City of Revelstoke 2014 Budget First Draft

AgendaItem#3a.
F
Fina
anciial
P
Plan
n
N
November26,2013
2014-2018 Financial Plan
City
y of
Rev
velstokee
Page 3 of 27
AgendaItem#3a.
20142018 Financial Plan
Table of Contents
TableofContents....................................................................................................................................................i
ListofFigures..........................................................................................................................................................ii
ListofTables...........................................................................................................................................................ii
VisionStatement...................................................................................................................................................iii
MissionStatement.................................................................................................................................................iii
OfficialCommunityPlanExtract............................................................................................................................iv
2014CouncilObjectives........................................................................................................................................vi
Introduction...........................................................................................................................................................1
MeetingCouncilPriorities.....................................................................................................................................1
ConsolidatedResults.............................................................................................................................................1
MajorAssumptions................................................................................................................................................1
ConsolidatedRevenues.........................................................................................................................................2
ConsolidatedOperatingExpenses.........................................................................................................................2
ConsolidatedCapitalExpenditures........................................................................................................................3
OpportunitiesforCostReduction.........................................................................................................................4
LongTermDebt.....................................................................................................................................................6
CapitalReserves....................................................................................................................................................7
PropertyTaxes.......................................................................................................................................................7
UtilityRates...........................................................................................................................................................9
EconomicOutlook...............................................................................................................................................10
RiskstothePlan..................................................................................................................................................10
Conclusion...........................................................................................................................................................11
Page 4 of 27
AgendaItem#3a.
List of Figures
Figure12013Consolidatedrevenue......................................................................................................................2
Figure2Consolidatedoperatingexpenses............................................................................................................3
Figure3Longtermdebt.........................................................................................................................................6
Figure4Reserves....................................................................................................................................................7
Figure5TotalReserveFundingandexpenditure...................................................................................................7
Figure6Shareofpropertytaxbyclass..................................................................................................................8
Figure7Class4taxes..............................................................................................................................................9
Figure8Taxincreaseslast3years.......................................................................................................................9
Figure9Newconstruction...................................................................................................................................10
List of Tables
Table1ConsolidatedResults..................................................................................................................................1
Table2Netconsolidatedsurplus...........................................................................................................................1
Table3Accumulatedsurpluses..............................................................................................................................1
Table4Revenuegrowth.........................................................................................................................................2
Table5Maincostdrivers.......................................................................................................................................3
Table6Capitalexpenditures..................................................................................................................................3
Table7Capitalfunding...........................................................................................................................................3
Table8ListofCapitalProjects................................................................................................................................4
Table9Snowremovalcosts....................................................................................................................................6
Table10Debttoassetratio....................................................................................................................................7
Table11Reservetargets.........................................................................................................................................7
Table12Propertytaxincreases.............................................................................................................................7
Table13Propertytaxincreasesbyclass................................................................................................................8
Table14Taxesonexamplehouses........................................................................................................................9
Table15Taxesonexamplebusinesses..................................................................................................................9
Table16Utilityrateincreases..............................................................................................................................10
Table17Residentialutilityrates..........................................................................................................................10
Table18ConsolidatedFinancialPlan...................................................................................................................12
Table19ConsolidatedCapitalPlan......................................................................................................................13
Table20Generaloperatingfinancialplan............................................................................................................14
Table21Wateroperatingplan.............................................................................................................................15
Table22Seweroperatingplan.............................................................................................................................16
Table23Generaloperatingcontractedservices..................................................................................................17
Table24Generaloperatingmiscellaneousexpenses..........................................................................................18
ii
Page 5 of 27
AgendaItem#3a.
Vision Statement
Revelstokewillbealeaderinachievingasustainablecommunitybybalancingenvironmental,socialand
economicvalueswithinalocal,regionalandglobalcontext.Buildingonitsrichheritageandnaturalbeauty,this
historicmountaincommunitywillpursuequalityandexcellence.
Revelstokewillbeseenasvibrant,healthy,clean,hospitable,resilientandforwardthinking.Itwillbe
committedtoexercisingitsrightswithrespecttodecisionsaffectingtheNorthColumbiaMountainRegion.
Communityprioritiesinclude:opportunitiesforyouth;economicgrowthandstability;environmental
citizenship;personalsafetyandsecurity;aresponsibleandcaringsocialsupportsystem;afirstclasseducation
system;localaccesstolifelonglearning;spiritualandculturalvalues;anddiverseformsofrecreation.All
residentsandvisitorsshallhaveaccesstotheopportunitiesaffordedbythiscommunity.
Mission Statement
Ourmissionistoprovideoptimumqualityservicesandsecuritytoourcommunityandourvisitors,inafiscally
responsiblemanner.
Wewillendeavortoprovidecooperative,wellinformedandinnovativeleadershipinordertosustainour
uniquelysuperiorqualityoflife.
WearecommittedtofosteringastrongsenseofcommunityinRevelstoke,andwewillberesponsiveand
adaptivetochangingsocial,politicalandeconomicalconditions.
iii
Page 6 of 27
AgendaItem#3a.
Official Community Plan Extract

3.6 MUNICIPAL FINANCE
Background
TherapidgrowthofthecommunitywiththeRMRdevelopment createschallengesfor
balancingCityrevenues,costsandinvestments.
Cityoperatingrevenuesaresourcedfrompropertytaxes,andfeesforvariousservices,thegrantin
lieuoftaxesfromBCHydrofortheRevelstokedam,costsharingarrangements forparticularservices
withtheColumbaShuswapRegionalDistrict(e.g.fireprotection)andprovincialtransfers.Othercost
sharingarrangements withtheColumbiaShuswapRegionalDistrictincludeormayincludethe
airport,cemetery,orparksandrecreation.
Projectedoperatingcostscurrentlyexceedtheserevenues,promptingtheneedforcareful
consideration ofservicelevelstoavoidunacceptable taxincreases.
Substantialcapitalinvestmentsarenecessaryforroads,buildings,equipment,water,andsewer
enhancements tomeettheneedsofthegrowingcommunity.Theseinvestmentsarefundedthrough
generalrevenues,reserves,borrowing,development costcharges,grants,and,fortourism
infrastructure, resortmunicipality hoteltaxrevenues.Whiledevelopment costchargesaredesigned
tofundinfrastructurefornewdevelopment overthelongterm,intheshorttermtheCitymayhave
tofinancecommunityinfrastructureimprovements, oftenwithoutcertaintyaboutwhen
developments, anddevelopment costchargeswillberealized.
TheCitypreparesafiveyearfinancialplanwhichisupdatedannually.Therecentglobaleconomic
recessionhassloweddevelopmentplansinthecommunity.Thishasfurtherexacerbatedthe
challengeofmanagingmunicipalfinancestoanticipatetheneedsoffuturegrowthwhenthetiming
ofsuchgrowthisuncertain.
CommunityGoals
Appropriately balancerevenuelimitationswithexpendituresandinvestmentstomeet
communityneedsoverthelongterm.
Maintaineffectivemanagement,efficienciesandaccountability oftheCitysfiscalbudgetsand
operations.
Policies
Annuallypreparea5yearFinancialPlan,withcommunity consultation tosustainablybalance

revenueswithoperatingcostsandcapitalinvestments,retainingadequatereserves.
Includelifecycleanalysisofmajormunicipalcapitalpurchasesrecognizingthatmaintenance
andoperationsareasignificantcomponentofmunicipalexpenditures.
Identifyandplanfortheefficientallocationoftraditionalandnontraditionalfunding
sources.
iv
Page 7 of 27
AgendaItem#3a.
Continuetopursueseniorgovernmentfundingopportunities(i.e.additionalHotelTax,
GasTax,andinfrastructure orothergrantfunding).
ManageandacquireCityownedlandsconsistentwithaLandAcquisitionStrategy.
Developpartnershipsandshareresourcesandfundingwithprivate,publicandnon
profitorganizations, cooperatively pursuingresourcesandfunding.
DevelopacostrecoveryanalysisandfeestructureforallCityfeeforservicefunctions.
Considerdevelopment taxincentivesandfeesthatpromotecommunityamenities
suchasaffordablehousing,aginginplace,parksandrecreation,greenspaceand
publicsafety.
WorkwiththeProvincialassessmentauthorityandothermunicipalpartnersto
balancepropertytaxationandachieveamoreequitabletaxationsystem.
DevelopariskevaluationinconjunctionwiththeCity'sinsuranceprovider.
Assessandevaluateunfundedmandatesfromseniorlevelsofgovernment.
Exploretaxincrementfinancingordeferredtaxationfundingthatenhancesheritage
properties,andeconomicdevelopment.
EnsureCityfinancialpoliciesandpracticesareconsistentwiththeOfficialCommunity
Plan.
Appreciatetheimportanceofvolunteerisminfulfillingcommunityprioritiesand
supplementing Cityresources.
Page 8 of 27
AgendaItem#3a.
2014 Council Objectives
1.SafeguardInfrastructurethrougheffectivelongtermstrategies
TheCityofRevelstokewillprotectthecontinuanceofhealthyinfrastructureforcurrentandfuturegenerations.
Refinementofassetmanagementplanstoensureconsistencywithfiscalpoliciestoprotectappropriate
replacementofourinfrastructure.
Establishmeasuresreflectedinthe20142018financialplanthatsequentiallyreducestheCitysdebtto
assetratio.
Implementstrategiestoincreasereserves
Explorethemeritsofaboundaryextensiontoensuredevelopmentopportunitiesarealignedwiththe
greaterRevelstokeinfrastructureandservicecapacityandarecongruentwiththeRevelstokeMountain
MasterPlanAgreement.
2.DeterminationofCoreandnonCoreservicelevels
Weighingthediverseexpectationsandneedsofallresidents,businesses,andvisitors,theCityofRevelstokewill
establishservicelevelsforbothcoreandnoncoreactivitiesandprogramsthatareinharmonywithfiscal
prioritiesandlimitations.
ReviewandadoptionofDCCbylawthatreflectuponandbalancesthecommunitiesoverall
expectations.
Reviewallnoncoreservicesutilizingobjectivecommunityfeedbackastotheextentandlimitationsof
providingnonessentialcityservices.
Establishservicelevelsforcoreservicessuchasroads,parks,snowremoval,recreation,fireprotection
andpoliceservicesthatareinlinewithpublicexpectationsandfiscallimitations.
3.ImprovetheRevelstokeExperience
OptimizingtheuseoftraditionalandmodernmethodsofcommunicationwiththepublictheCityofRevelstoke
willimprovetheinteractionandexchangeofideaswithitscitizensandvisitors.
Providebettercustomerserviceandefficiencythroughtherealignmentofdepartmentalandoverall
corporatecommunications.
Changefromreactiveinformationtoproactiveengagement.
Changeconsistentbrandingofcorporatecommunications.
Conductsecondannualcommunitysatisfactionsurvey.
vi
Page 9 of 27
AgendaItem#3a.
Introduction
The20142018FinancialPlancontinuesinits
revisedformat.Itishopedthatthissimplified
presentationwillenablereaderstobetter
understandthecomplexitiesofthefinancial
plan.
2018
25.24
Expenses
21.10
21.06 21.11 21.27
21.38
1.65
2.11
2.92
3.37
3.85
ThesurplusshowninTable1aboveisthe
consolidatedoperatingsurplusbefore
accountingforcapitaloutofrevenue,debt
principalrepayments,transfersfromequityin
capitalassets(tocoveramortization)and
transferstoreserves.Afteraccountingforthese
itemsthenetsurplus/deficitbecomes:
$millions
Net
surplus/
deficit
Accumulated
surplus
2014
0.09
1.03
2015 2016 2017

