City of Revelstoke 2015-2019 Financial Plan

City of Revelstoke

Regular Council Meeting

AGENDA

February 20, 2015 - Commencing at 3:00 PM

Council Chambers

Page

1 CALL TO ORDER a. Mayor McKee called the meeting to order at 3:00 pm

2 ADOPTION OF AGENDA

3 NEW BUSINESS 3 - 30 a. 2015 - 2019 Financial Plan

The Director will be providing a presentation to Council on the Financial Plan.

4 IN CAMERA

5 ADJOURNMENT

Page 1 of 30

FPF

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2015 - 2019 Financial Plan The Director will be providing a ... Page 3 of 30

20152019FinancialPlan

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TableofContentsTableofContents....................................................................................................................................................iListofFigures..........................................................................................................................................................iiListofTables...........................................................................................................................................................iiTheFinancialPlanataGlance...............................................................................................................................iiiFinancialPlanHighlights........................................................................................................................................ivEstimatedCashFlow...............................................................................................................................................vVisionStatement....................................................................................................................................................vMissionStatement.................................................................................................................................................viOfficialCommunityPlanExtract...........................................................................................................................vii20142015CouncilObjectives...............................................................................................................................ixIntroduction...........................................................................................................................................................1MeetingCouncilObjectives...................................................................................................................................1ConsolidatedResults.............................................................................................................................................1MajorAssumptions................................................................................................................................................1ConsolidatedRevenues.........................................................................................................................................2ConsolidatedOperatingExpenses.........................................................................................................................2ConsolidatedCapitalExpenditures........................................................................................................................3OpportunitiesforCostReduction.........................................................................................................................4LongTermDebt.....................................................................................................................................................6CapitalReserves....................................................................................................................................................6PropertyTaxes.......................................................................................................................................................7UtilityRates...........................................................................................................................................................9EconomicOutlook...............................................................................................................................................10RiskstothePlan..................................................................................................................................................10Conclusion...........................................................................................................................................................11

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ListofFiguresFigure1Consolidatedrevenue...............................................................................................................................2Figure2Consolidatedoperatingexpenses............................................................................................................3Figure3Longtermdebt.........................................................................................................................................6Figure4Reserves....................................................................................................................................................7Figure5TotalReserveFundingandexpenditure...................................................................................................7Figure6Shareofpropertytaxbyclass..................................................................................................................8Figure7Class4taxes..............................................................................................................................................9Figure8Taxincreaseslast3years.......................................................................................................................9Figure9Newconstruction...................................................................................................................................10ListofTablesTable1ConsolidatedResults..................................................................................................................................1Table2Netconsolidatedsurplus...........................................................................................................................1Table3Accumulatedsurpluses..............................................................................................................................1Table4Revenuegrowth.........................................................................................................................................2Table5Maincostdrivers.......................................................................................................................................3Table6Capitalexpenditures..................................................................................................................................3Table7Capitalfunding...........................................................................................................................................3Table8ListofCapitalProjects................................................................................................................................4Table9Snowremovalcosts....................................................................................................................................6Table10Debttoassetratio....................................................................................................................................6Table11Reservetargets.........................................................................................................................................7Table12Propertytaxincreases.............................................................................................................................8Table13Propertytaxincreasesbyclass................................................................................................................8Table14Taxesonexamplehouses........................................................................................................................9Table15Taxesonexamplebusinesses..................................................................................................................9Table16Utilityrateincreases................................................................................................................................9Table17Residentialutilityrates..........................................................................................................................10Table18ConsolidatedFinancialPlan...................................................................................................................12Table19ConsolidatedCapitalPlan......................................................................................................................13Table20Generaloperatingfinancialplan............................................................................................................14Table21Wateroperatingplan.............................................................................................................................15Table22Seweroperatingplan.............................................................................................................................16Table23Generaloperatingcontractedservices..................................................................................................17Table24Generaloperatingmiscellaneousexpenses..........................................................................................18

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TheFinancialPlanataGlance

0

5

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2015 2016 2017 2018 2019

Millions

ConsolidatedRevenues

0

2

4

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8

10

12

2015 2016 2017 2018 2019

Millions

ConsolidatedCapitalExpenses

0.000.200.400.600.801.001.201.401.601.802.00

2015 2016 2017 2018 2019

Millions

ConsolidatedOperatingSurplus

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

2015 2016 2017 2018 2019

AveragePropertyTaxIncrease

0

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25

2015 2016 2017 2018 2019

Millions

ConsolidatedExpenses

0

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2015 2016 2017 2018 2019

Millions

LongTermDebt

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

2015 2016 2017 2018 2019

Millions

CapitalReserves

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

2015 2016 2017 2018 2019

UtilityRateIncreases

Water

Sewer

Garbage

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FinancialPlanHighlights

1. Noproposedchangestoservicelevels.

2. WaterprojectsincludethereplacementofthewaterlineacrosstheIllecillewaet($550,000)andtheconstructionofawatersupplytoThomasBrookresidents($650,000).ThislatterprojectistobefundedbylongtermborrowingandpaidforunderanLSAbytheThomasBrookusers.

3. ThereisnoprovisionintheplanforanycapitalworksassociatedwiththeBigEddyWaterworks.

4. Areplacementarenaroofisincludedintheplanat$7milliontobefundedbylongtermborrowing.

5. Thefollowingprojectshavebeenexcludedfromthefinancialplan:2015VictoriaRoadresurfacingWrighttoKootenay $353,0002015AirportWayresurfacingNicholtoSchiel $219,00020157thStreettoCommunityCentrepathwayimprovements $100,0002016NicholRoadresurfacingHaytoCamozzi $370,000

6. The20142018FinancialPlanforecastthatpropertytaxrevenuefromnewconstructionwouldgrowby3%in2015orabout$265,000.Infact,BCAAsnumbersreleasedinNovember2014indicateareductionintaxationofabout$14,000.Asaresult,in2015,weareanticipatingabout$279,000lessinrevenuethanoriginallyprojected.

7. In2015,theBuildingReserveFundborrows$800,000fromtheLandSalereserveFundtohelpfundtherenovationsatCityHall.Thesefundsarerepaidoverthefollowing4yearswithinterest.

8. Thefinancialplandoesnotincludeanycapitalworksforthegolfcourse.

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EstimatedCashFlow1

1Thisestimatedcashflowstatementhasbeenincorporatedintothefinancialplandocumenttoprovideadditionalclarity.It

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VisionStatementRevelstokewillbealeaderinachievingasustainablecommunitybybalancingenvironmental,socialandeconomicvalueswithinalocal,regionalandglobalcontext.Buildingonitsrichheritageandnaturalbeauty,thishistoricmountaincommunitywillpursuequalityandexcellence.Revelstokewillbeseenasvibrant,healthy,clean,hospitable,resilientandforwardthinking.ItwillbecommittedtoexercisingitsrightswithrespecttodecisionsaffectingtheNorthColumbiaMountainRegion.Communityprioritiesinclude:opportunitiesforyouth;economicgrowthandstability;environmentalcitizenship;personalsafetyandsecurity;aresponsibleandcaringsocialsupportsystem;afirstclasseducationsystem;localaccesstolifelonglearning;spiritualandculturalvalues;anddiverseformsofrecreation.Allresidentsandvisitorsshallhaveaccesstotheopportunitiesaffordedbythiscommunity.MissionStatementOurmissionistoprovideoptimumqualityservicesandsecuritytoourcommunityandourvisitors,inafiscallyresponsiblemanner.Wewillendeavortoprovidecooperative,wellinformedandinnovativeleadershipinordertosustainouruniquelysuperiorqualityoflife.WearecommittedtofosteringastrongsenseofcommunityinRevelstoke,andwewillberesponsiveandadaptivetochangingsocial,politicalandeconomicalconditions.

doesnotmeettheregulatoryrequirementsofPSABortheprovinceforfinancialplanpresentation.PleaserefertoTable18fortheactualconsolidatedfinancialplan.

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OfficialCommunityPlanExtract 3.6 MUNICIPAL FINANCE

Background

TherapidgrowthofthecommunitywiththeRMRdevelopmentcreateschallengesforbalancingCityrevenues,costsandinvestments.Cityoperatingrevenuesaresourcedfrompropertytaxes,andfeesforvariousservices,thegrantinlieuoftaxesfromBCHydrofortheRevelstokedam,costsharingarrangements forparticularserviceswiththeColumbaShuswapRegionalDistrict(e.g.fireprotection)andprovincialtransfers.OthercostsharingarrangementswiththeColumbiaShuswapRegionalDistrictincludeormayincludetheairport,cemetery,orparksandrecreation.

Projectedoperatingcostscurrentlyexceedtheserevenues,promptingtheneedforcarefulconsiderationofservicelevelstoavoidunacceptable taxincreases.

Substantialcapitalinvestmentsarenecessaryforroads,buildings,equipment,water,andsewerenhancements tomeettheneedsofthegrowingcommunity.Theseinvestmentsarefundedthroughgeneralrevenues,reserves,borrowing,developmentcostcharges,grants,and,fortourisminfrastructure,resortmunicipalityhoteltaxrevenues.Whiledevelopmentcostchargesaredesignedtofundinfrastructure fornewdevelopmentoverthelongterm,intheshorttermtheCitymayhavetofinancecommunity infrastructureimprovements,oftenwithoutcertaintyaboutwhendevelopments,anddevelopmentcostchargeswillberealized.

TheCitypreparesafiveyearfinancialplanwhichisupdatedannually.Therecentglobaleconomicrecessionhassloweddevelopmentplansinthecommunity.Thishasfurtherexacerbatedthechallengeofmanagingmunicipalfinancestoanticipatetheneedsoffuturegrowthwhenthetimingofsuchgrowthisuncertain.

CommunityGoals

Appropriatelybalancerevenuelimitationswithexpendituresandinvestmentstomeetcommunityneedsoverthelongterm.

Maintaineffectivemanagement,efficienciesandaccountabilityoftheCitysfiscalbudgetsand

operations.Policies

Annuallypreparea5yearFinancialPlan,withcommunityconsultation tosustainablybalancerevenueswithoperatingcostsandcapitalinvestments,retainingadequatereserves.

Includelifecycleanalysisofmajormunicipalcapitalpurchasesrecognizingthatmaintenance

andoperationsareasignificantcomponentofmunicipalexpenditures.

Identifyandplanfortheefficientallocationoftraditionalandnontraditionalfundingsources.

