeshore 4 DCC (Lanfranco - Richter), Road 442 3048L Hollywood 7 DCC (Sexsmith Appaloosa), Land 443 321002 Stewart Road West 3 DCC (Crawford Swamp), Road Total Growth
4,500,000
(3,458,300)
0
0
0
0
(1,041,700)
2,883,100
(489,700)
0
0 (2,393,400)
0
0
280,000
(236,600)
0
0
0
0
(43,400)
200,000
(156,000)
0
0
0
0
(44,000)
75,000
(60,800)
0
0
0
0
(14,200)
1,656,000
(1,396,000)
0
0
0
0
(260,000)
150,000
(126,800)
0
0
0
0
(23,200)
0 (2,393,400)
0
(2,768,100)
22,272,700
(9,952,600) (7,158,600)
New OP 443 2085
Active Transportation Corridor
320,000
(110,000)
0
0
0
0
(210,000)
OP 444 2084
Sidewalk Network Expansion
300,000
(85,000)
0
0
0
0
(215,000)
444 XXXX
Traffic Signals and Roundabouts
OP 445 207602 Transit - New Equipment (Bus Stops) Total New Cost Center Totals
200,000
0
0
0
0
0
(200,000)
175,000
(175,000)
0
0
0
0
0
995,000
(370,000)
0
0
0
0
(625,000)
0 (2,393,400)
0
(5,368,800)
28,397,300 (13,476,500) (7,158,600)
Solid Waste Capital - Priority 1 Renew 456
XXXX
Landfill Bin Replacement
90,000
(90,000)
0
0
0
0
0
456
XXXX
Landfill Equipment GPS Replacement
120,000
(120,000)
0
0
0
0
0
457
2831
Automated Collection Curbside Carts
300,000
(300,000)
0
0
0
0
0
Total Renew
510,000
(510,000)
0
0
0
0
0
Landfill Liner Design and Construction
2,700,000
(2,700,000)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
250,000
(250,000)
0
0
0
0
0
600,000
(600,000)
0
0
0
0
0
New 457 XXXX
458 3187XX Landfill Gas & Leachate Recirculation Laterals Landfill Drainage & Groundwater 458 XXXX Management Leachate and Landfill Gas Header 459 3188
PAGE 386
2019 FINANCIAL PLAN
Page Project
Description
Asset Cost
Reserve
Total New
4,000,000
(4,000,000)
Cost Center Totals
4,510,000
(4,510,000)
275,000
0
1,000,000
Borrow
CITY OF KELOWNA
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
0
0
0
0
0
0 (220,000)
0
0
(55,000)
(445,000)
0
0
0
0
(555,000)
270,000
0
0
0
0
0
(270,000)
100,000
0
0
0
0
0
(100,000)
1,645,000
(445,000)
0 (220,000)
0
0
(980,000)
100,000
0
0
0
0
0
(100,000)
Total New
100,000
0
0
0
0
0
(100,000)
Cost Center Totals
1,745,000
(445,000)
0 (220,000)
0
0
(1,080,000)
Storm Drainage Capital - Priority 1 Renew OP 464
3XXX
464
XXXX
465
3410
465
XXXX
2018 Freshet Recovery Projects Capital Bubna Road Culvert Replacement at Upper Vernon Creek Spencer Road Mill Creek Drainage Improvements Jean Road Drainage Improvements Total Renew
New 466
XXXX
Adams Rd Drainage Improvement
Information Services Capital - Priority 1 Renew 472
2133 Server and Data Storage Equipment
180,000
0
0
0
0
0
(180,000)
472
2130 Front Office Equipment
386,000
0
0
0
0
0
(386,000)
2132 Communications Networks Upgrades
105,000
0
0
0
0
0
(105,000)
3382 Major Systems Projects
505,600
0
0
0
0
0
(505,600)
1,176,600
0
0
0
0
0
(1,176,600)
50,000
0
0
0
(50,000)
0
0
Total New
50,000
0
0
0
(50,000)
0
0
Cost Center Totals
1,226,600
0
0
0
(50,000)
0
(1,176,600)
3,726,900
(3,726,900)
0
0
0
0
0
50,000
0
0
0
0
0
(50,000)
3,776,900
(3,726,900)
0
0
0
0
(50,000)
473 OP 473
Total Renew
New 474
3343 Fibre Optic Service Lines
Vehicle & Mobile Equipment - Priority 1 Renew 480
XXXX
Equipment and Vehicle Replacement
480
XXXX
Fleet Service Bay Equipment Total Renew
PAGE 387
2019 FINANCIAL PLAN
Page Project
Description
Asset Cost
Reserve
Borrow
Fed/Prov
CITY OF KELOWNA
Dev/Com
Utility
Taxation
New 481 OP 481 OP 482
XXXX
16,800
0
0
0
0
0
(16,800)
396,700
(90,000)
0
0
0
(80,000)
(226,700)
74,800
0
0
0
0
(74,800)
0
Total New
488,300
(90,000)
0
0
0 (154,800)
(243,500)
Cost Center Totals
4,265,200
(3,816,900)
0
0
0 (154,800)
(293,500)
800,400
(800,400)
0
0
0
0
0
800,400
(800,400)
0
0
0
0
0
Zetron Dispatch Consoles
106,500
(106,500)
0
0
0
0
0
Ancillary Equipment for Engine 5
120,000
(120,000)
0
0
0
0
0
Total New
226,500
(226,500)
0
0
0
0
0
Cost Center Totals
1,026,900
(1,026,900)
0
0
0
0
0
60,939,400 (36,973,700) (7,158,600) (220,000) (2,493,400) (454,800)
(13,638,900)
Wheel Load Scales
2804XX Fleet Growth 2802XX Domestic Water System Expansion (SEKID) - Service Truck
Fire Capital - Priority 1 Renew 488
XXXX
Tenders 1 and 4 Total Renew
New OP 488 XXXX 489 XXXX
Grand Total
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 388
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Requests Provisional Budget CAPITAL BUDGET Summary - Utility Funds Page Project
Description
Asset Cost
Reserve
2,750,000
(2,750,000)
527,500 175,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
0
(527,500)
0
0
0
0
(175,000)
0
0
0
0
Airport Capital - Priority 1 Renew 494
3413
494
2901
495
3416
495
3415
Airport Tugway Gate Upgrade
53,200
(53,200)
0
0
0
0
496
3417
Airport Air Terminal Building Stairway
200,000
(200,000)
0
0
0
0
496
3414
Airport Road Improvements
171,500
(171,500)
0
0
0
0
3,877,200
(3,877,200)
0
0
0
0
5,351,000
(5,351,000)
0
0
0
0
5,351,000
(5,351,000)
0
0
0
0
150,000
(150,000)
0
0
0
0
Total New
150,000
(150,000)
0
0
0
0
Cost Center Totals
9,378,200
(9,378,200)
0
0
0
0
329001 Ethel 4 Watermain Replacement, Sutherland - Springfield Poplar Point Pump Station Electrical 3XXX Power Upgrades
230,000
0
0
0
0
(230,000)
75,000
0
0
0
0
(75,000)
Airport Convair Way Parking Lot Upgrades Airport Terminal Complex Capital Replacements Airport Air Terminal Building Advertising Nodes
Total Renew
Growth 497
3412
Airport Long-term Parking Lot Expansion Total Growth
New 497
2221
Airport Small Capital
Water Capital - Priority 1 Renew CCP 398 502
CCP OP 398 XXXX 502 XXXX CCP OP 399 503
Ethel 5 Watermain, Springfield - Rose Skyline Pump Station DCC - Electrical Building Upgrades 323602 Sutherland Avenue Connections and Valves Replacement, Pandosy - Ethel 3038
Water Meter Replacement Program Total Renew
700,000
0
0
0
0
(700,000)
1,000,000
(373,100)
0
0
0
(626,900)
400,000
0
0
0
0
(400,000)
500,000
0
0
0
0
(500,000)
2,905,000
(373,100)
0
0
0
(2,531,900)
Growth 503
2407
Water Meter New Installations
150,000
0
0
0
(150,000)
0
504
2070W Offsite & Oversize DCC - Water
117,200
(83,600)
0
0
0
(33,600)
267,200
(83,600)
0
0
(150,000)
(33,600)
Total Growth
PAGE 389
2019 FINANCIAL PLAN
Page Project
Description
Asset Cost
Reserve
Borrow
CITY OF KELOWNA
Fed/Prov
Dev/Com
Utility
New 504
3xxx
Mobile Water Refill Station
20,000
0
0
0
0
(20,000)
OP 505
XXXX
Water Meter Reading and Servicing Repatriation
98,300
0
0
0
0
(98,300)
Total New
118,300
0
0
0
0
(118,300)
Cost Center Totals
3,290,500
(456,700)
0
0
(150,000)
(2,683,800)
40,000
0
0
0
0
(40,000)
80,000
0
0
0
0
(80,000)
545,000
0
0
0
0
(545,000)
360,000
0
0
0
0
(360,000)
Wastewater Capital - Priority 1 Renew CCP 398 CCP 398 510 CCP 399
329001S Ethel 4 Sanitary Replacement, Sutherland - Springfield XXXX Ethel 5 Sanitary Improvements, Springfield - Rose 3392XX Sanitary Replacement
510
3236XXS Sutherland Avenue Sanitary Replacement, Richter - Ethel XXXX Guy St Lift Station Renewal DCC
1,200,000
(900,000)
0
0
0
(300,000)
511
XXXX
Edwards Lift Station Upgrade
317,000
0
0
0
0
(317,000)
511
XXXX
Clement Avenue Sanitary Replacement, Kelview - Cerise
200,000
0
0
0
0
(200,000)
512 512
XXXX XXXX
400,000
0
0
0
0
(400,000)
215,000
0
0
0
0
(215,000)
513
XXXX
WWTF Administration Building Laneway Sanitary (Bay Ave. Northwards, East of Richter) Gaston Avenue Sanitary Replacement, St. Paul - Richter
430,000
0
0
0
0
(430,000)
3,787,000
(900,000)
0
0
0
(2,887,000)
944,000
(919,500)
0
0
0
(24,500)
2,106,000
(2,080,700)
0
0
0
(25,300)
110,000
(80,000)
0
0
0
(30,000)
1,225,000
(1,194,400)
0
0
0
(30,600)
4,385,000
(4,274,600)
0
0
0
(110,400)
300,000
0
0
0
0
(300,000)
Total New
300,000
0
0
0
0
(300,000)
Cost Center Totals
8,472,000
(5,174,600)
0
0
0
(3,297,400)
21,140,700 (15,009,500)
0
0
(150,000)
(5,981,200)
Total Renew
Growth 513
XXXX
Water Street DCC Force Main
514
XXXX
Gyro Forcemain DCC
514
2070S
Offsite & Oversize DCC - Wastewater
515
XXXX
Swordy DCC Sanitary Sewer Upgrades Total Growth
New 515
XXXX
Wastewater Support Facilities
Grand Total
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 390
2019 FINANCIAL PLAN
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2019 Capital Requests Provisional Budget CAPITAL BUDGET Summary - General Fund Project
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
Real Estate and Parking Capital - Priority 2 New 2000
General Land, Acquisition
18,000
0
0
0
0
0
(18,000)
2002
Road & Sidewalk, Land Acquisition
81,000
0
0
0
0
0
(81,000)
2004
Strategic Capital Land Needs
3,000,000
0
0
0
0
0
(3,000,000)
Total New
3,099,000
0
0
0
0
0
(3,099,000)
Cost Center Totals
3,099,000
0
0
0
0
0
(3,099,000)
500,000
0
0
0
0
0
(500,000)
500,000
0
0
0
0
0
(500,000)
5,300,000
0
0
0
0
0
(5,300,000)
400,000
0
0
0
0
0
(400,000)
5,700,000
0
0
0
0
0
(5,700,000)
200,000
0
0
0
0
0
(200,000)
Total New
200,000
0
0
0
0
0
(200,000)
Cost Center Totals
6,400,000
0
0
0
0
0
(6,400,000)
50,000
0
0
0
0
0
(50,000)
100,000
0
0
0
0
0
(100,000)
150,000
0
0
0
0
0
(150,000)
300,000
0
0
0
0
0
(300,000)
1,000,000
0
0
0
0
0
(1,000,000)
396,900
0
0
0
0
0
(396,900)
200,000
0
0
0
0
0
(200,000)
Building Capital - Priority 2 Renew 3XXX
Cameron House - Adaptive Reuse Total Renew
Growth 3XXX
City Hall Accomodation
XXXX
Mission Recreation Field House Construction Total Growth
New XXXX
Rotary Centre for the Arts - Orchestra Pit
Parks Capital - Priority 2 Renew 3XXX
Access for All Improvements
XXXX
Parking Renewal Total Renew
Growth 3XXX
3XXX
Bennett Plaza - Improvements (50% renewal) Boat Launch - Land Acquisition and Facility Renewal Cemetery Improvements
3XXX
City Wide Park Development
3XXX
PAGE 391
2019 FINANCIAL PLAN
Project
Description
Asset Cost
Reserve
Borrow
CITY OF KELOWNA
Fed/Prov
Dev/Com
Utility
Taxation
3XXX
Neighbourhood Park Development
700,000
0
0
0
0
0
(700,000)
3XXX
Recreation Park Development - New Baseball Diamond Ponds Community Park - Sports Field Construction
200,000
0
0
0
0
0
(200,000)
600,000
0
0
0
0
0
(600,000)
3,396,900
0
0
0
0
0
(3,396,900)
180,000
0
0
0
0
0
(180,000)
100,000
0
0
0
0
0
(100,000)
550,000
0
0
0
0
0
(550,000)
Total New
830,000
0
0
0
0
0
(830,000)
Cost Center Totals
4,376,900
0
0
0
0
0
(4,376,900)
200,000
(200,000)
0
0
0
0
0
3,802,500
0
0
0
0
0
(3,802,500)
4,002,500
(200,000)
0
0
0
0
(3,802,500)
250,000
0
0
0
0
0
(250,000)
Total Growth
250,000
0
0
0
0
0
(250,000)
500,000
0
0
0
0
0
(500,000)
3XXX
Gravel Shoulder Paving, Streetscaping in Urban Centres Sidewalk Network Expansion
225,000
0
0
0
0
0
(225,000)
3XXX
Traffic Signals and Roundabouts
150,000
0
0
0
0
0
(150,000)
3XXX
Transit Facility
15,000,000
0
0 (8,850,000)
0
0
(6,150,000)
Total New
15,875,000
0
0 (8,850,000)
0
0
(7,025,000)
Cost Center Totals
20,127,500
(200,000)
0 (8,850,000)
0
0
(11,077,500)
90,000
(25,000)
0
0
0
0
100,000
0
0
0
0
0
50,000
0
0
0
0
0
240,000
(25,000)
0
0
0
0
XXXX
Total Growth
New 3XXX 3XXX 3XXX
Art Walk - Extension Doyle to Queensway Capital Opportunities and Partnership Fund Mill Creek Linear Park - Development Future Phases
Transportation Capital - Priority 2 Renew 3XXX 3XXX
Transit Renewal - Glenmore Network Restructure Transportation Renewal Total Renew
Growth 3XXX
Road Safety & Operations Partnership with ICBC
New 3XXX
Storm Drainage Capital - Priority 2 New XXXX
Containment Devices
XXXX
Beach Ave Stormwater Upgrades
XXXX
Intersection of Hobson Rd & Sarsons Rd Total New
PAGE 392
(65,000) P1 (100,000) (50,000) P1 (215,000)
2019 FINANCIAL PLAN
Project
Description
Asset Cost
Reserve
240,000
(25,000)
244,500 Total Renew
CITY OF KELOWNA
Fed/Prov
Dev/Com
Utility
0
0
0
0
(215,000)
0
0
0
0
0
(244,500)
244,500
0
0
0
0
0
(244,500)
Cost Center Totals
244,500
0
0
0
0
0
(244,500)
Grand Total
34,487,900
(225,000)
0 (8,850,000)
0
0
(25,412,900)
Cost Center Totals
Borrow
Taxation
Information Services Capital - Priority 2 Renew 3XXX
Major Systems Projects
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
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2019 FINANCIAL PLAN
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Combined Capital Projects PAGE 395
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 396
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Requests Provisional Budget Combined Capital Projects Summary - General, Water, Wastewater Funds Page Project
Description
Asset Cost
Reserve
470,000
(44,600)
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
(270,000)
(155,400)
Combined Capital Projects - Priority 1 Growth/Renew CCP 398
XXXXXX Ethel 4 DCC (Sutherland - Springfield) -
CCP 398
XXXXXX Ethel 5 DCC (Springfield - Rose) - ATC,
3,180,000 (1,428,800)
0
0
0
(780,000)
(971,200)
Watermain and Sanitary Improvements CCP 399 XXXXXX Sutherland 2 DCC (Lake - Gordon) - ATC,
5,260,000 (3,458,300)
0
0
0
(760,000)
(1,041,700)
Total Growth
8,910,000
(4,931,700)
0
0
0
0
0
Cost Center Totals
8,910,000
(4,931,700)
0
0
0
0
0
Grand Total
8,910,000
(4,931,700)
0
0
0
0
0
ATC, Watermain and Sanitary Imp
Water and Sanitary Replacement
CCP - Combined capital project amounts above are for presentation only as they are included in the appropriate Department summary.
PAGE 397
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1
Growth/Renew
Title:
Ethel 4 DCC (Sutherland - Springfield) - ATC, Watermain and Sanitary Imp
10 Yr Cap Plan Refs: 2018 T2 - $2.1M/W6 - $500k/2019 WW5 - $40k PROVISIONAL
Justification: The Ethel Street Active Transportation Corridor (ATC) is a priority all ages and abilities cycling project within the Pedestrian Bicycle Master Plan. The 2018 construction project included 3 parts: The replacement of 785m of 250mm cast iron pipe with new 250mm polyvinyl chloride (PVC) watermain, the replacement or reconnection of sanitary collection services, and construction of the ATC. Due to construction market conditions and tender results in 2018, the Ethel 4 project was delayed and is proposed to be constructed in coordination with Ethel 5, in 2019, as one combined project. Additional budget is being requested to match updated construction cost estimates and to address increased complexities of the watermain replacement construction. The combined construction of the Ethel Street ATC (Phase 4/5, Sutherland to Rose) will result in a complete 2.1km ATC from Cawston to Rose. There are no operation and maintenance budget impacts associated with this request, as they were approved in the 2018 budget. Project Drivers:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: Asset Cost 470,000
Resilient, well-managed infrastructure
Reserve (44,600)
Borrow -
Fed/Prov -
Dev/Com Utility (270,000)
Taxation (155,400)
Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Growth/Renew 10 Yr Cap Plan Refs: 2019 T2 - $1.7M/W6 - $700k/WW5 - $80k
Title:
Ethel 5 DCC (Springfield - Rose) - ATC, Watermain and Sanitary Improvements PROVISIONAL
Justification: Ethel Street Active Transportation Corridor (ATC) is a priority all ages and abilities cycling project within the Pedestrian Bicycle Master Plan. Budget is requested for phase 5 of the project which will include: the extension of the ATC south from Springfield Road/Cadder Avenue to Guisachan Road/Rose Avenue, the renewal of sanitary connections along approximately 400 m of sanitary sewer main, the reconfiguration of sanitary facilities at the Ethel/Springfield intersection, and the replacement of 390m of 250mm ductile iron pipe with new 250mm polyvinyl chloride (PVC) watermain which has reached the end of its service life. Future phases will extend south to Raymer Avenue, KLO Road and Casorso Road. The ongoing impacts for this request are included in this capital section as an operating request with the same title. Project Drivers:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework:
Resilient, well-managed infrastructure
Asset Cost Reserve 3,180,000 (1,428,800)
Borrow -
Fed/Prov -
Dev/Com Utility (780,000)
Taxation (971,200)
PAGE 398
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1
Title:
Sutherland 2 DCC (Lake - Gordon) - ATC, Water and Sanitary Replacement
10 Yr Cap Plan Refs:
Growth/Renew
2019 T2 - $5.5M/W6 - $400k/WW5 - $360k
PROVISIONAL
Justification: Sutherland Ave is identified as a key corridor in the Pedestrian Bicycle Master Plan. Budget is requested to add a protected 2-way bicycle lane facility along the north side of Sutherland Ave from Pandosy St to Gordon Dr and along the west side of Pandosy St from Sutherland Ave to Lake Ave. Works will include protected bike lanes along the north side of the roadway, widening / traffic signal upgrades at major intersections, curb and sidewalk changes, relocation of bus stops, enhanced road markings, signage and street lighting upgrades. In addition, aging property connections and valves will be replaced between Pandosy and Ethel as well as 410m of aging 200mm vitrified clay pipe sewer mainline will be replaced with polyvinyl chloride (PVC) from Richter to Ethel. This project is proposed to be constructed in coordination with the Ethel 4 project in 2019, as part of a combined contract. The ongoing impacts for this request are included in this capital section as an operating request with the same title. Project Drivers:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework:
Resilient, well-managed infrastructure
Asset Cost Reserve 5,260,000 (3,458,300)
Borrow -
Fed/Prov -
Dev/Com Utility (760,000)
Taxation (1,041,700)
PAGE 399
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Priority: 1
Division: Department:
Civic Operations Civic Operations
Title:
Ethel 5 DCC (Springfield-Rose), ATC
Maintain ON-GOING PROVISIONAL
Justification: Budget is requested for the ongoing operating and maintenance costs for the Ethel 5 Springfield to Rose project. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 0 5,600 11,200
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (5,600) (11,200)
Priority: 1
Division: Department:
Civic Operations Civic Operations
Title:
Sutherland 2 DCC (Lake - Gordon), ATC
Maintain ON-GOING PROVISIONAL
Justification: Budget is requested for operating and maintenance costs for the Sutherland Avenue/Lake Avenue to Gordon Drive project. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 0 26,500 26,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 400
Taxation 0 (26,500) (26,500)
2019 FINANCIAL PLAN
CITY OF KELOWNA
Real Estate & Parking PAGE 401
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 402
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Requests Provisional Budget Real Estate and Parking Capital Summary - General Fund Page Project
Description
Asset Cost
Reserve
404 308201 Parking Equipment and Facilities
415,000
(415,000)
404 308206 Chapman Parkade - Infrastructure Renewal
499,000
(499,000)
Total Renew
914,000
405 2003
DCC Road Widening, Land Acquisition
405 XXXX
Chapman Parkade - Expansion
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
0
0
0
0
0
(914,000)
0
0
0
0
0
60,000
(50,700)
0
0
0
0
(9,300)
300,000
(300,000)
0
0
0
0
0
360,000
(350,700)
0
0
0
0
(9,300)
750,000
(750,000)
0
0
0
0
0
1,586,700
(1,000,000)
0
0
0
0
(586,700)
80,000
0
0
0
0
0
(80,000)
Real Estate and Parking Capital - Priority 1 Renew
Growth
Total Growth
New 406 3XXX
Affordable Housing Land Acquisition
406 2000
General Land, Acquisition
407 2002
Road & Sidewalk, Land Acquisition
407 3082XX Chapman Parkade - Secure Parking Area 408 2004 Strategic Land Servicing Requirements
80,000
(80,000)
0
0
0
0
0
250,000
(250,000)
0
0
0
0
0
Total New
2,746,700
(2,080,000)
0
0
0
0
(666,700)
Cost Center Totals
4,020,700
(3,344,700)
0
0
0
0
(676,000)
Grand Total
4,020,700
(3,344,700)
0
0
0
0
(676,000)
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 403
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Parking Equipment and Facilities
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 L3 - $407k PROVISIONAL
Justification: Budget is requested to renew parking infrastructure and invest in efficient parking management by replacing parking meters with pay stations as part of a multi-year renewal program for equipment that has reached end of life and to add new locations as required. Ongoing renewal of enforcement equipment, servers and pavement in pay parking lots is also included in this annual request. The operation and maintenance budget will be minimal with this request and will be accommodated within the Parking Services contract services operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A well-run City - Performance excellence Asset Cost 415,000
Reserve (415,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Chapman Parkade - Infrastructure Renewal
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 L3 - $499k PROVISIONAL
Justification: A structural evaluation of the Chapman Parkade, constructed in 2002, was performed in 2017. The engineer recommended a number of preventative measures for completion over the next 10 years. Ongoing rehabilitation work is necessary to ensure the facility's maximum life expectancy is achieved. Budget is requested to allow for the completion of work identified for 2019 including repairs to the deck surface and reapplication of the protective traffic deck coating on Levels 2, 5 and the up/down ramps. Repainting of the parkade interior is also included in this work. The operation and maintenance budget will be minimal with this request and will be accommodated within the Parking Services contract services operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 499,000
Reserve (499,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0 PAGE 404
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
DCC Road Widening, Land Acquisition
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 L2 - $60k PROVISIONAL
Justification: Budget is requested to fund the purchase of land required for widening of roads identified in the DCC program. The land acquisitions will be made when required and are subject to Council approval. Available budget provides the opportunity to purchase land when land becomes accessible therefore preventing missed opportunities. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Asset Cost 60,000
Reserve (50,700)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Chapman Parkade - Expansion
Dev/Com 0
Utility 0
Taxation (9,300)
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 L3 - $300k PROVISIONAL
Justification: The Chapman Parkade was designed with potential to add additional floors. A consultant was retained in 2018 to complete a detailed design development report to establish costs and options for the project once the new BC building code is released. Budget is requested to complete detailed design work in 2019 to allow construction to begin in 2020. The operation and maintenance budget will be minimal with this request and will be accommodated within the Parking Services contract services operating budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Asset Cost 300,000
Reserve (300,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0 PAGE 405
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Affordable Housing Land Acquisition
Priority: 1 10 Yr Cap Plan Ref: Not included L1
New
PROVISIONAL
Justification: The City regularly partners with BC Housing for the development of affordable and supportive housing in the community. The City has a Housing Opportunity Reserve Fund to provide funds for these land purchases however, the Housing Opportunity Reserve Fund does not currently have the necessary funds to acquire a parcel of land. Given the current need for affordable housing and ability to partner with other levels of government, budget is requested to acquire land for this purpose. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: An active, inclusive city - Housing diversity Asset Cost 750,000
Reserve (750,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
General Land, Acquisition
Dev/Com 0
Utility 0
Taxation 0
Priority: 1 10 Yr Cap Plan Ref: 2019 L1 - $1.7M
New
PROVISIONAL
Justification: Budget is requested to purchase land as unique and time-sensitive opportunities arise. This may allow for acquiring strategic properties to facilitate land assemblies, create a revenue generating land bank and provide trade potential. Strategically purchased land has been used for numerous unique initiatives in recent years (Innovation Center, Interior Health Authority, Henderson's site, Central Green, Drysdale site, BC Housing, affordable housing, etc.) and it is imperative that the City continue to find acquisitions of this nature in order to ensure future opportunities are maximized. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Asset Cost Reserve 1,586,700 (1,000,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (586,700) PAGE 406
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Road & Sidewalk, Land Acquisition
Priority: 1 10 Yr Cap Plan Ref: 2019 L2 - $19k
New
PROVISIONAL
Justification: As identified by Infrastructure Planning, budget is requested to fund the purchase of land required for widening of roads and the expansion of the City's sidewalk network. The funds will also be used to acquire road widenings in excess of the 20m width that is a requirement of the development approval process. Acquisitions are targeted toward key missing linkages in the City's existing road and sidewalk network. Identified target areas include the Rutland Town Centre, Clifton Road and Gordon Drive. Historically the budget allocation in the 10 year capital plan has proven to be inadequate, especially during periods of high development, and will be addressed in the next 10 year capital plan update. The proposed budget request of $80k would allow for 2 typical acquisitions ($40K per acquisition) in 2019. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 80,000
Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Chapman Parkade - Secure Parking Area
Dev/Com 0
Utility 0
Taxation (80,000)
Priority: 1 10 Yr Cap Plan Ref: Not Included L3
New
PROVISIONAL
Justification: The reserved area of the Chapman Parkade is utilized primarily on weekdays and experiences a disproportionate amount of undesirable activity, especially in the evening/overnight and weekend periods due to its great location and multiple access points. Budget is requested to allow for the installation of gates and doors to transition this level into secure parking, similar to the existing reserved area at the Library Parkade. The operation and maintenance budget will be minimal with this request and will be accommodated within the Parking Services contract services operating budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: A safe city - Public safety programs Asset Cost 80,000
Reserve (80,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0 PAGE 407
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Strategic Land Servicing Requirements
Priority: 1 10 Yr Cap Plan Ref: 2019 L4 - $250k
New
PROVISIONAL
Justification: The mandate of the Strategic Land Development department is to identify future strategic land assemblies, add value to real property dispositions, and realize corporate objectives and the Official Community Plan through creative real estate strategies. Several projects and properties have been identified that have the potential to return social, economic, environmental, and cultural benefits to the City such as the current RCMP/Civic Block site. To deliver many of these projects, budget is requested to cover the servicing required. The department's intent is to grow the funding available for development serving requirements for major projects. There are no operation and maintenance budget impacts associated with this request. Project Driver:
Council resolutions and strategic corporate priorities.
Corporate Framework: A well-run City - Pioneering leadership Asset Cost 250,000
Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
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Building PAGE 409
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2019 Capital Requests Provisional Budget Building Capital Summary - General Fund Page Project
Description
Asset Cost
Reserve
3,300,000
(2,800,000)
55,000
0
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(500,000)
0
0
0
0
(55,000)
Building Capital - Priority 1 Renew OP 412 3174
City Hall, Phase IV - Renovations
412 XXXX
Rutland Firehall Roof Repair
413 XXXX
Kelowna Library, Chiller - Replacement
400,000
(400,000)
0
0
0
0
0
413 XXXX
Water St Firehall #2 - Repairs
800,000
(486,500)
0
0
0
0
(313,500)
200,000
(65,000)
0
0
0
0
(135,000)
220,000
(25,000)
0
0
0
0
(195,000)
440,000
414 XXXX
City Hall, Council Chambers Audiovisual System 414 XXX1XX Kelowna Family Y Infrastructure Renewal Projects 415 XXX1XX H2O Infrastructure Renewal Projects 415 XXXX RED 416 XXXX 416 XXXX
(440,000)
0
0
0
0
0
Kelowna Community Theatre, Stage Curtains & Piano City Hall - Boiler
64,000
(64,000)
0
0
0
0
0
350,000
(224,400)
0
0
0
0
(125,600)
Rutland Arena, East - HVAC Equipment
100,000
(100,000)
0
0
0
0
0
Total Renew
5,929,000
(4,604,900)
0
0
0
0
(1,324,100)
Canyon Falls Neighbourhood Learning Centre Water Support Facilities - Yards Location
60,000
0
0
0
0
0
(60,000)
300,000
0
0
0
0 (300,000)
0
Total New
360,000
0
0
0
0 (300,000)
(60,000)
Cost Center Totals
6,289,000
(4,604,900)
0
0
0 (300,000)
(1,384,100)
Grand Total
6,289,000
(4,604,900)
0
0
0 (300,000)
(1,384,100)
New OP 417 3175 417 XXXX
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
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2019 FINANCIAL PLAN
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2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
City Hall, Phase IV - Renovations
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 B3 - $2.8M PROVISIONAL
Justification: Budget is requested for the Phase IV renovations in the basement level, as part of the ongoing renovations to improve the effective use of City Hall. The existing basement is poorly laid out with less than thirty workstations. The renovations will more than double the number of workstations available to meet staffing demands, reduce reliance on lease space, and create a more modern working environment. This will be followed with a 2020 Capital budget request for Phase V Renovations to Level 1. When the approved project was put on hold, part of the funds were used to cover the 2017 flood damage. Additional funding is now requested to cover the escalation in construction costs over the past 2 years. The project scope has also been increased to include energy improvements to the external envelope, heating and lighting. These were not anticipated in the 10 year capital plan. The ongoing impacts for this request are included in this capital section as an operating request with the same title. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost Reserve 3,300,000 (2,800,000)
Borrow 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Rutland Firehall Roof Repair
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (500,000)
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B3 PROVISIONAL
Justification: Budget is requested to replace a roof section on the Rutland Firehall. This project is the result of ongoing evaluation of roof conditions on all City-owned facilities and the implementation of an ongoing capital renewal work program. There are two roof sections on the Rutland Fire Hall that were identified as having reached their anticipated service life. The highest priority roof sections will be replaced in 2019 and the other section will be included in a budget request to replace in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 55,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (55,000) PAGE 412
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Library, Chiller - Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B2 PROVISIONAL
Justification: Budget is requested to replace the 23 year-old heating, ventilation and air conditioning (HVAC) chiller serving the Kelowna Library which has reached the end of its service life. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 400,000
Reserve (400,000)
Borrow 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Water St Firehall #2 - Repairs
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 B3 - $800k PROVISIONAL
Justification: A masonry conditions assessment of this iconic heritage building in downtown Kelowna completed in 2014 made several recommendations to maintain or improve the exterior envelope of the building. These included bracing the original unrestrained brick parapets, replacing parapet and cornice flashings, and replacing failed mortar. Further delay will result in further degradation of the building envelope, and greater cost as a result. Budget is requested to undertake these repairs to the external building envelope. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 800,000
Reserve (486,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (313,500) PAGE 413
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
City Hall, Council Chambers - Audiovisual System
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 B3 - $200k PROVISIONAL
Justification: Budget is requested to upgrade and replace the Audio, Video and Control equipment serving the Council Chambers that have reached the end of service life and no longer meet the requirements for reliability and/or serviceability. There are no operation and maintenance budget impacts with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 200,000
Reserve (65,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Family Y Infrastructure Renewal Projects
Utility 0
Taxation (135,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 B1 - $220k PROVISIONAL
Justification: Budget is requested for the following Infrastructure Renewal projects at the Kelowna Family Y Rutland location: Elevator Modernization: To upgrade the elevator which has been in service for 32 years. Reliability and serviceability are becoming concerns due to the age of the mechanical components. Modernization of the elevator will include a full mechanical and cosmetic upgrade which will bring the elevator up to current code requirements and add another 20-25 years of service life ($150K). Chlorine Auto Shut-off Regulators: To install automatic shut-off valves on the chlorine system as per Part 6 of the WorkSafe BC Occupational Health and Safety Regulations ($45K). Replacement of pool equipment: Includes new diving boards, diving blocks, stanchions and ropes ($25K). There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 220,000
Reserve (25,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (195,000) PAGE 414
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
H2O Infrastructure Renewal Projects
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 B1 - $440k PROVISIONAL
Justification: Budget is requested for the following Infrastructure Renewal projects: FlowRider feature: To replace the mechanical and rider support systems on the H2O FlowRider attraction which have reached the end of their service life. A feasibility study report was completed in 2018 to identify the best option for capital investment regarding the H2O Adventure & Fitness Centre`s FlowRider feature. The study evaluated the work and financial impact associated with redevelopment of the space and concluded renewal of the FlowRider feature to be the best value for the aquatic centre and community as a whole ($300K). Chlorine Auto Shut-Off Regulators: To install automatic shut-off valves on the chlorine system as per Part 6 of the WorkSafe BC Occupational Health & Safety Regulations ($65K). Replacement of pool equipment: Includes new diving boards, diving blocks, stanchions and ropes ($75K). There are no operation and maintenance budget impacts associated with this request. Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 440,000
Reserve (440,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Community Theatre, Stage - Curtains & Piano
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 B2 - $64k PROVISIONAL
Justification: Budget is requested for the replacement of 20 year old stage curtains which are visibly worn, and lack adequate fire resistance. Funding is also requested for the refurbishment, structural repair and refinishing of the 1961 concert grand piano. This request is to be funded from the Theatre's Capital Improvement Fund. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: An active, inclusive city - Cultural experiences Asset Cost 64,000
Reserve (64,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0 PAGE 415
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B3
Title:
City Hall - Boiler
PROVISIONAL
Justification: Budget is requested to replace the City Hall boilers which will include an upgrade to higher efficiency equipment and incorporate a new heat exchanger for the domestic hot water system. The existing heating boilers serving City hall are 27 years old and are at the end of their service life. The new system is estimated to reduce natural gas consumption for City Hall by 607 GJ/Year, reduce corporate GHG emissions by 31 Tonnes/Year and reduce operational cost by $9,800/Year. The estimated payback term on the incremental cost to upgrade from low to high efficiency equipment is 3.3 years. The ongoing impacts for this request are included in this capital section as a reduction request with the same title.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 350,000
Reserve (224,400)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Rutland Arena, East - HVAC Equipment
Dev/Com 0
Utility 0
Taxation (125,600)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 B1 - $100k PROVISIONAL
Justification: Budget is requested to replace the heating, ventilation, and air conditioning (HVAC) equipment serving Rutland Arena East which have reached the end of their service life. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 100,000
Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0 PAGE 416
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Canyon Falls Neighbourhood Learning Centre
Priority: 1 10 Yr Cap Plan Ref: 2019 B6 - $232k
New
PROVISIONAL
Justification: A new Neighbourhood of Learning Centre (NLC) is currently being constructed in partnership with School District No. 23, at the new Canyon Falls Middle School in the Upper Mission. The proposed NLC space will include dedicated multifunctional spaces for City community programming, a larger gymnasium for shared use by both the community and the school, and external year-round washrooms to service the adjacent community park. Capital costs are funded by the Ministry of Education. Funding is requested for additional fit out costs associated with the new NLC, including multipurpose sports flooring, fixtures & furniture. There are no other budget requests for the balance of the $232k outlined in the Capital Opportunities and Partnership Program within the 10 year Capital plan in 2019. The ongoing operation and maintenance impacts for this request are included in this capital section as an operating request with the same title. Project Driver:
Investments that attract a net positive return over a reasonable business term.
Corporate Framework: A strong economy - Building & maintaining partnerships Asset Cost 60,000
Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Water Support Facilities - Yards Location
Dev/Com 0
Utility 0
Taxation (60,000)
Priority: 1 10 Yr Cap Plan Ref: Not included B4
New
PROVISIONAL
Justification: The Southeast Kelowna Irrigation District (SEKID) integration and City upgrades will require a restructuring of the current Utility Services branch. This restructuring will require the relocation of some staff, shop space and operating equipment between City Yards and the Wastewater Treatment Facility. The operation and maintenance budget will be minimal with this request and will be accommodated within the Water Operations budget
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 300,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (300,000)
Taxation 0 PAGE 417
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Community & Neighbourhood Services
Title:
Canyon Falls Neighbourhood Learning Centre
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The City intends to enter into an agreement with School District No. 23 (SD23) to operate a Neighbourhood Learning Centre (NLC) in the new Canyon Falls Middle School which will open in September 2019. The location of this new NLC will enable Active Living & Culture to expand programming in this area. As the operator of the NLC, the City will share annual operating costs and will realize program revenue and expenses which will be prorated for the last three months of 2019 due to the opening date. This request recognizes these budget requirements and a budget for start up equipment. The agreement will be reviewed after three years of operation. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: An active, inclusive city - Active living opportunities 2019 2020 2021
Cost 28,500 60,000 62,800
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Parks & Buildings Planning
Title:
City Hall, Phase IV - Renovations
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (16,500) (50,000) (53,000)
Utility 0 0 0
Taxation (12,000) (10,000) (9,800) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for the lease and maintenance costs of temporary office space to accommodate staff currently located on the Garden Level of City Hall while renovations are being completed. The budget request is based on lease costs rates for appropriate office space currently available on the market, as well as moving costs, data connection costs, additional furniture costs, and ongoing janitorial and maintenance costs. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities 2019
Cost 50,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 418
Taxation (50,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Reduction Request Details Division: Department:
Civic Operations Civic Operations
Title:
City Hall - Boiler
Priority: 1 ON-GOING PROVISIONAL
Justification: Improved boiler efficiency at City Hall will reduce natural gas and electrical consumption. This is the ongoing budget reduction associated with the capital request. 2019 Base Budget: Natural Gas $26,520 Electricity $91,400
Corporate Framework: A clean healthy environment - Energy conservation 2019 2020 2021
Cost (4,800) (9,800) (9,800)
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 419
Taxation 4,800 9,800 9,800
2019 FINANCIAL PLAN
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2019 Capital Requests Provisional Budget Parks Capital Summary - General Fund Page Project
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
Parks Capital - Priority 1 Renew 424 2591
Strathcona-Royal Waterfront
490,000
(183,000)
0
0
0
0
(307,000)
424 XXXX
Knox Mountain Park, Paul's Tomb Trail
250,000
0
0
0
0
0
(250,000)
425 XXXX
City Park Promenade Design - Phase 2
200,000
0
0
0
0
0
(200,000)
50,000
0
0
0
0
0
(50,000)
OP 425 XXXX
Hobson Rd Park - Interim Access
426 3184XX Kelowna Memorial Park Cemetery
202,000
(102,000)
0
0
0
0
(100,000)
426 XXXX
Bankhead Park - Playground
30,000
0
0
0
0
0
(30,000)
427 XXXX
High Noon Park - Phase 3 Renewal
50,000
0
0
0
(25,000)
0
(25,000)
1,272,000
(285,000)
0
0
(25,000)
0
(962,000)
3,300,000
(1,454,600)
0
0
0
0
(1,845,400)
4,276,700
(3,974,200)
0
0
0
0
(302,500)
300,000
0
0
0
0
0
(300,000)
7,876,700
(5,428,800)
0
0
0
0
(2,447,900)
Total Renew
Growth 427 2917 428 2030
Glenmore Recreation Park, Phase 2 Construction DCC Parkland Acquisition
428 XXXX
Barlee Park Expansion Total Growth
New 429 2031
Natural/Linear Park Acquisition
200,000
0
0
0
0
0
(200,000)
429 XXXX
Mission Recreation Park, Protective Netting - Construction
110,000
(35,000)
0
0
(25,000)
0
(50,000)
Total New
310,000
(35,000)
0
0
(25,000)
0
(250,000)
Cost Center Totals
9,458,700
(5,748,800)
0
0
(50,000)
0
(3,659,900)
Grand Total
9,458,700
(5,748,800)
0
0
(50,000)
0
(3,659,900)
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
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2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Strathcona-Royal Waterfront
Renew Priority: 1 10 Yr Cap Plan Ref: Not included P6 PROVISIONAL
Justification: In 2014, $350k was approved by Council to protect City-owned shoreline between Strathcona and Royal Avenues from erosion and to develop a waterfront pedestrian path and landscape park space. A lengthy design and permitting process ensued. Provincial approval of the works was finally received in September 2018. Due to the lengthy approval process, consultant effort and cost increased beyond that originally anticipated and the costs of construction increased significantly. For these reasons, an additional $307k is requested to complete the project. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: An active, inclusive city - Spectacular parks Asset Cost 490,000
Reserve (183,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Knox Mountain Park, Paul's Tomb Trail
Dev/Com 0
Utility 0
Taxation (307,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 P7 - $250k PROVISIONAL
Justification: Knox Mountain Park is one of the City's most popular parks and as a result has experienced significant erosion and wear. In 2011, the Council endorsed Knox Mountain Management Plan proposed a number of specific capital improvements to the park over two decades, to a current total value of $2.85 million. In order to provide a degree of financial viability, the improvements are phased throughout the duration of the 2030 Infrastructure Plan. The Paul's Tomb trail was damaged by rock fall in 2016, restricting access for both emergency vehicles and vehicles to service the portable toilets. Damage to the trail was assessed by consultants in 2016. Budget is therefore requested to restore the damaged crib walls and widen the trail for vehicular access as a priority for 2019, and resume the Management Plan works with a budget request for 2020. There are no operation and maintenance budget impacts associated with this request. Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: An active, inclusive city - Spectacular parks Asset Cost 250,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (250,000) PAGE 424
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
City Park Promenade Design - Phase 2
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 P6 - $1.5M PROVISIONAL
Justification: Budget is requested for schematic design of waterfront walkway and surrounding areas in City Park from Hot Sands Washroom to the Sails. The existing walkway is functionally obsolete and is in poor condition due to its age, settlement and damage from tree roots. A detailed cost estimate for construction would be developed from the schematic design leading to budget requests in subsequent years. Construction of the walkway from the washroom to the point is identified in the 10-Year Capital Plan for completion in 2020. The remaining phase of the works, from the Point to the Sails, is identified in 2024 as a priority 2. There are no operating and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Asset Cost 200,000
Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Hobson Rd Park - Interim Access
Dev/Com 0
Utility 0
Taxation (200,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 P6 - $50k PROVISIONAL
Justification: Parkland has been recently acquired on Hobson Road and the existing house will be demolished in Spring 2019. In order to deter undesirable use of the land, budget is requested to facilitate an interim opening of the parkland for safe public access until such time when funding is achieved for the full development. Costs include some tree removal, earthworks, and irrigation modifications to allow views into the site for safety and crime prevention. The ongoing impacts for this request are included in this capital section as an operating request with the same title.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: An active, inclusive city - Spectacular parks Asset Cost 50,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (50,000) PAGE 425
2019 FINANCIAL PLAN
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2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Kelowna Memorial Park Cemetery
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 P8 - $387k PROVISIONAL
Justification: Kelowna Memorial Park Cemetery (KMPC) is over 125 years old and much of the infrastructure is aging. In particular, the irrigation system is in need of renewal. The cemetery's irrigation system is 29 years old and at the end of its anticipated life expectancy. Full replacement of the irrigation system at this location will improve the watering efficiency from 57% to 75%, which would save enough water to supply 37 homes in Kelowna per year. Budget is therefore requested for the following: irrigation flow sensing capability to protect the cemetery property from any major leaks, the first phase of irrigation system renewal (total replacement estimated at $820k), the first of three phases for the Wayfinding Strategy as identified in the KMPC, and general site infrastructure repairs and replacement of aging infrastructure as identified in the KMPC. This request is reduced from the 10 year capital plan as a budget request will be made in a subsequent year for the balance of the irrigation system renewal. There are no operation and maintenance budget impacts associated with this request. Project Driver:
Investments that attract a net positive return over a reasonable business term.
Corporate Framework: An active, inclusive city - Spectacular parks Asset Cost 202,000
Reserve (102,000)
Borrow 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Bankhead Park - Playground
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (100,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 P8 - $30k PROVISIONAL
Justification: Budget is requested for the replacement of playground equipment and resurfacing at Bankhead Park. The equipment is over fifty years old, in need of repair, of poor play value, and not to current safety standards. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: An active, inclusive city - Spectacular parks Asset Cost 30,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (30,000) PAGE 426
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
High Noon Park - Phase 3 Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: Not included P8 PROVISIONAL
Justification: Budget is requested to continue support for the Kelowna Minor Fastball Society user group at High Noon Park, who are providing half of the funding. The Phase 3 renewal includes fencing replacement, bleacher replacements, and dugout improvements. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: An active, inclusive city - Spectacular parks Asset Cost 50,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (25,000)
Department: Cost Center:
Capital Projects Parks Capital
Title:
Glenmore Recreation Park, Phase 2 - Construction
Utility 0
Taxation (25,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 P5 - $3.3M PROVISIONAL
Justification: Budget is requested for the next phase of development of Glenmore Recreation Park. The initial phase of construction, which was completed in spring 2018, was for utility servicing, site earthworks and drainage, construction of a road base and installation of Agricultural Land Reserve buffering. This budget request is for the installation of two multi-use grass sport fields, footpaths, access roadway, and parking. The City has a contractual obligation to provide a road to the existing properties within two years of the start of construction. The operating and maintenance budget for this project were included with the first phase. The operation and maintenance budget will therefore be minimal with this request and will be accommodated within the Parks Services contract services operating budget.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Corporate Framework: An active, inclusive city - Active living opportunities Asset Cost Reserve 3,300,000 (1,454,600)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (1,845,400) PAGE 427
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
DCC Parkland Acquisition
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 P1 - $4.3M PROVISIONAL
Justification: Budget is requested for the acquisition of land to be used for Neighbourhood, Community, City-wide and Recreation type parks in accordance with the 20-Year Servicing Plan and DCC reserve funding availability. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Corporate Framework: An active, inclusive city - Spectacular parks Asset Cost Reserve 4,276,700 (3,974,200)
Borrow 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Barlee Park Expansion
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (302,500)
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 P3 - $300k PROVISIONAL
Justification: Budget is requested for design and construction of an expansion to Barlee Park, a neighbourhood-level park in the central city sector. This is the City's highest priority area for a new neighbourhood park as the surrounding area has witnessed significant residential development over the past decade and is in need of neighbourhood amenities and green space. The expansion will require the demolition of an old house along with the installation of a new playground and grassy play area. The operation and maintenance budget will be minimal with this request and will be accommodated within the Park Services operating budget.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: An active, inclusive city - Strengthening our neighbourhoods Asset Cost 300,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (300,000) PAGE 428
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Natural/Linear Park Acquisition
Priority: 1 10 Yr Cap Plan Ref: 2019 P2 - $500k
New
PROVISIONAL
Justification: Budget is requested to support the City's ongoing acquisition program for natural area and linear parks in accordance with the Council approved Parkland Acquisition Strategy, Official Community Plan and Linear Park Master Plan. Linear parks are amongst the most heavily used park types and this is the only funding source for such acquisitions. Several large sections are close to being fully realized and while some significant opportunities are anticipated in 2019, it is less than projected in the 10 year capital plan. There are no operation and maintenance budget impacts associated with this request.
Council resolutions and strategic corporate priorities.
