2020 Financial Plan Kelowna, British Columbia Provisional - Volume 1
2020 FINANCIAL PLAN
CITY OF KELOWNA
City Manager message may 2020 The COVID-19 pandemic is a health crisis without precedent in our recent history. First and foremost, our hearts go out to all who have been affected in any way, shape or form. Our thanks go out to all the front-line workers in our community who keep us healthy and safe. This shifting reality has created complex challenges for families, businesses and many other organizations in our community, including for the City of Kelowna. The 2020 Final Budget reflects our anticipated financial outlook as a result of losses of revenues, the need to maintain essential services for residents and in order to respond to an ever-evolving situation. In response, and with strategic and methodical consideration, significant adjustments have been made from the Provisional Budget and I am pleased to present Council with the 2020 Final Budget and Five-Year Financial Plan. The adjustments still ensure that we are: enhancing the most important services needed in our community where we can, maintaining necessary programs, protecting our infrastructure and providing the best value for our citizens. We also have our eye on economic recovery and will continue to invest in important projects that will make a difference for our residents, post-pandemic. Some of the adjustments made in the 2020 Final Budget include: • The elimination or deferral of 11 new positions that were approved in the Provisional Budget. • The deferral of planned capital projects such as the Central Okanagan Rugby Fieldhouse in Rutland Recreational Park; the KLO Rd Mission Creek Bridge replacement and the Houghton Road Active Transportation Development. The annual budget is one of several financial strategies we are using to help manage the impact of the pandemic. We maintain our ongoing objective to seek partnerships and alternative sources of funding in order to reduce our reliance on taxation. On average, only one-third of the City’s budget is funded from taxation. In 2020, taxation for the City of Kelowna will account for 25 per cent of the City’s total revenue budget needed to deliver services to residents. The other 75 per cent will come from other sources including grants, user fees and charges, reserves and borrowing, if necessary. While we continue to develop plans and solutions for the short and the long term, we recognize that the situation is changing rapidly and that there may be additional financial needs to come if the crisis extends longer than anticipated or takes on a new and unexpected twist. Financial models and revenue and expenditure forecasts will be updated to include new information, incorporating COVID-19 responses to ensure that the City’s financial plans remain as agile as possible, keeping Kelowna a robust and financially resilient municipality. Through our strong financial management and clear budgeting processes, we will weather this storm, delivering the services residents expect of us while we maintain, expand and build new infrastructure that makes Kelowna a great place to live, visit and conduct business.
doug gilchrist City Manager, Kelowna
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Council changes
Analysis of tax demand ‐ Provisional ($ thousands) Proposed 2020 Provisional Budget $142,525
2019 Taxation demand 2020 Financial Plan taxation demand
Net operating budget General revenues Taxation capital program
2020 Gross taxation demand Less: New construction
2020 Net taxation demand Property owner impact
Note: Totals may not add due to rounding
Change
Approved 2020 Provisional Budget
147,601 (11,209) 14,594 150,986 2,900 148,086 3.90%
359 0 0 359
147,960 (11,209) 14,594 151,345 (2,900) 148,445 4.15%
Items Added/Deleted by Council ‐ Provisional Department Operating requests Civic Operations Community Safety Community Safety
Title Energy Program Funding RCMP ‐ 1 Regular Member Position RCMP ‐ 3 Regular Member Positions
Analysis of tax demand ‐ Final ($ thousands)
2019 Taxation demand 2020 Financial Plan taxation demand Net operating budget General revenues Taxation capital program
2020 Gross taxation demand Less: New construction
2020 Net taxation demand Property owner impact
Note: Totals may not add due to rounding
Change
Pg
Increase/ (Decrease)
Tax Demand
ON‐GOING/ ONE‐TIME
OG to OT
205
0
0
ONE‐TIME
P2 to P1
291
89,800
89,800
ON‐GOING
P2 to P1
292
269,400 359,200
269,400 359,200
ON‐GOING
Approved 2020 Provisional Budget $142,525 147,960 (11,209) 14,594 151,345 (2,900) 148,445 4.15%
Change
2,516 70 (5,084) (2,498) (500) (2,998)
Approved 2020 Final Budget
150,476 (11,139) 9,510 148,847 (3,400) 145,447 2.05%
TABLE OF CONTENTS About this document ....................................... 6
INTRODUCTION & OVERVIEW Award for Financial Reporting .......................... 9 Message from the City Manager .................... 10 Our Community ............................................. 12 Our City ......................................................... 13 Our Citizens ................................................... 14 2019 by the numbers...................................... 16 Imagine Kelowna ........................................... 17 Council priorities 2019‐2022........................... 19 Delivering on Council priorities ...................... 22 Budget highlights .......................................... 31 Budgeting for Council ................................ 31 Budget at a glance ...................................... 32 General fund highlights .............................. 32 Operating expenditures & revenues............ 33 Capital expenditures ................................... 38 Airport and Utility fund highlights .............. 42
STRONG FINANCIAL MANAGEMENT Organizational chart ...................................... 47 Budget process .............................................. 48 Budget cycle & timeline .............................. 48 2020 budget calendar ................................. 49 Budget development ................................. 50 Performance measurement ....................... 50 Basis of accounting/budgeting ...................... 51 Financial principles & strategies .................... 52 Policies & strategies ....................................... 54 Financial planning polices .......................... 54 Revenue & expenditure policies ................. 54 Investment & cash management policies ... 55 Capital strategies ....................................... 55 Funds & departmental relationship ............... 56 Municipal funds ......................................... 56 Reserve & fund equity ................................ 58 Debt management .................................... 60 Full time equivalent (FTE) summary ........... 66
FINANCIAL SUMMARIES 2020 Financial Plan Summary ....................... 75 Analysis of tax demand ................................. 75 Revenues & expenditures .............................. 76
OPERATING BUDGET The City & its divisions .................................. 89 Operating budget financial analysis .............. 90 Summary of operating budgets .................... 92 City Administration ..................................... 107 Kelowna International Airport ..................... 113 Planning & Development ............................. 127 Partnerships & Investments ......................... 143 Infrastructure .............................................. 163 Civic Operations .......................................... 185 Wastewater utility .................................... 217 Water utility ............................................ 229 Active Living & Culture ................................ 243 Human Resources & Community Safety ...... 261 Human Resources & Risk Management .... 261 Community Safety ................................... 275 Fire Department ....................................... 297 Corporate Strategic Services ....................... 309 Financial Services ........................................ 327 Debt & Other ........................................... 337 Revenues & Fees ...................................... 343 City Clerk ..................................................... 349
CAPITAL BUDGET Capital budget financial analysis .................. 363 Summary of capital budgets ........................ 368 Airport ......................................................... 381 Fire .............................................................. 391 Information Services .................................... 397 Real Estate & Parking ................................. 405 Building ....................................................... 415 Parks .......................................................... 427 Vehicle & Mobile Equipment ....................... 441 Combined Capital projects .......................... 445 Transportation ........................................... 449 Water ......................................................... 463 Wastewater ................................................. 473 Solid Waste .................................................481 Storm Drainage .......................................... 491
CARRYOVER BUDGET Report to Council ......................................... 501 Carryover summaries ................................... 503 Carryover projects by reason type ............... 503 Carryover request three‐year comparison ... 503 Summary of multi‐year projects .................. 506 Operating budget ....................................... 507 Summary of operating budgets ................... 509 Summary of Utility operating budgets ........ 515 Operating request details ............................. 517 Capital budget ............................................ 545 Summary of capital budgets ........................ 547 Summary of Utility capital budgets ............. 553 Capital request details ................................. 556
FINAL BUDGET Report to Council ........................................ 611 Financial summaries .................................... 613 Analysis of tax demand ............................... 613 General fund tax demand ............................. 614 Utility funds – Final Budget ......................... 614 Analysis of total revenues ............................ 615 Analysis of total expenditures ..................... 616 Use of tax dollar by service area .................. 617 Ongoing budget impacts ............................. 618 Financial Plan 2020‐2024 ............................ 619 Operating budgets ...................................... 621 Summary of Operating budgets .................. 623 Operating request details ............................ 624 Capital budgets ........................................... 627 Summary of capital budgets ........................ 629 Capital request details ................................. 631 Summary of Utility capital budgets ............. 639 Utility capital request details ....................... 641
FINANCIAL PLAN Financial Plan ............................................... 651 Revenue sources & trends summary .............652 Five‐Year Financial Plan summaries .............656 Operating summaries – General fund ...........658 Operating summary – Utility funds ............... 673 Capital summaries – General fund ............... 678 Capital summary – Utility funds .................. 689
APPENDIX Supplemental information ..............................III Statistics ........................................................ VI Glossary ........................................................ XII Acronyms & Abbreviations ........................... XV
2020 FINANCIAL PLAN
CITY OF KELOWNA
About this document About this document is intended to briefly describe the contents of each major section of this document. Introduction & overview
This section includes an introductory message from the City Manager outlining the priorities for the 2020 Financial Plan while highlighting issues that matter to our residents. Our Community shines a light on what makes Kelowna a desirable place to live, Our City describes the municipal organization, government and structure, and Our Citizens presents the demographics of Kelowna residents. Delivering on Council Priorities, 2019 CityWide accomplishments, show how the work we do has served Council priorities. Budget highlights provides an at a glance summary of this year’s financial plan.
Capital budget
This section discusses the City of Kelowna organizational structure, funds, debt, financial principles, strategies and policies, and goes into detail about the budget process.
This section starts with financial analysis of the capital program and a full summary of all capital requests. Each capital department is then presented in its own section and starts with a summary sheet listing the annual capital requests by Priority 1 and Priority 2. The requests are separated into the three categories: renew, growth and new. The number on the left side of the summary page indicates the page number to aid in locating specific requests. The detailed Priority 1 requests follow and are in order of the Capital Plan reference number. The operating impact is included in each capital request and are marked with an OP on the summary sheet to indicate which capital requests have ongoing operating impacts. Requests that are multi-funded are presented as a Combined Capital Project and are marked as CCP on the summaries.
Financial summaries
Carryovers & Final Budget
Strong financial management
This section provides financial analysis of the tax demand, revenues and expenditures. The Financial Plan is made up of three main parts; General Revenues are revenues not specifically attributable to or generated by any particular City of Kelowna division, Operating Budgets represent the total cost of operation offset by any direct revenues recognized in each division through user fees, provincial contributions or reserve funds, and Capital Budgets represent capital requirements for the year summarized by capital department and funding source. Funding from general taxation is also commonly known as pay-as-you-go capital.
Operating budget
Detailed descriptions of each division provides a comprehensive look at the City’s organization. Divisional organization charts, drivers and activities planned for the budget year and performance measures are included, followed by a summary of operating budget requests. The provision of three years of financial information shows revenues and expenditures by category including capital expenditures to provide the total taxation impact of the division. Finally, a summary page highlights the changes to the operating budget for the current budget year.
This section contains the carryover and final budget requests. Carryover budgets will be presented to Council in March, with the final budget presentation following in April.
Financial Plan
This section provides the consolidated Five-Year Financial Plan. This plan is mandated by the Community Charter to be adopted annually by bylaw before May 15 of the following year. The plan contains current year operating and capital costs along with projected future operating costs and revenues, and future capital improvements.
Appendix
Supplemental information including the City’s Citizen Survey results, Official Community Plan and Indicators Report, Community Trends report and various statistical information are provided for the reader’s benefit. All the reports are also available on kelowna.ca. For clarity of terms throughout the Financial Plan, a glossary and acronyms list are provided.
The additional operating budget request information begins with an overview outlining Priority 1 (included in budget totals) and Priority 2 (not included in budget totals). Requests are shown in maintain, growth and new categories and contain a justification and the one- to three-year impact. The operating requests related to capital are included in the associated capital request and are marked on the operating summary with CAP.
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Introduction & Overview Page 7
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Award for Financial Reporting
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Kelowna, British Columbia, for its Annual Budget for the fiscal year beginning January 1, 2019. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide and as a communications device. This award is valid for a period of one year only. We believe the City’s 2020 budget continues to conform to the program requirements and will be submitted to the GFOA to determine its eligibility for another award. The City of Kelowna has received the GFOA Distinguished Budget Presentation Award for 18 consecutive years.
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2020 FINANCIAL PLAN
CITY OF KELOWNA
City Manager message I am pleased to present Council with the City’s Budget 2020. Our budgeting process is a great opportunity to showcase to Kelowna citizens how we are taking action to achieve their vision for our community (Imagine Kelowna) and investing in Council’s priorities. The funding requests within Budget 2020 will ensure we are: enhancing the most important services needed in our community, providing new and necessary programs, protecting our infrastructure and providing the best value to our citizens. The principles of strong financial management and transparency guide our budgeting process. Long-range planning documents and Council’s priorities inform the recommendations and ensure we are allocating funding to the greatest needs. This approach continues to serve us well and has been validated in our 2018 Citizen Survey where we heard that nearly all citizens rate Kelowna’s quality of life as very good or good (94 per cent). A strong majority (87 per cent) also say that they are satisfied with the overall levels and quality of services we provide. Perceptions of value for taxes also remains high, with 79 per cent of residents saying they receive good value for their municipal tax dollars. Budget 2020 prioritizes keeping the taxation demand as low as possible while ensuring we keep pace with the cost increases required to maintain existing levels of service. Of the 2020 budget requests, 37 per cent are for maintaining levels of service and renewing existing infrastructure, while 39 per cent are to support growth. We have an ongoing objective to seek partnerships and alternative sources of funding in order to reduce our reliance on taxation. Over the last five years, only a quarter of the City’s budget has
The funding requests within Budget 2020 will ensure we are: enhancing the most important service needs in our community, providing new and necessary programs, protecting our infrastructure and providing the best value to our citizens.
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2020 FINANCIAL PLAN
CITY OF KELOWNA
been funded from taxation, with 75 per cent coming from other sources including grants, user fees and charges, and reserves. We want all our residents and visitors to feel safe in Kelowna. While 87 per cent or residents indicate they feel Kelowna is safe, the increased impacts of complex social issues, drug and property crime offences have affected perceptions of community safety. This year’s budget prioritizes safety with investments in resources required to make a difference: RCMP officers, civilian support staff, security and street level maintenance. We know that we can’t arrest our way out of the social challenges of today and it will require a sustained effort, in collaboration with community partners and the responsible Provincial agencies, to solve homelessness in Kelowna. At the same time, we must invest in the protection of our community and not permit lawlessness to overshadow the great community we have. Therefore Budget 2020 proposes a broad balance of investment in public safety and social responsibility. In order to develop and maintain vibrant neighbourhoods this year’s budget provides a specific focus on developing important parks and animating public spaces. In 2020 $17.5 million is proposed to be invested in accelerating new park acquisitions and developments such as the Pandosy Waterfront Park Phase 1, completion of Rutland’s Centennial Park and sports fields at the Ponds Community Park, which will bolster the livability of neighbourhoods and our growing urban centres. A total of $22.4 million is proposed in park investments which also include the City Park promenade, completion of Boyce Gyro Beach Park and Phase 2 of the Glenmore Recreation Park improvements. We’re also committed to how people get around our city. Transportation investments include maintaining and replacing what we have, such as a $9.4 million investment to rehabilitate the Lakeshore Road bridge over Bellevue Creek and KLO Road bridge over Mission Creek – key infrastructure projects that also include road, sanitary and watermain renewals. We will advance our overall network of active transportation corridors (ATCs) by extending the Ethel Street ATC and providing new multi-modal options. We were grateful this year to not need to respond to environmental emergencies, such as the flooding and wildfires of the past. However, we must take proactive measures and commit to environmental sustainability. We will build on last year’s designation of being named a BC Climate Action Community Climate Leader by investing in energy savings and environmental protection measures. This includes more electric vehicle charging stations as well as enhanced flood protection and storm drainage upgrades. It is my pleasure and with confidence that I provide City of Kelowna Council with a budget for 2020 that responds to community and Council priorities, supports long-term strategic plans and helps build a city of the future that our citizens can take pride in.
doug gilchrist City Manager, Kelowna
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CITY OF KELOWNA
Our community Lifestyle Kelowna is located along the beautiful shores of Okanagan Lake, in the heart of the stunning Okanagan Valley. With a four-season lifestyle, the lake offers opportunities for boating, swimming or fishing, while nearby mountains attract hikers, skiers and outdoor enthusiasts. From scenic golf courses to bustling urban centres with delectable restaurants, award-winning wineries and breweries, local shopping, museums, live entertainment and cultural festivals, residents and visitors enjoy it all in Kelowna. Nearly all citizens (94 per cent) rate the quality of life in Kelowna as good or very good thanks to active/recreational opportunities, safety, its accessible location, job opportunities, and the great weather. We are active and we are drop-dead gorgeous.
Growth As a desirable place to live, Kelowna remains one of Canada’s fastest growing cities. By 2040, we expect a growth of more than 50,000 new residents who will call Kelowna home.
Jobs Our economy is thriving, with employment keeping pace with population growth. In 2016, Kelowna ranked first in Canada for its job market due in part to a booming construction and real estate industry. The technology sector has been dubbed the silicone valley of the north and is a pillar of the regional economy. Dynamic tourism, post-secondary education, construction, healthcare and deep-rooted agriculture sectors are also drivers of our economy.
Airport As the 10th busiest airport in Canada, YLW’s total economic impact is 4.5K jobs and $789M to the province of British Columbia. Serving over 2 million passengers in 2018, YLW offers more than 70 daily non-stop flights with nine airlines. ylw.kelowna.ca
Education Kelowna is a hub of academic and trades training excellence, with the University of British Columbia Okanagan (UBCO) and Okanagan College experiencing exponential growth at their Kelowna campuses.
Health With Interior Health Authority headquartered in downtown Kelowna and the Kelowna General Hospital serving as the leading health centre for the B.C. Interior and a teaching hospital for the UBCO medical school, our residents receive leading patient-care. The interior Heart and Surgical Centre is the province’s fifth cardiac critical care centre.
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Our City The City of Kelowna is open to opportunities, open for business and open to new ideas from diverse residents. The organization is led by our dedicated City Manager, Mayor and Council. More than 900 employees deliver quality services to ensure our City is safe, vibrant and sustainable. A fiscally responsible municipality, the City provides core services, maintains existing infrastructure and builds new amenities when needed. The public is kept informed of City projects and progress through an array of publications including the quarterly City Views newsletter and the Annual Report, as well as news releases and social media. In addition, the user friendly and mobile responsive kelowna.ca website allows residents to place service requests online and stay informed.
Mayor and Council The City of Kelowna is governed by an elected Mayor and eight Councillors for a four-year term (2018-2022). Led by Mayor Colin Basran, Kelowna City Council is committed to building on the momentum of past Councils and being open for opportunity through community engagement and partnerships. It is consistent and transparent in decisions, creating a favourable environment for customer service, development and business in Kelowna.
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Our citizens
The 2018 City of Kelowna Citizen Survey helped gauge public satisfaction with municipal program and services, providing insights into citizens’ service priorities. For more information about the Citizen Survey, see Appendix A (p.III)
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2019 by the numbers Endorsed the Capri-Landmark Area Centre Plan
Delivered Council Priorities 2019-2022 The results we want to achieve or advance. Council priority areas
Council results
Corporate priority areas
Corporate bresults
61 Council days
A strategy to enhance and redevelop one of Kelowna's central neighbourhoods over the next 20 years.
RCMP officers
Bylaw officers
Firefighters
Safety support staff
4 in 2019b4 in 2020
$22M
2M+
Federal funding
Passengers
237,000
Landfill visits generating $16M in revenue
meetings & public hearings
Investmentsb in safety
for the Mill Creek Flood Protection project
2,014 building permits issued
$773,600,000
4,549
at YLW International Airport
Transit hours of service region-wide
Launched the 2020 - 2025 Cultural Plan
Single detached units
Multibfamily unitsb
204,106
City operated pay parking stalls
476
1,451 75 %
construction value
Active neighbourhoodb BlockbWatch programs
$23.6
25%
invested in arts, culture & heritage
Estimated per capita
,
Housingbwithbsupportsbapproved 49 units
2.27 %
McCurdy Rd.bb project
50b units
McIntosh Rd. bproject
52 units
Reduced b
Introduced an infrastructure levy
corporatebb
GHG emissionsbb
to address the nearly $500M infrastructure deficit
$182.1 M
Business licences
Agassiz Rd. project
identified in the 10-Year Capital Plan.
from 2007 to 2018
Maintained
Capital construction projects
Water b$73.8M Transportation $40.2M Parks & public spaces $25.4Mb Wastewater $13.8M Solid waste $13.3M Civic buildings $9.3M Storm drainage $6.3M
4.4 %
$2M Cost of snow removal
3,800 1,700 Trees
365
Roadb lanebKMs
68
Bike lane Sportsbfields KMs
2020 FINANCIAL PLAN
CITY OF KELOWNA
The Vision At-a-glance
In 2018, we are a city in transition and Imagine Kelowna is the community’s vision for how to thrive in the face of unprecedented growth and change. The result of almost 4,000 resident contributions, this is a vision created by our community, for our community. We need to be agile, resilient and unafraid to do things differently. The community has made it clear that as we grow, we need to look out for one another and protect the stunning environment that sustains us. In 2040, Kelowna is a thriving mid-sized city that welcomes people from all backgrounds. We want to build a successful community that honours our rich heritage and also respects the natural wonders that contribute to our identity. As a place with deep agricultural roots, Kelowna understands the need to protect our environment, manage growth and be resilient as our future unfolds. We want a community that: •
puts people first: We try to balance the needs of everybody in our decision making. We recognize that inclusivity and diversity makes us a stronger and more innovative community.
•
values its history: We celebrate our heritage, and learn from our past to reconcile it with a better, more inclusive future we see for ourselves.
•
encourages curiosity and creativity: We learn continuously to respond and adapt to rapid change. We find innovative ways to meet social, economic and environmental challenges and opportunities.
•
recognizes the changing roles of individuals, businesses, governments and community organizations: The well-being of our city is a shared responsibility and everyone needs to do their part to seize opportunities for improvement.
Principles
Principles and goals The following principles and goals work together as a system to help the community achieve its vision. Principle 1 – Collaborative: A community where people of all backgrounds work together to meet collective challenges. Goal: Engage with the Okanagan’s traditional past and heritage as foundations for building a fair and equitable community. We will honour our rich heritage while also following the lead of our local Indigenous communities towards a path of reconciliation. Goal: Nurture a culture of entrepreneurship and collaboration. Entrepreneurship is weaved into Kelowna’s cultural fabric, making our community more creative, collaborative and better able to meet the challenges of the future. Goal: Foster resident-driven solutions. We unleash our community’s hidden talents to solve the tough challenges of the future.
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Draft principles and goals Principle 2 – Smarter: A community willing to learn, adapt and grow so we can thrive amid rapid change. Goal: Support innovation that helps drive inclusive prosperity. We are building a nimble and resilient economy that doesn’t leave anyone behind. Goal: Take action and be resilient in the face of climate change. We will seize the opportunity to face climate change headon for a hopeful and sustainable future. Goal: Build healthy neighbourhoods that support a variety of households, income levels and life stages. Everyone in our community should be able to find stable and appropriate housing.
Principle 3 – Connected: A community where residents are connected to their neighbours, their city and the wider world. Goal: Embrace diverse transportation options to shift away from our car-centric culture. Making it easy for people to choose non-driving options protects the beauty of Kelowna and makes getting around more enjoyable. Goal: Create great public spaces that bring people together. We need great public gathering places like parks, plazas and community centres where people can meet and connect with others. Goal: Provide opportunities for people of all ages, abilities and identities. We all benefit when everyone in the community has access to economic, recreational and social opportunities. Goal: Cultivate an accessible and engaging arts and culture scene. Everyone can find something that interests them to engage in, from grassroots initiatives to professional endeavours.
CITY OF KELOWNA
Principle 4 – Responsible: A community where decisions are made ethically and where social and environmental concerns are prioritized. Goal: Concentrate on growing vibrant urban centres and limit urban sprawl. Denser neighbourhoods make our city healthier, more sustainable and easier to get around. They make more financial sense, too. Goal: Preserve Okanagan Lake as a shared resource. Okanagan Lake is the jewel that makes Kelowna sparkle. Goal: Strengthen the protection of our land, water and air resources. Our stunning environment is the foundation that all of our other aspirations stand on. Goal: Protect agricultural land and promote sustainable farming. Supporting agriculture helps ensure food security while preserving vital green infrastructure.
Now what? Under the banner of Imagine Next, the City will use Imagine Kelowna to help shape its priorities and provide the foundation for future strategies and projects such as the Officia Community Plan (Our City as we Grow), the Transportation Master Plan (Our City as we Move), Intelligent City Strategy, and many others The Imagine Kelowna goals are also aligned with the United Nation’s Sustainable Development Goals, linking what we are doing locally with larger global efforts to shift the world onto a more equitable, sustainable and resilient path. However, Imagine Next doesn’t only involve the City. It also provides direction to our entire community to change the way we work together, how we make decisions, and how we engage with residents. Ultimately, Imagine Kelowna is the community’s vision to ensure a vibrant and resilient future. It is up to all of us to imagine what’s next and help make Imagine Kelowna a reality. Stay informed about Imagine Kelowna by subscribing to e-updates or get involved by visiting imagine.kelowna.ca.
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How do the City plans work together?
Plans that influence the Budget
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Delivering on Council Priorities City-wide accomplishments for 2019
Council Priorities 2019-2022 (Strategic Direction) Imagine Kelowna: Vision into Action • • •
Delivered a four-year strategic direction for Kelowna: Council Priorities 2019-2022 outlines the results we want to achieve or significantly advance during Council’s term. It is an open and accessible commitment to how we will advance the Imagine Kelowna vision by focusing the work we do to serve our residents today and prepare for Kelowna’s future. It is our commitment to report on our progress annually on the 26 Council Results and 13 Corporate Results included within the strategic direction.
Community Safety • • • • •
• • •
Completed the 2019 Public Safety and Crime Survey to better understand residents’ perceptions of public safety and crime in the city and in specific regions to inform programs and services that best serve the community. Invested in front-line safety resources with the addition of seven RCMP members, eight firefighters and two Bylaw Officers in the 2019 Budget. Hired a new Community Safety Director, one of the key recommendations in the 2018 Public Safety Report. The role will increase engagement with partners and stakeholders and implement balanced strategies and solutions to address crime and perceptions of safety in the community. Supported the launch of the Kelowna RCMP’s Online Crime Reporting pilot project which allows the general public to report non-emergency crimes online through the Kelowna detachment’s website. Completed a reorganization of RCMP Downtown Enforcement Unit including the addition of new resources and an expanded mandate to support Community Policing efforts, Police and Crisis Team (PACT), Kelowna Outreach and Situation Table (KOAST) and the creation of a Foot Patrol team. The Unit was re-named the Community Safety Unit. Actively promoted bike theft prevention initiatives and the Project 529 bike registry resulting in over 4,000 bikes registered in the region. RCMP Crime Prevention Unit conducted more than 60 on site meetings with businesses to review crime prevention, and other education and awareness resources. Strong Neighbourhoods supported 24 Neighbourhood Events, the most annually to date, and provided resources to support 11 Neighbour Day activities, many included collaborations with the Community Policing team to educate residents about neighbourhood safety, Project 529 and Block Watch to create stronger and safer neighbourhoods.
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•
• • • •
CITY OF KELOWNA
Council approved a public washroom downtown in the Queensway area as a three-month pilot project, staffed by individuals from the lived experience circle on homelessness. A key recommendation of the 2018 Public Safety Report was to increase access and availability of public washrooms within the downtown core. Security cameras installed in all City parkades have demonstrated an increased ability to intercept individuals prior to a disturbance/illegal activity taking place. Painting and enhanced lighting in the interior of Chapman and Memorial Parkades also increased visibility. Launched a voluntary CCTV camera registry pilot program in partnership with the Downtown Kelowna Association (DKA) and Kelowna RCMP to reduce the time it takes to find and access camera footage during criminal investigations. Conducted community engagement (called Design Jams) around property theft prevention that brought together stakeholders throughout the community to design solutions to this complex issue. Collaborated with enforcement and security partners to enhance street level and civic facility security on the Okanagan Rail Trail, Leon Avenue, City parkades and parks. Added a UTV/Gator to the Bylaw Services fleet to enhance accessibility to remote areas and visibility in problem areas.
Social and Inclusive • • • •
• • •
Provided ongoing support for the Central Okanagan Journey Home Society, the non-profit established to implement the Journey Home Strategy, Kelowna’s community-built and community-driven, five-year plan to address homelessness. Introduced the Community Inclusion Model, to enhance how housing with supports are introduced and integrated into neighbourhoods. Supported the opening of Hearthstone (46 units) and Heath House (40 units) housing with supports as well as the extension of the Cornerstone Emergency Shelter in partnership with BC Housing. Approved the McCurdy supportive housing project in Rutland that will provide 49 homes for individuals experiencing homelessness who are farther along in their recovery from substance use. Council also approved the design and issued the development permit of the 50-unit housing with supports on McIntosh Road, that is funded by BC Housing and will be operated by the John Howard Society of Central and South Okanagan. Supported BC Housing with the opening of Apple Valley Housing that provides 36 units of affordable rental housing for seniors and persons with diverse abilities. Continued to support the development of another 301 units of affordable housing for families, singles and seniors opening in the near future. These developments are in Rutland, Central Kelowna, Glenmore and Black Mountain. We are one of the first local organizations to hire PEOPLE (Paid Employment for People with Lived Experiences) to enhance cleanliness and assist in the beautification of the downtown.
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Supported the launch of the Kelowna Outreach and Situation Table (KOaST) – led by the RCMP it is a collaborative team that identifies and provides support to individuals who are at acute risk in the community. Worked together with local First Nations for guidance and support as we established official Territorial Acknowledgment language and protocol. Collaborated with Westbank First Nation to reinstate and upgrade the First Nations display in the departures lounge at YLW. The area offers cultural experiences and kids active play. Partnered with Westbank First Nation to unveil a monument of historic syilx Chief, Charlie swkn̓cut. Westbank First Nation commissioned the monument, which the City installed at the corner of the Kelowna Visitors Centre overlooking the lake.
Transportation & Mobility • • •
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Opened the new two-way cycle tracks on Sutherland Avenue and Ethel Street, adding to the City’s growing active transportation network. Completed the paving for the Rail Trail from Gordon Drive to Manhattan Drive. Endorsed recommendations of the Downtown Parking Plan, with the intent to improve availability of short-term parking spaces, ensure the system pays for itself so that general taxation is not impacted, improve customer service and provide a balanced transportation network for residents. Recommendations will be implemented through 2019 and 2020. Added new sidewalk sections including on Rutland Road near Belgo Elementary, between Venus Road and Holbrook Road West, on Gordon Drive between Clement Avenue and Trench Place, and on Hollywood Road between Highway 33 and Hollydell Road. With the endorsement of the Official Community Plan’s land use scenario, the Transportation Master Plan process initiated in-depth technical analysis and public engagement initiatives on current and future conditions and transportation scenarios. The Sustainable Transportation Partnership of the Central Okanagan (STPCO) launched Let’s Talk Transportation, a regional conversation event and online questionnaire, to understand the values and interests of Central Okanagan residents and obtain input on potential transportation options as part of the Central Okanagan’s first Regional Transportation Plan, expected to be delivered in 2020. Kicked-off the Central Okanagan Regional Bicycling and Trails Master Plan, an update to the 2012 Regional Active Transportation Master Plan in collaboration with the local governments of the Central Okanagan. Initiated the Okanagan Gateway Transportation Study in partnership with the Kelowna International Airport, the University of British Columbia Okanagan and the Ministry of Transportation and Infrastructure to define future projects, programs and policies that support growth of the area. Launched a Bikeshare Permit Program that includes electric bicycles, electric scooters and pedal bikes, resulting in three to four times more utilization of each mode of transportation per day, compared to the previous year’s only pedal bike program.
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Collaborated with the Province on their Active Transportation Strategy and possible changes to the Motor Vehicle Act to address the adoption and integration of micro-mobility modes of transport including electric scooters. Increased parking lot capacity by adding 600 valet parking stalls and enhanced security features by installing LED lighting, security cameras and phone stations. Added bike racks and a bike maintenance station, including tools and a bike pump, at YLW.
Vibrant Neighbourhoods •
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Repaired, renovated and re-opened City Park Water Park, which was damaged during the 2017 flooding. Waterplay Solutions Corp. and RecTec Industries contributed an additional $63,900 worth of features to the water park. Construction included an entirely new water delivery and disposal system that is now flood resistant. Completed upgrades at several parks, including Rowcliffe Park, Bankhead Park, Glenmore Recreation Park and Bellevue Creek Linear Park. Re-opened the Mission Creek Mountain Bike Skills Park following a $60,000 investment to replace the old wood ramp and jump set with a dirt berm, adding three new professional jump line, signage, tree planting, irrigation improvements and garbage bins. Built a new pedestrian bridge at Bellevue Creek in Southeast Kelowna, thanks to a partnership with Partners in Parks and the Okanagan Mission Lions Club. The bridge improves access to Woodhaven Regional Park, Gordon Drive, and transit stops and will tie into the future Bellevue Creek Linear Trail. Opened a newly-improved section of Rutland Centennial Park, including pathways, bench seating, landscaping, expanded playground and planted a new multi-cultural garden. Improved public access at Poplar Point Drive Beach Access #1, Hobson Road Beach Access, Manhattan Drive Beach Access, and Bluebird Road North Beach Access. Endorsed the Capri-Landmark Area Centre Plan, establishing a strategy to enhance and redevelop one of Kelowna’s central neighbourhoods over the next 20 years and beyond. Endorsed a growth scenario for Kelowna that will guide future growth and allow the City to achieve the community’s vision of vibrant urban centres and diverse transportation options. The 2020-2025 Cultural Plan was launched during the annual Culture Days celebrations. The plan was developed with internal and external advisory groups, cultural organizations, the business sector and artists and the public to create a community-based plan for culture in Kelowna over the next six years. Hosted the 55+ BC Games from Sept. 10-14, welcoming over 4,000 participants and supporters to our community to celebrate sport and active living. The games set a record as the largest BC Games to date with support of over 1,500 volunteers.
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Adopted a new bylaw to allow and regulate short-term rental accommodation operations, following extensive public and stakeholder engagement that heard from more than 2,500 people. The final regulations reflect the community’s diverse needs and interests, aiming to protect longterm rentals, limit impacts to neighbourhoods and ensure equity among all accommodation providers. Expanded the Strong Neighbourhoods Grant program with an increase in available matching funds from the Central Okanagan Foundation. This year’s increase enabled residents to put more money towards creating vibrant neighbourhoods with $8,877 provided through 10 Neighbourhood Grant projects and $2,400 supporting three Youth Development and Engagement Projects. Central Green became the first neighbourhood, including Rowcliffe Park, to be LEED® Certified. Get active, we dare you: we added Parkrun, the Boyce-Gyro Swim Look, an 800m open water training facilty, and a 5KM run in the Parkinson Recreation area, to the popular and stunning Active by Nature map network. We also introduced an interactive Paddle Quest that weaves together augmented reality with your latest active adventure using the QuestUpon app.
Economic Resiliency • • •
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Introduced a 2.27 per cent infrastructure levy to ensure existing infrastructure is renewed, and new infrastructure is built cost effectively so that Kelowna continues to be a great place to live. Implemented Phase 1 of the Asset Management System that will track the performance, maintenance and conditions of the City’s infrastructure assets valued at $3.3 billion. Completed the City’s first Intelligent Cities Strategy through collaboration with staff and community stakeholders. The strategy’s vision is to find ways to improve the lives of residents through access to online services, technological innovation and collaborative problem-solving, creating local solutions to local problems. It will be presented to Council in early 2020. Substantially completed design for Phase 1, Phase North and Phase 2 of the terminal expansion at YLW. Between 2019 and 2029 YLW will invest over $240 million in upgrades and construction of airport infrastructure, which includes the terminal expansion. This will be the largest terminal expansion to date, which includes expansions to the departures lounge, security screening, the relocated arrivals lounge and more food/beverage services. YLW’s investment in its infrastructure is funded through airport revenues and has no impact on taxation. Commenced a ten-year plan to rehabilitate certain sections of airfield pavement at YLW, including the aprons, taxiways and runway. The infrastructure work is essential to today’s airport operations and well into the future. Welcomed Swoop to YLW, offering new non-stop, seasonal air service to Winnipeg and non-stop, year-round service to Las Vegas. YLW hosted two aviation conferences and one aviation meeting that saw over 200 senior airport executives from across North America discuss opportunities and issues that affect the 140 million passengers who use Canada’s airports every year.
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Plans for the development of YLW’s East Lands were unveiled by KF Aerospace to develop a new state-of-the-art aviation themed exhibition and conference centre. The 50,000 sq. feet, $25million facility will celebrate the rich aviation history of the Okanagan and provide innovative, hands-on education to support future aerospace jobs. It will include groundside and airside access from YLW’s main runway, a museum, aircraft hangars, conference suites, classrooms, a cafeteria and airfield viewing gallery. Ground-breaking is planned for spring 2020 with completion in 2022. Completed the Landfill’s long-term plan and submitted it to the Ministry of Environment as a key condition of our Operational Certification. The Design, Operations and Closure Plan is a comprehensive look at current operations, regulatory framework, infrastructure needs, environmental practices, monitoring needs, design concepts, operational practices, as well as a long-term plan to progressively and ultimately close the landfill. Completed upgrades at the Landfill – including a new access road, new filling area, irrigation system upgrades, and a Surface Water Drainage Plan – as part of a $9 M project to streamline customer experience and allow for better stewardship of the landfill and long-term waste handling. Acquired land in the Diamond Mountain and Capri-Landmark areas. Seventy-four hectares acquired on Diamond Mountain will provide a buffer to the landfill’s potential dust, noise and odour. Land acquired around Sutherland Avenue and Lindahl Road will be developed into future parks as part of the City’s park development strategy. Updated the Development Cost Charges (DCC) Bylaw to reflect current construction and land costs to ensure DCC revenue adequately funds infrastructure projects required to service growth. Updated the 10-Year Capital Plan and Financial Strategy that supports $1.3 billion of infrastructure investment in the next 10-years.
Environmental protection • •
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Received a $22 million funding contribution from the Government of Canada Disaster Mitigation and Adaption Fund to support the Mill Creek Flood Protection project. This eight-year program will result in added resiliency to floods throughout the city. Completed Kelowna Major Systems Flood Risk Assessment using a $250k grant from the National Disaster Mitigation Program. This analysis of existing infrastructure and natural assets was conducted for potential flood events from Okanagan Lake, Mill Creek, Belleview Creek, Brandt’s Creek and Gopher Creek. Started work on new and updated Flood Hazard Mapping to more precisely identify flood prone areas impacted by storms and climate change using a $150k grant from Union of BC Municipalities (UBCM) and the Community Emergency Preparedness Fund (CEPF) program. New flow monitoring stations have been installed on Mill Creek and Scotty Creek. Both live and historical data will be available publicly on the City website.
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Initiated the Area Based Water Management Planning initiative: a strategic planning process that promotes the management and funding aspects of water supply and quality. This process provides the City an opportunity to lead and address issues related to climate change, flood mitigation, environmental flow needs, drought management, forest fire protection and longterm water supply resiliency. The 2019 Bike to Work Week saw participants travel 91,500 km by bike, saving 19,800 kg of greenhouse gases. Committed to support Provincial wildfire fuel mitigation (treating up to 1,000 hectares of interface area over the next two years) in South East Kelowna. Added four Electric Vehicle Direct Current Fast Charge stations at YLW in partnership with FortisBC. Maintained Level 1 Airport Carbon Accreditation at YLW. Partnered with the Okanagan Basin Water Board (OBWB) to help save City parks and sports fields irrigation operations 38 million litres of water and 1,320 hours of labour operations each year. Completed a large-scale Live Emergency Exercise at YLW to practice and improve emergency response in a plane crash scenario with a focus on multi-agency response and coordination. Led the response to address land stability risks within the community to protect public safety Replaced the Spencer Road culvert crossing of Mill Creek with an enhanced flood and debris resistant arched crossing using a $750k grant from the UBCM Community Emergency Preparedness Fund. Installed watermains as part of the $86M Kelowna Integrated Water Phase 1 project. The project will be complete, and SEKID customers connected to the City water utility, in 2020. Updated Water and Sanitary Sewer design standards in Subdivision Division Bylaw to reflect current best practice and environmental standards. Developed, in cooperation with Utilities Services, Integrated Risk Management plans for the water and waste-water utilities.
Corporate Results Strong financial management, clear direction, people, corporate-wide base business •
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Completed the expansion of the City’s Dark Fibre network to total 9 km of conduit and 22 km of fibre optic cable. Revenues have increased by 30 per cent in 2019. UBC Okanagan and Okanagan College are now connected as well as four City facilities have been added to the service connection. Developed the Model City parcel-based GIS tool, a digital twin of Kelowna, to allow planners to better understand the city, both now and into the future. It leverages GIS, data analytics and predictive modelling to gain insights into the City’s composition and to help support decision making using data analytics. Brought design thinking to the City through a service design pilot project to improve the City’s enotification service by involving users at every stage of the project.
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• • • • •
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CITY OF KELOWNA
Launched a pilot chat bot on the Kelowna International Airport (YLW) website in order to improve customer service and reduce the demand on staff resources. Filled 60 per cent of full-time positions through internal promotions and transfers for continued strength in career development and succession planning programs. Awarded City of Kelowna Employee Development Scholarship awards to 13 employees, supporting them in partial funding as they pursue further education for career development. Successfully completed the WorkSafeBC Certificate of Recognition (COR) audit with an overall score of 89 per cent, earning an annual premium rebate of $190,000. Completed a Corporate Training Gap Analysis to identify skills needed for the future, gaps in current training methods offered and best practice solutions on closing organizational training gaps. Genelle Davidson, Divisional Director Financial Services, was elected President of The Board of the Government Finance Officers Association of British Columbia. She has also been appointed the UBCM Select Committee on Local Government Finance. Sam Samaddar, Airport Director, continued as Chair of the Canadian Airports Council and was elected as Vice-Chair of the Airports Council International – North America Council. Shayne Dyrdal, Senior Airport Finance and Corporate Services Manager, was named Vice-Chair of the Canadian Airports Council Financial Affairs Committee. Completed the tri-annual Employee Engagement survey. A total of 771 employees participated and provided insights into internal opinions and knowledge of the organization. Developed a 5-year staffing plan for Human Resources to meet future organizational growth projections to ensure the City can attract and retain staff.
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Awards & Recognition • • •
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For the 17th year in a row, received the Government Finance Officers Association (GFOA) Distinguished Budget Award for the 2018 Financial Plan. The 2019 Financial Plan is currently under review by the GFOA for this award. Received the GFOA Canadian Award for Financial Reporting for the 2017 Financial Statements within the Annual Report. It is the 16th consecutive year the City has received the award. Received the Age-Friendly BC Recognition from the BC Ministry of Health. The Province recognized the work of the Community For All Action Plan, and how Kelowna uniquely offers opportunities for seniors, people of all ages and abilities to stay active, enjoy good health and connect with their community. Recognized as a BC Climate Action Community – Climate Leader by the Union of British Columbia Municipalities (UBCM) Green Communities Committee (GCC) for efforts to undertake climate action to reduce greenhouse gas (GHG) emissions. Received Esri Canada’s Award of Excellence for the development of the Model City parcel-based GIS tool that creates a digital twin of Kelowna to pool property data to advance evidence-based decisions. The Pick Your Path to 2040 engagement exhibit received a Gold Quill Award of Merit from the International Association of Business Communicators. More than 600 residents participated in the 'choose your own adventure' style engagement to give feedback on possible growth scenarios with results being used in the OCP and TMP updates. Received a Gold Award for Excellence in Planning from the Planning Institute of British Columbia for Kelowna’s Equity and Inclusion in Housing Needs Assessments. Recipient of the 2019 Association of Consulting Engineering Companies BC Client of the Year Award in recognition of industry best practices. Received the 2019 City of Excellence Award for Safety around buried utilities, presented by the BC Municipal Safety Association. The City of Kelowna was presented with the Education Award in recognition of our collaborative efforts with FortisBC to promote safe excavation practices.
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Budget highlights Budgeting for Council | Corporate Priorities The following graphs depict the total dollars required as a percentage for both the operating and capital programs to support Council | Corporate priorities. The 2020 operating program is spending $2.42M or 24 per cent on projects that support Strong Financial Management and ensuring that the cost to deliver services is quantified, followed by $2.35M or 23 per cent on extraordinary or unforeseen obligations and supporting base business.
Council | Corporate Priorities - Operating Vibrant neighbourhoods 11%
Clear direction 5% Community Safety 14%
Transportation & mobility 7% Social & inclusive 4%
Economic resiliency 9%
People 5%
Environmental protection -2%
Other 23%
Financial management 24%
Total $10.1M
The 2020 capital program is spending 47 per cent or $70.5M on projects that support Economic Resiliency where key economic section impact is increasing, followed by $37.7M or 25 per cent on extraordinary or unforeseen obligations and supporting base business.
Council | Corporate Priorities - Capital Clear direction 3% Vibrant neighbourhoods 17% Transportation & mobility 5%
Community Safety 0%
Economic resiliency 47%
Other 25%
Financial management 0%
Environmental protection 3%
Total $149.8M
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Budget at a glance City of Kelowna staff have worked to balance the City’s current financial outlook with community needs and priorities established by Council for the years ahead. While meeting financial commitments from previous budgets, the 2020 budget balances emergent issues faced by the community such as public safety and social responsibility, with taking action to achieve the vision for Kelowna set out in Imagine Kelowna. In 2020, the budget provides a specific focus on developing important parks and animating public spaces while continuing to deliver balanced transportation options. The City prioritizes keeping the taxation demand as low as possible while ensuring budgets keep pace with the cost increases required to maintain existing levels of service. The City will continue to seek partnerships and alternative sources of funding in order to reduce reliance on taxation. Previous years’ budgets include commitments that impact the 2020 Financial Plan, such as a provision for contractual obligations, the second year increase to the infrastructure levy that will reduce the infrastructure deficit faced by the City, and the addition of firefighters for the full-time fire station in Glenmore.
Operating
The Financial Plan’s Priority 1 (P1) General Fund Operating Requests total $8.2M, of which $4M is being funded from taxation. Forty-one per cent of the $8.2M comes from 3 significant requests: RCMP – 7 regular member positions, a provision for contractual obligations and pursing a potential partnership for the Parkinson Recreation Centre joint education, health and wellness facility. The remainder of the City’s divisional requests equal $4.8M with a focus on addressing social challenges, enhanced security initiatives and an emphasis on staffing to meet the needs of a growing community. For 2020, one expenditure reduction was submitted for the cost savings associated with the Library and Chapman Parkades LED Lighting Retrofit capital request totaling $21k that will be used to offset costs in the Parking program. In addition to the P1 Operating Requests, there are 31 Priority 2 (P2) requests totaling $1.7M which are not included in the totals; however, these are included in the document for Council's consideration.
Capital
The 2020 General Fund Capital Expenditure Program (minus the Airport and Utilities) is $68.8M, of which $14.6M is requested to be funded from taxation. The general taxation contribution to the capital program has increased by $792k compared to the 2019 Final Budget funding level. Funding from sources other than taxation is $54.2M. There are 36 P2 capital requests totaling $14.8M which are not included in the budgetary totals, but are summarized in the document for Council’s consideration.
General fund highlights General Revenues
General Revenues are revenues that are not specifically attributable to or generated by any particular City of Kelowna division. The General Revenue portion of the 2020 Financial Plan is projected to be $11.2M which is a $10k increase from 2019. The changes to General Revenues are mainly attributable to decreases of $37k for the discontinuation of the Commercial Vehicle Licensing program, $64k from the FortisBC Franchise Fee and $13k in one per cent of sales in lieu of property taxes revenues received from utility companies, offset by increases of $99k from traffic fine sharing revenue and $12k from Provincial/Federal grant in lieu of taxes revenue, $5k in School Site Admin fee revenue, and $8k for penalties and interest revenue on utilities and property taxes. New to the budget is the $400k revenue the City will be receiving from the Online Accommodation Platform program that will be contributed to reserve for future use in support of affordable housing initiatives.
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Provincial Gaming revenues budgeted at $4.07M in 2019 are expected to increase to $4.17M in 2020. Although these revenues are ‘general’ in nature, they are included in the operating budget under the Police Services department as they are a conditional payment that must be allocated towards a specific Police Services program/project.
Taxation Revenues
Taxation demand on existing property owners represents the difference between net operating and capital requirements offset by new general and divisional revenues and additional tax revenue generated through new construction. A large number of the capital programs are funded from existing reserves such as Development Cost Charge (DCC) Reserves and Community Works Fund and do not impact directly on taxation.
Taxation Revenue from new construction based on Preliminary Assessment Roll information, is projected at $2.9M. The actual new construction assessments will not be available from BC Assessment (BCA) until the second quarter of 2020. New construction revenues are used to reduce the overall taxation demand. Although the overall taxation demand has increased from $142.5M to $151M, or 5.94 per cent, the average impact on existing property owners, taking into consideration the revenue generated from new construction, is 3.90 per cent. While it is possible to project the average property tax increase using the overall assessment base and the revenues required to operate the City, the impact on each individual property owner will vary depending on the relationship of their assessment change to the average. Further analysis will be required when BCA provides the Revised Assessment Roll in the second quarter of 2020.
Operating expenditures & revenues The 2020 Financial Plan categorizes each operating request into the categories maintain, growth and new. Maintain requests are the budgets requested to maintain current programs. Growth requests are the budgets requested for current programs due to increased demand. New requests are the budgets requested for new programs.
Opeating request revenue 17%
23%
60% Growth
Maintain
New
The City has a committed focus on maintaining and growth, with smaller investments in new operational requirements. The 2020 new operating request revenues are largely due from maintain at 60 per cent, 23 per cent for growth in programs and 17 per cent for new initiatives. The new requests for operating expenditures are primarily due to maintaining of current operations at 60 per cent followed by 21 per cent for growth and 19 per cent due to new.
Operating request expenditure 19%
60% Growth Maintain
21%
New
The City operating structure is Division, Department and Branch. For example: Division: Department: Branch:
Human Resources & Community Safety Community Safety Police Services
The operating requests are presented under the requesting division and are presented in divisional rank order within the three categories. The exception is the Airport Fund, Wastewater Fund, Water Fund, Human Resources & Risk Management, Community Safety, Fire Department, General Revenues and Debt & Other which are presented on a department level.
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Financial Plan impacts
The annualization of operating costs approved in previous budgets will add $3.54M to the 2020 Financial Plan. The removal of one-time requests approved by Council in 2019 have reduced operating costs for 2020 by $956k. The 2020 Financial Plan includes $1.1M in base adjustments and $4.0M for net operating requests totaling $5.1M. Following is a summary of the net operating impacts for 2020 ($ thousands): 2019 Net Operating Budget Add: 2019 One-time Requests & Expenditure Reductions (net) Add: Annualized Requests (prior years) Add: 2020 Base Adjustments (detailed in the divisions) Add: 2020 Requests (operating requests & expend. reductions) 2020 Net Operating Budget Note: Totals may not add due to rounding
$139,922 (956) 3,537 1,081 4,017 $147,601
Salaries, wages and fringe benefits
The City of Kelowna CUPE agreement that was ratified in 2019, for 2019-2023, provides a 2 per cent increase in 2020 that is reflected in the budget. The collective agreements for the Airport CUPE employees and the Kelowna Fire Department employees (IAFF) are in place until December 31, 2019 and renewal negotiations are expected to begin in 2020. Fringe benefit load factors that are reflected throughout the divisional operating budgets are reviewed annually.
RCMP Contract
The 2020 General Fund Police contract staffing is at 191 members with a budgeted vacancy factor for six members. The average cost per member has increased from $173k in 2019 to $180k in 2020. This is a difference of $6k per member or a 3.5 per cent increase. This increase requires an additional $1.1M for 2020. The main cost increase is for personnel costs. Police services are also provided through the Reserve Policing program. The reserve program allows the department to quickly fill vacancies or staffing shortages by using a fully trained reserve officer. This program is valuable during the busy summer policing season. The reserve program does not have specific budget and is funded by vacancies within the regular member contingent, as needed.
Additional staffing - operating requests – all funds The City continues to adhere to controlled recruitment practices by maintaining staffing levels and replacing vacant positions only on a priority basis. Staff additions require a formal business case and City Manager approval. The 2020 Financial Plan contains 47 priority one requests for new staff positions which reflects the need to support core services to maintain current service levels, with investment in public safety and social responsibility. These positions are being requested at 50 per cent in 2020 to match hiring process timelines. The 2020 taxation impacts on the budget is $906k. The 42 on-going full time requests include the addition of seven RCMP Members to supplement existing units; one Crime Reviewer position; four Police Services Clerk positions to provide coverage to various Police Services departments; one Police Services Prosecutorial Disclosure Coordinator position to accommodate Provincial and Federal Court legislative changes and the resulting directives from Provincial and Federal Crown Council; one Police Services Watch Support Officer and one Water Clerk Supervisor position to assist operational members in 2020, and three additional Police Services Watch Support Officer positions in 2021; one Administration Clerk Position for the expanding Community Safety portfolio and to provide capacity for improved security services and corporate emergency preparedness; increase one part-time HR Administrative Clerk position to full time to support the compensation and benefits branch; one HR Coordinator position to
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support increasing resourcing demands; one Safety Coordinator position moving from term to permanent within the Occupational Health and Safety branch to maintain staffing levels; one Business Systems Analyst (Analytics) position to help the City make better informed business decisions by enabling analysis of large volumes of data that may be untapped by conventional business systems; one Communications Consultant, Emerging Issues position to enable the communications team to be more flexible and adaptable to ensure the emerging and core issues receive the level of communications support required; equivalent of one Financial Analyst Position to increase support within the Airport Division and Corporate Finance; one Project Manager (Buildings) position to manage projects, issues and opportunities for City structures; two Utilities Foremen positions to provide support for the current foremen and for succession planning; one Parks and Landscape Planner position to provide valuable assistance in delivering promptly on Council’s priority for animated parks, assisting in the proposed Parks Masterplan and developing smart alternate park solutions; one Planner II position to support the operations of the Policy and Planning Department with a focus on data analytics; one Water Quality & Customer Care – Water Meter Service Technician position to supplement water meter reading services and replacement projects; one Water Supply – Water Operator position in response to the operational need of the legacy South East Kelowna Irrigation District irrigation system; Water Supply – Control Systems Specialist position to ensure computer monitoring and control systems for the water utility are properly maintained and upgraded; one Community Development Coordinator – Strong Neighbourhoods position to expand the reach of the Strong Neighbourhood program into neighbourhoods with complex social issues and social development projects; one Coordinator – Social Development position to work with community groups and agencies to coordinate an integrated plan to address critical social issues and facilitate solutions; moving one casual Airport Operations Technician position to full‐time to increase winter operations, summer airside maintenance and improve efficiencies; one Airport Terminal and Groundside Manager position to increase strategic direction and oversight for services and revenue streams; one Accountant Position to provide additional financial support for the Civic Operations Division; one Asset Management Coordinator position to support configuring the asset management system to optimize the operation and life cycle replacement of the City’s assets; one Energy Specialist position to advance the work being completed under the Energy Management Program objectives of reducing energy and GHG emissions; one Heavy Duty Mechanic position to ensure service levels are maintained and fleet’s readiness for projected fleet growth is met; one Landfill Equipment Operator IV position to accommodate for growth in Solid Waste; and one Solid Waste Supervisor position to maintain appropriate facility planning and effective operations due to increasing complexity in the operations and facilities. Within the operating program, three on‐going part‐time requests are included: one Commonage Term Labourer position to help with Ogogrow production and two Streetlight Student Term Labourer positions to maintain poles to extend the life of the assets and prevent premature failure of the structures. In addition, two term positions are being requested. The first is the extension of the Official Community Plan contract position to complete the major update to Kelowna’s Official Community Plan and the second is one Co‐op Student – Asset Management Data Analyst to collect asset information and enter into the new Corporate Asset Management System database. There are a number of additional wage dollars being added throughout various operating requests either on an ongoing or one‐time basis. These additional wage amounts result in an increase in the available hours for current and seasonal staff to work but also may result in additional hires as deemed necessary due to operational needs.
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Other Division & Department operating highlights
The financial plan includes a number of P1 Operating Requests, of which $4.0M is being funded from taxation. Listed below are some of the operating request changes to the divisional operating budgets for 2020: Planning & Development Services Division Planning & Development is requesting $50k from reserve in 2020, and taxation thereafter, to allow the City to achieve key infrastructure upgrades in conjunction with development projects, as well as $10k to update the 22-year-old Heritage Conservation Guidelines. Partnership & Investments Division The Partnership & Investments Division is pursuing a potential partnership to replace the Parkinson Recreation Centre and build a new high school as a shared facility with School District 23 with a $200k contribution from the School District and $300k from reserve. $100k from reserve has been requested for a formal review of how to best meet the complex housing needs of the community in conjunction with BC Housing, Interior Health and other service providers as well as $100k funded from reserve for consulting and project management to optimize the delivery of shelter services. Other notable requests include an accessible parking program review for $30k and the development of a comprehensive master plan of the City’s active parks for $100k, both projects funded from reserve. Infrastructure Division Infrastructure is requesting $70k funded from varying City sources to develop a corporate asset management plan that details the asset renewal needs for all service areas to ensure the City’s $3.2B in infrastructure assets are well maintained and resilient. Transportation requests include: $65k to collect, analyze and report out on traffic and transit volumes across major screen lines throughout the City; $25k to be pooled together with the other owner jurisdictions for operational funding and engagement of support resources for the Okanagan Rail Trail; and $45k for implementation of the Transportation Master Plan that will develop a strategy for improved safety in the network and development of a program to assess transportation performance. Kelowna Regional Transit requests include: $100k from reserve for traffic engineering and design to assess the feasibility of transit priority infrastructure and understand traffic impacts and technology options for the Midtown core; $150k from reserve for preliminary design development for the Orchard Park Exchange which has reached its capacity; and $250k from reserve to undertake preliminary site layout, facility design, site servicing and costing to refine recommended site scope and cost for a new Regional Transit maintenance facility. Utility Planning is requesting $200k in 2020 and $150k in 2021, funded from utilities, for an Area Based Water Management Plan which is a strategic process that develops the policies, strategies, goals and budgetary needs to address water management through the City; $66k is requested to create a North End Industrial Area Servicing Plan which will seek engagement from the north industrial area (Jim Bailey), Okanagan Indian Band, Lake Country and development community; and $50k from the Landfill reserve to address environmental considerations at the Landfill for Robert Lake and its related hydrology. Civic Operations Division Building Services is requesting $125k from taxation and $125k from external contributions for a second year of dredging at the Cook Road boat launch under a three-year permit obtained from the Province. Annual energy program funding of $50k has been requested for research, development and execution of key initiatives and projects. One-time funding of $150k from reserve will help alleviate the backlog of facility condition assessment reports which are a key component of the City’s asset management strategy for buildings.
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Parks Services requests include: $56k for beach cleaning due to increased inventory and changes in the service contract to better accommodate safety needs; $69k for additional portable toilets and increased washroom servicing to meet the demand from public requests; and $63k for 65 additional planters to be placed along center medians of major cross streets along Highway 97 and Springfield Rd helping to improve safety and beautification in nine major intersections. Public Works is requesting the operating cost savings from the LED street light project be contributed to the Energy Reserve on an annual basis to fund large scale energy and greenhouse gas emission reduction projects. This will result in a tax savings of $400k and a contribution to reserve of $500k. In addition, $35k is requested for increased street sweeping, purchasing replacement garbage receptables and ongoing maintenance for maintaining a clean town center. Throughout the Civic Operations Division, $220k has been requested for the operating impact for various capital requests for sidewalk, park and active transportation corridor operating and maintenance, new vehicle internal equipment charges and Commonage misting system. Active Living & Culture Division Active Living is requesting $30k for increased funding for the City’s expanding role in community social issues. The additional funding will support community education and awareness initiatives, seed funding to encourage cross agency projects and efforts, providing leverage to access funding programs to address community priorities, and conducting and supporting community engagement. Sport & Event Services is requesting $15k ongoing for event procurement and hosting to enhance the evaluation and procurement of major events and supporting the ongoing maintenance and development of the hosting resource kit. Cultural Services is requesting $15k ongoing for an Artist-in-Residence program to engage the work of a series of professional artists to support a 3-year pilot program with artists selected on an annual basis. $10k for three years has been requested to continue partnership development with the syilx/Okanagan People to support initiatives that build understanding among City staff about reconciliation, building relationships with syilx leaders, in particular artists and cultural leaders, and work together on projects of joint meaning and purpose. Ongoing funding of $25k has been requested to increase professional arts funding for the addition of Opera Kelowna and New Vintage Theatre into the program. Human Resources Human Resources Risk Management Branch is requesting $250k for continued security services to provide enhanced capacity to respond to community concerns and trouble-spots. Security Patrols of public spaces is valued by the community and provides a visible presence, increased responsiveness and improved reporting. Human Resources is requesting $88k for a Learning Management Software System that allows for training to be developed and delivered in an online format to meet specific corporate training needs. Community Safety Community Safety is requesting $100k, one-time, to continue a pilot project for pick-up and disposal of materials as well as cleaning and sanitation on streets, sidewalks, parks and corridors frequented or inhabited by people living without homes. $75k from reserve has been requested to develop and implement a Community Safety and Well-Being Strategy. This development phase of the strategy will include planning, project management, public engagement, strategy development and costing.
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Additional funding is requested for: Bylaw Services enhanced training for re-certification of current public safety skills in addition to obtaining enhanced social, mental health awareness and cultural sensitivity training for $20k; $75k for an operating budget for the Council endorsed Supportive Housing Community Integration Model for expenditures that will arise from assessments relating to safety and security, neighbourhood engagement, as well as community education and awareness activities; and $78k from reserve for 2020 maintenance and operation funding for the pilot Queensway washroom. The Fire Department is requesting $15k ongoing funding for a mental health program that will continue to support the Kelowna Fire Department members through prevention and response to mental health injuries as a result of workplace exposure. Funding for this initiative will come from reserve in 2020 and then taxation thereafter. Corporate Strategic Services Division Information Services is requesting an increase of $100k for annual support and maintenance fees for new and existing software and hardware. Corporate Strategy and Performance is requesting $35k for the purchase of a public facing online dashboard housed on the City of Kelowna’s website that would report on the 39 Council and corporate priorities including both quantitative and qualitative information. Financial Services Division Financial Services is requesting $60k for a digital strategy for replacement of the current excel and legacy based budget system with a robust financial planning software product. This strategy will summarize the current state and provide recommendation and a roadmap for the next phases of this project. City Clerk Division City Clerks is requesting $12k for the addition of closed captioning (cc) to the live webcasting of Council meetings. Closed captioning is commonly utilized by those with hearing problems, however, it is also a feature that makes video recordings more inclusive and accessible to all members of the public.
Capital expenditures The 10-Year Capital Plan and the annual capital program are coordinated by the Infrastructure Division with the integral involvement of all divisions with capital needs. The Infrastructure Division uses a long-term approach for capital planning that strikes a balance between renewing existing infrastructure and investing in new infrastructure to support growth and improved services. The Infrastructure Division is responsible for planning, designing and building all capital assets. In April 2016, Council endorsed the 2030 Infrastructure Plan, which set the direction for infrastructure investment until 2030, including a funding strategy to support the projected one-billion-dollar infrastructure investment. The Council endorsed 10-Year Capital Plan is guided by the direction set in the 2030 Infrastructure Plan and is updated annually to be responsive and practical. The annual capital program is directed by the 10-Year Capital Plan but is responsive to emerging issues and priorities.
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2020 FINANCIAL PLAN
All funds - capital by request type 18%
CITY OF KELOWNA
The Infrastructure Division uses a long-term approach for capital planning that strikes a balance between renewing existing infrastructure and investing in new infrastructure to support growth and improved services. The 2020 capital program includes 14 per cent for new infrastructure, 18 per cent renewal projects and 68 per cent related to growth. In comparison, the 10-Year Capital Plan attributes 25 per cent of capital toward new infrastructure, 50 per cent to support growth and 25 per cent for renewal projects.
The Infrastructure Division uses a multiple bottom line approach for infrastructure investment decision making and is moving towards a full life 68% cycle cost analysis where capital, operating and maintenance costs are determined over the life cycle of assets. The operating and maintenance costs are requested alongside the related capital request. The capital requests that Growth New Renew have operating impacts are marked with OP on the capital summary sheet at the beginning of the cost centre. All capital submissions from departments were evaluated against Tangible Capital Asset criteria. Where submissions were deemed to not meet the criteria, requests are included in the operating program. 14%
At the top right-hand side of each 2020 capital request, readers will find the year the project was included in the Council endorsed 10-Year Capital Plan, capital reference along with the corresponding dollar amount. The 2020 General Fund Capital Expenditure Program (not including the Airport and Utilities) is $68.8M of which $14.6M is requested to be funded from general taxation sources. The 2020 general taxation contribution to the capital program (as described above) has increased by $792k over the 2019 Final Budget funding level of $13.8M. The following are some of the other highlights of the 2020 Capital Expenditure Program:
General Fund Program
The general taxation expenditure of $14.6M has been allocated to departmental budgets as follows ($ thousands): Department
Description
Amount
Real Estate & Parking
Land acquisition & parking infrastructure
Building
Facilities & improvements
1,635
Parks
Park land/trail/area development
3,152
Transportation
Roadways/pathways/traffic signals/public transit
6,909
Storm Drainage
Drainage systems/freshet recovery
Information Services
Communication hardware/software
737
275 1,329
Vehicle & Mobile Equipment
Vehicles & equipment
497
Fire
Vehicles & equipment
60 14,594
Total Note: Totals may not add due to rounding Capital program funding from sources other than taxation is $54.2M.
Real Estate capital program requests include $2M for varying land acquisitions for widening of roads and expansion of sidewalks as well for strategic and time-sensitive opportunities funded $737k from taxation with remaining from reserve; $1.1M is requested from Parking reserves for various parkade upgrades including HVAC infrastructure renewal at Chapman parkade, accessible door openers on all doors with access to elevators or directly to the exterior at the Library and Chapman parkades and an LED lighting retrofit at the Library and Chapman parkades to improve security and reduce operational and replacement costs, as well as to continue supporting the expansion of electric vehicle usage by increasing the number of charging stations with installing up to eight level two stations in the downtown area.
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The Building capital program is proposing a partnership with the Central Okanagan Rugby Enthusiasts to construct and operate a multi-sport fieldhouse at the Rutland Recreation Park with $3.1M of community contributions and $900k requested from taxation; $230k of taxation is requested to consult and prepare a program and schematic design for the expansion of the Capital News Centre to provide two new ice sheets and additional sports facilities; $345k from reserve is requested for a new sound and hearing loop system, dance floor and stage riser replacement at the Kelowna Community Theatre; design for the proposed partial renovation of the level one of City Hall as well as the renovation of the City Yards Office is requested for $525 of taxation; and $2M from reserve has been requested for various infrastructure renewal projects including Memorial Arena chiller and dehumidifier replacement, roofing renewal at the Art Gallery and Rutland Firehall, H2O Centre heating plant upgrades and Rotary Centre for the Arts boiler replacement. The 2020 Parks capital program includes a mixture of land acquisition, park development/improvements as well as park renewal. $8M from reserve and $565k taxation is requested for DCC parkland acquisition of land to be used for neighbourhood, community, city-wide, recreation and linear type parks. The budget also includes requests for the development of Rowcliffe Park, Rutland Centennial Park, Pandosy Waterfront Park, Ponds Community Park and Gopher Creek Linear Park development with funding of $8.1M from reserve and $813k taxation. Funding of $260k from reserve and $200k taxation is requested to complete the off-site improvements of Rowcliffe Park (Central Green) including curbing, road drainage, road crossings, parallel parking, a landscaped boulevard and the heritage plaza in the southeast corner. City-wide Park Development program projects include City Park promenade design and construction phase 2 for the replacement of the waterfront walkway in City Park from the Hot Sands Washroom past the Point with shoreline restoration on either side of the Point for $2.1M with $1.9M reserve funded and $185k taxation and Sarson’s beach park expansion to open up the park and expand the amenity area for $230k taxation. The Recreation Park Development program requests $156k from reserve and $34k from taxation to provide off-site roadway improvements for the Glenmore Recreation Park and $100k taxation for protective netting at Lombardy Park. Shoreline restoration works of $600k from reserve will help to avoid further erosion and permanent loss of land at several locations, and $595k taxation with $200k from reserve is requested for renewal and rehabilitation projects including Parkinson Recreation Park hammer/discus cage replacement, various irrigation renewal projects, improvements at the Kelowna Memorial Cemetery and Boyce-Gyro Beach Park final improvements for hard landscaping in the central plaza area. Transportation capital projects included in combined capital requests are Lakeshore 1 DCC upgrades for urbanization of the bridge approach from Collett Rd to north of the bridge, an active transportation corridor and bridge replacement for $1.3M with $86k funded from taxation and remaining from reserve, and KLO Mission Creek bridge replacement with improved road approaches for $6.8M funded from reserve and $2.2M of taxation. Additional DCC projects for the Active Transportation program include the construction of the Houghton Road active transportation corridor funded $1.75M from reserve and $750k from taxation and the continued construction of separated bike lanes on Ethel Street south from Guisachan to Raymer funded $1.3M from reserves and $1.4M taxation. Non-DCC Roads program projects include Burtch and Harvey intersection improvements funded $50k from taxation and $50k from contributions and $350k for roadway urbanization funded from developer contributions.
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The Transportation System Renewal program includes sidewalk and bikeway renewal $155k, street light pole and wiring renewal $270k, traffic signal and communication upgrades and renewals $260k, roads resurfacing $3.7M, transit – bus stop renewal $110k and urban centre improvements including gravel shoulder paving and streetscaping in urban centers $200k with total funding of $3.5M from reserve and $1.5M from taxation. The Bicycle Network program requests $200k from taxation for additional active transportation corridors and $130k taxation with $195k from reserve for detailed design and construction of the Okanagan Rail Trail from west of Ellis to Sunset Drive and then connecting to the Waterfront Park pathway. Sidewalk Network program includes $300k from taxation for sidewalk network expansion identified in the Pedestrian and Bicycle Master Plan and $500k of reserve funding for the Central Green pedestrian/Cyclist overpass design. $325k taxation is requested for various pedestrian and road Safety projects and the Transit Facilities program requests $135k from reserve for various new transit bus stop projects. Solid Waste capital includes $300k for new curbside carts as part of the City of Kelowna’s curbside refuse, recycling and yard water program funded from reserve; Site Improvement program requests funded from reserve include $2.3M for design and installation of the liner system for Area 2 as per the updated fill plan, $200k for installation of water mains within the landfill areas for fire protection and to maintain operational needs and $100k for general site works and investigations for addressing the regulatory requirements; the Gas Management program includes $300k for leachate and Landfill gas header and $400k for Landfill gas and leachate recirculation laterals projects both funded from reserve; the Recycling and Waste Management program requests included for the Regional Composting Facility - Commonage site are exterior biosolids tipping bay improvements $75k, pavement repairs $500k, pond pump kiosk $100k and secondary odour control misting system $75k with all projects within the program funded one-third from the City of Vernon and two-thirds from the Wastewater Utility. Storm Drainage Capital is requesting in the Hydraulic Upgrading Program, $2.6M to initiate the planning, design and construction of storm retention facilities on Mill Creek downstream of the Kelowna International Airport and a channel, intake structures and access road constructed downstream of Postill Lake and Bullman Lake funded $1.5M from reserve, $1.0M from grants and $75k from taxation. Additional $200k taxation is requested for containment devices as part of the Storm Drainage Quality Program. Information Services capital is requesting $424k from taxation for the renewal of desktop computers as part of the Front Office Equipment program; $290k from taxation for server and data storage equipment for the renewal of the application and database services as well as corporate data storage needs for the City; a Major Systems Project for electronic records management is requested to acquire and implement an electronic document and records management system to manage the creation, use maintenance, storage, security, retrieval and disposition of records and information funded $690k from reserve and taxation of $485k; and the Communications Systems program includes requests of $130k taxation for network renewal and expansion of the City’s communication network environment and $50k for installation of fibre optic lines for new optic service lines funded from new customers. Vehicle & Mobile Equipment is requesting $4.9M for vehicle and equipment renewal and fleet growth purchases funded primarily from the Equipment Replacement Reserve at $4.1M with $26.7k from contributions, $243k from the Water and Wastewater Utilities and $497k from taxation.
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Fire capital is requesting the replacement of a fire engine with apparatus for $867k and $129k for equipment replacement funded from the Fire Department’s equipment reserve, as well as $39k for self-rescue devices that firefighters use to rescue themselves in case they become trapped in multi-level building and $22k for replacement of the fire extinguisher training system used throughout the community to learn how to properly and safety use a fire extinguisher.
Airport and Utility fund highlights Two major utilities are operated within the City of Kelowna providing Water and Wastewater service with the ongoing operations, maintenance and capital improvements funded entirely by user rates in the form of annual parcel taxes and/or monthly user fees. The Airport operates similar to a utility and is funded by user fees. Capital investments that are required to service renewal and new growth is identified in the 10-Year Capital Plan.
Airport
Kelowna International Airport (YLW) operates on a financially self-sufficient basis, and in compliance with Federal regulations as part of the National Airport System. YLW’s passenger traffic exceeded two million passengers in 2018, two years ahead of passenger forecasts in the Airport’s 2045 Master Plan and is anticipated to remain above two million passengers in 2019. The 2045 Airport Master Plan identifies the ideal development options, facilities and systems needed to meet forecasted levels of passenger and aircraft traffic over the next thirty years. In 2016, the Master Plan was finalized and approved by key stakeholders, including City Council, the Airport Advisory Committee and the Airline Consultative Committee. As one of the single largest economic drivers for jobs and revenues in B.C.’s southern region, YLW’s total economic impact is 4,545 jobs and $789M in output to the province. Airport - Financial Outlook – 2020 In 2020, gross revenues from Airport operations are projected to be $46.9M, which includes $23.8M in Airport Improvement Fee (AIF) revenue. Total operating expenditures and debt repayments from Airport operations are projected to be $21.5M in 2020. The Airport contributes excess revenue to its reserves for future use. In 2020, $24.4M is anticipated to be contributed to the Airport’s reserves with the remaining $932k falling to accumulated surplus. The Airport has budgeted for new capital expenditures of $73.1M, which will be funded from the Airport’s reserves and debt. There will be a carryover of 2019 budgeted capital expenditures for the completion of the Flight to 2020 and Soaring Beyond 2.5 Million Passengers AIF Capital Programs, and certain non-AIF capital projects. New 2020 capital projects include Phase 1 and Phase 2 North of the Air Terminal Building (ATB) Expansion at a combined budgeted cost of $67.3M. In 2020, a total of $2.5M of debt principal and interest repayment is anticipated to be paid from the Airport’s AIF reserve. The Airport also anticipates repaying $900k of long-term debt from its Groundside Reserve in 2020.
Wastewater utility - collection & treatment
The Wastewater Utility provides a safe, reliable and efficient sanitary sewer collection system and treatment facility to ensure the protection of Okanagan Lake and the connected waterways. The utility will accommodate the City’s sewer servicing needs for present and future populations through sound operations, innovative technologies and continued environmental responsible practices in combination with effective long-range planning. Efficient and cost-effective approaches are used in asset management in order to protect and manage all wastewater infrastructure.
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Wastewater Utility - Financial Outlook - 2020 In 2020 the budgeted surplus for the Wastewater Utility is $3.8M. Operating Revenues are projected to be $22.8M with approximately $15.2M required for operating expenditures of the collection system and debt repayment. The total Wastewater Capital Program is $4.1M with funding from current year utility revenues of $3.7M and $359k from reserves. A further $566k is required for utility contributions in the General Fund capital program for improvements at the Regional Compost Facility and vehicle purchases. Operating increases for 2020 to maintain current programs are a lift stations radio communications review to highlight needed changes/upgrades and explore the possibility of connecting a portion of the sewer lift stations to the dark fibr e network for $25k and mechanical equipment replacement for installation of a new transformer and propeller at the Trade Waste Treatment Facility for $87k. Increases due to growth total $103.5k for additional sewer lift stations being added to the collection network. New program expenditures include a Burtch sewer condition assessment to identify the condition and expected life of the pipeline for $100k and the purchase of six smart manhole covers units for $30k. Included in this year’s capital program for DCC capital projects is $312k for installation of the twinning of the Water Street force main and the Offsite and Oversize program will upsize/extend infrastructure for future development requirements that will accommodate RU7 zoning changes impacting future fire flow needs for $110k. Capital projects for the Network and Facility Renewal program includes the sewer lift station supervisory control and data acquisition (SCADA) to operate on the same platform as the wastewater division’s SCADA system to create efficiencies for $200k, sanitary sewer replacement for Manhattan Drive, Flintoff Avenue and Bay Avenue to replace older asbestos cement pipe with PVC sewer pipe to improve grades and system operation by increasing depth for $2.1M and replacement of vitrified clay pipe with locations to be aligned with the 2020 roads resurfacing projects for $350k. The Transportation and Wastewater capital programs are closely interrelated. In 2020, KLO Rd Mission Creek Bridge Sanitary Main will be presented as a Combined Capital Project request titled KLO Mission Creek Bridge, Road and Sanitary Main. The Wastewater utility portion of the project is to extend sanitary sewer pipe beneath Mission Creek and to the edge of the bridge project limits for $1M. Additional work being completed is bridge replacement, accommodations for the Mission Creek Greenway and improved the safety for the road approaches. The anticipated accumulated surplus position at the end of 2020 for the Wastewater Utility will be $41.5M.
Water utility
The Water utility is dedicated to providing quality drinking water through ensuring the potable water supply meets existing and future domestic agricultural, industrial, commercial and fire-protection requirements while also providing its customers with value for service through efficient and effective use of resources and program management. With a commitment to protecting public, environmental and economic health, the utility has adopted a source-to-tap water management approach that includes watershed protection, water quality monitoring, treatment, distribution system maintenance, crossconnection control and water-use efficiency through the Water Smart Program. The utility ensures City-supplied water meets Canadian Drinking Water Quality Guidelines and provincial Safe Drinking Water Regulations, as well as incorporating the principles of risk management into all utility functions to minimize potential water quality events and water supply interruptions. As of June 2018, the City of Kelowna now owns and operates the Southeast Kelowna Irrigation District (SEKID). Customers in this area will receive City water by 2021 as part of Phase 1 of the Kelowna Integrated Water Project.
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Water Utility - Financial Outlook - 2020 In 2020 the Water Utility is budgeting for a $1.4M surplus. Operating revenues are projected at $19.5M with approximately $14.8M required to cover operating expenditures and debt repayment. Total capital expenditures are $3.9M funded from current year utility revenues of $3.4M, reserves allocations of $355k and developer contributions of $150k. An additional $253k of water utility funding will be used to fund projects in the General Fund capital program for vehicle purchases and the City Yards office renovations. Operating increases to maintain current programs include: a chlorine gas safety system for the South East Kelowna Irrigation system to add emergency shut-off actuators that will shut off the chlorine cylinders in the event of a chlorine leak from the system for $100k, replacement of the electrical motor at Poplar Point pump station for $57k, additional funds required to complete the data radio replacement project for $65k, a condition assessment of the transmission mainline from Poplar Point pump station along the downtown line to Ellis Street for $125k and phase 2 of the Water Shortage Management Plan that will include a decision making matric for both agricultural and City water utility requirements for $150k. Program increases due to growth include: an increase in operation and maintenance costs from the additional water systems related to development growth for $21.4k, the addition of a dedicated Control Systems Specialist position to ensure computer monitoring and control systems for the water utility are properly maintained and upgraded for $46.7k and an additional Water Distribution & Sewer Collection Operator in response to the operational needs of the legacy SEKID irrigation system for $51.6k. A new addition to the program is for an additional Meter Service Technician to supplement water meter reading services, complete water meter replacement project work, install and test cross connection backflow devices for $56.2k. Included in this year’s capital program under the DCC Water programs is a complete design of the water supply from Poplar Point to the Dilworth reservoir for $300k and the Offsite and Oversize program will upsize/extend infrastructure for future development requirements that will accommodate RU7 zoning changes impacting future fire flow needs for $117k. Capital projects for the Network and Facility Renewal program include: Poplar Point UV system assessment and modifications for $150k, Water Meter Replacement Program to replace all water meters in the City by 2026 for $1.45M and Watermain Renewals to replace two sections of old cast iron watermains on Glenwood Ave to increase fire flow to the area and on Cadder Ave between Ether and Richter in conjunction with Ethel 5 construction for $900k. The Network and Facility Improvements program project is to continue to install new water meters as a result of new development within the City of Kelowna as the City is responsible to supply and install all water meters purchased by developments as part of their site requirements for $150k. Projects included in the Irrigation Network Improvements program include $250k for dam repairs at McCulloch Dam, infill hydrant installation throughout the City for $20k and improvements to 13 sites for safety access of the irrigation system pressure reducing valve stations for $200k. The Water and Transportation capital programs are closely interrelated. In 2020, Lakeshore Road upgrades will be presented as a Combined Capital Project request titled Lakeshore 1, Bridge, Road, ATC and Watermain. The Water utility portion is for watermain replacement at Lakeshore Rd between Bellevue Creek – Collett for $350k. Watermain replacement work will be completed in conjunction with the urbanization of Lakeshore Road approaching the bridge, an active transportation corridor and bridge replacement. The anticipated accumulated surplus position at the end of 2020 for the Water utility will be $15.9M and is supported by reserves for future expenditures.
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Strong Financial Management Page 45
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Organizational chart
STRONG FINANCIAL MANAGEMENT
2020 FINANCIAL PLAN CITY OF KELOWNA
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Budget process City plans that influence the budget are: Council Priorities Official Community Plan 10-Year Capital Plan
2030 Infrastructure Plan 20-Year Servicing Plan Community Trends report
Input from City staff, City Council, outside agencies funded by the City, citizens, various City committees, in addition to the guidance of the newly adopted Imagine Kelowna community vision, all helps to build a solid annual and five-year financial plan that meets the needs of our growing community.
Budget cycle & timeline The City uses a line item approach to budgeting, supplemented with program budgets in operational, service-oriented departments. Base budgets are subject to annual review and scrutiny to identify need in relation to approved service level requirements. A year-round process The fiscal year begins January 1 and ends December 31. City budgeting is a near year-round process. The City Manager and Council meet in June each year to determine priority areas for the following budget year. This information is shared with all divisions to assist with the preparation of department goals and objectives, and the review and analysis of budget requirements to ensure they align with Council priorities. In October, the City Manager meets with each division to go over budget adjustments and requests. After this review, requests are ranked on a City-wide basis and reviewed by the Senior Leadership Team. The divisional information and budget requests are then consolidated into the Provisional Financial Plan and prepared for review by Council in midDecember. Projects not completed in the previous year (carryovers) are reviewed by Council in March after accounts are finalized at year-end. Final adjustments to the Financial Plan, including requisition amounts from other taxing jurisdictions, are reviewed by Council in late April, ant the final Financial Plan and appropriate Tax Rate Bylaws are adopted by May 15.
The budget cycle is also guided by the requirements of the Community Charter as described in Section 165 and Section 166.
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Budget transfers & amendments As per section 165 (2) of the Community Charter, the Financial Plan may be amended by bylaw at any time. A bylaw amendment is planned for April 2020 for changes to the Financial Plan for all 2019 year-end requirements. Council Policies 261 & 262 cover the budget transfer and amendment procedures. A formal policy is in place to ensure that the City’s overall internal control objectives are maintained and that there are no material changes to the original budget approved by Council. Appropriate signatures and back-up documentation are required with the transfer or amendment forms. Budget transfers involve the re-allocation of existing approved budget and do not change the overall budget total. Operating budget transfers in excess of $50,000 and capital transfers greater than $75,000 must be approved by the City Manager. Council approval is required to cancel an approved project or to add a new capital project greater than $15,000. Budget amendments do increase the City’s budget total and must be approved by Council prior to entry.
2020 budget calendar Description 2019 Prepare capital requests for 2020 Financial Plan
Required Date June 7
Establish City priorities for the 2019 budget year, based on discussion with Council & City Manager
June 19
Departmental Work Plans complete
Aug. 16
City Manager meets with each department to review and prioritize capital requests, operating requests and expenditure reductions Council receives overview presentation of the Provisional 2020 Financial Plan Council reviews and adopts the Provisional 2020 Financial Plan 2020 Council reviews and adopts carryover projects from 2019 Council reviews and adopts final budget requests, property tax rates and the five-year Financial Plan
Oct. 8-10 Dec. 9 Dec. 12
March 23 April 27
Prioritization There are two priority levels used for operating requests and expenditure reductions:
Priority 1 (P1) items have been added to the budget and are typically required to introduce new programs, maintain a current level or standard of service, or support existing programs experiencing growth, and Priority 2 (P2) items are the same types of request as P1; however, they have been omitted from the budget totals in order to present an acceptable level of general tax demand/utility user rate.
P1 requests are included in the division totals but the P2 requests are not. The priority of each operating request is included in the top right-hand corner of the page. Requests are shown as one-, two- or three-year financial impacts and are marked as ongoing or one-time costs. Changes in years two or three of ongoing requests are made to the base budget of future years. Capital requests are only marked as P1 or P2. There are no ongoing capital requests. Multi-year capital projects may be budgeted in their entirety or in phases.
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Budget development The City of Kelowna’s annual budget aims for a balance between setting a reasonable tax rate and delivering services expected by residents and businesses. As the City is limited by the amount of resources available, the budget helps in determining which objectives have the highest priority and will produce the greatest positive impact in the community. Every year City Council, the City Manager and City staff work together to develop the annual budget. Several plans are used as the basis for the development of the Financial Plan, including the Official Community Plan (OCP), 2030 Infrastructure Plan, 20-year Servicing Plan, 10-year Capital Plan and Council Priorities. Linking to strategic plans All operating and capital requests strive to support Council | Corporate Priorities and therefore, have been specifically linked to a Strategic Direction and Result Statement. Divisional Directors have outlined the drivers that guide their departments and managers have provided their action plans, or activities, that will be undertaken in the current year to support the Council | Corporate Priorities. These “drivers and activities” can be found in the first few pages of each Division’s operating section and are tied back to a specific goal. Through the use of department work plans, the City will embark on a purposeful effort to effectively coordinate human and financial resources to achieve the priorities as set by Council and the community.
Performance measurement The City of Kelowna has a corporate-wide performance measurement program that is integrated into the annual Financial Plan and Annual Report in accordance with the Province of British Columbia’s requirements under its Community Charter. Corporate performance management is inherent in good governance and management. It is both an integral part of how we work and key to achieving our desired results. Performance measures provide us the evidence of results that informs our management decisions and actions. Measuring our corporate performance allows us to evaluate our programs, services and processes to ensure that we are providing quality programs and services that best serves our citizens. Performance measurement is also used by City staff as a tool for continuous improvement. Reporting divisional corporate performance measures is a part of the City’s financial planning process and is included in the City of Kelowna Annual Financial Plan. Divisional performance measures provide information by division/department under six measurement categories:
Program Inputs – measures the resources used to provide a specific program or service; Outputs (activity levels) – measures the quantity of activities or services provided; Outcome (results) – measures if programs or services are meeting their goals and intended objectives i.e., they measure the effect of programs or services; Process efficiency (productivity) – measures the cost per unit of output or outcome; Customer service – measures customers satisfaction with programs or services; and Innovation & learning – measures of learning and continuous improvement efforts.
The performance measures are directly linked to operational goals and/or Council priorities. Actual results are reported for the preceding year, estimated results for the current year, and projected results for the coming year.
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Basis of accounting/budgeting Basis of accounting Definition The basis of accounting refers to when revenues and expenditures are recognized (recorded) in the accounts and reported in the financial statements. The basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied. The focus within the budget process is that all interfund transactions are budgeted, but in the financial statements all material interfund entries are eliminated in preparation of the consolidated financial statements. Modified accrual basis of accounting City of Kelowna revenues and expenditures are recognized on a modified accrual basis of accounting. Revenues and related accounts receivable are recognized in the accounting period in which they become earned and measurable.
Expenditures are recognized in the accounting period in which the liability is incurred. Inventory is valued at the lower of cost or replacement cost. Temporary investments are recorded at cost. Tangible capital assets on the balance sheet will be shown at cost, less amortization, less disposal. Tangible capital assets will be written down when non-contributing. Amortization and write-downs of tangible capital assets will be a charge against annual income.
Basis of budgeting The basis of budgeting is also on the modified accrual basis. The acquisition of capital assets and the repayment of long term debt are considered as expenditures in Municipal Fund Accounting and are required to be included in the Financial Plan. Revenues are budgeted in the year they become measurable and available to finance expenditures. Proceeds from borrowing are considered to be revenues. Proceeds from the sale of assets are considered to be revenues and the related gain or loss is not.
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Principles & Strategies
for Financial Strength & Stability August 2015
PRINCIPLES
SUFFICIENT. Revenues and expenses support the City’s service levels and long-term goals
PRAGMATIC. Financial decisions take measured risks while ensuring appropriate service levels are protected
TRANSPARENT. Financial strategies, plans and processes are accessible and visible
FLEXIBLE. Financial policies allow for opportunities and changing circumstances
BALANCED. Service levels are affordable and appropriate
STRATEGIES User Fees & Charges
Reserves & Surplus Funds
Assets - Renew
Everyone will pay a fair amount for the services they receive
The purpose of each reserve will be documented and reviewed regularly
The City will invest in existing infrastructure renewal in accordance with the long-term capital plan
Ongoing operating requests will not be funded from reserves
Funding for asset renewal will be balanced against service levels and risk tolerance
Services will be reasonably accessible by all citizens User fees will be transparent and easy to understand
Accumulated surplus will only be used as an emergency funding source
Life cycle costs should be managed through preventative maintenance and renewal strategies
Assets - New
Development Financing
Expenditures for new assets will be prioritized based on social, economic and environmental factors and life cycle cost implications
Developers will pay their fair share for growth-related infrastructure through DCCs and other tools
Emergent opportunities will be evaluated against existing priorities Investment in new assets should follow the long-term capital plan The decision-making process for new asset investment will be documented, transparent and clearly communicated to Council, staff and the community
Where appropriate, other funding can be used to provide additional capacity over and above the current OCP horizon Taxation-funded DCC’s through grant programs may be used to encourage economic development and community projects
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Principles & Strategies
for Financial Strength & Stability August 2015
STRATEGIES Partnership & Enterprise
Debt
Operations
The City will pragmatically partner with other entities to deliver community services and amenities
General Fund debt servicing costs will be maintained at or below a targeted level of annual taxation demand
All services, including new services, must be aligned with the City’s priorities and reviewed regularly
The City will explore access to new sources of capital and revenue streams The City will leverage the expertise of outside partners The City will leverage existing assets to attract private sector involvement Services from partnerships will be reviewed regularly to ensure the needs of the City continue to be met The City supports organizations within the community that enhance the quality of life
The City’s debt capacity will be preserved by limiting the use of debt to fund only one-time major capital projects If possible & when beneficial, debt will be paid down earlier Financing for less than a five-year term will be completed through internal financing Impacts on overall City debt levels from “self-funded” cost centres and Funds will be reviewed and understood
The full financial cost of service and staff requirements will be understood by Council and administration Future changes in operating costs, including personnel resourcing requirements, will be considered in long-term capital and financial planning Ongoing operating activities will only be funded through taxes, fees and charges
Property Taxation
Grants
Property taxes will remain as stable as possible over time
Grants will only be pursued for the City’s priority projects
Property taxes will be comparative with similar communities
Grant funding will not increase the scope of a project without Council endorsement
Increases to property taxes will be balanced among assessment classes Property tax information will be transparent and easy to understand Property taxes will reflect the infrastructure, services and service levels that the community believes are important
Annual project funding must be sufficient without conditional grants Long-term financial planning will rely on unconditional grant opportunities only
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Policies The City of Kelowna is committed to a regular review and updating of the following Council & Corporate policies that guide the preparation of the Financial Plan.
Financial planning policies Balanced Budget | The Financial Plan is developed for the City of Kelowna to operate within its means. Each department is expected to operate within the limits of the financial resources identified, maintaining a balanced budget for the year. The Utility Funds will have planned deficits some years based on large capital projects in that year. When over-expenditures are known the department must first investigate transfer of budget from other sources within their area. Use of surplus or reserve accounts is available under special circumstances to cover budget shortfalls. Long Range Planning | The Community Charter mandates that a Five-Year Financial Plan is prepared. The plan contains current year operating and capital costs along with projected future costs. It includes estimated operating costs and revenues of future capital improvements. The plan is adopted by bylaw in May after Final Budget requests are considered by Council. The 20-Year Servicing Plan and Financing Strategy also provides capital details for the long-term plans. Development cost charge rates are based on the requirements of the 20-Year Servicing Plan. Ten-year models are developed for the utilities to ensure that rates and fees are set at a level that allows the funds to be self-supporting (without taxation assistance). There is a strong link between the various plans as they flow from the future right into the current year requirements. Asset Inventory | Civic facilities are reviewed on an annual basis to determine the requirements for maintaining the asset. Funding is included in the base operating budget in Building Services which supports maintenance projects. The amount included in the base is reviewed annually to ensure it is adequate to address the facilities requirements. A portion of the road network is assessed each year under the Pavement Management Program. The condition assessment is updated and a listing of priority road improvements for the next five years is prepared. Works are coordinated with the various utilities to provide the most cost effective service with the least disruption on the community. Water, wastewater and storm drainage systems are reviewed annually to determine the priority for replacement of the older infrastructure. The PSAB (Public Sector Accounting Board) Section PS 3150 outlines standards on how to account for and report tangible capital assets in government financial statements. Department requests are measured against Tangible Asset Criteria and where they do not meet the criteria, are reported as operating expenses of the current year.
Revenue & expenditure policies Revenue | A diversity of revenue sources is encouraged and appropriate recovery levels should be established for municipal services. The level of community resources that the City dedicates toward municipal services should be directly related to the extent of benefit to the community and the City’s ability to pay. Higher rates of cost recovery for certain services will be achieved by charging fair market value for services when it is appropriate to do so and by using prudent cost control measures. Fees and charges should be reviewed annually for the level of cost recovery and reasons for not recovering full costs should be identified and explained. One-time revenues should not be used for ongoing costs except in the case of startup costs for a new program. These programs should be carefully reviewed and justified through the budget process. Expenditure | Regular monthly and annual financial reports are prepared that compare the actual revenues and expenditures to budgeted amounts. These reports are distributed to management at various times of the year. Budget must be in place for all expenditures at the Division level for operating costs and at the program level for capital projects. An expenditure may be made for an emergency that was not contemplated in the financial plan but the plan must be amended, as soon as practical, to include the expenditure and the funding source.
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Debt | All borrowing, debt, or liabilities must adhere to legislative requirements and be in compliance with the relevant Community Charter regulations. Debt must only be undertaken if it balances sustainability, flexibility and will not be used to fund current operating expenses. Debt is one component of capital financing structure and must be integrated into realistic long-term financial plans. For capital financing, it is preferred that the debt term be less than the probable life of the asset, if it is affordable. The maximum debt servicing should not exceed 15 per cent of City own source revenues or eight per cent of annual tax demand and cannot exceed debt servicing limits established by the Province. Reserves | The City will maintain a surplus account within the general fund of five per cent of the previous year’s taxation requirement to assist with the expenses of unforeseen emergencies and to ensure a continued strong financial position. Additional reserve accounts should be maintained for revenue and expenditure stabilization including reserves for snow removal/street cleaning, flood control, insurance deductible and permit revenue averaging. Under expenditures in these areas should be placed into reserve at year end and over expenditures should be funded from the reserve to avoid the requirement to reduce service levels or raise taxes/fees for a temporary issue. Surplus Allocation | Any surplus generated in a year will be allocated to reserves as recommended by the City’s Audit Committee. Consideration to be given to the requirements identified in the 2030 Infrastructure Plan, the area where the surplus was generated, future capital requirements or to offset funding shortfalls from other anticipated funding sources.
Investment & cash management policies The City will maintain sufficient short term liquid assets to enable it to meet its annual operating budget as required. Due to the uncertain nature of future expenses, the portfolio will focus on high quality, liquid securities. The goal is to maximize the investment return on the fund, while ensuring that the liquidity, quality and diversification requirements are satisfied. The primary performance objective is to achieve a rate of return greater than the Canada Consumer Price Index for all items. Additionally, the fund’s performance should match or exceed the Municipal Finance Authority of BC Intermediate Fund and Money Market Fund for the same period. Permitted investments in the fund are eligible securities defined in Section 183 of the Community Charter and investments in internally financed City of Kelowna projects. The portfolio of invested funds will be diversified into AAA, AA, or A rating investments and is restricted to a maximum of 60% A rated investments. Maximum exposure to a single government (Government of Canada, BC MFA, Provincial, and Municipal) or corporation, as a per cent of the total portfolio will be as follows: Rating AAA AA A
Government 70% 50% 30%
Corporation 40% 30% 20%
In addition, the maximum exposure for a single internally financed project is 15 per cent of the total portfolio and the maximum exposure for all internally financed projects is 30 per cent of the total portfolio. Funds will also not be borrowed to acquire securities or otherwise deal in margin trading. Reports on the fund’s performance will be provided annually to Council in the first quarter of the following year and will include investment information on: cash assets relating to cash flow demands of the City, the City Cemetery Care Maintenance Funds and the Legacy Fund.
Capital Strategies Previous Councils approved the following 10 major corporate strategies to provide direction for long term capital plans.
Park Acquisition Strategy | This plan provides for the park land acquisition standard of 2.2 hectares per thousand of population and the acquisition of natural space by means other than cash outlay.
Parks Development Strategy | Parks development costs will be a function of the capital allocation deemed reasonable annually and are to be shared by the community rather than through increased development cost charge fees.
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Waterfront Amenities Strategy | An annual allocation is provided for some waterfront land acquisitions but the emphasis is on private enterprise or community contributions to develop other amenities.
Major Recreational Facilities Strategy | Major recreational/cultural facilities are budgeted with substantial emphasis on funding from public private partnerships, public sector partnering and other contributions. Pay-asyou-go capital and reserve funding will be required to minimize long-term debt financing.
Civic Buildings Strategy | Buildings will be planned and constructed as required, subject to funding availability, with a focus on Public Private Partnerships in the development of these future civic buildings.
Pavement Management Strategy | Annual general revenue contributions are to increase from the baseline of $1.9M over the 10-year program to achieve an overall roads condition of 73 out of 100.
Storm Drainage Retrofit Strategy | Annual general revenue contribution of $1.6M to this program over the 10year plan.
Generation/Disposition of Surplus Strategy | $1.0M is to be allocated to reserves each year from annual surplus in order to mitigate the need for abnormal tax increases or incurring of new debt and to provide for capital expenditure opportunities which might otherwise require an alternative approval and/or referendum process.
Capital Pay-As-You-Go Strategy | 40 per cent of new construction taxation revenue each year is to be allocated to capital, increasing the percentage of capital to Municipal Taxation to a maximum of 30 per cent.
Debt Management Strategy | The existing strategy of using alternative funding for discretionary expenditures, capitalizing on debt reduction opportunities and using short term borrowing has been maintained. Maximum debt servicing should not exceed 15 per cent of City own source revenues or eight per cent of annual tax demand.
Funds & departmental relationship Municipal funds The City’s resources and operations are separated into various funds. Each fund is a separate fiscal and accounting entity organized by their intended purpose. They are segregated to comply with finance related legal and contractual provisions. The use of these funds is restricted by the Community Charter and associated municipal bylaws. The following funds are used for accounting and financial reporting purposes: General Fund | This is the largest fund and covers all municipal operations aside from the utilities and airport funds. This fund is not allowed to operate at a deficit. The difference between annual expenditures and other revenues generated by the fund forms the annual property tax levy. Water Fund | This fund provides for the capital construction, operation and maintenance of a water utility within specific areas of the City not served by water districts. Revenues within this fund, or prior years’ surplus, must be sufficient to cover all operating and capital costs of this utility on an annual basis. Wastewater Fund | This fund provides for the capital construction, operation and maintenance of wastewater treatment including sewer mains, lift stations and treatment facilities. Revenues generated in this fund, or prior years’ surplus, must be sufficient to offset all operating and capital costs of this utility on an annual basis. Airport Fund | The Kelowna International Airport operates within this fund, and is responsible for capital construction and ongoing administration, operation and maintenance. This fund is required to be self-sufficient so that revenues generated must offset all operating and capital expenditures.
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The following table lists the City’s Divisions and the funds they use: General Fund City Administration Kelowna International Airport Planning & Development Services Partnerships & Investments Infrastructure Civic Operations Active Living & Culture Human Resources & Community Safety Fire Department Corporate Strategic Services Financial Services City Clerk
Water Fund
Wastewater Fund
Airport Fund
Revenues used for projects in these funds may also come from the City’s Statutory Reserve Funds: Land Sales Reserve Fund | This fund was established in accordance with Provincial Legislation. Sales proceeds from all properties disposed by the City are required to be placed in this reserve fund. Council may, by bylaw, use this fund to purchase land for general municipal or utility purposes. Parking Reserve Fund | This fund was established to provide funds to purchase land for parking lots, develop on-street parking and to construct parking lots or parkades. The General Fund contributes net revenues from the operations of parking lots, parkades and parking meters to the Parking Reserve Fund. Both the revenues and expenditures relating to the collection and use of these funds will be found in the General Fund Financial Plan. Capital Works, Machinery and Equipment Reserve Fund | This reserve fund was established by the City to provide funds for such items as the purchase of replacement equipment, retirement of capital debt and replacement of cemetery property. Revenue for this reserve is provided from various sources within the General and Utility Funds. The estimated amounts of the revenue to be contributed may be found in the General or Utilities Funds Financial Plans along with the budgeted use of these funds. Non-statutory reserves | The City of Kelowna also maintains reserves for future expenditures. These are non-statutory reserves (reserve funds are ‘statutory’ reserves) which represent a contribution of surplus for specific purposes. In the financial plan the use of these reserves for future expenditures is shown under ‘Accumulated Surplus’ for either revenues or expenditures. Deferred Development Cost Charges | Development Cost Charge revenues are collected to provide funding for required expansion of roads, water works, sewer works, parkland acquisition and wastewater treatment facilities resulting from new development. Monies collected may only be used for the specific purpose and in the specific area for which the funds were collected. The financial plan budget for the use of these funds will be reflected in the appropriate fund.
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Reserves & fund equity The City maintains reserves and fund equity in order to protect the current and future financial viability of the municipality. Proper reserve management recognizes the need to stabilize taxation and utility rates, and to prevent annual taxation fluctuations as a result of capital expenditure requirements. The following are audited reserve and fund equity balances at Dec. 31, 2018 and projected balances to the end of 2020. The projected balance to the end of 2020 assumes all 2019 budgeted expenditures will be completed and funded (even though some of the projects will not be completed in 2019).
($ thousands) General Fund Fund Equity Statutory Reserve Funds Legacy Reserves Reserves for Future Expenditures Water Fund Fund Equity Statutory Reserve Funds Reserves for Future Expenditures Wastewater Fund Fund Equity Statutory Reserve Funds Reserves for Future Expenditures Airport Fund Fund Equity Reserves for Future Expenditures
Total Reserves & Fund Equity Deferred Development Cost Charges *Fund equity is also referred to as accumulated surplus Note: Totals may not add due to rounding.
Actual Balance
Projected Balance
Projected Balance
Dec. 31/18
Dec. 31/19
Dec. 31/20
4,466 72,167 94,835 92,070 263,538
3,399 49,313 97,873 66,082 216,666
3,399 49,065 101,330 62,741 216,535
13,086 154 28,094 41,334
4,025 154 16,022 20,201
5,402 154 19,645 25,201
35,148 11,374 12,154 58,676
37,695 11,630 6,483 55,808
41,532 11,786 6,735 60,053
1,475 25,734 27,209
2,407 11,333 13,740
3,339 (37,194) (33,855)
390,758 66,834
306,415 56,134
267,935 57,890
The Development Cost Charges are shown separately from other reserves and fund equity as they are revenues received for specific projects and cannot be used for any other expenditures. Some of the Deferred Development Cost Charge balances include a receivable portion which is not available for use at Dec. 31, 2020. New in 2020, is a Parks Development Reserve. This reserve, along with changes to the existing Parks DCC Reserve, will ensure adequate funding for growth related infrastructure. The impact of the 2020 general and utility fund operating and capital requests on the reserve balances in terms of contributions to, and expenditures from reserves, are highlighted on the following schedule.
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The Multipurpose Facility Investment reserves contain the funds committed by the City for investment into the downtown multi-purpose facility (Prospera Place).
Reserve & fund equity summary Actual Balance Dec. 31, 2018
Projected Balance Dec. 31, 2019
Contribution to Reserve
General Fund Equity
4,466
3,399
0
0
3,399
General Reserves Planning Initiatives - Corporate Major Facilities Misc. Recreation Facilities Park Development/Other Land Upgrades/Mntc. Existing Assets Operating Exp. Equalization Operating Rev. Equalization Transportation & Drainage Capital Debt Equalization Reserve Multipurpose Facility Investment Unspent Budget Reserve
5,339 10,901 903 5,760 9,938 19,964 7,028 7,465 84 6,457 18,233
4,932 9,403 1,427 2,928 6,359 17,579 4,590 6,332 87 6,616 5,829
830 1,125 1,155 200 735 449 288 395 3 246 0
(82) (1,480) 0 (1,219) (1,720) (2,309) (15) (1,895) (50) 0 0
5,680 9,049 2,583 1,908 5,375 15,720 4,863 4,832 40 6,863 5,829
General Reserves Sub-Total
92,072
66,082
5,426
(8,770)
62,741
83,695 94,835 41,179
61,097 97,873 20,046
26,949 5,107 5,000
(27,040) (1,650) 0
61,006 101,330 25,046
47,302 27,209
44,178 13,740
4,092 32,197
(2) (79,792)
48,268 (33,855)
390,758
306,415
78,771
(117,254)
267,935
66,834
56,134
22,820
(21,065)
57,890
($ thousands)
Statutory (CWME, Land, Pkg) Legacy Reserves Water/SEKID Utility Reserve /Fund Equity Sewer Utility Reserve/Fund Equity Airport Reserve/Fund Equity
Total Reserves & Fund Equity Deferred Development Cost Charges Note: Totals may not add due to rounding.
