[2:37] Good morning, everybody. I'd like to call a special Councillor

[2:40] meeting of November 19, 2024. To order and begin by

[2:44] recognizing that this meeting is taking place on the traditional

[2:47] lands of the Silko Canagan people. Before we get into

[2:53] the agenda, I'd like to just point out that Councillor

[2:56] Conan says. On Zoom joining us on Zoom because. She's

[3:02] contagious. But she's able to function otherwise. So I need

[3:09] a motion to adopt the agenda as present. Do we

[3:11] have any late items? Sorry. No late items. Adopt. The

[3:14] agenda is presented. Move. Seconded. All in favor? And Councillor

[3:20] Conan, and that's unanimous. Thank you. And moving straight on

[3:26] to. Our regular portion of the meeting. So that's bylaws

[3:32] and permits. 3.1, the official community Plan Amendment bylaw number

[3:37] 2024 36 and zoning amendment bylaw number 2024 37. Miss

[3:42] Collinson, please. Thank you, your worship. Councillor gave first reading

[3:46] to the spot fees bylaws on October 15. And following

[3:49] a public hearing that was held on November 5, Councillor

[3:51] gave second and third reading to the bylaws. Ministry of

[3:53] Transportation approval has been received and the staff recommendation is

[3:56] to adopt. Both bylaws. Thank you. Thank you. Council. Any

[4:02] discussion? Any comments? Questions? And hearing none. Do we have

[4:10] a staff recommend? Moving the staff recommendation and seconded. And

[4:17] any comments? Questions? Hearing? None. I'll call the question. All

[4:21] in favor? And Councillor conant indicates. Yes, and that's unanimous.

[4:26] Thank you. And moving on. To item four. The 2025

[4:35] to 2029 draft financial and corporate business plan overview. Ms.

[4:40] Campbell, please. Thank you. Your worship and councillor today, myself,

[4:45] along with city staff, are pleased to be presenting the.

[4:47] City's 2025 to 2029 draft financial and corporate business plan

[4:52] before we get started. I would like to turn it

[4:53] over to Mr. Hadad to say a few words. Okay.

[4:57] Thank you, Ms. Campbell. Thank you, Councillor. Looking forward to

[5:00] discussions over the next couple of days. I just want

[5:02] to highlight, first of all, Early this year, Councillor focused

[5:05] their priorities around. Through the strategic planning process Councillor undertook

[5:10] really emphasizing their commitment to public safety and housing through

[5:14] livable and accessible priorities. Safety and resiliency reflects council's commitment

[5:18] to creating a safe supportive community through balanced approach that

[5:22] addresses crime, assist vulnerable populations, and builds long term resilience.

[5:26] Livable. And accessible priority drives the city's efforts to improve

[5:30] the quality of life for all residents. Through better housing

[5:32] solutions, accessible public spaces, safe streets and inclusive community services.

[5:37] Really looking forward to the work that the team of

[5:40] presenting team will be presenting to Councillor over the next

[5:43] couple of days. Led through our finance department. A lot

[5:46] of work goes into the preparation of the. Budget over

[5:48] the last number of months, and I really want to

[5:51] thank the community also for their feedback. And you hear

[5:52] a little bit later on this morning from our engagement

[5:55] team on the results. Of that process. So look forward

[5:58] to council's questions. We've got the team senior. Leadership team

[6:00] here with our finance department to answer any questions, and

[6:04] our management team as well, through the presentation. So looking

[6:06] forward to a productive next. Couple of days. Thank you,

[6:09] Ms. Campbell. Thank you, Mr. Haddad. Before we review the

[6:13] budget through each division and department, I'd like to give

[6:16] an overview of the plan, including what's new for 2025,

[6:19] the presentation approach Councillor priorities, some overall budget highlights, and

[6:23] the proposed tax rate. Although some of the information contained

[6:26] within this overview was previously shared with Councillor on October

[6:28] 15 with the release of the draft financial. Plan. It

[6:31] is being presented again to ensure that the relevant information

[6:34] that form the drafting of this plan is provided during

[6:36] the deliberation process. Continuing to build on the amalgamation of

[6:40] the financial and corporate business plan in 2025. The document

[6:44] continues to be refined to improve reporting on the advancement

[6:46] of council's priorities and transparency and financial management. We are

[6:50] committed to continually enhancing the information included in the plan,

[6:53] including what services the city provides budget highlights and financial

[6:56] impacts to our. Residents. For this year, capital budgets have

[7:02] been separated out from operating. The capital presentations will commence

[7:05] after all. Operating presentations are completed and is scheduled for

[7:08] day two of deliberations. As a result, capital information will

[7:12] not be included in this overview. However, a separate overview

[7:15] will be provided to start off the capital presentations. Senior

[7:18] staff members will be co presenting with. Myself for their

[7:21] respective areas with time for Councillor to ask questions and

[7:24] deliberate over each divisional or departmental budget. As this is

[7:27] council's third budget process, presentations have been focused on key

[7:31] budget drivers and incremental costs as opposed to daily business

[7:34] activities. Councillor is welcome to comment at any stage of

[7:37] the presentations and can make motions to amend what is

[7:39] being presented throughout each div. Division. This may include either

[7:42] amending the budget information as presented or directing staff to

[7:45] compile any items Councillor may wish to defer and discuss

[7:48] at the end of deliberations at the end of each

[7:51] presentation, a motion to approve in principle will be made

[7:54] subject to final budget. Review. Approving in principle is council's

[7:57] acceptance of the budget. Information as presented. However, is not

[8:00] a formal appro. Approval. Councillor can reconsider any budget area

[8:03] throughout deliberations until the final financial plan. Resolution is made

[8:07] after Councillor has deliberated over each area. Staff will provide

[8:10] the final recap. To review any set aside items and

[8:12] present the final motions. Moving into the budget process. Commencement

[8:17] of the capital budget occurred in June with compilation of

[8:19] operating budget starting in July. All budget information from individual

[8:23] areas was finalized in early September, with reviews completed by

[8:26] senior staff in late September. The financial plan was released

[8:30] publicly on October the 15th, with several public engagement opportunities

[8:33] provided through no. November 6, our communications and engagement manager,

[8:38] Adam Alnick, will be providing a summary of the engagement

[8:40] feedback in the next presentation. I'm going to provide a

[8:43] brief overview of the initiatives for each Councillor. Priority however

[8:46] many of these will be covered in more detail during

[8:48] the divisional presentations for safe and resilient we have 14

[8:52] initiatives for the 2025 budget. These include items such as

[8:55] advancement of the community, safety buildings, development of a hazard

[8:58] risk vulnerability analysis and wildfire and fire smart planning. Other

[9:03] safe and resilient priorities include development of a community safety

[9:06] and wellbeing plan advancement of the RCMP strategic plan and

[9:10] proposed addition of two additional RCMP members to create a

[9:13] new community safety unit. For livable and accessible. We have

[9:19] 21 initiatives. These include items such as the sports and

[9:21] recreational needs assessment. Development of an area plan for Okanagan,

[9:25] lakeshore and esplanade. And advancing housing affordability. Further initiatives include

[9:30] the Eckert Avenue Quarter reconstruction project, demand side management, voltage

[9:34] conversion, and smart truck technology to reduce contamination and increase

[9:38] recycling best practices. And lastly, leading the KVR trail master

[9:43] plan and green quarter strategy, advancing the city's community plan

[9:47] continuing to focus on safe routes to school, transit network

[9:50] expansion, and accessibility plan implementation. For vision, mission, and culture.

[9:55] We have four initiatives, including items such as advocacy, planning,

[9:58] and intergovernmental. Relations and advancing digital transformation and innovation projects.

[10:04] Of those initiatives, there are 17 that have a financial

[10:07] component associated with them which are included on pages 22

[10:10] to 23 of the financial plan. These initiatives do not

[10:13] all have an impact on taxation. And are proposed to

[10:15] be funded through a variety of methods, including existing operational

[10:18] budgets. Grant programs as well as taxation increases, which is

[10:22] noted, will be introduced for counci. Council's consideration during deliberations

[10:26] through each respective divisional presentation. Moving to some overall budget

[10:30] highlights. Consolidated revenues have increased 7% over 2024. Adopted budget

[10:35] to $155.8 million and expenses are 7% over 2024 at

[10:40] 143.4 million. These figures are net of the taxes collected

[10:43] on behalf of other governments and the difference between revenue

[10:46] and expense amounts goes into reserves, which funds our. Capital

[10:49] programs and other operational requirements. Focusing in specifically on the

[10:54] general fund. Revenues in 2025 amount to 78.6 million, up

[10:58] 5.8 million from 2024 and 8% increase expenses in 2025

[11:02] amount to 82.3 million. These are at 4.9 million from

[11:05] 2024, a 6% increase and as a reminder now include

[11:08] amortization expenses. A large portion of the general fund. Expenses

[11:13] are allocated to protective services, which makes up an estimated

[11:16] 40% of the overall budget, excluding amortization. Some of the

[11:20] financial challenges that continue to impact the 2025 budget include

[11:24] the 2022 taxation deferral that was approved during the 2022

[11:27] deliberations. In addition to sustained inflation, that we've seen across

[11:30] many city functions, in particular areas being more than normal,

[11:33] inflation would be labor, insurance and supplies. Many municipalities across

[11:39] BC are challenged with rising costs and trying to balance

[11:42] providing the needed community services. With the required funding in

[11:45] order to pay for those services. Although many municipalities haven't

[11:49] released their 2025 tax increases. Yet this slide displays a

[11:52] few of the other communities that are facing these same

[11:54] challenges. It's important to note that the city's increase is

[11:58] significantly impacted by the 2022 taxation deferral with our actual

[12:02] 2025 tax increase being just over five and a half

[12:04] percent. Managing these financial challenges has resulted in a shortfall

[12:08] of just under $4 million in the 2025 General Operating

[12:12] Fund. One third of this shortfall is comprised of the

[12:15] 1.4 million for the remaining taxation deferral, which I'll discuss

[12:18] in more detail in upcoming. Slides, with the remainder consisting

[12:21] of? 1.35 million for inflation and operational expenses, which is

[12:24] net of. New revenues and an additional 1.2 million for

[12:29] priorities and initiatives on top of the inflationary costs mentioned

[12:33] earlier for things such as insurance and supplies. The city

[12:35] also has to incorporate contractual increases for our labor agreements,

[12:38] as well as other significant impacts such as the RCMP

[12:41] contract, which alone is an increase of 700,000 without the

[12:44] addition of any new members. For 2025. To assist with

[12:47] offsetting these operational increases, staff introduced a more aggressive budgeting

[12:51] approach where a preliminary review of the budget was done

[12:54] by looking at every line item for both revenues and

[12:56] expenses with a five year history. Looking for trend analysis.

[13:00] Every budget area was reviewed with a comparison of each

[13:02] line item with five years of. Actual and budget costs

[13:07] to look for opportunities to optimize the numbers. That review

[13:10] was sent to each senior leadership team member and was

[13:12] then reviewed with myself and Mr. Haddad to go. Over

[13:15] each initiative request an opportunity to revise budget figures. Traditionally,

[13:20] the city has budgeted based on ensuring that no individual

[13:22] line item would go over budget. However, under this new

[13:25] methodology, we are. Looking to ensure that department's cumulative line

[13:28] items stay within an overall budget. This change will likely

[13:31] result in some line items being over and some under,

[13:34] with the anticipation that overall each budget area will have

[13:37] sufficient funding to provide the approved service levels on the

[13:41] screen. Here is an example. Of one page of the

[13:43] review spreadsheets that were reviewed during this process, which included

[13:46] over 2000. Line items and resulted in over 200 of

[13:49] those items being reduced, for a total of 2.4 million,

[13:51] or 5.4%. These reductions included requests for both ftes and

[13:56] initiatives as well as budget changes. Based on the five

[13:59] year trends, significant reductions were made in the following areas

[14:03] FTE requests initiative and project requests supplies, freight and. Postage

[14:07] contractors and consultants, marketing, promotions and printing costs, training seminars

[14:12] and dues, and then some specific areas such as flushing

[14:15] mains, trunk lines, irrigation, snow removal, asphalt, solid waste, tipping

[14:19] fees, and weed control the five year trends highlight items

[14:22] that might fluctuate more on an annual basis. For example,

[14:24] weed control, which changes based on weather pattern. Patterns and

[14:28] looking at the five year average number, it's also important

[14:30] to note that it would not reflect inflationary increases year

[14:33] over year, and so the average was used as a

[14:34] baseline. To review annual spend and not necessarily used to

[14:37] match the proposed budget. Thank you. Through the chair. And

[14:46] so I just want to be clear, when you went

[14:48] through this, The shortfalls and going through the budget with

[14:54] this fine tuned comb, what was the percentage that you're

[14:56] able to find. To essentially make sure that we're coming

[15:00] in line with our priorities. Like you said, we're saving

[15:02] 2.4 million. Yeah, through the chair, so that equated to

[15:06] 5.4%. So that wasn't just a reduction of existing budget

[15:09] line items, that was also incremental asks. Right. So fte

[15:13] requests initiatives and projects. So we looked at the proposed

[15:16] budget cumulatively and went. Through every line by line, looking

[15:20] for opportunities to reduce that number based on where we

[15:23] were sitting. As part of the budget process and to

[15:31] address funding shortfalls. City staff review opportunities to decrease the

[15:35] impacts of taxation. Staff identified a number of ways to

[15:38] reduce the general funding shortfall, including funding one time projects

[15:41] through reserve transfers. So for 2025, this includes the community

[15:44] well being plan. Sign standardization and the area plan for

[15:48] Okanagan lake and esplanade. Another mitigating strategy employed this year

[15:52] was increasing the allotment of RCMP vacancies due to leaves,

[15:55] as well as budgeting for a minor staffing vacancy for

[15:58] city staff to reduce labor costs, recognizing that not all

[16:01] vacancies reduce costs as positions may be filled temporarily or

[16:04] with use of overtime. There are generally a few positions

[16:07] through the year that remain vacant for a period of

[16:09] time and fulfilled which. We've now incorporated into the budget.

[16:13] Lastly, there are two significant costs that will impact future

[16:15] years. The first is the two new RCMP members that

[16:18] if approved by Councillor will be requested through edision. However,

[16:21] it takes approximately twelve months for these positions to be

[16:24] filled, which would have those officers, starting in very late

[16:27] 2025. Or early 2026, approving this in 2025, but allocating

[16:31] the budget into 2020. Six matches the cost with the

[16:34] year that the service will be put into place, ensuring

[16:37] we aren't taxing residents for something they will not receive

[16:39] for the year. Transit is another similar item. There is

[16:42] no certainty of when the expanded transit for phase one

[16:45] will be available, but it is not likely to occur

[16:47] until later next year. Again, looking to match the cost

[16:50] of the service to the year that the city will

[16:52] incur the cost and our residents will benefit from it.

[16:55] Originally, the entire cost of phase one was planned to

[16:57] be incorporated into the budget for 2025. However, it is

[17:01] being. Proposed to be split between 2025 and 2026. In

[17:05] addition to the cost of phase one. 2026. We'll also

[17:07] see the incorporation of the evening service expansion, which is

[17:10] not included. In this mitigated impact as it did not

[17:12] form part of the 2025 budget. During deliberations in November

[17:16] of 2021, Councillor approved the deferral of 7% of taxation

[17:20] into future years with one time use of the remaining

[17:22] Covid-19 restart grant as a reminder, the cost associated to

[17:26] the 7% deferral are related to the previous council's. Investment

[17:29] in community safety and included the addition of seven RCMP

[17:32] officers between. 2021 and 2022, expanding by law enforcement, adding

[17:39] a fire training officer and adding a firefighter every year

[17:41] for four years. In addition, when setting the final tax

[17:44] increase for 2022, Councillor approved. A further deferral of 3%

[17:48] into future years, for a total deferral of 10%. The

[17:51] plan was to phase in the impacts of these deferrals

[17:53] over the course of the next three years, which started.

[17:55] In the 2023 budget cycle with use of surplus reserves

[17:58] over the time frame to offset the different. 2025 will

[18:01] mark the final year of this phase in. Moving into

[18:05] staffing. The city's workforce is quite complex and has many

[18:08] unique challenges. Our 2024. Turnover rate is currently lower than

[18:11] 2023, going from 11% down to nine. However, without retirements,

[18:15] that figure is 8%. We've seen fairly consistent retirement through

[18:19] the last few years, ranging from 1% to 3% of

[18:21] our workforce. Turnover rates don't capture the workload of recruitment.

[18:25] As we also see a large number of postings annually

[18:27] for relief positions, seasonal employees, and internal transfers. The city

[18:31] continues to work on its employee engagement initiatives to assist

[18:34] in attraction of new employees. And retention of existing talent.

[18:38] Year to date, for 2024, the city has hired 176

[18:41] candidates, including relief and seasonal, and facilitated some significant recruitments,

[18:45] including the building and permitting manager bylaw manager, manager of

[18:48] finance, manager of Communications of public engagement emergency program coordinator,

[18:53] as well as multiple bylaw officers, building officials, and an

[18:56] electrician. Starting fte for the year is 352, with seven

[19:01] new FTe being proposed through the budget. Process. These positions

[19:04] are spread amongst the divisions with a full summary of

[19:06] fte and the new proposed positions being provided on page

[19:09] 44 of the plan. Requests requiring new funding will be

[19:13] discussed during each divisional presentation, including how they impact the

[19:15] budget and how they were fund. Funded, as not all

[19:19] of these requests reflect an increase to the budget. Also

[19:22] on paper, the city has significant reserve balances. Many of

[19:25] these have restricted uses, leaving only a small portion available

[19:28] to draw from. Also to consider when looking at the

[19:31] city's reserve balances is that the 2025 draft capital plan

[19:34] is in excess of 30 million. We also have significant

[19:37] 2024 capital program, including over 40 million of carry forward

[19:40] projects for. An excess of 80 million of approved capital

[19:44] projects currently underway are scheduled. Considering that the city owns

[19:48] over $1.4 billion of assets. These reserves in entirety represent

[19:51] less than 10% of our asset values with a large

[19:54] portion of the currently allocated to funding the capital budget.

