2022
Financial Plan
Kelowna, British Columbia Preliminary Budget - Volume 1
2022 FINANCIAL PLAN
CITY OF KELOWNA
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TABLE OF CONTENTS About this document ....................................... 5 2022 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 2021 by the numbers ...................................... 17 Imagine Kelowna ........................................... 18 Council priorities 2019-2022 ........................... 20 Delivering on Council priorities....................... 23 Budget highlights ........................................... 29 Budget at a glance .................................... 29 General fund highlights ............................. 30 Airport and Utility fund highlights ............. 31 Budgeting for Council | Corporate Priorities …………………………………. .......... 32
STRONG FINANCIAL MANAGEMENT Organizational chart ...................................... 41 Budget process .............................................. 42 Public Input ............................................... 42 Budget development ................................ 42 Budget cycle & timeline ............................ 42 Performance measurement ........................... 45 Basis of accounting/budgeting ...................... 46 Financial principles & strategies .................... 47 Policies........................................................... 49 Financial planning polices ......................... 49 Revenue & expenditure policies ................ 49 Investment & cash management policies . 50 Capital strategies ..................................... 51 Funds & departmental relationship ............... 52 Municipal funds ........................................ 52 Reserve & fund equity .............................. 54 Debt management ................................... 56 Operating full-time equivalent (FTE) positions summary ........................................ 65
FINANCIAL SUMMARIES 2022 Financial Plan Summary ........................ 73
Analysis of tax demand ..................................73 Revenues & expenditures .............................. 74
OPERATING BUDGET The City & its divisions .................................. 87 Operating budget summary........................... 87 Summary of operating requests..................... 91 City Administration ..................................... 105 City Clerk ..................................................... 113 Kelowna International Airport ..................... 125 Planning & Development ............................. 137 Partnerships & Investments .........................155 Infrastructure ...............................................179 Water utility .............................................211 Wastewater utility ................................... 219 Active Living & Culture ................................ 227 Corporate & Protective Services .................. 245 Corporate Services .................................. 245 Community Safety ....................................257 Fire Department ....................................... 277 Corporate Strategic Services ....................... 285 Financial Services .........................................301 Debt & Other ............................................ 313 General Revenues…………………..….…………319
CAPITAL BUDGET Capital budget summary............................... 325 Summary of capital requests.........................332 Airport .........................................................341 Fire .............................................................. 351 Information Services ....................................355 Real Estate & Parking ...................................361 Building ...................................................... 369 Parks ............................................................ 375 Vehicle & Mobile Equipment ....................... 385 Transportation ............................................ 391 Water .......................................................... 409 Wastewater ................................................. 417 Solid Waste ................................................. 427 Storm Drainage ...........................................433
CARRYOVER BUDGET Report to Council ......................................... 441 Carryover request three‐year comparison ... 443 Carryover projects by reason type ................ 444 Summary of multi‐year projects ................... 445 Multi‐year operating impacts ................ 445 Multi‐year capital impacts ..................... 446 Summary of program projects ..................... 447 Program operating projects................... 447 Program capital projects ....................... 447 Operating budget ........................................ 449 Summary of operating budgets ............. 451 Operating request details ..................... 457 Capital budget ............................................. 489 Summary of capital budgets ................. 491 Capital request details ........................... 500
FINAL BUDGET Report to Council ........................................ 551 Financial summaries..............................553 Analysis of tax demand ........................ .553 General fund tax demand ...................... 554 Airport & Utility funds – Final Budget ................................................. 554 Analysis of total revenues ..................... 555 Analysis of total expenditures ............... 556 Use of tax dollar by service area ............ 557 Ongoing budget impacts ...................... 558 Financial Plan 2022‐2026 ...................... 559 Operating Budget ....................................... 561 Summary of Operating budgets ........... 563 Operating request details ..................... 565 Summary of Utility operating budgets .. 569 Utility operating request details .......... 570 Capital Budget ............................................ 573 Summary of capital budgets ................. 575 Capital request details .......................... 576
FIVE-YEAR FINANCIAL PLAN Financial Plan .............................................. 583 Revenue sources & trends ...........................584 Five-Year Financial Plan summary .............. 589 Operating summaries – General fund ......... 591 Operating summary – Airport & Utility funds. .................................605 Capital summary – General funds ................ 609 Capital summary – Airport & Utility funds..................................620
APPENDIX Supplemental information .............................. III Statistics ......................................................... VI Glossary .......................................................... XI Acronyms & Abbreviations ...........................XIV
2022 FINANCIAL PLAN
CITY OF KELOWNA
About this document About this document is intended to provide a basic understanding of the Financial Plan and briefly describe the contents of each major section of this document. 2022 Council changes The Financial Plan Volumes are presented to Council as a recommendation from the City Manager. During budget deliberations, Council may choose to make changes to the presented budget resulting in a revised gross taxation demand and property owner impact for the year. This page summarizes all changes made by Council.
growth and new categories and contain a justification and the one- to three-year financial impact. Operating requests related to capital are included in the associated capital request and are marked on the operating summary with CAP. Operating requests with a capital impact are marked with a V&E on the summary sheet to indicate which operating requests have vehicle and equipment impacts.
Introduction & overview This section provides an introductory message from the City Manager outlining the priorities for the 2022 Financial Plan while highlighting issues that matter to our residents. An overview of Our Community, Our City, and Our Citizens tells the story of what makes Kelowna a desirable place to live. Delivering on Council Priorities, City-wide accomplishments in 2021, and Budget hightlights, provide a summary of how we budget for and deliver on Council priorities.
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 starting with a summary sheet listing the annual Priority one capital requests, followed by the detailed requests. Capital requests are separated into the three categories: renew, growth and new and are in order of the Capital Plan reference number. A summary of Priority two requests is included at the end of the section if applicable. The operating impact is included in each capital request and are marked with an O&M on the summary sheet to indicate which capital requests have operating impacts. In cases where a vehicle or equipment is requested as part of a new position, the capital cost is presented in the operating request and marked on the capital summary with OP.
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 which are revenues not specifically attributable to or generated by any particular division, Operating Budgets which represent the total cost of operation offset by any direct revenues recognized in each division, and Capital Budgets which include capital requirements for the year summarized by capital cost centre and funding source. Operating budget This section starts with an overview of the City’s operating program and a full summary of all operating requests, followed by individual Division/Department sections that include organization charts and department descriptions; activities planned for the budget year; and performance measures and a budget overview presenting information for the completed 2020 year, the estimated/revised 2021 year and the proposed/Preliminary 2022 year. Next in these sections is a summary and then the details of all operating requests. Priority one (included in budget totals) requests are presented first, followed by Priority two (not included in budget totals) if applicable. Requests are shown in maintain,
Carryovers & Final Budget Projects not completed in the previous year are presented to Council in March, as part of the Carryover Budget – Volume 2. Final Budget – Volume 3 is presented in April and includes final adjustments to the Financial Plan. Five-Year 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 approved as part of Volumes 1, 2 and 3, along with projected operating costs, revenues, and capital spending for the next four years. 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. All the reports are also available on kelowna.ca. For clarity of terms throughout the Financial Plan, a glossary and acronyms list is provided.
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2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Council Changes The Financial Plan Volumes are presented to Council as a recommendation from the City Manager. During budget deliberations, Council may choose to make changes to the presented budget resulting in a revised gross taxation demand and property owner impact for the year. This page summarizes all changes made by Council in the three budget volumes. This page will be updated after each Financial Plan Volume is approved by Council.
Analysis of tax demand ( thousands) Proposed Approved Proposed Approved Preliminary Budget Preliminary Budget Carryover Budget Carryover Budget $157,736 $157,736 $157,736 $157,736
2021 Taxation demand 2022 Financial Plan taxation demand General revenues Net operating budget Taxation capital program 2022 Gross taxation demand Less: New construction Net property owner impact Note: Totals may not add due to rounding
(12,050) 164,542 13,693 166,184 (2,940) 3.49%
(12,050) 164,776 13,693 166,418 (2,940) 3.64%
(12,050) 164,776 13,693 166,418 (2,940) 3.64%
(12,050) 164,776 13,693 166,418 (2,940) 3.64%
Proposed Final Budget $157,736
Approved Final Budget $157,736
(12,209) 165,624 13,693 167,107 (3,160) 3.94%
(12,209) 165,624 13,693 167,107 (3,160) 3.94%
Items added/deleted by Council – Preliminary Budget – Volume
Items added/deleted by Council – Carryover Budget – Volume No change to proposed budget volume by Council.
Items added/deleted by Council – Final Budget – Volume No change to proposed budget volume by Council.
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Introduction & Overview
2022 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.
Navigating our way through the pandemic has shown us that Kelowna continues to be an adaptable and resilient community. As a City we continue to be innovative in delivering services, we embrace virtual solutions for doing business and we strategically invest in infrastructure that best serves our community. Our financial decisions are guided by a strong Imagine Kelowna vision, sound master plans and well-defined Council Priorities. This ensures we focus our limited resources on items that matter most to our residents. While 2020 was a shock and impacted our daily lives, our economy, and the way we did business, 2021 saw us cautiously rev back up. We are seeing a slow rebound from the unprecedented last couple of years, and we are confident Kelowna is well positioned for a full post-pandemic recovery. The 2022 Financial Plan prioritizes investments today as a foundation towards building a strong future for our community. We remain fiscally responsible, ensuring we are prepared to be home to 45,000 additional people over the next 20 years.
We are well positioned for a strong economic recovery and signi cant advancement of our community goals in 2022.
message from the city manager
As a highly desirable place to live, we continue to be one of Canada’s fastest growing municipalities. With our four-season lifestyle, it’s no surprise that nearly all residents (92 per cent) say they have a good or very good quality of life. Kelowna continues to be a great place to live, work, play and invest in. In 2021 we saw more than $1 billion in building permits and inspections issued, the most ever in our history, clearly demonstrating that Kelowna continues to be a city people want to invest in. This development surge helped keep us financially buoyant during a year where other revenues were challenged. However, even with our sense of optimism, we recognize that the pandemic remains our current reality and still holds an element of uncertainty for 2022. Some of our citizens also continue to face their own financial hardships, inflation is on the rise and affordability is a growing concern.
Rising construction costs and supply chain impacts, coupled with reduced airport, transit and gaming revenues have influenced many of our financial plans and decisions. In addition, we are wrestling with the multi-million-dollar impact of the recent RCMP collective agreement.
GHG emissions reporting software and continue on with many environmental protection and energy reduction programs. In addition, a roadmap to a more sustainable future is being built to give guidance and priority to future investments that will help Kelowna be a leader in climate response.
These are all factors we consider in our balanced approach to annual budgeting and financial planning. This year’s budget will see us keep moving forward on key projects and priorities while also being sensitive to our citizens’ wallets. I’ve always said that our biggest responsibility is managing public funds responsibly and making the right decisions to safeguard our great community both for today and tomorrow.
We will continue to invest in active and alternative transportation modes to support the reduction of community GHG emissions. Projects this year will connect our city through trails and active transportation corridors (ATC), making it easier for residents and visitors to get from point A to B without cars. Important projects include: • The Houghton ATC from Hollywood to Rutland Roads.
Our budget decisions are also guided by what our citizens have to say. We heard in our Citizen Survey that residents favor a City with a low crime rate, good recreational opportunities and great parks.
• The Abbott Street ATC corridor from Rose to Cedar Avenues.
The 2022 financial plan will:
• The Casorso Road ATC corridor from KLO to Lanfranco Roads to continuously connect the Pandosy urban centre with downtown Kelowna.
• Demonstrate continued investments in safety with the proposed addition of 15 public safety related resources, including RCMP officers. The 2019 Griffith Report recommended the need to invest in police resources to close the staffing gap within the Kelowna detachment. • Enhance vibrancy and community spaces including: expanding the Capital News Centre, moving Kelowna Community Theatre box office in-house, and advancing the design for both the rebuilding of the Parkinson Recreation Centre (named the Kelowna Community Campus) and for the Island Stage in Waterfront Park. • Prioritize investing in parks as green spaces for all to enjoy for years to come. This year DeHart park will begin development at a cost of $6.4 million, flood protection along Mill Creek Linear Park will be funded through the $22 million federal grant the City received, and design for phase 3 of the Glenmore Recreation Park will be conducted. As a municipality we need to be a leader in addressing climate change. Investments we make today will impact the quality of life of our future generations. In 2022 we will invest further in Electric Vehicle charging stations, renew our Community Energy Specialist position, invest in a
• Improved lighting along the Rail Trail to connect Dilworth Drive to Leathead Road and the Houghton ATC. We are headed into the new year with excitement and optimism. We are well positioned for a strong economic recovery and significant advancement of our community goals in 2022. It’s the purposeful steps and decisions we make through the likes of this budgeting process that prepare us for a resilient and prosperous future. Strong financial management and clear direction has served our community well for many years and I am confident that we have built a budget that reflects this culture. I invite you to read the financial plan to see our vision and commitments for making Kelowna a city of the future.
doug gilc hri st City Manager, Kelowna
As a municipality we need to be a leader in addressing climate change. Investments we make today will impact the quality of life of our future generations.
2022 FINANCIAL PLAN
CITY OF KELOWNA
Award for Financial Reporting
Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Kelowna, British Columbia, for its Annual Budget for the fiscal year beginning January 01, 2021. 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 our 2022 budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. The City of Kelowna has received the GFOA Distinguished Budget Presentation Award for 20 consecutive years.
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2022 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. Offering a four-season lifestyle, the lake offers opportunities for boating, swimming or 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. We are a great place to live, work, play and invest in. 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 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 and resilient, 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 With sights on a post-pandemic Canada, Kelowna International Airport (YLW) has been one of Canada’s fastest recovering airports, nearing 850,000 annual passengers in 2021 (58 per cent pre-COVID travellers) and offering more than 60 daily non-stop commercial flights with seven airlines. YLW was permitted to receive international travelers once again in late 2021. The closure to international travel to YLW since April 2020 resulted in a direct $2.5 million impact to revenues. For upto-date information on airport operations, visit ylw.kelowna.ca.
Education Kelowna is a hub of academic and trades training excellence, with the University of British Columbia Okanagan (UBCO) and Okanagan College experiencing exponential growth at their Kelowna campuses.
Health With Interior Health Authority headquartered in downtown Kelowna and the Kelowna General Hospital serving as the leading health centre for the B.C. Interior and a teaching hospital for the UBCO medical school, our residents receive leading patientcare.
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2022 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 1,000 employees deliver quality services to ensure our City is safe, vibrant and sustainable. As 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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2022 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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2022 FINANCIAL PLAN
CITY OF KELOWNA
Kelowna on the map
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2022 FINANCIAL PLAN
CITY OF KELOWNA
2021
by the numbers
2019-2022 Councilbpriorities
27 7
5
results trending in the right direction results show no change/first year that data is available
Safetybresponse and investment
results trending in the wrongbdirection
+ 2021 Action Plan
Developed collaboratively by all City Divisions
handled by fire dispatch 2,300 incidents minutes - RCMP time to 8.9 response priority one calls related 15,815 bylaw service requestsb
15
$133.3 M
$24.96 Estimated per capitab invested in arts, culture & heritage
with
inbrevenue
4.7 million
$1,000,000,000 construction value
49
20 years establishedbthroughb bOfficial Community Plan &bTransportation Master Planb
55
Council days meetings & public hearings
unique page views on kelowna.ca
2305 building permits issued
Vision for Kelowna forbnext
2040
Business licences
$181K
Water b$18.8M Wastewater $9.7M Solid waste $8M Civic buildings $14M Storm drainage $8.7M Transportation $41.9M Parks & public spaces $32.2Mb
units of supportive housing built
$20M Grantbfunding from 17 grants
78%
Property taxes paid and/or receivedb online
Trees
374 Bike lanebKMs
1713 new business applications
25,659
2,116
chatbot interactions
835
Multibfamily unitsb
Single detached units
72%
28%
75 daysbof Emergency Operations Centre (EOC) Activation
840,000 YLWbpassengers passenger count 58% ofbpre-pandemic 32.6
Maintaining... 23,716
additionalbfront-line safety resources including RCMP and civilian support staff
10,210
DarkbFibreb Connectionsb generating...
Capital construction projects
20
KM's of roadsbresurfaced
1,690
Roadb lane KMs
78 Playgrounds
117 Civic buildings
233
Parks & beaches
$2M Cost of snow removal
250,000
Landfill visits generating...
$16.5M of revenue
197,711
Transit hours of service region-wide
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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 firs : We try to balance the needs of everybody in our decision making. We recognize that inclusivity and diversity makes us a stronger and more innovative community.
•
values its history: We celebrate our heritage, and learn from our past to reconcile it with a better, more inclusive future we see for ourselves.
•
encourages curiosity and creativity: We learn continuously to respond and adapt to rapid change. We find innovative ways to meet social, economic and environmental challenges and opportunities.
•
recognizes the changing roles of individuals, businesses, governments and community organizations: The well-being of our city is a shared responsibility and everyone needs to do their part to seize opportunities for improvement.
Principles
Principles and goals The following principles and goals work together as a system to help the community achieve its vision. Principle 1 – Collaborative: A community where people of all backgrounds work together to meet collective challenges. Goal: Engage with the Okanagan’s traditional past and heritage as foundations for building a fair and equitable community. We will honour our rich heritage while also following the lead of our local Indigenous communities towards a path of reconciliation. Goal: Nurture a culture of entrepreneurship and collaboration. Entrepreneurship is weaved into Kelowna’s cultural fabric, making our community more creative, collaborative and better able to meet the challenges of the future. Goal: Foster resident-driven solutions. We unleash our community’s hidden talents to solve the tough challenges of the future.
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Draft principles and goals Principle 2 – Smarter: A community willing to learn, adapt and grow so we can thrive amid rapid change. Goal: Support innovation that helps drive inclusive prosperity. We are building a nimble and resilient economy that doesn’t leave anyone behind. Goal: Take action and be resilient in the face of climate change. We will seize the opportunity to face climate change headon for a hopeful and sustainable future. Goal: Build healthy neighbourhoods that support a variety of households, income levels and life stages. Everyone in our community should be able to find stable and appropriate housing.
Principle 3 – Connected: A community where residents are connected to their neighbours, their city and the wider world. Goal: Embrace diverse transportation options to shift away from our car-centric culture. Making it easy for people to choose non-driving options protects the beauty of Kelowna and makes getting around more enjoyable. Goal: Create great public spaces that bring people together. We need great public gathering places like parks, plazas and community centres where people can meet and connect with others. Goal: Provide opportunities for people of all ages, abilities and identities. We all benefit when everyone in the community has access to economic, recreational and social opportunities. Goal: Cultivate an accessible and engaging arts and culture scene. Everyone can find something that interests them to engage in, from grassroots initiatives to professional endeavours.
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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2022 FINANCIAL PLAN
CITY OF KELOWNA
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How do the City plans work together?
Plans that influence the Budget
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Delivering on Council Priorities City-wide accomplishments in 2021 Annual Action Plan and Council Priorities 2019-2022 report (Strategic Direction) • Published the Action Plan 2021, an annual plan which holds the City accountable to Council Priorities and responds 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 2021 to advance Council’s priorities and the City’s business objectives. • Provided the second report back on Council Priorities 2019-2022 and the results achieved in 2020. For 2020, of the 39 results statements, the organization reported that: o 27 results are trending in the right direction o 7 results show no change or is the first-year data is available o 5 results are not trending in the right direction. Community Safety • Invested in front-line safety resources with the addition of eight RCMP members and 12 civilian support staff in the 2021 Budget. • Developed the first-ever Community Safety Plan; a comprehensive, systems-based, 5-year action plan to improve community safety, and sense of safety through a collection of actions. • Supported the multi-year initiative to establish and launch the Kelowna Community Court. • Completed a comprehensive review of crime prevention programs/services as well as Bylaw Services and implemented numerous improvements including enhanced services at the Rutland Community Policing Office and restructuring of the Crime Prevention Branch. • Strengthened RCMP contract management practices, including establishing policing priorities and outcomes, to enhance police visibility, responsiveness, efficiency, and effectiveness. • The Kelowna Fire Department continued important annual fire safety education for school-aged students, through the Fire Safety House video. • The Kelowna Fire Department used a video to replace their annual Open House, which was not possible due to COVID-19, a video which has been viewed 10K+ times – the most ever views for a City-produced video. • Kelowna International Airport (YLW) obtained the Airports Council International Airport Health Accreditation. • YLW partnered with LNG Canada to launch an innovative COVID-19 rapid screening program for LNG workers. • An on-site COVID-19 screening program became publicly available for departing passengers at YLW. • A free, voluntary COVID-19 testing program was implemented for all individuals working in the Air Terminal Building at YLW. • YLW launched a new app-based contactless payment option for parking. • An emergency response tabletop exercise involving the broader community was completed at YLW. • The City received funding from the Union of B.C. Municipalities (UBCM) for an update of the Community Wildfire Resiliency Plan. The plan involves multiple departments and is intended to guide wildfire risk reduction activities. • Expanded the Safety Education Ambassador Program to increase the safety of our local parks, beaches, and waterfronts from the May long weekend to the September long weekend. Ambassadors continue to provide COVID-19 safety education and awareness outside the summer months within recreation facilities.
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Social & Inclusive •
• • • •
• • • • • •
As a Built for Zero Canada community, progress was made to gain a better understanding of how people flow in and out of homelessness, which will support the goal of moving towards a data-driven approach focused on optimizing the local homeless serving system by adopting continuous improvement practices. Key achievements in this work include the development of a coordination governance model, implementation of actions designed to improve the coordinated access system, and partner commitments to support work towards a local integrated data system. Through partnerships with BC Housing and the Journey Home Society, 49 units of housing with supports opened in 2021, contributing to a total of 318 units of housing since the onset of the Journey Home Strategy. This number of units surpasses the Strategy’s five-year goal. Engaged Urban Matters to develop a Youth Services Framework which will guide the creation of upstream programs and services which build resilience in youth and mitigate downstream impacts. Reported to Council on the need for an Affordable Housing Land Acquisition Strategy to purchase land for affordable rental housing. Received a $3.2 million grant from the UBCM – Strengthening Communities’ Services Program by the Government of Canada and the Province of BC to support implementation of the City’s Outdoor Sheltering Strategy designed to support unsheltered people experiencing homelessness and address related community impacts. Completed a Complex Needs Advocacy Paper developed in collaboration with Vernon, West Kelowna, the District of Lake Country, and the Okanagan Indian Band to advocate to provincial ministries and senior levels of government to fund infrastructure resources and create an integrated, systems-based complex care model. Completed a Central Okanagan Music Strategy intended to support the growth and sustainability of the local music industry. Among the highlights are the need for spaces such as a purpose-built venue, as well as spaces that are affordable and accessible for a wide range of activities (e.g., education, jamming, etc.). Developed and implemented a 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. Celebrated the finalists of the 46th annual Civic and Community Awards online in April with a virtual celebration and social media campaign where 2020 award finalists were recognized with video vignettes, and winners were announced at Council Chambers each Monday. Celebrated vast successes in the sporting community including the highlights of our local Olympians at the Games this summer, the winners of the Okanagan Sport Hero Awards in partnership with PacificSport Okanagan, and also announced that Kelowna has officially secured the bid to host the 2026 BC Summer Games. Met the requirements of the Accessible Transportation for Persons with Disabilities Regulations at YLW by having: o Developed and expanded curbside zones for people with disabilities who request assistance in and out of the terminal building o Added pre- and post-security pet relief areas in the Air Terminal Building o Added a visually contrasting stair tread to the second level of the Air Terminal Building
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Transportation & Mobility •
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Opened the latest phase of the Ethel Street Active Transportation Corridor (ATC) between Rose and Raymer avenues providing Kelowna residents with access to a dedicated pedestrian and bike route that is separate from vehicle traffic all the way from Cawston Avenue to Raymer Avenue. Launched a new transit orientation video that aims to help youth and older adults feel confident taking public transit. The video is part of a suite of public education materials created for the City’s pilot Transit Travel Training Program. Offered by the City of Kelowna in partnership with BC Transit and Central Okanagan Public Schools, the program is made possible with grant funding provided by the BC Ministry of Health. The pilot aims to test a program delivery model to reduce barriers that youth and older adults may face in taking transit. Improved three intersections, building “Smart Right Turns” which improve sight lines for drivers so they can merge safely while keeping an eye out for pedestrians. Received a $2.4 million provincial/federal government grant to extend the Houghton Road Active Transportation Corridor (ATC) from Rutland to the Okanagan Rail Trail. Launched a pilot artificial intelligence tool that helps to automatically map pothole locations from a cell phone mounted on a City vehicle dash as staff go about other duties. Called “Rover” the tool shows promise as a method to efficiently plan the work of pothole repairs even before citizens report them. Potholes are the second highest source of road service requests annually, after snow & ice. Started construction on the KF Aerospace Centre for Excellence at YLW. The facility, which is due for completion in 2022, will celebrate the rich history of aviation in the Okanagan and will welcome visitors from around the world, stimulating an interest in aviation. Completed phase 2 and 3 of the Taxiway Delta rehabilitation at YLW. Introduced shared e-scooter and e-bike programs to the community to offer flexible, affordable and accessible mobility options to residents. Participated in the provincial e-scooter pilot project to allow use of electric scooters on municipal roads in order to research, test and evaluate the safety and efficiency of e-scooters in supporting expanded active transportation networks and CleanBC. Improved Lakeshore Road bridge over Bellevue Creek to extend the life of the bridge and enhance safety for people walking, biking and driving by widening the bridge to two lanes of vehicle traffic, buffered bike lanes in each direction and a multi-use pathway. Completed final phase of 2040 Transportation Master Plan (TMP) public engagement and presented draft plan to Council for final endorsement. The 2040 TMP sets the direction for a vibrant city where people and places are conveniently connected by diverse transportation options with targets that include doubling transit ridership, quadrupling the number of trips made by bicycle, and reducing the average distance each person drives by 20 per cent. Vibrant Neighbourhoods
• •
Conducted community engagement and consultation (including two “Get Eventive” weekends) as part of the planning and development of a Strategic Event Plan and future “signature” event for Kelowna. Developed a provincially endorsed Quality Sport Framework that will guide local sport organizations in creating sport experiences that are safe, inclusive, and meaningful for all participants at every stage of their sport pathway
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CITY OF KELOWNA
Finalized the long-term land lease of 350 Doyle Avenue, the former site of Kelowna’s RCMP headquarters. The proposed mixed-use project will be one of the first steps to realizing a vision of vibrancy for this key downtown area as outlined in the Civic Precinct Plan. Worked with arts organizations on the completion of a Creative Hub Feasibility Study to understand better the opportunity to include 6000 sq ft of new cultural space within the development at 350 Doyle Ave. Opened Stuart Park ice rink on a pre-booking basis to ensure physical distancing measures while providing a safe and active opportunity for residents. Purchased 2302 Abbott Street to support the future expansion of Strathcona Park, a 0.9 acre property with a market value of $5.3 million, funded through the park acquisition Development Cost Charge program. Launched Meet me on Bernard in partnership with the Downtown Kelowna Association and Tourism Kelowna, opening Bernard Avenue to pedestrian-only traffic from July 1 through to September, as part of an openstreets initiative to create more vibrant urban spaces while also stimulating economic and social recovery from the COVID-19 pandemic. Unveiled designs and construction schedule for the future of City Park with Phase 2 to begin in fall 2021. This phase includes surface improvements to the path between the two washrooms to make it smoother, wider, and more accessible. The shoreline at Hot Sands beach will be stabilized with logs to prevent further erosion. Completed the final phase of Official Community Plan engagement and presented to Council for endorsement. The Official Community Plan is the first major plan to be hosted completely online on kelowna.ca. Launched Zoning Bylaw refresh to align with updated Official Community Plan, including consolidated zones and land use categories, updated building height regulations and a simplified density and height bonusing policy. Presented a Regional Housing Needs Assessment (HNA) about current and future housing needs in Kelowna to Council. The HNA found home ownership is out of reach for many Kelowna residents and shows that population growth will demand roughly 26,000 new housing units across the region by 2036. Announced to be the host the 2026 BC Summer Games following a successful bidding process. Opened Glenmore Recreation Park, featuring soccer fields and an off-leash dog park. Opened the expanded Rutland Centennial Park which includes a basketball court, ping pong tables, new landscaping, and lighting. Resumed Dancing in the Park and the Park and Play free community events after a one-year hiatus due to the pandemic Improved the Cook Road boat launch, including parking lot upgrades. Completed the Pandosy Waterfront Park Phase 1 improvements including an urban beach area, beach and picnic seating, a pedestrian promenade, access to Okanagan lake and much more. Conducted a Programming Review of Kelowna Community Theatre to identify and evaluate different programming models and their potential to improve audience experiences while visiting Kelowna Community Theatre. Developed market sounding and expressions of interest for both destination retail developments to improve community offerings at YLW and for a hotel development opportunity at YLW to drive destination and community benefits. Completed public engagement on designs for Tallgrass and Ballou neighbourhood parks in Tower Ranch and Glenmore respectively. Received $9.034M through ICIP-Green Infrastructure grant program to fund construction of sewer projects in Central Rutland, RIO/Rialto and the Mission Creek crossing for future servicing of the Hall Road area.
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Economic Resiliency •
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Adjusted processes and approvals temporarily for development applications and real estate agreements considering the ongoing COVID-19 pandemic. These include delegating approvals to staff to issue development permits and extend bylaw deadlines, expanding the criteria to waive public hearings, suspending committee meetings, and directing applicants to notify and consult with the public without face-to-face interactions. Launched the new Recovery and Sustainability Grant Program, a one-time funding initiative to support nonprofit organizations in the sport, event, and cultural sectors who continue to be significantly impacted by lost earned revenue due to the COVID-19 pandemic. Maintained and reviewed business continuity plans for essential services such as roadways, water and wastewater providing for community resiliency during pandemic and other emergency events. Received a $3.1M Airport Relief Fund grant for YLW from the Federal government and a $0.7M COVID-19 Airport Relief Fund grant from the Provincial Government to help mitigate the financial impact of COVID-19. Partnered with UBCO on a parking pilot project that provided UBCO staff and students with access to parking at YLW. This allowed UBCO to provide further parking options to its staff and students and provided YLW with an opportunity to generate further revenues from infrastructure that was under-utilized due to COVID-19. Increased domestic flight destinations to 14 at YLW, which is five more than YLW has ever had. YLW Operated as the 6th busiest airport in Canada for the majority of 2021. Environmental Protection
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Successfully installed 2,037 water meters in Southeast Kelowna to ensure that all water services (both potable and non-potable) are metered. Pledged to convert 10 per cent of the light duty corporate fleet to Electric Vehicles (EVs) by 2023 and received funding from PluginBC to complete a new “Green Fleet Strategy” as well as an assessment of electrical infrastructure needs to support EV charging over the next 10 years. The report estimates that the City can reduce Fleet greenhouse gas emissions by 49 per cent by 2031, based on the current availability of EV technologies. Maintained Airport Carbon Accreditation Level 1 at YLW Strengthened relationships with BC Wildfire Services so YLW, Navigation Canada and BC Wildfire Services could work collaboratively towards maintaining operations at YLW while BC Wildfire Services fought the regional fires. Improved the glycol recovery plan at YLW by adding additional infrastructure to further prevent release of glycol into the watershed. Transitioned fire fighting foam used at YLW to a fluorine-free foam.
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Corporate Results Strong financial management, clear direction, people, corporate-wide base business •
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As part of the City’s commitment to strategic planning and clear direction, Action Plan 2021 outlines over 100 projects and significant actions across all City divisions to deliver results aligned to Council Priorities. Launched a text-based chatbot on kelowna.ca to help answer questions about COVID-19 and 2021 Property Taxes with plans to expand to other service areas. Celebrated the first Truth and Reconciliation holiday, reflecting on Canada’s Indigenous history. Staff were provided with learning opportunities for their path to truth-learning. Flags at City facilities were flown at halfmast in recognition of the un-marked residential school graves discovery. In a year when YLW’s passenger numbers continued to be less than half of what they were prior to COVID-19, YLW implemented strong financial management and is positioned to have an annual surplus and positive cash flow for 2021. Implemented and trained staff on newly developed Principles of Conduct to provide clear direction regarding professionalism and ethics at work. Awards & Recognition For the twentieth year in a row, received the Government Finance Officers Association (GFOA) Distinguished Budget Award for the 2021 Financial Plan Received the GFOA Canadian Award for Financial Reporting for the 2020 Financial Statements within the Annual Report. It is the 19th consecutive year the City has received the award. Recognized as one of 120 “Tree Cities of the World” by the Arbor Day Foundation and Food and Agriculture Organization of the United Nations. YLW’s Airport Director was the Vice Chair of the Airports Council International – North America and will become Chair in 2022. YLW’s Senior Airport Finance and Corporate Services Manager became the Chair of the Canadian Airports Council Financial Affairs Committee. YLW’s Airport Operations Manager became Chair of the Airports Committee with the BC Aviation Council Talent Management Filled 71 per cent of full-time positions by internal promotions and transfers signaling continued strength in our career development and succession planning programs. Twelve employees received the City of Kelowna Employee Development Scholarship awards that provided partial funding to support employee education related to career development and succession planning. Developed terms of reference and engaged in the procurement process to develop the foundation for a Diversity, Equity, and Inclusion Strategy to be completed in 2022. Launched a Learning Management System to improve the City’s ability to deliver internal training to staff Developed and implemented COVID-19 and Communicable Disease Health and Safety Plan to protect staff from workplace transmission. Formed a Culture Committee to work on implementing initiatives to support the City’s Vision and Values. Innovatively found meaningful work alternatives for staff at YLW that resulted in the retention of the already reduced YLW team. Added a Commercial Development Manager to help YLW continue to diversify its revenue streams.
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Budget highlights Budget at a glance The City of Kelowna is responsible to manage public funds responsibly and make the right decisions to safeguard our great community. We do this by using guidance from our strong Imagine Kelowna vision, sound master plans and well‐defined Council Priorities in the financial decisions we make including the annual Financial Plan. This plan prioritizes investments today, while also remaining fiscally responsible, to build a strong future for tomorrow as we position ourselves to welcome over , additional residents in the next years. The Financial Plan continues our journey to become the City of the Future with investments in public safety, as well as reviving vibrancy and community spaces post‐ pandemic by creating more parks and green spaces, taking action on climate change with investment in active and alternative transportation, and continuing to work with other organizations and levels of government, while also renewing existing assets and maintaining services that the community relies on every day.
Operating The Financial Plan includes an overall change to the operating program of . M. This change is a result of a . M increase from the annualization of operating costs approved in the previous years’ budget, a k reduction from the removal of one‐time requests approved by Council in ,a k reduction from base operating adjustments and a net operating requests increase of . M. Net Operating Budget one‐time requests Add: Add: Annualized requests (prior years) Add: base adjustments (detailed in the divisions) Add: operating requests Net Operating Budget Note: Totals may not add due to rounding
$157,345k (692k) 1,948k (520k) 6,091k $164,542k
The Financial Plan’s Priority (P ) General Fund operating requests total . M, of which . M is being funded from taxation. Four significant requests make up per cent of the increased taxation: RCMP Contract Services ‐ the estimated contract increase, Other Working Capital ‐ a provision for contractual obligations, Transit Base Operating Cost – changes in transit operational costs, and Gaming Revenue Reduction – taxation required to offset the decrease in gaming revenue due to mandated capacity limits. The remaining general fund requests are offset by a . M increase in Planning & Development revenues and the remaining . M funded from taxation. In addition to the P Operating Requests, there are Priority (P ) General Fund requests that are included in the document for Council’s consideration totaling . M, however these requests are not included in the taxation demand calculations. The Kelowna International Airport is continuing to recover from the COVID‐ pandemic with estimated passenger numbers to increase to . M in . With the increased passengers, six P operating request have been submitted to increase revenues and corresponding operating expenditures. There are no P operating requests for the Airport. The City of Kelowna’s Water Utility is requesting three P requests for an increase of k to the utility operating program in . There are no P operating requests for the Water Utility. The City of Kelowna’s Wastewater Utility is requesting k in . There two P operating requests totaling are no P operating requests for the Wastewater Utility. Staffing The Financial Plan contains new P staff position requests that support moving Council | Corporate priorities forward while also delivering on the services residents expect. The new positions include full‐time, four term, four part‐time and a reduction of three part‐ time positions that have been converted to full‐time. The
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total taxation impacts on budget for these position changes is . M. All new positions and changes to existing salaried or wage personnel, both permanent and temporary, are required to be supported by a business case. The business case must include the reason for the request, a cost/benefit analysis, the recommended funding source, other alternatives considered and the organizational impact. Each operating request for a new position must support Council | Corporate priorities ensuring Divisions are making a difference in services, programs and infrastructure that address our community’s needs. Each operating request includes a Strategic Direction selection that indicates the priority the new position is working towards. The table below shows the total positions requested by each division/department by position type: Division/department
Full‐time positions
Ci ty Clerks
1.0
Kelowna Interna tional Airport
1.0
Pl anning & Devel opment Services
3.0
Pa rtners hips & Inves tments
6.0
Infras tructure Wa s tewa ter Active Living & Cul ture
Part‐time positions
Term positions
1.0
5.0 2.0
1.0
Corpora te & Protecti ve Services Corpora te Servi ces
1.0
1.0
Communi ty Services
15.0
(1.0)
Corpora te Strategic Servi ces
2.0
Fi na nci al Services
2.0
Tota l pos i ti on reques ts
42.0
2.0 1.0
The Water Utility’s capital program includes P requests with a focus on infrastructure renewal totaling . M funded by . M of utility revenue. Significant projects include Water Network and Facility Renewal, Water Meter Replacement and Poplar Point to Dilworth Mountain Transmission Upgrade Design. There are no P capital requests for the Water Utility. The Wastewater Utility has P capital requests using . M of utility revenue to fund . M worth of projects with a focus on growth within the utility’s infrastructure. Major projects include Rutland Centre (SCA ) Sewer Connection Project, Renewal – Wastewater Mains and Facilities, and Water Street Lift Station. There are no P capital requests for the Wastewater Utility.
General fund highlights
(1.0)
1.0 5.0
focus on renewal of infrastructure. Major projects include Air Terminal Building Capital Replacement and Improvements, Airport Combined Operations Building Infrastructure Renewal and the Airport Soaring Beyond . Million Passengers AIF Program. There are no P capital requests for the Airport.
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
4.0
Capital The General Fund Capital Program requests total . M, of which . M is requested to be funded from taxation. The taxation contribution to the capital program has increased by . M compared to the Financial Plan. capital funding from sources other than taxation is M. Significant projects within the capital program include the DCC Parkland Acquisition, Mill Creek Flood Protection, Dehart Park Development and General Building Infrastructure Renewal. There are P General Fund capital requests totaling . M which are not included in the budgetary totals or the taxation demand calculation but are summarized in the document for Council’s consideration. The Kelowna International Airport capital program is requesting P capital requests totaling . M with a
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 net property owner impact. In , the new construction revenue is estimated to be . M. The finalized new construction assessment value will be available from BCA in the second quarter of and will be reflected in the Final Budget volume of the Financial Plan. It is important to note that 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 .
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For
, the overall taxation demand has increased from . M to . M, or . 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 is . per cent.
k resulting in a . M budget request made up of a six‐year increase of . M, reduced by the five‐year provision of . M. This amount is an estimate and will be amended at Final Budget in April once the City receives the final information from the RCMP and Public Safety Canada.
Other revenue sources that are used to help fund operating and capital programs include grants and reserves. Examples of other revenue sources in the Financial Plan are Development Cost Charge (DCC) Reserves, the Community Works Fund Reserve and the Disaster Mitigation and Adaptation Fund (DMAF) grant.
Additionally, the Financial Plan includes five P requests for new members: one RCMP Operational Readiness Member, one RCMP Crime Analyst Civilian Member, two RCMP General Duty Constable Members, two RCMP Investigative Services Members, and four Cell Block Sergeant Members, two of which will be hired in . The plan also includes two P requests for four more members: two RCMP General Duty Constable Members and two RCMP Investigative Services Members.
General Revenues General Revenues are revenues that are not specifically attributable to or generated by any particular City of Kelowna division. The General Revenue portion of the Financial Plan is projected to be . M which is a k increase from . The changes to General Revenues are mainly attributable to k for increased interest and penalties; k decrease for Federal and Provincial contributions; and k for revenues received from utilities.
The plan also includes a P operating budget request for the one‐time retroactive payment of . M funded from reserve. This is the amount that was planned for through communications with the RCMP but will most likely also be amended at Final Budget once confirmation on the amount is received.
With the continued regional restrictions capacity limits on all casinos in British Columbia, gaming revenues are expected to be reduced by k. This revenue reduction will be offset partially by the COVID‐ Safe Restart Grants for Local Governments. 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 , for ‐ , provides a . per cent increase in 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 are reviewed annually and are reflected throughout the divisional operating budgets. RCMP contract The RCMP ratified their first collective agreement ( ‐ ) in August that includes a six‐year salary increase of % for all positions below the rank of inspector. This increase is substantially greater than the provisions made over the last five years while the contract was being negotiated. The General Fund Police contract staffing is at members with a budgeted vacancy factor for six members. The average cost per member is estimated at
Airport and Utility fund highlights The City of Kelowna operates the Kelowna International Airport and two major utilities that provide water and wastewater services within the municipality. The Airport’s ongoing operations, maintenance and capital improvements are funded by user fees. The utilities are similar as they are funded entirely by user rates which are paid through annual parcel taxes and/or monthly user fees. Capital investments that are required for new, growth or renewal of infrastructure are identified in the ‐Year Capital Plan. Airport Kelowna International Airport (YLW) operates in compliance with Federal regulations as part of the National Airport System and is fully self‐funded with no funding from municipal taxes.
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The Airport continues to recover from the COVID‐ pandemic that greatly impacted its operations in and . The budget is based on passenger numbers increasing to . M which is a significant increase from the 1 budgeted volume of k. Airport ‐ Financial Outlook – The gross revenues from Airport operations are projected to be . M. The total operating expenditures including debt repayments for Airport operations are projected to be . M. The total Airport Capital Program is . M funded from reserves. Remaining revenues of . M will be contributed to Airport reserves for future use. In , it is anticipated the Airport fund surplus will remain unchanged. 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 Wastewater Treatment Facility serves approximately per cent of Kelowna’s population including residents, businesses, and industries, and is being expanded to reach un‐serviced areas and accommodate our City’s growth. Wastewater Utility ‐ Financial Outlook ‐ The budgeted surplus for the Wastewater Utility is . M. Expected operating revenues are projected to be . M with approximately . M required to fund wastewater operating expenditures. The total Wastewater Capital Program is M funded . M from current year utility revenues, . M from reserves, . M k from contributions. The from grants, and Wastewater utility is also contributing to the General fund capital requests Knox Mountain Geotechnical Engineering for k and Fleet Growth for k. The anticipated accumulated surplus position at the end of for the Wastewater Utility is . M. Water utility The City of Kelowna’s Water Utility is one of four water providers for Kelowna residents. It sources its water from Okanagan Lake and provides water to just over half of the Kelowna population. Committed 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.
CITY OF KELOWNA
expenditures and debt repayment. Total capital expenditures are . M funded . M from current year utility revenues, k from reserves allocations and k from developer contributions. The Water utility is also contributing to the General Fund capital requests: Knox Mountain Geotechnical Engineering for k and Fleet Growth for k. The anticipated accumulated surplus position at the end of for the Water utility is . M.
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 in . Community Safety Operating requests: Furthering the City’s commitment to address community safety needs, the City is partnering with the Child Advocacy Centre to have a dedicated RCMP space within the building for K funded from the realignment of support for youth services within the current Kelowna Youth and Family Services budget. Additional staffing: Police Services Records Clerk Position (SAFE) Police Services Response Operations (2) positions (SAFE) Police Services Supervisor Position (SAFE) Police Services Communications Advisor Position (SAFE) RCMP Crime Analyst – Civilian Member (SAFE) RCMP Investigative Services – 2 Members (SAFE) RCMP Cell Block Sergeants – 4 Members (SAFE) RCMP General Duty Constables – 2 Members (SAFE) RCMP Operational Readiness – 1 Member (SAFE) Security Analyst Position (CS)
Water Utility ‐ Financial Outlook ‐ In , the Water Utility is budgeting for a k surplus. Operating revenues are projected at . M with approximately . M required to cover operating
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This additional staffing will continue to improve community safety through increased resources that will decrease response times, provide the necessary staffing to respond to incidents and address member operational fatigue and mental wellness. As well, these positions will provide analytical support, improved public awareness and increased administrative support to further address community safety needs.
CITY OF KELOWNA
effectively optimize this shared use space; and k for ongoing maintenance of new active transportation corridors and protected bike lanes proposed in the capital program. Additional staffing: Parking Services Traffic Officer Position (P&I) 4690 Hwy 97 Agricultural Considerations – Planner II (P&I)
Social & inclusive Operating requests: Continuing support for social & inclusion initiatives, ongoing funding is requested for the Queensway Washroom operations that is helping to address the lack of washroom access for people experiencing homelessness while being available for the whole community.
Additional staffing: Community Development Coordinator – Outdoor Shelter Term Position (AL&C)
This additional staffing will help address the need for increased customer service from the exponential growth in parking due to the development and densification in town centres and to ensure there is a dedicated resource for agricultural planning in the development of the new transit centre. Capital requests: Capital requests that will improve transportation and mobility throughout the City include: . M, funded . M from reserve and . M from taxation, for active transportation corridors: Casorso (KLO Rd – Lanfranco Rd) for construction linking Ethel St and Barrera Rd; Rails with Trails (Dilworth – Commerce Ave) to add pathway lighting along the Okanagan Rail Trail allowing for longer daily use; Glenmore (Clement – High) to undertake a routing study from Glenmeadows Rd to the Okanagan Rail Trail; Glenmore (Kane – Dallas) for design and construction delivering a connected ‘all ages and abilities’ bicycling network; Houghton (Hollywood – Rutland) linking Rutland to the Okanagan Rail Trail; and Rails Trail to Greenway ATC design and cost estimates for a multi‐ use pathway linking Springfield to Highway along Leckie Rd.
This additional staffing will support the operation, coordination, and management of an outdoor sheltering strategy. Capital requests: Helping to ensure social & inclusivity, Access For All Improvements renewal program is requesting k for the replacement or improvements to park amenities to increase access for all ages and abilities in all park types. Transportation & mobility Operating requests: To support transportation & mobility initiatives, various requests have been submitted: k to assist in the development of the subject land for the new transit center, funded from reserve; k to pilot a rollout beach wheelchair access mat at Rotary beach; k funded from reserve for a curb space management strategy to
Construction of protected bike lanes from Rose Ave to Cedar Ave is requested, helping to increase cycling infrastructure along this busy corridor, funded . k from reserve and k from taxation.
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Vibrant neighbourhoods Operating requests: To support vibrant neighborhoods, k is requested for a temporary modular unit at the Apple Bowl for the ticket booth to accommodate “game‐day” logistics and ticketing for events with k funded from reserve; k to continue with design, costing and strategy of the Creative Hub funded from reserve, k from reserve for a pilot partnership including the PEOPLE project for several downtown cleanup initiatives; k for a facility assessment for upgrades to the Waterfront Park Island Stage; k for a Performing Arts Center long range plan funded from reserve; and k, funded from reserve for a sound system renewal at Rutland Arena east rink. Additional staffing: Groundsperson II Position (IN) Infill Housing Planning Manager Position (P&DS) Irrigation Technician Position (IN) Recreation Technician – Scheduling Position (AL&C) Parkinson Recreation Building – Replacement, Design – one Planner Specialist (IN), one Project Technician (P&I) This additional staffing will help to maintain parks service levels, increase support for local sport development, design and plan for amenities, develop a robust infill housing program and focus on housing affordability ‐ delivering on the right supply. Capital requests: Helping to create vibrant neighbourhood, k is requested for preliminary design work of the Capital News Centre expansion including two new ice sheets and additional sports facilities funded from reserve, . M with M funded from reserve for various DCC parkland acquisition throughout the community, . M for design and construction of phase one of Dehart Park with . M from reserve. Mill Creek Linear park is requesting . M with . M funded from reserve to design . KM of trail and partial construction of some sections and . M is requested for design and construction of additional diamonds at the Mission Recreation Park with . M of reserve funding. Initial design budget is requested for the replacement of Parkinson Recreation Centre to include an eight lane m pool, leisure pool, three gymnasiums and a fitness suite for M funded from reserve. This design work will increase cost certainty prior to subsequent budget requests and loan authorization.
CITY OF KELOWNA
Economic resiliency Operating requests: To reflect the upturn in construction activity and make operational changes required to keep pace with growth in development, an increase of ( . M) to the Building & Permitting and Development Planning revenue is requested.
Additional staffing: Co‐op Students ‐ Asset Management Data Analysts Positions (FS) Planning & Development Operational Changes – one Planning Technician I, one Planning Technician II (P&DS) This additional staffing will help to collect asset information for the new Corporate Asset Management System and will help strengthen technical support in the Planning and Development Services Division. Capital requests: Various building projects have been requested helping to ensuring building asset preservation: Rotary Centre for the Arts roof renewal, Enterprise Dispatch Centre HVAC renewal, CCTV renewal, HVAC automation at various locations, library elevator renewal and mechanical and electrical renewal at the Kelowna Family Y. These projects total . M with . M from reserve, k from deferred revenue and k from taxation. The roads renewal annual program has requested . M with . M funded from reserve to maintain and extend pavement life with locations prioritized by pavement condition, street function and traffic loading. Helping to mark the th anniversary of the Kelowna International Airport (YLW), k is requested to develop interactive and static displays celebrating the
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rich history of YLW and its development in supporting Kelowna and the region funded from Airport reserves.
CITY OF KELOWNA
Infrastructure Program grant funds and sewer connection area reserves. Financial management Operating requests: The Infrastructure Division is requesting k, from reserve, to perform building deconstruction rather than demolition on three to four City owned houses to assess waste reduction options for demolition debris as a waste diversion initiative at the Landfill and k for changes to the transit base operating costs in .
Environmental protection Operating requests: To continue with Council’s focus on decreasing greenhouse gas emissions, the Planning & Development Services Division is requesting k, funded from reserve, for work on the Climate Resiliency Plan, an auditing program for GHG emissions and encouraging the shift to electric transportation. Fleet Services is requesting k to help the City apply for various incentive programs for EV charging infrastructure funded from reserve. Additional staffing: Community Energy Specialist Two Year Extension Position (P&DS) This staffing extension will continue assisting the City in developing, promoting and delivering on low carbon energy solutions within the community. Capital requests: Encouraging resiliency and adaptability to climate change requests include: expanding the number of level two electric vehicle charging station for k funded from reserve; continuing design and permitting of the Glenmore Landfill Surface Water Bypass system including water levels around Robert Lake to mitigate potential flooding in this water basin for k from reserve; and the Mill Creek Flood Protection Project to create the conditions to safely pass a one in year flood event of Okanagan Lake funded . M from reserve, . M from a Federal grant and k from taxation. Sewer connection projects include the Rialto (SCA ) and Rutland Centre (SCA ) connection areas to provide sewer collection mains for all properties currently on septic. These projects will be designed and constructed over three years using the Investing in Canada
Additional staffing: KCT Box Office and Front of House Operations – various positions (AL&C) This additional staffing will enhance operations at KCT in response to recommendations put forward from the Value for Money Audit of the Kelowna Community Theatre – Operating Models. Capital requests: The Information Services capital program is requesting to continue to install fibre optic service lines to new customers for k with all costs funded by the users. Water capital is requesting . M for a multi‐year project to replace water meters with new modernized units within the City by funded from the water utility. As well, M is requested for various watermain and facility renewal projects funded from the water utility. Clear direction Operating requests: Requests that support the City’s commitment to setting a clear direction is a k Information Services Strategy Development request to allow for better solutions while securing digital assets, k to create a Collaborative Research Grant Fund with UBCO to mobilize research opportunities identified by the City and UBCO and . k for a two‐year pilot to expand a smart waste sensor project to determine optimum waste management schedules for City parks funded from reserve. Additional staffing: Agile Project Coordinator Position (CSS) Business Planning & Results Manager Position (CSS) Community Development Coordinator – Contract Administrator Position (AL&C) Corporate Records & Information Analyst Position (CC)
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Facilities Maintenance Foreman Position (P&I) HVAC Technician Position (P&I)
This additional staffing will facilitate consistent and efficient management of technology projects, advancing divisional performance measure implementation, providing direct oversight of contractual requirements and help to maintain current service levels.
Capital requests: Supporting innovation and transforming process and business activities, the Information Services Major Systems projects include upgrades to the web platform, artificial intelligence and automation of business process, implementation of a Land Management System and implementation of the expense ledger module in the Finance ERP system for k funded from reserve. People Operating requests: To help streamline process and to aid in the City’s commitment to ongoing learning and skill development, the Human Resources department is requesting k to implement new software and the Information Services department is requesting k for increased training. Additional staffing: Administrative Clerk Position (P&I) Parks & Landscape Planner Position – Parks & Building Planning (P&I) Airport Operations Technician Position (AIR) This additional staffing will help provide vital support for the Partnership and Investment Division, help to deliver on Council’s priority for public parks and spaces and create efficiencies in the Airport’s Operations Centre.
CITY OF KELOWNA
Other Operating requests: Helping to maintain current programs and service levels, various operating requests have been submitted: Partnerships & Investments is requesting k to begin approximately facility condition assessments to capture future building system renewals as part of the City’s Strategic Facilities Master Plan, and k for façade renewal at the Knox Mountain caretaker house. Infrastructure is requesting k for the Roadways snow and ice control program due to growth in the road network. Corporate Strategic Services is requesting k to support licensing and enhancements of online services and the range of software used by staff. k funded from reserve City Clerks’ is requesting general local election in October. for the Kelowna International Airport is adjusting operating and maintenance budgets to reflect the projected increase in passenger volume – Airport Improvement Fee revenue increasing by . M, Airport Operating, Airside, Groundside, Terminal and Administration, are increasing revenues by . M and increasing expenditures of . M resulting in a net contribution of . M to reserves. Water Operations is requesting k to assess the reservoir drain system at the Grainger Reservoir to prevent further erosion affecting downstream water bodies and k for increased maintenance costs of the water system, both funded from the water utility. Additional staffing: .6 HR Assistant Position (CS) Equipment Operator III Landfill and Roadways Position (IN) Financial Analyst – Regional Emergency Operations Position (FS) Financial Analyst Position – Corporate and Protective Services (FS) Project Technician (Parks) Position (IN) Wastewater Treatment Supervisor Position (WW) This additional staffing will increase critical customer service, improve financial oversight throughout the organization and help manage increased workload. Capital requests: Various capital projects have been requested for infrastructure renewal to ensure current service levels are maintained now and in the future: Real Estate and Parking Services is requesting k from reserve for several preventative maintenance
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items for the Library and Chapman Parkades to ensure maximum life expectancy and . M to replenish the Land Sales Reserve for civic accommodation property acquisitions that occurred in . Building capital has requested k from reserve to replace outdated lighting fixtures, upgrade equipment and to complete the conversion of lighting to LED at the Kelowna Community Theatre. Solid Waste has requested . M from reserve to continue landfill site preparations of the north east area for the next phase of landfill liner construction in Area . Storm Drainage is requesting . M from reserve for continuation of the expanded civic works required to re‐establish the slope to an acceptable safety factor for long‐term protection of properties in the Knox Mountain area.
CITY OF KELOWNA
Wastewater is requesting . M to repair or replace a significant section of the Burtch MM concrete trunk and . M for various renewal projects in the wastewater system all funded by the utility. Water is requesting . M for renewal projects at the Water Street Lift Station funded by the utility.
Various requests for annual capital programs have also been submitted: k for projects that improve road safety, focus on vehicle safety, pedestrian safety, access to schools and managing speeding and traffic on neighbourhood streets. k for inspections, assessment, and rehabilitation of the City’s bridges with a focus on deck and abutment repairs. k to deliver roadway urbanization projects funded k from development deferred revenue and k taxation. . M for vehicle and equipment renewal funded from reserve. k for the upgrades of computers, devices, and equipment; as well as hardware solutions for common spaces, new software purchases and licensing, and cyber security initiatives. k for annual replacement of storm drainage infrastructure with two identified projects in : the crossing of Gopher Creek at Garner Rd and the storm main on Eastbourne Rd.
Fire Capital is requesting . M from reserve for replacement of a bush truck, two engines, a ladder truck, self‐contained breathing apparatus and cylinders, and k from reserve for continued implementation of the Next Generation compliant equipment to meet the Canadian Radio‐ television and Telecommunications (CRTC) mandated launch deadline of March . Vehicle and Mobile Equipment is requesting k from reserves and utilities for an additional nine pieces of equipment as a result of increased service and maintenance demands and k of taxation to provide vehicles for three new positions – electric or zero emission vehicles will be selected where possible. Airport is requesting . M for various Air Terminal Building capital replacements and improvements, Airside pavement rehabilitation, Combined Operations Building infrastructure renewal, passenger boarding bridge upgrades and technology replacements funded from Airport reserves.
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Strong Financial Management
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Organizational Chart
STRONG FINANCIAL MANAGEMENT
2022 FINANCIAL PLAN CITY OF KELOWNA
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Budget process City plans that influence the budget include: Council Priorities: 2019-2022 Official Community Plan 10-Year Capital Plan 2030 Infrastructure Plan 20-Year Servicing Plan Imagine Kelowna - Community Vision Community Trends report
CITY OF KELOWNA
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
Public Input
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 our community.
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 membes, and public council meetings. All of which allow for the pubic to engage in the decision-making process for their city, voicing concerns and recommendations for their 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.
Input from City staff, City Council, outside agencies funded by the City, citizens, various City committees, and guidance from the Imagine Kelowna community vision, all helps to build a solid annual and five-year financial plan that meets the needs of our growing 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 guide the development of plans such as the Official Community Plan, the Transportation Master Plan and other initiatives, and 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 citizens’ service priorities. 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.
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 activities that will be undertaken in the current year to support the Council | Corporate Priorities. These activities can be found in the first few pages of each Division’s operating section and are tied back to a specific priority. Through the use of divisional 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.
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.
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A year-round process The City budget cycle is a near year-round process with the fiscal year beginning January 1 and ending December 31, guided by the requirements of the Community Charter as described in Section 165 and Section 166. 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 divisional 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 Budget - Volume 1 and prepared for deliberation and adoption by Council in mid-December. Projects not completed in the previous year are presented to Council, as part of the Carryover Budget – Volume 2, in March after accounts are finalized through the year-end process. Final adjustments to the Financial Plan, including requisition amounts from other taxing jurisdictions, are presented to Council in late April as part of the Final Budget – Volume 3. These three volumes combined make up the annual Financial Plan and is the first year of the City’s Five-Year Financial Plan. The Five Year Financial Plan and the associated Tax Rate Bylaws must be adopted by May 15 each year. 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 2022 for changes to the Financial Plan for all 2021 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 back-up documentation are required for all transfer or amendment requests.
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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. 2022 budget calendar Description
Required Date
2021 Prepare capital requests for 2022 Financial Plan Establish City priorities for the 2022 budget year, based on discussion with Council & City Manager City Manager meets with each department to review and prioritize all capital and operating requests Council receives overview presentation of the 2022 Preliminary Budget Council reviews and adopts the 2022 Preliminary Budget – Volume 1 2022 Council reviews and adopts Carryover Budget – Volume 2 Council reviews and adopts Final Budget – Volume 3 and the Five-Year Financial Plan 2022-2026
June 17 July 14
Oct. 12-14
Dec. 6 Dec. 9
Prioritization There are two priority levels used for operating requests: 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 acceptable level of general tax demand/utility user rate P1 requests are included in the division totals but the P2 requests are not. The priority of each operating request is included in the top right-hand corner of the page. Requests are shown as one-, two- or three-year financial impacts and are marked as ongoing or one-time costs. Changes in years two or three of ongoing requests are automatically made to the base budget of those years. Capital requests are also marked as P1 or P2. There are no ongoing capital requests. Multi-year capital projects may be budgeted in their entirety or in phases.
March 21 April 25
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Performance measurement The City of Kelowna has a corporate-wide performance measurement program that is integrated into the annual Financial Plan and Annual Report in accordance with the Community Charter. Corporate performance management is inherent in good governance and management. It is both an integral part of how we work and key to achieving our desired results. Performance measures provide us the evidence of results that informs our management decisions and actions. Performance measures are important for both external and internal stakeholders. 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 measures tell the story of results, improving visibility, transparency, and accountability. They build trust as they help citizens understand what difference the City is making and provides them with a tool to track and understand costs per service level.
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.
Performance measurement is also used by City staff as a tool for continuous improvement. Internal performance measures help staff better understand City priorities enabling quicker, well-reasoned decisions that will improve the value the City provides to the community.
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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 gave rise to the revenue. Expenses are recognized in the accounting period in which the goods or services were 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 impaired if required Amortization, gain or loss on disposal, and writedowns of tangible capital assets will be a charge against annual income
Basis of budgeting The basis of budgeting is 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
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
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 approved 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 respond 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 selfsupporting (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
CITY OF KELOWNA
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, quarterly and annual financial reports are prepared that compare the
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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, flexibility and will not be used to fund current operating expenses. Debt is one component of the 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 | Council Policy 384 provides guidance for the responsibility of reserve oversight and the use of reserves to support the goal of providing adequate infrastructure, services, and resources to meet community requirements, and to aid in the financial sustainability of the City. Both statutory and nonstatutory reserves will be maintained to achieve policy objectives to acquire, replace, and renew major capital assets; to ensure stable, predictable tax and utility levies; to minimize the financial impact of unusual and unexpected events; to achieve longterm financial stability; to balance the costs of maintaining sufficient reserve levels to current and future taxpayers and to fund asset retirement obligations. Surplus Allocation | Any surplus generated in a year will be allocated to reserves as recommended by the City’s Audit Committee. Consideration is 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. The City will maintain an accumulated surplus account within the general fund of three 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.
CITY OF KELOWNA
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 Short-term Bond 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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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 City Clerk Kelowna International Airport Planning & Development Services Partnerships & Investments Infrastructure Active Living & Culture Corporate & Protective Services Corporate Strategic Services Financial Services
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 parkland acquisition and development, roads, water works, sewer works, 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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2022 FINANCIAL PLAN
CITY OF KELOWNA
Reserves & fund equity Council Policy No. 384 was adopted in July 2021. The policy provides guidance for the responsibility of reserve oversight and the use of reserves to support the goal of providing adequate infrastructure, services, and resources to meet community requirements, and to aid in the financial sustainability of the City. Both statutory and nonstatutory reserves will be maintained to achieve policy objectives to acquire, replace, and renew major capital assets; to ensure stable, predictable tax and utility levies; to minimize the financial impact of unusual and unexpected events; to achieve long-term financial stability; to balance the costs of maintaining sufficient reserve levels to current and future taxpayers; and to fund asset retirement obligations. The following are audited reserve and fund equity balances at Dec. 31, 2020 and projected balances to the end of 2022. The 2022 projected balances assume all 2021 budgeted projects will be completed and funded in that year, however, some of the larger projects may take several years to complete and the reserve balance at the end of 2021 and 2022 may be higher than indicated.
($ thousands) General Fund Fund Equity* Legacy Reserve Reserves for Future Expenditures Statutory Reserve Fund Wastewater Fund Fund Equity* Reserves for Future Expenditures Statutory Reserve Fund Water Fund Fund Equity* Reserves for Future Expenditures Statutory Reserve Fund Airport Fund Fund Equity* Reserves for Future Expenditures Total reserves & fund equity Development Cost Charges *Fund equity is also referred to as accumulated surplus Note: Totals may not add due to rounding.
Actual balance
Projected balance
Projected balance
2020
2021
2022
4,763 101,983 118,036 86,720 311,502
4,763 104,483 84,160 66,953 260,359
4,763 107,040 69,863 63,615 245,281
48,036 10,947 13,424 72,407
49,917 7,586 13,580 71,083
51,643 7,798 10,653 70,094
9,339 20,796 162 30,297
5,865 16,903 162 22,930
6,342 20,422 162 26,926
2,407 28,369 30,776
2,407 27,618 30,025
2,407 38,150 40,557
444,982 83,754
384,397 106,307
382,858 115,921
Reserve & fund equity summary by type The Development Cost Charges (DCC) 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 DCC balances include a receivable portion which is not available for use at Dec. 31, 2022. Major projects being funded by DCC reserves in the 2022 Preliminary Budget include DCC Parkland Acquisition and Park Development at DeHart Park, Mill Creek Linear Park and Softball Diamonds at Mission Recreation Park.
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Fund equity, also referred to as accumulated surplus, is made up of annual surplus funds. 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 in the 2022 Preliminary Budget. Statutory Reserve Funds are reserves earmarked for a specified purpose by Council pursuant to section 188(2) of the Community Charter. Reserve Funds are established through Council bylaw and use must align with the established purpose. Major projects included in the 2022 Preliminary Budget consist of Sewer Connection Projects within the Rutland Centre and Rialto connection areas with funding of $3.1M from Sewer Connection Area reserves, and $7.9M of Vehicle and Equipment Replacements with funding of $4.4M from the Vehicle and Equipment Replacement reserve for City Fleet and $3.5M from the Fire Vehicles and Equipment Replacement reserve. General Reserves, or reserves for future expenditures, are not restricted by bylaw and therefore have more flexibility of use. The 2022 Preliminary Budget is requesting to use these reserves to fund various 2022 budget requests such as $2M for the Parkinson Recreation Centre Replacement Design and $8.3M for the estimated RCMP Retroactive Payment. The table below presents the same reserves and fund equity balances and projected balances at a reserve type and category level, detailing the budgeted contributions and expenditures based on Priority one budget requests.
($ thousands) General Fund Equity 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 General Reserves subtotal
Actual balance 2020
Projected balance 2021
Contribution to reserve
Budget expend
Projected balance 2022
4,763
4,763
0
0
4,763
16,007 13,339 2,599 1,824 13,304 27,154 6,118 11,102 6,867 19,723 118,036
8,984 10,100 2,794 261 9,161 24,991 4,902 9,087 7,014 6,866 84,160
642 1,057 222 1,566 611 201 165 349 148 0 4,961
(2,204) (2,590) (750) (28) (2,065) (8,896) (115) (2,527) 0 (84) (19,259)
7,423 8,567 2,267 1,800 7,706 16,296 4,952 6,908 7,162 6,782 69,863
100,306 80,695 28,929 (35,194) 74,430 Statutory (CWME, Land, Pkg, Cem) 101,983 104,483 4,207 (1,650) 107,040 Legacy Reserves 58,982 57,503 1,937 0 59,440 Wastewater Reserve/Fund Equity 30,136 22,768 3,997 0 26,765 Water Reserve/Fund Equity 30,776 30,025 40,088 (29,556) 40,557 Airport Reserve/Fund Equity 444,982 384,397 84,119 (85,659) 382,858 Total reserves & fund equity Development Cost Charges 83,754 106,307 32,245 (22,632) 115,921 *The Multipurpose Facility Investment reserves contain the funds committed by the City for investment into the downtown multi-purpose facility (Prospera Place). Note: Totals may not add due to rounding.
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2022 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, 2021. 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 $4.5M in 2022 (2.7 per cent of taxation demand). The current net general debt (including internal financing) as a percentage of taxation demand is 2.7 per cent in 2022, as compared to 2.9 per cent of taxation demand in 2021.
Long Term Debenture (C.C. Section 174 & 179)
Long Term Debenture borrowing involves the repayment of both principal and interest over a period not to exceed 30 years. The City of Kelowna limits the term on long-term borrowing to 20 years wherever possible. Debenture borrowing for most long-term needs requires the assent of electors through an alternative approval process and/or the passing of a referendum. The outstanding debenture borrowing for all funds at January 1st of each year ($ thousands) is: 2020 Balance 2021 Balance 2022 Est. Bal. General Capital Fund 65,360 61,145 56,770 Water Utility Capital Fund 5,755 5,250 4,725 Wastewater Utility Capital Fund 8,811 6,566 5,459 Airport Fund 16,153 14,062 11,904 Total debenture debt $96,079 $87,023 $78,858
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 $7.2M based on $50 per capita and a 2022 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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2022 FINANCIAL PLAN
CITY OF KELOWNA
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.
Loan Guarantees & Commitments (C.C. Section 179)
The City of Kelowna has a loan guarantee in place for the Kelowna Family Y Centre ($700k).
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 three capital projects that are being internally financed and their estimated balances at the end of 2021 are: • • •
Dewdney Park - $1.5M Diamond Mountain - $1.2M West Campus Lands - $3.5M
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 charges. Borrowing over the next five years will be determined by the 10 Year Capital Plan. Further detailed debt repayment information for 2022 and future years is illustrated on the following pages.
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(2,481) 0 7,727
(2,481) 0 5,250
841 399 1,240 (1,422) (182)
1,897 584 2,481
841 399 1,240 (1,422) (182)
843 399 1,241 (1,424) (183)
340 260 600 (23) 577
7,333
0 150 0
11
4,032 4,150 8,181 (1,010) 7,172
2024
1,897 584 2,481
342 261 603 (25) 577
342 261 603 (25) 577
0 150 0
0 150 84 4,855
11
11
4,510
3,030 2,674 5,704 (1,010) 4,694
2023
3,153 2,339 5,492 (1,227) 4,265
2022
Principal 1,897 Interest 584 Total Expenditures 2,481 Recoveries (AIF Revenue) (2,481) Net Debenture Debt 0 Total net debt payment 4,904 Note: Totals may not add due to rounding
Airport Fund Debenture
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
Principal Interest Total Expenditures Recoveries Net Debenture Debt Other Debt MFA Levy Short Term Borrowing Temporary Debt Mortgages
General Fund Debenture
10 Year Debt Repayment Schedule (in thousands)
(3,739) 0 11,760
2,981 759 3,565
735 320 1,054 (1,191) (136)
340 259 599 (22) 577
11,319
0 150 0
11
6,164 6,004 12,168 (1,010) 11,158
2025
(5,539) 0 14,039
4,508 1,031 5,092
431 252 683 (689) (6)
340 259 599 (22) 577
13,469
0 150 0
11
7,348 6,970 14,318 (1,010) 13,308
2026
(5,947) 0 14,460
4,671 1,276 5,255
227 196 423 (429) (6)
340 259 599 (22) 577
13,890
0 150 0
11
7,609 7,130 14,738 (1,010) 13,729
2027
(5,253) 0 12,918
3,973 1,280 4,557
227 196 423 (429) (6)
340 259 599 (22) 577
12,347
0 150 0
11
6,658 6,493 13,151 (965) 12,187
2028
(5,253) 0 12,590
3,973 1,280 4,557
0 0 0 0 0
75 31 106 (3) 103
12,488
0 150 0
11
6,745 6,546 13,291 (965) 12,327
2029
(5,253) 0 12,590
3,973 1,280 4,557
0 0 0 0 0
75 31 106 (3) 103
12,488
0 150 0
11
6,745 6,546 13,291 (965) 12,327
2030
(5,253) 0 12,590
3,973 1,280 4,557
0 0 0 0 0
75 31 106 (3) 103
12,488
0 150 0
11
6,745 6,546 13,291 (965) 12,327
2031
(21,175) 0 208,026
15,529 5,645 21,175
0 0 0 0 0
13 11 23 (23) 0
208,026
0 0 0
0
102,944 108,920 211,863 (3,837) 208,026
Remaining
2022 FINANCIAL PLAN CITY OF KELOWNA
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2022 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. 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0
2022
(2,000)
2023 General Fund
2024 Water Fund
2025
2026
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 2022 will be 2.7 per cent and is anticipated to reach a maximum of 6.4 per cent over the next five years; decreasing to 5.0 per cent by 2031.
6.4%
$16
7.0%
Debt Servicing Cost
$14
6.0%
$12 5.0%
$10 $8 $6
4.0% 2.7%
3.0% 2.0%
$4
1.0%
$2 $0
5.0%
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Year Cost of debt repayment
0.0%
Debt as a percentage of tax supported debt
The following chart illustrates the annual debt repayment and the per cent of taxation for the next 10 years:
Debt payment as % of tax demand
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2022 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 2020 revenues, the current liability servicing limit is $74.1M of which $15M of this capacity has been used, leaving an available capacity of $59.1M. While $15M represents approved debt capacity, the total debt servicing cost payable (principal and interest) is $15.1M. The balance of $0.1M 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 $59.1M for 2022 is approximately $704M. The following chart shows the borrowing by various funds and the maximum borrowing limit by the solid line.
1,200 1,100 1,000 900 800 700 600 500 400 300 200 100 0
Max Capacity $850M – $1,100M
2022
2023
2024
General Fund
2025
Water Fund
2026
2027
2028
2029
Wastewater Fund
2030
2031 Airport
Based on current estimated borrowing rates Note: Totals may not add due to rounding.
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Debt charges analysis – General Fund ($ 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 Debenture recoveries Local Improvement Levies Kokanee Gymnastic - Appropriation to Major Facilities Res. Okanagan Gymnastics Parking Reserve Net debenture debt Short term borrowing MFA levy Net short term debt Temporary debt Mortgage payable Interest on prepaid taxes Bank charges/local improvements
Revised 2021
Provisional 2022
943 22 24 215 45 1,667 2,600
943 22
(22) (28) 4 (45) (1,158)
5,516
(1,248) 4,267
215 45 1,667 2,600 (22) 0 4 (51) (1,158)
11
(1,227) 4,265
11 11
84 150 101
5,492
11
84 125 56
335
265
Temporary debt - recovery Parking Reserve Transit
(76)
(15) (16)
Net temporary debt
259
234
4,537
4,510
Net debt - General
Dollar change Internal borrowing Total including internal financing
(28)
-0.6%
0
0
4,537
4,510
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2022 FINANCIAL PLAN
CITY OF KELOWNA
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
Revised 2021
Provisional 2022
2 1 19 474 132 3
2 1 19 474 132 3 632
Debenture recoveries Specified Areas Local Service Areas
(22) (3)
Temporary debt - recovery Net temporary debt Net debt - Water
0 0
Net internal borrowing Total including internal financing
0
0
0 0
0
0
0
0
0
606
606
Dollar change Internal borrowing
(26) 606
0
Net short term debt Temporary debt
(22) (3) (26) 606
Net debenture debt Short term borrowing
632
0
0%
0 0
0 0
606
606
Note: Totals may not add due to rounding.
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2022 FINANCIAL PLAN
CITY OF KELOWNA
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 Brandt's Creek Tradewaste Treatment - MFA 117
Revised 2021
Provisional 2022
340 71 2 4 14 8 5 18 126 32 46 19 27 17 314
340 71 2 4 14 8 5 18 126 32 46 19 27 17 314 1,043
Debenture recoveries Specified Areas Okanagan Basin Water Board
(1,296) (183)
1,043 (1,296) (183)
(1,478) (435)
Net debenture debt
(1,478) (435)
Short term borrowing 0 Net temporary debt Net debt - Wastewater
0 0
0
(435)
(435)
Dollar change Internal borrowing Local Area Service - Rutland Net internal borrowing Total including internal financing Note: Totals may not add due to rounding
0
0.0%
252 0 252
252 0 252
(183)
(183)
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Debt charges analysis – Airport Fund ($ thousands)
Debentures Airport Expansion - MFA 133 Airport Expansion - MFA 137 Airport Expansion - MFA 139 Airport Expansion - MFA 141
Revised 2021
Provisional 2022
846 389 325 922
846 389 325 922 2,481
Debenture recoveries AIF Revenue
(2,481)
Net temporary debt Net debt - Airport
0 0
Total including internal financing *Not included in budget Note: Totals may not add due to rounding
0
0
0 0
0
0
0
Dollar change Internal borrowing *Municipal Services Administration Fee *Enterprise Rental Car Kiosk Net internal borrowing
(2,481) 0
0
Net short term debt Temporary debt
(2,481) (2,481) 0
Net debenture debt Short term borrowing
2,481
0
0.0%
0 0 0
342 8 342
0
342
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Operating full-time equivalent (FTE) position summary The City of Kelowna requires that all new positions and changes to existing salaried or wage personnel, both permanent and temporary, be supported by a business case. The business case must include the reason for the request, a cost/benefit analysis, the recommended funding source, other alternatives considered and the organizational impact. Below is a visual representation of all 2022 operating budgeted FTEs for the City of Kelowna by division/ department, if all priority one position requests included in this budget volume are approved by City Council.
The following table provides operating FTE counts for the 2020 budget, 2020 actuals, 2021 revised budget and the proposed 2022 preliminary budget. It further details these positions by separating them into the payroll groups of mayor and council, management, union hourly and union salary. Budget
Actual
Revised
Preliminary
2020
2020
2021
2022
Mayor and Council
9.0
9.0
9.0
9.0
Management
3.0
1.8
4.0
4.0
Union hourly
0.2
0.3
0.1
0.1
Union salary
0.0
1.0
0.0
0.0
12.2
12.1
13.1
13.1
City Administration
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Budget
Actual
Revised
Preliminary
2020
2020
2021
2022
Management
6.0
5.7
6.0
6.5
Union hourly
0.2
0.0
0.4
0.4
Union salary
4.0
3.8
4.0
4.0
10.2
9.5
10.4
10.9
Management
16.8
16.4
11.0
15.0
Union hourly
3.5
3.3
3.0
3.0
Union salary
27.9
24.1
25.0
32.0
48.2
43.8
39.0
50.0
Management
13.0
12.2
13.7
14.0
Union hourly
2.5
11.4
3.2
5.2
Union salary
65.0
50.3
64.0
64.3
80.5
73.9
80.9
83.5
Management
14.8
14.5
16.8
17.3
Union hourly
17.4
11.3
17.9
20.4
Union salary
11.2
10.3
11.5
12.3
43.4
36.1
46.2
50.0
Management
30.1
31.9
30.7
29.7
Union hourly
150.7
132.0
155.2
157.8
Continued City Clerk
Kelowna International Airport
Planning & Development Services
Partnerships & Investments
Infrastructure General Fund
Union salary
32.5
33.9
35.0
38.3
213.3
197.8
220.9
225.8
Management
3.2
3.9
3.5
4.0
Union hourly
33.0
30.0
34.7
35.2
Union salary
5.9
2.9
5.4
5.4
42.1
36.8
43.6
44.6
Wastewater Fund
Water Fund Management
4.6
4.0
4.3
4.3
Union hourly
35.7
31.7
37.1
37.6
Union salary
5.5
4.7
4.5
4.5
45.8
40.4
45.9
46.4
Management
9.0
9.4
9.0
10.0
Union hourly
56.0
35.1
56.6
63.9
Union salary
8.0
6.3
8.5
8.5
73.0
50.8
74.1
82.4
Active Living & Culture
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Budget
Actual
Revised
Preliminary
2020
2020
2021
2022
Management
18.5
17.0
19.0
20.5
Union hourly
0.8
4.0
1.7
3.1
Union salary
1.0
2.5
1.0
1.5
20.3
23.5
21.7
25.1
Management
24.0
21.7
25.5
26.5
Union hourly
27.7
28.6
27.0
26.8
Union salary
64.3
54.3
71.5
76.8
116.0
104.6
124.0
130.1
Management
4.0
4.5
4.0
4.0
Union hourly
1.8
2.4
1.8
1.8
Union salary
139.0
157.2
139.5
140.0
144.8
164.1
145.3
145.8
Management
16.5
17.1
18.0
18.5
Union hourly
0.6
1.0
0.1
0.1
Union salary
32.0
34.0
31.3
32.8
49.1
52.1
49.4
51.4
Management
12.9
11.1
13.6
14.6
Union hourly
3.0
9.1
4.0
4.0
Union salary
52.2
45.8
53.7
53.0
68.1
66.0
71.3
71.6
967.0
911.5
985.8
1,030.7
Continued Corporate & Protective Services Corporate Services
Community Safety
Fire Department
Corporate Strategic Services
Financial Services
Total full-time equivalent positions (all funds) Note: Totals may not add due to rounding
2022 Operating full-time equivalent (FTE) position changes Each year position counts change with the addition, reduction, or movement of positions. The narrative below explains the changes that have been made, or are being requested, for 2022 by each division/department. City Clerk Addition 0.5 FTE for the Corporate Records & Information Analyst Position operating request Kelowna International Airport Addition 9.5 FTE for various position reduced one-time through 2021 operating requests Addition 0.5 FTE for the Airport Operations Technician Position operating request Addition 1.0 FTE for an Airport Business Development Manager position
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Planning & Development Services Reduction 1.7 FTE for annualization of 2021 operating requests Addition 1.0 FTE for a Planner II from the Organizational Reorganization changes Addition 1.0 FTE for the Infill Housing Planning Manager Position operating request Addition 1.3 FTE for a Planning Technician I and a Planning Technician II from the Planning & Development Operational Changes operating request Addition 1.0 FTE for a Planner II from the 4690 Hwy 97 Agricultural Considerations operating request Partnership & Investments Addition 0.5 FTE for annualization of 2021 operating requests Addition 0.5 FTE for the Facilities Maintenance Foreman Position operating request Addition 0.2 FTE for various Building Maintenance staff wages from the operating impacts in the General Building Infrastructure Renewal request Addition 0.5 FTE for the HVAC Technician Position operating request Addition 0.3 FTE for the Parking Services Traffic Officer Position operating request Addition 0.5 FTE for the Administration Clerk Position operating request Addition 0.3 FTE for the Parks & Landscape Planner Position - Parks & Buildings Planning operating request Addition 1.0 FTE for a two-year term Grant Coordinator from the Organizational Reorganization changes Infrastructure Addition 0.7 FTE for annualization of 2021 operating request Addition 1.7 FTE for staff changes from the Organizational Reorganization Addition 1.9 FTE for various Maintenance staff wages from 2021 ongoing operating requests Addition 0.5 FTE for the Irrigation Technician Position operating request Addition 0.1 FTE for the Project Technician (Parks) Position operating request Wastewater Addition 0.5 FTE for annualization of 2021 operating requests Addition 0.5 FTE for the Wastewater Treatment Supervisor Position operating request Water Addition 0.5 FTE for annualization of 2021 operating requests Active Living & Culture Addition 1.0 FTE for a Cultural & Indigenous Relations Specialist from the Organizational Reorganization changes Addition 2.1 FTE for reversal of 2021 onetime COVID-19 operating request reductions Addition 0.5 FTE for the Community Development Coordinator - Contract Administrator Position operating request Addition 4.3 FTE for the KCT Box Office and Front of House Operations operating request Addition 0.4 FTE for the Recreation Technician - Scheduling Position operating request Corporate & Protective Services Corporate Services Addition 1.3 FTE for annualization of 2021 positions Addition 1.0 FTE for an HR Business Partner from the Organizational Reorganization changes Addition 0.6 FTE for the 0.6 HR Assistant Position operating request Addition 0.5 FTE for the Security Analyst Position operating request Community Safety Addition 3.8 FTE for annualization of 2021 operating requests Addition 0.5 FTE for the Police Services Supervisor Position operating request Addition 0.3 FTE for Police Services Records Clerk Position operating request Addition 1.0 FTE for the Police Services Response Operators (2) Positions operating request Addition 0.5 FTE for the Police Services Communications Advisor Position operating request Fire Department Addition 0.5 FTE for annualization of 2021 operating requests
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2022 FINANCIAL PLAN
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Corporate Strategic Services Addition 1.0 FTE for a Business Systems Analyst Position Addition 0.5 FTE for the Business Planning & Results Manager Position operating request Addition 0.5 FTE for the Agile Project Coordinator Position operating request Financial Services Addition 0.7 FTE for annualization of 2021 operating requests Addition 1.0 FTE for a Deputy Chief Financial Officer position from the Organizational Reorganization changes Reduction 2.7 FTE for staff changes from the Organization Reorganization Addition 0.3 FTE for the Co-op Student - Asset Management Data Analyst operating request Addition 0.5 FTE for the Financial Analyst Position - Regional Emergency Operations operating request Addition 0.5 FTE for the Financial Analyst Position - Corporate and Protective Services operating request
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CITY OF KELOWNA
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Financial Summaries
2022 FINANCIAL PLAN
CITY OF KELOWNA
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FINANCIAL SUMMARIES Financial Plan summary ($ thousands) The following table reports the actual results for the previous year, the revised budget for the current year, and the proposed budget for the Financial Plan year. The net impact to property owners, or the change to the property tax rate, is based on the annual taxation demand less the new construction tax revenue. Actual 2020
Revised 2021
Preliminary 2022
General revenues
(11,356)
(11,680)
(12,050)
Net operating budget 2020 surplus Pay-as-you-go capital
150,166 455 9,582
157,345
164,542
12,071
13,693
Taxation demand
148,847
157,736
166,184
(3,400)
(2,880)
(2,940)
2.05%
4.04%
3.49%
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. 2021 270,971
2022 279,997
Change 9,026
% change 3.33%
(118,079)
(119,761)
(1,681)
1.42%
152,892
160,236
7,345
4.80%
4,453
4,305
(148)
(3.32%)
12,071
13,693
1,622
13.44%
General revenue
(11,680)
(12,050)
(371)
3.18%
Gross tax demand
157,736
166,184
8,448
5.36%
Less estimated new construction revenue
(2,880)
(2,940)
Net property owner impact Note: Totals may not add due to rounding
4.04%
3.49%
Gross departmental operating expenditures Net departmental revenue Net departmental operating expenditure Net general debt Capital expenditures from general taxation
(0.55%)
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2022 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 52% Taxes - private utilities 19% Provincial contributions 16% Franchise fee 12% Fed. cont./Licences/Misc. revenues 1%
Total $12.1M
The table below details the dollar value of City’s general revenues (by type) and includes property taxation revenue.
Licences Franchise fee Interest & penalties Miscellaneous revenues Federal contributions Provincial contributions (Inc. traffic fine revenue) Taxes - private utilities (1% in Lieu) Total general revenues Property taxation Total general revenues & taxation Note: Totals may not add due to rounding
Actual 2020 34 1,334 5,481 (213) 136 2,335 2,249 11,356
Revised 2021 3 1,385 5,987 (116) 131 2,040 2,250 11,680
Preliminary 2022 3 1,446 6,288 (115) 145 1,986 2,299 12,050
148,847 160,202
157,736 169,416
166,184 178,234
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2022 FINANCIAL PLAN
CITY OF KELOWNA
General Fund – net operating expenditures by division ($ thousands) The Financial Plan expenditure analysis uses divisional reporting with the exception of Corporate Services, 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 60,000 50,000 40,000 30,000 20,000 10,000 0 (10,000) 2020
2021
2022 Actual 2020
Revised 2021
Preliminary 2022
City Administration (CA)*
1,462
1,693
1,830
City Clerk (CC)
1,341
1,374
1,518
Planning & Development Services (P&DS)
(327)
1,106
(258)
Partnerships & Investments (P&I)
7,959
8,885
9,312
34,731
36,347
37,126
8,465
10,625
11,019
3,953
5,433
6,245
Community Safety (SAFE)
36,779
43,882
50,244
Fire Department (FD)
Infrastructure (IN) Active Living & Culture (AL&C) Corporate & Protective Services Corporate Services (CS)
19,923
20,730
20,708
Corporate Strategic Services (CSS)
7,388
8,330
9,220
Financial Services (FS)
4,938
6,128
6,456
23,554 150,166
12,812 157,345
11,120 164,542
Debt & Other (D&O) Total division net operating expenditures * City Administration includes City Management and Mayor & Council Note: Totals may not add due to rounding
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2022 FINANCIAL PLAN
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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 expenditures by department 6,000 5,000 4,000 3,000 2,000 1,000 0
Fire
Information Services
Real Estate & Parking
Building
2020
2021
Parks
Vehicle & Transportation Mobile Equipment
2022
Storm Drainage
Actual
Revised
Preliminary
2020
2021
2022
58
0
0
Information Services
851
456
503
Real Estate & Parking
748
526
2,716
Building
395
2,721
752
2,993
2,565
3,894
265
11
255
Transportation
3,934
5,293
4,527
Storm Drainage
340
500
1,046
9,582
12,071
13,693
Fire
Parks Vehicle & Mobile Equipment
Total taxation capital Note: Totals may not add due to rounding
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2022 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.
