2021 FINANCIAL PLAN
Kelowna, British Columbia Preliminary - Volume 1
2021 FINANCIAL PLAN
CITY OF KELOWNA
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TABLE OF CONTENTS About this document ....................................... 5 2021 Council Changes ......................................6
INTRODUCTION & OVERVIEW Territory Acknowledgement ............................9 Message from the City Manager .................... 10 Award for Financial Reporting ........................ 12 Our Community ............................................. 13 Our City ......................................................... 14 Our Citizens ................................................... 15 2020 by the numbers...................................... 17 Imagine Kelowna ........................................... 18 Council priorities 2019-2022 ........................... 20 Delivering on Council priorities....................... 23 Budget highlights ........................................... 30 Budget at a glance .................................... 30 General fund highlights ............................. 31 Airport and Utility fund highlights ............. 36
STRONG FINANCIAL MANAGEMENT Organizational chart ...................................... 41 Budget process .............................................. 42 Public Input ............................................... 42 Budget development ................................ 42 Budget cycle & timeline ............................ 43 Performance measurement ...................... 44 Basis of accounting/budgeting ...................... 45 Financial principles & strategies .................... 46 Policies........................................................... 48 Financial planning polices ......................... 48 Revenue & expenditure policies ................ 48 Investment & cash management policies . 49 Capital strategies ..................................... 50 Funds & departmental relationship ............... 51 Municipal funds ........................................ 51 Reserve & fund equity .............................. 53 Debt management ................................... 55 Full time equivalent (FTE) summary ......... 64
FINANCIAL SUMMARIES 2021 Financial Plan Summary ........................ 71 Analysis of tax demand ................................. 71 Revenues & expenditures .............................. 72
OPERATING BUDGET The City & its divisions .................................. 85 Operating budget summary ......................... 85 Operating requests summary ........................ 89 City Administration ......................................103 City Clerk ..................................................... 111 Kelowna International Airport ......................119 Planning & Development ............................. 131 Partnerships & Investments ......................... 147 Infrastructure .............................................. 165 Civic Operations .......................................... 185 Water utility ............................................ 215 Wastewater utility ................................... 229 Active Living & Culture ................................ 239 Corporate & Protective Services .................. 255 Human Resources & Risk Management ... 257 Community Safety ................................... 269 Fire Department ...................................... 283 Corporate Strategic Services ....................... 293 Financial Services ......................................... 307 Debt & Other ............................................319 General Revenues .................................... 325
CAPITAL BUDGET Capital budget summary ............................. 331 Capital requests summary ........................... 337 Airport ......................................................... 347 Fire .............................................................. 353 Information Services .................................... 357 Real Estate & Parking .................................. 365 Building ....................................................... 373 Parks ........................................................... 385 Vehicle & Mobile Equipment ....................... 399 Transportation ............................................ 405 Water .......................................................... 425 Wastewater ................................................ 435 Solid Waste ................................................. 443 Storm Drainage .......................................... 451
CARRYOVER BUDGET Report to Council ......................................... 461 Carryover summaries ................................... 463 Carryover request three‐year comparison ... 463 Carryover projects by reason type ................ 464 Summary of multi‐year projects ................... 465 Operating budget ........................................ 469 Summary of operating budgets .................... 471 Operating request details ............................ 479 Capital budget ............................................. 513 Summary of capital budgets ........................ 515 Capital request details .................................. 525
FINAL BUDGET Report to Council ........................................ 581 Financial summaries..................................... 583 Analysis of tax demand ............................... 583 General fund tax demand ............................. 584 Airport and Utility funds – Final Budget ....... 584 Analysis of total revenues ............................ 585 Analysis of total expenditures ...................... 586 Use of tax dollar by service area ................... 587 Ongoing budget impacts ............................. 588 Financial Plan 2021‐2025 ............................. 589 Operating budgets ...................................... 591 Summary of Operating budgets .................. 593 Operating request details ............................ 595 Summary of Utility operating budgets ......... 597 Utility operating request details .................. 598 Capital budgets ........................................... 599 Summary of capital budgets ........................ 601 Capital request details ................................. 602
FINANCIAL PLAN Financial Plan ............................................... 607 Revenue sources & trends ............................ 608 Five‐Year Financial Plan summary ................ 613 Operating summaries – General fund ........... 616 Operating summary – Utility funds............... 630 Capital summaries – General fund ............... 634 Capital summary – Utility funds ................... 645
APPENDIX Supplemental information .............................. III Statistics ......................................................... VI Glossary .......................................................... XI Acronyms & Abbreviations ............................. XI
2021 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 2021 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, 2020 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.
Strong financial management
This section discusses the City of Kelowna organizational structure, funds, debt, financial principles, strategies and policies, and goes into detail about the budget process.
Financial summaries
This section provides financial analysis of the tax demand, revenues and expenditures. The Financial Plan is made up of three main parts; General Revenues are revenues not specifically attributable to or generated by any particular City of Kelowna division, Operating Budgets represent the total cost of operation offset by any direct revenues recognized in each division through user fees, provincial contributions or reserve funds, and Capital Budgets represent capital requirements for the year summarized by capital department and funding source. Funding from general taxation is also commonly known as pay-as-you-go capital.
Operating budget
Detailed descriptions of each division 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.
Capital budget
This section starts with financial analysis of the capital program and a full summary of all capital requests. Each capital cost centre 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.
Carryovers & Final Budget
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 includes 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 is provided.
Operating budget requests begin with a summary list of all requests presented as 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 financial 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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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Council Changes Analysis of tax demand – Preliminary ($ thousands) Proposed 2021 Preliminary 148,847
2020 Taxation demand 2021 Financial Plan taxation demand Net operating budget General revenues Taxation capital program 2021 Gross taxation demand Less: New construction Property owner impact Note: Totals may not add due to rounding
157,581 (11,529) 11,848 157,900 (2,700) 4.27%
Approved 2021 Change Preliminary Budget
(338) 0 0 (338)
157,243 (11,529) 11,848 157,561 (2,700) 4.04%
Increase/ Tax (Decrease) Demand
ON-GOING/ ONE-TIME
Items added/deleted by Council - Preliminary Department Operating requests
Title
Change
Pg
Civic Operations
Active Transportation Corridor/Bicycle Network Expansion - Operating Impact reduction
Reduction
416
(16,200)
ON-GOING
Infrastructure Partnerships & Investments
Transit Base Operating Costs Building Master Plan
Funding change 175 Funding change 158
0 0 0 (125,000)
ONE-TIME ON-GOING
Planning & Development Services Champion of the Environment Term Position Funding change 145
0 (197,000) (16,200) (338,200)
ON-GOING
Increase/ Tax (Decrease) Demand
ON-GOING/ ONE-TIME
(16,200)
Items added/deleted by Council - Carryover Department
Title
Change
Pg
Capital requests Transportation
Burtch & Harvey Intersection Improvements Correction
543
(100,000) (100,000)
0 0
ONE-TIME
Analysis of tax demand – Final ($ thousands) 2020 Taxation demand 2021 Financial Plan taxation demand Net operating budget General revenues Taxation capital program 2021 Gross taxation demand Less: New construction 2021 Net taxation demand Property owner impact Note: Totals may not add due to rounding
Proposed 2021 Final Budget $148,847 157,345 (11,680) 12,071 157,736 (2,880) 154,856 4.04%
Change
0 0 0 0
Approved 2021 Final Budget
157,345 (11,680) 12,071 157,736 (2,880) 154,856 4.04%
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Introduction & Overview
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Territory Acknowledgement We acknowledge that our community is located on the traditional, ancestral, unceded territory of the syilx/Okanagan people.
2021 FINANCIAL PLAN
CITY OF KELOWNA
City Manager Message
I
magine Kelowna envisions a community for everyone – a place where we collaborate and find innovative ways to address social, economic and environmental challenges and opportunities. That vision has served us well as we navigate the challenges brought on by the worldwide pandemic. We have worked hard to collaborate with the community to find innovative responses to COVID-19, including the partial closure of Bernard Avenue in the summer and the introduction of many online services to help keep businesses moving forward. Kelowna continues to be a place where people want to live, explore and do business and the pandemic may well position us as an even more attractive location to reside. The Official Community Plan anticipates ~50,000 more residents in our community by 2040. Our future is bright and the decisions we make today will shape and define our growing city. Budget 2021 reflects how we are advancing the 2019-2022 Council Priorities, investing in essential services and funding projects that provide innovative service delivery or save money. Budget 2021 also includes investments to stimulate the economy and leverage partnerships and grant dollars to improve the experience of living in Kelowna.
Our well-established financial principles and strategies, a corporate focus on strong financial management and transparency remain hallmark guides to our budgeting process. We must be resourceful and innovative to meet community needs while funding plans that will continue to make Kelowna a welcoming, progressive and resilient city. We will do this in part by continuing to advocate for a new fiscal arrangement with the provincial government and by having funds available for “shovel-ready” projects important to the recovery of our community and our economy as we emerge from the pandemic. We continue to provide good value for tax dollars. The 2020 Citizen Survey found that 79 per cent of citizens say they receive good value for their tax dollars. The survey also tells us the majority of residents prefer a tax increase to expand or maintain service levels, rather than reducing taxes. Our residents told us through Imagine Kelowna and again in the 2020 Citizen Survey that community safety and social issues are priorities for investment. Budget 2021 responds to those requests, balancing investment in public safety with social responsibility. Almost $600,000 is earmarked for social issues including; additional support for Journey Home, complex needs and overnight sheltering. Eight new RCMP members and six new Police Services and Community Safety positions are also included in the budget. Once these are fully annualized, in 2022, the investment will total $1.9 million annually. In 2021, we will invest to maintain essential services and renew existing assets the community relies on every day. We propose $33.4 million in renewal projects such as road resurfacing ($4.4 million), renewal of wastewater mains and facilities ($3.7 million), along with numerous park and facility improvements (Knox Mountain Park and City Park, City Hall, Downtown Parkades, Rutland Arena). Other renewal projects include upgrades to traffic signals, sidewalks and bikeways to ensure people in our growing community can continue to get around safely and seek transportation alternatives that help reduce our greenhouse gases. We will continue to invest in vibrant neighbourhoods by developing more parks and green space in our community, improving transportation and mobility, and connecting high density areas. This includes more than $4 million proposed for park development and improvements for Pandosy Waterfront Park, Kerry Park, Tower Ranch Park and others. Those funds include improving accessibility for all ages and abilities to existing parks. Active transportation corridors (Houghton, Lakeshore, Casorso) will benefit from a $5 million investment, and we anticipate taking the next steps in building the Central Green Pedestrian Overpass.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
While 81 per cent of 2021 capital budget requests are to maintain levels of service, renew existing infrastructure and cultivate existing projects and developments, 19 per cent of the requests support new investments. Looking to the future, we will invest strategically in new projects that enhance our city and services, including $5.4 million proposed for general land and parkland acquisition to support the growth of our community, and to connect the Okanagan Rail Trail to Waterfront Park. To move forward on commitments for environmental sustainability, we are proposing almost $3 million in new environmental resilience projects to support Mill Creek flood protection efforts, low-carbon transportation options, current building energy retrofits, establish GHG Modelling, support low-carbon building, improve storm drainage and embark on a stormwater basin plan for downtown. We received $7.88 million in emergency financial assistance through the BC Safe Restart Program which will prove beneficial, however it does come with limitations and restrictions on how it is allocated. We have put just over $2.5 million to work mitigating 2020 pandemic impacts, such as gaming revenue shortfalls, COVID-19 related spending and to support the Kelowna International Airport. The remaining $5.36 million will address a portion of 2021 gaming and other revenue shortfalls, and emergency planning and response for 2021. Beyond this one-time funding, the City is advocating for a new fiscal relationship with the Province to improve the stability of municipal funding. Municipalities currently receive 8 to 10 cents of every tax dollar paid in Canada yet pay for 60 per cent of municipal infrastructure and, increasingly, are required to support social issues and related services and programs that are mandates of federal and provincial governments. Unlike other levels of government, the City is not permitted to run a deficit. So, while the City looks to reserves, grants and other sources of revenue, taxation remains an essential piece of the overall budget. Our responsible fiscal management over the years means we have only relied on property taxes to fund an average of 25 per cent of our operations, and while 2021 may present an increase to help offset a decrease in revenues, we are still a ways from other cities, who can be more than 70 per cent reliant on taxation. Circumstances beyond our control have forced us to rearrange our lives and business practices to fit a shifting landscape of emerging priorities, but we continue to demonstrate resilience and resolve as we navigate the unknown and the unexpected. Our financial planning will continue to remain responsive and agile. With solid plans, strong financial principles and strategies in place to guide us, I believe we are well positioned to take on the challenges and opportunities in 2021 and for years to come. We will emerge from the pandemic as an even more resilient community, having weathered the storm by maintaining the services residents expect of us while keeping an eye on the future infrastructure and services that make Kelowna a great place to live, visit and conduct business. I am proud to provide Kelowna City Council with a budget for 2021 that balances the current and future needs of our community, advances Council priorities and supports the vision set out by our community in Imagine Kelowna.
DOUG GILCHRIST City Manager, Kelowna
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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, 2020. 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 2021 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 19 consecutive years.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Our Community Lifestyle Kelowna is located along the beautiful shores of Okanagan Lake, in the heart of the stunning Okanagan Valley. It is the largest city in British Columbia outside of Greater Vancouver. Offering a four-season lifestyle, the lake affords boating, swimming and fishing experiences, 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 (92 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.
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 strong, with employment keeping pace with population growth. The technology sector has been dubbed the Silicon 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 economic drivers.
Airport YLW remains open to allow for essential travel, the shipment of critical cargo, and emergency services such as life-saving medevac flights to continue. For up-to-date information on airport operations, visit ylw.kelowna.ca.
Education Kelowna is a hub of academic and trades training excellence, with over 29,000 students registered at the University of British Columbia Okanagan (UBCO) and Okanagan College, both which continue to grow in course offerings and student populations.
Health With Interior Health 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 Faculty of Medicine, our residents receive leading patientcare.
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2021 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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2021 FINANCIAL PLAN
CITY OF KELOWNA
Our citizens
The 2020 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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2021 FINANCIAL PLAN
CITY OF KELOWNA
COUNCIL PRIORITES2019-2022
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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The Vision At-a-glance
In 2018, we are a city in transition and Imagine Kelowna is the community’s vision for how to thrive in the face of unprecedented growth and change. The result of almost 4,000 resident contributions, this is a vision created by our community, for our community. We need to be agile, resilient and unafraid to do things 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 ffind 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.
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 Official 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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2021 FINANCIAL PLAN
CITY OF KELOWNA
Council Priorities 2019 – 2022 Imagine Kelowna: vision into action Council Priorities 2019-2022 identifies the strategic shifts, improvements and changes that are important to Council, the community and organization. It is an open and accessible commitment to how we will advance the Imagine Kelowna vision within the next four years. It will focus the work we do to become the Kelowna residents told us they want to see. Reporting on its progress each year is part of Council's commitment to working in a way that is citizen focused, balanced and embraces continuous improvement. The interactive progress report can be found at kelowna.ca/councilpriorities
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
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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 2020
Annual Action Plan and Council Priorities 2019-2022 report (Strategic Direction) Imagine Kelowna: Vision into Action Published the Action Plan 2020, an annual plan introduced to hold the City accountable to Council priorities and respond to the community’s vision in Imagine Kelowna. This annual plan translates strategic direction into results while ensuring the City continues to operate effectively and defines the specific projects being undertaken in 2020 to advance Council’s priorities and the City’s business objectives. • Provided the first report back on Council Priorities 2019-2022 and the results achieved in 2019. For 2019, of the 39 results statements, the organization reported that: o 26 results are trending in the right direction o 10 results show no change or is the first-year data is available o 3 results are not trending in the right direction.
Adapting in the face of COVID-19 Reduced the opportunity for the spread of COVID-19 in our community: • In mid-March, the City closed all its public-facing facilities to the public, accepting appointments only for services. • In response to the pandemic and physical distancing requirements, the City rolled out Microsoft Teams to more than 600 staff to maintain business continuity and increase collaboration inside and outside the organization. • Automated 36 crosswalk intersections in the City, making these pedestrian crossing contactless to reduce touch points. • Deployed Safety Education Ambassadors to visit popular outdoor areas in Kelowna including beaches, parks, sports fields and waterfront areas to ensure residents and visitors are practicing safe physical distancing while enjoying public spaces. • Implemented a series of new health and safety initiatives at YLW to ensure the public and campus staff feel confident when travelling through the airport and know what to expect before they arrive. Supported residents and maintained financial transparency and resilience in the face of the pandemic. • Delayed the late penalty fee for property taxes, waived several charges and fees, supported free transit and provided free parking in some business areas of Downtown and South Pandosy. • Cut the provisional tax rate in half, reducing it to 2.05 per cent from 4.15 per cent. As a result, reduced planned spending for new capital projects, deferred or eliminated new positions and reduced operational budgets across City departments. • Adopted a Revenue Anticipation Borrowing bylaw, allowing the City to borrow up to $150 million to support payments for legislated and essential costs on a one-time basis, for this extraordinary event being the COVID-19 pandemic. The City would only borrow what is necessary to cover determined cash flow shortages. • Launched improvements to the kelowna.ca homepage to make it easier for residents to access online services under action four categories: apply, pay, report/request and explore. • Expanded our online services to include more application, payment and chat options for improved customer service any time, day or night. • Added ways for the public to engage with Council regarding development applications during the COVID-19 pandemic. • YLW has responded to the impacts of COVID-19 by reducing capital expenditures by $22.4M (79 per cent) in 2020 and reducing/deferring operating expenditures by $6.0M (32 per cent) in 2020. • Maintained operations at YLW, ensuring essential services were available throughout the pandemic.
•
When other airports are increasing AIF and aeronautical fees, YLW’s fees have remained consistent in order to keep fees as low as possible to help stimulate air service and demand.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Started planning for economic recovery • An Economic Recovery Task was struck by the Regional Mayors and Westbank First Nation Chiefs with Mayor Colin Basran as co-chair. • Approved using public space as patio space to help businesses enhance capacity, by limiting a section of Bernard Ave to pedestrians beginning June 20 to Sept. 8. • Applied a phased re-opening of public facilities, following the direction from the Province.
Community Safety • • • • • • • • • •
Invested in front-line safety resources with the addition of 11 RCMP members and 14 civilian support staff in the 2020 Budget. BC RCMP announced Inspector Kara Triance as the new Superintendent for the Kelowna Regional Detachment. Launched a voluntary CCTV camera registry pilot program in partnership with the Downtown Kelowna Association (DKA) and Kelowna RCMP to help police quickly and efficiently find important footage when investigating a crime. Launched the Property Standards Compliance Team (PSCT), a new collaboration between Kelowna RCMP, City of Kelowna staff, Kelowna Fire Department and other agencies as needed to attend to potentially unsafe or illegal properties. Began using data and analysis to better understand the issues related to community safety in order to deliver targeted responses. Participated on the advisory committee to have Community Court reinstated in Kelowna. Began work on the Community Safety Plan to be finalized in 2021. Installed sharps disposal boxes on the exterior of all public washrooms located within parks. Added a map layer showing all sharps containers, washroom and water fountain locations to City’s online map system. Undertook a comprehensive and methodical review of every major program comprising the Kelowna RCMP Crime Prevention Unit (CPU) to ensure CPU programs are aligned with its vision and mandate, relevant, effective, measurable and efficient. YLW worked with the Kelowna RCMP to implement measures to improve safety and mitigate property damage.
Social & inclusive
Signed a Memorandum of Understanding between the City and the Journey Home Society to support the continued implementation of the Journey Home Strategy, Kelowna’s community‐built and community‐driven, five‐year plan to address homelessness. The MOU is designed to support the Society as they build their capacity and continue to grow and evolve and increase their sustainability as an independent organization. Received $691,000 from Health Canada to establish a peer navigator program for community social‐serving organizations, in partnership with Urban Matters CCC and PEOPLE Employment Services. The program will provide employment opportunities and will support people experiencing a variety of vulnerabilities, including those with lived and living experience of homelessness and/or substance use. Opened the Queensway Washrooms, staffed by people with lived and living experience of homelessness through the newly established non‐profit, PEOPLE Employment Services (Paid Employment for People with Lived Experience). Implemented the Community Inclusion Model to enhance how housing with supports is introduced into neighbourhoods. Supported the opening of Stephen Village and Samuel Place housing with supports (101 units) and broke ground on the Ellis St housing with supports (38 units) building in partnership with BC Housing. Partnered with federal and provincial government and NOW Canada Society on a project to build a four‐storey building at 1060 Cawston Ave. that will provide 40 affordable rental homes for low‐ to middle‐income individuals, families, and women and children. Presented the 45th Annual Civic & Community Awards virtually where finalists and the community could enjoy the celebration with friends and family from the comfort and safety of their own homes.
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• • • • • • • •
Launched the City of Kelowna’s first ever Artist in Residence program to broaden the community’s experience with arts and culture and stimulate thoughtful conversation on local topics. Established a cultural resource hub for non-profit arts & culture groups to provide information, links and resources around support in dealing with the pandemic and the significant impact to this sector. Established an Access e-newsletter with updates and resources for people with DiverseAbilities to support these individuals to stay connected, supporting mental health while in isolation during the pandemic. Provided recreation resources online for older adults and those recovering from injury or illness such as Alzheimer’s or Osteoporosis. Improved accessibility throughout YLW which includes a pet relief area post-security to accommodate service animals, the YLW website (ylw.kelowna.ca) AA certified for accessibility, and the implementation of a visual paging system in the airport. Completion of an accessibility audit by the Rick Hansen Foundation to help identify ways to further improve accessibility at YLW. YLW implemented measures to meet the Canada Transportation Act Accessible Transportation for Persons with Disabilities Regulations. Tendering now has an inclusion asking suppliers to provide how they are, and what they do to be, socially responsible corporate citizens. Those suppliers that are more impactful and aligned with the City’s values can score additional points in evaluation of submissions, increasing their chances of being awarded a City contract.
Transportation & mobility • • • • • • • • • • • •
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Completion of the Chapman Parkade improvements improving the durability, safety and security of this facility. Rehabilitation of the Richter Street Bridge over Mill Creek valued at $380,000. Partnered with Rogers and the University of British Columbia on a smart city 5G pilot project in downtown Kelowna, with the goal to find ways to improve mobility options and safety for pedestrians, cyclists and vehicles. YLW added new destinations with Flair Airlines to Winnipeg, Vancouver, Calgary and Edmonton. Construction completed on Ethel 5 Springfield to Rose Active transportation network and started on final phase from Rose to Raymer. Added bike lanes on Union Rd, Kneller Rd, Ellis north of Clement and improving safety for cyclists along Richter south of KLO with buffered bike lanes Completed designs for nine ATC projects throughout the City including Houghton Ave, Lakeshore, McCulloch and Hollywood neighbourhoods. Conducted the first statistically significant Transportation Citizen Survey and reported the results to Council in March 2020. Received direction to conduct the survey on a biennial basis. Completed the Regional Transportation Plan (RTP) which identifies transportation projects and priorities that will help build and maintain a healthy, thriving, and connected future for the Central Okanagan. Completed the Regional Bicycling and Trails Master Plan (RBTMP), an update to the 2012 Regional Active Transportation Master Plan in collaboration with the local governments of the Central Okanagan. Completed the Regional Disruptive Mobility Strategy which is a toolkit of policy options to help Central Okanagan governments prepare for technology change. Completed 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, and inform the Regional Transportation Plan and City’s Transportation Master Plan. Completed Phase 3 of the Kelowna Transportation Master Plan, which included evaluating over 400 options and developing three transportation scenarios to help understanding of what can be achieved at three different price points. Installed more than 50 public bike racks Downtown.
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In partnership with BC Transit and in response to COVID-19, developed and delivered cost mitigation strategies for Transit via service changes to provide base levels at the lowest possible cost impact and delivered COVID-19 related transit safety measures and programming including Together We Ride campaign and face mask distribution promotion aimed at educating and increasing safety compliance on buses. Developed and delivered Transit Travel Training program for youth seniors, including creating training video and developing materials in partnership with BC Transit, as well as developing delivery partnership with SD23. Developed conceptual plans for ICIP (Investing in Canada Infrastructure Program) funding applications: Transit Maintenance and Operations Centre; Custom Transit Operations Centre; Mid-Town Exchange; Airport Exchange, Mission Rec Centre Exchange. Delivered 2020 Transit Shelter capital program.
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Vibrant neighbourhoods • • • • • •
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Invested $22.3 million for parks acquisition, development and improvements. This includes funding from the new parks Development Cost Charges program which will see the acceleration of park developments such as Phase 1 of Pandosy Waterfront Park. Built new washrooms and plaza at Boyce Gyro Park with improved lighting, more environmentally friendly amenities and the addition of free combination lockers. The new plaza includes stairs that lead to the beach to provide safer transition from sidewalk to sand for beachgoers. Rutland Centennial Park phase 4 improvements included an event stage, a basketball court, an ultimate frisbee field, a junior soccer field, ping pong tables, landscaping and new washrooms. Partnered with UBC Okanagan for office and residential space downtown anticipated to include 80,000100,000 square feet of academic space to support community-facing programs and services. Introduced first 12 block connectors as part of the Strong Neighbourhoods program, adapted for COVID-19. Residents received training and resources to help create strong connections within their neighbourhoods. Purchased the former McDonald's 0.725-acre parcel at 1746 Water Street for $2.05 million as part of an agreement to resolve outstanding claims stemming from the revised road alignments necessary for construction of the William R. Bennett Bridge in 2007. Coupled with last year’s acquisition of the former Husky station at 380 Harvey Ave, these properties represent as a unique opportunity for future redevelopment in the City’s western gateway. Key elements of the Civic Precinct Plan took shape in 2020. As part of a $7 million lease agreement, a developer was selected to lease a portion of the property located at 350 Doyle Avenue, the former RCMP site, for a 13-storey mixed-use development. In addition to providing more housing options downtown, the project will see the build out of a 6,000-square-foot cultural space within the development, a new civic plaza, and extension of the Artwalk to Doyle Avenue. Council advanced progress on implementing the ‘Big Moves’ into the 2040 OCP update process that will launch the next phase to unveil the draft 2040 OCP Plan and corresponding mapping for public engagement. Re-launched the Annual Housing Report as an analytical report that monitors the performance of the rental and ownership housing markets and investigates how the local housing market is impacted by demographic, economic or policy shifts occurring regionally or nationally. Continued implementation of the City’s Healthy Housing Strategy, a 5-year plan developed in line with the Journey Home Strategy (addressing homelessness), that aims to address the community’s most pressing housing issues. Changes were made to the 10-year Revitalization Tax Exemption (RTE) Bylaw Program which encourages investment in rental housing and the Downtown and Rutland urban centres. The RTE Bylaw has been adapted to reflect current council priorities and to promote green building in Kelowna. An RU7 process and implementation report unveiled key findings from four public engagement stakeholder workshops in summer 2019 to determine infill objectives for the 2040 OCP. Updated the 10-Year Capital Plan and Financial Strategy that supports infrastructure investment over the next 10years. Implemented Phase 2 of the Asset Management System that will track the performance, maintenance and condition of the City’s infrastructure assets valued at over $3.5 billion.
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Economic resiliency • • •
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Developed 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. Changed late tax payment to one annual 10 per cent penalty instead of two five per cent penalties which provides efficiencies in staff time, reduces mailing costs and aligns the City with all other similar sized Okanagan and Interior BC municipalities who apply the one-time penalty structure. Southeast Kelowna Water Integration project made possible due to an unprecedented senior government grant of $43.9 million in March 2017, with a three-year timeline. The project brought clean drinking water to about 2,000 households and met Interior Health’s 2025 clean drinking water mandate almost 10 years earlier than planned in Southeast Kelowna. Major components of the Phase 1 project include 82 km of domestic transmission and distribution water mains; upgrades to three existing pump stations; one new pump station; three new reservoirs; 815 new water services; and, 2,129 new water meters. The newly formed BC Urban Mayors’ Caucus, made of up Mayors from 13 of B.C.’s biggest cities and co-chaired by Mayor Colin Basran, are advocating the Province for greater investment in affordable housing and public transit, as well as a new funding framework for municipalities. Business licensing applications and renewals moved to an online process for enhanced service, convenience and accessibility.
Environmental protection •
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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 around climate change, flood mitigation, environmental flow needs, drought management, forest fire protection and long-term water supply resiliency. Completed a detailed flood modelling and hazard assessment for Mill Creek throughout the entire City including the delivery of a full 1D-2D dynamic model of Mill Creek which has allowed us to further test different sensitivity scenarios and approach different mitigation design approaches. Completed feasibility and conceptual design of a secondary emergency flood diversion from Mill Creek to Brandt’s Creek which paired with park and ridership improvements conceptually utilizes portions of the rail trail corridor and greatly enhances existing conditions along Brandt’s Creek. Oil water separator installed at YLW to further protect Mill Creek. Installed and developed discharge curves for three different real-time flow monitoring stations. Two along Mill Creek and one along Brandt’s Creek. This information was incorporated into the EOC Dashboard and have already proven their efficacy. The stream flow data that is collected will assist with appropriate flood protection measures for these water courses. Spearheaded the delivery of a flood mapping and hazard assessment for Mission Creek from the Joe Rich area all the way down to Okanagan Lake. Assessment included a dynamic dike bridge analysis along vulnerable areas. Completed the new Frazer Lake Dam detailed design to bring the existing structure into compliance under the Provincial Regulation. Permit to construct application submitted and currently with the Province under stakeholder’s circulation. Updated Water and Sanitary Sewer design standards in Subdivision Bylaw to reflect current best practice and environmental standards. Westpoint transmission main installation included a new watermain, a pressure reducing station building, and a pressure reducing station kiosk were installed to provide a critical link between the City’s north and south water systems. The new infrastructure ensures service and water quality keeps up with growing demands.
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Upgraded the 350 mm sanitary forcemain that connects the Gyro Sanitary Lift Station to the Wastewater Treatment Facility for 1,200m, and upgraded 450m of sanitary sewer along Swordy Road. Developed irrigation policies to adequately manage City’s recently acquired new water utility infrastructure in Southeast Kelowna. Completed different utility servicing assessments to identify the feasibility and requirements to accommodate the Council Approved 2040 Growth Strategy. Revised DCC utility projects in accordance to the Council Approved 2040 Growth Strategy. Completed a condition assessment on 22 of the city's 40 wastewater lift stations. This valuable information has guided a 10-year capital investment program into the renewal of these stations. A second phase of lift station condition assessments will be completed in 2021. Installed 220m of new forcemain in order to accomplish the separation of the Cedar Lift station forcemain. Completed the expansion of the Glenmore Landfill by constructing a new lined cell and its respective civil works. A biosolids feasibility study was completed to identify the future management of wastewater solids at the WWTF. The study also investigates green energy and GHG emission reductions. This work will help guide applications to ALC for land use changes at Byrns Rd and information has been included in the 10-year capital and 20-year servicing plans. Installation of a new misting system at the commonage composting facility. Continued improvement of YLW’s glycol collection program to further reduce the environmental impact of deicing. Tendering now has an inclusion asking suppliers to provide how they are, and what they do to be, socially responsible corporate citizens. Those suppliers that are more impactful and aligned with the City’s values can score additional points in evaluation of submissions, increasing their chances of being awarded a City contract. Increased energy savings with 3,000 decorative streetlights and replacement of YLW’s taxiway lights being converted to LED. This is in addition to 10,000 streetlights that have already been switched over to the more energy and cost-efficient style of lighting in the past three years. Park Services staff delivered 548 trees directly to homes for this year’s NeighbourWoods program. Added eight new electric vehicle charging stations downtown. Completed community engagement to identify barriers to electric vehicle (EV) and E-bike adoption to inform the Community EV and E-bike Strategy. Reported on the Climate Action Revenue Incentive Program with respect to the climate progress made in 2019 and the plans for 2020.
Corporate results Strong financial management, clear direction, people, corporate-wide base business • As part of the City’s commitment to strategic planning and clear direction, Action Plan 2020 outlines close to 100 projects and significant actions across all City divisions to deliver results aligned to Council Priorities. • Corporate performance management program development. • Implemented digital management asset system and enhanced corporate image access. • DCC Bylaw was amended to add a new Parks Development Cost Charge that will fund $107 million in Parks development in the next 10 years. • Launched the Intelligent Cities Strategy with a plan 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. • Launched a set of tools for staff by staff to help increase collaborative problem-solving (and embrace user-centred design thinking). • Launched the City’s first text-based chatbot on the Kelowna International Airport website (ylw.kelowna.ca) to help answer airport and travel questions even when a live agent isn’t available.
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Unveiled ModelCity Infrastructure (MCI) a new analysis tool developed to assist staff, Council and the public as they consider the long-term infrastructure implications of critical land use decisions. The tool helps evaluate the longterm financial performance of Kelowna neighbourhoods by comparing how much the City spends on long-term infrastructure in different neighbourhoods with the tax revenue and utility fees collected from those neighbourhoods. YLW opened Aircrew Express, a dedicated screening check point for aircrew, separate from passengers as part of a pilot project to reduce wait times for passengers at the security checkpoint. Eliminated the need for the 2020 Tax Sale by working with taxpayers for payment of delinquent taxes. Completed transition of the property tax deferment program management to the Province. Transitioned former south-east Kelowna utility billing customers to City of Kelowna billing. Implemented new cellular meter-reading technology (Beacon/Eye on Water) to efficiently identify and notify utility customers of potential leaks (supports water conservation). Provided increased levels of customer service via phone, service requests and email (i.e. responded to and closed 2,167 service requests Jan-Sep 2020 compared to 1,635 in 2019 and 1,340 in 2018). Began livestreaming and recording Council meetings and public hearings, supporting transparency and accessibility in decision-making. Financial Policies continue to be developed and revised to keep relevant and up to date. Purchasing has increased the number of services under formal contracts to better protect the City and to increase regulatory procurement adherence. Completed Accounts Receivable and collection process review to ensure the City is following current best practices. Updated Unit4, the City’s Enterprise Resource Planning (ERP) system for accounting and business processes.
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Awards & Recognition • • • • • •
For the 18th year in a row, received the Government Finance Officers Association (GFOA) Distinguished Budget Award for the 2019 Financial Plan. The 2020 Financial Plan is currently under review by the GFOA for this award. Received the GFOA Canadian Award for Financial Reporting for the 2018 Financial Statements within the Annual Report. It is the 17th consecutive year the City has received the award. The 2019 Financial Statements are currently under review by the GFOA for this award. The City was voted one of the top 50 government fleets in North America for 2020 by Government Fleet Magazine, sponsored by Ford. The City of Kelowna was one of only five Canadian municipalities named to the top 50. Awarded a $500,000 BC Active Transportation Infrastructure Grant to support the extension of the Ethel Street Active Transportation Corridor from Springfield Road to Raymer Avenue. Received an Age Friendly Communities grant for transit marketing and programming valued at $15,000. Ali Westlund, Community Recreation Coordinator, awarded a WOW (Widening our World) Award from Community Living BC for her efforts to maintain connection and recreation to the City’s DiverseAbilities client group during COVID-19 recreation facility and programming closures and interruptions.
Talent Management • • • • • • • •
Filled 58 per cent of full-time positions by internal promotions and transfers signaling continued strength in our career development and succession planning programs. 12 Employees were recipients of City of Kelowna Employee Development Scholarship awards that provided partial funding to support employee education related to career development and succession planning. Updated our Flexible Workplace and Working at Home policy. Set the foundation for a Diversity and Inclusion Strategy to be completed in 2021. Updated the City’s Vision & Values. Successful introduction of new digital collaboration tools to support working from home during COVID-19. In response to COVID-19, a crisis response team was active for over six months, more than 200 staff began working from home in the spring and 25 staff were redeployed instead of being laid off. An internal safety team developed a variety of new safe work procedures and policies to keep staff, front-line services and the public safe in City facilities throughout the COVID-19 pandemic.
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Budget highlights Budget at a glance The City of Kelowna, through the Financial Plan, works to understand community expectations and provide a budget that delivers on those expectations, while balancing 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 2021 budget balances emergent issues faced by the community such as the impacts of COVID-19 with advancing the 2019-2022 Council Priorities, investing in essential services and actions to achieve the community vision identified in Imagine Kelowna. The City continues to be impacted financially by the COVID-19 pandemic. As part of the BC Safe Restart Program, the City received $7.88M in emergency financial assistance. These funds have been allocated over 2020 and 2021 to address a portion of the gaming and other revenue shortfalls, emergency planning and response. The City continues to use our strong financial principles and strategies to guide us through these times. The 2021 Financial Plan continues to make public safety and social needs a priority, as well as creating vibrant neighbourhoods by developing more parks and green spaces, improving transportation and mobility while also investing to maintain current services and renewing existing assets the community relies on every day. The City continues to seek alternative sources of funding through grants and partnerships in order to reduce the reliance on taxation.
Operating
The annualization of operating costs approved in previous budgets will add $4.5M to the 2021 Financial Plan. The removal of one-time requests approved by Council in 2020 have reduced operating costs for 2021 by $5.1M. The 2021 Financial Plan includes $288k in base adjustments and $7.4M for net operating requests. 2020 Net Operating Budget Add: 2020 One-time Requests Add: Annualized Requests (prior years) Add: 2020 Base Adjustments (detailed in the divisions) Add: 2020 operating requests 2021 Net Operating Budget Note: Totals may not add due to rounding
$150,520 (5,088) 4,454 288 7,406 $157,581
The Financial Plan’s Priority 1 (P1) General Fund operating requests total $9.4M, of which $7.4M is being funded from taxation. Sixty per cent of the $7.4M comes from four significant requests: RCMP – eight regular member positions, a provision for contractual obligations, snow/ice control and street sweeping increases and overnight sheltering. The remaining $2.9M of taxation funded requests continue to focus on public safety, addressing social responsibilities, creating vibrant neighbourhoods with a commitment to environmental sustainability while maintaining our essential services. In addition to the P1 Operating Requests, there are Priority 2 (P2) General Fund requests that are included in the document for Council’s consideration totaling $1.0M, however these requests are not included in the totals. The City of Kelowna’s Water Utility is requesting to add $602k to the utility operating program. Significant requests include $170k to maintain water operations and $130k for additional repair costs associated with the addition of the former South East Kelowna Irrigation District (SEKID) pipe network. There are no P2 operating requests for the Water Utility. The $576k of Wastewater Utility operating requests include $250k to support wastewater treatment succession planning and $150k for condition assessments at 12 of the 48 sewer lift stations operated by the City. There are no P2 operating requests for the Wastewater Utility. The Kelowna International Airport continues to be significantly impacted by the COVID-19 pandemic. The dramatic decrease in passenger volumes has resulted in five P1 operating requests to reduce programs and reflect revenue losses. There are no P2 operating requests for the Airport.
Capital
The 2021 General Fund Capital Expenditure Program is $60.6M, of which $11.8M is requested to be funded from taxation. The general taxation contribution to the capital program has increased by $2.3M compared to the 2020 Final Budget funding level. Funding from sources other than taxation is $48.7M. Major projects within the capital program include the Central Green pedestrian overpass for $5.5M, the annual road resurfacing program $4.4M and $3.7M for DCC parkland acquisition. There are 23 P2 General Fund capital requests totaling $14.3M which are not included in the budgetary totals and
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are summarized in the document for Council’s consideration. The Kelowna International Airport capital program has been reduced to reflect the impacts of COVID-19. The significantly reduced program is requesting five P1 capital requests totaling $1.6M including $475k for groundside equipment replacement and $670k for projects included in the Soaring Beyond 2.5 Million Passengers AIF Program. There are no P2 capital requests for the Airport. The Water Utility’s 2021 capital program focuses on infrastructure renewal and includes 13 requests for a total of $4.5M and $4.2M of utility revenue. Significant projects include $1.5M for cast iron pipe replacement and $1.25M for safety upgrades at the Skyline Pump Station. There are no P2 capital requests for the Water Utility. The Wastewater Utility has seven capital requests totaling $6M. Major projects include $3.7M for wastewater mains and facility renewal and $1M for phase I & II of biosolids management. There are no P2 capital requests for the Wastewater Utility.
General fund highlights Property taxation
Taxation demand on existing property owners represents the difference between net operating and capital requirements offset by new general revenues and additional tax revenue generated through new construction. net operating & capital
general revenue
new construction revenue
net tax demand
Taxation Revenue from new construction is based on Preliminary Assessment Roll information from BC Assessment (BCA). New construction revenues are used to reduce the overall taxation demand. In 2021, the new construction revenue is estimated to be $2.7M. The final new construction assessments will not be available from BCA until the second quarter of 2021 and will be reflected in Final budget. Note, 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 2021.
For 2021, the overall taxation demand has increased from $148.8M to $157.9M, or 6.1 per cent which includes general revenue, net operating and capital. Taking into consideration the revenue generated from new construction, the average impact on existing property owners decreases to 4.27 per cent. Other revenue sources that are used to help fund operating and capital programs include grants and reserves. Examples of other revenue sources in the 2021 plan are Development Cost Charge (DCC) Reserves, the Community Works Fund and the COVID-19 Safe Restart Grants for Local Governments grant.
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 2021 Financial Plan is projected to be $11.5M which is a $345k increase from 2020. The changes to General Revenues are mainly attributable to $195k for increased interest and penalties; $54k for increased Federal and Provincial grants in lieu of taxes; $27k in increased traffic fine revenue from the Province; and $44k for increased FortisBC franchise fee revenue based on natural gas sales within the city. With the continued Provincial Health Services Health Authority mandated closure of all casinos in British Columbia, 2021 gaming revenues are expected to decline by $3.7M. Re-opening of casinos will not occur until the Province reaches Phase IV in its COVID-19 safety plan anticipated to be later in 2021.
Salaries, wages and fringe benefits
A significant portion of the annual operating budget is from staffing. The City of Kelowna CUPE agreement that was ratified in 2019, for 2019-2023, provides a 2 per cent increase in 2021 that is reflected in the budget requests. The collective agreements for the Airport CUPE employees and the Kelowna Fire Department employees (IAFF) are currently in renewal negotiations. Fringe benefit load factors that are reflected throughout the divisional operating budgets are reviewed annually.
RCMP contract
The 2021 General Fund Police contract staffing is at 202 members with a budgeted vacancy factor for six members. The average cost per member has increased to $181k in 2021 requiring $1.4M in additional funding for increases for personnel costs, administration fees and
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contract changes. The 2021 Financial Plan includes a budget request for an additional eight members. 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.
Staffing
The 2021 Financial Plan contains P1 requests for 26 new staff positions that support moving Council | Corporate priorities forward while also delivering the services residents expect. The new positions include 21 full-time positions and 7 term positions, with two of the new fulltime positions being the conversion of 2 part-time positions to full-time. The total 2021 taxation impacts on budget for these position changes is $1.1M. This table shows the total positions requested by each Division by position type: Full-time Part-time
Term
Division positions positions positions General Fund City Administration (CA) 0 0 0 0 0 2 Planning & Development Services (P&DS) 1 0 0 Partnerships & Investments (P&I) 0 0 1 Infrastructure (IN) 0 0 0 Civic Operations (CO) 0 0 0 Active Living & Culture (AL&C) Corporate & Protective Services 1 0 0 Human Resources (HR) 14 (2) 0 Community Safety (CS) 1 0 0 Fire Department (FD) 0 0 0 Corporate Strategic Services (CSS) 2 0 0 Financial Services (FS) 0 0 0 City Clerk (CC) 19 (2) 3 Total General Fund Airport & Utility funds 0 0 0 Kelowna International Airport (KIA) 1 0 3 Wastewater Utility (WW) 1 0 1 Water Utility (W) Total Airport & Utility Funds 2 0 4 Total position requests 21 (2) 7
Each position is required to support Council | Corporate priorities ensuring Divisions are making a difference in services, programs and infrastructure that address our community’s needs. In the next section, Budgeting for Council | Corporate Priorities, the new staff positions are listed within each Council | Corporate priority.
Budgeting for Council | Corporate Priorities
Each operating request must indicate the Council or Corporate priority that is best aligned with. Listed below by Council | Corporate Priority, are some of the operating, staffing and capital requests being requested. Community Safety Operating requests: To help address community safety needs, the Civic Operations Division is requesting $64k for security system renewal of camera, door card access and security/fire systems and $260k for additional snow removal and street sweeping on roads and City parking lots; the Community Safety department is requesting $100k for the Community Safety Plan implementation which will be a multi-year plan funded from reserve; and $50k has been requested to support an analysis of future fire station locations by the Fire Department. Additional staffing: • RCMP - 8 Regular Member Positions (CS) • Business Intelligence Analyst Position (CS) • Police Information Technician Position (CS) • Court Liaison Officer Position (CS) • Operational Intelligence Clerk Position (CS) • 0.5 Labourer II Position (CS) • Police Information Clerk Position (CS) This additional staffing will improve community safety through: additional members; comprehensive, timely and accurate data and file analysis; and increased yearround service delivery for graffiti programs. Capital requests: Community safety capital projects include $140k for Lombardy Park protective netting to increase safety at the softball diamonds and $60k for the annual Neighbourhood Traffic Calming program that moderates speeding and short-cutting on local neighbourhood streets. Social & inclusive Operating requests: Supporting social & inclusion initiatives, the Community Safety Department is requesting $400k for maintaining clean streets allowing for vigilant cleaning/sanitation and disposal of abandoned items at temporary overnight sheltering site(s) and high-traffic locations frequented by visitors and residents funded $200k from taxation and $200k from reserve. Human Resources & Risk
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Management is requesting $145k to continue the staffed washroom at Queensway as the model has proven to be well accepted within the downtown location. $50k has been requested by the Active Living & Culture Division for a sport league management software to provide participants an inclusive and accessible way to enjoy competitive recreation opportunities. Partnerships & Investment Division is requesting $25k for implementation and/or development of concrete strategic initiatives resulting from the advocacy paper on housing for those with complex needs. Capital requests: A social & inclusive capital request has been requested for Access For All Improvements renewal program for the replacement or improvements to park amenities to increase access for all ages and abilities in all park types for $100k. Transportation & mobility Operating requests: To increase transportation & mobility initiatives, the Infrastructure Division is requesting $50k from reserve for a Neighbourhood Bikeway Program helping to reduce greenhouse gas emissions and increase alternative modes of transportation; $30k is requested to partner with major employers for a commute trip reduction pilot program that will reduce single occupant vehicle usage to work; and $120k for a regional goods movement study to develop a strategy for supporting goods movement, including deliveries and polices to right-size delivery vehicles in urban centres funded $60k from taxation and $60k from Ministry contributions. Capital requests: Capital requests that will further transportation and mobility include: $3.7M for active transportation corridors for Casorso 4 (Raymer – KLO) to improve access to Okanagan College, Casorso 3 (KLO – Barrera) creating a continuous corridor from downtown to the south of
Pandosy, Lakeshore 1 (Dehart – Vintage Terrace) for the bridge approach and Houghton 1 (Nickel – Rails with Trails) linking existing segments within Rutland to the rest of the City’s primary cycling network funded $2.9M from reserve and $778k from taxation. Two bicycle network project have been submitted, the Abbott (Rose Ave to south of West Ave) protected bike lanes and the construction of 450m of trail linking the end of the Rail Trail with the Waterfront Walkway, helping to make cycling an easier and safer option for more residents, funded $195k from reserve and $305k from taxation. Construction of the Central Green pedestrian and cyclist overpass is requested as part of the site’s 2012 rezoning requirement funded from $5.2M reserve and $316k from taxation. Vibrant neighbourhoods Operating requests: Helping to create vibrant neighourhoods, Active Living & Culture is requesting $50k to begin planning, development and delivery of an annual signature Kelowna event to bring citizens together to celebrate and showcase our City and unique heritage.
Partnerships & Investment Division is requesting $53k funded $20k from rental revenue and $33k from taxation to explore placemaking initiatives to enhance the aesthetic appeal of the Bernard Avenue area; a review of municipal boating facilities is requested to ensure this service is delivered in a cost-effective manner maximizing benefit for the community funded $50k from reserve; $100k is requested for preparatory work for the Alternate Approval Process for the borrowing to fund the Parkinson Recreation Center replacement funded from reserve; $10k is requested for the operating and maintenance for Rotary Beach North that will now be open from May 1 to Labour Day weekend; and due to the increased interest in
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2021 FINANCIAL PLAN
outdoor sports, $10k is requested for increased sport court cleaning. Capital requests: Neighbourhood investment requests include: $3.7M funded $417k from taxation and $3.3M from reserve for acquisition of land to be used for neighbourhood community, city-wide, recreation and linear type parks; $4M for park development funded $809k from taxation and remaining from reserve for design and construction at Ballou Park creating a connection to Knox Mountain Park, design and construction of Tower Ranch Park #1 located in a new subdivision, continued upgrades at Pandosy Waterfront Park and design work for Kerry Park future phases.
CITY OF KELOWNA
Economic resiliency Operating requests: To ensure preservation of infrastructure, Civic Operations is requesting $50k for Landfill Administration building façade repairs and $25k for leachate collection cleaning at the Landfill to ensure assets will meet their service life with requests funded from reserve. Additional staffing: • Co-op Student - Asset Management Data Analyst (IN) This additional staffing will improve operational efficiency, extend asset service life and support asset management planning Capital requests: Helping to ensure asset preservation, $4.4M is requested for the road resurfacing program with priority roads being selected for renewal based on assessments funded $2.8M from reserve and remaining from taxation. Environmental protection
Mission Recreation Park is requiring replacement of the artificial turf field to maximize return on investment of the facility funded $218k from taxation and $702k from reserve and as well, twinning of the ball diamonds has been requested to form the second quad in accordance with the site masterplan for $3.3M funded from reserve. $1.4M has been requested to begin the Parkinson Recreation Centre building replacement design and associated sports field reconfiguration, parking and site access improvements to the recreation park. Requests for renewal, rehabilitation and infrastructure upgrades for $3.1M funded $295k from taxation, $2.5M from reserve and $300k from contributions include: chiller replacements at the Capital News Centre, H2O Centre and Rutland Arena (West); boiler replacement at the Library; roof, soffit, flashing and insulation upgrades to the Richter St. Boys & Girls Club facility; roof and mechanical unit replacement, insulation upgrades and lobby renewal to increase the user experience and longevity of the Kelowna Community Theatre building; and renewal projects at the Kelowna Family Y, and the Memorial and Rutland Arenas.
Operating requests: Supporting Council’s focus on decreasing greenhouse gas emissions, the Planning & Development Services Division is requesting from reserve: $70k for greenhouse gas data driven modelling to continue the progress on emission reductions; $40k for a low carbon energy retrofit incentive program for existing buildings and to create a heritage energy grant pilot program; $20k for continued support of low carbon initiatives on new buildings, as well as, development of an auditing program to ensure compliance that buildings are achieving the performance level being modelled; and $80k for support activities that will encourages a shift to electric transportation options. Additional staffing: • Fire Inspector (10th Year) Position (FD) • Community Energy Specialist Position Extension (P&DS) • Champion of the Environment Term Position (P&DS) This additional staffing will address inspection requirements due to construction and business licence growth; continue to focus and bolster the City's climate change and environmental initiatives; and analyze water consumption data for restriction compliance and conservation efforts.
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Capital requests: Requests that encourage resiliency and adaptability to climate change include: Mill Creek flood protection funded $1.4M from reserve and $933k from a Federal grant to create the conditions to safety pass a one in 200 year flood event; $450k from reserve for installation of landfill gas laterals and leachate recirculation systems as the landfill continues to grow; and $380k for continued asset renewal of storm drainage mains, pump stations, detention and treatment facilities approaching the end of their service life. Financial management Operating requests: Ensuring the cost to deliver services is quantified, Active Living & Culture Division is requesting $50k from reserve to review the existing Lease and Operating Agreement with the YMCA for the operation of the H2O Adventure Fitness Center as the contract is coming to an end; The Infrastructure Division has submitted the transit base operating costs resulting in a zero-taxation impact with the anticipated BC Transit grant funding; and Partnerships & Investments Division is requesting $100k from reserve to convene conversations and assemble knowledge to understand potential opportunities for a performing arts center partnership. Additional staffing: • Accountant Position (FS) • Financial Analyst Position – Corporate Divisional Support (FS) This additional staffing will enhance processes, provide timely service and financial stewardship. Capital requests: The Information Services capital program is requesting to continue installing fibre optic service lines to new customers with all costs funded by the users. Clear direction Operating requests: Due to the economic environment resulting from the COVID-19 pandemic, revenue reductions totaling $4.7M have been requested for Development Planning, Development Engineering, Licencing, Permit and Inspections and Provincial Gaming revenues with $4.6M of the shortfall being funded from the Provincial COVID19 Safe Restart Grants for Local Governments.
Financial Services Division is requesting $225k funded from reserve to further Financial Planning’s system and process review for the replacement of the current excel and legacy based budget system helping to transform current processes and business activities. Additional staffing: • Intergovernmental Relations Manager Position (P&I) This additional position will build strong relationships with government partners and advance the City's strategic interests. Capital requests: Information Services capital is requesting k for phase III of the Asset Management System project to include Parks & Building Services to the service area funded k taxation and k from reserve; and k for major systems projects that will include data warehouses with analytics and onboarding of new online services to meet the demand for data analytic solutions funded k from taxation and k from reserve. Real Estate and Parking capital is requesting . M for varying land acquisitions for widening of roads and expansion of sidewalks as well for strategic and time‐sensitive opportunities funded k from taxation and the remaining from reserve. People Operating requests: The Corporate and Protective Services Division have requested $50k for a Diversity and Inclusion Strategic Plan project outlining an overall strategy inclusive of plans for staff education and communications, staff training and a recruitment plan to increase the diversity of applicants; and $50k funded from reserve for a strategy to address the increased concerns of protective services staff and first responders mental health issues stemming from trauma and stress experienced on the job. Additional staffing: • Human Resources Business Partner Position (HR) This additional position will improve performance in recruitment and employee and labour relations to become more proactive. Other Operating requests: With the safety precautions implemented for COVID-19, $249k is requested to reduce programming budgets for Community and Neighhourhood, Community Theatre
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and Sports and Events departments; $500k for City-wide incremental costs of COVID-19; and $40k for decreased sponsorship revenue. These requests will be funded from the Provincial COVID-19 Safe Restart Grants for Local Governments. Active Living & Culture Division is requesting $130k for a new Recovery and Future Sustainability Program to provide one-time grants for arts, culture, sport and event organizations who continue to be significantly impacted by lost revenue as a result of COVID-19.
an acceptable safety factor for long term protection of properties above and below. The Information Services capital program is requesting $435k funded $150k from taxation and $285k from reserve for front office equipment renewal and new software purchases and cyber security initiatives.
Corporate Strategic Services Division is requesting $178k to begin moving City technology to the cloud helping to provide a secure, robust digital environment to support the needs of a growing city and reducing facility space needed to support technology infrastructure. Capital requests: Building capital is requesting $4.7M for City Hall renovations funded $526k from taxation and the remaining from reserve to increase workspaces, reduce reliance on lease space and create flexible meeting rooms that will be independently secured to allow for evening and weekend use by the community.
Transportation capital projects includes $1.3M, funded $1.1M from reserve and $176k from taxation for the replacement and widening of the bridge deck and extension of the existing abutments/foundation on Lakeshore Rd at Bellevue Creek; and $529k for continued renewal of bridges, sidewalks and bikeways.
The Real Estate capital program includes $1.3M from Parking reserves for renewal of enforcement equipment, servers and asphalt in pay parking lots, a mechanical upgrade to the Library Parkade elevator and various repairs to the Library and Chapman Parkades to help ensure the maximum life expectancy is achieved.
Solid Waste capital includes $1M funded from reserve to initiate Landfill site preparation including blasting and land leveling in the north east area for the next phase of landfill liner construction to be installed; and $3.5M from reserve for the first phase of the stockpiles and reprocessing area relocation moving materials from the northeast area to the area west of the entrance.
Airport and Utility fund highlights Two major utilities are operated within the City of Kelowna providing Water and Wastewater services 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. Vehicle & Mobile Equipment is requesting $4.0M for vehicle and equipment renewal and fleet growth purchases funded from reserve. $1M in the Storm Drainage Capital program, funded $700k from reserve and $300k from utility, is requested for Knox Mountain geotechnical engineering for expanded Civil works required to re-establish the slope to
Airport Kelowna International Airport (YLW) is not funded through municipal taxes, and operates in compliance with Federal regulations as part of the National Airport System. The COVID-19 pandemic has had a significant impact on passenger numbers, which has resulted in a corresponding decrease in revenues. As a result, the
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Airport decreased its operating and capital programs significantly in both 2020 and 2021. Airport - Financial Outlook – 2021 The 2021 gross revenues from Airport operations are projected to be $19.3M with $8.7M coming from Airport Improvement Fee (AIF) revenue. Total operating expenditures and debt repayments from Airport operations are projected to be $18.9M. The Airport contributes excess revenue to reserves for future use. In 2021, it is anticipated that $0.4M will be contributed to the Airport’s reserves. The 2021 operating program changes include: a $15.1M reduction in Airport Improvement Fee revenue; a $2.8M decrease in Airside revenue which is partially offset by a $1.3M decrease in Airside operating expenditures; a $2.9M decrease in Terminal revenues which is partially offset by a $1M decrease in Terminal operating expenditures; a $6.7M decrease in Groundside revenues which is partially offset by a $0.8M decrease in Groundside operating expenditures; and a $0.6M decrease in Finance & Administration operating expenditures. The net result of the 2021 operating requests will reduce contributions to Airport reserves by $23M.
Capital projects for 2021 include: $670k to complete airside pavement rehab and commence consultation for the Self-Serve Baggage Drop, $475k to replace the parking system and light standard poles in and around the Airport, $250k for replacements and improvements to the Air Terminal Building; $150k for small capital projects; and $80k for the purchase of Airside equipment attachments. 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. Wastewater Utility - Financial Outlook - 2021 The budgeted 2021 surplus for the Wastewater Utility is $1.2M. Expected operating revenues are projected to be $21.1M with approximately $13.9M required to fund wastewater operating expenditures. The total Wastewater Capital Program is $6.0M funded $5.9M from current year utility revenues and $55k from reserves. The Wastewater utility is also contributing to the General and Water fund capital programs for Phase III of the Asset Management System, $38k, Knox Mountain Geotechnical Engineering, $150k, the Hydro Excavator Parking Facility, $50k and Office Acoustic & Yard Security Items - Gulley Rd, $35k. The 2021 operating program request highlights include: $250k for Wastewater Treatment succession planning as a significant portion of the workforce is due to retire in the next 2-4 years, $51k for an Instrument Electrician Technician position to help maintain current service levels with the growth in lift stations, $75k to move the Poplar lift station kiosk to prevent damage due to possible flooding, $150k to complete condition assessments on 12 lift stations and $50k to review the sewer connection area bylaw and update for new unit costs and minimum charge allocations. The Wastewater capital program includes $1M for the Biosolids Management Phase I and II to initiate the preliminary design of the site requirements, a public communications plan and application to the Agricultural Land Commission for a digestion facility to be constructed in the next five years and for the future site of a wastewater treatment facility slated after 2050.
Capital requests for the Network and Facility Renewal program include $3.7M for Wastewater mains and facility renewal for assets that are at higher risk for failure with
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replacement work being coordinated with other road and water projects, $300k for SCADA system equipment upgrades on processors and controller technology that are no longer supported by the industry and $700k for lift station renewal projects that were outlined in the recently completed condition assessment. The anticipated accumulated surplus position at the end of 2021 for the Wastewater Utility will be $46.5M. 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, cross-connection control and water-use efficiency. The City Water Utility provides water to just over half of the Kelowna population. The Southeast Kelowna and South Mission water systems were added to the City Water Utility through the first phase of the Kelowna Integrated Water Supply Plan added 6,560 people to the potable supply. Water Utility - Financial Outlook - 2021 In 2021 the Water Utility is budgeting for a $128k surplus. Operating revenues are projected at $18.6M with approximately $14.3M required to cover operating expenditures and debt repayment. Total capital expenditures are $4.5M funded $4.2M from current year utility revenues, $69k from reserves allocations and $150k from developer contributions. The Water utility is also contributing to the General fund capital program for Phase III of the Asset Management System, $38k, and Knox Mountain Geotechnical Engineering, $150k. Operating program request highlights include: $170k to maintain current programs and address increasing costs of chemicals, repair parts, equipment charges and water meter operating costs; $53k for increased water conservation efforts to use a consultant specialized in consumption and irrigation, as well, create a student analyst to work with water meter and water production data to diagnose consumption, water leaks, restriction compliance and water conservation efforts; $130k for SEKID infrastructure emergency repair and maintenance
cost and $62k for an Instrument Electrician Technician position to help maintain current service levels for the highly sophisticated water pumping and treatment facilities, irrigation system and SCADA data radio systems. Included in this year’s capital, under the DCC Water program is $350k for addressing the aging disinfection apparatus at Poplar Point pump station with specific works being determined through an in-progress assessment.
Capital projects for the Network and Facility Renewal program include: Office acoustic and yard security items at the Gulley Rd building to improve building function and increase security for $100k partially funded from the Wastewater and Landfill departments; $1.3M to complete electrical, install new electrical controls and a backup generator at the Skyline pump station; $1.5M to replace aging cast iron water mains; and $500k for the Water Meter Replacement program for renewal of water meters, agricultural meters and meter pits. Requests for the Network and Facility Improvements program include: $100k for two chemical storage tanks at the Kettle Valley UV Treatment facility; $100k for a hydro excavator parking facility at the Gully Rd building funded 50% with the Wastewater Utility; $50k to install and implement a snow pillow in the McCulloch area to capture snow and water data to help predict water storage; and $150k for installation of new water meters in new developments within the City, funded by the developer. Projects included in the Irrigation Network Improvements program include $20k for additional hydrant installations in South East Kelowna to increase rural fire hydrant coverage and $250k for repairs identified in a dam safety reports to meet safety guidelines. The anticipated accumulated surplus position at the end of 2021 for the Water utility will be $13.1M.
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Strong Financial Management
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2021 FINANCIAL PLAN
CITY OF KELOWNA
STRONG FINANCIAL MANAGEMENT Organizational chart
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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 Imagine Kelowna Community Vision Community Trends report Input from City staff, City Council, outside agency is 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.
Public Input Public input is gathered in a variety of ways. Citizens are able to provide input through Imagine Kelowna, citizen surveys, the elected mayor and council members, and public council meetings. All of which allow for the public to engage in the decision-making process for their city, voicing concerns and recommendations for their community. Imagine Kelowna is the result of an 18-month long conversation with over 4,000 resident contributions about the future of our City. It is the vision, principles and goals created by our community, for our community. The principles and goals of Imagine Kelowna will guide the development of plans such as the Official Community Plan, the Transportation Master Plan and other initiatives, and will draw on the rich data of public input and research that was compiled through the extensive engagement process. The vision of Imagine Kelowna will unify strategies and projects that already exist or are underway to make sure they work together to build the kind of community Kelowna residents want. The Citizen Survey is conducted to determine how satisfied the public is with municipal programs and services, and to learn what citizens’ service priorities are. Responses are weighted by age, gender and city-wide distribution to accurately reflect Kelowna’s population. Results are benchmarked against other local governments. Insights gained by this research help us make important decisions regarding planning, budgeting and service improvements.
The City strives to balance the needs of all citizens in decision making and offers engagement opportunites to our communities to gather feedback and ideas on everything from community vision to park design. Engagement activities include surveys, focus groups, online discussion forums, information sessions and virtual panels.
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.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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 Preliminary Financial Plan and prepared for review by Council in mid-December. Projects not completed in the previous year (carryovers) are reviewed by Council in March after accounts are finalized at year-end. Final adjustments to the Financial Plan, including requisition amounts from other taxing jurisdictions, are reviewed by Council in late April, and 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. 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 2021 for changes to the Financial Plan for all 2020 year-end requirements. Council Policies 261 & 262 cover budget transfer and amendment procedures. These policies 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
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back-up documentation are required for all transfer or amendment requests.
acceptable level of general tax demand/utility user rate
Budget transfers involve the re-allocation of existing approved budget and do not change the overall budget total. Council approval is required to cancel an approved project or to add a new program or project. Budget amendments do increase the City’s budget total and all changes greater than $200,000 must be approved by Council prior to entry.
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.
2021 budget calendar
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.
Description
Required Date
2020 Prepare capital requests for 2021 Financial Plan Departmental Work Plans complete Establish City priorities for the 2021 budget year, based on discussion with Council & City Manager* City Manager meets with each department to review and prioritize capital requests, operating requests and expenditure reductions Council receives overview presentation of the Provisional 2021 Financial Plan Council reviews and adopts the Provisional 2021 Financial Plan 2021 Council reviews and adopts carryover projects from 2020
June 5 Aug. 14 Sep. 10
Dec. 7 Dec. 10
March 15
*City Manager & Council meeting to set priorities occurred in Sept in Prioritization There are two priority levels used for operating requests and expenditure reductions:
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.
Oct. 13-15
2020 due to the COVID-19 finanical situation.
Performance measurement
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 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
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. 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 transactions and balances are eliminated in preparation of the consolidated financial statements. Accrual basis of accounting City of Kelowna revenues and expenditures are recognized on an accrual basis of accounting. Revenues are recognized in the accounting period in which the transaction or event occurred that give rise to the revenue. Expenses are recognized in the accounting period in which the goods or services are acquired and a liability is incurred.
Inventory is valued at the lower of cost, determined principally on a weighted average and specific item basis, or replacement cost Portfolio investments are recorded at cost Tangible capital assets on the consolidated statement of financial position will be shown at the net book value (cost, less amortization, less disposal) Tangible capital assets will be written off due to impairment Amortization, gain or loss on disposal, 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 the 2030 Infrastructure Plan sets the direction for infrastructure investment to 2030. The Council endorsed 10-Year Capital Plan is guided by these plans but is updated annually to response to emerging issues and priority changes. 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. Debt | All borrowing, debt, or liabilities must adhere to legislative requirements and comply with the relevant Community Charter regulations. Debt must only be undertaken if it balances sustainability,
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CITY OF KELOWNA
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.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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.
Waterfront Amenities Strategy | An annual allocation is provided for some waterfront land acquisitions but the emphasis is on private enterprise or community contributions to develop other amenities.
Major Recreational Facilities Strategy | Major recreational/cultural facilities are budgeted with substantial emphasis on funding from public private partnerships, public sector partnering and other contributions. Pay-as-you-go capital and reserve funding will be required to minimize long-term debt financing.
Civic Buildings Strategy | Buildings will be planned and constructed as required, subject to funding availability, with a focus on Public Private Partnerships in the development of these future civic buildings.
Pavement Management Strategy | Annual general revenue contributions are to increase from the baseline of $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 10-year 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.
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Funds & departmental relationship Municipal funds The City’s resources and operations are separated into various funds. Each fund is a separate fiscal and accounting entity organized by their intended purpose. They are segregated to comply with finance related legal and contractual provisions. The use of these funds is restricted by the Community Charter and associated municipal bylaws. The following funds are used for accounting and financial reporting purposes: General Fund | This is the largest fund and covers all municipal operations aside from the utilities and airport funds. This fund is not allowed to operate at a deficit. The difference between annual expenditures and other revenues generated by the fund forms the annual property tax levy.
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.
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.
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.
The following table lists the City’s Divisions and the funds they use:
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
General Fund
Water Fund
Wastewater Fund
Airport Fund
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Revenues used for projects in these funds may also come from the City’s Statutory Reserve Funds: Land Sales Reserve Fund | This fund was established in accordance with Provincial Legislation. Sales proceeds from all properties disposed of by the City are required to be placed in this reserve fund. Council may, by bylaw, use this fund to purchase land for general municipal or utility purposes. Parking Reserve Fund | This fund was established to provide funds to purchase land for parking lots, develop on-street parking and to construct parking lots or parkades. The General Fund contributes net revenues from the operations of parking lots, parkades and parking meters to the Parking Reserve Fund. Both the revenues and expenditures relating to the collection and use of these funds will be found in the General Fund Financial Plan. Capital Works, Machinery and Equipment Reserve Fund | This reserve fund was established by the City to provide funds for such items as the purchase of replacement equipment, retirement of capital debt and replacement of cemetery property. Revenue for this reserve is provided from various sources within the General and Utility Funds. The estimated amounts of the revenue to be contributed may be found in the General or Utilities Funds Financial Plans along with the budgeted use of these funds. Non-statutory reserves | The City of Kelowna also maintains reserves for future expenditures. These are non-statutory reserves (reserve funds are ‘statutory’ reserves) which represent a contribution of surplus for specific purposes. In the financial plan the use of these reserves for future expenditures is shown under ‘Accumulated Surplus’ for either revenues or expenditures. 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, 2019 and projected balances to the end of 2021. The projected balance to the end of 2021 assumes all 2020 budgeted expenditures will be completed and funded (even though some of the projects will not be completed in 2020).
($ thousands) General Fund Fund Equity Statutory Reserve Funds Legacy Reserves Reserves for Future Expenditures Wastewater Fund Fund Equity Statutory Reserve Funds Reserves for Future Expenditures Water 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
Actual Balance
Projected Balance
Projected Balance
2019
2020
2021
4,323 78,758 97,949 105,594 286,624
4,244 58,587 99,423 74,653 236,907
1,399 53,664 100,423 71,342 226,828
40,903 12,472 10,677 64,052
45,313 12,628 7,169 65,110
46,535 12,785 7,380 66,700
11,576 158 22,326 34,060
6,486 158 14,343 20,987
6,614 158 17,737 24,509
2,407 30,337 32,744
3,339 28,030 31,370
3,339 23,636 26,975
417,480 79,100
354,373 64,739
345,012 77,799
*Fund equity is also referred to as accumulated surplus Note: Totals may not add due to rounding. 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, 2021.
Reserve & fund equity summary by type Municipal statutory reserves are reserves that have been created through bylaws, in accordance with the provincial legislation that governs municipalities, and must be used for specific purposes. This type of reserve is typically used to fund one-time capital projects and are replenished through various ways including annual contributions, user fees and land sales. Major projects included in the 2021 Financial Plan consist of the Central Green Pedestrian Overpass, with $5.2M of funding from the Community Works Reserve, and the Vehicle and Mobile Equipment replacement capital program for $3.4M with funding from the Vehicle and Equipment Replacement Reserve.
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General Reserves, or non-statutory, are not restricted by bylaw and therefore have more flexibility of use. These reserves can be used to help equalize operating revenues and expenses as well as to help fund future projects. The 2021 Financial Plan is requesting to use these reserves to fund one-time 2021 capital expenditures such as City Hall Renovations for $2.7M, Kelowna Community Theatre Renewal for $630k, and the H20 Centre Chiller Replacement for $600k, as well as $1.4M for various one-time operating requests. Actual Balance 2019
Projected Balance 2020
Contribution to Reserve
Budget Expend
Projected Balance 2021
General Fund Equity
4,323
4,244
0
(2,844)
1,399
General Reserves Planning Initiatives - Corporate Major Facilities Misc. Recreation Facilities Park Development/Other Land Upgrades/Mntc. Existing Assets Operating Exp. Equalization Operating Rev. Equalization Transportation & Drainage Capital Multipurpose Facility Investment Unspent Budget Reserve
9,564 11,818 1,727 6,345 10,964 23,387 6,535 7,826 6,700 20,728
8,351 10,819 2,811 (648) 7,470 19,926 5,337 6,361 6,946 7,279
792 975 1,563 1,443 533 188 215 336 147 0
(1,206) (3,274) 0 (573) (1,402) (1,616) (85) (619) 0 (728)
7,937 8,520 4,374 222 6,601 18,498 5,467 6,078 7,093 6,551
General Reserves Sub-Total
105,594
74,653
6,192
(9,503)
71,342
91,388 97,949 51,580 33,902 32,744
71,373 99,423 52,482 20,829 31,370
26,372 2,650 1,433 3,522 7,101
(31,139) (1,650) 0 0 (11,495)
66,607 100,423 53,915 24,351 26,975
417,480 79,100
354,373 64,739
47,270 24,842
(56,631) (11,782)
345,012 77,799
($ thousands)
Statutory (CWME, Land, Pkg, Cem) Legacy Reserves Wastewater Reserve/Fund Equity Water Reserve/Fund Equity Airport Reserve/Fund Equity Total Reserves & Fund Equity Deferred Development Cost Charges Note: Totals may not add due to rounding.
The Multipurpose Facility Investment reserves contain the funds committed by the City for investment into the downtown multi-purpose facility (Prospera Place). 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 2020 and 2021 may be higher than indicated above.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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, 2020. 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. The City of Kelowna does not issue bonds. Borrowings are done through the Municipal Finance Authority which has a triple A rating.
General Fund debt servicing costs
Net Debt Servicing Costs are budgeted at $4.5M in 2021 (2.9 per cent of taxation demand), which is the same as the 2020 budgeted amount. The current net general debt (including internal financing) as a percentage of taxation demand is 2.9 per cent in 2021, as compared to 3.9 per cent of taxation demand in 2020.
Long Term Debenture (C.C. Section 174 & 179)
Long Term Debenture borrowing involves the repayment of both principal and interest over a period not to exceed 30 years. The City of Kelowna has undertaken to limit the term on long term borrowing to 20 years wherever possible. Debenture borrowing for most long-term needs requires the assent of electors through an alternative approval process and/or the passing of a referendum. The outstanding debenture borrowing for all funds at Jan. 1 of each year ($ thousands) is: 2019 Balance 2020 Balance 2021 Est. Bal. General Capital Fund 70,045 65,360 61,145 Water Utility Capital Fund 6,240 5,755 5,250 Wastewater Utility Capital Fund 14,882 8,811 6,566 Airport Fund 18,178 16,153 14,062 Total Debenture Debt $109,345 $96,079 $87,023
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 $7M based on $50 per capita and a 2021 population estimate of 143,000. 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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2021 FINANCIAL PLAN
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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 By-Law must be approved by Council and is limited to 75 per cent of all property taxes imposed for all purposes in the preceding year. In 2020 the City of Kelowna passed a Revenue Anticipation Borrowing Bylaw to mitigate potential cash flow risks associated with the timing of the collection of tax revenue and paying other taxing authorities while providing for City essential services during the COVID-19 pandemic. Using the 2019 property taxes of $254,657,555, Part 6 Division 3 Section 177 of the Community Charter allowed for borrowing to a maximum of $190,993,166. The City has not borrowed any amount relating to this bylaw in 2020.
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 four capital projects that are being internally financed and their estimated balances at the end of 2020 are: • • • •
Airport - 3770 Bulman Road - $900k Dewdney Park - $2.2M Diamond Mountain - $2.5M West Campus Lands – 4.4M
Internal financing is also used in the Development Cost Charge program where a deficit in one reserve can be temporarily offset by a surplus in another reserve. Repayment to the reserve includes any interest charge. Borrowing over the next five years will be determined by the 10 Year Capital Plan. Further detailed debt repayment information for 2021 and future years is illustrated on the following pages.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
10 Year Debt Repayment Schedule ($ thousands) General Fund Debenture Principal Interest Total Expenditures Recoveries Net Debenture Debt Other Debt MFA Levy Short Term Borrowing Temporary Debt Mortgages TOTAL NET DEBT (General) Water Fund Debenture Principal Interest Total Expenditures Recoveries Net Debenture Debt Wastewater Fund Debenture Principal Interest Total Expenditures Recoveries Net Debenture Debt Airport Fund Debenture Principal Interest Total Expenditures Recoveries (AIF Revenue) Net Debenture Debt Total net debt payment
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
Remaining
3,168 2,347 5,516 (1,248) 4,267
5,228 3,445 8,674 (1,224) 7,449
7,395 4,575 11,970 (1,010) 10,960
8,545 5,140 13,684 (1,010) 12,675
8,761 5,255 14,016 (1,010) 13,006
8,761 5,255 14,016 (1,010) 13,006
8,761 5,255 14,016 (1,010) 13,006
7,811 4,618 12,429 (965) 11,464
7,897 4,642 12,540 (965) 11,575
7,897 4,642 12,540 (965) 11,575
87,805 48,540 136,345 (4,802) 131,543
11 0 175 84 4,537
11 0 175 84 7,719
11 0 175 0 11,146
11 0 175 0 12,860
11 0 175 0 13,192
11 0 175 0 13,192
11 0 175 0 13,192
11 0 175 0 11,650
11 0 175 0 11,761
11 0 175 0 11,761
335 297 632 (25) 606
335 297 632 (25) 606
335 297 632 (25) 606
334 295 630 (23) 606
333 295 628 (22) 606
333 295 628 (22) 606
333 295 628 (22) 606
333 295 628 (22) 606
69 67 135 (3) 132
69 67 135 (3) 132
81 77 159 (27) 132
828 467 1,295 (1,478) (183)
828 467 1,295 (1,478) (183)
827 467 1,294 (1,476) (182)
827 467 1,294 (1,476) (182)
721 387 1,108 (1,244) (136)
417 319 736 (743) (6)
227 196 423 (429) (6)
227 196 423 (429) (6)
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
1,897 584 2,481 (2,481) 0 4,961
2,193 742 2,934 (2,934) 0 8,142
3,036 1,192 4,228 (4,228) 0 11,570
3,332 1,349 4,681 (4,681) 0 13,284
3,332 1,349 4,681 (4,681) 0 13,662
2,692 1,098 3,790 (3,790) 0 13,792
2,132 877 3,009 (3,009) 0 13,792
1,435 765 2,200 (2,200) 0 12,250
1,435 765 2,200 (2,200) 0 11,893
1,435 765 2,200 (2,200) 0 11,893
18,649 9,945 28,594 (28,594) 0 124,004
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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.
14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 2021
2022
2023
2024
2025
(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 2021 will be 2.9 per cent and is anticipated to reach a maximum of 6.8 per cent over the next five years; decreasing to 5.0 per cent by 2030. The following chart illustrates the annual debt repayment and the per cent of taxation for the next 10 years:
$14,000 6.8%
$12,000
5.0%
$10,000 $8,000 $6,000
2.9%
$4,000 $2,000 $0 2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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 2019 revenues, the current liability servicing limit is $81.6M of which $19.6M of this capacity has been used, leaving an available capacity of $62M. While $19.6M represents approved debt capacity, the total debt servicing cost payable (principal and interest) is $18.6M. The balance of $1M 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 $62M for 2020 is approximately $794M. The following chart shows the borrowing by various funds and the maximum borrowing limit by the solid line.
Existing debt & maximum borrowing
1,200 1,100 1,000 900 800 700 600 500 400 300 200 100 0
Max Capacity $794M – 1,109M
2021 General Fund
2022
2023
2024
Water Fund
2025
2026
2027
2028
Wastewater Fund
2029
2030 Airport
Based on current estimated borrowing rates
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2021 FINANCIAL PLAN
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Debt charges analysis – General Fund ($ thousands)
Debentures Parkade Extension & Memorial Parkade MFA 133 Local Improvements - MFA 130 Kokanee Gymnastic Facility - MFA 75 Chapman Parkade - MFA 78 Okanagan Gymnastics - MFA 102 Mission Aquatic Centre - MFA 102&104 Police Facilities – MFA 133, 137,142, 145 Debenture recoveries Local Improvement Levies Kokanee Gymnastic - Appropriation to Major Facilities Res. Okanagan Gymnastics South Pandosy Spec Area 1 & 2 Parking Reserve Net debenture debt Short term borrowing MFA levy Net short term debt Temporary debt Mortgage payable – Dewdney Park Interest on prepaid taxes Bank charges/local improvements
Revised 2020
Provisional 2021
943 22 24 215 45 1,667 2,600
943 22 24 215 45 1,667 2,600
(22) (28) 4 (45) 0 (1,158)
8
84 150 101
5,516
(1,248) 4,267
(22) (28) 4 (45) 0 (1,158)
11
8
84 150 101
335
5,516
(1,248) 4,267
11
335
Temporary debt - recovery Parking Reserve
(76)
(76)
Net temporary debt
259
259
4,534
4,537
Net debt - General
Dollar change
3
0.1%
Internal borrowing Mission Recreation Park Facilities (est. completion 2023) Protective Services Property Net internal borrowing
940 504 1,444
0 0 0
Total including internal financing
5,978
4,537
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
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Debt charges analysis – Water Fund ($ thousands)
Debentures Specified Area 16 - Byrns Rd - MFA 80 Specified Area 18 - Lakeshore Rd - MFA 85 Specified Area 26 - Fisher Rd - MFA 104 Cedar Creek Pump Station - MFA 104 Poplar Point Pump Station - MFA 117 Local Service Area - Aspen Rd - MFA 146 Debenture recoveries Specified Areas Local Service Areas
Revised 2020
Provisional 2021
2 1 19 474 132 3
2 1 19 474 132 3
(22) (3)
Net debenture debt Short term borrowing Net short term debt Temporary debt
Temporary debt - recovery Net temporary debt Net debt - Water
0
0
632
(26) 606
Net internal borrowing Total including internal financing
0
0
0
0
(26) 606
0
0
0
0
0
0
606
606 0
Dollar change Internal borrowing
(22) (3)
632
0.0%
0 0
0 0
606
606
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
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Debt charges analysis – Wastewater Fund ($ thousands)
Debentures Specified Area 20 - North Rutland - MFA 95 Specified Area 21A - McKenzie Bench - MFA 85 Specified Area 22A - Gerstmar - MFA 77 Specified Area 22B - Vista Rd - MFA 85 Specified Area 22C - Hein Rd - MFA 85 Specified Area 22D - Elwyn Rd - MFA 85 Specified Area 22E - Dease Rd - MFA 85 Specified Area 22F - Mills Rd - MFA 85 Specified Area 26 - Fisher Rd - MFA 104 Specified Area 28A - Okaview - MFA 95 Specified Area 29 - Campion Cambro - MFA 85 Specified Area 30 - Ackland - MFA 85 Specified Area 34 - Country Rhodes - MFA 104 Specified Area 36 - Clifton - MFA 104 Wastwater Treatment Expansion - MFA 112 Brandt's Creek Tradewaste Treatment - MFA 117 Debenture recoveries Specified Areas Okanagan Basin Water Board Reserve
Revised 2020
Provisional 2021
374 71 2 4 14 8 5 18 126 35 46 19 27 17 1,206 314
340 71 2 4 14 8 5 18 126 32 46 19 27 17 0 314
(1,332) (183) (1,206)
Net debenture debt Short term borrowing Net short term debt Temporary debt Mortgage - Commonage Rd Temporary debt - recovery Reserve Net temporary debt Net debt - Wastewater
0
107
2,286
(2,721) (435)
Net internal borrowing Total including internal financing
0
0
0
107
(1,478) (435)
0
0
(107)
0
0
0
(435)
(435)
0
Dollar change Internal borrowing Local Area Service - Rutland
(1,296) (183) 0
1,043
0.0%
252 0 252
252 0 252
(183)
(183)
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
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Debt charges analysis – Airport Fund ($ thousands)
Debentures Airport Expansion - MFA 133 Airport Expansion - MFA 137 Airport Expansion - MFA 139 Airport Expansion - MFA 141 Debenture recoveries AIF Revenue
Revised 2020
Provisional 2021
846 389 325 922
846 389 325 922
(2,481)
Net debenture debt Short term borrowing Net short term debt Temporary debt Mortgage - Bulman Rd Temporary debt - recovery Groundside Revenue Net temporary debt Net debt - Airport
0
900
2,481
(2,481) 0
0
0
900
900
(2,481) 0
0
900
(900)
(900)
0
0
0
0
Dollar change Internal borrowing
(2,481)
2,481
0
0.0%
Net internal borrowing
0 0
0 0
Total including internal financing
0
0
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Full‐time equivalent (FTE) summary 225 200 175 150 125 100 75 50 25 0
Total 979.5
General Fund City Administration (CA) City Clerk (CC) Planning & Development Services (P&DS) Partnerships & Investments (P&I) Infrastructure (IN) Civic Operations (CO) Active Living & Culture (AL&C) Corporate & Protective Services Human Resources & Risk Management (HR&RM) Community Safety (CS) Fire Department (FD) Corporate Strategic Services (CSS) Financial Services (FS) Total General Fund Airport & Utility Funds Kelowna International Airport (KIA) Wastewater (WW) Water (W) Total Airport & Utility Funds Total FTEs
Budget 2019
Actual 2019
Revised 2020
Preliminary 2021
12.2 9.7 77.1 25.5 29.7 209.6 73.5
11.4 9.1 74.3 23.7 30.2 180.3 69.5
12.2 10.2 80.5 26.5 29.4 206.7 73.0
12.2 10.2 79.2 27.7 30.3 212.7 73.6
19.2 106.7 140.7 46.8 62.3 813.0
19.8 101.4 139.7 48.3 59.5 767.2
20.3 116.0 144.8 49.0 61.3 829.9
21.5 124.0 145.3 49.4 63.5 849.6
47.7 41.7 41.1 130.5 943.5
49.5 34.2 34.4 118.1 885.3
48.4 42.0 45.8 136.2 966.1
39.0 43.7 47.2 129.9 979.5
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General Fund City Clerk 2019 Addition 0.5 FTE for Legislative Coordinator (FOI) Position operating request 2020 Addition 0.5 FTE for annualization of 2019 operating request Planning & Development Services 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 2.0 FTE for annualization of 2019 operating requests Reduction 1.8 FTE for removal of 2019 carryover request Addition 0.1 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 1.0 FTE for Climate Action Plan carryover request Addition 0.5 FTE for Administrative Clerk increase for Policy & Planning Reduction 0.2 FTE from Final Budget changes reducing the Summer Student position onetime Movement 2.0 FTE from hourly to salary for Licensing & Property Use Inspector positions 2021 Addition 0.2 FTE from 2020 Final Budget changes reducing the Summer Student position onetime Reduction 1.0 FTE for removal of 2020 carryover request Reduction 0.3 FTE for 2020 Official Community Plan Contract Position Extension operating request Reduction 1.0 FTE Administration Clerk Reduction 1.0 FTE Development Engineering Technologist Term Position 2019 operating request Addition 1.0 FTE Champion of the Environment Term Position Addition 0.8 FTE Community Energy Specialist Position Extension Partnership & Investments 2019 Addition 0.7 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 1.0 FTE for annualization of 2019 operating requests Addition 0.2 FTE for Parks and Landscape Planner Position operating request Reduction 1.2 FTE for Final budget reductions Addition 0.5 FTE for Administration Clerk Position Addition 0.5 FTE for the Grants & Special Projects Manager moving from Part‐time to Full‐time 2021 Addition 0.7 FTE for annualization of 2020 operating requests Addition 0.5 FTE for Intergovernmental Affairs Position operating request Infrastructure 2019 Addition 0.2 FTE for annualization of 2017 and 2018 operating requests Addition 0.7 FTE for ongoing Transit Service Coordinator Position operating request Addition 0.5 FTE for Senior Transportation Engineer Position operating request Addition 0.7 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 Transportation Master Planning Program carryover request 2020 Reduction 0.4 Transportation Master Planning Program carryover request
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Addition 0.7 FTE for annualization of 2019 operating requests Reduction 0.2 FE for increased capital allocation for Mobility Specialist position Addition 0.3 FTE for Co‐op Student – Asset Management Data Analyst operating request Addition 0.1 FTE for Project Manager (Buildings) Position operating request Reduction 0.8 FTE for Final budget reductions 2021 Addition 0.6 FTE for annualization of 2020 operating positions Addition 0.3 FTE for Co‐op Student – Asset Management Data Analyst operating request Civic Operations 2019 Addition 0.4 FTE for annualization of 2018 operating positions Reduction 1.5 FTE from 2018 Landfill position onetime budget transfers Addition 3.6 FTE from various 2019 ongoing operating requests for wages Reduction 0.2 FTE for Parks Operating Budget Reduction onetime request 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 2019 operating requests Reduction 0.4 FTE for reversal of 2019 operating requests Addition 1.2 FTE for various 2020 ongoing operating requests for wages 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 0.3 FTE for Streetlight Student Term Labourer Position operating request Addition 0.5 FTE for Landfill Equipment Operator IV Position operating request Reduction 0.2 FTE increased capital allocation for Design Technician position Addition 0.2 FTE for Parks and Beaches Supervisor position Reduction 2.5 FTE for moving Graffiti Eradication and Prevention from Civic Operations Reduction 5.0 FTE for Final Budget operating reductions 2021 Addition 5.1 FTE for annualization of 2020 operating request Addition of 0.1 FTE for moving wages to part‐time wages for a Cemetery Clerk position Addition 0.8 FTE for various 2021 ongoing operating requests for wages Active Living & Culture 2019 Addition 0.2 FTE for annualization of 2018 Kelowna Community Theatre – Technician Position Reduction 0.2 FTE for reversal of 2018 onetime request for Homeless‐Serving Strategy Movement from Recreation Clerk Position operating request, 0.8 FTE from hourly to salary Reduction 1.5 FTE transferred to Partnership & Investment Division 2020 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 Reduction 2.7 FTE for Final Budget reductions 2021 Addition 2.7 FTE for annualization of 2020 operating requests Reduction 1.9 FTE for Community Theatre Operating Changes – COVID‐19 operating request Reduction 0.1 FTE for Sports and Events Services Operating Changes – COVID‐19 operating request Reduction 0.1 FTE for Community and Neighbourhood Operating Changes – COVID‐19 operating request Corporate & Protective Services Human Resources & Risk Management 2019 Addition 0.5 FTE for Security & Business Continuity Manager Position operating request
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Addition 0.4 FTE for Disability and Benefits Coordinator Position operating request Addition 0.4 FTE for General Duties Assistant Position operating request Addition 1.0 FTE for HR Coordinator position 2020 Reduction 0.4 FTE for reversal of 2019 carryover requests Reduction 0.7 FTE for annualization of 2019 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 Reduction 0.5 FTE for Final Budget reductions Addition 0.3 FTE for Safety Management Software Project 2021 Addition 0.2 FTE for reversal of onetime 2020 requests Addition 0.5 FTE for part‐time Admin Coordinator position Addition 0.5 FTE for Human Resources Business Partner Position operating request Community Safety 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 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 0.3 FTE for Administration Coordinator Position operating request Addition 0.5 FTE for Crime Reviewer Position operating request Addition 0.6 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 Addition 2.5 FTE for moving Graffiti Eradication and Prevention from Civic Operations Reduction 0.1 FTE for increasing a Part‐time Police Services Records Clerk to Full‐time 2021 Addition 5.3 FTE for annualization of 2020 operating requests Addition 0.5 FTE for Court Liaison Officer Position operating request Addition 0.5 FTE for Operational Intelligence Clerk Position operating request Addition 0.5 FTE for Police Information Technician Position operating request Addition 0.5 FTE for Business Intelligence Analyst Position operating request Addition 0.5 FTE for Labourer II Position operating request Addition 0.2 FTE for Police Information Clerk Position operating request Fire Department 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 Addition 0.1 FTE for casual Fire Dispatch positions 2021 Addition 0.5 FTE for Fire Inspector (10th Year) Position operating request Corporate Strategic Services 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 Communications Consultant, Emerging Issues Position operating request Addition 0.5 FTE for annualization of 2019 operating request Addition 1.0 FTE for moving a Network Systems Analyst from Financial Services Addition 0.2 FTE for Administration Coordinator position
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Addition 0.4 FTE from annualization of 2020 requests Financial Services 2019 Addition 1.7 FTE for annualization of 2018 operating requests Addition 0.5 FTE for Financial Analyst Position ‐ Infrastructure operating request 2020 Addition 0.5 FTE for annualization of 2019 operating request Reduction 1.0 FTE for moving a Network Systems Analyst to Corporate Strategic Services Reduction 0.7 FTE for Summer Student reduction at Final Budget Addition 0.5 FTE for Financial Analyst Position Reduction 0.3 FTE to move a Senior Buyer to the Airport 2021 Addition 1.2 FTE for annualization of prior year requests Addition 0.5 FTE for Accountant Position operating requests Addition 0.5 FTE for Financial Analyst Position ‐ Corporate Divisional Support operating request Airport & Utility Funds Airport 2019 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 2020 Addition 0.2 FTE for annualization of 2019 operating requests Addition 0.5 FTE for Airport Terminal and Groundside Manager Position operating request Movement from Airport Operations Technician operating request, 0.5 FTE from hourly to salary 2021 Addition 0.5 FTE for annualization of 2020 operating request Reduction 9.9 FTE for multiple positions through 2021 operating requests Wastewater 2019 Addition 0.3 FTE for annualization of 2018 operating requests Addition 0.5 FTE for Wastewater Treatment I/E Technician Term Position operating request 2020 Addition 0.1 FTE for annualization of 2019 operating request Addition 0.2 FTE for Wastewater Lift Station Capital Growth operating request 2021 Addition 0.4 FTE for annualization of 2019 operating requests Reduction 0.4 FTE for 2018 Pump Operations ‐ Instrument Electrician Term Position operating request Reduction 1.4 FTE for Wastewater Treatment I/E Technician Term Position operating request Addition 0.5 FTE for Instrument Electrician Technician Wastewater Position operating request Addition 2.6 FTE for Wastewater Treatment Succession Planning Positions operating request Water 2019 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 2020 Addition 1.9 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 Addition 1.0 FTE for Operations Clerk position 2021 Addition 1.2 FTE for annualization of 2019 operating requests Reduction 0.6 FTE for 2018 Pump Operations ‐ Instrument Electrician Term Position operating request Addition 0.1 FTE for Water Station Control Systems Renewal Project operating request Addition 0.5 FTE for Instrument Electrician Technician Wastewater Position operating request Addition 0.2 FTE for Water Conservation Enhancement operating request
Page 68
Financial Summaries
2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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 2019
Revised 2020
Preliminary 2021
General revenues
(12,085)
(11,184)
(11,529)
Net operating budget 2019 surplus Pay-as-you-go capital
140,206 514 13,890
150,520
157,581
9,510
11,848
Taxation demand
142,525
148,847
157,900
(3,570)
(3,400)
(2,700)
4.10%
2.05%
4.27%
New construction tax revenue 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. 2020 253,606
2021 253,534
Change (72)
% change (0.03%)
(107,535)
(100,406)
7,130
(6.63%)
146,070
153,128
7,058
4.83%
Net general debt
4,450
4,453
3
0.06%
Capital expenditures from general taxation
9,510
11,848
2,338
24.58%
General revenue
(11,184)
(11,529)
(345)
3.08%
Gross tax demand
148,847
157,900
9,053
6.08%
Less estimated new construction revenue
(3,400)
(2,700)
Net property owner impact Note: Totals may not add due to rounding
2.05%
4.27%
Gross departmental operating expenditures Net departmental revenue Net departmental operating expenditure
2.22%
Page 71
2021 FINANCIAL PLAN
CITY OF KELOWNA
Revenues & expenditures General revenues ($ thousands) General Revenues are revenues that are not specifically attributable to or generated by any particular City of Kelowna division. The graph below summarizes the City’s general revenues type by percentage.