[19:58] One statutory utility and other restricted reserves are removed, a

[20:01] balance of 20.6 million of reserves. Is available for general

[20:04] use as at the end of 2023. After year end

[20:07] revised 2024. Reserve balances will be provided to Councillor with

[20:10] the presentation of the audited financial statements at the beginning

[20:13] of May. However, forecasted reserve balances will be presented to

[20:16] Councillor during the reserve presentation later this morning, as well

[20:19] as additional details on how reserve contributions are used and

[20:22] work. Again, these balances are that December 31, 2023, and

[20:27] are the ones available for offsetting the phase in of

[20:29] the tax rate deferral these balances don't incorporate the current

[20:32] asset emergency work previously approved by Councillor but not yet

[20:35] completely drawn from the reserves or the surplus draws for

[20:38] 2024 being used to offset the deferral for the addition

[20:41] of the four firefighters over four years, which ends after.

[20:44] 2025. Switching over to utility rates. The 2025 rates were

[20:49] presented to Councillor with the fees and charges. Bylaw, with

[20:51] the first three readings of the bylaw occurring August 20

[20:54] and adoption on September 10. Rate increases include 7.1% in

[20:58] total for electrical, 10.8% for sanitary sewer, 8.5 for water

[21:03] and 30% for storm. These increases have been built. Into

[21:06] the draft financial plan in each respective utility. Based on

[21:10] the increases approved through that fees and charges bylaw in

[21:12] September, the average residential property will see an increase of

[21:15] $276 per year or $23 per month. And for business

[21:21] property. The average increase for utilities in 2025 is estimated

[21:24] at $1,536 per year or $128 per month. This brings

[21:30] us to a proposed tax increase for 2025. However, before

[21:34] presenting what's included in that final draft number, I wanted

[21:36] to briefly review the rigorous process that staff undergoes when

[21:39] compiling the budget. As mentioned earlier, the operating budget process

[21:43] starts in July, and after initial submission of budgets by

[21:45] each department and review by the finance team. We go

[21:48] through a detailed process. Looking for other opportunities to decrease

[21:52] the impact with alternatives to taxation. This year, the starting

[21:55] point of the operating gap was 20.1%, which is the

[21:58] remaining deferral inflation. Past decisions with financial impacts and incremental

[22:02] costs. Our next step is to do a thorough review

[22:04] of revenues from that review. Increases were identified from the

[22:08] fees and charges or other economic impacts, including non. Market

[22:11] change. All combined, these equated to a reduction of 3%

[22:14] as discussed on a previous slide. We introduced a more

[22:17] aggressive budgeting process this year. With the preliminary review done,

[22:20] looking at every line item with the five year history

[22:22] for trend analysis, which resulted in a reduction of 2.4

[22:25] million or 5.4%. Subsequent to that process, the senior leadership

[22:30] team met to review and discuss the final, revised operating

[22:33] gap. This discussion included reviewing all remaining FTE and initiative

[22:36] requests to determine what would be put forth into the

[22:38] proposed plan. Part of this process is determining if items

[22:42] can be deferred, as well as looking for other opportunities

[22:44] for efficiencies and cost savings. Several funding strategies were reviewed,

[22:48] which ultimately resulted in a reduction of 3.5%, which included

[22:51] reserve funding for several one time projects. As well as

[22:54] the mitigation strategies that were noted earlier. This brings us

[22:57] to the proposed tax increase for 2025 of 8.63, which.

[23:00] Is included in the draft plan. Delivering a bit further

[23:04] into the new revenues. This chart includes the historic non

[23:09] market change revenue indicated by the blue bars as compared

[23:12] to building permit revenue shown by the red line non

[23:15] market change accounts for new construction that is completed and

[23:17] being added to the assessment base. With new taxation revenue

[23:20] being introduced to the city, it is one of the

[23:23] few revenues that the city adds to the budget annually

[23:25] that doesn't impact existing taxpayers ratep. Ratepayers or service users

[23:29] as building permit revenue increases or declines. Nonmarket change often

[23:32] follows the same trend. But in the preceding year, for

[23:35] 2025, the city has included $600,000 for nonmarket change, which

[23:39] helps spread the cost of overall taxes over more residents

[23:42] on average, the city sees between four and $500,000 of

[23:45] non market change annually. Although. Technically nonmarket change revenues should

[23:49] be applied against the incremental cost of providing services to

[23:52] a growing population. It has been historically applied against inflationary

[23:55] costs in order to minimize those impacts. To existing residents

[23:58] and business owners. The tax increase is made up of

[24:02] the deferral, which makes up just over 3%. And nondiscretionary

[24:06] costs at 2.95%. And finally, discretionary costs, which equate to

[24:09] 2.62%. It's important to note that the actual 2025 tax

[24:13] increase is around five and a half percent. It's the

[24:16] remaining deferral. Portion that is bringing the increase up to

[24:18] 8.63. Inflation includes collective agreement, labor contracts, RCMP contracts, as

[24:24] well as regular inflation prior to offsetting with revenues or

[24:28] other mitigating efforts. Inflationary impacts on the 2025 budget actually

[24:31] equated to 7.6%. However, after the detailed review of the

[24:35] budget process, staff were able to reduce those impacts to

[24:38] just under 3%. The data shown on this slide is

[24:41] collected by the province of BC and allows us to

[24:43] review our residential competitiveness to other areas in the region.

[24:47] These figures include municipal rates, parcel taxes, utility bills and

[24:50] taxes paid to the other taxing authorities, so provides a

[24:53] reasonably holistic overview of the cost to residents in these

[24:56] areas, as you can see from this graph. Penticton is

[25:01] very competitive in the valley, having one of the lowest

[25:03] residential taxes and charges. In comparison to West Colonia, Kelowna,

[25:06] Vernon and Summerland. In terms of what this means to

[25:10] residents. We broke this down in a bit more detail.

[25:12] This year to provide a more wholesome view of what

[25:15] that percentage looks like to our residents based on their

[25:17] property values. We have around 5000 residential properties that are

[25:20] assessed at 500,000 or less, which makes up a third

[25:23] of our residential properties. An average home around this value

[25:27] would see an increase of $12. Per month, or $138

[25:31] for the year. Next, we looked at the average residential

[25:34] assessed value, which this year is 660,000. We have three

[25:37] and a half thousand properties that are between 500,000. In

[25:40] the average. A property valued around the average would see

[25:43] an increase of $15. Per month, or $182 for the

[25:46] year. And next, we looked at properties that are valued

[25:49] at a million dollars or higher, of which we have

[25:51] over 3000 of a property valued around 1 million would

[25:55] see an increase of $23 per month or 277 for

[25:58] the year. On the business side, for 2024, the average

[26:01] commercial assessed value is 1.3 million. A property valued around

[26:05] the average would see an increase of $59. Per month

[26:07] or 708. Dollars for the year. This table represents overall

[26:11] impact to the residents for both utilities and taxes, with

[26:14] the average increase to property taxes to a residential home

[26:17] being in the range of $38 per month or $456

[26:21] annually. We also took a look at how the overall

[26:26] business assessments break down and did that a little in

[26:30] further detail this year as well. Of the taxable business

[26:34] properties. Approximately 30% of them have an assessed value of

[26:38] $500,000. Or less, which at that $500,000 mark would equate

[26:42] to $27. Per month, or $319 per year. Around 200

[26:47] of the properties are between the values of 500,800 thousand,

[26:51] which at the high end of that range would be

[26:52] a $35 per month increase. Or 425 for the year.

[26:56] Approximately 150 properties are between the 800,001.3 million mark with

[27:02] the remaining 300 properties being assessed above 1.3 million, which

[27:05] accounts for about a third of the taxable folios. This

[27:10] table represents overall impact to businesses for utilities and taxes,

[27:13] with the average increase to a business being in the

[27:15] range of $187 per month or 2244 annually. However, as

[27:20] noted on the previous slide. About two thirds of the

[27:22] business properties are assessed lower than this value and would

[27:25] see an increase of 155 to 163 per month. In

[27:30] summary, the 2025 to 2029 draft financial plan focuses on

[27:33] the continued advancement of council's refocus strategic priorities with a

[27:37] number of initiatives supporting a safe, resilient livable and accessible

[27:40] community. I'm happy to take any questions Councillor might have

[27:45] prior to introducing Miss Melnick to provide an update on

[27:48] the engagement process. Thank you, Ms. Campbell. Councillor, any questions

[27:53] at this point? And I'm hearing none. So we're just

[27:57] going to move straight on to the engagement process. And

[27:59] so thank you, Ms. Campbell. And for the budget engagement

[28:07] report, item number five.

[28:17] Anna melnick. Communications manager. And Ms. Campbell, please. Good morning,

[28:25] Mary. And Councillor, in case you don't know, my name

[28:27] is Anna Melnick. And I am the manager of clinicians

[28:29] engagement here at the city of Pendicton. It is my

[28:32] pleasure to be presenting the engagement overview in summary for

[28:35] the 2025 2029 draft. Financial, corporate, business plan or budget

[28:40] budget 2025, as it may also be known. As a

[28:45] bit of background, the development of the financial plan is

[28:47] one of the most important public processes of local government

[28:50] and as a result, consultation with the public is required

[28:53] by the community charter. Before the financial plan is adopted

[28:57] today, I will tell you about what we did to

[28:58] fulfill this. Requirement. In today's world, residents are more connected

[29:04] and educated than ever before on issues that affect their

[29:07] lives. As a result, they expect opportunities to have a

[29:10] say on the decisions that come to city hall when

[29:12] they are engaged in a meaningful way and all perspectives

[29:15] are considered, Councillor may make more informed, trusted decisions. We

[29:19] use our own engagement public engagement framework along with. IAP

[29:23] two guiding principles, best practices and tools to steer our

[29:26] efforts so that when pendict and residents are consulted. They

[29:29] see that their participation is valued and their contributions are

[29:33] making a difference. This in turn increases the level of

[29:36] trust the community has with the local government. It is

[29:39] important to note that it is best practice to include

[29:41] both public engagement and market research. When considering the needs

[29:44] or perceptions of the community. This is why I will

[29:46] also provide a quick recap of our 2023 citizen satisfaction

[29:50] survey in upcoming slides. The city of Penticton recognizes the

[29:55] International association for public participation, or IAP two, as the

[29:59] international standard for effective community engagement. IAP two spectrum is

[30:03] a continuum that helps us determine the extent to which

[30:05] stakeholders in the community are involved in a decision. The

[30:09] chart provided explains the five categories of particip. Participation and

[30:13] provides examples of how they have been used to support

[30:16] city of Penticton decisions. The greater the impact, the higher

[30:19] the recommended level of involvement. For the purposes of budget

[30:23] 2025. We consulted the community. This level of participation is

[30:27] used when interest is high, such as with decisions. About

[30:29] the environment, economy and the future of our city. The

[30:34] city does a biannual citizen satisfaction survey, so I just

[30:37] wanted to take a moment. To refresh Council's memory on

[30:39] what the pulse was back in the fall of 2023.

[30:42] When these results were presented. According to these results, the

[30:45] top five priorities at that point in time were safety

[30:47] and crime. Social issues, homelessness and drug use, housing affordability.

[30:53] General affordability and affordable housing and climate and sustainability. As

[30:58] you will see with these results, the city has seen

[31:00] improving results year over year on how residents generally feel

[31:03] we are doing in terms of how the city spends

[31:05] the taxes it collects and the value they believe they

[31:08] get. At the time of the citizen survey, we asked

[31:12] residents how we should address the rising cost of services,

[31:14] and at that time, the top result was the encouragement

[31:17] of growth to share costs across the larger tax brace.

[31:20] This was followed by an increase in user fees to

[31:22] pass on cost to users. And an increase in taxes

[31:25] to maintain services at current levels. Historically, this has not

[31:29] been typical. Public sentiment. And as you will see in

[31:31] my upcoming engagement summary, it was not something that was

[31:34] supported by the residents who participated in our engagement program

[31:37] this year. Moving on to this year's budget, engagement communications

[31:42] and engagement strategy. This year's engagement strategy focused on reducing

[31:46] barriers to participation in ensuring that there was a wide

[31:49] range of communications collateral available to residents. To learn more

[31:52] about and participate in budget 2025 engagement by utilizing both

[31:57] traditional print and static. Communications tactics along with digital communications,

[32:02] we endeavored to reach as many possible people across all

[32:05] city. Channels. Communications collected feedback in person from kiosks located

[32:09] at city hall and the library as well as at

[32:12] council's open house on October 29. We also collected feedback

[32:16] online through our feedback form located on Shapeshire city pentict.

[32:19] Penticton. The Communications and engagement program for Budget 2025 included

[32:24] a number of different tactics, ranging from internal and external

[32:27] communications and marketing, as well as public engagement activities. The

[32:31] engagement program kicked off on October 15 was a presentation

[32:34] to counsel by our chief financial officer, a media event,

[32:38] and a news release. Communications and marketing tactics that followed.

[32:41] Over the course of the three week engagement program included

[32:43] a full page newspaper ad in the Herald in the

[32:45] western a direct mail out to residents and various social

[32:49] media tactics, along with radio ads and an in person

[32:52] info session with the business community. During the execution of

[32:56] our communications and engagement program. There were a number of

[32:58] notable results across various city platforms. For example, the mayor's

[33:02] social media invite to the Councillor open House received over

[33:05] 1200 views our shape your city budget talks page had

[33:09] over 500 views and we had six media stories where

[33:12] Budget 2025 was mentioned, including. Three of which were specific

[33:16] to the tax increase. This year's engagement program received 200

[33:20] for survey responses, which is more than double last year's.

[33:23] Result. Of survey respondents, 79% of them identified as living

[33:29] in Penticton, as well as the majority of residents identified

[33:33] as 65 years or older, followed by the age category

[33:37] of 40 to 64 years of age with 39%. Based

[33:44] on these survey results, the top five message to reach

[33:47] methods to reach citizens sorry, where content on Shapier City

[33:51] Penticton. Attendance at the Councillor open house adds an articles

[33:55] in the newspaper adds in articles, adds in posts on

[33:58] social media channels, and then media coverages on news websites

[34:01] like Castinet, we. Western News and the Herald. As this

[34:07] is the last year of the tax deferral, we wanted

[34:09] to ask residents if they knew about this and the

[34:11] upcoming implications it had on our 2025 tax rate. Close

[34:15] to 80% of respondents said they were aware of the

[34:17] deferral and that this is the last year for that

[34:20] deferral. We also wanted to ask residents about council's updated

[34:27] priorities and if they felt that these are the right

[34:29] priorities for the community at this time. Over 60% agreed

[34:32] that these were the right priorities. We then dug a

[34:36] little bit deeper into why some may have opted to

[34:39] say no or unsure. Of the respondents that answered no.

[34:42] 37 opted to explain the response further. Themes from these

[34:46] comments included priorities being too vague and unclear on which

[34:49] population they are meant to benefit. Priorities needing to include

[34:52] more sustainable initiatives and responses being unclear on the role

[34:57] of bylaw versus RCMP and the need to further clarify.

[35:01] Their scope and abilities. Of the respondents that answered unsure,

[35:06] 27 opted to explain their responses further. Themes included concerns

[35:10] with costs required to implement these proposed strategic initiatives, being

[35:14] in agreement with the priorities in general, but not in

[35:16] agreement with the actions outlined within them. Or feeling that

[35:20] the increased policing does not stop crime but rather support

[35:23] housing and medical care, reduces crime, so we should focus

[35:26] on this instead. Of the key proposed strategic initiatives identified

[35:30] in the draft budget, respondents online were most in favor

[35:33] of investing in our aging infrastructure at 81%, followed by

[35:38] a continued focus on affordable housing and then the improvement

[35:42] of public safety with the addition of a fire inspector

[35:45] and the creation of a safe. Safety unit with two

[35:49] more police officers to round out the top three choices.

[35:52] Interestingly, the creation of a community safety and well being

[35:55] plan came in fourth place in our online survey. But

[35:58] in the top spot at our Councillor open house, which

[36:01] I will talk about in further slides. Coming in at

[36:04] number five was the expansion of the remote guard camera

[36:07] program, followed by the advancement. Of the civic Places and

[36:10] Places plan, which includes plans for a CSb building and

[36:13] fire hall renewals. In terms of a preference to introduce

[36:17] or increase user fees in exchange for lower tax increase.

[36:20] 68% of respondents are not in favor of doing so

[36:23] at this time. In addition, 60% of respondents in this

[36:30] year survey were also not in favor of reducing city

[36:33] services in exchange for lower tax increase. This is an

[36:39] interesting statistic because when asked last fall, respondents at that

[36:42] point in time favored the idea of both increased user

[36:44] fees and a reduction in city services in exchange for

[36:47] a lower tax increase. This could be due to a

[36:50] number of factors, but I think it's worth noting that

[36:52] this is why it's best practice to do both public

[36:54] engagement and market research. As both of these outcomes and

[36:57] insights provide. Important information into the community's needs and perceptions.

[37:02] As part of the communications strategy for Budget 2025, we

[37:05] included the. Draft financial and business plan in council's open

[37:10] house on October 29. This was done strategically. In order

[37:13] to maximize exposure to residents and make sure that the

[37:16] budget was a key topic of conversation for attendees. This

[37:19] year's open house included a focus on safety, and we

[37:22] were happy to have 100 more homes in attendance to

[37:24] discuss their work with the community. Participations, participants had the

[37:28] opportunity to review the budget details and learn more about

[37:30] the proposed initiatives related to safety and housing that have

[37:34] been included for consideration in the draft budget. Attendees got

[37:37] to speak directly with staff members and counsel at this

[37:40] event. Themes from comments heard related to the budget include

[37:44] concerns that the tax increase is too high and the

[37:47] affordability of the city is getting harder and harder. Concerns

[37:50] that the city is overspending. Concerns about cost to infrastructure

[37:54] resulting from densification. Questions related to capital projects and their

[37:58] timelines for completion and concerns about tax implications for city

[38:02] owned land being used for social housing. As guests left

[38:05] the event, we asked them to place a sticker on

[38:07] the proposed strategic initiative. They felt that was most important

[38:10] to them. You will see. A photo of it on

[38:12] the slide. The top result that night was the creation

[38:15] of a community sa. Safety and well being plan followed

[38:17] by. A continued investment in affordable housing and investment in

[38:21] our aging infrastructure. This is an interesting result given the

[38:25] fact that it is different than what came out in

[38:27] our online survey where investment in aging infrastructure came out

[38:30] as number one. I think that this goes to show

[38:32] that those who attended our open house resonated with a

[38:35] topic of safety. Also to note is that we also

[38:38] have a public safety survey currently in market at this

[38:41] time. It was available at our open house on October

[38:43] 29, and at present it has over 1000 responses. I

[38:46] think this goes to show the alignment with council's priorities

[38:49] and the fact that safety is important to our community.

