Revelstoke Financial Plan 2016-20

City of Revelstoke
Council Report
File No.: 1880-20
To:
His Worship Mayor McKee and Members of City Council
From:
Graham Inglis, Director of Finance
Date:
February 18, 2016
Subject:
2016-2020 Financial Plan
RECOMMENDATION:
That Bylaw 2104, being a bylaw for the purpose of adopting the 2016-2020 Financial
Plan, be read a First, Second and Third time.
CAO Comments:
Approved for Council consideration. AC
Background:
The financial planning process commenced last summer and a draft financial plan for 20162020 was produced by September 30. Council held several subsequent budget meetings to
determine an appropriate plan to present to the public for review and comment. Council decided
on a draft plan for presentation at its meeting held January 26, 2016. This is the earliest Council
has ever completed the financial plan process.
A synopsis of the plan was published in the Times Review on February 3, 2016 and this, plus a
full version of the plan, has been available on the Citys website since January 29. At the date of
writing this report two submissions have been received from the public.
Options / discussion:
The current financial plan builds on this and previous Councils objectives of building reserves
and surpluses, safeguarding our infrastructure, maintaining services and reducing our reliance
on long term debt while at the same time achieving this with moderate tax increases. This plan
continues to fulfill those objectives and improves the Citys financial resiliency.
Consolidated operating expenses are forecast to remain relatively flat over the next 5 years
even though we are adding an additional RCMP officer to enhance protective services to the
community. The consolidated operating surplus is estimated to be about $1.5 million at the end
of 2016, rising to almost $3.5 million by the end of 2020. This provides additional funds for
capital projects without the need for long term borrowing. Although our capital reserves are
predicted to dip in the middle years of the plan they are forecast to recover fully by 2020 and to
move back higher to $3.5 million by the end of that year.
City of Revelstoke
Council Report
Although the City is taking on more long term borrowing during the term of the plan, a
substantial portion of this debt relates to Local Area Services (LAS) such as the Big Eddy Water
Works and Thomas Brook water and sewer where benefitting residents only will be responsible
for repaying the debt. In addition, the $1.9 million in borrowing for Big Eddy Water Works
leverages considerable senior government grants to provide a $5.7 million project to those
residents. Even with this additional borrowing the Citys long term debt is forecast to remain
relatively flat over the first four years of the plan at a little over $16.5 million until 2020 when the
arena roof project calls for $7 million in borrowing. However, this is a few years away yet and
Council still has to determine the best solution for this issue. The plan contains the estimated
cost of full roof replacement at this time which is the worst case scenario.
It is estimated that the City will spend more than $6 million over five years on repairing and
rehabilitating roads. None of this is to be funded through borrowing.
Property taxes are forecast to increase by about 1.72% overall in 2016. Residential property
owners will see a 2% increases while all other classes will see a 1% increase except Class 2
(Utility). For an average single family house assessed at $250,000 (in 2015) this will mean an
increase of about $24 a year. For a business of the same value the increase will be about $46 a
year. Water and sewer charges will also increase by $10 each or about 2.6% and 4.1%
respectively. Commercial rates will increase at similar percentages, but not until the middle of
2016. The sewer frontage tax will also increase by $0.10 per foot resulting in a minimum annual
increase per property (residential and business) of $5 and a maximum of $20. These increases
not only help to maintain our levels of service they also provide necessary funding for our
reserves and surpluses to fund future capital projects and reduce reliance on long term debt.
Option: Council could make further amendments to the plan.
Section 165 of the Community Charter.
Financial / Risk Implications:
As per attached financial plan.
Strategic Plan Reference:
As per attached financial plan.
Others Consulted:
Management Staff.
City of Revelstoke
Council Report
Attachments:
Bylaw 2104.
2016-2020 Financial Plan (January 26, 2016).
Submission from Ms. Eileen Fletcher1.
Submission from the Chamber of Commerce.
Respectfully submitted,
Graham Inglis
Director of Finance
The Financial Plan includes $50,000 for developing a Heritage Strategy in 2018
CITY OF REVELSTOKE
BYLAW NO 2104
____________________________________________________________________________________
A Bylaw for the Purpose of Adopting the Five Year Financial Plan 2016-2020
WHEREAS in accordance with the provisions of Section 165 of the Community Charter,
Council is required by bylaw to adopt the five year financial plan of the municipality on or
before the fifteenth day of May each year.
NOW THEREFORE, the Council of the City of Revelstoke in open meeting assembled enacts
as follows:
1.
Schedules "A", "B", "C" and "D" attached hereto and forming a part of this Bylaw, are
hereby adopted and present the five year financial plan of the City of Revelstoke for
period 2016 2020 inclusive.
2.
This Bylaw may be cited for all purposes as the Five Year Financial Plan 2016 2020
Bylaw No. 2104.
3.
This bylaw shall come into full force and effect upon its adoption by Council.
READ A FIRST TIME THIS

READ A SECOND TIME THIS
READ A THIRD TIME THIS
ADOPTED THIS
DAY OF
DAY OF
DAY OF
DAY OF
, 2016.
, 2016.
, 2016.
, 2016.
_________________________________
Director of Corporate Administration
_______________________________
Mayor
Certified a true copy this ___________ day of _________________,_____.
_________________________________
Schedule A
Consolidated Financial Plan
2016
Budget
2017
Budget
-13,637,945
-5,447,495
-936,800
-600,000
-1,623,000
-1,240,160
-190,222
-23,675,622
-14,514,845
-5,670,437
-904,100
-600,000
-1,623,000
-810,171
-206,408
-24,328,961
-15,384,860
-6,052,898
-904,100
-600,000
-1,023,000
-631,492
-219,872
-24,816,221
-15,717,260
-6,327,638
-904,400
-600,000
-1,023,000
-433,571
-259,932
-25,265,802
-16,084,208
-6,460,911
-904,400
-600,000
-1,023,000
-522,618
-259,932
-25,855,069
Operating Expenses by type

Employment costs
Travel and meeting expenses
Telephone
Advertising
Licences and insurance
Memberships & conferences
Contracted services
Office supplies
Utilities
Miscellaneous
Freight, courier & postage
Legal & professional
Maintenance of buildings & equipment
Materials & supplies
Equipment rental (internal & external)
Grants-in-aid
Vehicle maintenance & fuel
Amortization
Interest
Sub-total
Non-TCA expenditures
Total operating expenses by type
7,486,400
42,500
57,800
71,750
272,175
134,500
3,287,145
54,900
950,800
2,384,020
43,200
133,500
422,750
647,150
824,200
97,500
468,500
1,725,000
891,854
19,995,644
1,729,160
21,724,804
7,613,291
44,250
59,750
71,450
275,150
131,750
3,378,295
54,150
973,100
2,375,620
43,800
140,500
436,750
662,850
827,500
100,000
486,750
1,725,000
932,378
20,332,334
1,186,171
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
Operating Expenses by Department

