F

Finaanciial
P
Plan
n

Cityy of
Revvelstokee

SSeptember30
0,2015
D
Draft

20162020 Financial Plan

Table of Contents
TableofContents....................................................................................................................................................i
ListofFigures..........................................................................................................................................................ii
ListofTables...........................................................................................................................................................ii
TheFinancialPlanataGlance...............................................................................................................................iii
FinancialPlanHighlights........................................................................................................................................iv
EstimatedCashFlow...............................................................................................................................................v
VisionStatement....................................................................................................................................................v
MissionStatement.................................................................................................................................................vi
OfficialCommunityPlanExtract...........................................................................................................................vii
2016CouncilObjectives........................................................................................................................................ix
Introduction...........................................................................................................................................................1
MeetingCouncilObjectives...................................................................................................................................1
ConsolidatedResults.............................................................................................................................................1
MajorAssumptions................................................................................................................................................1
ConsolidatedRevenues.........................................................................................................................................2
ConsolidatedOperatingExpenses.........................................................................................................................3
ConsolidatedCapitalExpenditures........................................................................................................................3
OpportunitiesforCostReduction.........................................................................................................................4
LongTermDebt.....................................................................................................................................................6
CapitalReserves....................................................................................................................................................6
PropertyTaxes.......................................................................................................................................................7
UtilityRates...........................................................................................................................................................9
EconomicOutlook...............................................................................................................................................10
RiskstothePlan..................................................................................................................................................10
Conclusion...........................................................................................................................................................11

20162020 Financial Plan

List of Figures
Figure1Consolidatedrevenue...............................................................................................................................2
Figure2Consolidatedoperatingexpenses............................................................................................................3
Figure3Longtermdebt.........................................................................................................................................6
Figure4Reserves....................................................................................................................................................7
Figure5TotalReserveFundingandexpenditure...................................................................................................7
Figure6Shareofpropertytaxbyclass..................................................................................................................8
Figure7Class4taxes..............................................................................................................................................9
Figure8Taxincreaseslast3years.......................................................................................................................9
Figure9Newconstruction...................................................................................................................................10

List of Tables
Table1ConsolidatedResults..................................................................................................................................1
Table2Netconsolidatedsurplus...........................................................................................................................1
Table3Accumulatedsurpluses..............................................................................................................................1
Table4Revenuegrowth.........................................................................................................................................2
Table5Maincostdrivers.......................................................................................................................................3
Table6Capitalexpenditures..................................................................................................................................3
Table7Capitalfunding...........................................................................................................................................4
Table8ListofCapitalProjects................................................................................................................................4
Table9Snowremovalcosts....................................................................................................................................6
Table10Debttoassetratio....................................................................................................................................6
Table11Reservetargets.........................................................................................................................................7
Table12Propertytaxincreases.............................................................................................................................7
Table13Propertytaxincreasesbyclass................................................................................................................8
Table14Taxesonexamplehouses........................................................................................................................8
Table15Taxesonexamplebusinesses..................................................................................................................9
Table16Utilityrateincreases................................................................................................................................9
Table17Residentialutilityrates..........................................................................................................................10
Table18ConsolidatedFinancialPlan...................................................................................................................12
Table19ConsolidatedCapitalPlan......................................................................................................................13
Table20Generaloperatingfinancialplan............................................................................................................14
Table21Wateroperatingplan.............................................................................................................................15
Table22Seweroperatingplan.............................................................................................................................16
Table23Generaloperatingcontractedservices..................................................................................................17
Table24Generaloperatingmiscellaneousexpenses..........................................................................................18

ii

20162020 Financial Plan

The Financial Plan at a Glance

ConsolidatedExpenses
Millions

Millions

ConsolidatedRevenues
30
25
20

25
20
15

15
10

10
5

5
0

2016

2017

2018

2019

2020

2016

2018

2019

2020

2019

2020

2019

2020

LongTermDebt

14
12

Millions

Millions

ConsolidatedCapitalExpenses

2017

10

25
20

15

6
4

10

0
2016

2017

2018

2019

2020

0
2016

2017

2018

CapitalReserves

3.50

Millions

Millions

ConsolidatedOperatingSurplus
4.00

3.00
2.50

4.5
4.0
3.5
3.0

2.00

2.5

1.50

2.0

1.00

1.5

0.50

1.0

0.00

0.5

2016

2017

2018

2019

2020

0.0
2016

2017

2018

AveragePropertyTaxIncrease

UtilityRateIncreases

12.00%

12.00%

10.00%

10.00%

8.00%

8.00%

6.00%

Water

6.00%

4.00%
2.00%

Garbage

2.00%

0.00%
2016

2017

2018

2019

2020

0.00%
2016

iii

Sewer

4.00%

2017

2018

2019

2020

20162020 Financial Plan

Financial Plan Highlights

1. Noproposedchangestoservicelevels.
2. 0%propertytaxincreaseproposedforallclasses(exceptClass2)in2016.
3. Capitalprojectsoverthenext5yearsamounttoabout$40million.
4. Longtermdebtincreasestoabout$23millionattheendof2020.
5. Waterprojectsincludethereplacementofwaterfiltersatthefiltrationplant($615,000)in2019andthe
constructionofawatersupplytoThomasBrookresidents($650,000)in2016.Thislatterprojectistobe
fundedbylongtermborrowingandpaidforunderaLocalServiceArea(LSA)bytheThomasBrook
users.

6. TheBigEddyWaterworksprojecthasbeenincludedat$5.7million(20162018).Twothirdsofthe
fundingwillcomefromgrantswhilethebalancewillbepaidforbytheBigEddywaterusers.

7. ThomasBrooksewerconnectionisincludedat$320,000in2016.Again,thiswillbefundedbythelocal
usersthroughanLSA.

8. Areplacementarenaroofisincludedintheplanat$7million(2020)tobefundedbylongterm
borrowing.ThereareseveraloptionsavailabletoCouncilregardingthearenaroofprovidingless
expensivealternativesbutwithvaryingdegreesoflifespan.Thefinancialplancontainsthemost
expensiveandlongestlifeexpectancyoptionatthemoment.

iv

20162020 Financial Plan

Estimated Cash Flow1

Fundsavailableatthebeginningoftheyear
IncomingFunds
Propertytaxes
Othertaxes
Sales,servicesandothersources
Provincialfunding
Debtproceeds
Miscellaneous
TotalIncomingFunds
Outgoingfunds
Employmentcosts
Travelandmeetingexpenses
Telephone
Advertising
Licencesandinsurance
Memberships&conferences
Contractedservices
Officesupplies
Utilities
Miscellaneous
Freight,courier&postage
Legal&professional
Maintenanceofbuildings&equipment
Materials&supplies
Equipmentrental(internal&external)
Grantsinaid
Vehiclemaintenance&fuel
Interest
NonTCAexpenditures
TotalOutgoingFunds

2016
2017
5,336,020 4,474,200

8,996,461
4,138,183
6,291,295
2,223,000
1,603,333

2018
2019
2020
4,432,097 4,616,071 6,251,708

10,166,001 11,233,431 11,570,434 11,917,547

4,255,106 4,304,348 4,304,334 4,328,896
6,481,537 6,863,998 7,139,038 7,272,311
2,223,000 3,127,967 4,249,300 3,318,300
633,333 1,433,333
887,000 7,833,000

2,681,036 2,648,993
773,331
821,171
839,041
25,933,308 26,407,970 27,736,407 28,971,277 35,509,095

7,480,400
42,500
57,800
67,750
268,175
134,500
3,187,145
54,900
950,800
2,384,020
43,200
133,500
422,750
647,150
824,200
97,500
468,500
891,854
1,709,160
19,865,804

Increaseoverpreviousyear

0.99%

7,607,291 7,739,275
44,250
45,250
59,750
61,200
67,450
73,650
271,150
273,050
131,750
134,500
3,258,295 3,293,100
54,150
55,150
973,100
985,100
2,375,620 1,757,620
43,800
44,400
140,500
143,500
436,750
442,250
662,850
667,350
827,500
830,000
100,000
100,000
486,750
487,000
932,378
967,511
1,196,171 1,040,492
19,669,505 19,140,397
0.99%

2.69%

7,875,052
44,500
61,825
67,500
273,875
135,500
3,298,600
54,950
991,100
1,793,620
44,900
141,500
443,250
664,350
831,500
100,000
487,000
991,878
793,571
19,094,471

8,020,048
48,000
63,025
67,600
273,135
137,000
3,413,267
55,500
993,767
1,789,020
46,500
142,000
443,500
669,750
845,500
100,000
492,000
991,878
886,618
19,478,107

0.24%

2.01%

Capitalexpenditures
Debtprincipalrepayment

D
E

6,308,500 6,105,900
620,824
674,667

7,716,100 7,497,100 12,558,300

695,936
744,069
744,069

Fundsavailableattheendoftheyear

A+BCDE 4,474,200 4,432,097

4,616,071 6,251,708 8,980,326

Thisestimatedcashflowstatementhasbeenincorporatedintothefinancialplandocumenttoprovideadditionalclarity.It
doesnotmeettheregulatoryrequirementsofPSABortheprovinceforfinancialplanpresentation.PleaserefertoTable18
fortheactualconsolidatedfinancialplan.

20162020 Financial Plan

Vision Statement
Revelstokewillbealeaderinachievingasustainablecommunitybybalancingenvironmental,socialand
economicvalueswithinalocal,regionalandglobalcontext.Buildingonitsrichheritageandnaturalbeauty,this
historicmountaincommunitywillpursuequalityandexcellence.
Revelstokewillbeseenasvibrant,healthy,clean,hospitable,resilientandforwardthinking.Itwillbe
committedtoexercisingitsrightswithrespecttodecisionsaffectingtheNorthColumbiaMountainRegion.
Communityprioritiesinclude:opportunitiesforyouth;economicgrowthandstability;environmental
citizenship;personalsafetyandsecurity;aresponsibleandcaringsocialsupportsystem;afirstclasseducation
system;localaccesstolifelonglearning;spiritualandculturalvalues;anddiverseformsofrecreation.All
residentsandvisitorsshallhaveaccesstotheopportunitiesaffordedbythiscommunity.

Mission Statement
Ourmissionistoprovideoptimumqualityservicesandsecuritytoourcommunityandourvisitors,inafiscally
responsiblemanner.
Wewillendeavortoprovidecooperative,wellinformedandinnovativeleadershipinordertosustainour
uniquelysuperiorqualityoflife.
WearecommittedtofosteringastrongsenseofcommunityinRevelstoke,andwewillberesponsiveand
adaptivetochangingsocial,politicalandeconomicalconditions.

vi

20162020 Financial Plan

Official Community Plan Extract

3.6 MUNICIPAL FINANCE

Background

TherapidgrowthofthecommunitywiththeRMRdevelopment createschallengesfor
balancingCityrevenues,costsandinvestments.
Cityoperatingrevenuesaresourcedfrompropertytaxes,andfeesforvariousservices,thegrantin
lieuoftaxesfromBCHydrofortheRevelstokedam,costsharingarrangements forparticularservices
withtheColumbaShuswapRegionalDistrict(e.g.fireprotection)andprovincialtransfers.Othercost
sharingarrangements withtheColumbiaShuswapRegionalDistrictincludeormayincludethe
airport,cemetery,orparksandrecreation.