Project Driver:
Corporate Framework: An active, inclusive city - Spectacular parks Asset Cost 200,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Mission Recreation Park, Protective Netting - Construction
Taxation (200,000)
Priority: 1 10 Yr Cap Plan Ref: 2019 P5 - $100k
New
PROVISIONAL
Justification: The Mission Recreation Park Softball Quad was built approximately 20 years ago based on softball standards of the day. As the park has developed, amenities have been added around the complex that support general park purposes including: a dog park, community gardens, greenway access point, additional parking, etc. Due to advances in sport technologies and athletic performance, there has been an increased frequency of balls being hit out of the park into the surrounding amenities. Budget is requested for a protective netting structures to prevent the number of balls leaving the softball quad. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A safe city - Public safety programs Asset Cost 110,000
Reserve (35,000)
Borrow 0
Fed/Prov 0
Dev/Com (25,000)
Utility 0
Taxation (50,000) PAGE 429
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Hobson Rd Park - Interim Access
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for park maintenance costs for the newly acquired Hobson Park. Initially this park will be maintained to a very basic standard to allow safe public access, until the site can be fully developed in future. Budget will cover beach cleaning, rough mowing, weed control and general maintenance. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: An active, inclusive city - Spectacular parks 2019 2020 2021
Cost 26,500 26,500 26,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 430
Taxation (26,500) (26,500) (26,500)
2019 FINANCIAL PLAN
CITY OF KELOWNA
Transportation PAGE 431
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 432
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Requests Provisional Budget Transportation Capital Summary - General Fund Page Project
Description
Asset Cost
Reserve
3,744,300
(3,003,900)
516,900
0
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(740,400)
0
0
0
0
(516,900)
Transportation Capital - Priority 1 Renew 435 2083 OP 435 2086
Roads Resurfacing
OP 436 2091T
Neighbourhood Traffic Calming
OP 436 3289
Sidewalk & Bikeway Renewal
Bridge Rehabilitation and Inspections
437 3233
Street Light Replacement - Pole & Wiring Traffic Signal and Communications 437 3239 Upgrades and Renewals OP 438 207601 Transit - Equipment Renewal (Bus Stops and Shelters) Total Renew
50,000
0
0
0
0
0
(50,000)
100,000
0
0
0
0
0
(100,000)
308,400
0
0
0
0
0
(308,400)
260,000
0
0
0
0
0
(260,000)
150,000
(150,000)
0
0
0
0
0
5,129,600
(3,153,900)
0
0
0
0
(1,975,700)
0
Growth OP 438 XXXX
0
0
0
0
(65,000)
OP 439 331601 South Perimeter 1 DCC (Gordon Dr Stewart 1), Road OP 439 3XXX01 Gordon 1 DCC (Frost - South Perimeter), Road OP 440 3362XX Pedestrian & Cyclist Safety Improvement CCP 398 329001 Ethel 4 DCC (Sutherland - Springfield), ATC CCP OP 398 335901 Ethel 5 DCC (Springfield-Rose), ATC
7,870,700
(2,000,000) (5,870,700)
0
0
0
0
1,842,900
(555,000) (1,287,900)
0
0
0
0
Intelligent Transportation Systems
65,000
150,000
0
0
0
0
0
(150,000)
200,000
(44,600)
0
0
0
0
(155,400)
2,400,000
(1,428,800)
0
0
0
0
(971,200)
CCP OP 399 323604 Sutherland 2 DCC (Lake - Gordon), ATC OP 440 323603 Sutherland 1 DCC (Gordon - Burtch), ATC 441 2866XX Lakeshore 1 DCC Bridge at Bellevue Creek 441 XXXX01 Clement 1 DCC (Ellis - Graham), Road
4,500,000
(3,458,300)
0
0
0
0
(1,041,700)
2,883,100
(489,700)
0
0 (2,393,400)
0
0
280,000
(236,600)
0
0
0
0
(43,400)
200,000
(156,000)
0
0
0
0
(44,000)
442 XXXX01 Lakeshore 4 DCC (Lanfranco - Richter), Road 442 3048L Hollywood 7 DCC (Sexsmith Appaloosa), Land 443 321002 Stewart Road West 3 DCC (Crawford Swamp), Road
75,000
(60,800)
0
0
0
0
(14,200)
1,656,000
(1,396,000)
0
0
0
0
(260,000)
150,000
(126,800)
0
0
0
0
(23,200)
0 (2,393,400)
0
(2,768,100)
Total Growth
22,272,700
(9,952,600) (7,158,600)
New OP
443 2085
Active Transportation Corridor
320,000
(110,000)
0
0
0
0
(210,000)
OP
444 2084
Sidewalk Network Expansion
300,000
(85,000)
0
0
0
0
(215,000)
444 XXXX
Traffic Signals and Roundabouts
200,000
0
0
0
0
0
(200,000)
175,000
(175,000)
0
0
0
0
0
995,000
(370,000)
0
0
0
0
(625,000)
OP
445 207602 Transit - New Equipment (Bus Stops) Total New
PAGE 433
2019 FINANCIAL PLAN
Page Project
Description
Asset Cost
Reserve
Borrow
Fed/Prov
CITY OF KELOWNA
Dev/Com
Utility
Taxation
Cost Center Totals
28,397,300 (13,476,500) (7,158,600)
0 (2,393,400)
0
(5,368,800)
Grand Total
28,397,300 (13,476,500) (7,158,600)
0 (2,393,400)
0
(5,368,800)
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 434
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Roads Resurfacing
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 T4 - $3.7M PROVISIONAL
Justification: Budget is requested for the road resurfacing program which is anticipated to include (preliminary): K.L.O. Rd (Gordon Dr to Benvoulin Rd), Benvoulin Rd (KLO Rd to Chamberlain Rd), Gordon Dr (Springfield Rd to KLO Rd), Summit Dr (Glenmore Dr to Valley Rd), Clifton Rd (Mountain Ave to Caraglen Way), Valley Rd (Cross Rd to Union Rd), Gerstmar Rd (Highway 33 to Springfield Rd), and High Rd (Clifton Rd to Glenmore Dr). There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost Reserve 3,744,300 (3,003,900)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Bridge Rehabilitation and Inspections
Dev/Com 0
Utility 0
Taxation (740,400)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 T4 - $300k PROVISIONAL
Justification: Budget is requested for this annual program which undertakes inspections and rehabilitation of the City's bridges. Each year 50 per cent of bridges are inspected, 20 per cent in detail and 30 per cent at a high level. Issues identified through inspections are priotized for rehabilitation in the current or following years. Additional funding, beyond the 10Year Capital Plan is requested to address issues identified in 2018. The ongoing impacts for this request are included in this capital section as an operating request with the same title.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 516,900
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (516,900) PAGE 435
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Neighbourhood Traffic Calming
Renew Priority: 1 10 Yr Cap Plan Ref: Not included T7 PROVISIONAL
Justification: Traffic calming provides safer streets and improves quality of life for existing neighbourhoods experiencing shortcutting and speeding traffic. There are more than 250 service requests for traffic calming in various locations. Potential traffic calming locations are selected based on technical evaluation and neighbourhood support. Budget is requested to implement typical improvements such as speed humps and traffic circles but also may include other speed mitigation strategies where applicable. The ongoing impacts for this request are included in this capital section as an ongoing request with same title.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A well-run City - Responsive customer service Asset Cost 50,000
Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk & Bikeway Renewal
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (50,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 T4 - $100k PROVISIONAL
Justification: Budget is requested to allow for completion of projects to address deteriorated conditions and functional deficiencies of existing transportation infrastructure. 2019 projects include: 1) Add or replace existing bike lanes with buffered bike lanes in conjunction with resurfacing - $60,000 2) Replace existing sidewalk segments with degrading surface and profile - $40,000 The ongoing impacts for this request are included in this capital section as an operating request with this same title.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 100,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (100,000) PAGE 436
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Street Light Replacement - Pole & Wiring
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 T4 - $308k PROVISIONAL
Justification: Budget is requested to replace street light poles and wiring that are at the end of their service life. Poles typically fail through rusting at their bases where they can be exposed to damp conditions. This program maintains safe and reliable street light assets. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 308,400
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signal and Communications Upgrades and Renewals
Taxation (308,400)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 T4 - $225k PROVISIONAL
Justification: Budget is requested for this renewal program which replaces aging traffic signals and associated communication equipment based on the current inspection and maintenance report. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 260,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (260,000) PAGE 437
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - Equipment Renewal (Bus Stops and Shelters)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 T4 - $50k PROVISIONAL
Justification: This annual program improves/upgrades existing transit stop facilities - responding to operating/safety and accessibility needs, furnishing replacements/additions and general bus stop enhancements associated with public requests and developments. Well designed and maintained transit facilities improve customer comfort, transit accessibility and the overall attractiveness of the system, contributing to increased ridership. Proposed 2019 projects include; Rutland Rd S. at Gray Rd (Design+Construction - $35k); Hwy 33 at Kneller Rd (Design+Construction -$35k); Hwy 33 at Oswell Dr (New Pad + Shelter Relocate - $10k); Glenmore Rd at Bernard Ave (Construction - $60k); and General Improvements - bench seating, accessible platforms - community bus stops ($10k). Funding for transit stop improvements is generated through transit advertising revenues. This funding request reflects an increase in available revenues than what was anticipated in the 10-Year Capital Plan.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 150,000
Reserve (150,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Intelligent Transportation Systems
Dev/Com 0
Utility 0
Taxation 0
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 T8 - $50k PROVISIONAL
Justification: Budget is requested to update and coordinate traffic signal timings along the Gordon Dr and Springfield Rd corridors. Over time, traffic signal timings and coordination shift out of sync with changing traffic patterns. This project will update timings / coordination to match current traffic conditions with the goal of improving overall traffic flow and the reliability of transit travel times along the corridors. Traffic signal timings will be updated and hardware to detect transit vehicles will be installed at key intersections. The ongoing impacts for this request are included in this capital section as an operating request with the same title.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 65,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (65,000) PAGE 438
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 T1 - $7.6M PROVISIONAL
Justification: With the anticipated construction of South Perimeter Road from Gordon Dr to Stewart Rd W expected to be complete by the end of 2019, this budget is requested for the first of a series of annual repayments over an estimated 9-year period to repay the project's construction costs of $7.87 million. Actual repayment costs are dependent on the amount of DCC revenue collected within Sector B. The ongoing operation and maintenance impacts for this request are included in this capital section as operating requests with the same title.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost Reserve 7,870,700 (2,000,000)
Borrow (5,870,700)
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Gordon 1 DCC (Frost - South Perimeter), Road
Utility 0
Taxation 0
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 T1 - $1.6M PROVISIONAL
Justification: With the anticipated construction of South Perimeter Road from Gordon Dr to Stewart Rd W expected to be complete by the end of 2019, this budget is requested for the first of a series of annual repayments over an estimated 9-year period to repay the project's construction costs of $1.84 million capital cost. Actual repayment costs are dependent on the amount of DCC revenue collected within Sector B. The ongoing operation and maintenance impacts for this request are included in this capital section as operating requests with the same title.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 1,842,900
Reserve (555,000)
Borrow (1,287,900)
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0 PAGE 439
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Pedestrian & Cyclist Safety Improvement
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 T7 - $150k PROVISIONAL
Justification: Budget is requested to improve accessibility and safety of pedestrians and other road users. Priority 2019 projects include: Baron Rd & Underhill Rd - Pedestrian warning flashers - $30k; Raymer Ave & Gosnell / East Campus Rd - Curb extensions, sidewalk connection and delineator posts - $30k; Richter St / South of K.L.O. Rd - Refuge island at crosswalk and revise road markings - $25k; Franklyn Rd & Leathead Rd - New curb let downs, improved flashing warning light visibility - $15k; Chute Lake Rd & South Crest Dr - Median pedestrian refuge and revised road markings to improve crossing - $15k; Chute Lake Rd & Quilchena Dr - Median pedestrian refuge, add transit stop pad and revise road markings to shorten the crossing length - $35k. The ongoing impacts for this request are included in this capital section as an operating request with the same title.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A safe city - Public safety programs Asset Cost 150,000
Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sutherland 1 DCC (Gordon - Burtch), ATC
Dev/Com 0
Utility 0
Taxation (150,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 T2 - $2.9M PROVISIONAL
Justification: Sutherland Avenue is a key east-west Active Transportation Corridor (ATC) within the Pedestrian Bicycle Master Plan linking the Abbott Street Corridor to the Ethel ATC, Capri Centre, Landmark Centre and the Okanagan Rail Trail via Angel Way. As a rezoning condition, the developer of the Capri Centre site is required to construct the Sutherland ATC from Burtch Road through Gordon Drive. Capri Centre intends to construct the Sutherland ATC in coordination with their first residential tower, anticipated in 2019. Improvements by the developer would include 2-way separated bike lanes along the north side of Sutherland from Burtch through Gordon, a new traffic signal at Capri/Sutherland and changes to the intersections/traffic signals at Gordon Drive and Burtch Road. Budget is requested for works not covered by the development servicing agreement, including portions of sidewalk, crosswalk and bus stop improvements on the south side of Sutherland Avenue. The ongoing impacts for this request are included in this capital section as an operating request with the same title. Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 2,883,100
Reserve (489,700)
Borrow 0
Fed/Prov 0
Dev/Com (2,393,400)
Utility 0
Taxation 0 PAGE 440
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Lakeshore 1 DCC Bridge at Bellevue Creek
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 T1 - $1.6M PROVISIONAL
Justification: Budget is requested to develop a detailed design and cost estimate for replacement of the Lakeshore Rd crossing of Bellevue Creek. A condition assessment report, completed in 2018, identified the need to replace the crossing in the next 2-5 years. This budget request, for a portion of the 10-Year Capital Plan budget, is for the completion of detailed design only. An additional funding request for construction is anticipated in the next 2-5 years. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 280,000
Reserve (236,600)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Clement 1 DCC (Ellis - Graham), Road
Dev/Com 0
Utility 0
Taxation (43,400)
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 T1 - $980k PROVISIONAL
Justification: The Clement Avenue Corridor is currently undergoing significant redevelopment with a number of sites under construction or with active development applications. Budget is requested to fund works outside the scope of development frontage improvements as sites along the north side of the roadway redevelop. This budget request is reduced from the 10-Year Capital Plan as it only relates to a portion of the ultimate Clement 1 project and reflects the estimated cost of work to be completed with current active developments. The timing and scope of improvements will be coordinated with development. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 200,000
Reserve (156,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (44,000) PAGE 441
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Lakeshore 4 DCC (Lanfranco - Richter), Road
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 T1 - $150k PROVISIONAL
Justification: Budget is requested to develop an overall street design for Lakeshore Road between Richter and Lanfranco. The objective of the design project would be to better coordinate street frontage improvements by adjacent development sites through an overall corridor plan. Budget has been reduced from the 10-Year Capital Plan to reflect the anticipated cost of design work. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 75,000
Reserve (60,800)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Hollywood 7 DCC (Sexsmith - Appaloosa), Land
Utility 0
Taxation (14,200)
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 T1 - $1.9M PROVISIONAL
Justification: Budget is requested for the acquisition of land and final design of Hollywood Rd between Academy Way and Appaloosa Rd. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost Reserve 1,656,000 (1,396,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (260,000) PAGE 442
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Stewart Road West 3 DCC (Crawford - Swamp), Road
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 T1 - $150k PROVISIONAL
Justification: Budget is requested to complete planning and design work to identify, design and update cost estimates for safety and capacity improvements between the intersections of Saucier / Bedford and DeHart / Casorso / Swamp. This project is phase 2 of the Stewart Rd DCC project; a 3 phased improvement plan for this north-south corridor that links the end of South Perimeter Road with Casorso and Swamp roads. Construction of phase 2 is planned for 2021. Improvements would accommodate increased traffic volumes projected with the completion of the South Perimeter Road connection to the Upper Mission. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 150,000
Reserve (126,800)
Borrow 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Active Transportation Corridor
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (23,200)
Priority: 1 10 Yr Cap Plan Ref: 2019 T5 - $300k
New
PROVISIONAL
Justification: Budget is requested for this program which expands the cycling network, including improvements identified in the Pedestrian & Bicycle Master Plan to help make cycling an easier and safer option for more residents. Projects are coordinated with pavement rehabilitation where feasible to reduce costs. Priority 2019 construction projects include: Bike lanes - Ellis St (Bernard to Buckland) - $70K; Bike lanes - Ellis St (Roanoke to Broadway) - $55K; Okanagan Rail Trail - Spot Improvements (Gordon to Spall) - $60K; Bike Lanes - Bernard Ave (Richter to Ethel) - $15K; Bike Lanes - Union Rd (Millard to Valley) - $80K; Bike Racks and Lockers - Program / Various Locations - $20K; and Cycling Data Collection Station - One Location - $20K. The ongoing impacts for this request are included in this capital section as an operating request with the same title.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 320,000
Reserve (110,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (210,000) PAGE 443
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk Network Expansion
Priority: 1 10 Yr Cap Plan Ref: 2019 T6 - $300k
New
PROVISIONAL
Justification: Budget is requested for this annual program which implements sidewalks identified in the Pedestrian and Bicycle Master Plan. Sidewalks improve walking safety, accessibility, and convenience. The 2019 sidewalk projects include the following: construction at Leckie Rd (north side)/ Hunter to Enterprise ($50K) and Richter St (east side) / Raymer to Wardlaw ($75K). Design & construction at Cadder Ave (south side)/ Richter to Ethel ($165K). Design only at Belgo Rd / Rutland to Molnar ($5K) and Casorso Rd (west side)/ Swordy to Bechard ($5K). The ongoing impacts for this request are included in this capital section as an operating request with the same title.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: An active, inclusive city - Active living opportunities Asset Cost 300,000
Reserve (85,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signals and Roundabouts
Dev/Com 0
Utility 0
Taxation (215,000)
Priority: 1 10 Yr Cap Plan Ref: 2019 T8 - $450k
New
PROVISIONAL
Justification: Budget is requested to advance detailed design, update cost estimates and assess potential watercourse impacts of a roundabout at the intersection of Valley and Kane roads. Valley Rd is an important component of the major road network within the Glenmore Valley and has been previously identified for a potential roundabout location at Kane Rd. Recent development on the west side of Valley Rd has accommodated a roundabout footprint at this location. This budget has been reduced from the 10 year capital plan to only include the detailed design and potential environmental assessment. A future budget request for construction funding would be made based on updated cost estimates. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 200,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (200,000) PAGE 444
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - New Equipment (Bus Stops)
Priority: 1 10 Yr Cap Plan Ref: 2019 T9 - $50k
New
PROVISIONAL
Justification: Budget is requested to implement new or enhanced transit facilities in response to transit service changes on existing routes or adjacent developments. Well designed transit facilities improve the comfort and accessibility of transit making it a more attractive travel option for more residents. Proposed 2019 projects include; Glenmore Rd at High Rd Major Bus Stop (Design+Construction - $100k); Rutland Rd at Bach Rd - New Stop (Design+Construction - $20k); Cadder Ave at Richter St - Enhance Stop (Construction - $20k); Springfield Rd at Ethel St - New Stop (Construction $10k); and KLO Rd at Casorso Rd - New Shelter (Construction - $25k). Funding for transit stop improvements is generated through transit advertising revenues. This funding request reflects an increase in available revenues than was originally anticipated in the 10-Year Capital Plan. The ongoing impacts for this request are included in this capital section as an operating request with same name. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Asset Cost 175,000
Reserve (175,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
PAGE 445
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Gordon 1 DCC (Frost - South Perimeter), Road Repayment
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the annual repayment to the developer for the Gordon 1 Road project. Quarterly payments will begin in 2020 with the estimated final payment in 2028. Actual repayment costs are dependent on the amount of DCC revenue collected within Sector B.
This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 0 143,100 143,100
Reserve 0 (143,100) (143,100)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Division: Department:
Financial Services Financial Services
Title:
South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road Repayment
Utility 0 0 0
Taxation 0 0 0 New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the annual repayment to the developer for the South Perimeter 1 Road project. Quarterly payments will begin in 2020 with the estimated final payment in 2028. Actual repayment costs are dependent on the amount of DCC revenue collected within Sector B. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 0 652,300 652,300
Reserve 0 (652,300) (652,300)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 446
Taxation 0 0 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Bridge Rehabilitation and Inspections
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for consulting services which are required to support bridge inspections which will take place annually with a detailed inspection every 5 years, in order to meet current safety practice standards and effective asset management. Furthermore, pedestrian and cyclist bridges will also be added to the inspection list. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 50,000 50,000 50,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Gordon 1 DCC (Frost - South Perimeter), Road
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (50,000) (50,000) (50,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for maintenance and operating costs of the Gordon Drive component of the South Perimeter Road construction. This is the ongoing operation and maintenance budget impacts associated with the capital request. 2019 Base Budget: $1,841,726
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 0 8,500 8,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 447
Taxation 0 (8,500) (8,500)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Sutherland 1 DCC (Gordon - Burtch), ATC
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for maintenance and operating costs for the Sutherland Avenue / Gordon Drive to Burtch Road project. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 0 0 11,600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Transit - Equipment Renewal (Bus Stops and Shelters)
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 (11,600) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for operating and maintenance costs for accessibility and safety improvements to transit shelters and stops. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 0 4,000 4,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 448
Taxation 0 (4,000) (4,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Transit - New Equipment (Bus Stops)
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for operating and maintenance costs for the transit route and facilities expansion. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 2,000 7,900 7,900
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Intelligent Transportation Systems
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (2,000) (7,900) (7,900) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to fund the operations and maintenance costs to update and coordinate traffic signal timings along the Gordon Dr and Springfield Rd corridors. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 600 600 600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 449
Taxation (600) (600) (600)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Active Transportation Corridor
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for operating and maintenance costs for the capital projects adding bike lanes on exiting roads. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 4,000 4,000 4,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Pedestrian & Cyclist Safety Improvement
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (4,000) (4,000) (4,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for maintenance and operation costs for improvements at intersections, crosswalks, and connections to schools. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: A safe city - Public safety programs 2019 2020 2021
Cost 1,800 1,800 1,800
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 450
Taxation (1,800) (1,800) (1,800)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Sidewalk & Bikeway Renewal
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for operation and maintenance costs for adding buffered bike lanes. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Cost 5,000 5,000 5,000
2019 2020 2021
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road
Revenue 0 0 0
Utility 0 0 0
Taxation (5,000) (5,000) (5,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for maintenance and operating costs of the new South Perimeter Road from Gordon Road to Crawford Road. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems 2019 2020 2021
Cost 16,600 16,600 16,600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 451
Taxation (16,600) (16,600) (16,600)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Sidewalk Network Expansion
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to cover crack, crevise weed control and drainage maintenance. This is the ongoing operation and maintenance budget impacts associated with the capital request. 2019 Base Budget: $38,000
Corporate Framework: A well-run City - Responsive customer service 2019 2020 2021
Cost 500 2,000 2,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Neighbourhood Traffic Calming
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (500) (2,000) (2,000) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for operation and maintenance costs for new neighbourhood traffic calming. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: A safe city - Public safety programs 2019 2020 2021
Cost 400 1,500 1,500
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 452
Taxation (400) (1,500) (1,500)
2019 FINANCIAL PLAN
CITY OF KELOWNA
Solid Waste PAGE 453
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2019 Capital Requests Provisional Budget Solid Waste Capital Summary - General Fund Page Project
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
Solid Waste Capital - Priority 1 Renew 456 XXXX
Landfill Bin Replacement
90,000
(90,000)
0
0
0
0
0
456 XXXX
Landfill Equipment GPS Replacement
120,000
(120,000)
0
0
0
0
0
457 2831
Automated Collection Curbside Carts
300,000
(300,000)
0
0
0
0
0
Total Renew
510,000
(510,000)
0
0
0
0
0
Landfill Liner Design and Construction
2,700,000
(2,700,000)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
250,000
(250,000)
0
0
0
0
0
600,000
(600,000)
0
0
0
0
0
Total New
4,000,000
(4,000,000)
0
0
0
0
0
Cost Center Totals
4,510,000
(4,510,000)
0
0
0
0
0
Grand Total
4,510,000
(4,510,000)
0
0
0
0
0
New 457 XXXX
458 3187XX Landfill Gas & Leachate Recirculation Laterals 458 XXXX Landfill Drainage & Groundwater Management Leachate and Landfill Gas Header 459 3188
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 455
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Bin Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 SW9 - $460k PROVISIONAL
Justification: Budget is requested to replace eight historical roll off bins now at end of life. Replacement units will match the operational hitch design and function of the current bin trucks. This budget request is a reduction from the 10-Year Capital Plan as the need for Infrastructure renewal was lower than what was anticipated in plan. There are no operation and maintenance budget impacts associated with this capital request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A well-run City - Responsive customer service Asset Cost 90,000
Reserve (90,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Equipment GPS Replacement
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 SW1 - $150k PROVISIONAL
Justification: The landfill equipment uses a specific GPS program to construct and operate the landfill for items such as monitoring compaction, site elevations and slope grading. This ensures maximizing of the airspace, an efficient filling operation, and maintains compliance with the Operations Plan. Budget is requested to update the hardware and software program which is seven years old. There are no operation and maintenance budget impacts associated with this capital request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 120,000
Reserve (120,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0 PAGE 456
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Automated Collection Curbside Carts
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 SW1 - $300k PROVISIONAL
Justification: Budget is requested to purchase new curbside carts as part of the City of Kelowna's curbside refuse, recycling and yard waste program. These new receptacles are necessary to address residential growth and residential needs for larger recycling and yard waste receptacles. This helps maintain an inventory to provide improved customer service. There are no operation and maintenance budget impacts associated with this capital request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 300,000
Reserve (300,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Liner Design and Construction
Dev/Com 0
Utility 0
Taxation 0
New Priority: 1 10 Yr Cap Plan Ref: 2019 SW2 - $3.3M PROVISIONAL
Justification: With the Design Operation and Closure Plan now complete, design and construction of the extended impervious liner to contain leachate and control greenhouse gases will now proceed according to the updated fill plan. This project supplements existing work initiated in 2018 to prepare the site for the liner construction and will involve design, construction, new road access and liner installation as defined in the updated Fill Plan. This project combines the "Liner Design and Construction - North Phase" (2019 and 2020 amounts) and "Liner Design and Construction - Horseshoe" projects outlined in the 10-Year Capital Plan. Budget has been reduced from the 10-Year Capital Plan to reflect costs that are lower than initially anticipated. There are no operation and maintenance budget impacts associated with this capital request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources Asset Cost Reserve 2,700,000 (2,700,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0 PAGE 457
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Gas & Leachate Recirculation Laterals
New Priority: 1 10 Yr Cap Plan Ref: 2019 SW3 - $400k PROVISIONAL
Justification: Budget is requested for the construction of landfill gas and leachate recirculation pipes that are installed horizontally within the landfill. This project includes a one-time pump upgrade ($50k) identified in the 10-Year Capital Plan. The construction is required in order to meet regulatory requirements as well as to ensure landfill gas is supplied to the FortisBC Biogas plant. The operation and maintenance budget will be minimal with this request and will be accommodated within the Solid Waste operating budget.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A clean healthy environment - Energy conservation Asset Cost 450,000
Reserve (450,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Drainage & Groundwater Management
Utility 0
Taxation 0
New Priority: 1 10 Yr Cap Plan Ref: 2019 SW5 - $250k PROVISIONAL
Justification: Budget is requested to complete the preliminary and detailed design phase of the stormwater management system. The concept is currently being developed with the Design Operation and Closure Plan process. This stormwater will eventually bypass the entire facility using storage and mainline design. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 250,000
Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0 PAGE 458
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Leachate and Landfill Gas Header
New Priority: 1 10 Yr Cap Plan Ref: 2019 SW3 - $600k PROVISIONAL
Justification: Budget is requested to construct a recirculation pipe to manage leachate, and accelerate the decomposition of refuse and landfill gas generation. The leachate system has been coupled with the landfill gas system that collects landfill gas and converts the gas into energy. The generation of landfill gas will be necessary for the power conversion process to be viable. Further, the acceleration of the decomposition of refuse will increase the amount of useable landfill space. The City's landfill operations certificate is currently under review with the Province. Staff expect that the leachate recirculation system will become a requirement of the Province. The operation and maintenance budget will be minimal with this request and will be accommodated within the Solid Waste operating budget.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources Asset Cost 600,000
Reserve (600,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
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Storm Drainage PAGE 461
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2019 Capital Requests Provisional Budget Storm Drainage Capital Summary - General Fund Page Project
Description
Asset Cost
Reserve
275,000
0
1,000,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0 (220,000)
0
0
(55,000)
(445,000)
0
0
0
0
(555,000)
270,000
0
0
0
0
0
(270,000)
100,000
0
0
0
0
0
(100,000)
1,645,000
(445,000)
0 (220,000)
0
0
(980,000)
100,000
0
0
0
0
0
(100,000)
Total New
100,000
0
0
0
0
0
(100,000)
Cost Center Totals
1,745,000
(445,000)
0 (220,000)
0
0
(1,080,000)
Grand Total
1,745,000
(445,000)
0 (220,000)
0
0
(1,080,000)
Storm Drainage Capital - Priority 1 Renew OP 464 3XXX 464 XXXX 465 3410 465 XXXX
2018 Freshet Recovery Projects Capital Bubna Road Culvert Replacement at Upper Vernon Creek Spencer Road Mill Creek Drainage Improvements Jean Road Drainage Improvements Total Renew
New 466 XXXX
Adams Rd Drainage Improvement
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 463
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
2018 Freshet Recovery Projects - Capital
Renew Priority: 1 10 Yr Cap Plan Ref: Not included D3 PROVISIONAL
Justification: The velocity and volume of water during Spring 2018 Freshet caused damage that is capital in nature at three locations: Kerry Park beach access stairs($30k), Maude Roxby pilings ($20k) and City Park concrete stairs and seawall ($225k). The City will apply for Disaster Financial Assistance Funding to cover 80% of expenditures. An associated operating request is located in this section for the 2018 freshet operating costs.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A safe city - Flood protection Asset Cost 275,000
Reserve 0
Borrow 0
Fed/Prov (220,000)
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Bubna Road Culvert Replacement at Upper Vernon Creek
Taxation (55,000)
Renew Priority: 1 10 Yr Cap Plan Ref: Not included D3 PROVISIONAL
Justification: A rectangular concrete structure on Bubna Road is required to pass a revised 1 in 200 year flood event with consideration of climate change for Upper Vernon Creek. The existing culvert has failed and is being managed temporarily until the larger structure is in place. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A safe city - Flood protection Asset Cost 1,000,000
Reserve (445,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (555,000) PAGE 464
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Spencer Road Mill Creek Drainage Improvements
Renew Priority: 1 10 Yr Cap Plan Ref: Not included D3 PROVISIONAL
Justification: Budget is requested to replace three damaged culverts on Mill Creek crossing Spencer Road upstream of the Kelowna Airport. A single arch or box culvert replacement will help reduce flooding of adjacent homes, assist with fish passage and eliminate potential for debris blockages. In 2018, the Union of BC Municipalities awarded the City a $750K grant for this project under the Community Emergency Preparedness Fund for the 2018 Structural Flood Mitigation funding stream. This request is for expected construction costs that exceed the maximum fund allocation. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A safe city - Flood protection Asset Cost 270,000
Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Jean Road Drainage Improvements
Dev/Com 0
Utility 0
Taxation (270,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 D3 - $100k PROVISIONAL
Justification: Budget is requested to address existing drainage deficiencies in the area. The intent would be to install a drainage collection system at the rear of 3970 Jean Road which would route flows eastwards to the nearest storm inlet at Mahonia Drive. The operation and maintenance budget will be minimal with this request and will be accommodated within the Utility Stormwater operating budget.
Project Driver:
Addressing Existing Drainage Deficiencies
Corporate Framework: A safe city - Flood protection Asset Cost 100,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (100,000) PAGE 465
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Adams Rd Drainage Improvement
Priority: 1 10 Yr Cap Plan Ref: 2019 D3 - $100k
New
PROVISIONAL
Justification: Budget is requested to design and construct a small stormwater pump station to alleviate backwater effects from Mill Creek during the annual spring freshet. The operation and maintenance budget will be minimal with this request and will be accommodated within the Utility Stormwater operating budget.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A safe city - Flood protection Asset Cost 100,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (100,000)
PAGE 466
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure
Title:
2018 Freshet Recovery Projects - Operating
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to repair damages resulting from the 2018 flood. Operating expenditures for repair work is estimated to be $1.34M. Provincial funding will cover 80 per cent of eligible expenditures with the City's obligation to cover the remaining 20 per cent plus any ineligible expenses. There are 13 operating projects to begin in 2019 that have been assessed by engineering and environmental consultants for damages and costs for repairs to pre-existing condition. During 2018, Council approved three operating projects through Budget Amendments for a cost of up to $600k with up to $400k being recoverable by the Province resulting in up to $200,000 to be funded from the flood control averaging reserve. The total cost of the 2018 freshet is approximately $2.1M. An associated capital request is located in this section for the 2018 freshet capital projects.
Corporate Framework: A safe city - Flood protection 2019
Cost 1,340,300
Reserve 0
Borrow 0
Fed/Prov (1,071,400)
Dev/Com 0
Revenue 0
Utility 0
PAGE 467
Taxation (268,900)
2019 FINANCIAL PLAN
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Information Services PAGE 469
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CITY OF KELOWNA
2019 Capital Requests Provisional Budget Information Services Capital Summary - General Fund Page Project
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
Information Services Capital - Priority 1 Renew 472 2133
Server and Data Storage Equipment
180,000
0
0
0
0
0
(180,000)
472 2130
Front Office Equipment
386,000
0
0
0
0
0
(386,000)
473 2132
Communications Networks Upgrades
105,000
0
0
0
0
0
(105,000)
Major Systems Projects
505,600
0
0
0
0
0
(505,600)
1,176,600
0
0
0
0
0
(1,176,600)
50,000
0
0
0
(50,000)
0
0
Total New
50,000
0
0
0
(50,000)
0
0
Cost Center Totals
1,226,600
0
0
0
(50,000)
0
(1,176,600)
Grand Total
1,226,600
0
0
0
(50,000)
0
(1,176,600)
OP 473 3382
Total Renew
New 474 3343
Fibre Optic Service Lines
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 471
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Server and Data Storage Equipment
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 I2 - $180k PROVISIONAL
Justification: Budget is requested for the renewal and maintenance of the application and database servers as well as corporate data storage needs for the City. Included are virtual and physical servers, disk storage, backup solutions and the related software. This budget allows Information Services to provide equipment and software in the corporate data centres to support a variety of systems for City staff. Information Services plans to upgrade end of life components of the corporate virtualization infrastructure and increase back end data storage capacity to keep up with increasing corporate data growth. These upgrades will position the City to implement enhanced business continuity and disaster recovery capability. The operation and maintenance budget will be minimal with this request and will be accommodated within the Information Services operating budget. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A well-run City - Performance excellence Asset Cost 180,000
Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Front Office Equipment
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (180,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 I1 - $386k PROVISIONAL
Justification: Budget is requested for the renewal and maintenance of the desktop computer needs for the City. The City has different replacement cycles for its approximate $2M investment in current front office technology equipment. The replacement cycle for desktop computers and tablets is four years to take advantage of improvements in speed and memory. Monitors, printers and phones are on a longer cycle and are replaced when warranted. The operation and maintenance budget will be minimal with this request and will be accommodated within the Information Services purchase services operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A well-run City - Performance excellence Asset Cost 386,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (386,000) PAGE 472
2019 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Communications Networks Upgrades
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 I4 - $105k PROVISIONAL
Justification: Budget is requested for the renewal and expansion of the City's network environment. The network supports high speed data connections within and between City facilities as well as connections to the internet. New technologies will be deployed to improve service levels and replace components that have reached the end of their serviceable life. The operation and maintenance budget will be minimal with this request and will be accommodated within the Information Services operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A well-run City - Performance excellence Asset Cost 105,000
Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Major Systems Projects
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (105,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 I3 - $506k PROVISIONAL
Justification: The Information Services Digital Strategy has identified the need to replace the current in-house developed and supported systems. This funding will support the replacement of the service request system with a next generation platform focusing on an improved customer experience. Budget is requested to cover software licenses and consulting for design and implementation that will begin in 2019 with completion in 2020. The ongoing impacts for this request are included in this capital section as an operating request with the same title.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A well-run City - Performance excellence Asset Cost 505,600
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (505,600) PAGE 473
2019 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Fibre Optic Service Lines
Priority: 1 10 Yr Cap Plan Ref: 2019 I4 - $50k
New
PROVISIONAL
Justification: Installation of fibre lines for new customers requires capital works from City infrastructure into the client's building. Information Services will at times contract the work and bill back the amount to the customer. Budget is requested to allow for the initial payment for the contracted work. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Corporate Framework: A well-run City - Pioneering leadership Asset Cost 50,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (50,000)
Utility 0
Taxation 0
PAGE 474
2019 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Major Systems Projects
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the maintenance cost for the software procured for this project. Software maintenance is typically 20 per cent of the purchase cost which is estimated at $200,000 for this project. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: A well-run City - Performance excellence 2019 2020 2021
Cost 20,000 40,000 40,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 475
Taxation (20,000) (40,000) (40,000)
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PAGE 476
Vehicle & Mobile Equipment
PAGE 477
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PAGE 478
2019 Capital Requests Provisional Budget Vehicle & Mobile Equipment Summary - General Fund Page Project
Description
Asset Cost
Reserve
3,726,900
(3,726,900)
50,000
0
3,776,900
(3,726,900)
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
0
0
0
0
(50,000)
0
0
0
0
(50,000)
Vehicle & Mobile Equipment - Priority 1 Renew 480 XXXX
Equipment and Vehicle Replacement
480 XXXX
Fleet Service Bay Equipment Total Renew
New 481 XXXX Wheel Load Scales OP 481 2804XX Fleet Growth
16,800
0
0
0
0
0
(16,800)
396,700
(90,000)
0
0
0
(80,000)
(226,700)
74,800
0
0
0
0
(74,800)
0
Total New
488,300
(90,000)
0
0
0 (154,800)
(243,500)
Cost Center Totals
4,265,200
(3,816,900)
0
0
0 (154,800)
(293,500)
Grand Total
4,265,200
(3,816,900)
0
0
0 (154,800)
(293,500)
OP 482 2802XX Domestic Water System Expansion (SEKID) - Service Truck
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 479
2019 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Equipment and Vehicle Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 V2 - $4.1M PROVISIONAL
Justification: Vehicle rental rates contribute to the equipment replacement reserve throughout the course of vehicle/equipment service life. Factoring in equipment type, seasonal use and equipment condition it was determined that 22 units from 58 being considered require replacement. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A well-run City - Responsive customer service Asset Cost Reserve 3,726,900 (3,726,900)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Renew Priority: 1 10 Yr Cap Plan Ref: Not included V2
Title:
Fleet Service Bay Equipment
PROVISIONAL
Justification: Fleet Services has acquired a service bay that was the former Building Services paint bay. This service bay will provide much needed space for fleet technicians. Budget is requested to optimize this space and increase productivity by adding equipment such as a vehicle hoist, work benches and oil dispensing equipment. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: A well-run City - Responsive customer service Asset Cost 50,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (50,000) PAGE 480
2019 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Wheel Load Scales
Priority: 1 10 Yr Cap Plan Ref: 2019 V1 - $17k
New
PROVISIONAL
Justification: Budget is requested for the purchase of wheel load scales equipment. With the vast amounts of money associated to the maintenance of city roads, it is vital that city owned streets receive protection from overweight vehicles. There are many legal weights and dimensions for vehicles and vehicle combinations. Some of the City's Bylaw Enforcement Officers are trained in the use of wheel load scales thereby require this equipment to deter this misuse. Enforcement officers would then conduct random stops in tandem with the RCMP or Commercial Vehicle Safety and Enforcement agency. There are no operation and maintenance budget impacts associated with this capital request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: A safe city - Effective & targeted policing Asset Cost 16,800
Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Fleet Growth
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (16,800)
Priority: 1 10 Yr Cap Plan Ref: 2019 V1 - $397k
New
PROVISIONAL
Justification: As a result of increased service and maintenance demands and regulatory requirements, an additional seven pieces of equipment is required as follows: Two pieces funded from reserve for Parking Services and Solid Waste ($90K); four pieces funded from taxation for Infrastructure Delivery, Parks Services, and Traffic Systems ($187K); and one piece funded from Taxation and Utilities ($120K). The ongoing impacts for this request are included in this capital section as an operating request with the same title.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: A well-run City - Responsive customer service Asset Cost 396,700
Reserve (90,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (80,000)
Taxation (226,700) PAGE 481
2019 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Domestic Water System Expansion (SEKID) - Service Truck
Priority: 1 10 Yr Cap Plan Ref: 2019 V1 - $75k
New
PROVISIONAL
Justification: With the South East Kelowna Irrigation District (SEKID) infrastructure and operations integration into the City's water distribution system, additional technical support will be added. Budget is requested for a service truck that will transport Pump Operations personnel and materials to all field water/irrigation sites. The ongoing impacts for this request are included in this capital section as an operating request with the same title.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 74,800
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (74,800)
Taxation 0
PAGE 482
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Domestic Water System Expansion (SEKID) Operating Costs and Positions
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to fund the operations and maintenance costs of the new infrastructure being constructed to bring City drinking water into Southeast Kelowna (former SEKID service area) and to provide adequate water for the dissolving South Okanagan Mission Irrigation District (SOMID). The Integrated Water Construction Project will expand the City's drinking water supply infrastructure by almost 20 per cent. The operational staff requirement are two additional full-time Millwright positions and one additional full-time Utility Service Person position. This operating request also includes funding for energy, chemicals and equipment to operate the new facilities and provide Okanagan Lake water to all SEKID customers. A portion of the expansion operating costs will be funded from SEKID operating reserve.
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities 2019 2020 2021
Cost 358,200 514,300 615,300
Reserve (249,700) (413,600) 0
Division: Department:
Civic Operations Civic Operations
Title:
Fleet Growth
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (108,500) (100,700) (615,300)
Taxation 0 0 0 New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the internal equipment charges to cover operating and future replacements and to increase ongoing rental revenue collected. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: A safe city - Public safety programs 2019 2020 2021
Cost 39,000 39,000 39,000
Reserve (18,000) (18,000) (18,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (37,000) (37,000) (37,000)
Utility 0 0 0 PAGE 483
Taxation 16,000 16,000 16,000
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PAGE 484
Fire PAGE 485
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PAGE 486
2019 Capital Requests Provisional Budget Fire Capital Summary - General Fund Page Project
Description
Asset Cost
Reserve
800,400
(800,400)
800,400
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
(800,400)
0
0
0
0
0
Fire Capital - Priority 1 Renew 488
XXXX
Tenders 1 and 4 Total Renew
New OP 488
XXXX
Zetron Dispatch Consoles
106,500
(106,500)
0
0
0
0
0
489
XXXX
Ancillary Equipment for Engine 5
120,000
(120,000)
0
0
0
0
0
Total New
226,500
(226,500)
0
0
0
0
0
Cost Center Totals
1,026,900
(1,026,900)
0
0
0
0
0
Grand Total
1,026,900
(1,026,900)
0
0
0
0
0
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 487
2019 Capital Request Details Department: Cost Center:
Capital Projects Fire Capital
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 F1 - $676k
Title:
Tenders 1 and 4
PROVISIONAL
Justification: Budget is requested to replace Kelowna Fire Department's (KFD) 1993 International (Tender 1) and 1999 Western Star (Tender 4). In 2014, KFD initiated a 20 year equipment reserve as well as a life cycle strategy that provides the framework for planned apparatus replacement with a scheduled timeline that includes serviceability and mechanical assessments. This purchase has the possibility of being in US Funds which has been built into the request. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A safe city - Fire protection & prevention Asset Cost 800,400
Reserve (800,400)
Borrow 0
Department: Cost Center:
Capital Projects Fire Capital
Title:
Zetron Dispatch Consoles
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Priority: 1 10 Yr Cap Plan Ref: 2019 F3 - $167k
New
PROVISIONAL
Justification: Budget is requested for two Zetron dispatch consoles which are required to complete the backup fire dispatch site. Following National Fire Protection Association standards, as well as dispatch contractual obligations with service clients, it is required to have a fully functional backup fire dispatch site. Technical analysis determined that it is more costly and less operationally effective to repurpose the current back-up console technology. The additional backup consoles will be an extension of the primary site thereby allowing for operational functionality that mirrors the primary site, allowing for uninterrupted dispatch services. Current budgeted costs are lower than anticipated in the 10-Year Capital Plan. The ongoing impacts for this request are included in this capital section as an operating request with the same title. Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A safe city - Fire protection & prevention Asset Cost 106,500
Reserve (106,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0 PAGE 488
2019 Capital Request Details Department: Cost Center:
Capital Projects Fire Capital
Title:
Ancillary Equipment for Engine 5
Priority: 1 10 Yr Cap Plan Ref: Not included F2
New
PROVISIONAL
Justification: Budget is requested to purchase ancillary equipment for the new Fire Engine 5 that was approved for purchase in 2018 for the fire protection area of North Glenmore. As the current RFP for the new Engine 5 does not include equipment, this request is being submitted for 2019 (when the apparatus is anticipated to arrive). There is usually an 18 month turn around to complete the process and design of the Fire Engine. Due to the complexity of equipment and various suppliers of the required equipment, it cannot be included in the original Apparatus tendering process. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A safe city - Fire protection & prevention Asset Cost 120,000
Reserve (120,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
PAGE 489
2019 Operating Request Details Division: Department:
Human Resources Fire Department
Title:
Zetron Dispatch Consoles
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to increase the existing annual maintenance agreement for the Zetron consoles as the agreement will need to include the additional consoles at the Water Street Firehall No.2 back up dispatch site. This is the ongoing operation and maintenance budget impacts associated with the capital request. 2019 Base Budget: $13,100
Corporate Framework: A safe city - Fire protection & prevention 2019 2020 2021
Cost 5,000 5,000 5,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
PAGE 490
Taxation (5,000) (5,000) (5,000)
Airport PAGE 491
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PAGE 492
2019 Capital Requests Provisional Budget Airport Capital Summary - Airport Fund Page Project
Description
Asset Cost
Reserve
2,750,000
(2,750,000)
527,500 175,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
0
(527,500)
0
0
0
0
(175,000)
0
0
0
0
Airport Capital - Priority 1 Renew 494 3413
495 3415
Airport Convair Way Parking Lot Upgrades Airport Terminal Complex Capital Replacements Airport Air Terminal Building Advertising Nodes Airport Tugway Gate Upgrade
53,200
(53,200)
0
0
0
0
496 3417
Airport Air Terminal Building Stairway
200,000
(200,000)
0
0
0
0
496 3414
Airport Road Improvements
171,500
(171,500)
0
0
0
0
3,877,200
(3,877,200)
0
0
0
0
5,351,000
(5,351,000)
0
0
0
0
5,351,000
(5,351,000)
0
0
0
0
150,000
(150,000)
0
0
0
0
Total New
150,000
(150,000)
0
0
0
0
Cost Center Totals
9,378,200
(9,378,200)
0
0
0
0
Grand Total
9,378,200
(9,378,200)
0
0
0
0
494 2901 495 3416
Total Renew
Growth 497 3412
Airport Long-term Parking Lot Expansion Total Growth
New 497 2221
Airport Small Capital
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 493
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Convair Way Parking Lot Upgrades
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 A2 - $2.7M PROVISIONAL
Justification: The Convair Way parking lot is seeing greater year-round use for valet, staff and aircrew parking during several months of the year. Budget is requested to pave and service a portion of this lot that is currently gravel. This would result in an additional 210 paved parking stalls. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: A strong economy - International airport development Asset Cost Reserve 2,750,000 (2,750,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Terminal Complex Capital Replacements
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: 2019 A3 - $352k PROVISIONAL
Justification: Budget is requested to continue with the necessary upgrades to the older areas of the air terminal that are reaching the end of their life cycle. These items include mechanical and electrical systems and equipment, as well as building finishes. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A strong economy - International airport development Asset Cost 527,500
Reserve (527,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0 PAGE 494
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Air Terminal Building Advertising Nodes
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 A3 - $100k PROVISIONAL
Justification: Budget is requested to allow for the modernization and enhancement of the existing advertising signage, and identify new advertising nodes within the air terminal building. There are no operating and maintenance budget impacts associated with this request.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Corporate Framework: A strong economy - International airport development Asset Cost 175,000
Reserve (175,000)
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Tugway Gate Upgrade
Fed/Prov 0
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: 2019 A2 - $53k PROVISIONAL
Justification: Budget is requested to reconfigure the system that operates the Airport's tugway gate. The tugway is used to transport aircraft across an active road, Airport Way, to and from KF Aerospace. These upgrades would reduce the human resources needed to operate the tugway gate and improve the level of safety on Airport Way when the tugway is in use. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: A strong economy - International airport development Asset Cost 53,200
Reserve (53,200)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0 PAGE 495
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Air Terminal Building Stairway
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 A3 - $200k PROVISIONAL
Justification: Budget is requested to demolish and relocate the stairway within the air terminal building to allow for better passenger traffic flow, provide better way finding and mitigate any congestion. There are no operating and maintenance budget impacts associated with this request.
Level of service enhancements (functional efficiency and levels of service increases).