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Continuetopursueseniorgovernmentfundingopportunities (i.e.additionalHotelTax,

GasTax,andinfrastructureorothergrantfunding).

ManageandacquireCityownedlandsconsistentwithaLandAcquisitionStrategy.

Developpartnershipsandshareresourcesandfundingwithprivate,publicandnonprofitorganizations,cooperativelypursuingresourcesandfunding.

DevelopacostrecoveryanalysisandfeestructureforallCityfeeforservicefunctions.

Considerdevelopment taxincentivesandfeesthatpromotecommunityamenities

suchasaffordablehousing,aginginplace,parksandrecreation,greenspaceandpublicsafety.

WorkwiththeProvincialassessmentauthorityandothermunicipalpartnersto

balancepropertytaxationandachieveamoreequitabletaxationsystem. Developariskevaluation inconjunctionwiththeCity'sinsuranceprovider.

Assessandevaluateunfundedmandatesfromseniorlevelsofgovernment.

Exploretaxincrementfinancingordeferredtaxationfundingthatenhancesheritage

properties,andeconomicdevelopment.

EnsureCityfinancialpoliciesandpracticesareconsistentwiththeOfficialCommunityPlan.

Appreciatetheimportanceofvolunteerism infulfillingcommunityprioritiesand

supplementingCityresources.

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20142015CouncilObjectives

1.SafeguardInfrastructurethrougheffectivelongtermstrategiesTheCityofRevelstokewillprotectthecontinuanceofhealthyinfrastructureforcurrentandfuturegenerations.

Refinementofassetmanagementplanstoensureconsistencywithfiscalpoliciestoprotectappropriatereplacementofourinfrastructure.

Establishmeasuresreflectedinthe20142018financialplanthatsequentiallyreducestheCitysdebttoassetratio.

Implementstrategiestoincreasereserves Explorethemeritsofaboundaryextensiontoensuredevelopmentopportunitiesarealignedwiththe

greaterRevelstokeinfrastructureandservicecapacityandarecongruentwiththeRevelstokeMountainMasterPlanAgreement.

2.DeterminationofCoreandnonCoreservicelevelsWeighingthediverseexpectationsandneedsofallresidents,businesses,andvisitors,theCityofRevelstokewillestablishservicelevelsforbothcoreandnoncoreactivitiesandprogramsthatareinharmonywithfiscalprioritiesandlimitations.

ReviewandadoptionofDCCbylawthatreflectuponandbalancesthecommunitiesoverallexpectations.

Reviewallnoncoreservicesutilizingobjectivecommunityfeedbackastotheextentandlimitationsofprovidingnonessentialcityservices.

Establishservicelevelsforcoreservicessuchasroads,parks,snowremoval,recreation,fireprotectionandpoliceservicesthatareinlinewithpublicexpectationsandfiscallimitations.

3.ImprovetheRevelstokeExperienceOptimizingtheuseoftraditionalandmodernmethodsofcommunicationwiththepublictheCityofRevelstokewillimprovetheinteractionandexchangeofideaswithitscitizensandvisitors.

Providebettercustomerserviceandefficiencythroughtherealignmentofdepartmentalandoverallcorporatecommunications.

Changefromreactiveinformationtoproactiveengagement. Changeconsistentbrandingofcorporatecommunications. Conductsecondannualcommunitysatisfactionsurvey.

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IntroductionThefinancialplanstartswithaconsolidatedsummary(Table18page12)withfollowingsubsidiaryscheduleswhichprovidefurther,progressivedetailsupportingtheconsolidatedplan.Theconsolidatedfinancialplanshowstheoperatingexpensesforalldepartments,includingwaterandsewer.Italsoshowsalltheoperatingexpensesbytype.Thisprovidesthereaderwithnotonlyanindicationoftheproposedexpendituresperdepartmentbutalsohowthoseexpendituresareallocatedbetweenthevariouscosttypes.Readersshouldnotethatsomecolumnsmaynotaddduetorounding.MeetingCouncilObjectivesCouncilhassetanumberofobjectivesfor20142015,someofwhichwillhaveadirectimpactonthefinancialplan.Themostnotableoftheseare:

Theinclusionof$25,000in2015forfurtherdepartmentalreviews2.

Boundaryextensionstudy CityHallimprovementstoenhance

customerservice. Theacquisitionofassetmanagement

softwareisincludedintheplanaspartoftheongoingstrategytocollectmeaningfuldatatosupportacomprehensiveinfrastructurereplacementprogramme.

ConsolidatedResultsForthe20152019periodtheprojectedconsolidatedresultsareasfollows:2TheFireDepartmentreviewwascompletedin2013.

$millions 2015 2016 2017 2018 2019Revenue 23.36 23.68 25.05 25.84 26.88Expenses 21.94 21.50 21.64 21.80 21.75Surplus 1.66 1.42 2.18 3.41 4.04Table1ConsolidatedResults

ThesurplusshowninTable1aboveistheconsolidatedoperatingsurplusbeforeaccountingforcapitaloutofrevenue,debtprincipalrepayments,transfersfromequityincapitalassets(tocoveramortization)andtransferstoreserves.Afteraccountingfortheseitemsthenetsurplus/deficitbecomes:$millions 2015 2016 2017 2018 2019Netsurplus/deficit

0.06 0.23 0.12 0.13 1.01

Accumulatedsurplus 1.01 0.78 0.66 0.78 1.79Table2Netconsolidatedsurplus

Theaccumulatedconsolidatedsurpluscanbeattributedtoeachofthethreeoperatingareasasfollows:$millions 2015 2016 2017 2018 2019General 0.46 0.47 0.43 0.48 1.56Water 0.34 0.15 0.06 0.09 0.13Sewer 0.21 0.16 0.17 0.22 0.10Total 1.01 0.78 0.66 0.78 1.79Table3Accumulatedsurpluses

MajorAssumptionsTheconsolidatedresultsarebasedonthefollowingassumptions:

Servicelevelswillremainconsistentwithlastyear.In2014someareasweretargetedforstrategicreductionsinservicelevelstoreducecostsandtestconsumerreactionstothosereducedlevelsofservice.Basedonthefeedbackwehavereceivedsomeofthoseareasmaybeadjusted.

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CPIwillcontinuegenerallyinthe2%range3.

Propertytaxeswillincreaseatanaverageof1.69%in2015.4

Propertytaxgrowthfromnewconstructionwillaverage3%ayearcommencing20165.

FeesandchargesrateswillincreaseapproximatelyinlinewithCPI.

UtilityrateswillincreasegenerallyatahigherratethanCPItomeetoperationalandcapitalrequirements.

ConsolidatedRevenuesThetotalconsolidatedrevenuein2015isexpectedtoincreasebyabout2.8%over2014(includingnonTCAfunding).IfnonTCAfundingisexcludedfromthecalculationtheincreasebecomes1.2%.Whenhoteltaxandinternalequipmentearningsareremovedtheincreasebecomes0.9%.3CPIisnotthebestindicatoroffuturecostincreasesformunicipalitiesbecauseitisnotrepresentativeofthetypesofgoodsandservicesnormallypurchasedbylocalgovernments.Sincemunicipalitiescostsaremorelikelytoinvolveconstruction,roadmaintenanceetc.thesecostsaremorealignedwiththepriceofoilandtheconstructioncostindex(ENR).TheCityofSt.Albert,AB,hasforecastthatitsMPIfor2013willbe3.5%andinthelast3yearsithasbeenbetween3.1%and3.7%.(www.stalberttaxpayers.org/index.org/index_htm_files/03_AR_MPI.pdf)4InaccordancewithBill55theClass2(Utilityrate)issetat2.77timestheClass6(Business)rate.Therefore,thepropertytaxincreaseforClass2maynotequaltheaverage.Also,in2012,CouncilreducedtheClass4(MajorIndustry)ratetoequatetotheClass5(LightIndustry)rate.Ifthesameapproachisadoptedin2015,therateincreaseforClass4maynotequaltheaverage.5Growthcontinuestofallandisestimatedat0%in2015.

55%

23%

4%2%

5%10% 1%

2015ConsolidatedRevenueTaxation(inc.PILTS,GILTS&1%utilitytax)Services

Ownsources

Unconditionaltransfers

Conditionaltransfers

NonTCAfunding

Other

Figure1Consolidatedrevenue

Revenuegrowthisattributabletothemaincategoriesasfollows:$ 2014 2015 %Inc.Taxation&grants 12,747,669 12,949,747 1.6%Services 5,120,335 5,312,891 3.8%Ownsources6 1,006,800 895,800 11.0%Unconditionaltransfers 600,000 600,000 0.0%Conditionaltransfers 1,151,500 1,121,500 2.6%NonTCA 1,922,600 2,299,700 19.6%Other 184,782 184,782 0.0%Total 22,733,685 23,364,420 2.8%

Exc.NonTCA 20,811,085 21,064,720 1.2%Table4Revenuegrowth

ConsolidatedOperatingExpensesTotalconsolidatedoperatingexpensesin2015areexpectedtoincreasebyabout4.1%over2014(includingnonTCAexpenditures).IfnonTCAexpendituresareexcludedfromthecalculationthentheincreasebecomes1.8%.Thefollowingtableindicatesthemaincostdrivers:6Licences/permitfees,fines,rentalrevenue,returnoninvestments,penaltiesandinterest,saleoffixedassets.

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$ 2014 2015 %Inc.Employment 7,173,925 7,291,400 1.6%Contractedservices 3,217,350 3,108,050 3.4%Miscellaneous 1,851,070 1,860,820 0.5%Otheroperating7 3,866,450 4,182,925 8.2%Amortization 1,725,000 1,725,000 0.0%Interest 1,031,698 1,029,098 0.3%NonTCA 2,208,614 2,744,265 24.3%Total 21,074,107 21,941,558 4.1% Exc.NonTCA 18,865,493 19,197,293 1.8%Table5Maincostdrivers

By2019consolidatedexpensesareforecasttoriseby3.20%.IfnonTCAsareexcludedtheincreasebecomes7.90%overthe5yearperiodand8.72%whenfurtherexcludinghoteltaxexpendituresandinternalequipmentcharges.Amoredetailedanalysisofthevariouscostdriverscanbefoundonpages1218.