Projectedoperatingcostscurrentlyexceedtheserevenues,promptingtheneedforcareful
consideration ofservicelevelstoavoidunacceptable taxincreases.

Substantialcapitalinvestmentsarenecessaryforroads,buildings,equipment,water,andsewer
enhancements tomeettheneedsofthegrowingcommunity.Theseinvestmentsarefundedthrough
generalrevenues,reserves,borrowing,development costcharges,grants,and,fortourism
infrastructure, resortmunicipality hoteltaxrevenues.Whiledevelopment costchargesaredesigned
tofundinfrastructurefornewdevelopment overthelongterm,intheshorttermtheCitymayhave
tofinancecommunityinfrastructureimprovements, oftenwithoutcertaintyaboutwhen
developments, anddevelopment costchargeswillberealized.

TheCitypreparesafiveyearfinancialplanwhichisupdatedannually.Therecentglobaleconomic
recessionhassloweddevelopmentplansinthecommunity.Thishasfurtherexacerbatedthe
challengeofmanagingmunicipalfinancestoanticipatetheneedsoffuturegrowthwhenthetiming
ofsuchgrowthisuncertain.

CommunityGoals

Appropriately balancerevenuelimitationswithexpendituresandinvestmentstomeet
communityneedsoverthelongterm.

Maintaineffectivemanagement,efficienciesandaccountability oftheCitysfiscalbudgetsand
operations.

Policies

Annuallypreparea5yearFinancialPlan,withcommunity consultation tosustainablybalance

revenueswithoperatingcostsandcapitalinvestments,retainingadequatereserves.

Includelifecycleanalysisofmajormunicipalcapitalpurchasesrecognizingthatmaintenance
andoperationsareasignificantcomponentofmunicipalexpenditures.

Identifyandplanfortheefficientallocationoftraditionalandnontraditionalfunding
sources.
vii

20162020 Financial Plan

Continuetopursueseniorgovernmentfundingopportunities(i.e.additionalHotelTax,
GasTax,andinfrastructure orothergrantfunding).

ManageandacquireCityownedlandsconsistentwithaLandAcquisitionStrategy.

Developpartnershipsandshareresourcesandfundingwithprivate,publicandnon
profitorganizations, cooperatively pursuingresourcesandfunding.

DevelopacostrecoveryanalysisandfeestructureforallCityfeeforservicefunctions.

Considerdevelopment taxincentivesandfeesthatpromotecommunityamenities
suchasaffordablehousing,aginginplace,parksandrecreation,greenspaceand
publicsafety.

WorkwiththeProvincialassessmentauthorityandothermunicipalpartnersto
balancepropertytaxationandachieveamoreequitabletaxationsystem.

DevelopariskevaluationinconjunctionwiththeCity'sinsuranceprovider.

Assessandevaluateunfundedmandatesfromseniorlevelsofgovernment.

Exploretaxincrementfinancingordeferredtaxationfundingthatenhancesheritage
properties,andeconomicdevelopment.

EnsureCityfinancialpoliciesandpracticesareconsistentwiththeOfficialCommunity
Plan.

Appreciatetheimportanceofvolunteerisminfulfillingcommunityprioritiesand
supplementing Cityresources.

viii

20162020 Financial Plan

2016 Council Objectives

1. Quality of life

TheCityofRevelstokewillemphasizequalityoflifeissuesincludingsocial,activeliving,culturalexperiencesand
recreationopportunities.

Moveforwardwithplannedrecreation/activelivingandculturalprojects.
i.e.:culturestrategy,trailsplan,Kovachupgrade,pumptrack,WilliamsonLakeTrails
Moveforwardwithyouthandseniorsqualityoflifeissues,followingstrategiespreviouslydeveloped
throughplansandsubjecttobudgetpriorities.
Improveandmaintainsocial,economic,foodandinstitutional(police,fire,ambulance)securityforall
residents.

2. Planning for the Future

TheCityofRevelstokewillensurethatCityservicesencourageandsupportcommunityvisiontowards
developmentforthefuture.

OCP&ZoningReviewwilllookforopportunitiestoincreaseresidentialdensities,whereverpossible,
factorstoconsiderincludeinfrastructure,livability,affordabilityandmobility.
LandInventorytobecriticallyassessedastocurrentlandholdingsandanyacquisitionopportunities
toachievecommunitygoalsandvision.
Externalrelationshipswillbefosteredonmutualgoalsandrespectandwillcreateanenvironment
ofacohesiveproblemsolvingopportunityenhancingpartnerships.
Bylawenforcementisbuiltonasystemthatisfairandconsistent,easilyunderstoodandreasonably
enforced.

3. Safeguard Infrastructure
TheCityofRevelstokewillprotectthecontinuanceofhealthyinfrastructureforcurrentandfuturegenerations.

Implementingstrategyfortheforumroof,golfcourse,MutasRoadandTownleyRoadintersections
andBigEddyWaterSystem,subjecttobudgetpriorities.
CompletinglongrangeplanningdocumentsforZoningBylawandOfficialCommunityPlaninhouse.
CompleteaDevelopmentCostChargesreviewandbylaw.
PursueadditionalHeritageprotectionopportunities.
ix

20162020 Financial Plan

FinishfirststageofupgradestoCityHall
ImplementationofAssetManagementPlan

4. Economic Development and Business Support

TheCityofRevelstokewilltakeinitiativestoattract,promoteandsupporteconomicdevelopment.
PolicyandPlanning

Overa4yearperiod,bringthetaxratioforcommercialtoresidentialcloserto2:1
Streamlineadministrativeprocessestobetterassistbusinessesanddevelopersinadvancingtheir
projects.
investigateanddeveloprevitalizationtaxexemptions
PromoteandfacilitatetourismdriversbyimprovingrelationshipswithusergroupsandRevelstoke
MountainResort
EncouragetheprotectionandpromotionofRevelstoke'sheritageasitrelatestoeconomic
development

EnhancementProjects

LooktoplacingattractivechangeablesignageontheTCHattheeastandwestapproachestothe
City,whichwouldpromotelocalRevelstokeevents
LooktomakingfreeWiFiavailableinthedowntowncore
Continuewithdowntowncommercialenhancementinitiatives
PromotefurtherhoteldevelopmentinRevelstoke
ContinuediscussionswithfederalandprovincialpartnerswithrespecttoimprovingtheRevelstoke
interchangeswithTCH
ContinuediscussionswiththeSchoolBoardregardingdevelopmentplansofthelocalschool
properties

InvestigatethepossibilityofhavingtheRockyMountaineeruseRevelstokeasanovernightstop

20162020 Financial Plan

Introduction

ThesurplusshowninTable1aboveisthe
consolidatedoperatingsurplusbefore
accountingforcapitaloutofrevenue,debt
principalrepayments,transfersfromequityin
capitalassets(tocoveramortization)and
transferstoreserves.Afteraccountingforthese
itemsthenetsurplus/deficitbecomes:

Thefinancialplanstartswithaconsolidated
summary(Table18page12)withfollowing
subsidiaryscheduleswhichprovidefurther,
progressivedetailsupportingtheconsolidated
plan.
Theconsolidatedfinancialplanshowsthe
operatingexpensesforalldepartments,
includingwaterandsewer.Italsoshowsallthe
operatingexpensesbytype.Thisprovidesthe
readerwithnotonlyanindicationofthe
proposedexpendituresperdepartmentbutalso
howthoseexpendituresareallocatedbetween
thevariouscosttypes.

$millions
Net
surplus/
deficit
Accumulated
surplus

$millions
General
Water
Sewer
Total

Councilhassetanumberofobjectivesfor2016,
someofwhichwillhaveadirectimpactonthe
financialplan.Themostnotableoftheseare:

2020
26.02

Expenses

21.20

4.10

4.60

2017
0.44
0.45
0.01
0.89

2018
0.41
0.46
0.02
0.89

2019
1.35
0.20
0.22
1.77

2020
3.10
0.26
0.22
3.58

Servicelevelswillremainconsistent
withlastyear.
CPIwillcontinuegenerallyinthe2%
range2.

CPIisnotthebestindicatoroffuturecostincreases
formunicipalitiesbecauseitisnotrepresentativeof
thetypesofgoodsandservicesnormallypurchased
bylocalgovernments.Sincemunicipalitiescostsare
morelikelytoinvolveconstruction,road
maintenanceetc.thesecostsaremorealignedwith
thepriceofoilandtheconstructioncostindex
(ENR).TheCityofSt.Albert,AB,hasforecastthatits
MunicipalPriceIndex(MPI)for2013willbe3.5%
andinthelast3yearsithasbeenbetween3.1%and
3.7%.

4.81

Table1ConsolidatedResults

2016
0.50
0.39
0.17
1.05

$millions 2016 2017 2018 2019

Revenue 23.17 24.24 24.97 25.42

2.84

3.58

Theconsolidatedresultsarebasedonthe
followingassumptions:

Forthe20162020periodtheprojected
consolidatedresultsareasfollows:

1.58

1.77

Major Assumptions

Consolidated Results

Surplus

0.89

Table3Accumulatedsurpluses

TheinclusionoftheBigEddywater
systemupgradeat$5.7millionin2016
2018withtwothirdsfundingfrom
seniorgovernments.
OCPandzoningbylawupdates.
OngoingimplementationofAsset
Managementprogram.

21.59 21.39 20.87 20.82

0.89

2020
1.81

Theaccumulatedconsolidatedsurpluscanbe
attributedtoeachofthethreeoperatingareas
asfollows:

Meeting Council Objectives

1.05

2017 2018 2019

0.16 0.00 0.87

Table2Netconsolidatedsurplus

Readersshouldnotethatsomecolumnsmay
notaddduetorounding.

2016
0.26

20162020 Financial Plan

internalequipmentearningsandCBTfunding6
areremovedtheincreasebecomes2.6%.

Propertytaxeswillincreaseatan
averageof0.07%in2016.3Thegeneral
operatingsurplusfromprioryearswill
bereducedby$152,116toachieve
this.
Propertytaxgrowthfromnew
constructionwillaverage3%ayear
commencing20174.
Feesandchargesrateswillincrease
approximatelyinlinewithCPI.
Utilityrateswillincreasegenerallyata
higherratethanCPItomeet
operationalandcapitalrequirements.
RCMPcontractedmunicipalforce
remainsat11.TheRCMPhave
requesteda12thmemberbutthe
financialplandoesnotincludethis
additionalcost(about$120,000ayear)
atthistime.

2016ConsolidatedRevenue
Taxation(inc.PILTS,GILTS&
1%utilitytax)

5%

Services

7%
3%

Ownsources

4%
Unconditionaltransfers
Conditionaltransfers

57%
23%

NonTCAfunding
Other

Figure1Consolidatedrevenue

Revenuegrowthisattributabletothemain
categoriesasfollows:

Consolidated Revenues

$
2015
2016
Taxation&
grants
12,921,704 13,134,644
Services
5,305,953 5,447,495
Ownsources7
895,800
936,800
Unconditional
transfers
600,000
600,000
Conditional
transfers
1,121,500 1,623,000
NonTCA
2,192,400 1,240,160
Other
184,782
190,222
Total
23,222,139 23,172,320

Exc.NonTCA 21,029,739 21,932,160

Thetotalconsolidatedrevenuein2016is
expectedtodecreasebyabout0.2%over2015
(includingnonTCAfunding).IfnonTCA
funding5isexcludedfromthecalculationthe
increasebecomes4.3%.Whenhoteltax,

(www.stalberttaxpayers.org/index.org/index_htm_fil
es/03_AR_MPI.pdf)

3
InaccordancewithBill55theClass2(Utilityrate)is
setat2.77timestheClass6(Business)rate.
Therefore,thepropertytaxincreaseforClass2may
notequaltheaverage.Theaverageforallother
classesis0%.