Projected Balance Dec. 31, 2020
Budget Expend
The Reserve and Fund Equity Summary assumes all projects budgeted will be completed in that year, however, actual expenditures on some of the larger projects may be over several years so the reserve balance at the end of 2019 and 2020 should be higher than indicated above.
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Debt management The City of Kelowna has various options available to obtain, through borrowing, funds necessary to acquire assets. Debt financing will only be undertaken in compliance with the relevant sections of the Community Charter and related regulations. Policy has been established to ensure that debt financing is used strategically to maintain the City’s financial strength and stability and aligns with the principles laid out in the Council adopted Principles & Strategies for Financial Strength and Stability document. The following section describes each borrowing option, the City’s legal limits, and the estimated outstanding debt balances at Dec. 31, 2019. Under the Community Charter (C.C.) legislation, the provincial regulations establish a limit based on the cost of servicing the aggregate liabilities of the municipality. The cost of servicing the liabilities cannot exceed 25 per cent of the total revenues for the previous year (excluding revenue received for another taxing jurisdiction, tax sharing revenues paid to another municipality, revenue from the disposition of assets, Federal or conditional grants such as water/sewer infrastructure grants and Municipal Finance Authority actuarial adjustments). To further ensure debt affordability and sustainability, the City of Kelowna debt policy also includes internal municipal debt limits of 15 per cent of City own source revenues and 8 per cent of annual tax levy revenues for tax supported debt.
General Fund debt servicing costs
Net Debt Servicing Costs are budgeted at $4.5M in 2020 (2.9 per cent of taxation demand). This represents a decrease of $16k from the 2019 budgeted amount. The current net general debt (including internal financing) as a percentage of taxation demand is 3.9 per cent in 2020, as compared to 4.2 per cent of taxation demand in 2019.
Long Term Debenture (C.C. Section 174 & 179)
Long Term Debenture borrowing involves the repayment of both principal and interest over a period not to exceed 30 years. The City of Kelowna has undertaken to limit the term on long term borrowing to 20 years wherever possible. Debenture borrowing for most long-term needs requires the assent of electors through an alternative approval process and/or the passing of a referendum. The outstanding debenture borrowing for all funds at Jan. 1 of each year ($ thousands) is: 2018 Balance 2019 Balance 2020 Est. Bal. General Capital Fund 74,381 70,045 65,360 Water Utility Capital Fund 6,657 6,240 5,755 Wastewater Utility Capital Fund 20,732 14,882 8,811 Natural Gas Utility Capital Fund 4,527 Airport Fund 22,036 18,178 16,153 Library Fund Total Debenture Debt $128,333 $109,345 $96,079
Liabilities Beyond the Current Year (C.C. Section 175)
Under an agreement, Council may incur a liability payable after the current year as long as it is not a debenture debt and the liability does not exceed the life expectancy of the activity. If the agreement is for longer than five years or contains a right of renewal that could exceed five years, an alternative approval process must be provided. This borrowing method is used by the City of Kelowna to secure the purchase of land from a vendor.
Short Term Borrowing (C.C. Section 178)
Short Term Borrowing is used to undertake minor capital works programs and must be repaid over a period not to exceed five years. The City of Kelowna's short term borrowing legal capacity is approximately $6.8M based on $50 per capita and a 2020 population estimate of 135,354. The City uses this borrowing method for the upgrade or construction of facilities and the purchase and development of parks. There are no projects currently funded through short term borrowing.
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Revenue Anticipation Borrowing (C.C. Section 177)
Operating loans may be required to meet current expenditures pending receipt of taxation revenue. This most often occurs in the few months prior to the annual July due date for tax payment and is repaid once tax revenue is received. To transact operating loans, a Revenue Anticipation Borrowing Bylaw must be approved by Council and is limited to 75 per cent of taxes due in the preceding year. The City of Kelowna had no operating loans outstanding at Dec. 31, 2019.
Loan Guarantees & Commitments (C.C. Section 179)
The City of Kelowna has a loan guarantee in place for the Kelowna Family Y Centre ($1.8M).
Internal Financing
The City of Kelowna may borrow funds from its own general reserves with repayment of principal and interest in order to finance capital projects. This may relate to projects that are pending debenture issues and require interim financing or to projects that make use of reserve funds not required in the near future. There is no statutory limit to this borrowing as it is offset by existing reserve balances. It is an effective financing tool, especially when investment interest is low. Use of statutory reserves is more restricted and is not designed for lending from one reserve fund to another. There are currently six capital projects that are being internally financed and their estimated balances at the end of 2019 are: • • • • • •
Mission Recreation Park Facilities - $2.1M Protective Services Site Acquisition - $504k Airport - 3770 Bulman Road - $1.8M Dewdney Park - $3.0M Diamond Mountain - $3.7M Wastewater – Commonage - $110k
Internal financing is also used in the Development Cost Charge program where a deficit in one reserve can be temporarily offset by a surplus in another reserve. Repayment to the reserve includes any interest charge. Borrowing over the next five years will be determined by the 10 Year Capital Plan. Further detailed debt repayment information for 2020 and future years is illustrated on the following pages.
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1,897 584 2,481 (2,481) 0
Airport Fund Debenture Principal Interest Total Expenditures Recoveries (AIF Revenue) Net Debenture Debt
Note: Totals may not add due to rounding.
4,874
1,596 934 2,529 (2,712) (183)
Wastewater Fund Debenture Principal Interest Total Expenditures Recoveries Net Debenture Debt
Total net debt payment
335 296 632 (25) 606
8 0 175 4,450
3,168 2,347 5,516 (1,248) 4,267
2020
Water Fund Debenture Principal Interest Total Expenditures Recoveries Net Debenture Debt
Other Debt MFA Levy Short Term Borrowing Temporary Debt TOTAL NET DEBT (General)
General Fund Debenture Principal Interest Total Expenditures Recoveries Net Debenture Debt
5,179
2,455 992 3,448 (3,448) 0
763 561 1,323 (1,506) (183)
335 296 632 (25) 606
8 0 175 4,755
3,473 2,347 5,820 (1,248) 4,572
2021
10-year debt repayment schedule ($ thousands)
7,387
3,088 1,079 4,167 (4,167) 0
763 560 1,323 (1,506) (183)
335 296 632 (25) 606
8 0 175 6,964
5,666 2,339 8,005 (1,224) 6,780
2022
9,227
3,088 1,079 4,167 (4,167) 0
762 560 1,321 (1,504) (182)
335 296 632 (25) 606
8 0 175 8,803
7,383 2,247 9,630 (1,010) 8,620
2023
9,361
3,200 1,161 4,360 (4,360) 0
762 560 1,321 (1,504) (182)
334 295 629 (23) 606
8 0 175 8,937
7,516 2,247 9,763 (1,010) 8,753
2024
9,420
3,609 1,460 5,069 (5,069) 0
655 489 1,145 (1,281) (136)
333 295 628 (22) 606
8 0 175 8,950
7,529 2,247 9,776 (1,010) 8,767
2025
10,001
2,970 1,208 4,178 (4,178) 0
381 355 736 (743) (6)
333 295 628 (22) 606
8 0 175 9,401
7,980 2,247 10,227 (1,010) 9,217
2026
10,001
2,410 988 3,397 (3,397) 0
191 232 423 (429) (6)
333 295 628 (22) 606
9 0 175 9,401
7,980 2,247 10,227 (1,010) 9,217
2027
8,459
1,712 876 2,588 (2,588) 0
191 232 423 (429) (6)
333 295 628 (22) 606
9 0 175 7,859
7,030 1,610 8,640 (965) 7,675
2028
7,900
1,712 876 2,588 (2,588) 0
0 0 0 0 0
69 67 135 (3) 132
9 0 175 7,768
7,097 1,552 8,650 (1,065) 7,585
2029
2020 FINANCIAL PLAN CITY OF KELOWNA
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Five-year net debt repayment ($ thousands) Over the next five years, the City’s net debt in the general fund is expected to increase as the Parkinson Recreation Centre building is replaced and two new ice sheets and a full-size indoor soccer field is added to the Capital News Centre. Further details on these projects can be found in the 10-Year Capital Plan. 10,000
8,000
6,000
4,000
2,000
0 2020
2021
2022
2023
2024
(2,000) General Fund
Water Fund
Wastewater Fund
Taxation funded debt ($ thousands) Council policy has set internal debt limits based on debt servicing costs at 15 per cent of City own source revenues, and 8 per cent of annual tax levy revenues for tax supported debt. Net debt repayment for 2020 will be 3.9 per cent and is anticipated to reach a maximum of 7.8 per cent over the next five years; decreasing to 6.2 per cent by 2029. This includes debt for internal financing and the debt repayment for both the Mission Aquatic Centre and Police Services facility. The following chart illustrates the annual debt repayment and the per cent of taxation for the next 10 years:
$16,000 7.8%
$14,000
6.2%
$12,000 $10,000 $8,000
3.9%
$6,000 $4,000 $2,000 $0 2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
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Existing Debt – All Funds The maximum debt that can be undertaken by the City in a given year is based on 25 per cent of previous year revenues. Using 2018 revenues, the current liability servicing limit is $79.5M of which $36.1M of this capacity has been used, leaving an available capacity of $43.4M. While $36.1M represents approved debt capacity, the total debt servicing cost payable (principal and interest) is $28.7M. The balance of $7.4M represents guarantees and commitments as well as approved borrowings which have not been issued. Using current Municipal Finance Authority (MFA) lending rates and a 15-year repayment term the unused borrowing capacity of $43.4M for 2020 is approximately $521M. The following chart shows the borrowing by various funds and the maximum borrowing limit by the solid line.
Existing debt & maximum borrowing
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(Based on current estimated borrowing rates)
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Debt charges analysis – General Fund ($ thousands) Debentures Parkade Extension & Memorial Parkade MFA 133 Local Improvements - MFA 70 Local Improvements - MFA 130 South Pandosy Spec Area 1 & 2 - MFA 71 Kokanee Gymnastic Facility - MFA 75 Chapman Parkade - MFA 78 Okanagan Gymnastics - MFA 102 Mission Aquatic Centre - MFA 102&104 Police Facilities Automated Collection Carts Debenture recoveries Local Improvement Levies Kokanee Gymnastic - Appropriation to Major Facilities Res. Okanagan Gymnastics South Pandosy Spec Area 1 & 2 Parking Reserve Landfill Reserve (Auto. Carts) Net debenture debt
Revised 2019
Provisional 2020
943 4 22 35 24 215 45 1,667 2,600 599
943 0 22 0 24 215 45 1,667 2,600 0
(26) (28) 4 (45) (35) (1,158) (599)
Short term borrowing MFA levy Net short term debt Temporary debt Interest on prepaid taxes Bank charges/local improvements
6,154
(1,886) 4,267
(22) (28) 4 (45) 0 (1,158) 0
8
(1,248) 4,267
8 8
125 85
5,516
8
150 101
210
251
Temporary debt - recovery Parking Reserve
(60)
(76)
Net temporary debt
150
175
4,425
4,450
Net debt - General Dollar change
25
0.6%
Internal borrowing Mission Recreation Park Facilities (est. completion 2023) Protective Services Property Net internal borrowing
940 504 1,444
940 504 1,444
Total including internal financing
5,869
5,894
Note: Totals may not add due to rounding.
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2020 FINANCIAL PLAN
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Full-time equivalent (FTE) summary
Full-time equivalent 250 200 150 100 50 0 CA
P&DS P&I
IN
CO
AL&C
HR
CS
FD
CSS
FS
CC
KIA
WW
W
Total 989.2
General Fund City Administration (CA) Planning & Development Services (PDS) Partnerships & Investments (PI) Infrastructure (IN) Civic Operations (CO) Active Living & Culture (AL&C) Human Resources Human Resources (HR) Community Safety (CS) Fire Department (FD) Corporate Strategic Services (CSS) Financial Services (FS) City Clerk (CC) Total General Fund Airport & Utility Funds Kelowna International Airport (KIA) Wastewater (WW) Water (W) Total Airport & Utility Funds Total FTEs
Budget 2018
Actual 2018
Revised 2019
Provisional 2020
12.2 73.6 22.6 27.6 209.2 76.3
12.1 72.4 21.2 31.2 186.3 76.2
12.2 76.9 26.7 31.2 212.0 74.8
12.2 79.1 27.9 33.6 217.4 77.0
17.7 102.1 132.0 46.2 60.5 9.1 789.1
20.8 99.3 132.6 48.7 56.3 11.2 768.3
19.0 106.8 141.0 47.7 62.7 10.5 821.5
21.3 114.9 145.0 49.2 63.5 10.1 851.2
45.5 42.0 37.8 125.3 914.4
45.7 38.9 33.6 118.2 886.5
47.7 42.8 42.6 133.1 954.6
48.4 43.2 46.4 138.0 989.2
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2020 FINANCIAL PLAN
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General Fund City Adminitration 2018 Addition 0.1 FTE for additional part-time wage coverage Planning & Development Services 2018 Addition 0.5 FTE for annualization of 2017 operating requests Addition 0.8 FTE for 2040 Official Community Plan Update Position operating request Addition 0.8 FTE for Engineer-in-Training Position operating requests Addition 0.5 FTE for Planner Specialist Position operating request Addition FTE 0.4 for Building Inspector/Plan Checker Position operating request Addition 1.0 FTE for Community Energy Specialist Term Position Movement for Part-time Clerk Positions budget transfer, 1.0 FTE from salary to 0.5 FTE hourly 2019 Addition 0.3 FTE for 0.5 Plumbing & Gas Inspector Position operating request Addition 1.0 FTE for Property Information Request with Full-time Term Position operating request Addition 0.5 FTE for Planning Technician II Position operating request Reduction 1.0 FTE for Community Energy Specialist Term Position Addition 1.0 FTE for annualization of 2018 operating requests Addition 0.5 FTE for Environmental Coordinator Position operating request Addition 1.0 FTE for Cannabis Regulation & Short Term Rental Compliance & Positions operating request Addition 1.0 FTE for Climate Action Plan carryover request Reduction 1.0 FTE for new Partnership & Investment Divisional Director position 2020 Addition 0.4 FTE for annualization of 2018 operating requests Reduction 1.0 FTE for removal of 2019 carryover request Addition 0.5 FTE for Development Services Clerk Part-time to Full-time request Addition 1.0 FTE for Development Clerk Temporary to Permanent Position request Addition 0.8 FTE for Official Community Plan Contract Position Extension operating request Addition 0.5 FTE for Planner II Position operating request Partnership & Investments 2019 Addition 0.8 FTE for Administrative Clerk Position - Parking Services operating request Addition 0.3 FTE for Parking Services-Summer Student Position operating request Addition 0.5 FTE for Sponsorship & Advertising Advisor Position operating request Addition 1.5 FTE transferred from Active Living & Culture Division Addition 1.0 FTE for new Partnership & Investment Divisional Director position 2020 Addition 0.7 FTE for annualization of 2019 operating requests Addition 0.5 FTE for Parks and Landscape Planner Position operating request Infrastructure 2018 Addition 0.3 FTE for annualization of the 2017 Transit Service Coordinator Term Position Addition 1.0 FTE from various 2018 budget amendments 2019 Addition 0.2 FTE for annualization of 2017 and 2018 operating requests Addition 1.0 FTE for ongoing Transit Service Coordinator Position operating request Addition 0.5 FTE for Senior Transportation Engineer Position operating request Addition 0.5 FTE for Utility Planning Engineer Position operating request Addition 0.1 FTE for Time Series Data Extraction from SCADA operating request Addition 0.9 FTE for Roadways Construction Reorganization from Civic Operation Division Addition 0.4 FTE Transportation Master Planning Program carryover request 2020 Reduction 0.4 FTE Transportation Master Planning Program carryover request Addition 1.0 FTE for annunalization of 2019 operating requests Addition 0.3 FTE for Co-op Student - Asset Management Data Analyst operating request
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Addition 0.5 FTE for Project Manager (Buildings) Position operating request Addition 1.0 FTE for Utilities Foremen Positions operating request Civic Operations 2018
Reduction 0.2 FTE for annualization of 2017 requests one-time and ongoing wages Reduction 1.8 FTE for removal of 2017 one-time budget transfers Addition 0.3 FTE for annualization 2017 salary operating requests Addition 1.0 FTE from various 2018 ongoing operating requests for wages Reduction 0.5 FTE from 2018 one-time reduction requests for wages Addition 0.8 FTE for 2018 operating request Corporate Energy Specialist Position Movement for Fleet Supervisor budget transfer, 1.0 FTE from hourly to salary Movement from Parks Reorg budget transfer, 1.0 FTE from hourly to salary Addition 1.5 FTE from Landfill position one-time budget transfers Addition 0.2 FTE from Co-op Student Research Assistant Term Position budget transfer 2019 Addition 0.4 FTE for annualization of 2018 operating positions Reduction 1.5 FTE from 2018 Landfill position one-time budget transfers Addition 3.6 FTE from various 2019 ongoing operating requests for wages Reduction 0.2 FTE for Parks Operating Budget Reduction one-time request Addition 1.4 FTE for additional staffing at the Landfill Scale House operating request Reduction 0.9 FTE for Roadways Construction Reorganization to Infrastructure Division Addition of a Building Technician Position operating request funded from existing wages 2020 Addition 0.5 FTE for annualization of 2018 operating requests Reduction 0.3 FTE for reversal of 2019 operating requests Addition 1.2 FTE for various 2020 ongoing operating requests for wages Addition 0.5 FTE for Accountant Position operating requests Addition 0.5 FTE for Solid Waste Supervisor Position operating request Addition 0.5 FTE for Asset Management Coordinator Position operating request Addition 0.5 FTE for Energy Specialist Position operating request Addition 0.5 FTE for Commonage Term Labourer Position operating request Addition 0.5 FTE for Heavy Duty Mechanic Position operating request Addition 0.5 FTE for Streetlight Student Term Labourer Position operating request Addition 0.5 FTE for Landfill Equipment Operator IV Position operating request Active Living & Culture 2018
2019
2020
Reduction 1.0 FTE for reversal of 2017 one-time operating requests Addition 0.1 FTE for annualization of Partnership Manager Position 2017 operating request Reduction 0.1 FTE for annualization of 2017 operating request - wages Addition 0.2 FTE for Arena/Stadium wages operating requests Addition 0.2 FTE for annualization of 2018 Kelowna Community Theatre - Technician Position Reduction 0.2 FTE for reversal of 2018 one-time request for Homeless-Serving Strategy Movement from Recreation Clerk Position operating request, 0.8 FTE from hourly to salary Reduction 1.5 FTE transferred to Partnership & Investment Division Addition 0.7 FTE for Arena & Stadium Staff part-time wages Movement of part-time Recreation Clerk 0.3 FTE wages to full-time salary Addition 0.2 FTE for Community Development Coordinator - Strong Neighbourhoods Position operating request Addition 1.0 FTE for Coordinator - Social Development Position operating request Addition 0.2 FTE for Recreation Technician - Outdoor Events operating request Addition 0.1 FTE for Strong Neighbourhoods Block Connector Program operating request
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2020 FINANCIAL PLAN
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Human Resources & Community Safety Human Resources & Risk Management 2018 Addition 0.4 FTE for Safety Management System Co-op Student Position operating request Addition 0.5 FTE for Recruitment Coordinator Term Position operating request Addition 0.1 FTE for reversal of 2017 one-time operating requests Reduction 0.3 FTE for reversal of 2017 one-time operating requests Addition 0.1 FTE for annualization of 2017 operating requests Addition 0.4 FTE for Kelowna Integrated Water Project budget amendment 2019 Addition 0.5 FTE for Security & Business Continuity Manager Position operating request Addition 0.4 FTE for Disability and Benefits Coordinator Position operating request Addition 0.4 FTE for General Duties Assistant Position operating request 2020 Reduction 0.4 FTE for reversal of 2019 carryover requests Addition 0.3 FTE for annualization of 2018 operating requests Addition 0.4 FTE for HR Administrative Clerk Position 0.4 Increase operating request Addition 1.0 FTE for HR Coordinator Position operating request Addition 1.0 FTE for Safety Coordinator Position operating request Community Safety 2018 Addition 0.8 FTE for Police Services Secretary Position operating request Addition 4.0 FTE for Police Services - Data Processor Position operating request Addition 0.4 FTE for annualization of 2017 operating requests Reduction 0.2 FTE for Bylaw Enforcement Clerk Position operating request Addition 0.3 FTE for Bylaw Enforcement Clerk Position operating requests Addition 2.0 FTE for Community Response Unit operating request 2019 Addition 2.3 FTE for annualization of 2018 operating request Addition 0.5 FTE for Administrative Clerk Position operating request Addition 1.0 FTE for Operational Intelligence Clerk Positions operating request Addition 0.5 FTE for Bylaw Enforcement Officer Position operating request Addition 0.4 FTE for Bylaw Enforcement Officer Position - Sign Compliance operating request 2020 Addition 2.6 FTE for annualization of 2019 operating requests Addition 0.4 FTE for increased part-time hours for Police Services Addition 1.0 FTE for a Forensic Video Analyst position Addition 0.5 FTE for Administration Clerk Position operating request Addition 0.5 FTE for Crime Reviewer Position operating request Addition 1.6 FTE for Police Services Clerk Positions (4) operating request Addition 0.5 FTE for Police Services Prosecutorial Disclosure Coordinator Position operating request Addition 1.0 FTE for Police Services Watch Support Officers and Supervisor Position operating request Fire Department 2018 Addition 9.0 FTE for Firefighters - 12 Positions operating request 2019 Addition 3.0 FTE for annualization of 2018 operating requests Addition 4.0 FTE for Firefighters - Eight Positions operating request Addition 2.0 FTE for Fire Dispatch and Casual Fire Dispatch Positions operating request 2020 Addition 4.0 FTE for annualization of 2019 operating requests Corporate Strategic Services 2018 Addition 1.0 FTE for Communication Consultant Position operating request - salary Reduction 0.6 FTE for Communicaiton Consultant Position operating request - hourly Addition 1.3 FTE for annualizing 2017 operating requests Addition 0.5 FTE from 2017 one-time budget transfer reversals Addition 0.3 FTE to remove Communications Advisor allocation from the Water Fund
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2020 FINANCIAL PLAN
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Addition 0.8 FTE for Kelowna Integrated Water Project budget amendment Addition 0.6 FTE from Part-time Clerk budget transfer 2019 Addition 0.6 FTE for annualization of 2017 operating requests Addition 0.5 FTE for Network Systems Analyst Position operating request Addition 0.4 FTE for Asset Management System position realignment 2020 Addition 0.5 FTE for Business Systems Analyst (Analytics) Position operating request Addition 0.5 FTE for Communications Consultant, Emerging Issues Position operating request Addition 0.5 FTE for annualization of 2019 operating request Financial Services 2018 Addition 1.1 FTE for annualization of 2017 operating requests
2019 2020
City Clerk 2019 2020
Addition 4.0 FTE from 2017 operating request Utility Billing and Property Tax System annualization Addition 2.3 FTE for Financial Analyst Position operating request Reduction 0.2 FTE for removal of 2017 one-time budget transfer Addition 0.3 FTE for Senior Buyer Position operating requests Addition 1.7 FTE for annualization of 2018 operating requests Addition 0.5 FTE for Financial Analyst Position - Infrastructure operating request Reduction 0.2 FTE for Corporate Purchasing Card Program Term Position 2017 request Addition 0.5 FTE for annualization of 2019 operating request Addition 0.3 FTE for Financial Analyst position operating request
Addition 0.5 FTE for Legislative Coordinator (FOI) Position operating request Addition 0.9 FTE for SEKID Transition Team Reduction 0.9 FTE for 2019 SEKID Transition Team Addition 0.5 FTE for annualization of 2019 operating request
Airport & Utility Funds Airport 2018 2019
2020
Addition 1.7 FTE for Senior Buyer, Operations Technician and Project Manager operating requests Addition 0.9 FTE for annualization of 2018 operating requests Addition 0.5 FTE for Airport Operations Technician Position operating request Addition 0.8 FTE for Manager of Airport Technology Position operating request Addition 0.2 FTE for annualization of 2019 operating requests Addition 0.5 FTE for Airport Terminal and Groundside Manager Position operating request Addition 0.2 FTE for Financial Analyst position operating request Movement from Airport Operations Technician operating request, 0.5 FTE from hourly to salary
Wastewater 2018 Addition 1.1 FTE for Summer Co-op Student Position, Wastewater Operations Developer Capital Growth,
2019 2020
Pump Operations - Instrument Electrican Term Position and Water& Wastewater Collections Operator Position operating requests Addition 0.1 FTE for annualization of 2017 operating requests Addition 0.3 FTE for annualization of 2018 operating requests Addition 0.5 FTE for Wastewater Treatment I/E Technician Term Position operating request Addition 0.2 FTE for annualization of 2019 operating request Addition 0.2 FTE for Wastewater Lift Station Capital Growth operating request
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2020 FINANCIAL PLAN
Water 2018
2019
2020
CITY OF KELOWNA
Reduction 0.4 FTE to remove Communications Advisor water allocation Addition 0.1 FTE for annualization of 2017 operating requests Addition 1.2 FTE for various 2018 operating requests Addition 4.3 FTE from SEKID Transition Operating Expense budget transfer - hourly Addition 3.0 FTE from SEKID Transition Operating Expense budget transfer - salary Addition 0.9 FTE for annualization of 2017 and 2018 operating requests Addition 2.4 FTE for Domestic Water System Expansion (SEKID) Operating Costs and Positions request Addition 1.5 FTE for Water Meter Reading and Servicing Repatriation with Positions operating request Addition 2.0 FTE for annualization of 2019 operating requests Addition 0.2 FTE for Data Radio Replacement - Water operating request Addition 0.1 FTE for Water Operations Capital Growth operating request Addition 0.5 FTE for Water Quality & Customer Care - Meter Service Technician Position operating request Addition 0.5 FTE for Water Supply - Control Systems Specialist Position operating request Addition 0.5 FTE for Water Supply - Water Operator Position operating request
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Financial Summaries Page 73
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2020 FINANCIAL PLAN
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FINANCIAL SUMMARIES Financial Plan summary ($ thousands) The following table reports the actual results for the previous year, the revised budget for the current year, and the proposed budget for the Financial Plan year. The net impact to property owners, or the change to the property tax rate, is based on the annual taxation demand less the new construction tax revenue. Actual
Revised
Provisional
2018
2019
2020
General revenues
(13,616)
(11,199)
(11,209)
Net operating budget 2018 surplus Pay-as-you-go capital
133,677 876 12,544
139,922
147,601
13,802
14,594
Taxation demand
133,481
142,525
150,986
(2,600)
(3,570)
(2,900)
2.99%
2.27% 1.83% 4.10%
1.82% 2.08% 3.90%
New construction tax revenue Infrastructure Levy Municipal Net property owner impact Note: Totals may not add due to rounding
Analysis of tax demand ($ thousands) This next table goes into further detail comparing the proposed property owner impact to the previous year and provides the percentage change. 2019 250,960
2020 246,620
Change (4,340)
% change (1.73%)
(115,463)
(103,469)
11,994
(10.39%)
Net departmental operating expenditure
135,497
143,151
7,654
5.65%
Net general debt Capital expenditures from general taxation
4,425 13,802
4,450 14,594
25 792
0.56% 5.74%
General revenue
(11,199)
(11,209)
(10)
0.09%
Gross tax demand
142,525
150,986
8,461
5.94%
(3,570)
(2,900)
4.10%
3.90%
Gross departmental operating expenditures Net departmental revenue
Less estimated new construction revenue Net property owner impact
(0.20%)
Note: Totals may not add due to rounding
Page 75
2020 FINANCIAL PLAN
CITY OF KELOWNA
Revenues & expenditures General revenues ($ thousands) The City of Kelowna receives revenues from various sources. The graph below summarizes the City’s general revenues type by percentage.
General Revenues Franchise fee 11%
Fed./Prov. contributions 18%
Interest & penalties 51%
Taxes - private utilities 20%
Total $11.2M
The table below details the dollar value of City’s general revenues (by type) and includes property taxation revenue. Actual
Revised
Provisional
2018
2019
2020
Taxes - private utilities
2,090
2,262
2,249
Licences & permits
1,588
40
3
Franchise fee
1,254
1,255
1,190
Interest & penalties
7,055
5,824
5,832
Miscellaneous revenues
(376)
(161)
(155)
Fed./Prov. contributions
1,985
1,979
2,090
Municipal contributions
20
0
0
Total General Revenues
13,616
11,199
11,209
Property taxation
133,481
142,525
150,986
Total General Revenue & taxation
147,097
153,724
162,195
Note: Totals may not add due to rounding
Page 76
2020 FINANCIAL PLAN
CITY OF KELOWNA
General Fund – net operating expenditure by division ($ thousands) The Financial Plan expenditure analysis uses divisional reporting with the exception of Human Resources and Risk Management, Community Safety, Fire Department and Debt & Other. Depicted in the graph and table below are the net operating expenditures of each over the three-year period.
Net expenditures by year
35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 (5,000)
2018
2019
2020 Actual
Revised
Provisional
2018
2019
2020
City Administration
1,394
1,546
1,566
Planning & Development Services
(932)
1,167
418
Partnerships & Investments
1,478
1,999
1,602
Infrastructure
10,261
10,467
10,413
Civic Operations
29,334
30,678
31,506
9,814
10,206
10,418
3,923
4,125
4,701
Community Safety
32,992
36,332
38,272
Fire Department
19,008
20,080
20,551
Corporate Strategic Services
6,434
7,231
7,555
Financial Services
4,213
4,883
4,952
14,528
9,951
14,341
1,232
1,257
1,305
133,677
139,922
147,601
Active Living & Culture Human Resources & Community Safety Human Resources & Risk Management
Debt & Other City Clerk Total Division Net Operating Exp. * City Administration includes City Management and Mayor & Council Note: Totals may not add due to rounding
Page 77
2020 FINANCIAL PLAN
CITY OF KELOWNA
General Fund – taxation capital summary ($ thousands) The taxation capital summary information below is separated into eight capital infrastructure departments. The graph and table illustrate total tax capital expenditures of each infrastructure cost centre over a three-year period showing the actual amount used in the previous year, the revised budget of the current year, and the proposed use for the Financial Plan year.
Pay-As-You-Go Capital Expenditure by Department
8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0
Fire
Information Services
Real Estate & Parking
Building
2018
Fire
2019
Parks
Vehicle & Mobile Equipment
Transportation
Storm Drainage
2020
Actual
Revised
Provisional
2018
2019
2020
962
38
61
Information Services
3,186
1,177
1,329
Real Estate & Parking
684
676
737
Building
728
1,509
1,635
2,665
3,660
3,152
323
294
497
Transportation
3,632
5,369
6,909
Storm Drainage
364
1,080
275
12,544
13,802
14,594
Parks Vehicle & Mobile Equipment
Total Taxation Capital Note: Totals may not add due to rounding
Page 78
2020 FINANCIAL PLAN
CITY OF KELOWNA
General Fund excluding General Revenue Revenues/Expenditures by Category ($ thousands)
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2018 521.8 267.3
Actual 2018
Revised 2019
Provisional 2020
( 158) ( 35) ( 77,745) ( 67,462)
( 4) ( 35) ( 68,724) ( 40,806)
0 0 ( 63,395) ( 35,306)
( 1,395) ( 1,402) ( 12,710) _____________ ( 160,907)
( 1,603) ( 654) ( 5,587) _____________ ( 117,413)
( 1,608) ( 1,449) ( 3,039) _____________ ( 104,797)
73,011 8,096 46,148 69,923 3,118 7,417 2,324
78,789 6,426 51,415 74,878 2,686 6,564 5,359
80,807 7,497 37,792 76,896 2,497 6,935 4,477
27,395 2,495 54,657 _____________ 294,584
24,311 0 6,907 _____________ 257,335
26,560 0 8,937 _____________ 252,398
133,677
139,922
147,601
83,559 ( 71,015) _____________ 12,544 _____________ 146,221
118,087 ( 104,285) _____________ 13,802 _____________ 153,724
68,804 ( 54,210) _____________ 14,594 _____________ 162,195
Actual 2018 496.3 272.0
Revised 2019 547.2 274.3
Provisional 2020 572.4 278.8
Note: Totals may not add due to rounding
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2020 FINANCIAL PLAN
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Utility Funds Revenues/Expenditures by Category ($ thousands)
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Utility Capital Net Operating & Utility Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2018 61.5 63.8
Actual 2018
Revised 2019
Provisional 2020
0 ( 3,203) ( 70,234) ( 14,021)
0 ( 3,088) ( 73,778) ( 2,852)
0 ( 3,133) ( 81,577) ( 3,007)
0 ( 5,461) ( 13,242) _____________ ( 106,161)
0 ( 4,971) ( 8,443) _____________ ( 93,132)
0 ( 1,570) ( 6,714) _____________ ( 96,001)
10,640 1,202 17,422 568 5,483 10,550 34,464
12,758 1,383 18,945 651 2,642 7,472 9,066
13,362 1,477 18,654 186 1,662 4,794 7,882
180 0 38,893 _____________ 119,402
156 0 33,778 _____________ 86,851
156 0 40,742 _____________ 88,915
13,241
( 6,281)
( 7,086)
61,955 ( 84,113) _____________ ( 22,158) _____________ ( 8,917)
123,789 ( 117,508) _____________ 6,281 _____________ 0
81,030 ( 73,944) _____________ 7,086 _____________ 0
Actual 2018 59.9 58.3
Revised 2019 63.8 69.3
Provisional 2020 64.1 73.9
Note: Totals may not add due to rounding
Page 80
2020 FINANCIAL PLAN
CITY OF KELOWNA
All funds – revenue/expenditure ($ thousands) This table is a high level summary that includes all revenues and expenditures. The General fund is reported separately. The Utility fund amounts are made up of the Airport, Wastewater and Water. Actual
Revised
Provisional
2018
2019
2020
(133,481)
(142,525)
(150,986)
(13,616)
(11,199)
(11,209)
(160,907)
(117,413)
(104,798)
(71,015)
(104,285)
(54,210)
(379,019)
(375,422)
(321,202)
Revenues General Fund Taxation General Revenues General Fund Revenues Other Capital Funding Utility Funds Utility Fund Revenues
(106,161)
(93,132)
(96,001)
Other Capital Funding
(84,113)
(117,508)
(73,944)
(190,275)
(210,640)
(169,945)
(569,293)
(586,062)
(491,147)
294,584
257,335
252,398
Capital Exp. from Tax Demand
12,544
13,802
14,594
Other Capital Expenditures
71,015
104,285
54,210
378,143
375,422
321,202
Utility Fund Expenditures
119,402
86,851
88,915
Capital Exp. from Utility
(22,158)
6,281
7,086
84,113
117,508
73,944
Total Revenues Expenditures General Fund General Fund Expenditures
Utility Funds
Other Capital Expenditures Total Expenditures
181,358
210,640
169,945
559,500
586,062
491,147
Note: Totals may not add due to rounding (9,793) *Difference in 2018 actuals due to: General Fund Surplus Utility Funds Surplus
(876) (8,917) (9,793)
Page 81
2020 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total expenditures The graphs below illustrate the total proposed expenditure budgets first by fund, and then by expenditure type.
Expenditures by Fund
Expenditures by Type
Water 4%
Wastewater 5%
Capital & Utility Other 26%
Airport 26%
Internal Equipment 2%
Internal Allocations 3% Transfers to Funds 16% Debt 3%
Capital & Utility Tax/Rev 4%
General 65%
Material 11% Salaries & Wages 19%
Total $491.1M
Contract Services 16%
Total $491.1M
Expenditures by Fund ($ thousands)
Expenditures by Type ($ thousands)
This table reports the dollar value of the expenditure budget for each fund, separating the operating and capital information for the proposed Financial Plan year.
The table below presents the same total operating and capital expenditures information for each expenditure type.
Actual 2018
Revised 2019
Provisional 2020
Operating
Capital
Actual 2018
Revised 2019
Provisional 2020
Internal Equipment
9,298
7,809
8,974
Internal Allocations
36,788
14,425
12,359
Transfers to Funds
123,620
65,153
76,396
Debt
26,568
19,363
15,887
Material
63,570
70,360
56,445
Contract Services
70,491
75,528
77,083
Salaries & Wages
83,651
91,547
94,169
General
378,143
375,422
252,398
68,804
Airport
60,721
84,036
53,724
73,080
Wastewater
28,945
36,177
19,053
4,062
Water
60,452
90,427
16,138
3,887
Natural Gas
31,240
0
0
0
Capital & Utility Tax/Rev
(9,614)
20,083
21,680
341,313
149,833
Capital & Utility - Other
155,128
221,793
128,154
491,147
Total
559,500
586,062
491,147
Subtotal Total 559,500* 586,062 * Net of Surplus $9,800k
Note: Totals may not add due to rounding
Page 82
2020 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total revenues The City of Kelowna has multiple revenue sources. Depicted in the graphs below are the proposed revenue budgets first by fund, and then by revenue type.
Revenues by Type
Revenues by Fund Water 4%
Reserves and Surplus 28%
Wastewater 5% General 65%
Other Revenue 3%
General Revenues 2% Taxation 31%
Interdept. Transfers 2%
Airport 26%
Grants 3% Total $491.1M
Parcel Taxes 1% Fees and Charges 30%
Total $491.1M
Revenues by Fund ($ thousands)
Revenues by Type ($ thousands)
This table reports the dollar value of the revenue budget for each fund, separating the operating and capital information for the proposed Financial Plan year.
The table below presents the same total operating and capital revenues information for each revenue type.
Actual
Revised
2018
2019
Provisional 2020 Taxation Operating
Capital
General
379,019
375,422
252,398
68,804
Airport
61,600
84,036
53,724
73,080
Wastewater
33,572
36,177
22,756
359
Water
63,863
90,427
19,520
505
Natural Gas
31,240
0
0
0
Subtotal
348,399
Total 569,293 586,062 Note: Totals may not add due to rounding
Parcel Taxes Fees and Charges Grants
Actual
Revised
Provisional
2018
2019
2020
133,480
142,525
150,986
3,397
3,127
3,133
147,979
142,501
144,972
46,467
71,484
15,520
Interdept. Transfers
35,638
12,293
11,495
Reserves and Surplus
106,824
168,451
136,699
7,713
10,434
0
74,178
24,048
17,133
Debenture/Borrowing Other Revenue
142,748
General Revenues
491,147
Total
13,616
11,199
11,209
569,293
586,062
491,147
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Revenues – total general & utility ($ thousands) Net General Operating General Licences Franchise Fee General Interest & Tax Penalties Federal Contribution - In Lieu Provincial Contributions Traffic Fine Revenue In Lieu Municipal Contributions Natural Gas Miscellaneous Revenue Municipal Taxation Revenues - 1% In Lieu Municipal Taxation Revenues Sub-Total Capital Funding Source Arterial Roads Reserve CWME - Cemetery Replacement CWME - Community Works Fund CWME - Fire Equipment CWME - Municipal Works CWME - Sanitary Landfill CWME - Vehicle and Equipment Replacement DCC - Park A DCC – Park D DCC - Road A DCC - Road B DCC - Road I Electrical – Electrical Expenditure Reserve Finance/Major System Software Flood Control Averaging H2O Center Infrastructure Levy Reserve Land Sales Reserve Major Bridge Maintenance Major Recreation Facilities Parking Reserve Parks Development Theatre Improvement Transit Facility Enhancement Various other funding sources Sub-Total (2019 various Other Funding Sources) Net General Operating & Capital Revenue Utilities Airport Wastewater Water Total Utilities Total General & Utilities Operating & Capital
(Excluding Library, School, Hospital, B.C. Assessment Authority & Regional District) Note: Totals may not add due to rounding
Revised 2019
Provisional 2020
40 1,255 5,824 118
3 1,190 5,832 129
1,415 446
1,513 448
0 (161) 2,262 142,525 153,724
0 (155) 2,249 150,986 162,195
104,285 258,009
900 200 7,035 996 1,055 3,900 4,176 7,631 6,037 1,510 927 1,227 270 690 600 650 5,602 1,415 600 350 1,084 1,081 345 245 5,684 54,210 216,404
36,248 10,153 71,107 117,508 375,517
73,080 359 505 73,944 290,349
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Expenditures – total general & utility ($ thousands) Capital Expenditures Revised 2019
Net Operating
General/ Utility Revenue
Other Funding Sources
Provisional 2020
1,546 1,167 7,225 10,467 132,776 10,206
1,566 418 1,602 10,413 31,506 10,418
0 0 737 0 12,468 0
0 0 2,402 0 50,073 0
1,566 418 4,741 10,413 94,047 10,418
4,125 36,332 22,107 15,967 4,883
4,701 38,272 20,551 7,555 4,952
0 0 61 1,329 0
0 0 996 740 0
4,701 38,272 21,608 9,624 4,952
9,951 1,257 258,009
14,341 1,305 147,600
0 0 14,595
0 0 54,211
14,341 1,305 216,406
36,248
0
0
73,080
73,080
10,153 71,107 117,508
(3,703) (3,383) (7,086)
3,703 3,383 7,086
359 505 73,944
359 505 73,944
Total Expenditures 375,517 140,514 (Excluding Library, School, Hospital, B.C. Assessment Authority & Regional District) Note: Totals may not add due to rounding
21,681
128,156
290,350
General City Administration Planning & Development Services Partnerships & Investments Infrastructure Civic Operations Active Living & Culture Human Resources & Community Safety Human Resources & Risk Management Community Safety Fire Department Corporate Strategic Services Financial Services Debt & Other City Clerk Net General Operating & Capital Expenditures Utilities Airport Wastewater Water Net Utilities Operating & Capital Expenditures
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Ongoing budget impacts – General Fund ($ thousands) Operating requests and expenditure reductions submitted in the Financial Plan are projected over a three-year period. This impact summary analyzes the impacts from current and prior year ongoing and one-time operating requests and expenditure reductions for dollar value changes between the current and subsequent two years. Adoption of this Provisional volume includes the approval of these changes from year-to-year. The information in the table also includes yearly estimated contract increases and a provision for ongoing operating requests expected for the 2021 and 2022 budgets. Growth and inflation have been included to forecast future years’ budgetary requirements. The impact on 2021 and 2022 from the adoption of the Provisional 2020 Financial Plan as submitted is project as a 5.16 per cent increase for 2021 and a 5.69 per cent increase for 2022.
General revenues Net operating budget Pay-as-you-go capital Taxation demand New Assumptions New Taxation demand New construction tax revenue Net property owner impact Note: Totals may not add due to rounding
2020 (11,209) 147,601 14,594 150,986 0 150,986 (2,900) 3.90%
2021 (11,437) 155,473 15,343 159,379 2,304 161,683 (2,900) 5.16%
2022 (11,672) 165,159 16,151 169,639 4,150 173,788 (2,900) 5.69%
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Operating Budget Page 87
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OPERATING BUDGET The City & its divisions The City of Kelowna is governed by an elected Mayor and eight Councillors for a four-year term (2018 – 2022). City Council, which represents the City at large and our residents, has one employee – the City Manager—who administers City operations. The 10-member Senior Leadership Team reports to the City Manager: seven Divisional Directors, the Deputy City Manager, the Kelowna International Airport Director and the City Clerk. Divisional teams deliver civic services based on a plan, build and operate model, or corporate services that support the organization.
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Operating budget financial analysis Division/Department Operating Requests Funding Sources ($ thousands) The following table provides a summary of the divisions/departments priority one and priority two operating request totals highlighting the amount coming from taxation or utility fees versus other funding sources. Other funding sources could include reserves, user fees, grants or community/developer contributions.
Funded from City Administration Planning & Development Services Partnerships & Investments Infrastructure Civic Operations Active Living & Culture Human Resources & Community Safety Human Resources & Risk Management Community Safety Fire Department Corporate Strategic Services Financial Services Debt & Other General Revenue City Clerk Total General Fund Funded from Airport Wastewater Water Total Utilities Total All Funds Operating Note: Totals may not add due to rounding
Taxation 0 162 166 343 310 197 479 553 10 241 26 1,518 0 12 4,017 Utility 0 259 673 931 4,948
Priority 1 Other Sources
0 50 1,077 873 490 44
83 746 15 0 60 750 0 0 4,188 Other Sources 867 87 6 960 5,148
0 212 1,243 1,216 800 241
Taxation 0 40 80 102 255 57
Priority 2 Other Sources 0 0 0 0 90 0
562 1,299 25 241 86 2,268 0 12 8,205
25 763 84 130 0 0 0 48 1,585
0 0 0 0 0 0 0 0 90
Total
Total 867 346 679 1,891 10,096
Utility 0 0 0 0 1,585
Other Sources 0 0 0 0 90
Total
0 40 80 102 345 57
25 763 84 130 0 0 0 48 1,675 Total 0 0 0 0 1,675
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Net operating budgets by Division ($ thousands) The table below displays the General, Airport and Utility Funds net operating budget by division/department including the priority one requests from above.
City Administration Planning & Development Services Partnerships & Investments Infrastructure Civic Operations Active Living & Culture Human Resources & Community Safety Human Resources & Risk Management Community Safety Fire Department Corporate Strategic Services Financial Services Debt & Other City Clerk Total Net Operating Budget - General Fund Airport Wastewater Water Total Net Operating Budget - Airport and Utility Funds Note: Totals may not add due to rounding
Expend/ Other 1,566 9,120 11,212 29,835 65,657 15,380
Revenues 0 (8,701) (9,610) (19,423) (34,151) (4,962)
Net 1,566 418 1,602 10,413 31,506 10,418
Per cent of Total 1.1% 0.3% 1.1% 7.1% 21.3% 7.1%
4,845 45,049 23,258 7,911 6,491 30,678 1,395 252,398 53,724 19,053 16,138 88,915
(144) (6,777) (2,707) (356) (1,540) (16,337) (90) (104,798) (53,724) (22,756) (19,520) (96,000)
4,701 38,272 20,551 7,555 4,952 14,341 1,305 147,601 0 (3,703) (3,383) (7,086)
3.2% 25.9% 13.9% 5.1% 3.3% 9.7% 0.9% 100.0% 0.0% 52.3% 47.7% 100.0%
General Fund - net operating budgets by Division/Department ($ millions) This bar graph is a visual comparison of the level of spending for each General Fund operating division in millions. Airport and Utility Funds are not included as these are self-funding areas. City Administration Planning & Development Services Partnerships & Investments
1.57 0.42 1.60
Infrastructure
10.41
Civic Operations
31.51
Active Living & Culture
10.42
Human Resources & Risk Management
4.70
Community Safety
38.27
Fire Department
20.55
Corporate Strategic Services
7.56
Financial Services
4.95
Debt & Other City Clerk
14.34 1.30
Total $147.6M
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Planning & Development Services Division Maintain 138 Planning - Consulting Services
10,000
0
0
0
0
0
(10,000) OG
138 Neighbourhood and Suburban Planning Initiatives 139 Heritage Conservation Guidelines Update
10,000
0
0
0
0
0
(10,000) OG
10,000
0
0
0
0
0
(10,000) OG
30,000
0
0
0
0
0
(30,000)
82,900
0
0
0
0
0
(82,900) OG
50,000
(50,000)
0
0
0
0
0 OG
132,900
(50,000)
0
0
0
0
(82,900)
49,500
0
0
0
0
0
(49,500) OG
Total New
49,500
0
0
0
0
0
(49,500)
Division Priority 1 Total
212,400
(50,000)
0
0
0
0
(162,400)
500,000
(300,000)
0
0
(200,000)
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
190,000
(190,000)
0
0
0
0
0 OT
27,100
0
0
0
0
0
(27,100) OG
30,000
(30,000)
0
0
0
0
0 OT
1,047,100
(820,000)
0
0
(200,000)
0
138,400
0
0
0
0
0
(138,400) OG
38,000
(38,000)
0
0
0
0
0 OT
Total Maintain Growth 139 Official Community Plan Contract Position Extension 140 Offsite & Oversize Account Growth Total Growth New 140 Planner II Position
Partnerships & Investments Division Maintain 154 Parkinson Recreation Centre – Joint Education, Health and Wellness Facility 154 Housing For Those With Complex Needs 155 Parks Master Plan 155 Provision of Shelter Services Optimization of Physical Locations 156 Strategic Land Development Projects 156 Parks and Landscape Planner Position 157 Accessible Parking Program Review Total Maintain
(27,100)
Growth 157 Lease and Building Costs 158 Parking Strategy - Capri-Landmark Area Plan Development
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Page
Description
158
Parking Analytics System
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
40,000
(40,000)
0
0
0
0
0 OG
Total Growth
216,400
(78,000)
0
0
0
0
(138,400)
Division Priority 1 Total
1,263,500
(898,000)
0
0
(200,000)
0
(165,500)
21,900
0
0
0
0
0
(21,900) OG
100,000
0
0
0
0
0
(100,000) OT
0
0
0
0
0
(65,000) OT
Infrastructure Division Maintain 174 Project Manager (Buildings) Position 174 Preliminary Design Program 175
Traffic / Transit Screen Line Counts
65,000
175
Utilities Foremen Positions
27,500
0
0
0
0
(19,000)
(8,500) OG
176
Environmental Management
50,000
(50,000)
0
0
0
0
0 OG
264,400
(50,000)
0
0
0
(19,000)
10,000
0
0
0
0
0
(10,000) OG
Total Maintain
(195,400)
Growth 176 Active Transportation Maintenance 177 North End Industrial Area Servicing Plan 177 Transit Maintenance Facility
66,600
0
0
0
0
(66,600)
0 OT
250,000
(250,000)
0
0
0
0
0 OT
178 Orchard Park Exchange
150,000
(150,000)
0
0
0
0
0 OT
178 Midtown Core Optimization
100,000
(100,000)
0
0
0
0
0 OT
576,600
(500,000)
0
0
0
(66,600)
45,000
0
0
0
0
0
(45,000) OT
14,600
0
0
0
0
0
(14,600) OT
70,000
(12,500)
0
0
0
(25,000)
(32,500) OT
20,000
0
0
0
0
0
(20,000) OT
181 Area Based Water Management Plan 181 Okanagan Rail Trail Operational Activities
200,000
0
0
0
0
(200,000)
0 OG
25,000
0
0
0
0
0
(25,000) OG
Total New
374,600
(12,500)
0
0
0
(225,000)
(137,100)
Division Priority 1 Total
1,215,600
(562,500)
0
0
0
(310,600)
(342,500)
0
0
0
0
0
0
Total Growth
(10,000)
New 179 Transportation Master Plan Implementation 179 Co-op Student - Asset Management Data Analyst 180 Asset Management Consulting Support 180 Survey Data Classification
Civic Operations Division Maintain 198 Westside Gravel Pit Mine Plan 198 Edith Gay Park Sewer Connection 199 Parks Service Contracts 199 Streetlight Underground Wiring
0 OT
38,500
(38,500)
0
0
0
0
0 OT
110,900
(10,900)
0
0
0
0
(100,000) OG
40,000
(40,000)
0
0
0
0
0 OG
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CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
50,000
(50,000)
0
0
0
0
0 OG
150,000
(150,000)
0
0
0
0
0 OT
201 Irrigation Materials
50,000
0
0
0
0
0
(50,000) OG
201 Streetlight Student Term Labourer Positions 202 Asset Management Coordinator Position 202 Kelowna Family YMCA Pool Filter Replacement 203 Storm Lift Station Mechanical/Electrical Parts Support 203 Accountant Position
11,000
0
0
0
0
0
(11,000) OG
48,000
(7,200)
0
0
(800)
(40,000)
0 OG
29,500
(29,500)
0
0
0
0
0 OT
18,500
0
0
0
0
0
(18,500) OG
41,400
(20,800)
0
0
0
(20,600)
0 OG
204 Energy Specialist Position
52,100
(22,100)
0
(30,000)
0
0
0 OG
204 Kelowna Memorial Cemetery Business Review 205 Energy Program Funding
50,000
(50,000)
0
0
0
0
0 OT
Repairs 200 Contract Services - Fleet 200 Facility Condition Assessments
205 Energy Reserve Contribution CAP 454 Roadway Urbanization 206 Portable Toilets and Washroom Servicing 206 Cook Rd. Boat Launch Dredging
50,000
(50,000)
0
0
0
0
0 OG
(900,000)
500,000
0
0
0
0
400,000 OG
2,000
0
0
0
0
0
(2,000) OG
69,400
0
0
0
0
0
(69,400) OG
250,000
0
0
0
(125,000)
0
(125,000) OG
12,200
0
0
0
0
0
(12,200) OG
173,500
31,000
0
(30,000)
(125,800)
(60,600)
207 Heavy Duty Mechanic Position
48,300
(48,300)
0
0
0
0
0 OG
208 New Park Inventory
38,000
0
0
0
0
(4,800)
(33,200) OG
500
0
0
0
0
0
(500) OG
38,300
(38,300)
0
0
0
0
0 OG
56,000
(56,000)
0
0
0
0
0 OG
24,300
0
0
0
(8,100)
(16,200)
0 OG
207 Rail Trail Maintenance Total Maintain
11,900
Growth
CAP 460 Crosswalk Safety Signals and Flashers 208 Landfill Equipment Operator IV Position Solid Waste Supervisor Position 209 209 Commonage Term Labourer Position CAP 453 Ethel 3C ATC (Rose - Raymer) CAP 444
Fleet Growth
CAP 459 Okanagan Rail Trail - Connection to Waterfront Park Pathway CAP 453 Houghton 1 DCC (Nickel - OK Rail Trail), ATC CAP 448 Lakeshore 1 DCC (DeHart Vintage Terrace) , ATC CAP 448 McCulloch Area DCC (KLO/Hall/Spiers) CAP 434 Ponds Community Park - Sports Field Construction CAP 455 Sidewalk & Bikeway Renewal CAP 457
Transit - Bus Stop Renewal
CAP 436
Sarson's Beach Park - Expansion
3,200
0
0
0
0
0
(3,200) OG
100,600
0
0
0
(4,300)
(8,700)
(87,600) OG
2,100
0
0
0
0
0
(2,100) OG
13,300
0
0
0
0
0
(13,300) OG
1,300
0
0
0
0
0
(1,300) OG
1,000
0
0
0
0
0
(1,000) OG
0
0
0
0
0
0
0 OG
1,000
0
0
0
0
0
(1,000) OG
200
0
0
0
0
0
(200) OG
10,000
0
0
0
0
0
(10,000) OG
CAP 459 Sidewalk Network Expansion
700
0
0
0
0
0
(700) OG
CAP 461
400
0
0
0
0
0
(400) OG
Transit - New Bus Stops
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CITY OF KELOWNA
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
0
0
0
0
0
0
0 OG
8,500
0
0
0
0
0
(8,500) OG
Total Growth
347,700
(142,600)
0
0
(12,400)
(29,700)
210 Commonage - Odour Management Plan Update CAP 489 Commonage - Secondary Odour Control Misting System 210 Beach Cleaning Contract Service Increase 211 Downtown Litter Control
50,000
0
0
0
(16,700)
(33,300)
0 OT
70,000
0
0
0
(23,300)
(46,700)
0 OG
55,600
0
0
0
0
0
(55,600) OG
35,000
0
0
0
0
0
(35,000) OG
Active Transportation Corridor
0
0
0
0
0
0
0 OG
Rutland Centennial Park - DCC Park Development 211 Highway Median Planter Beautification
5,000
0
0
0
0
0
(5,000) OG
63,200
0
0
0
0
0
(63,200) OG
278,800
0
0
0
(40,000)
(80,000)
271 * Safety Coordinator Position
0
0
0
0
0
0
0 OG
176 * Environmental Management
0
0
0
0
0
0
0 OG
Total Maintain
0
0
0
0
0
0
0
180 * Asset Management Consulting Support
0
0
0
0
0
0
0 OT
Total New
0
0
0
0
0
0
0
Division Priority 1 Total
800,000
(111,600)
0
(30,000)
(178,200)
(170,300)
(309,900)
30,000
0
0
0
0
0
(30,000) OG
25,000
(25,000)
0
0
0
0
0 OG
55,000
(25,000)
0
0
0
0
(30,000)
83,900
0
0
0
0
0
(83,900) OG
21,200
0
0
0
0
0
(21,200) OG
8,800
0
0
0
(8,800)
0
0 OG
25,000
0
0
0
0
0
(25,000) OG
15,000
0
0
0
0
0
(15,000) OG
CAP 434
Description Pandosy Waterfront Park, Phase 1
CAP 432 Rowcliffe Park – DCC Park Development
(163,000)
New
CAP 458 CAP 433
Total New
(158,800)
Maintain
New
Active Living & Culture Division Maintain 253 Social Development Working Funds Online Application System 253 Upgrade Total Maintain Growth 254 Coordinator - Social Development Position 254 Community Development Coordinator - Strong Neighbourhoods Position 255 Recreation Technician - Outdoor Events 255 Cultural Grant Program Increase 256 Event Procurement and Hosting Resources
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Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
153,900
0
0
0
(8,800)
0
15,000
0
0
0
0
0
(15,000) OG
7,000
0
0
0
0
0
(7,000) OG
10,000
(10,000)
0
0
0
0
0 OG
Total New
32,000
(10,000)
0
0
0
0
(22,000)
Division Priority 1 Total
240,900
(35,000)
0
0
(8,800)
0
(197,100)
91,000
0
0
0
0
0
(91,000) OG
250,000
0
0
0
0
0
(250,000) OG
271 Safety Coordinator Position
84,200
(21,000)
0
0
0
(42,000)
(21,200) OG
271 HR Administrative Clerk Position 0.4 FTE Increase 272 Learning Management System and Contractor
28,900
0
0
0
0
0
(28,900) OG
88,000
0
0
0
0
0
(88,000) OG
542,100
(21,000)
0
0
0
(42,000)
20,000
(20,000)
0
0
0
0
0 OG
Total New
20,000
(20,000)
0
0
0
0
0
Department Priority 1 Total
562,100
(41,000)
0
0
0
(42,000)
(479,100)
31,700
0
0
0
0
0
(31,700) OG
284 Police Services Clerk Positions (4)
101,800
0
0
0
0
0
(101,800) OG
285 Community Safety Clean-Up Leon Avenue
100,000
0
0
0
0
0
(100,000) OT
233,500
0
0
0
0
0
(233,500)
628,600
(628,600)
0
0
0
0
0 OG
40,000
0
0
0
0
0
(40,000) OG
0
0
0
0
35,000
0
(35,000) OG
668,600
(628,600)
0
0
35,000
0
(75,000)
Total Growth
Taxation Cat (145,100)
New 256 Artist-in-Residence Program 257 Strong Neighbourhoods Block Connector Program 257 Partnership Development - syilx Arts and Culture
Human Resources & Community Safety Division Human Resources & Risk Management Maintain 270 HR Coordinator Position 270 Security Initiatives
Total Maintain
(479,100)
New 272 Enterprise Risk Management Software and Consulting
Human Resources & Community Safety Division Community Safety Maintain 284 Administration Clerk Position
Total Maintain Growth 285 RCMP - 7 Regular Member Positions 286 Crime Reviewer Position 286 Provincial Keep of Prisoners Total Growth
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Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
43,200
0
0
0
0
0
(43,200) OG
75,000
(75,000)
0
0
0
0
0 OT
20,000
0
0
0
0
0
(20,000) OG
106,600
0
0
0
0
0
(106,600) OG
75,000
0
0
0
0
0
(75,000) OG
77,500
(77,500)
0
0
0
0
0 OT
Total New
397,300
(152,500)
0
0
0
0
(244,800)
Department Priority 1 Total
1,299,400
(781,100)
0
0
35,000
0
(553,300)
New 287 Police Services Prosecutorial Disclosure Coordinator Position 287 Community Safety & Well-Being Strategy 288 Bylaw Services Enhanced Training Program 288 Police Services Watch Support Officer Positions and Supervisor Position 289 Supportive Housing Community Inclusion 289 Washroom at Queensway Operations
Human Resources & Community Safety Division Fire Department New 305 Mental Health Program
15,000
(15,000)
0
0
0
0
0 OG
305 Fire Department Management Mobile Inspections Application
10,000
0
0
0
0
0
(10,000) OG
Total New
25,000
(15,000)
0
0
0
0
(10,000)
Department Priority 1 Total
25,000
(15,000)
0
0
0
0
(10,000)
50,000
0
0
0
0
0
(50,000) OG
50,000
0
0
0
0
0
(50,000)
50,000
0
0
0
0
0
(50,000) OG
41,100
0
0
0
0
0
(41,100) OG
35,000
0
0
0
0
0
(35,000) OG
54,200
0
0
0
0
0
(54,200) OG
6,000
0
0
0
0
0
(6,000) OG
305 * Fire Department Management Mobile Inspections Application
5,000
0
0
0
0
0
(5,000) OG
Total New
191,300
0
0
0
0
0
Corporate Strategic Services Division Growth 320 Hardware and Software Maintenance Total Growth New CAP
401 Major Systems Project - Electronic Records Management 320 Communications Consultant, Emerging Issues Position 321 Council Priority Reporting - Online Dashboard 321 Business Systems Analyst (Analytics) Position 322 Imagine Kelowna - Partnerships
(191,300)
Page 97
2020 FINANCIAL PLAN
Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
241,300
0
0
0
0
0
60,000
(60,000)
0
0
0
0
0 OT
60,000
(60,000)
0
0
0
0
0
26,400
0
0
0
0
0
(26,400) OG
Total Growth
26,400
0
0
0
0
0
(26,400)
Division Priority 1 Total
86,400
(60,000)
0
0
0
0
(26,400)
2,267,700
(750,000)
0
0
0
0
(1,517,700) OG
Total Maintain
2,267,700
(750,000)
0
0
0
0
(1,517,700)
Department Priority 1 Total
2,267,700
(750,000)
0
0
0
0
(1,517,700)
0
400,000
0
(400,000)
0
0
0 OG
Total New
0
400,000
0
(400,000)
0
0
0
Department Priority 1 Total
0
400,000
0
(400,000)
0
0
0
11,500
0
0
0
0
0
(11,500) OG
Total New
11,500
0
0
0
0
0
(11,500)
Division Priority 1 Total
11,500
0
0
0
0
0
(11,500)
8,225,800 (2,904,200)
0
(430,000)
(352,000)
(522,900)
(4,016,700)
Division Priority 1 Total
Taxation Cat
(241,300)
Financial Services Division New 336 Finanical Planning System and Process Review Total New Growth 126 * Financial Analyst Position
Financial Services Division Debt & Other Maintain 342
Other Working Capital
Financial Services Division Revenue & Fees New 348 Online Accommodation Platform (OAP) Tax
City Clerk New 357 Webcasting - closed captioning
Total Priority 1 Operating
Page 98
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
40,000
0
0
0
0
0
(40,000) OT
Total Growth
40,000
0
0
0
0
0
(40,000)
Division Priority 2 Total
40,000
0
0
0
0
0
(40,000)
80,000
0
0
0
0
0
(80,000) OT
Total Maintain
80,000
0
0
0
0
0
(80,000)
Division Priority 2 Total
80,000
0
0
0
0
0
(80,000)
25,200
0
0
0
0
0
(25,200) OG
20,000
0
0
0
0
0
(20,000) OT
Total Maintain
45,200
0
0
0
0
0
(45,200)
184 Transportation Public Education
45,000
0
0
0
0
0
(45,000) OG
184 Shared Mobility Dashboard
12,000
0
0
0
0
0
(12,000) OG
Total New
57,000
0
0
0
0
0
(57,000)
Division Priority 2 Total
102,200
0
0
0
0
0
(102,200)
Planning & Development Services Division Growth 142 Community Amenity Contributions Analysis Project
Partnerships & Investments Division Maintain 160 Long-term Shoreline Plan
Infrastructure Division Maintain 183 Project Manager (Environmental) Position 183 Bike Lane Snow Clearing Study
New
Civic Operations Division Maintain 213 Edith Gay Protective Netting Replacement 213 Durable Road Marking Materials
35,000
0
0
0
0
0
(35,000) OT
80,000
0
0
0
0
0
(80,000) OG
214 HVAC Technician Position
61,800
0
0
0
0
0
(61,800) OG
214 Parking Lot Maintenance
25,000
0
0
0
0
0
(25,000) OG
215 Landfill - Pump Rental
90,000
(90,000)
0
0
0
0
0 OT
215 Ben Lee Park: Temporary Youth
27,500
0
0
0
0
0
(27,500) OT
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Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
319,300
(90,000)
0
0
0
0
25,600
0
0
0
0
0
(25,600) OT
25,600
0
0
0
0
0
(25,600)
344,900
(90,000)
0
0
0
0
(254,900)
16,400
0
0
0
0
0
(16,400) OG
25,000
0
0
0
0
0
(25,000) OG
41,400
0
0
0
0
0
(41,400)
16,000
0
0
0
0
0
(16,000) OG
Total New
16,000
0
0
0
0
0
(16,000)
Division Priority 2 Total
57,400
0
0
0
0
0
(57,400)
25,300
0
0
0
0
0
(25,300) OG
Total New
25,300
0
0
0
0
0
(25,300)
Department Priority 2 Total
25,300
0
0
0
0
0
(25,300)
40,000
0
0
0
0
0
(40,000) OG
40,000
0
0
0
0
0
(40,000)
89,800
0
0
0
0
0
(89,800) OG
269,400
0
0
0
0
0
(269,400) OG
40,000
0
0
0
0
0
(40,000) OG
Soccer Field Total Maintain
(229,300)
New 216 Urban Forestry Student Position Total New
Division Priority 2 Total
Active Living & Culture Division Growth 259 Recreation Technician - Sport & Scheduling Position 259 Event Hosting Grant Program Increase Total Growth New 260 Neighbourhood Association Development Program
Human Resources & Community Safety Division Human Resources & Risk Management New 274 People Admin: Position Management Module
Human Resources & Community Safety Division Community Safety Maintain 291 Outreach Support & Cart Storage at Kelowna Gospel Mission Total Maintain Growth 291 RCMP - 1 Regular Member Position 292 RCMP - 3 Regular Member Positions 292 Police Services Exempt Position
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Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
34,600
0
0
0
0
0
(34,600) OG
40,000
0
0
0
0
0
(40,000) OG
294 Court Liaison Officer Positions (2)
80,000
0
0
0
0
0
(80,000) OG
294 Cells Guards - Contracted Services
120,000
0
0
0
0
0
(120,000) OG
673,800
0
0
0
0
0
(673,800)
49,500
0
0
0
0
0
(49,500) OG
Total New
49,500
0
0
0
0
0
(49,500)
Department Priority 2 Total
763,300
0
0
0
0
0
(763,300)
84,000
0
0
0
0
0
(84,000) OG
Total Growth
84,000
0
0
0
0
0
(84,000)
Department Priority 2 Total
84,000
0
0
0
0
0
(84,000)
20,000
0
0
0
0
0
(20,000) OG
20,000
0
0
0
0
0
(20,000)
324 Client Support Technician Position
46,900
0
0
0
0
0
(46,900) OG
325 Geographic Information Services (GIS) Manager Position
63,100
0
0
0
0
0
(63,100) OG
Total New
110,000
0
0
0
0
0
(110,000)
Division Priority 2 Total
130,000
0
0
0
0
0
(130,000)
47,900
0
0
0
0
0
(47,900) OG
Total Growth
47,900
0
0
0
0
0
(47,900)
Division Priority 2 Total
47,900
0
0
0
0
0
(47,900)
293 Community Policing Information Clerk Position 293 Crime Reviewer Position
Total Growth New 295 Community Policing Coordinator Position
Human Resources & Community Safety Division Fire Department Growth 307
Fire Inspector Position
Corporate Strategic Services Division Growth 324 Professional and Consulting Services Total Growth New
City Clerk Growth 359 Corporate Information Analyst (EDRMS)
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2020 FINANCIAL PLAN
Total Priority 2 Operating
CITY OF KELOWNA
1,675,000
(90,000)
0
0
0
0
(1,585,000)
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Reduction Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(20,940)
20,940
0
0
0
0
0 OG
Department Priority 1 Total
(20,940)
20,940
0
0
0
0
0
Total Priority 1 Reduction Requests
(20,940)
20,940
0
0
0
0
0
Partnerships & Investments Division CAP 411
Library and Chapman Parkades LED Lighting Retrofit
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Requests Provisional Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
238 Chlorine Gas Safety System South East Kelowna Irrigation System 238 Poplar Point Electrical Motor Replacement 239 Data Radio Replacement - Water
100,000
0
0
0
0
(100,000)
OT
57,000
0
0
0
0
(57,000)
OT
65,000
0
0
0
0
(65,000)
OT
239 Downtown Transmission Main Condition Assessment 240 Water Shortage Management Planning
125,000
0
0
0
0
(125,000)
OT
150,000
0
0
0
0
(150,000)
OT
497,000
0
0
0
0
(497,000)
46,700
0
0
0
0
(46,700)
OG
Water Maintain
Total Maintain Growth 240 Water Supply - Control Systems Specialist Position 241 Water Operations Capital Growth
21,400
0
0
0
0
(21,400)
OG
241 Water Supply - Water Operator Position
51,600
0
0
0
0
(51,600)
OG
Total Growth
119,700
0
0
0
0
(119,700)
62,500
0
0
0
(6,300)
(56,200)
62,500
0
0
0
(6,300)
(56,200)
271 * Safety Coordinator Position
0
0
0
0
0
0
OG
175 * Utilities Foremen Positions
0
0
0
0
0
0
OG
202 * Asset Management Coordinator Position 203 * Accountant Position
0
0
0
0
0
0
OG
0
0
0
0
0
0
OG
0
0
0
0
0
0
0
0
0
0
0
0
OT
0
0
0
0
0
0
OG
0
0
0
0
0
0
0
0
0
0
0
0
New 242 Water Quality & Customer Care Water Meter Service Technician Position Total New
OG
Maintain
Total Maintain Growth 177 208
* North End Industrial Area Servicing Plan * New Park Inventory Total Growth
New 180
* Asset Management Consulting Support
OT
Page 104
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Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
0
0
0
0
0
0
OG
Total New
0
0
0
0
0
0
Department Priority 1 Total
679,200
0
0
0
(6,300)
(672,900)
25,000
0
0
0
0
(25,000)
OT
87,000
0
0
0
(87,000)
0
OT
Total Maintain
112,000
0
0
0
(87,000)
(25,000)
226 Wastewater Lift Station Capital Growth
103,500
0
0
0
0
(103,500)
Total Growth
103,500
0
0
0
0
(103,500)
100,000
0
0
0
0
(100,000)
OT
30,000
0
0
0
0
(30,000)
OT
130,000
0
0
0
0
(130,000)
271 * Safety Coordinator Position
0
0
0
0
0
0
OG
175 * Utilities Foremen Positions
0
0
0
0
0
0
OG
202 * Asset Management Coordinator Position 203 * Accountant Position
0
0
0
0
0
0
OG
0
0
0
0
0
0
OG
0
0
0
0
0
0
0
0
0
0
0
0
OT
0
0
0
0
0
0
OG
0
0
0
0
0
0
OG
0
0
0
0
0
0
0
0
0
0
0
0
OT
0
0
0
0
0
0
OG
0
0
0
0
0
0
OG
181 * Area Based Water Management Plan
Wastewater Maintain 225 Lift Stations Radio Communications Review 225 Mechanical Equipment Replacement - Trade Waste Treatment Facility
Growth OG
New 226 Burtch Sewer Condition Assessment 227 Smart Manhole Covers Total New Maintain
Total Maintain Growth 177 * North End Industrial Area Servicing Plan 209 Commonage Term Labourer Position CAP 444 * Fleet Growth Total Growth New
CAP
210 * Commonage - Odour Management Plan Update 489 * Commonage - Secondary Odour Control Misting System 242 * Water Quality & Customer Care Water Meter Service Technician Position
Page 105
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Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
180 * Asset Management Consulting Support
0
0
0
0
0
0
OT
Total New
0
0
0
0
0
0
Department Priority 1 Total
345,500
0
0
0
(87,000)
(258,500)
40,000
(40,000)
0
0
0
0
OG
606,000
(526,000)
0
(100,000)
20,000
0
OG
0
12,000
0
0
(12,000)
0
OG
138,000
(150,000)
0
0
12,000
0
OG
0
130,000
0
0
(130,000)
0
OG
784,000
(574,000)
0
(100,000)
(110,000)
0
56,800
(56,800)
0
0
0
0
OG
25,900
(25,900)
0
0
0
0
OG
0
0
0
0
0
0
OG
Total Growth
82,700
(82,700)
0
0
0
0
Department Priority 1 Total
866,700
(656,700)
0
(100,000)
(110,000)
0
Total Priority 1 Operating
1,891,400
(656,700)
0
(100,000)
(203,300)
(931,400)
Airport Maintain 123 Finance and Administration 123 Airside 124 Groundside 124 Terminal 125 Airport Improvement Fee Total Maintain Growth 125 Airport Terminal and Groundside Manager Position 126 Financial Analyst Position 126 Airport Operations Technician Position
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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City Administration Page 107
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City Administration The City’s administration is responsible for delivering the right infrastructure, skills, services and processes to meet Council priorities and community goals. Adopted in 2018, Imagine Kelowna is an over-arching vision for the community, by the community, with principles and goals to help Kelowna thrive in the face of unprecedented growth and change. Building on Imagine Kelowna, Council Priorities 2019-2022 are the results Council and the organization want to achieve or significantly advance during Council’s term. The guiding strategic document includes six focus areas with 26 results for Council, and three focus areas with 13 Corporate results for the City’s administration. Divisional drivers and activities in the 2020 Financial Plan show how the City’s administration serves to meet Imagine Kelowna principles and Council Priorities results. View the 2019 City-wide accomplishments demonstrating how staff delivered on Council Priorities on page 22.
Budget overview
Per cent of General Fund operating
Division Summary
1%
45%
City Administration
99% Net Operating
55%
City Manager
Mayor & Council
Total = $1.6 M
General fund operating = $151
Page 109
2020 FINANCIAL PLAN
CITY OF KELOWNA
Net Divisional expenditures ($ thousands) Departments Operating cost centres:
Actual
Revised
Provisional
Change from
Per cent
2018
2019
2020
prior year
change
15
2.3%
Mayor & Council 103
Council
394
446
458
104
Mayor
217
239
242
611
685
701
784
861
865
784
861
865
4
0.5%
1,394
1,546
1,566
20
1.3%
0
0
0
0
0
0
0
0.0%
1,394
1,546
1,566
20
1.3%
City Manager 100
City Manager
Net operating expenditure Capital cost centres: Net capital expenditures Total Division net expenditures Note: Totals may not add due to rounding.
Description of operating program changes ($ thousands) 2019 revised budget 2020 net impacts One-time operating requests One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments
0 0 0 20
Total
FTE
1,546
12.2
20 1,566
2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions:
0
Total
12.2
0 1,566
12.2
Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020
0 0
0 0
0.0
Note: Totals may not add due to rounding.
Page 110
2020 FINANCIAL PLAN
CITY OF KELOWNA
ǡ Ǧ Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted ϮϬϭϴ 12.0 0.2
Actual ϮϬϭϴ
Revised ϮϬϭϵ
Provisional ϮϬϮϬ
Ϭ Ϭ Ϭ ; Ϯ͕ϴϳϮͿ
Ϭ Ϭ ; ϰͿ ; ϯ͕ϭϱϮͿ
Ϭ Ϭ Ϭ Ϭ
Ϭ Ϭ Ϭ _____________ ; Ϯ͕ϴϳϮͿ
Ϭ Ϭ Ϭ _____________ ; ϯ͕ϭϱϲͿ
Ϭ Ϭ Ϭ _____________ Ϭ
ϳϵϳ ϳ ϯ͕ϭϭϴ ϯϰϰ Ϭ Ϭ Ϭ
ϵϮϲ ϳ ϯ͕ϰϮϰ ϯϰϲ Ϭ Ϭ Ϭ
ϵϯϳ ϳ Ϯϳϲ ϯϰϲ Ϭ Ϭ Ϭ
Ϭ Ϭ Ϭ _____________ ϰ͕Ϯϲϲ
Ϭ Ϭ Ϭ _____________ ϰ͕ϳϬϯ
Ϭ Ϭ Ϭ _____________ ϭ͕ϱϲϲ
ϭ͕ϯϵϰ
ϭ͕ϱϰϲ
ϭ͕ϱϲϲ
Ϭ Ϭ _____________ Ϭ _____________ ϭ͕ϯϵϰ
Ϭ Ϭ _____________ Ϭ _____________ ϭ͕ϱϰϲ
Ϭ Ϭ _____________ Ϭ _____________ ϭ͕ϱϲϲ
Actual ϮϬϭϴ 12.0 0.1
Revised ϮϬϭϵ 12.0 0.2
Provisional ϮϬϮϬ 12.0 0.2
Note: Totals may not add due to rounding
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Kelowna International Airport Page 113
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Kelowna International Airport Kelowna International Airport (YLW) plays a vital part in the economic development and prosperity of the Okanagan Valley. YLW’s total economic impact is 4,545 jobs and $789 million in total economic output to the province of British Columbia. Serving over 2.0 million passengers in 2018, YLW offers more than 70 daily non-stop commercial flights with Air Canada, Air North - Yukon's Airline, Alaska Airlines, Central Mountain Air, Flair Airlines, Swoop, Pacific Coastal Airlines and WestJet to Calgary, Cranbrook, Edmonton, Prince George, Seattle, Winnipeg, Toronto, Vancouver, Victoria and Whitehorse, plus seasonal service to Cabo San Lucas, Las Vegas, Phoenix, Cancun, Puerto Vallarta and Varadero. Kelowna City Council has established an Airport Advisory Committee, which is led by the Mayor of Kelowna and includes representation from municipalities throughout the Okanagan Valley, to encourage participation from neighbouring communities. The aim is to provide high quality airport facilities in a safe and cost effective manner and assure the capability and flexibility to meet future changes in air transportation, technology and operations. Airport Development is responsible for overseeing all capital projects at the Airport from the planning phase to the handover to Airport Operations. These capital projects include, but are not limited to, construction and renovation. Airport Finance & Corporate Services is responsible for overseeing the financial well-being of the Airport including, but not limited to, budgeting, analytics and forward-looking modelling. Finance and Corporate Services also oversees significant purchasing projects, contracts and acquisitions. Airport Operations is responsible for the management, operations and maintenance of the day-to-day operations of the Airport. This includes, but is not limited to, management of the airlines and terminal building, management of groundside operations including parking, car rentals and ground transportation, safety and security, air service development, non-aeronautical business development, the customer experience, emergency preparedness and Airport fire and rescue.
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2020 Divisional drivers & activities Drivers • • • •
Operate and maintain safe and secure best in class facilities and services Foster economic development for the region Act in a financially responsible and sustainable manner Exceed the customer service expectations of the travelling public in collaboration with airport partners and the community
Activities Community Safety •
Residents Feel Safe o Commencement and completion of improvements to the intersection of Airport Way and Aerospace Drive to further improve the safety of pedestrians and cyclists o Purchase of airside equipment to maintain the airfield during snow operations and to support increased aircraft movements o Accomplish the goals set out in the Airport’s safety management system
Social & Inclusive •
Inclusivity and diversity are increasing o Working in partnership with the Canucks Autism Network to provide a more inclusive airport environment for families living with autism o Working in partnership with Pets and People to provide a more calming airport environment for travelers o Initiate a plan to implement the recommendations from the Rick Hansen Foundation audit
Transportation & Mobility • •
People of all ages and abilities can easily get around o Commencement of construction of Phase 1 and Phase North of the Airport’s terminal expansion Investments are connecting high density areas o Develop a plan to action the recommendations from the Okanagan Gateway Study
Vibrant Neighbourhoods • •
Site design and architecture is high quality, context sensitive and key sites are proactively planned o Commencement of construction of Phase 1 and Phase North of the Airport’s terminal expansion Accessible and multi-purpose amenities o Working with the Rick Hansen foundation to audit the existing facility and to provide input on the design of Phase 1 and Phase North of the Airport’s terminal expansion
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Economic Resiliency •
Key economic sector impact is increasing o Continue to develop and retain air service o Leasing and development of the East Lands airside lots o Commencement of construction of Phase 1 and Phase North of the Airport’s terminal expansion o Commencement of design of the expansion of Gate 10 and addition of Gate 11 o Leasing and development of the West Lands groundside lots
Environmental Protection
•
Greenhouse gas emissions are decreasing o Working towards obtaining Airport Carbon Accreditation Level 2 o Employment of sustainable principles and building performance improvements as a part of the construction of Phase 1 and Phase North of the Airport’s terminal expansion o Continued implementation of the Airport’s environmental management system
Financial Management •
Non-tax revenues are increasing o Increase in payment to the General Reserve
People
•
Ability to attract, select and retain talent o Hiring of the Airport Terminal and Groundside Manager o Moving the part-time Financial Analyst to full-time
Base Business
• • • • • •
Completion of phase two of a three phase rehabilitation of taxiway Delta Replacement of certain components of the passenger bridges to extend the useful lives of the bridges Completion of phase four of a six phase roof replacement program for the air terminal building Replacement of the Airport’s existing security network with a modern digital system to enhance the network’s capabilities and allow the interface of new technology devices and inputs Renovation and relocation of the RCMP offices, renovation and expansion of the CBSA offices, and renovation of the inbound domestic oversized baggage area Modifications and updates to the older areas of the terminal building and aging terminal building systems and equipment to ensure proper maintenance of infrastructure
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2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Divisional performance measures Actual 2018
Estimated 2019
Proposed 2020
2.08M
2.05M
2.05M
1
1
2
1.28M
1.34M
1.53M
8.17
8.33
8.36
4.22
4.25
4.25
Economic Resiliency – Key Economic Sector Impact is Increasing Meet long-term medium passenger activity forecast to 2025: 2.25M Environmental Protection – Greenhouse Gas Emissions Are Decreasing Carbon Accreditation Level Financial Management - Non-tax Revenues Are Increasing Payment to City of Kelowna ($) Financial Management – Cost to deliver services is quantified Airplane enplaned cost per passenger ($) Base Business - Customer satisfaction Airport service quality benchmark rating (out of 5.0)
Budget overview
Airport Fund Expenditures 12%
1%
28%
14%
25% 20%
Airport Finance & Corporate Services
Terminal
Airside
Groundside
Airport Debt
Airport Policing Total = $19 M
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Net Department expenditures ($ thousands) Departments Operating cost centres: Airport Airport Finance & Corporate 106 Services 230 Airside 231 Groundside 232 Terminal 233 Airport Improvement Fee 234 Airport Policing Net operating expenditures Capital cost centres: 312 Airport Capital Net capital expenditures Total Department net expenditures Note: Totals may not add due to rounding.
Actual 2018
Revised 2019
Provisional 2020
Change from prior year
Per cent change
3,304 (1,164) (1,603) (1,603) 0 189 (879)
5,971 (1,744) (2,243) (2,176) 0 193 0
5,933 (1,739) (2,229) (2,162) 0 197 0
0
0.0%
0 0 (879)
0 0 0
0 0 0
0 0
0.0% 0.0%
Description of Operating program changes ($ thousands) 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments 2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions: Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020 Note: Totals may not add due to rounding.
Total 0 0 0 0 0
0
0 0
0 0
FTE 47.7
0.2 47.9 0.5
0 0
48.4
0 0
0.0
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Comparison of 2019 and 2020 operating revenues and expenditures ($ thousands) 2019 Revised Budget Revenues Airport Administration Airport - Airside Operation Airport - Groundside Operation Airport - Terminal Operation
Variance
2020 Provisional
101 5,618 11,964 5,697
(1) (160) 5 (161)
100 5,458 11,969 5,536
23,379
(317)
23,062
5,139 3,837 3,307 5,507 193 900
(38) 440 (196) (79) 5 0
5,101 4,278 3,111 5,427 197 900
18,883
132
19,015
Net of Revenue and Expenditures
4,496
(448)
4,047
Net Contribution to Reserve
3,564
(448)
3,115
Non-AIF Capital Expenditures From Airport Fund
14,564
(11,394)
3,170
18,104
5,706
23,810
18,104
5,706
23,810
31 1,897 584
0 0 0
31 1,897 584
2,512
0
2,512
Net of Revenue and Expenditures
15,592
5,706
21,298
Net Contribution to Reserve
15,592
5,706
21,298
AIF Capital Expenditures From Airport Fund From Other Funding Sources
19,131 2,553
50,779 (2,553)
69,910 0
932 2,407
0 932
932 3,339
Expenditures Airport Administration Airport - Airside Operation Airport - Groundside Operation Airport - Terminal Operation Airport Policing Airport debt
Revenues Airport Improvement Fee Expenditures Administration Airport debt Interest expense
Surplus/(Deficit) Projected Accumulated Surplus
Airport Improvement Fee Debt
Note: Totals may not add due to rounding.
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2020 FINANCIAL PLAN
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Ȁ ȋ$ Ȍ Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 41.7 3.8
Actual 2018
Revised 2019
Provisional 2020
0 0 ( 35,814) ( 917)
0 0 ( 41,119) ( 504)
0 0 ( 46,639) ( 373)
0 0 ( 7,063) _____________ ( 43,794)
0 0 ( 6,164) _____________ ( 47,788)
0 0 ( 6,712) _____________ ( 53,724)
4,388 31 9,977 118 816 4,130 1,646
5,142 47 11,084 154 584 2,797 1,728
5,406 47 10,814 55 584 2,797 1,964
0 0 21,810 _____________ 42,916
0 0 26,252 _____________ 47,788
0 0 32,057 _____________ 53,724
( 879)
0
0
17,805 ( 17,805) _____________ 0 _____________ ( 879)
36,248 ( 36,248) _____________ 0 _____________ 0
73,080 ( 73,080) _____________ 0 _____________ 0
Actual 2018 40.2 5.5
Revised 2019 43.9 3.8
Provisional 2020 44.6 3.8
Note: Totals may not add due to rounding
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2020 Operating Requests Provisional Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
40,000
(40,000)
0
0
0
0
OG
606,000
(526,000)
0
(100,000)
20,000
0
OG
0
12,000
0
0
(12,000)
0
OG
138,000
(150,000)
0
0
12,000
0
OG
0
130,000
0
0
(130,000)
0
OG
784,000
(574,000)
0
(100,000)
(110,000)
0
56,800
(56,800)
0
0
0
0
OG
25,900
(25,900)
0
0
0
0
OG
0
0
0
0
0
0
OG
Total Growth
82,700
(82,700)
0
0
0
0
Department Priority 1 Total
866,700
(656,700)
0
(100,000)
(110,000)
0
Total Priority 1 Operating
866,700
(656,700)
0
(100,000)
(110,000)
0
Airport Maintain 123 Finance and Administration 123 Airside 124 Groundside 124 Terminal 125 Airport Improvement Fee Total Maintain Growth 125 Airport Terminal and Groundside Manager Position 126 Financial Analyst Position 126 Airport Operations Technician Position
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
City Manager Airport
Title:
Finance and Administration
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Airport finance and administration budgeted expenditures have increased due to the update to YLW's Economic Impact Study in 2020. This request is funded equally from the Airport Airside, Groundside and Terminal Reserves.
Strategic Direction: 2020 2021 2022
Cost 40,000 40,000 40,000
Other - Supports Base Business Reserve (40,000) (40,000) (40,000)
Division: Department:
City Manager Airport
Title:
Airside
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The Airport's Airside budgeted expenditures have increased more than the Airside budgeted revenues for 2020. Revenues and expenditures both increased by $100K due to YLW becoming involved with the Western Diversification project in 2019, which would reimburse YLW for certain expenditures. The increase in expenditures is mainly due to the planned development of the East Lands in 2020 combined with the upgrading of a security gate on the apron, the potential need to replace foam for fire fighting due to environmental best practices, the purchase of spare parts to help reduce the amount of time it takes to repair critical infrastructure, working towards obtaining Airport Carbon Accreditation Level 2, and completion of a Rick Hansen audit of the terminal building. This request is funded from the Airport Airside Reserve.
Strategic Direction: 2020 2021 2022
Cost 606,000 606,000 606,000
Economic resiliency - Key economic sector impact is increasing Reserve (526,000) (526,000) (526,000)
Borrow 0 0 0
Fed/Prov (100,000) (100,000) (100,000)
Dev/Com 0 0 0
Revenue 20,000 20,000 20,000
Utility 0 0 0
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2020 FINANCIAL PLAN
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2020 Operating Request Details Division: Department:
City Manager Airport
Title:
Groundside
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The increase in Airport Groundside revenues is due to Ebus commencing service at YLW. These revenues will be contributed to the Airport Groundside Reserve.
Strategic Direction: 2020 2021 2022
Financial management - Non-tax revenues are increasing
Cost 0 0 0
Reserve 12,000 12,000 12,000
Division: Department:
City Manager Airport
Title:
Terminal
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (12,000) (12,000) (12,000)
Utility 0 0 0 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The Airport's budgeted Terminal revenues have decreased while the Airport's budgeted Terminal expenditures have increased. The increase in budgeted Terminal expenditures is due to the purchase of spare parts to help reduce the amount of time it takes to repair critical infrastructure. The decrease in budgeted Terminal revenues is due to Swoop commencing and Air Transat ceasing air service at YLW in 2019. This request will be funded by the Airport Terminal Reserve.
Strategic Direction: 2020 2021 2022
Cost 138,000 138,000 138,000
Other - Supports Base Business Reserve (150,000) (150,000) (150,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 12,000 12,000 12,000
Utility 0 0 0
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2020 FINANCIAL PLAN
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2020 Operating Request Details Division: Department:
City Manager Airport
Title:
Airport Improvement Fee
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The Airport's budgeted AIF revenues have increased due to Swoop commencing and Air Transat ceasing air service at YLW in 2019. These revenues will be contributed to the Airport AIF Reserve.
Strategic Direction: 2020 2021 2022 Division: Department:
Cost 0 0 0
Financial management - Non-tax revenues are increasing Reserve 130,000 130,000 130,000
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
City Manager Airport
Revenue (130,000) (130,000) (130,000)
Utility 0 0 0 Growth
Priority: 1
ON-GOING
Title: Airport Terminal and Groundside Manager Position PROVISIONAL Justification: The Airport Terminal and Groundside Manager would be responsible for the oversight and management of the Airport's terminal building and groundside operations including ground transportation, parking, car rentals, and food and beverage concessions. These aspects of the Airport's business are currently managed on a day-to-day basis by the Airport Duty Managers. The 38% growth in passengers that YLW experienced between 2013 and 2018, has significantly increased the need for oversight, long-term planning and strategic engagement with these partners. The addition of the Airport Terminal and Groundside Manager would increase strategic direction and oversight of these important services and revenue streams, while providing the Duty Managers with the ability to focus on the increasing requirements of daily operations. The Airport Terminal and Groundside Manager would be a full-time position reporting in to the Airport Operations Manager.
Strategic Direction: 2020 2021 2022
Cost 56,800 110,400 110,400
Financial management - Non-tax revenues are increasing Reserve (56,800) 273,600 292,600
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 (384,000) (403,000)
Utility 0 0 0
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2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
City Manager Airport
Title:
Financial Analyst Position
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The part-time Airport Financial Analyst has been with the Airport since the summer of 2018 with the other 50% of their time spent on Corporate Financial Services. The addition of a part-time Financial Analyst has been of great value to the Airport. Moving this position to full-time would allow the Airport to further improve its financial stewardship, move strategic initiatives forward more quickly and strengthen the Airport's succession plan. This position would continue to report to the Financial Services Supervisor with their day-to-day work managed by the Senior Airport Finance and Corporate Services Manager. The Airport Financial Analyst would continue to be funded from the Airport. The Financial Services Financial Analyst will move to full-time. The 50% additional time will be used to support and mitigate risk in the Treasury and Banking functions of Corporate Finance. The City must protect its financial assets through enhanced internal and external controls and management.
Strategic Direction: 2020 2021 2022
Cost 52,300 102,700 102,700
People - Ability to attract, select & retain talent Reserve (25,900) (51,000) (51,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
City Manager Airport
Title:
Airport Operations Technician Position
Dev/Com 0 0 0
Revenue 0 0 0
Taxation (26,400) (51,700) (51,700) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The Airport's significant growth in the past five years has put pressure on the Airport Operations Specialist/ Firefighter (AOS/FF) program for winter operations, summer airside maintenance, and increased responsibilities running the Airport Operations Centre. The hiring of an Airport Operations Technician (AOT) instead of a winter casual position would reduce the annual training and escorting requirements, and increase the time spent on winter operations, summer airside maintenance as well as efficiencies in the Airports Operations Centre. This position would result in a $42K reduction in budget for casual salaries and wages in 2020, which is equal to the increased cost for the AOT in 2020. This position would be funded equally from the Airside, Groundside and Terminal Reserves.
Strategic Direction: 2020 2021 2022
Cost 0 36,000 36,000
People - Ability to attract, select & retain talent Reserve 0 (36,000) (36,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Planning & Development Services Page 127
2020 FINANCIAL PLAN
CITY OF KELOWNA
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Planning & Development Services The Planning & Development Services division focuses on long-term planning and development-related planning and services. The division has three departments: Policy & Planning, Development Planning and Development Services. Development Planning is a progressive department that reviews, plans, promotes and advocates change that moves the city towards the Kelowna envisioned by Imagine Kelowna and the policy direction of the Official Community Plan. The work of this Department is focused on processing land use and development permit applications, and providing advice and information on planning processes to Council and the public. Development Services develops and implements operational policies, processes and practices to ensure compliance with bylaws, codes, regulations and Council policies with respect to building/development approvals and business licensing in the City. These rules govern the development process for road construction, utilities installation, building construction and the licensing of businesses in buildings through to completion and occupancy. Policy & Planning is a future-forward department that sets the course for Kelowna’s future by anticipating trends, understanding best practices and shaping innovative policy for short and long-term community goals. It develops leading-edge planning policy based on extensive research in land use, housing, built and natural environments, heritage, and data analytics that builds a foundation for strong and diverse community neighbourhoods. Research outputs are also used to help inform the work undertaken by other City Divisions.
2020 Divisional drivers & activities Drivers • • • •
Quality Results One Team approach Adding value for citizens and customers Innovating through measured risk taking
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2020 FINANCIAL PLAN
• • •
CITY OF KELOWNA
Collaborating and communicating effectively Following through – a focus on results Balancing facilitation and regulation
Activities Community Safety • • •
The newly adapted Building Act requires the mandatory certification of building officials to ensure safety compliance through implementation of a training program Perform approximately 26,500 onsite inspection visits in 2020 for plumbing, gas and building applications Continue to implement Retail Cannabis zoning regulations to support this emerging new business category
Social & Inclusive •
• • • • •
Administer the City’s Rental Housing Grants totaling $320,000 to support the City’s most pressing housing needs. An annual target of 400 purpose-built rental units is required to meet the need for future rental housing Develop an ‘Affordable Housing Land Acquisition Strategy’ as part of the action items to deliver on the City’s Healthy Housing Strategy implementation Continue to implement the Healthy Housing Strategy actions through policy amendments, programs, and services to increase the City’s housing affordability and tenure Host an annual Housing Symposium and Housing Collaboration to raise the common education of housing resources to various stakeholders and nurture external relationship networks Continue to implement the actions of the ‘Community for All’ strategic plan Continue to strengthen partnerships with Interior Health Authority (IHA), Okanagan College and UBCO to share data and research, and collaborate on joint initiatives where feasible
Transportation & Mobility • •
Continue leadership on the Okanagan Rail Trail Interjurisdictional Committee for the protection, enhancement and optimization of this regional asset Acknowledge the importance of Rail Trail Land Use Planning by reviewing existing land uses along rail trail and update the Zoning Bylaw to increase building setbacks and landscape standards along rail trail corridor
Vibrant Neighbourhoods •
Continue the multi-year process of the 2040 Official Community Plan update that will serve as the City’s growth strategy. This Master Plan is a long-term community document that will help align the City’s short and long term planning priorities, as well as develop an implementation plan that identifies phasing of actions to respond to an expanding population with evolving needs and priorities
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Economic Resiliency • • •
Review existing liquor policies related to liquor retail sales, liquor primary establishments, and liquor licensing for commercial and agricultural areas Administer the Heritage Building Tax Exemption Program to encourage the ongoing restoration, rehabilitation and maintenance of the community’s heritage buildings Administer the Revitalization Tax Exemption Program to encourage new residential and commercial development to locate within the City’s urban centers and promote attractiveness of these locations to existing and potential residents
Environmental Protection •
• • • • •
Investigate a Tree Protection Bylaw for the preservation and protection of trees on private property to help to maintain the City's existing urban tree canopy and increase its capacity over time Scope the options to develop a Community Electric Vehicle Strategy Explore the development of a Community Energy Retrofit Strategy that would target existing building stock to address energy efficiency and GHG emission reductions in existing buildings Develop an Energy Step Code Implementation Strategy for Part 3 Buildings and to help prepare the building industry for the expected changes to the BC Building Code Implement the Energy Step Code Strategy for Part 9 Residential Buildings Implement activities in the Community Climate Action Plan to continue to meet the updated GHG community reduction target
Financial Management • •
Implement the Deferred Revenue, Performance Bonding & Letter of Credit Action Plan to ensure that infrastructure commitments are achieved in a timely manner Report on the Climate Action Revenue Incentive Program with respect to the climate progress made in 2019 and the plans for 2020, including the latest corporate GHG emissions data and to highlight GHG emissions reduction projects
Clear Direction • • • •
Advance progress on Bylaw 7900 Updates, Council Policy 265 & 266 Renewal & Streamlined Application Process Continue to refine regulations for retaining walls and corresponding slope stability assurances Improve the application process for building strata process conversions Review residential hillside zones to identify improvements based on feedback from developers and builders, and overall outcomes of the zones as developed and consider opportunities to meet hillside development objectives related to steep slopes, visual impact, wildfire mitigation, environmental protection, etc.
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Base Business • • • • •
• •
•
Continue the methodical execution of the City’s Land Use Contract Termination strategy as per legislative requirements Initiate a Community Outreach Strategy to improve community engagement and education about current planning initiatives and developments Publish the City’s Annual Housing Report to keep the community informed about the evolving housing trends for our City Publish the City’s Annual Community Trends Report that is a future-forward examination of emerging trends that our community needs to be responsive to Execute the final stages of the Planning and Development Services software replacement to improve functional file management of land development, construction activity, business licencing and other permitting functions that the Division is accountable for Continue to implement the Agriculture Plan to ensure advancement of agricultural policy is achieved. Administer the Heritage Advisory Committee and Agricultural Advisory Committee to support the heritage and agricultural development application review process through various external technical perspectives Update the Heritage Conservation Area Development Guidelines to acknowledge the evolution of this important community asset and to provide elevated guidance for heritage development application review
2020 Divisional performance measures Actual 2018
Estimated 2019
Proposed 2020
# of business licenses
9,672
10,650
10,800
# of business license applications
3,528
4,123
3,750
# of licensing compliance files
343
413
450
# of development applications processed
877
800
750
# of development files authorized by Council
234
225
210
Construction value of building permits ($)
913M
840M
700M
# of building permits
2,574
2,320
2,150
# of gas permits
4,256
4,020
3,900
# of plumbing permits
1,864
1,816
1,800
Total # of building inspections
13,376
12,119
12,005
Total # of plumbing & gas inspections
14,784
14,050
14,010
430
420
410
Program outputs
# of development applications reviewed
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Continued # of engineering construction drawings reviewed
112
105
100
# of utility drawings reviewed
294
310
297
# of building permit applications reviewed by Development Engineering
81
75
60
# of strata applications reviewed by Development Engineering
10
8
7
# of road release reviewed
20
16
15
# of deferred revenue releases
24
30
75
# of 3rd Party release of Right of Ways
39
36
35
# of As-Builts drawings reviewed
15
25
16
Total # of site inspections conducted by Development Engineering
30
31
35
# of staff initiated Zoning Bylaw amendments (improvements)
6
5
5
# of Community Heritage Commission meeting (staff supported)
8
3
9
# of Agricultural Advisory Committee meetings (staff supported)
7
6
9
1-2 family building permit applications approved for issuance within 10 working days (%)
96
96
97
Inspections made within 48 hours or request (%)
95
96
97
Building permit applications for commercial, multi-family, industrial and institutional approved for issuance within 20 working days (%)
84
85
85
Open files that were processed to completion (%)
68
60
55
# of Director approved development/heritage permits
134
100
90
# of total mobile licences by year
1,179
1,202
1,230
# of total new licences by year
1,546
2,358
1,700
80
76
68
12.06
12.5
12
Inspection costs recovered by permit revenues (%)
100
100
100
Building permits issued within 2 days or less (%)
21
25
25
Ensuring timely and complete inspections and license release within 2 weeks (%)
75
76
80
Program outcomes
Efficiency measures # of development applications per planner Average number of inspections per inspector per day
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Continued Customer satisfaction # of closed service requests: Development Planning
93
102
115
External stakeholder & community meetings
101
85
85
3,070
1,050
1,000
# of information booklets/bulletins created by Building & Permitting
6
8
6
# of new (or renewed) partnerships formed (Policy & Planning)
6
7
7
Consultation Innovation & learning
Budget overview
Per cent of General Fund operating
Division Summary 7%
0%
48% 45%
100% Planning and Development Net Operating General fund operating = $151 M
Policy & Planning
Community Planning
Planning and Development Total = $0.4 M
Net Divisional expenditures ($ thousands) Departments
Actual
Revised
Provisional
2018
2019
2020
262
235
226
262
235
226
(7,441) 319
(3,930) (1,498)
(5,079) (1,416)
Change from prior year
Per cent change
(8)
(3.5%)
Operating cost centres: Planning and Development 144 Planning and Development Development Services 148 Development Services 138 Business License
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2020 FINANCIAL PLAN
Continued 149 151 178
CITY OF KELOWNA
Building, Plumbing & Gas Inspections Building & Permitting Development Engineering
Policy & Planning 153 Policy & Planning 235 Long Range Policy Planning
1,389 1,826 160
1,471 2,008 257
1,497 2,050 261
(3,747)
(1,692)
(2,687)
1,137 284
1,109 319
1,130 367
(995)
58.8%
69
4.8%
1,421
1,428
1,496
Community Planning 146 Urban Planning management 147 Development Planning 181 Suburban & Rural Planning 253 Community Planning Services
746 (342) 644 85
738 (430) 750 139
749 (348) 805 177
Net operating expenditures
1,132
1,197
1,383
186
15.5%
Net operating expenditures Capital cost centres:
(932)
1,167
418
(749)
(64.2%)
0
0
0
0
0
0
0
0.0%
(932)
1,167
418
(749)
(64.2%)
Net capital expenditures Total Division net expenditures Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands) 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments 2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions:
(70) 0 187 (1,028)
FTE
1,167
76.9 (1.0)
(911)
0.4 1.5
256
77.8
162
1.3 162
Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020
Total
40 0
418
79.1
40 40
0.0
Note: Totals may not add due to rounding.
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Ƭ Ǧ Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 70.8 2.8
Actual 2018
Revised 2019
Provisional 2020
0 0 ( 10,032) ( 138)
0 0 ( 7,630) ( 206)
0 0 ( 8,652) 0
0 0 ( 431) _____________ ( 10,601)
0 0 ( 441) _____________ ( 8,276)
0 0 ( 50) _____________ ( 8,702)
6,813 87 1,236 32 0 0 55
7,542 102 1,526 17 0 0 55
7,625 106 1,114 19 0 0 55
14 0 1,432 _____________ 9,669
200 0 0 _____________ 9,443
200 0 0 _____________ 9,120
( 932)
1,167
418
0 0 _____________ 0 _____________ ( 932)
0 0 _____________ 0 _____________ 1,167
0 0 _____________ 0 _____________ 418
Actual 2018 62.0 10.4
Revised 2019 72.2 4.7
Provisional 2020 75.2 3.9
Note: Totals may not add due to rounding
Page 136
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
10,000
0
0
0
0
0
(10,000) OG
10,000
0
0
0
0
0
(10,000) OG
10,000
0
0
0
0
0
(10,000) OG
30,000
0
0
0
0
0
(30,000)
82,900
0
0
0
0
0
(82,900) OG
50,000
(50,000)
0
0
0
0
0 OG
132,900
(50,000)
0
0
0
0
(82,900)
49,500
0
0
0
0
0
(49,500) OG
Total New
49,500
0
0
0
0
0
(49,500)
Division Priority 1 Total
212,400
(50,000)
0
0
0
0
(162,400)
Total Priority 1 Operating
212,400
(50,000)
0
0
0
0
(162,400)
Planning & Development Services Division Maintain 138
Planning - Consulting Services
138 Neighbourhood and Suburban Planning Initiatives 139 Heritage Conservation Guidelines Update Total Maintain Growth 139 Official Community Plan Contract Position Extension 140 Offsite & Oversize Account Growth Total Growth New 140
Planner II Position
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Planning & Development Services Development Planning
Title:
Planning - Consulting Services
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Consulting services funding increase requested to create additional budget for urban planning initiatives and projects to support the department's five year work plan. The proposed funding will allow priority projects to move forward. In 2020 those projects include a Liquor Policy update and Zoning Bylaw update.
Strategic Direction: 2020 2021 2022
Cost 10,000 10,000 10,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Planning & Development Services Development Planning
Title:
Neighbourhood and Suburban Planning Initiatives
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Additional funding is requested to increase the capacity of the professional consulting services budget for neighbourhood and suburban planning initiatives over the coming years to align with work planning objectives. The proposed budget increase will allow the following priority projects to be implemented including the Tree Protection Bylaw and Hillside Zone review.
Strategic Direction: 2020 2021 2022
Cost 10,000 10,000 10,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000)
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2020 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
Heritage Conservation Guidelines Update
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The City has designated Heritage Conservation Areas (HCA) to provide long-term protection for distinctive areas that are known to contain special heritage value and/or heritage character. Heritage Conservation Areas are used to protect the buildings, other structures, land or features that contribute to the overall heritage character of a neighbourhood. The current Guidelines are outdated (22 years since their last publication) and a review and update will help to improve the results of the development process for changes in the City's Heritage Conservation Area.