33%

14%8%

19%

8%

5%

13%

2015ConsolidatedExpensesEmployment

Contractedservices

Miscellaneous

Otheroperating

Amortization

Interest

NonTCA's

Figure2Consolidatedoperatingexpenses

Generaloperatingexpensesonlyareforecasttoincreaseby3.02%in2015and3.48%by2019.ExcludingnonTCAsthesenumbersbecome1.76%and8.19%respectively.Inrealterms,overallspendingisforecasttoremainconstant.

7Includesinternalequipmentchargesoffsetbyequivalentinternalequipmentearnings.

ConsolidatedCapitalExpendituresThecityscapitalworksprogrammeincorporatesavarietyofdifferentprojectsfromroadreconstructiontovehiclereplacement,tomajorrepairsandothernonreoccurringassetmaintenanceitems.CityPolicyF10(CapitalAsset)setstheparametersforcapitalizationofassets(TCAs)andthosethatmustbeexpensedintheyearofacquisition(nonTCAs).TCAsareamortizedovertheirusefullivesand,again,PolicyF10setstheapplicableamortizationrateaccordingtothecategoryofasset.Insummary,TCAexpendituresareexpectedtobeasfollows:$000s 2015 2016 2017 2018 2019General 2,410 1,862 9,545 2,097 1,588Water 941 1,340 901 1,212 1,705Sewer 350 930 425 3,190 4,259Total 3,701 4,132 10,871 6,499 7,552Table6Capitalexpenditures

andfundingfortheseexpendituresisanticipatedtocomefromthefollowingsources:$000s 2015 2016 2017 2018 2019Reserves 2,480 2,276 2,202 2,028 2,118Grants 801 100 195 1,543 2,898Debt 0 970 7,000 1,267 1,236DCCs 90 540 400 0 0Revenue 331 246 1,075 1,661 1,300Total 3,701 4,132 10,871 6,499 7,552Table7Capitalfunding

Someofthecapitalprojectsbeingconsideredoverthenextfiveyearsinclude8:

8Thelistisillustrativeonlyanddoesnotcontainallthecapitalprojectsinthe20152019financialplan.

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Project9 $ YearCityhallrenos10 1,735,000 20152018Firetruck#2 500,000 2016Watertender 225,000 2017Arenaroof 7,000,000 2017KovachParkwashrooms 130,000 2015SkateboardPark 50,000 20152016Pumptrack 17,000 2015Fireflowprojects(variousareas)

1,009,000 20162019Hydrantreplacementprogramme

300,000 20152019ThomasBrookwatersupply 650,000 2016IllecillewaetRiverwatercrossing

550,000 2015STPexpansion 1,200,000 2019Seweroutflowrelocation 4,500,000 20152019Downieforcemainreplacement

1,000,000 20152018Table8ListofCapitalProjects

Roadreconstructionisestimatedtobe$2millionoverthenextfiveyears.Amortizationofroadsandbridgesamountstoabout$500,000ayear.Sothecityisinvestinginitstransportationinfrastructureatalowerratethanthatatwhichitisbeingconsumed.Clearly,thisapproachisaddingtotheinfrastructuredeficit.SeveralpavingprojectshavebeenexcludedfromtheplanasnotedintheFinancialPlanHighlightsonPageiv.Theequipmentreplacementprogrammeintroducedmanyyearsagocontinuesto9Someprojectsmayberepeatedfromlastyearsfinancialplanastheywerenotstartedandhavebeenrebudgeted.10Approximately$165,000hasbeenrebudgetedfrom2014.

eliminateagingandcostlytomaintainequipment.PublicWorksreportsthatin2007theaverageageofitsfleetwas13.64yearsandthatin2014itwas7.65years(201310years).OpportunitiesforCostReductionOverthepast20years,federalgovernmentexpendituresinconstantdollarspercapitahavebeendeclining,whiletheirrevenueshavebeenincreasing.Provincial/territorialgovernmentexpenditureshavebeenincreasingatalmostthesamerateastheirrevenues.However,bothfederalandprovincialgovernmentrevenuesfellin2009.Municipalgovernmentexpenditureshavebeenincreasingatafasterratethantheirrevenuesoverthepast20years11.Itisimportanttoappreciatethatthecityissubjecttoavarietyofdifferentcostpressures:

Inflation. Demandsforneworimprovedservices. Developmentgrowth. Downloadingfromseniorgovernments.

Nevertheless,thereisalwaysopportunityforcostreductionbutthisinevitablyrequiressomedifficultdecisionsonthepartofCouncil.ManagementstaffwillcontinuetoreviewthewayinwhichweprovideservicesandbringopportunitiesforcostreductionstoCouncilforreviewastheyarise.EmploymentCostsAsemploymentcostsrepresentalmost40%ofallcityoperatingexpenses,itisclearthatanysubstantialreductionincostswillinvolvereductionsinthelabourforce.

11FederationofCanadianMunicipalitiesTheStateofCanadasCitiesandCommunities2012

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Azerobasedbudgetapproachisusedindeterminingemploymentcostsinthefinancialplanningprocess.Eachyearanestimateismadeofthehoursrequiredtocarryoutthecitysvariousfunctionsandworkprojects.For2015,thisnumberis158,952hours12(154,163hours2014)13andincludes3,652hoursofovertime(3,708hours2014).Theanticipatedcost,includingbenefits,amountsto$7,348,829,whichincludes$112,00014forMayorandCounciland$64,60015forthevolunteerfirefighters.Theactualbudgetedcostintheconsolidatedfinancialplanfor2015is$7,291,400.SIMEAgroupbenefitsareestimatedtoincreaseby2.2%in2015.WCBpremiumshaveincreasedby20%over2014andMSPandpensionpremiumshavealsoincreased.SubcontractCostsTheseincludecertainmandatoryexpendituressuchastheRCMPcontract,VictimServicesandTransitwhichmakeupthebulkofthisexpense.Othersubcontractcostsmaynotbemandatory12Thisnumberdoesnotincludehourscommittedtocapitalprojects.13Theincreaseinhoursismainlyduetothefillingofanengineeringpositionvacantin2014andmovingfroma1mangarbagetrucktoa2mantruck.14MayorandCouncilhaveforegoneincreasesoverseveralyears.In2015,theirremunerationshouldbe$118,500assuminganannual2%increase.15Thisincludesthemonthlystipend,weekendstandbycompensationanddisabilityinsurance.

butareessential,suchassnowremoval.Oftheseexpensesperhapsabout$1millionmightbeconsiderednoncontractualordiscretionary.(SeeTable23page17).ThecitybecameresponsibleforplowingMountainRoadin2014atacostofapproximately$37,000ayear.MiscellaneousCostsAsubstantialportionoftheseexpenditures(about$1.1million)areoffsetbyequivalentrevenues.Thebalanceofabout$500,000orsorelatestodiscretionaryitems.(SeeTable24page18).FullfundingfortheSocialStrategyCoordinatorisincludedineachyearoftheplan.SewerCostsSeweroperatingcostsareforecasttoincreaseby12.05%in2015mostlyastheresultofhigherinternalequipmentcharges(whichshowsasequipmentearningsrevenueinthegeneraloperatingfund)andnonTCAexpenditures.WaterCostsWateroperatingcostsareforecasttoincreaseby11.30%in2015mostlyastheresultofnonTCAexpenditures.Snow removalcostsIn2015,thesnowremovalbudgetreflectsprioractualresults:

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Ave.actuallast3years

2014Budget

2015Budget

Grosscosts 1,181,322 1,245,750 1,280,600Equip.rentalinternal16 296,884 405,000 475,000Netcost 884,438 840,750 805,600Perkm17: Roads18 5,307 5,045 4,834Sidewalks 2,116 2,011 1,927Table9Snowremovalcosts

LongTermDebtThecityisrestrictedbytheCommunityCharterastohowmuchitcanborrowlongterm.Itcanonlyborrowlongterm19forspecificassetsandnotoperationalexpenses.Also,thelengthoftheloancannotexceedtheusefullifeoftheassetacquired.Therearealsospecificregulationssetbytheprovincethatlimitsthecityscapacitytoborrow.Overthepast13yearsorsothecityhasborrowedtohelpfundseveralmajorprojects.TheseincludetheRCMPbuilding,thewaterfiltrationplantandtheaquaticcentre.Almost50%oftheprincipalandinterestapplicabletotheRCMPbuildingisreimbursedtothecitybythefederalgovernmentbywayofrent,whilethecityscontributionthroughdebttothefiltrationplantandaquaticcentreleveragedsignificantgrantfunding.WehavealsoborrowedtoaddnewinfrastructuresuchastheArrowHeightswaterreservoirandtoreplaceaginginfrastructuresuchastheTCHreservoir.However,aportionofthecitysaccumulatedlongtermdebtrelatestoroadreconstructionand,althoughtheseareassetsanddohavean16Cityequipmentchargedtothefunctionandalsoshowingasrevenue.17Costsbetweenroadsandsidewalkshavebeenapportionedona10:1basis.18Roadsincreasefrom150kmsto151.5kmsin2014withtheadditionofMountainRoad.19Anyperiodbetween5and30years.

expectedlifeinexcessofthedebtcontracted,thereisavalidargumentthatperhapslongtermdebtshouldnotbeusedforthistypeofproject.Thisfinancialplancontinuesthestrategyestablishedinthepreviousplantonotborrowfurtherforroadreconstructionandrelycompletelyoncurrentrevenuetofundsuchworks.Theplandoesanticipateborrowinglongtermforcertainwaterandsewerprojectsaswellasanewarenaroof.

