Draft 2025-2029 Financial Plan and Budget

Land Acknowledgement

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We acknowledge that our community is located on the traditional territory of the Syilx Okanagan People. We are thankful for the opportunity to live, work and play in this beautiful environment. Limlemt

“ Penticton has an abundance of natural beauty that is complemented by an ethos of being welcoming and inclusive. ”

Our Story

Penticton is the heart of the South Okanagan

Based in the traditional and unceded territory of the Syilx people in the Okanagan Nation, Penticton is a thriving and growing community of more than 37,000.

From agrarian roots, Penticton has become a popular destination for tourists and for those looking for a place to call home. One of only two communities in the world situated between two lakes, Penticton has an abundance of natural beauty that is complemented by an ethos of being welcoming and inclusive.

As a bustling city, Penticton offers residents tremendous assets – including the South Okanagan Events Centre, the Community Centre, Cleland Theatre, the Trade and Convention Centre and a variety of parks and sports fields. Residents also enjoy state-of-the-art infrastructure, ensuring the quality of water is among the best anywhere, and benefit from being one of five municipalities in the province that operate its own electric utility.

For residents and visitors, Penticton has beaches, award-winning wineries and trails with stellar

views. The outdoor market, art galleries, skating at the outdoor rink, skiing or live events at the South Okanagan Events Centre means there’s always something to do. That’s even truer during the summer, every weekend is full – from the Elvis Festival to PeachFest to the Okanagan Granfondo.

Underlying all of that is a commitment to sound, fiscal management that allows the City of Penticton to continue to invest in needed infrastructure and continue to ensure we’re a safe and resilient community.

The City is committed to informing the public on City projects and progress through a variety of means including the utility newsletter, Annual Report, news releases and service announcements, podcasts as well as social media. The City’s App is a source of information on upcoming events as well as highlights from Council meetings.

With the achievements accomplished during the first half of Council’s term and as they move into their third year of governing, Council has refocused their

priorities through strategic planning to emphasize their commitment on the community being Safe & Resilient and Livable & Accessible. Safe & Resilient reflects Council’s commitment to creating a safe, supportive community through a balanced approach that addresses crime, assists vulnerable populations and builds long-term resilience. Livable & Accessible drives the City’s efforts to improve the quality of life for all residents through better housing solutions, accessible public spaces and safe streets, and inclusive community services.

How the City’s plans work together to achieve Council’s priorities:

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The pages that follow infuse action into the City’s priorities and initiatives as we build a stronger Penticton. ”

The City has many plans that influence the budget, these include such documents as Council Priorities, infrastructure master plans, the Official Community Plan and Urban Forest Management Plan just to name a few. These documents are used to provide a framework for the establishment of service and project initiatives.

The pages that follow infuse action into the City’s priorities and initiatives as we build a stronger Penticton. It reaffirms our commitment to community safety and increased partnerships. It puts into action our plans to create attainable and affordable housing. It makes a commitment to creating an accessible and vibrant community for all.

Overview

This overview is intended to provide a basic understanding of this document and briefly describe each area that is contained within. The Financial and Corporate Business Plan (the Plan) provides details of funding requirements over the next five years and serves as a communications tool as well as an operational and capital guide.

Summary of Approved Budget Changes

The draft Plan is presented to Council as a recommendation from City Staff. During deliberations, Council may choose to make changes to the proposed budget resulting in revised revenues needs which may impact taxation demand and taxpayer impacts.

Council Priorities

Each year the City follows a multi-step process to develop the five-year financial plan that involves evaluating Council’s Priorities along with community feedback and department needs. The 2025–2029

Financial and Corporate Business Plan reflects investment in Council’s Refocused Priorities for the remainder of their 2024–2026 term:

 Safe & Resilient: building a secure and supportive environment for all residents, addressing issues like safety, emergency preparedness and infrastructure; and

 Livable & Accessible: enhancing the quality of life in Penticton through better housing solutions, vibrant public spaces and accessible services for everyone in our community.

Financial Impacts of Strategic Initiatives

Strategic initiatives brought forward in the proposed budget may have a financial component attached to them. Financial impacts of these initiatives are contained within the financial plan and either funded through existing operational budgets, grant programs, capital funding or approved increases.

Process

The City has a well-established financial plan process that focuses on strong financial management, sustainability and transparency to the public. The City strives to be resourceful and innovative to meet community needs while maintaining or enhancing service levels.

As part of the financial planning process, the City carefully deliberates on community programming, services, goals and overall allocation of resources, including capital projects for the coming year. This process includes discussions with Council and Senior Leadership to review Council’s Priorities and strategic initiatives for the City. Capital and Operational budgets are compiled, reviewed and updated by City managers and staff. Internal reviews involve weighing the needs and requests of the community and ensuring these service levels can met be within the annual budget.

Budget Overview

This section presents the demographics of Penticton residents, details about services received, an overview of this year’s Plan, details on available funding sources, capital borrowing and financial policies.

Divisions & Departments

This section is organized by division, and in a few cases, by standalone departments. This allows residents to see how the priorities align with various aspects of the organization and the budgets associated with specific programs and services. Within each division’s section, you’ll find the following:

 What We Do

 Staffing

 Key Performance Indicators (KPIs)

 2025 Proposed Initiatives

 2025 Proposed Budget Overview & Key Budget Changes

Consolidated Summary

This schedule contains the consolidated five-year financial plan that is mandated by the Community Charter to be adopted annually by Bylaw before May 15th of the following year. The plan contains current year operating and capital costs along with future operating revenues, costs and capital improvements.

There are four major funds: General Fund, Electric Fund, Sewer Fund, and Water Fund, with the Storm Water utility being part of the General Fund, and each fund has at least one operating and one capital budget. For more details on the funds, please see page 32 for a Closer Look at General Operating and page 33 for a Closer Look at 2025 Utilities

Operating Budgets

Detailed schedules for each operating fund include breakdowns by financial segment and then by cost centre providing a comprehensive look at the City’s operating budget for the upcoming five years. Each schedule shows revenues and expenses by category including metrics and key variances.

Capital Budgets

The City’s five-year capital plan is included within the financial plan and begins with a summary of capital spending by segment. Following this are detailed schedules for each area, listing the planned capital projects and information on how the spending will be funded. The 2025 - 2029 Capital Plan includes project highlights that outline the benefit to taxpayers and support Council’s Priorities. Also included are a summary of capital spending by fund and a schedule of select unfunded projects that have been identified but lack a determined funding source.

Glossary

Included as an appendix at the end of the document is a glossary of terminology used throughout the document to provide better clarity to readers.

Your City Council

The City of Penticton Council is the local elected body responsible for governing our City and promoting its economic, social and environmental well-being.

City Council is made up of the Mayor and six Councillors who are elected to serve a four-year term. The Mayor is the Chair of City Council.

The primary function of City Council is to consider the interests and well-being of the public and the City and to use its powers for the benefit and protection of its residents.

Council does this through the establishment of policies, the adoption of bylaws and the collection of taxes.

The day-to-day administration and operation of the City is delegated to the City Manager and City Staff.

You can contact Mayor and Council directly at council@penticton.ca

Julius Bloomfield Mayor

Ryan Graham Councillor

Helena Konanz Councillor

James Miller Councillor

Campbell Watt Councillor

Amelia Boultbee Councillor

Isaac Gilbert Councillor

2024–2026 COUNCIL PRIORITIES

SAFE & RESILIENT

Reduce Crime and Enhance Safety

 Support a combination of community policing and strategic enforcement actions to reduce crime and enhance public safety.

 Ensure that enforcement is balanced with e orts to maintain vibrant public spaces that encourage positive social interactions and deter criminal activity.

library museum

Balanced Response to Safety and Livability

 Apply a comprehensive approach to addressing social disorder, which includes both non-enforcement strategies and targeted enforcement actions.

 Promote community initiatives and partnerships alongside enforcement measures to manage issues related to homelessness, mental health, and addiction.

 Create and activate public spaces and pedestrian-friendly areas that contribute to a healthy and attractive environment.

Facilitate Support for Public Safety

Partnerships

 Strengthen partnerships with local organizations to support vulnerable residents, integrating cultural, recreational, and community and economy building activities into these e orts.

LIVABLE &ACCESSIBLE

Support Community Vibrancy and Culture

Support Attainable and Accessible Housing

 Promote housing developments across the entire housing spectrum.

 Integrate supports for youth, seniors, and unhoused residents into policies, ensuring that new developments include amenities and services tailored to their needs.

 Ensure new developments are designed to include communal spaces and amenities, enhancing livability and fostering a vibrant community.

Mission

Vision

A resilient and healthy waterfront city focused on safety, livability and vibrancy.

Preparedness and Resiliency

 Ensure Penticton is prepared for emergencies.

 Asset Management and renewal is focused on long-term sustainable service delivery.

 Build community readiness to emergencies.

 Advance in recreational, arts, and safety amenities as part of growth to enhance the overall quality of life in Penticton.

Minimize Environmental Impact and Adapt to Climate Change

 Implement sustainable development practices in support of climate change response, that also enhance public spaces and community vibrancy.

Community Building Partnerships

 Strengthen partnerships with local organizations, the Penticton Indian Band, and other government entities to support joint initiatives that enhance livability and safety.

 Support initiatives that promote a diverse and thriving economy.

Penticton will serve its residents, businesses and visitors through organizational excellence, partnership and the provision of e ective and community focused services.

PENTICTON COMMUNITY CENTRE

Safe & Resilient Community 2025

PENTICTON COMMUNITY CENTRE

Building on action focused on community safety as a top priority, commencing with Council’s 2022–2026 term, Council has placed renewed emphasis on the priorities of Safe & Resilient and Livable & Accessible for the remainder of their term.

library museum

Director Public Safety & Partnerships

The newly appointed Director of Public Safety and Partnerships is responsible for Bylaw Services and Social Development, and regularly collaborates with the RCMP and the Penticton Fire Department (PFD) on a range of public safety initiatives. This position involves working with various City departments, and external agencies to develop and implement safety initiatives that incorporate recommendations from the 2022 Community Safety Resource Review.

In addition to improving existing service delivery models, the Director oversees the development and implementation of new initiatives that Support an enforcement and non-enforcement approach to public safety. This involves fostering partnerships at the community, provincial, and federal levels to promote results. By managing the teams related to Bylaw Services and Social Development, the Director helps ensure a coordinated e ort to meet the City’s safety goals.

Safe & Resilient Community 2025

Social Development Highlights

 Social Development Framework adopted in 2023 which sets clear priorities for the department and con rms the commitment of the City in prioritizing the social health and wellbeing of the community

CHILD CARE

FOOD SECURITY

HOUSING

PRINCIPLES

1. Collaborative: ensuring mutual respect and responsibility

2. Ensuring dignity and well-being of community members

3. Honouring responsibilities to decolonization and reconciliation

4. Honouring diversity, equity, and inclusion

5. Evidence-based/informed

6. Sustainable: (social, environmental, economic)

7. Proactive: prevention oriented

8. Flexible and adaptive: responsive to and of community needs, able to pivot when new information emerges

SUPPORTS FOR PEOPLE WHO USE SUBSTANCES

Social Development Framework

MENTAL HEALTH & WELLNESS SUPPORT HOMELESSNESS

 Complete the construction of the new 80 space Power Street Child Care Centre

 Work with the Community Foundation of the Okanagan Similkameen on Food Security Initiatives related to food access and distribution

 Continue to support Indigenous Events related to Truth and Reconciliation

 Continue to work with 100 More Homes and partners for a Winter Response for the 2025-26 season

 Continue to implement the multi-year Building Safer Communities Fund for youth crime prevention

 Work with 100 More Homes and provincial partners on implementing the Social Housing and Infrastructure Plan (SHIP) to construct a ordable non-market housing across the housing continuum

 Continue to advance actions in the City’s 2023-2026 Accessibility Plan with the Accessibility Committee

Safe & Resilient Community 2025

Public Safety & Partnerships Budget Items

 Development of a Community Safety and Wellbeing (CSWB) Plan for Penticton

Bylaw Services Highlights

 Extended operating hours from 6am to 10pm daily

 Adoption of Integrated Model in summer 2024 which fosters interoperability within the department and improved collaboration with other public safety agencies

 Funding secured to re-establish the Penticton Situation Table to address complex social issues through an intersectoral collaborative approach

 A comprehensive External Review has been undertaken which will provide recommendations to enhance the delivery of Bylaw Services

 Creating new pathways to collaborate with the RCMP, PFD and other key partners to conduct joint initiatives that proactively address social issues

Bylaw Services Sta ng Levels

 A CSWB is a muti-faceted strategic framework designed to enhance the safety and quality of life for residents within a community

 Involves collaboration among partners to identify and address the root causes of crime, social issues and safety concerns

 Seeks to create a supportive environment that addresses both immediate safety needs and long-term community well-being

 Camera Program Expansion - The Downtown Penticton Business Improvement Association (DPBIA) is proposing collaboration with the City and the Chamber of Commerce to expand the current program’s reach to the entire city

 The program has successfully reduced incidents and increased security for local businesses, leading to its extension in 2023 to include more cameras

 The program was originally launched in 2021 by the DPBIA. The program enhances community safety by tackling crime through remotely monitored cameras equipped with strobe lights and two-way communication.

Safe & Resilient Community 2025

 Introduction of Safe Sta ng Levels of four re ghters per engine to ensure compliance with industry best practices

 Completion of the Operational Readiness Analysis that highlighted the growing number and types of calls responded to by the Penticton Fire Department, the duplication of service with BC Emergency Health Services, and whether patient outcomes were improved due to PFD response

 In July 2024, the province introduced new regulations required under the Emergency Disaster Management Act (EDMA). The new Act re ects all four phases of emergency management:

1) Mitigation 3) Response 2) Preparation 4) Recovery

Penticton Fire Department Budget Items

 Proposed for the 2025 budget, is a new Fire Prevention O cer position to ensure the City is meeting community and provincial requirements for the re prevention division

 Utilizing a provincial grant, the PFD will develop Hazard Risk and Vulnerability Assessment (HRVA) to focus on prevention, planning and updates in the Emergency Disaster Management Act (EDMA)

 Operational Risk Assessment to compile ndings and recommendations to guide high-risk rescues and operations for airport, high-rises and water response

 Record Management Software enhancements to provide a user-friendly scheduling, training, events and activities, assets and inventory, re inspection and property database that will improve our operations, save time, decrease liability, improve our overall experience and to create e ciencies

 Continuation of wild re and FireSmart planning and mitigation strategies to maintain wild re resiliency for the community of Penticton

Penticton Fire Department Highlights

Safe & Resilient Community 2025

RCMP Highlights

 Integrated Crisis Response Team (ICRT) became operational in early 2024. Program partners a medical professional with police o cers to respond to mental health calls in the community

 Implemented Inadmissible Patron Program in 2024 at select Penticton licensed establishments and large hotels

 Overall property crime reduction of 23-percent as of 2024 second quarter

 Completion of focus group sessions with community partners and RCMP to identify the most practical and e ective ways to address local needs

 Working to advance reconciliation and renew the relationship with Indigenous peoples in partnership with the BC RCMP Indigenous Policing Services

 Development of Penticton RCMP 2024–2027 Strategic Priorities, focusing on:

1) CONNECT vulnerable people with appropriate supports

2) IMPACT crime trends through intelligence-led strategies

3) ADVANCE preparedness for natural and human caused disasters

4) DRIVE results together

 Two additional RCMP Members proposed for the 2025 budget bringing the total number of Members at the Penticton Detachment to 59

 Creation of the Operational Review Unit to provide enhanced quality of investigations, service excellence and advanced charge assessment referrals to Crown Counsel with a goal of improving public con dence in police services

 Collaboration with RCMP Community Policing and Bylaw Services for a youth liaison position to provide the function of restorative justice, social support and youth engagement

 Creation of a Community Safety Unit with a primary mandate to collaborate with Bylaw Services, youth outreach and community engagement

 Collaboration with Bylaw Services to complete Crime Prevention Through Environmental Design (CPTED) assessments

 Inter agency emergency training for winter shelter, School District No. 67, Penticton Indian Band and the Penticton Regional Airport (YYF)

 Assessing the renewal of the Penticton Tra c Section

As Council moves into the second half of the 2022–2026 term, a strategic refocusing of Council Priorities was completed to ensure priorities align with evolving community needs and organizational values. Accordingly, Council is placing renewed emphasis on the priorities of Safe & Resilient and Livable & Accessible.

Safe & Resilient

Enhance and protect the safety of all residents and visitors to Penticton.

 Advancement of Civic Places and Spaces Priority #1: for 2025 focus will be directed in two areas: the future Community Safety Building which will be the new location for RCMP Community Policing and Bylaw Services and the Fire Hall renewal plan which sees a newly constructed - Fire Hall #2 Headquarters at Dawson Avenue and the transition of Fire Hall #1 on Nanaimo Avenue as a satellite hall

 Safety and Security Enhancements for the RCMP Detachment

 Implementation of the updated City Hall Business Continuity Plan for advanced emergency preparedness

 Fire Prevention Division Growth Strategy to meet community expectations and provincial requirements

 Development of a Hazard Risk Vulnerability Analysis (HRVA) focusing on emergency mitigation, preparation, response and recovery

 Wildfire and FireSmart planning and mitigation strategies to maintain wildfire resiliency actions for the community of Penticton

 Operational Risk Assessment for the Penticton Fire Department to guide high-risk rescues and operations

 Enhanced Record Management Software for the Penticton Fire Department to improve operations and increase efficiencies

 Advanced Waste Water Treatment Plant construction and commissioning to meet current and projected demands for our growing community

 Public Safety and Partnerships will lead work to develop and maintain collaborative relationships including Bylaw Services Joint Partnership Initiatives with the business community, government agencies, including BC Housing and Interior Health, and social service providers

 Development of a Community Safety and Wellbeing Plan to enhance safety and quality of life for residents within a community

 Intelligence-Led Bylaw Services responses to enhance data collection, develop heat maps and target repeat nuisance files

 Advancement of the RCMP 2024–2027 Strategic Plan focusing on CONNECTING vulnerable people with appropriate supports IMPACTING crime trends, ADVANCING preparedness for emergencies and DRIVING results together

 Two additional RCMP Members proposed to create the detachment’s new Community Safety Unit with the goal of having this team work in partnership with members of the ICRT and Bylaw Services to partner with social agencies

Livable & Accessible

Proactively plan for deliberate growth; focused on an inclusive, healthy, safe and desirable place to live

 Advancement of Civic Places and Spaces Priority #2: identified need to plan for the replacement of Memorial and McLaren Arenas

 Sports and Recreational Needs Assessment to guide short and long-range planning, decision making and resource allocation for the needs of user groups and Penticton residents

 Frost Fest Winter Carnival expanded to a multi-day event to support a connected community

 City Yards Upgrades including Electric Utility building, storage of electrical utility vehicles and increased office space within the existing Yards building

 Development of an area plan for Okanagan Lakeshore and Esplanade to inform future development patterns for a cohesive and connected vision

 Advancing housing affordability focusing on an affordable housing incentive policy, developing housing on City-owned land, area plans for Transit Oriented Areas and implementing the Social Housing and Infrastructure Plan (SHIP)

 North Gateway: Penticton Trade and Convention Centre improvements

 Increasing water service quality and reliability for the community of Penticton including projects for Duncan Avenue Reservoir, Ridgedale Reservoir, Water Treatment Plant and the raw water supply main at Lakeshore Drive and Martin Street

 Renewal of underground utilities, enhanced safety for all road users and improvements for KVR trail connectivity as part of the Eckhardt Avenue Corridor Reconstruction project

 Electric Utility will pilot a Demand Side Management Project in an attempt to reduce energy use and peak demand costs for electrical consumption

 Electrical Modern Metering Program for collection of detailed and accurate energy use data

 Voltage Conversion Study to assess the feasibility and impact of converting the City’s primary electrical distribution system from 12.47kV to 25kV

 Solar Feasibility Study and Implementation Project will realize solar panel installation on the City’s Water Treatment Plant which advances the Corporate Energy and Emissions Plan

 New Regional Collection Agreement in effect July 2025 which will include single-packer collection vehicles with Smart Truck Technology to reduce contamination and increase recycling best practices

Livable & Accessible

Proactively plan for deliberate growth; focused on an inclusive, healthy, safe and desirable place to live

 Parks department will lead the KVR Trail Master Plan and Green Corridor Strategy to integrate existing green corridors, parks, trails and open areas throughout the City

 Lakawanna Park upgrades including a new accessible and inclusive splash pad, replacement of playground equipment and upgraded park amenities

 Advancement of the City’s CommuniTREE Plan to increase tree canopy for a Green Future

 Transportation Safety projects planned for 2025 include testing rapid implementation techniques to address concerns, improvements focusing on Safe Routes to School and piloting traffic calming measures

 Transit Network Expansion Plan for the years 2025–2028

 Advancement of actions in the Social Development Framework

 Accessibility Plan implementation to promote an accessible Penticton

Vision, Mission & Culture

Penticton is a resilient and healthy waterfront city focused on safety, livability and vibrancy. The City of Penticton will serve its residents, businesses and visitors through organizational excellence, partnerships and provision of effective and community focused services

 Advocacy Planning and Intergovernmental Relations enabling the City to secure funding, policy support and partnerships that align with Penticton’s strategic priorities

 Procurement of an external auditor through an established process to ensure fiscal responsibility

 Advancing digital transformation and innovation project focusing on future readiness and new opportunities for enhanced services

 Expansion of strategic communications program ensuring residents and visitors are informed and up-to-date on City operations

Climate Action

Council endorsed the Community Climate Action Plan (CCAP) in 2021

40%

Reduction in Greenhouse Gases from 2007 Levels by 2030

100%

Reduction in Greenhouse Gases from 2007 Levels by 2050

7 BIG MOVES

There are seven Big Moves of actions which guide the Community Climate Action Plan (CCAP). Big Moves focus on the types of emissions that the City of Penticton is most able to control and that are measured in the emissions inventory. The Big Moves include:

1 Shift beyond the car

2 Decarbonize commercial transportation

3 Decarbonize existing buildings

4 Electrify passenger transportation

BUDGET ITEMS

 Regional Waste Collection Contract which includes truck technology to reduce recycling contamination

 Food Waste Accelerator Fund which will assist strata and multi-family units to determine cost-savings and environmental bene ts possible through compost options for residents

5 Step up new buildings

6 Close the loop on waste

7 Organizational leadership

 Installation of solar panels on the Water Treatment Plant

 Planned engagement programs to increase resident uptake of EV Ready Plan Program and car sharing options

 Expansion of “Cool-It!” education program to include high school curriculum through the BC Sustainability Energy Association

ACHIEVEMENTS

Building on success made in prior years the City is pleased to report the following achievements to advance the CCAP:

 4 Level 3 public charging stations online in 2024

 Support for active transportation options, since 2023 the City has worked with businesses and strata’s to install 80 cost-neutral bike racks

 Ongoing City sponsorship of the GoByBike BC to promote active transportation options

 Ongoing construction of the Lake to Lake AAA Bike Route

 BC Transit Network Restructure Plan adopted by Council

 Council adoption of the Urban Forest Management Plan known as the CommuniTREE Plan with focus on urban forest and climate resiliency

 Bike Valet program assumed by the City of Penticton to promote active transportation options for events throughout Penticton

 April–August 2024 the program parked over 1,600 bikes

 EV Ready Plan Program for multi-unit residential units

 Over 50 properties participated in 2024

ACHIEVEMENTS

 In 2024, hybrid vehicle use resulted in 296 hours of reduced emissions for the City’s eet

 Electric vehicles continue to be added to the City’s eet (3 cars, 2 transit vans and 2 electric Zambonis)

 16 e-bikes in City’s eet to shift sta trips beyond the car

 Completed energy audits of 6 buildings (including SOEC, PTCC, Recreation Centre)

 More information on this project can be found in the Capital Project Highlights: Community Centre – Energy & Emissions Reductions Retro t & Facility Infrastructure Renewals

 Addition of battery electric vehicles in the City’s eet has eliminated 6 tonnes of CO2 emissions to-date for 2024

 Council declared a Climate Emergency when adopting the CEEP

Summary of Approved Budget Changes

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Financial Impacts of Strategic Initiatives

In the divisional business plans, there are a total of seventeen significant budget increases, the financial implication of these initiatives are contained within the financial plan. The list below summarizes these requests for new operating funding. For details on these increases and how they support Council’s priorities and benefit the community and City operations, please see the corresponding department pages.

