City of Revelstoke 2016-20 Financial Plan.

F
Finaanciial
P
Plan
n
Cityy of
Revvelstokee
January26,20
016
20162020 Financial Plan
Table of Contents
TableofContents....................................................................................................................................................i
ListofFigures..........................................................................................................................................................ii
ListofTables...........................................................................................................................................................ii
TheFinancialPlanataGlance...............................................................................................................................iii
FinancialPlanHighlights........................................................................................................................................iv
EstimatedCashFlow...............................................................................................................................................v
VisionStatement....................................................................................................................................................v
MissionStatement.................................................................................................................................................vi
OfficialCommunityPlanExtract...........................................................................................................................vii
2016CouncilObjectives........................................................................................................................................ix
Introduction...........................................................................................................................................................1
MeetingCouncilObjectives...................................................................................................................................1
ConsolidatedResults.............................................................................................................................................1
MajorAssumptions................................................................................................................................................1
ConsolidatedRevenues.........................................................................................................................................2
ConsolidatedOperatingExpenses.........................................................................................................................2
ConsolidatedCapitalExpenditures........................................................................................................................3
OpportunitiesforCostReduction.........................................................................................................................5
LongTermDebt.....................................................................................................................................................6
CapitalReserves....................................................................................................................................................7
PropertyTaxes.......................................................................................................................................................8
UtilityRates.........................................................................................................................................................10
EconomicOutlook...............................................................................................................................................10
RiskstothePlan..................................................................................................................................................10
Conclusion...........................................................................................................................................................11
List of Figures
Figure1Consolidatedrevenue...............................................................................................................................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..................................................................................................................................4
Table7Capitalfunding...........................................................................................................................................4
Table8ListofCapitalProjects................................................................................................................................4
Table9Snowremovalcosts....................................................................................................................................6
Table10Debttoassetratio....................................................................................................................................7
Table11Reservetargets.........................................................................................................................................8
Table12Propertytaxincreases.............................................................................................................................8
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

ConsolidatedExpenses
Millions
The Financial Plan at a Glance
Millions
ConsolidatedRevenues
25
20
30
15
25
10
20
5
15
10
2016
2017
2018
2019
2020
2019
2020
2019
2020
5
0
2017
2018
2019
2020
LongTermDebt
Millions
2016
Millions
ConsolidatedCapitalExpenses
14
25
20
15
12
10
10
6
4
0
2016
2017
2018
0
2016
2017
2018
2019
2020
CapitalReserves
Millions
Millions
ConsolidatedOperatingSurplus
4.00
4.0
3.5
3.50
3.0
3.00
2.5
2.50
2.0
2.00
1.5
1.50
1.0
1.00
0.5
0.50
0.0
2016
0.00
2016
2017
2018
2019
2020
2017
2018
AveragePropertyTaxIncrease
UtilityRateIncreases
6.00%
25.00%
5.00%
4.00%
20.00%
3.00%
15.00%
Water
2.00%
Sewer
10.00%
Garbage
1.00%
5.00%
0.00%
2016
2017
2018
2019
2020
0.00%
2016
iii
2017
2018
2019
2020

Financial Plan Highlights
1. Noproposedchangestoservicelevels.
2. 0%propertytaxincreaseproposedforallclasses(exceptClass2)in2016.
3. Capitalprojectsoverthenext5yearsamounttoabout$42million.
4. Longtermdebtincreasestoabout$23millionattheendof2020.
5. Waterprojectsincludethereplacementofwaterfiltersatthefiltrationplant($615,000)in2019andthe
constructionofawatersupplytoThomasBrookresidents($650,000)in2016.Thislatterprojectistobe
fundedbylongtermborrowingandpaidforunderaLocalAreaService(LAS)bytheThomasBrook
users.
6. TheBigEddyWaterworksprojecthasbeenincludedat$5.7million(20162018).Twothirdsofthe
fundingwillcomefromgrantswhilethebalancewillbepaidforbytheBigEddywaterusers.
7. ThomasBrooksewerconnectionisincludedat$320,000in2016.Again,thiswillbefundedbythelocal
usersthroughanLAS.
8. Areplacementarenaroofisincludedintheplanat$7million(2020)tobefundedbylongterm
borrowing.ThereareseveraloptionsavailabletoCouncilregardingthearenaroofprovidingless
expensivealternativesbutwithvaryingdegreesoflifespan.Thefinancialplancontainsthemost
expensiveandlongestlifeexpectancyoptionatthemoment.
iv
Estimated Cash Flow1

Fundsavailableatthebeginningoftheyear
IncomingFunds
Propertytaxes
Othertaxes
Sales,servicesandothersources
Provincialfunding
Debtproceeds
Miscellaneous
TotalIncomingFunds
Outgoingfunds
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
Interest
NonTCAexpenditures
TotalOutgoingFunds
2016
6,436,033
2017
6,361,125
2018
6,070,001
2019
5,790,828
2020
6,800,597
9,499,698 10,259,673 11,080,447 11,412,861 11,755,247

4,888,248 4,255,171 4,304,413 4,304,399 4,328,961
6,291,295 6,481,537 6,863,998 7,139,038 7,272,311
2,223,000 2,223,000 3,127,967 4,249,300 3,318,300
1,603,333
633,333 1,433,333
887,000 7,833,000
3,413,647 2,280,234 1,197,102

836,812
850,748
27,919,220 26,132,948 28,007,260 28,829,410 35,358,566
7,486,400 7,613,291 7,745,275 7,881,052 8,026,048

42,500
44,250
45,250
44,500
48,000
57,800
59,750
61,200
61,825
63,025
71,750
71,450
77,650
71,500
71,600
272,175
275,150
277,050
277,875
277,135
134,500
131,750
134,500
135,500
137,000
3,287,145 3,378,295 3,413,100 3,418,600 3,443,267
54,900
54,150
55,150
54,950
55,500
950,800
973,100
985,100
991,100
993,767
2,384,020 2,375,620 1,757,620 1,793,620 1,789,020
43,200
43,800
44,400
44,900
46,500
133,500
140,500
143,500
141,500
142,000
422,750
436,750
442,250
443,250
443,500
647,150
662,850
667,350
664,350
669,750
824,200
827,500
830,000
831,500
845,500
97,500
100,000
100,000
100,000
100,000
468,500
486,750
487,000
487,000
492,000
891,854
932,378
967,511
991,878
991,878
1,729,160 1,186,171 1,090,492
793,571
886,618
19,999,804 19,793,505 19,324,397 19,228,471 19,522,107
Increaseoverpreviousyear
0.32%
1.03%
2.37%
0.50%
1.53%
Capitalexpenditures
Debtprincipalrepayment
D
E
7,373,500
620,824
5,955,900
674,667
8,266,100
695,936
7,847,100 12,558,300
744,069
744,069
Fundsavailableattheendoftheyear
A+BCDE
6,361,125
6,070,001
5,790,828
6,800,597
9,334,688
Thisestimatedcashflowstatementhasbeenincorporatedintothefinancialplandocumenttoprovideadditionalclarity.It
doesnotmeettheregulatoryrequirementsofPSABortheprovinceforfinancialplanpresentation.PleaserefertoTable18
fortheactualconsolidatedfinancialplan.
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.
vi
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.
vii
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.
viii
2016 Council Objectives
1. Quality of life
TheCityofRevelstokewillemphasizequalityoflifeissuesincludingsocial,activeliving,culturalexperiencesand
recreationopportunities.
Moveforwardwithplannedrecreation/activelivingandculturalprojects.
i.e.:culturestrategy,trailsplan,Kovachupgrade,pumptrack,WilliamsonLakeTrails
Moveforwardwithyouthandseniorsqualityoflifeissues,followingstrategiespreviouslydeveloped
throughplansandsubjecttobudgetpriorities.
Improveandmaintainsocial,economic,foodandinstitutional(police,fire,ambulance)securityforall
residents.
2. Planning for the Future
TheCityofRevelstokewillensurethatCityservicesencourageandsupportcommunityvisiontowards
developmentforthefuture.
OCP&ZoningReviewwilllookforopportunitiestoincreaseresidentialdensities,whereverpossible,
factorstoconsiderincludeinfrastructure,livability,affordabilityandmobility.
LandInventorytobecriticallyassessedastocurrentlandholdingsandanyacquisitionopportunities
toachievecommunitygoalsandvision.
Externalrelationshipswillbefosteredonmutualgoalsandrespectandwillcreateanenvironment
ofacohesiveproblemsolvingopportunityenhancingpartnerships.
Bylawenforcementisbuiltonasystemthatisfairandconsistent,easilyunderstoodandreasonably
enforced.
3. Safeguard Infrastructure
TheCityofRevelstokewillprotectthecontinuanceofhealthyinfrastructureforcurrentandfuturegenerations.
Implementingstrategyfortheforumroof,golfcourse,MutasRoadandTownleyRoadintersections
andBigEddyWaterSystem,subjecttobudgetpriorities.
CompletinglongrangeplanningdocumentsforZoningBylawandOfficialCommunityPlaninhouse.
CompleteaDevelopmentCostChargesreviewandbylaw.
PursueadditionalHeritageprotectionopportunities.
ix
FinishfirststageofupgradestoCityHall
ImplementationofAssetManagementPlan
4. Economic Development and Business Support