General Government
Fire Protection
Provincial Emergency Program
Planning and Development
Animal and Pest Control
Police and Court House services
Public Works
Transit
Environmental Health (Garbage collection and disposal)
Public Health and Welfare (Cemetery)
Community Economic Development
Recreation and Culture
Amortization of capital assets
Water operating
Sewer operating
Debt interest payments
Total operating expenses by Department
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
1,725,000
1,036,200
767,350
891,854
21,724,804
2,097,271
1,455,636
92,000
663,450
152,800
2,195,400
4,192,860
369,000
401,250
139,500
2,061,000
3,337,260
1,725,000
903,250
800,450
932,378
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
-1,950,817
-2,810,456
-3,766,824
-4,312,331
-4,607,962
Capital expenditures
Contributions from reserves
Contributions from DCC's
Contributions from Grants
Debt proceeds
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
300,000
1,080,000
1,675,000
1,335,000
1,145,000
620,824
-1,725,000
2,561,000
193,993
674,667
-1,725,000
2,865,000
-84,211
695,936
-1,725,000
3,305,000
-184,112
744,069
-1,725,000
3,330,000
628,261
744,069
-1,725,000
2,890,000
1,553,893
Revenues
Taxation (inc. PILTS, GILTS & 1% utility tax)
Sale of services
Other & own sources
Provincial unconditional transfers
Provincial conditional transfers
Non- TCA funding
Other contributions & donations
Total Revenues
Capital out of revenue

Debt principal
Transfer from equity in capital assets
Transfers to reserve
Transfer to/from accumulated surplus
(Surplus)/Deficit
2018
Budget
2019
Budget
2020
Budget
Schedule B
Consolidated Financial Plan
Capital
TANGIBLE CAPITAL ASSETS

EXPENDITURES
2016
2017
NON-TANGIBLE CAPITAL ASSETS

EXPENDITURES
2018
2019
2020
Expenditures:
General Government
Fire
PEP
Planning
Animal Control
RCMP & Court House
Land
Public Works
Cemetery
CED
Recreation
Total
62,500
0 570,000 225,000
201,000 179,300 168,800 181,000
0
0
0
0
75,000
0
0
0
0
0
7,500
0
45,900
63,400
38,400
6,000
150,000 150,000 150,000 150,000
2,088,600 1,465,700 2,564,700 1,770,300
6,700
3,900
0
0
28,300
28,300
28,300
28,300
125,500 321,300
59,900 100,000
2,783,500 2,211,900 3,587,600 2,460,600
Sources of funding:
Revenue
Building reserve
Fire reserve
Equipment reserve
Land reserve
Cemetery reserve
RCMP reserve
Recreation reserve
Grants
Gas tax
DCC's
Debt
Total
2016
2017
2018
2019
2020
0
168,000
0
0
0
6,000
150,000
1,517,000
0
28,300
7,016,000
8,885,300
399,860 171,071
49,500
64,000
0
0
100,000
40,000
0
0
76,800
54,600
0
0
384,000 363,500
15,000
15,000
60,000
60,000
339,500 241,000
1,424,660 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
300,000 1,080,000 1,675,000 1,335,000

60,000
0 532,500 225,000
106,000 179,300 168,800 181,000
626,100 405,700 544,700 445,300
150,000 150,000 150,000 150,000
6,700
3,900
0
0
45,900
63,400
38,400
6,000
105,500 301,300
49,900
90,000
195,000
0
0
0
28,300
28,300
28,300
28,300
1,160,000
0 400,000
0
0
0
0
0
2,783,500 2,211,900 3,587,600 2,460,600
1,145,000
20,000
168,000
362,000
150,000
0
6,000
6,000
0
28,300
0
7,000,000
8,885,300
489,000 376,000
129,500
57,500
49,500
64,000
287,360 172,071
0
0
15,000
15,000
34,800
8,100
339,500 236,000
0
0
80,000
80,500
0
0
0
0
1,424,660 1,009,171
459,000
20,500
15,000
85,992
0
12,500
38,000
235,500
0
81,000
0
0
947,492
360,000
17,000
0
121,071
0
0
0
66,000
0
81,500
0
0
645,571
364,000
17,000
0
160,618
0
0
20,000
96,500
0
82,000
0
0
740,118
Expenditures:
Water
Sewer
Total
3,735,000 2,714,000 3,118,500 1,711,500

855,000 1,030,000 1,560,000 3,675,000
4,590,000 3,744,000 4,678,500 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
Sources of funding:
Water reserve
Grant
Gas tax
DCC's
Debt
Total
1,125,000 619,000 1,008,500 1,286,500

1,266,667 1,461,667 1,476,667 425,000
60,000
0
0
0
0
0
0
0
1,283,333 633,333 633,333
0
3,735,000 2,714,000 3,118,500 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
Sources of funding:
Sewer reserve
Grant
DCC
Debt
Total
535,000 1,030,000 760,000 615,000

0
0
0 2,173,000
0
0
0
0
320,000
0 800,000 887,000
855,000 1,030,000 1,560,000 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
Total Capital Expenditure
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
Total Sources of Funding:

Reserves
Grants and other
Debt
DCC's
Revenue
Total Funding
2,760,200
1,549,967
1,603,333
1,160,000
300,000
7,373,500
1,100,160 679,671 499,492