[38:52] Representatives from the Downtown Business Association. Chamber of Commerce visit

[38:57] Penticton and Pentictin Industrial Development association were in attendant for

[39:01] our business community budget infosection on November 1. Attendees appreciated

[39:06] the targeted information and the opportunity to ask specific questions

[39:10] to their industry. Themes from the discussion include the cost

[39:13] of doing business, rising consensus that they are happy to

[39:16] deal with the final year. Of the deferral, concerns about

[39:19] rising costs of utility and concerns about the future of

[39:22] tourism. Given the recent external factors like climate impacts and

[39:25] short term rentals, as well as concerns about spending money

[39:28] on where the community needs it and concerns that vacant

[39:32] store prints are decreasing the city's vibrancy. General feedback for

[39:36] the proposed budget saw many comments for and against the

[39:39] proposed initiatives, which is not surprising residents are feeling the

[39:42] effects of our external environment when it comes to inflation,

[39:45] housing costs and the cost of daily living and want

[39:47] Councillor to make the best possible decisions that impact their

[39:50] quality. Of life and they want to feel considered in

[39:52] the decisions or outcomes. This engagement feedback. Is an important

[39:56] piece of the overall picture that Councillor may wish to

[39:59] consider when deliberating. Next year's budget. And finally, I will

[40:02] leave you with. Our final question, which is did respondents

[40:05] feel satisfied with the information and consultation provided to them

[40:09] in this year's budget engagement program, the answer was largely

[40:12] yes, where 78% says strongly agree. Agree. Agree. Agree. Agree.

[40:14] Agree. Agree. Agree. Agree. Agree. Agree or neutral? Thank you

[40:17] for your time, and I'm happy to answer any questions

[40:19] you may have. Any questions on communications feedback? And Councillor.

[40:28] Comments? No, and thank you, Ms. Malick. And Ms. Campbell,

[40:34] anything to add? Thank you, your worship. The only thing

[40:38] I wanted to add was. That. Just a reminder to

[40:40] Councillor that targeted feedback, such as ones like this when

[40:44] you're asking the public for feedback versus it being around

[40:46] them really does tend to skew the results. That we

[40:49] see. We see the results of people that want to

[40:51] provide feedback versus just the general. Feeling of the population.

[40:55] So, as Ms. Melnick noted, we have 1000 respondents to

[40:58] public safety, but we only had 200. To the budget

[41:01] that generally indicates a level of interest in things that

[41:05] might be something for Councillor. To consider with these results.

[41:08] Yes. Statistics. Always interesting. Moving on.

[41:17] Items, section six 6.1. Debt and borrowing. And.

[41:33] Thank you, your worship. Ms. Jones is going to be

[41:35] presenting the debt and borrowing for Councillor this. Morning.

[41:49] Good morning, your worship, and council. This presentation will review

[41:55] the debt and the debt that the city currently holds

[41:58] and proposed borrowing the city uses debt as a funding

[42:01] source and is allowed to utilize debt borrowing for capital

[42:05] purposes only. Increases in the capital demand outside of the

[42:12] available funding can be financed through new debt. Short term

[42:15] debt can be approved by Councillor, but longterm debt may

[42:18] require electoral approval unless the city is in the ascent

[42:22] free zone. The ascent free zone occurs when municipalities has

[42:26] debt servicing levels under a certain amount. Depending on the

[42:30] capital request, some of the projects may be funded out

[42:33] of existing reserves. If the project meets the reserve criteria,

[42:36] and the reserve has appropriate funds available. Borrowing matches uses

[42:41] of the asset with the current taxpayer and allows for

[42:44] more capital spending to occur. In years where it is

[42:47] needed, which can reduce the risk of asset failure. Some

[42:51] projects have been approved to be funded with internal or,

[42:53] sorry, interfund borrowing from reserves that have available funds that

[42:57] aren't projected to be used over the short term to

[43:00] save on interest costs and are currently being paid back.

[43:05] This graph shows the history of the city's debt levels

[43:08] from 2021 to forecast at 2028. In 2023, $7.8 million

[43:14] was drawn on approved borrowing bylaws for the advanced wastewater

[43:17] treatment plant and the Ridgedale Reservoir in 2025. We anticipate

[43:22] drawing five. $.1 million on the. Previously approved borrowing bylaw

[43:29] for the Penticton ave pressure reducing valve. Our debt servicing

[43:34] levels are determined by the province to our local government.

[43:37] Data entry reporting, which is done by May 15. Following

[43:41] our year end. Based on this data, the liability servicing

[43:45] limit may not exceed 25%. And it was 22.8% in

[43:50] 2023 and based on forecasted borrowing, will grow. To about

[43:55] 3% and then will decline to 1.8% by 2029. This

[44:00] does not include any potential future borrowing for the community

[44:03] safety building. In order to sustain our capital program and

[44:08] needs in the future. Staff review the capital program and

[44:11] identify projects that may require financing for council's consideration. It

[44:17] is anticipated that borrowing will also be required in 2027

[44:20] for the ls two dam. And in 2028 for the

[44:22] expansion and upgrades to the advanced wastewater treatment plant. Some

[44:26] potential borrowing that may be required for currently unfunded projects

[44:31] include the community safety building as that project has not

[44:34] been fully scoped or costed yet. Future information. Will be

[44:37] provided to Councillor with funding options once the project is

[44:40] further advanced. This slide summarizes the debt we hold and

[44:45] how debt servicing costs are funded from the general fund.

[44:48] We utilize casino development cost charges, the Asset sustainability reserve,

[44:53] and general funds to service the debt. We currently hold

[44:58] no debt in the electric fund. From the 2025 to

[45:02] 2029 financial plan. The proposed borrowing for the next five

[45:05] years total $7.9 million. Capital projects that are being proposed

[45:10] to be debt financed are detailed in the financial plan

[45:13] on page 271. Note that the capital projects for the

[45:18] ls two dam and. The advanced wastewater treatment plant in

[45:22] 2027 and 2028 are currently estimates and subject to change.

[45:26] As we get closer to that time, We are happy

[45:29] to take any questions Councillor may have. Any questions on

[45:34] debt levels? Pretty clear. And thank you, Ms. Jones. Let's

[45:42] move on to reserves in debt, please.

[45:56] The following is a presentation on the city's overall financial

[45:59] health, focusing on the financial tools of reserve and debt.

[46:03] The city's financial health is guided by overarching policies and

[46:07] bylaws to ensure good governance, accountability, transparency and maintaining service

[46:12] levels. Approved by Councillor in December 2023, the reserve policy

[46:17] outlines the primary objectives of the city's funds for 41

[46:20] reserves totaling $131,000,000. At the end of 2023. These funds

[46:27] are to ensure stable and predictable tax levies focus on

[46:30] long term financial stability, safeguarding and maintaining existing assets, providing

[46:35] operating emergencies, and finance new capital assets. These are identified

[46:40] in the more detail. Details further in the presentation. This

[46:44] policy also provides clarity on how each reserve receives contributions.

[46:48] The minimum and optimum balances, as well as defining internal

[46:52] borrowing and specifying interest allocations. The yearend surplus policy, which

[46:57] was last approved by Councillor in February 2022, governs the

[47:01] city's treatment of fund surpluses as calculated in the annual

[47:04] financial statements. The policy ensures funds are set aside to

[47:08] address the future city priorities while meeting statutory requirements. By

[47:12] providing direction to staff on the distribution. Of the annual

[47:17] surplus for each fund. The use of surplus funds was

[47:22] designed to ensure the city maintains adequate accumulated surplus values

[47:26] while also setting aside reserves for specific purposes. In the

[47:30] general fund. The surplus is allocated towards accumulated surplus to

[47:34] achieve the optimum balance with excess funds being allocated to

[47:37] the RCMP reserves, financial stabilization, equipment replacement, asset emergencies, and

[47:43] asset sustainability. Electric water and. Electric, water and sewer surpluses.

[47:49] Our funds are allocated in respective reserves in 2023. The

[47:54] ending general surplus balance was $10.3 million, which will be

[47:58] discussed further in the presentation. Reserves are funded by surpluses.

[48:06] Or specific revenue streams to fund operating, working capital and

[48:10] capital asset renewal. And replacement and to ensure the city's

[48:16] continues to meet and maintain expected service levels. Annual or

[48:19] periodic contributions, as well as appropriations, must be specific to

[48:23] each reserve and approved by Councillor through the city's annual

[48:26] financial planning bylaw and any subsequent budget amendments as required

[48:30] by the Community Charter and the Local Government Act. As

[48:34] mentioned, the reserve policy indicates how the reserves are funded.

[48:37] This slide and the next one shows what revenue streams

[48:40] are directed into the various reserves. Utility fee revenue funded

[48:46] utility operations and help maintain 1.4 billion in city infrastructure.

[48:52] Developer fee revenue also maintains city infrastructure but is held

[48:55] in reserve and is restricted into related projects. Grant revenues

[49:00] are funded into specific reserves and are also restricted based

[49:03] on grant criteria. Many of the other reserves are restricted

[49:07] in what funds they can be used for. For example,

[49:09] the stormwater can only be used for storm. And water

[49:12] operating and capital costs. Affordable housing can only be used

[49:15] for affordable housing projects. Climate action reserves can only be

[49:19] used for carbon neutral initiatives. The city's surplus policy details

[49:23] each reserve's applicable use and revenue source. Through the year

[49:27] end surplus policy. If there is a general revenue surplus,

[49:30] a calculation is performed that dictates how funds are to

[49:33] be directed into the reserves shown in red RCMP financial

[49:37] stabilization, equipment replacement, asset emergency, and asset sustainability. Each of

[49:43] these reserves have specific uses. The remaining other reserves in

[49:48] the middle column are funded by specific revenue sources shown

[49:51] in the last column. For example, asset sustainability is additionally

[49:55] funded by gaming reserves and a portion of the SOEC

[49:58] facility fees. The marina reserve is funded by marina lease

[50:02] revenues and the online accommodation reserve is funded by the

[50:06] provincial. OAP revenues received. Each of the reserve reserves have

[50:11] a specific use. Together, these policies provide guidance and direction

[50:16] to city staff in how any surplus funds are managed

[50:19] through the reserves, debt and investments. The use of the

[50:22] funds is summarized in the image provided on this slide.

[50:27] In the following slides, we will review the current and

[50:30] forecasted financial health of the city and explore how revenues,

[50:33] reserves and debt contribute to the overall health and long

[50:37] term sustainability of the city. In addition to reviewing balances

[50:44] and reserves, debt or revenues, it is also best practice

[50:47] to look at trends and ratios based on statements of

[50:50] recommended practice as defined by the public sector accounting board.

[50:56] Financial statements are snapshot in time. And by compiling these

[50:59] snapshots in time, we can review trends and ratios to

[51:02] help provide insight into the city's overall financial health. These

[51:07] ratios can also be used to provide a glimpse into

[51:09] the future. Using the long term financial plan. The ratios

[51:12] presented on the next two slides focus on sustainability and

[51:16] flexibility, but more in depth. Historical overview will be presented

[51:20] at the time of the 2024 financial statement presentation. One

[51:25] of these three categories of trend analysis is sustainability. Using

[51:28] the financial assets to liabilities ratio. This indicator measures the

[51:34] extent to which government. Can require future revenues to pay

[51:39] for past transactions. The ratio is trending greater than one,

[51:43] which indicates that resources are on hand to finance future

[51:47] operations. This is because the city has been paying down

[51:50] debt and increasing. Reserves, placing the city in a sustainable

[51:55] position. New debt for the PRV project, a total of

[51:59] $5.1 million was approved in 2022, which will affect this

[52:02] ratio in 2025 as the debt is drawn and adding

[52:07] in the projections for the future debt for the Ellis

[52:09] Dam and the advanced wastewater treatment plant. The ratio is

[52:13] projected to be 1.72. Still within sustain. Sustainable limits. This

[52:18] forecast calculation of 1.72 does not include debt for the

[52:21] proposed community safety buildings. A second category of trend analysis

[52:26] is flexibility. Using debt charges to operating revenue. This indicator

[52:33] measures the impact of borrowing decisions on the city's ability

[52:36] to meet financial and service commitments. With debt being repaid,

[52:41] the city has increased flexibility. To support additional servicing costs

[52:45] in the future when infrastructure funding decisions are presented. When

[52:49] adding in the projected revenue and debt increases over the

[52:52] life of the five year plan, the projected ratio will

[52:55] decline to eight 1.8% by 2029. This graph presented overall

[53:02] reserve dccs and debt local government's best practice is to

[53:07] use a combination of reserves, dcCs, and debt to leverage

[53:10] grants and fund future infrastructure investment using the left access.

[53:16] The reserves are shown by the blue bar. And dccs

[53:20] are shown by the red bar. Using the right access

[53:24] debt is shown by the green line. Debt has increased

[53:27] from. 75 decreased from 75 million in 2011 to 25

[53:33] million in 2023. Additional debt is forecasted for the Penticton

[53:37] Ave. PRV. In 2025 and in 2027, the community safety

[53:42] building has been included in here for 40 million and

[53:46] the LlS two dam at 5.6 million and then. Vast

[53:49] waste water treatment plant upgrades of 2.3 million in 2028.

[53:54] The load debt balance puts the city in a positive

[53:58] financial position to use its increased borrowing capacity. To finance

[54:01] assets in the future. The reserve balances grew from 50

[54:05] million in 2011 to a high of 130,000,000 in 2023,

[54:10] which has contributed to the large capital program the city

[54:13] is currently undertaking, including $7 million grant from the province.

[54:18] In 2024, the city has undertaken a large capital portfolio,

[54:22] which is forecasted to decrease the reserves by $40 million,

[54:26] and then. Are projected to recover into 2023 levels by

[54:30] 2029, which will help fund additional long term capital infrastructure

[54:35] needs. Current forecast to the 2028 and 2029 have reduced

[54:39] spending in the utilities which is resulting in the projected

[54:42] increase in forecast. DCC funds collected are currently at $17.5

[54:47] million, with plans to utilize most of these funds over

[54:50] the next five years. As at December 31, 2023, the

[54:55] total reserves, including statutory, non statutory and DCCs, was $131,000,000

[55:01] based on the audited financial statements, the reserve balances for

[55:05] 2024 will be presented in the audited financial statements, which

[55:08] will be submitted to Councillor for approval. In. Spring 2025.

[55:14] The next few slides will provide further breakdown of each

[55:16] of the reserve categories. The statutory reserves total $65 million

[55:21] as of December 31, 2023. Statutory reserves are established by

[55:26] bylaw, which include restrictive uses and or funding some of

[55:30] the city's largest statutory reserves. Are the asset sustainability, which

[55:34] is at $9.6 million. The equipment replacement at 8.7 million,

[55:39] and each of the utilities capital. The utilities, capital reserves

[55:44] should continue to grow to enable future infrastructure renewal. Building

[55:48] capital reserves for future infrastructure replacement. Is key to mitigate

[55:53] large costs to residents, such as being seen by the

[55:57] RDs for sage mesa or in Oliver. The reserve balances

[56:02] for water and sewer funds currently are holding the debt

[56:04] that was received in 2023 for capital projects that are

[56:07] being constructed over the coming years. The non statutory reserves

[56:12] total $48 million and have defined uses and or funding

[56:15] based on policy some of the city's largest reserves. Are

[56:22] the surplus reserves. Surpluses are used to provide working capital.

[56:27] For $83 million operating budget and accumulated funds for a

[56:30] long term asset replacement based on average annual lifecycle investment

[56:35] targets. Upcoming expenditures are forecasted to reduce surplus reserves until

[56:39] such time the rates can catch up with operating cost.

[56:43] This is especially true for the electric surplus. A forecast

[56:46] of the general surplus will be provided on an upcoming

[56:49] slide. Development cost charges total 17.5 million, which are collected

[56:54] from development fees and held as deferred revenue to be

[56:58] used in future projects. According to bylaw, many of the

[57:01] reserves will be substantially depleted with upcoming planned capital projects.

[57:08] Although on the paper the city has significant reserve balances,

[57:12] many of these have restricted uses, leaving only a small

[57:15] portion that are available to draw from for general use.

[57:20] Once statutory, utility and other restricted reserves are removed, a

[57:23] balance of $20.6 million of reserves is available for general

[57:26] use at the end of 2023. Using the balances as

[57:31] at December 31, 2023. These are reserves that have been

[57:37] used to offset the tax to rate deferral. These balances

[57:42] do not incorporate the 2024 or 2025 surplus draws being

[57:46] used to offset the deferral or addition of firefighters. The

[57:50] gaming reserve is currently significantly subscribed for annual debt repayments.

[57:57] The general surplus forecast reflects the surplus draws being used

[58:01] to offset tax deferral as well as the addition of

[58:04] firefighters passed by resolution in 2022. In green. The general

[58:11] surplus projected 2023 optimum balance using. The reserve. Policy. Optimum

[58:17] balance of 15% of net expenditures from the previous year.