Strategic Direction: 2020 2021 2022
Cost 10,000 10,000 10,000
Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Planning & Development Services Policy & Planning
Title:
Official Community Plan Contract Position Extension
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The planned major update to Kelowna's 2040 Official Community Plan is underway. This contract position is leading the plan update project. An extension to the contract is required to complete the project. It is anticipated that the position is required for an additional 15 months.
Strategic Direction: 2020 2021 2022
Cost 82,900 55,270 0
Clear direction - Common understanding of future direction Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (82,900) (55,270) 0
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2020 Operating Request Details Division: Department:
Planning & Development Services Development Services
Title:
Offsite & Oversize Account Growth
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Offsite & Oversize account funds are a critical tool to achieving key infrastructure upgrades in conjunction with development projects. Funds are leveraged in combination with deferred revenue to complete missing sidewalk and infrastructure connections not covered by development projects. Directly linked to volume of construction activity, construction activity has significantly increased and increases are requested so that Offsite and Oversize account funding can keep pace. A budget increase in this account will allow the City to reduce the amount of cash-in-lieu (deferred revenue) held by helping translate it into completed frontage (sidewalk and related infrastructure) improvement projects.
Strategic Direction: 2020 2021 2022
Cost 50,000 50,000 50,000
Other - Supports Base Business Reserve (50,000) 0 0
Borrow 0 0 0
Division: Department:
Planning & Development Services Policy & Planning
Title:
Planner II Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (50,000) (50,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for a Planner II position to support the operations of the Policy and Planning Department. This Planner II position will focus on the role of data analytics to assist planning efforts to understand the impacts of population density, transportation, the public realm and visualization of density. The use of analytics in community planning will aid the Department's strategies to turn data findings into solutions and responses. When used and analyzed from the appropriate professional lens, reliable data can facilitate interagency collaboration, improve partnerships with the private sector, and expand public engagement. Innovative uses of data will advance the City's efforts in long range planning, development application review, urban centre and neighborhood planning, and aid in the optimization of capital expenditures for infrastructure investment.
Strategic Direction: 2020 2021 2022
Cost 49,500 96,900 96,900
Clear direction - Innovation is encouraged & supported Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (49,500) (96,900) (96,900)
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
40,000
0
0
0
0
0
(40,000) OT
Total Growth
40,000
0
0
0
0
0
(40,000)
Division Priority 2 Total
40,000
0
0
0
0
0
(40,000)
Total Priority 2 Operating
40,000
0
0
0
0
0
(40,000)
Planning & Development Services Division Growth 142 Community Amenity Contributions Analysis Project
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
Community Amenity Contributions Analysis Project
Growth
Priority: 2
ONE-TIME PROVISIONAL
Justification: Provincial legislation allows local government to apply Community Amenity Contributions for development that is seeking a change in zoning. This project would examine the introduction of a Community Amenity Contribution program to advance opportunities to obtain additional community benefits.
Strategic Direction: 2020
Cost 40,000
Social & inclusive - Policy guides where the city invests resources Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (40,000)
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Partnerships & Investments Page 143
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Partnership & Investments The Partnership & Investment division focuses on strategic investments in real estate, including investment in parks and city buildings. The division has an expanded mandate which includes a partnership office (initiatives to bring new revenue, partnership opportunities and grants to the City), as well as a new focus on intergovernmental affairs. The division has three departments: Real Estate, Parks & Building Planning and Business & Entrepreneurial Development. Business & Entrepreneurial Development is the business arm of the City that seeks innovative opportunities to achieve community goals. Business and economic development, financial and business investment evaluation, strategic negotiations and governance advisory services are the strategies employed to achieve the defined goals of this program. Parks and Buildings Planning anticipates future park, facility and public art needs with a view to providing the best value to our citizens. Individual projects are prioritized with a multiple bottom line approach that includes financial, social, cultural and environmental aspects. The department develops asset management plans for each asset class as well as short and longrange capital and related financial plans based upon new, renewal and growth requirements. Real Estate Services serves to maximize the value and utility of Kelowna’s Real Estate Assets to a standard that sets the benchmark for the best mid-sized city in North America. In order to accomplish our corporate vision, we are committed to being fair, equitable and efficient when acquiring, developing, managing, maintaining and disposing of the City’s real estate and building assets.
2020 Divisional drivers & activities Drivers • • • • •
Quality Adding value for citizens and customers Innovating through measured risk taking Collaborating and communicating effectively Following through – a focus on results
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Activities Community Safety • • •
Lighting upgrades to City parkades to improve visibility Feasibility study for a purpose built shelter based on industry best practices in design and operations On-going dialogue with BC Housing to explore land acquisition opportunities that can be used in partnership with BC Housing to meet our community’s affordable housing needs
Social & Inclusive • • •
Review and update of the City’s accessible parking permit program Installation of automatic door controllers at the Library and Chapman Parkades Feasibility study for a housing facility to accommodate those with the most complex needs within our community
Transportation & Mobility • • • • •
Implementation of recently completed downtown area Parking Plan/Strategy Completion of Parking Plan/Strategy for the Capri-Landmark area Formalization of a new transit facility at 4690 Highway 97 N Completion of land requirements associated with an overpass linking Central Green to the downtown Acquisition of key land holdings as required to construct transportation initiatives scheduled for 2020 and 2021
Vibrant Neighbourhoods • • • • • • • • • • • • • • • •
Formalize 2020 City Park waterfront activity concession Research and recommend best practices for downtown mobile food vendor program Prepare redevelopment plan for key municipal sites in the downtown area/Harvey Ave corridor Pursue acquisition of various key park properties through the City’s DCC program Development of a parks masterplan that establishes priorities between the various park types and addresses future park development and renewal based on the needs of the community and stakeholder groups Confirm 2040 park strategy in conjunction with the 2040 Official Community Plan Review the City’s 10-Year Capital Plan in light of the newly implemented Parks Development DCC Update Bylaw 7900 to include specific trails and parks requirements City Park promenade design and construction Exploration of alternatives to typical bare earth, fenced enclosure dog parks, and implementation of additional off-leash dog parks within the parks system to meet demand Expansion of Sarson’s Beach to provide additional waterfront park capacity Joint Education, Health & Wellness Facility & Apple Bowl Explore a viable partnership model with School District #23 regarding the construction and operation of the Joint Education, Health and Wellness Facility Prepare schematic design of enhancements to Boyce Gyro Beach Park in conjunction with neighborhood development partners Prepare schematic design for Canyon Falls parking lot adjacent to South Perimeter Road. Prepare schematic design for Knox Mountain Park entrance area
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2020 FINANCIAL PLAN
•
• • •
CITY OF KELOWNA
Develop a masterplan to identify goals, locations, and funding for the public art program, and define parameters for partnerships o Public Art o Installation of various public art pieces at Interior Health building, Kelowna Police Services Building and Boyce-Gyro Beach Park Development of a multi-sport fieldhouse at Rutland Recreation Park Housing needs assessment / affordable housing feasibility study for tourism sector employees Feasibility for development and operation of cultural hub as part of re-development of 350 Doyle Avenue
Economic Resiliency • • • •
Explore alternative revenue generation opportunities through the lease/license of City lands Work with internal City divisions and departments to identify new assets to continue to establish new non-taxation revenue streams Establishment of a program to connect local start-up community to solving city challenges through a request for proposal process Development, adoption and implementation of an Unsolicited Bid Proposal policy to enhance opportunities to provide services in a different way
Environmental Protection • •
Installation of electric vehicle charging stations at various municipal parking lots Conclusion of the long term shoreline plan with consensus between all parties, and an agreed plan for the section of shoreline between Mission Creek and Rotary Beach, including a preferred model for Cook Rd boat launch
Financial Management • • • • • • • •
Lease out recently subdivided Kelowna International Airport groundside west lands Create a cellular tower lease policy Assist with the redevelopment of Kelowna International Airport east lands in a manner that maximizes value to the city Establish and maintain contact with agencies that provide grants to local government Identify available grant opportunities and advise applicable department personnel of grant opportunities Maximize revenue generation through a coordinated corporate program (including tiered bundling) to grow the sponsorship and advertising program at a rate that encourages community acceptance Continue to grow revenue thru marketing of the City’s Dark Fibre network Develop and implement advanced course in strategic negotiations training to facilitate better deals and financial outcomes
Clear Direction • •
Finalization of Parking Governance review, along with implementation of any associated action items Finalization of the long-term Civic Accommodation Plan, including a review of accommodation impacts on City Hall
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2020 FINANCIAL PLAN
•
CITY OF KELOWNA
Drafting of a long-term City Yards Accommodation Plan to assess the needs and capacity associated with the Civics Works Yard and Waste Water Treatment Facility Consult and prepare a program and schematic design for the expansion of the Capital News Centre to provide two new ice sheets and additional sports facilities Design and implement foundational program administration tools for successful fulfillment of the Sponsorship and Advertising program within the Partnership and Investment department Build a prospect clearance process and interdepartmental sponsorship coordination team. Tourism Kelowna Destination Management Plan / allocation of City funding Partnership Inventory / Partnership Reporting Framework Development and implementation of innovation-based training program to senior staff to encourage new and creative approaches to doing business at City Hall
• • • • • • People • • • • •
Implementation of corporate and branch employee engagement action items Provision of staff coaching and/or professional development opportunities Schematic design for the next phase of City Hall renovations Build and establish long term positive relationships with sponsors and partners to ensure prospect pipeline transitions to renewals Complete accreditation as a professional Partnership Broker
Base Business
• •
• •
Residential Parking Permit program update and system replacement to offer online application and renewal options Administer a preventative maintenance program for the residential rental portfolio Assess and act on land acquisition opportunities that align with the Land Strategy and maximize triple-bottom line returns for the city Continue to share information internally about the mandate and role of the Partnership Office as a corporate resource
2020 Divisional performance measures Actual 2018
Estimated 2019
Proposed 2020
9
14
16
# of business enquiries handled
464
662
500
# of key employer site vistis
18
16
16
# of Mayor company site tours
8
6
6
Value ($)
10M
12M
10M
Area (acre)
300
65
70
Program outputs # of fibre network customers
Property acquisition
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2020 FINANCIAL PLAN
CITY OF KELOWNA
# of parcels acquired
50
45
50
5.0M
7M
7M
Area (acre)
50
45
55
# of parcels acquired
15
8
10
Arrears ratio building (amount collected / amount due) (%)
98
99
99
Rental vacancy rate (%)
1.5
0.5
0.5
# of residential parking permits issued
2,528
2,900
3,000
# of accessible parking permits issued
3,667
3,700
3,800
# of PayByPhone system transactions
379,942
535,350
580,000
# of online payment transactions
22,481
23,400
24,000
# of monthly parking wait list entries (end of year)
269
300
400
# of grant applications submitted
22
24
24
Value of grant applications submitted ($)
95M
137M
# of grant applications awarded funding
10
6
Value of grant applications awarded funding ($)
2M
23M
7
10
11M
56M
Park property acquisition Value ($)
# of grant applications denied Value of grant applications denied ($)
10
# of sponsorships and advertising cold calls
25
50
# of sponsorship contract renewals
3
2
# of new sponsorship prospects
6
12
# of new sponsorship contracta
2
6
Program outcomes Assessed value of City real estate ($) Land
1.15B
1.40B
1.50B
Improvements
325M
432M
500M
147
210
210
1,380
2,500
2,600
85
10
10
Efficiency measures # of service requests per staff member – Parking Services Customer satisfaction # of closed service requests - Parking Services Innovation & learning # of scheduled training/education sessions provided by staff
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Budget overview
Division Summary
Per cent of General Fund operating 1% 33%
30%
99% 37% Partnerships and Investments
Business and Entrepreneurial Development
Net Operating
Parks and Building Planning
General fund operating = $151 M
Real Estate Services
Total = $1.6 M
Net Divisional expenditures ($ thousands) Departments Operating cost centres: Real Estate Services 155 Real Estate Services Department 252 Parking Services 157 Property Management 116 Real Estate Services manager 118 Strategic Land Development Business and Entrepreneurial Development 250 Business and Entrepreneurial Development 273 Sponsorship & Advertising 276 Partnerships and Investments Parks and Building Planning 173 Parks and Building Planning Net operating expenditure Capital cost centres: 300 Real Estate and Parking Capital Net capital expenditures Total Division net expenditures Note: Totals may not add due to rounding.
Actual 2018
Revised 2019
Provisional 2020
Change from prior year
Per cent change
237 (150) (164) 316 128 367
252 (150) (246) 395 128 379
253 (150) (105) 398 128 523
144
38.0%
354 79 0 433
539 (21) 226 744
539 (283) 229 485
(260)
(34.9%)
678 678 1,478
875 875 1,999
594 594 1,602
(282) (397)
(32.2%) (19.9%)
684 684 2,162
676 676 2,675
737 737 2,338
61 (337)
9.0% (12.6%)
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2020 FINANCIAL PLAN
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Description of Operating program changes ($ thousands) 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments 2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions: Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020 Note: Totals may not add due to rounding.
Total 1,999 (311) 0 (264) 12
0.7 (563) 1,436
166
80 0
FTE 26.7
27.4 0.5
166 1,602
27.9
80 80
0.0
Page 151
2020 FINANCIAL PLAN
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Ƭ Ǧ Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 16.5 6.1
Actual 2018
Revised 2019
Provisional 2020
0 0 ( 9,791) ( 14)
0 0 ( 7,777) ( 84)
0 0 ( 8,540) ( 212)
( 43) 0 ( 250) _____________ ( 10,098)
( 86) 0 ( 493) _____________ ( 8,440)
( 268) 0 ( 590) _____________ ( 9,610)
2,062 52 2,129 1,221 0 0 217
2,796 54 2,699 1,406 0 0 198
2,883 55 3,140 1,370 0 0 198
5,433 0 462 _____________ 11,576
3,273 0 14 _____________ 10,439
3,553 0 14 _____________ 11,212
1,478
1,999
1,602
17,365 ( 16,681) _____________ 684 _____________ 2,162
5,226 ( 4,550) _____________ 676 _____________ 2,675
3,139 ( 2,402) _____________ 737 _____________ 2,338
Actual 2018 14.9 6.3
Revised 2019 20.3 6.4
Provisional 2020 21.5 6.4
Note: Totals may not add due to rounding
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Parkinson Recreation Centre – Joint Education, Health and Wellness Facility 154 Housing For Those With Complex Needs 155 Parks Master Plan
500,000
(300,000)
0
0
(200,000)
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
155 Provision of Shelter Services Optimization of Physical Locations 156 Strategic Land Development Projects 156 Parks and Landscape Planner Position 157 Accessible Parking Program Review
100,000
(100,000)
0
0
0
0
0 OT
190,000
(190,000)
0
0
0
0
0 OT
27,100
0
0
0
0
0
(27,100) OG
30,000
(30,000)
0
0
0
0
0 OT
1,047,100
(820,000)
0
0
(200,000)
0
138,400
0
0
0
0
0
(138,400) OG
38,000
(38,000)
0
0
0
0
0 OT
40,000
(40,000)
0
0
0
0
0 OG
Total Growth
216,400
(78,000)
0
0
0
0
(138,400)
Division Priority 1 Total
1,263,500
(898,000)
0
0
(200,000)
0
(165,500)
Total Priority 1 Operating
1,263,500
(898,000)
0
0
(200,000)
0
(165,500)
Partnerships & Investments Division Maintain 154
Total Maintain
(27,100)
Growth 157 Lease and Building Costs 158 Parking Strategy - Capri-Landmark Area Plan Development 158 Parking Analytics System
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Parkinson Recreation Centre – Joint Education, Health and Wellness Facility
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: The City and School District 23 have been pursuing a potential partnership to replace Parkinson Recreation Centre and build a new high school as a shared facility. This opportunity seeks to integrate the operations between the two organizations for the mutual benefit of both parties through increased recreation spaces and shared programming. Most significant would be the greater focus for all Kelowna residents on healthy living across generations. Budget is requested for staff time and associated consultant work prior to finalizing an agreement, prepare for grants, and initial preparation for an Alternate Approval Process and Ministry of Education submission. All consulting costs will be shared with the School District.
Strategic Direction: 2020
Cost 500,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (300,000)
Borrow 0
Fed/Prov 0
Division: Department:
Partnerships & Investments Real Estate
Title:
Housing For Those With Complex Needs
Dev/Com 0
Revenue (200,000)
Utility 0
Taxation 0 Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: With the increasing level of demand for shelter services, key stakeholders - including BC Housing and Interior Health have acknowledged the need for specialized shelter resources allocated to clients with complex and unique needs (e.g. mental health needs, alcohol and drug dependency needs, etc.). As the current inventory of shelter units is not equipped to house individuals with these types of challenges, staff are requesting budget dedicated to resourcing a formal review of how to best meet the complex housing needs of our community in conjunction with BC Housing, Interior Health, and other service providers.
Strategic Direction: 2020
Cost 100,000
Social & inclusive - Homelessness is decreasing Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2020 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Parks Master Plan
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to develop a comprehensive Master Plan for our active parks. The Master Plan will establish priorities between five park types: city-wide, recreation, community, neighbourhood and linear. As well the Plan will identify needs of different stakeholder groups, and create a plan for future park development and renewal moving forward. Development of the Master Plan will include public consultation and a statistically valid survey in order to accurately define City priorities for the parks system.
Strategic Direction: 2020
Cost 100,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Division: Department:
Partnerships & Investments Real Estate
Title:
Provision of Shelter Services - Optimization of Physical Locations
Utility 0
Taxation 0 Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: The City is in on-going discussions with a variety of organizations and community groups to optimize the delivery of shelter services in a coordinated and strategic manner. The budget associated with this request will be used for consulting and project management to support different models for shelter sites and a review of how existing shelter resources could be allocated in a manner that best meets the needs of our community.
Strategic Direction: 2020
Cost 100,000
Social & inclusive - Homelessness is decreasing Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2020 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Strategic Land Development Projects
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: The realization of the Official Community Plan and corporate objectives through creative real estate strategies encompass the mandate of this branch. Several initiatives have been identified that have the potential of returning social, economic, environmental, and cultural benefits to the City. To deliver many of these projects, budget is requested to cover expenditures on legal advice, property appraisal, urban design, surveying, and other professional services. These costs will often be recovered through redevelopment and disposition. Key projects undertaken with this funding will include the Harvey Avenue redevelopment sites, and various site redevelopment.
Strategic Direction: 2020
Cost 190,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (190,000)
Borrow 0
Fed/Prov 0
Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Parks and Landscape Planner Position
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Parks planning staff currently cover a wide portfolio of work, and the Parks Development DCC in 2020 will significantly increase the workload for this team. This new position will provide valuable assistance in delivering promptly on this Council's priority for animated parks, assisting in the proposed Parks Masterplan in 2020/21, and developing smart alternate park solutions as the City moves towards a more urban model in the proposed 2040 Official Community Plan.
Strategic Direction: 2020 2021 2022
Cost 27,100 52,100 52,100
Vibrant neighbourhoods - Key sites are proactively planned Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (27,100) (52,100) (52,100)
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2020 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Accessible Parking Program Review
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Misuse of accessible parking spaces, abuse of permits and the quantity/design of accessible stalls on City property were identified as concerns during the public consultation phase of the downtown area parking plan. This request will allow for a review and update to the accessible parking program and related policies, bylaws and systems.
Strategic Direction: 2020
Cost 30,000
Social & inclusive - Inclusivity and diversity are increasing Reserve (30,000)
Borrow 0
Division: Department:
Partnerships & Investments Real Estate
Title:
Lease and Building Costs
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the ongoing lease and maintenance costs of the existing City offices at off-site locations, including the recently acquired strata units at Ellis St. The offices currently accommodate Infrastructure Delivery, Purchasing, and Integrated Transportation. The budget request is for continuation of the lease pending completion of the City Hall Garden Level renovation and confirmation of the long term accommodation strategy for the affected departments.
Strategic Direction: 2020 2021 2022
Cost 138,400 138,400 95,400
People - Organizational values prepare us for the future Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (138,400) (138,400) (95,400)
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2020 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Parking Strategy - Capri-Landmark Area Plan Development
Growth
Priority: 1
ONE-TIME PROVISIONAL
Justification: The Citywide Parking Strategy identified Capri-Landmark as a neighborhood that requires a detailed Parking Management Area Plan to deal with current and emerging/future issues. This project will allow for development of a detailed area plan, including stakeholder consultation.
Strategic Direction: 2020
Cost 38,000
Transportation & mobility - Investments are connecting high density areas Reserve (38,000)
Borrow 0
Division: Department:
Partnerships & Investments Real Estate
Title:
Parking Analytics System
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Council approved the introduction of variable parking rates in 2019 which will require ongoing monitoring to support future changes. The request is for a parking analytics system that will aggregate data from several existing systems and allow for ongoing analysis to maximize parking availability and allow for well informed, evidence based decision making.
Strategic Direction: 2020 2021 2022
Cost 40,000 40,000 40,000
Financial management - Non-tax revenues are increasing Reserve (40,000) (40,000) (40,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
80,000
0
0
0
0
0
(80,000) OT
Total Maintain
80,000
0
0
0
0
0
(80,000)
Division Priority 2 Total
80,000
0
0
0
0
0
(80,000)
Total Priority 2 Operating
80,000
0
0
0
0
0
(80,000)
Partnerships & Investments Division Maintain 160 Long-term Shoreline Plan
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Long-term Shoreline Plan
Maintain
Priority: 2
ONE-TIME PROVISIONAL
Justification: The City committed to working with the Province to develop a longer term more sustainable approach to managing the shoreline, as part of the conditions from the Province in gaining the Section 9 Approval for the Cook Road Boat Launch dredge. Additional funding is requested to continue the detailed analysis of different design scenarios for a shoreline plan between Mission Creek and Rotary Beach Park. The outcomes of the study will provide a suitable foundation to proceed with detailed design of the selected conceptual design and will form the basis for obtaining future environmental permits.
Strategic Direction: 2020
Cost 80,000
Environmental protection - Predictive modelling & forecasting Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (80,000)
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2020 Reduction Requests Provisional Budget Summary - All Funds Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility Cat
(20,940)
20,940
0
0
0
0
Department Priority 1 Total
(20,940)
20,940
0
0
0
0
Total Priority 1 Reduction Requests
(20,940)
20,940
0
0
0
0
Partnerships & Investments Division CAP 411 Library and Chapman Parkades LED Lighting Retrofit
OG
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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Infrastructure Page 163
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Infrastructure The Infrastructure Division is responsible for the planning, design and construction of all infrastructure required by the community as well as the long term replacement of aging assets. Asset preservation and replacement is essential to a sustainable community and the division establishes systems to maintain and report on the state of the community’s infrastructure and plan for its replacement. The planning role involves anticipating future infrastructure needs by ensuring overall system integrity and a multiple bottom line perspective that considers the financial, social, cultural and environmental aspects of each project. The division develops short and long range capital plans and related financial plans. The design and construction arm of Infrastructure uses best practices in all aspects of project delivery, including engaging stakeholders for the appropriate level of input. Infrastructure Delivery manages the delivery of City infrastructure projects. Project delivery is provided by specialist consultants where appropriate. Projects include new construction and rehabilitation. A key focus of project delivery is to develop thoughtful and innovative processes and procedures to minimize the impact of City projects on residents and visitors, while ensuring compliance with Council approved policies and all applicable acts and regulations. Infrastructure Engineering coordinates the annual and long-term capital plans including water, wastewater, drainage and solid waste, as well as the City’s asset management plans for infrastructure renewal and the 20-Year Servicing Plan for infrastructure required to support growth. Infrastructure Engineering provides administrative and financial support services for the Division and administers the Development Cost Charge program. Infrastructure Engineering strives to guide all Division staff to understand and comply with corporate policies and best practices for capital planning, project accounting, document management and budgeting. Infrastructure Engineering also includes utility planning. Integrated Transportation provides a strategic multi-dimensional approach to manage and plan transportation systems. The three branches of this department - Transit & Transportation Programs, Strategic Transportation Planning and Transportation Engineering - are responsible for transit administration, transit service and infrastructure planning, transportation demand management and shared mobility programs, strategic multi-modal transportation planning and prioritization, data collection, monitoring and analytics, corridor conceptual planning, network planning, major traffic impact reviews and road safety planning. This department also provides regional administration and inter-governmental collaboration to transportation planning and programs through management of the Sustainable Transportation Partnership of the Central Okanagan (STPCO). As well, regional air quality planning and coordination is provided under contract to the Regional District of the Central Okanagan.
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2020 Divisional drivers & activities Drivers • • • • • • • • • • • •
The Infrastructure Division contributes to many of the Council and Corporate priorities, with particular emphasis on delivering results for transportation & mobility, vibrant neighborhoods, economic resilency and enviromental protection The Division plans, designs and delivers infrastructure projects worth up to $100 million every year, resulting in value laden quality infrastructure that meet the community needs Plan for future infrastructure needs and develop strategies for funding and implementation Coordinate capital plans, budgets and funding sources to maximize the investment in the community where and when it is most needed Continue to improve the Asset Management Program that supports sustainable service delivery through efficient operation, maintenance and renewal of the City’s $3 billion in infrastructure assets Engage the community and stakeholders in project development and delivery; Foster and maintain regional partnerships through the Sustainable Transportation Partnership of the Central Okanagan (STPCO) Focus on value for project and program delivery Build awareness, support and utilization of practices and programs through social media and communications Utilize evidence-based and transparent decision making Monitor performance through data gathering and analytics Continue to improve our resilience for extreme weather events related to climate change by updating bylaws and upgrading infrastructure and waterways for flood protection
Activities Transportation & Mobility • • • • • • • • • • •
Update the of Transportation section of Bylaw 7900 Develop the first Transportation Safety Strategy for the City Complete the Transportation Master Plan and the Regional Transportation Plan Complete the Okanagan Gateway Transportation study to support the success of the Airport and University area Prepare for major transit grants – planning and feasibility studies for the Mid Town (Orchard Park) Exchange and the Transit Garage and Operations Facility Start demolition and re-construction of Lakeshore Road bridge at Bellevue Creek (to be completed in 2021) Develop a communications strategy to elevate the conversation around city-wide transportation and mobility Develop a Curbside Management Strategy to respond to the emergence of shared mobility Initiate the KLO Road bridge crossing of Mission Creek and related roundabout project (to be completed in 2021) Continue the construction of the Ethel Active Transportation Corridor from Rose to Raymer Begin development of the Houghton Active Transportation Corridor connecting Rutland to the Okanagan Rail Trail (to be completed in 2021)
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Vibrant Neighbourhoods • • • •
Deliver active transportation corridors and expansion of the sidewalk network Design Central Green Pedestrian/Bicycle overpass across Highway 97 / Harvey Avenue Initiate the construction of upgraded sewer mains and lift station in the Guy Street and Flintoft Avenue residential area Continue to upgrade and improve our major community parks, with projects planned for City Park Promenade, Rowcliffe Park frontage improvements, final phase of Rutland Centennial Park, and development of Dehart Community Park
Economic Resiliency • • • • • •
Okanagan Rail Trail – complete the connection to the waterfront park pathway Initiate the process of proactive engineering design for priority transportation projects facilitating land acquisition, adjacent development coordination and support funding opportunities from senior levels of government Conduct condition assessments on a problematic sewer main on Burtch Road and an aging water transmission main serving a large portion of the city core Update the 10-Year Capital Plan and Financial Strategy that supports a $1.3 billion infrastructure investment over the next 10-years Implement Phase 2 & 3 of the Asset Management System that will track the performance, maintenance and condition of the City’s infrastructure assets valued at over $3 billion Develop the 2040 Infrastructure Plan and Financial Strategy in conjunction with the 2040 OCP that will detail infrastructure investments required to support growth, enhance services and renew existing assets. To be finalized in 2021
Environmental Protection •
• • • • • • • •
Mill Creek Flood Protection Project o Initiate the comprehensive environmental and archaeological overview assessments o Complete the process to obtain a 5 year Creek Maintenance license o Initiate the overall plan development process Initiate Stage 2 of the Area Based Water Management Plan which addresses key gaps and policy directions identified in earlier stages of the process Expand the landfill footprint to the northern limit and install a new impervious liner Upgrade composting facility processes including odor and site management necessary to meet regulatory requirements Complete Hillspring Pond upgrades Correct drainage issues related to the storm pond on Walburn Road Complete a comprehensive Drought Management Plan Complete phase 1 of a Water Conservation Plan Establish an Environmental Project Manager position to provide in-house environmental planning and permitting, strengthen relationships with government regulatory bodies and monitor projects for compliance
Financial Management • •
Initiate Phase 1 of the Water Meter Replacement Program Amend the DCC Bylaw to add a new Parks Development Cost Charge that will fund $107 million in Parks development in the next 10 years
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• • •
CITY OF KELOWNA
Restructure the Third Party Work program to leverage these valuable and cost-effective construction services into a new business model that can be self-sustaining and generate nontaxation revenue for the City Further develop Model City Infrastructure quantifying revenue and costs of infrastructure servicing Continue to improve consultant and contractor service and performance through Qualifications Based Selection (QBS), where team, expertise, experience, innovation and value are key criteria for selection
Clear Direction • •
Identify sound planning of infrastructure needs and development cost estimates to serve the 2040 OCP process Develop a Long Term Servicing Plan of the North End Industrial area with the District of Lake Country and Okanagan Indian Band
People •
Restructure Utilities Construction to enhance the City construction team for succession planning, improved emergency response & preparation, improved site safety and project delivery
Base Business
• • • •
Base Business is the core of the Infrastructure Division. Staff are directly responsible for the development and implementation of the Capital Plan which delivers renewal, growth and new infrastructure projects, adding to the asset base valued at over $3 billion This annual capital investment can be up to $100 million Administer the contract, in conjunction with BC Transit, to operate the local transit network Establish a Structural Project Manager position to better lead and support building capital and operating related projects, and assist with asset management of City bridges, buildings and structures
2020 Divisional performance measures Actual 2018
Estimated 2019
Proposed 2020
37
35
37
New water main pipe installed (m)
18,000
57,000
7,000
Renewal water main pipe installed (m)
1,385
920
630
New sanitary sewer main pipe installed (m)
1,700
100
400
Renewal sanitary sewer main pipe installed (m)
0
1,840
2,600
# of water main breaks
7
12
18
Water main pipes (km)
549
565
585
# of water service breaks (does not include SEKID)
103
106
150
18,547
19,450
20,100
Program outputs Total lane kilometres of roads resurfaced (km)
# of water service pipes (does not include SEKID) (km)
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Actual 2018
Estimated 2019
Proposed 2020
# of participants in Bike to Work/School Week
5,730
5,530
5,500
# of students participating in bicycle education programs
2,148
1,603
2,000
13
47
59
7,237
5,000
5,000
Civic buildings
3.4M
9.3M
9.3M
Parks & public spaces
14M
25.4M
22.1M
28.9M
40.2M
20.5M
Solid waste
830k
13.3M
6.4M
Storm drainage
4.5M
6.3M
3.4M
Water
23.9M
73.8M
4.1M
Wastewater
4.8M
13.8M
4.6M
7,948
7,869
7,790
Bus stops
2
3
3
Construction
14
2
2
Drainage
52
5
5
Air quality
1
7
5
Dog Parks
N/A
4
4
Bike lanes
37
4
4
Future road plans
35
30
30
5,239,651
5,676,825
5,892,500
198,183
204,106
205,056
Continued
Air quality - # of woodstoves exchanged for high-efficiency stoves Air quality - # of cubic metres of orchard wood waste chipped Program outcomes Total value of capital construction projects ($)
Transportation
Total corporate greenhouse gas (GHG) emissions (CO2) (tonnes) Efficiency measures Service request average response time by type (in calendar days)
Customer satisfaction Transit ridership (# of people per year) Transit service (hours)
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Budget overview
Division Summary
Per cent of General Fund operating
3% 9%
7%
13%
75% 93%
Infrastructure
Net Operating
General fund operating = $151 M
Integrated Transportation
Infrastructure Delivery
Infrastructure Engineering
Infrastructure Total = $10.4 M
Net Divisional expenditures ($ thousands) Departments
Actual
Revised
Provisional
Change from
Per cent
2018
2019
2020
prior year
change
275
582
310
275
582
310
(272)
(46.7%)
354
419
425
(53)
(5.2%)
28
2.2%
Operating cost centres: Infrastructure 220
Infrastructure
Infrastructure Engineering
* *
176
Infrastructure Administration
221
Solid Waste Management
8
0
0
223
Infrastructure Engineering
152
228
222
245
Utility Planning
390
376
323
246
Utility Planning - Wastewater
0
0
0
247
Utility Planning - Water
0
0
0
904
1,023
970
Infrastructure Delivery 214
Infrastructure Delivery
854
1,162
1,184
215
Utilities Construction
152
134
141
* *
236
Wastewater Construction
0
0
0
237
0
0
0
* *
263
Water Construction Infrastructure Delivery Wastewater
0
0
0
264
Infrastructure Delivery - Water
0
0
0
1,006
1,297
1,325
Integrated Transportation 185
Integrated Transportation
396
359
358
192
Transportation Engineering
658
739
947
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2020 FINANCIAL PLAN
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Continued 193
Transit and Programs
133
142
152
224
Strategic Transportation Planning
182
244
254
257
Kelowna Regional Transit
6,706
6,080
6,096
8,075
7,565
7,808
243
3.2%
10,261
10,467
10,413
(55)
(0.5%)
0
0
0
0
0
0
0
0.0%
10,261
10,467
10,413
(55)
(0.5%)
Net operating expenditures Capital cost centres: Net capital expenditures Total Division net expenditures
*Shown in Civic Operations as these cost centers are fund 40/50 Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands) 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments
(409) 0 (10) 22
Total
FTE
10,467
31.2 (0.4) 1.0
(397) 10,070
2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions:
343
31.8 1.8
343
Total
10,413
33.6
Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020
102 0
0.5 102 102
0.5
Note: Totals may not add due to rounding.
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Ǧ Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 24.8 2.8
Actual 2018
Revised 2019
Provisional 2020
0 0 ( 7,263) ( 11,397)
0 0 ( 7,989) ( 14,690)
0 0 ( 7,526) ( 11,387)
( 40) 0 ( 1,499) _____________ ( 20,199)
0 0 ( 2,478) _____________ ( 25,157)
0 0 ( 510) _____________ ( 19,423)
3,178 181 3,270 22,310 0 0 353
3,277 165 9,144 22,333 0 0 419
3,367 159 3,254 22,324 0 0 436
0 0 1,169 _____________ 30,460
0 0 287 _____________ 35,625
0 0 297 _____________ 29,835
10,261
10,467
10,413
0 0 _____________ 0 _____________ 10,261
0 0 _____________ 0 _____________ 10,467
0 0 _____________ 0 _____________ 10,413
Actual 2018 26.4 4.8
Revised 2019 27.4 3.8
Provisional 2020 29.9 3.7
Note: Totals may not add due to rounding
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
21,900
0
0
0
0
0
(21,900) OG
100,000
0
0
0
0
0
(100,000) OT
175 Traffic / Transit Screen Line Counts
65,000
0
0
0
0
0
(65,000) OT
175 Utilities Foremen Positions
27,500
0
0
0
0
(19,000)
(8,500) OG
176 Environmental Management
50,000
(50,000)
0
0
0
0
0 OG
264,400
(50,000)
0
0
0
(19,000)
10,000
0
0
0
0
0
(10,000) OG
Infrastructure Division Maintain 174 Project Manager (Buildings) Position 174 Preliminary Design Program
Total Maintain
(195,400)
Growth 176 Active Transportation Maintenance 177 North End Industrial Area Servicing Plan 177 Transit Maintenance Facility
66,600
0
0
0
0
(66,600)
0 OT
250,000
(250,000)
0
0
0
0
0 OT
178 Orchard Park Exchange
150,000
(150,000)
0
0
0
0
0 OT
178 Midtown Core Optimization
100,000
(100,000)
0
0
0
0
0 OT
576,600
(500,000)
0
0
0
(66,600)
45,000
0
0
0
0
0
(45,000) OT
14,600
0
0
0
0
0
(14,600) OT
70,000
(12,500)
0
0
0
(25,000)
(32,500) OT
20,000
0
0
0
0
0
(20,000) OT
181 Area Based Water Management Plan 181 Okanagan Rail Trail Operational Activities
200,000
0
0
0
0
(200,000)
0 OG
25,000
0
0
0
0
0
(25,000) OG
Total New
374,600
(12,500)
0
0
0
(225,000)
(137,100)
Division Priority 1 Total
1,215,600
(562,500)
0
0
0
(310,600)
(342,500)
Total Priority 1 Operating
1,215,600
(562,500)
0
0
0
(310,600)
(342,500)
Total Growth
(10,000)
New 179 Transportation Master Plan Implementation 179 Co-op Student - Asset Management Data Analyst 180 Asset Management Consulting Support 180 Survey Data Classification
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Project Manager (Buildings) Position
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for a Project Manager position with Building/Structural expertise. The position will manage projects, issues and opportunities for civic buildings, facilities, parking structures, storage facilities, bridges, retaining walls, renovations, building envelopes and building systems. In addition, the position will support the asset management team and data management of bridge structures as it corresponds to rehabilitation and replacement. With this new position the City can realize improved levels of operational service and reduced capital costs. The annual cost of the position will be $120,000 of which 20% will be funded from operating projects and 80% from capital projects.
Strategic Direction: 2020 2021 2022
Cost 21,900 26,500 26,500
People - Ability to attract, select & retain talent Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Preliminary Design Program
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (21,900) (26,500) (26,500) Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to advance studies and preliminary designs of priority transportation projects. The development of preliminary plans will facilitate strategic project implementation and a common understanding of future projects. These plans will facilitate land acquisition, development coordination and funding from senior levels of government. These studies and plans will help inform future detailed design to deliver a balanced transportation network.
Strategic Direction: 2020
Cost 100,000
Transportation & mobility - Investments are connecting high density areas Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (100,000)
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2020 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Traffic / Transit Screen Line Counts
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to collect, analyze and report out on traffic and transit volumes across major screen lines throughout the City. This data will be used to understand traffic and transit travel patterns Citywide. Data will support future transportation planning initiatives including: updating calibration of the transportation demand forecasting model; monitoring current conditions future growth and trends; network evaluation and assessment; and day to day operations. To be completed Q3 2020.
Strategic Direction: 2020
Cost 65,000
Clear direction - Progress on results is measured, monitored & reported Reserve 0
Borrow 0
Division: Department:
Infrastructure Infrastructure Delivery
Title:
Utilities Foremen Positions
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (65,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The highest priority need for long term success and stability of the Utility Construction team is with these critical leadership foreman training positions. There are no qualified people in the organization to fill the role and success with an external posting is unlikely. The Utility Construction Foreman position is very demanding and takes years to achieve the training and certifications required. Having two additional Foremen in long term training positions will provide support for the current foremen and provide for an ideal succession plan. The annual cost of each position will be $97,000 of which 75% will be funded from capital projects and the remaining 25% will be cost shared between the Water Fund, Wastewater Fund and taxation.
Strategic Direction: 2020 2021 2022
Cost 27,500 51,100 51,100
People - Ability to attract, select & retain talent Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (19,000) (38,200) (38,200)
Taxation (8,500) (12,900) (12,900)
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2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Environmental Management
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to hire consultants to address environmental considerations at the landfill. In 2020, this is anticipated to be completed for Robert Lake and its related hydrology.
Strategic Direction: 2020 2021 2022
Cost 50,000 50,000 50,000
Environmental protection - Resiliency & adaptability to climate change Reserve (50,000) (50,000) (50,000)
Borrow 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Active Transportation Maintenance
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for operational activities associated with maintaining the pedestrian and bicycle counter network. Activities include cellular connection and battery replacement.
Strategic Direction: 2020 2021 2022
Cost 10,000 10,000 10,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000)
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2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
North End Industrial Area Servicing Plan
Growth
Priority: 1
ONE-TIME PROVISIONAL
Justification: The North End Industrial Area is an important economic and industrial driver in the City of Kelowna. The Industrial area was established prior to the 1973 establishment of Kelowna City limits. Okanagan Indian Band (OKIB) lands are included in the Kelowna boundary. The District of Lake Country supplies water, and the City provides the remaining services however, transportation to and from the area is complex. Budget is requested to undertake an area plan combining servicing of the north industrial area (Jim Bailey), Okanagan Indian Band, Lake Country, and development community. The work will involve engagement, consultants, legal and different levels of government. To be completed by end of 2020. This project will be cost shared between the Water and Wastewater funds.
Strategic Direction: 2020
Cost 66,600
Clear direction - Common understanding of future direction Reserve 0
Borrow 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Maintenance Facility
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (66,600)
Taxation 0 Growth
Priority: 1
ONE-TIME PROVISIONAL
Justification: The Hardy Street Regional Transit Maintenance Facility is currently operating beyond capacity, resulting in fleet maintenance backlog, operating challenges and the inability to expand transit services. Renewal of this facility is considered the highest priority transit infrastructure investment in the region. Following previous analysis of various candidate sites throughout the region, this budget request will undertake preliminary site layout, facility design, site servicing, and costing to refine recommended site scope and cost. Study results will support future project phases and applications to the federal Investing in Canada Infrastructure Program (ICIP), under which up to 80% of approved transit improvement project costs may be funded. To be completed in Q1 2021. Detailed design and construction under separate, future funding applications are anticipated to be completed in 2024.
Strategic Direction: 2020
Cost 250,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2020 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Orchard Park Exchange
Growth
Priority: 1
ONE-TIME PROVISIONAL
Justification: This budget request is for preliminary design development for the Orchard Park Exchange, which has reached its capacity. This project will consider options to expand the exchange both on-site and on adjacent streets while also seeking to reduce delays for buses entering and departing the exchange. The study will be completed concurrently with the Midtown Core Optimization study and is expected to be completed in 2021. This project will allow for application under the Investing in Canada Infrastructure Program (ICIP), a federal grant program that may fund up to 80% of approved transit improvement projects.
Strategic Direction: 2020
Cost 150,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (150,000)
Borrow 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Midtown Core Optimization
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Growth
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for traffic engineering and design to assess the feasibility of transit priority infrastructure and understand traffic impacts and technology options for Cooper Road, Springfield Road and Enterprise Way. The study will be completed concurrently with an exchange siting study and is expected to be completed in 2021. This study will allow for application under the Investing in Canada Infrastructure Program (ICIP), a federal grant program that could potentially fund up to 80% of approved transit improvement projects.
Strategic Direction: 2020
Cost 100,000
Transportation & mobility - Travel times are optimized Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2020 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transportation Master Plan Implementation
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Concurrent with completion of the Transportation Master Plan (TMP), budget is requested to undertake the following opportunities: Transportation Safety Strategy- With safety the most supported goal in public consultation, a strategy will develop a comprehensive approach to improve safety on the transportation network; and,Transportation Performance Monitoring - Development of a program to assess the City's progress implementing the TMP. These initiatives are expected to be completed in Q2 2021.
Strategic Direction: 2020
Cost 45,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Co-op Student - Asset Management Data Analyst
Dev/Com 0
Revenue 0
Utility 0
Taxation (45,000) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: The City is in the process of implementing a Corporate Asset Management System (AMS) for all City infrastructure systems (i.e. water, wastewater, drainage, transportation, parks, buildings, etc.). The AMS will improve operational efficiency, extend asset service life and support asset management planning to ensure City services are supported by reliable and financially sustainable infrastructure. The cornerstone of the AMS is an accurate infrastructure asset inventory. This budget request is for one summer student to collect asset information and to enter it into the AMS database. This work will be completed in 2020.
Strategic Direction: 2020
Cost 14,600
Economic resiliency - Infrastructure deficit is reduced Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (14,600)
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2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Asset Management Consulting Support
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Service delivery is supported by well maintained and resilient infrastructure. The City owns and operates $3.2 billion in infrastructure assets and good asset management planning is needed to ensure acceptable service delivery, manage risk of service interruption and operate, maintain and renew assets in a timely and efficient manner. This budget is needed for consulting support to develop a corporate asset management plan that details the asset renewal needs for all service area. Currently, asset management plans have been developed for each service area. These plans will be updated and combined into one document that details all of the City's asset renewal needs for the next 20-years. This project will be partially funded from the Water fund, Wastewater fund and Landfill, and is expected to be complete by the end of 2021.
Strategic Direction: 2020
Cost 70,000
Economic resiliency - Infrastructure deficit is reduced Reserve (12,500)
Borrow 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Survey Data Classification
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (25,000)
Taxation (32,500) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: High resolution Light Detection and Ranging (LiDAR) data was obtained throughout the Okanagan in 2018 in partnership with the Province and Okanagan Basin Water Board. The information is a valuable tool for a variety of infrastructure and environmental modeling and operational processes in the City. The data is currently in a raw form, and further data extraction and processing is required through consultants and suppliers to create useful layers of information. The work will be completed in 2020.
Strategic Direction: 2020
Cost 20,000
Clear direction - Services, processes & business activities are transformed Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (20,000)
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2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Area Based Water Management Plan
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The Area Based Water Management Plan is a strategic process that develops the policies, strategies, goals and budgetary needs to address water management through the City of Kelowna. The work encompasses the coordination of work plans of various sectors including water, wastewater, storm water, natural assets (parks), groundwater, environmental flow needs and drought management. The regulatory controls and legislation for many of these items lies outside City control. Phase 2 of this project addresses gaps in policy, data, operations, capital works, regulation and other issues and develops a strategy for the City to work collaboratively with partners that share the City's watersheds. Estimated completion in 2021. This project will be funded from the Water fund.
Strategic Direction: 2020 2021 2022
Cost 200,000 150,000 0
Environmental protection - Resiliency & adaptability to climate change Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Okanagan Rail Trail Operational Activities
Dev/Com 0 0 0
Revenue 0 0 0
Utility (200,000) (150,000) 0
Taxation 0 0 0 New
Priority: 1
ON-GOING PROVISIONAL
Justification: The Okanagan Rail Trail (ORT) is a 50 km multi-use trail that links the communities of the valley. The Okanagan Rail Trail Committee (ORTC) is responsible for the joint coordination of activities related to planning, development, maintenance and use of the corridor. In 2020, the three owner jurisdictions are requesting $25,000 each towards the ORTC activities for 2020-2022 (three budget years). These funds will be used as ORTC operational funding and/or to engage support resources (ie: consultant). ORT activities in 2020 may include: -Coordinate development, management, maintenance and governance of the rail trail between owner jurisdictions -Support Friends of the ORT in their Trail Ambassador Program, fundraising and education programs -Planning activities for future facilities, enhancements, and long term opportunities -Marketing, promotion and economic development along the ORT. Strategic Direction: 2020 2021 2022
Cost 25,000 25,000 25,000
Transportation & mobility - Investments are connecting high density areas Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,000) (25,000) (25,000)
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
25,200
0
0
0
0
0
(25,200) OG
20,000
0
0
0
0
0
(20,000) OT
45,200
0
0
0
0
0
(45,200)
Infrastructure Division Maintain 183 Project Manager (Environmental) Position 183 Bike Lane Snow Clearing Study Total Maintain New 184
Transportation Public Education
45,000
0
0
0
0
0
(45,000) OG
184
Shared Mobility Dashboard
12,000
0
0
0
0
0
(12,000) OG
Total New
57,000
0
0
0
0
0
(57,000)
Division Priority 2 Total
102,200
0
0
0
0
0
(102,200)
Total Priority 2 Operating
102,200
0
0
0
0
0
(102,200)
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Project Manager (Environmental) Position
Maintain
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for an Environmental Project Manager position. This position will be responsible for managing all environmental planning and permitting requirements for infrastructure capital and operating projects. This Qualified Environmental Professional will maintain good working relationships with government regulatory bodies, make routine assessments, applications and reports, manage consultants when required for larger specialized projects, monitor permit requirements for compliance and manage environmental issues with emergency operation centre events. With this new position the City can realize improved levels of operational service and reduced capital costs, particularly for the larger capital projects and numerous smaller bridge maintenance, creek and shoreline related improvement works. The annual cost of the position will be $120,000 of which 25% will be funded from operating projects and 75% from capital projects. Strategic Direction: 2020 2021 2022
Cost 25,200 32,700 32,700
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Bike Lane Snow Clearing Study
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,200) (32,700) (32,700) Maintain
Priority: 2
ONE-TIME PROVISIONAL
Justification: Budget is requested to conduct a study to explore a prioritized approach to winter bike lane maintenance and develop alternative snow clearing options for these corridors. Currently, winter bike lane maintenance is cost-prohibitive. Historically, bike lanes have been used as winter snow storage for vehicular travel lanes and sidewalks. To meet goals for cycling mode share outlined in the Pedestrian and Bicycle Master Plan, year-round cycling retention needs to climb significantly. In 2017, the City piloted snow clearing on off-street pathways and protected bike lanes. The next step is to explore options for clearing snow from streets and alternate snow storage options on these corridors. To be completed Q4 2020.
Strategic Direction: 2020
Cost 20,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (20,000)
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2020 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transportation Public Education
New
Priority: 2
ON-GOING PROVISIONAL
Justification: Aligning with council priorities, one-time budget is requested to develop a communications strategy to elevate the conversation about transportation and mobility city-wide. The strategy will provide the public with more opportunities to learn about transportation. Without base knowledge on transportation fundamentals, it is difficult for residents to communicate their needs to the City in the context of a long-term planning horizon. Also, as an ongoing item, this request will help staff introduce new infrastructure and technologies to help residents and visitors safely and efficiently move around the city. This may include educational collateral to help residents use new infrastructure elements safely and efficiently, including roundabouts, protected bike lanes, floating transit stops and emerging street design elements.
Strategic Direction: 2020 2021 2022
Cost 45,000 20,000 20,000
Transportation & mobility - More opportunities to learn about transportation Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Shared Mobility Dashboard
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (45,000) (20,000) (20,000) New
Priority: 2
ON-GOING PROVISIONAL
Justification: The City receives real-time and historical data from bike-share and scooter share operators. Dashboard software exists to assist in the enforcement and management of the terms and conditions of the City's bike-share permit program. Staff are currently testing various dashboards in the market-place on a trial basis. Budget is requested to purchase access to these services into the future. Staff have already saved time and optimized enforcement efforts through these digital tools. There may be opportunities to use these digital tools to manage other mobility service providers, including car-sharing and ride-hailing operators into the future.
Strategic Direction: 2020 2021 2022
Cost 12,000 12,000 12,000
Transportation & mobility - Emerging technologies make it easier to get around Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (12,000) (12,000) (12,000)
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Civic Operations Page 185
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Civic Operations The Civic Operations Division is responsible for managing, operating and maintaining the City’s infrastructure in a sustainable manner meeting community needs. Infrastructure that the Civic Operations Division is responsible for includes: the transportation network, water and wastewater utilities, biosolids plant, drainage systems, parks, beaches, sports fields, natural areas, urban forests, public open spaces, corporate fleet, waste management, landfill plus civic buildings and civic facilities such as pools and arenas. This Division also has a critical role during emergencies. Building Services operates and maintains more than 100 civic buildings and facilities including arenas, pools and stadiums. This team also provides trades services to all City departments on an as needed basis for plumbing, electrical, heating, ventilation and air conditioning (HVAC), carpentry, painting, janitorial and general maintenance. This team leads energy management for the City. Civic Operations Finance and Administration is responsible for overall divisional financial administration, clerical support, budget coordination, customer call centre, customer service requests and permit administration. Fleet Services is responsible for overall management, procurement and maintenance of the City’s fleet plus contract equipment procurement and management. Park Services is responsible for management, operations and maintenance of more than 200 parks including beaches, sports fields, natural areas, forests, and beautification of the City. This branch also manages Kelowna Memorial Park Cemetery and leads graffiti removal and prevention. Public Works is responsible for managing, operating and maintaining roads, sidewalks, walkways/multi-use corridors, bike paths, City owned parking lots, transit and bus shelters, litter control, snow and ice control, traffic signs, road markings, traffic systems and signals, street lights, waste management, and the City gravel pit. Utility Services is responsible for delivering essential services such as water and water conservation programs, plus management, operations and maintenance of the wastewater treatment plants, the biosolids plant, the Glenmore Landfill, and the underground water and wastewater utilities and drainage systems.
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2020 Divisional drivers & activities Drivers • • • • • • • • • • •
Community Safety Social and Inclusive Transportation and Mobility Vibrant neighbourhoods Economic Resiliency Environmental Protection Financial Management Clear Direction People Resilient, well-managed infrastructure Maintain and improve sustainable operations
Activities Community Safety • •
Improve security camera infrastructure Continue to provide safe public infrastructure
Transportation & Mobility •
Addition of buffered bike lanes to most resurfacing projects
Vibrant Neighbourhoods •
Continue to deliver beautiful, well maintained parks and public land
Economic Resiliency • •
Continue implementation of new asset management plans to reduce infrastructure deficit Update asset condition assessments
Environmental Protection • • • • • •
Identify and implement projects for saving energy and greenhouse gases Explore options for compost plant expansion Design and installation of liner system for Area 2 of the landfill Implement irrigation plan Initiate chemical management program Explore options for durable road marking in an effort to reduce chemical and solvent use
Financial Management • • • •
Review and update contracts from service providers Update capital plans for city facilities Implement buildings system automation & performance optimization Assess the Kelowna Memorial Park Cemetery business model and update plans
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2020 FINANCIAL PLAN
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Clear Direction •
Complete departmental strategic plan
People • • •
Improve employee engagement Invest in employee training and development Planning for future employee accomodations
Base Business
• •
Provide well maintained infrastructure Provide excellent customer service
2020 Divisional performance measures Actual 2018
Estimated 2019
Proposed 2020
# of garage work orders
4,386
4,450
4,515
# of locates
4,294
4,485
4,675
# of road usage permits
1,014
940
990
# of service requests processed
17,127
17,850
18,000
# of hydrant permits and water bulk filling cards
265
303
330
# of traffic orders
141
103
150
3,726
4,600
5,000
# of off-leash dog parks per 100,000 residents
9
9
10
# of sports fields maintained
68
68
70
# of outdoor events supported
212
238
226
# of trees (streets and developed parks) maintained annually
3,750
3,800
3,900
# of trees and seedlings planted on City property
3,000
3,000
3,000
422
425
430
# of parks service requests administered
3,851
3,400
3,500
# of graffiti service requests administered
5,448
6,000
6,000
Construction/demolition waste buried (tonnes)
53,868
55,000
52,500
Friable asbestos handled (tonnes)
1,007
1,000
1,000
Program outputs Admin
Buildings # of service requests Parks
# of funerals administered
Solid Waste
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Continued Roads Road maintained (lane km)
1,680
1,700
1,720
Bike lanes (lane km)
360
365
370
Curb & gutter (lane km)
855
860
865
796,000
772,000
785,000
2.0M
2.0M
2.0M
5.5M
6.1 M
6M
1.41M
0.7M
1.6M
600
695
700
3.15M
2.32M
2.5M
536k
675k
600k
# of hybrid Vehicles
22
22
24
# of electric Vehicles
1
3
8
Biosolids processed by composting (tonnes)
31,201
32,620
33,230
Volume of Ogogrow compost sold (cubic meters)
63,528
31,200
35,000
Volume of Glengrow compost sold (cubic meters)
12,813
18,500
20,000
33.5
20
30
# of catch basins cleaned
10,903
9,600
11,000
Creek maintenance (person hours)
2,812
2,422
2,500
2
0
0
952
1,049
1,100
Revenue collected for road usage permits ($)
355,344
400,000
400,000
Revenue collected for hydrant permits and water cards ($)
88,379
89,000
92,000
14.4M
15M
15M
Landfill site visits
257,019
245,000
250,000
Organics diverted from disposal (tonnes)
54,823
52,000
55,000
Gypsum diverted from disposal (tonnes)
1,067
2,800
3,000
Operating cost of spring sweeping ($) Cost of snow removal ($) Fleet Services Operating costs ($) Fuel costs ($) Fleet size External hired equipment ($) Napa parts inventory ($)
Utilities - Compost
Utilities - Drainage Drainage pipes cleaned (km)
Utilities - Networks # of "Field Advices" responded to # of requests - water on/off Program outcomes Admin
Solid Waste Landfill scale revenues ($)
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Continued Utilities Compost Sales revenue from Glengrow ($)
147,200
230,000
240,000
Sales revenue from Ogogrow ($)
227,400
275,000
350,000
90
92
93
10,200
10,300
10,400
# of full-time staff per hectare
0.06
0.06
0.06
Average cost to maintain a playground for a year ($)
1,000
1,015
1,025
City building electrical consumption (Kwh/yr)
20,039,398
20,500,000
20,500,000
City building natural gas consumption (GJ/yr)
62,815
62,815
62,815
Mandatory ‘Recyclables in Garbage’ surcharge ($)
47,700
45,000
45,000
Landfill gas managed (Millions standard cubic feet)
134.5
147.9
162.7
Net cost per tonne biosolids processed ($)
93
89
90
Gross cost per tonne biosolids processed ($)
101
97
100
# of service requests completed in five days or less
75
81
85
# of graffiti service requests completed in five days or less
90
95
90
# of service requests completed within 48hrs
62%
62%
65%
# of road marking service requests
129
128
150
# of road sign & street name requests
549
563
600
# of streetlight pole replacement
77
160
180
# of streetlight service requests
890
510
500
# of traffic signal service requests
247
230
240
33
25
20
Efficiency measures Parks Cost to maintain all parks per capita ($) Average cost to maintain parks per hectare ($)
Buildings
Solid Waste
Utilities Compost
Customer satisfaction Parks
Buildings
Traffic
Utilities Compost # of biosolids composting odour reports
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Continued Innovation & learning Admin # of staff Attending Unit4, Service Request and SharePoint, and City Works training
13
13
13
# of staff attending Professional Financial and Strategic, Wellness and Better Workplace conference, Communication training
2
2
2
# of staff attending core training
25
25
25
# of staff trained as Geo-tab super users
2
2
2
# of staff trained on using the scale at the Westside gravel pit
4
6
6
# of staff enrolled in training opportunities
2
4
4
# of staff attended Public works conferences
2
6
6
# of staff completing BC Mines supervisor certification
0
4
8
13/15
13/15
13/15
8/8
11/11
11/11
Roadways
Utilities- # of operators with target level of certification Wastewater Collection Network Water Distribution
Budget overview
Division Summary
Per cent of General Fund operating
2%
2%
3% 21% 19% 43%
31%
79%
Civic Operations
Net Operating
General fund operating = $151 M
Parks Services
Public Works
Building Services
Utility Services
Civic Operations Administration
Civic Operations
Total = $31.5 M
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Net Divisional expenditures ($ thousands) Departments
Actual
Revised
Provisional
2018
2019
2020
Change from prior year
Per cent change
Operating cost centres: Civic Operations 226
Civic Operations
248
259
263
168
Infrastructure Operations
197
260
263
445
520
526
668
707
707
668
707
707
5,604
5,903
6,084
(2)
0
0
5,602
5,903
6,084
865
922
925
Civic Operations Administration Civic Operations Finance & 211 Administration
6
1.2%
(0)
(0.0%)
181
3.1%
597
4.7%
70
0.7%
(25)
(2.5%)
Building Services 156
Building Services
204
Property Maintenance - Library
Park Services 169
Park Services
170
Cemetery
0
0
0
172
Parks, Beaches & Sports Fields
9,016
9,270
9,771
174
Urban Forestry
2,256
2,541
2,635
12,137
12,733
13,330
2,218
1,991
1,858
365
127
131
4,918
5,126
5,311
843
1,311
1,298
Public Works 180
Street Lights
188
Roadways Construction
189
Roadways Operations
190
Traffic Operations & Technical Support
212
Public Works
219
Traffic Signals & Systems
148
152
154
1,008
1,040
1,063
9,500
9,746
9,816
(200)
(200)
(200)
0
0
0
1,033
1,029
984
46
51
51
3
10
28
100
117
119
982
1,007
981
0
61
61
0
61
61
0
0.0%
29,334
30,678
31,506
828
2.7%
Utility Services 183
Solid Waste
184
Biosolids
201
Utility - Stormwater
213
Utility Services
199
Pumpstations - Stormwater Water Quality & Customer Care General
267
Fleet Services 191
Fleet Services
Net operating expenditures
Page 193
2020 FINANCIAL PLAN
CITY OF KELOWNA
Continued Capital cost centres: 301
Building Capital
728
1,509
1,635
302
Parks Capital
2,665
3,660
3,152
304
Transportation Capital
3,632
5,369
6,909
305
Solid Waste Capital
0
0
0
306
Storm Drainage Capital
364
1,080
275
310
Vehicle & Mobile Equipment
323
294
497
7,712
11,911
12,468
557
4.7%
37,046
42,589
43,974
1,385
3.3%
Net capital expenditures Total Division net expenditures Note: Totals may not add due to rounding.
Description of operating program changes ($ thousands) 2019 revised budget
Total
FTE
30,678
212.0
2020 net impacts One-time operating requests
(66)
One-time expenditure reductions
55
Prior years ongoing adjustments
0
Divisional adjustments
529
(0.1) 0.5 518
0.4
31,196
212.8
2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions:
310 0
Total
4.6 310 31,506
217.4
Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020
255 0
0.9 255 255
0.9
Note: Totals may not add due to rounding.
Page 194
2020 FINANCIAL PLAN
CITY OF KELOWNA
- General Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 44.6 164.6
Actual 2018
Revised 2019
Provisional 2020
0 0 ( 32,350) ( 4,035)
0 0 ( 29,984) ( 4,177)
0 0 ( 29,542) ( 4,199)
( 55) 0 ( 605) _____________ ( 37,045)
( 360) 0 ( 308) _____________ ( 34,829)
( 30) 0 ( 380) _____________ ( 34,151)
16,829 7,006 15,945 12,264 0 0 1,381
18,209 5,674 14,879 12,465 0 0 4,340
18,634 6,708 14,946 12,613 0 0 3,437
12,165 0 788 _____________ 66,379
9,370 0 571 _____________ 65,507
8,740 0 580 _____________ 65,657
29,334
30,678
31,506
58,304 ( 50,592) _____________ 7,712 _____________ 37,046
102,098 ( 90,187) _____________ 11,911 _____________ 42,589
62,540 ( 50,072) _____________ 12,468 _____________ 43,974
Actual 2018 42.7 143.6
Revised 2019 45.6 166.4
Provisional 2020 47.6 169.8
Note: Totals may not add due to rounding
Page 195
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
0
0
0
0
0
0
0 OT
38,500
(38,500)
0
0
0
0
0 OT
110,900
(10,900)
0
0
0
0
(100,000) OG
199 Streetlight Underground Wiring Repairs 200 Contract Services - Fleet
40,000
(40,000)
0
0
0
0
0 OG
50,000
(50,000)
0
0
0
0
0 OG
200 Facility Condition Assessments
150,000
(150,000)
0
0
0
0
0 OT
201 Irrigation Materials
50,000
0
0
0
0
0
(50,000) OG
201 Streetlight Student Term Labourer Positions 202 Asset Management Coordinator Position 202 Kelowna Family YMCA Pool Filter Replacement 203 Storm Lift Station Mechanical/Electrical Parts Support 203 Accountant Position
11,000
0
0
0
0
0
(11,000) OG
48,000
(7,200)
0
0
(800)
(40,000)
0 OG
29,500
(29,500)
0
0
0
0
0 OT
18,500
0
0
0
0
0
(18,500) OG
41,400
(20,800)
0
0
0
(20,600)
0 OG
204 Energy Specialist Position
52,100
(22,100)
0
(30,000)
0
0
0 OG
204 Kelowna Memorial Cemetery Business Review 205 Energy Program Funding
50,000
(50,000)
0
0
0
0
0 OT
Civic Operations Division Maintain 198 Westside Gravel Pit Mine Plan 198 Edith Gay Park Sewer Connection 199 Parks Service Contracts
205 Energy Reserve Contribution CAP 454
Roadway Urbanization
206 Portable Toilets and Washroom Servicing 206 Cook Rd. Boat Launch Dredging
50,000
(50,000)
0
0
0
0
0 OG
(900,000)
500,000
0
0
0
0
400,000 OG
2,000
0
0
0
0
0
(2,000) OG
69,400
0
0
0
0
0
(69,400) OG
250,000
0
0
0
(125,000)
0
(125,000) OG
12,200
0
0
0
0
0
(12,200) OG
173,500
31,000
0
(30,000)
(125,800)
(60,600)
207 Heavy Duty Mechanic Position
48,300
(48,300)
0
0
0
0
0 OG
208 New Park Inventory
38,000
0
0
0
0
(4,800)
(33,200) OG
500
0
0
0
0
0
(500) OG
38,300
(38,300)
0
0
0
0
0 OG
56,000
(56,000)
0
0
0
0
0 OG
24,300
0
0
0
(8,100)
(16,200)
0 OG
207 Rail Trail Maintenance Total Maintain
11,900
Growth
460 Crosswalk Safety Signals and Flashers 208 Landfill Equipment Operator IV Position 209 Solid Waste Supervisor Position 209 Commonage Term Labourer Position CAP 453 Ethel 3C ATC (Rose -Raymer)
CAP
CAP 444 Fleet Growth CAP 459 Okanagan Rail Trail - Connection to Waterfront Park Pathway
3,200
0
0
0
0
0
(3,200) OG
100,600
0
0
0
(4,300)
(8,700)
(87,600) OG
2,100
0
0
0
0
0
(2,100) OG
Page 196
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Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
13,300
0
0
0
0
0
(13,300) OG
1,300
0
0
0
0
0
(1,300) OG
1,000
0
0
0
0
0
(1,000) OG
0
0
0
0
0
0
0 OG
1,000
0
0
0
0
0
(1,000) OG
200
0
0
0
0
0
(200) OG
10,000
0
0
0
0
0
(10,000) OG
700
0
0
0
0
0
(700) OG
400
0
0
0
0
0
(400) OG
0
0
0
0
0
0
0 OG
8,500
0
0
0
0
0
(8,500) OG
Total Growth
347,700
(142,600)
0
0
(12,400)
(29,700)
210 Commonage - Odour Management Plan Update CAP 489 Commonage - Secondary Odour Control Misting System 210 Beach Cleaning Contract Service Increase 211 Downtown Litter Control
50,000
0
0
0
(16,700)
(33,300)
0 OT
70,000
0
0
0
(23,300)
(46,700)
0 OG
55,600
0
0
0
0
0
(55,600) OG
CCP 453 Houghton 1 DCC (Nickel - OK Rail Trail), ATC CAP 448 Lakeshore 1 DCC (DeHart Vintage Terrace) , ATC CAP 448 McCulloch Area DCC (KLO/Hall/Spiers) CAP 434 Ponds Community Park - Sports Field Construction CCP 455 Sidewalk & Bikeway Renewal CAP 457 Transit - Bus Stop Renewal CAP 436 Sarson's Beach Park - Expansion CAP
459 Sidewalk Network Expansion
CAP 461 Transit - New Bus Stops CAP 434 Pandosy Waterfront Park, Phase 1 CAP 432 Rowcliffe Park – DCC Park Development
(163,000)
New
35,000
0
0
0
0
0
(35,000) OG
CAP 458 Active Transportation Corridor
0
0
0
0
0
0
0 OG
CAP 433 Rutland Centennial Park - DCC Park Development 211 Highway Median Planter Beautification
5,000
0
0
0
0
0
(5,000) OG
63,200
0
0
0
0
0
(63,200) OG
278,800
0
0
0
(40,000)
(80,000)
271 * Safety Coordinator Position
0
0
0
0
0
0
0 OG
176 * Environmental Management
0
0
0
0
0
0
0 OG
Total Maintain
0
0
0
0
0
0
0
180 * Asset Management Consulting Support
0
0
0
0
0
0
0 OT
Total New
0
0
0
0
0
0
0
Division Priority 1 Total
800,000
(111,600)
0
(30,000)
(178,200)
(170,300)
(309,900)
Total Priority 1 Operating
800,000
(111,600)
0
(30,000)
(178,200)
(170,300)
(309,900)
Total New
(158,800)
Maintain
New
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020 Page 197
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Westside Gravel Pit Mine Plan
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for seismic testing at the Westside Gravel Pit. During mining operations in the past year a large rock formation was discovered. Testing will have to take place in order to acquire accurate volume of this mass. Without this information the current Mine plan can not be updated. A mine plan gives best methods of mining, life expectancy and reclamation guidelines. An updated mine plan is mandatory under the Mines Act. The operating expenditure of $35,000 will be funded from revenues collected.
Strategic Direction: 2020
Cost 0
Other - Supports Base Business Reserve 0
Borrow 0
Division: Department:
Civic Operations Civic Operations
Title:
Edith Gay Park Sewer Connection
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to connect the buildings (Washroom and clubhouse/concession) at Edith Gay park to sewer. In 2005 sewer was extended along Moyer Rd past the park, however the park buildings were never connected. The septic system on site has failed and can no longer be maintained without replacement or connection to sewer system
Strategic Direction: 2020
Cost 38,500
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (38,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 198
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Parks Service Contracts
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Funding is requested to address budget deficits for maintenance of new landscaping and /or developed parks. The original quotes received prior to construction based on conceptual plans were low compared to the actual costs (after project completion). Staff are requesting budget to meet the current maintenance cost for: Gyro Park improvements, Francis Ave Beach Access, Rowcliffe park, Memorial parkade, Blue Bird south expansion, Visitor Information Center, Barlee Park expansion, and John Hindle litter (funded by the Landfill reserve). 2020 Base Budget: $2,551,500
Strategic Direction: 2020 2021 2022
Cost 110,900 110,900 110,900
Other - Supports Base Business Reserve (10,900) (10,900) (10,900)
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Streetlight Underground Wiring Repairs
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (100,000) (100,000) (100,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: There are 14 areas identified in the City where street lights are not operating due to underground wiring faults. These projects are above and beyond normal operational maintenance. Repairs will involve a combination of civil, electrical and roadways work. This request will ensure street lights are operating as intended and contributing to neighbourhood safety.
Strategic Direction: 2020 2021 2022
Cost 40,000 40,000 0
Community Safety - Residents feel safe Reserve (40,000) (40,000) 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0
Page 199
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Contract Services - Fleet
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to hire contract services to assist Fleet with financial and process analysis. This includes Engineer certifications on damaged/modified equipment, equipment life cycle analysis, and leasing vs. purchase of equipment.
Strategic Direction: 2020 2021 2022
Cost 50,000 50,000 0
Other - Supports Base Business Reserve (50,000) (50,000) 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Facility Condition Assessments
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: External services and budget are being requested to help alleviate a backlog of facility condition assessment (FCA) reports. FCA's are a key component of our asset management strategy for buildings and have not been fully completed since 2014.
Strategic Direction: 2020
Cost 150,000
Economic resiliency - City policies are enabling investment Reserve (150,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 200
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Irrigation Materials
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Additional budget is requested for irrigation parts and supplies. As more irrigation systems reach the end of their lifecycle, staff are seeing an increase in breakage and annual repairs. Furthermore, the cost of irrigation parts has increased over the last several years. Staff are working with consultants to continually improve our irrigation optimization and asset renewal plans. 2020 Base Budget: $109,854
Strategic Direction: 2020 2021 2022
Cost 50,000 60,000 75,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Streetlight Student Term Labourer Positions
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (50,000) (60,000) (75,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The City has approximately 10,000 streetlights of which 7,000 are painted steel with no other protective coating. An ongoing condition assessment study has identified that 50% need attention in the near future. This request is for two labourers for 4 months each year, to scrape, clean and paint the poles. This will extend the life of the asset and prevent premature failure of the structures. Ongoing funding will allow for a planned preventative maintenance program to be put in place for painting and maintaining the poles. The cost of using term labour is less than half that of contractor pricing. Anticipated dates would be June - September 2020.
Strategic Direction: 2020 2021 2022
Cost 11,000 11,000 11,000
Economic resiliency - Infrastructure deficit is reduced Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (11,000) (11,000) (11,000)
Page 201
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Asset Management Coordinator Position
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Utility Services operate and maintain over $1.5B worth of city assets. Optimizing the operation and life cycle replacement of our assets can equate to annual savings in addition to reducing the risk and consequences of unexpected failures and interruptions in service. This support will help with configuring the system as it is refined and expanded to greater levels of detail, setting up reports and helping develop consistent operating practices across Utility Services and across Civic Operations. This position will be funded by the Water fund, Wastewater fund, Landfill and Commonage operations which is cost shared with the City of Vernon.
Strategic Direction: 2020 2021 2022
Cost 48,000 94,600 94,600
Economic resiliency - Infrastructure deficit is reduced Reserve (7,200) (14,200) (14,200)
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Kelowna Family YMCA Pool Filter Replacement
Dev/Com 0 0 0
Revenue (800) (1,600) (1,600)
Utility (40,000) (78,800) (78,800)
Taxation 0 0 0 Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: The pool filters at the Kelowna Family YMCA have reached their end of life and require replacement. The filters have been repaired numerous times over recent years which impacts the efficiency of filtration and flow rate of water through the filters, and may impact the minimum flow rates required under the pool operations guidelines.
Strategic Direction: 2020
Cost 29,500
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (29,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 202
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Storm Lift Station Mechanical/Electrical Parts - Support
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Storm lift stations require preventive and corrective; mechanical and electrical work annually. Budget is requested to maintain the storm lift stations and purchase required parts. There are 4 storm lift stations within the operation. Currently there is no budget in place for parts and maintenance. Storm Lift Station Locations; Bluebird, Avonlea Pond, Wizard Court, Capital News Center
Strategic Direction: 2020 2021 2022
Cost 18,500 10,000 10,000
Environmental protection - Resiliency & adaptability to climate change Reserve 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Accountant Position
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (18,500) (10,000) (10,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Fleet Services and Civic Operations have experienced significant growth in the last 5 years. With 2 accounting staff, 28 cost centers, and a $70 million operating budget and almost $100 million in revenue within the division, staff recommend adding a 1.0 FTE Accountant position to the Civic Operations Finance and Administration group. The new position will be funded by Fleet Services' equipment reserve, Water Fund, Wastewater Fund and Landfill in year 2020 and Water Fund, Wastewater Fund, Landfill and taxation thereafter.
Strategic Direction: 2020 2021 2022
Cost 41,400 82,600 82,600
Other - Supports Base Business Reserve (20,800) (20,600) (20,600)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (20,600) (41,200) (41,200)
Taxation 0 (20,800) (20,800)
Page 203
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Energy Specialist Position
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is request for a three year term Energy Specialist position to support the work being completed under the Energy Management Program. This position would help to advance the program objectives of reducing energy and GHG emissions which are in line with Council priorities. The energy program has significant potential for further reducing corporate energy and GHG emissions. The position requested is 1.0 FTE reporting to the Energy Program Manager. There is currently funding available through a program offering by FortisBC, which can provide a $60,000 annual contribution towards hiring an Energy Specialist and the remaining funding is from the Energy Management Rebate reserve. In the event that this position is approved by Council - Building Services will then apply for the Fortis grant.
Strategic Direction: 2020 2021 2022
Cost 52,100 102,800 102,800
Environmental protection - Greenhouse gas emissions are decreasing Reserve (22,100) (42,800) (42,800)
Borrow 0 0 0
Fed/Prov (30,000) (60,000) (60,000)
Division: Department:
Civic Operations Civic Operations
Title:
Kelowna Memorial Cemetery - Business Review
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Kelowna Memorial Park Cemetery requests approval to hire a consultant to evaluate the current business model, review progress since the 2015 Cemetery Master plan and make recommendations for the future. Funding will be from the cemetery operational reserve.
Strategic Direction: 2020
Cost 50,000
Financial management - Non-tax revenues are increasing Reserve (50,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 204
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Energy Program Funding
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The City currently spends approximately $8.65M annually on energy, including electricity, natural gas, gasoline, diesel, and propane. With the adoption of the 2017 Corporate Energy and Greenhouse Gas (GHG) Emissions Plan, the mandate of the Energy Program is to develop and prioritize new energy conservation projects, to reduce energy usage and greenhouse gas emissions. This budget is for research, development and execution of key initiatives and projects. This budget will allow the Energy Committee & Building Services to investigate corporate energy reduction initiatives, develop business cases and implement energy conservation measures throughout the year as they are identified.
Strategic Direction: Cost 50,000 50,000 50,000
2020 2021 2022
Environmental protection - Greenhouse gas emissions are decreasing Reserve (50,000) 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Energy Reserve Contribution
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (50,000) (50,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The implementation of LED street lights has resulted in annual savings of $900,000. The City has set up an Energy Reserve that will be used to fund large scale energy and GHG emission reduction projects, while also reducing annual taxation by $400,000.
Strategic Direction: 2020 2021 2022
Cost (900,000) (900,000) (900,000)
Environmental protection - Greenhouse gas emissions are decreasing Reserve 500,000 500,000 500,000
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 400,000 400,000 400,000
Page 205
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Portable Toilets and Washroom Servicing
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to keep up with servicing demand for portable toilets in parks and open spaces as well as washrooms at Guisachan and Jack Robertson park. Staff have received numerous requests to add more facilities for the public. Staff have reported a significant increase in servicing requests due to increased usage. Portable toilets are currently leased and cleaned by a contractor. Staff have looked at other models (such as purchasing toilets) but the contactor is still considered to be the best option financially. 2020 Base Budget: $395,171
Strategic Direction: 2020 2021 2022
Cost 69,400 69,400 69,400
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Cook Rd. Boat Launch Dredging
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (69,400) (69,400) (69,400) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for the dredging of Cook Road boat launch. This is the second year under a three year permit obtained from the Province. Sand continues to move into the boat launch, potentially impacting the use of this facility. Costs have been submitted which reflect the actual contracted costs of the 2019 dredging operations.
Strategic Direction: 2020 2021 2022
Cost 250,000 250,000 0
Other - Extraordinary or Unforeseen Obligation Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (125,000) (125,000) 0
Utility 0 0 0
Taxation (125,000) (125,000) 0
Page 206
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Rail Trail Maintenance
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is being requested to have additional garbage cans serviced weekly along the rail trail. Budget is also requested for weekly cleanup of transient camps along the Okanagan Rail Trail. 2020 Base Budget: $25,000
Strategic Direction: 2020 2021 2022
Cost 12,200 12,200 12,200
Community Safety - Residents feel safe Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Heavy Duty Mechanic Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (12,200) (12,200) (12,200) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Workload, continued fleet growth including the addition of the legacy South East Kelowna Irrigation District equipment, technological change, and improved customer service support the need for an additional 1.0 FTE Heavy Duty Mechanic. This staff increase will ensure service levels are maintained and fleet's readiness for projected fleet growth are met.
Strategic Direction: 2020 2021 2022
Cost 48,300 94,500 94,500
Other - Supports Base Business Reserve (48,300) (94,500) (94,500)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0
Page 207
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
New Park Inventory
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Funding is requested to maintain new landscaping developed for the following capital budget projects: Bellevue Creek Linear Park Trail, 808 Manhatten Dr, Fawn Run Dr, Poplar Point Beach Access, Barlee park expansion, Strathcona walkway, legacy South East Kelowna Irrigation District office (funded by the Water utility). These projects were completed without maintenance funds associated.
Strategic Direction: 2020 2021 2022
Cost 38,000 76,100 76,100
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Landfill Equipment Operator IV Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility (4,800) (9,700) (9,700)
Taxation (33,200) (66,400) (66,400) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: This budget request is to add one additional full-time Equipment Operator IV to accommodate growth. The waste and other materials handled on site have increased by more than 50% in 5 years with minimal increase in staffing. This will provide resources to manage increased workflow, scheduling of non-routine but ongoing tasks, improve Health and Safety, and coordination with upcoming projects.
Strategic Direction: 2020 2021 2022
Cost 38,300 76,300 76,300
Other - Supports Base Business Reserve (38,300) (76,300) (76,300)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0
Page 208
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Solid Waste Supervisor Position
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The landfill and compost facilities have transitioned to complex, provincially regulated, industrial operations that operate 10 hours per day, 7 days per week at a cost of approximately $13 million annually (not including large capital projects). Landfill expansion, gas capture and beneficial use, leachate and stormwater management, compost systems, regulations and increasing complexity of equipment are adding significant complexity to the management of these facilities which has strained our ability to maintain appropriate facility planning and effective operations. Landfill volumes have also grown over 50% in the last 5 years. The City currently has one Manager and one Supervisor to oversee landfill operations and one Supervisor to oversee compost operations at the two facilities. The landfill does not have foremen positions. Strategic Direction: 2020 2021 2022
Cost 56,000 104,900 104,900
Other - Supports Base Business Reserve (56,000) (104,900) (104,900)
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Commonage Term Labourer Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Ogogrow production continues to increase and place increased demand on existing resources/staff. A 6-month term labourer is needed every year to help with biofilter maintenance, aeration channel washing, compost watering, and greenspace/weed control, among other things, to keep up with production. Commonage operations are cost shared with City of Vernon. 2020 Base Budget: 22,648
Strategic Direction: 2020 2021 2022
Cost 24,300 24,300 24,300
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (8,100) (8,100) (8,100)
Utility (16,200) (16,200) (16,200)
Taxation 0 0 0
Page 209
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Commonage - Odour Management Plan Update
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to update the Odour Management Plan for the Commonage Facility as required by the Ministry of Environment. This update is due to the Ministry by June 30, 2020. This project will be cost shared with the City of Vernon.
Strategic Direction: 2020
Cost 50,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Civic Operations Civic Operations
Title:
Beach Cleaning Contract Service Increase
Dev/Com 0
Revenue (16,700)
Utility (33,300)
Taxation 0 New
Priority: 1
ON-GOING PROVISIONAL
Justification: Additional budget is requested to supplement the beach cleaning contract. The contract increases are due to several factors including increased inventory and changes in the service contract to better accommodate safety needs. All of our beaches are now mechanically cleaned twice a week. All beaches are also cleaned of garbage and trouble spots are raked daily during the swimming season. 2020 Base Budget: $167,957
Strategic Direction: 2020 2021 2022
Cost 55,600 55,600 55,600
Community Safety - Residents feel safe Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (55,600) (55,600) (55,600)
Page 210
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Downtown Litter Control
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Demands on maintaining a clean town center have become more challenging. Funds will be used for additional street sweeping, purchasing replacement garbage receptacles and their ongoing maintenance. 2020 Base Budget: $59,808
Strategic Direction: 2020 2021 2022
Community Safety - Residents feel safe
Cost 35,000 27,000 27,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Highway Median Planter Beautification
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (35,000) (27,000) (27,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for 65 additional planters to be placed along center medians of major cross streets of Highway 97 and Springfield Rd. These funds will further improve safety and beautification in nine major intersections. The pilot program which was first introduced in 2018 reduced the presence of panhandlers, increased public safety, and helped beautify the median. This budget request would expand the pilot to include Highway 97 cross street medians at Dilworth Rd, Gordon Dr, Ellis St, Richter St, McCurdy Rd, and Sexsmith Rd. Three additional intersections on Springfield will be included at Dilworth, Spall and Cooper. 2020 Base Budget: $19,000
Strategic Direction: 2020 2021 2022
Cost 63,200 21,700 21,700
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (63,200) (21,700) (21,700)
Page 211
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Civic Operations Division Maintain 213 Edith Gay Protective Netting Replacement 213 Durable Road Marking Materials
35,000
0
0
0
0
0
(35,000) OT
80,000
0
0
0
0
0
(80,000) OG
214 HVAC Technician Position
61,800
0
0
0
0
0
(61,800) OG
214 Parking Lot Maintenance
25,000
0
0
0
0
0
(25,000) OG
215 Landfill - Pump Rental
90,000
(90,000)
0
0
0
0
0 OT
215 Ben Lee Park: Temporary Youth Soccer Field
27,500
0
0
0
0
0
(27,500) OT
Total Maintain
319,300
(90,000)
0
0
0
0
25,600
0
0
0
0
0
(25,600) OT
Total New
25,600
0
0
0
0
0
(25,600)
Division Priority 2 Total
344,900
(90,000)
0
0
0
0
(254,900)
Total Priority 2 Operating
344,900
(90,000)
0
0
0
0
(254,900)
(229,300)
New 216 Urban Forestry Student Position
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Edith Gay Protective Netting Replacement
Maintain
Priority: 2
ONE-TIME PROVISIONAL
Justification: Budget is requested to replace the protective netting that surround the ball diamonds. The netting keeps fly balls from leaving the park and damaging adjacent properties. The estimate is approximately $1,500 per linear meter along the west side of the park.
Strategic Direction: 2020
Other - Supports Base Business
Cost 35,000
Reserve 0
Borrow 0
Division: Department:
Civic Operations Civic Operations
Title:
Durable Road Marking Materials
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (35,000) Maintain
Priority: 2
ON-GOING PROVISIONAL
Justification: Changes to environmental regulations have required the City to use low Volatile Organic Compound (VOC) road marking paints, which only appear to be lasting about 6 months. Staff are recommending a move toward more permanent & durable road marking materials. The material costs are higher but life expectancy is 3 to 5 years, with better nighttime visibility. This request is to cover additional costs of durable road marking material for centerlines, bike lane lines and crosswalks. 2020 Base Budget: $34,205
Strategic Direction: 2020 2021 2022
Cost 80,000 80,000 80,000
Environmental protection - Resiliency & adaptability to climate change Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (80,000) (80,000) (80,000)
Page 213
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
HVAC Technician Position
Maintain
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is request to add a full-time HVAC Technician positon to the Building Services team. This will allow for the automation upgrades to be properly managed and utilized to optimize the city's energy management of key buildings. In addition, the HVAC technician will be responsible for routine maintenance, service requests, developing the asset management inventory and capital project work.
Strategic Direction: 2020 2021 2022
Environmental protection - Greenhouse gas emissions are decreasing
Cost 61,800 104,300 104,300
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Parking Lot Maintenance
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (61,800) (104,300) (104,300) Maintain
Priority: 2
ON-GOING PROVISIONAL
Justification: Additional budget is requested for sweeping & snow removal in City parking lots. With more significant snow storms over the past few years budget has been over spent. As well a new contract for snow removal is required in 2020 and costs are anticipated to rise. Some of the funding for parking lot maintenance comes from parking revenues, however there is still a funding shortfall. Currently, Roadways Operation maintains 58 City parking lots in the winter months. 2020 Base Budget: $62,461
Strategic Direction: 2020 2021 2022
Cost 25,000 25,000 25,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,000) (25,000) (25,000)
Page 214
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Landfill - Pump Rental
Maintain
Priority: 2
ONE-TIME PROVISIONAL
Justification: In 2018 and 2019 the landfill was required to actively divert surface water using rental pump systems to mitigate flooding in the Glenmore Valley. Based on the continued high groundwater and surface water elevations in the region, it is expected that this pumping will also be required in future years. Budget is requested to ensure the funds are available for this program and would include items such as permitting, monitoring, equipment rental and operations. Surface water planning to manage this issue on a long term basis is in progress.
Strategic Direction: 2020
Cost 90,000
Environmental protection - Emergency response & preparation Reserve (90,000)
Borrow 0
Fed/Prov 0
Division: Department:
Civic Operations Civic Operations
Title:
Ben Lee Park: Temporary Youth Soccer Field
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 2
ONE-TIME PROVISIONAL
Justification: Sport Kelowna has requested to add a youth soccer field in the Rutland area for one year. The Ben Lee fields will need to have increased maintenance to bring them up to City sports field standards. This is a one-time ask since Glenmore sports field will be on board for 2021.
Strategic Direction: 2020
Cost 27,500
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (27,500)
Page 215
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Urban Forestry Student Position
New
Priority: 2
ONE-TIME PROVISIONAL
Justification: Budget is requested to hire a student labourer to help inspect and conduct minor maintenance of high use gravel trails throughout the City such as the Apex trail at Knox Mountain. This position would also water newly planted trees and add mulch to help improve health of trees. This position will also work with the median planters labourer to work safely on the major intersections.
Strategic Direction: 2020
Cost 25,600
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (25,600)
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CITY OF KELOWNA
Wastewater Utility Page 217
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Wastewater utility - Performance measures Actual 2018
Estimated 2019
Proposed 2020
Sewer pipes cleaned (km)
247
250
250
# of blocked mains
15
12
12
# of blocked services
112
120
130
Length of pipe closed-circuit TV (CCTV) inspected (km)
56.7
45
50
Volume of wastewater effluent (million cubic metres)
13.24
13.30
13.5
# of blocked sewers / 100km of sewer length (system reliability)
0.025
0.025
0.025
# of blocked service connections / 1000 service connections (system reliability)
0.004
0.004
0.004
Annual average effluent total nitrogen – Permit 6.0 (mg/l)
6
6.1
5.8
0.21
0.22
0.2
0.049
0.049
0.052
# of odour complaints WWTF
0
0
0
# of odour complaints Tradewaste Treatment Facility
0
1
0
Program outputs
Program outcomes
Annual average effluent total phosphorous – Permit 0.25 (mg/l) Efficiency measures Electrical energy consumed by collection system (kWh/ cubic meter wastewater pumped) Customer satisfaction
Budget overview
Wastewater Fund Expenditures 3%
2%
2%
1%
49% 43%
Wastewater Collection
Wastewater Treatment
WQ & CC Wastewater
Wastewater Construction
Utility Planning - Wastewater
Infrastructure Delivery - Wastewater
Total = $22.8 M
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Net Department expenditures ($ thousands) Departments
Change from prior year
change
(106)
2.9%
3,703
106
2.9%
0
0
0.0%
Actual
Revised
Provisional
2018
2019
2020
(13,657) 5,241 401 93 54
(10,705) 5,858 371 288 105
(10,481) 5,554 371 263 105
443
485
485
(7,425)
(3,597)
(3,703)
2,799
3,597
3,703
2,799
3,597
(4,626)
0
Per cent
Operating cost centres:
* * *
Wastewater 194 Wastewater Collection 195 Wastewater Treatment 236 Wastewater Construction 246 Utility Planning - Wastewater 263 Infrastructure Delivery - Wastewater 265 Water Quality & Customer Care - Wastewater Net operating expenditures Capital cost centres: 314
Wastewater Capital
Net capital expenditures Total Department net expenditures
* These cost centers belong to Infrastructure Note: Totals may not add due to rounding.
Description of operating program changes ($ thousands) 2019 revised budget
Total
FTE
(3,597)
42.8
2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments
(150) 0 (225) 11
0.5 (364)
(0.3)
(3,962)
43.0
2020 Program additions (P1) 2020 operating requests:
259
2020 expenditure reductions:
0.2 259
Total
(3,703)
43.2
Unfunded 2020 requests (P2) 2020 operating request
0
2020 expenditure reductions
0
Total unfunded requests for 2020
0 0
0.0
Note: Totals may not add due to rounding.
Page 220
2020 FINANCIAL PLAN
CITY OF KELOWNA
Comparison of 2019 and 2020 operating revenues and expenditures ($ thousands) Revenues Wastewater Wastewater operations Commercial charges Domestic charges Sewer discharge fees Sewer lift stations operations Sanitary network operations Sewer debt Appropriations from reserve
2019 Revised Budget
Wastewater Treatment Wastewater treatment facility operations Wastewater treatment - trade operations
Expenditures Utilities Planning - Wastewater Water Quality & Customer Care - Wastewater Infrastructure Delivery - Wastewater Wastewater Wastewater operations Sewer lift stations operations Sanitary network operations Sewer debt Contribution to reserve Wastewater Construction Sanitary installation and repair Wastewater Treatment Wastewater treatment facility operations Wastewater treatment - trade operations
Net operating Capital Expenditures Transfer to general capital fund From general utility revenue Capital - other funding sources Surplus/(Deficit) Projected accumulated surplus
2020 Provisional
Variance
353 3,550 12,915 220 12 1,113 1,671 5,087 24,921
0 140 1,392 0 0 (1,113) (108) (3,458) (3,147)
353 3,690 14,307 220 12 0 1,564 1,629 21,775
200 903 1,103 26,025
(200) 78 (122) (3,269)
0 981 981 22,756
288 485 105
(25) 0 0
263 485 105
3,100 785 1,213 6,257 311 11,667
(731) 126 108 (3,658) (56) (4,211)
2,370 911 1,322 2,598 255 7,456
371 371
0 0
371 371
6,058 903 6,961 19,877 6,147
(504) 78 (426) (4,662) 1,393
5,554 981 6,535 15,215 7,540
(714) 106 (9,793)
566 3,703 359
1,288 3,837
3,837 41,535
1,280 3,597 10,153 2,550 37,698
*
*
* Amounts are included in Wastewater Operations Expenditures. Note: Totals may not add due to rounding.
Page 221
2020 FINANCIAL PLAN
CITY OF KELOWNA
Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 9.2 32.8
Actual 2018
Revised 2019
Provisional 2020
0 ( 1,398) ( 16,885) ( 1,755)
0 ( 1,323) ( 16,841) ( 1,573)
0 ( 1,323) ( 18,373) ( 1,488)
0 ( 5,461) ( 3,609) _____________ ( 29,108)
0 ( 4,971) ( 1,316) _____________ ( 26,025)
0 ( 1,570) ( 2) _____________ ( 22,756)
3,363 680 2,889 72 2,313 4,345 3,659
3,768 852 3,962 49 1,761 4,339 4,794
3,802 880 3,702 109 781 1,661 3,928
162 0 4,201 _____________ 21,683
156 0 2,746 _____________ 22,427
156 0 4,033 _____________ 19,053
( 7,425)
( 3,597)
( 3,703)
7,262 ( 4,464) _____________ 2,799 _____________ ( 4,626)
13,750 ( 10,153) _____________ 3,597 _____________ 0
4,062 ( 359) _____________ 3,703 _____________ 0
Actual 2018 8.9 30.0
Revised 2019 9.2 33.6
Provisional 2020 9.0 34.2
Note: Totals may not add due to rounding
Page 222
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Requests Provisional Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
25,000
0
0
0
0
(25,000)
OT
87,000
0
0
0
(87,000)
0
OT
Total Maintain
112,000
0
0
0
(87,000)
(25,000)
226 Wastewater Lift Station Capital Growth
103,500
0
0
0
0
(103,500)
Total Growth
103,500
0
0
0
0
(103,500)
100,000
0
0
0
0
(100,000)
OT
30,000
0
0
0
0
(30,000)
OT
130,000
0
0
0
0
(130,000)
271 * Safety Coordinator Position
0
0
0
0
0
0
OG
175 * Utilities Foremen Positions
0
0
0
0
0
0
OG
202 * Asset Management Coordinator Position 203 * Accountant Position
0
0
0
0
0
0
OG
0
0
0
0
0
0
OG
0
0
0
0
0
0
0
0
0
0
0
0
OT
0
0
0
0
0
0
OG
0
0
0
0
0
0
OG
0
0
0
0
0
0
* Commonage - Odour Management Plan Update * Commonage - Secondary Odour Control Misting System
0
0
0
0
0
0
OT
0
0
0
0
0
0
OG
* Water Quality & Customer Care -Water Meter Service Technician Position * Asset Management Consulting Support
0
0
0
0
0
0
OG
0
0
0
0
0
0
OT
Wastewater Maintain 225 Lift Stations Radio Communications Review 225 Mechanical Equipment Replacement - Trade Waste Treatment Facility
Growth OG
New 226 Burtch Sewer Condition Assessment 227 Smart Manhole Covers Total New Maintain
Total Maintain Growth 177 * North End Industrial Area Servicing Plan 209 * Commonage Term Labourer Position 443 * Fleet Growth Total Growth New 210 CAP 488 242
180
Page 223
2020 FINANCIAL PLAN
Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Total New
0
0
0
0
0
0
Department Priority 1 Total
345,500
0
0
0
(87,000)
(258,500)
Total Priority 1 Operating
345,500
0
0
0
(87,000)
(258,500)
Cat
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
Page 224
2020 FINANCIAL PLAN
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2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Lift Stations Radio Communications Review
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Lift station radio communications are being impacted by City growth. Budget is requested to hire a consultant to perform a review of the current radio network to highlight needed changes/upgrades and explore the possibility of connecting a portion of the sewer lift stations to the dark fiber network.
Strategic Direction: 2020
Cost 25,000
Clear direction - Services, processes & business activities are transformed Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Division: Department:
Civic Operations Utility Services
Title:
Mechanical Equipment Replacement - Trade Waste Treatment Facility
Utility (25,000) Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: The incoming power transformer has reached the end of its life expectancy and one of the aerator propellers has failed. Budget requested to purchase and install a new transformer and purchase a new propeller. This facility is funded 100% from the partner Industries.
Strategic Direction: 2020
Cost 87,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue (87,000)
Utility 0
Page 225
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Wastewater Lift Station Capital Growth
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: There are 5 additional sewer lift stations being added to the collection network in 2020. Budget is requested to establish the annual budget needed to operate and maintain the lift stations being built by development. 2020 is funded at 50% of annual need Sewer Lift Station Locations; Beaver Lake Rd(2) Thompson Flats(1) McKinley(1) North Clifton(1) Strategic Direction: 2020 2021 2022
Cost 103,500 225,000 225,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Burtch Sewer Condition Assessment
Dev/Com 0 0 0
Revenue 0 0 0
Utility (103,500) (225,000) (225,000) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: A portion of reinforced concrete transmission main installed in 1983 near Burtch Road and Sutherland Avenue shows premature deterioration resulting from exposure to excess gas. Defects in the pipe surface were identified in a video inspection by City operations staff. The work will help identify both the condition and the expected life of the pipeline. A recommendation to repair or replace the mainline will be a key deliverable from this analysis, and the timing of such work in this high-traffic zone. The assessment will be completed in 2020.
Strategic Direction: 2020
Cost 100,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (100,000)
Page 226
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Smart Manhole Covers
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: Smart covers allow real time sewer flow and hydrogen sulfide (H2S) monitoring and alarming. Budget is requested to purchase 6 smart cover units. This real time data is monitored via satellite which is accessible via the internet (open source for all viewers), complete with alarming capabilities to inform Utilities staff of an event prior to failure or emergency situation. The smart covers are portable and can be moved to different areas within the system without the need for SCADA configuration.
Strategic Direction: 2020
Cost 30,000
Environmental protection - Predictive modelling & forecasting Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (30,000)
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Water Utility Page 229
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Water utility - Performance measures Actual 2018
Estimated 2019
Proposed 2020
393
95
400
Hydrants inspected & maintained (annual service)
2,214
2,450
2,500
# of mainline valves exercised
1,047
500
1,000
# of curb stops (service valves) exercised
593
7
500
# of landscape water use applications received
32
45
100
# of irrigation inquiries received
57
70
80
15.62
16
16.32
# of days with turbidity co-efficient > 1 Nephelometric Turbity Unit (NTU)
37
0
0
# of water outages due to equipment failures
0
1
0
# of days Water Quality Advisory (WQA) issued – Kelowna north distribution system
27
0
0
# of days Water Quality Advisory issued – Kelowna south distribution system
37
0
0
# of days Water Quality Advisory issued – Swick Road distribution system
37
0
0
# of days drinking water advisories / boil water notices – SEKID distribution system
365
365
180
0.06
0.06
0.07
30
70
100
Program outputs Water main flushed (km)
Volume domestic water produced (million cubic metres) Program outcomes
Efficiency measures Electrical energy cost ($ per cubic meter water produced) Customer satisfaction # of water quality inquiries (2019/2020 includes SEKID)
*Note: Number of Turbidity events and WQA events are theoretical based on past two years of data and commentary from Ministry of Environment. Very much dependent on weather and snow pack conditions.
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Budget overview
Water Fund Expenditures 7% 6%
4%
10% 45%
28% Water Quality
Pumpstations
Utilities
Water Construction
WQ & CC Water
Utility Planning Total = $19.5 M
Net Department expenditures ($ thousands) Departments
Operating cost centres: Water 196 Water Operations 198 Pumpstations - Water 200 Utility - Water * 237 Water Construction * 247 Utility Planning - Water * 264 Infrastructure Delivery - Water 266 Water Quality & Customer Care - Water
*
Net operating expenditures Capital cost centres: 313 Water Capital Net capital expenditures Total Department net expenditures These cost centers belong to Infrastructure Note: Totals may not add due to rounding.
Actual
Revised
Provisional
2018
2019
2020
Change from prior year
(10,059) 2,528 652 828 140 47 411 (5,451)
(8,158) 2,867 811 803 238 110 646 (2,684)
(10,648) 3,772 1,183 803 485 110 912 (3,383)
(699)
26.0%
2,040 2,040 (3,412)
2,684 2,684 0
3,383 3,383 0
699 0
26.0% 0.0%
Per cent change
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Description of operating program changes ($ thousands) 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments
(174) 0 (363) (835)
2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions: Total
Total
FTE
(2,684)
42.6
(1,372) (4,055)
2.4 (0.4) 44.6
673
Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020 Note: Totals may not add due to rounding.
1.8 673 (3,383)
46.4
0 0
0.0
0 0
Comparison of 2019 and 2020 operating revenues and expenditures ($ thousands) Revenues Water Operations
2019 Revised Budget
2020 Provisional
Variance
Domestic
9,613
611
10,223
Commercial
2,408
162
2,570
Agricultural
608
(91)
516
23
0
23
Beaver Lake Rd Fire line Frontage tax Sale to own municipality
44
(8)
36
1,459
45
1,504
257
0
257
Other revenue Interest earned
60
0
60
Water debt Water quality
25 2,171
0 65
25 2,236
Miscellaneous Cost recovery
37 105
0 (36)
37 69
825 778 18,412
0 (430) 317
825 348 18,730
146
13
159
82
0
82
228
13
241
Project fee Appropriations from reserve Utilities - Water Water utilities network Hydrant rentals
Page 233
2020 FINANCIAL PLAN
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Continued Pumpstations - Water
378
38
416
Utilities Planning - Water
221
(153)
68
81 19,320
(15) 200
66 19,520
4,677
(2,257)
2,420
95
(65)
30
632
0
632
3,430
192
3,623
8,834
(2,130)
6,705
53
24
77
985
361
1,346
1,039
385
1,424
3,245
944
4,188
Utilities Planning - Water
458
94
553
Water Quality & Customer Care - Water
727
251
978
Water Construction
913
0
914
15,216
(456)
14,761
4,104
656
4,760
(555)
253
2,684
699
3,383
71,107
(70,603)
505
1,420
(43)
1,377
14,506
1,377
15,883
Water Quality & Customer Care - Water Expenditures Water Operations Water operations Water quality Water debt Contribution to reserve Utilities - Water Utilities water Water utilities network Pumpstations Water
Net operating Capital Expenditures Transfer to general capital fund From general utility revenue Capital - other funding sources Surplus/(Deficit) Projected accumulated surplus
807
*
*
* Amounts are included in Water Operations Expenditures. Note: Totals may not add due to rounding
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Water Fund Revenues/Expenditures by Category($ thousands)
Revenue Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Capital Expenditures Gross Expenditures Other Funding Sources Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2018 10.6 27.2
Actual 2018
Revised 2019
Provisional 2020
0 ( 1,805) ( 14,289) ( 10,351)
0 ( 1,765) ( 15,817) ( 775)
0 ( 1,810) ( 16,564) ( 1,146)
0 0 ( 2,570) _____________ ( 29,015)
0 0 ( 963) _____________ ( 19,320)
0 0 0 _____________ ( 19,520)
2,889 491 4,556 377 453 333 1,564
3,848 484 3,899 448 296 335 2,544
4,153 550 4,137 22 296 335 1,991
18 0 12,882 _____________ 23,564
0 0 4,781 _____________ 16,636
0 0 4,652 _____________ 16,138
( 5,451)
( 2,684)
( 3,382)
36,888 ( 34,848) _____________ 2,040 _____________ ( 3,412)
73,791 ( 71,107) _____________ 2,684 _____________ 0
3,887 ( 505) _____________ 3,383 _____________ 0
Actual 2018 10.8 22.8
Revised 2019 10.7 31.9
Provisional 2020 10.5 35.9
Note: Totals may not add due to rounding
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2020 Operating Requests Provisional Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
238 Chlorine Gas Safety System South East Kelowna Irrigation System 238 Poplar Point Electrical Motor Replacement 239 Data Radio Replacement - Water
100,000
0
0
0
0
(100,000)
OT
57,000
0
0
0
0
(57,000)
OT
65,000
0
0
0
0
(65,000)
OT
239 Downtown Transmission Main Condition Assessment 240 Water Shortage Management Planning
125,000
0
0
0
0
(125,000)
OT
150,000
0
0
0
0
(150,000)
OT
497,000
0
0
0
0
(497,000)
46,700
0
0
0
0
(46,700)
OG
Water Maintain
Total Maintain Growth 240 Water Supply - Control Systems Specialist Position 241 Water Operations Capital Growth
21,400
0
0
0
0
(21,400)
OG
241 Water Supply - Water Operator Position
51,600
0
0
0
0
(51,600)
OG
Total Growth
119,700
0
0
0
0
(119,700)
62,500
0
0
0
(6,300)
(56,200)
62,500
0
0
0
(6,300)
(56,200)
271 * Safety Coordinator Position
0
0
0
0
0
0
OG
175 * Utilities Foremen Positions
0
0
0
0
0
0
OG
202 * Asset Management Coordinator Position 203 * Accountant Position
0
0
0
0
0
0
OG
0
0
0
0
0
0
OG
0
0
0
0
0
0
0
0
0
0
0
0
OT
0
0
0
0
0
0
OG
0
0
0
0
0
0
0
0
0
0
0
0
New 242 Water Quality & Customer Care Water Meter Service Technician Position Total New
OG
Maintain
Total Maintain Growth 177 * North End Industrial Area Servicing Plan 208 * New Park Inventory Total Growth New 180
* Asset Management Consulting Support
OT
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2020 FINANCIAL PLAN
Page
Description
CITY OF KELOWNA
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
0
0
0
0
0
0
OG
0
0
0
0
0
0
Department Priority 1 Total
679,200
0
0
0
(6,300)
(672,900)
Total Priority 1 Operating
679,200
0
0
0
(6,300)
(672,900)
181 * Area Based Water Management Plan Total New
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Chlorine Gas Safety System - South East Kelowna Irrigation System
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: The Hydraulic Creek Intake on the Southeast Kelowna Irrigation system uses chlorine gas for treatment and provides chlorine residual in the distribution system. Budget is requested to add emergency shut-off actuators that will shut off the chlorine cylinders in the event of a chlorine leak from the system. This system will protect the safety of City staff and area residents from an uncontrolled release of chlorine gas.