90,000
80,500
81,000
0
0
0
50,000
50,000
51,000
489,000 376,000 459,000
1,729,160 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
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 1,885,000
2,626,300 1,695,300
887,000 7,833,000
0
0
1,335,000 1,145,000
7,847,100 12,558,300
CITY OF REVELSTOKE
Distribution of Property Taxes
Schedule C
Class
Residential
Utility
Supportive Housing
Major Industry
Light Industry
Business
Seasonal
Farm
Assessed value
1
2
3
4
5
6
8
9
965,018,180
8,748,900
2
9,023,500
5,445,600
247,786,030
2,456,100
220
1,238,478,532
2016
Tax Revenue % of Total
4,646,268
448,597
0
336,544
191,653
4,586,696
39,939
4
10,249,698
45.33%
4.38%
0.00%
3.28%
1.87%
44.75%
0.39%
0.00%
100.00%
Schedule D
1.
The objectives and polices of the municipality regarding revenues and taxation are as per City
Policy F-9 attached.
2.
The objectives and polices of the municipality regarding permissive tax exemptions are as per
City Policy F-13 attached.
CITY OF RE"\'ELSTOKE
..
POLICY MANUAL
F-13
Page 1 of3
Policy Title:
Grants in Aid
Purpose:
The Council of the City ofRevelstoke recognizes the value to the community oflocal
clubs, groups, non-profit organizations and charities maintaining a local office, especially
in their efforts to promote or meet the goals and objectives of the City in accordance with
the Official Community Plan (OCP).
The City may make grants available, subject to budgetary constraints, to assist these
organizations in accordance with the terms and conditions of this policy.
Funding shall not be available for out of town events, unless it can be demonstrated that the City
of Revelstoke will directly benefit from supporting such event
The city's intent is to provide assistance to those orgWlizations involved in special events lhal are
beyond the scope of their normal operating revenues. It is not the city's intent to subsidize normal
operating expenses through the grant-in-aid programme.
Policy:
GRANT-IN-AID CRITERIA:
I. A grant-in-aid may take the form of a properly tax exemption under the provisions of the
Conununity Charter, free or subsidjzed use of city facilities in kind benefits or cash.
2. The total amount of grants-in-aid shall not exceed the total amount budgeted for the year.
3. The maximum amount eligible far a grant-in-aid shall not exceed $2,000 in any given year.
4. The applicant must be able to demonstrate how the grant-in-aid will assist the applicant in
meeting the goals and objectives of the city.
5. The applicant must be able to demonstrate that the charitable event, JocaJ club, group or
nonprofit organization would suffer undue hardship or would be unable ta complete the project
or hold the event without City assistance.
CITY OF REVELSTOICE
POLICY MANUAL
F-13
Pa_ge 2 of3
6. Where funding is available to applicants from other govemmcnts or other agencies, the City
expects that applicants wiJJ have exhausted all otper sources before approaching the City for
assistance.
7. Where the application for a grant-in-aid involves the free or subsidized use of city facilities,
the grant shall only receive preliminary approval until after the event has taken place. The
applicant is required to then provide the city with a full accounting of said event to prove that
assistance is still required. Once such proof has been provided to the city the grant shall receive
final approval. If the accounting indicates that the event bas made a surplus without city
assistance then the preliminary approval shall be withdrawn.
8. Organizations that do not have a local office and are more regional in nature, shall not be
entitled to assistance under this policy unless it can be demonstrated that providing assistance to
such organization will ha"e a direct benefit to the city.
9. An individual may apply for nssistance under this policy if that individual is representing the
city at a regional, provincial, national or international sporting event. In such case, the assistance
shall be limited to a contribution towards travel expenses.
I 0. Preference will be given to organizations that have not received fi.inding from the City in the
past hvo years.
11. The cost/benefit factor to the City must be taken into consideration when reviewing
applications.
12. A grant-in-aid will not be awarded to any individual or organization intending to tum over
part or all of the grant to another organization.
METHOD OF APPLICATION:
1. Applications for grants-in-a.id shall be made in writing addressed to the Director of Finance
by February 28 of the calendar year in which tlle grant is required (July 31 of the preceding year
for property tax exemptions).
2. Late applications for grants-in-aid will be accepted until May 30, if funds are available.
3. The application shall be submitted on a standard fonn supplied by the city (see attached).
4. The application form must be completed in ful1 or it may be rejected.
5. The application must be accompanied by a copy of the applicant's most current financial
statements together wi1h a budget for the year to which the grant relates. Where the applicant
does not produce financial statements as a matter of course a budget indicating the need for the
grant will still be required.
6. All applications will be reviewed by the Grant-in-aid Committee after each applicable
deadline and a recommendation forwarded to Council for ratification.
7. The Grant-in-aid Committee and Council reserve the right to refuse, pay in full or prorate any
or all requests as they deem fit and their decision shall be final.
CITY OF REVELSTOKE
POLICY MANUAL
F-13
Page 3 of3
8. The Grant-in-aid Committee and/or Council may request additional information from au
applicant in order to be able to determine either eligibility for a grant or the amount, if any, to be
I
awarded.
9. All applications submitted after the applicable deadline (July 31 for property tax exemptions
in the following year or May 30 for grants-in-aid) shall not qualify for review until the fo!Iowing
year.
10. It is recognized that impromptu charitable events may mise during the course of a year and
after the official deadline. Requests for assistance will be received by the Grant-in-aid committee
and any grant approval will be subject to the availability of remaining budget funds.
!
1 l. Grants-in-aid involving a cash payment will be disbursed on or after July 2 in the year in
which they have been approved.
12. Funding not claimed within I year of the disbursal date referred to in clause 9 above shall be
forfeited and the funds shall be returned to the grant-in-aid programme.
Certified Correct:
~ f)_ -,
~~n_e_r_ _ _ _ _ _ _ _ __
Director of Corporate Administration
CITY OF REVELSTOKE
POLICY MANUAL
F-9
Page 1of2
Finance Department
Policy Title:
Revenue and Property Tax
REFERENCE:
Revenue and Property Tax
Statement of principles
City Council is cognizant of the pressure on property taxes from maintaining service levels and
meeting the demands for additional or enhanced services. In order to mitigate the impact on
property taxes, the city will pursue non-property tax revenue sources whenever possible
especially where new services, programmes and projects are involved. The city will also ensure
that fees and charges are increased on a regular basis in line with inflation while at the same time
making sure that services remain affordable and competitive. Jn this way the proportion of
revenue generated by property taxation will be kept to a minimum.
The distribution of property taxes amongst the various classes will depend upon the rate of
growth in assessment value between said classes. City Council recognizes that residential tax
payers are the predominant users of city services and, therefore, should bear a larger portion of
the tax burden. However, the city recognizes that there is a significant challenge in setting a
taxation policy that equates the payment of taxes exactly with the consumption of services.
While this ultimate goal may not be possible, Council recognizes the need to have a fair
distribution of the tax burden to both enable the business sector to succeed while maintaining the
City as an affordable place to live.
Permissive tax exemptions may be granted by City Council in accordance with Sections 224 to
226 of the Community Charter. Policy 03 provides guidance on the circumstances under which a
pennissive tax exemption may be granted. The cost of permissive tax exemptions is borne by the
remaining tax payers. A permissive tax exemption will only be granted if it is evident that there
is a benefit to the community.
Objectives
The main sources of funding are:
1.
2.
3.
4.
5.
revenue from property value taxes

revenue from parcel taxes
revenue from fees and charges
revenue from other sources
proceeds from borrowing, other than borrowing under Section 177 of the Community
Charter (revenue anticipation borrowing).
CITY OF REVELSTOKE
POLICY MANUAL
F-9
Page 2 of2
Historically, revenues from property value taxes have been in the 20% to 30% range of total city
funding depending on the levels of funding coming from other sources which themselves can
fluctuate. It is Council's objective to maintain this contribution from property tax revenues
within the historical range and to keep it to the lower end of the scale by pursuing alternative
sources of funding whenever possible.
Revenue from parcel taxes (or frontage tax) typically is less than 1% of total revenues. Where it
is equitable to do so, local service areas will be established to pay for extensions of infrastructure
into those areas so that existing tax and rate payers are not burdened with the additional cost.
Revenue from fees and charges represents income from user pay services. This will include
admission fees for various city recreational facilities and building permits, for example. The City
will regularly review its fees and charges for its services to ensure that they are adequate to cover
the costs of providing those services. In some circumstances, for example in the case of
recreational facilities, it is not possible to recover the full cost of operations through admission
and programme fees. However, the city will regularly review its fee schedule to ensure that it is
current in terms of inflation and competitiveness with other communities.
Revenue from other sources contains a broad range of funding sources which include grants from
higher governments, interest earnings and generally any other sources that do not fall within the
preceding categories. The percentage contribution from this source of revenue will fluctuate over
time and is dependent on the level of funding that is made available by higher governments. The
City will actively pursue funding from higher governments for all relevant projects in order to
mitigate the impact on taxpayers and some projects may not proceed if sufficient third part
funding is not secured.
The proceeds from borrowing will also fluctuate on a year by year basis. It is project specific and
therefore it is not possible to establish an ideal level of funding :from this source. However, the
city aims to not exceed 75% ofits total borrowing capacity.
The proportion of the property tax burden borne by the residential sector has been less than 50%.
It is City Council's intention that this proportionate share increase to at least 50%. This may
occur as the result of a natural growth in assessment value or by shifting the burden from the
non-residential sector through applying different tax increases to the various classes, or through a
combination of both methods, over time.
CERTIFIED CORRECT:
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%
2.00%
Water
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. Noproposedchangestoservicelevelsotherthantheadditionofonepoliceofficer.
2. 2%propertytaxincreaseproposedforresidentialand1%forallotherclasses(exceptClass2)in2016.
3. Capitalprojectsoverthenext5yearsamounttoabout$42million.
4. Longtermdebtincreasestoabout$23millionattheendof2020.
5. Waterprojectsincludethereplacementofwaterfiltersatthefiltrationplant($615,000)in2019andthe
constructionofawatersupplytoThomasBrookresidents($670,000)in2016.Thislatterprojectistobe
fundedbylongtermborrowingandpaidforunderaLocalAreaService(LAS)bytheThomasBrook
users.
6. TheBigEddyWaterworksprojecthasbeenincludedat$5.7million(20162018).Twothirdsofthe
fundingwillcomefromgrantswhilethebalancewillbepaidforbytheBigEddywaterusers.
7. ThomasBrooksewerconnectionisincludedat$340,000in2016.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
2017
6,436,033 6,361,125
9,499,698
4,888,248
6,291,295
2,223,000
1,603,333
2018
2019
2020
6,070,001 5,790,828 6,800,597
10,259,673 11,080,447 11,412,861 11,755,247