2015 2016 2017 2018 2019General 10,055,772 9,531,037 15,983,404 15,178,606 14,350,808Water 2,619,122 2,996,943 2,690,530 2,371,145 2,038,194Sewer 3,501,167 3,686,248 3,535,186 4,645,082 5,675,145

02468

1012141618

Millions

LongTermDebt

Figure3Longtermdebt

Thecitysprojecteddebt(longterm)toassetratioisasfollowsanditcanbeseenthatCouncilsobjectiveofreducingtheratioIsnotbeingmetatthistime:2015 2016 2017 2018 201925.26% 24.40% 29.38% 27.62% 25.60%Table10Debttoassetratio

CapitalReservesThecitycontinuestotryandestablishincreasedcapitalreserves.Ifrelianceondebtgoingforwardistobecurtailedthenmoreneedstobedonetoensurethatcashisavailabletomeetourcapitalexpenditureswhenneeded.Thecurrentfinancialplanforecastsreservefundstobeatthefollowinglevelsattheendofeachyear:

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0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

2015 2016 2017 2018 2019

Millions

Figure4Reserves

Attheendof2014reservefundsareestimatedtobeabout$5million.ThebalancesshownintheforegoingchartdonotincludetheElectricUtilityReserveFund,ortheSnowRemovalReserveFund.TheElectricUtilityReserveFundcontains$1millionwhichisfullyinvestedinRevelstokeCommunityEnergyCorporation(RCEC).TheSnowRemovalReserveFundisbeingfundedat$50,000peryearfromgeneraloperating.Bytheendof2019itisanticipatedthatthisfundwillcontainabout$396,475providedthatitdoesnotneedtobeusedintheinterimtohelpequalizeunexpectedlyheavysnowremovalcosts.In2015,thereisasignificantdisparitybetweentheamountoffundinggoingintothereservesandtheamountbeingwithdrawntomeetexpenditures:

0.00.51.01.52.02.53.03.54.04.55.0

2015 2016 2017 2018 2019

Millions

TotalReserveFundingandExpenditure

Funding Expenditure

Figure5TotalReserveFundingandexpenditure

Thefundinggapin2015needstobeeliminatedornarrowedconsiderablyifthecityistomaintainandbuilditsreservefundseffectively.In2013,CounciladoptedaReservesandSurplusesPolicywhichsettargetsforminimumandoptimallevelsforvariousreservesandsurpluses.Thefollowingtableshowshowthecityisperformingthusfar:

Category ofreserve %ofminimumbalance

%ofoptimumbalance

Statutory 56.45% 32.26%Capital 78.98% 24.86%General 92.60% 49.11%Other 85.52% 44.25%

Table11Reservetargets

Thestatutoryreservespercentageresultsarereducedsignificantlyfromlastyear.Thisisbecause$800,000hasbeenborrowedfromtheLandSalereservetohelpfundthecityhallrenovationproject.Thefinancialplanincorporatesarepaymentover4yearswithinterest.PropertyTaxesPropertytaxesareforecasttoincreaseonaverageacrossallclassescombinedasfollows:

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2015 2016 2017 2018 20191.69% 5.00% 10.00% 2.00% 2.00%

Table12Propertytaxincreases

In2015,theincreasesanddecreasesfortheindividualpropertytaxclassesareasfollows20:Class Increase/Decrease1Residential 2.00%2Utility 1.95%214MajorIndustry 6.99%225LightIndustry 2.00%6Business 2.00%8Seasonal 2.00%Average 1.69%Table13Propertytaxincreasesbyclass

CityPolicyF9RevenueandPropertyTaxsetsatargetofClass1Residentialpropertytaxesbeing50%oftheoveralltaxburden.In2015,thepropertytaxpieisdividedasshowninthefollowingchart:

20Thesenumbersarebasedoncompletedrollassessmentvaluesandaresubjecttochangeonceauthenticatedassessmentnumbersfor2015areknown.21TheClass2rateisrestrictedtoamaximumof2.77timestheClass6rate.Therefore,thispercentagechangemayalterdependingupontheactualvariationinassessmentvaluesandtaxrates.22ItisassumedthattheClass4ratewillbethesameasClass5inaccordancewithCouncilsdirectionin20122014.

53%

5%0%3%

2%

36%

0%

20151

2

3

4

5

6

8

Figure6Shareofpropertytaxbyclass

Propertytaxgrowth(revenuefromnewconstruction)isexpectedtocontributeareductionof($13,638)(or0.15%)23innewtaxrevenuein2015andthencontinuetogrowatabout3%ayearfortheremainderofthefinancialplan.Anamountof$0hasbeenexcludedfromthe2015taxationrevenuebudgetasahedgeagainstfuturefluctuationscausedbyongoingandpotentialassessmentappeals.Atthetimeofwritingthisreportthecityhad$108,071initsTaxEqualizationreserve.Whatdoesthismeanforindividualpropertyowners?Well,forhomeownersthefollowingtableindicatestheaveragetaxincrease24applicabletoexampleassessmentvalues25:

23ThisisbasedonBCAAsprovisionalnumberof$4,263,212(net)innewconstruction(NMC)for2015.Class1(Residential)isshowinganincreaseof$5,103,400whileClass6(Business)isshowinganincreaseof$44,658.TherewerereductionsinClass2andClass4.24Relatestomunicipaltaxesonlyanddoesnotincludeschooltaxes,CSRD,MFA,BCAA,orutilities.25Thesenumbersareprovisionalonlyandsubjecttochangeonceauthenticatedassessmentnumbersfor2015areknown

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House A B CAssessment 2014 $100,000 $250,000 $500,0002015 $100,332 $250,831 $501,662Taxes 2014 $479 $1,198 $2,3962015 $489 $1,222 $2,444Increase $10 $24 $48Table14Taxesonexamplehouses

ForbusinessownersfallingwithinClass6,theresultsareasfollows:Business A B CAssessment 2014 $100,000 $250,000 $500,0002015 $104,174 $260,435 $520,871Taxes 2014 $1,921 $4,803 $9,6062015 $1,960 $4,899 $9,798Increase $38 $96 $192Table15Taxesonexamplebusinesses

Thepropertytaxincreasesshownintheforegoingtablesarebasedonaverageincreasesordecreasesinassessmentvalues.TheratioofClass6(Business)taxratetoClass1(Residential)taxratechangesfrom4.01in2014to3.86in2015.Since2009,Class4(MajorIndustry)taxation26willhavebeenreducedfromjustover$400,000to$267,717in2015.

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

2010 2011 2012 2013 2014 2015

Class4Taxes

Figure7Class4taxes

26DownieTimberistheonlytaxpayerinthisclass.

Overall,propertytaxincreaseshaveaveragedapproximately2.49%ayearoverthelast3years.Business(Class6)hasaverageda1.83%annualincreasewhileresidential(Class1)hasaveraged2.67%ascanbeseeninthechartthatfollows:

20.00% 15.00% 10.00% 5.00% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%Class1Class2Class4Class5Class6Class8

Average

Class1 Class2 Class4 Class5 Class6 Class8 Average2012 2.50% 8.42% 16.04% 2.00% 1.00% 2.00% 1.53%2013 3.50% 1.68% 23.28% 3.50% 3.50% 3.50% 3.96%2014 2.00% 7.96% 4.25% 2.00% 1.00% 2.00% 1.99%Average 2.67% 6.02% 3.83% 2.50% 1.83% 2.50% 2.49%

Taxincreases last3years

Figure8Taxincreaseslast3years

UtilityRatesAsmentionedpreviouslyinthisreport,utilityratesareforecasttoincreaseoverthetermofthefinancialplan.Utilityrates(bothresidentialandcommercial)areproposedtoincreaseasfollows:

Basedontheforegoingpercentageincreasesresidentialutilityrateswillbe:

RateInc.

2015 2016 2017 2018 2019

Water 4.3% 3.9% 6.3% 11.8% 21.1%Sewer 4.3% 4.1% 3.9% 1.9% 1.9%Garbage 2.0% 2.0% 2.0% 2.0% 2.0%Table16 Utilityrateincreases

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2015 2016 2017 2018 2019Water $385 $400 $425 $475 $575Sewer $245 $255 $265 $270 $275Garbage27 $112 $115 $117 $119 $122Table17Residentialutilityrates

Aswell,sewerfrontagetaxwillincreasefrom$1.40to$1.50in2015.Thepurposeofthesewerfrontagetaxistoraisefundsforcapitalpurposes.Thistaxisimposedequallyonbothresidentialandnonresidentialpropertythatfrontsasewerlinetoamaximumof200feet(minimum50feet).EconomicOutlookAtthetimeofwritingthisreporttheCanadianeconomyisshowingsignsofabroadeningrecoverywhiletheUSAisundergoingarobustrecovery.ThereremainsignsinEuropeaswellasotherpartsoftheglobaleconomywhererecoveryislesscertain.AnnualinflationinCanadaaveraged2%in2014(1%inBC).Recentweaknessinoilpriceshasseenareductioninpricesatthepumpswhichispositiveforconsumersandprovidesmoredisposableincomethatwillhelpthelocaleconomy.However,theimpactontheoilpatchhasbeenareductionininvestmentandemployment.ThisislikelytohaveanegativeimpactonthetourismsectorinBC.Therecentreductionininterestrateswillalsoprovideadditionaldisposableincomefortheconsumerandthereseemstobenoindicationthathigherinterestratesareimminent.InAugust2014,theHayGroupreportedthatCanadianscanexpecttheirsalariestorisein2015byanaverageof2.6%(thesameas2014)basedonasurveyofover400privateand27In2015,theresidentialrecyclingfee($20in2014)isabolishedasthisprogrammebecomesthefullresponsibilityofMMBC.

publicsectoremployers.Thisisontopofanaverageincreaseof2.9%in2013.Theseratesarestillhigherthangeneralinflationandprovidestaxpayerswithmoredisposableincome.Economicuncertaintyhasimpactedthecityinrecentyearsbywayoftheerraticnatureofbuildingdevelopment.Overthelast8yearsnewconstructionhasbeenasshowninthefollowingchart:

Figure9NewconstructionAsaresult,itisdifficulttopredictwithanydegreeofaccuracywhattheleveloffutureactivitymightbeand,therefore,thedemandforfutureservicesalongwiththepotentialforfuturetaxgrowth.RiskstothePlanThereareseveralrisksthatcouldimpactthefinancialplanaspresented:

Thefinalresultsfor2014willnotbeknownuntilthespringof2015.Severalrevenuestreamshaveunderperformed.

Appealsagainstassessmentvaluescontinuetobemadeandtheseareoftensuccessfulresultinginlostrevenuestothecity.Thecityhaslostabout$78,000intaxationrevenuesin2014astheresultofsuccessfulappeals

0

50

100

Millions

Newconstruction

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whichwillimpacttheresultfortheyear.

Theassumptionthatrevenuegrowthfromnewconstructionwillbe3%isprobablyoveroptimisticbasedontheresultsfor2014and2015.

ThecurrentCUPEcollectiveagreementexpiredDecember31,2013andanegotiatedsettlementhasyettobereached.

TheIAFFcollectiveagreementfor20102011hasbeensettled,butfirefightershavebeenwithoutacontractsinceJanuary1,2012.

NoneoftherecommendationsfromtheFireDepartmentReviewhavebeenincorporatedinthefinancialplanthusfar.SomeofthemcomewithacostandifCouncilwishestopursueanyoralloftherecommendationsappropriateprovisionforthesecostswillhavetobemadeintheplan.