[58:23] The shortfall is $4 million between the optimum balance and

[58:26] the forecasted future balance. A declining surplus may impact the

[58:30] city's financial stability in future years and will provide less

[58:33] opportunity to balance community needs in times of emergency. Based

[58:38] on the 2025 to 2029 financial plan, the reserves are

[58:41] forecasted to decline over the next few years from 130,000,000,

[58:45] then grow by. Statutory

[58:55] reserves fluctuating between 45 and 93 million. Mandatory reserves are

[59:01] forecasted to decrease to 3.7 million by 2029 and non

[59:06] statutory reserves are forecasted to decrease from 48 million to

[59:10] 44 million. Mainly due to the increased spending for capital

[59:13] infrastructure needs, which is subject to change as projects and

[59:16] initiatives are brought forward. As noted earlier, the anticipated growth

[59:20] by 2029 is largely due to incorporation of asset management

[59:25] into the utility rates, reflecting increased contribution to those capital

[59:28] reserves. We are happy to answer any questions Councillor may

[59:32] have. Council. Any question on reserves? And Councillor comments getting

[59:41] a negative from Councillor Conan. So I've got a question,

[59:44] actually, regarding reserves. When taken as a percentage of asset

[59:50] values. And. Ever mindful of asset management. Is there any

[59:58] calculation made for the rising cost of maintaining assets? The

[1:00:05] cost of repairs and maintenance. And with increasing costs that

[1:00:09] we've seen, we've seen runaway costs. On some of these

[1:00:14] works that have been carried out. What's an optimum sort

[1:00:17] of percentage amount, if you like. For reserve amounts. As

[1:00:25] opposed to asset values. And should that change with the

[1:00:28] increasing costs of maintenance? Thank you for the question through

[1:00:32] your worship. So I'd say there's a couple. Of points

[1:00:35] on that. So absolutely, like, the rising cost of the

[1:00:37] maintenance of assets is a factor. That impacts the taxation

[1:00:40] rates. But on the other side, on the capital side,

[1:00:43] right now, I think we said we have about 10%

[1:00:45] of our asset values in reserves. I'd say when we've

[1:00:48] been doing fore. Forecasting of those things, you probably want

[1:00:53] to use about 70 or 80% of reserve balances. To

[1:00:56] do your asset replacement and then try to fund the

[1:00:58] remaining with grants and other sources. So I would say.

[1:01:03] The city's 10% of reserves was a big contribution to

[1:01:06] the utility rate review work. That was done, saying that

[1:01:08] we really need to put more money aside so that

[1:01:11] when we do have significant capital projects. We're able to

[1:01:14] fund that through reserves instead of having to increase rates.

[1:01:19] At a non smooth pace. We really want to be

[1:01:21] able to provide stability for our residents and not have

[1:01:24] peaks and valleys when we see large projects. So I

[1:01:27] think our ultimate goal. In the very long term is

[1:01:30] to see those reserves, particularly for capital, increased at a

[1:01:34] significant rate. In order to provide better stability for our

[1:01:38] taxpayers and ability to fund big projects as they come.

[1:01:41] Up, mostly from Miss Dixon's area. We're seeing high cost

[1:01:44] escalations, so. That 1.4 billion is probably two years old

[1:01:49] now. It's probably higher than that. I don't know if

[1:01:51] you want to estimate what you think that might be,

[1:01:53] Ms. Dixon, but I'm thinking it's probably more like. 1.5

[1:01:56] or 1.6 billion now. Yeah, I'm sure the chair I

[1:01:58] would guess higher based on the current pricing that we

[1:02:01] have, but I think that is. One of the important,

[1:02:04] that is one of the important reasons why we need

[1:02:06] to continue to update and monitor those figures because costs

[1:02:09] have changed so significantly over the last few years. So

[1:02:11] I do expect over the next few years as we

[1:02:13] both update our asset valuation and then do our next

[1:02:16] utility rate review those continuation of the updating those numbers

[1:02:19] to make sure they are reflecting. Accurate forecasted cost is

[1:02:23] going to be particularly important. Yeah. This is a big

[1:02:27] conversation within stratas as well for their maintenance and repairs.

[1:02:33] And strata developments, and so. It's natural that it should

[1:02:37] apply to municipalities as well. So just a question. Thanks

[1:02:41] for the clarity. And being mindful of it. Ms. Campbell.

[1:02:44] And if I may, your worship, just wanted to add.

[1:02:46] To that. It will heavily impact dccs. The next time

[1:02:49] we see the DCC bylaw. Come, the cost of those

[1:02:52] projects will probably also be significantly impacted by the inflation

[1:02:55] that we're seeing and may impact what we see for

[1:02:56] those DCC rates as well. That's another discussion, I'm sure.

[1:03:02] Thank you. And Councillor. Any questions? Rising? From that. I'm

[1:03:09] getting a negative from Councillor Conan. So. Thank you, Ms.

[1:03:13] Jones. And like to propose a quick break right now,

[1:03:19] if we could. 15 minutes break and then we'll come

[1:03:22] back. For the budget deliberations. Thank you.

[1:18:14] I'd like to reconvene to the budget deliberations and moving

[1:18:18] on. With section seven. Community services. And Kelsey Johnson,

[1:18:27] please, Ms. Campbell. 7.15 community services thank you. Thank you.

[1:18:35] Good morning, council. So the community services division takes a

[1:18:39] strategic approach to support all facets of community health and

[1:18:42] safety. Our work is focused on activities and actions that

[1:18:44] enable citizens to have a high quality of life. Our

[1:18:47] division includes facilities, land management and the recreation, arts and

[1:18:50] culture department, which also encompasses the museum archives as well

[1:18:53] as the Cleveland theater. The community services division is led

[1:18:59] by myself and includes 55 FTE providing services for facilities,

[1:19:03] rec arts and culture, land management, museum and archives and

[1:19:06] arm's length oversight for Oakview Group. The managing operator of

[1:19:09] the SOEC PTCC and Memorial and OHS arenas. We also

[1:19:13] leave very closely with the Pinticton Public library. Our facility

[1:19:18] scheme is responsible for maintaining approximately 650,000 city owned buildings,

[1:19:22] which range from public use facilities to residential homes to

[1:19:26] office complexes. The team ensures all of these city owned

[1:19:28] buildings operate at optimum efficiency for service and program delivery.

[1:19:32] The Rec arts and culture department welcomes visitors to our

[1:19:35] many recreation facilities. Parks and sports fields where we deliver

[1:19:39] a wide range of recreation programs and services for people

[1:19:41] of all ages and abilities. Routing out this division is

[1:19:44] land management, which is responsible for over 500 city owned

[1:19:47] properties, as well as facilitating land related agreements and providing

[1:19:50] legal title and company surges for all city departments. Our

[1:19:54] division works to advance council's priorities of a safe and

[1:19:56] resilient community. Through facilities planning of responsible asset management and

[1:20:01] renewal to ensure long term sustainable service delivery across the

[1:20:04] organization, our reconculture services take a proactive approach to creating

[1:20:08] a safe community by activating public spaces with events and

[1:20:11] programs, as well as strengthening partnerships with local organizations to

[1:20:14] integrate and enhance rec opportunities to support a connected. Community.

[1:20:19] These tactics also support council's priority of a livable and

[1:20:22] accessible community as our whole division focuses on creating an

[1:20:25] inclusive, healthy and vibrant community. With respect to some of

[1:20:30] our major achievements within the division this year, staff continued

[1:20:33] advancing the Community Safety building project, which was the first

[1:20:35] priority coming out of the civic places and spaces asset

[1:20:38] and amenity management plan. In particular, a major milestone occurred

[1:20:41] when Councillor endorsed the site selections for the Fireall headquarters,

[1:20:44] satellite fire hall and the community safety building, which. Is

[1:20:49] intended to house bylaw and community policing. Other major accomplishments

[1:20:54] included securing additional funding from the ministry for the new

[1:20:56] childcare facility at the community center, which will be operated

[1:20:59] by the YMCA. Construction is currently underway and will result

[1:21:02] in 80 net new spaces for the community. Our recreation

[1:21:05] and culture team successfully hosted the inaugural Frost Fest Winter

[1:21:08] Carnival in January 2024. The event leveraged the existing BC

[1:21:14] Hockey All Star weekend activities and added children's activities food

[1:21:17] vendors, djs, and the pretty spectacular downtown throw down rail

[1:21:20] jam event. We also continue to focus on strategic use

[1:21:25] subsidio and land to advance council's priorities. A complete review

[1:21:28] of available city lands was conducted to support the advancing

[1:21:30] housing affordability project. And Councillor endorsed three city owned properties

[1:21:34] for social housing development. And lastly, I just wanted to

[1:21:37] highlight a very unique exhibit, curated and presented by our

[1:21:40] team at the museum. This year, a Taste of home

[1:21:44] cookbooks as family heirlooms was a temporary exhibit that involved

[1:21:47] a considerable amount of participation from our community, as residents

[1:21:51] were invited to share their cookbooks. And recipes that had

[1:21:53] been passed down through generations to be included and put

[1:21:55] on display. So our division tracks a number of statistics

[1:21:59] and KPIs, and we've highlighted a few. That may be

[1:22:01] of interest to Councillor as well as the public. Looking

[1:22:04] at our emission rates in various rec service areas is

[1:22:07] a good indicator for us to track these numbers provide

[1:22:10] us with a general sense of service level use and

[1:22:12] give us direction when setting operational hours and deploying resources.

[1:22:15] To ensure. We are effectively and efficiently delivering services. And

[1:22:21] one KPI of notes on this screen in particular is

[1:22:24] the life memberships. These are subsidy passes provided to individuals

[1:22:27] and families within our community that fall below the low

[1:22:29] income threshold. Continuing from the previous slide, again, monitoring KPIs

[1:22:34] associated with the delivery of recreation services. We've heard the

[1:22:37] community pretty loud and clear on the need for more

[1:22:39] swimming lessons, and we have been hard at work to

[1:22:41] get the number of lessons up over the past number

[1:22:44] of years with 476 lessons delivered this year from January

[1:22:48] to August. We are on track to almost double the

[1:22:53] number of lessons compared to 2023. In our facilities department,

[1:22:57] we monitor KPIs that provide us with a pulse on

[1:23:00] how effective and efficient we are with our time. We

[1:23:02] set service standards to complete work orders within 30 days

[1:23:05] and aim to achieve this at least 90% of the

[1:23:07] time. We also monitor the percentage of plan versus reactive

[1:23:11] work. This target is a good indication that our preventative

[1:23:14] and planned maintenance is reducing unplanned interruptions. And it also

[1:23:17] gives us better understanding of how our resources need to

[1:23:19] be deployed and scheduled to increase efficiencies. So for 2025,

[1:23:24] the community services division is proposing six strategic initiatives. First

[1:23:28] up is the advancement of the first priority identified in

[1:23:31] the civic Places and Spaces plan, which is a focus

[1:23:33] on our community safety buildings, civic places and spaces was

[1:23:37] adopted in 2022, and staff. Have been advancing the first

[1:23:44] priority recommendation since that time in 2025. Priority number one

[1:23:48] will have two main areas of focus fire hall renewals

[1:23:51] and the community safety building, which is intended to house

[1:23:53] bylaw and community policing in a strategic downtown location. This

[1:23:57] is a multi year project advancing council's safe and resilient

[1:23:59] priority and funded through the capital budget. Also in alignment

[1:24:03] with the safe and resilient priority, the RCMP detachment will

[1:24:06] receive security. Enhancements in 2025 for additional security features specifically

[1:24:10] to the exterior fleet parking area. These enhancements are also

[1:24:14] funded through the capital budget and will describe these enhancements

[1:24:17] along with the CSB. Or community safety buildings in more

[1:24:20] detail during the capital presentations tomorrow. The remaining four strategic

[1:24:24] initiatives proposed will advance will advance council's livable and accessible

[1:24:27] priority. So back to the civic place in the spaces

[1:24:30] plan staff are also advancing. The second priority are identified,

[1:24:33] which addresses the city's aging arena. Infrastructure staff continued to

[1:24:36] work on a plan for the replacement of memorial McLaren

[1:24:38] arenas with a single twin. Pad facility. This project will

[1:24:44] realize work completed to date and will consider direction provided

[1:24:47] through the arena. Visa arena feasibility study, which is expected

[1:24:51] to be completed by the end of this year. Staff

[1:24:54] will also continue the sport and ReC needs assessment project

[1:24:56] into 2025 with a final report and recommendations presented to

[1:25:00] Councillor in the spring. The needs assessment will inform decisions

[1:25:03] on facility allocation and investment to best meet the needs

[1:25:06] of the community. The project was approved through the 2024

[1:25:09] budget process and there is no additional funding request associated

[1:25:11] to complete this work. Established in 2024, Frostfest is a

[1:25:15] multi year winter carnival organized by city staff with community

[1:25:19] partners. The vision for 2025 is to expand into a

[1:25:22] multiday event from January 17 to 19th. And this initiative

[1:25:26] comes with an operating budget request, and I'll speak to

[1:25:29] that later. In this presentation. And last but not least,

[1:25:32] we will continue the city yards facility upgrades, which is

[1:25:34] another multi year project funded through the capital budget in

[1:25:37] 2024. The facilities team led the construction of. A new

[1:25:41] electric utility building within city yards. This building offers dedicated

[1:25:45] space for the secure storage of electric utility vehicles and

[1:25:48] supports the long term goal of establishing a new fleet

[1:25:51] shop, which would then free up essential office space in

[1:25:53] the existing city arts administrative building. The team's focus for

[1:25:57] 2025 will be on the design and construction of a

[1:26:00] new fleet shop building. So when it comes to operational

[1:26:03] efficiencies, we looked for opportunities where we could both increase

[1:26:06] revenues as well as decrease expenses. We revive service level

[1:26:09] provisions within contracted services to reduce expenses. Reviewed all facility

[1:26:13] and repair maintenance costs and have integrated energy efficiency opportunities

[1:26:17] in. Projects to reduce annual operating costs. We've also deployed

[1:26:25] alternate procurement methods instead of tendering for supply and installation

[1:26:28] on some of our facilities. Projects we've utilized source well,

[1:26:31] which is a municipal group purchasing program for the purchase

[1:26:35] of the equipment, and then we tender for the installation.

[1:26:37] Portion. Only taking advantage of group purchasing has saved. Us

[1:26:42] approximately $30,000 on a generator replacement project, and we'll continue

[1:26:47] to look at using this method where possible on a

[1:26:49] go forward basis. And lastly, we reviewed and made adjustments

[1:26:54] to the delivery of our REC services to increase revenue

[1:26:57] opportunities. With little impact to correlated expenses. This was largely

[1:27:01] done through a collaborative approach between the facilities and recreation

[1:27:03] departments that saw modifications to our staff resource deployment to

[1:27:07] expand hours and services. So the 2025 proposed budget for

[1:27:12] Community services division is a net total of just over

[1:27:15] $6 million, a net decrease of 400,000 from the 2024

[1:27:19] budget. The summary contains revenues from over 130 lease and

[1:27:23] license to use agreements covering city properties, beach vendors and

[1:27:26] mobile food trucks as well as. Aquatics, facility rentals, recreation

[1:27:32] programs and museum grants and donations. Expenses include the cost

[1:27:36] of operating all the city's general fund facilities, managing city's

[1:27:39] land administration, museum exhibits and archives, recreation programs such as

[1:27:43] aquatics, and salaries and wages for the entire division. Net

[1:27:46] SueC expenses do fall under this division, however, Mr. Clark

[1:27:49] will be providing details on their budget request in the

[1:27:51] next presentation. Other items included in the SUEC budget related

[1:27:55] to. City operations are the facility fee and lease revenues.

[1:27:59] Significant impacts on the budget include higher revenues for recreation

[1:28:01] and land management, revenues and reductions of expenses from completion

[1:28:04] of one time projects. Key budget drivers in this division

[1:28:08] include contractual labor increases, significant changes realized through the five

[1:28:11] year trend analysis, specifically in areas such as facility maintenance

[1:28:14] for electrical envelopes, HVAC, plumbing, security, utilities and vandalism. Increases

[1:28:20] seen in revenues for land are relating to contractual adjustments

[1:28:22] for lease revenues, including CPI as well as recreation for

[1:28:26] increased. Programming and updated fees and charges. In addition, reductions

[1:28:29] related to line items due to completed projects such as

[1:28:31] the arena feasibility study were also realized. The proposed initiative

[1:28:36] for the Community Services division is an additional 50,000 for

[1:28:39] the frost fest. Winter Carnival established in 2024, Frostfest is

[1:28:43] intended to be an annual winter carnival organized by city

[1:28:45] staff with community partners. The vision for 2025 is to

[1:28:48] expand this into a multi day event, I will turn

[1:28:50] it over to Ms. Johnson to speak more about that.

[1:28:54] Thank you. So, in 2024, staff were able to leverage

[1:28:57] the resources and activations provided through the BCHL All Star

[1:29:00] Weekend, which was provided a $50,000 municipal special event grant.

[1:29:05] With the Allstar weekend not returning to Fintexton for 2025,

[1:29:09] staff are requesting a 50,000 addition to the recreation operating

[1:29:12] budget. To ensure the service and production levels remain the

[1:29:16] same, additional vent content is being developed through other community

[1:29:20] partnerships and staff are working to secure sponsorships to support

[1:29:22] the long term sustainability of the event. With that. The

[1:29:26] recommendation is for Councillor to approve in principle, the community

[1:29:29] services 2025 to 2029. Financial and corporate business plan initiatives

[1:29:33] and proposed budgets subject to final review. We are happy

[1:29:36] to take any questions Councillor may have at this time.

[1:29:41] Thank you, Ms. Campbell. Yeah. Thank you. Through the chair.

[1:29:45] Late to just move the staff recommendation. Seconded. Discussion questions.

[1:29:54] I'd like to ask a couple of questions. So if

[1:30:02] we look back at the slide on key performance indicators,

[1:30:06] And there was a mention the line there about. The.

[1:30:13] Swimming pool. I think I'm looking at what I got

[1:30:16] on my screen here. The number. Of pool admissions. Might

[1:30:21] have been the one before that. Yeah. Now. We had

[1:30:25] a great tour of. This Councillor had a great tour

[1:30:29] of municipal facilities. And prior to this budget deliberations, and

[1:30:35] we saw on the tour of the community center, we

[1:30:38] obviously saw. Where a lot of the this year's money

[1:30:43] has been spent. With the repairs there, but the number

[1:30:48] of pool admissions obviously was affected by that work, and

[1:30:52] I wonder if you could maybe, just for the sake

[1:30:54] of the public, give us an update of what? We

[1:30:56] saw. And the schedule for the works. And are they

[1:31:01] going to be completed on the community center? Thank you

[1:31:04] to the chair. So just to clarify, yes. We still

[1:31:11] do have a portion of that work that needs to

[1:31:13] be conducted. And we'll be utilizing our annual shutdown to

[1:31:17] complete that, hoping to do it within the time frame.