Actual 2020
Revised 2021
Preliminary 2022
0 (146) ( 71,148) ( 34,768)
0 0 ( 69,475) ( 40,352)
0 (142) ( 68,430) ( 36,530)
( 2,220) ( 654) ( 6,012) _____________ ( 114,947)
( 2,165) ( 1,449) ( 5,922) _____________ ( 119,363)
( 1,809) ( 1,449) ( 12,782) _____________ ( 121,143)
80,426 8,140 39,859 70,820 2,463 6,142 5,881
87,513 8,189 49,427 82,501 2,497 5,937 4,805
90,445 8,598 38,210 98,345 2,464 5,922 5,570
34,223 0 17,158 _____________ 265,113
27,917 0 7,921 _____________ 276,707
28,372 0 7,758 _____________ 285,684
150,166
157,345
164,542
69,229 ( 59,647) _____________ 9,582 _____________ 159,747
126,660 ( 114,589) _____________ 12,071 _____________ 169,416
75,671 ( 61,978) _____________ 13,693 _____________ 178,234
Note: Totals may not add due to rounding
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2022 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 Expenditures Gross Expenditures Other Funding Sources Utility Capital Net Operating & Utility Capital Exp.
Actual 2020
Revised 2021
Preliminary 2022
0 ( 3,156) ( 53,992) ( 6,004)
0 ( 3,196) ( 49,430) ( 2,977)
0 ( 3,279) ( 78,440) ( 1,946)
0 ( 1,313) ( 7,871) _____________ ( 72,336)
0 0 ( 13,124) _____________ ( 68,727)
0 0 ( 6,422) _____________ ( 90,087)
11,754 1,654 14,484 115 1,568 4,800 7,727
13,250 1,616 17,542 199 1,231 3,826 9,237
14,238 1,645 18,691 1,010 1,231 2,926 6,432
306 0 15,862 _____________ 58,269
156 0 11,539 _____________ 58,597
156 0 30,669 _____________ 76,998
( 14,066)
( 10,131)
( 13,089)
35,605 ( 30,656) _____________ 4,949 _____________ ( 9,117)
111,701 ( 101,570) _____________ 10,131 _____________ 0
29,612 ( 16,523) _____________ 13,089 _____________ 0
Note: Totals may not add due to rounding
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2022 FINANCIAL PLAN
CITY OF KELOWNA
All funds – revenues/expenditures ($ 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
2020
2021
2022
(148,847)
(157,736)
(166,184)
(11,356)
(11,680)
(12,050)
(114,947)
(119,363)
(121,143)
(59,647)
(114,589)
(61,978)
(334,796)
(403,367)
(361,355)
Revenues General fund Taxation General revenues General fund revenues Other capital funding Utility funds Utility fund revenues
(72,336)
(68,727)
(90,087)
Other capital funding
(30,656)
(101,570)
(16,523)
(102,992)
(170,297)
(106,610)
(437,788)
(573,664)
(467,965)
265,113
276,707
285,684
9,582
12,071
13,693
59,647
114,589
61,978
334,341
403,367
361,355
58,269
58,597
76,998
4,949
10,131
13,089
30,656
101,570
16,523
Total revenues Expenditures General fund General fund expenditures Capital expenditures from tax demand Other capital expenditures Utility funds Utility fund expenditures Capital expenditures from utility Other capital expenditures Total expenditures
93,875
170,297
106,610
428,216
573,664
467,965
Note: Totals may not add due to rounding (9,572) *Difference in 2020 actuals due to: General fund surplus Utility funds surplus
(455) (9,117) (9,572)
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CITY OF KELOWNA
Analysis of total expenditures The graphs below illustrate the total proposed expenditure budgets first by fund, and then by expenditure type.
Expenditures by fund
Expenditures by type
Salaries & wages 22% Internal equipment 2%
General 77%
Materials 13%
Airport 11%
Contract services 21%
Water 4%
Debt 3%
Wastewater 8%
Internal allocations 3% Transfers to funds 14% Capital 22% Total $468M
Total $468M
Expenditures by fund ($ 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 2020
Revised 2021
Preliminary 2022
Actual 2020
Revised 2021
Preliminary 2022
92,180
100,763
104,683
9,794
9,805
10,243
Materials
54,343
66,969
56,901
Contract services
70,935
82,700
99,354
Debt
14,973
13,491
12,543
Internal allocations
13,608
14,042
12,002
Transfers to funds
67,549
47,534
66,956
Salaries & wages Operating
Capital
General
334,341
403,367
285,684
75,671
Airport
33,055
108,595
46,297
4,230
Water
39,431
35,240
15,528
5,402
Wastewater
21,389
26,462
15,173
19,980
Subtotal
362,682
Total 428,216* 573,664 * Net of surplus $9,572k
Internal equipment
105,283
Capital
104,834
238,360
105,283
467,965
Total
428,216
573,664
467,965
Note: Totals may not add due to rounding
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2022 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 source.
Revenues by source
Revenues by fund
Current year taxation 35% Parcel taxes 1% General 77%
Fees and charges 31%
Airport 11%
General revenues 3%
Wastewater 4%
Other revenue 3%
Water 8%
Grants 6% Interdept. transfers 2% Reserves and surplus 19% Total $468M
Total $468M
Revenues by fund ($ thousands)
Revenues by source ($ 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 source.
Actual
Revised
2020
2021
Actual
Revised
Preliminary
2020
2021
2022
148,847
157,736
166,184
3,301
3,196
3,421
125,140
118,905
146,870
1,653
7,159
0
General revenues
11,356
11,680
12,050
Other revenue
18,526
14,428
12,559
Grants
22,715
31,065
27,628
Interdept. transfers
12,517
12,202
11,515
93,734
217,295
87,737
437,788
573,664
467,965
Preliminary 2022 Current year taxation Parcel taxes Operating
Capital
Fees and charges Debenture/borrowing
General
334,796
403,367
285,684
75,671
Airport
33,055
108,595
46,297
4,230
Water
41,415
35,240
15,528
5,402
Wastewater
28,522
26,62
15,173
19,980
362,682
105,283
Reserves and surplus
467,965
Total
Subtotal Total
437,788
573,664
Note: Totals may not add due to rounding
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2022 FINANCIAL PLAN
Revenues – total general & utility ($ thousands) Net general operating Licences Franchise fee Interest & penalties Miscellaneous revenues Federal contributions Provincial contributions (inc. traffic fine revenue) Taxes – private utilities (1% in lieu) Property taxation Subtotal Capital Funding Source Reserves CWME - Cemetery Replacement CWME - Community Works Fund CWME - Fire Equipment CWME - Future Capital Projects CWME - Infrastructure Levy CWME - Municipal Works CWME - Sanitary Landfill CWME - Vehicle and Equipment Replacement DCC - Park Acquisition DCC - Park Development DCC - Road A DCC - Road B DCC - Road I General - Arenas General - Building Repair General - Civic Facilities General - Electrical Expenditure General - Energy Management Rebate General - Finance/Major System Software General - Fire Dispatch General - H2O Centre General - Major Recreation Facilities General - Slope Stability General - Theatre Improvement General - Transit Facility Enhancement Land - Land Sales Land - Parkland Parking - Parking Parking - South Pandosy Town Centre Various other funding sources Subtotal Net general operating & capital revenue Utilities Airport Water Wastewater Total utilities Total general & utilities operating & capital (Excluding Library, School, Hospital, B.C. Assessment Authority & Regional District) Note: Totals may not add due to rounding
CITY OF KELOWNA
Revised 2021
Preliminary 2022
3 1,385 5,987 (116) 131 2,040 2,250 157,736 169,416
3 1,446 6,288 (115) 145 1,986 2,299 166,184 178,234
114,589 284,005
210 4,208 3,486 3,024 5,832 1,749 4,742 4,383 10,891 7,365 194 452 1,675 700 488 350 69 951 494 450 90 2,000 200 320 565 1,250 102 942 173 4,625 61,978 240,212
83,257 14,607 3,706 101,570 385,574
4,230 702 11,591 16,523 256,736
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Expenditures – total general & utility ($ thousands) Capital Expenditures Revised 2021
Net Operating
General/ Utility Revenue
Other Funding Sources
Preliminary 2022
City Administration
1,693
1,830
0
0
1,830
City Clerk
1,374
1,518
0
0
1,518
General
Planning & Development Services
1,106
(258)
0
0
(258)
27,336
9,312
3,468
9,388
22,168
137,023
37,126
9,722
48,110
94,958
10,625
11,019
0
0
11,019
Corporate Services
5,433
6,245
0
0
6,245
Community Safety
43,882
50,244
0
0
50,244
Fire Department
21,880
20,708
0
3,936
24,644
14,712
9,220
503
544
10,267
6,128
6,456
0
0
6,456
12,812
11,120
0
0
11,120
284,005
164,542
13,693
61,978
240,213
Airport
83,257
0
0
4,230
4,230
Water
14,607
(4,700)
4,700
702
702
3,706
(8,389)
8,389
11,591
11,591
101,570
(13,089)
13,089
16,523
16,523
385,574
151,453
26,782
78,502
256,736
Partnerships & Investments Infrastructure Active Living & Culture Corporate & Protective Services
Corporate Strategic Services Financial Services Debt & Other Net general operating & capital expenditures Utilities
Wastewater Net utilities operating & capital expenditures Total expenditures
(Excluding Library, School, Hospital, B.C. Assessment Authority & Regional District) Note: Totals may not add due to rounding
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Ongoing budget impacts – General Fund ($ thousands) Below is a projection of the net property owner impacts over the next five years using the best information available at the time of preparation of the Preliminary volume. This projection will be updated for the Final Budget volume in April of 2022. As with any planning exercise, the level of certainty and detail is most appropriately found in the current year. For the years after 2022, 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. General revenues Net operating budget
2022 (12,050) 164,542
2023 (12,315) 174,953
2024 (12,582) 185,597
2025 (12,867) 197,500
2026 (13,143) 206,893
Pay-as-you-go capital Taxation demand
13,693 166,184
14,950 177,588
16,280 189,295
17,644 202,277
18,994 212,744
New construction tax revenue (2,940) Net property owner impact 3.49% Note: Totals may not add due to rounding.
(3,142) 4.97%
(3,324) 4.72%
(3,410) 5.06%
(3,373) 3.51%
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Operating Budget
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 FINANCIAL PLAN
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OPERATING BUDGET The City & its divisions The City of Kelowna is governed by an elected Mayor and eight Councillors for a four-year term (2018 – 2022). City Council, which represents the City at large and our residents, has one employee - the City Manager - who administers City operations. A nine-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 requests are presented under the requesting division and are presented in divisional rank order within the three categories. Airport Fund, Water Fund, Wastewater Fund, Corporate Services, Community Safety, Fire Department, General Revenues and Debt & Other are presented on a department or fund level. Operating requests related to capital are included in the associated capital request and are marked on the operating summary with CAP. Operating requests with a capital impact are marked with a V&E on the summary sheet to indicate which operating requests have vehicle and equipment capital impacts. General Fund The 2022 Financial Plan includes 113 General Fund Priority one (P1) requests that total $20.8M, of which $6.1M is requested to be funded from taxation. These requests focus on a continued commitment to public safety, reviving
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2022 FINANCIAL PLAN
CITY OF KELOWNA
vibrancy and community spaces, developing green spaces for all to enjoy, taking action on climate change and developing partnerships to prepare for a city of the future. In addition to the P1 operating requests, there are 40 Priority two (P2) General Fund requests that are included for Council’s consideration totaling $1.4M. The P2 requests are not included in the summary totals.
Operating requests by type: Maintain Growth
Revenue Expenditure
30% 39%
5% 7%
New
65% 54%
The 2022 operating request revenues largely fall into new initiatives at 65 per cent, followed by 30 per cent for the maintain category and 5 per cent for growth in programs. Requests for operating expenditures are primarily for new programs at 54 per cent followed by 39 per cent to maintain current operations and 7 per cent for growth.
Airport Fund The Kelowna International Airport continues to recover from the COVID-19 pandemic and the operating requests reflect this recovery with a forecasted increase in passenger growth of 1.2M. The six P1 operating requests include program increases of $3.7M and revenue increases of $25.7M. There are no P2 operating requests for the Airport.
Operating requests by type: Maintain Growth
Revenue Expenditure
100% 100%
0% 0%
New
Both the 2022 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 $108k over three P1 operating requests. These operating requests will allow the utility to maintain current programs and services levels, address increasing space requirements, and assess a reservoir drainage system. There are no P2 operating requests for the Water Utility.
Operating requests by type: Maintain Growth
Revenue Expenditure
0% 79%
0% 21%
New
0% 0%
Water utility revenue budgets have been adjusted for the Council approved rate changes of 6 per cent and 2 per cent for Water quality enhancement fees and growth and have been completed through divisional adjustments. New requests for operating expenditures are primarily to maintain current operations at 79 per cent followed by 21 per cent for growth.
Wastewater Fund The Wastewater Utility has three P1 operating requests that total $96k. These 2022 operating requests focus on operations management and succession planning, system wide sampling program, and operating impacts for a new sewer connection area. There are no P2 operating requests for the Wastewater Utility.
Operating requests by type: Maintain Growth
Revenue Expenditure
0% 0%
0% 1%
New
0% 99%
Wastewater utility revenue budgets have been adjusted for Council approved rate changes of 3 per cent and growth and have been completed through divisional adjustments. Requests for operating expenditures are primarily new initiatives at 99 per cent and 1 per cent due to growth.
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2022 FINANCIAL PLAN
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Division/department operating requests funding sources ($ 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 Active Living & Culture Corporate & Protective Services Corporate Services Community Safety Fire Department Corporate Strategic Services Financial Services Debt & Other General Revenue Total general fund Airport Water
Funded from
Wastewater Total utilities Total all Funds operating Note: Totals may not add due to rounding
Taxation 100 133 (1,463) 297 1,182 272 105 4,966 0 479 196 (176) 0 6,091 Utility
0 108 96 204 6,295
Priority 1 Other Sources 0 260 2,194 993 2,730 513 0 7,978 0 0 54 0 0 14,722 Other Sources 3,694 0 0 3,694 18,417
Total 100 393 731 1,290 3,911 786
Taxation 0 59 155 170 285 25
105 12,944 0 479 250 (176) 0 20,813
53 414 0 230 48 0 0 1,439
Total 3,694 108 96 3,898 24,711
Utility
0 0 0 0 1,439
Priority 2 Other Sources 0 0 (75) 0 0 25 0 0 0 0 0 0 0 (50) Other Sources 0 0 0 0 (50)
Total 0 59 80 170 285 50 53 414 0 230 48 0 0 1,389 Total 0 0 0 0 1,389
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2022 FINANCIAL PLAN
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 Active Living & Culture Corporate & Protective Services Corporate Services 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 1,830 1,869 10,638 20,186 96,067 16,280
Revenues 0 (350) (10,896) (10,874) (58,941) (5,261)
Net 1,830 1,518 (258) 9,312 37,126 11,019
Per cent of Total 1.1% 0.9% (.02%) 5.7% 22.6% 6.7%
6,704 64,545 23,512 9,467 7,958 26,626 285,684 46,297 15,528 15,173 76,998
(459) (14,302) (2,804) (247) (1,501) (15,506) (121,143) (46,297) (20,228) (23,562) (90,087)
6,245 50,244 20,708 9,220 6,456 11,120 164,542 0 (4,700) (8,389) (13,089)
3.8% 30.5% 12.6% 5.6% 3.9% 6.8% 100.0% 0.0% 35.9% 64.1% 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. City Administration
1.8
City Clerk
1.5
Planning & Development Services
(0.3)
Partnerships & Investments
9.3
Infrastructure
37.1
Active Living & Culture Corporate Services
11.0 6.2
Community Safety
50.2
Fire Department Corporate Strategic Services Financial Services Debt & Other
20.7 9.2 6.5 11.1
Note: Totals may not add due to rounding
Page 90
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
100,000
0
0
0
0
0
(100,000) OG
Total New
100,000
0
0
0
0
0
(100,000)
Division Priority 1 Total
100,000
0
0
0
0
0
(100,000)
260,400
(260,400)
0
0
0
0
0 OT
77,500
0
0
0
0
0
(77,500) OT
337,900
(260,400)
0
0
0
0
(77,500)
55,300
0
0
0
0
0
(55,300) OG
Total New
55,300
0
0
0
0
0
(55,300)
Division Priority 1 Total
393,200
(260,400)
0
0
0
0
(132,800)
99,300
0
0
0
(1,741,800)
0
1,642,500 OG
82,500
0
0
(82,500)
0
0
0 OG
50,000
0
0
0
0
0
(50,000) OT
Total Maintain
231,800
0
0
(82,500)
(1,741,800)
0
1,592,500
148 Infill Housing Planning Manager Position 149 Community Climate Action Projects
126,000
0
0
0
0
0
(126,000) OG
120,000
(120,000)
0
0
0
0
0 OT
246,000
(120,000)
0
0
0
0
3,600
0
0
0
0
0
City Administration New 111 UBC Applied Research Grant Program
City Clerk Growth 120
2022 General Local Election
120
Legal Expense Total Growth
New 121 Corporate Records & Information Analyst Position
Planning & Development Services Division Maintain 147 Planning & Development Operational Changes 147 Community Energy Specialist Two Year Extension Position 148 North End Area Redevelopment Plan
New
Total New
(126,000)
Growth CAP
388 * Fleet Growth
(3,600) OG
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Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
3,600
0
0
0
0
0
250,000
(250,000)
0
0
0
0
0 OT
Total New
250,000
(250,000)
0
0
0
0
0
Division Priority 1 Total
731,400
(370,000)
0
(82,500)
(1,741,800)
0
1,462,900
(19,200)
0
0
0
0
0
19,200 OG
100,000
(100,000)
0
0
0
0
0 OG
30,000
0
0
0
0
0
(30,000) OT
50,000
(50,000)
0
0
0
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
50,000
(50,000)
0
0
0
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
410,800
(400,000)
0
0
0
0
40,000
(40,000)
0
0
0
0
0 OT
27,500
(15,800)
0
0
(11,700)
0
0 OG
67,500
(55,800)
0
0
(11,700)
0
0
350,000
(350,000)
0
0
0
0
0 OT
57,400
0
0
0
0
0
(57,400) OG
58,800
0
0
0
0
0
(58,800) OG
50,000
0
0
0
0
0
(50,000) OG
50,000
0
0
0
0
0
(50,000) OG
1,600
0
0
0
0
0
(1,600) OG
75,000
(75,000)
0
0
0
0
0 OT
33,800
0
0
0
0
0
(33,800) OG
29,200
0
0
0
0
0
(29,200) OG
100,000
(50,000)
0
0
(50,000)
0
0 OT
Total Growth
Taxation Cat (3,600)
New 170
* 4690 Hwy 97 Agricultural Considerations
Partnerships & Investments Division Maintain CAP
317 General Building Infrastructure Renewal 166 Facility Condition Assessments 166 Knox Mountain Caretaker House Facade Renewal 167 Performing Arts Centre – Long Range Plan 167 Creative Hub Phase 2 – Implementation 168 Kelowna Police Services Building Accommodation Study 168 Strategic Land Development Projects Total Maintain
(10,800)
Growth 169 Curb Space Management Strategy - Development 169 Parking Services Traffic Officer Position Total Growth New
V&E V&E
CAP
170 4690 Hwy 97 Agricultural Considerations 170 HVAC Technician Position 171 Facilities Maintenance Foreman Position 171 GHG Emissions Reporting Software 172 Building Services Maintenance 370 Parkinson Recreation Building Replacement, Design 172 Operational Assessment of Municipal Boating Facilities - Ph 2 173 Administrative Clerk Position 173 Parks & Landscape Planner position – Parks & Buildings Planning 174 Cook Road Boat Launch – Provincial Approvals
Page 92
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Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
805,800
(475,000)
0
0
(50,000)
0
5,700
0
0
0
0
0
(5,700) OG
Total Growth
5,700
0
0
0
0
0
(5,700)
Division Priority 1 Total
1,289,800
(930,800)
0
0
(61,700)
0
(297,300)
53,000
0
0
0
0
0
(53,000) OG
100,000
(100,000)
0
0
0
0
0 OT
2,435,300
(1,613,700)
0
(2,254,500)
1,932,900
0
(500,000) OG
90,300
(58,900)
0
(4,500)
(26,900)
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
75,000
0
0
0
0
0
(75,000) OT
193 Traffic Signal System Growth
66,000
0
0
0
0
0
(66,000) OG
193 Turf Maintenance Materials
70,000
0
0
0
0
0
(70,000) OG
194 Glengrow Composting Equipment Rental 194 Beach Wheelchair Access Mats
62,000
0
0
0
(62,000)
0
0 OG
18,800
0
0
0
0
0
(18,800) OG
Total New
Taxation Cat (280,800)
Growth CAP
388 * Fleet Growth
Infrastructure Division Maintain 190 Stormwater Dam Inspection and Maintenance 190 Landfill - Sliver Fill & Area 3 Landfill Gas Final Design 191 Transit Base Operating Cost 191 Strategic Transportation Partnership of Central Okanagan 2022 Transition 192 Landfill - Statutory Right of Way Review & Lot Amalgamation 192 Hill Spring Dam Study
V&E
195 Groundsperson II Position
0
0
0
0
0
0
0 OG
195 Fleet Consulting Services
50,000
(50,000)
0
0
0
0
0 OG
196 Fleet EV Charging Infrastructure Installation 196 Cemetery Security Fencing
50,000
(50,000)
0
0
0
0
0 OG
35,000
(35,000)
0
0
0
0
0 OT
197 Rutland Exchange - Maintenance
50,000
(50,000)
0
0
0
0
0 OT
197 Parks Pedestrian Bridge Inspections and Evaluations 198 Irrigation Technician Position
10,000
0
0
0
0
0
(10,000) OG
45,100
0
0
0
0
0
(45,100) OG
198 Waste Receptacle Renewal
10,000
0
0
0
0
0
(10,000) OG
Snow & Ice Control and Road Network Growth 199 Glenmore Recreation Park Natural Area Maintenance 376 DeHart Park
113,900
0
0
0
0
0
(113,900) OG
8,900
0
0
0
0
0
(8,900) OG
0
0
0
0
0
0
0 OG
404 Rutland Park & Ride, Mobility Hub, Operations facility 200 Plant Replacement
500
0
0
0
0
0
(500) OG
199
CAP CAP
10,000
0
0
0
0
0
(10,000) OG
200 Rail Trail Fuel Management and CPTED 201 Smart Waste Sensor Pilot
10,000
0
0
0
0
0
(10,000) OG
27,500
(27,500)
0
0
0
0
0 OG
201 Sport Court Minor Repairs
15,000
0
0
0
0
0
(15,000) OG
3,506,300
(2,085,100)
0
(2,259,000)
1,844,000
0
Total Maintain
(1,006,200)
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CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
50,000
(50,000)
0
0
0
0
0 OT
40,000
0
0
0
0
0
(40,000) OT
16,300
0
0
0
0
0
(16,300) OG
44,100
(27,000)
0
0
0
0
(17,100) OG
150,400
(77,000)
0
0
0
0
(73,400)
40,600
(27,500)
0
0
0
0
(13,100) OG
75,000
(75,000)
0
0
0
0
0 OT
7,000
0
0
0
0
0
(7,000) OG
11,600
0
0
0
0
0
(11,600) OG
204 Black Mountain Trail
8,500
0
0
0
0
0
(8,500) OG
1,300
0
0
0
0
0
(1,300) OG
12,400
0
0
0
0
0
(12,400) OG
18,600
0
0
0
0
0
(18,600) OG
19,800
0
0
0
0
0
(19,800) OG
CAP
399 Rails with Trails DCC (Dilworth Commerce Ave), ATC 397 Abbott DCC (Rose Ave - Cedar Ave) Protected Bike Lane Project 404 Active Transportation Corridor/Bicycle Network Expansion 398 Houghton 2 AT (Hollywood Rutland) 380 Mill Creek Linear Park
6,800
0
0
0
0
0
(6,800) OG
CAP
407 Transit - New Bus Stops
1,800
0
0
0
0
0
(1,800) OG
Downtown Cleanup Patrol
50,000
(50,000)
0
0
0
0
0 OT
308 * 2040 Infrastructure Plan Consulting Support
0
0
0
0
0
0
0 OT
372 * Parkinson Recreation Building Replacement, Design
1,300
0
0
0
0
0
(1,300) OG
Total New
254,700
(152,500)
0
0
0
0
(102,200)
Division Priority 1 Total
3,911,400
(2,314,600)
0
(2,259,000)
1,844,000
0
(1,181,800)
30,000
0
0
0
0
0
(30,000) OG
105,000
0
0
0
(80,000)
0
(25,000) OG
7,000
0
0
0
0
0
(7,000) OG
50,000
(20,000)
0
0
0
0
(30,000) OT
20,000
(10,000)
0
0
0
0
(10,000) OT
20,000
(20,000)
0
0
0
0
0 OT
Growth
CAP CAP
202 Landfill - Waste Reduction Evaluation of Building Deconstruction 202 Bylaw 7900 Update Implementation 396 Casorso 3 DCC (KLO Rd Lanfranco Rd), ATC 388 Fleet Growth Total Growth New
CAP
CAP CAP CAP CAP
203 Equipment Operator III Landfill and Roadways Position 203 Landfill - Environmental Monitoring - Landfill Gas 403 Pedestrian and Road Safety Projects 204 Project Technician (Parks) Position
205
CAP
Active Living & Culture Division Maintain 236 Kinsmen Fieldhouse Washroom/Changeroom Replacement 236 Meet Me on Bernard 237 International Children's Games Grant 237 Apple Bowl - Ticket Booth 238 King Stadium - Score Clock and Fencing 238 Rutland Arena (East) - Sound System Renewal
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CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
232,000
(50,000)
0
0
(80,000)
0
369,200
(213,500)
0
0
(155,700)
0
0 OG
0
0
0
0
0
0
0 OG
45,200
0
0
0
0
0
(45,200) OG
34,100
0
0
0
0
0
(34,100) OG
Total Growth
448,500
(213,500)
0
0
(155,700)
0
(79,300)
240 Community Development Coordinator - Outdoor Shelter Term Position 241 Washroom at Queensway, Operations 241 Memorial Arena - Event Hosting Audit 386 Transportable Bleacher (Tournament/Event Hosting) 242 Island Stage - Planning & Design
36,200
0
0
0
0
0
(36,200) OG
70,000
0
0
0
(10,000)
0
(60,000) OG
20,000
0
0
0
0
0
(20,000) OT
2,000
0
0
0
(4,000)
0
2,000 OG
50,000
0
0
0
0
0
(50,000) OT
Total New
178,200
0
0
0
(14,000)
0
(73,200)
0
0
0
0
0
73,200 OG
Total Maintain
(73,200)
0
0
0
0
0
73,200
Division Priority 1 Total
785,500
(263,500)
0
0
(249,700)
0
(272,300)
0
0
(36,000) OG
Total Maintain
Taxation Cat (102,000)
Growth
CAP
239 KCT Box Office and Front of House Operations 377 Mission Recreation - Softball Diamonds 239 Community Development Coordinator - Contract Administrator Position 240 Recreation Technician Scheduling Position
New
CAP
(164,200)
Maintain 265
* Child Advocacy Centre Rent
Corporate & Protective Services Division Corporate Services New 253
36,000
0
0
0
253
Talent Acquisition Software Position Management Module .6 HR Assistant Position
22,200
0
0
0
0
0
(22,200) OG
254
Security Analyst Position
46,800
0
0
0
0
0
(46,800) OG
Total New
105,000
0
0
0
0
0
(105,000)
Division Priority 1 Total
105,000
0
0
0
0
0
(105,000)
73,200
0
0
0
0
0
(73,200) OG
4,054,000
0
0
0
0
0
(4,054,000) OG
Corporate & Protective Services Division Community Safety Maintain 265
Child Advocacy Centre Rent
265
RCMP Contract Services
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2022 FINANCIAL PLAN
Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
266 Auxiliary Constable Program
(20,000)
0
0
0
0
0
20,000 OT
266 Gaming Revenues Reduction
0
(600,000)
0
0
872,000
0
(272,000) OT
4,107,200
(600,000)
0
0
872,000
0
71,600
0
0
0
0
0
(71,600) OG
50,000
0
0
0
0
0
(50,000) OG
20,700
0
0
0
0
0
(20,700) OG
Total Growth
142,300
0
0
0
0
0
(142,300)
268 RCMP Investigative Services - 2 Members 269 Police Services Communications Advisor Position 269 RCMP Retroactive Payment
112,500
0
0
0
0
0
(112,500) OG
50,500
0
0
0
0
0
(50,500) OG
8,250,000
(8,250,000)
0
0
0
0
0 OT
112,500
0
0
0
0
0
(112,500) OG
56,200
0
0
0
0
0
(56,200) OG
56,200
0
0
0
0
0
(56,200) OG
112,500
0
0
0
0
0
(112,500) OG
8,750,400
(8,250,000)
0
0
0
0
(500,400)
(56,100)
0
0
0
0
0
56,100 OG
Total Growth
(56,100)
0
0
0
0
0
56,100
Division Priority 1 Total
12,943,800
(8,850,000)
0
0
872,000
0
(4,965,800)
Total Maintain
(4,379,200)
Growth 267 Police Services Response Operators (2) Positions 267 Police Services Supervisor Position 268 Police Services Records Clerk Position
New
270 RCMP Cell Block Sergeants - 4 Members 270 RCMP Crime Analyst - Civilian Member 271 RCMP Operational Readiness - 1 Member 271 RCMP General Duty Constables - 2 Members Total New Growth 309 * Financial Analyst Position Corporate and Protective Services
Corporate Strategic Services Division Maintain 294 Strategy Management Software
86,500
0
0
0
0
0
(86,500) OG
Total Maintain
86,500
0
0
0
0
0
(86,500)
185,000
0
0
0
0
0
(185,000) OG
54,300
0
0
0
0
0
(54,300) OG
Growth 294 Licensing and Software Enhancements 295 Business Planning & Results Manager Position 295 Information Services Training 296 Agile Project Coordinator Position Total Growth
10,000
0
0
0
0
0
(10,000) OG
53,000
0
0
0
0
0
(53,000) OG
302,300
0
0
0
0
0
(302,300)
Page 96
2022 FINANCIAL PLAN
Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
90,000
0
0
0
0
0
(90,000) OG
Total New
90,000
0
0
0
0
0
(90,000)
Division Priority 1 Total
478,800
0
0
0
0
0
(478,800)
56,100
0
0
0
0
0
(56,100) OG
Total Growth
56,100
0
0
0
0
0
(56,100)
309 Co-op Students - Asset Management Data Analysts Positions 310 Financial Analyst - Regional Emergency Operations Position 310 2040 Infrastructure Plan Consulting Support
38,100
0
0
0
0
0
(38,100) OT
56,100
0
0
0
(16,800)
0
(39,300) OG
100,000
(12,500)
0
0
0
(25,000)
(62,500) OT
Total New
194,200
(12,500)
0
0
(16,800)
(25,000)
(139,900)
Division Priority 1 Total
250,300
(12,500)
0
0
(16,800)
(25,000)
(196,000)
2,193,600
0
0
0
0
0
(2,193,600) OG
(2,370,000)
0
0
0
0
0
2,370,000 OG
Total Maintain
(176,400)
0
0
0
0
0
176,400
Division Priority 1 Total
(176,400)
0
0
0
0
0
176,400
20,812,800 (13,001,800)
0
(2,341,500)
646,000
(25,000)
(6,090,500)
New 296 Information Services Strategy Development
Financial Services Division Growth 309 Financial Analyst Position Corporate and Protective Services
New
Financial Services Division Debt & Other Maintain 318
Other Working Capital
265
* RCMP Contract Services
Total Priority 1 Operating
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request has vehicle & equipment capital impacts included in the request * 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 2022
Page 97
2022 FINANCIAL PLAN
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2022 Operating Requests Preliminary Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Cat
0
13,086,000
0
0
(13,086,000)
0
OG
134 Airport Airside
581,600
1,879,600
0
100,000
(2,561,200)
0
OG
135 Airport Terminal
746,200
1,749,900
0
0
(2,496,100)
0
OG
1,451,700
6,063,400
0
0
(7,515,100)
0
OG
893,400
(869,900)
0
0
(23,500)
0
OG
3,672,900
21,909,000
0
100,000
(25,681,900)
0
21,300
(21,300)
0
0
0
0
Total Growth
21,300
(21,300)
0
0
0
0
Department Priority 1 Total
3,694,200
21,887,700
0
100,000
(25,681,900)
0
50,000
0
0
0
0
(50,000)
OG
35,000
0
0
0
0
(35,000)
OT
Total Maintain
85,000
0
0
0
0
(85,000)
218 Water Operations - Lease Space
23,000
0
0
0
0
(23,000)
OG
0
0
0
0
0
0
OG
23,000
0
0
0
0
(23,000)
0
0
0
0
0
0
Total New
0
0
0
0
0
0
Department Priority 1 Total
108,000
0
0
0
0
(108,000)
Airport Maintain 134 Airport Improvement Fees
135 Airport Groundside 136 Airport Finance & Administration Total Maintain Growth 136 Airport Operations Technician Position
OG
Water Maintain 217 Water System Renewal and Growth Budget Increase 217 Grainger Reservoir Drainage System Assessment & Design
Growth
CAP
388 * Fleet Growth Total Growth New 308 * 2040 Infrastructure Plan Consulting Support
OT
Page 98
2022 FINANCIAL PLAN
Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Cat
700
0
0
0
0
(700)
OG
700
0
0
0
0
(700)
59,300
0
0
0
0
(59,300)
OG
36,000
0
0
0
0
(36,000)
OT
0
0
0
0
0
0
OT
Total New
95,300
0
0
0
0
(95,300)
Department Priority 1 Total
96,000
0
0
0
0
(96,000)
Total Priority 1 Operating
3,898,200
21,887,700
0
100,000
(25,681,900)
(204,000)
Wastewater Growth CAP
425 Rutland Centre (SCA 22) Sewer Connection Project Total Growth New 225 Wastewater Treatment Supervisor Position 225 Wastewater Treatment Influent Investigation and Process Optimization 308 * 2040 Infrastructure Plan Consulting Support
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request has vehicle & equipment capital impacts included in the request * 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 2022
Page 99
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
58,600
0
0
0
0
0
(58,600) OG
Total New
58,600
0
0
0
0
0
(58,600)
Division Priority 2 Total
58,600
0
0
0
0
0
(58,600)
0
75,000
0
0
0
0
(75,000) OG
Total Maintain
0
75,000
0
0
0
0
(75,000)
Infill Strategy - Phase 1 Analysis
25,000
0
0
0
0
0
(25,000) OT
153 North End Area Redevelopment Plan (Position)
55,000
0
0
0
0
0
(55,000) OT
Total Growth
80,000
0
0
0
0
0
(80,000)
Division Priority 2 Total
80,000
75,000
0
0
0
0
(155,000)
(5,300)
0
0
0
0
0
5,300 OG
(5,300)
0
0
0
0
0
5,300
City Clerk New 123
Policy Analyst Position
Planning & Development Services Division Maintain 152 Affordable Housing Land Acquisition Strategy Fund
Growth 152
Partnerships & Investments Division Maintain CAP
373 General Building Infrastructure Renewal Total Maintain New
V&E
176
Plumber / Gas Fitter Position
57,800
0
0
0
0
0
(57,800) OG
V&E
176
HVAC Technician Position
57,400
0
0
0
0
0
(57,400) OG
177
Energy Savings - Consulting
60,000
0
0
0
0
0
(60,000) OG
Total New
175,200
0
0
0
0
0
(175,200)
Division Priority 2 Total
169,900
0
0
0
0
0
(169,900)
Page 100
2022 FINANCIAL PLAN
Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
19,600
0
0
0
0
0
(19,600) OG
10,000
0
0
0
0
0
(10,000) OG
207 Parks Fencing and Signage Replacement 406 Rutland Park & Ride,Mobility Hub,Operations facility 388 Fleet Growth
22,500
0
0
0
0
0
(22,500) OG
300
0
0
0
0
0
(300) OG
39,200
0
0
0
0
0
(39,200) OG
208 Travel Model Asset Management Plan 208 Bicycle Map and Wayfinding Program
20,000
0
0
0
0
0
(20,000) OT
15,000
0
0
0
0
0
(15,000) OG
Total Maintain
126,600
0
0
0
0
0
384 Art Walk - Extension Doyle to Queensway 408 Pedestrian and Road Safety Projects 209 Transportation Safety Strategy
5,500
0
0
0
0
0
(5,500) OG
1,000
0
0
0
0
0
(1,000) OG
68,000
0
0
0
0
0
(68,000) OT
CAP
408 Traffic Signals and Roundabouts
17,500
0
0
0
0
0
(17,500) OG
CAP
408 Local Street Urbanization
1,000
0
0
0
0
0
(1,000) OG
CAP
408 Sidewalk Network Expansion
500
0
0
0
0
0
(500) OG
30,000
0
0
0
0
0
(30,000) OT
35,000
0
0
0
0
0
(35,000) OT
Total New
158,500
0
0
0
0
0
(158,500)
Division Priority 2 Total
285,100
0
0
0
0
0
(285,100)
50,000
(25,000)
0
0
0
0
(25,000) OT
Total Maintain
50,000
(25,000)
0
0
0
0
(25,000)
384 Mission Recreation Park Development, Softball Diamond Lighting
0
0
0
0
0
0
0 OG
Total Growth
0
0
0
0
0
0
0
Division Priority 2 Total
50,000
(25,000)
0
0
0
0
(25,000)
Infrastructure Division Maintain CAP
CAP CAP
384 Capital Opportunities and Partnership Fund 207 Clean-Up of Previous Year's Work
(126,600)
New CAP CAP
209 Green Infrastructure Storm Analysis 210 Cloud Based Travel Time Monitoring
Active Living & Culture Division Maintain 244 Elks Stadium - Concession Upgrade
Growth CAP
Page 101
2022 FINANCIAL PLAN
Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
7,000
0
0
0
0
0
(7,000) OG
Total Maintain
7,000
0
0
0
0
0
(7,000)
Recovery Coordinator Position
46,100
0
0
0
0
0
(46,100) OG
Total New
46,100
0
0
0
0
0
(46,100)
Division Priority 2 Total
53,100
0
0
0
0
0
(53,100)
25,000
0
0
0
0
0
(25,000) OG
25,000
0
0
0
0
0
(25,000)
80,000
0
0
0
0
0
(80,000) OG
80,000
0
0
0
0
0
(80,000)
112,500
0
0
0
0
0
(112,500) OG
112,500
0
0
0
0
0
(112,500) OG
46,000
0
0
0
0
0
(46,000) OG
35,500
0
0
0
0
0
(35,500) OG
306,500
0
0
0
0
0
2,500
0
0
0
0
0
(2,500) OG
Total Maintain
2,500
0
0
0
0
0
(2,500)
Division Priority 2 Total
414,000
0
0
0
0
0
(414,000)
0
0
0
0
0
Corporate & Protective Services Division Corporate Services Maintain 256
Retirement Awards
New 256
Corporate & Protective Services Division Community Safety Maintain 273 Casual Security Clearance Specialist Additional Hours Total Maintain Growth 273 Disclosure Coordinators (2) Positions Total Growth New 274 RCMP General Duty Constables - 2 Members 274 RCMP Investigative Services - 2 Members 275 Digital Extraction Technician Position 275 Rutland CPO Safety & Security Enhancements Total New
(306,500)
Maintain CAP
390 * Fleet Growth
Corporate & Protective Services Division Fire Department Growth 284 Long-term Staffing and Capital Investment
0
0 OG
Page 102
2022 FINANCIAL PLAN
Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
Total Growth
0
0
0
0
0
0
0
Division Priority 2 Total
0
0
0
0
0
0
0
50,000
0
0
0
0
0
(50,000) OG
49,100
0
0
0
0
0
(49,100) OG
52,600
0
0
0
0
0
(52,600) OG
53,000
0
0
0
0
0
(53,000) OG
204,700
0
0
0
0
0
25,000
0
0
0
0
0
(25,000) OG
Total New
25,000
0
0
0
0
0
(25,000)
Division Priority 2 Total
229,700
0
0
0
0
0
(229,700)
48,300
0
0
0
0
0
(48,300) OG
Total New
48,300
0
0
0
0
0
(48,300)
Division Priority 2 Total
48,300
0
0
0
0
0
(48,300)
Total Priority 2 Operating
1,388,700
50,000
0
0
0
0
(1,438,700)
Corporate Strategic Services Division Growth 298
Client Support Technician Position
298 Digital Communications Consultant Position 299 Lands Records Coordinator Position 299 Agile Project Coordinator Position Total Growth
(204,700)
New 300 Imagine Kelowna Implementation
Financial Services Division New 312
Accountant Position - Accounting Operations
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request has vehicle & equipment capital impacts included in the request * 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 2022
Page 103
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Cat
0
0
0
0
0
0
OG
Total Maintain
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 CAP
390 * Fleet Growth
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request has vehicle & equipment capital impacts included in the request * 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 2022
Page 104
City Administration
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 106
2022 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. Activities in the 2022 Financial Plan show how the City’s administration serves to meet Imagine Kelowna principles and Council Priorities results. View the 2021 City-wide accomplishments demonstrating how staff delivered on Council Priorities on page 23.
Budget overview
Page 107
2022 FINANCIAL PLAN
CITY OF KELOWNA
Divisional summary Actual
Revised
Preliminary
Change from
Per cent
2020
2021
2022
prior year
change
103 Council
401
445
468
104 Mayor
239
157
165
640
603
633
31
5.1%
822
1,090
1,197
Departmental operating cost centres ($ thousands): Mayor & Council
City Manager 100 City Manager
822
1,090
1,197
106
9.7%
1,462
1,693
1,830
137
8.1%
0
0
0
0
0
0
0
0.0%
Total divisional net expenditures Operating full-time equivalent positions:
1,462
1,693
1,830
137
8.1%
Mayor and Council Management Union hourly Union salary Total operating full-time equivalent positions
9.0 1.8 0.3 1.0 12.1
9.0 4.0 0.1 0.0 13.1
9.0 4.0 0.1 0.0 13.1
0.0
0.0%
Net operating expenditure Divisional capital cost centres ($ thousands): Net capital expenditures
Note: Totals may not add due to rounding.
Detailed operating program changes ($ thousands) Total 2021 revised budget
FTE
1,693
13.1
37 1,730
13.1
100 1,830
13.1
0 0
0.0
2022 net impacts One-time operating requests
20
Prior years ongoing adjustments Divisional adjustments
0 17
2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
100
Page 108
2022 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 1) 0
0 0 0 0
0 0 0 0
0 0 0 _____________ ( 1)
0 0 0 _____________ 0
0 0 0 _____________ 0
971 11 137 344 0 0 0
1,077 16 254 346 0 0 0
1,086 15 383 346 0 0 0
0 0 0 _____________ 1,464
0 0 0 _____________ 1,693
0 0 0 _____________ 1,830
1,462
1,693
1,830
0 0 _____________ 0 _____________ 1,462
0 0 _____________ 0 _____________ 1,693
0 0 _____________ 0 _____________ 1,830
Page 109
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
100,000
0
0
0
0
0
(100,000) OG
Total New
100,000
0
0
0
0
0
(100,000)
Division Priority 1 Total
100,000
0
0
0
0
0
(100,000)
Total Priority 1 Operating
100,000
0
0
0
0
0
(100,000)
City Administration New 111 UBC Applied Research Grant Program
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
Page 110
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
City Manager City Manager
Title:
UBC Applied Research Grant Program
New
Priority: 1
ON-GOING PRELIMINARY
Justification: In 2021, the City and UBC Okanagan (UBCO) developed a formal Framework for Enhanced Collaboration. The Framework provides a structure within which the parties promote, coordinate, assess and report on joint initiatives in strategic theme areas which align with City priorities and UBCO research expertise. Initiatives are driven by applied research which is focused on the Central Okanagan and has the potential to transform services, facilities and the community. The City seeks to establish a Collaborative Research Grant Fund which can be used to mobilize research opportunities identified by the City and UBCO, and to leverage additional grant funding from other sources. A joint Governance Working Group comprised of City and UBCO personnel will establish procedures for processing and approving grant requests. As this is an ongoing program, funding that is not fully expended each year will be requested to be held for future use per the Carryover policy. Strategic Direction: 2022 2023 2024
Cost 100,000 100,000 100,000
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 (100,000) (100,000) (100,000)
Page 111
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 112
Office of the City Clerk
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 114
2022 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.
Divisional activities Social & Inclusive • Conduct the 2022 general local election providing opportunities for all electors to vote, mainintaing the integrity of the vote, and following the principles of fairness, accessibility, and awareness Clear Direction •
•
Expand on new electronic document and records management system by adding records management function to ensure compliance with access to information and protection of privacy legislation and to manage electronic records and information from creation to disposition Provide direction on policies, bylaws, and procedures to support City initiatives that advance Council and corporate priorities and improve base business operations
People •
Provide training for new and existing employees on governance, Council reports and procedures, access to information and protection of privacy, and records management
Base Business • • •
Conduct annual archiving and disposition across City business areas Ensure public access to information and protection of privacy in accordance with provincial legislation and City policies Communicate opportunities for the public to engage with Council on development applications
Page 115
2022 FINANCIAL PLAN
CITY OF KELOWNA
Divisional performance measures 2020 Actual 66
2021 Estimate 75
2022 Forecast 85
136
180
160
51
52
48
458
450
480
# of legal documents e-registered # of paper files processed for final disposition
188 3,159
190 5,398 actual
220 4,263
# of paper files processed for archive
4,855
8,240
8,000
94,398 100%
101,380 100%
106,000 100%
100%
100%
100%
85%
96%
97%
92%
98%
100%
100%
100%
100%
100% 10
100% 35
100% 25
# of Freedom of Information (FOI) requests received # of bylaws drafted (development & regulatory) # of Council meeting & public hearing (days) # of agreements executed by Mayor/Clerk
# of paper files in storage Business areas that met annual corporate archive deadline (%) Business areas that met annual corporate disposition deadline (%) FOI requests/responded to within 30 days (%) FOI requests/responded within legislated timeline (including extensions up to 60 days or over) (%) Council meeting packages prepared/delivered on time (%) Council committee meetings attended (%) # of scheduled training/education sessions provided by staff
Budget overview
Page 116
2022 FINANCIAL PLAN
CITY OF KELOWNA
Divisional summary Change from prior year
Per cent change
145
10.5%
Actual 2020
Revised 2021
Preliminary 2022
119 Legislative Services
759
880
938
120 City Clerk
489
396
483
93
97
97
1,341
1,374
1,518
0
0
0
0
0
0
0
0.0%
1,341
1,374
1,518
145
10.5%
5.7 0.0 3.8 9.5
6.0 0.4 4.0 10.4
6.5 0.4 4.0 10.9
0.5
4.8%
Departmental operating cost centres ($ thousands): City Clerk
228 Records & Information Net operating expenditure Divisional capital cost centres ($ thousands): Net capital expenditures Total divisional net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions Note: Totals may not add due to rounding.
Detailed operating program changes ($ thousands) Total 2021 revised budget
FTE
1,374
10.4
12 1,385
10.4
133 1,518
0.5 10.9
59 59
0.5 0.5
2022 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
1 1 11
133
Page 117
2022 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 1) ( 80)
0 0 ( 10) ( 151)
0 0 ( 10) ( 80)
0 0 0 _____________ ( 81)
0 0 0 _____________ ( 161)
0 0 ( 260) _____________ ( 350)
878 0 418 59 0 0 0
1,021 0 421 92 0 0 0
1,021 0 752 95 0 0 0
0 0 67 _____________ 1,423
0 0 0 _____________ 1,535
0 0 0 _____________ 1,869
1,341
1,374
1,518
0 0 _____________ 0 _____________ 1,341
0 0 _____________ 0 _____________ 1,374
0 0 _____________ 0 _____________ 1,518
Page 118
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
260,400
(260,400)
0
0
0
0
0 OT
77,500
0
0
0
0
0
(77,500) OT
337,900
(260,400)
0
0
0
0
(77,500)
55,300
0
0
0
0
0
(55,300) OG
Total New
55,300
0
0
0
0
0
(55,300)
Division Priority 1 Total
393,200
(260,400)
0
0
0
0
(132,800)
Total Priority 1 Operating
393,200
(260,400)
0
0
0
0
(132,800)
City Clerk Growth 120
2022 General Local Election
120
Legal Expense Total Growth
New 121 Corporate Records & Information Analyst Position
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
Page 119
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
City Clerk Legislative Services
Title:
2022 General Local Election
Growth
Priority: 1
ONE-TIME PRELIMINARY
Justification: Local government elections are held every four years, with the next scheduled for October 2022. This request is to use reserve funds allocated for the election and to request additional funds from reserves for the 2022 general local election. Additional funds are needed for voting machine replacement, safety plans, the inaugural meeting, new Council orientation and overall costs to deliver a fair, accessible, and safe election.
Strategic Direction: 2022
Cost 260,400
Other - Supports Base Business Reserve (260,400)
Division: Department:
City Clerk City Clerk
Title:
Legal Expense
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Growth
Priority: 1
ONE-TIME PRELIMINARY
Justification: The City uses external legal services to provide advice, prepare legal documents, and represent the City as needed. This request is to increase the legal budget based on the past three years of actual costs. In addition to base business needs, legal services support community safety efforts through the City's Property Standards Compliance Team and major bylaw enforcement files. Significant and innovative City initiatives are also requiring more in-depth legal review and advice. 2022 Base budget: $235k
Strategic Direction: 2022
Cost 77,500
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (77,500)
Page 120
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
City Clerk Legislative Services
Title:
Corporate Records & Information Analyst Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: The Office of the City Clerk and Information Services are implementing SharePoint Online, a cloud-based electronic document and records management system to manage the creation, use, storage, security, retrieval, and disposition of records and information. The Corporate Records & Information Analyst will manage project implementation, work with staff to identify and run business process improvement initiatives, and continue to work with Information Services on other system improvements related to electronic records and information. These initiatives modernize systems, facilitate more collaboration, remove low value activities, and help to meet legislative requirements.
Strategic Direction: 2022 2023 2024
Cost 55,300 106,800 106,800
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 (55,300) (106,800) (106,800)
Page 121
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
58,600
0
0
0
0
0
(58,600) OG
Total New
58,600
0
0
0
0
0
(58,600)
Division Priority 2 Total
58,600
0
0
0
0
0
(58,600)
Total Priority 2 Operating
58,600
0
0
0
0
0
(58,600)
City Clerk New 123
Policy Analyst Position
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 Operating Request Details Division: Department:
City Clerk Legislative Services
Title:
Policy Analyst Position
New
Priority: 2
ON-GOING PRELIMINARY
Justification: The Office of the City Clerk manages and provides direction on Council and corporate policies and procedures. A dedicated Policy Analyst position will develop this function into a corporate service that supports a common understanding of future direction, transforms business processes, improves lower value activities, and supports consistent and transparent decision-making. Responsibilities will include: developing, drafting, reviewing, and evaluating policies; managing policy libraries; creating and maintaining policy frameworks, guidelines, and procedures; and providing policy training to staff.
Strategic Direction: 2022 2023 2024
Cost 58,600 113,500 113,500
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (58,600) (113,500) (113,500)
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Kelowna International Airport
2022 FINANCIAL PLAN
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2022 FINANCIAL PLAN
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Kelowna International Airport Kelowna International Airport (YLW) plays a vital part in the economic development and prosperity of the Okanagan Valley. Based on the 2015 economic impact report, a year in which YLW served 1.6M passengers, YLW’s total economic impact was 4,545 jobs and $789M in total economic output to the province of British Columbia. In 2019, prior to the significant impacts of COVID-19, YLW served over 2M passengers offered more than 70 daily non-stop commercial flights with eight airlines (Air Canada, Air North - Yukon's Airline, Alaska Airlines, Central Mountain Air, Flair Airlines, Swoop, Pacific Coastal Airlines and WestJet) to 16 destinations (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). Due to the continued impact of COVID-19, YLW is forecasting to serve less than 850 thousand passengers in 2021 and not returning to 2M passengers until 2025. 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. The aim is to provide high quality facilities in a safe and cost-effective manner while also ensuring the capability and flexibility to meet future changes in air transportation, technology and operations. Airport Development is responsible for overseeing and coordinating all planning, programming and development programs at YLW including master planning, conceptual design, project development, commercial real estate development projects, land use planning and tenant relations. In addition, Airport Development is also responsible for preparing strategic Airport plans, strategic air service recovery and development, community relations and engagement, and the management of the lifecycle of capital projects design and construction at the Airport until handover to Airport Operations. Airport Finance & Corporate Services is responsible for overseeing the financial well-being of the Airport including, but not limited to, reporting, budgeting, forecasting and cash management. Finance and Corporate Services also oversees agreements, significant purchasing projects, acquisitions and insurance. 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, groundside operations including parking, car rentals and ground transportation, safety and security, the customer experience, emergency preparedness and Airport fire and rescue.
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Divisional Activities Community Safety •
•
Residents feel safe: • Continued implementation and enhancement of COVID-19 measures • Rehabilitation of airside pavement to further improve the safety of aircraft and passengers • Design of the runway end safety area to further improve the safety of aircraft and passengers Data and analysis is used to understand problems and target responses: • Accomplish the goals set out in the Airport’s safety management system • Ongoing review of wildlife data to enhance aviation safety
Social & Inclusive •
Inclusivity and diversity are increasing: • Work in partnership with the Canucks Autism Network to provide a more inclusive environment for families living with autism • Work in partnership with Pets and People to provide a more calming environment for travelers • Continued implementation of the Accessible Transportation for Persons with Disabilities Regulations, including the purchase of two fully enclosed boarding ramps, to ensure all citizens have full access to airport facilities • Utilize feedback from the Rick Hansen Foundation to further improve the accessibility of the current and future Air Terminal Building
Transportation & Mobility •
More opportunities to learn about transportation: • Celebrate the 75th Anniversary of the Airport with the community through activities throughout the year • Development of interactive and static displays at the KF Centre for Excellence museum celebrating the rich history of YLW and its integral part in the development of Kelowna and the region
Vibrant Neighbourhoods •
Key sites are proactively planned: • Continue to actively pursue commercial development opportunities in and around YLW • Enter into an agreement for the development of the East Lands • Enter into an agreement for the development of an on-site hotel • Pursue retail and commercial developments that lead to regionally accessible destination services and facilities
Economic Resiliency •
Key economic sector impact is increasing: • Continue to participate in the recovery from COVID-19 • Recovery of air service post pandemic to allow citizens access to travel for business, pleasure and healthrelated reasons • Partnership developed with the University of British Columbia - Okanagan (UBCO) to manage peak parking and lack of parking issues for both YLW and UBCO • Leasing and development of commercial lands at YLW • Complete a new economic impact study • Complete the utility relocation work in preparation of the Air Terminal Building expansion
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Environmental Protection •
Greenhouse gas (GHG) emissions are decreasing: • Continue to implement the Airport’s environmental management system, including glycol mitigation measures, strategy for GHG reductions, waste management and noise management • Achieve Airport Carbon Accreditation Level 2 • Amend the ground handler agreement to move towards the use of equipment that is non-carbon fuel based • Maintain the requirements for the Airports Council International Health Accreditation
Financial Management •
Non-tax revenues are increasing: • Pursue commercial development opportunities to increase revenues
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: • Monthly COVID-19 financial forecasting updates provided to the YLW team 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 corresponding changes
People •
Ability to attract, select and retain talent: • Continue to explore all options to keep people engaged in meaningful work • Develop an innovation bank • Improve communication channels with the YLW campus
Base Business
• • • • •
Continuation of the phased replacement of the Air Terminal Building roof Renewal of certain infrastructure in the Air Terminal Building to extend the useful life of the infrastructure Renewal of certain infrastructure in the Combined Operations Building to extend the useful life of the infrastructure Replacement of certain components of the passenger bridges to extend the useful lives of the bridges Commencement of certain enabling works for Phase 1 of the Air Terminal Building expansion
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Divisional performance measures 2020 Actual
2021 Estimate
2022 Forecast
0.74M
0.84M
1.67M
1
1
2
$1.53M
$1.65M
$1.20M
$6.57
$7.30
$5.98
N/A*
N/A*
N/A*
Economic Resiliency – Key Economic Sector Impact is Increasing Meet long-term medium passenger activity forecast to 2025: 2.25M Environmental Protection – Greenhouse Gas Emissions Are Decreasing Carbon Accreditation Level Financial Management - Non-tax Revenues Are Increasing Payment to City of Kelowna ($) Financial Management – Cost to deliver services is quantified Aeronautical Revenues per Landed Air Carrier Seat ($) Base Business - Customer satisfaction Airport service quality benchmark rating (out of 5.0) * The ASQ benchmarking survey was suspended in 2020, due to the impact of COVID-19
Budget overview
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Divisional summary Actual
Revised
Preliminary
Change from
Per cent
2020
2021
2022
prior year
change
0
0.0%
Departmental operating cost centres ($ thousands): Airport 106 Airport Finance & Corporate Services
2,994
3,825
4,949
230 Airside
(1,056)
(1,314)
(1,696)
231 Groundside
(1,056)
(1,373)
(1,755)
232 Terminal
(1,056)
(1,299)
(1,681)
0
0
0
173
162
183
0
0
0
233 Airport Improvement Fee 234 Airport Policing Net operating expenditures Divisional capital cost centres ($ thousands):
0
0
0
Net capital expenditures
312 Airport Capital
0
0
0
0
0.0%
Total divisional net expenditures Operating full-time equivalent positions:
0
0
0
0
0.0%
16.4 3.3 24.1 43.8
11.0 3.0 25.0 39.0
15.0 3.0 32.0 50.0
11.0
28.2%
Management Union hourly Union salary Total operating full-time equivalent positions Note: Totals may not add due to rounding.
Detailed operating program changes ($ thousands) Total 2021 revised budget
FTE
0
39.0
0 0
39.0
0 0
11.0 50.0
0 0
0.0
2022 net impacts One-time operating requests
0
Prior years ongoing adjustments Divisional adjustments
0 0
2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
0
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Airport - Airport 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 19,285) ( 1,450)
0 0 ( 13,966) ( 1,093)
0 0 ( 39,651) ( 223)
0 0 ( 6,853) _____________ ( 27,588)
0 0 ( 10,278) _____________ ( 25,337)
0 0 ( 6,422) _____________ ( 46,297)
4,216 27 8,065 18 584 2,804 1,897
4,440 34 9,409 25 584 2,797 2,007
5,276 31 11,317 796 584 1,897 1,573
0 0 9,977 _____________ 27,588
0 0 6,041 _____________ 25,337
0 0 24,822 _____________ 46,297
0
0
0
5,467 ( 5,467) _____________ 0 _____________ 0
83,257 ( 83,257) _____________ 0 _____________ 0
4,230 ( 4,230) _____________ 0 _____________ 0
Page 132
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - Airport Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Cat
0
13,086,000
0
0
(13,086,000)
0
OG
134 Airport Airside
581,600
1,879,600
0
100,000
(2,561,200)
0
OG
135 Airport Terminal
746,200
1,749,900
0
0
(2,496,100)
0
OG
1,451,700
6,063,400
0
0
(7,515,100)
0
OG
893,400
(869,900)
0
0
(23,500)
0
OG
3,672,900
21,909,000
0
100,000
(25,681,900)
0
21,300
(21,300)
0
0
0
0
Total Growth
21,300
(21,300)
0
0
0
0
Department Priority 1 Total
3,694,200
21,887,700
0
100,000
(25,681,900)
0
Total Priority 1 Operating
3,694,200
21,887,700
0
100,000
(25,681,900)
0
Airport Maintain 134 Airport Improvement Fees
135 Airport Groundside 136 Airport Finance & Administration Total Maintain Growth 136 Airport Operations Technician Position
OG
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 FINANCIAL PLAN
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2022 Operating Request Details Division: Department:
Airport Airport
Title:
Airport Improvement Fees
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The increase in budgeted Airport Improvement Fees is due to the forecast that the Airport will continue to recover from COVID-19 in 2022. The 2022 budget is based on forecasted passenger numbers of 1.7M. The 2021 budget was based on passenger numbers of 0.5M. Revenues are contributed to the Airport Improvement Fee Reserve.
Strategic Direction: 2022 2023 2024
Cost 0 0 0
Other - Supports Base Business Reserve 13,086,00 13,086,00 13,086,00
Division: Department:
Airport Airport
Title:
Airport Airside
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com Revenue 0 (13,086,000) 0 (13,086,000) 0 (13,086,000)
Utility 0 0 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The increase in budgeted Airport Airside revenues and expenditures is due to the forecast that the Airport will continue to recover from COVID-19 in 2022. The 2022 budget is based on forecasted passenger numbers of 1.7M. The 2021 budget was based on passenger numbers of 0.5M. Revenues are contributed to the Airport Airside Reserve and expenditures are appropriated from the Airport Airside Reserve.
Strategic Direction: 2022 2023 2024
Cost 581,600 576,600 576,600
Other - Supports Base Business Reserve 1,879,600 1,884,600 1,884,600
Borrow 0 0 0
Fed/Prov 100,000 100,000 100,000
Dev/Com 0 0 0
Revenue (2,561,200) (2,561,200) (2,561,200)
Utility 0 0 0
Page 134
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Airport Airport
Title:
Airport Terminal
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The increase in budgeted Airport Terminal revenues and expenditures is due to the forecast that the Airport will continue to recover from COVID-19 in 2022. The 2022 budget is based on forecasted passenger numbers of 1.7M. The 2021 budget was based on passenger numbers of 0.5M. Revenues are contributed to the Airport Terminal Reserve and expenditures are appropriated from the Airport Terminal Reserve.
Strategic Direction: Cost 746,200 741,100 741,100
2022 2023 2024
Other - Supports Base Business Reserve 1,749,900 1,755,000 1,755,000
Division: Department:
Airport Airport
Title:
Airport Groundside
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (2,496,100) (2,496,100) (2,496,100)
Utility 0 0 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The increase in budgeted Airport Groundside revenues and expenditures is due to the forecast that the Airport will continue to recover from COVID-19 in 2022. The 2022 budget is based on forecasted passenger numbers of 1.7M. The 2021 budget was based on passenger numbers of 0.5M. Revenues are contributed to the Airport Groundside Reserve and expenditures are appropriated from the Airport Groundside Reserve.
Strategic Direction: 2022 2023 2024
Cost 1,451,700 1,446,600 1,446,600
Other - Supports Base Business Reserve 6,063,400 6,068,500 6,068,500
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (7,515,100) (7,515,100) (7,515,100)
Utility 0 0 0
Page 135
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Airport Airport Finance & Corporate Services
Title:
Airport Finance & Administration
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The increase in budgeted Airport Finance and Administration revenues and expenditures is due to the forecast that the Airport will continue to recover from COVID-19 in 2022. The 2022 budget is based on forecasted passenger numbers of 1.7M. The 2021 budget was based on passenger numbers of 0.5M. 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: 2022 2023 2024
Cost 893,400 888,100 888,100
Other - Supports Base Business Reserve (869,900) (864,600) (864,600)
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Airport Airport
Title:
Airport Operations Technician Position
Dev/Com 0 0 0
Revenue (23,500) (23,500) (23,500)
Utility 0 0 0 Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: The hiring of an Airport Operations Technician (AOT) instead of a winter casual position would reduce the annual training and escorting requirements, and increase the time spent on winter operations, summer airside maintenance as well as efficiencies in the Airports Operations Centre. This position would result in a $20K reduction in budget for casual salaries and wages in 2022, which partially offsets the $41k increase in budget for salaries in 2022 for the AOT. This position would be funded equally from the Airside, Groundside and Terminal Reserves.
Strategic Direction: 2022 2023 2024
Cost 21,300 41,400 41,400
People - Ability to attract, select & retain talent Reserve (21,300) (41,400) (41,400)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Page 136
Planning & Development
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 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; and one two-year term postion focused on climate and environment programs. Champion of the Environment is a two-year term position (April 2021 – March 2023) focused on reviewing the City’s climate and environment (C&E) related policies, programs, actions, and systems, and completing a report with a series of recommendations for improvements and coordination. The overarching objective of the position is to develop and advance long-term climate action and environmental protection solutions in line with Council and community priorities. 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 (OCP). 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 policies for short and long-term community goals. It develops leading-edge planning policies 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.
Divisional activities Community Safety •
Continue support for the Property Standards Compliance Team to assess and strategically target properties in a distressed state that do not meet the legislative standards and have seen associated criminal activities
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Social & Inclusive • • • • • • • •
Administer ~ $300,000 in rental housing grants to encourage the construction of new non-market rental housing across the community Implement the Affordable Housing Land Acquisition Strategy (AHLAS) as a means to encourage new affordable rental housing Explore options for the Housing Opportunities Reserve Fund Program to purchase new parcel(s) for the development of affordable rental housing in the long-term Deliver the Annual Housing Report to provide clear insights into local housing market dynamics Partner with UBC's School of Community and Regional Planning to complete a Climate Equity Analysis, which aims to evaluate the impacts of climate change across different segments of our population Continue to work with builders and developers to convey any changes to the British Columbia Building code or policy to ensure they are able to provide relevant feedback Develop a ladder approach training program through Okanagan College for building officials to support succession planning and employee advancement opportunities Continue to work with Fortis BC to provide relevant information regarding potential rebates to the building community though BC building code upgrades
Transportation & Mobility •
Support the implementation of Bylaw 7900 updates to road cross-sections
Vibrant Neighbourhoods •
•
• • •
Initiate Phase 1 of the Infill Strategy, which will lay the groundwork to commence a comprehensive Infill Residential Strategy to promote various housing forms, tenures and design responses in our Core Area (Partner with the UBC School of Architecture and Regional Planning) Advance the North End Plan which when completed, will establish a clear long-term vision and direction for one of the most diverse and rapidly changing parts of Kelowna. This flexible, staged approach to delivering the North End Plan alongside the Mill Site Area Redevelopment Plan will result in an accelerated process that remains committed to community priorities. Process the Mill Site Area Redevelopment Plan in tandem with the North End Plan Complete the Infill Design Challenge 2.0 to seek out new, innovative ideas to bring infill housing into our mature neighbourhoods to address issues of affordability, tenure, sustainability, and inclusivity Initiate an update to the City’s Housing Needs Assessment as part of a 5 year legislative cycle, to identify existing and projected gaps in the community’s housing needs
Economic Resiliency •
Continue to revise procedures in order to provide continuous service to the development community while navigating the changing Covid 19 procedures
Environmental Protection •
• • •
Advance the partnership 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 Implement the Community Electric Vehicle & E-Bike Strategy that is a framework of policies and programs to address charging infrastructure to support the transition to increase EV ownership Implementation of Energy Step Code for Part 3 and Part 9 buildings to increase building efficiency Develop a Community Energy Retrofit Strategy that will outline how the City will address energy efficiency and greenhouse gas (GHG) emission reductions in existing buildings
Page 140
2022 FINANCIAL PLAN
• •
• • •
CITY OF KELOWNA
Complete a comprehensive GHG emissions climate modelling exercise to be used to update GHG targets and a future Climate Resiliency Strategy Initiate work on a Climate Resiliency Strategy (including a Community Climate Change Vulernability Assessment) that will position the City to respond to the impacts of climate and protect the community, infrastructure and services Partner with stakeholders to develop a comprehensive sensitive ecosystems monitoring system Continue to upgrade the Development Services fleet to electric vehicles Review the City’s climate and environment related policies, programs, actions, and systems, and completing a report to Council with a series of recommendations for improvements and coordination
Financial Management •
•
Pilot a new partnership between Ratio.City and our ModelCity database to provide a new tool to internal staff and to the external development community that will allow them to gain access to a much broader range of data. This will improve capabilities for evidence-based decision-making across the organization and beyond Improve and promote the online integration of payment and building permit applications to the general public
Clear Direction • •
Maintain accreditation with International Accreditation Services, completing required annual audits and reports Update the Business Licensing, Cannabis, Pawn broker, and Plumbing and Gas Bylaws
People • •
Partner with UBC and Interior Health experts to develop an equity framework that will be used when creating and adjusting community planning related processes, policies, and plans Continue to support staff liaison activities with local stakeholders groups including: UDI, CHBA, Professional Engineers, Architects and residents associations
Base Business • • •
Implement a Fast Track Permitting Program targeted towards the City’s residential infill permitting process, to streamline processes and improve efficiencies to onboard this housing supply Approval and implementation of new Zoning Bylaw and land use regulations to support the 2040 OCP vision and its policies Seek opportunities to improve the development application process through the creation and implementation of ‘chat-bot’ artificial intelligence software
Page 141
2022 FINANCIAL PLAN
CITY OF KELOWNA
Divisional performance measures 2020 Actual
2021 Estimate
2022 Forecast
10,079
10,210
10,320
1,735
1,713
1,780
761
900
825
$492M
$1B
$725M
# of building permits
2,192
2,305
2,455
# of gas permits
4,275
4,300
4,330
# of plumbing permits
1,652
1,700
1,735
Total # of building inspections
11,721
11,980
12,000
Total # of plumbing & gas inspections
11,450
11,004
12,000
# of development applications reviewed by Dev. Eng.
396
416
411
# of engineering construction drawings reviewed by Dev. Eng.
199
199
199
# of utility drawings reviewed by Dev. Eng.
409
464
450
# of building permit applications reviewed by Dev. Eng.
90
85
86
# of deferred revenue releases by Dev. Eng.
15
25
18
# of 3rd Party release of Right of Ways by Dev. Eng.
32
52
46
# of As-Builts drawings reviewed by Dev. Eng.
19
50
55
1-2 family building permit applications approved for issuance within 10 working days (%)
85%
81%
87%
Inspections made within 48 hours or request (%)
85%
96%
97%
1,294
1,680
1,710
Building permits issued within 2 days or less (%)
22%
25%
28%
Ensuring timely and complete inspections and license release within 2 weeks (%)
52%
63%
68%
# of business licenses # of new business license applications # of development applications processed (planning) Construction value of building permits ($)
# of total mobile licences by year
Page 142
2022 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview
Divisional summary Actual
Revised
Preliminary
Change from
Per cent
2020
2021
2022
prior year
change
219
238
239
219
238
239
1
0.6%
697
945
1,047
(362)
(201)
(297) 7
0.4%
(1,534)
68.7%
Departmental operating cost centres ($ thousands): Planning and Development 144 Planning and Development Development Planning 146 Urban Planning Management 147 Development Planning 181 Suburban & Rural Planning
789
807
808
1,125
1,550
1,557
138 Business License
(1,494)
(1,442)
(1,438)
148 Development Services
(4,785)
(4,990)
(6,566)
149 Building, Plumbing & Gas Inspections
1,340
1,614
1,614
151 Building & Permitting
1,680
2,320
2,357
239
265
266
(3,020)
(2,233)
(3,767)
1,054
1,205
1,368
294
345
345
1,348
1,550
1,713
163
10.5%
(327)
1,106
(258)
(1,363)
(123.3%)
0
0
0
0
0
0
0
0.0%
(327)
1,106
(258)
(1,363)
(123.3%)
12.2 11.4 50.3 73.9
13.7 3.2 64.0 80.9
14.0 5.2 64.3 83.5
2.6
3.2%
Development Services
178 Development Engineering Policy & Planning 153 Policy & Planning 235 Long Range Policy Planning Net operating expenditures Divisional capital cost centres ($ thousands): Net capital expenditures Total divisional net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions Note: Totals may not add due to rounding.
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Detailed operating program changes ($ thousands) Total 2021 revised budget
1,106
FTE 80.9
2022 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
6 (55) 148
(1,463)
(1.0) 100 1,205
(0.7) 1.0 80.2
(1,463) (258)
3.3 83.5
155 155
0.5 0.5
Page 144
2022 FINANCIAL PLAN
CITY OF KELOWNA
Planning & Development Services - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 8,346) ( 163)
0 0 ( 7,589) ( 1,105)
0 0 ( 10,246) ( 82)
0 0 ( 120) _____________ ( 8,629)
0 0 ( 789) _____________ ( 9,483)
0 0 ( 567) _____________ ( 10,896)
6,971 82 623 50 0 0 55
8,328 124 1,814 69 0 0 55
8,692 127 1,495 69 0 0 55
200 0 319 _____________ 8,301
200 0 0 _____________ 10,589
200 0 0 _____________ 10,638
( 327)
1,106
( 258)
0 0 _____________ 0 _____________ ( 327)
0 0 _____________ 0 _____________ 1,106
0 0 _____________ 0 _____________ ( 258)
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
99,300
0
0
0
(1,741,800)
0
1,642,500 OG
82,500
0
0
(82,500)
0
0
0 OG
50,000
0
0
0
0
0
(50,000) OT
Total Maintain
231,800
0
0
(82,500)
(1,741,800)
0
1,592,500
148 Infill Housing Planning Manager Position 149 Community Climate Action Projects
126,000
0
0
0
0
0
(126,000) OG
120,000
(120,000)
0
0
0
0
0 OT
246,000
(120,000)
0
0
0
0
3,600
0
0
0
0
0
(3,600) OG
3,600
0
0
0
0
0
(3,600)
250,000
(250,000)
0
0
0
0
0 OT
Total New
250,000
(250,000)
0
0
0
0
0
Division Priority 1 Total
731,400
(370,000)
0
(82,500)
(1,741,800)
0
1,462,900
Total Priority 1 Operating
731,400
(370,000)
0
(82,500)
(1,741,800)
0
1,462,900
Planning & Development Services Division Maintain 147 Planning & Development Operational Changes 147 Community Energy Specialist Two Year Extension Position 148 North End Area Redevelopment Plan
New
Total New
(126,000)
Growth 388 * Fleet Growth Total Growth New 170
* 4690 Hwy 97 Agricultural Considerations
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 Operating Request Details Division: Department:
Planning & Development Services Development Services
Title:
Planning & Development Operational Changes
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: This request is to increase Building & Permitting and Development Planning revenue budgets to reflect the upturn in construction activity with increased fees collected for the review and approval of all applications. Development and construction activity has increased in recent years, and the City's front line customer service has struggled to keep pace. The addition of a Planning Technician position and a Planning Technician II position will help strengthen technical support in the department, handle daily public inquiry responses, support new online application intake including credit card payments, and provide support to the One-Window Technicians. These positions will help enhance planning and development customer service and efficiencies while ensuring applications at zoning through to building permit meet compliance to land use regulations and approved development permit requirements. Cost associated with the proposed positions will be funded by revenue with zero taxation impact. Strategic Direction: 2022 2023 2024
Cost 99,300 156,300 156,300
Economic resiliency - Key economic sector impact is increasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Planning & Development Services Policy & Planning
Title:
Community Energy Specialist Two Year Extension Position
Revenue (1,741,800) (1,798,800) (1,798,800)
Utility 0 0 0
Taxation 1,642,500 1,642,500 1,642,500 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: FortisBC's Climate Action Partners pilot program is an opportunity to assist local governments in developing, promoting and delivering low carbon energy solutions throughout BC. This program provides a grant up to $125,000 to employ a term contract Community Energy Specialist position for one additional year (April 2021 to July 8, 2022), with an opportunity for further extension. The City has identified three projects: Energy Step Code Implementation Plan; Community Energy Retrofit Strategy; and endorsement and implementation of a Community Electric Vehicle Strategy. Further opportunities if time and resources are available: investigate options for natural gas vehicle refueling infrastructure; explore policy to encourage use of renewable natural gas; implementation of other actions of the updated Community Climate Action Plan; and best practices research and scoping of a Climate Resiliency Plan.
Strategic Direction: 2022 2023 2024
Cost 82,500 82,500 0
Environmental protection - Resiliency & adaptability to climate change Reserve 0 0 0
Borrow 0 0 0
Fed/Prov (82,500) (82,500) 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0
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2022 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
North End Area Redevelopment Plan
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: On July 12, 2021, Council endorsed the North End Neighborhood Plan process. The North End is a diverse and vibrant part of our community, one that is undergoing considerable change. The upcoming reconsideration of the Mill Site will compound this pressure. This project is funded from base budget of $105,000. There are a number of 2022 projects tasks that require additional funding in the following areas: Transportation, Utilities, Communications, Parks, Recreation & Cultural facilities. Any remaining project costs will be examined and brought forward in 2023 budget depending on the length of time required to complete the project.
Strategic Direction: 2022
Cost 50,000
Vibrant neighbourhoods - Number of urban centre development plans is increasing Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Planning & Development Services Policy & Planning
Title:
Infill Housing Planning Manager Position
Dev/Com 0
Revenue 0
Utility 0
Taxation (50,000) New
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested for an Infill Housing Planning Manager position to focus on Infill Housing with two key theme areas: i) development of a robust infill housing program and; ii) housing affordability and delivering on the right supply. Investing in these two theme areas is expected to have a significant and meaningful impact on advancing progress on one of the community's most pressing and complex issues.
Strategic Direction: 2022 2023 2024
Cost 126,000 126,000 126,000
Vibrant neighbourhoods - Affordable & attainable housing mix options 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 (126,000) (126,000) (126,000)
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2022 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
Community Climate Action Projects
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Kelowna's current Community Climate Action Plan is effective only until 2023. To be pro-active and efficient, it is recommended the next iteration be a Climate Resiliency Plan, addressing both climate mitigation and adaptation. To help deliver on Council's priority to reduce GHG emissions budget is requested to continue an auditing program to ensure compliance and that buildings are achieving the performance level being modelled and to work towards improving energy efficiency in existing buildings. Also, to continue to encourage the shift to electric transportation.
Strategic Direction: 2022
Cost 120,000
Environmental protection - Resiliency & adaptability to climate change Reserve (120,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
0
75,000
0
0
0
0
(75,000) OG
Total Maintain
0
75,000
0
0
0
0
(75,000)
Infill Strategy - Phase 1 Analysis
25,000
0
0
0
0
0
(25,000) OT
153 North End Area Redevelopment Plan (Position)
55,000
0
0
0
0
0
(55,000) OT
Total Growth
80,000
0
0
0
0
0
(80,000)
Division Priority 2 Total
80,000
75,000
0
0
0
0
(155,000)
Total Priority 2 Operating
80,000
75,000
0
0
0
0
(155,000)
Planning & Development Services Division Maintain 152 Affordable Housing Land Acquisition Strategy Fund
Growth 152
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
Affordable Housing Land Acquisition Strategy Fund
Maintain
Priority: 2
ON-GOING PRELIMINARY
Justification: On January 18, 2021, Council received the City's Affordable Housing Land Acquisition Strategy (AHLAS) and directed staff to bring forward the corresponding budget requests for consideration as part of the 2022 budget process. The Strategy aims to increase the City's capacity to strategically identify and acquire land for the development of affordable rental housing. Acquiring land as a means to encourage the strategic development of affordable rental housing was identified as a critical tool to address the community's affordable housing crisis. One of the key recommendations of the Strategy is to increase over a two year period the existing funding available, annually, to acquire land. For the 2022 year, this amount has been adjusted to be increased by $75,000. The AHLAS recommends a further increase for 2023, which will be brought forward as part of the 2023 budget process.
Strategic Direction: 2022 2023 2024
Cost 0 0 0
Social & inclusive - Policy guides where the city invests resources Reserve 75,000 100,000 100,000
Borrow 0 0 0
Division: Department:
Planning & Development Services Policy & Planning
Title:
Infill Strategy - Phase 1 Analysis
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (75,000) (100,000) (100,000) Growth
Priority: 2
ONE-TIME PRELIMINARY
Justification: As part of the 2040 Official Community Plan (OCP), a residential infill strategy is needed to formalize the City's response to deliberately advancing this form of housing in the right locations. Processes, bylaws, infrastructure requirements, system improvements, and establishment of a monitoring program is required. Project anticipated completion is Q4, 2022.
Strategic Direction: 2022
Cost 25,000
Vibrant neighbourhoods - Affordable & attainable housing mix options Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (25,000)
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2022 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
North End Area Redevelopment Plan (Position)
Growth
Priority: 2
ONE-TIME PRELIMINARY
Justification: The North End Area Redevelopment Plan has been endorsed by Council July 2021. In order to adequately resource this plan in tandem with the Mill Site application, a dedicated Planner Specialist is needed to complete this work. A 12 month contract term position has been funded by the applicant, but this will not be adequate to complete the project duration. This request is for an additional six months to ensure staff continuity for this Plan to be successfully completed.
Strategic Direction: 2022
Cost 55,000
Vibrant neighbourhoods - Number of urban centre development plans is increasing Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (55,000)
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Partnerships & Investments
2022 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 four departments: Partnerships Office, Parks and Building Planning, Real Estate and Building Services. Partnerships Office is the partnerships and business arm of the City that seeks innovative opportunities to achieve community goals. Grants, sponsorships, partnership development, strategic negotiations and governance advisory services are the strategies employed to achieve the defined goals of this office. 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 long-range capital and related financial plans based upon new, renewal and growth requirements. Real Estate serves to leverage municipal real estate assets in a manner that creates innovative solutions in support of Council and Corporate Priorities, and the community’s vision as set out in Imagine Kelowna. In order to accomplish this, we are committed to being fair, equitable and efficient when acquiring, developing, managing, maintaining, and disposing of the City’s real estate and building assets.. Building Services provides safe, clean and well-maintained facilities, through a focus on asset and energy management best practices. This team manages a variety of facilities and unique assets including civic buildings, community protection facilities and major public facilities. Their responsive results are credited to a team of skilled trades and technical professionals.
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Divisional activities Community Safety • Continue renewal of older parkade security cameras to improve real‐time monitoring capabilities • 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 Social & Inclusive • • • •
Implement Accessible Parking program changes which will include upgrades in City parkades Evaluated municipal role in affordable housing to guide where the City invests resources to ensure citizens of Kelowna have affordable and attainable housing mix options Explore land acquisition opportunities that can be used in partnership with BC Housing to meet our community’s purpose-built shelter and affordable housing needs Develop the Parks Masterplan to consider park distribution, amenity needs and preferences and priority setting tools
Transportation & Mobility • • • • •
Complete development of a parking plan for the Capri-Landmark area Develop a curb space management strategy to facilitate alternative uses of parking assets, such as loading/pick‐up zones to support the increase in ridesharing and food delivery services Study sustainable transportation opportunities for the forthcoming PRC redevelopment, including mode shifts and traffic demand management methods Commission ‘Horizon’, an interactive public art piece at Boyce-Gyro Beach Park as a celebration of cycling within the City Obtain necessary approvals for the construction of the next stages of Bellevue Creek and Gopher Creek Linear Park trails
Vibrant Neighbourhoods • • • • • • • • • • • • •
Engagement with Kelowna Community Theatre users and the community at large to understand the community impact of an extended closure of the current facility, and development of strategies to mitigate the impact Confirmation of the operating model and business plan and negotiation of an agreement between the City and the operating entity Launch new Residential Parking Permit program/system to provide better customer service for residents Staff will explore the disposition of 185 & 195 Dougal Road in a manner that achieves strong site design, ensures architecture is high quality and is contextually sensitive while animating the public realm Undertake the adaptive reuse of key heritage sites in a manner that achieves multiple objectives Research and recommend best practices for downtown mobile food vendor program Ensure delivery of objectives of the Civic Precinct Plan through the delivery of residential units, community space and artwalk on 350 Doyle Avenue development Create the Alternative parks policies within the 2040 Official Community Plan (OCP) to provide public recreational spaces outside of the traditional City-owned park land Replace the existing walkway through City Park Develop a partnership plan with Kelowna Paddle Centre to ultimately integrate a new facility into the new park Develop the functional program for the potential construction of additional ice sheets at the Capital News Centre Work with local grassroots skateboard initiative to create an interim Sk8 Park at Mission Recreation Park through the Partners in Parks program Design the Mission Recreation Park softball diamond expansion, Ballou Park and Tallgrass Park
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Economic Resiliency • • •
Work with internal City divisions and departments to prioritize and acquire development cost charge (DCC) park properties in a strategic and pragmatic manner Implement rental property asset management program Work with Airport to secure long-term land leases to generate alternate forms of revenue for YLW
Environmental Protection • • • •
Continue expanding EV Charging Infrastructure and pursuing grants/partnerships Protection of Mill Creek through disposition of former McDonalds Property Pursue permitting and construction of shoreline protection measures at Sutherland Bay, Rotary Beach, Hobson Beach, Maude Roxby, Kinsmen and adjacent to the mouth of Thompson Brook Continue with a poison-free pest management system for Kelowna facilities
Financial Management • •
• • • •
Review of the 5-year pilot program for Sponsorships & Advertising program to gain an understanding of the pilot’s results and opportunities for improvement through an updated Sponsorship Strategy Alternative revenue opportunities to gain an understanding of the current inventory of non-taxation revenue sources within the City and to identify opportunities for increasing revenue within current sources and potential new revenue options Grant strategy to identify upcoming grants through research and building connections with senior government staff Senior Government Relationships & Priorities Framework will focus on understanding the current Federal and Provincial political climate which is critical for aligning priority City projects with senior government priorities and funding Complete audit to identify unrealized revenue generation opportunities – Parking Services Formalize Real Estate Acquisition strategic plan focusing on the utilization of the Land Sales Reserve
Clear Direction • •
Complete phase 1 of the Municipal Boating Facility review – and initiate phase 2 of the program Preparation for the Strategic Facilities Masterplan to assess divergent priorities across all municipally owned buildings
People •
Completion of the renovation to the garden level of City hall, which will increase the number of employee workspaces and create a more collaborative work environment
Base Business • •
• •
Review of the Unsolicited Proposal Program through engagement with staff and external proponents to gain understanding of opportunities for improvement Ongoing Sponsorship & Advertising Management which includes the prospecting and discovery of potential new external partners, along with the activation, fulfillment and renewal of current sponsorship and advertising contracts Partnership Reporting Phase 2 launch of an annual process to check in on the financial, governance, facility maintenance and community impact of about 15 to 17 nonprofit organizations which operate a range of sport and recreation facilities City participation in Tourism Master Plan process led by Tourism Kelowna
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2022 FINANCIAL PLAN
• • • • • • • • • • • • •
CITY OF KELOWNA
Ongoing liaison with City departments to inform and build upon partnership opportunities related to revenue generation Ongoing Grant Management which includes planning, securing, and managing external grants for the City of Kelowna, including maintaining the Grant Management Database, library, and dashboard Continue infrastructure renewal at the Chapman Parkade Complete equipment upgrades to support EMV Credit Card Processing Standard Addressing enquiries from the public regarding parks planning Reviewing all Development applications for parks, public spaces and landscaping considerations Support community groups in their Partners in Parks submissions Manage capital budget submissions and priorities for the buildings and parks cost centres Kelowna Family Y energy reduction infrastructure renewal City Hall and Stuart Park partial mechanical system renewal Implementation of the asset management plan Implementation of the Cityworks maintenance and asset management system Software upgrades for greenhouse gas (GHG) tracking in facilities which will allow more accurate reporting on GHGs
Divisional performance measures Success rate on grants applications bases on 20 applications submitted per year (target = 50% approved per year) Percentage of Strategic Category partnerships reporting through Reporting Framework Number of significant park acquisitions each year Annual increase in non-taxation revenue Property Management Annual Increase (decrease) in parking revenue Citizen satisfaction survey (very & somewhat satisfied) with parks & sports fields (target 80%) (* 2020 Citizen survey) Total value of parks projects completed in previous year (target $9 million) Percentage of City staff who rate user experience of workspaces favourably (target 80%) (* 2019 Employee Engagement Survey) % of occupied major facilities with current facility condition assessment data
2020 Actual 67%
2021 Estimate 50%
2022 Forecast 50%
N/A
73%
90%
1
1
1
21%
12%
12%
(19.3%)
17.9%
5%
91% *
91%
91%
$8,210,000
$11,500,000
$11,400,000
70% *
70%
74%
12%
28%
50%
Page 160
2022 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview
Divisional summary Actual 2020
Revised 2021
Preliminary 2022
4,292
4,312
4,452
9
0
0
1,734
2,250
2,218
6,036
6,562
6,670
449
656
828
82
16
17
279
246
248
810
918
1,094
560
699
765
560
699
765
116 Real Estate Services
397
429
401
118 Strategic Land Development
129
140
140
155 Real Estate Services Department
232
267
284
157 Property Management
(55)
20
109
(150)
(150)
(150)
Change from
Per cent
prior year
change
108
1.6%
176
19.1%
66
9.4%
Departmental operating cost centres ($ thousands): Building Services 156 Building Services 204 Property Maintenance - Library 277 Energy Management Partnerships Office 250 Business and Entrepreneurial Development 273 Sponsorship & Advertising 276 Partnerships and Investments Parks and Building Planning 173 Parks and Building Planning Real Estate Services
252 Parking Services Net operating expenditure Divisional capital cost centres ($ thousands):
554
706
784
78
11.1%
7,959
8,885
9,312
428
4.8%
2,716
300 Real Estate and Parking Capital
748
526
301 Building Capital
395
2,721
752
Net capital expenditures
1,143
3,246
3,468
222
6.8%
Total divisional net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions
9,102
12,131
12,780
650
5.4%
14.5 11.3 10.3 36.1
16.8 17.9 11.5 46.2
17.3 20.4 12.3 50.0
3.8
8.2%
Note: Totals may not add due to rounding.