TheCityofRevelstokewilltakeinitiativestoattract,promoteandsupporteconomicdevelopment.
PolicyandPlanning
Overa4yearperiod,bringthetaxratioforcommercialtoresidentialcloserto2:1
Streamlineadministrativeprocessestobetterassistbusinessesanddevelopersinadvancingtheir
projects.
investigateanddeveloprevitalizationtaxexemptions
PromoteandfacilitatetourismdriversbyimprovingrelationshipswithusergroupsandRevelstoke
MountainResort
EncouragetheprotectionandpromotionofRevelstoke'sheritageasitrelatestoeconomic
development
EnhancementProjects
LooktoplacingattractivechangeablesignageontheTCHattheeastandwestapproachestothe
City,whichwouldpromotelocalRevelstokeevents
LooktomakingfreeWiFiavailableinthedowntowncore
Continuewithdowntowncommercialenhancementinitiatives
PromotefurtherhoteldevelopmentinRevelstoke
ContinuediscussionswithfederalandprovincialpartnerswithrespecttoimprovingtheRevelstoke
interchangeswithTCH
ContinuediscussionswiththeSchoolBoardregardingdevelopmentplansofthelocalschool
properties
InvestigatethepossibilityofhavingtheRockyMountaineeruseRevelstokeasanovernightstop
Introduction
ThesurplusshowninTable1aboveisthe
consolidatedoperatingsurplusbefore
accountingforcapitaloutofrevenue,debt
principalrepayments,transfersfromequityin
capitalassets(tocoveramortization)and
transferstoreserves.Afteraccountingforthese
itemsthenetsurplus/deficitbecomes:
Thefinancialplanstartswithaconsolidated
summary(Table18page12)withfollowing
subsidiaryscheduleswhichprovidefurther,
progressivedetailsupportingtheconsolidated
plan.
Theconsolidatedfinancialplanshowsthe
operatingexpensesforalldepartments,
includingwaterandsewer.Italsoshowsallthe
operatingexpensesbytype.Thisprovidesthe
readerwithnotonlyanindicationofthe
proposedexpendituresperdepartmentbutalso
howthoseexpendituresareallocatedbetween
thevariouscosttypes.
$millions
Net
surplus/
deficit
Accumulated
surplus
$millions
General
Water
Sewer
Total
Councilhassetanumberofobjectivesfor2016,
someofwhichwillhaveadirectimpactonthe
financialplan.Themostnotableoftheseare:
2020
25.86
Expenses
21.25
3.77
4.31
2017
0.97
0.45
0.01
1.43
2018
0.76
0.46
0.02
1.24
2019
1.56
0.20
0.12
1.87
2020
3.05
0.26
0.12
3.42
Servicelevelswillremainconsistent
withlastyearotherthantheadditionof
onepoliceofficer.
CPIwillcontinuegenerallyinthe2%
range2.
CPIisnotthebestindicatoroffuturecostincreases
formunicipalitiesbecauseitisnotrepresentativeof
thetypesofgoodsandservicesnormallypurchased
bylocalgovernments.Sincemunicipalitiescostsare
morelikelytoinvolveconstruction,road
maintenanceetc.thesecostsaremorealignedwith
thepriceofoilandtheconstructioncostindex
(ENR).TheCityofSt.Albert,AB,hasforecastthatits
MunicipalPriceIndex(MPI)for2013willbe3.5%
andinthelast3yearsithasbeenbetween3.1%and
3.7%.
4.61
Table1ConsolidatedResults
2016
0.95
0.39
0.17
1.51
$millions 2016 2017 2018 2019

Revenue 23.68 24.33 24.82 25.27
2.81
3.42
Theconsolidatedresultsarebasedonthe
followingassumptions:
Forthe20162020periodtheprojected
consolidatedresultsareasfollows:
1.95
1.87
Major Assumptions
Consolidated Results
Surplus
1.24
Table3Accumulatedsurpluses
TheinclusionoftheBigEddywater
systemupgradeat$5.7millionin2016
2018withtwothirdsfundingfrom
seniorgovernments.
OCPandzoningbylawupdates.
OngoingimplementationofAsset
Managementprogram.
Additionofonepoliceofficer.
21.72 21.52 21.05 20.95
1.43
2020
1.55
Theaccumulatedconsolidatedsurpluscanbe
attributedtoeachofthethreeoperatingareas
asfollows:
Meeting Council Objectives
1.51
2017 2018 2019

0.08 0.18 0.63
Table2Netconsolidatedsurplus
Readersshouldnotethatsomecolumnsmay
notaddduetorounding.
2016
0.19
Propertytaxeswillincreaseatan
averageof1.72%in2016.3
Propertytaxgrowthfromnew
constructionwillaverage3%ayear
commencing20174.
Feesandchargesrateswillincrease
approximatelyinlinewithCPI.
Utilityrateswillincreasegenerallyata
higherratethanCPItomeet
operationalandcapitalrequirements.
2016ConsolidatedRevenue
Taxation(inc.PILTS,GILTS&1%
utilitytax)
5%
2%
Ownsources
4%
Unconditionaltransfers
Conditionaltransfers
23%
58%
NonTCAfunding
Other
Consolidated Revenues
Thetotalconsolidatedrevenuein2016is
expectedtoincreasebyabout2.0%over2015
(includingnonTCAfunding).IfnonTCA
funding5isexcludedfromthecalculationthe
increasebecomes6.7%Whenhoteltax,internal
equipmentearningsandCBTfunding6are
removedtheincreasebecomes5.2%.
Figure1Consolidatedrevenue
Revenuegrowthisattributabletothemain
categoriesasfollows:
$
2015
2016
Taxation&
grants
12,921,704 13,637,945
Services
5,305,953 5,447,495
Ownsources7
895,800
936,800
Unconditional
transfers
600,000
600,000
Conditional
transfers
1,121,500 1,623,000
NonTCA
2,192,400 1,240,160
Other
184,782
190,222
Total
23,222,139 23,675,622
Exc.NonTCA 21,029,739 22,435,462
(www.stalberttaxpayers.org/index.org/index_htm_fil
es/03_AR_MPI.pdf)
3
InaccordancewithBill55theClass2(Utilityrate)is
setat2.77timestheClass6(Business)rate.
Therefore,thepropertytaxincreaseforClass2may
notequaltheaverage.
4
Growthisestimatedat14.57%in2016duemostly
tothetransferbyBCAAofasubstantialassessment
valuefromClass1toClass6.
5
In2015,MFAchangeditsprocessforfinancing
leases.LeasepaymentsarenowtreatedasTCAs.
6
CBTfundingof$351,500peryearisnowincluded
asbothCEDrevenueandexpendituretobe
consistentwiththepresentationofsimilarfunding
sources.
%Inc.
5.5%
2.7%
4.6%
0.0%
44.7%
43.4%
2.9%
2.0%
6.7%
Table4Revenuegrowth

Consolidated Operating Expenses
Totalconsolidatedoperatingexpensesin2016
areexpectedtodecreasebyabout0.5%over
2015(includingnonTCAexpenditures).Ifnon
TCAexpendituresareexcludedfromthe
calculationthentheincreasebecomes4.2%.
Licences/permitfees,fines,rentalrevenue,return
oninvestments,penaltiesandinterest,saleoffixed
assets.
Services
1%
7%

Thefollowingtableindicatesthemaincost
drivers:
2016ConsolidatedExpenses
Employme nt
$
2015
2016
Employment
7,291,400 7,486,400
Contracted
services
3,108,050 3,287,145
Miscellaneous 1,860,820 2,384,020
Other
4,182,925 4,221,225
operating8
Amortization
1,725,000 1,725,000
Interest
1,029,098
891,854
NonTCA
2,636,965 1,729,160
Total
21,834,258 21,724,804
Exc.NonTCA 19,197,293 19,995,644
8%
%Inc.
2.7%
4%
Contractedservices
8%
35%
5.8%
28.1%
Miscellaneous
Otheroperating
Amortization
19%
0.9%
0.0%
13.3%
34.4%
0.5%
Inte rest
11%
15%
NonTCA's
4.2%
Figure2Consolidatedoperatingexpenses
Table5Maincostdrivers
Generaloperatingexpensesonlyareforecastto
increaseby0.51%in2016and1.87%by2020.
ExcludingnonTCAsthesenumbersbecome
increasesof4.83%and6.25%respectively.In
realterms,overallspendingisforecastto
remainconstant.
Thesubstantialincreaseinmiscellaneous
expensesistheresultofadditionalhoteltax
projectsofabout$150,000andCBTfunded
projectsofabout$350,000.
By2020consolidatedexpensesareforecastto
decreaseby2.69%.IfnonTCAsareexcluded
theincreasebecomes6.06%overthe5year
periodand7.18%whenfurtherexcludinghotel
taxexpenditures,internalequipmentcharges
andCBTfunding.Amoredetailedanalysisof
thevariouscostdriverscanbefoundonpages
1218.
Consolidated Capital Expenditures

Thecityscapitalworksprogramme
incorporatesavarietyofdifferentprojectsfrom
roadreconstructiontovehiclereplacement,to
majorrepairsandothernonreoccurringasset
maintenanceitems.CityPolicyF10(Capital
Asset)setstheparametersforcapitalizationof
tangiblecapitalassets(TCAs)andthosethat
mustbeexpensedintheyearofacquisition
(nonTCAs).TCAsareamortizedovertheir
usefullivesand,again,PolicyF10setsthe
applicableamortizationrateaccordingtothe
categoryofasset.
Insummary,TCAexpendituresareexpectedto
beasfollows:
Includesinternalequipmentchargesoffsetby
equivalentinternalequipmentearnings.