[1:31:19] We may need to extend it to a week or

[1:31:21] two, but not expecting any long term shutdowns outside of

[1:31:25] our annual shutdown moving forward. And in addition to that,

[1:31:29] we've been able to increase the public access. Seven days

[1:31:33] a week by expanding our hours. And increasing programming. And

[1:31:38] does that affect. The fitness room as well. I see

[1:31:41] that the projections for the fitness room showing us decreases.

[1:31:45] Well. So I'm just wondering. What the rationale is behind

[1:31:49] that 2025 projection. Yes, through the chair. So that's just

[1:31:56] a conservative estimate. We did exceed our 2023. We don't

[1:32:05] expect to be closing down the fitness room for an

[1:32:08] extended period of time. Just a conservative estimate on these

[1:32:11] admission rates. When we do the planning, it's kind of

[1:32:14] looking at year to date, the data we have available.

[1:32:18] Certainly exceeded our expectations in 2023. As we shift out

[1:32:23] of Covid, we're still very much monitoring the trends. But

[1:32:27] can expect. Staying fairly steady. It's always good to be

[1:32:33] careful on projections. I appreciate that. Council. Any questions? Councillor?

[1:32:38] Comments? Do you have any questions? I'm getting a negative

[1:32:41] from Councillor. Conan. Any counsel any further, so I'm going

[1:32:47] to call the question. All in favor? And I get

[1:32:51] a yes from Councillor Conan. So that's a unanimous decision.

[1:32:54] Thank you very. Much. Moving along. So we're going to

[1:33:01] 7.2. And south hookanagan event center complex. Manager of the

[1:33:07] soc. Dean clark and cliff last director of finance for

[1:33:12] soec. Or ovg 360, I should say.

[1:33:49] Over here and just click over here.

[1:34:01] Good morning. Good morning. My name is Dean Clark. This

[1:34:09] is Cliff last. Cliff is art. I'm having some trouble

[1:34:13] here. Hold on a second. Cliff last is our director

[1:34:19] of finance. I would like to thank Cliff for producing

[1:34:21] our budget. I've been the general manager of the SOEC

[1:34:28] and the PTC, along with Memorial. Arena and the OhD

[1:34:31] training center for more than 15 years. I have 35

[1:34:39] years experience in venue management. Live vents last 25 years

[1:34:42] have been in the okinawan. I'm also the regional vice

[1:34:46] president for Oakview Group for Western Canada and currently responsible

[1:34:49] for seven other venues. To review. Our private management company,

[1:34:52] Oakview Group, is led by owners Tim Liwicki, former president

[1:34:56] of Maple Leaf sports entertainment. And Irving Azaw, former president

[1:34:59] of Live Nation, manager of the Eagles and many more

[1:35:01] of the world's greatest acts. The specific venue division is

[1:35:06] led by our president, Greg Odell. Greg comes from an

[1:35:10] extensive convention. Center background, leading some of the biggest and

[1:35:13] most important convention spaces in the world, with deep political

[1:35:17] ties and professional convention meeting association relationships worldwide. I would

[1:35:25] like to state that our budget. Is not just the

[1:35:29] soec. Ovg operates not only the soec, but the ptcc.

[1:35:34] The ohd training center and memorial arena. What I want

[1:35:40] to let you know is our complex is run. Our

[1:35:43] complex is run by the best professionals in the Okanagan

[1:35:46] and some of my staff. Are, in fact, the best

[1:35:48] in the business. We have 34 fulltime staff, eight of

[1:35:54] which are department directors, and we have over 500 local

[1:35:58] part time staff. What do we do and what do

[1:36:06] we provide at the okinawan event Center? We provide support

[1:36:11] for community vibrancy and culture in the form of live

[1:36:14] music, content and sporting events last year. To highlight a

[1:36:18] few, we hosted the legendary ice cube and foreigner. Both

[1:36:22] were sold out shows. An ice cube was hosted on

[1:36:25] a Wednesday during February. This specific shows illustrate how we

[1:36:31] hit all of our support initiatives for our community. Also.

[1:36:36] In 2024, not only did we have young Stars tournament,

[1:36:41] but we hosted the canucks main camp. We had over

[1:36:44] 20,000 visitors during those ten days in September. We could

[1:36:49] not have had a busier month. We host close to

[1:36:53] 40 home games, including. These playoff games. These average attendance

[1:36:59] is over 2100 a game. The Vis have 1150 season

[1:37:04] ticket holders with an additional 350 club seat holders. In

[1:37:10] 2024, we did not host the between the Lakes Powell,

[1:37:13] but we are excited to announce that in July 2025,

[1:37:17] we will see its return. Two things that go unnoticed.

[1:37:22] But I always like to mention at this point, Is

[1:37:27] that 12,000 people annually use the SOEC walking track. With

[1:37:32] 18 special need groups. Also. Sort of goes unnoticed. Maybe

[1:37:40] Councillor Conan understands this pretty well because she's been a

[1:37:42] part of this, but each year, local sports association special

[1:37:46] need groups and charities work and earn more than $35,000

[1:37:50] by filling critical workforce positions and volunteering at our live

[1:37:54] events, giving back to these associations not only reduce the

[1:37:58] burden of. Their asked to counsel, but it actually makes

[1:38:01] us more profitable. So it's a win win. What do

[1:38:04] we provide in support at the Penticton Trade and Convention

[1:38:07] Center? Well, we support meetings, conventions, concerts, special events. And

[1:38:17] our mission is focused on driving economic impact. Last year

[1:38:21] at PTCC, we had 110,000 people through our doors. And

[1:38:26] the PTC hosted 150 events. We had new convention business.

[1:38:31] We had new convention business, like wild sheep Society. BC

[1:38:38] First Nations Forestry Councillor BC fairs and agriculture, and a

[1:38:41] number of more. We are still experiencing short booking windows.

[1:38:47] This is obviously still due to the backlog from Covid

[1:38:50] in 2024, we booked two conventions in less than eight

[1:38:53] months where normally we would see a sales cycle of

[1:38:56] three years. In. 2025. We have many returning clients like

[1:39:02] fire chiefs. And happy to report we've signed two new

[1:39:06] conventions to Penticton, Canada Water Resources and Canada West Ski

[1:39:11] Areas association. My staff work very effectively with meat in

[1:39:16] Penticton. Our CVB. Looking forward to continued education and growth

[1:39:21] by this initiative. This is critical that you support meat

[1:39:25] and pentictin to highlight its success. For the first time

[1:39:29] since I've been responsible for the complex budget, the trade

[1:39:32] center. Will drive more gross. Income this year in 2025

[1:39:39] than the soec. Laura Hunt, our new director of sales,

[1:39:44] told me that in the month of May, Of next

[1:39:48] year, we will only have two dark days. In June

[1:39:51] of next year, we will only have one dark day.

[1:39:55] It's incredible progress. What do we do in support when

[1:39:58] it comes to the Okinawan Hockey Training center and Memorial?

[1:40:01] Arena. Well, besides the obvious. Our incredible facilities help us

[1:40:11] host the biggest minor hockey tournament. In western Canada. In

[1:40:15] partnership with canadian sports school Hockey League, the championship tournament

[1:40:19] is held in March. Selfo Canaugh and event staff. Is

[1:40:24] and are the local organizing committee. This 17 day period

[1:40:28] in March is the biggest hockey tournament in western Canada.

[1:40:32] During a time of much need. In 2024, the championship

[1:40:36] reached a new economic record of over $5 million, almost

[1:40:41] 2 million more than the 2023 record. This event features

[1:40:45] 96 teams, roughly 2100 players and staff from four different

[1:40:49] western provinces and the states of Idaho. And Washington. Over

[1:40:53] 91% of the event participants were from out of town

[1:40:57] and overnight guests. Also. Of note specifically for memorial arena,

[1:41:05] we are seeing year over year increase in maintenance expense.

[1:41:10] Where the efficiencies from managing the Okanagan Training center at

[1:41:13] a profit and memorial at a small expense used to

[1:41:16] net. Each other to zero. That's not the case anymore.

[1:41:20] We expect repairs and maintenance to grow. Significantly in memorial

[1:41:24] arena. When we look at the overall facilities we manage

[1:41:28] complex, wide we have more than seven weekends a year

[1:41:31] where the SEC, the PTCC, And our arenas are full

[1:41:37] of different events. These games, concerts on the same weekends

[1:41:40] as festival and spring hockey. This is when our assets,

[1:41:43] the buildings and our staff shine, and when more than

[1:41:46] 15,000 people use our facilities during these weekends. I continue

[1:41:50] to imagine what this will look like. When we see

[1:41:52] more of the northern gateway completed. We also have continued

[1:41:58] to create operational efficiencies. We have new

[1:42:08] safety lines installed at the SEC. We've increased security and

[1:42:12] safety with our new secure guard contractor. We decreased cost

[1:42:16] for managing guest services by taking it more in house.

[1:42:20] There's certainly some parking efficiencies with a cashless pay for

[1:42:24] our outer town concert goers, just to name a few.

[1:42:27] Certainly some operational efficiencies at the PTCC. Name a few

[1:42:31] of them. More LED lighting. More energy savings when it

[1:42:38] comes to new dishwater, new dishwasher, and, of course, The

[1:42:43] trend to using a bottle roof filling stations. I would

[1:42:52] also like to remind Councillor that each and every year

[1:42:54] our budget is reviewed by city. Staff this year was

[1:42:58] Angela Campbell, GMO finance and admin, along with Anthony Adet.

[1:43:03] Now she tried to explain a few of the numbers

[1:43:05] for 2024 and 2025. Our gross expense. Exceeds over $10

[1:43:13] million each year. A large percentage of that is sent

[1:43:17] right back into our local economy. We generate almost 6.5

[1:43:22] million in revenue. Inside of that, we generate nearly two.

[1:43:27] .7 million. In gross food and beverage revenue, we generate

[1:43:31] 1.7 million. In other revenue. And over 1 million in

[1:43:36] ice rentals. Once we talk net numbers. And indirect expenses.

[1:43:42] Basically, the four buildings you manage have roughly a $5

[1:43:45] million in net expense and 3 million in net revenue.

[1:43:48] So to make the math easy, it leaves us with

[1:43:50] an operational shortfall. In 2024 of about 2.28 million. The

[1:43:57] shortfall in 2025. Is 2.38 million. Why the increase? Mostly

[1:44:05] that. Is event mix, our normal cycle of events. Includes

[1:44:12] Cirque ducella circus. La does not come back to Pentictin

[1:44:15] in 2025. So just that event alone, we net close

[1:44:20] to $150,000 in revenue. So that alone can count for

[1:44:26] the increase. Other key budget changes. Positive changes. The PTC

[1:44:32] has increased food and beverage trends. So we see the

[1:44:36] bookings seem to be stronger in 2025, so we're happy.

[1:44:39] With that. The CSSL championship, like I mentioned before, is

[1:44:43] seeing an increase in teams. Some of the drivers. Screwed

[1:44:48] that up. I did that again.

[1:45:01] Oh, goodness. I can't do the most of my left

[1:45:05] hand. Yeah, there we go. Some other drivers of our

[1:45:09] budget. Minimum wage increase. The technology costs regarding cyber risks.

[1:45:17] I can't believe I'm even saying that, but. Yeah. Lastly,

[1:45:21] when we work with a shortfall deficit budget, there's a

[1:45:24] divergence between the gross expense and the gross revenue. That

[1:45:28] increase year over year is anywhere between 75 and $100,000.

[1:45:39] Some of the upcoming events are. We're seeing Blippy. We

[1:45:42] just had freestyle motocross. World tour. January we're going to

[1:45:46] have the return of the Harlem Globetrotters. More heavy metal

[1:45:50] music in March with kill switch. Engage. Happy. To announce

[1:45:56] that Bachman Turner Overdrive is selling probably the best in

[1:45:58] the country here in Penticton. Super excited about that. Lots

[1:46:02] of kids stuff. Still with Sesame street live in June.

[1:46:07] We have some improv who's live anyway. And then, of

[1:46:11] course, Proud to have back the powwow between the lakes

[1:46:14] in July. As I stated in the past, the v's,

[1:46:19] ohg, the ptcc, the soec. These are your best levers

[1:46:26] for? Economic impact within the city limits. If you want

[1:46:30] to increase our local economy. Continually to strongly invest in

[1:46:34] your incredible building assets, live events and the staff that

[1:46:38] run them. Questions. Thank you, Mr. Clark and Mr. Last.

[1:46:47] So, Councillor, any questions? It's good to see that Penticton

[1:46:54] is full of aging rockers. You want to go see

[1:46:56] beach logo. Councilor Graham. Yeah. Thank you, chair. I just

[1:47:02] want to give kudos to the management staff. Volunteers of

[1:47:05] the Event Center Memorial Trade Convention. Clearly, the numbers are

[1:47:10] indicating we're going in. The right direction. It's incredible to

[1:47:14] hear the numbers coming out of the trade and convention

[1:47:17] center. With respect. To how many we've seen. In this

[1:47:21] upcoming year. So kudos to Deed and the team and

[1:47:23] everyone. And I would also like to move their staff

[1:47:25] recommendation, so we're going to move it. Do we have

[1:47:28] a second. Seconded. I got a question as well regarding.

[1:47:35] The events, especially the PTCC, with the conventions and et

[1:47:38] cetera. I know anecdotally that the people that I talk

[1:47:44] to. That come to have conventions here. They are very

[1:47:49] impressed with. The service and the food. And general. They

[1:47:55] love the city as well, but. Is there any data?

[1:48:00] Like an exit poll, if you like, or convention. People

[1:48:05] that have conventions here and getting the feedback from them.

[1:48:08] Is there anything that we can take? A look at

[1:48:10] in that regard. Well, certainly we do exiting surveys, so

[1:48:18] certainly we can provide you with that data and we

[1:48:20] look at that. That's a regular thing that happens in

[1:48:23] almost every convention business. But our biggest opportunity. Is the

[1:48:30] fact that there is market share to be had with

[1:48:32] convention business. That have always seeked out the larger. Urban

[1:48:40] communities like Vancouver, Calgary or Emitten. And right now. With

[1:48:44] the ballooning cost. Of their major city hotels. Those conventions

[1:48:50] are looking elsewhere for probably the first time. Well, first

[1:48:54] time in ten years. So we are responding to many,

[1:49:02] many rfps. And again, That digging in the corner. Is

[1:49:03] happening from the mice initiative with tourism. So very pleased

[1:49:06] with what Tom is doing, what Karen is doing over

[1:49:10] in tourism, but the. Is this moment in time where.

[1:49:15] Opportunity. We've dovetailed. The

[1:49:23] CVB, Karen and Tom and that opportunity after Covid with

[1:49:28] this resetting of hotel. Prices. So that's why. Look at

[1:49:32] Penticton. We're seeing them. We do a great job with

[1:49:37] our food. We do a great job with our services.

[1:49:40] And so if we can capture them and get them

[1:49:43] in the building, That's when we continually see, year after

[1:49:49] year, repeat business. And so as long as we can

[1:49:51] get them here, we can keep them. That's probably the

[1:49:51] same thing for almost everything that is penticked in. So

[1:49:55] you can get them here, we can keep them. Yeah,

[1:49:57] that kind of was leading into my next question. Was

[1:50:01] what percentage of repeat business, which is a difficult thing

[1:50:04] to say. Whether it's a good result or not with

[1:50:08] conventions, because they do like to move around. Obviously. But

[1:50:12] we seem. I know for a fact that we've got

[1:50:15] some repeat convention business. In town here purely based on.

[1:50:21] The experiences that they've had with a single convention here.

[1:50:24] Yeah, we have tremendous, first of all. The city is

[1:50:27] tremendous. Obviously, once you get here. I think when it

[1:50:32] comes to this service, when it comes to the food

[1:50:34] quality, everyone here has probably had the food at the

[1:50:36] PTCC. It's probably some of the best in town. And

[1:50:41] then. When I first. The one thing. Was in charge

[1:50:46] and moved to Penticton was the fact that we have

[1:50:48] a bold, complex where you have the Suec attached to

[1:50:52] the PTCC. You got the OHG. So when conventions have

[1:50:58] outgrown other spaces. They can expand from this PTCC into

[1:51:04] the SOEC or OhG. So we've been able to keep

[1:51:08] convention spaces or conventions because of the ability to expand.

[1:51:13] And so that's incredible for us. And just sort of

[1:51:16] all the amenities in and around the facility. So I've

[1:51:24] always said that we have a bald complex, and that's

[1:51:27] one of the main reasons why we continue to keep

[1:51:29] conventions for sure. Council. Any further questions? Councilor Conan. Any

[1:51:32] questions? I'm getting a negative from Councillor Conan. So I'm

[1:51:38] going to call the question. All in favor? And. I

[1:51:42] get an affirmative from Councillor Conan. So that's unanimous. Thank

[1:51:44] you very much. Thank you. Gentlemen. 7.22 Penticton Public Library.

[1:51:50] And Councillor Gilbert, I believe you're going to accuse. Yeah.

[1:51:54] Thank you. The chair. So I'll be doing a conflict

[1:51:55] of interest as my wife works at the Pentecton library.

[1:51:58] Thank you. I'd like to welcome Heather Pizzelle, the chief

[1:52:05] librarian, and Ms. Campbell back. To the desk. For the

[1:52:13] report from Penticton Public Library. Good morning, everyone. My name

[1:52:21] is Heather Russell. I'm the chief librarian at the Penticton.

[1:52:23] Public library, and I'm here to present our 2025 budget

[1:52:26] on behalf of the library board. All right. So as

[1:52:30] a public library, we provide free library services to the

[1:52:32] residents of the City of Penticton. Beyond the loan of

[1:52:35] physical and digital collections. This includes literacy based programming for

[1:52:39] all ages research and readers advisory services, public access, computers

[1:52:43] in study space, and so much more. As the chief

[1:52:47] librarian, I oversee the day to day operations of the

[1:52:49] library, guided by the strategic framework and value set by

[1:52:52] our library board as our governing body, which consists of

[1:52:54] a city Councillor. And eight to ten residents of appendix.