Return of Frost Fest Winter Carnival in January 2025 to increase vibrancy, attract visitors and support a connected community

Advocacy and Intergovernmental Relations Planning to enable to City to advance priority issues, secure funding and influence policies that directly benefit Penticton

Development of an Area Plan for Okanagan Lakeshore/ Esplanade to inform future development patterns and create a cohesive and connected vision along the Lakeshore $140,000

(Reserve funded)

Finance &

Advancing housing affordability in the community with four targeted projects: housing incentive policy, housing on City-owned land, area plans for Transit Oriented Areas and Social Housing and Infrastructure Plan (SHIP)

Increase resources for the Procurement and Inventory Department with a new Buyer position

Parks Technician position required to lead implementation of the Urban Forest Management Plan (UFMP) –CommuniTREE Plan

Tree planting costs associated with achieving a Green Future: 18-percent increase in urban canopy by 2045

Additional Gardener role to meet service level expectations for City parks, gardens and green spaces

BC Transit Network Three-Year Expansion Plan 2025–2028

Smart truck technology for recycling collection vehicles to reduce contamination rates and eliminate Service Level Failure Credits from RecycleBC $45,000

Operational risk assessment to compile findings and make recommendations for high-risk rescues and operations

(Reserve funded)

Public Safety & Partnerships

Public Safety & Partnerships

Record Management Software (RMS) enhancements to improve PFD operations, increase efficiencies and decrease liability

Development of a Community Safety and Wellbeing Plan to enhance safety and quality of life for residents of Penticton $75,000

Council directed support for the expansion of the Downtown Penticton Business Improvement Association (DPBIA) Remote Guard Camera Program

in RCMP Municipal Employee resources to support Operations, Community Policing and the Regional Crime Reduction Strategy

Increase in RCMP Member resources to create a new Community Safety Unit

(Reserve funded)

(Reserve funded)

(2026 impact)

Community Statistics

Our demographics shape the needs of the community and guide our policies and plans. The following is a selection of interesting statistics about the demographics of the Penticton community taken from the 2021 Census.

Education

37,000

Persons who identify as First Nations, Metis and/or Inuit and/or those who report having membership in a First Nation or Indian Band

2,420 Community

Households

PENTICTON

1,725 km2

2025 Budget Process

The City follows a multi-step process to develop the Financial and Corporate Business Plan. It combines community feedback with Council Priorities and department needs to prepare the next 5-year Financial and Business Plan. Below are some of the key steps and dates in the budget cycle.

June–July 2024

Capital and Operational budgets are compiled, reviewed and updated by City managers and sta .

October–

November 2024

DELIBERATE

Council receives presentations from all City Divisions for the proposed 2025 budgets for consideration.

December 2024–January 2025

NOTICES

Residents receive notice of the adopted 2025 tax rate as approved by Council.

2025

Council and Senior Leadership hold meetings to review Council’s priorities and strategic initiatives for the City.

July–September 2024

PUBLIC ENGAGEMENT

The Draft 2025–2029 Financial and Corporate Business Plan is released to the public for review and engagement ahead of budget deliberations. Engagement opportunities for public feedback are gathered through Shape Your City, feedback forms and a Council Open House

November 19–21 2024 $

ADOPTION

Council approves the 2025–2029 Financial and Corporate Business Plan with three readings of the Financial Plan Bylaw followed by nal adoption at the subsequent Council meeting.

May–June 2025

BUDGET AMENDMENTS

Council will receive and consider budget amendments throughout the year as required.

More information on the upcoming budget will be shared through shapeyourcitypenticton.ca as it becomes available.

Budget Basics

Each year, the City updates its Financial Plan and goes through a budget process to determine how much it will need to spend on an annual basis to:

 Maintain current levels of service (base operating budget)

 Incorporate service level enhancements or reductions

 Incorporate new operating initiatives

 Fund capital projects

There are ve parts to the Financial Plan and each part has at least one operating budget and capital budget. General

In addition to the utilities, the City also provides the following ser vices through the General Fund:

Services You Receive

In addition to services provided by the four utilities, residents also receive the following services through the General Fund

Sources of Funding

The City receives funding for these services and capital projects from the following sources:

 Taxation

 Provincial/Federal Grants

 Utility User Fees

 Electrical Dividend

A Steady Approach to Taxation

As part of updating the Financial Plan, the City considers what funds are required to maintain or enhance these services. This may result in increases to property taxes or utility rates. The City plans for stable, ongoing tax rate increases to fund in ation, ensure sustainable services, and plan for current and future community needs. This approach provides citizens and businesses the ability to anticipate future expenditures.

Property Taxes vs. Assessment

BC Assessment determines the assessed value of Penticton properties based on a valuation date of July 1st of each year. Assessment notices are mailed by BC Assessment in January and contain assessed value, property classi cation and tax exemption status. In the spring, the City sets its property tax rates for each of the nine property classes and applies the applicable rate, to property assessed values, less the value of any applicable tax exemptions.

How Assessments work with tax rates

A notice from BC Assessment showing an increase in the value of a property does not equate to what the City of Penticton tax rate will be, as property assessments are only one part of what the City uses to calculate municipal property tax rates each year. When the City sets their budget for the upcoming year, it includes the amount of revenue that will be collected through property taxes. This amount is xed and does not change because of assessed value changes.

 Property assessment values may go up or down but the city-wide total property taxes collected will always equal the amount budgeted for.

 Property tax changes are driven by how much a property value changes relative to the average change in the community. The most important factor is not how much an assessed value has changed, but how the assessed value has changed relative to the average change for that property class in the City.

Example

 A property is currently assessed at $630,000, based on a valuation date of July 1 last year. The previous assessed value was $450,000. The property increased 40% in value, while the average increase for that property class is 30%.

 Since the property increased more than the average, there likely be an increase in property taxes.

Other taxing agencies

TO THE AVERAGE Change for Property Class

The City also collects taxes on behalf of other taxing authorities. These include the Regional District of Okanagan Similkameen, the Okanagan-Similkameen Regional Hospital District, BC Assessment, the Municipal Finance Authority and School District 67. Changes in overall property tax amounts may be related to increases or decreases in rates for those authorities.

Business Tax Multiplier (BTM)?

Local governments set tax rates each year for each assessment property class. Once the amount of taxation revenues are determined through the budget process, a decision must be made on how to split the tax burden across those property classes. Typically, classes other than the residential class pay taxes at a higher rate; how much more than residential is called the tax multiplier.

The Business Tax Multiplier (BTM) is the rate that businesses are charged in comparison to the residential rate. When setting the BTM, Council is able to shift the distribution of taxes between residential and commercial.

Revenue Neutral Approach

The revenue neutral approach is calculated on a class by class basis, when assessment values change, the tax rate is adjusted so the dollars collected per class remains the same as the previous year. Because assessment values change year over year and the market value movement of each class di ers, the result of this approach is that each class pays the same dollar amounts of taxes as in the previous year. The assessed value and ratio will change, but the taxes do not, therefore, the starting point for each class would be equal dollars paid. Council then has the option of adjusting tax rates, multipliers or burden from the base starting point in whatever manner they see t.

The table below shows an illustration of how the multiplier shifts prior to any taxation increases when assessments shift from one year to the next:

Table 1 - Example of Revenue Neutral Multiplier Shift

Assessment Values and Tax Burdens

As the residential assessment increased 16% and commercial increased 5%, the multiplier naturally shifted to 2.22 in order to maintain the rates and collect the same amount of revenues from each property class, the change is seen in the tax rate which adjusts to collect the correct revenue with the new assessed values.

Using that same example, if the multiplier was changed in the second year, additional burden would be shifted to residential. Before applying any annual increase, applying a BTM of 2.00 would increase taxes by 8.33% for the residential property and reduce commercial by 2.5%.

Table 2 - Example of Multiplier Shift to 2.00

As the residential assessment distribution increases, so do the relative portion of taxes that the residential taxpayers bare. Since 2021, residential assessments account for more of Penticton’s assessed values, and as a result, the residential tax burden, has increased as well. This is displayed comparatively in the graph below.

The Path to 2025

A primary factor contributing to the 2025 tax rate is the 2022 budget decision to defer taxes through the use of surplus draws over the course of three years: 2023, 2024 and 2025.

2022 saw many nancial challenges including:

 High in ation

 Sustained revenue losses due to COVID-19

 Public demand for increased Community Safety resources

As a result, the City had funding shortfalls of just under $6M in the operating fund equivalent to a 15.7% tax increase. In order to reduce the a ect on residents still impacted by COVID-19 Council made the following decisions to defer taxation to future years:

 7% reduction in tax increase - use remaining $2.4M of COVID-19 Restart Grant

 3% reduction in tax increase - draw from Surplus

Summary of 2025 Proposed Budget

2025 Budget Impact

 The 2022 funding deferral equated to 10% of taxation that was planned to be phased in over three scal years, the rst of these tax deferrals was introduced with the 2023 budget.

 The 2025 budget is the nal year of the deferral impact from 2022

City’s Financial Plan

 The City is required by provincial legislation to release a balanced budget and not run

 Similar to running a household, if monthly expenses exceed monthly revenues and savings are used to make up the di erence, eventually the savings will run out.

 The proposed 2025 budget includes the full and nal remaining 2022 budget deferral amount

2025 Budget and You

The Draft 2025–2029 Financial and Corporate Business Plan includes a proposed tax rate of 8.63%. The following chart shows the Estimated Monthly Increases for property taxes. The estimates are based on the average residential or commercial property.

ESTIMATED TOTAL MONTHLY INCREASE

Residents

8.63%

= $15

Residents average annual increase of $182 per year, based on an average annual property assessment of $658,981 (2024)

As the City’s residential properties cover a wide range of values additional estimates have been provided for properties valued at $500k (1/3 of properties are valued at <=$500k) and $1M (1/5 of properties are valued at >=$1M).

Businesses

8.63% = $59

Businesses average annual increase of $708 per year, based on an average annual property assessment of $1,333,317 (2024)

value $500k $1M

Estimated Monthly Utility Change

RESIDENTS & BUSINESSES

The below chart demonstrates the adopted increase for utility rates, based on the average residential or commercial property.

Resident Taxes

Residential Tax Competitiveness 2024

Residential Taxes & Charges Comparison

Penticton continues to have one of the lowest total residential taxes and charges (comparable utilities) in the region.

Business Taxes

Business Tax Multiplier Comparisons 2024

The Business Tax Multiplier (BTM) is the rate that businesses are charged in comparison to the residential rate. When setting the BTM, Council is able to shift the distribution of taxes between residential and commercial.

2025 Budget at a Glance

The following charts provide a summary of the key parts of this year’s budget.

In ationary increases including contractual labour and bargaining

Past Tax Increases

Complete remainder of deferred 2022 taxes

Council’s Priorities (Safe & Resilient and Livable & Accessible)

Operational increases Proposed enhancements

General Operating A CLOSER LOOK AT

The General Operations includes revenue and expenses for all services, assets and amenities that are not associated with the utilities. The main source of funding for the General Fund is property taxes.

General Revenues

$78.6 Million*

REVENUE BASIS

 Taxation is the primary source of general operating funding for the City and represents 65% of the total budgeted operating revenue (net of storm water and taxes collected on behalf of others). The amount budgeted annually is based on Council’s approved tax increase. For 2025, the proposed tax increase is 8.63%.

 Sales of Goods and Services consists of fee revenue from building, licensing, planning, recreation, land management agreements, transit, ticketing and recoveries of services rendered. Each revenue is reviewed individually and budgeted based on ve-year historical revenue and known changes, or contractually agreed amounts.

 Other Revenue consists of gaming proceeds, cemetery fees, library revenue and internal allocations for eet usage. These revenues are only budgeted if they are con rmed to continue and based on historical averages.

General Expenses

$82.3 Million*

 Grants are grants received from other organizations, including the provincial and federal governments. Budgeted grants are for known annual grants and one-time grants that will continue into that budget year. For 2025, the grants budgeted are Community Works Fund and library and museum operating grants.

 Development Cost Charges are the revenue expected to be received from development permits, which will be transferred to the applicable reserve and are based on historical revenue.

 Donations/Other consist of donations for RCMP programs and Museum donations. As these amounts can uctuate year to year, a minimal amount is budgeted.

2025 Utilities A CLOSER LOOK

The City operates four utilities: Water, Sewer, Electricity and Storm Water. The rst three are funded through monthly utility bills, while the Storm Water utility is billed annually on the property tax notice.

ELECTRIC FUND

An electric fund is established to manage and nance the City's electrical services and infrastructure. This fund ensures the electric system is self-sustaining and can provide reliable, e cient and safe electricity to residents and businesses.

HIGHLIGHTS

 City power purchase from FortisBC accounts for 87% of expenses.

 FortisBC has proposed a 2025 rate increase of 5.3%

 Adopted increase of 7.1%

 Total 2025 Capital: $7.0M

SEWER FUND

A sewer fund is established to manage and nance the City's wastewater collection, treatment, and disposal services. This fund ensures the sewer system is self-sustaining and can e ectively handle wastewater to protect public health and the environment.

 Adopted increase of 10.8% for sanitary sewer rates

 Total 2025 Capital: $3.5M

Sustaining Our Utilities

WATER FUND

A water fund is used to manage and nance the City's water-related services and infrastructure. The purpose of this fund is to ensure the water system is self-sustaining and can provide safe, reliable water to residents.

HIGHLIGHTS

 Adopted increase of 8.5% for treated water rates

 Adopted increase of 6.1% for agriculture water rates

 Total 2025 Capital: $5.3M

STORM WATER FUND

A storm water fund is dedicated to managing and nancing the City's storm water drainage system. This fund ensures the proper collection, treatment, and disposal of storm water runo to prevent ooding, protect water quality and maintain environmental health.

 Adopted increase of 30% for storm water rates

 Total 2025 Capital Expense: $0.2M

The City reviews its utility rates annually and conducts a full review every four years to assess the necessary rates to fund operations, maintain infrastructure and build new projects while considering the e ects on customers. A complete review was undertaken in 2023. Revenue for each utility is estimated based on actual historical usage, plus Council approved rate increases.

Capital vs. Operating

The City’s budget outlines the money that will be raised and spent within the Financial Plan timeframe. This Plan aligns with the City’s strategic priorities with the services we deliver to residents every day. It also determines what infrastructure investments will take place.

Capital Budget

The capital budget is used for long term investments like infrastructure and facilities. Infrastructure is the term that refers to the equipment and structures the City owns which help make Penticton a safe, connected and livable community.

Operating Budget

The operating budget covers the day-to-day expenses required to deliver services to residents. These costs return year-after-year and include items like sta wages, o ce supplies and utilities.

The operating budget is the City’s plan to deliver services to the community and cover day-to-day operating costs to maintain City assets.

Connecting the Capital and Operating Budgets

The capital budget is the City’s plan to purchase, build, maintain, repair and replace assets including infrastructure. Capital assets also directly and indirectly impact the City’s operating budget as funds are needed to cover day-to-day operating expenses associated with the asset. RENEW

The following diagram illustrates the relationship between the

and

Capital budget funds capital projects

Replacement of an existing capital asset that has reached the end of its life to continue to provide existing services.

to accommodate

neighbourhoods to service more residents and businesses.

MANAGEMENT &

Capital Borrowing ASSET

Like many cities, Penticton is challenged to fund the increasing costs to maintain, replace and extend the life of its aging infrastructure with replacement costs continuing to rise.

Planned Borrowing

The City has identi ed a potential $327M in major projects, of which $94M is projected to be funded over the next three years. These projects will be funded partially through grants, and DCCs and the remainder of an estimated $5.6M funded by debt nancing. Additional projects may be identi ed for debt nancing as they are prioritized and moved from unfunded to funded projects. Debt nancing is used strategically to maintain the City’s nancial strength and stability. Debt nancing will only be undertaken in compliance with the relevant sections of the Community Charter and related regulations.

Forecasted external borrowing for funded and planned new debt projects over the next four years is included in the graph below:

Asset Replacement Values

Asset management plays a vital role in ensuring that the City is fully optimizing its assets and amenities. The City owns approximately $1.4 billion in assets as detailed below:

Future Projects To Be Funded With Debt

How Do We Borrow?

Under the Community Charter legislation, 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% of the total revenues for the previous year (some exclusions apply). The City’s 2023 debt nancing ratio was 2.6%, with the additional borrowing on the funded projects, the debt nancing ratio will uctuate over the next three years between 2.8% and 3.6%. In 2025 the City remains in a healthy position to take on additional debt to nance its capital needs.

Asset Management

Asset management planning allows municipalities to stretch capital and operating dollars by helping to make well-informed, evidence-based decisions. It’s about making the right infrastructure investments in the right places, at the right time to meet the required levels of service in the most cost-e ective manner for the present and future needs.

Capital Projects A CLOSER LOOK AT

The following projects highlight some of the City's funded capital initiatives, including ongoing multi-year projects. For detailed project overviews, refer to the Capital Plan Supplemental Schedules. To review all 2025–2029 capital projects, consult the Capital Plan.

Facilities Highlights

 FA-16 Community Centre Fire Suppression System Refurbishment (2025 $0.6M)

 FA-23 Community Centre Energy & Emissions Reductions Retro t (Multi-Year $2.7M)

 FA-66 Community Centre Replace Boiler (2024 $0.6M)

 FA-CC1, FA-CC2 & FA-CC3 Connected Communities Projects – Facilities (2025 $0.3M)

 FA-117 Lakawanna Washroom Accessibility Upgrades (2025 $0.2M)

 FA-71 Community Centre Power Street Child Care Project (Multi-Year $4.0M)

Bylaw Services Highlights

 BS-01 Downtown Parking Pay Stations (2025–2027 $0.05M) Transportation Network Highlights

 TN-AT-03 Sidewalk Network Improvements (2025–2027 $1.6M)

 TN-TC-01 Tra c Calming (2025–2027 $0.5M)

 TN-TC-03 Crosswalk Improvements (2025–2027 $1.3M)

 TN-TC-04 Safe Routes to School (2025–2027 $0.7M)

Water & Sanitary Sewer Network Highlights

 SC-IR-01 Aging Sanitary Sewer Infrastructure Renewal (2025–2026 $4.1M)

 WD-IR-02 Aging Water Infrastructure Renewal (2025–2026 $4.5M)

 WD-IR-05 Raw Water Main Replacements (2025 $1.7M)

Waste Water Treatment Plant Highlights

 AWWTP-S2 AWWTP Phase 2 Expansion & Upgrades (Multi-Year Project $9.4M)

Parks & Cemetery Highlights

 PK-2023-P42 Water Supply, Re ll, Wash & Cooling Stations (2025 $0.3M)

 PK-2020-P2B Lakawanna Park Splash Pad Replacement (2025 $0.4M)

 PK-2020-P6 Lakawanna Park Playground Equipment Replacement (2025 $0.9M)

 PK-CC1, PK-CC2 & PK-CC3 Connected Communities Projects – Parks (2025 $0.6M)

Energy & Environment Highlights

 SP-02 Electric Vehicle (EV) Charging Stations (2025 $0.2M)

Funding Our Capital Projects

Capital spending refers to the funds used to acquire, build, maintain, or replace City assets and amenities, such as land, buildings, and equipment. Annually, the City allocates funds to reserves to fund future capital projects, as well as actively pursuing capital grant and funding opportunities from various agencies.

2025 Capital Funding Sources

UTILITY RATES & FEES: These funds support projects speci c to individual utilities for which amounts are collected on utility bills. Supported projects can include replacement and renewal activities, service expansion due to growth, and even the introduction of new facilities or services. These funds are needed to ensure the City can continue delivering services to existing ratepayers.

ELECTRIC DIVIDEND: These funds are collected as a return on investment from the City's Electrical operations and support a wide variety of general capital projects, such as renewing roads, parks and facilities infrastructure.

GRANT FUNDING & RECOVERIES: Grants come in two forms: upfront funding with follow-up reporting (e.g., Canada-Community Building Fund) or reimbursement of expenses once a project is completed. Recoveries are amounts contributed by third parties toward the total cost of a speci c project.

DEVELOPMENT

COST CHARGES (DCCS): These are fees levied on projects to fund the expansion of services necessitated by growth. For instance, DCCs nance water mains in new subdivisions. Without the development, these infrastructure expansions would be unnecessary.