Strategic Direction: 2020
Cost 100,000
Environmental protection - Emergency response & preparation Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Civic Operations Utility Services
Title:
Poplar Point Electrical Motor Replacement
Dev/Com 0
Revenue 0
Utility (100,000) Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Poplar Point is the main pump station feeding the majority of the City Water Utility north of Mission Creek. To ensure reliable water supply a new replacement 500 horsepower electrical motor is requested. The existing unit is an older unit and recent inspections revealed that it is showing signs of pending failure.
Strategic Direction: 2020
Cost 57,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (57,000)
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2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Data Radio Replacement - Water
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: The 2017-2019 project to replace the specialized data radios that are used to communicate the status of over 80 water distribution facilities back to a centralized computer is nearly complete. Further funds are required to complete the work as well as to bring the legacy South East Kelowna Irrigation District radio telemetry control systems up to City standards.
Strategic Direction: 2020
Cost 65,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Downtown Transmission Main Condition Assessment
Revenue 0
Utility (65,000) Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested to conduct a condition assessment of a transmission mainline from Poplar Point pump station to downtown along Ellis Street. The mainline, installed in 1966, is a critical part of water service to the downtown core. The results of the assessment will help determine the remaining life of the pipe and identify options to service growth areas identified in the upcoming 2040 Official Community Plan. The City is currently reviewing water transmission capacity needs between Poplar Point and Dilworth Reservoir consistent with growth projections over the next 20 years. The assessment will be completed in 2020.
Strategic Direction: 2020
Cost 125,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (125,000)
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2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Water Shortage Management Planning
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Budget is requested for phase 2 of the Water Shortage Management Plan which will include a decision making matrix for both agricultural and City water utility requirements. A Water Shortage Management Plan was a key recommendation from the Water Audit commissioned by the Provincial Auditor General. Budget is also requested to develop a drought model process to predict water usage in the agricultural areas and link it back to water supply in the upper reservoirs. This process will be used in conjunction with water meter data to better understand and control water allocations throughout the irrigation system. The plan will provide risk analysis and aid with setting development limits in the agricultural zones. Both plans are estimated to be complete in 2020.
Strategic Direction: 2020
Cost 150,000
Environmental protection - Resiliency & adaptability to climate change Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Division: Department:
Civic Operations Utility Services
Title:
Water Supply - Control Systems Specialist Position
Revenue 0
Utility (150,000) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The water utility computer monitoring and control system (SCADA) has grown by over 30% with the expansion of domestic water into Southeast Kelowna as well as the integration of the legacy South East Kelowna Irrigation District system. System size and complexity now requires a control specialist instead of relying on upgrading the training of water operators into computer control programmers. A dedicated resource is required to ensure that computer monitoring and control systems for the water utility are properly maintained, that upgrades are completed to ensure system reliability and that cyber-security measures are maintained to industry standards. By the end of 2020 the water SCADA system monitors and controls 20,000 data points.
Strategic Direction: 2020 2021 2022
Cost 46,700 91,600 91,600
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (46,700) (91,600) (91,600)
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2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Water Operations Capital Growth
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to address the increase in operation and maintenance costs for additional water systems related to development growth and Phase 2 of the Water Integration Project. One additional 2 million liter cell at Kettle Valley Reservoir and a large scale transmission Pressure Regulating Valve (PRV) and a domestic PRV related to Phase 2 of the Water Integration Project, a reservoir, booster station and a PRV related to the Canyon Creek development.
Strategic Direction: 2020 2021 2022
Cost 21,400 31,000 31,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Water Supply - Water Operator Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility (21,400) (31,000) (31,000) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The change is to add an additional 1.0 FTE full-time Water Distribution & Sewer Collection Operator position in response to the operational need of the legacy South East Kelowna Irrigation District (SEKID) irrigation system. The SEKID system requires more staff resources than anticipated in 2018 in large part due to the need to comply with Worksafe confined space entry requirements in the 36 existing Pressure Regulating Valve (PRV) stations. In addition there is increased workload related to completing required operations and maintenance of a deficient and aging irrigation system as well as dams, diversion channels and reservoirs. Additional resources are required to maintain service levels, ensure compliance with safety & environmental regulations, and provide proper operational coverage in both the domestic and irrigation water systems.
Strategic Direction: 2020 2021 2022
Cost 51,600 101,000 101,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (51,600) (101,000) (101,000)
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2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Water Quality & Customer Care - Water Meter Service Technician Position
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Additional meter service technician required to supplement water meter reading services, work on both short term and long term water meter replacement projects, installation and testing of cross connection backflow devices, anticipated daily workload, and redundancy for when other water meter service technician or coordinator is absent or unavailable. This position will be funded 90% Water Utility and 10% Wastewater Utility.
Strategic Direction: 2020 2021 2022
Cost 62,500 100,500 100,500
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
*Revenue (6,300) (10,100) (10,100)
Utility (56,200) (90,400) (90,400)
*Revenue: Refers to funding transfered from the Wastewater Fund.
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Active Living & Culture Page 243
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Active Living & Culture The Active Living & Culture Division provides a leadership role in enriching the social health and wellbeing of the community. Divisional focus areas include promoting healthy active lifestyles, building neighbourhood connections, supporting and developing an integrated sport system, enabling cultural vibrancy, encouraging a dynamic events community and addressing complex social issues. The Division’s service delivery model involves direct provision, support and facilitation, and partnership development. Activities are delivered through the following departments: Community & Neighbourhood Services delivers programs throughout the community which engage, activate and connect people. This includes Strong Neighbourhoods, outlying area programs and the Parkinson Recreation Centre. The focus of this team is to reduce barriers to participation, animate spaces, and promote a healthy, inclusive community. Cultural Services provides programs and services to support community cultural development. This includes oversight of cultural policies and plans, organizing special events and convenings, maintaining healthy partnerships with cultural facility operators and community organizations, administering grant programs and operating the Kelowna Community Theatre. Administration & Business Services is responsible for divisional financial management processes and reporting; systems application and administration; business management, including supporting the development and maintenance of business plans and performance measurements; front line customer service and manage division-wide marketing and promotion. Social Development provides leadership to convene community groups, agencies and other levels of government to collectively address complex social issues. The main focus is to build capacity of multisector stakeholders to work within a collaborative framework which aligns plans, resources, and funding to maximize efforts to impact social issues. Sport & Event Services provides strategic direction and organizational leadership to Kelowna’s sport and event community through the facilitation and provision of a wide variety of recreation, sport and special event initiatives. Key areas of focus include Canadian Sport for Life (CS4L) promotion and implementation; event permitting, development and procurement; organizational development and facility operations support.
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2020 Divisional drivers & activities Drivers • • • • • • •
Encourage active healthy lifestyles Build strong neighbourhoods Nurture lifelong participation in sport Enhance cultural vibrancy Facilitate development of events Enhance social sustainability Support effective management and operation of sport, recreation and cultural facilities
Activities Community Safety •
Continue to work with the Community Action Team on a community-based response to the overdose emergency by implementing an action-oriented strategy that is informed by, and tailored to meet, local community needs
Social & Inclusive • • •
• • • • • • • •
Development of a Social Policy Framework with a focus on planning for the social success of the community by defining roles and creating mechanisms to evaluate community health, identify community priorities and align and coordinate efforts between community partners Support the Central Okanagan Journey Home Society (COJHS) to implement the Journey Home Strategy through a systems planning approach that is data and lived experience informed Support the development of a Community Wellness Systems Leaders Table to bring key decision-makers together to provide systems leadership that advances planning, coordination, and alignment to achieve system-level change to improve the social well-being of the community Support the implementation of the Community Inclusion Model to work collaboratively to create the conditions necessary for the seamless integration of housing with supports into neighbourhoods Based on the finding of the regional Community Poverty Analysis, support efforts to develop a regional poverty reduction strategy Continue to support the development of the PEOPLE Employment Services social enterprise to employ people with lived experience of homelessness with the goal of transforming individuals experiences by addressing stigma in the community Apply a social lens to Active Living & Culture facilities and programs with a focus on making them more inclusive Review and update the Recreation Opportunities Coupon program to ensure it’s effective in creating opportunities for people who have financial and/or social barriers to accessing recreation programs and facilities Continue building relationships with syilx/Okanagan organizations, artists and cultural leaders. Develop and implement the City’s first Artist-in-Residence program Engage and support community partners to collectively deliver upstream support, programs and opportunities specifically designed for youth, by youth
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Vibrant Neighbourhoods •
Mobilize commitment and support community initiatives in response to the goals and strategies of the 2020-2025 Cultural Plan • Work with local organizing committee to support the planning, coordination and delivery of the Kelowna 2020 Memorial Cup • Support ongoing capital planning initiatives for various facilities and parks; key initiatives include Parkinson Recreation Centre, expansion plans for the Capital News Centre and parks sites that include sport fields and related amenities • Expand the Strong Neighbourhoods program into neighbourhoods that have traditionally been difficult to connect with and/or have complex social issues or projects • Establish Canyon Falls Middle School as a community hub for recreation and social opportunities for all ages and abilities • Work collectively with community partners on a pilot project to support an intensive capacity building training program for selected non-profits • Administer community grant programs that continue to build a vibrant and connected community; arts and culture, sport, events, social development and neighbourhood building. • Examine facility use and capacity issues of major sport and recreation facilities to better understand infrastructure needs and connect to capital planning priorities Economic Resiliency • •
Create an Event Plan that provides strategic direction for event hosting by establishing a longterm vision, guiding principles, strategic goals and action items Review and update current policies and programs that support the contributions to facility reserves accounts through fees and charges administered through Active Living & Culture to ensure reflects best practice and impact is maximized
Financial Management • • • •
Complete a comprehensive fees and charges review for facility rentals and facility access programs. This will also include a review of the Parkinson Recreation Centre facility pass model and opportunities that connect the pass with other onsite fitness programs Expand the capabilities of the online events approval system to include different application types and reporting features, and maximize its utilization within the Division Continue expanding use of Intelli with a 2020 focus on data analytics and reporting. Review Kelowna Community Theatre administrative systems and make modifications as need to ensure efficiency and customer service
Clear Direction •
Development of divisional and department business plans that are aligned with Council and Corporate priorities and community interests
People •
Conduct a review of the current divisional volunteer programs with the view to combine them into one program that support current and future needs
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2020 FINANCIAL PLAN
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Base Business
• •
Review and update allocation guidelines for recreation and cultural facilities to ensure effectiveness and adherence of current practices Work with the local sport sector and stakeholders to advance the key directions of the Community Sport Plan, in accordance with the outlined priorities and schedules
2020 Divisional performance measures Actual 2018
Estimated 2019
Proposed 2020
# of program registrations and drop-ins
33,797
34,000
34,200
# of drop-in admissions sold – pool & facility
23,392
22,784
23,000
# of PRC memberships sold – pool & facility
2,767
2,860
2,902
# of 10 and 20 visit passes sold – pool & facility
1,777
1,761
1,765
110,022
112,000
114,000
828
842
835
11,178
9,750
10,000
175
161
168
5
6
5
23.60
23.60
24.20
# of theatre rentals
222
224
230
# of theatre black box rentals
148
162
170
# of organizations supported by Social Development Grants
21
29
31
# of Athletic Excellence Grants approved
23
40
45
# of Sport Development Grants provided
12
13
15
# of organizations supported by Cultural Grants
43
36
40
# of Cultural District Walking Tour participants
249
96
150
# of volunteers (includes programs and theatre)
321
340
350
# of volunteer hours (includes programs and theatre)
14,176
13,947
14,100
# of participants in free community events (i.e. Park n Play and Dancing in the Park)
12,500
15,000
15,000
# of hours booked in arenas
11,900
12,000
12,050
# of hours booked in stadiums/sportsfields
31,500
31,650
31,750
# of general programs delivered vs planned (%)
76
76
76
# of aquatic lessons delivered vs planned (%)
94
94
94
Program outputs
# of total memberships scanned at PRC – pool & facility # of access passes sold # of recreation opportunity coupons redeemed # of outdoor event permits (excluding film permits) processed # of film permits (new) Investment in arts, culture & heritage by City of Kelowna per capita ($)
Efficiency measures
Page 248
2020 FINANCIAL PLAN
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Continued Customer satisfaction # of memberships renewed – pool & facility (%)
59
63
64
# of service requests completed in two days or less (%)
61
60
61
Budget overview
Per cent of General Fund operating
Division Summary 1%
11%
7%
33%
11%
20% 93% Active Living & Culture Net Operating General fund operating = $151 M
Sport & Event Services Recreation & Business Services Community & Neighbourhood Services
24% Cultural Services Active Living & Culture Community Theatre Total = $10.4 M
Net Divisional expenditures ($ thousands) Departments
Actual 2018
Revised 2019
Provisional 2020
2,352
2,415
2,450
(16)
144
136
Change from prior year
Per cent change
Operating cost centres: Active Living & Culture 159
Cultural Services
161
Community Theatre
164
Active Living & Culture
1,134
1,042
1,116
165
Recreation & Business Services
1,888
2,136
2,107
166
Sport & Event Services
3,620
3,342
3,467
167
Community & Neighbourhood Services
836
1,127
1,142
9,814
10,206
10,418
212
2.1%
0
0
0
0
0.0%
9,814
10,206
10,418
212
2.1%
Net operating expenditure Capital cost centres: 309
Recreation Capital
Net capital expenditures Total Division net expenditures Note: Totals may not add due to rounding.
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Description of operating program changes ($ thousands) 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments
(35) 0 (10) 59
2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions:
197 0
Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020
57 0
Total
FTE
10,206
74.8
15 10,221
0.7 75.5 1.5
197 10,418
77.0
0.2 57 57
0.2
Note: Totals may not add due to rounding.
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Ƭ Ǧ Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 17.5 58.8
Actual 2018
Revised 2019
Provisional 2020
0 0 ( 5,134) ( 272)
0 0 ( 4,684) ( 174)
0 0 ( 4,753) ( 174)
( 100) 0 ( 132) _____________ ( 5,638)
0 0 ( 336) _____________ ( 5,194)
0 0 ( 35) _____________ ( 4,962)
5,993 193 4,173 3,664 0 0 0
5,884 206 4,383 4,116 0 0 0
6,045 205 4,231 4,083 0 0 0
0 0 1,431 _____________ 15,452
0 0 813 _____________ 15,400
0 0 817 _____________ 15,380
9,814
10,206
10,418
0 0 _____________ 0 _____________ 9,814
0 0 _____________ 0 _____________ 10,206
0 0 _____________ 0 _____________ 10,418
Actual 2018 16.4 59.8
Revised 2019 16.8 58.0
Provisional 2020 17.1 59.9
Note: Totals may not add due to rounding
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
30,000
0
0
0
0
0
(30,000) OG
25,000
(25,000)
0
0
0
0
0 OG
55,000
(25,000)
0
0
0
0
(30,000)
83,900
0
0
0
0
0
(83,900) OG
21,200
0
0
0
0
0
(21,200) OG
8,800
0
0
0
(8,800)
0
0 OG
25,000
0
0
0
0
0
(25,000) OG
15,000
0
0
0
0
0
(15,000) OG
153,900
0
0
0
(8,800)
0
15,000
0
0
0
0
0
(15,000) OG
7,000
0
0
0
0
0
(7,000) OG
10,000
(10,000)
0
0
0
0
0 OG
Total New
32,000
(10,000)
0
0
0
0
(22,000)
Division Priority 1 Total
240,900
(35,000)
0
0
(8,800)
0
(197,100)
Total Priority 1 Operating
240,900
(35,000)
0
0
(8,800)
0
(197,100)
Active Living & Culture Division Maintain 253 Social Development Programs 253 Online Application System Upgrade Total Maintain Growth 254 Coordinator - Social Development Position 254 Community Development Coordinator - Strong Neighbourhoods Position 255 Recreation Technician - Outdoor Events 255 Cultural Grant Program Increase 256 Event Procurement and Hosting Resources Total Growth
(145,100)
New 256 Artist-in-Residence Program 257 Strong Neighbourhoods Block Connector Program 257 Partnership Development - syilx Arts and Culture
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
Social Development Programs
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The City's leadership and convening role related to community social issues continues to expand with involvement in initiatives such as supporting the implementation of the Journey Home Strategy and other projects which address inclusivity, social health and well-being of the community. Operating funds are required to support this work include: community education and awareness initiatives, seed funding to encourage cross agency projects and efforts, providing leverage to access funding programs to address community priorities, and conducting and supporting community engagement. These funds will support the City's efforts in continuing to build capacity and respond to emerging priorities.
Strategic Direction: 2020 2021 2022
Cost 30,000 30,000 30,000
Social & inclusive - Inclusivity and diversity are increasing Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Online Application System Upgrade
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (30,000) (30,000) (30,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: In 2018, an online events application system was implemented that has streamlined the outdoor event application process; supported a more thorough and efficient response to event requirements; and, provided increased capacity for event development initiatives. The online system was funded on a three-year trial basis, with an expectation to evaluate and submit a new budget request as required. The system has proven very valuable and this new budget request is to renew the initial funding beyond 2020, and further upgrade the system to include additional online application types (films, tournaments and grants), and related reporting features. This upgrade will expand the capabilities of the online system and maximize its utilization and application within the Division. If approved, funding for the expanded online application system would be set at $50K ongoing offset by $10K increased revenue. Base Budget in 2020 $25,000 (final year of pilot project)
Strategic Direction: 2020 2021 2022
Cost 25,000 50,000 50,000
Clear direction - Services, processes & business activities are transformed Reserve (25,000) 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 (10,000) (10,000)
Utility 0 0 0
Taxation 0 (40,000) (40,000)
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2020 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
Coordinator - Social Development Position
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Current social issues impacting the community are complex and require a coordinated and strategic community response. The City's convening role related to the Journey Home Strategy is an effective model of how to mobilize the community and build capacity to address a complex social issue. Currently there is one Social Development Manager dedicated to this work. To provide adequate resources to address the social health of the community, budget is requested for a full-time Coordinator. This Coordinator will support the work with community groups and agencies to coordinate an integrated plan to address critical social issues and facilitate solutions. 100% of the annual budget for this position is required in 2020 due to the ongoing and immediate nature of the work.
Strategic Direction: 2020 2021 2022
Cost 83,900 83,500 83,500
Social & inclusive - Inclusivity and diversity are increasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Division: Department:
Active Living & Culture Community & Neighbourhood Services
Title:
Community Development Coordinator - Strong Neighbourhoods Position
Utility 0 0 0
Taxation (83,900) (83,500) (83,500) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Over the past 5 years, the Strong Neighbourhood program has grown and evolved to connect neighbours through events, projects and social gatherings. Additional staffing is required to expand the reach of the Strong Neighbourhood program, specifically into neighbourhoods with complex social issues and social development projects. Currently, there is one full-time and one part-time (0.75 FTE) Community Development Coordinator supporting the Strong Neighbourhoods program. The staffing request is to increase the part-time role to a full-time role (additional 10 hours per week).
Strategic Direction: 2020 2021 2022
Cost 21,200 21,200 21,200
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (21,200) (21,200) (21,200)
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2020 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Recreation Technician - Outdoor Events
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: The number of outdoor event applications continues to grow which contributes to a vibrant and inclusive community. In order to effectively manage the review and approval process additional support hours allocated to the part-time Recreation Technician position are required. The part-time Recreation Technician supports many of the administrative requirements associated with the application process including equipment booking and cancellations, liaising with user groups, invoicing and collections, and insurance and documentation. This budget request will increase the part-time wages from 16 to 25 hours per week during the peak outdoor event season (April to October) and further improve work flow and customer service. The additional cost is proposed to be funded by increased event revenues.
Strategic Direction: 2020 2021 2022
Cost 8,800 8,800 8,800
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Active Living & Culture Cultural Services
Title:
Cultural Grant Program Increase
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (8,800) (8,800) (8,800)
Utility 0 0 0
Taxation 0 0 0 Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Professional Operating Grants aim to provide consistent and reliable annual support to professional, established nonprofit arts and cultural organizations which provide impactful, quality programs and services, demonstrate sustainable operations and contribute to the realization of the City's cultural vision. Opera Kelowna and New Vintage Theatre have met the eligibility requirement contained in the program guidelines and are deemed to qualify for professional arts funding. This request is to increase the professional arts funding by $25,000 to accommodate these organizations into the program. Providing new funding to these two groups opens funding traditionally allocated to them within the General Operating Grant for other arts and culture groups. 2020 Base Budget $140,000 Strategic Direction: 2020 2021 2022
Cost 25,000 25,000 25,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,000) (25,000) (25,000)
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2020 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Event Procurement and Hosting Resources
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Procuring major events is a strategic and competitive process. Familiarization (FAM) tours and economic impact assessments (EIA) have become common practice as part of the procurement process to better assess major events and their potential fit for a community before committing to them. Additionally, when an event comes to the community, it is important to support its sustainability and growth. To that end, a resource kit was established to assist event organizers with some of the logistical event hosting equipment (barricades, cones, traffic vests and signs). This request will establish a base budget that enhances the evaluation and procurement process of major events through FAM tours and EIAs, and supports the ongoing maintenance and development of the hosting resource kit.
Strategic Direction: 2020 2021 2022
Cost 15,000 15,000 15,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Active Living & Culture Cultural Services
Title:
Artist-in-Residence Program
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (15,000) (15,000) (15,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Artist-in-Residence programs are based on the premise that art and artists play an integral role in empowering equality, inclusion, and social justice efforts by creatively illuminating social issues, engaging and activating new audiences in the discussion, by exposing community members to multiple perspectives, and by inspiring citizens to become champions and advocates. This program would engage the work of a series of professional artists to support a 3-year pilot artist in residence program. The goals of the program are to address equality and inclusion with a social justice lens through art. A new artist would be selected on an annual basis. This project supports the Cultural Plan strategies.
Strategic Direction: 2020 2021 2022
Cost 15,000 15,000 15,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (15,000) (15,000) (15,000)
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2020 Operating Request Details Division: Department:
Active Living & Culture Community & Neighbourhood Services
Title:
Strong Neighbourhoods Block Connector Program
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The Block Connector Program aims to increase the number of neighbourhoods where people feel included, welcome and connected. Through this program, Kelowna residents volunteer to become a Block Connector, committing to introduce themselves to the nearest 10-20 households and to host one social event for their immediate neighbourhood per year. Additional part-time staffing, contract services, materials and supplies are requested for the Strong Neighbourhoods team to recruit and train block connectors, facilitate block connector networking and support events, provide support and resources at neighbourhood social events to facilitate neighbours getting to know each other. This program encourages strong neighbourhood connections which lead to safer, inclusive, and more vibrant neighbourhoods.
Strategic Direction: 2020 2021 2022
Cost 7,000 7,000 7,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Active Living & Culture Cultural Services
Title:
Partnership Development - syilx Arts and Culture
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (7,000) (7,000) (7,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: The City of Kelowna continues to work on its commitment to reconciliation efforts with local First Nations communities. The work to date has created a solid starting point toward respectful and reciprocal relationships between the City of Kelowna and the syilx/Okanagan People. The request is for $10k per year for 3 years in order to continue to support initiatives that build understanding among City staff about reconciliation, build relationships with syilx leaders, in particular artists and cultural leaders, and work successfully together on projects of joint meaning and purpose. Individual initiatives that are supported each year will align with the direction of the Cultural Plan and involve collaborative work with syilx/Okanagan artists, organizations and leaders.
Strategic Direction: 2020 2021 2022
Cost 10,000 10,000 10,000
Social & inclusive - Inclusivity and diversity are increasing Reserve (10,000) (10,000) (10,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
16,400
0
0
0
0
0
(16,400) OG
25,000
0
0
0
0
0
(25,000) OG
41,400
0
0
0
0
0
(41,400)
16,000
0
0
0
0
0
(16,000) OG
Total New
16,000
0
0
0
0
0
(16,000)
Division Priority 2 Total
57,400
0
0
0
0
0
(57,400)
Total Priority 2 Operating
57,400
0
0
0
0
0
(57,400)
Active Living & Culture Division Growth 259 Recreation Technician - Sport & Scheduling Position 259 Event Hosting Grant Program Increase Total Growth New 260 Neighbourhood Association Development Program
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Recreation Technician - Sport & Scheduling Position
Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: As the local sport system and tournament hosting opportunities have continued to grow, there has been increasing pressures on the Sport Development team to manage facility and sportsfield schedules as well as on-site activities. This request is to increase a current part-time Recreation Technician (25 hours/week) to a full-time position in order to expand the team's administrative capacity and improve customer service. Additionally, this will provide an increased level of support for activities such as sport field monitoring, leases & liquor licenses updates, facility reporting and financial tracking.
Strategic Direction: 2020 2021 2022
Other - Supports Base Business
Cost 16,400 31,800 31,800
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Event Hosting Grant Program Increase
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (16,400) (31,800) (31,800) Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: An outcome of the 2019 Divisional review of its community grant program established an event support policy and guidelines that provide a framework for financial and service support to event organizers. Within the framework, the Event Hosting Program was created, using funds from the City Services Offset Grant and the Sport Event Development Grant, as an incentive to support the growth, development and continuation of events in Kelowna. Currently, the funding levels for this program are at capacity and funding distribution has been limited with new allocations restricted. This funding request will support local event development and assist with the increased demands of a competitive event hosting environment. 2020 Base Budget $50,000
Strategic Direction: 2020 2021 2022
Cost 25,000 25,000 25,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,000) (25,000) (25,000)
Page 259
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Active Living & Culture Community & Neighbourhood Services
Title:
Neighbourhood Association Development Program
New
Priority: 2
ON-GOING PROVISIONAL
Justification: Neighbourhood Associations can be valuable organizations which bring people together, host celebrations, organize projects and communicate with their neighbours about what is happening where they live. This 3-year pilot program aims to help Kelowna's Neighbourhood Associations to better connect and engage their neighbours. Through this program, participating Neighbourhood Associations will take part in community and skill building workshops held by staff and/or guest speakers and then be eligible for grant funds to support neighbourhood based events, projects or programs, helping to animate their local parks and spaces. Essentially, this program empowers resident associations to create and implement their own Strong Neighbourhoods.
Strategic Direction: 2020 2021 2022
Cost 16,000 16,000 16,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (16,000) (16,000) (16,000)
Page 260
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Human Resources & Community
Safety
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2020 FINANCIAL PLAN
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Human Resources & Risk Management Human Resources (HR) ensures the City has the necessary talent, leadership and workplace culture for the organization to achieve its goals. Recruiting and retaining passionate public servants and helping them flourish and grow professionally in a safe, diverse and inclusive work environment is the mission of this division. The Corporate Human Resources department develops and implements corporate wide human resources programs, processes and best practices that make the City a leading employer in the community. Within this department, HR Programs and Systems develops and maintains corporate‐ wide talent management programs. From succession plans to learning and development strategies, the branch is building a high performing, accountable workforce committed to the City’s vision and adaptable to new challenges. Key initiatives include career, management and leadership development, supporting performance management programs and change management. The branch also oversees Human resource performance metrics, employee community involvement and recognition programs. Compensation & Benefits is responsible for total compensation, benefit administration, disability management and return to work programs, as well as other employee support programs such as the Employee and Family Assistance and Wellness programs. From mental health, physical fitness and smoking cessation programs, the City’s Wellness Program encourages staff to choose positive, active lifestyles that support high productivity levels and a healthy work‐life balance. This branch is also responsible for maintaining human resource information systems. Occupational Health & Safety is responsible for development, implementation and coordination of employee safety programs and policies as part of the Safety 8 system. Human Resource (HR) Services supports divisions and departments with recruitment, labour and employee relations. This branch is the primary contact for all internal human resource matters as well as for applicants, community educational institutions and various community employment agencies interested in City of Kelowna careers. In addition to talent acquisition and employee relations services, this team partners with line managers on succession planning, training, career development, change management, and employee performance and engagement. Risk Management is responsible for the development, implementation, and administration of the City’s risk management and security programs. This branch leads the City’s work to minimize losses and reduce hazards within the community through prevention programs, insurance and integrated risk management. The unit is an integral part of the City’s security, maintaining a secure environment for staff, public and assets, including the oversight of security cameras.
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2020 Divisional drivers & activities Drivers • •
•
• •
Health, Wellness and Safety - To protect the well-being of staff, contractors and citizens Talent Management - To attract, select, develop and retain employees to meet organizational goals, which includes: Workforce Planning; Recruitment; Selection; Corporate on boarding, training & development; Leadership Development; Employee Performance; Succession Planning Employee & Labour Relations - To promote employee engagement through effective employee and labour relations practices, which includes: Employee Retention; Engagement; Labour Relations; Employee Brand; Wellness; Recognition; Disability Management; Investigations; Conflict Resolution; Employee Communications Total Compensation - To promote an employee value proposition that supports the City’s talent management needs, which includes: Pension; Benefits; Compensation; Classification Human Resources Information Systems - To maintain leading human resources information systems that meet the analytic and administrative needs of the organization
Activities People •
Outline City of Kelowna Corporate Training Certificate Program for staff
•
Policy Updates; Hiring Policy, Training & Career Development Policy and Alternate Work Location
• • • •
Implementation of Learning Management Software Disability Management Process Training for Managers Develop new and updated recruitment guidelines, processes and procedures Complete CUPE Airport and IAFF Collective Bargaining
Base Business
•
Review Training & Professional Development Budgets of all City Departments
• • • • •
Complete an HR Cross Functional Training Plan and HR Competence Development Plan Automation of CUPE Trial and CUPE Annual Performance Reviews Enhancements to HR Software programs for connection of key data and improved workflows Implementation of Safety Management Software and staff training Develop corporate chemical safety management program
Page 264
2020 FINANCIAL PLAN
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2020 Divisional performance measures Human Resources Actual 2018
Estimated 2019
Proposed 2020
# of vacant positions filled
323
300
320
# of WorkSafe Claims processed
73
52
50
# of transition Return to Work placements (CUPE)
35
37
40
# of Service Awards presented
136
103
102
Merit rating discount for WCB Claims (%)
15.5
13.3
13.0
Total Absence’s per employee (average number of days)
7.99
7.5
7
Time to post Permanent Positions (average number of days)
18.9
19.3
19
Time to fill an Internal Vacancy (average number of days)
25.5
33.2
25
Time to fill an External Vacancy (average number of days)
56.6
55.8
50
7.8
8.0
7.5
# of LinkedIn followers
3,900
5,933
7,000
# of E-Subscribers to the Career Page on Kelowna.ca
8,000
8,360
9,000
# of employees participating in Corporate Training
320
450
500
# of employees participating in Safety Training
781
750
770
# of individual employee posted Training Opportunity plans – training opp spreadsheet
15
16
16
# of reported safety incidents
119
114
105
# of reported safety near misses
38
64
65
# of facility safety inspections
59
52
50
# of job site safety inspections
39
48
50
# of work days lost to work related injuries
630
600
575
Program outputs
Program outcomes
Efficiency measures
Customer satisfaction Staff Turnover – full-time (%)
Innovation & learning
Safety program outputs
Page 265
2020 FINANCIAL PLAN
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Risk Management Actual 2018
Estimated 2019
Proposed 2020
191
160
155
11.47
11.47
11.55
Program outputs # of third-party claim/incidents managed Cost of risk / capita ($)
Budget overview
Division Summary
Per cent of General Fund operating
8%
11%
3% 45%
12%
24% 97% Human Resources & Risk Management Net Operating
General fund operating = $151 M
Risk Management
HR Health, Safety and Labour
HR Services & EE Relations
HR Programs & Systems Total = $4.7 M
Human Resources
Net Divisional expenditures ($ thousands) Departments Operating cost centres: Human Resources 139 Human Resources & Community Safety HR Health, Safety and Labour 140 HR Health, Safety & Labour 249 Compensation and Benefits HR Services & EE Relations 141 HR Services & EE Relations HR Programs & Systems 143 HR Programs & Systems Risk Management 132 Risk Management
Actual 2018
Revised 2019
Provisional 2020
Change from prior year
Per cent change
389 389
379 379
358 358
(21)
(5.6%)
385 426 811
653 454 1,107
664 483 1,147
40
3.6%
308 308
473 473
563 563
90
19.1%
385 385
416 416
505 505
89
21.4%
2,029 2,029
1,750 1,750
2,129 2,129
379
21.7% Page 266
2020 FINANCIAL PLAN
Continued Net operating expenditures Capital cost centres: Net capital expenditures Total Division net expenditures Note: Totals may not add due to rounding.
CITY OF KELOWNA
3,923
4,125
4,701
577
14.0%
0 3,923
0 4,125
0 4,701
0 577
0.0% 14.0%
Description of operating program changes ($ thousands) Total 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments 2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions: Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020 Note: Totals may not add due to rounding.
FTE 4,125
0 0 41 57
(0.4)
98 4,222
479
25 0
19.0
0.5 (0.2) 18.9 2.4
479 4,701
21.3
25 25
0.0
Page 267
2020 FINANCIAL PLAN
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Ƭ Ƭ Ǧ Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 15.2 2.5
Actual 2018
Revised 2019
Provisional 2020
0 0 ( 266) ( 95)
0 0 ( 61) ( 23)
0 0 ( 61) ( 63)
0 0 ( 336) _____________ ( 697)
0 0 ( 389) _____________ ( 473)
0 0 ( 20) _____________ ( 144)
1,976 2 2,388 142 0 0 0
2,004 1 2,365 227 0 0 0
2,210 1 2,352 282 0 0 0
0 0 112 _____________ 4,620
0 0 0 _____________ 4,598
0 0 0 _____________ 4,845
3,923
4,125
4,701
0 0 _____________ 0 _____________ 3,923
0 0 _____________ 0 _____________ 4,125
0 0 _____________ 0 _____________ 4,701
Actual 2018 17.5 3.3
Revised 2019 16.7 2.3
Provisional 2020 20.0 1.3
Note: Totals may not add due to rounding
Page 268
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Human Resources & Community Safety Division Human Resources & Risk Management Maintain 270 HR Coordinator Position
91,000
0
0
0
0
0
(91,000) OG
250,000
0
0
0
0
0
(250,000) OG
271 Safety Coordinator Position
84,200
0
0
0
(21,000)
(42,000)
(21,200) OG
271 HR Administrative Clerk Position 0.4 FTE Increase 272 Learning Management System and Contractor
28,900
0
0
0
0
0
(28,900) OG
88,000
0
0
0
0
0
(88,000) OG
542,100
0
0
0
(21,000)
(42,000)
20,000
(20,000)
0
0
0
0
0 OG
Total New
20,000
(20,000)
0
0
0
0
0
Division Priority 1 Total
562,100
(20,000)
0
0
(21,000)
(42,000)
(479,100)
Total Priority 1 Operating
562,100
(20,000)
0
0
(21,000)
(42,000)
(479,100)
270 Security Initiatives
Total Maintain
(479,100)
New 272 Enterprise Risk Management Software and Consulting
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety HR Services & EE Relations
Title:
HR Coordinator Position
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The number of staff has grown 8% in the past two years. Retirements and turnover are also increasing which is straining HR's ability to recruit quality candidates in a timely manner. The addition of this position will enable HR to meet the increasing demands from operating departments for filling vacant positions as well as assisting with performance management, succession planning, attendance management, career planning and training for staff.
Strategic Direction: 2020 2021 2022
Cost 91,000 91,000 91,000
People - Ability to attract, select & retain talent Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources & Community Safety Risk Management
Title:
Security Initiatives
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (91,000) (91,000) (91,000) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: In 2018 and 2019 council approved a one-time budget requests to expand security services to provide enhanced capacity to respond to community concerns and trouble-spots. This request will maintain that level of service. Security patrols of public spaces is valued by the community and provides a visible presence, increased responsiveness and improved reporting. Staff will continue to refine the service this resource allows for by incorporating out-reach and social support components.
Strategic Direction: 2020 2021 2022
Cost 250,000 250,000 250,000
Community Safety - Crime rates are decreasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (250,000) (250,000) (250,000)
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety HR Health, Safety & Labour
Title:
Safety Coordinator Position
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The primary reason for this request is to change a term position to permanent, and maintain current staffing levels within the Occupational Health and Safety (OH&S) Branch. The City must work to ensure regulatory and best-practice requirements are being followed (WorkSafeBC, Technical Safety BC and Employment and Social Development Canada). The addition of this position increased field worksite inspections by 94, risk assessments and safe work procedure by over 200 and has implemented over 100 follow up safety improvement action. The position will be funded 25% Water Utility, 25% Wastewater Utility, 25% Landfill and 25% Taxation.
Strategic Direction: 2020 2021 2022
Cost 105,200 105,200 105,200
Other - Supports Base Business Reserve (21,000) (21,000) (21,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Human Resources & Community Safety Compensation & Benefits
Title:
HR Administrative Clerk Position - 0.4 FTE Increase
Revenue (21,000) (21,000) (21,000)
Utility (42,000) (42,000) (42,000)
Taxation (21,200) (21,200) (21,200) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: The request is for an additional 0.4 FTE HR Administrative Clerk to support the compensation and benefits branch. This increase will allow our branch to maintain efficient processing related to compensation, benefits, pension, disability management, and HR Information Systems all of which are directly affected by increasing staff levels. It will also support employee wellness initiatives to meet the growing needs of our staff and this increase in staffing is identified in our 5 year HR staffing plan for 2020.
Strategic Direction: 2020 2021 2022
Cost 28,900 28,900 28,900
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (28,900) (28,900) (28,900)
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety HR Programs & Systems
Title:
Learning Management System and Contractor
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: As the City becomes more complex, there is an increased need to provide a wider variety of skills and procedural based training to a larger variety of City positions in a just in time format. A Learning Management Software systems (LMS) allows for training to be developed and delivered in an online format to meet specific corporate training needs. The City needs to be able to deploy critical training to specific groups such as Cyber Security, No Bullying and Harassment, Code of Ethics, Safety Training and a variety of other policies and programs. The annual fee which includes a variety of online training courses is $63,000. In conjunction with the LMS system, a instructional designer on an annual contract is needed to address the organization's growing training and assessment needs. This contractor will design and deploy online customized learning content and assessments and may assist with system administration and set up. Strategic Direction: 2020 2021 2022
Cost 88,000 88,000 88,000
People - Staff engagement has increased Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Human Resources & Community Safety Risk Management
Title:
Enterprise Risk Management Software and Consulting
Revenue 0 0 0
Utility 0 0 0
Taxation (88,000) (88,000) (88,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Part of the City's commitment to building a safe, resilient community, staff continue to develop risk registers and use Enterprise Risk Management (ERM) to measure risk and the City's performance in managing risk. The ERM program software will also support Business Continuity Planning and Emergency Preparedness Planning. Use of this software, with an integrated consultant approach, has been successfully piloted in 2018 & 2019 and effectively allowed the Water Utility to achieve recommendations of the Auditor General for Local Government and more.
Strategic Direction: 2020 2021 2022
Cost 20,000 20,000 20,000
Other - Supports Base Business Reserve (20,000) 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (20,000) (20,000)
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
25,300
0
0
0
0
0
(25,300) OG
25,300
0
0
0
0
0
(25,300)
25,300
0
0
0
0
0
(25,300)
25,300
0
0
0
0
0
(25,300)
Human Resources & Community Safety Division Human Resources & Risk Management New 274 People Admin: Position Management Module Total New
Department Priority 2 Total
Total Priority 2 Operating
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety HR Programs & Systems
Title:
People Admin: Position Management Module
New
Priority: 2
ON-GOING PROVISIONAL
Justification: The City currently licenses People Admin software as the core HR Software used for recruitment and performance reviews. The addition of this third module will provide process improvements, elimination of low value manual key entry activities and improved customer service. This module will allow for the storage of position descriptions, job classifications, staff requisition approvals within the software and allow for the movement of data between the existing two modules (a one-stop-shop approach). In addition, the module provides expanded opportunities to improve customer service, data storage, and sustainable practices such as workflow processing time related to job evaluation, business case reviews, requisition approvals, elimination of duplicate data entry and duplicate storage - overall improvement to end-use experience.
Strategic Direction: 2020 2021 2022
Cost 25,300 12,500 12,500
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,300) (12,500) (12,500)
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Community Safety Page 275
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Community Safety The newly formed Community Safety Department provides strategic and operational leadership to preserve and enhance safety, security, and public order in our community. As a convener of community partners and stakeholders, the Department takes comprehensive, collaborative and proven strategies to reduce crime and increase residents’ sense of safety. Together, the team provides a balanced approach that involves education, prevention, intervention and enforcement for both the community at large and as an organization. Bylaw Services enables citizens of Kelowna to live in an environment that is quiet, peaceful and enjoyable that comes from a predictable and respectful society. Bylaw Services includes a General Duty Section that investigates complaints, a Community Response Unit providing visibility and response with partnering agencies in priority areas, and a Bicycle / UTV Patrol Section. Through their sustained fair but firm compliance driven practices, Bylaw Services staff work with citizens to enhance the safety of visitors and residents of the city. Police Services includes the RCMP and Police Services Management providing operational support services. The RCMP is an integrated unit consisting of 268 officers and 84 permanent municipal staff to deliver 24/7 response to ensure public safety. The City Detachment includes a General Duty Section providing uniformed first responders, an Investigative Services Section which handles serious and complex crime, a Traffic Section and a Crime Prevention Section. Police Services Management assumes information management responsibilities and provides all administrative facets necessary for effective and responsive policing in Kelowna. This includes client services providing frontline supports, facility operations, information management and quality assurance services.
2020 Divisional drivers & activities Drivers •
• • •
Lead and support strategies that provide upstream solutions to the root causes of crime as well as strategies that effectively respond to the immediate symptoms impacting residents and communities Employ a balanced approach of education, prevention, intervention and enforcement Maximize effectiveness using data driven intelligence and proven practices Convene, inspire and collaborate with partner agencies, stakeholders and citizens toward a collective impact and meaningful results. Enhance employee and corporate capacity through engagement, innovation and training to deliver customer service excellence Page 277
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Activities Community Safety • • • • • • • • • • •
Develop and launch a Community Safety & Well-Being Plan Conduct a Public Safety and Crime Survey Develop and implement a comprehensive communications strategy, inclusive of public education and awareness initiatives that address the realities and perceptions of crime, to reduce crime and increase residents sense of safety Enhance City capacity to employ Crime Prevention Through Environment Design in development planning processes and in exisiting, built settings to reduce crime and increase sense of safety Convene and coordinate community agencies and stakeholders in the development and implementation of upstream projects / strategies Develop and implement innovative strategies with partners to target problem properties/dwellings and areas Launch and evaluate innovative public washroom pilot in the Queensway area. Based on data, conduct proactive patrols and projects in problem area / neighbourhoods Increase enforcment visibility, proactivity, and responsiveness in business districts Develop a corporate and updated emergency response and business continuity plan Continue development of Integrated Risk Management systems within the City with a 2020 focus on Utilities and Operations
Social & Inclusive •
Convene and lead a collaborative, multi-agency effort to enable successful inclusion of housing with supports
Financial Management •
Complete Program Review of Crime Prevention Unit to ensure lower value activities are improved or stopped
Clear Direction •
Develop meaningful performance metrics to drive actions and deliver impactful results
People •
Increase individual and departmental capacity through targeted engagement strategies and enhanced training / professional and leadership development
Page 278
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2020 Divisional performance measures Community Safety Actual 2018
Estimated 2019
Proposed 2020
# of community safety projects launched
n/a
5
7
# of agencies / organizations CSD working with
n/a
15
20
# of education/awareness products issued/presented
23
20
25
# of cases concluded by KOaST Situation Table
n/a
60
80
# of CPTED Audits Conducted
n/a
20
45
# of active neighbourhood Block Watch programs
100
115
135
# of contacts on-site with business
n/a
70
100
Residents feeling safe in neighbourhood (% during the day)
99
98
99
Residents feeling safe in neighbourhood (% during the night)
82
83
85
Residents feeling Kelowna is a safe community (%)
87
83
85
Residents perceiving community safety same/improved (%)
50
50
58
Actual 2018
Estimated 2019
Proposed 2020
# of proactive files generated
1,540
2,000
4,000
# of BONs – Tickets issued
4,316
5,000
5,500
1
2
10
13,243
13,710
14,000
Call for service assigned and actioned within 24 hrs (%)
83
90
90
Average number of days to close a file (Top 10) (days)
5
3.9
2.5
Program outputs
Program outcomes
Bylaw Services
Program outputs
# of nuisance property / abatement resolutions Program outcomes # of service requests by year Efficiency measures
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Police Services Actual 2018
Estimated 2019
Proposed 2020
5
10
15
Crime severity Index
100.66
98
94
Non-Violent Crime Severity Index
119.24
110
100
Violent Crime Severity Index
48.35
48
48
Violent weighted clearance rate
61.54
62
63
Non-Violent weighted clearance rate
27.56
28
28
11.77
7.00
7.00
87
88
89
Program outputs Patrol availability factor – percentage per shift for proactive policing (%) Program outcomes
Efficiency measures Response time to priority one calls (minutes) Customer satisfaction Overall community satisfaction (citizen survey) (%)
Budget overview
Per cent of General Fund operating
Department Summary 7%
2%
25%
75% Community Safety Net Operating General fund operating = $151 M
91% Police Services
Bylaw Services
Total = $38.3 M
Community Safety
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Net Department expenditures ($ thousands) Departments Operating cost centres: Police Services 111 Police Services 112 Police Client Services 113 Police Quality Assurance 114 Police Facility Operations 272 Police Information Management Community Safety 115 Community Safety 251 Crime Prevention Bylaw Services 150 Bylaw Services Net operating expenditure Capital cost centres: Net capital expenditures Total Department net expenditures Note: Totals may not add due to rounding.
Actual
Revised
Provisional
Change from
Per cent
2018
2019
2020
prior year
change
24,197 2,315 831 654 2,087 30,083
26,698 2,601 978 786 2,019 33,082
27,707 2,820 1,017 913 2,231 34,688
1,606
4.9%
174 571 744
203 569 771
393 585 978
207
26.8%
2,165 2,165 32,992
2,478 2,478 36,332
2,606 2,606 38,272
128 1,940
5.2% 5.3%
0 0 32,992
0 0 36,332
0 0 38,272
0 1,940
0.0% 5.3%
Description of operating program changes ($ thousands) Total 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments 2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions: Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020 Note: Totals may not add due to rounding.
(56) 0 290 1,153
553 0
763 0
36,332
FTE 106.8
1,387 37,719
2.6 1.4 110.8 4.1
553 38,272
114.9
3.0 763 763
3.0
Page 281
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& Community Safety Ǧ Ȁ ȋ$ Ȍ ȋ Ȍ ȋ Ȍ Ƭ Ǥ 2018 78.8 23.3 Note: Totals may not add due to rounding
2018
2019
2020
0 0 ( 892) ( 5,091)
0 0 ( 798) ( 4,968)
0 0 ( 875) ( 5,120)
0 0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 5,983)
0 0 ( 186) ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 5,951)
( 152) 0 ( 629) ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 6,777)
7,869 108 628 29,464 0 0 0
8,194 80 715 33,294 0 0 0
8,419 121 1,046 35,463 0 0 0
0 0 906 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 38,975
0 0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 42,283
0 0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 45,049
32,992
36,332
38,272
0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 32,992
0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 36,332
0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 38,272
2018 70.7 28.6
2019 80.5 26.3
2020 87.5 27.4
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Human Resources & Community Safety Division Community Safety Maintain 284 Administration Clerk Position
31,700
0
0
0
0
0
(31,700) OG
284 Police Services Clerk Positions (4)
101,800
0
0
0
0
0
(101,800) OG
285 Community Safety Clean-Up Leon Avenue
100,000
0
0
0
0
0
(100,000) OT
233,500
0
0
0
0
0
(233,500)
628,600
(628,600)
0
0
0
0
0 OG
40,000
0
0
0
0
0
(40,000) OG
0
0
0
0
35,000
0
(35,000) OG
668,600
(628,600)
0
0
35,000
0
(75,000)
43,200
0
0
0
0
0
(43,200) OG
75,000
(75,000)
0
0
0
0
0 OT
20,000
0
0
0
0
0
(20,000) OG
106,600
0
0
0
0
0
(106,600) OG
75,000
0
0
0
0
0
(75,000) OG
77,500
(77,500)
0
0
0
0
0 OT
Total New
397,300
(152,500)
0
0
0
0
(244,800)
Department Priority 1 Total
1,299,400
(781,100)
0
0
35,000
0
(553,300)
Total Priority 1 Operating
1,299,400
(781,100)
0
0
35,000
0
(553,300)
Total Maintain Growth 285 RCMP - 7 Regular Member Positions 286 Crime Reviewer Position 286 Provincial Keep of Prisoners Total Growth New 287 Police Services Prosecutorial Disclosure Coordinator Position 287 Community Safety & Well-Being Strategy 288 Bylaw Services Enhanced Training Program 288 Police Services Watch Support Officer Positions and Supervisor Position 289 Supportive Housing Community Inclusion 289 Washroom at Queensway Operations
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Administration Clerk Position
Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: This request for 1.0 FTE Administrative Clerk position is required to resource the expanding Community Safety portfolio as supported by Council's 2019-2022 priorities and to provide capacity for improved security services and corporate emergency preparedness.
Strategic Direction: 2020 2021 2022
Cost 31,700 63,100 63,100
Community Safety - Data and analysis is used to understand problems & target responses Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
Police Services Clerk Positions (4)
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (31,700) (63,100) (63,100) Maintain
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested for four Police Services Clerk positions to provide coverage to various departments within Police Services. Due to the essential service provided by the RCMP that requires the support of Police Services staff, many positions within Police Services are unable to be left vacant in the event of illness/injury, vacation or the security clearance process being completed for new employees. There is a unique requirement in Police Services for in-depth training in a variety of RCMP policy and database systems and the full-time status of these positions will promote stability, flexibility, knowledge and experience.
Strategic Direction: 2020 2021 2022
Cost 101,800 202,400 202,400
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (101,800) (202,400) (202,400)
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Community Safety Clean-Up Leon Avenue
Maintain
Priority: 1
ONE-TIME PROVISIONAL
Justification: Vigilant pick-up and disposal of materials - as well as cleaning / sanitation - on streets, sidewalks and in parks/corridors frequented or inhabited by people living without homes is important for public health and maintenance of high-traffic locations frequented by visitors and other residents, alike. This is a one-time request to continue an unfunded pilot project initiated mid-2019, which will be evaluated in the fall of 2020.
Strategic Direction: Cost 100,000
2020
Community Safety - Residents feel safe Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
RCMP - 7 Regular Member Positions
Dev/Com 0
Revenue 0 Priority: 1
Utility 0
Taxation (100,000) Growth ON-GOING
PROVISIONAL
Justification: Budget is requested for seven Regular Member positions to supplement existing units in meeting their mandates supporting the 2016-19 Crime Reduction Strategy. The increase in establishment will contribute to the four strategy goals: taking a proactive approach to crime, working with partner agencies for more effective policing, maximizing the effectiveness of resources using an intelligence led model and leveraging effective communications. The additional resources will assist in advancing the Community Safety Social/Inclusive focus of the Council Priorities for the 20192022 term.
Strategic Direction: 2020 2021 2022
Cost 628,600 1,257,200 1,257,200
Community Safety - Crime rates are decreasing Reserve (628,600) 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility Taxation 0 0 0 (1,257,200) 0 (1,257,200)
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Crime Reviewer Position
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Due to the additional Police Services positions required when Police Services took on duties previously performed by the Operations Communication Center, another Supervisor position was required, which was filled by upgrading a vacant Crime Reviewer position. A recent court decision (JORDAN) has impacted the workload of the Crime Reviewers which has made their workload excessive. Without adding an additional Crime Reviewer Position, the operational support for police investigations will be jeopardized with potential impacts to the RCMP such as civil actions.
Strategic Direction: 2020 2021 2022
Cost 40,000 79,300 79,300
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
Provincial Keep of Prisoners
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (40,000) (79,300) (79,300) Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Revenue collected over the last two years for the keep of provincial prisoners was significantly less than the budgeted amount. This is a direct result of the Oliver Correctional Center opening in January 2017 as it lowered the Police Services prisoner count, therefore reducing recoveries. The budget was lowered for 2019; however, further reduction is required. 2020 Base Budget for recovery: ($294,938)
Strategic Direction: 2020 2021 2022
Cost 0 0 0
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 35,000 35,000 35,000
Utility 0 0 0
Taxation (35,000) (35,000) (35,000)
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Police Services Prosecutorial Disclosure Coordinator Position
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested due to recent Provincial and Federal Court legislative changes and the resulting directives from Provincial and Federal Crown Counsel, the police are now required to provide all investigative material (disclosure) to Crown Counsel prior to criminal charges being laid. The RCMP has a legal responsibility to protect private information as it can potentially place individuals at serious risk or can result in a lost prosecution.
Strategic Direction: 2020 2021 2022
Cost 43,200 86,000 86,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
Community Safety & Well-Being Strategy
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (43,200) (86,000) (86,000) New
Priority: 1
ONE-TIME PROVISIONAL
Justification: City Council has established Community Safety as a priority and committed publically to develop and implement a Community Safety & Well-being Strategy. Development of a Strategy will require planning, project management, public engagement, strategy development and costing, as well report-writing, internal stewardship, and publication. This request is for professional and consulting services to support this process limited to the development phase of the Strategy.
Strategic Direction: 2020
Cost 75,000
Community Safety - Residents feel safe Reserve (75,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Bylaw Services Enhanced Training Program
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The Bylaw Enhanced Training Program will include re-certifications of current public safety skills in addition to obtaining enhanced social, mental health awareness and cultural sensitivity training for the ever changing environment. Officer Safety is paramount and increased training, skills and abilities in all of these areas will ensure Bylaw Officers are competent, consistent and credible when providing increased levels of public safety and community well being.
Strategic Direction: 2020 2021 2022
Cost 20,000 20,000 20,000
People - Ability to attract, select & retain talent Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
Police Services Watch Support Officer Positions and Supervisor Position
Utility 0 0 0
Taxation (20,000) (20,000) (20,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Almost 50% of RCMP calls for service are low priority for non-chargeable offences that do not require police attendance and involve limited follow-up. These positions would assist operational members by reducing the number of low priority calls they handle, allowing them to concentrate on conducting investigations, responding to urgent calls and performing crime reduction initiatives. In addition to assisting operational members, the Watch Support Supervisor would perform supervisory duties. These positions are more cost effective than Regular Members. Budget is requested in 2020 for one Watch Support Officer position and one Watch Support Supervisor Position and in 2021 for three additional Watch Support Officer positions.
Strategic Direction: 2020 2021 2022
Cost 106,600 371,700 530,300
Community Safety - Residents feel safe Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (106,600) (371,700) (530,300)
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Supportive Housing Community Inclusion
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The Supportive Housing Community Integration Model, endorsed by Council July 2019, bring BC Housing, Interior Health, Journey Home, site operators and relevant City departments together to ensure a coordinated and methodical approach when introducing supportive housing. The budget relates to expenditures that will arise (i.e., lighting, security, educational materials) from assessments relating to safety and security, neighbourhood engagement, as well as community education and awareness activities.
Strategic Direction: 2020 2021 2022
Cost 75,000 75,000 0
Community Safety - Residents feel safe Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
Washroom at Queensway - Operations
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (75,000) (75,000) 0 New
Priority: 1
ONE-TIME PROVISIONAL
Justification: A pilot project to operate a staffed, semi-permanent washroom on Queensway is underway. This request will fund the maintenance and operations of the washroom beyond the pilot period and throughout 2020. If the pilot project is successful and the initiative is continued, a budget request will be submitted in 2021 for ongoing maintenance and operations.
Strategic Direction: 2020
Cost 77,500
Social & inclusive - Inclusivity and diversity are increasing Reserve (77,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
40,000
0
0
0
0
0
(40,000) OG
40,000
0
0
0
0
0
(40,000)
89,800
0
0
0
0
0
(89,800) OG
292 RCMP - 3 Regular Member Positions 292 Police Services Exempt Position
269,400
0
0
0
0
0
(269,400) OG
40,000
0
0
0
0
0
(40,000) OG
293 Community Policing Information Clerk Position 293 Crime Reviewer Position
34,600
0
0
0
0
0
(34,600) OG
40,000
0
0
0
0
0
(40,000) OG
294 Court Liaison Officer Positions (2)
80,000
0
0
0
0
0
(80,000) OG
294 Cells Guards - Contracted Services
120,000
0
0
0
0
0
(120,000) OG
673,800
0
0
0
0
0
(673,800)
49,500
0
0
0
0
0
(49,500) OG
Total New
49,500
0
0
0
0
0
(49,500)
Department Priority 2 Total
763,300
0
0
0
0
0
(763,300)
Total Priority 2 Operating
763,300
0
0
0
0
0
(763,300)
Human Resources & Community Safety Division Community Safety Maintain 291 Outreach Support & Cart Storage at Kelowna Gospel Mission Total Maintain Growth 291 RCMP - 1 Regular Member Position
Total Growth New 295 Community Policing Coordinator Position
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Outreach Support & Cart Storage at Kelowna Gospel Mission
Maintain
Priority: 2
ON-GOING PROVISIONAL
Justification: Kelowna Gospel Mission provides a service to store carts and chattel for people as well as outreach services and supports. These services are provided through support from BC Housing and the City. Prior City support has been on a one-time basis year to year. This request is to make it ongoing.
Strategic Direction: 2020 2021 2022
Cost 40,000 40,000 40,000
Social & inclusive - Homelessness is decreasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
RCMP - 1 Regular Member Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (40,000) (40,000) (40,000) Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for one Regular Member positions to supplement existing units in meeting their mandates supporting the 2016-19 Crime Reduction Strategy. The increase in establishment will contribute to the four strategy goals: taking a proactive approach to crime, working with partner agencies for more effective policing, maximizing the effectiveness of resources using an intelligence led model and leveraging effective communications. The additional resources will assist in advancing the Community Safety Social/Inclusive focus of the Council Priorities for the 20192022 term.
Strategic Direction: 2020 2021 2022
Cost 89,800 179,600 179,600
Community Safety - Crime rates are decreasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (89,800) (179,600) (179,600)
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
RCMP - 3 Regular Member Positions
Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for three Regular Member positions to supplement existing units in meeting their mandates supporting the 2016-19 Crime Reduction Strategy. The increase in establishment will contribute to the four strategy goals: taking a proactive approach to crime, working with partner agencies for more effective policing, maximizing the effectiveness of resources using an intelligence led model and leveraging effective communications. The additional resources will assist in advancing the Community Safety Social/Inclusive focus of the Council Priorities for the 20192022 term.
Strategic Direction: 2020 2021 2022
Cost 269,400 538,800 538,800
Community Safety - Crime rates are decreasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
Police Services Exempt Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (269,400) (538,800) (538,800) Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested to create one Police Services Exempt Floater to provide supplemental resources in the Exhibits, Crime Reviewers, and Court Liaison departments. Due to the essential service that is provided by the RCMP with the support of Police Services staff, many positions within Police Services are unable to be left vacant in the event of illness/injury, vacation or the security clearance process being completed for new employees. This position requires comprehensive knowledge and experience performing a variety of duties and the full-time status of this position will provide a stable, knowledgeable resource base.
Strategic Direction: 2020 2021 2022
Cost 40,000 79,300 79,300
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (40,000) (79,300) (79,300)
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Community Policing Information Clerk Position
Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for one Community Policing Information Clerk position to increase service levels for the community by providing full front counter services at the Rutland Community Policing Office (CPO). Introducing a full-time employee at the Rutland Community Policing Office will enable standardization of hours of operation of the CPO and facilitate expanded services to the community that the current volunteers cannot provide. In addition to providing front counter service, this position will manage the RCMP volunteer program. This proposal is in line with the City's goal of creating compact complete communities, offering services to residents and businesses within the community with which they reside and/or operate.
Strategic Direction: 2020 2021 2022
Cost 34,600 69,000 69,000
Community Safety - Residents feel safe Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
Crime Reviewer Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (34,600) (69,000) (69,000) Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: Due to the additional Police Services positions required when Police Services took on duties previously performed by the Operations Communication Center, another Supervisor position was required. A vacant Crime Reviewer position was upgraded to a Quality Assurance Supervisor. A recent court decision (JORDAN) has impacted the workload of the Crime Reviewers which has made their workload excessive. Without additional resources, the operational support for police investigations will be jeopardized with potential impacts to the RCMP such as civil actions.
Strategic Direction: 2020 2021 2022
Cost 40,000 79,300 79,300
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (40,000) (79,300) (79,300)
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Court Liaison Officer Positions (2)
Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: Police Services currently has four Court Liaison Officer positions. These positions are accountable for the quality assurance of all Reports to Crown Counsel submitted by the RCMP and the prompt attendance of all persons in custody to court to maintain the integrity of the Judicial Justice System. Since 2014 court files have increased 27.3%. Legislated changes imposed by Provincial Court Services and the Supreme Court of Canada (JORDAN decision) have significantly impacted the processing of court files resulting in a further increase in workload. As such, the workload has become excessive and court outcomes are not being processed in a timely manner. This results in a delay in criminal records being updated. Budget is requested for two additional Court Liaison Officer positions to augment the existing operation.
Strategic Direction: 2020 2021 2022
Cost 80,000 158,400 158,400
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
Cells Guards - Contracted Services
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (80,000) (158,400) (158,400) Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: Due to the JORDAN decision and the corresponding imposed time frames, Provincial Crown Counsel will be conducting after hour bail hearings seven days a week beginning October 2019. The contracted cell block guards are responsible for the escort of prisoners to and from cells as directed by an RCMP member. In order to comply with this imposed legislative change, one additional cell guard shift is required to move prisoners throughout cells, from individual cells to the phone room or the bail hearing room. Budget is requested for one additional guard shift each day and the hourly wage increase.
Strategic Direction: 2020 2021 2022
Cost 120,000 120,000 120,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (120,000) (120,000) (120,000)
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Community Policing Coordinator Position
New
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for one Community Policing Coordinator to reestablish Community Policing Coordinator positions to 2013 staffing levels. This addition will allow the expansion of crime prevention services to address community needs and issues. Concerns related to sense of safety, both in residential and commercial areas, have resulted in increasing demands to the Crime Prevention Unit. The addition of a third Community Policing Coordinator will significantly increase dedicated engagement with businesses, residents, social service agencies, and community and enforcement partners impacted by social and public safety issues. Furthermore, increasing the capacity of the Unit will enable a more proactive approach with the goal to empower the community to play a greater role in resolving problems and support well-being.
Strategic Direction: 2020 2021 2022
Cost 49,500 98,700 98,700
Community Safety - Residents feel safe Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (49,500) (98,700) (98,700)
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Fire Department The goal of the Kelowna Fire Department is to provide realistic and effective fire protection and public safety services to all areas of the City of Kelowna. This includes fire suppression and rescue, fire prevention, fire safety inspections, fire training, first medical responses, hazardous material response, specialty rescue, pre-incident planning, dispatch and emergency management. The Kelowna Fire Department operates from seven fire stations located strategically throughout the City. Each has a full compliment of modern, up-to-date vehicles and equipment. There are 140 full-time personnel and 46 paid-on-call volunteers. Administration, Training & Fire Prevention provides fire inspection services, fire investigations and enforcement of the Fire Services Act and the BC Fire Code. They also provide numerous public education opportunities, working with local schools and community groups through the year. The Training Branch ensures all members of KFD meet required standards, building capacity for all members from recruit training up to our Fire Officer program. Communications & Emergency Program provides fire dispatch services to over 60 fire departments from the Regional Districts of Central Okanagan, Okanagan Similkameen, Kootenay Boundary, Central Kootenay, and East Kootenay with the addition of the City of Vernon and the Okanagan Indian Band in the fall of 2018. This branch also administers the Emergency Program for Central Okanagan, activated to support any community requiring support for major incidents. In 2017, the program was activated for well over 140 days to deal with the extraordinary season of both flooding and wildfire events. Fire Operations is responsible for fire suppression, first medical response, auto extrication, technical rescue (low embankment, high angle, tower crane, ice rescue, swift water rescue, confined space rescue, and marine rescue) and hazmat response. The Operations branch is staffed 24/7 with five 4-person engine companies operating from five career stations, providing 24/7 coverage for the city. Our career staff are supported by two paid-on-call stations (East Kelowna and McKinley), as well as paid-on-call members continuing to support the Glenmore Fire Hall.
2020 Divisional drivers & activities Drivers • • •
Safe and effective response standards for the protection of life, property and the environment Efficiently plan for future growth in relation to community safety requirements Maintain a training system for a progressive and modern fire service
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• • •
CITY OF KELOWNA
Fiscal responsibility through proper long term financial planning and a focus on cost efficiencies Optimize public safety through a leading practices communication (dispatch) centre Deliver service excellence in life safety public education for our evolving community
Activities Community Safety •
Increased focus on life safety public education, especially in the area of support to neighbourhood Fire Smart activities Staffing of a two person squad with the addition of four firefighters in 2020, which will provide quick response to medical events, support Engine Companies on major responses, or transport technical rescue equipment and additional members to complex incidents. Update the Regional Emergency Plan and Operational Guidelines, capturing local best practices and lessons learned from 2017/2018 floods Development of a long term station location plan for future station locations, including proposed Station 5 in Glenmore to replace current hall Integration of analytics to monitor performance and efficiencies Completion of a departmental Master Plan, documenting service level standards
• • • • •
Financial Management •
Continue to focus on long term financial planning, especially focused on future known capital expenditures
Clear Direction •
Continued review of response protocols to best dynamically match new resources to community safety priorities
People •
Development of a strategic plan for mental health focused on creating a safe workplace and program for staff support for work related mental health injuries
2020 Divisional performance measures Actual 2018
Estimated 2019
Proposed 2020
13,766
12,096
12,500
# of structure fires
99
94
95
# of vehicle fires
55
84
75
# of Regional Dispatch Centre -total incidents
26,047
27,286
28,000
# of inspections completed according to City schedule
4,052
4,312
4,500
Program outputs # of incidents by year – Kelowna
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Budget overview
Department Summary
Per cent of General Fund operating
2% 1% 12%
14%
85% 86% Fire Department General fund operating = $151 M
Fire Operations
Fire Admin, Training & Fire Prevention
Fire Communications & Emergency Mgmt
Fire Department
Total = $20.6 M
Net Divisional expenditures ($ thousands) Departments
Actual
Revised
Provisional
Change from
Per cent
2018
2019
2020
prior year
change
234
249
249
15,390
16,905
17,448
470
2.3%
Operating cost centres: Fire Department 133
Fire Department
134
Fire Operations
135
Fire Communications & Emergency Mgmt
642
329
323
136
EOC Operations & Hydrants
111
0
0
137
Fire Admin, Training & Fire Prevention
2,631
2,596
2,531
19,008
20,080
20,551
962
38
61
962
38
61
23
60.7%
19,970
20,118
20,611
493
2.5%
Net operating expenditure Capital cost centres: 311
Fire Capital
Net capital expenditures Total Department net expenditures Note: Totals may not add due to rounding.
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Description of operating program changes ($ thousands) Total 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments 2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions: Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020 Note: Totals may not add due to rounding.
20,080 (78) 0 534 4
10 0
84 0
FTE 141.0
4.0 460 20,541
145.0
10 20,551
145.0
0.5 84 84
0.5
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& Community Safety Ǧ Ȁ ȋ$ Ȍ ȋ Ȍ ȋ Ȍ Ƭ Ǥ 2018 130.0 2.0 Note: Totals may not add due to rounding
2018
2019
2020
0 0 ( 4,613) ( 275)
0 0 ( 2,409) ( 264)
0 0 ( 2,429) ( 264)
0 0 ( 19) ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 4,908)
0 0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 2,672)
0 0 ( 15) ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 2,707)
17,870 445 3,237 211 0 0 132
19,453 124 1,766 201 0 0 135
19,990 124 1,731 201 0 0 139
800 0 1,220 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 23,916
800 0 274 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 22,753
800 0 274 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 23,258
19,008
20,080
20,551
1,635 ( 673) ̸̸̸̸̸̸̸̸̸̸̸̸̸ 962 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 19,970
2,027 ( 1,989) ̸̸̸̸̸̸̸̸̸̸̸̸̸ 38 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 20,118
1,057 ( 996) ̸̸̸̸̸̸̸̸̸̸̸̸̸ 61 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 20,611
2018 129.6 3.0
2019 139.0 2.0
2020 143.0 2.0
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Human Resources & Community Safety Division Fire Department New Mental Health Program
15,000
(15,000)
0
0
0
0
0 OG
305 Fire Department Management Mobile Inspections Application
10,000
0
0
0
0
0
(10,000) OG
Total New
25,000
(15,000)
0
0
0
0
(10,000)
Department Priority 1 Total
25,000
(15,000)
0
0
0
0
(10,000)
Total Priority 1 Operating
25,000
(15,000)
0
0
0
0
(10,000)
305
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Fire Department
Title:
Mental Health Program
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to fund a mental health program for members of the Kelowna Fire Department. The creation of this fund will allow Kelowna Fire Department to continue supporting its members through prevention and response to mental health injuries as a result of workplace exposure. The goal is to work towards a safe work environment with reduced loss time or impacts due to work related mental health injuries. Program objectives include increased training for peer support members, improved documentation and broader training and support for all members.
Strategic Direction: 2020 2021 2022
Cost 15,000 15,000 15,000
People - Staff engagement has increased Reserve (15,000) 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Human Resources & Community Safety Fire Department
Title:
Fire Department Management Mobile Inspections Application
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (15,000) (15,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Kelowna Fire Department is moving to a mobile electronic Fire Inspection system that will create efficiencies during inspections and eliminate the requirement to manually enter inspection data. This request is for five licenses and the software to support the system.
Strategic Direction: 2020 2021 2022
Cost 15,000 10,000 3,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (15,000) (10,000) (3,000)
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
84,000
0
0
0
0
0
(84,000) OG
Total Growth
84,000
0
0
0
0
0
(84,000)
Department Priority 2 Total
84,000
0
0
0
0
0
(84,000)
Total Priority 2 Operating
84,000
0
0
0
0
0
(84,000)
Human Resources & Community Safety Division Fire Department Growth 307
Fire Inspector Position
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Human Resources & Community Safety Fire Department
Title:
Fire Inspector Position
Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: This operating request is to hire one new Fire Inspector. Due to the ongoing increase in construction and new business licenses, the Fire Prevention Branch is unable to meet the mandated requirements for fire inspections as laid out in Council Policy 181. This policy mandates the frequency of fire inspections based on building type and occupancy in the interests of fire and life safety. The Fire Prevention Branch has implemented a number of efficiency measures to try to manage these increases over the past few years, but now require one additional Inspector to maintain required service levels.
Strategic Direction: 2020 2021 2022
Cost 84,000 142,400 142,550
Environmental protection - Emergency response & preparation Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (84,000) (142,400) (142,550)
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Corporate Strategic Services Page 309
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Corporate Strategic Services Providing citizens and staff with convenient, accurate and timely access to City services and information. Information Services - IS provides direction, support and maintenance of the City’s information systems and technology infrastructure. Today, technology is key driver in the delivery of customer service, economic development and communications. This department strategically considers technology options that reduce costs, improve revenue streams, build efficiency and deliver better overall service. Corporate Strategy & Performance - Every organization needs vision and a plan for how to achieve it. The Corporate Strategy & Performance department oversees organizationwide strategic planning, including Council and corporate priorities for Council’s term and reporting annually on the City’s progress on those priorities. Communications - The Communication department provides strategic communications planning to inform, consult, involve, collaborate and empower internal and external stakeholders. Using an audience-centered model, Communications aims to support major city projects and provide accurate and timely information to citizens and staff through research, branding standards, media relations, crisis communications, development and maintenance of print and electronic communications channels, corporate advertising and public engagement programs. Media Relations - The City of Kelowna’s goal is to be open with the media and to be respected and valued by our citizens. The Communications department works directly with the media and also provides support for those who are designated spokespeople for the City.
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2020 Divisional drivers & activities Drivers • To lead the development and ongoing management of a four-year business plan for the organization, including implementation and reporting • To protect and promote corporate achievements and reputation • To drive the development of online services for on-demand customer service • To provide strategic, meaningful and efficient communications and information services that support business objectives and reach target audiences • To develop, implement and maintain Communications, Information Services, and corporate service excellence policies, standards and guidelines • To engage citizens, staff and stakeholders • To protect our corporate data and digital infrastructure • To develop, implement and maintain corporate communication channels • To advocate for innovative public engagement that support and increase citizen involvement • To develop and implement market research protocols to support the organization’s objectives • To define, implement and maintain performance management systems for accountability and to track measurable results • To research best practices and be innovative for continual improvement of service delivery • To deliver results while maintaining core services Activities Community Safety • •
• • • •
Continue to develop and analyze Community Safety Data, in partnership with the RCMP, to make informed decisions Expand the pilot CCTV camera registry partnership with the Kelowna RCMP beyond our downtown. The registry helps the RCMP access footage from businesses and residents, when there is an incident, in a fast and efficient manner Follow up the collaborative problem-solving 2019 Design Jam on theft from vehicles with a design sprint that will see prototyped and tested ideas turned into solutions that can be implemented with the goal of reducing property crime from current levels and assist the RCMP with their investigation Complete and implement a Corporate Crisis Communication Plan to address potential threats to the City’s operations, services, infrastructure or reputation Communicate achievements in public safety through various channels; monitor public comment on safety matters and respond accordingly in coordination with Police and Fire Services or other relevant agencies Integrate and align the results of the Public Safety and Crime Survey results in partnership with Environics Analytics to segment and better communication with our citizens
Social & Inclusive • • •
Work in collaboration with the Journey Home Strategy and BC Housing on a Community Inclusion Model Continue development of an Indigenous engagement framework Development and implementation of a Community Safety and Social Inclusion campaign in partnership with BC Housing, Interior Health and the Journey Home Society
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Transportation & Mobility • •
Hold a collaborative problem-solving Design Jam for a transportation-related topic, bringing together stakeholders from throughout the community to research and come up with innovative ideas for solutions for a complex community issue Continue to provide support for the public engagement for the Transportation Master Plan, Parking Management Strategy and Pedestrian and Bicycle Master Plan
Vibrant Neighbourhoods •
Kelowna 2040: OCP Consultation public engagement support
Economic Resiliency •
Prepare for the upcoming 5G network development initiative
Environmental Protection •
Hold a collaborative problem-solving Design Jam for an environment-related topic, bringing together stakeholders from throughout the community to research and come up with innovative ideas for solutions for a complex community issue
Financial Management • • • •
Generate $143,000 in revenue through the Dark Fibre Network Cost avoidance through Dark Fibre program with additional facilities such as Airport, Landfill and Wastewater Utility moving their communications lines to the fibre optic program Implement a Digital Asset Management program to streamline searchability and access to digital assets Model City initiative to harness data to support infrastructure decision making and land use planning
Clear Direction • • • • • • •
Action Plan 2020 identifies a list of more than 75 projects that will significantly advance Council and Corporate Priorities and base business. Action Plan 2020 is part of the overall approach to strategic planning and increased transparency. Deliver an online dashboard that reports on progress towards Council Priorities 2019 – 2022 Continue engagement on the Imagine Kelowna community vision implementation and communicating progress Conduct a City-wide Citizen Survey in the fall of 2020 Create four-year divisional/departmental business plans Implement the Intelligent City Strategy, which has a vision to improve the lives of residents through access to online services, technological innovation and collaborative problem-solving, creating local solutions to local problems Develop resources and advisory services that will enable staff to use Service Design thinking and methodologies to improve the services that we provide by putting the needs of users at the centre of every step of the process
People • •
Implement priority recommendations from the IT Recruitment and Retention Strategy Implement Staff engagements activities from the 2019 Employee Survey Page 313
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Refresh values and vision for the organization as part of the overall strategic planning process Discovery, scoping and budgeting for redevelopment of the City’s intranet to make it more collaborative, social, flexible and accessible Meet regularly with the interdepartmental Community Safety, Transportation and Environment Solutions groups to collaborate on shared challenges, come up with ideas and develop innovative solutions that will have an impact and reduce silos Implement internal City Manager Connects Strategy
Base Business • • • •
• • •
Redevelopment of the City’s service request system to improve the customer experience through agile methodology and customer centricity As an extension of our first Service Design pilot project conducted in 2019, we will improve our online notification service based on user feedback and involvement Implement a Disaster Recovery strategy for the Information Services department Continued work on major systems projects that will deliver modern solutions to Kelowna.ca, Electronic Documents and Records Management, Asset Management, Planning, Permitting and Licensing Develop resources and explore the use of technology to enhance the end-to-end customer experience for our residents, businesses and visitors Assess and prioritize City services for review and improvement Pilot a chatbot on the YLW website to enhance the customer experience while investigating where else the technology could be implemented in the organization.
2020 Divisional performance measures Actual 2018
Estimated 2019
Proposed 2020
270
260
260
# of Emergency Operations Centre (EOC) media releases
97
n/a
# of media information requests
350
280
250
1,854
1,700
1,800
80
88
85
# of website visits (kelowna.ca)
6,286,222
5,700,000
5,200,000
# of website users (kelowna.ca)
1,577,561
1,750,000
1,900,000
39,132
41,200
43,000
1,284,441
1,325,000
1,350,000
32
32
32
Program outputs Media # of media releases
Mayor & Council # of email correspondence # of briefing notes Online
# of E-Subscribers Intranet # of InSites page views # of interactions (navigation to a second page from landing page) (%)
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Continued Social Media # of engagement (likes, comments, shares, mentions)
86,449
82,000
85,000
# of followers (Facebook, Twitter, Instagram, LinkedIn all accounts incl. YLW, but not CORD Emergency)
55,424
62,600
70,000
# of video views (YouTube)
33,020
45,000
60,000
25
20
10
4,278
1,187
1,000
19,700
12,000
10,000
440
1,200
1,100
Email (%)
99.9
99.9
99.9
InSites (%)
99.9
99.9
99.9
kelowna.ca (%)
99.9
99.9
99.9
Servers (%)
99.9
99.8
99.9
Phones (%)
99.9
99.9
99.9
12450
13100
13750
143,000
168,000
192,000
9
14
16
Video
Engagement # of face-to-face engagement # of survey responses (hard copy & online) Get Involved Kelowna # of visitors (launch March 2017) # of engaged visitors Information Services Percentage of time key Information Services systems were available. 99.8% represents a high availability with less than 21 hours of combined outage over the year.
# of internal Help Desk requests Program outcomes Dark Fibre Revenue ($) # of connections Efficiency measures Correspondence turnaround times (rounded %) Within 1 day
65
Within 2-5
10
Within 6-10
10
Within 11-20
5
Over 21 days
10
Innovation &learning # of participants in media spokesperson training
17
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Budget overview
Division Summary
Per cent of General Fund operating
5%
3%
6%
5% 13%
73%
95% Corporate Strategic Services Net Operating General fund operating = $151 M
Information Services
Community Communications
Corporate Strategy & Performance
Corporate Strategic Services
Media relations
Total = $7.6 M
Net Divisional expenditures ($ thousands) Departments Operating cost centres: Corporate Strategic Services 101 Corporate Strategic Services Information Services 121 Information Services Community Communications 248 Communications 260 Community Communications Media Relations 229 Media Relations Corporate Strategy & Performance 154 Corporate Strategy & Performance Net operating expenditure Capital cost centres: 308 Information Services Capital Net capital expenditures Total Division net expenditures Note: Totals may not add due to rounding.
Actual
Revised
Provisional
Change from
Per cent
2018
2019
2020
prior year
change
325 325
344 344
344 344
0
0.1%
4,717 4,717
5,274 5,274
5,510 5,510
235
4.5%
296 207 503
436 514 951
479 516 995
45
4.7%
517 517
224 224
226 226
2
0.9%
371 371 6,434
439 439 7,231
481 481 7,555
42 324
9.5% 4.5%
3,186 3,186 9,620
1,177 1,177 8,408
1,329 1,329 8,884
152 476
12.9% 5.7%
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Description of operating program changes ($ thousands) 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments 2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions: Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020 Note: Totals may not add due to rounding.
Total 7,231 0 29 76 (22)
241 0
130 0
83 7,314
241 7,555
130 130
FTE 47.7
0.5 48.2 1.0 49.2
1.0 1.0
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Ǧ Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 45.6 0.6
Actual 2018
Revised 2019
Provisional 2020
0 0 ( 114) ( 179)
0 0 ( 110) ( 179)
0 0 ( 134) ( 222)
0 0 ( 35) _____________ ( 328)
0 0 0 _____________ ( 290)
0 0 0 _____________ ( 356)
4,689 8 1,793 0 0 0 0
5,117 7 2,287 0 0 0 0
5,264 7 2,465 0 0 0 0
0 0 272 _____________ 6,761
0 0 110 _____________ 7,521
0 0 177 _____________ 7,911
6,434
7,231
7,555
6,255 ( 3,069) _____________ 3,186 _____________ 9,620
8,736 ( 7,560) _____________ 1,177 _____________ 8,408
2,068 ( 740) _____________ 1,329 _____________ 8,884
Actual 2018 45.8 2.9
Revised 2019 47.1 0.6
Provisional 2020 48.6 0.6
Note: Totals may not add due to rounding
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
50,000
0
0
0
0
0
(50,000) OG
50,000
0
0
0
0
0
(50,000)
50,000
0
0
0
0
0
(50,000) OG
41,100
0
0
0
0
0
(41,100) OG
35,000
0
0
0
0
0
(35,000) OG
54,200
0
0
0
0
0
(54,200) OG
6,000
0
0
0
0
0
(6,000) OG
305 * Fire Department Management Mobile Inspections Application
5,000
0
0
0
0
0
(5,000) OG
Total New
191,300
0
0
0
0
0
(191,300)
Division Priority 1 Total
241,300
0
0
0
0
0
(241,300)
Total Priority 1 Operating
241,300
0
0
0
0
0
(241,300)
Corporate Strategic Services Division Growth 320 Hardware and Software Maintenance Total Growth New CAP 401 Major Systems Project - Electronic Records Management 320 Communications Consultant, Emerging Issues Position 321 Council Priority Reporting - Online Dashboard 321 Business Systems Analyst (Analytics) Position 322 Imagine Kelowna - Partnerships
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Hardware and Software Maintenance
Growth
Priority: 1
ON-GOING PROVISIONAL
Justification: Budget is requested to cover the increase in annual support and maintenance fees for new and existing software and hardware. 2020 Base Budget $1,461,770
Strategic Direction: 2020 2021 2022
Cost 50,000 50,000 50,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Corporate Strategic Services Community Communications
Title:
Communications Consultant, Emerging Issues Position
Revenue 0 0 0
Utility 0 0 0
Taxation (50,000) (50,000) (50,000) New
Priority: 1
ON-GOING PROVISIONAL
Justification: Each year, the City needs to respond to a number of emerging items such as supportive housing developments, increasing homelessness, cannabis legalization, fires and short-term rentals to name a few. In an effort to adapt, the team has pulled resources from other projects creating significant service gaps. This role would enable the communications team to be more flexible and adaptable to make sure the emerging and core issues receive the level of communications support required. In 2020 its anticipated this position will support the new Director of Community Safety, Superintendent of the RCMP, Social Development Manager, Journey Home Society and BC Housing focusing on crime prevention, safety, issues around homelessness and community integration models for existing and planned supportive housing.
Strategic Direction: 2020 2021 2022
Cost 41,100 80,200 80,200
Community Safety - Crime rates are decreasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (41,100) (80,200) (80,200)
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2020 Operating Request Details Division: Department:
Corporate Strategic Services Corporate Strategy & Performance
Title:
Council Priority Reporting - Online Dashboard
New
Priority: 1
ON-GOING PROVISIONAL
Justification: The proposed public facing online dashboard housed on the City of Kelowna website would report on the organization's progress towards all 39 Council and corporate priorities identified in the Council Priorities 2019 - 2022 document. The project supports the corporate result "progress on results is measured, monitored, and improved" through transparent reporting which would be updated each year. The reporting would include both quantitative and qualitative information. The initial cost includes a consultant resource to build the dashboard and staff training to maintain it. Ongoing operation costs will cover annual updates as part of corporate reporting each spring.
Strategic Direction: 2020 2021 2022
Cost 35,000 6,300 6,300
Clear direction - Progress on results is measured, monitored & reported Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate Strategic Services Information Services
Title:
Business Systems Analyst (Analytics) Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (35,000) (6,300) (6,300) New
Priority: 1
ON-GOING PROVISIONAL
Justification: The primary goal of data analytics is to help the City make more informed business decisions by enabling analysis of large volumes of transaction data, as well as other forms of data that may be untapped by conventional business systems. The IS Analytics Team has been successful in producing in-depth analysis for several projects including but not limited to: Fire Department call volumes and station locations; hydrology models for flooding events; Model City for next generation urban planning; and HR staffing models. The additional position would allow the team to expand its work to support a number of initiatives including drought modelling, recruitment and retention, public safety and capital budget forecasting to name a few.
Strategic Direction: 2020 2021 2022
Cost 54,200 108,100 108,100
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (54,200) (108,100) (108,100)
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2020 Operating Request Details Division: Department:
Corporate Strategic Services Corporate Strategy & Performance
Title:
Imagine Kelowna - Partnerships
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Imagine Kelowna is a 20 year community vision developed by the community, for the community. The vision was endorsed by Council in mid-2018. In the short-term, Imagine Kelowna is being put into action through City-led initiatives such as the development of new plans including the Official Community Plan and Transportation Master Plan, and through Council's priorities for 2019 2022. As outlined in Imagine Kelowna, realizing its vision will require a community-wide effort and significant collaboration over the long-term. This budget request is to support raising awareness and continuing the community conversation about the principles and goals in Imagine Kelowna in order to identify opportunities for collaboration. Specifically the budget would be used for targeted community engagement and to create shareable communications materials. Strategic Direction: 2020 2021 2022
Cost 6,000 6,000 6,000
Clear direction - Common understanding of future direction Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (6,000) (6,000) (6,000)
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
20,000
0
0
0
0
0
(20,000) OG
20,000
0
0
0
0
0
(20,000)
46,900
0
0
0
0
0
(46,900) OG
63,100
0
0
0
0
0
(63,100) OG
Total New
110,000
0
0
0
0
0
(110,000)
Division Priority 2 Total
130,000
0
0
0
0
0
(130,000)
Total Priority 2 Operating
130,000
0
0
0
0
0
(130,000)
Corporate Strategic Services Division Growth 324 Professional and Consulting Services Total Growth New 324
Client Support Technician Position
325 Geographic Information Services (GIS) Manager Position
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Professional and Consulting Services
Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: Budget is requested for the increased cost of professional and consulting services as specialized consultants are required to assist staff in the delivery of projects and support systems like network installation, configuration and maintenance; Microsoft database design and configuration; security audits; Geographic Information System (GIS/CAD) Design, support and training; phone configuration and maintenance; and miscellaneous computer repairs to equipment not under warranty. Priorities for 2020 will be Intelligent City initiatives and security assessments. 2020 Base Budget: $198,668
Strategic Direction: 2020 2021 2022
Cost 20,000 20,000 20,000
Community Safety - Crime rates are decreasing Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate Strategic Services Information Services
Title:
Client Support Technician Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (20,000) (20,000) (20,000) New
Priority: 2
ON-GOING PROVISIONAL
Justification: There has been significant growth in the demand and work scope for Client Support Technicians. They are responsible for the deployment, support and maintenance of computers, Ipads and cell phones. In addition, there are more hardware and software systems to support, more users and new technologies, such as satellite phones, fire truck computers, tablets and video conferencing. The IS Help Desk provides technical support to over 1,000 employees, for hundreds of software applications, across 20 locations. Since the last Client Support Technician position was added in 2008, the requests for service have increased dramatically. Since 2015, there has been an increase from 7,766 requests annually to 12,450 requests in 2018 representing an increase of 60 per cent.
Strategic Direction: 2020 2021 2022
Cost 46,900 92,600 92,600
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (46,900) (92,600) (92,600)
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2020 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Geographic Information Services (GIS) Manager Position
New
Priority: 2
ON-GOING PROVISIONAL
Justification: The GIS Manager will provide leadership in the GIS area which is increasingly playing an essential role in understanding the many facets of a growing city. The data captured and maintained in GIS is critical for the analytical models being developed for planning (Model City), infrastructure planning (10-year capital costs) and transportation (transportation plan). It also supports new areas of concern including community safety (needle pickup, crime data) and climate change (flood and fire prediction). Intelligent City initiatives will also require data and tools from our GIS. This position will support the current and evolving business needs of analytics, data capture and open data. The area of predictive modelling will need an expanded GIS offering and will need clear direction. To be able to continue to grow and support the increasing demand and complexity, the team needs a focused and clear direction led by an experienced GIS manager. Strategic Direction: 2020 2021 2022
Cost 63,100 123,400 123,400
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (63,100) (123,400) (123,400)
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Financial Services Page 327
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Financial Services The Finance Division provides financial services to Council, City Management and staff through financial management policies that form a framework for the City's overall fiscal planning, investment and management of City assets and resources. Financial accountability is achieved through reporting, monitoring, and internal control programs managed by the Division. Annual budgets, Five-Year Financial Plans, Year-end Financial Reports and Statements provide key financial information and results to keep taxpayers, residents, business leaders and other interested parties informed on the financial performance and delivery of City programs and services. Financial Services Division also levies and collects property taxes and utility fees, processes accounts payable and accounts receivable, develops and maintains financial systems, invests and safeguards the City's financial assets and provides customer services such as transit passes, parking ticket and bylaw fee payments. Controller is responsible for the operations side of Financial Services. This includes all forms of revenue collection with the most significant amount of work around collecting taxation revenue. Also responsible for administering permissive tax exemption program, transit, systems and reporting, general ledger, accounts payable, accounts receivable and payroll. Financial Planning is responsible for budget preparation and monitoring, reserve management and projections, debt management, investment portfolio to maximize returns and minimize risk ensuring adequate funding for ongoing City business requirements, utility rate modeling, financial planning, tangible capital asset accounting, financial analysis and decision support. Corporate Finance is responsible for preparation and administration of corporate financial compliance and Financial Reporting. They manage and oversee the corporate financial and system controls to ensure compliance with Generally Accepted Accounting Principles (GAAP), Public Sector Accounting Standards (PSAS), federal and provincial excise tax legislation, City bylaws, policies and procedures as well as best practices. They administer and manage the City's corporate banking controls and Treasury services ensuring the safekeeping of the City's financial assets. They provide external financial reporting that includes the Consolidated Financial Statements, Statement of Financial Information, Local Government Data Entry and the Annual Report. Purchasing Services provides transparent, fair and effective procurement services and strategies across the organization. The Branch is responsible for the acquisition of goods, services, and construction required by all City departments. Purchasing also manages the City Yards warehouse and inventory that provides materials and supplies to City crews and work groups. Disposal of surplus materials and obsolete items are also managed by this Branch.
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2020 Divisional drivers & activities Drivers • Strong financial stewardship o Using financial management polices effectively o Engaging the right people • Building Trust and Transparency o Understanding functions and needs of other City services o Implement efficient and effective practices and procedures • Building Financial Literacy o Using financial controls effectively o Collecting and using data effectively Activities Social & Inclusive •
Using supplier selection and bidder criteria to promote increased community benefits. This may include promoting and selecting suppliers with workforces that represent traditionally underemployed groups or suppliers that have a positive social impact on the community.
Environmental Protection •
Increasing importance and consideration for supplier’s that provide expanded environmental benefits as part of their contract offerings.
Financial Management • • • • • • • • • • • • •
Assess the information received from the internal needs review, public RFI (request for information) and from the review of other municipalities for the Corporate Financial Plan Budget Software Replacement project to be budgeted in 2021. Continue to review the budget document and processes to determine what improvements can be incorporated over the next couple of years utilizing current budget software in order to reduce low value activities and increase efficiency and effectiveness Complete the incorporation of the South Okanagan Mission Irrigation District (SOMID) into the City water system and financial systems Implementation of new Public Sector Accounting Standards Electronic distribution of monthly Accounts Receivable Statements and invoices Accounts receivable process review to ensure the City is following current best practices 5-year review for Permissive tax exemptions Consider and recommend to Council efficiencies for the application of the property tax late payment penalty Evaluate results from annual financial risk assessment LED Street Light Retrofit business case review Research Internal Controls Monitoring Software Review merchant services business practice procedures Move all suppliers to EFT payments
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People •
Implement priority recommendations from the staff engagement activities resulting from the 2019 Employee Survey
Clear Direction • • •
Update and roll-out four-year division/department Strategic Plan Development of branch key performance indicators (KPI) to seek meaningful KPI’s for Financial Services that demonstrate how effectively the division is achieving key organizational objectives Develop department business plans aligning to strategic four-year Division Plan
Base Business
•
Policy and procedure review, fill gaps and refresh outdated.
•
Complete review and updates of Corporate Financial Policies and Guidelines Develop and carry-out compliance programs and reviews for Corporate Credit Cards, Payroll, Travel Training, and Donations
•
2020 Divisional performance measures Actual 2018
Estimated 2019
Proposed 2020
# of budget transfers processed
112
110
107
# of budget amendments processed
122
125
124
# of vouchers processed in Accounts Payable
30,689
31,000
31,500
# of payments made through Payroll
27,679
30,500
30,500
# of property tax notices emailed
0
2,238
3,500
# of property tax notices mailed
54,850
56,150
57,200
95
95
95
# of property owners deferring taxes
1,128
1,274
1,420
Value of property taxes deferred ($)
4.4M
5.1M
5.8M
# of customers serviced by City owned water/sewer utilities
20,760
21,807
22,900
# of households serviced by City curbside collections
38,500
39,100
39,800
# of homeowner grants claimed online
21,410
22,265
24,000
# of homeowner grants claimed in person/mail
36,210
36,743
37,200
The Government Finance Officers Association (GFOA) Budget Award
17
18
19
The GFOA Financial Reporting Award
16
17
18
Program outputs
Tax payers who pay prior to the 1st penalty (%)
Program outcomes Consecutive years receiving:
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Budget overview
Division Summary
Per cent of General Fund operating
12%
3%
34%
16%
16%
97% Financial Services
Net Operating
General fund operating = $151 M
22%
Controller
Corporate Finance
Purchasing
Financial Services
Financial Planning Total = $5 M
Net Divisional expenditures ($ thousands) Departments Operating cost centres: Financial Services 124 Financial Services Corporate Finance 125 Corporate Finance 275 Corporate Financial Support Financial Planning 126 Financial Planning Controller 127 Accounting Operations 128 Systems & Reporting 130 Revenue 268 Controller Purchasing 129 Purchasing Net operating expenditure Capital cost centres: Net capital expenditures Total Division net expenditures Note: Totals may not add due to rounding.
Actual 2018
Revised 2019
Provisional 2020
Change from prior year
Per cent change
552 552
532 532
598 598
66
12.5%
590 0 590
476 543 1,019
476 621 1,097
78
7.7%
942 942
786 786
789 789
3
0.3%
911 21 287 154 1,372
1,082 30 464 164 1,739
1,082 35 415 164 1,695
(44)
(2.5%)
756 756 4,213
807 807 4,883
772 772 4,952
(35) 68
(4.3%) 1.4%
0 0 4,213
0 0 4,883
0 0 4,952
0 68
0.0% 1.4%
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Description of operating program changes ($ thousands) Total 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments 2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions: Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020 Note: Totals may not add due to rounding.
4,883 (30) 0 55 16
26 0
0 0
FTE 62.7 (0.2) 0.5
42 4,925
63.0 0.5
26 4,952
63.5
0 0
0.0
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Ǧ Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 57.0 3.5
Actual 2018
Revised 2019
Provisional 2020
0 0 ( 498) ( 889)
0 0 ( 531) ( 1,205)
0 0 ( 526) ( 953)
0 0 ( 115) _____________ ( 1,502)
0 0 ( 351) _____________ ( 2,087)
0 0 ( 60) _____________ ( 1,540)
4,631 5 477 212 0 0 0
5,534 6 1,024 381 0 0 0
5,610 6 748 102 0 0 0
0 0 389 _____________ 5,715
0 0 25 _____________ 6,970
0 0 25 _____________ 6,491
4,213
4,883
4,952
0 0 _____________ 0 _____________ 4,213
0 0 _____________ 0 _____________ 4,883
0 0 _____________ 0 _____________ 4,952
Actual 2018 49.5 6.8
Revised 2019 59.2 3.5
Provisional 2020 60.0 3.5
Note: Totals may not add due to rounding
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
60,000
(60,000)
0
0
0
0
0 OT
60,000
(60,000)
0
0
0
0
0
26,400
0
0
0
0
0
(26,400) OG
Total Growth
26,400
0
0
0
0
0
(26,400)
Division Priority 1 Total
86,400
(60,000)
0
0
0
0
(26,400)
Total Priority 1 Operating
86,400
(60,000)
0
0
0
0
(26,400)
Financial Services Division New 336 Finanical Planning System and Process Review Total New Growth 126 * Financial Analyst Position
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Finanical Planning System and Process Review
New
Priority: 1
ONE-TIME PROVISIONAL
Justification: The Digital Strategy includes the replacement of the current excel and legacy based budget system with a robust financial planning software product. This first step is to review and assess the current system and processes and perform stakeholder needs analysis. The outcome will be a report summarizing current state, recommendations and a roadmap for the next several phases of the systems replacement.
Strategic Direction: 2020
Cost 60,000
Clear direction - Services, processes & business activities are transformed Reserve (60,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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Debt & Other Page 337
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Debt & Other budget overview
Per cent of General Fund operating 9%
91% Debt & Other
Net Operating
General fund operating = $151 M
Net Department expenditure ($ thousands) Department Operating cost centres: Debt & Other 205 Debt & Other Net operating expenditure Capital cost centres: Net capital expenditures Total Department net expenditures
Actual 2018
Revised 2019
Provisional 2020
14,528
9,951
14,341
14,528
9,951
14,341
0
0
0
Change from prior year
Per cent change
4,390
44.1%
0
0
0
0
0.0%
14,528
9,951
14,341
4,390
44.1%
Note: Totals may not add due to rounding.
Description of operating program changes ($ thousands) 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments 2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions: Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020 Note: Totals may not add due to rounding.
0 0 2,600 272
1,518 0
0 0
Total 9,951
FTE 0.0
2,872 12,823
0.0
1,518 14,341
0.0
0 0
0.0
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Ƭ Ǧ Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 0 0
Actual 2018
Revised 2019
Provisional 2020
( 158) ( 35) ( 6,781) ( 42,134)
( 4) ( 35) ( 6,737) ( 11,536)
0 0 ( 348) ( 12,632)
( 1,158) ( 1,402) ( 9,147) _____________ ( 60,815)
( 1,158) ( 654) ( 605) _____________ ( 20,728)
( 1,158) ( 1,449) ( 750) _____________ ( 16,337)
( 648) 0 7,315 0 3,118 7,417 186
( 1,064) 0 6,799 0 2,686 6,564 213
( 1,064) 0 2,075 0 2,497 6,935 213
8,983 2,495 46,477 _____________ 75,343
10,668 0 4,814 _____________ 30,679
13,268 0 6,754 _____________ 30,678
14,528
9,951
14,341
0 0 _____________ 0 _____________ 14,528
0 0 _____________ 0 _____________ 9,951
0 0 _____________ 0 _____________ 14,341
Actual 2018 0 0
Revised 2019 0 0
Provisional 2020 0 0
Note: Totals may not add due to rounding
Page 340
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
2,267,700
(750,000)
0
0
0
0
(1,517,700) OG
Total Maintain
2,267,700
(750,000)
0
0
0
0
(1,517,700)
Department Priority 1 Total
2,267,700
(750,000)
0
0
0
0
(1,517,700)
Total Priority 1 Operating
2,267,700
(750,000)
0
0
0
0
(1,517,700)
Financial Services Division Debt & Other Maintain 342
Other Working Capital
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Other Working Capital
Priority: 1
Maintain ON-GOING PROVISIONAL
Justification: This request is to provide for contracts and other requirements that have been negotiated or are not resolved at the time the budget is prepared, but will become due during 2020.
Strategic Direction: 2020 2021 2022
Cost 2,267,700 2,267,700 2,267,700
Financial management - Cost to deliver services is quantified Reserve (750,000) 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility Taxation 0 (1,517,700) 0 (2,267,700) 0 (2,267,700)
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General Revenues Page 343
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General Revenues budget overview
2020 General Revenues Franchise fee 11% Fed./Prov. contributions 18%
Interest & penalties 51%
Taxes - private utilities 20%
Total = $11.4 M
Net Department expenditures ($ thousands) Departments Operating cost centres: Revenue & Fees 206 General Revenue Net operating expenditure Capital cost centres: Net capital expenditures Total Department net expenditures Note: Totals may not add due to rounding.
Actual
Revised
Provisional
2018
2019
2020
Change from prior year
(147,097) (147,097)
(153,724) (153,724)
(162,195) (162,195)
(8,471)
5.5%
0 0 (147,097)
0 0 (153,724)
0 0 (162,195)
0 (8,471)
0.0% 5.5%
Percent change
Description of operating program changes ($ thousands) 2019 revised budget 2020 net impacts One-time operating requests One-time expenditure reductions Prior years ongoing adjustments Divisional adjustments 2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions: Total Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020 Note: Totals may not add due to rounding.
0 0 0 (8,471) 0 0
Total (153,724)
FTE 0.0
(8,471) (162,195)
0.0
0 (162,195)
0 0
0.0
0 0
0.0
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Ǧ Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 0 0
Actual 2018
Revised 2019
Provisional 2020
( 135,774) 0 ( 3,967) ( 10,938)
( 145,041) 0 ( 2,258) ( 5,874)
( 153,501) 0 ( 2,162) ( 9,534)
0 0 ( 1,600) _____________ ( 152,279)
0 0 ( 1,650) _____________ ( 154,824)
0 0 ( 1,650) _____________ ( 166,847)
0 0 3,234 0 189 0 0
0 0 0 0 0 0 0
0 0 3,152 0 0 0 0
0 0 1,801 _____________ 5,224
0 0 1,100 _____________ 1,100
400 0 1,100 _____________ 4,652
( 147,055)
( 153,724)
( 162,195)
0 0 _____________ 0 _____________ ( 147,055)
0 0 _____________ 0 _____________ ( 153,724)
0 0 _____________ 0 _____________ ( 162,195)
Actual 2018 0 0
Revised 2019 0 0
Provisional 2020 0 0
Note: Totals may not add due to rounding
Page 346
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
0
400,000
0
(400,000)
0
0
0 OG
Total New
0
400,000
0
(400,000)
0
0
0
Department Priority 1 Total
0
400,000
0
(400,000)
0
0
0
Total Priority 1 Operating
0
400,000
0
(400,000)
0
0
0
Financial Services Division Revenue & Fees New 348 Online Accommodation Platform (OAP) Tax
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Online Accommodation Platform (OAP) Tax
New
Priority: 1
ON-GOING PROVISIONAL
Justification: To create a budget for the receipt of revenues from the Online Accommodation Platforms. The revenues from this program will be contributed to reserve for future use in support of Affordable Housing initiatives.
Strategic Direction: 2020 2021 2022
Cost 0 0 0
Social & inclusive - Inclusivity and diversity are increasing Reserve 400,000 400,000 400,000
Borrow 0 0 0
Fed/Prov (400,000) (400,000) (400,000)
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0
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City Clerk Page 349
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City Clerk The Office of the City Clerk fosters a culture of open government in the provision of corporate administrative services to Council, their Committees, and the organization. Along with statutory and procedural information and advice related to all levels of government legislation, responsibilities include Council meeting management, corporate access to legal services, the management of corporate records and information, public access to records and protection of privacy, elector approval processes and general local elections.
2020 Divisional drivers & activities Drivers • • • • •
Provide customer focused service Safeguard the assets of the City Ensure value for citizens always Enable new approaches and innovation Connect the organizations diverse activities
Activities Financial Management •
Conducted 78 discovery meetings on information management needs corporately to ensure a future electronic records management system meets both cost and service expectations
Clear Direction • •
Updated Report to Council templates for consistency and clarity in support of good governance Prepared an Office of the City Clerk department and action plan to guide activities and areas of focus over the next 3 years
People • •
Collaborated on the transfer and integration of the administrative and operational ownership of the Southeast Kelowna water provider (SEKID) into the City of Kelowna Conducted the annual corporate archive and disposition with the participaton of 44 distinct city business areas
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Base Business
• •
Prepared land use and business license bylaws in support of the Cannabis program and shortterm rentals Prepared bylaws and processed 978 properties for the early termination of their land use contracts in preparation for legislated terminations in 2024
2020 Divisional performance measures Actual 2018
Estimated 2019
Proposed 2020
# of Freedom of Information (FOI) requests received
125
90
95
# of bylaws drafted (development & regulatory)
178
220
200
# of Council meeting & public hearing (days)
58
63
63
# of agreements executed by Mayor/Clerk
494
500
505
# of legal documents e-registered
176
225
235
# of paper files processed for final disposition
4,682
5,757 (actual)
3,576
# of paper files processed for archive
9,327
13,404
12,000
-
105,085
113,085
Business areas that met annual corporate archive deadline (%)
96
100
100
Business areas that met annual corporate disposition deadline (%)
100
97
100
FOI requests/responded to within 30 days (%)
79
95
98
FOI requests/responded within legislated timeline (including extensions up to 60 days or over) (%)
88
100
100
Council meeting packages prepared/delivered on time (%)
100
100
100
Council committee meetings attended (%)
75
100
100
29
15
20
Program outputs
Program outcomes
# of paper files in storage Efficiency measures
Customer satisfaction
Innovation & learning # of scheduled training/education sessions provided by staff
Page 352
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Budget overview
Per cent of General Fund operating
Division Summary 7%
1%
29% 64%
99%
City clerk
Net Operating
Legislative Services
City Clerk
Records & Information
General fund operating = $151 M
Total = $1.3 M
Net Departmental expenditures ($ thousands) Departments
Actual
Revised
Provisional
Change from
Per cent
2018
2019
2020
prior year
change
49
3.9%
Operating cost centres: City Clerk 119
Legislative Services
618
792
840
120
City Clerk
582
380
380
228
Records & Information
31
85
85
1,232
1,257
1,305
0
0
0
0
0
0
0
0.0%
1,232
1,257
1,305
49
3.9%
Net operating expenditure Capital cost centres: Net capital expenditures Total Division net expenditures Note: Totals may not add due to rounding.