General Revenues
Interest & penalties 51% Taxes - private utilities 19% Fed./Prov. contributions 19% Franchise fee 11%
Total $11.5M
The table below details the dollar value of City’s general revenues (by type) and includes property taxation revenue.
Licences Franchise fee Interest & penalties Miscellaneous revenues Fed./Prov. contributions (Inc. traffic fine revenue) Taxes - private utilities (1% in Lieu) Total General Revenues Property taxation Total General Revenue & taxation Note: Totals may not add due to rounding
Actual 2019 43 1,190 7,587 (1,106) 2,109 2,262 12,085
Revised 2020 3 1,190 5,792 (140) 2,090 2,249 11,184
Preliminary 2021 3 1,234 5,987 (116) 2,171 2,250 11,529
142,525 154,610
148,847 160,030
157,900 169,428
Page 72
2021 FINANCIAL PLAN
CITY OF KELOWNA
General Fund – net operating expenditure by division ($ 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
City Administration (CA) City Clerk (CC)
Actual 2019
Revised 2020
Preliminary 2021
1,480
1,540
1,580
1,143
1,329
1,338
(3,032)
625
1,094
Partnerships & Investments (P&I)
1,700
1,829
2,343
Infrastructure (IN)
9,828
13,393
10,416
31,293
30,991
32,389
9,917
10,340
10,368
4,042
4,850
5,301
Community Safety (CS)
35,276
40,481
43,586
Fire Department (FD)
19,536
20,323
20,588
Corporate Strategic Services (CSS)
6,919
7,511
8,016
Financial Services (FS)
4,239
5,043
5,318
17,865 140,206
12,265 150,520
15,245 157,581
Planning & Development Services (P&DS)
Civic Operations (CO) Active Living & Culture (AL&C) Corporate & Protective Services Human Resources & Risk Management (HR&RM)
Debt & Other (D&O) Total Division Net Operating Exp. * City Administration includes City Management and Mayor & Council Note: Totals may not add due to rounding
Page 73
2021 FINANCIAL PLAN
CITY OF KELOWNA
General Fund – taxation capital summary ($ thousands) The taxation capital summary information below is separated into the eight General Fund capital cost centres. The graph and table illustrate total taxation 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
Fire
Actual
Revised
Preliminary
2019
2020
2021
37
61
0
Information Services
1,177
844
456
Real Estate & Parking
635
737
526
Building
1,595
395
2,721
Parks
3,703
3,052
2,342
304
252
11
Transportation
5,414
3,895
5,293
Storm Drainage
1,025
275
500
13,890
9,510
11,848
Vehicle & Mobile Equipment
Total Taxation Capital Note: Totals may not add due to rounding
Page 74
2021 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 2019 543.3 269.7
Actual 2019
Revised 2020
Preliminary 2021
( 146) ( 35) ( 80,985) ( 45,118)
0 0 ( 62,407) ( 36,140)
0 0 ( 59,776) ( 34,766)
( 2,581) 0 ( 3,598) _____________ ( 132,462)
( 2,497) ( 1,449) ( 6,370) _____________ ( 108,864)
( 1,408) ( 1,449) ( 4,349) _____________ ( 101,749)
78,713 7,852 50,796 73,165 2,711 5,827 4,599
82,035 7,524 47,928 77,607 2,497 6,935 4,930
84,063 7,967 37,198 81,002 2,497 5,937 4,485
32,859 0 16,147 _____________ 272,669
23,296 0 6,632 _____________ 259,384
25,816 0 10,364 _____________ 259,330
140,206
150,520
157,581
72,346 ( 58,456) _____________ 13,890 _____________ 154,096
115,693 ( 106,183) _____________ 9,510 _____________ 160,030
60,591 ( 48,744) _____________ 11,848 _____________ 169,428
Actual 2019 512.1 255.1
Revised 2020 570.0 259.9
Preliminary 2021 583.6 266.0
Note: Totals may not add due to rounding
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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
Actual 2019
Revised 2020
Preliminary 2021
0 ( 3,206) ( 73,492) ( 4,817)
0 ( 3,142) ( 81,899) ( 3,142)
0 ( 3,196) ( 53,911) ( 2,059)
0 ( 4,971) ( 6,364) _____________ ( 92,850)
0 ( 1,313) ( 10,066) _____________ ( 99,562)
0 0 ( 9,533) _____________ ( 68,699)
11,587 1,332 17,803 552 2,526 7,648 7,154
13,794 1,456 20,126 179 1,671 4,794 9,914
13,217 1,616 16,664 199 1,231 3,826 6,879
655 0 28,446 _____________ 77,702
156 0 41,136 _____________ 93,226
156 0 14,781 _____________ 58,568
( 15,147)
( 6,336)
( 10,131)
72,244 ( 66,172) _____________ 6,072 _____________ ( 9,075)
128,994 ( 122,659) _____________ 6,336 _____________ 0
12,134 ( 2,004) _____________ 10,131 _____________ 0
Expenditures Gross Expenditures Other Funding Sources Utility Capital Net Operating & Utility Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2019 62.6 67.9
Actual 2019 63.2 54.9
Revised 2020 64.2 72.0
Preliminary 2021 55.1 74.8
Note: Totals may not add due to rounding
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2021 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, and the Water and Wastewater Utilities. Actual
Revised
Preliminary
2019
2020
2021
(142,525)
(148,847)
(157,900)
(12,085)
(11,184)
(11,529)
(132,462)
(108,864)
(101,749)
(58,456)
(106,183)
(48,744)
(345,528)
(375,078)
(319,921)
Revenues General Fund Taxation General Revenues General Fund Revenues Other Capital Funding Utility Funds Utility Fund Revenues
(92,850)
(99,562)
(68,699)
Other Capital Funding
(66,172)
(122,659)
(2,004)
(159,022)
(222,221)
(70,702)
(504,549)
(597,299)
(390,624)
272,669
259,384
259,330
Capital Exp. from Tax Demand
13,890
9,510
11,848
Other Capital Expenditures
58,456
106,183
48,744
345,014
375,078
319,921
77,702
93,226
58,568
6,072
6,336
10,131
66,172
122,659
2,004
Total Revenues Expenditures General Fund General Fund Expenditures
Utility Funds Utility Fund Expenditures Capital Exp. from Utility Other Capital Expenditures Total Expenditures
149,946
222,221
70,702
494,960
597,299
390,624
Note: Totals may not add due to rounding (9,589) *Difference in 2019 actuals due to: General Fund Surplus Utility Funds Surplus
(514) (9,075) (9,589)
Page 77
2021 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 Type
Expenditures by Fund
Salaries & Wages 25% Internal Equipment 2% Material 14%
General 82%
Contract Services 21%
Airport 8% Wastewater 5%
Debt 3%
Water 5%
Internal Allocations 3% Transfers to Funds 13% Capital & Utility Tax/Rev 6% Capital & Utility - Other 13% Total $390.6M
Total $390.6M
Expenditures by Fund ($ 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 2019
Revised 2020
Preliminary 2021
Operating 259,330 28,954 14,464 15,151
Capital 60,591 1,625 4,509 6,000
Subtotal 317,898 Total 494,960* 597,299 * Net of Surplus $9,589k Note: Totals may not add due to rounding
72,726 390,624
General Airport Water Wastewater
345,014 59,785 63,894 26,268
375,078 142,576 48,444 31,200
Salaries & Wages Internal Equipment Material Contract Services Debt Internal Allocations Transfers to Funds Capital & Utility Tax/Rev Capital & Utility - Other Total
Actual 2019 90,300 9,184 68,599 73,718 18,712 11,753 78,107 19,961 124,628 494,960
Revised 2020 95,829 8,981 68,054 77,787 15,896 14,844 71,220 15,846 228,842 597,299
Preliminary 2021 97,280 9,583 53,862 81,201 13,491 11,364 51,117 21,978 50,748 390,624
Page 78
2021 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 Fund
Revenues by Type Taxation 40% Parcel Taxes 1%
General 82%
Fees and Charges 29% Airport 8%
General Revenues 3% Other Revenue 3%
Wastewater 5%
Grants 4% Water 5%
Interdept. Transfers 3% Reserves and Surplus 17% Total $390.6M
Total $390.6M
Revenues by Fund ($ 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 2019
Revised 2020
Operating
Capital
General
345,528
375,078
259,330
60,591
Airport
60,717
142,576
28,954
1,625
Water
66,286
48,444
14,464
4,509
Wastewater
32,018
31,200
15,151
6,000
317,898
72,726
Subtotal Total
504,549
Taxation Parcel Taxes Fees and Charges Debenture/Borrowing General Revenues Other Revenue Grants Interdept. Transfers
Actual 2019 142,525 3,386 154,477 3,267 12,085 23,543 51,254 10,800
Revised 2020 148,847 3,142 144,306 7,159 11,184 18,595 31,830 12,735
Preliminary 2021 157,900 3,196 113,687 0 11,529 11,656 16,745 10,838
Reserves and Surplus Total
103,212 504,549
219,502 597,299
65,074 390,624
Preliminary 2021
597,299
390,624
Note: Totals may not add due to rounding
Page 79
2021 FINANCIAL PLAN
CITY OF KELOWNA
Revenues – total general & utility ($ thousands)
Net General Operating Licences Franchise Fee Interest & Penalties Miscellaneous Revenue Federal Contributions Provincial Contributions (Inc. Traffic Fine Revenue) Taxes – Private Utilities (1% in Lieu) Property Taxation Sub-Total Capital Funding Source Civic Facilities CWME - Cemetery Replacement CWME - Community Works Fund CWME - Fire Equipment CWME - Municipal Works CWME - Sanitary Landfill CWME - Vehicle and Equipment Replacement DCC - Park A DCC – Park D DCC - Road A DCC - Road B DCC - Road I Electrical – Electrical Expenditure Reserve Energy Management Reserve Finance/Major System Software H2O Center Infrastructure Levy Reserve Kelowna Sportsfields Land Sales Reserve Major Recreation Facilities Municipal Boating Facilities Pandosy Town Centre Parking Reserve Public Private Partnership Opportunity Reserve Public Art Slope Stability Theatre Improvement Transit Facility Enhancement Unspent Budget Reserve Various other funding sources Sub-Total (2020 various Other Funding Sources) Net General Operating & Capital Revenue Utilities Airport Water Wastewater Total Utilities Total General & Utilities Operating & Capital
Revised 2020
Preliminary 2021
3 1,190 5,792 (140) 129 1,961 2,249 148,847 160,030
3 1,234 5,987 (116) 131 2,040 2,250 157,900 169,428
106,183 266,214
2,050 200 7,585 110 1,860 5,906 3,633 3,241 4,833 63 1,221 861 223 300 475 600 5,635 463 3,083 474 190 139 1,321 150 32 200 630 380 728 2,158 48,744 218,172
87,943 26,945 7,771 122,659 388,872
1,625 324 55 2,004 220,177
(Excluding Library, School, Hospital, B.C. Assessment Authority & Regional District) Note: Totals may not add due to rounding
Page 80
2021 FINANCIAL PLAN
CITY OF KELOWNA
Expenditures – total general & utility ($ thousands) Capital Expenditures
Revised 2020
Net Operating
General/ Utility Revenue
Other Funding Sources
Preliminary 2021
City Administration
1,540
1,580
0
0
1,580
City Clerk
1,329
1,338
0
0
1,338
625
1,094
0
0
1,094
7,076
2,343
526
2,865
5,734
General
Planning & Development Services Partnerships & Investments Infrastructure Civic Operations Active Living & Culture
13,393
10,416
0
0
10,416
131,997
32,389
10,866
44,919
88,174
10,340
10,368
0
0
10,368
Corporate & Protective Services Human Resources & Risk Management
4,850
5,301
0
0
5,301
Community Safety
40,481
43,586
0
0
43,586
Fire Department
22,180
20,588
0
110
20,698
15,095
8,016
456
850
9,322
Corporate Strategic Services Financial Services
5,043
5,318
0
0
5,318
12,265
15,245
0
0
15,245
266,214
157,581
11,848
48,744
218,173
Airport
87,943
0
0
1,625
1,625
Water
26,945
(4,186)
4,186
324
324
7,771
(5,945)
5,945
55
55
122,659
(10,131)
10,131
2,004
2,004
Total Expenditures 388,873 147,450 (Excluding Library, School, Hospital, B.C. Assessment Authority & Regional District) Note: Totals may not add due to rounding.
21,979
50,749
220,177
Debt & Other Net General Operating & Capital Expenditures Utilities
Wastewater Net Utilities Operating & Capital Expenditures
Page 81
2021 FINANCIAL PLAN
CITY OF KELOWNA
Ongoing budget impacts – General Fund ($ thousands) Below is a projection of the next five years net property owner impacts using the best information available at the time of preparation of this volume. As with any planning exercise, the level of certainty and detail is most appropriately found in the current year. For the years after 2021, budgets have been adjusted for current one-time projects, changes in operating budgets from previously approved requests, new capital projects included in the Council endorsed 10-Year Capital Plan, growth and/or inflationary rates, and other key assumptions. Although this forward looking information is based on what is believed to be reasonable assumptions, there can be no assurance that this information will prove to be accurate as actual results and future events could differ materially from the anticipated information contained in this forecast.
2021 General revenues (11,529) Net operating budget 157,581 Pay-as-you-go capital 11,848 Taxation demand 157,900 New construction tax revenue (2,700) Net property owner impact 4.27% Note: Totals may not add due to rounding
2022 (11,758) 168,306 12,780 169,328 (2,542) 5.63%
2023 (11,991) 177,871 13,871 179,750 (2,726) 4.54%
2024 (12,238) 186,542 15,014 189,318 (2,858) 3.73%
2025 (12,490) 194,105 16,203 197,818 (2,972) 2.92%
Page 82
Operating Budget
2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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. A 10-member Senior Leadership Team reports to the City Manager, representing all lines of business for the City and, by extension all contracted services.
Operating budget summary Operating expenditures & revenues Operating requests are presented using the City operating structure: Division, Department and Branch. For example: Division: Corporate & Protective Services Department: Community Safety Branch: Police Services Each operating request is categorized into the three 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. The City is continuing to focus on maintaining and growth, with smaller investments in new operational requirements. The requests are presented under the requesting division and are presented in divisional rank order within the three categories. 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. General Fund The 2021 Financial Plan includes 113 General Fund Priority 1 (P1) requests that total $9.4M, of which $7.4M is requested to be funded from taxation. These requests focus on public safety, addressing social responsibilities,
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creating vibrant neighbourhoods with a commitment to environmental sustainability while maintaining essential services. In addition to the P1 operating requests, there are 29 Priority 2 (P2) General Fund requests that are included for Council’s consideration totaling $1.0M. The P2 requests are not included in the summary totals.
Operating requests by type: Maintain Growth
Revenue Expenditure
44% 65%
24% 16%
New
32% 19%
The 2021 operating request revenues largely fall into the maintain category at 44 per cent, followed by 32 per cent for new initiatives and 24 per cent for growth in programs. New requests for operating expenditures are primarily to maintain current operations at 65 per cent followed by 19 per cent due to new and 16 per cent for growth.
Airport Fund The Kelowna International Airport has been significantly impacted by the COVID-19 pandemic. A dramatic decrease in passenger volumes has resulted in major changes to the 2021 operating program. The five P1 operating requests include program reductions of $4.4M and revenue losses of $28.0M. There are no P2 operating requests for the Airport.
Operating requests by type: Maintain Growth
Revenue Expenditure
100% 100%
0% 0%
New
Both the 2021 operating request revenues and expenditures are 100 per cent dedicated to the maintain category.
0% 0%
Water Fund The City of Kelowna’s Water Utility is requesting to spend $602k over nine P1 operating requests. These operating requests will allow the utility to maintain current programs and services levels, address increasing operating costs, and increase water conservation efforts. There are no P2 operating requests for the Water Utility.
Operating requests by type: Maintain Growth
Revenue Expenditure
0% 51%
0% 39%
New
0% 10%
There are no operating request revenues in 2021. New requests for operating expenditures are primarily to maintain current operations at 51 per cent followed by 39 per cent for growth and 10 per cent due to new.
Wastewater Fund The Wastewater Utility has five P1 operating requests that total $576k. These 2021 operating requests focus on succession planning, maintaining service levels, and long-term capital planning. There are no P2 operating requests for the Wastewater Utility.
Operating requests by type: Maintain Growth
Revenue Expenditure
0% 91%
0% 0%
New
0% 9%
There are no operating request revenues in 2021. New requests for operating expenditures are primarily to maintain current operations at 91 per cent and 9 per cent due to new.
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Division/Department Operating Requests Funding Sources ($ 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 City Clerk Planning & Development Services Partnerships & Investments Infrastructure Civic Operations Active Living & Culture Corporate & Protective Services Human Resources & Risk Management Community Safety Fire Department Corporate Strategic Services Financial Services Debt & Other General Revenue Total General Fund Airport Water
Wastewater
Funded from
Total Utilities Total All Funds Operating Note: Totals may not add due to rounding
Taxation (20) (1) 308 258 403 786 224 265 962 126 331 99 3,666 0 7,406 Utility
0 602 576 1,178 8,584
Priority 1 Other Sources 0 0 235 398 (41) 521 (207) 0 595 300 0 0 225 (49) 0 1.977 Other Sources (4,370) 0 0 (4,370) (2,393)
Total (20) (1) 543 656 362 1,307 17 0 860 1,262 126 331 324 3,617 0 9,384
Taxation 0 0 0 36 169 305 220 0 24 0 12 71 76 0 0 912
Total (4,370) 602 576 (3,192) 6,192
Utility
0 0 0 0 912
Priority 2 Other Sources 0 0 0 0 17 23 0 0 15 0 0 0 33 0 0 88 Other Sources 0 0 0 0 88
Total
0 0 0 36 186 327 220 0 39 0 12 71 109 0 0 1,000
Total
0 0 0 0 1,000
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CITY OF KELOWNA
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 City Clerk Planning & Development Services Partnerships & Investments Infrastructure Civic Operations Active Living & Culture Corporate & Protective Services Human Resources & Risk Management Community Safety Fire Department Corporate Strategic Services Financial Services Debt & Other Total Net Operating Budget - General Fund Airport Water Wastewater Total Net Operating Budget - Airport and Utility Funds Note: Totals may not add due to rounding
Expend/ Other 1,580 1,428 9,933 11,078 29,108 67,363 14,795
Revenues 0 (90) (8,840) (8,735) (18,692) (34,974) (4,427)
Net 1,580 1,338 1,094 2,343 10,416 32,389 10,368
Per cent of Total 1.0% 0.8% 0.7% 1.5% 6.6% 20.5% 6.6%
6,020 49,852 23,392 8,427 6,944 29,288 259,209 28,873 14,464 15,151
(719) (6,266) (2,804) (411) (1,626) (14,043) (101,628) (28,873) (18,650) (21,096)
5,301 43,586 20,588 8,016 5,318 15,245 157,581 0 (4,186) (5,945)
3.4% 27.7% 13.0% 5.1% 3.4% 9.7% 100.0% 0.0% 41.3% 58.7%
58,487
(68,618)
(10,131)
100.0%
General Fund – net operating budget 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
1.58
City Clerk
1.34
Planning & Development Services
1.09
Partnerships & Investments
2.34
Infrastructure
10.42
Civic Operations
32.39
Active Living & Culture Human Resources & Risk Management
10.37 5.30
Community Safety
43.59
Fire Department Corporate Strategic Services Financial Services Debt & Other
20.59 8.02 5.32 15.24
Total $157.6M
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(20,300)
0
0
0
0
0
20,300 OT
Total Maintain
(20,300)
0
0
0
0
0
20,300
Division Priority 1 Total
(20,300)
0
0
0
0
0
20,300
(500)
0
0
0
0
0
500 OT
Total Maintain
(500)
0
0
0
0
0
500
Division Priority 1 Total
(500)
0
0
0
0
0
500
City Administration Maintain 109 Travel Expense Reduction
City Clerk Maintain 109 * Travel Expense Reduction
Planning & Development Services Division Maintain 141 Permit Revenue Decrease
0
0
0
(650,000)
650,000
0
0 OT
141 Development Planning - Revenue Reduction 142 Development Engineering Revenue Reduction 142 Cannabis Licence Revenue Reduction 143 Community Energy Specialist Position Extension
0
0
0
(185,600)
185,600
0
0 OT
0
0
0
(80,000)
80,000
0
0 OT
0
0
0
0
100,000
0
(100,000) OG
125,000
0
0
(125,000)
0
0
0 OT
125,000
0
0
(1,040,600)
1,015,600
0
143 Greenhouse Gas Modelling
70,000
(70,000)
0
0
0
0
0 OT
144 Low Carbon Existing Buildings: Energy Retrofits 144 Supporting Low Carbon New Buildings 145 Supporting Low Carbon Transportation through Electrification 145 Champion of the Environment Term Position
40,000
(40,000)
0
0
0
0
0 OT
20,000
(20,000)
0
0
0
0
0 OT
80,000
(80,000)
0
0
0
0
0 OT
197,000
0
0
0
0
0
(197,000) OG
407,000
(210,000)
0
0
0
0
(197,000)
(6,400)
0
0
0
0
0
Total Maintain
(100,000)
New
Total New Maintain 109 * Travel Expense Reduction
6,400 OT
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2021 FINANCIAL PLAN Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
(6,400)
0
0
0
0
0
17,700
0
0
0
0
0
(17,700) OG
Total New
17,700
0
0
0
0
0
(17,700)
Division Priority 1 Total
543,300
(210,000)
0
(1,040,600)
1,015,600
0
(308,300)
25,000
0
0
0
0
0
(25,000) OT
110,000
(110,000)
0
0
0
0
0 OT
125,000
0
0
0
0
0
(125,000) OG
158 Parks Master Plan
75,000
0
0
0
0
0
(75,000) OG
159 Consulting Services - Grants
25,000
0
0
0
0
0
(25,000) OG
100,000
(100,000)
0
0
0
0
0 OT
0
0
0
(40,000)
40,000
0
0 OT
460,000
(210,000)
0
(40,000)
40,000
0
18,000
(18,000)
0
0
0
0
0 OG
18,000
(18,000)
0
0
0
0
0
69,600
0
0
0
0
0
(69,600) OG
100,000
(100,000)
0
0
0
0
0 OT
50,000
(50,000)
0
0
0
0
0 OT
40,000
0
0
0
(20,000)
0
(20,000) OG
259,600
(150,000)
0
0
(20,000)
0
(89,600)
(5,500)
0
0
0
0
0
5,500 OT
* 1475 Ellis St. Units 300 & 301 Operating
(95,400)
0
0
0
0
0
95,400 OG
Total Maintain
(100,900)
0
0
0
0
0
100,900
19,000
0
0
0
0
0
(19,000) OG
19,000
0
0
0
0
0
(19,000)
Total Maintain
Taxation Cat 6,400
New CAP
402 * Fleet Growth
Partnerships & Investments Division Maintain 157 Housing For Those With Complex Needs 157 Strategic Land Development Projects 158 Building Master Plan
159 Performing Arts Centre Feasibility & Partnerships 160 Advertising Revenue Reduction Total Maintain
(250,000)
Growth 160 Consulting Services - Partnership Total Growth New 161 Intergovernmental Relations Manager Position 161 Parkinson Recreation Centre Replacement 162 Operational Review and Assessment of Municipal Boating Facilities 162 Placemaking/Public Space Animation Total New Maintain 109 197
* Travel Expense Reduction
New 178
* STPCO Reorganization Total New
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2021 FINANCIAL PLAN Page
CITY OF KELOWNA
Description
Division Priority 1 Total
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
655,700
(378,000)
0
(40,000)
20,000
0
(118,300)
Taxation Cat
(257,700)
Infrastructure Division Maintain (2,844,400)
0
530,600
2,432,100
0
0 OT
175 Reid's Corner Landscaping Initiative 176 Preliminary Design Program
20,000
0
0
0
0
0
(20,000) OG
100,000
0
0
0
0
0
(100,000) OT
176 Miscellaneous Drainage
100,000
0
0
0
0
0
(100,000) OG
101,700
(2,844,400)
0
530,600
2,432,100
0
(220,000)
50,000
(50,000)
0
0
0
0
0 OT
50,000
(50,000)
0
0
0
0
0
50,000
(50,000)
0
0
0
0
0 OT
(150,400)
(39,200)
0
4,500
117,300
0
67,800 OG
30,000
0
0
0
0
0
(30,000) OT
15,100
0
0
0
0
0
(15,100) OT
150,000
0
0
0
0
0
(150,000) OT
120,000
0
0
0
(60,000)
0
(60,000) OT
214,700
(89,200)
0
4,500
57,300
0
(4,800)
0
0
0
0
0
4,800 OT
Total Maintain
(4,800)
0
0
0
0
0
4,800
Division Priority 1 Total
361,600
(2,983,600)
0
535,100
2,489,400
0
(402,500)
197 1475 Ellis St. Units 300 & 301 Operating 197 Landfill - Leachate Collection Cleaning 198 2020 Capital Operation and Maintenance Budget Reduction 198 Landfill - Gas Blower Maintenance
151,500
0
0
0
0
0
(151,500) OG
25,000
(25,000)
0
0
0
0
0 OT
(9,300)
0
0
0
0
0
9,300 OT
20,000
(20,000)
0
0
0
0
0 OT
199 Storm Network Outfall Inspections
20,000
0
0
0
0
0
(20,000) OG
0
(125,000)
0
0
125,000
0
0 OG
175 Transit Base Operating Costs
Total Maintain Growth 177 Landfill - Stormwater and Property Planning Total Growth New 177 Low Carbon Transportation: Neighbourhood Bikeway Program 178 STPCO Reorganization 178 Major Employer Commute Trip Reduction - Pilot Program 179 Co-op Student - Asset Management Data Analyst 179 Stormwater Basin Plan Downtown 180 Regional Goods Movement Study Total New
(187,300)
Maintain 109 * Travel Expense Reduction
Civic Operations Division Maintain
199 Cook Road Boat Launch Dredging Top-up
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2021 FINANCIAL PLAN Page CAP
CAP
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
419 Crosswalk Safety - Signals and Flashers 200 Pedestrian Bridge Rehabilitation
1,000
0
0
0
0
0
(1,000) OG
10,000
0
0
0
0
0
(10,000) OG
200 Landfill - Buffer Maintenance
25,000
(25,000)
0
0
0
0
0 OG
201 Energy Savings Program
50,000
(50,000)
0
0
0
0
0 OT
201 Annual Roofing Maintenance Program 202 Landfill - Administration Building Facade Repairs 202 Security System Maintenance
60,000
0
0
0
0
0
(60,000) OG
50,000
(50,000)
0
0
0
0
0 OT
64,000
0
0
0
0
0
(64,000) OG
203 Piping Renewal
25,000
0
0
0
0
0
(25,000) OG
203 Bluebird Storm Pump Station Standby Pump 204 Technical Specification Development - Buildings 204 Snow & Ice Control and Street Sweeping 393 Linear Park - DCC Program
10,000
0
0
0
0
0
(10,000) OT
75,000
(75,000)
0
0
0
0
0 OT
260,000
0
0
0
0
0
(260,000) OG
4,200
0
0
0
0
0
(4,200) OG
13,600
0
0
0
0
0
(13,600) OG
7,000
0
0
0
0
0
(7,000) OG
2,200
0
0
0
0
0
(2,200) OG
20,000
0
0
0
0
0
(20,000) OG
7,000
0
0
0
0
0
(7,000) OG
1,400
0
0
0
0
0
(1,400) OG
2,000
0
0
0
0
0
(2,000) OG
CAP
411 Houghton 1 DCC (Nickel - Rails with Trails), ATC 410 Lakeshore 1 DCC (DeHart Vintage Terrace), ATC 416 Abbott Protected Bike Route (Rose - West), ATC 416 Active Transportation Corridor/Bicycle Network Expansion 410 Casorso 4 DCC (Raymer - KLO), ATC 417 Okanagan Rail Trail - Connection to Waterfront Park Pathway 418 Sidewalk Network Expansion
CAP
414 Transit - Bus Stop Renewal
1,000
0
0
0
0
0
(1,000) OG
CAP
421 Intelligent Transportation Systems
1,200
0
0
0
0
0
(1,200) OG
CAP
420 Traffic Signals and Roundabouts
CAP CAP CAP CAP CAP CAP
205 CAP
417 Central Green Pedestrian Overpass 205
CAP
Wetland Rehabilitation Landfill - Surface Water Monitoring
390 Mission Recreation - Softball
3,500
0
0
0
0
0
(3,500) OG
10,000
0
0
0
0
0
(10,000) OG
0
0
0
0
0
0
0 OG
75,000
(75,000)
0
0
0
0
0 OT
0
0
0
0
0
0
0 OG
1,000
0
0
0
0
0
(1,000) OG
Diamonds (DCC) CAP
421 Transit - New Bus Stops 206
Sport Court Cleaning
10,000
0
0
0
0
0
(10,000) OG
206
Landfill - Pump Rentals
90,000
(90,000)
0
0
0
0
0 OG
1,086,300
(535,000)
0
0
125,000
0
Total Maintain
(676,300)
Growth CAP
389 Ballou Park (DCC)
0
0
0
0
0
0
0 OG
CAP
389 Tower Ranch Park #1 (DCC)
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0
154,900
(66,400)
0
0
0
0
Total Growth New CAP
402 Fleet Growth
(88,500) OG
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2021 FINANCIAL PLAN Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
207 Rotary Beach North
10,000
0
0
0
0
0
(10,000) OG
207 Commonage - Odour Monitoring System Renewal 208 Commonage - Noxious Weed Management
25,000
0
0
0
(8,300)
(16,700)
0 OG
20,000
0
0
0
(6,700)
(13,300)
0 OG
209,900
(66,400)
0
0
(15,000)
(30,000)
(2,700)
600
0
0
0
0
2,100 OT
(2,700)
600
0
0
0
0
2,100
0
0
0
0
0
0
0 OT
0
0
0
0
0
0
0
13,000
0
0
0
0
0
(13,000) OG
Total New
13,000
0
0
0
0
0
(13,000)
Division Priority 1 Total
1,306,500
(600,800)
0
0
110,000
(30,000)
(785,700)
248 Community Theatre Operating Changes - COVID-19 248 Sports and Events Services Operating Changes - COVID-19 249 Community and Neighbourhood Operating Changes - COVID-19 249 Sport League Management Software 250 H2O Adventure Fitness Centre Operating Model Review 250 Sport Development - Small Equipment Program
(221,600)
(70,000)
0
(45,600)
337,200
0
0 OT
(7,600)
(22,500)
0
(70,600)
100,700
0
0 OT
(27,800)
0
0
(133,200)
161,000
0
0 OT
50,000
0
0
0
0
0
(50,000) OG
50,000
(50,000)
0
0
0
0
0 OT
0
0
0
0
0
0
0 OG
Total Maintain
(157,000)
(142,500)
0
(249,400)
598,900
0
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0
130,000
0
0
0
0
0
(130,000) OT
50,000
0
0
0
0
0
(50,000) OG
180,000
0
0
0
0
0
Total New
(98,500)
Maintain 109 * Travel Expense Reduction Total Maintain Growth 177 * Landfill - Stormwater and Property Planning Total Growth New 162 * Placemaking/Public Space Animation
Active Living & Culture Division Maintain
(50,000)
Growth 251 Journey Home Funding Total Growth New 251 Recovery and Future Sustainability Program 252 Community Signature Event Total New
(180,000)
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Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(5,800)
0
0
0
0
0
5,800 OT
Total Maintain
(5,800)
0
0
0
0
0
5,800
Division Priority 1 Total
17,200
(142,500)
0
(249,400)
598,900
0
(224,200)
Maintain 109 * Travel Expense Reduction
Corporate & Protective Services Division Maintain 263 COVID-19 Incremental Costs
500,000
0
0
(500,000)
0
0
0 OT
263 Washroom at Queensway, Operations
155,000
0
0
0
(10,000)
0
(145,000) OT
Total Maintain
655,000
0
0
(500,000)
(10,000)
0
(145,000)
264 Human Resources Business Partner Position 264 Diversity and Inclusion Strategic Plan Project 265 Safety Management Software
47,300
0
0
0
0
0
(47,300) OG
50,000
0
0
0
0
0
(50,000) OT
25,000
(25,000)
0
0
0
0
0 OT
265 Protective Services Mental Health and Wellness Strategy 266 Safety Equipment
50,000
(50,000)
0
0
0
0
0 OT
25,000
0
0
0
0
0
(25,000) OG
266 Silica Dust
10,000
(10,000)
0
0
0
0
0 OT
207,300
(85,000)
0
0
0
0
(2,800)
0
0
0
0
0
2,800 OT
Total Maintain
(2,800)
0
0
0
0
0
2,800
Division Priority 1 Total
859,500
(85,000)
0
(500,000)
(10,000)
0
(264,500)
0
0
0
(3,662,300)
3,662,300
0
0 OT
44,900
0
0
0
0
0
(44,900) OG
44,000
0
0
0
0
0
(44,000) OG
34,400
0
0
0
0
0
(34,400) OG
120,000
0
0
0
0
0
(120,000) OG
243,300
0
0
(3,662,300)
3,662,300
0
(243,300)
390,200
0
0
0
0
0
(390,200) OG
47,400
0
0
0
0
0
(47,400) OG
New
Total New
(122,300)
Maintain 109 * Travel Expense Reduction
Corporate & Protective Services Division Community Safety Maintain 277 Gaming Revenues Reduction 277 Police Information Technician Position 278 Court Liaison Officer Position 278 Operational Intelligence Clerk Position 279 Cells Guards - Contracted Services Total Maintain Growth 279 RCMP - 8 Regular Member Positions 280 0.5 Labourer II Position
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2021 FINANCIAL PLAN Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
100,000
(100,000)
0
0
0
0
0 OT
400,000
(200,000)
0
0
0
0
(200,000) OG
937,600
(300,000)
0
0
0
0
(637,600)
47,100
0
0
0
0
0
(47,100) OG
23,100
0
0
0
0
0
(23,100) OG
70,200
0
0
0
0
0
(70,200)
(6,600)
0
0
0
0
0
6,600 OT
(6,600)
0
0
0
0
0
6,600
17,700
0
0
0
0
0
(17,700) OG
17,700
0
0
0
0
0
(17,700)
Department Priority 1 Total 1,262,200
(300,000)
0
(3,662,300)
3,662,300
0
(962,200)
280 Community Safety Plan Implementation 281 Overnight Sheltering Total Growth New 281 Business Intelligence Analyst Position 282 Police Information Clerk Position Total New Maintain 109
* Travel Expense Reduction Total Maintain
New 402 * Fleet Growth Total New
Corporate & Protective Services Division Fire Department Growth 290 Fire Inspector (10th Year) Position
78,300
0
0
0
0
0
(78,300) OG
290 Firehall Location Analysis
50,000
0
0
0
0
0
(50,000) OT
128,300
0
0
0
0
0
(2,000)
0
0
0
0
0
2,000 OT
(2,000)
0
0
0
0
0
2,000
126,300
0
0
0
0
0
(126,300)
178,000
0
0
0
0
0
(178,000) OG
303 Internet Services Upgrade
38,000
0
0
0
0
0
(38,000) OG
304 Light Detection and Ranging
59,500
0
0
0
0
0
(59,500) OG
Total Growth
275,500
0
0
0
0
0
304 Strategy Management Software
60,000
0
0
0
0
0
Total Growth
(128,300)
Maintain 109 * Travel Expense Reduction Total Maintain
Department Priority 1 Total
Corporate Strategic Services Division Growth 303 Move to Cloud Strategy
(275,500)
New (60,000) OG
Page 95
2021 FINANCIAL PLAN Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
60,000
0
0
0
0
0
(4,100)
0
0
0
0
0
4,100 OT
Total Maintain
(4,100)
0
0
0
0
0
4,100
Division Priority 1 Total
331,400
0
0
0
0
0
(331,400)
225,000
(225,000)
0
0
0
0
0 OT
225,000
(225,000)
0
0
0
0
0
47,100
0
0
0
0
0
(47,100) OG
47,100
0
0
0
0
0
(47,100)
54,600
0
0
0
0
0
(54,600) OG
54,600
0
0
0
0
0
(54,600)
(2,800)
0
0
0
0
0
2,800 OT
Total Maintain
(2,800)
0
0
0
0
0
2,800
Division Priority 1 Total
323,900
(225,000)
0
0
0
0
(98,900)
3,616,700
0
0
0
0
0
(3,616,700) OG
3,616,700
0
0
0
0
0
(3,616,700)
0
0
0
0
48,800
0
(48,800) OG
Total New
0
0
0
0
48,800
0
(48,800)
Division Priority 1 Total
3,616,700
0
0
0
48,800
0
(3,665,500)
Total Priority 1 Operating
9,383,500
(4,924,900)
0
(4,957,200)
7,935,000
(30,000)
(7,406,400)
Total New
Taxation Cat (60,000)
Maintain 109
* Travel Expense Reduction
Financial Services Division Maintain 315 Financial Planning System and Process Review Total Maintain Growth 315 Accountant Position Total Growth New 316 Financial Analyst Position – Corporate Divisional Support Total New Maintain 109 * Travel Expense Reduction
Financial Services Division Debt & Other Maintain 324 Other Working Capital Total Maintain New 178
* STPCO Reorganization
Page 96
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - All Funds Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
170,000
0
0
0
0
(170,000)
OG
50,000
0
0
0
0
(50,000)
OT
25,000
0
0
0
0
(25,000)
OG
12,500
0
0
0
0
(12,500)
OG
50,000
0
0
0
0
(50,000)
OT
307,500
0
0
0
0
(307,500)
130,000
0
0
0
0
(130,000)
OG
225 Water Operations - Growth
50,000
0
0
0
0
(50,000)
OG
225 Water Conservation Enhancement
53,000
0
0
0
0
(53,000)
OG
233,000
0
0
0
0
(233,000)
61,500
0
0
0
0
(61,500)
61,500
0
0
0
0
(61,500)
0
0
0
0
0
0
Total Maintain
0
0
0
0
0
0
Department Priority 1 Total
602,000
0
0
0
0
(602,000)
50,600
0
0
0
0
(50,600)
OG
250,000
0
0
0
0
(250,000)
OG
75,000
0
0
0
0
(75,000)
OT
150,000
0
0
0
0
(150,000)
OT
525,600
0
0
0
0
(525,600)
50,000
0
0
0
0
(50,000)
Water Maintain 222 Water Operations - Maintain 222 Pressure Reducing Valve Condition Assessment 223 Water Station Control Systems Renewal Project 223 Water System Control Cyber Security Upgrades 224 Water Operations - Supply Projects 2021 Total Maintain Growth 224 SEKID Infrastructure Repair Costs
Total Growth New 226 Instrument Electrician Technician Water Services Position Total New
OG
Maintain 109 * Travel Expense Reduction
OT
Wastewater Maintain 235 Instrument Electrician Technician Wastewater Position 235 Wastewater Treatment Succession Planning Positions 236 Poplar Point Lift Station Kiosk 236 Sewer Lift Station Condition Assessment Total Maintain New 237 Sewer Connection Area Bylaw
OT
Page 97
2021 FINANCIAL PLAN Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
50,000
0
0
0
0
(50,000)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
OG
0
0
0
0
0
0
OG
Total New
0
0
0
0
0
0
Department Priority 1 Total
575,600
0
0
0
0
(575,600)
0 (15,137,000)
0
0
15,137,000
0
OG
Review Total New Maintain 109 * Travel Expense Reduction Total Maintain
OT
New 207 * Commonage - Odour Monitoring System Renewal 208 * Commonage - Noxious Weed Management
Airport Maintain 127 Airport Improvement Fee 127 Airport Airside
(1,073,100)
(1,769,900)
0
0
2,843,000
0
OG
128 Airport Terminal
(955,700)
(1,968,300)
0
0
2,924,000
0
OG
128 Airport Groundside
(722,800)
(6,326,900)
0
0
7,049,700
0
OG
(1,618,000)
1,595,000
0
0
23,000
0
OG
Total Maintain
(4,369,600) (23,607,100)
0
0
27,976,700
0
Department Priority 1 Total
(4,369,600) (23,607,100)
0
0
27,976,700
0
Total Priority 1 Operating
(3,192,000) (23,607,100)
0
0
27,976,700
(1,177,600)
129 Airport Finance & Administration
Page 98
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
36,000
0
0
0
0
0
(36,000) OG
Total New
36,000
0
0
0
0
0
(36,000)
Division Priority 2 Total
36,000
0
0
0
0
0
(36,000)
26,100
0
0
0
0
(17,400)
(8,700) OG
26,100
0
0
0
0
(17,400)
(8,700)
100,000
0
0
0
0
0
(100,000) OT
20,000
0
0
0
0
0
(20,000) OT
20,000
0
0
0
0
0
(20,000) OT
184 Strategy - Transportation Knowledge Opportunities - Pilot Program
20,000
0
0
0
0
0
(20,000) OT
Total New
160,000
0
0
0
0
0
(160,000)
Division Priority 2 Total
186,100
0
0
0
0
(17,400)
(168,700)
Partnerships & Investments Division New 164 ECO-Counters
Infrastructure Division Maintain 182
Utilities Foremen Positions Total Maintain
New 182 Pandosy / Richter Transit Corridor Study 183 Public Education to Introduce New Infrastructure - Pilot Project 183 Bike Lane Snow Clearing Study
Civic Operations Division Maintain 210
Sport Court Cleaning
20,000
0
0
0
0
0
(20,000) OG
210
Wetland Rehabilitation
10,000
0
0
0
0
0
(10,000) OG
2,000
0
0
0
0
0
(2,000) OG
10,000
0
0
0
0
0
(10,000) OG
CAP
-
Bertram Bridge ATC Connections
CAP
-
Master Planned Primary AT Routes
CAP
-
5,000
0
0
0
0
0
(5,000) OG
CAP
-
Road Safety & Operations Partnership with ICBC Safe Routes to School Program
3,000
0
0
0
0
0
(3,000) OG
CAP
-
Traffic Signals and Roundabouts
2,500
0
0
0
0
0
(2,500) OG
CAP
-
5,000
0
0
0
0
0
(5,000) OG
CAP
-
Traffic Signals and Roundabouts Kane & Valley Crosswalk Safety - Signals and Flashers
1,000
0
0
0
0
0
(1,000) OG
Page 99
2021 FINANCIAL PLAN Page
CITY OF KELOWNA
Description
211 Ventilation and Air Quality Assessments - Essential Service Facilities 211 Parks Fencing and Signage Replacement Total Maintain
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
90,000
0
0
0
0
0
(90,000) OT
22,500
0
0
0
0
0
(22,500) OG
171,000
0
0
0
0
0
23,400
0
0
0
0
0
(23,400) OG
45,000
0
0
0
0
0
(45,000) OG
50,400
0
0
0
0
0
(50,400) OG
(171,000)
New CAP
-
Fleet Growth
212 Drinking Water Access Vulnerable Populations 212 HVAC Technician Position 213 Waste Receptacle Replacements
15,000
0
0
0
0
0
(15,000) OG
318 * Financial Analyst Position - Civic Operations
22,500
(13,800)
0
0
(2,900)
(5,800)
0 OG
Total New
156,300
(13,800)
0
0
(2,900)
(5,800)
(133,800)
Division Priority 2 Total
327,300
(13,800)
0
0
(2,900)
(5,800)
(304,800)
100,000
0
0
0
0
0
(100,000) OG
100,000
0
0
0
0
0
(100,000)
120,000
0
0
0
0
0
(120,000) OT
Total New
120,000
0
0
0
0
0
(120,000)
Division Priority 2 Total
220,000
0
0
0
0
0
(220,000)
23,600
0
0
0
0
0
(23,600) OG
15,000
(15,000)
0
0
0
0
0 OG
Total New
38,600
(15,000)
0
0
0
0
(23,600)
Division Priority 2 Total
38,600
(15,000)
0
0
0
0
(23,600)
0
0
0
0
0
(11,700) OG
Active Living & Culture Division Growth 254
Journey Home Funding Total Growth
New 254 Social Policy Framework Development
Corporate & Protective Services Division New 268 PeopleAdmin Position Management Software 268 Work Station Accommodations and Ergonomics
Corporate & Protective Services Division Fire Department New CAP
- * Fleet Growth
11,700
Page 100
2021 FINANCIAL PLAN Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Total New
11,700
0
0
0
0
0
(11,700)
Division Priority 2 Total
11,700
0
0
0
0
0
(11,700)
13,500
0
0
0
0
0
(13,500) OG
13,500
0
0
0
0
0
(13,500)
57,600
0
0
0
0
0
(57,600) OG
Total New
57,600
0
0
0
0
0
(57,600)
Division Priority 2 Total
71,100
0
0
0
0
0
(71,100)
54,500
0
0
0
(22,500)
(10,200)
(21,800) OG
54,600
0
0
0
0
0
(54,600) OG
Total New
109,100
0
0
0
(22,500)
(10,200)
(76,400)
Division Priority 2 Total
109,100
0
0
0
(22,500)
(10,200)
(76,400)
Total Priority 2 Operating
999,900
(28,800)
0
0
(25,400)
(33,400)
(912,300)
Corporate Strategic Services Division Growth 306 Training and Education - New Technologies Total Growth New 306 Business Systems Analyst Analytics Position
Financial Services Division New 318 Financial Analyst Position - Civic Operations 318 Financial Analyst Position Corporate and Protective Services
Page 101
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
0
0
0
0
0
0
OG
0
0
0
0
0
0
0
0
0
0
0
0
Total New
0
0
0
0
0
0
Department Priority 2 Total
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 New
0
0
0
0
0
0
Department Priority 2 Total
0
0
0
0
0
0
Total Priority 2 Operating
0
0
0
0
0
0
Water Maintain 182 * Utilities Foremen Positions Total Maintain New 318 * Financial Analyst Position - Civic Operations
OG
Wastewater Maintain 182 * Utilities Foremen Positions Total Maintain
OG
New 318 * Financial Analyst Position - Civic Operations
OG
Page 102
City Administration
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 104
2021 FINANCIAL PLAN
CITY OF KELOWNA
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 2020 City‐wide accomplishments demonstrating how staff delivered on Council Priorities on page
.
Budget overview Division Summary
Per cent of General Fund operating
City Manager 56%
1% City Administration
Mayor & Council 44%
Net Operating
General fund operating = $157.6 M
Total = $1.6 M
Net operating expenditure ($ thousands) Departments Operating cost centres: Mayor & Council 103 Council 104 Mayor City Manager 100 City Manager Net operating expenditure Capital cost centres: Net capital expenditures Total Division net expenditures
Actual 2019
Revised Preliminary 2020 2021
Change from prior year
Per cent change
439 234 673
448 236 684
445 249 695
11
1.6%
807 807 1,480
856 856 1,540
885 885 1,580
29 40
3.4% 2.6%
0 0 1,480
0 0 1,540
0 0 1,580
0 40
0.0% 2.6%
Note: Totals may not add due to rounding.
Page 105
2021 FINANCIAL PLAN
CITY OF KELOWNA
Description of Operating program changes ($ thousands)
2020 revised budget 2021 net impacts One-time operating requests One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
0 51 10
Total
FTE
1,540
12.2
61 1,600
12.2
(20) 1,580
12.2
0 0
0.0
Note: Totals may not add due to rounding.
Page 106
2021 FINANCIAL PLAN
CITY OF KELOWNA
City Administration City Manager, Council and Mayor - General 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 2019 12.0 0.2
Actual 2019
Revised 2020
Preliminary 2021
0 0 0 ( 3,597)
0 0 0 0
0 0 0 0
0 0 0 _____________ ( 3,597)
0 0 0 _____________ 0
0 0 0 _____________ 0
930 7 3,325 344 0 0 0
962 8 224 346 0 0 0
964 16 254 346 0 0 0
471 0 0 _____________ 5,078
0 0 0 _____________ 1,540
0 0 0 _____________ 1,580
1,480
1,540
1,580
0 0 _____________ 0 _____________ 1,480
0 0 _____________ 0 _____________ 1,540
0 0 _____________ 0 _____________ 1,580
Actual 2019 11.3 0.1
Revised 2020 12.0 0.2
Preliminary 2021 12.0 0.2
Note: Totals may not add due to rounding
Page 107
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(20,300)
0
0
0
0
0
20,300 OT
Total Maintain
(20,300)
0
0
0
0
0
20,300
Division Priority 1 Total
(20,300)
0
0
0
0
0
20,300
Total Priority 1 Operating
(20,300)
0
0
0
0
0
20,300
City Administration Maintain 109
Travel Expense Reduction
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
Page 108
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
City Manager City Manager
Title:
Travel Expense Reduction
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Due to the COVID-19 pandemic, international and provincial travel restrictions have been put in place and are expected to continue for the majority of 2021. As staff are expected to travel less in 2021, travel expense budgets are recommended to be reduced by 50%.
Strategic Direction: 2021
Cost (64,300)
Other - Extraordinary or Unforeseen Obligation Reserve 600
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 63,700
Page 109
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 110
City Clerk
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 112
2021 FINANCIAL PLAN
CITY OF KELOWNA
Office of the 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.
2021 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 organization’s diverse activities
Activities Vibrant Neighbourhoods • Expand on ways for the public to engage with Council regarding development applications Clear Direction • Implement new electronic document and records management system to improve efficiency, ensure compliance with access to information and protection of privacy legislation, manage electronic records, and facilitate new corporate initiatives • Complete review and updates of Council policies to ensure direction is clear and relevant • Support new City initiatives that advance Council and corporate priorities by providing guidance on policies, bylaws, and procedures People • Provide more training opportunities for new and existing employees on Council reports and procedures, freedom of information, privacy, and records management Base Business • Prepare bylaws for the early termination of land use contracts in preparation for legislated terminations in 2024 • Conduct annual archiving and disposition processes across city business areas • Ensure public access to information and protection of privacy in accordance with provincial legislation
Page 113
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
# of Freedom of Information (FOI) requests received
86
65
85
# of bylaws drafted (development & regulatory)
213
140
180
# of Council meeting & public hearing (days)
63
52
54
# of agreements executed by Mayor/Clerk
497
420
480
# of legal documents e-registered
252
185
225
# of paper files processed for final disposition
5,757
3,159 actual
4,952
# of paper files processed for archive
3,257
9,874
9,500
# of paper files in storage
94,042
102,800
107,500
Business areas that met annual corporate archive deadline (%)
92
100
100
Business areas that met annual corporate disposition deadline (%)
97
97
100
FOI requests/responded to within 30 days (%)
93
100
100
FOI requests/responded within legislated timeline (including extensions up to 60 days or over) (%)
95
100
100
Council meeting packages prepared/delivered on time (%)
100
100
100
Council committee meetings attended (%)
100
100
100
# of scheduled training/education sessions provided by staff
29
10
35
Budget overview Per cent of General Fund operating
1%
Division Summary
Legislative Services 64% City Clerk 29% Records & Information 7%
City clerk
Net Operating
General fund operating = $157.6M
Total = $1.3M
Page 114
2021 FINANCIAL PLAN
CITY OF KELOWNA
Net operating expenditure ($ thousands) Departments Operating cost centres: City Clerk 119 Legislative Services 120 City Clerk 228 Records & Information Net operating expenditure Capital cost centres: Net capital expenditures Total Division net expenditures
Actual 2019
Revised 2020
Preliminary 2021
Change from prior year
Per cent change
670 384 89 1,143
857 380 92 1,329
860 386 92 1,338
9
0.7%
0 0 1,143
0 0 1,329
0 0 1,338
0 9
0.0% 0.7%
Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands)
2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
1 7 2
Total 1,329
FTE 10.2
9 1,338
10.2
(1) 1,338
10.2
0 0
0.0
Note: Totals may not add due to rounding.
Page 115
2021 FINANCIAL PLAN
CITY OF KELOWNA
City Clerk - General 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 2019 9.5 0.2
Actual 2019
Revised 2020
Preliminary 2021
0 0 ( 2) ( 91)
0 0 ( 10) ( 147)
0 0 ( 10) ( 80)
0 0 0 _____________ ( 93)
0 0 0 _____________ ( 157)
0 0 0 _____________ ( 90)
777 0 316 78 0 0 0
978 0 416 92 0 0 0
926 0 410 92 0 0 0
0 0 66 _____________ 1,236
0 0 0 _____________ 1,486
0 0 0 _____________ 1,428
1,143
1,329
1,338
0 0 _____________ 0 _____________ 1,143
0 0 _____________ 0 _____________ 1,329
0 0 _____________ 0 _____________ 1,338
Actual 2019 9.1 0.0
Revised 2020 10.0 0.2
Preliminary 2021 10.0 0.2
Note: Totals may not add due to rounding
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(500)
0
0
0
0
0
500 OT
Total Maintain
(500)
0
0
0
0
0
500
Division Priority 1 Total
(500)
0
0
0
0
0
500
Total Priority 1 Operating
(500)
0
0
0
0
0
500
City Clerk Maintain 109
* Travel Expense Reduction
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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Kelowna International Airport
2021 FINANCIAL PLAN
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2021 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. Based on the 2015 economic impact report, YLW’s total economic impact is 4,545 jobs and $789 million in total economic output to the province of British Columbia. Serving over two million passengers in 2019, YLW offered 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. YLW has been significantly impacted by the impact of COVID-19 and is forecasting to serve less than 800 thousand passengers in 2021. 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 costeffective 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 Development is also responsible for commercial development, air service development, community relations and community engagement. Airport Finance & Corporate Services is responsible for overseeing the financial well-being of the Airport including, but not limited to, budgeting, analytics and forecasting. 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, the customer experience, emergency preparedness and Airport fire and rescue.
2021 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
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Activities Community Safety • Residents feel safe • Continued enhancement and implementation of COVID-19 measures • Rehabilitation of airside pavement to further improve the safety of aircraft and passengers • Data and analysis are used to understand problems and target responses • Accomplish the goals set out in the Airport’s safety management system Social & Inclusive • Inclusivity and diversity are increasing • Work in partnership with the Canucks Autism Network to provide a more inclusive airport environment for families living with autism • Work in partnership with Pets and People to provide a more calming airport environment for travelers Transportation & Mobility • Emerging technologies make it easier to get around • Lifecycle replacement of the parking lot equipment and alignment with parking technology used throughout the City of Kelowna Vibrant Neighbourhoods • Accessible and multi-purpose amenities • Utilize feedback from the Rick Hansen Foundation to further improve the accessibility of the current and future air terminal building • Key sites are proactively planned • Commencement of construction of the KF Aerospace Centre for Excellence • Enter into an agreement with the Kelowna Flying Club to further support General Aviation and build youth and community interest in aviation Economic Resiliency • Key economic sector impact is increasing • Participate in the recovery from COVID-19 • Regain and generate air service to help stimulate the economy • Leasing and development of the Airport West Lands groundside lots Environmental Protection • Greenhouse gas emissions are decreasing • Continued implementation of the Airport’s environmental management system, including glycol mitigation measures and noise management • Maintain Airport Carbon Accreditation Level I • Amend the ground handler agreement to move towards the use of equipment that is non-carbon fuel based Financial Management • Non-tax revenues are increasing • Identify opportunities to further diversify the Airport’s revenues • Increase in Municipal administration and services, which helps reduce the need for taxation Clear Direction • Common understanding of future direction • Consistent and transparent communication of the impacts of COVID-19 and YLW’s recovery • Progress on results is measured, monitored and reported
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2021 FINANCIAL PLAN
•
•
CITY OF KELOWNA
• Monthly COVID-19 financial forecasting updates provided to the YLW team Innovation is encouraged and supported • Continued implementation of operational changes to help reduce costs in response to the impact of COVID-19 Services, processes and business activities are transformed • Real-time assessment of YLW’s recovery from COVID-19, assessment of corresponding operational changes, and implementation of the same
People • Ability to attract, select and retain talent • Continue to explore all options to keep people engaged in meaningful work. • Help individuals find meaningful work in other areas Base Business • Continuation of the phased replacement of the air terminal building roof • Replacement of certain components of the passenger bridges to extend the useful lives of the bridges
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
2.03M
0.76M
0.76M
1
1
1
1.34M
1.53M
1.65M
5.95
6.52
6.52
4.24
N/A*
N/A*
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 Municipal Administration and Services Fee ($) Financial Management – Cost to deliver services is quantified Aeronautical Revenues per Landed Air Carrier Seat ($) Base Business - Customer satisfaction Airport service quality benchmark rating (out of 5.0)
* The ASQ benchmarking survey was suspended in 2020, due to the impact of COVID-19.
Budget overview Airport Fund Expenditures
Airport Finance & Corporate Services 27% Terminal 23% Airside 17% Airport Debt 12% Groundside 12% Capital Expenditures 8% Airport Policing 1%
Total = $20.5 M
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Net operating expenditure ($ thousands) Actual 2019
Departments Operating cost centres: Airport 106 Airport Finance & Corporate 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
Revised Preliminary Change from 2020 2021 prior year
Per cent change
4,321 (1,505) (1,971) (1,971) 0 193 (932)
5,964 (1,749) (2,239) (2,173) 0 197 0
4,495 (1,537) (1,597) (1,523) 0 162 0
0
0.0%
0 0 (932)
0 0 0
0 0 0
0 0
0.0% 0.0%
Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands)
2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments
Total 0 0 0 0
FTE 48.4
0.5
0 0
48.9
2021 Program additions (P1) 2021 operating requests: Total
0 0
(9.9) 39.0
Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
0 0
0.0
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Airport Revenues/Expenditures by Category ($ thousands) Revenue ȋ Ȍ Total Revenue Expenditures ȋ Ȍ Total Expenditures Net Operating Expenditures Capital Expenditures Taxation Capital Net Operating & Tax Capital Exp. ϮϬϭϵ 43.9 3.8
ϮϬϭϵ
ϮϬϮϬ
ϮϬϮϭ
Ϭ Ϭ ; ϯϵ͕ϱϮϴͿ ; ϵϱϳͿ
Ϭ Ϭ ; ϰϲ͕ϲϯϵͿ ; ϯϳϯͿ
Ϭ Ϭ ; ϭϵ͕ϬϰϳͿ ; ϯϳϯͿ
Ϭ Ϭ ; ϱ͕ϰϭϭͿ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ; ϰϱ͕ϴϵϱͿ
Ϭ Ϭ ; ϳ͕ϲϮϬͿ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ; ϱϰ͕ϲϯϯͿ
Ϭ Ϭ ; ϵ͕ϱϯϯͿ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ; Ϯϴ͕ϵϱϰͿ
ϰ͕ϲϭϵ ϯϳ ϭϭ͕ϬϬϱ ϱϳ ϱϴϰ Ϯ͕ϳϵϳ ϭ͕ϳϯϱ
ϱ͕ϰϬϲ ϰϳ ϭϭ͕ϴϱϵ ϱϱ ϱϴϰ Ϯ͕ϳϵϳ ϭ͕ϵϲϰ
ϰ͕ϰϰϬ ϯϰ ϵ͕ϭϲϳ Ϯϱ ϱϴϰ Ϯ͕ϳϵϳ Ϯ͕ϬϬϳ
Ϭ Ϭ Ϯϰ͕ϭϮϵ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ϰϰ͕ϵϲϯ
Ϭ Ϭ ϯϭ͕ϵϮϬ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ϱϰ͕ϲϯϯ
Ϭ Ϭ ϵ͕ϴϵϵ ̸̸̸̸̸̸̸̸̸̸̸̸̸ Ϯϴ͕ϵϱϰ
; ϵϯϮͿ
Ϭ
Ϭ
ϭϰ͕ϴϮϭ ; ϭϰ͕ϴϮϭͿ ̸̸̸̸̸̸̸̸̸̸̸̸̸ Ϭ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ; ϵϯϮͿ
ϴϳ͕ϵϰϯ ; ϴϳ͕ϵϰϯͿ ̸̸̸̸̸̸̸̸̸̸̸̸̸ Ϭ ̸̸̸̸̸̸̸̸̸̸̸̸̸ Ϭ
ϭ͕ϲϮϱ ; ϭ͕ϲϮϱͿ ̸̸̸̸̸̸̸̸̸̸̸̸̸ Ϭ ̸̸̸̸̸̸̸̸̸̸̸̸̸ Ϭ
ϮϬϭϵ 43.6 5.9
ϮϬϮϬ 45.1 3.3
ϮϬϮϭ 36.0 3.Ϭ WĂŐĞ ϭ
Page 125
2021 FINANCIAL PLAN
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2021 Operating Requests Preliminary Budget Summary - Airport Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
0 (15,137,000)
0
0
15,137,000
0
OG
Airport Maintain 127 Airport Improvement Fee 127 Airport Airside
(1,073,100)
(1,769,900)
0
0
2,843,000
0
OG
(955,700)
(1,968,300)
0
0
2,924,000
0
OG
(722,800)
(6,326,900)
0
0
7,049,700
0
OG
(1,618,000)
1,595,000
0
0
23,000
0
OG
Total Maintain
(4,369,600) (23,607,100)
0
0
27,976,700
0
Department Priority 1 Total
(4,369,600) (23,607,100)
0
0
27,976,700
0
Total Priority 1 Operating
(4,369,600) (23,607,100)
0
0
27,976,700
0
128 Airport Terminal 128 Airport Groundside 129 Airport Finance & Administration
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 FINANCIAL PLAN
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2021 Operating Request Details Division: Department:
City Manager Airport
Title:
Airport Improvement Fee
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The decrease in budgeted Airport Improvement Fee revenues is due to the forecasted impact of COVID-19 on the Airport's operations. Revenues are contributed to the Airport Improvement Fee Reserve. 2020 Base Budget: $23,810,000.
Strategic Direction:
Other - Supports Base Business
Cost Reserve 0 (15,137,000) 0 (15,137,000) 0 (15,137,000)
2021 2022 2023 Division: Department:
City Manager Airport
Title:
Airport Airside
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 15,137,000 15,137,000 15,137,000
Utility 0 0 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The decrease in budgeted Airport Airside revenues and expenditures is due to the forecasted impact of COVID-19 on the Airport's operations. Revenues are contributed to the Airport Airside Reserve and expenditures are appropriated from the Airport Airside Reserve.
Strategic Direction: 2021 2022 2023
Other - Supports Base Business
Cost Reserve (1,073,100) (1,769,900) (1,073,100) (1,769,900) (1,073,100) (1,769,900)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 2,843,000 2,843,000 2,843,000
Utility 0 0 0
Page 127
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
City Manager Airport
Title:
Airport Terminal
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The decrease in budgeted Airport Terminal revenues and expenditures is due to the forecasted impact of COVID-19 on the Airport's operations. Revenues are contributed to the Airport Terminal Reserve and expenditures are appropriated from the Airport Terminal Reserve.
Strategic Direction: 2021 2022 2023
Cost (955,700) (955,700) (955,700)
Other - Supports Base Business Reserve (1,968,300) (1,968,300) (1,968,300)
Division: Department:
City Manager Airport
Title:
Airport Groundside
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 2,924,000 2,924,000 2,924,000
Utility 0 0 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The decrease in budgeted Airport Groundside revenues and expenditures is due to the forecasted impact of COVID-19 on the Airport's operations. Revenues are contributed to the Airport Groundside Reserve and expenditures are appropriated from the Airport Groundside Reserve.
Strategic Direction: 2021 2022 2023
Cost (722,800) (722,800) (722,800)
Other - Supports Base Business Reserve (6,326,900) (6,326,900) (6,326,900)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 7,049,700 7,049,700 7,049,700
Utility 0 0 0
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
City Manager Airport
Title:
Airport Finance & Administration
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The decrease in budgeted Airport Finance and Administration revenues and expenditures is due to the forecasted impact of COVID-19 on the Airport's operations. Revenues are contributed to the Airport Airside, Groundside and Terminal Reserves, evenly. Expenditures are appropriated from the Airport Airside, Groundside and Terminal Reserves, evenly.
Strategic Direction: 2021 2022 2023
Cost (1,618,000) (1,618,000) (1,618,000)
Other - Supports Base Business Reserve 1,595,000 1,595,000 1,595,000
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 23,000 23,000 23,000
Utility 0 0 0
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Planning & Development
2021 FINANCIAL PLAN
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2021 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.
2021 Divisional drivers & activities Drivers • • • • • •
Building Trust Firm and Fair Efficient and Effective Forward Looking and Responsible United and Collaborative Improving and Innovating
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2021 FINANCIAL PLAN
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Activities Community Safety • Improved regulatory and inspections process with internal departments and inter agency stakeholders such as Kelowna Fire Dept, Liquor and Cannabis Regulation Branch, Agricultural Land Commission and RCMP • Improve safety initiatives between staff and development sites Social & Inclusive • To advance work on developing and implementing an Affordable Housing Land Acquisition Strategy that actions the Healthy Housing Strategy key direction to ‘promote and protect rental housing’ • In partnership with UBC School of Community and Regional Planning (SCARP), the City will undertake a Community Equity Analysis Mapping project that will include collecting and analyzing data such as language, income, age of housing, health and other vulnerability indicators to create a fulsome picture of the geographic disparities and opportunities within our community • Develop training workshops for developers and builders to convey changes to the British Columbia Building Code in 2021 to ensure we are: • Gathering relevant feedback • Adjusting to changes appropriately • Outreach to UBCO and OC for mentorship, recruitment and research projects Transportation & Mobility • Develop regulatory and licensing regime for boat rental and tour operators utilizing public launch facilities • Transportation Engineering Skill Development & Training for staff in the Development Engineering Branch Vibrant Neighbourhoods • Advance work on Model City that will open up new analysis of all forms of spatial information by empowering evidence-based decision and driving improved predictive modeling and forecasting • To complete phase 4 of the 2040 OCP project that will result in a draft 2040 OCP for Council’s endorsement of the way the City will grow over the next 20-years and put the Imagine Kelowna vision into action • To continue the implementation of the Capri Landmark Urban Center that will transform this area of the City into a vibrant, mixed use neighborhood with improved amenities. • To examine next pilot phase of the residential infill strategy that supports the 2040 OCP growth direction by signaling more housing diversity and tenures in the Core Area • Continued development of regulatory and licensing regime for short term rentals, to include staff training and written policies and procedures • Develop and action short term rental compliance and licensing process and procedure addressing the licensing of over 700 properties • Advance Duck Lake Industrial Park Servicing discussions • South Perimeter Road Facilitation (design and construction) • Complete comprehensive Zoning Bylaw update that complements the policy goals of the 2040 OCP • Implement Advisory Design Panel as part of the Development Application process • Update City regulations and fees to reflect BC Building Code changes to Secondary Suites in diverse housing types Economic Resiliency • Expand Property Information Request program, including new online application tools • Liaise with development and construction industries to identify opportunities to support COVID-19 recovery
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2021 FINANCIAL PLAN
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Environmental Protection • To partner with Natural Resources Canada (NRCan) through a research collaboration to create a map prototype built-in support of of the City’s Energy Retrofit Program designed towards reducing energy, emissions and operating energy costs for the residents of Kelowna • To take action on climate change by accelerating implementation of the Community Climate Action Plan (CCAP) and/or align with the Intergovernmental Panel on Climate Change’s (IPCC’s) targets to ensure that “greenhouse gas (GHG) emissions are decreasing” • To develop and implement a Community Electric Vehicle Strategy that includes policies and programs to address charging infrastructure to support the transition to increase EV ownership • To develop and implement a Community Energy Retrofit Strategy that outlines how the City will address energy efficiency and GHG emissiosn reduction in existing buildings • To implement Energy Step Code for large/complex (Part 3) building to help prepare the building industry for expected changes to the BC Building Code when buildings are expected to be 20% more efficient by 2022 • Introduce Champion of the Environment position and associated Climate Action and Envrionmental policy review project Financial Management • Complete the project to replace our Property Legacy System with new leading-edge software allowing: • Online payment integration • Online permit applications • Online plan checking • Implement credit card and debit payments for building and general permits at One Window counter on second floor • Create a comprehensive plan to help direct Deferred Revenue expenditures (related to property frontage and streetscape) in the core area of Kelowna Clear Direction • Maintain accreditation with International Accreditation Services, completing required annual audits and reports • Complete departmental audit of internal and external documents (bulletins, checklists, forms, handouts and manuals) and rebrand / revise as needed • Complete transfer of data to new operating system, including updating and maintenance task in our legacy system to ensure all records are retained • Participate on Subdivision and Development Servicing Bylaw 7900 Update Team • Implement digital Drawing Submission Implementation for Development Engineering and Building and Permitting teams • Create a Development Engineering related landing page on kelowna.ca to improve ease of use and increase public interaction with this tool • Complete branch audit of internal and external documents (bulletins, checklists, forms, handouts and manuals) People • Maintain training and cross-training opportunities for all members of the department • Complete staff training and cross-training on new operating system to ensure system functionality by early 2021 • Continue to support staff liaison activities with local stakeholders groups including: UDI, CHBA, Professional Engineers,Architects and residents associations • Maintain our OQM and MIT accreditations in the Developemnt Engineering and Building and Permitting Departments
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2021 FINANCIAL PLAN
•
CITY OF KELOWNA
Divisional Strategic Plan Implementation team will work to implement the “Improving Communication” focus area and select a new focus area for the 2022 team to implement
Base Business • To annually produce the Community Trends Report, which is one of several analytical reports produced by the Policy and Planning department that explores major trends and examines possible local impacts and responses
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
# of business licenses
10,008
10,656
10,020
# of business license applications
3,371
2,266
3,000
# of licensing compliance files
477
536
545
# of development applications processed
842
710
650
# of development files authorized by Council
241
220
200
Construction value of building permits ($)
889M
475M
675M
# of building permits
2,359
1,920
2,060
# of gas permits
4,052
2,964
3,115
# of plumbing permits
1,821
1,401
1,505
Total # of building inspections
12,192
9,095
11,350
Total # of plumbing & gas inspections
14,250
13,100
13,650
# of development applications reviewed
425
400
380
# of engineering construction drawings reviewed
187
195
199
# of utility drawings reviewed
443
376
464
# of building permit applications reviewed by Development Engineering
64
78
85
# of strata applications reviewed by Development Engineering
6
4
9
# of deferred revenue releases
25
21
30
# of 3rd Party release of Right of Ways
33
30
52
# of As-Builts drawings reviewed
70
20
67
# of staff initiated Zoning Bylaw amendments (improvements)
8
2
4
# of Community Heritage Commission meeting (staff supported)
5
3
10
# of Agricultural Advisory Committee meetings (staff supported)
10
4
10
1-2 family building permit applications approved for issuance within 10 working days (%)
86
82
79
Inspections made within 48 hours or request (%)
98
95
95
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Continued Building permit applications for commercial, multi-family, industrial and institutional approved for issuance within 20 working days (%)
87
84
82
# of Director approved development/heritage permits
83
60
50
# of total mobile licences by year
1,192
1,141
1,100
# of total new licences by year
2,472
2,058
1,994
# of development applications per planner
88
92
90
Average number of inspections per inspector per day
12
10
12
Inspection costs recovered by permit revenues (%)
100
100
100
Building permits issued within 2 days or less (%)
28
25
26
Ensuring timely and complete inspections and license release within 2 weeks (%)
91
88
87
207
145
150
# of information booklets/bulletins created by Building & Permitting
10
30
15
# of new (or renewed) partnerships formed (Policy & Planning)
7
8
8
# of closed service requests: Development Planning
Budget overview Division Summary
Per cent of General Fund operating
Policy & Planning 44%
1%
Community Planning 44% Planning and Development 12%
Planning and Development
Net Operating
General fund operating = $157.6 M Total = $1.1 M
Net operating expenditure ($ thousands) Departments Operating cost centres: Planning and Development 144 Planning and Development
Actual 2019
Revised 2020
Preliminary 2021
Change from prior year
Per cent change
197 197
212 212
423 423
211
99.5%
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2021 FINANCIAL PLAN
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Continued Development Services 148 Development Services 138 Business License 149 Building, Plumbing & Gas Inspections 151 Building & Permitting 178 Development Engineering Policy & Planning 153 Policy & Planning 235 Long Range Policy Planning Community Planning 146 Urban Planning management 147 Development Planning 181 Suburban & Rural Planning 253 Community Planning Services Net operating expenditures Capital cost centres: Net capital expenditures Total Division net expenditures
(7,507) (1,290) 1,443 1,770 (54) (5,637)
(5,108) (1,508) 1,608 2,264 290 (2,455)
(4,992) (1,449) 1,608 2,264 243 (2,326)
129
(5.2%)
1,140 314 1,453
1,141 332 1,472
1,183 332 1,515
43
2.9%
525 (558) 703 285 955 (3,032)
801 (256) 840 10 1,395 625
816 (217) 883 0 1,481 1,094
86 469
6.2% 74.9%
0 0 (3,032)
0 0 625
0 0 1,094
0 469
0.0% 74.9%
Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
(57) 161 56
Total 625
FTE 80.5
160 785
(0.8) (1.3) (1.0) 77.4
308 1,094
1.8 79.2
0 0
0.0
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Planning & Development Services - All 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 Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2019 72.0 5.1
Actual 2019
Revised 2020
Preliminary 2021
0 0 ( 11,299) ( 108)
0 0 ( 8,583) ( 126)
0 0 ( 7,589) ( 1,041)
0 0 ( 181) _____________ ( 11,588)
0 0 ( 289) _____________ ( 8,998)
0 0 ( 210) _____________ ( 8,840)
7,109 88 1,212 30 0 0 55
8,053 106 1,190 19 0 0 55
8,028 124 1,458 69 0 0 55
0 0 63 _____________ 8,557
200 0 0 _____________ 9,623
200 0 0 _____________ 9,933
( 3,032)
625
1,094
0 0 _____________ 0 _____________ ( 3,032)
0 0 _____________ 0 _____________ 625
0 0 _____________ 0 _____________ 1,094
Actual 2019 62.3 12.0
Revised 2020 78.0 2.5
Preliminary 2021 76.5 2.7
Note: Totals may not add due to rounding
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Planning & Development Services Division Maintain 141 Permit Revenue Decrease
0
0
0
(650,000)
650,000
0
0 OT
141 Development Planning - Revenue Reduction 142 Development Engineering Revenue Reduction 142 Cannabis Licence Revenue Reduction 143 Community Energy Specialist Position Extension
0
0
0
(185,600)
185,600
0
0 OT
0
0
0
(80,000)
80,000
0
0 OT
0
0
0
0
100,000
0
(100,000) OG
125,000
0
0
(125,000)
0
0
0 OT
125,000
0
0
(1,040,600)
1,015,600
0
143 Greenhouse Gas Modelling
70,000
(70,000)
0
0
0
0
0 OT
144 Low Carbon Existing Buildings: Energy Retrofits 144 Supporting Low Carbon New Buildings 145 Supporting Low Carbon Transportation through Electrification 145 Champion of the Environment Term Position
40,000
(40,000)
0
0
0
0
0 OT
20,000
(20,000)
0
0
0
0
0 OT
80,000
(80,000)
0
0
0
0
0 OT
197,000
0
0
0
0
0
(197,000) OG
407,000
(210,000)
0
0
0
0
(197,000)
(6,400)
0
0
0
0
0
6,400 OT
(6,400)
0
0
0
0
0
6,400
17,700
0
0
0
0
0
(17,700) OG
Total New
17,700
0
0
0
0
0
(17,700)
Division Priority 1 Total
543,300
(210,000)
0
(1,040,600)
1,015,600
0
(308,300)
Total Priority 1 Operating
543,300
(210,000)
0
(1,040,600)
1,015,600
0
(308,300)
Total Maintain
(100,000)
New
Total New Maintain 109 * Travel Expense Reduction Total Maintain New CAP
402 * Fleet Growth
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 Operating Request Details Division: Department:
Planning & Development Services Development Services
Title:
Permit Revenue Decrease
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: This request is to decrease Building and Permitting revenue budgets to reflect the actual anticipated revenue due to an anticipated down turn in construction activity in 2021. Projected decreases are for General Revenue, New Residential Apartment, Residential Accessory,New Industrial, Industrial Alteration, New Commercial, Commercial Alteration, Semi-detached Residential, New Single Family and New Townhouse. These revenue shortfalls will be offset by the COVID-19 Safe Restart Grants for Local Governments. 2021 Base Budget: ($5.33M)
Strategic Direction: 2021
Cost 0
Clear direction - Common understanding of future direction Reserve 0
Borrow 0
Fed/Prov (650,000)
Division: Department:
Planning & Development Services Development Planning
Title:
Development Planning - Revenue Reduction
Dev/Com 0
Revenue 650,000
Utility 0
Taxation 0 Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: This request is to decrease revenue budget for the Development Planning Department to reflect an anticipated revenue reduction in 2021. This revenue reduction is related to lower levels of expected development activity. These revenue shortfalls will be offset by the COVID-19 Safe Restart Grants for Local Governments. 2021 Base Budget: ($635.6k)
Strategic Direction: 2021
Cost 0
Clear direction - Common understanding of future direction Reserve 0
Borrow 0
Fed/Prov (185,600)
Dev/Com 0
Revenue 185,600
Utility 0
Taxation 0
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2021 Operating Request Details Division: Department:
Planning & Development Services Development Services
Title:
Development Engineering Revenue Reduction
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Development Engineering revenues are directly linked to developer activity. The combination of the Development Cost Charges (DCC) increases, Official Community Plan (OCP) Growth Strategy and Pandemic has resulted in reduced applications, and revenue, for single-family projects. It is anticipated that this will normalize after 2021. These revenue shortfalls will be offset by the COVID-19 Safe Restart Grants for Local Governments. 2021 Base Budget: ($115k)
Strategic Direction: 2021
Cost 0
Clear direction - Common understanding of future direction Reserve 0
Borrow 0
Fed/Prov (80,000)
Division: Department:
Planning & Development Services Development Services
Title:
Cannabis Licence Revenue Reduction
Dev/Com 0
Revenue 80,000
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: This request is to decrease Cannabis Licence revenue to reflect the actual anticipated revenue due to Provincial approval delays and financial impacts due to COVID-19.
Strategic Direction: 2021 2022 2023
Cost 0 0 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 100,000 100,000 100,000
Utility 0 0 0
Taxation (100,000) (100,000) (100,000)
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2021 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
Community Energy Specialist Position Extension
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: The City of Kelowna's Community Energy Specialist (CES) position is fully funded through a grant from FortisBC for a term of April 2019 to April 2021. FortisBC has offered the City of Kelowna a grant up to $125k to extend the Community Energy Specialist Position for one additional year (April 2021 to July 8, 2022), with an opportunity for further extension.
Strategic Direction: 2021
Cost 125,000
Environmental protection - Resiliency & adaptability to climate change Reserve 0
Borrow 0
Division: Department:
Planning & Development Services Policy & Planning
Title:
Greenhouse Gas Modelling
Fed/Prov (125,000)
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Modelling and identifying new actions are essential to continue to progress on greenhouse gas emissions reductions as our current Community Climate Action Plan (CCAP) is only effective until 2023. This analysis will help us prepare data driven modelling to develop a climate resiliency plan in the near future. The large gap between targets and what the scientific community states is required in terms of emissions reduction needs to be reconciled (the CCAP was developed prior to the release of both the Intergovernmental Panel on Climate Change and provincial CleanBC targets). This requested budget helps address Council's Environmental Protection Priority result statements: Greenhouse gas emissions are decreasing and predictive modelling and forecasting and Imagine Kelowna's goal to take action in the face of climate change.
Strategic Direction: 2021
Cost 70,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (70,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
Low Carbon Existing Buildings: Energy Retrofits
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Deep energy retrofits can help create jobs, save energy, improve home comfort, and reduce emissions. They help deliver on Council's Environmental Protection priority result statement greenhouse gas emissions are decreasing. They also reduce home operating costs delivering on Council's vibrant neighbourhoods priority result statement affordable and attainable housing mix options. Budget is requested for: Energy retrofit top up incentives ($20k): Municipalities can match provincial and FortisBC incentives to lower the price of electric heat pumps, a technology that can significantly reduce emissions. This program is administered by the Province. Heritage energy grant pilot ($15k): Character homes built before 1940 can have some of the lowest energy performance. A pilot program would offer free energy assessments and discounts on energy upgrades through expanding the Heritage Grants Program. Promotion ($5k) - public education and awareness is needed on benefits and programs. Strategic Direction: 2021
Cost 40,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (40,000)
Borrow 0
Fed/Prov 0
Division: Department:
Planning & Development Services Policy & Planning
Title:
Supporting Low Carbon New Buildings
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Building capacity and awareness has been one of the reasons implementation of the Energy Step Code for Part 9 buildings has been relatively successful. $10k is requested for efforts to continue to ensure industry buy-in and capacity as the City implements higher steps for Part 9 buildings and begins an implementation strategy for Part 3 buildings. An additional $10k is requested to develop an auditing program to ensure compliance and that buildings are achieving the performance level being modelled. These programs help deliver on Council's Environmental Protection priority result statement greenhouse gas emissions are decreasing as well as keeping housing operating costs lower delivering on Council's vibrant neighborhoods priority result statement affordable and attainable housing mix options.
Strategic Direction: 2021
Cost 20,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (20,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2021 FINANCIAL PLAN
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2021 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
Supporting Low Carbon Transportation through Electrification
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Several activities are proposed to encourage the shift to electric transportation options to reduce greenhouse gas emissions to support Council's Environmental Protection priority, greenhouse gas emissions are decreasing and Transportation & Mobility priorities that emerging technologies make it easier to get around. These include: E-bikes ($25k) - To help E-bikes become more affordable for low-income residents this project proposes offering a limited number of income-qualified E-bike financial rebates. EV Charger Top Up ($20k) - Municipalities can increase provincial and FortisBC incentives with matching contributions to lower the price of an EV charger. This program is administered by the Province. Streetlamp charging pilot project with Fortis ($25k) - To pilot Level 2 chargers on streetlights to provide charging access to those EV drivers who don't have the ability to charge at home. Promotion ($10k) - public education and awareness is needed on benefits and programs.
Strategic Direction: 2021
Cost 80,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (80,000)
Borrow 0
Fed/Prov 0
Division: Department:
Planning & Development Services Planning & Development Services
Title:
Champion of the Environment Term Position
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 New
Priority: 1
ON-GOING PRELIMINARY
Justification: Staff and Council have noted that some of the City's Climate Change and Environmental indicators are not trending in the correct direction. As such a new two year term position is proposed to help focus and bolster current efforts. The Champion of the Environment will lead a comprehensive review of the City's Climate and Environment related policies, programs and actions and provide a comprehensive report with a series of recommendations for improvements and coordination. In addition, the position will be responsible to provide expert advice, guidance and support to existing climate and environment related initiatives in support of Council's Environmental priority.
Strategic Direction: 2021 2022 2023
Cost 197,000 197,000 0
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 (197,000) (197,000) 0
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Partnerships & Investments
2021 FINANCIAL PLAN
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Partnerships & Investments The Partnerships & Investments 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 partnerships and business arm of the City that seeks innovative opportunities to achieve community goals. Partnership development, 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 serves to maximize the value and utility of Kelowna’s Real Estate Assets. The Real Estate department is committed to being fair, equitable and efficient when acquiring, developing, managing, maintaining and disposing of the City’s real estate and building assets.