EQUIPMENT REPLACEMENT RESERVE: This reserve funds projects to replace existing equipment such as vehicles, machinery, and IT hardware. Annual amounts are transferred into this reserve over the life of each asset, ensuring funds are set aside for when replacement is due.

OTHER RESERVES: The City's Reserve Policy outlines various funds earmarked for speci c types of capital projects. These reserves draw from multiple sources, as detailed in the policy appendix.

Financial Policies

The City continues to focus on the short and long-term financial sustainability, which is governed by the following Council approved financial policies, as well as ensuring the City’s five-year financial plan, is balanced in accordance with Section 165 of the Community Charter. The total of proposed expenditures and transfers to other funds for a year must not exceed the total of proposed funding sources and transfers from other funds for the year.

Title:

Debt Policy

Purpose, Overview and Scope of this Policy

Date Approved: May 2, 2023

The purpose of this policy is to ensure that debt is used strategically to maintain the City’s financial strength and stability by providing appropriate guidance for the use of debt financing. The use of debt can support the goal of providing adequate infrastructure, services, and resources to meet the community’s ongoing and emergent requirements.

Title:

Electrical Dividend Policy

Purpose, Overview and Scope of this Policy

Date Approved: December 12, 2023

The Electrical Dividend Policy governs the City’s calculation and utilization of the Electrical Dividend to improve clarity and transparency for both electric rate payers and property owners. The Electrical Dividend will contribute solely to the City’s General Capital Program.

Title:

Financial Plan Process Policy

Purpose, Overview and Scope of this Policy

Date Approved: June 20, 2016

The Financial Plan Process Policy defines the overall approach and philosophy to provide clarity and consistency in compiling the balanced five-year financial plan for operating, capital and carry forward budgets. The City’s financial and corporate business plan will support Council’s Strategic Priorities with a long-term perspective for fiscal sustainability.

Title:

Financial Management Policy

Purpose, Overview and Scope of this Policy

Date Approved: July 3, 2018

The City strives to provide deliver affordable and sustainable services to the Community in a manner that takes into account the impact on the current taxpayers as well as effects into future generations.

The Financial Management Policy provides the blueprint for making sound financial decisions through changing conditions, and aims to provide clarity to staff, Council and the Community with respect to how financial decisions are made.

Title:

Investment Policy

Purpose, Overview and Scope of this Policy

Date Approved: May 2, 2023

The Investment Policy governs the City’s investment program, which seeks to optimize risk-adjusted returns for the City’s investment portfolio. The City will invest its funds in a manner that will provide for the optimal blend of security and risk-adjusted returns, while meeting current and future cash flow demands and conforming to all statutory requirements.

Title:

Reserve Policy

Purpose, Overview and Scope of this Policy

Date Approved: February 5, 2019

The City’s Reserve Policy provides guidance and direction for the development, maintenance and use of the City’s reserve funds. All reserve and surplus funds must be established, maintained and used for a specified purpose as mandated within this policy, statute, or City bylaw including the financial plan.

This policy outlines the primary objectives of the City’s funds which are to ensure stable and predictable tax levies, focus on long-term financial stability, safeguard and maintain existing assets, provide for operating emergencies and finance new capital assets.

Title:

Year End Surplus Policy

Purpose, Overview and Scope of this Policy

Date Approved: February 15, 2022

The Year End Surplus Policy governs the City’s treatment of fund surpluses as calculated in the annual financial statements. The policy ensures funds are set aside to address future City priorities while meeting statutory requirements by providing direction to staff on the distribution of the annual surplus for each fund.

Divisions & Departments

Divisions & Departments

Corporate Administration

Finance & Administration

• Finance

• Procurement & Inventory

• Communications & Engagement

• Legislative Services

• Information Technology & Geographic

Information Systems (IT/GIS)

• Human Resources & Safety

Community Services

• Facilities

• Recreation, Arts & Culture

• Museum & Archives

• Land Management

Penticton Public Library

Infrastructure

• Energy & Environment

• Engineering

• Public Works (Roads, Parks & Fleet)

• Utilities (Distribution, Collection, Water & Wastewater)

Development Services

• Planning & Licensing

• Building & Permitting

• Housing & Policy Initiatives

• Development Engineering

• Economic Development

Public Safety & Partnerships

• Bylaw Services

• Social Development

Penticton Fire Department

RCMP

Organization Overview

In order to support City Council and the needs of the community, the City is led by the City Manager with support from the City’s general managers, directors, managers and union staff. The majority of City services are provided by five major divisions: Finance and Administration; Community Services; Infrastructure; Development Services; and Public Safety & Partnerships, each with a number of departments. Stand alone services include Fire Services, contracted policing services through the RCMP, arms-length services offered through the Penticton Public Library and the operations of the South Okanagan Events Centre by OVG 360 (Spectra Venue Management Inc.).

Colours align with sections within this Business Plan

MAYOR AND COUNCIL

Staffing Levels

The City has a diverse workforce with unique challenges and strives to provide economical and effective services using public resources the best way possible with each department committed to providing services and supporting the operations of the City. While the City works hard to maintain its existing staffing levels, increasing workload, sports and cultural events, as well as a growth in our community have necessitated proposed increases in a number of departments.

The full-time equivalent staffing levels and proposed increases from 2024 to 2025 are reflected below:

*Positions not included in municipal staffing totals.

**2024 Organizational changes resulted in Bylaw Services and Social Development moving to Public Safety & Partnerships.

***Adjusted for seasonal employees.

All new positions and personnel changes are required to be supported by a business case. The business case includes the problem purpose and opportunity, deliverables, cost/benefit analysis, risk assessment and alternative solutions. Each request must support either Council’s or operational priorities ensuring divisions are making changes in services to address the community needs.

The City of Penticton is responsible for funding 90-percent of the RCMP contract to provide policing services for residents.

To meet service level requirements due to weather impacts, third party service requests, sports and cultural events or other community needs, City divisions may choose to utilize existing seasonal staff or contract services out depending on staff/contractor availability as well as budget considerations. Full-time equivalent (FTE) is the industry standard to reflect staffing levels for local government. One FTE is equivalent to one staff working full-time.

Corporate Administration

The City Manager leads this division, which provides a range of services that require close cooperation with internal and external customers to facilitate initiatives.

Department Overview

MAYOR & COUNCIL

OFFICE OF THE CITY MANAGER

The City of Penticton Council is the locally elected governing body responsible for guiding the City’s economic, social and environmental well-being. Accountable to residents, Council set strategic direction and provides leadership to ensure the City delivers high-quality services. Working closely with the City Manager, Council ensures that community needs are met while promoting long-term sustainability and growth.

The City Manager is appointed by and is directly accountable to Mayor and Council. As Council’s only employee, the City Manager is responsible for the day-to-day operations and administration of the City and oversight of its departments in accordance with the objectives, policies and plans approved by Council. The City Manager is also responsible for keeping Council up to date on corporate matters, providing advice to Council and ensuring policies and bylaws are enforced.

Staffing and FTE

On A Daily Basis We…

 Oversee the broad requirements of the organization.

 Provide advice to Council and execute its decisions.

 Act as primary contact for government-togovernment relationships including the Penticton Indian Band and the province.

 Work with the Senior Leadership Team and all departments to ensure effective delivery of City services.

 Lead Council’s priority setting process, orientation and education opportunities.

 Provide administrative support to the Mayor and Council as well as the City Manager, including first point of contact for community members, scheduling, correspondence management and project coordination.

 Continue to develop a corporate culture that better understands the cultural sensitivities of the Penticton Indian Band that will strengthen our relationship through a foundation of trust and respect.

 Continue to build strong relationships with Mayor and Council, Senior Leadership Team, partners and stakeholders.

2025 Corporate Administration Initiatives

OFFICE OF THE CITY MANAGER

Advocacy

and Intergovernmental Relations Planning

The Advocacy Planning and Intergovernmental Relations initiative aims to establish a proactive, sophisticated strategy for engaging local, provincial, federal and Indigenous governments and other key partners. This will enable the City to advance priority issues, secure funding and influence policies that directly benefit Penticton.

This initiative will elevate and sophisticate the City’s approach to advocacy and intergovernmental relations, enabling us to secure funding, policy support and partnerships that align with Penticton’s strategic priorities. The plan focuses on developing a structured approach to engaging provincial, federal and cross-border partners, while leveraging the influence and platforms of key organizations such as Southern Interior Local Government Association (SILGA), Union of BC Municipalities (UBCM), Federation of Canadian Municipalities (FCM), and Pacific Northwest Economic Region (PNWER).

The initiative will consider items including formalizing a coordinated advocacy calendar, conducting organizational needs assessments, improving alignment between Council priorities and external funding programs and enhancing relationship management with partner and senior government officials and agencies.

Key Benefits:

 Maximizing Funding Opportunities: align the City’s priority projects with external funding programs from provincial and federal bodies

 Strengthening Partnerships: enhance collaboration with local, regional, national and cross-border partners

 Elevating Strategic Influence: engage more effectively in advocacy through regional (SILGA, UBCM), national (FCM), and cross-border (PNWER) networks

 Structured Advocacy: build a formal advocacy framework that uses evidence-based needs assessment and aligns with evolving government priorities

Estimated Completion: Ongoing initiative

Priority: Vision, Mission & Culture

Corporate Administration Budget Overview

Key Budget Changes

Department Budget Request Benefit

Corporate Administration

Advocacy and Intergovernmental Relations Planning

Enables the City to advance priority issues, secure funding and influence policies that directly benefit Penticton while supporting efforts to foster meaningful and respectful relationships with Indigenous communities

Proposed Operating Budget Request

$25,000

Finance and Administration

The Finance and Administration Division works as a strategic partner with departments throughout the City to ensure effective delivery of services and programs by providing financial, human resources, information technology, legislative, procurement and communication services. We are also responsible for the overall financial administration of the City and collection of all City revenues.

Department Overview

DIRECTOR’S OFFICE

The Director is also the City’s Chief Financial Officer and the Risk Manager responsible for administering the risk management and insurance program.

This department provides accounting, budgeting, financial analysis, and revenue and collections services for the City. Our team coordinates with every City department to establish a five-year financial plan and ensures spending compliance with the plan. Service fees and taxes are collected and managed within this department, including the City’s electricity, water and sewer charges and property taxes.

PROCUREMENT & INVENTORY SERVICES

This department provides centralized procurement services for the acquisition of goods and services. The City’s Procurement Policy, legislation and trade agreements establish the overall direction and general principles that the City follows in the procurement of goods and services. The established fair and transparent competitive process allows all suppliers an equal opportunity to do business with the City of Penticton. We manage the City’s inventory through a consistent and effective service delivery model and ensures the appropriate disposal of City assets when they reach their end-of-life cycle.

COMMUNICATIONS & ENGAGEMENT

 This department provides strategic communications and engagement services that are essential to achieving the City’s business objectives while building employee engagement, building our reputation with our many audiences, and connecting our work to the values and concerns of our community and Council priorities. This department is responsible for ensuring the City communicates with facts and clarity, acts with empathy, and provides truthful, unbiased and reliable information in a timely manner across all our channels.

LEGISLATIVE SERVICES

The Legislative Services Department carries out a wide variety of statutory responsibilities and ensures City decision-making processes maintain transparency, accountability, integrity and accessibility. We manage statutory notification processes, prepare, maintain and provide access to records of City business, including Council agendas, minutes, bylaws and policies and are responsible for the conduct of local government elections.

The IT department is responsible for providing technical support to all of our city departments. Our team helps maintain and manage the City’s complex computer systems, networks, and software programs, which are essential for day-to-day operations. We also ensure that our data and information are protected from security threats and that we comply with various laws and regulations.

The GIS team within the IT department is responsible for managing and analyzing spatial data to support various functions within the municipality through specialized maps and apps. GIS is also critical to the effectiveness of our emergency operation centre.

Together, the IT department plays a crucial role in helping us to innovate and stay ahead of the curve. It helps us to identify new technologies and tools to be more efficient and effective in delivering services to our constituents.

HUMAN RESOURCES & SAFETY 

The Human Resources and Safety Department is responsible for developing and managing corporate programs related to employee and labour relations, recruitment and selection, compensation, safety and employee well-being, training and development, benefits and payroll.

We provide comprehensive strategies, programs, policies, services and consultation to support the City’s exceptional people resources and to meet organizational objectives. Human Resources and Safety is also responsible for overseeing four collective agreements and relationships with three union organizations representing City staff.

Rounding out this division is the Municipal RCMP staff, who provide an integral service to the RCMP Members and further support overall community safety. Municipal staff support policing operations through electronic file management and disclosure, victim services program operation, exhibit management, crime analysis, digital forensics, community policing, custodial guards and restorative justice programs. Municipal RCMP staff work under the direction of the Penticton RCMP. Costs for the Municipal RCMP staff are included in the RCMP department budget.

MUNICIPAL RCMP 

Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) provide a set of quantifiable measurements use to evaluate overall long-term performance. KPIs outline the City’s strategic, operational and customer service achievements as well as allowing for comparison of services between municipalities.

The following table provides an overview of key indicators for Finance and Administration Division services:

Staffing and FTE

The Finance and Administration division is proposing a staffing increase from 77 FTE to 81 FTE. The Procurement department has seen a marked increase year-over-year for the number of projects requiring public procurement processes. The addition of a Buyer position would allow the Procurement Manager and Coordinator to focus on significant projects the City is progressing, specifically for capital works.

The City’s Information Technology/Geographic Information Systems (IT/GIS) department is seeking an additional Networks System Analyst to support IT projects, provide capacity for increased operational stability and future readiness. Existing operational budget has been identified to fund this new position.

Finally, the RCMP Detachment is seeking an increase in Municipal RCMP staff to support the Operational Review Unit. See the RCMP section of the plan for complete details.

2025 Finance and Administration Initiatives

DIRECTOR’S OFFICE

Implementation of the Updated City Hall Business Continuity Plan

Expanding on work completed in 2024 to update the Business Continuity Plan, the Director’s Office will lead the Business Continuity Steering Committee to implement new processes and updates for continuation of City Hall services in the event of a local or community emergency.

In 2024, the province made updates to the Emergency Disaster Management Act (EDMA) which will require local governments to complete risk assessments and develop emergency management and business continuity plans. Residents can have peace of mind knowing that City Hall operations will continue in the face of an emergency.

Estimated Completion: Summer 2025 Priority: Safe & Resilient

FINANCE

Procurement of an External Auditor

Under the Community Charter, the City of Penticton is required to submit annual audited financial statements. The City’s contract with the current auditor (BDO Canada LLP Chartered Professional Accountants) expires upon the completion of the 2024 audited statements (May 2025). The City will conduct the Request for Proposals process (RFP) to ensure that Council is able to make an informed decision when appointing a new auditor. Completing the RFP will ensure that the City continues to get the best value from the auditing services while being fiscally responsible for these non-discretionary costs.

Estimated Completion: Fall 2025

IT/GIS

Advancing Digital Transformation and Innovation Project

Priority: Vision, Mission & Culture

The IT/GIS department will continue work to leverage available technologies to focus on increasing operational efficiencies, collaboration and new communication tools available within MS 365. The proposed increase in Network Systems Analyst positions will bolster IT resources to manage day-to-day operations and provide the needed capacity for the team to focus on future readiness and new opportunities for enhanced services.

Included in the focused work for 2025, will be a review of the existing phone network system and planning for the transition to a digital system. Expanding on successes achieved in 2024 to migrate all City staff and departments to Microsoft 365, 2025 will focus on additional tools and applications to further improve staff productivity and citizen access to City information and systems.

Estimated Completion: Ongoing initiative

COMMUNICATIONS & PUBLIC ENGAGEMENT

Expansion of Strategic Communications Program

Priority: Vision, Mission & Culture

A sophisticated, professional and knowledgeable approach to communications is essential for the City of Penticton to ensure that residents and visitors are informed and up-to-date on City operations. Attention will be given to investigating processes to monitor and collect citizen data and sentiment to inform strategic communication decisions.

Estimated Completion: Ongoing initiative

Priority: Vision, Mission & Culture

Finance & Administration Budget Overview

Key Budget Changes

Department Budget Request Benefit

Procurement & Inventory Staffing Resources to Meet Service Level Needs

Addition of a Buyer position for the department would enable capacity to develop a department strategy, address efficiency opportunities and promote high risk and critical projects to the full attention of the Procurement Manager.

$104,000

Community Services

WHAT WE DO



The Community Services division, led by the Director, takes a strategic approach to support all facets of community health and safety. Our work is focused on activities and actions that enable citizens to have a high quality of life. Our Facilities team ensures City-owned buildings operate at optimum efficiency for service and program delivery. The Recreation, Arts and Culture Department welcomes visitors to our many recreation facilities and parks, where we deliver a wide range of recreation programs and services for people of all ages. Rounding out this division is Land Management, which is responsible for over 500 City-owned properties as well as facilitating land-related agreements and providing legal research title and company searches for all City departments.

Department Overview

The Recreation, Arts and Culture department promotes and contributes to a healthy community and enhances the quality of life for Penticton residents and visitors through planning, management and delivery of recreation, aquatics, events, and festivals as well as active living opportunities. We partner with volunteers, community members and private sector providers to support recreation and wellness opportunities in our city. RECREATION, ARTS & CULTURE

FACILITIES 

Facilities is responsible for maintaining approximately 650,000 square feet of Cityowned buildings, comprised of public use facilities, residential homes and office complexes. As outlined in the Civic Places and Spaces Asset and Amenity Management Plan, these assets are aging at an unsustainable rate and require significant investment or replacement in the coming years. The Facilities’ team encompasses a broad spectrum of services and competencies required to assure the built environment performs the functions for which the facilities were designed and constructed. Our team is tasked with the day-to-day activities necessary to maintain buildings (including systems and equipment) so occupants and members of the public can utilize the facilities as they were intended.

PENTICTON MUSEUM & ARCHIVES

The Penticton Museum and Archives provides exhibits, displays and programs that interpret and showcase the unique history of Penticton and the surrounding area. Temporary exhibits bring a wide variety of topics to the Museum, while permanent exhibits tell the story of Penticton from its earliest days as an Indigenous village to the present day. The Museum also collects, catalogues and stores approximately 20,000 unique artifacts that bear witness to our collective past. The Archives is also repository for documents, records and the administrative histories of community groups and organizations that have defined and shaped the community. It is a valuable source of engineering and land use maps and planning documents frequently referenced by local companies, individuals and other City departments.

LAND MANAGEMENT

The Land Management department is responsible for more than 500 City-owned properties. We handle all land-related transactions including purchases and sales, regulatory land-use and various types of contractual agreements while ensuring that the legal requirements of the Community Charter are met.

The team prepares and manages agreements for 11 residential tenancies, 136 leases and licenses to use, beach vendors in 22 locations, four concessions and four food trucks operating under the City’s Mobile Vending program. These contracts and agreements are accomplished by way of a Lease, a License to Use Agreement or a BC Residential Tenancy Agreement.

We are also responsible for preparing and registering Right of Way agreements in the Land Title Office, Net Metering agreements for solar energy and Crown Leases/License of Occupation and legal research as well as title and company searches for all City departments.

Staffing and FTE

The Community Services division consists of 55 FTE

Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) provide a set of quantifiable measurements used to evaluate overall long-term performance. KPIs outline the City’s strategic, operational and customer service achievements as well as allowing for comparison of services between municipalities.

The following table provides an overview of key indicators for Community Services Division services:

2025 Community Services Initiatives

DIRECTOR’S OFFICE

Advancement of Civic Places and Spaces Priority # 1: Community Safety Building

The City’s Civic Places and Spaces recommendations were adopted by Council-of-the-day in 2022. The first priority that staff have been advancing since this time is the identified need for a Community Safety Building (CSB).

In 2024, various site and co-location options were presented to Council for the CSB, with the final sites selected as follows:

 Fire Hall Headquarters @ Fire Hall #2 (Dawson Ave)

 Fire Hall (Satellite) @ Fire Hall #1 (Nanaimo Ave)

 CSB (Bylaw & Community Policing) @ 450 Martin St as part of a larger redevelopment.

For 2025, Civic Places and Spaces Priority #1 will have two main areas of focus:

Fire Hall Renewals

The fire hall renewal plan recommends a newly constructed fire hall headquarters at the Fire Hall # 2 site on Dawson Avenue, and a renovation to the existing Fire Hall Headquarters at Fire Hall #1 to serve as a satellite hall with the Emergency Operations Centre.

Staff propose the City undertake an Integrated Project Delivery (IPD) method to complete the detailed design and secure project costing for the new construction of the fire headquarters.

Community Safety Building

Work is underway to locate the CSB at 450 Martin Street as part of a larger mixed-use residential development on this privately-owned land. The CSB will be the new location for RCMP Community Policing and Bylaw Services with options for additional City departments to be included. As the landowner proceeds through the design process, staff will engage through a shadow review process to ensure the City’s interests are aligned with the overall project.

This is a multi-year project.

Estimated Completion: 2027

DIRECTOR’S OFFICE

Advancement of Civic Places and Spaces Priority #2: Arenas

Priority: Safe & Resilient

The City’s Civic Places and Spaces recommendations were adopted by Council-of-the-day in 2022. The second priority that staff have been advancing since this time is the identified need to plan for the replacement of Memorial and McLaren Arenas with a single twin-pad facility.

This project will realize work completed to-date for the City’s Civic Places and Spaces project as well as consider the directions and recommendations from the Arena Feasibility Study, expected to be completed by December 2024.

This is a multi-year ongoing initiative.

Estimated Completion: 2027

Priority: Livable & Accessible

RECREATION, ARTS & CULTURE

Continuation of Sport and Recreational Needs Assessment

In 2024, Council provided direction to undertake an assessment to guide short- and long-range planning, decision making and resource allocation for the needs of user groups and residents of Penticton. In 2024, work was completed to set project milestones, collect and complete data analysis, conduct site visits and develop and implement a community consultation program.

In 2025, the complete assessment report and associated recommendations will be presented for Council and the Parks and Recreation Advisory Committee review. The final assessment report will inform responsible asset management, guide decisions on facility utilization and investments and detail the needs of the community. This is an on-going multi-year initiative.

Estimated Completion: Summer 2025

RECREATION, ARTS & CULTURE

Frost Fest Winter Carnival

Priority: Livable & Accessible

Established in 2024, Frost Fest is a multi-event winter carnival organized by City staff with community partners. The vision for the inaugural event was to create and sustain a self-sufficient carnival event in the off-season that would increase vibrancy, attract visitors and support a connected community.