$000s
General
Water
Sewer
Total
2016 2017 2018 2019

2,784 2,212 3,588 2,461
3,735 2,714 3,119 1,712
855 1,030 1,560 3,675
7,374 5,956 8,266 7,847
Project10
2020
8,885
953
2,720
12,558
Cityhallrenos
Firetruck#2
Arenaroof
Fireflow
projects
(variousareas)
Hydrant
replacement
programme
ThomasBrook
watersupply
ThomasBrook
sewer
Seweroutflow
relocation
Downieforce
main
replacement
BigEddywater
Table6Capitalexpenditures
andfundingfortheseexpendituresis
anticipatedtocomefromthefollowingsources:
$000s
2016 2017 2018 2019
Reserves 2,760 2,753 3,253 2,999
Grants
1,550 1,490 1,505 2,626
Debt
1,603
633 1,433
887
DCCs
1,160
0
400
0
Revenue
300 1,080 1,675 1,335
Total
7,374 5,956 8,266 7,847
2020
1,885
1,695
7,833
0
1,145
12,558
Table7Capitalfunding
Someofthecapitalprojectsbeingconsidered
overthenextfiveyearsinclude9:
Year
770,000
500,000
7,000,000
20162020
2016
2020
639,000
20162019
300,000
20162020
670,000
2016
340,000
2016
4,500,000
20162019
1,000,000
20162018
5,700,000
20162018
IT
infrastructure
670,000
20162020
Table8ListofCapitalProjects
Roadreconstructionisestimatedtobeabout
$6.4millionoverthenextfiveyears.In2017,
alloftheroadreconstructionfundingis
budgetedtocomefromrevenuehencethe
propertytaxincreasesforthatyearand2018
(seeTable12Page7).Amortizationofroads
andbridgesamountstoabout$500,000ayear.
Sothecityisproposingtoinvestinits
transportationinfrastructureatahigherrate
thanthatatwhichitisbeingconsumed.
Theequipmentreplacementprogramme
introducedmanyyearsagocontinuesto
eliminateagingandcostlytomaintain
equipment.PublicWorksreportsthatin2007
theaverageageofitsfleetwas13.64yearsand
thatin2015itwas7.4years(20147.65years).
Thelistisillustrativeonlyanddoesnotcontainall
thecapitalprojectsinthe20162020financialplan.
Someprojectsmayberepeatedfromlastyears
financialplanastheywerenotstartedandhave
beenrebudgeted.
10
Opportunities for Cost Reduction
thisnumberis159,017hours12(158,952hours
2015)andincludes3,652hoursofovertime
(3,652hours2015).Theanticipatedcost,
includingbenefits,amountsto$7,529,104
($7,348,8292015),whichincludes$120,00013
forMayorandCounciland$64,60014forthe
volunteerfirefighters.Theactualbudgetedcost
intheconsolidatedfinancialplanfor2016is
$7,486,400.
Overthepast20years,federalgovernment
expendituresinconstantdollarspercapitahave
beendeclining,whiletheirrevenueshavebeen
increasing.Provincial/territorialgovernment
expenditureshavebeenincreasingatalmost
thesamerateastheirrevenues.However,both
federalandprovincialgovernmentrevenuesfell
in2009.Municipalgovernmentexpenditures
havebeenincreasingatafasterratethantheir
revenuesoverthepast20years11.
Subcontract Costs
Theseincludecertainmandatoryexpenditures
suchastheRCMPcontract,VictimServicesand
Transitwhichmakeupthebulkofthisexpense.
Othersubcontractcostsmaynotbemandatory
butareessential,suchassnowremoval.Of
theseexpensesperhapsabout$1millionmight
beconsiderednoncontractualordiscretionary.
(SeeTable23page17).
Itisimportanttoappreciatethatthecityis
subjecttoavarietyofdifferentcostpressures:
Inflation(inc.energycosts)
Demandsforneworimprovedservices.
Developmentgrowth.
Downloadingfromseniorgovernments.
Nevertheless,thereisalwaysopportunityfor
costreductionbutthisinevitablyrequiressome
difficultdecisionsonthepartofCouncil.
Managementstaffwillcontinuetoreviewthe
wayinwhichweprovideservicesandbring
opportunitiesforcostreductionstoCouncilfor
reviewastheyarise.
Miscellaneous Costs
Asubstantialportionoftheseexpenditures
(about$1.6million)areoffsetbyequivalent
revenues.Thebalanceofabout$550,000orso
relatestodiscretionaryitems.(SeeTable24
page18).
Employment Costs
FullfundingfortheSocialStrategyCoordinator
isincludedineachyearoftheplan.
Asemploymentcostsrepresentabout35%of
allcityoperatingexpenses,itisclearthatany
substantialreductionincostswillinvolve
reductionsinthelabourforce.
Azerobasedbudgetapproachisusedin
determiningemploymentcostsinthefinancial
planningprocess.Eachyearanestimateismade
ofthehoursrequiredtocarryoutthecitys
variousfunctionsandworkprojects.For2016,
12
Thisnumberdoesnotincludehourscommittedto
capitalprojects.
13
MayorandCouncilincreasedtheirremuneration
to$120,000in2016.
14
Thisincludesthemonthlystipend,weekend
standbycompensationanddisabilityinsurance.
11
FederationofCanadianMunicipalitiesTheState
ofCanadasCitiesandCommunities2012

Sewer Costs
Overthepast14yearsorsothecityhas
borrowedtohelpfundseveralmajorprojects.
TheseincludetheRCMPbuilding,thewater
filtrationplantandtheaquaticcentre.Almost
50%oftheprincipalandinterestapplicableto
theRCMPbuildingisreimbursedtothecityby
thefederalgovernmentbywayofrent,while
thecityscontributionthroughdebttothe
filtrationplantandaquaticcentreleveraged
significantgrantfunding.Wehavealso
borrowedtoaddnewinfrastructuresuchasthe
ArrowHeightswaterreservoirandtoreplace
aginginfrastructuresuchastheTCHreservoir.
However,aportionofthecitysaccumulated
longtermdebtrelatestoroadreconstruction
and,althoughtheseareassetsanddohavean
expectedlifeinexcessofthedebtcontracted,
thereisavalidargumentthatperhapslong
termdebtshouldnotbeusedforthistypeof
project.Thisfinancialplancontinuesthe
strategyestablishedinthepreviousplantonot
borrowfurtherforroadreconstructionandrely
completelyoncurrentrevenuetofundsuch
works.Theplandoesanticipateborrowinglong
termforcertainwaterandsewerprojectsas
wellasanewarenaroof.
Seweroperatingcostsareforecasttodecrease
by8.40%in2016mostlyastheresultoflower
nonTCAexpenditures.
Water Costs
Wateroperatingcostsareforecasttodecrease
by5.89%in2016mostlyastheresultofa
reductioninnonTCAexpenditures.
Snow removal costs

In2016,thesnowremovalbudgetreflectsprior
actualresults:
Grosscosts
Equip.
rental
internal15
Netcost
Perkm16:
Roads
Sidewalks
Ave.actual
last3years
1,157,725
2015
Budget
1,280,060
2016
Budget
1,317,750
371,015
786,710
4,721
1,882
475,000
805,600
4,834
1,927
481,000
836,750
5,021
2,002
Table9Snowremovalcosts
Long Term Debt

ThecityisrestrictedbytheCommunityCharter
astohowmuchitcanborrowlongterm.Itcan
onlyborrowlongterm17forspecificassetsand
notoperationalexpenses.Also,thelengthof
theloancannotexceedtheusefullifeofthe
assetacquired.Therearealsospecific
regulationssetbytheprovincethatlimitsthe
cityscapacitytoborrow.
LongTermDebt
Millions
16
14
12
10
8
6
4
2
0
15
Cityequipmentchargedtothefunctionandalso
showingasrevenue.
16
Costsbetweenroadsandsidewalkshavebeen
apportionedona10:1basis.
17
Anyperiodbetween5and30years.
2017
2018
2019
2020
9,531,037
8,983,404
8,413,679
7,820,952
14,255,886
Water
3,630,276
3,935,928
4,205,615
3,804,492
3,385,582
Sewer
3,686,248
3,535,186
4,178,082
4,874,828
5,509,964
Figure3Longtermdebt
2016
General
endof2020itisanticipatedthatthisfundwill
containabout$324,315providedthatitdoes
notneedtobeusedintheinterimtohelp
equalizeunexpectedlyheavysnowremoval
costs.Inaddition,theCityholdsapproximately
$1.5millioninDevelopmentCostCharges.
Thecitysprojecteddebt(longterm)toasset
ratioisasfollowsanditcanbeseenthat
Councilsobjectiveofreducingtheratio
reversesin2020:
2016
23.24%
2017
21.44%
2018
20.17%
2019
18.46%
2020
23.10%
In2016,thereisasignificantdisparitybetween
theamountoffundinggoingintothereserves
andtheamountbeingwithdrawntomeet
expenditures:
Table10Debttoassetratio
Capital Reserves
Thecitycontinuestotryandestablishincreased
capitalreserves.Ifrelianceondebtgoing
forwardistobecurtailedthenmoreneedsto
bedonetoensurethatcashisavailabletomeet
ourcapitalexpenditureswhenneeded.
Millions
TotalReserveFundingandExpenditure
4.0
3.5
3.0
2.5
Thecurrentfinancialplanforecastscapital
reservefundstobeatthefollowinglevelsatthe
endofeachyear:
2.0
1.5
1.0
Millions
0.5
4.00
0.0
2016
3.50
3.00
2017
2018
Funding
2019
2020
Expenditure
2.50
2.00
1.50
Figure5TotalReserveFundingandexpenditure
1.00
0.50
Thisfundinggapcontinuesthrough2017and
2018andneedstobeeliminatedornarrowed
considerablyifthecityistomaintainandbuild
itsreservefundseffectively.
0.00
2016
2017
2018
2019
2020
Figure4Reserves
In2013,CounciladoptedaReservesand
SurplusesPolicywhichsetstargetsforminimum
andoptimallevelsforvariousreservesand
surpluses.Thefollowingtableshowshowthe
cityisperformingthusfar:
Attheendof2015capitalreservefundsare
estimatedtobeabout$4.5million.
Thebalancesshownintheforegoingchartdo
notincludetheElectricUtilityReserveFund,or
otheroperatingreserves.TheElectricUtility
ReserveFundcontains$1.4millionofwhich
$1.2millionisinvestedinRevelstoke
CommunityEnergyCorporation(RCEC).The
SnowRemovalReserveFundisbeingfundedat
$50,000peryearfromgeneraloperating.Bythe

Categoryofreserve
Statutory
Capital
General
Other
%of
minimum
balance
90.99%
68.05%
160.20%
110.95%
%of
optimum
balance
52.00%
18.42%
84.96%
53.98%
2016
0%
45%
45%
Table11Reservetargets
Property Taxes
2% 3%
Propertytaxesareforecasttoincreaseon
averageacrossallclassescombinedasfollows:
2016 2017
1.72% 5.00%
2018
5.00%
2019
0.00%
Figure6Shareofpropertytaxbyclass
2020
0.00%
Propertytaxgrowth(revenuefromnew
construction)isexpectedtocontributean
increaseof$1,284,425(or14.57%)21innewtax
revenuein2016andthencontinuetogrowat
about3%ayearfortheremainderofthe
financialplan.Anamountof$750,000has
beenexcludedfromthe2016taxationrevenue
budgetasahedgeagainstfuturefluctuations
causedbyongoingandpotentialassessment
appeals.Thisamountwillbetransferredtothe
TaxEqualizationreserve.Atthetimeofwriting
thisreportthecityhas$49,60022initsTax
Equalizationreserve.
Table12Propertytaxincreases
In2016,theincreasesanddecreasesforthe
individualpropertytaxclassesareasfollows18:
Class
1Residential
2Utility
4MajorIndustry
5LightIndustry
6Business
8Seasonal
Average
0% 4%
Increase/Decrease
2.00%
4.60%19
1.00%
1.00%
1.00%
1.00%
1.72%
Table13Propertytaxincreasesbyclass
CityPolicyF9RevenueandPropertyTaxsetsa
targetofClass1Residentialpropertytaxes
being50%20oftheoveralltaxburden.In2016,
thepropertytaxpieisdividedasshowninthe
followingchart:
Whatdoesthismeanforindividualproperty
owners?Well,forhomeownersthefollowing
21
ThisisbasedonBCAAsnumberof$32,304,788
(net)innewconstruction(NMC)for2016.Thisis
largelyduetoasubstantialtransferofassessed
valuefromClass1toClass6(mostlySuttonPlace)
andhasresultedinanincreaseinthebusiness
percentageshareofoveralltaxationanda
correspondingreductionintheresidential
percentageshare.
22
Itisunknownatthetimeofwritingthisreport
whetherthe2015financialresultswillpermit
maintainingabalanceinthisaccountatendof2015.
18
ThesenumbersarebasedonBCAAscompleted
rollattheendof2015.Theauthenticatedrollwill
notbeavailableuntilApril2016.
19
TheClass2rateisrestrictedtoamaximumof2.77
timestheClass6rate.Therefore,thispercentage
changemayalterdependingupontheactual
variationinassessmentvaluesandtaxrates.
20
In2015theresidentialsharewas54%.