4
Growthisestimatedat1.57%in2016.

5
In2015,MFAchangeditsprocessforfinancing
leases.LeasepaymentsarenowtreatedasTCAs.

%Inc.
1.6%
2.7%
4.6%
0.0%
44.7%
43.4%
2.9%
0.2%
4.3%

Table4Revenuegrowth

CBTfundingof$351,500peryearisnowincluded
asbothCEDrevenueandexpendituretobe
consistentwiththepresentationofsimilarfunding
sources.

7
Licences/permitfees,fines,rentalrevenue,return
oninvestments,penaltiesandinterest,saleoffixed
assets.

1%

20162020 Financial Plan

Consolidated Operating Expenses

2016ConsolidatedExpenses

Totalconsolidatedoperatingexpensesin2016
areexpectedtodecreasebyabout1.1%over
2015(includingnonTCAexpenditures).Ifnon
TCAexpendituresareexcludedfromthe
calculationthentheincreasebecomes3.6%.

Employment

8%
4%

Contractedservices

8%

35%

Otheroperating
Amortization

19%

Thefollowingtableindicatesthemaincost
drivers:
$
2015
2016
Employment
7,291,400 7,480,400
Contracted
services
3,108,050 3,187,145
Miscellaneous 1,860,820 2,384,020
Other
4,182,925 4,213,225
operating8
Amortization
1,725,000 1,725,000
Interest
1,029,098
891,854
NonTCA
2,636,965 1,709,160
Total
21,834,258 21,590,804

Exc.NonTCA 19,197,293 19,881,644

Miscellaneous

Interest

15%

11%

%Inc.
2.6%

NonTCA's

2.5%
28.1%

Figure2Consolidatedoperatingexpenses

Generaloperatingexpensesonlyareforecastto
decreaseby0.20%in2016and2.10%by2020.
ExcludingnonTCAsthesenumbersbecome
increasesof4.15%and5.98%respectively.In
realterms,overallspendingisforecastto
remainconstant.

0.7%
0.0%
13.3%
35.2%
1.1%
3.6%

Consolidated Capital Expenditures

Table5Maincostdrivers

Thecityscapitalworksprogramme
incorporatesavarietyofdifferentprojectsfrom
roadreconstructiontovehiclereplacement,to
majorrepairsandothernonreoccurringasset
maintenanceitems.CityPolicyF10(Capital
Asset)setstheparametersforcapitalizationof
tangiblecapitalassets(TCAs)andthosethat
mustbeexpensedintheyearofacquisition
(nonTCAs).TCAsareamortizedovertheir
usefullivesand,again,PolicyF10setsthe
applicableamortizationrateaccordingtothe
categoryofasset.

By2020consolidatedexpensesareforecastto
decreaseby2.89%.IfnonTCAsareexcluded
theincreasebecomes5.83%overthe5year
periodand6.93%whenfurtherexcludinghotel
taxexpenditures,internalequipmentcharges
andCBTfunding.Amoredetailedanalysisof
thevariouscostdriverscanbefoundonpages
1218.

Insummary,TCAexpendituresareexpectedto
beasfollows:
$000s
General
Water
Sewer
Total

Includesinternalequipmentchargesoffsetby
equivalentinternalequipmentearnings.

2017
2018 2019
2,612 3,188 2,461
2,714 3,119 1,712
780 1,410 3,325
6,106 7,716 7,497

Table6Capitalexpenditures

2016
2,399
2,830
1,080
6,309

2020
8,885
953
2,720
12,558

20162020 Financial Plan

andfundingfortheseexpendituresis
anticipatedtocomefromthefollowingsources:
$000s
2016 2017 2018 2019
Reserves 2,485 2,503 3,103 2,649
Grants
1,355 1,490 1,505 2,626
Debt
1,603
633 1,433
887
DCCs
640
400
0
0
Revenue
225 1,080 1,675 1,335
Total
6,309 6,106 7,716 7,497

alloftheroadreconstructionfundingis
budgetedtocomefromrevenuehencethe
significantpropertytaxincreaseforthatyear
(seeTable12Page7).Amortizationofroads
andbridgesamountstoabout$500,000ayear.
Sothecityisproposingtoinvestinits
transportationinfrastructureatahigherrate
thanthatatwhichitisbeingconsumed.

2020
1,885
1,695
7,833
0
1,145
12,558

Table7Capitalfunding

Theequipmentreplacementprogramme
introducedmanyyearsagocontinuesto
eliminateagingandcostlytomaintain
equipment.PublicWorksreportsthatin2007
theaverageageofitsfleetwas13.64yearsand
thatin2015itwas7.4years(20147.65years).

Someofthecapitalprojectsbeingconsidered
overthenextfiveyearsinclude9:
Project10
Cityhallrenos
Firetruck#2
Arenaroof
Fireflow
projects
(variousareas)
Hydrant
replacement
programme
ThomasBrook
watersupply
ThomasBrook
sewer
Seweroutflow
relocation
Downieforce
main
replacement
BigEddywater

Year

1,335,000
500,000
7,000,000

20162020
2016
2020

1,009,000

20162019

300,000

20162020

650,000

2016

320,000

2016

4,300,000

20162019

1,000,000

20162018

5,700,000

20162018

Opportunities for Cost Reduction

Overthepast20years,federalgovernment
expendituresinconstantdollarspercapitahave
beendeclining,whiletheirrevenueshavebeen
increasing.Provincial/territorialgovernment
expenditureshavebeenincreasingatalmost
thesamerateastheirrevenues.However,both
federalandprovincialgovernmentrevenuesfell
in2009.Municipalgovernmentexpenditures
havebeenincreasingatafasterratethantheir
revenuesoverthepast20years11.
Itisimportanttoappreciatethatthecityis
subjecttoavarietyofdifferentcostpressures:

IT
infrastructure

670,000

20162020

Table8ListofCapitalProjects

Roadreconstructionisestimatedtobeabout
$5.8millionoverthenextfiveyears.In2017,

Nevertheless,thereisalwaysopportunityfor
costreductionbutthisinevitablyrequiressome
difficultdecisionsonthepartofCouncil.
Managementstaffwillcontinuetoreviewthe
wayinwhichweprovideservicesandbring

Thelistisillustrativeonlyanddoesnotcontainall
thecapitalprojectsinthe20162020financialplan.

10
Someprojectsmayberepeatedfromlastyears
financialplanastheywerenotstartedandhave
beenrebudgeted.Atthisearlystageitisnotclear
howmanyprojectswillneedtoberebudgetedin
2016.

11

FederationofCanadianMunicipalitiesTheState
ofCanadasCitiesandCommunities2012

Inflation(inc.energycosts)
Demandsforneworimprovedservices.
Developmentgrowth.
Downloadingfromseniorgovernments.

20162020 Financial Plan

opportunitiesforcostreductionstoCouncilfor
reviewastheyarise.

beconsiderednoncontractualordiscretionary.
(SeeTable23page17).

Employment Costs

Miscellaneous Costs

Asemploymentcostsrepresentabout35%of
allcityoperatingexpenses,itisclearthatany
substantialreductionincostswillinvolve
reductionsinthelabourforce.

Asubstantialportionoftheseexpenditures
(about$1.24million)areoffsetbyequivalent
revenues.Thebalanceofabout$555,000orso
relatestodiscretionaryitems.(SeeTable24
page18).

Azerobasedbudgetapproachisusedin
determiningemploymentcostsinthefinancial
planningprocess.Eachyearanestimateismade
ofthehoursrequiredtocarryoutthecitys
variousfunctionsandworkprojects.For2016,
thisnumberis159,017hours12(158,952hours
2015)andincludes3,652hoursofovertime
(3,652hours2015).Theanticipatedcost,
includingbenefits,amountsto$7,521,104
($7,348,8292015),whichincludes$112,00013
forMayorandCounciland$64,60014forthe
volunteerfirefighters.Theactualbudgetedcost
intheconsolidatedfinancialplanfor2016is
$7,480,400.

FullfundingfortheSocialStrategyCoordinator
isincludedineachyearoftheplan.

Sewer Costs
Seweroperatingcostsareforecasttodecrease
by8.40%in2016mostlyastheresultoflower
nonTCAexpenditures.

Water Costs
Wateroperatingcostsareforecasttodecrease
by3.51%in2016mostlyastheresultofa
reductioninnonTCAexpenditures.

Subcontract Costs
Theseincludecertainmandatoryexpenditures
suchastheRCMPcontract,VictimServicesand
Transitwhichmakeupthebulkofthisexpense.
Othersubcontractcostsmaynotbemandatory
butareessential,suchassnowremoval.Of
theseexpensesperhapsabout$1millionmight

Snow removal costs

In2016,thesnowremovalbudgetreflectsprior
actualresults:

12

Thisnumberdoesnotincludehourscommittedto
capitalprojects.

13
MayorandCouncilhaveforegoneincreasesover
severalyears.In2016,theirremunerationshouldbe
$120,000assuminganannual2%increase.

14
Thisincludesthemonthlystipend,weekend
standbycompensationanddisabilityinsurance.

20162020 Financial Plan

Grosscosts
Equip.
rental
internal15
Netcost
Perkm16:
Roads
Sidewalks

Ave.actual
last3years
1,157,725

2015
Budget
1,280,060

2016
Budget
1,317,750

371,015
786,710

4,721
1,882

475,000
805,600

4,834
1,927

481,000
836,750

expectedlifeinexcessofthedebtcontracted,
thereisavalidargumentthatperhapslong
termdebtshouldnotbeusedforthistypeof
project.Thisfinancialplancontinuesthe
strategyestablishedinthepreviousplantonot
borrowfurtherforroadreconstructionandrely
completelyoncurrentrevenuetofundsuch
works.Theplandoesanticipateborrowinglong
termforcertainwaterandsewerprojectsas
wellasanewarenaroof.

5,021
2,002

Table9Snowremovalcosts

Long Term Debt

ThecityisrestrictedbytheCommunityCharter
astohowmuchitcanborrowlongterm.Itcan
onlyborrowlongterm17forspecificassetsand
notoperationalexpenses.Also,thelengthof
theloancannotexceedtheusefullifeofthe
assetacquired.Therearealsospecific
regulationssetbytheprovincethatlimitsthe
cityscapacitytoborrow.