The vision for 2025 is a to expand into a multi-day event from January 17-19. The carnival will retain outdoor hockey games at the outdoor ice rink, along with enhancements to the Downtown Throwdown Ski & Board Rail Jam, children’s activities, snow play activities, food trucks and beverage garden. The highly anticipated 2025 event will expand to include a Movie Night on January 17, a ‘Freeze with the Vees’ polar bear dip on January 19 and continue to build on the success of the inaugural event.

Estimated Completion: February 2025

FACILITIES

City Yards Upgrades

Priority: Livable & Accessible

In 2024, the Facilities team began constructing a new Electrical Utility fleet storage building within the City Yards compound. This building offers dedicated space for the secure storage of electrical utility vehicles, supporting the longterm goal of establishing a new fleet shop and freeing up essential office space in the existing City Yards administration building. The Facilities Project Manager will lead the design and construction of a new fleet shop building in 2025, with the full City Yards renovation anticipated for completion by 2026.

The Fleet department is responsible for the maintenance and replacement of City vehicles and equipment including RCMP. As vehicle and equipment technology advances, Fleet has identified the need for more space to service hybrid, electric and traditional vehicles.

This is an ongoing multi-year project.

Estimated Completion: December 2025

Priority: Livable & Accessible

Safety and Security Enhancements for the RCMP Detachment

The RCMP detachment will receive security enhancements in 2025 for additional security features to the exterior fleet parking area.

Facilities will lead this project.

Estimated Completion: December 2025 Priority: Safe & Resilient

Community Services Budget Overview

Key Budget Changes

Department Budget Request Benefit

Recreation, Events & Culture Frost Fest Winter Carnival

Create and sustain a self-sufficient carnival event in the off-season that would increase vibrancy, attract visitors and support a connected community. $50,000

Penticton Public Library

WHAT WE DO 

The Penticton Public Library provides free library services to residents of the City of Penticton, including but not limited to physical and digital collections for loan, literacybased programing for all ages, research and readers advisory services, public access computers and study space and a delivery service for our homebound residents.

Staffing and FTE

The Penticton Library has 14.8 FTE.

Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) provide a set of quantifiable measurements use to evaluate overall long-term performance. KPIs outline the City’s strategic, operational and customer service achievements as well as allowing for comparison of services between municipalities.

The following table provides an overview of key indicators for the Penticton Library’s services:

Library of Things Circulation (e.g.

2025 Penticton Public Library Initiative

PENTICTON PUBLIC LIBRARY – Accessibility Enhancements and Improvements

Using the Provincial Library’s Enhancement grant the Library Board has approved engaging a consultant to develop a space plan for both public and work areas and a furniture replacement plan to enhance the appearance of the library and improve accessibility of services and collections.

This work will improve the accessibility of the Library’s collection, replace aging stacks and enhance the comfort and enjoyment of the library for library users in our community.

Additionally, by adapting the work areas of the library, we will be able to improve efficiency of the library’s workspace for staff, storage solutions and staff morale.

Estimated Completion: Winter 2025

Penticton Public Library Budget Overview

Infrastructure

The Infrastructure division, led by the General Manager, is responsible for overseeing many of the City’s operations that enable our residents to go about their daily lives. Our team is responsible for planning, designing, constructing, operating and maintaining City infrastructure assets including the electrical distribution system, roads, bridges, parks, beaches, water treatment and distribution networks, and sewer collection and treatment systems. We also collect garbage and recycling, set utility rates, and manage the City’s contract with BC Transit.

Department Overview

We are responsible for planning, designing, and executing construction contracts for any planned upgrades, expansions, or changes to the City’s transportation network and underground utility systems. If there is an event or construction-related road closure within Penticton, the Engineering department is involved in the traffic management plan and the issuance of a Road Closure Permit.

WORKS

Our department includes the Roads Branch, the Parks Branch and the Fleet Branch. We manage the roads, sidewalks, lanes, bridges, transit, compost site, and sign maintenance in our community, as well as the parks and cemeteries. To help support these services, we also manage the City’s fleet of vehicles.

The Utilities Department includes the Distribution and Collections Branch, The Water Treatment Plant and Advanced Wastewater Treatment Plant. Together we keep the community safe by providing clean drinking water and a reliable sanitary sewer system and storm water drainage system. We provide irrigation water to the agricultural areas and operate and maintain our City-owned dams.

ENERGY & ENVIRONMENT 

Our department includes the Electric Utility and the Environmental Health Services Branch. The City of Penticton owns and operates the Electric Utility, providing service to residential, commercial and industrial customers. The department is responsible for overseeing operations, maintenance and ongoing improvements of the electrical distribution system. We also manage electrical meters, traffic signals and street lighting. Environmental Health Services Branch is responsible for sustainability, solid waste and recycling collection.

Staffing and FTE

For 2025, the Infrastructure division is requesting an increase in FTE from 123 to 125. The Parks department requires one additional Gardener to maintain service levels, and one additional Parks Technician to advance the goals in the Urban Forestry Management Plan (UFMP).

Over the last six years, the City has seen an increase in the amount of boulevard landscaping, additional parks, and roadside landscape enhancements through both development and through capital projects that require annual maintenance. An additional Gardener position will facilitate the department in meeting existing service levels.

On August 20, 2024, Council adopted the Urban Forestry Management Plan (UFMP). For 2025, staff are proposing an additional Parks Technician position that will lead recommendations outlined in the UFMP as well as oversee GIS mapping and data management, capital project support and assigned parks infrastructure projects as needed.

Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) provide a set of quantifiable measurements use to evaluate overall long-term performance. KPIs outline the City’s strategic, operational and customer service achievements as well as allowing for comparison of services between municipalities.

The following table provides an overview of key indicators for the Infrastructure division:

Utilities

WTP Water Quality Monitoring and Regulatory Compliance. Percentage of Total Samples Meeting Compliance with Regulations

Volume of Raw Irrigation Water Delivered to Growers 2,295.7 million litres

Cost to Treat Water ($/M3) (WTP)*

*Annual Flow Rate Impacts Costs $0.49 per Cubic Meter

Cost to Treat Wastewater (AWWTP)*

*Costs Impacted by Annual Wastewater Collected

per Cubic Meter

per Cubic Meter

Tonnes N and % of Nitrogen Removed through AWWTP Processes

Volume Reclaimed* from AWWTP for Irrigation (Golf Course/Sports Field Use)

*Reduces peak demand for irrigation water customers. Extends life of current distribution and treatment infrastructure.

Engineering

2025 Infrastructure Initiatives

UTILITIES

Increase Water Service Quality and Reliability

Penticton’s water supply and treatment systems have several projects planned for 2025 and onwards to support growth of water demand, improve water reliability and meet regulatory compliance targets.

 Pressure Reducing Valve Replacement

A pressure reducing valve (PRV) provides consistent pressure for the City’s water system ensuring as customer demand fluctuates throughout the day, the flow is managed to restrict or regulate water flow and maintain consistent pressure. A new high capacity PRV will be built at the Duncan Avenue Reservoir. This is an ongoing initiative from 2024.

 Ridgedale Reservoir Pre-Design Work

In 2025, the City’s Utilities Department will lead work for pre-design of required upgrades for the Ridgedale Reservoir. This project will improve the safety and resilience of the City’s water system as well as providing for growth within the city boundaries.

 UV Feasibility Study for the Water Treatment Plant

A feasibility study will be conducted to assess the benefits of a UV treatment system for the City’s Water Treatment Plant. The project will support anticipated water demand needs while creating secondary systems for water treatment to ensure consistent and reliable supply to residents and businesses.

 Lakeshore Drive and Martin Street Water Main Replacement

In 2025, work will begin to replace approximately 225 M of 750 mm steel raw water supply main. There have been four leaks in this section over the past years. This will improve reliability of water supply to the WTP.

Estimated Completion: Ongoing Initiative

UTILITIES – ADVANCED WASTE WATER TREATMENT PLANT

Priority: Livable & Accessible

Advanced Waste Water Treatment Plant (AWWTP) Construction and Commissioning

Upgrades at the AWWTP commenced in 2023 and have spanned multiple years. In 2025, construction will continue for works including: installation of a new secondary clarifier, a new nitrified mixed liquor pump and remediation of the headworks concrete and slide gate.

In 2025, the project will advance to construction and commissioning phase. The final upgrades will meet the current and projected demands on the advanced wastewater treatment plant for our growing community.

Estimated Completion: Spring 2026

Priority: Safe & Resilient

ENGINEERING

Eckhardt Avenue Corridor Reconstruction

Eckhardt Avenue project includes renewal of underground utilities from Government Street to Main Street. The sanitary sewer and water services have reached end of useful life and require replacement with PVC piping.

All road users will have safety enhanced through grade-separated bike lanes, improved parking sections and enhanced lighting and crosswalk identification for KVR trail connectivity across Eckhardt Avenue.

This is a continuing initiative from 2024 which saw successful completion for the Request for Proposal (RFP) project milestone. The construction tender expected to be awarded in early 2025.

Estimated Completion: Fall 2025

ENERGY AND ENVIRONMENT – ELECTRIC UTILITY

Demand Side Management Pilot Project

Priority: Livable & Accessible

The City is piloting a Demand-Side Management (DSM) program with up to 1,000 volunteer customers to reduce energy use and peak demand costs. Participants will use smart devices to monitor and decrease their electricity consumption, particularly during peak times. For the pilot project, the City has partnered with TELUS to provide the DSM platform. Participants will earn rewards for their energy-saving efforts.

Benefits:

 Cost Savings: reducing peak demand could save up to $16,000 per month on energy bills for the City

 Environmental Impact: supports greenhouse gas reduction goals and promotes energy efficiency

 Infrastructure Efficiency: helps delay costly infrastructure upgrades

 Customer Engagement: increases community involvement and provides rewards for participation

 Scalability: success could lead to a broader, citywide DSM program

Estimated Completion: Fall 2025

Priority: Livable & Accessible

ENERGY AND

ENVIRONMENT

– ELECTRIC UTILITY

Electrical Modern Metering Program

The electric metering system currently operates on an Advanced Meter Reading (AMR) platform. This enables drive-by reads of the meter using antennae from a truck, as well as handheld radios. The meter system in place today completes meter reads once per month, showing a single value of monthly consumption for residential customers, and monthly consumption as well as current-month peak demand for commercial/industrial customers.

This project would replace the AMR platform with Advanced Metering Infrastructure (AMI). AMI enables the collection of detailed and accurate energy usage data, which is then transmitted automatically, eliminating the need for manual meter reading.

Benefits:

 Improved Operational Efficiency and Accuracy: AMI provides precise, real-time data on energy consumption, reducing billing errors eliminating the need for manual meter reading, and re-reads

 Outage Management: AMI can immediately alert the utility of outages, enabling faster response times and more efficient restoration of power. This improves the reliability and quality of service for customers

 Demand Management: Utilities can analyze usage patterns and manage live energy distribution more effectively, reducing peak demand and optimizing the grid's operation. This capability can lead to cost savings and improved grid stability

 Support for Renewable Integration: AMI facilitates the integration of renewable energy sources by providing real-time data on energy flow and helping balance supply and demand. They are essential for modernizing the grid to accommodate more distributed generation, such as solar and battery storage

 Better Service to Customers: AMI meters allow customers to see detailed usage history, giving them information they need to save on energy. These meters also give the City the ability to create different rates, giving customers choices on how they pay for power

Estimated Completion: Ongoing initiative

ENERGY AND ENVIRONMENT – ELECTRIC UTILITY

Voltage Conversion Study

A voltage conversion study involves assessing the feasibility, impact, and benefits of converting the City’s primary distribution system from 12.47kV to 25kV. This study typically includes evaluating the existing infrastructure, including substations, identifying necessary equipment upgrades and estimating costs and capacity gains.

Benefits:

 Support for Future Load Growth: higher voltage levels allow for more power to be transmitted over the same infrastructure, particularly from electric vehicles (EVs) and the electrification of heating. The higher voltage level provides the capacity to meet future demand without the immediate need for extensive infrastructure upgrades

Estimated Completion: Ongoing initiative

Priority: Livable & Accessible

ENERGY AND ENVIRONMENT – SUSTAINABILITY

Solar Feasibility Study and Implementation Project

The City of Penticton will be conducting feasibility studies to identify appropriate corporate roof tops to install solar panels for the purpose of offsetting energy costs and reducing peak demand. This project is aligned with the Corporate Energy and Emissions Plan action 3.1: implement solar PV installations on buildings.

Highlights:

 Installation of solar panels on the WTP ($250k) with a payback of 10-14 years depending on grant funds available. There is the ability to include battery storage and demand management as a later phase to the project

 Engage with an engineering firm to examine three additional existing rooftops for future solar installation projects, including the Recreation Centre, Utilities Warehouse, and Firehall #2 training building

Estimated Completion: 2025

ENERGY & ENVIRONMENT – SOLID WASTE

Regional Collection Agreement

Priority: Livable & Accessible

The City of Penticton began negotiations in January 2024 for a new waste collection contract for July 2025 to June 2032. In negotiating the new contract, the City collaborated with the Regional District Okanagan Similkameen (RDOS) for a regional agreement which also serves Summerland, Oliver, Osoyoos and Keremeos.

Highlights:

 Improved single-packer collection vehicles utilizing smart truck technology to reduce contamination rates for recycling, yard waste, and future mixed food and yard waste

 Future expansion plans for the waste collection program to include mixed food and yard waste

Estimated Completion: June 2025 Priority: Livable & Accessible

PUBLIC WORKS – PARKS

KVR

Trail Master Plan and Green Corridor Strategy

The Parks department began work on the Master Plan in 2024. In 2025, the goal is to create a comprehensive green network by integrating existing green corridors, parks, trails and open areas throughout the City. The project will also include a review of the trail standards, amenities and branding of the trail.

Estimated Completion: 2026

Priority: Livable & Accessible

PUBLIC

WORKS

– PARKS Lakawanna Park Upgrades

The City’s parks department will lead the upgrade and replacement project at Lakawanna Park due to equipment end of life and compliance with health guidelines.

Highlights:

 Accessible and inclusive splash pad equipment and features

 Replacement of existing playground equipment

 Upgrades to park amenities with a focus on the unique character of the neighbourhood, mature trees and a water fill station

Estimated Completion: November 2025

PUBLIC WORKS – PARKS

Urban Forest Management Plan – Advancing CommuniTREE Plan

Priority: Livable & Accessible

In 2025, the department will continue work done-to-date. A key component of the work in 2025 will be a Parks Technician role to advance key recommendations for a Green Future which will strive to increase urban forest canopy to 18-percent by 2045 with 25-percent canopy cover in urban areas by 2085.

Estimated Completion: Ongoing initiative

ENGINEERING Transportation Safety

Priority: Livable & Accessible

After finalizing the updated neighbourhood traffic management policy, we plan to test various rapid implementation techniques to address concerns received from the public (132 outstanding). Many of these concerns relate to local residential roads, indicating community support for lower speed limits to enhance overall road safety.

In addition, in response to multiple requests from the neighbourhood and in alignment with the safe routes to school program, we will implement neighbourhood wide traffic calming throughout the neighbourhood bordered by Kinney Avenue, Skaha Lake Road, and Green Avenue to pilot traffic calming measures aimed at enforcing a 30 km/h speed limit. These measures will include speed humps, traffic buttons, and narrowed drive lanes using precast concrete barricades.

This will also include changes to the intersection of Green Avenue/Skaha Lake Road to connect this neighbourhood to the new elementary school.

Estimated Completion: Ongoing initiative

ENGINEERING Transit Network Expansion Plans

Priority: Livable & Accessible

In July 2024, Council supported the City’s Three-Year Transit Expansion Plan for years 2025–2028. For the 2025 budget year, staff are proposing to conduct a review of bus stops along affected routes and planning for future infrastructure upgrades to support the revised routing and increased frequencies. This will be a multi-year project starting in 2025, in anticipation of the expanded service in 2026.

Estimated Completion: Ongoing initiative

Priority: Livable & Accessible

Infrastructure Budget Overview

$(3,768,301) $(3,917,680) $(149,379)

$(3,310,058) $(3,600,741) $(290,683)

Key Budget Changes

Increase in operating budget to meet the tree planting requirements of a Green Future: 18-percent increase in urban canopy by 2045

Development Services

Development Services assists the community by creating a positive environment for community growth. We work with the public, business and development community, and governmental and not-for profit organizations, to guide growth according to the City’s Official Community Plan (OCP). WHAT WE DO

Department Overview

Planning and Licensing manages land use policy and regulations with the goal of achieving a livable city with a high quality of life for all residents. We are often the first point of contact for development in Penticton, and ensure development aligns with the City bylaws and policies, including the Official Community Plan and Zoning Bylaw. Planning also oversees the City’s business, liquor, cannabis and short-term rental licensing programs.

HOUSING & POLICY INITIATIVES

BUILDING & PERMITTING

Created in 2024 from existing Planning department staff, Housing and Policy Initiatives has been established to meet Council’s strategic priority of a Livable and Accessible community. Housing and Policy Initiatives has led the process to update the City’s Official Community Plan and Zoning Bylaw to meet the recommendations of the OCP Housing Task Force and provincial small scale multi-unit housing and transit-oriented initiatives. This department will also lead special area planning and other policy planning work.

Building and Permitting ensures all construction is done safely and meets consistent standards. We interact regularly with residents, local businesses, and other relevant groups, providing information and education on how to meet City and provincial regulations. This department is responsible for enforcing these requirements as needed through inspection and monitoring. We also oversee the City’s Secondary Suite program as well as civic file information systems.

DEVELOPMENT ENGINEERING

ECONOMIC DEVELOPMENT

Working in close partnerships with the Planning, Building and Engineering departments, Development Engineering ensures infrastructure provided by new development meets established standards and conforms to City bylaws. Additionally, we serve as a liaison between Public Works and Penticton’s development and design community.

Economic Development builds and enhances Penticton’s economic well-being. We collaborate with local businesses, investors, business organizations, agencies and community leaders to identify opportunities to support economic growth. We also support key City partnerships with the Chamber of Commerce, Penticton Industrial Development Association, Canadian Home Builders Association, Penticton Indian Band and YYF Penticton Airport.

Staffing and FTE

The Development Services division includes 24.5 FTE.

Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) provide a set of quantifiable measurements use to evaluate overall long-term performance. KPIs outline the City’s strategic, operational and customer service achievements as well as allowing for comparison of services between municipalities.

The following table provides an overview of key indicators for the Development Services division:

2025 Development Services Initiatives

HOUSING AND POLICY INITIATIVES

Development of an Area Plan for Okanagan Lakeshore / Esplanade

In response to community interests for the Okanagan Lakeshore and Esplanade areas, a comprehensive land use, park and infrastructure area plan is proposed for the 2025 budget. Housing and Policy Initiatives would lead the work which involves multiple departments and would consider both City-owned land and private lands as well as informing future lease decisions for the foreshore, marina and City-owned facilities within the plan area.

The final area plan would inform future development patterns for a cohesive and connected vision along Okanagan Lakeshore from Marina Way to the Esplanade.

Estimated Completion: Ongoing initiative

HOUSING AND POLICY INITIATIVES

Advancing Housing Affordability

This initiative supports and provides funding for four main projects:

 Development of an affordable housing incentive policy

 Developing housing on City land

 Development of area plans for Transit Oriented Areas

 Implementing the Social Housing and Infrastructure Plan (SHIP)

Priority: Livable & Accessible

Utilizing existing staffing resources, an Affordable Housing Incentive Policy is planned to be presented to Council in early 2025 for review and adoption. Goals of the policy include Development Cost Charge (DCC) reductions and revitalization tax exemptions. The Social Housing and Infrastructure Plan (SHIP) underwent public engagement in late 2024 and the complete plan and recommendations will be presented to Council in 2025. Staff will work to implement recommendations as directed.

Following provincial guidance for municipalities to create area planning within newly designated transit-oriented areas, Housing and Policy Initiatives will lead this work, starting in 2025. In 2024, Council supported the City’s updated Zoning Bylaw, which included implementation of transit-oriented area regulations for Penticton Plaza, Peachtree Square and Cherry Lane Mall.

A transit-oriented area plan would support densification, lot consolidation and improvements to public spaces to enhance connections to transit exchanges resulting in a positive increase in public transit use.

Finally, throughout 2025, focus will be directed to advancing construction of workforce housing, in partnership with the provincial BC Builds program, for City-owned lots at 971, 977, 985 and 999 Eckhardt Avenue West.

Estimated Completion: Ongoing initiative

HOUSING AND POLICY INITIATIVES

North Gateway – Penticton Trade and Convention Centre Improvements

Priority: Livable & Accessible

Per direction received from Council in 2024, Development Services will lead internal planning work to develop a comprehensive land use and parkland plan in support of an attached hotel to the Penticton Trade and Convention Centre. The final plan will be presented to Council for further direction to realize the goal of an attached hotel.

Estimated Completion: Ongoing initiative

Priority: Livable & Accessible

Development Services Budget Overview

Key Budget Changes

Housing and Policy Initiatives

Development of an Area Plan for Okanagan Lakeshore / Esplanade

Housing and Policy Initiatives Advancing Housing Affordability

Area plan would inform future development patterns for a cohesive and connected vision along Okanagan Lakeshore from Marina Way to the Esplanade. $140,000

Advancing housing affordability in the community with targeted projects including housing on Cityowned land and Social Housing and Infrastructure Plan (SHIP) $130,000

Public Safety & Partnerships

Public Safety and Partnerships division oversees Social Development and Bylaw Services. The Director is responsible to lead recommendations made in the City’s Community Safety Review. We work closely with community partners and collaborate with RCMP and the Penticton Fire Department. WHAT WE DO

Department Overview

SOCIAL DEVELOPMENT

Social Development builds and enhances the social well-being of Penticton. Social Development leads the City’s efforts on safety and well-being by working with provincial government and social services on housing, mental health and wellness supports, homelessness, supports for people who use substances, childcare and food security. Social Development’s key function is to implement the City’s Social Development Framework.

Bylaw Services support and uphold City bylaws, with the primary goals of ensuring public safety, maintaining community standards and managing behavioural and social nuisance issues. We are committed to delivering professional bylaw education and enforcement in a timely and effective manner in accordance with Council’s direction. Bylaw Officers are committed to ongoing and continuous learning to maintain adherence with current best practices to best serve the community. Bylaw Services manages the delivery of animal control through contracted services.