tableindicatestheaveragetaxincrease23
applicabletoexampleassessmentvalues24:
House
Since2009,Class4(MajorIndustry)taxation25
willhavebeenreducedfromjustover$400,000
to$333,212in2016.
Assessment
2015
$100,000 $250,000 $500,000
2016
$103,400 $258,499 $516,998
Taxes
2015
$488
$1,220
$2,440
2016
$498
$1,245
$2,489
Increase
$10
$24
$49
Class4Taxes
350,000
300,000
250,000
200,000
150,000
Table14Taxesonexamplehouses
100,000
ForbusinessownersfallingwithinClass6,the
resultsareasfollows:
50,000
0
2010
Business
Assessment
2015
2016
Taxes
2015
2016
Increase
$100,000
$100,812
$1,848
$1,866
$18
$250,000
$252,029
$4,619
$4,665
$46
2011
2012
2013
2014
2015
Figure7Class4taxes
$500,000
$504,058
Overall,propertytaxincreaseshaveaveraged
approximately2.44%ayearoverthelast3
years.Business(Class6)hasaverageda1.67%
annualincreasewhileresidential(Class1)has
averaged2.50%ascanbeseeninthechartthat
follows:
$9,238
$9,330
$92
Table15Taxesonexamplebusinesses
Thepropertytaxincreasesshowninthe
foregoingtablesarebasedonaverageincreases
ordecreasesinassessmentvalues.
Taxincreases last3years
TheratioofClass6(Business)taxratetoClass1
(Residential)taxratein2015was3.79.Theratio
for2016is3.84basedoncurrentnumbersand
assumptions.Reducingtheratioinlinewith
Councilsobjectivewillrequirefurthershifting
ofthetaxburdenfrombusinesstoresidential
taxpayers.
Average
Class8
Class6
Class5
Class4
Class2
Class1
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
2013
Class1
3.50%
Class2
1.68%
Class4
23.28%
Class5
3.50%
Class6
3.50%
Class8
3.50%
Average
3.96%
2014
2.00%
7.96%
4.25%
2.00%
1.00%
2.00%
1.99%
2015
2.00%
0.14%
2.00%
2.00%
0.50%
2.00%
1.37%
Average
2.50%
3.26%
9.84%
2.50%
1.67%
2.50%
2.44%
23
Relatestomunicipaltaxesonlyanddoesnot
includeschooltaxes,CSRD,MFA,BCAA,orutilities.
24
Thesenumbersareprovisionalonlyandsubjectto
changeonceauthenticatedassessmentnumbersfor
2016areknown.
Figure8Taxincreaseslast3years
25
DownieTimberistheonlytaxpayerinthisclass.
2016
Utility Rates
AnnualinflationinCanadaaveraged1.4%in
November2015.Continuedweaknessinoil
priceshashadamarkedimpactonthe
Canadianeconomyandthelikelihoodisthat
thiswillcontinueforsometime.Thiswill
inevitablycontinuetoimpacttheAlbertan
economyandaffectRevelstokesdomestic
tourism.
Asmentionedpreviouslyinthisreport,utility
ratesareforecasttoincreaseoverthetermof
thefinancialplan.Utilityrates(bothresidential
andcommercial)areproposedtoincreaseas
follows:
2016
2017
2018
Water
2.6%
Sewer
4.1%
Garbage 2.0%
2.5%
5.9%
2.0%
11.1% 11.1%
11.1% 0.0%
2.0% 2.0%
Rate
Inc.
Table16Utilityrateincreases
2019
2020
5.0%
0.0%
2.0%
Theredoesnotappeartobeanyinclinationby
theBankofCanadatoincreaseinterestrates
anytimesoonsothisshouldcontinuetobuoy
consumerconfidenceanddomesticspending.
Basedontheforegoingpercentageincreases
residentialutilityrateswillbe:
Water
Sewer
Garbage
2016
$395
$255
$112
2017
$405
$270
$115
2018
$450
$300
$117
2019
$500
$300
$119
Economicuncertaintyhasimpactedthecityin
recentyearsbywayoftheerraticnatureof
buildingdevelopment.Overthelast8years
newconstructionhasbeenasshowninthe
followingchart:
2020
$525
$300
$122
Millions
Table17Residentialutilityrates
Aswell,itisproposedthatsewerfrontagetax
increasefrom$1.50to$1.60(perfootfrontage)
in2016.Thepurposeofthesewerfrontagetax
istoraisefundsforcapitalpurposes.Thistaxis
imposedequallyonbothresidentialandnon
residentialpropertythatfrontsasewerlinetoa
maximumof200feet(minimum50feet).
100
50
2016
2015
2014
2013
2012
2011
2010
2009
2008
Economic Outlook
Figure9Newconstruction
AtthetimeofwritingthisreporttheCanadian
economyisshowingsignsofatechnical
recessionwhiletheUSAsrecoveryis
continuing.ThereremainsignsinEuropeaswell
asotherpartsoftheglobaleconomywhere
recoveryislesscertain.TheIMFhasrecently
downgradeditsforecastforglobalgrowthfor
2016and2017.
Asaresult,itisdifficulttopredictwithany
degreeofaccuracywhattheleveloffuture
activitymightbeand,therefore,thedemand
forfutureservicesalongwiththepotentialfor
futuretaxgrowth.
Risks to the Plan

Thereareseveralrisksthatcouldimpactthe
financialplanaspresented:
WhilethelowCanadiandollarispositivefor
Revelstokestourismandforeigninvestment
prospects,itdoesnegativelyimpacttheCitys
budgetwhensourcingproductsfromtheUS.
10
Newconstruction
Thefinalresultsfor2015willnotbe
knownuntilthespringof2016.Itistoo
soontospeculateondraftresultsfor
2015.
Appealsagainstassessmentvalues
continuetobemadeandtheseare
oftensuccessfulresultinginlost
revenuestothecity.Thecityhaslost
about$150,000intaxationrevenuesso
farin2015astheresultofsuccessful
appealswhichwillimpacttheresultsfor
theyear.
Theassumptionthatrevenuegrowth
fromnewconstructionwillbe3%ayear
isprobablyoveroptimisticbasedonthe
resultsinrecentyears.
Noneoftherecommendationsfromthe
FireDepartmentReviewhavebeen
incorporatedinthefinancialplanthus
far.Someofthemcomewithacostand
ifCouncilwishestopursueanyorallof
therecommendationsappropriate
provisionforthesecostswillhavetobe
madeintheplan.
TheongoingweaknessintheCanadian
dollarplacesupwardpressureoncosts
beyondnormalinflationforgoodsand
servicesoriginatingfromtheUSA.
incomeanddetrimentallyaffectanticipated
surpluses.TheestablishmentofaTax
Equalizationreservehasgonesomewayin
mitigatingtheeffectsinpreviousyears.
Thepressuretodealwithaneverincreasing
burdenofcapitalprojectsasourinfrastructure
agesitplacesstressonourresources.Thisis
particularlyevidentinthewaterfunctionwhere
significantrateincreasesareanticipatedinlater
yearsinordertomeetthecostsofcapital
projects.Roadreconstructionandrehabilitation
isalsoanareathatrequiressignificant,ongoing
funding.
Inordertoensurethattaxandrateincreases
aremaintainedatreasonablelevelsitwillbe
necessarytocontinuetocriticallyreviewboth
capitalprojectsandservicelevels.
Conclusion
Thedraftplanisbasedona2%propertytax
increaseforresidentialpropertyownersin2016
and1%increaseforallotherclasses(except
Class2).Thisisanaverageof1.72%acrossall
classes.Councilsobjectivetoachieveatax
ratiobetweenbusinessandresidentialrates
closerto2:1maywellrequirefurthershiftingof
thetaxburdenfrombusinesstoresidential.
TheCitycontinuestoexperiencesignificant
assessmentappealsspanningmultipleyears
whichcreatesuncertaintyinprojectingproperty
taxrevenues.Successfulappealscanhave
significantimpactsontheCitysprojected
11

ConsolidatedFinancialPlan
2014
Budget
Revenues
Taxation(inc.PILTS,GILTS&1%utilitytax)
Saleofservices
Other&ownsources
Provincialunconditionaltransfers
Provincialconditionaltransfers
NonTCAfunding
Othercontributions&donations
TotalRevenues
Actual
12,790,869 12,635,670
5,120,335 5,481,575
1,006,800
802,023
600,000
547,969
1,151,500 1,912,535
1,922,600 1,472,080
184,782
36,729
22,776,885 22,888,581
Ave.Actual3
years
2015
2016
2017
2018
2019
2020
Budget
Budget
Budget
Budget
Budget
Budget
12,212,237 12,921,704 13,637,945 14,514,845 15,384,860 15,717,260 16,084,208