4,255,171 4,304,413 4,304,399 4,328,961
6,481,537 6,863,998 7,139,038 7,272,311
2,223,000 3,127,967 4,249,300 3,318,300
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
42,500
57,800
71,750
272,175
134,500
3,287,145
54,900
950,800
2,384,020
43,200
133,500
422,750
647,150
824,200
97,500
468,500
891,854
1,729,160
19,999,804
Increaseoverpreviousyear
0.32%
7,613,291 7,745,275
44,250
45,250
59,750
61,200
71,450
77,650
275,150
277,050
131,750
134,500
3,378,295 3,413,100
54,150
55,150
973,100
985,100
2,375,620 1,757,620
43,800
44,400
140,500
143,500
436,750
442,250
662,850
667,350
827,500
830,000
100,000
100,000
486,750
487,000
932,378
967,511
1,186,171 1,090,492
19,793,505 19,324,397
1.03%
2.37%
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
991,878
793,571
19,228,471
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
991,878
886,618
19,522,107
0.50%
1.53%
Capitalexpenditures
Debtprincipalrepayment
D
E
7,373,500 5,955,900
620,824
674,667
8,266,100 7,847,100 12,558,300

695,936
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

2014
ConsolidatedFinancialPlan
Budget
Revenues
Taxation(inc.PILTS,GILTS&1%utilitytax)
Saleofservices
Other&ownsources
Provincialunconditionaltransfers
Provincialconditionaltransfers
NonTCAfunding
Othercontributions&donations
TotalRevenues
Actual
Ave.Actual
3years
2015
2016
2017
2018
2019
2020
Budget
Budget
Budget
Budget
Budget
Budget
12,790,869 12,635,670 12,212,237 12,921,704 13,637,945 14,514,845 15,384,860 15,717,260 16,084,208

5,120,335 5,481,575 4,985,177 5,305,953 5,447,495 5,670,437 6,052,898 6,327,638 6,460,911
1,006,800
802,023
879,349
895,800
936,800
904,100
904,100
904,400
904,400
600,000
547,969
549,182
600,000
600,000
600,000
600,000
600,000
600,000
1,151,500 1,912,535 1,465,985 1,121,500 1,623,000 1,623,000 1,023,000 1,023,000 1,023,000
1,922,600 1,472,080 1,621,379 2,192,400 1,240,160
810,171
631,492
433,571
522,618
184,782
36,729
146,472
184,782
190,222
206,408
219,872
259,932
259,932
22,776,885 22,888,581 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 6,668,949
42,500
32,803
64,450
62,836
74,150
51,334
243,890
250,507
109,100
71,273
3,217,350 3,117,548
49,000
50,915
874,250
962,772
1,851,070 1,979,808
29,800
34,640
124,100
187,623
381,650
359,847
607,710
523,096
730,350
766,206
90,000
79,769
445,500
433,494
1,725,000 1,725,000
1,031,697 1,004,359
18,865,492 18,362,780
2,208,614 1,681,012
21,074,106 20,043,792
6,755,663 7,291,400 7,486,400 7,613,291

32,101
39,450
42,500
44,250
62,575
61,250
57,800
59,750
53,041
76,050
71,750
71,450
234,880
267,575
272,175
275,150
83,339
126,600
134,500
131,750
2,928,401 3,108,050 3,287,145 3,378,295
44,901
53,150
54,900
54,150
855,947
935,800
950,800
973,100
1,981,043 1,860,820 2,384,020 2,375,620
36,656
42,200
43,200
43,800
116,830
167,000
133,500
140,500
328,449
412,250
422,750
436,750
536,396
645,150
647,150
662,850
666,569
813,950
824,200
827,500
80,342
95,000
97,500
100,000
408,168
447,500
468,500
486,750
1,807,044 1,725,000 1,725,000 1,725,000
1,016,821 1,029,098
891,854
932,378
18,029,166 19,197,293 19,995,644 20,332,334
1,895,524 2,636,965 1,729,160 1,186,171
19,924,690 21,834,258 21,724,804 21,518,505
OperatingExpensesbyDepartment
GeneralGovernment
FireProtection
ProvincialEmergencyProgram
PlanningandDevelopment
AnimalandPestControl
PoliceandCourtHouseservices
PublicWorks
Transit
EnvironmentalHealth(GarbagecollectionandRecycling)
PublicHealthandWelfare(Cemetery)
CommunityEconomicDevelopment
RecreationandCulture
Amortizationofcapitalassets
Wateroperating
Seweroperating
Debtinterestpayments
TotaloperatingexpensesbyDepartment
2,075,350 1,872,506
1,443,525 1,559,045
92,000
72,882
597,100
408,465
127,050
117,225
1,948,850 1,987,792
4,521,674 4,218,987
339,000
345,416
417,650
453,915
154,950
133,886
1,679,650 1,714,257
3,212,560 2,971,360
1,725,000 1,725,000
940,350
711,876
767,700
746,821
1,031,698 1,004,359
21,074,107 20,043,792
1,763,255 2,037,300 2,302,060 2,097,271 2,060,342 2,114,771 2,182,768

1,468,545 1,503,250 1,395,545 1,455,636 1,395,275 1,399,402 1,421,573
66,086
92,000
92,000
92,000
92,000
92,000
92,000
514,643
584,200
714,200
663,450
743,700
644,200
656,200
112,661
147,550
150,050
152,800
155,300
160,375
162,935
1,867,173 2,086,150 2,164,350 2,195,400 2,242,050 2,230,550 2,288,633
4,186,291 4,809,325 4,147,110 4,192,860 4,238,860 4,284,360 4,333,360
329,656
369,000
369,000
369,000
369,000
369,000
369,000
431,735
395,500
397,500
401,250
404,250
408,250
411,825
143,998
151,150
138,200
139,500
138,800
128,600
130,350
1,772,296 1,580,500 2,056,000 2,061,000 1,464,000 1,472,250 1,475,750
3,022,076 3,328,435 3,378,385 3,337,260 3,378,860 3,253,135 3,329,635
1,807,044 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000
709,621 1,125,200 1,036,200
903,250
897,500
900,000
896,750
712,788
870,600
767,350
800,450
776,950
779,700
779,450
1,016,821 1,029,098
891,854
932,378
967,511
991,878
991,878
19,924,690 21,834,258 21,724,804 21,518,505 21,049,397 20,953,471 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
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 4,105,247 7,373,500 5,955,900 8,266,100

563,568 2,098,740 2,760,200 2,752,600 3,252,800
3,952
90,000 1,160,000
0
400,000
358,917
936,000 1,549,967 1,489,967 1,504,967
650,000 1,603,333
633,333 1,433,333
835,374
245,721
177,755
Capitaloutofrevenue
239,264
Debtprincipal
Transferfromequityincapitalassets
Transferstoreserve
(Surplus)/Deficit
620,824
1,725,000
2,611,000
620,824
1,725,000
3,524,639
49,767
246,570
567,469
620,824
620,824
674,667
695,936
1,807,044 1,725,000 1,725,000 1,725,000 1,725,000
2,627,925 2,140,000 2,561,000 2,865,000 3,305,000
744,069
1,725,000
3,330,000
744,069
1,725,000
2,890,000
628,261
1,553,893
307,477
21,549
Table18ConsolidatedFinancialPlan
12
7,847,100 12,558,300
2,998,800 1,885,000
0
0
2,626,300 1,695,300
887,000 7,833,000
1,145,000
1,080,000
4,607,962
1,335,000
300,000
4,312,331
1,675,000
330,507
7,745,275 7,881,052 8,026,048