BYLAW SERVICES

Staffing and FTE

The Public Safety and Partnerships division consists of 20.0 FTE.

Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) provide a set of quantifiable measurements use to evaluate overall long-term performance. KPIs outline the City’s strategic, operational and customer service achievements as well as allowing for comparison of services between municipalities.

The following table provides an overview of key indicators for the Public Safety and Partnerships division:

2025 Public Safety and Partnerships Initiatives

DIRECTOR’S OFFICE

Developing and Maintaining Collaborative Partnerships

Specific and directed work to continue to foster relationships and dedicated time and resources to create new and expanded initiatives with the business community, the provincial government and regional partners.

Highlights include:

 Bylaw Services Joint Partnership Initiatives – To address ongoing and rising social issues, Bylaw Services is partnering with the RCMP, Fire and other government and community partners, to conduct program patrols and address safety and social issues.

 Business Community Partnerships – To engage with the business community to plan and implement initiatives that address crime and disorder concerns that impact the business community.

 Provincial & Federal Partnerships – Build staff level partnerships with federal and provincial Ministries and agencies that have a direct or indirect mandate on provision of services that impact public safety and community well-being.

 Social Sector Partnerships – Engaging with social service providers and community organizations and other law enforcement partners to jointly develop and implement solutions that enhance community safety, livability and cleanliness.

Estimated Completion: Ongoing initiative

DIRECTOR’S OFFICE

Development of the Community Safety and Wellbeing Plan

Priority: Safe & Resilient

A Community Safety and Wellbeing Plan is a strategic initiative designed to enhance safety and quality of life for residents within a community. This plan relies on collaboration among various stakeholders, including local government, law enforcement, healthcare providers, community organizations, and residents. It begins by assessing specific needs, identifying issues such as crime rates, health disparities, and social vulnerabilities.

The focus of the plan is on prevention and intervention through targeted programs that address the root causes of safety and health issues, including mental health support and crime prevention strategies. By developing initiatives that directly tackle these challenges, the plan aims to create a safer and healthier community.

Additionally, the CSWB will align existing frameworks and strategies to establish shared priorities among partners like Bylaw, RCMP, Fire services, provincial agencies, and the business community. Together, these stakeholders will work to identify gaps in current efforts and develop new initiatives, fostering a unified and comprehensive approach to public safety.

Estimated Completion: Ongoing initiative

Priority: Safe & Resilient

BYLAW SERVICES

Intelligence-Led Responses

To increase efficiencies and effectiveness, Bylaw Services is moving to implement intelligence-led responses and proactive patrols. To do this, accurate and timely data is required. The ability to harness this data and focus resource deployment based on the data will elevate levels of service and call response.

For 2025, the department will conduct a review of the current data collection and file documentation system to compare against other available platforms and programs to enhance data collection methodology, develop social disorder heat maps, target repeat nuisance files and facilitate improved information sharing with RCMP services.

Estimated Completion: Ongoing initiative Priority: Safe & Resilient

SOCIAL DEVELOPMENT

Advancement of Actions in Social Development Framework

Social Development continues to action the priorities laid out in the Social Development Framework. A continued priority is to make progress on those actions in the building of a healthy, safe and resilient community.

Key actions include:

 Implementation of Social Housing and Infrastructure Plan (SHIP), including applying for capital government grants, identifying land for housing and managing the Affordable Housing Reserve Pilot Program.

 Continue partnership with Community Foundation on food security efforts.

 Construction of the new Power Street Child Care Centre.

 Exploring opportunities for child care to be co-located with social housing on city land.

 Enhance the integration of non-enforcement safety strategies alongside Bylaw Services.

 Work with key partners in planning and implementing a comprehensive winter response strategy to support unhoused individuals in the community.

Estimated Completion: Ongoing initiative Priority: Livable & Accessible

SOCIAL DEVELOPMENT

Accessibility Plan Implementation

Further implementation of the Council endorsed Accessibility Plan to allow for work with all City divisions to promote an accessible Penticton. A goal for the 2025 year is to continue to enhance internal efforts to review City projects and processes at the beginning of implementation.

The Plan contains 21 actions for making the City of Penticton more accessible. Social Development will continue to work with the Accessibility Committee on advancing these actions.

Estimated Completion: Ongoing initiative Priority: Livable & Accessible

Public Safety and Partnerships Budget Overview

Key Budget Changes

Penticton Fire Department

The Penticton Fire Department (PFD) has been serving the community of Penticton and the Regional District since 1911. The department is a composite department which has both career (full-time) and Auxiliary (paid-on-call) members working out of two stations located at 250 Nanaimo Avenue (Fire Hall #1) and 285 Dawson Avenue (Fire Hall #2).

The department provides a wide range of services that meet the expectations of the community and its many visitors including fire suppression, rescue, pre-hospital medical emergency and various types of rescues including motor vehicle incidents, industrial accidents and technical rescue.

Staffing and FTE

For the 2025 budget, the Penticton Fire Department is proposing an increase in FTE from 49 staff to 50 staff.

The increase request reflects the need for one additional fire prevention position. The Fire Prevention division is responsible to complete inspections and investigations, review business licenses and occupancy inspections, respond to freedom of information requests, compile Office of the Fire Commissioner reports as well as reviewing mobile vendor applications and public complaints. The PFD has not expanded this internal department in over thirty years and is beyond capacity and its ability to meet provincial requirements.

Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) provide a set of quantifiable measurements use to evaluate overall long-term performance. KPIs outline the City’s strategic, operational and customer service achievements as well as allowing for comparison of services between municipalities.

The following table provides an overview of key indicators for Penticton Fire Department (PFD) services:

Bylaw Services

2025 Penticton Fire Department Initiatives

PENTICTON FIRE DEPARTMENT

Fire Prevention Division Growth Strategy

In 2025, the Penticton Fire Department will work towards a growth strategy to meet community expectations and provincial requirements for the Fire Prevention division. Fire Prevention oversees property inspections, reviews business licenses, and final occupancy permits, responds to freedom of information requests and public complaints as well as preparing Office of the Fire Commissioner reports. The division is proposing an increase of a full-time fire prevention resource in 2025 and anticipate additional resources in 2027.

The longer-term goal of the division is to re-introduce public education programs for schools, daycares, businesses and senior services.

This is a multi-year initiative.

Estimated Completion: Fall 2027

PENTICTON FIRE DEPARTMENT

Development of a Hazard Risk Vulnerability Analysis (HRVA)

Priority: Safe & Resilient

In 2024, the province released the updated Emergency Disaster and Management Act (EDMA) which focuses on mitigation, preparation, response and recovery. EDMA focuses on hazard-specific risk assessments and planning. Utilizing a provincial grant, the PFD will work to develop a hazard risk and vulnerability assessment (HRVA) program to focus on prevention and planning for the City of Penticton and neighbouring communities per mutual aid agreements.

Estimated Completion: Ongoing initiative

PENTICTON FIRE DEPARTMENT

Wildfire and FireSmart Planning and Mitigation Strategies

Priority: Safe & Resilient

The Penticton Fire Department will continue to explore and apply for grant-funded opportunities to maintain wildfire resiliency actions for the community of Penticton. The City's Emergency Program Manager and FireSmart Coordinator will lead this work.

Estimated Completion: Ongoing Initiative

PENTICTON FIRE DEPARTMENT

Fire Department Record Management Software (RMS) Enhancements

Priority: Safe & Resilient

An internal need has been identified requiring a more user-friendly application to provide support for scheduling, training, events and department activities. Additionally, maintenance of assets and inventory as well as the inspection and property database will be included in the new database application. The new RMS will improve PFD operations, increase efficiencies, decrease liability and improve overall user navigation. Implementation will begin in late 2024 with full implementation planned in early 2025.

Estimated Completion: Spring 2025

Priority: Safe & Resilient

PENTICTON FIRE DEPARTMENT

Operational Risk Assessment

The PFD’s Operational Risk Assessment will compile findings and recommendations to guide high-risk rescues and operations for airport operations, water response and high-rise residential and commercial buildings. The findings of this assessment, in combination with the HRVA, will assist in the development of Emergency Response Plans focused on responder safety and risk reduction.

Estimated Completion: December 2025 Priority: Safe & Resilient

Penticton Fire Department Budget Overview

Key Budget Changes

Fire Department Operational Risk Assessment

Assessment will compile findings and recommendations to guide high-risk rescues and operations for airport operations, water response and high-rise residential and commercial buildings.

The PFD has not expanded this internal department in over thirty years and is beyond capacity and its ability to meet provincial requirements.

Penticton RCMP

The core values of integrity, compassion, respect and accountability are at the heart of our operations at the Penticton RCMP. Our mission is clear: to safeguard the public; uphold the rule of law; and maintain order in our community. Through vigilant investigations, proactive crime prevention measures and empathetic assistance, we are dedicated to ensuring the security and welfare of all individuals. By fostering collaborative partnerships within the community, we strive to build trust and cultivate positive relationships. Whether conducting patrols, inquiries, engaging and supporting youth and a diverse community or providing aid during crises, we remain steadfast in our commitment to uphold our values, ensuring that each action reflects our dedication to serving with integrity and distinction.

Staffing and FTE

The Penticton RCMP Detachment has two categories of employees, RCMP Members and Municipal employees.

For 2025, the RCMP is proposing an increase from 57 to 59 Members as well as increasing the current 27 Municipal staff to 29

Additional RCMP Municipal employees are required to implement an Operational Review Unit (ORU) for the Penticton Detachment. The benefits of an ORU team include enhanced oversight in relation to managing the quality of police investigations, mitigation of risk to public safety, compliance with policy and procedure and operational excellence.

The two additional RCMP Members will be used to create the detachment’s new Community Safety Unit with the goal of having this team work in partnership with members of the ICRT and Bylaw Services to partner with social agencies.

Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) provide a set of quantifiable measurements use to evaluate overall long-term performance. KPIs outline the City’s strategic, operational and customer service achievements as well as allowing for comparison of services between municipalities.

The following table provides an overview of key indicators for the Penticton RCMP:

2025

Penticton RCMP Initiatives

RCMP Advancement of the RCMP 2024–2027 Strategic Plan

In 2024, the Penticton RCMP finalized the 2024–2027 Strategic Plan “Connected for a Safer City” with four key areas of focus:

1) Connect vulnerable people with appropriate supports

2) Impact crime trends through intelligence-led strategies

3) Advance preparedness for natural and human caused disasters

4) Drive results together

Highlights for 2025 include:

Connect:

 Collaboration with RCMP Community Policing and Bylaw Services for a youth liaison position to provide the function of restorative justice, social support and youth engagement

 Request to Provincial government to conduct a regionalization review to lay the groundwork for the establishment of a child and youth advocacy centre within the municipality

 Creation of a Community Safety Unit with a primary mandate to collaborate with Bylaw Services, youth outreach and community engagement. The Unit will include the Integrated Crisis Response Team to improve outreach to those experiencing mental health and substance use disorders. Opportunities for continued collaboration with the School District No. 67

 Advancement of Diversity, Equity and Inclusion (DEI) training focused on trauma-informed response to gender-based violent crimes

Impact:

 Safe Spaces initiative will solicit for provincial grant funding for SITE (Special Investigation and Targeted Enforcement) funding for repeat and violent offender management program within the province

 Collaboration with Bylaw Services to completing Crime Prevention through Environmental Design (CPTED) for Nanaimo Square and other areas which may be identified through hot spot initiatives

 Proactive communications in relation to crime trends with a focus on crime prevention and collaboration with Community Policing South Okanagan Similkameen. Specific projects include Project 529, catalytic converter project, and fraud prevention

Advance:

 Inter agency emergency training for winter shelter, School District No. 67, Penticton Indian Band and the Penticton Regional Airport (YYF)

 RCMP Critical Incident Command Room at the Penticton detachment to effectively respond to all types of disasters

Drive:

 Increased wellness initiatives

 Employee engagement and training opportunities

 Leadership development

 Operational Review Unit (ORU) will lead enhanced investigation capacity in pursuit of organizational excellence regarding Member and Municipal Employee levels of service and expectations. ORU goals include enhanced quality of investigations, service excellence and advanced charge assessment referrals to Crown Counsel with a goal of improving public confidence in police services

 Review the viability of creating Penticton Municipal Traffic Unit

 Internal re-organization of command structure within front-line policing, for example, Sergeant Watch which will support the Operational Review Unit

Estimated Completion: Ongoing initiative

Priority: Safe & Resilient

Penticton RCMP Budget Overview

Key Budget Changes

Photo Credit:

Anne-Marie Brisson, Rideau Hall

Chief Financial Officer's Budget Message

It is my pleasure to submit the draft 2025–2029 Financial and Corporate Business Plan for the City of Penticton. This Plan is the result of consultation with Mayor and Council on their priorities and service level expectations as well as reflecting fundamental principles of maintaining fiscal responsibility. Highlights include continued investment into a Safe & Resilient and Livable & Accessible community while remaining committed to organizational excellence.

The Community Charter requires the City adopt a Five Year Financial Plan each year prior to the adoption of the Property Tax Bylaw. This document reinforces prior year commitments included in previous financial plans while focussing on furthering Council’s strategic priorities.

The 2025 budget proposes advancement of the City’s Civic Places and Spaces recommendations to address our aging infrastructure and meet growth projections. Additionally, continued investment into community safety initiatives and programs including: new Community Safety Buildings; additional RCMP staffing resources; a new Community Safety and Wellbeing Plan; and enhanced fire protection services.

The remaining portion of the 2022 taxation deferral has been included in the 2025 budget. The 2022 budget year saw the impacts of the COVID-19 pandemic still being felt, and as a result, Council made the decision to defer 10% of the 2022 tax

increase over three years to lessen hardship for the tax payers in the short-term. The deferral was planned to be added to subsequent budgets adding 3% for years 2023, 2024 and 2025.

Community engagement is a key component during the budget process as the City strives to build and foster a shared and transparent understanding of the City’s financial position. The City takes proactive steps to share key budget details through a variety of methods as well as participating in Council’s Open House to better understand the community’s priorities for Penticton.

We remain committed to fiscal responsibility and are continually evaluating City services to identify cost savings and seeking to improve inter-operabilities and efficiencies.

The 2025–2029 Financial and Corporate Business Plan is a direct reflection of Council’s re-focused strategic priorities and fiscal prudence while ensuring that the City of Penticton is resilient, safe, livable and accessible for all.

Director of Finance & Administration

Angela Campbell

Financial Plan Basis

Introduction

The City’s Five-Year Financial Plan (the Plan), is compiled based on the following financial basis, along with Council financial polices (summarized on pages 38–39), and legislative requirements. These are used as a framework to ensure proper fiscal accountability, long-term sustainability, and stewardship over the City’s funds.

Balanced Five Year Plan

In compliance with Section 165 of the Community Charter, within the City’s Five-Year Financial Plan, the total of proposed expenditures and transfers to other funds for a year must not exceed the total of proposed funding sources and transfers from other funds for the year and be balanced. Plan comparisons to previous years are required to be presented in conjunction with the City’s financial statements. The Plan aligns spending with Council and community priorities to provide valued services and programs; the authority to spend is provided exclusively through the Plan adopted by Council.

Financial Planning

The City develops its Plan consistent with Canadian generally accepted accounting principles and in accordance with Canadian Public Sector Accounting Standards. The City uses the accrual method of accounting in which revenues and expenses are recognized at the time they are incurred with the budget being prepared upon the same basis.

The budget is organized by fund, the general fund and utility funds. Funds are budgeted and reported along departmental units, with accountability and authority for budgetary approval and amendments resting with Council. Council delegates the authority for actual disbursement and implementation of the Plan to the City Staff according to the Delegation of Authority Bylaw and approved City Policies. All financial and operational policies related to accounting practices are adhered to in the development of the Plan.

Financial Planning Process

The financial plan process phases are detailed below:

Define The City seeks public input on a cyclical basis through a Citizen’s survey. That data is provided back to Council for their information prior to the process of setting strategic goals for the organization.

Compile Departments compile the Plan at a detailed level. Updates are made for inflationary items such as labour contracts, as well as operating expenditures, revenue and rates.

Review Senior leadership conducts a review of each department plan submissions. During this phase, Senior Leadership assesses other potential sources of funding in order to stabilize the tax rate. The Plan at this point of the process will be formalized in draft to present to Council.

Engagement In accordance with the Community Charter, the Financial Plan is available for public comment with the City providing various opportunities for public input.

Deliberate Once the public engagement period comes to an end, Council will be presented with a summary of the feedback received. Through the deliberation process Council reviews, amends, and approves in principle each divisional budget.

Adoption Council receives and approves the Five-Year Financial Plan Bylaw. The final reading of the Financial Plan Bylaw and the Tax Rates Bylaws must be adopted by Council prior to May 15 as required by the Community Charter.

Monitor Reports are provided quarterly to Council with updates on the City’s financial position compared to the Plan as well as forecasted results to the end of each quarter. This regular monitoring gives Council oversight of the City’s financial situation ensuring transparency of City spending.

The City’s key steps and the approximate timing of the process are provided in a timeline on page 25.

Fund Structure

The City operates under four major funds: General Fund, Electric Fund, Sewer Fund, and Water Fund, with the Storm Water utility being part of the General Fund in the Transportation Services section. All funds are included in both the budget and the audited financial statements. The General Fund includes revenue and expenses for all services, assets and amenities that are not associated with the utilities and the main source of funding is property taxation. The Electric, Sewer, Water and Storm Water utilities are separate self-funded entities that operate, maintain, and regulate their respective utility functions and are funded by user fees. All funds are presented in both the financial plan and audited financial statements.

FINANCIAL PLAN

GENERAL FUND

GENERAL GOVERNMENT

PROTECTIVE SERVICES

TRANSPORTATION SERVICES

RECREATION & CULTURAL SERVICES

PUBLIC HEALTH & SAFETY

ENVIRONMENTAL

Budget Amendments

Amendments to the Plan can occur throughout the year due to economic impacts, unforeseen circumstances or emerging opportunities. These amendments are approved by Council through specific reports brought to a Council Meeting or as part of the quarterly financial updates.

Budget Monitoring

The City monitors its financial performance against its budget through a quarterly financial update that compares the original approved budget to amended budget and provides an annual forecast. Each budget area is reviewed to compare actual expenditures to the amended budget, and a forecast is projected for the year. This process provides Council and the public with an update on the forecasted spending in comparison with the Plan.

Measuring, Evaluating and Reporting

The Business Plan priorities are incorporated into the annual financial plan and linked to Council’s strategic priorities. The associated work items are reported to Council along with the financial plan update on a quarterly basis and are also posted to the City’s website. This review provides Council with a holistic view of the City’s activities and progress.

Public Consultation

In compliance with Section 166 of the Community Charter, the City’s Five-Year Financial Plan must be available for public consultation prior to the plan being adopted. The City provides a public consultation period between the release of the Financial Plan and Council Deliberations, which is normally approximately 2–4 weeks with multiple options offered for gathering feedback.

Reserves

The City’s reserve funds assist with long term financial stability and financial planning. Adequate reserve funds provide financial flexibility, mitigate risks, weather uncertainties, and help ensure the ongoing viability and financial sustainability of the City. Reserve funds are also leveraged to enhance and sustain City infrastructure and assist in supporting programs and community services.

Statutory Reserves are established by Council and are restricted for a specific purpose. They represent monies set aside in accordance with either Council bylaws or by the requirement of provincial legislation. Interest earned on Statutory Reserves must be allocated to the specific Statutory Reserves that earned it.

Non-statutory Reserves are allocated based on the Reserve policy, which is approved by Council, often as part of an overall strategy for funding programs and services.

Mandatory Development Cost Charges (DCC's) are mandated per subsection 188 (2) (a) of the Community Charter, separate reserves need to be established for DCC collections and use, under section 566 of the Local Government Act.

The City’s reserves fund balances and forecast are shown as follows:

Reserves ($ millions)

Fund Balances

The level of fund balances is an indicator of the long-term sustainability and financial strength of the City. Strong fund balances afford Council the ongoing ability to maintain taxation stability, mitigate challenging economic times and to provide capital funding for typical City projects without incurring debt on the external markets. The change in the Reserve Funds and Reserves is mainly due to operating activities, external contributions, and capital expenditures. As part of the financial planning process, utilization of reserves is reviewed to maintain optimal balances in each reserve per the Reserve Policy. The City is currently implementing strategies to build capital reserves for long term sustainability of assets in the future.

Debt

In the past decade, the City has managed its capital investment with minimal external debt financing. This approach has reduced the overall impact to taxpayers, provided flexibility in times of financial crisis, built long-term sustainability and reduced overall borrowing costs. However, given the substantial level of capital investment anticipated over the next few years due to the aging of infrastructure and community growth, debt financing will be required to bridge cash flow gaps.

The City has used long-term borrowing to fund infrastructure projects that support growth in the community and that are repaid by Development Cost Charges (DCCs) collections. This borrowing may precede development and the use of long-term borrowing spreads the payment stream over a similar time frame to match the revenue stream. This ensures that these assets will be paid for by future DCC’s, rather than increasing taxes.

Current outstanding long-term debt at the end of 2023 totals $25.0M, and forecasted to be $23M at the end of 2024. A trend of the City’s debt can be found on page 35.