[1:53:00] So beyond the loan of materials, the library hosts creative

[1:53:02] literacy based programming for all ages. Both on our own

[1:53:07] and in partnership with many community organizations such as the

[1:53:11] Penticton museum. And archives one sky, the pentext and Art

[1:53:14] gallery and SOS. Pride to name a few. The library

[1:53:17] provides welcoming space for visitors and members of our community

[1:53:20] to work and study or just sit and read. We

[1:53:23] also supervise exams for distance learners and provide homebound delivery

[1:53:27] services for residents of Penticton who are physically unable to

[1:53:29] come into the library. And over the past few years,

[1:53:33] a major focus has been on building a makerspace, which

[1:53:35] we originally called Creative Solutions, which encourages residents to create

[1:53:38] their own designs and see them through to fruition. With

[1:53:41] the introduction of 3d or sublimination printing as well as

[1:53:44] other maker technology. All right, so the library's work to

[1:53:48] help advance council's safe and resilient. Strategic priority by participating

[1:53:52] in community groups like 100 more homes, Penticton and the

[1:53:56] Youth Action table and through partnerships with organizations like the

[1:53:58] foundry to help address community challenges. Additionally, we continue to

[1:54:03] focus on training. Our staff in fostering skills to work

[1:54:08] with patrons who are struggling with homelessness, mental health or

[1:54:10] substance use. To help push forward city council's livable and

[1:54:14] accessible strategic priority. The library engaged accessibility testers from the

[1:54:18] national network for equitable library services. To evaluate and improve

[1:54:23] the library's website and catalog. Remedial work was completed in

[1:54:27] the summer of 2024. But, of course, this is something

[1:54:30] that is going to be ongoing. Additionally, with the support

[1:54:34] of the city's facility department and funded through the provincial

[1:54:36] library enhancement, Grant. We responded to patron demands to improve

[1:54:39] the library space with the creation of a maker space.

[1:54:42] Which grew out of creative solutions project and together with

[1:54:44] that has been used in over 125 sessions. This year.

[1:54:49] The renewal of the library strategic framework and business plan

[1:54:51] to guide library services over the next three years, along

[1:54:54] with our enhanced staff development policies, which is designed to

[1:54:57] support staff who are seeking formal education and librarianship both

[1:55:01] support city council's vision, the mission, culture, goals for the

[1:55:03] city of Penticton. Here are some of our statistics to

[1:55:09] the end of September. This is sort of an overall

[1:55:11] snapshot of library services. Key performance indicators are dealt with

[1:55:14] on the next few slides. So we welcomed over 100,000

[1:55:20] visitors to the library and a further 131,000 through the

[1:55:23] library's website and catalog. When adjusted for our closure in

[1:55:26] June to the facility's. Electrical upgrades together. This is about

[1:55:29] a 7% increase over 2023, the same period. Library staff

[1:55:34] have delivered over 300 programs to nearly 6500 participants, plus

[1:55:39] an approximate 20,000 20,000. Sorry. 2000. Connections were made with

[1:55:44] patrons at community events like Kids Fest or Peach Fest.

[1:55:48] More than 300,000 items have circulated. About 24% of that

[1:55:51] is digital. The whole flocker, which is housed at the

[1:55:53] community center, has been used by more than 400 patrons,

[1:55:56] so some improvements could be seen there. We've also had

[1:55:59] more than 1300 new patrons register at the library and

[1:56:02] answered more than 19,000 reference questions. So this is a

[1:56:06] highlight of some of the library's key performance indicators that

[1:56:08] may be of interest to Councillor in the public. These

[1:56:10] numbers are current to the end of July, and so.

[1:56:13] Program attendance does look a little bit low here. However,

[1:56:16] that was because it did not fully encapsulate our summertime

[1:56:18] programming, which runs through August as well. As of last

[1:56:22] week, we've exceeded the 2024 plan. And everything except for

[1:56:26] the use advisory committee attendance because teens are hard. Summer

[1:56:31] Reading Club participation was higher in 2024 than anticipated this

[1:56:35] year, as we were able to hire two coordinators, which

[1:56:38] allowed us to enhance the schedule. We are hoping to

[1:56:40] see the same. Result in 2025. We've exceeded our class

[1:56:45] visit expectations with about 27 visits from schools or two

[1:56:49] schools to date. As mentioned previously, circulation in general is

[1:56:53] strong, although the June closure certainly did have an impact.

[1:56:58] Library of things, however, does need further promotion and evaluation,

[1:57:00] although we do expect to see a jump in board

[1:57:03] game and video game loan during the holiday season. Techhelp

[1:57:07] continues to evolve to meet the needs of our patron.

[1:57:08] That last count, we've had over 100 sessions in 2024.

[1:57:13] Our major initiative for 2025. The library is planning on

[1:57:16] using some grant funding again through the provincial library enhancement

[1:57:18] grant to increase the comfort and enjoyment of the library

[1:57:20] and improve accessibility by replacing aging stacks, new furniture, things

[1:57:25] like that. Funds will be transferred. At year end from

[1:57:31] this grant, and we'll also be seeking other granting opportunities

[1:57:33] in 2025. As library staff are at capacity for new

[1:57:38] projects, our plans for 2025 are to evaluate and improve

[1:57:41] our current services and programs without adding any new functions

[1:57:45] to the library space. This will provide flexibility to. Engage

[1:57:52] in internal planning and evaluations for future projects. The detailed

[1:57:56] budget for the library can be found on pages 194

[1:57:59] to 195 of the financial plan the 2025 proposed net

[1:58:03] budget has remained similar to 2024. However, in 2025, as

[1:58:07] Miss Buzzwell mentioned, the library will be utilizing a specific

[1:58:10] project grant which has increased individual revenues and expenses compared

[1:58:13] to the 2024 budget Libr. Library revenues consist of grants

[1:58:17] from different sources, agreements from other entities, and service fees

[1:58:20] and expenses include book purchases, wages and program costs. In

[1:58:24] terms of budget drivers, the library will be bargaining with

[1:58:26] their local QP 608 in 2025, along with the increased

[1:58:29] operating costs that most areas are facing books have increased

[1:58:32] in price by approximately 15% since 2019. Ebook cost. Costing

[1:58:36] for a public library is, on average, four times higher

[1:58:38] than for a member of the public. With a limited

[1:58:40] license period. While those costs have been somewhat mitigated with

[1:58:43] a multiple render model. The cost for these services have

[1:58:45] increased and will continue to do so. Primary initiative for

[1:58:48] 2025 will focus on improvements to the library's accessibility and

[1:58:52] comfort and the funds for that will be drawn from

[1:58:53] that provincial enhancement grant with that. The Councillor recommendation is

[1:58:58] to approve in principle the library 2025 to 2029 proposed

[1:59:02] budget subject to final review. Thank you. And, Councillor, any

[1:59:06] questions? Any comments, Councillor Graham? I think you like to

[1:59:12] move the staff recommendation. Please do have a second. Seconded.

[1:59:17] Thank you. And. Any further comments? And I'm getting a

[1:59:24] negative from Councillor Conan, so I'm going to call the

[1:59:27] question. All in favor? And Councillor Conan skysy handraise. So,

[1:59:32] yes, that's unanimous. Thank you very much. Thank you.

[2:00:04] And we're moving on to 7.3. We're moving into public

[2:00:08] safety. And our first presentation on public safety is from

[2:00:14] the Penticton Fire Department. Like to welcome Mike Larson, the

[2:00:18] fire chief, and Ms. Campbell, please. Good morning. Thank you

[2:00:23] for having me. The Pinticton Fire Department has been serving

[2:00:30] the community of Penticton in the regional district since 1911.

[2:00:34] The department is a composite department which has both career

[2:00:36] and auxiliary members working out of two stations. Firehall one

[2:00:40] located on Nanaimo and fire hall two located on Dawson.

[2:00:46] The department consists of 49 staff and is proposing to

[2:00:49] increase staff to 50 for growth in the fire prevention

[2:00:52] division, allowing the division to meet requirements set by the

[2:00:54] province. Our division provides a wide range of services that

[2:00:59] meet the expectations of the community and its many visitors,

[2:01:02] including fire suppression, prehospital medical care. A variety of rescues,

[2:01:10] including motor vehicle incidents, industrial accidents and technical rescue. We

[2:01:15] also complete fire inspections investigations, business licenses, occupancy inspections, freedom

[2:01:21] information request, Office of the Fire Commission reports and many

[2:01:24] other fire prevention activities. Some of the divisional achievements for

[2:01:29] Penticton Fire Department in 2024 include safe staffing levels to

[2:01:34] ensure coverage of two engines with a four person crew

[2:01:36] for emergency response within the city. Of Penticton and the

[2:01:40] successful opening of the new apparatus storage building has pictured

[2:01:43] here. I joined emergency operation training exercise was held in

[2:01:49] 2024 in collaboration with ESS volunteers. Completion of the first

[2:01:55] responder study, which resulted in changes and efficiencies in response

[2:01:59] protocols and a four year collective agreement with the IFF

[2:02:03] local 1399 was reached. I would like to take an

[2:02:07] opportunity to highlight a few of the KPIs for the

[2:02:09] department. That may be of interest to counsel. These numbers

[2:02:13] shown are for the first half of 2024. But a

[2:02:16] couple of note are that the total fire inspections are

[2:02:19] down 11% at midyear. And they're expected to decrease even

[2:02:23] lower in 2024 due to personnel changes. Within the division.

[2:02:28] And overall response to calls in 2024 is seeing a

[2:02:31] 6% increase over 2023 that's the trends we saw in

[2:02:35] 2023 was 12% over 2022. So is a trend of

[2:02:39] increase. Proposed initiatives for 2025 the addition of an exempt

[2:02:44] fire prevention officer to assist the department in meeting provincial

[2:02:48] requirements and community needs. This is an important first step

[2:02:51] in a multi year growth strategy. In the department with

[2:02:54] an operating budget of $198,685. The development of a hazard

[2:03:02] risk and vulnerability assessment that will meet the new EDMA,

[2:03:06] or Emergency disaster Management act requirements. Utilizing provincial grants, Pentictin

[2:03:12] will develop a plan focusing on hazard specific risk assessment

[2:03:15] and planning. The plan for 2025 is to complete a

[2:03:19] third party operational risk assessment on low frequency, high severity

[2:03:23] instance. Specifically airport response, water rescues and high rise operations.

[2:03:30] It's important to have a review of our procedures by

[2:03:32] a third party subject matter expert. To ensure the safety

[2:03:35] of our personnel and the efficiency to our response to

[2:03:37] these incidents. The last time such a review was done

[2:03:40] was in. Swift water operations. And from this review, we

[2:03:45] changed operational guidelines, safety practices and strategies that significantly improved

[2:03:49] the response and well being of our firefighters. The operational

[2:03:52] budget request for this is $50,000. We'll continue with wildfire

[2:03:58] and fire smart planning and mitigation strategies that are compliant

[2:04:01] with Edma updates, the city's emergency program manager and fire

[2:04:05] smart coordinator will investigate and pursue grants and lead the

[2:04:08] mitigation efforts. We'll also replace our outdated fire department record

[2:04:16] management software with a new user friendly software. System. The

[2:04:20] new software will replace a multitude of existing programs, including

[2:04:23] scheduling, training events, and activities. Assets and inventory, fire inspections

[2:04:29] and property database. The replacement of the software will improve

[2:04:32] operations, save time. And improve overall efficiencies. Some of the

[2:04:37] operational efficiencies achieved this year include. Penticton Emergency support services

[2:04:43] is now reporting to the rdos with no changes of

[2:04:45] level. Service to the residents of Pentictin. This will improve

[2:04:49] resiliency in our team and response to emergencies. And we

[2:04:54] also completed the first responders study where Penticton all Penticton

[2:04:59] response calls were examined, opportunities for efficiencies were identified and

[2:05:03] implemented. The detailed budget for the fire department can be

[2:05:08] found on pages 160 to 161 of the plan. Overall,

[2:05:12] the 2025 budgeted net cost for fire is $9 million,

[2:05:15] a $1.4 million increase over the 2024 budget. Revenues for

[2:05:19] 2025 are forecasted at $1.1 million under Madapus service contracts,

[2:05:24] recoveries, permits and. Grants, with the reduction from 2024 being

[2:05:27] related to less anticipated grant revenues, which is offset by

[2:05:30] a reduction in related expenses. Expenses are forecasted to increase

[2:05:34] $1.4 million, which is directly related to the contract negotiations

[2:05:38] and budget requests, which will be discussed in upcoming slides.

[2:05:41] Approximately 90% of the fire department expenses are related to

[2:05:44] labor costs. This year. Key budget drivers in the fire

[2:05:48] budget can be directly tied to the recent contract negotiations

[2:05:50] which impacted contractual labor costs, an FTE request, as well

[2:05:54] as several initiatives which we'll go over shortly. The first

[2:05:58] proposed initiative for the fire department is a request of

[2:06:01] $50,000 to complete. Risk assessments on low frequency, high severity

[2:06:05] rescues and operations, specifically airport water and high rise. The

[2:06:09] assessment will compel findings and recommendations to guide high risk

[2:06:12] rescues and operations. The second proposed initiative for the fire

[2:06:16] department is a request for a new position for fire

[2:06:19] prevention. Officer at a cost of $160,000 to meet community

[2:06:22] needs and provincial requirements for fire. Inspections. The department has

[2:06:25] not expanded this internal department in over 30 years and

[2:06:28] is beyond capacity and its ability to meet provincial requirements

[2:06:31] of completing over 2400 required inspect. Inspections. I'll turn it

[2:06:35] back to Chief Larson to elaborate on this initiative further.

[2:06:39] Thank you. When I arrived last year, I identified the

[2:06:43] lack of resources that are needed in the prevention division.

[2:06:46] There's been substantial growth in the city and development over

[2:06:49] the years, and there is still the same two resources

[2:06:51] in the prevention division. As you look at the slide,

[2:06:54] you will see the 2023. Prevention stats notably was the

[2:06:58] number of inspectable properties at. 2179. And these don't account

[2:07:04] for the nearly 475 reinspections that were required. Inspectoral properties

[2:07:09] in 2024 are closer to 2400. In 2023, only 1495

[2:07:14] inspections were completed by our two inspectors and the fire

[2:07:17] suppression staff. Showing that we're not meeting our provincial mandates.

[2:07:21] On average, a full time fire inspector can complete 600

[2:07:25] fire inspections annually, and suppression crews can complete approximately 350

[2:07:29] company inspections. On this slide. You will also see a

[2:07:33] list of time consuming prevention activities outside of these inspections.

[2:07:38] That. Are currently being done by our inspector, but just

[2:07:41] can't be maintained. An unexpected retirement over inspection officer in

[2:07:45] 2024 was a significant loss of knowledge, skills and abilities.

[2:07:49] In the division. Getting an exempt fire prevention officer is

[2:07:52] an important piece to ensure that we have a leader

[2:07:55] who can restructure the division, train inspectors and schedule inspections

[2:07:59] to ensure we are meeting provincial requirements. As well as

[2:08:02] working with development services on future growth of the city.

[2:08:05] They'll also be responsible to do the list you saw

[2:08:07] above of the non inspection pieces of the prevention department.

[2:08:11] Failing to fill this important position forces myself as the

[2:08:13] fire chief to absorb the workload and prevents me from

[2:08:16] effectively fulfilling other core responsibilities. This workload cannot be sustained

[2:08:21] by myself in the fire chief office. The third proposed

[2:08:25] initiative for the fire department is to replace the existing

[2:08:28] software that chief Larson mentioned. Earlier, which is reached at

[2:08:30] the end of life. The new system will improve operations,

[2:08:32] increase efficiencies. And decrease liability with a cost of $30,000.

[2:08:41] And with that, the recommendation is that Councillor approve in

[2:08:43] principle the fire department's budget subject. To final review. Thank

[2:08:48] you. Thank you, Mr. Larson. And Ms. Campbell. Councillor, any

[2:08:55] questions? Councilor Conan. Thank you. I apologize for my voice.

[2:09:04] But. I'd like to bring forward a motion that. We

[2:09:11] not hire the $160,000 inspector? Because. We're already just trying

[2:09:20] to pay off four new firefighters. Maybe the cheap or

[2:09:25] RCO can explain how. We. 're still trying to. We

[2:09:32] still are paying for four new firefighters at this time.

[2:09:37] And so that's a motion. And do we have a

[2:09:42] second for that motion? I'm not hearing a seconder for

[2:09:47] that motion. I'm going to call again. So the motion

[2:09:54] is. To not hire the fire inspector at the cost

[2:09:59] of $160,000 a year, is that correct. I'm getting a

[2:10:03] nod from Councillor Conanz. So, once again, do we have

[2:10:06] a seconder? For that motion. And I'm not hearing a

[2:10:10] second for that motion, so that motion fails. Council. Do

[2:10:15] we have any further discussions? Any questions? And.

[2:10:26] I have a couple of. Questions? Actually, one I noticed.

[2:10:31] In the report. On the number of calls, and if

[2:10:37] we go back, we can see that. The medical. Calls.

[2:10:43] So for the first seven months of 2024, they look

[2:10:47] sort of like they're on the increase from 2023. But

[2:10:51] the actual overdose response calls shows a significant decrease. Can

[2:10:57] you sort of rationalize that a little bit more, Mr.

[2:10:59] Larson, please? Yeah. It's right on trend, as it has

[2:11:05] been the last few years. At the beginning of the

[2:11:06] year, we were down a slight bit, but over the

[2:11:09] summer months, we picked right back up. To where we

[2:11:11] were. So we are on trend for actually breaking about

[2:11:15] 1% over on overdose. Calls this year, okay? Do we

[2:11:25] have a motion on the. Is anybody going to move?

[2:11:29] The staff recommendation is moved. Do we have a second?

[2:11:33] Seconded. Any further questions? Comments? Discussion? Councillor Conan, any discussion?

[2:11:40] Any questions? No further questions. And hearing none. Then I'm

[2:11:47] going to call the question. All in favor? And Councillor

[2:11:52] Connez. Opposed. Councilor Conanz is opposed and.

[2:12:02] So. That motion passes. And thank you very much. Thank

[2:12:08] you, Chief Larson. Moving on to penticton

[2:12:17] rcmp. And we have Superintendent Beth McCandy and Ms. Campbell,

[2:12:27] please. Sure. Good morning.