4,985,177 5,305,953 5,447,495 5,670,437 6,052,898 6,327,638 6,460,911
879,349
895,800
936,800
904,100
904,100
904,400
904,400
549,182
600,000
600,000
600,000
600,000
600,000
600,000
1,465,985 1,121,500 1,623,000 1,623,000 1,023,000 1,023,000 1,023,000
1,621,379 2,192,400 1,240,160
810,171
631,492
433,571
522,618
146,472
184,782
190,222
206,408
219,872
259,932
259,932
21,859,782 23,222,139 23,675,622 24,328,961 24,816,221 25,265,802 25,855,069
OperatingExpensesbytype
Employmentcosts
Telephone
Advertising
Contractedservices
Officesupplies
Utilities
Miscellaneous
Legal&professional
Materials&supplies
Grantsinaid
Amortization
Interest
Subtotal
NonTCAexpenditures
Totaloperatingexpensesbytype
7,173,925
42,500
64,450
74,150
243,890
109,100
3,217,350
49,000
874,250
1,851,070
29,800
124,100
381,650
607,710
730,350
90,000
445,500
1,725,000
1,031,697
18,865,492
2,208,614
21,074,106
6,668,949
32,803
62,836
51,334
250,507
71,273
3,117,548
50,915
962,772
1,979,808
34,640
187,623
359,847
523,096
766,206
79,769
433,494
1,725,000
1,004,359
18,362,780
1,681,012
20,043,792
6,755,663
32,101
62,575
53,041
234,880
83,339
2,928,401
44,901
855,947
1,981,043
36,656
116,830
328,449
536,396
666,569
80,342
408,168
1,807,044
1,016,821
18,029,166
1,895,524
19,924,690
7,291,400 7,486,400 7,613,291

39,450
42,500
44,250
61,250
57,800
59,750
76,050
71,750
71,450
267,575
272,175
275,150
126,600
134,500
131,750
3,108,050 3,287,145 3,378,295
53,150
54,900
54,150
935,800
950,800
973,100
1,860,820 2,384,020 2,375,620
42,200
43,200
43,800
167,000
133,500
140,500
412,250
422,750
436,750
645,150
647,150
662,850
813,950
824,200
827,500
95,000
97,500
100,000
447,500
468,500
486,750
1,725,000 1,725,000 1,725,000
1,029,098
891,854
932,378
19,197,293 19,995,644 20,332,334
2,636,965 1,729,160 1,186,171
21,834,258 21,724,804 21,518,505
7,745,275
45,250
61,200
77,650
277,050
134,500
3,413,100
55,150
985,100
1,757,620
44,400
143,500
442,250
667,350
830,000
100,000
487,000
1,725,000
967,511
19,958,906
1,090,492
21,049,397
7,881,052
44,500
61,825
71,500
277,875
135,500
3,418,600
54,950
991,100
1,793,620
44,900
141,500
443,250
664,350
831,500
100,000
487,000
1,725,000
991,878
20,159,899
793,571
20,953,471
8,026,048
48,000
63,025
71,600
277,135
137,000
3,443,267
55,500
993,767
1,789,020
46,500
142,000
443,500
669,750
845,500
100,000
492,000
1,725,000
991,878
20,360,489
886,618
21,247,107
OperatingExpensesbyDepartment
GeneralGovernment
FireProtection
ProvincialEmergencyProgram
PlanningandDevelopment
AnimalandPestControl
PoliceandCourtHouseservices
PublicWorks
Transit
EnvironmentalHealth(GarbagecollectionandRecycling)
PublicHealthandWelfare(Cemetery)
CommunityEconomicDevelopment
RecreationandCulture
Amortizationofcapitalassets
Wateroperating
Seweroperating
Debtinterestpayments
TotaloperatingexpensesbyDepartment
2,075,350
1,443,525
92,000
597,100
127,050
1,948,850
4,521,674
339,000
417,650
154,950
1,679,650
3,212,560
1,725,000
940,350
767,700
1,031,698
21,074,107
1,872,506
1,559,045
72,882
408,465
117,225
1,987,792
4,218,987
345,416
453,915
133,886
1,714,257
2,971,360
1,725,000
711,876
746,821
1,004,359
20,043,792
1,763,255
1,468,545
66,086
514,643
112,661
1,867,173
4,186,291
329,656
431,735
143,998
1,772,296
3,022,076
1,807,044
709,621
712,788
1,016,821
19,924,690
2,037,300 2,302,060 2,097,271

1,503,250 1,395,545 1,455,636
92,000
92,000
92,000
584,200
714,200
663,450
147,550
150,050
152,800
2,086,150 2,164,350 2,195,400
4,809,325 4,147,110 4,192,860
369,000
369,000
369,000
395,500
397,500
401,250
151,150
138,200
139,500
1,580,500 2,056,000 2,061,000
3,328,435 3,378,385 3,337,260
1,725,000 1,725,000 1,725,000
1,125,200 1,036,200
903,250
870,600
767,350
800,450
1,029,098
891,854
932,378
21,834,258 21,724,804 21,518,505
2,060,342
1,395,275
92,000
743,700
155,300
2,242,050
4,238,860
369,000
404,250
138,800
1,464,000
3,378,860
1,725,000
897,500
776,950
967,511
21,049,397
2,114,771
1,399,402
92,000
644,200
160,375
2,230,550
4,284,360
369,000
408,250
128,600
1,472,250
3,253,135
1,725,000
900,000
779,700
991,878
20,953,471
2,182,768
1,421,573
92,000
656,200
162,935
2,288,633
4,333,360
369,000
411,825
130,350
1,475,750
3,329,635
1,725,000
896,750
779,450
991,878
21,247,107
Operating(Surplus)/Deficit
1,702,778
2,844,789
1,935,092
1,387,881
1,950,817
2,810,456
3,766,824
4,312,331
4,607,962
Capitalexpenditures
Contributionsfromreserves
ContributionsfromDCC's
ContributionsfromGrants
Debtproceeds
2,698,221
1,907,500
350,000
195,000
0
1,674,533
626,004
0
870,774
0
2,001,075
563,568
3,952
358,917
835,374
4,105,247
2,098,740
90,000
936,000
650,000
7,373,500
2,760,200
1,160,000
1,549,967
1,603,333
5,955,900
2,752,600
0
1,489,967
633,333
8,266,100
3,252,800
400,000
1,504,967
1,433,333
7,847,100
2,998,800
0
2,626,300
887,000
12,558,300
1,885,000
0
1,695,300
7,833,000
245,721
177,755
239,264
330,507
300,000
1,675,000
1,335,000
1,145,000
Capitaloutofrevenue
1,080,000
Debtprincipal
Transferfromequityincapitalassets
Transferstoreserve
(Surplus)/Deficit
620,824
1,725,000
2,611,000
620,824
1,725,000
3,524,639
567,469
1,807,044
2,627,925
620,824
1,725,000
2,140,000
620,824
1,725,000
2,561,000
674,667
1,725,000
2,865,000
695,936
1,725,000
3,305,000
744,069
1,725,000
3,330,000
744,069
1,725,000
2,890,000
49,767
246,570
307,477
21,549
193,993
84,211
184,112
628,261
1,553,893
Table18ConsolidatedFinancialPlan
12

ConsolidatedFinancialPlan
Capital
Expenditures:
GeneralGovernment
Fire
PEP
Planning
AnimalControl
RCMP&CourtHouse
Land
PublicWorks
Cemetery
CED
Recreation
Total
Sourcesoffunding:
Revenue
Buildingreserve
Firereserve
Equipmentreserve
Landreserve
Cemeteryreserve
RCMPreserve
Recreationreserve
Grants
Gastax
DCC's
Debt
Expenditures:
Water
Sewer
TANGIBLECAPITALASSETS
EXPENDITURES
NONTANGIBLECAPITALASSETS
EXPENDITURES
2016
2017
2018
2019
62,500
201,000
0
75,000
0
45,900
150,000
2,088,600
6,700
28,300
125,500
2,783,500
0
179,300
0
0
0
63,400
150,000
1,465,700
3,900
28300
321,300
2,211,900
570,000
168,800
0
0
7500
38,400
150,000
2,564,700
0
28300
59,900
3,587,600
225,000
181,000
0
0
0
6,000
150,000
1,770,300
0
28300
100,000
2,460,600
2020
0
168,000
0
0
0
6,000
150,000
1,517,000
0
28300
7,016,000
8,885,300
300,000
1,080,000
1,675,000
1,335,000
1,145,000
60,000
0
532,500
225,000
20,000
106,000
179,300
168,800
181,000
168,000
626,100
405,700
544,700
445,300
362,000
150,000
150,000
150,000
150,000
150,000
6,700
3,900
0
0
0
45,900
63,400
38,400
6,000
6,000
105,500
301,300
49,900
90,000
6,000
195,000
0
0
0
0
28,300
28,300
28,300
28,300
28,300
1,160,000
0
400,000
0
0
0
0
0
0
7,000,000
2,783,500
2,211,900
3,587,600
2,460,600
8,885,300
2016
2017
2018
2019
2020
399,860
49,500
0
100,000
0
76,800
0
384,000
15,000
60,000
339,500
1,424,660
171,071
64,000
0
40,000
0
54,600
0
363,500
15,000
60,000
241,000
1,009,171
78,992
15,000
0
110,000
0
58,500
0
377,000
12,500
60,000
235,500
947,492
116,071
0
0
0
0
17,000
0
386,500
0
60,000
66,000
645,571
155,618
0
0
0
0
37,000
0
386,000
0
60,000
101,500
740,118
489,000
376,000 459,000 360,000 364,000
129,500
57,500
20,500
17,000
17,000
49,500
64,000
15,000
0
0
287,360
172,071
85,992 121,071 160,618
0
0
0
0
0
15,000
15,000
12,500
0
0
34,800
8,100
38,000
0
20,000
339,500
236,000 235,500
66,000
96,500
0
0
0
0
0
80,000
80,500
81,000
81,500
82,000
0
0
0
0
0
0
0
0
0
0
1,424,660 1,009,171 947,492 645,571 740,118
3,735,000
855,000
4,590,000
2,714,000
1,030,000
3,744,000
3,118,500
1,560,000
4,678,500
1,711,500
3,675,000
5,386,500
953,000
2,720,000
3,673,000
212,250
92,250
304,500
61,000
116,000
177,000
51,000
92,000
143,000
53,250
94,750
148,000
52,000
94,500
146,500
1,125,000
1,266,667
60,000
0
1,283,333
3,735,000
619,000
1,461,667
0
0
633,333
2,714,000
1,008,500
1,476,667
0
0
633,333
3,118,500
1,286,500
425,000
0
0
0
1,711,500
953,000
0
0
0
0
953,000
177,250
10,000
0
25,000
0
212,250
36,000
0
0
25,000
0
61,000
25,500
0
0
25,500
0
51,000
27,750
0
0
25,500
0
53,250
26,000
0
0
26,000
0
52,000
535,000
0
0
320,000
855,000
1,030,000
0
0
0
1,030,000
760,000
0
0
800,000
1,560,000
615,000
2,173,000
0
887,000
3,675,000
220,000
1,667,000
0
833,000
2,720,000
67,250
0
25,000
0
92,250
91,000
0
25,000
0
116,000
66,500
0
25,500
0
92,000
69,250
0
25,500
0
94,750
68,500
0
26,000
0
94,500
7,373,500
5,955,900
8,266,100
7,847,100
12,558,300
1,729,160
1,186,171 1,090,492
793,571
886,618
2,760,200
1,549,967
1,603,333
1,160,000
300,000
7,373,500
2,752,600
1,489,967
633,333
0
1,080,000
5,955,900
3,252,800
1,504,967
1,433,333
400,000
1,675,000
8,266,100
2,998,800
2,626,300
887,000
0
1,335,000
7,847,100
1,885,000
1,695,300
7,833,000
0
1,145,000
12,558,300
1,100,160
90,000
0
50,000
489,000
1,729,160
679,671 499,492
80,500
81,000
0
0
50,000
51,000
376,000 459,000
1,186,171 1,090,492
301,071
81,500
0
51,000
360,000
793,571
388,618
82,000
0
52,000
364,000
886,618
TotalLongTermDebt
16,847,561
16,454,518
16,797,375
16,500,272
23,151,432
TotalCapitalReserves
3,291,828
2,845,386
2,534,576
2,724,695
3,513,150
DCCFund
1,083,820
1,379,958
1,265,315
1,514,379
1,771,300
Sourcesoffunding:
Waterreserve
Grant
Gastax
DCC's
Debt
Sourcesoffunding:
Sewerreserve
Grant
DCC
Debt
TotalCapitalExpenditure
TotalSourcesofFunding:
Reserves
Grantsandother
Debt
DCC's
Revenue
Table19ConsolidatedCapitalPlan
13