The long-term debt principal and interest payments (in millions) for the City is as follows:

Financial Plan Schedules

The following financial plan schedules detail the City's 5 year plan, with comparisons to historical years, and include:

 Schedule A - consolidated summary of operating and capital budgets for all funds

 Segment Summary - revenue and expenses by segment

 General, Electric, Sewer and Water fund schedules

 Separate segment summaries and individual department schedules

General Government $ (52,790,229) $ (66,554,168) $ (56,375,593) $ (57,399,019) $ (61,359,147) $ (64,650,957) $ (67,520,618) $ (70,454,960) $ (72,311,602)

Protective Services

(5,646,951)(4,672,347)(5,195,657)(5,425,419) (5,401,000)(5,307,350)(5,355,091)(5,414,263)(5,464,911)

Transportation Services (3,998,516)(4,104,867)(4,543,750)(4,443,750) (4,999,367)(5,620,917)(6,419,933)(7,449,474)(8,778,515)

Development Services (2,143,084)(1,779,391)(1,943,355)(2,032,456) (1,926,936)(1,730,364)(1,513,643)(1,531,134)(1,544,749)

Recreation and Cultural Services(2,569,031)(2,921,760)(2,980,471)(3,119,290) (3,233,991)(2,955,026)(2,979,941)(3,005,352)(3,031,275)

Public Health and Safety (390,608)(483,017)(441,334)(441,334) (477,690)(492,022)(506,780)(521,986)(537,644)

Environment (3,081,157)(3,312,190)(3,707,823)(3,790,323) (3,169,690)(3,226,420)(3,473,934)(3,534,119)(3,596,109)

G e n e ra l Fu n d R e ve n ue (70,619,576) (83,827,740) (75,187,983) (76,651,591) (80,567,821) (83,983,056) (87,769,940) (91,911,288) (95,264,805)

Electrical Utility (43,515,180)(45,448,236)(48,840,029)(48,862,582) (51,784,235)(55,911,726)(60,369,208)(65,183,076)(70,381,835)

Sewer Utility (9,606,903)(9,815,282)(10,725,735)(10,748,988) (11,758,428)(12,898,344)(14,165,457)(15,468,522)(16,903,653)

Water Utility (9,811,036)(10,689,407)(11,281,284)(11,246,492) (11,689,739)(12,420,933)(13,198,924)(14,026,706)(14,907,467)

To t al Re ve n ue s (133,552,695) (149,780,665) (146,035,031) (147,509,653) (155,800,223) (165,214,059) (175,503,529) (186,589,592) (197,457,760)

D e bt Pa yme n t s

General Property Tax Levy$(38,347,421)$(42,474,238)$(45,422,780)$(45,561,622) $ (50,092,506)$(53,559,316)$(56,359,260)$(59,293,602)$(61,150,244)

Local Improvement Levy (87,228)(87,228)(87,230)(87,230) (87,230)(87,230)(87,230)(87,230)(87,230)

PILT - Federal (152,555)(137,960)(167,000)(230,408) (240,000)(240,000)(240,000)(240,000)(240,000)

PILT - Provincial (307,898)(306,397)(326,000)(288,135) (450,000)(450,000)(450,000)(450,000)(450,000) (38,895,102) (43,005,823) (46,003,010) (46,167,395) (50,869,736) (54,336,546) (57,136,490) (60,070,832) (61,927,474)

Ot

Donations (19,530)(25,888)(19,500)(15,000) (14,000)(14,000)(14,000)(14,000)(14,000)

Land Proceeds (398,737)- - -

Sale of Services (14,018,735)(13,879,889)(13,721,687)(14,283,489) (14,499,250)(14,620,038)(14,772,843)(14,939,881)(15,096,978)

Utility Revenues (956,127)(1,182,705)(1,576,000)(1,511,000) (1,964,700)(2,554,110)(3,320,343)(4,316,446)(5,611,380)

Fiscal Services (4,733,386)(8,417,114)(4,146,000)(5,146,000) (4,231,000)(4,231,000)(4,231,000)(4,231,000)(4,231,000)

Grants (5,193,600)(9,902,127)(3,891,032)(3,734,953) (2,949,990)(2,161,249)(2,186,248)(2,186,248)(2,186,248) Development Cost Charges (374,921)(384,081)(520,000)(520,000) (520,000)(520,000)(520,000)(520,000)(520,000)

Other Contributions (6,029,438)(7,030,113)(5,310,754)(5,273,754) (5,519,145)(5,546,113)(5,589,016)(5,632,881)(5,677,725)

To t al Re ve n ue s

Tra n sfe r f ro m S t at u t

(58,099)(58,099)(58,099)(58,099)

(90,000)-

Asset Emergency (133,286)- (60,000)-

(30,000)(30,000)(30,000)(30,000)(30,000) Climate Action (35,920)(187,908)(265,500)(265,500) (226,000)(226,000)(226,000)(226,000)(226,000)

(1,551,077)(1,168,960)(820,000)(520,000)(520,000) General Surplus

-(1,836,195)(1,763,770) (113,260)-

COVID-19 Restart (2,392,938) - (60,000) (60,000) -

Multi-Material BC (250,000)(287,500)(287,500)(287,500) (332,500)(287,500)(287,500)(287,500)(287,500)

RCMP - - (428,400)- (690,000)(724,500)(760,725)(798,761)(838,699) OAP Reserve - (40,000)- - (130,000)-

Amortization Offset - Finance(7,969,468)(8,778,828)(7,970,000)(7,970,000) (8,779,000)(8,779,000)(8,779,000)(8,779,000)(8,779,000)

Amortization Offset - General Fleet (2,573,875)(2,928,033)(2,574,000)(2,574,000) (2,930,000)(2,930,000)(2,930,000)(2,930,000)(2,930,000)

Amortization Offset - Accretion- (130,993)- - (131,000)(131,000)(131,000)(131,000)(131,000) (14,577,868) (14,131,439) (15,432,951) (14,872,126) (15,167,837) (14,426,960) (13,964,225) (13,702,261) (13,742,199)

(17,477,106) (18,161,134) (16,094,663) (15,533,838)

(114,673)(37,661)-

Human Resources & Safety (43,819)(14,972)- -

Change 2024 budget to 2025 budget:

$ Change $(334,963) % Change (25.89)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to: ($410k) Sunset of Ironman Penticton.

$50k Hoodoo Adventures Company for the 2025 Adventure Racing World Championships. Council approved a Grant Administration agreement with Community Foundation of the South Okanagan Similkameen.

DPA - Christmas Parade/Parking

(Community Market)

DPBIA (Light Up Festival)

DPBIA (Slack Alley)

Dragonfly Pond Family Society 500623700700

First Things First Okanagan 1,080-

Okanagan Fest of Ale Society 3,675-

Penticton Scottish Festival Society

Ukraine Nightingale Project (Event)

Rotary Club of Penticton (Ribfest) 9,3206,869-

Royal Cdn Legion - Facility Rent - 3,7925,0005,000

Conseil Jeunesse Francophone de la C.-B. (BC Franc

Change 2024 budget to 2025 budget: $ Change $28,699 % Change % 5.49

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to: $16k Meltwater software.

(8,687)(8,182)(15,500)(15,500) (9,500)(9,500)(9,500)(9,500)(9,500)

(20,760)(25,873)(43,440)(43,440) (43,900)(44,154)(44,417)(44,691)(44,975)

Electric (71,165)(80,115)(89,694)(89,694) (83,084)(84,713)(85,623)(86,942)(88,295)

Fire Services (105,400)(188,171)(141,970)(141,970) (124,115)(120,355)(122,140)(123,971)(125,850) General Capital - - (100,000)(100,000) (113,000)(113,000)(113,000)(113,000)(113,000)

General Government/Utility

Overhead Credit (109,708)(125,535)(147,455)(147,455) (183,725)(183,725)(183,725)(183,725)(183,725)

Land Management

(276,351)(268,774)(360,298)(360,298) (351,791)(266,119)(214,033)(217,036)(220,131)

Library (117,280)(134,726)(142,152)(142,152) (112,020)(112,950)(113,900)(131,080)(132,080)

Museum (78,187)(89,817)(94,768)(94,768) (74,680)(75,300)(75,938)(87,386)(88,055)

Public Works - Cemetery - - (10,000)(10,000) (2,500)(2,500)(2,500)(2,500)(2,500)

Public Works - Fleet (45,545)(51,274)(57,404)(57,404) (53,174)(54,216)(54,799)(55,643)(56,509)

Parks (348,286)(433,396)(445,159)(445,159) (441,437)(448,237)(454,945)(462,067)(469,441)

Public Works - Roads &

Maintenance

(17,080)(19,228)(21,527)(21,527) (19,940)(20,331)(20,550)(20,866)(21,191)

RCMP (199,482)(283,528)(230,282)(230,282) (229,959)(243,196)(236,511)(239,908)(243,387)

Recreation (1,747,020)(1,966,324)(1,859,293)(1,859,293) (1,735,121)(1,785,216)(1,812,650)(1,853,472)(1,870,734) Sewer Utility (59,779)(67,296)(75,343)(75,343) (69,791)(71,159)(71,924)(73,031)(74,168)

Utility (59,779)(67,296)(75,343)(75,343) (69,791)(71,159)(71,924)(73,031)(74,168)

Change 2024 budget to 2025 budget:

$ Change $(179,783) % Change (17.85)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to: ($181k) one time project in 2024 ending.

Proceeds

Traffic Fines - Municipal Portion(359,030)(360,000)(360,000)(360,000)

Other Revenue (75,000)(75,000)- -

Debt Principal Payments 1,250,0151,253,367949,379949,379 861,847739,158578,133564,990328,910

Debt

(3,762)(3,276)(4,000)(4,000) (2,000)(2,000)(2,000)(2,000)(2,000)

Complex (79,500)(96,600)(113,700)(113,700) (113,700)(113,700)(113,700)(56,850)-

General Government/Utility

Overhead Credit (1,111,334)(1,191,823)(1,347,003)(1,347,003) (1,336,418)(1,336,418)(1,336,418)(1,336,418)(1,336,418)

Principal Payments - - (949,379)(949,379) (861,847)(739,158)(578,133)(564,990)(328,910)

Public Works - Cemetery (72,500)(72,500)(72,500)(107,500) (107,500)(107,500)(107,500)(107,500)-

Public Works - General (674)(864)(1,000)(1,000) (1,000)(1,000)(1,000)(1,000)(1,000)

Parks (89,067)(141,633)(91,672)(99,092) (46,146)(36,440)(36,440)(22,790)-

Recreation (200,195)(197,787)(195,317)(209,317) (214,462)(213,180)(164,220)(164,220)(121,220)

Sewer Utility (952,112)(1,037,930)(1,210,753)(1,210,753) (1,452,253)(1,452,253)(1,452,253)(1,371,874)(965,368)

Water Utility (697,325)(794,849)(1,056,870)(1,112,870) (1,294,670)(1,603,970)(1,461,292)(1,684,740)(1,378,413)

Change 2024 budget to 2025 budget:

$ Change $(729,940)

% Change (321.93)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$85k Higher insurance premiums.

($480k) Operating provision for staffing vacancies and contract offsets.

General Property Tax Levy$(38,347,421)$(42,474,238)$(45,422,780)$(45,561,622) $ (50,092,506)$(53,559,316)$(56,359,260)$(59,293,602)$(61,150,244)

Local Improvement Levy (87,228)(87,228)(87,230)(87,230) (87,230)(87,230)(87,230)(87,230)(87,230)

PILT - Federal (152,555)(137,960)(167,000)(230,408) (240,000)(240,000)(240,000)(240,000)(240,000)

PILT - Provincial (307,898)(306,397)(326,000)(288,135) (450,000)(450,000)(450,000)(450,000)(450,000) To t al M u ni ci pa l Ta x a t i o n (38,895,102) (43,005,823) (46,003,010) (46,167,395) (50,869,736) (54,336,546) (57,136,490) (60,070,832) (61,927,474)

Ot h e r R e ve n ue s

DCC - Parks (119,918)(87,826)(225,000)(225,000) (225,000)(225,000)(225,000)(225,000)(225,000)

DCC - Roads (119,769)(222,277)(160,000)(160,000) (160,000)(160,000)(160,000)(160,000)(160,000)

DCC - Waste Water (135,234)(73,978)(135,000)(135,000) (135,000)(135,000)(135,000)(135,000)(135,000)

Equipment Sales Proceeds (47,207)(25,332)(40,000)(40,000) (40,000)(40,000)(40,000)(40,000)(40,000)

Franchise Fees (624,829)(772,550)(772,570)(808,811) (750,000)(750,000)(750,000)(750,000)(750,000)

Gas Tax Revenue (1,543,768)(1,610,446)(1,610,446)(1,610,446) (1,742,928)(1,742,928)(1,812,645)(1,812,645)(1,812,645)

Interest and Penalties (381,458)(383,874)(246,000)(246,000) (331,000)(331,000)(331,000)(331,000)(331,000)

Investment Income

Misc Grants

(4,304,721)(8,007,908)(3,860,000)(4,860,000) (3,860,000)(3,860,000)(3,860,000)(3,860,000)(3,860,000)

(18,400)(18,400)(20,000)(20,000) (20,000)(20,000)(20,000)(20,000)(20,000)

Misc Recoveries (364,425)(616,609)(255,383)(255,383) (278,853)(278,853)(278,853)(278,853)(278,853)

OAP Revenue (102,624)(339,719)(200,000)(200,000) (250,000)(250,000)(250,000)(250,000)(250,000)

B.I.A. Levy (305,404)(316,124)(316,160)(326,442) (328,290)(328,290)(328,290)(328,290)(328,290)

School Tax Levy - Res (12,228,430)(13,426,632)(13,432,615)(13,996,695) (13,996,205)(13,996,205)(13,996,205)(13,996,205)(13,996,205)

School Tax Levy - Non Res (5,760,765)(6,001,498)(6,053,700)(7,009,893) (7,009,893)(7,009,893)(7,009,893)(7,009,893)(7,009,893)

Hospital Levy (2,529,865)(2,573,998)(2,582,000)(2,830,482) (2,830,520)(2,830,520)(2,830,520)(2,830,520)(2,830,520)

BCAA Levy (491,029)(531,493)(533,150)(567,565) (565,730)(565,730)(565,730)(565,730)(565,730)

MFA Levy (2,609)(2,971)(3,000)(3,105) (3,000)(3,000)(3,000)(3,000)(3,000)

Regional District Levy (1,759,995)(1,775,973)(1,807,433)(2,162,755) (2,129,205)(2,129,205)(2,129,205)(2,129,205)(2,129,205)

SIR Parcel Tax Levy (21,637)(20,436)(20,437)(18,385) (18,385)(18,385)(18,385)(18,385)(18,385)

SIR Levy (208,365)(229,802)(229,970)(249,348) (249,570)(249,570)(249,570)(249,570)(249,570)

911 Levy (366,334)(469,585)(471,615)(518,638) (518,640)(518,640)(518,640)(518,640)(518,640)

Hotel Room Tax (MRDT) (1,146,873)(1,160,097)(1,000,000)(1,000,000) (1,000,000)(1,000,000)(1,000,000)(1,000,000)(1,000,000)

Electric (1,471,283)(1,485,896)(1,593,393)(1,593,393) (1,628,259)(1,628,259)(1,628,259)(1,628,259)(1,628,259)

Library (188,800)(188,800)(188,800)(188,800) (188,800)(188,800)(188,800)(188,800)(188,800)

Operating Transfers (1,136,736)(1,321,930)(1,110,486)(1,110,486) (1,314,778)(1,314,778)(1,314,778)(1,314,778)(1,314,778)

Facilities - RCMP (55,000)(56,100)(57,222)(57,222) (58,365)(59,532)(60,723)(61,937)(63,176)

Sewer Utility (884,437)(955,292)(1,016,824)(1,016,824) (1,151,685)(1,151,685)(1,151,685)(1,151,685)(1,151,685)

Water (79,000)(80,000)(81,000)(81,000) (82,000)(83,000)(83,000)(83,000)(83,000) Water Utility (927,502)(993,512)(1,097,722)(1,097,722) (1,149,470)(1,149,470)(1,149,470)(1,149,470)(1,149,470)

Asset Emergency (133,286)- (60,000)Carefund (29,420)(30,000)(30,000)(30,000) (30,000)(30,000)(30,000)(30,000)(30,000) Climate Action (35,920)(187,908)(265,500)(265,500) (226,000)(226,000)(226,000)(226,000)(226,000)

Grants (2,392,938)- (60,000)(60,000)

Election (90,000)- - - - (150,000)-

Financial Stabilization

(255,000)-

Gaming (1,102,961)(1,748,177)(1,921,356)(1,921,356) (1,551,077)(1,168,960)(820,000)(520,000)(520,000)

General Surplus - -(1,836,195)(1,763,770) (113,260)- - - -

Multi-Material BC (250,000)(287,500)(287,500)(287,500) (332,500)(287,500)(287,500)(287,500)(287,500)

(428,400)- (690,000)(724,500)(760,725)(798,761)(838,699)

Amortization Offset (7,969,468)(8,778,828)(7,970,000)(7,970,000) (8,779,000)(8,779,000)(8,779,000)(8,779,000)(8,779,000)

Change 2024 budget to 2025 budget: $ Change $(4,202,088) % Change (8.91)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

($3.9M) Increased revenue for 8.63% property tax increase.

($600k) Non-Market Change estimate for 2025.

(19,764)(22,346)(12,000)(17,730) (12,000)(12,000)(12,000)(12,000)(12,000)

Parks - (932)- -

RCMP - (932)-Recreation (1,297)(5,563)(5,000)(5,000) (5,000)(5,000)(5,000)(5,000)(5,000) Sewer Utility (5,628)(6,743)(24,400)(24,400) (24,400)(24,400)(24,400)(24,400)(24,400)

Water Utility (3,649)(5,280)(24,400)(24,400) (24,400)(24,400)(24,400)(24,400)(24,400)

Change 2024 budget to 2025 budget:

$ Change $55,386 % Change % 6.50

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$10k Increase for legal costs.

$20k Increase for ergonomic space assessments.

Accounting

(8,955)(10,916)(11,500)(16,000) (16,000)(16,000)(16,000)(16,000)(16,000)

Building and License - (54,482)(55,000)(55,000) (55,000)(55,000)(55,000)(55,000)(55,000)

Bylaw Enforcement

(2,806)(4,489)(3,750)(3,950) (3,950)(3,950)(3,950)(3,950)(3,950)

Communications (30,269)(35,871)(39,000)(39,000) (55,000)(55,000)(55,000)(55,000)(55,000)

Development Services (118,459)(20,833)(11,000)(11,000) (9,321)(9,321)(6,000)(6,000)(6,000)

Electric (38,158)(12,860)(191,060)(18,060) (23,000)(23,000)(23,000)(23,000)(23,000)

Engineering Services (22,110)(43,508)(20,000)(50,000) (50,000)(50,000)(50,000)(50,000)(50,000)

Facilities (1,838)(158,477)(32,000)(40,000) (40,000)(40,000)(40,000)(40,000)(40,000)

Fire Services (24,056)(14,354)(15,850)(15,850) (23,000)(37,000)(37,000)(37,000)(37,000)

General Government/Utility

Overhead Credit (518,509)(551,171)(586,700)(586,700) (602,867)(602,867)(602,867)(602,867)(602,867)

Human Resources & Safety (10,345)(14,673)(10,000)(13,000) (17,000)(17,000)(17,000)(17,000)(17,000)

Land Management - (219)-Legislative Services (477)(516)(43,000)(45,000) (32,000)(32,000)(32,000)(32,000)(32,000)

Mayor and Council (107)(74)- -

Museum (1,328)(2,845)(900)(2,500) (2,500)(2,500)(2,500)(2,500)(2,500)

Operations - (2,729)- -

Parks (966)- - -

Planning (2)- - -

Procurement

(19,128)(34,269)(35,500)(35,500) (40,500)(41,200)(41,914)(42,642)(43,385)

Public Works - Fleet (4,942)(8,419)(7,036)(7,036) (7,175)(7,175)(7,175)(7,175)(7,175)

Public Works - General (3,436)(8,579)(8,815)(8,815) (6,695)(6,695)(6,695)(6,695)(6,695) Recreation (29,520)(33,012)(35,400)(35,400) (35,966)(36,543)(37,132)(37,733)(38,345) Revenue and Collections (6,525)(7,201)(7,803)(7,803) (7,950)(8,109)(8,271)(8,436)(8,605)

Change 2024 budget to 2025 budget:

Change $278,293

Change % 10.43

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$30k Reduction in revenue for users moved off City's IT systems.

$97k IT Systems Analyst.

$20k Photocopier lease renew.

$35k IT Security.

$40k Increase for realized depreciation.

($97k) Savings with additional City resource.

Change $12,808

Change 2024 budget to 2025 budget:

$ Change $33,940

Change % 11.14

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$15k Intergovernmental Relations.

$10k Reconciliation.

Change 2024 budget to 2025 budget:

$ Change $57,284 % Change % 12.84

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$12k Business trip budget increased.

$5k Staff relations.

Change 2024 budget to 2025 budget: $ Change $82,580 % Change % 28.57

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$104k Increase for buyer position.

$40k Increase for racking in additional storage area.

(24)(100)- -

Change 2024 budget to 2025 budget:

$ Change $(33,839)

R ev e n ue

Animal Control $(118,564)$(114,051)$(117,000)$(117,000) $ (117,000)$(117,000)$(117,000)$(117,000)$(117,000)

Building and License (2,654,306)(1,987,831)(2,375,000)(2,392,500) (2,487,000)(2,543,350)(2,591,091)(2,650,263)(2,700,911)

Bylaw Services

Fire Services

(1,190,840)(918,970)(1,149,500)(1,137,000) (1,143,000)(1,143,000)(1,143,000)(1,143,000)(1,143,000)

(1,212,219)(1,124,025)(1,124,037)(1,200,299) (1,071,500)(921,500)(921,500)(921,500)(921,500) RCMP (471,022)(527,470)(430,120)(578,620) (582,500)(582,500)(582,500)(582,500)(582,500)

Change 2024 budget to 2025 budget:

B u i ld i n g a nd L i c e n se - Op era t i ng B u d ge t Ou t pu t s an d Ou

Change 2024 budget to 2025 budget:

$ Change $(24,603)

% Change (3.00)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

($57k) Increase in licensing fees.

($50k) Increase in permitting fees.

$124k Contractual increases.

Change 2024 budget to 2025 budget:

Change 2024 budget to 2025 budget: $ Change $126,446

$ Change $126,446 % Change % 11.71

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$71k Youth Liaison Safety Officer.

$71k Youth Liaison Safety Officer.

$109k Contractual increases.

$109k Contractual increases.

$17k Bylaw Office lease increase.

$17k Bylaw Office lease increase.

Emergency Recoveries$(23,316)$(55,534)$(25,000)$(25,000) $ (25,000)$(25,000)$(25,000)$(25,000)$(25,000)

Misc Recoveries (128,084)(39,852)(10,000)(3,000) (10,000)(10,000)(10,000)(10,000)(10,000)

Mutual Aid/Service Contracts(818,467)(874,979)(820,000)(820,000) (880,000)(880,000)(880,000)(880,000)(880,000)

Misc Grants (232,365)(70,693)- (7,000)

Permitting Fees (1,587)(2,104)(6,500)(6,500) (6,500)(6,500)(6,500)(6,500)(6,500)

Provincial

Emergency Work/Prevention 59,19539,03824,48524,485 24,73524,99025,24925,51425,785

Change 2024 budget to 2025 budget:

$ Change $1,441,094

% Change % 19.06

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$1.3M Contractual increases.