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2022 FINANCIAL PLAN
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Detailed operating program changes ($ thousands) Total 2021 revised budget
FTE
8,885
46.2
130 9,015
0.5 1.0 47.7
297 9,312
2.3 50.0
170 170
1.0 1.0
2022 net impacts One-time operating requests
(19)
Prior years ongoing adjustments Divisional adjustments
(84) 233
2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
297
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2022 FINANCIAL PLAN
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Partnership & Investments - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 8,186) ( 695)
0 0 ( 8,533) ( 434)
0 0 ( 9,161) ( 380)
( 215) 0 ( 426) _____________ ( 9,522)
( 517) 0 ( 1,230) _____________ ( 10,713)
( 540) 0 ( 793) _____________ ( 10,874)
4,481 253 6,158 2,336 0 0 219
5,049 268 7,727 2,747 0 0 166
5,340 286 7,116 2,779 0 0 578
3,103 0 931 _____________ 17,481
3,487 0 155 _____________ 19,598
3,588 0 500 _____________ 20,186
7,959
8,885
9,312
22,797 ( 21,654) _____________ 1,143 _____________ 9,102
18,452 ( 15,206) _____________ 3,246 _____________ 12,131
12,856 ( 9,388) _____________ 3,468 _____________ 12,780
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
(19,200)
0
0
0
0
0
19,200 OG
100,000
(100,000)
0
0
0
0
0 OG
30,000
0
0
0
0
0
(30,000) OT
50,000
(50,000)
0
0
0
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
50,000
(50,000)
0
0
0
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
410,800
(400,000)
0
0
0
0
40,000
(40,000)
0
0
0
0
0 OT
27,500
(15,800)
0
0
(11,700)
0
0 OG
67,500
(55,800)
0
0
(11,700)
0
0
350,000
(350,000)
0
0
0
0
0 OT
57,400
0
0
0
0
0
(57,400) OG
58,800
0
0
0
0
0
(58,800) OG
50,000
0
0
0
0
0
(50,000) OG
50,000
0
0
0
0
0
(50,000) OG
1,600
0
0
0
0
0
(1,600) OG
75,000
(75,000)
0
0
0
0
0 OT
33,800
0
0
0
0
0
(33,800) OG
29,200
0
0
0
0
0
(29,200) OG
100,000
(50,000)
0
0
(50,000)
0
0 OT
805,800
(475,000)
0
0
(50,000)
0
5,700
0
0
0
0
0
Partnerships & Investments Division Maintain CAP
317 General Building Infrastructure Renewal 166 Facility Condition Assessments 166 Knox Mountain Caretaker House Facade Renewal 167 Performing Arts Centre – Long Range Plan 167 Creative Hub Phase 2 – Implementation 168 Kelowna Police Services Building Accommodation Study 168 Strategic Land Development Projects Total Maintain
(10,800)
Growth 169 Curb Space Management Strategy - Development 169 Parking Services Traffic Officer Position Total Growth New
V&E V&E
CAP
170 4690 Hwy 97 Agricultural Considerations 170 HVAC Technician Position 171 Facilities Maintenance Foreman Position 171 GHG Emissions Reporting Software 172 Building Services Maintenance 370 Parkinson Recreation Building Replacement, Design 172 Operational Assessment of Municipal Boating Facilities - Ph 2 173 Administrative Clerk Position 173 Parks & Landscape Planner position – Parks & Buildings Planning 174 Cook Road Boat Launch – Provincial Approvals Total New
(280,800)
Growth 388 * Fleet Growth
(5,700) OG
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Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
Total Growth
5,700
0
0
0
0
0
(5,700)
Division Priority 1 Total
1,289,800
(930,800)
0
0
(61,700)
0
(297,300)
Total Priority 1 Operating
1,289,800
(930,800)
0
0
(61,700)
0
(297,300)
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 Operating Request Details Division: Department:
Partnerships & Investments Building Services
Title:
Facility Condition Assessments
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Approximately 50 facility condition assessments (FCA) will be prioritized to gather current facility data to capture future building system renewals to feed into the City's Strategic Facilities Master Plan. The FCA data will also be utilized within the City's asset management program - Cityworks. Ongoing assessments will be scheduled to maintain data accuracy.
Strategic Direction: 2022 2023 2024
Cost 100,000 75,000 50,000
Other - Supports Base Business Reserve (100,000) 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Partnerships & Investments Building Services
Title:
Knox Mountain Caretaker House - Facade Renewal
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (75,000) (50,000) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested for the renewal of the exterior facade of the caretaker house at the top of Knox Mountain to ensure weather protection and help keep pests away. Anticipated completion is Q3 of 2022.
Strategic Direction: 2022
Cost 30,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (30,000)
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2022 Operating Request Details Division: Department:
Partnerships & Investments Partnerships Office
Title:
Performing Arts Centre – Long Range Plan
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: The delivery of a funding feasibility study in 2021 advanced the vision and planning context for a new Performing Arts Centre (PAC). Work in 2022 will build on that context by engaging consulting expertise to examine in more detail some of the actions and strategies that can be undertaken by the City as part of a long-range plan for this major project. This may include preliminary formulation of a business plan and operating model, consideration of minor capital improvements in current facilities to increase their capacity and versatility, compiling an inventory of spaces and places that can support a range of performance activities, and engagement with Kelowna Community Theatre users.
Strategic Direction: 2022
Cost 50,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (50,000)
Borrow 0
Fed/Prov 0
Division: Department:
Partnerships & Investments Partnerships Office
Title:
Creative Hub Phase 2 – Implementation
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Following on Council's authorization to proceed to Phase two of Creative Hub feasibility work, budget is requested to cover consulting fees for schematic design, Class C costing, a funding strategy and ongoing facilitation with Hub occupants and the broader arts community. 2022 budget may be supplemented by alternate revenue sources including a grant of up to 50% of eligible costs from the Canada Cultural Spaces Fund. Work in 2022 will also include analysis regarding the operating model and business plan and an agreement with the City to enable a potential Phase three build-out of the space.
Strategic Direction: 2022
Cost 100,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2022 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Kelowna Police Services Building - Accommodation Study
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Since the completion of the Kelowna Police Services Building in 2017, Police Services have experienced a growth in officers and support staff greater than originally expected. Budget is requested to consider reconfiguration of spaces and workstations within the existing building to accommodate additional positions, and to update a cost estimate for the planned future expansion.
Strategic Direction: 2022
Cost 50,000
Community Safety - Crime rates are decreasing Reserve (50,000)
Borrow 0
Fed/Prov 0
Division: Department:
Partnerships & Investments Real Estate
Title:
Strategic Land Development Projects
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 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, and planning for future civic facilities.
Strategic Direction: 2022
Cost 100,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2022 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Curb Space Management Strategy - Development
Growth
Priority: 1
ONE-TIME PRELIMINARY
Justification: A curb space management strategy will enable staff to maximize public value by effectively managing curb space in a way that supports mobility and access for people and goods, particularly within our town centres. Demands for this space continues to grow and broaden as we accommodate new forms of mobility. In recent years, the curb has become crowded as new users and alternative transportation services require access. This project was included in the 2020 Action Plan, and aligns with both Council priorities and the Parking Management Strategy. Experience gained during the pandemic from increased demand due to the growth of third party delivery and freight/courier services highlighted the need to optimize use of this valuable resource for effective, shared use.
Strategic Direction: 2022
Cost 40,000
Transportation & mobility - People of all ages & abilities can easily get around Reserve (40,000)
Borrow 0
Fed/Prov 0
Division: Department:
Partnerships & Investments Real Estate
Title:
Parking Services Traffic Officer Position
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Parking Services has experienced exponential growth in recent years due to development and densification in town centers and the required increases in parking management measures. Budget is requested to allow for hiring a second Traffic Officer to ensure the branch is able to continue providing high standards of customer service. Over the last eight years, requests for service have increased by 238%, from 400 in 2013 to 1,400 in 2021. During the same period, staffing levels have increased by only 35%. Currently, the branch relies on enforcement support from Bylaw Services and meter technicians, putting a strain on other branch/department/division resources. This request is to fund 0.6 of an FTE position. The remaining 0.4 would be funded by transferring existing budget used for casual enforcement staff hours.
Strategic Direction: 2022 2023 2024
Cost 27,500 53,800 53,800
Transportation & mobility - Investments are connecting high density areas Reserve (15,800) (30,400) (30,400)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (11,700) (23,400) (23,400)
Utility 0 0 0
Taxation 0 0 0
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2022 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
4690 Hwy 97 Agricultural Considerations
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: The City is proposing a number of substantial and innovative initiatives to mitigate the agricultural impacts associated with the proposed exclusion of Agricultural Land Reserve property located 4690 Hwy 97 to facilitate the construction of a new transit center in conjunction with BC Transit. Budget is requested to fund the following initiatives: the establishment of an Agricultural Reclamation Fund ($250k), the establishment of an Agricultural Signage Program ($60k), and the implementation of new standards of development on the subject lands ($40k).
Strategic Direction: Cost 600,000
2022
Transportation & mobility - Investments are connecting high density areas Reserve (600,000)
Borrow 0
Division: Department:
Partnerships & Investments Building Services
Title:
HVAC Technician Position
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 New
Priority: 1
ON-GOING PRELIMINARY
Justification: There is an urgent need for additional Heating Ventilation & Air Conditioning (HVAC) Technician positions to adequately maintain the City's existing facility asset base. These positions will allow the department to maintain appropriate service levels, reduce operational and contracted services costs, achieve regulatory reporting requirements, and extend the useful life of HVAC assets. The program is currently operating with two staff positions being responsible for the maintenance and operation of over $80M worth of HVAC system assets, resulting in many routine maintenance tasks not being completed. This priority one request is the first of two HVAC Tech positions requested for 2022. This position requires the purchase of a vehicle. Strategic Direction: Cost 2022 57,400 2023 113,500 2024 113,500 Capital Impact: Asset Cost 70,000
Clear direction - Services, processes & business activities are transformed Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Fleet Growth Supporting New Positions Reserve Borrow Fed/Prov 0 0 0
Dev/Com 0 0 0 Dev/Com 0
Revenue 0 0 0 Utility 0
Utility 0 0 0
Taxation (57,400) (113,500) (113,500)
Taxation (70,000)
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2022 Operating Request Details Division: Department:
Partnerships & Investments Building Services
Title:
Facilities Maintenance Foreman Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: A Facilities Maintenance Foreman position is being requested to maintain current service levels, support the implementation and development of the computerized maintenance management software - City Works, and to assist with the strategic department directives regarding the optimization of facilities management in preparation for the addition of key new facilities. The position requested is 1.0 FTE and will report to the Building Services Supervisor, as part of the Building Services team. This position requires the purchase of a vehicle. Strategic Direction: Cost 58,800 116,200 116,200
2022 2023 2024
Capital Impact:
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 (58,800) (116,200) (116,200)
Fleet Growth Supporting New Positions
Asset Cost 75,000
Reserve 0
Borrow 0
Division: Department:
Partnerships & Investments Building Services
Title:
GHG Emissions Reporting Software
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (75,000) New
Priority: 1
ON-GOING PRELIMINARY
Justification: An ongoing operating budget is requested to support the Corporate Energy Management program. New software is required to help track and report on GHG emissions. New software will include the ability to forecast utility budgets, track the success of large GHG reduction projects, and ensure the City continues to accurately report its annual emissions and benchmark the City's success towards its goals. Evaluation of various software options on the market has determined that a new functional system will cost approximately $50,000 per year ongoing. Base Budget: $0
Strategic Direction: 2022 2023 2024
Cost 50,000 50,000 50,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (50,000) (50,000) (50,000)
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2022 Operating Request Details Division: Department:
Partnerships & Investments Building Services
Title:
Building Services Maintenance
New
Priority: 1
ON-GOING PRELIMINARY
Justification: City facilities are serviced by dozens of automated doors and gates that have seen significant failures in recent years. Doors and gates are of special importance at facilities like Firehalls, Police Services and City Yards. Budget is being requested to implement a wholistic preventative maintenance program for these assets. In addition, budget is requested for building materials which have experienced significant price increases over the last several years.
Strategic Direction: 2022 2023 2024
Cost 50,000 50,000 50,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Partnerships & Investments Real Estate
Title:
Operational Assessment of Municipal Boating Facilities - Ph 2
Revenue 0 0 0
Utility 0 0 0
Taxation (50,000) (50,000) (50,000) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: The effective operation and management of the City's three primary boat launch facilities (Cook Rd, Water St and Sutherland Park) has become increasingly challenging as a result of ever increasing marine traffic on Okanagan Lake. Initial work on this project began in the late summer/fall of 2021 and included data collection, issue identification and initial consultation with launch users. Budget is requested for additional third-party consulting services to expand on this work, once the phase one scope has been completed.
Strategic Direction: 2022
Cost 75,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (75,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
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2022 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Administrative Clerk Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: An Administrative Clerk position is being requested to support both the Parks & Buildings Planning and the Partnerships departments. The introduction of the Parks Development DCCs in 2019 has resulted in a tripling of value of annual parks development across the City, with a corresponding increase in public consultation, permitting, design coordination, etc. In that time the City has experienced a rapid growth of development, resulting in an increased workload in Development Application Reviews (DAR) requiring administrative support. The Partnerships office continues to increase efforts in partnership agreements, grants management, advocacy and sponsorship, and advertising. This Administrative Clerk position will provide vital support for this growing department.
Strategic Direction: 2022 2023 2024
Cost 33,800 67,400 67,400
People - Ability to attract, select & retain talent Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Parks & Landscape Planner position – Parks & Buildings Planning
Utility 0 0 0
Taxation (33,800) (67,400) (67,400) New
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget for a Parks & Landscape Planner position is requested. This position will provide valuable assistance in delivering on Council's priorities for public parks and spaces. The addition of this position will allow the Parks Planning team to consult and deliver on the Parks Masterplan to provide a strong, strategic direction of the many competing and changing demands on our park system, realize the successful implementation of the $211M ten-year Parks Development Plan, respond to partnership opportunities, improve levels of customer service, and reduce capital costs. This position will be funded 50% through capital projects.
Strategic Direction: 2022 2023 2024
Cost 29,200 56,500 56,500
People - Collaboration is improving problem solving 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 (29,200) (56,500) (56,500)
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2022 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Cook Road Boat Launch – Provincial Approvals
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to submit a Section 11 application(s) for a groyne or similar solution, to prevent the ongoing sedimentation of the Cook Road boat launch, and for the proposed shoreline works in the riparian zone in front of 3838 Capozzi Rd. Costs for this application(s) are to be shared with the developers, pending confirmation. A capital budget submission for full design and construction would be brought forward in subsequent years once the Section 11 is confirmed.
Strategic Direction: 2022
Cost 100,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (50,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue (50,000)
Utility 0
Taxation 0
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
(5,300)
0
0
0
0
0
5,300 OG
(5,300)
0
0
0
0
0
5,300
Partnerships & Investments Division Maintain CAP
373 General Building Infrastructure Renewal Total Maintain New
V&E 176
Plumber / Gas Fitter Position
57,800
0
0
0
0
0
(57,800) OG
V&E 176
HVAC Technician Position
57,400
0
0
0
0
0
(57,400) OG
Energy Savings - Consulting
60,000
0
0
0
0
0
(60,000) OG
Total New
175,200
0
0
0
0
0
(175,200)
Division Priority 2 Total
169,900
0
0
0
0
0
(169,900)
Total Priority 2 Operating
169,900
0
0
0
0
0
(169,900)
177
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 Operating Request Details Division: Department:
Partnerships & Investments Building Services
Title:
Plumber / Gas Fitter Position
New
Priority: 2
ON-GOING PRELIMINARY
Justification: A Plumber/Gasfitter position is being requested to support the expansive facilities asset base by maintaining current service levels, providing backup for the single existing plumber, supporting increased regulatory reporting requirements and participating in the development, implementation and continuous improvement of the Computerized Maintenance Management System, City Works. This position requires the purchase of a vehicle.
Strategic Direction: Cost 57,800 113,900 113,900
2022 2023 2024
Capital Impact:
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 (57,800) (113,900) (113,900)
Fleet Growth Supporting New Positions
Asset Cost 100,000
Reserve 0
Borrow 0
Division: Department:
Partnerships & Investments Building Services
Title:
HVAC Technician Position
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (100,000) New
Priority: 2
ON-GOING PRELIMINARY
Justification: There is an urgent need for additional Heating Ventilation & Air Conditioning (HVAC) Technician positions to adequately maintain the City's existing facility asset base. These positions will allow the department to maintain appropriate service levels, reduce operational and contracted services costs, achieve regulatory reporting requirements, and extend the useful life of HVAC assets. The program is currently operating with two staff positions being responsible for the maintenance and operation of over $80M worth of HVAC system assets, resulting in many routine maintenance tasks not being completed. This priority two request is the second of two HVAC Tech positions requested for 2022. This position requires the purchase of a vehicle. Strategic Direction: Cost 2022 57,400 2023 113,500 2024 113,500 Capital Impact: Asset Cost 70,000
Clear direction - Services, processes & business activities are transformed Reserve Borrow Fed/Prov 0 0 0 0 0 0 0 0 0 Fleet Growth Supporting New Positions Reserve Borrow Fed/Prov 0 0 0
Dev/Com 0 0 0 Dev/Com 0
Revenue 0 0 0 Utility 0
Utility 0 0 0
Taxation (57,400) (113,500) (113,500)
Taxation (70,000)
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2022 Operating Request Details Division: Department:
Partnerships & Investments Building Services
Title:
Energy Savings - Consulting
New
Priority: 2
ON-GOING PRELIMINARY
Justification: Budget is requested to support the ongoing investigation and evaluation of energy efficiency opportunities through energy and feasibility studies. This funding is necessary to develop a roadmap and an action plan for ongoing Green House Gas (GHG) corporate reductions. In order to have a continuous list of projects that can be delivered each year to achieve the City's reduction targets, funding for studies in the amount of $60,000 is required per year. Base Budget: $0
Strategic Direction: 2022 2023 2024
Cost 60,000 60,000 60,000
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 (60,000) (60,000) (60,000)
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Infrastructure
2022 FINANCIAL PLAN
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Infrastructure As a result of a corporate reorganization in late 2021, a new Infrastructure Division was created incorporating the roles and responsibilities of the previous Infrastructure Division with the Civic Operations Division. This change integrates both the infrastructure planning, design and construction of almost all city infrastructure with their ongoing operations and maintenance, improving the organization efficiency and effectiveness in delivering high quality services to the citizens of Kelowna. The areas of responsibility included within this Division are transportation, water, wastewater, drainage, solid waste, as well as parks operations and maintenance. Parks and Building planning as well as building operations and maintenance are included as part of the Partnership and Investments Division. Responsibility for managing transit governance and liaising 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 Operations is responsible for managing, operating, and maintaining the City’s fleet, parks, and street infrastructure in a sustainable manner meeting community need. Infrastructure that the branch is responsible for includes: the transportation network, parks, beaches, sports fields, natural areas, urban forests, Kelowna Memorial Park Cemetery, public open spaces, and corporate fleet. The branch also has a critical role during emergencies and provides Financial / Administrative support to the department. 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, preliminary project design and road safety planning. This department also provides regional administration and
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inter-governmental 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 Utility Services is responsible for planning, preliminary design, management, operations, and maintenance of essential services including water supply (potable and non-potable systems), water conservation programs, source water protection programs, wastewater collection and treatment, stormwater systems, biosolids composting, and the Glenmore Landfill.
Divisional activities Community Safety • • •
Proactively participate in design reviews, bylaw updates, to ensure new spaces are safe, clean, sustainable and inviting Implement a training program for Crime Prevention through Environmental Design (CPTED) for key staff to help ensure CPTED principles are considered Regular communication with RCMP, Bylaw and partners for a better understanding of community concerns and areas for improvement
Social & Inclusive •
As part of the Transportation Master Plan (TMP) ensuring projects accommodate social and economic demographic needs
Transportation & Mobility • • • • • • • • •
Technical review of the transportation section of Subdivision, Development and Servicing Bylaw Completion of design and start of construction on the Bertram pedestrian and bicycle overpass Construction started on the Casorso 4 Active Transportation Corridor (ATC) (Raymer to KLO) Continue working on securing the funding, designs for a state-of-the-art transit maintenance facility Construction on Houghton ATC – Multiuse Pathway (Okanagan Rail Trail to Houghton) Work with RDCO on a new Regional Transportation Committee as part of the Sustainable Transportation Partnership of the Central Okanagan (STPCO) transition Planning and preliminary design of Commonwealth Rd connection to Jim Bailey Rd Completion of construction of South Perimeter Rd from Gordon to Stewart Rd West ATC o Abbott (Rose Ave - Cedar Ave) Protected Bike Lane Project – Construction o Casorso 3 DCC (KLO Rd - Lanfranco Rd), ATC – Construction o Dilworth (Leckie 1, 2, 3) ATC (Rails with Trails - Mission Creek Greenway) – Planning
Vibrant Neighbourhoods •
Participate in and improve land development review process to ensure proper consultation on new/renewed infrastructure (as per the new Development Process Review Guide)
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Economic Resiliency • •
Implement updated business plan for Kelowna Memorial Park Cemetery (completed in 2021) Partnership with Ministry of Transportation and Infrastructure (MoTI) to fund and deliver the first Goods Movement Study for the region
Environmental Protection • • • • • • •
Improve protection of the city-owned urban tree canopy and provide advice on protecting private tree canopy Identify ways to reduce wasteful practices and opportunities and develop plans to reduce waste Develop baseline surface water quality monitoring program and create public key performance indicators (KPI) Develop and monitor Emergency Response Plans for each service area Pilot demolition deconstruction with Real Estate Services Use grant funding programs for expand sanitary collection system areas still serviced by septic fields Conduct assessment of Hillspring Dam
Financial Management • • • •
Regularly monitor budgets and variance through an automated process Document service levels and funding Use of dashboards and reports through the implementation of Cityworks Quarterly Capital Project Financial and Delivery status reports implemented
Clear Direction • • • •
Review and update performance measures to meaningful, measurable KPI’s (and benchmarks where available) for each branch Develop system to track and report on innovation for continuous improvement in Operations Create responsibility matrix to clarify roles & responsibilities for assets within Operations and regularly review Develop comprehensive list of External Relationships in which Operations has a role
People • • • • •
Develop Employee Engagement Action Plans Address divisional growth and associated space needs Conduct regular Senior Leadership meetings with Staff Annually update branch succession plans with HR assistance Ensure staff are adequately trained
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Divisional performance measures 2020 Actual
2021 Estimate
2022 Forecast
Administration 10,536
11,000
11,500
5.5%
7%
9%
5
9
31
$10,092
$10,150
$10,250
0.05
0.06
0.06
$2,041
$2,011
$2,057
% of pothole requests fixed within 5 days (target 90%)
84.9%
87%
92%
Snow & ice control budget performance (target 100%)
142%
95%
95%
33,204
33,800
32,000
18
10
10
145,704
155,000
155,000
32.7%
33.5%
34%
33.2
32.6
33.0
Renewal water main pipe installed (m)
2,030
1,385
745
Renewal sanitary sewer main pipe installed (m)
1,650
220
2,500
9
12
15
115
125
135
1
47
54
3.4M
14.0M
129.4M
Parks & public spaces
12.9M
32.2M
23.7M
Transportation
12.8M
41.9M
14.5M
Solid waste
7.5M
8.0M
4.4M
Storm drainage
1.5M
8.7M
9.7M
21.2M
18.8M
5.6M
5.3M
9.7M
8.6M
10,764
10,800
10,800
3,478,638
4,178,176
5,342,097
Service requests Fleet Services % of electric light duty fleet vehicles # fleet electric vehicle chargers Parks Average cost to maintain parks per hectare # of full-time staff per hectare Public Works Average maintenance cost per lane km (excludes snow & construction)
Landfill and compost operations Biosolids composted (tonnes) Odour reports - ogogrow Garbage landfilled (tonnes) Materials recovered at landfill (% of total received) Infrastructure Delivery Total lane kilometres of roads resurfaced (km)
# of water main breaks (includes SEK non-potable) # of water service breaks (includes SEK non-potable) Air quality - # of woodstoves exchanged for high-efficiency stoves Total value of capital construction projects ($) Civic buildings
Water Wastewater Integrated Transportation Total corporate greenhouse gas (GHG) emissions (CO2) (tonnes) Transit ridership (# of people per year) Wastewater (See Wastewater Utility) Water Supply (See Water Utility)
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Budget overview
Divisional summary Actual 2020
Revised 2021
Preliminary 2022
220 Infrastructure
262
295
334
226 Civic Operations
265
271
0
527
566
334
185 Integrated Transportation
344
306
306
192 Transportation Engineering
873
911
853
193 Transit and Programs
201
172
173
224 Strategic Transportation Planning
235
323
235
6,096
6,102
6,602
7,749
7,814
8,169
214 Infrastructure Delivery
968
1,180
1,212
215 Utilities Construction
137
147
155
1,106
1,327
1,367
168 Infrastructure Operations
183
203
207
169 Park Services
508
606
590
0
0
0
172 Parks, Beaches & Sports Fields
9,330
10,034
10,061
174 Urban Forestry
2,078
2,585
2,666
180 Street Lights
1,848
1,864
1,869
183 Solid Waste
(200)
(200)
(200)
0
0
0
125
139
143
189 Roadways Operations
6,776
5,772
5,933
190 Traffic Operations & Technical Support
1,172
1,327
1,339
191 Fleet Services
24
51
51
199 Pumpstations - Stormwater
33
19
19
1,018
1,002
1,054
Change from
Per cent
prior year
change
(231)
(40.8%)
355
4.5%
40
3.0%
Departmental operating cost centres ($ thousands): Infrastructure
Integrated Transportation
257 Kelowna Regional Transit Infrastructure Delivery
Infrastructure Operations
170 Cemetery
184 Biosolids 188 Roadways Construction
201 Utility - Stormwater
Page 185
2022 FINANCIAL PLAN
CITY OF KELOWNA
Continued 211 Civic Operations Finance & Administration
639
800
212 Public Works
172
148
149
1,079
1,103
1,198
267 Water Quality & Customer Care - General
118
371
375
287 Technical Support Services
217
305
310
25,121
26,131
26,830
49
49
50
0
0
0
179
460
376
219 Traffic Signals & Systems
1,065
699
2.7%
Utility Services 213 Utility Services 221 Solid Waste Management 245 Utility Planning
229
509
426
(83)
(16.3%)
34,731
36,347
37,126
779
2.1%
302 Parks Capital
2,993
2,565
3,894
304 Transportation Capital
3,934
5,293
4,527
0
0
0
340
500
1,046
Net operating expenditures Divisional capital cost centres ($ thousands):
305 Solid Waste Capital 306 Storm Drainage Capital 310 Vehicle & Mobile Equipment Net capital expenditures Total divisional net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions
265
11
255
7,531
8,369
9,722
1,352
16.2%
42,262
44,716
46,848
2,132
4.8%
31.9 132.0 33.9 197.8
30.7 155.2 35.0 220.9
29.7 157.8 38.3 225.8
4.9
2.2%
Note: Totals may not add due to rounding.
Detailed operating program changes ($ thousands) Total 2021 revised budget
FTE
36,347
220.9
(403) 35,944
0.7 1.7 223.3
1,182 37,126
2.5 225.8
285 285
0.3 0.3
2022 net impacts One-time operating requests
(335)
Prior years ongoing adjustments Divisional adjustments
123 (191)
2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
1,182
Page 186
2022 FINANCIAL PLAN
CITY OF KELOWNA
Infrastructure - General General - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 39,585) ( 18,165)
0 0 ( 38,049) ( 18,474)
0 0 ( 39,696) ( 17,295)
( 423) 0 ( 363) _____________ ( 58,536)
( 466) 0 ( 1,413) _____________ ( 58,401)
( 111) 0 ( 1,839) _____________ ( 58,941)
20,119 7,226 13,206 33,646 0 0 3,816
21,369 7,231 16,218 35,136 0 0 4,317
21,824 7,624 14,071 37,297 0 0 4,669
11,880 0 3,374 _____________ 93,267
9,557 0 920 _____________ 94,748
9,666 0 917 _____________ 96,067
34,731
36,347
37,126
42,774 ( 35,243) _____________ 7,531 _____________ 42,262
100,676 ( 92,307) _____________ 8,369 _____________ 44,716
57,832 ( 48,110) _____________ 9,722 _____________ 46,848
Page 187
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
53,000
0
0
0
0
0
(53,000) OG
100,000
(100,000)
0
0
0
0
0 OT
2,435,300
(1,613,700)
0
(2,254,500)
1,932,900
0
(500,000) OG
90,300
(58,900)
0
(4,500)
(26,900)
0
0 OT
100,000
(100,000)
0
0
0
0
0 OT
75,000
0
0
0
0
0
(75,000) OT
193 Traffic Signal System Growth
66,000
0
0
0
0
0
(66,000) OG
193 Turf Maintenance Materials
70,000
0
0
0
0
0
(70,000) OG
194 Glengrow Composting Equipment Rental 194 Beach Wheelchair Access Mats
62,000
0
0
0
(62,000)
0
0 OG
18,800
0
0
0
0
0
(18,800) OG
Infrastructure Division Maintain 190 Stormwater Dam Inspection and Maintenance 190 Landfill - Sliver Fill & Area 3 Landfill Gas Final Design 191 Transit Base Operating Cost 191 Strategic Transportation Partnership of Central Okanagan 2022 Transition 192 Landfill - Statutory Right of Way Review & Lot Amalgamation 192 Hill Spring Dam Study
V&E 195 Groundsperson II Position
0
0
0
0
0
0
0 OG
Fleet Consulting Services
50,000
(50,000)
0
0
0
0
0 OG
195 Fleet EV Charging Infrastructure Installation 196 Cemetery Security Fencing
50,000
(50,000)
0
0
0
0
0 OG
35,000
(35,000)
0
0
0
0
0 OT
197 Rutland Exchange - Maintenance
50,000
(50,000)
0
0
0
0
0 OT
197 Parks Pedestrian Bridge Inspections and Evaluations 198 Irrigation Technician Position
10,000
0
0
0
0
0
(10,000) OG
45,100
0
0
0
0
0
(45,100) OG
198 Waste Receptacle Renewal
10,000
0
0
0
0
0
(10,000) OG
199 Snow & Ice Control and Road Network Growth 199 Glenmore Recreation Park Natural Area Maintenance CAP 376 DeHart Park
113,900
0
0
0
0
0
(113,900) OG
8,900
0
0
0
0
0
(8,900) OG
0
0
0
0
0
0
0 OG
CAP 404 Rutland Park & Ride, Mobility Hub, Operations facility 200 Plant Replacement
500
0
0
0
0
0
(500) OG
195
10,000
0
0
0
0
0
(10,000) OG
200 Rail Trail Fuel Management and CPTED 201 Smart Waste Sensor Pilot
10,000
0
0
0
0
0
(10,000) OG
27,500
(27,500)
0
0
0
0
0 OG
201 Sport Court Minor Repairs
15,000
0
0
0
0
0
(15,000) OG
3,506,300
(2,085,100)
0
(2,259,000)
1,844,000
0
50,000
(50,000)
0
0
0
0
0 OT
40,000
0
0
0
0
0
(40,000) OT
Total Maintain
(1,006,200)
Growth 202 Landfill - Waste Reduction Evaluation of Building Deconstruction 202 Bylaw 7900 Update Implementation
Page 188
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Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
16,300
0
0
0
0
0
(16,300) OG
44,100
(27,000)
0
0
0
0
(17,100) OG
150,400
(77,000)
0
0
0
0
(73,400)
40,600
(27,500)
0
0
0
0
(13,100) OG
75,000
(75,000)
0
0
0
0
0 OT
7,000
0
0
0
0
0
(7,000) OG
11,600
0
0
0
0
0
(11,600) OG
8,500
0
0
0
0
0
(8,500) OG
1,300
0
0
0
0
0
(1,300) OG
12,400
0
0
0
0
0
(12,400) OG
18,600
0
0
0
0
0
(18,600) OG
19,800
0
0
0
0
0
(19,800) OG
6,800
0
0
0
0
0
(6,800) OG
1,800
0
0
0
0
0
(1,800) OG
50,000
(50,000)
0
0
0
0
0 OT
0
0
0
0
0
0
0 OT
1,300
0
0
0
0
0
(1,300) OG
Total New
254,700
(152,500)
0
0
0
0
(102,200)
Division Priority 1 Total
3,911,400
(2,314,600)
0
(2,259,000)
1,844,000
0
(1,181,800)
Total Priority 1 Operating
3,911,400
(2,314,600)
0
(2,259,000)
1,844,000
0
(1,181,800)
CAP 396 Casorso 3 DCC (KLO Rd Lanfranco Rd), ATC CAP 398 Fleet Growth Total Growth New 203 Equipment Operator III Landfill and Roadways Position 203 Landfill - Environmental Monitoring - Landfill Gas CAP 403 Pedestrian and Road Safety Projects 204 Project Technician (Parks) Position 204 Black Mountain Trail CAP 399 Rails with Trails DCC (Dilworth Commerce Ave), ATC CAP 397 Abbott DCC (Rose Ave - Cedar Ave) Protected Bike Lane Project CAP 404 Active Transportation Corridor/Bicycle Network Expansion CAP 398 Houghton 2 AT (Hollywood Rutland) CAP 380 Mill Creek Linear Park CAP 407 Transit - New Bus Stops 205 Downtown Cleanup Patrol 308 * 2040 Infrastructure Plan Consulting Support CAP 372 * Parkinson Recreation Building Replacement, Design
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
Page 189
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Stormwater Dam Inspection and Maintenance
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: There are four dams connected to the City's stormwater system: Mair Pond, Walroy Dam, Fraser Dam and Hillspring Pond. There is a regulatory requirement for the operations group to regularly inspect and maintain equipment, submit an annual report, creation, or update of both the dam emergency plan (DEP) and operational maintenance and surveillance manual (OMS). Budget is requested to provide funding for the regulatory inspections, annual reports and completion of outstanding DEP and OMS reports. Base budget $0.00
Strategic Direction: Cost 53,000 53,000 53,000
2022 2023 2024
Environmental protection - Emergency response & preparation Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Infrastructure Utility Services
Title:
Landfill - Sliver Fill & Area 3 Landfill Gas Final Design
Revenue 0 0 0
Utility 0 0 0
Taxation (53,000) (53,000) (53,000) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to complete the detailed design for filling operations and re-alignment of existing landfill infrastructure. As part of the site design, operations and closure plan there is a re-alignment of the filling on historical side slopes that result in added landfill capacity. In order to complete this work, filling considerations and recommendations are required for safe access and how to re-locate and extend existing landfill gas and leachate recirculation systems. This would also include a design for the pending Area 3 landfill gas system. Base budget $0.00
Strategic Direction: 2022
Cost 100,000
Financial management - Non-tax revenues are increasing Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 190
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Base Operating Cost
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: This request is to reflect changes in revenue and costs in transit operations including transit management/labor, fuel, maintenance and lease fees, and expansion. This operating request will increase Conventional and Community Transit by $2.866M and increase Custom Transit by $4k. This increase is offset by 3 months of the remaining Safe Restart Grant to be applied via the annual operating agreement January-March 2022, and funding from the City's Transit Reserve.
Strategic Direction: 2022 2023 2024
Financial management - Cost to deliver services is quantified
Cost Reserve 2,435,300 (1,613,700) 2,435,300 (666,000) 2,471,300 (334,000)
Borrow 0 0 0
Fed/Prov (2,254,500) (1,497,500) (1,497,500)
Dev/Com 0 0 0
Revenue 1,932,900 1,932,900 1,932,900
Division: Department:
Infrastructure Integrated Transportation
Title:
Strategic Transportation Partnership of Central Okanagan 2022 Transition
Utility Taxation 0 (500,000) 0 (2,204,700) 0 (2,572,700) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested for the City's portion of the contracted regional transit programs run on behalf of the Regional District of Central Okanagan during this final transition year. The Strategic Transportation Partnership of the Central Okanagan dissolved at the end of 2020 and the City was contracted to provide transitional services for 2021 and 2022.
Strategic Direction: 2022
Cost 90,300
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (58,900)
Borrow 0
Fed/Prov (4,500)
Dev/Com 0
Revenue (26,900)
Utility 0
Taxation 0
Page 191
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Landfill - Statutory Right of Way Review & Lot Amalgamation
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to review and update the existing statutory right of ways (blanket and surveyed), road right of ways and potential consolidation of the City of Kelowna owned properties at and surrounding the Glenmore Landfill in order to protect and maximize the City's utilization of the lands. There are currently road right of ways through the existing waste and other statutory right of ways that could allow other jurisdictions or third party utility companies the legal right to construct infrastructure at the site. This update will remove or realign these right of ways to minimize potential future impacts to the site. This work will be overseen by the City's Real Estate Division. Base budget $0.00
Strategic Direction: 2022
Cost 100,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (100,000)
Division: Department:
Infrastructure Utility Services
Title:
Hill Spring Dam Study
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: In 2021, the Provincial Dam Safety Officer emphasized the importance of improving the maintenance of Hill Spring Dam and the associated structures located in the Upper Mission. The dam impounds a riparian wetland and is now only fed through groundwater. The dam was acquired by the City as an asset through the development process, and a new storage license is required from the Province before completing further upgrades. The studies required include environmental, financial and regulatory investigations required as background documentations.
Strategic Direction: 2022
Cost 75,000
Economic resiliency - Infrastructure deficit is reduced Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (75,000)
Page 192
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Infrastructure Operations
Title:
Traffic Signal System Growth
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Development led projects have increased the traffic signals systems significantly in 2021 with the addition of seven new signals. Each new signal costs $8k per year to maintain, plus energy costs. Budget is requested for the ongoing operational costs for development led projects that are not captured through the normal capital budget process. Base budget $528,000
Strategic Direction: 2022 2023 2024
Cost 66,000 66,000 66,000
Economic resiliency - Infrastructure deficit is reduced Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Infrastructure Operations
Title:
Turf Maintenance Materials
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (66,000) (66,000) (66,000) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to support materials purchase for the turf management program. Kelowna sportsfield have a rigorous maintenance program to support the 30,000+ hours of booked time. Higher demand means more maintenance to help them recover. The sportsfield undergo maintenance which requires fertilizer, seed and specialized sand. Recently all of these materials have seen on average a 25% increase of cost over the last two years. Budget is requested to cover these increased costs. Base Budget $245,000
Strategic Direction: 2022 2023 2024
Cost 70,000 70,000 70,000
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 (70,000) (70,000) (70,000)
Page 193
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Glengrow Composting - Equipment Rental
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Compost sales volumes and revenue has more than doubled in the past two years. This increase, along with increased organics (green waste) management, has resulted in increased need for equipment rental. This request is to increase the equipment rental budget from $63k to $125k annually, offset by a revenue budget increase for the expected increase for glengrow sales. Base budget $63,000
Strategic Direction: 2022 2023 2024
Cost 62,000 62,000 62,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Infrastructure Operations
Title:
Beach Wheelchair Access Mats
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (62,000) (62,000) (62,000)
Utility 0 0 0
Taxation 0 0 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Wheelchair access to Okanagan lake is available at two major beaches (Boyce/Gyro Beach and Rotary Beach) The current concrete structures are deteriorating and has led to a number of complaints. Budget is requested to pilot a rollout beach wheelchair access mat at Rotary Beach. The mat will roll out over the sand to provide wheelchair access into the water. Budget request includes US Dollars and was calculated using the exchange rate of 1.25. Base budget $0.00
Strategic Direction: 2022 2023 2024
Cost 18,800 4,300 4,300
Transportation & mobility - People of all ages & abilities can easily get around Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (18,800) (4,300) (4,300)
Page 194
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Infrastructure Operations
Title:
Groundsperson II Position
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested for a Groundsperson II position to maintain parks maintenance service levels. As new parks are developed through the Parks DCC program, this position will become critical to maintaining current service levels. The DCC Parks capital program has been actively planning and developing new parks over the last few years with Pandosy Waterfront Park, DeHart Park, and Glenmore Recreation Park expected to be online for maintenance in 2023. This position requires the purchase of a vehicle. Base budget $830,000 Strategic Direction: 2022 2023 2024
Cost 0 46,500 91,700
Capital Impact:
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 0 (46,500) (91,700)
Fleet Growth Supporting New Positions
Asset Cost 80,000
Reserve 0
Borrow 0
Division: Department:
Infrastructure Infrastructure Operations
Title:
Fleet Consulting Services
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (80,000) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to hire contract services to assist Fleet with financial and process analysis including engineered certifications on damaged or modified equipment, equipment life cycle analysis, electric vehicle integration, fueling stations and environmental assessments. Funding will be drawn from the fleet reserve. Base Budget: $50,000
Strategic Direction: 2022 2023 2024
Cost 50,000 50,000 50,000
Other - Supports Base Business Reserve (50,000) (50,000) (50,000)
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 195
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Infrastructure Operations
Title:
Fleet EV Charging Infrastructure Installation
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested for the City's contribution towards grants for Electric Vehicle (EV) Charger programs. Municipalities can access provincial, FortisBC and federal programs such as the zero emission infrastructure program (ZEVIP) incentives with matching contributions to lower the price of EV charger infrastructure. Base Budget: $0
Strategic Direction: 2022 2023 2024
Cost 50,000 50,000 50,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (50,000) (50,000) (50,000)
Borrow 0 0 0
Division: Department:
Infrastructure Infrastructure Operations
Title:
Cemetery Security Fencing
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to improve the perimeter fencing at Kelowna Memorial Park, to increase safety and aesthetics of the eastern portion of Cemetery (top of cliff) for future sales and usability of this section of the Cemetery. Base budget $0.00
Strategic Direction: 2022
Cost 35,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (35,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 196
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Rutland Exchange - Maintenance
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Amenities including artwork at the Rutland Transit Exchange completed in 2018 are in need of maintenance to protect them from the elements over the long term.
Strategic Direction: 2022
Cost 50,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (50,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Division: Department:
Infrastructure Infrastructure Delivery
Title:
Parks Pedestrian Bridge Inspections and Evaluations
Revenue 0
Utility 0
Taxation 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: There are currently 40 vehicle bridges and 69 pedestrian bridges in the City. The bridge inspection program has historically focused on vehicle bridges and pedestrian bridges on roadways. However, the majority of pedestrian bridges are within parks, many of which are showing signs of age and decay. Additional budget is required to routinely inspect half of the pedestrian bridges each year to ensure safety, effective asset management and a consistent baseline across the network. 2022 base Budget: $56k
Strategic Direction: 2022 2023 2024
Cost 10,000 10,000 10,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000)
Page 197
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Infrastructure Operations
Title:
Irrigation Technician Position
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: An Irrigation Technician position is being requested to support irrigation central control systems that operate 400+ irrigation systems. This position will lead programming, maintenance, and field inspections. This position will also work on the goal of water conservation in parks and public spaces. Base budget $830,000
Strategic Direction: 2022 2023 2024
Vibrant neighbourhoods - Animated parks & public spaces
Cost 45,100 89,100 89,100
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Infrastructure Operations
Title:
Waste Receptacle Renewal
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (45,100) (89,100) (89,100) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Parks services manages over 1000 waste receptacles, as part of the asset management plan the City 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 the City's natural parks. This budget request will go towards a long-term replacement plan. 2021 Base Budget: $60,000
Strategic Direction: 2022 2023 2024
Cost 10,000 15,000 20,000
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 (10,000) (15,000) (20,000)
Page 198
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Infrastructure Operations
Title:
Snow & Ice Control and Road Network Growth
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Roadways expenditures are often affected by weather which leads to volatile year-over-year costs. The increase in road inventory since 2017 (much of this built by developers) is 11% while the budgets have gone up 5%. The obligation to provide safe roads has led to costs being incurred irrespective of the budget which has led to yearly deficits being covered by Reserve. Additional budget is requested to be phased in over a three year period and will also be adjusted based upon the results of a performance based budget currently being developed. Base Budget: $683,459
Strategic Direction: 2022 2023 2024
Other - Supports Base Business
Cost 113,900 188,900 263,900
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Infrastructure Infrastructure Operations
Title:
Glenmore Recreation Park Natural Area Maintenance
Revenue 0 0 0
Utility 0 0 0
Taxation (113,900) (188,900) (263,900) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Glenmore Recreation Park is surrounded by an Agricultural Land Reserve (ALR) natural area buffer. This area has recently been expanded and requires additional operating budget to manage the weeds and natural growth within the buffer. Budget is requested for ongoing establishment of the ALR buffer, rough mowing, string trimming and garbage clean up three times a year. Base budget $83,000
Strategic Direction: 2022 2023 2024
Cost 8,900 8,900 8,900
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 (8,900) (8,900) (8,900)
Page 199
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Infrastructure Operations
Title:
Plant Replacement
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to replace plants in parks and medians that have died due to heat and drought stress from unseasonable conditions. Many locations throughout the City have seen significant plant mortality due to abnormal weather and drought conditions. Irrigation was reduced due to drought which has resulted in plant desiccation. Current budget is inadequate to help with annual replacements. Base budget $6,000
Strategic Direction: 2022 2023 2024
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
Division: Department:
Infrastructure Infrastructure Operations
Title:
Rail Trail Fuel Management and CPTED
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: Budget is requested to perform annual fuel management and Crime Prevention Through Environmental Design (CPTED) work along the rail trail. The 16+ km of the rail trail in Kelowna includes sections of dense vegetation where spot fires have occurred in the last few years. This budget would cover additional mowing, pruning of trees and improved access to City owned land along the trail. Base budget $285,000
Strategic Direction: 2022 2023 2024
Cost 10,000 20,000 30,000
Environmental protection - Emergency response & preparation Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (20,000) (30,000)
Page 200
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Infrastructure Operations
Title:
Smart Waste Sensor Pilot
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to expand a preliminary trial of a smart waste sensor for two years. The sensor sends real time data from litter containers in parks to determine an optimum waste management schedule. Budget will be used to expand the trial for two years. Staff plan to use the results to determine possible savings on the next waste collection contract. Base budget $0.00
Strategic Direction: 2022 2023 2024
Cost 27,500 27,500 0
Clear direction - Innovation is encouraged & supported Reserve (27,500) (27,500) 0
Borrow 0 0 0
Division: Department:
Infrastructure Infrastructure Operations
Title:
Sport Court Minor Repairs
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Additional budget is requested for the minor annual repairs to sport and multi-use courts program. Annual repairs could include acrylic surfacing, fencing, edge boards and structures. Current budget is inadequate to keep up with essential repairs, resulting in a regular budget variance. Base budget $10,000
Strategic Direction: 2022 2023 2024
Cost 15,000 15,000 15,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (15,000) (15,000) (15,000)
Page 201
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Landfill - Waste Reduction - Evaluation of Building Deconstruction
Growth
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to perform building deconstruction rather than demolition on three to four City owned houses. The purpose of this is to assess waste reduction options for demolition debris as a waste diversion initiative. A number of municipalities currently have a mandatory recovery rate required for demolition permits. This budget will fund the incremental increase over the existing demolition costs as well as provide a summary of results and lessons learned about recovering materials by deconstructing a house rather than demolishing it. This would allow City and Regional District staff to consider implementation of landfill bans of additional selected materials and provide understanding of additional processing facilities that may be required to manage waste differently. Base budget $0.00
Strategic Direction: 2022
Cost 50,000
Financial management - Cost to deliver services is quantified Reserve (50,000)
Borrow 0
Fed/Prov 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Bylaw 7900 Update - Implementation
Dev/Com 0
Revenue 0
Utility 0
Taxation 0 Growth
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to continue an ongoing update to the Transportation sections of the Subdivision, Development & Servicing Bylaw (7900) - Schedule 4 and 5. Schedule 4 and 5 pertain to the design and construction standards for all new transportation infrastructure work in the city. In 2021, a staff/consultant team updated many technical elements of the bylaw. This work has been completed in coordination with the Transportation Master Plan and 2040 Official Community Plan. This funding will support the consultation, revision, adoption and implementation of the updates in 2022.
Strategic Direction: 2022
Cost 40,000
Clear direction - Common understanding of future direction Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (40,000)
Page 202
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Equipment Operator III Landfill and Roadways Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested for a new Equipment Operator III full time position which will be shared between Landfill and Roadways. The position will be with Landfill eight months of the year and Roadways four months. Landfill is self funded whereas Roadways will rely on taxation funding.
Strategic Direction: 2022 2023 2024
Cost 40,600 80,400 80,400
Other - Supports Base Business Reserve (27,500) (54,100) (54,100)
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Infrastructure Utility Services
Title:
Landfill - Environmental Monitoring - Landfill Gas
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (13,100) (26,300) (26,300) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to install eleven landfill gas monitoring wells at the perimeter of the property. This is a regulatory requirement of the Environmental Monitoring program under the BC Landfill Guidelines. Design and consulting work was completed in 2021 and the installation is expected to be completed in Summer 2022. Base budget $0.00
Strategic Direction: 2022
Cost 75,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (75,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 203
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Project Technician (Parks) Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: With the establishment of the Parks Development DCC funding source, the capital construction budget for Parks has more than doubled, increased to roughly $12M per year in the 10 Year Capital Plan. There are currently over 20 Parks related projects in progress within the capital program. An additional staff member with specific skills is required to help manage and administer this increased workload. The position is proposed to be funded 20% from an increase to the operational budget through taxation and 80% through capital projects.
Strategic Direction: 2022 2023 2024
Cost 11,600 22,000 22,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Infrastructure Infrastructure Operations
Title:
Black Mountain Trail
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (11,600) (22,000) (22,000) New
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to support the maintenance of a new Black Mountain trail built by the developer. The trail was not part of the capital program and was maintained by the developer until 2021. Funds will support trail maintenance, garbage removal and signage. Base budget $0.00
Strategic Direction: 2022 2023 2024
Cost 8,500 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 0 0 0
Utility 0 0 0
Taxation (8,500) (5,000) (5,000)
Page 204
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Infrastructure Operations
Title:
Downtown Cleanup Patrol
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to fund a pilot partnership for several downtown cleanup initiatives. The funds would go toward a needle patrol, litter and garbage pickup downtown and along the rail trail. The partnership would include the PEOPLE project which hires people with lived experience to help complete the tasks. Base budget $0.00
Strategic Direction: 2022
Cost 50,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (50,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 205
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
19,600
0
0
0
0
0
(19,600) OG
10,000
0
0
0
0
0
(10,000) OG
22,500
0
0
0
0
0
(22,500) OG
300
0
0
0
0
0
(300) OG
39,200
0
0
0
0
0
(39,200) OG
20,000
0
0
0
0
0
(20,000) OT
15,000
0
0
0
0
0
(15,000) OG
Total Maintain
126,600
0
0
0
0
0
CAP 384 Art Walk - Extension Doyle to Queensway CAP 408 Pedestrian and Road Safety Projects 209 Transportation Safety Strategy
5,500
0
0
0
0
0
(5,500) OG
1,000
0
0
0
0
0
(1,000) OG
68,000
0
0
0
0
0
(68,000) OT
CAP 408 Traffic Signals and Roundabouts
17,500
0
0
0
0
0
(17,500) OG
1,000
0
0
0
0
0
(1,000) OG
500
0
0
0
0
0
(500) OG
30,000
0
0
0
0
0
(30,000) OT
35,000
0
0
0
0
0
(35,000) OT
Total New
158,500
0
0
0
0
0
(158,500)
Division Priority 2 Total
285,100
0
0
0
0
0
(285,100)
Total Priority 2 Operating
285,100
0
0
0
0
0
(285,100)
Infrastructure Division Maintain CAP 384 Capital Opportunities and Partnership Fund 207 Clean-Up of Previous Year's Work 207 Parks Fencing and Signage Replacement CAP 406 Rutland Park & Ride,Mobility Hub,Operations facility CAP 390 Fleet Growth 208 Travel Model Asset Management Plan 208 Bicycle Map and Wayfinding Program
(126,600)
New
CAP 408 Local Street Urbanization CAP 408 Sidewalk Network Expansion 209 Green Infrastructure Storm Analysis 210 Cloud Based Travel Time Monitoring
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
Page 206
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Infrastructure Delivery
Title:
Clean-Up of Previous Year's Work
Maintain
Priority: 2
ON-GOING PRELIMINARY
Justification: Budget is requested to increase the allowance for the clean up of a number of minor items related to the previous years' Capital Program that are not significant enough to warrant individual budgeting. 2022 Base Budget: $23k
Strategic Direction: 2022 2023 2024
Cost 10,000 10,000 10,000
Economic resiliency - Infrastructure deficit is reduced Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Infrastructure Infrastructure Operations
Title:
Parks Fencing and Signage Replacement
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (10,000) (10,000) Maintain
Priority: 2
ON-GOING PRELIMINARY
Justification: Parks is developing a new Asset Management Plan and staff have recognized that aging park structures such as fencing and signage are not being replaced at an adequate rate. Budget is requested for additional funding for repair and replacements. Base Budget: $20,000
Strategic Direction: 2022 2023 2024
Cost 22,500 30,000 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) (30,000) (38,500)
Page 207
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Travel Model Asset Management Plan
Maintain
Priority: 2
ONE-TIME PRELIMINARY
Justification: Budget is requested to update the travel model, which is important for analyzing the benefits of potential transportation projects. As the population grows, land uses intensify, travel behaviours change, and infrastructure is constructed, it is important to keep the model up to date. Updating the travel model requires coordination with regional partners and the household travel survey. In the past this has been done on an ad-hoc basis, but with a growing region, these updates need to be coordinated and operationalized. The last update of the travel model occurred in 2016 and is due for an update. This is a one-time budget request for some consulting funds to develop a plan, work with regional partners, and develop coordinated recommendations for keeping both the household travel survey and travel model up to date.
Strategic Direction: 2022
Cost 20,000
Transportation & mobility - Travel times are optimized Reserve 0
Borrow 0
Fed/Prov 0
Division: Department:
Infrastructure Integrated Transportation
Title:
Bicycle Map and Wayfinding Program
Dev/Com 0
Revenue 0
Utility 0
Taxation (20,000) Maintain
Priority: 2
ON-GOING PRELIMINARY
Justification: Kelowna's bike network is growing and will continue to grow. As recommended in the Transportation Master Plan (TMP), it will be important to communicate these changes to the public to capitalize on these investments and maximize mode shift. Kelowna's current bike map was printed before the Okanagan Rail Trail was complete and no copies have been available to the public for the last 1.5 years. Ongoing budget is requested to keep the map up to date (both digitally online and in print), and print and distribute copies as connectivity of the bicycle network expands to increase bicycle ridership. In conjunction, regular maintenance of the City's bicycle wayfinding signs is necessary to replace aging or broken signs in need of repair.
Strategic Direction: 2022 2023 2024
Cost 15,000 15,000 15,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (15,000) (15,000) (15,000)
Page 208
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Transportation Safety Strategy
New
Priority: 2
ONE-TIME PRELIMINARY
Justification: A goal of the Transportation Master Plan is to reduce transportation related injuries and fatalities, in response to public feedback that this is a top priority for the community. Budget is requested for a transportation safety strategy that would work to identify an appropriate transportation safety policy, target and series of actions to help achieve this goal. Development of the strategy would include hiring a consultant, and working both internally and with the public, key stakeholders, and Council to develop a comprehensive strategy to improve safety across all transportation modes.
Strategic Direction: 2022
Cost 68,000
Transportation & mobility - People of all ages & abilities can easily get around Reserve 0
Borrow 0
Division: Department:
Infrastructure Utility Services
Title:
Green Infrastructure Storm Analysis
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (68,000) New
Priority: 2
ONE-TIME PRELIMINARY
Justification: Budget is requested to enable capital planning for areas where green infrastructure for stormwater minor systems can be applied. Mapping must be created to assist development with this adjusted process.
Strategic Direction: 2022
Cost 30,000
Environmental protection - Resiliency & adaptability to climate change Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (30,000)
Page 209
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Cloud Based Travel Time Monitoring
New
Priority: 2
ONE-TIME PRELIMINARY
Justification: Budget is requested to set up a stable monitoring system to help the City understand how, where, and how quickly travel times are changing across the City over the long term. Through partnerships, the City now has access to similar real-time travel time data used to drive online mapping tools such as Google Maps. This is a performance measure of the Transportation Master Plan. This project would be a collaboration between Integrated Transportation and Information Services.
Strategic Direction: 2022
Cost 35,000
Transportation & mobility - Travel times are optimized Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (35,000)
Page 210
Water Utility
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 212
2022 FINANCIAL PLAN
CITY OF KELOWNA
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 86,000 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-toTap program as one of the best in BC. The program’s goal is to identify hazards and weaknesses that can affect the safety and quality of our drinking water supply. The framework of the Source-to-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. This project was completed in 2021. Staff continue to work on water conservation and efficiency programs to be able to sustainably provide water for our community. Coupled with the fact that new water fixtures and appliances continue to be more efficient, per capita residential water consumption continues to drop in the city. The growth rate of total production of potable water remains lower than our population growth rate.
Water Utility - Performance measures Potable water production (1,000 cubic metres) Number water quality complaints (potable system) # water main breaks (potable & non-potable systems) # Water service breaks Infrastructure renewal / total infrastructure asset value Renewal water main installed (m)
2020 Actual 16,504
2021 Estimate 18,500
2022 Forecast 17,250
15
20
17
9
12
15
115
125
135
0.4%
0.4%
0.5%
1,520
1,700
700
Page 213
2022 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview
Utility summary Actual
Change from
Per cent
prior year
change
(515)
12.3%
4,700
515
12.3%
0
0
0.0%
0.5
1.1%
2020
Revised 2021
Preliminary 2022
(12,077)
(12,192)
(12,744)
3,605
4,438
4,590
200 Utility - Water
737
1,127
1,129
237 Water Construction
967
962
964
247 Utility Planning - Water
233
314
255
47
93
93
1,017
1,072
1,014
(5,472)
(4,186)
(4,700)
313 Water Capital
3,488
4,186
4,700
Net capital expenditures
3,488
4,186
(1,984)
0
Departmental operating cost centres ($ thousands): Water 196 Water Operations 198 Pumpstations - Water
264 Infrastructure Delivery - Water 266 Water Quality & Customer Care - Water Net operating expenditures Divisional capital cost centres ($ thousands):
Total departmental net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions
4.0 31.7 4.7 40.4
4.3 37.1 4.5 45.9
4.3 37.6 4.5 46.4
Note: Totals may not add due to rounding.
Detailed operating program changes ($ thousands) 2021 revised budget
Total
FTE
(4,186)
45.9
2022 net impacts One-time operating requests
(100)
Prior years ongoing adjustments Divisional adjustments
94 (617)
2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
108
0.5 (623) (4,808)
46.4
108 (4,700)
46.4
0 0
0.0
Page 214
2022 FINANCIAL PLAN
CITY OF KELOWNA
Infrastructure - Water Water Utility - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 ( 1,863) ( 16,279) ( 2,490)
0 ( 1,900) ( 16,437) ( 414)
0 ( 1,983) ( 17,919) ( 326)
0 0 ( 406) _____________ ( 21,038)
0 0 ( 1,883) _____________ ( 20,633)
0 0 0 _____________ ( 20,228)
3,883 749 3,219 4 297 335 2,090
4,545 697 4,163 72 297 335 2,938
4,593 701 3,840 118 297 335 1,719
17 0 4,972 _____________ 15,566
0 0 3,400 _____________ 16,448
0 0 3,925 _____________ 15,528
( 5,472)
( 4,186)
( 4,700)
23,865 ( 20,377) _____________ 3,488 _____________ ( 1,984)
18,793 ( 14,607) _____________ 4,186 _____________ 0
5,402 ( 702) _____________ 4,700 _____________ 0
Page 215
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - Water Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Cat
50,000
0
0
0
0
(50,000)
OG
35,000
0
0
0
0
(35,000)
OT
Total Maintain
85,000
0
0
0
0
(85,000)
218 Water Operations - Lease Space
23,000
0
0
0
0
(23,000)
OG
0
0
0
0
0
0
OG
23,000
0
0
0
0
(23,000)
0
0
0
0
0
0
Total New
0
0
0
0
0
0
Department Priority 1 Total
108,000
0
0
0
0
(108,000)
Total Priority 1 Operating
108,000
0
0
0
0
(108,000)
Water Maintain 217 Water System Renewal and Growth Budget Increase 217 Grainger Reservoir Drainage System Assessment & Design
Growth
CAP 388 * Fleet Growth Total Growth New 308 * 2040 Infrastructure Plan Consulting Support
OT
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
Page 216
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Water System Renewal and Growth Budget Increase
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The water system electrical, mechanical, and building HVAC system are aging and require increased repair and renewal. Additional budget is requested to address higher equipment and repair costs, as well as to cover growth in complexity, and the number of water system facilities acquired through the Kelowna Integrated Water Project. 2022 Base budget: $375k
Strategic Direction: 2022 2023 2024
Cost 50,000 50,000 50,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Infrastructure Utility Services
Title:
Grainger Reservoir Drainage System Assessment & Design
Revenue 0 0 0
Utility (50,000) (50,000) (50,000) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Budget is requested to assess the reservoir drain system and develop a design to prevent further erosion affecting downstream water bodies as well provide a means of capturing sediment and dechlorinating to meet regulatory requirements. Work will include information required to develop the 2023 budget request for construction.
Strategic Direction: 2022
Cost 35,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (35,000)
Page 217
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Water Operations - Lease Space
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Water Operations has grown significantly over the last few years with the merger of SEKID and accommodating growth. Currently, the branch is split in two locations reducing operational efficiency, effectiveness and resiliency, and is outgrowing the space at Hardy Yards. This budget will allow Water Operations to be consolidated at a leased location for the medium term while Hardy Yards is configured. It will also allow Wastewater Operations to consolidate at the Wastewater Treatment Facility. This request is for the additional budget required above the base budget of $52k. 2022 Base budget: $52k
Strategic Direction: 2022 2023 2024
Cost 23,000 248,000 248,000
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 (23,000) (248,000) (248,000)
Page 218
Wastewater Utility
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 220
2022 FINANCIAL PLAN
CITY OF KELOWNA
Wastewater Utility The City of Kelowna’s Wastewater collection and treatment infrastructure serves approximately 85 per cent of Kelowna’s population (including residents, businesses and industries) and is being expanded to reach unserved 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 an expansion of the Wastewater Treatment Facility (WWTF). 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. The next substantial wastewater treatment project is to address biosolids capacity and treatment, possibly through the development of a solids digestion plant which is currently under review.
Wastewater Utility - Performance measures 2020 Actual 0.4%
2021 Estimate 0.5%
2022 Forecast 0.7%
1,650
220
2,500
1
1
1
0.20
0.19
0.18
Wastewater total nitrogen (mg/l)
6.1
5.5
5.5
Wastewater b.o.d. (mg/l)
2.8
2.7
2.7
0
0
0
Renewal investment / total system value Renewal sanitary mains (m) # blocked mains / 100 km of sewer length Wastewater Treatment Facility Wastewater total phosphorous (mg/l)
# odour complaints WWTF
Page 221
2022 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview
Utility summary Actual
Change from
Per cent
prior year
change
(2,444)
41.1%
8,389
2,444
41.1%
0
0
0.0%
1.0
2.3%
2020
Revised 2021
Preliminary 2022
194 Wastewater Collection
(15,271)
(13,249)
(16,125)
195 Wastewater Treatment
5,606
5,974
6,609
236 Wastewater Construction
349
384
386
246 Utility Planning - Wastewater
189
349
140
58
88
88
475
508
512
(8,594)
(5,945)
(8,389)
314 Wastewater Capital
1,461
5,945
8,389
Net capital expenditures
1,461
5,945
(7,133)
0
Departmental operating cost centres ($ thousands): Wastewater
263 Infrastructure Delivery - Wastewater 265 Water Quality & Customer Care - Wastewater Net operating expenditures Divisional capital cost centres ($ thousands):
Total departmental net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions
3.9 30.0 2.9 36.8
3.5 34.7 5.4 43.6
4.0 35.2 5.4 44.6
Note: Totals may not add due to rounding.
Detailed operating program changes ($ thousands) 2021 revised budget
Total
FTE
(5,945)
43.6
2022 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022
(275) 49 (2,314)
96
0.5 (2,540) (8,485)
44.1
96 (8,389)
0.5 44.6
0 0
0.0
Note: Totals may not add due to rounding.
Page 222
2022 FINANCIAL PLAN
CITY OF KELOWNA
Infrastructure - Wastewater Wastewater Utility - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 ( 1,292) ( 18,428) ( 2,064)
0 ( 1,296) ( 19,027) ( 1,470)
0 ( 1,296) ( 20,870) ( 1,397)
0 ( 1,313) ( 612) _____________ ( 23,710)
0 0 ( 964) _____________ ( 22,757)
0 0 0 _____________ ( 23,562)
3,655 878 3,199 93 687 1,661 3,740
4,265 884 3,970 102 350 693 4,291
4,369 913 3,534 96 350 693 3,141
289 0 912 _____________ 15,116
156 0 2,098 _____________ 16,812
156 0 1,922 _____________ 15,173
( 8,594)
( 5,945)
( 8,389)
6,273 ( 4,812) _____________ 1,461 _____________ ( 7,133)
9,651 ( 3,706) _____________ 5,945 _____________ 0
19,980 ( 11,591) _____________ 8,389 _____________ 0
Page 223
2022 FINANCIAL PLAN
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2022 Operating Requests Preliminary Budget Summary - Wastewater Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Cat
CAP CAP Rutland Centre (SCA 22) Sewer Connection Project
700
0
0
0
0
(700)
OG
Total Growth
700
0
0
0
0
(700)
59,300
0
0
0
0
(59,300)
OG
36,000
0
0
0
0
(36,000)
OT
0
0
0
0
0
0
OT
Total New
95,300
0
0
0
0
(95,300)
Department Priority 1 Total
96,000
0
0
0
0
(96,000)
Total Priority 1 Operating
96,000
0
0
0
0
(96,000)
Wastewater Growth
New 225 Wastewater Treatment Supervisor Position 225 Wastewater Treatment Influent Investigation and Process Optimization 308 * 2040 Infrastructure Plan Consulting Support
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
Page 224
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Wastewater Treatment Supervisor Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to add an additional full time Wastewater Treatment Supervisor to Wastewater Operations. Wastewater Operations is a 365-day complex technical operation with 36 permanent full time CUPE staff and only two exempt staff (Manager and Network Supervisor). The Utility is continually growing in staff numbers and infrastructure. This added Supervisor position allows for improved staff management, operational/maintenance support, and succession planning. Additionally, changes to wastewater concentrations, treatment operations, changing technology, biosolids diversion, biosolids digestion project and aging infrastructure all require higher levels of system direction, supervision, and support as some of the City facilities are reaching capacity. This position will be responsible to oversee daily operations and maintenance as well as being the designated Chief Operator for Wastewater Treatment which is one of the Ministry of Environment legal operational requirements. Strategic Direction: 2022 2023 2024
Cost 59,300 115,400 115,400
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Division: Department:
Infrastructure Utility Services
Title:
Wastewater Treatment Influent Investigation and Process Optimization
Utility (59,300) (115,400) (115,400) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: As part of a recent capacity review for the Wastewater Treatment Facility, it was identified that the raw sewage influent concentrations of nutrient and organic constituents loadings are increasing. These increases are impacting daily facility operations resulting in effluent quality nearing Ministry of Environment Permit levels for total nitrogen. Budget is requested for a detailed system wide sampling program to find the cause of this higher influent loading, treatment optimization activities that could aid biological nutrient reduction from the facility during challenging times, and engineering reports for both.
Strategic Direction: 2022
Cost 36,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (36,000)
Page 225
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - Wastewater Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Cat
0
0
0
0
0
0
OG
Total Maintain
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 CAP
390 * Fleet Growth
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
Page 226
Active Living & Culture
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 FINANCIAL PLAN
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Active Living & Culture The Active Living & Culture (ALC) 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 divisionwide 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 (PRC). 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 (KCT). 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.
Divisional activities Community Safety • •
Advance synergies and opportunities between the Block Watch and Block Connector programs that merge or enhance the programs based on collaborative strengths Conduct a protective netting audit of ball fields that includes an inventory of needs, prioritization of locations, breakdown of costs and funding plan for the next five years
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Social & Inclusive • • • •
• • • • •
Work collectively within the City to establish a framework for indigenous relations and cultural development Evaluate and enhance all ALC application-based grant programs to improve the process that creates equitable, diverse and inclusive access to meet community needs Advance the priorities and action items from the Child Care Needs Assessment including examining grant opportunities for space creation and wage enhancements Support Central Okanagan Journey Home Society’s (COJHS) last two years of implementing the Journey Home Strategy including updating supportive housing targets, design/implementation of governance structure, and reprioritization of strategy actions Work with regional partners to finalize the development of a Regional Poverty Reduction Strategy, with an emphasis on lived experience and Indigenous engagement Work with COJHS and partners to achieve integration of Homeless Serving System data to achieve system-wide, real-time data dashboard to inform investment decisions and continuous improvement Work with Regional partners to continue to advocate for systems change to support Complex Care Housing and continue to explore opportunities for integration of health and housing services Work with partners on the Outdoor Sheltering Strategy implementation of programs to improve health and safety of unsheltered persons, enhance health and social support coordination, and mitigate community impacts Implement programs and services through the Youth Services Framework which provide upstream solutions for youth in vulnerable situations
Vibrant Neighbourhoods • • •
•
Proceed with foundational work required for the successful development of the Creative Hub at 350 Doyle Lead the development of a framework for Neighbourhood Associations to build strong connections and collaborative working relationships which improve City processes and neighbourhood capacity Advance discussions with School District No. 23 (SD23) towards a community-wide reciprocal use agreement which considers a broad range of both City and SD23 facilities with the objective of expanding facility use and reach into all areas of the city Develop and implement a homegrown “signature” event that brings together the Sport, Arts & Culture communities into a weeklong festival
Economic Resiliency • •
Work with staff and key stakeholders to support the recovery of sport, event and cultural programs, services and organizations that have been significantly impacted by the COVID-19 pandemic Review and update current policies and practice related to the contribution to facility-based and program reserve accounts funded through ALC fees and charges to ensure alignment with corporate financial strategies and best practice
Financial Management • • • •
Based on the Value for Money Audit and subsequent business review, operationalize through in-house resources both the KCT Box Office and Front of House services With the H2O Adventure Fitness Centre Management and Operating Agreement expiring in 2023, commence a review to determine a future operating and management model Develop a digital first strategy for our Activity & Program Guide to replace our pre-COVID-19 hardcopy standard with a robust, easy-to-use, customer focused online solution Evaluate and modify, as required, ALC fees and charges
Page 230
2022 FINANCIAL PLAN
CITY OF KELOWNA
Clear Direction • • •
Report to the community on the first two years of progress on the 2020-2025 Cultural Plan through a Community Impact and Benefits of Culture Report Review and revise the current facility-based Advisory Committee structure and related Council Policies to reflect up-to-date practice with a continued focus on effective support and advocacy for Sport Renew divisional performance measures to focus on how we are fulfilling our mandates and purpose
People •
Review and update staff development, integration and succession plans considering future staff retirements and career plans, and organizational efficiencies
Base Business • • • •
While continuing to offer guidance and support to our facility and program partners, adjust and ensure adherence to COVID-19 protocols in all City programs and City owned and operated facilities Based on the newly developed Quality Sport program, work with provincial partners and key stakeholders to implement a pilot program in Kelowna Transition the Sport Leagues/Programs service delivery system to new software app and implement new processes to better support service delivery and administrative tasks Strive to advance new partnership opportunities while continually refining management of existing facility, operating and program agreements
Divisional performance measures 2020 Actual 89%
2021 Estimate 89%
2022 Forecast 90%
37,200
39,500
41,700
31
45
132
73
110
172
5,700
4,400
6,500
55%
72%
75%
Investment in arts, culture & heritage by City of Kelowna per capita
$23.75
$24.96
$25.50
Attendance at KCT
14,571
13,275
77,856
139
49
40
% Satisfied with City-operated recreational & cultural facilities/programs (data from Citizen Survey) # of hours booked in sport and recreation facilities (arenas, sportsfield and stadiums) # of outdoor event permits issued # of individuals/organizations supported by application based grants # of participants in Adult Sport Leagues/Programs General Interest Program delivery success rate (not cancelled)
# of additional units of housing with supports opened
Page 231
2022 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview
Divisional summary Actual
Revised
Preliminary
Change from
Per cent
2020
2021
2022
prior year
change
2,089
2,122
2,282
394
3.7%
Departmental operating cost centres ($ thousands): Active Living & Culture 159 Cultural Services 161 Community Theatre
192
159
159
164 Active Living & Culture
791
1,365
1,266
165 Recreation & Business Services
1,049
1,611
1,658
166 Sport & Event Services
3,028
3,569
3,853
167 Community & Neighbourhood Services
1,316
1,801
1,803
8,465
10,625
11,019
0
0
0
0
0
0
0
0.0%
8,465
10,625
11,019
394
3.7%
9.4 35.1 6.3 50.8
9.0 56.6 8.5 74.1
10 63.9 8.5 82.4
8.3
11.2%
Net operating expenditure Divisional capital cost centres ($ thousands): 309 Recreation Capital Net capital expenditures Total divisional net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions Note: Totals may not add due to rounding.
Page 232
2022 FINANCIAL PLAN
CITY OF KELOWNA
Detailed operating program changes ($ thousands) Total 2021 revised budget
10,625
FTE 74.1
2022 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022
(124)
2.1
150 96
122 10,747
1.0 77.2
272
272 11,019
5.2 82.4
25 25
0.0
Note: Totals may not add due to rounding.
Page 233
2022 FINANCIAL PLAN
CITY OF KELOWNA
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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 2,776) ( 343)
0 0 ( 3,943) ( 1,103)
0 0 ( 4,813) ( 174)
0 0 ( 256) _____________ ( 3,374)
0 0 ( 506) _____________ ( 5,552)
0 0 ( 273) _____________ ( 5,261)
4,622 181 3,066 3,196 0 0 0
6,291 194 4,253 4,715 0 0 0
6,845 194 4,446 3,903 0 0 0
0 0 775 _____________ 11,840
0 0 724 _____________ 16,177
0 0 892 _____________ 16,280
8,465
10,625
11,019
0 0 _____________ 0 _____________ 8,465
0 0 _____________ 0 _____________ 10,625
0 0 _____________ 0 _____________ 11,019
Page 234
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
30,000
0
0
0
0
0
(30,000) OG
105,000
0
0
0
(80,000)
0
(25,000) OG
7,000
0
0
0
0
0
(7,000) OG
50,000
(20,000)
0
0
0
0
(30,000) OT
238 King Stadium - Score Clock and Fencing 238 Rutland Arena (East) - Sound System Renewal
20,000
(10,000)
0
0
0
0
(10,000) OT
20,000
(20,000)
0
0
0
0
0 OT
Total Maintain
232,000
(50,000)
0
0
(80,000)
0
369,200
(213,500)
0
0
(155,700)
0
0 OG
0
0
0
0
0
0
0 OG
45,200
0
0
0
0
0
(45,200) OG
34,100
0
0
0
0
0
(34,100) OG
448,500
(213,500)
0
0
(155,700)
0
(79,300)
Active Living & Culture Division Maintain 236 Kinsmen Fieldhouse Washroom/Changeroom Replacement 236 Meet Me on Bernard 237 International Children's Games Grant 237 Apple Bowl - Ticket Booth
(102,000)
Growth 239 KCT Box Office and Front of House Operations CAP 377 Mission Recreation - Softball Diamonds 239 Community Development Coordinator - Contract Administrator Position 240 Recreation Technician Scheduling Position Total Growth New 36,200
0
0
0
0
0
(36,200) OG
70,000
0
0
0
(10,000)
0
(60,000) OG
20,000
0
0
0
0
0
(20,000) OT
2,000
0
0
0
(4,000)
0
2,000 OG
50,000
0
0
0
0
0
(50,000) OT
178,200
0
0
0
(14,000)
0
(73,200)
0
0
0
0
0
73,200 OG
(73,200)
0
0
0
0
0
73,200
Division Priority 1 Total
785,500
(263,500)
0
0
(249,700)
0
(272,300)
Total Priority 1 Operating
785,500
(263,500)
0
0
(249,700)
0
(272,300)
240 Community Development Coordinator - Outdoor Shelter Term Position 241 Washroom at Queensway, Operations 241 Memorial Arena - Event Hosting Audit CAP 386 Transportable Bleacher (Tournament/Event Hosting) 242 Island Stage - Planning & Design Total New
(164,200)
Maintain 265
* Child Advocacy Centre Rent Total Maintain
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022 Page 235
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Kinsmen Fieldhouse - Washroom/Changeroom Replacement
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The development of two new softball diamonds at Mission Recreation Park is underway and scheduled to be completed in 2022. As part of the project, the main on-site amenity building (Kinsmen Fieldhouse Hall) will be taken down. Capital plans for additional support buildings are still a few years away and an interim solution is needed to support the current needs of sports field users. Budget is requested for the acquisition and set-up of a temporary washroom/changeroom unit at the Mission Recreation Park that would be in place until the build-out of a new on-site amenity building.
Strategic Direction: 2022 2023 2024
Cost 30,000 20,000 20,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve 0 0 0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Meet Me on Bernard
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (30,000) (20,000) (20,000) Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The ‘Meet Me on Bernard' program was a community-driven initiative to revitalize the downtown core and stimulate the local economic and social recovery process from the COVID-19 pandemic. The program transformed Bernard Avenue from a vehicular corridor to an urban park, allowing pedestrians to move freely through the downtown core, explore shops and restaurants and enjoy a variety of activities. Despite the COVID related challenges, the program was a major success that provided significant value to the community. As the program continues to get established and community leadership and support for it strengthens, budget is requested to operationalize the program on an annual basis. Total anticipated annual project budget to the City is $105k which includes $30k from the patio extension program, $50k from sponsorship and $25k from taxation. In-kind partner contributions (Downtown Kelowna Association, Tourism Kelowna, Festivals Kelowna) will cover additional annual project costs. Strategic Direction: 2022 2023 2024
Cost 105,000 105,000 105,000
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 (80,000) (80,000) (80,000)
Utility 0 0 0
Taxation (25,000) (25,000) (25,000)
Page 236
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
International Children's Games Grant
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: Since hosting the 2011 International Children's Winter Games, the local ICG committee has provided opportunities for athletes (12-15 yr olds) to represent Kelowna at International Children's Games (ICG) around the world, sending over 350 athletes and coaches to 12 Games since the Kelowna event. These young athletes have been able to experience international travel, participate in high level competition and gain exposure to other cultures. The City has provided the local committee with funding to support their attendance at annual Summer and Winter Games and contribute to the team's uniform expenses. All other Games' expenses have been covered by participants and subsidized through fundraising events, community sponsorship and local sport organizations. The funding for this program ends in 2021. Budget is requested to support the continuation of the program for another three years.
Strategic Direction: 2022 2023 2024
Cost 7,000 7,000 7,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Apple Bowl - Ticket Booth
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (7,000) (7,000) (7,000) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Located at the north end of Parkinson Recreation Park, the Apple Bowl is a 2200-seat stadium that serves as the home for the Okanagan Athletics Club, Okanagan FC Soccer and the Okanagan Sun Football Club. The stadium has played host to numerous provincial, national and international competitions and outdoor events. Stadium amenities include four dressing rooms, a concession stand, permanent restrooms, a fully equipped sound booth and sound system, and a covered press box. Currently, the front entry ticket booth is in a state of disrepair and needs to be replaced as it plays a key function related to park entry controls and event hosting logistics, and contributes to overall park aesthetics. Budget is requested for the purchase and set-up of a temporary modular unit to accommodate the "game-day" logistics and ticketing requirements for event organizers.
Strategic Direction: 2022
Cost 50,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (20,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (30,000)
Page 237
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
King Stadium - Score Clock and Fencing
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: King Stadium, located in Recreation Avenue Park, is a 1000-seat fastball stadium operated by the Kelowna Major Men's Fastball Association (KMMFA) through a non-market lease agreement. The KMMFA maintains the facility and runs a full slate of programs and activities from April to October annually. To support their operational efforts, budget is requested to repair, and replace a number of aging amenities within the facility including the scoreboard and stadium fencing. The $20,000 will be funded equally from the King Stadium reserve and taxation with additional project costs covered by in-kind contributions from KMMFA.
Strategic Direction: 2022
Cost 20,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (10,000)
Borrow 0
Fed/Prov 0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Rutland Arena (East) - Sound System Renewal
Dev/Com 0
Revenue 0
Utility 0
Taxation (10,000) Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Rutland Arena is a free-standing single-story complex constructed in 1974 as a single sheet ice arena. A second sheet of ice was added to the east side of the building in 1993. The original west rink provides spectator seating for approximately 1000 people and has a fully-equipped sound booth and sound system. The east rink provides spectator seating for approximately 200 people and has an inadequate sound system for its size and usage. A consultant has identified several issues with the Rutland East sound system including: poor intelligibility and phasing of the sound spectrum; incorrect wiring; amplifier overload; and minimal sound absorption. Budget is requested to undertake the tasks required to repair and renew the sound system on the Rutland East Arena.
Strategic Direction: 2022
Cost 20,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve (20,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 238
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Active Living & Culture Cultural Services
Title:
KCT Box Office and Front of House Operations
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: A business case for the KCT Box Office and Front of House was completed (January 2021) in response to recommendations put forward in a Value for Money Audit of Kelowna Community Theatre - Operating Models (June 2020). The business case recommended that KCT enhance operations through the addition of an in-house box office and front-of-house. This budget outlines the required ongoing budget amendment for the operation in-house box office services to go live June 2022 and in-house Front of House services to begin September 1, 2022 and continue ongoing. The program will be reviewed in 2024 and budgets adjusted based on actual performance. Initial startup costs will be funded from reserve in 2022 and will be repaid in 2023.
Strategic Direction: 2022 2023 2024
Cost 369,200 542,000 545,000
Financial management - Non-tax revenues are increasing Reserve (213,500) 213,500 200,000
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (155,700) (790,500) (800,500)
Division: Department:
Active Living & Culture Administration & Business Services
Title:
Community Development Coordinator - Contract Administrator Position
Utility 0 0 0
Taxation 0 35,000 55,500 Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: ALC provides direct oversight to over 30 lease and operating agreements that align with City priorities and support community needs. Many of these agreements involve annual funding from the City for the delivery of community programs and services and/or operations and maintenance of City-owned sites and buildings. Staff are challenged to effectively manage these agreements given the number and complexity of them, and the operational and reporting requirements for each. Budget is requested for a full time Contract Administrator position to provide administrative leadership that is focused on contract management aspects of the relationship. Expected outcomes include improved oversight of contractual requirements, enhanced accountability and reporting processes, and increased capacity to work inter-departmentally to address key priorities relating to program delivery, maintenance and renewal of leased City assets. Strategic Direction: 2022 2023 2024
Cost 45,200 89,100 89,100
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 (45,200) (89,100) (89,100)
Page 239
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Recreation Technician - Scheduling Position
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Within the Sport & Event Services Department, the Sport Development team plays a key role with the local Sport Community related to facility scheduling, tournament hosting and sport development. This team currently has 1.5 FTE staff that work with over 100 local sport organizations annually to allocate the City's sportsfields, stadiums, arenas and pools, all of which are booked at or near capacity. Increased levels of staff resources are needed to effectively manage the booking process and maintain a high level of service. Budget is requested to add 15 hours/week to the current Recreation Technician position (from 25 to 40) to better support the team's sport development efforts and provide further opportunities for growth and development, while building capacity within the Department. 2022 Base Budget: $43,036
Strategic Direction: 2022 2023 2024
Cost 34,100 34,100 34,100
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
Division: Department:
Active Living & Culture Active Living & Culture
Title:
Community Development Coordinator - Outdoor Shelter Term Position
Utility 0 0 0
Taxation (34,100) (34,100) (34,100) New
Priority: 1
ON-GOING PRELIMINARY
Justification: Lack of housing/shelter space has significantly increased the number of people required to shelter outdoors, requiring City leadership to manage/support coordination of service providers to meet the needs of people sheltering outside and to mitigate impacts on neighbourhoods and businesses. These tasks are currently shared across divisions/staff roles, impacting workloads and productivity. Dedicated resources are required to support operation, coordination, and management of an outdoor sheltering strategy including convening staff and partners to mitigate related impacts. While a UBCM grant is funding this role temporarily until July 2022, budget is requested for a three year term position situated in Social Development, working with Community Safety, beginning in August 2022.