45,250
44,500
48,000
61,200
61,825
63,025
77,650
71,500
71,600
277,050
277,875
277,135
134,500
135,500
137,000
3,413,100 3,418,600 3,443,267
55,150
54,950
55,500
985,100
991,100
993,767
1,757,620 1,793,620 1,789,020
44,400
44,900
46,500
143,500
141,500
142,000
442,250
443,250
443,500
667,350
664,350
669,750
830,000
831,500
845,500
100,000
100,000
100,000
487,000
487,000
492,000
1,725,000 1,725,000 1,725,000
967,511
991,878
991,878
19,958,906 20,159,899 20,360,489
1,090,492
793,571
886,618
21,049,397 20,953,471 21,247,107
193,993
84,211
184,112

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
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
NONTANGIBLECAPITALASSETS
EXPENDITURES
2016
2017
2018
2019
2020
399,860
171,071
49,500
64,000
0
0
100,000
40,000
0
0
76,800
54,600
0
0
384,000
363,500
15,000
15,000
60,000
60,000
339,500
241,000
1,424,660 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 1,885,000
2,626,300 1,695,300
887,000 7,833,000
0
0
1,335,000 1,145,000
7,847,100 12,558,300
1,100,160
679,671 499,492
90,000
80,500
81,000
0
0
0
50,000
50,000
51,000
489,000
376,000 459,000
1,729,160 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
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
16,797,375 16,500,272 23,151,432
Table19ConsolidatedCapitalPlan
13

2014
GeneralOperatingFinancialPlan
Revenues
Taxation(inc.PILTS,GILTS&1%utilitytax)
Saleofservices
Other&ownsources
Provincialunconditionaltransfers
Provincialconditionaltransfers
NonTCAfunding
TotalRevenues
Budget
Ave.Actual3
years
Actual
2015
2016
2017
2018
2019
2020
Budget
Budget
Budget
Budget
Budget
Budget
14,220,987
2,528,424
904,100
600,000
1,623,000
633,171
60,000
20,569,682
15,073,717
2,543,828
904,100
600,000
1,023,000
488,492
60,000
20,693,137
15,388,831
2,557,875
904,400
600,000
1,023,000
285,571
60,000
20,819,677
15,738,493
2,576,818
904,400
600,000
1,023,000
376,118
60,000
21,278,829
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
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 3,587,600 2,460,600 8,885,300

1,103,600 1,484,300 1,097,300 712,000
0 400,000
0
0
28,300
28,300
28,300
28,300
0
0
0 7,000,000
245,721
177,755
239,264
330,507
300,000
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
94,477
275,283
241,034
121,900
306,186
Capitaloutofrevenue
Debtprincipal
Transferstoreserve
(Surplus)/Deficit
Table20Generaloperatingfinancialplan
14
1,080,000
1,675,000
1,335,000
1,145,000
357,493
357,493
357,493
357,493
1,200,000 1,200,000 1,200,000 1,200,000
1,515,000 1,750,000 1,330,000
990,000
17,197
214,357
797,727 1,489,743
WaterOperating
Aveactual
last3
years
2014
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

306,000 308,500
8,500
5,776
2,171
3,500
3,500
3,000
2,862
2,951
3,600
3,600
2,000
0
50
2,000
2,000
24,000
19,073
23,972
19,250
19,250
0
0
0
0
0
135,000 102,498
64,782
131,000 131,000
0
0
0
0
0
60,050
71,952
56,103
60,600
61,100
117,500 116,812 119,440
117,500 117,500
2,500
5,295
4,008
2,500
2,500
0
0
0
0
0
0
0
0
0
0
122,300
70,456
90,462
136,500 136,500
28,500
21,427
9,509
28,500
28,500
0
0
0
0
0
0
9,257
2,562
10,000
10,000
100,500
32,342
91,842
304,250 212,250
400,000 400,000 295,536
400,000 400,000
296,048 292,857 294,172
296,048 277,702
1,636,398 1,404,732 1,302,829 1,821,248 1,713,902
Operating(surplus)/deficit
209,603
332,874 269,595
301,673
Capitalexpenditures
Debtproceeds
659,000
590,000
0
69,000
0
223,424 660,190
223,424 266,491
0
0 193699
200,000
945,000
235,000
0
60,000
650,000
Capitaloutofrevenue
152,085
400,000
550,000
152,085
400,000
700,000
412
67,518
152,085
400,000
320,000
152,085 147,283
400,000 295,536
330,000 466,667
(Surplus)/Deficit
137,518
250,789
48,819
Table21Wateroperatingplan
455,096 677,907 927,584 1,043,913
3,735,000 2,714,000 3,118,500 1,711,500 953,000

1,125,000 619,000 1,008,500 1,286,500 953,000
0
0
0
0
0
1,326,667 1,461,667 1,476,667 425,000
0
1,283,333 633,333 633,333
0
0
Debtprincipal
Transferstoreserve
15
384,567
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
195,182 216,450 237,719 237,719

400,000 400,000 400,000 400,000
600,000 850,000 1,350,000 1,150,000
59,914
11,456
260,135
56,194

SewerOperating
2014
Budget
Actual
Ave.
actuallast 2015
3years Budget
2016
Budget
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenues
Taxationandgrants
Saleofservices
NonTCAfunding
TotalRevenues
242,000 245,845 163,190

974,552 1,104,293 954,701
154,500 100,349 92,226
124,782 26,729 92,098
1,495,833 1,477,215 1,302,214
Employmentcosts
Telephone
Advertising
Contractedservices
Officesupplies
Utilities
Miscellaneous
Legal&professional
Materials&supplies
Grantsinaid
NonTCAexpenditures
Amortization
Interest
213,000 237,431 221,664 237,750 235,500 238,750 239,250 239,250 239,250

5,500
2,195
917
3,000
3,000
3,000
3,000
3,000
3,000
2,000
2,217
1,770
2,000
2,000
2,000
2,000
2,000
2,000
300
0
0
300
300
300
300
300
300
10,500
12,392
10,404
12,000
12,000
12,000
12,000
12,000
12,000
0
0
0
0
0
0
0
0
0
55,800
48,791
43,345
56,800
56,800
58,800
58,800
58,800
58,800
0
0
0
0
0
0
0
0
0
79,000
95,383
81,163
80,500
82,000
83,500
83,500
83,500
83,500
117,300 115,351 117,005 117,800 117,800 118,300 118,300 118,300 118,300
2,100
10,240
12,665
11,400
11,400
11,400
11,400
11,400
11,400
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
87,500
76,414
79,793
88,500
90,000
92,000
92,000
92,000
92,000
40,200
41,233
46,587
58,300
58,300
58,400
58,400
58,400
58,400
0
0
0
0
0
0
0
0
0
0
4,827
3,192
6,000
6,000
6,000
6,000
6,000
6,000
154,500 100,349
94,283 196,250
92,250 116,000
92,000
94,750
94,500
125,000 125,000 173,016 125,000 125,000 125,000 125,000 125,000 125,000
168,649 168,649 169,745 168,649 174,089 179,529 193,129 206,729 206,729
1,061,349 1,040,470 1,055,549 1,164,249 1,066,439 1,104,979 1,095,079 1,111,429 1,111,179
Operating(surplus)/deficit
434,485
Capitalexpenditures
Debtproceeds
827,500
527,500
300,000
0
0
Capitaloutofrevenue
259,286 276,572 293,857 311,143 328,429 345,715