0.11 0.03 0.47
1.15
1.18
1.65
2018
0.74
2.39
Table2Netconsolidatedsurplus
Theaccumulatedconsolidatedsurpluscanbe
attributedtoeachofthethreeoperatingareas
asfollows:
Meeting Council Priorities

Councilhassetanumberofobjectivesfor2014,
someofwhichwillhaveadirectimpactonthe
financialplan.Themostnotableoftheseare:
2015 2016 2017

23.17 24.03 24.63
Table1ConsolidatedResults
Theconsolidatedfinancialplanshowsthe
operatingexpensesforalldepartments,
includingwaterandsewer.Italsoshowsallthe
operatingexpensesbytype.Thisprovidesthe
readerwithnotonlyanindicationofthe
proposedexpendituresperdepartmentbutalso
howthoseexpendituresareallocatedbetween
thevariouscosttypes.
2014
22.75
Surplus
Thefinancialplanstartswithaconsolidated
summary(Table18page12)withfollowing
subsidiaryscheduleswhichprovidefurther,
progressivedetailsupportingtheconsolidated
plan.
$millions
Revenue
$millions
General
Water
Sewer
Total
Theinclusionof$125,000over2years,
commencing2014,forfurther
departmentalreviews1.
Theadditionofoneadditionalpolice
officerin2013didnotproceedandhas
nowbeeneliminatedfromthebudget.
Targetedcutsinhourstosave
employmentcosts.Someservicelevels
willbeaffected.
2014
0.60
0.37
0.07
1.03
2015
0.73
0.38
0.04
1.15
2016
0.89
0.27
0.02
1.18
2017
1.14
0.45
0.06
1.65
2018
1.54
0.68
0.18
2.39
Table3Accumulatedsurpluses
Major Assumptions
Theconsolidatedresultsarebasedonthe
followingassumptions:
Consolidated Results
Forthe20142018periodtheprojected
consolidatedresultsareasfollows:
Servicelevelswillbereducedin
targetedareastominimizeimpactto
thepublic.
CPIwillcontinuegenerallyinthe2%
range2.
CPIisnotthebestindicatoroffuturecostincreases
formunicipalitiesbecauseitisnotrepresentativeof
thetypesofgoodsandservicesnormallypurchased
TheFireDepartmentreviewwascompletedin
2013.
Page 10 of 27
AgendaItem#3a.
Propertytaxeswillincrease3.90%in
2014andanaverageofabout2.7%a
yearthereafter3.Approximately3%of
theincreasefor2014relatestothe
recoveryofrevenuelostfrom
successfulsupplementaryassessments
in2013.
Propertytaxgrowthfromnew
constructionwillaverage3%ayear4
Feesandchargesrateswillincrease
approximatelyinlinewithCPI.
Utilityrateswillincreasegenerallyata
higherratethanCPItomeet
operationalandcapitalrequirements.
2014ConsolidatedRevenue
9%
1%
5%
Taxation&grants
3%
4%
Services
Ownsources
Unconditionaltransfers
57%
Other
Figure12013Consolidatedrevenue
Revenuegrowthisattributabletothemain
categoriesasfollows:
Consolidated Revenues
Thetotalconsolidatedrevenuein2014is
expectedtoincreasebyabout1.9%over2013
(includingnonTCAfunding).IfnonTCAfunding
isexcludedfromthecalculationtheincrease
becomes4.16%.Whenhoteltaxandinternal
equipmentearningsareremovedtheincrease
becomes3.59%.
$
2013
2014
Taxation&
grants
12,520,626 12,912,403
Services
4,645,518 4,920,335
Ownsources
956,300 1,006,800
Unconditional
transfers
550,000
600,000
Conditional
transfers
1,064,000 1,126,500
NonTCA
2,399,150 1,995,600
Other
184,782
184,782
Total
22,320,376 22,746,419
Exc.NonTCA 19,921,226 20,750,819
bylocalgovernments.Sincemunicipalitiescostsare
morelikelytoinvolveconstruction,road
maintenanceetc.thesecostsaremorealignedwith
thepriceofoilandtheconstructioncostindex
(ENR).TheCityofSt.Albert,AB,hasforecastthatits
MPIfor2013willbe3.5%andinthelast3yearsit
hasbeenbetween3.1%and3.7%.
(www.stalberttaxpayers.org/index.org/index_htm_fil
es/03_AR_MPI.pdf)
3
InaccordancewithBill55theClass2(Utilityrate)is
setat2.77timestheClass6(Business)rate.
Therefore,thepropertytaxincreaseforClass2may
notequaltheaverage.Also,in2012,Council
reducedtheClass4(MajorIndustry)ratetoequate
totheClass5(LightIndustry)rate.Ifthesame
approachisadoptedin2013,therateincreasefor
Class4maynotequaltheaverage.
4
Theaverageforthelastfiveyearshasbeen4.7%
withameanaveragecloserto3%.
%Inc.
3.1%
5.9%
5.3%
9.1%
5.9%
16.8%
0.0%
1.9%
4.16%
Table4Revenuegrowth
Consolidated Operating Expenses

Totalconsolidatedoperatingexpensesin2014
areexpectedtoincreasebyabout1.5%over
2013(includingnonTCAexpenditures).Ifnon
TCAexpendituresareexcludedfromthe
calculationthentheincreasebecomes3.7%.
Thefollowingtableindicatesthemaincost
drivers:
Conditionaltransfers
NonTCA
21%
Page 11 of 27
AgendaItem#3a.

$
2013
2014
Employment
6,969,150 7,173,925
Contracted
services
3,057,595 3,190,350
Miscellaneous 1,817,220 1,854,070
Other
3,390,675 3,667,950
operating5
Amortization
1,725,000 1,725,000
Interest
1,056,343 1,068,840
NonTCA
2,763,092 2,415,914
Total
20,779,075 21,096,049
Exc.NonTCA 18,015,983 18,680,135
Consolidated Capital Expenditures
%Inc.
2.9%
Thecityscapitalworksprogramme
incorporatesavarietyofdifferentprojectsfrom
roadreconstructiontovehiclereplacement,to
majorrepairsandothernonreoccurringasset
maintenanceitems.CityPolicyF10(Capital
Asset)setstheparametersforcapitalizationof
assets(TCAs)andthosethatmustbeexpensed
intheyearofacquisition(nonTCAs).TCAsare
amortizedovertheirusefullivesand,again,
PolicyF10setstheapplicableamortizationrate
accordingtothecategoryofasset.
4.3%
2.0%
8.2%
0.0%
1.2%
12.6%
1.5%
3.7%
Table5Maincostdrivers
By2018consolidatedexpensesareforecastto
riseby2.91%.IfnonTCAsareexcludedthe
increasebecomes9.56%overthe5yearperiod
and9.95%whenfurtherexcludinghoteltax
expendituresandinternalequipmentcharges.A
moredetailedanalysisofthevariouscost
driverscanbefoundonpages1218.
Insummary,TCAexpendituresareexpectedto
beasfollows:
$000s
General
Water
Sewer
Total
2014
1,882
659
828
3,368
2015
2016 2017
836 1,706 1,981
1,028
775
811
315
590 2,090
2,179 3,071 4,882
2018
1,500
1,200
4,799
7,499
Table6Capitalexpenditures
2014ConsolidatedExpenses
andfundingfortheseexpendituresis
anticipatedtocomefromthefollowingsources:
12%
5%
34%
8%
Employme nt
$000s
Reserves
Grants
Debt
DCCs
Revenue
Total
Contractedservices
Miscellaneous
Otheroperating
Amortization
17%
Inte rest
9%
15%
NonTCA's
2014
1,778
195
800
350
246
3,368
2015
2016 2017
1,448 1,427 1,152
395
210 1,558
0
0
467
80
530
400
256
905 1,306
2,179 3,071 4,882
2018
900
2,913
2,036
290
1,360
7,499
Table7Capitalfunding
Someofthecapitalprojectsbeingconsidered
overthenextfiveyearsinclude6:
Figure2Consolidatedoperatingexpenses
Generaloperatingexpensesonlyareforecastto
increaseby1.15%in2014and3.07%by2018.
ExcludingnonTCAsthesenumbersbecome
3.77%and9.95%respectively.Inrealterms,
overallspendingisforecasttoreduce.
Includesinternalequipmentchargesoffsetby
equivalentinternalequipmentearnings.In2014
thesehavebeenincreasedby$100,000(SeeTable9
page6).
Thelistisillustrativeonlyanddoesnotcontainall
thecapitalprojectsinthe20142018financialplan.
Page 12 of 27
AgendaItem#3a.