Strategic Direction: 2022 2023 2024
Cost 36,200 86,700 86,700
Social & inclusive - Homelessness is decreasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (36,200) (86,700) (86,700)
Page 240
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Active Living & Culture Active Living & Culture
Title:
Washroom at Queensway, Operations
New
Priority: 1
ON-GOING PRELIMINARY
Justification: Queensway Washroom pilot was designed to address the lack of washroom access for people experiencing homelessness while being available for the whole community. The pilot began during COVID's first wave at a time when the lack of equity in access to public washrooms was exposed. PEOPLE Employment Services is contracted to staff/operate the washroom. Peer Navigators have dual roles as custodians, while connecting with vulnerable citizens to assist with access to services. This fills a gap by supporting/encouraging people to connect with outreach, services, housing opportunities. They also fill the evenings/weekend gap when access to services is limited. Proposed budget is to continue PEOPLE's contract ongoing, including facility operation/maintenance, custodial services, security, and Peer Navigation services. When compared to other washroom operations the additional investment is approximately $80k annually. Proposed revenues include grant funding/potential for social enterprises. Strategic Direction: 2022 2023 2024
Cost 70,000 145,000 153,300
Social & inclusive - Inclusivity and diversity are increasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Active Living & Culture Sport & Event Services
Title:
Memorial Arena - Event Hosting Audit
Dev/Com 0 0 0
Revenue (10,000) (10,000) (10,000)
Utility 0 0 0
Taxation (60,000) (135,000) (143,300) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: The Memorial Arena was constructed in 1948 with an ice surface, tiered seating (1800), washrooms & changerooms, offices, concession area and various other storage and support areas. Over the years, a number of additions have taken place including the addition of the Centennial Hall in 1958. The building has served the community well, primarily hosting ice sports (hockey, ringette, figure skating) throughout the winter months and dry floor sports (lacrosse, ball hockey, roller derby) in the spring. The City receives numerous requests to hold events and non-sporting activities at the site however the building does not meet current code requirements for event hosting. Budget is requested to conduct a facility audit to analyze the building for compliance with the major fire and life safety requirements and identify implementation measures to accommodate other potential uses. Further visioning exercises may be considered once compliance measures are addressed.
Strategic Direction: 2022
Cost 20,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (20,000)
Page 241
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Island Stage - Planning & Design
New
Priority: 1
ONE-TIME PRELIMINARY
Justification: Island stage, located in Waterfront Park, is the focal point for many of the City's outdoor events. The stage was constructed in the 1990's and is situated on a pond accessible via two suspended concrete walkways. A grass covered bowl provides an informal amphitheatre for viewing performances. Though one of Kelowna's premier event spaces, the facility has a number of constraints and functional issues that hold it back from realizing its full potential (including revenues) as an event hosting site. Industry professionals have commented on the lack of dressing room, stage and storage space, as well as an aging design that make it difficult to host events. Budget is requested for consulting services to conduct a facility assessment and provide updated conceptual planning for potential upgrades to the facility.
Strategic Direction: 2022
Cost 50,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (50,000)
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
50,000
(25,000)
0
0
0
0
(25,000) OT
Total Maintain
50,000
(25,000)
0
0
0
0
(25,000)
CAP 384 Mission Recreation Park Development, Softball Diamond Lighting
0
0
0
0
0
0
0 OG
Total Growth
0
0
0
0
0
0
0
Division Priority 2 Total
50,000
(25,000)
0
0
0
0
(25,000)
Total Priority 2 Operating
50,000
(25,000)
0
0
0
0
(25,000)
Active Living & Culture Division Maintain 244 Elks Stadium - Concession Upgrade
Growth
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Active Living & Culture Sport & Event Services
Title:
Elks Stadium - Concession Upgrade
Maintain
Priority: 2
ONE-TIME PRELIMINARY
Justification: Through the Healthy Food & Beverage (HF&B) initiative, many of the City's sport concessions were renovated to support safe and efficient operations and accommodate healthy eating options. Among the upgrades at these concessions, deep fryers were replaced with convection ovens and fire suppression units and ventilation systems were upgraded to current code requirements. Elks Stadium is Kelowna's premier baseball field, home to the Kelowna Falcons, Okanagan Athletics and Okanagan Coyotes, and host to numerous games, tournaments and events. Though the field is in outstanding condition, the grandstand and onsite amenities are showing their age, and the concession, in particular, is well past its functional life and in need of substantial renovations. Budget is requested to complete the necessary concession improvements at Elks Stadium which include: fryer/cooler replacement, fire suppression and ventilation system upgrades, doors & concession window replacements, painting and updating.
Strategic Direction: 2022
Cost 50,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (25,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (25,000)
Page 244
Corporate & Protective Services – Corporate Services
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services Corporate Services 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, Human Resources 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. 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, training and policies as part of the Safety 8 system.
The Human Resources 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, workforce planning and all other HR enquries. All City teams 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.
Divisional activities Social & Inclusive •
Finalize the Diversity, Equity and Inclusion strategic plan
Economic Resiliency •
Further develop business continuity plans for essential services such as roadways, water and wastewater providing for enhanced community resiliency beyond pandemic risks to include other emergency events and foreseeable hazards
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Financial Management •
Complete Certificate of Recognition Audit through the BC Municipal Safety Association. Submission pending approval from WorkSafeBC, will result in the tenth consecutive year receiving a rebate on WorkSafeBC premiums (approximately $150,000 per year)
Clear Direction • •
To be more innovative, leverage technology and improve processes throught the Safety Management software and the Learning Management system Train staff on newly implemented Principles of Conduct within specific work groups to address unique circumstances that apply to specialized areas regarding professionalism and ethics in the workplace
People • • • •
Develop new efficiencies through a Disability Management Process Review Implement a Mental health workplace program for first responders Complete CUPE Airport and IAFF Collective Bargaining Implement departmental safety training matrices to ensure all staff receive necessary safety training, especially for employees doing high risk work
Base Business • •
•
Launch multiple in-house employee safety training sessions in Learning Management Software Corporate action plan to improving ground disturbance (excavation) and electrical safety record Continue to build the Enterprise Risk Management Program to include risk register entries for all Divisions and Departments within the City
Departmental performance measures 2020 Actual 99
2021 Estimate 150
2022 Forecast 125
$12.16
$13.00
$13.52
77
89
90
1.92%
2.22%
2.46%
103
100
100
# of facility inspections
45
50
65
# of job site safety inspections
39
70
70
# of third-party claim/incidents managed Cost of risk / capita ($) # of WorkSafe claims processed Merit rating discount for WCB claims (%) # of reported safety incidents
# of average work days lost (illness and injury)
9.48
7.2
8
# of vacant positions filled
289
375
330
Time to fill external job postings (average number of days)
44.7
47
45
Staff turnover – full time (%)
8.7%
9%
8%
# of employees participating in corporate training
750
1,600
1,000
# of Service Awards presented
102
235
240
Page 248
2022 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview
Departmental summary Actual
Revised
Preliminary
Change from
Per cent
2020
2021
2022
prior year
change
303
371
376
303
371
376
5
1.2%
140 HR Health, Safety & Labour
548
618
683
143 HR Programs & Systems
425
570
567
249 Compensation and Benefits
461
511
535
1,435
1,700
1,785
85
5.0%
587
788
930
587
788
930
142
18.1%
1,628
2,574
3,154
1,628
2,574
3,154
580
22.6%
3,953
5,433
6,245
812
15.0%
0
0
0
0
0
0
0
0.0%
3,953
5,433
6,245
812
15.0%
17.0 4.0 2.5 23.5
19.0 1.7 1.0 21.7
20.5 3.1 1.5 25.1
3.4
15.7%
Departmental operating cost centres ($ thousands): Human Resources 139 Human Resources & Community Safety Corporate HR
HR Services 141 HR Services & EE Relations Risk Management 132 Risk Management Net operating expenditures Divisional capital cost centres ($ thousands): Net capital expenditures Total divisional net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions Note: Totals may not add due to rounding.
Page 249
2022 FINANCIAL PLAN
CITY OF KELOWNA
Detailed operating program changes ($ thousands) Total 2021 revised budget
5,433
FTE 21.7
2022 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
(192) 45 854
105
0.0 707 6,140
0.5 1.8 24.0
105 6,245
1.1 25.1
53 53
0.5 0.5
Page 250
2022 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services Corporate Services - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 811) ( 68)
0 0 ( 71) ( 655)
0 0 ( 61) ( 283)
( 182) 0 ( 519) _____________ ( 1,580)
0 0 ( 757) _____________ ( 1,483)
0 0 ( 115) _____________ ( 459)
2,407 14 2,958 85 0 0 4
2,527 1 4,106 282 0 0 0
2,815 1 2,717 1,172 0 0 0
0 0 65 _____________ 5,532
0 0 0 _____________ 6,916
0 0 0 _____________ 6,704
3,953
5,433
6,245
0 0 _____________ 0 _____________ 3,953
0 0 _____________ 0 _____________ 5,433
0 0 _____________ 0 _____________ 6,245
Page 251
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
Corporate & Protective Services Division Corporate Services New 253 Talent Acquisition Software Position Management Module .6 HR Assistant Position 253
36,000
0
0
0
0
0
(36,000) OG
22,200
0
0
0
0
0
(22,200) OG
254
46,800
0
0
0
0
0
(46,800) OG
105,000
0
0
0
0
0
(105,000)
105,000
0
0
0
0
0
(105,000)
105,000
0
0
0
0
0
(105,000)
Security Analyst Position Total New
Department Priority 1 Total
Total Priority 1 Operating
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
Page 252
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Corporate HR Department
Title:
Talent Acquisition Software Position Management Module
New
Priority: 1
ON-GOING PRELIMINARY
Justification: The Human Resources department 5-Year Strategic Plan includes the position management module of the software currently licensed by the city for recruitment and performance management. This module will improve and streamline the staff business case process. This will improve customer service for hiring managers, Finance and HR through streamlined workflows, and improved access and visibility from start to finish. The organization will also realize a centralized storage area for documentation of staff business cases, budget approvals, and job descriptions. The first year includes one-time project costs of set up.
Strategic Direction: 2022 2023 2024
Cost 36,000 16,100 16,100
People - Ability to attract, select & retain talent Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate & Protective Services Corporate HR Department
Title:
.6 HR Assistant Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (36,000) (16,100) (16,100) New
Priority: 1
ON-GOING PRELIMINARY
Justification: With the increase in employee changes, the resulting workload for compensation and benefits will increase in relation to employee setup, benefits and pension tracking and enrolment, disability management and overall administrative support. This is a request for 20 hours (0.6 FTE) for a part-time HR Assistant in the Compensation and Benefit Branch to support HR Services and Recruitment. This increase will allow the branch to maintain critical customer service related to compensation, benefits, pension, disability management, and HRIS system.
Strategic Direction: 2022 2023 2024
Cost 22,200 44,400 44,400
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (22,200) (44,400) (44,400)
Page 253
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Risk Management
Title:
Security Analyst Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: A Security Analyst is requested to support new and recently expanded security initiatives. The ongoing success of these initiatives critically depends on analytical support. The expected outcomes from this position are enhanced security for staff, City assets and the public as well as improved overall community safety. The ability to assess data and direct security resources is expected to produce cost savings for the City through the reduction of issues such as vandalism, theft, and graffiti, and improve the ability to detect trends and hot-spots earlier. Information collected will be shared with other enforcement partners.
Strategic Direction: 2022 2023 2024
Cost 46,800 92,300 92,300
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 (46,800) (92,300) (92,300)
Page 254
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
7,000
0
0
0
0
0
(7,000) OG
Total Maintain
7,000
0
0
0
0
0
(7,000)
Recovery Coordinator Position
46,100
0
0
0
0
0
(46,100) OG
Total New
46,100
0
0
0
0
0
(46,100)
53,100
0
0
0
0
0
(53,100)
53,100
0
0
0
0
0
(53,100)
Corporate & Protective Services Division Corporate Services Maintain 256
Retirement Awards
New 256
Department Priority 2 Total
Total Priority 2 Operating
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
Page 255
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Corporate HR Department
Title:
Retirement Awards
Maintain
Priority: 2
ON-GOING PRELIMINARY
Justification: The City recognizes the dedication of public service careers with staff through the provision of a retirement gift at the end of career. Due to the increase in volume of staff retirement driven by current age demographics of staff, this program has been consistently over budget the past two years. An increase to operating budget will ensure there is available funding to cover the estimated award amount moving forward within the operating budget and continue this recognition program. 2022 Base Budget: $14,500
Strategic Direction: Cost 7,000 7,000 7,000
2022 2023 2024
People - Ability to attract, select & retain talent Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate & Protective Services Risk Management
Title:
Recovery Coordinator Position
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) New
Priority: 2
ON-GOING PRELIMINARY
Justification: This position will support recovery efforts associated with property damage, project deficiencies, development deficiencies and emergency responses caused by third-parties. Over the last 10 years, the City has recovered more than $2M. With a dedicated staff resource, additional recoveries can be pursued and realized before timelines expire. This will allow the City to reduce tax dollars currently being spent to correct errors or repair damage caused by others. This position will prioritize recovery activities to maximize recouping financial losses and hold those responsible accountable. Over the next five years, is expected that the additional recoveries received will more than cover the cost of this position.
Strategic Direction: 2022 2023 2024
Cost 46,100 89,800 89,800
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 0 0 0
Utility 0 0 0
Taxation (46,100) (89,800) (89,800)
Page 256
Corporate & Protective Services – Community Safety
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 FINANCIAL PLAN
CITY OF KELOWNA
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 and to enable frontline police personnel through professional support. As a convener of community / governmental partners and stakeholders who are integral to community safety, the Department also aims to drive 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 leads efforts to increase community safety and sense of safety through a range of strategies that rely on partnerships and community involvement. With an increasing focus on evidencebased approaches, the Unit works to reduce the impacts of social issues in our community while leading multi-disciplinary preventative initiatives (i.e., Community Safety Plan) to reduce criminality and victimization. Bylaw Services affects education and compliance to foster a predictable and respectful community for all citizens. 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 / Utility Task Vehicle (UTV) Patrol Section. Through a principle-based model of compassionate enforcement, and fair but firm compliance-driven practices, Bylaw Services staff work to enhance the safety of visitors and residents, alike. Police Services, comprised of more than 90 permanent municipal staff, provides 24/7 operational support services to the Royal Canadian Mounted Police (RCMP) to ensure public safety in our community. Services include information management, frontline supports, facility operations, quality assurance and all other administrative facets necessary for effective, efficient, and responsive policing in Kelowna.
Departmental activities Community Safety • • • •
Implement a Community Safety Plan of upstream strategies and actionable initiatives through continued coordination of key systems as well as engagement and collaboration with community stakeholders Enhance coordination and collaboration among security, compliance and enforcement agencies as part of a “safety and security continuum” Implement recommended changes arising from the 2021 Bylaw Services Operational Review Continue to implement recommended changes arising from the 2019 Review of Police Services with a focus on resourcing, efficiency, effectiveness, performance measurement and monitoring
Page 259
2022 FINANCIAL PLAN
• • • •
CITY OF KELOWNA
Complete the implementation of recommended changes arising from the 2020 Crime Prevention Review with a focus on evidence-based initiatives that address identified priority issues in our community Develop and implement initiatives to address issues uncovered in the 2021 Public Safety and Crime Survey Advance longer-term evidence-based initiatives to appropriately address upstream demands on police Based on data, enhance enforcment visibility, proactivity and responsiveness in priority areas (i.e., business districts)
Social & Inclusive •
Continue to support a multi-agency effort to enable successful inclusion of housing with supports
Financial Management • •
Develop and implement a quarterly RCMP contract performance dashboard Optimize efficiency and effectiveness of support services for Police Services
Clear Direction • Further develop performance metrics for the Community Safety Department and its branches to drive actions and deliver impactful and meaningful results People
•
Increase individual and departmental capacity through targeted engagement strategies and enhanced training / professional and leadership development
Departmental performance measures 2020 Actual
2021 Estimate
2022 Forecast
87%
N/A
85%
15,210
15,818
16,500
Average number of days to close a Bylaws Service Request
5.9
4.2
3.7
# of files actioned by the Property Standards Compliance Team
12
14
16
82%
N/A
85%
3
3
Community Safety / Crime Prevention Overall sense of safety (citizen survey) Bylaw Services # of Bylaw Service Requests generated annually
Police Services Citizen satisfaction on delivery of Police Services (citizen survey) Crime Severity Index (overall ranking of 38 Census Metropolitan Areas) Response time to priority one calls
rd
9.1 minutes
rd
5th
8.9 minutes
8.9 minutes
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Budget overview
Departmental summary Actual 2020
Revised 2021
Preliminary 2022
26,510
31,489
37,051
2,650
2,942
3,021
973
1,458
1,501
Change from
Per cent
prior year
change
6,070
15.3%
193
12.7%
Departmental operating cost centres ($ thousands): Police Services 111 Police Services 112 Police Client Services 113 Police Quality Assurance 114 Police Facility Operations 272 Police Information Management 288 Police Services Watch Support
842
848
979
2,037
1,558
1,754
0
1,319
1,379
33,012
39,614
45,684
115 Community Safety
365
531
671
251 Crime Prevention
780
993
1,046
1,145
1,524
1,718
2,622
2,744
2,842
2,622
2,744
2,842
98
3.6%
36,779
43,882
50,244
6,362
14.5%
0
0
0
0
0
0
0
0.0%
36,779
43,882
50,244
6,362
14.5%
21.7 28.6 54.3 104.6
25.5 27.0 71.5 124.0
26.5 26.8 76.8 130.1
6.1
4.9%
Community Safety
Bylaw Services 150 Bylaw Services Net operating expenditure Divisional capital cost centres ($ thousands): Net capital expenditures Total departmental net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions Note: Totals may not add due to rounding.
Page 261
2022 FINANCIAL PLAN
CITY OF KELOWNA
Detailed operating program changes ($ thousands) Total 2021 revised budget
43,882
FTE 124.0
2022 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
7 1,573 (184)
4,966
3.8 1,396 45,278
127.8
4,966 50,244
2.3 130.1
414 414
1.9 1.9
Page 262
2022 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services Protective Services - Community Safety - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 677) ( 1,799)
0 0 ( 880) ( 5,088)
0 0 ( 885) ( 4,567)
( 242) 0 ( 1,567) _____________ ( 4,285)
( 25) 0 ( 451) _____________ ( 6,443)
0 0 ( 8,850) _____________ ( 14,302)
9,199 149 934 30,773 0 0 0
10,018 171 1,345 38,791 0 0 0
10,659 171 1,247 52,468 0 0 0
0 0 9 _____________ 41,064
0 0 0 _____________ 50,325
0 0 0 _____________ 64,545
36,779
43,882
50,244
0 0 _____________ 0 _____________ 36,779
0 0 _____________ 0 _____________ 43,882
0 0 _____________ 0 _____________ 50,244
Page 263
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
Corporate & Protective Services Division Community Safety Maintain 265 Child Advocacy Centre Rent
73,200
0
0
0
0
0
(73,200) OG
4,054,000
0
0
0
0
0
(4,054,000) OG
266 Auxiliary Constable Program
(20,000)
0
0
0
0
0
20,000 OT
266 Gaming Revenues Reduction
0
(600,000)
0
0
872,000
0
(272,000) OT
4,107,200
(600,000)
0
0
872,000
0
71,600
0
0
0
0
0
(71,600) OG
50,000
0
0
0
0
0
(50,000) OG
20,700
0
0
0
0
0
(20,700) OG
Total Growth
142,300
0
0
0
0
0
(142,300)
268 RCMP Investigative Services - 2 Members 269 Police Services Communications Advisor Position 269 RCMP Retroactive Payment
112,500
0
0
0
0
0
(112,500) OG
50,500
0
0
0
0
0
(50,500) OG
8,250,000
(8,250,000)
0
0
0
0
0 OT
112,500
0
0
0
0
0
(112,500) OG
56,200
0
0
0
0
0
(56,200) OG
56,200
0
0
0
0
0
(56,200) OG
112,500
0
0
0
0
0
(112,500) OG
8,750,400
(8,250,000)
0
0
0
0
(500,400)
(56,100)
0
0
0
0
0
56,100 OG
Total Growth
(56,100)
0
0
0
0
0
56,100
Department Priority 1 Total
12,943,800
(8,850,000)
0
0
872,000
0
(4,965,800)
Total Priority 1 Operating
12,943,800
(8,850,000)
0
0
872,000
0
(4,965,800)
265 RCMP Contract Services
Total Maintain
(4,379,200)
Growth 267 Police Services Response Operators (2) Positions 267 Police Services Supervisor Position 268 Police Services Records Clerk Position
New
270 RCMP Cell Block Sergeants - 4 Members 270 RCMP Crime Analyst - Civilian Member 271 RCMP Operational Readiness - 1 Member 271 RCMP General Duty Constables - 2 Members Total New Growth 309 * Financial Analyst Position Corporate and Protective Services
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022 Page 264
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Child Advocacy Centre Rent
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: The Child Advocacy Centre (CAC) of Kelowna provides a multi-disciplinary environment where the agencies that serve those impacted by child abuse and neglect can work together in a collaborative environment to best serve the needs of these children and families. The space was built and outfitted entirely through the generosity of community donors and funders. As the Centre is now operational, the CAC is seeking rent participation from the City of Kelowna Police Services for the RCMP dedicated space within, the utilities that support the RCMP and to pay a portion of the shared spaces that equally support all agencies. These costs will be funded from reallocation of $73,200 from the Kelowna Youth and Family Services budget as part of the realignment of support for youth services.
Strategic Direction:
Community Safety - Residents feel safe
Cost 0 0 0
2022 2023 2024
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate & Protective Services Community Safety
Title:
RCMP Contract Services
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0 Priority: 1
Utility 0 0 0
Taxation 0 0 0 Maintain ON-GOING
PRELIMINARY
Justification: This request is for the estimated 2022 contract increase for the Council approved 210 RCMP members, including the 24% salary increase for all positions below the rank of inspector included in the 2017-2022 collective agreement ratified in August of 2021. Due to the September Federal election, the RCMP have been placed under the caretaker provision and have been unable to communicate with municipalities on overall contract increases for the 2022/2023 RMCP fiscal year. This 2022 budget increase is estimated at $4.1M but has been reduced by the $2.4M provision included in Other Working Capital that has been set aside during the RCMP union negotiations over the last five years. The confirmed contract increase will be presented at Final Budget. 2022 Base Budget: $38.6M Strategic Direction: 2022 2023 2024
Cost 1,684,000 1,684,000 1,684,000
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 Taxation 0 (1,684,000) 0 (1,684,000) 0 (1,684,000)
Page 265
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Auxiliary Constable Program
Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: The RCMP has suspended the auxiliary constable program in 2021. This program is not expected to be active in 2022. 2022 Base Budget: $20,000
Strategic Direction: 2022
Financial management - Lower value activities are improved or stopped
Cost (20,000)
Reserve 0
Borrow 0
Division: Department:
Corporate & Protective Services Community Safety
Title:
Gaming Revenues Reduction
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 20,000 Maintain
Priority: 1
ONE-TIME PRELIMINARY
Justification: Due to the continued Provincial Health Services Health Authority mandated capacity limits of casinos in British Columbia, 2022 gaming revenues are expected to be reduced. A portion of the revenue shortfall will be offset by the COVID-19 Safe Restart Grants for Local Governments. 2022 Base budget: $4.2M.
Strategic Direction: 2022
Cost 0
Clear direction - Common understanding of future direction Reserve (600,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 872,000
Utility 0
Taxation (272,000)
Page 266
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Police Services Response Operators (2) Positions
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Kelowna RCMP is the fourth largest RCMP detachment in Canada with a recorded fourth highest population growth rate in 2020 and over 2 million visitors annually. Police Services has one Response Operator working regular business hours (M-F 8am-4pm) answering the non-emergency line. Since fall 2020, the responsibility of answering this line afterhours and weekends was assumed locally, and has been absorbed by the Information Management (IM) unit. The now 24/7 IM unit also has significant and time-sensitive data entry into the Canadian Police Information Center (CPIC) and records management responsibilities relied upon by law enforcement across Canada. It is clear that the volume of incoming afterhours calls cannot be absorbed by the IM Unit entirely and that two additional positions to expand to 7d/week 8:00 am to midnight coverage is necessary. These additional positions will address gaps identified in the 2019 Griffiths' Report. Strategic Direction: 2022 2023 2024
Cost 71,600 142,700 142,700
Community Safety - Residents feel safe Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate & Protective Services Community Safety
Title:
Police Services Supervisor Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (71,600) (142,700) (142,700) Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Within the past two years, Police Services have necessarily grown by more than 15 staff, assumed 24/7 duties in 2020, adapted to increased technical / procedural requirements, and experienced increased turnover. Today, its five supervisors provide 7 day/week coverage, lead an average of 20 direct reports working in a range of specialized units, and operate amidst a 24/7 environment. There is an apparent need for an additional supervisor to support the increased number of staff in these circumstances, to improve the organization's overall engagement, efficiency and effectiveness, while also reducing staff turnover. Further, with the rising cost of policing, Police Services can better position itself to relieve police officers of administrative tasks and focus more on frontline duties. An additional Supervisor will enable Police Services to better support Council and Corporate priorities, and the RCMP's 2021-24 Strategic Plan.
Strategic Direction: 2022 2023 2024
Cost 50,000 97,200 97,200
Community Safety - Crime rates are decreasing Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (50,000) (97,200) (97,200)
Page 267
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Police Services Records Clerk Position
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Information Management requires 24/7 operational support for the RCMP and the current part-time position does not have the capacity to meet the needs of this workplace model. The upgrade to a full-time position will provide additional administrative support to the Information Management Team in performing the operational requirements to support the RCMP.
Strategic Direction: 2022 2023 2024
Cost 20,700 41,000 41,000
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:
RCMP Investigative Services - 2 Members
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (20,700) (41,000) (41,000) New
Priority: 1
ON-GOING PRELIMINARY
Justification: Earning the trust of citizens who have experienced persons crimes requires a continuous investment to investigate these serious and vulnerable crimes. The Investigative Services Unit is requesting 2 RCMP Members. This will ensure capacity for: General Investigative Services Team - to support frontline members with more complex files and serious offences; and Sex Crimes - to expand the teams mandate to include investigating sexual offences against victims 11-15 yrs of age. These positions will advance the Griffiths 2019 Report recommending 10 specialized investigation positions.
Strategic Direction: 2022 2023 2024
Cost 112,500 406,000 406,000
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 (112,500) (406,000) (406,000)
Page 268
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Police Services Communications Advisor Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: In support of the RCMP's 2021-24 Strategic Plan, there is a need to increase its' ability to deliver timely and accurate communications /public education. This serves to improve public awareness, engagement and sense of safety, as well as public confidence and trust in police. The current RCMP Communications Unit consists of one RCMP Officer for Media Relations; a position that is largely reactive, and does not bring expertise or capacity to develop and implement strategic communications. As recommended in the Griffiths Report (2019), RCMP request one dedicated Communications Advisor with specialized training and expertise in communications and media relations. This RCMPbased position will develop and implement a Kelowna RCMP Communications Plan to drive a more strategic and proactive communications approach; one that includes collaboration with City Communications, as well as public education and stakeholder inclusion. Strategic Direction: 2022 2023 2024
Cost 50,500 99,800 99,800
Community Safety - Residents feel safe Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate & Protective Services Community Safety
Title:
RCMP Retroactive Payment
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (50,500) (99,800) (99,800) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: This request is for the estimated 2017-2021 retroactive payment for RCMP members as part of the 2017-2022 collective agreement ratified in August of 2021. Due to the September Federal election, the RCMP have been placed under the caretaker provision and have been unable to communicate with municipalities or confirm the total cost of the retroactive invoice. Throughout the negotiations, RCMP provided annual retroactive estimates to help the City to prepare for this payment which have been contributed to reserve. The confirmed retroactive amount will be presented to Council for budget amendment once cost confirmation is received from the RCMP and Public Safety Canada.
Strategic Direction: 2022
Other - Supports Base Business
Cost Reserve 8,250,000 (8,250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation 0
Page 269
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
RCMP Cell Block Sergeants - 4 Members
New
Priority: 1
ON-GOING PRELIMINARY
Justification: The Kelowna RCMP 2021-24 Strategic Plan, in conjunction with Council's priorities, established the goals and direction for policing in Kelowna. Linked to all the strategic plan pillars, these positions provide the necessary oversight to ensure police show up at their best for every citizen, have the management required to effectively address emerging issues effecting crime reduction, including crown led bail, provincial standards for cell block policies and earning the trust of citizens. Cell block operations and prisoner handling are high risk. Kelowna is the largest detachment in the province without full time cell block Non-Commissioned Officers as identified in the 2020 BC Solicitor General audit. These positions will reduce the risk of public complaints, civil actions and code of conduct investigations. Two are requested in 2022 and two in 2023, following regionalization review and consultation. This request addresses the 2019 Griffiths Report recommending four positions. Strategic Direction: 2022 2023 2024
Cost 112,500 518,500 812,000
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:
RCMP Crime Analyst - Civilian Member
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (112,500) (518,500) (812,000) New
Priority: 1
ON-GOING PRELIMINARY
Justification: The Kelowna RCMP 2021-24 Strategic Plan, in conjunction with Council's priorities, established the goals and direction for policing in Kelowna. Linked to three of the strategic plan pillars, this position provides police officers the data and information required to decrease the risk of property crime, respond with crime reduction principles and intelligenceled policing in priority areas, prevent and stop person's crime and earning the trust of citizens most at risk. This unit is also responsible for assisting in criminal apprehension, predictive analysis of crime trends, create officer safety and awareness bulletins, crime intelligence mapping, various charts and visual aids such as timelines and flow charts to assist in complex cases. Due to the extensive workload in Kelowna, additional resources is needed to meet the unit's mandate. This position would address one of three recommended in the 2019 Griffiths Report.
Strategic Direction: 2022 2023 2024
Cost 56,200 203,000 203,000
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 (56,200) (203,000) (203,000)
Page 270
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
RCMP Operational Readiness - 1 Member
New
Priority: 1
ON-GOING PRELIMINARY
Justification: The Kelowna RCMP 2021-24 Strategic Plan, in conjunction with Council's priorities, established the goals and direction for policing in Kelowna. Strategy-driven policing enables police to focus their resources on significant priorities, communicating with local government and the public to provide outcomes and activities, instilling trust and confidence, outlined in the Officer in Charge's Multi-Year Resource Plan of existing and new RCMP officers. Showing up at their best for every citizen is a pillar of this priority, focusing on internal health and wellness of the police service. This NonCommissioned Officer position will focus on the continuity and wellness of members to lower the risk of occupational stress injuries, work towards facilitating return to the workplace, increasing roadable resources, while decreasing vacancies from short/long term sick leave. This position supports mental health for first responders.
Strategic Direction: 2022 2023 2024
Cost 56,200 203,000 203,000
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:
RCMP General Duty Constables - 2 Members
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (56,200) (203,000) (203,000) New
Priority: 1
ON-GOING PRELIMINARY
Justification: The Kelowna RCMP 2021-2024 Strategic Plan, in conjunction with Council's priorities, established the goals and direction for policing in Kelowna. Kelowna is the fastest growing city in B.C., the fourth largest growing metropolitan area in Canada and a tourist destination. These additional positions to the front line will assist in lowering the case load per officer, decrease operational fatigue and burnout, and support mental wellness, while decreasing the response time to priority 1 and 2 calls. These positions address the 2019 Griffiths Report Recommendations # 5.2, 6.2, 6.5, 6.6, and 12.1 to increase the size of the patrol teams to address responding to increased severity and numbers of calls for service and provide the necessary resources to respond to the demands for service and appropriate numbers of police officers to address serious offences.
Strategic Direction: 2022 2023 2024
Cost 112,500 406,000 406,000
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 (112,500) (406,000) (406,000)
Page 271
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
25,000
0
0
0
0
0
(25,000) OG
25,000
0
0
0
0
0
(25,000)
80,000
0
0
0
0
0
(80,000) OG
80,000
0
0
0
0
0
(80,000)
112,500
0
0
0
0
0
(112,500) OG
112,500
0
0
0
0
0
(112,500) OG
46,000
0
0
0
0
0
(46,000) OG
35,500
0
0
0
0
0
(35,500) OG
306,500
0
0
0
0
0
2,500
0
0
0
0
0
(2,500) OG
Total Maintain
2,500
0
0
0
0
0
(2,500)
Division Priority 2 Total
414,000
0
0
0
0
0
(414,000)
Total Priority 2 Operating
414,000
0
0
0
0
0
(414,000)
Corporate & Protective Services Division Community Safety Maintain 273 Casual Security Clearance Specialist Additional Hours Total Maintain Growth 273 Disclosure Coordinators (2) Positions Total Growth New 274 RCMP General Duty Constables - 2 Members 274 RCMP Investigative Services - 2 Members 275 Digital Extraction Technician Position 275 Rutland CPO Safety & Security Enhancements Total New
(306,500)
Maintain CAP
390 * Fleet Growth
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
Page 272
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Casual Security Clearance Specialist Additional Hours
Maintain
Priority: 2
ON-GOING PRELIMINARY
Justification: An increase to the wages utilized to fund the Security Clearance Specialists (SCS) is requested for the increase in security clearance applications that are required to work in an RCMP Detachment. A SCS is scheduled "as and when required" to conduct field investigations for City of Kelowna employees (Police Services, Bylaws, Building Services, HR Business Partners, Director Community Safety), RDCO, contractors (Commissionaires, Janitorial, Pest Control, BioHazard) and volunteers. There were 65 applications processed by the SCSs in 2018-19 and 78 in 2020-21, a 20% increase in workload over two years. This growth is expected to carry on with ongoing City hiring and contracting needs for the building. Additionally, new national requirements imposed by the RCMP Departmental Security Branch have resulted in each security clearance necessitating additional hours to complete. 2022 Base Budget: $32,486 Strategic Direction: 2022 2023 2024
Cost 25,000 25,000 25,000
Financial management - Cost to deliver services is quantified Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate & Protective Services Community Safety
Title:
Disclosure Coordinators (2) Positions
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (25,000) (25,000) (25,000) Growth
Priority: 2
ON-GOING PRELIMINARY
Justification: Disclosure Coordinators are responsible for extracting information to create disclosure reports. Over the last 10 to 20 years, volumes of digital data has increased exponentially which amounts to significantly more disclosure per file. The Griffiths' 2019 Report recommended one Disclosure Coordinator. Since then, the BC Prosecution announced (2020) an electronic disclosure system which requires significantly more administrative work. Consequently, two additional positions are now required. In addition to the increasing volume of data required, the rate and speed at which documents must be disclosed has also increased to meet Federal and Provincial court-imposed deadlines. These positions are considerably more cost effective than having police officers perform these administrative tasks, and will enable officers to focus on frontline policing duties.
Strategic Direction: 2022 2023 2024
Cost 80,000 157,000 157,000
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 (80,000) (157,000) (157,000)
Page 273
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
RCMP General Duty Constables - 2 Members
New
Priority: 2
ON-GOING PRELIMINARY
Justification: The Kelowna RCMP 2021-2024 Strategic Plan, in conjunction with Council's priorities, established the goals and direction for policing in Kelowna. Kelowna is the fastest growing city in B.C., the fourth largest growing metropolitan area in Canada and a tourist destination. These additional positions to the front line will assist in lowering the case load per officer, decrease operational fatigue and burnout, and support mental wellness, while decreasing the response time to priority 1 and 2 calls. These positions address the 2019 Griffiths Report Recommendations # 5.2, 6.2, 6.5, 6.6, and 12.1 to increase the size of the patrol teams to address responding to increased severity and numbers of calls for service and provide the necessary resources to respond to the demands for service and appropriate numbers of police officers to address serious offences.
Strategic Direction: 2022 2023 2024
Cost 112,500 406,000 406,000
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:
RCMP Investigative Services - 2 Members
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (112,500) (406,000) (406,000) New
Priority: 2
ON-GOING PRELIMINARY
Justification: Earning the trust of citizens who have experienced persons crimes requires a continuous investment to investigate these serious and vulnerable crimes. The Investigative Services Unit is requesting 2 RCMP Members. This will ensure capacity for: Domestic Violence - to ensure proper investigational processes and polices are met in accordance with the Provincial action plan; and New Digital Mobile Field Triage Unit responsible for extracting data from electronic devices which will be partnered with a municipal Digital Extraction Technician helping to offset costs incurred by police officers from other detachments in 2023 by $50k. These positions will advance the Griffiths 2019 Report recommending 10 specialized investigation positions.
Strategic Direction: 2022 2023 2024
Cost 112,500 356,000 356,000
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 (112,500) (356,000) (356,000)
Page 274
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Digital Extraction Technician Position
New
Priority: 2
ON-GOING PRELIMINARY
Justification: The Kelowna RCMP 2021-24 Strategic Plan, in conjunction with Council's priorities, established the goals and direction for policing in Kelowna. Linked to decreasing property crime and building trust with those who have experienced persons crime, this position addresses how police gather evidence in criminal cases. Police continue to experience an increase in digital device examinations as part of police investigations and for evidentiary purposes in complex cases (child pornography, drugs, homicides and attempted murder files).The digital evidence required in establishing facts in cases has advanced with technology. RCMP members are trying to fit this work in with their assigned duties, working overtime or outsourcing the examinations. This position will be partnered with the Digital Mobile Field Triage Unit Constable and will help to reduce outsourcing costs in 2023 by $50k. The position supports gaps identified in the 2019 Griffiths Report. Strategic Direction: 2022 2023 2024
Cost 46,000 41,800 41,800
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:
Rutland CPO Safety & Security Enhancements
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (46,000) (41,800) (41,800) New
Priority: 2
ON-GOING PRELIMINARY
Justification: This request is for the enhancement of security infrastructure at the Rutland Community Policing Office including installation of six cameras (lobby and outside), plus network for remote viewing and monthly connection fee. Monthly connection fees will require yearly operating budget, while acquisition of infrastructure and installation is a one-time expense. Additionally, budget is requested for the installation of a new exterior emergency exit door on the westside of the building, and exterior wayfinding signage.
Strategic Direction: 2022 2023 2024
Cost 35,500 2,500 2,500
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (35,500) (2,500) (2,500)
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CITY OF KELOWNA
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Corporate & Protective Services – Fire Department
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2022 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services Fire Department The goal of the Kelowna Fire Department (KFD) 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. 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 2021, the Emergency Operating Centre (EOC) was open extensively to support incidents in Kelowna, West Kelowna and the Regional District of Central Okanagan (RDCO) communities impacted by the White Rock Lake Fire. Additionally, the Emergency Support Services (ESS) Reception Centre supported evacuees from across BC. 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 four-person engine companies and one two-person squad operating from five career stations, providing 24/7 coverage for the city. Our career staff are supported by two paid-oncall stations (East Kelowna and McKinley), as well as paid-on-call members continuing to support the Glenmore Fire Hall.
Departmental activities Community Safety • •
Functional review of wildfire interface response, including preplanning, equipment upgrades and enhanced training based on new best practices in structural protection response to wildfires Review of 2021 Wildfire season, lessons learned and EOC support to major events including staffing impacts
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Social & Inclusive •
Enhanced focus on diversity and inclusion through our recruitment programs, investing time in long term strategies to improve processes to remove potential barriers for applicants
Vibrant Neighbourhoods •
Working with other internal departments on future city planning initiatives to enhance issues such as response routes and interface resiliency
Financial Management •
Development of long term financial planning, balancing capital and operational requirements
Clear Direction • •
Looking forward at future station locations and aligning service levels to meet the needs of a growing community Continued focus on analytics and data to inform decisions
People •
Continued work on development of healthy workplace initiatives focusing on the physical and mental well being of all staff
Departmental performance measures # of incidents handled by Fire Dispatch – all customers
2020 Actual 26,295
2021 Estimate 32,000
2022 Forecast 34,000
# of incidents responded to by KFD
11,735
14,300
15,000
# of structure fires by KFD
112
120
120
# of motor vehicle incidents by KFD
803
800
800
4197
4900
5000
# of inspections completed
Budget overview
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2022 FINANCIAL PLAN
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Departmental summary Actual
Revised
Preliminary
Change from
Per cent
2020
2021
2022
prior year
change
(22)
(0.1%)
Departmental operating cost centres ($ thousands): Fire Department 133 Fire Department
246
312
264
134 Fire Operations
17,351
18,518
18,526
234
256
252
1
0
0
2,091
1,644
1,666
19,923
20,730
20,708
311 Fire Capital
58
0
0
Net capital expenditures
58
0
0
0
0.0%
19,980
20,730
20,708
(22)
(0.1%)
4.5 2.4 157.2 164.1
4.0 1.8 139.5 145.3
4.0 1.8 140.0 145.8
0.5
0.3%
135 Fire Communications & Emergency Mgmt 136 EOC Operations & Hydrants 137 Fire Admin, Training & Fire Prevention Net operating expenditure Divisional capital cost centres ($ thousands):
Total departmental net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions Note: Totals may not add due to rounding.
Detailed operating program changes ($ thousands) Total 2021 revised budget
20,730
FTE 145.3
2022 net impacts One-time operating requests
(48)
Prior years ongoing adjustments Divisional adjustments
46 (20)
2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
0
0.5 (22) 20,708
145.8
0 20,708
145.8
0 0
0.0
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Corporate & Protective Services Protective Service - Fire Department - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 3,010) ( 296)
0 0 ( 2,529) ( 275)
0 0 ( 2,529) ( 275)
0 0 ( 10) _____________ ( 3,316)
0 0 ( 50) _____________ ( 2,854)
0 0 0 _____________ ( 2,804)
19,358 189 1,796 309 0 0 145
20,507 153 1,406 251 0 0 0
20,570 167 1,305 201 0 0 0
800 0 643 _____________ 23,239
900 0 368 _____________ 23,584
900 0 368 _____________ 23,512
19,923
20,730
20,708
882 ( 824) _____________ 58 _____________ 19,980
1,150 ( 1,150) _____________ 0 _____________ 20,730
3,936 ( 3,936) _____________ 0 _____________ 20,708
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
0
0
0
0
0
0
0 OG
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Corporate & Protective Services Division Fire Department Growth 284 Long-term Staffing and Capital Investment Total Growth
Department Priority 2 Total
Total Priority 2 Operating
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 Operating Request Details Division: Department:
Corporate & Protective Services Fire Department
Title:
Long-term Staffing and Capital Investment
Growth
Priority: 2
ON-GOING PRELIMINARY
Justification: Kelowna Fire Department is developing a long term financial strategy to support aligning City growth with maintaining public safety service levels. Further work on updates to the KFD Strategic Plan will be brought forward in 2022, part of which will focus on sustainable investments in capital and personnel resources. It is expected final values will look to input a regular annual increase to budget consistent with projected City growth. This regular investment will balance both personnel and capital needs matching City growth and ensuring service levels remain consistent. This current request is to begin the investment process in 2022, with the goal of funding additional fire apparatus personnel within the next six to seven years. It is expected that this initial request for three years will be continued for a further three year request starting in 2025.
Strategic Direction: 2022 2023 2024
Cost 0 0 0
Other - Supports Base Business Reserve 0 150,000 250,000
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (150,000) (250,000)
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Corporate Strategic Services
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Corporate Strategic Services The Corporate Strategic Services Division provides citizens and staff with convenient, accurate and timely access to City services and information. Information Services (I.S.) 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 (CSP) facilitates the process to set corporate level strategy (Council and Corporate priorities), identify and monitor key projects (Action Plan) and track and improve performance (annual progress report on Council and Corporate priorities, reporting on performance of base business and services). Communications 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 supports the City of Kelowna’s goal to be open with the media and to be respected and valued by our citizens. The Media Relations department works directly with the media and also provides support for those who are designated spokespeople for the City.
Divisional activities Community Safety •
Continue to bring data together to provide information on community safety
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Social & Inclusive • •
Ongoing strategic guidance and participation in groups like the Community Inclusion Team and the Social Development Committee Launch an anti-stigma campaign to support those living without homes in Kelowna using funding from the Strengthening Communities Grant
Transportation & Mobility • •
Use emerging technologies, such as Light Detection and Ranging (LiDAR) and Big Data, to better understand transportation and mobility Supporting the transition of the Transportation Master Plan to a digital-first format to create a better user experience for citizens
Vibrant Neighbourhoods • •
Progress and add additional data to Model City, to better understand how changes to the city will look in the future Support on-going Official Community Plan (OCP) engagement and the transition of the OCP to be a digital-first document to create a better experience for citizens
Economic Resiliency •
Collaboratively build a framework for the implementation of 5G
Environmental Protection • •
Shift services to Cloud Providers which will help reach environmental goals by reducing the need for building resources Enable a more mobile workforce, reducing our carbon emissions
Financial Management • • • • • • •
Begin moving to a consumption-based model for technology infrastructure, by transitioning services to cloud based technologies allowing accrual of costs based on exact usage (utility model) Monitor and review time tracking data to ensure efficiencies and strategic alignment on project and operational tasks Implement a Cyber Security Strategy to provide a clear roadmap to protecting our digital assets Develop a four year strategy for Digital Business Transformation to fully understand the effort and resources required to shift to a digtal first delivery model Implement Data Governance to empower staff to use data for decision making while ensuring the quality of the data Start a four year Information Services Strategy to combine several strategies and create a roadmap for technology required to meet our future needs Further enhance AI powered chatbots on both the City and Airport’s websites to provide more information to our citizens 24/7 in the face of increased citizen need for information around operations and in response to the COVID-19 pandemic
Clear Direction •
Implement a more consistent approach to the use and reporting of base business and service performance measures across the organization
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2022 FINANCIAL PLAN
• •
CITY OF KELOWNA
Implement strategy management software to provide more visibility into the organization’s plans, work in progress and performance measures Support the rollout out the refreshed corporate Vision & Values to the organization
People • • • •
Progress with updating legacy applications and shifting services to the cloud to help with the mobile workforce Engage staff and train with technology to ensure growth in digital literacy Provide training on diversity and inclusion to support staff engagement on social issues Continued support for the implementation of a hybrid workforce within the Division and sustaining high levels of engagement across the division
Base Business • • • • • •
Develop resources and explore the use of technology to enhance the end-to-end customer experience for residents, businesses and visitors Improve 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 Improve the user experiences and interactions with the City in online environments Emergency Operating Centre (EOC) Activation support
Divisional performance measures 2020 Actual Information Services Net Promoter Score (NPS). NPS helps us measure the quality and experience of the services I.S. offers. Growth in City owned channels both in terms of use and engagement
% survey respondents that indicate CSP services are increasing the respondent’s ability to make wellreasoned decisions. Airport and City Chatbot interactions stats. Heavy focus on COVID and services.
2021 Estimate
Combined Website users 1,829,048 Unique Page Views 3,946,200 Email subscribers 45,000
100
80
2022 Forecast
90
Combined Website users 1,875,000 Unique Page Views 4,700,000 Email Subscribers 60,000 95
Combined Website users 2,000,000 Unique Page Views 5,000,000 Email Subscribers 65,000 95
25,659 chatbot interactions
40,000 chatbot interactions
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Budget overview
Divisional summary Change from prior year
Per cent change
(0)
(0.1%)
809
13.4%
56
4.8%
0
0.0%
565
26
4.7%
8,330
9,220
890
10.7%
851
456
503
851
456
503
48
10.4%
8,238
8,786
9,723
937
10.7%
17.1 1.0 34.0 52.1
18.0 0.1 31.3 49.4
18.5 0.1 32.8 51.4
2.0
4.0%
Actual 2020
Revised 2021
Preliminary 2022
301
352
351
301
352
351
5,478
6,027
6,836
5,478
6,027
6,836
248 Communications
521
488
542
260 Community Communications
403
677
679
924
1,165
1,221
233
247
247
233
247
247
452
540
565
452
540
7,388
Departmental operating cost centres ($ thousands): Corporate Strategic Services 101 Corporate Strategic Services Information Services 121 Information Services Community Communications
Media Relations 229 Media Relations Corporate Strategy & Performance 154 Corporate Strategy & Performance Net operating expenditure Divisional capital cost centres ($ thousands): 308 Information Services Capital Net capital expenditures Total divisional net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions Note: Totals may not add due to rounding.
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2022 FINANCIAL PLAN
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Detailed operating program changes ($ thousands) Total 2021 revised budget
FTE
8,330
49.4
411 8,741
1.0 50.4
479 9,220
1.0 51.4
230 230
2.0 2.0
2022 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
4 49 358
479
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Corporate Strategic Services - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 132) ( 298)
0 0 ( 134) ( 399)
0 0 ( 134) ( 113)
0 0 ( 71) _____________ ( 501)
0 0 ( 17) _____________ ( 550)
0 0 0 _____________ ( 247)
5,489 13 2,212 0 0 0 0
5,974 7 2,724 0 0 0 0
6,072 7 3,212 0 0 0 0
0 0 174 _____________ 7,889
0 0 177 _____________ 8,881
0 0 177 _____________ 9,467
7,388
8,330
9,220
2,776 ( 1,925) _____________ 851 _____________ 8,238
6,382 ( 5,926) _____________ 456 _____________ 8,786
1,047 ( 544) _____________ 503 _____________ 9,723
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
294 Strategy Management Software
86,500
0
0
0
0
0
(86,500) OG
Total Maintain
86,500
0
0
0
0
0
(86,500)
185,000
0
0
0
0
0
(185,000) OG
54,300
0
0
0
0
0
(54,300) OG
10,000
0
0
0
0
0
(10,000) OG
53,000
0
0
0
0
0
(53,000) OG
302,300
0
0
0
0
0
90,000
0
0
0
0
0
(90,000) OG
Total New
90,000
0
0
0
0
0
(90,000)
Division Priority 1 Total
478,800
0
0
0
0
0
(478,800)
Total Priority 1 Operating
478,800
0
0
0
0
0
(478,800)
Corporate Strategic Services Division Maintain
Growth 294 Licensing and Software Enhancements 295 Business Planning & Results Manager Position 295 Information Services Training 296 Agile Project Coordinator Position Total Growth
(302,300)
New 296 Information Services Strategy Development
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 Operating Request Details Division: Department:
Corporate Strategic Services Corporate Strategy & Performance
Title:
Strategy Management Software
Maintain
Priority: 1
ON-GOING PRELIMINARY
Justification: An ongoing budget of $50,000 was approved in 2021 for software to support the City's strategic planning cycle. The requested amount was contingent upon the outcome of a pilot project taking place during 2020-2021, which would confirm the magnitude of deployment in the organization and the final licensing agreement. The results of the pilot concluded with recommendations for an enterprise wide implementation of the software. Additional funding is needed ongoing to provide license and professional services from the chosen vendor. Costs for future data integration are not included. The system will allow for increased functionality for automated and flexible 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. 2022 Base Budget: $50,000 Strategic Direction: 2022 2023 2024
Cost 86,500 74,000 74,000
Clear direction - Common understanding of future direction Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate Strategic Services Information Services
Title:
Licensing and Software Enhancements
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (86,500) (74,000) (74,000) Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Budget is requested to support licensing and enhancements of online services and the range of software used by staff. The City is modernizing its digital offerings to provide citizens with the tools they need to interact remotely and to provide staff with the tools they need to deliver service efficiently. Additional licensing is required to support growth in the number of staff using online systems. Included are enhancements to chatbots extending customer service offerings beyond traditional hours, a customized citizen login experience to simplify interactions with the City, and support for virtual City Council meetings. 2022 Base Budget: $1,607,611
Strategic Direction: 2022 2023 2024
Cost 185,000 185,000 185,000
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 (185,000) (185,000) (185,000)
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2022 Operating Request Details Division: Department:
Corporate Strategic Services Corporate Strategy & Performance
Title:
Business Planning & Results Manager Position
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: A Business Planning and Results Manager position is requested to support program growth to advance Council priorities related to ‘clear direction' and ultimately provide value to residents by supporting decision-making through service level and trade-off discussions so that financial and human resources can be allocated to the highest and best use. The primary short-term need is to advance divisional performance measure implementation which requires a high-level of support to business units. Adding additional resources will decrease the time to provide an initial consulting style service on performance measures to 63 business units from 3.4 years to 1.7 years. The new position will also support overall Corporate Strategy & Performance (CSP) program development, transition to new Council term and restructure the team to generalists that support business units from business and strategic planning to performance measurement.
Strategic Direction: 2022 2023 2024
Clear direction - Divisions have and use performance measures
Cost 54,300 105,600 105,600
Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate Strategic Services Information Services
Title:
Information Services Training
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (54,300) (105,600) (105,600) Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: Technology is an evolving industry that requires a commitment to ongoing learning and skill development. The Information Services Department is on a journey to digitize City services (both internal and external), bring transparency to processes, drive data-driven decisions, foster innovation and provide a better customer experience for residents. Adoption of new technologies will help with this path but it requires training for the technology team that is flexible and effective. This budget will help to provide the right training in the most efficient ways, helping to prepare for needs now and into the future. 2022 Base Budget: $16,250
Strategic Direction: 2022 2023 2024
Cost 10,000 15,000 15,000
People - Ability to attract, select & retain talent Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (10,000) (15,000) (15,000)
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2022 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Agile Project Coordinator Position
Growth
Priority: 1
ON-GOING PRELIMINARY
Justification: To facilitate the consistent and efficient management of technology projects, an Agile Project Coordinator position is being requested for the Information Services Department. With corporate priorities to transform services, processes, and business activities, along with the IS Digital Strategy to replace those applications that are at the end of their lifecycle, Information Services will see an increasingly high volume of projects.
Strategic Direction: 2022 2023 2024
Cost 53,000 103,900 103,900
Clear direction - Services, processes & business activities are transformed Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate Strategic Services Information Services
Title:
Information Services Strategy Development
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (53,000) (103,900) (103,900) New
Priority: 1
ON-GOING PRELIMINARY
Justification: Information Services will develop several key 4-year strategies to move the City forward over the next three years. Strategies include: An Information Services Strategy and a Cyber Security Strategy in 2022; a Business Process Transformation Strategy and a Data Strategy and Governance in 2023; and an Innovation Assessment and Development Strategy in 2024. As well in 2024, automation of key processes using artificial intelligence will be engaged with a focus on the Financial Services department. Creating these strategies will allow for better solutions while securing digital assets.
Strategic Direction: 2022 2023 2024
Cost 90,000 110,000 65,000
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 (90,000) (110,000) (65,000)
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
50,000
0
0
0
0
0
(50,000) OG
49,100
0
0
0
0
0
(49,100) OG
52,600
0
0
0
0
0
(52,600) OG
53,000
0
0
0
0
0
(53,000) OG
204,700
0
0
0
0
0
25,000
0
0
0
0
0
(25,000) OG
Total New
25,000
0
0
0
0
0
(25,000)
Division Priority 2 Total
229,700
0
0
0
0
0
(229,700)
Total Priority 2 Operating
229,700
0
0
0
0
0
(229,700)
Corporate Strategic Services Division Growth 298
Client Support Technician Position
298 Digital Communications Consultant Position 299 Lands Records Coordinator Position 299 Agile Project Coordinator Position Total Growth
(204,700)
New 300
Imagine Kelowna Implementation
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Client Support Technician Position
Growth
Priority: 2
ON-GOING PRELIMINARY
Justification: This request is for a new Client Support Technician to add expertise and capacity to support the desktop computer systems. There has been a substantial increase in the number of systems being supported that have exceeded the Information Services capacity to effectively support them. Resources are required to research, implement, configure and support both new and existing systems. With increased mobility services, desktop computer support would be able to scale up.
Strategic Direction: 2022 2023 2024
Cost 50,000 98,800 98,800
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Corporate Strategic Services Communications Department
Title:
Digital Communications Consultant Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (50,000) (98,800) (98,800) Growth
Priority: 2
ON-GOING PRELIMINARY
Justification: Demand for content and engagement on digital channels is growing: 20 channels-website users were up 34% in 2020, social engagement up 27%; 100+ videos produced-2X previous year; launched chatbots and live stream events; Training and support for >40 content providers; and Digital is the largest time allocation and requires focus on audience growth to maximize ROI. This position will guide the citizens experience and enhance the City's offerings to citizens. They would help expand the City's capacity and capability in two areas: Digital strategy - audience, channel mix, analytics and tools to support the digital and social platforms; and Digital storytelling - creating content in the digital space and connecting the content to measurable metrics. This would support the City to focus on proactively growing the digital channel audience and position the channels as the primary source for City news. It also helps drive cost and time efficiencies, and effectiveness on the channels. Strategic Direction: 2022 2023 2024
Cost 49,100 96,300 96,300
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 (49,100) (96,300) (96,300)
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2022 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Lands Records Coordinator Position
Growth
Priority: 2
ON-GOING PRELIMINARY
Justification: The Corporate Land System (CLS) consists of 3 key components - the address system, the legal parcels and the taxation parcels - all of which rely on the successful integration of a variety of complex datasets. The CLS is built on a legacy application that needs to be replaced. To support this replacement and administer the CLS, a Land Records Coordinator is requested to be added to the Information Services Department. This position will maintain the integrity and consistency of CLS data, identify process improvements and eliminate data quality issues. Other responsibilities include entering subdivision and parcel interests from the Land Title and Survey Authority (LTSA), incorporating updates from BC Assessment and administering the addressing system. The Land Records Coordinator will ensure Information Services has the capacity to upgrade and manage the CLS system without service interruption and to maintain the accurate and trusted data needed for informed decision making. Strategic Direction: 2022 2023 2024
Cost 52,600 103,900 103,900
Clear direction - Services, processes & business activities are transformed Reserve 0 0 0
Borrow 0 0 0
Division: Department:
Corporate Strategic Services Information Services
Title:
Agile Project Coordinator Position
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (52,600) (103,900) (103,900) Growth
Priority: 2
ON-GOING PRELIMINARY
Justification: To facilitate the consistent and efficient management of technology projects, a second Agile Project Coordinator position is being requested to be added to Information Services. With corporate priorities to transform services, processes, and business activities, along with the IS Digital Strategy to replace those applications that are at the end of their lifecycle, Information Services will see an increasingly high volume of projects.
Strategic Direction: 2022 2023 2024
Cost 53,000 103,900 103,900
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 (53,000) (103,900) (103,900)
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2022 Operating Request Details Division: Department:
Corporate Strategic Services Communications Department
Title:
Imagine Kelowna Implementation
New
Priority: 2
ON-GOING PRELIMINARY
Justification: Imagine Kelowna is the vision. Combined with Council Priorities, it sets the path for much of the work of the City. Decisions on programs and policy about single issues could benefit from more community awareness of the context and solutions to issues facing the community: social concerns, community safety, affordability, transportation, climate change and growth. In an effort to be more transparent about what's behind decisions, more digital content from the City's subject matter experts would be developed. This project is a cross-divisional effort to make the day to day business of the City more accessible to more people. It will broadly share information about how decisions coming from City Hall are made, what plans guide them, how they are expected to impact the community and how things are changing through rapid growth. This funding will support the creation of content for the City's digital channels including the website, social media and the City's podcast. Strategic Direction: 2022 2023 2024
Cost 25,000 25,000 25,000
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 (25,000) (25,000) (25,000)
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Financial Services
2022 FINANCIAL PLAN
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Financial Services The Financial Services Division provides 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. New for 2022 is the addition of the Deputy Chief Financial Officer and the Asset Management and Capital Planning team. Financial accountability is achieved through reporting, monitoring, and internal control programs managed by the Division. Annual budgets, Five-Year Financial Plans, 10-Year Capital Plans, 20-Year Servicing Plans, Year-end Financial and Annual 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. The Financial Services Division also levies and collects property taxes and utility fees, processes accounts payable and accounts receivable, provides purchasing support, develops and maintains financial systems, invests and safeguards the City's financial and tangible capital assets, manages and administers the Development Cost Charge (DCC) program and provides customer services such as transit passes, parking ticket and bylaw fee payments. Asset Management and Capital Planning (AMCP) coordinate the annual and 10-year 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. AMCP administers the DCC program and manages the City’s Asset Management Program through the development of policy, strategy, planning and system implementation for an asset portfolio of $3.9B. Deputy Chief Financial Officer oversees the Controller, Corporate Finance and Purchasing departments; and is responsbile for the Value for Money Review program. Controller is responsible for the operations side of Financial Services, including all forms of revenue collection with the most significant amount of work around the collection of taxation revenue. The department is also responsible for administering the permissive tax exemption program, transit, financial systems, internal reporting, general ledger, accounts payable, accounts receivable, payroll and financial services projects. Corporate Finance is responsible for preparation and administration of corporate financial compliance and external Financial Reporting; as well as managing the monitoring process which reviews that corporate financial and system controls are following Generally Accepted Accounting Principles (GAAP), Public Sector Accounting Standards (PSAS), federal and provincial excise tax legislation, City bylaws, policies and procedures and best practices. The department administers and manages the City's corporate banking controls and Treasury services ensuring the safekeeping of the City's financial assets. External financial reporting 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
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departments. Purchasing also manages the City Yards warehouse and inventory that provides materials and supplies to City crews and work groups, as well as the disposal of surplus materials and obsolete items.
Financial Planning is responsible for managing the City’s budget including annual budget preparation, monitoring and approval for all budget amendments and budget transfers. The department manages the City’s reserves through application of Council Policy and reserve balance projections to ensure alignment with the 10-year capital plan, and manages and administers the City’s debt, closely monitoring it to ensure that the debt limit threshold is kept within Council Policy. The department safeguards the City’s significant investment portfolio while working to maximize returns and minimize risk. Long term financial models and financial planning for the City’s Wastewater, Water and Landfill models are stewarded by this department to ensure adequate funding for ongoing City business requirements and appropriate utility rate setting. The tangible capital asset accounting, internal overhead allocations, and financial analysis/ decision support are also provided by this department.
Divisional activities Social & Inclusive •
Continue to work with corporate stakeholders to increase the use of suitable suppliers that provide a community benefit (social enterprise, not for profits, aboriginal)
Environmental Protection •
Continue to work with internal subject matter experts and to act as a catalyst to reduce the City’s negative impact on the environment including working with suppliers who endeavour to achieve the same ends
Financial Management • • • • • • •
Roll out the quarterly internal financial reporting tool to the Corporation (SMOR – Strategic Management Owned Report) Complete the Unit 4 system upgrade Investigate solutions for automation of accounts payable function and invoice approvals to increase efficiency and timeliness of the process Engage a consultant to assist with streamlining the payroll system for improved processing Review the accounts receivable and collections process to ensure the City meets current best practices Transition to the Provincially managed and administered Home Owner Grant Program Continue to work on the DCC program update in conjunction with 2040 Official Community Plan (OCP)
Clear Direction • • • • • • •
Implement the refreshed Division Strategic Plan with new goals that tie in with Council and Corporate priorities Complete workplans included in the 2021-2023 Division Plan assigned for the 2022 time frame Continued to refine and report on meaningful branch key performance indicators (KPI) for Financial Services that demonstrate effective achievement of key organization objectives Implement new internal allocations policy and guideline, providing clear direction and consistency in allocation of Corporate Shared Service costs Continue development of a Reserves Policy that provides clear direction on creation and usage of reserves to provide adequate infrastructure and services Coordinate annual update to the capital plan, with new touch points incorporated for Council Comprehensive update to Asset Management Plans for infrastructure assets valued at close to $4B
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People
•
Continued support of the Employee Engagement teams: Work-life Balance; Communication, Innovation; to lead and complete initiatives specific to SMART goals
Base Business • • • • • • •
Prepare and coordinate the annual capital plan for Preliminary Budget Prepare and present the annual Preliminary, Carryover and Final Budget Volumes Prepare and present the Five-Year Financial Plan as mandated by the Community Charter Continued development and renewal of corporate financial policies, procedures and guidelines: Internal allocations; Reserves; Surety; DCC’s; Performance Deposits; Return on investment (ROI)-Self funded Areas Development and execution of internal control compliance programs and reviews: pcard; Accounts Payable; Payroll Prepare and present the 2021 consolidated financial statements to the Audit Committee and Council, which is also included in the Annual Report for public reporting Complete annual and quarterly financial reporting as required by the provincial and federal governments
Divisional performance measures 2020 Actual
2021 Estimate
2022 Forecast
Consecutive years receiving: The Government Finance Officers Association (GFOA) Budget Award
20
The GFOA Financial Reporting Award
19
% Property Taxes paid online or received electronically
81
78
82
% Taxpayers with Electronic Property Accounts
29
38
44
% Taxpayers receiving an e-bill
18
23
26
# of payments made through Payroll
27,803
28,900
28,900
# of vouchers processed in Accounts Payable
25,729
24,500
24,500
Budget overview
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Divisional summary Actual
Revised
Preliminary
Change from
Per cent
prior year
change
17
2.9%
406
10.3%
67
7.0%
2020
2021
2022
414
579
596
414
579
596
Departmental operating cost centres ($ thousands): Financial Services 124 Financial Services Deputy Chief Financial Officer 125 Corporate Finance 127 Accounting Operations
462
563
565
1,130
1,137
1,175
128 Systems & Reporting
0
28
28
129 Purchasing
749
845
845
130 Revenue
203
408
431
268 Controller
151
187
188
0
0
181
496
775
937
3,191
3,943
4,349
803
952
1,019
803
952
1,019
176 Capital Planning
342
441
194
223 Capital Budget and Asset Management
187
212
297
530
653
491
(162)
(24.8%)
4,938
6,128
6,456
328
5.3%
0
0
0
270 Deputy CFO 275 Corporate Financial Support Financial Planning 126 Financial Planning Capital Budget and Asset Management
Net operating expenditure Divisional capital cost centres ($ thousands): Net capital expenditures Total divisional net expenditures Operating full-time equivalent positions: Management Union hourly Union salary Total operating full-time equivalent positions
0
0
0
0
0.0%
4,938
6,128
6,456
328
5.3%
11.1 9.1 45.8 66.0
13.6 4.0 53.7 71.3
14.6 4.0 53.0 71.6
0.3
0.4%
Note: Totals may not add due to rounding.
Detailed operating program changes ($ thousands) Total 2021 revised budget
FTE
6,128
71.3
2022 net impacts One-time operating requests
(12)
Prior years ongoing adjustments Divisional adjustments
100 43
2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
196
(0.3) 132 6,260
1.0 (1.7) 70.3
196 6,456
1.3 71.6
48 48
0.5 0.5
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Financial Services - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 0 ( 502) ( 1,069)
0 0 ( 485) ( 1,317)
0 0 ( 508) ( 993)
0 0 ( 229) _____________ ( 1,799)
0 0 ( 708) _____________ ( 2,509)
0 0 0 _____________ ( 1,501)
5,843 20 748 22 2 0 55
6,918 24 1,569 72 0 0 55
7,086 6 797 14 0 0 55
0 0 48 _____________ 6,737
0 0 0 _____________ 8,637
0 0 0 _____________ 7,958
4,938
6,128
6,456
0 0 _____________ 0 _____________ 4,938
0 0 _____________ 0 _____________ 6,128
0 0 _____________ 0 _____________ 6,456
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
56,100
0
0
0
0
0
(56,100) OG
Total Growth
56,100
0
0
0
0
0
(56,100)
309 Co-op Students - Asset Management Data Analysts Positions 310 Financial Analyst - Regional Emergency Operations Position 310 2040 Infrastructure Plan Consulting Support
38,100
0
0
0
0
0
(38,100) OT
56,100
0
0
0
(16,800)
0
(39,300) OG
100,000
(12,500)
0
0
0
(25,000)
(62,500) OT
Total New
194,200
(12,500)
0
0
(16,800)
(25,000)
(139,900)
Division Priority 1 Total
250,300
(12,500)
0
0
(16,800)
(25,000)
(196,000)
Total Priority 1 Operating
250,300
(12,500)
0
0
(16,800)
(25,000)
(196,000)
Financial Services Division Growth 309 Financial Analyst Position Corporate and Protective Services
New
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 Operating Request Details Division: Department:
Financial Services Deputy CFO
Title:
Financial Analyst Position - Corporate and Protective Services
Growth
Priority: 1
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 improve 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, Police Services, Community Safety, Human Resources and Risk Management. This position of $56.1k in 2022 and $111.0k ongoing, is being offset by the expected annual vacancy surplus from the RCMP contract.
Strategic Direction: 2022 2023 2024
Cost 0 0 0
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Financial Services Capital Budget and Asset Management
Title:
Co-op Students - Asset Management Data Analysts Positions
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 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 two summer students to collect asset information and to enter it into the AMS database. This work will be completed in 2022.
Strategic Direction: 2022
Cost 38,100
Economic resiliency - Infrastructure deficit is reduced Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility 0
Taxation (38,100)
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2022 Operating Request Details Division: Department:
Financial Services Deputy CFO
Title:
Financial Analyst - Regional Emergency Operations Position
New
Priority: 1
ON-GOING PRELIMINARY
Justification: A Financial Analyst position is requested for the Accounting Operations branch to support the Regional District of Central Okanagan (RDCO) Emergency Program, funded 30% from RDCO. The RDCO Emergency Operations Centre (EOC) has remained busy over the last five years with increased quantity and scope of response and recovery disasters such as the 2017 & 2018 Freshet Events, the COVID-19 pandemic response, and various fires throughout the region. With this high level of activity, the importance of the Finance Support role and financial oversight of recovery and response claims has escalated. Financial work goes well beyond the initial emergency event period and can take several years for resolution dependent on the severity of the event. This position will build relationships with Provincial Recovery/Response officers and ensure continuity, knowledge retention, and strong financial oversight for this important program. Strategic Direction: 2022 2023 2024
Cost 56,100 111,000 111,000
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Financial Services Capital Budget and Asset Management
Title:
2040 Infrastructure Plan Consulting Support
Dev/Com 0 0 0
Revenue (16,800) (33,300) (33,300)
Utility 0 0 0
Taxation (39,300) (77,700) (77,700) New
Priority: 1
ONE-TIME PRELIMINARY
Justification: The 2030 Infrastructure Plan was developed in 2016 as the City's strategic capital plan and aligned with the objectives of the City's Official Community Plan (OCP), Imagine Kelowna as well as Council and Corporate priorities. Due to recent updates to other related plans (i.e. OCP, Transportation Master Plan, and 20-Year Servicing Plan), it is necessary to update the City's strategic capital plan. The updated plan, named the 2040 Infrastructure Plan, will be the City's new strategic capital plan and set the direction for infrastructure investment until 2040 and align with the 2040 OCP, Imagine Kelowna, 2040 TMP, 20-Year Servicing Plan and infrastructure master plans. Development of the Plan will be a comprehensive exercise involving Council and community engagement to prioritize investment where and when it is most needed. This request is for consultant support for this staff-led initiative.
Strategic Direction: 2022
Cost 100,000
Clear direction - Common understanding of future direction Reserve (12,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue 0
Utility (25,000)
Taxation (62,500)
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
48,300
0
0
0
0
0
(48,300) OG
Total New
48,300
0
0
0
0
0
(48,300)
Division Priority 2 Total
48,300
0
0
0
0
0
(48,300)
Total Priority 2 Operating
48,300
0
0
0
0
0
(48,300)
Financial Services Division New 312
Accountant Position - Accounting Operations
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 Operating Request Details Division: Department:
Financial Services Deputy CFO
Title:
Accountant Position - Accounting Operations
New
Priority: 2
ON-GOING PRELIMINARY
Justification: An Accountant position is being requested for the Accounting Operations branch to accommodate the increased demands of the internal financial reporting process as well as to support new initiatives. The Accounting Operations branch has experienced an increased demand to improve the operating processes and provide regular financial information. The importance of accounts receivable framework, quarterly reporting, workflow, accounts payable structure change, Accounting Standard changes, Year-End liaison, systems maintenance and training program improvements, and Payroll Service Request System update/replacement have been identified. The Accounting Operations branch has not had an increase to staffing levels for over 20 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: 2022 2023 2024
Cost 48,300 96,300 96,300
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (48,300) (96,300) (96,300)
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Debt & Other
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Debt & Other Budget overview
Departmental summary Actual
Revised
Preliminary
Change from
Per cent
2020
2021
2022
prior year
change
(1,692)
(13.2%)
Departmental operating cost centres ($ thousands): Debt & Other 205 Debt & Other Net operating expenditure Divisional capital cost centres ($ thousands): Net capital expenditures Total departmental net expenditures
23,554
12,812
11,120
23,554
12,812
11,120
0
0
0
0
0
0
0
0.0%
23,554
12,812
11,120
(1,692)
(13.2%)
Note: Totals may not add due to rounding.
Detailed operating program changes ($ thousands) Total 2021 revised budget
FTE
12,812
2022 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
0 0 (1,516)
(176)
(1,516) 11,296
0.0
(176) 11,120
0.0
0 0
0.0
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Debt & Other - 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.
Actual 2020
Revised 2021
Preliminary 2022
0 ( 146) ( 7,122) ( 11,792)
0 0 ( 7,252) ( 11,352)
0 ( 142) ( 385) ( 12,288)
( 1,158) ( 654) ( 2,452) _____________ ( 23,323)
( 1,158) ( 1,449) 0 _____________ ( 21,211)
( 1,158) ( 1,449) ( 84) _____________ ( 15,506)
88 0 7,604 0 2,462 6,142 1,588
( 1,564) 0 7,591 0 2,497 5,937 213
( 1,564) 0 669 0 2,464 5,922 213
18,240 0 10,754 _____________ 46,876
13,773 0 5,576 _____________ 34,023
14,018 0 4,905 _____________ 26,626
23,554
12,812
11,120
0 0 _____________ 0 _____________ 23,554
0 0 _____________ 0 _____________ 12,812
0 0 _____________ 0 _____________ 11,120
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2022 Operating Requests Preliminary Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
Financial Services Division Debt & Other Maintain 2,193,600
0
0
0
0
0
(2,193,600) OG
(2,370,000)
0
0
0
0
0
2,370,000 OG
Total Maintain
(176,400)
0
0
0
0
0
176,400
Division Priority 1 Total
(176,400)
0
0
0
0
0
176,400
Total Priority 1 Operating
(176,400)
0
0
0
0
0
176,400
318
Other Working Capital
265
* RCMP Contract Services
CAP - denotes operating request that has been moved to the capital section V&E - denotes operating request that has vehicle & equipment capital impacts included in the request * 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 2022
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2022 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 2022.
Strategic Direction: 2022 2023 2024
Cost 2,193,600 2,193,600 2,193,600
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility Taxation 0 (2,193,600) 0 (2,193,600) 0 (2,193,600)
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General Revenues
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General Revenues Budget overview
Departmental summary Actual
Revised
Preliminary
Change from
Per cent
2020
2021
2022
prior year
change
(160,202)
(169,416)
(178,234)
(160,202)
(169,416)
(178,234)
(8,819)
5.2%
0
0
0
0
0
0
0
0.0%
(160,202)
(169,416)
(178,234)
(8,819)
5.2%
Total
FTE
Departmental operating cost centres ($ thousands): Revenue & Fees 206 General Revenue Net operating expenditure Divisional capital cost centres ($ thousands): Net capital expenditures Total departmental net expenditures Note: Totals may not add due to rounding.
Detailed operating program changes ($ thousands) 2021 revised budget
(169,416)
2022 net impacts One-time operating requests Prior years ongoing adjustments Divisional adjustments 2022 Program additions (P1) 2022 operating requests: Total Unfunded 2022 requests (P2) 2022 operating request Total unfunded requests for 2022 Note: Totals may not add due to rounding.
0 (8,819)
0
(8,819) (178,234)
0.0
0 (178,234)
0.0
0 0
0.0
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Financial Services General Revenues - 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.
Actual 2020
Revised 2021
Preliminary 2022
( 151,616) 0 ( 2,354) ( 21,214)
( 160,306) 0 ( 2,395) ( 9,743)
( 168,762) 0 ( 2,404) ( 13,849)
0 0 0 _____________ ( 175,184)
0 0 ( 1,650) _____________ ( 174,094)
0 0 ( 1,650) _____________ ( 186,665)
0 0 5,820 0 246 0 0
0 0 3,152 0 0 0 0
0 0 7,210 0 0 0 0
379 0 8,536 _____________ 14,982
400 0 1,126 _____________ 4,678
400 0 820 _____________ 8,430
( 160,202)
( 169,416)
( 178,234)
0 0 _____________ 0 _____________ ( 160,202)
0 0 _____________ 0 _____________ ( 169,416)
0 0 _____________ 0 _____________ ( 178,234)
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Capital Budget
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2022 FINANCIAL PLAN
CITY OF KELOWNA
CAPITAL BUDGET Capital budget summary The 10-Year Capital Plan and the annual capital program are coordinated by the Capital Planning department with the integral involvement of all divisions with capital needs. The Capital Planning team 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 10-Year Capital Plan but is responsive to emerging issues and priorities. The planning horizon for the 10-Year Capital Plan referenced in this document is 2021 – 2030. The City of Kelowna’s capital structure includes twelve capital cost centres: Airport, Fire Equipment, Information Services, Real Estate & Parking, Buildings, Parks, Vehicle & Mobile Equipment, Transportation, Water, Wastewater, Solid Waste and Storm Drainage. 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 2022 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 have been evaluated to ensure alignment with Council Policy No. 342 Tangible Capital Assets. The evaluation is based on the minimum cost threshold and the useful life threshold as seen in the table below. Asset Category Land Land Improvement Parks Infrastructure Buildings Building Improvement Machinery and Equipment IT Infrastructure Infrastructure
Useful Life (in years) No Amortization 15-60 15-60 40-75 10-40 5-15 4-10 20-100
Minimum Threshold Capitalize $50,000 $50,000 $100,000 $100,000 $10,000 $10,000 $100,000
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Where submissions were deemed to not meet the Tangible Capital Asset thresholds, requests were 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 O&M on the capital summary sheet. When a vehicle or equipment is required as part of a new position, the capital cost is presented in the operating request and marked on the capital summary with OP. 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 service demand. New project requests are for new capital assets that will provide an improved level of service. General Fund The 2022 Financial Plan includes 70 General Fund Priority one (P1) requests that total $75.7M of which $13.7M is requested to be funded from taxation. The general taxation expenditure of $13.7M has been allocated to infrastructure budgets as follows. Department Fire Information Services Real Estate & Parking Building Parks Vehicle & Mobile Equipment
Description Vehicles & equipment Communication hardware/software Land acquisition & parking infrastructure Facilities & improvements Park land/trail/area development Vehicles & equipment
Transportation
Roadways/pathways/traffic signals/public transit
4,527
Storm Drainage
Drainage systems
1,046
Total
Amount ($ thousands) 0 503 2,716 752 3,894 255
13,693
Note: Totals may not add due to rounding
Priority one requests focus on growth through cultivating vibrant neighbourhoods with a commitment to environmental sustainability while maintaining essential services. In addition to the P1 capital requests, there are 21 Priority two (P2) General Fund requests that are included for Council’s consideration totaling $14.0M of which $11.1M is requested from taxation. Priority two requests are not included in summary totals. The 2022 general capital program includes 33 per cent related to renewal, 46 per cent to growth projects, and 21 per cent for new infrastructure.
Airport Fund The recovery from the COVID-19 pandemic and the opening of the Canadian-United States borders, has increased passenger volumes at the Kelowna International Airport. The 2022 Airport capital ask totals $4.2M which is a $3.0M increase over 2021. There are no P2 capital requests for the Airport. The 2022 capital requests are comprised of 75 per cent renewal projects, one per cent is related to growth, followed by 24 per cent for new capital projects.
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Water Fund The City of Kelowna’s Water Utility provides water to just over half of the Kelowna population. The 2022 capital program focuses on infrastructure renewal and includes 10 requests for a total of $5.4M funded by $4.7M of utility revenue. There are no P2 capital requests for the Water Utility. The 2022 water capital requests are categorized by renewal projects at 80 per cent, followed by 17 per cent for growth, and three per cent for new capital programs.
Wastewater Fund The Wastewater Utility has 11 capital requests using $8.4M of utility revenues to fund $20.0M worth of projects, with the balance of funding from provincial grant. These projects focus on growth through various sewer connection projects and infrastructure renewal at mains, trunks and lift stations. There are no P2 capital requests for the Wastewater Utility. The wastewater utility capital requests are 37 per cent renewal projects, with 54 per cent related to growth, and nine percent are related to new capital infrastructure.
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Requests by Department ($ 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
Asset
Reserve
Borrow
Fed/Prov
Contribution
Utility
Taxation
3,936 1,047 5,081 7,775 23,833 5,187 14,706 9,698 4,408 75,671 4,230 5,402 19,980 29,612 105,283
3,936 494 2,365 6,648 19,828 4,717 9,830 5,127 4,408 57,353 4,230 552 3,138 7,920 65,273
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 110 0 0 3,300 0 3,410 0 0 8,337 8,337 11,747
0 50 0 375 0 0 350 0 0 775 0 150 116 266 1,041
0 0 0 0 0 215 0 225 0 440 0 4,700 8,389 13,089 13,529
0 503 2,716 752 3,894 255 4,527 1,046 0 13,693 0 0 0 0 13,693
551 3,990 1,770 3,480 3,230
101 0 0 0 0
0 0 0 0 0
0 0 0 1,120 1,192
0 0 58 0 0
0 0 0 0 0
450 3,990 1,712 2,360 2,038
995 14,016 14,016
0 101 101
0 0 0
0 2,312 2,312
0 58 58
424 424 424
572 11,122 11,122
119,299
65,374
0
14,059
1,099
13,953
24,815
Priority 2 Real Estate & Parking Building Parks Transportation Storm Drainage Vehicle & Mobile Equipment Total General Fund Total priority 2 Total all Funds
Note: Totals may not add due to rounding
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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.
Airport $4.2M Fire $3.9M Information Services $1.0M Real Estate & Parking $5.1M Building $7.8M Parks $23.8M Vehicle & Mobile Equipment $5.2M Transportation $14.7M Water $5.4M Wastewater $20.0M Solid Waste $4.4M Storm Drainage $9.7M Total $105.3M Note: Totals may not add due to rounding The following table provides a comparison of priority one requests included in this year’s annual capital program versus the 10-Year Capital Plan for the 2022 year ($ millions). Annual Capital Plan $105.3M
$30.0
$23.8
$25.0
10-Year Capital Plan $96.4M
$22.2
$20.0
$20.0 $14.7 $14.2
$15.0 $10.0 $5.0
$18.9
$9.7 $9.7
$7.8 $5.2
$5.1 $4.8
$4.2 $3.9 $3.9 $3.9 $1.0 $0.7
$4.0
$5.4 $6.1
$4.4
$6.3
$1.8
$-
*Parkinson Recreation Building Replacement – construction costs not included Note: Totals may not add due to rounding
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Capital funding summary The Council approved Principles and Strategies for Financial Strength and Stability helps to guide decision making and funding strategies. The bar graph below visually compares the various capital funding sources used in the annual capital plan. Other funding includes external contributions such as developer contributions, partnership contributions, or user fees.
All funds funding sources – priority 1 ($ millions) Other Funding
$1.0
Parking Reserves
$1.1
Land Reserves
$1.4 $4.2
Airport Reserves
$6.7
General Reserves
$11.7
Grants Utility
$13.5
Taxation
$13.7 $21.2
DCC Reserves
$30.7
CWME Reserves $0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
Total $105.3M Note: Totals may not add due to rounding
Capital reserve funding – priority 1 ($ millions) The City is prudent with funding from reserves and fund equity in order to protect the current and future financial viability of the municipality. Reserve funds are maintained to support the capital program to prevent taxation fluctuations due to capital expenditure requirements. This chart is depicting the $65.3M of reserves being used in this year’s capital program. Statutory Reserve Fund $33.2M Development Cost Charges $21.2M Airport Reserves $4.2M Major Facilities $2.4M Upgrades/Maint. Existing Assets $1.7M Planning Initiatives - Corporate $1.0M Transportation & Drainage Capital $0.8M Misc. Recreation Facilities $0.7M Operating Exp. Equalization $0.1M
Total $65.3M Note: Totals may not add due to rounding
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Capital investment operating impacts The City of Kelowna considers operational impacts when making capital investment decisions. This is important as the operating impacts can amount to 70 – 80 per cent of an asset’s life cycle cost. The operating and maintenance impacts in the table below are included in the related capital request to present the full budget cost of the capital asset. All operating requests are ongoing.
Impact of capital investments on operating budgets – priority 1 Request Title Building General Building Infrastructure Renewal: reduction to utility budgets Parkinson Recreation Building - Replacement, Design: operating impacts of capital funded positions Total Building Parks DeHart Park: area maintenance (turf, tree, irrigation, building, security) Mill Creek Linear Park: area maintenance (pest control, pathway) Mission Recreation - Softball Diamonds: facility rental revenues from user fees Total Parks Transportation Abbott DCC (Rose Ave - Cedar Ave) Protected Bike Lane Project: maintenance (snow and ice control, street sweeping, road marking and spring flushing) Active Transportation Corridor/Bicycle Network Expansion: maintenance (snow and ice control, bike path sweeping, litter control, and path marking) Casorso 3 DCC (KLO Rd - Lanfranco Rd), ATC: maintenance (snow and ice control, street lights and signals, sweeping, road and path marking) Houghton 2 AT (Hollywood - Rutland): maintenance (bike lane marking, snow and ice control, street signals, sweeping, turf, and tree) Pedestrian and Road Safety Projects: maintenance (pedestrian signals, crosswalk marking, snow and ice control, and sweeping) Rails with Trails DCC (Dilworth - Commerce Ave), ATC: street light operations Rutland Park & Ride, Mobility Hub, Operations facility: maintenance (snow and ice control, and street sweeping) Transit - New Bus Stops: maintenance (snow and ice control, street sweeping, and bus stop repair) Total Transportation Vehicle and Mobile Equipment Fleet Growth: internal equipment costs for maintenance and replacement Transportable Bleacher (Tournament/Event Hosting): equipment rental revenues from user fees Total Vehicle and Mobile Equipment Wastewater Rutland Centre (SCA 22) Sewer Connection Project: maintenance (sanitary blockage removal and operations inspections) Total Wastewater Total operating impacts from capital investment
2022
2023
2024
(19,200)
(19,200)
(19,200)
2,900 (16,300)
2,900 (16,300)
2,900 (16,300)
0 6,800 0 6,800
16,800 13,500 (10,000) 20,300
112,500 13,500 (10,000) 116,000
12,400
24,900
24,900
18,600
37,300
37,300
16,300
32,600
32,600
19,800
52,000
52,000
7,000 1,300
14,000 5,000
14,000 5,000
500
1,000
1,000
1,800 77,700
3,500 170,300
3,500 170,300
26,400
52,400
52,400
(2,000) 24,400
(2,000) 50,400
(2,000) 50,400
700 700
15,000 15,000
15,000 15,000
93,300
239,700
335,400
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2022 Capital Requests Preliminary Budget CAPITAL BUDGET Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Grant
Other
Utility
Taxation
Real Estate and Parking Capital - Priority 1 364 New
Civic Accommodation - Ellis Street
2,068,000
0
0
0
0
0
(2,068,000)
364 New
General Land, Acquisition
1,623,000
(1,000,000)
0
0
0
0
(623,000)
3,691,000
(1,000,000)
0
0
0
0
(2,691,000)
Road & Sidewalk, Land Acquisition
25,000
0
0
0
0
0
(25,000)
L2 - Road and Sidewalk Land Acquisition
25,000
0
0
0
0
0
(25,000)
365 Renew Chapman Parkade - Infrastructure Renewal (HVAC) 366 Renew Downtown Parkades-Major Maintenance 366 Renew Parking Equipment and Facilities
180,000
(180,000)
0
0
0
0
0
475,000
(475,000)
0
0
0
0
0
360,000
(360,000)
0
0
0
0
0
367 New
100,000
(100,000)
0
0
0
0
0
L3 - Parking Infrastructure
1,115,000
(1,115,000)
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
5,081,000
(2,365,000)
0
0
0
0
(2,716,000)
2,000,000
(2,000,000)
0
0
0
0
0
700,000
(700,000)
0
0
0
0
0
2,700,000
(2,700,000)
0
0
0
0
0
4,755,000
(3,628,000)
0
0
(375,000)
0
(752,000)
320,000
(320,000)
0
0
0
0
0
B7 - Renewal, Rehabilitation & Infra.