TheongoingweaknessintheCanadiandollarplacesupwardpressureoncostsbeyondnormalinflationforgoodsandservicesoriginatingfromtheUSA.

ConclusionTheCitycontinuestoexperienceahighervolumeofassessmentappealsspanningmultipleyearswhichcreatesuncertaintyinprojectingpropertytaxrevenues.SuccessfulappealscanhavesignificantimpactsontheCitysprojectedincomeanddetrimentallyaffectanticipatedsurpluses.Thepressuretodealwithaneverincreasingburdenofcapitalprojectsasourinfrastructureisconsumedplacesacutestressonourlimitedresources.Thisisparticularlyevidentinthewaterfunctionwheresignificantrateincreases

areanticipatedinlateryearsinordertomeetthecostsofcapitalprojects.Inordertoensurethattaxandrateincreasesaremaintainedatreasonablelevelsitwillbenecessarytocontinuetocriticallyreviewbothcapitalprojectsandservicelevels.

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ConsolidatedFinancialPlan 2014 2015 2016 2017 2018 2019

Budget ActualAve.Actual3years Budget Budget Budget Budget Budget Budget

RevenuesTaxation(inc.PILTS,GILTS&1%utilitytax) 12,520,626 12,092,018 11,696,409 12,747,669 12,949,747 13,767,311 15,117,015 15,783,386 16,489,503Saleofservices 4,645,518 4,923,368 4,518,013 5,120,335 5,312,891 5,469,028 5,698,234 5,961,495 6,452,560Other&ownsources 956,300 885,522 924,508 1,006,800 895,800 936,800 903,900 903,900 903,900Provincialunconditionaltransfers 550,000 549,656 547,651 600,000 600,000 600,000 600,000 600,000 600,000Provincialconditionaltransfers 1,064,000 1,326,838 1,160,414 1,151,500 1,121,500 1,121,500 1,121,500 1,121,500 1,121,500NonTCAfunding 2,399,150 1,793,387 1,875,576 1,922,600 2,299,700 1,595,800 1,406,400 1,245,600 1,089,099Othercontributions&donations 184,782 271,726 211,689 184,782 184,782 190,167 206,191 227,515 227,515TotalRevenues 22,320,376 21,842,515 20,934,260 22,733,685 23,364,420 23,680,606 25,053,240 25,843,396 26,884,077

OperatingExpensesbytypeEmploymentcosts 6,969,150 6,630,475 6,846,273 7,173,925 7,291,400 7,463,700 7,566,450 7,751,050 7,810,551Travelandmeetingexpenses 41,850 31,591 29,521 42,500 39,450 40,100 42,350 43,100 42,100Telephone 58,800 63,505 61,576 64,450 61,250 63,350 65,450 67,050 67,550Advertising 68,650 49,207 55,024 74,150 76,050 72,750 80,450 80,650 74,450Licencesandinsurance 235,740 224,300 218,337 243,890 267,575 268,175 271,150 273,050 273,875Memberships&conferences 106,800 88,010 96,228 109,100 126,600 111,450 115,450 113,200 126,200Contractedservices 3,057,595 2,776,169 2,732,417 3,217,350 3,108,050 3,154,950 3,216,600 3,261,100 3,261,102Officesupplies 45,500 37,942 43,769 49,000 53,150 53,900 55,150 60,450 59,950Utilities 821,000 755,310 790,873 874,250 935,800 958,800 980,100 991,100 996,100Miscellaneous 1,817,220 2,122,882 1,876,876 1,851,070 1,860,820 1,876,820 1,886,120 1,869,120 1,899,122Freight,courier&postage 29,000 35,498 35,406 29,800 42,200 43,400 44,100 44,600 45,100Legal&professional 106,600 52,563 79,328 124,100 167,000 138,500 146,500 158,500 146,000Maintenanceofbuildings&equipment 371,550 315,248 295,579 381,650 412,250 417,750 431,750 431,750 432,750Materials&supplies 570,935 466,985 538,065 607,710 645,150 639,650 662,850 663,850 660,350Equipmentrental(internal&external) 416,500 690,541 568,798 730,350 813,950 822,700 826,000 828,500 830,000Grantsinaid 90,000 76,258 80,419 90,000 95,000 95,000 100,000 100,000 100,000Vehiclemaintenance&fuel 427,750 407,488 402,358 445,500 447,500 462,500 480,750 481,000 481,000Amortization 1,725,000 1,681,840 1,837,132 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000Interest 1,056,343 1,027,879 1,013,332 1,031,697 1,029,098 1,045,588 1,183,578 1,324,117 1,324,117Subtotal 18,015,983 17,533,691 17,601,312 18,865,492 19,197,293 19,454,083 19,879,798 20,267,187 20,355,317NonTCAexpenditures 2,758,092 2,178,101 2,076,494 2,208,614 2,744,265 2,047,418 1,764,099 1,536,934 1,392,652Totaloperatingexpensesbytype 20,774,075 19,711,792 19,677,806 21,074,106 21,941,558 21,501,501 21,643,897 21,804,121 21,747,969

OperatingExpensesbyDepartmentGeneralGovernment 1,944,075 1,652,500 1,690,664 2,075,350 2,037,300 2,022,800 2,017,900 2,024,000 2,044,801FireProtection 1,618,100 1,474,226 1,406,395 1,443,525 1,503,250 1,550,250 1,584,300 1,639,550 1,547,753ProvincialEmergencyProgram 92,000 57,751 78,704 92,000 92,000 92,000 92,000 92,000 92,000PlanningandDevelopment 819,100 543,555 618,779 597,100 584,200 713,200 612,950 573,200 584,200AnimalandPestControl 128,250 107,431 114,790 127,050 147,550 133,050 134,050 134,550 135,300PoliceandCourtHouseservices 1,873,595 1,797,900 1,685,943 1,948,850 2,124,150 2,079,750 2,110,250 2,121,250 2,111,850PublicWorks 4,234,402 4,212,302 4,235,941 4,521,674 4,844,625 4,761,428 4,707,309 4,694,294 4,751,362Transit 339,000 376,307 311,530 339,000 369,000 369,000 369,000 369,000 369,000EnvironmentalHealth(GarbagecollectionandRecycling) 427,900 417,404 371,695 417,650 395,500 399,000 407,750 411,750 415,250PublicHealthandWelfare(Cemetery) 166,200 170,672 138,080 154,950 151,150 143,900 142,400 138,300 127,850CommunityEconomicDevelopment 1,564,600 2,000,354 1,638,052 1,679,650 1,580,500 1,584,750 1,588,300 1,590,050 1,591,050RecreationandCulture 3,186,060 2,911,008 2,975,567 3,212,560 3,337,435 3,177,735 3,253,910 3,284,110 3,240,735Amortizationofcapitalassets 1,725,000 1,681,840 1,837,132 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000Wateroperating 945,100 599,954 713,121 940,350 1,125,200 929,700 907,750 901,000 903,501Seweroperating 654,350 680,708 848,081 767,700 895,600 774,350 807,450 781,950 784,200Debtinterestpayments 1,056,343 1,027,879 1,013,332 1,031,698 1,029,098 1,045,588 1,183,578 1,324,117 1,324,117TotaloperatingexpensesbyDepartment 20,774,075 19,711,791 19,677,806 21,074,107 21,941,558 21,501,501 21,643,897 21,804,121 21,747,969

Operating(Surplus)/Deficit 1,546,301 2,130,724 1,256,454 1,659,578 1,422,862 2,179,105 3,409,343 4,039,275 5,136,109

Capitalexpenditures 5,862,663 2,452,585 2,965,387 2,698,221 3,701,247 4,131,532 10,871,309 6,498,849 7,552,167Contributionsfromreserves 1,818,500 897,125 757,757 1,907,500 2,479,740 2,276,000 2,201,500 2,027,500 2,118,000ContributionsfromDCC's 300,000 0 0 350,000 90,000 540,000 400,000 0 0ContributionsfromGrants 1,245,000 128,734 623,706 195,000 801,000 100,000 195,000 1,543,000 2,898,000Debtproceeds 2,015,000 986,122 1,172,011 0 0 970,000 7,000,000 1,267,000 1,236,000

Capitaloutofrevenue 484,163 440,604 411,914 245,721 330,507 245,532 1,074,809 1,661,349 1,300,167

Debtprincipal 575,128 575,128 509,539 620,824 620,824 620,824 653,399 888,471 888,471Transferfromequityincapitalassets 1,725,000 1,681,840 1,837,132 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000Transferstoreserve 1,600,000 2,229,791 2,120,171 2,611,000 2,140,000 3,270,000 3,529,000 3,087,000 3,666,000

(Surplus)/Deficit 612,010 567,041 51,963 92,967 56,531 232,252 122,864 127,455 1,006,471

2013

Table18ConsolidatedFinancialPlan

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ConsolidatedFinancialPlan TANGIBLECAPITALASSETS NONTANGIBLECAPITALASSETSCapital EXPENDITURES EXPENDITURES

2015 2016 2017 2018 2019 2015 2016 2017 2018 2019

Expenditures:GeneralGovernment 581,000 648,000 647,500 267,500 58,000 149,000 143,000 66,000 37,500 54,500Fire 839,740 29,500 18,000 18,000 0 182,700 168,000 214,800 207,300 152,000PEP 0 0 0 0 0 0 0 0 0 0Planning 75,000 0 0 0 0 40,000 160,000 50,000 0 0AnimalControl 0 0 0 0 0 15,000 0 0 0 0RCMP&CourtHouse 32,000 10,000 0 0 0 163,900 93,900 91,900 59,900 23,000Land 150,000 150,000 150,000 150,000 150,000 0 0 0 0 0PublicWorks 400,507 782,032 1,494,809 1,651,349 1,300,167 1,185,465 1,013,018 882,899 832,034 856,351Cemetery 0 0 0 0 0 31,200 21,700 18,900 12,500 0CED 0 0 0 0 0 88,300 88,300 88,300 88,300 88,300Recreation 332,000 242,000 7,235,000 10,000 80,000 363,200 165,000 174,800 159,400 74,000Total 2,410,247 1,861,532 9,545,309 2,096,849 1,588,167 2,218,765 1,852,918 1,587,599 1,396,934 1,248,151