LongTermDebt
Millions

16
12
10
8
6
4
2
0

Overthepast14yearsorsothecityhas
borrowedtohelpfundseveralmajorprojects.
TheseincludetheRCMPbuilding,thewater
filtrationplantandtheaquaticcentre.Almost
50%oftheprincipalandinterestapplicableto
theRCMPbuildingisreimbursedtothecityby
thefederalgovernmentbywayofrent,while
thecityscontributionthroughdebttothe
filtrationplantandaquaticcentreleveraged
significantgrantfunding.Wehavealso
borrowedtoaddnewinfrastructuresuchasthe
ArrowHeightswaterreservoirandtoreplace
aginginfrastructuresuchastheTCHreservoir.
However,aportionofthecitysaccumulated
longtermdebtrelatestoroadreconstruction
and,althoughtheseareassetsanddohavean

2016

2017

2018

2019

2020

General

9,531,037

8,983,404

8,413,679

7,820,952

14,255,886

Water

3,630,276

3,935,928

4,205,615

3,804,492

3,385,582

Sewer

3,686,248

3,535,186

4,178,082

4,874,828

5,509,964

Figure3Longtermdebt

Thecitysprojecteddebt(longterm)toasset
ratioisasfollowsanditcanbeseenthat
Councilsobjectiveofreducingtheratio
reversesin2020:
2016

2017

2018

2019

2020

23.58% 21.70% 20.53% 18.84% 23.53%

Table10Debttoassetratio

Capital Reserves
Thecitycontinuestotryandestablishincreased
capitalreserves.Ifrelianceondebtgoing
forwardistobecurtailedthenmoreneedsto
bedonetoensurethatcashisavailabletomeet
ourcapitalexpenditureswhenneeded.

15

Cityequipmentchargedtothefunctionandalso
showingasrevenue.

16
Costsbetweenroadsandsidewalkshavebeen
apportionedona10:1basis.

17
Anyperiodbetween5and30years.

Thecurrentfinancialplanforecastscapital
reservefundstobeatthefollowinglevelsatthe
endofeachyear:
6

14

20162020 Financial Plan

Millions

Millions

TotalReserveFundingandExpenditure
4.00
3.50

5.0
4.5
4.0

3.00

3.5

2.50

3.0

2.00

2.5
2.0

1.50

1.5

1.00

1.0

0.50

0.5
0.0

0.00
2016

2017

2018

2019

2016

2020

2017

2018

2019

2020

Funding
Expenditure

Figure4Reserves

Figure5TotalReserveFundingandexpenditure

Attheendof2015capitalreservefundsare
estimatedtobeabout$4.5million18.

Thefundinggapin2016needstobeeliminated
ornarrowedconsiderablyifthecityisto
maintainandbuilditsreservefundseffectively.

Thebalancesshownintheforegoingchartdo
notincludetheElectricUtilityReserveFund,or
otheroperatingreserves.TheElectricUtility
ReserveFundcontains$1millionwhichisfully
investedinRevelstokeCommunityEnergy
Corporation(RCEC).TheSnowRemovalReserve
Fundisbeingfundedat$50,000peryearfrom
generaloperating.Bytheendof2020itis
anticipatedthatthisfundwillcontainabout
$330,507providedthatitdoesnotneedtobe
usedintheinterimtohelpequalize
unexpectedlyheavysnowremovalcosts.In
addition,theCityholdsapproximately$1.5
millioninDevelopmentCostCharges.

In2013,CounciladoptedaReservesand
SurplusesPolicywhichsetstargetsforminimum
andoptimallevelsforvariousreservesand
surpluses.Thefollowingtableshowshowthe
cityisperformingthusfar:
Category ofreserve

Statutory
Capital
General
Other

%of
minimum
balance
70.59%
55.98%
97.84%
87.00%

%of
optimum
balance
40.34%
15.63%
51.89%
42.88%

Table11Reservetargets

Property Taxes

In2016,thereisasignificantdisparitybetween
theamountoffundinggoingintothereserves
andtheamountbeingwithdrawntomeet
expenditures:

Propertytaxesareforecasttoincreaseon
averageacrossallclassescombinedasfollows:
2016
0.07%

2017
10.00%

2018
7.50%

2019
0.00%

2020
0.00%

Table12Propertytaxincreases

In2016,theincreasesanddecreasesforthe
individualpropertytaxclassesareasfollows19:

19

Thesenumbersarebasedonestimated
assessmentvaluesandaresubjecttochangeonce
completedassessmentnumbersfor2016areknown
attheendof2015.

18

AmoreaccurateaccountoftheCitysreserveswill
notbeknownuntilafterDecember31,2015

20162020 Financial Plan

financialplan.Anamountof$022hasbeen
excludedfromthe2016taxationrevenue
budgetasahedgeagainstfuturefluctuations
causedbyongoingandpotentialassessment
appeals.Atthetimeofwritingthisreportthe
cityhas$023initsTaxEqualizationreserve.

Class
1Residential
2Utility
4MajorIndustry
5LightIndustry
6Business
8Seasonal
Average

Increase/Decrease
0.00%
1.45%20
0.00%
0.00%
0.00%
0.00%
0.07%

Whatdoesthismeanforindividualproperty
owners?Well,forhomeownersthefollowing
tableindicatestheaveragetaxincrease24
applicabletoexampleassessmentvalues25:

Table13Propertytaxincreasesbyclass

CityPolicyF9RevenueandPropertyTaxsetsa
targetofClass1Residentialpropertytaxes
being50%oftheoveralltaxburden.In2015,
thepropertytaxpieisdividedasshowninthe
followingchart:

House
Assessment
2015
2016
Taxes
2015
2016
Increase

2016
0%

$100,000
$99,242
$488
$488
$0

$250,000
$248,105

$1,220
$1,220
$0

$500,000
$496,211
$2,440
$2,440
$0

ForbusinessownersfallingwithinClass6,the
resultsareasfollows:

2%
3%

Table14Taxesonexamplehouses

36%
53%

0% 5%

Figure6Shareofpropertytaxbyclass

Propertytaxgrowth(revenuefromnew
construction)isexpectedtocontributean
increaseof$138,613(or1.57%)21innewtax
revenuein2016andthencontinuetogrowat
about3%ayearfortheremainderofthe

22

Nodecisionhasbeenmadeatthistimeastoany
appropriationoftaxationrevenueforthe
equalizationaccount.

23
Itisunknownatthetimeofwritingthisreport
whetherthe2015financialresultswillpermit
maintainingabalanceinthisaccount.

24
Relatestomunicipaltaxesonlyanddoesnot
includeschooltaxes,CSRD,MFA,BCAA,orutilities.

25
Thesenumbersareprovisionalonlyandsubjectto
changeonceauthenticatedassessmentnumbersfor
2015areknown.

20

TheClass2rateisrestrictedtoamaximumof2.77
timestheClass6rate.Therefore,thispercentage
changemayalterdependingupontheactual
variationinassessmentvaluesandtaxrates.

21
Thisisbasedonstaffsestimatednumberof
$10,000,000(net)innewconstruction(NMC)for
2016.

20162020 Financial Plan

Business
Assessment
2015
2016
Taxes
2015
2016
Increase

$100,000
$98,926

$1,848
$1,848
$0

$250,000
$247,314

$4,619
$4,619
$0

Class4Taxes
350,000

$500,000
$494,628

300,000
250,000
200,000

$9,238
$9,238
$0

150,000
100,000
50,000

Table15Taxesonexamplebusinesses

0
2010

Thepropertytaxincreasesshowninthe
foregoingtablesarebasedonaverageincreases
ordecreasesinassessmentvalues26.

2011

2012

2013

2014

2015

2016

Figure7Class4taxes

Overall,propertytaxincreaseshaveaveraged
approximately2.44%ayearoverthelast3
years.Business(Class6)hasaverageda1.67%
annualincreasewhileresidential(Class1)has
averaged2.50%ascanbeseeninthechartthat
follows:

TheratioofClass6(Business)taxratetoClass1
(Residential)taxratein2015was3.80.Theratio
for2016cannotbecalculateduntilthe
completedrollandnonmarketchange(NMC)
numbersareknown(towardstheendof2015).
ReducingtheratiofurtherinlinewithCouncils
objectivemayrequireataxincreasefor
residentialpropertyandataxreductionfor
businesspropertywhilemaintaininga0%
increaseoverall.Thiswillnotbeentirelyclear
untiltheauthenticatedrollisproducedby
BritishColumbiaAssessmentAuthority(BCAA)
inApril2016.

Taxincreases last3years
Average
Class8
Class6
Class5
Class4
Class2
Class1
0.00%

Since2009,Class4(MajorIndustry)taxation27
willhavebeenreducedfromjustover$400,000
to$283,423in2016.

5.00%

10.00%

15.00%

20.00%

25.00%

2013

Class1
3.50%

Class2
1.68%

Class4
23.28%

Class5
3.50%

Class6
3.50%

Class8
3.50%

Average
3.96%

2014

2.00%

7.96%

4.25%

2.00%

1.00%

2.00%

1.99%

2015

2.00%

0.14%

2.00%

2.00%

0.50%

2.00%

1.37%

Figure8Taxincreaseslast3years

Utility Rates
Asmentionedpreviouslyinthisreport,utility
ratesareforecasttoincreaseoverthetermof
thefinancialplan.Utilityrates(bothresidential
andcommercial)areproposedtoincreaseas
follows:

26

BCAAassessmentvaluesfor2016arenotyet
availablesoitisnotpossibletodetermineincreases
ordecreasesinclassvalues.Tables14and15are
estimatesandareforillustrativepurposesonly.

27
DownieTimberistheonlytaxpayerinthisclass.

2016

2017

2018

Water
Sewer
Garbage

2.6%
4.1%
2.0%

2.5%
5.9%
2.0%

11.1% 11.1%
11.1% 0.0%
2.0% 2.0%

Table16 Utilityrateincreases

Rate
Inc.

2019

2020
5.0%
0.0%
2.0%

20162020 Financial Plan

hashadamarkedimpactontheCanadian
economyandthelikelihoodisthatthiswill
continueforsometime.Thiswillinevitably
continuetoimpacttheAlbertaneconomyand
affectRevelstokestourismindustry.

Basedontheforegoingpercentageincreases
residentialutilityrateswillbe:
2020
$525
$300
$122

Theredoesnotappeartobeanyinclinationby
theBankofCanadatoincreaseinterestrates
anytimesoonsothisshouldcontinuetobuoy
consumerconfidenceanddomesticspending.

Table17Residentialutilityrates

Aswell,itisproposedthatsewerfrontagetax
increasefrom$1.50to$1.60(perfootfrontage)
in2016.Thepurposeofthesewerfrontagetax
istoraisefundsforcapitalpurposes.Thistaxis
imposedequallyonbothresidentialandnon
residentialpropertythatfrontsasewerlinetoa
maximumof200feet(minimum50feet).

Economicuncertaintyhasimpactedthecityin
recentyearsbywayoftheerraticnatureof
buildingdevelopment.Overthelast8years
newconstructionhasbeenasshowninthe
followingchart:

Millions

Atthetimeofwritingthisreport,theCityis
reviewingitsdeliveryofgarbagecollection
whetherthisistoremaininhouseorbe
contractedout.Itisunclearatthistimewhat
impactCouncilsultimatedecisionwillhaveon
garbageutilityrates.

100
50

2016

2015

2008

AtthetimeofwritingthisreporttheCanadian
economyisshowingsignsofatechnical
recessionwhiletheUSAsrecoveryis
continuing.ThereremainsignsinEuropeaswell
asotherpartsoftheglobaleconomywhere
recoveryislesscertain.Therecentdecisionby
theUSFederalReservetomaintaininterest
ratesatanhistoricallylowlevelhasindicateda
lackofconfidenceintheglobaleconomyand
thepossibilityofdeflation.However,thereare
growingindicationsthatUSinterestratesare
settoincreasebeforetheendoftheyear.