$160k Fire Investigator.

$50k Risk Mitigation Review.

$9k Increase for EOC/ESS call software replacement.

Conferences, & Memberships

Change 2024 forecast to 2025 budget:

Changes in net operating budget from 2024 forecast to 2025 budget are primarily due to:

$93k Remote Guard project.

$75k Community Wellness Initiative.

Change 2024 budget to 2025 budget:

$ Change $1,106,572

% Change % 7.76

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

($155k) Increased revenue for DFT analysis.

$189k Addition of two municipal employees for Operation Review Unit.

$450k Additional RCMP Members.

$704k Increase for RCMP contract.

Public Works - Fleet $(2,217,728)$(2,129,326)$(2,237,750)$(2,202,750) $ (2,314,680)$(2,346,820)$(2,379,603)$(2,413,041)$(2,447,148)

Public Works - General (23,991)(27,074)- -

Water (957,387)(1,182,807)(1,576,000)(1,511,000) (1,964,700)(2,554,110)(3,320,343)(4,316,446)(5,611,380) Street Lighting - (22)- -

(58,000)(64,000)(58,000)(58,000) (62,000) (62,000)(69,000)(65,000)(66,000) General Capital (226,000)(62,000)(378,000)(300,000) (367,000) (342,000)(415,000)(380,000)(410,000)

(35,500)(16,000)(8,500)(8,500) (15,000) (15,000)(17,000)(16,000)(16,000) Public Works - Roads & Maintenance (75,500)(64,000)(35,000)(35,000)

Sewer Collection (133,300)(157,000)(144,000)(144,000) (147,000) (148,000)(165,000)(154,000)(157,000) Sewer Utility - - - - (10,000) (148,500)- (50,000)-

Storm Water (107,623)(124,930)(69,085)(69,085) (121,227) (168,055)(133,028)(328,188)(120,584)

Waste Water Treatment Plant(59,000)(48,000)(44,000)(44,000) (47,000) (47,000)(53,000)(49,000)(50,000) Water Capital (170,000)(53,000)(331,000)(260,000) (321,000) (337,000)(365,000)(330,000)(335,000)

Water Distribution (137,000)(157,000)(144,000)(144,000) (147,000) (148,000)(165,000)(154,000)(157,000)

Water Treatment Plant (58,000)(48,000)(44,000)(44,000)

(72,000)(75,375)(71,208)(71,208) (75,711)(75,711)(75,711)(75,711)(75,711) Engineering Services (25,000)(26,000)(24,562)(24,562)

RDOS Fleet Recoveries$(59,818)$(44,961)$-$-

RCMP Fleet Recoveries (56,435)(73,886)(47,940)(47,940) (49,000)(49,980)(50,980)(51,999)(53,039)

Fleet Hourly Charges (1,500,637)(1,437,603)(1,527,450)(1,527,450) (1,558,000)(1,589,160)(1,620,943)(1,653,362)(1,686,429)

Fleet Pool Charges (535,225)(533,669)(597,360)(597,360) (677,680)(677,680)(677,680)(677,680)(677,680)

Other Revenue (65,613)(39,207)(65,000)(30,000) (30,000)(30,000)(30,000)(30,000)(30,000)

Building and License

Bylaw Enforcement

(28,600)(33,000)(32,500)(32,500) (32,500)(32,500)(32,500)(32,500)(32,500)

(27,500)(49,500)(61,000)(61,000) (61,000)(61,000)(61,000)(61,000)(61,000)

Legislative Services (11,000)(11,000)(13,000)(13,000) (13,000)(13,000)(13,000)(13,000)(13,000)

Electric (53,200)(66,560)(73,200)(73,200) (109,860)(109,860)(109,860)(109,860)(109,860)

Engineering Services

(16,500)(11,000)(13,000)(13,000) (13,000)(13,000)(13,000)(13,000)(13,000)

Facilities (64,750)(73,000)(80,000)(80,000) (80,000)(80,000)(80,000)(80,000)(80,000)

Fire Services (405,858)(412,277)(400,000)(420,000) (420,000)(420,000)(420,000)(420,000)(420,000)

Human Resources & Safety (5,500)- - -

Information Technology (5,500)(5,500)(6,500)(6,500) (6,500)(6,500)(6,500)(6,500)(6,500)

Public Works - General (93,325)(38,399)(39,932)(43,000) (39,840)(39,840)(39,840)(39,840)(39,840)

Parks (76,975)(61,000)(60,500)(60,500) (105,250)(105,250)(105,250)(105,250)(105,250)

Public Works - Solid Waste

Disposal (5,500)(5,500)(6,500)(6,500) (6,500)(6,500)(6,500)(6,500)(6,500)

(4,000)(6,000)(6,000)(6,000) (6,000)(6,000)(6,000)(6,000)(6,000) RCMP (11,000)(11,000)(13,000)(13,000) (13,000)(13,000)(13,000)(13,000)(13,000)

Recreation (8,250)(12,200)- -

Sewer Utility (60,600)(76,040)(96,760)(96,760) (94,564)(94,564)(94,564)(94,564)(94,564)

Change 2024 budget to 2025 budget: $ Change $585,347

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$356k Increase in realized depreciation.

$99k Contractual increases.

Public Works - Cemetery (12,391)(11,564)(11,768)(11,768) (9,851)(10,037)(10,230)(10,431)(10,639)

Public Works - Fleet (30,000)(30,517)(30,985)(30,985) (46,632)(47,512)(48,427)(49,377)(50,364)

Parks (36,300)(37,004)(47,073)(47,073) (59,106)(60,222)(61,381)(62,586)(63,837)

Public Works - Roads & Maintenance (216,600)(243,401)(254,800)(254,800) (264,768)(269,803)(275,035)(280,471)(286,120)

Public Works - Solid Waste Disposal (39,000)(42,132)- -

Public Works - Transit (34,500)(37,912)(53,075)(53,075) (50,240)(51,188)(52,173)(53,197)(54,261)

Sewer Utility (227,700)(249,191)(272,215)(272,215) (321,280)(327,344)(333,645)(340,192)(346,994)

Storm Water (84,000)(92,031)(98,040)(98,040) (115,093)(117,266)(119,523)(121,868)(124,305)

Water Utility (327,500)(364,754)(393,070)(393,070) (438,300)(446,575)(455,172)(464,103)(473,383)

Repairs & Maintenance - Roads and Related Infrastructure1,215,4181,639,4601,676,2231,716,789

Small Equipment, Supplies, General Repairs & Maintenance72,16990,94267,89068,090

Change 2024 budget to 2025 budget:

$ Change $226,175 % Change % 7.37

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$119k Contractual increases.

$65k Pavement Condition Assessment.

Change 2024 budget to 2025 budget:

$ Change $(339,305) % Change (37.40)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

($389k) Revenue increase for a 30% rate increase and anticipated growth per the utility rate review.

$72k Contractual increases.

Change 2024 budget to 2025 budget:

$ Change $(37,395) % Change (7.62)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to: ($50k) Lighting projects.

Change 2024 budget to 2025 budget: $ Change $28,666 % Change

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to: $65k Annual licensing moved from Engineering.

Change 2024 budget to 2025 budget:

$ Change $356,172

% Change % 22.18

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$472k Council approved transit expansion (phased in).

$205k Council approved transit expansion (phased in).

$150k Service contract increases.

Economic Development & Tourism (51,238)(20,500)- -

(1,107,636)(1,180,872)(1,162,306)(1,283,407) (1,222,087)(1,200,524)(1,217,256)(1,234,393)(1,247,648) Planning (420,426)(277,017)(242,500)(242,500)

Change 2024 budget to 2025 budget: $ Change $130,005 % Change % 9.83

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to: $130k Advancing Housing Affordability.

Change 2024 budget to 2025 budget: $ Change $130,500

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to: $140 Esplanade Master Plan.

Change 2024 budget to 2025 budget:

$ Change $(54,079)

Change 2024 budget to 2025 budget: $ Change $33,445 % Change

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$18k Decrease in application fee revenue with changes from the Provincial government on zoning.

$23k Contractual increases.

Change 2024 budget to 2025 budget:

$ Change $(20,733) % Change (7.84)%

Library $(249,316)$(298,573)$(419,613)$(379,272) $ (529,013)$(256,921)$(256,921)$(256,921)$(256,921)

Museum (89,451)(99,308)(88,500)(64,500) (61,500)(37,500)(37,500)(37,500)(37,500)

Parks (14,780)(129,399)(150,000)(150,000)

Recreation (1,960,153)(2,156,808)(2,046,420)(2,249,580) (2,364,433)(2,377,988)(2,399,261)(2,420,956)(2,443,088)

SOEC Complex (255,331)(237,672)(275,938)(275,938) (279,045)(282,617)(286,259)(289,975)(293,766) To

s (2,569,031) (2,921,760) (2,980,471) (3,119,290) (3,233,991)

1,709,7821,803,1032,100,6962,060,355 2,216,3261,983,5572,016,0852,066,0752,101,165

361,036400,757447,517429,203 416,744398,797405,080422,394429,157 Parks 3,129,9903,921,1203,970,4514,145,880

Donations $(10,230)$(16,345)$(4,000)$(4,000) $ (4,000)$(4,000)$(4,000)$(4,000)$(4,000)

Federal Grants - - (14,021)(14,021) (12,500)(12,500)(12,500)(12,500)(12,500)

Misc Grants (34,152)(33,618)(34,118)(34,118) (33,652)(33,652)(33,652)(33,652)(33,652)

Other Contributions (102,893)(109,910)(100,300)(100,300) (126,900)(111,900)(111,900)(111,900)(111,900)

Penalty/Ticket/Fee Revenues (1,395)(1,204)(1,500)(1,500) (1,500)(1,500)(1,500)(1,500)(1,500)

Provincial Grants (100,646)(137,496)(264,674)(224,333) (350,461)(93,369)(93,369)(93,369)(93,369) Service Recoveries - - (1,000)(1,000)

Change 2024 budget to 2025 budget: $ Change $6,230 % Change % 0.37

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to: $31k Salary increases.

Donations $(9,300)$(9,543)$(9,000)$(9,000) $ (8,000)$(8,000)$(8,000)$(8,000)$(8,000)

Federal Grants (26,813)(552)(25,000)(25,000)

Misc Recoveries (4,338)(5,015)(4,500)(4,500) (4,500)(4,500)(4,500)(4,500)(4,500)

Misc Grants - (1,005)(1,000)(1,000)

Provincial Grants (49,000)(83,193)(49,000)(25,000)

Change 2024 budget to 2025 budget: $ Change $(3,773) % Change (1.05)%

Change 2024 budget to 2025 budget:

$ Change $419,275 % Change % 10.97

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

$70k Additional Gardener to maintain service levels.

$116k Park technician for implementation of the Urban Forest Management Plan.

$40k Increase for sign standardization.

$30k Increase for Urban Forest Management Plan implementation.

$153k Contractual increases.

Aquatics $(719,809)$(790,970)$(731,400)$(937,000) $ (949,700)$(951,000)$(952,326)$(953,679)$(955,058) Facility Rentals (762,813)(864,835)(840,580)(845,540) (908,884)(924,502)(940,433)(956,679)(973,254) Misc Recoveries (63,744)(54,759)(127,000)(127,000) (137,700)(137,700)(137,700)(137,700)(137,700) Misc Grants

Change 2024 budget to 2025 budget:

$ Change $(284,471)

% Change (8.98)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

($300k) Additional revenue for higher usage and increased hours.

($100k) One time projects completed.

$189k Contractual increases.

Change 2024 budget to 2025 budget:

Change 2024 budget to 2025 budget:

$ Change $(20,178) % Change (114.67)%

N et Ope ra t i n g Ex pe nse / ( S u rpl us)

Change 2024 budget to 2025 budget:

$ Change $30,005 % Change % 4.03

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

($136k) Increase in user fees.

$180k Increase for new waste contract.

$45k Increase for smart truck technology.

$50k Increase for smart truck technology.

($55k) Deceased cart purchases for inventory.

Change 2024 budget to 2025 budget:

$ Change $524,567 % Change

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

Reduced grant revenue as in 2024 City received funding for 3 years, which is transferred to reserve to fund future year initiatives.

2025 Climate Action Initiatives are:

- Retrofit Concierge $50k

- Food waste accelerator fund $35k

- Blue skies transportation fund $30k

- Business Certification $40k

- Solar Study $7.5k

Page Intentionally Left Blank

R ev e n ue

Electric User Fees

$(42,336,723)$(43,955,676)$(48,410,400)$(48,410,400) $ (51,283,232)$(55,385,891)$(59,816,763)$(64,602,106)$(69,770,277)

Energy Retrofit Loan Program(72,797)(44,636)(72,139)(72,139) (74,305)(76,534)(78,831)(81,196)(83,631)

Misc Revenue (149,050)(153,019)(133,090)(133,090) (164,698)(166,341)(168,017)(169,730)(171,478)

Other Contributions (663,803)(918,038)- -

Pole Rental (217,258)(235,523)(224,400)(246,953) (262,000)(282,960)(305,597)(330,044)(356,449)

Service Recoveries (75,549)(141,344)- -

95,078194,677188,870169,320 161,730165,001168,402171,937175,612

8131,1956,1006,100 6,2006,4086,6246,8497,083

E le c t ri c - O p e ra t i n g B u d ge t

Tra n sfe r f ro m S urpl u s/ Re s erv e s

Tra n sfe r f ro m S t at u t o ry

R es erv e s

Electric Capital (856,019)(4,013,720)- -

To t al Tra nsf e r fro m S t a t ut o ry

erv

Tra n sfe r f ro m No n - S t at u t o ry

R es erv e s

(856,019) (4,013,720)

Electric Surplus (3,460,090)(1,963,107)(2,453,056)(2,131,383) (4,008,683)(2,903,753)(1,712,911)(250,981)1,564,146

General Surplus - (346,009)(740,000)(740,000) (740,000)(740,000)(740,000)(740,000)(740,000)

Offset (1,605,479)(2,683,052)(1,605,000)(1,605,000) (2,685,000)(2,685,000)(2,685,000)(2,685,000)(2,685,000)

Change 2024 budget to 2025 budget:

$ Change $(730,573) % Change (13.58)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

($2.9M) Increase in electric revenue for 2025 average rate increase of 7.1%, offset by lower consumption.

$1.2M Increase in electrical purchase costs offset by lower consumption.

R ev e n ue

DCC - Water $(199,864)$(157,423)$(200,000)$(200,000) $ (200,000)$(200,000)$(200,000)$(200,000)$(200,000)

Irrigation Revenue (353,868)(355,704)(412,066)(377,274) (400,000)(425,600)(452,838)(481,820)(512,657)

Misc. Water Recoveries (116,329)(167,595)(199,218)(199,218) (209,739)(220,933)(232,844)(245,516)(259,000)

Other Contributions - (399,756)-Sale of Water (9,104,630)(9,582,271)(10,448,000)(10,448,000) (10,858,000)(11,552,400)(12,291,242)(13,077,370)(13,913,810) Service Recoveries (36,345)(26,658)(22,000)(22,000) (22,000)(22,000)(22,000)(22,000)(22,000)

Tra n sfe r f ro m S t at u t o ry R es erv e s

Water Capital (2,363,448)(3,905,493)- -

To t al Tra nsf e r F ro m S t at u t o ry R es erv e s (2,363,448) (3,905,493) - - - - -

Tra n sfe r f ro m No n - S t at u t o ry

R es erv e s

Water Surplus - -(2,658,749)(2,444,611) (1,231,363)(470,445)- - -

West Bench

To t al Tra nsf e r fro m N o nS t at u t o ry R e se rv e s

Change 2024 budget to 2025 budget:

$ Change $(149,379)

% Change (3.96)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to:

($410k) Increased revenues for an average 8.5% water user fee increase, offset by lower consumption.

$238k Increase debt interest.

$160k Contractual increases.

$140k Water optimization and corrosion study.

Change 2024 budget to 2025 budget:

Irrigation Revenue $(353,868)$(355,704)$(412,066)$(377,274) $ (400,000)$(425,600)$(452,838)$(481,820)$(512,657)

Misc. Water Recoveries (116,329)(155,814)(164,388)(164,388) (174,909)(186,103)(198,014)(210,686)(224,170)

Sale of Water (9,104,630)(9,582,271)(10,448,000)(10,448,000) (10,858,000)(11,552,400)(12,291,242)(13,077,370)(13,913,810)

Service Recoveries (7,080)(7,382)(7,000)(7,000) (7,000)(7,000)(7,000)(7,000)(7,000)

Change 2024 budget to 2025 budget:

$ Change $(531,428)

(6.82)%

Compost Recoveries $(16,281)$(14,638)$(500)$(500) $ -$-$-$-$-

DCC - Waste Water (781,898)(494,451)(750,000)(750,000) (750,000)(750,000)(750,000)(750,000)(750,000)

Misc Grants (152,338)(155,777)(152,338)(152,338) (152,338)(152,338)(152,338)(152,338)(152,338)

Misc Sewer Recoveries (564,366)(545,494)(551,897)(567,550) (559,090)(569,006)(579,119)(589,436)(599,959)

Other Contributions (59,911)(172,641)-Sewer User Fees (8,032,109)(8,432,281)(9,271,000)(9,278,600) (10,297,000)(11,427,000)(12,684,000)(13,976,748)(15,401,356)

(9,606,903) (9,815,282) (10,725,735) (10,748,988)

n sfe r f ro m D CC

Tra n sfe r f ro m S t at u t o ry

R es erv e s

Sewer Capital (1,152,102)(2,544,890)- -

To t al Tra nsf e r fro m S

To t al Tra nsf e rs fro m

Change 2024 budget to 2025 budget:

$ Change $(290,683) % Change (8.78)%

Changes in net operating budget from 2024 budget to 2025 budget are primarily due to: ($1.0M) Increase in sewer user fees for an average rate increase of 10.8%.

$424 Contractual increases.

Change 2024 budget to 2025 budget:

Change 2024 budget to 2025 budget:

Change $(698,632)

Capital Plan

Capital Budget Introduction

The City of Penticton, like many cities, is challenged to maintain, replace and extend the life of its aging infrastructure. Asset management and master plans assist in determining priorities for investment with an aim to provide sustainable services to the community.

The City’s capital structure includes seven segments: General Government Services, Protective Services, Fleet, Transportation, Roads & Utilities, Parks, Energy & Environment, and Treatment Plants. Funding for projects within these segments comes from a variety of sources including utility reserves, grants, borrowing, the electrical dividend and general capital reserves.

The capital budget is presented in two ways: by segment and by fund. The segment view outlines total project costs for each functional area of the City. The fund view presents the same projects categorized by funding source—general, electric, sewer, or water.

The projects detailed in this financial plan are guided by the City’s asset management program as well as planned investments to support the continued growth of the community.

Capital Planning Process

The development of the Capital Plan requires extensive coordination with all applicable City departments. This process starts in the second quarter of the year and ensures that initiatives meet the City’s long-term vision as well as Council’s Priorities.

Project costs are estimated based on project expenditures including consideration of inflationary impacts, market conditions and other factors. These estimates are based on current assumptions and are subject to change, these may be amended during the year to reflect updated costs.

All capital submissions have been evaluated to ensure alignment with the City’s guidelines for tangible capital assets, if they do, they are further evaluated based on the minimum thresholds in the table on the right.

Where submissions were deemed to not meet the tangible capital asset thresholds, requests were included in the operating budget.

Capital requests are categorized into three types: renew, growth, and new. "Renew" refers to the replacement of an existing capital asset. "Growth" indicates a project eligible for development cost charge funding. "New" denotes a new asset that will provide additional services.

2025 Capital by Type

2025 Capital by Priority

Capital requests are prioritized to guide funding decisions and work planning. The table below outlines five priority levels for categorizing capital projects, from vital to discretionary. This system helps ensure the maintenance of critical infrastructure and core services while considering strategic goals, operational efficiency, and funding constraints.

Priority Description

Vital

Essential

Strategic

Optimal

Discretionary

A vital priority to maintain key infrastructure or delivery of core services. Exclusion of this project increases risk to the municipality in the short term (1–2 years).

An essential priority to maintain key infrastructure or delivery of core services. Exclusion of this project increases risk to the municipality in the medium term (3–5 years).

Capital works that have been specifically identified in the strategic plan or represents an increase in the capacity to achieve Council's strategic goals.

Capital works that optimize the infrastructure network and improve the effectiveness and efficiency of core services.

Capital works that have not been identified in the strategic or any master plans. Represents no risk to the municipality if it is not approved.

Capital Funding

Council has approved several financial policies—including the Financial Management Policy, Reserve Policy, Debt Management Policy, and Electrical Dividend Policy—which guide decision-making and funding strategies. The City exercises prudence with reserve funding to safeguard the municipality's current and future financial viability. A graph below illustrates the various capital funding sources used in the annual capital plan.

2025 Capital Funding

Fund

Water Fund

Dividend

Sewer Fund

Asset Sustainability Reserve

Growing Communities Fund

Canada-Community Building Fund

Equipment Replacement Reserve Recoveries

DCC Roads & Highways Reserve

Grant Funding (General Capital)

Financial Stabilization Reserve

Storm Water, General Fund

Grant Funding (Water)

Climate Action Reserve

Asset Retirement Obligations

Future Annual Operations and Maintenance Costs

Future annual operating and maintenance costs include new ongoing costs associated with new or upgraded assets such as utilities, maintenance, custodial, etc. Impacts on operating costs from the capital program are incorporated into the City’s operating budgets as projects are completed.