Project
Cityhallrenos
(b/fwdfrom
2013)
Firetruck#2
Watertender
KovachPark
washrooms
Skateboard
Park
Pumptrack
TCHwater
main(Oak
Drive)
Hydrant
replacement
programme
Scrubberfor
odourcontrol
STPexpansion
Seweroutflow
relocation
Downieforce
main
replacement
Year
800,000
2014
500,000
225,000
2015
2015
80,000
2014
50,000
20142016
30,000
2014
200,000
2014
300,000
20142018
200,000
2014
1,200,000
2017
4,500,000
20152018
1,000,000
20152018
increasing.Provincial/territorialgovernment
expenditureshavebeenincreasingatalmost
thesamerateastheirrevenues.However,both
federalandprovincialgovernmentrevenuesfell
in2009.Municipalgovernmentexpenditures
havebeenincreasingatafasterratethantheir
revenuesoverthepast20years7.
Itisimportanttoappreciatethatthecityis
subjecttoavarietyofdifferentcostpressures:
Inflation.
Demandsforneworimprovedservices.
Developmentgrowth.
Downloadingfromseniorgovernments.
Nevertheless,thereisalwaysopportunityfor
costreductionbutthisinevitablyrequiressome
difficultdecisionsonthepartofCouncil.
Followingacitizensatisfactionsurveycarried
outintheFallof2013,itwasevidenttoCouncil
thatresidentsweregenerallysatisfiedwiththe
levelofservicesprovidedanddidnotwantto
seethemreducedtosavecosts.Itisthe
responsibilityofmanagementtofollow
Councilsdirectionintheprovisionofservices
toourcitizensinthemostefficientandcost
effectivewaypossible.Managementwill
continuetoreviewthewayinwhichweprovide
servicesandbringopportunitiesforcost
reductionstoCouncilforreviewastheyarise.
Table8ListofCapitalProjects
Roadreconstructionisestimatedtobe$2.8
millionoverthenextfiveyears.Amortizationof
roadsandbridgesamountstoabout$500,000a
year.Sothecityisinvestinginitstransportation
infrastructureataslightlyhigherratethanthat
atwhichitisbeingconsumed.However,itis
notclearatthistimewhetherthisdifferentialis
sufficienttoaddresstheaccumulated
infrastructuredeficitinareasonabletimeframe.
Theequipmentreplacementprogramme
introducedmanyyearsagocontinuesto
eliminateagingandcostlytomaintain
equipment.PublicWorksreportsthatin2007
theaverageageofitsfleetwas13.64yearsand
thatin2013itis10years(20128.94years).
ThereorganizationatCityHallthattookplacein
2013isagoodexampleofprovidingbetter
servicetoourcustomerswhilecontainingcosts.
Opportunities for Cost Reduction
Overthepast20years,federalgovernment
expendituresinconstantdollarspercapitahave
beendeclining,whiletheirrevenueshavebeen
FederationofCanadianMunicipalitiesTheState
ofCanadasCitiesandCommunities2012
Page 13 of 27
AgendaItem#3a.

Employment Costs
Subcontract Costs
Asemploymentcostsrepresentalmost40%of
allcityoperatingexpenses,itisclearthatany
substantialreductionincostswillinvolve
reductionsinthelabourforce.
Theseincludecertainmandatoryexpenditures
suchastheRCMPcontract,VictimServicesand
Transitwhichmakeupthebulkofthisexpense.
Othersubcontractcostsmaynotbemandatory
butareessential,suchassnowremoval.Of
theseexpensesperhapsabout$1millionmight
beconsiderednoncontractualordiscretionary.
(SeeTable23page17).
Azerobasedbudgetapproachisusedin
determiningemploymentcostsinthefinancial
planningprocess.Eachyearanestimateismade
ofthehoursrequiredtocarryoutthecitys
variousfunctionsandworkprojects.For2014,
thisnumberis154,163hours8(157,231hours
2013)andincludes3,708hoursofovertime
(4,137hours2013).Theanticipatedcost,
includingbenefits,amountsto$7,149,340,
whichincludes$118,6009forMayorandCouncil
and$64,60010forthevolunteerfirefighters.The
actualbudgetedcostintheconsolidated
financialplanfor2014is$7,173,925.Fringe
benefitcostshaverisentoanaverageof36%11
ofgrosswageoverthelast3yearsyetwehave
onlybeenbudgetingatabout30%.This
deficiencyimpactsourabilitytostayonbudget
whileprovidingthelevelsofserviceexpected.
Thecurrentplannowincludesfringebenefit
costsatanaverageof36%.
Specificserviceleveloperatingcostincreases
areasfollows:
Mountainroadsnowclearing$37,000.
Itisanticipatedthatthecitywillbecome
responsibleforplowingMountainRoadin2014.
Miscellaneous Costs
Asubstantialportionoftheseexpenditures
(about$1million)areoffsetbyequivalent
revenues.Thebalanceofabout$600,000orso
relatestodiscretionaryitems.(SeeTable24
page18).
FundingfortheSocialStrategyCoordinator
remainsfor2014butisthenforecasttoreduce
by50%in2015andtobeeliminatedthereafter.
Sewer Costs
Specificserviceleveloperatingcostincreases
relatetoodourcontrolandareasfollows:
Thisnumberdoesnotincludehourscommittedto
capitalprojects.
9
Assumingananticipated$2,000increaseover
2013.
10
Thisincludesthemonthlystipend,weekend
standbycompensationanddisabilityinsurance.
11
Fringebenefitsincludevacationaccrual,employer
pensioncontributions,CPPandEIandother
contractualobligationsundertheunioncontracts
andmanagementcompensationbylaw.Thecitys
WCBpremiumsalonewillincreasebyabout30%in
2014(about$30,000).
Materialsandsupplies$15,000.
Snow removal costs

In2014,thesnowremovalbudgetreflectsprior
actualresults:
Page 14 of 27
AgendaItem#3a.
Grosscosts
Equip.
rental
internal12
Netcost
Perkm13:
Roads14
Sidewalks
Ave.actual
last3years
1,084,478
2013
Budget
942,000
2014
Budget
1,060,750
239,590
844,888
5,120
2,021
120,000
822,000
4,982
1,966
220,000
840,750
expectedlifeinexcessofthedebtcontracted,
thereisavalidargumentthatperhapslong
termdebtshouldnotbeusedforthistypeof
project.Thisfinancialplanshowsthatthecitys
relianceonborrowingforroadreconstructionis
completelyremoved.Toachievethis,road
projectshavebeendelayeduntil2016andthe
generaloperatingreservebalancehasbeen
allowedtoreduce.Theplandoesnotanticipate
borrowinglongtermforanywaterprojectsand,
asaconsequence,ourgeneralandwaterdebt
decreasefurtherbytheendofthefiveyear
plan.
5,045
2,011
Table9Snowremovalcosts
Long Term Debt

ThecityisrestrictedbytheCommunityCharter
astohowmuchitcanborrowlongterm.Itcan
onlyborrowlongterm15forspecificassetsand
notoperationalexpenses.Also,thelengthof
theloancannotexceedtheusefullifeofthe
assetacquired.Therearealsospecific
regulationssetbytheprovincethatlimitsthe
cityscapacitytoborrowlongterm.
LongTermDebt
Millions
12
10
8
6
4
Overthepast10yearsorsothecityhas
borrowedtohelpfundseveralmajorprojects.
TheseincludetheRCMPbuilding,thewater
filtrationplantandtheaquaticcentre.Almost
50%oftheprincipalandinterestapplicableto
theRCMPbuildingisreimbursedtothecityby
thefederalgovernmentbywayofrent,while
thecityscontributionthroughdebttothe
filtrationplantandaquaticcentreleveraged
significantgrantfunding.Wehavealso
borrowedtoaddnewinfrastructuresuchasthe
ArrowHeightswaterreservoirandtoreplace
aginginfrastructuresuchastheTCHreservoir.
However,aportionofthecitysaccumulated
longtermdebtrelatestoroadreconstruction
and,althoughtheseareassetsanddohavean
2
0
2014
2015
2016
2017
2018
General
11,358,575
10,828,907
10,276,232
9,699,541
9,100,713
Water
2,879,437
2,619,122
2,346,943
2,062,358
1,764,801
Sewer
3,630,896
3,501,167
3,366,248
3,692,932
5,567,321
Figure3Longtermdebt

However,sewerborrowinggrowsbytheendof
theplan.Theprojectsdrivingtheincreasein
borrowingaretheIllecillewaetseweroutflow
relocationtotheColumbiaRiverandfurther
upgradestothesewertreatmentplant.Ithas
beenassumedthatgrantfundingwillbe
availablefromseniorgovernmentsforthe
sewerprojects,butifthesearenotforthcoming
itwillmeanasignificantincreaseindebt.
12
Cityequipmentchargedtothefunctionandalso
showingasrevenue.
13
Costsbetweenroadsandsidewalkshavebeen
apportionedona10:1basis.
14
Roadsincreasefrom150kmsto151.5kmsin2014
withtheadditionofMountainRoad.
15
Anyperiodbetween5and30years.
Thecitysprojecteddebt(longterm)toasset
ratioisasfollowsanditcanbeseenthat
CouncilsobjectiveofreducingtheratioIsbeing
met:
6
Page 15 of 27
AgendaItem#3a.