2014
GeneralOperatingFinancialPlan
Ave.Actual3
years
2015
2016
2017
2018
2019
2020
Budget
Budget
Budget
Budget
Budget
Budget
Revenues
Taxation(inc.PILTS,GILTS&1%utilitytax)
Saleofservices
Other&ownsources
Provincialunconditionaltransfers
Provincialconditionaltransfers
NonTCAfunding
TotalRevenues
Budget
Actual
12,548,869
2,400,283
1,006,800
600,000
1,151,500
1,667,600
60,000
19,435,051
12,389,826
2,682,018
802,023
547,969
1,912,535
1,339,389
0
19,673,760
12,049,048
2,451,762
879,349
549,182
1,465,985
1,455,217
48,981
18,899,523
12,662,418
2,473,244
895,800
600,000
1,121,500
1,691,900
60,000
19,504,862
13,361,374
2,502,310
936,800
600,000
1,623,000
935,660
60,000
20,019,143
14,220,987 15,073,717 15,388,831 15,738,493

2,528,424 2,543,828 2,557,875 2,576,818
904,400
904,100
904,100
904,400
600,000
600,000
600,000
600,000
1,623,000 1,023,000 1,023,000 1,023,000
633,171
488,492
285,571
376,118
60,000
60,000
60,000
60,000
20,569,682 20,693,137 20,819,677 21,278,829
Employmentcosts
Telephone
Advertising
Contractedservices
Officesupplies
Utilities
Miscellaneous
Legal&professional
Materials&supplies
Grantsinaid
Amortization
Interest
Subtotal
NonTCAexpenditures
6,624,425
28,500
59,450
71,850
209,390
109,100
3,026,550
49,000
735,200
1,616,270
25,200
124,100
381,650
397,910
661,650
90,000
445,500
1,200,000
567,001
16,422,746
1,953,614
18,376,360
6,177,391
24,832
57,757
51,334
219,043
71,273
2,966,259
50,915
795,438
1,747,644
19,105
187,623
359,847
376,226
703,547
79,769
419,411
1,200,000
542,853
16,050,268
1,548,321
17,598,589
6,288,352
27,182
57,856
52,991
201,480
83,339
2,806,237
44,901
713,796
1,745,339
19,248
116,830
328,449
378,645
606,795
80,342
399,329
1,307,853
552,089
15,811,053
1,727,304
17,538,357
6,747,650
32,950
55,650
73,750
236,325
126,600
2,920,250
53,150
794,700
1,625,520
28,300
167,000
412,250
420,150
727,150
95,000
431,500
1,200,000
564,401
16,712,296
2,136,465
18,848,761
6,942,400
36,000
52,200
69,450
240,925
134,500
3,099,345
54,900
807,700
2,148,720
29,300
133,500
422,750
420,650
737,400
97,500
452,500
1,200,000
440,064
17,519,804
1,424,660
18,944,464
7,057,791 7,185,025 7,320,802 7,465,798

37,250
38,250
37,500
41,000
54,150
55,600
56,225
57,425
69,150
75,350
69,200
69,300
243,650
245,550
246,125
247,385
131,750
134,500
135,500
137,000
3,185,995 3,220,800 3,226,300 3,250,967
54,150
55,150
54,950
55,500
826,950
838,950
844,950
847,617
2,139,820 1,521,820 1,557,820 1,553,220
29,900
30,500
31,000
32,600
140,500
143,500
141,500
142,000
436,750
442,250
443,250
443,500
429,100
433,600
430,600
436,000
740,600
743,100
744,600
758,600
100,000
100,000
100,000
100,000
470,750
471,000
471,000
476,000
1,200,000 1,200,000 1,200,000 1,200,000
442,564
442,564
442,564
442,564
17,790,820 17,377,509 17,553,886 17,756,475
1,009,171
947,492
645,571
740,118
18,799,991 18,325,000 18,199,457 18,496,593
OperatingExpensesbyDepartment
GeneralGovernment
FireProtection
ProvincialEmergencyProgram
PlanningandDevelopment
AnimalandPestControl
PoliceandCourtHouseservices
PublicWorks
Transit
EnvironmentalHealth(GarbagecollectionandRecycling)
PublicHealthandWelfare(Cemetery)
CommunityEconomicDevelopment
RecreationandCulture
Amortizationofcapitalassets
Debtinterestpayments
TotaloperatingexpensesbyDepartment
2,075,350
1,443,525
92,000
597,100
127,050
1,948,850
4,521,674
339,000
417,650
154,950
1,679,650
3,212,560
1,200,000
567,001
18,376,360
1,872,506
1,559,045
72,882
408,465
117,225
1,987,792
4,218,987
345,416
453,915
133,886
1,714,257
2,971,360
1,200,000
542,853
17,598,589
1,763,255
1,468,545
66,086
514,643
112,661
1,867,173
4,186,291
329,656
431,735
143,998
1,772,296
3,022,076
1,307,853
552,089
17,538,357
2,037,300
1,503,250
92,000
584,200
147,550
2,086,150
4,809,325
369,000
395,500
151,150
1,580,500
3,328,435
1,200,000
564,401
18,848,761
2,302,060
1,395,545
92,000
714,200
150,050
2,164,350
4,147,110
369,000
397,500
138,200
2,056,000
3,378,385
1,200,000
440,064
18,944,464
2,097,271 2,060,342 2,114,771 2,182,768

1,455,636 1,395,275 1,399,402 1,421,573
92,000
92,000
92,000
92,000
663,450
743,700
644,200
656,200
152,800
155,300
160,375
162,935
2,195,400 2,242,050 2,230,550 2,288,633
4,192,860 4,238,860 4,284,360 4,333,360
369,000
369,000
369,000
369,000
401,250
404,250
408,250
411,825
139,500
138,800
128,600
130,350
2,061,000 1,464,000 1,472,250 1,475,750
3,337,260 3,378,860 3,253,135 3,329,635
1,200,000 1,200,000 1,200,000 1,200,000
442,564
442,564
442,564
442,564
18,799,991 18,325,000 18,199,457 18,496,593
Operating(Surplus)/Deficit
1,058,691
2,075,170
1,361,165
656,101
1,074,679
1,769,691
2,368,136
2,620,220
2,782,236
Capitalexpenditures
Debtproceeds
1,211,721
790,000
50,000
126,000
0
1,374,448
325,919
0
870,774
0
1,674,663
241,108
0
358,917
835,374
2,450,247
1,153,740
90,000
876,000
0
2,783,500
1,100,200
1,160,000
223,300
0
2,211,900
1,103,600
0
28,300
0
3,587,600
1,484,300
400,000
28,300
0
2,460,600
1,097,300
0
28,300
0
8,885,300
712,000
0
28,300
7,000,000
245,721
177,755
239,264
330,507
300,000
1,080,000
1,675,000
1,335,000
1,145,000
357,493
1,200,000
1,561,000
357,493
1,200,000
2,464,639
312,462
1,307,853
1,876,259
357,493
1,200,000
1,290,000
357,493
1,200,000
1,311,000
357,493
1,200,000
1,515,000
357,493
1,200,000
1,750,000
357,493
1,200,000
1,330,000
357,493
1,200,000
990,000
94,477
275,283
241,034
121,900
306,186
17,197
214,357
797,727
1,489,743
Capitaloutofrevenue
Debtprincipal
Transferstoreserve
(Surplus)/Deficit
Table20Generaloperatingfinancialplan
14

Aveactual
last3years
2014
WaterOperating
Budget
Actual
2015
Budget
2016
Budget
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenues
Saleofservices
DCCfunding
NonTCAfunding
TotalRevenues
1,745,500 1,695,264 1,478,522 1,818,671 1,886,219 2,007,631 2,256,225 2,516,919 2,631,248