1,014,039 1,058,966 1,134,383 1,252,844 1,252,844 1,252,844
196,250 92,250 116,000
92,000 94,750
94,500
124,782 130,222 146,408 159,872 199,932 199,932
1,594,356 1,558,009 1,690,648 1,815,859 1,875,956 1,892,992
436,745 246,665 430,107

76,661
76,661
0
0
0
29,506 710,000
25,554 710,000
3,952
0
0
0
0
0
0
111,246
125,000
550,000
121,992
125,000
750,000
44,675
161,323
111,246 102,922 111,246

125,000 173,016 125,000
730,000 341,667 300,000
(Surplus)/Deficit
281,761
279,501
24,908 143,861
16
720,780 764,527
781,813
855,000 1,030,000 1,560,000 3,675,000 2,720,000

535,000 1,030,000 760,000 615,000 220,000
0
0
0
0
0
0
0
0 2,173,000 1,667,000
320,000
0 800,000 887,000 833,000
0
111,246
125,000
730,000
Table22Seweroperatingplan
585,669
Debtprincipal
Transferstoreserve
491,570
121,992 148,857
125,000 125,000
705,000 650,000
148,857
125,000
750,000
18,789
90,670
7,956

GeneralOperating
Ave.Actual
2015
2016
2017
2018
2019
2020
2014
ContractedServices
Budget
Actual Last3years Budget Budget Budget Budget Budget Budget
Blue#'sareoffsetbyequivalentrevenues
MayorandCouncil
20,000
20,358
18,843
26,000
26,000
26,000
26,000
26,000
26,000
Cityproperty
500
922
471
500
500
500
500
500
500
CityHallmaintenance
4,750
7,171
5,097
5,250
5,250
5,750
5,750
5,750
5,750
Administration/Finance
3,000
5,724
3,728
3,000
3,000
3,500
3,500
3,500
3,500
Elections&Referendums
20,000
13,464
4,532
0
0
0
25,000
0
0
Labourmanagement
11,650
6,521
8,003
2,500
2,500
2,500
2,500
2,500
2,500
FireDepartmentAdministration
0
75
33
0
0
0
0
0
0
FireFightingforce
25,000
27,853
24,766
30,000
38,695
64,695
35,000
35,000
35,000
Firestation
0
0
1,436
0
0
0
0
0
0
PEP
3,600
17,859
11,636
3,600
3,600
3,600
3,600
3,600
3,600
EmergencyProgrammeCoordinator
56,000
0
14,241
56,000
40,000
40,000
40,000
40,000
40,000
ESSCoordinator
9,000
16,444
14,190
9,000
25,000
25,000
25,000
25,000
25,000
Planning
50,000
9,479
23,918
5,000
10,000
10,000
10,000
10,000
10,000
Planningfunded
20,000
0
0
0
0
0
0
0
0
Animal&Pestcontrol
100,000 106,563
99,379 110,000 126,000 128,500 131,000 134,500 137,000
Policestation
19,000
35,099
24,463
32,000
32,000
32,000
32,000
32,000
32,000
RCMP
1,250,000 1,250,273 1,205,392 1,260,000 1,375,000 1,420,000 1,445,000 1,470,000 1,495,000
RCMPOvertime
60,000
44,056
42,846
65,000
65,000
65,000
70,000
70,000
73,333
RCMPPrisonercosts
60,000 113,958
70,169
80,000
80,000
80,000
85,000
85,000
88,333
VictimServices
55,000
56,266
55,392
55,000
56,000
56,500
57,000
57,000
57,333
CourtHouse
42,800
36,047
35,227
42,800
43,800
43,800
44,800
44,800
45,467
Engineeringconsultingfees
0
9,241
3,442
0
0
0
0
0
0
0
67
710
0
0
0
0
0
0
PublicWorksadministration
Engineeringservices
7,000
8,694
13,831
7,000
7,000
7,500
7,500
7,500
8,000
Equipmentmaintenance
9,750
13,415
15,039
12,750
12,750
12,750
12,750
12,750
12,750
Municipalyards&buildings
27,000
28,646
28,772
27,000
27,000
27,500
27,500
27,500
28,500
Streetmaintenance
85,000
72,180
61,396
86,000
86,000
87,000
87,000
87,000
88,000
Sidewalkmaintenance
5,000
6,789
4,036
5,000
5,000
5,000
5,000
5,000
5,000
DrainageDitchmaintenance
0
0
46,384
0
0
0
0
0
0
StormSewermaintenance
4,000
4,162
2,726
4,000
4,000
4,000
4,000
4,000
4,000
Snowremoval
378,400 322,569
304,861 335,000 364,400 365,000 365,000 365,000 365,000
Customwork
1,050
40,314
18,314
1,050
1,050
1,100
1,100
1,100
1,100
Streetlighting
15,000
9,869
11,552
16,000
16,000
16,000
16,000
16,000
16,000
Trafficservices
3,500
4,408
2,236
3,500
3,500
3,500
3,500
3,500
3,500
RailwayCrossingmaintenance
12,000
8,580
11,078
12,000
12,000
12,000
12,000
12,000
12,000
Bridgemaintenance
1,000
4,348
2,384
15,000
15,000
15,000
15,000
15,000
1,500
Transit
336,500 343,821
325,038 366,500 366,500 366,500 366,500 366,500 366,500
Garbagecollection
2,500
665
1,240
2,750
2,750
3,000
3,000
3,000
3,000
Recycling
110,000 119,232
112,580
0
0
0
0
0
0
Garbagebins
15,000
7,678
8,948
15,000
15,000
15,000
15,000
15,000
15,000
Cemetery
1,000
471
487
1,000
1,000
1,000
1,000
1,000
1,000
Tourism&PublicRelations
45,000
45,000
45,000
45,000
45,000
45,000
45,000
45,000
45,000
SkiHill
0
0
1,760
0
0
0
0
0
0
EconomicDevelopment
32,000
26,427
25,237
32,000
32,000
32,000
32,000
34,000
34,000
Recreationadministration
2,000
894
846
2,000
2,500
2,500
2,000
2,000
2,500
Communitycentre
11,000
11,192
9,310
11,000
11,500
11,500
11,500
11,500
11,500
CommunityCentresnowremoval
6,000
14,630
6,150
15,000
15,000
15,000
15,000
15,000
15,000
Aquaticcentre
1,800
1,846
3,537
1,800
1,800
1,800
1,800
1,800
1,800
Arena
39,500
43,005
31,581
57,000
57,000
57,000
57,000
57,000
57,000
Williamson'sLake
2,750
1,449
878
2,750
2,750
3,000
3,000
3,000
3,000
Boulevardmaintenance
4,000
2,247
1,891
4,000
4,000
4,000
4,000
4,000
4,000
Revitmaintenance
11,000
8,035
6,632
11,000
11,500
12,500
13,500
13,500
13,500
Parksgeneral
35,500
26,759
20,123
29,000
29,000
35,000
35,000
35,000
35,000
ColumbiaViewPark
2,500
721
240
1,000
500
500
500
500
500
Museum
4,000
4,587
5,754
6,000
8,000
8,000
8,000
8,000
8,000
Trails&Walkways
5,500
6,188
5,676
7,500
7,500
9,000
9,000
9,000
9,000
SILGAConvention
0
0
2,808
0
0
0
0
0
0
TOTAL
3,026,550 2,966,259 2,806,237 2,920,250 3,099,345 3,185,995 3,220,800 3,226,300 3,250,967
Table23Generaloperatingcontractedservices
17