2014
28.29%
2015
26.64%
2016
24.61%
2017
22.69%
andtheamountbeingwithdrawntomeet
expenditures:
2018
22.24%
Table10Debttoassetratio
TotalReserveFundingandExpenditure
Millions
Capital Reserves
Thecitycontinuestostruggletomaintain
adequatefundsinitscapitalreserves.Ifreliance
ondebtgoingforwardistobecurtailedthen
moreneedstobedonetoensurethatcashis
availabletomeetourcapitalexpenditures
whenneeded.
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
2014
Thecurrentfinancialplanforecastsreserve
fundstobeatthefollowinglevelsattheendof
eachyear:
2015
2016
Funding
2017
Expenditure
Millions
Figure5TotalReserveFundingandexpenditure
5.00
Thefundinggapin2014needstobeeliminated
ornarrowedconsiderablyifthecityisto
maintainandbuilditsreservefundseffectively.
4.50
4.00
3.50
3.00
2.50
2.00
In2013,CounciladoptedaReservesand
SurplusesPolicywhichsettargetsforminimum
andoptimallevelsforvariousreservesand
surpluses.Thefollowingtableshowshowthe
cityisperformingthusfar:
1.50
1.00
0.50
0.00
2014
2015
2016
2017
2018
Figure4Reserves
Category ofreserve
Thebalancesshownintheforegoingchartdo
notincludetheElectricUtilityReserveFund,or
theSnowRemovalReserveFund.TheElectric
UtilityReserveFundcontains$1millionwhichis
fullyinvestedinRevelstokeCommunityEnergy
Corporation(RCEC).TheSnowRemovalReserve
Fundisbeingfundedat$50,000peryearfrom
generaloperating.Bytheendof2018itis
anticipatedthatthisfundwillcontainalmost
$236,000providedthatitdoesnotneedtobe
usedintheinterimtohelpequalize
unexpectedlyheavysnowremovalcosts.
Statutory
Capital
General
Other
%of
minimum
balance
94.11%
40.25%
81.49%
79.89%
%of
optimum
balance
53.78%
21.39%
43.22%
49.14%
Table11Reservetargets
Property Taxes
Propertytaxesareforecasttoincreaseon
averageacrossallclassescombinedasfollows:
2014
3.66%
2015
3.50%
2016
3.25%
2017
2.50%
2018
1.50%
Table12Propertytaxincreases
In2014,thereisasignificantdisparitybetween
theamountoffundinggoingintothereserves
Page 16 of 27
2018
AgendaItem#3a.

In2014,theincreasesanddecreasesforthe
individualpropertytaxclassesareasfollows16:
2014
1
1%
Class
1Residential
2Utility
4MajorIndustry
5LightIndustry
6Business
8Seasonal
Average
2
4
37%
Increase/Decrease
3.90%
6.51%17
11.82%18
3.90%
3.90%
3.90%
3.66%
53%
2%
4%
4%
Figure6Shareofpropertytaxbyclass
Table13Propertytaxincreasesbyclass
Propertytaxgrowth(revenuefromnew
construction)isexpectedtocontributeafurther
$38,343(or0.44%)20innewtaxrevenuein2014
andthencontinuetogrowatabout3%ayear
fortheremainderofthefinancialplan.An
amountof$0hasbeenexcludedfromthe2014
taxationrevenuebudgetasahedgeagainst
futurefluctuationscausedbyongoingand
potentialassessmentappeals21.
CityPolicyF9RevenueandPropertyTaxsetsa
targetofClass1Residentialpropertytaxes
being50%oftheoveralltaxburden.A
substantialshiftinNMCassessmentvaluefor
2013fromClass6toClass1willlikelymakethis
targetachievablegoingforward.However,we
willhavetowaituntiltherevisedrollis
publishedattheendofMarch2014toseewhat
theendresultislikelytobe.In2014,the
propertytaxpieisdividedasshowninthe
followingchart19:
Whatdoesthismeanforindividualproperty
owners?Well,forhomeownersthefollowing
tableindicatestheaveragetaxincrease22
applicabletoexampleassessmentvalues23:
16
Thesenumbersareprovisionalonlyandsubjectto
changeonceactualassessmentnumbersfor2014
areknown.
17
TheClass2rateisrestrictedtoamaximumof2.77
timestheClass6rate.Therefore,thispercentage
changemayalterdependingupontheactual
variationinassessmentvaluesandtaxrates.
18
ItisassumedthattheClass4ratewillbethesame
asClass5inaccordancewithCouncilsdirectionin
2012and2013.AstherelationshipbetweenClass4
and5assessmentsisnotyetknownfor2014the
exactincreaseforClass4cannotbedeterminedat
thetimeofwritingthisreport.
19
Thisisaprovisionalresultandsubjecttochange
followingthereleaseofassessmentvaluesfor2014
byBCAA.
20
ThisisbasedonBCAAsprovisionalnumberof
$16,942,300(net)innewconstruction(NMC)for
2014.Class1(Residential)isshowinganincreaseof
$21,014,500whileClass6(Business)isshowinga
reductionof$4,886,200.Thismeansthatmoretax
isshiftedfromClass6toClass1.
21
See2013revisedassessmentroll.
22
Relatestomunicipaltaxesonlyanddoesnot
includeschooltaxes,CSRD,MFA,BCAA,orutilities.
23
Thesenumbersareprovisionalonlyandsubjectto
changeonceactualassessmentnumbersfor2014
areknown
Page 17 of 27
AgendaItem#3a.

House
Class4Taxes
Assessment
2013
$100,000
$250,000
$500,000
2014
$96,441 $241,103 $482,207
Taxes
2013
$441
$1,102
$2,204
2014
$458
$1,145
$2,290
Increase
$17
$43
$86
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
Table14Taxesonexamplehouses
2010
2011
2012
2013
2014
ForbusinessownersfallingwithinClass6,the
resultsareasfollows:
Business
Assessment
2013
2014
Taxes
2013
2014
Increase
Overall,propertytaxincreaseshaveaveraged
approximately2.25%ayearoverthelast3
years.Business(Class6)hasaverageda1.5%
annualincreasewhileresidential(Class1)has
averaged3.33%ascanbeseeninthechartthat
follows:
$100,000
$111,137
$1,832
$1,903
$71
$250,000
$277,842
$4,579
$4,758
$179
Figure7Class4taxes
C
$500,000
$555,684
$9,158
$9,515
$357
Table15Taxesonexamplebusinesses
Taxincreases last3years
Thepropertytaxincreasesshowninthe
foregoingtablesarebasedonaverageincreases
ordecreasesinassessmentvalues.
Average
Class8
Class6
Class5
Class4
24
Since2009,Class4(MajorIndustry)taxation
willhavebeenreducedfromjustover$400,000
tojustunder$250,000in2012.In2013,Council
madetheClass4ratethesameastheClass5
rate.Thishasresultedinanincreaseintaxesfor
Class4asshowninthechartbelow:
Class2
Class1
20.00% 15.00% 10.00%
5.00%
0.00%
5.00%
Class5
0.00%
10.00%
15.00%
20.00%
Class2
4.63%
Class4
11.89%
2012
2.50%
8.42%
16.04%
2013
3.50%
1.68%
23.28%
3.50%
3.50%
3.50%
3.96%
Average
3.33%
1.82%
1.55%
1.83%
1.50%
1.83%
2.25%
1.00%
Class8
0.00%
2.00%
Figure8Taxincreaseslast3years
Utility Rates
Asmentionedpreviouslyinthisreport,utility
ratesareforecasttoincreaseoverthetermof
thefinancialplan.Utilityrates(bothresidential
andcommercial)areproposedtoincreaseas
follows:
24
DownieTimberistheonlytaxpayerinthisclass.
30.00%
Class1
4.00%
2.00%
Class6
0.00%
25.00%
2011
Page 18 of 27
Average
1.27%
1.53%
AgendaItem#3a.

2015
2016
2017
2018
Water
10.1% 7.0%
Sewer
4.4% 6.4%
Garbage 0.0% 2.0%
7.6%
6.0%
2.0%
5.9%
1.9%
2.0%
0.0%
1.9%
2.0%
2017
$450
$270
$117
2018
$450
$275
$119
Rate
Inc.
2014
Table16Utilityrateincreases
appearstobeaslowingtrendoverall,therateis
stillhigherthangeneralinflationandprovides
taxpayerswithmoredisposableincome.
Economicuncertaintyhasimpactedthecityin
recentyearsbywayoftheerraticnatureof
buildingdevelopment.Overthelast6years
newconstructionhasbeenasshowninthe
followingchart:
Water
Sewer
Garbage25
2014
$369
$235
$150
2015
$395
$250
$112
2016
$425
$265
$115
Millions
Residentialutilityrateswillbe:
Table17Residentialutilityrates
Aswell,sewerfrontagetaxwillincreasefrom
$0.70to$1.40in2014.Thepurposeofthe
sewerfrontagetaxistoraisefundsforcapital
purposesandhasbeenat$0.70sincethe
1970s.Thistaxisimposedequallyonboth
residentialandnonresidentialpropertythat
frontsasewerlinetoamaximumof200feet
(minimum50feet).
Newconstruction
100
50
0
2008 2009 2010 2011 2012 2013
Figure9Newconstruction
Economic Outlook
Asaresult,itisdifficulttopredictwithany
degreeofaccuracywhattheleveloffuture
activitymightbeand,therefore,thedemand
forfutureservicesalongwiththepotentialfor
futuretaxgrowth.
Atthetimeofwritingthisreporttheglobal
economicclimateisshowingsignsofslow
improvement.Theredonotappeartobe
indicationsofsignificantpressureoninterest
ratesandthesearelikelytostaylowforthe
mediumtermasinflationremainswithintarget
parameters.
Risks to the Plan