2,060
100,500
32,342 91,842 304,250 212,250
61,000
51,000
53,250 52,000
0
10,000
0
0
0
0
0
0
0
1,846,000 1,737,606 1,572,424 2,122,921 2,098,469 2,068,631 2,307,225 2,570,169 2,683,248
Employmentcosts
Telephone
Advertising
Contractedservices
Officesupplies
Utilities
Miscellaneous
Legal&professional
Materials&supplies
Grantsinaid
NonTCAexpenditures
Amortization
Interest
Totaloperatingexpenses
336,500
254,127 245,269
8,500
5,776
2,171
3,000
2,862
2,951
2,000
0
50
24,000
19,073
23,972
0
0
0
135,000
102,498
64,782
0
0
0
60,050
71,952
56,103
117,500
116,812 119,440
2,500
5,295
4,008
0
0
0
0
0
0
122,300
70,456
90,462
28,500
21,427
9,509
0
0
0
0
9,257
2,562
100,500
32,342
91,842
400,000
400,000 295,536
296,048
292,857 294,172
1,636,398 1,404,732 1,302,829
306,000
308,500
3,500
3,500
3,600
3,600
2,000
2,000
19,250
19,250
0
0
131,000
131,000
0
0
60,600
61,100
117,500
117,500
2,500
2,500
0
0
0
0
136,500
136,500
28,500
28,500
0
0
10,000
10,000
304,250
212,250
400,000
400,000
296,048
277,702
1,821,248 1,713,902
316,750 321,000 321,000 321,000

4,000
4,000
4,000
4,000
3,600
3,600
3,600
3,600
2,000
2,000
2,000
2,000
19,500
19,500
19,750
17,750
0
0
0
0
133,500 133,500 133,500 133,500
0
0
0
0
62,650
62,650
62,650
62,650
117,500 117,500 117,500 117,500
2,500
2,500
2,500
2,500
0
0
0
0
0
0
0
0
141,750 141,750 141,750 141,750
28,500
28,500
28,500
28,500
0
0
0
0
10,000
10,000
10,000
10,000
61,000
51,000
53,250
52,000
400,000 400,000 400,000 400,000
310,285 331,818 342,585 342,585
1,613,535 1,629,318 1,642,585 1,639,335
Operating(surplus)/deficit
209,603
332,874
269,595
301,673
Capitalexpenditures
Debtproceeds
659,000
590,000
0
69,000
0
223,424
223,424
660,190
266,491
0
193699
200,000
945,000 3,735,000 2,714,000 3,118,500 1,711,500

235,000 1,125,000
619,000 1,008,500 1,286,500
0
0
0
0
0
60,000 1,326,667 1,461,667 1,476,667 425,000
650,000 1,283,333
633,333 633,333
0
Debtprincipal
Transferstoreserve
152,085
400,000
320,000
152,085
400,000
330,000
147,283
295,536
466,667
152,085
400,000
550,000
152,085
400,000
700,000
195,182
400,000
600,000
(Surplus)/Deficit
137,518
250,789
48,819
412
67,518
59,914
Capitaloutofrevenue
Table21Wateroperatingplan
15
384,567
455,096
677,907
927,584 1,043,913
953,000
953,000
0
0
0
0
216,450 237,719 237,719

400,000 400,000 400,000
850,000 1,350,000 1,150,000
11,456
260,135
56,194

2014
SewerOperating
Budget
Ave.actual 2015
last3years Budget
Actual
2016
Budget
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenues
Taxationandgrants
Saleofservices
NonTCAfunding
TotalRevenues
242,000 245,845 163,190 259,286 276,572 293,857 311,143 328,429 345,715

974,552 1,104,293 954,701 1,014,039 1,058,966 1,134,383 1,252,844 1,252,844 1,252,844
154,500 100,349
92,226 196,250
92,250 116,000
92,000
94,750
94,500
124,782
26,729
92,098 124,782 130,222 146,408 159,872 199,932 199,932
1,495,833 1,477,215 1,302,214 1,594,356 1,558,009 1,690,648 1,815,859 1,875,956 1,892,992
Employmentcosts
Telephone
Advertising
Contractedservices
Officesupplies
Utilities
Miscellaneous
Legal&professional
Materials&supplies
Grantsinaid
NonTCAexpenditures
Amortization
Interest
213,000 237,431 221,664 237,750 235,500

238,750
5,500
2,195
917
3,000
3,000
3,000
2,000
2,217
1,770
2,000
2,000
2,000
300
0
0
300
300
300
10,500
12,392
10,404
12,000
12,000
12,000
0
0
0
0
0
0
55,800
48,791
43,345
56,800
56,800
58,800
0
0
0
0
0
0
79,000
95,383
81,163
80,500
82,000
83,500
117,300 115,351 117,005 117,800 117,800
118,300
2,100
10,240
12,665
11,400
11,400
11,400
0
0
0
0
0
0
0
0
0
0
0
0
87,500
76,414
79,793
88,500
90,000
92,000
40,200
41,233
46,587
58,300
58,300
58,400
0
0
0
0
0
0
0
4,827
3,192
6,000
6,000
6,000
154,500 100,349
94,283 196,250
92,250
116,000
125,000 125,000 173,016 125,000 125,000
125,000
168,649 168,649 169,745 168,649 174,089
179,529
1,061,349 1,040,470 1,055,549 1,164,249 1,066,439 1,104,979
Operating(surplus)/deficit
434,485
436,745
246,665
430,107
491,570
Capitalexpenditures
Debtproceeds
827,500
527,500
300,000
0
0
76,661
76,661
0
0
0
29,506
25,554
3,952
0
0
710,000
710,000
0
0
0
855,000 1,030,000
535,000 1,030,000
0
0
0
0
320,000
0
Capitaloutofrevenue
585,669
239,250 239,250
239,250
3,000
3,000
3,000
2,000
2,000
2,000
300
300
300
12,000
12,000
12,000
0
0
0
58,800
58,800
58,800
0
0
0
83,500
83,500
83,500
118,300 118,300
118,300
11,400
11,400
11,400
0
0
0
0
0
0
92,000
92,000
92,000
58,400
58,400
58,400
0
0
0
6,000
6,000
6,000
92,000
94,750
94,500
125,000 125,000
125,000
193,129 206,729
206,729
1,095,079 1,111,429 1,111,179
720,780
764,527
781,813
1,560,000 3,675,000 2,720,000

760,000 615,000 220,000
0
0
0
0 2,173,000 1,667,000
800,000 887,000 833,000
Debtprincipal
Transferstoreserve
111,246
125,000
730,000
111,246
125,000
730,000
102,922
173,016
341,667
111,246
125,000
300,000
111,246
125,000
550,000
121,992
125,000
750,000
121,992
125,000
705,000
148,857
125,000
650,000
148,857
125,000
750,000
(Surplus)/Deficit
281,761
279,501
24,908
143,861
44,675
161,323
18,789
90,670
7,956
Table22Seweroperatingplan
16

GeneralOperating
ContractedServices
Blue#'sareoffsetbyequivalentrevenues
MayorandCouncil
Cityproperty
CityHallmaintenance
Administration/Finance
Elections&Referendums
Labourmanagement
FireDepartmentAdministration
FireFightingforce
Firestation
PEP
EmergencyProgrammeCoordinator
ESSCoordinator
Planning
Planningfunded
Animal&Pestcontrol
Policestation
RCMP
RCMPOvertime
RCMPPrisonercosts
VictimServices
CourtHouse
Engineeringconsultingfees
PublicWorksadministration
Engineeringservices
Equipmentmaintenance
Municipalyards&buildings
Streetmaintenance
Sidewalkmaintenance
DrainageDitchmaintenance
StormSewermaintenance
Snowremoval
Customwork
Streetlighting
Trafficservices
RailwayCrossingmaintenance
Bridgemaintenance
Transit
Garbagecollection
Recycling
Garbagebins
Cemetery
Tourism&PublicRelations
SkiHill
EconomicDevelopment
Recreationadministration
Communitycentre
CommunityCentresnowremoval
Aquaticcentre
Arena
Williamson'sLake
Boulevardmaintenance
Revitmaintenance
Parksgeneral
ColumbiaViewPark
Museum
Trails&Walkways
SILGAConvention
TOTAL
Ave.Actual
Last3years
2014
Budget
Actual
20,000
20,358
500
922
4,750
7,171
3,000
5,724
20,000
13,464
11,650
6,521
0
75
25,000
27,853
0
0
3,600
17,859
56,000
0
9,000
16,444
50,000
9,479
20,000
0
100,000 106,563
19,000
35,099
1,250,000 1,250,273
60,000
44,056
60,000 113,958
55,000
56,266
42,800
36,047
0
9,241
0
67
7,000
8,694
9,750
13,415
27,000
28,646
85,000
72,180
5,000
6,789
0
0
4,000
4,162
378,400 322,569
1,050
40,314
15,000
9,869
3,500
4,408
12,000
8,580
1,000
4,348
336,500 343,821
2,500
665
110,000 119,232
15,000
7,678
1,000
471
45,000
45,000
0
0
32,000
26,427
2,000
894
11,000
11,192
6,000
14,630
1,800
1,846
39,500
43,005
2,750
1,449
4,000
2,247
11,000
8,035
35,500
26,759
2,500
721
4,000
4,587
5,500
6,188
0
0
3,026,550 2,966,259
2015
Budget
2016
Budget
2018
Budget
2019
Budget
2020
Budget
18,843
26,000
26,000
26,000
26,000
26,000
26,000
471
500
500
500
500
500
500
5,097
5,250
5,250
5,750
5,750
5,750
5,750
3,728
3,000
3,000
3,500
3,500
3,500
3,500
4,532
0
0
0
25,000
0
0
8,003
2,500
2,500
2,500
2,500
2,500
2,500
33
0
0
0
0
0
0
24,766
30,000
38,695
64,695
35,000
35,000
35,000
1,436
0
0
0
0
0
0
11,636
3,600
3,600
3,600
3,600
3,600
3,600
14,241
56,000
40,000
40,000
40,000
40,000
40,000
14,190
9,000
25,000
25,000
25,000
25,000
25,000
23,918
5,000
10,000
10,000
10,000
10,000
10,000
0
0
0
0
0
0
0
99,379 110,000 126,000 128,500 131,000 134,500 137,000
24,463
32,000
32,000
32,000
32,000
32,000
32,000
1,205,392 1,260,000 1,375,000 1,420,000 1,445,000 1,470,000 1,495,000
42,846
65,000
65,000
65,000
70,000
70,000
73,333
70,169
80,000
80,000
80,000
85,000
85,000
88,333
55,392
55,000
56,000
56,500
57,000
57,000
57,333
35,227
42,800
43,800
43,800
44,800
44,800
45,467
3,442
0
0
0
0
0
0
710
0
0
0
0
0
0
13,831
7,000
7,000
7,500
7,500
7,500
8,000
15,039
12,750
12,750
12,750
12,750
12,750
12,750
28,772
27,000
27,000
27,500
27,500
27,500
28,500
61,396
86,000
86,000
87,000
87,000
87,000
88,000
4,036
5,000
5,000
5,000
5,000
5,000
5,000
46,384
0
0
0
0
0
0
2,726
4,000
4,000
4,000
4,000
4,000
4,000
304,861 335,000 364,400 365,000 365,000 365,000 365,000
18,314
1,050
1,050
1,100
1,100
1,100
1,100
11,552
16,000
16,000
16,000
16,000
16,000
16,000
2,236
3,500
3,500
3,500
3,500
3,500
3,500
11,078
12,000
12,000
12,000
12,000
12,000
12,000
2,384
15,000
15,000
15,000
15,000
15,000
1,500
325,038 366,500 366,500 366,500 366,500 366,500 366,500
1,240
2,750
2,750
3,000
3,000
3,000
3,000
112,580
0
0
0
0
0
0
8,948
15,000
15,000
15,000
15,000
15,000
15,000
487
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
25,237
32,000
32,000
32,000
32,000
34,000
34,000
846
2,000
2,500
2,500
2,000
2,000
2,500
9,310
11,000
11,500
11,500
11,500
11,500
11,500
6,150
15,000
15,000
15,000
15,000
15,000
15,000
3,537
1,800
1,800
1,800
1,800
1,800
1,800
31,581
57,000
57,000
57,000
57,000
57,000
57,000
878
2,750
2,750
3,000
3,000
3,000
3,000
1,891
4,000
4,000
4,000
4,000
4,000
4,000
6,632
11,000
11,500
12,500
13,500
13,500
13,500
20,123
29,000
29,000
35,000
35,000
35,000
35,000
240
1,000
500
500
500
500
500
5,754
6,000
8,000
8,000
8,000
8,000
8,000
5,676
7,500
7,500
9,000
9,000
9,000
9,000
2,808
0
0
0
0
0
0
2,806,237 2,920,250 3,099,345 3,185,995 3,220,800 3,226,300 3,250,967
Table23Generaloperatingcontractedservices
17
2017
Budget