2014

Economic Outlook

Figure9Newconstruction

Asaresult,itisdifficulttopredictwithany
degreeofaccuracywhattheleveloffuture
activitymightbeand,therefore,thedemand
forfutureservicesalongwiththepotentialfor
futuretaxgrowth.

Risks to the Plan

Thereareseveralrisksthatcouldimpactthe
financialplanaspresented:

WhilethelowCanadiandollarispositivefor
Revelstokestourismandforeigninvestment
prospects,itdoesnegativelyimpacttheCitys
budget.

AnnualinflationinCanadaaveraged1.3%in
August2015.Continuedweaknessinoilprices
10

Newconstruction

2013

2019
$500
$300
$119

2012

2018
$450
$300
$117

2011

2017
$405
$270
$115

2010

2016
$395
$255
$112

2009

Water
Sewer
Garbage

Thefinalresultsfor2015willnotbe
knownuntilthespringof2016.Itistoo
soontospeculateondraftresultsfor
2015.
Appealsagainstassessmentvalues
continuetobemadeandtheseare

20162020 Financial Plan

incomeanddetrimentallyaffectanticipated
surpluses.TheestablishmentofaTax
Equalizationreservehasgonesomewayin
mitigatingtheeffectsinpreviousyears.

oftensuccessfulresultinginlost
revenuestothecity.Thecityhaslost
about$150,000intaxationrevenuesso
farin2015astheresultofsuccessful
appealswhichwillimpacttheresultsfor
theyear.
Theassumptionthatrevenuegrowth
fromnewconstructionwillbe3%ayear
isprobablyoveroptimisticbasedonthe
resultsinrecentyears.
Noneoftherecommendationsfromthe
FireDepartmentReviewhavebeen
incorporatedinthefinancialplanthus
far.Someofthemcomewithacostand
ifCouncilwishestopursueanyorallof
therecommendationsappropriate
provisionforthesecostswillhavetobe
madeintheplan.
TheongoingweaknessintheCanadian
dollarplacesupwardpressureoncosts
beyondnormalinflationforgoodsand
servicesoriginatingfromtheUSA.

Thepressuretodealwithaneverincreasing
burdenofcapitalprojectsasourinfrastructure
agesitplacesstressonourresources.Thisis
particularlyevidentinthewaterfunctionwhere
significantrateincreasesareanticipatedinlater
yearsinordertomeetthecostsofcapital
projects.Roadreconstructionandrehabilitation
isalsoanareathatrequiressignificant,ongoing
funding.
Inordertoensurethattaxandrateincreases
aremaintainedatreasonablelevelsitwillbe
necessarytocontinuetocriticallyreviewboth
capitalprojectsandservicelevels.

Conclusion
Thedraftplanindicatesa0%propertytax
increaseforallclasses(exceptClass2).While
thisapproachmaybepoliticallyexpedient,the
lossofrevenuefromamodestincreasewillbe
feltforyearstocome.Indeed,theplan
anticipatessignificantincreasesfor2017and
2018inparttocatchup.Councilsobjective
toachieveataxratiobetweenbusinessand
residentialcloserto2:1maywellrequire
furthershiftingofthetaxburdenfrombusiness
toresidentialregardlessofanoverall0%
increase.
TheCitycontinuestoexperiencesignificant
assessmentappealsspanningmultipleyears
whichcreatesuncertaintyinprojectingproperty
taxrevenues.Successfulappealscanhave
significantimpactsontheCitysprojected
11

20162020 Financial Plan

2014

ConsolidatedFinancialPlan
Budget
Revenues
Taxation(inc.PILTS,GILTS&1%utilitytax)
Saleofservices
Other&ownsources
Provincialunconditionaltransfers
Provincialconditionaltransfers
NonTCAfunding
Othercontributions&donations
TotalRevenues

Actual

Ave.Actual
3years

2015

2016

2017

2018

2019

2020

Budget

Budget

Budget

Budget

Budget

Budget

12,790,869 12,635,670 12,212,237 12,921,704 13,134,644 14,421,107 15,537,778 15,874,767 16,246,443

5,120,335 5,481,575 4,985,177 5,305,953 5,447,495 5,670,437 6,052,898 6,327,638 6,460,911
1,006,800
802,023
879,349
895,800
936,800
904,100
904,100
904,400
904,400
600,000
547,969
549,182
600,000
600,000
600,000
600,000
600,000
600,000
1,151,500 1,912,535 1,465,985 1,121,500 1,623,000 1,623,000 1,023,000 1,023,000 1,023,000
1,922,600 1,472,080 1,621,379 2,192,400 1,240,160
810,171
631,492
433,571
522,618
184,782
36,729
146,472
184,782
190,222
206,408
219,872
259,932
259,932
22,776,885 22,888,581 21,859,782 23,222,139 23,172,320 24,235,223 24,969,139 25,423,309 26,017,304

OperatingExpensesbytype
Employmentcosts
Travelandmeetingexpenses
Telephone
Advertising
Licencesandinsurance
Memberships&conferences
Contractedservices
Officesupplies
Utilities
Miscellaneous
Freight,courier&postage
Legal&professional
Maintenanceofbuildings&equipment
Materials&supplies
Equipmentrental(internal&external)
Grantsinaid
Vehiclemaintenance&fuel
Amortization
Interest
Subtotal
NonTCAexpenditures
Totaloperatingexpensesbytype

7,173,925 6,668,949
42,500
32,803
64,450
62,836
74,150
51,334
243,890
250,507
109,100
71,273
3,217,350 3,117,548
49,000
50,915
874,250
962,772
1,851,070 1,979,808
29,800
34,640
124,100
187,623
381,650
359,847
607,710
523,096
730,350
766,206
90,000
79,769
445,500
433,494
1,725,000 1,725,000
1,031,697 1,004,359
18,865,492 18,362,780
2,208,614 1,681,012
21,074,106 20,043,792

6,755,663 7,291,400 7,480,400 7,607,291

32,101
39,450
42,500
44,250
62,575
61,250
57,800
59,750
53,041
76,050
67,750
67,450
234,880
267,575
268,175
271,150
83,339
126,600
134,500
131,750
2,928,401 3,108,050 3,187,145 3,258,295
44,901
53,150
54,900
54,150
855,947
935,800
950,800
973,100
1,981,043 1,860,820 2,384,020 2,375,620
36,656
42,200
43,200
43,800
116,830
167,000
133,500
140,500
328,449
412,250
422,750
436,750
536,396
645,150
647,150
662,850
666,569
813,950
824,200
827,500
80,342
95,000
97,500
100,000
408,168
447,500
468,500
486,750
1,807,044 1,725,000 1,725,000 1,725,000
1,016,821 1,029,098
891,854
932,378
18,029,166 19,197,293 19,881,644 20,198,334
1,895,524 2,636,965 1,709,160 1,196,171
19,924,690 21,834,258 21,590,804 21,394,505

OperatingExpensesbyDepartment
GeneralGovernment
FireProtection
ProvincialEmergencyProgram
PlanningandDevelopment
AnimalandPestControl
PoliceandCourtHouseservices
PublicWorks
Transit
EnvironmentalHealth(GarbagecollectionandRecycling)
PublicHealthandWelfare(Cemetery)
CommunityEconomicDevelopment
RecreationandCulture
Amortizationofcapitalassets
Wateroperating
Seweroperating
Debtinterestpayments
TotaloperatingexpensesbyDepartment

2,075,350 1,872,506
1,443,525 1,559,045
92,000
72,882
597,100
408,465
127,050
117,225
1,948,850 1,987,792
4,521,674 4,218,987
339,000
345,416
417,650
453,915
154,950
133,886
1,679,650 1,714,257
3,212,560 2,971,360
1,725,000 1,725,000
940,350
711,876
767,700
746,821
1,031,698 1,004,359
21,074,107 20,043,792

1,763,255 2,037,300 2,275,560 2,090,771 2,053,842 2,108,271 2,176,268

1,468,545 1,503,250 1,395,045 1,455,136 1,394,775 1,398,902 1,421,073
66,086
92,000
92,000
92,000
92,000
92,000
92,000
514,643
584,200
713,700
672,950
693,200
643,700
745,700
112,661
147,550
150,050
152,800
155,300
160,375
162,935
1,867,173 2,086,150 2,064,350 2,075,400 2,122,050 2,110,550 2,168,633
4,186,291 4,809,325 4,146,110 4,191,860 4,237,860 4,283,360 4,332,360
329,656
369,000
369,000
369,000
369,000
369,000
369,000
431,735
395,500
392,500
396,250
399,250
403,250
406,825
143,998
151,150
138,200
139,500
138,800
128,600
130,350
1,772,296 1,580,500 2,056,000 2,061,000 1,464,000 1,472,250 1,475,750
3,022,076 3,328,435 3,377,885 3,336,760 3,378,360 3,252,635 3,329,135
1,807,044 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000
709,621 1,125,200 1,036,200
903,250
897,500
900,000
896,750
712,788
870,600
767,350
800,450
776,950
779,700
779,450
1,016,821 1,029,098
891,854
932,378
967,511
991,878
991,878
19,924,690 21,834,258 21,590,804 21,394,505 20,865,397 20,819,471 21,203,107

Operating(Surplus)/Deficit

1,702,778

2,844,789

1,935,092 1,387,881 1,581,515 2,840,718 4,103,742

Capitalexpenditures
Contributionsfromreserves
ContributionsfromDCC's
ContributionsfromGrants
Debtproceeds

2,698,221
1,907,500
350,000
195,000
0

1,674,533
626,004
0
870,774
0

2,001,075 4,105,247 6,308,500 6,105,900 7,716,100

563,568 2,098,740 2,485,200 2,502,600 3,102,800
3,952
90,000
640,000
400,000
0
358,917
936,000 1,354,967 1,489,967 1,504,967
650,000 1,603,333
633,333 1,433,333
835,374

245,721

177,755

Capitaloutofrevenue

239,264

Debtprincipal
Transferfromequityincapitalassets
Transferstoreserve
(Surplus)/Deficit

620,824
1,725,000
2,611,000

620,824
1,725,000
3,524,639

49,767

246,570

567,469
620,824
620,824
674,667
695,936
1,807,044 1,725,000 1,725,000 1,725,000 1,725,000
2,627,925 2,140,000 2,725,000 2,973,000 3,457,000

744,069
1,725,000
3,376,000

744,069
1,725,000
2,840,000

873,769

1,810,128

307,477

21,549

Table18ConsolidatedFinancialPlan

12

7,497,100 12,558,300
2,648,800 1,885,000
0
0
2,626,300 1,695,300
887,000 7,833,000
1,145,000