Sourcesoffunding:Revenue 330,507 245,532 1,074,809 1,661,349 1,300,167 444,565 451,618 357,699 291,334 303,551Buildingreserve 400,000 540,000 485,000 225,000 0 137,000 169,000 59,500 5,500 17,000Firereserve 113,740 29,500 18,000 18,000 0 187,700 168,000 214,800 207,300 152,000Equipmentreserve 256,000 124,500 202,500 42,500 58,000 780,900 724,400 615,200 558,200 587,300Landreserve 150,000 150,000 150,000 150,000 150,000 0 0 0 0 0Cemeteryreserve 0 0 0 0 0 31,200 21,700 18,900 12,500 0RCMPreserve 32,000 10,000 0 0 0 71,900 44,900 43,400 54,400 6,000Recreationreserve 312,000 197,000 215,000 0 80,000 338,200 165,000 169,800 159,400 74,000Grants 726,000 25,000 0 0 0 49,000 0 0 0 0Gastax 0 0 0 0 0 178,300 108,300 108,300 108,300 108,300DCC's 90,000 540,000 400,000 0 0 0 0 0 0 0Debt 0 0 7,000,000 0 0 0 0 0 0 0

2,410,247 1,861,532 9,545,309 2,096,849 1,588,167 2,218,765 1,852,918 1,587,599 1,396,934 1,248,151

Expenditures:Water 941,000 1,340,000 901,000 1,212,000 1,705,000 304,250 102,250 61,000 50,000 52,250Sewer 350,000 930,000 425,000 3,190,000 4,259,000 221,250 92,250 115,500 90,000 92,250

1,291,000 2,270,000 1,326,000 4,402,000 5,964,000 525,500 194,500 176,500 140,000 144,500

Sourcesoffunding:Waterreserve 866,000 615,000 706,000 1,002,000 1,280,000 249,250 77,250 36,000 25,000 27,250Grant 0 0 195,000 210,000 425,000 30,000 0 0 0 0Gastax 75,000 75,000 0 0 0 0 0 0 0 0DCC's 0 0 0 0 0 25,000 25,000 25,000 25,000 25,000Debt 0 650,000 0 0 0 0 0 0 0 0

941,000 1,340,000 901,000 1,212,000 1,705,000 304,250 102,250 61,000 50,000 52,250

Sourcesoffunding:Sewerreserve 350,000 610,000 425,000 590,000 550,000 196,250 67,250 90,500 65,000 67,250Grant 0 0 0 1,333,000 2,473,000 0 0 0 0 0DCC 0 0 0 0 0 25,000 25,000 25,000 25,000 25,000Debt 0 320,000 0 1,267,000 1,236,000 0 0 0 0 0

350,000 930,000 425,000 3,190,000 4,259,000 221,250 92,250 115,500 90,000 92,250

TotalCapitalExpenditure 3,701,247 4,131,532 10,871,309 6,498,849 7,552,167 2,744,265 2,047,418 1,764,099 1,536,934 1,392,651

TotalSourcesofFunding:Reserves 2,479,740 2,276,000 2,201,500 2,027,500 2,118,000 1,992,400 1,437,500 1,248,100 1,087,300 930,800Grantsandother 801,000 100,000 195,000 1,543,000 2,898,000 257,300 108,300 108,300 108,300 108,300Debt 0 970,000 7,000,000 1,267,000 1,236,000 0 0 0 0 0DCC's 90,000 540,000 400,000 0 0 50,000 50,000 50,000 50,000 50,000Revenue 330,507 245,532 1,074,809 1,661,349 1,300,167 444,565 451,618 357,699 291,334 303,551

3,701,247 4,131,532 10,871,309 6,498,849 7,552,167 2,744,265 2,047,418 1,764,099 1,536,934 1,392,651

TotalLongTermDebt 16,176,060 16,214,228 22,209,120 22,194,833 22,064,148

TotalCapitalReserves 2,964,778 2,699,679 2,957,298 3,143,543 4,025,850

DCCFund 1,748,768 1,593,789 1,576,051 1,963,528 2,356,114

Table19ConsolidatedCapitalPlan

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GeneralOperatingFinancialPlan 2014 2015 2016 2017 2018 2019

Budget ActualAve.Actual3

years Budget Budget Budget Budget Budget BudgetRevenuesTaxation(inc.PILTS,GILTS&1%utilitytax) 12,399,626 11,969,287 11,576,368 12,505,669 12,690,461 13,490,739 14,823,158 15,472,243 16,161,074Saleofservices 2,120,442 2,423,664 2,204,271 2,400,283 2,480,182 2,511,908 2,538,725 2,553,585 2,567,591Other&ownsources 956,300 885,522 924,508 1,006,800 895,800 936,800 903,900 903,900 903,900Provincialunconditionaltransfers 550,000 549,656 547,651 600,000 600,000 600,000 600,000 600,000 600,000Provincialconditionaltransfers 1,064,000 1,326,838 1,160,414 1,151,500 1,121,500 1,121,500 1,121,500 1,121,500 1,121,500NonTCAfunding 2,179,150 1,640,630 1,533,977 1,667,600 1,774,200 1,401,300 1,229,900 1,105,600 944,599Othercontributions&donations 60,000 146,944 81,123 60,000 60,000 60,000 60,000 60,000 60,000TotalRevenues 19,329,518 18,942,541 18,028,312 19,391,851 19,622,143 20,122,247 21,277,182 21,816,828 22,358,664

OperatingExpensesbytypeEmploymentcosts 6,456,900 6,205,499 6,370,189 6,624,425 6,747,650 6,909,200 6,998,950 7,179,300 7,238,801Travelandmeetingexpenses 27,850 28,282 26,969 28,500 32,950 33,600 35,350 36,100 35,100Telephone 53,800 58,504 57,219 59,450 55,650 57,750 59,850 61,450 61,950Advertising 66,350 49,057 54,974 71,850 73,750 70,450 78,150 78,350 72,150Licencesandinsurance 201,990 186,095 185,218 209,390 236,325 236,925 239,650 241,550 242,125Memberships&conferences 106,800 88,010 96,228 109,100 126,600 111,450 115,450 113,200 126,200Contractedservices 2,871,295 2,687,126 2,635,497 3,026,550 2,920,250 2,967,150 3,024,300 3,068,800 3,068,802Officesupplies 45,500 37,942 43,769 49,000 53,150 53,900 55,150 60,450 59,950Utilities 684,950 634,809 661,766 735,200 794,700 815,700 833,950 844,950 849,950Miscellaneous 1,582,920 1,888,743 1,640,168 1,616,270 1,625,520 1,641,520 1,650,320 1,633,320 1,663,321Freight,courier&postage 24,400 20,398 19,442 25,200 28,300 29,500 30,200 30,700 31,200Legal&professional 106,600 52,563 79,328 124,100 167,000 138,500 146,500 158,500 146,000Maintenanceofbuildings&equipment 371,550 315,248 295,579 381,650 412,250 417,750 431,750 431,750 432,750Materials&supplies 384,635 341,121 369,330 397,910 420,150 413,150 429,100 430,100 426,600Equipmentrental(internal&external) 351,900 631,360 518,994 661,650 727,150 735,900 739,100 741,600 743,100Grantsinaid 90,000 76,258 80,419 90,000 95,000 95,000 100,000 100,000 100,000Vehiclemaintenance&fuel 427,750 395,052 398,213 445,500 431,500 446,500 464,750 465,000 465,000Amortization 1,200,000 1,214,914 1,342,147 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000Interest 591,646 563,182 557,336 567,001 564,401 564,401 685,901 804,901 804,901Subtotal 15,646,836 15,474,163 15,432,786 16,422,746 16,712,296 16,938,346 17,318,421 17,680,021 17,767,900NonTCAexpenditures 2,538,092 2,025,344 1,732,838 1,953,614 2,218,765 1,852,918 1,587,599 1,396,934 1,248,152Totaloperatingexpensesbytype 18,184,928 17,499,507 17,165,623 18,376,360 18,931,061 18,791,265 18,906,021 19,076,955 19,016,052

OperatingExpensesbyDepartmentGeneralGovernment 1,944,075 1,652,500 1,690,664 2,075,350 2,037,300 2,022,800 2,017,900 2,024,000 2,044,801FireProtection 1,618,100 1,474,226 1,406,395 1,443,525 1,503,250 1,550,250 1,584,300 1,639,550 1,547,753ProvincialEmergencyProgram 92,000 57,751 78,704 92,000 92,000 92,000 92,000 92,000 92,000PlanningandDevelopment 819,100 543,555 618,779 597,100 584,200 713,200 612,950 573,200 584,200AnimalandPestControl 128,250 107,431 114,790 127,050 147,550 133,050 134,050 134,550 135,300PoliceandCourtHouseservices 1,873,595 1,797,900 1,685,943 1,948,850 2,124,150 2,079,750 2,110,250 2,121,250 2,111,850PublicWorks 4,234,402 4,212,302 4,235,941 4,521,674 4,844,625 4,761,428 4,707,309 4,694,294 4,751,362Transit 339,000 376,307 311,530 339,000 369,000 369,000 369,000 369,000 369,000EnvironmentalHealth(GarbagecollectionandRecycling) 427,900 417,404 371,695 417,650 395,500 399,000 407,750 411,750 415,250PublicHealthandWelfare(Cemetery) 166,200 170,672 138,080 154,950 151,150 143,900 142,400 138,300 127,850CommunityEconomicDevelopment 1,564,600 2,000,354 1,638,052 1,679,650 1,580,500 1,584,750 1,588,300 1,590,050 1,591,050RecreationandCulture 3,186,060 2,911,008 2,975,567 3,212,560 3,337,435 3,177,735 3,253,910 3,284,110 3,240,735Amortizationofcapitalassets 1,200,000 1,214,914 1,342,147 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000Debtinterestpayments 591,646 563,182 557,336 567,001 564,401 564,401 685,901 804,901 804,901TotaloperatingexpensesbyDepartment 18,184,928 17,499,506 17,165,623 18,376,360 18,931,061 18,791,265 18,906,021 19,076,955 19,016,052

Operating(Surplus)/Deficit 1,144,590 1,443,034 862,689 1,015,491 691,082 1,330,983 2,371,162 2,739,873 3,342,612