Thereareseveralrisksthatcouldimpactthe
financialplanaspresented:
InAugust2013,QMIAgencyreportedthat
Canadianscanexpecttheirsalariestorisein
2014byanaverageof2.6%(accordingtoaHay
Grouppollofmorethan500privateandpublic
sectoremployers).Thisisontopofanaverage
increaseof2.9%in2013.Soalthoughthere
25
Thegarbagecollectionanddisposalrateincludes
theresidentialrecyclingfeeof$40.In2015,thisfee
willdisappearasMMBCwillbecomeresponsiblefor
collectingrecyclablematerialsunderaprovincial
programme.
Thefinalresultsfor2013willnotbe
knownuntilthespringof2014.Several
revenuestreamshaveunderperformed.
Thesnowremovalbudgetremainingfor
2013isabout$230,000.Thismayor
maynotbesufficient.
Appealsagainstassessmentvalues
continuetobemadeandtheseare
oftensuccessfulresultinginlost
revenuestothecity.Thecityhaslost
morethan$250,000intaxation
10
Page 19 of 27
AgendaItem#3a.
andsewerfunctionswheresignificantrate
increasesareanticipatedinordertomeetthe
costsofcapitalprojects.
revenuesin2013astheresultof
successfulappealswhichwillseriously
impacttheresultfortheyearandmore
thanabsorbedtheadditional1.5%tax
increaseimposedin2013tobolster
reservesandsurpluses.Itislikelythat
thiswillreducetheamountof
accumulatedsurplusavailableforcarry
forwardattheendof2013unless
effortstooffsetthiswithcutsin
expendituresprovesufficiently
successful.
ThecurrentCUPEcollectiveagreement
expiresDecember31,2013.
TheIAFFcollectiveagreementfor2010
2011hasbeensettled,butfirefighters
havebeenwithoutacontractsince
January1,2012.
Noneoftherecommendationsfromthe
FireDepartmentReviewhavebeen
incorporatedinthefinancialplanthus
far.Someofthemcomewithacostand
ifCouncilwishestopursueanyorallof
therecommendationsappropriate
provisionforthesecostswillhavetobe
madeintheplan.
Inordertoensurethattaxandrateincreases
aremaintainedatreasonablelevelsitwillbe
necessarytocontinuetocriticallyreviewboth
capitalprojectsandservicelevels.
Conclusion
Thisisadraftversionofthefinancialplanfor
20142018andissubjecttochange.
Ongoingaggressiveappealsagainstproperty
assessmentsandclassificationshavecreated
enormouschallengesforthecityintryingto
accuratelypredictrevenues.Webelievethiswill
continueandthecityislikelytobefacedwith
revenueshortfallsintotheforeseeablefuture.
Thepressuretodealwithaneverincreasing
burdenofcapitalprojectsasourinfrastructure
isconsumedplacesacutestressonourlimited
resources.Thisisparticularlyevidentinwater
11
Page 20 of 27
AgendaItem#3a.

ConsolidatedFinancialPlan
2012
Budget
Revenues
Taxationandgrants
Saleofservices
Other&ownsources
Provincialunconditionaltransfers
Provincialconditionaltransfers
NonTCAfunding
Othercontributions&donations
TotalRevenues
Actual
Ave.Actual3
years
11,953,600 11,909,023 11,117,821

4,209,607 4,550,589 4,275,462
989,800
950,501 1,044,093
550,000
549,920
550,211
685,000 1,158,583 1,149,392
1,882,000 1,598,671 1,356,336
180,945
142,135
79,603
20,450,952 20,859,422 19,572,919
OperatingExpensesbytype
Employmentcosts
Travelandmeetingexpenses
Telephone
Advertising
Licencesandinsurance
Memberships&conferences
Contractedservices
Officesupplies
Utilities
Miscellaneous
Freight,courier&postage
Legal&professional
Maintenanceofbuildings&equipment
Materials&supplies
Equipmentrental(internal&external)
Grantsinaid
Vehiclemaintenance&fuel
Amortization
Interest
Subtotal
NonTCAexpenditures
Totaloperatingexpensesbytype
2013
2014
2015
2016
2017
2018
Budget
Budget
Budget
Budget
Budget
Budget
12,520,626 12,912,403 13,592,073 14,289,510 14,956,425 15,567,147

4,645,518 4,920,335 4,974,592 5,194,649 5,348,951 5,376,474
956,300 1,006,800
965,800 1,006,800
998,900
998,900
600,000
600,000
600,000
600,000
600,000
550,000
1,064,000 1,126,500 1,091,500 1,091,500 1,091,500 1,091,500
2,399,150 1,995,600 1,757,700 1,663,400 1,444,300 1,353,000
184,782
184,782
184,782
184,782
192,641
250,292
22,320,376 22,746,419 23,166,447 24,030,641 24,632,717 25,237,314
6,663,010
35,850
57,800
62,150
235,690
101,100
2,819,290
44,250
776,700
1,625,420
28,400
85,350
341,350
551,835
422,050
85,000
390,850
1,725,000
1,005,957
17,057,052
2,124,326
19,181,378
6,967,565
31,908
61,384
58,583
229,832
90,733
2,891,485
45,845
849,758
1,840,447
39,830
110,305
310,251
619,106
542,960
85,000
383,523
1,866,528
1,018,226
18,043,269
1,834,421
19,877,690
6,685,274
28,333
64,403
66,140
206,758
96,419
2,598,984
49,009
799,618
1,792,363
32,286
105,812
299,305
541,522
496,785
81,309
380,311
1,794,235
990,495
17,109,360
1,480,058
18,589,417
6,969,150
41,850
58,800
68,650
235,740
106,800
3,057,595
45,500
821,000
1,817,220
29,000
106,600
371,550
570,935
416,500
90,000
427,750
1,725,000
1,056,343
18,015,983
2,763,092
20,779,075
7,173,925
42,500
64,450
74,150
245,390
109,100
3,190,350
49,000
874,250
1,854,070
29,800
124,100
381,650
607,710
530,350
90,000
445,500
1,725,000
1,068,840
18,680,135
2,415,914
21,096,049
7,319,250 7,422,000 7,575,900

43,550
44,200
47,650
66,750
69,950
72,650
70,150
69,250
78,450
246,450
248,950
252,000
110,800
109,950
115,950
3,211,600 3,252,350 3,342,750
52,350
53,400
54,900
897,800
921,550
943,100
1,862,320 1,847,820 1,838,620
30,000
30,700
30,900
122,600
123,100
132,100
392,650
400,150
415,250
614,050
610,800
636,250
530,950
538,200
539,500
95,000
95,000
100,000
457,500
472,500
490,750
1,725,000 1,725,000 1,725,000
1,084,940 1,084,940 1,095,379
18,933,710 19,119,810 19,487,099
2,125,765 1,992,018 1,778,999
21,059,475 21,111,828 21,266,098
7,756,050
46,500
75,250
72,450
252,501
117,700
3,369,750
59,700
954,100
1,864,120
30,900
131,600
415,250
634,000
539,500
100,000
491,000
1,725,000
1,103,319
19,738,690
1,644,334
21,383,024
OperatingExpensesbyDepartment
GeneralGovernment
FireProtection
ProvincialEmergencyProgram
Planning,BuildingandBylawEnforcement
AnimalandPestControl
PoliceandCourtHouseservices
PublicWorks
Transit
EnvironmentalHealth(GarbagecollectionandRecycling)
PublicHealthandWelfare(Cemetery)
CommunityEconomicDevelopment
RecreationandCulture
Amortizationofcapitalassets
Wateroperating
Seweroperating
Debtinterestpayments
TotaloperatingexpensesbyDepartment
1,790,110
1,339,200
92,000
720,900
132,600
1,743,500
3,953,436
279,000
427,640
135,000
1,296,850
3,019,285
1,725,000
915,500
605,400
1,005,957
19,181,378
1,764,767
1,372,364
67,626
591,910
120,288
1,815,827
4,127,583
267,244
423,886
127,435
1,602,276
3,183,861
1,866,528
817,034
710,835
1,018,226
19,877,690
1,636,939
1,305,647
84,858
741,970
121,086
1,589,531
3,859,940
272,652
338,439
115,736
1,481,832
2,912,271
1,794,235
727,395
616,389
990,495
18,589,414
1,944,075
1,618,100
92,000
819,100
133,250
1,873,595
4,234,402
339,000
427,900
166,200
1,564,600
3,186,060
1,725,000
945,100
654,350
1,056,343
20,779,075
2,164,350
1,443,525
92,000
597,100
127,050
1,930,850
4,419,974
339,000
418,150
139,950
1,679,650
3,242,560
1,725,000
940,350
767,700
1,068,840
21,096,049
2,029,250 2,013,100 2,094,200

1,572,100 1,530,900 1,529,600
92,000
92,000
92,000
680,600
689,100
687,450
127,650
134,650
128,650
2,011,800 2,044,050 2,127,050
4,427,775 4,573,428 4,584,959
339,000
339,000
339,000
316,250
318,750
326,250
139,750
137,250
136,350
1,625,700 1,572,700 1,578,450
3,127,410 3,213,260 3,187,660
1,725,000 1,725,000 1,725,000
1,037,200
963,900
940,950
723,050
679,800
693,150
1,084,940 1,084,940 1,095,379
21,059,475 21,111,828 21,266,098
2,100,450
1,577,650
92,000
647,700
129,650
2,139,050
4,612,444
339,000
328,250
132,650
1,579,450
3,246,561
1,725,000
939,700
690,150
1,103,319
21,383,024
Operating(Surplus)/Deficit
1,269,574
981,732
983,505
1,541,300
1,650,370
2,106,972
2,918,813
3,366,619
3,854,290
Capitalexpenditures
Contributionsfromreserves
ContributionsfromDCC's
ContributionsfromGrants
Debtproceeds
5,001,222
1,629,400
300,000
200,000
2,735,000
1,876,106
179,431
0
77,242
1,520,000
3,061,574
787,915
7,282
717,099
1,064,228
5,988,663
1,818,500
300,000
1,371,000
2,015,000
3,368,221
1,777,500
350,000
195,000
800,000
2,178,507
1,448,000
80,000
395,000
0
3,071,032
1,426,500
530,000
210,000
0
4,882,309
1,151,500
400,000
1,558,000
467,000
7,499,349
900,000
290,000
2,913,000
2,036,000
136,822
99,433
485,049
484,163
245,721
Capitaloutofrevenue
Debtprincipal
Transferfromequityincapitalassets
Transferstoreserve
(Surplus)/Deficit
255,507
904,532
1,305,809
506,456
1,725,000
2,091,000
506,456
1,866,528
2,129,346
461,131
1,794,235
1,951,884
575,128
1,725,000
1,600,000
620,824
1,725,000
2,595,000
647,690
1,725,000
2,814,000
647,690
1,725,000
3,060,000
647,690
1,725,000
2,665,000
663,372
1,725,000
2,815,000
260,296
113,025
120,324
607,010
86,175
114,776
31,591
473,120
740,568
Table18ConsolidatedFinancialPlan
12
1,360,349
Page 21 of 27
AgendaItem#3a.
Table19ConsolidatedCapitalPlan
13
Page 22 of 27
AgendaItem#3a.