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
2014
Ave.Actual
2015
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
2019
Budget Budget
61,500
61,500
100
100
10
10
118,000 127,000
3,500
3,500
19,500
21,500
0
0
10,000
10,000
20,000
20,000
(23,000)
0
2,000
0
28,000
28,000
21,500
21,500
0
0
0
0
0
0
8,000
8,000
0
0
4,000
4,000
1,000
1,000
0
0
85,000
85,000
0
0
52,000
54,000
45,000
45,000
0
0
2,000
2,000
53,000
55,000
5,000
5,000
30,000
30,000
0
0
400,000 400,000
0
0
0
0
0
0
50,000
50,000
351,500 351,500
110,000 110,000
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
EILEEN FLETCHER, ARCHITECT (Retired)

Box 200, Revelstoke, BC V0E 2S0
Tel: 250-837-7078
Email:
!
efletcher@rctvonline.net
February 11, 2016
Mayor and Council,

City of Revelstoke,
Revelstoke, BC V0E 2S0
By email: budget@revelstoke.ca
Mayor and Council:
Re: 2016-2020 Financial Plan - Management of Heritage Assets
I am writing regarding the omission of revenue and expenses for management of
Revelstokes heritage assets in the 2016-2020 Financial Plan now out for public
comment.
The Financial Plan includes Council objectives to manage Revelstokes heritage assets,
specifically:
Safeguard Infrastructure - pursue additional heritage protection opportunities
Economic Development and Business Support - encourage protection and
promotion of Revelstoke heritage as it relates to economic development.
However, the Detailed Capital Plan presented to Council on January 18, 2016 does not
include financial commitments to honour these objectives.
Page 1
!
_____________________________________________________________________________
Registered Associate, Architectural Institute of British Columbia
For thirty years Revelstoke invested in protecting and promoting its heritage leading to
significant social and economic benefit for the community. Since 2010 there has been a
steady erosion of capacity to manage our heritage assets within City Hall and the larger
community. This erosion of capacity can be seen in:
confusion about the extent of our heritage resources
flawed understanding of heritage management tools
diminished engagement with the Heritage Commission and the community
restricted access to information
poor awareness of external revenue sources, including grants
absence of Council direction
To address Councils objectives for protecting and promoting Revelstokes heritage,

there must be investment to rebuild the capacity that has been lost. This needs to
include allocation of resources for 2016, and direction from Council, to:
retrieve digital copies of the Heritage Inventory from archives
reinstate web access to the Heritage Register
reinstate web access to the Heritage Conservation Area bylaw
transcribe notes from the Heritage Values Workshop held in March 2013
comply with requirements to report heritage properties to the Minister responsible
for the Heritage Conservation Act
implement measures to address zoning conflicts in the Heritage Conservation Area
access educational webinars available through Heritage BC
hold monthly meetings of the Heritage Commission not quarterly meetings
hold an information meeting to renew community knowledge of heritage matters
obtain grant funding to support expansion of the Heritage Register
Page 2
!
_____________________________________________________________________________
In 2008, Revelstokes Official Community Plan was amended to establish the Revelstoke
Station Heritage Conservation Area. The City entered into a social contract with 142
properties, 90% of Revelstokes recognized heritage resources, to knowledgeably and
effectively manage the heritage values endorsed by residents of the area. Since 2008
the City of Revelstoke has collected additional revenue from properties within the
Heritage Conservation Area through Heritage Alteration Permits and increased
assessments. As of 2010, disregard for the areas heritage values has fostered
considerable concern that the area has become a revenue generator for the City without
commensurate return of services.
The number of heritage assets in Revelstoke and the tools to manage those assets is
not large. However, the Financial Plan should include revenue sources, both internal and
external, and expense items that acknowledge Councils commitment to protect and
promote Revelstokes heritage.
Thank you.
Eileen Fletcher, Architect (Retired) AIBC
Page 3
!
_____________________________________________________________________________
City of Revelstoke 2016-2020 Financial Plan

Chamber Comment - February 2016
The Revelstoke Chamber of Commerce Board of Directors respectfully submit
our comments on the 2016 2020 Financial Plan. The chamber continues to
voice concern regarding city spending and the disparity between business
and residential taxes. The recommendations of the chamber are supported by
the 2015 Financial Focus Group Report, 2015 Council Objectives and/or BC
Chamber of Commerce 2015 2016 Policy and Postions Manual. (1)
Recommendations
1. Start the operating budget process August 1st of each year;
2. Create a 10 year plan for Infrastructure and Asset Management;
3. Provide clear, consistent financial data and statements;
4. Independent Core Review to reduce spending and increase efficiency;
5. Improve the fairness of the business tax burdens.
1. Start the budgeting process August 1st of each year

It is understood that the annual revenue budget is not approved until May of the
current year due to finalization of the property assessment tax role. However, the
operating costs and expense spending may be analyzed throughout the year.
When the budget is a consideration of council and staff on a monthly basis it will
allow for a better understanding of costs, thoughtful review and community
feedback.
2. 10 year plan for Infrastructure and Asset Management

The chamber supports a 10 year plan for infrastructure items in the budget that
have a longer life cycle. The maintenance and/or replacement may not
adequately be captured in a 5 year cycle. Clear, consistent communication of this
plan will give the community a better understanding and appreciation of building
monetary reserves for the future. This should include the current Land and
Acquisitions Strategy.
3. Provide Clear Financial Data and Statements

It is vital that citizens have access to clear, easy to read, financial information
including a simple breakdown of taxation, grant and fee revenues and expenses
expressed on a consistent basis over time. This includes providing simple, color
coded graphs showing allocation of property taxes, i.e. Provincial, CSRD,
Schools & Hospitals and where City tax dollars go, i.e. Water & sewer, Parks &
Rec. etc. The city of Nelsons example provided by the 2015 Financial Focus
Group is excellent!
Revelstoke Chamber of Commerce 301 W Victoria Road Revelstoke, BC V0E 2S0

250.837.5345 | executive@revelstokechamber.com | www.revelstokechamber.com
4. Independent Core Review

Taking the following public comments and Council objectives into consideration,
it is contrary that the first point in the Financial Plan Highlights is: No proposed
changes to service levels.
Weighing the diverse expectations and needs of all residents, businesses, and
visitors, the City of Revelstoke will establish service levels for both core and noncore activities and programs that are in harmony with fiscal priorities and
limitations. 2015 Council Objectives
There appears to very limited discussion or direction from council to staff with
regards to levels of service. This is a budgetary driver that should be addressed
in order to see effective change in the budget. 2015 Financial Focus Group
Municipal government expenditures have been increasing at a faster rate than
revenues for the past 20 years. 2016-2020 Financial Plan
A comprehensive, independent core review is crucial for the future financial
stability of our community. This is not possible without an unbiased, third party
working with staff and council. Council and citizens do not have the expertise or
level of knowledge required to make decisions on essential management,
maintenance levels or service levels, yet this trend must be changed.
The city of Penticton commissioned a core review in 2010 and the following are
comments regarding the investment and process.
A review keeps staff sharper. A review is not to be feared. Similar core service
reviews are done all the time in the private sector. The key word in this is
independent. A neutral third party with no vested interest one way or the other
needs to be hired to conduct this. (2)
Critics will argue it will cost between $60,000 and $100,000. But, according to
former mayor Dan Ashton, more than $1-million annually came in savings as the
direct result of the 2010 Core Services Review. A Core Services Review wont
cost money, it will save money. (3)
Recommendation
Allocate appropriate funding for an independent review in 2016 with a clear goal
of reduced spending and increased efficiencies in, but not limited to:
Internal policies, processes and contracts i.e. maintenance and staffing of
individual facilities;
Services that directly affect the public i.e. Hours of operation and services
offered at facilities;
Monthly review of Overtime by department;
Confidential review of staffing and salary levels in relation to the current
private and public sector levels.
5. Improve the fairness of the business tax burdens