Project Driver:
Corporate Framework: A strong economy - International airport development Asset Cost 200,000
Reserve (200,000)
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Road Improvements
Fed/Prov 0
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: 2019 A2 - $172k PROVISIONAL
Justification: Budget is requested to widen the sidewalk and add lighting at the north end of the Airport terminal building, adjacent to Airport Way to improve the safety of pedestrians who use this route extensively to access parking lots and the terminal facilities. The operation and maintenance budget will be minimal with this request and will be accommodated within the Airport electricity operating budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: A strong economy - International airport development Asset Cost 171,500
Reserve (171,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0 PAGE 496
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Long-term Parking Lot Expansion
Growth Priority: 1 10 Yr Cap Plan Ref: Not included A2 PROVISIONAL
Justification: Budget is requested to expand the long-term parking lot to the south of Mill Creek. This expansion would include a bridge across Mill Creek and the addition of 300 parking stalls. The operation and maintenance budget will be minimal with this request and will be accommodated within the Airport Facility Maintenance operating budget. The 2018 10 Year Capital Plan identified funding for parking in 2022. In accordance with the Airport's 2045 Master Plan, the Airport anticipated reaching 2.0 million passengers in 2020 and 2.25 million passengers in 2025. The Airport has realized higher passenger growth than anticipated, and is expecting to reach 2.085 million passengers in 2018. As a result, the expansion of the long-term parking lot is being requested as a part of the 2019 budget. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: A strong economy - International airport development Asset Cost Reserve 5,351,000 (5,351,000)
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Small Capital
Fed/Prov 0
Dev/Com 0
Utility 0 New Priority: 1 10 Yr Cap Plan Ref: 2019 A1, A2, A3 - $50K PROVISIONAL
Justification: Budget is requested for smaller capital projects that need to be implemented expeditiously. The Airport Director will approve these projects and individual project spending will be under $30,000. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: A strong economy - International airport development Asset Cost 150,000
Reserve (150,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0 PAGE 497
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PAGE 498
Water PAGE 499
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PAGE 500
2019 Capital Requests Provisional Budget Water Capital Summary - Utility Funds Page Project
Description
Asset Cost
Reserve
230,000
0
75,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
(230,000)
0
0
0
0
(75,000)
Water Capital - Priority 1 Renew CCP 398 329001 Ethel 4 Watermain Replacement, Sutherland - Springfield 502 3XXX Poplar Point Pump Station Electrical Power Upgrades CCP 398 XXXX Ethel 5 Watermain, Springfield - Rose 502 XXXX
Skyline Pump Station DCC - Electrical Building Upgrades CCP 399 323602 Sutherland Avenue Connections and Valves Replacement, Pandosy - Ethel Water Meter Replacement Program 503 3038 Total Renew
700,000
0
0
0
0
(700,000)
1,000,000
(373,100)
0
0
0
(626,900)
400,000
0
0
0
0
(400,000)
500,000
0
0
0
0
(500,000)
2,905,000
(373,100)
0
0
0
(2,531,900)
Growth 503 2407
Water Meter New Installations
150,000
0
0
0
(150,000)
0
504 2070W Offsite & Oversize DCC - Water
117,200
(83,600)
0
0
0
(33,600)
267,200
(83,600)
0
0
(150,000)
(33,600)
Mobile Water Refill Station
20,000
0
0
0
0
(20,000)
Water Meter Reading and Servicing Repatriation
98,300
0
0
0
0
(98,300)
Total New
118,300
0
0
0
0
(118,300)
Cost Center Totals
3,290,500
(456,700)
0
0
(150,000)
(2,683,800)
Grand Total
3,290,500
(456,700)
0
0
(150,000)
(2,683,800)
Total Growth
New 504 3xxx OP 505 XXXX
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 501
2019 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Poplar Point Pump Station Electrical Power Upgrades
Renew Priority: 1 10 Yr Cap Plan Ref: Not included W7 PROVISIONAL
Justification: Budget is requested to complete the replacement of two power management relays that are aging and no longer supported by the supplier. Installation of new updated power management relays will improve the operational redundancy of the station and limit interruption of the water supply during power outages. Upon completion of the upgrades an ARC Flash Study will be developed for this location and other sites in the Water system. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 75,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (75,000)
Department: Cost Center:
Capital Projects Water Capital
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 W2 - $378k
Title:
Skyline Pump Station DCC - Electrical Building Upgrades
PROVISIONAL
Justification: Budget is requested to remove the electrical and controls from the existing buried chamber to provide safer access for Operations. A failed heating, ventilation, and air conditioning (HVAC) waterline flooded the entire pump station causing water shortages and dangerous site conditions during repairs. The project was originally slated as a simple transformer upgrade for $378K, however a more comprehensive approach is now required to remove all electrical components from the underground chamber. The work will include the connection of the new FortisBC transformer and a new building which will enclose the new electrical equipment. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 1,000,000
Reserve (373,100)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (626,900) PAGE 502
2019 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter Replacement Program
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 W6 - $1.5M PROVISIONAL
Justification: Budget is requested to replace water meters in the City. The 10-Year Capital Plan includes budget to replace all water meters in the City over a 5 year period. Due to budget reallocations from projects in the Phase 1 Water Integration Project, this project has been extended by 2 years to accommodate the annual budget needs. The new meters will be read through an automated system and allow individual residences to monitor their water use. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life) and water
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 500,000
Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter New Installations
Fed/Prov 0
Dev/Com 0
Utility (500,000) Growth Priority: 1 10 Yr Cap Plan Ref: 2019 W7 - $150k PROVISIONAL
Justification: Budget is requested for this annual requirement for the installation of new water meters for new development within the City of Kelowna's water utility. The City is responsible to supply and install all water meters purchased by developers as part of their site requirements. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth) and water
Corporate Framework: A clean healthy environment - Water conservation Asset Cost 150,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (150,000)
Utility 0 PAGE 503
2019 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Offsite & Oversize DCC - Water
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 W5 - $67k PROVISIONAL
Justification: Every year the City partners with the development community to oversize/extend water infrastructure to accommodate future projected development. This year the costs are expected to be slightly higher than the 10-Year Capital Plan due to several downtown replacement projects with RU7 zoning changes impacting future fire flow needs. This saves construction costs and disruption by not having to upsize/extend infrastructure in the future when development occurs. Budget is requested for the City's annual share of costs to oversize/extend water infrastructure in excess of the developer's own needs as a result of City requirements. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 117,200
Reserve (83,600)
Borrow 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Mobile Water Refill Station
Fed/Prov 0
Dev/Com 0
Utility (33,600) New Priority: 1 10 Yr Cap Plan Ref: Not included W7 PROVISIONAL
Justification: Budget is requested for a mobile water refill station to provide drinking water at designated outdoor events and venues around Kelowna. This project supports the Connected and Responsible vision principles endorsed by Imagine Kelowna. In 2018, a trial water dispensing unit was located at Stuart Park and special events, such as the Fat Cat Festival and Center of Gravity, providing the equivalent of 12,000 disposable water bottles which were diverted from the landfill. Unfortunately, the mobility, weight and transportation requirements of the existing unit makes it prohibitive for moving to event sites. A total of 20-30 private and public outdoor events in 2019 have already been identified as suitable venues for a second portable unit. Maintenance, security, reservations, storage and transportation would be coordinated through the Kelowna Outdoor Events and Park Services. There are no operation and maintenance budget impacts associated with this request. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: A safe city - Clean drinking water Asset Cost 20,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (20,000) PAGE 504
2019 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter Reading and Servicing Repatriation
New Priority: 1 10 Yr Cap Plan Ref: Not included W7 PROVISIONAL
Justification: Budget is requested for the one-time cost to prepare the appropriate facilities and tools to support the repatriation of water meter servicing and water meter reading. Bringing these services in house will see an annual cost savings estimated of about $240,000 per year beginning in 2020. The up-front capital cost is to purchase the meter reading equipment and set up shop and operating cost is to have staff trained and in place prior to the end of the current contract in December 2019. Payback is approximately 1.5 years. The ongoing impacts for this request are included in this capital section as an operating request with the same title.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 98,300
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (98,300)
PAGE 505
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Water Meter Reading and Servicing Repatriation with Positions
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the repatriation of water meter reading and meter maintenance services. Repatriation will save the City approximately $200,000 per year beginning in 2020. This will require an upfront capital investment and an operating budget in 2019 to transition water meter services from Tribus to City services, including salary, training, and consulting costs. Annual operating budget includes two Meter Technician positions, one part-time Meter Reader position, maintenance shop space, water meter inventory, related tools, leased vehicles, and support equipment needed to carry out meter reading and maintenance services. This is the ongoing operation and maintenance budget impacts associated with the capital request.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost 223,000 (322,250) (322,250)
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (223,000) 322,250 322,250
PAGE 506
Wastewater
PAGE 507
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PAGE 508
2019 Capital Requests Provisional Budget Wastewater Capital Summary - Utility Funds Page Project
Description
Asset Cost
Reserve
40,000
0
80,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
(40,000)
0
0
0
0
(80,000)
545,000
0
0
0
0
(545,000)
360,000
0
0
0
0
(360,000)
1,200,000
(900,000)
0
0
0
(300,000)
Wastewater Capital - Priority 1 Renew CCP 398 329001S Ethel 4 Sanitary Replacement, Sutherland - Springfield CCP 398 XXXX Ethel 5 Sanitary Improvements, Springfield - Rose 510 3392XX Sanitary Replacement CCP 399 3236XXS Sutherland Avenue Sanitary Replacement, Richter - Ethel 510 XXXX Guy St Lift Station Renewal DCC 511 XXXX
Edwards Lift Station Upgrade
317,000
0
0
0
0
(317,000)
511 XXXX
Clement Avenue Sanitary Replacement, Kelview - Cerise WWTF Administration Building
200,000
0
0
0
0
(200,000)
400,000
0
0
0
0
(400,000)
Laneway Sanitary (Bay Ave. Northwards, East of Richter) Gaston Avenue Sanitary Replacement, St. Paul - Richter
215,000
0
0
0
0
(215,000)
430,000
0
0
0
0
(430,000)
Total Renew
3,787,000
(900,000)
0
0
0
(2,887,000)
944,000
(919,500)
0
0
0
(24,500)
2,106,000
(2,080,700)
0
0
0
(25,300)
512 XXXX 512 XXXX 513 XXXX
Growth 513 XXXX
Water Street DCC Force Main
514 XXXX
Gyro Forcemain DCC
514 2070S
Offsite & Oversize DCC - Wastewater
110,000
(80,000)
0
0
0
(30,000)
515 XXXX
Swordy DCC Sanitary Sewer Upgrades
1,225,000
(1,194,400)
0
0
0
(30,600)
Total Growth
4,385,000
(4,274,600)
0
0
0
(110,400)
300,000
0
0
0
0
(300,000)
Total New
300,000
0
0
0
0
(300,000)
Cost Center Totals
8,472,000
(5,174,600)
0
0
0
(3,297,400)
Grand Total
8,472,000
(5,174,600)
0
0
0
(3,297,400)
New 515 XXXX
Wastewater Support Facilities
CCP - Combined capital project OP – See related operating request with a similar title at the end of this section RED – See related reduction request with a similar title at the end of this section P1 - denotes that a request was identified as Priority 1 in the 10-Year Capital Plan
PAGE 509
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Sanitary Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 WW5 - $545k PROVISIONAL
Justification: Additional budget is requested for the combined Manhattan ($400K) and Flintoff ($145K) projects originally approved in 2018. The Guy Street Lift Station installation has been moved to 2019 as well, and will set the new elevations deeper to increase grade in the area. This will improve maintenance needs in the catchment area, and is important to accommodate future lakefront development. A more detailed preliminary design has determined that additional sections of pipe will need to be replaced to meet the project objectives. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 545,000
Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Guy St Lift Station Renewal DCC
Dev/Com 0
Utility (545,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2021 WW2 - $2.0M PROVISIONAL
Justification: Budget is requested for final detailed design and construction works associated with the renewal and operational upgrades required to the Guy St. Lift Station. This budget request has been revised from the original 10-Year Capital Plan following a more detailed analysis completed of requirements in the Manhattan/Flintoff area. The project sequencing has been modified to design and install the lift station first to the required depth, then install the mainlines, initiating this change from the 10-Year Capital Plan. The operation and maintenance budget will be minimal with this request and will be accommodated within the Pump Operations operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 1,200,000
Reserve (900,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (300,000) PAGE 510
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Edwards Lift Station Upgrade
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 WW5 - $317k PROVISIONAL
Justification: The existing lift station was inoperable during the 2017 flood event. Budget was originally allocated to move the lift station, however following a more detailed assessment, it was concluded that the most cost-effective solution was to flood proof the existing lift station, purchase an additional right-of-way and install a more resilient backup generator. The operation and maintenance budget will be minimal with this request and will be accommodated within the Wastewater Operations budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 317,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (317,000)
Department: Cost Center:
Capital Projects Wastewater Capital
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 WW5 - $300k
Title:
Clement Avenue Sanitary Replacement, Kelview - Cerise
PROVISIONAL
Justification: Budget is requested to replace the mainline which has settled. The area is known for the presence of pockets of poor deep underlying soils which are prone to settlement due to high traffic as a main truck route. A recent closed-circuit television (CCTV) inspection confirmed that approximately 75 metres of mainline requires replacement, less than the 120 metres anticipated in the 10-Year Capital Plan. The revised budget request has been reduced from the original $300k in the 10-Year Capital Plan. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 200,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (200,000) PAGE 511
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
WWTF Administration Building
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 WW5 - $400k PROVISIONAL
Justification: Budget is requested for both the heating, ventilation, and air conditioning (HVAC) ($60k) and roof ($340k) work resulting from the ongoing evaluation of roof conditions on all Waste Water Treatment Facility (WWTF) buildings and the implementation of an ongoing capital renewal work program. Both the Administration building roof and HVAC systems were identified as having reached their anticipated service life. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 400,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (400,000)
Department: Cost Center:
Capital Projects Wastewater Capital
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 WW5 - $215k
Title:
Laneway Sanitary (Bay Ave. Northwards, East of Richter)
PROVISIONAL
Justification: Budget is requested to replace the sanitary sewer in the laneway between Richter St. and Walrod St. starting on Bay Ave. northwards due to minor system failures. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 215,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (215,000) PAGE 512
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Gaston Avenue Sanitary Replacement, St. Paul - Richter
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 WW5 - $430k PROVISIONAL
Justification: Budget is requested for this project which will replace old mainline installed in 1949 from St Paul St. to Gaston Ave. and west from Richter St. As per recent closed circuit television (CCTV) inspection, the pipe is compromised with tree root intrusions. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset Renewal
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 430,000
Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Water Street DCC Force Main
Fed/Prov 0
Dev/Com 0
Utility (430,000) Growth Priority: 1 10 Yr Cap Plan Ref: 2019 WW1 - $944k PROVISIONAL
Justification: Budget is requested for this force main upgrade which will provide capacity improvements from the Water Street Lift Station and helps extend the life of that facility. This will be a multi year project phased over 2019 and 2020. The 2019 work coincides with road and Active Transportation Corridor (ATC) upgrades on Ethel 5 DCC (Springfield - Rose) ATC project construction. Design and phased construction is required, with a majority of the installation being completed during 2020 construction season. There are no operation and maintenance budget impacts associated with this capital request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 944,000
Reserve (919,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (24,500) PAGE 513
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Gyro Forcemain DCC
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 WW1 - $2.1M PROVISIONAL
Justification: Budget is requested to upsize the sanitary forcemain that connects the Gyro Lift Station to the Wastewater Treatment Facility. This project will be completed in conjunction with the Swordy Sanitary Replacement project. The operation and maintenance budget will be minimal with this request and will be accommodated within the Wastewater Operations operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost Reserve 2,106,000 (2,080,700)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Offsite & Oversize DCC - Wastewater
Dev/Com 0
Utility (25,300) Growth Priority: 1 10 Yr Cap Plan Ref: 2019 WW4 - $60k PROVISIONAL
Justification: Every year the City partners with the development community to oversize/extend wastewater infrastructure to accommodate future projected development. This year the costs are expected to be slightly higher than the 10-Year Capital Plan due to several downtown replacement projects with RU7 zoning changes impacting future sizing. This saves construction costs and disruption by not having to upsize/extend infrastructure in the future when development occurs. Budget is requested for the City's annual share of costs to oversize/extend wastewater infrastructure and work in excess of the developer's own needs as a result of City requirements. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 110,000
Reserve (80,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (30,000) PAGE 514
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Swordy DCC Sanitary Sewer Upgrades
Growth Priority: 1 10 Yr Cap Plan Ref: 2019 WW1 - $853k PROVISIONAL
Justification: Budget is requested to upsize a 450m section of sanitary sewer along Swordy Road and Casorso Road starting at Lakeshore Road, in order to provide additional hydraulic capacity for future growth. This is an increase from what was in the 10-Year Capital Plan because this section of pipe is 5-6m deep and will require significant dewatering during construction, which was not anticipated in the original plan. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost Reserve 1,225,000 (1,194,400)
Borrow 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Wastewater Support Facilities
Fed/Prov 0
Dev/Com 0
Utility (30,600) New Priority: 1 10 Yr Cap Plan Ref: 2019 WW6 - $100k PROVISIONAL
Justification: The Southeast Kelowna Irrigation District (SEKID) integration and City upgrades will require a restructuring of the current water and wastewater division. This restructuring will require the relocation of some staff, shop space and operating equipment between the Yards and the Wastewater Treatment Facility. Budget is requested to facilitate the construction of some new garage space as well as fund required renovation work to accommodate the restructuring. The operation and maintenance budget will be minimal with this request and will be accommodated within the Wastewater Operations budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 300,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (300,000) PAGE 515
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PAGE 516
Carryover Budget
PAGE 517
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PAGE 518
2019 Financial Plan
Kelowna, British Columbia Carryovers- Volume 2
kelowna.ca
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PAGE 520
Report to Council Date:
March 18, 2019
File:
0220-20
To:
Mayor & Council
From:
Doug Gilchrist, City Manager
Subject:
VOLUME 2 – CARRYOVERS, 2019 FINANCIAL PLAN Report Prepared by: Budget Supervisor
Recommendation: THAT the 2019 Financial Plan be increased by $8,330,030 to provide for operating carryover projects and $134,973,220 for capital carryover projects as summarized in the 2019 Financial Plan Volume 2. Purpose: To present the 2019 Financial Plan Volume 2 to Council for approval and inclusion in the 2019 Financial Plan. Background: The operating and capital projects listed in Volume 2 of the 2019 Financial Plan represent projects that were not able to be completed in 2018 or were originally planned to be completed over multiple years. As these projects were previously approved by Council, they do not add to the taxation demand for 2019. The projects are funded from reserves, debt, and other levels of Government and/or other contributions. The timing of this budget volume is after the fiscal year-end so carryover projects can be presented with certainty of costs. All the capital project and operating program carryover requests were reviewed by the Financial Planning Department to ensure they met the criteria outlined in the Carryover Guidelines. For 2019, 74% of the carry over funding is for projects that were originally planned for multi-year delivery. With respect to the remainder of the projects, there are various reasons for being delayed or not completed. 10% are due to external factors delaying projects, 9% internal scheduling demands, 6% design delays and 1% of projects awaiting grant information. A detailed discussion of projects contained in Volume 2 is not planned. Should Council have questions regarding any specific funding carryover and would like it discussed at the March 18 Meeting, please try
PAGE 521
to advise the City Manager in advance and he will arrange for a division representative to be in attendance at the Council meeting. Financial/Budgetary Considerations: A consolidated 2019-2023 Five Year Financial Plan will be brought to Council for adoption by bylaw at Final Budget on April 29, 2019. This will immediately precede adoption of the 2019 property tax bylaw, in accordance with Section 165 of the Community Charter. Considerations not applicable to this report: Internal Circulation: Legal/Statutory Authority: Legal/Statutory Procedural Requirements: Existing Policy: Personnel Implications: External Agency/Public Comments: Communications Comments: Alternate Recommendation: Submitted by:
D. Gilchrist, City Manager
Attachment 1 – Carryovers – Volume 2 Attachment 2 – Carryovers Council Presentation
PAGE 522
CARRYOVER SUMMARIES Carryover projects by reason type There are several reasons why operating and capital projects are requested to be carried over. At the City of Kelowna, all budget carryover requests must meet one of the following criteria: ▪ Design Option: A one-time operating or capital project that is waiting for a design decision or is being re-scoped due to a change in circumstances. ▪ External Event: A one-time operating or capital project that is delayed due to an unanticipated external event. ▪ Multi-Year: A one-time operating or capital project that is planned over multiple years and has been identified as such in the original budget request. ▪ Scheduling Demands: A one-time operating or capital project that is delayed due to internal scheduling conflicts. ▪ Awaiting Grant Information: A one-time operating or capital project that is on hold pending grant approval. ▪ Ongoing Base Budget: An operating project with a base budget that has been approved by Council to be used as funding for a project on a one-time basis. ▪ Policy: An operating project with a base budget that has a Council endorsed policy to support a carryover. The graphs below display the carryover reason types by percentage of total count and total value of carryover requests.
Carryover Count by Reason Type Awaiting Grant Information 1% Design Option 14%
Multi-Year 35%
External Event 25%
Scheduling Demands 25%
Count 230
PAGE 523
Carryover Value by Reason Type Design Option 6%
Awaiting Grant Information 1%
Scheduling Demands 9%
External Event 10%
Multi-Year 74% Total $143.3M
Summary of large carryover projects The following table lists the operating carryovers over $100,000 and capital carryovers over $500,000. Most carryover requests are for projects that span multiple years. Other reasons for carryovers include scheduling demands, external events, design option changes, council approved requests, policy and awaiting information on grant approvals. Carryover title Operating > $100,000 20 Year Servicing Plan and DCC Bylaw Update 2040 Official Community Plan Update & Position Area Based Water Management Planning Avocet Wetland Restoration Biosolids Management Plan Climate Action Plan Community Health Centre Public Art Concrete Crushing - Landfill Flood Recovery - Operating Major System Flood Risk Assessment Mill Creek Flood Mapping & Flood Mitigation Planning - UBCM 2018 Mill Creek Freshet Infrastructure Recovery Okanagan Gateway Plan Payroll System Improvements Regional Air Quality Regional Strategic Transportation Plan - Phase 2 Safety Management Software Project SEKID Transition Team Transportation Master Planning Program Water Integration Long-Range Plan Operating total
Multi-Year 232,330 149,300 187,410 205,730 114,020 2,308,870 179,520 469,950 162,670 192,800 398,940 4,601,540
Other 150,000 295,300 230,000 300,000 126,970 300,000 262,200 100,980 105,430 1,870,880
Total 232,330 149,300 187,410 150,000 295,300 205,730 114,020 230,000 2,308,870 300,000 126,970 300,000 262,200 100,980 179,520 469,950 105,430 162,670 192,800 398,940 6,472,420
PAGE 524
Carryover title Capital > $500,000 Airport Gravity Main Bypass DCC Airport Parking Lot Equipment Airport Roof Replacement Program Asset Management System Chiller and Cooling Tower Compost Facility, Biosolids Leachate Containment Dewdney Park Expansion Drive to 1.6 Million Passengers AIF Program Engine 5 Equipment and Vehicle Replacement Ethel 4 DCC (Sutherland-Springfield), ATC Fibre Optic Network, Phase II Flood Recovery 2017 Integrated Utility Billing and Property Tax System Software Landfill Old Entrance Filling Preparation Laurel Packinghouse Courtyard - Museum Partnership Library & Memorial Parkade, Expansion Major Systems Projects Manhattan Dr - Sanitary Replacement McCulloch Area DCC (KLO/Hall/Spiers) Mechanic Shop Morrison Lift Station Replacement Okanagan Rail Trail Parks Infrastructure Renewal - Washroom Renovations Rowcliffe Park Rutland Centennial Park - Phase 3 Sanitary Replacement Sector B Roads Top Lift Paving DCC SEKID Separation Soaring Beyond 2.5 Million Passengers AIF Program South End Water Upgrades South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road Spencer Road Mill Creek Drainage Improvements Stewart 3 DCC (Crawford-Swamp), Road Stockpiles and Reprocessing Areas Relocation Capital total Large operating and capital projects total
Multi-Year 569,320 2,579,370 1,418,030 943,910 3,360,670 962,000 2,773,080 683,660 3,199,440 1,490,410 835,360 1,346,180 41,943,210 2,163,460 26,594,510 515,940 721,560 1,418,210 3,505,160 97,023,480 101,625,020
Other 990,950 734,100 3,690,000 3,730,090 2,018,460 1,628,080 1,966,850 678,660 518,880 524,700 1,163,710 548,400 643,860 512,220 1,954,300 599,950 21,903,210 23,774,090
Total 990,950 569,320 2,579,370 1,418,030 943,910 734,100 3,690,000 3,360,670 962,000 3,730,090 2,018,460 1,628,080 2,773,080 683,660 1,966,850 678,660 518,880 3,199,440 524,700 1,490,410 1,163,710 548,400 835,360 643,860 1,346,180 512,220 1,954,300 599,950 41,943,210 2,163,460 26,594,510 515,940 721,560 1,418,210 3,505,160 118,926,690 125,399,110
PAGE 525
CITY OF KELOWNA
Carryover request three-year comparison (millions) The table below splits the last three years of carryovers between operating, capital, general fund and utility funds. The trend will show if total carryover value is increasing or decreasing year to year.
Carryover Operating Capital Total General Fund Utility Funds
2019 $8 = 6% $135 = 94% $143
2018 $9 = 6% $139 = 94% $148
2017 $4 = 5% $80 = 95% $84
$57 = 40% $86 = 60%
$66 = 44% $82 = 56%
$50 = 59% $34 = 41%
PAGE 526
2019 FINANCIAL PLAN
CITY OF KELOWNA
Operating Budget PAGE 527
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 528
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Carryover Budget Summary - General Fund Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
68,670
0
0
0
0
(68,670) MULTIYEAR
Division Total
68,670
0
0
0
0
(68,670)
536
City Yards Accommodation Study
15,780
(15,780)
0
0
0
536
Community Health Centre Public Art
114,020
(57,010)
0
0
(57,010)
0 MULTIYEAR
537
25,380
(25,380)
0
0
0
0 MULTIYEAR
537
Community, Culture and Recreation Grant Application Heritage Asset Restoration Plans
46,710
(46,710)
0
0
0
0 EXT EVENT
538
Kelowna Cultural Facilities Masterplan
30,000
(30,000)
0
0
0
0 MULTIYEAR
538
Long Term Shoreline Plan - Mission Creek Area Parkinson Rec Centre/Partnership Opportunities Partners in Parks-Bellevue Creek Pedestrian Bridge 2018 Household Travel Survey
58,140
(58,140)
0
0
0
0 SCHED
43,150
(43,150)
0
0
0
0 MULTIYEAR
30,000
(15,000)
0
0
(15,000)
0 MULTIYEAR
42,780
(42,780)
0
0
0
0 MULTIYEAR
469,950
0
0
0
(469,950)
0 MULTIYEAR
541
Regional Strategic Transportation Plan - Phase 2 Safety and Operations, Investigation
70,000
(70,000)
0
0
0
541
Regional Air Quality
179,520
(75,850)
0
(21,290)
(82,380)
0 MULTIYEAR
542
2018 Flood Damage Response and Recovery Bylaw 7900 - Update to Design and Construction Standards Flood Recovery - Operating
38,010
(38,010)
0
0
0
0 MULTIYEAR
39,890
(39,890)
0
0
0
0 MULTIYEAR
2,308,870
(1,260,030)
0
(1,048,840)
0
0 MULTIYEAR 0 SCHED
City Administration City Clerks 563
* SEKID Transition Team
Infrastructure Division
539 539 540 540
542 543 543
0 SCHED
0 SCHED
30,300
(30,300)
0
0
0
544
Kelowna Subdivision, Development & Servicing Update *Water Integration Long-Range Plan
398,940
0
0
(331,120)
0
544
*Avocet Wetland Restoration
150,000
(150,000)
0
0
0
545
*Biosolids Management Plan
295,300
0
0
0
(295,300)
0 DESIGNOPT
545
*20 Year Servicing Plan and DCC Bylaw Update Funding the Infrastructure Deficit
232,330
(212,930)
0
0
0
(19,400) MULTIYEAR
24,350
(24,350)
0
0
0
0 MULTIYEAR
74,100
0
0
0
0
(74,100) MULTIYEAR
192,800
(192,800)
0
0
0
0 MULTIYEAR
187,410
(187,410)
0
0
0
0 MULTIYEAR
300,000
(50,000)
0
(250,000)
0
0 EXT EVENT
126,970
0
0
(126,970)
0
0 EXT EVENT
32,400
(32,400)
0
0
0
0 MULTIYEAR
546 546 547 547 548 548 549
*Kelowna Integrated Water Asset Management Transportation Master Planning Program Area Based Water Management Planning Major System Flood Risk Assessment Mill Creek Flood Mapping and Flood Mitigation Planning – UBCM 2018 Royal View Hydrogeological Investigation
(67,820) MULTIYEAR 0 EXT EVENT
PAGE 529
2019 FINANCIAL PLAN
CITY OF KELOWNA
Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
569
162,200
(24,700)
0
(112,500)
(25,000)
5,719,300
(2,722,620)
0
(1,890,720)
* Okanagan Gateway Plan Division Total
(944,640)
Utility Reason 0 SCHED
(161,320)
Community Planning & Strategic Investments Division 549
Review & Re-Write of Business License Bylaw Community Strategic Visioning/Imagine Kelowna MicroFiche Scanning Project
25,000
(25,000)
0
0
0
0 SCHED
47,290
(47,290)
0
0
0
0 SCHED
98,450
(98,450)
0
0
0
0 DESIGNOPT
149,300
(149,300)
0
0
0
0 MULTIYEAR
551
2040 Official Community Plan Update & Position Capri-Landmark Urban Centre Plan
12,740
(12,740)
0
0
0
0 MULTIYEAR
552
Climate Action Plan
205,730
0
0
(205,730)
0
0 MULTIYEAR
552
Thomson Flats
27,980
0
0
0
(27,980)
0 DESIGNOPT
553
Offsite and Oversize - Roads
47,630
(47,630)
0
0
0
0 MULTIYEAR
553
Chapman Parkade Expansion Additional Levels
82,360
(82,360)
0
0
0
0 EXT EVENT
696,480
(462,770)
0
(205,730)
(27,980)
17,520
(17,520)
0
0
0
0 MULTIYEAR
554
Cultural Plan and Economic Impact Assessment Project Professional Arts Funding
16,000
(16,000)
0
0
0
0 EXT EVENT
555
Journey Home Transition
33,970
(33,970)
0
0
0
0 MULTIYEAR
555
Paddle Trail Signage
17,900
(17,900)
0
0
0
0 SCHED
556
Canadian Sport for Life Integration
14,190
(14,190)
0
0
0
0 SCHED
Division Total
99,580
(99,580)
0
0
0
0
550 550 551
Division Total
0
Active Living & Culture Division 554
Civic Operations Division 556
Electrical Upgrade - Parks Yard
64,600
(64,600)
0
0
0
0 EXT EVENT
557
40,060
(40,060)
0
0
0
0 EXT EVENT
557
Rotary Centre for the Arts - Building Renewal Stadiums - Protective Netting
15,010
(15,010)
0
0
0
0 DESIGNOPT
558
Biofilter Cover
50,000
(50,000)
0
0
0
0 SCHED
558
Concrete Crushing - Landfill
230,000
(230,000)
0
0
0
0 SCHED
559
50,000
(50,000)
0
0
0
0 SCHED
559
Security Cameras & SCADA - Hot Boxes Lake Ave Storm Main Upgrade
20,000
(20,000)
0
0
0
0 SCHED
544
* # Avocet Wetland Restoration
0
0
0
0
0
0 EXT EVENT
545
* # Biosolids Management Plan
0
0
0
0
0
0 DESIGNOPT
(469,670)
0
0
0
0
Division Total
469,670
PAGE 530
2019 FINANCIAL PLAN
Page Description
CITY OF KELOWNA
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
Financial Services Division 560
Value for Money Audit
20,000
(20,000)
0
0
0
0 EXT EVENT
560
GST Compliance Review
51,750
(51,750)
0
0
0
0 MULTIYEAR
561
Payroll System Improvements
100,980
(100,980)
0
0
0
0 EXT EVENT
561
45,350
(45,350)
0
0
0
0 EXT EVENT
25,000
(25,000)
0
0
0
0 SCHED
562
CP - Contract Management and Governance Implementation Enhancement of Corporate Purchasing Card Program Term Position Workflow Approval For Purchasing
19,280
(19,280)
0
0
0
0 SCHED
563
*SEKID Transition Team
71,000
0
0
0
0
(71,000) MULTIYEAR
333,360
(262,360)
0
0
0
(71,000)
562
Division Total
Human Resources Division 563
Safety Management Software Project
105,430
(105,430)
0
0
0
0 DESIGNOPT
564
19,500
(19,500)
0
0
0
0 EXT EVENT
564
Security Governance Review and Gap Analysis Stay at Work/Return to Work Program
10,640
(10,640)
0
0
0
0 SCHED
565
Code of Conduct and Ethics Project
25,000
(25,000)
0
0
0
0 SCHED
563
* SEKID Transition Team
23,000
0
0
0
0
(23,000) MULTIYEAR
Division Total
183,570
(160,570)
0
0
0
(23,000)
Sub-Total
7,570,630
(4,177,570)
0
(2,096,450)
(972,620)
(323,990)
* italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an '*'. # where there are zero amounts in all columns, this denotes the project is included in the general fund with funding from the utility as seen in the general fund summary.
PAGE 531
2019 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
City Signage Design Options
7,000
(7,000)
0
0
0
0 MULTIYEAR
City Park Water Park – Mechanical Changes Feasibility Study / Assessment Ritchie Brook Daylighting Feasibility Study
9,610
(9,610)
0
0
0
0 DESIGNOP
5,420
(500)
0
(4,920)
0
0 EXT EVENT
22,030
(17,110)
0
(4,920)
0
0
Infrastructure Division
Division Total
Community Planning & Strategic Investments Division Building Code Subscriptions
2,890
(2,890)
0
0
0
0 EXT EVENT
Agriculture Plan Update Implementation Healthy Housing Strategy
8,600
(8,600)
0
0
0
0 MULTIYEAR
5,600
(5,600)
0
0
0
0 MULTIYEAR
Parking Strategy - Downtown Area Plan Development
3,170
(3,170)
0
0
0
0 EXT EVENT
Division Total
20,260
(20,260)
0
0
0
0
4,900
(4,900)
0
0
0
0 DESIGNOP
6,960
(6,960)
0
0
0
0 MULTIYEAR
11,860
(11,860)
0
0
0
0
8,630
(8,630)
0
0
0
0 SCHED
8,630
(8,630)
0
0
0
0
5,680
(5,680)
0
0
0
0 EXT EVENT
5,680
(5,680)
0
0
0
0
8,640
(8,640)
0
0
0
0 EXT EVENT
8,640
(8,640)
0
0
0
0
Active Living & Culture Division Cultural District Walking Tour Brochure Print Organization Development Grant Funding Division Total Civic Operations Division Stores Renovation Division Total Civic Operations Division Police Services Prisoner Mattresses Division Total Financial Services Division Corporate Update - Financial Services Oversight Division Total
PAGE 532
2019 FINANCIAL PLAN
Page Description
CITY OF KELOWNA
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
8,560
(8,560)
0
0
0
0 DESIGNOP
Division Total
8,560
(8,560)
0
0
0
0
Grand Total
7,656,290
(4,258,310)
0
(2,101,370)
(1,122,620)
(323,990)
Human Resources Division Compensation and Benefits Statements
PAGE 533
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Carryover Budget Summary - Utility Funds Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
74,370
(74,370)
0
0
0
0 SCHED
51,070
(51,070)
0
0
0
0 EXT EVENT
567
Cedar Creek Pump Repair and Flood Resilience Study Poplar Point Pump Station Rock Slope Stabilization Filtration Exclusion, Particle Size Study
51,070
(51,070)
0
0
0
0 SCHED
567
Water Master Plan Update
58,220
(58,220)
0
0
0
0 SCHED
568
Source Water Protection Plan
17,590
0
0
(17,590)
0
0 EXT EVENT
568
Varty Creek Environmental Assessment *# Water Integration Long-Range Plan
20,000
(20,000)
0
0
0
0 SCHED
0
0
0
0
0
0 MULTIYEAR
*# 20 Year Servicing Plan and DCC Bylaw Update *# Kelowna Integrated Water Asset Management *# SEKID Transition Team
0
0
0
0
0
0 MULTIYEAR
0
0
0
0
0
0 MULTIYEAR
0
0
0
0
0
0 MULTIYEAR
(254,730)
0
(17,590)
0
0
Water 566 566
544 545 546 563
Department Total
272,320
Wastewater 545
*# Biosolids Management Plan
0
0
0
0
0
0 DESIGNOPT
545
*# 20 Year Servicing Plan and DCC Bylaw Update
0
0
0
0
0
0 MULTIYEAR
Department Total
0
0
0
0
0
0
Airport 569 569
300,000
(69,000)
0
(231,000)
0
0 EXT EVENT
100,000
(100,000)
0
0
0
0 SCHED
Department Total
400,000
(169,000)
0
(231,000)
0
0
Sub-Total
672,320
(423,730)
0
(248,590)
0
0
Mill Creek Freshet Infrastructure Recovery *Okanagan Gateway Plan
* italics – denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an '*'. # where there are zero amounts in all columns, this denotes the project is included in the general fund with funding from the utility as seen in the general fund summary.
PAGE 534
2019 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
1,420
(1,420)
0
0
0
0
Department Total
1,420
(1,420)
0
0
0
0
Grand Total
673,740
(425,150)
0
(248,590)
0
0
Water Water Integration Planning
PAGE 535
MULTIYEAR
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Parks & Buildings Planning
Title:
City Yards Accommodation Study
Reason: Scheduling Demands
CARRYOVER
Justification: Due to staff turnover and a delay in the filling of a vacant position the accommodation study for City Yards was not completed in 2018. Carryover is requested to meet contractual commitments for consultant services to assess current and future accommodation needs at City Yards, and how future growth can be accommodated at this location or alternates. The first stage of the study will be complete in 2019, and future work will be scheduled subject to the findings.
2018 Budget:
15,780
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 15,780 Resilient, well-managed infrastructure - Planning excellence
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
15,780
(15,780)
0
0
0
0
0
Division: Department:
Infrastructure Parks & Buildings Planning
Reason: Multi-Year
Title:
Community Health Centre Public Art
CARRYOVER
Justification: Carryover is requested to honour partnership commitments with Interior Health to procure a piece of public art. Through a jury process, a shortlist of five artists has been selected. The artists are now preparing concepts for the second stage of the selection process held in early 2019. A contract is expected to be awarded in Q1 of 2019, with completion expected in 2020.
2018 Budget:
120,000
2018 Expenditures: Carryover Requested:
114,020
Corporate Framework:
An active, inclusive city - Cultural experiences
2019
5,980
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
114,020
(57,010)
0
0
0
(57,010)
0
PAGE 536
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Parks & Buildings Planning
Title:
Community, Culture and Recreation Grant Application
Reason: Multi-Year
CARRYOVER
Justification: For this multiyear project, carryover is requested to meet contractual commitments to consultants to assist in the designs, cost estimates, and report preparation for the 2019 Community, Culture and Recreation grant application for City Park. The grant application deadline was the end of January.
2018 Budget:
32,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
6,620 25,380 An active, inclusive city - Spectacular parks
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
25,380
(25,380)
0
0
0
0
0
Division: Department:
Infrastructure Parks & Buildings Planning
Reason: External Event
Title:
Heritage Asset Restoration Plans
CARRYOVER
Justification: Carryover is requested to continue the ongoing work on the Heritage Asset Restoration Program. Due to the fire in July 2018, staff resources have been focused on Flemming House through Q3 & Q4 of 2018. The Expression of Interest for partners for the adaptive reuse of Cameron House has been delayed as a result. Originally planned for 2017, due to a delay in the filling of a vacant staff position and the Flemming House fire, this Expression of Interest is now expected to be issued in Q1 2019. The outcome of this project and the Surtees property recently completed, will then be used to create a master plan for the other City-owned heritage assets.
2018 Budget:
47,000
2018 Expenditures: Carryover Requested:
46,710
Corporate Framework:
An active, inclusive city - Honouring our history
2019
290
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
46,710
(46,710)
0
0
0
0
0
PAGE 537
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Parks & Buildings Planning
Title:
Kelowna Cultural Facilities Masterplan
Reason: Multi-Year
CARRYOVER
Justification: As part of the Kelowna Cultural Facilities Masterplan, consultants have been appointed to assess existing and future space needs within the cultural sector, and to identify priorities for future capital funding for City-owned cultural facilities. Carryover is requested to honour these contractual commitments. Work is expected to be complete by the end of Q2 of 2019.
2018 Budget:
30,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 30,000 An active, inclusive city - Cultural experiences
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
30,000
(30,000)
0
0
0
0
0
Division: Department:
Infrastructure Parks & Buildings Planning
Reason: Scheduling Demands
Title:
Long Term Shoreline Plan - Mission Creek Area
CARRYOVER
Justification: This is a multi-year study to develop a Long Term Shoreline Plan from Mission Creek to Rotary Beach in partnership with the Province and neighbouring landowners. A lack of resources due to staff turnover resulted in delays to the project. The City has a contractual commitment to consultants for this study and work will be completed by the end of 2019.
2018 Budget:
122,440
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
64,300 58,140 A clean healthy environment - Protecting our natural land & water resources
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
58,140
(58,140)
0
0
0
0
0
PAGE 538
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Parks & Buildings Planning
Title:
Parkinson Rec Centre/Partnership Opportunities
Reason: Multi-Year
CARRYOVER
Justification: As part of the planning and design for a new Parkinson Recreation Centre, carryover is requested to meet the existing contractual commitments with consultants to continue exploration of the partnership potential with School District 23 and other partners. This is a multi-year project and it is anticipated that the study of the partnership structure, financing, governance options, and the indicative design will continue throughout 2019.
2018 Budget:
200,000
2018 Expenditures: Carryover Requested:
156,850
Corporate Framework:
2019
43,150 An active, inclusive city - Active living opportunities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
43,150
(43,150)
0
0
0
0
0
Division: Department:
Infrastructure Parks & Buildings Planning
Reason: Multi-Year
Title:
Partners in Parks-Bellevue Creek Pedestrian Bridge
CARRYOVER
Justification: Carryover is requested to meet a contractual commitment with consultants in order to integrate a pedestrian bridge crossing over Bellevue Creek. This is part of the South East Kelowna Irrigation District (SEKID) project. Okanagan Mission Lions Club have committed to raising matching funds, but do not anticipate completing their fundraising until Spring 2019.
2018 Budget:
30,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 30,000 An active, inclusive city - Spectacular parks
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
30,000
(15,000)
0
0
0
(15,000)
0
PAGE 539
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
2018 Household Travel Survey
Reason: Multi-Year
CARRYOVER
Justification: The 2018 household travel survey is a multi-year project that was kicked off in Fall 2018 and is anticipated for completion, tentatively by May 2019. The survey asks a sample of residents to record their travel for a 24-hour period, including origins, destinations, purposes, and times. It provides a comprehensive picture of where, how, and why Central Okanagan residents are moving throughout the day.
2018 Budget:
171,400
2018 Expenditures: Carryover Requested:
128,620
Corporate Framework:
2019
42,780 Resilient, well-managed infrastructure - Planning excellence
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
42,780
(42,780)
0
0
0
0
0
Division: Department:
Infrastructure Integrated Transportation
Reason: Multi-Year
Title:
Regional Strategic Transportation Plan - Phase 2
CARRYOVER
Justification: The Regional Transportation Plan (RTP) is a multi-year project anticipated for final endorsement at the end of 2019. In 2018, Phase 2 of the RTP was kicked off, including the hiring of a prime and communications consultant. Work in 2018 included working with regional stakeholders, including elected officials, the Sustainable Transportation Partnership of the Central Okanagan (STPCO) Planning & Technical Committee and the public, to develop the vision and goals for the RTP, define the regional transportation network, and assess existing conditions. Future work in 2019 is anticipated to include completion of future impacts analysis, strategy identification and evaluation, implementation (including finance and governance review), and completion of the draft plan. This project is estimated to be complete by the first quarter of 2020. 2018 Budget:
568,580
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
98,630 469,950 Resilient, well-managed infrastructure - Balanced transportation systems
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
469,950
0
0
0
0
(469,950)
0
PAGE 540
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Safety and Operations, Investigation
Reason: Scheduling Demands
CARRYOVER
Justification: Carryover is requested to complete the Roadway Safety Management Study. This project is a 50/50 partnership with ICBC to identify future capital improvements to address collision prone intersections that have been identified in the Network Screening completed in 2018. This study is expected to be completed by Summer of 2019.
2018 Budget:
175,330
2018 Expenditures: 2018 Budget Not Required: Carryover Requested: Corporate Framework:
2019
53,240 52,090 70,000 A safe city - Public safety programs
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
70,000
(70,000)
0
0
0
0
0
Division: Department:
Infrastructure Integrated Transportation
Title:
Regional Air Quality
Reason: Multi-Year
CARRYOVER
Justification: Carryover is requested to continue development and implementation of Regional Air Quality programs to be delivered in 2019. Programs such as Agricultural Chipping, Mow-Chip it rebates, Clean Air Strategy, Clean Air Safe routes for schools and the Wood Stove Exchange are managed by the City of Kelowna on behalf of the regional partners. Applications for available grants that were submitted and received by the City of Kelowna in 2018 will be administered in 2019.
2018 Budget:
377,460
2018 Expenditures: Carryover Requested:
197,940
Corporate Framework:
2019
179,520 A clean healthy environment - Improved air quality
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
179,520
(75,850)
0
(21,290)
0
(82,380)
0
PAGE 541
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure
Title:
2018 Flood Damage Response and Recovery
Reason: Multi-Year
CARRYOVER
Justification: Due to timing of approvals and weather conditions, carryover is requested to complete the 2018 flooding assessments. All works will be completed by year end 2019.
2018 Budget:
60,000
2018 Expenditures: Carryover Requested:
21,990
Corporate Framework:
2019
38,010 A safe city - Flood protection
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
38,010
(38,010)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure
Reason: Multi-Year
Title:
Bylaw 7900 - Update to Design and Construction Standards
CARRYOVER
Justification: Carryover is requested to complete the Bylaw 7900 Update to Design and Construction Standards project. Schedules 4 & 5 of the Subdivision Development and Servicing Manual (Bylaw 7900) pertains to the design and construction standards for all new infrastructure work in the city. These standards are referenced by private developers and city staff when building new infrastructure. The last update to these standards was several years ago and it is time to complete a thorough review to ensure standards reflect good engineering practice and are relevant and practical to Kelowna's growing community. This project will review schedules 4 & 5 of Bylaw 7900, compare against best practice, recommend changes and implement those changes in revisions to the bylaw. The Water, Sanitary Sewer and Approved Product List was updated and approved by Council in 2018. Drainage, transportation, electrical and street lights and landscaping and irrigation are the sections planned for completion in 2019. 2018 Budget:
40,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
110 39,890 A well-run City - Performance excellence
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
39,890
(39,890)
0
0
0
0
0
PAGE 542
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure
Title:
Flood Recovery - Operating
Reason: Multi-Year
CARRYOVER
Justification: This multi-year project is for engineering, geotechnical, and environmental services, design, and construction to repair minor damage resulting from the 2017 and 2018 Flooding. Carryover is requested as work was not completed due to lake levels, weather conditions, Disaster Financial Assistance and Section 11 Ministry approvals. All works will be completed by year end 2019.
2018 Budget:
4,177,800
2018 Expenditures: Carryover Requested:
1,868,930
Corporate Framework:
2019
2,308,870 A safe city - Flood protection
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
2,308,870
(1,260,030)
0
(1,048,840)
0
0
0
Division: Department:
Infrastructure Infrastructure
Reason: Scheduling Demands
Title:
Kelowna Subdivision, Development & Servicing Update
CARRYOVER
Justification: Carryover is requested to complete the Kelowna Subdivision, Development & Servicing Bylaw Update project. Schedule 4 of the Subdivision Development and Servicing Manual (Bylaw 7900) pertains to the design and construction standards for all new transportation infrastructure work in the city. These standards are referenced by private developers and city staff when building new infrastructure. The last update to these standards was several years ago and it is time to complete a thorough review to ensure standards reflect good engineering practice and are relevant and practical to Kelowna's growing community. This project will review schedule 4 of Bylaw 7900 specific to transportation, compare against best practice, recommend changes. Update of transportation sections will continue through 2019 concurrently with the Transportation Master Plan. This project is scheduled to be completed in late 2019. 2018 Budget:
45,000
2018 Expenditures: 2018 Budget Not Required: Carryover Requested:
9,500 5,200 30,300
Corporate Framework:
2019
Resilient, well-managed infrastructure - Planning excellence
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
30,300
(30,300)
0
0
0
0
0
PAGE 543
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure
Title:
Water Integration Long-Range Plan
Reason: Multi-Year
CARRYOVER
Justification: This multi-year project is for water management planning which includes the development of a water integration strategy for the many independent domestic and agricultural water supply systems. It will also support area-based water management planning that includes drainage from the headwater flowing through Kelowna. Both these initiatives were recommendations of a Value Engineering review completed in 2017, the latter involving engaging many external agencies and the First Nation. The project is not expected to be completed until 2021.
2018 Budget:
462,050
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
63,110 398,940 A safe city - Clean drinking water
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
398,940
0
0
(331,120)
0
0
(67,820)
Division: Department:
Infrastructure Infrastructure Engineering
Reason: External Event
Title:
Avocet Wetland Restoration
CARRYOVER
Justification: This project is for detail design and regulatory approvals in order to provide suitable alternate habitat for the Avocet outside of landfill operational limits. The study was not completed due to scheduling issues related to the major flooding that occurred in 2018 and waiting for the Design, Closure and Operation Plan to be completed. The study is expected to be complete in the Spring of 2019.
2018 Budget:
150,000
2018 Expenditures: Carryover Requested: Corporate Framework: Amount 2019
150,000
0 150,000 A clean healthy environment - Protecting our natural land & water resources Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
(150,000)
0
0
0
0
0
PAGE 544
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Biosolids Management Plan
Reason: Design Option
CARRYOVER
Justification: The Regional Biosolids Compost Facility (RBCF) receives biosolids from Kelowna, Vernon and Lake Country and converts biosolids from wastewater treatment to a safe and highly-effective soil conditioner, known as OgoGrow. The Biosolids Management Plan will continue on previous work to look at treatment technology and new markets for Ogogrow. The plan was not completed in 2018 due to scheduling issues and developing the proper scope for the next phase of study. The project scope has now been established, and the Request for Proposals are expected in February. The project is anticipated to be complete by December, 2019.
2018 Budget:
300,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
4,700 295,300 A clean healthy environment - Protecting our natural land & water resources
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
295,300
0
0
0
0
(295,300)
0
Division: Department:
Infrastructure Infrastructure Engineering
Reason: Multi-Year
Title:
20 Year Servicing Plan and DCC Bylaw Update
CARRYOVER
Justification: Carryover is requested to complete the 20-Year Servicing Plan and DCC Bylaw Update. This project is a multi-year project in conjunction with the Official Community Plan and Transportation Master Plan updates. These projects are scheduled for completion in the fall of 2020.
2018 Budget:
250,000
2018 Expenditures: Carryover Requested:
232,330
Corporate Framework:
A well-run City - Strong financial management
2019
17,670
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
232,330
(212,930)
0
0
0
0
(19,400)
PAGE 545
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Funding the Infrastructure Deficit
Reason: Multi-Year
CARRYOVER
Justification: Carryover is requested for consulting services to assist in the production of a report outlining funding opportunities available to reduce the infrastructure deficit identified in the endorsed 2018 10-Year Capital plan. The consultant's work began in late 2018 and will complete in early 2019. The report will be included in a Council workshop in the first quarter of 2019.
2018 Budget:
24,350
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 24,350 Resilient, well-managed infrastructure - Planning excellence
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
24,350
(24,350)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Reason: Multi-Year
Title:
Kelowna Integrated Water Asset Management
CARRYOVER
Justification: Carryover is requested for this multi-year project for consulting and other necessary work related to the Kelowna Integrated Water Asset Management project. Work is expected to be complete at the end of 2019.
2018 Budget:
75,000
2018 Expenditures: Carryover Requested: Corporate Framework: Amount 2019
74,100
900 74,100 A safe city - Clean drinking water Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
0
0
0
0
0
(74,100)
PAGE 546
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transportation Master Planning Program
Reason: Multi-Year
CARRYOVER
Justification: The Transportation Master Plan (TMP) is a multi-year project anticipated for final endorsement at the end of 2019. In 2018, the project team worked with project stakeholders, including Council, external stakeholders, and the public to kickoff the project, draft and finalize the Vision and Goals for the TMP, and develop several Facts in Focus topic papers, including Transportation and Land Use, Mass Transit, and the Congestion Paradox. The team also worked in coordination with staff working on the Official Community Plan to help develop four growth scenarios and evaluate their transportation impacts as part of the Pick your Path to 2040 engagement excercise. In 2019, staff intend to complete the existing and future conditions analysis, identify and evaluate potential transportation projects, policies, and programs, and begin completion of the draft plan. The final TMP is currently anticipated to be brought to Council for adoption in March 2020. 2018 Budget:
251,220
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
58,420 192,800 Resilient, well-managed infrastructure - Balanced transportation systems
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
192,800
(192,800)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Reason: Multi-Year
Title:
Area Based Water Management Planning
CARRYOVER
Justification: The Area Based Water Management Planning project will include initiating preliminary designs of major storm projects which will be the basis for future major funding applications for stormwater management and climate change. The works will include engaging with stakeholders and initiating communications protocols and processes. Carryover is requested for the Area Based Planning project components involving flood protection and storm water management modeling processes. The project will be completed by year end of 2019.
2018 Budget:
200,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
12,590 187,410 A safe city - Flood protection
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
187,410
(187,410)
0
0
0
0
0
PAGE 547
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Major System Flood Risk Assessment
Reason: External Event
CARRYOVER
Justification: The Major Systems Flood Risk Assessment will look at the 3 major creeks flowing through the City from a capacity perspective as well as review the impact of high lake levels on the City's foreshore. Due to extenuating circumstances with the Okanagan Basin Water Board and access to data, this project was delayed and a request for proposal was issued in November 2018. Carryover is requested for a consultant study and reporting. The project is expected to be completed by the successful consultant in Winter and Spring, 2019.
2018 Budget:
300,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 300,000 A safe city - Flood protection
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
300,000
(50,000)
0
(250,000)
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Reason: External Event
Title:
Mill Creek Flood Mapping and Flood Mitigation Planning – UBCM 2018
CARRYOVER
Justification: The City was awarded a $150,000 infrastructure planning Provincial grant from Union of BC Municipalities (UBCM) for Flood Mitigation Mapping. The digital land survey acquisition by the Okanagan Basin Water Board as part of the project has been delayed until January, 2019. The flood mapping and planning will be completed by the grant deadline of December, 2019.
2018 Budget:
150,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
23,030 126,970 A safe city - Flood protection
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
126,970
0
0
(126,970)
0
0
0
PAGE 548
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Royal View Hydrogeological Investigation
Reason: Multi-Year
CARRYOVER
Justification: Monitoring equipment was installed in 2018 to record both groundwater condition and ground movement at key locations. Readings need to be collected several times over an extended period to then examine, assess, and establish overall slope stability and hydrogeological conditions in the area to then determine the possible mitigation options that may be available. The assessment will be completed in 2019 once enough data has been compiled.
2018 Budget:
80,000
2018 Expenditures: Carryover Requested:
47,600
Corporate Framework:
2019
32,400 Resilient, well-managed infrastructure - Well-maintained utilities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
32,400
(32,400)
0
0
0
0
0
Division: Department:
Community Planning & Strategic Investments Business Licence
Reason: Scheduling Demands
Title:
Review & Re-Write of Business License Bylaw
CARRYOVER
Justification: Carryover is requested due to scheduling and workload demands involving Cannabis and Short Term Rental regulations development in 2018; which delayed the Business Licence Bylaw Review project. The project will review and replace the current bylaw and also address inconsistencies present in the Zoning Bylaw 8000. The anticipated completion of this project is Fall 2019.
2018 Budget:
25,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 25,000 Resilient, well-managed infrastructure - Planning excellence
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
25,000
(25,000)
0
0
0
0
0
PAGE 549
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Community Planning & Strategic Investments
Title:
Community Strategic Visioning/Imagine Kelowna
Reason: Scheduling Demands
CARRYOVER
Justification: Carryover is requested for this strategic community visioning project as implementation and policy alignment with the Official Community Plan (OCP) were delayed for efficiency reasons and to await the new City Manager. The final components of the project will be completed by the end of Q3.