2021 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 • Staff will seek to develop a report in conjunction with the Central Okanagan Journey Home Society that identifies critical information and steps when identifying land for shelter needs • Upgrade older parkade security cameras to improve real-time monitoring capabilities • Perform CPTED (Crime prevention through environmental design) reviews of all three parkades to identify opportunities for further security enhancements Social & Inclusive • 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 • Implementation of updates to the City’s accessible parking program Transportation & Mobility • Implementation of recommendations from the Capri-Landmark area parking plan • Use technology to facilitate alternative uses of parking assets, such as loading/pick-up zones to support the increase in ridesharing and food pickup and delivery services Vibrant Neighbourhoods • Building on the success of the Bernard Laneway project staff anticipate developing a framework for the enhancement of public placemaking within the urban cores of the City • Research and recommend best practices for downtown mobile food vendor program • Review and implement Bernard Ave road closure • Joint Education, Health & Wellness Facility – ongoing participation in work teams to support the second phase of planning activity with SD23 • Buildings Masterplan - create a vision and model to assess both infrastructure renewal and new construction to match growth, assess provision and distribution of built services and amenities across the City, and prioritise needs between the different building types • Performing Arts Centre Feasibility & Partnerships – commencement of long-range planning for a new Performing Arts Centre on the Kelowna Community Theatre site, including assembly of an interdepartmental working group, exploration of potential synergies with other development projects, identification of possible funding opportunities, and examining the feasibility of an in-house philanthropic/fund development function to support major capital projects • Creative Hub Feasibility Project (Community Amenity Space, 350 Doyle Avenue Redevelopment) – ongoing involvement in this project which will culminate in a proposal for Council consideration regarding the design, build-out and operation of a Creative Hub • Parks Masterplan – developing the guiding document that contains our vision statement, goals and principles, measures of success and plan of direction. The principles of the document will be balance, equity and transparency for park acquisition, development and management • Pandosy Waterfront Park – continuing the design and construction of this important urban waterfront. The works include a central plaza and pier, activity lawns, beach front, restored shoreline, as well as the integration of the Kelowna Paddle Centre into the overall park. • City Park - 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 • Partners in Parks – working in partnership with local community groups to explore a variety of grassroots iniatives as they arise throughout the year 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 nontaxation revenue streams
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2021 FINANCIAL PLAN
• •
•
CITY OF KELOWNA
Partnership with Tourism Kelowna – MRDT Renewal – collaboration with Tourism Kelowna to prepare a 5year strategic plan and other deliverables required for renewal of the 3% MRDT Establishment of program to connect local start-up community to solving city challenges through an RFP process. Way for local firms to test and demonstrate services and goods to while creating new approaches to service delivery Implementation of an Unsolicited Bid Proposal policy to enhance opportunities to provide services in a different way
Environmental Protection • Continue to pursue partnership and grant opportunities to expand the electric vehicle charging network • Shoreline protection – restoration of failing shoreline in a variety of park locations across the City to prevent further damage during flood events and subsequent loss of land. Locations include City Park, Pandosy Waterfront Park, Thompson Creek outflow & others Financial Management • Staff anticipate exploring adaptive re-use opportunities relating to identified heritage assets in 2021, building on the previous success of initiatives at heritage sites such as St. Aiden’s church and the Surtees property • Setup and deploy a new Analytics System for Parking Services • Unsolicited Proposal Program – development of policy, guidelines and resources to coordinate intake, screening and evaluation of external proposals regarding research, business opportunities or partnered approaches to facilities and services. Program will stimulate focus on ideas which align with City priorities. Program launch anticipated in 2021 • Continue to grow revenue through marketing of the City’s Dark Fibre network • Sought and evaluated new opportunities to generate revenue for the City • Strategic Negotiation Training – Advanced course to be developed and implemented resulting in better deals and outcome financially Clear Direction • Complete an operational review and assessment of Municipal Boating Facilities • Partnership Reporting Framework – continuing work to establish baseline reporting requirements for the City’s most important partnership relationships, including consolidated information for Council and internal departments with a vested interest in partnership performance. First consolidated Council report anticipated in 2021 • Development and implementation of innovation-based training program to senior staff to encourage new and creative approaches to doing business at City Hall People • City Hall Phase V - this phase will create a large suite of meeting rooms with adjustable partitions immediately adjacent to the main foyer, thereby improving the public face of City Hall with citizen first service. The suite will also be available for out of hours use by the community • Develop and launch a flexible parking permit program for staff to provide incentives for the use of alternative transportation options • Collaboration with UBC Okanagan – assisting with development of an approach to collaborative research excellence which translates into broad-based action and innovation and generates benefits for the broader community Base Business • Continue infrastructure renewal projects at the Library and Chapman Parkades • Deployment of Residential Parking Permit system replacement to offer online application and renewals
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2021 FINANCIAL PLAN
• • • • • • • •
CITY OF KELOWNA
Inclusion in the Cityworks Asset Management System to ensure inspections and preventative maintenance tasks are completed to maximize life expectancy Prepare for anticipated 2022 Credit Card processing changes by upgrading parking equipment to utilize chip (EMV) technology Create and administer a preventative maintenance program for the residential rental portfolio Advisor for development and renewal of partnership/collaboration agreements Advisor for partnership relationship management (issues, capacity building) Building and sustaining internal partnership culture and collaboration Monitoring trends, policies and case studies for partnership development Grants Management – Drivers and Activities
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
# of fibre network customers
14
16
18
# of business enquiries handled
684
382
500
# of key employer site vistis
684
382
12
# of Mayor company site tours
19
18
12
9,833
9,750
8,880
11M
15M
10M
Area (acre)
35
45
40
# of parcels acquired
30
40
35
Value ($)
7M
8M
5M
Area (acre)
25
35
30
# of parcels acquired
5
7
7
1
1
1
0.2
0.5
0.5
# of residential parking permits issued
2,746
2,800
2,900
# of accessible parking permits issued
3,710
3,700
3,800
# of PayByPhone system transactions
559,803
525,000
6,000
# of online payment transactions
23,395
18,000
2,300
# of monthly parking wait list entries (end of year)
368
70
200
# of grant applications submitted
24
13
25
Value of grant applications submitted ($)
137M
24M
25M
# of grant applications awarded funding
6
8
15
23M
1.7M
15M
# of business licenses Property acquisition Value ($)
Park property acquisition
Arrears ratio building (amount collected / amount due) (%) Rental vacancy rate (%)
Value of grant applications awarded funding ($)
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Continued # of grant applications denied
10
3
56M
9.3M
# of sponsorships and advertising cold calls
25
60
75
# of sponsorship contract renewals
0
1
3
# of new sponsorship prospects
4
6
12
# of new sponsorship contracts
1
1
6
Land
1.4B
1.5B
1.55B
Improvements
432M
448M
500M
242
200
233
4,851
4,200
4,900
Value of grant applications denied ($)
10
Assessed value of City real estate ($)
# of service requests per staff member – Parking Services # of closed service requests - Parking Services
Budget overview Division Summary
Per cent of General Fund operating
Business and Entrepreneurial Development 38% Parks and Building Planning 34%
1%
Real Estate Services 28%
Partnerships and Investments
Net Operating
General fund operating = $157.6 M
Total = $2.3 M
Net operating expenditure ($ 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
Actual 2019
220 (150) (230) 283 127 250
Revised Preliminary Change from 2020 2021 prior year
249 (150) (39) 386 133 578
256 (150) 0 421 133 660
82
Per cent change
14.2%
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2021 FINANCIAL PLAN
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Continued 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
389 25 217 632
527 12 230 770
630 11 233 874
105
13.6%
818 818 1,700
481 481 1,829
808 808 2,343
327 514
68.0% 28.1%
635 635 2,334
737 737 2,566
526 526 2,868
(211) 302
(28.7%) 11.8%
Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
Total 1,829 12 82 162
FTE 26.5 0.2 0.5
256 2,085
27.2
258 2,343
0.5 27.7
36 36
0.0
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
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Partnership & Investements - All 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 Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2019 19.6 5.9
Actual 2019
Revised 2020
Preliminary 2021
0 0 ( 8,855) ( 142)
0 0 ( 5,950) ( 268)
0 0 ( 8,306) ( 51)
( 45) 0 ( 266) _____________ ( 9,309)
( 522) 0 ( 872) _____________ ( 7,612)
( 50) 0 ( 328) _____________ ( 8,735)
2,596 47 2,150 1,408 0 0 231
2,910 55 3,256 1,165 0 0 198
3,021 55 2,679 1,435 0 0 213
4,144 0 432 _____________ 11,009
1,843 0 14 _____________ 9,441
3,520 0 155 _____________ 11,078
1,700
1,829
2,343
9,819 ( 9,184) _____________ 635 _____________ 2,334
5,247 ( 4,510) _____________ 737 _____________ 2,566
3,390 ( 2,864) _____________ 526 _____________ 2,868
Actual 2019 17.2 6.5
Revised 2020 20.6 5.9
Preliminary 2021 21.6 6.1
Note: Totals may not add due to rounding
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
25,000
0
0
0
0
0
(25,000) OT
110,000
(110,000)
0
0
0
0
0 OT
125,000
0
0
0
0
0
(125,000) OG
158 Parks Master Plan
75,000
0
0
0
0
0
(75,000) OG
159 Consulting Services - Grants
25,000
0
0
0
0
0
(25,000) OG
100,000
(100,000)
0
0
0
0
0 OT
0
0
0
(40,000)
40,000
0
0 OT
460,000
(210,000)
0
(40,000)
40,000
0
18,000
(18,000)
0
0
0
0
0 OG
18,000
(18,000)
0
0
0
0
0
69,600
0
0
0
0
0
(69,600) OG
100,000
(100,000)
0
0
0
0
0 OT
50,000
(50,000)
0
0
0
0
0 OT
40,000
0
0
0
(20,000)
0
(20,000) OG
259,600
(150,000)
0
0
(20,000)
0
(89,600)
(5,500)
0
0
0
0
0
5,500 OT
* 1475 Ellis St. Units 300 & 301 Operating
(95,400)
0
0
0
0
0
95,400 OG
Total Maintain
(100,900)
0
0
0
0
0
100,900
19,000
0
0
0
0
0
(19,000) OG
Total New
19,000
0
0
0
0
0
(19,000)
Division Priority 1 Total
655,700
(378,000)
0
(40,000)
20,000
0
(257,700)
Total Priority 1 Operating
655,700
(378,000)
0
(40,000)
20,000
0
(257,700)
Partnerships & Investments Division Maintain 157 Housing For Those With Complex Needs 157 Strategic Land Development Projects 158 Building Master Plan
159 Performing Arts Centre Feasibility & Partnerships 160 Advertising Revenue Reduction Total Maintain
(250,000)
Growth 160 Consulting Services - Partnership Total Growth New 161 Intergovernmental Relations Manager Position 161 Parkinson Recreation Centre Replacement 162 Operational Review and Assessment of Municipal Boating Facilities 162 Placemaking/Public Space Animation Total New Maintain 109 197
* Travel Expense Reduction
New 178
* STPCO Reorganization
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021 Page 156
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Housing For Those With Complex Needs
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Staff are currently developing an advocacy paper intended to create a road-map toward effectively and holistically addressing the complex needs among the most vulnerable members of our community. While the majority of this work is anticipated to be completed in 2020, additional third-party consultant services are anticipated to be required in 2021 to assist with the implementation and/or development of concrete strategic initiatives resulting from the advocacy paper.
Strategic Direction: 2021
Cost 25,000
Social & inclusive - Policy guides where the city invests resources Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Partnerships & Investments Real Estate
Title:
Strategic Land Development Projects
Dev/Com 0
Revenue 0
Utility 0
Taxation (25,000) Maintain
Priority: 1
ONE-TIME PRELIMINARY
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, 4690 Highway 97 and various site redevelopment.
Strategic Direction: 2021
Cost 110,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (110,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 157
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Building Master Plan
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to develop a comprehensive Master Plan for City-owned buildings. The Master Plan will create a vision and model to assess both infrastructure renewal and new construction to match growth; assess provision and distribution of built services and amenities across the City; and prioritise needs between the different building types. The Master Plan will provide a tool with which City building expenditure can be planned. This plan will consolidate other functional building plans into one comprehensive document with an eye to ongoing renewal costs.
Strategic Direction: 2021 2022 2023
Cost 125,000 125,000 0
Social & inclusive - Policy guides where the city invests resources Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Parks Master Plan
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (125,000) (125,000) 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The Parks Masterplan started in 2020 will be a four step process over three years to a total budget request of $250k. The first step is a guiding document that contains our vision, objectives and goals and principles. The second step, utilizing in house GIS resources, is an inventory & mapping of our existing assets. Budget is requested in 2021 for the third step, development of the park types (community, waterfront, linear, etc.) and base level amenities, as well as location specific destinations or specializations, establishing metrics, asset targets and areas in need of resources. The final step in the third year will be the implementation plan, costing and funding sources. Public engagement will occur at steps 1, 2 & 4.
Strategic Direction: 2021 2022 2023
Cost 75,000 75,000 0
Social & inclusive - Policy guides where the city invests resources 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 (75,000) (75,000) 0
Page 158
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Business and Entrepreneurial Development
Title:
Consulting Services - Grants
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to create grant template tools (video, design, etc.) to allow for a creative approach in seeking funding from non-government sources (foundations, trusts, etc.). There is a need to create great stories for nongovernment funding sources and therefore the budget would be allocated to assist in telling these stories. These tools may also increase the quality of government grant applications as well.
Strategic Direction: 2021 2022 2023
Cost 25,000 12,500 12,500
Financial management - Cost to deliver services is quantified Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Partnerships & Investments Business and Entrepreneurial Development
Title:
Performing Arts Centre Feasibility & Partnerships
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,000) (12,500) (12,500) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Supported by the Civic Precinct Plan and a report from Colliers International, a new Performing Arts Centre on the existing Kelowna Community Theatre (KCT) site is included in the 10-year capital plan as a Priority 2 item for the years 2025-2027, at a cost approaching $70M. The establishment of KCT in 1962 was driven by community fundraising efforts. Such efforts, combined with additional partnerships and resources, could support feasibility of a new vision. Work in 2021 will convene conversations and assemble knowledge to understand potential opportunities associated with major downtown area developments, grants, major sponsorships and partnerships and the feasibility of establishing an in-house philanthropic/fundraising function to support major capital projects and further advise on the role of local government and other agencies in capital campaigns.
Strategic Direction: 2021
Cost 100,000
Financial management - Cost to deliver services is quantified Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 159
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Business and Entrepreneurial Development
Title:
Advertising Revenue Reduction
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Due to COVID-19 and the unexpected financial landscape that has followed, there has been a reduction in 2020 sponsorship revenue that is expected to continue into 2021. The status of the City's current contracted partners is as follows: one has placed their renewal on hold due to budgetary concerns, one has requested an extension on payment until November 2020 and the other has continued with their sponsorship payments as contracted. A number of future partnership opportunities transitioning to contracted partners are anticipated towards year end 2020 and early 2021. This revenue shortfall will be offset by the COVID-19 Safe Restart Grants for Local Governments.
Strategic Direction: 2021
Cost 0
Other - Extraordinary or Unforeseen Obligation Reserve 0
Borrow 0
Fed/Prov (40,000)
Division: Department:
Partnerships & Investments Business and Entrepreneurial Development
Title:
Consulting Services - Partnership
Dev/Com 0
Revenue 40,000
Utility 0
Taxation 0 Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Annual budget is requested to allow the City's Partnership Office to pro-actively respond to, and invest in, partnership opportunities as they arise. Opportunities typically include unsolicited proposals which, after internal review and submission of a business case, may require City in kind and/or financial support to move forward, and grant programs which have a matching requirement such as the Canada Cultural Spaces Program of Canadian Heritage which is funding the feasibility study for a Creative Hub as part of the 350 Doyle Avenue redevelopment. The first year of this program is requested to be funded from the Public/Private Partnership reserve, with ongoing funding from taxation.
Strategic Direction: 2021 2022 2023
Cost 18,000 18,000 18,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (18,000) 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 (18,000) (18,000)
Page 160
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Partnerships & Investments
Title:
Intergovernmental Relations Manager Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: The Intergovernmental Relations Manager will be responsible for managing the City's overall approach to intergovernmental relations, representing the City's position and interests by communicating and negotiating with other jurisdictions. This position will work collaboratively across all divisions and agencies to build strong relationships with government partners as well as key regional and national stakeholders to support Council direction and advance the City's strategic interests. The position will have a primary responsibility in managing Council's recently adopted Advocacy Framework.
Strategic Direction: 2021 2022 2023
Cost 69,600 136,000 136,000
Clear direction - Common understanding of future direction Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Parkinson Recreation Centre Replacement
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (69,600) (136,000) (136,000) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested for preparatory consultant work for the Alternate Approval Process for the borrowing to fund the replacement of Parkinson Recreation Centre, and the appointment of a Project Manager for the project.
Strategic Direction: 2021
Cost 100,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 161
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Operational Review and Assessment of Municipal Boating Facilities
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: The effective operation and management of the City's three primary boat launch facilities (Mission, Water St and Sutherland Ave) has become increasingly challenging as a result of ever increasing marine traffic on Okanagan Lake. With the reconstruction of the Mission Boat Launch parking lot anticipated for spring of 2021, a holistic review of municipal boating facilities and operating models is appropriate to ensure this service is delivered in a cost-effective manner for the maximum benefit of our community. Budget is requested for third-party consulting services associated with this work, which is anticipated to include engagement with community partners such as Regional District Central Okanagan, City of West Kelowna, Westbank First Nations, the provincial and federal governments.
Strategic Direction: 2021
Cost 50,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (50,000)
Borrow 0
Fed/Prov 0
Division: Department:
Partnerships & Investments Real Estate
Title:
Placemaking/Public Space Animation
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 New
Priority: 1
ON-GOING PRELIMINARY
Justification: Building off of the lessons learned from the vehicular closure of Bernard Avenue for the summer of 2020, staff will explore how to pursue similar initiatives in 2021. Budget is requested for items such as planters, fencing, additional security, enhanced cleaning measures, and temporary amenities to enhance the aesthetic appeal of the placemaking area. Staff anticipate approximately $20k in additional revenue as a result of expanded business opportunities associated with the placemaking initiative.
Strategic Direction: 2021 2022 2023
Cost 53,000 5,000 5,000
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 (20,000) 0 0
Utility 0 0 0
Taxation (33,000) (5,000) (5,000)
Page 162
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
36,000
0
0
0
0
0
(36,000) OG
Total New
36,000
0
0
0
0
0
(36,000)
Division Priority 2 Total
36,000
0
0
0
0
0
(36,000)
Total Priority 2 Operating
36,000
0
0
0
0
0
(36,000)
Partnerships & Investments Division New 164
ECO-Counters
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
Page 163
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
ECO-Counters
New
Priority: 2
ON-GOING PRELIMINARY
Justification: Staff have been using infrared pedestrian counters to provide comprehensive and reliable data on pedestrian usage in City owned parks. This allows for effective evidence based decision making for parking policies and future investments. These units are easy to use and provide valuable data, for instance, the Bernard Ave and Knox Mountain usage during the 2020 COVID-19 summer. The current program has funded the acquisition of one unit per year since 2017. Due to multiple entry points to parks, several units are required to assess one park. Budget is requested for the acquisition of seven units in 2021 to support the data collection for the Parks Master Plan, and an additional three units per annum ongoing.
Strategic Direction: 2021 2022 2023
Cost 36,000 18,000 18,000
Social & inclusive - Policy guides where the city invests resources 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 (36,000) (18,000) (18,000)
Page 164
Infrastructure
2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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. Responsibility for managing transit governance and liating with BC Transit also lies with Infrastructure. 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 for all service areas 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 manages the City’s Asset Management Program through the development of policy, strategy, planning and system implementation for an asset portfolio of $3.5 billion. 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. Utility Planning provides the strategic and long term planning for the City's water and wastewater utilities, as well as the stormwater and solid waste sectors. The Utility Planning group produces detailed projects and an implementation schedule, as well as policy direction for the City's capital needs, operational challenges, new development planning and coordination with outside agencies. 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 intergovernmental collaboration to transportation planning and programs. As well, regional air quality planning and coordination is provided under contract to the Regional District of the Central Okanagan.
Page 167
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 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 resiliency and environmental 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 $3.5 billion in infrastructure assets • Engage the community and stakeholders in project development and delivery; • Foster and maintain regional partnerships • Focus on value for project and program delivery • Build awareness, support and utilization of practices and programs through social media and communications • Utilize evidence-based and transparent decision making • Monitor performance through data gathering and analytics • Continue to improve our resiliency for extreme weather events related to climate change by updating bylaws and upgrading infrastructure and waterways for flood protection Activities Community Safety • Construct three new infill fire hydrants in locations with limited coverage within the City water utility • Remove vegetation along Mill Creek Corridor north of Edwards Road Social & Inclusive • Engage Okanagan Nation Alliance on Mill Creek corridor flood protection program with a primary focus on environmental values and fish habitat Transportation & Mobility • Update Transportation section of Subdivision, Development and Servicing Bylaw • Completion of Transportation Master Plan • Continue working on securing the funding, designs for a state-of-the-art transit facility/garage • Develop a partnership-based Transportation Demand Management Program with major employers • Cental Green Pedestrian / Bicycle Overpass • Abbott St interim Protected Bike lanes Pilot, with design from Rose to Boyce-Gyro Beach Park • Sutherland ATC protected bike lanes from Ethel to Burtch • Casorso ATC as an extension of the Ethel ATC south to Barrera • Houghton 2, Hollywood to Rutland Multi-use pathway • Ethel ATC from Rose to Raymer Vibrant Neighbourhoods • Continue to upgrade and improve our major community parks, with projects planned for Glenmore Recreation Park Phase 3, City Park Promenade, Pandosy Waterfront Park, Ponds Sports Field and Gopher Creek Linear Park Economic Resiliency • Initiate the first ever targeted goods movements study for Kelowna • Update the 10-Year Capital Plan and Financial Strategy that supports infrastructure investment over the next 10-years and includes the financial impacts of COVID-19 • Update the 20-Year Servicing Plan and Financial Strategy which details capital investment to accommodate growth projected in the 2040 OCP and forms the basis of the Development Cost Charge Page 168
2021 FINANCIAL PLAN
• • •
CITY OF KELOWNA
Update the City’s Asset Management Plans for all service areas. The last update was completed in 2015 Implement Phase 3 of the Asset Management System that will track the performance, maintenance and condition of the City’s infrastructure assets valued at over $3.5 billion Finalize 2040 Infrastructure Plan in conjunction with the 2040 OCP that will detail infrastructure investments required to support growth, enhance services and renew existing assets. The 2040 Infrastructure Plan will set direction for infrastructure investment and include all capital needs identified in the 20-Year Servicing Plan and Asset Management Plans
Environmental Protection • Continue to apply for and source out grant funding programs for expanding the sanitary collection system areas still serviced by septic fields • Continue with the detailed design, cost estimate and funding strategy for the future digestion facility • Complete approval and construction of the Frazer Lake Dam Upgrades • Complete installation of power source upgrades for temporary flood mitigation pumps at Smith Outfall (Yacht Club) • Mill Creek Flood Protection Project • Initiate the comprehensive environmental and archaeological overview assessments • Complete upgrades to the existing Mill-to-Mission Creek diversion • Complete the process to obtain a 5 year Creek Maintenance license • Initiate the overall plan development process • Identify and complete conveyance and storage upgrades along the lower section of Mill Creek, from Spall Road to Okanagan Lake • Initiate conceptual design and land acquisition exercise for a stormwater treatment facility that will simultaneously provide quantity and quality treatment for the Sexsmith area • Initiate design and land acquisition exercise for flood mitigation projects downstream of the airport to the existing Mill-to-Mission Diversion • Complete second phase of lift station condition assessments for updating the 10 year capital investment program • Establish a groundwater recharge suitability map as part of the 2040 OCP and encourage the use of green infrastructure for stormwater management Financial Management • Amend DCC Bylaw and rates to reflect updated 20-Year Servicing Plan. • Initiate Phase 2 of the Water Meter Replacement program including the installation of new meters and end points within the existing water utility • Revise the Sanitary Sewer Connection Area bylaw to reflect current construction costs and area reserve balances • 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 non-taxation revenue for the City People • Expand the Infrastructure Delivery team with permanent retention of positions established with the Water Integration Project, to be well positioned for upcoming workload and future opportunities Base Business • Base Business is the core of the Infrastructure Division. Staff are directly responsible for the development and implementation of the 10-Capital Plan which delivers renewal, growth and new infrastructure projects, adding to the asset base valued at over $3.5 billion • This annual capital investment is in the order of $60-$100 million • Administer the contract, in conjunction with BC Transit, to operate the local transit network
Page 169
2021 FINANCIAL PLAN
•
CITY OF KELOWNA
Restructure our Survey Team operations to improve efficiencies that reflect new equipment technologies and shifting of drafting responsibilities from the IS mapping department
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
33.1
33.2
34.8
54,200
8,535
1,000
Renewal water main pipe installed (m)
0
2,000
600
New sanitary sewer main pipe installed (m)
0
0
0
1,800
2,680
850
# of water main breaks (includes SEK non-potable)
17
18
20
# of water service breaks (includes SEK non-potable)
108
132
150
1
47
54
1,717
6,121
6,121
Civic buildings
3.2M
3.9M
9.8M
Parks & public spaces
16.9M
4.9M
13.4M
Transportation
17.3M
14.2M
19.1M
Solid waste
6.1M
7.5M
5.5M
Storm drainage
1.8M
0.6M
3.8M
Water
47.6M
20.2M
4.5M
Wastewater
5.8M
4.7M
6.0M
10,764
10,800
10,800
Bus stops
12
2
5
Construction
5
29
5
276
2
5
Air quality
4
23
5
Dog Parks
2
N/A
N/A
Bike lanes
30
9
5
Future road plans
10
10
5
5,968,823
3,815,869
3,044,100
204,106
197,711
190,000
Total lane kilometres of roads resurfaced (km) New water main pipe installed (m)
Renewal sanitary sewer main pipe installed (m)
Air quality - # of woodstoves exchanged for high-efficiency stoves Air quality - # of cubic metres of orchard wood waste chipped Total value of capital construction projects ($)
Total corporate greenhouse gas (GHG) emissions (CO2) (tonnes) Service request average response time by type (in calendar days)
Drainage
Transit ridership (# of people per year) Transit service (hours)
Page 170
2021 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview Division Summary
Per cent of General Fund operating
Integrated Transportation 74.5%
7%
Infrastructure Delivery 12.4% Infrastructure Engineering 10.3% Infrastructure 2.8%
Infrastructure
Net Operating
General fund operating = $157.6 M
Total = $10.4 M
Net operating expenditure ($ thousands) Departments Operating cost centres: Infrastructure 220 Infrastructure Infrastructure Engineering 176 Infrastructure Administration 221 Solid Waste Management 223 Infrastructure Engineering 245 Utility Planning * 246 Utility Planning - Wastewater * 247 Utility Planning - Water
* * * *
Infrastructure Delivery 214 Infrastructure Delivery 215 Utilities Construction 236 Wastewater Construction 237 Water Construction 263 Infrastructure Delivery - Wastewater 264 Infrastructure Delivery - Water
Actual 2019
Revised Preliminary Change from 2020 2021 prior year
Per cent change
539 539
285 285
289 289
5
1.7%
365 0 226 335 0 0 925
440 0 189 313 0 0 942
435 0 193 447 0 0 1,075
134
14.2%
1,010 125 0 0 0 0 1,135
1,077 135 0 0 0 0 1,211
1,150 144 0 0 0 0 1,294
83
6.9%
Page 171
2021 FINANCIAL PLAN
CITY OF KELOWNA
Continued Integrated Transportation 185 Integrated Transportation 192 Transportation Engineering 193 Transit and Programs 224 Strategic Transportation Planning 257 Kelowna Regional Transit Net operating expenditures Capital cost centres: Net capital expenditures Total Division net expenditures
363 782 134 230 5,720 7,228 9,828
352 843 163 239 9,358 10,955 13,393
298 883 163 310 6,102 7,757 10,416
(3,198) (2,977)
(29.2%) (22.2%)
0 0 9,828
0 0 13,393
0 0 10,416
0 (2,977)
0.0% (22.2%)
Total 13,393
FTE 29.4
*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) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
(3,502) 91 31
0.2 0.4
(3,380) 10,013
30.0
403 10,416
0.3 30.3
169 169
1.0 1.0
Note: Totals may not add due to rounding.
Page 172
2021 FINANCIAL PLAN
CITY OF KELOWNA
Infrastructure Fund 10 - All Funds Revenues/Expenditures by Category ($ thousands) Revenue ȋ Ȍ Total Revenue Expenditures ȋ Ȍ Total Expenditures Net Operating Expenditures Capital Expenditures Taxation Capital Net Operating & Tax Capital Exp. 2019 26.2 3.5 Note: Totals may not add due to rounding
2019
2020
2021
0 0 ( 9,171) ( 11,284)
0 0 ( 4,305) ( 12,731)
0 0 ( 5,104) ( 10,654)
0 0 ( 1,150) ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 21,604)
0 0 ( 2,035) ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 19,071)
0 0 ( 2,934) ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 18,692)
3,557 204 5,307 21,166 0 0 416
3,456 155 5,481 22,639 0 0 436
3,511 151 2,566 22,185 0 0 387
0 0 783 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 31,432
0 0 297 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 32,464
0 0 307 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 29,108
9,828
13,393
10,416
0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 9,828
0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 13,393
0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 10,416
2019 26.4 3.8
2020 26.8 2.6
2021 26.9 3.4
Page 173
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
(118,300)
(2,844,400)
0
530,600
2,432,100
0
0 OT
Infrastructure Division Maintain 175
Transit Base Operating Costs
175 Reid's Corner Landscaping Initiative 176 Preliminary Design Program
20,000
0
0
0
0
0
(20,000) OG
100,000
0
0
0
0
0
(100,000) OT
176 Miscellaneous Drainage
100,000
0
0
0
0
0
(100,000) OG
101,700
(2,844,400)
0
530,600
2,432,100
0
(220,000)
50,000
(50,000)
0
0
0
0
0 OT
50,000
(50,000)
0
0
0
0
0
50,000
(50,000)
0
0
0
0
0 OT
(150,400)
(39,200)
0
4,500
117,300
0
67,800 OG
30,000
0
0
0
0
0
(30,000) OT
15,100
0
0
0
0
0
(15,100) OT
150,000
0
0
0
0
0
(150,000) OT
120,000
0
0
0
(60,000)
0
(60,000) OT
214,700
(89,200)
0
4,500
57,300
0
(4,800)
0
0
0
0
0
4,800 OT
Total Maintain
(4,800)
0
0
0
0
0
4,800
Division Priority 1 Total
361,600
(2,983,600)
0
535,100
2,489,400
0
(402,500)
Total Priority 1 Operating
361,600
(2,983,600)
0
535,100
2,489,400
0
(402,500)
Total Maintain Growth 177 Landfill - Stormwater and Property Planning Total Growth New 177 Low Carbon Transportation: Neighbourhood Bikeway Program 178 STPCO Reorganization 178 Major Employer Commute Trip Reduction - Pilot Program 179 Co-op Student - Asset Management Data Analyst 179 Stormwater Basin Plan Downtown 180 Regional Goods Movement Study Total New
(187,300)
Maintain 109
* Travel Expense Reduction
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
Page 174
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Base Operating Costs
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: This request is to reflect the expected changes in revenue and costs in transit operations including management/labor, fuel, maintenance and lease fees, expansion and revenue reductions from declining ridership due to COVID-19. This operating request will decrease Conventional and Community by $2,614,571 and decrease Custom Transit by $89,822. Accumulated surplus funding will be used to offset the reduced ridership revenue and replaced with BC Transit grant funding when further details are provided.
Strategic Direction: 2021
Financial management - Cost to deliver services is quantified
Cost Reserve (118,300) (2,844,400)
Borrow 0
Division: Department:
Infrastructure Infrastructure Delivery
Title:
Reid's Corner Landscaping Initiative
Fed/Prov 530,600
Dev/Com 0
Revenue 2,432,100
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to implement a unique "meadow" concept at Reid's Corner (northeast corner of Highway 97 and Old Vernon Road) that reduces the need for water, fertilizer, mowing and on-going maintenance. Monitoring support and maintenance in the first two years is required to ensure success. The initial landscaping is being completed in 2020 with funding from the Ministry of Transportation and Infrastructure. This project is expected to be completed by end of 2022.
Strategic Direction: 2021 2022 2023
Cost 20,000 20,000 0
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 (20,000) (20,000) 0
Page 175
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Preliminary Design Program
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to advance studies and preliminary designs of future transportation projects. Preliminary plans facilitate strategic project implementation and a common understanding of future projects. These plans support land acquisition, improved budgeting, informed development coordination and funding from senior levels of government. Studies and plans inform future detailed design, supporting the effective and efficient delivery of a balanced transportation network. Intent is to be complete by the end of 2021, however, complexity and consultation could push completion into 2022.
Strategic Direction: 2021
Cost 100,000
Clear direction - Common understanding of future direction Reserve 0
Division: Department:
Infrastructure Infrastructure Delivery
Title:
Miscellaneous Drainage
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (100,000) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The City continues to see an unprecedented increase in the number of drainage issues related to climate/weather changes, groundwater interactions and increased hillside development. Budget is requested to help with the backlog of miscellaneous drainage projects in 2021 and 2022.
Strategic Direction: 2021 2022 2023
Cost 100,000 100,000 0
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 (100,000) (100,000) 0
Page 176
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Landfill - Stormwater and Property Planning
Growth
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to hire a consultant to review potential uses of the agricultural zoned properties surrounding the landfill. Currently these properties are leased to graze cattle and localized storm water is used for irrigation. The properties may require additional works to allow for storm water management in the Glenmore Basin when current leases expire in 2022. This planning will ensure that the medium term land use on these properties is consistent with the Official Community Plan and is compatible with setback requirements for landfill operations. This will be initiated by Civic Operations in conjunction with Real Estate and Utility Planning and completed in 2021.
Strategic Direction: 2021
Cost 50,000
Clear direction - Common understanding of future direction Reserve (50,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Low Carbon Transportation: Neighbourhood Bikeway Program
Revenue 0
Utility 0
Taxation 0 New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Neighbourhood Bikeways are an "all ages and abilities" lower-cost alternative to fully protected bike lanes on busier streets. They are typically located on lower traffic volume neighborhood streets and may include features such as wayfinding, traffic calming, and crossing treatments. Funds in 2021 would be used to advance network planning for the Neighborhood Bikeway Program included in Scenario 2 of the Transportation Master Plan. Budget is requested to address Council's Environmental Protection Priority Result Statement: Greenhouse gas emissions are decreasing and the Transportation & Mobility result statement: more trips by transit, carpooling, cycling & walking. It also helps deliver on Imagine Kelowna's goals to take action in the face of climate change, embrace diverse transportation options and build healthy neighbourhoods for all.
Strategic Direction: 2021
Cost 50,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (50,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 177
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
STPCO Reorganization
New
Priority: 1
ON-GOING PRELIMINARY
Justification: The Sustainable Transportation Partnership of the Central Okanagan (STPCO), formed in 2014 as a local government partnership to coordinate and support City and regional transportation interests, is winding down. Some of the responsibilities and resources are being transferred to the City of Kelowna to address Kelowna's growing and evolving needs for transportation. Some functions will be transferred to the Regional District of the Central Okanagan (RDCO), and as such a portion of the City's partnership funding will be allocated to the RDCO to support some regional functions such as the SD#23 traffic safety officer and active transportation promotion. The changes in the program will allow transportation functions (including transportation planning, new mobility, transit, education and communication) to continue with a renewed emphasis on the City of Kelowna.
Strategic Direction: 2021 2022 2023
Cost (131,400) (131,400) (131,400)
Financial management - Lower value activities are improved or stopped Reserve (39,200) (39,200) 0
Borrow 0 0 0
Fed/Prov 4,500 4,500 4,500
Dev/Com 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Major Employer Commute Trip Reduction - Pilot Program
Revenue 166,100 166,100 166,100
Utility 0 0 0
Taxation 0 0 (39,200) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Partnering with employers to help reduce the need for their employees to travel by single occupant vehicle is a costeffective way to reduce traffic congestion and greenhouse gas emissions. Building off the recent 'work from home' experience due to the pandemic, the time is right to engage employers to support them in offering more permanent flexible workplace arrangements. Typical programs provide employers with resources and incentives to help reduce single-occupancy vehicle trips to their work sites during rush hour. This pilot program would include designing a new commute trip reduction program tailored to the needs of employers in the City of Kelowna. The pilot program would be developed over one year, and, if successful, could be a candidate for ongoing implementation. Pilot program completion is expected by the end of 2021.
Strategic Direction: 2021
Cost 30,000
Transportation & mobility - Travel times are optimized Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (30,000)
Page 178
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Co-op Student - Asset Management Data Analyst
New
Priority: 1
ONE-TIME PRELIMINARY
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 2021.
Strategic Direction: 2021
Cost 15,100
Economic resiliency - Infrastructure deficit is reduced Reserve 0
Borrow 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Stormwater Basin Plan - Downtown
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (15,100) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: This request is for a stormwater system plan to be developed for the downtown catchment area feeding Mill and Brandts Creeks. This plan will help identify Minor and Major system infrastructure components to assist future development planning. The plan will be developed with a focus on Geographic Information System (GIS) mapping, 2D hydraulic model development, climate change factors and stormwater quality. Standards will be updated to current Bylaw 7900 protocols. Project is expected to be completed by end of 2021.
Strategic Direction: 2021
Cost 150,000
Environmental protection - Resiliency & adaptability to climate change Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (150,000)
Page 179
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Regional Goods Movement Study
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to develop a regional strategy for supporting goods movement, including deliveries and policies to right-size delivery vehicles in urban centres. The Study will coordinate with industry stakeholders and the province to identify goods movement solutions. As Kelowna and the surrounding region grows, goods movement and the delivery of goods will be critical for supporting businesses and the economy. This study will identify policies and solutions needed to ensure the sustainable movement of goods as our City and region grow. Anticipated 18 month study, to be completed Q1 2022.
Strategic Direction: 2021
Cost 120,000
Transportation & mobility - Travel times are optimized Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue (60,000)
Utility 0
Taxation (60,000)
Page 180
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
26,100
0
0
0
0
(17,400)
(8,700) OG
26,100
0
0
0
0
(17,400)
(8,700)
100,000
0
0
0
0
0
(100,000) OT
20,000
0
0
0
0
0
(20,000) OT
Infrastructure Division Maintain 182
Utilities Foremen Positions Total Maintain
New 182 Pandosy / Richter Transit Corridor Study 183 Public Education to Introduce New Infrastructure - Pilot Project 183 Bike Lane Snow Clearing Study
20,000
0
0
0
0
0
(20,000) OT
184 Strategy - Transportation Knowledge Opportunities - Pilot Program
20,000
0
0
0
0
0
(20,000) OT
Total New
160,000
0
0
0
0
0
(160,000)
Division Priority 2 Total
186,100
0
0
0
0
(17,400)
(168,700)
Total Priority 2 Operating
186,100
0
0
0
0
(17,400)
(168,700)
Page 181
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Utilities Foremen Positions
Maintain
Priority: 2
ON-GOING PRELIMINARY
Justification: These positions were approved for 2020 but cancelled due to COVID-19 budget reductions. The highest priority need for long term success and stability of the Utility Construction team is with these critical leadership foreman training positions. The Utility Construction Foreman position is demanding and takes years to achieve the training and certifications required. Having two additional Foremen in training positions will provide support for the current foremen and provide for an ideal succession plan. The annual cost of each position will be $101,300 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 (Drainage).
Strategic Direction: 2021 2022 2023
Cost 26,100 51,700 51,700
People - Ability to attract, select & retain talent Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Pandosy / Richter Transit Corridor Study
Dev/Com 0 0 0
Revenue 0 0 0
Utility (17,400) (34,400) (34,400)
Taxation (8,700) (17,300) (17,300) New
Priority: 2
ONE-TIME PRELIMINARY
Justification: The 2040 Official Community Plan (OCP) identifies Pandosy and Richter as ‘Transit Supportive Corridors', where new housing and commercial will be focused around high-quality transit service. This study will identify needed transit service and infrastructure improvements along the Pandosy and Richter corridors to accommodate future transit demand as this area grows. This study will provide answers to urgent questions such as land acquisition needs along Richter as the corridor redevelops, and how best to shift future trips between Downtown and the Pandosy Urban Centre to transit, which will be critical for managing traffic congestion along these corridors as they grow. This study is expected to be completed by end of 2021.
Strategic Direction: 2021
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)
Page 182
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Public Education to Introduce New Infrastructure - Pilot Project
New
Priority: 2
ONE-TIME PRELIMINARY
Justification: Historically, the City delivers new transportation infrastructure elements (within the Kelowna context) with little education to help people understand how they should be used. This has led to confusion and a lowered fundamental value of these design interventions. This request will help to introduce new infrastructure and technology to help residents and visitors get around. This will also include outreach regarding trail etiquette as our Active Transportation Corridors become busier and new types of vehicles become more popular (e-scooters, e-bikes, etc.) as well as educational collateral for new infrastructure elements including roundabouts, protected bike lanes, floating transit stops and the various design elements within them. The benefit is to maximize value from transportation improvements with a clear public understanding of how to use them. To be completed Q1 2022.
Strategic Direction: 2021
Transportation & mobility - More opportunities to learn about transportation
Cost 20,000
Reserve 0
Borrow 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Bike Lane Snow Clearing Study
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (20,000) New
Priority: 2
ONE-TIME PRELIMINARY
Justification: Currently, clearing bike lanes of snow is cost prohibitive. Historically the City has seen bike lanes as winter snow storage for travel lanes and sidewalks. To achieve goals set for cycling mode share, the City will need to see year-round cycling climb significantly. The first step was ensuring off-street pathways and protected bike lanes were cleared of snow. The City has been piloting this for multiple years now with good success. The next step is to challenge the current process of clearing on-street painted bike lanes and where snow is placed on the roadway. Budget is requested to study how snow plowing operations can allow for bike lane snow clearance without significant budget impact. This study is expected to be completed end of 2021.
Strategic Direction: 2021
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)
Page 183
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Strategy - Transportation Knowledge Opportunities - Pilot Program
New
Priority: 2
ONE-TIME PRELIMINARY
Justification: Aligning with council priorities, budget is requested to develop a communications strategy to elevate the conversation about transportation and mobility city-wide. This will provide the public with more opportunities to learn about transportation, including the causes of congestion. Without base knowledge on transportation fundamentals, it is difficult for residents to communicate their needs to the City in the context of our long-term planning horizon. A baseline of knowledge may help the public communicate their needs and improve the projects the City of Kelowna delivers and their acceptance within the community. This would be a 12 month pilot program and if successful, could become an on-going budget request. This pilot project is expected to be completed Q1 2022.
Strategic Direction: 2021
Cost 20,000
Transportation & mobility - More opportunities to learn about transportation Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (20,000)
Page 184
Civic Operations
2021 FINANCIAL PLAN
CITY OF KELOWNA
This page intentionally left blank.
Page 186
2021 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations The Civic Operations Division is responsible for managing, operating and maintaining the City’s infrastructure in a sustainable manner 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 150 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 the corporate 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 (597 vehicles/equipment) plus contract equipment procurement and management. Park Services is responsible for management, operations and maintenance of more than 200 parks including beaches, sports fields, trails, natural areas, forests, and beautification of the City. This branch also manages Kelowna Memorial Park Cemetery. Public Works is responsible for managing, operating and maintaining roads (1700 lane km), 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.
Page 187
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 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 • Continue to provide safe public infrastructure • Improve security camera infrastructure Social & Inclusive • Support services for vulnerable populations such as access to water and public washrooms Transportation & Mobility • Continue conversion of street markings to more durable road markings Vibrant Neighbourhoods • Continue to deliver beautiful, well maintained, parks and public land Economic Resiliency • Continue implementation of new asset management system and developing plans to reduce infrastructure deficit • Update infrastructure condition assessments Environmental Protection • Continue upgrading decorative and post-top lights to LED for energy savings • Implement chemical management plan • Installation of new water meters on-going Financial Management • Review and update contracts from service providers • Council approved new water rates beginning January 1, 2021. Clear Direction • Implement new Divisional Strategic Plans People • Improve employee engagement Base Business • Provide well maintained infrastructure • Provide excellent customer service
Page 188
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
4,803
4,900
5,000
878
807
800
21,081
20,800
21,500
# of hydrant permits and water bulk filling cards
185
160
170
# of traffic orders
142
128
135
Revenue collected for road usage permits ($)
408,584
380,000
375,000
Revenue collected for hydrant permits and water cards ($)
29,772
25,230
26,500
# of staff Attending Unit4, Service Request and SharePoint, and City Works training
13
14
14
# of staff attending Professional Financial and Strategic, Wellness and Better Workplace conference, Communication training
2
2
2
# of service requests
4,569
3,948
5,000
# of service requests completed within 48hrs
3,090
3,079
4,000
Admin # of locates # of road usage permits # of service requests processed
Buildings
City building electrical consumption (Kwh/yr)
15,043,910 15,000,000 15,000,000
City building natural gas consumption (GJ/yr)
63,149
63,000
63,000
# of off-leash dog parks per 100,000 residents
9
11
11
# of sports fields maintained
68
68
70
# of outdoor events supported
238
4
50
# of trees (streets and developed parks) maintained annually
3,800
3,900
4,000
# of trees and seedlings planted on City property
3,000
3,000
3,000
425
400
430
3,568
3,500
3,700
92
92
93
10,300
10,350
10,400
# of full time staff per hectare
0.06
0.06
0.06
Average cost to maintain a playground for a year ($)
1,015
1,020
1,030
# of service requests completed in five days or less
2,386
2,000
2,200
Total Solid Waste buried (tonnes)
156,566
141,000
140,000
Construction/demolition waste buried (tonnes)
54,011
52,000
48,000
Parks
# of funerals administered # of parks service requests administered Cost to maintain all parks per capita Average cost to maintain parks per hectare
Solid Waste
Page 189
2021 FINANCIAL PLAN
CITY OF KELOWNA
Continued 638
550
600
14.4M
14.5M
14.0M
Landfill site visits
235,229
240,000
235,000
Organics diverted from disposal (tonnes)
50,117
52,500
50,000
Gypsum diverted from disposal (tonnes)
3,043
4,500
3,000
Mandatory ‘Recyclables in Garbage’ surcharge ($)
62,427
55,000
50,000
Landfill gas managed (Millions standard cubic feet)
135
140
145
Net cost per tonne Organics processed for Glengrow ($)
35
29
33
Gross cost per tonne Organics processed for Glengrow ($)
41
40
44
74877
76125
77374
284,777
326,191
367,605
1,700
1,720
1,730
Bike lanes (lane km)
365
370
375
Curb & gutter (lane km)
860
865
870
800,000
900,000
900,000
2,000,000
2,000,000
2,000,000
# of staff attending core training
25
25
25
# of staff trained as Geo-tab super users
2
2
4
# of staff trained on using the scale at the Westside gravel pit
4
6
8
# of staff enrolled in training opportunities
2
4
4
# of staff attended Public works conferences
2
0
0
# of staff completing BC Mines supervisor certification
5
6
8
# of road marking service requests
168
120
110
# of road sign & street name requests
680
450
410
# of streetlight pole replacement
157
220
200
# of streetlight service requests
452
450
400
# of traffic signal service requests
208
220
220
Friable asbestos handled (tonnes) Landfill scale revenues ($)
Biogas sold to FortisBC Volume of CH4 (GJ) Total Payment received ($) Roads and Traffic Road maintained (lane km)
Operating cost of spring sweeping ($) Cost of snow removal ($)
Fleet Services Operating costs ($)
6,071,811
6,070,000
6,100,000
Fuel costs ($)
1,669,480
1,000,000
1,100,000
Page 190
2021 FINANCIAL PLAN
CITY OF KELOWNA
Continued Fleet size
695
646
660
3,864,537
3,800,000
3,800,000
675,000
661,000
670,000
# of hybrid Vehicles
22
24
25
# of electric Vehicles
3
12
17
5,793
4,923
5,626
Biosolids processed by composting (tonnes)
31,670
33,390
35,000
Volume of Ogogrow compost sold (cubic meters)
41,768
40,000
50,000
Volume of Glengrow compost sold (cubic meters)
17,402
35,000
35,000
Sales revenue from Glengrow ($)
220,835
300,000
275,000
Sales revenue from Ogogrow ($)
224,273
260,000
300,000
Net cost per tonne biosolids processed ($)
90
88
100
Gross cost per tonne biosolids processed ($)
95
95
105
# of biosolids composting odour reports
16
12
10
15
0
44
# of catch basins cleaned
9,955
11,708
12,000
Creek maintenance (person hours)
3,324
5,346
5,500
971
978
1,050
Wastewater Collection Network
7/13
7/13
9/13
Water Distribution
8/8
9/9
11/11
11/11
13/13
13/13
External hired equipment ($) Napa parts inventory ($)
# of garage work orders Utilities - Compost
Utilities – Drainage Drainage pipes cleaned (km)
Utilities - Networks # of requests - water on/off Utilities- # of operators with target level of certification
Water Supply
Page 191
2021 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview Per cent of General Fund operating
Division Summary Parks Services 41% Public Works 32%
21%
Building Services 20% Utility Services 3% Civic Operations Administration 2% Civic Operations 2%
Civic Operations Net Operating General fund operating = $157.6 M
Total = $32.4 M
Net operating expenditure ($ thousands) Departments Operating cost centres: Civic Operations 226 Civic Operations 168 Infrastructure Operations Civic Operations Administration 211 Civic Operations Finance & Administration Building Services 156 Building Services 204 Property Maintenance - Library 277 Energy Management Park Services 169 Park Services 170 Cemetery 172 Parks, Beaches & Sports Fields 174 Urban Forestry Public Works 180 Street Lights 188 Roadways Construction 189 Roadways Operations 190 Traffic Operations & Technical Support 212 Public Works 219 Traffic Signals & Systems
Actual
Revised Preliminary Change from
Per cent
2019
2020
2021
prior year
change
257 271 529
259 265 524
265 269 535
11
2.0%
631 631
761 761
773 773
12
1.5%
5,773 (21) 0 5,752
3,900 0 2,248 6,148
4,251 0 2,250 6,501
353
5.7%
865 0 9,664 2,397 12,927
656 0 9,491 2,523 12,671
664 0 9,849 2,628 13,140
470
3.7%
1,955 131 6,085 1,036 161 1,054 10,421
1,849 123 5,374 1,291 158 1,031 9,826
1,861 136 5,786 1,315 158 1,095 10,351
525
5.3%
Page 192
2021 FINANCIAL PLAN
CITY OF KELOWNA
Continued Utility Services 183 Solid Waste 184 Biosolids 201 Utility - Stormwater 213 Utility Services 199 Pumpstations - Stormwater 267 Water Quality & Customer Care - General Fleet Services 191 Fleet Services Net operating expenditures Capital cost centres: 301 Building Capital 302 Parks Capital 304 Transportation Capital 305 Solid Waste Capital 306 Storm Drainage Capital 310 Vehicle & Mobile Equipment Net capital expenditures Total Division net expenditures Note: Totals may not add due to rounding.
(200) 0 1,038 44 4 113 999
(200) 0 1,008 53 28 121 1,010
(200) 0 1,044 53 19 121 1,037
28
2.7%
35 35 31,293
51 51 30,991
51 51 32,389
0 1,398
0.0% 4.5%
1,595 3,703 5,414 0 1,025 304 12,041 43,334
395 3,052 3,895 0 275 252 7,869 38,860
2,721 2,342 5,293 0 500 11 10,866 43,255
2,998 4,395
38.1% 11.3%
Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
197 258 156
Total 30,991
FTE 206.7
612 31,603
2.1 3.0 0.1 211.9
786 32,389
0.8 212.7
305 305
0.6 0.6
Note: Totals may not add due to rounding.
Page 193
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Civic Operations Fund 10 - All 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 Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2019 45.5 164.1
Actual 2019
Revised 2020
Preliminary 2021
0 0 ( 34,370) ( 3,966)
0 0 ( 28,704) ( 4,539)
0 0 ( 30,400) ( 4,167)
( 168) 0 ( 407) _____________ ( 38,911)
( 528) 0 ( 548) _____________ ( 34,318)
( 200) 0 ( 208) _____________ ( 34,974)
17,863 7,035 17,859 13,612 0 0 3,519
18,699 6,713 15,846 13,246 0 0 3,835
19,248 7,090 15,645 13,739 0 0 3,422
9,394 0 921 _____________ 70,204
6,356 0 615 _____________ 65,309
7,603 0 615 _____________ 67,363
31,293
30,991
32,389
58,264 ( 46,223) _____________ 12,041 _____________ 43,334
101,006 ( 93,137) _____________ 7,869 _____________ 38,860
55,785 ( 44,919) _____________ 10,866 _____________ 43,255
Actual 2019 45.9 134.4
Revised 2020 47.8 158.9
Preliminary 2021 49.8 162.9
Note: Totals may not add due to rounding
Page 194
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
197 1475 Ellis St. Units 300 & 301 Operating 197 Landfill - Leachate Collection Cleaning 198 2020 Capital Operation and Maintenance Budget Reduction 198 Landfill - Gas Blower Maintenance
151,500
0
0
0
0
0
(151,500) OG
25,000
(25,000)
0
0
0
0
0 OT
(9,300)
0
0
0
0
0
9,300 OT
20,000
(20,000)
0
0
0
0
0 OT
199 Storm Network Outfall Inspections
20,000
0
0
0
0
0
(20,000) OG
0
(125,000)
0
0
125,000
0
0 OG
1,000
0
0
0
0
0
(1,000) OG
Civic Operations Division Maintain
199 Cook Road Boat Launch Dredging Top-up CAP 419 Crosswalk Safety - Signals and Flashers 200 Pedestrian Bridge Rehabilitation
10,000
0
0
0
0
0
(10,000) OG
200 Landfill - Buffer Maintenance
25,000
(25,000)
0
0
0
0
0 OG
201 Energy Savings Program
50,000
(50,000)
0
0
0
0
0 OT
201 Annual Roofing Maintenance Program 202 Landfill - Administration Building Facade Repairs 202 Security System Maintenance
60,000
0
0
0
0
0
(60,000) OG
50,000
(50,000)
0
0
0
0
0 OT
64,000
0
0
0
0
0
(64,000) OG
203 Piping Renewal
25,000
0
0
0
0
0
(25,000) OG
10,000
0
0
0
0
0
(10,000) OT
75,000
(75,000)
0
0
0
0
0 OT
260,000
0
0
0
0
0
(260,000) OG
4,200
0
0
0
0
0
(4,200) OG
13,600
0
0
0
0
0
(13,600) OG
7,000
0
0
0
0
0
(7,000) OG
2,200
0
0
0
0
0
(2,200) OG
20,000
0
0
0
0
0
(20,000) OG
7,000
0
0
0
0
0
(7,000) OG
1,400
0
0
0
0
0
(1,400) OG
CAP 418 Sidewalk Network Expansion
2,000
0
0
0
0
0
(2,000) OG
CAP 414 Transit - Bus Stop Renewal
1,000
0
0
0
0
0
(1,000) OG
CAP 421 Intelligent Transportation Systems
1,200
0
0
0
0
0
(1,200) OG
CAP 420 Traffic Signals and Roundabouts
3,500
0
0
0
0
0
(3,500) OG
10,000
0
0
0
0
0
(10,000) OG
0
0
0
0
0
0
0 OG
203 Bluebird Storm Pump Station Standby Pump 204 Technical Specification Development - Buildings 204 Snow & Ice Control and Street Sweeping CAP 393 Linear Park - DCC Program CAP 411 Houghton 1 DCC (Nickel - Rails with Trails), ATC CAP 410 Lakeshore 1 DCC (DeHart -Vintage Terrace), ATC Abbott Protected Bike Route 416 CAP (Rose - West), ATC CAP 416 Active Transportation Corridor/ Bicycle Network Expansion CAP 410 Casorso 4 DCC (Raymer - KLO), ATC CAP 417 Okanagan Rail Trail - Connectionto Waterfront Park Pathway
205
Wetland Rehabilitation
CAP 417 Central Green Pedestrian Overpass
Page 195
2021 FINANCIAL PLAN Page
CITY OF KELOWNA
Description
205 Landfill - Surface Water Monitoring CAP 390 Mission Recreation - Softball Diamonds (DCC) CAP 421 Transit - New Bus Stops
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
75,000
(75,000)
0
0
0
0
0 OT
0
0
0
0
0
0
0 OG
1,000
0
0
0
0
0
(1,000) OG
206
Sport Court Cleaning
10,000
0
0
0
0
0
(10,000) OG
206
Landfill - Pump Rentals
90,000
(90,000)
0
0
0
0
0 OG
1,086,300
(535,000)
0
0
125,000
0
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0
154,900
(66,400)
0
0
0
0
(88,500) OG
207 Rotary Beach North
10,000
0
0
0
0
0
(10,000) OG
207 Commonage - Odour Monitoring System Renewal 208 Commonage - Noxious Weed Management
25,000
0
0
0
(8,300)
(16,700)
0 OG
20,000
0
0
0
(6,700)
(13,300)
0 OG
209,900
(66,400)
0
0
(15,000)
(30,000)
(2,700)
600
0
0
0
0
2,100 OT
(2,700)
600
0
0
0
0
2,100
0
0
0
0
0
0
0 OT
0
0
0
0
0
0
0
13,000
0
0
0
0
0
(13,000) OG
Total New
13,000
0
0
0
0
0
(13,000)
Division Priority 1 Total
1,306,500
(600,800)
0
0
110,000
(30,000)
(785,700)
Total Priority 1 Operating
1,306,500
(600,800)
0
0
110,000
(30,000)
(785,700)
Total Maintain
(676,300)
Growth CAP 389 Ballou Park (DCC) CAP 389 Tower Ranch Park #1 (DCC) Total Growth New CAP 402 Fleet Growth
Total New
(98,500)
Maintain 109 * Travel Expense Reduction Total Maintain Growth 177 * Landfill - Stormwater and Property Planning Total Growth New 162 * Placemaking/Public Space Animation
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
Page 196
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
1475 Ellis St. Units 300 & 301 Operating
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The City has acquired two office spaces within a stratified office complex at 1475 Ellis Street. Budget is requested to pay for janitorial services, and routine/incidental maintenance consistent with service level expectations at other facilities.
Strategic Direction: 2021 2022 2023
Cost 56,100 56,100 56,100
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 - Leachate Collection Cleaning
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (56,100) (56,100) (56,100) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to perform a cleaning and inspection of the three major leachate collection pipes installed at the landfill to prevent bio-fouling of the system and ensure the system remains functional. These three collection pipes have been operational between 7 and 18 years and have not been cleaned or inspected during this time.
Strategic Direction: 2021
Cost 25,000
Economic resiliency - Infrastructure deficit is reduced Reserve (25,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 197
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
2020 Capital Operation and Maintenance Budget Reduction
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: This request is to reduce the operation and maintenance budget linked to the 2020 Roadway Urbanization ($4k) and Lakeshore 1 DCC (DeHart - Vintage Terrace), ATC ($5.3k) as the capital projects will not be completed in 2021, as anticipated.
Strategic Direction: 2021
Cost (9,300)
Other - Supports Base Business Reserve 0
Borrow 0
Division: Department:
Civic Operations Utility Services
Title:
Landfill - Gas Blower Maintenance
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 9,300 Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to perform maintenance on the landfill gas collection blower systems. This is preventative maintenance performed approximately every five years to ensure the system is operational and in compliance with the Provincial regulatory requirements. It is expected that this will be the last maintenance of the blowers before replacement.
Strategic Direction: 2021
Cost 20,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (20,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 198
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Storm Network Outfall Inspections
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The storm network has four Okanagan Lake outfalls that should be inspected annually to ensure risk management and preventative maintenance needs are met. These outfalls require divers to perform this inspection. 2021 Base Budget: $514
Strategic Direction: 2021 2022 2023
Cost 20,000 20,000 20,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Cook Road Boat Launch Dredging Top-up
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (20,000) (20,000) (20,000) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to extend the operating request approved in 2020 for Cook Road boat launch dredging to 2022. The 2020 request anticipated $125k from revenue. This revenue was not achieved, therefore budget is requested for funding from the parking reserve in 2021 and 2022. 2021 Base Budget: $250k
Strategic Direction: 2021 2022 2023
Cost 0 250,000 0
Environmental protection - Predictive modelling & forecasting Reserve (125,000) (250,000) 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 125,000 0 0
Utility 0 0 0
Taxation 0 0 0
Page 199
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Pedestrian Bridge Rehabilitation
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Pedestrian bridges within City parks are now part of an annual bridge inspection program administered by Infrastructure Delivery. Recent inspections have discovered a number of significant safety and operational issues that need to be addressed. Budget is requested for on-going repairs to railings, decking and sub-structure elements to protect the value of these assets. 2021 Base Budget: $7.4k
Strategic Direction: 2021 2022 2023
Cost 10,000 20,000 20,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Landfill - Buffer Maintenance
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (20,000) (20,000) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to fund an ongoing program to hire a contractor to re-establish fire breaks to mitigate fires. The BC Landfill Criteria requires a minimum 15 meter wide "fire break" be maintained around the Landfill. This budget would fund an initial clean up of this regulatory setback in 2021 and then allow for ongoing care in the years after that.
Strategic Direction: 2021 2022 2023
Cost 25,000 10,000 10,000
Environmental protection - Emergency response & preparation Reserve (25,000) (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
Page 200
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Energy Savings Program
Maintain
Priority: 1
ONE-TIME PRELIMINARY
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 (funded from the Energy Reserve) is for research, development and execution of key initiatives and projects. This budget will allow the Energy Committee and Building Services to investigate corporate energy reduction initiatives, develop business cases and implement energy conservation measures throughout the year as they are identified. 2021 Base Budget: $50k
Strategic Direction: 2021
Cost 50,000
Environmental protection - Resiliency & adaptability to climate change Reserve (50,000)
Borrow 0
Fed/Prov 0
Division: Department:
Civic Operations Civic Operations
Title:
Annual Roofing Maintenance Program
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: As the City's facilities continue to age, and the number of facilities continues to increase, an improved roofing maintenance and inspection program is required. This program will cover annual preventative maintenance of key roofing systems, and will provide information on expected life remaining, prioritization, and overall condition of roofing systems. The intent of this program is to prolong the life of these assets and help defer costly replacement projects.
Strategic Direction: 2021 2022 2023
Cost 60,000 60,000 60,000
Clear direction - Services, processes & business activities are transformed 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 (60,000) (60,000) (60,000)
Page 201
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Landfill - Administration Building Facade Repairs
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to perform maintenance and repairs to the exterior of the Glenmore Landfill Administration building. Building Services has identified that the wood structures have degraded, resulting in gaps allowing for water intrusion to the building envelope and significant pest control issues. Funding will be provided from the Landfill Reserve.
Strategic Direction: 2021
Cost 50,000
Economic resiliency - Infrastructure deficit is reduced Reserve (50,000)
Borrow 0
Division: Department:
Civic Operations Civic Operations
Title:
Security System Maintenance
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The infrastructure investment for camera systems, door card access systems, and security/fire systems has significantly increased in the last five years and includes systems in 54 facilities. Current infrastructure value is approx. $1.3M. Budget is requested to provide renewal on a 10 year cycle.
Strategic Direction: 2021 2022 2023
Cost 64,000 96,000 128,000
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 (64,000) (96,000) (128,000)
Page 202
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Piping Renewal
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The City has begun working to understand some of the implications of operating older facilities and how that relates to drinking water quality. An extensive testing program in 2020 showed some areas for concern, which have been mitigated with replacement of older piping sections. The intent is to continue this testing/replacement strategy on an ongoing basis to ensure that water quality inside of facilities meets the Canadian Drinking Water Guidelines.
Strategic Direction: 2021 2022 2023
Cost 25,000 25,000 25,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Bluebird Storm Pump Station Standby Pump
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,000) (25,000) (25,000) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Bluebird pump station is a single pump design. The criticality of this station requires a shelf ready stand by pump to prevent area flooding in the event of a failure.
Strategic Direction: 2021
Cost 10,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (10,000)
Page 203
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Technical Specification Development - Buildings
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: As the City continues to build more facilities, the requirement for a set of standards/specifications for buildings projects has become apparent. Budget is requested to fund the development of an internal specification package that will help ensure that construction methods are being implemented which align with the expectations of the City operations and maintenance departments. Attention will focus on mechanical and electrical systems and energy efficiency.
Strategic Direction: 2021
Cost 75,000
Clear direction - Services, processes & business activities are transformed Reserve (75,000)
Borrow 0
Fed/Prov 0
Division: Department:
Civic Operations Civic Operations
Title:
Snow & Ice Control and Street Sweeping
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Additional budget is requested for snow removal and sweeping on roads and City parking lots. An analysis of average expenditures over the last five years found that these budgets have been overspent due to significant snow and ice events and subsequent increased sand usage. Additional funding is requested to avoid depletion of the snow and ice reserve. The majority of funds requested are for additional contract services.
Strategic Direction: 2021 2022 2023
Cost 260,000 260,000 260,000
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 (260,000) (260,000) (260,000)
Page 204
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Wetland Rehabilitation
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Wetland management plans are currently being completed in co-operation with the Central Okanagan Land Trust (COLT), with financial support from the Okanagan Basin Water Board (OBWB). With well over 75% of the low-lying wetlands in the area under threat or lost to urbanization, it becomes increasingly important to work collectively with community groups to protect these resources. Budget is requested to implement some of the recommendations from the Plan.
Strategic Direction: 2021 2022 2023
Cost 10,000 10,000 10,000
Environmental protection - Resiliency & adaptability to climate change Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Landfill - Surface Water Monitoring
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to purchase and install water level and flow monitoring equipment at the Landfill. This is a recommendation of the City's consultant to monitor surface water volumes in key locations. This flow rate and volume information is critical to adequately design future storm water diversion system and retention ponds.
Strategic Direction: 2021
Cost 75,000
Environmental protection - Resiliency & adaptability to climate change Reserve (75,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 205
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Sport Court Cleaning
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Through capital expansion over the recent years there are now 50 sports courts through the City. Due to increasing interest in outdoor sports, staff have seen an increase in demand for court cleaning. This budget request will allow a contractor with specialized equipment to clean high demand sites once a year. 2021 Base Budget: $9.9k
Strategic Direction: 2021 2022 2023
Cost 10,000 10,000 10,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Landfill - Pump Rentals
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) Maintain
Priority: 1
ON-GOING PRELIMINARY
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: 2021 2022 2023
Cost 90,000 90,000 90,000
Environmental protection - Emergency response & preparation Reserve (90,000) (90,000) (90,000)
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 206
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Rotary Beach North
New
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested for operating and maintenance costs for a new property north of Rotary Beach Park (3676 Lakeshore Rd). The house at this site has been removed and the area is now open to the public. This property will be open from May 1 until the Labour Day weekend and maintenance will be conducted by a student.
Strategic Direction: 2021 2022 2023
Cost 10,000 10,000 10,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Commonage - Odour Monitoring System Renewal
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000) New
Priority: 1
ON-GOING PRELIMINARY
Justification: An odour monitoring system for the facility is an Operating Permit requirement. The current odour monitoring system became obsolete and unsupported in mid-2020. This system is being replaced using existing operational budget in 2020, however based on input from vendors we expect a subscription/service fee of $25k per year starting in 2021. Costs will be shared one-third with the City of Vernon and two-thirds with the City of Kelowna's Wastewater utility.
Strategic Direction: 2021 2022 2023
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 (8,300) (8,300) (8,300)
Utility (16,700) (16,700) (16,700)
Taxation 0 0 0
Page 207
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Commonage - Noxious Weed Management
New
Priority: 1
ON-GOING PRELIMINARY
Justification: Weeds such as Scotch Thistle are spreading within the Commonage site. This and other weed management has become an onerous task for staff. Budget is requested to hire a contractor to carry out a proper weed management program. The request is for $20k in 2021 for an initial large scale removal and $10k annually thereafter for maintenance. Costs will be shared one-third with the City of Vernon and two-thirds with the City of Kelowna's Wastewater utility.
Strategic Direction: 2021 2022 2023
Cost 20,000 10,000 10,000
Other - Extraordinary or Unforeseen Obligation Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (6,700) (3,300) (3,300)
Utility (13,300) (6,700) (6,700)
Taxation 0 0 0
Page 208
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Civic Operations Division Maintain 210
Sport Court Cleaning
20,000
0
0
0
0
0
(20,000) OG
210
Wetland Rehabilitation
10,000
0
0
0
0
0
(10,000) OG
2,000
0
0
0
0
0
(2,000) OG
10,000
0
0
0
0
0
(10,000) OG
CAP
-
Bertram Bridge ATC Connections
CAP
-
Master Planned Primary AT Routes
CAP
-
5,000
0
0
0
0
0
(5,000) OG
CAP
-
Road Safety & Operations Partnership with ICBC Safe Routes to School Program
3,000
0
0
0
0
0
(3,000) OG
CAP
-
Traffic Signals and Roundabouts
2,500
0
0
0
0
0
(2,500) OG
CAP
-
5,000
0
0
0
0
0
(5,000) OG
1,000
0
0
0
0
0
(1,000) OG
90,000
0
0
0
0
0
(90,000) OT
22,500
0
0
0
0
0
(22,500) OG
171,000
0
0
0
0
0
23,400
0
0
0
0
0
(23,400) OG
45,000
0
0
0
0
0
(45,000) OG
50,400
0
0
0
0
0
(50,400) OG
Traffic Signals and Roundabouts Kane & Valley CAP - Crosswalk Safety - Signals and Flashers 211 Ventilation and Air Quality Assessments - Essential Service Facilities 211 Parks Fencing and Signage Replacement Total Maintain
(171,000)
New CAP
-
Fleet Growth
212 Drinking Water Access Vulnerable Populations 212 HVAC Technician Position 213 Waste Receptacle Replacements
15,000
0
0
0
0
0
(15,000) OG
318 * Financial Analyst Position - Civic Operations
22,500
(13,800)
0
0
(2,900)
(5,800)
0 OG
Total New
156,300
(13,800)
0
0
(2,900)
(5,800)
(133,800)
Division Priority 2 Total
327,300
(13,800)
0
0
(2,900)
(5,800)
(304,800)
Total Priority 2 Operating
327,300
(13,800)
0
0
(2,900)
(5,800)
(304,800)
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Sport Court Cleaning
Maintain
Priority: 2
ON-GOING PRELIMINARY
Justification: Through capital expansion over the recent years there are now 50 sports courts through the city. Due to increasing interest in outdoor sports, staff have seen an increase in demand for court cleaning. This budget request will allow a contractor with specialized equipment to clean all sites once a year and higher demand sites more frequently. 2021 Base Budget: $9.9k
Strategic Direction: 2021 2022 2023
Cost 20,000 20,000 20,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
Wetland Rehabilitation
Borrow 0 0 0
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) Maintain
Priority: 2
ON-GOING PRELIMINARY
Justification: Wetland management plans are currently being completed in co-operation with the Central Okanagan Land Trust (COLT), with financial support from the Okanagan Basin Water Board (OBWB). With well over 75% of the low-lying wetlands in the area under threat or lost to urbanization, it becomes increasingly important to work collectively with community groups to protect these resources. $10k of budget is being requested as a priority one. An additional $10k will allow for further implementation of recommendations from the completed plan.
Strategic Direction: 2021 2022 2023
Cost 10,000 10,000 10,000
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 (10,000) (10,000) (10,000)
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2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Ventilation and Air Quality Assessments - Essential Service Facilities
Maintain
Priority: 2
ONE-TIME PRELIMINARY
Justification: Ventilation systems are key to the overall health and comfort of building occupants and emerging research indicates that it may be a factor in the spread of COVID-19. Funding is being requested to undertake an assessment program at City facilities which accommodate essential service workers (15 facilities). This assessment will guide and prioritize future renovations to work towards improving air quality. The results of this assessment should also help provide options for improving ventilation in other facilities, if desired.
Strategic Direction: 2021
Cost 90,000
Environmental protection - Emergency response & preparation Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Civic Operations Civic Operations
Title:
Parks Fencing and Signage Replacement
Dev/Com 0
Revenue 0
Utility 0
Taxation (90,000) Maintain
Priority: 2
ON-GOING PRELIMINARY
Justification: Parks is developing a new Asset Management Plan and staff have recognized that aging parks structures such as fencing and signage are not being replaced at an adequate rate. Staff are requesting additional funding for repair and replacements. 2021 Base Budget: $7.4k
Strategic Direction: 2021 2022 2023
Cost 22,500 29,000 38,500
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 (22,500) (29,000) (38,500)
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2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Drinking Water Access - Vulnerable Populations
New
Priority: 2
ON-GOING PRELIMINARY
Justification: Due to the current COVID-19 pandemic and Overdose crisis, lack of drinking water access for vulnerable populations has been exposed and exacerbated within the community. Due to COVID-19 protocols, access to drinking water that was previously available to vulnerable populations have been eliminated. The Lived Experience Circle on Homelessness, along with COVID-19 Response Outreach teams, have highlighted the lack of access to drinking water as a critical need not being met in our community. Federal Government funding helped to fill the gap this summer through funding water bottle distribution coordinated through local outreach teams. All outdoor water drinking fountains were opened and cleaned twice per day to combat potential spread of COVID-19. Despite these efforts, the need for access to healthy drinking water was not fully met. Budget is requested for a pilot project to install and maintain up to three new fountains. Grant opportunities will also be pursued, if available. Strategic Direction: 2021 2022 2023
Cost 45,000 15,000 15,000
Other - Extraordinary or Unforeseen Obligation Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Civic Operations
Title:
HVAC Technician Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (45,000) (15,000) (15,000) New
Priority: 2
ON-GOING PRELIMINARY
Justification: A HVAC Technician position is being requested to maintain current service levels, reduce operational and contracted services costs, support increased regulatory reporting requirements, and support the development and continuous improvement of the building systems automation program. The City currently has two full time HVAC staff supporting 200 facilities, supplemented with contract services. This new position would provide additional staff back-up and more ability to optimize our HVAC and building energy systems.
Strategic Direction: 2021 2022 2023
Cost 50,400 99,800 99,800
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 (50,400) (99,800) (99,800)
Page 212
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2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Waste Receptacle Replacements
New
Priority: 2
ON-GOING PRELIMINARY
Justification: Parks services manages over 720 waste receptacles, as part of our asset management plan we should be replacing approximately 20 per year. Many of these cans are beyond their life expectancy and require replacement. Furthermore, many of them are not wildlife proof in our natural parks. This budget request will go towards a long-term replacement plan. 2021 Base Budget: $29.2k
Strategic Direction: 2021 2022 2023
Cost 15,000 20,000 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 (15,000) (20,000) (25,000)
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Water Utility
2021 FINANCIAL PLAN
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2021 FINANCIAL PLAN
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Water Utility The City Water Utility sources its drinking water from Okanagan Lake and provides water to just over half of the Kelowna population. We serve approximately 73,000 customers from the Poplar Point, Eldorado, Cedar Creek, and the Swick Road pump stations. The City also provides non-potable water for irrigation in southeast Kelowna from Hydraulic Creek. The City water systems deliver up to 210 million litres of water per day and requires over 630km of pipes, 57 water pump stations, 4 treatment stations and 26 reservoirs to support water delivery. Local health authorities have described our Water Utility’s Source-to-Tap program as one of the best in BC. The programs goal is to identify hazards and weaknesses that can affect the safety and quality of our drinking water supply. The framework of the Sourceto-Tap program is the multi-barrier approach. The Southeast Kelowna and South Mission water systems, added through Phase 1 of the Kelowna Integrated Water Supply Plan, are an extension of the Cedar Creek system, adding 6,560 people to the potable supply.
Water utility - Performance measures Actual 2019
Estimated 2020
Proposed 2021
69
280
400
2,190
2,456
2,475
340
707
750
# of curb stops (service valves) exercised
6
581
4,000
# of landscape water use applications received
40
20
50
# of irrigation inquiries received
70
95
110
Volume potable water produced (million cubic metres)
16
17
18
Volume of non-potable water produced (million cubic metres)
8.65
6.45
7.00
# of days with turbidity co-efficient > 1 Nephelometric Turbity Unit (NTU)
0
0
0
# of days Water Quality Advisory (WQA) issued – Kelowna north distribution system
0
0
0
Water main flushed (km) Hydrants inspected & maintained (annual service) # of mainline valves exercised
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Continued # of days Water Quality Advisory issued – Kelowna south distribution system
0
0
0
# of days Water Quality Advisory issued – Swick Road distribution system
0
0
0
0.065
0.078
0.082
70
50
60
Electrical energy cost ($ per cubic meter water produced) # 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.
Budget overview Water Fund Expenditures Water Quality 30% Pumpstations 24% Capital expenditures 24% Utilities 8% Water Construction 6% WQ & CC Water 6% Utility Planning 2% Total = $18.8 M
Net operating expenditure ($ 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
Actual 2019
RevisedPreliminary Change from Per cent 2020 2021 prior year change
(9,744) 2,519 611 800 134 40 479 (5,162)
(10,940) 3,865 1,221 815 467 110 929 (3,533)
(12,324) 4,491 1,223 948 311 110 1,055 (4,186)
(653)
18.5%
2,769 2,769 (2,393)
3,533 3,533 0
4,186 4,186 0
653 0
18.5% 0.0%
*These cost centers belong to Infrastructure. Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
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Description of Operating program changes ($ thousands)
2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 Program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating request Total unfunded requests for 2021
(497) 764 (1,522)
Total (3,533)
FTE 45.8
(1,255) (4,788)
(0.2) 1.4 (0.6) 46.4
602 (4,186)
0.8 47.2
0 0
0.0
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations 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 2019 9.4 31.7
Actual 2019
Revised 2020
Preliminary 2021
0 ( 1,848) ( 12,899) ( 1,212)
0 ( 1,810) ( 16,886) ( 1,265)
0 ( 1,810) ( 15,244) ( 313)
0 0 ( 380) _____________ ( 16,339)
0 0 ( 1,538) _____________ ( 21,500)
0 0 ( 115) _____________ ( 17,482)
2,620 464 2,533 416 297 512 1,357
4,373 550 4,503 22 297 335 3,236
4,559 697 3,710 72 297 335 1,329
1 0 2,977 _____________ 11,177
0 0 4,650 _____________ 17,967
0 0 2,298 _____________ 13,297
( 5,162)
( 3,533)
( 4,186)
49,515 ( 46,746) _____________ 2,769 _____________ ( 2,393)
30,477 ( 26,945) _____________ 3,533 _____________ 0
4,509 ( 324) _____________ 4,186 _____________ 0
Actual 2019 11.0 23.4
Revised 2020 10.1 35.7
Preliminary 2021 10.1 37.1
Note: Totals may not add due to rounding
Page 220
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2021 Operating Requests Preliminary Budget Summary - Water Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
170,000
0
0
0
0
(170,000)
OG
50,000
0
0
0
0
(50,000)
OT
25,000
0
0
0
0
(25,000)
OG
12,500
0
0
0
0
(12,500)
OG
50,000
0
0
0
0
(50,000)
OT
307,500
0
0
0
0
(307,500)
130,000
0
0
0
0
(130,000)
OG
225 Water Operations - Growth
50,000
0
0
0
0
(50,000)
OG
225 Water Conservation Enhancement
53,000
0
0
0
0
(53,000)
OG
233,000
0
0
0
0
(233,000)
61,500
0
0
0
0
(61,500)
61,500
0
0
0
0
(61,500)
0
0
0
0
0
0
Total Maintain
0
0
0
0
0
0
Department Priority 1 Total
602,000
0
0
0
0
(602,000)
Total Priority 1 Operating
602,000
0
0
0
0
(602,000)
Water Maintain 222 Water Operations - Maintain 222 Pressure Reducing Valve Condition Assessment 223 Water Station Control Systems Renewal Project 223 Water System Control Cyber Security Upgrades 224 Water Operations - Supply Projects 2021 Total Maintain Growth 224 SEKID Infrastructure Repair Costs
Total Growth New 226 Instrument Electrician Technician Water Services Position Total New
OG
Maintain 109 * Travel Expense Reduction
OT
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 FINANCIAL PLAN
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2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Water Operations - Maintain
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: In order to continue to maintain previously approved levels of service and commitments for the existing water facilities additional funding is required on an ongoing basis: 1. To address increasing costs of chemicals, repair parts and purchase services that have seen 10% increases due to COVID-19, shipping and related issues ($30k) 2. Match budget to the actual fleet related costs of vehicles used ($90k) 3. Fund the operating costs of the new meter reading technology. This operating budget will need to increase annually as more meters are installed over the next five years. In time this will be offset by reductions in spending on staff manually reading meters. ($50k in 2021)
Strategic Direction: 2021 2022 2023
Cost 170,000 215,000 259,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Pressure Reducing Valve Condition Assessment
Dev/Com 0 0 0
Revenue 0 0 0
Utility (170,000) (215,000) (259,000) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Over 60 pressure reducing valves (PRV) were acquired by the City from the conversion of the old South East Kelowna Irrigation District (SEKID) irrigation system. These are key network components in maintaining operating pressures and are governed by Bylaw 7900. Nearly all of these valve systems are underground and require significant effort to access them to meet WorkSafeBC requirements. Full replacement of these items will take years to complete, however some PRV components are in better shape than others. This assessment will prioritize maintenance work required and provide cost estimates. To be completed by end of 2021.
Strategic Direction: 2021
Cost 50,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (50,000)
Page 222
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Water Station Control Systems Renewal Project
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: A majority of the Programmable Logic Controllers (PLC's) that control water system functions at more than 80 sites are more than 20 years old. Spare parts and customer support is no longer available for these PLC's. Budget is requested to allow for this equipment to be replaced with new units that are supported and function better with the data radios that have been replaced over the last few years. This will be a 5 yr project and budget requests will be submitted in 2024 and 2025. 2021 Base Budget: $2,500
Strategic Direction: 2021 2022 2023
Cost 25,000 31,000 37,000
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 System Control Cyber Security Upgrades
Dev/Com 0 0 0
Revenue 0 0 0
Utility (25,000) (31,000) (37,000) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: As per the recommendations of the Auditor General's report, Water Supply has been undertaking upgrades to "harden" the water system controls to prevent cyber-attacks and ensure reliable treatment and supply of drinking water to the residents of Kelowna. Budget is requested to upgrade hardware and software for work station security, host intrusion and anti-virus. Information Services has been consulted on the project components to ensure alignment with current City cyber-security protocols. This will be a three-year project (2021-2023).
Strategic Direction: 2021 2022 2023
Cost 12,500 16,500 8,500
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 (12,500) (16,500) (8,500)
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Water Operations - Supply Projects 2021
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to address larger replacement or upgrade projects that cannot be funded within the basic Water Supply operations and repair budgets for the following tasks: 1. Replace altitude valve at Dilworth reservoir that has reached end of service life ($20k) 2. Have supplier perform assessment and servicing of Ultraviolet reactors. Should occur every 3 years ($10k) 3. Condition assessment of Poplar Point and Cedar Creek building facilities ($20k)
Strategic Direction: Cost 50,000
2021
Other - Supports Base Business Reserve 0
Borrow 0
Division: Department:
Infrastructure Infrastructure Delivery
Title:
SEKID Infrastructure Repair Costs
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (50,000) Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Commencing January 2020, approximately 100 km of the former South East Kelowna Irrigation District (SEKID) pipe network became the City's responsibility for maintenance and emergency repairs. Emergency repairs are executed when required 24 hours a day, 7 days a week. Expenses associated with various repairs were absorbed within existing operating accounts in 2020. Budget is requested to accurately reflect current requirements related to the additional inherited pipe.
Strategic Direction: 2021 2022 2023
Cost 130,000 130,000 130,000
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 (130,000) (130,000) (130,000)
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2021 FINANCIAL PLAN
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2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Water Operations - Growth
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: In order to address growth in the water supply and distribution system, additional funding is required on an ongoing basis for the following: 1. To address the full scale of new potable water facilities constructed as part of the Water Integration Project including 2 booster stations, 2 reservoirs and 10 pressure regulating stations. 2. Maintain certification of an additional 700 backflow prevention devices installed on potable services at properties that use both potable and non-potable water from the City Utility.
Strategic Direction: 2021 2022 2023
Cost 50,000 51,000 52,000
Environmental protection - Emergency response & preparation Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Water Conservation Enhancement
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (50,000) (51,000) (52,000) Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Funding increase is requested to increase water conservation efforts through identification of leaks using advanced metering technology and increasing on site and customer contact to improve water conservation outreach, compliance monitoring of water restrictions and assisting the agricultural community to optimize water practices. This budget request is broken into two components: 1.Increased funding for water conservation consultant (specialist in consumption and irrigation). $40k 2.Funding for student analyst to work with water meter and water production data to diagnose consumption and water leaks quickly and leverage water consumption data for water restriction compliance and water conservation efforts. $13k
Strategic Direction: 2021 2022 2023
Cost 53,000 52,800 52,800
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 (53,000) (52,800) (52,800)
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2021 FINANCIAL PLAN
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2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Instrument Electrician Technician Water Services Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested for an additional full-time Instrumentation/Electrical Technician. There are currently only two Instrument Electricians in the Water Supply & Pumps Stations group. This position would allow the department to maintain current service levels for the highly sophisticated water pumping and treatment facilities, irrigation system and SCADA data radio systems.
Strategic Direction: 2021 2022 2023
Cost 61,500 100,000 100,000
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 (61,500) (100,000) (100,000)
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2021 FINANCIAL PLAN
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2021 Operating Requests Preliminary Budget Summary - Water Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
0
0
0
0
0
0
OG
0
0
0
0
0
0
0
0
0
0
0
0
Total New
0
0
0
0
0
0
Department Priority 2 Total
0
0
0
0
0
0
Total Priority 2 Operating
0
0
0
0
0
0
Water Maintain 182
* Utilities Foremen Positions Total Maintain
New 318 * Financial Analyst Position - Civic Operations
OG
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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Wastewater Utility
2021 FINANCIAL PLAN
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2021 FINANCIAL PLAN
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Wastewater Utility The City of Kelowna’s Wastewater Treatment Facility (WWTF), serves approximately 80 per cent of Kelowna’s population (including residents, businesses and industries) and is being expanded to reach unserviced areas and to accommodate the city's growth. The City’s wastewater treatment program is to protect Okanagan Lake and the connected waterways. If wastewater is not treated, it would flow directly into our freshwater sources - where we get our drinking water from. This would threaten public health, wildlife habitats, fisheries, tourism and recreation opportunities. In 2011, the City completed its largest infrastructure project to date, the expansion of the Wastewater Treatment Facility. With this project, the facility has been able to increase its capacity to treat water from 40 to 70 million litres a day. This will accommodate the City’s sewer servicing needs beyond 2030.
Wastewater utility - Performance measures Actual 2019
Estimated 2020
Proposed 2021
173
200
200
# of blocked mains
6
6
6
# of blocked services
86
71
75
Length of pipe closed-circuit TV (CCTV) inspected (km)
62
17
60
Volume of wastewater effluent (million cubic metres)
13
13
14
# of blocked sewers / 100km of sewer length (system reliability)
0
0
0
# of blocked service connections / 1000 service connections (system reliability)
3.2
2.6
2.8
Annual average effluent total nitrogen – Permit 6.0 (mg/l)
6
6
6
Annual average effluent total phosphorous – Permit 0.25 (mg/l)
0
0
0
0.82
0.82
0.80
# of odour complaints WWTF
0
0
0
# of odour complaints Tradewaste Treatment Facility
0
0
0
Sewer pipes cleaned (km)
Electrical energy consumed by collection system (kWh/ cubic meter wastewater pumped)
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2021 FINANCIAL PLAN
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Budget overview Wastewater Fund Expenditures
Wastewater Collection 29% Wastewater Treatment 34% Capital Expenditures 30% WQ & CC Wastewater 2% Wastewater Construction 2% Utility Planning - Wastewater 2% Infrastructure Delivery Wastewater 1% Total = $19.9 M
Net operating expenditure ($ thousands) Departments 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
Actual 2019
Revised Preliminary Change from 2020 2021 prior year
Per cent change
(15,653) 5,601 317 234 17 431 (9,053)
(9,632) 5,623 379 225 105 496 (2,803)
(13,115) 5,843 378 346 105 497 (5,945)
(3,142)
112.1%
3,303 3,303 (5,751)
2,803 2,803 0
5,945 5,945 0
3,142 0
112.1% 0.0%
*These cost centers belong to Infrastructure. Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating request Total unfunded requests for 2021 Note: Totals may not add due to rounding.