S u m m ary y o f C ap i ta l P ro j e c ts

G e n e ra l G ov ern m e n t S e rv i ce s

P ro t ec t i v e S erv i ce s

Fl ee t

Aerator (Replace Unit 9430)

Aerial Truck (Replace Unit 52)

FLT-732ESSENTIAL Aerial Truck (Replace Unit 732)

FLT-49ESSENTIAL Arborist Truck (Replace Unit 49)

Backhoe (Replace Unit 58)

FLT-71ESSENTIAL Backhoe (Replace Unit 71)

FLT-9413ESSENTIAL Barge Engine (Replace Unit 9413)

FLT-98AESSENTIAL Beach Cleaner (Replace Unit 98A)

Boom Truck (Replace Unit 75)

Bush Truck (Replace Unit B-202)

Fleet Equipment Replacements

Forklift (Replace Unit 67)

Gravely (Replace Unit 9401)

PK-2020-P3STRATEGIC Irrigation Upgrades & System Replacements

Kings Park Entry Improvements

PK-2020-P17ASTRATEGIC Kiwanis Walking Pier Replacement

KVR Trail Planning & Improvements

Lakawanna Park Upgrades from Master Plan

Lake Okanagan Beach

Lakeview Cemetery Expansion & Upgrades

*CapitalProjectHighlightavailableinSupplementalSchedules

Tr e a t me n t P la n ts

Advanced Waste Water Treatment Plant –

Phase 2 Expansion & Upgrades

CAPITAL TYPE: GROWTH

PROJECT SUMMARY:

CAPITAL PRIORITY: ESSENTIAL

This multi-year initiative includes installing a new secondary clarifier, a nitrified mixed liquor pump, and repairing the headworks concrete and slide gate. These upgrades will boost AWWTP capacity and replace aging infrastructure. In 2024 the Clarifier mechanism was pre-purchased to avoid equipment supply delays and is currently being manufactured. The request for proposal (RFP) for the construction of the upgrades is planned to be issued in Fall of 2024, with a construction start during the Winter of 2024. This work is anticipated to be completed in 2027.

MCCs are enclosed electrical assemblies with a common power bus, divided into sections containing motor starters, feeder breakers, and panel boards. They control the starting and stopping of various process equipment like pumps, blowers, and ventilation fans. The current MCCs, over 30 years old, have reached the end of their useful life. New MCCs will power more equipment while taking up less space.

The fermenter plays a crucial role in phosphorus removal, holding and fermenting wastewater solids. Seasonally, sludge from the drinking water treatment plant, discharged into the sewer, causes capacity issues in the wastewater treatment plant's fermenter. A second tank, prepared during the existing fermenter's construction, is available for conversion. To ensure redundancy, we'll install mechanical equipment and piping, allowing the two tanks to operate independently. This setup will also enable maintenance without disrupting treatment.

Downtown Parking Pay Stations

PROJECT SUMMARY:

This project aims to increase the number of electronic pay stations in downtown Penticton's existing paid parking area on Main Street. The City and the Downtown Penticton Business Improvement Association (DPBIA) has received complaints from seniors and frequent downtown visitors who find the current distance between pay stations too far. Currently, there are two pay stations on each of the 200, 300, 400, 500, and 600 blocks, with three on the 100 block.

The project will add nine pay stations over the next five years: two new stations each for the 200, 300, 400, and 500 blocks, and one additional station for the 100 block.

In 2025, due to its length, high concentration of businesses, and heavily used pay stations, the 300 block will be the first to see changes. The currently existing mid-street stations will be moved north to within four city lots of the block's corner, and two extra pay stations will be added south within four city lots of the corner.

In 2026, two extra stations will be installed on the 400 block, which is longer than the 200, 500, and 600 blocks and has numerous businesses. The 200 block will receive two new stations in 2027, followed by two stations added to the 500 block in 2028. Finally, in 2029, one additional station will be installed on the 100 block of Main Street.

Community Centre - Energy & Emissions

Reductions Retrofit & Facility Infrastructure Renewals

CAPITAL

PROJECT SUMMARY:

The Energy & Emissions Reductions Retrofit project, funded by a substantial grant from the Government of Canada, aims to increase energy efficiency and slash emissions at the Community Centre. This comprehensive initiative includes upgrading HVAC equipment, implementing advanced heat recovery systems, and enhancing pool heat retention techniques.

The project's goals focus on significantly reducing natural gas and water consumption. By employing updated technologies, it targets a 60% decrease in greenhouse gas emissions—aligning with broader sustainability objectives and demonstrating a strong commitment to fighting climate change.

Beyond these primary initiatives, the project addresses critical infrastructure upgrades. Both the boiler and chiller systems, nearing the end of their operational life, will be replaced in 2024 and 2026 respectively. This upgrade will boost energy efficiency and ensure system reliability. Additionally, the fire suppression system will undergo a thorough refurbishment in 2025, enhancing safety and bringing the facility up to current standards.

Community Centre – Power Street Child Care Project

CAPITAL TYPE: RENEW

PROJECT SUMMARY:

PRIORITY: STRATEGIC

Construction has begun on a project to increase childcare capacity at the Penticton Community Centre. The initiative will add 80 new childcare spaces, addressing the growing demand for quality childcare services in the area. The former Bugaboo University site will undergo extensive renovation over several months for this transformative project. A strategic partnership between the City of Penticton and the YMCA of the Southern Interior BC makes this endeavor possible, combining their resources and expertise to enhance the existing facility.

Set to be completed by late 2025, the project will offer diverse childcare options for various age groups:

 12 spaces for infants and toddlers under 3, providing a nurturing environment for the youngest.

 44 spaces for children aged 3 to kindergarten, facilitating early learning and development, and

 24 spaces for school-aged children, offering before and after-school care options for working parents.

Dubbed the Power Street Child Care project, this initiative has gained substantial support from the provincial government. The B.C. government has shown its commitment to improving childcare accessibility with a significant $3.9 million grant, forming the cornerstone of the project's funding. This expansion marks a crucial step in Penticton's long-term strategy to address community childcare needs. It aligns with the city's ambitious goal of establishing 722 childcare spaces by 2030, reflecting a comprehensive approach to supporting families and fostering early childhood development in the region.

Connected Communities Projects - Facilities

CAPITAL TYPE: RENEW

PRIORITY: STRATEGIC

PROJECT SUMMARY:

The Connected Communities Capital Program was a two-phase application process for projects proposed by third-party organizations—such as sporting or community groups—that needed capital funding for City-owned amenities on City property. This initiative was made possible by the Council's decision to allocate a portion of the Growing Communities Fund to this program.

F FA -CC1 Activa te Penticton Society: Activate Penticton aims to enhance the outdoor rink by upgrading the public skating facility to improve inclusivity and safety. The project includes installing long-term netting and perimeter glass. Additional improvements include radiant heat for a warming hut, rubber mats, benches, waste receptacles, and bike racks. The project cost is $188,500, with Activate Penticton contributing $15,000 towards it.

F FA -CC2 Penticton & District Commu nity A rts Cou ncil (PDCAC) : The PDCAC project enhances the safety and security of the Lier House site, its tenants, and visitors. The project involves upgrading the upstairs flooring to durable vinyl. Additionally, the project includes the supply and installation of an intrusion alarm and CCTV system to ensure security for all user groups, faculty, service users, residents, and visitors. The project cost is $84,683, with the PDCAC contributing $2,000 towards it.

F FA -CC3 Penticton Lawn Bowl ing Clu b (PLBC): The PLBC project includes replacing the roof shingles of both the clubhouse and garage, installing new floors in the clubhouse, and supplying a new set of lockers. Both the roof and flooring have exceeded their useful life and require replacement to maintain the building's integrity. The project cost is $62,192, with the PLBC contributing $25,692 towards it.

Lakawanna Park - Spray Park, Splash Pad, Playground Equipment Replacement & Accessibility Upgrades

CAPITAL

PROJECT SUMMARY:

The spray park and splash pad at Lakawanna Park have reached the end of their lifespan and will be replaced to meet current Interior Health guidelines. The new structure, measuring approximately 200m², will feature smart water usage and a variety of spray elements. It will also prioritize inclusivity with accessibility features for people of all abilities. This upgrade will complement the adjacent playground, offering families more activities and options.

The play structure at Lakawanna Park, originally built in 2000, will be replaced with a new, improved version of similar size. This new structure will boast unique features to enhance the neighborhood's vibrancy. To preserve the beautiful, mature trees surrounding the park, the new design will minimize impact through topographical and undulating features. Accessibility and safety are key priorities, with improvements including better pathways, benches, picnic tables, lighting, bike racks, garbage cans, signage, and a water filling station. The existing irrigation system will also be upgraded. The plan adheres to guidelines from the Canadian Playground Safety Institute to ensure user safety.

Additionally in 2025, upgrades will be undertaken to improve the accessibility of both the public washroom and parking lot.

Water Supply, Refill, Wash & Cooling Stations

CAPITAL TYPE: NEW

CAPITAL PRIORITY: OPTIMAL/STRATEGIC

PROJECT SUMMARY:

Building on the Extreme Heat planning work completed in April 2023, in 2024 the City purchased and deployed a mobile potable water bottle fill station, and is working to install several water refill and wash stations throughout the city, with the overall goal of ensuring all residents and visitors, including vulnerable populations, have access to treated drinking water.

For 2025, the City aims to improve access by installing a permanent drinking water station and a misting/cooling feature in Gyro Park, enhancing the city's resilience to more frequent and longerduration extreme heat events in an area of high vulnerability based on heat mapping. Additionally, a temporary station cooling station will be procured and available for deployment around the community as needed. This initiative will benefit all 35,000 Penticton residents, along with thousands of visitors and tourists, and is partially funded by a grant received in late 2024.

This project will boost community health and well-being by providing access to drinking water and cooling opportunities in an area frequented by residents and tourists, especially during large events. It also promotes sustainability by reducing single-use plastic consumption and encouraging eco-friendly behavior—all contributing to reduced greenhouse gas emissions.

Connected Communities Projects - Parks

P R O J E C T S U M M A R Y :

The Connected Communities Capital Program was a two-phase application process for projects proposed by third-party organizations—such as sporting or community groups—that needed capital funding for City-owned amenities on City property. This initiative was made possible by the Council's decision to allocate a portion of the Growing Communities Fund to this program.

P K-CC1 Penticton P ickle ball Clu b: Resurfacing and slightly expanding the Skaha Tennis Courts is the most cost-effective way to progress toward providing 12 dedicated courts in the city. This plan will convert one of Skaha Park's three tennis courts into four dedicated pickleball courts, leaving two tennis courts. The minor court expansion can be done without harming nearby trees. The project's total cost is $270,000, with the Penticton Pickleball Club contributing $100,000.

P K-CC2 Penticton Safety Villa ge Society: As the Safety Village in Penticton nears its 40th year of operation, it requires restoration and renewal. This project will include installing a metal shade structure over the plaza gathering area, modernizing and renewing various infrastructure within the site, and enhancing accessibility at the entry. The total cost is $137,400, with the Penticton Safety Village contributing $6,000 toward the project.

P K-CC3 Sou th Okanagan Minor Baseball Associatio n (SOMB A): Infrastructure upgrades to three baseball diamonds in the city were identified to increase usage and safety for youth athletes, coaches, and spectators. Proposed upgrades include the addition of batting cages and a new backstop at Kiwanis, the addition of batting cages and fencing adjustments at McLaren, clubhouse improvements at McNicoll Park, and other minor works including additional storage. The project cost is $162,000, with SOMBA contributing $16,200 towards it.

Aging Water & Sanitary Sewer Infrastructure Renewals

CAPITAL TYPE: RENEW CAPITAL PRIORITY: OPTIMAL/STRATEGIC

PROJECT SUMMARY:

The basic function of a water distribution system is to transport the water from the treatment facility to the customer. In addition, distribution systems may also provide storage, as well as provide flow and pressure adequate for fire protection. The role of sanitary sewer systems is to get wastewater to treatment plants without any of it leaking from the pipes or overflowing from manholes. Leaks and overflows can both contaminate groundwater and nearby water sources.

2025:

 Water: Evergreen feeder construction – a feeder main is a large diameter pipeline that services a large area of the local water distribution system and is connected at limited locations.

 Sanitary Sewer: Woodlands Area relining (a “no dig” trenchless process where new epoxysaturated pipe tubing is inserted to existing pipes, inflated, and cured in place) & Lakeside Road main replacement from 4300 Lakeside to 4150 Lakeside (120m).

2026:

 Water: Westminster Avenue from Cambie to Middle Bench (plus side streets) with sidewalk construction on Westminster.

 Sanitary Sewer: McKenzie/McGraw Area relining.

Electric Vehicle (EV) Charging Stations

CAPITAL

PROJECT SUMMARY:

In 2022 the City received a grant from the Investing in Canada Infrastructure Program and CleanBC Communities Fund for the purchase and installation of four Level 3, 50 kW DC Fast Charger (DCFC) EV charging stations across the City. In Fall 2024, DCFC chargers are planned for installation at four strategically located sites that promote usage of local amenities and encourage foot traffic through local businesses. The locations are Skaha Lake Park East, Recreation Centre, S.S. Sicamous, and City Hall. The kiosks, which support the DCFC stations, have been wrapped with artwork designed by the Penticton Indian Band.

The kiosks have been designed to accommodate the co-location of Level 2 charging stations alongside the DCFC stations in 2025. DCFC stations are ideal for quick top-ups, while Level 2 charging stations are suitable for longer stays, providing flexibility for EV drivers. Co-locating EV charging stations bolsters the overall transportation network by providing access to multiple modes of charging and is aligned with the City’s Community Climate Action Plan.

Sidewalk Network Improvements

PROJECT SUMMARY:

Sidewalks play a crucial role in urban life. They serve as pathways for pedestrians, improving connectivity, encouraging walking and support transit users. Additionally, sidewalks function as public spaces, activating streets both socially and economically. Investing in safe, accessible, and wellmaintained sidewalks is essential for cities. The City has an annual program which prioritizes project areas each year. Plans for upcoming years include:

2025:

 Forestbrook Drive from Ontario Street to Penticton Creek, 225 meters

 Ontario Street from Eckhardt Avenue E. to Forestbrook Drive, 345 meters

 Manitoba Street from Forestbrook Drive to Duncan Avenue E., 636 meters

 Beatty Street from Allison Street to Bracewell Drive, 265 meters 2026:

 Phoenix Avenue, 70 meters

 Cornwall Drive from Cornwall Court to Baskin Street, 287 meters

 McKenzie Street from Kinney Avenue to McGraw Street, 621 meters 2027:

 Eraut Street and Dauphin Avenue – South Main to existing sidewalk on Eraut, 310 meters

 Van Horne Street – Government Street to existing sidewalk, 60 meters

 Cornwall Drive – Cornwall Court to McGraw Street sidewalk, 240 meters

Traffic Calming

CAPITAL TYPE: NEW CAPITAL PRIORITY: OPTIMAL

PROJECT SUMMARY:

Traffic calming measures can positively impact multiple aspects of urban quality, including safety, health, environment, and economy. These measures are physical implementations on streets designed to enhance residents' quality of life, encourage consistent lower-speed driving patterns, and improve safety for pedestrians and cyclists.

The City currently has 132 traffic safety related requests in various stages of progress. Of those requests 65 are traffic calming or speed related issues, 47 are crosswalk safety related issues which are addressed through the Crosswalk Improvement Program, and 20 are general intersection safety concerns. All these issues are reviewed, categorized, and prioritized by severity of issue, ease and cost of implementation, and whether these works can be coordinated with other City construction programs.

Common examples include speed humps, chicanes, elevated crosswalks, curb bump-outs, and diverters. In 2025 the City will be focusing on addressing as many of the low cost, easily implementable requests such as requests for speed humps and speed reductions on local residential streets.

Crosswalk Improvements

PROJECT SUMMARY:

The Crosswalk Improvement program is an annually funded initiative that invests in safety, accessibility, and lighting upgrades for existing and new marked crossing locations throughout the City. Currently, the City has 14 requests for new crosswalks in various locations around the City. Over the next few years, the City plans to review and address the following locations:

 2025: Westminster & Basset (existing), Green Ave & Eraut St (existing), 1 new (location TBD).

 2026: Vancouver & Abbott (existing); Duncan & OK College (existing), 1 new (location TBD).

 2027: KVR Trail & Edmonton (existing) & Main; Duncan & Moosejaw (existing), 1 new (location TBD).

Safe Routes to School

PROJECT SUMMARY:

The City is enhancing safety around schools and playgrounds through the Safe Routes to School program. This initiative aims to create a secure environment for students to walk, wheel, and roll to school. The process involves collaborating with the entire school community to identify ways to make active travel safer and more accessible.

The City has recently completed the safe route plans for both Carmi and Uplands elementary, and implemented recommended changes to the Uplands Elementary frontage with further plans for Manitoba Street to support the relocation of Carmi to KVR Elementary. The planning process is also currently underway for Skaha Elementary (working with Parkway Elementary community) and Columbia Elementary.

In 2025, the City will be supporting the implementation of measures recommended in the Skaha Elementary plan, particularly on and around Green Avenue. The City will also be working with Queens Park and Wiltse Elementary to develop their plans.

Raw Water Main Replacement

CAPITAL TYPE: RENEW

PROJECT SUMMARY:

CAPITAL PRIORITY: ESSENTIAL

Raw water is transported from Okanagan Lake to the City’s Water Treatment Plant at the top of Penticton Ave through a single 750mm diameter pipeline that was constructed over 25 years ago. This water is then combined with water from Penticton Creek, treated, and distributed throughout the community. The lake provides roughly 80% of our total demand, while the creek provides the remainder.

Over the last few years, there have been a number of water main breaks at the lower end of this critical infrastructure, which have taken this important asset offline while the repairs are completed. In 2025, 250 meters of this large diameter pipe from the Okanagan Pump Station to Main Street will be replaced to mitigate this risk, as well as a broader condition and hydraulic assessment for the entire length of the raw water main.

a pi t a l B u d g e t Su m m a ry by Fu n d E le c tri c C ap i ta l F un d

u m m ary o f C ap i ta l P ro j e c ts

Projectsareidentifiedwithestimatedcostsatahigh-levelandhavenotbeenfullyscopedorquotednorhastheyearoftheprojectbeen determined.Thepurposeofthislistingistoprovidevisibilitytopotentialadditionalcapitalneedsbeyondthoseincludedorfundedwithinthisplan. Pleasenotethatthislistisnotexhaustiveanddoesnotincludeallprojectsthatmayexistincludingthosewithinmasterplanswithnoestimated costsassociated.

Glossary

British Columbia Assessment (BCA): BCA develops and maintains real property assessments throughout the province in addition to providing real property information. BCA provides a stable base for property taxation in BC.

Business Improvement Area (BIA): is a defined area in which a specified tax levy or tax exemption program is authorized by bylaw.

Balanced Budget: A plan of financial operations where revenues and transfers from all sources equal all expenses and transfers.

Base Budget: The cost of continuing the existing levels of service for the previous year.

Carryforward: the process of transferring something from one period, stage or situation to another. Involves moving unused funds or balances to the next financial period.

Community Charter: The Provincial Legislation conveying many of the powers and responsibility to the City.

Consumer Price Index (CPI): is an indicator of changes in consumer prices experienced by Canadians. It is obtained by comparing, over time, the cost of a fixed basket of goods and services purchased by consumers. Since the basket contains goods and services of unchanging or equivalent quantity and quality, the index reflects only pure price change.

Canadian Union of Public Employees (CUPE): is the union representing Penticton's unionized workforce. The union Local is CUPE 608.

Capital Project: Major construction acquisition or renovation/renewal activities, which add value to the City's capital assets or significantly increase their useful life.

Development Cost Charges (DCC’S): are fees imposed by bylaw on new developments to assist in the funding of future infrastructure such as parks, new and/or wider streets, water, storm and sewer services.

Discretionary Grant: Each year the City awards discretionary grants to organizations for the purpose of providing funding under general guidelines established by policy.

Electrical Dividend: means the funds that are collected through electrical user fees that recognize return on the City's investment for operating an electrical utility and are transferred from the Electrical Fund to the General Capital Fund.

Federation of Canadian Municipalities (FCM): FCM has been a national voice of municipal government. Today, FCM advocates for municipalities to be sure their citizens’ needs are reflected in federal policies and programs.

Financial Plan: A Financial Plan is required each year under section 165 of the Community Charter, for the operating year and four following years, to authorize by bylaw the planned revenues and expenditures. The terms financial plan, and budget are often used interchangeably.

Freedom of Information and Protection of Privacy Act (FOIPPA): is an Act of the Legislative Assembly of British Columbia governing the public sector. The legislation defines public sector requirements for collection, use, disclosure and safeguarding of individuals personal information, decrees individuals right to access public sector records, including access to an individual’s own ‘personal information as well as records in the custody or control of a ‘public body’

Full Time Equivalent (FTE): is a unit of measure for employed individuals that makes them comparable despite working different hours per week, month or year. It is measured by the number of hours worked by all employees of an organization or department, divided by the standard employee work week.

Fund Balance: The combined total of revenues, expenditures, debt payments, debt proceeds, and inter fund transfers for a specific fund.

Government Finance Officers Association of British Columbia (GFOABC): established in 1989. A not-for-profit organization that represents local government finance professionals across BC. GFOABC focuses on the support, education and development of finance professionals.

International Association of Fire Fighters (IAFF): is the union representing Penticton's professional firefighters. The Union Local is IAFF 1399.

International Brotherhood of Electrical Workers (IBEW) Local 213: is the union representing Penticton's electrical workers.

Local Government Management Association of British Columbia (LGMA): Since 1919 the LGMA has supported excellence in local government by providing high quality, practical training and resources. The LGMA encourages the development of professional networking, connections and best practices among members.

Municipal Finance Authority of British Columbia (MFA): was created in 1970 to contribute to the financial well-being of local governments throughout BC. The MFA provides long-term, short-term and equipment financing as well as investment management and other financial services to communities and public institutions in BC.

Municipal Insurance Association (MIA): is a reciprocal insurance pool owned by members - local governments from across British Columbia. MIABC provides property, liability and cyber insurance.

Official Community Plan (OCP): is intended to define the vision of the community – how the community sees itself growing and developing in the future and ultimately what kind of place the community wants Vernon to be.

Okanagan Basin Water Board (OBWB): was instituted in 1970 as a collaboration of the three Okanagan regional districts to provide leadership on water issues spanning the Okanagan valley.

Public Sector Accounting Board (PSAB): is an independent body created to serve the public interest by developing accountin standards for the public sector.

Regional District of Okanagan Similkameen (RDOS): regional districts can provide a broad range of services, with the exception of roads, policing and those for which the province has not delegated authority. The choice of services is determined by the regional board of directors but only wiht the approval of the electors.

Southern Interior Local Government Association (SILGA): is an association comprised of elected officials from 37 cities, towns, villages, districts and regional districts in South Central British Columbia.

Union of British Columbia Municipalities (UBCM): was formed to provide a common voice for local government. In today's ever-changing world, where shifts in senior government policies, or in economic, social or political conditons can have an immediate effect on local governments. UBCM stands as a "listening post" for local government officials.