2018 Budget:
82,750
2018 Expenditures: Carryover Requested:
35,460
Corporate Framework:
2019
47,290 A well-run City - Pioneering leadership
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
47,290
(47,290)
0
0
0
0
0
Division: Department:
Community Planning & Strategic Investments Development Services
Title:
MicroFiche Scanning Project
Reason: Design Option
CARRYOVER
Justification: The Microfiche Scanning project purpose is to convert the existing microfiche (approximately 3 million individual document images) to a Portable Document Format/A format (PDF/A). The project was delayed due to a re-scope to add small permits in order to complete a full digital conversion of all documents. Carryover is requested to complete the project with an anticipated completion in Fall 2019.
2018 Budget:
329,140
2018 Expenditures: Carryover Requested:
230,690
Corporate Framework:
A well-run City - Responsive customer service
2019
98,450
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
98,450
(98,450)
0
0
0
0
0
PAGE 550
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Policy & Planning
Title:
2040 Official Community Plan Update & Position
Reason: Multi-Year
CARRYOVER
Justification: In order to respond to population growth, evolving citizen and Council priorities, and compliance with legislation, an update to the Official Community Plan was required. Carryover is requested to complete this multi-year project. Policy development and mapping work will be completed in 2019, with overall project completion in 2020.
2018 Budget:
321,960
2018 Expenditures: Carryover Requested:
172,660
Corporate Framework:
2019
149,300 Resilient, well-managed infrastructure - Planning excellence
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
149,300
(149,300)
0
0
0
0
0
Division: Department:
Community Planning & Strategic Investments Policy & Planning
Title:
Capri-Landmark Urban Centre Plan
Reason: Multi-Year
CARRYOVER
Justification: This multi-year project was expected to be adopted by Council in 2018 but has been extended into 2019 as per Council's resolution (September 2018). Carryover is requested for further transportation analysis and supporting studies pending Council's upcoming direction. Anticipated completion is Spring 2019.
2018 Budget:
71,010
2018 Expenditures: Carryover Requested:
58,270
Corporate Framework:
2019
12,740 Resilient, well-managed infrastructure - Livable urban density
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
12,740
(12,740)
0
0
0
0
0
PAGE 551
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Policy & Planning
Title:
Climate Action Plan
Reason: Multi-Year
CARRYOVER
Justification: Carryover of the Fortis grant funds is requested for the Community Energy Specialist position. The position has been extended to a two year term contract from 2019-2021 and will deliver on completing the Energy Step Code strategy and developing an Energy Retrofit Strategy.
2018 Budget:
281,380
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
75,650 205,730 A clean healthy environment - Energy conservation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
205,730
0
0
(205,730)
0
0
0
Division: Department:
Community Planning & Strategic Investments Policy & Planning
Title:
Thomson Flats
Reason: Design Option
CARRYOVER
Justification: Carryover is requested as part of the developer-driven Area Structure Plan (ASP) process. The funding was provided by the developer to allow City staff to draw from when additional consultant work is needed to support review of the ASP technical work for file processing. Work on this project was deferred to acknowledge the 2018 municipal election and Council's decision on the 2040 Official Community Plan to include further technical analysis. The project's anticipated completion is Fall 2019.
2018 Budget:
38,500
2018 Expenditures: Carryover Requested:
10,520
Corporate Framework:
2019
27,980 Resilient, well-managed infrastructure - Livable urban density
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
27,980
0
0
0
0
(27,980)
0
PAGE 552
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Community Planning & Strategic Investments Development Services
Title:
Offsite and Oversize - Roads
Reason: Multi-Year
CARRYOVER
Justification: Carryover is requested for a multi-year comprehensive deferred revenue project with expected completion in Fall 2019. Planned 2019 works include: Fitzpatrick Road Frontage Works, Kyndree Court Drainage, Glenmore Road Barriers.
2018 Budget:
51,000
2018 Expenditures: Carryover Requested:
47,630
Corporate Framework:
A well-run City - Strong financial management
2019
3,370
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
47,630
(47,630)
0
0
0
0
0
Division: Department:
Community Planning & Strategic Investments Strategic Investments
Title:
Chapman Parkade Expansion - Additional Levels
Reason: External Event
CARRYOVER
Justification: The Chapman Parkade was constructed with potential to add additional floors. Carryover is requested to allow for completion of a design development report to establish high level costs and feasibility of the project. This work was postponed until late 2018 to allow for release of the new BC building code and is now underway with expected completion in Summer 2019.
2018 Budget:
94,680
2018 Expenditures: Carryover Requested:
12,320
Corporate Framework:
2019
82,360 Resilient, well-managed infrastructure - Efficient civic buildings & facilities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
82,360
(82,360)
0
0
0
0
0
PAGE 553
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Cultural Services
Title:
Cultural Plan and Economic Impact Assessment Project
Reason: Multi-Year
CARRYOVER
Justification: One-time funding of $15,000 was added to the Cultural Plan Implementation budget to support the development of the 2020-2025 Cultural Plan. The project launched in July 2018, with completion scheduled for September 2019. This request is for all remaining funds to be carried over to complete activities that are already scheduled for 2019 such as the Host Your Own Engagement Grants, Youth and Young Professionals Forum and all remaining work on the Economic Impact Assessment of the Creative Sector.
2018 Budget:
25,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
7,480 17,520 An active, inclusive city - Cultural experiences
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
17,520
(17,520)
0
0
0
0
0
Division: Department:
Active Living & Culture Cultural Services
Title:
Professional Arts Funding
Reason: External Event
CARRYOVER
Justification: The City provides operating grants to professional arts organizations that meet established criteria. In 2018, not all the funding was distributed due to changes within one organization that affected its eligibility. With the anticipated movement of additional groups to the Professional Arts category, it is expected that all funds will be distributed through the annual grant process. This request is to carry over unspent funds.
2018 Budget:
140,000
2018 Expenditures: Carryover Requested:
124,000
Corporate Framework:
An active, inclusive city - Cultural experiences
2019
16,000
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
16,000
(16,000)
0
0
0
0
0
PAGE 554
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
Journey Home Transition
Reason: Multi-Year
CARRYOVER
Justification: Council approved the Journey Home Strategy late June 2018 as part of a multi-sector collaborative approach to address homelessness. Funding for this project included a transition period into 2019 while the new Central Okanagan Journey Home Society was set up. The carryover is to support this transition period.
2018 Budget:
75,750
2018 Expenditures: Carryover Requested:
41,780
Corporate Framework:
2019
33,970 An active, inclusive city - Considering diverse community needs
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
33,970
(33,970)
0
0
0
0
0
Division: Department:
Active Living & Culture Active Living & Culture
Title:
Paddle Trail Signage
Reason: Scheduling Demands
CARRYOVER
Justification: The Paddle Trail was established in the Spring of 2018. Signs and sign posts for the beach accesses were designed and ordered but not installed due to conflicting priorities. This request is to carryover remaining funds to complete the work in early 2019.
2018 Budget:
41,270
2018 Expenditures: Carryover Requested:
23,370
Corporate Framework:
2019
17,900 An active, inclusive city - Active living opportunities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
17,900
(17,900)
0
0
0
0
0
PAGE 555
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Canadian Sport for Life Integration
Reason: Scheduling Demands
CARRYOVER
Justification: The Community Sport Plan was completed in the Fall 2018 and the corresponding Implementation Strategy will be completed in early 2019. Canadian Sport for Life integration is a key component of the Sport Plan and these funds for Physical Literacy education, training and mentorship are integral to successful implementation. This request is to carryover remaining funds to complete the Implementation Strategy.
2018 Budget:
14,190
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 14,190 An active, inclusive city - Active living opportunities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
14,190
(14,190)
0
0
0
0
0
Division: Department:
Civic Operations Civic Operations
Reason: External Event
Title:
Electrical Upgrade - Parks Yard
CARRYOVER
Justification: This project is to upgrade the under-sized electrical services at the Parks Yard in order to meet power requirements of the facility and City greenhouses. Carryover is requested as the project has been delayed due to challenges to determine transformer capacity. A consultant is completing the final details of the new design and work is planned to start late in Q1 with completion in Q3 of 2019.
2018 Budget:
65,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
400 64,600 Resilient, well-managed infrastructure - Efficient civic buildings & facilities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
64,600
(64,600)
0
0
0
0
0
PAGE 556
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Rotary Centre for the Arts - Building Renewal
Reason: External Event
CARRYOVER
Justification: This project involves addressing the renewal needs for interior finishes, door assemblies and exterior lighting that are at the end of their service life. The scope of work includes new flooring throughout the public access corridors, replacement of the store front assembly for the 2nd floor meeting room, upgrade to the exterior lighting for security purposes and replacement of the rear stage door assembly. Carryover of the remaining budget is requested as the project is at 60% completion due to contractor delays. It is estimated that the project will be completed by January 2019.
2018 Budget:
75,000
2018 Expenditures: Carryover Requested:
34,940
Corporate Framework:
2019
40,060 Resilient, well-managed infrastructure - Efficient civic buildings & facilities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
40,060
(40,060)
0
0
0
0
0
Division: Department:
Civic Operations Civic Operations
Reason: Design Option
Title:
Stadiums - Protective Netting
CARRYOVER
Justification: Protective netting at the Apple Bowl Stadium and Elks Stadium had reached the end of their service life and required replacement. The Elks Stadium protective netting installation was completed in 2018. Carryover of remaining budget is requested as further investigation is required to determine the protective netting requirements for the Apple Bowl Hammer Cage. Installation will be completed before the 2019 Track and Field season.
2018 Budget:
30,000
2018 Expenditures: Carryover Requested:
14,990
Corporate Framework:
2019
15,010 Resilient, well-managed infrastructure - Efficient civic buildings & facilities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
15,010
(15,010)
0
0
0
0
0
PAGE 557
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Biofilter Cover
Reason: Scheduling Demands
CARRYOVER
Justification: The Biofilter Cover was designed to allow access to change out filter materials, provide weather protection and security. A preliminary design was completed and circulated through the affected working groups. Carryover is requested to allow the Biofilter Cover construction to be included as part of the mechanic shop design/build scheduled to be completed by October 2019.
2018 Budget:
50,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 50,000 A clean healthy environment - Improved air quality
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
50,000
(50,000)
0
0
0
0
0
Division: Department:
Civic Operations Utility Services
Reason: Scheduling Demands
Title:
Concrete Crushing - Landfill
CARRYOVER
Justification: The concrete pile was used to prepare the sub-base of working areas without the need for crushing in 2018. Now that this sub-base has been prepared, carryover is requested to crush remaining concrete and rock on site for the upper working surfaces of the construction areas. This work is scheduled for Q1 and Q2 of 2019.
2018 Budget:
230,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 230,000 A clean healthy environment - Solid waste reduction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
230,000
(230,000)
0
0
0
0
0
PAGE 558
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Security Cameras & SCADA - Hot Boxes
Reason: Scheduling Demands
CARRYOVER
Justification: As part of the preparation for operations in the historic landfill entrance, the existing trailer is being replaced. Carryover is requested to install the security cameras and temperature monitors with radio repeaters after the new trailer has been placed for power and connectivity to the City Security and Radio Systems. Work will be completed in Q1 of 2019.
2018 Budget:
50,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 50,000 A safe city - Public safety programs
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
50,000
(50,000)
0
0
0
0
0
Division: Department:
Civic Operations Civic Operations
Reason: Scheduling Demands
Title:
Lake Ave Storm Main Upgrade
CARRYOVER
Justification: Carryover is requested to connect 20m of 300mm storm main from Lake Avenue to the Abbott Street system as the dry-wells in this area are insufficient for drainage. The project was unable to be completed in 2018 due to staff scheduling and will be completed in 2019.
2018 Budget:
20,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 20,000 A safe city - Flood protection
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
20,000
(20,000)
0
0
0
0
0
PAGE 559
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Value for Money Audit
Reason: External Event
CARRYOVER
Justification: Value for Money audits help support the safeguarding of assets and align with Council priorities for strong financial management. Carryover is requested as work is underway, however the contractor was unable to complete their requirements in 2018 and planned completion is in 2019.
2018 Budget:
20,000
2018 Expenditures: Carryover Requested:
20,000
Corporate Framework:
A well-run City - Strong financial management
2019
0
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
20,000
(20,000)
0
0
0
0
0
Division: Department:
Financial Services Financial Services
Title:
GST Compliance Review
Reason: Multi-Year
CARRYOVER
Justification: In 2017 a GST consultant was hired to update the compliance process, system, and contracts with third parties. Due to time constraints, the large volume of contracts, and the number of other GST items identified this multi-year project is expected to be completed in 2019.
2018 Budget:
62,250
2018 Expenditures: Carryover Requested:
10,500
Corporate Framework:
A well-run City - Strong financial management
2019
51,750
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
51,750
(51,750)
0
0
0
0
0
PAGE 560
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Payroll System Improvements
Reason: External Event
CARRYOVER
Justification: The project to improve payroll configurations was delayed due to a change in consultant partway through the year. Carryover is requested as the new consultant will be restarting in the new year and the project is expected to be completed in Summer 2019.
2018 Budget:
140,940
2018 Expenditures: Carryover Requested:
100,980
Corporate Framework:
A well-run City - Strong financial management
2019
39,960
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
100,980
(100,980)
0
0
0
0
0
Division: Department:
Financial Services Purchasing
Reason: External Event
Title:
CP - Contract Management and Governance Implementation
CARRYOVER
Justification: This project looks to extend the use of master agreements. This includes developing a repository of all city contracts across the organization (database development), supporting contract managers to understand terms of the contract, and the development of clear, concise contracts with terms that provide risk control to fit the contract. Carryover is requested due to resourcing issues experienced by the consultant, there was a significant delay and the project was not completed in 2018. The project is scheduled to be complete and operational by May 2019.
2018 Budget:
45,350
2018 Expenditures: Carryover Requested:
45,350
Corporate Framework:
A well-run City - Strong financial management
2019
0
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
45,350
(45,350)
0
0
0
0
0
PAGE 561
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Financial Services Purchasing
Title:
Enhancement of Corporate Purchasing Card Program Term Position
Reason: Scheduling Demands
CARRYOVER
Justification: Opportunities exist for the City to enhance the use of the Corporate Purchasing Card Program to bring efficiencies and savings to every department. Additional deliverables have been included to enhance audit controls and the project is now scheduled to begin in Q3 with completion at the end of 2019.
2018 Budget:
25,000
2018 Expenditures: Carryover Requested:
25,000
Corporate Framework:
A well-run City - Strong financial management
2019
0
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
25,000
(25,000)
0
0
0
0
0
Division: Department:
Financial Services Purchasing
Reason: Scheduling Demands
Title:
Workflow Approval For Purchasing
CARRYOVER
Justification: This project will review, plan and implement the built-in functionality of Approval Workflow for Purchasing in Unit4. Project benefits include improved automation and efficiencies for users and processors, and better compliance and utilization through the use of the audit trail enforced by the system. Carryover is requested as the project was not completed in 2018 due to staff resourcing issues. Expected completion is the end of 2019.
2018 Budget:
20,000
2018 Expenditures: Carryover Requested:
19,280
Corporate Framework:
A well-run City - Strong financial management
2019
720
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
19,280
(19,280)
0
0
0
0
0
PAGE 562
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
SEKID Transition Team
Reason: Multi-Year
CARRYOVER
Justification: Carryover is requested for this multi-year project for consulting and other necessary work related to the South East Kelowna Irrigation District (SEKID) Transition Team project. Work will be complete at the end of 2020. The Transition Team carryover includes: Financial Services, Legislative Services, and Human Resources.
2018 Budget:
202,460
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
39,790 162,670 A safe city - Clean drinking water
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
162,670
0
0
0
0
0
(162,670)
Division: Department:
Human Resources Risk Management
Reason: Design Option
Title:
Safety Management Software Project
CARRYOVER
Justification: The Safety Management Software project is designed to reduce the administrative burden of meeting regulatory recording and reporting requirements on safety information while generating efficiencies and improving performance. The implementation and annual licensing was delayed in 2018 in order to be included as part of the CityWorks project. The safety module is anticipated to commence in Spring 2019 and be completed in late 2019.
2018 Budget:
105,430
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 105,430 A well-run City - Performance excellence
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
105,430
(105,430)
0
0
0
0
0
PAGE 563
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Human Resources Risk Management
Title:
Security Governance Review and Gap Analysis
Reason: External Event
CARRYOVER
Justification: The security governance review and gap analysis project seeks to improve effectiveness and efficiency for both staff and the public within City land and facilities. The project was not completed in 2018 due to consultant unavailability. The review has now commenced and will be completed in 2019.
2018 Budget:
19,500
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 19,500 A well-run City - Performance excellence
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
19,500
(19,500)
0
0
0
0
0
Division: Department:
Human Resources Risk Management
Reason: Scheduling Demands
Title:
Stay at Work/Return to Work Program
CARRYOVER
Justification: A review of the City of Kelowna's Disability Management practices using industry best practices and WorkSafe BC direction was conducted. Carryover is requested to complete the second phase of the project delayed due to staff unavailability. The project will be completed in 2019. The second phase includes policies, procedures and web page work.
2018 Budget:
16,450
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
5,810 10,640 A well-run City - Responsive customer service
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
10,640
(10,640)
0
0
0
0
0
PAGE 564
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Human Resources Human Resources
Title:
Code of Conduct and Ethics Project
Reason: Scheduling Demands
CARRYOVER
Justification: The Code of Conduct and Ethics project is designed as part of ongoing efforts to promote trust and confidence in local public administration and to create safe and healthy workplaces where all employees feel engaged and valued. Carryover is requested as the project did not begin as planned in 2018 due to staff movement and restructuring. The project will commence and be completed in 2019 by an external consultant and overseen by the acting Community Safety Director.
2018 Budget:
25,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 25,000 A well-run City - Performance excellence
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
25,000
(25,000)
0
0
0
0
0
PAGE 565
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Cedar Creek Pump Repair and Flood Resilience Study
Reason: Scheduling Demands
CARRYOVER
Justification: Carryover is requested as the pump repair and flood resilience study were delayed due to staff requirements on the Integrated Water Project, South East Kelowna Integration District (SEKID) Integration, re-alignment of water and wastewater departments as well as the implementation of the CityWorks system. The project will be completed in 2019.
2018 Budget:
80,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
5,630 74,370 Resilient, well-managed infrastructure - Well-maintained utilities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
74,370
(74,370)
0
0
0
0
0
Division: Department:
Civic Operations Utility Services
Reason: External Event
Title:
Poplar Point Pump Station Rock Slope Stabilization
CARRYOVER
Justification: Carryover is requested as the project was delayed while waiting for a report from the consultant before proceeding. The consultant's report has now been completed and mitigation options are being reviewed. The project is anticipated to be completed in Q3 of 2019.
2018 Budget:
60,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
8,930 51,070 Resilient, well-managed infrastructure - Well-maintained utilities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
51,070
(51,070)
0
0
0
0
0
PAGE 566
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Filtration Exclusion, Particle Size Study
Reason: Scheduling Demands
CARRYOVER
Justification: This project forms part of the Water Integration Project. The City's consultant continues to outline the particle sizes at all City intakes to meet Interior Health Authority drinking water objectives. Due to staff changes the project was not completed in 2018. Carryover is requested to continue the modeling process to replicate a City-wide water system to determine water quality. This project will be completed by end of Spring 2019.
2018 Budget:
59,310
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
8,240 51,070 A clean healthy environment - Protecting our natural land & water resources
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
51,070
(51,070)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Reason: Scheduling Demands
Title:
Water Master Plan Update
CARRYOVER
Justification: Carryover is requested to continue the update of the City utility 10 year Water Master Plan to accommodate the changes from the implementation of the Kelowna Integrated Water Project. This includes the new capital fund needs of the agricultural system, including the 12 new dams acquired as part of the South East Kelowna Integration District (SEKID) integration. Some of the funding work includes the final modeling integration of the new irrigation system. The Water Master Plan updates will be included with the Official Community Plan updates, and will be completed in November, 2019.
2018 Budget:
75,000
2018 Expenditures: Carryover Requested:
16,780
Corporate Framework:
2019
58,220 Resilient, well-managed infrastructure - Well-maintained utilities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
58,220
(58,220)
0
0
0
0
0
PAGE 567
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Source Water Protection Plan
Reason: External Event
CARRYOVER
Justification: This project will develop the formal Protection Plan to protect against threats to drinking water quality. Carryover is requested due to the requirement of eight months of various seasonal Okanagan Lake data to get accurate information that will be used in the recommendation portion of the plan. A draft of the plan has now been circulated to various City staff for commentary and amendments. A public consultation (open house for the public), formation of a Technical Advisory Group, and issuing of the finalized plan will be completed by the end of March 2019. March is the deadline for project completion for the Okanagan Basin Water Board (OBWB) grant program.
2018 Budget:
30,000
2018 Expenditures: Carryover Requested:
12,410
Corporate Framework:
2019
17,590 A clean healthy environment - Protecting our natural land & water resources
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
17,590
0
0
(17,590)
0
0
0
Division: Department:
Civic Operations Utility Services
Reason: Scheduling Demands
Title:
Varty Creek Environmental Assessment
CARRYOVER
Justification: A bank collapse on Varty Creek in March 2017 triggered a water quality advisory for the residents on the Swick Road water system. The environmental assessment will provide a comprehensive risk overview, propose a mitigation strategy to be carried out to stabilize the slopes and minimize potential future water quality advisories. Work will start in June 2019 with anticipated completion December 2019.
2018 Budget:
20,000
2018 Expenditures: Carryover Requested: Corporate Framework:
2019
0 20,000 A safe city - Clean drinking water
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
20,000
(20,000)
0
0
0
0
0
PAGE 568
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
City Manager Airport
Title:
Mill Creek Freshet Infrastructure Recovery
Reason: External Event
CARRYOVER
Justification: In 2018, the Airport commenced work on the creeks in and around the Airport that were damaged during the 2017 and 2018 freshets. Some of the work was to be completed when the ground was frozen to reduce the impact on the creek. The weather did not get cold enough in the last two months of 2018, so the work was rescheduled to 2019. A carryover of $300,000 is requested to allow for this work to be completed in 2019.
2018 Budget:
447,000
2018 Expenditures: 2018 Budget Not Required: Carryover Requested:
3,500 143,500 300,000
Corporate Framework:
2019
A strong economy - International airport development
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
300,000
(69,000)
0
(231,000)
0
0
0
Division: Department:
City Manager Airport
Title:
Okanagan Gateway Plan
Reason: Scheduling Demands
CARRYOVER
Justification: The Okanagan Gateway Transportation Study's primary objective will be to identify a future multi-model transportation network for the Okanagan Gateway area. Investments in transportation assets that support economic activity and the movement of goods and people is a focus for the 'Investing in Canada Plan', administered by Transport Canada. This project is shared between the Airport and Infrastructure. In 2018 it was determined that the Okanagan Gateway Plan would not be receiving a grant from the Investing in Canada Plan. The partners involved in this project completed a reassessment and decided to move forward with a reduced scope. Due to the time required to reassess the way forward, this project will continue into and be completed in 2019. A carryover of the remaining budget is requested to allow the Okanagan Gateway Plan to be completed. 2018 Budget:
512,500
2018 Expenditures: 2018 Budget Not Required: Carryover Requested:
300 250,000 262,200
Corporate Framework:
2019
A strong economy - International airport development
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
262,200
(124,700)
0
(112,500)
0
(25,000)
0
PAGE 569
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 570
2019 FINANCIAL PLAN
CITY OF KELOWNA
Capital Budget PAGE 571
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 572
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Requests Carryover Budget Summary - General Fund Page Project Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Chapman Parkade – Infrastructure Renewal 581 308204 Library Plaza Parkade - Commercial Unit Renovation 582 308201 Parking Equipment and Facilities 582 2000098 Property Acquisition - 4690 Hwy 97N
145,900
(145,900)
0
0
0
0 SCHED
323,500
(323,500)
0
0
0
0 MULTIYE
199,800
(199,800)
0
0
0
0 SCHED
106,510
(106,510)
0
0
0
0 MULTIYE
583 2002
117,660
(117,660)
0
0
0
0 MULTIYE
61,970
(61,970)
0
0
0
0 MULTIYE
955,340
(955,340)
0
0
0
0
Utility Reason
Real Estate and Parking Capital 581 308206
Road & Sidewalk, Land Acquisition
583 2000085 Property Acquisition – 1251
McKenzie Rd Cost Center Totals Building Capital 584 3348
111,400
(111,400)
0
0
0
0 DESIGNO
584 317XX
290,550
(290,550)
0
0
0
0 SCHED
58,480
(58,480)
0
0
0
0 MULTIYE
15,830
(15,830)
0
0
0
0 EXT
102,310
(102,310)
0
0
0
0 MULTIYE
643,860
(643,860)
0
0
0
0 SCHED
88,220
(88,220)
0
0
0
0 DESIGNO
51,660
(51,660)
0
0
0
0 MULTIYE
518,880
(195,230)
(323,650)
0
0
0 DESIGNO
202,990
(202,990)
0
0
0
0 EXT
306,200
(306,200)
0
0
0
0 EXT
Apple Bowl Track Resurfacing City Hall Improvements 585 3084 Civic Buildings Roof Replacement 585 3179 Cook Road Boat Launch 586 3069 Parkinson Recreation Centre/Partnership Opportunities 586 3281 Parks Infrastructure Renewal Washroom Renovations 587 3409 Rutland Arena Dressing Room 587 3221 Water Street Firehall No. 2 Restoration 588 306XXX Library & Memorial Parkade, Expansion 588 3278 Mission Recreation Park Softball Quadplex Viewing Deck Expansion 589 3349 RCMP Kelowna Detachment Building, Doyle Avenue - Demolition 589 3277 Art Walk Extension 590 3158 Police Services Building 590 315801 Police Services Building - Public Art Cost Center Totals
39,440
(39,440)
0
0
0
0 MULTIYE
121,360
(121,360)
0
0
0
0 EXT
135,220
(135,220)
0
0
0
0 MULTIYE
2,686,400
(2,362,750)
(323,650)
0
0
0
89,480
(89,480)
0
0
0
0 EXT
262,020
(262,020)
0
0
0
0 EXT
74,680
(74,680)
0
0
0
0 SCHED
152,520
(152,520)
0
0
0
0 MULTIYE
47,500
(47,500)
0
0
0
0 EXT
512,220
(512,220)
0
0
0
0 EXT
67,830
(67,830)
0
0
0
0 MULTIYE
135,420
(135,420)
0
0
0
0 EXT
333,970
(333,970)
0
0
0
0 MULTIYE
3,690,000
(738,000)
(2,952,000)
0
0
0 EXT
31,230
(31,230)
0
0
0
0 MULTIYE
12,300
(12,300)
0
0
0
0 MULTIYE
Parks Capital 591 3184
Cemetery Improvements 591 3002 City Park - Foreshore Protection 592 3357 High Noon Park Improvements 592 3134 Irrigation Infrastructure Renewal 593 3181 Knox Mountain Park Improvements 593 3407 Rutland Centennial Park - Phase 3 594 2591 Strathcona Park 594 3287 Sutherland Park - Shore Stabilization 595 3282 Boyce-Gyro Park Parking Lot and Improvements 595 2030046 Dewdney Park Expansion 596 3284 Dog Beaches 596 2917 Glenmore Recreation Park
PAGE 573
2019 FINANCIAL PLAN
Page Project Description 597 3285
Lost Creek Park - Neighbourhood Parternship 597 2030050 Parkland Acquisition - 4214 Hobson Rd 598 3208 Rowcliffe Park 598 3354 Bellevue Creek Linear Park - Phase 1 Construction 599 328201 Boyce-Gyro Park Public Art 599 3356 Interim Park Access 600 2030045 Lakeshore Road 4020 600 3283 Laurel Packinghouse Courtyard Museum Partnership 601 2031 Parks Land - Natural/Linear 601 3231 Upper Mission Trail Building Partnership Cost Center Totals
CITY OF KELOWNA
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Utility Reason
19,560
(9,780)
0
0
(9,780)
35,290
(35,290)
0
0
0
0 MULTIYE
1,346,180
(1,346,180)
0
0
0
0 MULTIYE
376,560
(376,560)
0
0
0
0 EXT
141,970
(141,970)
0
0
0
0 MULTIYE
108,770
(108,770)
0
0
0
0 SCHED
78,050
(78,050)
0
0
0
0 EXT
678,660
(324,630)
0
0
(354,030)
0 DESIGNO
18,520
(18,520)
0
0
0
0 MULTIYE
64,000
(55,400)
0
0
(8,600)
0 MULTIYE
8,276,730
(4,952,320)
(2,952,000)
0
(372,410)
70,640
(70,640)
0
0
0
0 DESIGNO
99,890
0
0
(99,890)
0
0 SCHED
203,180
(203,180)
0
0
0
0 MULTIYE
114,960
(114,960)
0
0
0
0 SCHED
213,650
(213,650)
0
0
0
0 DESIGNO
286,820
(286,820)
0
0
0
2,018,460
(2,008,080)
0
0
(10,380)
0 EXT
0
Transportation Capital 602 2086 602 3369 603 321002L 603 3138 604 3396 604 209801R 605 329001A 605 335901A
Bridge Rehabilitation City of Kelowna Highway Signage Stewart Road West 3 DCC (Crawford-Swamp), Land Transportation Infrastructure Renewal Central Green - Hwy 97 Right Turn Lane to Pandosy Clement 1 DCC (St.Paul - Graham) Ethel 4 DCC (SutherlandSpringfield), ATC Ethel 5 DCC (Springfield-Rose), ATC
606 304801R Hollywood 7 DCC (Sexsmith 606 336001A 607 336101A 607 286602R 608 316701R 608 3362 609 3291 609 331601R 610 321002R 610 323603A 611 3236XXA 611 3168 612 3367 612 3366 613 2085 613 208542 614 310001A 614 3326
Appaloosa), Road Hollywood 9 DCC (Hollydell - Hwy 33), ATC Houghton 1 DCC (Nickel - Rails with Trails), ATC Lakeshore 1 DCC (Collett Road Intersection), Road McCulloch Area DCC (KLO/Hall/Spiers) Safe Routes to School Program Sector B Roads Top Lift Paving DCC South Perimeter 1 DCC (Gordon Dr Stewart 1), Road Stewart 3 DCC (Crawford-Swamp), Road Sutherland 1 DCC (Gordon-Burtch), ATC Sutherland 2 DCC (Lake-Gordon & Pandosy-Ethel), ATC Traffic Control Infrastructure Traffic Signal - Spall @ Springfield Transit Land Acquisition Active Transportation Corridor Alternate Hwy 97 Multi-use Pathway Access to UBC Campus Dilworth DCC Active Transportation Corridor Okanagan Rail Trail
0 SCHED 0 EXT
96,740
(96,740)
0
0
0
0 MULTIYE
200,240
(200,240)
0
0
0
0 MULTIYE
361,120
(361,120)
0
0
0
0 EXT
423,720
(423,720)
0
0
0
0 MULTIYE
54,830
(54,830)
0
0
0
0 DESIGNO
1,490,410
(1,490,410)
0
0
0
0 MULTIYE
22,990
(22,990)
0
0
0
0 SCHED
599,950
(599,950)
0
0
0
0 SCHED
515,940
(515,940)
0
0
0
0 MULTIYE
1,418,210
(1,418,210)
0
0
0
0 MULTIYE
154,390
(154,390)
0
0
0
0 MULTIYE
53,490
(53,490)
0
0
0
0 MULTIYE
92,910
(92,910)
0
0
0
0 DESIGNO
142,710
(142,710)
0
0
0
0 DESIGNO
215,340
(215,340)
0
0
0
0 WAITGRA
381,240
(381,240)
0
0
0
0 SCHED
50,980
(50,980)
0
0
0
0 SCHED
187,470
(187,470)
0
0
0
0 SCHED
835,360
(569,820)
0
(265,540)
0
0 MULTIYE
PAGE 574
2019 FINANCIAL PLAN
Page Project Description
615 336501A Rails with Trails (Commerce Ave to
CITY OF KELOWNA
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Utility Reason
84,350
(84,350)
0
0
0
0 DESIGNO
20,350
(20,350)
0
0
0
0 DESIGNO
385,370
Hwy 97 Overpass), ATC 615 219806 Rutland Transit Ph 2, Shepherd Rd Extension 616 2084 Sidewalk Network Expansion 616 2091T Traffic Calming 617 207602 Transit - New Equipment
(385,370)
0
0
0
0 DESIGNO
31,980
(31,980)
0
0
0
0 EXT
124,320
(124,320)
0
0
0
0 SCHED
617 3368
UBCO - University South Pedestrian Cycling Bridge
379,940
(182,470)
0
(182,470)
(15,000)
0 WAITGRA
Cost Center Totals
11,331,950
(10,758,670)
0
(547,900)
(25,380)
0
Automated Collection Curbside Carts Landfill Access Road 3 Improvements Landfill Gas Quonset Roof Replacement and Upgrades Stockpiles and Reprocessing Areas Relocation Landfill Old Entrance Filling Preparation Compost Facility, Biosolids Leachate Containment Landfill Frontage, Landscaping Mechanic Shop Odour Management - Glenmore Road H2S Monitoring Station Surface Water Management - Bredin Irrigation
162,920
(162,920)
0
0
0
0 EXT
482,800
(482,800)
0
0
0
0 SCHED
99,380
(99,380)
0
0
0
0 SCHED
3,505,160
(3,505,160)
0
0
0
0 MULTIYE
1,966,850
(1,966,850)
0
0
0
0 DESIGNO
734,100
0
0
0
(247,300)
Solid Waste Capital 618 2831 618 3375 619 3370 619 3293 620 3371 620 3376 621 3296 621 3244 622 3374 622 3372
(486,800) EXT
187,900
(187,900)
0
0
0
1,163,710
(1,163,710)
0
0
0
0 SCHED 0 DESIGNO
50,000
(50,000)
0
0
0
0 EXT
232,010
(232,010)
0
0
0
0 DESIGNO
Cost Center Totals
8,584,830
(7,850,730)
0
0
(247,300)
Bluebird Storm Station - Upgrade Flood Recovery 2017 Spencer Road Mill Creek Drainage Improvements Chichester Pond - Sediment Forebay Gopher Creek Pre-Design and Land Acquisition Smith Outfall Vault Power Supply Sutherland Ave, Oil/Water Separator Sutherland Outfall - Oil/Grit Chamber
82,460
(82,460)
0
0
0
0 DESIGNO
2,773,080
0
0 (2,773,080)
0
0 MULTIYE
721,560
0
0
(721,560)
0
0 MULTIYE
146,550
(146,550)
0
0
0
0 DESIGNO
325,000
(325,000)
0
0
0
0 DESIGNO
100,000
(100,000)
0
0
0
0 SCHED
44,830
(44,830)
0
0
0
0 EXT
88,700
(88,700)
0
0
0
0 SCHED
4,282,180
(787,540)
0 (3,494,640)
0
0
1,418,030
(967,070)
0
(74,590)
0
42,850
(42,850)
0
0
0
0 EXT
122,380
(122,380)
0
0
0
0 EXT
(486,800)
Storm Drainage Capital 623 3378 623 3344 624 3410 624 3299 625 3297 625 3377 626 3193 626 3298
Cost Center Totals Information Services Capital 627 3301 627 3250 628 2132 628 3383 629 3273 629 338201
Asset Management System Class Registration Software Replacement Communications Networks (Network Upgrades) Financial Reporting System Integrated Utility Billing and Property Tax System Software Major Systems Projects
(376,370) MULTIYE
17,080
(17,080)
0
0
0
683,660
(361,140)
0
0
0
(322,520) MULTIYE
0 EXT
3,199,440
(3,199,440)
0
0
0
0 MULTIYE
PAGE 575
2019 FINANCIAL PLAN
Page Project Description 630 3251 630 3381
CITY OF KELOWNA
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
1,628,080
(1,628,080)
0
0
0
0 EXT
398,000
(398,000)
0
0
0
0 DESIGNO
7,509,520
(6,736,040)
0
(74,590)
0
3,730,090
(3,730,090)
0
0
0
373,000
0
0
0
(124,330)
65,000
0
0
0
0
4,168,090
(3,730,090)
0
0
(124,330)
962,000
(962,000)
0
0
0
0 MULTIYE
Cost Center Totals
962,000
(962,000)
0
0
0
0
Sub-Total
48,757,040
(39,095,480)
(3,275,650) (4,117,130)
(769,420)
(1,499,360)
Fibre Optic Network, Phase II Records and Information Management System Cost Center Totals
Utility Reason
(698,890)
Vehicle & Mobile Equipment 631 2XXXXX
Equipment and Vehicle Replacement 631 280450 Roll-off Front End Loader, Composting Facility 632 280298 Water & Wastewater Collections Operator Pickup Cost Center Totals
0 SCHED (248,670) DESIGNO (65,000) SCHED (313,670)
Fire Capital 632 230712
Engine 5
PAGE 576
2019 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Project Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Utility Reason
Parks Capital 3355
Kerry Park - Phase 1 Construction
8,640
(8,640)
0
0
0
0 EXT EVENT
3286
Parking Infrastructure Renewal
5,420
(5,420)
0
0
0
0 SCHED
14,060
(14,060)
0
0
0
0
Cost Center Totals Transportation Capital 207601
Transit - Equipment Renewal
3,960
(3,960)
0
0
0
0 SCHED
3364
Hwy 97 Six Laning - Sidewalk and Fibre Conduit Network
9,680
(9,680)
0
0
0
0 EXT EVENT
Cost Center Totals
13,640
(13,640)
0
0
0
0
Grand Total
48,784,740
(39,123,180)
(3,275,650) (4,117,130)
(769,420) (1,499,360)
PAGE 577
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Requests Carryover Budget Summary - Utility Funds Page Project Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Utility Reason
51,860
(51,860)
0
0
0
104,800
(104,800)
0
0
0
0 EXT
16,580
(16,580)
0
0
0
0 SCHED
Airport Capital 633 2901 633 3334 634 3336 634 3328 635 3268 635 3418
Air Terminal Complex Capital Replacements Airport Hazard Beacons and Towers Airport Paging System Airport Parking Lot Equipment Airport Roof Replacement Program Chiller and Cooling Tower Drive to 1.6 Million Passengers AIF Program Integrated Software Management System Scotty Creek Infrastructure Airport Quick Turn Around Facility Airport Way Modifications Soaring Beyond 2.5 Million Passengers AIF Program Airport Electric Car Charging Stations Airport Multi-purpose Snow Clearing Unit Airport Ride-sharing Services Electronic Advertising System
0 SCHED
569,320
(569,320)
0
0
0
0 MULTIYE
2,579,370
(2,579,370)
0
0
0
0 MULTIYE
943,910
(943,910)
0
0
0
0 MULTIYE
3,360,670
(807,930)
0
0
(2,552,740)
0 MULTIYE
15,720
(15,720)
0
0
0
0 SCHED
147,980
(147,980)
0
0
0
0 EXT
150,000
(150,000)
0
0
0
0 SCHED
73,400
(73,400)
0
0
0
0 MULTIYE
2,163,460
(2,163,460)
0
0
0
0 MULTIYE
280,810
(280,810)
0
0
0
0 MULTIYE
50,000
(50,000)
0
0
0
0 MULTIYE
96,500
(96,500)
0
0
0
0 EXT
86,140
(86,140)
0
0
0
0 SCHED
Cost Center Totals
10,690,520
(8,137,780)
0
0
(2,552,740)
641 3384
142,770
(142,770)
0
0
0
0 EXT
641
Birch Ave - Water Main Replacement 329001W Ethel Street Water Main Replacement, Sutherland Springfield 3385 McClure Booster - Replacement 3388 Okaview 2 - Decommission Pump Station 3323 Skyline Pump Station Repairs 3038 Water Meter Replacement Program 3387 Chute Lake Rd Pressure Reducing Valve Upgrade 3386 Kettle Valley Reservoir Upgrade 2070W Offsite & Oversize - Water 3321XX SEKID Separation
500,000
(500,000)
0
0
0
0 EXT
411,170
(411,170)
0
0
0
0 SCHED
48,430
(48,430)
0
0
0
0 EXT
197,190
(197,190)
0
0
0
0 DESIGNO
298,920
(298,920)
0
0
0
0 MULTIYE
200,000
(200,000)
0
0
0
0 SCHED
100,000
(100,000)
0
0
0
0 SCHED
64,420
(64,420)
0
0
0
0 MULTIYE
41,943,210
(13,407,910)
0 (24,066,270)
(4,469,030)
0 MULTIYE
26,594,510
(9,990,770)
0 (15,578,720)
(1,025,020)
0 MULTIYE
Cost Center Totals
70,500,620
(25,361,580)
0 (39,644,990)
(5,494,050)
0
Edwards Sewer Lift Station Upgrade
173,410
(173,410)
0
0
0
0 DESIGNO
50,000
(50,000)
0
0
0
0 EXT
149,800
(149,800)
0
0
0
0 DESIGNO
51,800
(51,800)
0
0
0
0 EXT
636 2968 636 3006 637 3408 637 3330 638 3264 638 3274 639 3331 639 3341 640 3332 640 3079
0
Water Capital
642 642 643 643 644 644 645 645
646 3322
South End Water Upgrades
Wastewater Capital 646 3308
647 329001S Ethel St Sanitary Replacement, 647 3390 648 3394
Sutherland - Springfield Flintoff Avenue - Sanitary Replacement Gyro Lift Station Flow Meter
PAGE 578
2019 FINANCIAL PLAN
Page Project Description
CITY OF KELOWNA
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
648 3397
294,400
(294,400)
0
0
0
0 EXT
649
524,700
(524,700)
0
0
0
0 DESIGNO
548,400
(548,400)
0
0
0
0 SCHED
39,200
(39,200)
0
0
0
0 MULTIYE
1,954,300
(1,954,300)
0
0
0
0 SCHED
990,950
(990,950)
0
0
0
0 EXT
23,520
(23,520)
0
0
0
0 EXT
177,600
(177,600)
0
0
0
0 MULTIYE
Cost Center Totals
4,978,080
(4,978,080)
0
0
0
0
Sub-Total
86,169,220
(38,477,440)
0 (39,644,990)
(8,046,790)
0
649 650 650 651 651 652
Replacement Lawrence Ave - Sanitary Replacement (Ethel-Gordon) 3392 Manhattan Dr - Sanitary Replacement 3393 Morrison Lift Station Replacement 2070S Offsite & Oversize Wastewater 33XX Sanitary Replacement 3165 Airport Gravity Main Bypass DCC 3327 North Clifton Sanitary Sewer Extension 342101L Byrns Rd 1749 Property Acquisition
Utility Reason
PAGE 579
2019 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Project Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Utility Reason
Airport Capital 3419
Glycol Drain Guards
222172
Airport Small Capital – NPST Modifications
9,260
(9,260)
0
0
0
0 DESIGNOP
10,000
(10,000)
0
0
0
0 EXT EVENT
Cost Center Totals
19,260
(19,260)
0
0
0
0
Grand Total
86,188,480
(38,496,700)
0 (39,644,990)
(8,046,790)
0
PAGE 580
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Chapman Parkade – Infrastructure Renewal
Reason: Scheduling Demands 10 Yr Cap Plan Ref: Multi-Year L3 CARRYOVER
Justification: A structural evaluation of the Chapman Parkade resulted in the recommendation of a number of preventative maintenance measures required over a 10 year period. This is a multi-year project which includes an additional capital budget request submitted for 2019. Some of the work originally planned for 2018 was not completed as it was determined that combining some of the tasks with the 2019 recommendations will result in project efficiencies and potential cost savings.
2018 Budget: 2018 Expenditures: Carryover Requested:
147,900 2,000 145,900
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 145,900
Reserve (145,900)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Library Plaza Parkade - Commercial Unit Renovation
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2016 L3 CARRYOVER
Justification: Additional funding was provided in 2018 to fully outfit the office space at the Library Plaza Parkade for Active Living & Culture. Construction is underway and expected to be complete Q1 2019 with staff to move in scheduled for April.
2018 Budget: 2018 Expenditures: Carryover Requested:
646,600 323,100 323,500
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 323,500
Reserve (323,500)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 581
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Parking Equipment and Facilities
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 L3 CARRYOVER
Justification: Carryover is requested to complete installation of a license plate recognition system at the Library Parkade to monitor compliance and continue replacement of parking meters with pay stations as part of an ongoing renewal program for equipment that has reached the end of its service life. These projects were postponed due to delays/deficiencies in parkade construction/expansion projects and to allow for completion of a Request for Proposal process to select a new Pay Station supplier.
2018 Budget: 2018 Expenditures: Carryover Requested:
367,600 167,800 199,800
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Amount 199,800
Reserve (199,800)
Borrow
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Property Acquisition - 4690 Hwy 97 N
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 L1 CARRYOVER
Justification: Carryover is requested to perform a comprehensive site plan for the recently acquired property. The site planning exercise is required to ensure City objectives are met for agricultural land preservation and alternative land uses including future transportation networks. To complete this exercise, investment is required for planning, appraisal, legal, survey and other professional services. This project will be complete by 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
125,890 19,380 106,510
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Amount 106,510
Reserve (106,510)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 582
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Road & Sidewalk, Land Acquisition
Reason: Multi-Year 10 Yr Cap Plan Ref: Multi-Year L2 CARRYOVER
Justification: The City continues to address a priority list of sidewalk acquisitions with a primary focus in the South Pandosy area. This carryover is requested in order to have funds available to purchase the remaining land when it becomes available. The carryover also facilitates the purchase of land at development when right of way in excess of twenty meters is required.
2018 Budget: 2018 Expenditures: Carryover Requested:
147,350 29,690 117,660
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 117,660
Reserve (117,660)
Borrow
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Property Acquisition – 1251 McKenzie Rd
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 L1 CARRYOVER
Justification: Carryover is required to facilitate the City's acquisition of 1251 McKenzie Road as a significant environmental feature by way of the Federal Government's Ecological Gifting Program. Applications to the City, Agricultural Land Commission and the Federal Government are still on going and are anticipated to be finalized late 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
64,000 2,030 61,970
Corporate Framework: A well-run City - Pioneering leadership Amount 61,970
Reserve (61,970)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 583
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Apple Bowl Track Resurfacing
Reason: Design Option 10 Yr Cap Plan Ref: 2018 B1 CARRYOVER
Justification: The Apple Bowl Stadium track resurfacing project included the installation of a crossfit training area. Carryover is requested as a suitable site near the Apple Bowl has now been selected and the work will be complete in Spring 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
650,000 538,600 111,400
Corporate Framework: An active, inclusive city - Active living opportunities Amount 111,400
Reserve (111,400)
Department: Cost Center:
Capital Projects Building Capital
Title:
City Hall Improvements
Borrow
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: Multi-Year B3 CARRYOVER
Justification: City Hall Improvements are focused on the modernization of the elevator and renovations to the basement level and north section of the first floor of City Hall. Carryover is requested as this project has been delayed due to staff shortages. The project will be completed by Q3 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
412,500 121,950 290,550
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 290,550
Reserve (290,550)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 584
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Civic Buildings Roof Replacement
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 B3 CARRYOVER
Justification: This project is a result of ongoing evaluations of roof conditions on all City-owned facilities and the development of an ongoing capital renewal work program. Carryover is requested for this multi-year project to replace the #1 Firehall roof. This project is expected to be complete in Q1 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
280,000 221,520 58,480
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 58,480
Reserve (58,480)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Cook Road Boat Launch
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2017 B1 CARRYOVER
Justification: A third round of dredging at the Cook Road Boat Launch was completed in 2018. Due to continued migration of sand into the boat launch, additional dredging will be required to keep the boat launch operational for the summer boating season. Carryover is requested to complete the dredging permit application to the Ministry of Forest, Lands and Natural Resource Operations. If the application is approved, additional budget will be required to complete a dredge in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
105,490 89,660 15,830
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 15,830
Reserve (15,830)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 585
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Parkinson Recreation Centre/Partnership Opportunities
Reason: Multi-Year 10 Yr Cap Plan Ref: 2016 B1 CARRYOVER
Justification: As part of the planning and design for a new Parkinson Recreation Centre, carryover is requested to meet the existing contractual commitments with consultants to continue exploration of the partnership potential with School District 23 and other partners. This is a multi-year project and it is anticipated that the study of the partnership structure, financing, governance options, and the indicative design will continue throughout 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
130,780 28,470 102,310
Corporate Framework: An active, inclusive city - Active living opportunities Amount 102,310
Reserve (102,310)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Building Capital
Title:
Parks Infrastructure Renewal - Washroom Renovations
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2017 B1 CARRYOVER
Justification: Completion of the design and construction of the Boyce-Gyro Park washroom was delayed while the parking lot improvements were being constructed in 2018. Replacement of the washroom is now scheduled to be completed in Spring 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
670,710 26,850 643,860
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Amount 643,860
Reserve (643,860)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 586
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Rutland Arena Dressing Room
Reason: Design Option 10 Yr Cap Plan Ref: 2018 B1 CARRYOVER
Justification: Carryover is requested for the Rutland Arena Dressing Room upgrades in order to ensure that the proposed design to be released for quotation and construction would align with the long-term serviceable, operational and maintenance requirements of the City. The estimated completion for the project is slated for March 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
100,000 11,780 88,220
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 88,220
Reserve (88,220)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Water Street Firehall No. 2 Restoration
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2016 B3 CARRYOVER
Justification: A masonry conditions assessment of this iconic heritage building in downtown Kelowna completed in 2014 made several recommendations to maintain or improve the exterior envelope of the building. Carryover of this multi-year project is requested to resume detailed design for renovations to the exterior envelope during first half of 2019 in anticipation of construction starting later in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
51,710 50 51,660
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 51,660
Reserve (51,660)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 587
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Library & Memorial Parkade, Expansion
Reason: Design Option 10 Yr Cap Plan Ref: 2013 B4 CARRYOVER
Justification: The Library and Memorial Parkade expansions are complete and open to the public. Cost efficiencies from the office space construction occurred throughout the project resulting in overall savings. Carryover is requested to complete design modifications to address safety and security concerns that became apparent after the facilities were in use. Work to be completed in phases by the end of 2019.
2018 Budget: 2018 Expenditures: 2018 Budget Not Required: Carryover Requested:
1,155,680 437,220 199,580 518,880
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 518,880
Reserve (195,230)
Borrow (323,650)
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Building Capital
Title:
Mission Recreation Park Softball Quadplex Viewing Deck Expansion
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2017 B1 CARRYOVER
Justification: The Quadplex Viewing Deck Expansion project was originally tendered in 2017, but cancelled due to cost. The project was then re-designed and re-tendered in 2018, but received no bids. The remainder of 2018 was spent working to successfully secure a contract within budget with a general contractor. Carryover is now requested as construction of the viewing deck is scheduled to be completed by April 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
336,780 133,790 202,990
Corporate Framework: An active, inclusive city - Spectacular parks Amount 202,990
Reserve (202,990)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 588
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
RCMP Kelowna Detachment Building, Doyle Avenue - Demolition
Reason: External Event 10 Yr Cap Plan Ref: 2018 B3 CARRYOVER
Justification: Following completion of the new Police Services building, the existing Police Services building on Doyle Avenue was required to be demolished. Carryover is requested to complete landscaping services and clean up. The demolition was delayed due to an extension of the building lease and decommissioning activities. It is anticipated that the project will be complete by April 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
750,000 443,800 306,200
Corporate Framework: A safe city - Effective & targeted policing Amount 306,200
Reserve (306,200)
Department: Cost Center:
Capital Projects Building Capital
Title:
Art Walk Extension
Borrow
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 B2 CARRYOVER
Justification: The schematic design for the Art Walk Extension was paused while a feasibility study for the proposed Performing Arts Centre was completed in 2017 as a replacement for the aging Kelowna Community Theatre. As the design is expected to resume, carryover is requested for consultant services in 2019. Due to the temporary lease of the Doyle Street building by the RCMP deferring demolition and disposition, construction of the Art Walk extension will be deferred in the 10-year Capital plan.