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Description of Operating program changes ($ thousands) 2019 revised budget
Total
FTE
1,257
10.5
2020 net impacts One-time operating requests One-time operating requests
0
One-time expenditure reductions
13
Prior years ongoing adjustments
37
Divisional adjustments
(12)
(0.9) 0.5 37 1,294
10.1
2020 Program additions (P1) 2020 operating requests: 2020 expenditure reductions:
12 0
12 1,305
Total
10.1
Unfunded 2020 requests (P2) 2020 operating request 2020 expenditure reductions Total unfunded requests for 2020
48 0
0.5 48 48
0.5
Note: Totals may not add due to rounding.
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City Clerk - General Fund Ȁ ȋ$ Ȍ
Property Tax Parcel Tax Fees and Charges Other Revenue Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Transfers to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Gross Expenditures Other Funding Sources Ƭ Ǥ
Authorized FTE Positions Salaried Hourly
Budgeted 2018 9.0 0.1
Actual 2018
Revised 2019
Provisional 2020
0 0 ( 10) ( 71)
0 0 ( 10) ( 149)
0 0 ( 10) ( 80)
0 0 ( 140) _____________ ( 220)
0 0 0 _____________ ( 159)
0 0 0 _____________ ( 90)
952 1 442 58 0 0 0
917 0 406 93 0 0 0
889 0 414 93 0 0 0
0 0 0 _____________ 1,452
0 0 0 _____________ 1,415
0 0 0 _____________ 1,395
1,232
1,257
1,305
0 0 _____________ 0 _____________ 1,232
0 0 _____________ 0 _____________ 1,257
0 0 _____________ 0 _____________ 1,305
Actual 2018 8.8 2.4
Revised 2019 10.4 0.1
Provisional 2020 10.0 0.1
Note: Totals may not add due to rounding
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
11,500
0
0
0
0
0
(11,500) OG
Total New
11,500
0
0
0
0
0
(11,500)
Division Priority 1 Total
11,500
0
0
0
0
0
(11,500)
Total Priority 1 Operating
11,500
0
0
0
0
0
(11,500)
City Clerk New 357
Webcasting - closed captioning
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
City Manager City Clerk
Title:
Webcasting - closed captioning
New
Priority: 1
ON-GOING PROVISIONAL
Justification: Upon completion of the AV upgrades in Council Chamber, the live webcasting of Council meetings will be added to our meeting management system features. As part of live webcasting, the Office of the City Clerk is recommending the addition of closed captioning (cc). Closed captioning is commonly utilized by those with hearing problems, however, it is also a feature that makes video recordings more inclusive and accessible to all members of the public.
Strategic Direction: 2020 2021 2022
Cost 11,500 11,500 12,000
Social & inclusive - Inclusivity and diversity are increasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (11,500) (11,500) (12,000)
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2020 Operating Requests Provisional Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
47,900
0
0
0
0
0
(47,900) OG
Total Growth
47,900
0
0
0
0
0
(47,900)
Division Priority 2 Total
47,900
0
0
0
0
0
(47,900)
Total Priority 2 Operating
47,900
0
0
0
0
0
(47,900)
City Clerk Growth 359 Corporate Information Analyst (EDRMS)
CCP - Combined capital project CAP - denotes operating request that has been moved to the capital section * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an ‘*’ # where there are zero amounts in all columns, this denotes there is no change overall in expense or revenue budgets, due to a reallocation of expenses or revenues to support the request for 2020
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2020 Operating Request Details Division: Department:
City Manager City Clerk
Title:
Corporate Information Analyst (EDRMS)
Growth
Priority: 2
ON-GOING PROVISIONAL
Justification: To support this large new Electronic Document and Records Management System (EDRMS), a new Senior Information/Business Analyst position is required to manage the implementation project and work with City staff to identify and run business process improvement initiatives using the EDRMS.
Strategic Direction: 2020 2021 2022
Cost 47,900 94,600 94,600
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (47,900) (94,600) (94,600)
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Capital Budget Page 361
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CAPITAL BUDGET Capital Expenditure Summary The 10-Year Capital Plan and the annual capital program are coordinated by the Infrastructure Division with the integral involvement of all divisions with capital needs. The Infrastructure Division uses a long-term approach for capital planning that strikes a balance between renewing existing infrastructure and investing in new infrastructure to support growth and improved services. The following table provides a summary of the priority one and priority two capital request totals highlighting the funding from Taxation, Reserves, Borrowing, Grant Funding, External Contributions and Utility Funds (user fees). The pie chart below the table provides a visual comparison of the level of spending for each Department.
Requests by Department ($ thousands) Department Priority 1 Fire Information Services Real Estate & Parking Building Parks Vehicle & Mobile Equipment Transportation Storm Drainage Solid Waste Total General Fund Airport Water Wastewater Total Utility Fund Total Priority 1 All Funds Priority 2 Fire Information Services Real Estate and Parking Building Parks Transportation Solid Waste Storm Drainage Total General Fund Airport Water Wastewater Total Utility Fund Total Priority 2 Total All Funds
Asset
Reserve
Borrow
Fed/Prov
Contribution
Utility Taxation
1,056 2,068 3,138 7,217 22,402 4,943 20,501 2,828 4,650 68,803 73,080 3,888 4,062 81,030 149,833
996 689 2,402 2,400 19,250 4,176 13,192 1,520 3,900 48,525 73,080 355 359 73,794 122,319
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 1,033 0 1,033 0 0 0 0 1,033
0 50 0 3,106 0 27 400 0 250 3,833 0 150 0 150 3,983
0 0 0 75 0 243 0 0 500 818 0 3,383 3,703 7,086 7,904
60 1,329 737 1,635 3,152 497 6,909 275 0 14,594 0 0 0 0 14,594
25 71 936 1,030 3,170 3,055 5,310 1,186 14,783 0 815 11,172 11,987 26,770 176,603
25 0 615 0 0 431 5,310 0 6,381 0 0 3,293 3,293 9,674 131,993
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 200 200 0 0 0 0 200 1,233
0 0 255 0 0 700 0 0 955 0 0 3,711 3,711 4,666 8,649
0 0 0 0 0 0 0 0 0 0 815 4,168 4,983 4,983 12,887
0 71 66 1,030 3,170 1,924 0 986 7,247 0 0 0 0 7,247 21,841
Page 363
2020 FINANCIAL PLAN
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All Funds Expenditures – Priority 1 ($ millions) The chart below highlights all funds, priority 1 capital expenditures, by department.
Airport $73.1M
2.7% 2.6%
3.1% 1.9%
48.8%
Fire $1.1M Information Services $2.1M Real Estate & Parking $3.1M
13.7%
Building $7.2M Parks $22.4M Vehicle & Mobile Equipment $4.9M
3.3%
Transportation $20.5M Water $3.9M Wastewater $4.1M
14.9%
Solid Waste $4.7M
4.8% 2.1%
1.4%
0.7%
Storm Drainage $2.8M Total $149.8M
The following table provides a comparison of priority 1 requests included in this year’s annual capital program versus the 10-Year Capital Plan for the 2020 year ($ millions). $80.0 $70.0 $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $-
Annual Capital Plan $149.8M
10 Year Capital Plan $136.9M
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Capital Funding Summary The City of Kelowna uses Principals and Strategies for Financial Strength and Stability to guide decision making and funding strategies. The bar graph below visually compares the various capital funding sources used in the annual capital plan.
All Funds Funding Sources – Priority 1 ($ thousands) 485 550 996 1,033 1,055 1,084 1,415 2,135 3,900 3,983 4,176 5,601 5,931 7,035 7,904
Funding Source
Airport - Groundside Reserve Airport - Airside Reserve Fire Equipment Reserve Fed/Provincial Grant Municipal Works Reserve Parking - Parking Reserve Land - Land Sales Reserve Airport - Terminal Reserve Sanitary Landfill Reserve Dev/Community Contribution Equipment Replacement Reserve Infrastructure Levy Reserve Other Reserves Community Works Fund Utility Taxation DCC Reserves Airport - Improvement Fee Reserve
14,594 18,046 69,910
0
10000
20000
30000
40000
50000
60000
Expenditures
70000
80000
Total $149.8M
Capital Reserve funding – Priority 1 ($ thousands) The City maintains reserves and fund equity in order to protect the current and future financial viability of the municipality. Some of these reserve funds are maintained to support the capital program to prevent taxation fluctuations as a result of high capital expenditure requirements. Below is a chart depicting the $122.3M of reserves being used in this year’s annual budget.
Park Development/ Other Land $1,080 Transportation & Drainage Capital
Major Facilities $1,000
Operating Exp. Equalization $870
$1,145 Upgrades and Maint. Existing Assets $1,635 Deferred Development Cost Charges $18,046
Airport Reserve for Future Expenditure $73,080
Statutory Reserve Fund $25,463 Total $122.3M
Page 365
2020 FINANCIAL PLAN
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Operating Impacts The Infrastructure Division uses a multiple bottom line approach for infrastructure investment decision making and is moving towards a full life cycle cost analysis where capital, operating and maintenance costs are determined over the life cycle of assets. The operating and maintenance costs in the table below are included in the related capital request to present the full budget cost of the capital asset.
Impact of Capital Investments on Operating Budgets General Fund – Priority 1 Request Title General Fund Real Estate Library and Chapman Parkades - LED Lighting Retrofit Total Real Estate Parks Rowcliffe Park DCC Park Development Rutland Centennial Park - DCC Park Development Pandosy Waterfront Park, Phase 1 - DCC Park Development Ponds Community Park - Sports Field Construction Sarson's Beach Park - Expansion Total Parks Combined Capital Projects Lakeshore 1 DCC (DeHart - Vintage Terrace), ATC McCulloch Area DCC (KLO/Hall/Spiers) Total Combined Capital Projects Transportation Houghton 1 DCC (Nickel - OK Rail Trail), ATC Ethel 3C ATC (Rose - Raymer) Roadway Urbanization Sidewalk & Bikeway Renewal Transit - Bus Stop Renewal Active Transportation Corridor Okanagan Rail Trail - Connection to Waterfront Park Pathway Sidewalk Network Expansion Pedestrian and Road Safety Projects Transit - New Bus Stops Total Transportation Solid Waste Commonage - Secondary Odour Control Misting System Total Solid Waste Information Services Major Systems Project - Electronic Records Management Total Information Services Vehicle and Mobile Equipment Fleet Growth Total Vehicle and Mobile Equipment Total General Fund operating impacts from Capital Investment
2020
2021
2022
0 0
0 0
0 0
8,500 5,000 0 0 10,000 23,500
17,300 33,200 58,000 45,000 18,200 171,700
17,300 33,200 58,000 45,000 18,200 171,700
1,300 1,000 2,300
5,300 4,100 9,400
5,300 4,100 9,400
13,300 3,200 2,000 1,000 200 0 2,100 700 500 400 23,400
26,300 12,600 4,000 2,000 600 10,000 8,200 2,600 2,000 1,900 70,200
26,300 12,600 4,000 2,000 600 10,000 8,200 2,600 2,000 1,900 70,200
0 0
0 0
0 0
50,000 50,000
100,000 100,000
100,000 100,000
87,600 87,600 186,800
87,600 87,600 438,900
87,600 87,600 438,900
Page 366
2020 FINANCIAL PLAN
CITY OF KELOWNA
Impact of Capital Investments on Operating Budgets – Utility Funds Priority 1 Request Title Wastewater Fund Solid Waste Commonage - Secondary Odour Control Misting System Total Solid Waste Vehicle and Mobile Equipment Fleet Growth Total Vehicle and Mobile Equipment Total Wastewater Fund operating impacts from Capital Investment
2020
2021
2022
0 0
0 0
0 0
0 0 0
0 0 0
0 0 0
Impact of Capital Investments on Operating Budgets The graph on the left below depicts the per cent of operating impact each capital department has on the General fund (taxation).
12%
Parks
14% 47%
Transportation
Information Services
Vehicle and Mobile Equipment 27% Total $186,800
Page 367
2020 FINANCIAL PLAN
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2020 Capital Requests Provisional Budget CAPITAL BUDGET Summary - General Fund Page Type
Description
Asset Cost
Reserve
1,633,500
(1,000,000)
1,633,500
408 Growth DCC Road Widening, Land Acquisition 409 New
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(633,500)
(1,000,000)
0
0
0
0
(633,500)
80,000
(67,600)
0
0
0
0
(12,400)
91,000
0
0
0
0
0
(91,000)
171,000
(67,600)
0
0
0
0
(103,400)
426,000
(426,000)
0
0
0
0
0
120,000
(120,000)
0
0
0
0
0
135,000
(135,000)
0
0
0
0
0
134,000
(134,000)
0
0
0
0
0
269,000
(269,000)
0
0
0
0
0
L3 - Parking Infrastructure
1,084,000
(1,084,000)
0
0
0
0
0
Strategic Land Servicing Requirements
250,000
(250,000)
0
0
0
0
0
L4 - Strategic Land Redevelopment
250,000
(250,000)
0
0
0
0
0
Cost Center Totals
3,138,500
(2,401,600)
0
0
0
0
(736,900)
230,000
0
0
0
0
0
(230,000)
4,006,500
0
0
0 (3,106,500)
0
(900,000)
50,000
(50,000)
0
0
0
0
0
B1 - Parks and Recreation Buildings
4,286,500
(50,000)
0
0 (3,106,500)
0
(1,130,000)
419 Renew Theatre Sound System, Hearing Loop, Dance Floor, Stage Risers
345,000
(345,000)
0
0
0
0
0
B2 - Community and Cultural Buildings
345,000
(345,000)
0
0
0
0
0
420 Renew City Hall - Renovations, Phase V Design
375,000
0
0
0
0
0
(375,000)
B3 - Civic/Protective Service Buildings
375,000
0
0
0
0
0
(375,000)
420 Renew City Yards Office - Renovation Planning
150,000
0
0
0
0
(75,000)
(75,000)
150,000
0
0
0
0
(75,000)
(75,000)
Real Estate and Parking Capital - Priority 1 408 New
General Land, Acquisition L1 - General Land
Road & Sidewalk, Land Acquisition L2 - Road and Sidewalk Land Acquisition
RED
409 Renew Parking Equipment and Facilities 410 Renew Chapman Parkade - Infrastructure Renewal (HVAC) 410 Growth Electric Vehicle Charging Stations Parkades & Lots Library and Chapman Parkades 411 New Accessible Door Openers 411 Renew Library and Chapman Parkades - LED Lighting Retrofit
412 New
Building Capital - Priority 1 Mission Recreation Park, Capital News Centre - Expansion Rutland Rec Park, Central Okanagan 418 New Rugby Enthusiasts Fieldhouse 419 Renew H2O Centre - Pool Equipment Upgrades 418 New
B4 - Transportation and Public Works Buildings
Page 368
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Fed/Prov
Dev/Com
Utility
0
0
0
0
0
(500,000)
0
0
0
0
0
(600,000)
0
0
0
0
0
200,000
(200,000)
0
0
0
0
0
423 Renew Building Systems Automation & Performance Optimization 423 Renew City Hall Server Room Air Conditioning Replacement 424 Renew Rotary Centre for the Arts Boiler Replacement 424 Renew Water St. Boat Launch Ramp Renewal
200,000
(200,000)
0
0
0
0
0
105,000
(105,000)
0
0
0
0
0
50,000
(50,000)
0
0
0
0
0
55,000
0
0
0
0
0
(55,000)
B7 - Renewal, Rehabilitation & Infra.
2,060,000
(2,005,000)
0
0
0
0
(55,000)
Cost Center Totals
7,216,500
(2,400,000)
0
0 (3,106,500)
(75,000)
(1,635,000)
8,613,000
(8,048,100)
0
0
0
0
(564,900)
8,613,000
(8,048,100)
0
0
0
0
(564,900)
300,000
0
0
0
0
0
(300,000)
300,000
0
0
0
0
0
(300,000)
130,000
0
0
0
0
0
(130,000)
280,000
(232,300)
0
0
0
0
(47,700)
P3 - Neighbourhood Park Development
410,000
(232,300)
0
0
0
0
(177,700)
433 Growth Rowcliffe Park (Central Green) Development, Phase 3 OP 433 New Rutland Centennial Park - DCC Park Development OP 434 Growth Pandosy Waterfront Park, DCC Citywide Park Development Phase 1 OP 434 New Ponds Community Park, Sports Field Construction - DCC Park Development
460,000
(260,000)
0
0
0
0
(200,000)
2,696,300
(2,584,900)
0
0
0
0
(111,400)
4,500,000
(4,113,800)
0
0
0
0
(386,200)
998,000
(778,000)
0
0
0
0
(220,000)
8,654,300
(7,736,700)
0
0
0
0
(917,600)
190,000
(155,900)
0
0
0
0
(34,100)
100,000
0
0
0
0
0
(100,000)
290,000
(155,900)
0
0
0
0
(134,100)
2,110,000
(1,925,000)
0
0
0
0
(185,000)
230,000
0
0
0
0
0
(230,000)
2,340,000
(1,925,000)
0
0
0
0
(415,000)
421 Renew Memorial Arena Chiller and Dehumidifier Replacement 421 Renew Municipal Buildings Roofing Renewal 422 Renew H2O Centre Heating System & Building Efficiency Upgrades 422 Renew Kelowna Family Y Renewal
Asset Cost
Reserve
350,000
(350,000)
500,000 600,000
Borrow
Taxation
Parks Capital - Priority 1 431 Growth DCC Parkland Acquisition P1 - DCC Parkland Acquisition 431 New
Natural Park Acquisition
P2 - Linear/Natural Area Parkland Acquisition 432 New
Barlee Park Frontage Improvements
OP 432 Growth Rowcliffe Park - DCC Park Development
P4 - Community Park Development 435 Growth Glenmore Recreation Park, Phase 2 Off-Site Improvements Lombardy Park, Protective Netting 435 New Construction P5 - Recreation Park Development City Park Promenade Design and Construction - Phase 2 OP 436 Growth Sarson's Beach Park - Expansion 436 New
P6 - City-wide Park Development
Page 369
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
437 Renew Shoreline Restoration - Flood Damage 437 Growth Gopher Creek Linear Park - DCC Park Development
600,000
(600,000)
400,000
(352,000)
P7 - Linear/Natural Area Park Development
1,000,000
438 Renew Parkinson Recreation Park Hammer/Discus Cage Replacement 438 Renew Irrigation Renewal Kelowna Memorial Cemetery Improvements 439 Renew Boyce-Gyro Beach Park - Final Phase 439 New
P8 - Renewal, Rehabilitation & Infra Cost Center Totals
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
0
0
0
0
(48,000)
(952,000)
0
0
0
0
(48,000)
75,000
0
0
0
0
0
(75,000)
300,000
0
0
0
0
0
(300,000)
200,000
(200,000)
0
0
0
0
0
220,000
0
0
0
0
0
(220,000)
795,000
(200,000)
0
0
0
0
(595,000)
22,402,300 (19,250,000)
0
0
0
0
(3,152,300)
Transportation Capital - Priority 1 CCP 448 Growth Lakeshore 1 DCC (DeHart - Vintage Terrace), Road CCP 448 Growth Lakeshore 1 DCC Bridge at Bellevue Creek CCP 448 Growth McCulloch Area DCC (KLO/Hall/Spiers) T1 - DCC Roads CCP 448 Growth Lakeshore 1 DCC (DeHart - Vintage Terrace) , ATC OP 453 Growth Houghton 1 DCC (Nickel - OK Rail Trail), ATC OP 453 Growth Ethel 3C DCC (Rose - Raymer), ATC T2 - DCC Roads - Active Transportation
OP
454 Growth Burtch & Harvey Intersection Improvements 454 Growth Roadway Urbanization T3 - Non-DCC Roads
OP 455 Renew Sidewalk & Bikeway Renewal
311,700
(226,000)
0
0
0
0
(85,700)
780,000
(780,000)
0
0
0
0
0
1,790,600
(1,509,500)
0
0
0
0
(281,100)
2,882,300
(2,515,500)
0
0
0
0
(366,800)
188,300
(188,300)
0
0
0
0
0
2,500,000
(1,750,000)
0
0
0
0
(750,000)
2,700,000
(1,303,000)
0
0
0
0
(1,397,000)
5,388,300
(3,241,300)
0
0
0
0
(2,147,000)
100,000
0
0
0
(50,000)
0
(50,000)
350,000
0
0
0
(350,000)
0
0
450,000
0
0
0
(400,000)
0
(50,000)
155,000
(67,000)
0
0
0
0
(88,000)
455 Renew Street Light Pole and Wiring Renewal
270,000
(270,000)
0
0
0
0
0
456 Renew Traffic Signal and Communications Upgrades and Renewals 456 Renew Bridge Rehabilitation - Renewal
260,000
(35,000)
0
0
0
0
(225,000)
300,000
(100,000)
0
0
0
0
(200,000)
3,700,000
(2,893,200)
0
0
0
0
(806,800)
457 Renew Roads Resurfacing OP 457 Renew Transit - Bus Stop Renewal CCP 448 Growth KLO Rd Mission Creek Bridge Replacement Urban Centre Improvements 458 New T4 - Transportation System Renewal
110,000
(110,000)
0
0
0
0
0
5,000,000
(3,130,000)
0
0
0
0
(1,870,000)
200,000
0
0
0
0
0
(200,000)
9,995,000
(6,605,200)
0
0
0
0
(3,389,800)
Page 370
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
OP
458 New
Active Transportation Corridor
200,000
0
0
0
0
0
(200,000)
OP
459 New
Okanagan Rail Trail - Connection to Waterfront Park Pathway
325,000
(195,000)
0
0
0
0
(130,000)
525,000
(195,000)
0
0
0
0
(330,000)
300,000
0
0
0
0
0
(300,000)
500,000
(500,000)
0
0
0
0
0
800,000
(500,000)
0
0
0
0
(300,000)
325,000
0
0
0
0
0
(325,000)
325,000
0
0
0
0
0
(325,000)
135,000
(135,000)
0
0
0
0
0
135,000
(135,000)
0
0
0
0
0
20,500,600 (13,192,000)
0
0
(400,000)
0
(6,908,600)
T5 - Bicycle Network OP
459 New
Sidewalk Network Expansion
460 Growth Central Green Pedestrian / Cyclist Overpass Design T6 - Sidewalk Network OP 460 New
Pedestrian and Road Safety Projects
T7 - Safety and Operational Improvements OP 461 Growth Transit - New Bus Stops T9 - Transit Facilities Cost Center Totals
Solid Waste Capital - Priority 1 484 Growth Automated Collection Curbside Carts
300,000
(300,000)
0
0
0
0
0
SW1 - Equipment
300,000
(300,000)
0
0
0
0
0
Landfill Liner Design and Construction
2,300,000
(2,300,000)
0
0
0
0
0
Water System Installation 485 New 485 Growth General Site Works and Investigations
200,000
(200,000)
0
0
0
0
0
100,000
(100,000)
0
0
0
0
0
SW2 - Site Improvement
2,600,000
(2,600,000)
0
0
0
0
0
300,000
(300,000)
0
0
0
0
0
400,000
(400,000)
0
0
0
0
0
700,000
(700,000)
0
0
0
0
0
50,000
(50,000)
0
0
0
0
0
50,000
(50,000)
0
0
0
0
0
(25,000)
(50,000)
0
(166,700) (333,300)
0
484 New
486 New
Leachate and Landfill Gas Header
486 Growth Landfill Gas & Leachate Recirculation Laterals SW3 - Gas Management 487 New
Drainage & Groundwater Management
SW5 - Drainage & Groundwater Management Commonage - Exterior Biosolids Tipping Bay 488 Growth Commonage - Pavement Repairs
75,000
0
0
0
500,000
0
0
0
488 New
Commonage - Pond Pump Kiosk
100,000
0
0
0
(33,300)
(66,700)
0
489 New
Commonage - Secondary Odour Control Misting System
75,000
0
0
0
(25,000)
(50,000)
0
750,000
0
0
0
(250,000) (500,000)
0
250,000
(250,000)
0
0
0
0
0
SW7 - Landfill Area Development
250,000
(250,000)
0
0
0
0
0
Cost Center Totals
4,650,000
(3,900,000)
0
0
(250,000) (500,000)
0
487 New
OP
SW6 - Recycling & Waste Management 489 New
Road Construction
Page 371
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
1,670,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
(1,000,000)
0 (670,000)
0
0
0
908,200
(520,000)
0 (363,300)
0
0
(24,900)
50,000
0
0
0
0
0
(50,000)
2,628,200
(1,520,000)
0 (1,033,300)
0
0
(74,900)
200,000
0
0
0
0
0
(200,000)
D2 - Storm Drainage Quality Program
200,000
0
0
0
0
0
(200,000)
Cost Center Totals
2,828,200
(1,520,000)
0 (1,033,300)
0
0
(274,900)
423,500
0
0
0
0
0
(423,500)
423,500
0
0
0
0
0
(423,500)
290,000
0
0
0
0
0
(290,000)
290,000
0
0
0
0
0
(290,000)
1,174,900
(689,700)
0
0
0
0
(485,200)
1,174,900
(689,700)
0
0
0
0
(485,200)
130,000
0
0
0
0
0
(130,000)
50,000
0
0
0
(50,000)
0
0
I4 - Communications Systems
180,000
0
0
0
(50,000)
0
(130,000)
Cost Center Totals
2,068,400
(689,700)
0
0
(50,000)
0
(1,328,700)
767,000
0
0
0
(26,660) (243,340)
(497,000)
767,000
0
0
0
(26,660) (243,340)
(497,000)
4,175,700
(4,175,700)
0
0
0
0
0
V2 - Vehicle / Equipment Renewal
4,175,700
(4,175,700)
0
0
0
0
0
Cost Center Totals
4,942,700
(4,175,700)
0
0
(26,660) (243,340)
(497,000)
394 Renew Engine 3
867,000
(867,000)
0
0
0
0
0
394 Renew Fire Equipment
129,100
(129,100)
0
0
0
0
0
996,100
(996,100)
0
0
0
0
0
Storm Drainage Capital - Priority 1 494 Renew Mill Creek Flood Protection 494 New
Mill Creek Flood Storage
495 Renew Bertram Creek and Lakeshore Road Culvert Upgrades D1 - Hydraulic Upgrading Program 495 New
Containment Devices
Information Services Capital - Priority 1 400 Renew Front Office Equipment I1 - Front Office Equipment 400 Renew Server and Data Storage Equipment I2 - Server & Data Storage OP 401 Renew Major Systems Projects - Electronic Records Management I3 - Major System Projects 401 Renew Communications Networks Upgrades 401 New
Fibre Optic Service Line
Vehicle & Mobile Equipment - Priority 1 OP 444 Growth Fleet Growth V1 - Additional Vehicles / Equipment 444 Renew Vehicle/Equipment Renewal
Fire Capital - Priority 1
F1 - Vehicle / Equipment Renewal
Page 372
2020 FINANCIAL PLAN
Page Type 395 New
CITY OF KELOWNA
Description
Asset Cost
Self Rescue Devices
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
38,500
0
0
0
0
0
(38,500)
22,100
0
0
0
0
0
(22,100)
F2 - Additional Vehicles / Equipment
60,600
0
0
0
0
0
(60,600)
Cost Center Totals
1,056,700
(996,100)
0
0
0
0
(60,600)
0 (1,033,300) (3,833,160) (818,340)
(14,594,000)
395 Renew Fire Extinguisher Demonstration Unit
Grand Total
68,803,900 (48,525,100)
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 373
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget CAPITAL BUDGET Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
Real Estate and Parking Capital - Priority 2 New
General Land, Acquisition
66,000
0
0
0
0
0
(66,000)
New
Mission Creek Restoration
255,000
0
0
0
(255,000)
0
0
321,000
0
0
0
(255,000)
0
(66,000)
615,000
(615,000)
0
0
0
0
0
L3 - Parking Infrastructure
615,000
(615,000)
0
0
0
0
0
Cost Center Totals
936,000
(615,000)
0
0
(255,000)
0
(66,000)
450,000
0
0
0
0
0
(450,000)
580,000
0
0
0
0
0
(580,000)
B1 - Parks and Recreation Buildings
1,030,000
0
0
0
0
0
(1,030,000)
Cost Center Totals
1,030,000
0
0
0
0
0
(1,030,000)
195,000
0
0
0
0
0
(195,000)
195,000
0
0
0
0
0
(195,000)
100,000
0
0
0
0
0
(100,000)
100,000
0
0
0
0
0
(100,000)
30,000
0
0
0
0
0
(30,000)
30,000
0
0
0
0
0
(30,000)
200,000
0
0
0
0
0
(200,000)
200,000
0
0
0
0
0
(200,000)
200,000
0
0
0
0
0
(200,000)
440,000
0
0
0
0
0
(440,000)
640,000
0
0
0
0
0
(640,000)
L1 - General Land Growth Expansion of Parking Mgmt into New Areas
Building Capital - Priority 2 Growth Mission Recreation Field House Design Renew Apple Bowl - Renovations
Parks Capital - Priority 2 New
Art Walk - Extension Doyle to Queensway
P10 - Urban Streetscape, Centres Dev, Renewal New
Natural Park Acquisition
P2 - Linear/Natural Area Parkland Acquisition Renew Stuart Park Stage Enhancements P4 - Community Park Development Growth Recreation Park Development - New Baseball Diamond P5 - Recreation Park Development Growth City Park - Infrastructure Renewal, Power to Events Area Renew City Park - Spray, Skateboard and Playground, Picnic Area P6 - City-wide Park Development
Page 374
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
Renew Knox Mountain Park
215,000
0
New
Fed/Prov
Dev/Com
Utility
550,000
0
0
0
0
0
(215,000)
0
0
0
0
(550,000)
100,000
0
0
0
0
0
(100,000)
865,000
0
0
0
0
0
(865,000)
85,000
0
0
0
0
0
(85,000)
Renew Access For All Improvements
100,000
0
0
0
0
0
(100,000)
Renew Parking Renewal
380,000
0
0
0
0
0
(380,000)
Renew Sport Courts/Water Parks/Skate Parks Renewal & Replacements
425,000
0
0
0
0
0
(425,000)
P8 - Renewal, Rehabilitation & Infra
990,000
0
0
0
0
0
(990,000)
Capital Opportunities and Partnership Fund
150,000
0
0
0
0
0
(150,000)
P9 - Capital Opportunities Partnership
150,000
0
0
0
0
0
(150,000)
Cost Center Totals
3,170,000
0
0
0
0
0
(3,170,000)
Growth Clement 3 (COMC) Land only (Hwy 33 McCurdy)
55,000
(30,900)
0
0
0
0
(24,100)
T1 - DCC Roads
55,000
(30,900)
0
0
0
0
(24,100)
Renew Transit Renewal - Kelowna North Stop Upgrades
100,000
(100,000)
0
0
0
0
0
T4 - Transportation System Renewal
100,000
(100,000)
0
0
0
0
0
1,000,000
0
0
0
0
0
(1,000,000)
1,000,000
0
0
0
0
0
(1,000,000)
500,000
0
0
0
0
0
(500,000)
500,000
0
0
0
0
0
(500,000)
400,000
0
0
0
0
0
(400,000)
400,000
0
0
0
0
0
(400,000)
1,000,000
(300,000)
0
0
(700,000)
0
0
T8 - Traffic Control Infrastructure
1,000,000
(300,000)
0
0
(700,000)
0
0
Cost Center Totals
3,055,000
(430,900)
0
0
(700,000)
0
(1,924,100)
150,000
(150,000)
0
0
0
0
0
150,000
(150,000)
0
0
0
0
0
Bellevue Creek - Development Phase 2
Growth Poplar Point Drive Beach Access P7 - Linear/Natural Area Park Development Renew Dog Parks
New
Borrow
Taxation
Transportation Capital - Priority 2
Growth Master Planned Primary AT Routes T5 - Bicycle Network Growth Sidewalk Network Expansion T6 - Sidewalk Network New
Pedestrian and Road Safety Projects
T7 - Safety and Operational Improvements Growth Transit Priority Measures
Solid Waste Capital - Priority 2 Growth Equipment SW1 - Equipment
Page 375
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Page Type
CITY OF KELOWNA
Fed/Prov
Dev/Com
Utility
0
0
0
0
0
(400,000)
0
0
0
0
0
4,300,000
(4,300,000)
0
0
0
0
0
4,300,000
(4,300,000)
0
0
0
0
0
460,000
(460,000)
0
0
0
0
0
SW9 - Solid Waste Renewal
460,000
(460,000)
0
0
0
0
0
Cost Center Totals
5,310,000
(5,310,000)
0
0
0
0
0
Design Flood Protection Upgrades (Clement to Brandt's Creek) Renew Mill Creek Dredging
500,000
0
0 (200,000)
0
0
(300,000)
200,000
0
0
0
0
0
(200,000)
Renew Frost and Frazer Lake Stormwater Improvements New Springfield Rd - West of Belgo (Detention Pond) New Rembler Cr Channel (Chute Lake Lakeshore)
200,000
0
0
0
0
0
(200,000)
270,600
0
0
0
0
0
(270,600)
15,000
0
0
0
0
0
(15,000)
D1 - Hydraulic Upgrading Program
1,185,600
0
0 (200,000)
0
0
(985,600)
Cost Center Totals
1,185,600
0
0 (200,000)
0
0
(985,600)
71,300
0
0
0
0
0
(71,300)
I3 - Major System Projects
71,300
0
0
0
0
0
(71,300)
Cost Center Totals
71,300
0
0
0
0
0
(71,300)
Furniture
25,000
(25,000)
0
0
0
0
0
F2 - Additional Vehicles / Equipment
25,000
(25,000)
0
0
0
0
0
Cost Center Totals
25,000
(25,000)
0
0
0
0
0
Grand Total
14,782,900
(6,380,900)
0 (200,000)
(955,000)
0
(7,247,000)
New
Description Landscaping and Irrigation Installation Glenmore Road North Berm SW2 - Site Improvement
Growth Stockpiles and Reprocessing Areas Relocation SW7 - Landfill Area Development Renew Infrastructure Renewal
Asset Cost
Reserve
400,000
(400,000)
400,000
Borrow
Taxation
Storm Drainage Capital - Priority 2 New
Information Services Capital - Priority 2 Renew Major Systems Projects
Fire Capital - Priority 2 New
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 376
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CITY OF KELOWNA
2020 Capital Requests Provisional Budget CAPITAL BUDGET Summary - Utility Funds Page Type
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Airport Capital - Priority 1 383 Growth Operations Stand 5 Concrete Panels
320,000
(320,000)
0
0
0
0
383 Renew Airfield Cable Replacement
120,000
(120,000)
0
0
0
0
384 New
Inoperable Aircraft Mover
384 New
Small Capital
60,000
(60,000)
0
0
0
0
150,000
(150,000)
0
0
0
0
650,000
(650,000)
0
0
0
0
385 Renew Light Standard Replacements
100,000
(100,000)
0
0
0
0
385 Renew Airport Way Improvements
250,000
(250,000)
0
0
0
0
85,000
(85,000)
0
0
0
0
435,000
(435,000)
0
0
0
0
386 Renew Passenger Bridge Upgrades
640,000
(640,000)
0
0
0
0
387 Renew Air Terminal Building Capital Replacement & Improvement 387 Growth Air Terminal Building Renovations
745,000
(745,000)
0
0
0
0
250,000
(250,000)
0
0
0
0
388 Renew Integrated Security Network
250,000
(250,000)
0
0
0
0
388 Growth Air Terminal Building Advertising Nodes
200,000
(200,000)
0
0
0
0
2,085,000
(2,085,000)
0
0
0
0
389 Growth Soaring Beyond 2.5 Million Passengers AIF Program
69,910,000 (69,910,000)
0
0
0
0
A4 - AIF
69,910,000 (69,910,000)
0
0
0
0
Cost Center Totals
73,080,000 (73,080,000)
0
0
0
0
A1 - Airside
386 Growth Non-passenger Screening Vehicle Traffic Management System A2 - Groundside
A3 - Terminal
Water Capital - Priority 1 465
Growth Poplar Point to Dilworth Mountain Transmission Upgrade Design W1 - DCC Pipes (Mains)
465 New
Offsite & Oversize - Water W5 - DCC Offsite & Oversize
CCP
466 Renew Poplar Point UV System Assessment and Modifications 447 Renew Lakeshore Upgrade (Bellevue Creek Collett) 466 Renew Water Meter Replacement Program 467 Renew Watermain Renewals W6 - Network and Facility Renewal
300,000
(296,100)
0
0
0
(3,900)
300,000
(296,100)
0
0
0
(3,900)
117,200
(58,600)
0
0
0
(58,600)
117,200
(58,600)
0
0
0
(58,600)
150,000
0
0
0
0
(150,000)
350,000
0
0
0
0
(350,000)
1,450,000
0
0
0
0
(1,450,000)
900,000
0
0
0
0
(900,000)
2,850,000
0
0
0
0
(2,850,000)
Page 377
2020 FINANCIAL PLAN
Page Type 467 New
CITY OF KELOWNA
Description Water Meter New Installations
W7 - Network and Facility Improvements 468 Renew Dam Repairs - Irrigation Intake 468 Renew Hydrants
Asset Cost
Reserve
150,000
0
150,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
(150,000)
0
0
0
0
(150,000)
0
250,000
0
0
0
0
(250,000)
20,000
0
0
0
0
(20,000)
200,000
0
0
0
0
(200,000)
W8 - Irrigation Network Improvements
470,000
0
0
0
0
(470,000)
Cost Center Totals
3,887,200
(354,700)
0
0
(150,000)
(3,382,500)
312,300
(304,200)
0
0
0
(8,100)
312,300
(304,200)
0
0
0
(8,100)
110,000
(55,000)
0
0
0
(55,000)
110,000
(55,000)
0
0
0
(55,000)
469 Renew Irrigation System Upgrades
Wastewater Capital - Priority 1 475 Growth Water Street DCC Force Main WW1 - DCC Pipes (Mains) 475 New
Offsite & Oversize - Wastewater WW4 - DCC Oversize
476 Renew Sewer Lift Station SCADA Integration
200,000
0
0
0
0
(200,000)
2,090,000
0
0
0
0
(2,090,000)
350,000
0
0
0
0
(350,000)
WW5 - Network and Facility Renewal
2,640,000
0
0
0
0
(2,640,000)
KLO Rd Mission Creek Bridge Sanitary Main
1,000,000
0
0
0
0
(1,000,000)
WW6 - Network and Facility Improvements
1,000,000
0
0
0
0
(1,000,000)
Cost Center Totals
4,062,300
(359,200)
0
0
0
(3,703,100)
81,029,500 (73,793,900)
0
0
(150,000)
(7,085,600)
476 Renew Sanitary Sewer Replacement 477 Renew Pipe Replacement
CCP
447 New
Grand Total
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 378
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2020 Capital Requests Provisional Budget CAPITAL BUDGET Summary - Utility Funds Page Type
Description
Asset Cost
Reserve
315,000
0
315,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
(315,000)
0
0
0
0
(315,000)
500,000
0
0
0
0
(500,000)
W8 - Irrigation Network Improvements
500,000
0
0
0
0
(500,000)
Cost Center Totals
815,000
0
0
0
0
(815,000)
Glenmore Road Connection - Cross Rd to north of Scenic Rd
2,010,000
0
0
0 (1,785,700)
(224,300)
WW1 - DCC Pipes (Mains)
2,010,000
0
0
0 (1,785,700)
(224,300)
1,925,000
0
0
0 (1,925,000)
0
1,925,000
0
0
0 (1,925,000)
0
7,236,900
(3,292,793)
0
0
0
(3,944,107)
WW3 - DCC Wastewater Treatment Facilities
7,236,900
(3,292,793)
0
0
0
(3,944,107)
Cost Center Totals
11,171,900
(3,292,793)
0
0 (3,710,700)
(4,168,407)
Grand Total
11,986,900
(3,292,793)
0
0 (3,710,700)
(4,983,407)
Water Capital - Priority 2 New
Young and Hazel Rd Fire Flow
W7 - Network and Facility Improvements Renew Mainline Upgrades - Irrigation system
Wastewater Capital - Priority 2 New
Growth Rose Avenue Lift Station WW2 - DCC Lift Stations New
Existing Compost Plant Expansion (DCC)
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
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2020 Capital Requests Provisional Budget Airport Capital Summary - Airport Fund Page Type
Description
Asset Cost
Reserve
384 Growth Operations Stand 5 Concrete Panels
320,000
(320,000)
384 Renew Airfield Cable Replacement
120,000
(120,000)
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
0
0
0
0
0
Airport Capital - Priority 1
385 New
Inoperable Aircraft Mover
385 New
Small Capital
60,000
(60,000)
0
0
0
0
150,000
(150,000)
0
0
0
0
650,000
(650,000)
0
0
0
0
100,000
(100,000)
0
0
0
0
250,000
(250,000)
0
0
0
0
85,000
(85,000)
0
0
0
0
435,000
(435,000)
0
0
0
0
387 Renew Passenger Bridge Upgrades
640,000
(640,000)
0
0
0
0
388 Renew Air Terminal Building Capital Replacement & Improvement 388 Growth Air Terminal Building Renovations
745,000
(745,000)
0
0
0
0
250,000
(250,000)
0
0
0
0
389 Renew Integrated Security Network
250,000
(250,000)
0
0
0
0
389 Growth Air Terminal Building Advertising Nodes
200,000
(200,000)
0
0
0
0
2,085,000
(2,085,000)
0
0
0
0
390 Growth Soaring Beyond 2.5 Million Passengers AIF Program
69,910,000 (69,910,000)
0
0
0
0
A4 - AIF
69,910,000 (69,910,000)
0
0
0
0
Cost Center Totals
73,080,000 (73,080,000)
0
0
0
0
Grand Total
73,080,000 (73,080,000)
0
0
0
0
A1 - Airside 386 Renew Light Standard Replacements 386 Renew Airport Way Improvements 387 Growth Non-passenger Screening Vehicle Traffic Management System A2 - Groundside
A3 - Terminal
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 383
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Operations Stand 5 Concrete Panels
Growth Priority: 1 10 Yr Cap Plan Ref: Not included A1 PROVISIONAL
Justification: The Airport is requesting to replace asphalt with concrete slabs on Operations Stand 5. The existing asphalt on Operations Stand 5 is experiencing rutting due to the weight and high tire pressure of certain aircraft. The addition of concrete slabs on Operations Stand 5 would help improve the safety of Apron 1. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 320,000
Economic resiliency - Key economic sector impact is increasing Reserve (320,000)
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airfield Cable Replacement
Fed/Prov 0
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: Not included A1 PROVISIONAL
Justification: The Airfield Cable Replacement project would result in the renewal of degrading airfield cables that are the power source for airfield visual equipment. This project would help ensure the Airport continues to have a safe, reliable visual aid system in accordance with Transport Canada regulations. This project would be completed between 2020 and 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 120,000
Other - Supports Base Business Reserve (120,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
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2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Inoperable Aircraft Mover
Priority: 1 10 Yr Cap Plan Ref: Not included A1
New
PROVISIONAL
Justification: The purchase of an inoperable aircraft mover would provide the Airport with the ability to move certain aircraft that have broken down on the runway, taxiway or apron. This would help the Airport avoid delays and disruptions. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 60,000
Other - Supports Base Business Reserve (60,000)
Department: Cost Center:
Capital Projects Airport Capital
Title:
Small Capital
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0 Priority: 1 10 Yr Cap Plan Ref: 2020 A1 - $150K
New
PROVISIONAL
Justification: Budget is requested for smaller capital projects that need to be implemented expeditiously. The Airport Director will approve these projects and individual project spending will be under $30,000. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 150,000
Other - Supports Base Business Reserve (150,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 385
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Light Standard Replacements
Renew Priority: 1 10 Yr Cap Plan Ref: Not included A2 PROVISIONAL
Justification: The Airport is requesting to replace approximately 20 light standard poles in and around the Airport that have reached the end of their useful life. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 100,000
Other - Supports Base Business Reserve (100,000)
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Way Improvements
Fed/Prov 0
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: 2020 A2 - $2.85M PROVISIONAL
Justification: The Airport Way Improvements project would result in improvements to the intersection of Airport Way and Aerospace Drive to further improve the safety of pedestrians and cyclists. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 250,000
Transportation & mobility - People of all ages & abilities can easily get around Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
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2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Non-passenger Screening Vehicle Traffic Management System
Growth Priority: 1 10 Yr Cap Plan Ref: Not included A2 PROVISIONAL
Justification: When the Airport initially built the Non-Passenger Screening for Vehicles (NPSV) facility, the Airport was exempt from installing a traffic management system. This exemption no longer applies and the implementation of a NPSV Traffic Management System would ensure that the Airport is in accordance with Canadian Air Transport Security Authority's mandate. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 85,000
Other - Supports Base Business Reserve (85,000)
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Passenger Bridge Upgrades
Fed/Prov 0
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: Not included A3 PROVISIONAL
Justification: Certain components of the Airport's passenger bridges are reaching the end of their useful life. This project would replace these components and extend the useful lives of the bridges, allowing the Airport to meet its operational needs and continue to adhere to safety requirements. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 640,000
Other - Supports Base Business Reserve (640,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 387
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Air Terminal Building Capital Replacement & Improvement
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 A3 - $1.26M PROVISIONAL
Justification: The air terminal building (ATB) capital replacements and improvements project consists of modifications to the ATB and the equipment within it to improve the operations of the Airport. In 2020, the more significant projects would include the Arc Flash Implementation ($155k), replacement of Air Handling Units ($125k), replacement of exterior sliding doors ($75k), and fire stopping ($40k). There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 745,000
Other - Supports Base Business Reserve (745,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Air Terminal Building Renovations
Dev/Com 0
Utility 0 Growth Priority: 1 10 Yr Cap Plan Ref: 2020 A3 - $1.26M PROVISIONAL
Justification: The Airport would like to move forward with the expansion of Canada Border Services Agency's offices, renovation of the oversized inbound baggage area in arrivals and renovation of a portion of the Airport's check-in counters. These renovations would help mitigate operational constraints resulting from the Airport's recent passenger growth and allow the Airport to more efficiently use its existing infrastructure. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 250,000
Economic resiliency - Key economic sector impact is increasing Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 388
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Integrated Security Network
Renew Priority: 1 10 Yr Cap Plan Ref: Not included A3 PROVISIONAL
Justification: The Integrated Security Network Project would replace the Airport's existing security network with a modern digital system to enhance the network's capabilities, and allow the interface of new technology devices and inputs. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 250,000
Community Safety - Data and analysis is used to understand problems & target responses Reserve (250,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Air Terminal Building Advertising Nodes
Dev/Com 0
Utility 0 Growth Priority: 1 10 Yr Cap Plan Ref: 2020 A3 - $175k PROVISIONAL
Justification: Budget is requested to allow for the modernization and enhancement of the existing advertising signage, and identify new advertising nodes within the air terminal building. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 200,000
Financial management - Non-tax revenues are increasing Reserve (200,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 389
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Soaring Beyond 2.5 Million Passengers AIF Program
Growth Priority: 1 10 Yr Cap Plan Ref: 2020-2022 A4 - $54.5M PROVISIONAL
Justification: The Airport is requesting to continue the design and commence construction for certain aspects of the Soaring Beyond 2.5 Million Passengers AIF Program. $67.3M would be used to construct Phase 1 and Phase North of the Air Terminal Building Expansion between 2020 and 2023; $1.8M would be used to purchase Airside equipment including a loader, a sweeper, a heavy duty truck and attachments in 2020; $520k would be used to design the Apron 1 expansion to Gate 11 in 2020; $240k would be used to design Airside lighting and supporting infrastructure in 2020; and $50k would be used to commence consultation on Self-Serve Baggage Drop in 2020. The operation and maintenance budget for this request pertains to future years and will be accommodated within the operating budget when applicable.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction:
Economic resiliency - Key economic sector impact is increasing
Asset Cost Reserve 69,910,000 (69,910,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
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2020 Capital Requests Provisional Budget Fire Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
Fire Capital - Priority 1 394 Renew Engine 3
867,000
(867,000)
0
0
0
0
0
394 Renew Fire Equipment
129,100
(129,100)
0
0
0
0
0
996,100
(996,100)
0
0
0
0
0
38,500
0
0
0
0
0
(38,500)
22,100
0
0
0
0
0
(22,100)
F2 - Additional Vehicles / Equipment
60,600
0
0
0
0
0
(60,600)
Cost Center Totals
1,056,700
(996,100)
0
0
0
0
(60,600)
Grand Total
1,056,700
(996,100)
0
0
0
0
(60,600)
F1 - Vehicle / Equipment Renewal 395 New
Self Rescue Devices
395 Renew Fire Extinguisher Demonstration Unit
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 393
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Fire Capital
Title:
Engine 3
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 F1 - $862k PROVISIONAL
Justification: Budget is requested to replace a 2009 fire engine with a similar type apparatus as detailed in the 20-year apparatus replacement plan. The current engine will reach its 12-year frontline status in 2021 and will be moved to the reserve fleet which supports frontline apparatuses during repairs and servicing. The new engine is estimated to be completed July 2021. This purchase has the possibility of being in US Funds which has been built into the request. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 867,000
Other - Supports Base Business Reserve (867,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Department: Cost Center:
Capital Projects Fire Capital
Renew Priority: 1 10 Yr Cap Plan Ref: Not included F1
Title:
Fire Equipment
PROVISIONAL
Justification: This request is to fund upcoming equipment from the fire equipment reserve. Equipment includes base radio upgrades, GPS units, and a replacement paging system, replace six sets of Self Contained Breathing Apparatus (SCBA) and 15 Air Cylinders. The department has developed a long term replacement strategy to ensure SCBA units are replaced as they reach end of life.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 129,100
Other - Supports Base Business Reserve (129,100)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 394
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2020 Capital Request Details Department: Cost Center:
Capital Projects Fire Capital
Title:
Self Rescue Devices
New Priority: 1 10 Yr Cap Plan Ref: 2020 (P2) F2 - $35k PROVISIONAL
Justification: Budget is requested to purchase self-rescue devices that firefighters use to rescue themselves in case they become trapped in multi-level buildings during firefighting operations. This method of self-rescue is being implemented across North America as part of current fire ground survival training. This request will be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 38,500
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Fire Capital
Title:
Fire Extinguisher Demonstration Unit
Dev/Com 0
Utility 0
Taxation (38,500)
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 (P2) F2 - $16k PROVISIONAL
Justification: Budget is requested to replace a fire extinguisher training system. The system is used to train people in all areas of the community on how to properly and safely use a fire extinguisher, thus increasing life safety and the protection of City property. An average 683 adults and 399 youth have been trained at over 50 events annually. The current system is over 10 years old and has reached the end of its useful life. The project will be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 22,100
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (22,100)
Page 395
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CITY OF KELOWNA
2020 Capital Requests Provisional Budget Fire Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
Furniture
25,000
(25,000)
F2 - Additional Vehicles / Equipment
25,000
Cost Center Totals
Grand Total
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
(25,000)
0
0
0
0
0
25,000
(25,000)
0
0
0
0
0
25,000
(25,000)
0
0
0
0
0
Fire Capital - Priority 2 New
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
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Information Services Page 397
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Page 398
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2020 Capital Requests Provisional Budget Information Services Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
423,500
0
423,500
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(423,500)
0
0
0
0
0
(423,500)
290,000
0
0
0
0
0
(290,000)
290,000
0
0
0
0
0
(290,000)
1,174,900
(689,700)
0
0
0
0
(485,200)
1,174,900
(689,700)
0
0
0
0
(485,200)
130,000
0
0
0
0
0
(130,000)
50,000
0
0
0
(50,000)
0
0
I4 - Communications Systems
180,000
0
0
0
(50,000)
0
(130,000)
Cost Center Totals
2,068,400
(689,700)
0
0
(50,000)
0
(1,328,700)
Grand Total
2,068,400
(689,700)
0
0
(50,000)
0
(1,328,700)
Information Services Capital - Priority 1 400 Renew Front Office Equipment I1 - Front Office Equipment 400 Renew Server and Data Storage Equipment I2 - Server & Data Storage OP
401 Renew Major Systems Projects - Electronic Records Management I3 - Major System Projects 401 Renew Communications Networks Upgrades 402 New
Fibre Optic Service Line
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 399
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Front Office Equipment
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 I1 - $423k PROVISIONAL
Justification: Budget is requested for the renewal of the desktop computer needs for the City. The City has different replacement cycles for its approximate $2 million investment in current front office technology equipment. The replacement cycle for desktop computers and tablets is four years to take advantage of improvements in speed and memory. Monitors, printers and phones are on a longer cycle and are replaced when warranted. To be completed by end of 2020. The operation and maintenance budget will be minimal with this request and will be accommodated within the Information Services purchase services operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 423,500
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Server and Data Storage Equipment
Dev/Com 0
Utility 0
Taxation (423,500)
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 I2 - $290k PROVISIONAL
Justification: Budget is requested for the renewal of the application and database servers as well as corporate data storage needs for the City. Included are virtual and physical servers, disk storage, backup solutions and the related software. This budget allows Information Services to provide equipment and software in the corporate data centres to support a variety of systems for City staff. Information Services plans to upgrade end of life components of the corporate virtualization infrastructure and increase back end data storage capacity to keep up with increasing corporate data growth. These upgrades will position the City to implement enhanced security, business continuity and disaster recovery capability. To be completed by end of 2020. The operation and maintenance budget will be minimal with this request and will be accommodated within the Information Services operating budget. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 290,000
Clear direction - Services, processes & business activities are transformed Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (290,000)
Page 400
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Major Systems Projects - Electronic Records Management
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 I3 - $508k PROVISIONAL
Justification: To acquire and implement an electronic document and records management system to manage all outputs of records and information processes. Project outcomes include compliance with Community Charter and legislation regarding the access rights of citizens public records; ability to produce records as documentary evidence in a court of law; enable staff to find and share information across divisional boundaries, except for confidential information, and improve business processes using automated workflows. To be completed by end of 2022. Asset preservation (renewal and replacement to achieve anticipated service life).
Project Driver:
Clear direction - Services, processes & business activities are transformed
Strategic Direction: Asset Cost 1,174,900
Reserve (689,700)
ǣ 2020 2021 2022
Cost 50,000 100,000 100,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (485,200)
Major Systems Project - Electronic Records Management Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (50,000) (100,000) (100,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 I4 - $130k
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Communications Networks Upgrades
PROVISIONAL
Justification: Budget is requested for the renewal and expansion of the City's communication network environment. The communication network supports high speed data connections within and between City facilities, wireless access in City facilities as well as connections to the internet. New technologies will be deployed to improve security, service levels and replace components that have reached the end of their serviceable life. To be completed by end of 2020. The operation and maintenance budget will be minimal with this request and will be accommodated within the Information Services operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 130,000
Clear direction - Services, processes & business activities are transformed Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (130,000)
Page 401
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Fibre Optic Service Line
New
Priority: 1 10 Yr Cap Plan Ref: 2020 I4 - $50k
PROVISIONAL
Justification: Installation of fibre lines for new customers requires capital works from City infrastructure into the client's building. Information Services will at times contract the work and bill back the amount to the customer. Budget is requested to allow for the initial payment for the contracted work. To be completed by end of 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 50,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (50,000)
Utility 0
Taxation 0
Page 402
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Information Services Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
71,300
0
I3 - Major System Projects
71,300
Cost Center Totals
Grand Total
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(71,300)
0
0
0
0
0
(71,300)
71,300
0
0
0
0
0
(71,300)
71,300
0
0
0
0
0
(71,300)
Information Services Capital - Priority 2 Renew Major Systems Projects
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
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Real Estate & Parking Page 405
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Page 406
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Real Estate and Parking Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
1,633,500
(1,000,000)
1,633,500
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(633,500)
(1,000,000)
0
0
0
0
(633,500)
Real Estate and Parking Capital - Priority 1 408
New
General Land, Acquisition L1 - General Land
408
Growth DCC Road Widening, Land Acquisition
80,000
(67,600)
0
0
0
0
(12,400)
409
New
91,000
0
0
0
0
0
(91,000)
171,000
(67,600)
0
0
0
0
(103,400)
426,000
(426,000)
0
0
0
0
0
120,000
(120,000)
0
0
0
0
0
135,000
(135,000)
0
0
0
0
0
134,000
(134,000)
0
0
0
0
0
269,000
(269,000)
0
0
0
0
0
1,084,000
(1,084,000)
0
0
0
0
0
Strategic Land Servicing Requirements
250,000
(250,000)
0
0
0
0
0
L4 - Strategic Land Redevelopment
250,000
(250,000)
0
0
0
0
0
Cost Center Totals
3,138,500
(2,401,600)
0
0
0
0
(736,900)
Grand Total
3,138,500
(2,401,600)
0
0
0
0
(736,900)
Road & Sidewalk, Land Acquisition L2 - Road and Sidewalk Land Acquisition
409
Renew Parking Equipment and Facilities
Renew Chapman Parkade - Infrastructure Renewal (HVAC) 410 Growth Electric Vehicle Charging Stations Parkades & Lots 411 New Library and Chapman Parkades Accessible Door Openers 411 Renew Library and Chapman Parkades - LED Lighting Retrofit 410
RED
L3 - Parking Infrastructure 412 New
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 407
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
General Land, Acquisition
Priority: 1 10 Yr Cap Plan Ref: 2020 L1 - $1.7M
New
PROVISIONAL
Justification: Budget is requested to purchase land as unique and time-sensitive opportunities arise. This may allow for acquiring strategic properties to facilitate land assemblies, create a revenue generating land bank and provide trade potential. Strategically purchased land has been used for numerous unique initiatives in recent years (Innovation Centre, Interior Health Authority, Henderson's site, Central Green, Drysdale site, BC Housing affordable housing, etc.) and it is imperative that the City continue to find acquisitions of this nature in order to ensure future opportunities are maximized. To be completed by end of 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction:
Clear direction - Innovation is encouraged & supported
Asset Cost Reserve 1,633,500 (1,000,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
DCC Road Widening, Land Acquisition
Dev/Com 0
Utility 0
Taxation (633,500)
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 (P2) L2 - $80K PROVISIONAL
Justification: This request is to fund the purchase of land required for widening of roads identified in the Development Cost Charges (DCC) program by Infrastructure Planning. The land acquisitions will be made when required and are subject to Council approval. Available budget provides the opportunity to purchase land when land becomes availability, therefore capitalizing on opportunities as they arise. To be completed by end of 2020. There are no operating and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost 80,000
Other - Supports Base Business Reserve (67,600)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (12,400)
Page 408
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Road & Sidewalk, Land Acquisition
New Priority: 1 10 Yr Cap Plan Ref: 2020 (P2) L2 - $25K PROVISIONAL
Justification: As identified by Infrastructure Planning, budget is requested to fund the purchase of land required for widening of roads and the expansion of the City's sidewalk network. The funds will also be used to acquire road widenings in excess of the 20 metre width that is a requirement of the development approval process. Acquisitions are targeted towards key missing linkages in the City's existing road and sidewalk network. Identified target areas include the Rutland Town Centre, Clifton Road and Gordon Drive. To be completed by end of 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 91,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Parking Equipment and Facilities
Dev/Com 0
Utility 0
Taxation (91,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 L3 - $328K PROVISIONAL
Justification: Renew parking infrastructure and invest in efficient parking management by replacing parking meters with pay stations as part of a multi-year renewal program for equipment that has reached end of life. Ongoing renewal of enforcement equipment, servers and pavement in pay parking lots may also be included in this annual request. This 2020 request has been increased from the 10-year capital plan amount to allow for accelerated replacement of single space parking meters that have been the subject of regular break-ins. Expediting replacement of all remaining single space meters (approximately 300 units to be replaced) will minimize on-going repair costs and loss of revenue associated with vandalism to these units (total costs estimated at $60,000 as of July 2019). To be completed by end of 2020. The operating and maintenance budget will be minimal with this request and will be accommodated within the Parking Services operating budget.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost 426,000
Other - Supports Base Business Reserve (426,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 409
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Chapman Parkade - Infrastructure Renewal (HVAC)
Renew Priority: 1 10 Yr Cap Plan Ref: Not included L3 PROVISIONAL
Justification: Additional Budget is requested to replace the heating, ventilation, and air conditioning (HVAC) equipment serving two of the four commercial lease spaces within the Chapman Parkade. Recent failures revealed that this equipment has reached the end of its service life and the two remaining units will also require replacement over the next three years. All existing units have been evaluated and are obsolete and unserviceable as production has ended and parts are no longer available. To be completed by end of 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 120,000
Other - Supports Base Business Reserve (120,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Electric Vehicle Charging Stations - Parkades & Lots
Utility 0
Taxation 0
Growth Priority: 1 10 Yr Cap Plan Ref: Not included L3 PROVISIONAL
Justification: Budget is requested to continue supporting an expansion in Electric Vehicle usage by increasing the number of charging stations. This budget would allow for the installation of up to eight additional Level two charging stations in the downtown area. Staff will continue to pursue partnership and grant opportunities for additional stations. To be completed by end of 2020. The operation and maintenance budget will be minimal with this request and will be accommodated within the Parking Services operating budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 135,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (135,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 410
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Library and Chapman Parkades - Accessible Door Openers
New
Priority: 1 10 Yr Cap Plan Ref: Not included L3
PROVISIONAL
Justification: Due to their age, the Library and Chapman Parkades do not have accessible door openers installed to allow easy access to the elevator from the parking decks. Budget will allow for the installation of openers on all doors with access to elevators or directly to the exterior (15 doors). This request is in response to on-going service requests relating to access from parkade users, and aligns with Councils focus on inclusively and mobility. To be completed by end of 2020. The operation and maintenance budget will be minimal with this request and will be accommodated within the Parking Services Contract Services operating budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases). Other - Supports Base Business
Strategic Direction: Asset Cost 134,000
Reserve (134,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Library and Chapman Parkades - LED Lighting Retrofit
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: Not included L3 PROVISIONAL
Justification: Budget is requested to allow for the conversion of 180 light fixtures at the Chapman and 310 at the Library Parkade to Light Emitting Diode (LED) technology. New LED lights will improve security and reduce operational and replacement costs. This conversion will result in estimated annual savings of approx. $42k, reducing electrical costs by 25-50% at each facility. This achieves a pay back period of six years with a return on investment of approximately $480k over the 10-year life of the fixtures as the life span of LED lights are 3-4 times that of the existing fixtures. To be completed by the end of 2020. Project Driver:
Investments that attract a net positive return over a reasonable business term. Clear direction - Services, processes & business activities are transformed
Strategic Direction: Asset Cost 269,000
Reserve (269,000)
Operating Impacts: 2020 2021 2022
Cost (20,940) (35,596) (35,596)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Library and Chapman Parkades - LED Lighting Retrofit Reserve 20,940 35,596 35,596
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0
Page 411
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Strategic Land Servicing Requirements
Priority: 1 10 Yr Cap Plan Ref: 2020 L4 - $250k
New
PROVISIONAL
Justification: The mandate of the Strategic Land Development department is to identify future strategic land assemblies, add value to real property dispositions and realize corporate objectives and the Official Community Plan through creative real estate strategies. Several projects and properties have been identified that have the potential to return social, economic, environmental and cultural benefits to the City. The department's intent is to grow the funding available for development servicing requirements for major projects. To be completed by end of 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Additional funding required to honour contract obligations.
Strategic Direction: Asset Cost 250,000
Other - Supports Base Business Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 412
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Real Estate and Parking Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
Real Estate and Parking Capital - Priority 2 New
General Land, Acquisition
66,000
0
0
0
0
0
(66,000)
New
Mission Creek Restoration
255,000
0
0
0
(255,000)
0
0
321,000
0
0
0
(255,000)
0
(66,000)
615,000
(615,000)
0
0
0
0
0
L3 - Parking Infrastructure
615,000
(615,000)
0
0
0
0
0
Cost Center Totals
936,000
(615,000)
0
0
(255,000)
0
(66,000)
Grand Total
936,000
(615,000)
0
0
(255,000)
0
(66,000)
L1 - General Land Growth Expansion of Parking Mgmt into New Areas
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
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Building Page 415
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2020 FINANCIAL PLAN
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2020 Capital Requests Provisional Budget Building Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
230,000
0
4,006,500
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(230,000)
0
0
0 (3,106,500)
0
(900,000)
50,000
(50,000)
0
0
0
0
0
B1 - Parks and Recreation Buildings
4,286,500
(50,000)
0
0 (3,106,500)
0
(1,130,000)
419 Renew Theatre Sound System, Hearing Loop, Dance Floor, Stage Risers
345,000
(345,000)
0
0
0
0
0
B2 - Community and Cultural Buildings
345,000
(345,000)
0
0
0
0
0
420 Renew City Hall - Renovations, Phase V Design
375,000
0
0
0
0
0
(375,000)
B3 - Civic/Protective Service Buildings
375,000
0
0
0
0
0
(375,000)
150,000
0
0
0
0
(75,000)
(75,000)
150,000
0
0
0
0
(75,000)
(75,000)
350,000
(350,000)
0
0
0
0
0
500,000
(500,000)
0
0
0
0
0
600,000
(600,000)
0
0
0
0
0
200,000
(200,000)
0
0
0
0
0
423 Renew Building Systems Automation & Performance Optimization 423 Renew City Hall Server Room Air Conditioning Replacement 424 Renew Rotary Centre for the Arts Boiler Replacement 424 Renew Water St. Boat Launch Ramp Renewal
200,000
(200,000)
0
0
0
0
0
105,000
(105,000)
0
0
0
0
0
50,000
(50,000)
0
0
0
0
0
55,000
0
0
0
0
0
(55,000)
B7 - Renewal, Rehabilitation & Infra.
2,060,000
(2,005,000)
0
0
0
0
(55,000)
Cost Center Totals
7,216,500
(2,400,000)
0
0 (3,106,500)
(75,000)
(1,635,000)
Grand Total
7,216,500
(2,400,000)
0
0 (3,106,500)
(75,000)
(1,635,000)
Building Capital - Priority 1 Mission Recreation Park, Capital News Centre - Expansion Rutland Rec Park, Central Okanagan 418 New Rugby Enthusiasts Fieldhouse 419 Renew H2O Centre - Pool Equipment Upgrades 418 New
420 Renew City Yards - Office Renovations B4 - Transportation and Public Works Buildings 421 Renew Memorial Arena Chiller and Dehumidifier Replacement 421 Renew Municipal Buildings Roofing Renewal 422 Renew H2O Centre Heating System & Building Efficiency Upgrades 422 Renew Kelowna Family Y Renewal
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 417
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Mission Recreation Park, Capital News Centre - Expansion
New
Priority: 1 10 Yr Cap Plan Ref: 2020 B1 - $230K
PROVISIONAL
Justification: Budget is requested to consult and prepare a program and schematic design for the expansion of the Capital News Centre to provide two new ice sheets and additional sports facilities. A cost estimate for construction would be developed from the schematic design for a subsequent alternative approval process and budget requests for detailed design in 2021 and construction in 2022. The total cost is currently estimated at $25.5 million. The preliminary costing would be concluded by August 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost 230,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Rutland Rec Park, Central Okanagan Rugby Enthusiasts Fieldhouse
Taxation (230,000) New
Priority: 1 10 Yr Cap Plan Ref: 2020 B1 - $900k
PROVISIONAL
Justification: The existing change room building has reached its functional service life. Central Okanagan Rugby Enthusiasts (CORE) proposed a partnership with the City to construct and operate a multi-sport fieldhouse at Rutland Recreation Park (RRP). Budget is requested for the design and construction of this fieldhouse, of which approximately 75% will be provided by CORE through fundraising and grant applications. The City contribution commitment to the partnership is to fund the replacement parks maintenance area and public washrooms. If the grant and community contribution do not come through, the City's portion will be allocated to public washroom replacement. Construction completion is anticipated in 2021. The operation and maintenance budget will be minimal with this request and will be accommodated within the Parks operating budget.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost 4,006,500
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (3,106,500)
Utility 0
Taxation (900,000)
Page 418
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
H2O Centre - Pool Equipment Upgrades
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B1 PROVISIONAL
Justification: Budget is requested for eight additional starting blocks which are in need of replacement. Eight similar blocks were replaced in 2019. These are to be funded entirely from the H2O Centre Reserve, and the work will be completed by Q3 in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life). Other - Supports Base Business
Strategic Direction: Asset Cost 50,000
Reserve (50,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Theatre Sound System, Hearing Loop, Dance Floor, Stage Risers
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B2 PROVISIONAL
Justification: An assessment of the Theatre sound system revealed it is at the end of its expected useful life and needs to be replaced. Currently, there is a high risk of malfunction that could result in lost revenue from not being able to hold shows and considerable costs for a rental replacement until a new system could be installed. The replacement would also include the installation of an Auris Hearing Loop system that would benefit customers with hearing aids providing a significant improvement to their experience. A $300,000 budget is requested to replace the aging sound system and install the hearing loops. The Theatre dance floor and stage risers are both over twenty years old and have exceeded their expected life. The current condition is affecting functionality. To improve effectiveness and minimize the risk of failure, they need to be replaced (cost $45,000). The works will be completed in 2020. There are no operation and maintenance budget impacts associated with this request. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 345,000
Vibrant neighbourhoods – accessible and multi-purpose amenities Reserve (345,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 419
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
City Hall - Renovations, Phase V Design
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 B3 - $2M PROVISIONAL
Justification: Following the proposed renovations to the basement of City Hall, budget is requested for the design of Phase V: the partial renovation of Level 1. The renovations will create a suite of meeting rooms with improved accessibility for the public, as well as additional workstations and offices. The additional meeting rooms will create flexibility elsewhere in City Hall for training rooms, breakout spaces and temporary, dedicated project rooms. Construction is proposed to follow completion of Phase IV and the staff relocation. Completion of the design work is anticipated in 2020. There are no operation and maintenance impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 375,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Building Capital
Title:
City Yards Office - Renovation Planning
Dev/Com 0
Utility 0
Taxation (375,000)
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B4 PROVISIONAL
Justification: The City Yards office is operating at full capacity. A long-term accommodations study is currently assessing the optimum location and operating model for the City's Public Works Services and will conclude in Q3 of 2019. Budget is requested in 2020 for planning work to identify code compliance issues and determine the optimum use of the existing building to meet the increasing demands, as well as the design and cost estimates for future phases of work for inclusion in the 10-Year Capital Plan. The work is expected to be completed during 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset upgrades to accommodate changing needs
Strategic Direction: Asset Cost 150,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (75,000)
Taxation (75,000)
Page 420
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Memorial Arena Chiller and Dehumidifier Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 B7 - $200K PROVISIONAL
Justification: Budget is requested to replace the Memorial Arena chiller and dehumidifier. The existing equipment has surpassed the end of its service life. The existing chiller is a 20 plus year old shell & tube heat exchanger which should be replaced to remain compliant with Technical Safety BC's requirements. Currently identified at $200,000 as 'Memorial Arena - Chiller Replacement' in the 10-Year Capital Plan. Increased to include dehumidifier. To be completed by Q3 2020. There are no operation and maintenance impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 350,000
Other - Supports Base Business Reserve (350,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Municipal Buildings Roofing Renewal
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 B7 - $500k PROVISIONAL
Justification: Budget is requested to replace roofing systems and upgrade insulation to current standards on multiple civic facilities. This project is the result of ongoing evaluation of roof conditions on all City-owned facilities and the implementation of an ongoing capital renewal work program. The work is to include new roofing at the Art Gallery and Rutland Firehall. Also, upgrades including new valley gutters will be completed at the Public Works Yard to extend the life of the existing metal roof. Expected completion Q4, 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 500,000
Other - Supports Base Business Reserve (500,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 421
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
H2O Centre Heating System & Building Efficiency Upgrades
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 B7 - $930k PROVISIONAL
Justification: Budget is requested for the upgrade of the H2O Centre heating plant including the heat pump, boilers and hot water tanks. Request is concurrent with Clean BC grant application, and funding for this project (from H2O reserve) would be redirected to account for the City's 27 per cent stake in the CleanBC grant application. Multi-year project, expected completion Q3, 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation, emissions reduction and efficiency improvement.
Strategic Direction: Asset Cost 600,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (600,000)
Borrow 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Family Y Renewal
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B7 PROVISIONAL
Justification: A significant number of mechanical, envelope and equipment deficiencies have been identified at the Kelowna Family Y including: leisure pool river feature repairs, pool filtration equipment (including UltraViolet replacement), five rooftop mechanical unit replacement, and valley gutter and rainwater leader replacement. Equipment and envelope systems are at end of life and currently in failure mode. A detailed assessment of priority needs will be completed in Q2 2019, and used to pursue grant and partnership options. In parallel to this, budget is requested to address the most urgent items anticipated in the forthcoming report. Work would be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation, renewal and regulatory compliance.
Strategic Direction: Asset Cost 200,000
Other - Supports Base Business Reserve (200,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 422
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Building Systems Automation & Performance Optimization
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B7 PROVISIONAL
Justification: Budget is requested to replace obsolete building control systems at the Art Gallery, Library, Firehall 1, Parkinson Recreation Centre, Wastewater Treatment Facility and City Hall. Existing systems are obsolete and at end of life, and don't allow for performance monitoring and building system optimization. In addition to the controller upgrades, additional sensors and monitors will be added to allow for further analysis into building performance and energy monitoring. Industry estimates suggest this project could save three to five per cent of annual energy costs for each building. Expected completion Q4, 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset renewal and technical system optimization
Strategic Direction: Asset Cost 200,000
Environmental protection - Predictive modelling & forecasting Reserve (200,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Building Capital
Title:
City Hall Server Room Air Conditioning Replacement
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 B7 - $100k PROVISIONAL
Justification: Budget is requested to replace an existing air conditioning unit as it has reached the end of it's service life and has experienced significant breakdowns. This unit runs continuously and reliability is paramount. Expected completion is Q4, 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 105,000
Other - Supports Base Business Reserve (105,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 423
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Rotary Centre for the Arts Boiler Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 B7 - $64k PROVISIONAL
Justification: Budget is requested to replace one of the existing glycol boilers at the Rotary Centre for the Arts. The existing boiler has reached the end of its service life and has experienced significant downtime recently. Expected completion Q3, 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 50,000
Other - Supports Base Business Reserve (50,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Water St. Boat Launch Ramp Renewal
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B7 PROVISIONAL
Justification: Budget is requested for the engineering design and costing for the renewal of the Water St. boat launch ramp, as they have experienced erosion. Provincial permits will be required prior to any work being undertaken. A separate budget request will made in a future year once cost estimates are known. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 55,000
Other - Extraordinary or Unforeseen Obligation Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (55,000)
Page 424
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Building Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
450,000
0
580,000
B1 - Parks and Recreation Buildings
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(450,000)
0
0
0
0
0
(580,000)
1,030,000
0
0
0
0
0
(1,030,000)
Cost Center Totals
1,030,000
0
0
0
0
0
(1,030,000)
Grand Total
1,030,000
0
0
0
0
0
(1,030,000)
Building Capital - Priority 2 Growth Mission Recreation Field House Design Renew Apple Bowl - Renovations
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 425
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Page 426
2020 FINANCIAL PLAN
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Parks Page 427
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Page 428
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Parks Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
8,613,000
(8,048,100)
8,613,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(564,900)
(8,048,100)
0
0
0
0
(564,900)
300,000
0
0
0
0
0
(300,000)
300,000
0
0
0
0
0
(300,000)
130,000
0
0
0
0
0
(130,000)
280,000
(232,300)
0
0
0
0
(47,700)
P3 - Neighbourhood Park Development
410,000
(232,300)
0
0
0
0
(177,700)
433 Growth Rowcliffe Park (Central Green) Development, Phase 3 Rutland Centennial Park - DCC Park 433 New Development 434 Growth Pandosy Waterfront Park, DCC Citywide Park Development Phase 1 Ponds Community Park, Sports Field 434 New Construction - DCC Park Development P4 - Community Park Development
460,000
(260,000)
0
0
0
0
(200,000)
2,696,300
(2,584,900)
0
0
0
0
(111,400)
4,500,000
(4,113,800)
0
0
0
0
(386,200)
998,000
(778,000)
0
0
0
0
(220,000)
8,654,300
(7,736,700)
0
0
0
0
(917,600)
190,000
(155,900)
0
0
0
0
(34,100)
100,000
0
0
0
0
0
(100,000)
290,000
(155,900)
0
0
0
0
(134,100)
2,110,000
(1,925,000)
0
0
0
0
(185,000)
230,000
0
0
0
0
0
(230,000)
P6 - City-wide Park Development
2,340,000
(1,925,000)
0
0
0
0
(415,000)
437 Renew Shoreline Restoration - Flood Damage 437 Growth Gopher Creek Linear Park - DCC Park Development
600,000
(600,000)
0
0
0
0
0
400,000
(352,000)
0
0
0
0
(48,000)
P7 - Linear/Natural Area Park Development
1,000,000
(952,000)
0
0
0
0
(48,000)
75,000
0
0
0
0
0
(75,000)
300,000
0
0
0
0
0
(300,000)
200,000
(200,000)
0
0
0
0
0
220,000
0
0
0
0
0
(220,000)
795,000
(200,000)
0
0
0
0
(595,000)
Parks Capital - Priority 1 431 Growth DCC Parkland Acquisition P1 - DCC Parkland Acquisition 431 New
Natural Park Acquisition
P2 - Linear/Natural Area Parkland Acquisition Barlee Park Frontage Improvements 432 New OP 432 Growth Rowcliffe Park - DCC Park Development
OP OP OP
Glenmore Recreation Park, Phase 2 435 Growth Off-Site Improvements Lombardy Park, Protective Netting 435 New Construction P5 - Recreation Park Development 436 New OP
City Park Promenade Design and Construction - Phase 2
436 Growth Sarson's Beach Park - Expansion
438 Renew Parkinson Recreation Park Hammer/Discus Cage Replacement 438 Renew Irrigation Renewal Kelowna Memorial Cemetery Improvements 439 Renew Boyce-Gyro Beach Park - Final Phase 439 New
P8 - Renewal, Rehabilitation & Infra
Page 429
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
Cost Center Totals
22,402,300 (19,250,000)
0
0
0
0
(3,152,300)
Grand Total
22,402,300 (19,250,000)
0
0
0
0
(3,152,300)
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 430
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
DCC Parkland Acquisition
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 P1 - $2.7M PROVISIONAL
Justification: Budget is requested for the acquisition of land to be used for neighbourhood, community, city-wide, recreation and linear type parks in accordance with the 20-Year Servicing Plan and Development Cost Charges (DCC) reserve funding availability. There are no operation and maintenance budget impacts associated with this request. To be completed in 2020.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction:
Vibrant neighbourhoods - Key sites are proactively planned
Asset Cost Reserve 8,613,000 (8,048,100)
Borrow 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Natural Park Acquisition
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (564,900)
Priority: 1 10 Yr Cap Plan Ref: 2020 P2 - $650k
New
PROVISIONAL
Justification: Budget is requested to support the City's ongoing acquisition program for natural area parks. In 2020 budget is requested to repay the SEKID water integration project for the acquisition of part of 2130 KLO Road. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost 300,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (300,000)
Page 431
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Barlee Park Frontage Improvements
Priority: 1 10 Yr Cap Plan Ref: 2020 P3 - $200k
New
PROVISIONAL
Justification: Budget is requested for the construction of off-site improvements along the road frontages of Barlee Park, including curb and gutter, sidewalk and storm drainage, associated with the current works to the park being carried out during 2019. The construction work would be completed by Q2, 2021. There are no operation and maintenance budget impacts associated with this request.
Level of service enhancements (functional efficiency and levels of service increases).
Project Driver:
Vibrant neighbourhoods - Animated parks & public spaces
Strategic Direction: Asset Cost 130,000
Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Rowcliffe Park - DCC Park Development
Dev/Com 0
Utility 0
Taxation (130,000)
Growth Priority: 1 10 Yr Cap Plan Ref: Not Included P3 PROVISIONAL
Justification: Budget is requested for the design and construction of washrooms to conclude the works at Rowcliffe Park. The design would include a frost-free universally accessible washroom for year round use. Construction is anticipated to be completed in 2021. This project was identified in the original park masterplan, but is not identified in the current 10Year Capital Plan. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases). Vibrant neighbourhoods - Animated parks & public spaces
Strategic Direction: Asset Cost 280,000
Reserve (232,300)
Operating Impact: 2020 2021 2022
Cost 8,500 17,300 17,300
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (47,700)
Rowcliffe Park – DCC Park Development Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (8,500) (17,300) (17,300)
Page 432
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Rowcliffe Park (Central Green) - Development, Phase 3
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 P4 - $540k PROVISIONAL
Justification: Rowcliffe Park is being constructed in phases. The previous two phases saw development of the on-site improvements for this new park. Funding for this third and final phase of park development is requested to construct required off-site improvements including curbing, road drainage, road crossings, parallel parking, a landscaped boulevard and the heritage plaza in the southeast corner. The construction work is anticipated to be completed in 2021. There are no operation and maintenance budget impacts associated with this request.
Investments that attract a net positive return over a reasonable business term.
Project Driver:
Vibrant neighbourhoods - Accessible and multi-purpose amenities
Strategic Direction: Asset Cost 460,000
Reserve (260,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Rutland Centennial Park - DCC Park Development
Utility 0
Taxation (200,000)
Priority: 1 10 Yr Cap Plan Ref: 2022 P4 - $2.5M
New
PROVISIONAL
Justification: Rutland Centennial Park is being constructed in phases. The previous three phases saw development of a soccer pitch, playground, multi-cultural garden, walking paths and landscaping for this community park. Funding for this fourth and final phase of park development will be used to construct a park washroom building, an event stage, a basketball court, walking paths and landscaping of the remaining undeveloped areas of the park. To be completed in Q2, 2021. Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction:
Vibrant neighbourhoods - Animated parks & public spaces
Asset Cost Reserve 2,696,300 (2,584,900) Operating Impact: 2020 2021 2022
Cost 5,000 33,200 33,200
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (111,400)
Rutland Centennial Park - DCC Park Development Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (5,000) (33,200) (33,200)
Page 433
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Pandosy Waterfront Park, DCC City-wide Park Development Phase 1
Growth Priority: 1 10 Yr Cap Plan Ref: 2023 P4 - $4.5M PROVISIONAL
Justification: Budget is requested for the public consultation, design and first phase of construction for Pandosy Waterfront Park. The first phase of the masterplan includes demolition of the existing residential properties, a central plaza, activity lawn, beach front, restored shoreline, and outdoor classroom. Construction of the first phase is anticipated to be completed in 2021. Investments that attract a net positive return over a reasonable business term.
Project Driver:
Vibrant neighbourhoods - Animated parks & public spaces
Strategic Direction:
Asset Cost Reserve 4,500,000 (4,113,800)
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (386,200)
Pandosy Waterfront Park, Phase 1
Operating Impact: 2020 2021 2022
Borrow 0
Cost 0 58,000 58,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Ponds Community Park, Sports Field Construction - DCC Park Development
Taxation 0 (58,000) (58,000) New
Priority: 1 10 Yr Cap Plan Ref: 2020 P4 - $600k
PROVISIONAL
Justification: In 2010, the City signed a letter of understanding with the School District for a partnering agreement to share two sports fields, one at the Ponds Community Park, and the other at the adjacent Canyon Falls Middle School, which opened in September 2019. Budget is requested to construct this sports field with surrounding shade trees. Construction would be completed for use by Q3 of 2021. Council resolutions and strategic corporate priorities.
Project Driver:
Vibrant neighbourhoods - Animated parks & public spaces
Strategic Direction: Asset Cost 998,000 Operating Impact: 2020 2021 2022
Reserve (778,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (220,000)
Ponds Community Park - Sports Field Construction
Cost 0 45,000 45,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (45,000) (45,000)
Page 434
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Glenmore Recreation Park, Phase 2 Off-Site Improvements
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 P5 - $420k PROVISIONAL
Justification: Funding is requested to meet City requirements to provide off-site roadway improvements where the access road for Glenmore Recreation Park meets Valley Road. This is required to provide safe access to and egress from the park site. Work will include roadway widening, turn lane development and re-lining of Valley Road where it meets the park road. Construction works will be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 190,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (155,900)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Lombardy Park, Protective Netting - Construction
Utility 0
Taxation (34,100)
Priority: 1 10 Yr Cap Plan Ref: Not included P5
New
PROVISIONAL
Justification: Due to advances in sport technologies and athletic performance there has been an increased frequency of balls being hit outside of the park into the surrounding residential properties and school site. Budget is requested for a protective netting structures to prevent the number of balls leaving the softball diamond. To be completed in 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 100,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (100,000)
Page 435
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
City Park Promenade Design and Construction - Phase 2
New
Priority: 1 10 Yr Cap Plan Ref: 2020 P6 - $2.1M
PROVISIONAL
Justification: The primary walkway through City Park is in a poor state of repair due to settlement and tree roots, the lake wall along Cold Sands was badly undermined during the 2017 flooding, and the northern end of Hot Sands experiences ongoing erosion and beach loss. Budget is requested for replacement of the waterfront walkway in City Park from the Hot Sands Washroom past the Point, and shoreline restoration on either side of the Point. Where possible, this will include increased width to accommodate the high volumes of traffic. This project will include lights for night time use, park furniture and feature universal accessibility standards. The work will be completed by Q2 of 2021. The next phase of the walkway, from the Point to the Sails is identified for 2024 and will include restoration along the remaining Cold Sands Beach lakewall and a boardwalk that will potentially split pedestrians and cyclists. There are no operating and maintenance budget impacts associated with this request. Asset preservation (renewal and replacement to achieve anticipated service life).
Project Driver:
Strategic Direction:
Vibrant neighbourhoods - Animated parks & public spaces
Asset Cost Reserve 2,110,000 (1,925,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Sarson's Beach Park - Expansion
Dev/Com 0
Utility 0
Taxation (185,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 P6 - $230k PROVISIONAL
Justification: Sarson's Beach is a popular beach park with a strong family feel. Budget is requested to demolish the existing Cityowned and privately-rented, residence to the south, and remove existing fencing and a portion of hedge in order to open up the park and expand amenity area (+0.28 acres). The work does not include any changes to the Okanagan Mission Activity Centre building. The work will be completed in Q2 of 2021. Investments that attract a net positive return over a reasonable business term.
Project Driver:
Strategic Direction: Asset Cost 230,000 Operating Impact: 2020 2021 2022
Cost 10,000 18,200 18,200
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (230,000)
Sarson's Beach Park - Expansion Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (18,200) (18,200)
Page 436
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2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Shoreline Restoration - Flood Damage
Renew Priority: 1 10 Yr Cap Plan Ref: Not included P7 PROVISIONAL
Justification: There were several locations along the City shoreline that were damaged by the 2017 flooding. They were not eligible for Provincial emergency funding, and therefore not included in the restoration works completed to date. River cobble from the recent channel clearance in Bellevue Creek has been set aside for this restoration, which will adopt bioengineering techniques to proactively mitigate against future severe weather events. These works are time critical in order to avoid further erosion and permanent loss of land as a result. Budget is requested for restoration works at several locations including Kelowna Paddle Centre, south of Thompson Creek, in and adjacent to Maude Roxby, Manhattan Drive, and Kinsmen locations. To be completed Q2, 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 600,000
Environmental protection - Resiliency & adaptability to climate change Reserve (600,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Gopher Creek Linear Park - DCC Park Development
Utility 0
Taxation 0
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 P7 - $400k PROVISIONAL
Justification: Access across the Ki-Low-Na Friendship Society property has been secured, which completes the section of the trail between Lyrick Rd and Gallagher Rd. Budget is requested to design and construct this section of trail and boardwalk around a small wetland. This trail will extend the existing Gopher Creek trail for recreational use by all City residents, as well as provide a valuable pedestrian link to Black Mountain Elementary. Work will be completed in Q2 of 2021. The operation and maintenance budget will be minimal with this request and will be accommodated within the Parks Services operating budget.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost 400,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (352,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (48,000)
Page 437
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2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Parkinson Recreation Park - Hammer/Discus Cage Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 P8 - $425k PROVISIONAL
Justification: Existing cage for hammer/discus throw area has been designated as unfit for use by the BC Athletics, as it poses risk to public & athletes. Budget is requested to replace the existing cage. Work would be completed as a priority prior to the start of the 2020 season. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 75,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Irrigation Renewal
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (75,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 P8 - $298k PROVISIONAL
Justification: Irrigation Infrastructure Renewal is an annual program outlined in the City's 10-Year Capital Plan, that provides an allotment for the replacement and upgrading of aging irrigation systems in municipal parks, landscape areas, and civic properties. Priorities are established on a number of criteria including the age of the system, operating inefficiencies, risk and consequences. The intent of the upgrades is for the system to meet current Canadian Standards Association (CSA) standards, BC electrical standards and the City's irrigation standards. This is the sixth year of the program, and budget is requested to complete work at Mission Recreation Park and Kinsmen Softball Complex. Work will be phased to limit disruption to the softball season, and will be completed in 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost 300,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (300,000)
Page 438
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2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Kelowna Memorial Cemetery - Improvements
New
Priority: 1 10 Yr Cap Plan Ref: 2020 P8 - $200k
PROVISIONAL
Justification: Kelowna Memorial Park Cemetery (KMPC) is over 125 years old and much of the infrastructure is aging. In particular, the irrigation system is in need of renewal. The cemetery's irrigation system is 29 years old and at the end of its anticipated life expectancy. Full replacement of the irrigation system at this location will improve the watering efficiency from 57 per cent to 75 per cent, which would save enough water to supply 37 homes in Kelowna per year. Budget is requested for the following: design and construction of the third of four phases for replacing the entire irrigation system (total replacement estimated at $820,000), and general site infrastructure repairs and replacement of aging infrastructure as identified in the KMPC master plan. To be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 200,000
Other - Supports Base Business Reserve (200,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Boyce-Gyro Beach Park - Final Phase
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: Not included P8 PROVISIONAL
Justification: Popular with both tourists and residents, Boyce-Gyro Beach Park is one of the City's most heavily used beach parks. The park has undergone major improvements recently: new parking lot, improved cycle route, volleyball courts, table tennis, increased recreational area, playground maintenance, and a new washroom is under construction. Budget is requested for final improvements for the hard landscaping in the central plaza area of the park, to conclude these works. Work will be completed by Q2 of 2021.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 220,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (220,000)
Page 439
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2020 Capital Requests Provisional Budget Parks Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
195,000
0
195,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(195,000)
0
0
0
0
0
(195,000)
100,000
0
0
0
0
0
(100,000)
100,000
0
0
0
0
0
(100,000)
30,000
0
0
0
0
0
(30,000)
30,000
0
0
0
0
0
(30,000)
200,000
0
0
0
0
0
(200,000)
200,000
0
0
0
0
0
(200,000)
200,000
0
0
0
0
0
(200,000)
440,000
0
0
0
0
0
(440,000)
640,000
0
0
0
0
0
(640,000)
Renew Knox Mountain Park
215,000
0
0
0
0
0
(215,000)
New
550,000
0
0
0
0
0
(550,000)
100,000
0
0
0
0
0
(100,000)
865,000
0
0
0
0
0
(865,000)
85,000
0
0
0
0
0
(85,000)
Renew Access For All Improvements
100,000
0
0
0
0
0
(100,000)
Renew Parking Renewal
380,000
0
0
0
0
0
(380,000)
Renew Sport Courts/Water Parks/Skate Parks Renewal & Replacements
425,000
0
0
0
0
0
(425,000)
P8 - Renewal, Rehabilitation & Infra
990,000
0
0
0
0
0
(990,000)
Capital Opportunities and Partnership Fund
150,000
0
0
0
0
0
(150,000)
P9 - Capital Opportunities Partnership
150,000
0
0
0
0
0
(150,000)
Cost Center Totals
3,170,000
0
0
0
0
0
(3,170,000)
Grand Total
3,170,000
0
0
0
0
0
(3,170,000)
Parks Capital - Priority 2 New
Art Walk - Extension Doyle to Queensway
P10 - Urban Streetscape, Centres Dev, Renewal New
Natural Park Acquisition
P2 - Linear/Natural Area Parkland Acquisition Renew Stuart Park Stage Enhancements P4 - Community Park Development Growth Recreation Park Development - New Baseball Diamond P5 - Recreation Park Development Growth City Park - Infrastructure Renewal, Power to Events Area Renew City Park - Spray, Skateboard and Playground, Picnic Area P6 - City-wide Park Development
Bellevue Creek - Development Phase 2
Growth Poplar Point Drive Beach Access P7 - Linear/Natural Area Park Development Renew Dog Parks
New
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
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Vehicle & Mobile Equipment Page 441
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2020 Capital Requests Provisional Budget Vehicle & Mobile Equipment Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
767,000
0
0
0
(26,660) (243,340)
(497,000)
767,000
0
0
0
(26,660) (243,340)
(497,000)
4,175,700
(4,175,700)
0
0
0
0
0
V2 - Vehicle / Equipment Renewal
4,175,700
(4,175,700)
0
0
0
0
0
Cost Center Totals
4,942,700
(4,175,700)
0
0
(26,660) (243,340)
(497,000)
Grand Total
4,942,700
(4,175,700)
0
0
(26,660) (243,340)
(497,000)
Vehicle & Mobile Equipment - Priority OP
444 Growth Fleet Growth V1 - Additional Vehicles / Equipment 444 Renew Vehicle/Equipment Renewal
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 443
2020 FINANCIAL PLAN
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2020 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Fleet Growth
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 V1 - $1.61M PROVISIONAL
Justification: As a result of increased service and maintenance demands, and regulatory requirements, an additional 18 pieces of equipment are requested for various divisions within the City of Kelowna. These would include 15 light duty vehicles, one utility trailer, one forklift, and one thermo plastic application machine. Five of the light duty vehicles included in this budget request have potential of being electric powered. Acquisition of vehicles is expected to be complete by 2021.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 767,000
Other - Supports Base Business Reserve 0
Operating Impacts: 2020 2021 2022
Cost 100,600 100,600 100,600
Borrow 0
Fed/Prov 0
Dev/Com (26,660)
Utility (243,340)
Taxation (497,000)
Fleet Growth Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (4,300) (4,300) (4,300)
Utility (8,700) (8,700) (8,700)
Taxation (87,600) (87,600) (87,600)
Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 V2 - $4.1M
Title:
Vehicle/Equipment Renewal
PROVISIONAL
Justification: Vehicle rental rates contribute to the equipment replacement reserve throughout the course of vehicle/equipment service life. Factoring in equipment type, seasonal use and equipment condition 58 units were considered and it was determined that 26 of these units required replacement: 18 light duty vehicles, one roadway line painter, one tandem axle gravel truck, one tandem axle sewer rodder truck, two front end loaders, one hydro seeder, and two gravel screening plants. Four of the light duty vehicles will be replaced with electric vehicles. Acquisition of vehicles should be complete by 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction:
Other - Supports Base Business
Asset Cost Reserve 4,175,700 (4,175,700)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 444
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Combined Capital Projects Page 445
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2020 Capital Requests Provisional Budget Combined Capital Projects Summary - General, Wastewater, Water Funds Page Project
Description
Asset Cost
Reserves
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
Combined Capital Projects - Priority 1 CCP 448 Growth/ New
KLO Mission Creek Bridge, Road and Sanitary Main
7,790,600
(4,639,500)
0
0
0
(1,000,000)
(2,151,100)
CCP 448 Growth/ Renew
Lakeshore 1 Bridge, Road, ATC, and Watermain
1,630,000
(1,194,300)
0
0
0
(350,000)
(85,700)
9,420,600
(5,833,800)
0
0
0
(1,350,000)
(2,236,800)
Grand Total
CCP - Combined capital project amounts above are for presentation only as they are included in the appropriate Department summary.
Page 447
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2020 Combined Capital Projects Detail Priority: 1 Growth/New
Department:
Capital Projects
Cost Center:
Transportation and Wastewater Capital
10 Yr Cap Plan Ref: 2020 T4-$5M/2020 T1-$1.8M/WW6Not included
Title: KLO Mission Creek Bridge, Road and Sanitary Main
PROVISIONAL
Justification: The KLO bridge over Mission Creek is approaching the end of its service life. This request is for demolition and replacement of the bridge, improved road approaches east of the bridge including the intersection of KLO and Spiers with an extension of the sanitary sewer pipe beneath Mission Creek. Detailed design is underway for the new bridge. Construction completion is projected for 2021.
Maintenance of Council approved levels of service (usually to accommodate growth).
Project Driver:
Strategic Direction: Asset Cost 7,790,600
Other - Supports Base Business
Reserve (4,639,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (1,000,000)
Taxation (2,151,100)
Associated Operating Request: McCulloch Area DCC (KLO/Spiers) Cost 1,000 4,100 4,100
2020 2021 2022 Department: Cost Center:
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (1,000) (4,100) (4,100)
Priority: 1 Growth/Renew
Capital Projects Transportation and Water Capital
10 Yr Cap Plan Ref: 2023 T1-$1.3M/2029 T2-$421k/2029 T1-
Title: Lakeshore 1, Bridge, Road, ATC and Watermain
$697k/ 2020 W6-$350k
PROVISIONAL
Justification: Lakeshore Road Bridge at Bellevue Creek has reached the end of its service life. A review of options to replace/ rehabilitate the bridge has recommended retaining the existing bridge abutments, replacing/widening the superstructure/bridge deck and planning for a separate Active Transportation Corridor (ATC) crossing; detailed design is underway. This strategy will reduce life-cycle costs versus a full bridge replacement. This budget request is for the demolition and reconstruction of the bridge, urbanization of Lakeshore Road, completion of the ATC and watermain replacement. Construction completion projected for spring of 2021. Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost 1,630,000
Other - Supports Base Business
Reserve (1,194,300)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (350,000)
Taxation (85,700)
Associated Operating Request: Lakeshore 1 DCC (DeHart - Vintage Terrace), ATC 2020 2021 2022
Cost 1,300 5,300 5,300
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (1,300) (5,300) (5,300)
Page 448
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Transportation Page 449
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2020 Capital Requests Provisional Budget Transportation Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
311,700
(226,000)
780,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(85,700)
(780,000)
0
0
0
0
0
1,790,600
(1,509,500)
0
0
0
0
(281,100)
2,882,300
(2,515,500)
0
0
0
0
(366,800)
188,300
(188,300)
0
0
0
0
0
2,500,000
(1,750,000)
0
0
0
0
(750,000)
2,700,000
(1,303,000)
0
0
0
0
(1,397,000)
5,388,300
(3,241,300)
0
0
0
0
(2,147,000)
100,000
0
0
0
(50,000)
0
(50,000)
350,000
0
0
0
(350,000)
0
0
450,000
0
0
0
(400,000)
0
(50,000)
455 Renew Sidewalk & Bikeway Renewal
155,000
(67,000)
0
0
0
0
(88,000)
455 Renew Street Light Pole and Wiring Renewal
270,000
(270,000)
0
0
0
0
0
456 Renew Traffic Signal and Communications Upgrades and Renewals 456 Renew Bridge Rehabilitation - Renewal
260,000
(35,000)
0
0
0
0
(225,000)
300,000
(100,000)
0
0
0
0
(200,000)
3,700,000
(2,893,200)
0
0
0
0
(806,800)
110,000
(110,000)
0
0
0
0
0
5,000,000
(3,130,000)
0
0
0
0
(1,870,000)
200,000
0
0
0
0
0
(200,000)
9,995,000
(6,605,200)
0
0
0
0
(3,389,800)
Transportation Capital - Priority 1 CCP CCP CCP
448 Growth Lakeshore 1 DCC (DeHart - Vintage Terrace), Road 448 Growth Lakeshore 1 DCC Bridge at Bellevue Creek 448 Growth McCulloch Area DCC (KLO/Hall/Spiers) T1 - DCC Roads
CCP OP OP
448 Growth Lakeshore 1 DCC (DeHart - Vintage Terrace) , ATC 453 Growth Houghton 1 DCC (Nickel - OK Rail Trail), ATC 453 Growth Ethel 3C DCC (Rose - Raymer), ATC T2 - DCC Roads - Active Transportation
OP
454 Growth Burtch & Harvey Intersection Improvements 454 Growth Roadway Urbanization T3 - Non-DCC Roads
OP
457 Renew Roads Resurfacing OP CCP
457 Renew Transit - Bus Stop Renewal 448 Growth KLO Rd Mission Creek Bridge Replacement Urban Centre Improvements 458 New T4 - Transportation System Renewal
OP
458 New
Active Transportation Corridor
200,000
0
0
0
0
0
(200,000)
OP
459 New
Okanagan Rail Trail - Connection to Waterfront Park Pathway
325,000
(195,000)
0
0
0
0
(130,000)
525,000
(195,000)
0
0
0
0
(330,000)
300,000
0
0
0
0
0
(300,000)
500,000
(500,000)
0
0
0
0
0
800,000
(500,000)
0
0
0
0
(300,000)
T5 - Bicycle Network OP
459 New
Sidewalk Network Expansion
460 Growth Central Green Pedestrian / Cyclist Overpass Design T6 - Sidewalk Network
Page 451
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Page Type OP
OP
CITY OF KELOWNA
Asset Cost
Reserve
Pedestrian and Road Safety Projects
325,000
0
T7 - Safety and Operational Improvements
325,000
460 New
Description
Fed/Prov
Dev/Com
Utility
0
0
0
0
(325,000)
0
0
0
0
0
(325,000)
135,000
(135,000)
0
0
0
0
0
135,000
(135,000)
0
0
0
0
0
Cost Center Totals
20,500,600 (13,192,000)
0
0
(400,000)
0
(6,908,600)
Grand Total
20,500,600 (13,192,000)
0
0
(400,000)
0
(6,908,600)
461 Growth Transit - New Bus Stops T9 - Transit Facilities
Borrow
Taxation
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 452
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2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Houghton 1 DCC (Nickel - OK Rail Trail), ATC
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 T2 - $4M PROVISIONAL
Justification: Budget is requested for construction of the Houghton Road Active Transportation Corridor (ATC) between Nickel/Lester Rd and the Okanagan Rail Trail. The proposed separated bike lanes will travel north from Houghton Rd along Nickel/Lester Rd, west on Leathead Rd, crossing Hwy 97 and connect to the OK Rail Trail 200m west of Hwy 97. The completion of this segment will improve access between previously constructed portions of Houghton ATC / Rutland Urban Centre to the OK Rail Trail. Construction completion projected 2021. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction:
Transportation & mobility - More trips by transit, carpooling, cycling & walking
Asset Cost Reserve 2,500,000 (1,750,000) Operating Impacts: Cost 13,300 26,300 26,300
2020 2021 2022
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (750,000)
Houghton 1 DCC (Nickel - OK Rail Trail), ATC Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (13,300) (26,300) (26,300)
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 T2 - $1.8M
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Ethel 3C DCC (Rose - Raymer), ATC
PROVISIONAL
Justification: The Ethel Street Active Transportation Corridor (ATC) is a priority "all ages and abilities bicycling project" in the Pedestrian Bicycle Master Plan and is currently completed from Cawston to Sutherland Ave. 2019/20 construction is underway south to Rose/Guisachan with key connections at Cawston Ave /Sutherland ATCs, Bernard, Springfield and Guisachan bike lanes. Budget is requested to construct separated bike lanes south from Guisachan to Raymer. The extension will connect Raymer to KSS and support phases west of the Wastewater Treatment Plan, to Okanagan College, KLO and Casorso. Completion projected spring of 2021. Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction:
Transportation & mobility - More trips by transit, carpooling, cycling & walking
Asset Cost Reserve 2,700,000 (1,303,000) Operating Impacts: 2020 2021 2022
Cost 3,200 12,600 12,600
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (1,397,000)
Ethel 3C ATC (Rose - Raymer) Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (3,200) (12,600) (12,600)
Page 453
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2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Burtch & Harvey Intersection Improvements
Growth Priority: 1 10 Yr Cap Plan Ref: Not included T3 - $0 PROVISIONAL
Justification: Improvements to the intersection of Burtch/Harvey are included within the Capri-Landmark Urban Centre Plan. This project seeks to reduce afternoon congestion northbound on Burtch, departing Landmark, by adding a second northbound lane to increase vehicle capacity and improve cycling accommodation across Harvey Ave. As part of the servicing agreement for the recent Landmark 7 development, costs for this project will be shared 50/50 as a partnership with the developer. This budget request is for planning and design; approval from and coordination with the Ministry of Transportation and Infrastructure will be required. Design is anticipated to be completed in 2020.
Project Driver:
Additional funding required to honour contract obligations.