(155) 84 (3,647)
Total (2,803)
FTE 42.0
(3,718) (6,521)
(1.0) (0.4) 40.6
576 (5,945)
3.1 43.7
0 0
0.0
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Civic Operations Wastewater 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 2019 9.3 32.4
Actual 2019
Revised 2020
Preliminary 2021
0 ( 1,358) ( 18,094) ( 2,426)
0 ( 1,332) ( 18,373) ( 1,504)
0 ( 1,296) ( 18,427) ( 1,373)
0 ( 4,971) ( 565) _____________ ( 27,414)
0 ( 1,313) ( 907) _____________ ( 23,429)
0 0 0 _____________ ( 21,096)
3,424 748 3,285 79 1,644 4,339 3,806
4,014 859 3,764 102 790 1,661 4,714
4,218 884 3,784 102 350 693 3,543
654 0 382 _____________ 18,361
156 0 4,566 _____________ 20,626
156 0 1,419 _____________ 15,151
( 9,053)
( 2,803)
( 5,945)
7,907 ( 4,604) _____________ 3,303 _____________ ( 5,751)
10,574 ( 7,771) _____________ 2,803 _____________ 0
6,000 ( 55) _____________ 5,945 _____________ 0
Actual 2019 8.6 25.6
Revised 2020 9.0 33.0
Preliminary 2021 9.0 34.7
Note: Totals may not add due to rounding
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2021 Operating Requests Preliminary Budget Summary - Wastewater Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
50,600
0
0
0
0
(50,600)
OG
250,000
0
0
0
0
(250,000)
OG
75,000
0
0
0
0
(75,000)
OT
150,000
0
0
0
0
(150,000)
OT
525,600
0
0
0
0
(525,600)
50,000
0
0
0
0
(50,000)
50,000
0
0
0
0
(50,000)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
OG
0
0
0
0
0
0
OG
Total New
0
0
0
0
0
0
Department Priority 1 Total
575,600
0
0
0
0
(575,600)
Total Priority 1 Operating
575,600
0
0
0
0
(575,600)
Wastewater Maintain 235 Instrument Electrician Technician Wastewater Position 235 Wastewater Treatment Succession Planning Positions 236 Poplar Point Lift Station Kiosk 236 Sewer Lift Station Condition Assessment Total Maintain New 237 Sewer Connection Area Bylaw Review Total New
OT
Maintain 109 * Travel Expense Reduction Total Maintain
OT
New 207 * Commonage - Odour Monitoring System Renewal 208 * Commonage - Noxious Weed Management
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Instrument Electrician Technician Wastewater Position
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: This request is to add an additional full time Instrumentation/Electrical Technician position. Optimizing the efficiency, lifecycle and ultimately value of wastewater infrastructure is requiring more sophisticated systems and data management. Additional lift stations are added to the system annually due to City growth and an additional I/E technician is requested to perform the required maintenance on electrical and control systems. Additionally, this position would allow the department to maintain current service levels and help address growing data needs for the highly sophisticated wastewater facilities, landfill gas system and commonage facility, 50+ sanitary and storm lift stations and manage over 6000 SCADA data points.
Strategic Direction: 2021 2022 2023
Cost 50,600 100,000 100,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Civic Operations Utility Services
Title:
Wastewater Treatment Succession Planning Positions
Revenue 0 0 0
Utility (50,600) (100,000) (100,000) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The wastewater treatment facility is facing a loss of a significant portion of the workforce due to retirement in the next 2-4 years. This request for additional wages is for succession planning within the wastewater utility. The positions that will require succession planning are: Wastewater Treatment Operators, Millwrights and I/E Technicians.
Strategic Direction: 2021 2022 2023
Cost 250,000 250,000 0
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 (250,000) (250,000) 0
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2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Poplar Point Lift Station Kiosk
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: The electrical kiosk at the poplar point location is in danger of being flooded when we have high lake events as experienced in 2017 and 2020. Many staff hours are spent trying to protect equipment at this site. This request is to move the kiosk to the other side of the site to prevent damage due to lake levels.
Strategic Direction: 2021
Cost 75,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Sewer Lift Station Condition Assessment
Dev/Com 0
Revenue 0
Utility (75,000) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: The City owns and operates 48 sewer lift stations that must remain in operation with backup capabilities at all times. Budget is requested to engage a consultant to inspect and review 12 existing lift station facilities and compare current operational parameters against design expectations. Focus will be on a major review of the Water Street and Gyro Lift Stations, as well as 10 additional facilities. The results of this work will lead to a recommended priority list for repair or full replacement, and assist with long term capital planning. This assessment is the second phase of a process initiated in 2019. To be completed by end of 2021.
Strategic Direction: 2021
Cost 150,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (150,000)
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2021 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Sewer Connection Area Bylaw Review
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to update the Sewer Connection Bylaw with new unit costs and new minimum charge allocations. Staff are currently reviewing internal processes that use this legislation with intention to improve the City's grant eligibility and development opportunities. The review is expected to be completed by end of 2021.
Strategic Direction: 2021
Cost 50,000
Economic resiliency - City policies are enabling investment Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (50,000)
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2021 Operating Requests Preliminary Budget Summary - Wastewater Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
0
0
0
0
0
0
OG
0
0
0
0
0
0
0
0
0
0
0
0
Total New
0
0
0
0
0
0
Department Priority 2 Total
0
0
0
0
0
0
Total Priority 2 Operating
0
0
0
0
0
0
Wastewater Maintain 182
* Utilities Foremen Positions Total Maintain
New 318 * Financial Analyst Position - Civic Operations
OG
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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Active Living & Culture
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Active Living & Culture The Active Living & Culture Division provides a leadership role in enriching the social health and well-being 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: 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 management of division-wide marketing and promotion. 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, active and inclusive community. Cultural Services provides programs and services to support cultural development in the community. This includes oversight of cultural policies and plans, organizing special events and convenings, maintaining healthy partnerships with cultural facility operators, community organizations and professional and emerging artists, administering grant programs and operating the Kelowna Community Theatre. Social Development provides leadership to convene community groups, agencies and other levels of government to collectively address complex social issues. The main focus is to build capacity of multi-sector stakeholders to work within a collaborative framework 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 Sport for Life (S4L) promotion and implementation; event permitting, development and procurement; organizational development and facility operations support.
2021 Divisional drivers & activities Drivers • • • • •
Encourage active healthy lifestyles Build strong neighbourhoods Nurture lifelong participation in sport Enhance cultural vibrancy Facilitate development of events
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• •
CITY OF KELOWNA
Enhance social sustainability Support effective management and operation of sport, recreation and cultural facilities
Activities Community Safety • Identify synergies between Block Watch and Block Connector programs and merge or enhance the programs based on collaborative strengths. Social & Inclusive • In partnership with community stakeholders, a plan to engage and support youth development will be developed. The goal of the plan is to create healthy opportunities for youth and create upstream programs to build resiliency. • Support the Central Okanagan Journey Home Society in the implementation and reporting on the progress of the Journey Home Strategy. • Intentionally evaluate and enhance existing programs, services and processes to create equitable, diverse and inclusive experiences for all residents of our community. Vibrant Neighbourhoods • In partnership with Creative Okanagan and local music enthusiasts, complete the Central Okanagan Music Strategy in order to advance the sustainability of the music industry in the Central Okanagan. • Continue to work with event organizers to explore adaptations and modifications for scheduled events to ensure the effective delivery of community events within COVID-19 protocols • Further develop the Bernard Avenue initiative and explore new opportunities to animate community hubs throughout the City. • Begin development of a Sports, Arts & Culture community signature event that bring our citizens together to celebrate our unique heritage and history, and showcase our City. • Working in partnership with arts organizations and the community, determine the feasibility and future processes for the development of a new cultural space to be located within the development at 350 Doyle Avenue. Economic Resiliency • Along with community partners, Active Living & Culture will launch the Building Excellence and Sustainability Together Intensive (BESTI) program that supports not-for-profits to take concrete steps toward developing stronger governance, management, administrative systems, financial resources, and programs. • Support the recovery and sustainability of not-for-profit organizations who were significantly impacted by COVID-19 and need assistance to survive the current circumstances and be better prepared for future challenges. Financial Management • In anticipation of the H2O Adventure Fitness Centre Management and Operating Agreement expiring in 2023, commence a review to determine a future operating and management model. Clear Direction • Complete a Community Impact and Benefits of Culture Report to report on the progress made on the 20202025 Cultural Plan. • Work with Provincial & Regional partners to develop and implement a "quality sport assurance" program that monitors the health & sustainability of Local Sport Organizations and contributes to a strong sport delivery system. • Continue implementation of Community Sport Plan, with an emphasis on organizational sustainability, participation initiatives, Sport for Life programming and facility development. • Conduct an analysis and potential program for (City) presentations/co-presentations delivered at the Kelowna Community Theatre.
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2021 FINANCIAL PLAN
•
CITY OF KELOWNA
Improve the customer experience and administrative requirements for Sport league/program participants through an innovative and interactive league management software platform.
Base Business • Continue to work collaboratively with health authorities and provincial agencies, local non-profits, facility operators and program participants to ensure adherence to COVID-19 protocols in all City programs and City owned and operated facilities. • Evaluate the current program registration process in order to create an accessible and seamless engagement throughout the entire customer registration experience. • Transition all granting programs to an online platform in order to streamline the interface between local community groups and the City of Kelowna and reduce barriers for application and reporting.
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
# of program registrations and drop-ins
30,964
13,870
15,480
# of drop-in admissions sold – pool & facility
25,228
6,500
12,614
# of PRC memberships sold – pool & facility
2,876
1,150
1,440
# of 10 and 20 visit passes sold – pool & facility
1,610
400
806
103,475
25,118
51,372
# of access passes sold
832
231
416
# of recreation opportunity coupons redeemed
8688
2500
4344
# of outdoor event permits (excluding film permits) processed
179
25
90
# of film permits (new)
15
8
15
22.05
23.75
24.5
# of theatre rentals
234
50
140
# of theatre black box rentals
176
65
100
# of organizations supported by Social Development Grants
25
25
23
# of Athletic Excellence Grants approved
33
0
25
# of Sport Development Grants provided
7
0
7
# of organizations supported by Cultural Grants
36
40
42
# of Cultural District Walking Tour participants
138
40
150
# of volunteers (includes programs and theatre)
208
99
200
# of volunteer hours (includes programs and theatre)
11,526
1,790
7,600
# of participants in free community events (i.e. Park n Play and Dancing in the Park)
11,000
1,950
5,600
# of total memberships scanned at PRC – pool & facility
Investment in arts, culture & heritage by City of Kelowna per capit
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2021 FINANCIAL PLAN
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Continued # of hours booked in arenas
12,000
9,000
12,000
# of hours booked in stadiums/sportsfields
31,700
11,000
30,000
# of general programs delivered vs planned (%)
80
50
70
# of aquatic lessons delivered vs planned (%)
96
37
86
# of memberships renewed – pool & facility (%)
62
50
64
# of service requests completed in two days or less (%)
60
51
60
Budget overview Per cent of General Fund operating
Division Summary Sport & Event Services 34% Cultural Services 20%
7%
Recreation & Business Services 16% Active Living & Culture 12% Community & Neighbourhood Services 17%
Active Living & Culture
Community Theatre 1%
Net Operating
General fund operating = $157.6 M
Total = $10.4 M
Net operating expenditure ($ thousands) Departments Operating cost centres: Active Living & Culture 159 Cultural Services 161 Community Theatre 164 Active Living & Culture 165 Recreation & Business Services 166 Sport & Event Services 167 Community & Neighbourhood Services Net operating expenditure Capital cost centres: 309 Recreation Capital Net capital expenditures Total Division net expenditures
Actual
Revised Preliminary Change from
Per cent
2019
2020
2021
prior year
change
2,472 142 1,040 2,011 3,296 956 9,917
2,123 226 834 1,723 3,704 1,730 10,340
2,111 148 1,244 1,617 3,508 1,741 10,368
28
0.3%
0 9,917
0 10,340
0 10,368
0 28
0.0% 0.3%
Note: Totals may not add due to rounding.
Page 244
2021 FINANCIAL PLAN
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Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
Total 10,340 (270) 205 (131)
FTE 73.0 2.7
(196) 10,144
75.7
224 10,368
(2.1) 73.6
220 220
0.0
Note: Totals may not add due to rounding.
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Active Living & Culture - General 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 2019 16.7 56.8
Actual 2019
Revised 2020
Preliminary 2021
0 0 ( 5,049) ( 450)
0 0 ( 3,752) ( 239)
0 0 ( 3,943) ( 424)
( 45) 0 ( 130) _____________ ( 5,674)
0 0 ( 458) _____________ ( 4,449)
0 0 ( 60) _____________ ( 4,427)
5,914 198 4,096 3,714 0 0 0
6,109 207 4,166 3,491 0 0 0
6,112 194 3,777 3,988 0 0 0
0 0 1,669 _____________ 15,591
0 0 817 _____________ 14,789
0 0 724 _____________ 14,795
9,917
10,340
10,368
0 0 _____________ 0 _____________ 9,917
0 0 _____________ 0 _____________ 10,340
0 0 _____________ 0 _____________ 10,368
Actual 2019 15.9 53.6
Revised 2020 17.0 56.0
Preliminary 2021 17.0 56.6
Note: Totals may not add due to rounding
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2021 FINANCIAL PLAN
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
248 Community Theatre Operating Changes - COVID-19 248 Sports and Events Services Operating Changes - COVID-19 249 Community and Neighbourhood Operating Changes - COVID-19 249 Sport League Management Software 250 H2O Adventure Fitness Centre Operating Model Review 250 Sport Development - Small Equipment Program
(221,600)
(70,000)
0
(45,600)
337,200
0
0 OT
(7,600)
(22,500)
0
(70,600)
100,700
0
0 OT
(27,800)
0
0
(133,200)
161,000
0
0 OT
50,000
0
0
0
0
0
(50,000) OG
50,000
(50,000)
0
0
0
0
0 OT
0
0
0
0
0
0
0 OG
Total Maintain
(157,000)
(142,500)
0
(249,400)
598,900
0
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0
130,000
0
0
0
0
0
(130,000) OT
50,000
0
0
0
0
0
(50,000) OG
180,000
0
0
0
0
0
(5,800)
0
0
0
0
0
5,800 OT
Total Maintain
(5,800)
0
0
0
0
0
5,800
Division Priority 1 Total
17,200
(142,500)
0
(249,400)
598,900
0
(224,200)
Total Priority 1 Operating
17,200
(142,500)
0
(249,400)
598,900
0
(224,200)
Active Living & Culture Division Maintain
(50,000)
Growth 251 Journey Home Funding Total Growth New 251 Recovery and Future Sustainability Program 252 Community Signature Event Total New
(180,000)
Maintain 109 * Travel Expense Reduction
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 Operating Request Details Division: Department:
Active Living & Culture Cultural Services
Title:
Community Theatre Operating Changes - COVID-19
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Restrictions imposed on gatherings and social distancing are anticipated to impact Kelowna Community Theatre (KCT) operations well into 2021. Based on best understanding of the return to operations anticipated by sector professionals across the country, KCT is expected to gradually reopen through 2021 and likely not reach full house operations until Fall 2021. While the return of audiences in large numbers is still uncertain, KCT budget has been modified to the most likely scenario of revenues and expenses for 2021. These revenue shortfalls and facility reopening and operating costs will be offset by the COVID-19 Safe Restart Grants for Local Governments. Base Budget Revenues: $542k Expenses: $563k
Strategic Direction: 2021
Cost (221,600)
Other - Extraordinary or Unforeseen Obligation Reserve (70,000)
Borrow 0
Fed/Prov (45,600)
Dev/Com 0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Sports and Events Services Operating Changes - COVID-19
Revenue 337,200
Utility 0
Taxation 0 Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Restrictions imposed on gatherings and social distancing are anticipated to impact sport and events well into 2021. Based on our best understanding of the current return to sport/event plans and anticipated regulatory progressions, programs, tournaments and events will not return to the new-normal until late 2021. While the cost to operate facilities and deliver programs remains relatively constant the level of participant capacity and uptake will be impacted. Sport and Event budget has been modified to the most likely scenario of revenues and expenses for 2021. These revenue shortfalls and facility reopening and operating costs will be offset by the COVID-19 Safe Restart Grants for Local Governments. 2021 Base Budget Revenues:$1.1M Expenses:$97.9k
Strategic Direction: 2021
Cost (7,600)
Other - Extraordinary or Unforeseen Obligation Reserve (22,500)
Borrow 0
Fed/Prov (70,600)
Dev/Com 0
Revenue 100,700
Utility 0
Taxation 0
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2021 FINANCIAL PLAN
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2021 Operating Request Details Division: Department:
Active Living & Culture Community & Neighbourhood Services
Title:
Community and Neighbourhood Operating Changes - COVID-19
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Restrictions imposed on gatherings and social distancing are anticipated to impact aquatic operations and fitness centres well into 2021. Based on guidelines provided by the Lifesaving Society and the BC Recreation and Parks Association, aquatic & fitness centres will be required to operate at a reduced capacity to accommodate distancing. There will be fewer participants allowed in programs, less flexibility in lane swim times and modified fitness centre usage resulting in lower participation rates. While the cost to operate facilities and deliver programs remains relatively constant, the potential for revenue generation will be impacted. The aquatic and fitness budget has been modified to the most likely scenario of revenues and expenses for 2021. These revenue shortfalls and facility reopening and operating costs will be offset by the COVID-19 Safe Restart Grants for Local Governments. 2021 Base Budget Revenue:$737.8k Expenses:$149k
Strategic Direction: 2021
Cost (27,800)
Other - Extraordinary or Unforeseen Obligation Reserve 0
Borrow 0
Fed/Prov (133,200)
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Sport League Management Software
Dev/Com 0
Revenue 161,000
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The City's Adult Sport Leagues provide participants with an inclusive and accessible way to enjoy competitive recreation opportunities. As part of the delivery, staff provide services to approximately 650 teams/year over 4 seasons of play in a multitude of sports. This equates to over 8,000 participants, and revenues greater than $200,000 annually. Though the on-field Sports League product is extremely well-received, the administrative processes are somewhat antiquated and inefficient for participants and administrators alike. Operating in a competitive environment, the shift to a mobile and interactive league management software will allow the City to improve the quality of its services to its customers while providing a more efficient and effective administrative process for staff. This request will go towards the sourcing, development and implementation of a third party software app to support the delivery of Sport Leagues.
Strategic Direction: 2021 2022 2023
Cost 50,000 10,000 10,000
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 (50,000) (10,000) (10,000)
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2021 FINANCIAL PLAN
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2021 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
H2O Adventure Fitness Centre Operating Model Review
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: The Lease and Operating Agreement with the YMCA for the operation of the H2O Adventure Fitness Centre is in the process of being extended to December 2023 to allow for an operational reset period as a result of COVID-19. At the conclusion of this term the contract will come to an end and the City will need to determine and implement a future operating and management model. Consulting funds are required to support the review of the existing agreement, City expectations for this facility, review of operating & management models, and recommendations for future direction. This work is expected to take place over 2021 and 2022.
Strategic Direction: 2021
Cost 50,000
Financial management - Cost to deliver services is quantified Reserve (50,000)
Borrow 0
Fed/Prov 0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Sport Development - Small Equipment Program
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The City operates a number of facilities that support the delivery of organized sport and events as well as casual use. Throughout the year, various small equipment needs arise that are required to ensure a quality sport/recreation experience. Starting in 2022 this request will provide the ongoing budget required to support small equipment replacement and improvements throughout the year. Example of items needed include: Mission Quad deck netting, Jack Robertson Park light controller, Kinsmen Media Centre security system, Memorial Arena edger, and a timer for the Quilchena Waterpark.
Strategic Direction: 2021 2022 2023
Cost 0 40,000 50,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (40,000) (50,000)
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2021 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
Journey Home Funding
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: The Central Okanagan Journey Home Society (COJHS) has transitioned into the leadership role in Journey Home Strategy implementation. In under 2 years COJHS has demonstrated success in priority areas including: systems mapping/planning, progress towards data integration, system-wide coordinated access to housing/shelters. The Strategy provided a detailed operational/financial plan designed to accommodate the COJHS's evolution over the 5year period. With the goal of addressing chronic homelessness by 2024, COJHS is requesting that the current funding timeline be extended to align with the 5-year Strategy and the Memorandum of Understanding with the City, both ending in 2023. 2021 Base Budget: $150k
Strategic Direction: 2021 2022 2023
Cost 0 150,000 150,000
Social & inclusive - Homelessness is decreasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Active Living & Culture Active Living & Culture
Title:
Recovery and Future Sustainability Program
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (150,000) (150,000) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: The Recovery and Future Sustainability Program is a one-time grant funding program to support arts, culture, sport and event organizations who continue to be significantly impacted by lost earned revenue as a result of COVID-19. More specifically, this fund is intended to support organizations impacted by lost participant or membership fees, lost ticket sales, or cancelled community events/festivals. The funding is not intended to make organizations whole but rather to assist with recovery and future sustainability planning and ensuring that the organization survives the current circumstances and where possible avoids a gap in service to residents. The program will be available to non-profit organizations where similar provincial/federal is not available.
Strategic Direction: 2021
Cost 130,000
Other - Extraordinary or Unforeseen Obligation Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (130,000)
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2021 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Community Signature Event
New
Priority: 1
ON-GOING PRELIMINARY
Justification: Many cities have a signature event that shapes and defines their community. At one time, the Regatta was Kelowna's feature event however, there's currently not an event that fully embraces Kelowna's identity. In the aftermath of the COVID-19 pandemic, it's more valuable now than ever to bring our citizens together to celebrate our unique heritage and history, and showcase our City. The City's Event Services team is looking to develop and lead the initiation, growth, and eventual tradition of such an event. The planning process will bring together the sport, arts and culture sectors and include significant collaboration and involvement from local event organizers. This request will be directed towards the significant planning, development, and delivery of a large scale "signature" event of this nature on an annual basis.
Strategic Direction: 2021 2022 2023
Cost 50,000 50,000 50,000
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 (50,000) (50,000) (50,000)
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
100,000
0
0
0
0
0
(100,000) OG
100,000
0
0
0
0
0
(100,000)
120,000
0
0
0
0
0
(120,000) OT
Total New
120,000
0
0
0
0
0
(120,000)
Division Priority 2 Total
220,000
0
0
0
0
0
(220,000)
Total Priority 2 Operating
220,000
0
0
0
0
0
(220,000)
Active Living & Culture Division Growth 254 Journey Home Funding Total Growth New 254 Social Policy Framework Development
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
Journey Home Funding
Growth
Priority: 2
ON-GOING PRELIMINARY
Justification: Central Okanagan Journey Home Society (COJHS) is requesting increased funding to address the Strategy implementation priority areas. Funding raised to date essentially matches the current annual City contribution, however, several challenges have curtailed fundraising efforts at the same time as demands and opportunities are far outweighing current resources. Additional funding would contribute to the following priority areas: Lived Experience and Youth programs, marketing and communications, and performance management and reporting (Built for Zero data integration) to inform data driven decision making. The funding increase would align with the 5-year Strategy and the Memorandum of Understanding with the City, both ending in 2023. 2021 Base Budget: $150k
Strategic Direction: 2021 2022 2023
Cost 100,000 100,000 100,000
Social & inclusive - Homelessness is decreasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Active Living & Culture Active Living & Culture
Title:
Social Policy Framework Development
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (100,000) (100,000) (100,000) New
Priority: 2
ONE-TIME PRELIMINARY
Justification: There is significant evidence that planning for community social success and sustainability can prevent or, at a minimum, mitigate the likelihood of future social issues. Such investment costs a fraction of overall long-term management costs related to social issue impacts. A Key Learning Paper commissioned this year demonstrates best practices focus on the role cities can play through social policy to support a coordinated long-term approach to planning for community social health. This approach will strengthen the ability to plan for, coordinate and integrate efforts, and take action to address overall social needs in order to create and maintain a safe, inclusive, and healthy community. One-time funding is requested for a 12 to 18 month project to develop a Social Policy Framework that defines the City's role, indicators of community social health, trends and priority for actions to inform decision-making on allocating resources to address existing, emerging, and future issues.
Strategic Direction: 2021
Cost 120,000
Social & inclusive - Inclusivity and diversity are increasing Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (120,000)
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Corporate & Protective Services
2021 FINANCIAL PLAN
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Corporate and Protective Services Human Resources & Risk Management Whether ensuring that the City attracts, retains and develops the best quality public servants or building corporate and community capacity through knowledgeable management strategies, the end goal of this division is to help improve organizational performance and provide superior services to staff and citizens. 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. The HR Services team is the primary day to day contact for all HR matters and provides HR services including; recruitment & selection, performance management, employee & labour relations, employee engagement, and workforce planning. All City divisions have an HR Business Partner assigned to them. 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.
2021 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
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• •
CITY OF KELOWNA
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 Community Safety • Develop Business Continuity Plans for all business units to ensure essential services and municipal operations are resilient to unexpected events, such as a pandemic Social & Inclusive • Delivery of Queensway washroom pilot project People • • • • • •
Disability Management Process Review Create a Diversity and Inclusion Strategic Plan for the organization Develop new and updated recruitment guidelines, processes and procedures Complete CUPE Airport, IAFF Collective Bargaining and IBEW Collective Bargaining Implement new Vision and Values Program Develop Principles of Conduct for City staff
Base Business • Implementation of Safety Management Software and staff training • Implementation of Learning Management Software • Installation of a Chemical Storage Facility • Design and Develop the KFD and Protective Services Wellness Program • Managing and Implementing Silica Dust Program • Implementation of new management framework for corporate security and related contract services • HR Functional Cross Training
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
# of vacant positions filled
332
280
300
# of WorkSafe Claims processed
52
61
60
# of transition return to work placements (CUPE)
37
40
45
# of Service awards presented
103
102
110
Merit rating discount for WCB Claims (%)
13.3
12.5
13.0
Total absence’s per employee (average number of days)
7.83
8.75
8
Human Resources
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Continued Time to post permanent positions (average number of days
18.9
26.1
22.0
Time to fill an internal vacancy (average number of days)
29.2
36.8
30
Time to fill an external vacancy (average number of days)
42.6
33.2
32.0
8
6
7
# of LinkedIn followers
5,933
8,400
8,600
# of E-Subscribers to the career page on Kelowna.ca
8,257
8,404
8,550
# of employees participating in corporate training
450
750
850
# of employees participating in safety training
750
500
700
# of individual employee posted training opportunity plans – training opportunities spreadsheet
15
7
15
# of reported safety incidents
114
89
85
# of reported safety near misses
64
47
45
# of facility safety inspections
52
34
50
# of job site safety inspections
48
27
45
# of work days lost to work related injuries
600
750
650
128
95
115
11.47
12.16
12.85
Staff turnover – full time (%)
Risk Management # of third‐party claim/incidents managed Cost of risk / capita ($)
Budget overview Per cent of General Fund operating
Division Summary Risk Management 48% HR Health, Safety and Labour 20%
3%
HR Services & EE Relations 14% HR Programs & Systems 11%
Corporate and Protective Services
Net Operating
General fund operating = $157.6 M
Human Resources 7% Total = $5.3 M
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Net operating expenditure ($ 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 Net operating expenditures Capital cost centres: Net capital expenditures Total Division net expenditures
Actual 2019
Revised Preliminary 2020 2021
Change from prior year
Per cent change
334 334
335 335
363 363
28
8.2%
537 462 1,000
558 484 1,042
589 486 1,075
33
3.2%
530 530
663 663
744 744
81
12.2%
429 429
562 562
562 562
0
0.1%
1,749 1,749 4,042
2,248 2,248 4,850
2,558 2,558 5,301
310 452
13.8% 9.3%
0 4,042
0 4,850
0 5,301
0 452
0.0% 9.3%
Total 4,850
FTE 20.3
187 5,037
(0.3) 0.5 0.5 21.0
265 5,301
0.5 21.5
24 24
0.0
Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
0 41 147
Note: Totals may not add due to rounding.
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Corporate & Protective Services Corporate Services - All 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 Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2019 17.2 2.0
Actual 2019
Revised 2020
Preliminary 2021
0 0 ( 1,081) ( 19)
0 0 ( 61) ( 125)
0 0 ( 71) ( 563)
0 0 ( 382) _____________ ( 1,483)
0 0 ( 137) _____________ ( 323)
0 0 ( 85) _____________ ( 719)
1,970 8 2,678 225 0 0 0
2,296 1 2,597 279 0 0 0
2,375 1 3,361 282 0 0 0
0 0 644 _____________ 5,525
0 0 0 _____________ 5,172
0 0 0 _____________ 6,020
4,042
4,850
5,301
0 0 _____________ 0 _____________ 4,042
0 0 _____________ 0 _____________ 4,850
0 0 _____________ 0 _____________ 5,301
Actual 2019 15.8 4.0
Revised 2020 19.5 0.8
Preliminary 2021 20.0 1.5
Note: Totals may not add due to rounding
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
263 COVID-19 Incremental Costs
500,000
0
0
(500,000)
0
0
0 OT
263 Washroom at Queensway, Operations
155,000
0
0
0
(10,000)
0
(145,000) OT
Total Maintain
655,000
0
0
(500,000)
(10,000)
0
(145,000)
264 Human Resources Business Partner Position 264 Diversity and Inclusion Strategic Plan Project 265 Safety Management Software
47,300
0
0
0
0
0
(47,300) OG
50,000
0
0
0
0
0
(50,000) OT
25,000
(25,000)
0
0
0
0
0 OT
265 Protective Services Mental Health and Wellness Strategy 266 Safety Equipment
50,000
(50,000)
0
0
0
0
0 OT
25,000
0
0
0
0
0
(25,000) OG
266 Silica Dust
10,000
(10,000)
0
0
0
0
0 OT
207,300
(85,000)
0
0
0
0
(2,800)
0
0
0
0
0
2,800 OT
Total Maintain
(2,800)
0
0
0
0
0
2,800
Division Priority 1 Total
859,500
(85,000)
0
(500,000)
(10,000)
0
(264,500)
Total Priority 1 Operating
859,500
(85,000)
0
(500,000)
(10,000)
0
(264,500)
Corporate & Protective Services Division Maintain
New
Total New
(122,300)
Maintain 109 * Travel Expense Reduction
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 Operating Request Details Division: Department:
Corporate & Protective Services Risk Management
Title:
COVID-19 Incremental Costs
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested for the forecasted incremental costs of COVID-19. Costs include cleaning supplies, masks, enhanced cleaning, work from home equipment, safety ambassador program and 15 hours per week admin support. These emergency planning, response costs and computer and other electronic technology costs will be offset by the COVID-19 Safe Restart Grants for Local Governments.
Strategic Direction: 2021
Cost 500,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov (500,000)
Division: Department:
Corporate & Protective Services Risk Management
Title:
Washroom at Queensway, Operations
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: The staffed washroom model has proven to be well accepted within the downtown at this location. It provides a convenient option for transit users and others in the area. Staff onsite keep the facility clean and safe providing a high level of service for this public washroom. In addition, peer navigation and support for vulnerable people is provided at this location. Revenue from social enterprise initiatives that will offset operational expenses is included as $10k and is expected to grow over time.
Strategic Direction: 2021
Cost 155,000
Social & inclusive - Inclusivity and diversity are increasing Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue (10,000)
Utility 0
Taxation (145,000)
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2021 Operating Request Details Division: Department:
Corporate & Protective Services HR Services
Title:
Human Resources Business Partner Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: This request is for a Human Resources Business Partner to meet increased internal demands for HR Support and to improve performance in recruitment and employee and labour relations. This position will also allow the HR Business Partners to become more proactive in other HR areas such as performance management, disability management, succession planning and attendance management.
Strategic Direction: 2021 2022 2023
Cost 47,300 92,700 92,700
People - Ability to attract, select & retain talent Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate & Protective Services Corporate HR Services
Title:
Diversity and Inclusion Strategic Plan Project
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (47,300) (92,700) (92,700) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Building a Diversity & Inclusion Strategic plan is a primary component of the Human Resources Division 5 Year Strategic Plan. The City of Kelowna is committed to encouraging individuals from a variety of experiences and education levels to apply for vacancies in order to fully represent our community. People with different backgrounds bring diverse skills and abilities to the organization making it stronger and more able to meet the challenges of an environment that is constantly transforming. A Consultant will be hired to define where we stand today and where we want to be in the future. Deliverables will include outlining an overall strategy inclusive of plans for staff education & communications, staff training and a recruitment plan to increase the diversity of applicants to City of Kelowna positions. The overall strategy will align with Council and Corporate priorities.
Strategic Direction: 2021
Cost 50,000
People - Ability to attract, select & retain talent Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (50,000)
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2021 Operating Request Details Division: Department:
Corporate & Protective Services Corporate HR Services
Title:
Safety Management Software
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to introduce a new safety module attached to CityWorks. Budget is for implementation, training, communications, and trouble-shooting.
Strategic Direction: 2021
Cost 25,000
Clear direction - Services, processes & business activities are transformed Reserve (25,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Division: Department:
Corporate & Protective Services Corporate HR Services
Title:
Protective Services Mental Health and Wellness Strategy
Revenue 0
Utility 0
Taxation 0 New
Priority: 1
ONE-TIME PRELIMINARY
Justification: There is increased concern around protective services staff and first responders and the mental health issues they face including issues that stem from the trauma and stress they experience on the job. This budget request is for the development of a holistic approach to wellness built on aspects such as workplace safety, healthy living, and mental health supports.
Strategic Direction: 2021
Cost 50,000
People - Ability to attract, select & retain talent Reserve (50,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2021 FINANCIAL PLAN
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2021 Operating Request Details Division: Department:
Corporate & Protective Services Corporate HR Services
Title:
Safety Equipment
New
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested for the ongoing purchase and maintenance of various safety equipment: 1. Replacement and replenishment of equipment such as the Automated External Defibrillators (AED) and items required in the Level 2 first aid rooms. 2. Annual calibration of the City's sound level meter and heat stress meter. 3. A respiratory fit testing machine that will allow for in-house testing. Fit testing is a legislated requirement that is currently being contracted out at a higher cost than to purchase and maintain the equipment.
Strategic Direction: 2021 2022 2023
Clear direction - Services, processes & business activities are transformed
Cost 25,000 25,000 25,000
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate & Protective Services Corporate HR Services
Title:
Silica Dust
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) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Silica dust can cause silicosis, a serious and irreversible lung disease and may cause lung cancer. Dust is released through the cutting, breaking, crushing, drilling, grinding, or blasting of concrete or stone. As workers breathe in the dust the silica settles in their lungs. Budget is requested to conduct a silica sampling, update the Silica Exposure Control Plan and develop risk assessments and safe work procedures.
Strategic Direction: 2021
Cost 10,000
People - Ability to attract, select & retain talent Reserve (10,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
23,600
0
0
0
0
0
(23,600) OG
15,000
(15,000)
0
0
0
0
0 OG
Total New
38,600
(15,000)
0
0
0
0
(23,600)
Division Priority 2 Total
38,600
(15,000)
0
0
0
0
(23,600)
Total Priority 2 Operating
38,600
(15,000)
0
0
0
0
(23,600)
Corporate & Protective Services Division New 268 PeopleAdmin Position Management Software 268 Work Station Accommodations and Ergonomics
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 Operating Request Details Division: Department:
Corporate & Protective Services Corporate HR Services
Title:
PeopleAdmin Position Management Software
New
Priority: 2
ON-GOING PRELIMINARY
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: 2021 2022 2023
Cost 23,600 10,600 10,600
Clear direction - Services, processes & business activities are transformed Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate & Protective Services Corporate HR Services
Title:
Work Station Accommodations and Ergonomics
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (23,600) (10,600) (10,600) New
Priority: 2
ON-GOING PRELIMINARY
Justification: To respond to the ergonomic needs of staff and promote proper posture reducing repetitive strain injuries and to respond to an increasing number of medical accommodation requests related to work stations. The City is legally required to accommodate employees with work station changes when required by a physician.
Strategic Direction: 2021 2022 2023
Cost 15,000 15,000 15,000
People - Ability to attract, select & retain talent Reserve (15,000) (15,000) (15,000)
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 268
-Community Safety
Corporate & Protective Services
2021 FINANCIAL PLAN
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Corporate & Protective Services Community Safety The Community Safety Department provides strategic and operational leadership to preserve and enhance safety – and sense of safety – in our community. Composed of Police Services, Bylaw Services and Crime Prevention, the Department strives to efficiently and effectively deliver preventative programs and reactive responses, to employ data-based approaches, and to professionally enable frontline responders through support. As a convener of community / governmental partners and stakeholders integral to community safety, the Department also aims to lead responsibily through collaborative and multi-disciplinary strategies to reduce criminality, crime and victimization. Together, the team serves proudly as it delivers a balanced approach of education, prevention, intervention and enforcement for all who live, work and play in Kelowna. Crime Prevention Unit seeks to increase community awareness about crime and safety issues and generate a sense of responsibility within every individual to take reasonable steps to reduce the risk of crime and victimization. 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 to investigate complaints, a Community Response Unit providing visibility and response with partnering agencies for priority areas and issues, and a Bicycle / UTV Patrol Section. Through a principle-based model of compassionate enforcement and 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 202 officers and more than 80 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 Community Safety Unit. Police Services Management assumes information management responsibilities and provides all administrative facets necessary for effective, efficient, 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 “upstream” prevention and intervention strategies to reduce criminality, crime and victimization, as well as “downstream” justice responses geared to reduce recidivism (i.e., community court) • 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 to deliver service excellence through engagement, innovation, training and attention to culture and wellness Page 271
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Activities Community Safety • Convene and coordinate key systems to develop and implement a Community Safety Plan focused on upstream strategies and actionable initiatives • Enhance coordination and collaboration among security, compliance and enforcement agencies as part of a “safety and security continuum” • Conduct a Public Safety and Crime Survey, and initiatives responsive to the results • Re-imagine and re-invigorate crime prevention programming based on evidence-based practices focused on established priorities • Enhance 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 • Continue to initiate, lead and participate in multi-agency responses targeting priority issues (i.e., problem properties) • Based on data, enhance enforcment visibility, proactivity and responsivety in priority areas including business districts Social & Inclusive • Continue to lead a multi-agency effort to enable successful inclusion of housing with supports Financial Management • Vigilantly assess and realize opportunities to improve efficiency and ensure responsible fiscal leadership • Optimize efficiency and effectiveness of support services for police services Clear Direction • Develop meaningful performance metrics for community safety and Department branches to drive actions and deliver impactful results People • Increase individual and departmental capacity through targeted engagement strategies and enhanced training / professional and leadership development
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
# of community safety projects launched
0
1
3
# of agencies / organizations CSD working with
25
25
30
# of education/awareness products issued/presented
26
15
15
# of cases concluded by KOaST Situation Table
70
50
85
# of CPTED Audits Conducted
27
20
45
# of active neighbourhood Block Watch programs
115
115
115
# of contacts on-site with business
51
55
75
Community Safety
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2021 FINANCIAL PLAN
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Continued Residents feeling safe in neighbourhood (% during the day)
98
n/a
99
Residents feeling safe in neighbourhood (% during the night
83
n/a
85
Residents feeling Kelowna is a safe community (%)
87
n/a
88
Residents perceiving community safety same/improved (%)
50
n/a
55
# of proactive files generated
3,685
2,925
3,000
# of BONs – Tickets issued
3,927
2,900
3,500
2
4
12
# of service requests by year
14,016
16,000
17,000
Call for service assigned and actioned within 24 hrs (%)
93.22
94.00
94.00
Average number of days to close a file (Top 10) (days)
4.6
3.0
2.0
5
10
15
12.61
11.82
7.00
87
82
87
Bylaw Services
# of nuisance property / abatement resolutions
Police Services Patrol availability factor – percentage per shift for proactive policin Response time to priority one calls (minutes) Overall community satisfaction (citizen survey) (%)
Budget overview Per cent of General Fund operating
28%
Department Summary
Police Services 91% Bylaw Services 6% Community Safety 3%
Community Safety
Net Operating
General fund operating = $157.6 M
Total = $43.6 M
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Net operating expenditure ($ 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
Actual 2019
Revised Preliminary Change from 2020 2021 prior year
Per cent change
26,013 2,493 964 799 1,839 32,108
29,538 2,881 1,023 879 2,320 36,642
31,472 3,123 1,123 1,062 2,641 39,421
2,779
7.6%
234 527 761
354 848 1,202
517 975 1,492
290
24.1%
2,406 2,406 35,276
2,637 2,637 40,481
2,673 2,673 43,586
36 3,105
1.4% 7.7%
0 0 35,276
0 0 40,481
0 0 43,586
0 3,105
0.0% 7.7%
Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
(1,499) 2,220 1,422
Total 40,481
FTE 116.0
2,143 42,624
5.3 121.3
962 43,586
2.7 124.0
0 0
0.0
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services Protective Services - Community Safety - All 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 Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2019 80.5 26.2
Actual 2019
Revised 2020
Preliminary 2021
0 0 ( 988) ( 5,184)
0 0 ( 912) ( 3,632)
0 0 ( 879) ( 5,088)
( 170) 0 0 _____________ ( 6,342)
( 290) 0 ( 827) _____________ ( 5,662)
0 0 ( 300) _____________ ( 6,266)
8,371 118 901 32,195 0 0 0
8,898 144 1,106 35,994 0 0 0
9,720 171 1,313 38,649 0 0 0
0 0 33 _____________ 41,617
0 0 0 _____________ 46,143
0 0 0 _____________ 49,852
35,276
40,481
43,586
0 0 _____________ 0 _____________ 35,276
0 0 _____________ 0 _____________ 40,481
0 0 _____________ 0 _____________ 43,586
Actual 2019 74.4 27.0
Revised 2020 88.3 27.7
Preliminary 2021 97.0 27.0
Note: Totals may not add due to rounding
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CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Corporate & Protective Services Division Community Safety Maintain 277 Gaming Revenues Reduction
0
0
0
(3,662,300)
3,662,300
0
0 OT
44,900
0
0
0
0
0
(44,900) OG
44,000
0
0
0
0
0
(44,000) OG
34,400
0
0
0
0
0
(34,400) OG
120,000
0
0
0
0
0
(120,000) OG
243,300
0
0
(3,662,300)
3,662,300
0
(243,300)
279 RCMP - 8 Regular Member Positions 280 0.5 Labourer II Position
390,200
0
0
0
0
0
(390,200) OG
47,400
0
0
0
0
0
(47,400) OG
280 Community Safety Plan Implementation 281 Overnight Sheltering
100,000
(100,000)
0
0
0
0
0 OT
400,000
(200,000)
0
0
0
0
(200,000) OG
937,600
(300,000)
0
0
0
0
(637,600)
47,100
0
0
0
0
0
(47,100) OG
23,100
0
0
0
0
0
(23,100) OG
70,200
0
0
0
0
0
(70,200)
(6,600)
0
0
0
0
0
6,600 OT
(6,600)
0
0
0
0
0
6,600
17,700
0
0
0
0
0
(17,700) OG
17,700
0
0
0
0
0
(17,700)
Department Priority 1 Total
1,262,200
(300,000)
0
(3,662,300)
3,662,300
0
(962,200)
Total Priority 1 Operating
1,262,200
(300,000)
0
(3,662,300)
3,662,300
0
(962,200)
277 Police Information Technician Position 278 Court Liaison Officer Position 278 Operational Intelligence Clerk Position 279 Cells Guards - Contracted Services Total Maintain Growth
Total Growth New 281 Business Intelligence Analyst Position 282 Police Information Clerk Position Total New Maintain 109 * Travel Expense Reduction Total Maintain New CAP 402 * Fleet Growth Total New
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Gaming Revenues Reduction
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Due to the continued Provincial Health Services Health Authority mandated closure of all casinos in British Columbia, 2021 gaming revenues are expected to be reduced. Re-opening of casinos will not occur until the Province reaches Phase IV in its COVID-19 safety plan estimated to be later in 2021. This revenue shortfall will be offset by the COVID-19 Safe Restart Grants for Local Governments. Base Budget is $4.2M.
Strategic Direction: Cost 0
2021
Clear direction - Common understanding of future direction Reserve 0
Borrow 0
Fed/Prov (3,662,300)
Division: Department:
Corporate & Protective Services Community Safety
Title:
Police Information Technician Position
Dev/Com 0
Revenue 3,662,300
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Provincial Crown Counsel is currently in the process of mandating all Plainclothes Investigative Services (IS) to do ledger based disclosure for all investigative files by 2021, which significantly increases administrative workload. The Police Information Technician (PIT) position is currently preparing disclosure packages for Crown Counsel for 28 of the 65 RCMP members in the IS unit. In order to meet the contractual obligations identified in the Municipal Police Unit Agreement, budget is required for one additional PIT position to prepare disclosure packages for the remaining 37 RCMP members.
Strategic Direction: 2021 2022 2023
Cost 44,900 89,500 89,500
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 (44,900) (89,500) (89,500)
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Court Liaison Officer Position
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Police Services currently has four Court Liaison Officer (CLO) positions, 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. Procedural changes imposed by Court Services in the context of the R. v. Jordan decision have significantly impacted the processing of court files, resulting in a 21.5% increase in court files since 2014. In support of this request, Griffiths' Review (2019) noted the demands resulting from court decisions and changes in legislation require two additional CLOs. Budget is requested for one CLO position in 2021 to enable viable workloads, increase the Unit's ability to meet rigid timelines, and reduce the risks/consequences to the RCMP, in way of civil actions, as well as the Judicial Justice System, that are currently materializing.
Strategic Direction: 2021 2022 2023
Cost 44,000 87,200 87,200
Community Safety - Residents feel safe Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate & Protective Services Community Safety
Title:
Operational Intelligence Clerk Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (44,000) (87,200) (87,200) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Provincial Crown Counsel is currently in the process of mandating all Plainclothes Investigative Services (IS) to do ledger based disclosure for all investigative files, which significantly increases administrative workload. In preparation of the new requirements, anticipated to be in place beginning 2021, Police Services has started the transition and currently has four Operational Intelligence Clerks providing administrative support to 28 of the 65 RCMP members in the IS unit. In order to meet the legislative obligations set by Federal/Provincial Crown Counsel and comply with the contractual obligations identified in the Municipal Police Unit Agreement, budget is required for one additional Operational Intelligence Clerk position in order to support the remaining 37 RCMP members.
Strategic Direction: 2021 2022 2023
Cost 34,400 68,600 68,600
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 (34,400) (68,600) (68,600)
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Cells Guards - Contracted Services
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Due to the R. v. Jordan decision and corresponding imposed time frames, Provincial Crown Counsel will be conducting after hour bail hearings seven days/week. The contracted cell block guards are responsible for the escort of prisoners to/from cells as directed by RCMP. To comply with this imposed legislative change, one additional cell guard shift is required on weekend days to move prisoners throughout cells, from individual cells to the phone room or the bail hearing room. In 2018 the contracted cell block guards unionized. The resulting pay increase in addition to the annual cost of living increases, has increased the cost Police Services is billed by approximately 17%. Furthermore, it is expected that there will be a further cost of living increase in 2021. This budget request is to accommodate the hourly rate increases and additional guard shifts. Strategic Direction: Cost 120,000 120,000 120,000
2021 2022 2023
Financial management - Cost to deliver services is quantified Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate & Protective Services Community Safety
Title:
RCMP - 8 Regular Member Positions
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) Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested for 8 Regular Member positions to augment existing resources dedicated to General Duty, General Investigations Support Teams, Investigative Services and Training. This increase will advance recommendations outlined in the Griffiths' Report, which identified insufficient resources in these areas. This request supports Council's priority of Community Safety.
Strategic Direction: 2021 2022 2023
Cost 390,200 1,449,100 1,449,100
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 Taxation 0 (390,200) 0 (1,449,100) 0 (1,449,100)
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
0.5 Labourer II Position
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to increase existing yearly funding allocated to a six-month term (0.5) Graffiti Abatement Labourer to one (1.0) FTE (General) Labourer with a broader mandate. This change will enable expansion to year-round support and increase to seven-day / week (increased from five) service delivery to address an increasing volume of graffitti, assume an expanded mandate of sharps and rummage removal (i.e. shopping carts) while also providing a more costeffective approach by offsetting the unplanned Park Department overtime and contract costs.
Strategic Direction: 2021 2022 2023
Cost 47,400 46,700 46,700
Community Safety - Residents feel safe Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate & Protective Services Community Safety
Title:
Community Safety Plan Implementation
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (47,400) (46,700) (46,700) Growth
Priority: 1
ONE-TIME PRELIMINARY
Justification: City Council has established Community Safety as a priority and committed publicly to develop and implement a Community Safety Plan. The multi-year plan will be developed in spring 2021 with implementation thereafter. This request is for professional and consulting services, and potential seed funding to leverage partnerships, to implement the recommendations and actions from the Community Safety Plan.
Strategic Direction: 2021
Cost 100,000
Community Safety - Residents feel safe Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Overnight Sheltering
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Maintaining clean streets is important for community safety, public health and sense of safety. Funding will enable vigilant cleaning/sanitation and disposal of abandoned items at temporary overnight sheltering site(s) and high-traffic locations frequented by visitors and residents, alike, including people living without homes. This budget request is for two years.
Strategic Direction: 2021 2022 2023
Cost 400,000 400,000 0
Social & inclusive - Homelessness is decreasing Reserve (200,000) 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate & Protective Services Community Safety
Title:
Business Intelligence Analyst Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (200,000) (400,000) 0 New
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget request for funding for one (1) FTE Business Intelligence Analyst. This is a full-time position conducting data analysis, policy and comparative research (i.e., cross-jurisdictional scans), tracking / monitoring metrics, and supporting reporting and presentations for Kelowna RCMP Senior Management Team and City of Kelowna Community Safety Director / RCMP City Liaison. This position will enable comprehensive, timely and accurate tracking and reporting of police / community safety outcomes and metrics, support data-driven decision-making, and enable improved efficiency, effectiveness and resourcing accountability of policing services.
Strategic Direction: 2021 2022 2023
Cost 47,100 93,900 93,900
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
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (47,100) (93,900) (93,900)
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Police Information Clerk Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: Due to an aging volunteer force and extensive years of service, there is an expected 25-30% loss in volunteers at the Rutland Community Policing Office. Scope of authority for RCMP Volunteers prohibits their ability to assume expanded client services. Introduction of new FTE Police Information Clerk will facilitate an increase in service delivery to neighbouring districts of Black Mountain, Springvalley, UBC-Okanagan and Orchard Park. The FTE will enable standardization of hours of operation of Rutland Community Policing Office.
Strategic Direction: 2021 2022 2023
Cost 23,100 23,100 23,100
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 (23,100) (23,100) (23,100)
Page 282
-Fire Department
Corporate & Protective Services
2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services Fire Department The goal of the Kelowna Fire Department is to provide 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 70 fire departments from Vernon, the Regional Districts of Central Okanagan, Okanagan Similkameen, Kootenay Boundary, Central Kootenay, and East Kootenay. 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.
2021 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 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 • Continue to build on efficiencies in the Prevention Branch to manage growing volume of required inspections Page 285
2021 FINANCIAL PLAN
•
CITY OF KELOWNA
Review of wildfire preplanning and training to align with new provincial best practices
Clear Direction • 5 year review of the 2016 KFD Strategic Plan People • Enhanced focus on both employee’s physical and mental health, building a holistic, balanced wellness program Base Business • Continue to develop performance metrics and anylitics to monitor both operational trends and financial management improvements
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
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
# of incidents by year – Kelowna
Budget overview Per cent of General Fund operating
Department Summary Fire Operations 87%
13%
Fire Admin, Training & Fire Prevention 11% Fire Communications & Emergency Mgmt 1% Fire Department 1%
Fire Department
Net Operating
General fund operating = $157.6 M
Total = $20.6 M
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Net operating expenditure ($ thousands) Departments Operating cost centres: Fire Department 133 Fire Department 134 Fire Operations 135 Fire Communications & Emergency Mgmt 136 EOC Operations & Hydrants 137 Fire Admin, Training & Fire Prevention Net operating expenditure Capital cost centres: 311 Fire Capital Net capital expenditures Total Department net expenditures
Actual 2019
Revised Preliminary 2020 2021
Change from prior year
Per cent change
248 16,358 202 24 2,704 19,536
256 17,323 242 0 2,503 20,323
302 17,702 228 0 2,357 20,588
265
1.3%
37 37 19,573
61 61 20,384
0 0 20,588
(61) 204
(100.0%) 1.0%
Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
80 171 (113)
Total 20,323
FTE 144.8
139 20,462
144.8
126 20,588
0.5 145.3
12 12
0.0
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services Protective Service - Fire Department - All 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 Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2019 139.0 1.7
Actual 2019
Revised 2020
Preliminary 2021
0 0 ( 2,526) ( 285)
0 0 ( 2,512) ( 275)
0 0 ( 2,529) ( 275)
0 0 0 _____________ ( 2,811)
0 0 ( 15) _____________ ( 2,802)
0 0 0 _____________ ( 2,804)
18,778 130 1,843 192 0 0 143
19,799 124 1,695 201 0 0 139
20,112 153 1,517 201 0 0 140
800 0 461 _____________ 22,347
800 0 368 _____________ 23,125
900 0 368 _____________ 23,392
19,536
20,323
20,588
1,231 ( 1,194) _____________ 37 _____________ 19,573
1,857 ( 1,796) _____________ 61 _____________ 20,384
110 ( 110) _____________ 0 _____________ 20,588
Actual 2019 136.6 3.1
Revised 2020 143.0 1.8
Preliminary 2021 143.5 1.8
Note: Totals may not add due to rounding
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2021 FINANCIAL PLAN
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Corporate & Protective Services Division Fire Department Growth 290
Fire Inspector (10th Year) Position
78,300
0
0
0
0
0
(78,300) OG
290
Firehall Location Analysis
50,000
0
0
0
0
0
(50,000) OT
128,300
0
0
0
0
0
(2,000)
0
0
0
0
0
2,000 OT
Total Maintain
(2,000)
0
0
0
0
0
2,000
Department Priority 1 Total
126,300
0
0
0
0
0
(126,300)
Total Priority 1 Operating
126,300
0
0
0
0
0
(126,300)
Total Growth
(128,300)
Maintain 109
* Travel Expense Reduction
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
Page 289
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Corporate & Protective Services Fire Department
Title:
Fire Inspector (10th Year) Position
Growth
Priority: 1
ON-GOING PRELIMINARY
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: 2021 2022 2023
Cost 78,300 131,200 131,200
Environmental protection - Emergency response & preparation Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate & Protective Services Fire Department
Title:
Firehall Location Analysis
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (78,300) (131,200) (131,200) Growth
Priority: 1
ONE-TIME PRELIMINARY
Justification: Funding requested to support an analysis of future station locations, including identification of Station 5 replacement scheduled for 2024. Funds will be used by the Kelowna Fire Department (KFD) and Real Estate to develop potential site options, based on analytics provided by the City's in-house analytics team. The results will be used to update the 2016 KFD Strategic Plan.
Strategic Direction: 2021
Cost 50,000
Community Safety - Data and analysis is used to understand problems & target responses Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (50,000)
Page 290
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
11,700
0
0
0
0
0
(11,700) OG
Total New
11,700
0
0
0
0
0
(11,700)
Division Priority 2 Total
11,700
0
0
0
0
0
(11,700)
Total Priority 2 Operating
11,700
0
0
0
0
0
(11,700)
Corporate & Protective Services Division Fire Department New CAP
-
* Fleet Growth
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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Corporate Strategic Services
2021 FINANCIAL PLAN
CITY OF KELOWNA
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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 a 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 - The Corporate Strategy & Performance department facilitates the process to set corporate level strategy (Council and Corporate priorities 2019 -2022), monitors and executes key projects (Action Plan 2020) and track and improve performance (annual progress report on Council 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.
2021 Divisional drivers & activities Drivers • To lead the development and ongoing management of a system to set corporate strategy and priorities; track and improve performance and communicate results. • 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
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2021 FINANCIAL PLAN
• • • • • •
CITY OF KELOWNA
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
2021 Activities Community Safety • Continue to bring data together to provide information on community safety • Develop and execute a communications plan to support the community safety plan Social & Inclusive • Work with Journey Home, the Province, and community providers to build an integrated data model to support better decision making around homelessness in our community • Review and refresh the Engage Program (original 2013) to contemplate more online engagement and reaching more diverse and under-represented groups in our community • Develop an Indigenous Engagement Framework • Continue support for the Journey Home Strategy and Community Inclusion Model Transportation & Mobility • Use emerging technologies, such as LiDAR, to better understand transportation and mobility • Final engagement and rollout support for the Transportation Master Plan and Regional Transportation Plan • Engagement for the Capri and Landmark Parking Plans Vibrant Neighbourhoods • Progress and add additional data to Model City, to better understand how changes to the city will look in the future. • Support the Parks Master Plan including engagement activities for the Pandosy Waterfront, City Park and Dehart Park • Support on-going Official Community Plan engagement Economic Resiliency • Investigate a working group with key partners to look at reputation management of the community Environmental Protection • Shift services to Cloud Providers which will help reach environmental goals by reducing the need for building resources. Financial Management • Conduct a usage audit on major software to understand engagement and renegotiate contracts as needed • Technology infrastructure to begin moving to a consumption-based model, by transitioning services to cloud based technologies. This will allow us to only accrue costs based on exact usage (utility model) • Relook at the research program and right size delivery coming from Communications - refresh templates and enhance self-serve plans • Develop a workforce plan for the Communications Department • Perform annual client evaluations, time tracking and service level agreements to prioritize resources for projects with the highest needs of the organization. • Create divisional service catalogues and track timing towards services to better align resources and outcomes Clear Direction • Develop a performance measurement and reporting framework that outlines roles, responsibilities, and expectations regarding divisional/departmental performance • Pilot a strategy management software solution to track and manage progress on strategies, and internal and external reporting Page 296
2021 FINANCIAL PLAN
• • • • • • • • •
CITY OF KELOWNA
Publish Action Plan 2021 that identifies the key projects to advance Council and corporate priorities and the second progress report on Council priorities 2019 – 2022 Implement a GIS Strategy to help improve our decision-making process Develop resources to improve the services that we provide by putting the needs of users at the centre of every step of the process Implement a Data Services Strategy with a goal to have a data governance committee, strong understanding of our data and a corporate data warehouse Deliver long-term cyber security strategy to ensure our digital assets are protected Build out Service Delivery Model for Communications Department to help clarify how to deliver on the highest needs of the organization Develop an issues management framework Continue to focus on internal communications Create a purposeful narrative for Imagine Kelowna and the Official Community Plan which is woven throughout our storytelling and channels
People • Progress with updating legacy applications and shifting services to the cloud to help with our mobile workforce. With more staff in the field, Information Services goal is to deliver a seamless experience • Staff are engaged and trained with technology, ensure our growth in digital literacy • Develop division wide onboarding, development and engagement plans to continue to increase the capacity, flexibility and strategic abilities of the teams Base Business • Generate $143,000 in revenue through the Dark Fibre Network • Develop resources and explore the use of technology to enhance the end-to-end customer experience for our residents, businesses and visitors • Improve our online notification service based on user feedback and involvement • Redevelopment of the City’s service request system to improve the customer experience through agile methodology and customer centricity • Update tools for internal and external communication including moving Kelowna.ca to cloud hosting environments, replacing the intranet and the email marketing systems the improve the user experiences and interactions with the City in online environments.
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
260
250
250
3
6
10
280
275
275
1,615
2,000
2,000
88
92
80
# of website visits (kelowna.ca)
5,715,624
5,250,000
5,000,000
# of website users (kelowna.ca)
1,821,050
1,800,000
1,900,000
40, 755
44,200
45,000
Media # of media releases # of Emergency Operations Centre (EOC) media releases # of media information requests Mayor & Council # of email correspondence # of briefing notes Online
# of E-Subscribers *new software in 2021, hard to predict
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Continued Intranet # of InSites page views
1,327,040
1,347,000
1,360,000
31.9
30.5
31.0
# of engagement (likes, comments, shares, mentions, link clicks)
83,990
110,000
100,000
# of followers (Facebook, Twitter, Instagram, LinkedIn all accounts incl. YLW, but not CORD Emergency)
63,074
72,250
82,000
# of video views (YouTube)
21,995
34,000
40,000
17
19
12
7,921
4,278
5,544
461
2,218
3,073
2
178
3,200
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
99.9
99.9
Phones (%)
99.9
99.9
99.9
12,800
14,250
15,000
168,000
170,00
185,000
14
15
17
Within 1 day
65
65
65
Within 2-5
12
14
15
Within 6-10
10
11
10
Within 11-20
5
6
5
Over 21 days
10
5
5
20
0
20
# of interactions (navigation to a second page from landing page) (%) Social Media
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 Dark Fibre Revenue ($) # of connections Correspondence turnaround times (rounded %)
# of participants in media spokesperson training
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Budget overview Per cent of General Fund operating
Division Summary Information Services 73% Community Communications 14%
5%
Corporate Strategy & Performance 6% Corporate Strategic Services 4% Media relations 3%
Corporate Strategic Services
Net Operating Total = $8 M
General fund operating = $157.6 M
Net operating expenditure ($ 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
Actual 2019
Revised Preliminary Change from 2020 2021 prior year
Per cent change
351 351
305 305
343 343
37
12.2%
5,153 5,153
5,475 5,475
5,822 5,822
347
6.3%
299 464 764
407 638 1,045
466 638 1,104
59
5.6%
236 236
231 231
231 231
0
0.0%
416 416 6,919
454 454 7,511
515 515 8,016
61 505
13.4% 6.7%
1,177 1,177 8,096
844 844 8,354
456 456 8,471
(388) 117
(46.0%) 1.4%
Note: Totals may not add due to rounding.
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Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
0 173 0
Total 7,511
FTE 49.0
173 7,684
0.5 (0.1) 49.4
331 8,016
49.4
71 71
0.5 0.5
Note: Totals may not add due to rounding.
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Corporate Strategic Services - All Funds Revenues/Expenditures by Category ($ thousands) Revenue ȋ Ȍ Total Revenue Expenditures ȋ Ȍ Total Expenditures Net Operating Expenditures Capital Expenditures Taxation Capital Net Operating & Tax Capital Exp. 2019 46.3 0.5 Note: Totals may not add due to rounding
2019
2020
2021
0 0 ( 132) ( 342)
0 0 ( 134) ( 328)
0 0 ( 134) ( 277)
0 0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 474)
0 0 ( 89) ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 552)
0 0 0 ̸̸̸̸̸̸̸̸̸̸̸̸̸ ( 411)
5,146 13 2,036 0 0 0 0
5,646 7 2,233 0 0 0 0
5,633 7 2,611 0 0 0 0
0 0 199 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 7,393
0 0 177 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 8,062
0 0 177 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 8,427
6,919
7,511
8,016
3,031 ( 1,855) ̸̸̸̸̸̸̸̸̸̸̸̸̸ 1,177 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 8,096
7,584 ( 6,740) ̸̸̸̸̸̸̸̸̸̸̸̸̸ 844 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 8,354
1,306 ( 850) ̸̸̸̸̸̸̸̸̸̸̸̸̸ 456 ̸̸̸̸̸̸̸̸̸̸̸̸̸ 8,471
2019 46.9 1.4
2020 48.5 0.5
2021 49.3 0.1
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2021 FINANCIAL PLAN
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
178,000
0
0
0
0
0
(178,000) OG
303 Internet Services Upgrade
38,000
0
0
0
0
0
(38,000) OG
304 Light Detection and Ranging
59,500
0
0
0
0
0
(59,500) OG
Total Growth
275,500
0
0
0
0
0
304 Strategy Management Software
60,000
0
0
0
0
0
(60,000) OG
Total New
60,000
0
0
0
0
0
(60,000)
(4,100)
0
0
0
0
0
4,100 OT
Total Maintain
(4,100)
0
0
0
0
0
4,100
Division Priority 1 Total
331,400
0
0
0
0
0
(331,400)
Total Priority 1 Operating
331,400
0
0
0
0
0
(331,400)
Corporate Strategic Services Division Growth 303 Move to Cloud Strategy
(275,500)
New
Maintain 109 * Travel Expense Reduction
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Move to Cloud Strategy
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: The City is beginning to move City technology services to the cloud. To kick off the move-to-cloud strategy, staff will migrate email, records management (e.g. documents, files), City websites and other mobile services. The long-term benefits of this shift includes providing a secure, robust digital environment to support the needs of a growing city and reducing facility space needed to support technology infrastructure. This change also enhances mobility and disaster recovery as data, services and programs will be stored on the internet instead of locally. This funding also covers additional licenses due to growth, new software licenses and inflation for all corporate software. Base Budget is $1,446,011
Strategic Direction: 2021 2022 2023
Cost 178,000 236,500 236,500
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate Strategic Services Information Services
Title:
Internet Services Upgrade
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (178,000) (236,500) (236,500) Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: With the transition to a more mobile workforce and cloud services, staff will be upgrading internet services over the next 18 months. The upgrade will provide the City with better internet speeds, which is required as cloud services rely more on the internet. These upgrades also include direct connections to Microsoft, Google and Amazon Cloud services, which will allow a more secure and reliable work experience.
Strategic Direction: 2021 2022 2023
Cost 38,000 38,000 38,000
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 (38,000) (38,000) (38,000)
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2021 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Light Detection and Ranging
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Every year, the City obtains orthographic images providing a topical view of the city. This imagery helps multiple departments with planning, asset management and operations. Staff are expanding the images gathered to include Light Detection and Ranging (LiDAR), which will allow staff to understand the constantly changing parks, shorelines and environment overtime, and help staff better plan for the future. This information is shared with the public, allowing community partners to use this data for their purposes as well, increasing transparency and opportunities for collaborative problem-solving.
Strategic Direction: 2021 2022 2023
Cost 59,500 59,500 59,500
Environmental protection - Predictive modelling & forecasting Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate Strategic Services Corporate Strategy & Performance
Title:
Strategy Management Software
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (59,500) (59,500) (59,500) New
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested for software to support the City's new strategic planning cycle including illustrating alignment to priorities through cascading business plans, annual action plans and performance measures. The system will allow for increased functionality for automated and flexible internal and external reporting, enhancing decision making, accountability and transparency. The system will help ensure priorities are advanced in a growing city and organization where there are many competing demands for resources. The ongoing budget request amounts for 2022 and 2023 are subject to the outcomes of a pilot project underway from fall 2020 - spring 2021 to confirm the magnitude of deployment in the organization and the final licensing agreement.
Strategic Direction: 2021 2022 2023
Cost 60,000 50,000 50,000
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 (60,000) (50,000) (50,000)
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
13,500
0
0
0
0
0
(13,500) OG
13,500
0
0
0
0
0
(13,500)
57,600
0
0
0
0
0
(57,600) OG
Total New
57,600
0
0
0
0
0
(57,600)
Division Priority 2 Total
71,100
0
0
0
0
0
(71,100)
Total Priority 2 Operating
71,100
0
0
0
0
0
(71,100)
Corporate Strategic Services Division Growth 306 Training and Education - New Technologies Total Growth New 306 Business Systems Analyst Analytics Position
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
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2021 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Training and Education - New Technologies
Growth
Priority: 2
ON-GOING PRELIMINARY
Justification: Technology is an evolving industry that requires ongoing learning and skill development. As the City transitions from premise to cloud services, programming to business and artificial intelligence, increased security complexity and evolving legacy systems it will be important to keep staff's skill set updated. Plans involve digitizing City services (both internal and external), driving data-driven decisions, fostering innovation and providing a better customer experience for residents. Adoption of new technologies that will help to achieve these plans will require staff training.
Strategic Direction: 2021 2022 2023
Cost 13,500 13,500 13,500
Other - Supports Base Business 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 (13,500) (13,500) (13,500) New
Priority: 2
ON-GOING PRELIMINARY
Justification: This Business Systems Analyst position will support development & growth of data analytics which will enable the City of Kelowna to analyze a mix of structured, semi-structured and unstructured data in search of valuable business information and insights. The additional position will initially focus on integrating complex and disparate social and crime data sets. The primary goal of data analytics is to help the city make better 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.
Strategic Direction: 2021 2022 2023
Cost 57,600 114,900 114,900
Clear direction - Progress on results is measured, monitored & reported 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 (57,600) (114,900) (114,900)
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Financial Services
2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
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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. This department is also responsible for administering the 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. The department manages and oversees 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. Corporate Finance administers and manages the City's corporate banking controls and Treasury services ensuring the safekeeping of the City's financial assets. The department also provides 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 department 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 department.
2021 Divisional drivers & activities Drivers •
Strong financial stewardship and increasing use of best practices • Using financial management polices effectively • Engaging the right people
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2021 FINANCIAL PLAN
•
•
CITY OF KELOWNA
Building Trust and Transparency • Understanding functions and needs of other City services and departments • Implementing efficient and effective practices and procedures Building Financial Literacy and Competency • Using financial controls effectively • Collecting and using data effectively
Financial Management • • • • • • • • •
Implementation of phase I budget transformation project including zero based budget pilots Review of internal equipment budgeting process and implementation of improvements SMOR Quarterly financial reporting rolled out to the corporation Unit4 system upgrade Implementation of Unit4 approval workflow for procurement and accounts payable Automate the registration of supplier invoices Flex rollover and Year End valuation process review Automate H-receipt process Develop process to handle asset retirement obligations as required by the Public Sector Accounting Board
Clear Direction • •
Continue to develop and report on meaningful branch key performance indicators (KPI) for Financial Services that demonstrate effective achievement of key organization objectives Council Reserves Policy completed and approved
People • • •
Introduce and reinforce the refreshed City Vision and Values Support non-management staff transitioning to online performance reviews in the Performance & Recruitment system Renewed emphasis on training and educating system users
Base Business • • • •
•
Amalgamation and development of Corporate Financial Policies and Guidelines Develop and carry-out compliance programs and reviews Re-align accounts payable data registration process to meet standard practices Automate distribution of monthly accounts receivable statements and invoices Exploring options to replace the City’s legacy land database to help maintain accuracy of the City’s properties and assessments
2021 Divisional performance measures Actual 2019
Estimated 2020
Proposed 2021
# of budget transfers processed
130
125
120
# of budget amendments processed
112
110
115
28,977
28,000
28,000
# of vouchers processed in Accounts Payable
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2021 FINANCIAL PLAN
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Continued # of payments made through Payroll
29,573
28,000
28,000
# of property tax notices emailed
2,238
5,268
7,500
# of property tax notices mailed
59,396
57,383
56,000
95
95
95
# of property owners deferring taxes
1,275
1,301
1,450
Value of property taxes deferred ($)
5.1M
5.2M
6.0M
# of City Water customer bills emailed
3,630
4,706
6,000
# of City Water customer bills mailed
14,547
15,362
16,000
# of households serviced by City curbside collections
39,624
39,986
40,200
# of homeowner grants claimed online
22,320
25,766
29,000
# of homeowner grants claimed in person/mail
14,563
11,226
8,000
Tax payers who pay prior to the penalty (%)
Consecutive years receiving:
The Government Finance Officers Association (GFOA) Budget Award
19
The GFOA Financial Reporting Award
18
Budget overview Per cent of General Fund operating
Division Summary Controller 32% Corporate Finance 24%
3%
Financial Planning 17% Purchasing 16% Financial Services 11%
Financial Services
Net Operating
General fund operating = $157.6 M
Total = $5.3 M
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2021 FINANCIAL PLAN
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Net operating expenditure ($ 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 130 Revenue 268 Controller Purchasing 128 ERP Systems 129 Purchasing Net operating expenditure Capital cost centres: Net capital expenditures Total Division net expenditures
Actual 2019
Revised 2020
Preliminary Change from 2021 prior year
Per cent change
438 438
542 542
579 579
37
6.8%
438 503 941
513 669 1,182
539 747 1,286
104
8.8%
739 739
856 856
920 920
64
7.4%
972 246 137 1,355
1,146 330 177 1,653
1,122 391 177 1,690
37
2.2%
30 735 765 4,239
18 793 810 5,043
28 816 844 5,318
33 275
4.1% 5.4%
0 0 4,239
0 0 5,043
0 0 5,318
0 275
0.0% 5.4%
Total 5,043
FTE 61.3
Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
86 94 (5)
0.7 0.5
176 5,219
62.5
99 5,318
1.0 63.5
76 76
1.0 1.0
Note: Totals may not add due to rounding.
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Financial Services - All 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 Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2019 58.8 3.5
Actual 2019
Revised 2020
Preliminary 2021
0 0 ( 586) ( 974)
0 0 ( 482) ( 1,099)
0 0 ( 485) ( 917)
0 0 ( 75) _____________ ( 1,635)
0 0 ( 349) _____________ ( 1,930)
0 0 ( 225) _____________ ( 1,626)
5,045 5 481 201 0 0 54
5,795 5 983 135 0 0 55
5,987 6 882 15 0 0 55
0 0 87 _____________ 5,873
0 0 0 _____________ 6,973
0 0 0 _____________ 6,944
4,239
5,043
5,318
0 0 _____________ 0 _____________ 4,239
0 0 _____________ 0 _____________ 5,043
0 0 _____________ 0 _____________ 5,318
Actual 2019 50.3 9.2
Revised 2020 58.5 2.8
Preliminary 2021 60.0 3.5
Note: Totals may not add due to rounding
Page 313
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2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
225,000
(225,000)
0
0
0
0
0 OT
225,000
(225,000)
0
0
0
0
0
47,100
0
0
0
0
0
(47,100) OG
47,100
0
0
0
0
0
(47,100)
54,600
0
0
0
0
0
(54,600) OG
54,600
0
0
0
0
0
(54,600)
(2,800)
0
0
0
0
0
2,800 OT
Total Maintain
(2,800)
0
0
0
0
0
2,800
Division Priority 1 Total
323,900
(225,000)
0
0
0
0
(98,900)
Total Priority 1 Operating
323,900
(225,000)
0
0
0
0
(98,900)
Financial Services Division Maintain 315 Financial Planning System and Process Review Total Maintain Growth 315 Accountant Position Total Growth New 316 Financial Analyst Position – Corporate Divisional Support Total New Maintain 109 * Travel Expense Reduction
* italics - denotes that this is a shared (part of another department) operating request. # 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 202121
Page 314
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Financial Services Financial Planning
Title:
Financial Planning System and Process Review
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Replacement of the current excel and legacy based budget system is planned for the near future. Review and assessment of various budget processes was started in 2020. Budget is requested to complete further budget process reviews, perform stakeholder needs analysis and start vendor/software selection to allow for capital costing estimates.
Strategic Direction: 2021
Cost 225,000
Clear direction - Services, processes & business activities are transformed Reserve (225,000)
Division: Department:
Financial Services Financial Planning
Title:
Accountant Position
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: An Accountant position is being requested for the Financial Planning Department's Budget branch to accommodate the increased demands of the financial planning budgeting process as well as to support new initiatives. The Budget branch has experienced an increased volume of service requests from City departments as well as demand for review and changes to budget processes and budget reporting capabilities. The importance of cash flow, forecasting and enhanced monitoring of City debt and investments has also been identified. The Budget branch has not had an increase to staffing levels for over 15 years while the City has grown in size and diversity during this time. This additional staff member will allow for increased knowledge sharing and will enhance department agility.
Strategic Direction: 2021 2022 2023
Cost 47,100 93,900 93,900
Financial management - Lower value activities are improved or stopped 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 (47,100) (93,900) (93,900)
Page 315
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Financial Services Corporate Finance
Title:
Financial Analyst Position – Corporate Divisional Support
New
Priority: 1
ON-GOING PRELIMINARY
Justification: The centralization of a key financial position serving the City's large business units will improve the City's control framework, reduce risk, provide professional oversight and scrutiny of spending decisions, and financial stewardship. This request is for one professional accountant to be a dedicated business partner to each of these three corporate business units: Corporate Strategic Services, Partnership & Investments and Planning & Development Services. This position will support grant and partnership opportunities and the implementation of the new Legacy Funds policy, as well as providing enhanced financial forecasting, deferred revenue guidance, and oversight for development cost charges (DCC) collection and credits.
Strategic Direction: 2021 2022 2023
Cost 54,600 108,100 108,100
Financial management - Cost to deliver services is quantified 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 (54,600) (108,100) (108,100)
Page 316
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
54,500
0
0
0
(22,500)
(10,200)
(21,800) OG
54,600
0
0
0
0
0
(54,600) OG
Total New
109,100
0
0
0
(22,500)
(10,200)
(76,400)
Division Priority 2 Total
109,100
0
0
0
(22,500)
(10,200)
(76,400)
Total Priority 2 Operating
109,100
0
0
0
(22,500)
(10,200)
(76,400)
Financial Services Division New 318 Financial Analyst Position - Civic Operations 318 Financial Analyst Position Corporate and Protective Services
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
Page 317
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Financial Services Corporate Finance
Title:
Financial Analyst Position - Civic Operations
New
Priority: 2
ON-GOING PRELIMINARY
Justification: Civic Operations is one of the largest and most diverse divisions at the City of Kelowna encompassing Building Services, Parks Services, Fleet management, Public Works, Landfill, Compost Operations and both the Water and Wastewater Utilities. The 2018 addition of one key financial position serving this business unit improved the City's control framework, reduced risk, and provided professional oversight and financial stewardship but due to the size and scope of the division, further support is requested. A second professional accountant is requested to support enhanced financial modeling, asset management, budget and financial reporting for the Civic Operations division with funding from Utility revenue, Fleet recovery revenue, Solid Waste, Biosolids and Taxation.
Strategic Direction: 2021 2022 2023
Cost 77,000 152,900 152,900
Financial management - Cost to deliver services is quantified Reserve (13,800) (27,400) (27,400)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Financial Services Corporate Finance
Title:
Financial Analyst Position - Corporate and Protective Services
Revenue (25,400) (50,400) (50,400)
Utility (16,000) (31,800) (31,800)
Taxation (21,800) (43,300) (43,300) New
Priority: 2
ON-GOING PRELIMINARY
Justification: The centralization of key financial positions serving the City's large business units will improve the City's control framework, reduce risk, provide professional oversight and scrutiny of spending decisions, and financial stewardship. This request is for one professional accountant to be a dedicated business partner for the Corporate and Protective Services division. This division is responsible for significant budgets including the RCMP contract, Community Safety, Human Resources and Risk Management.
Strategic Direction: 2021 2022 2023
Cost 54,600 108,100 108,100
Financial management - Cost to deliver services is quantified 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 (54,600) (108,100) (108,100)
Page 318
Debt & Other
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 320
2021 FINANCIAL PLAN
CITY OF KELOWNA
Debt & Other Budget overview Per cent of General Fund operating
10% Debt & Other
Net Operating
General fund operating = $157.6 M
Net operating expenditure ($ thousands) Department
Actual
Revised
Preliminary
Change from
Per cent
2019
2020
2021
prior year
change
17,865 17,865
12,265 12,265
15,245 15,245
2,979
24.3%
0 0 17,865
0 0 12,265
0 0 15,245
0 2,979
0.0% 24.3%
Operating cost centres: Debt & Other 205 Debt & Other Net operating expenditure Capital cost centres: Net capital expenditures Total Department net expenditures
Note: Totals may not add due to rounding.
Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
(137) 900 (1,449)
Total 12,265
FTE 0.0
(686) 11,579
0.0
3,666 15,245
0.0
0 0
0.0
Note: Totals may not add due to rounding.
Page 321
2021 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services Debt & Other - All Funds Revenues/Expenditures by Category ($ thousands) Revenue ȋ Ȍ Total Revenue Expenditures ȋ Ȍ Total Expenditures Net Operating Expenditures Capital Expenditures Taxation Capital Net Operating & Tax Capital Exp. ϮϬϭϵ Ϭ Ϭ
ϮϬϭϵ
ϮϬϮϬ
ϮϬϮϭ
; ϭϰϲͿ ; ϯϱͿ ; ϲ͕ϵϮϱͿ ; ϭϴ͕ϲϳϱͿ
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; Ϯ͕ϭϱϯͿ Ϭ ; ϭ͕ϬϬϳͿ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ; Ϯϴ͕ϵϰϭͿ
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ϲϱϱ Ϭ ϴ͕ϱϵϭ Ϭ Ϯ͕ϳϭϬ ϱ͕ϴϮϳ ϭϴϭ
; ϭ͕ϱϲϰͿ Ϭ ϴ͕ϳϯϱ Ϭ Ϯ͕ϰϵϳ ϲ͕ϵϯϱ Ϯϭϯ
; ϭ͕ϱϲϰͿ Ϭ ϳϮϲ Ϭ Ϯ͕ϰϵϳ ϱ͕ϵϯϳ Ϯϭϯ
ϭϴ͕ϬϱϬ Ϭ ϭϬ͕ϳϵϭ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ϰϲ͕ϴϬϲ
ϭϰ͕Ϭϵϳ Ϭ ϰ͕ϯϰϱ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ϯϱ͕Ϯϱϳ
ϭϯ͕ϱϵϯ Ϭ ϴ͕ϬϬϴ ̸̸̸̸̸̸̸̸̸̸̸̸̸ Ϯϵ͕ϰϭϬ
ϭϳ͕ϴϲϱ
ϭϮ͕Ϯϲϱ
ϭϱ͕Ϯϰϱ
Ϭ Ϭ ̸̸̸̸̸̸̸̸̸̸̸̸̸ Ϭ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ϭϳ͕ϴϲϱ
Ϭ Ϭ ̸̸̸̸̸̸̸̸̸̸̸̸̸ Ϭ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ϭϮ͕Ϯϲϱ
Ϭ Ϭ ̸̸̸̸̸̸̸̸̸̸̸̸̸ Ϭ ̸̸̸̸̸̸̸̸̸̸̸̸̸ ϭϱ͕Ϯϰϱ
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Page 322
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
3,616,700
0
0
0
0
0
(3,616,700) OG
3,616,700
0
0
0
0
0
(3,616,700)
0
0
0
0
48,800
0
(48,800) OG
Total New
0
0
0
0
48,800
0
(48,800)
Division Priority 1 Total
3,616,700
0
0
0
48,800
0
(3,665,500)
Total Priority 1 Operating
3,616,700
0
0
0
48,800
0
(3,665,500)
Financial Services Division Debt & Other Maintain 324
Other Working Capital Total Maintain
New 178
* STPCO Reorganization
* italics - denotes that this is a shared (part of another department) operating request. # 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 2021
Page 323
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Other Working Capital
Priority: 1
Maintain ON-GOING PRELIMINARY
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 2021.
Strategic Direction: 2021 2022 2023
Cost 3,616,700 3,616,700 3,616,700
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 Taxation 0 (3,616,700) 0 (3,616,700) 0 (3,616,700)
Page 324
General Revenues
2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
CITY OF KELOWNA
General Revenues Budget overview 2021 General Revenues Interest & penalties 51% Taxes - private utilities 19% Fed./Prov. contributions 19% Franchise fee 11% Total = $11.5 M
Net operating expenditure ($ thousands) Actual
Revised
Preliminary
Change from
Percent
2019
2020
2021
prior year
change
(154,610) (154,610)
(160,030) (160,030)
(169,428) (169,428)
(9,398)
5.9%
0 0 (154,610)
0 0 (160,030)
0 0 (169,428)
0 (9,398)
0.0% 5.9%
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.
Description of Operating program changes ($ thousands) 2020 revised budget 2021 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2021 program additions (P1) 2021 operating requests: Total Unfunded 2021 requests (P2) 2021 operating requests Total unfunded requests for 2021
(70) 0 (9,328)
Total (160,030)
FTE 0.0
(9,398) (169,428)
0.0
0 (169,428)
0.0
0 0
0.0
Note: Totals may not add due to rounding.
Page 327
2021 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services General Revenues - All 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 Taxation Capital Net Operating & Tax Capital Exp.
Authorized FTE Positions Salaried Hourly
Budgeted 2019 0 0
Actual 2019
Revised 2020
Preliminary 2021
( 145,270) 0 ( 2,246) ( 11,312)
( 151,362) 0 ( 2,177) ( 9,493)
( 160,470) 0 ( 2,244) ( 9,743)
0 0 ( 1,615) _____________ ( 160,443)
0 0 ( 1,650) _____________ ( 164,682)
0 0 ( 1,650) _____________ ( 174,107)
0 0 3,499 0 414 0 0
0 0 3,152 0 0 0 0
0 0 3,152 0 0 0 0
0 0 1,920 _____________ 5,833
400 0 1,100 _____________ 4,652
400 0 1,126 _____________ 4,678
( 154,610)
( 160,030)
( 169,428)
0 0 _____________ 0 _____________ ( 154,610)
0 0 _____________ 0 _____________ ( 160,030)
0 0 _____________ 0 _____________ ( 169,428)
Actual 2019 0 0
Revised 2020 0 0
Preliminary 2021 0 0
Note: Totals may not add due to rounding
Page 328
Capital Budget
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 330
2021 FINANCIAL PLAN
CITY OF KELOWNA
CAPITAL BUDGET Capital budget 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, multiple bottom line approach for capital planning that strikes a balance between renewing existing infrastructure and investing in new infrastructure to support growth and improved services. In April 2016, Council endorsed the 2030 Infrastructure Plan, which set the direction for infrastructure investment until 2030, including a funding strategy. 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 10Year Capital Plan but is responsive to emerging issues and priorities. The City of Kelowna capital structure includes twelve capital cost centres; Fire Equipment, Information Services, Real Estate & Parking, Buildings, Parks, Vehicle & Mobile Equipment, Transportation, Storm Drainage, Solid Waste, Airport, Water and Wastewater. Funding for projects within these cost centres could come from a variety of sources including utility revenues, financial reserves, borrowing, grants or taxation.
Capital expenditures At the top right-hand side of each 2021 capital request, readers will find the capital reference and the year the project was included in the Council endorsed 10-Year Capital Plan, along with the corresponding dollar amount. 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. Operating and maintenance costs are included in the related capital request when applicable. Capital requests that have operating impacts are marked with OP on the capital summary sheet at the beginning of the cost centre. Each capital request is categorized into the three categories renew, growth and new. Renewal projects will renew current capital assets, maintaining current service levels. Growth projects are new capital assets that are required due to increased growth and demand. New project requests are for new capital assets that will provide a higher level of service.
General Fund
The 2021 Financial Plan includes 86 General Fund Priority 1 (P1) requests that total $60.6M of which $11.8M is requested to be funded from taxation. The general taxation expenditure of $11.8M has been allocated to infrastructure budgets as follows Department
Description
Real Estate & Parking
Land acquisition & parking infrastructure
Building
Facilities & improvements
2,721
Parks
Park land/trail/area development
2,342
Transportation
Roadways/pathways/traffic signals/public transit
5,293
Storm Drainage
Drainage systems
500
Information Services
Communication hardware/software
456
Vehicle & Mobile Equipment
Vehicles & equipment
Fire
Fire vehicles & equipment
Total
Amount ($ thousands) 526
11 0 11,848
Note: Totals may not add due to rounding
Page 331
2021 FINANCIAL PLAN
CITY OF KELOWNA
Priority one requests focus on renewing existing infrastructure and cultivating existing projects, addressing social responsibilities, creating vibrant neighbourhoods with a commitment to environmental sustainability while maintaining essential services. In addition to the P1 capital requests, there are 23 Priority 2 (P2) General Fund requests that are included for Council’s consideration totaling $14.3M of which $14.2M is requested from taxation. Priority two requests are not included in summary totals.
Capital requests by type: Renew
Growth
New
39%
42%
19%
The 2021 general capital program includes 42 per cent related to growth, 39 per cent renewal projects, and 19 per cent for new infrastructure.
Airport Fund The dramatic decrease in passenger volumes at the Kelowna International Airport since the start of the pandemic has resulted in major changes to the 2021 capital program. The significantly reduced program is requesting five P1 capital requests totaling $1.6M. There are no P2 capital requests for the Airport.
Capital requests by type: Renew
Growth
New
62%
0%
38%
The 2021 capital requests mainly consist of 62 per cent to the renew category followed by 38 per cent for new capital programs.
Water Fund The City of Kelowna’s Water Utility provides water to just over half of the Kelowna population. The 2021 capital program focuses on infrastructure renewal and includes 13 requests for a total of $4.5M and $4.2M of utility revenue. There are no P2 capital requests for the Water Utility.
Capital requests by type: Renew
Growth
New
83%
2%
15%
The 2021 capital requests largely fall into the renewal category at 83 per cent, followed by 15 per cent for new capital programs and 2% growth.
Wastewater Fund The Wastewater Utility has seven capital requests using $5.9M of utility revenues to fund $6.0M worth of projects. These project focus on utility infrastructure renewal along with biosolids management. There are no P2 capital requests for the Wastewater Utility.
Capital requests by type: Renew
Growth
New
80%
0%
20%
The majority of 2021 capital requests are 80 per cent renewal projects, with 20 per cent related to growth.
Page 332
2021 FINANCIAL PLAN
CITY OF KELOWNA
Requests by Department ($ thousands) 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). 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 Vehicle & Mobile Equipment 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
110 1,306 3,390 9,881 13,453 3,994 19,106 3,833 5,518 60,591 1,625 4,509 6,000 12,134 72,725
110 725 2,865 6,861 11,112 3,983 13,313 2,100 5,518 46,586 1,625 89 55 1,749 48,355
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 933 0 933 0 0 0 0 933
0 50 0 300 0 0 500 0 0 850 0 150 0 150 1,000
0 75 0 0 0 0 0 300 0 375 0 4,271 5,945 10,216 10,591
0 456 526 2,721 2,342 11 5,293 500 0 11,848 0 0 0 0 11,848
0 100 288 5,108 770 7,935 0 130 0 14,331 0 0 0 0 14,331 87,056
0 0 0 120 0 0 0 0 0 120 0 0 0 0 120 48,475
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 0 933
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,000
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10,591
0 100 288 4,988 770 7,935 0 130 0 14,211 0 0 0 0 14,211 26,059
Note: Totals may not add due to rounding.