5,075,000
(3,948,000)
0
0
(375,000)
0
(752,000)
Cost Center Totals
7,775,000
(6,648,000)
0
0
(375,000)
0
(752,000)
12,292,000 (10,992,900)
0
0
0
0
(1,299,100)
12,292,000 (10,992,900)
0
0
0
0
(1,299,100)
L1 - General Land 365 New
367 New
Electric Vehicle Charging Stations
Building Capital - Priority 1 O&M 372 Renew Parkinson Recreation Centre – Replacement, Design 372 Growth Capital News Centre - Expansion B1 - Parks and Recreation Buildings O&M 373 Renew General Building Infrastructure Renewal 373 Renew Kelowna Community Theatre - Stage Light Renewal
Parks Capital - Priority 1 378 Growth DCC Parkland Acquisition P1 - DCC Parkland Acquisition
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Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
O&M 378 Growth DeHart Park
6,400,000
(5,638,500)
6,400,000
P4 - Community Park Development 379 Growth Glenmore Recreation - Future Phases O&M 379 Growth Mission Recreation - Softball Diamonds P5 - Recreation Park Development 380 Renew Knox Mountain Park - Improvements
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
(761,500)
(5,638,500)
0
0
0
0
(761,500)
550,000
(293,500)
0
0
0
0
(256,500)
1,170,000
(1,139,300)
0
0
0
0
(30,700)
1,720,000
(1,432,800)
0
0
0
0
(287,200)
150,000
0
0
0
0
0
(150,000)
1,754,000
(1,554,000)
0
0
0
0
(200,000)
1,904,000
(1,554,000)
0
0
0
0
(350,000)
381 Renew Pedestrian Bridge Renewal
275,000
0
0 (110,000)
0
0
(165,000)
381 Renew Irrigation Renewal
800,000
0
0
0
0
0
(800,000)
382 New
Kelowna Memorial Cemetery Improvements 382 Renew Sports Courts/Water Parks/Skate Parks Renewal & Replacements 383 Renew Access For All Improvements
210,000
(210,000)
0
0
0
0
0
121,500
0
0
0
0
0
(121,500)
110,000
0
0
0
0
0
(110,000)
P8 - Renewal, Rehabilitation & Infra
1,516,500
(210,000)
0 (110,000)
0
0
(1,196,500)
23,832,500 (19,828,200)
0 (110,000)
0
0
(3,894,300)
O&M 380 New
Mill Creek Linear Park
P7 - Linear/Natural Area Park Development
Cost Center Totals
Transportation Capital - Priority 1 395 Growth Stewart 3 DCC (Crawford - Swamp), Road 395 Growth Richter 1 (Sutherland - KLO)
720,000
(608,400)
0
0
0
0
(111,600)
200,000
(155,000)
0
0
0
0
(45,000)
396 Growth Casorso 1 Roundabouts (Swamp Benvoulin) 396 Growth Benvoulin Turn Lanes (Casorso - KLO)
50,000
(36,700)
0
0
0
0
(13,300)
50,000
(36,700)
0
0
0
0
(13,300)
T1 - DCC Roads
1,020,000
(836,800)
0
0
0
0
(183,200)
85,000
(19,000)
0
0
0
0
(66,000)
1,850,200
(1,330,200)
0
0
0
0
(520,000)
3,267,600
(2,346,000)
0
0
0
0
(921,600)
935,100
(935,100)
0
0
0
0
0
381,500
(85,100)
0
0
0
0
(296,400)
111,000
(111,000)
0
0
0
0
0
100,000
(92,200)
0
0
0
0
(7,800)
6,730,400
(4,918,600)
0
0
0
0
(1,811,800)
600,000
0
0
0
(350,000)
0
(250,000)
600,000
0
0
0
(350,000)
0
(250,000)
397 Growth Rail Trail to Greenway ATC O&M 397 Growth Abbott DCC (Rose Ave - Cedar Ave) Protected Bike Lane Project O&M 398 Growth Houghton 2 AT (Hollywood - Rutland) O&M 398 Growth Casorso 3 DCC (KLO Rd - Lanfranco Rd), ATC O&M 399 Growth Rails with Trails DCC (Dilworth Commerce Ave), ATC 399 Growth Ethel 6 AT (Clement - Cawston) 400 Growth Glenmore 3 AT (Clement - High) T2 - DCC Roads - Active Transportation 400 Growth Roadway Urbanization T3 - Non-DCC Roads
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CITY OF KELOWNA
Description
Asset Cost
Reserve
Grant
Other
Utility
3,000,900
(2,829,400)
0
0
0
0
(171,500)
400,000 99,500
0
0
0
0
0
(400,000)
(99,500)
0
0
0
0
0
402 Renew Traffic Signal and Communications Upgrades and Renewals 403 Renew Street Light Pole and Wiring Renewal
250,000
(250,000)
0
0
0
0
0
403 Renew Transit - Bus Stop Renewal
230,000
(230,000)
0
0
0
0
0
120,000
(120,000)
0
0
0
0
0
T4 - Transportation System Renewal
4,100,400
(3,528,900)
0
0
0
0
(571,500)
O&M 404 Growth Active Transportation Corridor/Bicycle Network Expansion 404 Growth Glenmore 4 AT (Kane – Dallas)
100,000
0
0
0
0
0
(100,000)
450,400
(100,400)
0
0
0
0
(350,000)
T5 - Bicycle Network
550,400
(100,400)
0
0
0
0
(450,000)
360,000
0
0
0
0
0
(360,000)
360,000
0
0
0
0
0
(360,000)
450,000
0
0
0
0
0
(450,000)
450,000
0
0
0
0
0
(450,000)
450,000
0
0
0
0
0
(450,000)
450,000
0
0
0
0
0
(450,000)
280,000
(280,000)
0
0
0
0
0
401 Renew Road Renewal 401 Renew Bridge Rehabilitation - Renewal 402 Renew Sidewalk & Bikeway Renewal
405 New
Sidewalk Network Expansion T6 - Sidewalk Network
O&M 405 New
Pedestrian and Road Safety Projects
T7 - Safety and Operational Improvements 406 Growth Traffic Signals and Roundabouts T8 - Traffic Control Infrastructure O&M 406 Growth Rutland Park & Ride, Mobility Hub, Operations facility O&M 407 Growth Transit - New Bus Stops
Borrow
Taxation
50,000
(50,000)
0
0
0
0
0
115,000
(115,000)
0
0
0
0
0
T9 - Transit Facilities
445,000
(445,000)
0
0
0
0
0
Cost Center Totals
14,706,200
(9,829,700)
0
0
(350,000)
0
(4,526,500)
300,000
(300,000)
0
0
0
0
0
300,000
(300,000)
0
0
0
0
0
2,500,000
(2,500,000)
0
0
0
0
0
431 Growth General Site Works and Investigations
100,000
(100,000)
0
0
0
0
0
SW2 - Site Improvement
2,600,000
(2,600,000)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
250,000
(250,000)
0
0
0
0
0
250,000
(250,000)
0
0
0
0
0
407 New
Transit - Land Acquisition
Solid Waste Capital - Priority 1 430 Growth Automated Collection Curbside Carts SW1 - Equipment 430 Growth Landfill Site Preparation
431 Growth Landfill Gas & Leachate Recirculation Laterals SW3 - Gas Management 432 Renew Surface Water Bypass SW5 - Drainage & Groundwater Management
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Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
Grant
Other
Utility
808,000
(808,000)
0
0
0
0
0
SW9 - Solid Waste Renewal
808,000
(808,000)
0
0
0
0
0
Cost Center Totals
4,408,000
(4,408,000)
0
0
0
0
0
8,250,000
(4,312,700)
0 (3,300,000)
0
0
(637,300)
1,000,000
(775,000)
0
0
0 (225,000)
0
9,250,000
(5,087,700)
0 (3,300,000)
0 (225,000)
(637,300)
120,000
(39,500)
0
0
0
0
(80,500)
120,000
(39,500)
0
0
0
0
(80,500)
327,900
0
0
0
0
0
(327,900)
D3 - Storm Water Renewal
327,900
0
0
0
0
0
(327,900)
Cost Center Totals
9,697,900
(5,127,200)
0 (3,300,000)
0 (225,000)
(1,045,700)
300,000
0
0
0
0
0
(300,000)
300,000
0
0
0
0
0
(300,000)
150,000
0
0
0
0
0
(150,000)
150,000
0
0
0
0
0
(150,000)
493,700
(493,700)
0
0
0
0
0
493,700
(493,700)
0
0
0
0
0
359 Renew Communications Networks Upgrades
53,300
0
0
0
0
0
(53,300)
360 New
50,000
0
0
0
(50,000)
0
0
I4 - Communications Systems
103,300
0
0
0
(50,000)
0
(53,300)
Cost Center Totals
1,047,000
(493,700)
0
0
(50,000)
0
(503,300)
840,100
(625,500)
0
0
0 (214,600)
225,000
0
0
0
0
0
(225,000)
30,000
0
0
0
0
0
(30,000)
1,095,100
(625,500)
0
0
0 (214,600)
(255,000)
432 Renew Infrastructure Renewal
Borrow
Taxation
Storm Drainage Capital - Priority 1 436 New
Mill Creek Flood Protection
436 Renew Knox Mountain Geotechnical Engineering D1 - Hydraulic Upgrading Program 437 New
Containment Devices D2 - Storm Drainage Quality Program
437 Renew Asset Renewal Projects
Information Services Capital - Priority 1 358 Renew Front Office Equipment I1 - Front Office Equipment 358 Renew Server and Data Storage Equipment I2 - Server & Data Storage 359 Renew Major Systems Projects I3 - Major System Projects
Fibre Optic Service Line
Vehicle & Mobile Equipment - Priority 1 O&M 388 Growth Fleet Growth OP 388 New Fleet Growth Supporting New Positions O&M 389 New
Transportable Bleacher (Tournament/Event Hosting) V1 - Additional Vehicles / Equipment
0
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Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
389 Renew Vehicle/Equipment Renewal
4,092,000
(4,092,000)
V2 - Vehicle / Equipment Renewal
4,092,000
Cost Center Totals
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
0
(4,092,000)
0
0
0
0
0
5,187,100
(4,717,500)
0
0
0 (214,600)
(255,000)
3,486,200
(3,486,200)
0
0
0
0
0
3,486,200
(3,486,200)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
F3 - Communications Systems
450,000
(450,000)
0
0
0
0
0
Cost Center Totals
3,936,200
(3,936,200)
0
0
0
0
0
(775,000) (439,600)
(13,692,800)
Fire Capital - Priority 1 354 Renew Fire Vehicle and Equipment Renewal F1 - Vehicle / Equipment Renewal 354 Renew Fire Communications Equipment Renewal
Grand Total
75,670,900 (57,353,500)
0 (3,410,000)
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 336
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget CAPITAL BUDGET Summary - Utility Funds Page Type
Description
Asset Cost
Reserve
50,000
(50,000)
Borrow
Grant
Other
Utility
0
0
0
0
Airport Capital - Priority 1 344 Growth Airport Airside Land Development 344 New
Airport Ground Load Ramps
100,000
(100,000)
0
0
0
0
345 New
Airport Small Capital
160,000
(160,000)
0
0
0
0
310,000
(310,000)
0
0
0
0
200,000
(200,000)
0
0
0
0
200,000
(200,000)
0
0
0
0
1,110,000
(1,110,000)
0
0
0
0
A1 - Airside 345 New
Airport Exhibit at the KF Centre for Excellence A2 - Groundside
346 Renew Airport Air Terminal Building Capital Replacement & Improvement 346 Renew Airport Technology Replacements
520,000
(520,000)
0
0
0
0
347 Renew Airport Combined Operations Building Infrastructure Renewal
645,000
(645,000)
0
0
0
0
A3 - Terminal
2,275,000
(2,275,000)
0
0
0
0
565,000
(565,000)
0
0
0
0
340,000
(340,000)
0
0
0
0
480,000
(480,000)
0
0
0
0
60,000
(60,000)
0
0
0
0
A4 - AIF
1,445,000
(1,445,000)
0
0
0
0
Cost Center Totals
4,230,000
(4,230,000)
0
0
0
0
500,000
(493,500)
0
0
0
(6,500)
500,000
(493,500)
0
0
0
(6,500)
117,200
(58,600)
0
0
0
(58,600)
117,200
(58,600)
0
0
0
(58,600)
2,000,000
0
0
0
0
(2,000,000)
347 New
Airport Soaring Beyond 2.5 Million Passengers AIF Program 348 Renew Airport Passenger Boarding Bridge Upgrades 348 Renew Airport Airside Pavement Rehabilitation 349 Renew Airport Groundside Infrastructure
Water Capital - Priority 1 412 Growth Poplar Point to Dilworth Mountain Transmission Upgrade Design W1 - DCC Pipes (Mains) 412 Growth Offsite & Oversize - Water W5 - DCC Offsite & Oversize 413 Renew Water Network and Facility Renewal 413 Renew Ellis St (Knox - Clement) 414 Renew Water Meter Replacement Program W6 - Network and Facility Renewal
550,000
0
0
0
0
(550,000)
1,300,000
0
0
0
0
(1,300,000)
3,850,000
0
0
0
0
(3,850,000)
Page 337
2022 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Grant
Other
Utility
0
0
0
(315,000)
0
0
0
(150,000)
0
465,000
0
0
0
(150,000)
(315,000)
415 Renew Pressure Reducing Valve Upgrades
200,000
0
0
0
0
(200,000)
416 Renew Dam Repairs
250,000
0
0
0
0
(250,000)
20,000
0
0
0
0
(20,000)
W8 - Irrigation Network Improvements
470,000
0
0
0
0
(470,000)
Cost Center Totals
5,402,200
(552,100)
0
0
(150,000)
(4,700,100)
1,500,000
0
0
0
0
(1,500,000)
1,500,000
0
0
0
0
(1,500,000)
800,000
0
0
0
0
(800,000)
800,000
0
0
0
0
(800,000)
110,000
(55,000)
0
0
0
(55,000)
WW4 - DCC Oversize
110,000
(55,000)
0
0
0
(55,000)
421 Renew Renewal - Wastewater Mains and Facilities Sewer Lift Station SCADA Integration 422 New
4,265,000
0
0
0
0
(4,265,000)
235,000
0
0
0
0
(235,000)
422 Renew Burtch Trunk
1,250,000
0
0
0
0
(1,250,000)
100,000
0
0
0
(33,000)
(67,000)
250,000
0
0
0
(83,000)
(167,000)
6,100,000
0
0
0
(116,000)
(5,984,000)
670,000
(180,900)
0 (489,100)
0
0
50,000
0
0
0
0
(50,000)
10,750,000
(2,902,500)
0 (7,847,500)
0
0
WW6 - Network and Facility Improvements
11,470,000
(3,083,400)
0 (8,336,600)
0
(50,000)
Cost Center Totals
19,980,000
(3,138,400)
0 (8,336,600)
(116,000)
(8,389,000)
Grand Total
29,612,200
(7,920,500)
0 (8,336,600)
(266,000)
(13,089,100)
414 Growth Young and Hazel Rd - Watermain Replacement Water Meter - New Installations 415 New W7 - Network and Facility Improvements
416 New
Hydrants
Asset Cost
Reserve
315,000
0
150,000
Borrow
Wastewater Capital - Priority 1 420 Renew Water Street Lift Station WW2 - DCC Lift Stations 420 New
Digestion Facility - Phase 1 Design
WW3 - DCC Wastewater Treatment Facilities 421 Growth Offsite & Oversize - Wastewater
423 Renew Commonage - Lift & Repair Waterlines/Curbstops 423 Renew Commonage - Quonset Mix Building Envelope Renewal WW5 - Network and Facility Renewal 424 New
Rialto (SCA 16) Sewer Connection Project 424 Renew Rose Ave Lift Station Odour Control System O&M 425 Growth Rutland Centre (SCA 22) Sewer Connection Project
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 338
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget CAPITAL BUDGET Summary - General Fund Type
Description
Asset Cost
Reserve
374,900
0
L1 - General Land
374,900
Growth DCC Road Widening, Land Acquisition
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
(374,900)
0
0
0
0
0
(374,900)
Real Estate and Parking Capital - Priority 2 New
General Land, Acquisition
120,000
(101,400)
0
0
0
0
(18,600)
Road & Sidewalk, Land Acquisition
56,000
0
0
0
0
0
(56,000)
L2 - Road and Sidewalk Land Acquisition
176,000
(101,400)
0
0
0
0
(74,600)
Cost Center Totals
550,900
(101,400)
0
0
0
0
(449,500)
890,000
0
0
0
0
0
(890,000)
890,000
0
0
0
0
0
(890,000)
100,000
0
0
0
0
0
(100,000)
100,000
0
0
0
0
0
(100,000)
3,000,000
0
0
0
0
0
(3,000,000)
B7 - Renewal, Rehabilitation & Infra.
3,000,000
0
0
0
0
0
(3,000,000)
Cost Center Totals
3,990,000
0
0
0
0
0
(3,990,000)
650,000
0
0
0
0
0
(650,000)
650,000
0
0
0
0
0
(650,000)
540,000
0
0
0
0
0
(540,000)
540,000
0
0
0
0
0
(540,000)
280,000
0
0
0
0
0
(280,000)
280,000
0
0
0
0
0
(280,000)
New
Building Capital - Priority 2 Renew
Parks Washrooms Renovations or Replacement B1 - Parks and Recreation Buildings
New
Capital Opportunities & Partnership Fund
B6 - Capital Opportunities and Partnerships O&M
Renew General Building Infrastructure Renewal
Parks Capital - Priority 2 O&M
New
Art Walk - Extension Doyle to Queensway
P10 - Urban Streetscape, Centres Dev, Renewal O&M
Growth Mission Recreation Park Development, Softball Diamond Lighting P5 - Recreation Park Development Renew Knox Mountain Park - Improvements P7 - Linear/Natural Area Park Development
Page 339
2022 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Asset Cost
Reserve
Grant
Other
Utility
100,000
0
0
0
0
0
(100,000)
P8 - Renewal, Rehabilitation & Infra
100,000
0
0
0
0
0
(100,000)
Capital Opportunities and Partnership Fund
200,000
0
0
0
(58,000)
0
(142,000)
P9 - Capital Opportunities Partnership
200,000
0
0
0
(58,000)
0
(142,000)
Cost Center Totals
1,770,000
0
0
0
(58,000)
0
(1,712,000)
500,000
0
0
0
0
0
(500,000)
T4 - Transportation System Renewal
500,000
0
0
0
0
0
(500,000)
Sidewalk Network Expansion
450,000
0
0
0
0
0
(450,000)
450,000
0
0
0
0
0
(450,000)
460,000
0
0
0
0
0
(460,000)
460,000
0
0
0
0
0
(460,000)
950,000
0
0
0
0
0
(950,000)
950,000
0
0
0
0
0
(950,000)
1,120,000
0
0 (1,120,000)
0
0
0
T9 - Transit Facilities
1,120,000
0
0 (1,120,000)
0
0
0
Cost Center Totals
3,480,000
0
0 (1,120,000)
0
0
(2,360,000)
Renew Small Dam Upgrades
150,000
0
0
0
0
0
(150,000)
New
100,000
0
0
0
0
0
(100,000)
2,979,900
0
0 (1,192,000)
0
0
(1,787,900)
D1 - Hydraulic Upgrading Program
3,229,900
0
0 (1,192,000)
0
0
(2,037,900)
Cost Center Totals
3,229,900
0
0 (1,192,000)
0
0
(2,037,900)
Renew Playground Renewal
O&M
New
Borrow
Taxation
Transportation Capital - Priority 2 O&M
Growth Local Street Urbanization
O&M
New
T6 - Sidewalk Network O&M
New
Pedestrian and Road Safety Projects
T7 - Safety and Operational Improvements O&M
Growth Traffic Signals and Roundabouts T8 - Traffic Control Infrastructure
O&M
Growth Rutland Park & Ride,Mobility Hub,Operations facility
Storm Drainage Capital - Priority 2 Maquinna Road
Growth Mill Creek Flood Protection
Vehicle & Mobile Equipment - Priority 2 O&M OP
Growth Fleet Growth
825,600
0
0
0
0 (423,500)
(402,100)
New
Fleet Growth Supporting New Positions
170,000
0
0
0
0
0
(170,000)
V1 - Additional Vehicles / Equipment
995,600
0
0
0
0 (423,500)
(572,100)
Cost Center Totals
995,600
0
0
0
0 (423,500)
(572,100)
Grand Total
14,016,400
(101,400)
0 (2,312,000)
(58,000) (423,500)
(11,121,500)
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 340
Airport
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 342
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Airport Capital - 312 Summary - Airport Fund Page Type
Description
Asset Cost
Reserve
50,000
(50,000)
Borrow
Grant
Other
Utility
0
0
0
0
Airport Capital - Priority 1 344 Growth Airport Airside Land Development 344 New
Airport Ground Load Ramps
100,000
(100,000)
0
0
0
0
345 New
Airport Small Capital
160,000
(160,000)
0
0
0
0
310,000
(310,000)
0
0
0
0
200,000
(200,000)
0
0
0
0
200,000
(200,000)
0
0
0
0
1,110,000
(1,110,000)
0
0
0
0
A1 - Airside 345 New
Airport Exhibit at the KF Centre for Excellence A2 - Groundside
346 Renew Airport Air Terminal Building Capital Replacement & Improvement 346 Renew Airport Technology Replacements
520,000
(520,000)
0
0
0
0
347 Renew Airport Combined Operations Building Infrastructure Renewal
645,000
(645,000)
0
0
0
0
A3 - Terminal
2,275,000
(2,275,000)
0
0
0
0
565,000
(565,000)
0
0
0
0
340,000
(340,000)
0
0
0
0
480,000
(480,000)
0
0
0
0
60,000
(60,000)
0
0
0
0
A4 - AIF
1,445,000
(1,445,000)
0
0
0
0
Cost Center Totals
4,230,000
(4,230,000)
0
0
0
0
Grand Total
4,230,000
(4,230,000)
0
0
0
0
347 New
Airport Soaring Beyond 2.5 Million Passengers AIF Program 348 Renew Airport Passenger Boarding Bridge Upgrades 348 Renew Airport Airside Pavement Rehabilitation 349 Renew Airport Groundside Infrastructure
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 343
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Airside Land Development
Growth Priority: 1 10 Yr Cap Plan Ref: Not included A1 PRELIMINARY
Justification: The Airport intends to service certain lands on the east side of the runway to be leased out in accordance with the 2045 Master Plan. This budget request is for the design of the servicing that would be necessary for development of these lands.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost 50,000
Economic resiliency - Key economic sector impact is increasing Reserve (50,000)
Borrow 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Ground Load Ramps
Fed/Prov 0
Dev/Com 0
Utility 0 Priority: 1 10 Yr Cap Plan Ref: Not included A1
New
PRELIMINARY
Justification: Budget is requested for the purchase of two fully enclosed boarding ramps to connect to the 737 or A319 aircraft family. The purchase of these boarding ramps will help YLW meet the requirements of the Accessible Transportation for Persons with Disabilities Regulations. 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
Transportation & mobility - People of all ages & abilities can easily get around Reserve (100,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 344
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Small Capital
New
Priority: 1 10 Yr Cap Plan Ref: 2022 A1 - $150k
PRELIMINARY
Justification: Budget is requested for smaller capital projects that need to be implemented expeditiously. Historically, Airport Small Capital has been used to fund projects such as the replacement of lights on the apron's edge, the purchase of a disabled aircraft remover and the addition of drainage near the outbound oversized baggage system. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation; renewal and replacement to achieve anticipated service life.
Strategic Direction: Asset Cost 160,000
Other - Supports Base Business Reserve (160,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Exhibit at the KF Centre for Excellence
Utility 0 New
Priority: 1 10 Yr Cap Plan Ref: Not included A2
PRELIMINARY
Justification: Next year marks the 75th anniversary of the Kelowna International Airport (YLW). Budget is requested to develop interactive and static displays celebrating the rich history of YLW and its development in supporting Kelowna and the region. The displays would be installed in the KF Center for Excellence Museum.
Project Driver:
Level of service enhancements; functional efficiency and levels of service increases.
Strategic Direction: Asset Cost 200,000
Economic resiliency - Key economic sector impact is increasing Reserve (200,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 345
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Air Terminal Building Capital Replacement & Improvement
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 A3 - $1.16M 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. In 2022 the most significant replacements and improvements include the air distribution system ($0.3M), boilers and the boiler piping room ($0.1M), exterior sliding doors ($0.1M), controls and instrumentation ($0.1M), and design for a new arrivals carousel ($0.1M). 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 1,110,000 (1,110,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Technology Replacements
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: Not included A3 PRELIMINARY
Justification: Budget is requested to proactively replace multiple pieces of equipment that have come to the end of their useful life. This project would include airfield lighting systems upgrade and replacement, phone hardware and software replacement, core network switch replacement, core firewall and internet upgrades, and audio logger replacement. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 520,000
Other - Supports Base Business Reserve (520,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 346
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Combined Operations Building Infrastructure Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: Not included A3 PRELIMINARY
Justification: The Combined Operations Building (COB) capital replacements and improvements project consists of modifications to the COB and the mechanical equipment to increase the useful life of the building. In 2022, this will include washroom upgrades, partial roof replacement and design for the HVAC replacement. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 645,000
Other - Supports Base Business Reserve (645,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Soaring Beyond 2.5 Million Passengers AIF Program
New
Priority: 1 10 Yr Cap Plan Ref: 2022 A4 - $926K
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. $240k would be used to complete the self-serve bag drop design in 2022, $225k would be used to complete the airside lighting and supporting infrastructure design in 2022, and $100k would be used to complete the Common Use Self Services (CUSS)/ Common Use Terminal Equipment (CUTE) life-cycle replacement design in 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 565,000
Other - Supports Base Business Reserve (565,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 347
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Passenger Boarding Bridge Upgrades
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 A4 - $280K PRELIMINARY
Justification: Certain components of the Airport's passenger bridges are reaching the end of their useful life. This project would replace these components and extend the useful lives of the bridges, allowing the Airport to meet its operational needs and continue to adhere to safety requirements. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 340,000
Other - Supports Base Business Reserve (340,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Airside Pavement Rehabilitation
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: 2022 A4 - $400K PRELIMINARY
Justification: Budget is requested to add concrete panels to operations stand 5, as the existing asphalt is reaching the end of its useful life. Utilizing concrete rather than asphalt will help lengthen the amount of time between rehabilitations. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 480,000
Other - Supports Base Business Reserve (480,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 348
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Groundside Infrastructure
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 A4 - $50k PRELIMINARY
Justification: Budget is requested to replace certain Airport light standard poles in and around the Airport that have reached the end of their useful lives. 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 60,000
Other - Supports Base Business Reserve (60,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Page 349
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 350
Fire
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 352
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Fire Department Capital - 311 Summary - General Fund Page Type
Description
Asset Cost
Reserve
3,486,200
(3,486,200)
3,486,200
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
0
(3,486,200)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
F3 - Communications Systems
450,000
(450,000)
0
0
0
0
0
Cost Center Totals
3,936,200
(3,936,200)
0
0
0
0
0
Grand Total
3,936,200
(3,936,200)
0
0
0
0
0
Fire Capital - Priority 1 354 Renew Fire Vehicle and Equipment Renewal F1 - Vehicle / Equipment Renewal 354 Renew Fire Communications Equipment Renewal
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 353
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Fire Capital
Title:
Fire Vehicle and Equipment Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 F1 - $3.4M PRELIMINARY
Justification: Budget is requested to replace Fire Apparatus as detailed in the 20 year apparatus replacement plan. The current vehicles will be sold with the funds going back to the reserve. Replacement apparatus needed are a Bush Truck, two Engines and a Ladder Truck. Purchase of all vehicles will begin in January, with vehicle delivery between 12 - 18 months. This request also contains continuation of our regular planned equipment replacement program as outlined in the 10 Year Capital Plan, including Self Contained Breathing Apparatus and Cylinders listed as a capital plan reference of F2. Budget request includes US Dollars and was calculated using the exchange rate of 1.25.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction:
Other - Supports Base Business
Asset Cost Reserve 3,486,200 (3,486,200)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Fire Capital
Title:
Fire Communications Equipment Renewal
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 F3 - $450K PRELIMINARY
Justification: Budget is requested to support the continued implementation of Next Generation 911 (NG911) compliant equipment, to support Kelowna Fire Department Dispatch as it works to meet the Canadian Radio-television and Telecommunications (CRTC) mandated NG911 launch deadline of March 2024. This work includes phone and technology upgrades as planned for in the 10 year Capital Plan.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 450,000
Other - Supports Base Business Reserve (450,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 354
Information Services
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Information Services Capital - 308 Summary - General Fund Page Type
Description
Asset Cost
Reserve
300,000
0
300,000
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
(300,000)
0
0
0
0
0
(300,000)
150,000
0
0
0
0
0
(150,000)
150,000
0
0
0
0
0
(150,000)
493,700
(493,700)
0
0
0
0
0
493,700
(493,700)
0
0
0
0
0
359 Renew Communications Networks Upgrades
53,300
0
0
0
0
0
(53,300)
360 New
50,000
0
0
0
(50,000)
0
0
I4 - Communications Systems
103,300
0
0
0
(50,000)
0
(53,300)
Cost Center Totals
1,047,000
(493,700)
0
0
(50,000)
0
(503,300)
Grand Total
1,047,000
(493,700)
0
0
(50,000)
0
(503,300)
Information Services Capital - Priority 1 358 Renew Front Office Equipment I1 - Front Office Equipment 358 Renew Server and Data Storage Equipment I2 - Server & Data Storage 359 Renew Major Systems Projects I3 - Major System Projects
Fibre Optic Service Line
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 357
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Front Office Equipment
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 I1 - $286k PRELIMINARY
Justification: This capital program funds the annual upgrade of approximately 300 desktop computers, laptops and tablets, as well as monitors, webcams and printers. Mobile-friendly and interactive hardware solutions for common spaces are also included. New software purchases and annual Microsoft licensing, as well as Cyber Security initiatives that focus on training and protecting staff are also covered under this program. There are no operation and maintenance budget impacts associated with this request. The work is expected to be completed by end of 2022.
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
Fed/Prov 0
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Server and Data Storage Equipment
Dev/Com 0
Utility 0
Taxation (300,000)
Priority: 1 10 Yr Cap Plan Ref: 2022 I2 - $89k
Renew
PRELIMINARY
Justification: Budget is requested to fund data centre equipment, such as servers, storage for all data and systems (disks), backup hardware & software, remote access environment, server software, and disaster recovery systems. This also covers funding of the enterprise security management program to protect the back-end systems and data and the move to cloud-based services. The work is expected to be completed by the end of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 150,000
Clear direction - Services, processes & business activities are transformed Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (150,000)
Page 358
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Major Systems Projects
Priority: 1 10 Yr Cap Plan Ref: 2022 I3 - $184
Renew
PRELIMINARY
Justification: Budget is requested to fund the following Major Systems Projects in order of cost center priority: - Website Compliance - upgrade of the web platform to the latest version of the software. No operational impacts. Work completed 2022. - Corporate Initiative Systems - artificial intelligence and automation of business processes, retirement of legacy applications, onboarding online services with design of a citizen portal. No operational impacts. Work completed 2022. - Land Management System - civic addressing, legal parcels and taxation parcels. Currently built on a legacy application that is nearing the end of its lifecycle. No operational impacts. Work completed 2022. - Expense Ledger Module - Unit4 system upgrade for Travel Training process to eliminate paper based process. Operational impacts are minimal and covered within current budget. Work completed 2023. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 493,700
Clear direction - Services, processes & business activities are transformed Reserve (493,700)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Communications Networks Upgrades
Dev/Com 0
Utility 0
Taxation 0
Priority: 1 10 Yr Cap Plan Ref: 2022 I4 - $53k
Renew
PRELIMINARY
Justification: Budget is requested to upgrade existing networking, security and communications equipment such as network switches, firewalls, wireless access points, networking and security software and phone system upgrades. The work is expected to be completed by the end of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 53,300
Clear direction - Services, processes & business activities are transformed Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (53,300)
Page 359
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Fibre Optic Service Line
Priority: 1 10 Yr Cap Plan Ref: 2022 I4 - $50k
New
PRELIMINARY
Justification: Budget is requested for the installation of fibre optic service lines to new customers. New customers will cover all costs associated with the installation. Work is expected to be completed by the end of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 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 360
Real Estate & Parking
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 362
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget RE&P Capital - 300 Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Grant
Other
Utility
Taxation
Real Estate and Parking Capital - Priority 1 364 New
Civic Accommodation - Ellis Street
2,068,000
0
0
0
0
0
(2,068,000)
364 New
General Land, Acquisition
1,623,000
(1,000,000)
0
0
0
0
(623,000)
3,691,000
(1,000,000)
0
0
0
0
(2,691,000)
Road & Sidewalk, Land Acquisition
25,000
0
0
0
0
0
(25,000)
L2 - Road and Sidewalk Land Acquisition
25,000
0
0
0
0
0
(25,000)
365 Renew Chapman Parkade - Infrastructure Renewal (HVAC) 366 Renew Downtown Parkades-Major Maintenance 366 Renew Parking Equipment and Facilities
180,000
(180,000)
0
0
0
0
0
475,000
(475,000)
0
0
0
0
0
360,000
(360,000)
0
0
0
0
0
367 New
100,000
(100,000)
0
0
0
0
0
L3 - Parking Infrastructure
1,115,000
(1,115,000)
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
5,081,000
(2,365,000)
0
0
0
0
(2,716,000)
Grand Total
5,081,000
(2,365,000)
0
0
0
0
(2,716,000)
L1 - General Land 365 New
367 New
Electric Vehicle Charging Stations
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 363
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Civic Accommodation - Ellis Street
New
Priority: 1 10 Yr Cap Plan Ref: 2022 L1 - $2.1M
PRELIMINARY
Justification: In 2019, two strata office spaces within close proximity of City Hall that were ideally suited to meet the civic accommodation needs identified in the 2020 Capital Plan were acquired at a cost of just over $2M. As the acquisition timeline in 2019 did not align with the budgeted timeline in the Capital Plan, the full cost of these acquisitions was funded from the City's Land Sales Reserve. The intent of this capital request is to replenish the Land Sales Reserve for these civic accommodation acquisitions in the amount of $2.068M. This taxation funded Civic Accommodation project was previously identified in Buildings Capital but has been transferred to the Real Estate General Land project in the new 10-Year Capital Plan.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost 2,068,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
General Land, Acquisition
Dev/Com 0
Utility 0
Taxation (2,068,000) New
Priority: 1 10 Yr Cap Plan Ref: 2022 L1 - $623k
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 everincreasing 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 2022. 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:
Other - Supports Base Business
Asset Cost Reserve 1,623,000 (1,000,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (623,000)
Page 364
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Road & Sidewalk, Land Acquisition
New
Priority: 1 10 Yr Cap Plan Ref: 2022 L2 - $25k
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. This will be completed by the end of 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 25,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Chapman Parkade - Infrastructure Renewal (HVAC)
Utility 0
Taxation (25,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 L3 - $180k PRELIMINARY
Justification: Budget is requested to replace the heating, ventilation, and air conditioning (HVAC) equipment serving two of the four commercial lease spaces within the Chapman Parkade. Failures in recent years revealed that this equipment has reached the end of its service life. HVAC equipment in the other two units has already been replaced and this request will allow for replacement of obsolete and unserviceable equipment in the two remaining units. The work is expected to be completed by the end of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 180,000
Other - Supports Base Business Reserve (180,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 365
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 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: 2022 L3 - $300k PRELIMINARY
Justification: Budget is requested to complete several preventative maintenance items necessary to ensure maximum life expectancy for the Library and Chapman Parkades. The Library Parkade requires replacement of the fire alarm panel, piping for the dry fire sprinkler system, and replacement of the elevator hydraulic power unit. The Chapman Parkade requires modernization of the elevator, repainting of interior metal, and upgrades to stairwell exhaust fans. These projects have an anticipated completion of Q4 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 475,000
Other - Supports Base Business Reserve (475,000)
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 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 L3 - $360k 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 security cameras are included. Additionally, remaining 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 the anticipated mid-2022 deadline are included. Work is expected to be completed the end of 2022. 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 360,000
Other - Supports Base Business Reserve (360,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 366
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Electric Vehicle Charging Stations
Priority: 1 10 Yr Cap Plan Ref: Not included L3
New
PRELIMINARY
Justification: This request is for additional funds to continue expanding the number of level 2 electric vehicle charging stations in the City. Any new installations will follow the City's Electric Vehicle Strategy. Staff will continue to pursue partnership and grant opportunities to maximize the value of these monies. The work is expected to be completed by the end of 2022. 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 100,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (100,000)
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: 2022 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. Anticipated completion is Q4 of 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 250,000
Other - Supports Base Business Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 367
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget RE&P Capital - 300 Summary - General Fund Type
Description
Asset Cost
Reserve
374,900
0
L1 - General Land
374,900
Growth DCC Road Widening, Land Acquisition
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
(374,900)
0
0
0
0
0
(374,900)
Real Estate and Parking Capital - Priority 2 New
New
General Land, Acquisition
120,000
(101,400)
0
0
0
0
(18,600)
Road & Sidewalk, Land Acquisition
56,000
0
0
0
0
0
(56,000)
L2 - Road and Sidewalk Land Acquisition
176,000
(101,400)
0
0
0
0
(74,600)
Cost Center Totals
550,900
(101,400)
0
0
0
0
(449,500)
Grand Total
550,900
(101,400)
0
0
0
0
(449,500)
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 368
Building
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Building Capital - 301 Summary - General Fund Page Type
Description
Asset Cost
Reserve
2,000,000
(2,000,000)
700,000
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
0
(700,000)
0
0
0
0
0
2,700,000
(2,700,000)
0
0
0
0
0
4,755,000
(3,628,000)
0
0
(375,000)
0
(752,000)
320,000
(320,000)
0
0
0
0
0
B7 - Renewal, Rehabilitation & Infra.
5,075,000
(3,948,000)
0
0
(375,000)
0
(752,000)
Cost Center Totals
7,775,000
(6,648,000)
0
0
(375,000)
0
(752,000)
Grand Total
7,775,000
(6,648,000)
0
0
(375,000)
0
(752,000)
Building Capital - Priority 1 O&M 372 Renew Parkinson Recreation Centre – Replacement, Design 372 Growth Capital News Centre - Expansion B1 - Parks and Recreation Buildings O&M 373 Renew General Building Infrastructure Renewal 373 Renew Kelowna Community Theatre - Stage Light Renewal
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 371
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Renew Priority: 1 10 Yr Cap Plan Ref: 2022 B1 - $133M
Department: Cost Center:
Capital Projects Building Capital
Title:
Parkinson Recreation Centre – Replacement, Design
PRELIMINARY
Justification: Budget is requested for the initial design costs of a replacement recreation centre and associated site works at Parkinson Recreation Park. The recreation centre will include an eight lane 25m pool & leisure pool, three gymnasiums and a fitness suite. The schematic design work will include extensive engagement with stakeholders, specialists, potential partners as well as the general public. This is a preliminary cost estimate to cover the schematic design and design development stages and associated works to be completed in 2022. This design work will increase cost certainty prior to a subsequent budget request and loan authorization process in 2023 for the completion of design and construction. Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction:
Vibrant neighbourhoods - Accessible and multi-purpose amenities
Asset Cost Reserve 2,000,000 (2,000,000) Operating Impact: 2022 2023 2024
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Parkinson Recreation Building - Replacement, Design
Cost 2,900 2,900 2,900
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (2,900) (2,900) (2,900)
Growth Priority: 1 10 Yr Cap Plan Ref: 2023 B1 - $1.8M
Department: Cost Center:
Capital Projects Building Capital
Title:
Capital News Centre - Expansion
PRELIMINARY
Justification: Budget is requested to advance the preliminary design work of the Capital News Centre expansion that will include two new ice sheets and additional sports facilities. Partnership discussions and design are anticipated to conclude in 2023, in preparation for a subsequent alternative approval process to allow for debt financing of this $28.4M project. This is a multi-year project with work anticipated to be completed by Q4 of 2025. The operation and maintenance budget impacts associated with this request will be brought forward in a subsequent budget.
Project Driver:
Investments that attract a net positive return over a reasonable business term.
Strategic Direction: Asset Cost 700,000
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (700,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 372
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Renew Priority: 1 10 Yr Cap Plan Ref: 2022 B7 - $1.7M
Department: Cost Center:
Capital Projects Building Capital
Title:
General Building Infrastructure Renewal
PRELIMINARY
Justification: Budget is requested to fund various general building infrastructure renewal projects scheduled to be completed Q4, 2022: City wide Concessions -Exhaust and Fire Renewal ($60k); Rotary Centre for the Arts -Roof Renewal ($70k); Kelowna Police Services Building -UPS Battery Renewal ($75k); H2O - Pool Tile Renewal ($90k); Memorial Arena -Electrical Renewal ($105k); Enterprise Dispatch Centre - HVAC Renewal ($115k); CCTV Renewal ($178k) and HVAC Automation Renewal ($250k) at multiple locations; Library - Elevator renewal ($350k); Prospera Place - Condenser Renewal ($375k); City Hall - Chiller & Cooling Tower Renewal ($1M); and HVAC Automation Hardware Renewal Program ($87k). Budget is also requested for Kelowna Family Y - Mechanical & Electrical Renewal ($2M), schedule to be completed Q4, 2023. Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction:
Economic resiliency - Infrastructure deficit is reduced
Asset Cost Reserve 4,755,000 (3,628,000) Operating Impact: 2022 2023 2024
Borrow 0
Fed/Prov 0
Dev/Com (375,000)
Utility 0
Taxation (752,000)
General Building Infrastructure Renewal
Cost (19,200) (19,200) (19,200)
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 19,200 19,200 19,200
Renew Priority: 1 10 Yr Cap Plan Ref: Not included B7
Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Community Theatre - Stage Light Renewal
PRELIMINARY
Justification: The Kelowna Community Theatre (KCT) stage lighting equipment is nearing the end of it's expected useful life, with replacements and technical support no longer available. Concert presentations, theatre productions, and dance performances have all become more dynamic with their lighting needs, and this is an important part of the KCT operations with regards to client and customer satisfaction. Budget is requested to replace the outdated lighting fixtures, upgrade equipment to take advantage recent industry advances and finalize the conversion of the KCT to 100% LED lighting. The works will be completed in 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 320,000
Other - Supports Base Business Reserve (320,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 373
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Building Capital - 301 Summary - General Fund Type
Description
Asset Cost
Reserve
890,000
0
890,000
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
(890,000)
0
0
0
0
0
(890,000)
100,000
0
0
0
0
0
(100,000)
100,000
0
0
0
0
0
(100,000)
3,000,000
0
0
0
0
0
(3,000,000)
B7 - Renewal, Rehabilitation & Infra.
3,000,000
0
0
0
0
0
(3,000,000)
Cost Center Totals
3,990,000
0
0
0
0
0
(3,990,000)
Grand Total
3,990,000
0
0
0
0
0
(3,990,000)
Building Capital - Priority 2 Renew
Parks Washrooms Renovations or Replacement B1 - Parks and Recreation Buildings
New
Capital Opportunities & Partnership Fund
B6 - Capital Opportunities and Partnerships O&M
Renew General Building Infrastructure Renewal
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Building Capital Operating - Priority 2 General Building Infrastructure Renewal Grand Total
2022
2023
2024
(5,300)
(5,300)
(5,300)
(5,300)
(5,300)
(5,300)
Taxation
Page 374
Parks
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Park Capital - 302 Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Grant
Other
Utility
Taxation
Parks Capital - Priority 1 378 Growth DCC Parkland Acquisition P1 - DCC Parkland Acquisition
12,292,000 (10,992,900)
0
0
0
0
(1,299,100)
12,292,000 (10,992,900)
0
0
0
0
(1,299,100)
6,400,000
(5,638,500)
0
0
0
0
(761,500)
6,400,000
(5,638,500)
0
0
0
0
(761,500)
550,000
(293,500)
0
0
0
0
(256,500)
1,170,000
(1,139,300)
0
0
0
0
(30,700)
1,720,000
(1,432,800)
0
0
0
0
(287,200)
150,000
0
0
0
0
0
(150,000)
1,754,000
(1,554,000)
0
0
0
0
(200,000)
1,904,000
(1,554,000)
0
0
0
0
(350,000)
381 Renew Pedestrian Bridge Renewal
275,000
0
0 (110,000)
0
0
(165,000)
381 Renew Irrigation Renewal
800,000
0
0
0
0
0
(800,000)
382 New
Kelowna Memorial Cemetery Improvements 382 Renew Sports Courts/Water Parks/Skate Parks Renewal & Replacements 383 Renew Access For All Improvements
210,000
(210,000)
0
0
0
0
0
121,500
0
0
0
0
0
(121,500)
110,000
0
0
0
0
0
(110,000)
P8 - Renewal, Rehabilitation & Infra
1,516,500
(210,000)
0 (110,000)
0
0
(1,196,500)
Cost Center Totals
23,832,500 (19,828,200)
0 (110,000)
0
0
(3,894,300)
Grand Total
23,832,500 (19,828,200)
0 (110,000)
0
0
(3,894,300)
O&M 378 Growth DeHart Park P4 - Community Park Development 379 Growth Glenmore Recreation - Future Phases O&M 379 Growth Mission Recreation - Softball Diamonds P5 - Recreation Park Development 380 Renew Knox Mountain Park - Improvements O&M 380 New
Mill Creek Linear Park
P7 - Linear/Natural Area Park Development
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 377
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
DCC Parkland Acquisition
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 P1 - $12.3M 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. This is a multi-year program. 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 12,292,000 (10,992,900) Department: Cost Center:
Capital Projects Parks Capital
Title:
DeHart Park
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (1,299,100)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 P4 - $6.4M PRELIMINARY
Justification: DeHart Park is the first priority of three major community parks in the new Parks Development DCC program. Budget is requested for full design and the construction of phase one. The balance of the funding for construction of phase two is identified for 2023 in the 10 Year Capital Plan, and if possible, construction of both phases will be brought into one contract to realize savings. This is a multi-year project anticipated for completion in Q3 of 2024. Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction:
Vibrant neighbourhoods - Animated parks & public spaces
Asset Cost Reserve 6,400,000 (5,638,500) Operating Impact: 2022 2023 2024
Cost 0 16,800 112,500
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (761,500)
DeHart Park 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 (16,800) (112,500) Page 378
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Glenmore Recreation - Future Phases
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 P5 - $950k PRELIMINARY
Justification: Phases one and two of Glenmore Recreation Park have been completed, and were available for public use in 2021. This is the primary recreation park project in the new Parks Development DCC program, and will be constructed over multiple phases. The park also serves as an important community park space serving North Glenmore. Budget is requested for the design of Phase three. The prioritization of new sports courts and fields at this park will be closely coordinated with the design development of Parkinson Recreation Park, in order to accommodate relocated sports, and minimize disruption to field access during construction. The design work is expected to be completed in 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 550,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (293,500)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Mission Recreation - Softball Diamonds
Dev/Com 0
Utility 0
Taxation (256,500)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 P5 - $1.17M PRELIMINARY
Justification: Current demand for ball diamonds within the City is high. Design for two additional diamonds to form a second quad at Mission Recreation Park occurred during 2021. Budget is requested for the balance of this project so it can be constructed under one contract, and thereby realize construction savings. This is a multi-year project with construction anticipated for completion in Q3 of 2023.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction:
Vibrant neighbourhoods - Animated parks & public spaces
Asset Cost Reserve 1,170,000 (1,139,300) Operating Impact: 2022 2023 2024
Cost 0 0 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (30,700)
Mission Recreation - Softball Diamonds Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 (10,000) (10,000)
Utility 0 0 0
Taxation 0 10,000 10,000 Page 379
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Knox Mountain Park - Improvements
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 P7 - $150k PRELIMINARY
Justification: Knox Mountain Park continues to see increasing numbers of users, particularly during the COVID-19 pandemic. The 2011 Council endorsed Knox Mountain Management Plan is currently being updated with completion expected in Q1 of 2022 with consideration of the large increase in use. The update will include a number of specific capital improvements to the park in future decades, the most notable being the proposal to close the road to general vehicular access. In order to provide a degree of financial viability, the improvements are planned throughout the 10-Year Capital Plan, but was suspended during 2016, 2018 & 2019. Budget is requested to increase the next phase of these works and return closer to the original phasing plan. This is a multi-year project with work anticipated to be completed by Q2 of 2023. 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 0
Borrow 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Mill Creek Linear Park
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (150,000)
Priority: 1 10 Yr Cap Plan Ref: Not included P7
New
PRELIMINARY
Justification: The City has been assembling properties along the Mill Creek corridor for many years to complete a Linear Park, as one of six priority linear parks across the City. Budget is requested for the design of approximately 4.6Km of trail along the Mill Creek Linear Park, from Lake Ave Beach Access through to Parkinson Recreation Park, and the partial construction of some sections of this trail. This is a multi-year project, with anticipated completion subject to successful acquisition of properties. Sections of the works that include flood mitigation will be funded through the ongoing Mill Creek Flood Protection (2020) project which includes the Federal Disaster Mitigation & Adaption Fund grant. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction:
Vibrant neighbourhoods - Animated parks & public spaces
Asset Cost Reserve 1,754,000 (1,554,000) Operating Impact: 2022 2023 2024
Cost 6,800 13,500 13,500
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (200,000)
Mill Creek Linear Park Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (6,800) (13,500) (13,500) Page 380
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Pedestrian Bridge Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 P8 - $275k PRELIMINARY
Justification: The design for the replacement of the Millbridge Park pedestrian bridge was completed in 2021 when the bridge was deemed beyond repair and removed. This budget request is for the replacement construction. This project will be funded in part (40%) by the Disaster Mitigation and Adaptation Fund (DMAF) in support of the Mill Creek Flood Protection Program. The work is expected 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 275,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Irrigation Renewal
Borrow 0
Fed/Prov (110,000)
Dev/Com 0
Utility 0
Taxation (165,000)
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 P8 - $550k PRELIMINARY
Justification: Budget is requested for the replacement of aging irrigation controllers throughout the City that are having an impact on the irrigation central control system, as well as for irrigation system renewal at Waterfront Park. Based on irrigation system audits, the life expectancy of the system, and the City's assessment criteria, the entire irrigation system at Waterfront Park is in need of replacement. This work is expected to be completed in 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 800,000
Economic resiliency - Infrastructure deficit is reduced Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (800,000)
Page 381
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Kelowna Memorial Cemetery - Improvements
Priority: 1 10 Yr Cap Plan Ref: 2022 P8 - $210K
New
PRELIMINARY
Justification: Budget is requested for phase three of irrigation system upgrades at the Kelowna Memorial Cemetery Park. This work includes a new irrigation to the Bennet section of the Cemetery Park. The cemetery is a highly sensitive site and efforts are made to ensure the construction does not affect other activities as much as possible. Work is anticipated to be completed in 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 210,000
Other - Supports Base Business Reserve (210,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Sports Courts/Water Parks/Skate Parks Renewal & Replacements
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 P8 - $122k PRELIMINARY
Justification: Budget is requested for renewal of the off court areas at Jack Robertson Memorial Park. Work will include refurbishing the play surface, widening of run off areas, fencing renewal and construction of a retaining wall. The work is expected to be completed in 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 121,500
Vibrant neighbourhoods - Animated parks & public spaces Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (121,500)
Page 382
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Access For All Improvements
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 P8 - $110k 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. This is a P2 project in the 10-Year Capital Plan that is being recommended to be elevated to P1. The work is expected 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 110,000
Social & inclusive - Inclusivity and diversity are increasing Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (110,000)
Page 383
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Park Capital - 302 Summary - General Fund Type
Description
Asset Cost
Reserve
650,000
0
650,000
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
(650,000)
0
0
0
0
0
(650,000)
540,000
0
0
0
0
0
(540,000)
540,000
0
0
0
0
0
(540,000)
280,000
0
0
0
0
0
(280,000)
280,000
0
0
0
0
0
(280,000)
100,000
0
0
0
0
0
(100,000)
P8 - Renewal, Rehabilitation & Infra
100,000
0
0
0
0
0
(100,000)
Capital Opportunities and Partnership Fund
200,000
0
0
0
(58,000)
0
(142,000)
P9 - Capital Opportunities Partnership
200,000
0
0
0
(58,000)
0
(142,000)
Cost Center Totals
1,770,000
0
0
0
(58,000)
0
(1,712,000)
Grand Total
1,770,000
0
0
0
(58,000)
0
(1,712,000)
Parks Capital - Priority 2 O&M
New
Art Walk - Extension Doyle to Queensway
P10 - Urban Streetscape, Centres Dev, Renewal O&M
Growth Mission Recreation Park Development, Softball Diamond Lighting P5 - Recreation Park Development Renew Knox Mountain Park - Improvements P7 - Linear/Natural Area Park Development Renew Playground Renewal
O&M
New
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Parks Capital Operating - Priority 2 Art Walk - Extension to Queensway Mission Recreation Park -Development, Softball Diamond Lighting Capital Opportunities and Partnership Fund Grand Total
2022
2023
2024
5,500
5,500
5,500
0
(13,000) (13,000)
19,600
19,600
19,600
25,100
12,100
12,100
Taxation
Page 384
Vehicle & Mobile Equipment
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 386
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Vehicle & Mobile Equipment Capital - 310 Summary - General Fund Page Type
Description
Asset Cost
Reserve
Borrow
Grant
Other
Utility
Taxation
Vehicle & Mobile Equipment - Priority 1 O&M OP
388 Growth Fleet Growth
840,100
(625,500)
0
0
0 (214,600)
388 New
Fleet Growth Supporting New Positions
225,000
0
0
0
0
0
(225,000)
O&M
389 New
Transportable Bleacher (Tournament/Event Hosting)
30,000
0
0
0
0
0
(30,000)
1,095,100
(625,500)
0
0
0 (214,600)
(255,000)
4,092,000
(4,092,000)
0
0
0
0
0
V2 - Vehicle / Equipment Renewal
4,092,000
(4,092,000)
0
0
0
0
0
Cost Center Totals
5,187,100
(4,717,500)
0
0
0 (214,600)
(255,000)
Grand Total
5,187,100
(4,717,500)
0
0
0 (214,600)
(255,000)
V1 - Additional Vehicles / Equipment 389 Renew Vehicle/Equipment Renewal
0
OP - denotes capital request that has been moved to the operating section O&M - denotes capital request has operating & maintenance impacts included in the request
Page 387
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Fleet Growth
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 V1 - $899k PRELIMINARY
Justification: As a result of increased service and maintenance demands, and regulatory requirements, an additional nine pieces of equipment are requested for various divisions within the City of Kelowna. Acquisition of vehicles is expected to be complete by 2022. Electric or Zero Emission Vehicles will be selected where possible.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 840,100
Other - Supports Base Business Reserve (625,500)
Operating Impact: 2022 2023 2024
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (214,600)
Taxation 0
Fleet Growth
Cost 53,400 106,400 106,400
Reserve (27,000) (54,000) (54,000)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Transportable Bleacher (Tournament/Event Hosting)
Revenue 0 0 0
Utility 0 0 0
Taxation (26,400) (52,400) (52,400) New
Priority: 1 10 Yr Cap Plan Ref: Not included V1
PRELIMINARY
Justification: Many events require the need for temporary seating to accommodate spectators and showcase event entertainment. This seating requirement limits organizer's ability to host events outside of the downtown core and hinders event development opportunities. Budget is requested to purchase a 250-seat transportable bleacher unit to add to Event Services' equipment inventory that offers a portable seating arrangement and provides flexibility in event locations. Additionally, the trailer will potentially provide the City with revenue and sponsorship opportunities, and support future procurement plans. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 30,000
Vibrant neighbourhoods - Key sites are proactively planned Reserve 0
Operating Impact: 2022 2023 2024
Cost 2,000 2,000 2,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (30,000)
Transportable Bleacher (Tournament/Event Hosting) Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (4,000) (4,000) (4,000)
Utility 0 0 0
Taxation 2,000 2,000 2,000
Page 388
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 V2 - $3.1M
Title:
Vehicle/Equipment Renewal
PRELIMINARY
Justification: Internal rental rates contribute to the equipment replacement reserve throughout the course of the vehicle/equipment service life. Factoring in equipment type, seasonal use and equipment condition, 71 units were considered and it was determined that 14 of these units required replacement. Replacements include 2 heavy duty trucks, 1 excavator, 1 trackless, 1 backhoe loader, 1 turf sweeper, 1 forklift, 4 medium duty trucks, 1 street sweeper, 1 compactor and 1 vehicle hoist. Electric or Zero Emission Vehicles will be selected where possible. Acquisition of vehicles and equipment 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 4,092,000 (4,092,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 389
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Vehicle & Mobile Equipment Capital - 310 Summary - General Fund Type
Description
Asset Cost
Reserve
Borrow
Grant
Other
Utility
Taxation
Vehicle & Mobile Equipment - Priority 2 O&M
Growth Fleet Growth
825,600
0
0
0
0 (423,500)
(402,100)
OP
New
Fleet Growth Supporting New Positions
170,000
0
0
0
0
0
(170,000)
V1 - Additional Vehicles / Equipment
995,600
0
0
0
0 (423,500)
(572,100)
Cost Center Totals
995,600
0
0
0
0 (423,500)
(572,100)
Grand Total
995,600
0
0
0
0 (423,500)
(572,100)
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Vehicle & Mobile Equipment Operating - Priority 2
2022
2023
2024
Fleet Growth
41,700
83,200
83,200
Grand Total
41,700
83,200
83,200
Taxation
Page 390
Transportation
2022 FINANCIAL PLAN
CITY OF KELOWNA
This page intentionally left blank.
Page 392
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Transportation Capital - 304 Summary - General Fund Page Type
Description
Asset Cost
Reserve
720,000
(608,400)
200,000
396 Growth Casorso 1 Roundabouts (Swamp Benvoulin) 396 Growth Benvoulin Turn Lanes (Casorso - KLO) T1 - DCC Roads
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
(111,600)
(155,000)
0
0
0
0
(45,000)
50,000
(36,700)
0
0
0
0
(13,300)
50,000
(36,700)
0
0
0
0
(13,300)
1,020,000
(836,800)
0
0
0
0
(183,200)
85,000
(19,000)
0
0
0
0
(66,000)
1,850,200
(1,330,200)
0
0
0
0
(520,000)
3,267,600
(2,346,000)
0
0
0
0
(921,600)
935,100
(935,100)
0
0
0
0
0
381,500
(85,100)
0
0
0
0
(296,400)
111,000
(111,000)
0
0
0
0
0
100,000
(92,200)
0
0
0
0
(7,800)
6,730,400
(4,918,600)
0
0
0
0
(1,811,800)
600,000
0
0
0
(350,000)
0
(250,000)
600,000
0
0
0
(350,000)
0
(250,000)
3,000,900
(2,829,400)
0
0
0
0
(171,500)
400,000
0
0
0
0
0
(400,000)
Transportation Capital - Priority 1 395 Growth Stewart 3 DCC (Crawford - Swamp), Road 395 Growth Richter 1 (Sutherland - KLO)
397 Growth Rail Trail to Greenway ATC O&M 397 Growth Abbott DCC (Rose Ave - Cedar Ave) Protected Bike Lane Project O&M 398 Growth Houghton 2 AT (Hollywood - Rutland) O&M 398 Growth Casorso 3 DCC (KLO Rd - Lanfranco Rd), ATC O&M 399 Growth Rails with Trails DCC (Dilworth Commerce Ave), ATC 399 Growth Ethel 6 AT (Clement - Cawston) 400 Growth Glenmore 3 AT (Clement - High) T2 - DCC Roads - Active Transportation 400 Growth Roadway Urbanization T3 - Non-DCC Roads 401 Renew Road Renewal 401 Renew Bridge Rehabilitation - Renewal 402 Renew Sidewalk & Bikeway Renewal
99,500
(99,500)
0
0
0
0
0
402 Renew Traffic Signal and Communications Upgrades and Renewals 403 Renew Street Light Pole and Wiring Renewal
250,000
(250,000)
0
0
0
0
0
230,000
(230,000)
0
0
0
0
0
403 Renew Transit - Bus Stop Renewal
120,000
(120,000)
0
0
0
0
0
T4 - Transportation System Renewal
4,100,400
(3,528,900)
0
0
0
0
(571,500)
O&M 404 Growth Active Transportation Corridor/Bicycle Network Expansion 404 Growth Glenmore 4 AT (Kane – Dallas)
100,000
0
0
0
0
0
(100,000)
450,400
(100,400)
0
0
0
0
(350,000)
T5 - Bicycle Network
550,400
(100,400)
0
0
0
0
(450,000)
360,000
0
0
0
0
0
(360,000)
360,000
0
0
0
0
0
(360,000)
405 New
Sidewalk Network Expansion T6 - Sidewalk Network
Page 393
2022 FINANCIAL PLAN
Page Type O&M 405 New
CITY OF KELOWNA
Description
Grant
Other
Utility
0
0
0
0
(450,000)
0
0
0
0
0
(450,000)
450,000
0
0
0
0
0
(450,000)
450,000
0
0
0
0
0
(450,000)
280,000
(280,000)
0
0
0
0
0
50,000
(50,000)
0
0
0
0
0
115,000
(115,000)
0
0
0
0
0
T9 - Transit Facilities
445,000
(445,000)
0
0
0
0
0
Cost Center Totals
14,706,200
(9,829,700)
0
0
(350,000)
0
(4,526,500)
Grand Total
14,706,200
(9,829,700)
0
0
(350,000)
0
(4,526,500)
Pedestrian and Road Safety Projects
T7 - Safety and Operational Improvements 406 Growth Traffic Signals and Roundabouts T8 - Traffic Control Infrastructure O&M 406 Growth Rutland Park & Ride, Mobility Hub, Operations facility O&M 407 Growth Transit - New Bus Stops 407 New
Transit - Land Acquisition
Asset Cost
Reserve
450,000
0
450,000
Borrow
Taxation
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 394
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Stewart 3 DCC (Crawford - Swamp), Road
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T1 - $2.4M PRELIMINARY
Justification: Budget is requested to undertake design, refine cost estimates and initiate land acquisition for Phase 2 of the Stewart Road West DCC project (Saucier Rd to Swamp Rd). This low volume rural arterial corridor includes several segments of sub-standard road alignment, geometrics and intersection configurations. Alignment adjustments and intersection upgrades are proposed to improve the safety performance and capacity of the corridor following the opening of the South Perimeter Road - currently projected for mid 2022. This work will support a future funding request for construction in 2023. The work is expected to be completed in 2023. 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 720,000
Transportation & mobility - Travel times are optimized Reserve (608,400)
Borrow 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Richter 1 (Sutherland - KLO)
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (111,600)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T1 - $200k PRELIMINARY
Justification: Budget is requested to undertake preliminary design for the Richter Street Multi-Modal Corridor Project. Projected growth within Downtown and Pandosy, combined with traffic from other parts of the region, are anticipated to more than double trips through this area. With limited options to increase vehicle capacity, increasing active and transit capacity between Pandosy and Downtown is a priority within the Transportation Master Plan (TMP). In 2021, a study of transit service and improvement measures was initiated while the TMP identified Richter as a multi-modal corridor to support mobility and adjacent development. This project will integrate study recommendations with the Richter corridor to undertake preliminary design, cost estimates and property impacts. An implementation strategy will be developed to guide phasing over time. The work is expected to be completed in Q4 of 2023. 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
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (155,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (45,000)
Page 395
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Casorso 1 Roundabouts (Swamp - Benvoulin)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T1 - $50k PRELIMINARY
Justification: Budget is requested to undertake conceptual design of Casorso Rd between Benvoulin Rd and Swamp Rd, including the adjacent junctions. The Transportation Master Plan (TMP) recommended upgrading the roundabouts on the bridge's approaches to maximize capacity through these junctions and over the existing bridge. These improvements were recommended to moderate the impacts of increased traffic volumes from growth in the Upper Mission. This project will refine the TMP's recommendation through development of a conceptual design, traffic engineering, updated cost estimates and property impacts. This project will be completed concurrently with similar work on Benvoulin Rd to the north. This project is expected to be completed in Q4 of 2023. 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 50,000
Transportation & mobility - Travel times are optimized Reserve (36,700)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Benvoulin Turn Lanes (Casorso - KLO)
Dev/Com 0
Utility 0
Taxation (13,300)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T1 - $50k PRELIMINARY
Justification: Budget is requested to undertake conceptual design of the Benvoulin Rd corridor from KLO Rd to Casorso Rd. The Transportation Master Plan (TMP) recommended widening Benvoulin Rd (from 2 to 3 lanes) to accommodate left-turn lanes and maximize capacity and safety while providing access to adjacent parcels. These improvements were recommended to moderate the impacts of increased traffic volumes from growth in the Upper Mission. This project will refine the TMP's recommendation through development of a conceptual design, traffic engineering, updated cost estimates and property impacts. It will be completed concurrently with similar work on the Casorso bridge and its approaches. This project is expected to be completed in Q4 of 2023. 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 50,000
Transportation & mobility - Travel times are optimized Reserve (36,700)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (13,300)
Page 396
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Rail Trail to Greenway ATC
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T2 - $85k PRELIMINARY
Justification: Budget is requested for the design, cost estimates and the identification of potential property impacts of the Leckie Active Transportation Corridor (ATC). A multi-use pathway on the north side of Leckie from Springfield to Hwy 97 will be delivered through development, with this, staff propose to shift priority to Leckie Rd from Dilworth Drive and complete the ATC from Hwy 97 to the Okanagan Rail Trail (ORT). The connections of the ORT and the Mission Creek Greenway is a priority link within the Pedestrian Bicycle Master Plan (PBMP). Design is anticipated to be complete in Q4 of 2023. 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 85,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (19,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Abbott DCC (Rose Ave - Cedar Ave) Protected Bike Lane Project
Taxation (66,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2030 T2 - $7.6M PRELIMINARY
Justification: Additional budget is requested for the construction of the Abbott Active Transportation Corridor (ATC) quick-build pilot project from Rose Ave to Cedar Ave. This pilot project sought to use interim materials and reallocated road space to extend the Abbott ATC from Rose Ave to Wardlaw Ave. Informed by design, costs and consultation, it is now recommended that the project's scope be extended to Cedar Ave and two segments of the corridor be constructed with ultimate materials. Extending the project to Cedar Ave will create a better connection and coordination with future ATC improvements delivered by development. Advancing a portion of this larger project will provide an interim solution to accommodate cycling infrastructure along this busy corridor. The project is expected to be completed by Q3 of 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 1,850,200 (1,330,200) Operating Impacts: 2022 2023 2024
Cost 12,400 24,900 24,900
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (520,000)
Abbott DCC (Rose Ave - Cedar Ave) Protected Bike Lane Project Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (12,400) (24,900) (24,900) Page 397
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Houghton 2 AT (Hollywood - Rutland)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T2 - $2.9M PRELIMINARY
Justification: Budget is requested to undertake land acquisition and construction of the Houghton Active Transportation Corridor (ATC) between Hollywood Rd and Rutland Rd. The Houghton ATC is a priority 'all ages and abilities bicycling project' within the Pedestrian Bicycle Master Plan. This project is the last phase of the Houghton ATC linking Rutland to the Okanagan Rail Trail and the City's primary cycling network. This project will connect the Rutland Urban Centre, the Shepherd Transit Exchange and Rutland Centennial Park. Construction will be limited to the south side, except between Asher Rd to Rutland Rd, to maintain parking. Between Hollywood Rd and Froelich Rd parking will be limited to the south side only. This work is expected to be completed in Q3 of 2023, dependent on land acquisitions. 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 3,267,600 (2,346,000)
Borrow 0
Fed/Prov 0
͚ ȋ Ǧ Ȍ Reserve Borrow Fed/Prov 0 0 0 0 0 0 0 0 0
: Cost 2022 19,800 2023 52,000 2024 52,000
Dev/Com 0 Dev/Com 0 0 0
Utility 0
Taxation (921,600)
Revenue 0 0 0
Utility 0 0 0
Taxation (19,800) (52,000) (52,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T2 - $935k
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Casorso 3 DCC (KLO Rd - Lanfranco Rd), ATC
PRELIMINARY
Justification: Budget is requested for the construction of the Casorso Active Transportation Corridor (ATC) from KLO Rd to Lanfranco Rd. This is the second of three phases of the Casorso all ages and abilities cycling facility that will link the Ethel St and Barrera Rd ATCs. This project will create a continuous corridor from Downtown to the south of Pandosy with connections to Pandosy Village, Okanagan College, Kelowna Secondary School, Casorso Elementary school, Sutherland ATC and Cawston ATC. This project includes improvements at the Casorso/KLO intersection and provides protected bike lanes to Lanfranco Rd within the existing curb width. Expected to be completed in Q4 of 2022. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 935,100
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (935,100)
: 2022 2023 2024
Cost 16,300 32,600 32,600
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
͛ ȋ Ǧ Ȍǡ Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (16,300) (32,600) (32,600)
Page 398
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Rails with Trails DCC (Dilworth - Commerce Ave), ATC
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T2 - $381k PRELIMINARY
Justification: Budget is requested to add pathway lighting along the Okanagan Rail Trail (ORT) from the end of existing lighting to where the new Houghton ATC will connect. The ORT forms an important all ages and abilities walking and cycling corridor between Downtown, UBCO and points in between. When paved in 2019, it was pre-ducted for lighting, and the addition of lighting will make the pathway more comfortable for users over a longer period of the day, particularly during the winter when peak travel times are in darkness. Expected completion Q4, 2022. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 381,500
Reserve (85,100)
Operating Impact: 2022 2023 2024
Transportation & mobility - More trips by transit, carpooling, cycling & walking Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (296,400)
Rails with Trails DCC (Dilworth - Commerce Ave), ATC
Cost 1,300 5,000 5,000
Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (1,300) (5,000) (5,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T2 - $111k
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Ethel 6 AT (Clement - Cawston)
PRELIMINARY
Justification: Budget is requested to undertake design for the last phase of the Ethel Active Transportation Corridor (ATC) between Cawston Ave and the Okanagan Rail Trail. The Ethel ATC is a priority 'all ages and abilities bicycling project' within the Pedestrian Bicycle Master Plan. Currently, the Ethel ATC is completed from Cawston Ave to Raymer Ave (2.9km), with a 0.5km gap at its north end. With the completion of the Okanagan Rail Trail (ORT) and recent development along Clement Ave and Kelowna's north end, additional demand for cycling trips between this area and the City's Protected Bike lane network are anticipated. This design process would consider recently completed development frontages and include engagement with local stakeholders. Results from these processes will inform future budget requests for construction. This work is expected to be completed by Q4 of 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 111,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (111,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 399
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Glenmore 3 AT (Clement - High)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T2 - $100k PRELIMINARY
Justification: Budget is requested to undertake a routing study for the Glenmore 3 Active Transportation Corridor (ATC) from Glenmeadows Rd to the Okanagan Rail Trail (ORT). The proposed link will provide an ‘all ages and abilities' connection from the Glenmore Valley to the rest of the City's primary cycling network via the ORT. The project will develop and evaluate routing options for the ATC both along Glenmore Ave and through the adjacent local street network. Consultation with stakeholders and the community will be part of the study. Study outcomes will support future design and costing updates. The study is expected to be completed in Q3 of 2023. 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
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (92,200)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (7,800)
Department: Cost Center:
Capital Projects Transportation Capital
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T3 - $350k
Title:
Roadway Urbanization
PRELIMINARY
Justification: Budget is requested to deliver roadway urbanization projects in conjunction with the Offsite and Oversize Program allowing Development Engineering to fund infrastructure extensions in coordination with nearby development. A portion of the infrastructure will be funded from deferred revenue. Projects are expected to be completed in Q4 of 2022. 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 600,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (350,000)
Utility 0
Taxation (250,000)
Page 400
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Road Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 T4 - $2.5M PRELIMINARY
Justification: Budget is requested for this annual program that maintains the paved surface of the City's streets. Pavement renewal locations are prioritized by pavement condition, street function and traffic loading. While most projects involve removing then repaving the top surface of the roadway, strategies to extend the pavement life are also used. Renewal is coordinated with other capital and development projects to maximize pavement life. This work is expected to be completed in Q4 of 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:
Economic resiliency - Infrastructure deficit is reduced
Asset Cost Reserve 3,000,900 (2,829,400)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Bridge Rehabilitation - Renewal
Dev/Com 0
Utility 0
Taxation (171,500)
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 T4 - $400k PRELIMINARY
Justification: Budget is requested for this annual program which inspects, assesses and undertakes rehabilitation of the City's bridges. Each year half of the City's bridges are inspected and issues identified are prioritized for rehabilitation. Regular inspection and maintenance of bridges supports efficient asset management, extends asset lifespans and reduces long term costs. Work in 2022 focuses on deck and abutment repairs on several structures that will extend their lifespans and reduce/defer larger capital investments in the future. This work is expected to be completed in 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 400,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (400,000)
Page 401
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk & Bikeway Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 T4 - $139k PRELIMINARY
Justification: Budget is requested for this annual program that rehabilitates and updates walking and biking facilities that have deteriorated or do not meet current guidelines. Typical projects include bike lanes, sidewalks, intersections and crosswalk rehabilitation/upgrades. Improvements are often coordinated with capital or renewal projects to reduce costs. Priority locations are selected based on network review, operational issues, service requests and coordination with other major projects. This work is expected to be completed in Q4 of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 99,500
Transportation & mobility - People of all ages & abilities can easily get around Reserve (99,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signal and Communications Upgrades and Renewals
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 T4 - $250k PRELIMINARY
Justification: Budget is requested to replace ageing 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. 2022 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 Q4 of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 250,000
Other - Supports Base Business Reserve (250,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 402
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Street Light Pole and Wiring Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 T4 - $230k PRELIMINARY
Justification: Budget is requested for this annual program that replaces street light poles and wiring that have reached the end of their service life. The majority of the City's 9300+ 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 200 poles in 2022. The work is expected to be completed in Q4 of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 230,000
Other - Supports Base Business Reserve (230,000)
Borrow 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - Bus Stop Renewal
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 T4 - $120k PRELIMINARY
Justification: Budget is requested for this annual program to address conditions at existing transit stops, to improve accessibility, safety, furnishings, customer information sources and improve capacity where needed. The work is expected to be completed by Q4 of 2022. Operation and maintenance budget impacts will be minimal and will be accommodated within the existing Roadways operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 120,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (120,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 403
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Active Transportation Corridor/Bicycle Network Expansion
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T5 - $450k PRELIMINARY
Justification: Budget is requested for this annual program that upgrades and expands the existing cycling network to help make cycling an easier and safer option for more residents. Typical projects include bike lanes, other on-street facilities and intersection improvements. Improvement priorities are guided by service requests, existing operating issues, network gaps and the Pedestrian and Bicycle Master Plan. Improvements are coordinated with other capital projects where feasible. This work is expected to be completed by Q2 of 2023. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 100,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve 0
Operating Impact: 2022 2023 2024
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (100,000)
Active Transportation Corridor/Bicycle Network Expansion
Cost 18,600 37,300 37,300
Reserve 0 0 0
Borrow 0 0 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Glenmore 4 AT (Kane – Dallas)
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (18,600) (37,300) (37,300)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T5 - $450k PRELIMINARY
Justification: Budget is requested to complete the design and construction of a section of the Glenmore 4 Active Transportation Corridor (ATC) Multi-use path (MUP) between Dallas Rd and Kane Rd. This project is a high-priority segment of the larger Glenmore ATC project within the Pedestrian Bicycle Master Plan and Transportation Master Plan that delivers a connected 'all ages and abilities' bicycling network through Glenmore. This project will extend the existing separated MUP on Glenmore Rd, which currently ends at Dallas Rd, to Kane road and the Glenmore Valley Village Centre. The project is being coordinated with planned bike lanes on Kane Rd from Glenmore to Valley Rd. Construction will be limited to the west side of Glenmore Rd and utilize existing infrastructure on McTavish Cr. This work is expected to be completed in Q4 of 2022, depending on land acquisitions. Operation and maintenance budget impacts will be minimal and will be accommodated within the existing Roadways operating budget. Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 450,400
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (100,400)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (350,000)
Page 404
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sidewalk Network Expansion
New
Priority: 1 10 Yr Cap Plan Ref: 2022 T6 - $360k
PRELIMINARY
Justification: Budget is requested for this annual program that constructs sidewalks to complete gaps in the walking network or adds new sidewalk 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 Q4 of 2022. Operation and maintenance budget impacts will be minimal and will be accommodated within the existing Roadways operating budget.
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 360,000
Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Pedestrian and Road Safety Projects
Dev/Com 0
Utility 0
Taxation (360,000) New
Priority: 1 10 Yr Cap Plan Ref: 2022 T7 - $420k
PRELIMINARY
Justification: Budget is requested to fund a number of annual programs that deliver projects to improve road safety, focusing on vehicle safety, pedestrian safety, access to schools and managing speeding and traffic on neighbourhood streets. Anticipated construction of Crosswalk Safety, Road Safety, Safe Routes to School and Neighbourhood Traffic Calming is throughout 2022.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 450,000
Other - Supports Base Business Reserve 0
Operating Impact: 2022 2023 2024
Cost 7,000 14,000 14,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (450,000)
Pedestrian and Road Safety Projects 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) (14,000) (14,000) Page 405
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signals and Roundabouts
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T8 - $450k PRELIMINARY
Justification: Budget is requested for this annual program that improves intersection capacity and safety. As traffic volumes continue to grow intersection upgrades, roundabouts and traffic signals are often warranted to improve traffic control, capacity and safety. These initiatives often attract road safety grant funding from ICBC. In 2022 investigation and design work is proposed for several intersections that see existing issues and/or are potential candidates for upgrades in the future. This work is expected to be completed in Q4 of 2023. 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 450,000
Transportation & mobility - Travel times are optimized Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Rutland Park & Ride, Mobility Hub, Operations facility
Utility 0
Taxation (450,000)
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T9 - $280k PRELIMINARY
Justification: Budget is requested to undertake detailed design and construction of improvements at the Rutland Transit Exchange. Improvements will address existing operating issues, future service expansions and improve access between transit and other travel modes. Funding for this project will be shared between the City (20%) and BC Transit (80%) through the Investing in Canada Infrastructure Program (ICIP) should an application be successful. This P1 request addresses the City's funding share, a separate P2 request, reflects potential partner funding. Upgrades to the exchange include construction of a driver washroom/admin facility, an additional transit bay, park & ride parking, and a bicycle parking /micro mobility hub. Expected completion Q4 of 2023, dependent on land acquisitions. Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost 280,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (280,000)
Operating Impact: 2022 2023 2024
Cost 500 1,000 1,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Rutland Park & Ride, Mobility Hub, Operations facility Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (500) (1,000) (1,000) Page 406
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - New Bus Stops
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 T9 - $50k PRELIMINARY
Justification: Budget is requested to address needs at transit stops with expanded use/higher ridership and to provide new stops associated with expanded or restructured transit services or in coordination with development. The work is expected to be completed by Q4 of 2022.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 50,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (50,000)
: 2022 2023 2024
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Ǧ
Cost 1,800 3,500 3,500
Reserve 0 0 0
Borrow 0 0 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Transit - Land Acquisition
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation (1,800) (3,500) (3,500)
Priority: 1 10 Yr Cap Plan Ref: 2022 T9 - $115k
New
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. 2022 acquisitions would prioritize projects that are potential candidates for Investing in Canada Infrastructure Program (ICIP) funding and are currently under study (midtown exchange renewal, rutland exchange enhancements, stops along Springfield Rd and Enterprise Way identified as part of Midtown Core Optimization). The work is expected to be completed by Q4 of 2023. 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 115,000
Transportation & mobility - Investments are connecting high density areas Reserve (115,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 407
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Transportation Capital - 304 Summary - General Fund Type
Description
Asset Cost
Reserve
500,000
0
T4 - Transportation System Renewal
500,000
Sidewalk Network Expansion
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
(500,000)
0
0
0
0
0
(500,000)
450,000
0
0
0
0
0
(450,000)
450,000
0
0
0
0
0
(450,000)
460,000
0
0
0
0
0
(460,000)
460,000
0
0
0
0
0
(460,000)
950,000
0
0
0
0
0
(950,000)
950,000
0
0
0
0
0
(950,000)
1,120,000
0
0 (1,120,000)
0
0
0
T9 - Transit Facilities
1,120,000
0
0 (1,120,000)
0
0
0
Cost Center Totals
3,480,000
0
0 (1,120,000)
0
0
(2,360,000)
Grand Total
3,480,000
0
0 (1,120,000)
0
0
(2,360,000)
Transportation Capital - Priority 2 O&M
O&M
Growth Local Street Urbanization
New
T6 - Sidewalk Network O&M
New
Pedestrian and Road Safety Projects
T7 - Safety and Operational Improvements O&M
Growth Traffic Signals and Roundabouts T8 - Traffic Control Infrastructure
O&M
Growth Rutland Park & Ride,Mobility Hub,Operations facility
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
2022
2023
2024
1,000
2,000
2,000
500
1,000
1,000
Pedestrian and Road Safety Projects
1,000
2,000
2,000
Traffic Signals and Roundabouts
17,500
35,000
35,000
300
500
500
Transportation Capital Operating - Priority 2 Local Street Urbanization Sidewalk Network Expansion
Rutland Park & Ride, Mobility Hub, Operations facility Grand Total
20,300 130,500 130,500
Taxation
Page 408
Water
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 410
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Water Capital - 313 Summary - Water Fund Page Type
Description
Asset Cost
Reserve
500,000
(493,500)
500,000
Borrow
Grant
Other
Utility
0
0
0
(6,500)
(493,500)
0
0
0
(6,500)
117,200
(58,600)
0
0
0
(58,600)
117,200
(58,600)
0
0
0
(58,600)
2,000,000
0
0
0
0
(2,000,000)
550,000
0
0
0
0
(550,000)
1,300,000
0
0
0
0
(1,300,000)
3,850,000
0
0
0
0
(3,850,000)
315,000
0
0
0
0
(315,000)
150,000
0
0
0
(150,000)
0
465,000
0
0
0
(150,000)
(315,000)
415 Renew Pressure Reducing Valve Upgrades
200,000
0
0
0
0
(200,000)
416 Renew Dam Repairs
250,000
0
0
0
0
(250,000)
20,000
0
0
0
0
(20,000)
W8 - Irrigation Network Improvements
470,000
0
0
0
0
(470,000)
Cost Center Totals
5,402,200
(552,100)
0
0
(150,000)
(4,700,100)
Grand Total
5,402,200
(552,100)
0
0
(150,000)
(4,700,100)
Water Capital - Priority 1 412 Growth Poplar Point to Dilworth Mountain Transmission Upgrade Design W1 - DCC Pipes (Mains) 412 Growth Offsite & Oversize - Water W5 - DCC Offsite & Oversize 413 Renew Water Network and Facility Renewal 413 Renew Ellis St (Knox - Clement) 414 Renew Water Meter Replacement Program W6 - Network and Facility Renewal 414 Growth Young and Hazel Rd - Watermain Replacement Water Meter - New Installations 415 New W7 - Network and Facility Improvements
416 New
Hydrants
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 411
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Poplar Point to Dilworth Mountain Transmission Upgrade Design
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 W1 - $500k PRELIMINARY
Justification: Budget is requested for the planning and preliminary design of the water supply improvements required to service growth in the Kelowna area. This is the first stage of identifying alignments and operations between Poplar Point to Dilworth Reservoir, while incorporating future filtration and operational needs downtown. The work will lead to detailed phasing of transmission works. The work is expected to be complete by summer 2023. 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
Clear direction - Common understanding of future direction Reserve (493,500)
Borrow 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Offsite & Oversize - Water
Fed/Prov 0
Dev/Com 0
Utility (6,500) Growth Priority: 1 10 Yr Cap Plan Ref: 2022 W5 - $117k PRELIMINARY
Justification: Every year the City partners with the development community to oversize/extend water infrastructure to accommodate future projected development. The current 10-year Capital Plan amount will accommodate several downtown replacement projects along with infill and RU7 zoning changes impacting future fire flow needs. This saves construction costs and disruption by not having to upsize/extend infrastructure in the future when development occurs. Budget is requested for the City's annual share of costs to oversize/extend water infrastructure in excess of the developer's own needs as a result of City requirements. The work is expected to be complete by the end of 2022. 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 412
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Water Network and Facility Renewal
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 W6 - $2M PRELIMINARY
Justification: Budget is requested for watermain and facility renewal projects with construction and completion in 2022. Work will include replacing aging watermain on Raymer Ave (from Gordon to Ethel) that services the Wastewater Treatment Facility; renewing watermains on laneways around Sterling and Keller Place and include new hydrants for fire protection; re-configuring the Ash Road pressure reducing valve (PRV) for above-ground operation and improved fire flows; and some minor small cast iron watermain replacements around town. The operation and maintenance budget will be accommodated within the water utility operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 2,000,000
Financial management - Cost to deliver services is quantified Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Ellis St (Knox - Clement)
Fed/Prov 0
Dev/Com 0
Utility (2,000,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2022 W6 - $550k PRELIMINARY
Justification: This section of cast iron main has reached the end of its service life and requires replacement in coordination with upgrades at Clement and Water St intersections. This budget is for design only and will consider modeling outcomes from Poplar Point - Downtown Transmission upgrades. Subsequent construction budget is planned for in 2023 in the 10-Year Capital Plan. The work is expected to be completed by the end of 2022. The operation and maintenance budget will be accommodated within the Water utility operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 550,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (550,000)
Page 413
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter Replacement Program
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 W6 - $1.5M PRELIMINARY
Justification: Budget is requested to replace water meters with new modernized units in the City. The 10-Year Capital Plan includes budget to replace all water meters in the City over a seven year period. This is a multi-year project with work expected to be completed by the end of 2027. The operation and maintenance budget will be minimal with this request and will be accommodated within the Water Utility operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 1,300,000
Financial management - Cost to deliver services is quantified Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Young and Hazel Rd - Watermain Replacement
Utility (1,300,000) Growth Priority: 1 10 Yr Cap Plan Ref: 2022 W7 - $315k PRELIMINARY
Justification: Budget is requested to replace existing watermain in the Hazel Road area to meet area servicing needs and improve fire flow capacity requirements. The work is anticipated to be complete by the end of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 315,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (315,000)
Page 414
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter - New Installations
New Priority: 1 10 Yr Cap Plan Ref: 2022 W7 - $150k PRELIMINARY
Justification: Budget is requested for this annual requirement for the installation of new water meters for new development within the City of Kelowna's water utility. The City is responsible to supply and install all water meters purchased by developers as part of their site requirements. The work is expected to be complete by the end of 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 150,000
Financial management - Cost to deliver services is quantified Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Pressure Reducing Valve Upgrades
Dev/Com (150,000)
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: 2022 W8 - $200k PRELIMINARY
Justification: Budget is requested to upgrade pressure reducing valves on the non-potable water system that services agricultural properties. This work will include upgrades to valves, entrance conditions and operability. The work is expected to be complete by the end of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 200,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (200,000)
Page 415
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Dam Repairs
Renew Priority: 1 10 Yr Cap Plan Ref: Not included W8 PRELIMINARY
Justification: Recently acquired upper watershed reservoirs are controlled by earth dams. To meet Provincial 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 renewal elements on McCulloch Dam and the KLO Creek Intake Dam. The work includes earthworks, riprap placement, concrete work and repairs to site works. The work is expected to be completed by summer 2023. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 250,000
Other - Supports Base Business Reserve 0
Department: Cost Center:
Capital Projects Water Capital
Title:
Hydrants
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (250,000) Priority: 1 10 Yr Cap Plan Ref: 2022 W8 - $20k
New
PRELIMINARY
Justification: Budget is requested for infill hydrant installation throughout the City. This typically represents two hydrant installations per year. The locations of the hydrant replacement will be determined once staff complete prioritization. The work is expected to be completed by the end of 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 20,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (20,000)
Page 416
Wastewater
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 418
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Wastewater Capital - 314 Summary - Wastewater Fund Page Type
Description
Asset Cost
Reserve
1,500,000
0
1,500,000
Borrow
Grant
Other
Utility
0
0
0
(1,500,000)
0
0
0
0
(1,500,000)
800,000
0
0
0
0
(800,000)
800,000
0
0
0
0
(800,000)
110,000
(55,000)
0
0
0
(55,000)
WW4 - DCC Oversize
110,000
(55,000)
0
0
0
(55,000)
421 Renew Renewal - Wastewater Mains and Facilities Sewer Lift Station SCADA Integration 422 New
4,265,000
0
0
0
0
(4,265,000)
235,000
0
0
0
0
(235,000)
422 Renew Burtch Trunk
1,250,000
0
0
0
0
(1,250,000)
100,000
0
0
0
(33,000)
(67,000)
250,000
0
0
0
(83,000)
(167,000)
6,100,000
0
0
0
(116,000)
(5,984,000)
670,000
(180,900)
0 (489,100)
0
0
50,000
0
0
0
0
(50,000)
10,750,000
(2,902,500)
0 (7,847,500)
0
0
WW6 - Network and Facility Improvements
11,470,000
(3,083,400)
0 (8,336,600)
0
(50,000)
Cost Center Totals
19,980,000
(3,138,400)
0 (8,336,600)
(116,000)
(8,389,000)
Grand Total
19,980,000
(3,138,400)
0 (8,336,600)
(116,000)
(8,389,000)
Wastewater Capital - Priority 1 420 Renew Water Street Lift Station WW2 - DCC Lift Stations 420 New
Digestion Facility - Phase 1 Design
WW3 - DCC Wastewater Treatment Facilities 421 Growth Offsite & Oversize - Wastewater
423 Renew Commonage - Lift & Repair Waterlines/Curbstops 423 Renew Commonage - Quonset Mix Building Envelope Renewal WW5 - Network and Facility Renewal 424 New
Rialto (SCA 16) Sewer Connection Project 424 Renew Rose Ave Lift Station Odour Control System O&M 425 Growth Rutland Centre (SCA 22) Sewer Connection Project
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 419
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Water Street Lift Station
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 WW2 - $300k PRELIMINARY
Justification: Budget is requested for infrastructure renewal at the Water Street Lift Station. This project will include new pumps, electrical upgrades, hydraulic modifications, odour and noise management upgrades, and structural repairs to ensure the facility can remain operational for another 20-30 year cycle. A detailed assessment is being completed in 2021 to provide additional detail and budget needs. Upon Council adoption of the 2040 20-Year Servicing Plan, the project scope will be increased to an estimated $3M to account for new growth's demand on the facility. The work is expected to be completed by Winter 2023. The operation and maintenance budget will be minimal with this request and will be accommodated within the wastewater utility operating budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 1,500,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Digestion Facility - Phase 1 Design
Dev/Com 0
Utility (1,500,000) New Priority: 1 10 Yr Cap Plan Ref: 2022 WW3 - $800k PRELIMINARY
Justification: Budget is requested for the Digestion Facility, a new solids management component to the City's wastewater treatment process, which will be constructed at the new Byrns Road location north of Munson Pond. Following a preliminary design being completed in 2022, the City will engage a consultant to initiate the detailed design of the facility including site layout, system components, drainage coordination, road construction and environmental permitting. Indigenous Nation consultation will also be included to address archaeological and cultural issues. The work is expected to be completed by Winter 2024. 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 800,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (800,000)
Page 420
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Offsite & Oversize - Wastewater
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 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 offsite or oversize opportunities materialize, and is partially funded through the DCC program. The work is expected to be completed by end of 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 110,000
Other - Supports Base Business Reserve (55,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Renewal - Wastewater Mains and Facilities
Dev/Com 0
Utility (55,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2022 WW5 - $4.3M PRELIMINARY
Justification: Budget is requested for a number of renewal projects in the wastewater system: the Cedar Lift Station will be renewed to meet condition requirements and to accommodate the new park; sewer main renewals will include valve replacement on the Jim Bailey forcemain, the renewal and regrade of sewer along Royal Ave E, the renewal and regrade of sewer along Gore, Bath, Osprey, and Abbott south to West Ave, and the renewal of sewer along Francis St. in areas east of Pandosy; treatment and facility renewals will include replacing Supervisory Control and Data Acquisition (SCADA) equipment; and the old filter building will convert to storage. The works will be complete by Summer 2023. 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 4,265,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (4,265,000)
Page 421
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Sewer Lift Station SCADA Integration
New Priority: 1 10 Yr Cap Plan Ref: 2022 WW5 - $235k PRELIMINARY
Justification: Budget is requested for a new Supervisory Control and Data Acquisition (SCADA) package that will be implemented for the City's existing sanitary lift stations. The current package is coming of age and is no longer supported. Furthermore, the new system will incorporate the lift stations into the same SCADA system utilized at the wastewater treatment facility. The work is expected to be completed by end of 2022. The operation and maintenance budget will be minimal with this request and will be accommodated within the Wastewater Utility operating budget.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction: Asset Cost 235,000
Other - Supports Base Business Reserve 0
Borrow 0
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Burtch Trunk
Fed/Prov 0
Dev/Com 0
Utility (235,000) Renew Priority: 1 10 Yr Cap Plan Ref: 2022 WW5 - $1.3M PRELIMINARY
Justification: Budget is requested to repair or replace a significant section of the Burtch 600 mm concrete trunk. A recent closedcircuit television (CCTV) inspection report identified that the concrete trunk is experiencing pealing of the inside wall due to buildup of hydrogen sulfide. The work is expected to be completed by Summer 2023. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 1,250,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (1,250,000)
Page 422
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Commonage - Lift & Repair Waterlines/Curbstops
Renew Priority: 1 10 Yr Cap Plan Ref: Not included WW5 PRELIMINARY
Justification: Budget is requested to address issues with the 14 water curb stops at the back of the asphalt pad at the Commonage site. The infrastructure would be lifted and re-set and additional lock blocks and a pathway would be installed to better protect these assets. This work would be completed by the Fall of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 100,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (33,000)
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Commonage - Quonset Mix Building Envelope Renewal
Utility (67,000) Renew Priority: 1 10 Yr Cap Plan Ref: Not included WW5 PRELIMINARY
Justification: Budget is requested for the renewal of the original membrane cover on the Quonset Mix Building at the Regional Compost Facility. Included in this request is funding for the cleaning and preparation of the building and to repair some ancillary infrastructure. This work is scheduled to be completed by the Fall of 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 250,000
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com (83,000)
Utility (167,000)
Page 423
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Rialto (SCA 16) Sewer Connection Project
New Priority: 1 10 Yr Cap Plan Ref: 2022 WW6 -$670k PRELIMINARY
Justification: Budget is requested for all properties on septic within the Rialto Sewer Connection Area 16 to be serviced on new sewer collection main. The project will be designed and constructed over three years using Investing in Canada Infrastructure Program grant funds and sewer connection area reserves. The work is expected to be completed by Winter 2023. 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 670,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (180,900)
Borrow 0
Fed/Prov (489,100)
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Rose Ave Lift Station Odour Control System
Dev/Com 0
Utility 0 Renew Priority: 1 10 Yr Cap Plan Ref: Not included WW6 PRELIMINARY
Justification: Budget is requested for equipment to improve air quality at the Rose Ave lift station control facility to meet air quality standards and achieve reasonable working conditions. The project is expected 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 50,000
Environmental protection - Emergency response & preparation Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (50,000)
Page 424
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Rutland Centre (SCA 22) Sewer Connection Project
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 WW6 - $479k PRELIMINARY
Justification: Budget is requested for all properties on septic within Rutland Sewer Connection Area 22 to be serviced on new sewer collection main. The project will be designed and constructed over three years using Investing in Canada Infrastructure Program grant funds and sewer connection area reserves. Expected completion is Q4, 2024.