2018 Budget: 2018 Expenditures: Carryover Requested:
64,800 25,360 39,440
Corporate Framework: An active, inclusive city - Cultural experiences Amount 39,440
Reserve (39,440)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 589
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Police Services Building
Reason: External Event 10 Yr Cap Plan Ref: 2014 B3 CARRYOVER
Justification: Carryover is requested to complete the new Police Services building. Wrap-up work includes equipment, millwork, security, completion of the commissioning contract and final consulting services for commissioning and project management. This work is scheduled to be completed by July 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
760,530 639,170 121,360
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 121,360
Reserve (121,360)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Police Services Building - Public Art
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 B3 CARRYOVER
Justification: Carryover is requested to meet contractual obligations to the artist selected through a successful second Call to Artists and subsequent jury review. Design development and fabrication of the piece will continue through 2019 and the anticipated installation will be in Q4 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
150,000 14,780 135,220
Corporate Framework: An active, inclusive city - Cultural experiences Amount 135,220
Reserve (135,220)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 590
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Cemetery Improvements
Reason: External Event 10 Yr Cap Plan Ref: 2017 P9 CARRYOVER
Justification: Carryover is requested to complete repair work to the Kelowna Memorial Park Cemetery irrigation system, including adding to and adjusting the irrigation system within the Legacy Gardens. This project was not completed in 2018 due to scheduling conflicts, contractor availability and weather delays. Work is expected to be complete in Q2 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
140,000 50,520 89,480
Corporate Framework: An active, inclusive city - Spectacular parks Amount 89,480
Reserve (89,480)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
City Park - Foreshore Protection
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2012 P8 CARRYOVER
Justification: Much of the works completed in early 2018 (sand nourishment for erosion management) were washed away by the subsequent high waters and storm events, requiring the placement of additional sand. This resulted in delays and additional expenditures for consulting services. This work requires further Provincial approvals and can only be undertaken at low water in the spring. Carryover is requested for 2019 works, which will include consulting and construction costs associated with the placement of additional sand. If the design and required Provincial approvals can be obtained in time, construction would occur during low water in the Spring of 2019. If not, the work would be deferred to low water in 2020. 2018 Budget: 2018 Expenditures: Carryover Requested:
303,830 41,810 262,020
Corporate Framework: An active, inclusive city - Spectacular parks Amount 262,020
Reserve (262,020)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 591
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
High Noon Park Improvements
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 P8 CARRYOVER
Justification: This project will renovate dugouts at the four main diamonds to improve sightlines, purchase eight aluminum bleachers for the four main fields and replace fencing and add fence toppers. Due to scheduling demands with parks staff and the user group, this project was delayed. The project is now ready to commence with expected construction to be completed by June 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
75,000 320 74,680
Corporate Framework: An active, inclusive city - Spectacular parks Amount 74,680
Reserve (74,680)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
Irrigation Infrastructure Renewal
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: Multi-Year P8 CARRYOVER
Justification: This multi-year program, with additional funding and new projects every year, is to replace irrigation infrastructure that has reached the end of its service life. Carryover is requested for irrigation infrastructure replacement at the Kinsmen Softball facility at Mission Recreation Park. Work was not completed in 2018 due to the challenge of scheduling construction around the ball diamond schedule, and will be completed by Fall 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
216,280 63,760 152,520
Corporate Framework: An active, inclusive city - Spectacular parks Amount 152,520
Reserve (152,520)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 592
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Knox Mountain Park Improvements
Reason: External Event 10 Yr Cap Plan Ref: 2017 P7 CARRYOVER
Justification: Carryover is requested to complete the detailed design of the crib wall replacement. Work was delayed due to the consultant being unable to resource the project with staff. A budget request has been included in the 2019 Provisional Budget for the construction of the crib wall. The detailed design and construction will be completed by the end of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
125,580 78,080 47,500
Corporate Framework: An active, inclusive city - Spectacular parks Amount 47,500
Reserve (47,500)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
Rutland Centennial Park - Phase 3
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2018 P4 CARRYOVER
Justification: This is the third phase of the Rutland Centennial Park project, which is a multi-year, multi-phase project. The park was tendered in Summer 2018, but no qualified bids were received. The project schedule was pushed out in order to reduce the scope, seek additional funds and per the Purchasing Policy, seek a negotiated price for the works from local contractors and City crews. Carryover is requested for pathways, a public garden and expanded playground with additional landscaping. This work will be completed by Fall 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
540,000 27,780 512,220
Corporate Framework: An active, inclusive city - Spectacular parks Amount 512,220
Reserve (512,220)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 593
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Reason: Multi-Year 10 Yr Cap Plan Ref: 2012 P6
Title:
Strathcona Park
CARRYOVER
Justification: This project is a result of Council's approval of the Waterfront Walkway Concept Plan in 2012. Following receipt of Provincial approval for the works in September, funding from reserve was approved by Council to start the detail design work. This work has only just started and will carryover into 2019.
2018 Budget: 2018 Expenditures: 2018 Budget Not Required: Carryover Requested:
69,000 0 1,170 67,830
Corporate Framework: An active, inclusive city - Spectacular parks Amount 67,830
Reserve (67,830)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
Sutherland Park - Shore Stabilization
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2017 P8 CARRYOVER
Justification: Sutherland Park - Shore Stabilization was not completed in 2018 due to the high water and flooding in Spring 2018. 2018 work on the project was deferred pending feedback from Emergency Management BC regarding the eligibility of additional shoreline repairs to the park due to the high water and flooding in 2018. Subject to timely approval by the Province, the flood recovery works will be completed during low water in the Spring of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
144,830 9,410 135,420
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources Amount 135,420
Reserve (135,420)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 594
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Boyce-Gyro Park Parking Lot and Improvements
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 P6 CARRYOVER
Justification: This multi-year project involves the redesign and surfacing of the existing temporary parking providing 130 permanent stalls and a drop-off area adjacent to this highly popular beach park. Work remaining includes site work/landscaping adjacent to the project and is expected to be completed by Q3 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
2,012,450 1,678,480 333,970
Corporate Framework: An active, inclusive city - Active living opportunities Amount 333,970
Reserve (333,970)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
Dewdney Park Expansion
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2017 P1 CARRYOVER
Justification: Carryover is required to facilitate the acquisition of this property. The acquisition of this parkland was agreed upon in 2016 pending the first phase of subdivision. The timing is therefore determined by the developer and has been delayed.
2018 Budget: 2018 Expenditures: Carryover Requested:
3,690,000 0 3,690,000
Corporate Framework: An active, inclusive city - Spectacular parks Amount 3,690,000
Reserve (738,000)
Borrow (2,952,000)
Fed/Prov
Dev/Com
Utility
PAGE 595
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Dog Beaches
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 P6 CARRYOVER
Justification: Design and construction of the initial planned improvements were completed in 2017. One of the four locations, Lake Avenue, is in a two year trial. Carryover is requested to continue water quality monitoring at Lake Avenue, to conduct follow-up public feedback on the trial to end in September 2019 and to implement further fencing needs anticipated as a result of the trial.
2018 Budget: 2018 Expenditures: Carryover Requested:
35,490 4,260 31,230
Corporate Framework: An active, inclusive city - Considering diverse community needs Amount 31,230
Reserve (31,230)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
Glenmore Recreation Park
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2011 P5 CARRYOVER
Justification: This is a multi-phase, multi-year project. The project was delayed in 2018 while the timing for the future phases was decided. Services to be provided in 2019 include costs associated with detail design and tender services not already contracted for, as well as, costs associated with getting the construction contract awarded and started in early 2019. Phase 2 of the project will be completed in the Fall of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
150,500 138,200 12,300
Corporate Framework: An active, inclusive city - Active living opportunities Amount 12,300
Reserve (12,300)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 596
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Lost Creek Park - Neighbourhood Parternship
Reason: External Event 10 Yr Cap Plan Ref: 2017 P9 CARRYOVER
Justification: Carryover is requested to implement climbing logs at Lost Creek Park which were not installed due to weather delays in 2018. This project is funded in partnership with residents and the developer. The work will be completed in Q2 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
221,980 202,420 19,560
Corporate Framework: An active, inclusive city - Strengthening our neighbourhoods Amount 19,560
Reserve (9,780)
Borrow
Fed/Prov
Dev/Com
Utility
(9,780)
Department: Cost Center:
Capital Projects Parks Capital
Title:
Parkland Acquisition - 4214 Hobson Rd
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 P1 CARRYOVER
Justification: Having taken possession of the property in early 2019, carryover is requested to allow demolition to be carried out immediately to complete the acquisition, and avoid the vacant building becoming a nuisance property. An additional $50k in capital funding for Interim Park Access has been approved in the 2019 Provisional Budget to open up the property to the public.
2018 Budget: 2018 Expenditures: Carryover Requested:
4,481,000 4,445,710 35,290
Corporate Framework: An active, inclusive city - Spectacular parks Amount 35,290
Reserve (35,290)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 597
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Rowcliffe Park
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 P4 CARRYOVER
Justification: The tender and contract award for this multi-year, multi-phase project was not completed until September 2018. Carryover is requested for consulting services and construction costs associated with required off-site improvements to the park (i.e. curb, landscaped boulevard and sidewalk along Rowcliffe Ave). The project is expected to be complete by the end of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
2,980,590 1,634,410 1,346,180
Corporate Framework: An active, inclusive city - Spectacular parks Amount 1,346,180
Reserve (1,346,180)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Parks Capital
Title:
Bellevue Creek Linear Park - Phase 1 Construction
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2018 P7 CARRYOVER
Justification: This project will provide access to Bellevue Creek for recreational use by City residents and a pedestrian link to local schools and a commercial center. Carryover is requested as high water and flooding in Spring 2018 delayed the start of consulting work. The work would be completed during low water in Spring 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
440,000 63,440 376,560
Corporate Framework: An active, inclusive city - Spectacular parks Amount 376,560
Reserve (376,560)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 598
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Boyce-Gyro Park Public Art
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 P9 CARRYOVER
Justification: This project has been delayed due to a change over of staff responsible for the public art portfolio and to coincide with the completion of the Boyce-Gyro parking lot works. The first stage of a multi-stage selection process is currently underway, with a Call to Artists. This process will conclude with a shortlist and jury assessment during Q1 of 2019. The project is anticipated to continue throughout 2019 with artwork design development, fabrication and installation. The project is anticipated to be completed in late 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
150,000 8,030 141,970
Corporate Framework: An active, inclusive city - Cultural experiences Amount 141,970
Reserve (141,970)
Department: Cost Center:
Capital Projects Parks Capital
Title:
Interim Park Access
Borrow
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 P6 CARRYOVER
Justification: During 2018, staff received Council direction to re-allocate available funds to improving access at 264 Poplar Point Drive which is now 85% complete. Additional works to meet neighbours concerns, including additional clearing of vegetation, parking site lines on the street and an agreement on fencing will be completed during 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
115,000 6,230 108,770
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Amount 108,770
Reserve (108,770)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 599
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Lakeshore Road 4020
Reason: External Event 10 Yr Cap Plan Ref: 2015 P1 CARRYOVER
Justification: Carryover is requested to consolidate the lots associated with 'Bluebird Park' as the project is awaiting direction on how to finalize the lot consolidation and other land components of the park. Expected completion is Q4 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
78,050 0 78,050
Corporate Framework: An active, inclusive city - Spectacular parks Amount 78,050
Reserve (78,050)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Parks Capital
Title:
Laurel Packinghouse Courtyard - Museum Partnership
Dev/Com
Utility
Reason: Design Option 10 Yr Cap Plan Ref: 2017 P9 CARRYOVER
Justification: The Kelowna Museum Society, with the support of the City, has commissioned a concept design to form a small urban park in the heart of the Cultural District. Carryover is requested due to the escalating construction costs necessitating several rounds of redesign and scope reduction in order to control costs. Despite this, bids came in substantially higher than the available budget and time was required to secure additional funding. Construction in 2019 will include replacement of the building's back deck, development of an urban courtyard and installation of multiple interpretive and educational displays. This work is scheduled to be completed in Spring 2019. 2018 Budget: 2018 Expenditures: Carryover Requested:
710,940 32,280 678,660
Corporate Framework: An active, inclusive city - Cultural experiences Amount 678,660
Reserve (324,630)
Borrow
Fed/Prov
Dev/Com (354,030)
Utility
PAGE 600
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Parks Land - Natural/Linear
Reason: Multi-Year 10 Yr Cap Plan Ref: Multi-Year P2 CARRYOVER
Justification: Carryover is requested to support the City's multi-year acquisition program for natural area parks and linear parks in accordance with the Council approved Parkland Acquisition Strategy, Official Community Plan and Linear Park Master Plan. There are several properties which are currently under consideration for 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
421,230 402,710 18,520
Corporate Framework: An active, inclusive city - Spectacular parks Amount 18,520
Reserve (18,520)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
Upper Mission Trail Building Partnership
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2016 P9 CARRYOVER
Justification: This is a multi-year, multi-project partnership with the developers in the Upper Mission. Completion of the planned 2018 work was delayed due to the partner's schedule. Projects planned for 2019 include Mair Pond Trail, and finishing a portion of Bellevue Creek Trail and the Upper Trestle Ridge Trail. This work will be complete at the end of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
271,610 207,610 64,000
Corporate Framework: An active, inclusive city - Spectacular parks Amount 64,000
Reserve (55,400)
Borrow
Fed/Prov
Dev/Com (8,600)
Utility
PAGE 601
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Bridge Rehabilitation
Reason: Design Option 10 Yr Cap Plan Ref: 2018 T4 CARRYOVER
Justification: Carryover is requested for the bridge rehabilitation program that inspects, repairs and maintains the City's road bridges. Richter Street at Mill Creek rehabilitation has been delayed due to the design option being reviewed by the City's new contracted bridge inspection consultant. Project is expected to be completed in late 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
470,610 399,970 70,640
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 70,640
Reserve (70,640)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
City of Kelowna Highway Signage
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 T3 CARRYOVER
Justification: Carryover is requested for the design and construction of a new welcome sign to the City with a commitment from the Ministry of Transportation and Infrastructure. Parks & Buildings Planning commenced on this project in late 2018 due to internal scheduling demands. Potential locations have been identified and discussions initiated with design consultants. A proposal will be brought to Council in Q2 of 2019 and subject to the design selected and Provincial approvals, installation would be anticipated in early 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
100,000 110 99,890
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Amount 99,890
Reserve
Borrow
Fed/Prov (99,890)
Dev/Com
Utility
PAGE 602
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Stewart Road West 3 DCC (Crawford-Swamp), Land
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 T1 CARRYOVER
Justification: Carryover is requested for acquisition of road right-of-way in conjunction with road improvements to Stewart Road West. All land negotiations have recently been completed for Phase 1 of this project, involving four land owners. Land registration and payments will be completed in early 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
250,000 46,820 203,180
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 203,180
Reserve (203,180)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transportation Infrastructure Renewal
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: Multi-Year T7 CARRYOVER
Justification: Transportation Infrastructure Renewal is an annual program included in the 10-Year Capital Plan. The majority of the 2018 projects in this program have been completed, however, the Spiers Road embankment renewal has been delayed to allow coordination with South East Kelowna Irrigation District (SEKID) works in 2019. Proposed construction will include road sub-grade and safety improvements with completion in late 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
168,630 53,670 114,960
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 114,960
Reserve (114,960)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 603
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Central Green - Hwy 97 Right Turn Lane to Pandosy
Reason: Design Option 10 Yr Cap Plan Ref: 2018 T5 CARRYOVER
Justification: Carryover is requested for a right turn lane from Highway 97 to Pandosy Street to improve traffic flow. Design is nearing completion but was delayed by Ministry of Transportation and Infrastructure coordination and property negotiations. Project is expected to be complete in the Spring of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
274,000 60,350 213,650
Corporate Framework: Resilient, well-managed infrastructure - Livable urban density Amount 213,650
Reserve (213,650)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Clement 1 DCC (St.Paul - Graham)
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2015 T1 CARRYOVER
Justification: Scheduling demands and the timing of the design brief delayed the start of design. A design brief for the corridor is now complete, identifying key components of the corridor design. Carryover is requested for Clement Avenue for crosssection and plan layout to ensure functional access to the RCMP site as well as other key developments in the area. These documents will help coordinate development frontage improvements and future City projects along the corridor. Remaining funds will be used to complete elements of the DCC road that have not been required of the current developments, such as median construct and tree boulevard. Design is to be completed over the Winter with construction completed in coordination with existing development frontage works. 2018 Budget: 315,700 2018 Expenditures: 28,880 Carryover Requested: 286,820 Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 286,820
Reserve (286,820)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 604
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Ethel 4 DCC (Sutherland-Springfield), ATC
Reason: External Event 10 Yr Cap Plan Ref: 2017 T2 CARRYOVER
Justification: Ethel Street Active Transportation Corridor (ATC) is a priority all ages and abilities cycling project within the Pedestrian Bicycle Master Plan. The project was unsuccessfully tendered in early 2018. Additional budget was approved in the 2019 Provisional Budget and the project was retendered along with Sutherland ATC for construction in 2019.
2018 Budget: 2018 Expenditures: 2018 Budget Not Required: Carryover Requested:
2,175,480 73,320 83,700 2,018,460
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 2,018,460
Reserve (2,008,080)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Ethel 5 DCC (Springfield-Rose), ATC
Fed/Prov
Dev/Com (10,380)
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 T2 CARRYOVER
Justification: Carryover is requested for Ethel 5 Active Transportation Corridor (ATC) land acquisition and detailed design for full road reconstruction. The design work will be completed in early 2019 followed by construction.
2018 Budget: 2018 Expenditures: Carryover Requested:
180,000 83,260 96,740
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 96,740
Reserve (96,740)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 605
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Hollywood 7 DCC (Sexsmith - Appaloosa), Road
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 T1 CARRYOVER
Justification: Carryover is requested for detailed design work of Hollywood Road between Hollywood Road/Academy Way intersection and Hollywood Road north of Appaloosa Road. Discussions with adjacent land owners continue to facilitate acquisition of required right-of-way. It is anticipated that land acquisitions will be completed in 2019. Concept design work has identified required right of way with detailed design expected in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
202,620 2,380 200,240
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 200,240
Reserve (200,240)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Hollywood 9 DCC (Hollydell - Hwy 33), ATC
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2018 T2 CARRYOVER
Justification: Carryover is requested for the implementation of a priority sidewalk from the Pedestrian & Bicycle Master Plan, improving safety, accessibility, and the attractiveness of walking Rutland Road. This sidewalk project involves complex designs requiring extensive consultation and negotiation with adjacent businesses and residential land owners. The design is now complete and construction of the sidewalk is to be completed by Spring 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
500,000 138,880 361,120
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 361,120
Reserve (361,120)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 606
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Houghton 1 DCC (Nickel - Rails with Trails), ATC
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 T2 CARRYOVER
Justification: Carryover is requested for the Houghton Road Active Transportation Corridor (ATC) connection with the Okanagan Rail Trail Corridor. The 2018 routing study and 30% concept design are complete for the selected Leathead alignment option. Carryover is requested for the continued property acquisition process that has been initiated. Detailed design and environmental permitting is planned to be completed in 2019. Construction is currently planned for 2020 in the 10Year Capital Plan.
2018 Budget: 2018 Expenditures: Carryover Requested:
500,000 76,280 423,720
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 423,720
Reserve (423,720)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Lakeshore 1 DCC (Collett Road Intersection), Road
Dev/Com
Utility
Reason: Design Option 10 Yr Cap Plan Ref: 2017 T1 CARRYOVER
Justification: Carryover is requested for upgrades to Lakeshore Road and Collett Road in conjunction with frontage and roundabout works. Landscaping of the centre island was delayed pending confirmation of the available budget and scope of work to be completed. Construction can now proceed with the work scheduled for completion in Spring 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
164,860 110,030 54,830
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 54,830
Reserve (54,830)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 607
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
McCulloch Area DCC (KLO/Hall/Spiers)
Reason: Multi-Year 10 Yr Cap Plan Ref: 2016 T1 CARRYOVER
Justification: McCulloch Area DCC is a sector A project that will improve traffic operations at KLO/Spiers/Hall adjacent to the Mission Creek bridge. Carryover is requested for continuing conceptual design and property acquisition. Conceptual design studies for both the Spiers Road intersection and the Mission Creek bridge are nearing completion. Major property acquisition parcel has been obtained by the Water Integration project and funds will be transferred in early 2019 once the road work is confirmed. Detailed design is expected to be completed in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
1,551,710 61,300 1,490,410
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 1,490,410
Reserve (1,490,410)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Safe Routes to School Program
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 T7 CARRYOVER
Justification: Carryover is requested for projects identified through the Safe Routes to School Program that make it easier to walk and bike to school. Pedestrian flashers at Belgo Elementary School have been installed across Rutland Road, however, concrete curb and letdowns have not been installed as the Rutland Road Sidewalk project was delayed. These works include curb extension for parking lanes and letdowns on either side of Rutland Road. This project will be constructed along side Rutland Road sidewalk construction in 2019 for cost saving efficiencies.
2018 Budget: 2018 Expenditures: Carryover Requested:
52,500 29,510 22,990
Corporate Framework: A safe city - Public safety programs Amount 22,990
Reserve (22,990)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 608
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sector B Roads Top Lift Paving DCC
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2017 T1 CARRYOVER
Justification: A portion of the roads scheduled for Top Lift Paving DCC had to be delayed due to conflicts with work being completed for the Water Integration Project. Watermain upgrades are nearing completion with top lift paving expected to proceed in Summer 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
600,450 500 599,950
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 599,950
Reserve (599,950)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2016 T1 CARRYOVER
Justification: Carryover is requested for the land acquisition needs for the South Perimeter Road from Gordon Drive to Stewart Road West. Further to Council's approval to proceed with the expropriation in Fall of 2018, staff were able to re-engage with the property owner and execute a Purchase and Sale Agreement that is satisfactory to both parties. The terms of the Purchase and Sale Agreement included a closing in early January 2019 in order to give both parties time to complete the necessary legal due diligence associated with the transaction. The acquisition was finalized on January 14, 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
550,000 34,060 515,940
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 515,940
Reserve (515,940)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 609
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Stewart 3 DCC (Crawford-Swamp), Road
Reason: Multi-Year 10 Yr Cap Plan Ref: 2016 T1 CARRYOVER
Justification: Carryover is requested for intersection and alignment safety along Stewart Road West. This project will improve traffic safety and operation. Design is complete and construction is in progress for this multi-year project as part of the Water Integration Project. Completion is scheduled for Q2 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
2,190,160 771,950 1,418,210
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 1,418,210
Reserve (1,418,210)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sutherland 1 DCC (Gordon-Burtch), ATC
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2016 T2 CARRYOVER
Justification: This section of the Sutherland ATC Corridor between Gordon and Burtch is a development requirement of the Capri site redevelopment. Latest information provided, by the developer, identified that construction is intended to be completed in 2019. Funds are required to complete design reviews to ensure consistency along the Sutherland Active Transportation Corridor (ATC) and complete works that are not a requirement of the development, such as bus stops and curb extensions.
2018 Budget: 2018 Expenditures: Carryover Requested:
200,000 45,610 154,390
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 154,390
Reserve (154,390)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 610
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sutherland 2 DCC (Lake-Gordon & Pandosy-Ethel), ATC
Reason: Multi-Year 10 Yr Cap Plan Ref: Multi-Year T2 CARRYOVER
Justification: Carryover is requested to complete the Sutherland Avenue Active Transportation Corridor (ATC), which will form an important east-west link between the Dayton Street Overpass, Capri-Landmark, Ethel Street ATC, Pandosy Street and Abbott Street ATC.
2018 Budget: 2018 Expenditures: Carryover Requested:
420,000 366,510 53,490
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 53,490
Reserve (53,490)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Control Infrastructure
Fed/Prov
Dev/Com
Utility
Reason: Design Option 10 Yr Cap Plan Ref: Multi-Year T8 CARRYOVER
Justification: Carryover is requested for annual Traffic Control Infrastructure at the Springfield/Spall intersection. Analysis in 2018 indicated that while changes to this traffic signal in isolation would not likely improve performance there was potential for improved performance through better coordination with adjacent signals.This project is being delayed to be coordinated with a corridor signal operations review of Springfield Road (Intelligent Transportation System is included in the 2019 Provisional budget). Improvements at Springfield/Spall operations, transit, and safety will be completed following the recommendation from the corridor review in 2019. 2018 Budget: 2018 Expenditures: Carryover Requested:
100,150 7,240 92,910
Corporate Framework: A safe city - Public safety programs Amount 92,910
Reserve (92,910)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 611
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signal - Spall @ Springfield
Reason: Design Option 10 Yr Cap Plan Ref: 2018 T7 CARRYOVER
Justification: Carryover is requested for improvements to the intersection at Spall Road and Springfield Road to reduce congestion during peak periods. Analysis report from the consultant in 2018 indicated that while changes to this traffic signal in isolation would not likely improve performance there was potential for improved performance through better coordination with adjacent signals. This project is being delayed to be coordinated with a 2019 Provisional Budget request, Intelligent Transportation System, a corridor signal operations review of Springfield Road. Improvements at Springfield/Spall operations, transit, and safety will be completed following the recommendation from the corridor review in 2019. 2018 Budget: 2018 Expenditures: Carryover Requested:
150,000 7,290 142,710
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 142,710
Reserve (142,710)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit Land Acquisition
Fed/Prov
Dev/Com
Utility
Reason: Awaiting Grant 10 Yr Cap Plan Ref: 2018 T9 CARRYOVER
Justification: Carryover is requested for 2018 transit land acquisitions due to delays in land owner negotiations and the Provincial funding announcement for major transit capital projects expected by February 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
220,000 4,660 215,340
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 215,340
Reserve (215,340)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 612
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Active Transportation Corridor
Reason: Scheduling Demands 10 Yr Cap Plan Ref: Multi-Year T5 CARRYOVER
Justification: Carryover is requested to complete cycling projects that have been identified in the Pedestrian and Bicycle Master Plan that require pavement markings. Due to staff vacancies and market conditions these projects were not completed in 2018. The projects are expected to be completed in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
471,950 90,710 381,240
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 381,240
Reserve (381,240)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Alternate Hwy 97 Multi-use Pathway Access to UBC Campus
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2011 T5 CARRYOVER
Justification: Carryover is requested for a traffic impact study and installation of wayfinding signage on the Okanagan Rail Trail for the UBCO multi-use pathway route off of Hwy 97. The project was delayed until the Okanagan Rail Trail was fully operational in order to assess safety conditions and traffic impacts. Installation of wayfinding signage is expected to be complete in Q2 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
90,250 39,270 50,980
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 50,980
Reserve (50,980)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 613
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Dilworth DCC Active Transportation Corridor
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2016 T2 CARRYOVER
Justification: The 2030 Infrastructure Plan identified Dilworth Active Transportation Corridor as a priority project. Work was placed on hold in 2018 due to other priority projects. The schedule for this work was also modified to be coordinated with the transit work that has been identified based on recent discussion with BC Transit. Design work has not started and will follow current work, including public engagement, to identify a priority connection between the Okanagan Rail Trail and Mission Creek Greenway active transportation corridors. This project will identify required scope, design works and cost estimates for the selected priority corridor and recommended treatments for secondary corridors. Final deliverables are anticipated in the Summer of 2019. 2018 Budget: 211,760 2018 Expenditures: 24,290 Carryover Requested: 187,470 Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 187,470
Reserve (187,470)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Okanagan Rail Trail
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 T5 CARRYOVER
Justification: This is a multi-year, multi-phase project that was started in 2017, funded in part by a BikeBC grant and a Canada 150 grant. The project received additional grant funding in 2018 from Canada Builds. As a result of this additional funding, and due to Provincial and Federal timelines on two uncompleted sections of trails, the projected completion of the work is 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
2,428,990 1,593,630 835,360
Corporate Framework: An active, inclusive city - Active living opportunities Amount 835,360
Reserve (569,820)
Borrow
Fed/Prov (265,540)
Dev/Com
Utility
PAGE 614
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Rails with Trails (Commerce Ave to Hwy 97 Overpass), ATC
Reason: Design Option 10 Yr Cap Plan Ref: 2018 T5 CARRYOVER
Justification: Carryover is requested for the Okanagan Rail Trail project between downtown, UBCO and points in-between. As a result of the favorable construction market conditions leading to advantageous pricing, the project team was able to deliver more pathway than originally anticipated and budgeted for in 2018. The project was substantially completed in 2018, with a few minor items added to the contract with a forecasted completion date for March 2019, which coincides with external funding terms. Additional work added to the project include supply and installation of bollards and pedestrian/cycle counters 2018 Budget: 2018 Expenditures: Carryover Requested:
759,000 674,650 84,350
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 84,350
Reserve (84,350)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Rutland Transit Ph 2, Shepherd Rd Extension
Dev/Com
Utility
Reason: Design Option 10 Yr Cap Plan Ref: 2016 T9 CARRYOVER
Justification: Carryover is requested for the expansion to complete a number of minor items and landscaping in the Spring of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
2,305,510 2,285,160 20,350
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 20,350
Reserve (20,350)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 615
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk Network Expansion
Reason: Design Option 10 Yr Cap Plan Ref: Multi-Year T6 CARRYOVER
Justification: Carryover is requested for the annual program which implements sidewalks identified in the Pedestrian and Bicycle Master Plan. A number of the sidewalk projects planned for construction in 2018 involved extensive consultation and negotiation with adjacent businesses and residential land owners, property acquisition and environmental approval. These designs are now complete. Work is nearing completion at Banks Road, with landscaping work to be completed early 2019. Work has begun on Gordon Drive however, due to asphalt crew constraints will be completed in early 2019. Rutland Road sidewalk design is complete however, homeowner consultation was not completed delaying construction. Completion of all projects anticipated by the summer of 2019. 2018 Budget: 631,695 2018 Expenditures: 246,325 Carryover Requested: 385,370 Corporate Framework: An active, inclusive city - Active living opportunities Amount 385,370
Reserve (385,370)
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Calming
Borrow
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2018 T7 CARRYOVER
Justification: Traffic calming provides safer streets and improves quality of life for existing neighborhoods experiencing short-cutting and speeding traffic. One of two traffic calming projects proposed for 2018, Mail Rd (Longhill to Sexsmith), did not recieve sufficient community support to proceed per City of Kelowna Neighbourhood Traffic Management Policy. The next highest priority traffic calming location will go through the design process this winter with public engagement and construction in Spring of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
50,000 18,020 31,980
Corporate Framework: A well-run City - Responsive customer service Amount 31,980
Reserve (31,980)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 616
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - New Equipment
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2017 T9 CARRYOVER
Justification: Carryover is requested for the purchase and installation of new equipment/bus shelters. Work was delayed due to staff availability and coordination with frontage improvements for adjacent developments. The project is expected to be completed by Q3 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
260,520 136,200 124,320
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 124,320
Reserve (124,320)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
UBCO - University South Pedestrian Cycling Bridge
Dev/Com
Utility
Reason: Awaiting Grant 10 Yr Cap Plan Ref: 2018 T5 CARRYOVER
Justification: Carryover is requested for the construction of a pedestrian-cycling path in conjunction with the work being completed on John Hindle Drive for improvements to access UBCO. In December 2018, staff received approval for a Bike BC grant to expand the John Hindle Drive Pedestrian/Cycle Overpass and Multi-Use Path projects. Carryover is requested to complete additional bike path work by Q2 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
1,855,000 1,475,060 379,940
Corporate Framework: Resilient, well-managed infrastructure - Balanced transportation systems Amount 379,940
Reserve (182,470)
Borrow
Fed/Prov (182,470)
Dev/Com (15,000)
Utility
PAGE 617
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Automated Collection Curbside Carts
Reason: External Event 10 Yr Cap Plan Ref: 2018 SW1 CARRYOVER
Justification: Carryover is requested for a cart order that is being coordinated by the Regional District of the Central Okanagan for the member municipalities. The order will be scheduled for Q2 of 2019 to align inventory with the transition to the new cart waste contractor.
2018 Budget: 2018 Expenditures: Carryover Requested:
300,000 137,080 162,920
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 162,920
Reserve (162,920)
Borrow
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Access Road 3 Improvements
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 SW7 CARRYOVER
Justification: This project will complete road improvements to the landfill access road used by haulers and site equipment. A tender has been awarded and construction is in progress with 80% completed in 2018. Carryover is requested as there were delays due to other projects being prioritized and scheduling demands. Construction will be completed by Spring 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
525,000 42,200 482,800
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 482,800
Reserve (482,800)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 618
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Gas Quonset Roof Replacement and Upgrades
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 SW7 CARRYOVER
Justification: This project will replace the existing roof and include installation of a natural gas service to the Quonset. The project was delayed due to the cost savings associated with building in conjunction with the Mechanics Building at the Landfill. The Mechanics Building is expected to be tendered by end of 2018, with both projects completing construction in Q3 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
100,000 620 99,380
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 99,380
Reserve (99,380)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Stockpiles and Reprocessing Areas Relocation
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 SW7 CARRYOVER
Justification: Relocation of a number of stockpiles has occurred in 2018 with the construction of a new receiving area not yet completed. Completion of preliminary design and detailed design of some key receiving areas will occur in 2019. This is a 5+ multi-year project.
2018 Budget: 2018 Expenditures: Carryover Requested:
3,600,000 94,840 3,505,160
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 3,505,160
Reserve (3,505,160)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 619
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Old Entrance Filling Preparation
Reason: Design Option 10 Yr Cap Plan Ref: 2018 SW7 CARRYOVER
Justification: This project will allow fill operations in the old landfill administration and processing area. The design of this project is tied to completion of the Design Operation and Closure Plan which was completed in December 2018. Detailed design was at 50% at the end of 2018 and construction is expected to be complete by Summer 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
2,075,000 108,150 1,966,850
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Amount 1,966,850
Reserve (1,966,850)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Compost Facility, Biosolids Leachate Containment
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2018 SW4 CARRYOVER
Justification: This project involves constructing an impermeable containment facility so that leachate is fully contained and cannot escape into the environment. Carryover is requested due to delays from the Ministry of Environment on approvals of the Leachate Containment Plan. Detailed design was completed in 2018 and the project will be completed in Spring 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
800,000 65,900 734,100
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources Amount 734,100
Reserve
Borrow
Fed/Prov
Dev/Com (247,300)
Utility (486,800)
PAGE 620
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Frontage, Landscaping
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2017 SW2 CARRYOVER
Justification: The landfill frontage landscaping project was delayed due to staff vacancies in 2018. With positions now filled the project is underway. A contract has been executed including soil and planting to establish a vegetative screen for the landfill. The tender is in progress and work will be complete in Spring 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
196,860 8,960 187,900
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 187,900
Reserve (187,900)
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Mechanic Shop
Borrow
Fed/Prov
Dev/Com
Utility
Reason: Design Option 10 Yr Cap Plan Ref: 2016 SW2 CARRYOVER
Justification: The construction of the shop will allow onsite maintenance of equipment to occur in all weather conditions. The building has been designed to be constructed in a phased approach as the needs of the landfill increase. This project includes the replacement of existing end-of-life operations buildings. This project was delayed in 2018 due to additional building code requirements and additional scope required for site work. Project to be tendered early 2019 and completed by Fall 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
1,212,610 48,900 1,163,710
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 1,163,710
Reserve (1,163,710)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 621
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Odour Management - Glenmore Road H2S Monitoring Station
Reason: External Event 10 Yr Cap Plan Ref: 2018 SW2 CARRYOVER
Justification: This project will construct an odor monitoring station on Glenmore road to monitor sanitary sewer odors near the intersection of John Hindle Drive where the sewer force main from the landfill lift station discharges to the gravity sewer. Carryover is requested as the project was delayed due to the unexpected spring flooding at the landfill and workloads for the SEKID integration. The historical designs for this system have been pulled from the archives and the City construction crew has been contacted to provide support and start ordering supplies in early 2019. This is expected to be completed by Summer of 2019. 2018 Budget: 2018 Expenditures: Carryover Requested:
50,000 0 50,000
Corporate Framework: A clean healthy environment - Improved air quality Amount 50,000
Reserve (50,000)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Surface Water Management - Bredin Irrigation
Dev/Com
Utility
Reason: Design Option 10 Yr Cap Plan Ref: 2018 SW5 CARRYOVER
Justification: The installation of this irrigation pipe was delayed ensuring it is consistent in both design and alignment with the future works as per the Landfill Design, Operations and Closure Plan updates completed in November 2018. Additional irrigation distribution lines are expected to be installed in early 2019. This would also allow for the pumping of surface water around the Landfill to the northeast pond to use the additional surface water storage capacity.
2018 Budget: 2018 Expenditures: Carryover Requested:
250,000 17,990 232,010
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Amount 232,010
Reserve (232,010)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 622
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Bluebird Storm Station - Upgrade
Reason: Design Option 10 Yr Cap Plan Ref: 2018 D3 CARRYOVER
Justification: This project will upgrade the existing station to increase the size of the structure, allowing for a larger pump and the provision for an additional pump should conditions require it. Design options have been considered in detail and plans have had to be scaled back to meet available budget. Design is currently in progress with construction planned for Summer 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
110,000 27,540 82,460
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 82,460
Reserve (82,460)
Borrow
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Flood Recovery 2017
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 D3 CARRYOVER
Justification: 2018 work was not completed due to weather conditions, lake levels and Section 11 Ministry approvals. Carryover is requested for this multi-year project for engineering, geotechnical, and environmental services, design, and construction to repair damaged infrastructure resulting from the 2017 Flooding. All works to be completed by year end 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
6,926,660 4,153,580 2,773,080
Corporate Framework: A safe city - Flood protection Amount 2,773,080
Reserve
Borrow
Fed/Prov (2,773,080)
Dev/Com
Utility
PAGE 623
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Spencer Road Mill Creek Drainage Improvements
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 D1 CARRYOVER
Justification: This project will replace three damaged culverts on Mill Creek crossing Spencer Road upstream of the Kelowna Airport. Carryover is requested to complete this multi-year project as it was delayed for grant approval. Additional budget has been requested in 2019 for expected construction costs that exceed the maximum fund allocation. Construction is scheduled for Spring 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
750,000 28,440 721,560
Corporate Framework: A safe city - Flood protection Amount 721,560
Reserve
Borrow
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Chichester Pond - Sediment Forebay
Fed/Prov (721,560)
Dev/Com
Utility
Reason: Design Option 10 Yr Cap Plan Ref: 2017 D2 CARRYOVER
Justification: This project is for the design and construct of the sediment catchment structure for drainage water into Chichester Pond. Carryover is requested as sourcing of suitable components within the budget available caused lengthy delays in design. Installation of the system will be commence in early in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
150,000 3,450 146,550
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources Amount 146,550
Reserve (146,550)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 624
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Gopher Creek Pre-Design and Land Acquisition
Reason: Design Option 10 Yr Cap Plan Ref: 2017 D1 CARRYOVER
Justification: This project is for planning and pre-design of a detention area along Gopher Creek to mitigate flood waters through the Rutland area of Kelowna. Carryover is requested as the project was not completed in 2018 due to conducting extensive reviews on historical Gopher Creek reports. A scope of work has been developed for a new flow diversion path to Mission Creek and enhanced feasibility study. This project is expected to be complete in Q3 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
325,000 0 325,000
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources Amount 325,000
Reserve (325,000)
Borrow
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Smith Outfall Vault Power Supply
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 D3 CARRYOVER
Justification: This project will provide a power supply to the storm outfall vault at the Water Street boat launch for temporary pumps during flood events. Maintaining adequate drainage from this outfall will protect key infrastructure along Water Street and the downtown core. The project was not completed in 2018 due to staffing shortages and scheduling conflicts within the busy utility corridor. Carryover is requested to coordinate local power network extension requirements with Fortis, as well as in-house resource availability to perform the works. Project is expected to be complete in late 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
100,000 0 100,000
Corporate Framework: A safe city - Flood protection Amount 100,000
Reserve (100,000)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 625
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Sutherland Ave, Oil/Water Separator
Reason: External Event 10 Yr Cap Plan Ref: 2015 D2 CARRYOVER
Justification: This project is for the installation of Oil Separator(s) to protect tributaries and lakes as part of a water treatment filtration deferral strategy and integrated Storm Water Management Plan that is required by the Province. Carryover is requested to complete the project in early 2019, as soon as weather permits paving to resume. Project was delayed due to environmental permitting delays with approval required for construction outside the fish window.
2018 Budget: 2018 Expenditures: Carryover Requested:
48,550 3,720 44,830
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources Amount 44,830
Reserve (44,830)
Borrow
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Sutherland Outfall - Oil/Grit Chamber
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2017 D2 CARRYOVER
Justification: This project will install an oil and grit separator to filter road and pathway drainage water in order to protect existing tributaries and lakes at the Sutherland storm water outfall. The filtration process is a part of the water treatment filtration deferral strategy and Integrated Storm Water Management Plan which is required by the Province of British Columbia. The location for this installation is adjacent to the Sutherland active transportation corridor (ATC). Original plans were to install with the ATC construction, however that phase of the project has been delayed and will now be constructed by the Capri development. Carryover is requested due to delays in scheduling, with completion of design and construction in 2019. 2018 Budget: 2018 Expenditures: Carryover Requested:
90,000 1,300 88,700
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources Amount 88,700
Reserve (88,700)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 626
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Asset Management System
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 I3 CARRYOVER
Justification: The Asset Management System (AMS) will replace the current operations tracking software, provide maintenance tracking on City-owned assets, record asset condition, and predict asset renewal timeframes. Carryover is requested for this multi-year project. Phase 1 one is expected to be complete in early 2019. Phase 2 and 3 are scheduled to be complete in 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
2,176,690 758,660 1,418,030
Corporate Framework: A well-run City - Performance excellence Amount 1,418,030
Reserve (967,070)
Borrow
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Class Registration Software Replacement
Fed/Prov (74,590)
Dev/Com
Utility (376,370) Reason: External Event 10 Yr Cap Plan Ref: 2016 I3 CARRYOVER
Justification: This project is a software replacement solution for program registration, rentals and admissions programs used by Active Living and Culture. As a result of contractor delays, some reports for the Class Registration System could not be completed within the project timeframe. Carryover is requested to allow for the final report development requests to be addressed in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
43,980 1,130 42,850
Corporate Framework: A well-run City - Performance excellence Amount 42,850
Reserve (42,850)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 627
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Communications Networks (Network Upgrades)
Reason: External Event 10 Yr Cap Plan Ref: Multi-Year I4 CARRYOVER
Justification: This project is for the renewal and expansion of the City's network environment. The network supports high speed data connections within and between City facilities as well as connections to the internet. Carryover is requested for a core network switch that has been ordered, but due to delays not yet received. It is scheduled to be received and installed in Q1 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
331,750 209,370 122,380
Corporate Framework: A well-run City - Performance excellence Amount 122,380
Reserve (122,380)
Borrow
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Financial Reporting System
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2018 I3 CARRYOVER
Justification: Carryover is requested to complete the installation of the Financial Reporting System as the project has taken longer than originally estimated. Upon completion, the City will have automated Consolidated Financial Statements, Airport Statements and Local Government Data Entry (LGDE) Statements. The project is scheduled to be completed prior to the Audit Committee meeting in April 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
60,000 42,920 17,080
Corporate Framework: A well-run City - Performance excellence Amount 17,080
Reserve (17,080)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 628
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Integrated Utility Billing and Property Tax System Software
Reason: Multi-Year 10 Yr Cap Plan Ref: 2016 I3 CARRYOVER
Justification: Initial work has been completed to go live with the Tempest System for Utility Billing and the main functions of Property Taxes. Carryover is requested to allow Financial Services to complete secondary automations that will create efficiencies for the operating department as well as put into use modules purchased that were not part of Phase 1&2. Work will be scheduled around the 2019 tax season, and will be complete by the end of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
1,001,370 317,710 683,660
Corporate Framework: A well-run City - Performance excellence Amount 683,660
Reserve (361,140)
Borrow
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Major Systems Projects
Fed/Prov
Dev/Com
Utility (322,520)
Reason: Multi-Year 10 Yr Cap Plan Ref: Multi-Year I3 CARRYOVER
Justification: The Information Services Digital Strategy has identified the need to replace the current in house developed and supported systems. This is a multi-year project to replace the legacy planning, permitting and licensing systems. Acquisition and design is planned for 2019 with transition to the new system in 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
3,234,680 35,240 3,199,440
Corporate Framework: A well-run City - Performance excellence Amount 3,199,440
Reserve (3,199,440)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 629
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Fibre Optic Network, Phase II
Reason: External Event 10 Yr Cap Plan Ref: 2016 I4 CARRYOVER
Justification: This project involves civil work and fibre installation to achieve Phase II of the Fibre Optic Plan. The network provides direct benefit to the City by connecting all major City facilities together with high speed data links. Carryover is requested due to delays in the completion of the John Hindle extension between the Landfill and UBCO. This project will be completed in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
3,469,760 1,841,680 1,628,080
Corporate Framework: A well-run City - Pioneering leadership Amount 1,628,080
Reserve (1,628,080)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Records and Information Management System
Dev/Com
Utility
Reason: Design Option 10 Yr Cap Plan Ref: 2018 I3 CARRYOVER
Justification: This is a multi-year project to review the electronic records needs of the City. Work will continue in 2019 on the requirements and specifications of the electronic records management system for the City. Carryover is requested due to a change in the software and approach on this project since original budget approval.
2018 Budget: 2018 Expenditures: Carryover Requested:
398,000 0 398,000
Corporate Framework: A well-run City - Performance excellence Amount 398,000
Reserve (398,000)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 630
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Equipment and Vehicle Replacement
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 V2 CARRYOVER
Justification: Carryover is requested for both equipment and vehicles that were approved and ordered in 2018 but will be invoiced and delivered in 2019. These were delayed for various reasons including internal scheduling, vender availability and review of design options.
2018 Budget: 2018 Expenditures: Carryover Requested:
3,730,090 0 3,730,090
Corporate Framework: A well-run City - Responsive customer service Amount 3,730,090
Reserve (3,730,090)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Roll-off Front End Loader, Composting Facility
Dev/Com
Utility
Reason: Design Option 10 Yr Cap Plan Ref: 2018 V2 CARRYOVER
Justification: The purchase of the Roll-off Front End Loader was required as the existing loaders have surpassed the 10 year life cycle. Carryover is requested as the purchase was delayed due to user group determining and reviewing the equipment specifications.
2018 Budget: 2018 Expenditures: Carryover Requested:
373,000 0 373,000
Corporate Framework: A well-run City - Responsive customer service Amount 373,000
Reserve
Borrow
Fed/Prov
Dev/Com (124,330)
Utility (248,670)
PAGE 631
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Water & Wastewater Collections Operator Pickup
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 V1 CARRYOVER
Justification: Carryover is requested for a vehicle that was approved and ordered in 2018, but will be invoiced and delivered in 2019. The vehicle was delayed for various reasons including internal scheduling and delivery timing.
2018 Budget: 2018 Expenditures: Carryover Requested:
65,000 0 65,000
Corporate Framework: A safe city - Clean drinking water Amount 65,000
Reserve
Department: Cost Center:
Capital Projects Fire Capital
Title:
Engine 5
Borrow
Fed/Prov
Dev/Com
Utility (65,000) Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 F2 CARRYOVER
Justification: Carryover is requested as timing was affected by the preparation and awarding of the contract to build, waiting on customized truck assembly and inspection/optimization of the final product. Delivery of Fire Engine 5 is expected in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
962,000 0 962,000
Corporate Framework: A safe city - Fire protection & prevention Amount 962,000
Reserve (962,000)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 632
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Air Terminal Complex Capital Replacements
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2017 A1 CARRYOVER
Justification: The air terminal complex capital replacement project includes modifications to older areas of the air terminal to match the overall design of the new build, including replacement of certain mechancial equipment that has reached the end of its life cycle. Carryover is requested as two modifications were paused to mitigate potential operational issues during winter peak and will be completed in early 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
323,550 271,690 51,860
Corporate Framework: A strong economy - International airport development Amount 51,860
Reserve (51,860)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Hazard Beacons and Towers
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: The Airport has towers that house obstruction and hazard beacons located on the mountains around Kelowna in order to provide visual hazard references for aircraft. Budget was approved in 2018 for the replacement of the towers that house the hazard beacons and the conversion of the beacon lights from incandescent to LED. Carryover is requested as due to weather conditions, two of the six towers were not completed in 2018. The project will be complete in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
145,000 40,200 104,800
Corporate Framework: A strong economy - International airport development Amount 104,800
Reserve (104,800)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 633
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Paging System
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: This project will replace the Airport's existing paging system, which was installed in 1999. The technology of the current paging system is outdated, replacement parts are no longer available and the number of service requests related to the system has been rising. Carryover is requested as the project was paused at the end of 2018 to mitigate potential operational issues during winter peak. The project will be completed in early 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
230,000 213,420 16,580
Corporate Framework: A strong economy - International airport development Amount 16,580
Reserve (16,580)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Parking Lot Equipment
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: This multi-year project is for the replacement of the Airport's parking system, which is reaching the end of its useful life. Carryover is requested to allow for completion of the work planned through 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
570,000 680 569,320
Corporate Framework: A strong economy - International airport development Amount 569,320
Reserve (569,320)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 634
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Roof Replacement Program
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: The roof replacement program is a multi-year project that commenced in 2017 and is anticipated to be completed in 2022. A carryover of the remaining budget is requested to allow for completion of the work planned for future years.
2018 Budget: 2018 Expenditures: Carryover Requested:
2,600,000 20,630 2,579,370
Corporate Framework: A strong economy - International airport development Amount 2,579,370
Reserve (2,579,370)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Chiller and Cooling Tower
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: In 2018, the Airport's chiller and cooling tower both broke down. Funding for this multi-year project received Council approval and carryover is requested to allow the replacement of the chiller and cooling tower to be completed in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
1,115,000 171,090 943,910
Corporate Framework: A strong economy - International airport development Amount 943,910
Reserve (943,910)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 635
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Drive to 1.6 Million Passengers AIF Program
Reason: Multi-Year 10 Yr Cap Plan Ref: Multi-Year A2 CARRYOVER
Justification: In 2015, the budgets for the Drive to 1.6 Million Passengers and the Flight to 2020 Airport Improvement Fee (AIF) programs were combined. The remaining projects to be completed within these multi-year programs are the Departures Enhancements, the Combined Operations Building, New Navigational Aids, Airfield Lighting, Common Use Terminal Equipment and Common Use Self-Serve Equipment, and Apron Rehabilitation. Carryover is requested to allow for work to continue and these projects are anticipated to be completed by 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
15,080,740 11,720,070 3,360,670
Corporate Framework: A strong economy - International airport development Amount 3,360,670
Reserve (807,930)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Integrated Software Management System
Fed/Prov
Dev/Com (2,552,740)
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2015 A1 CARRYOVER
Justification: This project will integrate and upgrade YLW's older and manually intensive systems and implement new technology to gain efficiency and value. Carryover is requested as planned work was not completed due to other projects taking priority. Work will be completed in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
38,220 22,500 15,720
Corporate Framework: A strong economy - International airport development Amount 15,720
Reserve (15,720)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 636
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Scotty Creek Infrastructure
Reason: External Event 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: The Airport commenced work on Scotty Creek infrastructure that was damaged during the 2017 and 2018 freshets. To reduce the impact on the creek, the work was to be completed when the ground was frozen. Carryover is requested as the work was delayed as the weather did not get cold enough in 2018. The project will be completed in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
496,000 348,020 147,980
Corporate Framework: A strong economy - International airport development Amount 147,980
Reserve (147,980)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Quick Turn Around Facility
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: The Airport's Quick Turn Around facility (QTA) is used by the vehicle rental companies to wash, detail and fuel rental vehicles. The current facility has reached capacity and the Airport, in consultation with the vehicle rental companies, would like to build a new QTA in the future. This project will complete a preliminary design for a future QTA. Carryover is requested as the project was delayed due to changes in the timing of other projects. The project is expected to be complete in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
150,000 0 150,000
Corporate Framework: A strong economy - International airport development Amount 150,000
Reserve (150,000)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 637
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Way Modifications
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: This multi-year project will complete the construction for the widening of Airport Way to the north and would accommodate an extended turn lane from Airport Way onto Highway 97. A continuation of design for the Airport Way modifications are planned for 2019. A carryover is requested to allow for design to be completed.