[2:12:41] I appreciate the opportunity to be able to present. On

[2:12:45] the overview of the Pentex in RCMP budget and the

[2:12:49] request for additional resources this year. The core values of

[2:12:54] integrity, compassion, respect, and accountability are the heart of our

[2:12:58] operations at the particular NRCMP. Our mission is clear to

[2:13:02] safeguard the public, uphold the rule of law, and maintain

[2:13:05] order in our community through vigilant investigations, proactive crime prevention

[2:13:10] measures, and empathetic assistance. We are dedic. Dedicated to ensuring

[2:13:13] the security and welfare of all individuals. By fostering collaborative

[2:13:18] partnership within the community, we strive to build trust and

[2:13:21] cultivate positive relationships. Whether conducting patrols, inquiries, engaging and supporting

[2:13:27] youth and or diverse communities, or providing aid during crisis.

[2:13:33] We remain steadfast in our commitment to uphold our values,

[2:13:36] ensuring that each action reflects our dedication to serving with

[2:13:39] integrity and distinction. The Penticton RCMP detachment is led by

[2:13:44] myself, the officer in charge, and consists of 57 members

[2:13:47] and 27 municipal staff. In addition to three public service

[2:13:51] employees, there are three business lines within the RCMP operations,

[2:13:56] frontline investigative services and operational support. There are also two

[2:14:02] municipal business lines, operations and administration. Every member of our

[2:14:07] senior leadership team has over 20 years of policing experience

[2:14:11] and our experience working within the RCMP framework, this team

[2:14:15] continues to drive and lead change. Use innovative approaches to

[2:14:18] public safety with a strong focus on employee wellness and

[2:14:21] operational excellence. The RCMP provides comprehensive policing services to the

[2:14:27] city committed to community safety and security, providing law enforcement,

[2:14:32] investigative services, crime prevention. Also focusing on community engagement, building

[2:14:37] trust and creating a sense of safety. Working in partnership

[2:14:41] with the city to ensure local needs are met, fostering

[2:14:44] a safer and more connected community. Just reviewing some of

[2:14:48] our divisional achievements for 2024. One of the highlights for

[2:14:55] me this year was the inception of our integrated crisis

[2:14:59] response team, which started in January. This team has consistently

[2:15:03] demonstrated the impact of this collaboration with interior health. And

[2:15:09] what it brings to our community. This team has responded

[2:15:12] to over 500 calls for service and provided over 280

[2:15:16] referrals connecting and supporting those experiencing mental health. And crisis

[2:15:22] or drug addictions. They've worked with those experiencing homelessness, supported

[2:15:26] youth in crisis. And can you continue to make efforts

[2:15:29] to extend their services and outreach? Having three amazing nurses

[2:15:34] and two eager constables working within the detachment. The relationship.

[2:15:39] Has naturally fostered mentorship, a greater understanding of mental health,

[2:15:43] and the impacts within the policing world. As we work

[2:15:46] to provide the best police in response to our community.

[2:15:49] We know that the work being led by this program

[2:15:51] has provided vital support to those in need. While freeing

[2:15:55] up our frontline teams to respond to police related matters

[2:15:57] within the city. I look forward to discussions next year

[2:16:02] whether we will need to expand this program based on

[2:16:04] the evidence, data and needs of our community. Furthermore, this

[2:16:08] summer we saw the implementation of our inadmissible patrons pilot

[2:16:11] project, a collaboration with the Penticton RCMP, City of Penticton,

[2:16:16] local hotels, restaurants and licensed establishments to enhance security and

[2:16:21] prevent criminal activities. The strategy seeks. To deter gang members

[2:16:28] and their associates from engaging in legal activities in Pentictin.

[2:16:32] Our objectives were to ensure public safety, patron safety and

[2:16:37] staff safety, and we're proud to report that. We have

[2:16:40] five hotels currently participating, along with 13 liquor or dining

[2:16:45] establishments and other two commercial. Locations. This has been a

[2:16:49] great response and I look forward to reporting more out

[2:16:52] on that during the summer. Overall, property crime reduction is

[2:16:57] down a total of 16%, and we continue to make

[2:17:00] efforts to maintain proactive work in the identified hotspots to

[2:17:04] deer property crime and other criminal activities. The benefit is

[2:17:08] focusing our finite resources in areas of the city where

[2:17:11] we know that will have the most impacts. We have

[2:17:14] seen the benefits of this work in reduced calls for

[2:17:17] service and areas where both the RCMP and bylaws have

[2:17:20] been present. We've also seen that the continued partnership and

[2:17:24] collaboration has been key to success in public. Safety within

[2:17:28] our communities. In the last twelve months, as the officer

[2:17:31] in charge, I've had the opportunity to meet, strategize, plan

[2:17:35] and rekindle relationships with many key community partners social service

[2:17:39] sectors health, education and business group. Groups. It is through

[2:17:43] the initiation of these connections that we can continue to

[2:17:46] build a safer and more connected community. I will continue

[2:17:50] to make efforts to reach out, connect, and listen as

[2:17:53] we work to plan for the next three years, I'm

[2:17:56] truly energized by what has already been accomplished. In twelve

[2:17:59] months. Additionally, one of the things that I heard from

[2:18:03] all of the groups was, why doesn't the RCMP do

[2:18:06] a better job at telling their story. So what we

[2:18:12] did was we set out to acquire additional training within.

[2:18:16] The municipality. As it relates to media relations. To enhance

[2:18:20] our formalized messaging to the community, we created our social

[2:18:24] media platform with over 120 crime prevention, public safety, and

[2:18:29] or community engagement messages and worked extensively with our communications

[2:18:34] team here at the city to really amp up our

[2:18:37] profile. There has been a revitalization of intelligenceled, proactive enforcement

[2:18:42] strategies in relation to the repeat offender management and hotspot

[2:18:46] patrols, which has led to over 330 hours of proactive

[2:18:50] police patrols and identified high crime areas since March of

[2:18:53] 2024. New has also been information sharing initiated between bylaw

[2:19:00] services and the RCMP in relation to hotspot patrols, maximizing

[2:19:05] resources to address the areas within the city most impacted

[2:19:08] by property. Crime. The initiation of joint patrols within bylaw

[2:19:13] services will have greater success and is forecasted to be

[2:19:18] something that will be able to report out with the

[2:19:20] creation of a new community safety unit. More hours of

[2:19:24] coverage. By our indigenous policing services, both. On PIB and

[2:19:29] within the municipality, extending their hours to allow them to

[2:19:33] be more present in community, increasing that sense of safety.

[2:19:38] Updated technology within our detachment in relation to monitoring equipment,

[2:19:42] which was completed in 2024, and this has been an

[2:19:46] incredible win for the detachment. En. Ensuring that we are

[2:19:49] compliant with provincial policing standards and improving our ability to

[2:19:53] provide quality, best evidence to BC prosecution services. Those are

[2:19:58] just some of the many highlights from the RCMP for

[2:20:01] this year, and some of the things that I would

[2:20:03] like. To also showcase to Councillor is that was not

[2:20:09] captured. In the 2025 2020. Nine plan. Is the additional

[2:20:17] key performance indicators. We will be reporting out on. Onto

[2:20:22] first and foremost is our proactive press releases. We are

[2:20:26] seeking to make sure that we are proactively engaging formally

[2:20:29] through media at least twice a month. And we'll be

[2:20:32] sharing. Those wins through social media and through connection with

[2:20:36] our public safety team here at city, through our community

[2:20:40] consultation process. Like I already spoke about was that ability

[2:20:44] to tell our story in a better way in a

[2:20:47] more timely manner and making sure that it is not

[2:20:50] just reporting about a specific crime that occurred. On that

[2:20:53] day, but being able to proactively send out public safety

[2:20:57] messaging on trends that we are seeing within the community.

[2:21:01] Working in partnership with city Communications will remain a priority

[2:21:04] for this year. Also. In May of 2024. We also

[2:21:10] showcased. The social media platform, which we've already spoken about

[2:21:14] here in my presentation, but we will be reporting out

[2:21:17] on public safety messaging as one of our key performance

[2:21:20] indicators. Also proposed for the initiatives for this year. They

[2:21:27] are in line with our 2024 2027 strategic plan. Which

[2:21:33] I've spoken about many times to Councillor. Connected for a

[2:21:36] safer city with four key areas of focus. Connecting connection

[2:21:41] which is connect vulnerable people with appropriate supports impact crime

[2:21:45] trends through intelligenceled strategies advanced partnerships for natural and human

[2:21:50] cause disasters and drive results together. I will just quickly

[2:21:54] highlight some of the initiatives that we will be focusing

[2:21:57] on under each of. These pillars within our strategic plan.

[2:22:04] So for. Connection. Collaborate with the RCMP community policing and

[2:22:08] bylaw services for a youth liaison position to engage proactively

[2:22:14] with at risk use and connect through education. Through the

[2:22:18] school district and other platforms within the community. We are

[2:22:22] also requesting an assessment and laying the groundwork for the

[2:22:26] establishment of a child and youth advocacy center within the

[2:22:29] municipality. The creation of a community safety unit, which will

[2:22:34] be one of my requests to counsel today with a

[2:22:37] primary mandate to collaborate with bylaws, provide youth outreach and

[2:22:42] support to our most at risk within the community. This

[2:22:46] will be a team that supports the integrated crisis response

[2:22:49] team to improve outreach to those experiencing mental health and

[2:22:53] substance abuse. And those also experiencing homelessness and be a

[2:22:59] primary connection. To our shelters within the community. And in

[2:23:04] addition, advancement of our equity, diversity and inclusion. Training within

[2:23:08] the detachment focused on a trauma informed response to gender

[2:23:12] based violent crimes. So to impact crime, I spoke earlier

[2:23:18] about seeking a grant application for site funding. This is

[2:23:22] through the provincial revoi program. Specifically requesting camera equipment.

[2:23:33] In areas within the community, specifically this summer, where we

[2:23:36] saw an increase in violent crime in an effort to

[2:23:38] deter crime and or more effectively investigate these incidents further.

[2:23:44] Collaboration with bylaw services. Completing such things as crime prevention

[2:23:49] through environmental design or Sept, as you may have heard

[2:23:52] it be. Called and Nanaima Square and other areas that

[2:23:55] may have been identified through our hotspot. Initiatives. Proactive communication

[2:24:01] in relation to crime trends, with a focus on crime

[2:24:03] prevention and collaboration with our community policing team here in

[2:24:07] the south, Okanagan. This is to advance preparedness for national

[2:24:14] and human cause. Disasters working interagency training such as with

[2:24:22] the winter shelter, the school district, the Penticton Indian Band

[2:24:25] and the Penticton Regional Airport. And establishing the RCMP command

[2:24:29] center, which I think you all had an opportunity to

[2:24:31] see last. Week with the tour. And the area we

[2:24:35] have identified for that renovation. And lastly, this is where

[2:24:40] we work together as a detachment with the city to

[2:24:44] drive results together. And this is where we come and

[2:24:47] prioritize as a team what we would like led. In

[2:24:50] the detachment, and it doesn't always have to be led

[2:24:53] by the senior leadership team. By leaders identified from within

[2:24:57] the detachment in areas such as increased our wellness initiatives

[2:25:03] within the detachment employee engagement and training opportunities that are

[2:25:08] modern and progressive leadership and development opportunities at all ranks

[2:25:13] within the detachment in all category of employee. The proposed

[2:25:18] creation of the operational review unit, which will lead enhanced

[2:25:22] investigation capacity in the pursuit of organizational excellence regarding member

[2:25:26] and municipal employee levels of service and expectations. Assessing the

[2:25:31] renewal of the Pentictin traffic section and if we have

[2:25:35] the resources available to reanimate that team within the detachment

[2:25:39] will be a priority for this year. And internal reorganization

[2:25:43] of our command structure within front line, which I will

[2:25:46] speak about a little bit. Later on in my presentation.

[2:25:50] I think one of the things that's really important today.

[2:25:55] Is to be able to discuss with Councillor the work

[2:25:58] that we've done internally. To really? Are we operating in

[2:26:02] the best way that we can? Are we? A modern

[2:26:05] and progressive detachment. We're in a small municipality within the

[2:26:10] province and making sure that we are keeping up with.

[2:26:14] Policing trends as it relates to how we conduct business

[2:26:18] before we come to Councillor making these types. Of requests.

[2:26:22] And so the team really leaned in on that, and

[2:26:24] I'd like just to highlight some of the things that

[2:26:26] we were able to be successful with this year. So

[2:26:30] conducting the review in itself. And really, where do we

[2:26:34] want to be three years from now? As a police

[2:26:36] detachment. And what are some of the units that we

[2:26:39] should be thinking about creating. Or. Are the teams that

[2:26:44] we have created really providing the best response? And so

[2:26:48] that was the review. Of our crime reduction unit and

[2:26:51] making sure that their mandate was on point. And where

[2:26:53] we saw the greatest risk to the community and making

[2:26:57] sure that. We had a scope that. Could be measured

[2:27:02] successfully. So we reviewed our repeat offender management team in

[2:27:06] our program and how that was being deployed within the

[2:27:09] city to make sure we could best address those people

[2:27:13] that were driving. Up. Our crime rate in relation to

[2:27:17] property crime. And basically, we also made sure that if

[2:27:20] there was an opportunity. To task work that was being

[2:27:25] conducted by your frontline officers to the appropriate municipal employee,

[2:27:29] making sure that was freeing up valuable time from officers

[2:27:33] for them to be able to get back out. Onto

[2:27:35] the road. And so really leaning into both Ken and

[2:27:38] Randy's team with our municipal employees and being able to

[2:27:41] task them with additional work. So it will allow officers

[2:27:45] to be out on the road proactively investigating. And being

[2:27:50] present within the community. We also continue to see the

[2:27:54] income coming from our digital forensic trios team. I know,

[2:27:58] Ange. Is always pleased when we can say that we

[2:28:00] are bringing in funds to the municipality, so thank you

[2:28:03] again for that continued support. We have seen that this

[2:28:07] really allows for a more timely examination of evidence and

[2:28:12] our ability. To prepare reports to crown and present that

[2:28:16] evidence for charge assessment. So we will continue to see

[2:28:18] the benefits of that, and I know that we are

[2:28:21] heavily tasked with that. One of the things that I

[2:28:23] don't want to take credit for, but I know it

[2:28:26] was in play, just. Before I arrived. So 2023. 2024.

[2:28:30] But the city has really seen the benefit of the

[2:28:32] staffing of the regional. Operations position, which is not municipally

[2:28:36] funded, but. This position was vital because some of the

[2:28:40] work that was being tasked to your municipally funded staff

[2:28:44] surgeons was being done. For the region. And so the

[2:28:49] creation of the staff sergeants that the regional operations staff

[2:28:52] surgeon Dan Pollock has taken on that work. And so

[2:28:55] the work, now that you see Bob and Andrew is

[2:28:58] for the municipality and making sure they can focus the

[2:29:01] work that they're doing. For those positions within the city

[2:29:05] was so vital, and we've seen the benefit of Dan's.

[2:29:08] Position. And him being appropriately tasked with that work to

[2:29:13] the region. So making sure that we could focus the

[2:29:16] work that both Andrew and Bob were doing back to

[2:29:19] where they're funded to be, if that makes sense. So

[2:29:22] hopefully I explained that well enough. Happy to answer questions

[2:29:24] on that. Creating opportunities for shared response with bylaw. And

[2:29:29] this was key, as we did the bylaw review with

[2:29:33] Miss Check and the work that was being tasked with

[2:29:36] both the RCmp and bylaw services and making sure that

[2:29:40] they were lawful in their response and being tasked appropriately

[2:29:45] and for those calls of service. But also, when possible,

[2:29:48] a shared response was so vital to our ability. To

[2:29:53] quickly. See the benefit of. A two agency response and

[2:30:00] so more to follow out on that. But I think

[2:30:03] less calls for service or less questions about which department

[2:30:07] was going to be taking that call. And definitely more

[2:30:10] clarity on that piece was a win. I spoke on

[2:30:15] our last quarterly report about public works collaboration with Ms.

[2:30:19] Dixon in regards to where we see trends as it

[2:30:22] relates to areas where we have lots of traffic complaints,

[2:30:26] traffic accidents and if there is work to collaborate there,

[2:30:30] and I think we'll continue to see some of the

[2:30:32] benefits of that. More so in 2000. And 25. But

[2:30:35] that work was started this year, the camera program, and

[2:30:39] I know that was supported. By the city. But I

[2:30:41] think being able to liaise of the downtown business association.

[2:30:46] On that work and making sure that we can help

[2:30:49] inform them as it relates to some of the decision

[2:30:51] making on that, so. That was. Inefficiency because. We will

[2:30:57] see the benefit of the evidence. When we lawfully secure

[2:31:01] it from them as it relates to some of the

[2:31:03] property crime businesses. Are experiencing. And lastly. This is a

[2:31:09] great deal of work done by Staff Sergeant Bayless, and

[2:31:13] we have done a reorganization of our frontline supervision. We

[2:31:16] identified the need for guidance and mentorship on the road.

[2:31:19] And the way we were organized internally, we had watches

[2:31:23] that were run by a watch commander of the rank

[2:31:26] of corporal. And so we relied on. Senior constables to

[2:31:30] provide supervision on the road. And mentorship as we are

[2:31:35] responding for calls to service. We were able to reorganize,

[2:31:40] and we will now be staffing each watch with a

[2:31:43] sergeant. So now, with two positions going to sergeant rank,

[2:31:48] we will have four frontline corporals on. The road. Supervising

[2:31:53] this will be key. To pushing our members to be

[2:31:58] more proactive in those areas where we see property crime

[2:32:01] taking place be more visible in relation to road checks.

[2:32:07] I heard at the open house about wanting to see

[2:32:09] us out there doing traffic enforcement, but also just making

[2:32:13] sure that we're providing that best police response, and it's

[2:32:16] so key. As we have junior members on the road,

[2:32:20] that they're guided in how we respond to those calls

[2:32:23] for service. So in the new year, you will see

[2:32:26] four watches being supervised by a sergeant. And four corporals

[2:32:31] on the road supervising our frontline teams, and I think

[2:32:34] that will be a huge win for 2025, and we

[2:32:37] were able to do that all internally before I come.