1,080,000

4,814,197

1,335,000

225,000

4,603,839

1,675,000

330,507

7,739,275 7,875,052 8,020,048

45,250
44,500
48,000
61,200
61,825
63,025
73,650
67,500
67,600
273,050
273,875
273,135
134,500
135,500
137,000
3,293,100 3,298,600 3,413,267
55,150
54,950
55,500
985,100
991,100
993,767
1,757,620 1,793,620 1,789,020
44,400
44,900
46,500
143,500
141,500
142,000
442,250
443,250
443,500
667,350
664,350
669,750
830,000
831,500
845,500
100,000
100,000
100,000
487,000
487,000
492,000
1,725,000 1,725,000 1,725,000
967,511
991,878
991,878
19,824,906 20,025,899 20,316,489
1,040,492
793,571
886,618
20,865,397 20,819,471 21,203,107

264,309

161,949

806

20162020 Financial Plan

ConsolidatedFinancialPlan
Capital

Expenditures:
GeneralGovernment
Fire
PEP
Planning
AnimalControl
RCMP&CourtHouse
Land
PublicWorks
Cemetery
CED
Recreation
Total
Sourcesoffunding:
Revenue
Buildingreserve
Firereserve
Equipmentreserve
Landreserve
Cemeteryreserve
RCMPreserve
Recreationreserve
Grants
Gastax
DCC's
Debt

Expenditures:
Water
Sewer

TANGIBLECAPITALASSETS
EXPENDITURES

2016

2017

2018

2019

542,500
106,000
0
0
0
45,900
150,000
1,393,600
6,700
28,300
125,500
2,398,500

0
179,300
0
0
0
63,400
150,000
1,865,700
3,900
28300
321,300
2,611,900

570,000
168,800
0
0
7500
38,400
150,000
2,164,700
0
28300
59,900
3,187,600

225,000
181,000
0
0
0
6,000
150,000
1,770,300
0
28300
100,000
2,460,600

2020

0
168,000
0
0
0
6,000
150,000
1,517,000
0
28300
7,016,000
8,885,300

225,000
1,080,000
1,675,000 1,335,000 1,145,000
540,000
0
532,500
225,000
20,000
106,000
179,300
168,800
181,000
168,000
551,100
405,700
544,700
445,300
362,000
150,000
150,000
150,000
150,000
150,000
6,700
3,900
0
0
0
45,900
63,400
38,400
6,000
6,000
105,500
301,300
49,900
90,000
6,000
0
0
0
0
0
28,300
28,300
28,300
28,300
28,300
640,000
400,000
0
0
0
0
0
0
0 7,000,000
2,398,500
2,611,900
3,187,600 2,460,600 8,885,300

NONTANGIBLECAPITALASSETS
EXPENDITURES
2016

2017

2018

2019

2020

379,860
171,071
49,500
64,000
0
0
100,000
50,000
0
0
76,800
54,600
0
0
384,000
363,500
15,000
15,000
60,000
60,000
339,500
241,000
1,404,660 1,019,171

78,992
15,000
0
60,000
0
58,500
0
377,000
12,500
60,000
235,500
897,492

116,071
0
0
0
0
17,000
0
386,500
0
60,000
66,000
645,571

155,618
0
0
0
0
37,000
0
386,000
0
60,000
101,500
740,118

469,000
386,000 409,000 360,000 364,000
129,500
57,500
20,500
17,000
17,000
49,500
64,000
15,000
0
0
287,360
172,071
85,992 121,071 160,618
0
0
0
0
0
15,000
15,000
12,500
0
0
34,800
8,100
38,000
0
20,000
339,500
236,000 235,500
66,000
96,500
0
0
0
0
0
80,000
80,500
81,000
81,500
82,000
0
0
0
0
0
0
0
0
0
0
1,404,660 1,019,171 897,492 645,571 740,118

2,830,000
1,080,000
3,910,000

2,714,000
780,000
3,494,000

3,118,500
1,410,000
4,528,500

1,711,500
3,325,000
5,036,500

953,000
2,720,000
3,673,000

212,250
92,250
304,500

61,000
116,000
177,000

51,000
92,000
143,000

53,250
94,750
148,000

52,000
94,500
146,500

220,000
1,266,667
60,000
0
1,283,333
2,830,000

619,000
1,461,667
0
0
633,333
2,714,000

1,008,500
1,476,667
0
0
633,333
3,118,500

1,286,500
425,000
0
0
0
1,711,500

953,000
0
0
0
0
953,000

177,250
10,000
0
25,000
0
212,250

36,000
0
0
25,000
0
61,000

25,500
0
0
25,500
0
51,000

27,750
0
0
25,500
0
53,250

26,000
0
0
26,000
0
52,000

760,000
0
0
320,000
1,080,000

780,000
0
0
0
780,000

610,000
0
0
800,000
1,410,000

265,000
2,173,000
0
887,000
3,325,000

220,000
1,667,000
0
833,000
2,720,000

67,250
0
25,000
0
92,250

91,000
0
25,000
0
116,000

66,500
0
25,500
0
92,000

69,250
0
25,500
0
94,750

68,500
0
26,000
0
94,500

6,308,500

6,105,900

7,716,100

7,497,100 12,558,300

1,709,160 1,196,171 1,040,492

793,571

886,618

2,485,200
1,354,967
1,603,333
640,000
225,000
6,308,500

2,502,600
1,489,967
633,333
400,000
1,080,000
6,105,900

3,102,800
1,504,967
1,433,333
0
1,675,000
7,716,100

2,648,800 1,885,000
2,626,300 1,695,300
887,000 7,833,000
0
0
1,335,000 1,145,000
7,497,100 12,558,300

1,100,160
679,671 499,492
90,000
80,500
81,000
0
0
0
50,000
50,000
51,000
469,000
386,000 409,000
1,709,160 1,196,171 1,040,492

301,071
81,500
0
51,000
360,000
793,571

388,618
82,000
0
52,000
364,000
886,618

TotalLongTermDebt

16,847,561

16,454,518

TotalCapitalReserves

2,865,425

2,770,798

2,763,898

3,360,701

4,114,430

DCCFund

1,435,874

1,335,908

1,625,258

1,883,415

2,149,657

Sourcesoffunding:
Waterreserve
Grant
Gastax
DCC's
Debt

Sourcesoffunding:
Sewerreserve
Grant
DCC
Debt

TotalCapitalExpenditure
TotalSourcesofFunding:
Reserves
Grantsandother
Debt
DCC's
Revenue

16,797,375 16,500,272 23,151,432

Table19ConsolidatedCapitalPlan

13

20162020 Financial Plan

2014

GeneralOperatingFinancialPlan

Revenues
Taxation(inc.PILTS,GILTS&1%utilitytax)
Saleofservices
Other&ownsources
Provincialunconditionaltransfers
Provincialconditionaltransfers
NonTCAfunding
Othercontributions&donations
TotalRevenues

Budget

Ave.Actual3
years

Actual

2015

2016

2017

2018

2019

2020

Budget

Budget

Budget

Budget

Budget

Budget

14,127,249
2,528,424
904,100
600,000
1,623,000
633,171
60,000
20,475,944

15,226,635
2,543,828
904,100
600,000
1,023,000
488,492
60,000
20,846,055

15,546,339
2,557,875
904,400
600,000
1,023,000
285,571
60,000
20,977,185

15,900,728
2,576,818
904,400
600,000
1,023,000
376,118
60,000
21,441,065

12,548,869
2,400,283
1,006,800
600,000
1,151,500
1,667,600
60,000
19,435,051

12,389,826
2,682,018
802,023
547,969
1,912,535
1,339,389
0
19,673,760

12,049,048
2,451,762
879,349
549,182
1,465,985
1,455,217
48,981
18,899,523

12,662,418
2,473,244
895,800
600,000
1,121,500
1,691,900
60,000
19,504,862

12,858,072
2,502,310
936,800
600,000
1,623,000
935,660
60,000
19,515,841

OperatingExpensesbytype
Employmentcosts
Travelandmeetingexpenses
Telephone
Advertising
Licencesandinsurance
Memberships&conferences
Contractedservices
Officesupplies
Utilities
Miscellaneous
Freight,courier&postage
Legal&professional
Maintenanceofbuildings&equipment
Materials&supplies
Equipmentrental(internal&external)
Grantsinaid
Vehiclemaintenance&fuel
Amortization
Interest
Subtotal
NonTCAexpenditures
Totaloperatingexpensesbytype

6,624,425
28,500
59,450
71,850
209,390
109,100
3,026,550
49,000
735,200
1,616,270
25,200
124,100
381,650
397,910
661,650
90,000
445,500
1,200,000
567,001
16,422,746
1,953,614
18,376,360

6,177,391
24,832
57,757
51,334
219,043
71,273
2,966,259
50,915
795,438
1,747,644
19,105
187,623
359,847
376,226
703,547
79,769
419,411
1,200,000
542,853
16,050,268
1,548,321
17,598,589

6,288,352
27,182
57,856
52,991
201,480
83,339
2,806,237
44,901
713,796
1,745,339
19,248
116,830
328,449
378,645
606,795
80,342
399,329
1,307,853
552,089
15,811,053
1,727,304
17,538,357

6,747,650
32,950
55,650
73,750
236,325
126,600
2,920,250
53,150
794,700
1,625,520
28,300
167,000
412,250
420,150
727,150
95,000
431,500
1,200,000
564,401
16,712,296
2,136,465
18,848,761

6,936,400
36,000
52,200
65,450
236,925
134,500
2,999,345
54,900
807,700
2,148,720
29,300
133,500
422,750
420,650
737,400
97,500
452,500
1,200,000
440,064
17,405,804
1,404,660
18,810,464

7,051,791 7,179,025 7,314,802 7,459,798

37,250
38,250
37,500
41,000
54,150
55,600
56,225
57,425
65,150
71,350
65,200
65,300
239,650
241,550
242,125
243,385
131,750
134,500
135,500
137,000
3,065,995 3,100,800 3,106,300 3,220,967
54,150
55,150
54,950
55,500
826,950
838,950
844,950
847,617
2,139,820 1,521,820 1,557,820 1,553,220
29,900
30,500
31,000
32,600
140,500
143,500
141,500
142,000
436,750
442,250
443,250
443,500
429,100
433,600
430,600
436,000
740,600
743,100
744,600
758,600
100,000
100,000
100,000
100,000
470,750
471,000
471,000
476,000
1,200,000 1,200,000 1,200,000 1,200,000
442,564
442,564
442,564
442,564
17,656,820 17,243,509 17,419,886 17,712,475
1,019,171
897,492
645,571
740,118
18,675,991 18,141,000 18,065,457 18,452,593

OperatingExpensesbyDepartment
GeneralGovernment
FireProtection
ProvincialEmergencyProgram
PlanningandDevelopment
AnimalandPestControl
PoliceandCourtHouseservices
PublicWorks
Transit
EnvironmentalHealth(GarbagecollectionandRecycling)
PublicHealthandWelfare(Cemetery)
CommunityEconomicDevelopment
RecreationandCulture
Amortizationofcapitalassets
Debtinterestpayments
TotaloperatingexpensesbyDepartment

2,075,350
1,443,525
92,000
597,100
127,050
1,948,850
4,521,674
339,000
417,650
154,950
1,679,650
3,212,560
1,200,000
567,001
18,376,360

1,872,506
1,559,045
72,882
408,465
117,225
1,987,792
4,218,987
345,416
453,915
133,886
1,714,257
2,971,360
1,200,000
542,853
17,598,589

1,763,255
1,468,545
66,086
514,643
112,661
1,867,173
4,186,291
329,656
431,735
143,998
1,772,296
3,022,076
1,307,853
552,089
17,538,357