Page 333
2021 FINANCIAL PLAN
CITY OF KELOWNA
All Funds Expenditures – Priority 1 ($ millions) This pie chart provides a visual comparison of the level of spending in all funds by capital cost centre.
Real Estate & Parking $19.11M Airport $13.45M Information Services $9.88M Transportation $6M Storm Drainage $5.52M Parks $4.51M Solid Waste $3.99M Vehicle & Mobile Equip $3.83M Fire $3.39M Building $1.63M Water $1.31M Wastewater $0.11M The following table provides a comparison of priority 1 requests included in this year’s annual capital program versus the 10 Year Capital Plan for the 2021 year ($ millions). 25.0 10 Year Capital Plan $72.7M
13.5 13.5
15.0 9.9 9.9
10.0 5.0
Annual Capital Plan $72.7M
19.1 19.1
20.0
3.4 3.4
5.5 5.5
4.5 4.5
4.0 4.0
3.8 3.8 1.3 1.3
0.0
0.1 0.1
6.0 6.0
1.6 1.6
* Parkinson Recreation Building Replacement: Construction costs not included Note: Developer delivered projects are not included in this graph including the Airport East Lands Roads & Servicing agreement and Transportation projects.
Page 334
2021 FINANCIAL PLAN
CITY OF KELOWNA
Capital Funding Summary The City of Kelowna uses Principals and Strategies for Financial Strength and Stability to guide decision making and funding strategies. The bar graph below visually compares the various capital funding sources used in the annual capital plan.
All Funds Funding Sources – Priority 1 ($ thousands) Kelowna Sportsfields Major Recreation Facilities Finance/Major System Software H2O Center Theatre Improvement Unspent Budget Reserve Fed/Prov Contribution Airport - Improvement Fee Parking - Parking Reserve Civic Facilities Municipal Works Other Reserves Land - Land Sales Reserve Equipment Replacement Reserve Infrastructure Levy Reserve Sanitary Landfill Community Works Fund DCC Reserves Utility Taxation
Funding Source
463 474 475 600 630 728 933 1,000 1,195 1,321 2,050 2,060 2,164 3,083 3,633 5,635 5,926 7,585 10,332 10,591 0
2,000
4,000
6,000
Expenditures
8,000
10,000
11,848
12,000
14,000
Total $72.7M
Note: Totals may not add due to rounding.
Capital Reserve funding – Priority 1 ($ millions) 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 $48.4M of reserves being used in this year’s annual budget ($ millions).
Statutory Reserve Fund $29.6M Deferred Development Cost Charges $10.33M Major Facilities $3.12M Reserve for Future Expenditure $1.63M Upgrades and Maint. Existing Assets $1.14M Unspent Budget Reserve $0.73M Transportation & Drainage Capital $0.58M Park Development/ Other Land $0.46M Planning Initiatives - Corporate $0.45M Operating Exp. Equalization $0.22M
Total $48.4M
Page 335
2021 FINANCIAL PLAN
CITY OF KELOWNA
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 Parks Ballou Park (DCC) Tower Ranch Park #1 (DCC) Linear Park - DCC Program Mission Recreation - Softball Diamonds (DCC) Total Parks Transportation Sidewalk Network Expansion Transit - Bus Stop Renewal Transit - New Bus Stops Okanagan Rail Trail - Connection to Waterfront Park Pathway Lakeshore 1 DCC (DeHart - Vintage Terrace), ATC Casorso 4 DCC (Raymer - KLO), ATC Houghton 1 DCC (Nickel - Rails with Trails), ATC Active Transportation Corridor/Bicycle Network Expansion Crosswalk Safety - Signals and Flashers Traffic Signals and Roundabouts Abbott Protected Bike Route (Rose - West), ATC Central Green Pedestrian Overpass Intelligent Transportation Systems Total Transportation Vehicle and Mobile Equipment Fleet Growth Total Vehicle and Mobile Equipment Total General Fund operating impacts from Capital Investment
2021
2022
2023
0 0 4,200 0 4,200
15,800 4,600 4,200 18,500 43,100
30,600 16,800 4,200 64,000 115,600
2,000 1,000 1,000 1,400 7,000 7,000 13,600 20,000 1,000 3,500 2,200 0 1,200 60,900
2,000 1,000 1,000 1,400 7,000 12,000 24,600 20,000 1,000 3,500 2,200 30,500 1,200 107,400
2,000 1,000 1,000 1,400 7,000 12,000 24,600 20,000 1,000 3,500 2,200 30,500 1,200 107,400
123,900 123,900 189,000
123,900 123,900 274,400
123,900 123,900 346,900
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).
Parks 2%
Transportation 32%
Vehicle and Mobile Equipment 66%
Page 336
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget CAPITAL BUDGET Summary - General Fund Page Type
Description
Asset Cost
Reserve
1,460,000
(1,000,000)
1,460,000
(1,000,000)
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(460,000)
0
0
0
0
(460,000)
Real Estate and Parking Capital - Priority 1 368 New
General Land, Acquisition L1 - General Land
368 New
50,000
0
0
0
0
0
(50,000)
369 Growth DCC Road Widening, Land Acquisition
100,000
(84,500)
0
0
0
0
(15,500)
L2 - Road and Sidewalk Land Acquisition
150,000
(84,500)
0
0
0
0
(65,500)
369 Renew Parking Equipment and Facilities
575,000
(575,000)
0
0
0
0
0
370 Renew Downtown Parkades-Major Maintenance Land Acquisition - Parkades and 370 New Strategic Initiatives 371 Renew Cook Road Boat Launch – Asphalt Renewal
760,000
(760,000)
0
0
0
0
0
100,000
(100,000)
0
0
0
0
0
95,000
(95,000)
0
0
0
0
0
L3 - Parking Infrastructure
1,530,000
(1,530,000)
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
3,390,000
(2,864,500)
0
0
0
0
(525,500)
80,000
0
0
0
0
0
(80,000)
1,420,000
0
0
0
0
0
(1,420,000)
1,500,000
0
0
0
0
0
(1,500,000)
4,685,000
(4,158,600)
0
0
0
0
(526,400)
150,000
0
0
0
0
0
(150,000)
4,835,000
(4,158,600)
0
0
0
0
(676,400)
530,000
(235,000)
0
0
0
0
(295,000)
424,000
(424,000)
0
0
0
0
0
355,100
(106,000)
0
0
0
0
(249,100)
212,200
(212,200)
0
0
0
0
0
350,000
(50,000)
0
0
(300,000)
0
0
600,000
(600,000)
0
0
0
0
0
371 New
Road & Sidewalk, Land Acquisition
Building Capital - Priority 1 376 Renew Parks Washrooms Renovations or Replacement 376 Renew Parkinson Recreation Centre - Building Replacement Design B1 - Parks and Recreation Buildings 377 Renew City Hall - Renovations, Phase IV & V 377 Growth Civic Accommodation B3 - Civic/Protective Service Buildings 378 Renew Parks and Recreation Buildings Infrastructure Renewal 378 Renew Rutland Arena (West) Chiller & Dehumidifier Replacement 379 Renew Civic/Protective Service Buildings Infrastructure Renewal 379 Renew Community and Cultural Buildings Infrastructure Renewal 380 Renew Capital News Centre - Arena Chiller Replacement 380 Renew H2O Centre Heat Recovery Chiller Replacement
Page 337
2021 FINANCIAL PLAN Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
381 Renew Library Boiler Replacement 381 Renew Water St. Boat Launch Ramp Renewal 382 Renew Kelowna Community Theatre Renewal
350,000
(350,000)
95,000 630,000
B7 - Renewal, Rehabilitation & Infra.
3,546,300
Cost Center Totals
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
(95,000)
0
0
0
0
0
(630,000)
0
0
0
0
0
(2,702,200)
0
0
(300,000)
0
(544,100)
9,881,300
(6,860,800)
0
0
(300,000)
0
(2,720,500)
3,658,000
(3,241,000)
0
0
0
0
(417,000)
3,658,000
(3,241,000)
0
0
0
0
(417,000)
68,900
0
0
0
0
0
(68,900)
68,900
0
0
0
0
0
(68,900)
1,568,600
(1,568,600)
0
0
0
0
0
430,600
(380,600)
0
0
0
0
(50,000)
1,999,200
(1,949,200)
0
0
0
0
(50,000)
920,000
(702,000)
0
0
0
0
(218,000)
3,330,000
(3,330,000)
0
0
0
0
0
140,000
0
0
0
0
0
(140,000)
P5 - Recreation Park Development
4,390,000
(4,032,000)
0
0
0
0
(358,000)
391 Renew City Park - Improvements, Waterfront Promenade Phase 3 392 Growth Pandosy Waterfront Park, DCC Citywide Park Development Phase 1 392 Growth Kerry Park - Future Phases (DCC)
200,000
0
0
0
0
0
(200,000)
1,450,300
(866,100)
0
0
0
0
(584,200)
571,700
(396,800)
0
0
0
0
(174,900)
P6 - City-wide Park Development
2,222,000
(1,262,900)
0
0
0
0
(959,100)
220,000
(175,000)
0
0
0
0
(45,000)
75,000
(66,400)
0
0
0
0
(8,600)
295,000
(241,400)
0
0
0
0
(53,600)
Parks Capital - Priority 1 OP
388 New
DCC Parkland Acquisition P1 - DCC Parkland Acquisition
OP
388 New
Art Walk - Extension from Doyle to Queensway
P10 - Urban Streetscape, Centres Dev, Renewal OP
389 Growth Ballou Park (DCC)
OP
389 Growth Tower Ranch Park #1 (DCC) P3 - Neighbourhood Park Development
OP OP
390 Renew Mission Recreational Park Artificial Turf Replacement 390 Growth Mission Recreation - Softball Diamonds (DCC) 391 New Lombardy Park, Protective Netting Construction
393 Renew Knox Mountain Park - Improvements OP
393 Growth Linear Park - DCC Program P7 - Linear/Natural Area Park Development 394 Renew Irrigation Renewal
300,000
0
0
0
0
0
(300,000)
394 New
Kelowna Memorial Cemetery Improvements 395 Renew Sport Courts/Water Parks/Skate Parks Renewal & Replacements 395 Renew Access For All Improvements
200,000
(200,000)
0
0
0
0
0
70,000
(35,000)
0
0
0
0
(35,000)
100,000
0
0
0
0
0
(100,000)
P8 - Renewal, Rehabilitation & Infra
670,000
(235,000)
0
0
0
0
(435,000)
Page 338
2021 FINANCIAL PLAN Page Type 396 New
CITY OF KELOWNA
Description
Asset Cost
Reserve
Capital Opportunities and Partnership Fund
150,000
(150,000)
P9 - Capital Opportunities Partnership
150,000
Cost Center Totals
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
(150,000)
0
0
0
0
0
13,453,100 (11,111,500)
0
0
0
0
(2,341,600)
Transportation Capital - Priority 1 1,305,600
(1,129,300)
0
0
0
0
(176,300)
248,000
(209,600)
0
0
0
0
(38,400)
1,553,600
(1,338,900)
0
0
0
0
(214,700)
Lakeshore 1 DCC (Dehart - Vintage Terrace), ATC 410 Growth Casorso 4 DCC (Raymer - KLO), ATC
215,700
(137,300)
0
0
0
0
(78,400)
666,000
(619,400)
0
0
0
0
(46,600)
411 Growth Casorso 3 DCC (KLO Rd - Barrera Rd), ATC 411 Growth Houghton 1 DCC (Nickel - Rails with Trails), ATC
167,000
(167,000)
0
0
0
0
0
2,651,000
(1,998,000)
0
0
0
0
(653,000)
3,699,700
(2,921,700)
0
0
0
0
(778,000)
500,000
0
0
0
(500,000)
0
0
500,000
0
0
0
(500,000)
0
0
325,000
0
0
0
0
0
(325,000)
409 Growth Lakeshore 1 DCC Bridge and Road at Bellevue Creek 409 Growth Stewart 3 DCC (Crawford - Swamp), Road T1 - DCC Roads OP OP
OP
410 New
T2 - DCC Roads - Active Transportation 412 Growth Roadway Urbanization T3 - Non-DCC Roads 412 Renew Bridge Rehabilitation - Renewal 413 Renew Sidewalk & Bikeway Renewal 413 Renew Road Resurfacing OP
OP OP OP
204,100
(204,100)
0
0
0
0
0
4,400,000
(2,786,200)
0
0
0
0
(1,613,800)
414 Renew Transit - Bus Stop Renewal
110,000
(110,000)
0
0
0
0
0
414 Renew Street Light Pole and Wiring Renewal
223,300
(223,300)
0
0
0
0
0
415 Renew Traffic Signal and Communications Upgrades and Renewals Streetscaping in Urban Centers 415 New
220,000
0
0
0
0
0
(220,000)
300,000
0
0
0
0
0
(300,000)
T4 - Transportation System Renewal
5,782,400
(3,323,600)
0
0
0
0
(2,458,800)
Active Transportation Corridor/Bicycle Network Expansion 416 Renew Abbott Protected Bike Route (Rose West), ATC Okanagan Rail Trail - Connection to 417 New Waterfront Park Pathway
250,000
(80,000)
0
0
0
0
(170,000)
250,000
0
0
0
0
0
(250,000)
250,000
(195,000)
0
0
0
0
(55,000)
T5 - Bicycle Network
750,000
(275,000)
0
0
0
0
(475,000)
5,500,000
(5,183,300)
0
0
0
0
(316,700)
250,000
0
0
0
0
0
(250,000)
5,750,000
(5,183,300)
0
0
0
0
(566,700)
416 New
OP
417 Growth Central Green Pedestrian Overpass
OP
418 New
Sidewalk Network Expansion T6 - Sidewalk Network
Page 339
2021 FINANCIAL PLAN Page Type 418 New OP
OP OP
CITY OF KELOWNA
Description
Reserve
250,000
0
100,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(250,000)
0
0
0
0
0
(100,000)
419 New
Road Safety & Operations Partnership with ICBC Crosswalk Safety - Signals and Flashers
419 New
Safe Routes to School Program
60,000
0
0
0
0
0
(60,000)
420 New
Neighbourhood Traffic Calming
60,000
0
0
0
0
0
(60,000)
T7 - Safety and Operational Improvements
470,000
0
0
0
0
0
(470,000)
300,000
0
0
0
0
0
(300,000)
30,000
0
0
0
0
0
(30,000)
330,000
0
0
0
0
0
(330,000)
421 Growth Transit - New Bus Stops
120,000
(120,000)
0
0
0
0
0
422 Growth Transit Land Acquisition
150,000
(150,000)
0
0
0
0
0
270,000
(270,000)
0
0
0
0
0
19,105,700 (13,312,500)
0
0
(500,000)
0
(5,293,200)
420 Growth Traffic Signals and Roundabouts 421 Growth Intelligent Transportation Systems T8 - Traffic Control Infrastructure
OP
Asset Cost
T9 - Transit Facilities Cost Center Totals
Solid Waste Capital - Priority 1 300,000
(300,000)
0
0
0
0
0
300,000
(300,000)
0
0
0
0
0
1,000,000
(1,000,000)
0
0
0
0
0
447 Growth General Site Works and Investigations
100,000
(100,000)
0
0
0
0
0
SW2 - Site Improvement
1,100,000
(1,100,000)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
3,458,000
(3,458,000)
0
0
0
0
0
100,000
(100,000)
0
0
0
0
0
3,558,000
(3,558,000)
0
0
0
0
0
110,000
(110,000)
0
0
0
0
0
SW9 - Solid Waste Renewal
110,000
(110,000)
0
0
0
0
0
Cost Center Totals
5,518,000
(5,518,000)
0
0
0
0
0
Mill Creek Flood Protection
2,333,300
(1,400,000)
0 (933,300)
0
0
0
Knox Mountain Geotechnical Engineering
1,000,000
(700,000)
0
0
0 (300,000)
0
3,333,300
(2,100,000)
0 (933,300)
0 (300,000)
0
446 Growth Automated Collection Curbside Carts SW1 - Equipment 446 Growth Landfill Site Preparation
447 Growth Landfill Gas & Leachate Recirculation Laterals SW3 - Gas Management 448 Growth Stockpiles and Reprocessing Areas Relocation Road Construction 448 New SW7 - Landfill Area Development 449 Renew Infrastructure Renewal
Storm Drainage Capital - Priority 1 454
New
454 New
D1 - Hydraulic Upgrading Program
Page 340
2021 FINANCIAL PLAN Page Type
CITY OF KELOWNA Fed/Prov
Dev/Com
Utility
0
0
0
0
(120,000)
0
0
0
0
0
(120,000)
380,000
0
0
0
0
0
(380,000)
D3 - Storm Water Renewal
380,000
0
0
0
0
0
(380,000)
Cost Center Totals
3,833,300
(2,100,000)
0 (933,300)
0 (300,000)
(500,000)
435,000
(285,000)
0
0
0
0
(150,000)
435,000
(285,000)
0
0
0
0
(150,000)
190,000
0
0
0
0
0
(190,000)
190,000
0
0
0
0
0
(190,000)
361 Renew Major Systems Projects
201,100
(135,400)
0
0
0
0
(65,700)
361 Renew Asset Management System - Phase III
325,000
(250,000)
0
0
0
(75,000)
0
I3 - Major System Projects
526,100
(385,400)
0
0
0
(75,000)
(65,700)
105,000
(55,000)
0
0
0
0
(50,000)
50,000
0
0
0
(50,000)
0
0
I4 - Communications Systems
155,000
(55,000)
0
0
(50,000)
0
(50,000)
Cost Center Totals
1,306,100
(725,400)
0
0
(50,000)
(75,000)
(455,700)
625,000
(625,000)
0
0
0
0
0
11,000
0
0
0
0
0
(11,000)
636,000
(625,000)
0
0
0
0
(11,000)
3,357,900
(3,357,900)
0
0
0
0
0
V2 - Vehicle / Equipment Renewal
3,357,900
(3,357,900)
0
0
0
0
0
Cost Center Totals
3,993,900
(3,982,900)
0
0
0
0
(11,000)
110,000
(110,000)
0
0
0
0
0
F1 - Vehicle / Equipment Renewal
110,000
(110,000)
0
0
0
0
0
Cost Center Totals
110,000
(110,000)
0
0
0
0
0
(850,000) (375,000)
(11,847,500)
455 New
Description Belgo Road at Clarissa Road D2 - Storm Drainage Quality Program
455 Renew Asset Renewal Projects
Asset Cost
Reserve
120,000
0
120,000
Borrow
Taxation
Information Services Capital - Priority 1 360 Renew Front Office Equipment I1 - Front Office Equipment 360 Renew Server and Data Storage Equipment I2 - Server & Data Storage
362 Renew Communications Networks Upgrades 362 New
Fibre Optic Service Line
Vehicle & Mobile Equipment - Priority 1 OP
402 Growth Fleet Growth 402 Growth Graffiti Eradication Power Washer Replacement V1 - Additional Vehicles / Equipment 403 Renew Vehicle/Equipment Renewal
Fire Capital - Priority 1 356 Renew Fire Equipment Replacement
Grand Total
60,591,400 (46,585,600)
0 (933,300)
OP - Capital request has operating impacts included on the request Page 341
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget CAPITAL BUDGET Summary - Utility Funds Page Type
Description
Asset Cost
Reserve
80,000
(80,000)
150,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
0
(150,000)
0
0
0
0
230,000
(230,000)
0
0
0
0
475,000
(475,000)
0
0
0
0
475,000
(475,000)
0
0
0
0
250,000
(250,000)
0
0
0
0
A3 - Terminal
250,000
(250,000)
0
0
0
0
352 Renew Soaring Beyond 2.5 Million Passengers AIF Program
670,000
(670,000)
0
0
0
0
A4 - AIF
670,000
(670,000)
0
0
0
0
Cost Center Totals
1,625,000
(1,625,000)
0
0
0
0
350,000
0
0
0
0
(350,000)
350,000
0
0
0
0
(350,000)
117,200
(58,600)
0
0
0
(58,600)
W5 - DCC Offsite & Oversize
117,200
(58,600)
0
0
0
(58,600)
429 Renew Office Acoustic & Yard Security Items Gulley Rd 429 Renew Skyline PS - Station Upgrade Safety Issues 430 Renew Cast Iron Replacement Program
100,000
(30,000)
0
0
0
(70,000)^
1,250,000
0
0
0
0
(1,250,000)
1,500,000
0
0
0
0
(1,500,000)
500,000
0
0
0
0
(500,000)
W6 - Network and Facility Renewal
3,350,000
(30,000)
0
0
0
(3,320,000)
431 Renew Chemical Storage Tank Replacement – Kettle Valley UV Facility 431 Renew Dam Surveillance & Watershed Monitoring 432 Growth Hydro Excavator Parking Facility
100,000
0
0
0
0
(100,000)
22,000
0
0
0
0
(22,000)
100,000
0
0
0
0
Airport Capital - Priority 1 350 Renew Airside Equipment 350 New
Airport Small Capital A1 - Airside
351 New
Airport Groundside Equipment Replacement A2 - Groundside
351 Renew Air Terminal Building Capital Replacement & Improvement
Water Capital - Priority 1 428 New
Poplar Point UV W3 - DCC Water Treatment
428 New
Offsite & Oversize - Water
430 Renew Water Meter Replacement Program
432 New
Snow Runoff Hydrology
433 New
Water Meter - New Installations
W7 - Network and Facility Improvements
(100,000)^^
50,000
0
0
0
0
(50,000)
150,000
0
0
0
(150,000)
0
422,000
0
0
0
(150,000)
(272,000)
Page 342
2021 FINANCIAL PLAN Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
Fed/Prov
Dev/Com
Utility
20,000
0
0
0
0
(20,000)
250,000
0
0
0
0
(250,000)
W8 - Irrigation Network Improvements
270,000
0
0
0
0
(270,000)
Cost Center Totals
4,509,200
(88,600)
0
0
(150,000)
(4,270,600)
1,000,000
0
0
0
0
(1,000,000)
1,000,000
0
0
0
0
(1,000,000)
110,000
(55,000)
0
0
0
(55,000)
110,000
(55,000)
0
0
0
(55,000)
ϰϯϵ Renew Renewal - Wastewater Mains and Facilities - SCADA ϰϯϵ Renew Lift Station Renewal
300,000
0
0
0
0
(300,000)
700,000
0
0
0
0
(700,000)
440 Renew Renewal - Wastewater Mains and Facilities
3,700,000
0
0
0
0
(3,700,000)
4,700,000
0
0
0
0
(4,700,000)
90,000
0
0
0
0
(90,000)
100,000
0
0
0
0
(100,000)
WW6 - Network and Facility Improvements
190,000
0
0
0
0
(190,000)
Cost Center Totals
6,000,000
(55,000)
0
0
0
(5,945,000)
Grand Total
12,134,200
(1,768,600)
0
0
(150,000)
(10,215,600
ϰϯϯ Renew Hydrants ϰϯϰ Renew Dam Repairs
Borrow
Wastewater Capital - Priority 1 ϰϯϴ New
Biosolids Management Phase I & Phase II
WW3 - DCC Wastewater Treatment Facilities ϰϯϴ New
Offsite & Oversize - Wastewater WW4 - DCC Oversize
WW5 - Network and Facility Renewal 440 Renew Wastewater Treatment Facility Uninterruptible Power Supply Emerging Issues 441 New
OP - Capital request has operating impacts included on the request ^ $35k of this utility funding is from the Wastewater utility ^^ $50k of this utility funding is from the Wastewater utility
Page 343
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget CAPITAL BUDGET Summary - General Fund Page Type
Description
Asset Cost
Reserve
222,000
0
222,000
Road & Sidewalk, Land Acquisition
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(222,000)
0
0
0
0
0
(222,000)
66,000
0
0
0
0
0
(66,000)
L2 - Road and Sidewalk Land Acquisition
66,000
0
0
0
0
0
(66,000)
Cost Center Totals
288,000
0
0
0
0
0
(288,000)
Renew Kelowna Family Y - Pool Mechanical Modernization Renew Apple Bowl - Renovations
345,000
0
0
0
0
0
(345,000)
615,000
0
0
0
0
0
(615,000)
Renew Mission Recreation Field House Construction
477,000
0
0
0
0
0
(477,000)
1,437,000
0
0
0
0
0
(1,437,000)
3,498,000
0
0
0
0
0
(3,498,000)
3,498,000
0
0
0
0
0
(3,498,000)
53,000
0
0
0
0
0
(53,000)
53,000
0
0
0
0
0
(53,000)
120,000
(120,000)
0
0
0
0
0
B7 - Renewal, Rehabilitation & Infra.
120,000
(120,000)
0
0
0
0
0
Cost Center Totals
5,108,000
(120,000)
0
0
0
0
(4,988,000)
270,000
0
0
0
0
0
(270,000)
270,000
0
0
0
0
0
(270,000)
100,000
0
0
0
0
0
(100,000)
100,000
0
0
0
0
0
(100,000)
Real Estate and Parking Capital - Priority 2 New
General Land, Acquisition L1 - General Land
New
Building Capital - Priority 2
B1 - Parks and Recreation Buildings Growth Downtown Cultural Centre Construction B2 - Community and Cultural Buildings Growth Capital Opportunities & Partnership Fund B6 - Capital Opportunities and Partnerships Renew Parkinson Rec Centre Boiler & Hot Water Tank Replacements
Parks Capital - Priority 2 Renew Bennett Plaza - Improvements P10 - Urban Streetscape, Centres Dev, Renewal New
Natural Area Acquisition
P7 - Linear/Natural Area Park Development
Page 344
2021 FINANCIAL PLAN Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
Fed/Prov
Dev/Com
Utility
400,000
0
0
0
0
0
(400,000)
P8 - Renewal, Rehabilitation & Infra
400,000
0
0
0
0
0
(400,000)
Cost Center Totals
770,000
0
0
0
0
0
(770,000)
3,600,000
0
0
0
0
0
(3,600,000)
T4 - Transportation System Renewal
3,600,000
0
0
0
0
0
(3,600,000)
Active Transportation Corridor/Bicycle Network Expansion Bertram Bridge ATC Connections
150,000
0
0
0
0
0
(150,000)
1,000,000
0
0
0
0
0
(1,000,000)
1,000,000
0
0
0
0
0
(1,000,000)
2,150,000
0
0
0
0
0
(2,150,000)
625,000
0
0
0
0
0
(625,000)
625,000
0
0
0
0
0
(625,000)
Renew Parking Renewal
Borrow
Taxation
Transportation Capital - Priority 2 Renew Transportation Renewal
New OP
New
OP
Growth Master Planned Primary AT Routes T5 - Bicycle Network New
Sidewalk Network Expansion T6 - Sidewalk Network
OP
New
Crosswalk Safety - Signals and Flashers
100,000
0
0
0
0
0
(100,000)
OP
New
300,000
0
0
0
0
0
(300,000)
OP
New
Road Safety & Operations Partnership with ICBC Safe Routes to School Program
60,000
0
0
0
0
0
(60,000)
T7 - Safety and Operational Improvements
460,000
0
0
0
0
0
(460,000)
1,000,000
0
0
0
0
0
(1,000,000)
100,000
0
0
0
0
0
(100,000)
T8 - Traffic Control Infrastructure
1,100,000
0
0
0
0
0
(1,100,000)
Cost Center Totals
7,935,000
0
0
0
0
0
(7,935,000)
100,000
0
0
0
0
0
(100,000)
I3 - Major System Projects
100,000
0
0
0
0
0
(100,000)
Cost Center Totals
100,000
0
0
0
0
0
(100,000)
130,000
0
0
0
0
0
(130,000)
V1 - Additional Vehicles / Equipment
130,000
0
0
0
0
0
(130,000)
Cost Center Totals
130,000
0
0
0
0
0
(130,000)
Grand Total
14,331,000
(120,000)
0
0
0
0
(14,211,000)
OP OP
Growth Traffic Signals and Roundabouts - Kane & Valley Growth Traffic Signals and Roundabouts
Information Services Capital - Priority 2 Renew Major Systems Projects
Vehicle & Mobile Equipment - Priority 2 OP
Growth Fleet Growth
OP - Capital request has operating impacts included on the request Page 345
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 346
Airport
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 348
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Airport Capital Summary - Airport Fund Page Type
Description
Asset Cost
Reserve
80,000
(80,000)
150,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
0
(150,000)
0
0
0
0
230,000
(230,000)
0
0
0
0
475,000
(475,000)
0
0
0
0
475,000
(475,000)
0
0
0
0
250,000
(250,000)
0
0
0
0
A3 - Terminal
250,000
(250,000)
0
0
0
0
352 Renew Soaring Beyond 2.5 Million Passengers AIF Program
670,000
(670,000)
0
0
0
0
A4 - AIF
670,000
(670,000)
0
0
0
0
Cost Center Totals
1,625,000
(1,625,000)
0
0
0
0
Grand Total
1,625,000
(1,625,000)
0
0
0
0
Airport Capital - Priority 1 350 Renew Airside Equipment 350 New
Airport Small Capital A1 - Airside
351 New
Airport Groundside Equipment Replacement A2 - Groundside
351 Renew Air Terminal Building Capital Replacement & Improvement
OP - Capital request has operating impacts included on the request
Page 349
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airside Equipment
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 A1 - $80k PRELIMINARY
Justification: Budget is requested for the purchase of airside equipment attachments. 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 80,000
Other - Supports Base Business Reserve (80,000)
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Small Capital
Fed/Prov 0
Dev/Com 0
Utility 0 Priority: 1 10 Yr Cap Plan Ref: 2021 A1 - $150k
New
PRELIMINARY
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 $30k. 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 350
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Groundside Equipment Replacement
Priority: 1 10 Yr Cap Plan Ref: 2021 A2 - $475k
New
PRELIMINARY
Justification: The Airport is requesting to replace the Airport's parking system and light standard poles in and around the Airport that have reached the end of their useful lives. The replacement of the parking system will incorporate new technology to improve customer service. 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 475,000
Other - Supports Base Business Reserve (475,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Airport Capital
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 A3 - $250k
Title:
Air Terminal Building Capital Replacement & Improvement
PRELIMINARY
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. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Air Terminal Building Capital Replacement & Improvement
Strategic Direction: Asset Cost 250,000
Other - Supports Base Business Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 351
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Soaring Beyond 2.5 Million Passengers AIF Program
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 A4 - $670k PRELIMINARY
Justification: The Airport is requesting to commence design, construction and make purchases for certain aspects of the Soaring Beyond 2.5 Million Passengers AIF Program. $620k would be used to complete airside pavement rehab in 2021 and $50k would be used to commence consultation on Self-Serve Baggage Drop 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 670,000
Other - Supports Base Business Reserve (670,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 352
Fire
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 354
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Fire Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
110,000
(110,000)
F1 - Vehicle / Equipment Renewal
110,000
Cost Center Totals
Grand Total
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
(110,000)
0
0
0
0
0
110,000
(110,000)
0
0
0
0
0
110,000
(110,000)
0
0
0
0
0
Fire Capital - Priority 1 356
Renew Fire Equipment Replacement
OP - Capital request has operating impacts included on the request
Page 355
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Fire Capital
Title:
Fire Equipment Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 F1 - $110k PRELIMINARY
Justification: Budget is requested for the replacement of six sets of Self Contained Breathing Apparatus (SCBA) and fifteen air cylinders. The fire equipment reserve will fund both the SCBA and the air cylinders. The Fire department has developed a long term replacement strategy to ensure SCBA units are replaced as they reach the end of useful life. The replacement of this equipment 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 110,000
Other - Supports Base Business Reserve (110,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 356
Information Services
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 358
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Information Services Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
435,000
(285,000)
435,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(150,000)
(285,000)
0
0
0
0
(150,000)
190,000
0
0
0
0
0
(190,000)
190,000
0
0
0
0
0
(190,000)
361 Renew Major Systems Projects
201,100
(135,400)
0
0
0
0
(65,700)
361 Renew Asset Management System - Phase III
325,000
(250,000)
0
0
0
(75,000)
0
I3 - Major System Projects
526,100
(385,400)
0
0
0
(75,000)
(65,700)
105,000
(55,000)
0
0
0
0
(50,000)
50,000
0
0
0
(50,000)
0
0
I4 - Communications Systems
155,000
(55,000)
0
0
(50,000)
0
(50,000)
Cost Center Totals
1,306,100
(725,400)
0
0
(50,000)
(75,000)
(455,700)
Grand Total
1,306,100
(725,400)
0
0
(50,000)
(75,000)
(455,700)
Information Services Capital - Priority 1 360 Renew Front Office Equipment I1 - Front Office Equipment 360 Renew Server and Data Storage Equipment I2 - Server & Data Storage
362 Renew Communications Networks Upgrades 362 New
Fibre Optic Service Line
OP - Capital request has operating impacts included on the request
Page 359
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Front Office Equipment
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 I1 - $435k PRELIMINARY
Justification: This capital program includes the lifecycle of roughly 1,000 staff desktop computers, laptops, tablets, monitors and systems that enable all meeting spaces - virtual and in person. With recent changes to how staff work, the shift to provide a mobile-friendly environment for information workers is imminent. New software purchases, annual Microsoft True-Up and cyber security initiatives are also funded through this program. Without up-to-date workstations (eg. laptops, desktop computers), service levels will decrease resulting in higher service incidents and hardware failures. New mobility and work-from-home devices will not be available and the ability to provide new software licenses will be reduced. If staff are unable to provide cyber security initiatives, security risks will increase. Work is expected to be completed by Dec 2021. 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 435,000
Other - Supports Base Business Reserve (285,000)
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 (150,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 I2 - $190k PRELIMINARY
Justification: Budget is requested to fund data center equipment, such as VMware, remote view environment, all processing power, disk storage, server software, new licensing purchases, and the City's disaster recovery systems. Funding will help the City move to Cloud Services to further the enterprise security management program in protecting back-end systems, City data, and better enable a mobile workforce. These projects include moving the websites (kelowna.ca, ylw.kelowna.ca, theatre.kelowna.ca, cordemergency.ca and smarttrips.ca) to a robust, secure and scalable solution (Cloud), as well as working to provide a better digital front door for the residents of Kelowna, which will require the City to move more services online to enable better user experiences. Work is expected to be completed by November 2021. The operation and maintenance impact is minimal 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 190,000
Clear direction - Services, processes & business activities are transformed Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (190,000)
Page 360
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Major Systems Projects
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 I3 - $201k PRELIMINARY
Justification: Budget is requested to fund new major systems which will include data warehouse with analytics and onboarding of new online services. There is an overwhelming demand for data analytics solutions which will enable staff to make datadriven decisions. Without funding, the City will miss the opportunity to build a strong foundation through a data warehouse, with analytics tools that allow staff to scale up. Work expected to be completed November 2021. Operation and maintenance impact will be minimal 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 201,100
Clear direction - Services, processes & business activities are transformed Reserve (135,400)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Asset Management System - Phase III
Dev/Com 0
Utility 0
Taxation (65,700)
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 I3 - $325k PRELIMINARY
Justification: The corporate Asset Management System (AMS) project was initiated in 2016. AMS is critical to operation, maintenance and the replacement of City infrastructure, with an estimated value of $3.2B. The AMS project is 70% complete with over 300 users. Original project scope has increased as other areas have been added to the AMS (i.e. integration of SEKID with City Water Utility). Phase I and II are complete. Budget is requested to complete Phase III which consists of Parks & Building services, and to leverage data from across all infrastructure areas for improved and informed decision-making. If Phase III is not funded, the AMS will not be implemented across all service areas. This will cause inconsistency between service areas and will be a missed opportunity to leverage the full benefit from the AMS. There are no operation and maintenance budget impacts associated with this request. Anticipated completion is the end of 2021. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 325,000
Clear direction - Services, processes & business activities are transformed Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (75,000)
Taxation 0
Page 361
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Communications Networks Upgrades
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 I4 - $105k PRELIMINARY
Justification: Budget is requested to upgrade existing networking, security and communications equipment, such as routers, network switches, firewalls, wireless access points, networking and security software, and phone system upgrades. If communication networks are not upgraded, there is a high possibility the basic connectivity of staff computers, laptops and devices (to each other and to the internet) would fail. There is an increased risk of exposure to security threats (ex. phishing, ransomware, hacking) if the City does not maintain upgrades with industry standards. Depending on the severity of the connectivity issues or security threat, this could mean a significant amount of City operations would slow or stop completely. Work is expected to be completed by Oct 2021. The operation and maintenance impacts will be minimal 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 105,000
Clear direction - Services, processes & business activities are transformed Reserve (55,000)
Borrow 0
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Fibre Optic Service Line
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (50,000)
Priority: 1 10 Yr Cap Plan Ref: 2021 I4 - $50k
New
PRELIMINARY
Justification: Budget is requested for the installation of a fibre optic service line to new customers. New customers will cover all costs associated with the installation. Work is expected to be completed 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 50,000
Financial management - Non-tax revenues are increasing Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (50,000)
Utility 0
Taxation 0
Page 362
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Information Services Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
100,000
0
I3 - Major System Projects
100,000
Cost Center Totals
Grand Total
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(100,000)
0
0
0
0
0
(100,000)
100,000
0
0
0
0
0
(100,000)
100,000
0
0
0
0
0
(100,000)
Information Services Capital - Priority 2 Renew Major Systems Projects
OP - Capital request has operating impacts included on the request
Page 363
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 364
Real Estate & Parking
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 366
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Real Estate and Parking Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
1,460,000
(1,000,000)
1,460,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(460,000)
(1,000,000)
0
0
0
0
(460,000)
Real Estate and Parking Capital - Priority 1 368 New
General Land, Acquisition L1 - General Land
50,000
0
0
0
0
0
(50,000)
369 Growth DCC Road Widening, Land Acquisition
100,000
(84,500)
0
0
0
0
(15,500)
L2 - Road and Sidewalk Land Acquisition
150,000
(84,500)
0
0
0
0
(65,500)
369 Renew Parking Equipment and Facilities
575,000
(575,000)
0
0
0
0
0
370 Renew Downtown Parkades-Major Maintenance 370 New Land Acquisition - Parkades and Strategic Initiatives 371 Renew Cook Road Boat Launch – Asphalt Renewal
760,000
(760,000)
0
0
0
0
0
100,000
(100,000)
0
0
0
0
0
95,000
(95,000)
0
0
0
0
0
1,530,000
(1,530,000)
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
3,390,000
(2,864,500)
0
0
0
0
(525,500)
Grand Total
3,390,000
(2,864,500)
0
0
0
0
(525,500)
368 New
Road & Sidewalk, Land Acquisition
L3 - Parking Infrastructure 371 New
OP - Capital request has operating impacts included on the request
Page 367
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
General Land, Acquisition
New Priority: 1 10 Yr Cap Plan Ref: 2021 L1 - $1.46M PRELIMINARY
Justification: Budget is requested to purchase land that meets the characteristics and parameters identified in the City of Kelowna's Land Strategy. Potential considerations in the purchase of specific lands includes: facilitating land assemblies of strategic value to the City, creating a revenue generating land bank, and enhancing the City's ability to revitalize and redevelop areas within our community. The City has successfully acquired strategic lands to facilitate a number of unique initiatives in recent years, including the Innovation Center, Interior Health Authority, Ella site, Central Green, and various affordable housing project in partnership with BC Housing. Given the ability of land to meet the ever-increasingly complex challenges of our community, it is imperative that the City continue to capitalize on opportunities as they come available. The work is expected to be completed by 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:
Clear direction - Innovation is encouraged & supported
Asset Cost Reserve 1,460,000 (1,000,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Road & Sidewalk, Land Acquisition
Dev/Com 0
Utility 0
Taxation (460,000) New
Priority: 1 10 Yr Cap Plan Ref: 2021 L2 - $50k
PRELIMINARY
Justification: As identified by the Infrastructure Division, 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 2021. 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 50,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (50,000)
Page 368
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
DCC Road Widening, Land Acquisition
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 L2 - $100k PRELIMINARY
Justification: This request is to fund the purchase of land required for widening of roads identified in the Development Cost Charges (DCC) program by the Infrastructure Division. 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 available, therefore capitalizing on opportunities as they arise. To be completed by end of 2021. 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 100,000
Other - Supports Base Business Reserve (84,500)
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 (15,500)
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 L3 - $575k PRELIMINARY
Justification: Budget is requested to renew parking infrastructure and invest in efficient parking management by replacing equipment that has reached its end of life. Renewal of enforcement equipment, servers and asphalt in pay parking lots are included in this request, as well as upgrades to credit card processing equipment on pay stations to comply with the "Chip and Pin" Europay, MasterCard and Visa (EMV) debit/credit card standard in advance of an anticipated 2022 deadline to ensure no disruption in our ability to accept credit card payments. Work is expected to be completed the end of 2021. The operation and maintenance impact will be minimal 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 575,000
Other - Supports Base Business Reserve (575,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 369
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Downtown Parkades-Major Maintenance
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 L3 - $760k PRELIMINARY
Justification: Condition assessments of the Library and Chapman parkade facilities identified a number of preventative maintenance items for completion. Ongoing rehabilitation work is necessary to ensure the maximum life expectancy for these facilities is achieved. Budget is requested to allow for the completion of work identified for 2021. At the Library Parkade, this includes a mechanical upgrade to the 25-year old elevator, replacement of an expansion joint, various repairs to the deck surface and reapplication of the protective traffic deck coating in select areas. At the Chapman Parkade, additional sealant work, repainting of the facility exterior and the installation of heat trace sensor equipment is planned. The work 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 760,000
Other - Supports Base Business Reserve (760,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Land Acquisition - Parkades and Strategic Initiatives
Utility 0
Taxation 0
Priority: 1 10 Yr Cap Plan Ref: 2021 L3 - $100k
New
PRELIMINARY
Justification: Budget is requested to facilitate longer-term solutions regarding alternative uses of parking assets (such as loading/pick-up zones with the increase in ride-share and food pickup and delivery services). Budget may be used to purchase land or technology to support emerging initiatives. The work is expected to be completed by the end of 2021. 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 100,000
Transportation & mobility - Investments are connecting high density areas Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 370
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Cook Road Boat Launch – Asphalt Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 L3 - $95k PRELIMINARY
Justification: Budget is requested to allow for asphalt renewal at the Cook Road boat launch parking lot in conjunction with the already approved and funded reconstruction of the boat launch parking lot, boat staging area and the realignment of Cook Road in 2020/2021. The remaining asphalt in the parking lot area was assessed and is anticipated to have less than 5 years of life expectancy. Completing this work in conjunction with the other improvements already planned for the area will leverage cost efficiencies, provide a consistent surface and reduce impact on the public. The work 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 95,000
Other - Supports Base Business Reserve (95,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Strategic Land Servicing Requirements
Dev/Com 0
Utility 0
Taxation 0
Priority: 1 10 Yr Cap Plan Ref: 2021 L4 - $250k
New
PRELIMINARY
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 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 250,000
Other - Supports Base Business Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 371
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Real Estate and Parking Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
222,000
0
222,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(222,000)
0
0
0
0
0
(222,000)
66,000
0
0
0
0
0
(66,000)
L2 - Road and Sidewalk Land Acquisition
66,000
0
0
0
0
0
(66,000)
Cost Center Totals
288,000
0
0
0
0
0
(288,000)
Grand Total
288,000
0
0
0
0
0
(288,000)
Real Estate and Parking Capital - Priority 2 New
General Land, Acquisition L1 - General Land
New
Road & Sidewalk, Land Acquisition
OP - Capital request has operating impacts included on the request
Page 372
Building
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 374
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Building Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
80,000
0
1,420,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(80,000)
0
0
0
0
0
(1,420,000)
1,500,000
0
0
0
0
0
(1,500,000)
4,685,000
(4,158,600)
0
0
0
0
(526,400)
150,000
0
0
0
0
0
(150,000)
4,835,000
(4,158,600)
0
0
0
0
(676,400)
530,000
(235,000)
0
0
0
0
(295,000)
424,000
(424,000)
0
0
0
0
0
355,100
(106,000)
0
0
0
0
(249,100)
212,200
(212,200)
0
0
0
0
0
350,000
(50,000)
0
0
(300,000)
0
0
600,000
(600,000)
0
0
0
0
0
350,000
(350,000)
0
0
0
0
0
Building Capital - Priority 1 376 Renew Parks Washrooms Renovations or Replacement 376 Renew Parkinson Recreation Centre - Building Replacement Design B1 - Parks and Recreation Buildings 377 Renew City Hall - Renovations, Phase IV & V 377 Growth Civic Accommodation B3 - Civic/Protective Service Buildings 378 Renew Parks and Recreation Buildings Infrastructure Renewal 378 Renew Rutland Arena (West) Chiller & Dehumidifier Replacement 379 Renew Civic/Protective Service Buildings Infrastructure Renewal 379 Renew Community and Cultural Buildings Infrastructure Renewal 380 Renew Capital News Centre - Arena Chiller Replacement 380 Renew H2O Centre Heat Recovery Chiller Replacement 381 Renew Library Boiler Replacement 381 Renew Water St. Boat Launch Ramp Renewal
95,000
(95,000)
0
0
0
0
0
382 Renew Kelowna Community Theatre Renewal
630,000
(630,000)
0
0
0
0
0
B7 - Renewal, Rehabilitation & Infra.
3,546,300
(2,702,200)
0
0
(300,000)
0
(544,100)
Cost Center Totals
9,881,300
(6,860,800)
0
0
(300,000)
0
(2,720,500)
Grand Total
9,881,300
(6,860,800)
0
0
(300,000)
0
(2,720,500)
OP - Capital request has operating impacts included on the request
Page 375
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Parks Washrooms Renovations or Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B1 - $80k PRELIMINARY
Justification: This is part of an ongoing program to replace or renovate aging park changerooms and washrooms. Budget is requested for the design to replace Rotary Beach Park washroom, changerooms and adjacent concessions area. The goal of the new change room is to create a clean, bright appearance while maintaining security best practice. Design will be completed during 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 80,000
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:
Parkinson Recreation Centre - Building Replacement Design
Taxation (80,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B1 - $82.8M PRELIMINARY
Justification: Budget is requested to begin the design of a replacement recreation centre and associated sports field reconfiguration, parking and site access improvements at Parkinson Recreation Park. The recreation centre will include an eight lane 25m pool & leisure pool, three gymnasiums and a fitness suite, and may be built as part of a partnership development with SD23. The project will commence when a decision on the potential partnership is known, greater cost certainty is achieved and an Alternative Approval Process for the borrowing can be brought to Council. This will be a multi-year project completed approximately three years after funding is approved. The operation and maintenance budget impacts associated with this request will be brought forward in a subsequent budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 1,420,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (1,420,000)
Page 376
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
City Hall - Renovations, Phase IV & V
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B3 - $4.685M PRELIMINARY
Justification: Budget is requested for Phases IV & V renovations of City Hall. Phase IV is the renovation of the existing basement, which is poorly laid out with fewer than thirty workstations. The renovations will more than double the number of workstations available to meet staffing demands, reduce reliance on lease space, and create a more modern working environment. Due to external budget challenges this phase has been put on hold twice: 2017 and 2020. Following completion of Phase IV, Phase V will create a suite of flexible meeting rooms on Level One to improve the public face of City Hall, and will also be independently secured to allow evening and weekend use by the community. Tendering Phases IV and V as one contract should realize both cost and time savings for the City. The budget request also includes a feasibility study for future envelope upgrades to reduce the overall greenhouse gas emissions for the building. This will be a multi-year project with completion anticipated in 2022. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction:
Other - Supports Base Business
Asset Cost Reserve 4,685,000 (4,158,600)
Borrow 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Civic Accommodation
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (526,400)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 B3 - $150k PRELIMINARY
Justification: Budget is requested for furniture, power and data upgrades in the recently available, City-owned Ellis St offices. This will provide additional workstations available for City use, and reduce reliance on leased space. Furniture will be designed for reuse in the more comprehensive renovation of the space planned for the future. Work is expected to be completed in 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 150,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (150,000)
Page 377
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Parks and Recreation Buildings Infrastructure Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B7 - $530k PRELIMINARY
Justification: Highest priority projects for this funding allocation include: design for the Kelowna Family Y mechanical filtration, dehumidification and natatorium lighting upgrades, upgrade for the Memorial Arena ammonia plant ventilation & controls system replacement, and Rutland Arena ventilation, ammonia relief piping and controls upgrade project (to be completed as a concurrent project with the chiller & dehumidifier replacement). All work is expected to be completed by Q4 2021.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 530,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (235,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Rutland Arena (West) Chiller & Dehumidifier Replacement
Taxation (295,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B7 - $424k PRELIMINARY
Justification: Budget is requested to replace the ammonia chiller, which is at the end of its service life and is an existing "shell and tube" heat exchanged with a new, modern "plate and frame" unit. The replacement aligns with Technical Safety BC's recommendations from audits in 2018 and 2020. The project will also include the replacement of the existing dehumidifiers which are at the end of their service life and do not offer reliable operations. Expected completion is Q3, 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 424,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (424,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 378
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Civic/Protective Service Buildings Infrastructure Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B7 - $355.1k PRELIMINARY
Justification: Highest priority projects for this funding include upgrading portions of the HVAC systems at Firehalls 2, 3 and 4. These systems are not fully functional, and have resulted in air quality and temperature issues throughout the facilities. The work is expected to be completed in Q4 2021. The operation and maintenance budget will be minimal with this request and will be accommodated within the Building Services operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 355,100
Clear direction - Services, processes & business activities are transformed Reserve (106,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Building Capital
Title:
Community and Cultural Buildings Infrastructure Renewal
Taxation (249,100)
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B7 - $212k PRELIMINARY
Justification: Highest priority project for this funding allocation is the replacement of the roof, soffit and flashing and insulation upgrades to current best practice at the Boys & Girls Club facility on Richter St. The roof experienced significant leaks in 2020 and the associated envelope details require replacement. The work is expected to be completed by Q3 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 212,200
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (212,200)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 379
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Capital News Centre - Arena Chiller Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B7 - $350k PRELIMINARY
Justification: Budget is requested to replace the ammonia chiller, which is at the end of its service life and is an existing "shell and tube" heat exchanger with a new, modern "plate & frame" unit. This replacement aligns with Technical Safety BC's recommendations from audits in 2018 and 2020. Expected completion is Q2 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 350,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (50,000)
Borrow 0
Fed/Prov 0
Dev/Com (300,000)
Department: Cost Center:
Capital Projects Building Capital
Title:
H2O Centre Heat Recovery Chiller Replacement
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B7 - $600k PRELIMINARY
Justification: The existing heat recovery chiller at the H2O requires replacement as three of the six internal compressors have failed. There are no operation and maintenance budget impacts associated with this request. Expected completion is Q4 2021.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 600,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (600,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 380
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Library Boiler Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B7 - $350k PRELIMINARY
Justification: Budget is requested to replace the existing boilers at the Library. The boilers will be replaced with units that are capable of achieving increased efficiency. There are no operation and maintenance budget impacts associated with this request. Expected completion is Q3 2021.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 350,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (350,000)
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: 2021 B7 - $95k PRELIMINARY
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. There are no operation and maintenance budget impacts associated with this request. Subject to provincial approval, anticipated to be completed in 2021.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 95,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (95,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 381
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Community Theatre Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 B7 - $630k PRELIMINARY
Justification: Budget is requested to undergo a series of projects to increase the user experience and longevity of the Kelowna Community Theatre. The request includes a roof replacement, as the current roof is at the end of it's expected service life and is showing signs of potential failure. The roof replacement will also include an insulation upgrade to current best practice. Concurrent to the roof replacement, the existing rooftop mechanical units are to be replaced as they are at the end of their service life and have experienced increased maintenance requirements. The other portion of this request is the renewal of the lobby area including carpet replacement, lighting, painting and a washroom upgrade. This portion of the facility is degrading quickly, has become maintenance intensive and is a common patron complaint. Expected completion is Q4 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 630,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (630,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 382
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Building Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
Renew Kelowna Family Y - Pool Mechanical Modernization Renew Apple Bowl - Renovations
345,000
0
615,000
Renew Mission Recreation Field House Construction
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(345,000)
0
0
0
0
0
(615,000)
477,000
0
0
0
0
0
(477,000)
1,437,000
0
0
0
0
0
(1,437,000)
3,498,000
0
0
0
0
0
(3,498,000)
3,498,000
0
0
0
0
0
(3,498,000)
53,000
0
0
0
0
0
(53,000)
53,000
0
0
0
0
0
(53,000)
120,000
(120,000)
0
0
0
0
0
B7 - Renewal, Rehabilitation & Infra.
120,000
(120,000)
0
0
0
0
0
Cost Center Totals
5,108,000
(120,000)
0
0
0
0
(4,988,000)
Grand Total
5,108,000
(120,000)
0
0
0
0
(4,988,000)
Building Capital - Priority 2
B1 - Parks and Recreation Buildings Growth Downtown Cultural Centre Construction B2 - Community and Cultural Buildings Growth Capital Opportunities & Partnership Fund B6 - Capital Opportunities and Partnerships Renew Parkinson Rec Centre Boiler & Hot Water Tank Replacements
OP - Capital request has operating impacts included on the request
Page 383
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Parks
2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Parks Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
3,658,000
(3,241,000)
3,658,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(417,000)
(3,241,000)
0
0
0
0
(417,000)
68,900
0
0
0
0
0
(68,900)
68,900
0
0
0
0
0
(68,900)
1,568,600
(1,568,600)
0
0
0
0
0
430,600
(380,600)
0
0
0
0
(50,000)
1,999,200
(1,949,200)
0
0
0
0
(50,000)
920,000
(702,000)
0
0
0
0
(218,000)
3,330,000
(3,330,000)
0
0
0
0
0
140,000
0
0
0
0
0
(140,000)
P5 - Recreation Park Development
4,390,000
(4,032,000)
0
0
0
0
(358,000)
Renew City Park - Improvements, Waterfront Promenade Phase 3 Growth Pandosy Waterfront Park, DCC Citywide Park Development Phase 1 Growth Kerry Park - Future Phases (DCC)
200,000
0
0
0
0
0
(200,000)
1,450,300
(866,100)
0
0
0
0
(584,200)
571,700
(396,800)
0
0
0
0
(174,900)
P6 - City-wide Park Development
2,222,000
(1,262,900)
0
0
0
0
(959,100)
220,000
(175,000)
0
0
0
0
(45,000)
75,000
(66,400)
0
0
0
0
(8,600)
295,000
(241,400)
0
0
0
0
(53,600)
Parks Capital - Priority 1 New
DCC Parkland Acquisition P1 - DCC Parkland Acquisition
O1
New
Art Walk - Extension from Doyle to Queensway
P10 - Urban Streetscape, Centres Dev, Renewal OP
O1
Growth Ballou Park (DCC)
OP
O1
Growth Tower Ranch Park #1 (DCC) P3 - Neighbourhood Park Development
O1 OP
O1 O1
O1 O1 O1
OP
Renew Mission Recreational Park Artificial Turf Replacement Growth Mission Recreation - Softball Diamonds (DCC) New Lombardy Park, Protective Netting Construction
O1
Renew Knox Mountain Park - Improvements
O1
Growth Linear Park - DCC Program P7 - Linear/Natural Area Park Development
O1
Renew Irrigation Renewal
300,000
0
0
0
0
0
(300,000)
O1
New
Kelowna Memorial Cemetery Improvements Renew Sport Courts/Water Parks/Skate Parks Renewal & Replacements Renew Access For All Improvements
200,000
(200,000)
0
0
0
0
0
70,000
(35,000)
0
0
0
0
(35,000)
100,000
0
0
0
0
0
(100,000)
P8 - Renewal, Rehabilitation & Infra
670,000
(235,000)
0
0
0
0
(435,000)
Capital Opportunities and Partnership Fund
150,000
(150,000)
0
0
0
0
0
P9 - Capital Opportunities Partnership
150,000
(150,000)
0
0
0
0
0
Cost Center Totals
13,453,100 (11,111,500)
0
0
0
0
(2,341,600)
Grand Total
13,453,100 (11,111,500)
0
0
0
0
(2,341,600)
O1 O1
O1
New
OP - Capital request has operating impacts included on the request Page 387
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
DCC Parkland Acquisition
New Priority: 1 10 Yr Cap Plan Ref: 2021 P1 - $3.66M PRELIMINARY
Justification: Budget is requested for the acquisition of land to be used for neighbourhood, community, city-wide, recreation and linear type parks. This is in accordance with the 20-Year Servicing Plan and Development Cost Charges (DCC) reserve funding availability. To be completed in 2021. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Council resolutions and strategic corporate priorities.
Strategic Direction:
Vibrant neighbourhoods - Animated parks & public spaces
Asset Cost Reserve 3,658,000 (3,241,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Art Walk - Extension from Doyle to Queensway
Utility 0
Taxation (417,000)
New Priority: 1 10 Yr Cap Plan Ref: 2021 P10 - $68.9k PRELIMINARY
Justification: Budget is requested for the schematic design of the Art Walk extension from Doyle Avenue to Queensway Avenue, immediately adjacent to Kasugai Gardens and tying into Bennett Plaza. A construction costs budget request will be submitted in a subsequent year, done in coordination with the construction of the adjacent section of the Art Walk by the development on 350 Doyle Ave. Anticipated to be completed in 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 68,900
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (68,900)
Page 388
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Ballou Park (DCC)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 P3 - $1.569M PRELIMINARY
Justification: Budget is requested for the design and construction of the completion to Ballou Park and connection to Knox Mountain Park. Ballou Park is in Glenmore, and was identified as a priority neighbourhood park within the DCC program, as the surrounding area has witnessed significant residential development over the past decade and is in need of amenities and green space. This is a multi-year project with construction anticipated for completion in Q2 of 2022. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction:
Vibrant neighbourhoods - Animated parks & public spaces
Asset Cost Reserve 1,568,600 (1,568,600) Operating Impact: 2021 2022 2023
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Ballou Park (DCC)
Cost 0 15,800 30,600
Reserve 0 0 0
Borrow 0 0 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Tower Ranch Park #1 (DCC)
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (15,800) (30,600)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 P3 - $430.6k PRELIMINARY
Justification: Budget is requested for the design and construction of Tower Ranch #1. This park is located in a new subdivision that is currently not served by neighbourhood parks. This is a multi-year project with construction anticipated for completion in Q3 of 2022.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 430,600
Vibrant neighbourhoods - Animated parks & public spaces Reserve (380,600)
Operating Impact: 2021 2022 2023
Cost 0 4,600 16,800
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (50,000)
Tower Ranch Park #1 (DCC) 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 (4,600) (16,800)
Page 389
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Mission Recreational Park Artificial Turf Replacement
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 P5 - $920k PRELIMINARY
Justification: The existing artificial turf field is failing, resulting in an unpopular playing surface and a significant drop in bookings. Budget is requested to replace the artificial turf in order to maximize the return on investment for lighting and other infrastructure, while reducing the demand and overuse of other grass fields. There are no operation and maintenance budget impacts associated with this request. Anticipated to be completed in 2022.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 920,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (702,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Mission Recreation - Softball Diamonds (DCC)
Utility 0
Taxation (218,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 P5 - $3.330M PRELIMINARY
Justification: Current demand for ball diamonds within the City is high. Budget is requested for the twinning of the ball diamonds at Mission Recreation Park to form the second quad, in accordance with the site masterplan. This is a multi-year project with construction anticipated for completion in Q3 of 2022.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction:
Vibrant neighbourhoods - Animated parks & public spaces
Asset Cost Reserve 3,330,000 (3,330,000) Operating Impact: 2021 2022 2023
Cost 0 18,500 64,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Mission Recreation - Softball Diamonds (DCC) 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 (18,500) (64,000)
Page 390
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Lombardy Park, Protective Netting - Construction
Priority: 1 10 Yr Cap Plan Ref: 2021 P5 - $140k
New
PRELIMINARY
Justification: Budget is requested for this high priority safety issue. 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. The scope includes protective netting structures to prevent balls leaving the softball diamonds at this location, and a study to investigate the need for similar netting at other locations. To be completed in 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 140,000
Community Safety - Residents feel safe Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
City Park - Improvements, Waterfront Promenade Phase 3
Taxation (140,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 P6 - $200K PRELIMINARY
Justification: Budget is requested for the design and permitting for the replacement of the final section of promenade through City Park from the sails to the Point, and the section of boardwalk adjacent, in preparation for a budget request for construction subsequently. Anticipated to be completed in 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
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (200,000)
Page 391
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 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: 2021 P6 - $1.45M PRELIMINARY
Justification: A budget of $4.5M was approved in 2020 for Pandosy Waterfront, as one of the flagship parks in the new Parks DCC program. During 2020, detailed discussions were held with the Kelowna Paddle Centre who are located in the future park, the design was developed, and demolitions commenced. Budget is requested for the remaining balance of the construction estimate, and to consolidate the construction work. By doing so, substantial savings in both cost and time will be achieved. This will conclude the proposed works at this park until such time that the paddle centre is redeveloped. Pending Provincial approvals, construction is anticipated to conclude in 2022. The operating and maintenance budget were included with the first phase in the 2020 Budget. Project Driver:
Council resolutions and strategic corporate priorities.
Strategic Direction: Asset Cost 1,450,300
Vibrant neighbourhoods - Animated parks & public spaces Reserve (866,100)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Kerry Park - Future Phases (DCC)
Dev/Com 0
Utility 0
Taxation (584,200)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 P6 - $571.7k PRELIMINARY
Justification: Budget is requested for the preparation of construction documents for Kerry Park in order to coordinate the design and prepare for the construction of the park to proceed once the Westcorp hotel and residential tower is completed. The estimated construction costs of $5.52M will be brought forward as a separate budget request at that time. There are no operation and maintenance budget impacts associated with this request. This design phase is anticipated to be completed in 2021.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 571,700
Vibrant neighbourhoods - Animated parks & public spaces Reserve (396,800)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (174,900)
Page 392
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Knox Mountain Park - Improvements
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 P7 - $220k PRELIMINARY
Justification: The Knox Mountain Management Plan, endorsed by Council in 2011, aims to provide public recreation in a sustainable manner while respecting the high environmental value of the park. In 2020 Knox Mountain Drive was temporarily closed due to COVID-19 restrictions. Budget is requested to consult on making this closure permanent, and if adopted, update the management plan to reflect this in capital improvements planned for future years. Further, due to erosion and a rock fall on the Paul's Tomb trail, emergency and maintenance vehicles have not been able to access the end of the trail in recent years. Therefore budget is also requested, along with anticipated carryover from 2020, to replace an existing retaining wall to allow access for these vehicles, rock scaling work, and improvements to localized parking off Poplar Point Drive. This is a multi-year project, anticipated to be completed in early 2022. There are no operation and maintenance budget impacts associated with this request. Project Driver:
Council resolutions and strategic corporate priorities.
Strategic Direction: Asset Cost 220,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (175,000)
Borrow 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Linear Park - DCC Program
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (45,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 P7 - $75k PRELIMINARY
Justification: The Phase 1 section of the Bellevue Creek Linear Park trail from Lakeshore Drive to Kincaid Road was completed in 2019, and has proved to be very popular with over 8,000 residents using the trail per month. The Provincial permits for occupancy and the design have been completed for the next section of trail. Budget is requested to construct the remaining section of trail to complete the link between Lakeshore Road and Gordon Drive, which will open up the trail to a much wider group of local residents, as well as providing a link to several schools and the local commercial centre in the immediate vicinity. Anticipated to be completed in 2021. Project Driver:
Council resolutions and strategic corporate priorities.
Strategic Direction: Asset Cost 75,000 Operating Impact: 2021 2022 2023
Cost 4,200 4,200 4,200
Vibrant neighbourhoods - Animated parks & public spaces Reserve (66,400)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (8,600)
Linear Park - DCC Program 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 (4,200) (4,200) (4,200) Page 393
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Irrigation Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 P8 - $300k PRELIMINARY
Justification: Irrigation renewal projects are based on the priority list created by the irrigation master plan. The $300k allocated in the ten year capital plan is typically able to complete two smaller high priority sites. The top two locations are Waterfront Park-Island Stage/Waterfall and City Park - South Bank. Both of these systems are approaching 30 years old and are beyond the life span of a typical irrigation system. These renewal projects will be completed by Parks Services staff to reduce costs. Anticipated to 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
Economic resiliency - Infrastructure deficit is reduced Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Kelowna Memorial Cemetery - Improvements
Utility 0
Taxation (300,000)
Priority: 1 10 Yr Cap Plan Ref: 2021 P8 - $200k
New
PRELIMINARY
Justification: Budget is requested to replace the east side connection of the laterals that feed the different zones for the irrigation system at the Kelowna Memorial Cemetery. The point of connection and main lines were replaced previously. After the east side is done there will be two phases of the laterals left to complete. The Cemetery is a highly sensitive site and efforts are made to ensure the construction does not affect other activities as much as possible. There are no operation and maintenance budget impacts associated with this request. Anticipated to be completed in 2021.
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
Dev/Com 0
Utility 0
Taxation 0
Page 394
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Sport Courts/Water Parks/Skate Parks Renewal & Replacements
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 P8 - $70k PRELIMINARY
Justification: Budget is requested for the resurfacing of the pickleball courts at Parkinson Recreation Centre. The surface is cracked with roots coming through creating an unsafe play surface. Anticipated to be completed in 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 70,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (35,000)
Borrow 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Access For All Improvements
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (35,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 P8 - $100k PRELIMINARY
Justification: Budget is requested for the renewal program of replacement or improvements to park amenities in order to remove obstacles and increase access for all ages and abilities across all park types. Anticipated 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
Social & inclusive - Inclusivity and diversity are increasing Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (100,000)
Page 395
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Capital Opportunities and Partnership Fund
Priority: 1 10 Yr Cap Plan Ref: 2021 P9 - $150k
New
PRELIMINARY
Justification: Budget is requested for a partnership with the soccer community for a field lighting project. Men's Soccer currently hold $250k in reserve, and are eligible to apply for a capital gaming grant for a matching amount. The City would be responsible to provide utility supply to the site. Multi-year project, anticipated to be completed in 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Council resolutions and strategic corporate priorities.
Strategic Direction: Asset Cost 150,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (150,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 396
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Parks Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
270,000
0
270,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(270,000)
0
0
0
0
0
(270,000)
100,000
0
0
0
0
0
(100,000)
100,000
0
0
0
0
0
(100,000)
400,000
0
0
0
0
0
(400,000)
P8 - Renewal, Rehabilitation & Infra
400,000
0
0
0
0
0
(400,000)
Cost Center Totals
770,000
0
0
0
0
0
(770,000)
Grand Total
770,000
0
0
0
0
0
(770,000)
Parks Capital - Priority 2 Renew Bennett Plaza - Improvements P10 - Urban Streetscape, Centres Dev, Renewal New
Natural Area Acquisition
P7 - Linear/Natural Area Park Development Renew Parking Renewal
OP - Capital request has operating impacts included on the request
Page 397
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 398
Vehicle & Mobile Equipment
2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Vehicle & Mobile Equipment Summary - General Fund Page Type
Description
Asset Cost
Reserve
625,000
(625,000)
11,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
0
0
0
0
0
(11,000)
636,000
(625,000)
0
0
0
0
(11,000)
3,357,900
(3,357,900)
0
0
0
0
0
V2 - Vehicle / Equipment Renewal
3,357,900
(3,357,900)
0
0
0
0
0
Cost Center Totals
3,993,900
(3,982,900)
0
0
0
0
(11,000)
Grand Total
3,993,900
(3,982,900)
0
0
0
0
(11,000)
Vehicle & Mobile Equipment - Priority 1 OP 402 Growth Fleet Growth 402 Growth Graffiti Eradication Power Washer Replacement V1 - Additional Vehicles / Equipment 403
Renew Vehicle/Equipment Renewal
OP - Capital request has operating impacts included on the request
Page 401
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Fleet Growth
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 V1 - $625k PRELIMINARY
Justification: As a result of increased service and maintenance demands, and regulatory requirements, an additional eight pieces of equipment are requested for various divisions within the City of Kelowna. Acquisition of vehicles is expected to be complete by 2022, and Fleet Services will endeavor to purchase electric vehicles where possible.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 625,000
Other - Supports Base Business Reserve (625,000)
Operating Impact: 2021 2022 2023
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Other - Supports Base Business
Cost 190,300 190,300 190,300
Reserve (66,400) (66,400) (66,400)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (123,900) (123,900) (123,900)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 V1 - $11k
Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Graffiti Eradication Power Washer Replacement
PRELIMINARY
Justification: A new power washer is needed for the Graffiti Eradication program. The existing power washer is more than 10 years old and is near end of life.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 11,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (11,000)
Page 402
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 V2 - $3.357M
Title:
Vehicle/Equipment Renewal
PRELIMINARY
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 81 units were considered and it was determined that 32 of these units required replacement. Acquisition of vehicles should be complete by 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:
Other - Supports Base Business
Asset Cost Reserve 3,357,900 (3,357,900)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 403
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Vehicle & Mobile Equipment Summary - General Fund Page Type
Description
Asset Cost
Reserve
130,000
0
V1 - Additional Vehicles / Equipment
130,000
Cost Center Totals
Grand Total
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(130,000)
0
0
0
0
0
(130,000)
130,000
0
0
0
0
0
(130,000)
130,000
0
0
0
0
0
(130,000)
Vehicle & Mobile Equipment - Priority 2 OP
Growth Fleet Growth
OP - Capital request has operating impacts included on the request
Vehicle & Mobile Equipment Operating - Priority 2
2021
2022
2023
Fleet Growth
35,100
35,100
35,100
Grand Total
35,100
35,100
35,100
Taxation
Page 404
Transportation
2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Transportation Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
1,305,600
(1,129,300)
248,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(176,300)
(209,600)
0
0
0
0
(38,400)
1,553,600
(1,338,900)
0
0
0
0
(214,700)
Lakeshore 1 DCC (Dehart - Vintage Terrace), ATC OP 410 Growth Casorso 4 DCC (Raymer - KLO), ATC
215,700
(137,300)
0
0
0
0
(78,400)
666,000
(619,400)
0
0
0
0
(46,600)
411 Growth Casorso 3 DCC (KLO Rd - Barrera Rd), ATC OP 411 Growth Houghton 1 DCC (Nickel - Rails with Trails), ATC
167,000
(167,000)
0
0
0
0
0
2,651,000
(1,998,000)
0
0
0
0
(653,000)
3,699,700
(2,921,700)
0
0
0
0
(778,000)
500,000
0
0
0
(500,000)
0
0
500,000
0
0
0
(500,000)
0
0
325,000
0
0
0
0
0
(325,000)
Transportation Capital - Priority 1 409 Growth Lakeshore 1 DCC Bridge and Road at Bellevue Creek 409 Growth Stewart 3 DCC (Crawford - Swamp), Road T1 - DCC Roads OP 410 New
T2 - DCC Roads - Active Transportation 412 Growth Roadway Urbanization T3 - Non-DCC Roads 412 Renew Bridge Rehabilitation - Renewal 413 Renew Sidewalk & Bikeway Renewal 413 Renew Road Resurfacing
204,100
(204,100)
0
0
0
0
0
4,400,000
(2,786,200)
0
0
0
0
(1,613,800)
110,000
(110,000)
0
0
0
0
0
414 Renew Street Light Pole and Wiring Renewal
223,300
(223,300)
0
0
0
0
0
415 Renew Traffic Signal and Communications Upgrades and Renewals Streetscaping in Urban Centers 415 New
220,000
0
0
0
0
0
(220,000)
300,000
0
0
0
0
0
(300,000)
T4 - Transportation System Renewal
5,782,400
(3,323,600)
0
0
0
0
(2,458,800)
Active Transportation Corridor/Bicycle Network Expansion OP 416 Renew Abbott Protected Bike Route (Rose West), ATC OP 417 New Okanagan Rail Trail - Connection to Waterfront Park Pathway
250,000
(80,000)
0
0
0
0
(170,000)
250,000
0
0
0
0
0
(250,000)
250,000
(195,000)
0
0
0
0
(55,000)
T5 - Bicycle Network
750,000
(275,000)
0
0
0
0
(475,000)
5,500,000
(5,183,300)
0
0
0
0
(316,700)
250,000
0
0
0
0
0
(250,000)
5,750,000
(5,183,300)
0
0
0
0
(566,700)
250,000
0
0
0
0
0
(250,000)
100,000
0
0
0
0
0
(100,000)
OP 414 Renew Transit - Bus Stop Renewal
OP 416 New
OP 417 Growth Central Green Pedestrian Overpass Sidewalk Network Expansion OP 418 New T6 - Sidewalk Network 418 New OP 419 New
Road Safety & Operations Partnership with ICBC Crosswalk Safety - Signals and Flashers
419 New
Safe Routes to School Program
60,000
0
0
0
0
0
(60,000)
420 New
Neighbourhood Traffic Calming
60,000
0
0
0
0
0
(60,000)
Page 407
2021 FINANCIAL PLAN Page Type
CITY OF KELOWNA
Description
Fed/Prov
Dev/Com
Utility
0
0
0
0
(470,000)
0
0
0
0
0
(300,000)
30,000
0
0
0
0
0
(30,000)
330,000
0
0
0
0
0
(330,000)
OP 421 Growth Transit - New Bus Stops
120,000
(120,000)
0
0
0
0
0
422 Growth Transit Land Acquisition
150,000
(150,000)
0
0
0
0
0
270,000
(270,000)
0
0
0
0
0
Cost Center Totals
19,105,700 (13,312,500)
0
0
(500,000)
0
(5,293,200)
Grand Total
19,105,700 (13,312,500)
0
0
(500,000)
0
(5,293,200)
T7 - Safety and Operational Improvements OP 420 Growth Traffic Signals and Roundabouts OP 421 Growth Intelligent Transportation Systems T8 - Traffic Control Infrastructure
T9 - Transit Facilities
Asset Cost
Reserve
470,000
0
300,000
Borrow
Taxation
OP - Capital request has operating impacts included on the request
Page 408
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Lakeshore 1 DCC Bridge and Road at Bellevue Creek
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T1 - $1.3M PRELIMINARY
Justification: The bridge on Lakeshore Rd at Bellevue Creek has reached the end of its service life. Budget is requested for the replacement and widening of the bridge deck and extension of the existing abutments/foundations. Concurrent to the bridge replacement, improvements to the road approaching the bridge would be completed. Work is expected to be completed by the Fall 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:
Other - Supports Base Business
Asset Cost Reserve 1,305,600 (1,129,300)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Stewart 3 DCC (Crawford - Swamp), Road
Dev/Com 0
Utility 0
Taxation (176,300)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T1 - $248k PRELIMINARY
Justification: Budget is requested to design Phase 2 of the Stewart Road West DCC project (South of Bedford Rd to Swamp Rd). This rural low volume corridor inherits several sub-standard road alignments and geometrics. Alignment and intersection improvements are proposed to ensure acceptable levels of traffic safety and operation are met when traffic conditions change with the completion of the South Perimeter Road(SPR). This design will support land acquisition and future budget requests for construction. The work is expected to be completed in 2021. 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 248,000
Transportation & mobility - Travel times are optimized Reserve (209,600)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (38,400)
Page 409
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Lakeshore 1 DCC (Dehart - Vintage Terrace), ATC
New
Priority: 1 10 Yr Cap Plan Ref: 2021 T2 - $216k
PRELIMINARY
Justification: Budget is requested for construction of the active transportation corridor approaching the bridge, consistent with the Lakeshore 1 DCC. This work will be concurrent with the replacement of the Lakeshore Rd bridge over Bellevue Creek. The work is expected to be completed by fall of 2021. Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost 215,700
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (137,300)
Operating Impact:
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (78,400)
Lakeshore 1 DCC (Dehart - Vintage Terrace), ATC
Cost 7,000 7,000 7,000
2021 2022 2023
Borrow 0
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (7,000) (7,000) (7,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T2 - $666k
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Casorso 4 DCC (Raymer - KLO), ATC
PRELIMINARY
Justification: Budget is requested to construct/extend the Ethel St Active Transportation Corridor (ATC) from Raymer Rd to KLO via an existing laneway. This all ages and abilities facility will improve access to Okanagan College and future extensions along Casorso. It will connect to the existing Barrera ATC, linking to Lakeshore and Gordon. Upgrading existing infrastructure where possible will support cost-efficient delivery.The work is expected to be completed by the Fall of 2021. Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost 666,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (619,400)
Operating Impact: 2021 2022 2023
Cost 7,000 12,000 12,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (46,600)
Casorso 4 DCC (Raymer - KLO), 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 (7,000) (12,000) (12,000)
Page 410
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Casorso 3 DCC (KLO Rd - Barrera Rd), ATC
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T2 - $167k PRELIMINARY
Justification: Budget is requested to undertake the design of the Casorso Active Transportation Corridor (ATC) from KLO to Barrera. This future all ages and abilities cycling facility will link the Ethel and Barrera ATCs. It will create a continuous corridor from Downtown to the south of Pandosy with connections to Pandosy Village, Okanagan College, KSS, the Sutherland ATC and the Cawston ATC. This process will inform future budget requests for construction. The work is expected to be completed in 2021. 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 167,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (167,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Houghton 1 DCC (Nickel - Rails with Trails), ATC
Utility 0
Taxation 0
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T2 - $2.65M PRELIMINARY
Justification: Budget is requested for land acquisition and construction of the Houghton Active Transportation Corridor (ATC) between Nickel Rd and Lester Rd (west end of existing Houghton ATC) and the Okanagan Rail Trail (ORT). Following a 2019 routing study, the proposed separated multi-use pathway will travel north from Houghton Rd along Nickel Rd and Lester Rd, west on Leathead Rd, cross Hwy 97 and connect to the ORT. This connection will link existing segments of the Houghton ATC within Rutland to the rest of the City's primary cycling network. The work is expected to be completed in 2022. 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 2,651,000 (1,998,000) 0 0 0 Operating Impact: Houghton 1 DCC (Nickel - Rails with Trails), ATC 2021 2022 2023
Cost 13,600 24,600 24,600
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Utility 0 Revenue 0 0 0
Taxation (653,000) Utility 0 0 0
Taxation (13,600) (24,600) (24,600)
Page 411
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T3 - $500k
Title:
Roadway Urbanization
PRELIMINARY
Justification: Budget is requested to use deferred revenue, in conjunction with offsite and oversize funds, to deliver 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 fund infrastructure extensions in coordination with nearby development. Projects being considered for 2021 include; RU7 neighbourhood road and drainage improvements, Snowsell Street roadworks, Kent/Agassiz Road roadworks, Finch Road emergency access, Frost Road drainage & utility works, Chute Lake sidewalk & Upper Mission Drive safety improvements, Glenmore / McKinley roads shoulder improvements and Ethel Street sidewalk & drainage works. Projects are expected to be completed in 2021. The operation and maintenance budget will be minimal with this request and will be accommodated within the Roadway Operations operating budget. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 500,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Bridge Rehabilitation - Renewal
Dev/Com (500,000)
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 T4 - $325k PRELIMINARY
Justification: Budget is requested for this annual program which undertakes rehabilitation of the City's bridges based on inspections. Each year half of the City's bridges are inspected and issues identified through inspections are prioritized for rehabilitation. Regular inspection and maintenance of bridges supports efficient asset management and reduces long term costs. The work is expected to be completed in 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 325,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (325,000)
Page 412
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk & Bikeway Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 T4 - $204.1k PRELIMINARY
Justification: Budget is requested to update existing walking and biking facilities that are deteriorated or do not meet current accessibility guidelines. Typical projects include bike lanes, sidewalk, intersection and crosswalk rehabilitation/upgrades. Improvements are coordinated with other capital projects where feasible to reduce costs. Priority locations are selected based on network review, operational challenges, service requests and coordination with other major projects. The work is expected to be completed in 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 204,100
Other - Supports Base Business Reserve (204,100)
Borrow 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Road Resurfacing
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 T4 - $4.4M PRELIMINARY
Justification: Budget is requested for the annual roads resurfacing program. Locations will be coordinated with other capital and development projects. Roads are selected for renewal based on an assessment of the system and priority routes considering average use. The work is expected to be completed in 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:
Economic resiliency - Infrastructure deficit is reduced
Asset Cost Reserve 4,400,000 (2,786,200)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (1,613,800)
Page 413
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - Bus Stop Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 T4 - $110k PRELIMINARY
Justification: Budget is requested to address conditions at existing transit stops, to improve accessibility, safety, weather protection, customer information and/or capacity. The work is expected to be completed by year end 2021. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 110,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (110,000)
Operating Impact: 2021 2022 2023
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Transit - Bus Stop Renewal
Cost 1,000 1,000 1,000
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) (1,000) (1,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 T4 - $223.3k
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Street Light Pole and Wiring Renewal
PRELIMINARY
Justification: Budget is requested to replace street light poles and wiring that have reached the end of their service life. The majority of the City's 9,300 street light poles are painted steel while new poles are galvanized/powder coated. New poles are expected to have a longer lifespan of approximately 50 years. This request will fund the replacement of an estimated 150 poles in 2021. The work is expected to be completed in 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 223,300
Other - Supports Base Business Reserve (223,300)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 414
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 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: 2021 T4 - $220k PRELIMINARY
Justification: Budget is requested to replace aging traffic signal infrastructure. This request is based on maintenance inspections and equipment lifespans to ensure reliable and safe operation. The City's traffic signal system is growing (currently 124) and pedestrian warning flashers are now installed at 45 locations. 2021 priorities include 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), traffic signal poles, bases and underground infrastructure. The work is expected to be completed in 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 220,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Streetscaping in Urban Centers
Dev/Com 0
Utility 0
Taxation (220,000) New
Priority: 1 10 Yr Cap Plan Ref: 2021 T4 - $300k
PRELIMINARY
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 of 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. Budget will be used for construction in 2021 or 2022 (design and consultation in 2020). The work is expected to be completed by 2022. 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 300,000
Transportation & mobility - Investments are connecting high density areas Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (300,000)
Page 415
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Active Transportation Corridor/Bicycle Network Expansion
New
Priority: 1 10 Yr Cap Plan Ref: 2021 T5 - $250k
PRELIMINARY
Justification: Budget is requested for this annual program that expands the supporting cycling network, including bike lanes, other on-street facilities and intersection improvements. Improvement priorities are guided by the Pedestrian and Bicycle Master Plan to help make cycling an easier and safer option for more residents. Improvements are coordinated with other capital projects where feasible. The work is expected to be completed in 2021. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 250,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (80,000)
Operating Impact: 2021 2022 2023
Cost 20,000 20,000 20,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (170,000)
Active Transportation Corridor/Bicycle Network Expansion Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Department: Cost Center:
Capital Projects Transportation Capital
Title: Justification:
Abbott Protected Bike Route (Rose - West), ATC
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (20,000) (20,000) (20,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 T5 - $250k PRELIMINARY
Budget is requested for a pilot project to extend protected bike lanes on Abbott St from Rose Ave to the south of West Ave using interim materials, reducing the gap in the Abbott Active Transportation Corridor (ATC) network and connecting to the Pandosy Urban Centre. The Abbott (ATC) is one of the City's busiest cycling routes and use has increased by over 50% versus last year's peak season. Seperated space for people walking and biking would be created by re-allocating existing road space and elements using interim infrastructure. Using this lower-cost approach, this segment of Abbott could be developed quickly to address existing demand with ultimate improvements in the future. The work is expected to be completed by the summer of 2021. A grant application for this project has been submitted, and if successful, would extend the project scope to Gyro Beach. 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 250,000 0 0 0 0 Operating Impact: Abbott Protected Bike Route (Rose - West), ATC Cost Reserve Borrow Fed/Prov Dev/Com 2021 2,200 0 0 0 0 2022 2,200 0 0 0 0 2023 2,200 0 0 0 0
Utility 0 Revenue 0 0 0
Taxation (250,000) Utility 0 0 0
Taxation (2,200) (2,200) (2,200) Page 416
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 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: 2021 T5 - $250k
PRELIMINARY
Justification: Budget is requested for construction of 450m of the trail linking the end of the Rail Trail with the Waterfront Walkway via Manhattan and Sunset drives. The project will pilot the use of interim infrastructure to separate users from traffic. 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 (15km), this project completes the final all ages and abilities cycling connection to the waterfront walkway. The work is expected to be completed by the Summer of 2021. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 250,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (195,000)
Operating Impact: Cost 2021 1,400 2022 1,400 2023 1,400
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (55,000)
Okanagan Rail Trail - Connection to Waterfront Park Pathway 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 (1,400) (1,400) (1,400)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T6 - $5.5M
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Central Green Pedestrian Overpass
PRELIMINARY
Justification: Budget is requested for the construction of the Central Green Pedestrian / Cyclist Overpass. This project will create a grade-separated connection over Hwy 97 for people walking and biking between the Central Green Site, Rowcliffe Park and Downtown. The overpass was a requirement of the site's 2012 rezoning. Responsibility for delivery of the overpass was retained by the City through the 2014 land sales agreement. The work is expected to be completed by 2022.