2018 Budget: 2018 Expenditures: 2018 Budget Not Required: Carryover Requested:
1,173,390 841,150 258,840 73,400
Corporate Framework: A strong economy - International airport development Amount 73,400
Reserve (73,400)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Airport Capital
Title:
Soaring Beyond 2.5 Million Passengers AIF Program
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: Multi-Year A2 CARRYOVER
Justification: The Soaring Beyond 2.5 Million Passenger Airport Improvement Fee (AIF) Program is a multi-year program that will consist of design and construction for a variety of capital projects. A carryover of the remaining budget is requested to allow for the completion of design, further design and moving into construction for certain projects within the program. The Soaring Beyond 2.5 Million Passenger AIF Program is anticipated to be completed in 2029.
2018 Budget: 2018 Expenditures: Carryover Requested:
3,435,200 1,271,740 2,163,460
Corporate Framework: A strong economy - International airport development Amount 2,163,460
Reserve (2,163,460)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 638
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Electric Car Charging Stations
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: This multi-year project is for the implementation of electric car charging stations at the Airport. The Airport was able to partner with an external third party to obtain more electrical car charging stations at no additional charge. These electric car charging stations are anticipated to be constructed in 2019 and a carryover of the remaining budget is requested to allow for this work to occur.
2018 Budget: 2018 Expenditures: Carryover Requested:
300,000 19,190 280,810
Corporate Framework: A strong economy - International airport development Amount 280,810
Reserve (280,810)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Multi-purpose Snow Clearing Unit
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: The multi-purpose snow clearing unit was received at the end of 2018 and it is anticipated that some minor adjustments will need to completed at the beginning of 2019. A carryover is requested to allow for these adjustments to be completed.
2018 Budget: 2018 Expenditures: 2018 Budget Not Required: Carryover Requested:
1,400,000 881,300 468,700 50,000
Corporate Framework: A strong economy - International airport development Amount 50,000
Reserve (50,000)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 639
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Ride-sharing Services
Reason: External Event 10 Yr Cap Plan Ref: 2018 A1 CARRYOVER
Justification: The BC Provincial Government has indicated that legislation to allow ride-sharing services to operate in BC will be enacted towards the end of 2019, rather than 2018. As a result, the Airport paused its Ride-sharing Services project. Carryover is requested to allow this project to be completed in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
100,000 3,500 96,500
Corporate Framework: A strong economy - International airport development Amount 96,500
Reserve (96,500)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Electronic Advertising System
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2016 A1 CARRYOVER
Justification: This project will change the Airport's backlit advertising signs to LED signs, which is anticipated to result in increased energy efficiency and cost savings. Carryover is requested as the project was paused to achieve efficiencies by combining with similar work planned to be completed in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
86,140 0 86,140
Corporate Framework: A strong economy - International airport development Amount 86,140
Reserve (86,140)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 640
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Birch Ave - Water Main Replacement
Reason: External Event 10 Yr Cap Plan Ref: 2018 W6 CARRYOVER
Justification: This project will replace 100mm of cast iron water main from 1956 with 150mm polyvinyl chloride (PVC). The minimum water main size per City bylaw is 150mm. Carryover is requested as the project was delayed due to unsuccessful tenders. The project will be retendered in 2019 with completion by Q3 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
150,000 7,230 142,770
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 142,770
Reserve (142,770)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Water Capital
Title:
Ethel Street Water Main Replacement, Sutherland - Springfield
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2018 W6 CARRYOVER
Justification: Carryover is requested due to an unsuccessful tender process in 2018 to replace the watermain along Ethel. This project has been tendered and will be constructed in conjunction with Ethel 4 ATC and Sutherland ATC for increased cost efficiencies and will be completed in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
500,000 0 500,000
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 500,000
Reserve (500,000)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 641
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
McClure Booster - Replacement
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 W6 CARRYOVER
Justification: The McClure Booster Station was built in 1973 and plays a critical role in moving water from the Eldorado/Poplar point supply to the Upper Mission. Due to age and cost of servicing, it is approaching the end of its life cycle. This project is for the design and construct of its replacement in conjunction with the South East Kelowna Irrigation District (SEKID) Water Integration Project. Carryover is requested as the project was delayed due to scheduling demands of the SEKID project and expected completion is in late 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
500,000 88,830 411,170
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 411,170
Reserve (411,170)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Okaview 2 - Decommission Pump Station
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2018 W6 CARRYOVER
Justification: This project will decommission the pump station as it does not meet water quality standards. Carryover is requested as the project was delayed due to complexity of design and scheduling demands. Design on the decommissioning plan is now complete with construction to be completed in Q2 of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
60,000 11,570 48,430
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 48,430
Reserve (48,430)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 642
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Skyline Pump Station Repairs
Reason: Design Option 10 Yr Cap Plan Ref: 2017 W6 CARRYOVER
Justification: This project will replace and relocate key electrical equipment from the underground chamber to above ground pads at the Skyline Pump Station in conjunction with the Fortis BC project to replace and relocate the transformer outside of the confined space. Carryover is requested as a result of delays due to scheduling, receipt of external consultant electrical pre-design, and confirmation of the long term location for this booster stations. Pre-design work for upgrades will be completed in early 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
225,850 28,660 197,190
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 197,190
Reserve (197,190)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter Replacement Program
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 W6 CARRYOVER
Justification: The Request for Proposal on this multi-year project was issued in November 2018. Carryover is requested to allow for the selection of a candidate to complete a comprehensive plan to prepare a city-wide meter retro-fit replacement program. This project is scheduled to be completed by Fall 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
300,000 1,080 298,920
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 298,920
Reserve (298,920)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 643
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Chute Lake Rd Pressure Reducing Valve Upgrade
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 W7 CARRYOVER
Justification: This project will replace the aging pressure reducing valve (PRV) station to a more current standard and will be done in conjunction with the South East Kelowna Irrigation District (SEKID) project for efficiencies and cost savings. Carryover is requested as the project was delayed due to scheduling demands of the SEKID project and expected completion is in late 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
200,000 0 200,000
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 200,000
Reserve (200,000)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Kettle Valley Reservoir Upgrade
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 W7 CARRYOVER
Justification: The reservoirs at Kettle Valley were expanded, leaving an interior wall that restricts even flow within the reservoir which is reducing water quality and raising water quality risks. This project will remove sections of the wall to improve flow and reduce or eliminate stagnant water and will be done in conjunction with the South East Kelowna Irrigation District (SEKID) Water Integration Project. Carryover requested as the project was delayed due to scheduling demands of the SEKID project and expected completion is in early 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
100,000 0 100,000
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 100,000
Reserve (100,000)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 644
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Offsite & Oversize - Water
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 W5 CARRYOVER
Justification: Every year the City partners with the development community to oversize water infrastructure to accommodate future projected development. This saves construction costs and disruption by not having to upsize infrastructure in the future when development occurs. Carryover is requested for a multi-year comprehensive deferred revenue project with expected completion in Fall 2019. Work will be done on the Begbie Road and Collett Road Extensions.
2018 Budget: 2018 Expenditures: Carryover Requested:
67,200 2,780 64,420
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 64,420
Reserve (64,420)
Department: Cost Center:
Capital Projects Water Capital
Title:
SEKID Separation
Borrow
Fed/Prov
Dev/Com
Utility
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 W7 CARRYOVER
Justification: Carryover is requested for this multi-year project to integrate the South East Kelowna Irrigation District (SEKID). Land acquisitions and design-build contracts are currently in progress with construction scheduled to be completed in 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
54,055,041 12,111,831 41,943,210
Corporate Framework: Resilient, well-managed infrastructure - Connected communities Amount 41,943,210
Reserve (13,407,910)
Borrow
Fed/Prov (24,066,270)
Dev/Com (4,469,030)
Utility
PAGE 645
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
South End Water Upgrades
Reason: Multi-Year 10 Yr Cap Plan Ref: 2017 W7 CARRYOVER
Justification: Carryover is requested for this multi-year project to integrate the South East Kelowna Irrigation District (SEKID). The design-build contract is currently in progress with construction scheduled to be completed in 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
36,313,203 9,718,693 26,594,510
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 26,594,510
Reserve (9,990,770)
Borrow
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Edwards Sewer Lift Station Upgrade
Fed/Prov (15,578,720)
Dev/Com (1,025,020)
Utility
Reason: Design Option 10 Yr Cap Plan Ref: 2017 WW6 CARRYOVER
Justification: The Edwards Sewer Lift Station is one of a number of stations without backup power. Installation of a generator will bring the station up to City standards and reduce the possibility of sewer backup during power outages. Carryover is requested as detailed design work for the project was delayed due to further location reviews and costs analysis. Additional budget has been requested for construction in 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
183,060 9,650 173,410
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 173,410
Reserve (173,410)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 646
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Ethel St Sanitary Replacement, Sutherland - Springfield
Reason: External Event 10 Yr Cap Plan Ref: 2018 WW5 CARRYOVER
Justification: This project will replace and, where necessary, reconnect sanitary collection services along the 785m of new sewer mainline installed on Ethel Street. Carryover is requested as work was tendered unsuccessfully as part of the Ethel 4 Active Transportation Corridor (ATC). This work was retendered with the Sutherland ATC project in the Fall of 2018, with construction set for 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
50,000 0 50,000
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 50,000
Reserve (50,000)
Borrow
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Flintoff Avenue - Sanitary Replacement
Fed/Prov
Dev/Com
Utility
Reason: Design Option 10 Yr Cap Plan Ref: 2018 WW5 CARRYOVER
Justification: This project will replace 1950 vitrified clay sanitary pipe with polyvinyl chloride (PVC) from Flintoff Avenue to Guy Street Lift Station. Carryover is requested as the tender was delayed and may be combined with the Guy Street Lift Station Renewal with completion scheduled for late 2019 or early 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
155,000 5,200 149,800
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 149,800
Reserve (149,800)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 647
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Gyro Lift Station Flow Meter Replacement
Reason: External Event 10 Yr Cap Plan Ref: 2018 WW5 CARRYOVER
Justification: This project is for the design and installation of a reliable flow meter on the discharge forcemain of the Gyro Lift Station. Carryover is requested due to delays in material delivery. The project is scheduled to be complete in the Spring of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
75,000 23,200 51,800
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 51,800
Reserve (51,800)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Lawrence Ave - Sanitary Replacement (Ethel-Gordon)
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2018 WW5 CARRYOVER
Justification: This project will replace 395m of vitrified clay sanitary main from 1948 with new polyvinyl chloride (PVC) pipe. This section of pipe runs along Lawrence Avenue between Ethel Street and Gordon Drive. Carryover is requested to allow for road paving that was not completed due to winter conditions. Construction will be completed in Spring of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
350,000 55,600 294,400
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 294,400
Reserve (294,400)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 648
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Manhattan Dr - Sanitary Replacement
Reason: Design Option 10 Yr Cap Plan Ref: 2018 WW5 CARRYOVER
Justification: This project will replace 300m of asbestos cement sanitary sewer pipe with polyvinyl chloride (PVC) located between Sunset Drive and Flintoff Avenue. Carryover is requested as the tender was delayed due to scope changes. Construction may be combined with the Guy Street Lift Station Renewal with completion expected in late 2019 or early 2020.
2018 Budget: 2018 Expenditures: Carryover Requested:
550,000 25,300 524,700
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 524,700
Reserve (524,700)
Borrow
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Morrison Lift Station Replacement
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 WW5 CARRYOVER
Justification: This project will replace the Morrison Lift Station as it is at the end of its service life. Carryover is requested as the project was delayed due to scheduling demands. Construction will be completed in early 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
600,000 51,600 548,400
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 548,400
Reserve (548,400)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 649
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Offsite & Oversize Wastewater
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 WW4 CARRYOVER
Justification: Every year the City partners with the development community to oversize wastewater infrastructure to accommodate future projected development. This saves construction costs and disruption by not having to upsize infrastructure in the future when development occurs. Carryover is requested for a multi-year comprehensive deferred revenue project with expected completion in Fall 2019. Work will be done on the Sunset Drive Sanitary connection as well as on Glen Park Drive.
2018 Budget: 2018 Expenditures: Carryover Requested:
60,000 20,800 39,200
Corporate Framework: A well-run City - Strong financial management Amount 39,200
Reserve (39,200)
Borrow
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Sanitary Replacement
Fed/Prov
Dev/Com
Utility
Reason: Scheduling Demands 10 Yr Cap Plan Ref: Multi-Year WW5 CARRYOVER
Justification: This project will replace aging infrastructure with polyvinyl chloride (PVC) from Ethel Street to Gordon Drive. In order to achieve costs efficiencies, projects at Fuller Avenue, Martin Avenue and Stockwell Avenue were combined. Construction is scheduled to begin in the Spring of 2019 with completion expected in Fall of 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
2,018,740 64,440 1,954,300
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 1,954,300
Reserve (1,954,300)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 650
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Airport Gravity Main Bypass DCC
Reason: External Event 10 Yr Cap Plan Ref: 2017 WW1 CARRYOVER
Justification: This project will construct a new sanitary trunk main adjacent to the Kelowna International Airport. It will eliminate current capacity issues, allow for future growth in the area to occur and reduce pumping costs. Construction of Phase I of the project, the trunk main along the Rail Trail, and Phase 2 design is complete. Carryover is requested as work for Phase 2 awaits environmental approval. The remaining work includes connection from and the decommissioning of the highway lift station, alterations to the airport lift station, and restoration planting. Approval is expected to be complete by Spring 2019. 2018 Budget: 2018 Expenditures: Carryover Requested:
2,491,242 1,500,292 990,950
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 990,950
Reserve (990,950)
Borrow
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
North Clifton Sanitary Sewer Extension
Fed/Prov
Dev/Com
Utility
Reason: External Event 10 Yr Cap Plan Ref: 2017 WW6 CARRYOVER
Justification: This project will construct connections from the 1.85km sewer main extension from Sheerwater Crescent on Clifton Road North to the North Clifton Development. Work on this project was delayed due to damage from groundwater in the bedding/trenches that necessitated a major reconstruction in 2018. Carryover is requested to complete the works with anticipated completion in Spring 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
26,640 3,120 23,520
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Amount 23,520
Reserve (23,520)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 651
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Byrns Rd 1749 Property Acquisition
Reason: Multi-Year 10 Yr Cap Plan Ref: 2018 WW6 CARRYOVER
Justification: The City acquired this property for a future Wastewater Treatment Facility. Carryover is requested for legal consultation, demolition and site cleanup. Work is expected to be complete by Fall 2019.
2018 Budget: 2018 Expenditures: Carryover Requested:
3,080,000 2,902,400 177,600
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Amount 177,600
Reserve (177,600)
Borrow
Fed/Prov
Dev/Com
Utility
PAGE 652
2019 FINANCIAL PLAN
CITY OF KELOWNA
Final Budget PAGE 653
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 654
2019 Financial Plan
Kelowna, British Columbia Final Budget - Volume 3
kelowna.ca
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 656
2019 FINANCIAL PLAN
CITY OF KELOWNA
Report to Council Date:
April 29, 2019
File:
0220-20
To:
Mayor and Councillors
From:
Doug Gilchrist, City Manager
Subject:
2019 Financial Plan – Final Budget Report Prepared by: Financial Planning Department
Recommendation: THAT COUNCIL adopts the 2019-2023 Financial Plan; AND THAT Council approves the formulation of 2019 Property Tax Rates that will raise the required funds in 2019, from General Taxation, in the amount of $142,524,821, resulting in an average net property owner impact of 4.10 per cent; AND THAT Bylaw No. 11805 being the 2019-2023 Five Year Financial Plan, 2019 be advanced for reading consideration; AND THAT Bylaw No. 11806 being the Tax Structure Bylaw, 2019 be advanced for reading consideration; AND THAT Bylaw No. 11807 being the Annual Tax Rates Bylaw, 2019 be advanced for reading consideration; AND THAT Bylaw No. 11808 being the DCC Reserve Fund Expenditure Bylaw, 2019 be advanced for reading consideration; AND FUTHER THAT Bylaw No. 11809 being the Sale of City Owned Land Reserve Fund Expenditure Bylaw, 2019 be advanced for reading consideration. Purpose: To present the 2019 Final Budget submissions, the 2019-2023 Financial Plan and related bylaws to Council for their consideration and approval. Background: Council approved the Provisional 2019 Financial Plan on December 13, 2018 and it was amended on March 18, 2019 to include the 2018 carry-over projects. The Final Budget document includes emergent
PAGE 657
2019 FINANCIAL PLAN
CITY OF KELOWNA
or Council initiated projects that are consolidated with the first two volumes into the 2019-2023 Financial Plan. Depending on the nature of the item being considered, these adjustments can cause the final tax demand to go either up or down. The 2019 final adjustments result in a tax decrease of 0.33 per cent from the Provisional Budget tax requirement of 4.43 per cent. The Final Budget as presented, reflects a net municipal property tax increase of approximately 4.10 per cent. This reduction is predominantly due to an increase in new construction revenue. This reduction has been offset by an increase to the Infrastructure Levy from 1.95 per cent to a proposed 2.27 per cent, the addition of the Cook Road boat launch stabilization project and the addition of an RCMP Member as part of the Kelowna Outreach and Support Table initiative. A tax rate of 4.10 per cent means the owner of a single-family home with an average assessed value of $684,450 will pay $2,072, which is an increase of $ 36.30 for the municipal portion and $45.19 for the municipal infrastructure levy portion of the property taxes for a total of $81.49. There is one $300,000 utility capital request presented for Final Budget consideration which is part of the relocation of equipment to the Wastewater Treatment Facility. To meet the demands of a growing population, it is our responsibility today to deliver programs, services and infrastructure in a manner that respects the community vision identified through Imagine Kelowna. In order to meet these objectives, the recommendation is for a net municipal property tax increase averaging 4.10 per cent as outlined in the attached Final Budget - Volume 3. Internal Circulation: G. Davidson, Divisional Director, Financial Services G. King, Financial Planning Manager M. Antunes, Budget Supervisor Legal/Statutory Authority: Financial Plan under Section 165 of the Community Charter requires adoption of a 5 Year Financial Plan bylaw prior to the annual property tax bylaw. Annual property tax bylaw under Section 197 of the Community Charter, Council must establish tax rates by bylaw after adoption of the financial plan but before May 15th. Considerations not applicable to this report: Legal/Statutory Procedural Requirements: Existing Policy: Financial/Budgetary Considerations: Personnel Implications: External Agency/Public Comments: Communications Comments: Alternate Recommendation: Submitted by:
D. Gilchrist, City Manager
PAGE 658
2019 FINANCIAL PLAN
CITY OF KELOWNA
FINANCIAL SUMMARIES The 2019 Financial Plan results in a Final Tax Demand of $142.5M. This represents an increase of $626,600 relative to the 2019 Provisional Financial Plan. The total taxation revenue from new construction has increased by $1.1M. The impact to the average property owner is 4.10%.
Final Budget summaries Analysis of tax demand The 2018 final tax demand was $133.5M and had a 2.99% net property owner impact. The 2019 gross department operating expenditures increased by 7.51% and net department revenues increased by 10.31% for a total net department operating expenditure increase of $6.8M. The net general debt decreased by 2.17%, capital expenditures from general taxation increased by 8.97% and general revenue decreased by 9.74% for a total gross tax demand increase of $9.0M.
Gross departmental operating expenditures Net departmental revenue Net departmental operating expenditure Net general debt Capital expenditures from general taxation General revenue Gross tax demand Less new construction value Net taxation demand Net property owner impact
2018 231,247,419 (102,547,789) 128,699,630 4,523,395 12,664,940 (12,406,798) 133,481,167 (2,600,000) 130,881,167 2.99%
2019 248,618,111 (113,121,424) 135,496,687 4,425,363 13,801,600 (11,198,829) 142,524,821 (3,570,000) 138,954,821 4.10%
Change %Change 17,370,692 7.51% (10,573,635) 10.31% 6,797,057 5.28% (98,032) (2.17%) 1,136,660 8.97% 1,207,969 (9.74%) 9,043,654 6.78% (970,000) 37.31% 8,073,654 6.17% 1.11%
PAGE 659
2019 FINANCIAL PLAN
CITY OF KELOWNA
General Fund tax demand The tax demand established at Provisional Budget was $141.9M. The estimated new construction revenue was $2.5M, based on BC Assessment preliminary roll information, resulting in a 4.43% net property owner impact. Final Budget request additions for net general fund operating and capital expenditures increased by $626,600, increasing the total tax demand to $142.5M. Final new construction revenues, based on the revised assessment roll, increased by $1.1M to $3.6M resulting in a 4.10% net property owner impact. Provisional Budget Tax Demand Final Budget Submissions General Revenues Operating Requests
141,898,221 0 463,900
463,900 162,700
Capital Project Requests Total Final Budget Additions Final Gross Tax Demand
626,600 142,524,821
Less new construction revenue Final Net Tax Demand
(3,570,000) 138,954,821
Net Property Owner Impact Provisional Budget
4.43% 2.27% 1.83% 4.10%
Infrastructure Levy Other (Municipal) Financial Plan - Final Budget
Utility Funds – Final Budget Final Budget requests for utility fund operating and capital expenditures total $433,330; all for the Wastewater Utility. Final Budget Submissions Revenue Operating Requests Capital Project Requests Total Final Budget Additions
0 0
0 433,330 433,330
PAGE 660
2019 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total revenues (millions) The table below summarizes the total operating and capital revenues by source. The information below contains the prior year’s carryover amounts. 168.4 142.5 137.0 71.5 29.4 11.1 10.4 9.9 3.0 583.2
Reserves and Surplus Taxation Fees and Charges Grants Other Revenue Interdept. Transfers Debenture/Borrowing General Revenues (Excluding fees and charges) Parcel Taxes Total revenues by source
As seen in the graph below, Reserve or Surplus funding (28%), Taxation (24%) and Fees & Charges (23%) are the three largest revenue sources.
Percentage of total revenue Debenture/Borrowing 2% Interdept. Transfers 2% Other Revenue 7%
General Revenues 1%
Parcel Taxes 1%
Reserves & Surplus 28%
Grants 12%
Taxation 24% Fees & Charges 23%
PAGE 661
2019 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total expenditures The total expenditure budget requirement is $583.2M with $341.3M for operating needs and $241.9M for the 2019 capital program. The table below summarizes the total operating and capital expenditures by fund and includes the prior year’s carryover amounts. Expenditures by fund (millions) Operating
Capital
255.0
118.1
Water
16.5
73.8
Airport
47.7
36.2
Wastewater
22.1
13.8
341.3
241.9
General Fund
Total expenditures by fund
Wastewater 6% Airport 14%
General Fund 64%
Water 16%
583.2
The table below summarizes the total operating and capital expenditures by type. Expenditures by type (millions) Internal Equipment
7.9
Internal Allocations
12.1
Transfers to Funds
68.7
Debt
17.1
Material
69.6
Contract Services
75.6
Salaries & Wages
90.4
Capital & Utility Tax/Rev
83.4
Capital & Utility - Other
158.4
Total expenditures by type
583.2
Capital & Utility Other 27%
Internal Equipment 1%
Internal Allocations 2%
Transfers to Funds 12% Debt 3% Materials 12%
Capital & Utility Tax/Rev 14% Salaries & Wages 16%
Contract Services 13%
PAGE 662
2019 FINANCIAL PLAN
CITY OF KELOWNA
Use of tax dollar by service area The table below highlights the cost by service area and the resulting total municipal taxes and fees for the average single family detached residential property in Kelowna for 2019. The average assessed value of $684,450 was obtained from BC Assessment. The service area with the highest cost is Police Services at 27.9% followed by the Fire Department at 14.7% and Parks Services at 13.4%.
Service area
Cost
Percent of
Percent in
Total
2018
Police Services
578.93
27.9 %
28.2 %
Fire Department Civic Operations
303.66
14.7
15.2
Street Lights Building Services
31.78 124.04
1.5 6.0
1.8 5.7
Parks Services Transportation Services
277.97 233.50
13.4 11.3
12.8 9.7
Utility Services Planning & Development
50.98 139.04
2.5 6.7
1.9 7.0
Active Living & Cultural Services Regional Programs
110.45 11.19
5.3 0.5
5.4 0.5
Public Transit Debt
93.92 68.03
4.5 3.3
5.7 3.6
Grants or transfers to external organizations or individuals
48.69
2.4
2.5
Total Municipal portion of taxes
2,072.18
Waste collection & disposal Total Municipal portion of taxes and fees
100.0 %
100.0 %
180.30 2,252.48
Based on the 2019 average single family detached residence assessed property value of $684,450
PAGE 663
2019 FINANCIAL PLAN
CITY OF KELOWNA
Ongoing budget impacts The ongoing impacts resulting from prior year Council approved operating requests have been summarized in the table below. There is a 4.15% increase for 2020 and a 2.13% increase for 2021.
One time costs/revenues Miscellaneous one time operating costs One time expenditure reduction Total one time costs
2020 Impact
2021 Impact
(1,052,900) 97,400 (955,500) Tax impact (0.67%)
0.00%
Tax impact
23,442 913,100 936,542 0.66%
60,800 60,800 0.04%
Tax impact
3,333,503 2.34%
3,017,345 2.09%
Tax impact
3,314,545 2.33%
3,078,145 2.13%
2,600,000 1.82% 5,914,545 4.15%
0 0.00% 3,078,145 2.13%
Additional cost increases Other incremental costs – 2018 Other incremental costs - 2019 Total additional costs
Estimated contract increases
Total municipal impacts
Total infrastructure levy impacts Tax impact Total impacts
PAGE 664
2019 FINANCIAL PLAN
CITY OF KELOWNA
Financial Plan 2019 - 2023 The table below outlines the City’s Five-Year forecast for all funds revenues and expenditures for 2019 – 2023. The years 2024 - 2030 are included in summary form to match the term of the 20-Year Servicing Plan. For detailed information see the Five-Year Financial Plan section of the 2019 Financial Plan. 2019 Revenue Property Value Tax Library Requisition Parcel Taxes Fees and Charges Borrowing Proceeds Other Sources
Transfer between Funds Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Revenues Expenditures Municipal Debt Debt Interest Debt Principal Capital Expenditures Other Municipal Purposes General Government Planning, Development & Building Services Community Services Protective Services Utilities Airport
Transfers between Funds Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Expenditures
2020
2021
2022
142,524,821 149,280,095 154,351,756 160,126,155 6,389,123 6,516,905 6,647,244 6,780,189 2,956,580 2,675,802 3,439,556 3,464,276 137,048,716 139,008,937 141,836,210 144,561,903 10,434,250 6,684,000 68,079,300 115,422,050 59,308,105 53,078,490 50,408,903 414,775,540 356,789,843 366,037,256 433,420,725
2023
2024-2030
167,901,157 6,915,793 3,486,612 147,902,606 32,680,000 51,703,739 410,589,906
1,340,717,882 52,442,244 20,376,265 1,135,270,026 46,560,000 443,671,340 3,039,037,757
1,187,644 12,460,219 65,667,632 79,315,495
972,916 20,974,029 52,628,191 74,575,136
6,810,412 182,321,644 296,706,440 485,838,496
583,187,720 433,982,924 451,125,776 512,736,220
485,165,042
3,524,876,253
5,327,772 4,288,586 4,025,619 5,229,466 11,810,243 8,728,587 6,830,677 6,326,306 241,876,020 100,191,975 109,507,785 163,692,564
6,771,620 8,735,609 123,053,076
1,603,176 28,530,637 138,278,367 168,412,180
1,187,644 16,059,074 59,946,363 77,193,081
1,187,644 27,104,714 56,796,162 85,088,520
36,080,808
37,079,795
51,933,311 63,470,188 725,185,818 289,504,825
31,489,726 24,649,249 24,073,356 24,720,542 86,757,074 88,258,268 92,006,036 94,660,384 60,459,039 63,795,721 66,016,961 68,204,137 24,624,088 23,364,975 23,316,868 23,861,273 17,492,496 17,623,510 18,148,970 18,701,101 514,468,070 365,242,648 379,230,371 441,476,581
25,448,095 97,522,535 70,464,448 24,442,709 19,271,837 412,789,724
198,510,371 770,246,336 561,335,346 188,607,284 152,098,542 3,000,892,020
28,341,785 42,917,854 71,259,639
28,425,465 43,949,853 72,375,318
201,224,980 322,759,253 523,984,233
583,187,720 433,982,924 451,125,776 512,736,220
485,165,042
3,524,876,253
34,631,612
26,707,935 42,011,715 68,719,650
34,341,777
28,650,867 40,089,409 68,740,276
35,304,099
28,755,866 43,139,539 71,895,405
PAGE 665
2019 FINANCIAL PLAN
CITY OF KELOWNA
Operating & Capital Budget PAGE 666
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Requests Final Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Community Planning & Strategic Investments Division Growth 670 * Bylaw Enforcement Officer Position - Sign Compliance
0
0
0
0
(45,000)
0
45,000 OG
Total Growth
0
0
0
0
(45,000)
0
45,000
Division Priority 1 Total
0
0
0
0
(45,000)
0
45,000
20,000
0
0
0
0
0
(20,000) OT
Total New
20,000
0
0
0
0
0
(20,000)
Division Priority 1 Total
20,000
0
0
0
0
0
(20,000)
40,000
(40,000)
0
0
0
0
0 OT
100,000
(100,000)
0
0
0
0
0 OG
140,000
(140,000)
0
0
0
0
0
45,000
0
0
0
0
0
(45,000) OG
45,000
0
0
0
0
0
(45,000)
86,700
0
0
0
0
0
(86,700) OG
180,000
(180,000)
0
0
0
0
0 OT
40,000
(40,000)
0
0
0
0
0 OT
306,700
(220,000)
0
0
0
0
(86,700)
16,000
0
0
0
0
0
(16,000) OT
Active Living & Culture Division New 669 Social Policy Framework - Key Learning Paper
Civic Operations Division Maintain 669 Rutland Arena Header Trench Grates 670 Additional Staffing for Landfill Scale House Total Maintain Growth 670 Bylaw Enforcement Officer Position - Sign Compliance Total Growth New 671 RCMP - 1 Regular Member Position (KOaST) 671 RCMP Mobile Command Center 672 Agassiz Road Area Streetlighting Upgrades Total New Maintain 673 * Lived Experience Peer Employment Pilot
PAGE 667
Page
2019 FINANCIAL PLAN Description
CITY OF KELOWNA
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Total Maintain
16,000
0
0
0
0
0
(16,000)
Division Priority 1 Total
507,700
(360,000)
0
0
0
0
(147,700)
672 Transmission of Taxes - BIA's and 106,093,077 Other Governments
0
0
0
(106,093,077)
0
0 OT
106,093,077
0
0
0
(106,093,077)
0
0
0
435,000
0
0
0
0
(435,000) OG
Total New
0
435,000
0
0
0
0
(435,000)
Division Priority 1 Total
106,093,077
435,000
0
0
(106,093,077)
0
(435,000)
0
0
0
0
0
0
0 OT
220,000
(220,000)
0
0
0
0
0 OT
Total Maintain
220,000
(220,000)
0
0
0
0
0
Division Priority 1 Total
220,000
(220,000)
0
0
0
0
0
Total Priority 1 Operating
106,840,777
(145,000)
0
0
(106,138,077)
0
(557,700)
Financial Services Division Maintain
Total Maintain New 673 Infrastructure Levy
Human Resources Division Maintain 673 Lived Experience Peer Employment Pilot 674 Security Services
PAGE 668
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
Social Policy Framework - Key Learning Paper
New
Priority: 1
ONE-TIME FINAL
Justification: The 2018 Citizen Survey results indicated that social issues were the top mention by citizens. The community's experience with the success of Journey Home to address homelessness has clearly identified that City leadership in addressing complex community social issues is effective. However, addressing homelessness is only one component of the overall social system. Through a broad systems approach, the development of a Social Policy Framework will define the City's role, measure ongoing community social health, and identify trends and guide prioritization for decisionmaking on allocation of resources. Budget is requested to develop a Key Learning Paper that provides research of best practices in terms of policies related to advancing the social wellness of the community. Research will include development processes, use, and impact of municipal and provincial social policies and actions plans. The outcome will include a recommended framework for undertaking the development of a Social Policy Framework for Kelowna.
Corporate Framework: An active, inclusive city - Considering diverse community needs 2019
Cost 20,000
Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Civic Operations Civic Operations
Title:
Rutland Arena Header Trench Grates
Dev/Com 0
Revenue 0
Utility 0
Taxation (20,000) Maintain
Priority: 1
ONE-TIME FINAL
Justification: Budget is requested for the replacement of the "trench grates" adjacent to the ice at Rutland Arena as it was recently discovered that these "trench grates" are failing. The grates serve as a bridge for ice resurfacing equipment driving on and off the ice. Replacing these grates during the spring ice-out is critical as the existing grates may not last another full ice season.
Corporate Framework: A safe city - Maintaining order 2019
Cost 40,000
Reserve (40,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 669
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Additional Staffing for Landfill Scale House
Maintain
Priority: 1
ON-GOING FINAL
Justification: 2018 scale transactions increased 32.5% over 2017, primarily due to the change in fee structure that requires a minimum charge for all loads of organics. Revenues from the new minimum fee organics transactions were $180,000 in 2018. Budget is requested for a second full-time scale house attendant and additional funding for part-time staff to ensure reasonable customer transaction time and that queues do not extend onto John Hindle Drive. The result will be two fulltime staff positions plus part-time positions for this 10 hour per day, seven day per week operation.
Corporate Framework: A well-run City - Responsive customer service 2019 2020 2021
Cost 100,000 100,000 100,000
Reserve (100,000) (100,000) (100,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Civic Operations Bylaw Services
Title:
Bylaw Enforcement Officer Position - Sign Compliance
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 Growth
Priority: 1
ON-GOING FINAL
Justification: In order to support and enforce the Sign Bylaw, budget is requested for an additional Bylaw Enforcement Officer Position. This position will be funded $45,000 from increased fee revenue and will allow for increased enforcement of the City's Sign Bylaw.
Corporate Framework: A safe city - Effective & targeted policing 2019 2020 2021
Cost 45,000 104,800 104,800
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (45,000) (45,000) (45,000)
Utility 0 0 0
PAGE 670
Taxation 0 (59,800) (59,800)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Police Services
Title:
RCMP - 1 Regular Member Position (KOaST)
New
Priority: 1
ON-GOING FINAL
Justification: Budget is requested for 1 Regular Member position at the Constable rank to oversee and facilitate the Kelowna RCMP Detachment's participation in the Kelowna Outreach and Support Table (KOaST). KOaST is an RCMP initiative that launched in February 2019. The objective of KOaST is to provide timely support before emergency services are required. KOaST meets weekly with social service providers (BC Housing, Ministries of Child Welfare, Poverty Reduction, Education, Interior Health and Adult and Youth Probation Community Outreach) to identify situations of acutely elevated risk and then deploy as an immediate intervention team to offer connections to services. The benefits to the increase in establishment are realized in an alignment/enhancement of the community outreach component. This new position will be fully dedicated to furthering the RCMP and the City of Kelowna's commitment to community engagement, crime reduction and community support. Corporate Framework: A safe city - Effective & targeted policing 2019 2020 2021
Cost 86,700 173,400 173,400
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Police Services
Title:
RCMP Mobile Command Center
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (86,700) (173,400) (173,400) New
Priority: 1
ONE-TIME FINAL
Justification: Budget is requested for the City's portion of the RCMP purchase of a command/special events multi-purpose vehicle, which would assist the Kelowna RCMP Detachment to significantly contribute to all of the crime reduction strategy goals. The vehicle would be utilized by Kelowna RCMP Detachment personnel to assist in the many outdoor events within the city requiring police presence, as a base of operation for unfolding operational calls for service and crime scene security and to deploy in core community areas such as the downtown core. As such, the vehicle will increase the capacity for more proactive enforcement and community policing related projects and greatly supplement efforts at law enforcement visibility.
Corporate Framework: A safe city - Effective & targeted policing 2019
Cost 180,000
Reserve (180,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 671
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Agassiz Road Area Streetlighting Upgrades
New
Priority: 1
ONE-TIME FINAL
Justification: A recent study found the lighting levels in the Agassiz Road area were lit below current standards. Budget is requested to raise the lighting level on the surrounding areas of Agassiz, Vasile, Barlee and Ambrosi roads. This also includes a light addition to Barlee park.
Corporate Framework: A safe city - Public safety programs Cost 40,000
2019
Reserve (40,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Division: Department:
Financial Services Financial Services
Title:
Transmission of Taxes - BIA's and Other Governments
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ONE-TIME FINAL
Justification: To establish the receipt and disbursement of taxes to Business Improvement Areas (BIA) and other governments: Regional District of Central Okanagan (RDCO) ($11,384,999); RDCO SIR Land Levy ($744,305); RDCO SIR Parcel Tax ($307,121); BC Assessment Authority ($2,034,078); School Tax ($70,192,103); Additional School Tax ($1,814,361); Kelowna Downtown BIA ($924,198); Uptown Rutland BIA ($185,079); Regional Hospital ($12,117,710); and Okanagan Regional Library ($6,389,123). The total amount to be collected for all other taxing authorities is $106,093,077.
Corporate Framework: A well-run City - Strong financial management 2019
Cost 106,093,077
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue (106,093,077)
Utility 0 PAGE 672
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Infrastructure Levy
New
Priority: 1
ON-GOING FINAL
Justification: Budget is requested to increase the infrastructure levy funding by $435,000, offset by an increase in new construction revenue. The City of Kelowna is one of the fastest growing communities in Canada with the population expected to surpass 150,000 in the next 10 years, placing a significant demand on the City's infrastructure needs. Based on the Council endorsed 10-Year Capital Plan (2018 to 2027), the general fund requires $1.1B in infrastructure investment to renew existing assets, accommodate growth and improve services. Funding is forecasted to be $660M leaving the City with a $463M infrastructure deficit for the 10 years. This additional contribution towards the Capital program deficit would increase the total contribution by $3.9M to total $48.1M by 2027.
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence 2019 2020 2021
Cost 0 0 0
Reserve 435,000 435,000 435,000
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources Risk Management
Title:
Lived Experience Peer Employment Pilot
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (435,000) (435,000) (435,000) Maintain
Priority: 1
ONE-TIME FINAL
Justification: The Journey Home Strategy consultations highlighted the need to introduce a peer support model as a strategy to generate impact and help to break down stigma. Being able to provide opportunities for those with lived experience to give back to the community was highlighted as being critical to the success of the strategy. Peer employment refers to programs that engage, provide training and support for people with lived experience to access meaningful employment opportunities including mentoring and providing support, encouragement, and hope to people in need. This pilot will provide employment of peers to work with staff and partners in engagement activities to resolve nuisance behaviors resulting from social issues. Research shows peers are effective in outreach and making connections that foster improved community well-being.
Corporate Framework: A safe city - Public safety programs 2019
Cost 16,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0 PAGE 673
Taxation (16,000)
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Operating Request Details Division: Department:
Human Resources Risk Management
Title:
Security Services
Maintain
Priority: 1
ONE-TIME FINAL
Justification: Budget is requested to provide flexible security services to City facilities, parks and public spaces in response to developing concerns, incidents and complaints. Response resources will include motorized and foot patrols coordinated with input from City staff, including Bylaw Services and Crime Prevention, RCMP and community stakeholders.
Corporate Framework: A safe city - Public safety programs 2019
Cost 220,000
Reserve (220,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
PAGE 674
Taxation 0
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Reduction Requests Final Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(7,500)
0
0
0
0
0
7,500 OG
(7,500)
0
0
0
0
0
7,500
676 Rental Expense - Commerce Centre - Youth and Family Services
(41,300)
0
0
0
0
0
41,300 OG
Division Priority 1 Total
(41,300)
0
0
0
0
0
41,300
(200,000)
0
0
0
200,000
0
0 OG
(200,000)
0
0
0
200,000
0
0
(280,000)
0
0
0
235,000
0
45,000 OG
Division Priority 1 Total
(280,000)
0
0
0
235,000
0
45,000
Total Priority 1 Reduction Requests
(528,800)
0
0
0
435,000
0
93,800
Infrastructure Division 676 Solid Waste Review/Study Reduction Division Priority 1 Total
Community Planning & Strategic
Civic Operations Division 677 Composting Facility Inventory Reduction Division Priority 1 Total
Financial Services Division 677 Debt Changes
PAGE 675
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Reduction Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Solid Waste Review/Study Reduction
Priority: 1 ON-GOING FINAL
Justification: A reduction is requested to reduce the ongoing operating base budget within Solid Waste Management as the solid waste reviews/studies are no longer required.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost (7,500) (7,500) (7,500)
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Community Planning & Strategic Investments Strategic Investments
Title:
Rental Expense - Commerce Centre - Youth and Family Services
Revenue 0 0 0
Utility 0 0 0
Taxation 7,500 7,500 7,500
Priority: 1 ON-GOING FINAL
Justification: A reduction is requested to reduce the ongoing operating base budget within Property Management as the Commerce Centre Youth and Family Services lease will not be renewed.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost (41,300) (41,300) (41,300)
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 PAGE 676
Taxation 41,300 41,300 41,300
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Reduction Request Details Division: Department:
Civic Operations Utility Services
Title:
Composting Facility Inventory Reduction
Priority: 1 ON-GOING FINAL
Justification: A reduction is requested to reduce revenue and expenditure budgets for the Regional Composting Facility as part of an effort to reduce excess compost inventory in 2019. Revenues and related expenditure budgets are anticipated to begin increasing again in 2020 and back to prior levels by 2021.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost (200,000) (100,000) 0
Reserve 0 0 0
Division: Department:
Financial Services Financial Services
Title:
Debt Changes
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 200,000 100,000 0
Utility 0 0 0
Taxation 0 0 0
Priority: 1 ON-GOING FINAL
Justification: This request is to reduce interest payments related to Municipal Finance Authority (MFA)borrowing for the H2O Adventure + Fitness Centre, Cedar Creek pump station, and the spec areas of Fisher Road, Clifton Road, Country Rhodes and Byrns Road.
Corporate Framework: A well-run City - Strong financial management 2019 2020 2021
Cost (280,000) (280,000) (280,000)
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 235,000 235,000 235,000
Utility 0 0 0 PAGE 677
Taxation 45,000 45,000 45,000
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Requests Final Budget Summary - General Fund Page Project
Description
Asset Cost
Reserve
250,000
(250,000)
Total Renew
250,000
Cost Center Totals
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
(250,000)
0
0
0
0
0
250,000
(250,000)
0
0
0
0
0
679 317901 Cook Road Boat Launch - Stabilization
125,000
0
0
0
0
0
(125,000)
Total Renew
125,000
0
0
0
0
0
(125,000)
Cost Center Totals
125,000
0
0
0
0
0
(125,000)
150,000
(150,000)
0
0
0
0
0
Total Renew
150,000
(150,000)
0
0
0
0
0
Cost Center Totals
150,000
(150,000)
0
0
0
0
0
Regional Biosolids Composting Facility - Paving Repairs
200,000
0
0
0
(66,670) (133,330)
0
Total New
200,000
0
0
0
(66,670) (133,330)
0
Cost Center Totals
200,000
0
0
0
(66,670) (133,330)
0
37,700
0
0
0
0
0
(37,700)
Total New
37,700
0
0
0
0
0
(37,700)
Cost Center Totals
37,700
0
0
0
0
0
(37,700)
Grand Total
762,700
(400,000)
0
0
(66,670) (133,330)
(162,700)
Real Estate and Parking Capital - Priority 1 Renew 679 308206 Chapman Parkade - Infrastructure Renewal
Building Capital - Priority 1 Renew
Transportation Capital - Priority 1 Renew 680 3369
City of Kelowna Highway Signage
Solid Waste Capital - Priority 1 New 680 XXXX
Fire Capital - Priority 1 New 681 XXXX
Breathing Air Compressor
PAGE 678
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Chapman Parkade - Infrastructure Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2019-2022 L3 - $1.25M FINAL
Justification: Previously approved rehabilitation work at the Chapman Parkade will begin this spring/summer to ensure it's maximum life expectancy is achieved. Additional budget is requested to replace two of the ramp heaters. Work to extend the coverage of these heaters was included in the 10-Year Capital Plan for 2021-2022, but a complete failure of one unit has necessitated replacement before next winter to maintain a safe facility for public use. The heater replacement work will be completed in conjunction with the originally contemplated rehabilitation work for efficiency and to minimize "down" time in parking availability. The operation and maintenance budget will be minimal with this request and will be accommodated within the Parking Services contract services operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Efficient civic buildings & facilities Asset Cost 250,000
Reserve (250,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Cook Road Boat Launch - Stabilization
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B1 FINAL
Justification: Cook Road boat launch is located in a variable section of shoreline just north of Mission Creek, and the shifting sand has been dredged several times since 2016. Although the launch was largely free of sand when inspected late last year, a substantial amount of sand has migrated into the launch since December. If the sand is not removed, the boat launch may not open this season. Staff have been working with the Ministry of Forest, Lands and Natural Resource Operations and are optimistic that a permit will be approved in time for the 2019 boating season. Staff continue to work with the Province and the other landowners on a Long-term Shoreline Plan for this shoreline from Mission Creek to Rotary Beach. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: An active, inclusive city - Active living opportunities Asset Cost 125,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (125,000) PAGE 679
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
City of Kelowna Highway Signage
Renew Priority: 1 10 Yr Cap Plan Ref: 2018 T3 - $100k FINAL
Justification: In 2018 the City highway signage at Reid's Corner was removed to accommodate the Ministry of Transportation and Infrastructure's highway widening. The Province has contributed $100,000, and an additional $150,000 is requested for the replacement City highway sign and associated site costs. The sign will be located at a new location just south of Ellison Lake, closer to the northern City limit. The work will be designed by a professional artist, with fabrication occurring during 2019, and installation in 2020. The finished sign will become part of the City's public art collection. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Corporate Framework: Resilient, well-managed infrastructure - Planning excellence Asset Cost 150,000
Reserve (150,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Regional Biosolids Composting Facility - Paving Repairs
Utility 0
Taxation 0
New Priority: 1 10 Yr Cap Plan Ref: Not included SW6 FINAL
Justification: The Regional Biosolids Composting Facility needs to repair its asphalt surface to comply with Ministry of Environment Permit #108537, which requires the facility to have a sound impervious surface, to prevent the infiltration of leachate run-off from compost into the environment. One third of the cost will be funded by the City of Vernon, a partner in the Composting Facility.
There are no operating and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A clean healthy environment - Protecting our natural land & water resources Asset Cost 200,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (66,670)
Utility (133,330)
Taxation 0 PAGE 680
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Fire Capital
Title:
Breathing Air Compressor
Priority: 1 10 Yr Cap Plan Ref: Not included F1
New FINAL
Justification: Budget is requested to replace the breathing air compressor which is 32 years old and has reached the end of its service life. Breathing air is critical to suppression activities and allows firefighters to breath clean air while working in smoky, toxic atmospheres. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Corporate Framework: A safe city - Fire protection & prevention Asset Cost 37,700
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (37,700)
PAGE 681
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Requests Final Budget Summary - Utility Funds Page Project
Description
Asset Cost
Reserve
300,000
0
Total Renew
300,000
Cost Center Totals
Grand Total
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
(300,000)
0
0
0
0
(300,000)
300,000
0
0
0
0
(300,000)
300,000
0
0
0
0
(300,000)
Wastewater Capital - Priority 1 Renew 683 3457
Wastewater Support Facilities
PAGE 682
2019 FINANCIAL PLAN
CITY OF KELOWNA
2019 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Wastewater Support Facilities
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 WW6 - $300k FINAL
Justification: Approved in the 2019 Provisional budget was $300,000 to relocate wastewater operations staff and equipment from the Yards to the Wastewater Treatment Facility (WWTF) based on a preliminary project scope. A siting study has since determined that additional funding is required to securely house the four wastewater vacuum trucks and allow one additional bay to accommodate growth. These vehicles must be kept from freezing and therefore require indoor heated storage. Funding is also requested for related site works and associated service relocation required to situate the garage within the existing WWTF compound. Work will be started in 2019 with anticipated completion in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Corporate Framework: Resilient, well-managed infrastructure - Well-maintained utilities Asset Cost 300,000
Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (300,000)
PAGE 683
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 684
2019 FINANCIAL PLAN
CITY OF KELOWNA
Five‐Year Financial Plan PAGE 685
2019 FINANCIAL PLAN
CITY OF KELOWNA
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PAGE 686
2019 FINANCIAL PLAN
CITY OF KELOWNA
FINANCIAL PLAN The City of Kelowna has developed a comprehensive Financial Plan that provides a five‐year summary of general revenues, operating expenditures and capital expenditures. The Financial Plan has been developed to help guide the City throughout the next five years. The format of the plan keeps the General Fund separate from the Utility Funds to clearly identify the taxation requirements for the five‐year period. The Financial Plan attempts to provide a ‘snapshot’ of the future using current standards and service levels. Community input from the citizens of Kelowna through Imagine Kelowna, the availability of funding from other sources (Federal, Provincial, and Community), Year Servicing Plan, the Official Community Plan, the Infrastructure Plan and the ‐Year Capital Plan, all affect the programs included in the future years of the plan. The ‐Year Capital Plan, ‐ , and the Infrastructure Plan, has provided a guideline for future capital through to in this Financial Plan. The Financial Plan is intended to provide guidance and information upon which to base current and future expenditure decisions. It will aid in the understanding of the City’s financial position and financing capabilities over the next five years.
The development of the Financial Plan follows from the budget process which includes: Provisional Budget – approved by Council December , Carryover Requests – approved by Council March , Final Budget – approved by Council on April , Although most of this volume is devoted to the Provisional Budget details, the changes made by Council at Provisional, Carryover, and Final Budget, together, provide the portion of the Financial Plan. For the years after , the operating budget is adjusted for current one‐time projects, changes in operating requirements from approved prior years, and from new capital along with a growth and/or inflation factor depending on the nature of the revenue or expenditure. As with any planning exercise, the level of certainty and detail is most appropriately found in the current year. Future year assumptions are required to project general revenues, incremental operating expenditures to support new capital, debt servicing and ongoing departmental revenues and expenditures. For to projections, the assumptions used in the creation of the financial plan include:
An inflation rate of per cent for many of the operating costs and for some revenues. The Bank of Canada aims to keep inflation at the per cent midpoint of an inflation‐control target range of to per cent. A growth rate of . % per year (as per the Official Community Plan) for and . % for years to for various revenues and expenditures and for incremental taxation revenue. Growth rates for the utilities are based on servicing expectations over the next five years which may include existing residential or commercial units. MFA amortization schedules and estimated rates are used as a basis for projected principal and interest where applicable. There is no change in current service levels except as provided for in the capital program.
PAGE 687
2019 FINANCIAL PLAN
CITY OF KELOWNA
Reserve funding is used for one‐time operating and capital programs to reduce the requirement for increased taxation.
The Financial Plan summary can be found on page . This summary is used for the Financial Plan bylaw. The final column of the Financial Plan is included at the request of the Ministry of Municipal Affairs and Housing for information to support the City of Kelowna’s Year Servicing Plan (to year ). There are many factors that impact the well‐being of the City of Kelowna. Both infrastructure improvements and social amenities such as parks, recreational and cultural programs are required to provide a balanced quality of life. By prioritizing operating and capital expenditures this plan will help to maximize the investment in the community where and when it is most needed.
Revenue sources & trends summary The City defines financial strength and stability as “the ability to acquire and manage a portfolio of financial and physical assets that meet the current and future needs of our community.” This is the goal. To guide future financial planning, the City uses the Council adopted Principles and Strategies for Financial Strength and Stability. The principles and strategies set out in this document guide decision‐making within the City and help to realize this goal and, ultimately, the vision for Kelowna. While some of these strategies focus on a particular component of the financial balance – revenues and costs – they are all interrelated and work together to provide a broad framework for managing the City’s overall finances.