2012
GeneralOperatingFinancialPlan
Revenues
Taxationandgrants
Saleofservices
Other&ownsources
NonTCAfunding
TotalRevenues
Ave.Actual3
years
2013
2014
2015
2016
2017
2018
Budget
Budget
Budget
Budget
Budget
Budget
Budget
Actual
11,848,600
2,092,318
989,800
550,000
685,000
1,674,000
60,000
17,899,718
11,788,030
2,249,603
950,501
549,920
1,158,583
1,385,631
0
18,082,268
11,002,050
2,081,416
1,044,093
550,211
1,149,392
1,246,344
32,225
17,105,731
12,399,626
2,120,442
956,300
550,000
1,064,000
2,179,150
60,000
19,329,518
12,670,403
2,200,283
1,006,800
600,000
1,126,500
1,740,600
60,000
19,404,585
13,332,788
2,076,407
965,800
600,000
1,091,500
1,472,900
60,000
19,599,395
14,012,939
2,100,038
1,006,800
600,000
1,091,500
1,513,400
60,000
20,384,677
14,662,568
2,120,267
998,900
600,000
1,091,500
1,335,300
60,000
20,868,535
15,256,004
2,128,048
998,900
600,000
1,091,500
1,253,000
60,000
21,387,453
Employmentcosts
Telephone
Advertising
Contractedservices
Officesupplies
Utilities
Miscellaneous
Legal&professional
Materials&supplies
Grantsinaid
Amortization
Interest
Subtotal
NonTCAexpenditures
6,148,010
25,350
52,800
60,650
202,390
101,100
2,671,490
44,250
643,200
1,391,120
23,800
85,350
341,350
388,535
357,950
85,000
390,850
1,200,000
564,873
14,778,068
1,916,326
16,694,394
6,482,166
28,431
57,306
58,583
199,303
90,733
2,765,327
45,845
711,140
1,599,637
18,242
110,305
310,251
418,588
485,479
85,000
383,523
1,360,881
550,231
15,760,971
1,615,208
17,376,179
6,216,451
23,115
60,308
66,007
177,918
96,419
2,497,407
49,009
659,005
1,557,442
21,150
105,812
299,305
373,919
450,304
81,309
380,311
1,299,576
558,717
14,973,482
1,345,713
16,319,196
6,456,900
27,850
53,800
66,350
201,990
106,800
2,871,295
45,500
684,950
1,582,920
24,400
106,600
371,550
384,635
351,900
90,000
427,750
1,200,000
591,646
15,646,836
2,543,092
18,189,928
6,624,425
28,500
59,450
71,850
210,890
109,100
2,999,550
49,000
735,200
1,619,270
25,200
124,100
381,650
397,910
461,650
90,000
445,500
1,200,000
604,144
16,237,389
2,160,914
18,398,303
6,758,500
28,550
61,750
67,850
211,950
110,800
3,017,300
52,350
756,700
1,627,020
25,400
122,600
392,650
400,750
461,650
95,000
457,500
1,200,000
620,244
16,468,564
1,840,965
18,309,529
6,849,000
29,200
64,950
66,950
214,450
109,950
3,056,550
53,400
778,450
1,612,520
26,100
123,100
400,150
396,000
467,900
95,000
472,500
1,200,000
620,244
16,636,414
1,842,018
18,478,432
6,988,900
32,150
67,650
76,150
217,500
115,950
3,141,450
54,900
796,950
1,602,820
26,300
132,100
415,250
414,200
468,600
100,000
490,750
1,200,000
622,744
16,964,364
1,669,999
18,634,363
7,164,300
31,000
70,250
70,150
218,001
117,700
3,168,450
59,700
807,950
1,628,320
26,300
131,600
415,250
411,950
468,600
100,000
491,000
1,200,000
622,744
17,203,265
1,544,334
18,747,599
OperatingExpensesbyDepartment
GeneralGovernment
FireProtection
ProvincialEmergencyProgram
Planning,BuildingandBylawEnforcement
AnimalandPestControl
PoliceandCourtHouseservices
PublicWorks
Transit
EnvironmentalHealth(GarbagecollectionandRecycling)
PublicHealthandWelfare(Cemetery)
CommunityEconomicDevelopment
RecreationandCulture
Amortizationofcapitalassets
Debtinterestpayments
TotaloperatingexpensesbyDepartment
1,790,110
1,339,200
92,000
720,900
132,600
1,743,500
3,953,436
279,000
427,640
135,000
1,296,850
3,019,285
1,200,000
564,873
16,694,394
1,764,767
1,372,364
67,626
591,910
120,288
1,815,827
4,127,583
267,244
423,886
127,435
1,602,276
3,183,861
1,360,881
550,231
17,376,179
1,636,939
1,305,647
84,858
741,970
121,086
1,589,531
3,859,940
272,652
338,439
115,736
1,481,832
2,912,271
1,299,576
558,717
16,319,192
1,944,075
1,618,100
92,000
819,100
133,250
1,873,595
4,234,402
339,000
427,900
166,200
1,564,600
3,186,060
1,200,000
591,646
18,189,928
2,164,350
1,443,525
92,000
597,100
127,050
1,930,850
4,419,974
339,000
418,150
139,950
1,679,650
3,242,560
1,200,000
604,144
18,398,303
2,029,250
1,572,100
92,000
680,600
127,650
2,011,800
4,427,775
339,000
316,250
139,750
1,625,700
3,127,410
1,200,000
620,244
18,309,529
2,013,100
1,530,900
92,000
689,100
134,650
2,044,050
4,573,428
339,000
318,750
137,250
1,572,700
3,213,260
1,200,000
620,244
18,478,432
2,094,200
1,529,600
92,000
687,450
128,650
2,127,050
4,584,959
339,000
326,250
136,350
1,578,450
3,187,660
1,200,000
622,744
18,634,363
2,100,450
1,577,650
92,000
647,700
129,650
2,139,050
4,612,444
339,000
328,250
132,650
1,579,450
3,246,561
1,200,000
622,744
18,747,599
Operating(Surplus)/Deficit
1,205,324
706,089
786,538
1,139,590
1,006,282
1,289,866
1,906,245
2,234,172
2,639,854
Capitalexpenditures
Debtproceeds
3,699,822
628,000
0
200,000
2,735,000
1,860,979
164,304
0
77,242
1,520,000
2,458,886
848,110
0
397,048
801,052
4,487,663
617,500
0
1,371,000
2,015,000
1,881,721
660,000
50,000
126,000
800,000
835,507
500,000
80,000
0
0
1,706,032
256,500
530,000
15,000
0
1,981,309
260,500
400,000
15,000
0
1,500,349
125,000
0
15,000
0
136,822
99,433
412,676
484,163
245,721
255,507
904,532
1,305,809
1,360,349
268,096
1,200,000
1,671,000
268,096
1,360,881
1,709,346
252,031
1,299,576
1,421,884
311,797
1,200,000
1,050,000
357,493
1,200,000
1,545,000
384,359
1,200,000
1,714,000
384,359
1,200,000
1,660,000
384,359
1,200,000
1,495,000
384,359
1,200,000
1,695,000
329,406
9,905
477
493,630
58,068
136,000
157,354
249,004
400,146
Capitaloutofrevenue
Debtprincipal
Transferstoreserve
(Surplus)/Deficit
Table20Generaloperatingfinancialplan
14
Page 23 of 27
AgendaItem#3a.