Project Driver:
Level of service enhancements (functional efficiency and levels of service increases).
Strategic Direction:
Environmental protection - Greenhouse gas emissions are decreasing
Asset Cost Reserve 10,750,000 (2,902,500) Operating Impact: 2022 2023 2024
Cost 700 15,000 15,000
Borrow 0
Fed/Prov (7,847,500)
Dev/Com 0
Utility 0
Rutland Centre (SCA 22) Sewer Connection Project Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (700) (15,000) (15,000)
Page 425
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 426
Solid Waste
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 428
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Solid Waste Capital - 305 Summary - General Fund Page Type
Description
Asset Cost
Reserve
300,000
(300,000)
300,000
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
0
(300,000)
0
0
0
0
0
Solid Waste Capital - Priority 1 430 Growth Automated Collection Curbside Carts SW1 - Equipment 430 Growth Landfill Site Preparation
2,500,000
(2,500,000)
0
0
0
0
0
431 Growth General Site Works and Investigations
100,000
(100,000)
0
0
0
0
0
SW2 - Site Improvement
2,600,000
(2,600,000)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
450,000
(450,000)
0
0
0
0
0
250,000
(250,000)
0
0
0
0
0
250,000
(250,000)
0
0
0
0
0
808,000
(808,000)
0
0
0
0
0
SW9 - Solid Waste Renewal
808,000
(808,000)
0
0
0
0
0
Cost Center Totals
4,408,000
(4,408,000)
0
0
0
0
0
Grand Total
4,408,000
(4,408,000)
0
0
0
0
0
431 Growth Landfill Gas & Leachate Recirculation Laterals SW3 - Gas Management 432 Renew Surface Water Bypass SW5 - Drainage & Groundwater Management 432 Renew Infrastructure Renewal
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 429
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Automated Collection Curbside Carts
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 SW1 - $300k PRELIMINARY
Justification: Budget is requested to purchase new curbside carts. This request is part of the City of Kelowna's curbside refuse, recycling and yard waste program. These new receptacles are necessary to address residential growth and the need for larger recycling and yard waste receptacles. This keeps an inventory of carts to renew end of life carts and maintain customer service. This work is expected to be completed by Fall 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
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: 2022 SW2 - $2.5M PRELIMINARY
Justification: Budget is requested to continue landfill site preparations initiated in 2021. The work includes site preparation in the north east area for the next phase of landfill liner construction 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 Fall 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:
Other - Supports Base Business
Asset Cost Reserve 2,500,000 (2,500,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 430
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 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: 2022 SW2 - $100k PRELIMINARY
Justification: Budget is requested for addressing the regulatory capital requirements recommended from the 2019 Design Operation and Closure Plan (DOCP). This includes a number of smaller consulting projects required to complete tasks in the Upgrading Plan to ensure compliance with the BC Landfill Guidelines. The work is anticipated to be completed in 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 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: 2022 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 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 450,000
Environmental protection - Greenhouse gas emissions are decreasing Reserve (450,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 431
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Surface Water Bypass
Renew Priority: 1 10 Yr Cap Plan Ref: 2025 SW5 - $250k PRELIMINARY
Justification: Budget requested to continue design and permitting of the Glenmore Landfill Surface Water Bypass system. This work would include consideration of water levels in and around Robert Lake to mitigate potential flooding in this water basin. The work would be completed by Fall of 2022. There are no operational or maintenance budget impacts related to this request.
Project Driver:
Health, life safety and regulatory compliance.
Strategic Direction: Asset Cost 250,000
Environmental protection - Resiliency & adaptability to climate change Reserve (250,000)
Borrow 0
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Infrastructure Renewal
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 SW9 - $460k PRELIMINARY
Justification: Budget is requested to complete the acquisition and installation of a replacement leachate circulation pump ($158k) and to re-build the backup compactor at the Glenmore landfill ($650k). The existing leachate pump is oversized and inefficient in managing this application. The new pump will be appropriately sized to manage this work better. The existing backup landfill compactor is nearing its hours of service and is due for replacement. A re-build will effectively extend the life of this machine by another 8000 hours ensuring operational continuity when the primary compactor is being serviced. The work is expected to be completed for both items in 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 808,000
Other - Supports Base Business Reserve (808,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 432
Storm Drainage
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Storm Drainage Capital - 306 Summary - General Fund Page Type
Description
Asset Cost
Reserve
8,250,000
(4,312,700)
1,000,000
(775,000)
9,250,000
(5,087,700)
120,000
Borrow
Grant
Other
Utility
Taxation
0 (3,300,000)
0
0
(637,300)
0
0
0 (225,000)
0
0 (3,300,000)
0 (225,000)
(637,300)
(39,500)
0
0
0
0
(80,500)
120,000
(39,500)
0
0
0
0
(80,500)
327,900
0
0
0
0
0
(327,900)
D3 - Storm Water Renewal
327,900
0
0
0
0
0
(327,900)
Cost Center Totals
9,697,900
(5,127,200)
0 (3,300,000)
0 (225,000)
(1,045,700)
Grand Total
9,697,900
(5,127,200)
0 (3,300,000)
0 (225,000)
(1,045,700)
Storm Drainage Capital - Priority 1 436 New
Mill Creek Flood Protection
436 Renew Knox Mountain Geotechnical Engineering D1 - Hydraulic Upgrading Program 437 New
Containment Devices D2 - Storm Drainage Quality Program
437 Renew Asset Renewal Projects
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 435
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Mill Creek Flood Protection
New
Priority: 1 10 Yr Cap Plan Ref: 2022 D1 - $8.2M
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 need is part of a seven year plan that accesses funding up to $22M of the Disaster Mitigation and Assistance Fund (DMFA) federal grant. This project element will include flood protection on City-owned areas along lower Mill Creek and investigations of the industrial corridor. The final designs all include a balanced approach that considers localized goals, flood protection needs, water quality improvements, and improving fish spawning habitat. The total project budget is to be expended 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 8,250,000 (4,312,700)
Borrow 0
Fed/Prov (3,300,000)
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Knox Mountain Geotechnical Engineering
Dev/Com 0
Utility 0
Taxation (637,300)
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 D1 - $1M PRELIMINARY
Justification: In 2020, Council reviewed a three-year plan to rehabilitate the slope above Knox Mountain Metals and below residential developments on Royal View Avenue. Conceptual designs and cost estimates have been prepared. This request is a continuation of the expanded civil works required to re-establish the slope to an acceptable safety factor for long-term protection of properties in the area. This work will include the removal of poor quality materials, import of structural fill and additional groundwater drainage collection and conveyance. The majority of the work is anticipated to be completed within the City-owned lands, with some land acquisition required depending on final design. Construction of this project will continue through 2022 into 2023. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 1,000,000
Other - Extraordinary or Unforeseen Obligation Reserve (775,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility (225,000)
Taxation 0
Page 436
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Containment Devices
New
Priority: 1 10 Yr Cap Plan Ref: 2023 D2 - $120k
PRELIMINARY
Justification: This project is to improve water quality entering creeks by installing stormwater quality facilities as part of the water treatment filtration deferral strategy and Integrated Stormwater Management. Budget is requested to modify the storm inlet and change Redlich Pond flow regimes to improve flows and water quality entering the pond. These changes reflect growing development in the Clifton Rd basin. Minimum required baseflows for Redlich pond are currently being assessed. The work will include upstream diversion works, nutrient reduction and containment. This project is being recommended to be advanced one year to accommodate increased flows from new development. The work is to be completed by end of 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 120,000
Other - Supports Base Business Reserve (39,500)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (80,500)
Department: Cost Center:
Capital Projects Storm Drainage Capital
Renew Priority: 1 10 Yr Cap Plan Ref: 2022 D3 - $310k
Title:
Asset Renewal Projects
PRELIMINARY
Justification: Budget is requested to 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 standard level of service. The projects identified for replacement in 2022 are the crossing of Gopher Creek at Garner Rd as it has reached the end of its service life and to replace the storm main on Eastbourne Rd as it has decreased capacity due to calcification. The work is to be completed by late fall 2022. There are no operation and maintenance budget impacts associated with this request.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 327,900
Other - Supports Base Business Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation (327,900)
Page 437
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Preliminary Budget Storm Drainage Capital - 306 Summary - General Fund Type
Description
Asset Cost
Reserve
150,000
0
Borrow
Grant
Other
Utility
0
0
0
0
Taxation
Storm Drainage Capital - Priority 2 Renew Small Dam Upgrades New
(150,000)
100,000
0
0
0
0
0
(100,000)
2,979,900
0
0 (1,192,000)
0
0
(1,787,900)
D1 - Hydraulic Upgrading Program
3,229,900
0
0 (1,192,000)
0
0
(2,037,900)
Cost Center Totals
3,229,900
0
0 (1,192,000)
0
0
(2,037,900)
Grand Total
3,229,900
0
0 (1,192,000)
0
0
(2,037,900)
Maquinna Road
Growth Mill Creek Flood Protection
OP - denotes capital request that has been moved to the operating section O&M – denotes capital request has operating & maintenance impacts included in the request
Page 438
2022
Financial Plan
Kelowna, British Columbia Carryover Budget - Volume 2
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 FINANCIAL PLAN
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Report to Council Date:
March 21, 2022
To:
Council
From:
City Manager
Subject:
2022 Financial Plan – Carryover Budget Volume
Department: Financial Planning
Recommendation: THAT the 2022 Financial Plan be increased by $10,318,300 to provide for operating carryover projects and $166,891,100 for capital carryover projects as summarized in Financial Plan – Carryover Budget Volume. Purpose: To present the 2022 Financial Plan – Carryover Budget Volume to Council for approval and inclusion into the 2022 Financial Plan. Background: The operating and capital projects listed in the 2022 Financial Plan – Carryover Budget Volume represents projects that were not able to be completed in 2021 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 2022. 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 2022, the carryover reason type External Event makes up for 59% of carryover value. This is largely due to the ongoing effects of the COVID-19 pandemic and weather delays which slowed the progress on many projects in 2021. With respect to the remainder of the projects, 19% are projects that were approved as multi-year, 8% had internal scheduling challenges, 7% caused by design delays, 4% for continued annual programming projects, 2% are awaiting grant information, and 1% are Council approved or have a policy that direct the carryover of remaining budget.
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2022 FINANCIAL PLAN
CITY OF KELOWNA
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 21 meeting, please advise the City Manager in advance and he will arrange for a division representative to be in attendance at the Council meeting. Considerations applicable to this report: Financial/Budgetary Considerations: A consolidated 2022-2026 Five-Year Financial Plan will be brought to Council for adoption by bylaw at Final Budget on April 25, 2022. This will immediately precede adoption of the 2022 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: J. Grills, Budget Supervisor Approved for inclusion:
G. Davidson, CPA, CMA Divisional Director Financial Services
Attachment: 1: 2022 Financial Plan – Carryover Budget Volume 2: 2022 Financial Plan – Carryover Budget Volume Presentation
Page 442
2022 FINANCIAL PLAN
CITY OF KELOWNA
CARRYOVER BUDGET Carryovers represent projects that were unable to be completed in 2021 due to various reasons and budget is requested to be carried over into the following year to allow for continuation of the project. In 2022, the total value of the Carryover volume is $177.2M. This will increase the 2022 operating program by $10.3M and capital program by $166.9M with no effect on taxation as these projects were previously approved by Council. Some of the projects helping to advance Council | Corporate Priorities and the Imagine Kelowna vision are: • Social & Inclusive – Strengthening Communities to support unsheltered homeless populations and address related community impacts. • Transportation & Mobility – Design and construction of the Central Green pedestrian and cyclist overpass. • Vibrant Neighbourhoods – Development of Pandosy Waterfront Park to create an urban lakefront, paddle sport launch area, pedestrian promenade and redevelopment of shoreline. • Economic Resiliency – Continued expansion and enhancement of the Kelowna International Airport through the Soaring Beyond program. • Environmental Protection – Mill Creek flood protection multi-year project continues with design and construction to create the conditions to safely pass flood events to Okanagan Lake.
Carryover request three-year comparison ($ millions) The table below splits the last three years of carryovers between operating, capital, general fund and utility funds.
Total Carryover Operating
2022 $177
2021 $173
2020 $126
$10 = 6%
$8 = 5%
$7 = 6%
$167 = 94%
$165 = 95%
$119 = 94%
General Fund
$87 = 49%
$73 = 42%
$71 = 56%
Utility Funds
$90 = 51%
$100 = 58%
$55 = 44%
Capital
The overall Carryover value has increased from 2021 most notably in the General Fund. This is largely driven by the multi-year Strengthening Communities program. This program is expected to be completed in 2022 as grant funding was received in the Fall of 2021.
Page 443
2022 FINANCIAL PLAN
CITY OF KELOWNA
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. Program: An operating or capital project that is part of a larger annual program that has a list of projects that exceed the annual budget. Council Approved: 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 2022.
Carryover Value by Reason Type External Event 59% Multi-Year 19% Scheduling Demands 8% Design Option 7% Program 4% Awaiting Grant Information 2% Council Approved or Policy 1% Total $177.2M
The External Event carryover reason type makes up the greatest value of requests in 2022. This is largely due to the ongoing effects of the COVID-19 pandemic and weather delays which slowed the progress on many projects in 2021. The second reason type with the greatest value of carryovers is multi-year as many 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.
Page 444
2022 FINANCIAL PLAN
CITY OF KELOWNA
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 Project Amount
Funding Source
Original Budget Year
Expected Completion
PEOPLE Peer Navigators Capacity Building: Health Canada Grant H2O Adventure Fitness Centre Operating Model Review Journey Home Transition Active Living & Culture Total Business Continuity COVID Response Overnight Sheltering Strengthening Communities Grant Funding Diversity & Inclusion Strategic Plan Project Corporate & Protective Services Total AI/Chatbot Development Approvals Program Corporate Strategic Services Total PS 3280 Asset Retirement Obligation Standard Financial Services Total Time Series Data Extraction from SCADA Preliminary Design Program Area Based Water Management Plan Community Wildfire Protection Funding Regional Goods Movement Study Okanagan Rail Trail Operational Activities Samurai Court Slope Stability Infrastructure Total Parkinson Rec Centre/SD23 Partnership
356,500
FED/PROV
2020
2023
50,000 68,700 475,200 200,000 156,200 2,115,100 150,000 2,621,300 234,700 234,700 40,000 40,000 107,800 145,300 402,600 20,600 75,000 19,700 17,000 788,000 41,700
FED/PROV FED/PROV
2021 2021
2023 2023
RESERVE RESERVE FED/PROV RESERVE
2020 2021 2021 2021
2022 2022 2022 2022
FED/PROV
2021
2023
RESERVE
2021
2022
RES/UTIL RESERVE RES/UTIL FED/PROV RESERVE RESERVE RESERVE
2019 2021 2020 2020 2021 2020 2021
2022 2022 2022 2022 2022 2022 2022
RESERVE
2018
2022
Parks Master Plan Buildings Masterplan Performing Arts Centre Feasibility & Partnerships Partnerships & Investments Total Champion of the Environment Term Position Climate Action Plan Healthy City Strategy (Equity Framework) Home Energy Retrofit Feasibility Study Housing Reserve Fund Infill Housing Development Approvals Program North End Area Plan Partnership and Research Planning & Development Services Total Total multi-year operating projects
110,300 125,000 20,100 297,100 89,200 255,400 22,900 34,700 240,000 142,400 132,500 3,700 920,800 5,377,100
RESERVE RESERVE RESERVE
2020 2021 2021
2023 2023 2022
RESERVE FED/REC/RES FED/RES FED/PROV RESERVE FED/PROV RES/REV RESERVE
2021 2018 2021 2021 2020 2021 2021 2021
2023 2022 2022 2022 2022 2023 2022 2022
Page 445
2022 FINANCIAL PLAN
CITY OF KELOWNA
Multi-year capital projects
Art Walk Extension City Hall - Envelope Renewal, Study & Design City Hall Improvements Phase IV and V Parkinson Recreation Centre - Building Replacement Design Building Capital Total City Park Promenade Design and Construction - Phase 2 Shoreline Restoration - Flood Damage Ballou Park (DCC) Mission Recreational Park Artificial Turf Replacement Tower Ranch Park #1 (DCC) Parks Capital Total Houghton 1 DCC (Nickel - Rails with Trails), ATC Hwy.97/Leckie Road Intersection Improvements Street Light Renewal - LED Retrofit Transportation Capital Total Compost Facility, Biosolids Leachate Containment Commonage - Pavement Repairs Drainage & Groundwater Management Solid Waste Capital Total Mill Creek Flood Protection Millbridge Park - Bridge Removal and Design Storm Drainage Capital Total Asset Management System Records and Information Management System Information Services Capital Total Airport Convair Way Parking Lot Upgrades Airport Roof Replacement Program Airport - 4150 Old Vernon Road Acquisition Airport Capital Total Skyline PS - Station Upgrade Safety Issues Water Capital Total Renewal - Wastewater Mains and Facilities Wastewater Capital Total Total multi-year capital projects
Project Amount 30,200 159,400 4,586,400
Funding Source RESERVE RESERVE RESERVE
10Y Capital Plan Ref B2 B3 B3
Original Budget Year 2017 2021 2021
Expected Completion 2023 2022 2023
1,294,600 6,070,600
RESERVE
B1
2021
2023
1,697,200 440,200 1,494,500
RESERVE RESERVE RESERVE
P6 P7 P3
2020 2020 2021
2022 2022 2022
14,800 404,000 4,050,700
RESERVE RESERVE
P5 P3
2021 2021
2022 2022
2,470,900
RES/FED/PROV
T2
2018
2022
1,118,100 772,300 4,361,300
RES/DEV/PROV RESERVE
T4 T4
2021 2020
2022 2023
166,900 345,000 50,000 561,900 4,603,500 68,900 4,672,400 416,300
DEV/UTILITY DEV/UTILITY RESERVE
SW4 SW6 SW5
2018 2020 2020
2022 2022 2022
RES/FED RES/FED
D1 D1
2019 2021
2027 2022
RES/UTILITY
I3
2017
2022
610,600 1,026,900 2,501,400 1,618,900 52,700 4,173,000 724,600 724,600 3,541,000 3,541,000 29,182,400
RESERVE
I3
2018
2023
RESERVE RESERVE RESERVE
A2 A3 A2
2019 2018 2020
2022 2023 2022
RESERVE
W6
2021
2022
RESERVE
WW5
2021
2022
Page 446
2022 FINANCIAL PLAN
CITY OF KELOWNA
Summary of program projects Below are tables that list the program operating and capital projects that have been requested for carryover. These lists include the original year of budget for the project. These requests are not printed in detail in the Financial Plan and are part of a larger annual program that has a list of projects that exceed annual budget and will continue indefinitely.
Program operating projects
Regional Air Quality Dam Safety Reviews Community for All Improvement Program Miscellaneous Drainage Infrastructure Total Total program operating requests
Project Amount 282,900 30,600 37,300 76,900 427,700 427,700
Funding Source FED/RES/REV RESERVE RESERVE RESERVE
Original Budget Year 2020 2021 2021 2021
Program capital projects
Parking Equipment and Facilities Real Estate and Parking Capital Total Irrigation Infrastructure Renewal DCC Parkland Acquisition Knox Mountain Park Improvements Parks Capital Total Active Transportation Corridor Bridge Rehabilitation Crosswalk Safety - Signals and Flashers Roads Resurfacing Sidewalk Network Expansion Street Light Renewal Traffic Calming Traffic Signals and Roundabouts Transit - Equipment Renewal Transit - New Equipment Pedestrian and Road Safety Projects Roadway Urbanization Safe Routes to School Program Sidewalk and Bikeway Renewal Transit - Land Acquisition Transportation Capital Total Offsite & Oversize - Water Water Capital Total Offsite & Oversize Wastewater Wastewater Capital Total Total program capital projects
Project Amount 421,300 421,300 167,500 1,048,500 166,000 1,382,000 511,300 200,000 74,700 622,900 17,400 76,400 59,700 378,500 147,400 59,300 296,300 866,900 1,400 134,600 146,500 3,593,300 284,300 284,300 308,700 308,700 5,989,600
Funding Source RESERVE
10Y Capital Plan Ref L3
Original Budget Year 2021
RESERVE RESERVE RESERVE
P8 P1 P7
2021 2021 2021
RESERVE RESERVE RESERVE RESERVE RESERVE RESERVE RESERVE RESERVE RES/PROV RESERVE RESERVE RES/DEV RESERVE RESERVE RESERVE
T5 T4 T7 T4 T6 T4 T7 T8 T4 T9 T7 T3 T7 T4 T9
2020 2021 2021 2021 2021 2019 2021 2021 2021 2021 2020 2019 2021 2021 2021
RESERVE
W4
2020
RESERVE
WW4
2020
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CITY OF KELOWNA
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Operating Budget
2022 FINANCIAL PLAN
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2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Carryover Budget Summary - General Fund Page Description
Amount
Reserve
Borrow
Grant/Other
Revenue
Utility Reason
89,200
(89,200)
0
0
0
0 MULTIYEAR
255,400
(151,500)
0
(100,500)
(3,400)
0 MULTIYEAR
22,900
(8,000)
0
(14,900)
0
0 MULTIYEAR
Planning & Development Services Division ~ ~ ~
Champion of the Environment Term Position Climate Action Plan
~
Healthy City Strategy (Equity Framework) Home Energy Retrofit Feasibility Study
~
Housing Reserve Fund
34,700
0
0
(34,700)
0
0 MULTIYEAR
240,000
(240,000)
0
0
0
0 MULTIYEAR
48,600
(20,000)
0
(13,600)
(15,000)
142,400
0
0
(142,400)
0
0 MULTIYEAR
132,500
(99,800)
0
0
(32,700)
0 MULTIYEAR
42,800
(42,800)
0
0
0
1,008,500
(651,300)
0
(306,100)
(51,100)
458 Heritage Preservation & Adaptive ReUse 458 Land Strategy and Revitalization
46,700
(46,700)
0
0
0
0 SCHED
16,600
(16,600)
0
0
0
0 EXT EVENT
459 Provision of Shelter Services Optimization of Physical Locations 459 Energy Savings Program
45,500
(45,500)
0
0
0
0 DESIGNOPT
44,200
(14,200)
0
(30,000)
0
0 EXT EVENT
460 Technical Specification Development Buildings ~ Buildings Masterplan
72,200
(72,200)
0
0
0
0 DESIGNOPT
125,000
(125,000)
0
0
0
0 MULTIYEAR
460 Community Health Centre Public Art
19,200
(9,600)
0
0
(9,600)
461 Future Buildings Planning
42,000
(42,000)
0
0
0
0 SCHED
~
41,700
(41,700)
0
0
0
0 MULTIYEAR
110,300
(110,300)
0
0
0
0 MULTIYEAR
461 Microsoft Dynamics 365 Project SOW
17,100
(17,100)
0
0
0
0 EXT EVENT
~
20,100
(20,100)
0
0
0
0 MULTIYEAR
34,800
(34,800)
0
0
0
0 DESIGNOPT
21,500
(21,500)
0
0
0
0 EXT EVENT
656,900
(617,300)
0
(30,000)
(9,600)
Community Wildfire Protection Funding 463 Landfill - Leachate Collection Cleaning
20,600
0
0
(20,600)
0
0 MULTIYEAR
23,200
(23,200)
0
0
0
0 EXT EVENT
463 Landfill Gas Blower Maintenance
20,000
(20,000)
0
0
0
0 EXT EVENT
457 Infill Design ~ ~
Infill Housing Development Approvals Program North End Area Plan
457 OCP Update Division Total
0 SCHED
0 EXT EVENT 0
Partnerships & Investments Division
~
Parkinson Rec Centre/SD23 Partnership Parks Master Plan
Performing Arts Centre Feasibility & Partnerships 462 Operational Review and Assessment of Municipal Boating Facilities 462 Parking Strategy - Capri-Landmark Area Plan Development Division Total
0 EXT EVENT
0
Infrastructure Division ~
Page 451
2022 FINANCIAL PLAN
CITY OF KELOWNA
Page Description 464 Roberts Lake Environmental Management 464 Commonage - Odour Management Plan Update ~ Okanagan Rail Trail Operational Activities 465 Bylaw Update
Amount
Reserve
Borrow
Grant/Other
Revenue
Utility Reason
37,400
(37,400)
0
0
0
0 EXT EVENT
48,100
0
0
0
(16,100)
(32,000) EXT EVENT
19,700
(19,700)
0
0
0
0 MULTIYEAR
33,000
(33,000)
0
0
0
0 SCHED 0 MULTIYEAR
~
Preliminary Design Program
145,300
(145,300)
0
0
0
~
Regional Air Quality
282,900
(127,500)
0
(12,200)
(143,200)
0 PROGRAM
~
Community for All Improvement Program Miscellaneous Drainage
37,300
(37,300)
0
0
0
0 PROGRAM
76,900
(76,900)
0
0
0
0 PROGRAM
465 Water Integration Long-Range Plan
183,400
0
0
0
0
(183,400) SCHED
466 Avocet Wetland Restoration
150,000
0
0
0
(150,000)
0 SCHED
466 Low Carbon Transportation: Neighbourhood Bikeway Program 467 Major Employer Commute Trip Reduction - Pilot Program ~ Regional Goods Movement Study
50,000
(50,000)
0
0
0
0 SCHED
30,000
(30,000)
0
0
0
0 SCHED
75,000
(75,000)
0
0
0
0 MULTIYEAR
467 Transportation Master Plan Implementation ~ Area Based Water Management Plan
30,000
(30,000)
0
0
0
0 SCHED
~
402,600
(98,800)
0
0
0
468 Landfill - Stormwater and Property Planning 468 North End Industrial Area Servicing Plan ~ Samurai Court Slope Stability
50,000
0
0
0
(50,000)
0 EXT EVENT
56,800
0
0
0
0
(56,800) EXT EVENT
17,000
(17,000)
0
0
0
0 MULTIYEAR
469 Stormwater Basin Plan - Downtown
132,800
(132,800)
0
0
0
0 SCHED
16,800
(16,800)
0
0
0
0 SCHED
107,800
(36,200)
0
0
0
184,800
(184,800)
0
0
0
469 Survey Data Classification ~
Time Series Data Extraction from SCADA 470 ICIP Joint Study Project 470 Midtown Core Optimization
(303,800) MULTIYEAR
(71,600) MULTIYEAR 0 EXT EVENT
98,500
(98,500)
0
0
0
0 EXT EVENT
471 Orchard Park Exchange
152,800
(152,800)
0
0
0
0 EXT EVENT
471 Transit Maintenance Facility
153,100
(153,100)
0
0
0
0 EXT EVENT
0
0
0
0
0
0 MULTIYEAR
2,635,800
(1,596,100)
0
(32,800)
(359,300)
184,900
(184,900)
0
0
0
0 BASE POL
472 Cultural Plan Implementation
11,200
(11,200)
0
0
0
0 EXT EVENT
~
50,000
(50,000)
0
0
0
0 MULTIYEAR
68,700
0
0
(68,700)
0
0 MULTIYEAR
356,500
0
0
(356,500)
0
0 MULTIYEAR
449,000
(449,000)
0
0
0
0 BASE POL
40,000
(40,000)
0
0
0
0 EXT EVENT
1,160,300
(735,100)
0
(425,200)
0
0
~
* Climate Action Plan Division Total
(647,600)
Active Living & Culture Division 472 Community Grant Policy
~
H2O Adventure Fitness Centre Operating Model Review Journey Home Transition
~
PEOPLE Peer Navigators Capacity Building: Health Canada Grant 473 Event Support Policy 473 Sport League Management Software Division Total
Page 452
2022 FINANCIAL PLAN
CITY OF KELOWNA
Page Description
Amount
Reserve
Borrow
Grant/Other
Revenue
Utility Reason
Corporate & Protective Services Division Corporate Services ~
Business Continuity COVID Response
200,000
(200,000)
0
0
0
0 MULTIYEAR
474 ERM Professional Consulting Services
27,200
(27,200)
0
0
0
0 SCHED
474 Safety Management Software Project
17,100
(17,100)
0
0
0
0 SCHED
Diversity & Inclusion Strategic Plan Project
150,000
(150,000)
0
0
0
0 MULTIYEAR
Division Total
394,300
(394,300)
0
0
0
0
100,000
(100,000)
0
0
0
0 EXT EVENT
156,200
(156,200)
0
0
0
0 MULTIYEAR
2,115,100
0
0
(2,115,100)
0
0 MULTIYEAR
75,000
(75,000)
0
0
0
0 EXT EVENT
26,200
(26,200)
0
0
0
0 EXT EVENT
17,600
(17,600)
0
0
0
0 BASE C APP
2,490,100
(375,000)
0
(2,115,100)
0
0
477 Firehall Location Analysis
50,000
(50,000)
0
0
0
0 SCHED
477 Firefighter Uniforms, Personal Protective and Training Equipment 478 Volunteer Firefighters - Paid on Call Uniforms and PPE 478 Firefighter Ground Survival Course
70,900
(70,900)
0
0
0
0 EXT EVENT
47,300
(47,300)
0
0
0
0 EXT EVENT
13,600
(13,600)
0
0
0
0 EXT EVENT
181,800
(181,800)
0
0
0
0
17,200
(17,200)
0
0
0
0 EXT EVENT
234,700
0
0
(234,700)
0
0 MULTIYEAR
35,500
(35,500)
0
0
0
0 DESIGNOPT
14,800
(14,800)
0
0
0
0 BASE C APP
302,200
(67,500)
0
(234,700)
0
0
480 H2O Operations Value for Money
38,200
(38,200)
0
0
0
0 SCHED
~
40,000
(40,000)
0
0
0
0 MULTIYEAR
193,300
(193,300)
0
0
0
0 SCHED
36,700
(36,700)
0
0
0
0 EXT EVENT
~
Corporate & Protective Services Division Community Safety 475 Community Safety Plan Implementation ~ Overnight Sheltering ~
Strengthening Communities Grant Funding 475 Supportive Housing Community Inclusion 476 Bylaw Uniform Modernization Initiative 476 Community Safety Survey Division Total
Corporate & Protective Services Division Fire Department
Division Total
Corporate Strategic Services Division 479 Corporate Vision and Culture ~
AI/Chatbot Development Approvals Program 479 Strategy Software Implementation 480 Citizen Survey Division Total
Financial Services Division
PS 3280 Asset Retirement Obligation Standard 481 Financial Planning System and Process Review 481 Payroll System Improvements
Page 453
2022 FINANCIAL PLAN
CITY OF KELOWNA
Page Description
Amount
Reserve
Borrow
Grant/Other
Revenue
40,000
(40,000)
0
0
0
0 EXT EVENT
30,000
(30,000)
0
0
0
0 SCHED
142,400
(130,500)
0
0
0
(11,900) SCHED
66,900
0
0
0
0
(66,900) EXT EVENT
Division Total
587,500
(508,700)
0
0
0
(78,800)
Sub-Total
9,417,400
(5,127,100)
0
(3,143,900)
(420,000)
(726,400)
482 Enhancement of Corporate Purchasing Card Program 482 Unit 4 Business World Approval Workflow 483 20 Year Servicing Plan and DCC Bylaw Update 483 Kelowna Integrated Water Asset Management
Utility Reason
~ denotes request details not included in carryover volume * italics - denotes that this is a shared (part of another department) operating request
Page 454
2022 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Page Description
Amount
Reserve
Borrow
Grant/Other
Revenue
Utility Reason
Planning & Development Services Division ~
Heritage Strategy
6,000
(6,000)
0
0
0
0 SCHED
~
Partnership and Research
3,700
(3,700)
0
0
0
0 MULTIYEAR
9,700
(9,700)
0
0
0
0
Division Total Partnerships & Investments Division ~
Kelowna Cultural Facilities Masterplan
3,100
(3,100)
0
0
0
0 EXT EVENT
~
UBC Collaboration
8,500
(8,500)
0
0
0
0 EXT EVENT
11,600
(11,600)
0
0
0
0
9,800
(9,800)
0
0
0
0 EXT EVENT
10,000
(10,000)
0
0
0
0 SCHED
19,800
(19,800)
0
0
0
0
4,000
(4,000)
0
0
0
0 EXT EVENT
4,000
(4,000)
0
0
0
0
10,000
(10,000)
0
0
0
0 SCHED
7,400
(7,400)
0
0
0
0 EXT EVENT
17,400
(17,400)
0
0
0
0
4,500
(4,500)
0
0
0
0 EXT EVENT
2,600
(1,300)
0
0
(400)
(900) SCHED
Division Total
7,100
(5,800)
0
0
(400)
(900)
Grand Total
9,487,000
(5,195,400)
0
(3,143,900)
(420,400)
(727,300)
Division Total Infrastructure Division ~
Road Surface Ice Alert System
~
Bluebird Storm Pump Station Standby Pump Division Total
Active Living & Culture Division ~
Community Shelter Plan Division Total
Corporate & Protective Services Division Corporate Services Silica Dust ~ ~
Long Service Awards Division Total
Financial Services Division ~ ~
Business Partner Model Implementation Asset Management Consulting Support
~ denotes request details not included in carryover volume * italics - denotes that this is a shared (part of another department) operating request
Page 455
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Carryover Budget Summary - Utility Funds Page Description
Amount
Reserve
Borrow
Grant/Other
Revenue
Utility Reason
484 Emergency Response Plan Update Water 484 Poplar Point Electric Motor Replacement 485 Water Operations Supply Projects 2021
25,000
(25,000)
0
0
0
0 EXT EVENT
57,000
(57,000)
0
0
0
0 EXT EVENT
45,100
(45,100)
0
0
0
0 EXT EVENT
~
30,600
(30,600)
0
0
0
0 PROGRAM
50,000
(50,000)
0
0
0
0 EXT EVENT
125,400
(125,400)
0
0
0
0 SCHED
21,100
(21,100)
0
0
0
0 EXT EVENT
Water
Dam Safety Reviews
485 Pressure Reducing Valve Condition Assessment 486 Water Integration Planning 486 Waterwise Landscape Material Program 465 * Water Integration Long-Range Plan
0
0
0
0
0
0 SCHED
483 * 20 Year Servicing Plan and DCC Bylaw Update 483 * Kelowna Integrated Water Asset Management ~ * Area Based Water Management Plan
0
0
0
0
0
0 SCHED
0
0
0
0
0
0 EXT EVENT
0
0
0
0
0
0 MULTIYEAR
468 * North End Industrial Area Servicing Plan ~ * Time Series Data Extraction from SCADA
0
0
0
0
0
0 EXT EVENT
0
0
0
0
0
0 MULTIYEAR
354,200
(354,200)
0
0
0
0
255,100
(255,100)
0
0
0
0 EXT EVENT
98,400
(98,400)
0
0
0
0 EXT EVENT
12,800
(12,800)
0
0
0
0 EXT EVENT
110,800
(110,800)
0
0
0
0 EXT EVENT
0
0
0
0
0
0 EXT EVENT
0
0
0
0
0
0 SCHED
0
0
0
0
0
0 EXT EVENT
0
0
0
0
0
0 MULTIYEAR
Department Total
477,100
(477,100)
0
0
0
0
Grand Total
831,300
(831,300)
0
0
0
0
Department Total
Wastewater 487 Wastewater Treatment Succession Planning Positions 487 Burtch Sewer Condition Assessment 488 Sewer Connection Area Bylaw Review 488 Sewer Lift Station Condition Assessment 464 * Commonage - Odour Management Plan Update 483 * 20 Year Servicing Plan and DCC Bylaw Update 468 * North End Industrial Area Servicing Plan ~ * Time Series Data Extraction from SCADA
~ denotes request details not included in carryover volume * italics - denotes that this is a shared (part of another department) operating request
Page 456
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Planning & Development Services Policy & Planning
Title:
Infill Design
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: This project, originally scheduled to be complete in Q4 of 2021, has been extended and is now anticipated to be complete at the end of Q1 2022 due to additional time needed for internal consultation, and significantly more applications were received than expected requiring a longer review period.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2022
55,000 6,400 48,600
Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
48,600
(20,000)
0
(13,600)
0
(15,000)
0
Division: Department:
Planning & Development Services Policy & Planning
Title:
OCP Update
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The OCP Project Planner position is extended until the end of Q1, 2022, as the final adoption of the 2040 Official Community Plan has been delayed due to the delay in obtaining the required Minister of Agriculture sign-off. Further, internal engagement and implementation of the new OCP will extend into Q1 of 2022.
2021 Budget:
205,676
2021 Expenditures: Carryover Requested:
162,876
Strategic Direction:
2022
Expected Completion: Mar 2022
42,800 Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
42,800
(42,800)
0
0
0
0
0
Page 457
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Heritage Preservation & Adaptive Re-Use
Priority: 1
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 a significant state of disrepair, most notably the Cameron House and the Grist Mill Properties. The projects were delayed due to internal staffing changes. Staff will continue to explore adaptive re-use opportunities relating to these two sites in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
46,700 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
Division: Department:
Partnerships & Investments Real Estate
Priority: 1
Title:
Land Strategy and Revitalization
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to support a number of multi-year projects, including the Land Strategy and revitalization initiative. The projects were delayed due to external consultant staffing.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
16,600 0 16,600
Social & inclusive - Policy guides where the city invests resources
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
16,600
(16,600)
0
0
0
0
0
Page 458
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Provision of Shelter Services - Optimization of Physical Locations
Priority: 1
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.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
45,500 0 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
Division: Department:
Partnerships & Investments Building Services
Title:
Energy Savings Program
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Grant funding approval was delayed in 2021 which resulted in the start date of the project being pushed back. The work itself is weather dependent and it was decided to postpone the work until the spring which allows for a more accurate study. Carryover is requested to complete the Geoexchange Feasibility study.
2021 Budget:
245,801
2021 Expenditures: Carryover Requested:
201,601
Strategic Direction:
2022
Expected Completion: May 2022
44,200 Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
44,200
(14,200)
0
(30,000)
0
0
0
Page 459
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Partnerships & Investments Building Services
Title:
Technical Specification Development - Buildings
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: As the City continues to build more facilities, the requirement for a set of standards/specifications for buildings projects has become apparent. Carryover 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
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
75,000 2,800 72,200
Clear direction - Services, processes & business activities are transformed
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
72,200
(72,200)
0
0
0
0
0
Division: Department:
Partnerships & Investments Parks & Buildings Planning
Priority: 1
Title:
Community Health Centre Public Art
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to cover the legal fees for the associated statutory right of way which remains outstanding. If any surplus remains after this work, 50% would need to be returned to our partner in the project.
2021 Budget:
41,400
2021 Expenditures: Carryover Requested:
22,200
Strategic Direction:
2022
Expected Completion: Mar 2022
19,200 Vibrant neighbourhoods - Key sites are proactively planned
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
19,200
(9,600)
0
0
0
(9,600)
0
Page 460
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Partnerships & Investments Parks & Buildings Planning
Title:
Future Buildings Planning
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to meet contractual commitments for consultants to complete buildings conditions assessments on several municipal properties in preparation for the Strategic Facilities Masterplan. This work was not completed in 2021 due to minimal staff resources.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
42,000 0 42,000 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
42,000
(42,000)
0
0
0
0
0
Division: Department:
Partnerships & Investments Partnerships Office
Priority: 1
Title:
Microsoft Dynamics 365 Project SOW
Reason: External Event ONE-TIME CARRYOVER
Justification: The City of Kelowna has engaged CRM Dynamics to help implement Microsoft Dynamics 365. Sharing the initial set up with the previously defined scope of Dynamics Marketing, this will save time and costs in this phase. This solution will also give the team at The City of Kelowna the ability to manage all relationships, partnerships, and entrepreneurs. This project commenced late 2020 and was delayed due to external consultant staffing.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
20,000 2,900 17,100 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
17,100
(17,100)
0
0
0
0
0
Page 461
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Partnerships & Investments Real Estate
Title:
Operational Review and Assessment of Municipal Boating Facilities
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: Carryover is requested to complete Phase one of this project. The effective operation and management of the City's three primary boat launch facilities (Cook Road, Water St and Sutherland Ave) has become increasingly challenging as a result of ever increasing marine traffic on Okanagan Lake. A holistic review of municipal boating facilities and operating models is underway to ensure this service is delivered in a cost-effective manner for the maximum benefit of our community. Based on initial public feedback, the project scope has been adjusted accordingly.
2021 Budget:
50,000
2021 Expenditures: Carryover Requested:
15,200
Strategic Direction:
2022
Expected Completion: Jul 2022
34,800 Vibrant neighbourhoods - Accessible and multi-purpose amenities
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
34,800
(34,800)
0
0
0
0
0
Division: Department:
Partnerships & Investments Real Estate
Priority: 1
Title:
Parking Strategy - Capri-Landmark Area Plan Development
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. Initial collection of occupancy data was completed in fall 2020, however the project has been slowed due to pandemic impacts on parking demand. Carryover of this budget will allow development of the detailed area plan to continue in 2022, once parking usage/demand patterns normalize.
2021 Budget:
39,000
2021 Expenditures: Carryover Requested:
17,500
Strategic Direction:
2022
Expected Completion: Jul 2022
21,500 Transportation & mobility - Investments are connecting high density areas
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
21,500
(21,500)
0
0
0
0
0
Page 462
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Landfill - Leachate Collection Cleaning
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested due to difficulties in acquiring a qualified contractor in 2021. A contractor has now been hired, and work will be completed in the Spring when the weather is better to allow access. These funds are to clean leachate collection pipes.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Jul 2022
25,000 1,800 23,200
Economic resiliency - Infrastructure deficit is reduced
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
23,200
(23,200)
0
0
0
0
0
Division: Department:
Infrastructure Utility Services
Priority: 1
Title:
Landfill Gas Blower Maintenance
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested as parts are on backorder which has delayed the project and will be installed upon receipt.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
20,000 0 20,000
Environmental protection - Greenhouse gas emissions are decreasing
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
20,000
(20,000)
0
0
0
0
0
Page 463
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Roberts Lake Environmental Management
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested as flooding delayed the work. This work will be completed in 2022 and included with the water license application.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
37,400 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
Division: Department:
Infrastructure Utility Services
Priority: 1
Title:
Commonage - Odour Management Plan Update
Reason: External Event ONE-TIME CARRYOVER
Justification: The Odor Management Plan Update is a Ministry of Environment Permit Requirement. This Plan will be completed by March 2022, and was delayed due to the new system implementation which was impacted by the hardware/software supplier. The cost is shared with the City of Vernon and the City's wastewater utility.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2022
50,000 1,900 48,100 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
48,100
0
0
0
0
(16,100)
(32,000)
Page 464
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Bylaw Update
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to finalize transportation updates to the Kelowna Bylaw 7900. Schedule 4 of the bylaw provides design and construction standards for transportation infrastructure in the city. Through 2021, a joint staff/consultant team undertook a technical review of the existing bylaw and updated technical standards, cross-sections and drawings to address priority issues, updated engineering practices and to align with the goals and objectives of the Official Community Plan and Transportation Master Plan. The majority of this review is complete but work will extend into 2022 as the complexity and time required for technical reviews with other departments was longer than expected. Following the creation of a draft bylaw, it will move forward to external stakeholder engagement in mid-2022. 2021 Budget:
99,200
2021 Expenditures: Carryover Requested:
66,200
Strategic Direction:
2022
Expected Completion: Jun 2022
33,000 Community Safety - Data and analysis is used to understand problems & target responses
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
33,000
(33,000)
0
0
0
0
0
Division: Department:
Infrastructure Infrastructure
Priority: 1
Title:
Water Integration Long-Range Plan
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested as part of the larger Water Integration Plan. Work in 2021 was not completed as staff focused more on the Area Based Water Management Planning component and completion of the SEKID/SOMID project. These components lead into the Water Integration Long Range Plan. The City expects to be working with the Improvement Districts and working on the final plan throughout 2022 and 2023 with completion anticipated at the end of 2023.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2023
215,200 31,800 183,400
Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
183,400
0
0
0
0
0
(183,400)
Page 465
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Avocet Wetland Restoration
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested as work was not completed due to limited staffing resources. Resources are now available and this project will provide a detail design and regulatory approvals in order to provide suitable alternate habitat for the Avocet outside of Landfill operational limits.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
150,000 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 Integrated Transportation
Priority: 1
Title:
Low Carbon Transportation: Neighbourhood Bikeway Program
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Project was delayed due to competing priorities for staff resources primarily Transportation Master Plan (TMP) completion. Project launch anticipated in Q1 of 2022 following TMP endorsement.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2023
50,000 0 50,000
Transportation & mobility - More trips by transit, carpooling, cycling & walking
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
50,000
(50,000)
0
0
0
0
0
Page 466
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Major Employer Commute Trip Reduction - Pilot Program
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Project was delayed due to competing priorities for staff resources, primarily shared mobility program consuming more staff time than planned. Consultant selection and launch anticipated in Q1 of 2022 with project completion in 2023.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2023
30,000 0 30,000
Transportation & mobility - Travel times are optimized
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
30,000
(30,000)
0
0
0
0
0
Division: Department:
Infrastructure Integrated Transportation
Priority: 1
Title:
Transportation Master Plan Implementation
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: This is a multi-year project anticipated for Council endorsement in Q1 of 2022. Endorsement in Q4 of 2021 was planned, but pushed to a later agenda to allow time to incorporate comments from new staff and a busy Council agenda. 2022 will consist of finalizing the Transportation Master Plan (TMP), TMP website, and promotional activities.
2021 Budget:
147,600
2021 Expenditures: Carryover Requested:
117,600
Strategic Direction:
2022
Expected Completion: Mar 2022
30,000 Transportation & mobility - More trips by transit, carpooling, cycling & walking
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
30,000
(30,000)
0
0
0
0
0
Page 467
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Landfill - Stormwater and Property Planning
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The project was initiated in Fall 2021 due to internal discussions with the Province around scope of work to discharge stormwater to Brandts Creek. A new Provincial water license is required, which the City anticipates will take at least one year under normal conditions. With additional studies and monitoring, anticipated completion is 2023. A consultant is now selected and will move forward for completion in 2023.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2023
50,000 0 50,000
Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
50,000
0
0
0
0
(50,000)
0
Division: Department:
Infrastructure Utility Services
Priority: 1
Title:
North End Industrial Area Servicing Plan
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 the Okanagan Indian Band, Lake Country and development community continues into 2022, and may result in an memorandum of understanding (MOU). These continued discussions resulted in the project not being completed in 2021. Staff will require engagement, consultants, legal studies and discussions with different levels of government.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
58,400 1,600 56,800
Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
56,800
0
0
0
0
0
(56,800)
Page 468
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Stormwater Basin Plan - Downtown
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested for this project as the request for quotation (RFQ) took longer than anticipated and an agreement was achieved in late Summer 2021. The work has now been initiated.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Aug 2022
150,000 17,200 132,800
Environmental protection - Resiliency & adaptability to climate change
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
132,800
(132,800)
0
0
0
0
0
Division: Department:
Infrastructure Utility Services
Priority: 1
Title:
Survey Data Classification
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 City has found a similar source of data from a third party vendor that provides useful layers of information that adds value to the LIDAR products and mapping. The work was not completed in 2021 due to prioritization of staff managing the effort.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2022
20,000 3,200 16,800
Clear direction - Services, processes & business activities are transformed
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
16,800
(16,800)
0
0
0
0
0
Page 469
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
ICIP Joint Study Project
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Budget was established in 2019 as a multi-year project to support the recently approved study and conceptual design of major transit infrastructure projects, Orchard Park Exchange, Mission Rec Exchange, Rutland Park & Ride/Mobility Hub, that are candidates for the Federal Investing in Canada Infrastructure Program (ICIP). This work began in early 2020 with the final phase of conceptual design estimated completion in late 2022. This project was not complete in 2021 as it supports the Midtown, Orchard Park, and Transit Maintenance Facility projects and is tied to their completion so is accordingly delayed to 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
188,300 3,500 184,800
Transportation & mobility - More opportunities to learn about transportation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
184,800
(184,800)
0
0
0
0
0
Division: Department:
Infrastructure Integrated Transportation
Title:
Midtown Core Optimization
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Budget was established in 2020 as a multi-year project to explore transit priority and transit investment in the Cooper Road, Springfield and Enterprise corridors in conjunction with the Midtown Exchange siting study, all to be completed in 2022. This study will allow for application under the Investing in Canada Infrastructure Program (ICIP), a federal grant program that could potentially fund up to 80% of approved transit improvement projects. This project was not complete in 2021 as land negotiations which defines the project are ongoing.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
99,700 1,200 98,500
Transportation & mobility - Travel times are optimized
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
98,500
(98,500)
0
0
0
0
0
Page 470
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Integrated Transportation
Title:
Orchard Park Exchange
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Budget was established in 2020 as a multi-year project to develop preliminary design development for the Orchard Park Exchange, which has reached its capacity. This project will consider options to expand the exchange both on-site and on adjacent streets while also seeking to reduce delays for buses entering and departing the exchange. The study will be completed concurrently with studies underway for various other exchanges and is expected to be completed in late 2022. The project was not completed in 2021 due to complexities of project including discussions regarding land impacts which are critical to project success.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
177,000 24,200 152,800
Transportation & mobility - More trips by transit, carpooling, cycling & walking
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
152,800
(152,800)
0
0
0
0
0
Division: Department:
Infrastructure Integrated Transportation
Title:
Transit Maintenance Facility
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Budget was established in 2020 as a multi-year project to advance preliminary site layout, facility design, site servicing, and costing to refine recommended site scope and cost for the replacement of the existing over-capacity Hardy Street facility. Study results will support future project phases and applications to the federal Investing in Canada Infrastructure Program (ICIP), under which up to 80% of approved transit improvement project costs may be funded. Slated for 2022 are the final project definition and funding proposal development. To be completed by late 2022. The project was not complete in 2021 as the ALR exclusion application approval was not achieved in 2021, however is anticipated to occur in 2022 which defines the project.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
175,000 21,900 153,100
Transportation & mobility - More trips by transit, carpooling, cycling & walking
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
153,100
(153,100)
0
0
0
0
0
Page 471
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Active Living & Culture Cultural Services
Title:
Community Grant Policy
Priority: 1
Reason: Policy ONE-TIME CARRYOVER
Justification: Per the Community Grant Policy No. 380, funds not expended in a focus area in any given year will be automatically carried over and retained for use in the same focus area in the subsequent year.
2021 Budget:
777,105
2021 Expenditures: Carryover Requested:
592,205
Strategic Direction:
2022
Expected Completion: Dec 2022
184,900 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
184,900
(184,900)
0
0
0
0
0
Division: Department:
Active Living & Culture Cultural Services
Title:
Cultural Plan Implementation
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to complete the following cultural plan implementation projects: The cultural plan report card project was initiated in the Fall of 2021 and work is well underway, however, completion is delayed to late Spring of 2022 in order to access final data including the COVID-19 impact from the prior year for inclusion in the final document. The creative sector storage space analysis project was delayed due to contractor availability. The program is expected to be caught up in 2022 and all funds fully expended including carryover.
2021 Budget:
23,200
2021 Expenditures: Carryover Requested:
12,000
Strategic Direction:
2022
Expected Completion: Jun 2022
11,200 Vibrant neighbourhoods - Animated parks & public spaces
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
11,200
(11,200)
0
0
0
0
0
Page 472
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 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.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
482,650 33,650 449,000 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
449,000
(449,000)
0
0
0
0
0
Division: Department:
Active Living & Culture Sport & Event Services
Priority: 1
Title:
Sport League Management Software
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested as the project was delayed due to anticipated legislative changes to software data storage requirements. These legislative changes have occurred and the project is ready to move forward. A software decision is anticipated for Q1 with full operation by Q4 of 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
40,000 0 40,000
Social & inclusive - Inclusivity and diversity are increasing
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
40,000
(40,000)
0
0
0
0
0
Page 473
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Risk Management
Title:
ERM Professional Consulting Services
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to complete this project as the consultant was unable to complete the full scope of the engagement due to the software vendor being pulled into a large national project for vaccine documentation delaying updates to the ERM application. A staff vacancy also hindered some aspects of the work which has now been filled.
2021 Budget:
39,000
2021 Expenditures: Carryover Requested:
11,800
Strategic Direction:
2022
Expected Completion: Jun 2022
27,200 Clear direction - Progress on results is measured, monitored & reported
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
27,200
(27,200)
0
0
0
0
0
Division: Department:
Corporate & Protective Services Corporate HR Department
Priority: 1
Title:
Safety Management Software Project
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Requesting to carryover the remaining funding to 2022 as this project is not complete. Project implementation occurred in 2021, however additional enhancement of City Works safety environment is required, but was not feasible until safety users became familiar with system capabilities and limitations in current form. Additional work required to enhance the user experience / improve functionality.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
25,398 8,298 17,100
People - Organizational values prepare us for the future
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
17,100
(17,100)
0
0
0
0
0
Page 474
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Community Safety Plan Implementation
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Due to fall 2020 Provincial Election and contractor management issues, development of the Community Safety Plan was delayed. Consequently, implementation is delayed. A final report to Council on the Plan is expected in early 2022. Implementation will commence once the plan is adopted.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
100,000 0 100,000 Community Safety - Residents feel safe
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
100,000
(100,000)
0
0
0
0
0
Division: Department:
Corporate & Protective Services Community Safety
Priority: 1
Title:
Supportive Housing Community Inclusion
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested as there was a delay in the grant application process and the issuance of the funds to the grant recipient for $50k. The project is now in progress with anticipated completion by end of 2022. Carryover is also requested for the remaining $25k for Crime Prevention Through Environmental Design (CPTED) training and initiatives to support new housing facilities opening in 2022. Carryover will allow for the project to complete the initial phase as well as further community rollout.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
75,000 0 75,000 Community Safety - Residents feel safe
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
75,000
(75,000)
0
0
0
0
0
Page 475
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Community Safety
Title:
Bylaw Uniform Modernization Initiative
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: An assessment of Bylaw Officer uniforms was completed in 2021 uncovering the need to modernize and standardize their "kit" for Officer health and safety. However, unforeseen global supply chain issues, aggravated provincially by floods and transportation interruptions, the Branch was unable to expend as planned in 2021. Carryover is requested to accomplish the initiative.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2022
31,900 5,700 26,200 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
26,200
(26,200)
0
0
0
0
0
Division: Department:
Corporate & Protective Services Community Safety
Title:
Community Safety Survey
Priority: 1
Reason: Council Approved ONE-TIME CARRYOVER
Justification: The Community Safety Survey (formerly Public Safety & Crime Survey) is conducted biannually. As such, funds are to be carried over every second year to complete the project and support data-driven decision making for council priorities.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
17,600 0 17,600
Community Safety - Data and analysis is used to understand problems & target responses
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
17,600
(17,600)
0
0
0
0
0
Page 476
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Fire Department
Title:
Firehall Location Analysis
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: A carryover of funding is being 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. Analytics were delayed due to an exceptionally busy year for major emergencies and delays in access to the City Analytics team.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Jun 2022
50,000 0 50,000
Community Safety - Data and analysis is used to understand problems & target responses
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
50,000
(50,000)
0
0
0
0
0
Division: Department:
Corporate & Protective Services Fire Department
Priority: 1
Title:
Firefighter Uniforms, Personal Protective and Training Equipment
Reason: External Event ONE-TIME CARRYOVER
Justification: A carryover is requested for orders that have been placed for firefighter uniforms and personal protective and training equipment but cannot be received in 2021 due to inventory shortages related to the COVID-19 pandemic. The uniforms and PPE items are part of a 5-year replacement cycle.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2022
70,900 0 70,900 Community Safety - Residents feel safe
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
70,900
(70,900)
0
0
0
0
0
Page 477
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Fire Department
Title:
Volunteer Firefighters - Paid on Call Uniforms and PPE
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Due to the long wildfire season and COVID-19, hiring of Paid on Call (POC) Firefighters and the procurement process for POC's personal protective equipment (PPE) was significantly delayed. A carryover is requested to fund 15 sets of POC Turn Out Gear, Goggles, Boots and Wildland Gear which have been ordered but delayed due to shipping interruptions and inventory availability.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2022
47,300 0 47,300 Community Safety - Residents feel safe
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
47,300
(47,300)
0
0
0
0
0
Division: Department:
Corporate & Protective Services Fire Department
Title:
Firefighter Ground Survival Course
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Due to the COVID-19 pandemic, the Master Instructors from International Association of Fire Fighters (IAFF) were not able to travel and the Ground Survival Training. A carryover is requested to ensure that the 4-day postponed training can take place, in addition to the regular annual training schedule.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2022
13,600 0 13,600 Community Safety - Residents feel safe
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
13,600
(13,600)
0
0
0
0
0
Page 478
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 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: Funds were earmarked to support the development of a Vision/Values based employee recognition program and associated storytelling in 2021. Due to additional unforeseen needs during the pandemic, development the program was delayed. A proposed program will be recommended to Leadership Q1 and expected to launch in 2022. Funds carried over will build foundational program pieces and associated storytelling will grow awareness among staff of the City's Vision and values, and support recruitment and employer brand efforts.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
17,300 100 17,200
Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
17,200
(17,200)
0
0
0
0
0
Division: Department:
Corporate Strategic Services Corporate Strategy & Performance
Title:
Strategy Software Implementation
Priority: 1
Reason: Design Option ONE-TIME CARRYOVER
Justification: The project was delayed due to vendor change mid-project. The funds will be used for corporate wide implementation, including consulting support from the vendor and data integration work which has a high degree of uncertainty for both demand and cost.
2021 Budget:
60,000
2021 Expenditures: Carryover Requested:
24,500
Strategic Direction:
2022
Expected Completion: Dec 2022
35,500 Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
35,500
(35,500)
0
0
0
0
0
Page 479
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate Strategic Services Community Communications
Title:
Citizen Survey
Priority: 1
Reason: Council Approved ONE-TIME CARRYOVER
Justification: A Council Resolution R904/17/11/06 directed staff to conduct the 2018 Citizen Survey in Fall 2018 to coincide with the new four-year Council term and that subsequent surveys be scheduled every two years. These funds will contribute to ongoing funding in 2022 to complete the project and support data-driven decision making for council priorities.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
14,800 0 14,800 Other - Council Resolution
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
14,800
(14,800)
0
0
0
0
0
Division: Department:
Financial Services Financial Services
Priority: 1
Title:
H2O Operations Value for Money
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The value for money review of the H2O Operations was delayed due to the availability of key staff, which postponed the start of the project. Staff are now in place and the project has commenced.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2022
39,150 950 38,200 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
38,200
(38,200)
0
0
0
0
0
Page 480
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 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 budget process and system improvements. Projects were delayed in 2021 due to staffing availability, however staff are in place to continue process improvement projects related to annual salary budgeting, reserves funding processes, and capital full-time equivalent positions.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Jun 2023
250,100 56,800 193,300
Clear direction - Services, processes & business activities are transformed
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
193,300
(193,300)
0
0
0
0
0
Division: Department:
Financial Services Deputy CFO
Priority: 1
Title:
Payroll System Improvements
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 continue with the consultant in Q2 of 2022 with completion targeted by year end.
2021 Budget:
68,400
2021 Expenditures: Carryover Requested:
31,700
Strategic Direction:
2022
Expected Completion: Nov 2022
36,700 Financial management - Lower value activities are improved or stopped
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
36,700
(36,700)
0
0
0
0
0
Page 481
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Financial Services Deputy CFO
Title:
Enhancement of Corporate Purchasing Card Program
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested as a new consultant was hired in 2021. Draft design is being tested but more time is needed to complete project.
2021 Budget:
52,900
2021 Expenditures: 2021 Budget Not Required: Carryover Requested:
5,195 7,705 40,000
Strategic Direction:
2022
Expected Completion: Jul 2022
Financial management - Lower value activities are improved or stopped
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
40,000
(40,000)
0
0
0
0
0
Division: Department:
Financial Services Deputy CFO
Priority: 1
Title:
Unit 4 Business World Approval Workflow
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: This project is nearly 100% complete in technical design but invoice and PO business process requires clean up to support the new automation. Staffing resources were unavailable in 2021 to complete this project; however will be available in 2022 with go live expected before Q4 of 2022.
2021 Budget:
56,500
2021 Expenditures: 2021 Budget Not Required: Carryover Requested:
19,543 6,957 30,000
Strategic Direction:
2022
Expected Completion: Sep 2022
Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
30,000
(30,000)
0
0
0
0
0
Page 482
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Financial Services Capital Budget and Asset Management
Title:
20 Year Servicing Plan and DCC Bylaw Update
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: The 20 Year Servicing Plan and DCC Bylaw update is a multi-year project. Carryover is requested as this project was delayed in order to align with the 2040 Official Community Plan (OCP) and Transportation Master Plan (TMP). Anticipated completion will be coordinated with the completion of the 2040 OCP and TMP in 2022.
2021 Budget:
243,000
2021 Expenditures: Carryover Requested:
100,600
Strategic Direction:
2022
Expected Completion: Dec 2022
142,400 Financial management - Cost to deliver services is quantified
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
142,400
(130,500)
0
0
0
0
(11,900)
Division: Department:
Financial Services Capital Budget and Asset Management
Priority: 1
Title:
Kelowna Integrated Water Asset Management
Reason: External Event ONE-TIME CARRYOVER
Justification: While completing the Asset Management Plan for the project requirements, it was identified that asset information on existing inherited assets is incomplete or missing entirely. Therefore, asset inventories must be collected and updated. Due to extreme weather in 2021, work was unable to be safely completed.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
75,500 8,600 66,900
Clear direction - Common understanding of future direction
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
66,900
0
0
0
0
0
(66,900)
Page 483
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Emergency Response Plan Update - Water
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Consulting services were intended to facilitate staff work groups in assessing operational risks and developing contingency plans. The work groups were put on hold with the directive to reduce in person meetings to comply with COVID-19 work protocols. The budget being requested to carryover has been reduced from $50k to $25k to account for alternative work methods and reducing staff involvement and facilitated work groups.
2021 Budget:
50,000
2021 Expenditures: 2021 Budget Not Required: Carryover Requested:
0 25,000 25,000
Strategic Direction:
2022
Expected Completion: Dec 2022
Environmental protection - Emergency response & preparation
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
25,000
(25,000)
0
0
0
0
0
Division: Department:
Infrastructure Utility Services
Priority: 1
Title:
Poplar Point Electric 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 of a 500 horsepower electrical motor is required. Carryover is requested due to COVID-19 supplier delays; equipment has not been delivered; however delivery is anticipated for early 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2022
57,000 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 484
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Water Operations Supply Projects 2021
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Budget was approved to address larger replacement or upgrade projects that could not be funded within the basic Water Supply operations/repair budgets. Carryover is requested as the following items were not completed in 2021 due to COVID-19 supplier delays and internal workload delays: 1. Replace altitude valve at Dilworth reservoir that has reached the end of service life (15.1k) 2. Condition assessment of Poplar Point and Cedar Creek buildings facilities ($20k) 3. Have supplier perform assessment and servicing of Ultraviolet Reactor. Should occur every 3 years ($10k)
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Mar 2022
50,000 4,900 45,100 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
45,100
(45,100)
0
0
0
0
0
Division: Department:
Infrastructure Utility Services
Priority: 1
Title:
Pressure Reducing Valve Condition Assessment
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is required as pressure reducing valves (PRV) have been identified for replacement. Due to COVID-19 impacts this project was delayed in 2021. This budget will be combined with new budget in 2022 to complete the work.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
50,000 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 485
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Water Integration Planning
Priority: 1
Reason: Scheduling Demands ONE-TIME CARRYOVER
Justification: Carryover is requested to be used in conjunction with the overall Kelowna Water Integration Plan budget to complete a number of water capital planning consultant studies to complete the Water Integration Plan. The work was not completed in 2021 as staff focused on the Area Based Water Management Plan. This project is now ready to move forward and will look at modifications to the Water Quality Enhancement Fund and associated bylaw to build reserves to achieve the long term budget needs.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
128,200 2,800 125,400
Environmental protection - Predictive modelling & forecasting
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
125,400
(125,400)
0
0
0
0
0
Division: Department:
Infrastructure Utility Services
Priority: 1
Title:
Waterwise Landscape Material Program
Reason: External Event ONE-TIME CARRYOVER
Justification: Project completion was delayed due to the rebate requirement to use a Qualified Water Efficient Landscaper (QWEL) contractor. Due to the limited number of QWEL contractors available there were a back-log of requests that could not be completed in 2021. Additional QWEL contractors are being trained by the City and anticipate completion by the end of 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
21,100 0 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 486
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Wastewater Treatment Succession Planning Positions
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: Budget was requested to provide funding for succession planning for key positions within wastewater operations. Funding would facilitate hiring new employees with trade skills (millwrights, electricians, etc.) into permanent full time positions to cover positions of current employees retiring in the near future. The program had delays due to a lack of suitable candidates. Carryover is requested as the City continues searching for candidates for this succession planning program.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Jun 2023
255,100 0 255,100 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
255,100
(255,100)
0
0
0
0
0
Division: Department:
Infrastructure Utility Services
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. This is a complicated area for construction and testing which created difficulties in obtaining a contractor in 2021. The City has now awarded the contract and work has commenced.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
98,600 200 98,400 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
98,400
(98,400)
0
0
0
0
0
Page 487
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Sewer Connection Area Bylaw Review
Priority: 1
Reason: External Event ONE-TIME CARRYOVER
Justification: The Memorandum of Understanding (MOU) between the City of Kelowna, the Okanagan Indian Band and District of Lake Country continues to be negotiated. Carryover is requested to complete the MOU and subsequent agreements that will require legal review.
2021 Budget:
50,000
2021 Expenditures: Carryover Requested:
37,200
Strategic Direction:
2022
Expected Completion: Dec 2022
12,800 Economic resiliency - City policies are enabling investment
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
12,800
(12,800)
0
0
0
0
0
Division: Department:
Infrastructure Utility Services
Priority: 1
Title:
Sewer Lift Station Condition Assessment
Reason: External Event ONE-TIME CARRYOVER
Justification: Carryover is requested to complete the sewer lift station condition assessment for the 12 existing lift station facilities under review. The project faced some timing delays during the procurement process causing a delay. The consultant continues with the assessment, and a final report is expected in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction:
2022
Expected Completion: Dec 2022
150,000 39,200 110,800 Other - Supports Base Business
Amount
Reserve
Borrow
Fed/Prov
Dev/Com
Revenue
Utility
110,800
(110,800)
0
0
0
0
0
Page 488
Capital Budget
2022 FINANCIAL PLAN
CITY OF KELOWNA
This page intentionally left blank.
Page 490
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Carryover Budget Summary - General Fund Page Type
Description
Amount
Reserve
Borrow
Grant
Other
Utility Reason
78,500
(78,500)
0
0
0
0 EXT EVENT
20,200
(20,200)
0
0
0
0 DESIGNOPT
58,500
(58,500)
0
0
0
0 SCHED
157,200
(157,200)
0
0
0
0
21,400
(21,400)
0
0
0
0 EXT EVENT
230,300 99,600
(230,300) (99,600)
0 0
0 0
0 0
0 SCHED 0 SCHED
421,300
(421,300)
0
0
0
0 PROGRAM
L3 - Parking Infrastructure
772,600
(772,600)
0
0
0
0
Cost Center Totals
929,800
(929,800)
0
0
0
0
321,200 230,000
(321,200) (230,000)
0 0
0 0
0 0
0 DESIGNOPT 0 SCHED
1,294,600
(1,294,600)
0
0
0
0 MULTIYEAR
80,000
(80,000)
0
0
0
0 SCHED
52,300
(52,300)
0
0
0
0 EXT EVENT
1,978,100
(1,978,100)
0
0
0
0
30,200 56,000
(30,200) (56,000)
0 0
0 0
0 0
0 MULTIYEAR 0 DESIGNOPT
B2 - Community and Cultural Buildings
86,200
(86,200)
0
0
0
0
Renew City Hall - Envelope Renewal, Study and Design ~ Renew City Hall Improvements Phase IV and V 505 Renew Police Services Building - Public Art 506 Renew Water St Firehall #2 - Repairs
159,400
(159,400)
0
0
0
0 MULTIYEAR
4,586,400
(4,586,400)
0
0
0
0 MULTIYEAR
72,400 95,500
(72,400) (95,500)
0 0
0 0
0 0
0 EXT EVENT 0 EXT EVENT
4,913,700
(4,913,700)
0
0
0
0
50,300
(50,300)
0
0
0
0 SCHED
335,200
(335,200)
0
0
0
0 EXT EVENT
195,000
(195,000)
0
0
0
0 DESIGNOPT
560,500
(560,500)
0
0
0
0 SCHED
Real Estate and Parking Capital 500 Renew Property Acquisition - 380 Harvey
Avenue 500 Growth Property Acquisition - Unit 301-1475 Ellis Street 501 Renew Property Acquisition of 1951 Cross Road L1 - General Land 501 Renew Downtown Parkades-Major
Maintenance 502 New Electric Vehicle Charging Stations 502 New Land Acquisition - Parkades and Strategic Initiatives ~ Renew Parking Equipment and Facilities
Building Capital 503 Renew H2O Boiler Replacement 503 New
Mission Recreation Park, Capital News Centre - Expansion ~ Renew Parkinson Recreation Centre Building Replacement Design 504 Renew Parks Infrastructure Renewal Washroom Renovations 504 New Rutland Centennial Park, Washroom B1 - Parks and Recreation Buildings ~
New
Art Walk Extension
505 Renew Kelowna Library Chiller and Boiler
Replacement
~
B3 - Civic/Protective Service Buildings 506 Renew Building Systems Automation &
Performance Optimization 507 Renew Civic/Protective Service Buildings Infrastructure Renewal 507 Renew Community and Cultural Buildings Infrastructure Renewal 508 Renew H2O Centre Heat Recovery Chiller Replacement
Page 491
2022 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Grant
Other
55,000
(55,000)
0
0
0
0 SCHED
129,800
(129,800)
0
0
0
0 DESIGNOPT
88,100
(88,100)
0
0
0
0 SCHED
298,900
(298,900)
0
0
0
0 SCHED
B7 - Renewal, Rehabilitation & Infra.