Project Driver:
The overpass was a requirement of the Central Green site 2012 rezoning
Strategic Direction:
Transportation & mobility - Investments are connecting high density areas
Asset Cost Reserve 5,500,000 (5,183,300) Operating Impact: 2021 2022 2023
Cost 0 30,500 30,500
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (316,700)
Central Green Pedestrian Overpass 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 (30,500) (30,500)
Page 417
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk Network Expansion
New
Priority: 1 10 Yr Cap Plan Ref: 2021 T6 - $250k
PRELIMINARY
Justification: Budget is requested for this annual program that constructs sidewalks to complete gaps in the walking network or adds new segments as identified in the Pedestrian & Bicycle Master Plan (PBMP). Sidewalks that improve safety, accessibility and convenience while increasing the viability of walking as a mode of travel are prioritized. The work is expected to be completed in 2021. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 250,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve 0
Operating Impact: 2021 2022 2023
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (250,000)
Sidewalk Network Expansion
Cost 2,000 2,000 2,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Road Safety & Operations Partnership with ICBC
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (2,000) (2,000) (2,000) New
Priority: 1 10 Yr Cap Plan Ref: 2021 T7 - $250k
PRELIMINARY
Justification: Budget is requested for construction to improve the road safety performance of collision-prone locations through funding partnerships with ICBC. Locations are identified through Intersection Safety Studies and operational issues. Where beneficial, coordination with other ongoing projects is pursued. The work is expected 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 250,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (250,000)
Page 418
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Crosswalk Safety - Signals and Flashers
New
Priority: 1 10 Yr Cap Plan Ref: 2021 T7 - $100k
PRELIMINARY
Justification: Budget is requested for this annual program that adds new and upgrades existing crosswalks to improve their safety performance and accessibility. Improvements can include pedestrian-activated warning flashers, median refuge islands, curb extensions, road markings, lighting or other works. The work is expected to be completed by the Fall of 2021.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 100,000
Reserve 0
Operating Impact: 2021 2022 2023
Transportation & mobility - People of all ages & abilities can easily get around
Cost 1,000 1,000 1,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (100,000)
Crosswalk Safety - Signals and Flashers Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Safe Routes to School Program
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Priority: 1 10 Yr Cap Plan Ref: 2021 T7 - $60k
Taxation (1,000) (1,000) (1,000) New
PRELIMINARY
Justification: Budget is requested to construct improvements identified through the Safe Routes to School Program in partnership with School principals, Parent Advisory Councils, Regional Traffic Safety Officers, and the Regional District of Central Okanagan. This program identifies projects that make walking and biking to school more accessible and safer. Improvements are expected to be completed at the Casorso Elementary and South Kelowna Elementary. The work is expected to be completed in 2021.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 60,000
Transportation & mobility - People of all ages & abilities can easily get around Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (60,000)
Page 419
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Neighbourhood Traffic Calming
New
Priority: 1 10 Yr Cap Plan Ref: 2021 T7 - $60k
PRELIMINARY
Justification: Budget is requested for this annual program that moderates speeding and short-cutting on local neighbourhood streets. Program goals includes improving the quality of life and safety of neighbourhoods. Traffic calming locations are selected based on technical evaluation and neighbourhood support. Current funding can address 2-3 locations per year; 150+ annual service requests are received. The work is expected to be completed in 2021. The operation and maintenance budget will be minimal with this request and will be accommodated within the Traffic Operations and Technical Support operating budget.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 60,000
Community Safety - Residents feel safe Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signals and Roundabouts
Dev/Com 0
Utility 0
Taxation (60,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T8 - $300k PRELIMINARY
Justification: Budget is requested in this program to improve intersection capacity and safety. The 2021 priority project is the conversion of the Leckie Rd and Dilworth Dr pedestrian signal to a full traffic signal and complete preliminary design for future major intersection improvements. As traffic volumes continue to grow at intersections, roundabouts and traffic signals are often warranted to improve traffic control, capacity and safety. These initiatives often attract road safety grant funding from ICBC. The work is expected to be completed in 2021. Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 300,000 Operating Impact: 2021 2022 2023
Cost 3,500 3,500 3,500
Transportation & mobility - Travel times are optimized Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (300,000)
Traffic Signals and Roundabouts 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 (3,500) (3,500) (3,500)
Page 420
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Intelligent Transportation Systems
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T8 - $30k PRELIMINARY
Justification: Budget is requested in support of this ongoing program that utilizes intelligent transportation technology to improve traffic flow. Projects potentially funded through this program include updated signal coordination plans, transit signal priority and active transportation detection. The work is expected to be completed in 2021. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction:
Transportation & mobility - Travel times are optimized
Asset Cost 30,000
Reserve 0
Operating Impact: 2021 2022 2023
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (30,000)
Intelligent Transportation Systems
Cost 1,200 1,200 1,200
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (1,200) (1,200) (1,200)
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T9 - $120k
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - New Bus Stops
PRELIMINARY
Justification: Budget is requested to address transit stops with expanded use, higher ridership, new or expanded service or development opportunities. The work is expected to be completed by year end 2021. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 120,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (120,000)
Operating Impact: 2021 2022 2023
Cost 1,000 1,000 1,000
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 (1,000) (1,000) (1,000)
Page 421
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit Land Acquisition
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 T9 - $150k PRELIMINARY
Justification: Budget is requested to fund land acquisitions to support bus stop improvements. Limited road rights-of-way make land acquisition an integral component of many bus stop improvements. 2021 acquisitions would prioritize the stops along Springfield Rd and Enterprise Way identified in the 2019 Transit Core Optimization report. The work is expected to be completed by year end 2022. 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 150,000
Transportation & mobility - Investments are connecting high density areas Reserve (150,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 422
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Transportation Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
3,600,000
0
T4 - Transportation System Renewal
3,600,000
Active Transportation Corridor/Bicycle Network Expansion Bertram Bridge ATC Connections
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
(3,600,000)
0
0
0
0
0
(3,600,000)
150,000
0
0
0
0
0
(150,000)
1,000,000
0
0
0
0
0
(1,000,000)
1,000,000
0
0
0
0
0
(1,000,000)
2,150,000
0
0
0
0
0
(2,150,000)
625,000
0
0
0
0
0
(625,000)
625,000
0
0
0
0
0
(625,000)
Transportation Capital - Priority 2 Renew Transportation Renewal
New OP
New
OP
Growth Master Planned Primary AT Routes T5 - Bicycle Network New
Sidewalk Network Expansion T6 - Sidewalk Network
OP OP
New
Crosswalk Safety - Signals and Flashers
100,000
0
0
0
0
0
(100,000)
New
300,000
0
0
0
0
0
(300,000)
OP
New
Road Safety & Operations Partnership with ICBC Safe Routes to School Program
60,000
0
0
0
0
0
(60,000)
T7 - Safety and Operational Improvements
460,000
0
0
0
0
0
(460,000)
1,000,000
0
0
0
0
0
(1,000,000)
100,000
0
0
0
0
0
(100,000)
T8 - Traffic Control Infrastructure
1,100,000
0
0
0
0
0
(1,100,000)
Cost Center Totals
7,935,000
0
0
0
0
0
(7,935,000)
Grand Total
7,935,000
0
0
0
0
0
(7,935,000)
OP OP
Growth Traffic Signals and Roundabouts - Kane & Valley Growth Traffic Signals and Roundabouts
OP - Capital request has operating impacts included on the request
Transportation Operating - Priority 2
2021
2022
2023
2,000
2,000
2,000
10,000
10,000
10,000
Crosswalk Safety - Signals and Flashers
1,000
1,000
1,000
Road Safety & Operations Partnership with ICBC
5,000
5,000
5,000
Safe Routes to School Program
3,000
3,000
3,000
Traffic Signals and Roundabouts - Kane & Valley
5,000
5,000
5,000
Traffic Signals and Roundabouts
2,500
2,500
2,500
28,500
28,500
28,500
Bertram Bridge ATC Connections Master Planned Primary AT Routes
Grand Total
Taxation
Page 423
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 424
Water
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 426
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Water Capital Summary - Water Fund Page Type
Description
Asset Cost
Reserve
350,000
0
350,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
(350,000)
0
0
0
0
(350,000)
117,200
(58,600)
0
0
0
(58,600)
W5 - DCC Offsite & Oversize
117,200
(58,600)
0
0
0
(58,600)
429 Renew Office Acoustic & Yard Security Items Gulley Rd 429 Renew Skyline PS - Station Upgrade Safety Issues 430 Renew Cast Iron Replacement Program
100,000
(30,000)
0
0
0
(70,000)^
1,250,000
0
0
0
0
(1,250,000)
1,500,000
0
0
0
0
(1,500,000)
500,000
0
0
0
0
(500,000)
W6 - Network and Facility Renewal
3,350,000
(30,000)
0
0
0
(3,320,000)
431 Renew Chemical Storage Tank Replacement – Kettle Valley UV Facility 431 Renew Dam Surveillance & Watershed Monitoring 432 Growth Hydro Excavator Parking Facility
100,000
0
0
0
0
(100,000)
22,000
0
0
0
0
(22,000)
100,000
0
0
0
0
(100,000)^^
Water Capital - Priority 1 428 New
Poplar Point UV W3 - DCC Water Treatment
428 New
Offsite & Oversize - Water
430 Renew Water Meter Replacement Program
432 New
Snow Runoff Hydrology
433 New
Water Meter - New Installations
W7 - Network and Facility Improvements 433 Renew Hydrants
50,000
0
0
0
0
(50,000)
150,000
0
0
0
(150,000)
0
422,000
0
0
0
(150,000)
(272,000)
20,000
0
0
0
0
(20,000)
250,000
0
0
0
0
(250,000)
W8 - Irrigation Network Improvements
270,000
0
0
0
0
(270,000)
Cost Center Totals
4,509,200
(88,600)
0
0
(150,000)
(4,270,600)
Grand Total
4,509,200
(88,600)
0
0
(150,000)
(4,270,600)
434 Renew Dam Repairs
OP - Capital request has operating impacts included on the request ^ $35k of this utility funding is from the Wastewater utility ^^ $50k of this utility funding is from the Wastewater utility
Page 427
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
New Priority: 1 10 Yr Cap Plan Ref: 2021 W3 - $350K
Title:
Poplar Point UV
PRELIMINARY
Justification: Budget is requested to address the aging disinfection apparatus at Poplar Point pump station. The specific works are being determined through an in-progress assessment from the previous year's budget item Poplar Point UV System Assessment and Modification. The work is expected to be completed by late fall 2021. The operation and maintenance budget will be minimal with this request and will be accommodated within the water utility operating budget.
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
Borrow 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Offsite & Oversize - Water
Fed/Prov 0
Dev/Com 0
Utility (350,000) New Priority: 1 10 Yr Cap Plan Ref: 2012 W5 - $117K PRELIMINARY
Justification: Every year the City partners with the development community to oversize water infrastructure to accommodate future projected development. This saves construction costs and disruption by not having to upsize infrastructure in the future when development occurs. Budget is requested for the city's annual share of costs to oversize and extend water infrastructure in excess of the developer's own needs as a result of City requirements. The work is expected to be completed by end of year 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 117,200
Other - Supports Base Business Reserve (58,600)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (58,600)
Page 428
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Office Acoustic & Yard Security Items - Gulley Rd
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 W6 - $100k PRELIMINARY
Justification: Infrastructure Delivery now manages the former SEKID facility at 3235 Gulley Rd, utilizing this property for a construction facility. Budget is requested to install sound absorbing acoustic panels on the main office building's ceiling as recommended by the acoustic analysis and install security features for the property up to certain city standards including fencing, electronic gate and cameras. Target completion is expected for the of 2021. This project will be funded 35% Water Fund, 35% Wastewater Fund, 20% Landfill and 10% General Reserve.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 100,000
Other - Supports Base Business Reserve (30,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Skyline PS - Station Upgrade Safety Issues
Dev/Com 0
Utility (70,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2021 W6 - $1.25M PRELIMINARY
Justification: The Skyline facility is an existing underground pumpstation located on the corner of Clifton Road and High Street. The station flooded in 2017, resulting in serious damage and safety issues to the electrical systems. The project outcome is to bring all electrical and control elements above ground. The work requires a new building on slab, complete with environmental controls and site servicing. The entire facility design accommodates a full pumpstation on the ground surface over 10 years. Budget is requested to complete the electrical portion of the building, as well as site drainage, new electrical controls and a new backup generator. This phase of the project is tender ready for late issue in 2020. A novation agreement will be setup up to purchase the needed electrical equipment in 2021, which all need 6 months advance purchase. The work is expected to be completed by March 2022. There are no operation and maintenance budget impacts associated with this request. Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 1,250,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (1,250,000)
Page 429
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Cast Iron Replacement Program
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 W6 - $1.5M PRELIMINARY
Justification: Budget is requested to replace aging cast iron (CI) water mains that have been found in poor condition and have a considerable break history. Renewal projects for this budget request include the replacement of approximately 330m of 1970 vintage CI water main along Clement Ave between Richter and Ellis and replacing approximately 380m of 1959 vintage CI water main along Raymer Ave between Ethel and Richter. The work is expected to be completed by Fall 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 1,500,000
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 (1,500,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2021 W6 - $500k PRELIMINARY
Justification: Budget is requested to replace water meters in the City. The water meter program now includes renewal of agricultural meters and meter pits. The 10-Year Capital Plan has been adjusted to extend the schedule so all water meters are renewed over a seven year period. 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
Financial management - Cost to deliver services is quantified Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (500,000)
Page 430
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Chemical Storage Tank Replacement – Kettle Valley UV Facility
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 W7 - $100k PRELIMINARY
Justification: The two 20,000L sodium hypochlorite storage tanks at the Kettle Valley UV Treatment facility are leaking and several attempts at repair have been unsuccessful. Expected lifespan on the tanks is ten years but the original installation method didn't allow the tanks to meet the expected lifespan. Budget is requested to replace the tanks and ensure that water can be treated effectively at the site. The works are to be completed late 2021. Operating and maintenance expense will be funded from existing water operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 100,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Dam Surveillance & Watershed Monitoring
Dev/Com 0
Utility (100,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2021 W7 - $22k PRELIMINARY
Justification: Budget is requested to install remote monitoring on upstream reservoirs and diversion channels. This equipment will help optimize irrigation water storage to ensure reliable water supply to agricultural customers. The work is to be completed late 2021. Minimal operating impacts will be funded from existing budget in water operations.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 22,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (22,000)
Page 431
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Hydro Excavator Parking Facility
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 W7 - $100k PRELIMINARY
Justification: Budget is requested for a non-permanent heated parking structure for a hydro-excavation truck. These trucks are specialized equipment and are critical for safely excavating and exposing underground utilities and trenches especially for emergency events. These units utilize significant volumes of water and have sensitive mechanical accessories which cannot freeze. Furthermore, this truck must be ready to respond to emergency events year-round. The truck is large and will not fit in conventional parking facilities. The non-permanent means it doesn't have to be built on permanent concrete foundation and could be easily relocated if necessary. Maintenance for these buildings is very low and the structure should last decades. To be completed by Summer 2021.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 100,000
Other - Supports Base Business Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Snow Runoff Hydrology
Fed/Prov 0
Dev/Com 0
Utility (100,000) Priority: 1 10 Yr Cap Plan Ref: 2021 W7 - $50k
New
PRELIMINARY
Justification: Snow/water measurement is a key measurable in water storage prediction. The City currently uses snow pillow information from higher areas in the Graystokes watershed and Penticton, however no information is available in the McCulloch area. Budget is requested to install/implement a snow pillow in the McCulloch area to capture the snow/water data .This task will feed information into the irrigation drought planning work currently underway. To be completed by end of 2021.
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
Fed/Prov 0
Dev/Com 0
Utility (50,000)
Page 432
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter - New Installations
New Priority: 1 10 Yr Cap Plan Ref: 2021 W7 - $150K PRELIMINARY
Justification: Budget is requested 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 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 150,000
Financial management - Cost to deliver services is quantified Reserve 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Hydrants
Borrow 0
Fed/Prov 0
Dev/Com (150,000)
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: 2021 W8 - $20K PRELIMINARY
Justification: Budget is requested in support of the recently converted irrigation and fire protection system in South East Kelowna that will require additional hydrant installations to increase rural fire hydrant coverage. The work is expected to be completed by late fall 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 20,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (20,000)
Page 433
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Dam Repairs
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 W8 - $250k PRELIMINARY
Justification: Recently acquired upper watershed reservoirs are controlled by earth dams. To meet Ministry regulatory dam safety guidelines, the City must complete repairs of issues identified in dam safety review reports submitted every five to six years. The work for this year will focus on the intake dam and outlet facilities at the intake structure along KLO Creek. Other work will include renewal of capital items at Turtle Lake Dam to improve operability. This work will include riprap placement, concrete work and repairs to the site drainage system to reduce seepage. The work is expected to be completed by 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 250,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (250,000)
Page 434
Wastewater
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 436
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Wastewater Capital Summary - Wastewater Fund Page Type
Description
Asset Cost
Reserve
1,000,000
0
1,000,000
Borrow
Fed/Prov
Dev/Com
Utility
0
0
0
(1,000,000)
0
0
0
0
(1,000,000)
110,000
(55,000)
0
0
0
(55,000)
110,000
(55,000)
0
0
0
(55,000)
439 Renew Renewal - Wastewater Mains and Facilities - SCADA 439 Renew Lift Station Renewal
300,000
0
0
0
0
(300,000)
700,000
0
0
0
0
(700,000)
440 Renew Renewal - Wastewater Mains and Facilities
3,700,000
0
0
0
0
(3,700,000)
4,700,000
0
0
0
0
(4,700,000)
90,000
0
0
0
0
(90,000)
100,000
0
0
0
0
(100,000)
WW6 - Network and Facility Improvements
190,000
0
0
0
0
(190,000)
Cost Center Totals
6,000,000
(55,000)
0
0
0
(5,945,000)
Grand Total
6,000,000
(55,000)
0
0
0
(5,945,000)
Wastewater Capital - Priority 1 438 New
Biosolids Management Phase I & Phase II
WW3 - DCC Wastewater Treatment Facilities 438 New
Offsite & Oversize - Wastewater WW4 - DCC Oversize
WW5 - Network and Facility Renewal 440 Renew Wastewater Treatment Facility Uninterruptible Power Supply Emerging Issues 441 New
OP - Capital request has operating impacts included on the request
Page 437
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Biosolids Management Phase I & Phase II
New Priority: 1 10 Yr Cap Plan Ref: 2021 WW3 - $1M PRELIMINARY
Justification: Budget is requested based on a 2020 Council direction to initiate the preliminary design of the site requirements, a public communications plan, and application to the ALC for both a digestion facility to be constructed within the next five years and the site of the future waste water treatment facility slated for some time after the year 2050. The work is expected to be completed by late fall, 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 1,000,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Offsite & Oversize - Wastewater
Dev/Com 0
Utility (1,000,000) New Priority: 1 10 Yr Cap Plan Ref: 2021 WW4 - $110k PRELIMINARY
Justification: Budget is requested to supplement funds where required to provide additional capacity or access to City infrastructure. This budget is used when opportunities materialize, and is partially funded through DCC's. The work is expected to be completed by end of 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 110,000
Other - Supports Base Business Reserve (55,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (55,000)
Page 438
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Renewal - Wastewater Mains and Facilities - SCADA
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 WW5 - $300k PRELIMINARY
Justification: Supervisory Control and Data Acquisition (SCADA) system equipment is used to monitor, measure, process and provide emergency notifications for the main control system in the wastewater treatment plant. The City's current processors and controller technology are no longer supported by the industry. The work is expected to be completed by late fall, 2021. The operation and maintenance budget will be minimal with this request and will be accommodated within the wastewater operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 300,000
Other - Supports Base Business Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Lift Station Renewal
Fed/Prov 0
Dev/Com 0
Utility (300,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2021 WW5 - $700k PRELIMINARY
Justification: Following the recommendations of a recently completed condition assessment of 22 sanitary lift stations, budget is requested to allow for the strategic implementation of the required renewal plan of these key assets over the next 10 years. The work 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 700,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (700,000)
Page 439
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Renewal - Wastewater Mains and Facilities
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 WW5 - $3.7M PRELIMINARY
Justification: Budget is requested to fund some of the higher risk for failure assets in the City, to be coordinated with road, water and contracts aligned for 2021. These include the Lane N. of Cawston Ave (Ethel - Gordon) which requires replacement of 480m of poor condition 200 mm and 150 mm asbestos cement (AC) sewer installed in 1948. The second location is Lawson Ave and lanes in between which consists of replacing of 750m of 200 mm and 150 mm AC sewer installed in 1948. Thirdly, Lane N. of Coronation Ave - (Ethel - Gordon) which consists of the replacement of 480m of poor condition 200 mm and 150 mm AC sewer installed in 1948. Finally the replacement of old, very poor condition sewers along Flintoff and Manhattan Ave. Work is expected to be completed by Sept of 2022. There are no operation and maintenance impacts with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 3,700,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (3,700,000)
Department: Cost Center:
Capital Projects Wastewater Capital
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 WW6 - $90k
Title:
Wastewater Treatment Facility Uninterruptible Power Supply
PRELIMINARY
Justification: The Wastewater treatment plant requires an uninterruptible source of power (UPS) to ensure that the control systems continue to operate while backup generators fire up. The plant UPS is at the end of its life cycle and is no longer supported by the supplier. Parts will no longer be manufactured. The work is expected to be completed Q3, 2021. There are no operation and maintenance impacts with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 90,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (90,000)
Page 440
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Emerging Issues
New Priority: 1 10 Yr Cap Plan Ref: 2021 WW6 - $100k PRELIMINARY
Justification: This is an annual budget request for unforeseen issues that may arise which will require attention immediately. Typical examples include discovery of poor quality pipe during construction, or where new design is required when process equipment fails requiring immediate renewal replacement. The work is expected to be completed by the end of 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 100,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (100,000)
Page 441
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 442
Solid Waste
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 444
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Preliminary Budget Solid Waste Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
300,000
(300,000)
300,000
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
(300,000)
0
0
0
0
0
Solid Waste Capital - Priority 1 446 Growth Automated Collection Curbside Carts SW1 - Equipment 446 Growth Landfill Site Preparation
1,000,000
(1,000,000)
0
0
0
0
0
447 Growth General Site Works and Investigations
100,000
(100,000)
0
0
0
0
0
SW2 - Site Improvement
1,100,000
(1,100,000)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
3,458,000
(3,458,000)
0
0
0
0
0
100,000
(100,000)
0
0
0
0
0
3,558,000
(3,558,000)
0
0
0
0
0
110,000
(110,000)
0
0
0
0
0
SW9 - Solid Waste Renewal
110,000
(110,000)
0
0
0
0
0
Cost Center Totals
5,518,000
(5,518,000)
0
0
0
0
0
Grand Total
5,518,000
(5,518,000)
0
0
0
0
0
447 Growth Landfill Gas & Leachate Recirculation Laterals SW3 - Gas Management 448 Growth Stockpiles and Reprocessing Areas Relocation Road Construction 448 New SW7 - Landfill Area Development 449 Renew Infrastructure Renewal
OP - Capital request has operating impacts included on the request
Page 445
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Automated Collection Curbside Carts
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 SW1 - $300k PRELIMINARY
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. This project budget will be spent by late fall 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 300,000
Other - Supports Base Business Reserve (300,000)
Borrow 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Site Preparation
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 SW2 - $1M PRELIMINARY
Justification: Budget is requested to initiate landfill site preparations. This will include blasting and land leveling in the north east area for the next phase of landfill liner construction to be installed in Area 3. Also included will be the Area 3 final design by an engineering consultant along with geotechnical reviews. The work is expected to be completed by 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:
Other - Supports Base Business
Asset Cost Reserve 1,000,000 (1,000,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 446
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
General Site Works and Investigations
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 SW2 - $100k PRELIMINARY
Justification: Budget is requested for capital studies related to environmental management and groundwater controls. There are a number of minor studies and projects required by the landfill's upgrading plan to meet regulatory requirements. Work is expected to be completed by 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 100,000
Other - Supports Base Business Reserve (100,000)
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: 2021 SW3 - $450k PRELIMINARY
Justification: Budget is requested for the installation of landfill gas laterals and leachate recirculation systems as sections of the landfill continue to grow. This annual project will 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 450,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (450,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
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2021 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Stockpiles and Reprocessing Areas Relocation
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 SW7 - $3.458M PRELIMINARY
Justification: This project is the first phase in a four-year plan to move materials from the northeast area (future Area 3) to the area west of the entrance. The work includes preparatory work for the design of the materials area and initiating the construction of the new Aerated Static Pile compost process needed to continue to produce GlenGrow. Work is expected to be completed in the fall of 2022. 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:
Other - Supports Base Business
Asset Cost Reserve 3,458,000 (3,458,000)
Borrow 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Road Construction
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
New Priority: 1 10 Yr Cap Plan Ref: 2021 SW7 - $100k PRELIMINARY
Justification: Budget is requested to fund new road construction that is regularly required to access fill areas. Work is expected to be completed 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 100,000
Other - Supports Base Business Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
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2021 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Infrastructure Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 SW9 - $110k PRELIMINARY
Justification: Budget is requested to renew and replace the infrastructure and key operational components of the wheel wash used at the landfill. The work is expected to be completed 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 110,000
Other - Supports Base Business Reserve (110,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
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Storm Drainage
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2021 Capital Requests Preliminary Budget Storm Drainage Capital Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0 (933,300)
0
0
0
0
0
0 (300,000)
0
0 (933,300)
0 (300,000)
0
Storm Drainage Capital - Priority 1 454 New
Mill Creek Flood Protection
2,333,300
(1,400,000)
454 New
Knox Mountain Geotechnical Engineering
1,000,000
(700,000)
3,333,300
(2,100,000)
120,000
0
0
0
0
0
(120,000)
120,000
0
0
0
0
0
(120,000)
380,000
0
0
0
0
0
(380,000)
D3 - Storm Water Renewal
380,000
0
0
0
0
0
(380,000)
Cost Center Totals
3,833,300
(2,100,000)
0 (933,300)
0 (300,000)
(500,000)
Grand Total
3,833,300
(2,100,000)
0 (933,300)
0 (300,000)
(500,000)
D1 - Hydraulic Upgrading Program 455 New
Belgo Road at Clarissa Road D2 - Storm Drainage Quality Program
455 Renew Asset Renewal Projects
OP - Capital request has operating impacts included on the request
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2021 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Mill Creek Flood Protection
Priority: 1 10 Yr Cap Plan Ref: 2021 D1 - $2.3M
New
PRELIMINARY
Justification: The Mill Creek Flood Protection Project creates the conditions to safely pass a one in 200 year flood event to Okanagan Lake. This project budget is based on access up to $22M of federal grant for 40% of expenditures until spring, 2028. This project is currently in the design phase, as well as preliminary approvals processes with Ministry and First Nations. In 2021, the focus will be on significant upgrades to the Diversion structure near Leckie, focusing on improved hydraulics, debris removal, improved fish passage and incorporating the Grist Mill Park amenities. The second component will include new berms on City owned properties along lower Mill Creek. The third will be the establishment of naturalized areas and storm ponds from the Sexsmith area. The work is expected to be completed by 2027. 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:
Environmental protection - Resiliency & adaptability to climate change
Asset Cost Reserve 2,333,300 (1,400,000)
Borrow 0
Fed/Prov (933,300)
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Knox Mountain Geotechnical Engineering
Dev/Com 0
Utility 0
Taxation 0 New
Priority: 1 10 Yr Cap Plan Ref: 2021 D1 - $1M
PRELIMINARY
Justification: In 2020, Council reviewed a 3 year plan to rehabilitate the landslide issue above Knox Mountain Metals and below residential developments on Royal View Avenue. In 2020, a consultant team was engaged to design both an interim and long term solution for repairing the slope failure and mitigate safety issues below. The 2020 work included some site preparation, construction road establishment, road drainage and preliminary site groundwater drainage. The 2021 budget is an initiation of the expanded Civil works required to re-establish the slope to an acceptable safety factor for long term protection of properties above and below. This work will include removal of poor quality materials, import of structural fill and additional groundwater drainage collection and conveyance. This work is anticipated to be completed within the City owned lands. This project is expected to be completed by late fall, 2021. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 1,000,000
Other - Extraordinary or Unforeseen Obligation Reserve (700,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (300,000)
Taxation 0
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2021 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Belgo Road at Clarissa Road
New
Priority: 1 10 Yr Cap Plan Ref: 2021 D2 - $120k
PRELIMINARY
Justification: Budget is requested for the installation of a grit trap at the inlet to the Rutland storm trunk which deposits into Chichester Wetland. The grit trap will enhance capacity in this section and reduce maintenance concerns along the storm trunk. The work is expected to be completed by late fall 2021 subject to permitting requirements. 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 120,000
Environmental protection - Resiliency & adaptability to climate change Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (120,000)
Department: Cost Center:
Capital Projects Storm Drainage Capital
Renew Priority: 1 10 Yr Cap Plan Ref: 2021 D3 - $380k
Title:
Asset Renewal Projects
PRELIMINARY
Justification: Budget is requested in support of the annual replacement of storm drainage mains, pump stations, detention and treatment facilities. Although storm water infrastructure is newer in relation to other utilities, a number of stormwater mains are approaching the end of service life and will require renewal in order to continue providing our standard level of service. The work is to be completed by late fall 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 380,000
Environmental protection - Resiliency & adaptability to climate change Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (380,000)
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Carryover Budget
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2021 FINANCIAL PLAN
Kelowna, British Columbia Carryovers - Volume 2
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2021 FINANCIAL PLAN
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Report to Council Date:
March 22,2021
To:
Council
From:
City Manager
Subject:
2021 Financial Plan – Carryover Budget
Department: Financial Planning
Recommendation: THAT the 2021 Financial Plan be increased by $7,636,160 to provide for operating carryover projects and $164,876,050 for capital carryover projects as summarized in Financial Plan Volume 2 Purpose: To present the 2021 Financial Plan – Carryover Budget to Council for approval and inclusion in the 2021 Financial Plan. Background: The operating and capital projects listed in the Carryover Budget of the 2021 Financial Plan represent projects that were not able to be completed in 2020 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 2021. The projects are funded from reserves, debt, 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 have been reviewed by the Financial Planning Department to ensure alignment with the criteria outlined in the Carryover Guidelines. For 2021, 61% of the carryover funding is for projects that were delayed due to external events. This is largely due to the ongoing effects of the COVID-19 pandemic which slowed the progress on many projects in 2020. With respect to the remainder of the projects, 28% are projects that were approved as multi-year, 7% had internal scheduling challenges, 2% are awaiting grant information, 1% for changes in project design and 1% are Council approved or have a policy that direct the carryover of remaining budget. A detailed discussion of projects included in this volume is not planned. Should Council have questions regarding any specific carryover and would like it discussed at the March 22 meeting, please advise the City Manager in advance and he will arrange for a division representative to be in attendance at the Council meeting.
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Considerations applicable to this report: Financial/Budgetary Considerations: A consolidated 2021-2025 Five Year Financial Plan will be brought to Council for adoption by bylaw at Final Budget on April 26, 2021. This will immediately precede adoption of the 2021 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: M. Antunes, Budget Supervisor Approved for inclusion:
G. Davidson, CPA, CMA Divisional Director Financial Services
Attachment: 1: 2021 Financial Plan – Carryover – Volume 2 2: 2021 Financial Plan – Carryover Council Presentation
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CARRYOVER SUMMARIES Carryovers represent projects that were unable to be completed in 2020 due to various reasons and budget is requested to be carried over into the following year to allow for continuation of the project. In 2021, the total value of the Carryover volume is $172.5M. This will increase the 2021 operating program by $7.6M and capital program by $164.9M with no effect on taxation as these projects were previously approved by Council. Some of the projects helping to advance Council | Corporate Priorities and the Imagine Kelowna vision are: • Vibrant Neighbourhoods - Enhancement of City Park to create a destination playground, pier, gathering circle, replacement of the promenade and redevelopment of the shoreline. • Environmental Protection - Continued support of the SEKID (South East Kelowna Irrigation District) water project that will integrate this water supply with the City Water Utility. • Social & Inclusive - Development and implementation of the PEOPLE Peer Navigator Capacity Building Program providing employment opportunities and supporting people experiencing a variety of vulnerabilities, including those with lived and living experience of homelessness and/or substance use.
Carryover request three-year comparison ($ millions) The table below splits the last three years of carryovers between operating, capital, general fund and utility funds.
2021 $173
2020 $126
2019 $143
$8 = 5%
$7 = 6%
$8 = 6%
$165 = 95%
$119 = 94%
$135 = 94%
General Fund
$73 = 42%
$71 = 56%
$57 = 40%
Utility Funds
$100 = 58%
$55 = 44%
$86 = 60%
Total Carryover Operating Capital
The overall Carryover value has increased from 2020 most notably in the Utility Funds. This is largely driven by the multi-year program within the Airport Fund titled Soaring Beyond 2.5 Million Passengers AIF Program. This program is now expected to be completed in 2032 due to the negative impacts of COVID-19 on the Airport's operations.
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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 rescoped 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 graph below displays the carryover reason types by percentage of total value of carryover requests for 2021.
Carryover value by reason type External Event 61% Multi-Year 28% Scheduling Demands 7% Awaiting Grant Information 2% Design Option 1% Council Approved or Policy 1% Total $172.5M
The External Event carryover reason type makes up the greatest value of requests in 2021. This is largely due to the ongoing effects of the COVID-19 pandemic which slowed the progress on many projects in 2020. The second reason type with the greatest value of carryovers is multi-year. Multi-year is generally the biggest reason carryovers are requested as projects require longer than one year to complete especially for larger capital projects. The graphic below displays the percentage of each carryover reason type based on the total count of carryovers requested.
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Summary of 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. These requests are not printed in detail in the Financial Plan as they were identified as multi-year when originally approved by Council.
Multi-year operating projects
COVID-19 Community Response Fund PEOPLE Peer Navigators Capacity Building: Health Canada Grant Active Living & Culture Total RCMP Mobile Command Centre Business Continuity COVID Response City Wellness Benefits Corporate & Protective Services Total 20 Year Servicing Plan and DCC Bylaw Update ICIP Joint Study Project Regional Air Quality Safety and Operations, Investigation Time Series Data Extraction from SCADA Water Integration Long-Range Plan Transportation Master Plan Implementation Midtown Core Optimization Orchard Park Exchange Transit Maintenance Facility Asset Management Consulting Support Area Based Water Management Plan Infrastructure Total Parkinson Rec Centre/SD23 Partnership Parks Development DCC Bylaw Land Strategy and Revitalization Long Term Shoreline Plan Microsoft Dynamics 365 Project SOW Prospera Place Market Study Partnerships & Investments Total Climate Action Plan Partnership & Research - Indigenizing the OCP Update 2040 OCP Update and Position Infill Design Competition Planning & Development Services Total Total multi-year operating request
Project Amount
Funding Source
8,500
FED/PROV
663,000 671,500 142,400 535,500 10,000 687,900 243,000 195,400 280,700 4,400 110,200 201,100 47,600 99,700 177,000 175,000 11,800 272,500 1,818,400 340,200 53,200 16,600 23,000 20,000 97,800 550,800 88,900 5,300 80,800 20,000 195,000 3,923,600
Expected Original Budget Year Completion 2020
2021
FED/PROV
2020
2023
RESERVE FED/RES RESERVE
2019 2020 2020
2021 2021 2021
RESE/UTIL RESERVE FED/RES/REV RESERVE RES/UTIL FED/RES/UTIL RESERVE RESERVE RESERVE RESERVE REC/RES/UTIL RESE/UTIL
2018 2019 2020 2018 2019 2017 2020 2020 2020 2020 2020 2020
2021 2021 2021 2021 2022 2021 2021 2021 2021 2021 2021 2022
RES/REV RESERVE RESERVE RESERVE RESERVE RESERVE
2018 2019 2017 2016 2020 2020
2021 2021 2021 N/A 2021 2021
FED/REC/RES
2018
2021
RESERVE RESERVE RESERVE
2020 2017 2020
2021 2021 2021
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Multi-year capital projects Project Amount Parking Equipment and Facilities Property Acquisition - Brookside and Pasnak Property Acquisition of 1345 St. Paul Street Property Acquisition of 1951 Cross Road Real Estate and Parking Capital Total Art Walk Extension City Hall Improvements Parkinson Recreation Centre Building Capital Total Irrigation Infrastructure Renewal City Park Promenade Design and Construction Phase 2 Glenmore Recreation Park, Phase 3 Gopher Creek Linear Park - DCC Park Development Pandosy Waterfront Park, DCC City-wide Park Development Phase 1 Parkland Acquisition Ponds Community Park, Sports Field Construction DCC Park Development Shoreline Restoration - Flood Damage Parks Capital Total Bridge Rehabilitation Casorso 4 DCC (Raymer - KLO), ATC Clement 1 DCC (St.Paul - Graham) Ethel 3C DCC (Rose - Raymer), ATC Lakeshore 1 DCC Bridge at Bellevue Creek McCulloch Area DCC (KLO/Hall/Spiers) Abbott (Rose Ave - Cedar Ave) Protected Bike Lane Project Casorso 3 DCC (KLO Rd - Barrera Rd), ATC Houghton 2 DCC (Hollywood Rd - Rutland Rd), ATC KLO Rd Mission Creek Bridge Replacement Lakeshore 1 DCC (DeHart - Vintage Terrace) , ATC Lakeshore 1 DCC (DeHart - Vintage Terrace), Road Street Light Renewal-LED Retrofit Transportation Capital Total Compost Facility, Biosolids Leachate Containment Commonage - Pavement Repairs Road Construction Solid Waste Capital Total Mill Creek Flood Protection Knox Mountain Geotechnical Engineering Mill Creek Storage Storm Drainage Capital Total
Project Amount 166,500 61,900 13,900 58,800 301,100 33,000 221,000 23,400 277,400 138,300
Funding Source RESERVE RESERVE RESERVE RESERVE
10Y Capital Plan Ref L3 L1 L1 L1
Original Budget Year 2018 2020 2020 2020
Expected Completion 2021 2021 2021 2021
RESERVE RESERVE RESERVE
B2 B3 B1
2017 2017 2016
2023 2022 2021
RESERVE
P8
2020
2021
2,002,800 1,414,400 373,200
RESERVE RESERVE RESERVE
P6 P5 P7
2020 2020 2020
2022 2021 2021
4,337,100 2,756,600
RESERVE RESERVE
P4 P1
2020 2020
2021 2021
776,700 594,400 12,393,500 43,200 21,200 353,700 2,228,700 812,500 500,500
RESERVE RESERVE
P4 P7
2018 2020
2021 2022
RESERVE RESERVE RESERVE RES/GRANT RESERVE RESERVE
T4 T2 T1 T2 T1 T1
2019 2019 2015 2020 2019 2016
2021 2021 2021 2021 2021 2021
RESERVE RESERVE RESERVE RESERVE RESERVE RESERVE RESERVE
T5 T2 T2 T4 T2 T1 T4
2020 2020 2020 2020 2020 2020 2020
2021 2021 2021 2021 2021 2021 2023
DEV/UTILITY DEV/UTILITY RESERVE
SW4 SW6 SW7
2018 2020 2020
2023 2022 2021
RES/GRANT RESERVE RES/GRANT
D1 D1 D1
2019 2020 2020
2028 2021 2027
46,600 121,200 43,300 272,100 188,300 311,700 932,200 5,875,200 199,800 441,400 232,700 873,900 2,754,700 580,200 908,200 4,243,100
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continued Asset Management System Integrated Utility Billing and Property Tax System Software Major Systems Projects - Planning and Permitting Records and Information Management System Council Video Conferencing System/Audio Upgrades Information Services Capital Total Tenders 1 and 4 Engine 3 Fire Capital Total Kettle Valley Reservoir Upgrade Offsite & Oversize - Water South End Water Upgrades Water Meter Replacement Program Ethel 3C DCC Water Poplar Point to Dilworth Mountain Transmission Upgrade Design Poplar Point UV System Assessment and Modifications SEKID Separation Water Capital Total Flintoft Avenue - Sanitary Replacement Guy St Lift Station Renewal DCC Manhattan Dr - Sanitary Replacement Offsite & Oversize Wastewater Water Street DCC Force Main Wastewater Capital Total Total multi-year capital projects
CITY OF KELOWNA
533,800
RES/UTILITY
I3
2017
2022
545,600 1,407,900 832,200 20,500 3,340,000 553,200 437,000 990,200 100,000 215,700 6,194,800 1,808,900 475,800
RES/UTILITY RESERVE RESERVE RESERVE
I3 I3 I3 I1
2016 2018 2018 2020
2021 2021 2023 2021
RESERVE RESERVE
F1 F1
2019 2020
2021 2021
RESERVE RESERVE RES/GRANT RESERVE RESERVE
W7 W4 W7 W6 W6
2018 2018 2017 2020 2020
2021 2021 2021 2021 2021
297,900
RESERVE
W1
2020
2021
75,700 2,989,200 12,158,000 471,100 1,013,800 1,319,600 199,900 187,800 3,192,200 43,644,600
RESERVE RES/GRANT
W6 W7
2020 2017
2021 2021
RESERVE RESERVE RESERVE RESERVE RESERVE
WW5 WW2 WW5 WW4 WW1
2018 2019 2018 2018 2020
2021 2021 2021 2021 2021
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Operating Budget
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2021 Operating Requests Carryover Budget Summary - General Fund Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
71,100
0
0
0
0
(71,100) SCHED
71,100
0
0
0
0
(71,100)
City Clerk 505 * SEKID Transition Team Division Total
Planning & Development Services Division ~
2040 OCP Update and Position
80,800
(80,800)
0
0
0
0 MULTIYEAR
~
Climate Action Plan
88,900
(24,200)
0
(58,700)
(6,000)
0 MULTIYEAR
20,600
(20,600)
0
0
0
0 SCHED
159,500
(159,500)
0
0
0
0 EXT EVENT
Infill Design Competition
20,000
(20,000)
0
0
0
0 MULTIYEAR
480 Development Technician Term Position - Engineering
51,700
(51,700)
0
0
0
0 SCHED
421,500
(356,800)
0
(58,700)
(6,000)
480 Heritage Preservation & Adaptive ReUse 481 Housing for Those With Complex Needs ~ Land Strategy and Revitalization
46,700
(46,700)
0
0
0
0 SCHED
41,000
(34,800)
0
(6,200)
0
0 DESIGNOPT
16,600
(16,600)
0
0
0
0 MULTIYEAR
481 Provision of Shelter Services Optimization of Physical Locations 482 Community Health Centre Public Art
45,500
(45,500)
0
0
0
0 DESIGNOPT
41,400
(20,700)
0
0
(20,700)
0 DESIGNOPT
482 Future Buildings Planning
21,000
(21,000)
0
0
0
0 EXT EVENT
~
Long Term Shoreline Plan
23,000
(23,000)
0
0
0
0 MULTIYEAR
~
Parkinson Rec Centre/SD23 Partnership Parks Development DCC Bylaw
340,200
(296,300)
0
0
(43,900)
0 MULTIYEAR
479 Heritage Conservation Guidelines Update 479 Housing Reserve Grants ~
Division Total
0
Partnerships & Investments Division
~
53,200
(53,200)
0
0
0
0 MULTIYEAR
100,000
(100,000)
0
0
0
0 SCHED
483 Public Art - Kelowna Art Gallery
20,000
(20,000)
0
0
0
0 EXT EVENT
~
483 Parks Master Plan
20,000
(20,000)
0
0
0
0 MULTIYEAR
484 UBC Collaboration
14,500
(14,500)
0
0
0
0 EXT EVENT
484 Accessible Parking Program Review
11,800
(11,800)
0
0
0
0 EXT EVENT
485 Parking Strategy - Capri-Landmark Area Plan Development 485 Legacy Funds Investment Strategy
27,200
(27,200)
0
0
0
0 EXT EVENT
41,900
(41,900)
0
0
0
0 DESIGNOPT
~
97,800
(97,800)
0
0
0
0 MULTIYEAR
961,800
(891,000)
0
(6,200)
(64,600)
Microsoft Dynamics 365 Project SOW
Prospera Place Market Study Division Total
0
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Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
486 Bylaw Update
45,900
(45,900)
0
0
0
0 SCHED
486 Preliminary Design Program
97,500
(97,500)
0
0
0
0 SCHED
280,700
(116,200)
0
(13,700)
(150,800)
0 MULTIYEAR 0 DESIGNOPT
Infrastructure Division
~
Regional Air Quality
487 Reid's Corner Sidewalk & Landscaping
12,600
(9,700)
0
0
(2,900)
487 Bylaw 7900 - Update to Design and Construction Standards ~ Water Integration Long-Range Plan
39,800
(39,800)
0
0
0
201,100
0
0
(156,700)
0
488 Avocet Wetland Restoration
150,000
0
0
0
(150,000)
~
243,000
(222,600)
0
0
0
(20,400) MULTIYEAR
11,800
(5,500)
0
0
(2,100)
(4,200) MULTIYEAR
75,500
0
0
0
0
47,600
(47,600)
0
0
0
0 MULTIYEAR
272,500
(103,700)
0
0
0
(168,800) MULTIYEAR
58,400
0
0
0
0
(58,400) EXT EVENT
20,000
(20,000)
0
0
0
110,200
(37,000)
0
0
0
(73,200) MULTIYEAR
195,400
(195,400)
0
0
0
0 MULTIYEAR
99,700
(99,700)
0
0
0
0 MULTIYEAR
~
20 Year Servicing Plan and DCC Bylaw Update Asset Management Consulting Support
488 Kelowna Integrated Water Asset Management ~ Transportation Master Plan Implementation ~ Area Based Water Management Plan 489 North End Industrial Area Servicing Plan 489 Survey Data Classification ~
0 SCHED (44,400) MULTIYEAR 0 EXT EVENT
(75,500) SCHED
0 SCHED
~
Time Series Data Extraction from SCADA ICIP Joint Study Project
~
Midtown Core Optimization
~
Orchard Park Exchange
177,000
(177,000)
0
0
0
0 MULTIYEAR
~
0
0
0
0 MULTIYEAR
Transit Maintenance Facility
175,000
(175,000)
490 Transit Marketing and Promotion
16,400
(10,000)
0
(6,400)
0
504 * Kelowna Integrated Water Project
65,600
0
0
0
0
Division Total
2,395,700
(1,402,600)
0
(176,800)
(305,800)
490 Facility Condition Assessments
50,800
(50,800)
0
0
0
0 EXT EVENT
491 Kelowna Memorial Cemetery Business Review 491 Edith Gay Park Sewer Connection
36,000
(36,000)
0
0
0
0 EXT EVENT
38,500
(38,500)
0
0
0
0 EXT EVENT
492 CRI Firesmart Community Funding
26,300
0
0
(26,300)
0
0 SCHED
0 EXT EVENT (65,600) SCHED (510,500)
Civic Operations Division
492 Biofilter Cover
50,000
(50,000)
0
0
0
0 SCHED
100,000
(100,000)
0
0
0
0 SCHED
493 Roberts Lake Environmental Management 494 Commonage - Odour Management Plan Update 494 Contract Services - Fleet
37,400
(37,400)
0
0
0
0 SCHED
50,000
0
0
0
(16,700)
44,000
(44,000)
0
0
0
0 SCHED
495 Odour Remediation - Cerise Drive
30,900
(30,900)
0
0
0
0 DESIGNOPT
0
0
0
0
0
0 MULTIYEAR
488 * Avocet Wetland Restoration
0
0
0
0
0
0 EXT EVENT
~
0
0
0
0
0
0 MULTIYEAR
493 Landfill and Nuisance SCADA
~
* Climate Action Plan * Asset Management Consulting Support
(33,300) EXT EVENT
Page 472
2021 FINANCIAL PLAN
CITY OF KELOWNA
Page Description
Division Total
Amount
Reserve
Borrow
Gov/Contr
Revenue
463,900
(387,600)
0
(26,300)
(16,700)
Utility Reason
(33,300)
Active Living & Culture Division 495 Community Grant Policy
100,300
(100,300)
0
0
0
0 BASE POL
496 Creative Hub Feasibility Study
44,200
(36,500)
0
(7,700)
0
0 EXT EVENT
496 Cultural Plan Implementation
13,300
(13,300)
0
0
0
0 EXT EVENT
497 Theatre Consultation
15,900
(15,900)
0
0
0
0 EXT EVENT
497 Community Shelter Plan
16,000
(16,000)
0
0
0
0 EXT EVENT
PEOPLE Peer Navigators Capacity Building: Health Canada Grant 498 Event Support Policy
663,000
0
0
(663,000)
0
0 MULTIYEAR
260,400
(260,400)
0
0
0
0 BASE POL
Division Total
1,113,100
(442,400)
0
(670,700)
0
0
535,500
(500,000)
0
(35,500)
0
0 MULTIYEAR
498 Consulting, Insurance Valuations
10,500
(10,500)
0
0
0
0 EXT EVENT
499 Lived Experience Peer Employment
32,000
(32,000)
0
0
0
0 EXT EVENT
499 Risk Assessment & Safe Work Procedures Development 505 * SEKID Transition Team
16,300
(16,300)
0
0
0
0 EXT EVENT
56,600
0
0
0
0
(56,600) SCHED
650,900
(558,800)
0
(35,500)
0
(56,600)
142,400
(142,400)
0
0
0
0 MULTIYEAR
33,600
(33,600)
0
0
0
0 EXT EVENT
176,000
(176,000)
0
0
0
0
50,000
(50,000)
0
0
0
0 EXT EVENT
50,000
(50,000)
0
0
0
0
17,300
(17,300)
0
0
0
0 EXT EVENT
504 * Kelowna Integrated Water Project
122,200
0
0
0
0
(122,200) SCHED
Division Total
139,500
(17,300)
0
0
0
(122,200)
~
Corporate & Protective Services Division ~
Business Continuity COVID Response
Division Total
Corporate & Protective Services Division Community Safety ~
RCMP Mobile Command Centre
500 Community Safety Plan Division Total
Corporate & Protective Services Division Fire Department 500 Volunteer Firefighters - Paid on Call Grant Division Total
Corporate Strategic Services Division 501 Corporate Vision and Culture
Page 473
2021 FINANCIAL PLAN
CITY OF KELOWNA
Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
501 Value for Money Engagement
26,300
(26,300)
0
0
0
0 EXT EVENT
502 Financial Planning System and Process Review 502 ERP Development - Consulting for Payroll Archiving 503 Payroll System Improvements
25,100
(25,100)
0
0
0
0 SCHED
25,660
(25,660)
0
0
0
0 EXT EVENT
68,400
(68,400)
0
0
0
0 EXT EVENT
503 Enhancement of Corporate Purchasing Card Program 504 Kelowna Integrated Water Project
52,900
(52,900)
0
0
0
0 EXT EVENT
43,200
0
0
0
0
504 Unit 4 Business World Approval Workflow 505 SEKID Transition Team
56,500
(56,500)
0
0
0
87,500
0
0
0
0
Division Total
385,560
(254,860)
0
0
0
(130,700)
Sub-Total
6,829,060
(4,537,360)
0
(974,200)
(393,100)
(924,400)
Financial Services Division
(43,200) SCHED 0 EXT EVENT (87,500) SCHED
~ 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 474
2021 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
Planning & Development Services Division ~
Review & Re-Write of Business Licence
7,500
(7,500)
0
0
0
0 EXT EVENT
~
Capri-Landmark Plan Implementation
8,800
(8,800)
0
0
0
0 EXT EVENT
~
Healthy Housing Strategy Implementation Partnership & Research - Indigenizing the OCP Update
3,500
(3,500)
0
0
0
0 EXT EVENT
5,300
(5,300)
0
0
0
0 MULTIYEAR
25,100
(25,100)
0
0
0
0
~
Division Total Partnerships & Investments Division ~
City Signage Design Options
4,000
(4,000)
0
0
0
0 DESIGNOP
~
Kelowna Cultural Facilities Masterplan
5,500
(5,500)
0
0
0
0 EXT EVENT
9,500
(9,500)
0
0
0
0
Division Total Infrastructure Division ~
Safety and Operations, Investigation
4,400
(4,400)
0
0
0
0 MULTIYEAR
~
Rick Hansen Foundation Accessibility Grant - Ben Lee Park
3,200
0
0
(3,200)
0
0 EXT EVENT
7,600
(4,400)
0
(3,200)
0
0
Division Total Active Living & Culture Division ~
COVID-19 Community Response Fund
8,500
0
0
(8,500)
0
0 MULTIYEAR
~
Social Policy Framework
3,700
(3,700)
0
0
0
0 EXT EVENT
12,200
(3,700)
0
(8,500)
0
0
3,300
(3,300)
0
0
0
0 SCHED
10,000
(10,000)
0
0
0
0 MULTIYEAR
Division Total
13,300
(13,300)
0
0
0
0
Grand Total
6,896,760
(4,593,360)
0
(985,900)
(393,100)
(924,400)
Division Total Corporate & Protective Services Division ~
Centralized Training Carryover
~
City Wellness Benefits
~ 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 475
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Requests Carryover Budget Summary - Utility Funds Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
506 Emergency Response Plan Update Water 506 Poplar Point Electrical Motor Replacement 507 Drought Management Plan
50,000
(50,000)
0
0
0
0 EXT EVENT
57,000
(57,000)
0
0
0
0 EXT EVENT
34,800
(34,800)
0
0
0
0 EXT EVENT
507 Water Integration Planning
70,000
(70,000)
0
0
0
0 EXT EVENT
508 Water Master Plan Update
58,200
(58,200)
0
0
0
0 SCHED
150,000
(150,000)
0
0
0
0 EXT EVENT
509 Source Water Protection Plan
12,700
0
0
(12,700)
0
0 SCHED
509 Waterwise Landscape Material Program 504 * Kelowna Integrated Water Project
21,100
(21,100)
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 MULTIYEAR
0
0
0
0
0
0 MULTIYEAR
0
0
0
0
0
0 SCHED
0
0
0
0
0
0 MULTIYEAR
0
0
0
0
0
0 EXT EVENT
0
0
0
0
0
0 MULTIYEAR
0
0
0
0
0
0 SCHED
453,800
(441,100)
0
(12,700)
0
0
87,000
0
0
0
(87,000)
0 EXT EVENT
98,600
(98,600)
0
0
0
0 EXT EVENT
0
0
0
0
0
0 EXT EVENT
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 MULTIYEAR
185,600
(98,600)
0
0
(87,000)
Water
508 Water Shortage Management Planning
~
* Water Integration Long-Range Plan
~
* 20 Year Servicing Plan and DCC Bylaw Update ~ * Asset Management Consulting Support 488 * Kelowna Integrated Water Asset Management ~ * Area Based Water Management Plan 489 * North End Industrial Area Servicing Plan ~ * Time Series Data Extraction from SCADA 505 * SEKID Transition Team Department Total
Wastewater 510 Mechanical Equipment Replacement Trade Waste Treatment Facility 510 Burtch Sewer Condition Assessment 494 * Commonage - Odour Management Plan Update ~ * 20 Year Servicing Plan and DCC Bylaw Update ~ * Asset Management Consulting Support 489 * North End Industrial Area Servicing Plan ~ * Time Series Data Extraction from SCADA Department Total
0
Page 476
2021 FINANCIAL PLAN
CITY OF KELOWNA
Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
90,000
(90,000)
0
0
0
0 EXT EVENT
Department Total
90,000
(90,000)
0
0
0
0
Sub-Total
729,400
(629,700)
0
(12,700)
(87,000)
0
Airport 511 Airport Foam Purchase and Disposal
~ 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 477
2021 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Page Description
Amount
Reserve
Borrow
Gov/Contr
Revenue
Utility Reason
10,000
(10,000)
0
0
0
0 EXT EVENT
10,000
(10,000)
0
0
0
0
739,400
(639,700)
0
(12,700)
(87,000)
0
Airport ~
Airport - 4150 Old Vernon Road Department Total
Grand Total
~ 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 478
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
Heritage Conservation Guidelines Update
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: A review of the Heritage Conservation Area has begun later than expected due to staffing changes. A consultant has begun the work and it is expected to be concluded by the end of Q2, 2021. This project will support the final endorsement of the 2040 OCP Update.
2020 Budget:
22,200
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
1,600 20,600 Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
20,600
(20,600)
0
0
0
0
0
Division: Department:
Planning & Development Services Policy & Planning
Title:
Housing Reserve Grants
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: To encourage rental housing, the City offers developers who pursue purpose-built rental housing the opportunity to obtain grant funding as a measure to offset Development Cost Charges. This program ensures a steady and stable supply of rental housing is added to our inventory to meet multiple City objectives. A select group of projects that applied for these grants require an extension into 2021 to benefit from this program.
2020 Budget:
240,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
80,500 159,500 Vibrant neighbourhoods - Affordable & attainable housing mix options
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
159,500
(159,500)
0
0
0
0
0
Page 479
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Planning & Development Services Development Services
Title:
Development Technician Term Position - Engineering
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Development Engineering's 2-year term Development Technologist position from 2019-2020 was vacant for a portion of 2020 due to a delay in re-hiring. Carryover is requested to extend the term to June 2021.
2020 Budget:
98,770
2020 Expenditures: Carryover Requested:
47,070
Strategic Direction:
2021
51,700 People - Ability to attract, select & retain talent
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
51,700
(51,700)
0
0
0
0
0
Division: Department:
Partnerships & Investments Real Estate
Priority: 1
Title:
Heritage Preservation & Adaptive Re-Use
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to continue the ongoing work on the Heritage Preservation and Adaptive Re-Use. A number of buildings are currently in significant state of disrepair, most notably the Cameron House and the Grist Mill Properties. Staff will continue to explore adaptive re-use opportunities relating to these two sites in 2021.
2020 Budget:
46,700
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 46,700 Vibrant neighbourhoods - Key sites are proactively planned
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
46,700
(46,700)
0
0
0
0
0
Page 480
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Housing for Those With Complex Needs
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: Carryover is requested to complete the advocacy paper intended to holistically address the complex needs among the most vulnerable members of our community. Additional third-party consultant services are required with the implementation and development of concrete strategic initiatives resulting from the advocacy paper. This work is scheduled to be completed in 2021.
2020 Budget:
125,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
84,000 41,000 Social & inclusive - Policy guides where the city invests resources
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
41,000
(34,800)
0
(6,200)
0
0
0
Division: Department:
Partnerships & Investments Real Estate
Priority: 1
Title:
Provision of Shelter Services - Optimization of Physical Locations
Reason: Design Option ONE-TIME CARRYOVER
Justification: The City has been 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. Carryover is requested to continue with expenses 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. This project is anticipate to be completed in 2021.
2020 Budget:
100,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
54,500 45,500 Social & inclusive - Policy guides where the city invests resources
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
45,500
(45,500)
0
0
0
0
0
Page 481
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Community Health Centre Public Art
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: This public art piece was procured in partnership with Bentall Kennedy and Interior Health. The installation was completed in Q4 2020. Carryover is requested to conclude outstanding work on the Statutory Right of Way, signage and long-term maintenance. Upon conclusion, there is a contractual obligation to return 50% of any unspent funds back to Bentall Kennedy. Anticipated completion Q2 2021.
2020 Budget:
91,420
2020 Expenditures: Carryover Requested:
50,020
Strategic Direction:
2021
41,400 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
41,400
(20,700)
0
0
0
(20,700)
0
Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Future Buildings Planning
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to fund consultants for preparatory building studies in support of the forthcoming Buildings Masterplan to commence in 2021. Significant delay due to staff turnover in the first half of 2020 and Emergency Accommodation Planning due to COVID-19. Project is expected to be completed by Q4 of 2022.
2020 Budget:
21,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 21,000 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
21,000
(21,000)
0
0
0
0
0
Page 482
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Parks Master Plan
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Due to staff vacancies throughout the year, the start of the Parks Masterplan was delayed in 2020. Internal preparation and the scope of work for Segment 1 of the Masterplan was completed in Q4. Budget for Segment 2 was approved in the 2021 Provisional Budget, and it was determined to issue the Request for Quote (RFQ) for both segments together as it is anticipated to generate a greater interest from consultants and potentially better value for the City. Carryover is requested for Segment 1 of the Parks Masterplan with an anticipated completion of Q4 2021 with the overall Parks Masterplan completion anticipated to be completed in 2022.
2020 Budget:
100,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 100,000 Vibrant neighbourhoods - Animated parks & public spaces
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
100,000
(100,000)
0
0
0
0
0
Division: Department:
Partnerships & Investments Parks & Buildings Planning
Priority: 1
Title:
Public Art - Kelowna Art Gallery
Reason: External Event ONE-TIME CARRYOVER
Justification: Carry over is requested to honor the City's commitment to Kelowna Art Gallery for the installation of "Gold, Silver, Lead". Installation was scheduled for Q4 2020, but was delayed by the Art Gallery due to COVID travel restrictions for the artist. Installation is anticipated in Q2 2021.
2020 Budget:
20,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 20,000 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
20,000
(20,000)
0
0
0
0
0
Page 483
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Business and Entrepreneurial Development
Title:
UBC Collaboration
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Consultant availability in 2020 caused delays in the delivery of the protocol agreement on enhanced collaboration between the City of Kelowna and the University of British Columbia - Okanagan. Anticipated completion is Q1 of 2021.
2020 Budget:
14,500
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 14,500 Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
14,500
(14,500)
0
0
0
0
0
Division: Department:
Partnerships & Investments Real Estate
Priority: 1
Title:
Accessible Parking Program Review
Reason: External Event ONE-TIME CARRYOVER
Justification: A review and update to the accessible parking program and related policies, bylaws and systems began in 2020. Progress on this work was slowed due to pandemic related priorities and staff redirection to priority initiatives such as the temporary closure of Bernard Ave. Carryover of this budget will allow the project to be completed in the first half of 2021.
2020 Budget:
30,000
2020 Expenditures: Carryover Requested:
18,200
Strategic Direction:
2021
11,800 Social & inclusive - Inclusivity and diversity are increasing
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
11,800
(11,800)
0
0
0
0
0
Page 484
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Parking Strategy - Capri-Landmark Area Plan Development
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
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. An initial collection of occupancy data was complete in the fall of 2020, however the project has been slowed due to the impact of the pandemic on parking demand. Carryover of this budget will allow development of the detailed area plan to continue in 2021, once parking usage/demand patterns normalize.
2020 Budget:
38,000
2020 Expenditures: Carryover Requested:
10,800
Strategic Direction:
2021
27,200 Transportation & mobility - Investments are connecting high density areas
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
27,200
(27,200)
0
0
0
0
0
Division: Department:
Partnerships & Investments Partnerships & Investments
Priority: 1
Title:
Legacy Funds Investment Strategy
Reason: Design Option ONE-TIME CARRYOVER
Justification: This carryover is for consulting fees for the Legacy Funds Investments Strategy project that started Q4 of 2020. The project is expected to be completed in 2021.
2020 Budget:
41,900
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 41,900 Economic resiliency - City policies are enabling investment
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
41,900
(41,900)
0
0
0
0
0
Page 485
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Bylaw Update
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to complete the Kelowna Subdivision, Development & Servicing Bylaw Update project as the review process took additional time to address concerns for the complex stakeholders. While several quick-win updates were made and endorsed by Council in 2020, the larger review for staff to coordinate technical recommendations with internal and external stakeholder input was delayed. Schedule 4 of the Subdivision Development and Servicing Manual (Bylaw 7900) pertains to the design and construction standards for all new transportation infrastructure work in the city. A thorough technical review to ensure standards reflect good engineering practices that are relevant to Kelowna's growing community is ongoing. The updated schedule 4 of Bylaw 7900 specific to transportation, updated cross-section development and stakeholder engagement is anticipated to be completed late summer of 2021. 2020 Budget:
95,020
2020 Expenditures: Carryover Requested:
49,120
Strategic Direction:
2021
45,900 Community Safety - Data and analysis is used to understand problems & target responses
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
45,900
(45,900)
0
0
0
0
0
Division: Department:
Infrastructure Integrated Transportation
Title:
Preliminary Design Program
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The Transportation Master Plan delays resulted in uncertainty around priority projects, scope and options within the Preliminary Design Program. With clarity coming from the Council's endorsement of Scenario 2, work on this project proceeded in late 2020. It is expected that detailed traffic analysis, options evaluation, public engagement and preliminary designs for the Burtch Road Extension will be completed by the end of 2021.
2020 Budget:
100,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
2,500 97,500 Transportation & mobility - Investments are connecting high density areas
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
97,500
(97,500)
0
0
0
0
0
Page 486
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Reid's Corner Sidewalk & Landscaping
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: The delivery of the landscaping at Reid's Corner was handed over from the Ministry of Transportation and Infrastructure to the City of Kelowna for completion. In 2020, staff began the process of installing a landscape meadow at Reid's Corner. This type of landscape treatment requires multiple seasons for implementation and successful establishment. Due to the design selected the project was not completed in 2020 and is expected to be completed in the Fall of 2021.
2020 Budget:
69,680
2020 Expenditures: Carryover Requested:
57,080
Strategic Direction:
2021
12,600 Vibrant neighbourhoods - Accessible and multi-purpose amenities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
12,600
(9,700)
0
0
0
(2,900)
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 project to update design and construction standards in Bylaw 7900. Significant work was accomplished in 2020 with updates to Stormwater, Street Light Traffic Signals standards as well as the Approved Products List, however the stakeholder engagement required to update the Transportation section was delayed due to internal scheduling. Work on the Transportation standards is ongoing and expected to be complete by the end of 2022.
2020 Budget:
39,890
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
90 39,800 Clear direction - Services, processes & business activities are transformed
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
39,800
(39,800)
0
0
0
0
0
Page 487
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 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 work was not completed due to COVID-19 site restrictions. Work is expected to be complete in 2021.
2020 Budget:
150,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 150,000 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
150,000
0
0
0
0
(150,000)
0
Division: Department:
Infrastructure Infrastructure Engineering
Priority: 1
Title:
Kelowna Integrated Water Asset Management
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested for this project in conjunction with the water integration of South East Kelowna Irrigation. Project was delayed due to waiting for the Kelowna Integrated Water project to be substantially complete. The construction is nearing completion and the asset management work is underway. This project is expected to be complete at the end of 2021.
2020 Budget:
99,100
2020 Expenditures: Carryover Requested:
23,600
Strategic Direction:
2021
75,500 Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
75,500
0
0
0
0
0
(75,500)
Page 488
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
North End Industrial Area Servicing Plan
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested for staff to continue to undertake an area plan combining servicing of the north industrial area (Jim Bailey), Okanagan Indian Band, Lake Country, and development community. Work and discussions with Okanagan Indian Band, Lake Country and development community has been taking longer than anticipated which caused the delay in 2020. Staff continue to work on the project internally, however 2021 work will involve engagement, consultants, legal and discussions with different levels of government. The project is expected to be complete by summer 2021.
2020 Budget:
66,600
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
8,200 58,400 Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
58,400
0
0
0
0
0
(58,400)
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Survey Data Classification
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
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 was not completed in 2020 due to COVID-19 restrictions and prioritization of work away from data management with Information Services. This work will be completed in 2021.
2020 Budget:
20,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 20,000 Clear direction - Services, processes & business activities are transformed
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
20,000
(20,000)
0
0
0
0
0
Page 489
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Marketing and Promotion
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to support the ongoing delivery of Youth and Adult 50+ Transit Travel Training pilot program. In 2018 staff developed the Transit Travel Training Action Plan and in 2019 were successful in securing Healthy Communities grant funding from the Ministry of Health. Adult training originally slated to begin in June of 2019 was postponed to September due to Covid-19. Over the summer staff developed a video based training module as a resource to ensure training could continue in the fall. Training at two local secondary schools went ahead in October however most adult in person training was once again cancelled. Video-based training will continue to be promoted over the winter months and in-person training sessions have been rescheduled for March 2021. 2020 Budget:
25,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
8,600 16,400 Transportation & mobility - People of all ages & abilities can easily get around
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
16,400
(10,000)
0
(6,400)
0
0
0
Division: Department:
Civic Operations Civic Operations
Priority: 1
Title:
Facility Condition Assessments
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to continue updating the Facility Condition Assessment inventory for major civic facilities. This work was interrupted in 2020 due to COVID-19. The bulk of the work is completed by Consultants and with travel restrictions the work was temporarily paused.
2020 Budget:
148,500
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
97,700 50,800 Economic resiliency - City policies are enabling investment
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
50,800
(50,800)
0
0
0
0
0
Page 490
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
Kelowna Memorial Cemetery - Business Review
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The Kelowna Memorial Park Cemetery business review was delayed in 2020 due to the operational challenges resulting from the COVID-19 pandemic. The delayed start was due to ensuring necessary staff and resources, including the contractor, were available and able to work remotely. Carryover is requested to complete the evaluation of the current business model, review progress since the 2015 Cemetery Master Plan and make recommendations for the future. Completion of plan is expected by in early 2021.
2020 Budget:
50,000
2020 Expenditures: Carryover Requested:
14,000
Strategic Direction:
2021
36,000 Financial management - Non-tax revenues are increasing
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
36,000
(36,000)
0
0
0
0
0
Division: Department:
Civic Operations Civic Operations
Priority: 1
Title:
Edith Gay Park Sewer Connection
Reason: External Event ONE-TIME CARRYOVER
Justification: Contractor availability has been limited to be able to complete the trenchless sewer installation at Edith Gay Park. As part of the work, Moyer Road will require a large excavation for the receiving pit and connection to the manhole requiring a pavement patch, as well as, restoring turf immediately following the work. To ensure the quality and cost effectiveness for the project, work will commence in the Spring to ensure contractor availability and optimal weather for pavement patching.
2020 Budget:
38,500
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 38,500 Vibrant neighbourhoods - Accessible and multi-purpose amenities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
38,500
(38,500)
0
0
0
0
0
Page 491
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Civic Operations
Title:
CRI Firesmart Community Funding
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: A carryover is required as the completion of policy and procedure updates to the Wildfire Development Permit process and related guidelines is complex due to multiple departmental input. The work has also required coordination with ongoing Official Community Plan 2040 development which is now in final stages. Work is anticipated to be completed by Spring 2021.
2020 Budget:
248,620
2020 Expenditures: Carryover Requested:
222,320
Strategic Direction:
2021
26,300 Vibrant neighbourhoods - Animated parks & public spaces
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
26,300
0
0
(26,300)
0
0
0
Division: Department:
Civic Operations Utility Services
Title:
Biofilter Cover
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: This work was not completed due to internal resource and staffing issues. The project has been re-assigned and will be in progress early in 2021. This is expected to be constructed in Q3 of 2021.
2020 Budget:
50,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
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 492
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Landfill and Nuisance SCADA
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Supervisory Control and Data Acquisition (SCADA) upgrades to the landfill nuisance monitoring system were delayed in 2020 due to staffing levels. Staff are now in place to continue this project to have monitoring equipment installed and operational in Q4 of 2021.
2020 Budget:
100,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
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: Scheduling Demands ONE-TIME CARRYOVER
Justification: Due to staffing levels and the COVID-19 pandemic, work to study impacts of the 2018 flood release from the Landfill to Roberts Lake was not undertaken in 2020. This will be coordinated with Infrastructure Planning for 2021 work and completed by Q4.
2020 Budget:
37,400
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 37,400 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
37,400
(37,400)
0
0
0
0
0
Page 493
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Commonage - Odour Management Plan Update
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The Commonage odour monitoring system's hardware and software was set to be upgraded in 2020, but was delayed due to the system manufacturer no longer supporting the hardware so a full replacement was required. The new system is to be installed in the Spring of 2021. The new system operates and outputs data differently which will affect the regulatory reporting thresholds. The new system will require calibration once the installation is complete to match the reporting thresholds. The required updated Odour Management Plan was submitted to the Ministry of Environment in 2020, however due to the new system being installed further revisions will be necessary to account for upcoming changes to the odour monitoring system which is a permit requirement. Project completion is expected in May 2021. 2020 Budget:
50,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 50,000 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
50,000
0
0
0
0
(16,700)
(33,300)
Division: Department:
Civic Operations Civic Operations
Title:
Contract Services - Fleet
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The Fleet Services Internal Equipment Rate Model Review was delayed in 2020 due to the capacity of internal project teams. A project agreement has been approved and preliminary meetings commenced late 2020. The project is expected to be completed in 2022.
2020 Budget:
44,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 44,000 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
44,000
(44,000)
0
0
0
0
0
Page 494
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Odour Remediation - Cerise Drive
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: All investigative works and initial mitigative measures have been completed. The City has installed hydrogen sulfide (H2S) monitors in the area and the carryover request allows for continued monitoring of H2S levels to ensure the measures implemented were successful and to look for any seasonal impacts. With the design selection, H2S monitoring is required and is expected to continue until late Spring 2021. Any additional H2S mitigation measures required (if needed) would be delivered Summer 2021.
2020 Budget:
30,900
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 30,900 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
30,900
(30,900)
0
0
0
0
0
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.
2020 Budget:
514,623
2020 Expenditures: Carryover Requested:
414,323
Strategic Direction:
2021
100,300 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
100,300
(100,300)
0
0
0
0
0
Page 495
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Active Living & Culture Cultural Services
Title:
Creative Hub Feasibility Study
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested for a feasibility study regarding a Creative Hub in the community amenity space at 350 Doyle Ave. The study was approved by Council November 4, 2019 with a completion date in 2020 but was delayed due to COVID-19. This was funded 50% by a grant from Canadian Heritage in 2020 and required the City of Kelowna to match the funding. The anticipated completion date is June 2021.
2020 Budget:
70,670
2020 Expenditures: Carryover Requested:
26,470
Strategic Direction:
2021
44,200 Vibrant neighbourhoods - Key sites are proactively planned
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
44,200
(36,500)
0
(7,700)
0
0
0
Division: Department:
Active Living & Culture Cultural Services
Title:
Cultural Plan Implementation
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: COVID-19 impacted the ability to action projects and while good traction was made in late 2020, projects started were not completed by the end of the year. Carryover is requested to complete these projects. Program is expected to be caught up in 2021 and all funds fully expended including carryover.
2020 Budget:
13,580
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
280 13,300 Vibrant neighbourhoods - Animated parks & public spaces
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
13,300
(13,300)
0
0
0
0
0
Page 496
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Active Living & Culture Cultural Services
Title:
Theatre Consultation
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested for consulting fees to assess and improve Kelowna Community Theatre's programming model. Last year Council supported a Value for Money audit of the theatre. This was delayed due to COVID-19. The remaining work required is part of phase III identified in this audit. Remaining consulting is expected to be completed near end of March, 2021.
2020 Budget:
33,360
2020 Expenditures: Carryover Requested:
17,460
Strategic Direction:
2021
15,900 Vibrant neighbourhoods - Key sites are proactively planned
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
15,900
(15,900)
0
0
0
0
0
Division: Department:
Active Living & Culture Active Living & Culture
Title:
Community Shelter Plan
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Consultant work on stakeholder engagement and development of the Community Shelter Plan was delayed due to COVID-19 impacts. Carryover is requested with anticipated completion Q2 2021.
2020 Budget:
16,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 16,000 Social & inclusive - Homelessness is decreasing
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
16,000
(16,000)
0
0
0
0
0
Page 497
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details 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.
2020 Budget:
262,259
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
1,859 260,400 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
260,400
(260,400)
0
0
0
0
0
Division: Department:
Corporate & Protective Services Risk Management
Title:
Consulting, Insurance Valuations
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Insurance valuation is an ongoing program to apprise buildings on a priority & rotating basis to ensure accuracy of insured values. It allows accuracy of values to be maintained in a dynamic construction environment and as we procure new assets. The risk of inaccurate values could result in underinsurance at the time of a loss. 2020 valuation work was put on hold as inspections were not able to be completed due to travel restrictions. Catch up of the 2020 work missed will need to be competed in 2021 along with regularly planned appraisals.
2020 Budget:
10,500
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 10,500 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
10,500
(10,500)
0
0
0
0
0
Page 498
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Corporate & Protective Services Risk Management
Title:
Lived Experience Peer Employment
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to complete the development of the social enterprise business component of this initiative and provide training to the operating staff. The project was paused in 2020 due to COVID-19. This project will be completed in 2021.
2020 Budget:
37,870
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
5,870 32,000 Social & inclusive - Inclusivity and diversity are increasing
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
32,000
(32,000)
0
0
0
0
0
Division: Department:
Corporate & Protective Services Corporate HR Services
Priority: 1
Title:
Risk Assessment & Safe Work Procedures Development
Reason: External Event ONE-TIME CARRYOVER
Justification: Good progress has been made with multiple departments in the development, update and review of safety documentation in 2020. Due to COVID-19 work planned at the beginning of 2020 was deferred. A full year to work on the project in 2021 should result in project completion at the end of 2021.
2020 Budget:
29,330
2020 Expenditures: Carryover Requested:
13,030
Strategic Direction:
2021
16,300 Community Safety - Data and analysis is used to understand problems & target responses
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
16,300
(16,300)
0
0
0
0
0
Page 499
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Community Safety Plan
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover requested for this initiative as it was delayed due to COVID-19 and the call of the Provincial Election in Fall 2020. Work is expected to be completed in 2021.
2020 Budget:
44,690
2020 Expenditures: Carryover Requested:
11,090
Strategic Direction:
2021
33,600 Social & inclusive - Policy guides where the city invests resources
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
33,600
(33,600)
0
0
0
0
0
Division: Department:
Corporate & Protective Services Fire Department
Priority: 1
Title:
Volunteer Firefighters - Paid on Call Grant
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested for the Firefighter Volunteer - Paid on Call Grant for training. Due to the impacts of the change in Provincial First Responders programs, resignation of members and restrictions caused by COVID-19, recruitment, retention and training did not move forward as planned in 2020. Additional hiring and training is expected to occur in 2021/22.
2020 Budget:
151,854
2020 Expenditures: 2020 Budget Not Required: Carryover Requested: Strategic Direction:
2021
80,154 21,700 50,000 Community Safety - Residents feel safe
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
50,000
(50,000)
0
0
0
0
0
Page 500
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Corporate Strategic Services Corporate Strategic Services
Title:
Corporate Vision and Culture
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to continue the launch of the corporate Vision and Values program. This work is identified as a corporate priority for 2019 - 2022 as "Organizational values prepare us for the future." The work was started but the rollout was delayed due to the COVID-19 pandemic. All launch activities were completed - the sustaining phase moved into 2021 and will be completed by the end of 2021.
2020 Budget:
75,160
2020 Expenditures: Carryover Requested:
57,860
Strategic Direction:
2021
17,300 Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
17,300
(17,300)
0
0
0
0
0
Division: Department:
Financial Services Financial Services
Title:
Value for Money Engagement
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Value for money audits help support safeguarding assets and align with Council priorities for strong financial management. Selecting a project for 2020's value for money engagement was delayed due to COVID-19. Once the project was selected, additional time was required to receive and evaluate proposals. Information gathering started in late 2020; this engagement is expected to be completed in February 2021.
2020 Budget:
26,300
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 26,300 Financial management - Cost to deliver services is quantified
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
26,300
(26,300)
0
0
0
0
0
Page 501
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Financial Services Financial Planning
Title:
Financial Planning System and Process Review
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to continue the review to replace the current excel and legacy based budget system with a robust financial planning software product. This project was delayed until the Corporate Financial Planning manager position was filled in the Fall of 2020. This phase of the project is expected to be completed in Summer of 2021.
2020 Budget:
60,000
2020 Expenditures: Carryover Requested:
34,900
Strategic Direction:
2021
25,100 Clear direction - Services, processes & business activities are transformed
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
25,100
(25,100)
0
0
0
0
0
Division: Department:
Financial Services Purchasing
Priority: 1
Title:
ERP Development - Consulting for Payroll Archiving
Reason: External Event 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. COVID-19 redirected resources in 2020 and work will resume mid 2021 with completion by the end of 2021.
2020 Budget:
25,660
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 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 502
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Financial Services Purchasing
Title:
Payroll System Improvements
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The project to improve payroll configurations was delayed due to COVID-19 and resourcing being redirected to essential service levels. This project will begin with a new consultant in Q2 of 2021 with completion targeted by year end.
2020 Budget:
92,080
2020 Expenditures: Carryover Requested:
23,680
Strategic Direction:
2021
68,400 Financial management - Lower value activities are improved or stopped
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
68,400
(68,400)
0
0
0
0
0
Division: Department:
Financial Services Purchasing
Priority: 1
Title:
Enhancement of Corporate Purchasing Card Program
Reason: External Event ONE-TIME CARRYOVER
Justification: This project began early 2020 but quickly lost momentum when COVID-19 refocused project resources to essential services only. The project is expected to commence in mid 2021 with completion expected prior to year end.
2020 Budget:
55,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
2,100 52,900 Financial management - Lower value activities are improved or stopped
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
52,900
(52,900)
0
0
0
0
0
Page 503
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Financial Services Purchasing
Title:
Kelowna Integrated Water Project
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested for this multi-year project for consulting and other necessary work related to the Kelowna Integrated Water project. Given the size and complexity of the system and the short timeline for construction (driven by the grant deadlines), operational issues were anticipated during the 2020 transition year. However, the specific nature of the issues and the extent were unknown. A higher than anticipated demand has been realized, and the remaining project components must be finalized. Work will be complete at the end of June 2021. The integration team consists of Purchasing, Finance, Water utility, Infrastructure and Communications.
2020 Budget:
255,551
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
24,551 231,000 Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
462,000
(231,000)
0
0
0
0
(231,000)
Division: Department:
Financial Services Purchasing
Priority: 1
Title:
Unit 4 Business World Approval Workflow
Reason: External Event ONE-TIME CARRYOVER
Justification: This project is about 80% complete and will take more time to fully implement. Resourcing challenges for this project and COVID19 impacts slowed progress of the project. Completion is expected by Q3 of 2021.
2020 Budget:
68,910
2020 Expenditures: Carryover Requested:
12,410
Strategic Direction:
2021
56,500 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
56,500
(56,500)
0
0
0
0
0
Page 504
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Financial Services Controller
Title:
SEKID Transition Team
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested for this multi-year project for consulting and other necessary work related to the South East Kelowna Irrigation District (SEKID) Transition Team project. Given the size and complexity of the system and the short timeline for construction (driven by the grant deadlines), operational issues were anticipated during the 2020 transition year. However, the specific nature of the issues and the extent were unknown. A higher than anticipated demand has been realized, and the remaining project components must be finalized. Work will be complete at the end of June 2021. The Transition Team carryover includes: Financial Services, Legislative Services, and Human Resources.
2020 Budget:
221,760
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
6,560 215,200 Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
430,400
(215,200)
0
0
0
0
(215,200)
Page 505
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Emergency Response Plan Update - Water
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to commence the emergency response plan update for water operations in 2021. The project was delayed in 2020 due to COVID-19 regulations preventing staff planning sessions as well as higher priority projects restricting staff time. Anticipated completion of the plan update is Q4 of 2021.
2020 Budget:
50,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
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 Electrical Motor Replacement
Reason: External Event ONE-TIME CARRYOVER
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 replacement 500 horsepower electrical motor is required. Carryover is requested due to internal delays with staff priorities, both capital and operating as well, supplier interruptions due to COVID. Estimate for Q2 2021 completion.
2020 Budget:
57,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 57,000 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
57,000
(57,000)
0
0
0
0
0
Page 506
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Drought Management Plan
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The initial assessment of work for the drought management plan was completed the summer of 2019, with recommendations for the plan to be expanded as a Water Shortage Management Plan to include drought, operational shut-downs and irrigation decision protocols. Work was initiated in early 2020, however interactions with Water Operations Staff became restricted due to COVID-19 protocols. Carryover is requested to complete the project with an anticipated completion late 2022. The plan will require Council participation and endorsement in 2021 and 2022.
2020 Budget:
34,800
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 34,800 Environmental protection - Emergency response & preparation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
34,800
(34,800)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Title:
Water Integration Planning
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: This budget will be used in conjunction with the Kelowna Water Integration Plan budget to complete a number of water capital planning initiatives leading to a Water Integration Plan that works across the community. 2020 work got delayed due to COVID-19 and completion of other plans. This budget will be used to look at modifications to the Water Quality Enhancement Fund and associated bylaw to build reserves to achieve the long term budget needs. The work will be completed by end of 2021.
2020 Budget:
85,620
2020 Expenditures: Carryover Requested:
15,620
Strategic Direction:
2021
70,000 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
70,000
(70,000)
0
0
0
0
0
Page 507
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Infrastructure Infrastructure Engineering
Title:
Water Master Plan Update
Priority: 1
Reason: Scheduling Demands 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 funding needs of the agricultural system, including the 12 new dams acquired as part of the South East Kelowna Integration District (SEKID) integration. The work was not completed in 2020 due to COVID-19 delays and the re-evaluation of both the 2020 budget and 10 Year Capital plan. The Water Master Plan updates will be coordinated with the Kelowna Water Integration Plan and the Area Based Water Management Plan. It is anticipated that this project will be complete by end of 2021.
2020 Budget:
58,200
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 58,200 Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
58,200
(58,200)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure Engineering
Priority: 1
Title:
Water Shortage Management Planning
Reason: External Event ONE-TIME CARRYOVER
Justification: 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 work was initiated in spring 2020, but COVID-19 restrictions deferred Utility Services participation until 2021. The plan will provide risk analysis and aid with setting development limits in the agricultural zones. Plans are scheduled for completion in 2021.
2020 Budget:
150,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 150,000 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
150,000
(150,000)
0
0
0
0
0
Page 508
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Source Water Protection Plan
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to continue implementing initiatives that were outlined in the environmental consultant plan. Project completion was delayed due to timing and scheduling of the remaining work as it requires a coordinated effort between multiple departments and external agencies. The project is expected to be complete in 2021.
2020 Budget:
12,700
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 12,700 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
12,700
0
0
(12,700)
0
0
0
Division: Department:
Civic Operations Utility Services
Priority: 1
Title:
Waterwise Landscape Material Program
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Delay in the completion of this project was due to a longer than anticipated program roll-out from rebate promotion, collection and vetting of applications, hiring of contractors by residents, completion of landscape projects, and finalized with an on-site assessment by a City representative. Final assessments are expected to be completed in 2021.
2020 Budget:
30,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
8,900 21,100 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
21,100
(21,100)
0
0
0
0
0
Page 509
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Civic Operations Utility Services
Title:
Mechanical Equipment Replacement - Trade Waste Treatment Facility
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Due to COVID-19 restrictions, this project was not started in 2020. Plans are underway to purchase and install a new power transformer and aerator propeller. Anticipated completion is Fall of 2021.
2020 Budget:
87,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 87,000 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
87,000
0
0
0
0
(87,000)
0
Division: Department:
Infrastructure Infrastructure Engineering
Priority: 1
Title:
Burtch Sewer Condition Assessment
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to complete the condition assessment on the Burtch Road concrete transmission main. Work was deferred due to COVID-19 restrictions on contractor site work. A suitable contractor will be selected, and work will be initiated with an anticipated completion of late 2021.
2020 Budget:
100,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
1,400 98,600 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
98,600
(98,600)
0
0
0
0
0
Page 510
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
City Manager Airport
Title:
Airport Foam Purchase and Disposal
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The Airport is transitioning to a fire extinguishing foam that meets new environmental standards while still meeting the International Civil Aviation Organization (ICAO) requirements. The purchase was not completed in 2020 due to delayed information on foam choices from the supplier. Carryover is requested to allow for the purchase of the new foam and disposal of the old foam by September 30, 2021.
2020 Budget:
90,000
2020 Expenditures: Carryover Requested: Strategic Direction:
2021
0 90,000 Environmental protection - Emergency response & preparation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
90,000
(90,000)
0
0
0
0
0
Page 511
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 512
Capital Budget
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 514
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Carryover Budget Summary - General Fund Page Type
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Utility Reason
61,900
(61,900)
0
0
0
0 MULTIYEAR
11,200
(11,200)
0
0
0
0 SCHED
208,300
(208,300)
0
0
0
0 DESIGNOPT
13,900
(13,900)
0
0
0
0 MULTIYEAR
58,800
(58,800)
0
0
0
0 MULTIYEAR
354,100
(354,100)
0
0
0
0
135,000
(135,000)
0
0
0
0 EXT EVENT
112,600
(112,600)
0
0
0
0 DESIGNOPT
137,100
(137,100)
0
0
0
0 EXT EVENT
166,500
(166,500)
0
0
0
0 MULTIYEAR
551,200
(551,200)
0
0
0
0
89,200
(89,200)
0
0
0
0 EXT EVENT
L4 - Strategic Land Redevelopment
89,200
(89,200)
0
0
0
0
Cost Center Totals
994,500
(994,500)
0
0
0
0
382,200 14,400
(382,200) (14,400)
0 0
0 0
0 0
0 EXT EVENT 0 EXT EVENT
Real Estate and Parking Capital ~
New
Property Acquisition - Brookside and Pasnak 525 Renew Property Acquisition - Dickson Ave 1514 525 Renew Property Acquisition 1475 Ellis Street ~ New Property Acquisition of 1345 St. Paul Street ~ New Property Acquisition of 1951 Cross Road L1 - General Land 526 Growth Electric Vehicle Charging Stations -
Parkades & Lots 526 New Library and Chapman Parkades Accessible Door Openers 527 Renew Library and Chapman Parkades LED Lighting Retrofit ~ Renew Parking Equipment and Facilities L3 - Parking Infrastructure 527 New
Property Acquisition - 380 Harvey Avenue
Building Capital 528 Renew H2O Boiler Replacement 528 Growth Mission Recreation Park Softball
Quadplex Viewing Deck Expansion Mission Recreation Park, Capital News Centre - Expansion ~ Renew Parkinson Recreation Centre 529 New Rutland Centennial Park, Washroom
230,000
(230,000)
0
0
0
0 SCHED
23,400 542,000
(23,400) (542,000)
0 0
0 0
0 0
0 MULTIYEAR 0 EXT EVENT
B1 - Parks and Recreation Buildings
1,192,000
(1,192,000)
0
0
0
0
33,000 483,500
(33,000) (483,500)
0 0
0 0
0 0
0 MULTIYEAR 0 SCHED
16,200
(16,200)
0
0
0
0 EXT EVENT
532,700
(532,700)
0
0
0
0
221,000 73,300 804,600
(221,000) (73,300) (804,600)
0 0 0
0 0 0
0 0 0
0 MULTIYEAR 0 DESIGNOPT 0 EXT EVENT
1,098,900
(1,098,900)
0
0
0
0
150,000
(75,000)
0
0
0
(75,000) SCHED
529 New
~
New
Art Walk Extension
530 Renew Kelowna Library, Chiller -
Replacement 530 Renew Theatre Sound System, Hearing
Loop, Dance Floor, Stage Risers B2 - Community and Cultural Buildings ~
Renew City Hall Improvements
531 Renew Police Services Building - Public Art 531 Renew Water St Firehall #2 - Repairs
B3 - Civic/Protective Service Buildings 532 Renew City Yards Office - Renovation
Page 515
2021 FINANCIAL PLAN Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Planning Water Support Facilities - Yards Location
210,900
0
0
0
0
(210,900) EXT EVENT
B4 - Transportation and Public Works
360,900
(75,000)
0
0
0
(285,900)
116,900
(116,900)
0
0
0
0 SCHED
45,300 67,100
(45,300) (67,100)
0 0
0 0
0 0
0 EXT EVENT 0 EXT EVENT
44,400
(44,400)
0
0
0
0 EXT EVENT
299,600
(299,600)
0
0
0
0 DESIGNOPT
B7 - Renewal, Rehabilitation & Infra.