Capitalexpenditures 4,361,663 1,788,562 2,111,717 1,211,721 2,410,247 1,861,532 9,545,309 2,096,849 1,588,167Contributionsfromreserves 617,500 233,102 487,313 790,000 1,263,740 1,051,000 1,070,500 435,500 288,000ContributionsfromDCC's 0 0 0 50,000 90,000 540,000 400,000 0 0ContributionsfromGrants 1,245,000 128,734 303,655 126,000 726,000 25,000 0 0 0Debtproceeds 2,015,000 986,122 908,835 0 0 0 7,000,000 0 0

Capitaloutofrevenue 484,163 440,604 411,914 245,721 330,507 245,532 1,074,809 1,661,349 1,300,167

Debtprincipal 311,797 311,797 273,762 357,493 357,493 357,493 357,493 592,566 592,566Transferfromequityincapitalassets 1,200,000 1,214,914 1,342,147 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000Transferstoreserve 1,050,000 1,454,791 1,498,505 1,561,000 1,290,000 1,920,000 2,179,000 1,637,000 1,566,000

(Surplus)/Deficit 498,630 450,756 20,656 51,277 86,919 7,957 40,141 48,958 1,083,879

2013

Table20Generaloperatingfinancialplan

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15

WaterOperating

Aveactuallast3years 2014 2015 2016 2017 2018 2019

Budget Actual Budget Budget Budget Budget Budget BudgetRevenuesTaxationandgrantsSaleofservices 1,590,012 1,541,563 1,478,522 1,745,500 1,818,671 1,898,208 2,045,086 2,273,744 2,731,061Other&ownsources 0Provincialunconditionaltransfers 0Provincialconditionaltransfers 0DCCfunding 2,060NonTCAfunding 165,000 75,678 91,842 100,500 304,250 102,250 61,000 50,000 52,250Othercontributions&donations 0 0 0 0 0 0 0 0TotalRevenues 1,755,012 1,617,241 1,572,424 1,846,000 2,122,921 2,000,458 2,106,086 2,323,744 2,783,311

OperatingExpensesbytypeEmploymentcosts 307,000 207,730 245,269 336,500 306,000 312,000 321,250 325,500 325,500Travelandmeetingexpenses 8,500 2,754 2,171 8,500 3,500 3,500 4,000 4,000 4,000Telephone 3,000 3,074 2,951 3,000 3,600 3,600 3,600 3,600 3,600Advertising 2,000 150 50 2,000 2,000 2,000 2,000 2,000 2,000Licencesandinsurance 23,750 27,787 23,972 24,000 19,250 19,250 19,500 19,500 19,750Memberships&conferences 0 0 0 0 0 0 0 0 0Contractedservices 131,500 39,726 64,782 135,000 131,000 131,000 133,500 133,500 133,500Officesupplies 0 0 0 0 0 0 0 0 0Utilities 58,550 50,294 56,103 60,050 60,600 61,100 62,650 62,650 62,650Miscellaneous 117,500 117,370 119,440 117,500 117,500 117,500 117,500 117,500 117,501Freight,courier&postage 2,500 3,189 4,008 2,500 2,500 2,500 2,500 2,500 2,500Legal&professional 0 0 0 0 0 0 0 0 0Maintenanceofbuildings&equipment 0 0 0 0 0 0 0 0 0Materials&supplies 100,300 52,655 90,462 122,300 136,500 136,500 141,750 141,750 141,750Equipmentrental(internal&external) 25,500 11,860 9,509 28,500 28,500 28,500 28,500 28,500 28,500Grantsinaid 0 0 0 0 0 0 0 0 0Vehiclemaintenance&fuel 0 7,687 2,562 0 10,000 10,000 10,000 10,000 10,000NonTCAexpenditures 165,000 75,678 91,842 100,500 304,250 102,250 61,000 50,000 52,250Amortization 400,000 270,484 295,536 400,000 400,000 400,000 400,000 400,000 400,000Interest 296,048 296,048 294,172 296,048 296,048 307,098 318,148 318,148 318,148Totaloperatingexpenses 1,641,148 1,166,486 1,302,829 1,636,398 1,821,248 1,636,798 1,625,898 1,619,148 1,621,649

Operating(surplus)/deficit 113,864 450,755 269,595 209,603 301,673 363,660 480,189 704,596 1,161,663

Capitalexpenditures 582,000 664,023 660,190 659,000 941,000 1,340,000 901,000 1,212,000 1,705,000Contributionsfromreserves 582,000 664,023 266,491 590,000 866,000 615,000 706,000 1,002,000 1,280,000ContributionsfromDCC's 0 0 0 0 0 0 0 0 0ContributionsfromGrants 0 0 193699 69,000 75,000 75,000 195,000 210,000 425,000Debtproceeds 0 0 200,000 0 0 650,000 0 0 0

Capitaloutofrevenue 0 0 0 0 0 0 0 0

Debtprincipal 152,085 152,085 147,283 152,085 152,085 152,085 173,914 173,914 173,914Transferfromequityincapitalassets 400,000 270,484 295,536 400,000 400,000 400,000 400,000 400,000 400,000Transferstoreserve 350,000 550,000 466,667 320,000 550,000 800,000 800,000 900,000 1,350,000

(Surplus)/Deficit 11,779 19,154 48,819 137,518 412 188,425 93,725 30,683 37,749

2013

Table21Wateroperatingplan

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16

SewerOperating

Ave.actuallast3years 2014 2015 2016 2017 2018 2019

Budget Actual Budget Budget Budget Budget Budget BudgetRevenuesTaxationandgrants 121,000 122,731 120,041 242,000 259,286 276,571 293,857 311,143 328,429Saleofservices 935,064 958,141 835,219 974,552 1,014,039 1,058,912 1,114,423 1,134,166 1,153,908Other&ownsources 0Provincialunconditionaltransfers 0Provincialconditionaltransfers 0DCCfunding NonTCAfunding 55,000 77,079 249,757 154,500 221,250 92,250 115,500 90,000 92,250Othercontributions&donations 124,782 124,782 124,782 124,782 124,782 130,167 146,191 167,515 167,515TotalRevenues 1,235,846 1,282,733 1,329,800 1,495,833 1,619,356 1,557,900 1,669,972 1,702,824 1,742,102

OperatingExpensesbytypeEmploymentcosts 205,250 217,246 230,815 213,000 237,750 242,500 246,250 246,250 246,250Travelandmeetingexpenses 5,500 555 381 5,500 3,000 3,000 3,000 3,000 3,000Telephone 2,000 1,927 1,406 2,000 2,000 2,000 2,000 2,000 2,000Advertising 300 0 0 300 300 300 300 300 300Licencesandinsurance 10,000 10,418 9,147 10,500 12,000 12,000 12,000 12,000 12,000Memberships&conferences 0 0 0 0 0 0 0 0 0Contractedservices 54,800 49,317 32,138 55,800 56,800 56,800 58,800 58,800 58,800Officesupplies 0 0 0 0 0 0 0 0 0Utilities 77,500 70,207 73,004 79,000 80,500 82,000 83,500 83,500 83,500Miscellaneous 116,800 116,769 117,268 117,300 117,800 117,800 118,300 118,300 118,300Freight,courier&postage 2,100 11,911 11,956 2,100 11,400 11,400 11,400 11,400 11,400Legal&professional 0 0 0 0 0 0 0 0 0Maintenanceofbuildings&equipment 0 0 0 0 0 0 0 0 0Materials&supplies 86,000 73,209 78,274 87,500 88,500 90,000 92,000 92,000 92,000Equipmentrental(internal&external) 39,100 47,321 40,295 40,200 58,300 58,300 58,400 58,400 58,400Grantsinaid 0 0 0 0 0 0 0 0 0Vehiclemaintenance&fuel 0 4,749 1,583 0 6,000 6,000 6,000 6,000 6,000NonTCAexpenditures 55,000 77,079 251,815 154,500 221,250 92,250 115,500 90,000 92,250Amortization 125,000 196,442 199,449 125,000 125,000 125,000 125,000 125,000 125,000Interest 168,649 168,649 161,823 168,649 168,649 174,089 179,529 201,068 201,068Totaloperatingexpensesbytype 947,999 1,045,799 1,209,353 1,061,349 1,189,249 1,073,439 1,111,979 1,108,018 1,110,268

Operating(surplus)/deficit 287,847 236,934 120,446 434,485 430,107 484,461 557,993 594,806 631,834

Capitalexpenditures 919,000 0 193,480 827,500 350,000 930,000 425,000 3,190,000 4,259,000Contributionsfromreserves 619,000 0 3,952 527,500 350,000 610,000 425,000 590,000 550,000ContributionsfromDCC's 300,000 0 0 300,000 0 0 0 0 0ContributionsfromGrants 0 0 126,352 0 0 0 0 1,333,000 2,473,000Debtproceeds 0 0 63,176 0 0 320,000 0 1,267,000 1,236,000

Capitaloutofrevenue 0 0 0 0 0 0 0 0

Debtprincipal 111,246 111,246 88,494 111,246 111,246 111,246 121,992 121,992 121,992Transferfromequityincapitalassets 125,000 196,442 199,449 125,000 125,000 125,000 125,000 125,000 125,000Transferstoreserve 200,000 225,000 155,000 730,000 300,000 550,000 550,000 550,000 750,000

(Surplus)/Deficit 101,601 97,130 76,401 281,761 143,862 51,784 11,001 47,814 115,158

2013

Table22Seweroperatingplan

AGENDA ITEM #3a.