1,712,800
(1,712,800)
0
0
0
0
Cost Center Totals
8,690,800
(8,690,800)
0
0
0
0
1,048,500
(1,048,500)
0
0
0
0 PROGRAM
1,048,500
(1,048,500)
0
0
0
0
68,600
(68,600)
0
0
0
0 SCHED
68,600
(68,600)
0
0
0
0
1,494,500 404,000
(1,494,500) (404,000)
0 0
0 0
0 0
0 MULTIYEAR 0 MULTIYEAR
P3 - Neighbourhood Park Development
1,898,500
(1,898,500)
0
0
0
0
511 Renew Pandosy Waterfront Park, DCC City-
508 Renew Kelowna Community Theatre
Renewal 509 Renew Parks and Recreation Buildings Infrastructure Renewal 509 Renew Water St. Boat Launch Ramp Renewal 510 Renew Yards Chemical Storage
Utility Reason
Parks Capital ~
New
DCC Parkland Acquisition P1 - DCC Parkland Acquisition
510 New
Art Walk - Extension from Doyle to Queensway P10 - Urban Streetscape, Centres Dev,
~ ~
Growth Ballou Park (DCC) Growth Tower Ranch Park #1 (DCC)
511 New
5,080,300
(5,080,300)
0
0
0
0 EXT EVENT
wide Park Development Phase 1 Rutland Centennial Park - DCC Park Development
565,200
(565,200)
0
0
0
0 EXT EVENT
P4 - Community Park Development
5,645,500
(5,645,500)
0
0
0
0
44,100 3,320,900
(44,100) (3,320,900)
0 0
0 0
0 0
0 EXT EVENT 0 SCHED
14,800
(14,800)
0
0
0
0 MULTIYEAR
374,900
(374,900)
0
0
0
0 DESIGNOPT
3,754,700
(3,754,700)
0
0
0
0
199,800
(199,800)
0
0
0
0 EXT EVENT
1,697,200
(1,697,200)
0
0
0
0 MULTIYEAR
3,997,000
(1,067,000)
0 (2,930,000)
0
0 WAITGRAN
553,400
(553,400)
0
0
0 EXT EVENT
6,447,400
(3,517,400)
0 (2,930,000)
0
0
119,000
(119,000)
0
0
0
0 EXT EVENT
305,300
(305,300)
0
0
0
0 DESIGNOPT
166,000 440,200
(166,000) (440,200)
0 0
0 0
0 0
0 PROGRAM 0 MULTIYEAR
1,030,500
(1,030,500)
0
0
0
0
99,500
(99,500)
0
0
0
0 EXT EVENT
512 Renew Glenmore Recreation Park, Phase 3 512 Growth Mission Recreation - Softball
Diamonds (DCC) Renew Mission Recreational Park Artificial Turf Replacement 513 New Protective Netting - Construction ~
P5 - Recreation Park Development 513 Renew City Park - Improvements,
Waterfront Promenade Phase 3 ~ New City Park Promenade Design and Construction - Phase 2 514 Renew City Park, Phase 2 - Design & Construction 514 Growth Kerry Park - Future Phases (DCC) P6 - City-wide Park Development 515 Growth Canyon Falls Park, Parking Lot -
Construction 515 Growth Gopher Creek Linear Park - DCC Park Development ~ Renew Knox Mountain Park Improvements ~ Renew Shoreline Restoration - Flood Damage P7 - Linear/Natural Area Park Development 516 Renew Access For All Improvements
0
Page 492
2022 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
~
Renew Irrigation Infrastructure Renewal 516 Renew Sport Courts/Water Parks/Skate Parks Renewal & Replacements P8 - Renewal, Rehabilitation & Infra 517 New
Boyce-Gyro Park Public Art 517 Renew Kelowna Memorial Cemetery Improvements P9 - Capital Opportunities Partnership Cost Center Totals
Amount
Reserve
Borrow
Grant
Other
167,500 34,100
(167,500) (34,100)
0 0
0 0
0 0
0 PROGRAM 0 SCHED
301,100
(301,100)
0
0
0
0
87,800 298,400
(87,800) (298,400)
0 0
0 0
0 0
0 SCHED 0 SCHED
386,200
(386,200)
0
0
0
0
0
0
0 0
0 0
0 EXT EVENT 0 EXT EVENT
0
0
0 EXT EVENT
0
0
0 EXT EVENT
0
0
0 EXT EVENT
0
0
0 EXT EVENT
0
0
0
20,581,000 (17,651,000)
0 (2,930,000)
Utility Reason
Transportation Capital 518 Growth Clement 1 DCC (St. Paul - Graham) 518 Growth Gordon 1 DCC (Frost - South
297,700 1,842,900
(297,700) 0 (555,000) (1,287,900)
Perimeter), Road 519 Growth Hollywood 7 DCC (Sexsmith -
1,775,800
(1,775,800)
485,800
(485,800)
0
Appaloosa) Improvements 519 Growth McCulloch Area DCC (KLO/Hall/Spiers) 520 Growth South Perimeter 1 DCC (Gordon Dr Stewart 1), Road 520 Growth Stewart 3 DCC (Crawford-Swamp), Road
7,484,200 222,800
(222,800)
T1 - DCC Roads
12,109,200
(4,950,600)
234,400
(234,400)
0
0
0
0 EXT EVENT
320,800 131,600
(186,600) (131,600)
0 0
(134,200) 0
0 0
0 DESIGNOPT 0 DESIGNOPT
2,470,900
(81,700)
0 (2,389,200)
0
0 MULTIYEAR
444,800
(444,800)
0
0
0
0 DESIGNOPT
1,056,300
(1,056,300)
0
0
0
0 DESIGNOPT
4,658,800
(2,135,400)
0 (2,523,400)
0
0
99,900
(49,900)
0
0
(50,000)
0 EXT EVENT
99,800 866,900
0 (73,600)
0 0
(99,800) 0
0 (793,300)
0 SCHED 0 PROGRAM
T3 - Non-DCC Roads
1,066,600
(123,500)
0
(99,800)
(843,300)
0
Renew Bridge Rehabilitation ~ Growth Hwy.97/Leckie Road Intersection Improvements 524 Renew KLO Rd Mission Creek Bridge Replacement ~ Renew Roads Resurfacing ~ Renew Sidewalk and Bikeway Renewal ~ Renew Street Light Renewal ~ Renew Street Light Renewal - LED Retrofit 525 New Streetscaping in Urban Centers ~ Renew Transit - Equipment Renewal
200,000 1,118,100
(200,000) (443,800)
0 0 0 (200,000)
0 (474,300)
0 PROGRAM 0 MULTIYEAR
170,200
(170,200)
0
0
0
0 DESIGNOPT
622,900 134,600 76,400 772,300 393,600 147,400
(622,900) (134,600) (76,400) (772,300) (393,600) (81,200)
0 0 0 0 0 0
0 0 0 0 0 (66,200)
0 0 0 0 0 0
0 0 0 0 0 0
521 Growth Casorso 3 DCC (KLO Rd - Barrera 521 Growth 522 New ~
Renew
522 Growth 523 Growth
Rd), ATC Casorso 4 DCC (Raymer - KLO), ATC Dilworth DCC Active Transportation Corridor Houghton 1 DCC (Nickel - Rails with Trails), ATC Sutherland 1 DCC (Gordon - Burtch), ATC Sutherland 2 DCC (Lake - Gordon), ATC
T2 - DCC Roads - Active Transportation 523 Growth Burtch & Harvey Intersection
Improvements 524 Renew City of Kelowna Highway Signage ~ Renew Roadway Urbanization
~
0
(1,613,500) (5,870,700) 0 (7,158,600)
PROGRAM PROGRAM PROGRAM MULTIYEAR SCHED PROGRAM
Page 493
2022 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Amount
Reserve
T4 - Transportation System Renewal
3,635,500
(2,895,000)
525 Growth Abbott DCC (Rose Ave - Cedar Ave)
158,200
(158,200)
0
0
0
0 DESIGNOPT
511,300 142,400
(511,300) (142,400)
0 0
0 0
0 0
0 PROGRAM 0 EXT EVENT
168,000 81,100
(16,400) (81,100)
0 (151,600) 0 0
0 0
0 EXT EVENT 0 SCHED
T5 - Bicycle Network
1,061,000
(909,400)
0 (151,600)
0
0
527 Growth Central Green - Pedestrian Overpass
5,275,700 17,400
(5,275,700) (17,400)
0 0
0 0
0 0
0 EXT EVENT 0 PROGRAM
T6 - Sidewalk Network
5,293,100
(5,293,100)
0
0
0
0
Crosswalk Safety - Signals and Flashers ~ Renew Pedestrian and Road Safety Projects ~ New Traffic Calming 528 Growth Traffic Signal - Spall at Springfield
74,700
(74,700)
0
0
0
0 PROGRAM
296,300 59,700 121,700
(296,300) (59,700) (121,700)
0 0 0
0 0 0
0 0 0
0 PROGRAM 0 PROGRAM 0 SCHED
T7 - Safety and Operational Improvements
552,400
(552,400)
0
0
0
0
30,000 378,500
(30,000) (378,500)
0 0
0 0
0 0
0 SCHED 0 PROGRAM
408,500
(408,500)
0
0
0
0
146,500 59,300
(146,500) (59,300)
0 0
0 0
0 0
0 PROGRAM 0 PROGRAM
205,800
(205,800)
0
0
0
0
28,990,900 (17,473,700) ( 7,158,600) ( 3,041,000) (1,317,600)
0
Protected Bike Lane Project ~ New Active Transportation Corridor 526 Growth Central Green - Hwy 97 Right Turn Lane to Pandosy 526 Renew Okanagan Rail Trail 527 New Okanagan Rail Trail - Connection to Waterfront Park Pathway
~
~
New
Sidewalk Network Expansion
New
528 Growth Intelligent Transportation Systems ~
Growth Traffic Signals and Roundabouts T8 - Traffic Control Infrastructure
~ ~
New New
Transit - Land Acquisition Transit - New Equipment T9 - Transit Facilities Cost Center Totals
Borrow
Grant
Other
0 (266,200)
(474,300)
Utility Reason 0
Solid Waste Capital 529 Growth General Site Works and
130,900
(130,900)
0
0
0
0 SCHED
Investigations 529 Growth Landfill Site Preparation
922,900
(922,900)
0
0
0
0 SCHED
1,053,800
(1,053,800)
0
0
0
0
172,300
(172,300)
0
0
0
0 DESIGNOPT
SW3 - Gas Management
172,300
(172,300)
0
0
0
0
Compost Facility, Biosolids Leachate Containment
166,900
0
0
0
(87,200)
(79,700) MULTIYEAR
SW4 - Leachate Management
166,900
0
0
0
(87,200)
(79,700)
50,000
(50,000)
0
0
0
0 MULTIYEAR
43,000
(43,000)
0
0
0
0 SCHED
93,000
(93,000)
0
0
0
0
66,500
0
0
0
(22,400)
(44,100) DESIGNOPT
345,000
0
0
0
(119,000)
(226,000) MULTIYEAR
SW2 - Site Improvement 530 New
~
~
New
New
530 New
Leachate and Landfill Gas Header
Drainage & Groundwater Management Landfill Drainage & Groundwater Management
SW5 - Drainage & Groundwater Management 531 New ~
Commonage - Exterior Biosolids Tipping Bay Growth Commonage - Pavement Repairs
Page 494
2022 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Grant
Other
Commonage - Pond Pump Kiosk
100,000
0
0
0
(33,300)
SW6 - Recycling & Waste Management
511,500
0
0
0
(174,700)
108,500 2,505,900
(108,500) (2,505,900)
0 0
0 0
0 0
0 SCHED 0 EXT EVENT
2,614,400
(2,614,400)
0
0
0
0
75,100
(75,100)
0
0
0
0 EXT EVENT
SW9 - Solid Waste Renewal
75,100
(75,100)
0
0
0
0
Cost Center Totals
4,687,000
(4,008,600)
0
0
(261,900)
(416,500)
1,281,600
(1,038,300)
0
0
0
(243,300) DESIGNOPT
4,603,500 68,900
(2,887,400) (40,200)
0 (1,716,100) 0 (28,700)
0 0
0 MULTIYEAR 0 MULTIYEAR
5,954,000
(3,965,900)
0 (1,744,800)
0
131,500
(131,500)
0
0
0
0 SCHED
131,500
(131,500)
0
0
0
0
301,500
(301,500)
0
0
0
0 SCHED
D3 - Storm Water Renewal
301,500
(301,500)
0
0
0
0
Cost Center Totals
6,387,000
(4,398,900)
0 (1,744,800)
0
(243,300)
10,200
(10,200)
0
0
0
0 EXT EVENT
10,200
(10,200)
0
0
0
0
416,300 41,300
(274,100) (41,300)
0 0
0 0
0 0
(142,200) MULTIYEAR 0 EXT EVENT
59,800 1,031,700
(59,800) (1,031,700)
0 0
0 0
0 0
0 EXT EVENT 0 DESIGNOPT
537 Renew Major Systems Projects -
41,300
(41,300)
0
0
0
0 EXT EVENT
Web/Service Request Records and Information Management System
610,600
(610,600)
0
0
0
0 MULTIYEAR
2,201,000
(2,058,800)
0
0
0
161,400
(161,400)
0
0
0
0 EXT EVENT
I4 - Communications Systems
161,400
(161,400)
0
0
0
0
Cost Center Totals
2,372,600
(2,230,400)
0
0
0
(142,200)
531 New
532 New
Road Construction
532 Growth Stockpiles and Reprocessing Areas
Utility Reason (66,700) SCHED (336,800)
Relocation SW7 - Landfill Area Development 533 Renew Landfill Infrastructure Renewal
Wheel Wash
Storm Drainage Capital 533 Renew Knox Mountain Geotechnical ~ ~
Engineering New Mill Creek Flood Protection Renew Millbridge Park - Bridge Removal and Design D1 - Hydraulic Upgrading Program
534 New
Containment Devices D2 - Storm Drainage Quality Program
534 Renew Lynrick Rd Culvert Replacement
(243,300)
Information Services Capital 535 Renew
Front Office Equipment (New Desktop Equipment) I1 - Front Office Equipment
~
Renew Asset Management System
535 Renew Class Registration Software
Replacement 536 Renew Major Systems - Data Analytics 536 Renew Major Systems Projects - Planning
and Permitting
~
New
I3 - Major System Projects 537 Renew Communications Networks
(142,200)
(Network Upgrades)
Page 495
2022 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Grant
Other
Utility Reason
4,657,700
(4,617,700)
0
0
0
(40,000) SCHED
F2 - Additional Vehicles / Equipment
4,657,700
(4,617,700)
0
0
0
(40,000)
Cost Center Totals
4,657,700
(4,617,700)
0
0
0
(40,000)
50,100
(50,100)
0
0
0
0 EXT EVENT
F1 - Vehicle / Equipment Renewal
50,100
(50,100)
0
0
0
0
Cost Center Totals
50,100
(50,100)
0
0
0
0
Vehicle & Mobile Equipment 538 Renew Equipment and Vehicle
Replacement
Fire Capital 538 Renew Fire Equipment
Sub-Total
77,346,900 (60,051,000) (7,158,600) (7,715,800) (1,579,500)
(842,000)
~ denotes request details not included in carryover volume
Page 496
2022 FINANCIAL PLAN
CITY OF KELOWNA
PROJECTS UNDER $10,000 Type
Description
Amount
Reserve
4,600
(4,600)
4,600
Borrow
Grant
Other
Utility Reason
0
0
0
0 SCHED
(4,600)
0
0
0
0
4,600
(4,600)
0
0
0
0
1,400
(1,400)
0
0
0
0 PROGRAM
1,400
(1,400)
0
0
0
0
1,400
(1,400)
0
0
0
0
77,352,900 (60,057,000) (7,158,600) (7,715,800) (1,579,500)
(842,000)
Building Capital Renew ~ Canyon Falls School Partnership B6 - Capital Opportunities and Partnerships Cost Center Totals Transportation Capital New ~
Safe Routes to School Program T7 - Safety and Operational Improvements Cost Center Totals Grand Total
~ denotes request details not included in carryover volume
Page 497
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Requests Carryover Budget Summary - Utility Funds Page Type
Description
Amount
Reserve
Borrow
Grant
Other
Utility Reason
60,000
(60,000)
0
0
0
0 EXT EVENT
60,000
(60,000)
0
0
0
0
52,700
(52,700)
0
0
0
0 MULTIYEAR
2,501,400
(2,501,400)
0
0
0
0 MULTIYEAR
117,500
(117,500)
0
0
0
0 EXT EVENT
A2 - Groundside
2,671,600
(2,671,600)
0
0
0
0
Renew Airport Roof Replacement Program
1,618,900
(1,618,900)
0
0
0
0 MULTIYEAR
A3 - Terminal
1,618,900
(1,618,900)
0
0
0
0
50,000 (50,000) 72,431,600 (72,431,600)
0 0
0 0
0 0
0 EXT EVENT 0 EXT EVENT
A4 - AIF
72,481,600 (72,481,600)
0
0
0
0
Cost Center Totals
76,832,100 (76,832,100)
0
0
0
0
Airport Capital 539 New
Airport - Small Capital A1 - Airside
~
Airport - 4150 Old Vernon Road Acquisition ~ Renew Airport Convair Way Parking Lot Upgrades 539 New Airport Groundside Equipment Replacement
~
New
540 Renew Airport Bridge Upgrades 540 Growth Soaring Beyond 2.5 Million
Passengers AIF Program
Water Capital 541 Growth Poplar Point to Dilworth Mountain
293,100
(293,100)
0
0
0
0 DESIGNOPT
293,100
(293,100)
0
0
0
0
284,300
(284,300)
0
0
0
0 PROGRAM
284,300
(284,300)
0
0
0
0
45,800 360,100
(45,800) (360,100)
0 0
0 0
0 0
0 SCHED 0 EXT EVENT
724,600
(724,600)
0
0
0
0 MULTIYEAR
124,800
(124,800)
0
0
0
0 EXT EVENT
1,255,300
(1,255,300)
0
0
0
0
73,400
(73,400)
0
0
0
0 DESIGNOPT
39,300 95,300 50,000 1,747,000
(20,700) (95,300) (50,000) (1,747,000)
0 0 0 0
0 0 0 0
0 0 0 0
(18,600) 0 0 0
2,005,000
(1,986,400)
0
0
0
(18,600)
338,400 176,200
(338,400) (176,200)
0 0
0 0
0 0
Transmission Upgrade Design W1 - DCC Pipes (Mains) ~
Growth Offsite & Oversize - Water W4 - DCC Reservoirs & Filling Stations
541 Renew Cast Iron Replacement Program 542 New
Poplar Point UV System Assessment and Modifications ~ Renew Skyline PS - Station Upgrade Safety Issues 542 Renew Water Meter Replacement - Stage 1 W6 - Network and Facility Renewal 543 Renew Chemical Storage Tank
Replacement - Kettle Valley UV Facility 543 Growth Hydro Excavator Parking Facility 544 Growth Kettle Valley Reservoir Upgrade 544 New Snow Runoff Hydrology 545 Growth South End Water Upgrades W7 - Network and Facility Improvements 545 Renew Dam Repairs 546 Renew Irrigation System Upgrades
EXT EVENT SCHED EXT EVENT DESIGNOPT
0 SCHED 0 SCHED
Page 498
2022 FINANCIAL PLAN
Page Type
CITY OF KELOWNA
Description
Amount
Reserve
Borrow
Grant
Other
Utility Reason
W8 - Irrigation Network Improvements
514,600
(514,600)
0
0
0
0
Cost Center Totals
4,352,300
(4,333,700)
0
0
0
(18,600)
962,800
(962,800)
0
0
0
0 DESIGNOPT
962,800
(962,800)
0
0
0
0
308,700
(308,700)
0
0
0
0 PROGRAM
308,700
(308,700)
0
0
0
0
3,541,000
(3,541,000)
0
0
0
0 MULTIYEAR
290,700
(290,700)
0
0
0
0 EXT EVENT
2,629,300
(2,629,300)
0
0
0
0 DESIGNOPT
621,300
(621,300)
0
0
0
0 EXT EVENT
WW5 - Network and Facility Renewal
7,082,300
(7,082,300)
0
0
0
0
Cost Center Totals
8,353,800
(8,353,800)
0
0
0
0
89,538,200 (89,519,600)
0
0
0
(18,600)
Wastewater Capital 546 New
Biosolids Management Phase I & Phase II
WW3 - DCC Wastewater Treatment Facilities ~
Growth Offsite & Oversize Wastewater WW4 - DCC Oversize
~
Renew Renewal - Wastewater Mains and Facilities 547 Renew Renewal - Wastewater Mains and Facilities - SCADA 547 Renew Sanitary Replacements & Lift Station Renewal DCC 548 Renew Wastewater Lift Station Renewal
Sub-Total
~ denotes request details not included in carryover volume
Page 499
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Property Acquisition - 380 Harvey Avenue
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included L1 CARRYOVER
Justification: Carryover is requested due to project delays, including but not limited to additional Ministry of Transportation and Infrastructure requirements for environmental cleanup. Survey and ongoing legal obligations are remaining to be completed in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 78,500
89,200 10,700 78,500
Expected Completion: Dec 2022
Vibrant neighbourhoods - Key sites are proactively planned Reserve (78,500)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Property Acquisition - Unit 301-1475 Ellis Street
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included L1 CARRYOVER
Justification: Carryover is requested to continue work on this project. Millwork improvements added to the scope of work late in 2021 which delayed the project from being complete in 2021.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 20,200
130,100 109,900 20,200
Expected Completion: Mar 2022
Other - Supports Base Business Reserve (20,200)
Borrow
Fed/Prov
Dev/Com
Utility
Page 500
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Property Acquisition of 1951 Cross Road
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included L1 CARRYOVER
Justification: Property acquired in late 2020 and due to staff shortage project was unable to move forward. Carryover is requested for costs associated with demolition which was included in the acquisition costs.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 58,500
58,800 300 58,500
Expected Completion: Dec 2022
Vibrant neighbourhoods - Key sites are proactively planned Reserve (58,500)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Downtown Parkades-Major Maintenance
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included L3 CARRYOVER
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. Carryover is requested to allow for the completion of work not completed in 2021. At the Library Parkade, this includes exterior masonry restoration and remaining epoxy injection (crack sealing) and coating work. Supply chain issues caused the delay of this project being completed in 2021.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 21,400
646,800 625,400 21,400
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (21,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 501
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Electric Vehicle Charging Stations
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included L3 CARRYOVER
Justification: Carryover of this budget is requested to allow for installation of Level one and two charging stations in 2022. Detailed planning and contract award is complete for a portion of this project, with work scheduled to begin by the end of January 2022. Staff vacancies and the need to focus on emerging issues led to a delay in tendering this work until late in 2021.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 230,300
245,000 14,700 230,300
Expected Completion: Oct 2022
Environmental protection - Greenhouse gas emissions are decreasing Reserve (230,300)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
Land Acquisition - Parkades and Strategic Initiatives
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: 2021 L3 - $100k CARRYOVER
Justification: Carryover 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, to support the purchase of land or technology to support emerging initiatives or to construct curb improvements/sidewalks to support parking/loading. This budget was not fully utilized in 2021 due to pandemic related impacts and internal staff shortages. Additionally, Council approved development of a curb space management strategy in 2022 which will help refine opportunities to utilize these funds. 2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 99,600
100,000 400 99,600
Expected Completion: Dec 2022
Transportation & mobility - Investments are connecting high density areas Reserve (99,600)
Borrow
Fed/Prov
Dev/Com
Utility
Page 502
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
H2O Boiler Replacement
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included B1 CARRYOVER
Justification: Carryover is requested to repair and replace the AHU (Air Handling Unit) that is corroded to the point of failure/decommission. Work could not be done until the boiler replacement was complete.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 321,200
382,200 61,000 321,200
Expected Completion: Sep 2022
Other - Extraordinary or Unforeseen Obligation Reserve (321,200)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Building Capital
Title:
Mission Recreation Park, Capital News Centre - Expansion
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included B1 CARRYOVER
Justification: Carryover is requested to honour existing contractural commitments and forthcoming consulting for the functional program and schematic design for the expansion of the Capital News Centre to provide two new ice sheets and additional sports facilities. The work was deferred so as not to conflict with the similar functional programming work for Parkinson Recreation Centre, as due to the availability of staffing resources.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 230,000
230,000 0 230,000
Expected Completion: Dec 2022
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (230,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 503
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Parks Infrastructure Renewal - Washroom Renovations
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included B1 CARRYOVER
Justification: Carryover is requested to complete design of the new changeroom for Rotary Beach Park. Changes in staff levels required the planning of this project to be postponed. The planning and design are expected to be complete in 2022 while budget for construction will be requested for 2023.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 80,000
80,000 0 80,000
Expected Completion: Dec 2022
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (80,000)
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: Not included B1 CARRYOVER
Justification: Carryover is requested to commission the washroom and drinking fountain; the washroom could not be fully commissioned in 2021 as connection by Fortis Electric was delayed past the summer season. The electrical connection was further delayed after the windstorm in early November. Contractor and weather delays caused the landscape and irrigation project to be delayed until Spring 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 52,300
542,000 489,700 52,300
Expected Completion: Jun 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (52,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 504
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Library Chiller and Boiler Replacement
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included B2 CARRYOVER
Justification: The library chiller and boiler upgrades were substantially complete in Q4 2021. Ongoing optimization through a consulting assignment of the control systems is underway to integrate the new heating and cooling equipment with the facility. City staff and consultants are required to see the systems in place, function and cycle a number of times to complete the work.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 56,000
833,500 777,500 56,000
Expected Completion: Mar 2022
Other - Supports Base Business Reserve (56,000)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Police Services Building - Public Art
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included B3 CARRYOVER
Justification: Carryover is requested to meet existing contractual obligations. Delays were caused by material cost escalations, resulting design modifications, and ongoing pandemic travel restrictions.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 72,400
73,300 900 72,400
Expected Completion: Jun 2022
Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive Reserve (72,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 505
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Water St Firehall #2 - Repairs
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included B3 CARRYOVER
Justification: Carryover is requested to complete the installation of the doors. This could not be completed in 2021 as supply chain issues resulted in the doors not arriving until 2022. Anticipated completion date is Q2 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 95,500
804,600 709,100 95,500
Expected Completion: Jun 2022
Other - Supports Base Business Reserve (95,500)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Building Capital
Title:
Building Systems Automation & Performance Optimization
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: Carryover is requested to complete the Firehall No.3 HVAC and automation upgrades which were delayed in 2021 due to manufacturing, procurement and internal staff resourcing shortages.
2021 Budget: 2021 Expenditures: 2021 Budget Not Required: Carryover Requested: Strategic Direction: Amount 50,300
116,900 66,600 50,300 0
Expected Completion: Jul 2022
Environmental protection - Predictive modelling & forecasting Reserve (50,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 506
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Civic/Protective Service Buildings Infrastructure Renewal
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: Due to significant purchasing delays, equipment was ordered much later in the year than expected, and with significant equipment manufacturing delays (six to eight months) the HVAC equipment will not arrive until April 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 335,200
355,100 19,900 335,200
Expected Completion: Jul 2022
Clear direction - Services, processes & business activities are transformed Reserve (335,200)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Building Capital
Title:
Community and Cultural Buildings Infrastructure Renewal
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: Carryover is requested for the Glen Ave School roof replacement where unforeseen structural conditions prevented the project from being completed in 2021.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 195,000
212,200 17,200 195,000
Expected Completion: Dec 2022
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (195,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 507
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
H2O Centre Heat Recovery Chiller Replacement
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: Carryover is requested to complete replacement of the chiller at the H2O Centre. Corporate staff shortages resulted in numerous delays which deferred construction into 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 560,500
600,000 39,500 560,500
Expected Completion: May 2022
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (560,500)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Building Capital
Title:
Kelowna Community Theatre Renewal
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: Carryover is requested as staff shortages resulted in not being able to execute the HVAC renewal portion.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 55,000
797,130 742,130 55,000
Expected Completion: Jun 2022
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (55,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 508
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Parks and Recreation Buildings Infrastructure Renewal
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: Carryover is requested to complete the control upgrades at the Memorial Arena. A change in scope occurred with the control upgrades which are to be completed in conjunction with electrical upgrades to avoid unnecessary rework.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 129,800
530,000 400,200 129,800
Expected Completion: Sep 2022
Vibrant neighbourhoods - Accessible and multi-purpose amenities Reserve (129,800)
Borrow
Department: Cost Center:
Capital Projects Building Capital
Title:
Water St. Boat Launch Ramp Renewal
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: Workload issues resulted in a late hand-off from Planning to Delivery. Evaluation of the boat launch has been completed and consultant detailed design is in progress. Once the design is complete, Provincial approval applications will be made and a separate budget request prepared for construction in 2023.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 88,100
95,000 6,900 88,100
Expected Completion: Dec 2022
Vibrant neighbourhoods - Key sites are proactively planned Reserve (88,100)
Borrow
Fed/Prov
Dev/Com
Utility
Page 509
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Building Capital
Title:
Yards Chemical Storage
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included B7 CARRYOVER
Justification: Carryover is requested as staff resources were not available to complete this project in 2021 due to higher priority projects. The project remains in the planning phase.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 298,900
299,600 700 298,900
Expected Completion: Sep 2022
Vibrant neighbourhoods - Key sites are proactively planned Reserve (298,900)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Parks Capital
Title:
Art Walk - Extension from Doyle to Queensway
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included P10 CARRYOVER
Justification: Carry over is requested to honour our existing contractural commitments 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. Design work for the Art Walk from Smith Ave is proceeding in parallel with the development of 350 Doyle Ave. Delays due to staff vacancies resulted in this being delayed in 2021.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 68,600
68,900 300 68,600
Expected Completion: Jun 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (68,600)
Borrow
Fed/Prov
Dev/Com
Utility
Page 510
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Pandosy Waterfront Park, DCC City-wide Park Development Phase 1
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included P4 CARRYOVER
Justification: Archaeological permitting (Mar 2021) and environmental permitting took longer than projected. The environmental permitting was received in Q4 of 2021 and construction will commence in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 5,080,300
5,787,400 707,100 5,080,300
Expected Completion: Nov 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (5,080,300)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Parks Capital
Title:
Rutland Centennial Park - DCC Park Development
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included P4 CARRYOVER
Justification: Carryover is requested to continue work on Rutland Centennial Park for additional park improvements. Contractor scheduling caused the additional park improvements to be delayed until Spring 2022.
873,400 308,200 565,200
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 565,200
Expected Completion: May 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (565,200)
Borrow
Fed/Prov
Dev/Com
Utility
Page 511
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Glenmore Recreation Park, Phase 3
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included P5 CARRYOVER
Justification: Carryover is requested to complete a portion of the outstanding Fortis transformer installation. Work was not complete in 2021 because of delays associated with Fortis.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 44,100
1,414,400 1,370,300 44,100
Expected Completion: Apr 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (44,100)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Parks Capital
Title:
Mission Recreation - Softball Diamonds (DCC)
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included P5 CARRYOVER
Justification: The detail design for this project was delayed for most of 2021, pending confirmation from internal park and facility planners on the final program and concept for the site, the adjacent stream and existing facilities (fieldhouse, washrooms, playground, stream). This was finalized in Nov 2021 and detail design started in Dec 2021. Construction will be re-scheduled to 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 3,320,900
3,327,020 6,120 3,320,900
Expected Completion: Dec 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (3,320,900)
Borrow
Fed/Prov
Dev/Com
Utility
Page 512
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Protective Netting - Construction
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included P5 CARRYOVER
Justification: Additional protective netting at Edith Gay Park was approved as a late budget request in April 2021. It was decided to combine Lombardy Park and Edith Gay Park as a single project. This combined with league play, postponed the installation of the protective netting until late 2021, early 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 374,900
394,800 19,900 374,900
Expected Completion: Feb 2022
Community Safety - Residents feel safe Reserve (374,900)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Parks Capital
Title:
City Park - Improvements, Waterfront Promenade Phase 3
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included P6 CARRYOVER
Justification: Carryover is requested to honour our existing contractual commitments 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. Design work was paused in order to create a shoreline restoration balance across the City, in order for this work to proceed.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 199,800
200,000 200 199,800
Expected Completion: Dec 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (199,800)
Borrow
Fed/Prov
Dev/Com
Utility
Page 513
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
City Park, Phase 2 - Design & Construction
Priority: 1 Reason: Awaiting Grant 10 Yr Cap Plan Ref: Not included 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 application was not successful in 2021 as the City had other grants awarded instead. However, the City has one final try to apply for the grant again in 2022 and the application for the grant is considered strong. If the grant is awarded, it 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-2022, at which time planning would be initiated for the project. 2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 3,997,000
3,997,000 0 3,997,000
Expected Completion: Dec 2023
Vibrant neighbourhoods - Animated parks & public spaces Reserve (1,067,000)
Borrow
Department: Cost Center:
Capital Projects Parks Capital
Title:
Kerry Park - Future Phases (DCC)
Fed/Prov (2,930,000)
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included P6 CARRYOVER
Justification: Carryover is requested as delays occurred in 2021 with the detail design and permits as this project must be integrated with the adjacent property development's park design.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 553,400
571,700 18,300 553,400
Expected Completion: Dec 2024
Vibrant neighbourhoods - Animated parks & public spaces Reserve (553,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 514
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Canyon Falls Park, Parking Lot - Construction
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included P7 CARRYOVER
Justification: Completion of this project is dependent upon the construction schedule for the South Perimeter Road (SPR). The project is being completed by others. SPR is scheduled for completion in June 2022, at which time the parking lot can also be completed.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 119,000
119,000 0 119,000
Expected Completion: Jun 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (119,000)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Parks Capital
Title:
Gopher Creek Linear Park - DCC Park Development
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included P7 CARRYOVER
Justification: The Gopher Creek Linear Park design phase indicated related drainage issues. A concurrent drainage project developed (Lynrick Culvert replacement) and as a result, the two projects we're issued for tender Q4 2021.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 305,300
373,200 67,900 305,300
Expected Completion: Jun 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (305,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 515
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Access For All Improvements
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included P8 CARRYOVER
Justification: Design for this project is complete. Construction has been delayed for archaeological assessment and approvals.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 99,500
100,000 500 99,500
Expected Completion: Aug 2022
Social & inclusive - Inclusivity and diversity are increasing Reserve (99,500)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Parks Capital
Title:
Sport Courts/Water Parks/Skate Parks Renewal & Replacements
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included P8 CARRYOVER
Justification: Carryover is requested for the remaining budget to resurface other sports courts not completed. The work was not complete in 2021 as it was decided to do half of the most damaged courts in 2021 due to the length of the closure involved for completing the work .This would still allow play on the others due to the high demand of use at Parkinson Recreation Park.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 34,100
70,000 35,900 34,100
Expected Completion: Jun 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (34,100)
Borrow
Fed/Prov
Dev/Com
Utility
Page 516
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
Boyce-Gyro Park Public Art
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included P9 CARRYOVER
Justification: Carryover is requested to honour existing contractual commitments and maintain escalation contingencies. Delays due to shortage of materials, fabrication and staff vacancies resulted in this being delayed in 2021.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 87,800
117,800 30,000 87,800
Expected Completion: Jun 2022
Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive Reserve (87,800)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Parks Capital
Title:
Kelowna Memorial Cemetery - Improvements
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 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 multi-year program were completed in 2018 and 2019. The work slated for 2020, and then and 2021, was to be undertaken by City crews, but has been deferred due to allocation of staff resources to another irrigation renewal project (MRP Kinsmen). Carryover is requested to enable City crews to construction this phase of cemetery irrigation renewal in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 298,400
480,200 181,800 298,400
Expected Completion: Dec 2022
Vibrant neighbourhoods - Animated parks & public spaces Reserve (298,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 517
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Clement 1 DCC (St. Paul - Graham)
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T1 CARRYOVER
Justification: Carryover is requested to coordinate multiple development frontage works along Clement Ave to ensure successful implementation of the Clement DCC and adjacent projects. The remaining funds will be used to complete elements of road that have not been required of current developments. In 2021, funds were used to support traffic analysis, design and construction at Ellis and Clement to manage downtown development traffic growth; this work was completed in coordination with an adjacent City water project and adjacent development works. In 2022 funding will continue to be used to coordinate with the ongoing development and plan for implementation of the ultimate DCC project. Project timing is dependent on adjacent developments along Clement Ave. Expected Completion: Dec 2022 2021 Budget: 353,700 2021 Expenditures: 56,000 Carryover Requested: 297,700 Strategic Direction: Amount 297,700
Transportation & mobility - Travel times are optimized Reserve (297,700)
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 to continue work on Gordon Drive. Delays to the project were attributed to extensive environmental and archaeological permits that were wrapped up in early 2021. Ongoing Covid-19 restrictions and the heat bubble during summer have pushed the construction to start later than anticipated.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 1,842,900
1,842,900 0 1,842,900
Expected Completion: Dec 2024
Economic resiliency - Top talent is living in Kelowna Reserve (555,000)
Borrow (1,287,900)
Fed/Prov
Dev/Com
Utility
Page 518
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 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 and land acquisition 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 was updated. The project was not completed in 2021 due to COVID-19 constraints, challenges of the rapidly changing real estate market and staff availability. Real estate discussions with adjacent landowners continued through 2021, to facilitate the required right of ways. In 2022 land acquisitions will be pursued and the planning of the overall corridor completed.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 1,775,800
1,776,400 600 1,775,800
Expected Completion: Dec 2023
Transportation & mobility - People of all ages & abilities can easily get around Reserve (1,775,800)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
McCulloch Area DCC (KLO/Hall/Spiers)
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T1 CARRYOVER
Justification: Carryover is requested to allow the project team to continue pursuing land acquisitions to support intersection and roadway improvements in 2022. This project is ongoing and will be delivered concurrently with the adjacent KLO Bridge Replacement project. Completion of the bridge is expected in the fall of 2026.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 485,800
500,500 14,700 485,800
Expected Completion: Sep 2026
Economic resiliency - Infrastructure deficit is reduced Reserve (485,800)
Borrow
Fed/Prov
Dev/Com
Utility
Page 519
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
South Perimeter 1 DCC (Gordon Dr - Stewart 1), Road
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T1 - $2019 CARRYOVER
Justification: Carryover is requested to continue work on South Perimeter Road. Delays to the project were attributed to extensive environmental and archaeological permits that were wrapped up early 2021. Ongoing Covid-19 restrictions and the heat bubble during the summer has pushed the construction to start later than anticipated.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 7,484,200
7,756,600 272,400 7,484,200
Expected Completion: Sep 2022
Economic resiliency - Top talent is living in Kelowna Reserve (1,613,500)
Borrow (5,870,700)
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Stewart 3 DCC (Crawford-Swamp), Road
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T1 CARRYOVER
Justification: Carryover is requested to complete interim safety measures along Stewart Road coordinated with South Perimeter Road opening and initiate design for phase 2 of the Stewart Road West DCC project - Bedford to Swamp roads. The Stewart Road corridor is a historic rural road and inherits several sub-standard road alignments and geometrics. The project's start was delayed to clarify short term construction funding availability due to dynamic development market conditions brought on by the pandemic. Carryover funding will be used to complete the construction of interim safety measures by Q2 of 2022 and continue design of Stewart Road West DCC - Phase 2 improvements through 2022 in support of land acquisition and to inform budget requests for construction, anticipated in 2023. Expected Completion: Dec 2023 2021 Budget: 248,000 2021 Expenditures: 25,200 Carryover Requested: 222,800 Strategic Direction: Amount 222,800
Transportation & mobility - Travel times are optimized Reserve (222,800)
Borrow
Fed/Prov
Dev/Com
Utility
Page 520
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Casorso 3 DCC (KLO Rd - Barrera Rd), ATC
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T2 CARRYOVER
Justification: Carryover is requested for completion of the design of the Casorso 3 DCC ATC (KLO to Barrera). In 2021 evaluation of corridor options and conceptual design were completed, with public engagement in late 2021. Engagement input will inform detailed design in 2022. 2021 work was delayed due to external consultant factors. When constructed, the Casorso ATC will link the Ethel and Barrera ATCs, creating a continuous corridor from Downtown to the south of Pandosy with connections to Pandosy Village, Okanagan College and Kelowna Secondary School. A separate capital request for construction of the north half of the Casorso 3 ATC (KLO to Lanfranco) was included in the 2022 budget. 2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 234,400
288,200 53,800 234,400
Expected Completion: Dec 2022
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (234,400)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Casorso 4 DCC (Raymer - KLO), ATC
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included T2 CARRYOVER
Justification: Carryover is requested to complete design and construction of the Casroso 4 ATC (Raymer to KLO). In September 2021, the City of Kelowna was successful in receiving the B.C. Active Transportation Infrastructure Grant. Consistent with the grant application, the project scope was expanded to include a multiuse pathway connection to the northwest corner of the Okanagan College Campus. Design of the connection, including a culvert crossing of Fascieux Creek, is underway. Construction is anticipated to start in the spring of 2022 depending on material availability.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 320,800
1,107,200 786,400 320,800
Expected Completion: Sep 2022
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (186,600)
Borrow
Fed/Prov (134,200)
Dev/Com
Utility
Page 521
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Dilworth DCC Active Transportation Corridor
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included T2 - $2016 CARRYOVER
Justification: Carryover is requested to continue planning and design work for the Dilworth Active Transportation Corridor (ATC). Staff availability, the complex and constrained nature of the corridor and changing constraints related to adjacent developments triggered project delays in 2021. The creation of a clear concept for the ATC project will help ensure future developments and capital projects are coordinated with the delivery of this important walking and bicycling connection through Midtown to the Okanagan Rail Trail and Mission Creek Greenway. Expected completion date of Q2 of 2023, coordinated with adjacent design assignments and dependent on staff workload. 2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 131,600
131,600 0 131,600
Expected Completion: Sep 2023
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (131,600)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sutherland 1 DCC (Gordon - Burtch), ATC
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included T2 CARRYOVER
Justification: Carryover is requested to undertake land acquisition for the Sutherland 1 ATC from Gordon to Burtch in coordination with the Capri Redevelopment. In 2021 staff completed design for an interim allowed for a gap in the ATC network to be filled until such time as the ultimate ATC was constructed concurrently with the redevelopment of the Capri site (a rezoning requirement). However, in mid-2021 the developer identified their intent to move forward with the redevelopment (Phase 1) in 2022. Following major utility upgrades, construction of the ATC is a requirement of the first phase. Subsequently, staff proposed to adjust strategy to work to acquire land required for the ultimate ATC construction. Land acquisition is anticipated for 2022 with construction (by development) in 2023. 571,500 Expected Completion: Dec 2023 2021 Budget: 2021 Expenditures: 126,700 Carryover Requested: 444,800 Strategic Direction: Amount 444,800
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (444,800)
Borrow
Fed/Prov
Dev/Com
Utility
Page 522
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Sutherland 2 DCC (Lake - Gordon), ATC
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included T2 CARRYOVER
Justification: Carryover is requested to complete construction of the Sutherland Active Transportation Corridor (ATC), with a temporary crosswalk transition to existing bike lanes. In 2021 staff completed the design with interim materials due to the Capri redevelopment not proceeding in 2019/20 and the construction of the ultimate ATC not proceeding ahead of redevelopment due to utility works. In 2021 the developer identified their intention to move forward with the first phase of redevelopment in 2022. Staff have subsequently adjusted the strategy to accommodate coordination. This section will provide a link to the west for the developer's improvements. In the interim, eastbound cyclists will use a temporary crossing to access the existing eastbound bike lanes on Sutherland. Expected Completion: Dec 2022 2021 Budget: 1,068,600 2021 Expenditures: 12,300 Carryover Requested: 1,056,300 Strategic Direction: Amount 1,056,300
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (1,056,300)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Burtch & Harvey Intersection Improvements
Dev/Com
Utility
Priority: 1 Reason: External Event 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 for consideration of the Transportation Master Plan, adjacent development planning and pandemic travel pattern impacts.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 99,900
99,900 0 99,900
Expected Completion: Dec 2022
Transportation & mobility - Investments are connecting high density areas Reserve (49,900)
Borrow
Fed/Prov
Dev/Com (50,000)
Utility
Page 523
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 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 the design of a replacement of City signage removed during the Highway 97 6-laning project. Project was delayed due to scheduling demands with higher priority projects and staff shortages in 2021.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 99,800
99,800 0 99,800
Expected Completion: Jun 2022
Vibrant neighbourhoods - Site design & architecture is high quality, context sensitive Reserve
Borrow
Fed/Prov (99,800)
Department: Cost Center:
Capital Projects Transportation Capital
Title:
KLO Rd Mission Creek Bridge Replacement
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included T4 CARRYOVER
Justification: Detailed design and budgeting for the replacement of the KLO bridge over Mission Creek were completed in Q1 of 2020. Updated construction costs for the project exceeded available funding. A rehabilitation plan for the bridge was developed to extend its service life by 5 years. The future bridge replacement has been included in the 2020 10-year capital plan. Carryover is requested to facilitate land acquisition and continued hydrotechnical monitoring until replacement of the bridge which is anticipated for 2026.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 170,200
272,100 101,900 170,200
Expected Completion: Dec 2026
Other - Supports Base Business Reserve (170,200)
Borrow
Fed/Prov
Dev/Com
Utility
Page 524
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Streetscaping in Urban Centers
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T4 CARRYOVER
Justification: Carryover is requested to finalize the pilot's funding model, complete design and initiate construction. In 2021 planning, funding and construction options were shared with multiple city departments to help identify the many challenges of local streets in the City's growing urban centres. While the project moved forward significantly, shared staff resources with the Transportation Master Plan slowed progress. In 2022 it is expected that public engagement will inform pilot location selection and design, with construction completion in 2023. Improvements will seek to upgrade local streets such that they can support higher levels of multimodal travel with development in the City's core areas. Improvements could include street urbanization to support busier and more walkable/bikeable streets. Expected Completion: Jun 2023 2021 Budget: 395,400 2021 Expenditures: 1,800 Carryover Requested: 393,600 Strategic Direction: Amount 393,600
Transportation & mobility - Investments are connecting high density areas Reserve (393,600)
Borrow
Fed/Prov
Dev/Com
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Abbott DCC (Rose Ave - Cedar Ave) Protected Bike Lane Project
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included T5 CARRYOVER
Justification: Carryover is requested to support the construction of the Abbott Active Transportation Corridor (ATC) quick-build pilot project from Rose Ave to Cedar Ave. This pilot sought to use interim materials and reallocated road space to extend the Abbott ATC from Rose Ave to Wardlaw Ave. In 2021 design, costs estimates, and public consultation were completed. Based on these processes staff are recommending that the project's scope be extended to Cedar Ave and two segments of the corridor be constructed with ultimate materials. Extending the project to Cedar Ave will create a better connection and coordination with future ATC improvements delivered by development. Carryover funding will be combined with a separate 2022 funding request and will support the construction of the recommended scope. 296,600 Expected Completion: Oct 2022 2021 Budget: 2021 Expenditures: 138,400 Carryover Requested: 158,200 Strategic Direction: Amount 158,200
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (158,200)
Borrow
Fed/Prov
Dev/Com
Utility
Page 525
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Central Green - Hwy 97 Right Turn Lane to Pandosy
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T5 CARRYOVER
Justification: Carryover is requested to complete detailed design and cost estimates for an eastbound right turn lane to improve traffic flow from Highway 97 onto Pandosy Street. This project is a Ministry of Transportation and Infrastructure (MoTI) condition for the City, tied to the approval of the Central Green development. The project has been delayed due to the MoTI approval process. MoTI has now approved the preliminary design concept and detailed design is underway.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 142,400
147,200 4,800 142,400
Expected Completion: Dec 2022
Transportation & mobility - Travel times are optimized Reserve (142,400)
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 ongoing discussions with the Federal Government and OKIB settling ownership of the rail lands.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 168,000
168,000 0 168,000
Expected Completion: Dec 2022
Transportation & mobility - People of all ages & abilities can easily get around Reserve (16,400)
Borrow
Fed/Prov (151,600)
Dev/Com
Utility
Page 526
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Okanagan Rail Trail - Connection to Waterfront Park Pathway
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T5 CARRYOVER
Justification: Carryover is requested to install signage, paint markings, stencils and wayfinding details not completed in the 2021 construction season due to limited staff resources and weather constraints.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 81,100
267,900 186,800 81,100
Expected Completion: Apr 2022
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (81,100)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Central Green - Pedestrian Overpass
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included T6 CARRYOVER
Justification: Carryover for this multi-year project is requested to continue the design and construction of the Central Green Pedestrian/Cyclist Overpass. Design was delayed due to aligning with external parties, however is nearing completion and tendering of the main structure is anticipated in the first half of 2022. Completion of the overpass construction is expected to coincide with construction and occupancy of the final phase of the Central Green Site, projected for 2023.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 5,275,700
5,776,200 500,500 5,275,700
Expected Completion: Dec 2023
Transportation & mobility - Investments are connecting high density areas Reserve (5,275,700)
Borrow
Fed/Prov
Dev/Com
Utility
Page 527
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Traffic Signal - Spall at Springfield
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T7 CARRYOVER
Justification: A study of the Springfield/Spall intersection in 2019 recommended several adjustments to the intersection's operations. While traffic signal changes have been completed, roadway changes remain to be completed. The design process has been underway through 2021 however due to design staff resources, changing development conditions and construction crew availability the project was not constructed this in 2021. Design is complete and carryover is requested for construction of the roadway and median changes.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 121,700
127,600 5,900 121,700
Expected Completion: Apr 2022
Transportation & mobility - More trips by transit, carpooling, cycling & walking Reserve (121,700)
Borrow
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Intelligent Transportation Systems
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included T8 CARRYOVER
Justification: Carryover is requested for is requested to support this ongoing program that utilizes intelligent transportation technology to improve traffic flow. Due to key staff vacancies, the program did not deliver improvements in 2021. With a new staff member now onboard the program is expected to deliver improvements in 2022. Projects potentially funded through this program include updated signal coordination plans, transit signal priority and active transportation detection.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 30,000
30,000 0 30,000
Expected Completion: Dec 2022
Transportation & mobility - Travel times are optimized Reserve (30,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 528
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
General Site Works and Investigations
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included SW2 CARRYOVER
Justification: Carryover is requested for studies related to environmental management and groundwater controls that were not completed due to staff vacancies at the Landfill. There are a number of minor studies and projects required by the Landfill's upgrading plan to meet regulatory requirements. While a number of studies were initiated in 2021, the remainder will be addressed in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 130,900
196,650 65,750 130,900
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (130,900)
Borrow
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Site Preparation
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included SW2 CARRYOVER
Justification: Carryover 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 was expected to be completed in 2021 but was delayed as staff had higher priorities with other ongoing projects.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 922,900
1,000,000 77,100 922,900
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (922,900)
Borrow
Fed/Prov
Dev/Com
Utility
Page 529
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Leachate and Landfill Gas Header
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included SW3 CARRYOVER
Justification: Carryover is requested to allow for this work to be completed with future earthworks. Due to current filling design and options, deferring this work by a year provides for better efficiency in construction.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 172,300
172,300 0 172,300
Expected Completion: Dec 2022
Environmental protection - Greenhouse gas emissions are decreasing Reserve (172,300)
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: Not included 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 2022 in conjunction with a water license application that is currently being prepared by an external consultant.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 43,000
44,200 1,200 43,000
Expected Completion: Dec 2022
Environmental protection - Predictive modelling & forecasting Reserve (43,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 530
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Commonage - Exterior Biosolids Tipping Bay
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included SW6 CARRYOVER
Justification: Design of the tipping bay required revisions in 2021 and a contractor was not awarded until the Fall. Carryover is requested to start construction in early Spring 2022 with work expected to be complete by late Spring 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 66,500
75,000 8,500 66,500
Expected Completion: May 2022
Other - Supports Base Business Reserve
Borrow
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Commonage - Pond Pump Kiosk
Fed/Prov
Dev/Com (22,400)
Utility (44,100)
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included SW6 CARRYOVER
Justification: Carryover is requested as work was not completed as planned in 2021 due to staffing capacity. Discussions about alternate building options have occurred and building replacement will now proceed.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 100,000
100,000 0 100,000
Expected Completion: Oct 2022
Other - Supports Base Business Reserve
Borrow
Fed/Prov
Dev/Com (33,300)
Utility (66,700)
Page 531
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Road Construction
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included SW7 CARRYOVER
Justification: This project could not be completed in 2021 until the base area had been filled by Landfill operations. That work is now complete and City crews will be available to complete the remaining work in Spring 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 108,500
222,700 114,200 108,500
Expected Completion: Jun 2022
Other - Supports Base Business Reserve (108,500)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Stockpiles and Reprocessing Areas Relocation
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included SW7 CARRYOVER
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. Due to COVID19 related supply chain issues work was delayed and is expected to be completed in 2023.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 2,505,900
3,568,000 1,062,100 2,505,900
Expected Completion: Dec 2023
Other - Supports Base Business Reserve (2,505,900)
Borrow
Fed/Prov
Dev/Com
Utility
Page 532
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Solid Waste Capital
Title:
Landfill Infrastructure Renewal Wheel Wash
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included SW9 CARRYOVER
Justification: Carryover is requested as the parts to complete the project have been delayed and the contractor cannot complete the overhaul of the upgrade. Parts are expected to be received and work completed in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 75,100
110,000 34,900 75,100
Expected Completion: Sep 2022
Other - Supports Base Business Reserve (75,100)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Knox Mountain Geotechnical Engineering
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included D1 CARRYOVER
Justification: In 2020, Council reviewed a 3-year plan to rehabilitate the area below residents on Royal View Avenue. A consultant team was engaged to complete a geotechnical investigation, and detailed modeling design for a repair solution. In 2021, the consultant submitted their reporting which developed several repair solutions with estimates to the City for review. The final solution was determined based on achievable safety factors, time, and budget constraints. Carryover is requested as the consultant has been further developing the modeling and the detailed design drawings for construction which has delayed the project. The final stage of this project went out for competitive pricing in late 2021, with construction expected in early 2022. 2021 Budget: 1,580,200 2021 Expenditures: 298,600 Carryover Requested: 1,281,600 Strategic Direction: Amount 1,281,600
Expected Completion: Sep 2022
Other - Extraordinary or Unforeseen Obligation Reserve (1,038,300)
Borrow
Fed/Prov
Dev/Com
Utility (243,300)
Page 533
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Containment Devices
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included D2 CARRYOVER
Justification: Carryover is requested to complete the following programs: The installation of the Sutherland Oil Grit Separator which has been purchased and is planned for installation in 2022. Installation was delayed due to attempts to coordinate the work with another capital project (Sutherland ATC). The Kane Road Oil Grit Separator project, which was re-prioritized in 2021 and is in the preliminary design process with anticipated completion in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 131,500
171,300 39,800 131,500
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (131,500)
Borrow
Department: Cost Center:
Capital Projects Storm Drainage Capital
Title:
Lynrick Rd Culvert Replacement
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included D3 CARRYOVER
Justification: The tender for this project was not complete until Q4 of 2021 as it was combined with another project tender to realize efficiencies. Carryover is requested to complete construction in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 301,500
380,000 78,500 301,500
Expected Completion: Jun 2022
Environmental protection - Resiliency & adaptability to climate change Reserve (301,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 534
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Front Office Equipment (New Desktop Equipment)
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included I1 CARRYOVER
Justification: The purchase of required front office equipment was impacted by the global supply chain issues. Five month delivery for some items has meant that a number of items that were ordered in 2021 will not be received until 2022. Carryover is requested to accommodate this delayed receipt.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 10,200
435,000 424,800 10,200
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (10,200)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Class Registration Software Replacement
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2016 I3 CARRYOVER
Justification: This project is a software replacement solution for program registration, rentals and admissions programs used by Active Living and Culture. As a result of contractor delays and continued software bugs through 2021, some reports for the Class Registration System still have not been completed. Carryover is requested to allow for the final report development requests to be addressed.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 41,300
41,300 0 41,300
Expected Completion: Dec 2022
Clear direction - Services, processes & business activities are transformed Reserve (41,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 535
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Major Systems - Data Analytics
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included I3 CARRYOVER
Justification: Due to labour shortages with suppliers, data analytic projects were put on hold. Carryover is requested to complete analytics infrastructure enhancement projects.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 59,800
201,100 141,300 59,800
Expected Completion: Dec 2022
Clear direction - Services, processes & business activities are transformed Reserve (59,800)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Major Systems Projects - Planning and Permitting
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included I3 - $2018 CARRYOVER
Justification: This is a multi-year project to replace the legacy planning and permitting systems. While the project was originally scheduled to be completed at the end of 2021, a change in the chosen solution to better align with corporate priorities has delayed completion. This project is in progress and is now scheduled to be completed by the end of 2023.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 1,031,700
1,407,900 376,200 1,031,700
Expected Completion: Dec 2023
Clear direction - Services, processes & business activities are transformed Reserve (1,031,700)
Borrow
Fed/Prov
Dev/Com
Utility
Page 536
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Information Services Capital
Title:
Major Systems Projects - Web/Service Request
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included 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. Carryover is requested to deliver on enhancements.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 41,300
186,500 145,200 41,300
Expected Completion: Dec 2022
Clear direction - Services, processes & business activities are transformed Reserve (41,300)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Information Services Capital
Title:
Communications Networks (Network Upgrades)
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included I4 CARRYOVER
Justification: Information Services is performing comprehensive network and security strategies in Q1 2022. This strategy will outline the need for enhanced security components, such as firewalls, managed threat detection, switches and routers. Network assessment work is being done in Q4 2021 to feed these strategies. Competing priorities and external vendor scheduling have delayed some of this work. Carryover is request to allow this work to continue in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 161,400
174,900 13,500 161,400
Expected Completion: Jun 2022
Clear direction - Services, processes & business activities are transformed Reserve (161,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 537
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Vehicle & Mobile Equipment
Title:
Equipment and Vehicle Replacement
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included V2 CARRYOVER
Justification: Carryover is requested for both equipment and vehicles that were approved and ordered in 2021 but will be invoiced and delivered in 2022. These were delayed for various reasons including internal scheduling, vendor availability, and review of design options.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 4,657,700
5,340,430 682,730 4,657,700
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (4,617,700)
Borrow
Fed/Prov
Dev/Com
Utility (40,000)
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 and an exceptionally busy year for major emergencies, staff were unable to work with external partners to source and plan for required equipment.
2021 Budget: 2021 Expenditures: 2021 Budget Not Required: Carryover Requested: Strategic Direction: Amount 50,100
160,100 76,620 33,380 50,100
Expected Completion: Jun 2022
Other - Supports Base Business Reserve (50,100)
Borrow
Fed/Prov
Dev/Com
Utility
Page 538
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport - Small Capital
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2020 A1 - $150k CARRYOVER
Justification: Two small capital projects, Electronic Display Signage and Boardroom Audio Visual Equipment, were not able to be completed in 2021 due to product delivery delays. A carryover is requested to allow these projects to be completed.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 60,000
60,000 0 60,000
Expected Completion: Feb 2022
Other - Supports Base Business Reserve (60,000)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Groundside Equipment Replacement
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: 2021 A2 - $475k CARRYOVER
Justification: Groundside equipment replacements were not able to be completed in 2021 due to product delivery delays and unresolved outstanding deficiencies. A carryover is requested to allow these projects to be completed.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 117,500
475,000 357,500 117,500
Expected Completion: Mar 2022
Other - Supports Base Business Reserve (117,500)
Borrow
Fed/Prov
Dev/Com
Utility
Page 539
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Airport Capital
Title:
Airport Bridge Upgrades
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included A4 CARRYOVER
Justification: Bridge upgrade projects were unable to be completed in 2021 due to product delivery delays. A carryover is requested to allow these projects to be completed.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 50,000
50,000 0 50,000
Expected Completion: Mar 2022
Other - Supports Base Business Reserve (50,000)
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 2034 instead of 2032. 2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 72,431,600
77,839,300 5,407,700 72,431,600
Expected Completion: Dec 2034
Economic resiliency - Key economic sector impact is increasing Reserve (72,431,600)
Borrow
Fed/Prov
Dev/Com
Utility
Page 540
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Poplar Point to Dilworth Mountain Transmission Upgrade Design
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included W1 CARRYOVER
Justification: Carryover is requested for this multi-year project to complete design of the water supply from Poplar Point to Dilworth Reservoir. The scope of this project has been revised as the City continues to look for a future water filtration plant site, which impacts future pipeline installation in and around Knox Mountain reservoir and downtown. The work is also delayed as the City participates in the North End Plan and Tolko Land plans. This project is impacted as the City looks for routing of water to the core area of the City.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 293,100
297,900 4,800 293,100
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (293,100)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Cast Iron Replacement Program
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included W6 CARRYOVER
Justification: Carryover is requested to complete the replacement of aging cast iron (CI) water mains. Projects have been completed on Raymer Ave, Ellis St. and Lakeshore Rd. Work on Clement Ave. could not be completed due to staff and equipment scheduling demands.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 45,800
88,600 42,800 45,800
Expected Completion: May 2022
Other - Supports Base Business Reserve (45,800)
Borrow
Fed/Prov
Dev/Com
Utility
Page 541
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Poplar Point UV System Assessment and Modifications
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included W6 CARRYOVER
Justification: Carryover is requested due to global manufacturing and shipping delays of the materials needed, the project could not be completed in Fall 2021 as originally planned. Designs are complete and work on the large diameter butterfly valve, actuator and stem will start and be completed in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 360,100
425,700 65,600 360,100
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (360,100)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Water Meter Replacement - Stage 1
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included W6 CARRYOVER
Justification: This is a multi-year project that is scheduled to be completed in stages by 2026 with additional funding to be requested on a yearly basis based on scope of work. Stage 1 was not completed in 2021 due to delayed start date of contractor, inventory supply shortages, and slow uptake of in-home appointments as a result of Covid-19 concerns. Carryover work will blend in with 2022 scheduled work with stage 1 completion anticipated for end of 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 124,800
2,308,900 2,184,100 124,800
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (124,800)
Borrow
Fed/Prov
Dev/Com
Utility
Page 542
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Chemical Storage Tank Replacement - Kettle Valley UV Facility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included W7 CARRYOVER
Justification: Carryover is requested as during the planning stage in 2021 several design considerations caused delay to the final design. In 2022 a final detailed design is expected with procurement and installation to follow.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 73,400
100,000 26,600 73,400
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (73,400)
Borrow
Department: Cost Center:
Capital Projects Water Capital
Title:
Hydro Excavator Parking Facility
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included W7 CARRYOVER
Justification: Carryover is requested as the Hydro Excavator Parking Facility project was delayed in 2021 due to difficulty in obtaining sub-contractors, purchasing materials and labour shortage. In 2022, completion of the facility including final installs of mechanical and electrical equipment will occur.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 39,300
165,400 126,100 39,300
Expected Completion: Sep 2022
Other - Supports Base Business Reserve (20,700)
Borrow
Fed/Prov
Dev/Com
Utility (18,600)
Page 543
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Kettle Valley Reservoir Upgrade
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included W7 CARRYOVER
Justification: Carryover is requested as the new reservoir cell was completed; however the cutting openings between other reservoir cells to improve mixing was not completed. Work needs to be timed during the winter season when water demands are low and was not completed in 2021 as operations staff did not have the capacity to facilitate the work while other major projects were still ongoing.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 95,300
100,000 4,700 95,300
Expected Completion: Dec 2022
Environmental protection - Predictive modelling & forecasting Reserve (95,300)
Department: Cost Center:
Capital Projects Water Capital
Title:
Snow Runoff Hydrology
Borrow
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included W7 CARRYOVER
Justification: Carryover is requested as work was impacted by resource allocations and ongoing implementation discussions with stakeholders and the Province. The City expects to finalize the location and design early in 2022 with a Summer implementation.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 50,000
50,000 0 50,000
Expected Completion: Aug 2022
Environmental protection - Resiliency & adaptability to climate change Reserve (50,000)
Borrow
Fed/Prov
Dev/Com
Utility
Page 544
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
South End Water Upgrades
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included W7 CARRYOVER
Justification: Carryover is requested for this multi-year project to integrate the South East Kelowna Irrigation District (SEKID). This project was delayed due to re-scoping to improve and optimize operations of the south end water system, provincial environmental permits and land agreements for work at Fraser Lake Dam. Work remaining includes upgrades to the City's south end system to accommodate additional water demands from connecting the legacy SEKID area into the utility.
2021 Budget: 2021 Expenditures: 2021 Budget Not Required: Carryover Requested: Strategic Direction: Amount 1,747,000
3,769,650 415,700 1,606,950 1,747,000
Expected Completion: Dec 2022
Environmental protection - Predictive modelling & forecasting Reserve (1,747,000)
Department: Cost Center:
Capital Projects Water Capital
Title:
Dam Repairs
Borrow
Fed/Prov
Dev/Com
Utility
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included W8 CARRYOVER
Justification: In 2021 upgrades to these facilities were not completed due to project resourcing and staff availability with other critical water supply work activities. With some 35 stations there is an ongoing need to continue to assess and upgrade these facilities. Water Supply will work towards a prioritized list for renewal and implement in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 338,400
422,300 83,900 338,400
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (338,400)
Borrow
Fed/Prov
Dev/Com
Utility
Page 545
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Water Capital
Title:
Irrigation System Upgrades
Priority: 1 Reason: Scheduling Demands 10 Yr Cap Plan Ref: Not included W8 CARRYOVER
Justification: Carryover is requested as the project was delayed due to staff availability, material supply delays and availability of construction resources. Equipment supply and construction services expected to be delivered and project completed in 2022.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 176,200
198,500 22,300 176,200
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (176,200)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Biosolids Management Phase I & Phase II
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included WW3 CARRYOVER
Justification: Carryover is requested to continue the preliminary design of the site requirements, a public communications plan, land purchase and application to the Agricultural Land Commission for both a digestion facility to be constructed within the next five years and the site of the future Wastewater Treatment Facility slated for some time after the year 2050. An additional review component was part of the preliminary design in order to establish timing resulting in the project not being complete in 2021.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 962,800
1,000,000 37,200 962,800
Expected Completion: Dec 2023
Other - Supports Base Business Reserve (962,800)
Borrow
Fed/Prov
Dev/Com
Utility
Page 546
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Renewal - Wastewater Mains and Facilities - SCADA
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included WW5 CARRYOVER
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. Carryover is requested as due to COVID-19 events and a requirement to upgrade existing equipment to a new Windows platform this project was not started in 2021 as originally planned.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 290,700
300,000 9,300 290,700
Expected Completion: Dec 2022
Other - Supports Base Business Reserve (290,700)
Borrow
Fed/Prov
Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Sanitary Replacements & Lift Station Renewal DCC
Dev/Com
Utility
Priority: 1 Reason: Design Option 10 Yr Cap Plan Ref: Not included WW5 CARRYOVER
Justification: Carryover is requested for the following projects: Flintoft Avenue - Sanitary Replacement Manhattan Drive - Sanitary Replacement Guy Street - Lift Station Renewal DCC Work was not completed in 2021 because of re-designs due to the Tolko Mill closure. Designs are complete and the following projects have been awarded to contractors with anticipated completion for all projects in 2022. 2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 2,629,300
2,804,500 175,200 2,629,300
Expected Completion: Dec 2022
Environmental protection - Predictive modelling & forecasting Reserve (2,629,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 547
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Wastewater Capital
Title:
Wastewater Lift Station Renewal
Priority: 1 Reason: External Event 10 Yr Cap Plan Ref: Not included WW5 CARRYOVER
Justification: Carryover is requested as the project was delayed due to global manufacturing and shipping delays of needed materials. Designs are complete and work on the fiberglass station and the large horse power pumps will start in 2022 with anticipated completion in 2023.
2021 Budget: 2021 Expenditures: Carryover Requested: Strategic Direction: Amount 621,300
700,000 78,700 621,300
Expected Completion: Sep 2023
Other - Supports Base Business Reserve (621,300)
Borrow
Fed/Prov
Dev/Com
Utility
Page 548
2022
Financial Plan
Kelowna, British Columbia Final Budget - Volume 3
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 550
2022 FINANCIAL PLAN
CITY OF KELOWNA
Report to Council Date:
April 25, 2022
To:
Council
From:
City Manager
Subject:
2022 Financial Plan – Final Budget Volume
Department: Financial Planning
Recommendation: THAT COUNCIL adopts the 2022‐2026 Financial Plan; AND THAT Council approves the formulation of 2022 Property Tax Rates that will raise the required funds in 2022, from General Taxation, in the amount of $167,107,316 resulting in an average net property owner impact of 3.94 per cent; AND THAT Bylaw No. 12338 being the 2022‐2026 Five‐Year Financial Plan, 2022 be advanced for reading consideration; AND THAT Bylaw No. 12339 being the Tax Structure Bylaw, 2022 be advanced for reading consideration; AND THAT Bylaw No. 12340 being the Annual Tax Rates Bylaw, 2022 be advanced for reading consideration; AND THAT Bylaw No. 12341 being the DCC Reserve Fund Expenditure Bylaw, 2022 be advanced for reading consideration; AND FUTHER THAT Bylaw No. 12342 being the Sale of City Owned Land Reserve Fund Expenditure Bylaw, 2022 be advanced for reading consideration. Purpose: To present the 2022 Final Budget Volume submissions, the 2022‐2026 Financial Plan and related bylaws to Council for their consideration and approval. Background: Council approved the 2022 Financial Plan – Preliminary volume on December 9, 2021 and the addition of the 2022 Financial Plan – Carryover Budget volume on March 21, 2022. The 2022 Financial Plan ‐ Final Budget volume includes emergent, legislated or Council directed requests. The three volumes provide the 2022 portion of the 2022‐2026 Five Year Financial Plan. Depending on the nature of the item being considered within Final Budget, the adjustments could cause the final tax demand to increase or decrease.
Page 551
2022 FINANCIAL PLAN
CITY OF KELOWNA
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 2022 Final Budget as proposed, reflects a net municipal property tax increase of 3.94 per cent, a 0.3% increase to the Preliminary Budget tax requirement approved in December 2021, of 3.64 per cent. Final Budget requests affecting taxation can be attributed to the RCMP contract increase which is offset by an increase in new construction revenue and the FortisBC franchise fee revenue. Information about the requested changes are included in the attached 2022 Final Budget Volume. A tax rate of 3.94 per cent means the owner of a residential property with an average assessed value of $888,420 will pay $2,286 which is an increase of $86 from the prior year for the municipal portion of their property taxes. Considerations applicable to this report: Legal/Statutory Authority: In Section 165 of the Community Charter regarding Financial Plans, adoption of a 5 Year Financial Plan bylaw is required prior to the annual property tax bylaw. Under the Annual Property Tax Bylaw Section 197 of the Community Charter, Council must establish tax rates by bylaw after adoption of the financial plan but before May 15th. Considerations not applicable to this report: Legal/Statutory Procedural Requirements: Existing Policy: Financial/Budgetary Considerations: 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: 2022 Financial Plan – Final Budget Volume 2. 2022‐2026 Five-Year Financial Plan 3: 2022 Financial Plan Presentation
Page 552
2022 FINANCIAL PLAN
CITY OF KELOWNA
FINANCIAL SUMMARIES The 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, Preliminary Volume and the Carryover Volume, to create the Financial Plan and the ‐ Five‐Year Financial Plan. . M. This represents an increase of The Financial Plan results in a Final Tax Demand of Preliminary Financial Plan, and an increase of k of taxation revenue from new construction. The impact to the average property owner is .
k relative to the
per cent.
Final Budget summaries Analysis of tax demand ( thousands) The final tax demand was . M and had a . per cent net property owner impact. The final gross department operating expenditures have increased by . per cent over and net department revenues by increased by . per cent. The net general debt decreased by . per cent while capital expenditures from general taxation increased by . per cent and general revenue increased by . per cent for a total gross tax demand increase of . M. 2021 267,701
2022 298,253
Change 30,553
% change 11.41%
(114,809)
(136,935)
(22,126)
19.27%
152,892
161,318
8,427
5.51%
4,453
4,305
(148)
(3.32%)
12,071
13,693
1,622
13.44%
General revenue
(11,680)
(12,209)
(530)
4.54%
Gross tax demand
157,736
167,107
9,371
5.94%
(2,880)
(3,160)
4.04%
3.94%
Gross departmental operating expenditures Net departmental revenue Net departmental operating expenditure Net general debt Capital expenditures from general taxation
Less estimated new construction revenue Net property owner impact Note: Totals may not add due to rounding
(0.10%)
Page 553
2022 FINANCIAL PLAN
CITY OF KELOWNA
General Fund tax demand ($ thousands) The tax demand established at Preliminary Budget was . M. The estimated new construction revenue was based on BC Assessment preliminary roll information, resulting in a . per cent net property owner impact.
. M,
Final Budget requests for net general fund operating and capital expenditures of k have increased the total tax demand k to . M increasing . M. Final new construction revenues, based on the revised assessment roll, increased by to the net property owner impact to . per cent.
Preliminary Budget Tax Demand Final Budget Submissions General Revenues Operating Requests
166,418 (159) 848
689 0
Capital Project Requests Total Final Budget Additions Final Gross Tax Demand
689 167,107
Less new construction revenue Final Net Tax Demand
(3,160) 163,947
Net Property Owner Impact 3.64%
Preliminary Budget Financial Plan ‐ Final Budget
3.94%
Note: Totals may not add due to rounding
Airport and Utility Funds – Final Budget ($ thousands) Final Budget requests for the water utility totals k funded from current year water utility revenues while the Final budget net operating requests for the Airport, contribute excess revenue to applicable Airport reserves. Final Budget Submissions Revenue Operating Requests Capital Project Requests Total Final Budget Additions
0 149
149 0 149
Note: Totals may not add due to rounding
Page 554
2022 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total revenues The total revenue budget is
. M with
M from operating sources and
. M from capital sources.
The 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
303,941
154,408
Airport
47,878
81,062
Water
16,804
9,755
Wastewater
16,385
28,334
385,008
273,559
General: 70% Airport: 20% Water: 4% Wastewater: 7%
Total
658,566 Note: Totals may not add due to rounding
Total $658.6M
Revenues by Type ($ thousands) Taxation Parcel Taxes Fees and Charges Debenture/Borrowing
167,107 3,421 148,398 7,159
Taxation 25% Parcel Taxes 1% Fees and Charges 23% Debenture/Borrowing 1%
General Revenues
12,209
Other Revenue
21,496
Grants
38,488
Grants 6%
Interdept. Transfers
13,628
Interdept. Transfers 2%
Reserves and Surplus
246,660
Reserves and Surplus 37%
Total
658,566
Total $658.6M
General Revenues 2% Other Revenue 4%
Note: Totals may not add due to rounding
Page 555
2022 FINANCIAL PLAN
CITY OF KELOWNA
Analysis of total expenditures The total expenditure budget requirement is program.
. M with
M for operating needs and
. M for the
capital
The tables below summarize the total operating and capital expenditures by fund, including the prior year’s carryover amounts, and the same total operating and capital expenditure information by expenditure type.
Expenditures by Fund ($ thousands) Operating
Capital
General
303,941
154,408
Airport
47,878
81,062
Water
16,804
9,755
Wastewater
16,385
28,334
385,008
273,559
Total
658,566
General: 70% Airport: 20% Water: 4% Wastewater: 7% Total $658.6M
Note: Totals may not add due to rounding
Expenditures by Type ($ thousands) Salaries & Wages
110,190
Internal Equipment
10,243
Material
73,034
Contract Services
101,415
Debt
12,543
Internal Allocations
13,862
Transfer to Funds
63,721
Capital
273,559
Total
658,566
Salaries & Wages 17% Internal Equipment 2% Material 11% Contract Services 15% Debt 2% Internal Allocations 2% Transfers to Funds 10% Capital 42% Total $658.6M
Note: Totals may not add due to rounding
Page 556
2022 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 2022. 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 $888,420 in 2022, as obtained from BC Assessment. The service area with the highest cost is Community Safety, including RCMP, at 35 per cent, followed by the Fire Department at 13 per cent and Parks Services at 13 per cent.
Service area Community Safety Fire Department Infrastructure Street Lights Parks Services Transportation Services Utility Services Planning & Development Active Living & Culture Services Regional Programs Public Transit Debt Grants or transfers to external organizations/individuals
$ Cost
791.92 304.37 28.70 295.53 243.08 55.68 237.26 113.62 10.60 96.51 62.57 46.53
Total Municipal portion of taxes $ 2,286.38 Based on the 2022 average residential property assessed property value of $888,420 Note: Totals may not add due to rounding
2022 %
2021 %
35 13
31 15
1 13 11 2 10 5 1 4 3 2 100
1 13 10 2 10 5 1 7 3 2 %
100
%
Page 557
2022 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 , 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 ‐Year Capital Plan, ‐ ( YCP), 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. Specific assumptions in the preparation of the years ‐ included in the forecasted increases below: to , . per cent in . • Growth rates of . per cent for • Inflation rates of per cent for most operating expenses and certain revenues, rate increase to per cent in for materials expense. • Annual allocation for new RCMP members. • Debt impacts have been split over the expected construction years to match required cash flow and to spread the debt repayment impacts. Included in the plan with significants impacts, are the Parkinson Recreation Centre and the Capital News Centre – Expansion projects. Additional details on all assumptions are provided in the Five‐Year Financial Plan (
‐
).
General revenues Net operating budget
2022 (12,209) 165,624
2023 (12,480) 177,006
2024 (12,758) 188,221
2025 (13,049) 200,144
2026 (13,332) 209,919
Pay‐as‐you‐go capital Taxation demand
13,693 167,107
14,996 179,522
16,338 191,802
17,718 204,814
19,083 215,670
New construction tax revenue (3,160) Net property owner impact 3.94% Note: Totals may not add due to rounding.
(3,257) 5.48%
(3,354) 4.97%
(3,450) 4.99%
(3,411) 3.64%
Page 558
2022 FINANCIAL PLAN
Financial Plan
CITY OF KELOWNA
‐
The table below outlines the City’s Five‐Year forecast for all funds revenues and expenditures for ‐ . The years ‐ are included in summary to match the term of the ‐Year Servicing Plan. For detailed divisional information see the Five‐Year Financial Plan section of the Financial Plan.
2022
2023
2024
2025
2026
2027‐2030
Revenue Property Value Tax
167,107,316
179,522,375
191,801,552
204,813,609
215,669,897
Library Requisition
7,044,023
7,184,903
7,328,602
7,475,174
7,624,677
32,054,448
Parcel Taxes
3,420,974
3,941,636
3,965,038
3,804,203
3,456,841
12,662,470
150,005,535
213,977,187
225,910,172
239,006,280
246,465,323
1,063,681,066
Fees and Charges
7,158,600
0
26,053,200
10,560,000
0
3,830,000
77,169,881
70,729,573
59,588,315
55,953,135
60,148,606
276,738,529
411,906,329
475,355,674
514,646,879
521,612,401
533,365,344
2,329,125,782
Borrowing Proceeds Other Sources
940,159,269
Transfer between Funds 2,319,917
1,018,987
1,018,987
1,018,987
1,018,987
4,075,949
37,425,860
28,264,914
34,031,463
36,559,002
35,863,936
165,616,918
206,914,336
78,307,796
52,726,789
65,029,541
56,828,498
207,146,830
246,660,113
107,591,697
87,777,239
102,607,530
93,711,421
376,839,697
658,566,442
582,947,371
602,424,118
624,219,931
627,076,765
2,705,965,479
Debt Interest
3,694,690
4,162,325
6,044,860
8,532,854
10,050,872
39,490,366
Debt Principal
8,847,932
7,654,270
7,885,874
10,911,346
13,248,530
48,035,228
273,558,700
155,020,452
154,084,439
148,709,078
133,443,167
576,459,501
General Government
35,548,877
39,501,887
40,473,724
41,466,844
42,621,132
182,734,891
Planning, Development & Building Services
33,173,416
26,023,038
26,596,068
27,400,651
27,371,013
119,155,373
Community Services
99,961,295
103,041,317
106,205,449
109,481,906
112,688,935
485,206,409
Protective Services
90,581,801
84,395,912
89,607,971
94,403,331
98,854,158
430,467,334
Utilities
25,659,161
23,515,668
24,184,209
25,281,998
25,981,311
111,405,897
Airport
19,974,967
30,114,952
31,423,042
32,757,421
35,275,058
150,430,052
591,000,839
473,429,821
486,505,636
498,945,430
499,534,177
2,143,385,050
28,603,562
30,285,675
30,427,080
30,193,089
31,158,937
124,289,996
Reserve Funds DCC Funds Surplus/Reserve Accounts
Total Revenues Expenditures Municipal Debt
Capital Expenditures Other Municipal Purposes
Transfers between Funds Reserve Funds
0
0
0
0
0
0
38,962,041
79,231,875
85,491,402
95,081,412
96,383,651
438,290,433
67,565,603
109,517,550
115,918,482
125,274,501
127,542,588
562,580,429
658,566,442
582,947,371
602,424,118
624,219,931
627,076,765
2,705,965,479
DCC Funds Surplus/Reserve Accounts
Total Expenditures
Note: Totals may not add due to rounding.
Page 559
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 560
Operating Budget
2022 FINANCIAL PLAN
CITY OF KELOWNA
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Page 562
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Final Budget Summary - General Fund Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Taxation Cat
24,000
(24,000)
0
0
0
0
0 OG
Total Maintain
24,000
(24,000)
0
0
0
0
0
Department Priority 1 Total
24,000
(24,000)
0
0
0
0
0
848,000
0
0
0
0
0
(848,000) OG
Total Maintain
848,000
0
0
0
0
0
(848,000)
Department Priority 1 Total
848,000
0
0
0
0
0
(848,000)
Emergency Manager - Regional Emergency Operations Position
119,100
0
0
0
(119,100)
0
0 OG
Total Maintain
119,100
0
0
0
(119,100)
0
0
57,200
0
0
0
(57,200)
0
0 OG
57,200
0
0
0
(57,200)
0
0
176,300
0
0
0
(176,300)
0
0
155,000
(155,000)
0
0
0
0
0 OG
Total Growth
155,000
(155,000)
0
0
0
0
0
Department Priority 1 Total
155,000
(155,000)
0
0
0
0
0
Corporate & Protective Services Corporate Services Maintain J1
Recovery Coordinator Term Position
Corporate & Protective Services Community Safety Maintain J1
RCMP Contract Services
Corporate & Protective Services Fire Department Maintain E1
Growth Emergency Social Services E1 Supervisor - Regional Emergency Operations Position Total Growth
Department Priority 1 Total
Corporate Strategic Services Information Services Growth K1
Cyber Security Enhancements
Page 563
2022 FINANCIAL PLAN
Page
CITY OF KELOWNA
Description
Cost
Reserve
Borrow
Grant/Other
123,546,700
0
0
0
Total Maintain
123,546,700
0
0
Department Priority 1 Total
123,546,700
0
0
Total Maintain
Department Priority 1 Total
Revenue
Utility
Taxation Cat
(123,546,700)
0
0 OT
0
(123,546,700)
0
0
0
0
(123,546,700)
0
0
0
0
0
(159,000)
0
159,000 OG
0
0
0
0
(159,000)
0
159,000
0
0
0
0
(159,000)
0
159,000
(179,000)
0
0
0
(689,000)
Financial Services Debt & Other Maintain J1
Transmission of Taxes - BIA's and Other Governments
Financial Services General Revenue Maintain J1
FortisBC Operating Fee
Total Priority 1 Operating
124,750,000
(123,882,000)
Page 564
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Risk Management
Title:
Recovery Coordinator Term Position
Maintain
Priority: 1
ON-GOING FINAL
Justification: This term position will support recovery efforts associated with property damage, project deficiencies, development deficiencies and emergency responses caused by third-parties. Over the last 10 years, the City has recovered more than $2M. With a dedicated staff resource, additional recoveries can be pursued and realized before timelines expire. This will allow the City to reduce tax dollars currently being spent to correct errors or repair damage caused by others. This position will prioritize recovery activities to maximize recouping financial losses and hold those responsible accountable.
Strategic Direction: 2022 2023 2024
Cost 24,000 89,800 89,800
Financial management - Non-tax revenues are increasing Reserve (24,000) (89,800) (89,800)
Borrow 0 0 0
Division: Department:
Corporate & Protective Services Community Safety
Title:
RCMP Contract Services
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
Taxation 0 0 0 Maintain
Priority: 1
ON-GOING FINAL
Justification: This request is for the 2022 contract increase for the RCMP. When the 2022 preliminary budget was prepared, the RCMP had not communicated their financial plan incorporating the impacts of the ratified collective agreement. An updated financial plan was received from the RCMP in March 2022.
Strategic Direction: 2022 2023 2024
Cost 848,000 848,000 848,000
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 (848,000) (848,000) (848,000)
Page 565
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate & Protective Services Fire Department
Title:
Emergency Manager - Regional Emergency Operations Position
Maintain
Priority: 1
ON-GOING FINAL
Justification: An Emergency Manager position is requested for the Fire Communications & Emergency Management branch of KFD to support the Regional District of Central Okanagan (RDCO) Emergency Program, with funding from RDCO. The RDCO Emergency Operations Centre (EOC) has remained busy over the last five years with increased quantity and scope of response and recovery disasters such as the 2017 & 2018 Freshet Events, the COVID-19 pandemic response, and various fires throughout the region. With this high level of activity, the importance of the Emergency Manager role has escalated. This position will be part of the KFD management team and as a Duty Chief as part of a four-person rotation providing 24/7 coverage for the City.
Strategic Direction: 2022 2023 2024
Cost 119,100 158,800 158,800
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (119,100) (158,800) (158,800)
Utility 0 0 0
Division: Department:
Corporate & Protective Services Fire Department
Title:
Emergency Social Services Supervisor - Regional Emergency Operations Position
Taxation 0 0 0 Growth
Priority: 1
ON-GOING FINAL
Justification: An Emergency Social Services (ESS) Supervisor position is requested for the Fire Communications & Emergency Management branch of KFD to support the Regional District of Central Okanagan (RDCO) Emergency Program, with funding from RDCO. The RDCO Emergency Operations Centre (EOC) has remained busy over the last five years with increased quantity and scope of response and recovery disasters such as the 2017 & 2018 Freshet Events & 2021 Atmospheric River Event, the COVID-19 pandemic response, and various fires throughout the region. With this high level of activity, the importance of the ESS Supervisor role has escalated.
Strategic Direction: 2022 2023 2024
Cost 57,200 114,300 114,300
Other - Supports Base Business Reserve 0 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue (57,200) (114,300) (114,300)
Utility 0 0 0
Taxation 0 0 0
Page 566
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Corporate Strategic Services Information Services
Title:
Cyber Security Enhancements
Growth
Priority: 1
ON-GOING FINAL
Justification: The threat of cyber security incidents is a constant threat to organizations. Budget is requested to further strengthen the City's security posture in response to these types of attacks.
Strategic Direction: Cost 155,000 155,000 155,000
2022 2023 2024
Other - Extraordinary or Unforeseen Obligation Reserve (155,000) 0 0
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Division: Department:
Financial Services Financial Services
Title:
Transmission of Taxes - BIA's and Other Governments
Revenue 0 0 0
Utility 0 0 0
Taxation 0 (155,000) (155,000) 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) ($12,946,600); RDCO SIR Land Levy ($744,900); RDCO SIR Parcel Tax ($276,700); BC Assessment Authority ($2,483,100); School Tax ($81,851,200); Additional School Tax ($2,988,100); Kelowna Downtown BIA ($1,137,600); Uptown Rutland BIA ($204,200); Regional Hospital ($13,870,300); and Okanagan Regional Library ($7,044,000). The total amount to be collected for all other taxing authorities is $123,546,700
Strategic Direction: 2022
Cost 123,546,700
Financial management - Cost to deliver services is quantified Reserve 0
Borrow 0
Fed/Prov 0
Dev/Com 0
Revenue ($123,546,700)
Utility 0
Taxation 0
Page 567
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Financial Services Financial Services
Title:
FortisBC Operating Fee
Maintain
Priority: 1
ON-GOING FINAL
Justification: This request is to adjust the franchise fee revenue due from FortisBC up to $1,604,720 from the 2022 Preliminary budget amount of $1,445,720. The fee is based on 3 per cent of the gross revenue for the provision and distribution of all gas consumed within the City of Kelowna during the 2021 calendar year. 2022 Base Budget: $1,445,720
Strategic Direction: 2022 2023 2024
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 (159,000) (159,000) (159,000)
Utility 0 0 0
Taxation 159,000 159,000 159,000
Page 568
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Requests Final Budget Summary - Utility Funds Page
Description
Cost
Reserve
Borrow
Grant/Other
Revenue
Utility
Cat
149,000
0
0
0
0
(149,000)
OG
Total Maintain
149,000
0
0
0
0
(149,000)
Department Priority 1 Total
149,000
0
0
0
0
(149,000)
858,300
542,700
0
0
(1,401,000)
0
858,300
542,700
0
0
(1,401,000)
0
Water Maintain I1
Water Operations Supply and Maintenance
Airport Growth E1
Airport Operations Total Growth
OG
New E1
Airport Finance Manager Position
65,500
(65,500)
0
0
0
0
OG
E1
Airport Senior Project Manager Position
58,000
(58,000)
0
0
0
0
OG
Total New
123,500
(123,500)
0
0
0
0
Department Priority 1 Total
981,800
419,200
0
0
(1,401,000)
0
Total Priority 1 Operating
1,130,800
419,200
0
0
(1,401,000)
(149,000)
Page 569
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Infrastructure Utility Services
Title:
Water Operations Supply and Maintenance
Maintain
Priority: 1
ON-GOING FINAL
Justification: There has been significant price increases to parts and materials related to the operations and maintenance of the water supply and treatment systems for the City's water utility. Quotes received from established suppliers for various equipment, chemicals and critical spare parts show price increases of 16% to 100% due to the current economic conditions. These equipment and parts are vital to continue to safely maintain the water utility systems, and it is anticipated that these price increases will be ongoing. 2022 Base Budget: $478,000
Strategic Direction: 2022 2023 2024
Cost 149,000 149,000 149,000
Other - Supports Base Business Reserve 0 0 0
Division: Department:
Airport Airport
Title:
Airport Operations
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility (149,000) (149,000) (149,000) Growth
Priority: 1
ON-GOING FINAL
Justification: The increase in revenues and expenditures is due to the commencement of the Airport’s recovery from the COVID-19 pandemic and the receipt of grants awarded to help support the Airport during its recovery from the COVID-19 pandemic. Preliminary budget was based on forecasted passenger numbers of 1.67M for 2022 and final budget is based on forecasted passenger numbers of 1.73M for 2022. Revenues are contributed to and expenditures are appropriated from the applicable Airport reserves.
Strategic Direction: 2022 2023 2024
Cost 858,300 841,300 841,300
Economic resiliency - Key economic sector impact is increasing Reserve 542,700 559,700 559,700
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue ;ϭ͕ϰϬϭ͕ϬϬϬͿ ;ϭ͕ϰϬϭ͕ϬϬϬͿ ;ϭ͕ϰϬϭ͕ϬϬϬͿ
Utility 0 0 0
Page 570
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Operating Request Details Division: Department:
Airport Airport Finance & Corporate Services
Title:
Airport Finance Manager Position
New
Priority: 1
ON-GOING FINAL
Justification: The COVID-19 pandemic and the commencement of the recovery from the COVID-19 pandemic has highlighted the importance for the Airport Finance team to remain focused on strategic initiatives, be able to pivot quickly, and to have business continuity measures in place. The hiring of an Airport Finance Manager will allow additional strategic initiatives to move forward, allow the Airport Finance Team to pivot more quickly, and further improve business continuity for the Airport Finance team. The Airport Finance Manager would report into the Senior Airport Finance and Corporate Services Manager and would manage the Airport Financial Analyst, Airport Accounting Technician and Airport Accounting Assistants.
Strategic Direction: 2022 2023 2024
Cost 65,500 125,600 125,600
Economic resiliency - Key economic sector impact is increasing Reserve (65,500) (125,600) (125,600)
Borrow 0 0 0
Fed/Prov 0 0 0
Division: Department:
Airport Airport Finance & Corporate Services
Title:
Airport Senior Project Manager Position
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0 New
Priority: 1
ON-GOING FINAL
Justification: The Airport has commenced its recovery from the COVID-19 pandemic, has experienced a significant increase in commercial development opportunities, and has received grant funding to move certain strategic projects forward. As a result, the Development team is struggling to ensure the correct level of effort and oversight is applied to all of the Airport's projects with the current resource levels. The hiring of a Senior Program Manager will increase the time available for the Project Managers to properly execute projects, as well as provide additional leadership and directional capabilities to the City of Kelowna and contracted Project Managers. This position will help ensure YLW strategically and effectively executes on these regionally important projects. It also allows for growth and succession planning for YLW's Development team to ensure the Airport is supported in its current and future growth, and that YLW's staff have growth opportunities at the Airport. Strategic Direction: 2022 2023 2024
Cost 58,000 110,500 110,500
Economic resiliency - Key economic sector impact is increasing Reserve (58,000) (110,500) (110,500)
Borrow 0 0 0
Fed/Prov 0 0 0
Dev/Com 0 0 0
Revenue 0 0 0
Utility 0 0 0
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Capital Budget
2022 FINANCIAL PLAN
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2022 FINANCIAL PLAN
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2022 Capital Requests Final Budget CAPITAL BUDGET Summary - General Fund Page Type
Description
Asset Cost
Reserve
79,000
(79,000)
200,000
L3 - Parking Infrastructure Cost Center Totals
Borrow
Grant
Other
Utility
Taxation
0
0
0
0
0
(200,000)
0
0
0
0
0
279,000
(279,000)
0
0
0
0
0
279,000
(279,000)
0
0
0
0
0
(627,000)
627,000
0
0
0
0
0
(627,000)
627,000
0
0
0
0
0
627,000
(627,000)
0
0
0
0
0
P6 - City-wide Park Development
627,000
(627,000)
0
0
0
0
0
Cost Center Totals
0
0
0
0
0
0
0
120,000
(120,000)
0
0
0
0
0
120,000
(120,000)
0
0
0
0
0
540,000
(540,000)
0
0
0
0
0
540,000
(540,000)
0
0
0
0
0
445,500
(229,900)
0
0
(215,600)
0
0
T4 - Transportation System Renewal
445,500
(229,900)
0
0
(215,600)
0
0
Cost Center Totals
1,105,500
(889,900)
0
0
(215,600)
0
0
Grand Total
1,384,500
(1,168,900)
0
0
(215,600)
0
0
Real Estate and Parking Capital - Priority 1 1
New
1
New
City Parkades - Roof Level Vehicle Gate Installation City Parkades - Snow Chute Installation
Parks Capital - Priority 1 1
Growth DeHart Park Deferral P4 - Community Park Development
1
Growth Pandosy Waterfront Park, DCC Citywide Park Development Phase 1
Transportation Capital - Priority 1 1
Growth Frost 1 DCC (Killdeer - Chute Lake) T1 - DCC Roads
1
Growth Commonwealth Rd (Hwy 97 - Jim Bailey) T3 - Non-DCC Roads
1
Growth Hwy.97/Leckie Road Intersection Improvement
Page 575
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
City Parkades - Roof Level Vehicle Gate Installation
New
Priority: 1 10 Yr Cap Plan Ref: Not included L3
FINAL
Justification: City parkades are open 24/7 and regularly experience undesirable activities and damage, especially in the evening, late night and weekend periods. Much of this activity is currently occurring on the top/roof levels. Staff believe that restricting vehicle access to roof levels during periods when the extra capacity is not required will help to prevent damage and reduce impacts on the surrounding neighborhood. This budget will allow for the design and installation of card access/timer controlled vehicle gates on the two parkades where the majority of issues are occurring. The operation and maintenance budget impact associated with this request will be minimal and will be accommodated within the Parking Services operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 79,000
Community Safety - Crime rates are decreasing Reserve (79,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Real Estate and Parking Capital
Title:
City Parkades - Snow Chute Installation
Dev/Com 0
Utility 0
Taxation 0
Priority: 1 10 Yr Cap Plan Ref: Not included L3
New FINAL
Justification: With more frequent and compounding snow events in recent years, staff engaged a structural engineer to undertake a review of parkade snow storage and removal practices as it relates to reducing the risk of general liability, facility damage and maintaining near full capacity on roof levels of downtown parkades. This report confirmed that two city parkades are not designed for any significant snow loading and the third has limited capacity. Staff are now evaluating options to install snow chutes on two parkades for direct removal of snow following an event. This budget is requested to allow for detailed design and installation. Depending on final design, additional funding may be required in future years. The operation and maintenance budget impact associated with this request will be minimal and will be accommodated within the Parking Services operating budget.
Project Driver:
Asset preservation (renewal and replacement to achieve anticipated service life).
Strategic Direction: Asset Cost 200,000
Environmental protection - Resiliency & adaptability to climate change Reserve (200,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 576
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Parks Capital
Title:
DeHart Park Deferral
Growth Priority: 1 10 Yr Cap Plan Ref: 2022 P4 - $6.4M FINAL
Justification: A deferral to the 2022 DeHart Park project budget is requested in order to fund eligible DCC expense increases identified with the Pandosy Waterfront Park. Refer to the Capital budget request under that name. As identified in the 10-Year Capital Plan, a budget request is anticipated in 2023 for the balance of the project funding. This deferral will be included with that request. The works are anticipated to be constructed as a single project over two or more years.