Strategic Direction: Asset Cost 100,000
Transportation & mobility - Investments are connecting high density areas Reserve 0
Department: Cost Center:
Borrow 0
Fed/Prov 0
Dev/Com (50,000)
Capital Projects Transportation Capital
Utility 0
Taxation (50,000)
Growth Priority: 1 10 Yr Cap Plan Ref: Not included T3
Title: Roadway Urbanization PROVISIONAL Justification: This request is to use deferred revenue in conjunction with Offsite and Oversize funds to expedite a series of roadway urbanization deferred revenue projects. The Offsite and Oversize program (included in separate requests in water and wastewater capital and general operating) allows Development Engineering to achieve efficiencies in infrastructure extensions as development coordinated works. Priority projects for the 2020 annual program include Begbie Road traffic signal cost share and utility pole relocation, Frost Road drainage and utility works, Chute Lake/ Upper Mission Drive intersection safety improvements, and Glenmore/ McKinley roads shoulder improvements. The budget request is for design and construction to be completed in 2020. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 350,000
Other - Supports Base Business Reserve 0
Operating Impacts: 2020 2021 2022
Cost 2,000 4,000 4,000
Borrow 0
Fed/Prov 0
Dev/Com (350,000)
Utility 0
Taxation 0
Roadway Urbanization Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (2,000) (4,000) (4,000)
Page 454
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk & Bikeway Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 T4 - $156k PROVISIONAL
Justification: Budget is requested to allow for completion of projects to address deteriorated conditions and functional deficiencies of existing transportation infrastructure. 2020 priority projects include resolving issues and upgrading existing bike lanes concurrent with pavement renewal, and replacement of existing sidewalk segments with degrading surfaces. Anticipate completion in 2020. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction:
Other - Supports Base Business
Asset Cost 155,000
Reserve (67,000)
Operating Impacts: 2020 2021 2022
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (88,000)
Sidewalk & Bikeway Renewal
Cost 1,000 2,000 2,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (1,000) (2,000) (2,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 T4 - $500k
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Street Light Pole and Wiring Renewal
PROVISIONAL
Justification: Budget is requested to replace street light poles and wiring that have reached the end of their service life. There are over 9,300 street light poles throughout the City. Currently the majority of these poles are painted, and have shorter service life spans, while new poles are galvanized/powder-coated, with significantly extended service life spans. To better assess the condition of street poles a study is currently underway to estimate poles' remaining service life and identify those poles requiring immediate replacement due to corrosion or other deficiencies. Works are anticipated to be completed in 2020. This budget request would fund replacement of poles identified for immediate replacement. There are no operation and maintenance budget impacts associated with this request. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 270,000
Other - Supports Base Business Reserve (270,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 455
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signal and Communications Upgrades and Renewals
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 T4 - $260k PROVISIONAL
Justification: This renewal program replaces aging traffic signals/system infrastructure and associated equipment based on inspection and maintenance reporting. Since 2007 the number of traffic signals (currently 124) has increased over 30 per cent. The number of pedestrian warning flashers has grown to 45 locations. 2020 priority projects includes replacing: LED displays (8yr life cycle), cabinets (25yr life cycle), uninterruptible power supply batteries (5yr life cycle), detection and communications equipment (20yr life cycle), transit/emergency signal priority (20yr life cycle) and traffic signal poles, bases and underground infrastructure. Works are anticipated to be completed in 2020. There are no operation and maintenance budget impacts associated with this request. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 260,000
Other - Supports Base Business Reserve (35,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Bridge Rehabilitation - Renewal
Dev/Com 0
Utility 0
Taxation (225,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 T4 - $300k PROVISIONAL
Justification: Budget is requested for this annual program which undertakes rehabilitation of the City's bridges based on inspections. Each year 50 per cent of the City's bridges are inspected, 20 per cent in detail. Issues identified through inspections are prioritized for rehabilitation in the current or following years. Regular inspection and maintenance of bridges supports efficient asset management and reduces long term costs. Works are anticipated to be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 300,000
Other - Supports Base Business Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (200,000)
Page 456
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Roads Resurfacing
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 T4 - $4.2M PROVISIONAL
Justification: Budget is requested for the annual roads resurfacing program. Locations will be coordinated with other capital and development projects. 2020 priority projects anticipated to include: Glenmore Rd (Dallas to Scenic), Enterprise Way (Spall to Banks), Adams Rd (Sexsmith to Carney), Hardy St (Enterprise to Yards) and Toovey Rd (Hwy 33 to Ray Drive). Construction completion anticipated in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction:
Other - Supports Base Business
Asset Cost Reserve 3,700,000 (2,893,200)
Borrow 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - Bus Stop Renewal
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (806,800)
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 T4 - $110k PROVISIONAL
Justification: This annual program implements improvements to existing transit facilities from public requests and coordination with developers. Budget is requested for KLO Rd. at St. Amand Rd. boarding platform, bench seating including design and construction, Rutland Rd (Shepherd Rd to Hardie Rd -multi-year) including land acquisition and design and bus stop signage and amenities - transit signage replacements in support of seasonal/annual service changes, new and replacement benches or shelters. Construction completion projected for 2021. Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost 110,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (110,000)
Operating Impacts: 2020 2021 2022
Cost 200 600 600
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Transit - Bus Stop Renewal Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (200) (600) (600)
Page 457
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Urban Centre Improvements
New Priority: 1 10 Yr Cap Plan Ref: 2020 (P2) T4 - $500k PROVISIONAL
Justification: The City of Kelowna is expecting to accommodate approximately 40% of its future growth within Urban Centres with vibrant, pedestrian friendly areas with access to amenities. However, many streets in the Urban Centers have gravel soak away. These frontages do not support all the elements of an urban pedestrian environment. Improvements include urbanization by installing parking lane, curb, gutter, drainage, crosswalk letdowns, treed boulevard and street furniture as required to support the successful Urban Centre Growth.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 200,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Active Transportation Corridor
Dev/Com 0
Utility 0
Taxation (200,000)
Priority: 1 10 Yr Cap Plan Ref: 2020 T5 - $350k
New
PROVISIONAL
Justification: This annual program improves the cycling network to help make cycling an easier and safer option for more residents. Priority 2020 projects include: new bike lanes on Gerstmar (Springfield -Mission Creek) $20k, Kneller (Houghton - Hwy 33) $50k and Cook (Gordon - Lakeshore) $28k; design and construction of buffered bike lanes on Richter (KLO Lakeshore) $37k; bike lane separation pilot project with delineator posts -Glenmore or Cook $20k; bike racks and lockers various locations $25k; and cycling data collection equipment $20k. Project completion for the spring of 2021. Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 200,000 Operating Impacts: 2020 2021 2022
Cost 0 10,000 10,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (200,000)
Active Transportation Corridor Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (10,000) (10,000)
Page 458
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Okanagan Rail Trail - Connection to Waterfront Park Pathway
New
Priority: 1 10 Yr Cap Plan Ref: Not included T5
PROVISIONAL
Justification: The Okanagan Rail Trail forms an important all ages and abilities walking and bicycling connection between Downtown, UBCO and points in-between. As of 2018, the trail has been a paved surface from the Airport to west of Ellis St. Budget is requested for detailed design and construction of the Okanagan Rail Trail from its current endpoint, west of Ellis, to Sunset Dr, and then connecting to the Waterfront Park pathway with anticipated completion in 2020.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 325,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (195,000)
Operating Impacts: 2020 2021 2022
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (130,000)
Okanagan Rail Trail - Connection to Waterfront Park Pathway
Cost 2,100 8,200 8,200
Reserve 0 0 0
Borrow 0 0 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk Network Expansion
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (2,100) (8,200) (8,200) New
Priority: 1 10 Yr Cap Plan Ref: 2020 T6 - $300k
PROVISIONAL
Justification: This annual program implements sidewalks identified in the Pedestrian and Bicycle Master Plan. Priority 2020 sidewalk projects include: sidewalk, design and construction on Richter St (Wardlaw Ave to Rose Ave, east side) $241k, Dilworth Dr (south of Leckie Rd, east side) $30k, Badke Rd (Franklyn Rd to cul-de-sac, north side) $15k and Glenview Ave (west of Glenview Ct, north side) $4k and design only at Richter St (Vaughan Ave to Recreation Ave, west and east side) $10k to address issues associated with new development. Construction completion projected for spring of 2021. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 300,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve 0
Operating Impacts: 2020 2021 2022
Cost 700 2,600 2,600
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (300,000)
Sidewalk Network Expansion Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (700) (2,600) (2,600)
Page 459
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Central Green Pedestrian / Cyclist Overpass Design
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 T6 - $500k PROVISIONAL
Justification: Budget is requested for the design of the Central Green Pedestrian / Cyclist Overpass which will create a gradeseparated pedestrian and cycling connection over Hwy 97 between Rowcliffe Park and Downtown via the Central Green site. The overpass was a requirement of the site's 2012 rezoning and became the responsibility of the City through the conditions of the 2014 land sales agreement. This 2020 funding request is for detailed design and costing, with construction, under a future funding request, anticipated in 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Additional funding required to honour contract obligations.
Strategic Direction: Asset Cost 500,000 Department: Cost Center: Title:
Transportation & mobility - Investments are connecting high density areas Reserve (500,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Capital Projects Transportation Capital
Utility 0
Taxation 0
Priority: 1 New 10 Yr Cap Plan Ref: 2020 T7 - $100k
Pedestrian and Road Safety Projects
PROVISIONAL
Justification: Budget is requested to fund a number of annual programs that deliver projects to improve road safety, focusing on vehicle safety, pedestrian safety, access to schools and managing speeding and traffic on neighbourhood streets. Anticipated Construction of Crosswalk Safety, Road Safety, Safe Routes to School and Neighbourhood Traffic Calming is thoughtout 2020. Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 325,000 Operating Impacts: 2020 2021 2022
Cost 500 2,000 2,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (325,000)
Crosswalk Safety Signals and Flashers Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (500) (2,000) (2,000)
Page 460
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - New Bus Stops
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 T9 - $120k PROVISIONAL
Justification: This annual program implements new or enhanced transit facilities and supports planning and design of future facilities in support of new, or restructured transit routes and in coordination with developments and internal capital projects. 2020 priority projects include; Bus stop capacity/accessibility at Richter St. and Saucier including land acquisition, design and construction. Transit network restructuring including planning and pre-design to support transit service and network improvements within Rutland and the Mission, guided by the Transit Future Action Plan out to 2022, and bus stop and boarding platform improvements at Clement Ave and Richter St. Construction completion is projected for the spring of 2021. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 135,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (135,000)
Operating Impacts: 2020 2021 2022
Cost 400 1,900 1,900
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Transit - New Bus Stops Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (400) (1,900) (1,900)
Page 461
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Transportation Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
Growth Clement 3 (COMC) Land only (Hwy 33 McCurdy)
55,000
(30,900)
T1 - DCC Roads
55,000
Renew Transit Renewal - Kelowna North Stop Upgrades T4 - Transportation System Renewal
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(24,100)
(30,900)
0
0
0
0
(24,100)
100,000
(100,000)
0
0
0
0
0
100,000
(100,000)
0
0
0
0
0
1,000,000
0
0
0
0
0
(1,000,000)
1,000,000
0
0
0
0
0
(1,000,000)
500,000
0
0
0
0
0
(500,000)
500,000
0
0
0
0
0
(500,000)
400,000
0
0
0
0
0
(400,000)
400,000
0
0
0
0
0
(400,000)
1,000,000
(300,000)
0
0
(700,000)
0
0
T8 - Traffic Control Infrastructure
1,000,000
(300,000)
0
0
(700,000)
0
0
Cost Center Totals
3,055,000
(430,900)
0
0
(700,000)
0
(1,924,100)
Grand Total
3,055,000
(430,900)
0
0
(700,000)
0
(1,924,100)
Transportation Capital - Priority 2
Growth Master Planned Primary AT Routes T5 - Bicycle Network Growth Sidewalk Network Expansion T6 - Sidewalk Network New
Pedestrian and Road Safety Projects
T7 - Safety and Operational Improvements Growth Transit Priority Measures
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 462
2020 FINANCIAL PLAN
CITY OF KELOWNA
Water Page 463
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CITY OF KELOWNA
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Page 464
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Water Capital Summary - Utility Funds Page Type
Description
Asset Cost
Reserve
300,000
(296,100)
300,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
(3,900)
(296,100)
0
0
0
(3,900)
117,200
(58,600)
0
0
0
(58,600)
117,200
(58,600)
0
0
0
(58,600)
150,000
0
0
0
0
(150,000)
350,000
0
0
0
0
(350,000)
1,450,000
0
0
0
0
(1,450,000)
900,000
0
0
0
0
(900,000)
2,850,000
0
0
0
0
(2,850,000)
150,000
0
0
0
(150,000)
0
150,000
0
0
0
(150,000)
0
250,000
0
0
0
0
(250,000)
20,000
0
0
0
0
(20,000)
200,000
0
0
0
0
(200,000)
W8 - Irrigation Network Improvements
470,000
0
0
0
0
(470,000)
Cost Center Totals
3,887,200
(354,700)
0
0
(150,000)
(3,382,500)
Grand Total
3,887,200
(354,700)
0
0
(150,000)
(3,382,500)
Water Capital - Priority 1 466 Growth Poplar Point to Dilworth Mountain Transmission Upgrade Design W1 - DCC Pipes (Mains) 466 New
Offsite & Oversize - Water W5 - DCC Offsite & Oversize
467 Renew Poplar Point UV System Assessment and Modifications CCP 448 Renew Lakeshore Upgrade (Bellevue Creek Collett) 467 Renew Water Meter Replacement Program 468 Renew Watermain Renewals W6 - Network and Facility Renewal 468 New
Water Meter New Installations
W7 - Network and Facility Improvements 469 Renew Dam Repairs - Irrigation Intake 469 Renew Hydrants 470 Renew Irrigation System Upgrades
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 465
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Poplar Point to Dilworth Mountain Transmission Upgrade Design
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 W1 - $300K PROVISIONAL
Justification: Budget is requested to complete design of the water supply from Poplar Point to Dilworth Reservoir, through Knox Mountain reservoir and downtown. This will be a key requirement of the 2040 Official Community Plan to supply water to the core area of the city. This request combines the Royal View and Ellis/Poplar design budgets. This design aligns with the 10 year capital plan and will see completion by 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 300,000
Other - Supports Base Business Reserve (296,100)
Borrow 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Offsite & Oversize - Water
Fed/Prov 0
Dev/Com 0
Utility (3,900) New Priority: 1 10 Yr Cap Plan Ref: 2020 W5 - $117K PROVISIONAL
Justification: Every year the City partners with the development community to oversize/extend water infrastructure to accommodate future projected development. The current 10-year capital plan amount will accommodate several downtown replacement projects with RU7 zoning changes impacting future fire flow needs. This saves construction costs and disruption by not having to upsize/extend infrastructure in the future when development occurs. Budget is requested for the City's annual share of costs to oversize/extend water infrastructure in excess of the developer's own needs as a result of City requirements. This work will be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council-approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost 117,200
Other - Supports Base Business Reserve (58,600)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (58,600)
Page 466
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Poplar Point UV System Assessment and Modifications
Renew Priority: 1 10 Yr Cap Plan Ref: Not included W6 PROVISIONAL
Justification: Budget is requested to assess, design, and begin priority modifications to the Ultraviolet light (UV) water treatment systems at the Poplar Point pump station. This work comes from the lessons learned with the Eldorado UV system failure that resulted in an extended station shutdown. As the primary water supply a similar incident at Poplar point could result in a complete loss of water supply downtown. The work will assess the risks, design modifications to ensure effective UV system operational redundancy and implement priority modifications within budget. It is anticipated that up to an additional $350,000 could be requested in 2021 subject to the assessment.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 150,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter Replacement Program
Dev/Com 0
Utility (150,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2020 W6 - $1.4M PROVISIONAL
Justification: Budget is requested to replace water meters in the City. The 10-Year Capital Plan includes budget to replace all water meters in the City over a 5 year period. Due to budget reallocations from projects in the Phase 1 Water Integration Project, this project has been extended by 2 years to accommodate the annual budget needs. This is a multi-year project with work expected to be completed by the end of 2026. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 1,450,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (1,450,000)
Page 467
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Watermain Renewals
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 W6 - $2M PROVISIONAL
Justification: Budget is requested to replace two sections of old cast iron watermains. The first 100m section on Glenwood Ave will increase fireflow to the area. The second section on Cadder Ave between Ethel and Richter will be coordinated in conjunction with Ethel 5 construction. The two watermain replacements are anticipated to be complete in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 900,000
Other - Supports Base Business Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter New Installations
Fed/Prov 0
Dev/Com 0
Utility (900,000) New Priority: 1 10 Yr Cap Plan Ref: 2020 W7 - $150K PROVISIONAL
Justification: Budget is requested for this annual requirement for the installation of new water meters for new development within the City of Kelowna's water utility. The City is responsible to supply and install all water meters purchased by developers as part of their site requirements. The work will be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 150,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (150,000)
Utility 0
Page 468
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Dam Repairs - Irrigation Intake
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 W8 - $500K PROVISIONAL
Justification: A dam safety review conducted in 2018 concluded that capital works are required on McCulloch Dam, including upgrades to control works and diversion structure. This work is anticipated to be completed in 2020, following design, environmental approvals and off-season construction. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 250,000
Other - Supports Base Business Reserve 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Hydrants
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (250,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2020 W8 - $20K PROVISIONAL
Justification: Budget is requested for infill hydrant installation throughout the City. This typically represents 2 hydrant installations per year. The locations of the hydrant replacement will be determined once staff complete prioritization. The work will be complete in 2020. The operation and maintenance budget will be minimal with this request and will be accommodated within the Utility Water cost centre operating budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 20,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (20,000)
Page 469
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Irrigation System Upgrades
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 W8 - $300K PROVISIONAL
Justification: Budget is requested to improve the safety access of the irrigation system pressure reducing valve (PRV) stations which currently do not meet the safety standards regulated by WorkSafeBC. Thirteen sites need immediate modifications to address safety concerns at the entrance hatches. Where funds remain, staff will look to replace one valve as part of a long term capital renewal program to be developed. These works will be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 200,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (200,000)
Page 470
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Water Capital Summary - Utility Funds Page Type
Description
Asset Cost
Reserve
315,000
0
W7 - Network and Facility Improvements
315,000
Renew Mainline Upgrades - Irrigation system
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
(315,000)
0
0
0
0
(315,000)
500,000
0
0
0
0
(500,000)
W8 - Irrigation Network Improvements
500,000
0
0
0
0
(500,000)
Cost Center Totals
815,000
0
0
0
0
(815,000)
Grand Total
815,000
0
0
0
0
(815,000)
Water Capital - Priority 2 New
Young and Hazel Rd Fire Flow
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
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Wastewater Page 473
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2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Wastewater Capital Summary - Utility Funds Page Type
Description
Asset Cost
Reserve
312,300
(304,200)
312,300
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
(8,100)
(304,200)
0
0
0
(8,100)
110,000
(55,000)
0
0
0
(55,000)
110,000
(55,000)
0
0
0
(55,000)
Wastewater Capital - Priority 1 476 Growth Water Street DCC Force Main WW1 - DCC Pipes (Mains) 476 New
Offsite & Oversize - Wastewater WW4 - DCC Oversize
477 Renew Sewer Lift Station SCADA Integration
200,000
0
0
0
0
(200,000)
2,090,000
0
0
0
0
(2,090,000)
350,000
0
0
0
0
(350,000)
WW5 - Network and Facility Renewal
2,640,000
0
0
0
0
(2,640,000)
KLO Rd Mission Creek Bridge Sanitary Main
1,000,000
0
0
0
0
(1,000,000)
WW6 - Network and Facility Improvements
1,000,000
0
0
0
0
(1,000,000)
Cost Center Totals
4,062,300
(359,200)
0
0
0
(3,703,100)
Grand Total
4,062,300
(359,200)
0
0
0
(3,703,100)
477 Renew Sanitary Sewer Replacement 478 Renew Pipe Replacement
CCP
448
New
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 475
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Water Street DCC Force Main
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 WW1 - $312K PROVISIONAL
Justification: This budget completes the installation of the twinning of the Water Street force main currently designed. This budget is consistent with the 10 year capital plan and is expected to be completed by the end of 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 312,300
Other - Supports Base Business Reserve (304,200)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Offsite & Oversize - Wastewater
Dev/Com 0
Utility (8,100) New Priority: 1 10 Yr Cap Plan Ref: 2020 WW4 - $110K PROVISIONAL
Justification: Every year the City partners with the development community to oversize/extend wastewater infrastructure to accommodate future projected development. The current 10-Year Capital Plan amount will accommodate several downtown replacement projects with RU7 zoning changes impacting future sizing. This saves construction costs and disruption by not having to upsize/extend infrastructure in the future when development occurs. Budget is requested for the City's annual share of costs to oversize/extend wastewater infrastructure and work in excess of the developer's own needs as a result of City requirements. This work will be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost 110,000
Other - Supports Base Business Reserve (55,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (55,000)
Page 476
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Sewer Lift Station SCADA Integration
Renew Priority: 1 10 Yr Cap Plan Ref: Not included WW5 PROVISIONAL
Justification: Sewer lift station SCADA (supervisory control and data acquisition) operates on a different platform than the rest of the wastewater division. Budget is requested to change the sewer lift station SCADA to match the wastewater SCADA. This will allow for; staff expertise (operation, maintenance, optimization) to be used, spare parts and inventory to be minimized, swappable backups for control system and components, and webserver access for data. This project is anticipated to be complete by March 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 200,000
Other - Supports Base Business Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Sanitary Sewer Replacement
Fed/Prov 0
Dev/Com 0
Utility (200,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2020 WW5 - $1.85M PROVISIONAL
Justification: This request combines the budget requirements for sanitary sewer replacement on Manhattan Drive, Flintoft Avenue and Bay Avenue. The work will replace older (1949) asbestos cement pipe with PVC sewer to improve grades and system operation by increasing depth. This request is an addition to the current budget of $950,000 approved in 2018/2019. The projects are anticipated to be completed in 2021 in conjunction with the Guy Street Lift Station upgrade project. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 2,090,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (2,090,000)
Page 477
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Pipe Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 WW5 - $1.85M PROVISIONAL
Justification: Budget is requested to replace vitrified clay pipe as needed. Replacement locations will be aligned with the 2020 roads resurfacing projects. Works will be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 350,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (350,000)
Page 478
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Wastewater Capital Summary - Utility Funds Page Type
Description
Asset Cost
Reserve
Glenmore Road Connection - Cross Rd to north of Scenic Rd
2,010,000
0
WW1 - DCC Pipes (Mains)
2,010,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0 (1,785,700)
(224,300)
0
0
0 (1,785,700)
(224,300)
1,925,000
0
0
0 (1,925,000)
0
1,925,000
0
0
0 (1,925,000)
0
7,236,900
(3,292,793)
0
0
0
(3,944,107)
WW3 - DCC Wastewater Treatment Facilities
7,236,900
(3,292,793)
0
0
0
(3,944,107)
Cost Center Totals
11,171,900
(3,292,793)
0
0 (3,710,700)
(4,168,407)
Grand Total
11,171,900
(3,292,793)
0
0 (3,710,700)
(4,168,407)
Wastewater Capital - Priority 2 New
Growth Rose Avenue Lift Station WW2 - DCC Lift Stations New
Existing Compost Plant Expansion (DCC)
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
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Solid Waste Page 481
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Page 482
2020 FINANCIAL PLAN
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2020 Capital Requests Provisional Budget Solid Waste Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
300,000
(300,000)
0
0
0
0
0
SW1 - Equipment
300,000
(300,000)
0
0
0
0
0
Landfill Liner Design and Construction
2,300,000
(2,300,000)
0
0
0
0
0
Water System Installation 485 New 485 Growth General Site Works and Investigations
200,000
(200,000)
0
0
0
0
0
100,000
(100,000)
0
0
0
0
0
SW2 - Site Improvement
2,600,000
(2,600,000)
0
0
0
0
0
300,000
(300,000)
0
0
0
0
0
400,000
(400,000)
0
0
0
0
0
700,000
(700,000)
0
0
0
0
0
50,000
(50,000)
0
0
0
0
0
50,000
(50,000)
0
0
0
0
0
75,000
0
0
0
(25,000)
(50,000)
0
500,000
0
0
0
(166,700) (333,300)
0
100,000
0
0
0
(33,300)
(66,700)
0
75,000
0
0
0
(25,000)
(50,000)
0
750,000
0
0
0
(250,000) (500,000)
0
250,000
(250,000)
0
0
0
0
0
SW7 - Landfill Area Development
250,000
(250,000)
0
0
0
0
0
Cost Center Totals
4,650,000
(3,900,000)
0
0
(250,000) (500,000)
0
Grand Total
4,650,000
(3,900,000)
0
0
(250,000) (500,000)
0
Solid Waste Capital - Priority 1 484 Growth Automated Collection Curbside Carts
484 New
486 New
Leachate and Landfill Gas Header
486 Growth Landfill Gas & Leachate Recirculation Laterals SW3 - Gas Management 487 New
Drainage & Groundwater Management
SW5 - Drainage & Groundwater Management Commonage - Exterior Biosolids Tipping Bay 488 Growth Commonage - Pavement Repairs Commonage - Pond Pump Kiosk 488 New Commonage - Secondary Odour 489 New Control Misting System 487 New
OP
SW6 - Recycling & Waste Management 489 New
Road Construction
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 483
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Automated Collection Curbside Carts
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 SW1 - $300k PROVISIONAL
Justification: Budget is requested to purchase new curbside carts as part of the City of Kelowna's curbside refuse, recycling and yard waste program. These new receptacles are necessary to address residential growth and residential needs for larger recycling and yard waste receptacles. This helps maintain an inventory to provide improved customer service. There are no operation and maintenance budget impacts associated with this capital request. This budget will be spent in 2020.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 300,000
Other - Supports Base Business Reserve (300,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Liner Design and Construction
Dev/Com 0
Utility 0
Taxation 0
New Priority: 1 10 Yr Cap Plan Ref: 2020 SW2 - $2.3M PROVISIONAL
Justification: Budget is requested for the design and installation of the liner system and supporting infrastructure (water lines, roads, leachate collection, etc.) for Area 2 as per the updated Fill Plan. This project will allow for the ongoing landfilling operations and supplements existing work initiated in 2019.The updated budget value is based on the preliminary design estimate and current unit costs from the Area 1 project completed in 2019. This capital item is a multi-year project funded from the Landfill Reserve, and this phase of construction is anticipated to be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction:
Other - Supports Base Business
Asset Cost Reserve 2,300,000 (2,300,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 484
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Water System Installation
New Priority: 1 10 Yr Cap Plan Ref: 2020 SW2 - $200k PROVISIONAL
Justification: Budget is requested for installation of water mains within the landfill areas for fire protection and to maintain operational needs. This work is anticipated to be completed by 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 200,000
Other - Supports Base Business Reserve (200,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
General Site Works and Investigations
Dev/Com 0
Utility 0
Taxation 0
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 SW2 - $100k PROVISIONAL
Justification: This budget is requested for addressing the regulatory Capital requirements recommended from the 2019 Design Operation and Closure Plan (DOCP). The City will purchase items for monitoring nuisance elements consistent with the ongoing nuisance study work. Also included in this budget request are permanent test wells and geotechnical measurement systems as recommended in the DOCP. The work is anticipated to be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 100,000
Other - Supports Base Business Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 485
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Leachate and Landfill Gas Header
New Priority: 1 10 Yr Cap Plan Ref: 2020 SW3 - $300k PROVISIONAL
Justification: This budget is requested for installation of landfill gas headers to support the laterals and leachate recirculation system as sections of the landfill continue to rise. This capital item is anticipated to be completed by Spring 2021. The operation and maintenance budget will be minimal with this request and will be accommodated within the Solid Waste operating budget.
Project Driver:
Health, life safety and regulatory compliance. Environmental protection - Greenhouse gas emissions are decreasing
Strategic Direction: Asset Cost 300,000
Reserve (300,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Gas & Leachate Recirculation Laterals
Utility 0
Taxation 0
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 SW3 - $400k PROVISIONAL
Justification: This budget is requested for installation of landfill gas laterals and leachate recirculation systems as sections of the landfill continue to grow. This annual project will be completed in 2020. The operation and maintenance budget will be minimal with this request and will be accommodated within the Solid Waste operating budget.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 400,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (400,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 486
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Drainage & Groundwater Management
New Priority: 1 10 Yr Cap Plan Ref: 2020 SW5 - $50k PROVISIONAL
Justification: This budget is requested to design stormwater and surface water infrastructure within the landfill consistent with the new Long Term Stormwater Management Plan developed in 2019. This work is anticipated to be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 50,000
Environmental protection - Resiliency & adaptability to climate change Reserve (50,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Commonage - Exterior Biosolids Tipping Bay
Utility 0
Taxation 0
New Priority: 1 10 Yr Cap Plan Ref: Not included SW6 PROVISIONAL
Justification: At least twice a year, the receiving and mixing of biosolids has to be done outside while maintenance is done in or around the covered mix building. Biosolids trucks are not designed to tip on flat surfaces and have had issues doing this adequately in the past. A proper concrete receiving bay would help contain biosolids and reduce splash onto the delivery trucks. The bay would be used to receive and store other feedstocks when not needed to receive biosolids. This project will be complete in 2020.One third of the cost will be funded by the City of Vernon, a partner in the Composting Facility. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 75,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (25,000)
Utility (50,000)
Taxation 0
Page 487
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Commonage - Pavement Repairs
Growth Priority: 1 10 Yr Cap Plan Ref: Not included SW6 PROVISIONAL
Justification: Significant pavement repairs are required, especially in sections that direct run-off to the leachate containment system. Repaving larger segments increases durability. The provincial operating permit requires that the site's impervious surface be maintained at all times to prevent leachate infiltration into the environment. This project would be completed over three years. One third of the cost will be funded by the City of Vernon, a partner in the Composting Facility. There are no additional operation and maintenance budget impacts associated with this request.
Project Driver:
Regulatory compliance and asset preservation (renewal and replacement to achieve anticipated
Strategic Direction: Asset Cost 500,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Commonage - Pond Pump Kiosk
Dev/Com (166,700)
Utility (333,300)
Taxation 0
New Priority: 1 10 Yr Cap Plan Ref: Not included SW6 PROVISIONAL
Justification: Low strength leachate from the Biosolids facility is directed to a pond for evaporation or pumped to Vernon's wastewater effluent management system. The existing kiosk used to house the pumps is in need of replacement. This work will be timed with complement leachate pond upgrades taking place in 2019. This project will be complete in 2020. One third of the cost will be funded by the City of Vernon, a partner in the Composting Facility. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 100,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (33,300)
Utility (66,700)
Taxation 0
Page 488
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Commonage - Secondary Odour Control Misting System
New Priority: 1 10 Yr Cap Plan Ref: Not included SW6 PROVISIONAL
Justification: The City's operating permit requires a secondary odour treatment system at the Biosolids Compost facility. Our permit requires the new system be implemented by June 30, 2020. An odour management misting system has been selected for implementation as the best value choice. The project will be complete in 2020. One third of the cost will be funded by the City of Vernon, a partner in the Composting Facility. Regulatory Compliance
Project Driver:
Other - Supports Base Business
Strategic Direction: Asset Cost 75,000
Reserve 0
Fed/Prov 0
Dev/Com (25,000)
Utility (50,000)
Taxation 0
Commonage - Secondary Odour Control Misting System
Operating Impacts: 2020 2021 2022
Borrow 0
Cost 70,000 70,000 70,000
Reserve 0 0 0
Borrow 0 0 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Road Construction
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (23,300) (23,300) (23,300)
Utility (46,700) (46,700) (46,700)
Taxation 0 0 0
New Priority: 1 10 Yr Cap Plan Ref: 2020 SW7 - $250k PROVISIONAL
Justification: New road construction is required on a regular basis as the landfill units shift in shape and size consistent with the Landfill Plan. Some of the longer term budget includes rehabilitation or maintenance of road network components. The works will be completed by Spring 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 250,000
Other - Supports Base Business Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 489
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Solid Waste Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
150,000
(150,000)
150,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
(150,000)
0
0
0
0
0
400,000
(400,000)
0
0
0
0
0
400,000
(400,000)
0
0
0
0
0
4,300,000
(4,300,000)
0
0
0
0
0
4,300,000
(4,300,000)
0
0
0
0
0
460,000
(460,000)
0
0
0
0
0
SW9 - Solid Waste Renewal
460,000
(460,000)
0
0
0
0
0
Cost Center Totals
5,310,000
(5,310,000)
0
0
0
0
0
Grand Total
5,310,000
(5,310,000)
0
0
0
0
0
Solid Waste Capital - Priority 2 Growth Equipment SW1 - Equipment New
Landscaping and Irrigation Installation Glenmore Road North Berm SW2 - Site Improvement
Growth Stockpiles and Reprocessing Areas Relocation SW7 - Landfill Area Development Renew Infrastructure Renewal
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Storm Drainage Page 491
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2020 FINANCIAL PLAN
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2020 Capital Requests Provisional Budget Storm Drainage Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
1,670,000
(1,000,000)
908,200
(520,000)
50,000
0
0
2,628,200
(1,520,000)
200,000
D2 - Storm Drainage Quality Program
Fed/Prov
Dev/Com
Utility
Taxation
0 (670,000)
0
0
0
0 (363,300)
0
0
(24,900)
0
0
0
(50,000)
0 (1,033,300)
0
0
(74,900)
0
0
0
0
0
(200,000)
200,000
0
0
0
0
0
(200,000)
Cost Center Totals
2,828,200
(1,520,000)
0 (1,033,300)
0
0
(274,900)
Grand Total
2,828,200
(1,520,000)
0 (1,033,300)
0
0
(274,900)
Storm Drainage Capital - Priority 1 494 Renew Mill Creek Flood Protection 494 New
Mill Creek Flood Storage
495 Renew Bertram Creek and Lakeshore Road Culvert Upgrades D1 - Hydraulic Upgrading Program 495 New
Containment Devices
CCP - Combined capital project OP - Capital request has operating impacts included on the request RED - Capital request has reduction impacts included on the request
Page 493
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Mill Creek Flood Protection
Renew Priority: 1 10 Yr Cap Plan Ref: 2019 D1 - $1.67M PROVISIONAL
Justification: Budget is requested to initiate the planning, design and construction of storm retention facilities on Mill Creek downstream of the Kelowna Airport. This phase of work will include modeling, environmental assessment, First Nations engagement, development of cost estimates and construction of one pond with completion by spring 2021. This work is 40% funded through the Disaster Mitigation and Adaptation fund (DMAF). There are no operation and maintenance budget impacts associated with this request. This project is named Upstream Storage for Peak Storm Attenuation in the 10-Year Capital Plan.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction:
Environmental protection - Resiliency & adaptability to climate change
Asset Cost Reserve 1,670,000 (1,000,000)
Borrow 0
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Mill Creek Flood Storage
Fed/Prov (670,000)
Dev/Com 0
Utility 0
Taxation 0
Priority: 1 10 Yr Cap Plan Ref: 2020 D1 - $908k
New
PROVISIONAL
Justification: As part of the Mill Creek Flood Mitigation project funded by the Disaster Mitigation and Adaptation Fund, a new dam and reservoir upstream of the airport will be investigated to trim storm peaks during major freshet and storm events. Budget is requested for the works intended to be constructed downstream of Postill Lake and Bullman Lake, and will include a channel, intake structure and access road. The project will be multi-year, and final completion is anticipated by 2026. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 908,200
Environmental protection - Resiliency & adaptability to climate change Reserve (520,000)
Borrow 0
Fed/Prov (363,300)
Dev/Com 0
Utility 0
Taxation (24,900)
Page 494
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Bertram Creek and Lakeshore Road Culvert Upgrades
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 D1 - $50k PROVISIONAL
Justification: Budget is requested for works that include the installation of a ditch inlet, storm drain and riprap apron as part of a road culvert upgrade. The work will also include some tree removal and ditch upgrades to protect Bertram Creek Park. The work is anticipated to be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 50,000
Environmental protection - Resiliency & adaptability to climate change Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Containment Devices
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (50,000)
Priority: 1 10 Yr Cap Plan Ref: 2020 D2 - $90k
New
PROVISIONAL
Justification: Oil-grit separators are the best management practice available to improve stormwater quality into our creeks and lakes from older commercial and industrial areas in the City. Budget is requested to allow City construction staff to install an oil grit separator as part of the Lakeshore Road and Bridge project to be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 200,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (200,000)
Page 495
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Provisional Budget Storm Drainage Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
Design Flood Protection Upgrades (Clement to Brandt's Creek) Renew Mill Creek Dredging
500,000
Renew Frost and Frazer Lake Stormwater Improvements New Springfield Rd - West of Belgo (Detention Pond) New Rembler Cr Channel (Chute Lake Lakeshore)
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0 (200,000)
0
0
(300,000)
200,000
0
0
0
0
0
(200,000)
200,000
0
0
0
0
0
(200,000)
270,600
0
0
0
0
0
(270,600)
15,000
0
0
0
0
0
(15,000)
D1 - Hydraulic Upgrading Program
1,185,600
0
0 (200,000)
0
0
(985,600)
Cost Center Totals
1,185,600
0
0 (200,000)
0
0
(985,600)
Grand Total
1,185,600
0
0 (200,000)
0
0
(985,600)
Storm Drainage Capital - Priority 2 New
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Carryover Budget Page 497
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Report to Council Date:
March 23,2020
To:
Council
From:
City Manager
Subject:
2020 Financial Plan – Carryover Budget
Department: Financial Planning
Recommendation: THAT the 2020 Financial Plan be increased by $7,271,130 to provide for operating carryover projects and $119,054,170 for capital carryover projects as summarized in Financial Plan Volume 2. Purpose: To present the 2020 Financial Plan – Carryover Budget to Council for approval and inclusion in the 2020 Financial Plan. Background: The operating and capital projects listed in the Carryover Budget of the 2020 Financial Plan represent projects that were not able to be completed in 2019 or were originally planned to be completed over multiple years. As these projects were previously approved by Council, they do not add to the taxation demand for 2020. The projects are funded from reserves, debt, and other levels of Government and/or other contributions. The timing of this budget volume is after the fiscal year-end so carryover projects can be presented with certainty of costs. All the capital project and operating program carryover requests were reviewed by the Financial Planning Department to ensure they met the criteria outlined in the Carryover Guidelines. For 2020, 41% of the carry over funding is for projects that were originally planned for multiyear delivery. With respect to the remainder of the projects, there are various reasons for being delayed or not completed. 26% are due to design delays, 17% due to external factors delaying projects, 8% had internal scheduling challenges, 7% are awaiting grant information and 1% are Council approved or have a policy that direct the carryover of remaining budget. New to 2020 is the removal of the detailed justifications for multi-year projects. This change has resulted in a reduction of 20 pages from this volume and removed the low-value activity of preparing a justification for projects that were expected to be a carryover request.
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A detailed discussion of projects contained in Volume 2 is not planned. Should Council have questions regarding any specific funding carryover and would like it discussed at the March 23 meeting, please advise the City Manager in advance and he will arrange for a division representative to be in attendance at the Council meeting. Considerations applicable to this report: Financial/Budgetary Considerations: A consolidated 2020-2024 Five Year Financial Plan will be brought to Council for adoption by bylaw at Final Budget on April 27, 2020. This will immediately precede adoption of the 2020 property tax bylaw, in accordance with Section 165 of the Community Charter. Considerations not applicable to this report: Discussion: Conclusion: Internal Circulation: Legal/Statutory Authority: Legal/Statutory Procedural Requirements: Existing Policy: External Agency/Public Comments: Communications Comments: Submitted by: Melanie Antunes, Acting Financial Planning Manager Approved for inclusion: G. Davidson, CPA, CMA Divisional Director Financial Services
Attachment: 1: 2020 Financial Plan – Carryover – Volume 2 2: 2020 Financial Plan – Carryover Council Presentation
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CITY OF KELOWNA
2020 FINANCIAL PLAN
CARRYOVER SUMMARIES Carryover projects by reason type There are several reasons why operating and capital projects are requested to be carried over. At the City of Kelowna, all budget carryover requests must meet one of the following criteria: Design Option: A one‐time operating or capital project that is waiting for a design decision or is being re‐ scoped due to a change in circumstances. External Event: A one‐time operating or capital project that is delayed due to an unanticipated external event. Multi‐Year: A one‐time operating or capital project that is planned over multiple years and has been identified as such in the original budget request. Scheduling Demands: A one‐time operating or capital project that is delayed due to internal scheduling conflicts. Awaiting Grant Information: A one‐time operating or capital project that is on hold pending grant approval. Ongoing Base Budget: An operating project with a base budget that has been approved by Council to be used as funding for a project on a one‐time basis. Policy: An operating project with a base budget that has a Council endorsed policy to support a carryover. The graphs below display the carryover reason types by percentage of total count and total value of carryover requests.
Carryover Value by Reason Type Awaiting Grant Information 7%
Council Approved or Policy 1%
Awaiting Grant Information 1%
Scheduling Demands 8% Multi‐Year 41%
External Event 17%
Carryovers by Reason Type
Design Option 26%
Scheduling Demands 23%
External Event 26% Total $126M
Council Approved or Policy 2% Multi‐Year 29%
Design Option 19% Total 251
Summary of multi‐year projects New to the 2020 Carryover Volume is the removal of the detailed justifications for multi‐year projects. Below are tables that list the multi‐year operating and capital projects that have been requested for carryover. These lists include the original year of budget for the project beside the year of expected completion.
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Multi‐year operating projects Project Amount 2020 Memorial Cup Sponsorship Child Care Needs Assessment Creative Hub Study Active Living & Culture total East Lands Development Airport total SEKID Transition Team City Clerk total Kelowna Integrated Water Project Corporate Strategic Services total Kelowna Integrated Water Project SEKID Transition Team Financial Services total Chemical Management Program Collective Bargaining Overnight Sheltering SEKID Transition Team Human Resources & Community Safety total 20 Year Servicing Plan and DCC Bylaw Update Drought Management Plan ICIP Joint Study Project Kelowna Integrated Water Project Loseth Dr. Slope Stability Regional Air Quality Regional Strategic Transportation Plan ‐ Phase 2 Safety and Operations, Investigation Transportation Master Planning Program Water Integration Long‐Range Plan Infrastructure total Community Health Centre Public Art Land Strategy and BC Housing Parkinson Rec Centre/SD23 Partnership Parks Development DCC Bylaw Tourism Sector Housing Needs Assessment Study Partnerships & Investments total 2040 Official Community Plan Update & Position Affordable Housing Land Aquisition Capri‐Landmark Urban Centre Plan Implementation Climate Action Plan Developer Contributions Analysis Healthy Housing Strategy Implementation Thomson Flats Planning & Development Services total Kelowna Integrated Water Project Water total Total multi‐year operating projects
Funding Source
225,000 RESERVE 46,490 GRANT 70,670 RES/GRANT 342,160 250,000 RESERVE 250,000 66,630 UTILITY 66,630 51,410 UTILITY 51,410 44,650 UTILITY 89,060 UTILITY 133,710 15,000 RESERVE 6,330 RESERVE 112,970 RES/REV 61,600 UTILITY 195,900 389,520 RES/UTIL 34,860 RESERVE 292,120 RESERVE 640 UTILITY 222,190 RESERVE 232,430 RES/GRANT/REV 213,070 REVENUE 82,810 RESERVE 64,400 RESERVE 301,090 GRANT/UTIL 1,833,130 91,420 RES/REV 36,660 RESERVE 88,870 RESERVE 53,270 RESERVE 40,000 RES/REV 310,220 140,610 RESERVE 3,760 RESERVE 8,780 RESERVE 126,070 GRANT 40,000 RESERVE 14,060 RESERVE 6,760 REVENUE 340,040 15,000 RESERVE 15,000 3,538,200
Original Expected Budget Year Completion 2019 2019 2019
2020 2020 2020
2019
2020
2017
2020
2017
2020
2017 2017
2020 2020
2019 2019 2019 2017
2020 2020 2020 2020
2018 2019 2019 2017 2019 2018 2016 2018 2017 2017
2021 2021 2021 2020 2020 2020 2020 2021 2020 2021
2018 2011 2018 2019 2019
2020 2021 2020 2021 2020
2017 2019 2016 2018 2019 2019 2016
2020 2020 2020 2021 2020 2020 2020
2017
2020
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Multi‐year capital projects Project Amount Affordable Housing Land Acquisition Parking Equipment and Facilities Property Acquisition ‐ Dickson Ave 1514 Property Acquisition ‐ 1475 Ellis Street Property Acquisition ‐ 380 Harvey Avenue Real Estate and Parking Capital total Art Walk Extension City Hall Improvements Parkinson Recreation Centre Building Capital total Boyce‐Gyro Park Public Art Dog Beaches Kelowna Memorial Park Cemetery Property Acquisition ‐ Lakeshore Rd 3676 Rowcliffe Park Rutland Centennial Park ‐ Phase 3 Parks Capital total Clement 1 DCC (St.Paul ‐ Graham) Ethel 3C DCC (Rose ‐ Raymer), ATC Ethel 4 DCC (Sutherland‐Springfield), ATC Ethel 5 DCC (Springfield‐Rose), ATC Houghton 1 DCC (Nickel ‐ Rails with Trails), ATC Lakeshore 4 DCC (Lanfranco ‐ Richter), Road McCulloch Area DCC (KLO/Hall/Spiers) Okanagan Rail Trail Sutherland 1 DCC (Gordon ‐ Burtch), ATC Traffic Signals and Roundabouts Transportation Capital total Landfill Liner Design and Construction Stockpiles and Reprocessing Areas Relocation Solid Waste Capital total Mill Creek Flood Protection Storm Drainage Capital total Asset Management System Integrated Utility Billing and Property Tax System Software Major Systems Projects Major Systems Projects ‐ Planning and Permitting Information Services Capital total Tenders 1 and 4 Fire Capital total Drive to 1.6 Million Passengers AIF Program Airport Roof Replacement Program Soaring Beyond 2.5 Million Passengers AIF Program Airport Capital total Data Radio Replacement ‐ Water Offsite & Oversize ‐ Water Water Meter Replacement Program Water Capital total
750,000 156,210 11,190 828,470 124,520 1,870,390 38,370 3,408,060 77,570 3,524,000 141,970 25,040 101,590 82,870 77,180 14,240 442,890 466,750 113,930 526,160 2,428,730 401,340 28,930 1,137,080 193,160 3,022,860 151,090 8,470,030 188,720 3,458,840 3,647,560 1,670,000 1,670,000 1,031,100 599,960 341,310 2,398,070 4,370,440 800,260 800,260 1,478,840 1,621,860 13,355,860 16,456,560 15,240 172,110 767,500 954,850
Funding Source
10Y Capital Original Expected Plan Ref Budget Year Completion
RESERVE RESERVE RESERVE RESERVE RESERVE
L1 L3 T2 L1 L1
2019 2019 2019 2019 2019
2020 2020 2020 2020 2020
RESERVE RESERVE RESERVE
B2 B3 B1
2017 2017 2016
2020 2021 2020
RESERVE RESERVE RESERVE RESERVE RESERVE RESERVE
P9 P6 P9 P6 P4 P4
2017 2017 2017 2019 2017 2018
2020 2020 2020 2020 2020 2020
RESERVE RESERVE RESERVE RESERVE RESERVE RESERVE RESERVE RES/REV RES/REV RESERVE
T1 T2 T2 T2 T2 T1 T1 T5 T2 T8
2015 2019 2017 2018 2018 2019 2016 2017 2019 2019
2020 2020 2020 2020 2020 2020 2021 2020 on hold 2020
RESERVE RESERVE
SW SW
2019 2017
2020 2023
RES/GRANT
D1
2019
2028
RES/UTIL RES/UTIL RESERVE RESERVE
I3 I3 I3 I3
2017 2016 2019 2018
2021 2021 2021 2021
RESERVE
F1
2019
2021
RESERVE RESERVE RESERVE
A4 A3 A4
2010 2018 2019
2020 2022 2029
RESERVE RESERVE RESERVE
W7 W5 W6
2019 2018 2018
2020 2020 2026
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2020 FINANCIAL PLAN
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Continued
j Amount
Guy St Lift Station Renewal DCC Gyro Forcemain DCC Offsite & Oversize Wastewater Swordy DCC Sanitary Sewer Upgrades Wastewater Support Facilities Water Street DCC Force Main Wastewater Capital total Total multi‐year capital projects
1,031,470 1,444,340 121,260 1,349,180 742,930 943,230 5,632,410 47,839,390
g Source
p Plan Ref
RESERVE RESERVE RESERVE RESERVE RESERVE RESERVE
g p Budget Year Completion
WW2 WW1 WW4 WW1 WW5 WW1
2019 2019 2018 2019 2019 2019
2021 2020 2020 2020 2020 2020
Carryover request three‐year comparison ($millions) The table below splits the last three years of carryovers between operating, capital, general fund and utility funds. The trend will show if total carryover value is increasing or decreasing year to year.
Total Carryover Operating
2020 $126
2019 $143
2018 $148
$7 = 6%
$8 = 6%
$9 = 6%
$119 = 94%
$135 = 94%
$139 = 94%
General Fund
$71 = 56%
$57 = 40%
$66 = 44%
Utility Funds
$55 = 44%
$86 = 60%
$82 = 56%
Capital
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Operating Budget Page 507
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2020 Operating Requests Carryover Budget Summary - General Fund Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
25,000
(25,000)
0
0
0
0 SCHED
140,610
(140,610)
0
0
0
0 MULTIYEAR
126,070
0
0
(126,070)
0
0 MULTIYEAR
Planning & Development Services Division 517 Review & Re-Write of Business Licence Bylaw ~ 2040 Official Community Plan Update & Position ~ Climate Action Plan ~
Developer Contributions Analysis
40,000
(40,000)
0
0
0
0 MULTIYEAR
~
Healthy Housing Strategy Implementation
14,060
(14,060)
0
0
0
0 MULTIYEAR
345,740
(219,670)
0
(126,070)
0
0
Division Total
Partnerships & Investments Division ~
36,660
(36,660)
0
0
0
0 MULTIYEAR
517 City Hall, Phase IV - Renovations
10,710
(10,710)
0
0
0
0 DESIGNOPT
518 City Yards Accommodation Study
16,410
(16,410)
0
0
0
0 SCHED
~
Community Health Centre Public Art
91,420
(45,710)
0
0
(45,710)
0 MULTIYEAR
518 Heritage Asset Restoration Program
46,710
(46,710)
0
0
0
0 DESIGNOPT
519 Long Term Shoreline Plan - Mission Creek Area ~ Parkinson Rec Centre/SD23 Partnership ~ Parks Development DCC Bylaw
24,580
(24,580)
0
0
0
0 EXT EVENT
88,870
(88,870)
0
0
0
0 MULTIYEAR
53,270
(53,270)
0
0
0
0 MULTIYEAR
~
40,000
(30,000)
0
0
(10,000)
0 MULTIYEAR
408,630
(352,920)
0
0
(55,710)
0
213,070
0
0
0
(213,070)
0 MULTIYEAR
~
Regional Strategic Transportation Plan - Phase 2 Safety and Operations, Investigation
82,810
(82,810)
0
0
0
0 MULTIYEAR
~
Regional Air Quality
232,430
(97,280)
0
(18,130)
(117,020)
0 MULTIYEAR
519 Manhattan Point North Dock Repairs
28,300
(28,300)
0
0
0
0 EXT EVENT
520 Rick Hansen Foundation Accessibility Grant - Ben Lee Park 520 2017 Flood Recovery - Operating
14,990
0
0
(14,990)
0
0 EXT EVENT
128,000
(49,600)
0
(78,400)
0
0 EXT EVENT
227,700
(43,700)
0
(184,000)
0
0 EXT EVENT
39,890
(39,890)
0
0
0
0 SCHED
0
(67,820) MULTIYEAR
Land Strategy and BC Housing
Tourism Sector Housing Needs Assessment Study Division Total
Infrastructure Division ~
521 2018 Freshet Recovery Projects Operating 521 Bylaw 7900 - Update to Design and Construction Standards ~ Water Integration Long-Range Plan
301,090
0
0
(233,270)
522 Avocet Wetland Restoration
150,000
(150,000)
0
0
0
522 Biosolids Management Plan
274,130
0
0
0
(ϵϭ͕ϯϴϬ)
0 EXT EVENT (182,750) SCHED
523 Landfill Nuisance Response
20,000
(20,000)
0
0
0
0 EXT EVENT
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Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
389,520
(356,890)
0
0
0
(32,630) MULTIYEAR
99,100
0
0
0
0
(99,100) EXT EVENT
63,500
(10,040)
0
(43,550)
(9,910)
64,400
(64,400)
0
0
0
0 MULTIYEAR
122,870
(122,870)
0
0
0
0 DESIGNOPT
222,190
(222,190)
0
0
0
0 MULTIYEAR
72,200
(72,200)
0
0
0
0 EXT EVENT
55,070
0
0
0
0
(55,070) EXT EVENT
292,120
(292,120)
0
0
0
0 MULTIYEAR
* Kelowna Integrated Water Project
640
0
0
0
0
(640) MULTIYEAR
Division Total
3,094,020
(1,652,290)
0
(572,340)
(431,380)
526 Energy Savings Program
22,250
(22,250)
0
0
0
0 SCHED
526 Parks Yard Electrical Upgrade
46,080
(46,080)
0
0
0
0 DESIGNOPT
527 2019 CRI Firesmart Community Funding 527 Biofilter Cover
98,620
0
0
(98,620)
0
0 EXT EVENT
50,000
(50,000)
0
0
0
0 SCHED
528 Concrete Crushing - Landfill
195,370
(195,370)
0
0
0
0 DESIGNOPT
528 Landfill - Security Cameras
0
0 SCHED
~
20 Year Servicing Plan and DCC Bylaw Update 523 Kelowna Integrated Water Asset Management 524 Okanagan Gateway Transportation Study ~ Transportation Master Planning Program 524 Area Based Water Management Planning ~ Loseth Dr. Slope Stability 525 Mill Creek Long Term Maintenance Permit 525 Time Series Data Extraction from SCADA ~ ICIP Joint Study Project ~
Utility Reason
0 SCHED
(438,010)
Civic Operations Division
20,750
(20,750)
0
0
529 Landfill and Nuisance SCADA
100,000
(100,000)
0
0
0
0 SCHED
529 Roberts Lake Environmental Management 530 Waste Management
37,450
(37,450)
0
0
0
0 DESIGNOPT
112,630
(112,630)
0
0
0
0 EXT EVENT
0
0
0 EXT EVENT
530 Odour Remediation - Cerise Drive
37,560
(37,560)
0
522 * # Avocet Wetland Restoration
0
0
0
0
0
0 EXT EVENT
522 * # Biosolids Management Plan
0
0
0
0
0
0 SCHED
523 * # Landfill Nuisance Response
0
0
0
0
0
0 EXT EVENT
720,710
(622,090)
0
(98,620)
0
0
531 Community Grant Policy
55,970
(55,970)
0
0
0
0 BASE POL
~
Creative Hub Study
70,670
(36,500)
0
(34,170)
0
0 MULTIYEAR
~
2020 Memorial Cup Sponsorship
0
0
0
0 MULTIYEAR
Division Total
Active Living & Culture Division
225,000
(225,000)
531 Event Support Policy
96,810
(96,810)
0
0
0
0 BASE POL
~
46,490
0
0
(46,490)
0
0 MULTIYEAR
494,940
(414,280)
0
(80,660)
0
0
Child Care Needs Assessment Division Total
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Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
Human Resources & Community Safety Division Human Resources & Risk Management ~
Chemical Management Program
15,000
(15,000)
0
0
0
0 MULTIYEAR
532 Risk Assessment & Safe Work Procedures Development 532 Safety Management Software Project
29,330
(29,330)
0
0
0
0 SCHED
46,210
(46,210)
0
0
0
0 DESIGNOPT
533 Kelowna Fire Department Mental Health Program ~ * SEKID Transition Team
16,390
(16,390)
0
0
0
0 SCHED
61,600
0
0
0
0
(61,600) MULTIYEAR
168,530
(106,930)
0
0
0
(61,600)
Division Total
Human Resources & Community Safety Division Community Safety 533 RCMP Mobile Command Center
180,000
(180,000)
0
0
0
0 EXT EVENT
534 Crime Prevention through Environmental Design Training ~ Overnight Sheltering
13,900
(13,900)
0
0
0
0 SCHED
112,970
(82,970)
0
0
(30,000)
0 MULTIYEAR
534 Portable Washroom Facilities
104,740
(104,740)
0
0
0
0 DESIGNOPT
14,100
(14,100)
0
0
0
0 SCHED
425,710
(395,710)
0
0
(30,000)
535 Corporate Vision and Culture
75,160
(75,160)
0
0
0
0 DESIGNOPT
536
Citizen Survey
14,000
(14,000)
0
0
0
0 BASE C APP
~
* Kelowna Integrated Water Project
51,410
0
0
0
0
(51,410) MULTIYEAR
Division Total
140,570
(89,160)
0
0
0
(51,410)
536 Value for Money Audit
13,950
(13,950)
0
0
0
0 EXT EVENT
537 GST Compliance Review
28,650
(28,650)
0
0
0
0 SCHED
537 ERP Development - Consulting for Payroll Archiving 538 Payroll System Improvements
25,660
(25,660)
0
0
0
0 SCHED
92,080
(92,080)
0
0
0
0 EXT EVENT
538 Enhancement of Corporate Purchasing Card Program ~ Kelowna Integrated Water Project
55,000
(55,000)
0
0
0
0 DESIGNOPT
44,650
0
0
0
0
(44,650) MULTIYEAR
539 Unit 4 Business World Approval Workflow ~ SEKID Transition Team
68,910
(68,910)
0
0
0
89,060
0
0
0
0
417,960
(284,250)
0
0
0
535 Bylaw Services Needs Assessment Department Total
0
Corporate Strategic Services Division
Financial Services Division
Division Total
0 SCHED (89,060) MULTIYEAR (133,710)
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Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
66,630
0
0
0
0
(66,630) MULTIYEAR
Division Total
66,630
0
0
0
0
(66,630)
Sub-Total
6,283,440
0
(877,690)
(517,090)
(751,360)
City Clerk ~
* SEKID Transition Team
(4,137,300)
~ denotes request details not included in carryover volume. * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an '*'. # where there are zero amounts in all columns, this denotes the project is included in the general fund with funding from the utility as seen in the general fund summary.
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PROJECTS UNDER $10,000 Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
Planning & Development Services Division ~
Building Code Subscription
2,890
(2,890)
0
0
0
0 EXT EVENT
~
Affordable Housing Land Aquisition
3,760
(3,760)
0
0
0
0 MULTIYEAR
~
Capri-Landmark Urban Centre Plan Implementation Partnership & Research - Indigenizing the OCP Update Thomson Flats
8,780
(8,780)
0
0
0
0 MULTIYEAR
4,380
(4,380)
0
0
0
0 BASE POL
6,760
0
0
0
(6,760)
0 MULTIYEAR
26,570
(19,810)
0
0
(6,760)
0
~ ~
Division Total Partnerships & Investments Division ~
City Signage Design Options Kelowna
4,000
(4,000)
0
0
0
0 DESIGNOP
~
Cultural Facilities Masterplan Parks
5,630
(5,630)
0
0
0
0 SCHED
~
Pedestrian/Cyclist Counters
6,200
(6,200)
0
0
0
0 SCHED
15,830
(15,830)
0
0
0
0
Division Total Infrastructure Division ~
AutoCAD Training
5,000
(5,000)
0
0
0
0 SCHED
~
Bylaw Update
9,820
(9,820)
0
0
0
0 SCHED
~
Reid's Corner Sidewalk & Landscaping
9,680
(9,680)
0
0
0
0 EXT EVENT
24,500
(24,500)
0
0
0
0
Division Total Active Living & Culture Division ~
Cultural Plan Implementation Sister
3,680
(3,680)
0
0
0
0 SCHED
~
City Program
7,500
(7,500)
0
0
0
0 BASE POL
~
Homeless- Serving System Strategy
1,750
(1,750)
0
0
0
0 EXT EVENT
~
Social Policy Framework
5,750
(5,750)
0
0
0
0 SCHED
18,680
(18,680)
0
0
0
0
4,000
(4,000)
0
0
0
0 SCHED
6,330
(6,330)
0
0
0
0 MULTIYEAR
10,330
(10,330)
0
0
0
0
4,670
(4,670)
0
0
0
0 EXT EVENT
4,670
(4,670)
0
0
0
0
Division Total Human Resources & Community Safety Division Human Resources & Risk Management Code of Conduct and Ethics Project ~ ~
Collective Bargaining Division Total
Human Resources & Community Safety Division Community Safety Lived Experience Peer Employment ~ Division Total
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Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
4,950
(4,950)
0
0
0
0 SCHED
Division Total
4,950
(4,950)
0
0
0
0
Grand Total
6,388,970
(4,236,070)
0
(877,690)
(523,850)
(751,360)
Financial Services Division ~
Corporate Update - Financial Services Oversight
~ denotes request details not included in carryover volume.
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2020 Operating Requests Carryover Budget Summary - Utility Funds Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
50,000
(50,000)
0
0
0
0 SCHED
103,640
(103,640)
0
0
0
0 EXT EVENT
46,150
(46,150)
0
0
0
0 SCHED 0 MULTIYEAR
Water 540 Emergency Response Plan Update Water 540 Poplar Point Pump Station Rock Slope Stabilization 541 Irrigation Model and Data Management ~ Drought Management Plan
34,860
(34,860)
0
0
0
541 Filtration Exclusion, Particle Size Study
37,760
(37,760)
0
0
0
0 SCHED
542 Water Integration Planning
35,620
(35,620)
0
0
0
0 SCHED
542 Water Master Plan Update
58,220
(58,220)
0
0
0
0 DESIGNOPT
543
Varty Creek Environmental Assessment 543 Source Water Protection Plan
20,000
(20,000)
0
0
0
0 SCHED
12,650
0
0
(12,650)
0
0 EXT EVENT
544 Waterwise Landscape Material Program ~ * Kelowna Integrated Water Project
30,000
(30,000)
0
0
0
0 SCHED
15,000
(15,000)
0
0
0
0 MULTIYEAR
0
0
0
0
0
0 MULTIYEAR
0
0
0
0
0
0 MULTIYEAR
0
0
0
0
0
0 EXT EVENT
0
0
0
0
0
0 EXT EVENT
0
0
0
0
0
0 MULTIYEAR
~
* Water Integration Long-Range Plan
~
* 20 Year Servicing Plan and DCC Bylaw Update 523 * Kelowna Integrated Water Asset Management 525 * Time Series Data Extraction from SCADA ~ * SEKID Transition Team Department Total
443,900
(431,250)
0
(12,650)
0
0
88,260
(88,260)
0
0
0
0 SCHED
0
0
0
0
0
0 SCHED
0
0
0
0
0
0 MULTIYEAR
0
0
0
0
0
0 EXT EVENT
88,260
(88,260)
0
0
0
0
250,000
(250,000)
0
0
0
0 MULTIYEAR
100,000
(100,000)
0
0
0
0 SCHED
350,000
(350,000)
0
0
0
0
882,160
(869,510)
0
0
0
Wastewater 544 Sewer Lift Station Condition Assessment 522 * Biosolids Management Plan ~
* 20 Year Servicing Plan and DCC Bylaw Update 525 * Time Series Data Extraction from SCADA Department Total
Airport ~
East Lands Development
524 * Okanagan Gateway Transportation Study Department Total
Sub-Total
(12,650)
Page 515
2020 FINANCIAL PLAN
CITY OF KELOWNA
Grand Total
882,160
(869,510)
0
(12,650)
0
0
~ denotes request details not included in carryover volume. * italics - denotes that this is a shared (part of another department) operating request. In the originating department, the title is denoted by an '*'. # where there are zero amounts in all columns, this denotes the project is included in the general fund with funding from the utility as seen in the general fund summary.
Page 516
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Planning & Development Services Development Services
Title:
Review & Re-Write of Business Licence Bylaw
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Due to a delay in the Licensing Software launch to early Spring 2020, an extension is necessary to ensure the changes being made in the new bylaw design both with fees and licence category structures are not contradictory to the Licensing Software Integration Project. With the launch in Spring 2020 the bylaw review project should be completed by Summer or Fall 2020.
2019 Budget:
25,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 25,000 Economic resiliency - City policies are enabling investment
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
25,000
(25,000)
0
0
0
0
0
Division: Department:
Partnerships & Investments Parks & Buildings Planning
Priority: 1
Title:
City Hall, Phase IV - Renovations
Reason: Design Option ONE-TIME CARRYOVER
Justification: Carryover is requested to complete the lease and maintenance costs of temporary office space to accommodate staff currently located on the Garden level of City Hall. This portion of the project was delayed as a re-design was required to account for movement of additional staff not originally part of the renovation plan. Anticipated completion is 2020.
2019 Budget:
31,680
2019 Expenditures: Carryover Requested:
20,970
Strategic Direction:
2020
10,710 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
10,710
(10,710)
0
0
0
0
0
Page 517
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
City Yards Accommodation Study
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to complete the study delayed due to internal scheduling demands. Completion of the project is pending final recommendations from City Yards Building Conditions Assessment Report. Anticipated completion is Q3 2020.
2019 Budget:
45,780
2019 Expenditures: Carryover Requested:
29,370
Strategic Direction:
2020
16,410 People - Ability to attract, select & retain talent
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
16,410
(16,410)
0
0
0
0
0
Division: Department:
Partnerships & Investments Parks & Buildings Planning
Priority: 1
Title:
Heritage Asset Restoration Program
Reason: Design Option ONE-TIME CARRYOVER
Justification: Carryover is requested to continue the ongoing work on the Heritage Asset Restoration Program. The Expression of Interest for partners for the adaptive re-use of Cameron House yielded poor results, and alternative models will be sought during 2020. The outcome of this project and the Surtees property recently completed, will then be used to create a master plan for the other Cityowned heritage assets. Anticipated completion is 2021.
2019 Budget:
46,710
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 46,710 Vibrant neighbourhoods - Animated parks & public spaces
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
46,710
(46,710)
0
0
0
0
0
Page 518
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Long Term Shoreline Plan - Mission Creek Area
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: This is a multi-year study to develop a Long Term Shoreline Plan from Mission Creek to Rotary Beach in partnership with the Province and neighbouring landowners. Carryover is requested as additional information and changes have been requested by the Province. The City has an ongoing contractual commitment to consultants for this study. Anticipated completion is 2020 pending approval from the Ministry.
2019 Budget:
58,140
2019 Expenditures: Carryover Requested:
33,560
Strategic Direction:
2020
24,580 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
24,580
(24,580)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Delivery
Priority: 1
Title:
Manhattan Point North Dock Repairs
Reason: External Event ONE-TIME CARRYOVER
Justification: This project was part of the 2017 Flood Recovery application for Disaster Financial Assistance, but was denied funding approval due to pre-existing damage. Limited budget has been secured from the insurance reserve to make interim conditions safe, while longer term plans are made. Carryover is requested to remove sections of dock, replace pilings, supply and install new timbers, decking and hardware and for some permitting and electrical works which are expected to be complete in Spring of 2020.
2019 Budget:
28,400
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
100 28,300 Other - Extraordinary or Unforeseen Obligation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
28,300
(28,300)
0
0
0
0
0
Page 519
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Rick Hansen Foundation Accessibility Grant - Ben Lee Park
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The City received a Provincial grant for this project in late 2019 and therefore it was too late in the year to complete the work. Carryover is requested to install longer length hands free faucets, washroom hardware, a mirror and an automatic door opener for the all-user washroom at the park. Work is expected to be complete by Spring 2020.
2019 Budget:
19,940
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
4,950 14,990 Vibrant neighbourhoods - Accessible and multi-purpose amenities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
14,990
0
0
(14,990)
0
0
0
Division: Department:
Infrastructure Infrastructure
Priority: 1
Title:
2017 Flood Recovery - Operating
Reason: External Event ONE-TIME CARRYOVER
Justification: The riparian restoration work was not completed in Fall 2019 due to the contractor's schedule. The contractor missed the Fall 2019 planting window and now the Engineer is recommending that Spring 2020 is when the plants will have the best chance of survival. The riparian restoration plantings on foreshore restoration projects Sutherland Bay, Sarsons Beach and Cedar Creek are expected to be completed in the Spring of 2020. Only $128k is required to complete remaining work - $53K for Cedar Creek Spring Planting, $30k for Mill Creek Stump Treatment and Removal and $45K for Sutherland Spring Planting.
2019 Budget:
1,621,480
2019 Expenditures: 2019 Budget Not Required: Carryover Requested:
1,046,200 447,280 128,000
Strategic Direction:
2020
Environmental protection - Emergency response & preparation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
128,000
(49,600)
0
(78,400)
0
0
0
Page 520
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Infrastructure Infrastructure
Title:
2018 Freshet Recovery Projects - Operating
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Ministry of Forests, Lands, Natural Resources Regulatory requirements as well as Disaster Financial Assistance approvals of a lower cost option have delayed scheduling of construction on Bellevue Creek Varney Court Damaged Concrete. The work was awarded in late 2019 and construction is expected to be complete by early 2020.
2019 Budget:
324,800
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
97,100 227,700 Environmental protection - Emergency response & preparation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
227,700
(43,700)
0
(184,000)
0
0
0
Division: Department:
Infrastructure Infrastructure
Priority: 1
Title:
Bylaw 7900 - Update to Design and Construction Standards
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to complete this multiyear project. Schedules 4 & 5 of the Subdivision Development and Servicing Manual (Bylaw 7900) pertains to the design and construction standards for all new infrastructure work in the city. These standards are referenced by private developers and city staff when building new infrastructure. The last update to these standards was several years ago and it is time to complete a thorough review to ensure standards reflect good engineering practice and are relevant and practical to Kelowna's growing community. This project will review schedules 4 & 5 of Bylaw 7900, compare against best practice, recommend changes and implement those changes in revisions to the bylaw. The Water, Sanitary Sewer and Approved Product List was updated and approved by Council in 2018. Drainage, electrical and street lights were sections completed in 2019. Transportation is planned for 2020 and will require additional staff resources not available in 2019. 2019 Budget:
39,890
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 39,890 Clear direction - Services, processes & business activities are transformed
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
39,890
(39,890)
0
0
0
0
0
Page 521
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Avocet Wetland Restoration
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: This project is for detail design and regulatory approvals in order to provide suitable alternate habitat for the Avocet outside of landfill operational limits. The study was not completed due to consultant scheduling issues related to the major flooding that occurred in 2018 and 2019 and waiting for the Design, Operation, and Closure Plan to be completed. The study is expected to be complete in 2020.
2019 Budget:
150,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 150,000 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
150,000
(150,000)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Biosolids Management Plan
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The Regional Biosolids Compost Facility receives biosolids from Kelowna, Vernon and Lake Country and converts them into a safe and highly-effective soil conditioner known as OgoGrow. The plan was not completed in 2019 due to scheduling issues. In September 2019, the consultant was selected to examine the prospects for a new digester for the City. Carryover is requested to examine scope capacity, cost, location and timing. The project is anticipated to be completed by the end of March 2020.
2019 Budget:
295,300
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
21,170 274,130 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
274,130
0
0
0
0
(91,380)
(182,750)
Page 522
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Landfill Nuisance Response
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The nuisance modelling and forecasting contract started in 2019 is not complete yet due to the engineering company having delays. The remaining commitment is around $15,000, with possibly some minor additional scope items to address. To be completed in June 2020.
2019 Budget:
100,000
2019 Expenditures: 2019 Budget Not Required: Carryover Requested: Strategic Direction:
2020
43,080 36,920 20,000 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
20,000
(20,000)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Priority: 1
Title:
Kelowna Integrated Water Asset Management
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested for this project for consulting and other necessary work related to the Kelowna Integrated Water Asset Management project. Work was delayed due to the consultant's timeframe and is expected to be complete at the end of 2020.
2019 Budget:
99,100
2019 Expenditures: Carryover Requested: Strategic Direction: Amount 2020
99,100
0 99,100 Clear direction - Common understanding of future direction Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
0
0
0
0
0
(99,100)
Page 523
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Okanagan Gateway Transportation Study
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The Okanagan Gateway Planning Study, a partnership with the Ministry of Transportation and the University of British Columbia, is currently developing recommendations for the future transportation network surrounding the Kelowna International Airport, UBC and adjacent areas. Recommendations from the study will be integrated into the Regional Transportation Plan (RTP) and Transportation Master Plan (TMP) for consideration. The Gateway Study is advancing in coordination with the TMP and RTP, balancing resources and schedules between concurrent planning initiatives. Work is expected to be complete by mid-2020.
2019 Budget:
297,200
2019 Expenditures: Carryover Requested:
133,700
Strategic Direction:
2020
163,500 Transportation & mobility - More opportunities to learn about transportation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
163,500
(110,040)
0
(43,550)
0
(9,910)
0
Division: Department:
Infrastructure Infrastructure Engineering
Priority: 1
Title:
Area Based Water Management Planning
Reason: Design Option ONE-TIME CARRYOVER
Justification: The initial scoping and development of the project charter by all regional partners has been signed. Stage 1 of the Area Based Water Management Plan is now in process and is expected to be complete by end of March 2020 in conjunction with Water Integration Plan funding. Stage 2 of the Area based Plan is anticipated to start in April 2020 and will include development of the strategic plan, and identification of best management practices by all participants moving forward. The works will include engaging with stakeholders and developing further communications protocols and processes. Stage 2 of the project will be completed by the end of 2020.
2019 Budget:
187,410
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
64,540 122,870 Environmental protection - Emergency response & preparation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
122,870
(122,870)
0
0
0
0
0
Page 524
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Mill Creek Long Term Maintenance Permit
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to continue obtaining a long-term maintenance permit which was delayed by discussions with the Province. The process, now tied with the Area Based Water Management Planning Strategy will continue in Spring 2020 with plans to obtain a permit by September 2020.
2019 Budget:
75,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
2,800 72,200 Environmental protection - Emergency response & preparation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
72,200
(72,200)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Priority: 1
Title:
Time Series Data Extraction from SCADA
Reason: External Event ONE-TIME CARRYOVER
Justification: A carryover is required to continue the process with a consultant to assist with re-directing time series data, such as rainfall, temperature, creek flow, lake levels and other non-critical data series, for availability to the public and use in the Emergency Operations Centre (EOC) and other communities. The project was delayed as staff worked on internal IS processes needed to house the information to be extracted from the SCADA server located at the Wastewater Treatment Facility. This is a three year project to be completed in 2021.
2019 Budget:
55,070
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 55,070 Environmental protection - Emergency response & preparation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
55,070
0
0
0
0
0
(55,070)
Page 525
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Energy Savings Program
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The energy reserve operating budget from 2019 was intended to be used for LED light replacements in multiple civic facilities. Due to a number of unexpected emergent projects in 2019, the LED project was not able to be completed. This request is to carryover the funds to complete these lighting projects in 2020. Expected completion is November 2020.
2019 Budget:
80,000
2019 Expenditures: Carryover Requested:
57,750
Strategic Direction:
2020
22,250 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
22,250
(22,250)
0
0
0
0
0
Division: Department:
Civic Operations Civic Operations
Title:
Parks Yard Electrical Upgrade
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: This project is to upgrade the under-sized electrical services at the Parks Yard in order to meet power requirements of the facility and City greenhouses. Carryover is requested as the project has been delayed due to challenges to determine transformer capacity. A consultant is completing the final details of the new design and work is planned to start late in Q1 with completion in Q2 of 2020.
2019 Budget:
64,600
2019 Expenditures: Carryover Requested:
18,520
Strategic Direction:
2020
46,080 Vibrant neighbourhoods - Animated parks & public spaces
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
46,080
(46,080)
0
0
0
0
0
Page 526
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
2019 CRI Firesmart Community Funding
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: A carryover is required as once the grant was approved in April the weather conditions were not right to complete the work. This work typically takes place in the late winter or early spring as it requires snow covered frozen ground. This work is anticipated to take place in early 2020 before spring melt.
2019 Budget:
100,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
1,380 98,620 Vibrant neighbourhoods - Animated parks & public spaces
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
98,620
0
0
(98,620)
0
0
0
Division: Department:
Civic Operations Utility Services
Title:
Biofilter Cover
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The Biofilter Cover was designed to allow access to change out filter materials, provide weather protection and security. A preliminary design was completed and circulated through the affected working groups. Carryover is requested to allow the Biofilter Cover construction to be included as part of the mechanic shop design/build scheduled. The anticipated completion date is Q4 2020.
2019 Budget:
50,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 50,000 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
50,000
(50,000)
0
0
0
0
0
Page 527
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Concrete Crushing - Landfill
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: The concrete pile that was used to prepare the sub-base of working areas was re-scoped without the need for crushing in 2018/19. Now that this sub-base has been prepared, carryover is requested to crush remaining concrete and rock on site for the upper working surfaces of the construction areas. A portion of this budget was used in 2019 and the rest is expected to be used in 2020.
2019 Budget:
230,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
34,630 195,370 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
195,370
(195,370)
0
0
0
0
0
Division: Department:
Civic Operations Utility Services
Title:
Landfill - Security Cameras
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested as this project was delayed in order to align with another Landfill camera project later in the year to achieve electrical hook-up efficiencies. Anticipated completion is 2020.
2019 Budget:
25,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
4,250 20,750 Community Safety - Crime rates are decreasing
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
20,750
(20,750)
0
0
0
0
0
Page 528
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Landfill and Nuisance SCADA
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: This budget is requested for partial implementation of recommendations required for the Supervisory Control and Data Acquisition (SCADA) upgrades for the landfill nuisance monitoring system. These monitoring systems will be based on the Nuisance Study that is about to be finalized by the City's consultant. This report took longer than expected, so the monitoring equipment could not be procured in 2019. Anticipated completion is Q3 2020.
2019 Budget:
100,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 100,000 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
100,000
(100,000)
0
0
0
0
0
Division: Department:
Civic Operations Utility Services
Priority: 1
Title:
Roberts Lake Environmental Management
Reason: Design Option ONE-TIME CARRYOVER
Justification: Carryover is requested to study impacts of the 2018 flood release from the Landfill to Roberts Lake and examine future mitigation options. The project has undergone re-scoping based on initial preliminary works and additional mitigative studies are required in 2020 to develop a full plan to mitigate future flooding.
2019 Budget:
50,000
2019 Expenditures: Carryover Requested:
12,550
Strategic Direction:
2020
37,450 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
37,450
(37,450)
0
0
0
0
0
Page 529
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Waste Management
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The final closeout and transfer of the waste management contract to the new contractor was delayed due to unexpected external events. Carryover is requested to complete the closeout and transfer in 2020.
2019 Budget:
1,133,165
2019 Expenditures: Carryover Requested:
1,020,535
Strategic Direction:
2020
112,630 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
112,630
(112,630)
0
0
0
0
0
Division: Department:
Civic Operations Utility Services
Priority: 1
Title:
Odour Remediation - Cerise Drive
Reason: External Event ONE-TIME CARRYOVER
Justification: The majority of the work for this project has been completed by the contractor in late 2019. The contractor has a few outstanding items that will require a new PO to complete. As this outstanding work is temperature sensitive and is best completed Spring 2020 when the weather is more cooperative.
2019 Budget:
50,000
2019 Expenditures: Carryover Requested:
12,440
Strategic Direction:
2020
37,560 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
37,560
(37,560)
0
0
0
0
0
Page 530
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Active Living & Culture Cultural Services
Title:
Community Grant Policy
Priority: 1
Reason: Policy ONE-TIME CARRYOVER
Justification: Per the Community Grant Policy No. 380, funds not expended in a focus area in any given year will be automatically carried over and retained for use in the same focus area in the subsequent year.
2019 Budget:
458,210
2019 Expenditures: Carryover Requested:
402,240
Strategic Direction:
2020
55,970 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
55,970
(55,970)
0
0
0
0
0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Event Support Policy
Priority: 1
Reason: Policy ONE-TIME CARRYOVER
Justification: Per the Event Support Policy No. 381, funds not expended in a focus area in any given year will be automatically carried over and retained for use in the same focus area in the subsequent year.
2019 Budget:
160,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
63,190 96,810 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
96,810
(96,810)
0
0
0
0
0
Page 531
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Human Resources & Community Safety HR Health, Safety & Labour
Title:
Risk Assessment & Safe Work Procedures Development
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Due to limited resources and multiple emergent safety issues that could not be delayed the project was postponed in 2019 to meet operational requirements. Staffing is now in place to complete the project in 2020.
2019 Budget:
33,830
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
4,500 29,330 Community Safety - Data and analysis is used to understand problems & target responses
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
29,330
(29,330)
0
0
0
0
0
Division: Department:
Human Resources & Community Safety HR Health, Safety & Labour
Title:
Safety Management Software Project
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: The Software consultants were building a new module to accommodate Safety Department's needs which is taking longer than expected. Proposed software is currently being evaluated against Safety's feedback following initial testing and validation session.
2019 Budget:
101,600
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
55,390 46,210 People - Organizational values prepare us for the future
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
46,210
(46,210)
0
0
0
0
0
Page 532
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Human Resources & Community Safety Compensation & Benefits
Title:
Kelowna Fire Department Mental Health Program
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested due to a staff delay in reviewing and finalizing work completed by the consultant. The work that began in 2019 needs to be re-visited and revised with anticipated completion in Q2 2020.
2019 Budget:
30,000
2019 Expenditures: Carryover Requested:
13,610
Strategic Direction:
2020
16,390 People - Ability to attract, select & retain talent
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
16,390
(16,390)
0
0
0
0
0
Division: Department:
Human Resources & Community Safety Community Safety
Title:
RCMP Mobile Command Center
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The RCMP Fleet Services Department completes all special orders in the fall of a given year. As such, the purchase of the vehicle was delayed until September 2019, with expected delivery by March 31, 2020. Furthermore, the unit will require outfitting for use as a Mobile Command Center. Outfitting the unit will be handled by an outside company. This requires an RFP which is being worked on. Completion of the vehicle is expected by the end of RCMP fiscal year 2020 -21, March 31, 2021.
2019 Budget:
180,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 180,000 Community Safety - Residents feel safe
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
180,000
(180,000)
0
0
0
0
0
Page 533
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Crime Prevention through Environmental Design Training
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Intention was to use this funding for a Crime Prevention Through Environmental Design (CPTED) Training Consultant. Due to unforeseen priority issues in late 2019, this training was deferred to early 2020. The initiative is about developing a City Team to conduct employ CPTED in the design of new spaces (i.e., parks) and in the remediation of existing spaces, including community businesses, to create safer neighbourhoods. Project expected to be completed in 2020.
2019 Budget:
19,690
2019 Expenditures: Carryover Requested: Strategic Direction:
5,790 13,900 Social & inclusive - Homelessness is decreasing
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
13,900
(13,900)
0
0
0
0
0
2020 Division: Department:
Human Resources & Community Safety Community Safety
Title:
Portable Washroom Facilities
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: Detail design took longer than expected and it was decided to open the new facility in the Spring of 2020 rather than Winter 2019. This development was reported to Council. The operating budget for the initial operating phase is only for three months (April June 2020), six months additional operating budget was approved in the 2020 Provisional Budget to provide for nine months of operation in 2020.
2019 Budget:
116,250
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
11,510 104,740 Social & inclusive - Inclusivity and diversity are increasing
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
104,740
(104,740)
0
0
0
0
0
Page 534
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Human Resources & Community Safety Community Safety
Title:
Bylaw Services Needs Assessment
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover requested due to draft report, submitted November 2019, was not internally reviewed and finalized until February 2020 due to unforeseen events and higher priority items.
2019 Budget:
40,000
2019 Expenditures: Carryover Requested:
25,900
Strategic Direction:
2020
14,100 Community Safety - Data and analysis is used to understand problems & target responses
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
14,100
(14,100)
0
0
0
0
0
Division: Department:
Corporate Strategic Services Corporate Strategic Services
Title:
Corporate Vision and Culture
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: This carryover is to continue to launch a refreshed corporate vision and values and maintain an ongoing conversation inside the organization about the culture and strategy. This work is identified as a corporate priority for 2019 - 2022 as "Organizational values prepare us for the future." The work was started, but not completed in 2019 as originally planned to due a scope change.
2019 Budget:
87,290
2019 Expenditures: Carryover Requested:
12,130
Strategic Direction:
2020
75,160 Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
75,160
(75,160)
0
0
0
0
0
Page 535
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Corporate Strategic Services Community Engagement
Title:
Citizen Survey
Priority: 1
Reason: Council Approved ONE-TIME CARRYOVER
Justification: A Council Resolution R904/17/11/06 directed staff to conduct the 2018 Citizen Survey in Fall 2018 to coincide with the new four-year Council term and that subsequent surveys be scheduled every two years. These funds will contribute to ongoing funding in 2020 to complete the project and support data-driven decision making for council priorities.
2019 Budget:
14,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 14,000 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
14,000
(14,000)
0
0
0
0
0
Division: Department:
Financial Services Financial Services
Title:
Value for Money Audit
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Value for money audits help support the safeguarding of assets and align with Council priorities for strong financial management. A consultant was engaged in the fall of 2019 but was unable to complete the project in 2019. Anticipated completion is early 2020.
2019 Budget:
30,000
2019 Expenditures: Carryover Requested:
16,050
Strategic Direction:
2020
13,950 Financial management - Cost to deliver services is quantified
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
13,950
(13,950)
0
0
0
0
0
Page 536
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
GST Compliance Review
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: In 2017 a GST consultant was hired to update the compliance process, system, and contracts with third parties. Numerous GST issues were recognized that require future consulting. Due to staff changes some of the GST issues identified were not completed during the year. Anticipated completion is Q4 2020.
2019 Budget:
51,750
2019 Expenditures: Carryover Requested:
23,100
Strategic Direction:
2020
28,650 Financial management - Lower value activities are improved or stopped
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
28,650
(28,650)
0
0
0
0
0
Division: Department:
Financial Services Financial Services
Priority: 1
Title:
ERP Development - Consulting for Payroll Archiving
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: This project is to improve payroll performance by creating an archiving process for historic transactions. The work was started in December 2019 when consultants were available. It is expected that the work will be completed in Q2 2020.
2019 Budget:
30,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
4,340 25,660 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
25,660
(25,660)
0
0
0
0
0
Page 537
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Payroll System Improvements
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The project to improve payroll configurations was delayed due to the complex issues in this project and a change in consultant. Carryover is requested as the new consultant will be restarting in 2020 and the project is expected to be completed in Q3.
2019 Budget:
100,980
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
8,900 92,080 Financial management - Lower value activities are improved or stopped
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
92,080
(92,080)
0
0
0
0
0
Division: Department:
Financial Services Purchasing
Priority: 1
Title:
Enhancement of Corporate Purchasing Card Program
Reason: Design Option ONE-TIME CARRYOVER
Justification: This project is interoperable with the Unit4 Approval Workflow project and can only be completed once the Approval Workflow has been implemented. The Approval Workflow project is taking longer than expected to complete but is planned for a Q4 2020 implementation/completion.
2019 Budget:
55,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 55,000 Financial management - Lower value activities are improved or stopped
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
55,000
(55,000)
0
0
0
0
0
Page 538
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Financial Services Purchasing
Title:
Unit 4 Business World Approval Workflow
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: This project is about 40% complete and will take more time to fully implement. Resourcing challenges for this project slowed progress and the early designs need to be scoped with the consultant. Completion is expected by Q4 of 2020.
2019 Budget:
80,000
2019 Expenditures: Carryover Requested:
11,090
Strategic Direction:
2020
68,910 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
68,910
(68,910)
0
0
0
0
0
Page 539
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Emergency Response Plan Update - Water
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Due to the SEKID project and the mid year hiring of a new Water Operations Manager, the Emergency Response Plan was unable to start. The project remains an important priority as identified in the Auditor General's report on the Water Utility. Staff are now in place and project is ready to commence and completion is expected by the end of 2020.
2019 Budget:
50,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 50,000 Environmental protection - Emergency response & preparation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
50,000
(50,000)
0
0
0
0
0
Division: Department:
Civic Operations Utility Services
Priority: 1
Title:
Poplar Point Pump Station Rock Slope Stabilization
Reason: External Event ONE-TIME CARRYOVER
Justification: The consultant's report has now been completed with final design. Contractor was delayed due to weather. The project is anticipated to be completed in Q1 of 2020.
2019 Budget:
116,600
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
12,960 103,640 Environmental protection - Emergency response & preparation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
103,640
(103,640)
0
0
0
0
0
Page 540
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Irrigation Model and Data Management
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to continue the irrigation data management work as decisions and licenses require annual measurements and data compilation. The irrigation model component is complete, however there is still significant data needs and calibration to complete in 2020. Work was not completed in 2019 due to City staff working on other projects. The project continues to align with the City's Drought Management Plan and development of the irrigation water rate structure. The work will be complete by end of summer, 2020.
2019 Budget:
50,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
3,850 46,150 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
46,150
(46,150)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Priority: 1
Title:
Filtration Exclusion, Particle Size Study
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The Filtration Exclusion is a key part of our ability to provide drinking water without costly filtration. Keeping this exclusion requires testing, studies and measures. After working with the consultant more questions arose from City staff resulting in the work not being completed in 2019. Carryover is requested to continue the modeling process as part of the City-wide water system work to better predict and develop water quality parameters. This project will continue to the end of 2020.
2019 Budget:
51,070
2019 Expenditures: Carryover Requested:
13,310
Strategic Direction:
2020
37,760 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
37,760
(37,760)
0
0
0
0
0
Page 541
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Water Integration Planning
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The City has implemented a number of water capital planning initiatives leading to a Water Integration Plan that works across the community. Carryover is requested to address the next phases of capital works to support a resilient water supply and high quality across the City. The work will be completed by end of Summer 2021.
2019 Budget:
51,420
2019 Expenditures: Carryover Requested:
15,800
Strategic Direction:
2020
35,620 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
35,620
(35,620)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Water Master Plan Update
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: Carryover is requested to continue the update of the City utility 10 year Water Master Plan to accommodate the changes from the implementation of the Kelowna Integrated Water Project. This includes the new capital fund needs of the agricultural system, including the 12 new dams acquired as part of the South East Kelowna Integration District (SEKID) integration. Some of the work includes the final modeling integration of the new irrigation system. The Water Master Plan updates will be included with the Official Community Plan updates. It is anticipated that this project will be complete by Summer 2021.
2019 Budget:
58,220
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 58,220 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
58,220
(58,220)
0
0
0
0
0
Page 542
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Varty Creek Environmental Assessment
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Assessment was not completed in 2019 as it was associated with a larger Source Water Protection Plan (SWPP) that is in progress. Outcome of the SWPP will determine the extent of Varty Creek assessment in 2020. Environmental consulting will be engaged at that time with completion expected in Q3 of 2020.
2019 Budget:
20,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 20,000 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
20,000
(20,000)
0
0
0
0
0
Division: Department:
Civic Operations Utility Services
Priority: 1
Title:
Source Water Protection Plan
Reason: External Event ONE-TIME CARRYOVER
Justification: Majority of the work has been completed, however public consultation and various public education campaigns are required before implementation. Carryover is required due to contractor delays to complete communication efforts and for an Environmental Consultant. Funding for this project was obtained through an Okanagan Basin Water Board grant in 2019.
2019 Budget:
17,590
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
4,940 12,650 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
12,650
0
0
(12,650)
0
0
0
Page 543
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Waterwise Landscape Material Program
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Not all of the funds were utilized in 2019 due to the late roll out of the rebate program, communication effort required, and seasonal sensitivity of the rebate. This will be promoted in early 2020 by the communications team and Environmental contractor.
2019 Budget:
30,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
0 30,000 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
30,000
(30,000)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Priority: 1
Title:
Sewer Lift Station Condition Assessment
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The City owns and operates over 40 sewer lift stations that must remain in operation with backup capabilities at all times. The project deliverable is a comprehensive report from the inspection and review of the most critical 20 lift stations and development of a prioritized repair and replacement program, assisting with long term capital planning. The project was initiated by a consultant in mid-summer 2019 and is anticipated to be complete by March 2020.
2019 Budget:
125,000
2019 Expenditures: Carryover Requested: Strategic Direction:
2020
36,740 88,260 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
88,260
(88,260)
0
0
0
0
0
Page 544
2020 FINANCIAL PLAN
CITY OF KELOWNA
Capital Budget Page 545
2020 FINANCIAL PLAN
CITY OF KELOWNA
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Page 546
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Carryover Budget Summary - General Fund Page Type
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Utility Reason
750,000
(750,000)
0
0
0
0 MULTIYEAR
828,470
(828,470)
0
0
0
0 MULTIYEAR
124,520
(124,520)
0
0
0
0 MULTIYEAR
L1 - General Land
1,702,990
(1,702,990)
0
0
0
0
556 Renew Chapman Parkade - Infrastructure Renewal 556 New Chapman Parkade - Secure Parking Area ~ Renew Parking Equipment and Facilities
39,780
(39,780)
0
0
0
0 EXT EVENT
198,000
(198,000)
0
0
0
0 EXT EVENT
156,210
(156,210)
0
0
0
0 MULTIYEAR
L3 - Parking Infrastructure
393,990
(393,990)
0
0
0
0
11,190
(11,190)
0
0
0
0 MULTIYEAR
T2 - DCC Roads - Active Transportation
11,190
(11,190)
0
0
0
0
Cost Center Totals
2,108,170
(2,108,170)
0
0
0
0
37,820 49,800
(37,820) (49,800)
0 0
0 0
0 0
0 EXT EVENT 0 EXT EVENT
77,570 446,780
(77,570) (446,780)
0 0
0 0
0 0
0 MULTIYEAR 0 SCHED
47,830
(47,830)
0
0
0
0 DESIGNOPT
659,800
(659,800)
0
0
0
0
38,370 28,070
(38,370) (28,070)
0 0
0 0
0 0
0 MULTIYEAR 0 EXT EVENT
389,300
(389,300)
0
0
0
0 EXT EVENT
455,740
(455,740)
0
0
0
0
18,650 3,408,060 10,230
(18,650) (3,408,060) (10,230)
0 0 0
0 0 0
0 0 0
0 SCHED 0 MULTIYEAR 0 EXT EVENT
110,150 823,100
(110,150) (823,100)
0 0
0 0
0 0
0 DESIGNOPT 0 DESIGNOPT
4,370,190
(4,370,190)
0
0
0
0
295,500
0
0
0
0
(295,500) SCHED
Real Estate and Parking Capital ~ ~ ~
~
New
Affordable Housing Land Acquisition Renew Property Acquisition – 1475 Ellis Street Growth Property Acquisition – 380 Harvey Avenue
New
Property Acquisition - Dickson Ave 1514
Building Capital 557 Renew Apple Bowl Track Resurfacing 557 Growth Mission Recreation Park Softball Quadplex Viewing Deck Expansion ~ Renew Parkinson Recreation Centre 558 Renew Parks Infrastructure Renewal Washroom Renovations 558 Renew People’s Washroom and Pop up Kiosk B1 - Parks and Recreation Buildings ~
New
Art Walk Extension
559 Renew Kelowna Community Theatre, Stage - Curtains & Piano 559 Renew Kelowna Library, Chiller Replacement B2 - Community and Cultural Buildings 560 Renew City Hall - Boiler ~ Renew City Hall Improvements 560 Renew City Hall, Council Chambers Audiovisual System 561 New Police Services Building - Public Art 561 Renew Water St Firehall #2 - Repairs B3 - Civic/Protective Service Buildings 562 New
Water Support Facilities - Yards Location
Page 547
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
B4 - Transportation and Public Works
295,500
0
0
0
0
Capital Opportunities & Partnership Program
31,080
(31,080)
0
0
0
0 EXT EVENT
B6 - Capital Opportunities and Partnerships
31,080
(31,080)
0
0
0
0
Cost Center Totals
5,812,310
(5,516,810)
0
0
0
(295,500)
162,440
(162,440)
0
0
0
0 SCHED
162,440
(162,440)
0
0
0
0
77,180 14,240
(77,180) (14,240)
0 0
0 0
0 0
0 MULTIYEAR 0 MULTIYEAR
91,420
(91,420)
0
0
0
0
223,350
(223,350)
0
0
0
0 EXT EVENT
P5 - Recreation Park Development
223,350
(223,350)
0
0
0
0
564 Growth Boyce-Gyro Park Parking Lot and Improvements 564 Renew City Park, Phase 2 - Design & Construction ~ Growth Dog Beaches 565 Renew Hobson Rd Park - Interim Access 565 New Interim Park Access 566 Renew Kerry Park ~ Renew Property Acquisition - Lakeshore Rd 3676 566 Renew Strathcona Park
158,910
(158,910)
0
0
0
0 SCHED
9,000,000
(2,430,000)
0 (6,570,000)
0
0 WAITGRAN
25,040 15,800 71,790 24,670 82,870
(25,040) (15,800) (71,790) (24,670) (82,870)
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
503,460
(503,460)
0
0
0
0 EXT EVENT
9,882,540
(3,312,540)
0 (6,570,000)
0
0
210,630
(210,630)
0
0
0
0 DESIGNOPT
210,630
(210,630)
0
0
0
0
250,060 101,000
(250,060) (101,000)
0 0
0 0
0 0
0 EXT EVENT 0 SCHED
351,060
(351,060)
0
0
0
0
141,970 101,590 37,570
(141,970) (101,590) (37,570)
0 0 0
0 0 0
0 0 0
0 MULTIYEAR 0 MULTIYEAR 0 EXT EVENT
20,450
(11,850)
0
0
(8,600)
0 EXT EVENT
P9 - Capital Opportunities Partnership
301,580
(292,980)
0
0
(8,600)
0
Cost Center Totals
11,223,020
(4,644,420)
0 (6,570,000)
(8,600)
0
562 New
Utility Reason (295,500)
Parks Capital 563 Growth Barlee Park Expansion P3 - Neighbourhood Park Development ~ ~
Growth Rowcliffe Park Renew Rutland Centennial Park - Phase 3 P4 - Community Park Development
563 Growth Glenmore Recreation Park, Phase 2 Construction
P6 - City-wide Park Development 567 Renew Knox Mountain Park, Paul´s Tomb Trail P7 - Linear/Natural Area Park Development 567 Renew City Park - Foreshore Protection 568 Renew Irrigation Infrastructure Renewal P8 - Renewal, Rehabilitation & Infra ~ New Boyce-Gyro Park Public Art ~ Renew Kelowna Memorial Park Cemetery 568 New Laurel Packinghouse Courtyard Museum Partnership 569 New Upper Mission Trail Building Partnership
MULTIYEAR EXT EVENT DESIGNOPT DESIGNOPT MULTIYEAR
Transportation Capital ~
Growth Clement 1 DCC (St.Paul - Graham)
569 Growth Gordon 1 DCC (Frost - South Perimeter), Road
466,750 1,842,900
(466,750) 0 (555,000) (1,287,900)
0 0
0 0
0 MULTIYEAR 0 EXT EVENT
Page 548
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
1,656,000
(1,656,000)
0
0
0
0 EXT EVENT
192,830
(192,830)
0
0
0
0 EXT EVENT
230,980
(230,980)
0
0
0
0 DESIGNOPT
28,930
(28,930)
0
0
0
0 MULTIYEAR
1,137,080
(1,137,080)
0
0
0
0 MULTIYEAR
7,842,040
(1,971,340) (5,870,700)
0
0
0 EXT EVENT
T1 - DCC Roads
13,397,510
(6,238,910) (7,158,600)
0
0
0
572 Growth Casorso 4 DCC (Raymer - KLO), ATC 572 New Dilworth DCC Active Transportation Corridor ~ Growth Ethel 3C DCC (Rose - Raymer), ATC ~ Growth Ethel 4 DCC (SutherlandSpringfield), ATC ~ Growth Ethel 5 DCC (Springfield-Rose), ATC ~ Renew Houghton 1 DCC (Nickel - Rails with Trails), ATC ~ Growth Sutherland 1 DCC (Gordon - Burtch), ATC 573 Growth Sutherland 2 DCC (Lake - Gordon), ATC
13,670 169,840
(13,670) (169,840)
0 0
0 0
0 0
0 DESIGNOPT 0 DESIGNOPT
113,930 526,160
(113,930) (526,160)
0 0
0 0
0 0
0 MULTIYEAR 0 MULTIYEAR
2,428,730 401,340
(2,428,730) (401,340)
0 0
0 0
0 0
0 MULTIYEAR 0 MULTIYEAR
3,022,860
(629,460)
0
0 (2,393,400)
0 MULTIYEAR
1,373,160
(1,373,160)
0
0
0 EXT EVENT
8,049,690
(5,656,290)
0
0 (2,393,400)
249,890 184,800
(150,000) (65,660)
0 0
(99,890) 0
0 (119,140)
0 SCHED 0 EXT EVENT
434,690
(215,660)
0
(99,890)
(119,140)
0
319,160 457,000 13,350 250,880 43,240
(319,160) (457,000) (13,350) (250,880) (43,240)
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
T4 - Transportation System Renewal
1,083,630
(1,083,630)
0
0
0
0
577 New Active Transportation Corridor 577 Renew Alternate Hwy 97 Multi-use Pathway Access to UBC Campus 578 Growth Central Green - Hwy 97 Right Turn Lane to Pandosy 578 Growth Clement & Gordon Intersection Improvements 579 Growth Clement & Gordon Intersection Land ~ New Okanagan Rail Trail 579 New UBCO-University South PedestrianCycling Bridge
432,610 23,910
(432,610) (23,910)
0 0
0 0
0 0
0 DESIGNOPT 0 EXT EVENT
204,440
(204,440)
0
0
0
0 DESIGNOPT
45,940
(45,940)
0
0
0
0 EXT EVENT
80,000
(80,000)
0
0
0
0 EXT EVENT
193,160 143,890
(35,040) (109,570)
0 (158,120) 0 (34,320)
0 0
0 MULTIYEAR 0 EXT EVENT
T5 - Bicycle Network
1,123,950
(931,510)
0 (192,440)
0
0
215,260
(215,260)
0
0
0 DESIGNOPT
570 Growth Hollywood 7 (Sexsmith - Appaloosa), Land 570 Growth Hollywood 7 DCC (Sexsmith Appaloosa), Road 571 Growth Lakeshore 1 DCC Bridge at Bellevue Creek ~ Growth Lakeshore 4 DCC (Lanfranco Richter), Road ~ Growth McCulloch Area DCC (KLO/Hall/Spiers) 571 Growth South Perimeter 1 DCC (Gordon Dr Stewart 1), Road
T2 - DCC Roads - Active Transportation 573 Renew City of Kelowna Highway Signage 574 Renew Deferred Revenue Projects T3 - Non-DCC Roads 574 575 575 576 576
Renew Renew Renew Renew Renew
580 New
Bridge Rehabilitation Roads Resurfacing Sidewalk and Bikeway Renewal Street Light Renewal Traffic Signal and Communications Upgrades and Renewals
Sidewalk Network Expansion
0
0
Utility Reason
0
DESIGNOPT DESIGNOPT EXT EVENT DESIGNOPT DESIGNOPT
Page 549
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
215,260
(215,260)
0
0
0
0
75,840
(75,840)
0
0
0
0 SCHED
25,440 65,850 144,690
(25,440) (65,850) (144,690)
0 0 0
0 0 0
0 0 0
0 EXT EVENT 0 SCHED 0 DESIGNOPT
T7 - Safety and Operational Improvements
311,820
(311,820)
0
0
0
0
New
151,090
(151,090)
0
0
0
0 MULTIYEAR
151,090
(151,090)
0
0
0
0
53,370
(53,370)
0
0
0
0 EXT EVENT
53,370
(53,370)
0
0
0
0
24,821,010 (14,857,540) (7,158,600) (292,330) (2,512,540)
0
T6 - Sidewalk Network 580 New
Crosswalk Safety - Signals and Flashers 581 Growth Safe Routes to School Program 581 New Traffic Calming 582 Growth Traffic Signal - Spall at Springfield
~
Traffic Signals and Roundabouts T8 - Traffic Control Infrastructure
582 New
Transit - New Equipment T9 - Transit Facilities Cost Center Totals
Utility Reason
Solid Waste Capital 583 Renew Landfill Equipment GPS Replacement SW1 - Equipment ~
New
583 New 584 New
Landfill Liner Design and Construction Mechanic Shop Odour Management - Glenmore Road H2S Monitoring Station SW2 - Site Improvement
584 Growth Landfill Gas & Leachate Recirculation Laterals 585 New Leachate and Landfill Gas Header SW3 - Gas Management 585 New
Compost Facility, Biosolids Leachate Containment SW4 - Leachate Management
586 New 586 New
Landfill Drainage & Groundwater Management Surface Water Management - Bredin Irrigation
SW5 - Drainage & Groundwater Management 587 Renew Landfill Gas Quonset Roof Replacement and Upgrades 587 Growth Landfill Old Entrance Filling Preparation ~ Renew Stockpiles and Reprocessing Areas Relocation SW7 - Landfill Area Development 588 Renew Landfill Bin Replacement SW9 - Solid Waste Renewal
120,000
(120,000)
0
0
0
0 DESIGNOPT
120,000
(120,000)
0
0
0
0
188,720
(188,720)
0
0
0
0 MULTIYEAR
927,120 50,000
(927,120) (50,000)
0 0
0 0
0 0
0 DESIGNOPT 0 DESIGNOPT
1,165,840
(1,165,840)
0
0
0
0
50,000
(50,000)
0
0
0
0 EXT EVENT
525,750
(525,750)
0
0
0
0 DESIGNOPT
575,750
(575,750)
0
0
0
0
41,190
0
0
0
(40,460)
(730) EXT EVENT
41,190
0
0
0
(40,460)
(730)
194,850
(194,850)
0
0
0
0 EXT EVENT
148,500
(148,500)
0
0
0
0 DESIGNOPT
343,350
(343,350)
0
0
0
0
65,610
(65,610)
0
0
0
0 DESIGNOPT
842,670
(842,670)
0
0
0
0 DESIGNOPT
3,458,840
(3,458,840)
0
0
0
0 MULTIYEAR
4,367,120
(4,367,120)
0
0
0
0
90,000
(90,000)
0
0
0
0 SCHED
90,000
(90,000)
0
0
0
0
Page 550
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
6,703,250
(6,662,060)
0
0
(40,460)
1,670,000 11,900
(1,000,000) (11,900)
0 (670,000) 0 0
0 0
0 MULTIYEAR 0 DESIGNOPT
1,681,900
(1,011,900)
0 (670,000)
0
0
163,820
(163,820)
0
0
0
0 DESIGNOPT
163,820
(163,820)
0
0
0
0
92,850 150,000 185,140 100,000
(92,850) (30,000) (185,140) (100,000)
0 0 0 (120,000) 0 0 0 0
0 0 0 0
0 0 0 0
D3 - Storm Water Renewal
527,990
(407,990)
0 (120,000)
0
0
Cost Center Totals
2,373,710
(1,583,710)
0 (790,000)
0
0
1,031,100 42,850
(693,740) (42,850)
0 0
0 0
0 0
(337,360) MULTIYEAR 0 EXT EVENT
599,960
(316,920)
0
0
0
(283,040) MULTIYEAR
341,310 2,398,070
(341,310) (2,398,070)
0 0
0 0
0 0
0 MULTIYEAR 0 MULTIYEAR
317,110
(317,110)
0
0
0
0 DESIGNOPT
4,730,400
(4,110,000)
0
0
0
1,263,870
(1,263,870)
0
0
0
0 EXT EVENT
I4 - Communications Systems
1,263,870
(1,263,870)
0
0
0
0
Cost Center Totals
5,994,270
(5,373,870)
0
0
0
(620,400)
4,564,140
(4,111,140)
0
0
(124,330)
(328,670) SCHED
V2 - Vehicle / Equipment Renewal
4,564,140
(4,111,140)
0
0
(124,330)
(328,670)
Cost Center Totals
4,564,140
(4,111,140)
0
0
(124,330)
(328,670)
800,260
(800,260)
0
0
0
0 MULTIYEAR
F1 - Vehicle / Equipment Renewal
800,260
(800,260)
0
0
0
0
Cost Center Totals
800,260
(800,260)
0
0
0
0
Cost Center Totals
Utility Reason (730)
Storm Drainage Capital ~ New Mill Creek Flood Protection 588 Renew Spencer Road Mill Creek Drainage Improvements D1 - Hydraulic Upgrading Program 589 New
Chichester Pond - Sediment Forebay D2 - Storm Drainage Quality Program
589 590 590 591
New Renew Renew New
Adams Rd Drainage Improvement Flood Recovery 2017 - Capital Jean Road Drainage Improvements Smith Outfall Vault Power Supply
DESIGNOPT EXT EVENT EXT EVENT DESIGNOPT
Information Services Capital ~ Renew Asset Management System 591 Renew Class Registration Software Replacement ~ Renew Integrated Utility Billing and Property Tax System Software ~ Renew Major Systems Projects ~ Renew Major Systems Projects – Planning and Permitting 592 New Records and Information Management System I3 - Major System Projects 592 New
Fibre Optic Network, Phase II & III
(620,400)
Vehicle & Mobile Equipment 593 Renew Equipment and Vehicle Replacement
Fire Capital ~
Renew Tenders 1 and 4
Sub-Total
64,400,140 (45,657,980) (7,158,600) (7,652,330) (2,685,930)
(1,245,300)
~ denotes request details not included in carryover volume. Page 551
2020 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Type
Description
Amount
Reserve
8,190
(8,190)
8,190
Bankhead Park - Playground Knox Mountain Park Improvements
Borrow
Fed/Prov
Dev/Com
Utility Reason
0
0
0
0 SCHED
(8,190)
0
0
0
0
5,000
(5,000)
0
0
0
0 EXT EVENT
5,010
(5,010)
0
0
0
0 EXT EVENT
4,610
(4,610)
0
0
0
0 SCHED
14,620
(14,620)
0
0
0
0
5,240
(5,240)
0
0
0
0 SCHED
5,240
(5,240)
0
0
0
0
6,270
(6,270)
0
0
0
0 EXT EVENT
Cost Center Totals
6,270
(6,270)
0
0
0
0
Grand Total
64,434,460
(45,692,300)
(7,158,600) (7,652,330)
(2,685,930)
Building Capital ~ Renew H2O, Pool Equipment Cost Center Totals Parks Capital ~ Renew ~ Renew
~ Growth Glenmore Recreation Park Cost Center Totals Transportation Capital ~ Renew Transit - Equipment Renewal Cost Center Totals Information Services Capital ~ Renew
Financial Reporting System
(1,245,300)
~ denotes request details not included in carryover volume.