573,300
(573,300)
0
0
0
0
Cost Center Totals
3,757,800
(3,471,900)
0
0
0
(285,900)
2,756,600
(2,756,600)
0
0
0
0 MULTIYEAR
2,756,600
(2,756,600)
0
0
0
0
226,100
(226,100)
0
0
0
0 EXT EVENT
P3 - Neighbourhood Park Development
226,100
(226,100)
0
0
0
0
Renew Pandosy Waterfront Park, DCC Citywide Park Development Phase 1 ~ New Ponds Community Park, Sports Field Construction - DCC Park Development 536 New Rutland Centennial Park - DCC Park Development
4,337,100
(4,337,100)
0
0
0
0 MULTIYEAR
776,700
(776,700)
0
0
0
0 MULTIYEAR
1,086,600
(1,086,600)
0
0
0
0 EXT EVENT
P4 - Community Park Development
6,200,400
(6,200,400)
0
0
0
0
1,414,400
(1,414,400)
0
0
0
0 MULTIYEAR
1,414,400
(1,414,400)
0
0
0
0
2,002,800
(2,002,800)
0
0
0
0 MULTIYEAR
3,997,000
(1,067,000)
0 (2,930,000)
0
0 WAITGRAN
13,100 393,300
(13,100) (139,270)
0 0 0 (254,030)
0 0
0 EXT EVENT 0 EXT EVENT
6,406,200
(3,222,170)
0 (3,184,030)
0
0
373,200
(373,200)
0
0
0
0 MULTIYEAR
117,100
(117,100)
0
0
0
0 DESIGNOPT
594,400
(594,400)
0
0
0
0 MULTIYEAR
1,084,700
(1,084,700)
0
0
0
0
138,300
(138,300)
0
0
0
0 MULTIYEAR
138,300
(138,300)
0
0
0
0
532 New
533 Renew Building Systems Automation &
Performance Optimization Kelowna Family Y Renewal Memorial Arena Chiller and Dehumidifier Replacement Municipal Buildings Roofing Renewal Yards Chemical Storage
533 Renew 534 Renew 534 Renew 535 Renew
Utility Reason
Parks Capital ~
Growth Parkland Acquisition P1 - DCC Parkland Acquisition
535 Growth Rowcliffe Park - DCC Park
Development
~
~
Growth Glenmore Recreation Park, Phase 3 P5 - Recreation Park Development
~
New
City Park Promenade Design and Construction - Phase 2 536 Renew City Park, Phase 2 - Design & Construction 537 Growth Sarson's Beach Park - Expansion 537 Renew Strathcona Park P6 - City-wide Park Development ~
Growth Gopher Creek Linear Park - DCC Park Development 538 Renew Knox Mountain Park, Paul´s Tomb Trail ~ Renew Shoreline Restoration - Flood Damage P7 - Linear/Natural Area Park Development ~
Renew Irrigation Infrastructure Renewal P8 - Renewal, Rehabilitation & Infra
Page 516
2021 FINANCIAL PLAN Page Type
CITY OF KELOWNA
Description
538 New
Boyce-Gyro Park Public Art 539 Renew Kelowna Memorial Cemetery Improvements P9 - Capital Opportunities Partnership Cost Center Totals
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
117,800 280,200
(117,800) (280,200)
0 0
0 0
0 0
0 DESIGNOPT 0 EXT EVENT
398,000
(398,000)
0
0
0
0
0 (3,184,030)
0
0
0 0
0 0
0 MULTIYEAR 0 EXT EVENT
18,624,700 (15,440,670)
Utility Reason
Transportation Capital ~
Growth Clement 1 DCC (St.Paul - Graham)
539 Growth Gordon 1 DCC (Frost - South
353,700 1,842,900
(353,700) 0 (555,000) (1,287,900)
Perimeter), Road 540 Growth Hollywood 7 DCC (Sexsmith ~
Growth
~
Growth
~
Growth
540 Growth
Appaloosa) Improvements Lakeshore 1 DCC (DeHart - Vintage Terrace), Road Lakeshore 1 DCC Bridge at Bellevue Creek McCulloch Area DCC (KLO/Hall/Spiers) South Perimeter 1 DCC (Gordon Dr Stewart 1), Road
1,776,400
(1,776,400)
0
0
0
0 EXT EVENT
311,700
(311,700)
0
0
0
0 MULTIYEAR
812,500
(812,500)
0
0
0
0 MULTIYEAR
500,500
(500,500)
0
0
0
0 MULTIYEAR
(1,885,900) (5,870,700)
0
0
0 EXT EVENT
0
0
0
7,756,600
T1 - DCC Roads
13,354,300
(6,195,700)
Growth Casorso 3 DCC (KLO Rd - Barrera Rd), ATC Growth Casorso 4 DCC (Raymer - KLO), ATC New Dilworth DCC Active Transportation Corridor Growth Ethel 3C DCC (Rose - Raymer), ATC Growth Ethel 5 DCC (Springfield-Rose), ATC Renew Houghton 1 DCC (Nickel - Rails with Trails), ATC Renew Houghton 2 DCC (Hollywood Rd Rutland Rd), ATC Growth Lakeshore 1 DCC (DeHart - Vintage Terrace) , ATC Growth Sutherland 1 DCC (Gordon - Burtch), ATC Growth Sutherland 2 DCC (Lake - Gordon), ATC
121,200
(121,200)
0
0
0
0 MULTIYEAR
21,200 131,600
(21,200) (131,600)
0 0
0 0
0 0
0 MULTIYEAR 0 SCHED
2,228,700 468,500 101,200
(1,816,200) (468,500) (101,200)
0 (412,500) 0 0 0 0
0 0 0
0 MULTIYEAR 0 SCHED 0 EXT EVENT
43,300
(43,300)
0
0
0
0 MULTIYEAR
188,300
(188,300)
0
0
0
0 MULTIYEAR
571,500
(571,500)
0
0
0
0 EXT EVENT
1,068,600
(1,068,600)
0
0
0
0 SCHED
4,944,100
(4,531,600)
0 (412,500)
0
0
543 Growth Burtch & Harvey Intersection
199,900
(49,900)
0
0
(50,000)
0 SCHED
Improvements 544 Renew City of Kelowna Highway Signage 544 Renew Deferred Revenue Projects
99,800 614,600
0 (136,600)
0 0
(99,800) 0
0 (478,000)
0 SCHED 0 SCHED
914,300
(186,500)
0
(99,800)
(528,000)
43,200 272,100
(43,200) (272,100)
0 0
0 0
0 0
0 MULTIYEAR 0 MULTIYEAR
311,100 193,900 932,200 47,400 95,400
(311,100) (193,900) (932,200) (47,400) (95,400)
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
~ ~ 541 ~ 541 542 ~ ~ 542 543
T2 - DCC Roads - Active Transportation
T3 - Non-DCC Roads ~
Renew Bridge Rehabilitation Renew KLO Rd Mission Creek Bridge Replacement 545 Renew Roads Resurfacing 545 Renew Street Light Renewal ~
~
Renew Street Light Renewal-LED Retrofit
546 Renew Transit - Equipment Renewal 546 New
Urban Centre Improvements
(7,158,600)
(100,000)
EXT EVENT SCHED MULTIYEAR SCHED SCHED
Page 517
2021 FINANCIAL PLAN Page Type
CITY OF KELOWNA Amount
Reserve
Borrow
Fed/Prov
Dev/Com
T4 - Transportation System Renewal
1,895,300
(1,895,300)
0
0
0
0
Renew Abbott (Rose Ave - Cedar Ave) Protected Bike Lane Project Renew Active Transportation Corridor Growth Central Green - Hwy 97 Right Turn Lane to Pandosy Growth Clement & Gordon Intersection Improvements Renew Okanagan Rail Trail New Okanagan Rail Trail - Connection to Waterfront Park Pathway Renew UBCO-University South PedestrianCycling Bridge
46,600
(46,600)
0
0
0
0 MULTIYEAR
377,600 147,200
(377,600) (147,200)
0 0
0 0
0 0
0 EXT EVENT 0 DESIGNOPT
120,000
(120,000)
0
0
0
0 EXT EVENT
168,000 10,100
(16,400) (10,100)
0 (151,600) 0 0
0 0
0 EXT EVENT 0 DESIGNOPT
62,400
(62,400)
0
0
0
0 EXT EVENT
T5 - Bicycle Network
931,900
(780,300)
0 (151,600)
0
0
550 Growth Central Green - Pedestrian Overpass
276,200 137,700
(276,200) (137,700)
0 0
0 0
0 0
0 EXT EVENT 0 SCHED
T6 - Sidewalk Network
413,900
(413,900)
0
0
0
0
Crosswalk Safety - Signals and Flashers 551 Renew Pedestrian and Road Safety Projects 552 New Traffic Calming 552 Growth Traffic Signal - Spall at Springfield
69,900
(69,900)
0
0
0
0 SCHED
119,100 30,400 127,600
(119,100) (30,400) (127,600)
0 0 0
0 0 0
0 0 0
0 SCHED 0 EXT EVENT 0 DESIGNOPT
T7 - Safety and Operational Improvements
347,000
(347,000)
0
0
0
0
123,500
(123,500)
0
0
0
0 SCHED
123,500
(123,500)
0
0
0
0
118,400
(118,400)
0
0
0
0 SCHED
118,400
(118,400)
0
0
0
0
23,042,700 (14,592,200) (7,158,600) (663,900)
(528,000)
0
~ 547 547 548 548 549 549
550 New
Description
Sidewalk Network Expansion
551 New
553 New
Traffic Signals and Roundabouts T8 - Traffic Control Infrastructure
553 New
Transit - New Equipment T9 - Transit Facilities Cost Center Totals
Utility Reason
Solid Waste Capital 554 Growth General Site Works and
96,650
(96,650)
0
0
0
0 EXT EVENT
1,029,700
(1,029,700)
0
0
0
0 EXT EVENT
42,200
(42,200)
0
0
0
0 DESIGNOPT
1,168,550
(1,168,550)
0
0
0
0
207,300
(207,300)
0
0
0
0 EXT EVENT
SW3 - Gas Management
207,300
(207,300)
0
0
0
0
Compost Facility, Biosolids Leachate Containment
199,800
0
0
0
(97,350)
(102,450) MULTIYEAR
SW4 - Leachate Management
199,800
0
0
0
(97,350)
(102,450)
556 Renew Drainage & Groundwater
50,000
(50,000)
0
0
0
0 SCHED
Management 556 Renew Landfill Drainage & Groundwater Management
44,200
(44,200)
0
0
0
0 SCHED
Investigations 554 New Landfill Liner Design and Construction 555 Growth Mechanic Shop SW2 - Site Improvement 555 Renew Leachate and Landfill Gas Header
~
New
Page 518
2021 FINANCIAL PLAN Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
94,200
(94,200)
0
0
0
75,000
0
0
0
(25,000)
441,400 100,000
0 0
0 0
0 0
(148,600) (33,300)
(292,800) MULTIYEAR (66,700) SCHED
616,400
0
0
0
(206,900)
(409,200)
232,700
(232,700)
0
0
0
0 MULTIYEAR
SW7 - Landfill Area Development
232,700
(232,700)
0
0
0
0
Cost Center Totals
2,518,950
(1,702,750)
0
0
(304,250)
(511,950)
580,200
(580,200)
0
0
0
0 MULTIYEAR
2,754,700 908,200
(1,844,700) (544,900)
0 (910,000) 0 (363,300)
0 0
0 MULTIYEAR 0 MULTIYEAR
D1 - Hydraulic Upgrading Program
4,243,100
(2,969,800)
0 (1,273,300)
0
0
Chichester Pond - Sediment Forebay Containment Devices
151,700 193,800
(151,700) (193,800)
0 0
0 0
0 0
0 EXT EVENT 0 SCHED
D2 - Storm Drainage Quality Program
345,500
(345,500)
0
0
0
0
65,700 165,500 88,000
(65,700) (165,500) (88,000)
0 0 0
0 0 0
0 0 0
0 DESIGNOPT 0 EXT EVENT 0 DESIGNOPT
D3 - Storm Water Renewal
319,200
(319,200)
0
0
0
0
Cost Center Totals
4,907,800
(3,634,500)
0 (1,273,300)
0
0
20,500
(20,500)
0
0
0
0 MULTIYEAR
I1 - Front Office Equipment
20,500
(20,500)
0
0
0
0
560 Renew Server and Data Storage Equipment
170,500
(170,500)
0
0
0
0 EXT EVENT
I2 - Server & Data Storage
170,500
(170,500)
0
0
0
0
533,800 41,300
(315,290) (41,300)
0 0
0 0
0 0
(218,510) MULTIYEAR 0 EXT EVENT
545,600
(288,220)
0
0
0
(257,380) MULTIYEAR
1,407,900
(1,407,900)
0
0
0
0 MULTIYEAR
186,500
(186,500)
0
0
0
0 EXT EVENT
832,200
(832,200)
0
0
0
0 MULTIYEAR
3,547,300
(3,071,410)
0
0
0
69,900
(69,900)
0
0
0
SW5 - Drainage & Groundwater Management 557 New
Commonage - Exterior Biosolids Tipping Bay ~ Growth Commonage - Pavement Repairs 557 New Commonage - Pond Pump Kiosk SW6 - Recycling & Waste Management ~
New
Road Construction
Utility Reason 0 (50,000) SCHED
Storm Drainage Capital ~ ~ ~
Renew Knox Mountain Geotechnical Engineering New Mill Creek Flood Protection New Mill Creek Storage
558 New 558 New
559 New
Adams Rd Drainage Improvement 559 Renew Jean Road Drainage Improvements 560 New Smith Outfall Vault Power Supply
Information Services Capital ~
~
Renew Council Video Conferencing System/Audio Upgrades
Renew Asset Management System
561 Renew Class Registration Software
Replacement Renew Integrated Utility Billing and Property Tax System Software ~ Renew Major Systems Projects – Planning and Permitting 561 Renew Major Systems Projects – Web/Service Request ~ New Records and Information Management System ~
I3 - Major System Projects 562 Renew Communications Networks
(475,890) 0 EXT EVENT
Upgrades
Page 519
2021 FINANCIAL PLAN Page Type 562 New 563 New
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
1,211,300 50,000
(1,211,300) 0
0 0
0 0
0 (50,000)
0 EXT EVENT 0 EXT EVENT
I4 - Communications Systems
1,331,200
(1,281,200)
0
0
(50,000)
0
Cost Center Totals
5,069,500
(4,543,610)
0
0
(50,000)
(475,890)
5,317,600
(5,277,600)
0
0
0
(40,000) SCHED
V2 - Vehicle / Equipment Renewal
5,317,600
(5,277,600)
0
0
0
(40,000)
Cost Center Totals
5,317,600
(5,277,600)
0
0
0
(40,000)
437,000 50,100 553,200
(437,000) (50,100) (553,200)
0 0 0
0 0 0
0 0 0
0 MULTIYEAR 0 EXT EVENT 0 MULTIYEAR
F1 - Vehicle / Equipment Renewal
1,040,300
(1,040,300)
0
0
0
0
Cost Center Totals
1,040,300
(1,040,300)
0
0
0
0
Fibre Optic Network, Phase II & III Fibre Optic Service Line
Utility Reason
Vehicle & Mobile Equipment 563 Renew
Equipment and Vehicle Replacement
Fire Capital ~ Renew Engine 3 564 Renew Fire Equipment ~ Renew Tenders 1 and 4
Sub-Total
65,273,850 (50,698,030) (7,158,600) (5,121,230)
(882,250) (1,313,740)
~ 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 520
2021 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Type
Description
Amount
Reserve
8,100
(8,100)
8,100
Borrow
Fed/Prov
Dev/Com
Utility Reason
0
0
0
0 DESIGNOP
(8,100)
0
0
0
0
8,100
(8,100)
0
0
0
0
10,000
(10,000)
0
0
0
0 EXT EVENT
10,000
(10,000)
0
0
0
0
10,000
(10,000)
0
0
0
0
4,800
(4,800)
0
0
0
0 DESIGNOP
4,800
(4,800)
0
0
0
0
6,800
(6,800)
0
0
0
0 DESIGNOP
6,800
(6,800)
0
0
0
0
11,600
(11,600)
0
0
0
0
6,200
(6,200)
0
0
0
0 EXT EVENT
6,200
(6,200)
0
0
0
0
6,200
(6,200)
0
0
0
0
Real Estate and Parking Capital ~New
Property Acquisition of 1746 Water Street - McDonalds L4 - Strategic Land Redevelopment Cost Center Totals
Building Capital ~Renew Capital Opportunities & Partnership Program B6 - Capital Opportunities and Partnerships Cost Center Totals Parks Capital ~Renew Boyce-Gyro Park - Final Phase P8 - Renewal, Rehabilitation & Infra ~New
Laurel Packinghouse Courtyard Museum Partnership P9 - Capital Opportunities Partnership Cost Center Totals
Information Services Capital ~Renew Financial Reporting System I3 - Major System Projects Cost Center Totals Grand Total
65,309,750 (50,733,930) (7,158,600) (5,121,230)
(882,250) (1,313,740)
~ 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 521
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Requests Carryover Budget Summary - Utility Funds Page Type
Description
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Utility Reason
20,000
(20,000)
0
0
0
0 SCHED
20,000
(20,000)
0
0
0
0
52,700
(52,700)
0
0
0
0 EXT EVENT
2,528,700
(2,528,700)
0
0
0
0 EXT EVENT
2,581,400
(2,581,400)
0
0
0
0
Airport Capital 565 New
Airport Small Capital A1 - Airside
565 New
Airport - 4150 Old Vernon Road Acquisition 566 Renew Airport Convair Way Parking Lot Upgrades A2 - Groundside 566 Renew Air Terminal Building Capital
95,000
(95,000)
0
0
0
0 EXT EVENT
Replacement & Improvement 567 Renew Airport Roof Replacement Program 567 Renew Integrated Security Network
1,618,900 37,500
(1,618,900) (37,500)
0 0
0 0
0 0
0 EXT EVENT 0 EXT EVENT
A3 - Terminal
1,751,400
(1,751,400)
0
0
0
0
110,000
(110,000)
0
0
0
0 EXT EVENT
77,169,300 (77,169,300)
0
0
0
0 EXT EVENT
A4 - AIF
77,279,300 (77,279,300)
0
0
0
0
Cost Center Totals
81,632,100 (81,632,100)
0
0
0
0
568 Renew Drive to 1.6 Million Passengers AIF
Program 568 Growth Soaring Beyond 2.5 Million Passengers AIF Program
Water Capital ~
Growth Poplar Point to Dilworth Mountain Transmission Upgrade Design W1 - DCC Pipes (Mains)
569 Renew Skyline Pump Station DCC -
297,900
(297,900)
0
0
0
0 MULTIYEAR
297,900
(297,900)
0
0
0
0
684,200
(684,200)
0
0
0
0 DESIGNOPT
684,200
(684,200)
0
0
0
0
215,700
(215,700)
0
0
0
0 MULTIYEAR
215,700
(215,700)
0
0
0
0
475,800 350,000
(475,800) (350,000)
0 0
0 0
0 0
0 MULTIYEAR 0 EXT EVENT
Electrical Building Upgrades W2 - DCC Booster Stations & PRVs ~
Growth Offsite & Oversize - Water W4 - DCC Reservoirs & Filling Stations
~
Growth Ethel 3C DCC Water
569 Renew Lakeshore Upgrade (Bellevue Creek
- Collett) Renew Poplar Point UV System Assessment and Modifications 570 Renew Skyline Pump Station Repairs ~ Renew Water Meter Replacement Program 570 Renew Watermain Renewals
75,700
(75,700)
0
0
0
0 MULTIYEAR
77,900 1,808,900 510,500
(77,900) (1,808,900) (510,500)
0 0 0
0 0 0
0 0 0
0 DESIGNOPT 0 MULTIYEAR 0 SCHED
W6 - Network and Facility Renewal
3,298,800
(3,298,800)
0
0
0
0
16,000 100,000 20,000 2,989,200
(16,000) (100,000) (20,000) (2,653,500)
0 0 0 0 0 0 0 (335,700)
0 0 0 0
0 0 0 0
~
571 Renew Data Radio Replacement - Water ~
Growth Kettle Valley Reservoir Upgrade Mobile Water Refill Station Renew SEKID Separation
571 New ~
SCHED MULTIYEAR EXT EVENT MULTIYEAR
Page 522
2021 FINANCIAL PLAN Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Fed/Prov
Dev/Com
Growth South End Water Upgrades 572 New Water Meter Reading and Servicing Repatriation
6,194,800 78,500
(1,924,700) (78,500)
0 (4,270,100) 0 0
0 0
0 MULTIYEAR 0 SCHED
W7 - Network and Facility Improvements
9,398,500
(4,792,700)
0 (4,605,800)
0
0
172,300 17,600 198,500
(172,300) (17,600) (198,500)
0 0 0
0 0 0
0 0 0
0 SCHED 0 SCHED 0 SCHED
W8 - Irrigation Network Improvements
388,400
(388,400)
0
0
0
0
Cost Center Totals
14,283,500
(9,677,700)
0 (4,605,800)
0
0
187,800
(187,800)
0
0
0
0 MULTIYEAR
187,800
(187,800)
0
0
0
0
1,013,800
(1,013,800)
0
0
0
0 MULTIYEAR
1,013,800
(1,013,800)
0
0
0
0
199,900
(199,900)
0
0
0
0 MULTIYEAR
199,900
(199,900)
0
0
0
0
471,100
(471,100)
0
0
0
0 MULTIYEAR
1,319,600
(1,319,600)
0
0
0
0 MULTIYEAR
277,900 73,500
(277,900) (73,500)
0 0
0 0
0 0
0 EXT EVENT 0 EXT EVENT
107,100
(107,100)
0
0
0
0 EXT EVENT
WW5 - Network and Facility Renewal
2,249,200
(2,249,200)
0
0
0
0
Cost Center Totals
3,650,700
(3,650,700)
0
0
0
0
0 (4,605,800)
0
0
~
572 Renew Dam Repairs - Irrigation Intake 573 Renew Hydrants 573 Renew Irrigation System Upgrades
Borrow
Utility Reason
Wastewater Capital ~
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
~
Renew Flintoft Avenue - Sanitary Replacement ~ Renew Manhattan Dr - Sanitary Replacement 574 Renew Pipe Replacement 574 Renew Sewer Lift Station SCADA Integration 575 New Wastewater Support Facilities
Sub-Total
99,566,300 (94,960,500)
~ 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 523
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page 524
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Property Acquisition - Dickson Ave 1514
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 L1 CARRYOVER
Justification: Carryover is requested to complete significant landscaping of the overgrown vegetation. Internal scheduling delays occurred due to new staff training and COVID-19 impacts on the department. The anticipated completion is Q4 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 11,200
11,200 0 11,200 Transportation & mobility - Investments are connecting high density areas Reserve (11,200)
Borrow
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Property Acquisition 1475 Ellis Street
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included L1 CARRYOVER
Justification: Renovations are complete and an Occupancy Permit has been issued. Unit 300 requires furniture, data hardware, dark fibre installation, and security. Unit 301 requires temporary outfitting requirements with new furniture, security, data hardware and wiring, elevator card access and HVAC repairs. The work is to be procured separately and installed by Q2 of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 208,300
1,111,470 903,170 208,300 People - Ability to attract, select & retain talent Reserve (208,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 525
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Electric Vehicle Charging Stations - Parkades & Lots
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included L3 CARRYOVER
Justification: This project has been on hold pending the result of a grant application that was unsuccessful. Carryover of this budget is requested to allow for installation of additional charging stations in 2021. Without grant or partnership funds, this budget will allow for installation of up to eight additional level two charging stations. Staff will continue to pursue partnership and grant opportunities.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 135,000
135,000 0 135,000 Environmental protection - Greenhouse gas emissions are decreasing Reserve (135,000)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Library and Chapman Parkades - Accessible Door Openers
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included L3 CARRYOVER
Justification: Carryover is requested as the detailed design of the project presented several design challenges that were unaccounted for in the conceptual design and budgeting for the project. Due to the nature of the parkade construction, concrete and shallow floor to ceiling clearance heights, several design iterations were required to ensure a suitable low-profile all weather door opener was available for the Kelowna climate. The project has been priced and is currently being negotiated with the preferred proponent. It is anticipated that following award Q4 2020 the project will be complete in Q2 2021. 2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 112,600
134,000 21,400 112,600 Other - Supports Base Business Reserve (112,600)
Borrow
Fed/Prov
Dev/Com
Utility
Page 526
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Library and Chapman Parkades - LED Lighting Retrofit
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included L3 CARRYOVER
Justification: Carryover is requested to complete the conversion of 180 light fixtures at the Chapman Parkade and 310 fixtures at the Library Parkade to Light Emitting Diode (LED) technology. After detailed design and verification of the proposed fixtures for available Fortis rebates, the contract was awarded, and as a result of the current pandemic the contractor has experienced supply chain delays, resulting in a delay to the project completion. Following the second shipment of fixtures in early 2021 the project is anticipated to be completed Q1 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 137,100
269,000 131,900 137,100 Clear direction - Services, processes & business activities are transformed Reserve (137,100)
Borrow
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Property Acquisition - 380 Harvey Avenue
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included L4 CARRYOVER
Justification: Carryover is requested due to project delays, including but not limited to additional Ministry of Transportation and Infrastructure requirements for environmental cleanup. The environmental component is estimated to be completed Q3 of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 89,200
124,520 35,320 89,200 Vibrant neighbourhoods - Key sites are proactively planned Reserve (89,200)
Borrow
Fed/Prov
Dev/Com
Utility
Page 527
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
H2O Boiler Replacement
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included B1 CARRYOVER
Justification: Procurement delays for heat exchanges manufactured in the US have caused delays in completing the project. Work continues and anticipated completion is Q4 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 382,200
1,089,540 707,340 382,200 Other - Extraordinary or Unforeseen Obligation Reserve (382,200)
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: Contract work was unable to be completed in 2020, but is expected to be completed in Q2 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 14,400
71,260 56,860 14,400 Vibrant neighbourhoods - Animated parks & public spaces Reserve (14,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 528
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Mission Recreation Park, Capital News Centre - Expansion
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2020 B1 CARRYOVER
Justification: A carryover is requested for the program and schematic design for the expansion of the Capital News Centre to provide two new ice sheets and additional sports facilities. This project was delayed due to staff vacancies and completing priorities. The program, schematic design and cost plan will be completed in 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 230,000
230,000 0 230,000 Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (230,000)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Rutland Centennial Park, Washroom
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 B1 CARRYOVER
Justification: The design of the washroom facility completed by the consultant was delayed. Carryover is requested to complete the washroom Q3, 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 542,000
600,000 58,000 542,000 Vibrant neighbourhoods - Animated parks & public spaces Reserve (542,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 529
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Library, Chiller - Replacement
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 B2 CARRYOVER
Justification: Procurement delays in early 2020 resulted in scheduling issues as a certain weather window is required to install the equipment. 2021 expenditures will be for construction services. Expected completion is Q3 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 483,500
514,300 30,800 483,500 Other - Supports Base Business Reserve (483,500)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Building Capital
Title:
Theatre Sound System, Hearing Loop, Dance Floor, Stage Risers
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included B2 CARRYOVER
Justification: The dance floor, stage risers and sound system were purchased and installed at Kelowna Community Theatre in 2020. Carryover is requested for the installation of the Auris Hearing Loop which requires replacement of carpet on the stairs in the main auditorium which was delayed due to COVID-19. It is now scheduled for early February 2021. Completion date is expected to be Q1 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 16,200
345,000 328,800 16,200 Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (16,200)
Borrow
Fed/Prov
Dev/Com
Utility
Page 530
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Police Services Building - Public Art
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 B3 CARRYOVER
Justification: Design extended for re-engineering of structural components of artwork to Q2 2020. Fabrication began in Q3 of 2020 with installation scheduled for Q2 of 2021. Project completion anticipated for Q3 of 2021 pending easing of pandemic restrictions on travel for artist.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 73,300
150,250 76,950 73,300 Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive Reserve (73,300)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Water St Firehall #2 - Repairs
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 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 with several recommendations to maintain or improve the exterior envelope of the building. This report was later updated in 2019 to re-confirm the scope of work to rehabilitate the exterior envelope and prepare design documentation associated with the work. The project was initially tendered in 2020, negotiations with the preferred proponent fell through limiting the available trades and schedule to complete the work in 2020, the project was re-tendered in Q4 2020. Carryover is requested to advance procurement for construction services. Construction will commence in Q2 once the weather is conducive for exterior work. The construction is scheduled to be complete Q4 2021. 2020 Budget: 823,100 2020 Expenditures: 18,500 Carryover Requested: 804,600 Strategic Direction: Amount 804,600
Other - Supports Base Business Reserve (804,600)
Borrow
Fed/Prov
Dev/Com
Utility
Page 531
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
City Yards Office - Renovation Planning
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included B4 CARRYOVER
Justification: A budget carryover is requested for the code compliance review and schematic design for the optimum use of the existing buildings to meet the increasing demands. This project was delayed due to staff vacancies and competing priorities. The schematic design and cost plan will be completed in 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 150,000
150,000 0 150,000 Other - Supports Base Business Reserve (75,000)
Borrow
Fed/Prov
Dev/Com
Utility (75,000)
Department: Cost Center:
Capital Projects Building Capital
Title:
Water Support Facilities - Yards Location
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included B4 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 due supply chain issues with equipment and contractor scheduling. Utilities Construction was successfully relocated to the former SEKID property in 2020 and the Vacuum Truck Building is currently in construction with anticipated completion Q2 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 210,900
295,500 84,600 210,900 Environmental protection - Predictive modelling & forecasting Reserve (210,900)
Borrow
Fed/Prov
Dev/Com
Utility
Page 532
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Building Systems Automation & Performance Optimization
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: Scheduling constraints didn't allow for as much parallel work as initially expected. Instead of being able to complete the automation upgrades at several facilities simultaneously they had to be done in series - i.e. one after another which increased completion time. Carryover is requested to complete the projects in 2021. Expected completion is Q4 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 116,900
200,000 83,100 116,900 Environmental protection - Predictive modelling & forecasting Reserve (116,900)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Family Y Renewal
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: The COVID-19 pandemic shifted the YMCA shutdown to Spring instead of Fall which delayed the projects associated with this request. Carryover is requested to complete building envelope repairs. Expected completion is Q4 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 45,300
200,000 154,700 45,300 Other - Supports Base Business Reserve (45,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 533
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Memorial Arena Chiller and Dehumidifier Replacement
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 B7 CARRYOVER
Justification: To ensure best value for the City, the Dehumidifier and Chiller replacement projects at the Memorial Arena were tendered in separate competitions. As the chiller replacement was an operational requirement it was prioritized and completed prior to the season in Q3 2020. The dehumidifier replacement was priced and awarded in Q3 2020 but contractor equipment scheduling delays have plagued the project. The dehumidifier is scheduled to be completed in Q1 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 67,100
350,000 282,900 67,100 Other - Supports Base Business Reserve (67,100)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Municipal Buildings Roofing Renewal
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 B7 CARRYOVER
Justification: Delays in 2020 due to COVID-19 shifted the start date of projects into later in the year. Carryover is requested to complete the remaining projects such as the Kelowna Family Y. Expected completion is Q4 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 44,400
491,050 446,650 44,400 Other - Supports Base Business Reserve (44,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 534
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Yards Chemical Storage
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: Project is still in planning phase as the road marking chemicals that precipitated this request have changed. Additional work is required to understand the implications of this change prior to the project moving forward. Expected completion Q4 2021
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 299,600
300,000 400 299,600 Vibrant neighbourhoods - Key sites are proactively planned Reserve (299,600)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
Rowcliffe Park - DCC Park Development
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included P3 CARRYOVER
Justification: The utility and site works for the public washroom was completed in fall 2020, but the washroom structure will not be manufactured and shipped until January 2021. A carryover is requested to install this structure in spring 2021. This will mark completion of the multi-phased development of this park.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 226,100
280,000 53,900 226,100 Vibrant neighbourhoods - Animated parks & public spaces Reserve (226,100)
Borrow
Fed/Prov
Dev/Com
Utility
Page 535
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Rutland Centennial Park - DCC Park Development
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 P4 CARRYOVER
Justification: The contractor was not able to complete construction of this phase of the park before the earlier than anticipated onset of winter and cold conditions, and the design of the washroom facility took longer than expected. A carryover is requested in order to complete the park in the spring and the washroom in the fall of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 1,086,600
1,798,630 712,030 1,086,600 Vibrant neighbourhoods - Animated parks & public spaces Reserve (1,086,600)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Parks Capital
Title:
City Park, Phase 2 - Design & Construction
Dev/Com
Utility
Priority: 1 Reason: Awaiting Grant 10 Yr Cap Plan Ref: 2019 P6 CARRYOVER
Justification: Carryover is requested for the City's required contribution for the Provincial/Federal Community, Culture and Recreation Grant Program, for which Council approved the grant submission on September 14, 2020. The grant, if successful, will fund a destination playground at City Park, as well as a pier and a gathering circle at the point of City Park. Staff expect to be informed of the results of the grant application mid-2021, at which time planning would be initiated for the project.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 3,997,000
3,997,000 0 3,997,000 Vibrant neighbourhoods - Animated parks & public spaces Reserve (1,067,000)
Borrow
Fed/Prov (2,930,000)
Dev/Com
Utility
Page 536
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Sarson's Beach Park - Expansion
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 P6 CARRYOVER
Justification: Carryover is requested for this multi-year project. Fortis metering requirements changed midway through the construction at Sarsons Beach Park and discussions with Fortis to accept the original metering kiosk delayed approvals. The approved electrical work is now ready for Fortis to disconnect/reconnect the power. Anticipated completion is Spring/Summer of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 13,100
230,000 216,900 13,100 Vibrant neighbourhoods - Animated parks & public spaces Reserve (13,100)
Borrow
Fed/Prov
Dev/Com
Utility
Department: Cost Center:
Capital Projects Parks Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included P6
Title:
Strathcona Park
CARRYOVER
Justification: Work on this project was started in the Spring during low water, but the discovery of an archaeological artifact halted construction. Subject to timely and positive archaeological permitting in process now, construction would resume during low water in Spring 2021, with completion of all works in Summer 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 393,300
503,460 110,160 393,300 Vibrant neighbourhoods - Animated parks & public spaces Reserve (139,270)
Borrow
Fed/Prov (254,030)
Dev/Com
Utility
Page 537
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Knox Mountain Park, Paul´s Tomb Trail
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included P7 - $2019 CARRYOVER
Justification: The original design proposed for 2020 construction was in excess of the budget. A new plan has been prepared, but not in time to secure a construction contract in 2020. Carryover is requested to complete construction by the end of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 117,100
210,630 93,530 117,100 Vibrant neighbourhoods - Animated parks & public spaces Reserve (117,100)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
Boyce-Gyro Park Public Art
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included P9 CARRYOVER
Justification: Carryover is requested to honour existing contractual commitments. This project was originally scheduled to be installed at the end of 2020. Longer than anticipated design development (DDP) to address design and maintenance concerns have extended estimated completion into 2021. DDP is complete with fabrication and installation remaining. Completion of artwork fabrication is anticipated for Q2 of 2021 with installation in Q3 of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 117,800
141,970 24,170 117,800 Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive Reserve (117,800)
Borrow
Fed/Prov
Dev/Com
Utility
Page 538
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Kelowna Memorial Cemetery - Improvements
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included P9 CARRYOVER
Justification: The Cemetery has an irrigation renewal program to replace its aging infrastructure. Phases 1 and 2 of this mutli-year program were completed in 2018 and 2019. The work slated for 2020, to be undertaken by City crews, was not able to be done due to allocation of staff resources to another irrigation renewal project and the impacts of Covid-19 on the ability to secure needed pipe welding training and certification for crews. Carryover is requested to enable City crews to construction this phase of cemetery irrigation renewal in 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 280,200
301,590 21,390 280,200 Vibrant neighbourhoods - Animated parks & public spaces Reserve (280,200)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Gordon 1 DCC (Frost - South Perimeter), Road
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T1 CARRYOVER
Justification: Carryover is requested for the design and construction of Gordon Drive from its current endpoint to the South Perimeter Road. This is a component of the larger South Perimeter Road Project. Following Council's approval to proceed, the design was completed in Spring 2019 and environmental and archaeological permits were pursued throughout 2020, however awaiting the permits delayed the project. Both permits are forthcoming and final negotiations with the Proponent are underway. Construction is anticipated to start in Q1 2021.
2020 Budget: 2020 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 539
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Hollywood 7 DCC (Sexsmith - Appaloosa) Improvements
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T1 CARRYOVER
Justification: Carryover is requested to continue the design of the Hollywood 7 DCC Project. In 2020 design was completed to a conceptual level, land acquisition areas were defined and the future construction budget updated. Real estate discussions with adjacent landowners continued through 2020 to facilitate required right of ways. In 2021 land acquisitions will be pursued and the planning of the overall corridor completed.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 1,776,400
1,848,830 72,430 1,776,400 Transportation & mobility - People of all ages & abilities can easily get around Reserve (1,776,400)
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: Not included T1 CARRYOVER
Justification: Carryover is requested for the design and construction of South Perimeter Road from Gordon Drive to Stewart Road West. Following Council's approval to proceed, the design was completed in Spring 2019 and environmental and archaeological permits were pursued throughout 2020, however awaiting the permits delayed the project. Both permits are forthcoming and final negotiations with the Proponent are underway. Construction is anticipated to start in Q1 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 7,756,600
7,842,040 85,440 7,756,600 Economic resiliency - Top talent is living in Kelowna Reserve (1,885,900)
Borrow (5,870,700)
Fed/Prov
Dev/Com
Utility
Page 540
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Dilworth DCC Active Transportation Corridor
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T2 CARRYOVER
Justification: Carryover is requested to continue planning for the Dilworth Active Transportation Corridor (ATC). Delayed completion of this project was triggered by a combination of staff availability and the complex and constrained nature of the corridor, making the identification of viable concepts challenging. The 2030 Infrastructure Plan identified the Dilworth ATC as the priority corridor to connect the Okanagan Rail Trail and Mission Creek Greenway. Work has been completed to confirm Dilworth as the priority corridor; ATC connections along Leckie and Cooper will also be developed but over a longer time frame while considering adjacent transit planning and development. Concept plan layouts will be finalized in 2021 to facilitate implementation and coordination with future development in the area. 2020 Budget: 169,840 2020 Expenditures: 38,240 Carryover Requested: 131,600 Strategic Direction: Amount 131,600
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (131,600)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Ethel 5 DCC (Springfield-Rose), ATC
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T2 CARRYOVER
Justification: Completion of Ethel 5 was delayed due to repairs on the 500mm water distribution trunk, which must be completed outside of the irrigation season, as well as Fortis power connections. Construction is substantially complete. Carryover is requested to close out the project including final invoicing, consultant record drawings and project completion documentation. Project completion is anticipated by the end of Q1 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 468,500
2,814,740 2,346,240 468,500 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (468,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 541
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Houghton 1 DCC (Nickel - Rails with Trails), ATC
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T2 CARRYOVER
Justification: Carryover is requested to complete the design of an Active Transportation Corridor (ATC) between the existing Houghton ATC and the Okanagan Rail Trail. Budget was reduced in 2020 to design only to help offset the financial impacts of the COVID-19 pandemic. Detailed design and property acquisition are in progress. Funds for construction are included in the 2021 budget proposals. Grant funding is also being pursued.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 101,200
250,340 149,140 101,200 Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (101,200)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sutherland 1 DCC (Gordon - Burtch), ATC
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T2 CARRYOVER
Justification: Carryover is requested to complete a detailed design and construct the Sutherland Active Transportation Corridor (ATC) from Gordon to Burtch with interim materials. Construction of the ultimate ATC cannot proceed ahead of redevelopment due to land requirements and utility works. Since development did not proceed in 2019/20, the ATC will be implemented in 2021 using interim materials by the City. The development of the Capri Centre did not proceeded as planned, so the City did not receive developer contributions. Due to this the budget of $2.4M from developer contribution identified in the Capri Mall servicing agreement is not available at this time. The ultimate ATC is still a requirement of the Capri Mall redevelopment and will be completed with redevelopment of the Capri site. 2020 Budget: 3,022,860 2020 Expenditures: 57,960 2020 Budget Not Required: 2,393,400 Carryover Requested: 571,500 Strategic Direction: Amount 571,500
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (571,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 542
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sutherland 2 DCC (Lake - Gordon), ATC
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T2 CARRYOVER
Justification: Carryover is requested to complete detailed design and construct the Sutherland Active Transportation Corridor (ATC) from Ethel to Gordon with ultimate and interim materials. This section of the Sutherland ATC fills an important network gap in the ATC network. Construction of the ultimate ATC can not proceed ahead of redevelopment due to utility works. However, since the development did not proceed in 2019/20, it is proposed that the Sutherland ATC be implemented in 2021 using interm materials. The ultimate ATC would be completed with the redevelopment of the Capri site. 2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 1,068,600
1,373,160 304,560 1,068,600 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (1,068,600)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Burtch & Harvey Intersection Improvements
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T3 CARRYOVER
Justification: Carryover is requested to undertake the planning and design for improvements at the intersection of Burtch and Harvey. The need for improvements at this intersection was identified in the Capri-Landmark Urban Centre Plan; subsequently Burtch has been flagged as a key north-south corridor in the Regional and Kelowna Transportation plans. This project was delayed to allow consideration of the Regional Transportation Master Plan and the ongoing Transportation Master Plan. Planning and design will be initiated in the spring of 2021, including coordination with the Ministry of Transportation and Infrastructure; final recommendations and concept design is anticipated in early 2022. 2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 199,900
100,000 100 99,900 Transportation & mobility - Investments are connecting high density areas Reserve (49,900)
Borrow
Fed/Prov
Dev/Com (50,000)
Utility
Page 543
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
City of Kelowna Highway Signage
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T3 CARRYOVER
Justification: Carryover is requested for replacement of City signage removed during the Highway 97 6-laning project. Project was delayed due to scheduling demands with other projects and staff shortages in 2020. Designs for the City Sign Public Art were presented to Council in November 2020. Council did not support proceeding with the City sign as public artwork; therefore, this carryover will remove the funding from the Public Art Reserve. Design for replacement signage will occur in 2021 with construction following in 2022.
2020 Budget: 2020 Expenditures: 2020 Budget Not Required: Carryover Requested: Strategic Direction: Amount
249,800 0 150,000 99,800
Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive Reserve
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Deferred Revenue Projects
Fed/Prov (99,800)
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T3 CARRYOVER
Justification: Carryover is requested to complete 2020 Deferred Revenue Projects: Fordham Rd Sidewalk, Union Road Sidewalk (Summerhill Place - Valley Road) - south side, Ethel Frontage North of Clement, and 747 Fitzpatrick Rd Urbanization. Projects were delayed due to staff resources, awarding contracts and industry capacity. Design and construction will be underway in the beginning of 2021 with expected completion by the summer of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 614,600
1,087,850 473,250 614,600 Transportation & mobility - Travel times are optimized Reserve (136,600)
Borrow
Fed/Prov
Dev/Com (478,000)
Utility
Page 544
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Roads Resurfacing
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T4 CARRYOVER
Justification: Carryover is requested to complete road resurfacing projects that were delayed due to contractor scheduling. Planned 2020 projects are expected to be completed in Summer of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 311,100
4,174,330 3,863,230 311,100 Other - Supports Base Business Reserve (311,100)
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Street Light Renewal
Borrow
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T4 CARRYOVER
Justification: Due to staffing operational challenges and work impacts from the COVID-19 pandemic, the streetlight maintenance contractor was unable to complete all scheduled pole replacements in 2020. Carryover is requested to complete remaining 2020 street light pole replacements in Q1-Q2 of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 193,900
520,880 326,980 193,900 Other - Supports Base Business Reserve (193,900)
Borrow
Fed/Prov
Dev/Com
Utility
Page 545
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - Equipment Renewal
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T4 CARRYOVER
Justification: Carryover is requested to complete improvements at three bus stops: 1. Springfield - Civil improvements complete, landscaping, shelter and electrical installation may extend into early 2021 following application to BC Transit's bus shelter cost share program. 2. Cadder/Richter eastbound - Construction delayed to 2021 to coordinate with adjacent sidewalk project. 3. Rutland/Mugford - Construction delayed to 2021 to coordinate with adjacent crosswalk improvements.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 47,400
115,240 67,840 47,400 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (47,400)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Urban Centre Improvements
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T4 CARRYOVER
Justification: Carryover is requested to complete the planning, process and design work that was initiated in 2020. Due to competing priorities, staff availability was limited which caused project delay. Public engagement and a potential Local Area Service request would proceed in 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 95,400
100,000 4,600 95,400 Vibrant neighbourhoods - Key sites are proactively planned Reserve (95,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 546
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Active Transportation Corridor
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T5 CARRYOVER
Justification: Carryover is requested to complete the bike lanes on Ellis St (Leon to Buckland) and Kneller Rd (at Hwy 33). Project completion requires approval from the Ministry of Transportation, application approvals are underway, and approval is expected over the winter with installation planned for Spring 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 377,600
659,110 281,510 377,600 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (377,600)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Central Green - Hwy 97 Right Turn Lane to Pandosy
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included T5 CARRYOVER
Justification: Carryover is requested for a right turn lane from Highway 97 to Pandosy Street to improve traffic flow. This project was a Ministry of Transportation and Infrastructure (MoTI) condition for the City, tied to approval of the Central Green development. Design is underway but the cost estimate is greater than available funds. Options to optimize the project scope to meet budget are being reviewed. As works are on Highway 97, final design will require approval by MoTI.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 147,200
204,440 57,240 147,200 Transportation & mobility - Travel times are optimized Reserve (147,200)
Borrow
Fed/Prov
Dev/Com
Utility
Page 547
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Clement & Gordon Intersection Improvements
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T5 CARRYOVER
Justification: Carryover is requested for the construction of improvements to improve the safety of Okanagan Rail Trail users through the intersection of Gordon and Clement. In 2020, the design and project budget/estimate were completed. Construction is awaiting completion of a real estate purchase and resolution of Fortis right of ways which has delayed the project. The land transaction is expected to be completed in early 2021 which will facilitate construction later in the year.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 120,000
125,940 5,940 120,000 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (120,000)
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Okanagan Rail Trail
Borrow
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T5 CARRYOVER
Justification: Carryover is requested to complete the missing rail-trail connection from Old Vernon Rd to Commonwealth Rd at the border of Lake Country through Okanagan Indian Band (OKIB) lands. Completion of this project has been delayed due to going discussions with the Federal Government and OKIB settling ownership of the rail lands. Completion is estimated by the end of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 168,000
203,870 35,870 168,000 Transportation & mobility - People of all ages & abilities can easily get around Reserve (16,400)
Borrow
Fed/Prov (151,600)
Dev/Com
Utility
Page 548
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Okanagan Rail Trail - Connection to Waterfront Park Pathway
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included T5 CARRYOVER
Justification: Carryover is requested to complete detailed design and support construction in 2021. Multiple design iterations with planning an adjacent site delayed completion of detailed design. Design is now projected to be complete by the end of Q1 2021 and constructed by the end of Q3.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 10,100
20,000 9,900 10,100 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (10,100)
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: Not included T5 CARRYOVER
Justification: In 2020 toad movement monitoring data was used to develop a fencing plan to guide toads towards an existing culvert under John Hindle Drive. Fencing was installed in Q4 2020 within environmental construction windows. In addition, the initial bridge inspection of the pedestrian overpass (Structure 89) recommended coating the deck to maximize its design life of 75 years. Project was delayed in 2020 due to environmental approvals and unsuitable weather conditions. Carryover is requested to apply deck coating in Q2 of 2021 dependent on weather.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 62,400
109,570 47,170 62,400 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (62,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 549
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Central Green - Pedestrian Overpass
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T6 CARRYOVER
Justification: Carryover is requested to continue detailed design work started in 2020 on the Central Green Pedestrian / Cyclist Overpass. Project was delayed due to a lengthy land acquisition process which pushed the detailed design schedule. The overpass will create a grade-separated pedestrian and cycling connection over Harvey Ave / Hwy 97 between Rowcliffe Park and Downtown via the Central Green site. In Q1 a consultant was retained as the design consultant for the overpass. Design work has continued through 2020 and is targeted for completion in Q2 2021. Project tendering will follow and construction is planned to start in 2021, extending into 2022. 2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 276,200
500,000 223,800 276,200 Transportation & mobility - Investments are connecting high density areas Reserve (276,200)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk Network Expansion
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T6 CARRYOVER
Justification: Carryover is requested for sidewalk construction along Cadder Ave concurrent with water main upgrades in 2021. Construction was not completed in 2020 to avoid concurrent detours and conflicts with a nearby sanitary sewer force main project, both of which impacted Richter.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 137,700
552,560 414,860 137,700 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (137,700)
Borrow
Fed/Prov
Dev/Com
Utility
Page 550
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Crosswalk Safety - Signals and Flashers
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T7 CARRYOVER
Justification: Carryover is requested to complete crosswalk upgrades planned for 2020 but not constructed due to internal delays in ordering material resulting in a later start to construction. Final designs are complete and remaining materials will be ordered early in 2021 with construction anticipated to be complete by the summer of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 69,900
205,140 135,240 69,900 Transportation & mobility - People of all ages & abilities can easily get around Reserve (69,900)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Pedestrian and Road Safety Projects
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T7 CARRYOVER
Justification: Carryover is requested to complete construction of safety improvements at Bernard and Glenmore and complete designs for Clifton and Clement. These safety improvements were identified by the Kelowna Intersection Safety Study. In 2020 improvements at Enterprise and Spall were constructed. Construction at Bernard and Glenmore is expected in the summer of 2021 and the design of Clifton and Clement will be completed over the winter and inform 2021 construction. These project were not completed in 2020 due to the availability of internal staff.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 119,100
151,000 31,900 119,100 Other - Supports Base Business Reserve (119,100)
Borrow
Fed/Prov
Dev/Com
Utility
Page 551
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Calming
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T7 CARRYOVER
Justification: Carryover is requested to continue consultation and construction on the top priority locations identified through the traffic calming warrant selection process. Due to COVID-19 the traffic data collection did not take place in the spring and was delayed to the fall. Analysis and prioritization of locations is ongoing and public engagement and implementation of priority locations is expected in the 2021 construction season.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 30,400
115,850 85,450 30,400 Community Safety - Residents feel safe Reserve (30,400)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signal - Spall at Springfield
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included T7 CARRYOVER
Justification: Study of the Springfield / Spall intersection in 2019 recommended several adjustments to the intersections operations that resulted in final design delays. Signal changes were completed in 2020. Carryover is requested for the road and median components of this project. Design and construction is expected to be completed in 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 127,600
144,690 17,090 127,600 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (127,600)
Borrow
Fed/Prov
Dev/Com
Utility
Page 552
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signals and Roundabouts
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T8 CARRYOVER
Justification: Carryover is requested for the Traffic Signals and Roundabouts budget to complete ongoing design and construction processes that were delayed due to scheduling conflicts. The Kane and Valley roundabout design is approaching completion, and environmental permitting is almost complete. Tender drawings and updated cost estimates are expected in early 2021 and will inform future budget requests.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 123,500
151,090 27,590 123,500 Transportation & mobility - Travel times are optimized Reserve (123,500)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - New Equipment
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T9 CARRYOVER
Justification: Planned 2020 bus stop enhancements at Richter/Saucier were deferred pending outcomes from the Pandosy / Richter Corridor Pre-Design Study in 2021. Funding was reallocated to improve safety at the Enterprise/Banks stop. Construction at Enterprise/Banks began in the fall but will extend into 2021, including removal of the existing stop, electrical/shelter installation and landscape remediation.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 118,400
173,370 54,970 118,400 Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (118,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 553
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
General Site Works and Investigations
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 SW2 CARRYOVER
Justification: Due to the COVID-19 pandemic and available staff having to re-prioritize daily operations, this work was not completed in 2020. Work is expected to be completed by the end of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 96,650
96,650 0 96,650 Other - Supports Base Business Reserve (96,650)
Borrow
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Liner Design and Construction
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 SW2 CARRYOVER
Justification: Paving was delayed until Spring 2021 as the weather caused issues with achieving compaction of subgrade. The cost to remove subgrade and replace with imported structural fill was significant and the extra time to do this work would have exceeded the paving window. As there were no operational issues with having the road remain unpaved for the winter, the paving will be completed in Spring of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 1,029,700
4,588,720 3,559,020 1,029,700 Other - Supports Base Business Reserve (1,029,700)
Borrow
Fed/Prov
Dev/Com
Utility
Page 554
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Mechanic Shop
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2016 SW2 CARRYOVER
Justification: The project was re-scoped in 2020 with changes to HVAC programming requiring additional time to complete. The contractor has now completed phase one and two of the construction for the Mechanic's shop, and an Occupancy Permit has been issued with carryover requested to clean up deficiencies in 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 42,200
1,292,120 1,249,920 42,200 Other - Supports Base Business Reserve (42,200)
Borrow
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Leachate and Landfill Gas Header
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 SW3 CARRYOVER
Justification: Due to the Covid-19 pandemic scheduling delays, this work was not completed in 2020. The remaining works to be completed in late 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 207,300
825,750 618,450 207,300 Environmental protection - Greenhouse gas emissions are decreasing Reserve (207,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 555
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Drainage & Groundwater Management
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2020 SW5 CARRYOVER
Justification: Carryover is requested as shifting priorities resulted in staff being redirected at the Landfill. The project is the continuation and detailed work to manage water in the Glenmore Basin associated with the Landfill. Conceptual work was completed in 2020 and the detailed design and permit applications for this will be initiated in 2021 through 2022.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 50,000
50,000 0 50,000 Environmental protection - Resiliency & adaptability to climate change Reserve (50,000)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Drainage & Groundwater Management
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2019 SW5 CARRYOVER
Justification: Carryover is requested as shifting priorities resulted in staff being redirected at the Landfill. Conceptual design and initial culvert installation was completed in 2020; however, additional detailed design work needs to be initiated in 2021. Anticipated completion is Q4 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 44,200
194,850 150,650 44,200 Environmental protection - Predictive modelling & forecasting Reserve (44,200)
Borrow
Fed/Prov
Dev/Com
Utility
Page 556
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Commonage - Exterior Biosolids Tipping Bay
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included SW6 CARRYOVER
Justification: Work was not completed in 2020 due to several earlier projects taking longer than planned, causing this project to be delayed until 2021. Work in 2021 will include the design of the tipping bay, followed by construction later in the year. Project completion expected by Fall 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 75,000
75,000 0 75,000 Other - Supports Base Business Reserve (50,000)
Borrow
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Commonage - Pond Pump Kiosk
Fed/Prov
Dev/Com (25,000)
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included SW6 CARRYOVER
Justification: Work was not completed in 2020 due to several earlier projects taking longer than planned, causing this project to be delayed. The existing pump kiosk is in poor shape and will need to be replaced in 2021. Work in 2021 will include design in Spring and construction in the Summer. It is expected that this will be complete by Fall 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 100,000
100,000 0 100,000 Other - Supports Base Business Reserve (66,700)
Borrow
Fed/Prov
Dev/Com (33,300)
Utility
Page 557
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Chichester Pond - Sediment Forebay
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included D2 CARRYOVER
Justification: Significant delays from manufacturers of vital materials, pushed the project into 2021. The project needs to be completed in the dry season to limit the costs for dewatering so it is scheduled for July/August 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 151,700
163,820 12,120 151,700 Environmental protection - Resiliency & adaptability to climate change Reserve (151,700)
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Containment Devices
Borrow
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included D2 CARRYOVER
Justification: This project will provide an Oil-Grit Separator (water quality enhancement) for the storm water outfall to Bellevue Creek as part of the upcoming Lakeshore Road Bridge improvement project. Project completion has been delayed so work for both projects could be completed together. Completion of both projects is expected in the Fall of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 193,800
200,000 6,200 193,800 Other - Supports Base Business Reserve (193,800)
Borrow
Fed/Prov
Dev/Com
Utility
Page 558
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Adams Rd Drainage Improvement
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included D3 CARRYOVER
Justification: Drainage improvements commenced in 2020, however the project required a design change due to the City being unsuccessful in a grant application. The project will be completed in the spring of 2021, prior to spring freshet.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 65,700
92,850 27,150 65,700 Environmental protection - Emergency response & preparation Reserve (65,700)
Borrow
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Jean Road Drainage Improvements
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included D3 CARRYOVER
Justification: This project was started in late 2020 due to delays in negotiations and signing of the statutory right of way that had to be completed prior to construction. Contract work was unable to start right away and due to weather constraints, paving was unable to be completed in the winter. Work will be completed in 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 165,500
185,140 19,640 165,500 Environmental protection - Emergency response & preparation Reserve (165,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 559
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Smith Outfall Vault Power Supply
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included D3 CARRYOVER
Justification: This project is intended to supply an electrical outlet to power storm drain pumps near the Water Street boat launch for temporary pumping during high lake elevation events to drain downtown. The project was delayed due to project costing. The project has been re-designed, is on schedule, and Fortis BC has provided the necessary information and access to complete the work in Winter 2020. The final wrap up and testing will be complete in Spring 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 88,000
100,000 12,000 88,000 Environmental protection - Emergency response & preparation Reserve (88,000)
Borrow
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Server and Data Storage Equipment
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 I2 CARRYOVER
Justification: The City is shifting and moving more services, applications and some storage items to cloud services. With that shift, and the COVID-19 pandemic that shifted some priorities, work will be completed by 2021. 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.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 170,500
290,000 119,500 170,500 Clear direction - Services, processes & business activities are transformed Reserve (170,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 560
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Class Registration Software Replacement
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 and change programming items due to COVID-19. This will be completed in 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 41,300
42,850 1,550 41,300 Clear direction - Services, processes & business activities are transformed Reserve (41,300)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Major Systems Projects – Web/Service Request
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 I3 CARRYOVER
Justification: This is a multi-year project to update the service request system for improved customer experience for both internal and external users. Due to COVID-19 the project changed in how services will be delivered. Enhancements will be delivered through 2021 and 2022.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 186,500
341,310 154,810 186,500 Clear direction - Services, processes & business activities are transformed Reserve (186,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 561
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Communications Networks Upgrades
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 I4 CARRYOVER
Justification: With the COVID-19 pandemic the City shifted Information Services priorities. The network needs to be ready for high bandwidth and low latency connections. Carryover 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. Upgrades to some components were delayed due to pandemic access to facilities. 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 2021. 2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 69,900
130,000 60,100 69,900 Clear direction - Services, processes & business activities are transformed Reserve (69,900)
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 2 and 3 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. The majority of this project is completed. Carryover is requested to complete the short remaining section, which was delayed due to shifting priorities related to COVID-19. Anticipated completion is the end of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 1,211,300
1,263,870 52,570 1,211,300 Clear direction - Services, processes & business activities are transformed Reserve (1,211,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 562
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Fibre Optic Service Line
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 I4 CARRYOVER
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. This project was put on hold due to COVID-19. Carryover is requested to allow for the initial payment for the contracted work. To be completed by end of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested:
50,000 0 50,000
Strategic Direction:
Other - Supports Base Business
Amount
Reserve
Borrow
Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Equipment and Vehicle Replacement
Fed/Prov
Dev/Com (50,000)
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included V2 CARRYOVER
Justification: Carryover is requested for both equipment and vehicles that were approved and ordered in 2020 but will be invoiced and delivered in 2021. These were delayed for various reasons including internal scheduling, vendor availability and review of design options.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 5,317,600
6,463,350 1,145,750 5,317,600 Other - Supports Base Business Reserve (5,317,600)
Borrow
Fed/Prov
Dev/Com
Utility
Page 563
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Fire Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included F1
Title:
Fire Equipment
CARRYOVER
Justification: A carryover is requested for fire equipment which includes base radio upgrades, GPS units, and replacement paging system. The department has developed a long term replacement strategy that is funded from reserve. Due to limitations and restrictions caused by COVID-19, staff were unable to work with external partners to source and plan for required equipment. Completion expected in 2021. 2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 50,100
129,100 79,000 50,100 Other - Supports Base Business Reserve (50,100)
Borrow
Fed/Prov
Dev/Com
Utility
Page 564
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Small Capital
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2020 A1 CARRYOVER
Justification: Two small capital projects (Apron Edge Lighting and Disabled Aircraft Remover) were not able to be completed in 2020 due to weather and timing of delivery. A carryover is requested to allow these projects to be completed by June 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 20,000
33,500 13,500 20,000 Other - Supports Base Business Reserve (20,000)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport - 4150 Old Vernon Road Acquisition
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included A2 CARRYOVER
Justification: In 2020, the Airport purchased the land and building at 4150 Old Vernon Rd. for the purposes of development as part of the 2045 Kelowna International Airport Master Plan. Budget was approved to purchase the property and cover demolition costs. The remaining budget represents the budget for demolition costs. Development of this property has been delayed as a result of COVID-19 so the building on the property has not been demolished yet. The development and associated demolition is anticipated to be completed by the end of 2022.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 52,700
790,000 737,300 52,700 Other - Council Resolution Reserve (52,700)
Borrow
Fed/Prov
Dev/Com
Utility
Page 565
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Convair Way Parking Lot Upgrades
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 A2 CARRYOVER
Justification: The completion of the Airport Convair Way Parking Lot Upgrades was deferred as a part of the Airport's cost saving initiatives implemented in response to the significant impact of COVID-19. This project is anticipated to be completed in 2022.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 2,528,700
2,778,140 249,440 2,528,700 Financial management - Non-tax revenues are increasing Reserve (2,528,700)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Airport Capital
Title:
Air Terminal Building Capital Replacement & Improvement
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 A3 CARRYOVER
Justification: Certain modifications to the Air Terminal Building (ATB) and the equipment within it were not able to be completed in 2020 due to shipping delays and scheduling delays due to COVID-19. This project is forecasted to come in under budget, so only the budget required to complete the project has been requested to be carried over. The remaining work is anticipated to be completed by June 30, 2021.
2020 Budget: 2020 Expenditures: 2020 Budget Not Required: Carryover Requested: Strategic Direction: Amount 95,000
490,030 265,770 129,260 95,000
Other - Supports Base Business Reserve (95,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 566
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Roof Replacement Program
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2018 A3 CARRYOVER
Justification: The roof replacement program is a multi-year project that is anticipated to be completed in 2023. The work that was planned for 2020 was deferred as a part of the Airport's cost saving initiatives implemented in response to the significant impact of COVID-19. A carryover of the remaining budget is requested to allow for completion of the work planned for future years.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 1,618,900
1,621,860 2,960 1,618,900 Other - Supports Base Business Reserve (1,618,900)
Borrow
Department: Cost Center:
Capital Projects Airport Capital
Title:
Integrated Security Network
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included A3 CARRYOVER
Justification: The Integrated Security Network project was not completed in 2020 as a result of the competing priorities due to the significant, negative impact that COVID-19 had on the Airport's operations. Carryover is requested to allow this project to be completed in Q1 2021. This project is forecasted to come in under budget, so only the budget required to complete the project has been requested to be carried over.
2020 Budget: 2020 Expenditures: 2020 Budget Not Required: Carryover Requested: Strategic Direction: Amount 37,500
250,000 127,710 84,790 37,500
Community Safety - Data and analysis is used to understand problems & target responses Reserve (37,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 567
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Drive to 1.6 Million Passengers AIF Program
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2010 A4 CARRYOVER
Justification: In 2015, the budgets for the Drive to 1.6 Million Passengers and the Flight to 2020 Airport Improvement Fee (AIF) programs were combined. The remaining projects to be completed within these multi-year programs are the Outbound Baggage Hall, Navigational Aids and Airfield Lighting. These projects were anticipated to be completed in 2020 but there were competing priorities due to the significant, negative impact that COVID-19 had on the Airport's operations and carryover is requested to allow these projects to be completed in 2021. These programs will come in under budget, so only the budget required to complete the remaining projects has been requested to be carried over. 2020 Budget: 2020 Expenditures: 2020 Budget Not Required: Carryover Requested: Strategic Direction: Amount 110,000
1,478,840 418,010 950,830 110,000
Economic resiliency - Key economic sector impact is increasing Reserve (110,000)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Airport Capital
Title:
Soaring Beyond 2.5 Million Passengers AIF Program
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 A4 CARRYOVER
Justification: The Soaring Beyond 2.5 Million Passenger Airport Improvement Fee (AIF) Program is a multi-year program that consists of design and construction for a variety of capital projects. A carryover of the remaining budget is requested to allow for the completion of design and construction for certain projects within the program. Many of the projects with the Soaring Beyond 2.5 Million Passenger AIF Program have been deferred due to the significant, negative impacts of COVID-19 on the Airport's operations. As a result, the program is now anticipated to be completed in 2032 instead of 2029. 2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 77,169,300
80,630,860 3,461,560 77,169,300 Economic resiliency - Key economic sector impact is increasing Reserve (77,169,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 568
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Skyline Pump Station DCC - Electrical Building Upgrades
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2019 W2 CARRYOVER
Justification: The Skyline Pump Station multi-year project was re-designed to remove all mechanical and electrical components from the underground facility following a valve failure and flood event in 2016. The Skyline Pump Station DCC Electrical Upgrades will be installed in addition to other elements in 2021 as part of a single contract. The work will be complete by the end of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 684,200
895,780 211,580 684,200 Environmental protection - Predictive modelling & forecasting Reserve (684,200)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Water Capital
Title:
Lakeshore Upgrade (Bellevue Creek - Collett)
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included W6 CARRYOVER
Justification: The Lakeshore Water Upgrades were deferred one year due to scheduling demands from COVID-19 and other budgetary alignments. The work will be completed as part of the upcoming Lakeshore bridge at Bellevue Creek upgrade project. The estimated completion date remains the end of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 350,000
350,000 0 350,000 Other - Supports Base Business Reserve (350,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 569
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Skyline Pump Station Repairs
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: 2018 W6 CARRYOVER
Justification: Complexities in the detailed design initiated a budget request to suit construction in 2021. Detailed design of the entire build out of the facility was completed in Q2 2020. Advance procurement of major equipment has been completed in Q3/Q4 2020 and the construction tender is slated to close in Q1 2021. Phase 1 Electrical Room construction will commence late Q1 with completion prior to the major irrigation season and demands of the station. Advance procurement of the equipment in 2020 is a strategic approach to condense the construction schedule.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 77,900
147,950 70,050 77,900 Environmental protection - Predictive modelling & forecasting Reserve (77,900)
Department: Cost Center:
Capital Projects Water Capital
Title:
Watermain Renewals
Borrow
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included W6 CARRYOVER
Justification: Old cast iron watermains are being replaced along the Ethel Active Transportation Corridor phase 5 and 6 corridor and adjacent streets. Work had to be staged to limit adjacent road closures. This budget is part of the Ethel capital budgeting and work will be completed in Summer 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 510,500
564,400 53,900 510,500 Other - Supports Base Business Reserve (510,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 570
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Data Radio Replacement - Water
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included W7 CARRYOVER
Justification: Full implementation of this project has been delayed by the demands for testing and commissioning of the phase 1 integrated water projects. As well as the on-going construction of the phase 2 components of the integrated water project. Completion expected Q2 of 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 16,000
80,240 64,240 16,000 Other - Supports Base Business Reserve (16,000)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Mobile Water Refill Station
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included W7 CARRYOVER
Justification: Project was delayed due to contractor negotiations in 2020. Plans are to engage another contractor in early 2021 to build and deliver the unit to the City's specifications. It is anticipated that the project will be completed by July 2021.
2020 Budget: 2020 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
Page 571
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter Reading and Servicing Repatriation
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included W7 CARRYOVER
Justification: The new water meter department was set up in late 2019 with the intention of having everything in place by the end of 2020. Initially, the meter department was set up in a portable unit at the WWTF until such a time that permanent space and renovations were made at Yards. That move was put on hold in 2020 due to the slow transition of the City Construction crew moving out to the SEKID office, limited shop space that first required renovation, and COVID-19 restrictions that forced existing Yards staff to make use of the intended office space for other purposes. All of these factors have culminated into the metering department set up being delayed in 2020. Carryover is requested with anticipated completion by end of 2021 pending progress towards removing COVID-19 restrictions. 2020 Budget: 91,410 2020 Expenditures: 12,910 Carryover Requested: 78,500 Strategic Direction: Amount 78,500
Environmental protection - Predictive modelling & forecasting Reserve (78,500)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Dam Repairs - Irrigation Intake
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included W8 CARRYOVER
Justification: Structural design is complete for safety upgrades to pressure reducing valve chamber access hatches associated with the South Kelowna irrigation system. These upgrades are designed to meet WorkSafeBC safety standards. Construction has been delayed due to workload. The work will be completed in Summer 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 172,300
250,000 77,700 172,300 Other - Supports Base Business Reserve (172,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 572
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Hydrants
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included W8 CARRYOVER
Justification: Work was not completed on this hydrant project due to limited resources. Carryover is requested to install six new hydrants where infrastructure is already in place. This will allow for the least amount of intrusion and interruption within the road network. Anticipated completion by September 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 17,600
25,725 8,125 17,600 Other - Supports Base Business Reserve (17,600)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Irrigation System Upgrades
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included W8 CARRYOVER
Justification: Structural design is complete for safety upgrades to pressure reducing valve chamber access hatches associated with the South Kelowna irrigation system. These upgrades are designed to meet WorkSafeBC safety standards. Construction has been delayed due to workload. The work will be completed in Summer 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 198,500
200,000 1,500 198,500 Other - Supports Base Business Reserve (198,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 573
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Pipe Replacement
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 WW5 CARRYOVER
Justification: Budget is requested to be carried over to complete vitrified clay pipe replacement and other renewal projects slated for 2021 completion. Delay occurred in 2020 due to COVID-19 restrictions, and works will be completed in the 2021 construction season.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 277,900
350,000 72,100 277,900 Other - Supports Base Business Reserve (277,900)
Borrow
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Sewer Lift Station SCADA Integration
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included WW5 CARRYOVER
Justification: This project was delayed due to COVID-19 restrictions and some unforeseen data communication issues. The data communication issues have been rectified and the project is on track for completion in Spring 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 73,500
200,000 126,500 73,500 Other - Supports Base Business Reserve (73,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 574
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Wastewater Support Facilities
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2019 WW5 CARRYOVER
Justification: Construction of the new Wastewater Treatment Facility Vacuum Truck building commenced late in Q3 2020 following detailed design and permitting approvals. The project was not completed in 2020 due to contractor and supply chain delays. Due to the nature and timeframe to construct the facility, substantial completion will occur early Q1 2021. Following the substantial and total completion of the building, landscaping, final paving, grading and concrete work (which is weather dependent) will be completed in Q2 2021.
2020 Budget: 2020 Expenditures: Carryover Requested: Strategic Direction: Amount 107,100
794,930 687,830 107,100 Environmental protection - Predictive modelling & forecasting Reserve (107,100)
Borrow
Fed/Prov
Dev/Com
Utility
Page 575
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Final Budget
2021 FINANCIAL PLAN
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2021 FINANCIAL PLAN
Kelowna, British Columbia Final Budget - Volume 3
2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
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Report to Council Date:
April 26, 2021
To:
Council
From:
City Manager
Subject:
2021 Financial Plan – Final Budget
Department: Financial Planning
Recommendation: THAT COUNCIL adopts the 2021-2025 Financial Plan; AND THAT Council approves the formulation of 2021 Property Tax Rates that will raise the required funds in 2021, from General Taxation, in the amount of $157,735,983, resulting in an average net property owner impact of 4.04 per cent; AND THAT Bylaw No. 12198 being the 2021-2025 Five Year Financial Plan, 2021 be advanced for reading consideration; AND THAT Bylaw No. 12199 being the Tax Structure Bylaw, 2021 be advanced for reading consideration; AND THAT Bylaw No. 12200 being the Annual Tax Rates Bylaw, 2021 be advanced for reading consideration; AND THAT Bylaw No. 12201 being the DCC Reserve Fund Expenditure Bylaw, 2021 be advanced for reading consideration; AND FUTHER THAT Bylaw No. 12202 being the Sale of City Owned Land Reserve Fund Expenditure Bylaw, 2021 be advanced for reading consideration. Purpose: To present the 2021 Final Budget submissions, the 2021-2025 Financial Plan and related bylaws to Council for their consideration and approval. Background: Council approved the 2021 Financial Plan – Preliminary volume on December 10, 2020 and the addition of the 2021 Financial Plan – Carryover Budget volume on March 22, 2021. The 2021 Financial Plan - Final Budget volume includes emergent, legislated or Council directed requests. These three volumes together provide the 2021 portion of the 2021-2025 Five Year Financial Plan. Typically, depending on the nature of the item being considered within the Final Budget, these adjustments can cause the final tax demand to go either up or down. The COVID-19 pandemic continues to affect Canada and the world creating ongoing challenges for families, businesses and many other organizations in our community including all levels of government.
Page 581
2021 FINANCIAL PLAN
CITY OF KELOWNA
The City of Kelowna continues to follow the direction of the Provincial Health Officer to reduce the risk of COVID-19 transmission. Through the Provincial Health Authority and the Emergency Program Act, restrictions have been enacted on gatherings, sports, dining, non-essential travel, and mask requirements in public settings. The Federal Government continues to have travel restrictions for people entering the country. In 2020, the City received $7.88M in emergency financial assistance and $5.9M to support transit recovery through the Government of Canada and Province of BC’s Safe Restart plan. Funds have been allocated over 2020/2021 to address emergency planning and response costs, and revenue shortfalls. Despite the economic challenges and circumstances from the fall-out of the global pandemic, the City of Kelowna’s strong financial management and clear budgeting practices continue to allow the delivery of essential services residents expect while maintaining, expanding and building infrastructure that makes Kelowna a great place to live. The 2021 Final Budget as presented, reflects a net municipal property tax increase of 4.04 per cent, maintaining the Preliminary Budget tax requirement approved in December 2020. Final Budget requests affecting taxation are predominantly due to Edith Gay baseball park outfield netting, Millbridge Park bridge removal and design and an increase to Journey Home funding to address strategy implementation. These are offset by an increase in new construction revenue and FortisBC franchise fee revenue. Information about the requested changes are included in the attached 2021 Final Budget - Volume 3. A tax rate of 4.04 per cent means the owner of a residential property with an average assessed value of $689,990 will pay $2,200 which is an increase of $85 for the municipal portion of their property taxes. 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: K. Hughes, CPA, CA Financial Planning Manager Approved for inclusion: G. Davidson, CPA, CMA Divisional Director Financial Services Attachment: 1: 2021 Financial Plan – Final Budget – Volume 3 2. 2021-2025 Five Year Financial Plan 3: 2021 Financial Plan Presentation
Page 582
2021 FINANCIAL PLAN
CITY OF KELOWNA
FINANCIAL SUMMARIES The 2021 Final Budget Volume includes requests that are emergent, required by legislation or have been directed by City Council. This volume is consolidated with the first two volumes, 2021 Preliminary Volume and the 2021 Carryover Volume, to create the 2021 Financial Plan and the 2021-2025 Five-Year Financial Plan. The 2021 Financial Plan results in a Final Tax Demand of $157.7M. This represents an increase of $175k relative to the 2021 Preliminary Financial Plan, and an increase of $180k of taxation revenue from new construction. The impact to the average property owner is 4.04 per cent. The City continues to be impacted financially by the COVID-19 pandemic in 2021. In 2020, the City received $7.88M in emergency financial assistance and $5.9M to support transit recovery through the Government of Canada and Province of BC’s Safe Restart plan. These funds have been allocated over 2020 and 2021 to address emergency planning and response costs and revenue shortfalls.
Final Budget summaries Analysis of tax demand ($ thousands) The 2020 final tax demand was $148.8M and had a 2.05 per cent net property owner impact after the 2020 Financial Plan was reduced by 2.1 per cent at Final Budget to help manage the impact of the COVID-19 pandemic. This reduction was achieved through the deferment or elimination of capital projects and new positions as well as reductions of operating budgets across all City divisions. The final 2021 gross department operating expenditures have increased by 5.56 per cent over 2020 and net department revenues by 6.76 per cent. The net general debt increased by 0.06 per cent, capital expenditures from general taxation increased by 26.93 per cent and general revenue increased by 4.43 per cent for a total gross tax demand increase of $8.9M.
Gross departmental operating expenditures Net departmental revenue Net departmental operating expenditure
2020 253,606
2021 267,701
Change 14,095
% change 5.56%
(107,535)
(114,809)
(7,274)
6.76%
146,070
152,892
6,821
4.67%
Net general debt
4,450
4,453
3
0.06%
Capital expenditures from general taxation
9,510
12,071
2,561
26.93%
General revenue
(11,184)
(11,680)
(496)
4.43%
Gross tax demand
148,847
157,736
8,889
5.97%
Less estimated new construction revenue
(3,400)
(2,880)
Net property owner impact Note: Totals may not add due to rounding
2.05%
4.04%
1.99%
Page 583
2021 FINANCIAL PLAN
CITY OF KELOWNA
General Fund tax demand ($ thousands) The tax demand established at Preliminary Budget was $157.6M. The estimated new construction revenue was $2.7M, based on BC Assessment preliminary roll information, resulting in a 4.04 per cent net property owner impact. Final Budget requests for net general fund operating and capital expenditures of $175k have increased the total tax demand to $157.7M. Final new construction revenues, based on the revised assessment roll, increased by $180k to $2.9M maintaining a 4.04 per cent net property owner impact.
157,561
Preliminary Budget Tax Demand Final Budget Submissions General Revenues Operating Requests
(151) 102
(49) 223
Capital Project Requests Total Final Budget Additions Final Gross Tax Demand
175 157,736
Less new construction revenue Final Net Tax Demand
(2,880) 154,856
Net Property Owner Impact 4.04%
Preliminary Budget
4.04%
Financial Plan - Final Budget Note: Totals may not add due to rounding
Airport and Utility Funds – Final Budget ($ thousands) Final Budget requests for the net airport and utility funds operating and capital expenditures total $0 as the Airport request is funded through Reserves. Final Budget Submissions Revenue
0
Operating Requests
0
Capital Project Requests Total Final Budget Additions
0 0 0
Note: Totals may not add due to rounding
Page 584
2021 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total revenues The total revenue budget is $569.8M with $331.4M from operating sources and $238.4M from capital sources. The tables below summarize the total operating and capital revenue by fund, including the prior year’s carryover amounts, and the same revenue information by revenue source.
Revenues by Fund ($ thousands) Operating
Capital
General
273,497
126,660
Airport
25,337
83,257
Water
16,378
18,793
Wastewater
16,201
9,651
331,414
238,360
Total
569,775
General: 70% Airport: 19% Water: 6% Wastewater: 5% Total $569.8M
Note: Totals may not add due to rounding
Revenues by Type ($ thousands) Taxation Parcel Taxes Fees and Charges Debenture/Borrowing
157,736 3,196 108,609 7,159
General Revenues
11,680
Other Revenue
19,911
Grants
31,065
Interdept. Transfers
13,194
Reserves and Surplus
217,225
Total
569,775
Taxation 28% Parcel Taxes 1% Fees and Charges 19% Debenture/Borrowing 1% General Revenues 2% Other Revenue 4% Grants 5% Interdept. Transfers 2% Reserves and Surplus 38% Total $569.8M
Note: Totals may not add due to rounding
Page 585
2021 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total expenditures The total expenditure budget requirement is $569.8M with $331.4M for operating needs and $238.4M for the 2021 capital program. The tables below summarize the total operating and capital expenditures by fund, including the prior year’s carryover amounts, and the same total operating and capital expenditure information by expenditure type.
Expenditures by Fund ($ thousands) Operating
Capital
General
273,497
126,660
Airport
25,337
83,257
Water
16,378
18,793
Wastewater
16,201
9,651
331,414
238,360
Total
569,775
General 70% Airport 19% Water 6% Wastewater 5% Total $569.8M
Note: Totals may not add due to rounding
Expenditures by Type ($ thousands) Salaries & Wages Internal Equipment
97,608 9,583
Material
67,077
Contract Services
82,547
Debt
13,491
Internal Allocations
13,848
Transfer to Funds
47,259
Capital & Utility -Tax/Rev
117,036
Capital & Utility - Other
121,325
Total
569,775
Salaries & Wages 17% Internal Equipment 2% Material 12% Contract Services 15% Debt 2% Internal Allocations 2% Transfers to Funds 8% Capital & Utility - Tax/Rev 21% Capital & Utility - Other 21% Total $569.8M
Note: Totals may not add due to rounding
Page 586
2021 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 for the average residential property in Kelowna for 2021. Note the municipal portion of taxes does not include amounts collected on behalf of other taxing authorities or applicable business improvement areas such as: Regional District of Central Okanagan, BC Assessment, Okanagan Regional Library, Minister of Finance – School Tax, Downtown Kelowna Business Improvement Area or Uptown Rutland Business Improvement Area. The average assessed value of a residential property is $689,990 in 2021, as obtained from BC Assessment. The service area with the highest cost is Community Safety, including RCMP, at 31 per cent, followed by the Fire Department at 14 per cent and Parks Services at 13 per cent.
Percent of
Percent in 2020
Service area
$ Cost
Total
Community Safety
668.98
31
Fire Department
313.75
14
15
29.30
1
1
Building Services
157.38
7
5
Parks Services
282.50
13
13
Transportation Services
259.18
12
10
Utility Services
43.85
2
2
Planning & Development
113.83
5
5
Active Living & Culture Services
110.62
5
5
Regional Programs
11.70
1
1
Public Transit
93.05
4
7
Debt
67.56
3
3
Grants or transfers to external
48.20
2
2
%
31
%
Civic Operations Street Lights
organizations or individuals Total Municipal portion of taxes $ 2,199.90 Based on the 2021 average residential property assessed property value of $689,990 Note: Totals may not add due to rounding
100
%
100
%
Page 587
2021 FINANCIAL PLAN
CITY OF KELOWNA
Ongoing budget impacts Below is a projection of the next five years net property owner impacts using the best information available at the time of preparation of this volume. As with any planning exercise, the level of certainty and detail is most appropriately found in the current year. For the years after 2021, budgets have been adjusted for current one-time projects, changes in operating budgets from previously approved requests, new capital projects included in the Council endorsed 10-Year Capital Plan, 2020-2029 (10YCP), growth and/or inflationary rates, and other key assumptions. Although this forward looking information is based on what is believed to be reasonable assumptions, there can be no assurance that this information will prove to be accurate as actual results and future events could differ materially from the anticipated information contained in this forecast. Net property owner impact increases for annualization of previously approved requests, growth, inflation, increased pay as you go capital, and other key assumptions, offset by forecasted new construction revenue, averages approximately 2.5 to 3.5 per cent annually. One assumption included in the forecasted increases below is an annual allocation for new RCMP members as recommended as part of the Kelowna RCMP and Police Services Resource Review completed in 2019. Net property owner impact increases beyond the 2.5 to 3.5 per cent are typically due to new initiatives, programs and debt servicing impacts on borrowing for capital projects. This forecast assumes approval to borrow for all priority one capital projects funded through debt as presented in the 10YCP. Although the 10YCP presents full project budgets in one year, debt impacts have been split over the expected construction years to match required cash flow and to spread the debt repayment impacts. Included in this plan with a significant impact, is the replacement of the Parkinson Recreation Centre. The forecasted net property owner impact increase of 5.66 per cent in 2022 includes an estimated 2.03 per cent increase directly related to debt changes for this replacement project with further increases of 1.77 per cent in 2023 and 0.31 per cent in 2024.
General revenues Net operating budget
2021 (11,680) 157,345
2022 (11,914) 168,117
2023 (12,153) 178,176
2024 (12,404) 186,865
2025 (12,662) 194,422
Pay-as-you-go capital Taxation demand
12,071 157,736
13,003 169,205
14,092 180,116
15,238 189,699
16,429 198,189
(2,880)
(2,540)
(2,724)
(2,864)
(2,978)
4.04%
5.66%
4.84%
3.73%
2.91%
New construction tax revenue Net property owner impact Note: Totals may not add due to rounding
Page 588
2021 FINANCIAL PLAN
CITY OF KELOWNA
Financial Plan 2021 - 2025 The table below outlines the City’s Five-Year forecast for all funds revenues and expenditures for 2021 – 2025. The years 2026 - 2030 are included in summary to match the term of the 20-Year Servicing Plan. For detailed divisional information see the Five-Year Financial Plan section of the 2021 Financial Plan. 2021
2022
2023
2024
2025
2026-2030
Revenue Property Value Tax
157,735,983
169,205,678
180,116,559
189,700,310
198,190,895
Library Requisition
6,926,600
7,065,132
7,206,435
7,350,564
7,497,575
39,798,035
Parcel Taxes
3,195,727
3,422,977
3,446,741
3,470,144
3,309,310
13,431,141
109,997,186
138,915,319
150,938,199
157,982,369
160,220,846
881,407,825
Fees and Charges Borrowing Proceeds Other Sources
1,090,891,060
7,158,600
17,805,940
21,700,000
2,742,540
10,061,293
3,646,873
67,535,274
50,713,865
50,086,080
55,678,976
52,206,130
349,939,336
352,549,370
387,128,911
413,494,014
416,924,903
431,486,049
2,379,114,271
2,164,376
1,607,774
1,018,046
1,018,046
1,018,046
5,090,230 188,554,781
Transfer between Funds Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Revenues
27,455,260
22,749,126
31,614,637
28,975,450
36,132,347
187,605,634
42,896,550
64,009,793
59,487,250
52,358,826
285,394,007
217,225,270
67,253,450
96,642,476
89,480,746
89,509,219
479,039,018
569,774,640
454,382,361
510,136,490
506,405,649
520,995,268
2,858,153,289
33,267,080
Expenditures Municipal Debt Debt Interest
3,728,439
5,266,286
7,025,695
7,813,907
7,851,686
Debt Principal
9,762,977
10,555,605
12,340,084
13,843,506
13,952,658
55,498,330
238,360,450
104,896,152
142,250,238
122,121,840
127,596,432
715,188,831
Capital Expenditures Other Municipal Purposes General Government Planning, Development & Building Services
31,883,709
30,836,885
31,686,895
32,585,805
33,510,415
181,912,914
31,729,092
25,471,518
25,685,213
26,445,831
27,242,444
147,813,478
Community Services
93,067,468
96,372,824
97,799,320
100,370,889
103,387,067
558,930,773
Protective Services
72,202,231
76,409,427
80,426,322
84,969,627
89,572,078
498,302,342
Utilities
25,865,914
22,504,022
22,868,555
23,879,546
24,519,526
132,273,909
Airport
15,915,345
16,917,094
17,925,228
19,474,505
18,019,242
107,298,110
522,515,625
389,229,813
438,007,550
431,505,456
445,651,548
2,430,485,767
25,971,978
26,312,594
27,575,765
27,595,506
27,606,240
142,651,153
Transfers between Funds Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Expenditures
0
0
0
0
0
0
21,287,037
38,839,954
44,553,175
47,304,687
47,737,480
285,016,369
47,259,015
65,152,548
72,128,940
74,900,193
75,343,720
427,667,522
569,774,640
454,382,361
510,136,490
506,405,649
520,995,268
2,858,153,289
Note: Totals may not add due to rounding.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Operating Budget Page 591
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2021 Operating Requests Final Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
603 Canyon Falls Park, Parking Lot Construction
2,000
0
0
0
0
0
(2,000) OG
Total Growth
2,000
0
0
0
0
0
(2,000)
Department Priority Total
2,000
0
0
0
0
0
(2,000)
100,000
0
0
0
0
0
(100,000) OG
Total Growth
100,000
0
0
0
0
0
(100,000)
Department Priority Total
100,000
0
0
0
0
0
(100,000)
595 Diversity and Inclusion Strategic Plan Project
100,000
(100,000)
0
0
0
0
0 OT
Total Maintain
100,000
(100,000)
0
0
0
0
0
Department Priority Total
100,000
(100,000)
0
0
0
0
0
596 Transmission of Taxes - BIA's and 117,279,100 Other Governments
0
0
0
(117,279,100)
0
0 OT
Total Maintain
117,279,100
0
0
0
(117,279,100)
0
0
Department Priority Total
117,279,100
0
0
0
(117,279,100)
0
0
0
0
0
0
(150,800)
0
Civic Operations Public Works Growth CAP
Active Living & Culture Growth 595 Journey Home Funding
Corporate & Protective Services Maintain
Financial Services Debt & Other Maintain
Financial Services General Revenue Maintain 596 FortisBC Gas Franchise Fee
150,800 OG
Page 593
2021 FINANCIAL PLAN Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Taxation Cat
Total Maintain
0
0
0
0
(150,800)
0
150,800
Department Priority Total
0
0
0
0
(150,800)
0
150,800
Total Priority Operating
117,481,100
(100,000)
0
0
(117,429,900)
0
48,800
CAP - denotes operating request that has been moved to the capital section
Page 594
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
Journey Home Funding
Growth
Priority: 1
ON-GOING FINAL
Justification: Central Okanagan Journey Home Society (COJHS) is requesting increased funding to address the Strategy Implementation priority areas. Funding raised to date essentially matches the current annual City contribution, however, several challenges have curtailed fundraising efforts at the same time as demands and opportunities are far outweighing current resources. Additional funding would contribute to the following priority areas: Lived Experience and Youth programs, marketing and communications, and performance management and reporting (Built for Zero data integration) to inform data driven decision making. The funding increase would align with the 5-year Strategy and the Memorandum of Understanding with the City, both ending in 2023. 2021 Base Budget: $150k
Strategic Direction: 2021 2022 2023
Cost 100,000 100,000 100,000
Social & inclusive - Homelessness is decreasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate & Protective Services Corporate HR Services
Title:
Diversity and Inclusion Strategic Plan Project
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (100,000) (100,000) (100,000) Maintain
Priority: 1
ONE-TIME FINAL
Justification: In January 2021, the City requested information from consultant organizations with experience in Diversity and Inclusion Strategic Planning. The findings from this preliminary review highlighted the need for additional funding to undertake this work along with an extended project timeframe of up to 18-24 months. This request is for an additional $100,000 (from $50,000) and a project extension into 2022.
Strategic Direction: 2021
Cost 100,000
People - Ability to attract, select & retain talent Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 595
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
Transmission of Taxes - BIA's and Other Governments
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) ($12,496,100); RDCO SIR Land Levy ($733,800); RDCO SIR Parcel Tax ($274,300); BC Assessment Authority ($2,322,800); School Tax ($78,176,900); Additional School Tax ($1,419,800); Kelowna Downtown BIA ($1,126,100); Uptown Rutland BIA ($194,500); Regional Hospital ($13,608,200); and Okanagan Regional Library ($6,926,600). The total amount to be collected for all other taxing authorities is $117,279,100.
Strategic Direction: 2021
Cost 117,279,100
Financial management - Cost to deliver services is quantified Reserve 0
Borrow 0
Division: Department:
Financial Services Financial Services
Title:
FortisBC Gas Franchise Fee
Fed/Prov 0
Dev/Com Revenue 0 (117,279,100)
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING FINAL
Justification: This request is to adjust the franchise fee revenue due from FortisBC up to $1,384,810 from the 2021 Preliminary budget amount of $1,234,010. The fee is based on 3 per cent of the gross revenue from natural gas sales within the City of Kelowna during the 2020 calendar year.