Project Driver:
Maintenance of Council approved levels of service (usually to accommodate growth).
Strategic Direction: Asset Cost (627,000)
Vibrant neighbourhoods - Animated parks & public spaces Reserve 627,000
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Department: Cost Center:
Capital Projects Parks Capital
Title:
Pandosy Waterfront Park, DCC City-wide Park Development Phase 1
Taxation 0
Growth Priority: 1 10 Yr Cap Plan Ref: 2021 P6 - $1.45M FINAL
Justification: Additional budget is requested to cover an increase in project costs due to the discovery of a native artifact during geotechnical investigation, as well as contract pricing 12% above the engineer estimate. Archaeological investigation and reporting resulted in the project being delayed a year, which added additional consulting, and monitoring work. Construction costs have also continued to rise during this delay. Cost savings have been made to the project design, and this request is to cover the remaining difference. A second Capital budget request for a deferral to the DeHart Park budget has been requested to maintain capacity within the DCC Reserve. 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 627,000
Vibrant neighbourhoods - Animated parks & public spaces Reserve (627,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 577
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Frost 1 DCC (Killdeer - Chute Lake)
Growth Priority: 1 10 Yr Cap Plan Ref: Not included T1 FINAL
Justification: Budget is requested to undertake preliminary design update cost estimates for the Frost 1 DCC project. This project will extend Frost Rd from Treadgold Ct eastward towards Chute Lake Rd (350m) and develop a new controlled intersection (roundabout) at Frost / Chute Lake / Okaview. This will provide a major road connection between the Chute Lake / Kettle Valley and Gordon / Ponds corridors/neighbourhoods, improving access within the Upper Mission and access to commercial services and schools. Design is anticipated to be complete by Q2 of 2023. 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 120,000
Transportation & mobility - Travel times are optimized Reserve (120,000)
Borrow 0
Fed/Prov 0
Department: Cost Center:
Capital Projects Transportation Capital
Title:
Commonwealth Rd (Hwy 97 - Jim Bailey)
Dev/Com 0
Utility 0
Taxation 0
Growth Priority: 1 10 Yr Cap Plan Ref: Not included T3 FINAL
Justification: Budget is requested for preliminary design and costing for upgrades of Commonwealth Road, serving both residential and industrial traffic, between Highway 97 and Jim Bailey Road. This project is part of a recent Memorandum of Understanding between Okanagan Indian Band, District of Lake Country and City of Kelowna. Project scope includes traffic projections for Commonwealth and the surrounding network, assessing existing infrastructure, preliminary design - including intersections at Highway 97 and Jim Bailey, cost estimates and consultation with stakeholders and the adjacent community. Coordination with the province would be required and potential cost-sharing pursued. This project phase will define the issues, scope, and cost of the overall project, at the preliminary design level, to inform future project phases. Design is anticipated to be complete by Q4, 2023. 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 540,000
Transportation & mobility - Travel times are optimized Reserve (540,000)
Borrow 0
Fed/Prov 0
Dev/Com 0
Utility 0
Taxation 0
Page 578
2022 FINANCIAL PLAN
CITY OF KELOWNA
2022 Capital Request Details Department: Cost Center:
Capital Projects Transportation Capital
Title:
Hwy.97/Leckie Road Intersection Improvement
Priority: 1 10 Yr Cap Plan Ref: 2021 T4
Growth FINAL
Justification: Additional budget is requested to complete construction of the road improvements at Highway 97 and Leckie Road. The improvements are to be delivered by the City as part of the partnership between the City, a developer and the Ministry of Transportation and Infrastructure. Construction is to be completed Q3, 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 445,500
Economic resiliency - Key economic sector impact is increasing Reserve (229,900)
Borrow 0
Fed/Prov 0
Dev/Com (215,600)
Utility 0
Taxation 0
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2022 Financial Plan
Kelowna, British Columbia Five-Year Financial Plan 2022-2026
2022 FINANCIAL PLAN
CITY OF KELOWNA
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2022 FINANCIAL PLAN
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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. Kelowna continues to recover from the COVID‐ pandemic and its economic impacts. Through strong financial management and clear budgeting practices, the City of Kelowna is well positioned in its post‐pandemic economic recovery. Top priority continues to be the delivery of essential services residents expect while maintaining, expanding and building infrastructure that makes Kelowna a great place to live. 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 , 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.
Page 583
2022 FINANCIAL PLAN
Assumptions used in the preparation of the years
CITY OF KELOWNA
to
in the Financial Plan projections include:
An inflation rate of per cent for most of the operating costs and for some revenues. An inflation rate of per cent was used in only for materials expenses, due to higher expected rates of cost escalation for these items. 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 for to and . per cent per year for per the Official Community Plan was used 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, years to , 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.
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 Financial Plan’s total revenue estimate of . M.
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2022 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, average inflation, 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 % Increase
Net Property Owner Impact 2018 ‐ 2026 6.00%
5.48% 4.97%
5.00% 4.10%
4.04%
4.00%
3.00%
4.99%
3.94% 3.64%
2.99%
2.05%
2.00%
1.00%
0.00%
2018
2019
2020
2021
2022
2023
2024
2025
2026
Years Note: Rates presented in the graph above for years 2023 to 2026 have not been approved by Council and are subject to change.
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 and the Capital News Centre ‐ Expansion. Parcel Taxes Parcel taxes are taxes levied through bylaw on the unit, frontage or area of a property that receive a specific service. The majority of the . M in the Financial Plan parcel tax budget is made up of Water Utility parcel taxes and Sewer Specified Area debt recoveries.
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.
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2022 FINANCIAL PLAN
CITY OF KELOWNA
General fund fees & charges revenues can be attributed to several Divisions: •
•
•
•
•
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 Fleet Services, Parks, Public Works and Utility Services which 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 are factored for inflation. This Division also includes Regional Transit. Future transit revenues are factored for growth as ridership is expected to recover. 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. 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.
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. As the Airport continues to recover from the COVID‐ pandemic, passenger numbers are expected to increase to . M in . The City of Kelowna operates two utility funds: the Water Utility and the Wastewater Utility. Included in the Financial Plan is a budgeted per cent rate increase for water rates, per cent for the Water Quality Enhancement Fee and a per cent rate increase for wastewater rates.
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 amount of revenue generated is scheduled to increase slightly over the next five years. Future revenue estimates are factored for both growth and inflation.
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2022 FINANCIAL PLAN
CITY OF KELOWNA
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 Financial Plan for , 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 : City Hall Envelope Renewal : City Yards – New Offices
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.
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 % payment 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 2.2 per cent in 2023 and 2024, and 2.3 per cent in 2025 and 2.2 per cent in 2026.
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2022 FINANCIAL PLAN
CITY OF KELOWNA
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. Some of the most significant operating grants in include the transit partnership with the Province of British Columbia which provides per cent funding for conventional transit costs and per cent funding for custom transit costs, the Government of Canada and the Province of British Columbia’s Strengthening Communities Grant supporting unsheltered homeless populations and helping address related community impacts and the Government of Canada Health Canada Grant supporting the PEOPLE Peer Navigators Capacity Building project. Gaming revenue is still recovering from the COVID‐ pandemic. BC Gaming Centers were re‐opened in the summer of with provincial health restrictions on attendance in place. With restrictions being lifted in , gaming revenues are not expected to fully recover until . The budget for gaming revenues in is per cent lower than the pre‐COVID levels. The loss of gaming revenue has been offset by grant funds received from Province of BC’s Safe Restart plan. This budget is included in the RCMP budget as they are applied against police costs. The city continues to receive funding from the Canada Community‐Building Fund, formerly the federal Gas Tax Fund. This fund provides predictable, long‐term and stable funding for investment in infrastructure and capacity building projects to local governments in British Columbia. In , the City of Kelowna expects to receive . M. The City of Kelowna will continue to apply for Federal and Provincial Grants during the year. Successful grants will be added to the Financial Plan through the budget amendment process.
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.
Page 588
2022 FINANCIAL PLAN
CITY OF KELOWNA
Five-Year Financial Plan Summaries Financial Plan 2022-2026 2022 Revenue Property Value Tax Library Requisition Parcel Taxes Fees and Charges Borrowing Proceeds Other Sources
2023
2024
2025
2026
2027-2030
167,107,316 7,044,023 3,420,974 150,005,535 7,158,600 77,169,881 411,906,329
179,522,375 7,184,903 3,941,636 213,977,187 0 70,729,573 475,355,674
191,801,552 7,328,602 3,965,038 225,910,172 26,053,200 59,588,315 514,646,879
204,813,609 7,475,174 3,804,203 239,006,280 10,560,000 55,953,135 521,612,401
215,669,897 7,624,677 3,456,841 246,465,323 0 60,148,606 533,365,344
940,159,269 32,054,448 12,662,470 1,063,681,066 3,830,000 276,738,529 2,329,125,782
2,319,917 37,425,860 206,914,336 246,660,113
1,018,987 28,264,914 78,307,796 107,591,697
1,018,987 34,031,463 52,726,789 87,777,239
1,018,987 36,559,002 65,029,541 102,607,530
1,018,987 35,863,936 56,828,498 93,711,421
4,075,949 165,616,918 207,146,830 376,839,697
658,566,442
582,947,371
602,424,118
624,219,931
627,076,765
2,705,965,479
3,694,690 8,847,932 273,558,700
4,162,325 7,654,270 155,020,452
6,044,860 7,885,874 154,084,439
8,532,854 10,911,346 148,709,078
10,050,872 13,248,530 133,443,167
39,490,366 48,035,228 576,459,501
35,548,877
39,501,887
40,473,724
41,466,844
42,621,132
182,734,891
Community Services
33,173,416 99,961,295
26,023,038 103,041,317
26,596,068 106,205,449
27,400,651 109,481,906
27,371,013 112,688,935
119,155,373 485,206,409
Protective Services
90,581,801
84,395,912
89,607,971
94,403,331
98,854,158
430,467,334
25,659,161 19,974,967 591,000,839
23,515,668 30,114,952 473,429,821
24,184,209 31,423,042 486,505,636
25,281,998 32,757,421 498,945,430
25,981,311 35,275,058 499,534,177
111,405,897 150,430,052 2,143,385,050
28,603,562 0 38,962,041 67,565,603
30,285,675 0 79,231,875 109,517,550
30,427,080 0 85,491,402 115,918,482
30,193,089 0 95,081,412 125,274,501
31,158,937 0 96,383,651 127,542,588
124,289,996 0 438,290,433 562,580,429
658,566,442
582,947,371
602,424,118
624,219,931
627,076,765
2,705,965,479
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 589
2022 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.
2022 (12,209,498) 165,624,014 13,692,800 167,107,316 (3,160,000)
2023 (12,479,992) 177,006,367 14,996,000 179,522,375 (3,257,000)
2024 (12,757,541) 188,221,093 16,338,000 191,801,552 (3,354,000)
2025 (13,048,718) 200,144,327 17,718,000 204,813,609 (3,450,000)
2026 (13,332,445) 209,919,342 19,083,000 215,669,897 (3,411,000)
3.94%
5.48%
4.97%
4.99%
3.64%
General Revenue 2022 Licences Dog Licences
2023
2024
2025
2026
ates
3,100 3,100
3,100 3,100
3,100 3,100
3,100 3,100
3,100 3,100
1,604,720 1,604,720
1,662,329 1,662,329
1,722,007 1,722,007
1,783,827 1,783,827
1,845,726 1,845,726
4,764,000 165,000 1,200,000 90,000 69,000 6,288,000
4,839,748 167,624 1,219,080 91,431 69,000 6,386,883
4,916,700 170,289 1,238,463 92,885 69,000 6,487,337
4,994,876 172,997 1,258,155 94,362 69,000 6,589,390
5,068,301 175,540 1,276,650 95,749 69,000 6,685,240
40,000 18,750 136,079 (310,000) (115,171)
41,436 18,750 140,964 (321,129) (119,979)
42,924 18,750 146,025 (332,658) (124,959)
44,465 18,750 157,627 (344,600) (123,758)
46,008 18,750 169,095 (356,558) (122,705)
144,638
147,531
150,481
153,491
156,561
444,969 1,540,553 143,000 (143,000) 1,985,522
453,868 1,565,048 143,000 (143,000) 2,018,916
462,946 1,589,932 143,000 (143,000) 2,052,878
472,205 1,615,212 143,000 (143,000) 2,087,417
481,649 1,638,956 143,000 (143,000) 2,120,605
2,298,689
2,381,212
2,466,697
2,555,251
2,643,918
12,209,498
12,479,992
12,757,541
13,048,718
13,332,445
Property taxation
167,107,316
179,522,375
191,801,552
204,813,609
215,669,897
Total General Revenue & taxation Note: Totals may not add due to rounding.
179,316,814
192,002,367
204,559,093
217,862,327
229,002,342
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 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 590
2022 FINANCIAL PLAN
CITY OF KELOWNA
Operating Summary - General Fund Revenues/Expenditures by Year 2022
2023
2024
2025
2026
(7,044,023) (142,448) (68,556,615) (56,479,877) 0 (12,076,738) (40,955,462) (376,190) (18,727,400) 0 (9,432,829) (12,419,043) 0 (21,618,457) (2,319,917) (1,449,270) (17,849,270)
(7,184,903) (142,448) (70,781,919) (58,296,249) 0 (12,485,670) (36,180,166) (383,714) (15,961,880) 0 (9,443,981) (10,390,591) 0 (3,483,627) (1,018,987) (1,449,270) (1,015,370)
(7,328,602) (142,448) (72,243,061) (59,482,070) 0 (12,760,991) (36,776,071) (391,388) (16,086,130) 0 (9,645,762) (10,652,791) 0 (2,238,187) (1,018,987) (795,400) (423,800)
(7,475,174) (142,448) (73,596,826) (60,544,391) 0 (13,052,435) (37,510,645) (399,216) (16,360,378) 0 (9,852,075) (10,898,976) 0 (2,148,387) (1,018,987) (795,400) (334,000)
(7,624,677) (142,448) (75,077,242) (61,724,152) 0 (13,353,090) (37,294,944) (407,200) (16,625,240) 0 (10,061,673) (10,200,831) 0 (2,148,387) (1,018,987) (795,400) (334,000)
(138,317,005)
(117,773,063)
(118,728,369)
(120,873,480)
(122,287,698)
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
94,975,182 8,598,479 53,657,170 100,105,482 2,463,543 5,922,253 5,773,825 5,773,825 0 32,445,085 28,447,252 0 3,997,833
98,904,326 9,018,911 43,790,531 96,915,861 2,918,277 4,574,129 4,332,525 4,332,525 0 34,324,870 30,129,365 0 4,195,505
102,151,998 9,372,570 44,453,029 102,573,090 4,801,929 4,806,918 4,332,525 4,332,525 0 34,457,403 30,270,770 0 4,186,633
105,619,348 9,689,941 45,365,955 107,744,962 7,168,075 6,868,481 4,332,525 4,332,525 0 34,228,520 30,036,779 0 4,191,741
109,188,208 10,008,165 46,366,465 112,574,875 8,400,932 8,006,764 3,397,525 3,397,525 0 34,264,106 31,002,627 0 3,261,479
Total Expenditures
303,941,019
294,779,430
306,949,462
321,017,807
332,207,040
Net Operating Expenditures Note: Totals may not add due to rounding.
165,624,014
177,006,367
188,221,093
200,144,327
209,919,342
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
Page 591
2022 FINANCIAL PLAN
CITY OF KELOWNA
General Fund - operating summary by division 2022 Net Operating Expenditure 60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0
Net Operating Expenditure by Year
City Administration City Clerks Planning & Development Services Partnerships & Investments Infrastructure Active Living & Culture Corporate & Protective Services Corporate Services Community Safety Fire Department Corporate Strategic Services Financial Services Debt & Other Total Division Net Operating Expenditures
2022
2023
2024
2025
2026
1,830,164 1,518,242 (182,645) 9,312,474 37,141,022 11,019,364
1,884,571 1,547,265 (147,773) 9,879,677 40,904,143 11,328,342
1,933,083 1,596,048 16,417 10,032,353 43,260,771 11,285,190
1,982,637 1,646,104 189,668 10,305,182 45,049,401 11,509,761
2,032,721 1,696,395 373,062 10,574,277 46,859,468 11,655,636
6,244,974 51,187,952 20,708,103 9,219,880 6,504,391 11,120,093 165,624,014
6,523,536 54,616,149 21,603,151 9,841,603 6,792,433 12,233,270 177,006,367
6,701,838 58,883,472 22,449,874 10,091,545 7,035,008 14,935,494 188,221,093
6,885,549 62,703,752 22,972,807 10,328,904 7,322,110 19,248,452 200,144,327
7,068,909 66,175,244 23,746,165 10,632,856 7,585,007 21,519,602 209,919,342
Page 592
2022 FINANCIAL PLAN
CITY OF KELOWNA
City Administration Revenues and Expenditures by Year
2022
2023
2024
2025
2026
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
1,086,018
1,117,889
1,150,761
1,184,668
1,218,793
Internal Equipment
15,090
15,392
15,700
16,014
16,334
Material and Other
382,626
397,931
406,196
414,320
422,606
Contract Services
346,430
353,359
360,426
367,635
374,988
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
Internal Allocations
0
0
0
0
0
Interdepartment Transfer
0
0
0
0
0
Interfund Transfer
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Total Revenue Expenditures
Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges
0
0
0
0
0
Accumulated Surplus
0
0
0
0
0
Total Expenditures
1,830,164
1,884,571
1,933,083
1,982,637
2,032,721
Net Operating Expenditures
1,830,164
1,884,571
1,933,083
1,982,637
2,032,721
Note: Totals may not add due to rounding.
Page 593
2022 FINANCIAL PLAN
CITY OF KELOWNA
City Clerk Revenues and Expenditures by Year
2022
2023
2024
2025
2026
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) (80,000) 0 0 0 (80,000) (260,400) 0 0 (260,400)
0 (10,359) (1,968) (8,391) (81,600) 0 0 0 (81,600) 0 0 0 0
0 (10,731) (2,039) (8,692) (83,232) 0 0 0 (83,232) 0 0 0 0
0 (11,116) (2,112) (9,004) (84,897) 0 0 0 (84,897) 0 0 0 0
0 (11,501) (2,185) (9,316) (86,595) 0 0 0 (86,595) 0 0 0 0
Total Revenue
(350,400)
(91,959)
(93,963)
(96,013)
(98,096)
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
1,021,385 0 751,797 95,460 0 0 0 0 0 0 0 0 0
1,111,402 0 430,453 97,369 0 0 0 0 0 0 0 0 0
1,151,301 0 439,393 99,317 0 0 0 0 0 0 0 0 0
1,192,633 0 448,181 101,303 0 0 0 0 0 0 0 0 0
1,234,017 0 457,145 103,329 0 0 0 0 0 0 0 0 0
Total Expenditures
1,868,642
1,639,224
1,690,011
1,742,117
1,794,491
Net Operating Expenditures Note: Totals may not add due to rounding.
1,518,242
1,547,265
1,596,048
1,646,104
1,696,395
Page 594
2022 FINANCIAL PLAN
CITY OF KELOWNA
Planning & Development Services Revenues and Expenditures by Year
2022
2023
2024
2025
2026
Revenue Parcel Tax
0
0
0
0
0
(10,246,372)
(10,470,549)
(10,640,451)
(10,813,123)
(10,976,676)
(10,246,372)
(10,470,549)
(10,640,451)
(10,813,123)
(10,976,676)
0
0
0
0
(439,700)
(84,150)
0
0
0
0
0
0
0
0
(388,600)
(84,150)
0
0
0
0
0
0
0
0
(51,100)
0
0
0
0
(1,228,000)
0
0
0
0
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
0
0
0
0
(1,228,000)
0
0
0
0
Fees and Charges Sales of Services User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfer from Funds
Accumulated Surplus Total Revenue
-
(11,914,072)
(10,554,699)
(10,640,451)
(10,813,123)
(10,976,676)
Salaries and Wages
8,912,702
8,548,000
8,766,344
9,081,056
9,396,169
Internal Equipment
127,487
133,709
136,383
139,111
141,893
Material and Other
2,292,428
1,325,031
1,352,551
1,379,602
1,407,194
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
275,000
275,000
275,000
275,000
275,000
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds
275,000
275,000
275,000
275,000
275,000
Development Cost Charges
0
0
0
0
0
Accumulated Surplus
0
0
0
0
0
11,731,427
10,406,926
10,656,868
11,002,791
11,349,738
16,417
189,668
373,062
Total Expenditures Net Operating Expenditures
(182,645)
(147,773)
Note: Totals may not add due to rounding.
Page 595
2022 FINANCIAL PLAN
CITY OF KELOWNA
Partnerships & Investments Revenues and Expenditures by Year
2022
2023
2024
2025
2026
0 (9,161,444) (7,217,256)
0 (9,358,899) (7,373,535)
0 (9,548,451) (7,521,006)
0 (9,751,491) (7,671,426)
0 (9,963,698) (7,824,855)
0 (1,944,188)
0 (1,985,364)
0 (2,027,445)
0 (2,080,065)
0 (2,138,843)
(419,377)
(336,373)
(280,676)
(286,290)
(292,016)
0
0
0
0
0
(90,000)
(61,200)
0
0
0
Other
0
0
0
0
0
Services to Other Governments
0
0
0
0
0
(329,377)
(275,173)
(280,676)
(286,290)
(292,016)
Revenue Parcel Tax Fees and Charges Sales of Services Other User Fees Other Revenue Interest Grants
Interdepartment Transfer Interfund Transfer
-
-
-
(1,961,700)
(42,800)
0
0
0
(766,800)
0
0
0
0
0
0
0
0
0
(1,194,900)
(42,800)
0
0
0
(11,542,521)
(9,738,072)
(9,829,127)
(10,037,781)
(10,255,714)
Salaries and Wages
5,339,592
5,728,374
5,723,160
5,928,621
6,134,344
Internal Equipment
285,752
308,603
314,775
321,071
327,492
Material and Other Contract Services
7,784,831 2,778,860
6,029,474 2,834,085
6,128,161 2,911,533
6,250,724 2,991,276
6,375,738 3,071,705
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
578,030
578,030
578,030
578,030
578,030
578,030
578,030
578,030
578,030
578,030
Transfer from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue
-
-
Expenditures
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures
0
0
0
0
0
4,087,930
4,139,183
4,205,821
4,273,241
4,342,682
3,587,720
3,638,973
3,705,611
3,773,031
3,842,472
0
0
0
0
0
500,210
500,210
500,210
500,210
500,210
20,854,995
19,617,749
19,861,480
20,342,963
20,829,991
9,312,474
9,879,677
10,032,353
10,305,182
10,574,277
Note: Totals may not add due to rounding.
Page 596
2022 FINANCIAL PLAN
CITY OF KELOWNA
Infrastructure Revenues and Expenditures by Year
2022
2023
2024
2025
2026
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 (39,696,400) (33,283,624) (6,412,776) (18,334,387) 0 (12,063,800) (2,276,437) (3,994,150) (3,770,071) (395,471) 0 (3,374,600)
0 (40,467,355) (33,928,083) (6,539,272) (16,827,926) 0 (11,448,890) (2,144,462) (3,234,574) (769,571) (76,071) 0 (693,500)
0 (41,253,364) (34,585,095) (6,668,269) (17,156,711) 0 (11,631,137) (2,200,251) (3,325,323) (410,071) (76,071) 0 (334,000)
0 (41,954,762) (35,154,944) (6,799,818) (17,492,824) 0 (11,816,285) (2,257,653) (3,418,886) (410,071) (76,071) 0 (334,000)
0 (42,762,722) (35,829,293) (6,933,429) (17,818,351) 0 (11,990,265) (2,315,363) (3,512,723) (410,071) (76,071) 0 (334,000)
Total Revenue
(61,800,858)
(58,064,852)
(58,820,146)
(59,857,657)
(60,991,144)
21,864,472 7,623,998 16,473,724 37,523,808
22,844,601 8,004,131 14,045,801 38,574,852
23,770,507 8,337,494 14,446,765 40,047,146
24,522,350 8,634,163 14,833,004 41,484,839
25,373,276 8,931,272 15,222,854 42,924,363
Debt Interest
0
0
0
0
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
4,872,817 4,872,817 0 10,583,061 9,666,409 0 916,652
3,431,517 3,431,517 0 12,068,093 11,147,269 0 920,824
3,431,517 3,431,517 0 12,047,488 11,122,036 0 925,452
3,431,517 3,431,517 0 12,001,185 11,070,625 0 930,560
2,496,517 2,496,517 0 12,902,330 11,967,032 0 935,298
Total Expenditures
98,941,880
98,968,995
102,080,917
104,907,058
107,850,612
Net Operating Expenditures
37,141,022
40,904,143
43,260,771
45,049,401
46,859,468
Revenue
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services
Note: Totals may not add due to rounding.
Page 597
2022 FINANCIAL PLAN
CITY OF KELOWNA
Active Living & Culture Revenues and Expenditures by Year
2022
2023
2024
2025
2026
Revenue Parcel Tax Fees and Charges Sales of Service Other User Fees Other Revenue Interest Grants
0
0
0
0
0
(4,812,940)
(5,653,673)
(5,867,371)
(6,078,010)
(6,288,917)
(3,327,990)
(4,066,208)
(4,222,916)
(4,374,519)
(4,526,315)
-
-
-
-
(1,587,465)
(1,644,455)
(1,703,491)
(1,762,602)
(599,400)
(177,684)
(181,238)
(184,863)
(188,561)
0
0
0
0
0
(535,200)
(112,200)
(114,444)
(116,733)
(119,068)
Other
-
-
-
-
Services to Other Governments
-
-
-
-
Interdepartment Transfer
-
(1,484,950)
(65,484)
(1,012,600)
(10,000)
-
-
0
0
0
0
0
0
0 (1,012,600)
0 (10,000)
0 -
0 -
0 0
(6,424,940)
(5,841,357)
(6,048,609)
(6,262,873)
(6,477,478)
Salaries and Wages
6,844,583
7,354,634
7,618,633
7,892,142
8,076,850
Internal Equipment
194,400
198,288
202,254
206,299
210,425
Material and Other
5,153,239
4,420,124
4,247,726
4,325,541
4,412,052
Contract Services
Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue
(68,130)
-
(64,200)
Interfund Transfer Transfers from Funds
(66,794)
(69,493)
Expenditures
4,360,178
4,091,249
4,173,282
4,256,748
4,341,883
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
891,904
1,105,404
1,091,904
1,091,904
1,091,904
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
0
0
0
0
891,904
1,105,404
1,091,904
1,091,904
1,091,904
Total Expenditures
17,444,304
17,169,699
17,333,799
17,772,634
18,133,114
Net Operating Expenditures
11,019,364
11,328,342
11,285,190
11,509,761
11,655,636
Transfer to Funds
Accumulated Surplus
Note: Totals may not add due to rounding.
Page 598
2022 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services - Corporate Services Revenues and Expenditures by Year
2022
2023
2024
2025
2026
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (61,000) (5,000) (56,000) (283,260) 0 0 0 (283,260) (550,840) 0 0 (550,840)
0 (62,220) (5,100) (57,120) (288,925) 0 0 0 (288,925) (184,940) 0 0 (184,940)
0 (63,464) (5,202) (58,262) (294,704) 0 0 0 (294,704) (89,800) 0 0 (89,800)
0 (64,733) (5,306) (59,427) (300,598) 0 0 0 (300,598) 0 0 0 0
0 (66,028) (5,412) (60,616) (306,610) 0 0 0 (306,610) 0 0 0 0
Total Revenue
(895,100)
(536,085)
(447,968)
(365,331)
(372,638)
Revenue
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest
2,836,793 900 3,130,645 1,171,736 0
3,077,196 918 2,806,736 1,174,771 0
3,085,574 936 2,865,030 1,198,266 0
3,105,363 955 2,922,331 1,222,231 0
3,213,119 974 2,980,778 1,246,676 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
7,140,074
7,059,621
7,149,806
7,250,880
7,441,547
Net Operating Expenditures
6,244,974
6,523,536
6,701,838
6,885,549
7,068,909
Note: Totals may not add due to rounding.
Page 599
2022 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services - Community Safety Revenues and Expenditures by Year
2022
2023
2024
2025
2026
Revenue Parcel Tax
0
0
0
0
0
(885,102)
(907,469)
(930,450)
(954,064)
(977,939)
Sale of Service
(733,674)
(752,062)
(770,950)
(790,354)
(809,978)
User Fees
(151,428)
(155,407)
(159,500)
(163,710)
(167,961)
(6,681,700)
(5,547,372)
(5,658,320)
(5,771,487)
(5,886,916)
0
0
0
0
0
Grants
(5,415,100)
(4,255,440)
(4,340,549)
(4,427,360)
(4,515,907)
Services to Other Governments
(1,083,213)
(1,104,877)
(1,126,975)
(1,149,515)
(1,172,505)
(183,387)
(187,055)
(190,796)
(194,612)
(198,504)
(9,225,000)
0
0
0
0
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
0
0
0
0
(9,225,000)
0
0
0
0
Fees and Charges
Other Revenue Interest
Interdepartment Transfer Transfers from Funds
Accumulated Surplus Total Revenue
(16,791,802)
(6,454,841)
(6,588,770)
(6,725,551)
(6,864,855)
Salaries and Wages
10,838,463
11,260,464
11,664,715
12,083,478
12,502,775
Internal Equipment
171,129
174,552
178,043
181,604
185,236
Material and Other
3,501,553
867,561
873,902
891,380
909,208
53,468,609
48,768,413
52,755,582
56,272,841
59,442,880
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
Internal Allocations
Expenditures
Contract Services
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
67,979,754
61,070,990
65,472,242
69,429,303
73,040,099
Net Operating Expenditures
51,187,952
54,616,149
58,883,472
62,703,752
66,175,244
Transfer to Funds
Note: Totals may not add due to rounding.
Page 600
2022 FINANCIAL PLAN
CITY OF KELOWNA
Corporate & Protective Services - Fire Department Revenues and Expenditures by Year
2022
2023
2024
2025
2026
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 (2,655,511) (819,360) (1,836,151) (409,056) 0 0 (409,056) 0 (181,800) 0 0 (181,800)
0 (2,786,957) (835,747) (1,951,210) (417,237) 0 0 (417,237) 0 0 0 0 0
0 (2,842,696) (852,462) (1,990,234) (425,582) 0 0 (425,582) 0 0 0 0 0
0 (2,899,550) (869,511) (2,030,039) (434,094) 0 0 (434,094) 0 0 0 0 0
0 (2,957,541) (886,901) (2,070,640) (442,776) 0 0 (442,776) 0 0 0 0 0
Total Revenue
(3,246,367)
(3,204,194)
(3,268,278)
(3,333,644)
(3,400,317)
Salaries and Wages
20,744,777
21,588,754
22,363,790
23,166,650
23,970,533
Internal Equipment
167,343
170,690
174,104
177,586
181,138
Material and Other
1,441,936
1,360,773
1,389,036
1,416,817
1,445,153
Revenue
Expenditures
Contract Services
247,991
204,705
208,799
212,975
217,235
Debt Interest
0
0
0
0
0
Debt Principal
0
0
0
0
0
0 0 0 1,352,423 900,000 0 452,423
0 0 0 1,482,423 1,050,000 0 432,423
0 0 0 1,582,423 1,150,000 0 432,423
0 0 0 1,332,423 900,000 0 432,423
0 0 0 1,332,423 900,000 0 432,423
Total Expenditures
23,954,470
24,807,345
25,718,152
26,306,451
27,146,482
Net Operating Expenditures
20,708,103
21,603,151
22,449,874
22,972,807
23,746,165
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 601
2022 FINANCIAL PLAN
CITY OF KELOWNA
Corporate Strategic Services Revenues and Expenditures by Year
2022
2023
2024
2025
2026
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) (347,732) 0 (234,700) 0 (113,032) (222,500) 0 0 (222,500)
0 (137,088) (2,448) (134,640) (115,293) 0 0 0 (115,293) 0 0 0 0
0 (139,830) (2,497) (137,333) (117,598) 0 0 0 (117,598) 0 0 0 0
0 (142,627) (2,547) (140,080) (119,950) 0 0 0 (119,950) 0 0 0 0
0 (145,480) (2,598) (142,882) (122,349) 0 0 0 (122,349) 0 0 0 0
Total Revenue
(704,632)
(252,381)
(257,428)
(262,577)
(267,829)
Revenue
Expenditures Salaries and Wages
6,072,103
6,396,748
6,626,391
6,864,278
Internal Equipment
6,500
6,630
6,763
6,898
7,036
Material and Other
3,669,389
3,514,086
3,539,299
3,543,785
3,614,661
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
9,924,512
10,093,984
10,348,973
10,591,481
10,900,685
Net Operating Expenditures
9,219,880
9,841,603
10,091,545
10,328,904
10,632,856
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
7,102,468
Note: Totals may not add due to rounding.
Page 602
2022 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services Revenues and Expenditures by Year
2022
2023
2024
2025
2026
Revenue Parcel Tax
0
0
0
0
0
(508,301)
(526,549)
(545,452)
(526,549)
(525,939)
(508,301)
(526,549)
(545,452)
(526,549)
(525,939)
0
0
0
0
0
(1,073,254)
(995,258)
(1,018,995)
(1,045,447)
(1,078,472)
Interest
0
0
0
0
0
Grants
0
0
0
0
0
Services to Other Governments
0
0
0
0
0
(1,073,254)
(995,258)
(1,018,995)
(1,045,447)
(1,078,472)
(514,500)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
(514,500)
0
0
0
0
Fees and Charges Sales of Service User Fees Other Revenue
Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Revenue
(2,096,055)
(1,521,807)
(1,564,447)
(1,571,996)
(1,604,411)
Salaries and Wages
7,133,870
7,513,973
7,783,725
8,063,161
8,342,953
Internal Equipment
5,880
5,998
6,118
6,240
6,365
Material and Other
1,362,118
725,419
740,485
755,295
770,401
Expenditures
Contract Services
43,600
13,872
14,149
14,432
14,721
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
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
8,600,446
8,314,240
8,599,455
8,894,106
9,189,418
Net Operating Expenditures
6,504,391
6,792,433
7,035,008
7,322,110
7,585,007
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds
Note: Totals may not add due to rounding.
Page 603
2022 FINANCIAL PLAN
CITY OF KELOWNA
Financial Services - Debt & Other Revenues and Expenditures by Year
2022
2023
2024
2025
2026
Revenue Library Requisition
(7,044,023)
(7,184,903)
(7,328,602)
(7,475,174)
(7,624,677)
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
(142,448) (385,145) (334,000) (51,145) (12,287,596) (376,190) 0 (5,664,123) (6,247,283) (2,691,046) (1,157,646) (1,449,270) (84,130)
(142,448) (400,801) (334,000) (66,801) (11,308,348) (383,714) 0 (5,777,405) (5,147,229) (2,476,316) (942,916) (1,449,270) (84,130)
(142,448) (400,801) (334,000) (66,801) (11,559,015) (391,388) 0 (5,892,954) (5,274,673) (1,738,316) (942,916) (795,400) 0
(142,448) (400,801) (334,000) (66,801) (11,790,195) (399,216) 0 (6,010,813) (5,380,166) (1,738,316) (942,916) (795,400) 0
(142,448) (400,801) (334,000) (66,801) (11,072,298) (407,200) 0 (6,131,029) (4,534,069) (1,738,316) (942,916) (795,400) 0
Total Revenue
(22,550,258)
(21,512,816)
(21,169,182)
(21,546,934)
(20,978,540)
Expenditures Salaries and Wages
2,280,424
2,362,291
2,447,097
2,534,948
2,622,911
Internal Equipment
0
0
0
0
0
Material and Other
7,712,884
7,867,142
8,024,485
8,184,975
8,348,675
0
733,000
733,000
747,660
762,613
Debt Interest
Contract Services
2,463,543
2,918,277
4,801,929
7,168,075
8,400,932
Debt Principal
5,922,253
4,574,129
4,806,918
6,868,481
8,006,764
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
213,000 213,000 0 15,078,247 14,018,123 0 1,060,124
213,000 213,000 0 15,078,247 14,018,123 0 1,060,124
213,000 213,000 0 15,078,247 14,018,123 0 1,060,124
213,000 213,000 0 15,078,247 14,018,123 0 1,060,124
213,000 213,000 0 14,143,247 14,018,123 0 125,124
Total Expenditures
33,670,351
33,746,086
36,104,676
40,795,386
42,498,142
Net Operating Expenditures
11,120,093
12,233,270
14,935,494
19,248,452
21,519,602
Note: Totals may not add due to rounding.
Page 604
2022 FINANCIAL PLAN
CITY OF KELOWNA
Operating Summary - Airport & Utility Funds Revenues and Expenditures by Year
2022
2023
2024
2025
2026
Revenue Parcel Tax
(3,278,526)
(3,799,188)
(3,822,590)
(3,661,755)
(3,314,393)
(79,841,100)
(141,529,839)
(151,942,004)
(163,622,527)
(169,539,255)
(77,952,650)
(137,509,120)
(147,831,559)
(159,294,307)
(165,255,496)
(1,888,450)
(4,020,719)
(4,110,445)
(4,328,220)
(4,283,759)
(2,014,041)
(3,378,356)
(3,323,174)
(3,251,729)
(2,745,020)
Interest
(506,372)
(1,369,379)
(1,270,187)
(1,202,489)
(757,550)
Grants
(298,385)
(277,840)
(277,840)
(228,679)
(121,996)
0
(556,408)
(565,255)
(574,243)
(582,684)
(1,209,284)
(1,174,729)
(1,209,892)
(1,246,318)
(1,282,790) (252,310)
Fees and Charges Sales of Service User Fees Other Revenue
Other Interdepartment Transfer Transfers from Funds
(9,022,156)
(11,487,896)
(7,598,689)
(252,310)
Special (Stat Reserve) Funds
0
0
0
0
0
Development Cost Charges
0
(252,310)
(252,310)
(252,310)
(252,310)
(9,022,156)
(11,235,586)
(7,346,379)
0
0
(94,155,823)
(160,195,279)
(166,686,457)
(170,788,321)
(175,850,978)
Salaries and Wages
15,214,436
15,353,476
15,881,778
16,759,794
17,324,988
Internal Equipment
1,644,578
1,707,824
1,742,147
1,777,161
1,812,879
Material and Other
19,377,282
28,751,764
29,546,853
30,438,879
31,263,469
Contract Services Debt Interest Debt Principal Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
1,309,530 1,231,147 2,925,679 8,088,302 6,701,185 1,387,117 31,275,769 156,310 0 31,119,459
1,435,626 1,244,048 3,080,141 6,381,930 6,293,875 88,055 75,192,680 156,310 0 75,036,370
1,473,251 1,242,931 3,078,956 6,963,222 6,874,003 89,219 81,461,079 156,310 0 81,304,769
1,511,893 1,364,779 4,042,865 7,551,692 7,461,281 90,411 91,045,981 156,310 0 90,889,671
1,551,238 1,649,940 5,241,766 9,303,795 9,212,163 91,632 93,278,482 156,310 0 93,122,172
Total Expenditures
81,066,723
133,147,489
141,390,217
154,493,045
161,426,558
(13,089,100)
(27,047,790)
(25,296,240)
(16,295,276)
(14,424,420)
Accumulated Surplus Total Revenue Expenditures
Net Operating Expenditures Note: Totals may not add due to rounding. 2022 Operating revenues by Airport & Utility funds
2022 Operating expenditure by Airport & Utility funds
Airport 51%
Airport 59%
Wastewater 26%
Wastewater 20%
Water 23%
Water 21%
Total = $94.2M
Total = $81.1M
Page 605
2022 FINANCIAL PLAN
CITY OF KELOWNA
Airport Fund Revenues and Expenditures by Year
2022
2023
2024
2025
2026
Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Other Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
0 (41,052,460) (39,210,510) (1,841,950) (222,730) (107,230) (115,500) 0 0 0 (6,602,956) 0 0 (6,602,956)
0 (102,282,937) (98,409,648) (3,873,289) (149,292) (33,792) (115,500) 0 0 0 0 0 0 0
0 (110,743,976) (106,781,910) (3,962,066) (150,103) (34,603) (115,500) 0 0 0 0 0 0 0
0 (120,358,140) (116,179,267) (4,178,873) (150,933) (35,433) (115,500) 0 0 0 0 0 0 0
0 (124,109,892) (119,976,467) (4,133,425) (151,784) (36,284) (115,500) 0 0 0 0 0 0 0
Total Revenue
(47,878,146)
(102,432,229)
(110,894,079)
(120,509,073)
(124,261,676)
5,995,161 31,050 11,279,630 1,096,360
6,271,063 41,728 20,645,544 1,169,223
6,473,305 42,729 21,141,037 1,197,285
6,682,069 43,755 21,648,422 1,226,019
6,897,566 44,805 22,167,984 1,255,444
584,250 1,897,188
584,250 1,897,191
584,250 1,897,191
785,850 2,968,296
1,138,900 4,471,196
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
1,572,766 1,525,386 47,380 25,421,741 0 0 25,421,741
1,987,394 1,938,876 48,518 69,835,836 0 0 69,835,836
2,568,686 2,519,004 49,682 76,989,596 0 0 76,989,596
3,157,156 3,106,282 50,874 83,997,506 0 0 83,997,506
4,909,259 4,857,164 52,095 83,376,522 0 0 83,376,522
Total Expenditures
47,878,146
102,432,229
110,894,079
120,509,073
124,261,676
0
0
0
0
0
Surplus/(Deficit) (Included Above) 18,818,785 69,835,836 Note: Totals may not add due to rounding. The Surplus/(Deficit) is the overall surplus/(deficit) budgeted for the fund during the year.
76,989,596
83,997,506
83,376,522
Revenue
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal
Net Operating Expenditures
Page 606
2022 FINANCIAL PLAN
CITY OF KELOWNA
Water Fund Revenues and Expenditures by Year
2022
2023
2024
2025
2026
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
(1,982,964) (17,918,640) (17,872,140) (46,500) (394,564) (130,820) 0 0 (263,744) (1,207,700) 0 0 (1,207,700)
(2,811,319) (17,622,536) (17,575,106) (47,430) (812,098) (60,446) 0 (556,408) (195,244) 0 0 0 0
(2,834,721) (18,813,851) (18,765,472) (48,379) (821,906) (61,407) 0 (565,255) (195,244) 0 0 0 0
(2,859,594) (20,093,579) (20,044,232) (49,347) (831,871) (62,384) 0 (574,243) (195,244) 0 0 0 0
(2,884,120) (21,444,156) (21,393,822) (50,334) (841,229) (63,301) 0 (582,684) (195,244) 0 0 0 0
Total Revenue
(21,503,868)
(21,245,953)
(22,470,478)
(23,785,044)
(25,169,505)
4,594,941 700,967 4,341,647 117,500
4,758,863 720,698 4,410,966 167,298
4,929,707 735,112 4,573,990 173,304
5,106,683 749,814 4,738,196 179,526
5,283,885 764,810 4,902,611 185,756
296,541
260,934
259,817
259,288
259,288
Expenditures Salaries and Wages Internal Equipment Material and Other Contract Services Debt Interest Debt Principal
335,363
341,636
340,450
339,740
339,740
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges
2,640,625 2,081,638 558,987 3,776,184 0 0
1,415,325 1,375,788 39,537 5,004,534 0 0
1,415,325 1,375,788 39,537 4,119,173 0 0
1,415,325 1,375,788 39,537 4,172,372 0 0
1,415,325 1,375,788 39,537 4,645,490 0 0
Accumulated Surplus
3,776,184
5,004,534
4,119,173
4,172,372
4,645,490
16,803,768
17,080,253
16,546,878
16,960,944
17,796,905
(4,700,100)
(4,165,700)
(5,923,600)
(6,824,100)
(7,372,600)
328,244
2,638,289
157,458
470,977
4,216,260
Total Expenditures Net Operating Expenditures 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 607
2022 FINANCIAL PLAN
CITY OF KELOWNA
Wastewater Fund Revenues and Expenditures by Year
2022
2023
2024
2025
2026
Revenue Parcel Tax Fees and Charges Sales of Service User Fees Other Revenue Interest Grants Other Services to Other Governments Interdepartment Transfer Transfers from Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus
(1,295,562) (20,870,000) (20,870,000) 0 (1,396,747) (268,322) (182,885) 0 0 (945,540) (1,211,500) 0 0 (1,211,500)
(987,869) (21,624,366) (21,524,366) (100,000) (2,416,966) (1,275,141) (162,340) 0 0 (979,485) (11,487,896) 0 (252,310) (11,235,586)
(987,869) (22,384,177) (22,284,177) (100,000) (2,351,165) (1,174,177) (162,340) 0 0 (1,014,648) (7,598,689) 0 (252,310) (7,346,379)
(802,161) (23,170,808) (23,070,808) (100,000) (2,268,925) (1,104,672) (113,179) 0 0 (1,051,074) (252,310) 0 (252,310) 0
(430,273) (23,985,207) (23,885,207) (100,000) (1,752,007) (657,965) (6,496) 0 0 (1,087,546) (252,310) 0 (252,310) 0
Total Revenue
(24,773,809)
(36,517,097)
(33,321,900)
(26,494,204)
(26,419,797)
Salaries and Wages
4,624,334
4,323,550
4,478,766
4,971,042
5,143,537
Internal Equipment
912,561
945,398
964,306
983,592
1,003,264
Material and Other
3,756,005
3,695,254
3,831,826
4,052,261
4,192,874
Expenditures
Contract Services
95,670
99,105
102,662
106,348
110,038
Debt Interest
350,356
398,864
398,864
319,641
251,752
Debt Principal
693,128
841,315
841,315
734,830
430,831
3,874,911 3,094,161 780,750 2,077,844 156,310 0 1,921,534
2,979,211 2,979,211 0 352,310 156,310 0 196,000
2,979,211 2,979,211 0 352,310 156,310 0 196,000
2,979,211 2,979,211 0 2,876,103 156,310 0 2,719,793
2,979,211 2,979,211 0 5,256,470 156,310 0 5,100,160
16,384,809
13,635,007
13,949,260
17,023,029
19,367,977
(8,389,000)
(22,882,090)
(19,372,640)
(9,471,175)
(7,051,820)
1,725,534
(15,477,772)
(26,115,578)
2,990,884
4,796,201
Internal Allocations Interdepartment Transfer Interfund Transfer Transfer to Funds Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus Total Expenditures Net Operating Expenditures 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 608
2022 FINANCIAL PLAN
CITY OF KELOWNA
Capital Summary - General Fund Cost Centre
300
2022 Real Estate & Parking
6,289,800
2023 4,074,100
2024
2025
4,168,907
5,415,445
2026 3,187,071
301
Buildings
16,470,400
6,005,000
41,160,000
19,009,024
4,092,250
302
Parks
44,413,500
24,395,004
25,921,232
23,540,050
25,386,482
304
Transportation
44,804,000
16,932,920
28,563,698
28,374,793
26,947,366
305
Solid Waste
9,095,000
15,510,000
3,860,000
11,110,000
6,110,000
306
Storm Drainage
16,084,900
6,961,960
7,002,623
6,862,190
7,291,863
308
Information Services
3,419,600
3,124,696
1,005,374
1,033,215
878,966
310
Vehicle & Mobile Equipment
9,844,800
4,492,957
4,678,820
5,300,058
5,404,706
311
Fire
3,986,300
317,855
758,275
716,405
322,833
154,408,300
81,814,492
117,118,929
101,361,180
79,621,537
General Taxation
13,692,800
14,996,000
16,338,000
17,718,000
19,083,000
Surplus/Reserves
84,520,370
42,576,840
38,519,610
41,865,541
28,607,498
Development Cost Charges
34,059,030
20,692,164
29,937,683
27,438,669
25,908,016
7,158,600
0
26,053,200
10,560,000
0
11,125,800
2,292,784
2,337,049
2,272,876
2,788,745
Dev/Comm/Other Contributions
2,570,100
770,565
3,015,479
736,500
2,367,839
Utility Revenue
1,281,600
486,139
917,908
769,594
866,439
154,408,300
81,814,492
117,118,929
101,361,180
79,621,537
Funding Sources:
Debenture/Borrowing Federal/Provincial Funding*
Total Five-Year Capital Program
534,324,438
* 10-Year Capital Plan only includes confirmed Federal and Provincial Funding Note: Totals may not add due to rounding.
General Fund Capital Funding 2022 to 2026
Surplus/Reserves 43% Development Cost Charges 26% General Taxation 15% Debenture/Borrowing 8% Federal/Provincial Funding 4% Dev/Comm/Other Contributions 2% Utility Revenue 1%
Total = $534.3 M
Page 609
2022 FINANCIAL PLAN
CITY OF KELOWNA
Capital Funding Summary by Cost Centre General Fund 2022 to 2026 - Taxation $30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
Cost Centre
Total $
%
Information Services
Storm Drainage
Transportation
Parks
Buildings
Real Estate & Parking
$0
General Fund Taxation
%
300
Real Estate & Parking
23,135,323
4
7,783,176
10
301
Buildings
86,736,674
16
11,712,648
14
302
Parks
143,656,268
27
25,073,300
31
304
Transportation
145,622,777
27
25,774,242
32 0
305
Solid Waste
45,685,000
9
0
306
Storm Drainage
44,203,536
8
6,758,141
8
308
Information Services
9,461,851
2
4,085,551
5
29,721,341
6
640,742
1
6,101,668
1
0
0
534,324,438
100.0
81,827,800
100.0
310
Vehicle & Mobile Equipment
311
Fire
Total Five-Year Program Note: Totals may not add due to rounding.
Page 610
2022 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
Road and Sidewalk Land Acquisition To fund the purchase of land required for the widening of roads to accommodate road improvements and/or sidewalks.
L3
Parking Infrastructure Funding to renew parking infrastructure and to invest in efficient parking management technology.
L4
Strategic Land Redevelopment Funding to redevelop City owned land to improve public benefit and encourage economic development.
Plan No. L1 L2 L3 L4
Plan Description General Land Road & Sidewalk Land Acquisition Parking Infrastructure Strategic Land Redevelopment
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2022 3,848,200 25,000 2,166,600 250,000 6,289,800
2023 2,156,600 25,000 1,642,500 250,000 4,074,100
2024 2,355,348 142,559 1,421,000 250,000 4,168,907
2025 2,417,579 127,866 2,620,000 250,000 5,415,445
2026 Five-Year Total 2,175,483 12,953,210 68,588 389,013 693,000 8,543,100 250,000 1,250,000 3,187,071 23,135,323
2,716,000 3,573,800 0 0 0 0 0 6,289,800
1,544,753 2,274,347 0 0 0 255,000 0 4,074,100
1,242,907 2,671,000 0 0 0 255,000 0 4,168,907
1,290,445 3,870,000 0 0 0 255,000 0 5,415,445
989,071 1,943,000 0 0 0 255,000 0 3,187,071
7,783,176 14,332,147 0 0 0 1,020,000 0 23,135,323
Note: Totals may not add due to rounding.
Page 611
2022 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 and expansion 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
Civic/Protective Service Buildings Funding to support renewal, replacement and cost of new Protective Services buildings which include firehalls, police stations and City Hall.
B4
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.
B5
Heritage Buildings Funding for the restoration of City-owned heritage buildings.
B6
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.
B7
Plan No. Plan Description B1 Parks and Recreation Buildings B2 Community and Cultural Buildings B3 Civic/Protective Service Buildings B4 Transportation and Public Works Buildings B5 Heritage Buildings B6 Capital Opportunities and Partnerships B7 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
2022 4,678,100 86,200 4,913,700 0 0 4,600 6,787,800 16,470,400
2023 1,785,000 0 2,470,000 0 0 0 1,750,000 6,005,000
2024 27,480,000 900,000 10,520,000 0 0 100,000 2,160,000 41,160,000
2025 600,000 10,070,000 5,950,000 0 0 0 2,389,024 19,009,024
2026 Five-Year Total 890,000 35,433,100 0 11,056,200 0 23,853,700 0 0 852,250 852,250 0 104,600 2,350,000 15,436,824 4,092,250 86,736,674
752,000 15,343,400 0 0 0 375,000 0 16,470,400
2,087,971 3,917,029 0 0 0 0 0 6,005,000
3,152,736 11,954,064 0 26,053,200 0 0 0 41,160,000
3,113,024 5,336,000 0 10,560,000 0 0 0 19,009,024
2,606,917 1,485,333 0 0 0 0 0 4,092,250
11,712,648 38,035,826 0 36,613,200 0 375,000 0 86,736,674
Note: Totals may not add due to rounding.
Page 612
2022 FINANCIAL PLAN
CITY OF KELOWNA
Parks Capital Plan No. Plan Description P1
DCC Parkland Acquisition Park acquisition program based on the residential growth in the City for the purchase of parkland (Neighbourhood, Community, Recreation and City-wide level parks) under the Development Cost Charge program (DCC). Funding is primarily allocated from developer revenue with general taxation covering both the assist factor and infill/conversion units and Land Use Contracts not required to pay DCC's.
P2
Natural Area Parkland Acquisition Park acquisition program for the purchase of Natural Areas not attributed to the DCC program.
P3
Neighbourhood Park Development An allocation to cover the development of neighbourhood level parks including off-site costs related to park development, but does not include buildings.
P4
Community Park Development An allocation to cover the development of community level parks including off-site costs related to park development, but does not include buildings.
P5
Recreation Park Development An allocation to cover the development of recreation level parks including off-site costs related to park development, but does not include buildings.
P6
City-Wide Park Development An allocation to cover the development of city-wide level parks including off-site costs related to park development, but does not include buildings.
P7
Linear/Natural Area Park Development An allocation to cover the development of natural areas and linear parks/trails.
P8
Park Renewal, Rehabilitation & Infrastructure Upgrades An allocation for major repairs or replacement of existing park infrastructure such as sidewalks, hard-surfaced trails, parking lots, sport courts, lighting, electrical and water services, irrigation, fencing, bridges and other major structures.
P9
Capital Opportunities Partnership 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. Plan Description P1 DCC Parkland Acquisition P2 Natural Area Parkland Acquisition P3 Neighbourhood Park Development P4 Community Park Development P5 Recreation Park Development P6 City-Wide Park Development P7 Linear/Natural Area Park Development P8 Park Renew., Rehab. & Upgrades P9 Capital Opportunities Partnership P10 Urban Streetscape and Urban Centres Dev.
2022 2023 13,340,500 11,396,000 0 0 1,898,500 2,790,000 11,418,500 3,220,000 5,474,700 6,180,000 7,074,400 0 2,934,500 300,000 1,817,600 509,004 386,200 0 0 ent and Renewal 68,600 44,413,500 24,395,004
2024 11,396,000 0 4,350,000 0 1,360,000 8,000,000 80,000 735,232 0 0 25,921,232
2025 11,396,000 0 3,650,000 0 2,660,000 4,480,000 280,000 1,074,050 0 0 23,540,050
2026 Five-Year Total 11,396,000 58,924,500 300,000 300,000 3,010,000 15,698,500 0 14,638,500 4,035,318 19,710,018 2,760,000 22,314,400 0 3,594,500 3,675,164 7,811,050 210,000 596,200 0 68,600 25,386,482 143,656,268
3,894,300 10,795,270 26,683,930 0 3,040,000 0 0 44,413,500
4,891,555 2,508,619 18,131,058 0 0 390,000 0 25,921,232
5,375,532 986,937 17,177,581 0 0 0 0 23,540,050
4,845,066 5,381,240 15,160,176 0 0 0 0 25,386,482
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
6,066,847 1,933,061 16,395,096 0 0 0 0 24,395,004
25,073,300 21,605,127 93,547,841 0 3,040,000 390,000 0 143,656,268
Note: Totals may not add due to rounding.
Page 613
2022 FINANCIAL PLAN
CITY OF KELOWNA
Transportation Capital Plan No. Plan Description T1 Development Cost Charge (DCC) Roads T2
Allocation for design, land and construction costs associated with DCC Road projects. DCC Roads - Active Transportation
T3
Allocation for design, land and construction costs associated with DCC Active Transportation projects. General taxation to cover 77.7 per cent Assist. Non-DCC Roads 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.
T4
Transportation System Renewal
T5
Allocation for overlay and other processes, including micro asphalting, for rehabilitation of City roads. Also includes renewal of curb and gutter, bike paths, retaining walls, handrails and stairways. Bicycle Network
T6
Allocation for bike network system additions and improvements. Sidewalk Network
T8
Allocation required to complete the Non-DCC portion of the sidewalk network. Safety and Operational Improvements Allocation to cover field reviews and capital improvements for safety improvements or to improve operational efficiency. This will include projects such as left turn bays, traffic control changes, safety barriers, signs, markings, handicap access improvements and retrofit medians. Traffic Control Infrastructure
T9
This program is for construction of new traffic signal control infrastructure that is not part of the DCC program. This includes new traffic signals and pedestrian activated traffic signals, installation of new communication for the traffic signals system and where new development occurs install conduit for future traffic signals. Program also includes renewal of existing traffic signals. Transit Facilities
T7
Construction of new and renewal of existing transit facilities, bus pullouts and shelters. Plan No. T1 T2 T3 T4 T5 T6 T7 T8 T9
Plan Description Development Cost Charge Roads DCC Roads - Active Transportation Non-DCC Roads Transportation System Renewal Bicycle Network Sidewalk Network Safety and Operational Improvements Traffic Control Infrastructure Transit Facilities
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2022 13,249,200 11,389,200 2,206,600 8,181,400 1,611,400 5,653,100 1,003,800 858,500 650,800 44,804,000
2023 4,390,735 4,003,530 350,000 5,139,729 450,000 450,000 570,000 743,926 835,000 16,932,920
2024 15,941,989 4,470,183 350,000 4,001,959 1,970,000 501,600 590,000 467,967 270,000 28,563,698
2025 13,297,745 579,200 350,000 12,001,548 500,000 500,300 640,000 50,000 456,000 28,374,793
2026 Five-Year Total 14,587,844 61,467,513 4,457,971 24,900,084 350,000 3,606,600 4,771,551 34,096,187 600,000 5,131,400 550,000 7,655,000 540,000 3,343,800 800,000 2,920,393 290,000 2,501,800 26,947,366 145,622,777
4,526,500 20,819,600 7,375,100 7,158,600 3,041,000 1,883,200 0 44,804,000
3,445,410 8,724,877 4,297,068 0 0 465,565 0 16,932,920
4,304,920 10,131,674 11,806,625 0 0 2,320,479 0 28,563,698
4,580,415 13,101,790 10,261,088 0 0 431,500 0 28,374,793
8,916,997 5,219,690 10,747,840 0 0 2,062,839 0 26,947,366
25,774,242 57,997,631 44,487,721 7,158,600 3,041,000 7,163,583 0 145,622,777
Note: Totals may not add due to rounding.
Page 614
2022 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 & Groundwater Management Funding for design and installation of surface and groundwater systems, piping, storage and pump stations.
SW6
Recycling & Waste Management Facilities and infrastructure to support waste management and recycling including composting, waste separation and diversion, last chance mercantile, and curbside bins. Landfill Area Development Required for planning, design and development of areas for filling to maximize available space.
SW7 SW8
Closure & Reclamation Required for design and construction of final cover system and closure infrastructure and reclamation of disturbed areas to natural state.
SW9
Solid Waste Renewal Renewal and replacement of site infrastructure and equipment.
Plan No. Plan Description SW1 Equipment SW2 Site Improvement SW3 Gas Management SW4 Leachate Management SW5 Drainage & Groundwater Management SW6 Recycling & Waste Management SW7 Landfill Area Development SW8 Closure & Reclamation SW9 Solid Waste Renewal
2022 300,000 3,653,800 622,300 166,900 343,000 511,500 2,614,400 0 883,100 9,095,000
2023 350,000 7,725,000 450,000 325,000 1,400,000 0 4,550,000 250,000 460,000 15,510,000
2024 350,000 100,000 450,000 0 300,000 0 2,200,000 0 460,000 3,860,000
2025 350,000 1,100,000 450,000 1,000,000 4,900,000 0 2,050,000 800,000 460,000 11,110,000
2026 Five-Year Total 1,500,000 2,850,000 100,000 12,678,800 450,000 2,422,300 0 1,491,900 0 6,943,000 300,000 811,500 1,800,000 13,214,400 0 1,050,000 1,960,000 4,223,100 6,110,000 45,685,000
Funding Sources General Taxation
0
0
0
0
0
0
Surplus/Reserves
8,416,600
15,510,000
3,460,000
11,110,000
6,110,000
44,606,600
Development Cost Charges
0
0
0
0
0
0
Debenture/Borrowing
0
0
0
0
0
0
Federal/Provincial Funding
0
0
0
0
0
0
Dev/Comm/Other Contributions
261,900
0
0
0
0
261,900
Utility Revenue
416,500
0
400,000
0
0
816,500
9,095,000
15,510,000
3,860,000
11,110,000
6,110,000
45,685,000
Note: Totals may not add due to rounding.
Page 615
2022 FINANCIAL PLAN
CITY OF KELOWNA
Storm Drainage Capital Plan No. Plan Description Hydraulic Upgrading Program D1 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 Water 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 Storm Water Renewal D3
2022 15,204,000 251,500 629,400 16,084,900
2023 6,481,960 120,000 360,000 6,961,960
2024 6,542,623 120,000 340,000 7,002,623
2025 6,402,190 120,000 340,000 6,862,190
2026 Five-Year Total 6,971,863 41,602,636 0 611,500 320,000 1,989,400 7,291,863 44,203,536
Funding sources General Taxation
1,045,700
949,315
1,691,909
2,272,395
798,822
6,758,141
Surplus/Reserves
9,526,100
3,719,861
2,973,665
2,316,919
3,704,296
22,240,841
0
0
0
0
0
0
Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
0
0
0
0
0
0
5,044,800
2,292,784
2,337,049
2,272,876
2,788,745
14,736,254
0
0
0
0
0
0
468,300
0
0
0
0
468,300
16,084,900
6,961,960
7,002,623
6,862,190
7,291,863
44,203,536
Note: Totals may not add due to rounding.
Page 616
2022 FINANCIAL PLAN
CITY OF KELOWNA
Information Services Capital Plan No. Plan Description I1 Front Office Equipment Information Services have been utilizing a 5 year replacement cycle for desktop equipment which includes computers, printers, monitors, scanners and software. It also includes work group equipment such as large format plotters and copiers. 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
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2022 310,200 150,000 2,694,700 264,700 3,419,600
2023 503,254 111,230 2,260,000 250,212 3,124,696
2024 454,839 222,966 191,114 136,455 1,005,374
2025 576,425 50,221 160,707 245,862 1,033,215
2026 Five-Year Total 310,466 2,155,184 44,698 579,115 232,431 5,538,952 291,371 1,188,600 878,966 9,461,851
503,300 2,724,100 0 0 0 50,000 142,200 3,419,600
814,696 2,260,000 0 0 0 50,000 0 3,124,696
955,374 0 0 0 0 50,000 0 1,005,374
983,215 0 0 0 0 50,000 0 1,033,215
828,966 0 0 0 0 50,000 0 878,966
4,085,551 4,984,100 0 0 0 250,000 142,200 9,461,851
Note: Totals may not add due to rounding.
Page 617
2022 FINANCIAL PLAN
CITY OF KELOWNA
Vehicle & Mobile Equipment Capital Plan V1
Plan Description Additional Vehicles/Equipment This budget supports the addition of new vehicles and equipment to the corporate fleet in response to increased service demand from population growth or additional services.
V2
Vehicle/Equipment Renewal As part of the City's vehicle replacement program, vehicles at the end of their service life cycles are replaced using funds from the equipment replacement reserve. Cars and light trucks have an average design life of 10 years.
Plan No. Plan Description V1 Additional Vehicles/Equipment V2 Vehicle/Equipment Renewal
Funding Sources General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2022 1,095,100 8,749,700 9,844,800
2023 754,537 3,738,420 4,492,957
2024 753,479 3,925,341 4,678,820
2025 1,178,450 4,121,608 5,300,058
2026 Five-Year Total 1,077,018 4,858,584 4,327,688 24,862,757 5,404,706 29,721,341
255,000 9,335,200 0 0 0 0 254,600 9,844,800
87,008 3,919,810 0 0 0 0 486,139 4,492,957
98,599 4,062,313 0 0 0 0 517,908 4,678,820
102,973 4,427,491 0 0 0 0 769,594 5,300,058
97,162 4,441,105 0 0 0 0 866,439 5,404,706
640,742 26,185,919 0 0 0 0 2,894,680 29,721,341
Note: Totals may not add due to rounding.
Page 618
2022 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
2022 3,536,300 0 450,000 3,986,300
2023 0 87,855 230,000 317,855
2024 0 177,275 581,000 758,275
2025 0 91,405 625,000 716,405
2026 Five-Year Total 0 3,536,300 93,233 449,768 229,600 2,115,600 322,833 6,101,668
0 3,986,300 0 0 0 0 0 3,986,300
0 317,855 0 0 0 0 0 317,855
0 758,275 0 0 0 0 0 758,275
0 716,405 0 0 0 0 0 716,405
0 322,833 0 0 0 0 0 322,833
0 6,101,668 0 0 0 0 0 6,101,668
Note: Totals may not add due to rounding.
Page 619
2022 FINANCIAL PLAN
CITY OF KELOWNA
Capital Summary - Airport & Utility Funds Cost Centre 312 Airport 313 Water
314
Wastewater
2022 81,062,100
2023 39,480,000
2024 6,437,000
2025
2026
22,830,000
28,287,000
9,754,500
10,000,200
6,132,200
10,487,200
11,537,200
28,333,800 119,150,400
23,725,760 73,205,960
24,396,310 36,965,510
14,030,698 47,347,898
13,997,430 53,821,630
7,372,600
Funding Sources: Water Utility Operating
4,700,100
4,165,700
5,923,600
6,824,100
Wastewater Utility Operating
8,389,000
22,882,090
19,372,640
9,471,175
7,051,820
95,522,540
23,480,000
6,437,000
22,830,000
27,887,000
1,917,560
5,871,170
3,046,070
8,072,623
8,908,210
0
0
0
0
0
8,336,600
657,000
0
0
400,000
Reserves/Surplus Development Cost Charges Debenture Borrowing Federal/Provincial Contributions Dev/Comm/Other Contributions
284,600
16,150,000
2,186,200
150,000
2,202,000
119,150,400
73,205,960
36,965,510
47,347,898
53,821,630
Total Five-Year Capital Program
330,491,398
* 10-Year Capital Plan only includes confirmed Federal and Provincial Funding Note: Totals may not add due to rounding.
Airport & Utility Funds Capital Funding 2022 to 2026
Reserves/Surplus 54% Wastewater Utility Operating 20% Water Utility Operating 9% Development Cost Charges 8% Dev/Comm/Other Contributions 6% Federal/Provincial Contributions 3% Debenture Borrowing 0%
Total = $330.5 M
Page 620
2022 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 A2
Groundside Funding for Airport roadways, hotel and parking development, rental car quick turnaround facility, land purchases, West Lands roads and servicing, and other small capital projects.
A3
Terminal Funding for Airport terminal building renovations, technology, bridge upgrades, and other small capital projects.
A4
Airport Improvement Fees Funding for the terminal expansion, Apron 1 South expansion, combined operations building, airside pavement rehabilitation, runway end safety area, airside equipment, and other capital projects.
Plan No. Plan Description A1 Airside A2 Groundside A3 Terminal A4 Airport Improvement Fees
Funding Sources: General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2022 370,000 2,871,600 3,893,900 73,926,600 81,062,100
2023 50,000 18,950,000 725,000 19,755,000 39,480,000
2024 50,000 70,000 807,000 5,510,000 6,437,000
2025 373,000 4,355,000 400,000 17,702,000 22,830,000
2026 Five-Year Total 550,000 1,393,000 11,710,000 37,956,600 776,000 6,601,900 15,251,000 132,144,600 28,287,000 178,096,100
0 81,062,100 0 0 0 0 0 81,062,100
0 23,480,000 0 0 0 16,000,000 0 39,480,000
0 6,437,000 0 0 0 0 0 6,437,000
0 22,830,000 0 0 0 0 0 22,830,000
0 27,887,000 0 0 400,000 0 0 28,287,000
0 161,696,100 0 0 400,000 16,000,000 0 178,096,100
Note: Totals may not add due to rounding.
Page 621
2022 FINANCIAL PLAN
CITY OF KELOWNA
Water Capital Plan No. Plan Description W1 DCC Pipes (Mains) New water mains to accommodate growth. W2 DCC Booster Stations and PRV's New booster stations &PRV’s to accommodate growth. W3 DCC Water Treatment New treatment capacity and facilities to accommodate growth. W4 DCC Reservoirs and Filling Stations New reservoirs and filling stations to accommodate growth. W5 DCC Offsite and Oversize The City's share of costs to oversize water infrastructure and to do work in excess of the developer's own needs. W6 Network and Facility Renewal Renewal of existing water mains, booster stations, PRVs, water treatment systems, reservoirs and filling stations that has reached the end of its 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
2022 793,100 0 0 284,300 117,200 5,105,300 2,470,000 984,600 9,754,500
2023 5,700,000 0 0 0 117,200 3,450,000 513,000 220,000 10,000,200
2024 0 0 0 0 117,200 4,500,000 695,000 820,000 6,132,200
2025 3,500,000 0 0 0 117,200 5,400,000 150,000 1,320,000 10,487,200
2026 Five-Year Total 4,000,000 13,993,100 0 0 0 0 0 284,300 117,200 586,000 4,450,000 22,905,300 150,000 3,978,000 2,820,000 6,164,600 11,537,200 47,911,300
0 3,825,390 1,060,410 0 0 168,600 4,700,100 9,754,500
0 0 5,684,500 0 0 150,000 4,165,700 10,000,200
0 0 58,600 0 0 150,000 5,923,600 6,132,200
0 0 3,513,100 0 0 150,000 6,824,100 10,487,200
0 0 4,014,600 0 0 150,000 7,372,600 11,537,200
0 3,825,390 14,331,210 0 0 768,600 28,986,100 47,911,300
Note: Totals may not add due to rounding.
Page 622
2022 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
WW6
Renewal of existing wastewater mains, lift stations and existing treatment facilities that have reached the end of their service life. Network and Facility Improvements Collection and facility improvements to meet current standards. Contributed assets that are needed to support development and are funded from development.
Plan No. Plan Description WW1 DCC Pipes (Mains) WW2 DCC Lift Stations WW3 DCC Wastewater Treatment Facilities WW4 DCC Oversize WW5 Network and Facility Renewal WW6 Network and Facility Improvements
Funding Sources: General Taxation Surplus/Reserves Development Cost Charges Debenture/Borrowing Federal/Provincial Funding Dev/Comm/Other Contributions Utility Revenue
2022 0 1,500,000 1,762,800 418,700 13,182,300 11,470,000 28,333,800
2023 468,260 1,677,500 14,320,000 110,000 5,000,000 2,150,000 23,725,760
2024 4,214,310 2,212,000 12,760,000 110,000 5,000,000 100,000 24,396,310
2025 1,383,790 0 7,236,908 110,000 5,200,000 100,000 14,030,698
2026 Five-Year Total 6,335,430 12,401,790 2,052,000 7,441,500 0 36,079,708 110,000 858,700 5,400,000 33,782,300 100,000 13,920,000 13,997,430 104,483,998
0 10,635,050 857,150 0 8,336,600 116,000 8,389,000 28,333,800
0 0 186,670 0 657,000 0 22,882,090 23,725,760
0 0 2,987,470 0 0 2,036,200 19,372,640 24,396,310
0 0 4,559,523 0 0 0 9,471,175 14,030,698
0 0 4,893,610 0 0 2,052,000 7,051,820 13,997,430
0 10,635,050 13,484,423 0 8,993,600 4,204,200 67,166,725 104,483,998
Note: Totals may not add due to rounding.
Page 623
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CITY OF KELOWNA
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Appendix
2022 FINANCIAL PLAN
CITY OF KELOWNA
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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. 48 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 two-to-one.
To review the detailed report, visit kelowna.ca and search for Citizen Survey.
Page III
2022 FINANCIAL PLAN
CITY OF KELOWNA
2040 Official Community Plan: Our Kelowna as we grow How our city looks and feels is shaped by our Official Community Plan (OCP), a guiding document which is now in the final stages of being updated. Today, Kelowna is home to 145,612 residents, and by 2040, that population is expected to grow by more than 45,000 citizens. This growth will bring both opportunities and challenges and strategic planning is essential to ensure Kelowna can continue to be prosperous, vibrant and resilient in the years to come. The OCP provides a decision-making framework for Council and sets out our vision and purpose, as well as our goals and strategies for the next two decades. The 2040 OCP will update land uses, mapping and policies to reflect the community’s Imagine Kelowna vision and clearly signal where development will be prioritized and supported with infrastructure and amenities. Building on the goals laid out in Imagine Kelowna, the 2040 OCP contains the following 10 Pillars:
The decisions we make today will determine what kind of city we live in tomorrow. By putting these Pillars into action, and bringing the Imagine Kelowna vision to life, the Kelowna of tomorrow will be more inclusive, equitable, and sustainable. This means making smart choices about how and where we grow, protecting our natural environment, making meaningful progress towards Reconciliation, and ensuring that everybody who lives here can make a living, find suitable housing, and get around easily and safely. Putting the Plan into action will require significant efforts beyond its adoption by Council. Numerous key implementation actions are required during the life of the plan to ensure that it meets the vision outlined in the Growth Strategy, the Pillars, and ultimately, Imagine Kelowna. A comprehensive implementation table will be used to guide the timing and resourcing of OCP implementation actions, with due recognition of available budget and other work planning considerations.
Page IV
2022 FINANCIAL PLAN
CITY OF KELOWNA
2020 Community Trends Report The Community Trends Report is prepared annually to explore how important trends or challenges are impacting our cities and communities. The Community Trends Report is a researched-based document that sets the stage for future action by identifying the local implications of broader national or global trends. The report focuses on examining complex topics in a format that is more accessible to the broader community. The Community Trends Report is intended to serve as a resource for City of Kelowna staff and Council, while informing residents, businesses and local community organizations about how key trends might impact our region. The Covid-19 pandemic has been an enormous challenge globally, nationally and locally. Its immediate impacts to human health and economic well-being have resulted in the suffering of thousands of Canadians. In comparison to other regions, BC has had success in limiting the loss of life - the result of strong leadership from public health and community buy-in on physical distancing measures. However, British Columbia remains under a state of emergency with big questions surrounding the long-term impact of the pandemic and no defined timetable for a vaccine. This year’s Community Trends Report explores the challenges presented by the pandemic as well as the role of cities in supporting both the immediate and long-term recovery from this public health emergency. Given the high level of uncertainty surrounding the global health pandemic this report is by no means comprehensive, but instead highlights emerging trends surrounding the response to the pandemic.
For the full report, visit kelowna.ca and search for Community Trends Report.
Page V
2022 FINANCIAL PLAN
CITY OF KELOWNA
Statistics Top 10 corporate taxpayers 2020 Rank 1
2021
Business (owner) name
Type of property
Orchard Park Shopping Centre
Shopping Mall
1
Rank
Business (owner) name
Type of property
Al Stober Construction Ltd
Commercial Building
2
FortisBC Inc
Electrical Utility
2
FortisBC Inc
Electrical Utility
3
Inland Natural Gas Co Ltd
Gas Utility
3
Orchard Park Shopping Centre
Shopping Mall
4
Al Stober Construction Ltd
Commercial Building
4
Victor Projects Ltd
Shopping Mall
5
DHL No 48 Holdings Ltd
Hotel & Convention Centre
5
McIntosh Properties Ltd
Shopping Mall Gas Utility
6
McIntosh Properties Ltd
Shopping Mall
6
Inland Natural Gas Co Ltd
7
RG Properties Ltd
Shopping Mall
7
Callahan Construction Company Ltd Multiple Types
8
4231 Investments Ltd
Shopping Mall
8
3752 Investments Lts
Multiple Types
9
TOLKO Industries LTD
Lumber Mill
9
Midwest Ventures Lts
Multiple Types
10
Victor Projects Ltd
Shopping Mall
10
RG Properties Ltd
Shopping Mall
Tax comparison analysis – 2020 & 2021 Business Assessed value
2020
2021
Difference
Change (%)
1,749,325
1,716,100
(33,225)
(1.90%)
11,398
12,342
943
7.96%
Municipal General Tax Levy
465
0
(465)
(3.92%)
11,863
12,342
478
4.04%
1,937
6,624
4,688
242.07%
Regional District Levy
1,066
1,026
(40)
(3.72%)
Hospital Levy
1,102
1,059
(43)
(3.87%)
Library Levy
542
540
(2)
(0.32%)
BC Assessment Levy
192
195
3
1.49%
16,701
21,786
5,085
30.45%
2020
2021
Difference
Change (%)
676,100
691,990
15,890
2.35%
2,115
2,205
90
4.27%
0
0.00%
Infrastructure Levy School General Tax Levy Other Taxing Jurisdictions
Total Tax Levy Residential Assessed value Municipal General Tax Levy Infrastructure Levy
2,115
2,205
90
4.27%
180
180
0
0.00%
996
1,016
20
2.00%
(770)
(770)
0
226
246
20
8.81%
Regional District Levy
168
172
3
2.00%
Hospital Levy
174
177
3
2.00%
Library Levy
96
98
2
2.00%
BC Assessment
29
29
1
1.99%
Total Tax Levy
2,988
3,108
120
4.00%
Other Municipal User Fees Garbage Collection/Waste Reduction School General Tax Levy Homeowner Grant Other Taxing Jurisdictions
Page VI
2022 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 postsecondary 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
2022 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
2020
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
2022 FINANCIAL PLAN
CITY OF KELOWNA
Kelowna weather Historic Temperatures (oC)
2010 7.9 11.5 14.3 23.0
2011 11.2 6.8
January February March April May June 29.8 July 33.7 33.2 August 33.4 32.8 September 24.8 32.1 October 24.3 17.1 November 15.2 11.2 December 8.6 9.5 Highest Temperature per year 33.7 33.2 Record highs by Jan 13 Feb 27 2014 2016 month 12.0 13.8 2010
January February March -10.5 April -7.6 May -1.4 June 4.6 July 5.6 August 2.4 September 3.5 October -5.5 November -21.0 December -12.9 Lowest Temperature per year -21.0 Record lows by Jan 12 2017 month -24.8
2012 8.1 10.4 13.5 25.8
2013
34.7 36.3 27.7 20.7 15.4 11.9
36.6
36.3 Mar 31 2016 20.3
36.6 Apr 21 2016 27.4
2012 -20.5 -5.7
2013 -3.4
17.6 22.6 30.3
30.7 4.4
Recorded Highs 2014 2015 12.0 9.9 12.8 19.3 22.7 25.8 25.1 29.5 31.2 38.7 37.1 37.6 34.7 37.8 27.3 18.1 19.5 15.2 14.3 10.0 11.9 37.1 May 23 2018 31.9
38.7 Jun 29 2021 44.6
4.8 4.6 1.3 -5.2 -15.2 -10.9
-3.7 -2.7 0.4 6.2 3.6 2.0 -5.7 -9.5 -11.6
-7.9 -4.8 -3.9 4.8 5.9 5.8 0.0 -3.9 -12.6 -18.3
Recorded Lows 2014 2015 -15.6 -21.3 -7.4 -4.0 -3.8 -2.8 -0.8 2.6 3.1 8.9 7.2 4.6 -1.2 -1.3 -3.8 -19.4 -14.6 -17.6 -18.0
-15.2 Feb 8 2017 -21.6
-20.5 Mar 4 2019 -20
-18.3 Apr 2 2020 -9.9
-21.3 May 1 2013 -3.9
2011 -9.0 -11.8 -9.4 -5.8 -0.4
-18.0 Jun 7 2012 0.4
2016 7.1 13.8 20.3 27.4 28.4 35.7 35.7 33.5 28.7 12.5 16.6 6.1
2017
35.7 Jul 1 2021 38.9 2016 -19.4 -7.5 0.9 0.9 5.7 6.9 3.3 0.9
31.8 32.8 33.9 34.0 35.6
2018 5.8 25.4 31.9 33.3 36.8 36.8
2019 8.7 17.1 17.5 30.5 33.9 36.1
2020 7.5 9.6 14.1 19.1 27.5 34.6 37.7 31.5 22.7
2021 6.1 12.3 24.6 29.5 44.6 38.9 36.7 27.2
17.1 14.0 9.6
17.6 11.9
35.6 Aug 13 2015 37.8
36.8 Sep 21 2017 35.6
36.1 Oct 2 2010 24.3
37.7 44.6 Nov 8 Dec 1&9 2016 2012/15 16.6 11.9
2017 -24.8 -21.6 -8.6 -4.4 1.3 4.1 6.4 5.2 0.3
2018 -13.4 -20.7 -8.0
2019 -10.2 -20.9 -20.0 -4.0 1.5 5.1 6.4 6.3
2020 -22.3
-24.1
-14.5 -19.9
-24.1 Jul 13 2020 3.8
-24.8 Aug 28 2010 2.4
2.1 6.3 7.9 2.5 -4.1 -7.8
-20.7 Sep 12 2010 -1.3
-10.9 -11.4
-20.9 Oct 11 2009 -11.6
-12.2 -9.9 1.5 3.8 5.3 2.7
-22.3 Nov 23 2010 -21.0
2021 -12.8 -21.0 -9.5 -6.7 -1.9 0.9 3.6 -0.4
-21.0 Dec 17 2016 -24.1
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2022 FINANCIAL PLAN
2010 2011 January 15.7 14.3 February 3.9 8.9 March 0.0 6.8 April 7.9 9.2 May 22.0 32.6 June 1.3 8.0 July 0.5 14.4 August 9.9 6.3 September 25.0 3.3 October 0.8 40.4 November 0.0 2.8 December 0.6 2.6 Total Recorded Precipitation per year 28.9 91.4 Record Daily Jan 4 Feb 9 Precipitation by 2019 2015 8.8 11.3 month
CITY OF KELOWNA
2012 6.3 19.6 15.4 36.9 0.0 66.1 28.5 0.0 0.0 32.7 16.4 9.8 159.8 Mar 13 2013 9.5
Historic Precipitation (mm) 2013 2014 2015 2016 9.7 11.1 8.1 0.0 5.1 4.4 19.8 0.0 14.4 14.5 6.5 4.0 17.4 27.4 1.5 6.0 40.3 19.3 26.3 19.6 57.6 25.3 27.7 25.5 4.9 5.8 0.0 20.9 17.4 2.9 0.0 23.4 55.2 23.5 0.0 8.9 0.0 3.4 0.0 40.4 36.3 23.5 0.0 21.4 11.7 14.6 0.0 4.6 239.5 Apr 26 2018 19.6
290.7 May 17 2016 22.7
183.5 Jun 20 2018 23.4
96.5 Jul 22 2013 10.9
2017 0.0 5.0 25.9 16.5 26.1 8.5 0.0 0.0 1.7 8.6 11.4 15.5
2018 7.3 10.9 10.7 8.5 22.1 8.2 0.0 2.3 16.6 15.1 13.8 8.2
2019 7.8 0.0 5.6 3.9 1.2 8.5 26.6 13.1 28.0 9.4 14.7 36.5
2020 18.9 0.0 7.7 8.0 57.4 31.4 15.7 10.1 0.0 0.0 0.0 0.0
2021 4.9 2.0 1.4 8.6 0.0 0.0 0.0 20.8 12.4 18.0 0.0 0.0
174.7 Aug 2 2014 16.8
119.2 Sep 28 2013 17.9
125.3 Oct 17 2015 14.1
108.0 Nov 2 2010 18.7
149.2 Dec 6 2015 8.5
Source: Government of Canada: Station Results - Almanac Averages and Extremes; Kelowna 13-year data.
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CITY OF KELOWNA
Glossary Accrual basis 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. 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. 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 (formerly known as 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 centre | 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. (i.e. Division – Financial Services; Department – Financial Planning; Branch – Budget). Depreciation | Accounting method used to allocate the cost of a tangible or physical asset over its useful life. 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.
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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. 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 four 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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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. 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 two 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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CITY OF KELOWNA
Acronyms & Abbreviations AHLAS AIF ALC ALR AMCP AMS ASQ ATC BCA C&E CAC C.C. CCTV CLS COJHS COK COVID-19 CPIC CPO CPTED CSP CUPE CWME DAR DCC DKA DMAF DOCP EOC ESS EV FCA FOI FTE GAAP GFOA GHG GIS HR HVAC IAFF ICBC ICG ICIP IHA IK IS KCT KFD KMMFA KPI
Affordable Housing Land Acquisition Strategy Airport Improvement Fee Active Living & Culture Agricultural Land Reserve Asset Management and Capital Planning Asset Management System Airport Service Quality Active Transportation Corridor BC Assessment Climate and Environment Child Advocacy Centre Community Charter Closed‐circuit television Corporate Land System Central Okanagan Journey Home Society City of Kelowna Coronavirus Disease 2019 Canadian Police Information Centre Community Policing Office Crime Prevention through Environmental Design Corporate Strategy and Performance Canadian Union of Public Employees Capital Works Machinery & Equipment – statutory reserve fund Development Application Review Development Cost Charge Downtown Kelowna Association Disaster Mitigation Adaptation Fund Design Operation and Closure Plan Emergency Operating Centre Emergency Support Services Electric Vehicle Facility Condition Assessment Freedom of Information Full‐time Equivalent Generally Accepted Accounting Principles Government Finance Officers Association Greenhouse Gas Geographical Information Systems Human Resources Heating, Ventilation and Air Conditioning International Association of Fire Fighters Union Insurance Corporation of British Columbia International Children’s Games Investing in Canada Infrastructure Program Interior Health Authority Imagine Kelowna Information Services Kelowna Community Theatre Kelowna Fire Department Kelowna Major Men’s Fastball Association Key Performance Indicators
LAS LiDAR LOA MBL MFA MoTI MOU NPS NRCan OCP ORT PAC PAWS PBMP PCARD PEOPLE PRC PRV PSAB PSAS Q1 Q2 Q3 Q4 RCMP RDCO RFI ROI RFP RIM S4L SCA SCADA SD23 SEK SEKID SMART SMOR SOMID STPCO TCA TMP TWTF UBCM UBCO URBA UTV WQA WWTF YLW
Local Area Service Light Detection and Ranging Lease and Operating Agreement Multiple Bottom Line Municipal Finance Authority Ministry of Transportation and Infrastructure Memorandum of Understanding Net Promoter Score Natural Resources Canada Official Community Plan Okanagan Rail Trail Performing Arts Centre Pre‐Authorized Withdrawal System Pedestrian & Bicycle Master Plan Purchasing Card Paid Employment Opportunities for People with Lived Experiences Parkinson Recreation Centre Pressure reducing valve 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 Return on investment Request for Proposal Records & Information Management Sport For Life Sewer Connection Area Supervisory control and data acquisition School District No. 23 South East Kelowna South East Kelowna Irrigation District Specific, Measurable, Achievable, Relevant, Timely Strategic Management Owned Report South Okanagan Mission Irrigation District Sustainable Transportation Partnership of the Central Okanagan Tangible Capital Assets Transportation Master Plan Tradewaste Treatment Facility Union of British Columbia Municipalities University of British Columbia – Okanagan Uptown Rutland Business Association Utility Vehicle Water Quality Advisory Waste Water Treatment Facility Kelowna International Airport
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