Taxation The City strives to ensure property taxes are sufficient to meet the community’s short and long‐term needs. Taxation is a major revenue source in the General Fund and accounts for % of the total revenue estimate of . M. Over the five‐year period of the Financial Plan, the taxation requirement is estimated to increase annually by growth ( . % in , and . % in ‐ ) and average inflation ( . %). The projected impact on the existing taxpayer will be the inflation component, a portion of the cost of this service level increase and debt repayment impacts for future borrowing.
Fees & Charges (Utility Revenues) Fees and charges are another way that the City of Kelowna raises revenues. These fees and charges are useful because those that benefit from a service bear the cost of it. The City’s objective is to ensure user fees and charges are sufficient to meet the City’s needs. The City of Kelowna operates Water and Wastewater Utilities. The Water Utility will have a rate increase of . %, and the Wastewater Utility will increase % in . The Water Utility will also have a . % increase to the Water Quality Enhancement Reserve Fund in . The City Water Utility is currently limited in growth in that service area boundaries are not citywide. The boundaries have increased with the amalgamation of South East Kelowna Irrigation District (SEKID). Future revenue estimates are factored for both growth and inflation. The City Wastewater Utility operates citywide. Future growth potential is limited by infrastructure cost and the availability of Provincial capital support funding. Future local service areas have been identified and the number of sewer customers and amount of revenue generated is scheduled to increase slightly over the next five years. Future revenue estimates are factored for both growth and inflation. The Airport anticipates a . % increase in passenger activity for with continued growth beyond . The Drive to . Million Passengers and the Beyond capital programs have been developed with phased construction based on passenger demand. The Airport Improvement Fee will be increased by % in from to and is used to fund the Airport’s capital program.
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Fees & Charges (General Fund Department Revenues) Fees and charges are the second largest source of revenue for the general fund at % and can be attributed to a number of Divisions including Civic Operations, Active Living & Culture, Community Planning & Real Estate and Infrastructure. The Civic Operations Division, which includes Fleet Services, Parks, Public Works and Utility Services, generates the largest proportion of revenue from fees & charges in the areas of internal equipment charges, cemetery operations, landfill tipping fees and waste collection. The Fleet Services branch recovers operating costs, overhead and replacement cost on all equipment owned by the City by charging user departments internal equipment charges. Internal equipment revenue has been estimated to be at a relatively stable level and future revenue has been adjusted for inflation. Revenue in the Active Living & Culture Division is generated from a wide variety of services including facility rentals and sales revenues along with program revenue and recreation facility use revenues. Estimates of future revenue generation have been factored for growth and inflation. The City’s Community Planning & Strategic Investments Division generates revenue in the form of permit and inspection fees along with subdivision fees and other service revenues. Strategic Investments generates revenues in rentals from properties owned by the City and from parking throughout the City. Future revenues have been factored by inflation as there is little anticipated growth in the inventory of these real estate assets. The Infrastructure Division includes transit revenues in the Regional Services branch. The transit revenues have been factored for growth as ridership increases with anticipated expanded service.
Borrowing Debt is a common tool that municipalities use to finance capital expenditures over both the medium and long term. Debt is viewed as a fair way of financing a project since those who are paying the principal and interest charges are benefitting from the service. The City strives to ensure debt financing is used strategically to maintain the City’s financial strength and stability. The borrowing requirements in are associated with the Memorial Parkade multi‐year project. There are no new borrowing requirements for years ‐ of the five‐year financial plan, but borrowing is expected in ‐ for the Parkinson Recreation Centre and an expansion to the Capital News Centre.
Other sources General Revenues Many general revenue categories are anticipated to increase by growth and/or inflation in the coming years. Revenues from general interest and tax penalties are expected to increase by growth and Federal and Provincial contributions are expected , . % each year to increase by inflation only. General revenues are anticipated to increase by approximately . % in between to .
Government Grants Grants are a useful tool in a municipality’s financial toolbox, and can be used strategically to offset costs to taxpayers and ratepayers. However, a reliance on grants to fund capital projects and services will undermine a community’s ability to attain financial strength and stability. The City’s objective is to pragmatically leverage grant opportunities. Operating grants have been focused on community & neighborhood programs for healthy living, urban forestry for wildfire mitigation and the grant back of carbon tax paid by the City to allow investment in greenhouse gas reduction programs. The most significant grant area is for the transit partnership. The Province provides % funding for conventional transit costs and % funding for custom transit costs. This amounts to approximately . million per year.
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Grants in lieu of taxes from provincial and federal governments have remained fairly steady for the last few years. Grants from the Okanagan Basin Water Board for wastewater collection costs and water quality improvements initiatives are averaging k per year. The budget for gaming revenues has increased by . %. These funds are included in the RCMP budget as they are applied against police costs. The Federal Gas Tax Fund Agreement in British Columbia took effect on April , providing the administrative framework for the delivery of federal Gas Tax funding to local governments in British Columbia over ten years from to . The Gas Tax fund provides predictable, long‐term and stable funding to local governments in British Columbia for investment in infrastructure and capacity building projects. In , the City of Kelowna expects to receive . M with an additional one‐time bonus payment of . M.
Reserves and Surplus Saving money for future projects and unexpected expenditures is an important planning consideration for the City. Reserves provide a financial mechanism for saving money to finance all or part of future infrastructure, equipment, and other requirements. Reserve funds can also provide a degree of financial stability, by reducing reliance on indebtedness to finance capital projects and acquisitions, or flexibility to leverage opportunities as they arise. This revenue source is mainly used in the capital programs for major works. A balance must be maintained between expenditure levels and reserve replenishment to ensure this funding source can continue. The Infrastructure Plan relies on surplus funds being contributed to reserve on an annual basis. Reserve funding requirements vary significantly depending on the annual capital programs. It is the largest source of revenue in ( %). Surplus amounts within the Utility programs will vary on an annual basis mainly dependent on the extent of the capital program for that year. On the chart below, reserve funding totals are higher in due to carry‐over projects.
Summary of revenue sources
‐
(in thousands)
The following graph summarizes the City’s revenue sources.
500,000 400,000 300,000 200,000 100,000 0 2019 Taxation
2020 Fees/Charges
2021
2022
Borrowing
2023 Other sources
Reserves
PAGE 690
2019 FINANCIAL PLAN
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FIVE‐YEAR FINANCIAL PLAN SUMMARIES Financial Plan 2019‐2023 2019
2020
2021
2022
2023
2024‐2030
142,524,821 6,389,123 2,956,580 137,048,716 10,434,250 115,422,050 414,775,540
149,280,095 6,516,905 2,675,802 139,008,937 ‐ 59,308,105 356,789,843
154,351,756 6,647,244 3,439,556 141,836,210 6,684,000 53,078,490 366,037,256
160,126,155 6,780,189 3,464,276 144,561,903 68,079,300 50,408,903 433,420,725
167,901,157 6,915,793 3,486,612 147,902,606 32,680,000 51,703,739 410,589,906
1,340,717,882 52,442,244 20,376,265 1,135,270,026 46,560,000 443,671,340 3,039,037,757
1,603,176 28,530,637 138,278,367 168,412,180
1,187,644 16,059,074 59,946,363 77,193,081
1,187,644 27,104,714 56,796,162 85,088,520
1,187,644 12,460,219 65,667,632 79,315,495
972,916 20,974,029 52,628,191 74,575,136
6,810,412 182,321,644 296,706,440 485,838,496
583,187,720
433,982,924
451,125,776
512,736,220
485,165,042
3,524,876,253
5,327,772 11,810,243 241,876,020
4,288,586 8,728,587 100,191,975
4,025,619 6,830,677 109,507,785
5,229,466 6,326,306 163,692,564
6,771,620 8,735,609 123,053,076
51,933,311 63,470,188 725,185,818 ‐
34,631,612
34,341,777
35,304,099
36,080,808
37,079,795
289,504,825
Community Services
31,489,726 86,757,074
24,649,249 88,258,268
24,073,356 92,006,036
24,720,542 94,660,384
25,448,095 97,522,535
198,510,371 770,246,336
Protective Services
60,459,039
63,795,721
66,016,961
68,204,137
70,464,448
561,335,346
24,624,088 17,492,496 514,468,070
23,364,975 17,623,510 365,242,648
23,316,868 18,148,970 379,230,371
23,861,273 18,701,101 441,476,581
24,442,709 19,271,837 412,789,724
188,607,284 152,098,542 3,000,892,020
26,707,935 ‐ 42,011,715 68,719,650
28,650,867 ‐ 40,089,409 68,740,276
28,755,866 ‐ 43,139,539 71,895,405
28,341,785 ‐ 42,917,854 71,259,639
28,425,465 ‐ 43,949,853 72,375,318
201,224,980 ‐ 322,759,253 523,984,233
583,187,720
433,982,924
451,125,776
512,736,220
485,165,042
3,524,876,253
Revenue Property Value Tax Library Requisition Parcel Taxes Fees and Charges Borrowing Proceeds Other Sources
Transfer between Funds Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Revenues Expenditures Municipal Debt Debt Interest Debt Principal Capital Expenditures Other Municipal Purposes General Government Planning, Development & Building Services
Utilities Airport
Transfers between Funds Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Expenditures
PAGE 691
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General Fund Tax Impact Summary 2019
2020
2021
2022
2023
General revenues
(11,198,829)
(11,443,650)
(11,671,215)
(11,906,263)
(12,147,041)
Net operating budget Pay‐as‐you‐go capital
139,922,050 13,801,600
146,502,264 14,221,481
151,084,545 14,938,426
156,347,868 15,684,550
163,962,215 16,085,983
Taxation demand
142,524,821
149,280,095
154,351,756
160,126,155
167,901,157
(3,570,000)
(2,693,316)
(2,060,065)
(2,130,054)
(2,209,741)
Net property owner impact
4.10%
2.85%
2.02%
2.36%
3.48%
Infrastructure Levy Other (municipal demand)
2.27% 1.83%
1.82% 1.03%
0.00% 2.02%
0.00% 2.36%
0.00% 3.48%
New construction tax revenue
PAGE 692
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General Revenue 2019 General Licences Commercial Vehicle Licences Business Licences Special Event Licences Dog Licences
2020
2021
2022
2023
37,000 ‐ ‐ 3,100 40,100
37,000 ‐ ‐ 3,100 40,100
37,000 ‐ ‐ 3,100 40,100
37,000 ‐ ‐ 3,100 40,100
37,000 ‐ ‐ 3,100 40,100
1,254,750
1,299,670
1,342,856
1,388,245
1,435,168
1,254,750
1,299,670
1,342,856
1,388,245
1,435,168
4,726,050 215,000 800,000 67,000 16,000 5,824,050
4,800,722 218,397 812,640 68,059 16,000 5,915,818
4,866,972 221,411 823,854 68,998 16,000 5,997,235
4,934,136 224,466 835,223 69,950 16,000 6,079,775
5,002,227 227,564 846,749 70,915 16,000 6,163,455
40,000 20,000 88,849 (310,000) (161,151)
41,432 20,000 92,030 (321,098) (167,636)
42,809 20,000 95,087 (331,768) (173,872)
44,256 20,000 98,301 (342,982) (180,425)
45,752 20,000 101,624 (354,575) (187,199)
118,660
121,033
123,454
125,923
128,441
316,818 128,860 1,414,753 227,620 194,910 (422,530) 1,860,431
323,154 131,437 1,437,106 232,172 194,910 (427,082) 1,891,697
329,617 134,066 1,456,938 236,816 194,910 (431,726) 1,920,621
336,209 136,747 1,477,044 241,552 194,910 (436,462) 1,950,000
342,933 139,482 1,497,427 246,383 194,910 (441,293) 1,979,842
2,261,989
2,342,968
2,420,821
2,502,645
2,587,234
Sub‐total
11,198,829
11,443,650
11,671,215
11,906,263
12,147,041
142,524,821
149,280,095
154,351,756
160,126,155
167,901,157
TOTAL
153,723,650
160,723,744
166,022,971
172,032,418
180,048,197
Franchise Fee Fortis Gas Appropriation to Reserve General Interest & Tax Penalties Interest on Investments Tax Arrears & Delinquent Penalties on Taxes Penalties Utility Accounts Interest on Accounts Receivable Miscellaneous Revenues Work Order Administration Local Improvement Prepayments Discounts Earned & Misc Risk to Roll Federal Contributions Grants in Lieu of Taxes Provincial Contributions Grants in Lieu of Taxes‐BC BLDG Grants in Lieu of Taxes Traffic Fine Revenue Sharing Climate Action Rev Incentive Certificate of Recognition Rebate Appropriation to Reserves Tax Revenue ‐ Private Utilities 1% in Lieu of Taxes General Taxation
PAGE 693
2019 FINANCIAL PLAN
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General Fund ‐ operating summary by division Net Operating Expenditure by Year 30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
2019 City Administration City Clerks Infrastructure Community Planning & Strategic Investment Active Living & Culture Civic Operations Police Services Bylaw Financial Services Debt & Other Human Resources Fire Department Corporate Strategic Services Total Division Net Operating Expenditures
1,526,085 1,244,264 11,424,107 2,004,632 10,352,217 30,531,636 33,593,017 2,465,460 4,820,569 11,138,571 4,084,309 19,607,153 7,130,030 139,922,050
2020 1,562,807 1,333,225 11,575,861 2,323,741 10,518,620 30,980,240 35,493,209 2,615,458 5,015,452 12,373,610 4,470,011 21,048,688 7,191,342 146,502,264
2021 1,599,439 1,371,759 12,034,944 2,529,836 10,860,263 31,916,716 36,726,176 2,698,651 5,178,712 12,318,117 4,591,549 21,853,555 7,404,830 151,084,546
2022 1,637,223 1,411,988 12,745,238 2,744,461 10,927,324 32,891,128 38,039,563 2,785,913 5,385,843 12,584,990 4,712,524 22,557,125 7,924,548 156,347,868
2023 1,675,959 1,453,454 13,493,351 2,968,285 11,149,374 33,893,862 39,398,783 2,876,045 5,571,737 15,201,568 4,836,902 23,284,592 8,158,303 163,962,215
PAGE 694
2019 FINANCIAL PLAN
CITY OF KELOWNA
Operating Summary ‐ General Fund Revenues/Expenditures by Year
2019
2020
2021
2022
2023
(6,389,123) (38,599) (62,299,866) (51,198,630) (11,101,236) (38,500,438) (308,240) (20,276,960) (8,407,283) (9,507,955) (7,843,726) (1,603,176) (653,870) (5,586,680)
(6,516,905) (38,599) (62,698,709) (52,499,787) (10,198,921) (34,460,598) (314,405) (17,405,423) (8,370,868) (8,369,902) (3,300,784) (1,187,644) (2,103,140) (10,000)
(6,647,244) (38,599) (63,914,704) (53,495,970) (10,418,733) (35,109,027) (320,693) (17,692,273) (8,551,100) (8,544,961) (3,290,784) (1,187,644) (2,103,140) ‐
(6,780,189) (38,599) (64,607,390) (53,984,985) (10,622,404) (35,786,416) (339,637) (17,984,016) (8,735,282) (8,727,481) (2,636,914) (1,187,644) (1,449,270) ‐
(6,915,793) (38,599) (65,876,507) (55,014,060) (10,862,446) (36,492,500) (346,430) (18,280,737) (8,923,652) (8,941,681) (2,422,186) (972,916) (1,449,270) ‐
(115,071,752)
(107,015,595)
(109,000,358)
(109,849,507)
(111,745,585)
77,564,208 6,484,543 51,274,440 74,908,294 2,685,914 4,338,653 3,105,966 3,105,966 ‐ 34,631,784 26,551,625 ‐ 8,080,159
80,621,035 6,727,572 42,183,539 78,847,003 2,474,268 3,914,395 2,665,866 2,665,866 ‐ 36,084,180 28,494,557 ‐ 7,589,623
83,409,011 6,942,775 42,903,352 81,477,748 2,568,101 3,914,395 2,667,566 2,667,566 ‐ 36,201,955 28,599,556 ‐ 7,602,399
86,065,014 7,164,133 43,802,379 83,966,779 3,367,293 3,372,809 2,667,566 2,667,566 ‐ 35,791,402 28,185,475 ‐ 7,605,927
89,002,472 7,392,715 44,759,307 86,692,813 4,423,792 4,890,128 2,667,566 2,667,566 ‐ 35,879,006 28,269,155 ‐ 7,609,851
Total Expenditures
254,993,802
253,517,858
260,084,903
266,197,375
275,707,799
Net Operating Expenditures
139,922,050
146,502,264
151,084,545
156,347,868
163,962,215
Revenue Library Requisition Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
PAGE 695
2019 FINANCIAL PLAN
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City Administration Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants
‐ (4,274) ‐
‐ (4,359) ‐
‐ (4,447) ‐
‐
‐
(4,536)
(4,627)
‐
‐
(4,274)
(4,359)
(4,447)
(4,536)
(4,627)
(3,152,040)
(3,215,081)
(3,279,382)
(3,344,970)
(3,411,869)
‐ (3,152,040)
‐ (3,215,081)
‐ (3,279,382)
‐
‐
(3,344,970)
(3,411,869)
Services to Other Governments
‐
‐
‐
‐
Interdepartment Transfer
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
Special (Stat Reserve) Funds
‐
‐
‐
‐
‐
Development Cost Charges
‐
‐
‐
‐
‐
Accumulated Surplus
‐
‐
‐
‐
‐
Transfers from Funds
Total Revenue
(3,156,314)
(3,219,440)
(3,283,829)
‐
(3,349,506)
(3,416,496)
Expenditures Salaries and Wages
905,419
929,727
953,698
978,568
Internal Equipment
6,990
7,130
7,272
7,417
1,004,131 7,565
Material and Other
3,423,560
3,492,031
3,561,872
3,633,109
3,705,771
346,430
353,359
360,426
367,635
374,988
Debt Interest
‐
‐
‐
‐
‐
Debt Principal
‐
‐
‐
‐
‐
Internal Allocations
‐
‐
‐
‐
‐
Interdepartment Transfer
‐
‐
‐
‐
‐
Interfund Transfer
‐
‐
‐
‐
‐
Contract Services
‐
‐
‐
‐
‐
Special (Stat Reserve) Funds
‐
‐
‐
‐
‐
Development Cost Charges
‐
‐
‐
‐
‐
Total Expenditures
4,682,399
4,782,247
4,883,268
4,986,729
5,092,455
Net Operating Expenditures
1,526,085
1,562,807
1,599,439
1,637,223
1,675,959
Transfer to Funds
PAGE 696
2019 FINANCIAL PLAN
CITY OF KELOWNA
City Administration ‐ City Clerks Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax Fees and Charges Sales of Services User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
‐ (10,000) (1,900) (8,100) (148,670) ‐ ‐ ‐ (148,670) ‐ ‐ ‐ ‐
‐ (10,358) (1,968) (8,390) (81,600) ‐ ‐ ‐ (81,600) ‐ ‐ ‐ ‐
‐ (10,702) (2,033) (8,669) (83,232) ‐ ‐ ‐ (83,232) ‐ ‐ ‐ ‐
‐ (11,064) (2,102) (8,962) (84,897) ‐ ‐ ‐ (84,897) ‐ ‐ ‐ ‐
‐ (11,438) (2,173) (9,265) (86,595) ‐ ‐ ‐ (86,595) ‐ ‐ ‐ ‐
Total Revenue
(158,670)
(91,958)
(93,934)
(95,961)
(98,033)
904,129 ‐ 405,975 92,830 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
907,650 ‐ 422,846 94,687 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
937,810 ‐ 431,303 96,580 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
969,508 ‐ 439,929 98,512 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
1,002,277 ‐ 448,728 100,482 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditures
1,402,934
1,425,183
1,465,693
1,507,949
1,551,487
Net Operating Expenditures
1,244,264
1,333,225
1,371,759
1,411,988
1,453,454
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
PAGE 697
2019 FINANCIAL PLAN
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Infrastructure Revenues and Expenditures by Year
2019
2020
2020
2021
2022
2023
‐ (7,655,543) (7,120,072) (535,471) (11,152,602) ‐ (9,880,179) (289,458) (982,965) (10,000) ‐ ‐ (10,000)
‐ (7,771,488) (7,228,628) (542,860) (11,294,701) ‐ (10,016,525) (296,183) (981,993) ‐ ‐ ‐ ‐
‐ (7,878,734) (7,328,383) (550,351) (11,438,999) ‐ (10,154,753) (303,101) (981,145) ‐ ‐ ‐ ‐
‐ (7,987,461) (7,429,515) (557,946) (11,604,128) ‐ (10,294,889) (310,215) (999,024) ‐ ‐ ‐ ‐
(18,818,145)
(19,066,189)
(19,317,733)
(19,591,589)
3,705,911 174,946 2,472,208 23,325,187
3,826,377 178,272 2,277,158 24,093,572
3,953,209 181,664 2,297,201 24,905,143
4,086,827 185,124 2,343,145 25,744,090 ‐
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
‐ (7,996,417) (6,999,325) (997,092) (14,722,924) ‐ (12,693,540) (364,653) (1,664,731) (2,775,930) ‐ ‐ (2,775,930)
Total Revenue
(25,495,271)
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services
‐ (7,009,325) (527,142)
‐ ‐ (10,000)
3,538,435 171,685 10,038,383 22,465,121
3,577,825
Debt Interest
‐
‐
‐
‐
‐
Debt Principal
‐
‐
‐
‐
‐
‐
418,774 418,774 ‐ 296,980 ‐ ‐ 296,980
418,774 418,774 ‐ 306,980 ‐ ‐ 306,980
418,774 418,774 ‐ 306,980 ‐ ‐ 306,980
418,774 418,774 ‐ 306,980 ‐ ‐ 306,980
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
418,774 418,774 ‐ 286,980 ‐ ‐ 286,980
2,423,733
418,774 ‐ ‐ 296,980
Total Expenditures
36,919,378
30,394,006
31,101,133
32,062,971
33,084,940
Net Operating Expenditures
11,424,107
11,575,861
12,034,944
12,745,238
13,493,351
PAGE 698
2019 FINANCIAL PLAN
CITY OF KELOWNA
Community Planning & Strategic Investments Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax Fees and Charges Sales of Services User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfer from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
‐
‐
‐
‐
‐
(15,200,454)
(15,345,086)
(15,560,345)
(15,828,014)
(16,100,435)
(13,776,403)
(13,921,094)
(14,107,873)
(14,346,493)
(14,589,284)
(1,424,051)
(1,423,992)
(1,452,472)
(1,481,521)
(1,511,151)
(218,030)
(12,546)
(12,797)
(13,053)
(13,314)
‐ (205,730) ‐ (12,300)
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
(12,546)
(12,797)
‐
(13,053)
(13,314)
(721,130)
‐
‐
‐
‐
(85,530)
‐
‐
‐
‐
‐ (635,600)
‐
‐
‐
‐
‐
‐
‐
‐
(16,139,614)
(15,357,632)
(15,573,142)
(15,841,067)
(16,113,749)
Salaries and Wages
9,636,664
9,846,619
10,068,102
10,408,404
10,760,208
Internal Equipment
156,609
163,719
166,994
170,334
173,741
Material and Other
3,332,760
2,587,730
2,700,525
2,754,536
2,809,627
Contract Services
1,290,365
1,316,172
1,342,496
1,369,346
1,396,733
‐
‐
‐
‐
‐
Total Revenue Expenditures
Debt Interest Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures
‐
‐
‐
‐
‐
252,630
252,630
252,630
252,630
252,630
252,630
252,630
252,630
252,630
252,630
‐
‐
‐
‐
‐
3,475,218
3,514,503
3,572,231
3,630,278
3,689,095
3,461,561
3,500,846
3,558,574
3,616,621
3,675,438
‐
‐
‐
‐
‐
13,657
13,657
13,657
13,657
13,657
18,144,246
17,681,373
18,102,978
18,585,528
19,082,034
2,004,632
2,323,741
2,529,836
2,744,461
2,968,285
PAGE 699
2019 FINANCIAL PLAN
CITY OF KELOWNA
Active Living & Culture Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax
‐
‐
‐
‐
‐
(4,683,672)
(4,886,047)
(5,051,613)
(5,222,358)
(5,398,873)
Sales of Service
(3,277,366)
(3,429,395)
(3,546,559)
(3,666,433)
(3,790,358)
User Fees
(1,406,306)
(1,456,652)
(1,505,054)
(1,555,925)
(1,608,515)
(174,150)
(177,633)
(181,186)
(184,810)
(188,507)
Fees and Charges
Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
‐ (110,000) ‐ (64,150)
‐ (112,200) ‐ (65,433)
‐ (114,444) ‐ (66,742)
‐
‐
(116,733)
(119,068)
‐
‐
(68,077)
(69,439)
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
(336,440)
(336,440) (5,194,262)
(5,063,680)
(5,232,799)
(5,407,168)
(5,587,380)
Salaries and Wages
6,019,200
6,229,353
6,436,345
6,653,893
6,878,795
Internal Equipment
205,788
209,904
214,102
218,384
222,752
Material and Other
4,368,115
4,187,360
4,272,460
4,357,909
4,445,067
Contract Services
4,140,772
4,143,079
4,357,551
4,291,702
4,377,536
‐
‐
‐
‐
‐
Total Revenue Expenditures
Debt Interest Debt Principal
‐
‐
‐
‐
‐
Internal Allocations
‐
‐
‐
‐
‐
Interdepartment Transfer
‐
‐
‐
‐
‐
Interfund Transfer
‐
‐
‐
‐
‐
812,604
812,604
812,604
812,604
812,604
Transfer to Funds Special (Stat Reserve) Funds
‐
‐
‐
‐
‐
Development Cost Charges
‐
‐
‐
‐
‐
812,604
812,604
812,604
812,604
812,604
Total Expenditures
15,546,479
15,582,300
16,093,062
16,334,492
16,736,754
Net Operating Expenditures
10,352,217
10,518,620
10,860,263
10,927,324
11,149,374
Accumulated Surplus
PAGE 700
2019 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations ‐ General Fund Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants
‐
‐
‐
‐
‐
(29,976,768)
(29,940,318)
(30,540,438)
(31,158,494)
(31,791,964)
(24,801,801)
(25,297,837)
(25,803,794)
(26,319,870)
(26,846,267)
(5,174,967)
(4,642,481)
(4,736,644)
(4,838,624)
(4,945,697)
(4,179,370)
(3,896,214)
(4,009,774)
(4,126,469)
(4,246,836)
‐ (50,000)
‐ (51,000)
‐ (52,020)
‐
‐
(53,060)
(54,121)
Services to Other Governments
(1,830,686)
(1,745,085)
(1,791,865)
(1,839,869)
(1,889,279)
Interdepartment Transfer
(2,298,684)
(2,100,129)
(2,165,889)
(2,233,540)
(2,303,436)
Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
(668,300)
(30,000)
(30,000)
(30,000)
(30,000)
(360,000)
(30,000)
(30,000)
(30,000)
(30,000)
‐ (308,300)
‐
‐
‐
‐
‐
‐
‐
‐
(34,824,438)
(33,866,532)
(34,580,212)
(35,314,963)
(36,068,800)
Salaries and Wages
18,094,465
18,748,078
19,378,647
20,033,645
20,710,782
Internal Equipment
5,725,947
5,949,998
6,149,822
6,355,495
6,568,077
Material and Other
14,781,351
14,395,864
14,761,583
15,135,051
15,518,633
Contract Services
12,470,011
12,602,621
13,006,618
13,446,242
13,900,725
‐
‐
‐
‐
‐
Total Revenue Expenditures
Debt Interest
‐
‐
‐
‐
‐
2,087,017
1,645,217
1,645,217
1,645,217
1,645,217
2,087,017
1,645,217
1,645,217
1,645,217
1,645,217
‐
‐
‐
‐
‐
12,197,283
11,504,994
11,555,041
11,590,441
11,619,228
11,622,398
10,926,045
10,973,316
11,005,188
11,030,051
‐
‐
‐
‐
‐
574,885
578,949
581,725
585,253
589,177
Total Expenditures
65,356,074
64,846,772
66,496,928
68,206,091
69,962,662
Net Operating Expenditures
30,531,636
30,980,240
31,916,716
32,891,128
33,893,862
Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
PAGE 701
2019 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations ‐ Police Services Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax
‐
‐
‐
‐
‐
(506,642)
(516,774)
(527,110)
(537,652)
(548,405)
Sales of Service
(392,924)
(400,782)
(408,798)
(416,974)
(425,313)
User Fees
(113,718)
(115,992)
(118,312)
(120,678)
(123,092)
(4,967,848)
(5,067,205)
(5,168,549)
(5,271,920)
(5,377,359)
Fees and Charges
Other Revenue Interest Grants
‐ (4,065,650)
‐ (4,146,963)
‐ (4,229,902)
‐
‐
(4,314,500)
(4,400,790)
Services to Other Governments
(709,652)
(723,845)
(738,322)
(753,088)
(768,150)
Interdepartment Transfer
(192,546)
(196,397)
(200,325)
(204,332)
(208,419)
Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
(185,680)
(185,680) (5,660,170)
(5,583,979)
(5,695,659)
(5,809,572)
(5,925,764)
Salaries and Wages
5,537,948
5,300,653
5,476,785
5,661,900
5,853,272
Internal Equipment
28,168
28,731
29,306
29,892
30,490
Material and Other
434,222
437,113
445,855
454,772
463,867
33,252,849
35,310,691
36,469,889
37,702,571
38,976,918
‐
‐
‐
‐
‐
Total Revenue Expenditures
Contract Services Debt Interest Debt Principal
‐
‐
‐
‐
‐
Internal Allocations
‐
‐
‐
‐
‐
Interdepartment Transfer
‐
‐
‐
‐
‐
Interfund Transfer
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐ ‐
Transfer to Funds Special (Stat Reserve) Funds
‐
‐
‐
‐
Development Cost Charges
‐
‐
‐
‐
‐
Accumulated Surplus
‐
‐
‐
‐
‐
Total Expenditures
39,253,187
41,077,188
42,421,835
43,849,135
45,324,547
Net Operating Expenditures
33,593,017
35,493,209
36,726,176
38,039,563
39,398,783
PAGE 702
2019 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations ‐ Bylaw Services Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue
‐
‐
‐
‐
‐
(290,984)
(301,401)
(311,417)
(321,943)
(332,825)
(233,580)
(241,942)
(249,982)
(258,431)
(267,166)
(57,404)
(59,459)
(61,435)
(63,512)
(65,659)
‐
‐
‐
‐
‐
Interest
‐
‐
‐
‐
‐
Grants
‐
‐
‐
‐
‐
Services to Other Governments
‐
‐
‐
‐
‐
Interdepartment Transfer
‐
‐
‐
‐
‐
Transfers from Funds Special (Stat Reserve) Funds
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
Development Cost Charges
‐
‐
‐
‐
‐
Accumulated Surplus
‐
‐
‐
‐
‐
(290,984)
(301,401)
(311,417)
(321,943)
(332,825)
Salaries and Wages
2,435,236
2,636,086
2,723,679
2,815,739
2,910,911
Internal Equipment
52,200
53,244
54,309
55,395
56,503
Material and Other
228,346
186,054
189,775
193,571
197,442
40,662
41,475
42,305
43,151
44,014
‐
‐
‐
‐
‐
Total Revenue Expenditures
Contract Services Debt Interest Debt Principal
‐
‐
‐
‐
‐
Internal Allocations
‐
‐
‐
‐
‐
Interdepartment Transfer
‐
‐
‐
‐
‐
Interfund Transfer
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
Transfer to Funds Special (Stat Reserve) Funds
‐
‐
‐
‐
‐
Development Cost Charges
‐
‐
‐
‐
‐
Accumulated Surplus
‐
‐
‐
‐
‐
Total Expenditures
2,756,444
2,916,859
3,010,068
3,107,856
3,208,870
Net Operating Expenditures
2,465,460
2,615,458
2,698,651
2,785,913
2,876,045
PAGE 703
2019 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue
‐
‐
‐
‐
‐
(531,101)
(550,114)
(568,394)
(549,052)
(549,052)
(531,101)
(550,114)
(568,394)
(549,052)
(549,052)
‐ (1,201,142)
‐ (950,046)
‐ (973,580)
‐
‐
(1,000,826)
(1,037,011)
Interest
‐
‐
‐
‐
‐
Grants
‐
‐
‐
‐
‐
Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
‐ (1,201,142)
‐ (950,046)
‐ (973,580)
‐
‐
(1,000,826)
(1,037,011)
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
(351,000)
(351,000) (2,083,243)
(1,500,160)
(1,541,974)
(1,549,878)
(1,586,063)
Salaries and Wages
5,468,033
5,689,994
5,879,064
6,077,776
6,283,205
Internal Equipment
5,880
5,998
6,118
6,240
6,365
Material and Other
1,023,768
695,403
709,311
723,497
737,967
380,670
98,756
100,732
102,747
104,802
‐
‐
‐
‐
‐
Total Revenue Expenditures
Contract Services Debt Interest Debt Principal
‐
‐
‐
‐
‐
Internal Allocations
‐
‐
‐
‐
‐
Interdepartment Transfer
‐
‐
‐
‐
‐
Interfund Transfer
‐
‐
‐
‐
‐
25,461
25,461
25,461
25,461
25,461
Transfer to Funds Special (Stat Reserve) Funds
‐
‐
‐
‐
‐
Development Cost Charges
‐
‐
‐
‐
‐
25,461
25,461
25,461
25,461
25,461
Total Expenditures
6,903,812
6,515,612
6,720,686
6,935,721
7,157,800
Net Operating Expenditures
4,820,569
5,015,452
5,178,712
5,385,843
5,571,737
Accumulated Surplus
PAGE 704
2019 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services ‐ Debt & Other Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Library Requisition
(6,389,123)
(6,516,905)
(6,647,244)
(6,780,189)
(6,915,793)
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
(38,599) (329,341) (213,000) (116,341) (9,310,564) (308,240) ‐ (5,238,666) (3,763,658) (2,416,116) (1,157,646) (653,870) (604,600)
(38,599) (329,336) (213,000) (116,336) (9,496,775) (314,405) ‐ (5,343,439) (3,838,931) (3,260,784) (1,157,644) (2,103,140) ‐
(38,599) (329,336) (213,000) (116,336) (9,686,711) (320,693) ‐ (5,450,308) (3,915,710) (3,260,784) (1,157,644) (2,103,140) ‐
(38,599) (301,341) (213,000) (88,341) (9,892,975) (339,637) ‐ (5,559,314) (3,994,024) (2,606,914) (1,157,644) (1,449,270) ‐
(38,599) (301,341) (213,000) (88,341) (10,090,834) (346,430) ‐ (5,670,500) (4,073,904) (2,392,186) (942,916) (1,449,270) ‐
(18,483,743)
(19,642,399)
(19,962,674)
(19,620,018)
(19,738,754)
(1,064,325)
(1,064,325)
(1,064,325)
(1,064,325)
(1,064,325)
Revenue
Total Revenue Expenditures Salaries and Wages Internal Equipment
‐
‐
‐
‐
‐
Material and Other
6,798,974
6,934,953
7,073,653
7,227,656
7,372,209
‐
798,220
830,468
847,077
864,019
Debt Interest
2,685,914
2,474,268
2,568,101
3,367,293
4,423,792
Debt Principal
Contract Services
4,338,653
3,914,395
3,914,395
3,372,809
4,890,128
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
213,000 213,000 ‐ 16,650,098 10,667,666 ‐ 5,982,432
213,000 213,000 ‐ 18,745,498 13,267,666 ‐ 5,477,832
213,000 213,000 ‐ 18,745,498 13,267,666 ‐ 5,477,832
213,000 213,000 ‐ 18,241,498 12,763,666 ‐ 5,477,832
213,000 213,000 ‐ 18,241,498 12,763,666 ‐ 5,477,832
Total Expenditures
29,622,314
32,016,009
32,280,790
32,205,008
34,940,321
Net Operating Expenditures
11,138,571
12,373,610
12,318,117
12,584,990
15,201,568
PAGE 705
2019 FINANCIAL PLAN
CITY OF KELOWNA
Human Resources Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
‐ (61,000) (5,000) (56,000) (23,000) ‐ ‐ ‐ (23,000) (389,130) ‐ ‐ (389,130)
‐ (62,220) (5,100) (57,120) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ (63,464) (5,202) (58,262) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ (64,733) (5,306) (59,427) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ (66,028) (5,412) (60,616) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Revenue
(473,130)
(62,220)
(63,464)
(64,733)
(66,028)
1,963,789 900 2,365,350 227,400 ‐
2,043,912 918 2,229,853 257,548 ‐
2,111,828 936 2,274,450 267,799 ‐
2,183,208 955 2,319,939 273,155 ‐
2,257,000 974 2,366,338 278,618 ‐
Debt Principal
‐
‐
‐
‐
‐
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditures
4,557,439
4,532,231
4,655,013
4,777,257
4,902,930
Net Operating Expenditures
4,084,309
4,470,011
4,591,549
4,712,524
4,836,902
Revenue
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest
PAGE 706
2019 FINANCIAL PLAN
CITY OF KELOWNA
Human Resources ‐ Fire Department Revenues and Expenditures by Year
2019
2019
2020
2021
2022
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
‐ (2,408,813) (773,830) (1,634,983) (263,626) ‐ ‐ (263,626) ‐ ‐ ‐ ‐ ‐
‐ (2,474,544) (806,035) (1,668,509) (269,041) ‐ ‐ (269,041) ‐ ‐ ‐ ‐ ‐
‐ (2,540,889) (839,010) (1,701,879) (274,422) ‐ ‐ (274,422) ‐ ‐ ‐ ‐ ‐
‐ (2,591,707) (855,790) (1,735,917) (279,910) ‐ ‐ (279,910) ‐ ‐ ‐ ‐ ‐
‐ (2,643,541) (872,906) (1,770,635) (285,508) ‐ ‐ (285,508) ‐ ‐ ‐ ‐ ‐
Total Revenue
(2,672,439)
(2,743,585)
(2,815,311)
(2,871,617)
(2,929,049)
Salaries and Wages
18,979,345
20,214,409
21,067,504
21,779,586
22,515,736
Internal Equipment
123,876
126,354
128,881
131,459
134,088
Material and Other
1,766,902
1,736,317
1,751,484
1,786,514
1,822,244
201,184
505,208
509,312
519,498
529,888
Revenue
Expenditures
Contract Services Debt Interest
‐
‐
‐
‐
‐
Debt Principal
‐
‐
‐
‐
‐
134,545 134,545 ‐ 1,073,740 800,000 ‐ 273,740
136,245 136,245 ‐ 1,073,740 800,000 ‐ 273,740
137,945 137,945 ‐ 1,073,740 800,000 ‐ 273,740
137,945 137,945 ‐ 1,073,740 800,000 ‐ 273,740
137,945 137,945 ‐ 1,073,740 800,000 ‐ 273,740
Total Expenditures
22,279,592
23,792,273
24,668,866
25,428,742
26,213,641
Net Operating Expenditures
19,607,153
21,048,688
21,853,555
22,557,125
23,284,592
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
PAGE 707
2019 FINANCIAL PLAN
CITY OF KELOWNA
Corporate Strategic Services Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
‐ (300,400) (192,400) (108,000) (139,074) ‐ ‐ ‐ (139,074) ‐ ‐ ‐ ‐
‐ (622,608) (512,448) (110,160) (141,855) ‐ ‐ ‐ (141,855) ‐ ‐ ‐ ‐
‐ (635,060) (522,697) (112,363) (144,693) ‐ ‐ ‐ (144,693) ‐ ‐ ‐ ‐
‐ (137,761) (23,151) (114,610) (147,587) ‐ ‐ ‐ (147,587) ‐ ‐ ‐ ‐
‐ (140,516) (23,614) (116,902) (150,539) ‐ ‐ ‐ (150,539) ‐ ‐ ‐ ‐
Total Revenue
(439,474)
(764,463)
(779,753)
(285,348)
(291,055)
Salaries and Wages
5,145,870
5,432,968
5,613,497
5,613,903
5,803,653
Internal Equipment
6,500
6,630
6,763
6,898
7,036
Material and Other
2,306,734
2,405,807
2,453,923
2,478,695
2,528,269
‐
‐
‐
‐
‐
Revenue
Expenditures
Contract Services Debt Interest
‐
‐
‐
‐
‐
Debt Principal
‐
‐
‐
‐
‐
‐ ‐ ‐ 110,400 ‐ ‐ 110,400
‐ ‐ ‐ 110,400 ‐ ‐ 110,400
‐ ‐ ‐ 110,400 ‐ ‐ 110,400
‐ ‐ ‐ 110,400 ‐ ‐ 110,400
‐ ‐ ‐ 110,400 ‐ ‐ 110,400
Total Expenditures
7,569,504
7,955,805
8,184,583
8,209,896
8,449,358
Net Operating Expenditures
7,130,030
7,191,342
7,404,830
7,924,548
8,158,303
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
PAGE 708
2019 FINANCIAL PLAN
CITY OF KELOWNA
Capital Summary ‐ General Fund Cost Centre 300 301 302 304 305 306 308 310 311
2019 Real Estate & Parking Buildings Parks Transportation Solid Waste Storm Drainage Information Services Vehicle & Mobile Equipment Fire
Funding Sources: General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding* Dev/Comm/Other Contributions Utility Revenue
2020
2021
2022
2023
5,226,040 9,100,400 25,349,490 39,892,890 13,294,830 6,027,180 8,736,120 8,433,290 2,026,600
5,078,789 4,297,830 10,934,080 24,730,675 9,685,000 1,773,581 1,432,236 5,764,955 1,126,112
3,202,900 9,011,715 6,711,718 14,176,229 6,385,000 675,854 955,652 4,785,857 585,830
2,995,202 51,480,364 11,131,419 11,258,930 8,785,000 1,268,090 1,042,306 3,049,303 2,715,906
2,666,601 30,420,554 15,490,160 16,631,755 9,760,000 988,787 1,019,644 4,161,324 187,466
118,086,840
64,823,258
46,490,755
93,726,520
81,326,291
13,801,600 60,901,528 16,625,352 10,434,250 10,907,130 3,329,490 2,087,490
14,221,481 34,393,166 8,791,991 ‐ ‐ 6,732,960 683,660
14,938,426 15,998,640 8,198,276 5,684,000 ‐ 685,240 986,173
15,684,550 23,765,096 9,195,039 44,079,300 ‐ 403,730 598,805
16,085,983 22,680,914 14,528,785 26,680,000 ‐ 864,470 486,139
118,086,840
64,823,258
46,490,755
93,726,520
81,326,291
* 2018 ‐ 2027 10‐Year Capital Plan only includes confirmed Federal and Provincial Funding
PAGE 709
2019 FINANCIAL PLAN
CITY OF KELOWNA
Capital Funding Summary General Fund Capital Funding 2019 to 2023
Federal/Provincial Funding 3%
Utility Revenue 1%
Dev/Comm/Other Contributions 3%
Development Cost Charges 14% Surplus/Reserves 39%
General Taxation 18%
Debenture/Borrowing 22%
2019
2020
2021
2022
2023
Funding Sources: General Taxation
13,801,600
14,221,481
14,938,426
15,684,550
16,085,983
Surplus/Reserves
60,901,528
34,393,166
15,998,640
23,765,096
22,680,914
Development Cost Charges
16,625,352
8,791,991
8,198,276
9,195,039
14,528,785
Debenture/Borrowing
10,434,250
‐
5,684,000
44,079,300
26,680,000
Federal/Provincial Funding
10,907,130
‐
‐
‐
‐
3,329,490
6,732,960
685,240
403,730
864,470
Dev/Comm/Other Contributions Utility Revenue Total Five‐Year Capital Program
2,087,490
683,660
986,173
598,805
486,139
118,086,840
64,823,258
46,490,755
93,726,520
81,326,291 404,453,664
PAGE 710
2019 FINANCIAL PLAN
CITY OF KELOWNA
Capital Funding Summary by Cost Centre General Fund 2019 to 2023 ‐ Taxation 30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
Cost
General Fund
Centre 300
Real Estate & Parking
301
Buildings
302
Parks
304
Transportation
305
Solid Waste
Total $ 19,169,532
% 4.7
Taxation 3,879,492
% 5.2 12.8
104,310,863
25.8
9,561,242
69,616,867
17.2
18,050,647
24.1
106,690,479
26.4
32,631,331
43.6
47,909,830
11.8
‐
0.0
306
Storm Drainage
10,733,492
2.7
4,376,312
5.9
308
Information Services
13,185,958
3.3
4,481,645
6.0
310
Vehicle & Mobile Equipment
26,194,729
6.5
1,713,671
2.3
311
Fire
6,641,914
1.6
37,700
0.1
Total Five‐Year Program
404,453,664
74,732,040
PAGE 711
2019 FINANCIAL PLAN
CITY OF KELOWNA
Real Estate & Parking Capital Plan No. L1 L2 L3 L4
Plan Description General Land Road & Sidewalk Land Acquisition Parking Infrastructure Strategic Land Redevelopment
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
Five‐Year Total Funding Five‐Year Taxation Funding
2019
2020
2021
2022
2023
2,505,180 257,660 2,213,200 250,000
1,975,289 25,000 2,828,500 250,000
1,945,900 25,000 982,000 250,000
2,003,202 25,000 717,000 250,000
2,199,101 25,000 192,500 250,000
5,226,040
5,078,789
3,202,900
2,995,202
2,666,601
676,000 4,494,860 55,180 ‐ ‐ ‐ ‐
745,289 4,078,500 ‐ ‐ ‐ 255,000 ‐
715,900 2,232,000 ‐ ‐ ‐ 255,000 ‐
773,202 1,967,000 ‐ ‐ ‐ 255,000 ‐
969,101 1,442,500 ‐ ‐ ‐ 255,000 ‐
5,226,040
5,078,789
3,202,900
2,995,202
2,666,601
19,169,532 3,879,492
PAGE 712
2019 FINANCIAL PLAN
CITY OF KELOWNA
Real Estate & Parking Capital Plan
Total Five‐Year
No.
Plan Description
Project Costs
1.
General Land Annual allocation for the purchase of land for general purposes. This may allow for acquiring properties at less than fair market value, creating land assembly opportunities, creating a revenue generating land bank and providing trade potential.
10,628,672
2.
Road and Sidewalk Land Acquisition To fund the purchase of land required for the widening of roads to accommodate road improvements and/or sidewalks.
357,660
3.
Parking Infrastructure Funding to renew parking infrastructure and to invest in efficient parking management technology.
6,933,200
4.
Strategic Land Redevelopment Funding to redevelop City owned land to improve public benefit and encourage economic development.
1,250,000
Five‐Year Total Funding
19,169,532
PAGE 713
2019 FINANCIAL PLAN
CITY OF KELOWNA
Building Capital Plan No. B1 B2 B3 B4 B5 B6
Plan Description Parks and Recreation Buildings Community and Cultural Buildings Civic/Protective Service Buildings Transportation and Public Works Buildings Heritage Buildings Capital Opportunities and Partnerships
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
Five‐Year Total Funding Five‐Year Taxation Funding
2019
2020
2021
2022
2023
2,049,610 503,440 5,668,470 818,880 0 60,000
1,493,225 347,572 1,794,439 112,594 500,000 50,000
8,001,865 427,696 252,565 129,589 150,000 50,000
48,525,071 254,517 1,386,083 64,693 1,200,000 50,000
27,743,739 477,566 1,161,125 138,124 100,000 800,000
9,100,400
4,297,830
9,011,715
51,480,364
30,420,554
1,509,100 6,967,650 ‐ 323,650 ‐ ‐ 300,000
2,490,830 1,807,000 ‐ ‐ ‐ ‐ ‐
1,881,415 1,446,300 ‐ 5,684,000 ‐ ‐ ‐
1,893,564 5,507,500 ‐ 44,079,300 ‐ ‐ ‐
1,786,333 1,954,221 ‐ 26,680,000 ‐ ‐ ‐
9,100,400
4,297,830
9,011,715
51,480,364
30,420,554
104,310,863 9,561,242
PAGE 714
2019 FINANCIAL PLAN
CITY OF KELOWNA
Building Capital Plan No.
Plan Description
Total Five‐Year Project Costs
1.
Parks and Recreation Buildings An allocation for the development of new Parks and Recreation buildings as well as the redevelopment, expansion and renewal of existing ones in various locations throughout the City to keep pace with the increasing demand due to population growth and emerging trends. This category includes Parks Administration, Parks washrooms, field houses, arenas and pools.
2.
Community and Cultural Buildings An allocation for the development of new community and cultural buildings as well as the redevelopment, renewal and expansion of existing ones. This category includes the theaters, libraries, senior centres, community halls, art gallery, museums and the RCA.
3.
Civic/Protective Service Buildings An allocation for the development of new civic and protective buildings as well as the redevelopment, renewal and expansion of existing ones. This category includes firehalls, police stations and City Hall.
10,262,682
4.
Transportation and Public Works Buildings Funding to support renewal, replacement and new construction of Transportation and Public Works Buildings throughout the City to keep pace increasing demand due to population growth and emerging trends. This category includes Public Works Yard, parkades, cemetery and WWTF administration.
1,263,880
5.
Heritage Buildings An allocation for the development of new City‐owned Heritage buildings as well as the redevelopment, renewal and expansion of existing ones.
1,950,000
6.
Capital Opportunities and Partnerships Funding for special projects including partnerships with the School District on community space as part of new school construction as well as funding to allow for capital projects that were not envisioned during the plan development, including partnerships. Five‐Year Total Funding
87,813,510
2,010,791
1,010,000
104,310,863
PAGE 715
2019 FINANCIAL PLAN
CITY OF KELOWNA
Parks Capital Plan No. P1 P2 P3 P4 P5 P6 P7 P8 P9
Plan Description DCC Parkland Acquisition Linear/Natural Area Park Development Neighbourhood Park Development Community Park Development Recreation Park Development City‐Wide Park Development Linear/Natural Area Park Development Park Renew., Rehab. & Upgrades Capital Opportunities and Partners
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2019
2020
2021
2022
2023
8,080,040 218,520 300,000 1,858,400 2,222,300 10,090,440 674,060 912,060 993,670
4,258,449 500,000 ‐ 900,000 388,000 3,812,000 200,000 875,631 ‐
3,668,730 650,000 700,000 ‐ ‐ ‐ 275,800 1,267,188 150,000
7,170,397 500,000 ‐ 2,755,000 ‐ ‐ ‐ 656,022 50,000
10,073,020 500,000 ‐ 3,800,000 350,000 ‐ 250,000 467,140 50,000
25,349,490
10,934,080
6,711,718
11,131,419
15,490,160
3,659,900 7,215,608 4,529,572 2,952,000 6,570,000 422,410 ‐
3,350,463 1,760,631 3,772,986 ‐ ‐ 2,050,000 ‐
2,289,035 1,172,188 3,250,495 ‐ ‐ ‐ ‐
3,397,425 1,381,022 6,352,972 ‐ ‐ ‐ ‐
5,353,824 1,211,640 8,924,696 ‐ ‐ ‐ ‐
25,349,490
10,934,080
6,711,718
11,131,419
15,490,160
Five‐Year Total Funding
69,616,867
Five‐Year Taxation Funding
18,050,647
PAGE 716
2019 FINANCIAL PLAN
CITY OF KELOWNA
Parks Capital Total Five‐Year Plan No.
Plan Description
1.
DCC Parkland Acquisition Park acquisition program based on the residential growth in the City for the purchase of parkland (Neighbourhood, Community, Recreation and City‐wide level parks) under the Development Cost Charge program (DCC). Funding is primarily allocated from developer revenue with general taxation covering both the assist factor and secondary suites that are paying reduced DCC’s.
33,250,636
2.
Linear/Natural Area Parkland Park acquisition program for the purchase of Natural Areas and Linear Parks not attributed to the DCC program.
2,368,520
3.
Neighbourhood Park Development An allocation to cover the development of neighbourhood level parks including off‐site costs related to park development, but does not include buildings.
1,000,000
4.
Community Park Development An allocation to cover the development of community level parks including off‐site costs related to park development, but does not include buildings.