GeneralOperatingMiscellaneousExpenses
Blue#'sareoffsetbyequivalentrevenues
AdministrationCharges
BadDebtexpense
Cashovershort
Softwaresupport
Programmingservices
Computerleases
Taxescityproperty
ColumbiaBasinTrust
Contingency
ReceivedfromSD19forelectioncosts
Rentalofbuildings
UniformMaintenance
TrainingSupplies
RecoveryfromPEP
PlanningSign&FacadeDesign
AdvisoryPlanningCommission
EnhancementPlanningPublicArt
HeritageCommission
Auxiliarypolice
Crimestoppers
Surveys&Easements
TippingFees
AirMonitoringEquipment
StreetEntertainment
TourismMarketing
TourismDevelopmentCoordinator
PromotionPrograms
SocialStrategyCoordinator
Leases
EDCSpecialPrograms
EDCTourismInfrastructureFunded
EDCTourismMarketingFunded
EDCTourismMarketingFunded(Transitbuses)
EDCJobopportunitiesprogramFunded
EDCAirportDevelopmentStudyFunded
EDCOtherFunded
EDCCBT
EDCResortShuttleFunded
EDCCaribouMaternityPenProject
RecreationCommission
SummerPrograms
FallPrograms
SpringPrograms
WinterPrograms
Leadership&Comm.Dev.
SpecialEvents
SOCAN
BannerFund
SILGAConvention
SpecialPresentations
HSTnorebate
Carbonoffsetpurchase
TOTAL
Ave.Actual
2015
2014
Budget
Actual Last3years Budget
60,400
60,400
60,400
61,500
100
0
0
100
10
881
454
10
91,000
62,096
66,021
97,000
3,500
15,238
6,080
3,500
15,000
0
0
18,000
0
0
2,099
0
10,000
11,130
8,233
10,000
20,000
940
2,613
20,000
(17,950)
0
0
0
1,800
0
0
0
25,000
24,403
18,387
28,000
18,000
16,138
12,569
20,000
0
(5,377)
(2,311)
0
0
0
2,168
0
2,000
0
0
0
10,000
0
2,719
10,000
2,000
0
278
0
4,000
4,000
4,000
4,000
1,000
0
667
1,000
0
0
265
0
80,000
73,635
78,235
85,000
5,000
0
1,197
5,000
45,000
45,000
45,000
50,000
45,000
31,434
39,865
45,000
25,000
0
16,667
0
2,000
0
0
2,000
53,000
47,871
50,015
53,000
9,000
1,987
5,952
9,000
30,000
14,064
25,914
30,000
550,000 554,096
587,019 550,000
300,000 475,917
421,238 300,000
0
0
12,725
0
0
0
548
0
0
3,740
1,322
0
50,000 134,885
117,692
50,000
110,000
500
10,000
0
0
0
2,000
7,000
5,500
2,000
0
10,000
0
29,410
1,616,270
76,760
86
0
1,252
0
0
0
0
6,635
5,934
10,191
0
9,467
35,430
29,410
1,747,644
2016
Budget
61,500
100
10
123,000
3,500
19,500
0
10,000
20,000
0
0
28,000
23,200
0
0
0
10,000
0
4,000
1,000
0
85,000
0
50,000
45,000
0
2,000
53,000
5,000
30,000
600,000
400,000
0
0
0
50,000
351,500
110,000
Table24Generaloperatingmiscellaneousexpenses
2018
Budget
61,500
100
10
118,000
3,500
19,500
0
10,000
20,000
(23,000)
2,000
28,000
21,500
0
0
0
8,000
0
4,000
1,000
0
85,000
0
52,000
45,000
0
2,000
53,000
5,000
30,000
0
400,000
0
0
0
50,000
351,500
110,000
2019
Budget
61,500
100
10
127,000
3,500
21,500
0
10,000
20,000
0
0
28,000
21,500
0
0
0
8,000
0
4,000
1,000
0
85,000
0
54,000
45,000
0
2,000
55,000
5,000
30,000
0
400,000
0
0
0
50,000
351,500
110,000
2020
Budget
61,500
100
10
120,000
3,500
23,500
0
10,000
20,000
0
0
28,000
21,500
0
0
0
8,000
0
4,000
1,000
0
85,000
0
54,000
45,000
0
2,000
55,000
5,000
30,000
0
400,000
0
0
0
50,000
351,500
110,000
53,880 110,000
29
11
500
500
500
500
500
500
3,815
10,000
10,000
10,000
10,000
10,000
10,000
1,907
0
0
0
0
0
0
600
0
0
0
0
0
0
2,698
0
0
0
0
0
0
9
2,000
2,000
2,000
2,000
2,000
2,000
6,234
7,000
7,000
7,000
7,000
7,000
7,000
1,978
1,500
1,500
1,500
1,500
1,500
1,500
4,792
3,000
3,000
3,000
3,000
3,000
3,000
6,588
0
0
0
0
0
0
9,488
10,000
10,000
10,000
10,000
10,000
10,000
35,870
0
0
0
0
0
0
29,410
29,410
29,410
30,210
30,210
30,210
30,610
1,745,339 1,625,520 2,148,720 2,139,820 1,521,820 1,557,820 1,553,220
18
2017
Budget
61,500
100
10
115,000
3,500
19,500
0
10,000
20,000
0
0
28,000
21,500
0
0
0
8,000
0
4,000
1,000
0
85,000
0
52,000
45,000
0
2,000
53,000
5,000
30,000
600,000
400,000
0
0
0
50,000
351,500
110,000

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F

20162020 Financial Plan

20162020 Financial Plan

20162020 Financial Plan

The Financial Plan at a Glance

20162020 Financial Plan

20162020 Financial Plan

Estimated Cash Flow1

9,499,698 10,259,673 11,080,447 11,412,861 11,755,247

3,413,647 2,280,234 1,197,102

7,486,400 7,613,291 7,745,275 7,881,052 8,026,048

20162020 Financial Plan

20162020 Financial Plan

Official Community Plan Extract

Annuallypreparea5yearFinancialPlan,withcommunity consultation tosustainablybalance

20162020 Financial Plan

20162020 Financial Plan

2016 Council Objectives

2. Planning for the Future

20162020 Financial Plan

4. Economic Development and Business Support

20162020 Financial Plan

$millions 2016 2017 2018 2019

21.72 21.52 21.05 20.95

Meeting Council Objectives

2017 2018 2019

20162020 Financial Plan

Exc.NonTCA 21,029,739 22,435,462

20162020 Financial Plan

Exc.NonTCA 19,197,293 19,995,644

Consolidated Capital Expenditures

20162020 Financial Plan

2016 2017 2018 2019

20162020 Financial Plan

Opportunities for Cost Reduction

20162020 Financial Plan

Snow removal costs

Long Term Debt

20162020 Financial Plan

20162020 Financial Plan

20162020 Financial Plan

20162020 Financial Plan

Risks to the Plan

20162020 Financial Plan

20162020 Financial Plan

12,212,237 12,921,704 13,637,945 14,514,845 15,384,860 15,717,260 16,084,208

7,291,400 7,486,400 7,613,291

2,037,300 2,302,060 2,097,271

20162020 Financial Plan

20162020 Financial Plan

14,220,987 15,073,717 15,388,831 15,738,493

7,057,791 7,185,025 7,320,802 7,465,798

2,097,271 2,060,342 2,114,771 2,182,768

20162020 Financial Plan

1,745,500 1,695,264 1,478,522 1,818,671 1,886,219 2,007,631 2,256,225 2,516,919 2,631,248

316,750 321,000 321,000 321,000

945,000 3,735,000 2,714,000 3,118,500 1,711,500

216,450 237,719 237,719

20162020 Financial Plan

242,000 245,845 163,190 259,286 276,572 293,857 311,143 328,429 345,715

213,000 237,431 221,664 237,750 235,500

1,560,000 3,675,000 2,720,000

20162020 Financial Plan