Creating fairness in the property tax system is essential to retaining and
attracting business to our community.
In BC Chambers current policy of fairer taxation for business, the key
recommendations are:
Increase the efficiency of local municipal governments; and
Improve the fairness of the business tax burdens.
Municipal governments provide essential services in their community. These are
primarily funded through property taxes. Even the most basic analysis shows that
businesses pay much higher tax rates than residential taxpayers, while in many
cases requiring fewer services. (4) One striking result of analysis of the disparity
between business/industrial rates and residential rates is that it becomes
significantly greater in municipalities with higher expenses. (5) When compared
with other BC municipalities, our community rates within the highest spending
and largest tax burden to commercial property owners. (7)
Rationale for Property Tax Alignment

Municipalities of similar population size do not necessarily need to differ in
spending patterns; should they choose to, the cost should be borne by those with
the power to affect them, the voting residents, instead of putting the burden on
the business sector. If a higher taxation is necessary it would shift in part from
the non-voting businesses and industry to voting residents. (5)
It has been stated by city staff throughout the budget process over the last few
years that councils objective is to base property taxation revenue on a 50/50 split
between residential and business. As the chamber has stated many times, this
approach is simply biased, unrealistic and needs to be abandoned.
Chamber staff is currently working with BC Chamber to obtain more details on
the model for tax fairness and affordability mentioned in the current policy and
will keep our council representatives apprised of the process. Our Policy and
Advocacy committee prepared a spread sheet that shows, in a simple format,
how the tax contribution by class can be adjusted over the next 5 years to attain
an acceptable level of contribution by class.
We have also provided graphs showing the current disparity and how a
movement towards shifting the burden is possible. Approximately 80%, of our
assessment base is residential therefore shifting tax contributions is borne over a
larger user group resulting in less contribution per individual.
Adopting a fair contribution system, reduced spending and attraction of new
construction will contribute to a more productive economy where businesses can
thrive and increase employment and service, bringing value to the community at
large.
Recommendation
Council adopt a new model for calculating fair and equitable tax contributions of
residential vs business in all classes and that the 2016-2020 Financial Plan be
adjusted to achieve a 2:1 Class 6 business to residential ratio by 2020.
Assessment Value - Current

Residential
Small Business
Major Industry
Light Industry
Utility
The proposed 2016 assessment value of residential properties is

$965,018,180 and has drafted the tax contribution be $4,646,268.
All Business classes total $273,460,352, a mere 22% of the Revelstoke
assessed value and the tax contribution is slated at $5,603,430 - 54.6%.
Tax Contribution - Current

Residential
Small Business
Major Industry
Light Industry
Utility
Tax paid per $100K - Current

Residential $481
Small Business $1,851
Heavy Industry $3,730
Light Industry $3,519
Utility $5,127

Each year a small adjustment to the ratio needs to be implemented so that

steps are taken to achieve contribution fairness.
Tax Contribution - 3:5 Ratio

Residential
Small Business
Heavy Industry
Light Industry
Utility
Tax paid per $100K - 3.5 Ratio

Residential $502
Small Business $1,752
Heavy Industry $3,500
Light Industry $3,300
Utility $5,128

References
Known to have been in operation as early as March 1867, the Chamber was re-established in
1951 to:
develop a true cross section of opinions of the British Columbia business community, and
effectively present these opinions to government;
build a diverse, competitive and sustainable economy that provides opportunity for all
who invest, work and live in British Columbia; and
create and nurture an effective membership organization that provides value and purpose
to its members.
The Chamber's policy statements are submitted or presented to the Provincial and
Federal Governments and are individually called to the attention of the Cabinet ministers
responsible in order to make it possible for pending government legislation and
regulations to reflect the opinion of our chamber members.
BC Chamber of Commerce Policy and Positions
Manualhttp://www.bcchamber.org/sites/default/files/2015-2016%20%20Policy%20and%20Positions%20Manual.pdf
2. Time for another Core Service Review Penticton Herald

http://www.pentictonherald.ca/opinion/article_69de9510-4906-11e4-817e-001a4bcf6878.html
3. Local Leadership vs Local Leviathan, C2C Journal June 19,2013
http://www.c2cjournal.ca/2013/06/local-leadership-versus-local-leviathan/
4. BC Municipal Property Tax Policy Fairer Taxation for Business (2014)
http://www.bcchamber.org/policies/bc-municipal-property-tax-policy-fairer-taxation-business2014-0
5. Consolidated Management Consultants (2014) in Policy Direction for BC Municipal Property
Tax
6 CFIB BC Municipal Spending Watch 2015 http://lantzville411.ca/wpcontent/uploads/2015/11/BC-Municipal-Spending-Watch-2015.pdf
7. Creating Equity in the Property Tax System of BC
http://www.bcchamber.org/policies/creating-equity-property-tax-system-british-columbia

REVELSTOKE ECONOMIC DEVELOPMENT COMMISSION

DATE: February 18, 2016
SUBJECT: Comments from the Economic Development Commission on the City
Financial Plan
BACKGROUND:
The Economic Development Commission (EDC) discussed the brief provided by the
Chamber of Commerce related to the City of Revelstoke 2016-2020 Financial Plan at
their meeting on February 17, 2015.
The EDC passed a motion in support of the first three issues identified by the Chamber of
Commerce, i.e.
1. That the City of Revelstoke commence the budget process by August 1 in each
calendar year for the following year;
2. That the City of Revelstoke create a 10 year plan for Infrastructure and Asset
management;
3. That the City of Revelstoke provide clear financial data and statements.
The EDC also supported in principle, the 4th issue, that the City of Revelstoke consider
an independent core review of their operations. The EDC members wanted to see more
details provided on how this review might take place and what the cost would be.
The EDC indicated they would like to see more information related to the 5th issue
identified in the Chamber report, which was related to the fairness of the tax burden.
Respectfully submitted,
Alan Mason, Director of Community Economic Development.

Revelstoke Financial Plan 2016-20

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Revelstoke Financial Plan 2016-20

Uploaded by

Copyright:

Available Formats

City of Revelstoke

His Worship Mayor McKee and Members of City Council

Graham Inglis, Director of Finance

February 18, 2016

2016-2020 Financial Plan

READ A FIRST TIME THIS

Certified a true copy this ___________ day of _________________,_____.

Operating Expenses by type

Operating Expenses by Department

Capital out of revenue

TANGIBLE CAPITAL ASSETS

NON-TANGIBLE CAPITAL ASSETS

300,000 1,080,000 1,675,000 1,335,000

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

1,125,000 619,000 1,008,500 1,286,500

535,000 1,030,000 760,000 615,000

Total Capital Expenditure

7,373,500 5,955,900 8,266,100 7,847,100 12,558,300

1,729,160 1,186,171 1,090,492

Total Sources of Funding:

1,100,160 679,671 499,492

Revenue and Property Tax

revenue from property value taxes

20162020 Financial Plan

20162020 Financial Plan

20162020 Financial Plan

The Financial Plan at a Glance

20162020 Financial Plan

20162020 Financial Plan

Estimated Cash Flow1

10,259,673 11,080,447 11,412,861 11,755,247

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

8,266,100 7,847,100 12,558,300

A+BCDE 6,361,125 6,070,001

5,790,828 6,800,597 9,334,688

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

Certified a true copy this _ day of ___,_.