WaterOperating
2013
2012
Budget
Ave.Actual
3years
Budget
Actual
2014
2015
2016
2017
2018
Budget
Budget
Budget
Budget
Budget
Revenues
Taxationandgrants
Saleofservices
Other&ownsources
DCCfunding
NonTCAfunding
TotalRevenues
1,380,300 1,499,317 1,439,289 1,590,012 1,745,500 1,864,402 2,001,598
2,115,927 2,115,926
6,180
2,060
158,000 113,791
76,909 165,000 100,500
182,300 100,000
0
0
0
0
0
0
0
1,538,300 1,619,288 1,518,259 1,755,012 1,846,000 2,046,702 2,101,598
56,000
50,000
0
0
2,171,927 2,165,926
Employmentcosts
Telephone
Advertising
Contractedservices
Officesupplies
Utilities
Miscellaneous
Legal&professional
Materials&supplies
Grantsinaid
NonTCAexpenditures
Amortization
Interest
Totaloperatingexpenses
300,500
8,500
3,000
1,200
23,500
0
117,500
0
57,500
117,500
2,500
0
0
100,300
25,500
0
0
158,000
400,000
296,048
1,611,548
275,083
3,477
2,911
0
22,128
0
94,231
0
60,718
121,914
5,744
0
0
110,763
6,274
0
0
113,791
308,040
296,059
1,421,133
361,750 366,500
10,000
10,000
3,000
3,000
2,000
2,000
24,000
24,000
0
0
143,000 143,000
0
0
62,650
62,650
117,500 117,500
2,500
2,500
0
0
0
0
130,050 130,050
28,500
28,500
0
0
0
0
56,000
50,000
400,000 400,000
296,048 296,049
1,636,998 1,635,749
73,248
198,155
198,431
581,400
581,400
0
0
0
3,270
3,270
0
0
0
Debtprincipal
Transferstoreserve
(Surplus)/Deficit
Operating(surplus)/deficit
Capitalexpenditures
Debtproceeds
Capitaloutofrevenue
250,734 307,000
3,742
8,500
2,799
3,000
133
2,000
20,883
23,750
0
0
75,548 131,500
0
0
68,765
58,550
119,017 117,500
3,120
2,500
0
0
0
0
95,062 100,300
11,182
25,500
0
0
0
0
76,410 165,000
304,761 400,000
287,672 296,048
1,319,828 1,641,148
336,500
8,500
3,000
2,000
24,000
0
135,000
0
60,050
117,500
2,500
0
0
122,300
28,500
0
0
100,500
400,000
296,048
1,636,398
344,000
9,500
3,000
2,000
24,000
0
138,500
0
60,600
117,500
2,500
0
0
124,800
28,500
0
0
182,300
400,000
296,048
1,733,248
351,500
9,500
3,000
2,000
24,000
0
139,500
0
61,100
117,500
2,500
0
0
124,800
28,500
0
0
100,000
400,000
296,048
1,659,948
113,864
209,603
313,455
441,650
534,929
573,399
100,044
7,282
193,699
200,000
582,000
582,000
0
0
0
659,000
590,000
0
69000
0
1,028,000
633,000
0
395000
0
775,000
580,000
0
195000
0
811,000 1,200,000
601,000 485,000
0 290000
210000 425000
0
0
72,373
152,085
400,000
350,000
152,085
308,040
350,000
142,480
304,761
383,333
152,085
400,000
350,000
152,085
400,000
320,000
152,085
400,000
550,000
152,085
400,000
800,000
152,085
400,000
600,000
152,085
400,000
550,000
175,333
4,110
94,995
11,779
137,518
11,370
110,435
182,844
228,092
Table21Wateroperatingplan
15
Page 24 of 27
530,177
AgendaItem#3a.

SewerOperating
2013
2012
Revenues
Taxationandgrants
Saleofservices
Other&ownsources
DCCfunding
NonTCAfunding
TotalRevenues
Ave.Actual
3years
Budget
Budget
Actual
105,000
736,989
120,993
801,669
11,173
50,000
99,249
120,945 124,782
1,012,934 1,157,866
Employmentcosts
Telephone
Advertising
Contractedservices
Officesupplies
Utilities
Miscellaneous
Legal&professional
Materials&supplies
Grantsinaid
NonTCAexpenditures
Amortization
Interest
214,500
210,316
2,000
0
2,000
1,167
300
0
9,800
8,401
0
0
30,300
31,927
0
0
76,000
77,900
116,800
118,896
2,100
15,844
0
0
0
0
63,000
89,755
38,600
51,207
0
0
0
0
50,000
105,422
125,000
197,607
145,036
171,936
875,436 1,080,378
Operating(surplus)/deficit
137,498
Capitalexpenditures
Debtproceeds
115,771
754,757
121,000
935,064
2014
2015
2016
2017
2018
Budget
Budget
Budget
Budget
Budget
242,000 259,286 276,571 293,857

311,143
974,552 1,033,783 1,093,014 1,112,757 1,132,500
3,724
50,000
53,000
50,000
33,083
55,000 154,500 102,500
41,594 124,782 124,782 124,782 124,782 132,641
190,292
948,929 1,235,846 1,495,833 1,520,350 1,544,367 1,592,255 1,683,935
218,090
1,476
1,296
0
7,957
0
26,029
0
71,847
115,904
8,016
0
0
72,541
35,298
0
0
57,935
189,898
144,106
950,394
205,250
5,500
2,000
300
10,000
0
54,800
0
77,500
116,800
2,100
0
0
86,000
39,100
0
0
55,000
125,000
168,649
947,999
213,000
216,750
5,500
5,500
2,000
2,000
300
300
10,500
10,500
0
0
55,800
55,800
0
0
79,000
80,500
117,300
117,800
2,100
2,100
0
0
0
0
87,500
88,500
40,200
40,800
0
0
0
0
154,500
102,500
125,000
125,000
168,649
168,649
1,061,349 1,016,699
221,500
5,500
2,000
300
10,500
0
56,300
0
82,000
117,800
2,100
0
0
90,000
41,800
0
0
50,000
125,000
168,649
973,449
225,250
5,500
2,000
300
10,500
0
58,300
0
83,500
118,300
2,100
0
0
92,000
42,400
0
0
53,000
125,000
176,588
994,738
225,250
5,500
2,000
300
10,500
0
58,300
0
83,500
118,300
2,100
0
0
92,000
42,400
0
0
50,000
125,000
184,527
999,677
77,488
1,464
287,847
434,485
503,651
570,918
597,518
684,258
720,000
420,000
300,000
0
0
11,857
11,857
0
0
0
29,289
160,239
0
126,352
63,176
919,000
619,000
300,000
0
0
827,500
527,500
300,000
0
0
315,000
315,000
0
0
0
590,000 2,090,000 4,799,000

590,000 290,000
290,000
0
0
0
0 1,333,000 2,473,000
0 467,000 2,036,000
Debtprincipal
Transferstoreserve
86,275
125,000
70,000
86,275
197,607
70,000
66,620
189,898
146,667
111,246
125,000
200,000
111,246
125,000
730,000
111,246
125,000
550,000
111,246
125,000
600,000
111,246
125,000
570,000
126,928
125,000
570,000
(Surplus)/Deficit
106,223
118,820
24,852
101,601
281,761
32,594
15,328
41,272
112,330
Capitaloutofrevenue
Table22Seweroperatingplan
16
Page 25 of 27
AgendaItem#3a.

GeneralOperating
ContractedServices
Blue#'sareoffsetbyequivalentrevenues
MayorandCouncil
Cityproperty
CityHallmaintenance
Administration/Finance
Elections&Referendums
Labourmanagement
FireFightingforce
Firestation
PEP
EmergencyProgrammeCoordinator
ESSCoordinator
Planning
Planningfunded
Animal&Pestcontrol
Policestation
RCMP
RCMPOvertime
RCMPPrisonercosts
VictimServices
PoliceInformationRetrievalSys.
CourtHouse
Engineeringconsultingfees
PublicWorksadministration
Engineeringservices
Equipmentmaintenance
Municipalyards&buildings
Streetmaintenance
Sidewalkmaintenance
DrainageDitchmaintenance
StormSewermaintenance
Snowremoval
Customwork
Streetlighting
Trafficservices
RailwayCrossingmaintenance
Bridgemaintenance
Gravelpit
Transit
Garbagecollection
Recycling
Garbagebins
Cemetery
Tourism&PublicRelations
SkiHill
Revit/Cemeterybenches
EconomicDevelopment
Recreationadministration
Communitycentre
CommunityCentresnowremoval
Aquaticcentre
Arena
Williamson'sLake
Boulevardmaintenance
Revitmaintenance
Parksgeneral
ColumbiaViewPark
Museum
Trails&Walkways
SILGAConvention
TOTAL
Ave.Actual
Last3years
2012
Budget
Actual
19,700
20,401
0
170
3,250
4,021
3,000
2,709
0
132
11,650
14,450
24,900
19,372
0
1,078
3,600
186
56,000
30,950
9,000
9,428
47,000
37,416
20,000
0
98,500
95,933
19,000
18,815
1,090,000 1,196,110
60,000
42,008
60,000
49,955
52,000
55,424
0
0
27,800
33,696
0
0
1,763
2,400
14,234
9,750
19,227
14,500
25,695
75,000
45,378
5,000
4,195
0
139,121
4,000
3,068
347,400
303,992
1,050
7,554
5,000
9,595
1,000
1,039
12,000
12,506
2,500
1,698
0
0
276,500
264,084
5,000
1,622
129,040
108,484
15,000
12,895
1,000
675
45,000
45,000
0
5,280
0
0
24,000
22,630
1,500
745
2,000
9,016
3,000
2,100
0
6,414
28,000
20,583
2,000
0
4,450
1,789
14,000
5,415
16,000
12,154
500
0
4,000
5,857
5,500
10,840
10,000
8,425
2,671,490 2,765,327
2013
Budget
2014
Budget
2015
Budget
2016
Budget
2017
Budget
17,482
19,700
20,000
26,000
25,000
25,500
26,000
409
0
500
500
500
500
500
3,949
3,250
3,250
3,250
3,250
3,250
3,250
2,529
3,000
3,000
3,000
3,000
3,500
3,500
5,209
0
20,000
0
0
25,000
0
21,520
11,650
11,650
11,650
11,650
11,650
11,650
18,159
25,000
25,000
25,000
25,000
26,000
26,000
359
0
0
0
0
0
0
12,632
3,600
3,600
3,600
3,600
3,600
3,600
32,530
56,000
56,000
56,000
56,000
56,000
56,000
12,701
9,000
9,000
9,000
9,000
9,000
9,000
89,279
50,000
50,000
85,000
85,000
85,000
85,000
0
20,000
20,000
20,000
20,000
20,000
20,000
93,445
99,250
100,000
100,000
100,000
100,000
100,000
21,522
19,000
19,000
19,000
19,000
19,000
19,000
991,446 1,200,000 1,250,000 1,300,000 1,350,000 1,400,000 1,450,000
41,886
60,000
60,000
60,000
60,000
60,000
60,000
53,636
60,000
60,000
60,000
60,000
60,000
60,000
48,208
44,695
55,000
55,000
56,000
56,500
57,000
0
0
0
0
0
0
0
33,110
27,800
27,800
27,800
27,800
27,800
27,800
1,167
0
0
0
0
0
0
588
0
0
0
0
0
0
6,373
2,400
7,000
7,000
7,000
7,500
7,500
12,015
9,750
9,750
9,750
10,000
10,000
10,000
22,751
15,000
25,000
25,000
25,000
25,000
25,000
54,513
85,000
85,000
86,000
86,000
87,000
87,000
2,845
5,000
5,000
5,000
5,000
5,000
5,000
46,374
0
0
0
0
0
0
1,857
4,000
4,000
4,000
4,000
4,000
4,000
346,225
345,900
378,400
433,400
424,400
425,000
425,000
2,936
1,050
1,050
1,050
1,050
1,100
1,100
8,879
15,000
15,000
16,000
16,000
16,000
16,000
1,131
3,500
3,500
3,500
3,500
3,500
3,500
13,071
15,000
12,000
12,000
12,000
12,000
12,000
1,233
1,000
1,000
1,000
1,000
1,000
1,000
312
0
0
0
0
0
0
270,894
336,500
336,500
336,500
336,500
336,500
336,500
2,863
2,500
2,500
2,750
2,750
3,000
3,000
37,274
110,000
110,000
0
0
0
0
15,225
25,000
15,000
15,000
15,000
15,000
15,000
441
1,000
1,000
1,000
1,000
1,000
1,000
45,000
45,000
45,000
45,000
45,000
45,000
45,000
1,760
0
0
0
0
0
0
0
0
0
0
0
0
0
23,335
25,000
32,000
32,000
32,000
32,000
32,000
582
1,500
2,000
1,500
1,500
1,500
1,500
3,005
2,000
11,000
11,000
11,000
11,000
11,000
2,555
6,000
6,000
6,000
6,000
6,000
6,000
2,138
1,800
1,800
1,800
1,800
1,800
26,196
37,500
39,500
39,500
39,500
39,500
39,500
595
2,750
2,750
2,750
2,750
3,000
3,000
3,867
8,000
4,000
4,000
4,000
4,000
4,000
5,514
14,000
8,000
8,000
8,000
9,000
10,000
18,582
30,000
30,000
30,000
30,000
30,000
30,000
0
500
2,500
2,500
500
500
500
5,906
4,000
4,000
4,000
4,000
4,250
4,250
6,587
5,500
5,500
5,500
5,500
9,000
9,000
2,808
0
0
0
0
0
0
2,497,407 2,871,295 2,999,550 3,017,300 3,056,550 3,141,450 3,168,450
Table23Generaloperatingcontractedservices
17
2018
Budget
Page 26 of 27
AgendaItem#3a.