17

GeneralOperating Ave.Actual 2014 2015 2016 2017 2018 2019ContractedServices Budget Actual Last3years Budget Budget Budget Budget Budget BudgetBlue#'sareoffsetbyequivalentrevenuesMayorandCouncil 19,700 15,771 17,284 20,000 26,000 26,000 26,000 26,000 26,000Cityproperty 0 321 189 500 500 500 500 500 500CityHallmaintenance 3,250 4,098 3,777 4,750 5,250 5,250 5,750 5,750 5,750Administration/Finance 3,000 2,752 2,802 3,000 3,000 3,000 3,500 3,500 3,500Elections&Referendums 0 0 5,209 20,000 0 1,000 20,000 25,000 0Labourmanagement 11,650 3,037 10,125 11,650 2,500 2,500 2,500 2,500 2,500FireDepartmentAdministration 0 25 0 0 0 0 0 0 0FireFightingforce 25,000 27,074 21,511 25,000 30,000 30,000 30,000 32,000 32,000Firestation 0 3,229 1,436 0 0 0 0 0 1PEP 3,600 16,864 14,111 3,600 3,600 3,600 3,600 3,600 3,600EmergencyProgrammeCoordinator 56,000 11,774 25,583 56,000 56,000 56,000 56,000 56,000 56,000ESSCoordinator 9,000 16,697 15,380 9,000 9,000 9,000 9,000 9,000 9,000Planning 50,000 24,860 46,116 50,000 5,000 5,000 5,000 5,000 5,000Planningfunded 20,000 0 0 20,000 0 0 0 0 0Animal&Pestcontrol 99,250 95,642 96,000 100,000 110,000 110,000 110,000 110,000 110,000Policestation 19,000 19,474 20,424 19,000 32,000 32,000 32,000 32,000 32,000RCMP 1,200,000 1,169,792 1,073,065 1,250,000 1,260,000 1,275,000 1,300,000 1,325,000 1,350,000RCMPOvertime 60,000 42,473 42,160 60,000 65,000 65,000 65,000 70,000 70,000RCMPPrisonercosts 60,000 46,593 48,104 60,000 80,000 80,000 80,000 85,000 85,000VictimServices 44,695 54,485 53,033 55,000 55,000 56,000 56,500 57,000 57,000CourtHouse 27,800 35,937 33,447 42,800 42,800 43,800 43,800 44,800 44,800Engineeringconsultingfees 0 1,085 1,528 0 0 0 0 0 0PublicWorksadministration 0 300 688 0 0 0 0 0 0Engineeringservices 2,400 18,565 12,240 7,000 7,000 7,000 7,500 7,500 7,500Equipmentmaintenance 9,750 12,475 12,835 9,750 12,750 12,750 12,750 12,750 12,750Municipalyards&buildings 15,000 31,974 28,748 27,000 27,000 27,000 27,500 27,500 27,500Streetmaintenance 85,000 66,631 62,546 85,000 86,000 86,000 87,000 87,000 87,000Sidewalkmaintenance 5,000 1,124 2,255 5,000 5,000 5,000 5,000 5,000 5,000DrainageDitchmaintenance 0 31 46,384 0 0 0 0 0 0StormSewermaintenance 4,000 948 1,339 4,000 4,000 4,000 4,000 4,000 4,000Snowremoval 345,900 288,021 358,048 378,400 335,000 364,400 365,000 365,000 365,000Customwork 1,050 7,075 5,068 1,050 1,050 1,050 1,100 1,100 1,100Streetlighting 15,000 15,193 12,791 15,000 16,000 16,000 16,000 16,000 16,000Trafficservices 3,500 1,260 1,040 3,500 3,500 3,500 3,500 3,500 3,500RailwayCrossingmaintenance 15,000 12,148 13,186 12,000 12,000 12,000 12,000 12,000 12,001Bridgemaintenance 1,000 1,106 935 1,000 15,000 15,000 15,000 15,000 15,000Gravelpit 0 0 312 0 0 0 0 0 0Transit 336,500 367,208 307,189 336,500 366,500 366,500 366,500 366,500 366,500Garbagecollection 2,500 1,432 1,695 2,500 2,750 2,750 3,000 3,000 3,000Recycling 110,000 110,025 73,440 110,000 0 0 0 0 0Garbagebins 25,000 6,270 9,166 15,000 15,000 15,000 15,000 15,000 15,000Cemetery 1,000 315 474 1,000 1,000 1,000 1,000 1,000 1,000Tourism&PublicRelations 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000SkiHill 0 0 1,760 0 0 0 0 0 0EconomicDevelopment 25,000 26,655 24,638 32,000 32,000 32,000 32,000 32,000 32,000Recreationadministration 1,500 900 882 2,000 2,000 1,500 1,500 1,500 1,500Communitycentre 2,000 7,721 5,579 11,000 11,000 11,000 11,000 11,000 11,000CommunityCentresnowremoval 6,000 1,719 3,128 6,000 15,000 15,000 15,000 15,000 15,000Aquaticcentre 2,351 2,922 1,800 1,800 1,800 1,800 1,800 1,800Arena 37,500 31,154 24,325 39,500 57,000 57,000 57,000 57,000 57,000Williamson'sLake 2,750 1,185 629 2,750 2,750 2,750 3,000 3,000 3,000Boulevardmaintenance 8,000 1,636 4,412 4,000 4,000 4,000 4,000 4,000 4,000Revitmaintenance 14,000 6,447 6,428 11,000 11,000 11,500 12,500 13,500 13,500Parksgeneral 30,000 21,456 17,984 35,500 29,000 29,000 35,000 35,000 35,000ColumbiaViewPark 500 0 0 2,500 1,000 500 500 500 500Museum 4,000 6,818 6,746 4,000 6,000 6,000 6,000 6,000 6,000Trails&Walkways 5,500 0 6,587 5,500 7,500 7,500 9,000 9,000 9,000SILGAConvention 0 0 2,808 0 0 0 0 0 0TOTAL 2,871,295 2,687,126 2,635,488 3,026,550 2,920,250 2,967,150 3,024,300 3,068,800 3,068,802

2013

Table23Generaloperatingcontractedservices

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18

GeneralOperatingMiscellaneousExpenses Ave.Actual 2014 2015 2016 2017 2018 2019Blue#'sareoffsetbyequivalentrevenues Budget Actual Last3years Budget Budget Budget Budget Budget BudgetAdministrationCharges 60,400 60,400 60,400 60,400 61,500 61,500 61,500 61,500 61,500BadDebtexpense 100 0 24 100 100 100 100 100 100Cashovershort 10 281 191 10 10 10 10 10 10Softwaresupport 107,000 72,956 66,406 91,000 97,000 119,500 114,500 120,500 126,500Programmingservices 3,000 601 1,501 3,500 3,500 3,500 3,500 3,500 3,500Computerleases 18,000 0 0 15,000 18,000 18,000 18,000 18,000 21,000Taxescityproperty 0 6,297 2,099 0 0 0 0 0 0ColumbiaBasinTrust 10,000 5,775 6,855 10,000 10,000 10,000 10,000 10,000 10,000Contingency 20,000 0 2,775 20,000 20,000 20,000 20,000 20,000 20,000ReceivedfromSD19forelectioncosts 0 0 (3,917) (17,950) 0 (5,000) 0 (23,000) 0Rentalofbuildings 0 0 0 1,800 0 0 2,000 2,000 0UniformMaintenance 25,000 18,418 11,789 25,000 28,000 28,000 28,000 28,000 28,000TrainingSupplies 20,000 13,087 11,204 18,000 20,000 18,000 21,000 21,000 21,000RecoveryfromPEP 0 (1,555) 2,355 0 0 0 0 0 0PlanningSign&FacadeDesign 10,000 1,980 3,878 0 0 0 0 0 0AdvisoryPlanningCommission 2,000 0 38 2,000 0 0 0 0 0EnhancementPlanningPublicArt 10,000 0 5,399 10,000 10,000 10,000 8,000 8,000 8,000HeritageCommission 2,000 230 589 2,000 0 0 0 0 0Auxiliarypolice 4,000 4,000 2,667 4,000 4,000 4,000 4,000 4,000 4,000Crimestoppers 1,000 1,000 667 1,000 1,000 1,000 1,000 1,000 1,000Surveys&Easements 0 0 281 0 0 0 0 0 0TippingFees 80,000 79,969 82,224 80,000 85,000 85,000 90,000 90,000 90,000AirMonitoringEquipment 5,000 4,303 2,821 5,000 5,000 5,000 5,000 5,000 5,000StreetEntertainment 45,000 45,000 44,167 45,000 50,000 50,000 50,000 50,000 50,000TourismMarketing 45,000 43,936 42,229 45,000 45,000 45,000 45,000 45,000 45,000TourismDevelopmentCoordinator 25,000 25,000 26,667 25,000 0 0 0 0 0PromotionPrograms 2,000 0 0 2,000 2,000 2,000 2,000 2,000 2,000SocialStrategyCoordinator 53,000 53,001 48,207 53,000 53,000 53,000 53,000 53,000 53,000Leases 8,600 6,934 8,155 9,000 9,000 9,500 9,500 9,500 9,500EDCSpecialPrograms 30,000 30,000 45,934 30,000 30,000 30,000 30,000 30,000 30,000EDCTourismInfrastructureFunded 500,000 789,075 538,160 550,000 550,000 550,000 550,000 550,000 550,000EDCTourismMarketingFunded 232,600 388,674 376,356 300,000 300,000 300,000 300,000 300,000 300,000EDCTourismMarketingFunded(Transitbuses) 67,400 0 12,725 0 0 0 0 0 0EDCJobopportunitiesprogramFunded 0 1,645 593 0 0 0 0 0 0EDCAirportDevelopmentStudyFunded 0 225 75 0 0 0 0 0 0EDCOtherFunded 0 88,800 92,647 50,000 50,000 50,000 50,000 50,000 50,000EDCResortShuttleFunded 110,000 84,879 28,293 110,000 110,000 110,000 110,000 110,000 110,000RecreationCommission 500 34 11 500 500 500 500 500 500SummerPrograms 10,000 3,042 3,887 10,000 10,000 10,000 10,000 10,000 10,000FallPrograms 0 0 3,365 0 0 0 0 0 0SpringPrograms 0 0 609 0 0 0 0 0 0WinterPrograms 0 0 23,585 0 0 0 0 0 0Leadership&Comm.Dev. 1,000 26 9 2,000 2,000 2,000 2,000 2,000 2,000SpecialEvents 7,000 4,647 5,255 7,000 7,000 7,000 7,000 7,000 7,000SOCAN 0 0 0 5,500 1,500 1,500 1,500 1,500 1,500BannerFund 2,000 2,228 1,395 2,000 3,000 3,000 3,000 3,000 3,000SILGAConvention 0 0 6,588 0 0 0 0 0 0SpecialPresentations 10,000 10,277 9,305 10,000 10,000 10,000 10,000 10,000 10,000HSTnorebate 26,900 14,168 42,099 0 0 0 0 0 1Carbonoffsetpurchase 29,410 29,410 19,607 29,410 29,410 29,410 30,210 30,210 30,210TOTAL 1,582,920 1,888,743 1,640,168 1,616,270 1,625,520 1,641,520 1,650,320 1,633,320 1,663,321

2013

Table24Generaloperatingmiscellaneousexpenses

AGENDA ITEM #3a.


Agenda3 a. 2015-2019 Financial Plan at Feb 16 2015.pdf

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City of Revelstoke 2015-2019 Financial Plan