2,037,300
1,503,250
92,000
584,200
147,550
2,086,150
4,809,325
369,000
395,500
151,150
1,580,500
3,328,435
1,200,000
564,401
18,848,761

2,275,560
1,395,045
92,000
713,700
150,050
2,064,350
4,146,110
369,000
392,500
138,200
2,056,000
3,377,885
1,200,000
440,064
18,810,464

2,090,771 2,053,842 2,108,271 2,176,268

1,455,136 1,394,775 1,398,902 1,421,073
92,000
92,000
92,000
92,000
672,950
693,200
643,700
745,700
152,800
155,300
160,375
162,935
2,075,400 2,122,050 2,110,550 2,168,633
4,191,860 4,237,860 4,283,360 4,332,360
369,000
369,000
369,000
369,000
396,250
399,250
403,250
406,825
139,500
138,800
128,600
130,350
2,061,000 1,464,000 1,472,250 1,475,750
3,336,760 3,378,360 3,252,635 3,329,135
1,200,000 1,200,000 1,200,000 1,200,000
442,564
442,564
442,564
442,564
18,675,991 18,141,000 18,065,457 18,452,593

Operating(Surplus)/Deficit

1,058,691

2,075,170

1,361,165

656,101

705,378

1,799,953 2,705,055 2,911,728 2,988,472

Capitalexpenditures
Contributionsfromreserves
ContributionsfromDCC's
ContributionsfromGrants
Debtproceeds

1,211,721
790,000
50,000
126,000
0

1,374,448
325,919
0
870,774
0

1,674,663
241,108
0
358,917
835,374

2,450,247
1,153,740
90,000
876,000
0

2,398,500
1,505,200
640,000
28,300
0

2,611,900 3,187,600 2,460,600 8,885,300

1,103,600 1,484,300 1,097,300 712,000
400,000
0
0
0
28,300
28,300
28,300
28,300
0
0
0 7,000,000

245,721

177,755

239,264

330,507

225,000

357,493
1,200,000
1,561,000

357,493
1,200,000
2,464,639

312,462
1,307,853
1,876,259

357,493
1,200,000
1,290,000

357,493
1,200,000
1,475,000

94,477

275,283

241,034

121,900

152,116

Capitaloutofrevenue
Debtprincipal
Transferfromequityincapitalassets
Transferstoreserve
(Surplus)/Deficit

Table20Generaloperatingfinancialplan

14

1,080,000

1,675,000

1,335,000

1,145,000

357,493
357,493
357,493
357,493
1,200,000 1,200,000 1,200,000 1,200,000
1,623,000 1,902,000 1,476,000
940,000
60,540

29,439

943,235 1,745,978

20162020 Financial Plan

WaterOperating

Aveactual
last3
years

2014
Budget
Actual

2015
Budget

2016
Budget

2017
Budget

2018
Budget

2019
Budget

2020
Budget

Revenues
Saleofservices
DCCfunding
NonTCAfunding
Othercontributions&donations
TotalRevenues

1,745,500 1,695,264 1,478,522 1,818,671 1,886,219 2,007,631 2,256,225 2,516,919 2,631,248

2,060
100,500
32,342 91,842 304,250 212,250
61,000 51,000 53,250 52,000
0
10,000
0
0
0
0
0
0
0
1,846,000 1,737,606 1,572,424 2,122,921 2,098,469 2,068,631 2,307,225 2,570,169 2,683,248

OperatingExpensesbytype
Employmentcosts
Travelandmeetingexpenses
Telephone
Advertising
Licencesandinsurance
Memberships&conferences
Contractedservices
Officesupplies
Utilities
Miscellaneous
Freight,courier&postage
Legal&professional
Maintenanceofbuildings&equipment
Materials&supplies
Equipmentrental(internal&external)
Grantsinaid
Vehiclemaintenance&fuel
NonTCAexpenditures
Amortization
Interest
Totaloperatingexpenses

336,500 254,127 245,269

306,000 308,500
8,500
5,776
2,171
3,500
3,500
3,000
2,862
2,951
3,600
3,600
2,000
0
50
2,000
2,000
24,000
19,073
23,972
19,250
19,250
0
0
0
0
0
135,000 102,498
64,782
131,000 131,000
0
0
0
0
0
60,050
71,952
56,103
60,600
61,100
117,500 116,812 119,440
117,500 117,500
2,500
5,295
4,008
2,500
2,500
0
0
0
0
0
0
0
0
0
0
122,300
70,456
90,462
136,500 136,500
28,500
21,427
9,509
28,500
28,500
0
0
0
0
0
0
9,257
2,562
10,000
10,000
100,500
32,342
91,842
304,250 212,250
400,000 400,000 295,536
400,000 400,000
296,048 292,857 294,172
296,048 277,702
1,636,398 1,404,732 1,302,829 1,821,248 1,713,902

Operating(surplus)/deficit

209,603

332,874 269,595

301,673

Capitalexpenditures
Contributionsfromreserves
ContributionsfromDCC's
ContributionsfromGrants
Debtproceeds

659,000
590,000
0
69,000
0

223,424 660,190
223,424 266,491
0
0 193699
200,000

945,000 2,830,000 2,714,000 3,118,500 1,711,500 953,000

235,000 220,000 619,000 1,008,500 1,286,500 953,000
0
0
0
0
0
0
60,000 1,326,667 1,461,667 1,476,667 425,000
0
650,000 1,283,333 633,333 633,333
0
0

Capitaloutofrevenue

152,085
400,000
550,000

152,085
400,000
700,000

412

67,518

Debtprincipal
Transferfromequityincapitalassets
Transferstoreserve

152,085
400,000
320,000

152,085 147,283
400,000 295,536
330,000 466,667

(Surplus)/Deficit

137,518

250,789

48,819

Table21Wateroperatingplan

15

384,567

316,750 321,000 321,000 321,000

4,000
4,000
4,000
4,000
3,600
3,600
3,600
3,600
2,000
2,000
2,000
2,000
19,500
19,500
19,750
17,750
0
0
0
0
133,500 133,500 133,500 133,500
0
0
0
0
62,650
62,650
62,650
62,650
117,500 117,500 117,500 117,500
2,500
2,500
2,500
2,500
0
0
0
0
0
0
0
0
141,750 141,750 141,750 141,750
28,500
28,500
28,500
28,500
0
0
0
0
10,000
10,000
10,000
10,000
61,000
51,000
53,250
52,000
400,000 400,000 400,000 400,000
310,285 331,818 342,585 342,585
1,613,535 1,629,318 1,642,585 1,639,335
455,096 677,907 927,584 1,043,913

195,182 216,450 237,719 237,719

400,000 400,000 400,000 400,000
600,000 850,000 1,350,000 1,150,000
59,914

11,456

260,135

56,194

20162020 Financial Plan

SewerOperating

2014
Budget
Actual

Ave.
actuallast 2015
3years Budget

2016
Budget

2017
Budget

2018
Budget

2019
Budget

2020
Budget

Revenues
Taxationandgrants
Saleofservices
NonTCAfunding
Othercontributions&donations
TotalRevenues

242,000 245,845 163,190

974,552 1,104,293 954,701
154,500 100,349 92,226
124,782 26,729 92,098
1,495,833 1,477,215 1,302,214

OperatingExpensesbytype
Employmentcosts
Travelandmeetingexpenses
Telephone
Advertising
Licencesandinsurance
Memberships&conferences
Contractedservices
Officesupplies
Utilities
Miscellaneous
Freight,courier&postage
Legal&professional
Maintenanceofbuildings&equipment
Materials&supplies
Equipmentrental(internal&external)
Grantsinaid
Vehiclemaintenance&fuel
NonTCAexpenditures
Amortization
Interest
Totaloperatingexpensesbytype

213,000 237,431 221,664 237,750 235,500 238,750 239,250 239,250 239,250

5,500
2,195
917
3,000
3,000
3,000
3,000
3,000
3,000
2,000
2,217
1,770
2,000
2,000
2,000
2,000
2,000
2,000
300
0
0
300
300
300
300
300
300
10,500
12,392
10,404
12,000
12,000
12,000
12,000
12,000
12,000
0
0
0
0
0
0
0
0
0
55,800
48,791
43,345
56,800
56,800
58,800
58,800
58,800
58,800
0
0
0
0
0
0
0
0
0
79,000
95,383
81,163
80,500
82,000
83,500
83,500
83,500
83,500
117,300 115,351 117,005 117,800 117,800 118,300 118,300 118,300 118,300
2,100
10,240
12,665
11,400
11,400
11,400
11,400
11,400
11,400
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
87,500
76,414
79,793
88,500
90,000
92,000
92,000
92,000
92,000
40,200
41,233
46,587
58,300
58,300
58,400
58,400
58,400
58,400
0
0
0
0
0
0
0
0
0
0
4,827
3,192
6,000
6,000
6,000
6,000
6,000
6,000
154,500 100,349
94,283 196,250
92,250 116,000
92,000
94,750
94,500
125,000 125,000 173,016 125,000 125,000 125,000 125,000 125,000 125,000
168,649 168,649 169,745 168,649 174,089 179,529 193,129 206,729 206,729
1,061,349 1,040,470 1,055,549 1,164,249 1,066,439 1,104,979 1,095,079 1,111,429 1,111,179

Operating(surplus)/deficit

434,485

Capitalexpenditures
Contributionsfromreserves
ContributionsfromDCC's
ContributionsfromGrants
Debtproceeds

827,500
527,500
300,000
0
0

Capitaloutofrevenue

259,286 276,572 293,857 311,143 328,429 345,715

1,014,039 1,058,966 1,134,383 1,252,844 1,252,844 1,252,844
196,250 92,250 116,000
92,000 94,750
94,500
124,782 130,222 146,408 159,872 199,932 199,932
1,594,356 1,558,009 1,690,648 1,815,859 1,875,956 1,892,992

436,745 246,665 430,107

76,661
76,661
0
0
0

29,506 710,000 1,080,000

25,554 710,000 760,000
3,952
0
0
0
0
0
0
0 320,000
0

111,246
125,000
550,000
44,675

111,246 102,922 111,246

125,000 173,016 125,000
730,000 341,667 300,000

(Surplus)/Deficit

281,761

279,501

24,908 143,861

Table22Seweroperatingplan

720,780 764,527

781,813

780,000 1,410,000 3,325,000 2,720,000

780,000 610,000 265,000 220,000
0
0
0
0
0
0 2,173,000 1,667,000
0 800,000 887,000 833,000