Page 552
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Carryover Budget Summary - Utility Funds Page Type
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Utility Reason
594 Renew Airport Hazard Beacons and Towers
20,900
(20,900)
0
0
0
0 EXT EVENT
A1 - Airside
20,900
(20,900)
0
0
0
0
2,778,140
(2,778,140)
0
0
0
0 EXT EVENT
528,580 79,380 20,990
(528,580) (79,380) (20,990)
0 0 0
0 0 0
0 0 0
0 SCHED 0 EXT EVENT 0 EXT EVENT
A2 - Groundside
3,407,090
(3,407,090)
0
0
0
0
596 Renew Chiller and Cooling Tower ~ Renew Airport Roof Replacement Program 597 Renew Airport Air Terminal Building Advertising Nodes 597 Renew Air Terminal Complex Capital Replacements
416,280 1,621,860 261,140
(416,280) (1,621,860) (261,140)
0 0 0
0 0 0
0 0 0
0 EXT EVENT 0 MULTIYEAR 0 SCHED
200,030
(200,030)
0
0
0
0 DESIGNOPT
A3 - Terminal
2,499,310
(2,499,310)
0
0
0
0
13,355,860 (13,355,860)
0
0
0
0 MULTIYEAR
(1,478,840)
0
0
0
0 MULTIYEAR
A4 - AIF
14,834,700 (14,834,700)
0
0
0
0
Cost Center Totals
20,762,000 (20,762,000)
0
0
0
0
Airport Capital
594 Renew Airport Convair Way Parking Lot Upgrades 595 Renew Airport Parking Lot Equipment 595 Renew Airport Road Improvements 596 Renew Airport Tugway Gate Upgrade
~ ~
Growth Soaring Beyond 2.5 Million Passengers AIF Program Renew Drive to 1.6 Million Passengers AIF Program
1,478,840
Water Capital 598 Renew Skyline Pump Station DCC Electrical Building Upgrades
895,780
(895,780)
0
0
0
0 DESIGNOPT
895,780
(895,780)
0
0
0
0
172,110
(172,110)
0
0
0
0 MULTIYEAR
W5 - DCC Offsite & Oversize
172,110
(172,110)
0
0
0
0
598 Renew Ethel 5 Watermain, Springfield Rose 599 Renew Ethel St Watermain Replacement, Sutherland - Springfield 599 Renew McClure Booster - Replacement 600 Renew Skyline Pump Station Repairs ~ Renew Water Meter Replacement Program
700,000
(700,000)
0
0
0
0 SCHED
408,130
(408,130)
0
0
0
0 SCHED
265,950 147,950 767,500
(265,950) (147,950) (767,500)
0 0 0
0 0 0
0 0 0
0 SCHED 0 DESIGNOPT 0 MULTIYEAR
W6 - Network and Facility Renewal
2,289,530
(2,289,530)
0
0
0
0
195,880
(195,880)
0
0
0
0 SCHED
15,240 100,000 20,000 9,228,050
(15,240) (100,000) (20,000) (9,228,050)
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
W2 - DCC Booster Stations & PRVs ~
Growth Offsite & Oversize - Water
600 Renew Chute Lake Rd Pressure Reducing Valve Upgrade ~ Renew Data Radio Replacement - Water 601 Growth Kettle Valley Reservoir Upgrade 601 New Mobile Water Refill Station 602 Growth SEKID Separation
MULTIYEAR SCHED DESIGNOPT DESIGNOPT
Page 553
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Fed/Prov
Dev/Com
(4,177,300) (91,410)
0 (9,254,820) 0 0
0 0
0 DESIGNOPT 0 SCHED
W7 - Network and Facility Improvements
23,082,700 (13,827,880)
0 (9,254,820)
0
0
Cost Center Totals
26,440,120 (17,185,300)
0 (9,254,820)
0
0
602 Growth South End Water Upgrades 603 New Water Meter Reading and Servicing Repatriation
Amount
Reserve
13,432,120 91,410
Borrow
Utility Reason
Wastewater Capital ~ ~ ~
1,444,340 1,349,180
(1,444,340) (1,349,180)
0 0
0 0
0 0
0 MULTIYEAR 0 MULTIYEAR
943,230
(943,230)
0
0
0
0 MULTIYEAR
3,736,750
(3,736,750)
0
0
0
0
1,031,470
(1,031,470)
0
0
0
0 MULTIYEAR
1,031,470
(1,031,470)
0
0
0
0
121,260
(121,260)
0
0
0
0 MULTIYEAR
121,260
(121,260)
0
0
0
0
80,000
(80,000)
0
0
0
0 SCHED
72,570
(72,570)
0
0
0
0 SCHED
294,220
(294,220)
0
0
0
0 SCHED
924,090
(924,090)
0
0
0
0 DESIGNOPT
742,930 327,490
(742,930) (327,490)
0 0
0 0
0 0
0 MULTIYEAR 0 SCHED
2,441,300
(2,441,300)
0
0
0
0
80,600
(80,600)
0
0
0
0 EXT EVENT
WW6 - Network and Facility Improvements
80,600
(80,600)
0
0
0
0
Cost Center Totals
7,411,380
(7,411,380)
0
0
0
0
0 (9,254,820)
0
0
Growth Gyro Forcemain DCC Growth Swordy DCC Sanitary Sewer Upgrades Growth Water Street DCC Force Main WW1 - DCC Pipes (Mains)
~
Renew Guy St Lift Station Renewal DCC WW2 - DCC Lift Stations
~
Renew Offsite & Oversize Wastewater WW4 - DCC Oversize
603 Renew Ethel 5 Sanitary Improvements, Springfield - Rose 604 Renew Ethel St Sanitary Replacement, Sutherland - Springfield 604 Renew Flintoft Avenue - Sanitary Replacement 605 Renew Manhattan Dr - Sanitary Replacement ~ New Wastewater Support Facilities 605 Renew WWTF Administration Building Roof WW5 - Network and Facility Renewal 606 Renew Byrns Rd 1749 Property Acquisition
Sub-Total
54,613,500 (45,358,680)
~ denotes request details not included in carryover volume.
Page 554
2020 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Type
Description
Amount
Reserve
6,210
(6,210)
Cost Center Totals
6,210
(6,210)
Grand Total
54,619,710
(45,364,890)
Borrow
Fed/Prov
Dev/Com
Utility Reason
0
0
0
0 SCHED
0
0
0
0
0 (9,254,820)
0
0
Airport Capital ~ Renew
Airport Paging System
~ denotes request details not included in carryover volume.
Page 555
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital Chapman
Title:
Parkade - Infrastructure Renewal
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2018 L3 CARRYOVER
Justification: Carryover of the remaining 2019 budget is requested to allow for completion of works already underway including concrete repairs and reapplication of the protective traffic deck coating. The project is substantially complete, but minor works are required to be completed in the Spring 2020 due to the weather and seasonality requirements for product application and curing. Additional work for this project is planned for 2021, a new budget request will be submitted to suit this scope of work.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 39,780
894,900 855,120 39,780 Economic resiliency - Infrastructure deficit is reduced Reserve (39,780)
Borrow
Department: Cost Center:
Capital Projects Real Estate and Parking Capital Chapman
Title:
Parkade - Secure Parking Area
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 L3 CARRYOVER
Justification: Carryover is requested to complete the project work initiated in Q3, 2019. Supplier delays related to custom order assemblies, which are required to complete this project, have extended the anticipated completion date to the end of Q1, 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 198,000
198,000 0 198,000 Community Safety - Residents feel safe Reserve (198,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 556
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2018 B1
Title:
Apple Bowl Track Resurfacing
CARRYOVER
Justification: The Apple Bowl Stadium Track resurfacing project included the installation of a crossfit training area. There were multiple obstacles encountered during the construction period which have now all been resolved and the fitness equipment has been installed. However, the work will carry over into 2020 and includes fine grading outside the training area, irrigation repair, topsoil and sodding, and chain link fence repair. Work will be complete by April 30, 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 37,820
111,400 73,580 37,820 Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (37,820)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Building Capital
Title:
Mission Recreation Park Softball Quadplex Viewing Deck Expansion
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2017 B1 CARRYOVER
Justification: The general contractor was not able to coordinate and execute the work required to deliver the project in 2019. The carryover is required to administer the project with completion extended to spring 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 49,800
302,990 253,190 49,800 Vibrant neighbourhoods - Animated parks & public spaces Reserve (49,800)
Borrow
Fed/Prov
Dev/Com
Utility
Page 557
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2017 B1
Title:
Parks Infrastructure Renewal - Washroom Renovations
CARRYOVER
Justification: The construction schedule was determined to be too long to be completed safely before summer 2019. To avoid not having a central washroom during the busy summer, the demolition of existing washroom was postponed until after summer. Construction of the new washroom followed demolition and the new washroom is now underway and scheduled to be complete prior to summer of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 446,780
643,860 197,080 446,780 Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (446,780)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
People’s Washroom and Pop up Kiosk
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 B1 CARRYOVER
Justification: Detail design took longer than expected and it was decided to open the new facility in the spring of 2020 rather than the winter of 2019. This project is expected to be completed by Q2 of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 47,830
89,780 41,950 47,830 Social & inclusive - Inclusivity and diversity are increasing Reserve (47,830)
Borrow
Fed/Prov
Dev/Com
Utility
Page 558
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 B2
Title:
Kelowna Community Theatre, Stage - Curtains & Piano
CARRYOVER
Justification: The refurbishment, structural repair and refinishing of the 1961 concert grand piano was anticipated to take at least 12 months and began in April 2019. The project is currently 50% complete and is expected to finish Spring 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 28,070
64,000 35,930 28,070 Other - Supports Base Business Reserve (28,070)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Library, Chiller - Replacement
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 B2 CARRYOVER
Justification: The library chiller is nearing the end of its serviceable useful life. This project will improve the mechanical function and operations at the facility. Carryover is requested because the engineering consultant was unable to complete the design over the summer to allow the project to start in fall 2019 as the equipment install can only be completed during the winter. A request for proposal will be released with construction starting in October 2020. Substantial completion will be in May/April 2021.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 389,300
415,600 26,300 389,300 Other - Supports Base Business Reserve (389,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 559
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
City Hall - Boiler
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 B3 CARRYOVER
Justification: The remaining portion of the project includes the controls upgrade associated with the equipment install. Due to scheduling constraints, the controls upgrade was unable to start until the equipment install was finished which has shifted the completion date of the project into Q1 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction:
350,000 331,350 18,650 Other - Supports Base Business
Amount 18,650
Reserve (18,650)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Building Capital
Title:
City Hall, Council Chambers - Audiovisual System
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 B3 CARRYOVER
Justification: Budget is requested to complete the project relating to Council Chambers - Audiovisual System. Due to equipment order shipping delays installation of the equipment was unable to be completed. Final work from main contractor being completed in January 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 10,230
230,100 219,870 10,230 Other - Supports Base Business Reserve (10,230)
Borrow
Fed/Prov
Dev/Com
Utility
Page 560
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 B3
Title:
Police Services Building - Public Art
CARRYOVER
Justification: This is a multi-year project is scheduled to be completed by end of 2020. The design develop (DDP) stage was extended due to budget concerns and re-design. Final DDP submission for approval is scheduled for early in Q4 of 2019. Fabrication will occur after the DDP submission is approved. Fabrication is scheduled to be complete by end of Q2 and installation is scheduled for end of Q3. The unveiling and wrap-up to be completed in Q4 of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 110,150
135,220 25,070 110,150 Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive Reserve (110,150)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Water St Firehall #2 - Repairs
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 B3 CARRYOVER
Justification: A masonry condition assessment of this iconic heritage building in downtown Kelowna was completed in 2014 and made several recommendations to maintain or improve the exterior envelope of the building. Due to the lapse in time from the report, an updated review and assessment was completed in 2019 to re-confirm the scope of work to rehabilitate the exterior envelope and prepare design documentation associated with the work. Carryover is requested for continuing detailed design and advancing the procurement for construction services. Construction will commence in 2020 once the weather is conducive for exterior work. The construction is scheduled to be complete Fall 2020. 2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 823,100
851,660 28,560 823,100 Other - Supports Base Business Reserve (823,100)
Borrow
Fed/Prov
Dev/Com
Utility
Page 561
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 B4
Title:
Water Support Facilities - Yards Location
CARRYOVER
Justification: This project is predicated on the restructuring of the current water and wastewater divisions, with dependencies on the Yards Accommodation review and master plan for space allocation to suit the reorganization. Work to relocate the Water Supply group to the Yards has been delayed pending the Yards Accommodation review and master plan as well as the relocation of Utilities Construction to the former SEKID property scheduled for January 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 295,500
300,000 4,500 295,500 Environmental protection - Predictive modelling & forecasting Reserve
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Building Capital
Title:
Capital Opportunities & Partnership Program
Dev/Com
Utility (295,000)
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 B6 CARRYOVER
Justification: This is a partnership project with School District 23 in the Ponds neighbourhood. City funding was allocated to help fund the development of dedicated multi-functional space (Neighbourhood Learning Centre) in the new Canyon Falls Junior Middle School completed in 2019. The work was not completed in 2019 due to access issues. Millwork, room upgrades, furniture and storage have been purchased, and storage will be built/purchased once the gym storage area is finished. Other building improvements to make the space more accessible, to allow the City to utilize other school spaces (wood shop etc) and to meet licensing requirements for preschool are anticipated in 2020. This work will be completed by fall of 2020. 2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 31,080
60,000 28,920 31,080 Vibrant neighbourhoods - Key sites are proactively planned Reserve (31,080)
Borrow
Fed/Prov
Dev/Com
Utility
Page 562
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Barlee Park Expansion
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 P3 CARRYOVER
Justification: Barlee Park construction was delayed due to scheduling of house demolition and service disconnections (September). By the time the site was ready for the landscape and irrigation installation, it was too late in the season. To date - the house demo, rough grading, concrete, playground installation, and site furnishings have been installed. The landscape contractor is scheduled to start the landscape and irrigation installation as soon as it is possible in the spring of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 162,440
300,000 137,560 162,440 Vibrant neighbourhoods - Animated parks & public spaces Reserve (162,440)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Parks Capital
Title:
Glenmore Recreation Park, Phase 2 - Construction
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 P5 CARRYOVER
Justification: While Phase 2 of the sports fields component of the project achieved substantial completion in Fall 2019, it did so later than originally scheduled owing to the contractor's performance. The carryover is requested in order to complete administration of Phase 2 project costs. To be completed in November 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 223,350
2,100,000 1,876,650 223,350 Vibrant neighbourhoods - Animated parks & public spaces Reserve (223,350)
Borrow
Fed/Prov
Dev/Com
Utility
Page 563
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2017 P6
Title:
Boyce-Gyro Park Parking Lot and Improvements
CARRYOVER
Justification: Carryover is requested for sitework/landscaping adjacent the new washroom. As washroom construction was postponed to minimize impact during the busy tourist season, the site work / landscaping was postponed as well. Construction has commenced and will be complete prior to summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 158,910
333,970 175,060 158,910 Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (158,910)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
City Park, Phase 2 - Design & Construction
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Awaiting Grant 10 Yr Cap Plan Ref: 2019 P6 CARRYOVER
Justification: In late 2018 the City made application for a Federal Community, Culture & Recreation Grant. A decision on the grant was expected in November, but to date the City has not received any official word back from the grant agency regarding the City's application. Carryover is requested, to extend the opportunity to secure the grant and to reflect the 2020 capital budget submission for improvements to City Park. Completion date pending a decision on the grant.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 9,000,000
9,000,000 0 9,000,000 Vibrant neighbourhoods - Animated parks & public spaces Reserve (2,430,000)
Borrow
Fed/Prov (6,570,000)
Dev/Com
Utility
Page 564
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 P6
Title:
Hobson Rd Park - Interim Access
CARRYOVER
Justification: Carryover is requested for the installation of purchased site furnishings, four adirondack chairs and concrete picnic tables not arriving until January 2020; signage will also be installed in the spring. Project completion is expected by April 30, 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 15,800
50,000 34,200 15,800 Vibrant neighbourhoods - Animated parks & public spaces Reserve (15,800)
Department: Cost Center:
Capital Projects Parks Capital
Title:
Interim Park Access
Borrow
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 P6 CARRYOVER
Justification: Carryover is requested to complete the parking lot at Poplar Point allowing Knox Mountain park access. Internal staff design decisions are ongoing in order to properly address impacts on the Wastewater utility service in the area. Project to be complete in September 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 71,790
108,770 36,980 71,790 Vibrant neighbourhoods - Key sites are proactively planned Reserve (71,790)
Borrow
Fed/Prov
Dev/Com
Utility
Page 565
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Kerry Park
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 P6 CARRYOVER
Justification: The funding for this project was originally intended to make improvements to the waterfront retaining walls, to reduce or repair erosion impacts and to extend their service life which was completed in 2019. Carryover is requested in order to enable The City to utilize its historic design consultants for Kerry Park to assist in coordinating the design of the park with the design of the proposed Westcorp development adjacent to the park. Issues of grading, servicing, circulation and tree management are arising on a more frequent basis as the design for the adjacent development progresses. Ability to fund design effort and energy on the park on an as needed basis will enable the City to protect and coordinate its interests for the park and the waterfront. Completion date subject to timing of Westcorp development proposal. 2019 Budget: 2019 94,640 Expenditures: 69,970 Carryover Requested: 24,670 Strategic Direction: Amount 24,670
Vibrant neighbourhoods - Animated parks & public spaces Reserve (24,670)
Department: Cost Center:
Capital Projects Parks Capital
Title:
Strathcona Park
Borrow
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2012 P6 CARRYOVER
Justification: The City received construction approval from the Ministry of Forests, Lands and Natural Resource Operations Region & District for its Section 11 application in August (The approval received in 2018 was for the design of the project). To meet the conditions of the construction approval the work must be done when the lake is at its lowest level (Mar-Apr). The shoreline work will be completed then and completion of the upland landscaping and trail construction will follow later, in the summer of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 503,460
554,490 51,030 503,460 Vibrant neighbourhoods - Animated parks & public spaces Reserve (503,460)
Borrow
Fed/Prov
Dev/Com
Utility
Page 566
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 P7
Title:
Knox Mountain Park, Paul´s Tomb Trail
CARRYOVER
Justification: The project to stabilize the slope, widen the access road and replace the crib wall was issued for quotes, but the quoted prices submitted were significantly over the available budget. The design is currently being re-worked and an alternate scope for the project will be issued for quotes in winter 2019, with construction to follow in spring or fall 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 210,630
250,000 39,370 210,630 Vibrant neighbourhoods - Animated parks & public spaces Reserve (210,630)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
City Park - Foreshore Protection
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2012 P8 CARRYOVER
Justification: The City received construction approval from the Ministry of Forests, Lands and Natural Resource Operations Region & District for its Section 11 application in September 2019 (The approval received in 2018 was for the design of the project). To satisfy the conditions of the construction approval the work must be done when the lake is at its lowest level (Mar-Apr). The shoreline work will be completed in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 250,060
262,020 11,960 250,060 Vibrant neighbourhoods - Animated parks & public spaces Reserve (250,060)
Borrow
Fed/Prov
Dev/Com
Utility
Page 567
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2017 P8
Title:
Irrigation Infrastructure Renewal
CARRYOVER
Justification: The design work for the next stage of irrigation replacement was completed for the small Cemetery works and Mission Rec Park Irrigation Phase 2. The delayed construction of the viewing deck project at Mission Rec Park limited the ability to undertake the irrigation replacement without further impacts to the softball users, so the work was deferred to spring 2020. The small Cemetery works and Mission Rec Park Irrigation Phase 2 will be completed by Fall of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 101,000
152,520 51,520 101,000 Vibrant neighbourhoods - Animated parks & public spaces Reserve (101,000)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Parks Capital
Title:
Laurel Packinghouse Courtyard - Museum Partnership
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2017 P9 CARRYOVER
Justification: Funding and cost challenges prevented all of the required work to be contracted out and executed in 2019. A budget amendment at the end of the 2019 fiscal year has provided funding that will enable installation of irrigation and basic landscaping in spring 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 37,570
725,290 687,720 37,570 Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (37,570)
Borrow
Fed/Prov
Dev/Com
Utility
Page 568
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2016 P9
Title:
Upper Mission Trail Building Partnership
CARRYOVER
Justification: This is a multi-year partnership with the developer of the Ponds neighbourhood. Carryover is required in order to cover the City's share of trail construction when the developer is ready to construct it. Completion date subject to developer progress.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 20,450
64,000 43,550 20,450 Vibrant neighbourhoods - Animated parks & public spaces Reserve (11,850)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Gordon 1 DCC (Frost - South Perimeter), Road
Dev/Com (8,600)
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 T1 CARRYOVER
Justification: Carryover is requested for the design and construction of Gordon Drive from its current end to South Perimeter Road. Further to Council's approval to proceed, design was completed in Spring 2019 and environmental and archaeological permits were pursued. Both are currently outstanding and are anticipated by Spring 2020 with construction starting in Summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 1,842,900
1,842,900 0 1,842,900 Economic resiliency - Top talent is living in Kelowna Reserve (555,000)
Borrow (1,287,900)
Fed/Prov
Dev/Com
Utility
Page 569
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 T1
Title:
Hollywood 7 (Sexsmith - Appaloosa), Land
CARRYOVER
Justification: Carryover is requested to complete land acquisitions in 2020. Discussions with adjacent landowners continued in 2019 to facilitate the acquisition of required right-of-way identified with the concept design work. Detailed design for the road works in a separate carryover are expected in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 1,656,000
1,656,000 0 1,656,000 Transportation & mobility - Travel times are optimized Reserve (1,656,000)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Hollywood 7 DCC (Sexsmith - Appaloosa), Road
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2018 T1 CARRYOVER
Justification: Carryover is requested for the detailed design of Hollywood Road between Academy Way and north of Appaloosa Road. Discussions with adjacent landowners continued in 2019 to facilitate the acquisition of required right-of-way. It is anticipated that land acquisitions will be completed in 2020. Concept design work has identified required right of way with detailed design expected in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 192,830
200,240 7,410 192,830 Transportation & mobility - People of all ages & abilities can easily get around Reserve (192,830)
Borrow
Fed/Prov
Dev/Com
Utility
Page 570
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 T1
Title:
Lakeshore 1 DCC Bridge at Bellevue Creek
CARRYOVER
Justification: Carryover is requested to complete the detailed design for superstructure replacement of the existing vehicle bridge of Bellevue Creek at Lakeshore Rd and a new active transportation corridor bridge immediately downstream. Remaining funds will be consolidated with the 2020 budget request for construction which is expected to be complete by Summer 2021.
2019 Budget: 2019 Expenditures: Carryover Requested:
280,000 49,020 230,980
Strategic Direction:
Transportation & mobility - People of all ages & abilities can easily get around
Amount 230,980
Reserve (230,980)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2016 T1 CARRYOVER
Justification: Carryover is requested for design and construction of South Perimeter Road from Gordon Drive to Stewart Road West. Following Council's approval to proceed, design was completed in Spring 2019 and environmental and archaeological permits were pursued. Both permits are outstanding with a target for approval in Spring 2020, followed by construction starting in Summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 7,842,040
7,866,130 24,090 7,842,040 Transportation & mobility - Travel times are optimized Reserve (1,971,340)
Borrow (5,870,700)
Fed/Prov
Dev/Com
Utility
Page 571
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 T2
Title:
Casorso 4 DCC (Raymer - KLO), ATC
CARRYOVER
Justification: Carryover is requested to complete the planning for the active transportation corridor connection from the south end of Ethel Street to KLO. Through the Summer of 2019, staff have been focused on advancing design for the last phase on Ethel (Guisachan to Raymer), and initiation of this planning process was delayed until late Fall. The team has identified design options for evaluation and review has started. Engagement and potential partnership with Okanagan College will inform the preferred concept and future detailed design and construction. A preferred alternative is expected to be selected in early 2020. 2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 13,670
15,000 1,330 13,670 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (13,670)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Dilworth DCC Active Transportation Corridor
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2016 T2 CARRYOVER
Justification: The 2030 Infrastructure Plan identified the Dilworth Active Transportation Corridor as the priority corridor to connect the Okanagan Rail Trail and the Mission Creek Greenway. Through 2019, work was completed to confirm Dilworth as the priority corridor, versus Leckie and Cooper, considering recent transit planning and development in the area. Route and infrastructure options have been evaluated and shortlisted for detailed assessment. Route and cross-section recommendations will be made in 2020, followed by public engagement. Based on this, a conceptual design and a cost estimate for the recommended corridor will be initiated this spring, with the expected completion of preliminary design by the end of 2020. 2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 169,840
187,470 17,630 169,840 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (169,840)
Borrow
Fed/Prov
Dev/Com
Utility
Page 572
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 T2
Title:
Sutherland 2 DCC (Lake - Gordon), ATC
CARRYOVER
Justification: Carryover is requested to complete the construction of the Sutherland Active Transportation Corridor (ATC) at Ethel Street in early 2020. While both the Sutherland ATC west of Ethel and the Ethel ATC south of Sutherland are complete, some elements at the intersection were not completed before the onset of winter conditions.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 1,373,160
4,587,060 3,213,900 1,373,160 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (1,373,160)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
City of Kelowna Highway Signage
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 T3 CARRYOVER
Justification: Designs for the City Sign were presented to Council in April of 2019. Council instructed staff to return with additional information in advance of proceeding with the detailed design. Staff have subsequently collected additional information, however, due to schedule demands, were not able to return to Council in 2019. It is anticipated that staff will present to Council in Q1 of 2020 with a recommendation in order to proceed forward with estimated completion in 2021.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 249,890
249,890 0 249,890 Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive Reserve (150,000)
Borrow
Fed/Prov (99,890)
Dev/Com
Utility
Page 573
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 T3
Title:
Deferred Revenue Projects
CARRYOVER
Justification: Carryover is requested to complete the 2019 Deferred Revenue Projects: Penno Rd & Hwy 97 Sidewalk; Rutland Ct Sidewalk; and Guy St Sidewalk which were delayed due to staff resources in awarding contracts and industry capacity. Design and construction will be underway the beginning of 2020 with expected completion by Summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 184,800
374,680 189,880 184,800 Transportation & mobility - Travel times are optimized Reserve (65,660)
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Bridge Rehabilitation
Borrow
Fed/Prov
Dev/Com (119,140)
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 T4 CARRYOVER
Justification: Carryover is requested for the Bridge Rehabilitation Program that inspects, repairs and maintains the City's road bridges. Design for the Richter Street crossing of Mill Creek is complete and the project has been earmarked for 2020 construction with expected completion Q4 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 319,160
587,540 268,380 319,160 Transportation & mobility - People of all ages & abilities can easily get around Reserve (319,160)
Borrow
Fed/Prov
Dev/Com
Utility
Page 574
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Roads Resurfacing
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 T4 CARRYOVER
Justification: Carryover is requested to complete road resurfacing projects that were delayed due to the City Crack Sealing unit being down for repairs. Projects from 2019 are expected to be completed in Summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 457,000
4,871,630 4,414,630 457,000 Transportation & mobility - Travel times are optimized Reserve (457,000)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk and Bikeway Renewal
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 T4 CARRYOVER
Justification: This annual program undertakes renewal and upgrades to walking and cycling facilities in coordination with pavement and utility renewal projects. Several road marking and utility accommodation elements were not completed in 2019 due to the onset of winter. The completion of remaining works is anticipated in the first half of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 13,350
329,500 316,150 13,350 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (13,350)
Borrow
Fed/Prov
Dev/Com
Utility
Page 575
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Street Light Renewal
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 T4 CARRYOVER
Justification: Carryover is requested to utilize funds to replace street light poles and wiring that have been identified as being at the end of their service life. Poles typically fail through weakening at their bases, due to rusting, where they can be exposed to damp conditions. This program maintains safe and reliable street light assets. Funding will be used to replace poles over the course of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 250,880
558,400 307,520 250,880 Other - Supports Base Business Reserve (250,880)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signal and Communications Upgrades and Renewals
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 T4 CARRYOVER
Justification: Carryover is requested to utilize funds to replace aging traffic signal and communication equipment based on condition, inspection and maintenance reports. Funding will be used over the course of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 43,240
283,945 240,705 43,240 Other - Supports Base Business Reserve (43,240)
Borrow
Fed/Prov
Dev/Com
Utility
Page 576
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 T5
Title:
Active Transportation Corridor
CARRYOVER
Justification: Carryover is requested to complete the Ellis St (Bernard to Buckland) and the Union Rd (Millard to Valley) bike lane projects. The Ellis St works are currently in design and consultation with the Ministry of Transportation and Infrastructure. Staff are currently addressing design challenges associated with the constrained corridor of the Union Rd works. Construction of both projects is anticipated to be complete by the end of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 432,610
715,240 282,630 432,610 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (432,610)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Alternate Hwy 97 Multi-use Pathway Access to UBC Campus
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2011 T5 CARRYOVER
Justification: Carryover is requested to construct wayfinding signage at the UBCO/Bulman Road Connector originally anticipated to be combined with other works in the area however that work was delayed due to regulatory permitting requirements. Work is scheduled to be completed Q2 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 23,910
50,980 27,070 23,910 Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (23,910)
Borrow
Fed/Prov
Dev/Com
Utility
Page 577
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 T5
Title:
Central Green - Hwy 97 Right Turn Lane to Pandosy
CARRYOVER
Justification: Carryover is requested for a right turn lane from Highway 97 to Pandosy Street to improve traffic flow. Design is nearing completion but was delayed by Ministry of Transportation and Infrastructure coordination and property negotiations. Project is expected to be complete in the Summer of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 204,440
213,650 9,210 204,440 Transportation & mobility - Travel times are optimized Reserve (204,440)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Clement & Gordon Intersection Improvements
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 T5 CARRYOVER
Justification: Carryover is requested for safety improvements at the intersection of Clement Ave and Gordon Dr to facilitate the crossing of the Okanagan Rail Trail through the intersection. In 2019, property impacts were identified and owners have been engaged to undertake land acquisition. Land acquisition is expected to be finalized in early 2020, with construction completed in summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 45,940
50,000 4,060 45,940 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (45,940)
Borrow
Fed/Prov
Dev/Com
Utility
Page 578
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 T5
Title:
Clement & Gordon Intersection Land
CARRYOVER
Justification: Carryover is requested to complete the land acquisition at the intersection of Clement Ave and Gordon Dr to facilitate the crossing of the Okanagan Rail Trail through the intersection. In 2019, property impacts were identified and owners have been engaged to undertake land acquisition. Land acquisition is expected to be finalized in early 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 80,000
80,000 0 80,000 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (80,000)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
UBCO-University South Pedestrian-Cycling Bridge
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2018 T5 CARRYOVER
Justification: The John Hindle Drive, roadway, pedestrian/bicycle overpass and multi-use pathway projects are completed except for an outstanding environmental item related to Spadefoot toads. Environmental monitors have tracked toad movements over the past year and developed plans for fencing improvements to guide toads towards an existing culvert. Monitoring is expected to be completed by the end of Spring 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 143,890
364,940 221,050 143,890 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (109,570)
Borrow
Fed/Prov (34,320)
Dev/Com
Utility
Page 579
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 T6
Title:
Sidewalk Network Expansion
CARRYOVER
Justification: Carryover is requested to complete the Leckie Rd, Cadder Ave and Richter St sidewalks which were delayed due to design, scheduling and elevated construction cost estimates. Cadder Ave construction will be coordinated with utility upgrades in 2020. Completion for all three sidewalks is anticipated for Fall 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 215,260
900,870 685,610 215,260 Transportation & mobility - People of all ages & abilities can easily get around Reserve (215,260)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Crosswalk Safety - Signals and Flashers
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 T7 CARRYOVER
Justification: Carryover is requested for two projects identified through the Crosswalk Safety Program that make it safer for active transportation users to walk and bike throughout the City. Crosswalk improvements on Raymer Ave near KSS will be constructed during spring break and a crosswalk on Richter St will be coordinated with resurfacing and bike lane projects. Both projects are expected to be completed by Fall 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 75,840
104,200 28,360 75,840 Transportation & mobility - People of all ages & abilities can easily get around Reserve (75,840)
Borrow
Fed/Prov
Dev/Com
Utility
Page 580
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 T7
Title:
Safe Routes to School Program
CARRYOVER
Justification: Carryover is requested for projects identified through the Safe Routes to School Program that make it easier to walk and bike to school. The majority of 2019 work has been completed, however, some work was delayed until 2020 with the onset of cold weather. This includes items such as pavement markings, signage, and street lighting installation, items more easily installed in warmer weather and/or in coordination with pavement renewal. The completion of outstanding projects is anticipated by the Summer of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 25,440
75,090 49,650 25,440 Transportation & mobility - People of all ages & abilities can easily get around Reserve (25,440)
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Calming
Borrow
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 T7 CARRYOVER
Justification: Carryover is requested to complete the construction of several traffic calming projects. In 2019, public consultation and design for Raymer Rd, Spiers Rd, Bedford Rd, and Belgo Rd were completed. However, installation was delayed due to weather, availability of crews, and water main replacements. The installation of traffic calming is projected to be complete in the first half of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 65,850
81,980 16,130 65,850 Community Safety - Residents feel safe Reserve (65,850)
Borrow
Fed/Prov
Dev/Com
Utility
Page 581
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 T7
Title:
Traffic Signal - Spall at Springfield
CARRYOVER
Justification: This project was combined with the Springfield Road Corridor Traffic Optimization Study. This study is now complete and initial signal work at the intersection with planned signal timing changes is planned for early 2020. The remaining road and median work could not be scheduled in 2019 and will need to be completed in Spring 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 144,690
230,880 86,190 144,690 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (144,690)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - New Equipment
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 T9 CARRYOVER
Justification: Land acquisition in coordination with the Ethel active transportation corridor delayed the construction of a bus stop at Springfield Rd and Ethel St. Additionally, coordination with Fortis delayed the construction of a bus stop at KLO Rd and Casorso Rd. Construction of both bus stops is anticipated to be complete by Spring 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 53,370
179,320 125,950 53,370 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (53,370)
Borrow
Fed/Prov
Dev/Com
Utility
Page 582
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 SW1
Title:
Landfill Equipment GPS Replacement
CARRYOVER
Justification: Fleet services is in the process of replacing the bulldozer at the landfill. In order to ensure efficiency and capability of the GPS system between three pieces of equipment used on site, the replacement GPS system purchase for the compactors has been delayed until the new bulldozer is acquired. Landfill operations is working with fleet personnel to coordinate this and expect this to be completed in Q2 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 120,000
120,000 0 120,000 Other - Supports Base Business Reserve (120,000)
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Mechanic Shop
Borrow
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2016 SW2 CARRYOVER
Justification: A design-builder was selected through a new quality based selection process that added time to procurement phase. The contractor selected proposed a design which included both phase one and phase two construction for a combined cost savings. The additional scope added time to the design phase. Site utilities and rough grading have been completed. Building construction has commenced and is scheduled to be complete summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 927,120
1,163,710 236,590 927,120 Other - Supports Base Business Reserve (927,120)
Borrow
Fed/Prov
Dev/Com
Utility
Page 583
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 SW2
Title:
Odour Management - Glenmore Road H2S Monitoring Station
CARRYOVER
Justification: This project was delayed in 2019 while waste water personnel evaluated an alternate monitoring device. These new monitoring units are better suited to this function, do not require a physical building to be constructed, and would work within the Corporate Asset Management resulting in cost savings for installation and operating efficiencies. It is expected that these will be purchased and installed in Q1 of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 50,000
50,000 0 50,000 Environmental protection - Greenhouse gas emissions are decreasing Reserve (50,000)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Gas & Leachate Recirculation Laterals
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 SW3 CARRYOVER
Justification: Order for these products was placed in September with approximately a 12 week delivery time. Anticipated arrival was for 2019 however they have still not arrived. Carryover is requested to pay for goods received in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 50,000
50,000 0 50,000 Environmental protection - Greenhouse gas emissions are decreasing Reserve (50,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 584
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 SW3
Title:
Leachate and Landfill Gas Header
CARRYOVER
Justification: In 2019, Area 1 of the landfill liner expansion was completed. The construction of leachate and landfill gas headers to connect Area 1 to the existing collection system will be required. Due to design schedules, these headers were not completed in 2019. In order to facilitate these connections, sub-headers which will provide additional capacity will need to be designed and constructed for Area 2 works in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 525,750
600,000 74,250 525,750 Environmental protection - Predictive modelling & forecasting Reserve (525,750)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Compost Facility, Biosolids Leachate Containment
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2018 SW4 CARRYOVER
Justification: Carryover is requested due to external events delaying project completion. These external events include delayed response from the project consultant and contractor, weather challenges including site flooding, and wildlife retrieval and relocation. Substantial performance anticipated end of Q1, 2020 while total performance anticipated end of Q2, 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 41,190
734,100 692,910 41,190 Environmental protection - Resiliency & adaptability to climate change Reserve
Borrow
Fed/Prov
Dev/Com (40,460)
Utility (730)
Page 585
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 SW5
Title:
Landfill Drainage & Groundwater Management
CARRYOVER
Justification: This work was initiated in 2019, however Operations staff are awaiting final approval of the Design, Operations and Closure Plan by Provincial Regulators to continue the Stormwater Management system studies. Provincial approval is expected in early 2020, which will provide direction to continue this design work through 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 194,850
250,000 55,150 194,850 Environmental protection - Predictive modelling & forecasting Reserve (194,850)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Surface Water Management - Bredin Irrigation
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 SW5 CARRYOVER
Justification: The installation of irrigation pipes and sprinklers was not completed in 2019 due to a change in design of the overall surface water management plan at the landfill. The anticipated completion date is 2021.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 148,500
232,010 83,510 148,500 Environmental protection - Resiliency & adaptability to climate change Reserve (148,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 586
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 SW7
Title:
Landfill Gas Quonset Roof Replacement and Upgrades
CARRYOVER
Justification: Carryover is requested to seek alternative solutions or scope changes for this project as preliminary design costs came in over budget. Work on this project will be paired with the construction of the Mechanic shop project as an extra. The expected completion is Summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 65,610
99,380 33,770 65,610 Other - Supports Base Business Reserve (65,610)
Borrow
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Old Entrance Filling Preparation
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 SW7 CARRYOVER
Justification: Carryover is requested to relocated components from the old landfill entrance once the mechanic shop is constructed. The mechanic shop construction is expected to be complete by Summer of 2020, after which, the work on this project will be completed by the end of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 842,670
1,966,850 1,124,180 842,670 Financial management - Non-tax revenues are increasing Reserve (842,670)
Borrow
Fed/Prov
Dev/Com
Utility
Page 587
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 SW9
Title:
Landfill Bin Replacement
CARRYOVER
Justification: The specification sheets and requests for quotes to replace a selected number of landfill bins has been prepared and sent out to vendors. It is expected that these bins would be constructed and in use in Q2 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 90,000
90,000 0 90,000 Other - Supports Base Business Reserve (90,000)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Spencer Road Mill Creek Drainage Improvements
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 D1 CARRYOVER
Justification: The drainage portion of this project was completed in 2019. Carryover is requested to allow for Roadway Operations to install roadside barriers along the East side of the roadway embankment for safety reasons. This work will be completed in early 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 11,900
1,211,580 1,199,680 11,900 Environmental protection - Predictive modelling & forecasting Reserve (11,900)
Borrow
Fed/Prov
Dev/Com
Utility
Page 588
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2017 D2
Title:
Chichester Pond - Sediment Forebay
CARRYOVER
Justification: The bids from the request for quotes were significantly over budget. The project will either go to tender again or we will have city crews complete the work. The project will be completed in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 163,820
229,710 65,890 163,820 Environmental protection - Resiliency & adaptability to climate change Reserve (163,820)
Borrow
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Adams Rd Drainage Improvement
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 D3 CARRYOVER
Justification: Work on this project was delayed as the initial scope to install an automatic electric pump and gate exceeded the budget. Carryover is requested to discuss scope change and budget. To be completed in Spring of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 92,850
100,000 7,150 92,850 Environmental protection - Emergency response & preparation Reserve (92,850)
Borrow
Fed/Prov
Dev/Com
Utility
Page 589
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2017 D3
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Flood Recovery 2017 - Capital
CARRYOVER
Justification: Work was not completed on the Dewdney dock due to regulatory requirements and a land tenure issue that is currently being worked on with the Real Estate Department. In 2020, staff expect to receive an recovery plan that will meet the regulatory and engineering requirements that can be constructed within the existing budget.
2019 Budget: 2019 Expenditures: 2019 Budget Not Required: Carryover Requested: Strategic Direction: Amount 150,000
2,885,600 429,950 2,305,650 150,000
Environmental protection - Emergency response & preparation Reserve (30,000)
Borrow
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Jean Road Drainage Improvements
Fed/Prov (120,000)
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 D3 CARRYOVER
Justification: This project was delayed due to challenges with obtaining right-of-ways through private properties. Right-of-ways should be solidified in February 2020. Construction is expected in early summer 2020 with completion in fall 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 185,140
188,500 3,360 185,140 Environmental protection - Emergency response & preparation Reserve (185,140)
Borrow
Fed/Prov
Dev/Com
Utility
Page 590
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 D3
Title:
Smith Outfall Vault Power Supply
CARRYOVER
Justification: This project is intended to supply power to the storm outfall vault near the Water Street boat launch for temporary pumping during high lake elevation events to drain downtown. The project was not completed in 2019 due to a realization that further engineering planning is required to address this important issue. Carryover is requested to complete the design, coordinate local power network extension requirements with Fortis, and develop a construction plan that works for non-tourist or recreation timing. The study will be completed in Q4 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 100,000
100,000 0 100,000 Environmental protection - Emergency response & preparation Reserve (100,000)
Borrow
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Class Registration Software Replacement
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2016 I3 CARRYOVER
Justification: This project is a software replacement solution for program registration, rentals and admissions programs used by Active Living and Culture. As a result of contractor delays, some reports for the Class Registration System could not be completed within the project time frame. Carryover is requested to allow for the final report development requests to be addressed in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 42,850
42,850 0 42,850 Clear direction - Services, processes & business activities are transformed Reserve (42,850)
Borrow
Fed/Prov
Dev/Com
Utility
Page 591
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 I3
Title:
Records and Information Management System
CARRYOVER
Justification: This is a multi-year project to review the electronic records needs of the City. Work will continue in 2020 on the requirements and specifications of the electronic records management system for the City. Carryover is requested due to a change in the software and approach on this project since original budget approval.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 317,110
398,000 80,890 317,110 Clear direction - Services, processes & business activities are transformed Reserve (317,110)
Borrow
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Fibre Optic Network, Phase II & III
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2016 I4 CARRYOVER
Justification: This project involves civil work and fibre installation to achieve Phase II & III of the Fibre Optic Plan. The network provides direct benefit to the City by connecting all major City facilities together with high speed data links. Carryover is requested due to delays in the completion of the John Hindle extension between the Landfill and UBCO. This project will be completed in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 1,263,870
1,628,080 364,210 1,263,870 Clear direction - Services, processes & business activities are transformed Reserve (1,263,870)
Borrow
Fed/Prov
Dev/Com
Utility
Page 592
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Equipment and Vehicle Replacement
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 V2 CARRYOVER
Justification: Carryover is requested for both equipment and vehicles that were approved and ordered in 2019 but will be invoiced and delivered in 2020. These were delayed for various reasons including internal scheduling, vendor availability and review of design options.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 4,564,140
4,881,038 316,898 4,564,140 Other - Supports Base Business Reserve (4,111,140)
Borrow
Fed/Prov
Dev/Com
Utility
(124,330)
(328,670)
Page 593
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2018 A1
Title:
Airport Hazard Beacons and Towers
CARRYOVER
Justification: The Airport has towers that house obstruction and hazard beacons located on the mountains around Kelowna in order to provide visual hazard references for aircraft. Budget was approved in 2018 for the replacement of the towers that house the hazard beacons and the conversion of the beacon lights from incandescent to LED. The project is substantially complete with beacons and poles installed. Carryover is requested to pay final invoices for communication equipment. The project will be complete in early 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 20,900
104,800 83,900 20,900 Other - Supports Base Business Reserve (20,900)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Convair Way Parking Lot Upgrades
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 A2 CARRYOVER
Justification: Project not complete due to unforeseen drainage issues. Project to be complete by end of Q2 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 2,778,140
8,101,000 5,322,860 2,778,140 Financial management - Non-tax revenues are increasing Reserve (2,778,140)
Borrow
Fed/Prov
Dev/Com
Utility
Page 594
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 A2
Title:
Airport Parking Lot Equipment
CARRYOVER
Justification: Projected was initially delayed until the new Technology manager position was filled and further delayed in obtaining gate control. Work is to be completed in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 528,580
569,320 40,740 528,580 Other - Supports Base Business Reserve (528,580)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Road Improvements
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 A2 CARRYOVER
Justification: Project nearly complete but awaiting pathway lighting and bike pump. Delay was caused by damaged shipments and products on backorder. Project is anticipated to be completed in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 79,380
171,500 92,120 79,380 Community Safety - Residents feel safe Reserve (79,380)
Borrow
Fed/Prov
Dev/Com
Utility
Page 595
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 A2
Title:
Airport Tugway Gate Upgrade
CARRYOVER
Justification: Project nearly complete but awaiting roadway arm light sequencing. Delay is due to the timing of a warranty replacement and the project is anticipated to be completed in Q1 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 20,990
53,200 32,210 20,990 Other - Supports Base Business Reserve (20,990)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Chiller and Cooling Tower
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2018 A3 CARRYOVER
Justification: Stair and platform installation is anticipated to be completed in Q1 2020. Scheduling changes were required due to delivery delays.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 416,280
943,910 527,630 416,280 Other - Supports Base Business Reserve (416,280)
Borrow
Fed/Prov
Dev/Com
Utility
Page 596
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 A3
Title:
Airport Air Terminal Building Advertising Nodes
CARRYOVER
Justification: Project was delayed in order to combine 2019 and 2020 tender for efficiencies and cost savings. Project to be completed in 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 261,140
261,140 0 261,140 Financial management - Non-tax revenues are increasing Reserve (261,140)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Air Terminal Complex Capital Replacements
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 A3 CARRYOVER
Justification: RCMP office renovations were not completed due to complications/changes with the door and electrical communication requirements. To be completed early Q1 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 200,030
579,360 379,330 200,030 Other - Supports Base Business Reserve (200,030)
Borrow
Fed/Prov
Dev/Com
Utility
Page 597
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 W2
Title:
Skyline Pump Station DCC - Electrical Building Upgrades
CARRYOVER
Justification: Carryover is requested to continue the design and contracts necessary to remove the electrical and controls from the existing buried chamber to provide safer access for Operations. A failed heating, ventilation, and air conditioning (HVAC) waterline flooded the entire pump station causing water shortages and dangerous site conditions during repairs. Due to its complexity, the project has been re-designed to remove all electrical components from the underground chamber into a new building. The work will include the connection of the new FortisBC transformer and a new building which will enclose the new electrical equipment. The work should be completed by Winter 2020. 2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 895,780
1,000,000 104,220 895,780 Environmental protection - Predictive modelling & forecasting Reserve (895,780)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Ethel 5 Watermain, Springfield - Rose
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 W6 CARRYOVER
Justification: This project was deferred to 2020 as works coincide with the current Ethel 4 (Sutherland - Springfield) work which is not complete. Work on this project, as well as the corresponding sanitary and active transportation projects, is slated to begin in Spring 2020 and is expected to be complete by Fall 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 700,000
700,000 0 700,000 Environmental protection - Predictive modelling & forecasting Reserve (700,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 598
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 W6
Title:
Ethel St Watermain Replacement, Sutherland - Springfield
CARRYOVER
Justification: Ethel water distribution line was completed in 2019, however work was required on the existing water transmission trunk. Trunk work could not be completed until after the irrigation season, therefore delaying completion of the Ethel / Sutherland intersection. Work at the intersection to be completed in 2020, once paving plants re-open.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 408,130
730,000 321,870 408,130 Environmental protection - Predictive modelling & forecasting Reserve (408,130)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
McClure Booster - Replacement
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 W6 CARRYOVER
Justification: Carryover is requested as the project was delayed due to scheduling demands of the South East Kelowna Irrigation District water integration project. Carryover is requested to complete construction by the end of Spring 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 265,950
411,170 145,220 265,950 Environmental protection - Predictive modelling & forecasting Reserve (265,950)
Borrow
Fed/Prov
Dev/Com
Utility
Page 599
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2017 W6
Title:
Skyline Pump Station Repairs
CARRYOVER
Justification: Carryover is requested for continuing the detailed design and integrating phasing of the systems design to relocate the critical below grade infrastructure above grade in a new building facility. The phased approach is to suit available budgets and forms a requirement to maintain full operation of the pump facility during the transition. Complexities of the design and phasing have been realized during the detailed design and supplemental review and analysis of the structural systems including capacity to support an above grade post-disaster facility have delayed the detailed design. Detailed design of the entire facility including phasing will be complete in March 2020. Construction of the Phase 1 electrical room will be complete by December 2020. 2019 Budget: 2019 197,190 Expenditures: 49,240 Carryover Requested: 147,950 Strategic Direction: Amount 147,950
Environmental protection - Predictive modelling & forecasting Reserve (147,950)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Water Capital
Title:
Chute Lake Rd Pressure Reducing Valve Upgrade
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 W7 CARRYOVER
Justification: This project will replace the aging pressure reducing valve (PRV) station to a more current standard and will be done in conjunction with the South Okanagan Mission Irrigation District (SOMID) servicing work. Carryover is requested as the project was delayed due to finalizing the design and scope of the SOMID servicing plan. The project is underway and will be complete by the middle of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 195,880
200,000 4,120 195,880 Environmental protection - Predictive modelling & forecasting Reserve (195,880)
Borrow
Fed/Prov
Dev/Com
Utility
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2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 W7
Title:
Kettle Valley Reservoir Upgrade
CARRYOVER
Justification: After the reservoirs at Kettle Valley were expanded, an interior wall restricted even flow within the reservoir, reducing water quality and raising water quality risks. Carryover is requested to remove sections of the wall to improve flow and reduce or eliminate stagnant water. Work will be done in conjunction with the Phase 2 work related to the Integrated Water Project anticipated to start in 2020 which includes an additional reservoir cell at the Kettle Valley site. Work is expected to be complete by the end of 2021.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 100,000
100,000 0 100,000 Environmental protection - Predictive modelling & forecasting Reserve (100,000)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Mobile Water Refill Station
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 W7 CARRYOVER
Justification: Work was not completed in 2019 due to planning and design delays. Staff initially planned to purchase a pre-fabricated unit, but none of the commercially available units were suitable or were over the allotted budget. A local firm was contacted in late 2019 to design and construct the unit within budget. Staff anticipate to receive the final built water fill station in late spring or early summer of 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 20,000
20,000 0 20,000 People - Organizational values prepare us for the future Reserve (20,000)
Borrow
Fed/Prov
Dev/Com
Utility
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2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
SEKID Separation
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2017 W7 CARRYOVER
Justification: Carryover is requested for this multi-year project to integrate the South East Kelowna Irrigation District (SEKID). Additional funding has been approved which extended the scope of the project. Land acquisitions and design-build contracts are currently in progress with construction scheduled to be completed in 2021.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 9,228,050
42,008,680 32,780,630 9,228,050 Environmental protection - Predictive modelling & forecasting Reserve (9,228,050)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
South End Water Upgrades
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2017 W7 CARRYOVER
Justification: Carryover is requested for this multi-year project to integrate the South East Kelowna Irrigation District (SEKID). Additional funding was approved that increased the scope of work. Land acquisitions and design-build contracts are currently in progress with construction scheduled to be completed in 2021.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 13,432,120
26,732,510 13,300,390 13,432,120 Environmental protection - Predictive modelling & forecasting Reserve (4,177,300)
Borrow
Fed/Prov (9,254,820)
Dev/Com
Utility
Page 602
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 W7
Title:
Water Meter Reading and Servicing Repatriation
CARRYOVER
Justification: Carryover is requested to prepare the appropriate facilities and to purchase tools and meter reading equipment to support the repatriation of water meter servicing and water meter reading to operations. Project was delayed due to staff vacancies. The project is expected to be complete by Summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 91,410
98,300 6,890 91,410 Environmental protection - Predictive modelling & forecasting Reserve (91,410)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Ethel 5 Sanitary Improvements, Springfield - Rose
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 WW5 CARRYOVER
Justification: This project was deferred to 2020 as works coincide with the current Ethel 4 (Sutherland - Springfield) work which is not complete. Work on this project, as well as the corresponding water and active transportation projects, is slated to begin in Spring 2020 and is expected to be complete by Fall 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 80,000
80,000 0 80,000 Environmental protection - Predictive modelling & forecasting Reserve (80,000)
Borrow
Fed/Prov
Dev/Com
Utility
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2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included WW5
Title:
Ethel St Sanitary Replacement, Sutherland - Springfield
CARRYOVER
Justification: This project is being completed in conjunction with the Ethel 4 (Sutherland - Springfield) intersection work that is not fully complete. The full project, which includes transportation, water and sanitary projects, is slated to be complete by Summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 72,570
90,000 17,430 72,570 Environmental protection - Predictive modelling & forecasting Reserve (72,570)
Borrow
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Flintoft Avenue - Sanitary Replacement
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2018 WW5 CARRYOVER
Justification: This project will replace 1950 vitrified clay sanitary pipe with polyvinyl chloride (PVC) from Flintoff Avenue to Guy Street Lift Station. Carryover is requested once again as the tender has been further delayed so the project can be coordinated with the Guy Street Lift Station Renewal, which will be tendered in Spring 2020. The project is not expected to be complete until Fall 2021.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 294,220
294,800 580 294,220 Environmental protection - Predictive modelling & forecasting Reserve (294,220)
Borrow
Fed/Prov
Dev/Com
Utility
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2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 WW5
Title:
Manhattan Dr - Sanitary Replacement
CARRYOVER
Justification: This project will replace 300m of asbestos cement sanitary sewer pipe with polyvinyl chloride (PVC) located between Sunset Drive and Flintoff Avenue. Carryover is requested as the tender was delayed due to scope changes. Construction will be coordinated with the Guy Street Lift Station Renewal which will be tendered in Spring 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 924,090
924,700 610 924,090 Environmental protection - Predictive modelling & forecasting Reserve (924,090)
Borrow
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
WWTF Administration Building - Roof
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 WW5 CARRYOVER
Justification: Scheduling constraints impacted the ability to execute the roofing portion of this project in 2019. The HVAC component was completed. Carryover is requested to tender the work which is expected to be complete in Q3 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 327,490
340,000 12,510 327,490 Other - Supports Base Business Reserve (327,490)
Borrow
Fed/Prov
Dev/Com
Utility
Page 605
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2018 WW6
Title:
Byrns Rd 1749 Property Acquisition
CARRYOVER
Justification: The City acquired this property for a future Wastewater Treatment Facility. Carryover is requested for continued site cleanup. Work is expected to be complete by Summer 2020.
2019 Budget: 2019 Expenditures: Carryover Requested: Strategic Direction: Amount 80,600
177,600 97,000 80,600 Vibrant neighbourhoods - Key sites are proactively planned Reserve (80,600)
Borrow
Fed/Prov
Dev/Com
Utility
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Final Budget Page 607
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Page 608
2020 Financial Plan Kelowna, British Columbia Final - Volume 3
2020 FINANCIAL PLAN
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2020 FINANCIAL PLAN
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Report to Council Date:
May 4, 2020
To:
Council
From:
City Manager
Subject:
2020 Financial Plan – Final Budget
Department: Financial Planning
Recommendation: THAT COUNCIL adopts the 2020-2024 Financial Plan; AND THAT Council approves the formulation of 2020 Property Tax Rates that will raise the required funds in 2020, from General Taxation, in the amount of $148,846,715, resulting in an average net property owner impact of 2.05 per cent; AND THAT Bylaw No. 12011 being the 2020-2024 Five Year Financial Plan, 2020 be advanced for reading consideration; AND THAT Bylaw No. 12012 being the Tax Structure Bylaw, 2020 be advanced for reading consideration; AND THAT Bylaw No. 12013 being the Annual Tax Rates Bylaw, 2020 be advanced for reading consideration; AND THAT Bylaw No. 12014 being the DCC Reserve Fund Expenditure Bylaw, 2020 be advanced for reading consideration; AND FUTHER THAT Bylaw No. 12015 being the Sale of City Owned Land Reserve Fund Expenditure Bylaw, 2020 be advanced for reading consideration. Purpose: To present the 2020 Final Budget submissions, the 2020-2024 Financial Plan and related bylaws to Council for their consideration and approval. Background: Council approved the Provisional 2020 Financial Plan on December 12, 2019 and it was amended on March 23, 2020 to include the 2019 carry-over projects. The Final Budget document includes emergent requests that are consolidated with the first two volumes into the 2020-2024 Financial Plan. Typically, depending on the nature of the item being considered, these adjustments can cause the final tax demand to go either up or down. The COVID-19 pandemic has created complex challenges for families, businesses and many other organizations in the community, including the City. The 2020 Financial Plan represents one financial
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2020 FINANCIAL PLAN
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response to the COVID-19 situation as the City attempts to keep overall taxation as low as possible while still maintaining the services required by the community. The 2020 final adjustments result in a tax decrease of 2.1 per cent from the Provisional Budget tax requirement of 4.15 per cent. The Final Budget as presented, reflects a net municipal property tax increase of 2.05 per cent or less than half of the originally anticipated increase. This reduction is predominantly due to Capital and Operating program reductions in response to the economic impacts related to the emergence of COVID-19, while also maintaining essential services, adhering to contract obligations, meeting previous year commitments and to accommodate growth. A tax rate of 2.05 per cent means the owner of a single-family home with an average assessed value of $676,100 will pay $2,115, which is an increase of $43 for the municipal portion of their property taxes. This tax rate level is one of the lowest proposed rates in the region. Despite the financial challenges resulting from the COVID-19 pandemic, and in order to meet the demands of a growing population, it is our responsibility today to continue to deliver programs, services and infrastructure. We need to do this while also taking into account the complex financial challenges that many of our residents are faced with during this crisis. In order to help meet these objectives, the recommendation is to reduce the 4.15 per cent Provisional Budget increase down to a net municipal property tax increase of 2.05 per cent. Information about the requested changes are included in the attached Final Budget - Volume 3. Considerations applicable to this report: Legal/Statutory Authority: Financial Plan under Section 165 of the Community Charter requires adoption of a 5 Year Financial Plan bylaw prior to the annual property tax bylaw. Annual property tax bylaw under Section 197 of the Community Charter, Council must establish tax rates by bylaw after adoption of the financial plan but before May 15th. Considerations not applicable to this report: Discussion: Conclusion: Internal Circulation: Legal/Statutory Procedural Requirements: Existing Policy: Financial/Budgetary Considerations: External Agency/Public Comments: Communications Comments: Submitted by: Melanie Antunes, Acting Financial Planning Manager Approved for inclusion: G. Davidson, CPA, CMA Divisional Director Financial Services Attachment: 1: 2020 Financial Plan – Final – Volume 3 2: 2020-2024 Financial Plan 3: 2020 Financial Plan Presentation
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2020 FINANCIAL PLAN
CITY OF KELOWNA
FINANCIAL SUMMARIES The to the
Financial Plan results in a Final Tax Demand of Provisional Financial Plan, and an increase of
The impact to the average property owner is .
. M. This represents a decrease of . M relative . M of taxation revenue from new construction.
per cent.
has created complex challenges for the City of Kelowna and its citizens. The The COVID‐ pandemic of annual budget is one of several financial strategies being used by the City to help manage the impact of this pandemic. Through the Final Budget, the City has re‐aligned the Financial Plan to reduce the taxation demand to accommodate a significant loss of revenues while still maintaining essential services and continued investment in important projects. The reduction of the Provisional Budget net property owner impact to . per cent, from . per cent, is the result of reduced budgets for new capital projects, the deferment or elimination of new positions and the reduction of operational budgets across all City divisions.
Final Budget summaries Analysis of tax demand ( thousands) The final tax demand was . M and had a . per cent net property owner impact. The final gross department operating expenditures increased by . per cent and net department revenues decreased by . per cent. The net general debt increased by . per cent, capital expenditures from general taxation decreased by . per cent and general revenue decreased by . per cent for a total gross tax demand increase of . M. 2019
2020
250,960
252,886
1,927
0.77%
(115,463)
(106,861)
8,602
(7.45%)
135,497
146,026
10,529
7.77%
4,425
4,450
25
0.56%
13,802
9,510
(4,292)
(31.09%)
General revenue
(11,199)
(11,139)
60
(0.53%)
Gross tax demand
142,525
148,847
6,322
4.44%
(3,570)
(3,400)
170
(4.76%)
138,955
145,447
6,492
4.67%
4.10%
2.05%
Gross departmental operating expenditures Net departmental revenue Net departmental operating expenditure Net general debt Capital expenditures from general taxation
Less new construction value Net taxation demand Net property owner impact Note: Totals may not add due to rounding
Change %Change
(2.05%)
Page 613
2020 FINANCIAL PLAN
CITY OF KELOWNA
General Fund tax demand ($ thousands) The tax demand established at Provisional Budget was . M. The estimated new construction revenue was . M, based on BC Assessment preliminary roll information, resulting in a . per cent net property owner impact. Final Budget requests for net general fund operating and capital expenditures have decreased by . M, . M. Final new construction revenues, based on the revised assessment decreasing the total tax demand to roll, increased by . M to . M resulting in a . per cent net property owner impact. Provisional Budget Tax Demand Final Budget Submissions General Revenues Operating Requests
151,345 0 2,586
2,586 (5,084)
Capital Project Requests Total Final Budget Additions Final Gross Tax Demand
(2,498) 148,847
Less new construction revenue Final Net Tax Demand
(3,400) 145,447
Net Property Owner Impact Provisional Budget Financial Plan ‐ Final Budget
4.15% 2.05%
Utility Funds – Final Budget ($ thousands) Final Budget requests for utility fund operating and capital expenditures total a reduction of Wastewater Utility.
. M; all for the
Final Budget Submissions Revenue Operating Requests Capital Project Requests Total Final Budget Additions Note: Totals may not add due to rounding
0 (182)
(182) (750) (932)
Page 614
2020 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total revenues The total revenue budget is
. M with
. M from operating sources and
. M from capital sources.
The table below summarizes the total operating and capital revenue sources by fund and includes the prior year’s carryover amounts. Revenues by fund ($ thousands) Operating
Capital
258,665
115,693
Airport
54,074
87,943
Water
21,176
26,945
Wastewater
23,670
7,771
357,586
238,352
General Fund
Total revenues by fund Note: Totals may not add due to rounding
Wastewater 5% Water 8%
Airport 24%
General Fund 63%
Total $595.9M
595,938
This next table summarizes the same revenue information by source. Revenues by type ($ thousands) Taxation Parcel Taxes Fees and Charges
148,847 3,142 137,762
Grants
31,830
Interdept. Transfers
14,118
Reserves and Surplus
219,155
Debenture/Borrowing Other Revenue General Revenues
7,159 23,980 9,946
Total revenues by type 595,938 Note: Totals may not add due to rounding
Other Revenue 4%
General Revenues 2%
Parcel Taxes 1%
Debenture/ Borrowing 1% Reserves and Surplus 37% Interdept. Transfers 2%
Taxation 25%
Fees and Charges 23% Grants 5%
Total $595.9M
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total expenditures The total expenditure budget requirement is capital program.
. M with
. M for operating needs and
. M for the
The table below summarizes the total operating and capital expenditures by fund and includes the prior year’s carryover amounts. Expenditures by fund ($ thousands) Operating
Capital
258,665
115,693
Airport
54,074
87,943
Water
17,644
30,477
Wastewater
20,867
10,574
351,250
244,688
General Fund
Total expenditures by fund Note: Totals may not add due to rounding
Wastewater 5% Water 8%
Airport 24%
General Fund 63% Total $595.9M
595,938
This next table summarizes the same total operating and capital expenditure information by type. Expenditures by type ($ thousands) Internal Equipment
8,938
Internal Allocations
14,807
Transfers to Funds
74,440
Debt
15,896
Material
66,632
Contract Services
77,943
Salaries & Wages
92,594
Capital & Utility Tax/Rev Capital & Utility ‐ Other
123,271 121,417
Total expenditures by type 595,938 Note: Totals may not add due to rounding
Capital & Utility ‐ Other 20%
Internal Equipment 1%
Internal Allocations 2% Transfers to Funds 13%
Debt 3% Capital & Utility ‐ Tax/Rev 21% Salaries & Wages 16%
Materials 11% Contract Services 13% Total $595.9M
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Use of tax dollar by service area The table below highlights the cost by service area and the resulting total municipal taxes and fees for the average single family detached residential property in Kelowna for . The average assessed value of a single family detached residence is , in , as obtained from BC Assessment. The service area with the highest cost is Community Safety, including RCMP, at . per cent, followed by the Fire Department at . per cent and Parks Services at . per cent.
Service area
Cost
Percent of
Percent in
Total
2019
Community Safety
645.93
30.5 %
27.9 %
Fire Department
313.15
14.8
14.7
29.05
1.4
1.5
Building Services
107.03
5.1
6.0
Parks Services
276.80
13.1
13.4
Transportation Services
217.71
10.3
11.3
Utility Services
34.99
1.7
2.5
Planning & Development
114.66
5.4
6.7
Active Living & Cultural Services
106.22
5.0
5.3
10.81
0.5
0.5
142.37
6.7
4.5
Debt
67.62
3.2
3.3
Grants or transfers to external
48.36
2.3
2.4
Civic Operations Street Lights
Regional Programs Public Transit
organizations or individuals Total Municipal portion of taxes
2,114.69
100.0 %
100.0 %
Based on the 2020 average single family detached residence assessed property value of $676,100 Note: Totals may not add due to rounding
Page 617
2020 FINANCIAL PLAN
CITY OF KELOWNA
Ongoing budget impacts The ongoing impacts resulting from prior year Council approved operating requests have been summarized in the table below and projects a . per cent increase for and a . per cent increase for . The B.C. Ministry of Municipal Affairs and Housing, Local Government Division, has announced that if the COVID‐ ‐ Financial Plan situation has impaired normal budgeting process, local governments can adopt a based on year‐two of the previous year’s plan with alterations deemed appropriate for the upcoming years. Government Finance Officers Association (GFOA) best practice for Financial Forecasting in the Budget Preparation Process states “an effective forecast allows for improved decision‐making in maintaining fiscal discipline and delivering essential community services” . As the financial implications of COVID‐ are not fully understood at this time, the City of Kelowna is maintaining the five year forecast envisioned before the start of the pandemic. All financial models will be updated over the following year to include new information as it becomes available. 2020
2021
2022
General revenues
(11,139,249)
(11,431,881)
(11,658,263)
Net operating budget
150,475,964
159,797,554
170,182,216
Pay‐as‐you‐go capital
9,510,000
10,475,130
11,365,130
148,846,715
158,840,803
169,889,083
(3,400,000) 2.05%
(2,054,085) 5.33%
(2,192,003) 5.58%
Taxation demand New construction tax revenue Net property owner impact
Note: Totals may not add due to rounding
Financial Forecasting in the Budget Preparation Process, Government Finance Officers Association, viewed April 2020, <https://www.gfoa.org/print/1746>.
Page 618
2020 FINANCIAL PLAN
Financial Plan
CITY OF KELOWNA
‐
The table below outlines the City’s Five‐Year forecast for all funds revenues and expenditures for – . The years ‐ are included in summary form to match the term of the ‐Year Servicing Plan. For detailed information see the Five‐Year Financial Plan section of the Financial Plan. 2020
2021
2022
2023
2024
2025‐2030
Revenue Property Value Tax
148,846,715
158,840,803
169,889,083
180,701,236
186,912,094
Library Requisition
6,813,500
6,949,770
7,088,765
7,230,540
7,375,151
47,453,812
Parcel Taxes
3,142,381
3,426,422
3,451,487
3,475,016
3,494,169
17,620,276
137,762,227
148,020,158
151,658,903
155,045,322
158,678,327
1,033,087,639
Fees and Charges Borrowing Proceeds Other Sources
1,258,461,927
7,158,600
22,780,000
73,416,723
46,985,000
6,747,500
26,182,034
73,059,386
50,037,664
60,818,742
51,459,479
68,468,325
414,885,398
376,782,809
390,054,817
466,323,703
444,896,593
431,675,566
2,797,691,086
Transfer between Funds Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Revenues
2,452,188
1,187,648
1,187,648
972,920
972,920
5,837,520
31,044,365
14,550,553
19,563,296
20,379,078
25,431,239
155,527,686
185,658,769
64,453,198
74,837,863
49,854,898
61,020,999
254,206,738
219,155,322
80,191,399
95,588,807
71,206,896
87,425,158
415,571,945
595,938,131
470,246,216
561,912,510
516,103,489
519,100,724
3,213,263,030
43,792,164
Expenditures Municipal Debt Debt Interest
4,167,837
4,583,941
6,305,472
7,582,916
7,764,788
Debt Principal
11,728,562
9,234,572
11,880,905
12,370,915
12,614,868
65,340,043
Capital Expenditures
244,687,850
115,720,533
196,880,227
135,532,413
130,275,942
681,112,978
General Government Planning, Development & Building Services
29,511,968
30,369,017
31,212,785
32,087,713
32,987,325
217,993,213
29,832,174
25,982,788
26,471,863
27,263,536
28,091,066
186,072,644
Community Services
89,673,511
91,040,530
93,255,538
94,702,682
97,557,258
647,676,400
Protective Services
67,552,682
75,679,542
80,357,259
84,641,683
87,451,072
587,665,165
Other Municipal Purposes
Utilities
25,707,690
21,754,806
22,162,986
22,745,803
23,347,904
153,576,252
Airport
18,636,279
18,954,304
19,517,299
20,108,299
20,719,244
138,010,202
521,498,553
393,320,033
488,044,334
437,035,960
440,809,467
2,721,239,060
23,769,899
26,015,742
26,097,881
27,335,530
27,339,597
162,234,170
0
0
0
0
0
0
50,669,679
50,910,441
47,770,295
51,731,999
50,951,660
329,789,800
74,439,578
76,926,183
73,868,176
79,067,529
78,291,257
492,023,970
595,938,131
470,246,216
561,912,510
516,103,489
519,100,724
3,213,263,030
Transfers between Funds Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Expenditures
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2020 FINANCIAL PLAN
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Operating Budget Page 621
2020 FINANCIAL PLAN
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Page 622
2020 FINANCIAL PLAN
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2020 Operating Requests Final Budget Summary Page Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation
Cat
ϮϬ͕ϴϬϬ
ϯϵ͕ϲϬϬ
ϭ͕ϰϲϱ͕ϲϬϬ
OG/OT
142,720
1,831,300
OG/OT
624
Compensation Adjustments
;ϭ͕ϱϴϱ͕ϭϬϬͿ
ϱϵ͕ϭϬϬ
0
0
624
Operational Adjustments
;Ϯ͕ϭ90,320Ϳ
ϭϯϴ͕ϵϬϬ
0
0
625
Program Adjustments
(598,000) (3,494,600)
0
0
10,085,800
0
(5,993,200)
OG/OT
Transmission of Taxes - BIA's and Other Governments 626 Prospera Place Arena Building Reserve
625
CAP Operating Impacts for Capital Grand Total
77,400
109,361,100
0
0
0
(109,361,100)
0
0
OT
(429,000)
429,000
0
0
0
0
0
OG
(110,400)
0
0
0
0
0
110,400
OG
(99,177,100)
182,320
104,448,280 (2,867,600)
(2,585,900)
CAP - denotes operating request that has been moved to the capital section Utility total above consists of $89,630 for Water fund and $92,690 for Wastewater fund
Page 623
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
City Manager City Manager
Title:
Compensation Adjustments
Maintain
Priority: 1
ON-GOING FINAL
Justification: Being fiscally responsible will help to buffer the economic impacts from the COVID-19 pandemic. In response to the changing economic conditions, the city has found a number of ways to reduce compensation costs. The majority of the reductions included in this request are the cancellation of some new positions approved in the 2020 Provisional Budget as well as a one-time reduction of summer students and term position budgets.
Strategic Direction: Cost (1,585,100) (1,204,900) (1,101,100)
2020 2021 2022
Other - Extraordinary or Unforeseen Obligation Reserve 59,100 76,100 76,300
Borrow 0 0 0
Division: Department:
City Manager City Manager
Title:
Operational Adjustments
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 20,800 (200) 0
Utility 39,600 58,800 38,200
Priority: 1
Taxation 1,465,600 1,070,200 986,600 Maintain ON-GOING FINAL
Justification: Being fiscally responsible will help to buffer the economic impacts from the COVID-19 pandemic. In response to the rapidly evolving economy, the City has found a number of ways to be flexible and to adapt various operations. To offset the lost revenues and to reduce the tax demand, all City Divisions have reduced their operational budgets while minimizing impacts to service levels. Reductions include professional and consulting services, materials and supplies and staff training budgets. These reductions will assist with reducing the financial burden on the City's taxpayers.
Strategic Direction: 2020 2021 2022
Cost (2,190,320) (643,520) (643,520)
Other - Extraordinary or Unforeseen Obligation Reserve 138,900 1,800 1,800
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 77,400 (9,000) (9,000)
Utility 142,720 44,220 44,220
Taxation 1,831,300 606,500 606,500
Page 624
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
City Manager City Manager
Title:
Program Adjustments
Maintain
Priority: 1
ON-GOING FINAL
Justification: Significant revenue reductions are expected for many civic services including recreation facilities, transit and casino revenue due to the COVID 19 pandemic. City programs have been reviewed and both revenue and expenditure budgets are being requested to be adjusted to reflect this analysis. These program changes are a result of closures due to direction from the Provincial Health Ministry Authority, reduction in demand, or a change in priorities for 2020 budget year.
Strategic Direction: 2020 2021 2022
Other - Extraordinary or Unforeseen Obligation
Cost Reserve (598,000) (3,494,600) 449,500 (1,615,500) 449,500 (1,615,500)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Financial Services Financial Services
Title:
Transmission of Taxes - BIA's and Other Governments
Revenue 10,085,800 1,857,300 1,857,300
Utility 0 0 0
Taxation (5,993,200) (691,300) (691,300) Maintain
Priority: 1
ONE-TIME FINAL
Justification: To establish the receipt and disbursement of taxes to Business Improvement Areas (BIA) and other governments: Regional District of Central Okanagan (RDCO) ($12,004,100); RDCO SIR Land Levy ($747,800); RDCO SIR Parcel Tax ($292,900); BC Assessment Authority ($2,261,800); School Tax ($71,595,900); Additional School Tax ($1,271,300); Kelowna Downtown BIA ($1,067,300); Uptown Rutland BIA ($189,700); Regional Hospital ($13,116,800); and Okanagan Regional Library ($6,813,500). The total amount to be collected for all other taxing authorities is $109,361,100.
Strategic Direction: Cost 2020 109,361,100
Financial management - Cost to deliver services is quantified Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com Revenue 0 (109,361,100)
Utility 0
Taxation 0
Page 625
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Prospera Place Arena Building Reserve
Maintain
Priority: 1
ON-GOING FINAL
Justification: In 2019 Council approved the lump-sum pre-payment for community-use time in the Prospera Place Arena as analysis showed it saved the City funds over the term of the agreement. Due to the age of the building, it is recognized that the facility will require significant infrastructure upgrades in the coming years and these need to be carefully planned for, so the City can maintain its financial strength and stability for future generations. This request is to recognize the cost savings associated with the lump-sum payment and to initiate an annual contribution to reserve for the remaining term of the agreement to be used to help fund these future upgrades and thereby reduce future impacts on taxation.
Strategic Direction: 2020 2021 2022
Cost (429,000) (429,000) (429,000)
Economic resiliency - Infrastructure deficit is reduced Reserve 429,000 429,000 429,000
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0
Page 626
2020 FINANCIAL PLAN
CITY OF KELOWNA
Capital Budget Page 627
2020 FINANCIAL PLAN
CITY OF KELOWNA
This page intentionally left blank
Page 628
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Final Budget Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
Building Capital - Priority 1 631
Renew H2O Boiler Replacement
631
New
492,000
(492,000)
0
0
0
0
0
(3,606,000)
0
0
0
2,796,000
0
810,000
(3,114,000)
(492,000)
0
0
2,796,000
0
810,000
(3,403,000)
3,028,000
0
0
0
0
375,000
B3 - Civic/Protective Service Buildings
(3,403,000)
3,028,000
0
0
0
0
375,000
Renew Water St. Boat Launch Ramp Renewal
(55,000)
0
0
0
0
0
55,000
B7 - Renewal, Rehabilitation & Infra.
(55,000)
0
0
0
0
0
55,000
Cost Center Totals
(6,572,000)
2,536,000
0
0
2,796,000
0
1,240,000
(100,000)
0
0
0
0
0
100,000
P5 - Recreation Park Development
(100,000)
0
0
0
0
0
100,000
Cost Center Totals
(100,000)
0
0
0
0
0
100,000
Growth McCulloch Area DCC (KLO/Hall/Spiers)
(1,791,000)
1,510,000
0
0
0
0
281,000
T1 - DCC Roads
(1,791,000)
1,510,000
0
0
0
0
281,000
(2,651,000)
1,998,000
0
0
0
0
653,000
(2,651,000)
1,998,000
0
0
0
0
653,000
(4,700,000)
2,830,000
0
0
0
0
1,870,000
(100,000)
0
0
0
0
0
100,000
(4,800,000)
2,830,000
0
0
0
0
1,970,000
(305,000)
195,000
0
0
0
0
110,000
T5 - Bicycle Network
(305,000)
195,000
0
0
0
0
110,000
Cost Center Totals
(9,547,000)
6,533,000
0
0
0
0
3,014,000
Rutland Rec Park, Central Okanagan Rugby Enthusiasts Fieldhouse B1 - Parks and Recreation Buildings
632
632
Renew City Hall Improvements
Parks Capital - Priority 1 633
New
Lombardy Park, Protective Netting Construction
Transportation Capital - Priority 1 OP
OP
633
634
Growth Houghton 1 DCC (Nickel - OK Rail Trail), ATC T2 - DCC Roads - Active Transportation
634 635
Growth KLO Rd Mission Creek Bridge Replacement New Urban Centre Improvements T4 - Transportation System Renewal
OP 635
New
Okanagan Rail Trail - Connection to Waterfront Park Pathway
Page 629
2020 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
Growth Landfill Liner Design and Construction
2,100,000
(2,100,000)
SW2 - Site Improvement
2,100,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
(2,100,000)
0
0
0
0
0
(3,446,000)
3,446,000
0
0
0
0
0
SW7 - Landfill Area Development
(3,446,000)
3,446,000
0
0
0
0
0
Cost Center Totals
(1,346,000)
1,346,000
0
0
0
0
0
750,000
(750,000)
0
0
0
0
0
D1 - Hydraulic Upgrading Program
750,000
(750,000)
0
0
0
0
0
Cost Center Totals
750,000
(750,000)
0
0
0
0
0
(485,000)
0
0
0
0
0
485,000
I3 - Major System Projects
(485,000)
0
0
0
0
0
485,000
Cost Center Totals
(485,000)
0
0
0
0
0
485,000
(245,000)
0
0
0
0
0
245,000
V1 - Additional Vehicles / Equipment
(245,000)
0
0
0
0
0
245,000
Cost Center Totals
(245,000)
0
0
0
0
0
245,000
Grand Total
(17,545,000)
9,665,000
0
0
2,796,000
0
5,084,000
Solid Waste Capital - Priority 1 636
636
Renew Stockpiles and Reprocessing Areas Relocation
Storm Drainage Capital - Priority 1 637
Renew Knox Mountain Geotechnical Engineering
Information Services Capital - Priority 1 OP 637
Renew Major Systems Projects - Electronic Records Management
Vehicle & Mobile Equipment - Priority 1 OP
638
Growth Fleet Growth
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Page 630
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
H2O Boiler Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B1 FINAL
Justification: The boiler system at the H2O Adventure and Fitness centre has faced significant operational and maintenance issues which has led to the breakdown of 2 of the 3 boilers. These boilers provide heat to the pools, heat to the building HVAC system and are critical to the facility. This request is to replace one of the boilers. This replacement boiler will be installed in a way that complements the H2O Energy Efficiency project and the CleanBC grant program application. This project will be completed in 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 492,000
Other - Extraordinary or Unforeseen Obligation Reserve (492,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Rutland Rec Park, Central Okanagan Rugby Enthusiasts Fieldhouse
Taxation 0 New
Priority: 1 10 Yr Cap Plan Ref: 2020 B1
FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced for 2020. The original capital request justification: The existing change room building has reached its functional service life. Central Okanagan Rugby Enthusiasts (CORE) proposed a partnership with the City to construct and operate a multi-sport fieldhouse at Rutland Recreation Park (RRP). Budget is requested for the design and construction of this fieldhouse, of which approximately 75% will be provided by CORE through fundraising and grant applications. The City contribution commitment to the partnership is to fund the replacement parks maintenance area and public washrooms.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost (3,606,000)
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 2,796,000
Utility 0
Taxation 810,000
Page 631
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
City Hall Improvements
Priority: 1 10 Yr Cap Plan Ref: 2017 B3
Renew FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced to the design phase for 2020. The original capital request justification: Following the proposed renovations to the basement of City Hall, budget is requested for the design of Phase V: the partial renovation of Level 1. The renovations will create a suite of meeting rooms with improved accessibility for the public, as well as additional workstations and offices. The additional meeting rooms will create flexibility elsewhere in City Hall for training rooms, breakout spaces, and temporary, dedicated project rooms. Construction is proposed to follow completion of Phase IV and the staff relocation.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost (3,403,000)
Other - Supports Base Business
Reserve 3,028,000
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Water St. Boat Launch Ramp Renewal
Dev/Com 0
Utility 0
Taxation 375,000
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B7 FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification: Budget is requested for the engineering design and costing for the renewal of the Water St. boat launch ramp, as it has experienced extensive erosion. Provincial permits will be required prior to any work being undertaken. A separate budget request will made in a future year once cost estimates are known.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (55,000)
Other - Extraordinary or Unforeseen Obligation Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 55,000
Page 632
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Lombardy Park, Protective Netting - Construction
Priority: 1 10 Yr Cap Plan Ref: Not included P5
New FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification: Due to advances in sport technologies and athletic performance, there has been an increased frequency of balls being hit outside of the park into the surrounding residential properties and school site. Budget is requested for a protective netting structures to prevent the number of balls leaving the softball diamond.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost (100,000)
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
McCulloch Area DCC (KLO/Hall/Spiers)
Dev/Com 0
Utility 0
Taxation 100,000
Priority: 1 10 Yr Cap Plan Ref: 2020 T1
Growth FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced for 2020. The original capital request justification: The KLO bridge over Mission Creek is approaching the end of its service life. This funding is requested to construct improved road approaches to the east of the bridge, including the intersection of KLO / Spiers.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost (1,791,000)
Other - Supports Base Business
Reserve 1,510,000
Operating Impacts: Cost 2020 (1,000) 2021 (4,100) 2022 (4,100)
Borrow 0
Fed/Prov 0
Dev/Com 0
McCulloch Area DCC (KLO/Hall/Spiers) Reserve Borrow Fed/Prov 0 0 0 0 0 0 0 0 0
Dev/Com 0 0 0
Utility 0 Revenue 0 0 0
Taxation 281,000 Utility 0 0 0
Taxation 1,000 4,100 4,100
Page 633
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Houghton 1 DCC (Nickel - OK Rail Trail), ATC
Priority: 1 10 Yr Cap Plan Ref: 2020 T2
Growth FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced to the design phase for 2020. The original capital request justification: Budget is requested for construction of the Houghton Road Active Transportation Corridor (ATC) between Nickel/Lester Rd (west end of existing Houghton ATC) and the Okanagan Rail Trail. Following a 2019 routing study, the proposed separated bike lanes will travel north from Houghton Rd along Nickel/Lester Rd, west on Leathead Rd, crossing Hwy 97 and connect to the OK Rail Trail 200m west of Hwy 97. Project Driver: Level of service enhancements (functional efficiency and levels of service increases). Strategic Direction: Transportation & mobility - More trips by transit, carpooling, cycling & walking Asset Cost Reserve Borrow Fed/Prov Dev/Com Utility Taxation 0 0 0 0 653,000 (2,651,000) 1,998,000 Operating Impacts: Houghton 1 DCC (Nickel - OK Rail Trail), ATC Cost Reserve Borrow Fed/Prov Dev/Com Revenue Utility 2020 (13,300) 0 0 0 0 0 0 2021 (26,300) 0 0 0 0 0 0 2022 (26,300) 0 0 0 0 0 0 Department: Cost Center:
Capital Projects Transportation Capital
Title:
KLO Rd Mission Creek Bridge Replacement
Priority: 1 10 Yr Cap Plan Ref: 2020 T4
Taxation 13,300 26,300 26,300 Growth FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced to necessary repair budget for 2020. The original capital request justification: The KLO bridge over Mission Creek is approaching the end of its service life. This project will replace the existing bridge, accommodate the Mission Creek Greenway under the west abutment and improve the safety of road approaches. This funding is requested for demolition of the existing bridge and construction of a new bridge; detailed design is ongoing.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost (4,700,000)
Other - Supports Base Business
Reserve 2,830,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 1,870,000
Page 634
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Urban Centre Improvements
New
Priority: 1 10 Yr Cap Plan Ref: 2020 (P2) T4
FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced to fifty percent for 2020. The original capital request justification: The City of Kelowna is expecting to accommodate approximately 40% of its future growth within Urban Centres with vibrant, pedestrian friendly areas with access to amenities. However, many streets in the Urban Centers have gravel soak away. These frontages do not support all the elements of an urban pedestrian environment. Improvements include urbanization by installing parking lane, curb, gutter, drainage, crosswalk letdowns, treed boulevard and street furniture as required to support the successful Urban Centre Growth.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost (100,000)
Vibrant neighbourhoods - Key sites are proactively planned Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Okanagan Rail Trail - Connection to Waterfront Park Pathway
Taxation 100,000
Priority: 1 10 Yr Cap Plan Ref: Not included T5
New FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced to design phase for 2020. The original capital request justification: The Okanagan Rail Trail forms an important all ages and abilities walking and bicycling connection between Downtown, UBCO and points in-between. As of 2018, the trail has been a paved surface from the Airport to west of Ellis St. Budget is requested for detailed design and construction of the Okanagan Rail Trail from its current endpoint, west of Ellis, to Sunset Dr, and then connecting to the Waterfront Park pathway. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction:
Transportation & mobility - More trips by transit, carpooling, cycling & walking
Asset Cost Reserve Borrow Fed/Prov Dev/Com Utility (305,000) 195,000 0 0 0 0 Operating Impacts: Okanagan Rail Trail - Connection to Waterfront Park Pathway 2020 2021 2022
Cost (2,100) (8,200) (8,200)
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Taxation 110,000 Utility 0 0 0
Taxation 2,100 8,200 8,200 Page 635
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Liner Design and Construction
Growth Priority: 1 10 Yr Cap Plan Ref: Not included SW2 FINAL
Justification: The initial costs for this project were based on the key installation components, such as leachate and landfill gas collection and the liner systems. Not included in the Design Operations and Closure Plan were costs for major earthworks associated with preparing the area for construction, road surfacing, drainage systems and electrical conduits; all of which are design components that can only be valued once the detailed design is complete. The additional budget required for this project is $2.1M for a total project budget of $4.4M. The estimated completion date of this project is Spring of 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Additional funding required to honour contract obligations.
Strategic Direction:
Other - Supports Base Business
Asset Cost Reserve 2,100,000 (2,100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Stockpiles and Reprocessing Areas Relocation
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: Not included SW7 FINAL
Justification: The funding for the project to relocate a stockpile pad and reprocessing area to another area of the landfill is not required in 2020. This project has been cancelled in order to allow for the completion of the liner design and construction project and will be included in the Landfill's financial model in future years.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost (3,446,000)
Vibrant neighbourhoods - Key sites are proactively planned
Reserve 3,446,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 636
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Knox Mountain Geotechnical Engineering
Renew Priority: 1 10 Yr Cap Plan Ref: Not included D1 - $2M FINAL
Justification: Budget is requested to initiate the geotechnical design and first year construction of the slope on Knox Mountain north of the corner of Ethel Street and Bay Avenue to protect buried infrastructure. This is year one of a three year project staged to restore the slope and minimize the impacts of excess groundwater contributions in the future. The work consists of a horizontal drilling program into the slope face to identify the sources of water and note bedrock locations. Earthen repairs will be initiated and designed as required. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Maintain
Strategic Direction: Asset Cost 750,000
Environmental protection - Emergency response & preparation Reserve (750,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Major Systems Projects - Electronic Records Management
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 I3 - $508k FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced. The original capital request justification: To acquire and implement an electronic document and records management system to manage the creation, use, maintenance, storage, security, retrieval, and disposition of records and information. The goals of the project are to (1) comply with the Community Charter and other legislation regarding the access rights of the public to records, (2) reduce the risk of not being able to produce records as documentary evidence in a court of law, (3) enable staff to find and share information across divisional boundaries, except for confidential information, and (4) improve business processes using automated workflows. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction:
Clear direction - Services, processes & business activities are transformed
Asset Cost Reserve Borrow Fed/Prov Dev/Com Utility (485,000) 0 0 0 0 0 Major Systems Project - Electronic Records Management Operating Impacts: Cost Reserve Borrow Fed/Prov Dev/Com Revenue 2020 (50,000) 0 0 0 0 0 2021 (100,000) 0 0 0 0 0 2022 (100,000) 0 0 0 0 0
Taxation 485,000 Utility 0 0 0
Taxation 50,000 100,000 100,000 Page 637
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Fleet Growth
Priority: 1 10 Yr Cap Plan Ref: 2020 V1
Growth FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced by six vehicles for 2020. The original capital request justification: As a result of increased service and maintenance demands, and regulatory requirements, an additional 18 pieces of equipment are requested for various divisions within the City of Kelowna. These would include 15 light duty vehicles, one utility trailer, one forklift, and one thermo plastic application machine. Five of the light duty vehicles included in this budget request have potential of being electric powered. Acquisition of vehicles is expected to be complete by 2021. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (245,000) Operating Impacts: 2020 2021 2022
Cost (44,000) (44,000) (44,000)
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 245,000
Fleet Growth Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 44,000 44,000 44,000
Page 638
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Requests Final Budget Summary - Utility Funds Page
Type
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Airport Capital - Priority 1 641
Growth Operations Stand 5 Concrete Panels
(320,000)
320,000
0
0
0
0
641
Renew Airfield Cable Replacement
(120,000)
120,000
0
0
0
0
642
New
(60,000)
60,000
0
0
0
0
(500,000)
500,000
0
0
0
0
Inoperable Aircraft Mover A1 - Airside
642
Renew Light Standard Replacements
(100,000)
100,000
0
0
0
0
643
Renew Airport Way Improvements
(250,000)
250,000
0
0
0
0
643
Renew Airport Parking Lot Equipment
(528,580)
528,580
0
0
0
0
644
Growth Non-passenger Screening Vehicle Traffic Management System
(85,000)
85,000
0
0
0
0
(963,580)
963,580
0
0
0
0
A2 - Groundside 644
Renew Passenger Bridge Upgrades
(640,000)
640,000
0
0
0
0
645
Renew Air Terminal Building Capital Replacement & Improvement Renew Airport Air Terminal Building Advertising Nodes Growth Air Terminal Building Renovations
(455,000)
455,000
0
0
0
0
(261,140)
261,140
0
0
0
0
(250,000)
250,000
0
0
0
0
Growth Air Terminal Building Advertising Nodes
(200,000)
200,000
0
0
0
0
A3 - Terminal
(1,806,140)
1,806,140
0
0
0
0
Growth Soaring Beyond 2.5 Million Passengers AIF Program
(2,635,000)
2,635,000
0
0
0
0
A4 - AIF
(2,635,000)
2,635,000
0
0
0
0
Cost Center Totals
(5,904,720)
5,904,720
0
0
0
0
Renew Bellevue Creek Water Main Crossing at Varney Court
150,000
0
0
0
0
(150,000)
W6 - Network and Facility Renewal
150,000
0
0
0
0
(150,000)
Cost Center Totals
150,000
0
0
0
0
(150,000)
KLO Rd Mission Creek Bridge Sanitary Main
(900,000)
0
0
0
0
900,000
WW6 - Network and Facility Improvements
(900,000)
0
0
0
0
900,000
Cost Center Totals
(900,000)
0
0
0
0
900,000
645 646 646
647
Water Capital - Priority 1 647
Wastewater Capital - Priority 1 648
New
Page 639
2020 FINANCIAL PLAN
CITY OF KELOWNA
Grand Total
(6,654,720)
5,904,720
0
0
0
750,000
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Page 640
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Operations Stand 5 Concrete Panels
Growth Priority: 1 10 Yr Cap Plan Ref: Not included A1 FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification: The Airport is requesting to replace asphalt with concrete slabs on Operations Stand 5. The existing asphalt on Operations Stand 5 is experiencing rutting due to the weight and high tire pressure of certain aircraft. The addition of concrete slabs on Operations Stand 5 would help improve the safety of Apron 1.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (320,000)
Economic resiliency - Key economic sector impact is increasing Reserve 320,000
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airfield Cable Replacement
Fed/Prov 0
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: Not included A1 FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification: The Airfield Cable Replacement project would result in the renewal of degrading airfield cables that are the power source for airfield visual equipment. This project would help ensure the Airport continues to have a safe, reliable visual aid system in accordance with Transport Canada regulations. This project would be completed between 2020 and 2022.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (120,000)
Other - Supports Base Business Reserve 120,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 641
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Inoperable Aircraft Mover
Priority: 1 10 Yr Cap Plan Ref: Not included A1
New FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification: The purchase of an inoperable aircraft mover would provide the Airport with the ability to move certain aircraft that have broken down on the runway, taxiway or apron. This would help the Airport avoid delays and disruptions.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost (60,000)
Other - Supports Base Business Reserve 60,000
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Light Standard Replacements
Fed/Prov 0
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: Not included A2 FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification: The Airport is requesting to replace approximately 20 light standard poles in and around the Airport that have reached the end of their useful life.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (100,000)
Other - Supports Base Business Reserve 100,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 642
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Way Improvements
Renew Priority: 1 10 Yr Cap Plan Ref: 2020 A2 - $2.85m FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification: The Airport Way Improvements project would result in improvements to the intersection of Airport Way and Aerospace Drive to further improve the safety of pedestrians and cyclists.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost (250,000)
Transportation & mobility - People of all ages & abilities can easily get around Reserve 250,000
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Parking Lot Equipment
Fed/Prov 0
Dev/Com 0
Utility 0 Priority: 1 10 Yr Cap Plan Ref: 2018 A2
Renew FINAL
Justification: Due to the financial impacts of COVID-19, the 2020 carryover budget request for this project is being removed for 2020. The original carryover request justification: Projected was initially delayed until the new Technology manager position was filled and further delayed in obtaining gate control. Work is to be completed in 2020.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (528,580)
Other - Supports Base Business Reserve 528,580
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 643
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Non-passenger Screening Vehicle Traffic Management System
Growth Priority: 1 10 Yr Cap Plan Ref: Not included A2 FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification: When the Airport initially built the Non-Passenger Screening for Vehicles (NPSV) facility, the Airport was exempt from installing a traffic management system. This exemption no longer applies and the implementation of a NPSV Traffic Management System would ensure that the Airport is in accordance with Canadian Air Transport Security Authority's mandate.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (85,000)
Other - Supports Base Business Reserve 85,000
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Passenger Bridge Upgrades
Fed/Prov 0
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: Not included A3 FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification: Certain components of the Airport's passenger bridges are reaching the end of their useful life. This project would replace these components and extend the useful lives of the bridges, allowing the Airport to meet its operational needs and continue to adhere to safety requirements.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (640,000)
Other - Supports Base Business Reserve 640,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 644
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Air Terminal Building Capital Replacement & Improvement
Renew Priority: 1 10 Yr Cap Plan Ref: Not included A3 FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced to remove the Air Handling Units and exterior sliding doors replacement for 2020. The original capital request justification: The air terminal building (ATB) capital replacements and improvements project consists of modifications to the ATB and the equipment within it to improve the operations of the Airport. In 2020, the more significant projects would include the Arc Flash Implementation ($155K), replacement of Air Handling Units ($125K), replacement of exterior sliding doors ($75K), and fire stopping ($40K).
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (455,000)
Other - Supports Base Business Reserve 455,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Air Terminal Building Advertising Nodes
Utility 0 Priority: 1 10 Yr Cap Plan Ref: 2019 A3
Renew FINAL
Justification: Due to the financial impacts of COVID-19, the 2020 carryover budget request for this project is being removed for 2020. The original carryover request justification: Project was delayed in order to combine 2019 and 2020 tender for efficiencies and cost savings. Project to be completed in 2020.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost (261,140)
Financial management - Non-tax revenues are increasing Reserve 261,140
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 645
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Air Terminal Building Renovations
Growth Priority: 1 10 Yr Cap Plan Ref: 2020 A3 - $1.26M FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification: The Airport would like to move forward with the expansion of Canada Border Services Agency's offices, renovation of the oversized inbound baggage area in arrivals and renovation of a portion of the Airport's check-in counters. These renovations would help mitigate operational constraints resulting from the Airport's recent passenger growth and allow the Airport to more efficiently use its existing infrastructure.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (250,000)
Economic resiliency - Key economic sector impact is increasing Reserve 250,000
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Air Terminal Building Advertising Nodes
Dev/Com 0
Utility 0 Growth Priority: 1 10 Yr Cap Plan Ref: 2020 A3 - $175K FINAL
Justification: Due to the impacts of COVID-19, the budget request for this project is being removed for 2020. The original capital request justification has been included below, for reference. Budget is requested to allow for the modernization and enhancement of the existing advertising signage, and identify new advertising nodes within the air terminal building.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (200,000)
Financial management - Non-tax revenues are increasing Reserve 200,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 646
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Soaring Beyond 2.5 Million Passengers AIF Program
Growth Priority: 1 10 Yr Cap Plan Ref: 2020-2022 A4 - $54.5M FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced to only include the work for the Air terminal Building Expansion for 2020. The original capital request justification: The Airport is requesting to continue the design and construction for portions of the Soaring Beyond 2.5 Million Passengers AIF Program. $67.3M to construct Phases 1 and North of the Air Terminal Building Expansion between 2020 - 2023; $1.8M to purchase Airside equipment including a loader, a sweeper, a heavy duty truck and attachments in 2020; $520k to design the Apron 1 expansion to Gate 11 in 2020; $240 to design Airside lighting and supporting infrastructure in 2020, and $50k to commence consultation on Self-Serve Baggage Drop in 2020.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost (2,635,000)
Economic resiliency - Key economic sector impact is increasing
Reserve 2,635,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Bellevue Creek Water Main Crossing at Varney Court
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: Not included W6 FINAL
Justification: The 2018 Flood Recovery project identified an existing water main under Bellevue Creek that became exposed during the high flow event. The Flood Recovery project allowed for minor repairs on the creek to cover the pipe, however, the need for this pipe to operate is critical. Following an internal assessment, budget is requested to construct a pipe bridge over the creek. Work to be completed by Fall 2020. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 150,000
Environmental protection - Emergency response & preparation Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (150,000)
Page 647
2020 FINANCIAL PLAN
CITY OF KELOWNA
2020 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
KLO Rd Mission Creek Bridge Sanitary Main
New Priority: 1 10 Yr Cap Plan Ref: Not included WW6 FINAL
Justification: Due to the financial impacts of COVID-19, the budget request for this project is being reduced to design phase for 2020. The original capital request justification: In coordination with KLO Rd Mission Creek Bridge Replacement, budget is requested to extend sanitary sewer pipe beneath Mission Creek and to the edge of the bridge project limits. It is advantageous to complete this work now to improve construction efficiency and limit the environmental impact. Works will include casing pipe beneath the creek, connection to the existing network on KLO Rd and termination on Parsons Rd. No service connections will be granted until future sanitary infrastructure is constructed in the Hall and Parsons Rd connection areas.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost (900,000)
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 900,000
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Five-Year Financial Plan Page 649
2020 FINANCIAL PLAN
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2020 FINANCIAL PLAN
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FINANCIAL PLAN The City of Kelowna has developed a comprehensive Financial Plan that provides a five‐year summary of general revenues, operating expenditures and capital expenditures that is used to help guide the City throughout the next five years. The format of the plan keeps the General Fund separate from the Utility Funds to clearly identify the taxation requirements for the five‐year period. A new coronavirus, COVID‐ , emerged in early and was declared a pandemic by the World Health Organization when its spread reached nearly every country in the world within a few months. To help reduce the spread of the virus, the Canadian Government restricted all non‐essential travel outside of Canada and issued an emergency order under the Quarantine Act that required all persons entering Canada to isolate/quarantine themselves for days. The BC Provincial Government enacted a Provincial State of Emergency on March , and the Provincial Health Authority ordered the closure of facilities for gatherings or personal services such as recreation facilities, gaming facilities, restaurant dining rooms, bars and pubs, hair and nail salons, tattoo parlours and certain regulated healthcare professions like massage therapists. This has created complex challenges for families, businesses and many other organizations in our community, and that includes the City of Kelowna. The Financial Plan attempts to provide a ‘snapshot’ of the future using current standards and service levels. Despite the financial challenges resulting from the COVID‐ pandemic, the City is committed to delivering programs, services and infrastructure in a manner that respects the community vision identified through Imagine Kelowna. The community input received through Imagine Kelowna, the availability of funding from other sources (Federal, Provincial, and Community), the Official Community Plan, Year Servicing Plan, the Infrastructure Plan and the ‐Year Capital Plan, all affect the programs included in the future years of the plan. The ‐Year Capital Plan, ‐ , and the Infrastructure Plan, have provided a guideline for future capital through to in this Financial Plan. The Financial Plan is intended to provide guidance and information upon which to base current and future expenditure decisions. It will aid in the understanding of the City’s financial position and financing capabilities over the next five years. The development of the Financial Plan follows from the budget process which includes: Provisional Budget – approved by Council December , Carryover Requests – approved by Council March , Final Budget – approved by Council on May , Although most of this volume is devoted to the Provisional Budget details, the changes made by Council at Provisional, Carryover, and Final Budget, together, provide the portion of the Financial Plan. In response to the complex financial challenges created by the COVID‐ pandemic, the Financial Plan is reduced from a . per cent net property owner impact in the Provisional Budget to a . per cent net impact in the Final Budget volume. This reduction is the result of reduced budgets for new capital projects, the deferment or elimination of new positions and the reduction of operational budgets across all City divisions.