GeneralOperatingMiscellaneousExpenses
Blue#'sareoffsetbyequivalentrevenues
AdministrationCharges
BadDebtexpense
Cashovershort
Softwaresupport
Programmingservices
Computerleases
ColumbiaBasinTrust
Contingency
ReceivedfromSD19forelectioncosts
UniformMaintenance
TrainingSupplies
PlanningSign&FacadeDesign
AdvisoryPlanningCommission
EnhancementPlanningPublicArt
HeritageCommission
Auxiliarypolice
Crimestoppers
TippingFees
AirMonitoringEquipment
StreetEntertainment
TourismMarketing
TourismDevelopmentCoordinator
PromotionPrograms
SocialStrategyCoordinator
Leases
EDCSpecialPrograms
EDCTourismInfrastructureFunded
EDCTourismMarketingFunded
EDCTourismMarketingFunded(Transitbuses)
EDCResortShuttleFunded
RecreationCommission
SummerPrograms
FallPrograms
SpringPrograms
WinterPrograms
Leadership&Comm.Dev.
SpecialEvents
BannerFund
VendingMachineSupplies
CommunitiesinBloom
SILGAConvention
SpecialPresentations
HSTnorebate
Carbonoffsetpurchase
TOTAL
Ave.
Actual
2012
Budget Actual Last3years
60,400 60,400 60,400
100
0
32
10
199
14
75,000 63,012 60,637
2,500
2,400
1,849
12,200
0
0
10,000
7,793
6,758
20,000
6,900
3,545
0
0
(3,917)
15,600 12,340
8,160
14,900
8,482
9,101
5,000
4,525
6,550
1,000
0
38
5,000
8,156
5,399
1,000
603
969
4,000
4,000
2,333
1,000
1,000
333
80,000 81,102 82,732
5,000
(713)
3,401
42,500 45,000 43,333
45,000 44,226 42,076
25,000 25,000 28,333
2,000
0
0
50,000 49,174 47,701
7,200
8,934
8,198
30,000 33,677 46,610
400,000 417,885 430,587
240,000 399,123 350,203
40,000 38,176 12,725
0
500
0
0
13,000
7,151
4,443
15,000
5,720
4,199
10,000
1,801
1,468
20,000
8,094 45,119
500
0
53
1,000
7,420
8,191
2,000
1,958
653
0
0
0
0
0
0
42,500 19,764
6,588
10,000
8,720
9,709
52,800 58,019 45,410
29,410 29,410
9,803
1,391,120 1,599,637 1,557,442
2013
Budget
60,400
100
10
107,000
3,000
18,000
10,000
20,000
0
25,000
20,000
10,000
2,000
10,000
2,000
4,000
1,000
80,000
5,000
45,000
45,000
25,000
2,000
53,000
8,600
30,000
500,000
232,600
67,400
110,000
500
10,000
0
0
0
1,000
7,000
2,000
0
0
0
10,000
26,900
29,410
1,582,920
2014
Budget
60,400
100
10
91,000
3,500
18,000
10,000
20,000
(17,950)
25,000
18,000
0
2,000
10,000
2,000
4,000
1,000
80,000
5,000
45,000
45,000
25,000
2,000
53,000
9,000
30,000
550,000
300,000
0
110,000
500
10,000
0
0
0
2,000
7,000
2,000
0
0
0
10,000
0
29,410
1,619,270
2015
Budget
61,500
100
10
104,500
3,500
18,000
10,000
20,000
0
25,000
20,000
0
2,000
10,000
2,000
4,000
1,000
85,000
5,000
45,000
45,000
25,000
2,000
27,000
9,000
30,000
550,000
300,000
0
110,000
500
10,000
0
0
0
2,000
7,000
2,000
0
0
0
10,000
0
29,410
1,627,020
2016
Budget
61,500
100
10
118,000
4,000
18,000
10,000
20,000
0
25,000
18,000
0
2,000
10,000
2,000
4,000
1,000
85,000
5,000
45,000
45,000
25,000
2,000
0
9,500
30,000
550,000
300,000
0
110,000
500
10,000
0
0
0
2,000
7,000
2,000
0
0
0
10,000
0
29,410
1,612,520
2017
Budget
61,500
100
10
114,000
4,000
24,000
10,000
20,000
(23,000)
25,000
21,000
0
2,000
8,000
2,000
4,000
1,000
90,000
5,000
47,500
45,000
25,000
2,000
0
9,500
30,000
550,000
300,000
0
110,000
500
10,000
0
0
0
2,000
7,000
2,000
0
0
0
10,000
0
30,210
1,602,820
Table24Generaloperatingmiscellaneousexpenses
18
Page 27 of 27
2018
Budget
61,500
100
10
118,000
4,500
24,000
10,000
20,000
0
25,000
21,000
0
2,000
8,000
2,000
4,000
1,000
90,000
5,000
47,500
45,000
25,000
2,000
0
9,500
30,000
550,000
300,000
0
110,000
500
10,000
0
0
0
2,000
7,000
2,000
0
0
0
10,000
0
30,210
1,628,320

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AgendaItem#3a.

2014-2018 Financial Plan

20142018 Financial Plan

2014-2018 Financial Plan

20142018 Financial Plan

2014-2018 Financial Plan

20142018 Financial Plan

2014-2018 Financial Plan

20142018 Financial Plan

Official Community Plan Extract

Annuallypreparea5yearFinancialPlan,withcommunity consultation tosustainablybalance

2014-2018 Financial Plan

20142018 Financial Plan

2014-2018 Financial Plan

20142018 Financial Plan

2014 Council Objectives

2014-2018 Financial Plan

20142018 Financial Plan

21.06 21.11 21.27

2015 2016 2017

Meeting Council Priorities

2015 2016 2017

2014-2018 Financial Plan

20142018 Financial Plan

Exc.NonTCA 19,921,226 20,750,819

Consolidated Operating Expenses

2014-2018 Financial Plan

20142018 Financial Plan

Exc.NonTCA 18,015,983 18,680,135

Consolidated Capital Expenditures

2014-2018 Financial Plan

20142018 Financial Plan

Opportunities for Cost Reduction

2014-2018 Financial Plan

20142018 Financial Plan

Snow removal costs

2014-2018 Financial Plan

20142018 Financial Plan

Long Term Debt

2014-2018 Financial Plan

20142018 Financial Plan

2014-2018 Financial Plan

20142018 Financial Plan

2014-2018 Financial Plan

20142018 Financial Plan

2014-2018 Financial Plan

20142018 Financial Plan

Risks to the Plan

2014-2018 Financial Plan

20142018 Financial Plan

2014-2018 Financial Plan

20142018 Financial Plan

11,953,600 11,909,023 11,117,821

12,520,626 12,912,403 13,592,073 14,289,510 14,956,425 15,567,147

7,319,250 7,422,000 7,575,900

2,029,250 2,013,100 2,094,200

2014-2018 Financial Plan

20142018 Financial Plan

2014-2018 Financial Plan

20142018 Financial Plan

2014-2018 Financial Plan

20142018 Financial Plan

1,380,300 1,499,317 1,439,289 1,590,012 1,745,500 1,864,402 2,001,598

2014-2018 Financial Plan