111,246
125,000
730,000

585,669

Debtprincipal
Transferfromequityincapitalassets
Transferstoreserve

16

491,570

121,992
125,000
750,000

121,992 148,857
125,000 125,000
705,000 550,000

148,857
125,000
750,000

161,323

18,789 190,670

7,956

20162020 Financial Plan

GeneralOperating
Ave.Actual
2015
2016
2017
2018
2019
2020
2014
ContractedServices
Budget
Actual Last3years Budget Budget Budget Budget Budget Budget
Blue#'sareoffsetbyequivalentrevenues
MayorandCouncil
20,000
20,358
18,843
26,000
26,000
26,000
26,000
26,000
26,000
Cityproperty
500
922
471
500
500
500
500
500
500
CityHallmaintenance
4,750
7,171
5,097
5,250
5,250
5,750
5,750
5,750
5,750
Administration/Finance
3,000
5,724
3,728
3,000
3,000
3,500
3,500
3,500
3,500
Elections&Referendums
20,000
13,464
4,532
0
0
0
25,000
0
0
Labourmanagement
11,650
6,521
8,003
2,500
2,500
2,500
2,500
2,500
2,500
FireDepartmentAdministration
0
75
33
0
0
0
0
0
0
FireFightingforce
25,000
27,853
24,766
30,000
38,695
64,695
35,000
35,000
35,000
Firestation
0
0
1,436
0
0
0
0
0
0
PEP
3,600
17,859
11,636
3,600
3,600
3,600
3,600
3,600
3,600
EmergencyProgrammeCoordinator
56,000
0
14,241
56,000
40,000
40,000
40,000
40,000
40,000
ESSCoordinator
9,000
16,444
14,190
9,000
25,000
25,000
25,000
25,000
25,000
Planning
50,000
9,479
23,918
5,000
10,000
10,000
10,000
10,000 100,000
Planningfunded
20,000
0
0
0
0
0
0
0
0
Animal&Pestcontrol
100,000 106,563
99,379 110,000 126,000 128,500 131,000 134,500 137,000
Policestation
19,000
35,099
24,463
32,000
32,000
32,000
32,000
32,000
32,000
RCMP
1,250,000 1,250,273 1,205,392 1,260,000 1,275,000 1,300,000 1,325,000 1,350,000 1,375,000
RCMPOvertime
60,000
44,056
42,846
65,000
65,000
65,000
70,000
70,000
73,333
RCMPPrisonercosts
60,000 113,958
70,169
80,000
80,000
80,000
85,000
85,000
88,333
VictimServices
55,000
56,266
55,392
55,000
56,000
56,500
57,000
57,000
57,333
CourtHouse
42,800
36,047
35,227
42,800
43,800
43,800
44,800
44,800
45,467
Engineeringconsultingfees
0
9,241
3,442
0
0
0
0
0
0
0
67
710
0
0
0
0
0
0
PublicWorksadministration
Engineeringservices
7,000
8,694
13,831
7,000
7,000
7,500
7,500
7,500
8,000
Equipmentmaintenance
9,750
13,415
15,039
12,750
12,750
12,750
12,750
12,750
12,750
Municipalyards&buildings
27,000
28,646
28,772
27,000
27,000
27,500
27,500
27,500
28,500
Streetmaintenance
85,000
72,180
61,396
86,000
86,000
87,000
87,000
87,000
88,000
Sidewalkmaintenance
5,000
6,789
4,036
5,000
5,000
5,000
5,000
5,000
5,000
DrainageDitchmaintenance
0
0
46,384
0
0
0
0
0
0
StormSewermaintenance
4,000
4,162
2,726
4,000
4,000
4,000
4,000
4,000
4,000
Snowremoval
378,400 322,569
304,861 335,000 364,400 365,000 365,000 365,000 365,000
Customwork
1,050
40,314
18,314
1,050
1,050
1,100
1,100
1,100
1,100
Streetlighting
15,000
9,869
11,552
16,000
16,000
16,000
16,000
16,000
16,000
Trafficservices
3,500
4,408
2,236
3,500
3,500
3,500
3,500
3,500
3,500
RailwayCrossingmaintenance
12,000
8,580
11,078
12,000
12,000
12,000
12,000
12,000
12,000
Bridgemaintenance
1,000
4,348
2,384
15,000
15,000
15,000
15,000
15,000
1,500
Transit
336,500 343,821
325,038 366,500 366,500 366,500 366,500 366,500 366,500
Garbagecollection
2,500
665
1,240
2,750
2,750
3,000
3,000
3,000
3,000
Recycling
110,000 119,232
112,580
0
0
0
0
0
0
Garbagebins
15,000
7,678
8,948
15,000
15,000
15,000
15,000
15,000
15,000
Cemetery
1,000
471
487
1,000
1,000
1,000
1,000
1,000
1,000
Tourism&PublicRelations
45,000
45,000
45,000
45,000
45,000
45,000
45,000
45,000
45,000
SkiHill
0
0
1,760
0
0
0
0
0
0
EconomicDevelopment
32,000
26,427
25,237
32,000
32,000
32,000
32,000
34,000
34,000
Recreationadministration
2,000
894
846
2,000
2,500
2,500
2,000
2,000
2,500
Communitycentre
11,000
11,192
9,310
11,000
11,500
11,500
11,500
11,500
11,500
CommunityCentresnowremoval
6,000
14,630
6,150
15,000
15,000
15,000
15,000
15,000
15,000
Aquaticcentre
1,800
1,846
3,537
1,800
1,800
1,800
1,800
1,800
1,800
Arena
39,500
43,005
31,581
57,000
57,000
57,000
57,000
57,000
57,000
Williamson'sLake
2,750
1,449
878
2,750
2,750
3,000
3,000
3,000
3,000
Boulevardmaintenance
4,000
2,247
1,891
4,000
4,000
4,000
4,000
4,000
4,000
Revitmaintenance
11,000
8,035
6,632
11,000
11,500
12,500
13,500
13,500
13,500
Parksgeneral
35,500
26,759
20,123
29,000
29,000
35,000
35,000
35,000
35,000
ColumbiaViewPark
2,500
721
240
1,000
500
500
500
500
500
Museum
4,000
4,587
5,754
6,000
8,000
8,000
8,000
8,000
8,000
Trails&Walkways
5,500
6,188
5,676
7,500
7,500
9,000
9,000
9,000
9,000
SILGAConvention
0
0
2,808
0
0
0
0
0
0
TOTAL
3,026,550 2,966,259 2,806,237 2,920,250 2,999,345 3,065,995 3,100,800 3,106,300 3,220,967

Table23Generaloperatingcontractedservices

17

20162020 Financial Plan

GeneralOperatingMiscellaneousExpenses
Blue#'sareoffsetbyequivalentrevenues
AdministrationCharges
BadDebtexpense
Cashovershort
Softwaresupport
Programmingservices
Computerleases
Taxescityproperty
ColumbiaBasinTrust
Contingency
ReceivedfromSD19forelectioncosts
Rentalofbuildings
UniformMaintenance
TrainingSupplies
RecoveryfromPEP
PlanningSign&FacadeDesign
AdvisoryPlanningCommission
EnhancementPlanningPublicArt
HeritageCommission
Auxiliarypolice
Crimestoppers
Surveys&Easements
TippingFees
AirMonitoringEquipment
StreetEntertainment
TourismMarketing
TourismDevelopmentCoordinator
PromotionPrograms
SocialStrategyCoordinator
Leases
EDCSpecialPrograms
EDCTourismInfrastructureFunded
EDCTourismMarketingFunded
EDCTourismMarketingFunded(Transitbuses)
EDCJobopportunitiesprogramFunded
EDCAirportDevelopmentStudyFunded
EDCOtherFunded
EDCCBT
EDCResortShuttleFunded
EDCCaribouMaternityPenProject
RecreationCommission
SummerPrograms
FallPrograms
SpringPrograms
WinterPrograms
Leadership&Comm.Dev.
SpecialEvents
SOCAN
BannerFund
SILGAConvention
SpecialPresentations
HSTnorebate
Carbonoffsetpurchase
TOTAL

2014
Ave.Actual
2015
Budget Actual Last3years Budget
60,400 60,400
60,400
61,500
100
0
0
100
10
881
454
10
91,000 62,096
66,021
97,000
3,500 15,238
6,080
3,500
15,000
0
0
18,000
0
0
2,099
0
10,000 11,130
8,233
10,000
20,000
940
2,613
20,000
(17,950)
0
0
0
1,800
0
0
0
25,000 24,403
18,387
28,000
18,000 16,138
12,569
20,000
0
(5,377)
(2,311)
0
0
0
2,168
0
2,000
0
0
0
10,000
0
2,719
10,000
2,000
0
278
0
4,000
4,000
4,000
4,000
1,000
0
667
1,000
0
0
265
0
80,000 73,635
78,235
85,000
5,000
0
1,197
5,000
45,000 45,000
45,000
50,000
45,000 31,434
39,865
45,000
25,000
0
16,667
0
2,000
0
0
2,000
53,000 47,871
50,015
53,000
9,000
1,987
5,952
9,000
30,000 14,064
25,914
30,000
550,000 554,096
587,019 550,000
300,000 475,917
421,238 300,000
0
0
12,725
0
0
0
548
0
0
3,740
1,322
0
50,000 134,885
117,692
50,000
110,000
500
10,000
0
0
0
2,000
7,000
5,500
2,000
0
10,000
0
29,410
1,616,270

76,760
86
0
1,252
0
0
0
0
6,635
5,934
10,191
0
9,467
35,430
29,410
1,747,644

2016
Budget
61,500
100
10
123,000
3,500
19,500
0
10,000
20,000
0
0
28,000
23,200
0
0
0
10,000
0
4,000
1,000
0
85,000
0
50,000
45,000
0
2,000
53,000
5,000
30,000
600,000
400,000
0
0
0
50,000
351,500
110,000

Table24Generaloperatingmiscellaneousexpenses

2018
2019
Budget Budget
61,500
61,500
100
100
10
10
118,000 127,000
3,500
3,500
19,500
21,500
0
0
10,000
10,000
20,000
20,000
(23,000)
0
2,000
0
28,000
28,000
21,500
21,500
0
0
0
0
0
0
8,000
8,000
0
0
4,000
4,000
1,000
1,000
0
0
85,000
85,000
0
0
52,000
54,000
45,000
45,000
0
0
2,000
2,000
53,000
55,000
5,000
5,000
30,000
30,000
0
0
400,000 400,000
0
0
0
0
0
0
50,000
50,000
351,500 351,500
110,000 110,000

2020
Budget
61,500
100
10
120,000
3,500
23,500
0
10,000
20,000
0
0
28,000
21,500
0
0
0
8,000
0
4,000
1,000
0
85,000
0
54,000
45,000
0
2,000
55,000
5,000
30,000
0
400,000
0
0
0
50,000
351,500
110,000

53,880 110,000
29
11
500
500
500
500
500
500
3,815
10,000 10,000 10,000
10,000
10,000
10,000
1,907
0
0
0
0
0
0
600
0
0
0
0
0
0
2,698
0
0
0
0
0
0
9
2,000
2,000
2,000
2,000
2,000
2,000
6,234
7,000
7,000
7,000
7,000
7,000
7,000
1,978
1,500
1,500
1,500
1,500
1,500
1,500
4,792
3,000
3,000
3,000
3,000
3,000
3,000
6,588
0
0
0
0
0
0
9,488
10,000 10,000 10,000
10,000
10,000
10,000
35,870
0
0
0
0
0
0
29,410
29,410 29,410 30,210
30,210
30,210
30,610
1,745,339 1,625,520 2,148,720 2,139,820 1,521,820 1,557,820 1,553,220

18

2017
Budget
61,500
100
10
115,000
3,500
19,500
0
10,000
20,000
0
0
28,000
21,500
0
0
0
8,000
0
4,000
1,000
0
85,000
0
52,000
45,000
0
2,000
53,000
5,000
30,000
600,000
400,000
0
0
0
50,000
351,500
110,000