2021 Base Budget: $1,234,010
Strategic Direction: 2021 2022 2023
Cost 0 0 0
Financial management - Non-tax revenues are increasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (150,800) (150,800) (150,800)
Utility 0 0 0
Taxation 150,800 150,800 150,800
Page 596
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2021 Operating Requests Final Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Gov/Contr
Revenue
Utility
Cat
OG
Airport Maintain 142,000
(4,502,500)
0
(720,000)
5,080,500
0
Total Maintain
142,000
(4,502,500)
0
(720,000)
5,080,500
0
Department Priority 1 Total
142,000
(4,502,500)
0
(720,000)
5,080,500
0
Total Priority 1 Operating
142,000
(4,502,500)
0
(720,000)
5,080,500
0
598 Airport Operations
Page 597
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Operating Request Details Division: Department:
City Manager Airport
Title:
Airport Operations
Maintain
Priority: 1
ON-GOING FINAL
Justification: The decrease in budgeted Airport revenues is due to the forecasted impact of COVID-19 on the Airport's operations, which is partially offset by a $720k COVID-19 relief grant received from the Province of BC in 2021. Preliminary budget was based on forecasted passenger numbers of 760,000 for 2021. Final budget is based on forecasted passenger numbers of 513,000 for 2021. The increase in budgeted Airport expenditures is due to costs that have changed since preliminary budget and increased costs required to help generate additional revenues at the Airport. Revenues are contributed to the applicable Airport Reserves and expenditures are appropriated from the applicable Airport Reserves.
Strategic Direction: 2021 2022 2023
Cost 142,000 142,000 142,000
Other - Supports Base Business Reserve (4,502,500) (5,222,500) (5,222,500)
Borrow 0 0 0
Fed/Prov (720,000) 0 0
Dev/Com 0 0 0
Revenue 5,080,500 5,080,500 5,080,500
Utility 0 0 0
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Capital Budget Page 599
2021 FINANCIAL PLAN
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2021 Capital Requests Final Budget CAPITAL BUDGET Summary - General Fund Page Type
Description
Asset Cost
Reserve
110,000
(110,000)
L3 - Parking Infrastructure
110,000
Cost Center Totals
Borrow
Fed/Prov
Dev/Com
Utility
Taxation
0
0
0
0
0
(110,000)
0
0
0
0
0
110,000
(110,000)
0
0
0
0
0
300,000
(300,000)
0
0
0
0
0
B7 - Renewal, Rehabilitation & Infra.
300,000
(300,000)
0
0
0
0
0
Cost Center Totals
300,000
(300,000)
0
0
0
0
0
254,800
(76,400)
0
0
0
0
(178,400)
254,800
(76,400)
0
0
0
0
(178,400)
119,000
(119,000)
0
0
0
0
0
119,000
(119,000)
0
0
0
0
0
75,000
0
0
(30,000)
0
0
(45,000)
P8 - Renewal, Rehabilitation & Infra
75,000
0
0
(30,000)
0
0
(45,000)
Cost Center Totals
448,800
(195,400)
0
(30,000)
0
0
(223,400)
Grand Total
858,800
(605,400)
0
(30,000)
0
0
(223,400)
Real Estate and Parking Capital - Priority 1 602 Growth Electric Vehicle Charging Stations Parkades & Lots
Building Capital - Priority 1 602 Renew CNC Ammonia Condenser Replacement
Parks Capital - Priority 1 603 Renew Edith Gay Baseball Park - Outfield Netting P5 - Recreation Park Development
OP 603 Growth Canyon Falls Park, Parking Lot Construction P7 - Linear/Natural Area Park Development 604 Renew Millbridge Park - Bridge Removal and Design
OP - Capital Request has operating impacts included on the request.
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2021 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Electric Vehicle Charging Stations - Parkades & Lots
Growth Priority: 1 10 Yr Cap Plan Ref: Not included L3 FINAL
Justification: This request is for additional funds to supplement the previously approved 2020 request that has been carried over to 2021. This budget will allow for the installation of 4 additional level 2 EV stations in the City Hall area. This follows the City's Electric Vehicle Strategy. Staff will continue to pursue partnership and grant opportunities. The operating 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 110,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (110,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Building Capital
Title:
CNC Ammonia Condenser Replacement
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B7 FINAL
Justification: This request is for the replacement of the ammonia condenser at the Capital News Centre arena. A recent inspection of the unit has shown heavy scaling and other signs indicating the unit is near the end of its serviceable useful life. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 300,000
Other - Supports Base Business Reserve (300,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 602
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Edith Gay Baseball Park - Outfield Netting
Renew Priority: 1 10 Yr Cap Plan Ref: Not included P5 FINAL
Justification: Due to advances in sport technology and athletic performance, there has been an increased frequency of fly balls and homeruns being hit outside of the ball field and into the surrounding residential properties. The scope of this project includes the installation of a protective netting and a chain link fencing system to prevent balls from leaving Edith Gay baseball diamond #3, where elite U18 baseball is played. For improved safety and protective measures, it is recommended that the City replace the existing netting system with new Coastal Steel Poles, set 40' above ground with netting, cables and fittings. There are no operation and maintenance budget impacts associated with this request. Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 254,800
Community Safety - Residents feel safe Reserve (76,400)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (178,400)
Growth Priority: 1 10 Yr Cap Plan Ref: Not included P7
Department: Cost Center:
Capital Projects Parks Capital
Title:
Canyon Falls Park, Parking Lot - Construction
FINAL
Justification: Budget is requested for the entrance and grading of a gravel parking lot directly off the South Perimeter Road (SPR) to service the popular trails to Canyon Falls and the Bellevue Creek valley beyond. This work is identified as an additional price in the forthcoming SPR works, but not included in the scope of the existing contract. Budget in 2021 will allow for the option to integrate the safe design and safe construction of this parking lot into this work. Significant savings are anticipated with this approach as it avoids the additional costs of mobilizing a subsequent contractor, and then having to cut into the newly completed road.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 119,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (119,000)
Operating Impacts: 2021 2022 2023
Cost 2,000 2,000 2,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Revenue 0 0 0
Utility 0 0 0
Canyon Falls Park, Parking Lot - Construction Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Taxation (2,000) (2,000) (2,000)
Page 603
2021 FINANCIAL PLAN
CITY OF KELOWNA
2021 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Millbridge Park - Bridge Removal and Design
Renew Priority: 1 10 Yr Cap Plan Ref: Not included P8 FINAL
Justification: The Millbridge Park-bridge # 19 is a major point of access into the park but is currently closed to the public as the bridge has been deemed beyond repair and is at risk of impact to the creek and surrounding area at freshet. This budget request is for the removal of the old bridge and design for the replacement. A separate budget request will be submitted in the 2022 Preliminary Budget for replacement construction. This project will be funded in part (40%) by the Disaster Mitigation and Adaptation Fund in support of the Mill Creek Flood Protection Program.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 75,000
Environmental protection - Emergency response & preparation Reserve 0
Borrow 0
Fed/Prov (30,000)
Dev/Com 0
Utility 0
Taxation (45,000)
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FINANCIAL PLAN The City of Kelowna has developed a comprehensive Financial Plan providing a five‐year summary of general revenues, operating expenditures, and capital expenditures 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 taxation requirements for the five‐year period. The COVID‐ pandemic continues to affect Canada and the world creating challenges for families, businesses and many other organizations in our community including all levels of government. The City of Kelowna continues to follow the direction of the Provincial Health Officer to reduce the risk of COVID‐ transmission. The BC Provincial Government has extended the Provincial State of Emergency declared on March , . Through the Provincial Health Authority and the Emergency Program Act, restrictions have been enacted on gatherings, sports, dining, non‐essential travel, and mask requirements in public settings. The Federal Government continues to have travel restrictions for people entering the country. With the hope of reaching community immunity, the Province of BC has implemented a vaccination plan to begin in early allowing anyone over the age of to have their first vaccine by the end of June . Despite the economic challenges and circumstances from the fall‐out of the global pandemic, the City of Kelowna’s strong financial management and clear budgeting practices continue to allow the delivery of essential services residents expect while maintaining, expanding and building infrastructure that makes Kelowna a great place to live. In , the City received . M in emergency financial assistance and . M to support transit recovery through the Government of Canada and Province of BC’s Safe Restart plan. These funds have been allocated over and to address emergency planning and response costs, and revenue shortfalls. 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 Council endorsed ‐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 the budget process which includes: Preliminary Budget – approved by Council December , Carryover Requests – approved by Council March , Final Budget – approved by Council on April ,
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Although most of this plan is devoted to the Preliminary Budget details, the changes made by Council at Preliminary, Carryover, and Final Budget, together, provide the portion of the Financial Plan. For the years after , the operating budget is adjusted for current one‐time projects, changes in operating requirements from approved prior years, and from new capital projects included in the Council endorsed ‐Year Capital Plan, growth and/or inflation factors depending on the nature of the revenue or expenditure, and other key assumptions. 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. Assumptions used in the preparation 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. Approval to borrow for all priority one capital projects funded through debt as presented in the Council endorsed ‐Year Capital Plan, ‐ . An annual allocation for new RCMP members. 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 and is used in 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 ).
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 Preliminary budget total revenue estimate of . M.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Kelowna continues to be below the average taxes paid by property owners in British Columbia. Historical tax rate increases from to are shown in the graph below beside the projected increases for to . Future year increases are estimated using projected growth ( . per cent), average inflation ( . per cent), annualization of budget requests previously approved by Council, capital projects included in the Council endorsed ‐Year Capital Plan, debt changes, and other key assumptions.
Net Property Owner Impact 2017 ‐ 2025 (%)
Net Property Owner Impact % Increase
6.00
5.66
5.00
4.00
3.00
4.84 4.10
3.84
4.04 3.73
2.99
2.91 2.05
2.00
1.00
0.00
Net Property Owner Impact 2017
2018
2019
2020
Years
2021
2022
2023
2024
2025
*Rates presented in the graph above for years 2022 to 2025 have not been approved by Council and are subject to change
Increases for annualization of previously approved requests, growth, inflation, and other key assumptions, offset by forecasted new construction revenue, averages approximately . to . per cent annually. Increases above that are typically due to new initiatives, programs and debt servicing impacts on borrowing for capital projects. The emergence of the COVID‐ pandemic in created complex challenges for families, businesses, and many other organizations in the community, including the City. In response to these challenges, City Council approved a reduced Financial Plan increase of . per cent net impact to keep overall taxation as low as possible while maintaining the services required by the community. This reduction was achieved through the deferment or elimination of capital projects and new staffing positions as well as reductions of operating budgets across all City divisions. The forecasted increases for to assumes approval to borrow for all priority one capital projects funded through debt as presented in the Council endorsed ‐Year Capital Plan, ‐ ( YCP). Although the YCP presents full project budgets in one year, debt impacts have been split over the expected construction years to match required cash flow and to spread the debt repayment impacts. Included in this plan with a significant impact, is the replacement of the Parkinson Recreation Centre. The forecasted new property owner increase of . per cent in includes an estimated . per cent increase directly related to debt changes for this replacement project with further increases of . per cent in and . per cent in . Parcel Taxes Parcel taxes are taxes levied through bylaw on the unit, frontage or area of a property that receive a specific service. The Financial Plan parcel tax budget is made up of Water Utility parcel taxes and Sewer majority of the . M in the Specified Area debt recoveries.
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Fees & Charges General fund Fees and charges are another way that the City of Kelowna raises revenues and is currently the second largest source of revenue for the general fund at per cent. 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. General fund fees & charges revenues can be attributed to several Divisions: The Civic Operations Division, which includes Fleet Services, Parks, Public Works and Utility Services, generates the largest proportion of revenue from fees & charges. This revenue is collected through internal equipment charges, cemetery fees, landfill tipping fees and waste collection charges. Estimates of future fees and charges revenue generation for Civic Operations are factored for inflation. Active Living & Culture generates revenue from a wide variety of services including facility rentals and sales revenues along with program revenue and recreation facility use revenues. Estimates of future fees and charges revenue generation are factored for inflation and growth to recognize the expected increase in service demand due to community growth. Planning & Development Services generates revenue in the form of development, subdivision, permit and inspection fees along with other service revenues. Most future fees and charges revenue in Planning and Development are estimated using growth projections alone as there is a direct relationship between development revenue and community growth. The Partnerships & Investments Division generates revenues in rental fees from properties owned by the City and from parking throughout the City. Future revenues have been factored by inflation alone as there is little anticipated growth in the inventory of these real estate assets. The Infrastructure Division budget includes transit revenues. Future transit revenues are factored for growth as ridership is expected to recover and services expanded in this Financial Plan. Corporate & Protective Services generates revenue through Bylaw fines, Police Services such as criminal record checks, and the sale of Fire Dispatch Services to other municipalities and regional districts within the Province. Estimates of future fees and charges revenue generation for Corporate & Protective Services are factored for inflation. Fees & charges revenues in business units such as Recreational Programming and Transit were significantly impacted by the COVID‐ pandemic in with further impacts expected in . This loss of revenue in and has been partially offset by grant funds received through the Government of Canada and the Province of BC’s Safe Restart plan. Airport and Utility funds The Kelowna International Airport (YLW) is the largest municipally owned and operated airport in Canada. YLW operates on a financially self‐sufficient basis generating all funding required for services and infrastructure from several sources including airport improvement fees, landing & terminal fees, and parking fees. There are no fee increases planned for . The City of Kelowna operates two utility funds: the Water Utility and the Wastewater Utility. Included in the budget is a per cent rate increase for Water and a per cent rate increase for Wastewater.
Preliminary
The City Water Utility is currently limited in growth in that service area boundaries are not citywide. In , the boundaries increased with the amalgamation of the 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
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2021 FINANCIAL PLAN
CITY OF KELOWNA
amount of revenue generated is scheduled to increase slightly over the next five years. Future revenue estimates are factored for both growth and inflation.
Borrowing Proceeds Debt is a common tool that municipalities use to finance capital expenditures over 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 in the Preliminary budget, but the City does anticipate working through the alternative approval process in to obtain approval to borrow for the replacement of the Parkinson Recreation Centre. Projects that were funded, or are planned to be, through borrowing include: : Police Services Building, Memorial Parkade and the Airport Outbound Baggage System : Parkinson Recreation Centre Replacement : Capital News Centre Expansion : North Glenmore Fire Hall : Mission Activity Centre and the City Hall Envelope Renewal
Reserves and Surplus Reserves Saving money for future projects and unexpected expenditures is an important planning consideration for the City of Kelowna. 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 the sustainability of this funding source. 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. In the Financial Plan, it is the largest source of revenue at per cent largely due to the addition of carryover budgets as the majority of carryover projects are funded through reserves. Surplus Surplus funds generated in the General Fund, as well as the Utility Funds of Water and Wastewater, are contributed to the accumulated surplus annually. The Council adopted Principles & Strategies for Financial Strength and Stability document includes a strategy that restricts the use of these funds to emergencies such as fires and floods. There is no planned use of accumulated surplus funds in the Financial Plan.
Other sources General revenues General revenues include revenues not associated directly with any one City division or service. Examples of this revenue include investment interest, penalties on taxes and utility accounts, traffic fine revenue sharing and % in lieu of taxes for private utilities. These revenues are anticipated to increase by growth and/or inflation in the coming years. Over the next five years, total general revenues are anticipated to increase by approximately 2.0 per cent in 2022 and 2023, and 2.1 per cent in 2024 and 2025.
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Government grants and contributions 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 carbon tax grant allowing investment in greenhouse gas reduction programs. Grants from the Okanagan Basin Water Board total k in for wastewater collection cost initiatives, source water protection planning and sand restoration at Strathcona Beach. 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 . M per year. The budget for gaming revenues was reduced by per cent in and per cent in as all BC Gaming Centres were ordered closed by the Provincial Health Authority to limit the spread of COVID‐ . These closures are expected to be temporary and revenues are anticipated to resume in . The loss of gaming revenue in and has been partially offset by grant funds received through Government of Canada and Province of BC’s Safe Restart plan. This budget is included in the RCMP budget as they are applied against police costs. The Federal Gas Tax Fund Agreement in British Columbia took effect on April , providing the administrative framework for the delivery of Federal Gas Tax funding to local governments in British Columbia over ten years from to . The Gas Tax fund provides predictable, long‐term and stable funding to local governments in British Columbia for investment in infrastructure and capacity building projects. In , the City of Kelowna expects to receive . M. The City of Kelowna continues to apply for the various Federal Infrastructure Stimulus Funds announced in . Successful grants will be added to the Financial Plan through the budget amendment process.
and early
Summary of revenue sources ( thousands) The following graph summaries the City's revenue sources by type. The years to are based on actual amounts received. Years to are forecasted values calculated using the assumptions discussed above.
Note: Reserve funding totals in the chart above are higher in
due to carry‐over projects.
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2021 FINANCIAL PLAN
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FIVE-YEAR FINANCIAL PLAN SUMMARIES Financial Plan 2021-2025 2021 Revenue Property Value Tax Library Requisition Parcel Taxes Fees and Charges Borrowing Proceeds Other Sources
2022
2023
2024
2025
2026-2030
157,735,983 6,926,600 3,195,727 109,997,186 7,158,600 67,535,274 352,549,370
169,205,678 7,065,132 3,422,977 138,915,319 17,805,940 50,713,865 387,128,911
180,116,559 7,206,435 3,446,741 150,938,199 21,700,000 50,086,080 413,494,014
189,700,310 7,350,564 3,470,144 157,982,369 2,742,540 55,678,976 416,924,903
198,190,895 7,497,575 3,309,310 160,220,846 10,061,293 52,206,130 431,486,049
1,090,891,060 39,798,035 13,431,141 881,407,825 3,646,873 349,939,336 2,379,114,271
2,164,376 27,455,260 187,605,634 217,225,270
1,607,774 22,749,126 42,896,550 67,253,450
1,018,046 31,614,637 64,009,793 96,642,476
1,018,046 28,975,450 59,487,250 89,480,746
1,018,046 36,132,347 52,358,826 89,509,219
5,090,230 188,554,781 285,394,007 479,039,018
569,774,640
454,382,361
510,136,490
506,405,649
520,995,268
2,858,153,289
3,728,439 9,762,977 238,360,450
5,266,286 10,555,605 104,896,152
7,025,695 12,340,084 142,250,238
7,813,907 13,843,506 122,121,840
7,851,686 13,952,658 127,596,432
33,267,080 55,498,330 715,188,831
31,883,709
30,836,885
31,686,895
32,585,805
33,510,415
181,912,914
Community Services
31,729,092 93,067,468
25,471,518 96,372,824
25,685,213 97,799,320
26,445,831 100,370,889
27,242,444 103,387,067
147,813,478 558,930,773
Protective Services
72,202,231
76,409,427
80,426,322
84,969,627
89,572,078
498,302,342
25,865,914 15,915,345 522,515,625
22,504,022 16,917,094 389,229,813
22,868,555 17,925,228 438,007,550
23,879,546 19,474,505 431,505,456
24,519,526 18,019,242 445,651,548
132,273,909 107,298,110 2,430,485,767
25,971,978 0 21,287,037 47,259,015
26,312,594 0 38,839,954 65,152,548
27,575,765 0 44,553,175 72,128,940
27,595,506 0 47,304,687 74,900,193
27,606,240 0 47,737,480 75,343,720
142,651,153 0 285,016,369 427,667,522
569,774,640
454,382,361
510,136,490
506,405,649
520,995,268
2,858,153,289
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 Note: Totals may not add due to rounding.
Page 613
2021 FINANCIAL PLAN
CITY OF KELOWNA
General Fund Tax Impact Summary General revenues Net operating budget Pay-as-you-go capital Taxation demand New construction tax revenue
Net property owner impact Note: Totals may not add due to rounding.
2021 (11,679,539) 157,344,622 12,070,900 157,735,983 (2,880,000)
2022 (11,914,098) 168,116,776 13,003,000 169,205,678 (2,539,549)
2023 (12,152,510) 178,176,069 14,093,000 180,116,559 (2,724,211)
2024 (12,404,047) 186,865,357 15,239,000 189,700,310 (2,863,853)
2025 (12,661,885) 194,421,780 16,431,000 198,190,895 (2,978,295)
4.04%
5.66%
4.84%
3.73%
2.91%
General Revenue Licences Dog Licences Franchise fee Fortis Gas Interest & 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
2021
2022
3,100 3,100
3,100 3,100
1,384,810 1,384,810 4,726,050 165,000 1,000,000 80,000 16,000 5,987,050
2023
2024
2025
3,100 3,100
3,100 3,100
3,100 3,100
1,431,617 1,431,617
1,479,254 1,479,254
1,529,253 1,529,253
1,580,942 1,580,942
4,791,269 167,277 1,013,800 81,104 16,000 6,069,450
4,857,434 169,587 1,027,800 82,224 16,000 6,153,045
4,924,467 171,927 1,041,984 83,359 16,000 6,237,737
4,992,425 174,300 1,056,363 84,509 16,000 6,323,597
40,000 18,750 135,149 (310,000) (116,101)
41,352 18,750 139,717 (320,478) (120,659)
42,728 18,750 144,366 (331,142) (125,298)
44,172 18,750 154,765 (342,335) (124,648)
45,665 18,750 165,627 (353,906) (123,864)
130,760
133,375
136,043
138,764
141,539
499,578 1,540,553 253,930 194,910 (448,840) 2,040,131
509,570 1,561,813 259,009 194,910 (453,919) 2,071,383
519,761 1,583,380 264,189 194,910 (459,099) 2,103,141
530,156 1,605,231 269,473 194,910 (464,383) 2,135,387
540,759 1,627,383 274,862 194,910 (469,772) 2,168,142
2,249,789
2,325,832
2,403,225
2,484,454
2,568,429
11,679,539
11,914,098
12,152,510
12,404,047
12,661,885
Property taxation
157,735,983
169,205,678
180,116,559
189,700,310
198,190,895
Total General Revenue & taxation Note: Totals may not add due to rounding.
169,415,522
181,119,776
192,269,069
202,104,357
210,852,780
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 Taxes - private utilities 1% in Lieu of Taxes Total General Revenues
Page 614
2021 FINANCIAL PLAN
CITY OF KELOWNA
General Fund - operating summary by division 2021 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 2021 City Administration Planning & Development Services Partnerships & Investments Infrastructure Civic Operations Active Living & Culture Corporate & Protective Services Human Resources & Risk Management Community Safety Fire Department Corporate Strategic Services Financial Services Debt & Other City Clerks Total Division Net Operating Expenditures Note: Totals may not add due to rounding.
2022
2023
2024
2025
1,579,955 896,677 2,217,844 10,415,602 32,374,627 10,468,434
1,638,239 993,035 2,281,941 10,909,641 33,384,897 10,556,441
1,676,948 1,157,338 2,274,883 11,497,965 34,481,882 10,770,107
1,716,874 1,339,634 2,350,537 12,206,765 35,511,341 10,739,819
1,757,814 1,530,124 2,428,819 12,944,141 36,569,395 10,964,791
5,301,195 43,586,021 20,588,066 8,015,568 5,317,998 15,244,825 1,337,810 157,344,622
5,290,897 47,220,706 21,507,133 8,303,736 5,602,806 19,049,082 1,378,222 168,116,776
5,429,944 50,369,608 22,192,117 8,543,586 5,787,744 22,575,594 1,418,353 178,176,069
5,574,236 54,012,862 22,905,202 8,793,964 6,014,188 24,239,718 1,460,217 186,865,357
5,722,619 57,687,062 23,642,602 9,052,155 6,225,800 24,393,083 1,503,375 194,421,780
Page 615
2021 FINANCIAL PLAN
CITY OF KELOWNA
Operating Summary - General Fund Revenues/Expenditures by Year 2021
2022
2023
2024
2025
(6,926,600) 0 (59,779,131) (49,013,148) 0 (10,765,983) (39,911,269) (373,620) (19,243,700) 0 (8,391,732) (11,902,217) 0
(7,206,435) 0 (66,224,417) (54,654,539) 0 (11,569,878) (33,218,947) (388,714) (14,561,709) 0 (8,575,971) (9,692,553) 0 (1,866,246) (1,018,046) (795,400) (52,800)
(7,350,564) 0 (67,499,266) (55,669,948) 0 (11,829,318) (33,802,383) (396,488) (14,729,791) 0 (8,759,774) (9,916,330) 0 (1,813,446) (1,018,046) (795,400) 0
(7,497,575) 0 (68,822,162) (56,723,010) 0 (12,099,152) (34,464,578) (404,418) (14,961,580) 0
(9,535,506) (2,164,376) (1,449,270) (5,921,860)
(7,065,132) 0 (64,952,938) (53,627,926) 0 (11,325,012) (33,840,292) (381,092) (14,336,004) 0 (8,396,684) (10,726,512) 0 (2,692,174) (1,607,774) (795,400) (289,000)
(116,152,506)
(108,550,536)
(108,516,045)
(110,465,659)
(112,597,761)
84,389,677 7,967,747 49,534,517 82,347,322 2,497,293 5,937,375 4,643,237 4,623,237 20,000 36,179,960 25,815,668 0 10,364,292
87,714,693 8,231,674 42,351,143 86,378,207 3,761,153 7,199,505 4,414,937 4,414,937 0 36,616,000 26,156,284 0 10,459,716
90,546,241 8,512,215 42,238,673 91,110,684 5,070,907 8,141,353 3,189,937 3,189,937 0 37,882,104 27,419,455 0 10,462,649
93,546,863 8,784,646 43,151,756 95,698,950 5,702,736 9,350,622 3,189,937 3,189,937 0 37,905,506 27,439,196 0 10,466,310
96,753,848 9,065,982 44,097,155 100,605,082 5,820,267 9,566,968 3,189,937 3,189,937 0 37,920,302 27,449,930 0 10,470,372
Total Expenditures
273,497,128
276,667,312
286,692,114
297,331,016
307,019,541
Net Operating Expenditures Note: Totals may not add due to rounding.
157,344,622
168,116,776
178,176,069
186,865,357
194,421,780
Revenue Library Requisition Parcel Tax Fees and Charges Sales of Service Other User Fees Other Revenue Interest Grants Other Services to Other Governments Interdepartment Transfer Interfund 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
(8,947,703) (10,150,877) 0 (1,813,446) (1,018,046) (795,400) 0
Page 616
2021 FINANCIAL PLAN
CITY OF KELOWNA
City Administration Revenues and Expenditures by Year
2021
2022
2023
2024
2025
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
Other Revenue
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
0
0
0
0
0
Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges
0
0
0
0
0
Accumulated Surplus
0
0
0
0
0
0
0
0
0
0
Salaries and Wages
963,960
989,218
1,014,947
1,041,632
1,069,067
Internal Equipment
15,700
16,014
16,334
16,661
16,994
Material and Other
253,865
279,648
285,241
290,946
296,765
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
Total Revenue Expenditures
Transfer to Funds
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
1,579,955
1,638,239
1,676,948
1,716,874
1,757,814
Net Operating Expenditures
1,579,955
1,638,239
1,676,948
1,716,874
1,757,814
Note: Totals may not add due to rounding.
Page 617
2021 FINANCIAL PLAN
CITY OF KELOWNA
Planning & Development Services Revenues and Expenditures by Year
2021
2022
2023
2024
2025
Revenue Parcel Tax Fees and Charges Sales of Services User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfer from Funds Special (Stat Reserve) Funds Development Cost Charges
0
0
0
0
0
(7,588,972)
(8,625,876)
(8,749,007)
(8,873,843)
(9,000,484)
(7,588,972)
(8,625,876)
(8,749,007)
(8,873,843)
(9,000,484)
0
0
0
0
(1,105,300)
0
0
0
0
0
0
0
0
0
-
(1,099,300)
0
0
0
0
0
0
0
0
0
(6,000)
0
0
0
0
(788,900)
(197,000)
0
0
0
0
0
0
0
0
0
0
0
0
0
(788,900)
(197,000)
0
0
0
(9,483,172)
(8,822,876)
(8,749,007)
(8,873,843)
(9,000,484)
Salaries and Wages
8,109,214
8,153,378
8,268,492
8,547,967
8,836,888
Internal Equipment
123,757
126,232
128,757
131,332
133,959
Material and Other
1,823,068
1,211,115
1,182,506
1,206,156
1,230,279
Accumulated Surplus Total Revenue Expenditures
Contract Services
68,810
70,186
71,590
73,022
74,482
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
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
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds
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
10,379,849
9,815,911
9,906,345
10,213,477
10,530,608
896,677
993,035
1,157,338
1,339,634
1,530,124
Total Expenditures Net Operating Expenditures Note: Totals may not add due to rounding.
Page 618
2021 FINANCIAL PLAN
CITY OF KELOWNA
Partnerships & Investments Revenues and Expenditures by Year
2021
2022
2023
2024
2025
0 (8,306,178) (6,890,696)
0 (8,492,702) (7,069,310)
0 (8,662,555) (7,210,696)
0 (8,835,806) (7,354,910)
0 (9,012,522) (7,502,008)
(1,415,482)
(1,423,392)
(1,451,859)
(1,480,896)
(1,510,514)
(121,500)
(10,914)
(11,132)
(11,355)
(11,582)
0
0
0
0
0
(46,200)
0
0
0
0
0
0
0
0
0 (11,582)
Revenue Parcel Tax Fees and Charges Sales of Services User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfer from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue
(75,300)
(10,914)
(11,132)
(11,355)
(1,403,500)
(125,000)
0
0
0
(392,100)
(125,000)
0
0
0
0
0
0
0
0
(1,011,400)
0
0
0
0
(9,831,178)
(8,628,616)
(8,673,687)
(8,847,161)
(9,024,104)
Salaries and Wages
3,021,354
3,192,254
3,298,478
3,409,967
3,525,224
Internal Equipment
54,652
55,745
56,860
57,997
59,157
Material and Other
3,650,029
2,247,671
2,084,544
2,126,235
2,168,760
Contract Services
Expenditures
1,435,282
1,463,988
1,493,267
1,523,132
1,553,595
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
212,630
212,630
212,630
212,630
212,630
212,630
212,630
212,630
212,630
212,630
0
0
0
0
0
3,675,075
3,738,269
3,802,791
3,867,737
3,933,557
3,519,815
3,583,009
3,647,531
3,712,477
3,778,297
0
0
0
0
0
155,260
155,260
155,260
155,260
155,260
12,049,022
10,910,557
10,948,570
11,197,698
11,452,923
2,217,844
2,281,941
2,274,883
2,350,537
2,428,819
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures Note: Totals may not add due to rounding.
Page 619
2021 FINANCIAL PLAN
CITY OF KELOWNA
Infrastructure Revenues and Expenditures by Year
2021
2022
2023
2024
2025
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 (5,106,907) (4,612,525) (494,382) (14,492,236) 0 (12,215,800) (316,400) (1,960,036) (1,496,200) 0 0 (1,496,200)
0 (7,640,106) (7,116,192) (523,914) (11,061,795) 0 (9,856,164) (167,885) (1,037,746) (39,200) 0 0 (39,200)
0 (7,745,611) (7,214,462) (531,149) (11,219,286) 0 (9,992,272) (170,204) (1,056,810) 0 0 0 0
0 (7,852,501) (7,314,022) (538,479) (11,378,947) 0 (10,130,165) (172,553) (1,076,229) 0 0 0 0
0 (7,960,866) (7,414,956) (545,910) (11,540,908) 0 (10,269,961) (174,934) (1,096,013) 0 0 0 0
Total Revenue
(21,095,343)
(18,741,101)
(18,964,897)
(19,231,448)
(19,501,774)
3,521,578 151,181 4,709,490 22,434,853
3,611,868 154,185 1,953,902 23,236,944
3,732,054 157,248 1,868,132 24,011,585
3,858,197 160,373 1,905,495 24,820,305
3,988,604 163,560 1,943,605 25,656,303
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
386,863 386,863 0 306,980 0 0 306,980
386,863 386,863 0 306,980 0 0 306,980
386,863 386,863 0 306,980 0 0 306,980
386,863 386,863 0 306,980 0 0 306,980
386,863 386,863 0 306,980 0 0 306,980
Total Expenditures
31,510,945
29,650,742
30,462,862
31,438,213
32,445,915
Net Operating Expenditures
10,415,602
10,909,641
11,497,965
12,206,765
12,944,141
Revenue
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Note: Totals may not add due to rounding.
Page 620
2021 FINANCIAL PLAN
CITY OF KELOWNA
Civic Operations - General Fund Revenues and Expenditures by Year
2021
2022
2023
2024
2025
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants
0
0
0
0
0
(30,399,612)
(31,009,557)
(31,631,691)
(32,274,437)
(32,934,526)
(24,811,095)
(25,307,317)
(25,813,463)
(26,329,732)
(26,856,327)
(5,588,517)
(5,702,240)
(5,818,228)
(5,944,705)
(6,078,199)
(4,243,076)
(4,298,108)
(4,421,247)
(4,488,489)
(4,619,668)
0
0
0
0
0
(136,300)
(112,200)
(114,444)
(55,533)
(56,644)
Services to Other Governments
(1,807,627)
(1,835,740)
(1,884,847)
(1,935,883)
(1,988,404)
Interdepartment Transfer
(2,299,149)
(2,350,168)
(2,421,956)
(2,497,073)
(2,574,620)
(953,630)
(367,930)
(117,930)
(75,130)
(75,130)
(589,630)
(325,130)
(75,130)
(75,130)
(75,130)
0
0
0
0
0
(364,000)
(42,800)
(42,800)
0
0
(35,596,318)
(35,675,595)
(36,170,868)
(36,838,056)
(37,629,324)
Salaries and Wages
19,239,430
19,952,526
20,640,594
21,233,150
21,950,830
Internal Equipment
7,090,560
7,337,982
7,600,670
7,854,891
8,117,652
Material and Other
15,972,800
15,814,659
15,978,582
16,376,662
16,786,559
Contract Services
Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures
13,859,547
14,094,671
14,595,668
15,089,002
15,599,010
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
3,580,321
3,352,021
2,127,021
2,127,021
2,127,021
3,560,321
3,352,021
2,127,021
2,127,021
2,127,021
20,000
0
0
0
0
8,228,287
8,508,633
9,710,215
9,668,671
9,617,647
7,603,187
7,880,609
9,079,258
9,034,053
8,978,967
0
0
0
0
0
625,100
628,024
630,957
634,618
638,680
Total Expenditures
67,970,945
69,060,492
70,652,750
72,349,397
74,198,719
Net Operating Expenditures
32,374,627
33,384,897
34,481,882
35,511,341
36,569,395
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Note: Totals may not add due to rounding.
Page 621
2021 FINANCIAL PLAN
CITY OF KELOWNA
Active Living & Culture Revenues and Expenditures by Year
2021
2022
2023
2024
2025
Revenue Parcel Tax
0
0
0
0
0
(3,943,261)
(4,695,686)
(4,851,937)
(5,015,932)
(5,185,470)
Sales of Service
(2,824,075)
(3,182,631)
(3,288,534)
(3,399,686)
(3,514,595)
User Fees
(1,119,186)
(1,513,055)
(1,563,403)
(1,616,246)
(1,670,875)
(1,102,750)
(177,633)
(181,186)
(184,810)
(188,507)
0
0
0
0
0
(1,038,600)
(112,200)
(114,444)
(116,733)
(119,068)
Fees and Charges
Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds
0
(64,150) (506,100)
0
(65,433) (10,000)
0
(66,742) (10,000)
0
(68,077) 0
0
(69,439) 0
0
0
0
0
0
0 (506,100)
0 (10,000)
0 (10,000)
0 0
0 0
(5,552,111)
(4,883,319)
(5,043,123)
(5,200,742)
(5,373,977)
Salaries and Wages
6,111,541
6,494,374
6,710,476
6,937,290
7,171,770
Internal Equipment
194,205
198,089
202,051
206,092
210,214
Material and Other
4,275,537
4,024,958
4,100,255
4,172,060
4,255,501
Contract Services
Development Cost Charges Accumulated Surplus Total Revenue Expenditures
4,714,858
3,905,435
3,983,544
3,808,215
3,884,379
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
0 816,904
Transfer to Funds
724,404
816,904
816,904
816,904
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
0
0
0
0
724,404
816,904
816,904
816,904
816,904
Total Expenditures
16,020,545
15,439,760
15,813,230
15,940,561
16,338,768
Net Operating Expenditures
10,468,434
10,556,441
10,770,107
10,739,819
10,964,791
Accumulated Surplus
Note: Totals may not add due to rounding.
Page 622
2021 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services - Human Resources & Risk Management Revenues and Expenditures by Year
2021
2022
2023
2024
2025
0 (71,000) (15,000) (56,000) (655,100) 0 (535,500) 0 (119,600) (757,100) 0 0 (757,100)
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
(1,483,200)
(126,480)
(129,009)
(131,589)
(134,221)
2,391,054 900 4,110,065 282,376 0
2,503,113 918 2,625,322 288,024 0
2,586,405 936 2,677,828 293,784 0
2,673,825 955 2,731,385 299,660 0
2,764,200 974 2,786,013 305,653 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
6,784,395
5,417,377
5,558,953
5,705,825
5,856,840
Net Operating Expenditures
5,301,195
5,290,897
5,429,944
5,574,236
5,722,619
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest
Note: Totals may not add due to rounding.
Page 623
2021 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services - Community Safety Revenues and Expenditures by Year
2021
2022
2023
2024
2025
Revenue Parcel Tax
0
0
0
0
0
(878,708)
(900,316)
(922,334)
(945,089)
(968,444)
Sale of Service
(730,724)
(748,562)
(766,739)
(785,517)
(804,786)
User Fees
(147,984)
(151,754)
(155,595)
(159,572)
(163,658)
(5,087,692)
(5,189,446)
(5,293,235)
(5,399,099)
(5,507,081)
0
0
0
0
0
Fees and Charges
Other Revenue Interest
(4,172,000)
(4,255,440)
(4,340,549)
(4,427,360)
(4,515,907)
Services to Other Governments
Grants
(753,763)
(768,838)
(784,215)
(799,899)
(815,897)
Interdepartment Transfer
(161,929)
(165,168)
(168,471)
(171,840)
(175,277)
(476,000)
0
0
0
0
(25,000)
0
0
0
0
Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue
0
0
0
0
0
(451,000)
0
0
0
0
(6,442,400)
(6,089,762)
(6,215,569)
(6,344,188)
(6,475,525)
Salaries and Wages
9,719,573
10,451,215
10,798,982
11,163,988
11,541,331
Internal Equipment
171,229
173,634
177,106
180,648
184,261
Material and Other
1,346,633
1,140,353
747,000
761,940
777,179
38,790,986
41,545,266
44,862,089
48,250,474
51,659,816
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
Expenditures
Contract Services
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
Accumulated Surplus
0
0
0
0
0
Total Expenditures
50,028,421
53,310,468
56,585,177
60,357,050
64,162,587
Net Operating Expenditures
43,586,021
47,220,706
50,369,608
54,012,862
57,687,062
Transfer to Funds
Note: Totals may not add due to rounding.
Page 624
2021 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services - Fire Department Revenues and Expenditures by Year
2021
2022
2023
2024
2025
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 (2,528,791) (819,260) (1,709,531) (275,276) 0 0 (275,276) 0 (50,000) 0 0 (50,000)
0 (2,579,367) (835,645) (1,743,722) (280,782) 0 0 (280,782) 0 0 0 0 0
0 (2,630,954) (852,358) (1,778,596) (286,397) 0 0 (286,397) 0 0 0 0 0
0 (2,683,573) (869,405) (1,814,168) (292,125) 0 0 (292,125) 0 0 0 0 0
0 (2,737,244) (886,793) (1,850,451) (297,968) 0 0 (297,968) 0 0 0 0 0
Total Revenue
(2,854,067)
(2,860,149)
(2,917,351)
(2,975,698)
(3,035,212)
Salaries and Wages
20,112,151
20,858,002
21,552,058
22,280,518
23,033,600
Internal Equipment
153,183
156,247
159,372
162,559
165,810
Material and Other
1,517,340
1,439,560
1,468,351
1,497,718
1,527,672
Revenue
Expenditures
Contract Services
250,691
504,705
520,919
531,337
541,964
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
140,445 140,445 0 1,268,323 900,000 0 368,323
140,445 140,445 0 1,268,323 900,000 0 368,323
140,445 140,445 0 1,268,323 900,000 0 368,323
140,445 140,445 0 1,268,323 900,000 0 368,323
140,445 140,445 0 1,268,323 900,000 0 368,323
Total Expenditures
23,442,133
24,367,282
25,109,468
25,880,900
26,677,814
Net Operating Expenditures
20,588,066
21,507,133
22,192,117
22,905,202
23,642,602
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Note: Totals may not add due to rounding.
Page 625
2021 FINANCIAL PLAN
CITY OF KELOWNA
Corporate Strategic Services Revenues and Expenditures by Year
2021
2022
2023
2024
2025
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) (398,797) 0 0 0 (398,797) (17,300) 0 0 (17,300)
0 (137,088) (2,448) (134,640) (282,129) 0 0 0 (282,129) 0 0 0 0
0 (139,830) (2,497) (137,333) (287,772) 0 0 0 (287,772) 0 0 0 0
0 (142,627) (2,547) (140,080) (293,527) 0 0 0 (293,527) 0 0 0 0
0 (145,480) (2,598) (142,882) (299,398) 0 0 0 (299,398) 0 0 0 0
Total Revenue
(550,497)
(419,217)
(427,602)
(436,154)
(444,878)
Revenue
Expenditures Salaries and Wages
5,755,151
5,823,345
6,017,118
6,220,497
Internal Equipment
6,500
6,630
6,763
6,898
7,036
Material and Other
2,627,894
2,716,458
2,770,787
2,826,203
2,882,727
Contract Services
0
0
0
0
0
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
8,566,065
8,722,953
8,971,188
9,230,118
9,497,033
Net Operating Expenditures
8,015,568
8,303,736
8,543,586
8,793,964
9,052,155
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
6,430,750
Note: Totals may not add due to rounding.
Page 626
2021 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services Revenues and Expenditures by Year
2021
2022
2023
2024
2025
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest
0
0
0
0
0
(484,601)
(500,981)
(517,651)
(500,981)
(500,981)
(484,601)
(500,981)
(517,651)
(500,981)
(500,981)
0
0
0
0
0
(1,047,379)
(937,941)
(959,607)
(983,764)
(1,013,794)
0
0
0
0
0 0
Grants
0
0
0
0
Services to Other Governments
0
0
0
0
0
(1,047,379)
(937,941)
(959,607)
(983,764)
(1,013,794)
(479,860)
0
0
0
0
0
0
0
0
0
Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue
0
0
0
0
0
(479,860)
0
0
0
0
(2,011,840)
(1,438,922)
(1,477,258)
(1,484,745)
(1,514,775)
Salaries and Wages
6,029,971
6,292,814
6,502,209
6,721,984
6,949,187
Internal Equipment
5,880
5,998
6,118
6,240
6,365
Material and Other
1,167,422
672,549
686,000
699,720
713,714
Expenditures
Contract Services
71,587
15,389
15,697
16,011
16,331
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
54,978
54,978
54,978
54,978
54,978
54,978
54,978
54,978
54,978
54,978
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges
0
0
0
0
0
Accumulated Surplus
0
0
0
0
0
Total Expenditures
7,329,838
7,041,728
7,265,002
7,498,933
7,740,575
Net Operating Expenditures
5,317,998
5,602,806
5,787,744
6,014,188
6,225,800
Note: Totals may not add due to rounding.
Page 627
2021 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services - Debt & Other Revenues and Expenditures by Year
2021
2022
2023
2024
2025
Revenue Library Requisition
(6,926,600)
(7,065,132)
(7,206,435)
(7,350,564)
(7,497,575)
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 (326,701) (231,900) (94,801) (11,231,063) (373,620) 0 (5,238,666) (5,618,777) (2,606,916) (1,157,646) (1,449,270) 0
0 (298,701) (231,900) (66,801) (11,455,684) (381,092) 0 (5,343,439) (5,731,153) (1,953,044) (1,157,644) (795,400) 0
0 (298,701) (231,900) (66,801) (10,410,308) (388,714) 0 (5,450,308) (4,571,286) (1,738,316) (942,916) (795,400) 0
0 (298,701) (231,900) (66,801) (10,618,514) (396,488) 0 (5,559,314) (4,662,712) (1,738,316) (942,916) (795,400) 0
0 (298,701) (231,900) (66,801) (10,830,884) (404,418) 0 (5,670,500) (4,755,966) (1,738,316) (942,916) (795,400) 0
Total Revenue
(21,091,280)
(20,772,561)
(19,653,760)
(20,006,095)
(20,365,476)
Salaries and Wages
(1,564,325)
(1,564,325)
(1,564,325)
(1,564,325)
(1,564,325)
Internal Equipment
0
0
0
0
0
Material and Other
7,652,391
7,805,439
7,961,548
8,120,779
8,283,195
Expenditures
Contract Services
0
806,500
806,500
822,630
839,083
Debt Interest
2,497,293
3,761,153
5,070,907
5,702,736
5,820,267
Debt Principal
5,937,375
7,199,505
8,141,353
9,350,622
9,566,968
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
213,000 213,000 0 21,600,371 13,592,666 0 8,007,705
213,000 213,000 0 21,600,371 13,592,666 0 8,007,705
213,000 213,000 0 21,600,371 13,592,666 0 8,007,705
213,000 213,000 0 21,600,371 13,592,666 0 8,007,705
213,000 213,000 0 21,600,371 13,592,666 0 8,007,705
Total Expenditures
36,336,105
39,821,643
42,229,354
44,245,813
44,758,559
Net Operating Expenditures
15,244,825
19,049,082
22,575,594
24,239,718
24,393,083
Note: Totals may not add due to rounding.
Page 628
2021 FINANCIAL PLAN
CITY OF KELOWNA
City Clerk Revenues and Expenditures by Year
2021
2022
2023
2024
2025
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) (151,100) 0 0 0 (151,100) 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
(161,100)
(91,938)
(93,914)
(95,940)
(98,011)
979,025 0 427,983 91,902 0 0 0 0 0 0 0 0 0
956,911 0 419,509 93,740 0 0 0 0 0 0 0 0 0
988,753 0 427,899 95,615 0 0 0 0 0 0 0 0 0
1,022,173 0 436,457 97,527 0 0 0 0 0 0 0 0 0
1,056,722 0 445,186 99,478 0 0 0 0 0 0 0 0 0
Total Expenditures
1,498,910
1,470,160
1,512,267
1,556,157
1,601,386
Net Operating Expenditures Note: Totals may not add due to rounding.
1,337,810
1,378,222
1,418,353
1,460,217
1,503,375
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 629
2021 FINANCIAL PLAN
CITY OF KELOWNA
Operating Summary - Airport & Utility Funds Revenues and Expenditures by Year
2021
2022
2023
2024
2025
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue
(3,195,727)
(3,422,977)
(3,446,741)
(3,470,144)
(3,309,310)
(48,830,145)
(72,527,664)
(83,231,428)
(88,950,750)
(89,814,642)
(47,202,075)
(70,712,201)
(81,206,045)
(86,895,596)
(87,729,448)
(1,628,070)
(1,815,463)
(2,025,383)
(2,055,154)
(2,085,194)
(2,966,056)
(3,005,387)
(3,023,607)
(3,033,645)
(2,974,281)
(543,352)
(1,264,363)
(1,278,007)
(1,282,789)
(1,264,291)
(1,131,085)
(298,382)
(297,784)
(297,784)
(251,577)
0
(325,423)
(330,597)
(335,853)
(341,194)
(1,291,619)
(1,117,219)
(1,117,219)
(1,117,219)
(1,117,219) (6,654,277)
Interest Grants Other Interdepartment Transfer Transfers from Funds
(13,055,734)
(6,917,969)
(17,433,062)
(16,981,094)
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
(252,310)
(252,310)
(252,310)
(252,310)
(13,055,734)
(6,665,659)
(17,180,752)
(16,728,784)
(6,401,967)
(68,047,662)
(85,873,997)
(107,134,838)
(112,435,633)
(102,752,510)
Salaries and Wages
13,218,730
13,708,748
13,964,580
14,824,100
15,042,555
Internal Equipment
1,615,720
1,638,753
1,671,428
1,705,719
1,738,306
Material and Other
17,542,976
17,204,497
18,075,994
18,883,013
18,908,551
Contract Services Debt Interest Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
199,473 1,231,146 3,825,602 9,204,360 7,344,944 1,859,416 11,079,055 156,310 0 10,922,745
267,259 1,505,133 3,356,100 6,601,859 6,515,254 86,605 28,536,548 156,310 0 28,380,238
337,183 1,954,788 4,198,731 6,744,598 6,657,045 87,553 34,246,836 156,310 0 34,090,526
349,175 2,111,171 4,492,884 7,592,044 7,502,539 89,505 36,994,687 156,310 0 36,838,377
357,759 2,031,419 4,385,690 6,491,597 6,403,077 88,520 37,423,418 156,310 0 37,267,108
Total Expenditures
57,917,062
72,818,897
81,194,138
86,952,793
86,379,295
(10,130,600)
(13,055,100)
(25,940,700)
(25,482,840)
(16,373,215)
Accumulated Surplus Total Revenue Expenditures
Net Operating Expenditures Note: Totals may not add due to rounding. 2021 Operating revenues by Airport & Utility funds
2021 Operating expenditure by Airport & Utility funds
Airport 37%
Airport 44%
Wastewater 33%
Wastewater 28%
Water 30%
Water 28%
Total = $68.0M
Total = $57.9M
Page 630
2021 FINANCIAL PLAN
CITY OF KELOWNA
Airport Fund Revenues and Expenditures by Year
2021
2022
2023
2024
2025
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 (13,966,060) (12,374,510) (1,591,550) (1,093,500) (158,000) (935,500) 0 0 (10,277,894) 0 0 (10,277,894)
0 (36,351,522) (34,673,309) (1,678,213) (133,385) (17,885) (115,500) 0 0 (6,665,659) 0 0 (6,665,659)
0 (45,240,344) (43,352,956) (1,887,388) (133,778) (18,278) (115,500) 0 0 (6,591,771) 0 0 (6,591,771)
0 (49,058,314) (47,141,915) (1,916,399) (134,592) (19,092) (115,500) 0 0 (7,369,739) 0 0 (7,369,739)
0 (47,907,894) (45,962,230) (1,945,664) (134,181) (18,681) (115,500) 0 0 (6,401,967) 0 0 (6,401,967)
Total Revenue
(25,337,454)
(43,150,566)
(51,965,893)
(56,562,645)
(54,444,042)
4,439,976 34,050 9,409,205 24,960
4,624,143 34,630 9,880,002 40,326
4,843,664 35,222 10,509,911 55,699
5,064,081 36,789 10,987,280 58,177
4,952,647 35,997 10,745,942 56,925
Revenue
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services
584,250
741,750
1,191,750
1,349,250
1,349,250
Debt Principal
Debt Interest
2,797,188
2,192,530
3,036,354
3,331,693
3,331,693
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
2,007,154 1,960,704 46,450 6,040,671 0 0 6,040,671
2,337,993 2,290,614 47,379 23,299,192 0 0 23,299,192
2,480,732 2,432,405 48,327 29,812,561 0 0 29,812,561
3,328,178 3,277,899 50,279 32,407,197 0 0 32,407,197
2,227,731 2,178,437 49,294 31,743,857 0 0 31,743,857
25,337,454
43,150,566
51,965,893
56,562,645
54,444,042
0
0
0
0
0
Surplus/(Deficit) (Included Above) (4,237,223) 16,633,533 Note: Totals may not add due to rounding. The Surplus/(Deficit) is the overall surplus/(deficit) budgeted for the fund during the year.
23,220,790
25,037,458
25,341,890
Total Expenditures Net Operating Expenditures
Page 631
2021 FINANCIAL PLAN
CITY OF KELOWNA
Wastewater Fund Revenues and Expenditures by Year
2021
2022
2023
2024
2025
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
(1,295,562) (18,427,360) (18,427,360) 0 (1,459,716) (267,592) (182,885) 0 (1,009,239) (963,790) 0 0 (963,790)
(1,042,832) (19,907,104) (19,807,104) (100,000) (2,291,153) (1,186,032) (182,882) 0 (922,239) (252,310) 0 (252,310) 0
(1,041,294) (20,626,498) (20,526,498) (100,000) (2,302,845) (1,198,322) (182,284) 0 (922,239) (10,841,291) 0 (252,310) (10,588,981)
(1,041,294) (21,351,083) (21,251,083) (100,000) (2,305,836) (1,201,313) (182,284) 0 (922,239) (9,611,355) 0 (252,310) (9,359,045)
(855,587) (22,101,246) (22,001,246) (100,000) (2,240,551) (1,182,235) (136,077) 0 (922,239) (252,310) 0 (252,310) 0
Total Revenue
(22,146,428)
(23,493,399)
(34,811,928)
(34,309,568)
(25,449,694)
Salaries and Wages
4,218,248
4,319,928
4,196,625
4,669,287
4,827,109
Internal Equipment
884,322
902,008
920,049
938,450
957,219
Material and Other
3,970,454
3,631,940
3,752,794
3,962,342
4,096,269
Contract Services
102,177
105,631
109,145
112,834
116,648
Debt Interest
350,356
466,849
466,504
466,504
387,281
Debt Principal
693,128
828,294
827,101
827,101
720,617
4,408,090 3,381,500 1,026,590 1,574,653 156,310 0 1,418,343
3,271,500 3,271,500 0 1,262,249 156,310 0 1,105,939
3,271,500 3,271,500 0 643,210 156,310 0 486,900
3,271,500 3,271,500 0 352,310 156,310 0 196,000
3,271,500 3,271,500 0 873,936 156,310 0 717,626
Total Expenditures
16,201,428
14,788,399
14,186,928
14,600,328
15,250,579
Net Operating Expenditures
(5,945,000)
(8,705,000)
(20,625,000)
(19,709,240)
(10,199,115)
1,222,343
628,239
(10,588,981)
(9,359,045)
521,626
Expenditures
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
Surplus/(Deficit) (Included Above) Note: Totals may not add due to rounding.
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 632
2021 FINANCIAL PLAN
CITY OF KELOWNA
Water Fund Revenues and Expenditures by Year
2021
2022
2023
2024
2025
Revenue Parcel Tax Fees and Charges Sales of Service Other User Fees Other Revenue Interest Grants Other Services to Other Governments Interdepartment Transfer Interfund Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
(1,900,165) (16,436,725) (16,400,205) 0 (36,520) (412,840) (117,760) (12,700) 0 0 (282,380) 0 (1,814,050) 0 0 (1,814,050)
(2,380,145) (16,269,038) (16,231,788) 0 (37,250) (580,849) (60,446) 0 (325,423) 0 (194,980) 0 0 0 0 0
(2,405,447) (17,364,586) (17,326,591) 0 (37,995) (586,984) (61,407) 0 (330,597) 0 (194,980) 0 0 0 0 0
(2,428,850) (18,541,353) (18,502,598) 0 (38,755) (593,217) (62,384) 0 (335,853) 0 (194,980) 0 0 0 0 0
(2,453,723) (19,805,502) (19,765,972) 0 (39,530) (599,549) (63,375) 0 (341,194) 0 (194,980) 0 0 0 0 0
Total Revenue
(20,563,780)
(19,230,032)
(20,357,017)
(21,563,420)
(22,858,774)
4,560,506 697,348 4,163,317 72,336
4,764,677 702,115 3,692,555 121,302
4,924,291 716,157 3,813,289 172,339
5,090,732 730,480 3,933,391 178,164
5,262,799 745,090 4,066,340 184,186
296,540
296,534
296,534
295,417
294,888
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal
335,286
335,276
335,276
334,090
333,380
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges
2,789,116 2,002,740 786,376 3,463,731 0 0
992,366 953,140 39,226 3,975,107 0 0
992,366 953,140 39,226 3,791,065 0 0
992,366 953,140 39,226 4,235,180 0 0
992,366 953,140 39,226 4,805,625 0 0
Accumulated Surplus
3,463,731
3,975,107
3,791,065
4,235,180
4,805,625
Total Expenditures
16,378,180
14,879,932
15,041,317
15,789,820
16,684,674
Net Operating Expenditures
(4,185,600)
(4,350,100)
(5,315,700)
(5,773,600)
(6,174,100)
128,373
698,765
514,147
966,876
1,536,727
Surplus/(Deficit) (Included Above) Note: Totals may not add due to rounding.
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 633
2021 FINANCIAL PLAN
CITY OF KELOWNA
Capital Summary - General Fund Cost Centre
300 301 302 304 305 306 308 310 311
Real Estate & Parking Buildings Parks Transportation Solid Waste Storm Drainage Information Services Vehicle & Mobile Equipment Fire
2021
2022
2023
2024
2025
4,502,600 13,949,100 32,538,200 42,048,400 8,036,950 8,741,100 6,381,800 9,311,500 1,150,300 126,659,950
4,493,186 23,061,316 22,000,546 13,942,690 5,310,000 4,368,427 578,546 2,831,009 3,861,232 80,446,952
2,807,977 29,381,359 23,222,557 20,616,603 6,860,000 4,538,828 3,034,074 4,001,221 318,419 94,781,038
5,062,951 14,718,834 25,263,884 22,756,549 7,450,000 6,372,843 908,473 3,377,685 773,851 86,685,070
3,337,259 18,191,682 22,898,390 20,127,883 6,160,000 6,006,584 933,984 2,650,550 716,992 81,023,324
12,070,900 73,793,600 24,131,330 7,158,600 6,084,530 1,732,250 1,688,740 126,659,950
13,003,000 25,304,891 21,094,316 17,805,940 1,400,000 1,015,000 823,805 80,446,952
14,093,000 31,137,241 24,827,427 21,700,000 1,766,666 770,565 486,139 94,781,038
15,239,000 38,168,466 24,750,010 2,742,540 2,266,667 3,000,479 517,908 86,685,070
16,431,000 22,767,859 28,223,744 10,061,293 2,033,334 736,500 769,594 81,023,324
Funding Sources: General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding* Dev/Comm/Other Contributions Utility Revenue Total Five-Year Capital Program
469,596,334
* 10-Year Capital Plan only includes confirmed Federal and Provincial Funding Note: Totals may not add due to rounding.
General Fund Capital Funding 2021 to 2025
Surplus/Reserves 40%
Debenture/Borrowing 13%
General Taxation 15%
Development Cost Charges 26%
Dev/Comm/Other Contributions 2%
Federal/Provincial Funding 3%
Utility Revenue 1%
Total = $469.6 M
Page 634
2021 FINANCIAL PLAN
CITY OF KELOWNA
Capital Funding Summary by Cost Centre General Fund 2021 to 2025 - Taxation
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
Cost Centre
% 4
Information Services
Storm Drainage
Transportation
Parks
Buildings
Real Estate & Parking
$0
General Fund Taxation
300
Real Estate & Parking
Total $ 20,203,973
301
Buildings
99,302,291
21
15,015,182
22
302
Parks
125,923,577
28
22,456,309
32
304
Transportation
119,492,125
25
21,504,434
30
305
Solid Waste
33,816,950
7
0
0
4,350,373
% 6
306
Storm Drainage
30,027,782
6
3,739,043
5
308
Information Services
11,836,877
3
3,450,777
5
310
Vehicle & Mobile Equipment
22,171,965
5
320,782
0
311
Fire
Total Five-Year Program
6,820,794
1
0
0
469,596,334
100.0
70,836,900
100.0
Note: Totals may not add due to rounding.
Page 635
2021 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 value, creating land assembly opportunities, creating a revenue generating land bank and providing trade potential. L2 L3 L4
Plan No. L1 L2 L3 L4
Road and Sidewalk Land Acquisition To fund the purchase of land required for the widening of roads to accommodate road improvements and/or sidewalks. Parking Infrastructure Funding to renew parking infrastructure and to invest in efficient parking management technology. Strategic Land Redevelopment Funding to redevelop City owned land to improve public benefit and encourage economic development. 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
2021 1,814,100 150,000 2,191,200 347,300 4,502,600
2022 1,815,186 25,000 2,403,000 250,000 4,493,186
2023 2,090,477 25,000 442,500 250,000 2,807,977
2024 2,279,392 142,559 2,391,000 250,000 5,062,951
2025 Five-Year Total 2,339,393 10,338,548 127,866 470,425 620,000 8,047,700 250,000 1,347,300 3,337,259 20,203,973
525,500 3,871,200 105,900 0 0 0 0 4,502,600
585,186 3,653,000 0 0 0 255,000 0 4,493,186
860,477 1,692,500 0 0 0 255,000 0 2,807,977
1,166,951 3,641,000 0 0 0 255,000 0 5,062,951
1,212,259 1,870,000 0 0 0 255,000 0 3,337,259
4,350,373 14,727,700 105,900 0 0 1,020,000 0 20,203,973
Note: Totals may not add due to rounding.
Page 636
2021 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 theaters, libraries, senior centres, community halls, art gallery, museums and the RCA.
B3
B4
B5 B6
B7
Plan No. B1 B2 B3 B4 B5 B6 B7
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. 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 2,692,000 532,700 5,933,900 360,900 10,000 4,419,600 0 13,949,100
2021 19,505,940 0 1,738,400 0 0 93,710 1,723,266 23,061,316
2022 25,324,700 0 1,955,700 0 0 93,411 2,007,548 29,381,359
2023 848,000 858,600 10,870,300 0 0 88,243 2,053,691 14,718,834
2024 Five-Year Total 577,700 48,948,340 9,593,000 10,984,300 5,671,000 26,169,300 0 360,900 0 10,000 0 4,694,964 2,349,982 8,134,487 18,191,682 99,302,291
2,720,500 10,333,700 309,000 0 0 300,000 285,900 13,949,100
2,809,526 2,445,850 0 17,805,940 0 0 0 23,061,316
2,843,725 4,837,634 0 21,700,000 0 0 0 29,381,359
3,311,737 8,664,557 0 2,742,540 0 0 0 14,718,834
3,329,693 4,800,696 0 10,061,293 0 0 0 18,191,682
15,015,182 31,082,436 309,000 52,309,773 0 300,000 285,900 99,302,291
Note: Totals may not add due to rounding.
Page 637
2021 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 infill/conversion units and Land Use Contracts not required to pay DCC's. P2 P3
P4
P5
P6
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. 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. 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. 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.
P10
Urban Streetscape and Urban Centres Development and Renewal An allocation for urban centre improvements, enhanced streetscapes and walkways, and other urban spaces that are not defined parks.
Plan No. P1 P2 P3 P4 P5 P6 P7 P8 P9 P10
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 Urban Streetscape and Urban Centres
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2021 6,414,600 0 2,225,300 6,200,400 6,059,200 8,628,200 1,498,700 888,100 554,800 68,900 32,538,200
2022 12,292,000 0 0 6,093,038 2,009,990 0 458,974 1,146,544 0 0 22,000,546
2023 11,396,000 0 2,658,287 3,065,907 5,881,478 0 0 220,885 0 0 23,222,557
2024 11,396,000 0 4,152,499 0 1,299,870 7,620,804 75,057 719,654 0 0 25,263,884
2025 Five-Year Total 11,396,000 52,894,600 0 0 3,478,487 12,514,573 0 15,359,345 2,539,659 17,790,197 4,268,200 20,517,204 270,000 2,302,731 946,044 3,921,227 0 554,800 0 68,900 22,898,390 125,923,577
2,565,000 11,661,840 15,097,330 0 3,214,030 0 0 32,538,200
3,968,323 1,225,775 16,806,448 0 0 0 0 22,000,546
5,843,190 1,283,941 16,095,426 0 0 0 0 23,222,557
4,757,826 2,313,382 17,817,676 0 0 375,000 0 25,263,884
5,321,969 729,059 16,847,362 0 0 0 0 22,898,390
22,456,309 17,213,996 82,664,242 0 3,214,030 375,000 0 125,923,577
Note: Totals may not add due to rounding.
Page 638
2021 FINANCIAL PLAN
CITY OF KELOWNA
Transportation Capital Plan No. Plan Description T1 Development Cost Charge (DCC) Roads Allocation for design, land and construction costs associated with DCC Road projects. T2 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
T7
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 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.
T9
Transit Facilities 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
2021 14,907,900 8,643,800 1,314,300 7,677,700 1,681,900 6,163,900 817,000 453,500 388,400 42,048,400
2022 4,229,324 3,264,329 350,000 3,974,037 450,000 360,000 420,000 450,000 445,000 13,942,690
2023 10,204,135 3,687,600 350,000 3,819,868 375,000 450,000 445,000 500,000 785,000 20,616,603
2024 9,369,689 5,453,333 350,000 4,476,927 1,920,000 501,600 515,000 0 170,000 22,756,549
2025 Five-Year Total 14,610,807 53,321,855 579,200 21,628,262 350,000 2,714,300 2,616,576 22,565,108 500,000 4,926,900 500,300 7,975,800 465,000 2,662,000 50,000 1,453,500 456,000 2,244,400 20,127,883 119,492,125
5,293,200 19,285,600 8,619,100 7,158,600 663,900 1,028,000 0 42,048,400
4,608,320 4,336,502 4,287,868 0 0 710,000 0 13,942,690
3,622,159 7,796,878 8,732,001 0 0 465,565 0 20,616,603
4,001,392 9,502,344 6,932,334 0 0 2,320,479 0 22,756,549
3,979,362 4,340,639 11,376,382 0 0 431,500 0 20,127,883
21,504,434 45,261,962 39,947,685 7,158,600 663,900 4,955,544 0 119,492,125
Note: Totals may not add due to rounding.
Page 639
2021 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 SW9
Closure and Reclamation Required for design and construction of final cover system and closure infrastructure and reclamation of disturbed areas to natural state. Solid Waste Renewal Renewal and replacement of site infrastructure and equipment.
Plan No. SW1 SW2 SW3 SW4 SW5 SW6 SW7 SW8 SW9
Plan Description Equipment Site Improvement Gas Management Leachate Management Drainage & Groundwater Management Recycling and Waste Management Landfill Area Development Closure and Reclamation Solid Waste Renewal
2021 300,000 2,268,550 657,300 199,800 94,200 616,400 3,790,700 0 110,000 8,036,950
2022 300,000 2,600,000 450,000 0 1,500,000 0 0 0 460,000 5,310,000
2023 350,000 4,825,000 750,000 225,000 0 0 250,000 0 460,000 6,860,000
2024 350,000 100,000 450,000 1,000,000 250,000 0 4,300,000 540,000 460,000 7,450,000
2025 Five-Year Total 350,000 1,650,000 100,000 9,893,550 450,000 2,757,300 0 1,424,800 2,750,000 4,594,200 0 616,400 2,050,000 10,390,700 0 540,000 460,000 1,950,000 6,160,000 33,816,950
Funding Sources General Taxation
0
0
0
0
0
0
Surplus/Reserves
7,220,750
5,310,000
6,860,000
7,450,000
6,160,000
33,000,750
Development Cost Charges
0
0
0
0
0
0
Debenture/Borrowing
0
0
0
0
0
0
0
0
0
0
0
0
304,250
0
0
0
0
304,250
Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
511,950
0
0
0
0
511,950
8,036,950
5,310,000
6,860,000
7,450,000
6,160,000
33,816,950
Note: Totals may not add due to rounding.
Page 640
2021 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
2021 7,576,400 465,500 699,200 8,741,100
2022 4,250,000 118,427 4,368,427
2023 4,416,670 122,158 4,538,828
2024 6,372,843 6,372,843
2025 Five-Year Total 5,586,584 28,202,497 120,000 703,927 300,000 1,121,358 6,006,584 30,027,782
500,000 5,734,500 0 0 2,206,600 0 300,000 8,741,100
451,376 2,292,051 0 0 1,400,000 0 225,000 4,368,427
122,158 2,650,004 0 0 1,766,666 0 0 4,538,828
1,054,178 3,051,998 0 0 2,266,667 0 0 6,372,843
1,611,331 2,361,919 0 0 2,033,334 0 0 6,006,584
3,739,043 16,090,472 0 0 9,673,267 0 525,000 30,027,782
Note: Totals may not add due to rounding.
Page 641
2021 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 I2 Server and Data Storage To provide equipment and software in City Hall data centre to support the various systems in place for staff and includes equipment for the Fire Hall data centre. Included are servers, disk storage, tape backups and the related software. 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
2021 455,500 360,500 4,079,600 1,486,200 6,381,800
2022 202,609 88,892 183,710 103,335 578,546
2023 447,275 98,857 2,260,000 227,942 3,034,074
2024 408,706 200,351 171,729 127,687 908,473
2025 Five-Year Total 518,249 2,032,339 45,152 793,752 144,488 6,839,527 226,095 2,171,259 933,984 11,836,877
Funding Sources General Taxation 455,700 Surplus/Reserves 5,275,210 Development Cost Charges 0 Debenture/Borrowing 0 Federal/Provincial Funding 0 Dev/Comm/Other Contributions 100,000 Utility Revenue 550,890 6,381,800
528,546 0 0 0 0 50,000 0 578,546
724,074 2,260,000 0 0 0 50,000 0 3,034,074
858,473 0 0 0 0 50,000 0 908,473
883,984 0 0 0 0 50,000 0 933,984
3,450,777 7,535,210 0 0 0 300,000 550,890 11,836,877
Note: Totals may not add due to rounding.
Page 642
2021 FINANCIAL PLAN
CITY OF KELOWNA
Vehicle & Mobile Equipment Capital Plan V1
V2
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. 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
2021 636,000 8,675,500 9,311,500
2022 890,535 1,940,474 2,831,009
2023 744,745 3,256,476 4,001,221
2024 743,322 2,634,363 3,377,685
2025 Five-Year Total 1,167,879 4,182,481 1,482,671 17,989,484 2,650,550 22,171,965
11,000 9,260,500 0 0 0 0 40,000 9,311,500
51,722 2,180,482 0 0 0 0 598,805 2,831,009
77,216 3,437,866 0 0 0 0 486,139 4,001,221
88,442 2,771,335 0 0 0 0 517,908 3,377,685
92,402 1,788,554 0 0 0 0 769,594 2,650,550
320,782 19,438,737 0 0 0 0 2,412,446 22,171,965
Note: Totals may not add due to rounding.
Page 643
2021 FINANCIAL PLAN
CITY OF KELOWNA
Fire Capital Plan No. Plan Description F1 Vehicle/Equipment Renewal 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. F2 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. F3 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
2021 1,150,300 0 0 1,150,300
2022 3,324,546 86,686 450,000 3,861,232
2023 0 88,419 230,000 318,419
2024 0 177,851 596,000 773,851
2025 Five-Year Total 0 4,474,846 91,992 444,948 625,000 1,901,000 716,992 6,820,794
0 1,150,300 0 0 0 0 0 1,150,300
0 3,861,232 0 0 0 0 0 3,861,232
0 318,419 0 0 0 0 0 318,419
0 773,851 0 0 0 0 0 773,851
0 716,992 0 0 0 0 0 716,992
0 6,820,794 0 0 0 0 0 6,820,794
Note: Totals may not add due to rounding.
Page 644
2021 FINANCIAL PLAN
CITY OF KELOWNA
Capital Summary - Utility Funds Cost Centre 312 Airport 313 Water 314 Wastewater
Funding Sources: Water Utility Operating Wastewater Utility Operating Reserves/Surplus Development Cost Charges Debenture Borrowing Federal/Provincial Contributions* Dev/Comm/Other Contributions
2023
2024
2025
83,257,100 18,792,700 9,650,700 111,700,500
2021
10,637,000 5,052,200 8,760,000 24,449,200
2022
15,639,000 11,150,200 20,680,000 47,469,200
4,590,000 5,982,200 24,864,570 35,436,770
23,189,000 9,837,200 13,546,908 46,573,108
4,185,600 5,945,000 94,834,440 1,874,660 0 4,605,800 255,000 111,700,500
4,350,100 8,705,000 10,637,000 607,100 0 0 150,000 24,449,200
5,315,700 20,625,000 15,639,000 5,739,500 0 0 150,000 47,469,200
5,773,600 19,709,240 4,590,000 3,177,730 0 0 2,186,200 35,436,770
6,174,100 10,199,115 23,189,000 6,860,893 0 0 150,000 46,573,108 265,628,778
Total Five-Year Capital Program * 10-Year Capital Plan only includes confirmed Federal and Provincial Funding Note: Totals may not add due to rounding.
Utility Funds Capital Funding 2021 to 2025
Water Utility Operating 10%
Wastewater Utility Operating 25%
Reserves/Surplus 55%
Development Cost Charges 7%
Debenture Borrowing 0%
Federal/Provincial Contributions 2%
Dev/Comm/Other Contributions 1%
Total = $265.6 M
Page 645
2021 FINANCIAL PLAN
CITY OF KELOWNA
Airport Capital Plan No. Plan Description A1 Airside Funding for East Lands roads and servicing, stormwater infrastructure, and other small capital projects Groundside A2 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. Terminal A3 Funding for Airport terminal building renovations, technology, bridge upgrades, and other small capital projects. Airport Improvement Fees A4 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. A1 A2 A3 A4
Plan Description Airside Groundside Terminal Airport Improvement Fees
Funding Sources: General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2021 250,000 3,056,400 2,001,400 77,949,300 83,257,100
2022 612,000 1,241,000 2,082,000 6,702,000 10,637,000
2023 335,000 50,000 1,492,000 13,762,000 15,639,000
2024 50,000 70,000 722,000 3,748,000 4,590,000
2025 Five-Year Total 361,000 1,608,000 4,330,000 8,747,400 400,000 6,697,400 18,098,000 120,259,300 23,189,000 137,312,100
0 83,257,100 0 0 0 0 0 83,257,100
0 10,637,000 0 0 0 0 0 10,637,000
0 15,639,000 0 0 0 0 0 15,639,000
0 4,590,000 0 0 0 0 0 4,590,000
0 23,189,000 0 0 0 0 0 23,189,000
0 137,312,100 0 0 0 0 0 137,312,100
Note: Totals may not add due to rounding.
Page 646
2021 FINANCIAL PLAN
CITY OF KELOWNA
Water Capital Plan No. Plan Description DCC Pipes (Mains) W1 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
2021 297,900 684,200 350,000 215,700 117,200 6,648,800 9,820,500 658,400 18,792,700
2022 500,000 0 0 0 117,200 3,500,000 465,000 470,000 5,052,200
2023 5,700,000 0 0 0 117,200 4,000,000 513,000 820,000 11,150,200
2024 0 0 0 0 117,200 3,850,000 695,000 1,320,000 5,982,200
2025 Five-Year Total 3,500,000 9,997,900 0 684,200 0 350,000 0 215,700 117,200 586,000 4,750,000 22,748,800 150,000 11,643,500 1,320,000 4,588,400 9,837,200 50,814,500
0 8,969,840 776,460 0 4,605,800 255,000 4,185,600 18,792,700
0 0 552,100 0 0 150,000 4,350,100 5,052,200
0 0 5,684,500 0 0 150,000 5,315,700 11,150,200
0 0 58,600 0 0 150,000 5,773,600 5,982,200
0 0 3,513,100 0 0 150,000 6,174,100 9,837,200
0 8,969,840 10,584,760 0 4,605,800 855,000 25,799,100 50,814,500
Note: Totals may not add due to rounding.
Page 647
2021 FINANCIAL PLAN
CITY OF KELOWNA
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. WW1 WW2 WW3 WW4 WW5 WW6
Plan Description DCC Pipes (Mains) DCC Lift Stations DCC Wastewater Treatment Facilities DCC Oversize Network and Facility Renewal Network and Facility Improvements
Funding Sources: General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2021 187,800 1,013,800 1,000,000 309,900 6,949,200 190,000 9,650,700
2022 0 1,500,000 800,000 110,000 6,250,000 100,000 8,760,000
2023 0 0 14,320,000 110,000 5,000,000 1,250,000 20,680,000
2024 4,682,570 2,212,000 12,760,000 110,000 5,000,000 100,000 24,864,570
2025 Five-Year Total 4,870,370 0 0 4,725,800 7,236,908 36,116,908 110,000 749,900 5,200,000 28,399,200 1,000,000 2,640,000 13,546,908 77,502,178
0 2,607,500 1,098,200 0 0 0 5,945,000 9,650,700
0 0 55,000 0 0 0 8,705,000 8,760,000
0 0 55,000 0 0 0 20,625,000 20,680,000
0 0 3,119,130 0 0 2,036,200 19,709,240 24,864,570
0 0 3,347,793 0 0 0 10,199,115 13,546,908
0 2,607,500 7,675,123 0 0 2,036,200 65,183,355 77,502,178
Note: Totals may not add due to rounding.
Page 648
Appendix
2021 FINANCIAL PLAN
CITY OF KELOWNA
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Page II
2021 FINANCIAL PLAN
CITY OF KELOWNA
APPENDIX
Supplemental information Citizen survey results The Citizen Survey is conducted to determine how satisfied the public is with municipal programs and services, and to learn what citizens’ service priorities are. Responses are weighted by age, gender and city-wide distribution to accurately reflect Kelowna’s population. Results are benchmarked against other local governments. Insights gained by this research help us make important decisions regarding planning, budgeting and service improvements. Ipsos has conducted Citizen Surveys for the City in 2020, 2018, 2017, 2015, and 2012. The latest Citizen Survey reports that: 92% of citizens have a good quality of life 91% of citizens are satisfied with the overall level and quality of City services • 89% of citizens agree that the City is inclusive and accepting of all • 87% of citizens feel safe in the community • 85% of citizens were satisfied with the customer service they received from the City • 79% of citizens believe they receive good value for their tax dollars • •
Areas of strength include fire and police services, drinking water quality for City Water Utility customers, road maintenance and snow removal, and community cleanliness. Areas of improvement identified are traffic flow management, addressing climate change and public transit.
Citizens were also asked how COVID-19 has impacted them. Forty-eight per cent of citizens have increased their use of parks and outdoor spaces over the past six months, 32 per cent are finding it challenging to meet their financial obligations and 18 per cent would like mandatory or more enforcement of mask use. Important issues for citizens include addressing social issues such as homelessness, mental health and addiction (79 per cent), encouraging a diverse supply of housing options at different price points (67 per cent) and drinking water (65 per cent). Citizens prioritize infrastructure renewal over building new by a margin of nearly twoto-one.
To review the detailed report, visit kelowna.ca and search for Citizen Survey.
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2021 FINANCIAL PLAN
CITY OF KELOWNA
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 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 indictors 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.
Page IV
2021 FINANCIAL PLAN
CITY OF KELOWNA
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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2021 FINANCIAL PLAN
CITY OF KELOWNA
Statistics Top 10 corporate taxpayers 2020 Rank 1 2 3 4 5 6 7 8 9 10
2019
Business (owner) name
Type of property
Rank
Orchard Park Shopping Centre FortisBC Inc Inland Natural Gas Co Ltd DHL No 48 Holdings Ltd McIntosh Properties Ltd Al Stober Construction Ltd RG Properties Ltd 4231 Investments Ltd TOLKO Industries LTD Al Stober Construction Ltd
Shopping Mall Electrical Utility Gas Utility Hotel & Convention Centre Shopping Mall Commercial Building Shopping Mall Shopping Mall Lumber Mill Commercial Building
1 2 3 4 5 6 7 8 9 10
Business (owner) name
Type of property
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
Shopping Mall Electrical Utility Commercial Building Gas Utility Hotel & Convention Centre Shopping Mall Shopping Mall Shopping Mall Shopping Mall Shopping Mall
Tax comparison analysis – 2019 & 2020 Business Assessed value Municipal General Tax Levy Infrastructure Levy School General Tax Levy Other Taxing Jurisdictions Regional District Levy Hospital Levy Library Levy BC Assessment Levy Total Tax Levy Residential Assessed value Municipal General Tax Levy Infrastructure Levy Other Municipal User Fees Garbage Collection/Waste Reduction School General Tax Levy Homeowner Grant Other Taxing Jurisdictions Regional District Levy Hospital Levy Library Levy BC Assessment Total Tax Levy
2019 2020 Difference Change 1,630,100.00 1,748,400.00 118,300.00 7.26%
11,371.37 253.51 11,624.88
11,397.11 465.09 11,862.20
25.74 211.58 237.32
0.23% 1.82% 2.05%
6,031.37
1,935.48
(4,095.89) -67.91%
987.69 991.75 520.49 176.38 20,332.56
1,065.19 1,101.23 541.46 192.15 16,697.71
77.50 7.85% 109.48 11.04% 20.97 4.03% 15.77 8.94% (3,634.85) -17.88%
2019 684,450
2020 684,450
Difference 42,530
Change 6.21%
2,026.99 45.19 2,072.18
2,031.77 82.92 2,114.69
4.78 37.73 42.51
0.23% 1.82% 2.05%
180.30
180.30
0.00
0.00%
958.50 (770.00) 188.50
996.17 (770.00) 226.17
37.66 0.00 37.66
6.63% 19.98%
169.26 169.95 92.81 26.63 2,899.63
168.13 173.81 96.38 28.80 2,988.28
(1.14) 3.86 3.57 2.18 88.64
-0.67% 2.27% 3.85% 8.18% 3.06%
Page VI
2021 FINANCIAL PLAN
CITY OF KELOWNA
Local economy The City of Kelowna is the largest city in the Central Okanagan. It borders the beautiful Okanagan Lake and has the best of rural and urban lifestyles packed into one unique city. With a diverse economy supported by quality post-secondary institutions, Kelowna has become the main marketing and distribution centre of the Okanagan Valley. Kelowna also has a thriving arts and culture scene combined with all the outdoor activities that make the Central Okanagan a must-see tourism destination, as well as a popular place to live. Settled in 1879 and incorporated in 1905, Kelowna is known for its agriculture and forestry roots and has grown into a modern city.
Doing Business in the Community Development Incentives The City of Kelowna offers several developer incentives to encourage alignment with the City’s strategic priorities for urban development. Tax incentives are available for development in City Centre and Rutland Urban Centres, and grants and tax incentives are available to promote the development of purpose-built rental housing throughout Kelowna. Further information regarding development incentives in Kelowna may be found Kelowna.ca/homes & buildings/developers/developer incentives Commercial Land The major commercial areas within Kelowna are the downtown, Highway 97, and Mission/ South Pandosy districts. Kelowna’s Official Community Plan projects the need for 90 acres of land for commercial development and emphasizes land re-use and densification over continued expansion into greenfield areas. Industrial Land There are 1,320 acres of existing zoned industrial land within Kelowna’s boundaries. Kelowna has also identified 1,721 acres of land identified for future industrial development in the Official Community Plan. Industrial vacancy rates are currently low, and the market is active and dynamic.
For more information on the local economy, visit www.investkelowna.com. Source: 2018 Central Okanagan Economic Profile
Page VII
2021 FINANCIAL PLAN
CITY OF KELOWNA
Business licences
10,500
10,000
9,500
9,000
8,500
8,000
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
Total of All Licences Issued
*The City of Kelowna stopped issuing secondary suite licences in 2017. The business licence stats are measured December 1st to December 1st due to business licence rollover.
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 VIII
2021 FINANCIAL PLAN
CITY OF KELOWNA
Kelowna weather o
Historic Temperatures ( C) 2009
January February March April May June July August September 29.9 October 14.9 November 12.5 December Highest Temperature 29.9 per year
33.7 33.4 24.8 24.3 15.2 8.6
29.8 33.2 32.8 32.1 17.1 11.2 9.5
Recorded Highs 2012 2013 2014 8.1 12 10.4 9.9 13.5 17.6 25.8 22.6 22.7 30.3 25.1 31.2 34.7 36.6 37.1 36.3 34.7 27.7 30.7 27.3 20.7 18.1 15.4 15.2 11.9 4.4 10
33.7
33.2
36.3
2010 7.9 11.5 14.3 23
2011 11.2 6.8
36.6
37.1
Jan 13 Feb 27 Mar 31 Apr 21 May 23 Jun 28 2014 2016 2016 2016 2018 2018
2015
2017
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
38.7
35.7
12.8 19.3 25.8 29.5 38.7 37.6 37.8
Jul 9 2015
31.8 32.8 33.9 34 35.6
2018 5.8
25.4 31.9 33.3 36.8 36.8
13.8
20.3
2009
2010
2011 -9 -11.8 -9.4 -5.8 -0.4
January February March April May June July August September 1 October -11.6 November -4.2 December -19.3 Lowest Temperature -19.3 per year Jan 12 Record lows by month 2017 -24.8
27.4
31.9
38.7
-10.5 -7.6 -1.4 4.6 5.6 2.4 3.5 -5.5 -21 -12.9
4.8 4.6 1.3 -5.2 -15.2 -10.9
Recorded Lows 2012 2013 2014 -20.5 -3.4 -15.6 -5.7 -21.3 -7.9 -7.4 -3.7 -4.8 -4 -2.7 -3.9 -2.8 0.4 4.8 2.6 6.2 5.9 8.9 3.6 5.8 2 0 -1.2 -5.7 -3.9 -9.5 -12.6 -19.4 -11.6 -18.3 -17.6
-21
-15.2
-20.5
-18.3
-21.3
Feb 8 2017
Mar 4 2019
Apr 2 2020
May 1 2013
Jun 7 2012
-21.6
-20
-9.9
-3.9
0.4
17.1 17.5 30.5 33.9 36.1
17.1 14 9.6
17.6 11.9
35.6
36.8
36.1
Aug 13 Sep 2 2015 2015
Oct 2 2010
Record highs by month 12
2019 8.7
37.6
37.8
35.6
24.3
2015
2016 -19.4
2017 -24.8 -21.6 -8.6 -4.4 1.3 4.1 6.4 5.2 0.3
2018 -13.4 -20.7 -8
-7.5
-3.8 -0.8 3.1 7.2 4.6 -1.3 -3.8 -14.6 -18
-24.1
-14.5 -19.9
-18
-24.1
-24.8
0.9 0.9 5.7 6.9 3.3 0.9
2.1 6.3 7.9 2.5 -4.1 -7.8 -20.7
2020 7.5 9.6 14.1 19.1 27.5 34.6 37.7 31.5 22.7
37.7
Dec 1 & 9 Nov 8 2016 2012 & 2015 16.6 11.9
2019 -10.2 -20.9 -20 -4 1.5 5.1 6.4 6.3 -10.9 -11.4 -20.9
2020 -22.3 -12.2 -9.9 1.5 3.8 5.3 2.7
-22.3
Jul 13 Aug 28 Sep 28 Oct 11 Nov 23 Dec 17 2020 2010 2015 2009 2010 2016 3.8
2.4
-1.3
-11.6
-21
-24.1
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2021 FINANCIAL PLAN
CITY OF KELOWNA
Historic Precipitation (mm) 2009 January February March April May June July August September 6.5 October 12.5 November December 8.4 Total Recorded 28.9 Precipitation per year Record Daily Precipitation by month
2010 15.7 3.9 0 7.9 22 1.3 0.5 9.9 25 0.8 0 0.6
2011 14.3 8.9 6.8 9.2 32.6 8 14.4 6.3 3.3 40.4 2.8 2.6
2012 6.3 19.6 15.4 36.9 0 66.1 28.5 0 0 32.7 16.4 9.8
2013 9.7 5.1 14.4 17.4 40.3 57.6 4.9 17.4 55.2 0 36.3 11.7
2014 11.1 4.4 14.5 27.4 19.3 25.3 5.8 2.9 23.5 3.4 23.5 14.6
2015 8.1 19.8 6.5 1.5 26.3 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 8.2
2019 7.8 0 5.6 3.9 1.2 8.5 26.6 13.1 28 9.4 14.7 36.5
2020 18.9
91.4
159.8
239.5
290.7
183.5
96.5
174.7
119.2
125.3
108
149.2
Jan 4 2019 8.8
Feb 9 Mar 13 Apr 26 May 17 Jun 20 Jul 22 2015 2013 2018 2016 2018 2013 11.3 9.5 19.6 22.7 23.4 10.9
Aug 2 Oct 17 Nov 2 2014 2015 2010 16.8 14.1 18.7
7.7 8 57.4 31.4 15.7 10.1
Dec 6 2015 8.5
Average precipitation, and temperature highs and lows per day for each month between 2009 to 2020 10.0 9.0
30.0
8.0
20.0
6.0
7.0 5.0
10.0
4.0
0.0
3.0 2.0
-10.0 -20.0
Percipitation (mm)
Temperature (°C))
40.0
Average Precipitation (mm) Average High Temp. (°C) Average Low Temp. (°C)
1.0 Jan Feb Mar Apr May Jun Jul Month
Aug Sep Oct Nov Dec
0.0
Total precipitation, and average temperature highs and lows per month for 2020 70.0 60.0
30.0
50.0
20.0
40.0
10.0
30.0
0.0
20.0
-10.0
10.0
-20.0
Jan
Feb
Mar
Apr
May Jun Month
Jul
Aug
Sep
Oct
Percipitation (mm)
Temperature (℃)
40.0
Total Precipitaiton (mm) Average of daily High temp (°C) Average of daily Low Temp (°C)
0.0
Source: Government of Canada: Station Results - Almanac Averages and Extremes; Kelowna 11 year data. Page X
2021 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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2021 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. 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, 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, 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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2021 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, and wastewater. 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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2021 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 Trauma 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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