9,313,400
5.
Recreation Park Development An allocation to cover the development of recreation level parks including off‐site costs related to park development, but does not include buildings.
2,960,300
6.
City‐Wide Park Development An allocation to cover the development of city‐wide level parks including off‐site costs related to park development, but does not include buildings.
13,902,440
7.
Linear/Natural Area Park Development An allocation to cover the development of natural areas and linear parks/trails.
1,399,860
8.
Park Renewal, Rehabilitation & Infrastructure Upgrades An allocation for major repairs or replacement of existing park infrastructure such as sidewalks, hard‐surfaced trails, parking lots, sport courts, lighting, electrical and water services, irrigation, fencing, bridges and other major structures.
4,178,041
9.
Capital Opportunities and Partners An allocation for various strategic investments into the park and open space system as well as funding to allow for capital projects that were not envisioned during the plan development, including partnerships.
1,243,670
Five‐Year Total Funding
Project Costs
69,616,867
PAGE 717
2019 FINANCIAL PLAN
CITY OF KELOWNA
Transportation Capital Plan No. T1 T2 T3 T4 T5 T6 T7 T8 T9
Plan Description Development Cost Charge Roads DCC Roads ‐ Active Transportation Non‐DCC Roads Transportation System Renewal Bicycle Network Sidewalk Network Safety and Operational Improvements Traffic Control Infrastructure Transit Facilities
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
Five‐Year Total Funding Five‐Year Taxation Funding
2019
2020
2021
2022
2023
16,844,180 13,278,490 249,890 5,150,240 2,265,520 695,050 512,640 357,910 538,970
7,207,203 7,309,800 ‐ 9,163,672 300,000 300,000 400,000 ‐ 50,000
6,562,785 685,140 ‐ 4,828,304 300,000 400,000 400,000 950,000 50,000
2,756,035 1,334,480 ‐ 5,393,415 450,000 400,000 400,000 450,000 75,000
5,399,260 5,302,784 ‐ 3,929,711 450,000 500,000 475,000 500,000 75,000
39,892,890
24,730,675
14,176,229
11,258,930
16,631,755
5,368,800 12,358,210 12,040,600 7,158,600 547,900 2,418,780 ‐
5,064,171 10,269,539 5,019,005 ‐ ‐ 4,377,960 ‐
8,468,061 380,147 4,947,781 ‐ ‐ 380,240 ‐
7,370,262 947,871 2,842,067 ‐ ‐ 98,730 ‐
6,360,037 4,108,159 5,604,089 ‐ ‐ 559,470 ‐
39,892,890
24,730,675
14,176,229
11,258,930
16,631,755
106,690,479 32,631,331
PAGE 718
2019 FINANCIAL PLAN
CITY OF KELOWNA
Transportation Capital Plan No.
Plan Description
Total Five‐Year Project Costs
1.
Development Cost Charge (DCC) Roads Allocation for design, land and construction costs associated with DCC Road projects.
38,769,463
2.
DCC Roads ‐ Active Transportation Allocation for design, land and construction costs associated with DCC Active Transportation projects. General taxation to cover 77.7% Assist.
27,910,694
3.
Non‐DCC Roads Infrastructure upgrades which are not part of the 20 Year Servicing Plan and Financing Strategy (collectors and local roads) and City initiated projects to upgrade streets to full urban standards including drainage, fillet paving, sidewalks and landscaped boulevards.
249,890
4.
Transportation System Renewal Allocation for overlay and other processes, including micro asphalting, for rehabilitation of City roads. Also includes renewal of curb and gutter, bike paths, retaining walls, bridges, street lights, handrails and stairways.
28,465,342
5.
Bicycle Network Allocation for bike network system additions.
3,765,520
6.
Sidewalk Network Allocation required to complete the Non‐DCC portion of the sidewalk network.
2,295,050
7.
Safety and Operational Improvements Allocation to cover field reviews and capital improvements for safety improvements or to improve operational efficiency. This will include projects such as left turn bays, traffic control changes, safety barriers, signs, markings, handicap access improvements and retrofit medians.
2,187,640
8.
Traffic Control Infrastructure This program is for construction of new traffic signal control infrastructure that is not part of the DCC program. This includes new traffic signals and pedestrian activated traffic signals, installation of new communication for the traffic signals system and where new development occurs install conduit for future traffic signals.
2,257,910
9.
Transit Facilities Construction of new of existing transit facilities, bus pullouts and shelters. Five‐Year Total Funding
788,970
106,690,479
PAGE 719
2019 FINANCIAL PLAN
CITY OF KELOWNA
Solid Waste Capital Plan No. SW1 SW2 SW3 SW4 SW5 SW6 SW7 SW8 SW9
Plan Description Equipment Site Improvement Gas Management Leachate Management Drainage & Groundwater Management Recycling and Waste Management Landfill Area Development Closure and Reclamation Solid Waste Renewal
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
Five‐Year Total Funding
2019
2020
2021
2022
2023
582,920 4,101,610 1,050,000 734,100 482,010 200,000 6,054,190 ‐ 90,000
450,000 3,000,000 700,000 475,000 50,000 ‐ 4,550,000 ‐ 460,000
300,000 2,225,000 700,000 550,000 250,000 ‐ 1,900,000 ‐ 460,000
300,000 225,000 700,000 ‐ ‐ 300,000 6,300,000 500,000 460,000
300,000 1,100,000 400,000 500,000 ‐ ‐ 6,250,000 750,000 460,000
13,294,830
9,685,000
6,385,000
8,785,000
9,760,000
‐ 12,360,730 ‐ ‐ ‐ 313,970 620,130
‐ 9,685,000 ‐ ‐ ‐ ‐ ‐
‐ 6,385,000 ‐ ‐ ‐ ‐ ‐
‐ 8,785,000 ‐ ‐ ‐ ‐ ‐
‐ 9,760,000 ‐ ‐ ‐ ‐ ‐
13,294,830
9,685,000
6,385,000
8,785,000
9,760,000
47,909,830
Five‐Year Taxation Funding
‐
PAGE 720
2019 FINANCIAL PLAN
CITY OF KELOWNA
Solid Waste Capital Plan No.
Plan Description
Total Five‐Year Project Costs
1.
Equipment Funding for new equipment and replacement of existing equipment.
2.
Site Improvement Funding for site improvements like buildings, roads, landscaping and fencing.
3.
Gas Management Required for design, installation and extension of gas management system and utilization of gas to energy.
3,550,000
4.
Leachate Management Required for installation and extension of leachate collection, treatment, recirculation network and pump facilities.
2,259,100
5.
Drainage and Groundwater Management Funding for design and installation of surface and groundwater systems, piping, storage and pump stations.
782,010
6.
Recycling and Waste Management Facilities and infrastructure to support waste management and recycling including composting, waste separation and diversion, last chance mercantile, and curbside bins.
500,000
7.
Landfill Area Development Required for planning, design and development of areas for filling to maximize available space.
8.
Closure and Reclamation Required for design and construction of final cover system and closure infrastructure and reclamation of disturbed areas to natural state.
1,250,000
9.
Solid Waste Renewal Renewal and replacement of site infrastructure and equipment.
1,930,000
Five‐Year Total Funding
1,932,920
10,651,610
25,054,190
47,909,830
PAGE 721
2019 FINANCIAL PLAN
CITY OF KELOWNA
Storm Drainage Capital Plan No. D1 D2 D3
Plan Description Hydraulic Upgrading Program Storm Drainage Quality Program Storm Drainage Renewal
General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
Five‐Year Total Funding Five‐Year Taxation Funding
2019
2020
2021
2022
2023
1,046,560 280,080 4,700,540
1,379,054 90,000 304,527
442,630 ‐ 233,224
941,032 90,000 237,058
622,825 90,000 275,962
6,027,180
1,773,581
675,854
1,268,090
988,787
1,080,000 1,232,540 ‐ ‐ 3,714,640 ‐ ‐
858,581 915,000 ‐ ‐ ‐ ‐ ‐
675,854 ‐ ‐ ‐ ‐ ‐ ‐
1,243,090 25,000 ‐ ‐ ‐ ‐ ‐
518,787 470,000 ‐ ‐ ‐ ‐ ‐
6,027,180
1,773,581
675,854
1,268,090
988,787
10,733,492 4,376,312
PAGE 722
2019 FINANCIAL PLAN
CITY OF KELOWNA
Storm Drainage Capital Plan No.
Plan Description
1.
Hydraulic Upgrading Program Estimated expenditures to cover hydraulic improvements to the storm drainage system. These projects are taken directly from the area drainage plans (North, Rutland, Central, Downtown, South Mission and South East Kelowna). Projects are ranked according to priority.
2.
Storm Drainage Quality Program
Total Five‐Year Project Costs 4,432,101
550,080
This program includes storm drainage quality projects taken from the area drainage plans and forms the overall work program. The program includes a hydrocarbon and sediment reduction program along high traffic/accident routes. The program considers priority sanding routes, environmental risk, accident rate and coordinated opportunities as criteria for location selection. 3.
Storm Drainage Renewal
5,751,311
This program provides for the renewal and replacement of pipes, pump stations, and treatment facilities.
Five‐Year Total Funding
10,733,492
PAGE 723
2019 FINANCIAL PLAN
CITY OF KELOWNA
Information Capital Plan No. I1 I2 I3 I4
Plan Description Front Office Equipment Server and Data Storage Major System Projects Communications Systems
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
Five‐Year Total Funding Five‐Year Taxation Funding
2019
2020
2021
2022
2023
386,000 180,000 6,264,660 1,905,460
423,500 300,000 528,736 180,000
435,000 180,000 185,652 155,000
397,500 230,000 189,806 225,000
382,500 205,000 277,144 155,000
8,736,120
1,432,236
955,652
1,042,306
1,019,644
1,176,600 6,736,040 ‐ ‐ 74,590 50,000 698,890
1,067,838 314,398 ‐ ‐ ‐ 50,000 ‐
639,634 266,018 ‐ ‐ ‐ 50,000 ‐
736,991 255,315 ‐ ‐ ‐ 50,000 ‐
860,582 109,062 ‐ ‐ ‐ 50,000 ‐
8,736,120
1,432,236
955,652
1,042,306
1,019,644
13,185,958 4,481,645
PAGE 724
2019 FINANCIAL PLAN
CITY OF KELOWNA
Information Capital Plan
Total Five‐Year
No.
Plan Description
1.
Front Office Equipment Information Services have been utilizing a 5 year replacement cycle for desktop equipment which includes computers, printers, monitors, scanners and software. It also includes work group equipment such as large format plotters and copiers.
2,024,500
2.
Server and Data Storage To provide equipment and software in City Hall data centre to support the various systems in place for staff and includes equipment for the Fire Hall data centre. Included are servers, disk storage, tape backups and the related software.
1,095,000
3.
Major System Projects Major systems projects include tax system, collection systems (cash and electronic funds), permit systems, property systems, Unit4 ERP system, Asset Management system, customer relation systems (service requests), employee time entry systems and maintenance management systems.
7,445,998
4.
Communications Systems To provide a networking environment that interconnects the various places and spaces used by City staff, this budget will support the expansion of the City’s fibre optic ring which will reduce need for leased communication lines. Network components that have reached the end of their serviceable life will also be replaced.
2,620,460
Five‐Year Total Funding
Project Costs
13,185,958
PAGE 725
2019 FINANCIAL PLAN
CITY OF KELOWNA
Vehicle & Mobile Equipment Capital Plan No. V1 V2
Plan Description Additional Vehicles/Equipment Vehicle/Equipment Renewal
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
Five‐Year Total Funding Five‐Year Taxation Funding
2019
2020
2021
2022
2023
553,300 7,879,990
1,608,123 4,156,832
1,480,878 3,304,979
1,108,829 1,940,474
904,848 3,256,476
8,433,290
5,764,955
4,785,857
3,049,303
4,161,324
293,500 7,546,990 ‐ ‐ ‐ 124,330 468,470
644,309 4,436,986 ‐ ‐ ‐ ‐ 683,660
268,527 3,531,157 ‐ ‐ ‐ ‐ 986,173
270,016 2,180,482 ‐ ‐ ‐ ‐ 598,805
237,319 3,437,866 ‐ ‐ ‐ ‐ 486,139
8,433,290
5,764,955
4,785,857
3,049,303
4,161,324
26,194,729 1,713,671
PAGE 726
2019 FINANCIAL PLAN
CITY OF KELOWNA
Vehicle & Mobile Equipment Capital Plan No.
Plan Description
Total Five‐Year Project Costs
1.
Additional Vehicles/Equipment This budget supports the addition of new vehicles and equipment to the corporate fleet in response to increased service demand from population growth or additional services.
5,655,978
2.
Vehicle/Equipment Renewal As part of the City’s vehicle replacement program, vehicles at the end of their service life cycles are replaced using funds from the equipment replacement reserve. Cars and light trucks have an average design life of 10 years. Most heavy duty equipment has a service life of 7‐10 years or 10,000‐12,000 hour run time.
20,538,751
Five‐Year Total Funding
26,194,729
PAGE 727
2019 FINANCIAL PLAN
CITY OF KELOWNA
Fire Capital Plan No. F1 F2 F3
Plan Description Vehicle/Equipment Renewal Additional Vehicles/Equipment Communications Systems
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
Five‐Year Total Funding Five‐Year Taxation Funding
2019
2020
2021
2022
2023
838,100 1,082,000 106,500
804,080 322,032 ‐
585,830 ‐ ‐
2,715,906 ‐ ‐
‐ ‐ 187,466
2,026,600
1,126,112
585,830
2,715,906
187,466
37,700 1,988,900 ‐ ‐ ‐ ‐ ‐
‐ 1,126,112 ‐ ‐ ‐ ‐ ‐
‐ 585,830 ‐ ‐ ‐ ‐ ‐
‐ 2,715,906 ‐ ‐ ‐ ‐ ‐
‐ 187,466 ‐ ‐ ‐ ‐ ‐
2,026,600
1,126,112
585,830
2,715,906
187,466
6,641,914 37,700
PAGE 728
2019 FINANCIAL PLAN
CITY OF KELOWNA
Fire Capital Plan
Total Five‐Year
No. 1.
Plan Description Vehicle/Equipment Renewal
Project Costs 4,943,916
As part of the Fire Departments vehicle/equipment replacement program, vehicles and equipment at the end of their service life cycles are replaced using funds from the Fire Departments equipment replacement reserve. 2.
3.
Additional Vehicles/Equipment This budget supports the addition of new vehicles and equipment to the Fire Department in response to increased service demand from population growth. Communications Systems
1,404,032
293,966
To provide for radio system improvements or replacement, including dispatch requirements.
Five‐Year Total Funding
6,641,914
PAGE 729
2019 FINANCIAL PLAN
CITY OF KELOWNA
Operating Summary ‐ Utility Funds Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax Fees and Charges Sales of Service User Fees
(2,917,981)
(2,637,203)
(3,400,957)
(3,425,677)
(3,448,013)
(73,454,000)
(74,970,458)
(76,538,550)
(78,526,168)
(80,550,831)
(71,774,884)
(73,109,917)
(74,710,329)
(76,674,629)
(78,675,648)
(1,679,116)
(1,860,541)
(1,828,221)
(1,851,539)
(1,875,183)
(2,851,743)
(3,466,307)
(2,911,791)
(2,992,034)
(3,038,857)
Interest
(654,902)
(1,055,835)
(971,330)
(1,041,384)
(1,079,210)
Grants
(654,496)
(410,052)
(414,027)
(418,205)
(421,433)
‐
(365,095)
(371,009)
(377,020)
(382,789)
(1,542,345)
(1,635,325)
(1,155,425)
(1,155,425)
(1,155,425)
(13,375,374)
(10,864,078)
(7,676,002)
(7,676,002)
(7,676,002)
Other Revenue
Other Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds
‐
‐
‐
‐
‐
Development Cost Charges
(4,971,365)
(1,565,490)
(252,310)
(252,310)
(252,310)
Accumulated Surplus
(8,404,009)
(9,298,588)
(7,423,692)
(7,423,692)
(7,423,692)
(92,599,098)
(91,938,046)
(90,527,300)
(92,619,881)
(94,713,703)
14,654,457
Total Revenue Expenditures Salaries and Wages
12,787,731
13,455,550
13,711,870
14,175,331
Internal Equipment
1,382,915
1,442,806
1,458,136
1,487,299
1,517,044
Material and Other
18,282,474
17,532,380
18,232,014
18,848,256
19,485,327
Contract Services Debt Interest Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
650,690 2,641,858 7,471,590 9,012,774 6,841,879 2,170,895 34,087,866 156,310 ‐ 33,931,556
239,035 1,814,318 4,814,192 8,318,714 6,147,819 2,170,895 32,656,096 156,310 ‐ 32,499,786
244,904 1,457,518 2,916,282 7,818,914 5,648,019 2,170,895 35,693,450 156,310 ‐ 35,537,140
250,974 1,862,173 2,953,497 7,800,514 5,629,619 2,170,895 35,468,237 156,310 ‐ 35,311,927
257,204 2,347,828 3,845,481 7,800,514 5,629,619 2,170,895 36,496,312 156,310 ‐ 36,340,002
Total Expenditures
86,317,898
80,273,091
81,533,088
82,846,281
86,404,167
Net Operating Expenditures
(6,281,200)
(11,664,955)
(8,994,212)
(9,773,600)
(8,309,536)
PAGE 730
2019 FINANCIAL PLAN
CITY OF KELOWNA
Utility Funds ‐ Net operating revenues Net Operating Expenditure by Year
Water 21%
Airport 51%
Wastewater 28%
Water
2019 (19,149,424)
2020 (18,959,935)
2021 (19,501,436)
2022 (20,285,573)
2023 (21,092,532)
Wastewater
(25,701,038)
(24,106,778)
(22,470,925)
(23,187,541)
(23,874,306)
Airport
(47,748,636)
(48,871,333)
(48,554,939)
(49,146,767)
(49,746,865)
Total Revenue
(92,599,098)
(91,938,046)
(90,527,300)
(92,619,881)
(94,713,703)
PAGE 731
2019 FINANCIAL PLAN
CITY OF KELOWNA
Water Fund Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Other Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
(1,594,665) (15,816,964) (15,780,444) (36,520) (774,615) (128,780) (17,590) ‐ (628,245) (963,180) ‐ ‐ (963,180)
(1,566,176) (15,867,899) (15,830,649) (37,250) (1,133,420) (38,100) ‐ (365,095) (730,225) (392,440) ‐ ‐ (392,440)
(2,329,930) (16,119,022) (16,081,027) (37,995) (660,044) (38,710) ‐ (371,009) (250,325) (392,440) ‐ ‐ (392,440)
(2,354,995) (16,871,464) (16,832,709) (38,755) (666,674) (39,329) ‐ (377,020) (250,325) (392,440) ‐ ‐ (392,440)
(2,378,869) (17,648,190) (17,608,660) (39,530) (673,033) (39,919) ‐ (382,789) (250,325) (392,440) ‐ ‐ (392,440)
Total Revenue
(19,149,424)
(18,959,935)
(19,501,436)
(20,285,573)
(21,092,532)
3,866,599 484,298 3,899,243 447,970
4,164,132 526,216 3,558,484 31,488
4,245,137 527,273 3,789,463 32,535
4,388,623 537,818 3,917,547 33,635
4,536,958 548,574 4,049,960 34,772
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest
296,440
296,475
296,475
296,475
296,475
Debt Principal
335,286
256,345
256,345
256,345
256,345
2,516,311 1,670,316 845,995 4,619,477 ‐ ‐
2,207,961 1,361,966 845,995 4,352,294 ‐ ‐
1,717,261 871,266 845,995 4,317,860 ‐ ‐
1,708,061 862,066 845,995 4,803,469 ‐ ‐
1,708,061 862,066 845,995 5,314,221 ‐ ‐
4,619,477
4,352,294
4,317,860
4,803,469
5,314,221
Total Expenditures
16,465,624
15,393,395
15,182,349
15,941,973
16,745,366
Net Operating Expenditures
(2,683,800)
(3,566,540)
(4,319,087)
(4,343,600)
(4,347,166)
1,258,377
1,921,611
1,360,033
1,433,169
1,953,121
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges
Accumulated Surplus
Surplus/(Deficit) (Included Above)
The Net Operating Expenditures total is the amount of funding required for capital expenditures in the specific year. The Surplus/(Deficit) is the overall surplus/(deficit) budgeted for the fund during the year.
PAGE 732
2019 FINANCIAL PLAN
CITY OF KELOWNA
Wastewater Fund Revenues and Expenditures by Year
2019
2020
2021
2022
2023
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Other Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
(1,323,316) (16,518,096) (16,462,780) (55,316) (1,572,628) (368,122) (290,406) ‐ (914,100) (6,286,998) ‐ (4,971,365) (1,315,633)
(1,071,027) (17,333,940) (17,123,008) (210,932) (2,052,092) (856,575) (290,417) ‐ (905,100) (3,649,719) ‐ (1,565,490) (2,084,229)
(1,071,027) (18,074,501) (17,918,885) (155,616) (1,963,754) (768,237) (290,417) ‐ (905,100) (1,361,643) ‐ (252,310) (1,109,333)
(1,070,682) (18,725,315) (18,569,699) (155,616) (2,029,901) (834,384) (290,417) ‐ (905,100) (1,361,643) ‐ (252,310) (1,109,333)
(1,069,144) (19,380,826) (19,225,210) (155,616) (2,062,693) (868,267) (289,326) ‐ (905,100) (1,361,643) ‐ (252,310) (1,109,333)
Total Revenue
(25,701,038)
(24,106,778)
(22,470,925)
(23,187,541)
(23,874,306)
Salaries and Wages
3,779,420
3,936,330
3,933,704
4,066,663
4,204,116
Internal Equipment
851,627
868,660
881,975
899,615
917,607
Material and Other
3,961,656
3,638,699
3,763,931
3,891,152
4,022,673
Expenditures
48,920
50,671
52,355
54,125
55,954
Debt Interest
1,761,168
933,593
560,593
560,248
559,903
Debt Principal
4,339,166
1,760,656
762,746
762,746
761,553
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
4,768,044 3,487,794 1,280,250 2,593,637 156,310 ‐ 2,437,327
4,382,334 3,102,084 1,280,250 437,420 156,310 ‐ 281,110
4,373,234 3,092,984 1,280,250 3,467,262 156,310 ‐ 3,310,952
4,364,034 3,083,784 1,280,250 3,158,958 156,310 ‐ 3,002,648
4,364,034 3,083,784 1,280,250 5,026,096 156,310 ‐ 4,869,786
Total Expenditures
22,103,638
16,008,363
17,795,800
17,757,541
19,911,936
Net Operating Expenditures
(3,597,400)
(8,098,415)
(4,675,125)
(5,430,000)
(3,962,370)
2,241,327
(8,395,861)
3,029,842
2,797,448
4,673,786
Contract Services
Surplus/(Deficit) (Included Above)
The Net Operating Expenditures total is the amount of funding required for capital expenditures in the specific year. The Surplus/(Deficit) is the overall surplus/(deficit) budgeted for the fund during the year.
PAGE 733
2019 FINANCIAL PLAN
CITY OF KELOWNA
Airport Fund Revenues and Expenditures by Year
2019
2020
2021
2022
2023
‐ (41,118,940) (39,531,660) (1,587,280) (504,500) (158,000) (346,500) ‐ ‐ (6,125,196) ‐ ‐ (6,125,196)
‐ (41,768,619) (40,156,260) (1,612,359) (280,795) (161,160) (119,635) ‐ ‐ (6,821,919) ‐ ‐ (6,821,919)
‐ (42,345,027) (40,710,417) (1,634,610) (287,993) (164,383) (123,610) ‐ ‐ (5,921,919) ‐ ‐ (5,921,919)
‐ (42,929,389) (41,272,221) (1,657,168) (295,459) (167,671) (127,788) ‐ ‐ (5,921,919) ‐ ‐ (5,921,919)
‐ (43,521,815) (41,841,778) (1,680,037) (303,131) (171,024) (132,107) ‐ ‐ (5,921,919) ‐ ‐ (5,921,919)
(47,748,636)
(48,871,333)
(48,554,939)
(49,146,767)
(49,746,865)
5,141,712 46,990 10,421,575 153,800
5,355,088 47,930 10,335,197 156,876
5,533,029 48,888 10,678,620 160,014
5,720,045 49,866 11,039,557 163,214
5,913,383 50,863 11,412,694 166,478
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Other Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services
584,250
584,250
600,450
1,005,450
1,491,450
2,797,138
2,797,191
1,897,191
1,934,406
2,827,583
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
1,728,419 1,683,769 44,650 26,874,752 ‐ ‐ 26,874,752
1,728,419 1,683,769 44,650 27,866,382 ‐ ‐ 27,866,382
1,728,419 1,683,769 44,650 27,908,328 ‐ ‐ 27,908,328
1,728,419 1,683,769 44,650 27,505,810 ‐ ‐ 27,505,810
1,728,419 1,683,769 44,650 26,155,995 ‐ ‐ 26,155,995
Total Expenditures
47,748,636
48,871,333
48,554,939
49,146,767
49,746,865
‐
‐
‐
‐
‐
20,749,556
21,044,463
21,986,409
21,583,891
20,234,076
Debt Interest Debt Principal
Net Operating Expenditures Surplus/(Deficit) (Included Above)
The Surplus/(Deficit) is the overall surplus/(deficit) budgeted for the fund during the year.
PAGE 734
2019 FINANCIAL PLAN
CITY OF KELOWNA
Capital Summary ‐ Utility Funds
2019
2020
2021
2022
2023
Water
73,791,120
3,992,200
12,878,200
13,576,087
7,998,200
Wastewater
13,750,080
15,131,908
15,765,000
6,960,000
5,205,000
Airport
36,247,980
16,244,609
34,373,830
49,429,957
28,523,585
123,789,180
35,368,717
63,017,030
69,966,044
41,726,785
Water Utility Operating
2,683,800
3,566,540
4,319,087
4,343,600
4,347,166
Wastewater Utility Operating
3,597,400
8,098,415
4,675,125
5,430,000
3,962,370
63,386,150
16,244,609
33,373,830
34,478,844
22,523,585
6,280,050
3,598,453
16,550,988
1,563,600
4,743,664
‐
‐
1,000,000
24,000,000
6,000,000
Federal/Provincial Contributions
39,644,990
‐
‐
‐
‐
Dev/Comm/Other Contributions
8,196,790
3,860,700
3,098,000
150,000
150,000
123,789,180
35,368,717
63,017,030
69,966,044
41,726,785
Funding Sources:
Reserves/Surplus Development Cost Charges Debenture Borrowing
PAGE 735
2019 FINANCIAL PLAN
CITY OF KELOWNA
Water Capital Plan No.
Plan Description
1.
DCC Pipes (Mains)
2.
DCC Booster Stations and PRV's
3.
DCC Water Treatment
4.
DCC Reservoirs and Filling Stations
5.
DCC Offsite and Oversize
6.
Network and Facility Renewal
7.
Network and Facility Improvements
2019
2020
2021
2022
2023
‐
245,000
5,499,000
9,048,887
3,506,000
1,000,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
2,948,000
‐
‐
181,620
67,200
67,200
67,200
67,200
3,428,480
3,450,000
2,500,000
4,310,000
4,275,000
69,181,020
230,000
1,864,000
150,000
150,000
73,791,120
3,992,200
12,878,200
13,576,087
7,998,200
General Taxation
‐
‐
‐
‐
‐
Surplus/Reserves
25,023,540
‐
‐
9,048,887
‐
794,740
275,660
5,461,113
33,600
3,501,034
‐
‐
‐
‐
‐
Funding Sources:
Development Cost Charges Debenture/Borrowing
39,644,990
‐
‐
‐
‐
Dev/Comm/Other Contributions
5,644,050
150,000
3,098,000
150,000
150,000
Utility Revenue
2,683,800
3,566,540
4,319,087
4,343,600
4,347,166
73,791,120
3,992,200
12,878,200
13,576,087
7,998,200
Federal/Provincial Funding
Five‐Year Total Funding Five‐Year Utility Operating Funding
112,235,807 19,260,193
PAGE 736
2019 FINANCIAL PLAN
CITY OF KELOWNA
Water Capital Plan No.
Plan Description
Total Five‐Year Project Costs
1.
DCC Pipes (Mains) New water mains to accommodate growth.
2.
DCC Booster Stations and PRV's New booster stations &PRV’s to accommodate growth.
3.
DCC Water Treatment New treatment capacity and facilities to accommodate growth.
4.
DCC Reservoirs and Filling Stations New reservoirs and filling stations to accommodate growth.
5.
DCC Offsite and Oversize The City’s share of costs to oversize water infrastructure and to do work in excess of the developer’s own needs.
450,420
6.
Network and Facility Renewal Renewal of existing water mains, booster stations, PRVs, water treatment systems, reservoirs and filling stations that have reached the end of their service life.
17,963,480
7.
Network and Facility Improvements Expansion or upgrade of Water network and facilities to accommodate growth, meet regulatory requirements and/or improve service.
71,575,020
Five‐Year Total Funding
18,298,887
1,000,000
‐
2,948,000
112,235,807
PAGE 737
2019 FINANCIAL PLAN
CITY OF KELOWNA
Wastewater Capital Plan No. 1. 2. 3. 4. 5. 6.
Plan Description DCC Pipes (Mains) DCC Lift Stations DCC Wastewater Treatment Facilities DCC Oversize Network and Facility Renewal Network and Facility Improvements
Funding Sources: General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2019
2020
2021
2022
2023
5,265,950 1,200,000 ‐ 149,200 6,160,400 974,530
2,010,000 1,925,000 7,236,908 60,000 3,800,000 100,000
9,805,000 2,000,000 ‐ 60,000 3,800,000 100,000
‐ 3,000,000 ‐ 60,000 3,800,000 100,000
1,245,000 ‐ ‐ 60,000 3,800,000 100,000
13,750,080
15,131,908
15,765,000
6,960,000
5,205,000
‐ 4,667,370 5,485,310 ‐ ‐ ‐ 3,597,400
‐ ‐ 3,322,793 ‐ ‐ 3,710,700 8,098,415
‐ ‐ 11,089,875 ‐ ‐ ‐ 4,675,125
‐ ‐ 1,530,000 ‐ ‐ ‐ 5,430,000
‐ ‐ 1,242,630 ‐ ‐ ‐ 3,962,370
13,750,080
15,131,908
15,765,000
6,960,000
5,205,000
Five‐Year Total Funding
56,811,988
Five‐Year Utility Operating Funding
25,763,310
PAGE 738
2019 FINANCIAL PLAN
CITY OF KELOWNA
Wastewater Capital Plan No.
Plan Description
Total Five‐Year Project Costs
1.
DCC Pipes (Mains) New wastewater mains to support growth.
2.
DCC Lift Stations New wastewater lift stations to support growth.
8,125,000
3.
DCC Wastewater Treatment Facilities New wastewater treatment facilities to support growth.
7,236,908
4.
DCC Oversize The City’s share of costs to oversize wastewater infrastructure and to do work in excess of the developer’s own needs.
5.
Network and Facility Renewal Renewal of existing wastewater mains, lift stations and treatment facilities that have reached the end of their service life.
21,360,400
6.
Network and Facility Improvements Expansion or upgrade of Wastewater network and facilities to accommodate growth, meet regulatory requirements and/or improve service.
1,374,530
Five‐Year Total Funding
18,325,950
389,200
56,811,988
PAGE 739
2019 FINANCIAL PLAN
CITY OF KELOWNA
Airport Capital Plan No.
Plan Description
1.
Airside
2.
Groundside
3.
Terminal
4.
Airport Improvement Fees
2019
2020
2021
2022
2023
5,226,390
2,550,000
100,000
175,000
50,000
13,899,830
3,230,000
11,142,350
8,679,925
9,190,000
961,760
1,207,005
1,141,142
790,716
422,628
16,160,000
9,257,604
21,990,338
39,784,316
18,860,957
36,247,980
16,244,609
34,373,830
49,429,957
28,523,585
General Taxation
‐
‐
‐
‐
‐
Surplus/Reserves
‐
‐
‐
‐
‐
33,695,240
16,244,609
33,373,830
25,429,957
22,523,585
‐
‐
‐
‐
‐
‐
‐
1,000,000
24,000,000
6,000,000
2,552,740
‐
‐
‐
‐
16,244,609
34,373,830
49,429,957
28,523,585
Funding Sources:
Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
‐ 36,247,980
Five‐Year Total Funding
164,819,961
Five‐Year Utility Operating Funding
‐
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Airport Capital Plan No.
Plan Description
Total Five‐Year Project Costs
1.
Airside Funding for East Lands roads and servicing, stormwater infrastructure, and other small capital projects
8,101,390
2.
Groundside Funding for Airport roadways, hotel and parking development, rental car quick turnaround facility, land purchases, West Lands roads and servicing, and other small capital projects.
46,142,105
3.
Terminal Funding for Airport terminal building renovations, technology, bridge upgrades, and other small capital projects.
4,523,251
4.
Airport Improvement Fees Funding for the terminal expansion, Apron 1 South expansion, combined operations building, airside pavement rehabilitation, runway end safety area, airside equipment, and other capital projects.
106,053,215
Five‐Year Total Funding
164,819,962
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Appendix PAGE I
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PAGE II
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Supplemental information
CITY OF KELOWNA
APPENDIX
Citizen survey results
The citizen survey is an excellent tool to gather citizen feedback about priorities for municipal spending, as well as satisfaction with City programs and services. Results of the City of Kelowna’s statistically‐valid 20 Citizen Survey (conducted by Ipsos Reid) are weighted by age, gender and city‐wide distribution to accurately reflect Kelowna’s population. Results are benchmarked against other local governments. The
survey focused on seven key areas: Quality of life Issue identification Community safety City services and infrastructure Financial planning Priority setting Customer service
The survey results are predominantly positive for the City of Kelowna, with responses indicating that residents: Have a good quality of life Live in a safe community Are satisfied with services Receive good value for tax dollars Prefer to see a tax increase over service reductions Are satisfied with customer service Top of mind issues for citizens include social issues (affordable housing and homelessness), transportation (traffic congestion and condition of streets), as well as growth and development. Top priorities for City investment include encouraging a diverse supply of housing, improvements to traffic flow, provision of clean drinking water, and ongoing police and fire services. To review the detailed report, visit kelowna.ca and search for Citizen Survey.
Official Community Plan: indicators report
The Official Community Plan (OCP) is our shared vision for Kelowna as a sustainable city over the next how we want to grow and what we want our city to be like.
years. It illustrates
Importantly, it outlines what our city needs to be successful in the future — a great place to live, work and play. To achieve this, the OCP sets goals, objectives and policies to guide our growth and change. The plan was developed with significant public involvement and responds to the community’s vision for a livable and thriving community. ‐ , residents want a city where: According to community input into the Official Community Plan (OCP) Urban communities are compact and walkable Housing is available and affordable for all residents People feel safe downtown and in their own neighbourhoods The natural environment (land and water) is protected and preserved Walking paths and bicycle routes connect to key destinations The economy is growing, vibrant and bringing in new businesses Buildings and public spaces are attractive places Recreation and cultural opportunities are plentiful
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OCP Indicators Report Updating of Kelowna's Official Community Plan is underway. This multi‐year project is anticipated for completion in . The most recent OCP Indicators Report was prepared in and suggests that the City is moving towards achieving OCP goals. The intent of the report is to produce a yearly snapshot report providing data relative to previous years. The OCP is a living document and data from these reports is used to support OCP amends on an ongoing basis. On a larger scale, the data from the indictors reports will be fundamental to informing any potential changes as part of the upcoming OCP Update process. For the full report, visit kelowna.ca and search for Official Community Plan Indicators Report.
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ͮͬͭͳ Community Trends Report The City of Kelowna’s Community Trends Report aims to provide an engaging examination of key trends that will influence Kelowna’s future. In doing so, the report offers the City, businesses, community groups, and residents the necessary information to prepare for and respond to the impacts of these trends. Given the extreme weather events of 2017 – flooding and wildfires resulting in a 131 day Emergency Operation Centre activation – this fourth annual edition looks at how those extreme events of 2017 are similar to those expected in a future influenced by climate change1.
Executive Summary
In Kelowna, is a year defined by extremes: a community in the midst of an economic boom, and a community challenged by extreme weather events that are expected to become more regular.
Booming economy Our population is growing rapidly – estimated at 129,500 – with over 12,000 new residents in the past six years alone. The city’s appeal is broadening its reach and attracting more and more young families from the Lower Mainland. Our educational institutions are continuing to grow and to invest with more students choosing to stay in the Okanagan after graduation. At the same time our airport is busier than ever.
Summer of extremes Despite a banner year for many sectors, the spring and summer of 2017 were largely defined by extreme weather events and our community’s responses to them. Starting with a wet spring that led to exceptional volumes of water entering Lake Okanagan, Kelowna was faced with serious flooding. And while the lake level was still elevated and the cleanup effort was underway, the drought began in many parts of the province, setting up ideal conditions for forest fires. The Emergency Operations Centre finally closed its doors in September, marking its longest continuous operation. Through the four lenses of environment, people/health, economy and infrastructure, this year’s Community Trends Report looks at these extreme weather events to help us understand what we can expect in the years to come and what we might be able to do to prepare. The impacts – both positive and negative – could be far‐reaching, from changing what crops to grow and to challenging the capacity of our infrastructure to deal with spring storm events. The City is already taking positive action, protecting green infrastructure like our valuable agricultural lands and watercourses, and undertaking wild re mitigation work in our interface areas.
Taking Action Looking ahead, further action is needed in a few key areas: Develop a Community Climate Adaptation Strategy Update the 2040 Official Community Plan and 20‐Year Servicing Plan from a resiliency lense and have a responsive growth strategy, that helps the City adapt to new realities Look for opportunities to create more green infrastructure Examine infrastructure design and enforcement standards to see if they need to be updated Ensure a sustainable and dynamic emergency response model remains in place For the full report, visit kelowna.ca and search for Community Trends Report.
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Statistics Top ͭͬ corporate taxpayers ͮͬͭʹ Rank
Business (owner) name Orchard Park Shopping Centre FortisBC Inc DHL No Holdings Ltd Inland Natural Gas Co Ltd McIntosh Properties Ltd Investments Ltd Victor Projects Ltd RG Properties Ltd Dilworth Shopping Centre Ltd Wal‐Mart Canada Corp
Type of property Shopping Mall Electrical Utility Hotel & Convention Centre Gas Utility Shopping Mall Shopping Mall Shopping Mall Shopping Mall Shopping Mall Shopping Mall
Business (owner) name Orchard Park Shopping Centre FortisBC Inc Delta Hotels No Holdings Ltd Inland Natural Gas Co Ltd McIntosh Properties Ltd Victor Projects Ltd Investments Ltd Dilworth Shopping Centre Ltd RG Properties Ltd Wal‐Mart Canada Corp
Type of property Shopping Mall Electrical Utility Hotel & Convention Centre Gas Utility Shopping Mall Shopping Mall Shopping Mall Shopping Mall Shopping Mall Shopping Mall
ͮͬͭͳ Rank
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Tax comparison analysis – ͮͬͭͳ & ͮͬͭʹ Business Assessed value Municipal General Tax Levy School General Tax Levy Other Taxing Jurisdictions Regional District Levy Hospital Levy Library Levy BC Assessment Levy Total Tax Levy Residential Assessed value Municipal General Tax Levy Other Municipal User Fees Garbage Collection/Waste Reduction School General Tax Levy Homeowner Grant Other Taxing Jurisdictions Regional District Levy Hospital Levy Library Levy BC Assessment Total Tax Levy
2017
2018
Difference
Change
1,359,000
1,514,610
155,610
11.45%
10,843.72
11,167.90
324.18
2.99%
6,523.20
6,361.36
(161.84)
(2.48%)
990.43 1,007.23 506.74 189.31
970.75 978.78 517.62 187.96
(19.68) (28.45) 10.87 (1.35)
(1.99%) (2.82%) 2.15% (0.71%)
20,060.63
20,184.37
123.74
0.62%
2017
2018
556,210
641,760
85,550
15.38%
1,932.39
1,990.17
57.78
2.99%
162.30
174.30
12.00
7.39%
892.55 (770.00)
930.49 (770.00)
37.94 0.00
4.25%
122.55
160.49
37.94
30.96%
165.45 168.26 90.30 24.03
167.89 169.27 92.24 25.86
2.43 1.01 1.94 1.83
1.47% 0.60% 2.15% 7.63%
2,665.29
2,780.22
114.93
4.31%
Difference
Change
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2019 FINANCIAL PLAN
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Local economy1 Occupation National Occupational Classification (NOC) 2016 3%
2%
2%
6% 27% 8%
10%
15%
12% 15% Sales and service occupations
Business, finance and administration occupations Trades, transport and equipment operators and related occupations Management occupations Social science, education government services and religion Health occupations Natural and applied sciences Art, culture, recreation and sport Processing, manufacturing and utilities Natural resources, agriculture and related production
For more information on the local economy, visit www.investkelowna.com.
1
Note:
[1] For the 2011 National Household Survey (NHS) estimates, the global non‐response rate (GNR) is used as an indicator of data quality. This indicator combines complete non‐response (household) and partial non‐response (question) into a single rate. The value of the GNR is presented to users. A smaller GNR indicates a lower risk of non‐response bias and as a result, lower risk of inaccuracy. The threshold used for estimates' suppression is a GNR of 50% or more. For more information, please refer to the National Household Survey User Guide, 2011. [2] Includes self‐employed with an incorporated business and self‐employed with an unincorporated business. Also included among the self‐employed are unpaid family workers. Source: Statistics Canada ‐ 2011 National Household Survey. Catalogue Number 99‐012‐X2011033.
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Business licences
Kelowna business licences by year 10,200 10,000 9,800 9,600 9,400 9,200 9,000 8,800 8,600 2013
2014
2015
2016
2017*
*The City of Kelowna stopped issuing secondary suite licences in
Access to markets
Kelowna’s central location provides the city with access to key markets, as well as their population base. Distance (km) to Kelowna from: Vancouver – Seattle – Calgary – Portland – Saskatoon – , Salt Lake City – , San Francisco – , Winnipeg – , Los Angeles – , Denver – ,
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Kelowna weather This data has been collected from The Weather Network.
Temperature (°C)
Average high Average low Average Record daily high Date
Record daily low Date
Jan . ‐ . ‐ . .
Feb . ‐ . . .
Mar
Apr
Jun .
.
May . . . .
‐ . . .
. .
Jan
Feb
‐ . Jan
‐ . Feb
. .
Jul . . . .
Aug . . .
Mar
Apr
May
‐ . Mar
‐ Apr
‐ . May
Jun
Jul
Aug
Sep
Jul
. Aug
‐ . Sep
Jun
Sep . . .
Oct . .
‐ . . .
Dec . ‐ . ‐ . .
Oct
Nov
Dec
‐ . Oct
‐ . Nov
‐ Dec
.
Nov
Precipitation Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Monthly rainfall (mm) Annual average: Monthly snowfall (cm) Annual average: Monthly precipitation (mm) Annual average: Single day record rainfall (mm) Date
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Single day record snowfall (cm) Date
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Single day record precipitation (mm) Date
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
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Glossary Accrual method of accounting | A method of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Accumulated surplus | The balance in a fund that represents the cumulative excess in revenues over expenditures. This term also refers to reserve accounts. Alternative approval process | To provide electors the opportunity to seek a vote on a particular matter being proposed by Council. Approval is obtained if fewer than % of eligible electors in the area submit elector response forms (former counter petition process). Amortization | Is the gradual reduction of debt by means of equal periodic payments sufficient to meet current interest and liquidate the debt at maturity. Appropriation | Term used to refer to the setting aside of monies into a reserve account or fund. Balanced budget | Budgeted expenditures and transfers to funds are equal to budgeted revenues and transfers from funds. Base budget | The initial budget that provides for the existing levels of service in the current year. Capital assets | Is a long‐term asset that is not purchased or sold in the normal course of business. Generally, it includes fixed assets. Capital expenditures | Expenditures of a non‐operating or maintenance nature, such as costs to acquire equipment, land, buildings and costs associated with new infrastructure or improvements to existing infrastructure. Capital lease | Is a lease obligation that has to be capitalized on the balance sheet. Cost center | Within the City’s reporting structure a cost center refers to a specific director, manager, supervisor or division (see Department/Division/Branch). Conditional grants | Grants (e.g. Federal and Provincial Government) that are dependent on annual approval and potentially limited in how they may be expended. Debenture | A form of long term corporate debt that is not secured by the pledge of specific assets. Debt service | The amount of interest and payments due annually on long term debt. Deficit | An excess of expenditure over revenue. A loss in business operations. Division/Department/Branch | Part of the City’s organization structure. Divisions are the highest level grouping, departments are sections under the division and branches are sections under department. (ie. Division – Corporate & Protective Services; Department – Financial Services; Branch – Financial Planning). Depreciation | To lower the price or estimated value of a capital asset. Development Cost Charges (DCCs) | Monies collected from land developers to offset some of the infrastructure expenditures required to service new development. Charges are intended to facilitate development by providing a method to finance capital projects related to water, sewer, drainage, roads and parkland acquisition. Drivers & activities | Details how Council, Corporate and Divisional priorities lead the work done at the divisional level. Activities are work plans to be accomplished in the current year.
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Expenditure | The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service or settling a loss. Expensed projects | A project which does not meet the criteria as established by the City’s Tangible Capital Asset policy based on PSAB requirements. These project budgets are recognized in department operating budgets. Expenditure reduction | A request to reduce an existing expenditure level. Fees and charges | A source of revenue generated by the activities, works or facilities undertaken or provided by or on behalf of the City. Financial Plan | Section of the Community Charter requires that a municipality must have a financial plan that is adopted annually, by bylaw, before the annual property tax bylaw is adopted. The financial plan may be amended by bylaw at any time and is for a period of years. The financial plan identifies the revenue sources and the proposed expenditures to be incurred to meet the outlined objectives. Franchise fee | A charge made to a privately owned utility for the ongoing use of City property. The City of Kelowna has one franchise fee agreement with Terasen Gas Inc. Full Time Equivalents (FTEs) | A conversion measure to express all staffing (temporary, part‐time, etc.) in terms of a common fulltime denominator. Fund | A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific activity. The City has five main funds: general, water, wastewater, natural gas and airport. There are also various statutory reserve funds. General Fund | This fund is used to account for general operations and activities and includes most city departments except the enterprise funds of water, wastewater, natural gas and airport. The departmental activities in the general fund are funded wholly or in part by property taxes. General revenue | Refers to the revenues which are not specifically attributable to or generated by any particular department within the City’s reporting structure. Grants‐in‐lieu | Properties within a municipality that are owned by the Federal or Provincial governments are exempt from taxation. The City may receive a grant‐in‐lieu in place of a tax levy. Infrastructure | Facilities and improvements such as buildings, roads, sidewalks, storm drainage, waterworks, sanitary sewer systems. Internal control | Include policies and procedures that pertain to the maintenance of accurate and reasonably detailed records. Internal equipment revenue | Revenue generated from a charge against current operations for the use of a City vehicle or equipment. The charge is similar for a class of vehicles and is based on full recovery plus inflation. Local Government Act (LGA) | Provincial legislation that provides authority for municipal expenditure and revenue collection. Some sections of the LGA have been replaced by the Community Charter. Modified accrual basis | Modified accrual accounting recognizes revenues when they become available and measurable and with a few exceptions, recognizes expenditures when liabilities are incurred. Official Community Plan (OCP) | A City bylaw that defines policies for land use and development. Operating expenses | The cost for personnel, internal equipment, materials, contract services and transfers required for a department to function.
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Operating request | A request for operating budget that is required to provide a new service or expand an existing service beyond the current funding level. Operating revenue | Funds that the City receives as income to pay for ongoing operations. It includes such items as taxes, fees and charges from specific services, interest earnings, and grant revenues. Pay‐as‐you‐go Capital | Capital expenditures that are financed from current year taxation revenues. Parcel tax | A tax imposed on the basis of a single amount for each parcel, the taxable area of the parcel, or the taxable frontage of a parcel. Property taxation | The process by which the City obtains the required funds to pay for the General Fund Operating and Capital expenditures of any given year not funded from another source. This is provided by a levy on each property of various classes within the municipality. Reserve account | Part of the Accumulated Surplus that has been earmarked for future operating or capital expenditures. Reserve Fund (statutory reserves) | A reserve fund is established by Council by bylaw for a specified purpose that is within the powers of the municipality within the powers of the LGA or another Act. Revenue | Sources of income financing the operations of the City. TDAR technology | Tailgate detection, alarm and recording system. Biometric system that uses fingerprinting and cards to access restricted areas. Time Resource Management (TRM) | Recording system for payroll, equipment use and materials used by the operations group. Tradewaste Treatment Facility (TWTF) | Wastewater treatment facility run by the City but charged back to specific commercial users. UPASS | A program where students pay a fee per semester that lets them use their student card as a bus pass. Utility | The City owns three utilities; water, wastewater and natural gas. The airport is also treated like a separate utility. These utilities pay for themselves through a separate revenue structure specific to each one that pays for their respective operating costs, debt servicing costs and capital projects not funded from other sources. Working capital | The excess of current assets over current liabilities.
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Acronyms AIF ALC ATC BCA BCMSA CARIP C.C. CCJS CCTV COJHS COK CPO CPTED CS L CUPE CWME DKA EDMS EOC FOI FTE FVA GAAP GFOA GHG HIT GIS HR HVAC IAFF ICBC ICS IHA IK KFD KPI LAS LEED LOA MFA MoTI MOU NSERC NTU OCP OMMLRA
Airport Improvement Fee Active Living & Culture Active Transportation Corridor BC Assessment BC Municipal Safety Association Climate Action Revenue Incentive Program Community Charter Canadian Centre for Justice Statistics Closed‐circuit television Central Okanagan Journey Home Society City of Kelowna Community Policing Office Crime Prevention through Environmental Design Canadian Sport for Life Canadian Union of Public Employees Capital Works Machinery & Equipment – statutory reserve fund Downtown Kelowna Association Electronic Data Management System Emergency Operating Centre Freedom of Information Full‐time Equivalent Forensic Video Analyst Generally Accepted Accounting Principles Government Finance Officers Association Greenhouse Gas High Importance Trouble Geographical Information Systems Human Resources Heating, Ventilation and Air Conditioning International Association of Fire Fighters – Union Insurance Corporation of British Columbia Incident Command System Interior Health Authority Imagine Kelowna Kelowna Fire Department Key Performance Indicator Local Area Service Leadership in Energy and Environmental Design Lease and Operating Agreement Municipal Finance Authority Ministry of Transportation and Infrastructure Memorandum of Understanding National Sciences and Engineering Research Council of Canada Nephelometric Turbidity Unit Official Community Plan Okanagan Mainline Municipal Labour Relations Association
ORT PACT P.A.R.T.Y. PAWS PCARD PGB POC PRC PSAB PSAS RCMP RDCO RFI RFP RIM SCADA SD SEKID SOMID STPCO STR TCA TWTF UBCM UCR UBCO URBA WQA WWTF YLW
Okanagan Rail Trail Police and Crisis Team Prevent Alcohol and Risk Related Trama to Youth Pre‐Authorized Withdrawal System Purchasing Card Personal Growth Boundary Paid‐on‐Call Parkinson Recreation Centre Public Sector Accounting Board Public Sector Accounting Standards Royal Canadian Mounted Police Regional District of the Central Okanagan Request for Information Request for Proposal Records & Information Management Supervisory control and data acquisition School District No. South East Kelowna Irrigation District South Okanagan Mission Irrigation District Sustainable Transportation Partnership of the Central Okanagan Short‐term Rentals Tangible Capital Assets Tradewaste Treatment Facility Union of British Columbia Municipalities Uniform Crime Reporting University of British Columbia – Okanagan Uptown Rutland Business Association Water Quality Advisory Waste Water Treatment Facility Kelowna International Airport
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