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2020 FINANCIAL PLAN
CITY OF KELOWNA
, the operating budget is adjusted for current one‐time projects, changes in operating requirements For the years after from approved prior years, and from new capital along with a growth and/or inflation factor depending on the nature of the revenue or expenditure. As with any planning exercise, the level of certainty and detail is most appropriately found in the current year. Future year assumptions are required to project general revenues, incremental operating expenditures to support new capital, debt servicing and ongoing departmental revenues and expenditures. The B.C. Ministry of Municipal Affairs and Housing, Local Government Division, has announced that if the COVID‐ situation has impaired normal budgeting process, local governments can adopt a ‐ Financial Plan based on year‐ two of the previous year’s plan with alterations deemed appropriate for the upcoming years. Government Finance Officers Association (GFOA) best practice for Financial Forecasting in the Budget Preparation Process states “an effective forecast allows for improved decision‐making in maintaining fiscal discipline and delivering essential community services” . As the financial implications of COVID‐ are not fully understood at this time, the City of Kelowna is maintaining the five‐ year forecast envisioned before the start of the pandemic. All financial models will be updated over the following year to include new information as it becomes available. Assumptions used in the creation of the years to in the Financial Plan projections include:
An inflation rate of per cent for many of the operating costs and for some revenues. The Bank of Canada aims to keep inflation at the per cent midpoint of an inflation‐control target range of to per cent. A growth rate of . per cent per year (as per the Official Community Plan) for various revenues and expenditures and for incremental taxation revenue. Growth rates for the utilities are based on servicing expectations over the next five years which may include existing residential or commercial units. MFA amortization schedules and estimated rates are used as a basis for projected principal and interest where applicable. There is no change in current service levels except as provided for in the capital program. Reserve funding is used for one‐time operating and capital programs to reduce the requirement for increased taxation.
The Financial Plan summary can be found on page . This summary is used for the Financial Plan bylaw. The final column of the Financial Plan is included at the request of the Ministry of Municipal Affairs and Housing for information to support the City of Kelowna’s Year Servicing Plan (to year ). There are many factors that impact the well‐being of the City of Kelowna. Both infrastructure improvements and social amenities such as parks, recreational and cultural programs are required to provide a balanced quality of life. By prioritizing operating and capital expenditures, this plan will help to maximize the investment in the community where and when it is most needed.
Revenue sources & trends summary The City defines financial strength and stability as “the ability to acquire and manage a portfolio of financial and physical assets that meet the current and future needs of our community.” This is the goal. To guide future financial planning, the City uses the Council adopted Principles and Strategies for Financial Strength and Stability. The principles and strategies set out in this document guide decision‐making within the City and help to realize this goal and, ultimately, the vision for Kelowna. While some of these strategies focus on a particular component of the financial balance – revenues and costs – they are all interrelated and work together to provide a broad framework for managing the City’s overall finances.
Taxation The City strives to ensure property taxes are sufficient to meet the community’s short and long‐term needs. Taxation is a major revenue source in the General Fund and accounts for per cent of the total revenue estimate of . M. Over the five‐year period of the Financial Plan, the taxation requirement is estimated to increase annually by growth ( . per Financial Forecasting in the Budget Preparation Process, Government Finance Officers Association, viewed April 2020, <https://www.gfoa.org/print/1746>.
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2020 FINANCIAL PLAN
CITY OF KELOWNA
cent) and average inflation ( . per cent). The projected impact on the existing taxpayer will be the inflation component, a portion of the cost of this service level increase and debt repayment impacts for future borrowing.
Fees & Charges (Utility Revenues) Fees and charges are another way that the City of Kelowna raises revenues. These fees and charges are useful because those that benefit from a service bear the cost of it. The City’s objective is to ensure user fees and charges are sufficient to meet the City’s needs. The City of Kelowna operates Water and Wastewater Utilities. The Water Utility will have a rate increase of . per cent and a . per cent increase to the Water Quality Enhancement Reserve Fund in . There are no approved rate increases for the Wastewater Utility in . The City Water Utility is currently limited in growth in that service area boundaries are not citywide. In , the boundaries have increased with the amalgamation of South East Kelowna Irrigation District (SEKID). Future revenue estimates are factored for both growth and inflation. The City Wastewater Utility operates citywide. Future growth potential is limited by infrastructure cost and the availability of Provincial capital support funding. Future local service areas have been identified and the number of sewer customers and amount of revenue generated is scheduled to increase slightly over the next five years. Future revenue estimates are factored for both growth and inflation. The City owned Kelowna International Airport has experienced a significant decrease in passengers and daily flights as a result of the COVID‐ pandemic, which is forecasted to have a significant impact on the Airport’s revenues. While passenger forecasts are fluid and subject to change, the Airport is forecasting passenger numbers that the Airport hasn’t seen since . To reduce expenses, the Airport is significantly reducing operational spending and is delaying or cancelling a majority of capital projects in . The Airport is also reassessing its ten‐year capital plan to align with forecasted passenger demand.
Fees & Charges (General Fund Department Revenues) Fees and charges are the second largest source of revenue for the general fund at per cent and can be attributed to a number of Divisions including Civic Operations, Active Living & Culture, Planning & Development Services, Partnerships & Investments and Infrastructure. The Civic Operations Division, which includes Fleet Services, Parks, Public Works and Utility Services, generates the largest proportion of revenue from fees & charges in the areas of internal equipment charges, cemetery operations, landfill tipping fees and waste collection. The Fleet Services branch recovers operating costs, overhead and replacement costs on all equipment owned by the City by charging user departments internal equipment charges. Internal equipment revenue has been estimated to be at a relatively stable level and future revenue has been adjusted for inflation. Revenue in the Active Living & Culture Division is generated from a wide variety of services including facility rentals and sales revenues along with program revenue and recreation facility use revenues. Although these revenues have been significantly impacted by COVID‐ in , estimates of future revenue generation have been factored for growth and inflation. Revenue and expenditure forecasts will be revisited for the and five‐year budgets.
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2020 FINANCIAL PLAN
CITY OF KELOWNA
The City’s Planning & Development Services Division generates revenue in the form of permit and inspection fees along with subdivision fees and other service revenues. The Partnerships & Investments Division generates revenues in rentals from properties owned by the City and from parking throughout the City. Future revenues have been factored by inflation as there is little anticipated growth in the inventory of these real estate assets. All revenue and expenditure forecasts for these divisions will be revisited for the and five‐year budgets. The Infrastructure Division includes transit revenues in the Regional Services branch. Transit revenues have been significantly impacted by COVID‐ resulting in a significant loss of revenue forecasted in . Future transit revenues have been factored for growth as ridership is expected to recover and services are expanded in this Financial Plan. Revenue and expenditure forecasts for transit will be revisited for the and five‐year budgets.
Borrowing Debt is a common tool that municipalities use to finance capital expenditures over both the medium and long term. Debt is viewed as a fair way of financing a project since those who are paying the principal and interest charges are benefitting from the service. The City strives to ensure debt financing is used strategically to maintain the City’s financial strength and stability. There are no new borrowing requirements for , but previous models indicate borrowing is expected in the Parkinson Recreation Centre and an expansion to the Capital News Centre.
‐
for
Other sources General Revenues Many general revenue categories are anticipated to increase by growth and/or inflation in the coming years. Revenues from general interest and tax penalties are expected to increase by growth and Federal and Provincial contributions are expected to increase by inflation only. General revenues are anticipated to increase by approximately . per cent in , . per cent each year between to but forecasting for these revenues will be revisited to in to incorporate impacts from the COVID‐ pandemic.
Government Grants Grants are a useful tool in a municipality’s financial toolbox and can be used strategically to offset costs to taxpayers and ratepayers. However, a reliance on grants to fund capital projects and services will undermine a community’s ability to attain financial strength and stability. The City’s objective is to pragmatically leverage grant opportunities. Operating grants have been focused on community & neighborhood programs for healthy living, urban forestry for wildfire mitigation and the grant back of carbon tax paid by the City to allow investment in greenhouse gas reduction programs. The most significant grant area is for the transit partnership. The Province provides per cent funding for conventional transit costs and per cent funding for custom transit costs. This amounts to approximately . million per year. Grants in lieu of taxes from provincial and federal governments have remained fairly steady for the last few years. Grants from the Okanagan Basin Water Board for wastewater collection cost initiatives are averaging k per year. The budget for gaming revenues was reduced by per cent in when all BC Gaming Centres were ordered closed to limit the spread of COVID‐ . These closures are expected to be temporary and revenues are anticipated to resume in . These funds are included in the RCMP budget as they are applied against police costs.
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2020 FINANCIAL PLAN
CITY OF KELOWNA
The Federal Gas Tax Fund Agreement in British Columbia took effect on April , providing the administrative framework for the delivery of Federal Gas Tax funding to local governments in British Columbia over ten years from to . The Gas Tax fund provides predictable, long‐term and stable funding to local governments in British Columbia for investment in infrastructure and capacity building projects. In , the City of Kelowna expects to receive . M. It is anticipated that Federal Infrastructure Stimulus Funds will be announced in to help stimulate the Canadian economy once the pandemic restrictions are lifted. The City of Kelowna’s Financial Plan includes several design projects to be prepared for this announcement with “shovel ready” projects.
Reserves and Surplus Saving money for future projects and unexpected expenditures is an important planning consideration for the City. Reserves provide a financial mechanism for saving money to finance all or part of future infrastructure, equipment, and other requirements. Reserve funds can also provide a degree of financial stability, by reducing reliance on indebtedness to finance capital projects and acquisitions, or flexibility to leverage opportunities as they arise. This revenue source is mainly used in the capital programs for major works. A balance must be maintained between expenditure levels and reserve replenishment to ensure this funding source can continue. The Infrastructure Plan relies on surplus funds being contributed to reserve on an annual basis. Reserve funding requirements vary significantly depending on the annual capital programs. It is the largest source of revenue in ( per cent). Surplus amounts within the Utility programs will vary on an annual basis mainly dependent on the extent of the capital program for that year. In order to strengthen local governments’ cash position during the COVID‐ pandemic situation, the B.C. Ministry of Municipal Affairs and Housing, Local Government Division, has announced they will allow interfund borrowing from one or more capital reserve funds to an operating reserve fund established to address current revenue shortfalls. Any money borrowed from capital will need to be repaid within five years of the time of borrowing without the requirement to pay interest on interfund borrowing.
Summary of revenue sources
‐
($ thousands)
The following graph summarizes the City’s revenue sources.
700,000 600,000 500,000
Reserves
400,000
Other sources
300,000
Borrowing Fees/Charges
200,000
Taxation
100,000 0
2020
2021
2022
Note: Reserve funding totals in the chart above are higher in
2023
2024
due to carry‐over projects.
Page 655
2020 FINANCIAL PLAN
CITY OF KELOWNA
FIVE‐YEAR FINANCIAL PLAN SUMMARIES Financial Plan 2020‐2024 2020 Revenue Property Value Tax Library Requisition Parcel Taxes Fees and Charges Borrowing Proceeds Other Sources
2021
2022
2023
2024
2025‐2030
148,846,715 6,813,500 3,142,381 137,762,227 7,158,600 73,059,386 376,782,809
158,840,803 6,949,770 3,426,422 148,020,158 22,780,000 50,037,664 390,054,817
169,889,083 7,088,765 3,451,487 151,658,903 73,416,723 60,818,742 466,323,703
180,701,236 7,230,540 3,475,016 155,045,322 46,985,000 51,459,479 444,896,593
186,912,094 7,375,151 3,494,169 158,678,327 6,747,500 68,468,325 431,675,566
1,258,461,927 47,453,812 17,620,276 1,033,087,639 26,182,034 414,885,398 2,797,691,086
2,452,188 31,044,365 185,658,769 219,155,322
1,187,648 14,550,553 64,453,198 80,191,399
1,187,648 19,563,296 74,837,863 95,588,807
972,920 20,379,078 49,854,898 71,206,896
972,920 25,431,239 61,020,999 87,425,158
5,837,520 155,527,686 254,206,738 415,571,945
595,938,131
470,246,216
561,912,510
516,103,489
519,100,724
3,213,263,030
4,167,837 11,728,562 244,687,850
4,583,941 9,234,572 115,720,533
6,305,472 11,880,905 196,880,227
7,582,916 12,370,915 135,532,413
7,764,788 12,614,868 130,275,942
43,792,164 65,340,043 681,112,978
29,511,968
30,369,017
31,212,785
32,087,713
32,987,325
217,993,213
Community Services
29,832,174 89,673,511
25,982,788 91,040,530
26,471,863 93,255,538
27,263,536 94,702,682
28,091,066 97,557,258
186,072,644 647,676,400
Protective Services
67,552,682
75,679,542
80,357,259
84,641,683
87,451,072
587,665,165
25,707,690 18,636,279 521,498,553
21,754,806 18,954,304 393,320,033
22,162,986 19,517,299 488,044,334
22,745,803 20,108,299 437,035,960
23,347,904 20,719,244 440,809,467
153,576,252 138,010,202 2,721,239,060
23,769,899 0 50,669,679 74,439,578
26,015,742 0 50,910,441 76,926,183
26,097,881 0 47,770,295 73,868,176
27,335,530 0 51,731,999 79,067,529
27,339,597 0 50,951,660 78,291,257
162,234,170 0 329,789,800 492,023,970
595,938,131
470,246,216
561,912,510
516,103,489
519,100,724
3,213,263,030
Transfer between Funds Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Revenues Expenditures Municipal Debt Debt Interest Debt Principal Capital Expenditures Other Municipal Purposes General Government Planning, Development & Building Services
Utilities Airport
Transfers between Funds Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Expenditures
Page 656
2020 FINANCIAL PLAN
CITY OF KELOWNA
General Fund Tax Impact Summary General revenues Net operating budget
2020 (11,139,249) 150,475,964
2021 (11,431,881) 159,797,554
2022 (11,658,263) 170,182,216
2023 (11,891,883) 180,237,989
2024 (12,131,154) 185,778,248
Pay‐as‐you‐go capital Taxation demand
9,510,000 148,846,715
10,475,130 158,840,803
11,365,130 169,889,083
12,355,130 180,701,236
13,265,000 186,912,094
(3,400,000)
(2,054,085)
(2,192,003)
(2,344,469)
(2,493,677)
2.05%
5.33%
5.58%
4.98%
2.06%
New construction tax revenue Net property owner impact
General Revenue 2020 General Licences Dog Licences Franchise Fee Fortis Gas General Interest & Tax Penalties Interest on Investments Tax Arrears & Delinquent Penalties on Taxes Penalties Utility Accounts Interest on Accounts Receivable Miscellaneous Revenues Work Order Administration Local Improvement Prepayments Discounts Earned & Misc Risk to Roll Federal Contributions Grants in Lieu of Taxes Provincial Contributions Grants in Lieu of Taxes Traffic Fine Revenue Sharing Climate Action Rev Incentive Certificate of Recognition Rebate Appropriation to Reserves Tax Revenue ‐ Private Utilities 1% in Lieu of Taxes Sub‐total General Taxation TOTAL
2021
2022
2023
2024
3,100 3,100
3,100 3,100
3,100 3,100
3,100 3,100
3,100 3,100
1,190,370 1,190,370
1,230,605 1,230,605
1,271,542 1,271,542
1,314,520 1,314,520
1,358,951 1,358,951
4,726,050 165,000 850,000 34,577 16,000 5,791,627
4,791,269 167,277 861,730 76,035 16,000 5,912,311
4,857,389 169,585 873,622 77,084 16,000 5,993,680
4,924,421 171,925 885,678 78,148 16,000 6,076,172
4,992,378 174,298 897,900 79,226 16,000 6,159,802
25,915 9,708 89,749 (310,000) (184,628)
41,352 25,000 92,783 (320,478) (161,343)
42,728 25,000 95,869 (331,139) (167,542)
44,172 25,000 99,109 (342,331) (174,050)
45,665 25,000 102,459 (353,902) (180,778)
128,560
131,131
133,754
136,429
139,158
448,078 1,513,253 227,620 194,910 (422,530) 1,961,331
457,040 1,534,136 232,172 194,910 (427,082) 1,991,176
466,180 1,555,307 236,816 194,910 (431,726) 2,021,487
475,504 1,576,770 241,552 194,910 (436,462) 2,052,274
485,014 1,598,529 246,383 194,910 (441,293) 2,083,543
2,248,889
2,324,901
2,402,242
2,483,438
2,567,378
11,139,249
11,431,881
11,658,263
11,891,883
12,131,154
148,846,715
158,840,803
169,889,083
180,701,236
186,912,094
159,985,964
170,272,684
181,547,346
192,593,119
199,043,248
Page 657
2020 FINANCIAL PLAN
CITY OF KELOWNA
General Fund ‐ operating summary by division 2020 Net Operating Expenditure
40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0
Net Operating Expenditure by Year 2020 City Administration Planning & Development Services Partnerships & Investments Infrastructure Civic Operations Active Living & Culture Human Resources & Community Safety Human Resources & Risk Management Community Safety Fire Department Corporate Strategic Services Financial Services Debt & Other City Clerks Total Division Net Operating Expenditures
2021
2022
2023
2024
1,514,255 253,073 1,754,834 13,235,175 30,636,991 10,174,259
1,602,019 511,627 1,912,208 10,667,237 32,033,027 10,160,570
1,639,685 610,003 1,931,429 11,321,263 32,896,321 10,209,122
1,678,526 776,911 1,997,852 12,021,591 33,888,838 10,401,021
1,718,349 951,542 2,066,615 12,750,194 34,907,569 10,612,394
4,651,048 39,829,770 20,434,045 7,179,575 4,755,266 14,765,438 1,292,235 150,475,964
4,815,994 46,218,195 21,652,863 7,568,842 5,100,111 16,216,800 1,338,061 159,797,554
4,942,621 50,030,195 22,336,944 7,788,679 5,267,433 19,831,128 1,377,393 170,182,216
5,074,051 53,409,432 23,056,566 8,018,301 5,477,264 23,019,742 1,417,894 180,237,989
5,209,208 55,285,339 23,800,624 8,255,131 5,667,264 23,094,375 1,459,644 185,778,248
Page 658
2020 FINANCIAL PLAN
CITY OF KELOWNA
Operating Summary ‐ General Fund Revenues/Expenditures by Year
2020
2021
2022
2023
2024
(6,813,500) 0 (54,992,547) (44,816,396) (10,176,151) (36,111,549) (1,796,791) (13,478,290) (8,555,649) (12,280,819) (10,271,748) (2,452,188) (1,449,270) (6,370,290)
(6,949,770) 0 (62,755,438) (52,021,364) (10,734,074) (34,727,977) (1,845,507) (14,340,566) (8,511,342) (10,030,562) (2,727,918) (1,187,648) (1,449,270) (91,000)
(7,088,765) 0 (63,956,836) (53,018,982) (10,937,854) (35,097,941) (1,882,418) (14,566,241) (8,694,905) (9,954,377) (2,034,048) (1,187,648) (795,400) (51,000)
(7,230,540) 0 (65,047,751) (53,865,358) (11,182,393) (34,473,685) (1,920,066) (14,733,786) (8,883,154) (8,936,679) (1,778,320) (972,920) (795,400) (10,000)
(7,375,151) 0 (66,323,481) (54,887,313) (11,436,168) (35,157,210) (1,958,467) (14,965,627) (9,075,690) (9,157,426) (1,768,320) (972,920) (795,400) 0
(108,189,344)
(107,161,103)
(108,177,590)
(108,530,296)
(110,624,162)
79,217,695 7,460,472 47,239,839 77,757,920 2,497,293 6,934,795 4,894,409 4,894,409 0 32,662,885 23,613,589 0 9,049,296
83,330,397 7,715,956 41,498,266 87,051,379 2,725,761 6,239,359 3,475,879 3,475,879 0 34,921,660 25,859,432 0 9,062,228
86,365,870 7,959,582 41,845,030 91,651,284 4,360,838 7,694,790 3,475,679 3,475,679 0 35,006,733 25,941,571 0 9,065,162
89,228,692 8,214,779 42,743,589 96,257,875 5,638,627 8,185,993 2,250,679 2,250,679 0 36,248,051 27,179,220 0 9,068,831
92,289,785 8,478,331 43,668,890 99,399,036 5,740,016 8,319,485 2,250,679 2,250,679 0 36,256,188 27,183,287 0 9,072,901
Total Expenditures
258,665,308
266,958,657
278,359,806
288,768,285
296,402,410
Net Operating Expenditures
150,475,964
159,797,554
170,182,216
180,237,989
185,778,248
Revenue Library Requisition Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Page 659
2020 FINANCIAL PLAN
CITY OF KELOWNA
City Administration Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue Parcel Tax
0
0
0
0
0
Fees and Charges
0
0
0
0
0
Sales of Service
0
0
0
0
0
User Fees
0
0
0
0
0
0
0
0
0
0
Interest
0
0
0
0
0
Grants
0
0
0
0
0
Services to Other Governments
0
0
0
0
0
Interdepartment Transfer
0
0
0
0
0
0
0
0
0
0
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
0
0
0
0
Accumulated Surplus
0
0
0
0
0
0
0
0
0
0
1,038,337
Other Revenue
Transfers from Funds
Total Revenue Expenditures Salaries and Wages
936,829
961,228
986,079
1,011,848
Internal Equipment
6,990
7,130
7,272
7,417
7,565
Material and Other
224,006
280,302
285,908
291,626
297,459
Contract Services
346,430
353,359
360,426
367,635
374,988
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
Internal Allocations
0
0
0
0
0
Interdepartment Transfer
0
0
0
0
0
Interfund Transfer
0
0
0
0
0
0
0
0
0
0
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
0
0
0
0
Total Expenditures
1,514,255
1,602,019
1,639,685
1,678,526
1,718,349
Net Operating Expenditures
1,514,255
1,602,019
1,639,685
1,678,526
1,718,349
Transfer to Funds
Page 660
2020 FINANCIAL PLAN
CITY OF KELOWNA
Planning & Development Services Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue Parcel Tax Fees and Charges Sales of Services User Fees Other Revenue Interest
0
0
0
0
0
(8,582,732)
(8,727,256)
(8,851,711)
(8,977,964)
(9,106,042)
(8,575,972)
(8,727,256)
(8,851,711)
(8,977,964)
(9,106,042)
(6,760)
0
0
0
0
(126,070)
0
0
0
0
0
0
0
0
0
0
0
0
0
Services to Other Governments
0
0
0
0
0
Interdepartment Transfer
0
0
0
0
0
(289,480)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Grants
Transfer from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
(126,070)
(289,480) (8,998,282)
(8,727,256)
(8,851,711)
(8,977,964)
(9,106,042)
Salaries and Wages
7,681,033
7,703,271
7,900,489
8,167,526
8,443,588
Internal Equipment
106,057
108,178
110,342
112,549
114,800
Material and Other
1,190,455
1,153,248
1,176,313
1,199,839
1,223,836
Total Revenue Expenditures
18,810
19,186
19,570
19,961
20,360
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
Contract Services
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds
55,000
55,000
55,000
55,000
55,000
55,000
55,000
55,000
55,000
55,000
0
0
0
0
0
200,000
200,000
200,000
200,000
200,000
200,000
200,000
200,000
200,000
200,000
Development Cost Charges
0
0
0
0
0
Accumulated Surplus
0
0
0
0
0
9,251,355
9,238,883
9,461,714
9,754,875
10,057,584
253,073
511,627
610,003
776,911
951,542
Special (Stat Reserve) Funds
Total Expenditures Net Operating Expenditures
Page 661
2020 FINANCIAL PLAN
CITY OF KELOWNA
Partnerships & Investments Revenues and Expenditures by Year
2020
2021
2022
2023
2024
0 (5,949,068) (4,611,822)
0 (8,302,359) (6,847,421)
0 (8,468,407) (6,984,370)
0 (8,637,775) (7,124,057)
0 (8,810,530) (7,266,538)
(1,337,246)
(1,454,938)
(1,484,037)
(1,513,718)
(1,543,992)
(268,110)
(12,648)
(12,901)
(13,159)
(13,422)
Revenue Parcel Tax Fees and Charges Sales of Services User Fees Other Revenue Interest
0
0
0
0
0
Grants
0
0
0
0
0
Services to Other Governments Interdepartment Transfer Transfer from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (268,110)
0 (12,648)
0 (12,901)
0 (13,159)
0 (13,422)
(1,393,542)
0
0
0
0
(521,792)
0
0
0
0
0 (871,750)
0
0
0
0
0
0
0
0
(7,610,720)
(8,315,007)
(8,481,308)
(8,650,934)
(8,823,952)
Salaries and Wages
2,768,665
2,908,156
3,004,899
3,106,465
3,211,464
Internal Equipment
54,652
55,745
56,860
57,997
59,157
Material and Other
3,256,795
2,015,683
2,011,260
2,051,485
2,092,515
Contract Services
1,164,912
1,394,260
1,422,146
1,450,589
1,479,601
0
0
0
0
0
Total Revenue Expenditures
Debt Interest
0
0
0
0
0
197,630
197,630
197,630
197,630
197,630
197,630
197,630
197,630
197,630
197,630
0
0
0
0
0
1,922,900
3,655,741
3,719,942
3,784,620
3,850,200
1,909,220
3,642,061
3,706,262
3,770,940
3,836,520
0
0
0
0
0
13,680
13,680
13,680
13,680
13,680
Total Expenditures
9,365,554
10,227,215
10,412,737
10,648,786
10,890,567
Net Operating Expenditures
1,754,834
1,912,208
1,931,429
1,997,852
2,066,615
Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Page 662
2020 FINANCIAL PLAN
CITY OF KELOWNA
Infrastructure Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (4,304,877) (3,822,650) (482,227) (12,729,328) 0 (10,298,840) (399,985) (2,030,503) (2,035,260) 0 0 (2,035,260)
0 (7,640,106) (7,116,192) (523,914) (11,358,291) 0 (9,860,726) (289,543) (1,208,022) 0 0 0 0
0 (7,745,539) (7,214,395) (531,144) (11,348,390) 0 (9,996,804) (296,300) (1,055,286) 0 0 0 0
0 (7,852,428) (7,313,954) (538,474) (11,512,688) 0 (10,134,760) (303,254) (1,074,674) 0 0 0 0
0 (7,960,792) (7,414,887) (545,905) (11,679,452) 0 (10,274,620) (310,405) (1,094,427) 0 0 0 0
Total Revenue
(19,069,465)
(18,998,397)
(19,093,929)
(19,365,116)
(19,640,244)
3,296,825 159,196 5,476,798 22,639,163
3,450,396 161,503 2,032,781 23,278,296
3,562,507 164,560 1,891,367 24,054,100
3,682,920 167,678 1,929,194 24,864,257
3,807,403 170,859 1,967,778 25,701,740
Revenue
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
435,678 435,678 0 296,980 0 0 296,980
435,678 435,678 0 306,980 0 0 306,980
435,678 435,678 0 306,980 0 0 306,980
435,678 435,678 0 306,980 0 0 306,980
435,678 435,678 0 306,980 0 0 306,980
Total Expenditures
32,304,640
29,665,634
30,415,192
31,386,707
32,390,438
Net Operating Expenditures
13,235,175
10,667,237
11,321,263
12,021,591
12,750,194
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Page 663
2020 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations ‐ General Fund Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest
0
0
0
0
0
(28,124,083)
(28,688,149)
(29,263,486)
(29,856,955)
(30,465,932)
(23,094,501)
(23,556,391)
(24,027,519)
(24,508,069)
(24,998,230)
(5,029,582)
(5,131,758)
(5,235,967)
(5,348,886)
(5,467,702)
(4,590,678)
(4,416,439)
(4,433,050)
(4,499,883)
(4,631,243)
0
0
0
0
0
(178,620)
(112,200)
(114,444)
(54,933)
(56,032)
Services to Other Governments
(1,902,409)
(1,843,480)
(1,892,719)
(1,943,897)
(1,996,562)
Interdepartment Transfer
(2,509,649)
(2,460,759)
(2,425,887)
(2,501,053)
(2,578,649)
(1,030,390)
(111,000)
(71,000)
(30,000)
(30,000)
(482,540)
(30,000)
(30,000)
(30,000)
(30,000)
Grants
Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges
0
0
0
0
0
0
0
(547,850)
(81,000)
(41,000)
(33,745,151)
(33,215,588)
(33,767,536)
(34,386,838)
(35,127,175)
Salaries and Wages
18,068,614
19,168,893
19,850,576
20,419,865
21,110,056
Internal Equipment
6,671,734
6,911,426
7,139,135
7,378,097
7,625,089
Material and Other
15,253,433
14,756,120
14,879,340
15,253,585
15,639,085
Contract Services
13,346,553
13,770,664
14,132,622
14,610,305
15,104,133
0
0
0
0
0
Accumulated Surplus Total Revenue Expenditures
Debt Interest
0
0
0
0
0
3,854,356
2,434,126
2,433,926
1,208,926
1,208,926
3,854,356
2,434,126
2,433,926
1,208,926
1,208,926
0
0
0
0
0
7,187,452
8,207,386
8,228,258
9,404,898
9,347,455
6,607,703
7,624,705
7,642,643
8,815,614
8,754,101
0
0
0
0
0
579,749
582,681
585,615
589,284
593,354
Total Expenditures
64,382,142
65,248,615
66,663,857
68,275,676
70,034,744
Net Operating Expenditures
30,636,991
32,033,027
32,896,321
33,888,838
34,907,569
Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Page 664
2020 FINANCIAL PLAN
CITY OF KELOWNA
Active Living & Culture Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue Parcel Tax
0
0
0
0
0
(3,755,201)
(4,926,885)
(5,090,783)
(5,262,851)
(5,440,735)
Sales of Service
(2,579,016)
(3,436,885)
(3,551,216)
(3,671,247)
(3,795,335)
User Fees
(1,176,185)
(1,490,000)
(1,539,567)
(1,591,604)
(1,645,400)
(238,810)
(177,633)
(181,186)
(184,810)
(188,507)
Fees and Charges
Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds
0 (190,660) ‐ (48,150) (457,960) 0
0 (112,200) ‐ (65,433) (10,000) 0
0 (114,444) ‐ (66,742) (10,000) 0
0 (116,733) ‐ (68,077) (10,000) 0
0 (119,068) ‐ (69,439) 0 0
0 (457,960)
0 (10,000)
0 (10,000)
0 (10,000)
0 0
(4,451,971)
(5,114,518)
(5,281,969)
(5,457,661)
(5,629,242)
Salaries and Wages
5,871,338
6,249,154
6,457,038
6,675,286
6,900,911
Internal Equipment
204,688
208,782
212,957
217,216
221,560
Material and Other
4,217,135
3,878,229
3,955,793
4,019,909
4,090,307
Contract Services
4,211,954
Development Cost Charges Accumulated Surplus Total Revenue Expenditures
3,516,165
4,122,019
4,048,399
4,129,367
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
816,904
816,904
816,904
816,904
816,904
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
0
0
0
0
816,904
816,904
816,904
816,904
816,904
Total Expenditures
14,626,230
15,275,088
15,491,091
15,858,682
16,241,636
Net Operating Expenditures
10,174,259
10,160,570
10,209,122
10,401,021
10,612,394
Accumulated Surplus
Page 665
2020 FINANCIAL PLAN
CITY OF KELOWNA
Human Resources & Risk Management Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (61,000) (5,000) (56,000) (124,600) 0 0 0 (124,600) (137,260) 0 0 (137,260)
0 (62,220) (5,100) (57,120) (64,260) 0 0 0 (64,260) 0 0 0 0
0 (63,464) (5,202) (58,262) (65,545) 0 0 0 (65,545) 0 0 0 0
0 (64,733) (5,306) (59,427) (66,856) 0 0 0 (66,856) 0 0 0 0
0 (66,028) (5,412) (60,616) (68,193) 0 0 0 (68,193) 0 0 0 0
Total Revenue
(322,860)
(126,480)
(129,009)
(131,589)
(134,221)
2,210,848 900 2,483,234 278,926 0
2,284,582 918 2,368,950 288,024 0
2,360,581 936 2,416,329 293,784 0
2,440,369 955 2,464,656 299,660 0
2,522,853 974 2,513,949 305,653 0
Debt Principal
0
0
0
0
0
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
Total Expenditures
4,973,908
4,942,474
5,071,630
5,205,640
5,343,429
Net Operating Expenditures
4,651,048
4,815,994
4,942,621
5,074,051
5,209,208
Revenue
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest
Page 666
2020 FINANCIAL PLAN
CITY OF KELOWNA
Community Safety Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue Parcel Tax
0
0
0
0
0
(905,326)
(896,847)
(918,775)
(941,440)
(964,704)
Sale of Service
(704,204)
(721,511)
(739,145)
(757,371)
(776,078)
User Fees
(201,122)
(175,336)
(179,630)
(184,069)
(188,626)
(3,632,417)
(5,222,723)
(5,327,178)
(5,433,721)
(5,542,396)
Fees and Charges
Other Revenue Interest
0
0
0
0
0
(2,684,100)
(4,255,440)
(4,340,549)
(4,427,360)
(4,515,907)
Services to Other Governments
(750,823)
(765,839)
(781,156)
(796,779)
(812,715)
Interdepartment Transfer
(197,494)
(201,444)
(205,473)
(209,582)
(213,774)
Grants
Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
(1,117,580)
0
0
0
0
(290,210)
0
0
0
0
0 (827,370)
0
0
0
0
0
0
0
0
(5,655,323)
(6,119,570)
(6,245,953)
(6,375,161)
(6,507,100)
Salaries and Wages
8,267,623
9,131,166
9,671,111
9,997,995
10,335,927
Internal Equipment
120,868
123,285
125,751
128,266
130,831
Material and Other
1,112,331
808,386
746,825
761,762
776,997
Total Revenue Expenditures
35,984,271
42,274,928
45,732,461
48,896,570
50,548,684
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
Internal Allocations
0
0
0
0
0
0
0
0
0
0
Contract Services
Interdepartment Transfer Interfund Transfer Transfer to Funds
0
0
0
0
0
0
0
0
0
0
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
0
0
0
0
Accumulated Surplus
0
0
0
0
0
Total Expenditures
45,485,093
52,337,765
56,276,148
59,784,593
61,792,439
Net Operating Expenditures
39,829,770
46,218,195
50,030,195
53,409,432
55,285,339
Page 667
2020 FINANCIAL PLAN
CITY OF KELOWNA
Fire Department Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (2,428,518) (797,930) (1,630,588) (263,766) 0 0 (263,766) 0 (15,000) 0 0 (15,000)
0 (2,493,613) (830,413) (1,663,200) (269,041) 0 0 (269,041) 0 0 0 0 0
0 (2,543,485) (847,021) (1,696,464) (274,422) 0 0 (274,422) 0 0 0 0 0
0 (2,594,354) (863,961) (1,730,393) (279,910) 0 0 (279,910) 0 0 0 0 0
0 (2,646,241) (881,240) (1,765,001) (285,508) 0 0 (285,508) 0 0 0 0 0
Total Revenue
(2,707,284)
(2,762,654)
(2,817,907)
(2,874,264)
(2,931,749)
Salaries and Wages
19,909,630
20,840,509
21,533,790
22,261,632
23,014,075
Internal Equipment
123,883
126,361
128,888
131,466
134,095
Material and Other
1,694,640
1,729,757
1,757,069
1,792,210
1,828,054
200,691
504,705
520,919
531,337
541,964
Revenue
Expenditures
Contract Services Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
138,745 138,745 0 1,073,740 800,000 0 273,740
140,445 140,445 0 1,073,740 800,000 0 273,740
140,445 140,445 0 1,073,740 800,000 0 273,740
140,445 140,445 0 1,073,740 800,000 0 273,740
140,445 140,445 0 1,073,740 800,000 0 273,740
Total Expenditures
23,141,329
24,415,517
25,154,851
25,930,830
26,732,373
Net Operating Expenditures
20,434,045
21,652,863
22,336,944
23,056,566
23,800,624
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Page 668
2020 FINANCIAL PLAN
CITY OF KELOWNA
Corporate Strategic Services Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (134,400) (2,400) (132,000) (273,029) 0 0 0 (273,029) (89,160) 0 0 (89,160)
0 (137,088) (2,448) (134,640) (226,051) 0 0 0 (226,051) 0 0 0 0
0 (139,830) (2,497) (137,333) (230,572) 0 0 0 (230,572) 0 0 0 0
0 (142,627) (2,547) (140,080) (235,183) 0 0 0 (235,183) 0 0 0 0
0 (145,480) (2,598) (142,882) (239,887) 0 0 0 (239,887) 0 0 0 0
Total Revenue
(496,589)
(363,139)
(370,402)
(377,810)
(385,367)
Salaries and Wages
5,261,315
5,426,659
5,607,183
5,796,706
5,992,635
Internal Equipment
6,500
6,630
6,763
6,898
7,036
Material and Other
2,231,829
2,322,172
2,368,615
2,415,987
2,464,307
0
0
0
0
0
Revenue
Expenditures
Contract Services Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
0 0 0 176,520 0 0 176,520
0 0 0 176,520 0 0 176,520
0 0 0 176,520 0 0 176,520
0 0 0 176,520 0 0 176,520
0 0 0 176,520 0 0 176,520
Total Expenditures
7,676,164
7,931,981
8,159,081
8,396,111
8,640,498
Net Operating Expenditures
7,179,575
7,568,842
7,788,679
8,018,301
8,255,131
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Page 669
2020 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue
0
0
0
0
0
(526,101)
(543,883)
(561,976)
(543,883)
(543,883)
(526,101)
(543,883)
(561,976)
(543,883)
(543,883)
0 (1,086,377)
0 (1,002,142)
0 (1,026,772)
0 (1,055,092)
0 (1,092,372)
Interest
0
0
0
0
0
Grants
0
0
0
0
0
Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (1,086,377)
0 (1,002,142)
0 (1,026,772)
0 (1,055,092)
0 (1,092,372)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
(349,200)
(349,200) (1,961,678)
(1,546,025)
(1,588,748)
(1,598,975)
(1,636,255)
Salaries and Wages
5,568,240
5,851,918
6,046,588
6,250,963
6,462,246
Internal Equipment
5,004
5,998
6,118
6,240
6,365
Material and Other
948,142
659,548
672,739
686,194
699,918
Contract Services
Total Revenue Expenditures
170,097
103,211
105,275
107,381
109,529
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
Internal Allocations
0
0
0
0
0
0
0
0
0
0
Interdepartment Transfer Interfund Transfer Transfer to Funds
0
0
0
0
0
25,461
25,461
25,461
25,461
25,461
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
0
0
0
0
25,461
25,461
25,461
25,461
25,461
Total Expenditures
6,716,944
6,646,136
6,856,181
7,076,239
7,303,519
Net Operating Expenditures
4,755,266
5,100,111
5,267,433
5,477,264
5,667,264
Accumulated Surplus
Page 670
2020 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services ‐ Debt & Other Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue (6,813,500)
(6,949,770)
(7,088,765)
(7,230,540)
(7,375,151)
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (211,241) (94,900) (116,341) (12,631,734) (1,796,791) 0 (5,238,666) (5,596,277) (3,356,916) (1,157,646) (1,449,270) (750,000)
0 (326,694) (231,900) (94,794) (11,897,149) (1,845,507) 0 (5,343,439) (4,708,203) (2,606,918) (1,157,648) (1,449,270) 0
0 (298,698) (231,900) (66,798) (12,114,693) (1,882,418) 0 (5,450,308) (4,781,967) (1,953,048) (1,157,648) (795,400) 0
0 (161,698) (94,900) (66,798) (11,107,486) (1,920,066) 0 (5,559,314) (3,628,106) (1,738,320) (942,920) (795,400) 0
0 (161,698) (94,900) (66,798) (11,329,635) (1,958,467) 0 (5,670,500) (3,700,668) (1,738,320) (942,920) (795,400) 0
Total Revenue
(23,013,391)
(21,780,531)
(21,455,204)
(20,238,044)
(20,604,804)
(1,564,325)
(1,564,325)
(1,564,325)
(1,564,325)
(1,564,325)
Library Requisition
‐
Expenditures Salaries and Wages Internal Equipment
0
0
0
0
0
Material and Other
8,735,138
9,075,621
9,257,134
9,442,277
9,631,123
0
848,987
865,967
883,286
900,952
Debt Interest
2,497,293
2,725,761
4,360,838
5,638,627
5,740,016
Debt Principal
Contract Services
6,934,795
6,239,359
7,694,790
8,185,993
8,319,485
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
213,000 213,000 0 20,962,928 14,096,666 0 6,866,262
213,000 213,000 0 20,458,928 13,592,666 0 6,866,262
213,000 213,000 0 20,458,928 13,592,666 0 6,866,262
213,000 213,000 0 20,458,928 13,592,666 0 6,866,262
213,000 213,000 0 20,458,928 13,592,666 0 6,866,262
Total Expenditures
37,778,829
37,997,331
41,286,332
43,257,786
43,699,179
Net Operating Expenditures
14,765,438
16,216,800
19,831,128
23,019,742
23,094,375
Page 671
2020 FINANCIAL PLAN
CITY OF KELOWNA
City Clerk Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue Parcel Tax Fees and Charges Sales of Services User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (10,000) (1,900) (8,100) (146,630) 0 0 0 (146,630) 0 0 0 0
0 (10,338) (1,964) (8,374) (81,600) 0 0 0 (81,600) 0 0 0 0
0 (10,682) (2,030) (8,652) (83,232) 0 0 0 (83,232) 0 0 0 0
0 (11,043) (2,099) (8,944) (84,897) 0 0 0 (84,897) 0 0 0 0
0 (11,416) (2,170) (9,246) (86,595) 0 0 0 (86,595) 0 0 0 0
Total Revenue
(156,630)
(91,938)
(93,914)
(95,940)
(98,011)
941,060 0 415,903 91,902 0 0 0 0 0 0 0 0 0
918,790 0 417,469 93,740 0 0 0 0 0 0 0 0 0
949,354 0 426,338 95,615 0 0 0 0 0 0 0 0 0
981,442 0 434,865 97,527 0 0 0 0 0 0 0 0 0
1,014,615 0 443,562 99,478 0 0 0 0 0 0 0 0 0
Total Expenditures
1,448,865
1,429,999
1,471,307
1,513,834
1,557,655
Net Operating Expenditures
1,292,235
1,338,061
1,377,393
1,417,894
1,459,644
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Page 672
2020 FINANCIAL PLAN
CITY OF KELOWNA
Operating Summary ‐ Utility Funds Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue Parcel Tax Fees and Charges Sales of Service User Fees
(3,142,381)
(3,426,422)
(3,451,487)
(3,475,016)
(3,494,169)
(81,576,210)
(84,031,015)
(86,427,425)
(88,679,951)
(90,992,795)
(79,815,024)
(82,145,762)
(84,518,072)
(86,746,161)
(89,034,226)
(1,761,186)
(1,885,253)
(1,909,353)
(1,933,790)
(1,958,569)
(3,124,878)
(3,056,821)
(3,165,457)
(3,252,050)
(3,382,174)
Interest
(877,021)
(1,129,418)
(1,224,996)
(1,298,428)
(1,415,645)
Grants
(411,035)
(405,666)
(413,077)
(420,858)
(428,304)
(352,985)
(358,632)
(364,012)
(369,473)
Other Revenue
Other Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds
0 (1,836,822)
(1,168,752)
(1,168,752)
(1,168,752)
(1,168,752)
(11,077,104)
(9,614,468)
(7,372,220)
(6,148,374)
(6,148,374)
0
0
0
0
0
Development Cost Charges
(1,569,637)
(1,458,219)
(252,310)
(252,310)
(252,310)
Accumulated Surplus
(9,507,467)
(8,156,249)
(7,119,910)
(5,896,064)
(5,896,064)
(98,920,573)
(100,128,726)
(100,416,589)
(101,555,391)
(104,017,512)
15,311,351
Total Revenue Expenditures Salaries and Wages
13,376,746
13,865,270
14,326,512
14,810,748
Internal Equipment
1,477,115
1,523,437
1,553,904
1,584,982
1,616,681
Material and Other
19,392,444
18,687,635
19,309,299
19,961,953
20,636,667
Contract Services Debt Interest Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
185,279 1,670,544 4,793,767 9,912,385 7,764,440 2,147,945 41,776,693 156,310 0 41,620,383
190,783 1,858,180 2,995,213 6,441,985 6,357,680 84,305 42,004,523 156,310 0 41,848,213
196,385 1,944,634 4,186,115 6,294,185 6,209,880 84,305 38,861,443 156,310 0 38,705,133
202,234 1,944,289 4,184,922 6,294,185 6,209,880 84,305 42,819,478 156,310 0 42,663,168
208,264 2,024,772 4,295,383 6,294,185 6,209,880 84,305 42,035,069 156,310 0 41,878,759
Total Expenditures
92,584,973
87,567,026
86,672,477
91,802,791
92,422,372
Net Operating Expenditures
(6,335,600)
(12,561,700)
(13,744,112)
(9,752,600)
(11,595,140)
Page 673
2020 FINANCIAL PLAN
CITY OF KELOWNA
Utility Funds ‐ Net operating revenues 2020 Net Operating Expenditure
Water 21%
Airport 55%
Wastewater 24%
Total = $98.9M
Net Operating Expenditure by Year Airport
2020 (54,074,464)
2021 (53,952,189)
2022 (54,640,227)
2023 (55,318,520)
2024 (56,006,349)
Wastewater Water
(23,669,843) (21,176,266)
(23,745,470) (22,431,067)
(23,517,048) (22,259,314)
(24,310,516) (21,926,355)
(25,151,129) (22,860,034)
Total Revenue
(98,920,573)
(100,128,726)
(100,416,589)
(101,553,368)
(104,015,488)
Page 674
2020 FINANCIAL PLAN
CITY OF KELOWNA
Airport Fund Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Other Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (46,639,260) (44,969,910) (1,669,350) (373,500) (158,000) (215,500) 0 0 (7,061,704) 0 0 (7,061,704)
0 (47,672,181) (45,979,794) (1,692,387) (383,944) (161,160) (222,784) 0 0 (5,896,064) 0 0 (5,896,064)
0 (48,349,585) (46,633,843) (1,715,742) (394,578) (164,383) (230,195) 0 0 (5,896,064) 0 0 (5,896,064)
0 (49,016,809) (47,277,390) (1,739,419) (405,647) (167,671) (237,976) 0 0 (5,896,064) 0 0 (5,896,064)
0 (49,693,241) (47,929,818) (1,763,423) (417,044) (171,024) (246,020) 0 0 (5,896,064) 0 0 (5,896,064)
Total Revenue
(54,074,464)
(53,952,189)
(54,640,227)
(55,318,520)
(56,006,349)
5,406,420 46,990 11,164,405 54,960
5,681,920 47,930 11,179,591 56,059
5,870,935 48,888 11,551,492 57,180
6,069,373 49,866 11,941,932 58,324
6,274,518 50,863 12,345,569 59,490
Revenue
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services
584,250
992,250
1,079,050
1,079,050
1,160,650
2,797,188
1,897,191
3,088,093
3,088,093
3,199,740
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
1,963,504 1,917,954 45,550 32,056,747 0 0 32,056,747
1,988,804 1,943,254 45,550 32,108,444 0 0 32,108,444
1,988,804 1,943,254 45,550 30,955,785 0 0 30,955,785
1,988,804 1,943,254 45,550 31,043,078 0 0 31,043,078
1,988,804 1,943,254 45,550 30,926,715 0 0 30,926,715
Total Expenditures
54,074,464
53,952,189
54,640,227
55,318,520
56,006,349
0
0
0
0
0
24,995,043
26,212,380
25,059,721
25,147,014
25,030,651
Debt Interest Debt Principal
Net Operating Expenditures Surplus/(Deficit) (Included Above)
The Surplus/(Deficit) is the overall surplus/(deficit) budgeted for the fund during the year.
Page 675
2020 FINANCIAL PLAN
CITY OF KELOWNA
Wastewater Fund Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Other Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
(1,332,216) (18,372,966) (18,317,650) (55,316) (1,487,571) (311,859) (182,885) 0 (992,827) (2,477,090) 0 (1,569,637) (907,453)
(1,071,028) (19,219,708) (19,064,092) (155,616) (1,996,515) (907,806) (182,882) 0 (905,827) (1,458,219) 0 (1,458,219) 0
(1,071,028) (20,105,807) (19,950,191) (155,616) (2,087,903) (999,194) (182,882) 0 (905,827) (252,310) 0 (252,310) 0
(1,070,683) (20,830,398) (20,674,782) (155,616) (2,157,125) (1,068,416) (182,882) 0 (905,827) (252,310) 0 (252,310) 0
(1,069,145) (21,560,218) (21,404,602) (155,616) (2,269,456) (1,181,345) (182,284) 0 (905,827) (252,310) 0 (252,310) 0
Total Revenue
(23,669,843)
(23,745,470)
(23,517,048)
(24,310,516)
(25,151,129)
Salaries and Wages
3,802,154
3,834,348
3,961,901
4,095,813
4,234,251
Internal Equipment
879,627
916,192
934,515
953,205
972,269
Material and Other
3,725,330
3,632,990
3,753,846
3,880,726
4,011,895
Expenditures
Contract Services
107,983
111,633
115,346
119,245
123,275
Debt Interest
789,754
569,396
569,050
568,705
568,705
Debt Principal
1,661,293
762,746
762,746
761,553
761,553
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
4,718,256 3,552,516 1,165,740 5,182,346 156,310 0 5,026,036
3,287,936 3,287,936 0 6,675,229 156,310 0 6,518,919
3,289,036 3,289,036 0 4,675,608 156,310 0 4,519,298
3,289,036 3,289,036 0 6,687,233 156,310 0 6,530,923
3,289,036 3,289,036 0 5,389,105 156,310 0 5,232,795
Total Expenditures
20,866,743
19,790,470
18,062,048
20,355,516
19,350,089
Net Operating Expenditures
(2,803,100)
(3,955,000)
(5,455,000)
(3,955,000)
(5,801,040)
4,830,036
6,322,919
4,314,098
6,334,923
3,535,803
Surplus/(Deficit) (Included Above)
The Net Operating Expenditures total is the amount of funding required for capital expenditures in the specific year. The Surplus/(Deficit) is the overall surplus/(deficit) budgeted for the fund during the year.
Page 676
2020 FINANCIAL PLAN
CITY OF KELOWNA
Water Fund Revenues and Expenditures by Year
2020
2021
2022
2023
2024
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Other Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
(1,810,165) (16,563,984) (16,527,464) (36,520) (1,263,807) (407,162) (12,650) 0 (843,995) (1,538,310) 0 0 (1,538,310)
(2,355,394) (17,139,126) (17,101,876) (37,250) (676,362) (60,452) 0 (352,985) (262,925) (2,260,185) 0 0 (2,260,185)
(2,380,459) (17,972,033) (17,934,038) (37,995) (682,976) (61,419) 0 (358,632) (262,925) (1,223,846) 0 0 (1,223,846)
(2,404,333) (18,832,744) (18,793,989) (38,755) (689,278) (62,341) 0 (364,012) (262,925) 0 0 0 0
(2,425,024) (19,739,336) (19,699,806) (39,530) (695,674) (63,276) 0 (369,473) (262,925) 0 0 0 0
Total Revenue
(21,176,266)
(22,431,067)
(22,259,314)
(21,926,355)
(22,860,034)
4,168,172 550,498 4,502,709 22,336
4,349,002 559,315 3,875,054 23,091
4,493,676 570,501 4,003,961 23,859
4,645,562 581,911 4,139,295 24,665
4,802,582 593,549 4,279,203 25,499
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest
296,540
296,534
296,534
296,534
295,417
Debt Principal
335,286
335,276
335,276
335,276
334,090
3,230,625 2,293,970 936,655 4,537,600 0 0
1,165,245 1,126,490 38,755 3,220,850 0 0
1,016,345 977,590 38,755 3,230,050 0 0
1,016,345 977,590 38,755 5,089,167 0 0
1,016,345 977,590 38,755 5,719,249 0 0
4,537,600
3,220,850
3,230,050
5,089,167
5,719,249
Total Expenditures
17,643,766
13,824,367
13,970,202
16,128,755
17,065,934
Net Operating Expenditures
(3,532,500)
(8,606,700)
(8,289,112)
(5,797,600)
(5,794,100)
1,316,750
(4,518,576)
(4,404,850)
1,531,213
2,436,185
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges
Accumulated Surplus
Surplus/(Deficit) (Included Above)
The Net Operating Expenditures total is the amount of funding required for capital expenditures in the specific year. The Surplus/(Deficit) is the overall surplus/(deficit) budgeted for the fund during the year.
Page 677
2020 FINANCIAL PLAN
CITY OF KELOWNA
Capital Summary - General Fund Cost Centre
2020
300
Real Estate & Parking
301
Buildings
302
Parks
304
Transportation
305
Solid Waste
306
Storm Drainage
2021
2022
2023
2024
5,246,670
3,231,615
2,980,117
2,663,347
3,074,559
6,465,000
11,390,223
62,849,086
50,629,923
8,929,535
33,539,940
6,731,003
14,862,100
15,682,396
14,360,220
35,779,850
17,350,781
9,573,058
17,495,566
23,808,747
10,007,250
3,835,000
7,732,955
8,010,000
7,610,000
5,951,910
923,792
1,500,470
1,459,530
2,302,225
308
Information Services
7,583,940
981,132
1,027,735
2,116,527
1,042,339
310
Vehicle & Mobile Equipment
9,261,840
4,785,857
3,049,303
4,161,324
3,533,017
311
Fire
1,856,960
585,830
2,853,703
0
0
115,693,360
49,815,233
106,428,527
102,218,613
64,660,642
General Taxation
9,510,000
10,475,130
11,365,130
12,355,130
13,265,000
Surplus/Reserves
62,355,762
24,151,849
26,145,453
24,607,234
26,564,835
Development Cost Charges
22,196,638
5,903,564
10,879,498
15,261,768
18,073,469
Debenture/Borrowing
7,158,600
7,780,000
56,416,723
46,985,000
3,747,500
Federal/Provincial Funding*
8,685,630
213,517
244,188
463,812
550,890
Dev/Comm/Other Contributions
3,723,090
305,000
778,730
2,059,530
1,941,040
Funding Sources:
Utility Revenue
2,063,640
986,173
598,805
486,139
517,908
115,693,360
49,815,233
106,428,527
102,218,613
64,660,642 438,816,375
Total Five-Year Capital Program * 10-Year Capital Plan only includes confirmed Federal and Provincial Funding
General Fund Capital Funding 2020 to 2024 Federal/Provincial Funding 2% Dev/Comm/Other Contributions 2%
Utility Revenue 1%
Development Cost Charges 17% Surplus/Reserves 37%
General Taxation 13%
Debenture/Borrowing 28%
Total = $438.8M
Page 678
2020 FINANCIAL PLAN
CITY OF KELOWNA
Capital Funding Summary by Cost Centre
General Fund 2020 to 2024 ‐ Taxation
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
Cost
General Fund
Centre 300
Real Estate & Parking
Taxation
Total $ 17,196,308
% 3.9
140,263,767
32.0
4,182,257
7.3
85,175,659
19.4
13,589,963
23.9
4,484,038
% 7.9
301
Buildings
302
Parks
304
Transportation
104,008,002
23.7
25,552,348
44.9
305
Solid Waste
37,195,205
8.5
0
0.0
306
Storm Drainage
12,137,927
2.8
3,748,510
6.6
308
Information Services
12,751,673
2.9
4,081,038
7.2
310
Vehicle & Mobile Equipment
24,791,341
5.6
1,271,636
2.2
311
Fire
5,296,493
1.2
60,600
0.1
Total Five‐Year Program
438,816,375
100.0
56,970,390
100.0
Page 679
2020 FINANCIAL PLAN
CITY OF KELOWNA
Real Estate & Parking Capital Plan No. Plan Description L1 General Land Annual allocation for the purchase of land for general purposes. This may allow for acquiring properties at less than fair market L2
Road and Sidewalk Land Acquisition To fund the purchase of land required for the widening of roads to accommodate road improvements and/or sidewalks.
L3
Parking Infrastructure Funding to renew parking infrastructure and to invest in efficient parking management technology.
L4
Strategic Land Redevelopment Funding to redevelop City owned land to improve public benefit and encourage economic development.
Plan No. L1 L2 L3 L4
Plan Description General Land Road & Sidewalk Land Acquisition Parking Infrastructure Strategic Land Redevelopment
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2020 3,347,680 171,000 1,477,990 250,000 5,246,670
2021 1,945,900 53,715 982,000 250,000 3,231,615
2022 1,988,117 25,000 717,000 250,000 2,980,117
2023 2,195,847 25,000 192,500 250,000 2,663,347
2024 Five-Year Total 2,391,000 11,868,544 142,559 417,274 291,000 3,660,490 250,000 1,250,000 3,074,559 17,196,308
736,900 4,442,170 67,600 0 0 0 0 5,246,670
744,615 2,232,000 0 0 0 255,000 0 3,231,615
758,117 1,967,000 0 0 0 255,000 0 2,980,117
965,847 1,442,500 0 0 0 255,000 0 2,663,347
1,278,559 1,541,000 0 0 0 255,000 0 3,074,559
4,484,038 11,624,670 67,600 0 0 1,020,000 0 17,196,308
Page 680
2020 FINANCIAL PLAN
CITY OF KELOWNA
Building Capital Plan No. Plan Description B1 Parks and Recreation Buildings An allocation for the development of new Parks and Recreation buildings as well as the redevelopment, expansion and renewal of existing ones in various locations throughout the City to keep pace with the increasing demand due to population growth and emerging trends. This category includes Parks Administration, Parks washrooms, field houses, arenas and pools. B2
Community and Cultural Buildings An allocation for the development of new community and cultural buildings as well as the redevelopment, renewal and expansion of existing ones. This category includes the theatres, libraries, senior centres, community halls, art gallery, museums and the RCA.
B3
Civic/Protective Service Buildings Funding to support renewal, replacement and cost of new Protective Services buildings which include firehalls, police stations and City Hall Transportation and Public Works Buildings Funding to support renewal, replacement and new construction of new Transportation and Public Works Buildings throughout the City to keep pace increasing demand due to population growth and emerging trends. This category includes Public Works Yard, parkades, cemetery and WWTF administration. Heritage Buildings Funding for the restoration of City-owned heritage buildings. Capital Opportunities and Partnerships Funding for special projects including partnerships with the School District on community space as part of new school construction as well as funding to allow for capital projects that were not envisioned during the plan development, including partnerships. Building Renewal, Rehabilitation & Infrastructure Upgrades An allocation for major repairs or replacement of existing building infrastructure such as roofs, windows, mechanical systems, lighting, electrical and water services, hazardous material abatement, and other major maintenance items.
B4
B5 B6
B7
Plan No. B1 B2 B3 B4 B5 B6 B7
Plan Description Parks and Recreation Buildings Community and Cultural Buildings Civic/Protective Service Buildings Transportation and Public Works Buildings Heritage Buildings Capital Opportunities and Partnerships Building Renewal, Rehab. & Infra. Upgrades
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2020 1,840,490 800,740 1,342,190 445,500 0 31,080 2,005,000 6,465,000
2021 9,395,000 0 570,000 0 0 50,000 1,375,223 11,390,223
2022 60,280,000 0 1,640,000 0 0 0 929,086 62,849,086
2023 46,985,000 0 1,845,000 0 0 800,000 999,923 50,629,923
2024 Five-Year Total 122,710,490 4,210,000 810,000 1,610,740 2,555,000 7,952,190 0 445,500 0 0 50,000 931,080 1,304,535 6,613,767 140,263,767 8,929,535
395,000 5,389,000 0 0 0 310,500 370,500 6,465,000
606,369 3,003,854 0 7,780,000 0 0 0 11,390,223
1,061,829 5,370,534 0 56,416,723 0 0 0 62,849,086
810,000 2,834,923 0 46,985,000 0 0 0 50,629,923
1,309,059 3,872,976 0 3,747,500 0 0 0 8,929,535
4,182,257 20,471,287 0 114,929,223 0 310,500 370,500 140,263,767
Page 681
2020 FINANCIAL PLAN
CITY OF KELOWNA
Parks Capital Plan No. Plan Description DCC Parkland Acquisition P1 Park acquisition program based on the residential growth in the City for the purchase of parkland (Neighbourhood, Community, Recreation and City-wide level parks) under the Development Cost Charge program (DCC). Funding is primarily allocated from developer revenue with general taxation covering both the assist factor and secondary suites that are paying reduced DCC’s. P2 P3
Linear/Natural Area Parkland Park acquisition program for the purchase of Natural Areas and Linear Parks not attributed to the DCC program. Neighbourhood Park Development An allocation to cover the development of neighbourhood level parks including off-site costs related to park development, but does not include buildings.
P4
Community Park Development An allocation to cover the development of community level parks including off-site costs related to park development, but does not include buildings.
P5
Recreation Park Development An allocation to cover the development of recreation level parks including off-site costs related to park development, but does not include buildings.
P6
City-Wide Park Development An allocation to cover the development of city-wide level parks including off-site costs related to park development, but does not include buildings.
P7
Linear/Natural Area Park Development An allocation to cover the development of natural areas and linear parks/trails.
P8
Park Renewal, Rehabilitation & Infrastructure Upgrades An allocation for major repairs or replacement of existing park infrastructure such as sidewalks, hard-surfaced trails, parking lots, sport courts, lighting, electrical and water services, irrigation, fencing, bridges and other major structures.
P9
Capital Opportunities and Partners An allocation for various strategic investments into the park and open space system as well as funding to allow for capital projects that were not envisioned during the plan development, including partnerships.
Plan No. P1 P2 P3 P4 P5 P6 P7 P8 P9
Plan Description DCC Parkland Acquisition Linear/Natural Area Park Development Neighbourhood Park Development Community Park Development Recreation Park Development City-Wide Park Development Linear/Natural Area Park Development Park Renew., Rehab. & Upgrades Capital Opportunities and Partners
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2020 8,613,000 300,000 572,440 8,745,720 417,960 12,222,540 1,215,640 1,151,060 301,580 33,539,940
2021 3,500,000 650,000 0 0 920,000 0 441,003 1,070,000 150,000 6,731,003
2022 10,500,000 550,000 0 2,930,000 0 375,000 0 457,100 50,000 14,862,100
2023 10,500,000 500,000 0 4,100,000 0 200,000 270,000 112,396 0 15,682,396
2024 Five-Year Total 43,613,000 10,500,000 550,000 2,550,000 0 572,440 0 15,775,720 0 1,337,960 2,100,000 14,897,540 215,000 2,141,643 3,735,776 945,220 50,000 551,580 14,360,220 85,175,659
3,052,300 10,167,102 13,741,938 0 6,570,000 8,600 0 33,539,940
1,037,554 2,592,449 3,101,000 0 0 0 0 6,731,003
2,349,843 2,834,257 9,303,000 0 0 375,000 0 14,862,100
4,044,736 2,334,660 9,303,000 0 0 0 0 15,682,396
3,105,530 1,951,690 9,303,000 0 0 0 0 14,360,220
13,589,963 19,880,158 44,751,938 0 6,570,000 383,600 0 85,175,659
Page 682
2020 FINANCIAL PLAN
CITY OF KELOWNA
Transportation Capital Plan No. Plan Description T1 Development Cost Charge (DCC) Roads T2
Allocation for design, land and construction costs associated with DCC Road projects. DCC Roads - Active Transportation
T3
Allocation for design, land and construction costs associated with DCC Active Transportation projects. General taxation to cover 77.7 per cent Assist. Non-DCC Roads
T4
Infrastructure upgrades which are not part of the 20 Year Servicing Plan and Financing Strategy (collectors and local roads) and City initiated projects to upgrade streets to full urban standards including drainage, fillet paving, sidewalks and landscaped boulevards. Transportation System Renewal
T5
Allocation for overlay and other processes, including micro asphalting for rehabilitation of City roads. Also includes renewal of curb and gutter, bike paths, retaining walls, handrails and stairways Bicycle Network
T6
Allocation for bike network system additions and improvements. Sidewalk Network
T8
Allocation required to complete the Non-DCC portion of the sidewalk network. Safety and Operational Improvements Allocation to cover field reviews and capital improvements for safety improvements or to improve operational efficiency. This will include projects such as left turn bays, traffic control changes, safety barriers, signs, markings, handicap access improvements and retrofit medians. Traffic Control Infrastructure
T9
This program is for construction of new traffic signal control infrastructure that is not part of the DCC program. This includes new traffic signals and pedestrian activated traffic signals, installation of new communication for the traffic signals system and where new development occurs install conduit for future traffic signals. Program also includes renewal of existing traffic signals. Transit Facilities
T7
Construction of new and renewal of existing transit facilities, bus pullouts and shelters.
Plan No. T1 T2 T3 T4 T5 T6 T7 T8 T9
Plan Description Development Cost Charge Roads DCC Roads - Active Transportation Non-DCC Roads Transportation System Renewal Bicycle Network Sidewalk Network Safety and Operational Improvements Traffic Control Infrastructure Transit Facilities
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2020 14,488,810 10,786,990 884,690 6,278,630 1,343,950 1,015,260 636,820 151,090 193,610 35,779,850
2021 3,013,050 600,200 0 5,482,531 400,000 5,400,000 470,000 1,350,000 635,000 17,350,781
2022 1,637,800 673,788 0 5,046,470 450,000 400,000 470,000 450,000 445,000 9,573,058
2023 6,255,200 4,953,656 0 3,956,710 450,000 500,000 495,000 500,000 385,000 17,495,566
2024 Five-Year Total 11,555,700 36,950,560 6,006,348 23,020,982 0 884,690 4,091,699 24,856,040 920,000 3,563,950 550,000 7,865,260 515,000 2,586,820 0 2,451,090 170,000 1,828,610 23,808,747 104,008,002
3,894,600 13,134,680 8,387,100 7,158,600 292,330 2,912,540 0 35,779,850
6,467,676 8,080,541 2,802,564 0 0 0 0 17,350,781
4,971,623 2,926,207 1,576,498 0 0 98,730 0 9,573,058
5,164,045 5,718,223 5,958,768 0 0 654,530 0 17,495,566
5,054,404 8,347,834 8,770,469 0 0 1,636,040 0 23,808,747
25,552,348 38,207,485 27,495,399 7,158,600 292,330 5,301,840 0 104,008,002
Page 683
2020 FINANCIAL PLAN
CITY OF KELOWNA
Solid Waste Capital Plan No. Plan Description SW1 Equipment Funding for new equipment and replacement of existing equipment. SW2
Site Improvement Funding for site improvements like buildings, roads, landscaping and fencing.
SW3
Gas Management Required for design, installation and extension of gas management system and utilization of gas to energy.
SW4
Leachate Management Required for installation and extension of leachate collection, treatment, recirculation network and pump facilities.
SW5
Drainage and Groundwater Management Funding for design and installation of surface and groundwater systems, piping, storage and pump stations.
SW6
Recycling and Waste Management Facilities and infrastructure to support waste management and recycling including composting, waste separation and diversion, last chance mercantile, and curbside bins. Landfill Area Development Required for planning, design and development of areas for filling to maximize available space.
SW7 SW8
Closure and Reclamation Required for design and construction of final cover system and closure infrastructure and reclamation of disturbed areas to natural state.
SW9
Solid Waste Renewal Renewal and replacement of site infrastructure and equipment.
Plan No. Plan Description SW1 Equipment SW2 Site Improvement SW3 Gas Management SW4 Leachate Management SW5 Drainage & Groundwater Management SW6 Recycling and Waste Management SW7 Landfill Area Development SW8 Closure and Reclamation SW9 Solid Waste Renewal
2020 420,000 5,865,840 1,275,750 41,190 393,350 750,000 1,171,120 0 90,000 10,007,250
2021 300,000 225,000 700,000 0 250,000 0 1,900,000 0 460,000 3,835,000
2022 300,000 4,700,000 250,000 222,955 1,500,000 300,000 0 0 460,000 7,732,955
2023 300,000 100,000 400,000 500,000 0 0 6,250,000 0 460,000 8,010,000
2024 Five-Year Total 300,000 1,620,000 100,000 10,990,840 400,000 3,025,750 0 764,145 50,000 2,193,350 0 1,050,000 6,300,000 15,621,120 0 0 460,000 1,930,000 7,610,000 37,195,205
Funding Sources General Taxation
0
0
0
0
0
0
Surplus/Reserves
9,216,060
3,835,000
7,732,955
8,010,000
7,610,000
36,404,015
0
0
0
0
0
0
Development Cost Charges Debenture/Borrowing
0
0
0
0
0
0
Federal/Provincial Funding
0
0
0
0
0
0
Dev/Comm/Other Contributions
290,460
0
0
0
0
290,460
Utility Revenue
500,730
0
0
0
0
500,730
10,007,250
3,835,000
7,732,955
8,010,000
7,610,000
37,195,205
Page 684
2020 FINANCIAL PLAN
CITY OF KELOWNA
Storm Drainage Capital Plan No. Plan Description D1 Hydraulic Upgrading Program Estimated expenditures to cover hydraulic improvements to the storm drainage system. These projects are taken directly from the area drainage plans (North, Rutland, Central, Downtown, South Mission and South East Kelowna). Projects are ranked according to priority. D2 Storm Drainage Quality Program This program includes storm water quality projects taken from the area drainage plans and forms the overall work program. The program includes a hydrocarbon and sediment reduction program along high traffic/accident routes. The program considers priority sanding routes, environmental risk, accident rate and coordinated opportunities as criteria for location selection. D3 Storm Drainage Renewal This program provides for the renewal and replacement of pipes, pump stations, and treatment facilities. Plan No. Plan Description D1 Hydraulic Upgrading Program D2 Storm Drainage Quality Program D3 Storm Drainage Renewal
Funding sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2020 5,060,100 363,820 527,990 5,951,910
2021 533,792 90,000 300,000 923,792
2022 1,110,470 90,000 300,000 1,500,470
2023 1,159,530 90,000 210,000 1,459,530
2024 Five-Year Total 1,912,225 9,776,117 90,000 723,820 300,000 1,637,990 2,302,225 12,137,927
274,900 3,853,710 0 0 1,823,300 0 0 5,951,910
685,275 25,000 0 0 213,517 0 0 923,792
1,231,282 25,000 0 0 244,188 0 0 1,500,470
275,718 720,000 0 0 463,812 0 0 1,459,530
1,281,335 470,000 0 0 550,890 0 0 2,302,225
3,748,510 5,093,710 0 0 3,295,707 0 0 12,137,927
Page 685
2020 FINANCIAL PLAN
CITY OF KELOWNA
Information Capital Plan No. Plan Description I1 Front Office Equipment Information Services have been utilizing a 5 year replacement cycle for desktop equipment which includes computers, printers, monitors, scanners and software. It also includes work group equipment such as large format plotters and copiers. Server and Data Storage I2 To provide equipment and software in City Hall data centre to support the various systems in place for staff and includes equipment for the Fire Hall data centre. Included are servers, disk storage, tape backups and the related software. I3 Major System Projects Major systems projects include Class Registration Software Replacement and Online Platform Redevelopment. I4 Communications Systems To provide a networking environment that interconnects the various places and spaces used by City staff, this budget will support the expansion of the City's fibre optic ring which will reduce need for leased communication lines. Network components that have reached the end of their serviceable life will also be replaced. Plan No. I1 I2 I3 I4
Plan Description Front Office Equipment Server and Data Storage Major System Projects Communications Systems
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contribution Utility Revenue
2020 423,500 290,000 5,426,570 1,443,870 7,583,940
2021 435,000 190,000 201,132 155,000 981,132
2022 397,500 230,000 189,806 210,429 1,027,735
2023 382,500 205,000 274,027 1,255,000 2,116,527
2024 Five-Year Total 394,500 2,033,000 1,027,264 112,264 365,575 6,457,110 170,000 3,234,299 1,042,339 12,751,673
843,700 6,069,840 0 0 0 50,000 620,400 7,583,940
665,114 266,018 0 0 0 50,000 0 981,132
722,420 255,315 0 0 0 50,000 0 1,027,735
857,465 109,062 0 0 0 1,150,000 0 2,116,527
992,339 0 0 0 0 50,000 0 1,042,339
4,081,038 6,700,235 0 0 0 1,350,000 620,400 12,751,673
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Vehicle & Mobile Equipment Capital Plan V1
Plan Description Additional Vehicles/Equipment This budget supports the addition of new vehicles and equipment to the corporate fleet in response to increased service demand from population growth or additional services.
V2
Vehicle/Equipment Renewal As part of the City's vehicle replacement program, vehicles at the end of their service life cycles are replaced using funds from the equipment replacement reserve. Cars and light trucks have an average design life of 10 years.
Plan No. Plan Description V1 Additional Vehicles/Equipment V2 Vehicle/Equipment Renewal
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2020 522,000 8,739,840 9,261,840
2021 1,480,878 3,304,979 4,785,857
2022 1,108,829 1,940,474 3,049,303
2023 904,848 3,256,476 4,161,324
2024 Five-Year Total 898,654 4,915,209 2,634,363 19,876,132 3,533,017 24,791,341
252,000 8,286,840 0 0 0 150,990 572,010 9,261,840
268,527 3,531,157 0 0 0 0 986,173 4,785,857
270,016 2,180,482 0 0 0 0 598,805 3,049,303
237,319 3,437,866 0 0 0 0 486,139 4,161,324
243,774 2,771,335 0 0 0 0 517,908 3,533,017
1,271,636 20,207,680 0 0 0 150,990 3,161,035 24,791,341
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Fire Capital Plan No. Plan Description F1 Vehicle/Equipment Renewal
F2
F3
As part of the Fire Departments vehicle/equipment replacement program, vehicles and equipment at the end of their service life cycles are replaced using funds from the Fire Departments equipment replacement reserve. Additional Vehicles/Equipment This budget supports the addition of new vehicles and equipment to the Fire Department in response to increased service demand from population growth. Communications Systems To provide for radio system improvements or replacement, including dispatch requirements
Plan No. Plan Description F1 Vehicle/Equipment Renewal F2 Additional Vehicles/Equipment F3 Communications Systems
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2020 1,796,360 60,600 0 1,856,960
2021 585,830 0 0 585,830
2022 2,783,303 70,400 0 2,853,703
60,600 1,796,360 0 0 0 0 0 1,856,960
0 585,830 0 0 0 0 0 585,830
0 2,853,703 0 0 0 0 0 2,853,703
2023 0 0 0 0
0 0 0 0 0 0 0 0
2024 Five-Year Total 0 5,165,493 0 131,000 0 0 5,296,493 0
0 0 0 0 0 0 0 0
60,600 5,235,893 0 0 0 0 0 5,296,493
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Capital Summary - Utility Funds Cost Centre 312 Airport 313 Water 314
2020
2021
2022
2023
47,454,100
68,921,500
30,477,320
14,441,200
14,520,200
9,962,200
9,457,200
10,573,680 128,994,490
4,010,000 65,905,300
7,010,000 90,451,700
4,010,000 33,313,800
8,598,000 65,615,300
Water Utility Operating
3,532,500
8,606,700
8,289,112
5,797,600
5,794,100
Wastewater Utility Operating
2,803,100
3,955,000
5,455,000
3,955,000
5,801,040
107,425,250
32,054,100
41,521,500
19,341,600
28,560,100
Wastewater
19,341,600
2024
87,943,490
47,560,100
Funding Sources:
Reserves/Surplus
5,828,820
5,739,500
7,636,088
4,069,600
6,310,060
0
15,000,000
17,000,000
0
3,000,000
Federal/Provincial Contributions
9,254,820
0
0
0
0
Dev/Comm/Other Contributions
150,000
550,000
10,550,000
150,000
16,150,000
128,994,490
65,905,300
90,451,700
33,313,800
Development Cost Charges Debenture Borrowing
65,615,300 384,280,590
Total Five-Year Capital Program
Utility Funds Capital Funding 2020 to 2024
Federal/Provincial Contributions 2%
Dev/Comm/Other Contributions 7%
Water Utility Operating 8% Wastewater Utility Operating 6%
Debenture Borrowing 9%
Development Cost Charges 8%
Reserves/Surplus 60%
Total = $384.2M
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Airport Capital Plan No. Plan Description A1 Airside Funding for East Lands roads and servicing, stormwater infrastructure, and other small capital projects A2
Groundside Funding for Airport roadways, hotel and parking development, rental car quick turnaround facility, land purchases, West Lands roads and servicing, and other small capital projects.
A3
Terminal Funding for Airport terminal building renovations, technology, bridge upgrades, and other small capital projects.
A4
Airport Improvement Fees Funding for the terminal expansion, Apron 1 South expansion, combined operations building, airside pavement rehabilitation, runway end safety area, airside equipment, and other capital projects.
Plan No. Plan Description A1 Airside A2 Groundside A3 Terminal A4 Airport Improvement Fees
Funding Sources: General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2020 170,900 2,878,510 2,784,380 82,109,700 87,943,490
2021 1,650,000 11,459,000 2,527,000 31,818,100 47,454,100
2022 14,050,000 21,790,000 502,000 32,579,500 68,921,500
2023 50,000 6,815,000 423,000 12,053,600 19,341,600
2024 Five-Year Total 50,000 15,970,900 25,860,000 68,802,510 400,000 6,636,380 21,250,100 179,811,000 47,560,100 271,220,790
0 87,943,490 0 0 0 0 0 87,943,490
0 32,054,100 0 15,000,000 0 400,000 0 47,454,100
0 41,521,500 0 17,000,000 0 10,400,000 0 68,921,500
0 19,341,600 0 0 0 0 0 19,341,600
0 28,560,100 0 3,000,000 0 16,000,000 0 47,560,100
0 209,420,790 0 35,000,000 0 26,800,000 0 271,220,790
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Water Capital Plan No. Plan Description W1 DCC Pipes (Mains) New water mains to accommodate growth. W2 DCC Booster Stations and PRV's New booster stations &PRV’s to accommodate growth. W3 DCC Water Treatment New treatment capacity and facilities to accommodate growth. W4 DCC Reservoirs and Filling Stations New reservoirs and filling stations to accommodate growth. W5 DCC Offsite and Oversize The City’s share of costs to oversize water infrastructure and to do work in excess of the developer’s own needs. W6 Network and Facility Renewal Renewal of existing water mains, booster stations, PRVs, water treatment systems, reservoirs and filling stations that have reached the end of their service life. W7 Network and Facility Improvements Network and facility improvements to meet current standards. Contributed assets and water meters that are needed to support development and are funded from development. W8 Irrigation Network Improvements Network and Facility Improvements to meet current standards. Fire protection, upper watershed infrastructure, well stations and transmission mains are all included in this irrigation network. Plan No. W1 W2 W3 W4 W5 W6 W7 W8
Plan Description DCC Pipes (Mains) DCC Booster Stations and PRV's DCC Water Treatment DCC Reservoirs and Filling Stations DCC Offsite and Oversize Network and Facility Renewal Network and Facility Improvements Irrigation Network Improvements
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2020 300,000 895,780 0 0 289,310 5,289,530 23,232,700 470,000 30,477,320
2021 5,700,000 0 0 0 117,200 5,675,000 1,629,000 1,320,000 14,441,200
2022 0 0 0 6,108,000 117,200 5,325,000 150,000 2,820,000 14,520,200
2023 4,000,000 0 0 0 117,200 4,375,000 150,000 1,320,000 9,962,200
2024 Five-Year Total 13,500,000 3,500,000 0 895,780 0 0 0 6,108,000 117,200 758,110 3,825,000 24,489,530 695,000 25,856,700 1,320,000 7,250,000 9,457,200 78,858,120
0 16,565,840 974,160 0 9,254,820 150,000 3,532,500 30,477,320
0 0 5,684,500 0 0 150,000 8,606,700 14,441,200
0 0 6,081,088 0 0 150,000 8,289,112 14,520,200
0 0 4,014,600 0 0 150,000 5,797,600 9,962,200
0 0 3,513,100 0 0 150,000 5,794,100 9,457,200
0 16,565,840 20,267,448 0 9,254,820 750,000 32,020,012 78,858,120
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Wastewater Capital Plan No. Plan Description WW1 DCC Pipes (Mains) New wastewater mains to support growth. WW2 DCC Lift Stations New wastewater lift stations to support growth. WW3 DCC Wastewater Treatment Facilities New wastewater treatment facilities to support growth. WW4 DCC Oversize The City’s share of costs to oversize wastewater infrastructure and to do work in excess of the developer’s own needs. WW5 Network and Facility Renewal Renewal of existing wastewater mains, lift stations and treatment facilities that have reached the end of their service life. WW6 Network and Facility Improvements Collection and facility improvements to meet current standards. Contributed assets that are needed to support development and are funded from development. Plan No. Plan Description WW1 DCC Pipes (Mains) WW2 DCC Lift Stations WW3 DCC Wastewater Treatment Facilities WW4 DCC Oversize WW5 Network and Facility Renewal WW6 Network and Facility Improvements
Funding Sources: General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2020 4,049,050 1,031,470 0 231,260 5,081,300 180,600 10,573,680
2021 0 0 0 110,000 3,800,000 100,000 4,010,000
2022 0 3,000,000 0 110,000 3,800,000 100,000 7,010,000
2023 0 0 0 110,000 3,800,000 100,000 4,010,000
2024 Five-Year Total 2,040,000 6,089,050 2,048,000 6,079,470 0 0 110,000 671,260 4,300,000 20,781,300 100,000 580,600 8,598,000 34,201,680
0 2,915,920 4,854,660 0 0 0 2,803,100 10,573,680
0 0 55,000 0 0 0 3,955,000 4,010,000
0 0 1,555,000 0 0 0 5,455,000 7,010,000
0 0 55,000 0 0 0 3,955,000 4,010,000
0 0 2,796,960 0 0 0 5,801,040 8,598,000
0 2,915,920 9,316,620 0 0 0 21,969,140 34,201,680
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Supplemental information
CITY OF KELOWNA
APPENDIX
Citizen survey results The Citizen Survey is conducted to gauge public satisfaction with municipal programs and services and to gain an insight into citizens’ service priorities. Responses are weighted by age, gender and city-wide distribution to accurately reflect Kelowna’s population. Ipsos has conducted Citizen Surveys for the City in 2018, 2017, 2015, and 2012. Kelowna continues to be seen as a safe community with a good quality of life. Citizens are satisfied with City services and believe they receive good customer service and value for their tax dollars. Top of mind issues for citizens include social issues (51%) and transportation (43%), following are second-tier issues crime (11%) and growth and development (10%). Areas of strength include fire and police services, drinking water quality for City utility customers, community cleanliness and snow removal. Traffic flow management was identified as a primary area for improvement. Specific research objectives for the 2018 Citizen Survey included: • Identify important community issues • Assess perceptions of Kelowna’s quality of life • Measure the importance of and satisfaction with municipal services and infrastructure • Determine the perceived value for taxes and preferred funding options • Identify priorities for investment • Measure contact with the City and satisfaction with the City’s customer service • Assess perceptions of community safety Insight gained by this research helps us make important decisions regarding planning, budgeting and service improvements. Key Takeaways from the 2018 Citizen Survey Results include: • Overall, citizens continue to demonstrate mostly positive views of the community and City although slightly lower than previous years. • While perceptions of overall quality of life remain high, there is growing negative momentum to the direction that quality of life is taking. A number of factors are driving perceptions of a worsening quality of life, including traffic congestion, poverty/homelessness, safety, the cost of living, and the level and pace of growth and development. • Social issues are a growing concern and continue to top the public issue agenda. Poverty/homelessness is the most commonly cited social issue, and addressing social issues such as homelessness, mental health, and addiction is citizens’ leading priority for municipal investment over the next four years. Housing affordability and supply is also emphasized. • Transportation issues persist. Traffic congestion and flow consistently surfaces as the area most in need of improvement. • While Kelowna continues to be seen as a safe community overall, crime is a growing top-of-mind issue and residents feel less safe now as compared to three years ago. Homelessness/poverty is the main driver behind perceptions of worsening community safety. • Overall satisfaction with City services remains high although has been gradually trending downward over the past several years. While satisfaction with community cleanliness has dropped, it continues to be one of the City’s primary strengths. Page III
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• • •
CITY OF KELOWNA
Key financial metrics hold steady. Residents continue to say they receive good value for their taxes, and prefer tax increases over service reductions; however, the gap separating the two options has narrowed. Overall, residents prioritize renewing existing infrastructure over building new infrastructure although there is appetite for both. The City continues to provide good customer service overall, with staff’s courteousness standing out as a service highlight. However, there is still room for improvement, with one-quarter of those who contacted the City in the last 12 months saying they are dissatisfied with the service received.
To review the detailed report, visit kelowna.ca and search for Citizen Survey.
Official Community Plan: indicators report
The Official Community Plan (OCP) is our shared vision for Kelowna as a sustainable city over the next 20 years. It illustrates how we want to grow and what we want our city to be like. The City is currently working on updating the OCP, as well as the Transportation Master Plan (TMP). A draft of the OCP is expected to be delivered by summer 2020 and a final version for Council’s consideration in early 2021. To learn more visit kelowna.ca/kelowna2040. Importantly, it outlines what our city needs to be successful in the future — a great place to live, work and play. To achieve this, the OCP sets goals, objectives and policies to guide our growth and change. The plan was developed with significant public involvement and responds to the community’s vision for a livable and thriving community. According to community input into the Official Community Plan (OCP) 2010 - 2030, residents want a city where: • Urban communities are compact and walkable • Housing is available and affordable for all residents • People feel safe downtown and in their own neighbourhoods • The natural environment (land and water) is protected and preserved • Walking paths and bicycle routes connect to key destinations • The economy is growing, vibrant and bringing in new businesses • Buildings and public spaces are attractive places • Recreation and cultural opportunities are plentiful
OCP Indicators Report
Updating of Kelowna's Official Community Plan is underway. This multiyear project is anticipated for completion in 2020. The most recent OCP Indicators Report was prepared in 2016 and suggests that the City is moving towards achieving OCP goals. The intent of the report is to produce a yearly snapshot report providing data relative to previous years. The OCP is a living document and data from these reports is used to support OCP amends on an ongoing basis. On a larger scale, the data from the indicators reports will be fundamental to informing any potential changes as part of the upcoming OCP Update process. For the full 2016 report, visit kelowna.ca and search for Official Community Plan 2016 Indicators Report.
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2019 Community Trends Report The sharing economy is evolving at a rapid pace, disrupting various sectors of our cities and putting pressure on local governments to respond. The sharing economy is part of a shift in values with people favouring access over ownership, promoting a less consumptive lifestyle and changing the way our cities function. These new business models allow for cities to take advantage of the idle capacity or underutilization of assets resulting in a car that usually sits parked 90% of the time to be shared by 10 different people over the course of the day. Cities are beginning to respond, looking to develop policies and regulations that promote innovative ideas, but ensure there is a public benefit to the local community. The Community Trends Report is prepared annually to explore how major changes in the future might impact the long-term management of cities. The Community Trends Report is a researched-based document that sets the stage for future action by identifying the local implications of broader national trends. The report allows the corporation to explore complex topics in a less formal manner that is more accessible to the broader community. For this reason, the Community Trends Report is intended to serve as a resource for the corporation and to inform residents, businesses and local community organizations about future shifts in society and the anticipated local impacts. For the full report, visit kelowna.ca and search for Community Trends Report.
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Statistics Top 10 corporate taxpayers 2019 Rank 1 2 3 4 5 6 7 8 9 10
Business (owner) name Orchard Park Shopping Centre FortisBC Inc Al Stober Construction Ltd Inland Natural Gas Co Ltd DHL No 48 Holdings Ltd McIntosh Properties Ltd 4231 Investments Ltd RG Properties Ltd Victor Projects Ltd Wal‐Mart Canada Corp
Type of property Shopping Mall Electrical Utility Commercial Building Gas Utility Hotel & Convention Centre Shopping Mall Shopping Mall Shopping Mall Shopping Mall Shopping Mall
Business (owner) name Orchard Park Shopping Centre FortisBC Inc DHL No 48 Holdings Ltd Inland Natural Gas Co Ltd McIntosh Properties Ltd 4231 Investments Ltd Victor Projects Ltd RG Properties Ltd Dilworth Shopping Centre Ltd Wal‐Mart Canada Corp
Type of property Shopping Mall Electrical Utility Hotel & Convention Centre Gas Utility Shopping Mall Shopping Mall Shopping Mall Shopping Mall Shopping Mall Shopping Mall
2018 Rank 1 2 3 4 5 6 7 8 9 10
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Tax comparison analysis – 2018 & 2019 Business Assessed value
2018
2019
Difference
Change
1,514,610 Page VII
1,630,100
155,610
7.63%
11,167.90
11,371.39
203.49
1.83%
0.00
253.51
253.51
2.27%
11,167.90
11,624.90
457.00
4.10%
6,361.36
6,846.42
485.06
7.63%
970.72
987.68
16.96
1.75%
Municipal General Tax Levy Infrastructure Levy School General Tax Levy Other Taxing Jurisdictions Regional District Levy Hospital Levy
978.78
991.75
12.97
1.33%
Library Levy
517.62
520.49
2.88
0.56%
BC Assessment Levy
187.96
176.38
(11.59)
(6.16%)
31,352.24
21,147.62
1,420.28
4.53%
2018
2019
Difference
Change
641,920
684,450
42,530
6.63%
1,990.69
2,026.99
36.3
1.83%
0.00
45.19
45.19
2.27%
Other Municipal User Fees Garbage Collection/Waste Reduction School
174.30
180.30
6
3.44%
General Tax Levy
930.72
992.38
61.66
6.63%
(770)
(770)
0
160.72
222.38
61.66
38.37%
Regional District Levy
167.96
169.26
1.31
0.78%
Hospital Levy
169.34
169.95
0.61
0.36%
Library Levy
92.24
92.81
0.57
0.62%
BC Assessment
25.87
26.62
0.75
2.91%
Total Tax Levy
2,781.12
2,933.51
152.39
5.48%
Total Tax Levy Residential Assessed value Municipal General Tax Levy Infrastructure Levy
Homeowner Grant Other Taxing Jurisdictions
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Local economy1 Occupation National Occupational Classification (NOC) 2016 3%
2%
2%
6% 27% 8%
10%
15%
12% 15% Sales and service occupations
Business, finance and administration occupations Trades, transport and equipment operators and related occupations Management occupations Social science, education government services and religion Health occupations Natural and applied sciences Art, culture, recreation and sport Processing, manufacturing and utilities Natural resources, and related production For more information on the local economy, visitagriculture www.investkelowna.com.
For more information on the local economy, visit www.investkelowna.com.
1
Note:
[1] For the 2011 National Household Survey (NHS) estimates, the global non‐response rate (GNR) is used as an indicator of data quality. This indicator combines complete non‐response (household) and partial non‐response (question) into a single rate. The value of the GNR is presented to users. A smaller GNR indicates a lower risk of non‐response bias and as a result, lower risk of inaccuracy. The threshold used for estimates' suppression is a GNR of 50% or more. For more information, please refer to the National Household Survey User Guide, 2011. [2] Includes self‐employed with an incorporated business and self‐employed with an unincorporated business. Also included among the self‐employed are unpaid family workers. Source: Statistics Canada ‐ 2011 National Household Survey. Catalogue Number 99‐012‐X2011033.
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Business licences
*The City of Kelowna stopped issuing secondary suite licences in 2017
Access to markets
Kelowna’s central location provides the city with access to key markets, as well as their population base. Distance (km) to Kelowna from: Vancouver – 457 Seattle – 579 Calgary – 612 Portland – 826 Saskatoon – 1,233 Salt Lake City – 1,614 San Francisco – 1,872 Winnipeg – 1,970 Los Angeles – 2,494 Denver – 3,215
Page IX
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Kelowna weather Historic Temperatures (oC) January February March April May June July August September October November December Highest Temperature per year
Record highs by month
January February March April May June July August September October November December Lowest Temperature per year
Record lows by month
2009 0 0 0 0 0 0 0 0 29.9 14.9 12.5 0
2010 7.9 11.5 14.3 23 0 0 33.7 34.8 24.8 24.3 15.2 8.6
2011 11.2 6.8 0 0 0 29.8 33.2 32.8 32.1 17.1 11.2 9.5
Recorded Highs 2012 2013 8.1 0 10.4 5.5 13.5 17.6 25.8 22.6 0 30.3 26.7 0 34.7 36.6 36.3 0 27.7 30.7 20.7 0 15.4 0 11.9 4.4
2014 12 9.9 0 22.7 25.1 31.2 37.1 34.7 27.3 22.1 15.2 10
2015 0 12.8 19.3 25.8 29.5 38.7 37.6 37.8 0 19.5 14.3 11.9
2016 7.1 13.8 20.3 27.4 28.4 35.7 35.7 33.5 28.7 12.5 16.6 6.1
2017 0 0 0 0 31.8 32.8 33.9 34 35.6 0 0 0
2018 5.8 0 0 25.4 31.9 33.3 36.8 36.8 0 17.1 14 9.6
2019 8.7 0 17.1 17.5 30.5 33.9 0 36.1 29.7 17.6 0 0
29.9
34.8
33.2
36.3
36.6
37.1
38.7
35.7
35.6
36.8
36.1
Jan 13 2014
Feb 27 2016
Mar 31 2016
Apr 21 2016
May 23 2018
Jun 28 2018
Jul 9 2015
Aug 13 2015
Oct 2 2010
Nov 8 2016
12
13.8
20.3
27.4
31.9
38.7
37.6
37.8
24.3
16.6
Dec 1 &9 2012 & 2015 11.9
2009 0 0 0 0 0 0 0 0 0 -6 -15.2 0
2010 -20.5 -19 -3.6 -4.1 0 0 6.5 3.6 -1.3 -4.7 -12.9 -10
2011 -19.9 -20.8 0 0 0 2.6 5.7 3.5 -1.2 -2.4 -21 -18
Recorded Lows 2012 2013 -22.3 0 -16.2 -19 -20 -12.2 -4.8 -4.9 0 -2.8 4.9 0 6.6 5 5.8 0 -0.5 0.6 -10.7 0 -18 0 -15.2 -23.4
2014 -24.8 -14.6 0 -5.4 -3.9 4.6 5.9 6.3 1 -4.1 -11.3 -18.4
2015 0 -21.6 -10.5 -2.6 -1.4 2 4.8 7.9 0 -11.6 -13.4 -19.3
2016 -10.9 -20.2 -19.3 -7.6 0.5 0.4 8.8 4.6 0.8 -3.9 -14.5 -14.1
2017 0 0 0 0 -0.8 5.6 5.6 2.4 -0.2 0 0 0
2018 -13.8 0 0 -1.4 -0.4 5.4 6.2 8.9 0 -6 -20.4 -24.1
2019 -24.1 0 -7.9 -5.5 -1 0.9 0 5.4 2.8 -5.7 0 0
-15.2
-20.5
-21
-22.3
-23.4
-24.8
-21.6
-20.2
-0.8
-24.1
-24.1
Jan 12 2014
Feb 8 2015
Mar 4 2012
Apr 10 2016
May 1 2014
Jun 7 2016
Jul 9 2015
Aug 28 2017
Oct 11 2015
Nov 23 2011
Dec 17 2018
-24.8
-21.6
-20
-7.6
-3.9
0.4
4.8
2.4
-11.6
-21
-24
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Historic Precipitation (mm) January February March April May June July August September October November December Total Recorded Precipitation per year Record Daily Precipitation by month
2009 0 0 0 0 0 0 0 0 6.5 12.5 0 9.9
2010 15.7 3.9 0 7.9 22.3 1.3 0.5 10.4 25 0.8 0 3.6
2011 14.3 8.9 6.8 9.2 39.5 10.3 15.4 6.3 3.3 40.4 2.8 2.6
2012 6.6 19.6 17.7 36.9 0 71 28.5 0 0 32.7 16.4 10.1
2013 11.5 5.1 14.4 17.4 44.1 66.9 4.9 17.4 55.2 0 42.1 11.7
2014 12.6 4.4 14.5 27.4 22.3 25.3 5.8 3.4 23.5 3.4 23.5 17.4
2015 11.4 19.8 6.5 1.5 29.6 27.7 0 0 0 0 0 0
2016 0 0 4 6 19.6 25.5 20.9 23.4 8.9 40.4 21.4 4.6
2017 0 5 25.9 16.5 26.1 8.5 0 0 1.7 8.6 11.4 15.5
2018 7.3 10.9 10.7 8.5 22.1 8.2 0 2.3 16.6 15.1 13.8 9.8
2019 7.8 0 7.8 3.9 1.2 8.5 28.3 13.1 28 9.4 0 0
28.9
91.4
159.8
239.5
290.7
183.5
96.5
174.7
119.2
125.3
108
Jan 4 2019
Feb 9 2015
Mar 13 2013
Apr 26 2018
May 17 2016
Jun 20 2018
Jul 22 2013
Aug 2 2014
Oct 17 2015
Nov 2 2010
Dec 6 2015
8.8
11.3
9.5
19.6
22.7
23.4
10.9
16.8
14.1
18.7
8.5
Average precipitation, and temperature highs and lows per day for each month between 2010 to 2019 10
40
8
30 20
6
10
4
0
2
-10 -20
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Total Precipitation (mm) Percipitation (mm)
Temperature (oC)
50
Average of Temperature High (°C) Average of Temperature Low (°C)
0
50
70
40
60
30
50
20
40
10
30
0
20
-10
10
-20
Jan
Mar
Apr
May
Jun
Aug
Sep
Oct
Percipitation (mm)
Temperature (oC)
Total precipitation, and temperature highs and lows per month for 2019 Total Precipitation (mm) Average Temperature Low (°C) Average Temperature High (°C)
0
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Glossary Accrual method of accounting | A method of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Accumulated surplus | The balance in a fund that represents the cumulative excess in revenues over expenditures. This term also refers to reserve accounts. Alternative approval process | To provide electors the opportunity to seek a vote on a particular matter being proposed by Council. Approval is obtained if fewer than 10% of eligible electors in the area submit elector response forms (former counter petition process). Amortization | Is the gradual reduction of debt by means of equal periodic payments sufficient to meet current interest and liquidate the debt at maturity. Appropriation | Term used to refer to the setting aside of monies into a reserve account or fund. Balanced budget | Budgeted expenditures and transfers to funds are equal to budgeted revenues and transfers from funds. Base budget | The initial budget that provides for the existing levels of service in the current year. Capital assets | Is a long‐term asset that is not purchased or sold in the normal course of business. Generally, it includes fixed assets. Capital expenditures | Expenditures of a non‐operating or maintenance nature, such as costs to acquire equipment, land, buildings and costs associated with new infrastructure or improvements to existing infrastructure. Capital lease | Is a lease obligation that has to be capitalized on the balance sheet. Cost center | Within the City’s reporting structure a cost center refers to a specific director, manager, supervisor or division (see Department/Division/Branch). Conditional grants | Grants (e.g. Federal and Provincial Government) that are dependent on annual approval and potentially limited in how they may be expended. Debenture | A form of long term corporate debt that is not secured by the pledge of specific assets. Debt service | The amount of interest and payments due annually on long term debt. Deficit | An excess of expenditure over revenue. A loss in business operations. Division/Department/Branch | Part of the City’s organization structure. Divisions are the highest level grouping, departments are sections under the division and branches are sections under department. (ie. Division – Corporate & Protective Services; Department – Financial Services; Branch – Financial Planning). Depreciation | To lower the price or estimated value of a capital asset. Development Cost Charges (DCCs) | Monies collected from land developers to offset some of the infrastructure expenditures required to service new development. Charges are intended to facilitate development by providing a method to finance capital projects related to water, sewer, drainage, roads and parkland acquisition. Drivers & activities | Details how Council, Corporate and Divisional priorities lead the work done at the divisional level. Activities are work plans to be accomplished in the current year.
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Expenditure | The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service or settling a loss. Expensed projects | A project which does not meet the criteria as established by the City’s Tangible Capital Asset policy based on PSAB 1350 requirements. These project budgets are recognized in department operating budgets. Expenditure reduction | A request to reduce an existing expenditure level. Fees and charges | A source of revenue generated by the activities, works or facilities undertaken or provided by or on behalf of the City. Financial Plan | Section 165 of the Community Charter requires that a municipality must have a financial plan that is adopted annually, by bylaw, before the annual property tax bylaw is adopted. The financial plan may be amended by bylaw at any time and is for a period of 5 years. The financial plan identifies the revenue sources and the proposed expenditures to be incurred to meet the outlined objectives. Franchise fee | A charge made to a privately owned utility for the ongoing use of City property. The City of Kelowna has one franchise fee agreement with Terasen Gas Inc. Full-Time Equivalents (FTEs) | A conversion measure to express all staffing (temporary, part‐time, etc.) in terms of a common fulltime denominator. Fund | A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific activity. The City has five main funds: general, water, wastewater, natural gas and airport. There are also various statutory reserve funds. General Fund | This fund is used to account for general operations and activities and includes most city departments except the enterprise funds of water, wastewater, natural gas and airport. The departmental activities in the general fund are funded wholly or in part by property taxes. General revenue | Refers to the revenues which are not specifically attributable to or generated by any particular department within the City’s reporting structure. Grants‐in‐lieu | Properties within a municipality that are owned by the Federal or Provincial governments are exempt from taxation. The City may receive a grant‐in‐lieu in place of a tax levy. Infrastructure | Facilities and improvements such as buildings, roads, sidewalks, storm drainage, waterworks, sanitary sewer systems. Internal control | Include policies and procedures that pertain to the maintenance of accurate and reasonably detailed records. Internal equipment revenue | Revenue generated from a charge against current operations for the use of a City vehicle or equipment. The charge is similar for a class of vehicles and is based on full recovery plus inflation. Local Government Act (LGA) | Provincial legislation that provides authority for municipal expenditure and revenue collection. Some sections of the LGA have been replaced by the Community Charter. Modified accrual basis | Modified accrual accounting recognizes revenues when they become available and measurable and with a few exceptions, recognizes expenditures when liabilities are incurred. Official Community Plan (OCP) | A City bylaw that defines policies for land use and development. Operating expenses | The cost for personnel, internal equipment, materials, contract services and transfers required for a department to function.
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Operating request | A request for operating budget that is required to provide a new service or expand an existing service beyond the current funding level. Operating revenue | Funds that the City receives as income to pay for ongoing operations. It includes such items as taxes, fees and charges from specific services, interest earnings, and grant revenues. Pay‐as‐you‐go Capital | Capital expenditures that are financed from current year taxation revenues. Parcel tax | A tax imposed on the basis of a single amount for each parcel, the taxable area of the parcel, or the taxable frontage of a parcel. Property taxation | The process by which the City obtains the required funds to pay for the General Fund Operating and Capital expenditures of any given year not funded from another source. This is provided by a levy on each property of various classes within the municipality. Reserve account | Part of the Accumulated Surplus that has been earmarked for future operating or capital expenditures. Reserve Fund (statutory reserves) | A reserve fund is established by Council by bylaw for a specified purpose that is within the powers of the municipality within the powers of the LGA or another Act. Revenue | Sources of income financing the operations of the City. TDAR technology | Tailgate detection, alarm and recording system. Biometric system that uses fingerprinting and cards to access restricted areas. Time Resource Management (TRM) | Recording system for payroll, equipment use and materials used by the operations group. Tradewaste Treatment Facility (TWTF) | Wastewater treatment facility run by the City but charged back to specific commercial users. UPASS | A program where students pay a fee per semester that lets them use their student card as a bus pass. Utility | The City owns three utilities; water, wastewater and natural gas. The airport is also treated like a separate utility. These utilities pay for themselves through a separate revenue structure specific to each one that pays for their respective operating costs, debt servicing costs and capital projects not funded from other sources. Working capital | The excess of current assets over current liabilities.
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2020 FINANCIAL PLAN
CITY OF KELOWNA
Acronyms & Abbreviations AIF ALC ATC BCA BCMSA CARIP C.C. CCJS CCTV COJHS COK CPO CPTED CS4L CUPE CWME DKA EDMS EOC FOI FTE FVA GAAP GFOA GHG HIT GIS HR HVAC IAFF ICBC ICS IHA IK KFD KPI LAS LEED LOA MBL MFA MoTI MOU NSERC NTU OCP OMMLRA
Airport Improvement Fee Active Living & Culture Active Transportation Corridor BC Assessment BC Municipal Safety Association Climate Action Revenue Incentive Program Community Charter Canadian Centre for Justice Statistics Closed‐circuit television Central Okanagan Journey Home Society City of Kelowna Community Policing Office Crime Prevention through Environmental Design Canadian Sport for Life Canadian Union of Public Employees Capital Works Machinery & Equipment – statutory reserve fund Downtown Kelowna Association Electronic Data Management System Emergency Operating Centre Freedom of Information Full‐time Equivalent Forensic Video Analyst Generally Accepted Accounting Principles Government Finance Officers Association Greenhouse Gas High Importance Trouble Geographical Information Systems Human Resources Heating, Ventilation and Air Conditioning International Association of Fire Fighters Union – Insurance Corporation of British Columbia Incident Command System Interior Health Authority Imagine Kelowna Kelowna Fire Department Key Performance Indicator Local Area Service Leadership in Energy and Environmental Design Lease and Operating Agreement Multiple Bottom Line Municipal Finance Authority Ministry of Transportation and Infrastructure Memorandum of Understanding National Sciences and Engineering Research Council of Canada Nephelometric Turbidity Unit Official Community Plan Okanagan Mainline Municipal Labour Relations Association
ORT PACT P.A.R.T.Y. PAWS PCARD PGB POC PRC PSAB PSAS Q1 Q2 Q3 Q4 RCMP RDCO RFI RFP RIM SCADA SD23 SEKID SOMID STPCO STR TCA TWTF UBCM UCR UBCO URBA WQA WWTF YLW
Okanagan Rail Trail Police and Crisis Team Prevent Alcohol and Risk Related Trama to Youth Pre‐Authorized Withdrawal System Purchasing Card Personal Growth Boundary Paid‐on‐Call Parkinson Recreation Centre Public Sector Accounting Board Public Sector Accounting Standards First Quarter Second Quarter Third Quarter Fourth Quarter Royal Canadian Mounted Police Regional District of the Central Okanagan Request for Information Request for Proposal Records & Information Management Supervisory control and data acquisition School District No. 23 South East Kelowna Irrigation District South Okanagan Mission Irrigation District Sustainable Transportation Partnership of the Central Okanagan Short‐term Rentals Tangible Capital Assets Tradewaste Treatment Facility Union of British Columbia Municipalities Uniform Crime Reporting University of British Columbia – Okanagan Uptown Rutland Business Association Water Quality Advisory Waste Water Treatment Facility Kelowna International Airport
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