[2:32:40] To you today making the asks that I will be.

[2:32:45] So details for the RCMP budget can be found on

[2:32:47] pages 163 to 164 of the plan for the 2025

[2:32:52] proposed budget. The net cost for the RCMP is budgeted

[2:32:54] at $15.3 million, an increase of 1.1 million from the

[2:32:58] 2024 budget. Revenues for the RCMP consists of recoveries of

[2:33:03] services provided and have increased 155,000. Specifically for the DfT

[2:33:07] work that Superintendent McKinney mentioned before. 98% of the RCMP

[2:33:12] expenses consist of labor costs for the municipal employees as

[2:33:15] well as the member contract. These have increased 1.3 million

[2:33:18] overall, with over 700,000 of those increases as a result

[2:33:21] of annual contract inflation. The remaining additional cost for the

[2:33:25] new staffing resources being requested, which will be discussed in

[2:33:27] detail in the next few slides. Key budget drivers for

[2:33:31] the RCMP include the contractual labor increases for both municipal

[2:33:34] employees as well as the members, and in addition to

[2:33:37] the new employee request and member request, that we will

[2:33:40] be talking about over the next few slides here. Well,

[2:33:43] the first proposed initiative for the RCMP is an increase

[2:33:45] of two additional member resources to create a new community

[2:33:48] safety unit. This unit will have a primary. Mandate to

[2:33:51] collaborate with bylaw services, youth outreach, and community engagement. The

[2:33:55] unit will include the integrated crisis response team to improve

[2:33:57] outreach to those experiencing mental health and substance use disorders.

[2:34:01] As the approval of these members by Councillor through budget

[2:34:03] results in a request to provide the members, which generally

[2:34:06] takes twelve months. The $450,000 cost of these members is

[2:34:09] being built until the 2026. Budget to ensure that the

[2:34:12] city isn't taxing the community for service. It will not.

[2:34:14] Receive until the following year. I'll turn it back to

[2:34:16] Superintendent McKandy to provide. Further details on the member request.

[2:34:21] The city of Penticton has continued to make investment in

[2:34:24] public safety, specifically policing, for the last few years. There

[2:34:30] were no additional budget requests made of the city of

[2:34:32] pendiction from the RCMP. In 2024, the Penticton RCMP did

[2:34:37] receive two provincially funded regular member positions that have been

[2:34:41] staffed and one public service employee position. In 2022. As

[2:34:47] you are all aware, the Ministry of Public Safety and

[2:34:50] Solicitor General, policing and security Branch published a review of

[2:34:53] police resources. The report documented that for municipalities, over 15,000

[2:34:58] or higher, the criminal. Code. Criminal code. Caseload per police

[2:35:03] officer in Penticton was 131. Second only to Courtney BC,

[2:35:08] which was at 136 file per police officer. The provincial

[2:35:13] average in modestipalities over 15,000 is 68. We are almost

[2:35:18] twice the provincial average caseload. Per police officer. What are

[2:35:23] results? What are the results of having this workload? There

[2:35:26] are impacts of this workload. On all category of employees

[2:35:30] wellness and our ability to respond to calls for service

[2:35:32] in a timely manner, complete timely investigations, write up, score

[2:35:37] and or categorize and capture, capture accurate information. Or prepare

[2:35:42] the appropria. Appropriate report to Crown counsel for Crown's consideration

[2:35:45] for charges. As the officer in charge, I have to

[2:35:49] ask myself, does this work load impact the quality of

[2:35:52] our investigations. Are we calling people back to provide them

[2:35:55] with appropriate updates in relation to their police complaints? This

[2:35:59] has been identified as a KPI in our detachment, and

[2:36:02] I can say that I know that. There is work

[2:36:04] that still needs to be done in this area. Showing

[2:36:07] up at our best for every citizen remains a priority

[2:36:10] of all of our officers, and we are dedicated and

[2:36:12] working very hard. How long is it taking to get.

[2:36:16] To get to 911 calls? The policing standard is seven

[2:36:20] minutes. And we are not in a position to easily

[2:36:23] gather this information. To provide you a summary of what

[2:36:27] our average response time is, and we are prioritizing. That

[2:36:31] we are able to do that for you in the

[2:36:34] weeks and months ahead. We want to be able to

[2:36:36] better examine our data and better tell our story. We

[2:36:39] currently only have one criminal. Intelligence analyst for the entire

[2:36:44] South Okanagan Samilcomine regional attachment. This position is funded 60%

[2:36:48] by the city of Penticton, and the detachment could use

[2:36:51] her 100% of the time. We are unable to deal

[2:36:55] with our priority. Three and four calls for service adequately.

[2:37:00] There may be some files that we are unable to

[2:37:02] respond to other than providing a file number. For insurance

[2:37:05] purposes or information only. This is not a popular position

[2:37:09] for the police to be in. That being said, this

[2:37:11] is the reality of our current situation. We are still

[2:37:15] asking the public to report crime. If you see something,

[2:37:18] we want you to say. Something. We need to be

[2:37:20] able to capture the totality of what is required for

[2:37:22] police in the city. We are making efforts to proactively

[2:37:26] address crime trends and address repeat. Crime offenders. We are

[2:37:32] constantly hearing about traffic safety issues from the public, and

[2:37:35] my job is to lead a strategy to address our

[2:37:37] obligations under our municipal policing agreement. Balancing the impacts of

[2:37:41] overtast officers what is often unknown by the public and

[2:37:45] local government is a requirement that must be met in

[2:37:49] relation to ongoing police training standards. Mandatory training compliance, which

[2:37:53] is either annual or set out otherwise. I often have

[2:37:57] to consider sick leave injuries and annual leave obligations. To

[2:38:03] just need a few other factors to consider. Our officers

[2:38:06] are tasked with additional responsibilities in relation to court and

[2:38:09] disclosure obligations. More recent case law such as Regina versus

[2:38:13] Jordan or Reginas versus Morocca have placed additional demands on

[2:38:17] our investigators, while digital evidence management requirements to better manage

[2:38:22] our investigations electronically. To ensure we adhere to OB. Obligations

[2:38:26] as to the MoU for the BC prosecution service. There

[2:38:30] are no short of overtime shifts to fill, often reaching

[2:38:34] out to detachments outside of the Sotho Ganagan. We have

[2:38:37] leveraged relations with ships with some of our provincial partners.

[2:38:40] Such as BC highway patrol. There are CFSeu, uniform gain

[2:38:45] task force. As you saw last summer, our southeast district

[2:38:49] major. Crime section and other provincial support units to assist

[2:38:53] with local safety strategies. We have overtast officers and overtast

[2:38:58] municipal watch clerks and support staff. Officers are tied to

[2:39:02] their desks, trying to address outstanding investigations and requirements of

[2:39:05] disclosure resulting in left officers on the road, being visible

[2:39:09] and proactive. Our watch clerk should be assisting more with

[2:39:12] frontline operations, but instead they are tasked. With other aspects

[2:39:16] of file intake and management. Tasked with high risk work

[2:39:20] that is part of the essential foundation of our ability

[2:39:23] to respond, investigate. And engage and collect essential crime data.

[2:39:27] There's more to follow on that particular topic. I mentioned,

[2:39:31] we have done considerable work to examine our internal process

[2:39:34] and looked more effectively deploy resources. While tasking work to

[2:39:38] the correct level of employee. We were able to get

[2:39:41] four additional resources on the road I told you earlier

[2:39:44] about by adjusting our internal structure. We will see this

[2:39:48] time, this come to fruition in 2025. That being said,

[2:39:53] we have been asked to commit to additional activities in

[2:39:56] the cities, such as the temporary winter shelter and the

[2:39:59] increased partnership with. Bylaws. This is innovative and strategic work,

[2:40:03] yet continues to task our staff. With the creation of

[2:40:07] a community safe unit. It will include the integrated Crisis

[2:40:10] response team, a wraparound response to supporting those experiencing mental

[2:40:15] health addictions crisis while adding an additional layer in relation

[2:40:19] to homelessness and the pediction RCMP's prior to connecting those

[2:40:22] in our community with the correct supports the community safety.

[2:40:27] Unit officers will work in partnership with the City of

[2:40:29] Penticton Bylaw Services, the school district, community policing and other

[2:40:34] key community partners. This team's mandate will include share patrols

[2:40:37] in response with bylaws to address social issues, encampments, problem

[2:40:42] property compliance and liaison with community shelters. Proactively engaging with

[2:40:46] at risk Youth Business Association, a liaison and during the

[2:40:50] summer months conduct high visibility foot and bike patrols. This

[2:40:54] is a lofty mandate and. Will be implemented in a

[2:40:57] phased approach based on the priority and greatest impact the

[2:41:01] creation of this team aligns with the recommendations made in

[2:41:04] the public safety review and seeks to shift some of

[2:41:07] the work tasked to frontline officers to this integrated team

[2:41:10] within the detachment. We want to make every effort to

[2:41:13] provide the best response to those within our community. Are

[2:41:17] experiencing crisis implementing a trauma informed response to services. Remains,

[2:41:22] pardon me, remains a priority. And freeing up officers call

[2:41:25] to attend for calls for service and related to unwanted

[2:41:29] persons will impact their abilities to better respond and truly

[2:41:32] implement the practice of trauma. Informed policing, supporting those who

[2:41:36] have been impacted by violence or indoor repeat offenders. The

[2:41:40] creation of a community safe. Safety team within the city

[2:41:42] of Penticton is modern, progressive response to policing. This team

[2:41:46] will start the creation of a foundational infrastructure in what

[2:41:50] is needed within the city of pennticton. So the second

[2:41:54] request is to increase municipal employee resources by two FTE

[2:41:57] and implement an operational review unit staffed by operational reviewers

[2:42:02] at a cost of $189,000. These new positions will assume

[2:42:05] high level tasks from noncommissioned officers and watch clerks and

[2:42:08] is strongly recommended due to the complex and high risk

[2:42:11] nature of file review again. I'll let Superintendent McKinney speak

[2:42:15] further to this request. What was really important, and I

[2:42:19] think we had an opportunity to do it last week

[2:42:21] when you had a tour of the facilities. Is really,

[2:42:26] how are we supported internally by our municipal staff, who

[2:42:30] really are the foundation of the work that we do.

[2:42:33] In the detachment. And so I want to just summarize

[2:42:35] for you how we are set. Up internally as it

[2:42:38] relates to our watch clerks, which are four municipal staff

[2:42:42] that support each of our four watches. A, B, C

[2:42:45] and D watch. So currently, each of our four frontline

[2:42:48] watches is supported by a watch clerk. This position remains

[2:42:51] the primary support to the watch members, the watch commander

[2:42:55] and the senior patrol sergeant. They are tasked with the

[2:42:58] first and most critical step in file and take outside

[2:43:01] of the initial police response. So once the file has

[2:43:05] been dispatched by our operational call center in Kelowna, the

[2:43:09] file is reviewed, scored in terms of entering the correct

[2:43:12] crime type based on the nature of the call details

[2:43:16] and the initial police response. By our watch clerks. This

[2:43:20] response is then reviewed. This scoring and review can trigger

[2:43:23] a number of other steps in the records management process.

[2:43:26] Depending on the initial scoring done by the watch clerks,

[2:43:31] This can be described as the building of the foundation

[2:43:33] of our records management system. This is a huge responsibility.

[2:43:38] Holds a certain level of risk and require significant experience

[2:43:41] to get it right. This work is taking away from

[2:43:44] the support that is typically assigned to the watch clerks,

[2:43:47] like assisting the watch commander with supporting operations, overtime callouts,

[2:43:52] managing members, court schedules, and Justin entries, which is the

[2:43:56] platform we use. To schedule officers. To attend court. The

[2:44:00] transcription of statements. Are frontline disclosure preparation, which will now

[2:44:05] include preparation of body worn camera material, which we now

[2:44:09] know is coming in February. Assisting with the preparation for

[2:44:13] bale hub, which is when we have someone in custody

[2:44:15] and they are being required to be brought before a

[2:44:18] judge. There are just a few. These are just a

[2:44:20] few tasks given to our watch clerks. If they are

[2:44:24] over task. We are having to pay additional staff to

[2:44:27] come in and transcribe statements. Which are required for disclosure.

[2:44:31] This will hold up the ability to disclose in a

[2:44:34] timely manner if our watch clerks are tasked with all

[2:44:37] the jobs I've described above. This. Creates an additional delay.

[2:44:41] And as you can see, There is a domino effect.

[2:44:44] With the creation of the two person operational review Unit,

[2:44:48] watch clerks will be tasked appropriately with work they should

[2:44:51] be expected to do as a watch clerk, freeing them

[2:44:55] to better support frontline teams. The goal of freeing up

[2:44:58] officers to more quickly respond to calls for service conduct

[2:45:01] more timely investigations. And resulting in earlier submissions to report

[2:45:06] to Crown counsel. Assisting the watch commanders in tracking the

[2:45:12] progress of complex and high risk files. The operational review

[2:45:16] team will ensure best practice and inheritance to policy in

[2:45:20] relation to intimate partner violence, sex crimes investigations and making

[2:45:25] sure that we have applied the principles of trauma informed

[2:45:28] policing to some of these high risk. Files. They will

[2:45:31] also be assigning administrative follow ups and alerting frontline road

[2:45:35] supervisors to files that require attention either with investigative follow

[2:45:39] up victim management strategies or prescribe dates for judicial authorizations.

[2:45:45] Some of these authorizations allow us to retain exhibits. And

[2:45:51] evidence before charges have been approved. And if we fail

[2:45:55] to complete those in the 90 days. We will lose

[2:45:58] the ability to retain that evidence which is given permission

[2:46:01] by this document. I'm. Talking about. So this is something

[2:46:04] that has always existed but definitely become more apparent. And

[2:46:09] the police are more heavily scrutinized on this in the

[2:46:11] last five years, the operational review of files requires a

[2:46:16] significant degree of judgment and discretion in reviewing investigational standards

[2:46:20] to a broad range of cases, from minor offenses to

[2:46:23] violent crimes against persons that could have significant public safety

[2:46:27] implications further. Reviewers should have the experience, knowledge, and capacity

[2:46:32] to identify aspects relating to a file and proactively engage

[2:46:36] supervisors at all ranks and support units to manage or

[2:46:39] mitigate deficiencies in these high risk areas. So, in summary,

[2:46:44] the operational review unit will provide more investigative oversight, improve

[2:46:48] quality of investigations, improve streamline with court process identify risks

[2:46:53] that require immediate follow up that jeopardize prosecution or risk

[2:46:57] to public safety. Allow for supervisors to be on the

[2:47:00] road supporting frontline constables. More time will be spent on

[2:47:04] the road by officers. Because they will have the support

[2:47:08] of watch clerks to do their disclosures. More time dealing

[2:47:11] with more complex investigation with the hope of improving the

[2:47:14] quality of investigations. Allow for watch clerks to provide that

[2:47:18] additional support, as I spoke about in relation to body

[2:47:21] worn cameras, transcription disclosure, bail. Package preparations, training court. And

[2:47:30] additional tasking. They will also for more proactive hours in

[2:47:34] high crime areas because our officers will now be in

[2:47:37] a position to be on the road. It is for

[2:47:40] this reason that I'm requesting an increase of two municipal

[2:47:43] resources for the Penticton RCMP, allowing for this risk mitigation

[2:47:47] strategy to apply to all four watches seven days a

[2:47:50] week. Thank you for this consideration. And that brings us

[2:47:54] to the recommendation that Councillor approve in principle, the RCMP's

[2:47:57] 2025 to 2029. Budget as proposed, subject to final review.

[2:48:03] Thank you very much, Superintendent McKandy and Scambell. Councillor Gilbert.

[2:48:10] Sorry. Yeah. Thank you. The chair. My questions in regard

[2:48:17] to. The incident critical response team. 2024 100 and then

[2:48:26] actual 2024 494. The two questions with that one. The

[2:48:30] first question is, how's the morale with the team? The

[2:48:33] three nurses and the three officers that are going out

[2:48:35] on there. And two, how much are we. Seeing repeats.

[2:48:42] That. They're getting the first contact. With the critical team,

[2:48:46] the RCMP. How many of those people are we seeing

[2:48:48] that are getting these repeat calls for those services. So,

[2:48:54] as you can imagine, the number 100 comes from just

[2:48:57] a guess, because. We didn't have any metrics in place

[2:49:03] or any statistics. So I think the morale of that

[2:49:08] team. Is they're energized by the work. They see the

[2:49:11] impacts that they're having within the front line team. Having

[2:49:16] three people in your office that are not police officers,

[2:49:19] that come from a completely different field. It is amazing

[2:49:23] to see the perspectives that they bring. And I think.

[2:49:28] It actually has helped us be better in our work

[2:49:31] in terms of compassion, understanding. Having an understanding of some

[2:49:37] of the challenges these people are facing with. Various mental

[2:49:41] health disorders and addiction challenges. So provide. An extra level

[2:49:47] of patient and compassion to those teams, yes. They're incredibly

[2:49:52] overworked, and we would ultimately love to. Have four nurses

[2:49:58] and four constables assigned to each watch, but we're not

[2:50:01] there yet. And that will come in time. So, yes,

[2:50:03] they are busy, but they see the value in the

[2:50:05] work that they're having. In the community. And energized by

[2:50:10] that. And your question was about morale. And your question

[2:50:14] was about and repeats. I used an Alas quarterly report.

[2:50:19] We had one individual. That we had 109 calls for

[2:50:25] service, and this was a huge win in our integrated

[2:50:28] crisis response. Team. So I would suggest that individual. What

[2:50:32] we would call, or you described as. A repeat or

[2:50:35] repeat client after being engaged with our integrated crisis response

[2:50:38] team and having basically a strategy to deal with this

[2:50:42] individual. In the month of September, we had one call

[2:50:45] for service from that individual. That's a huge win. And

[2:50:50] that call for service would be definitely one where it

[2:50:53] was. Very appropriate that they reached out to the RCMP

[2:50:56] for support. So to break it down in terms of

[2:50:59] repeat customers. That's just one example. I know. Is sourced.

[2:51:04] And I would suggest that. We do have a certain

[2:51:07] clientele that we see on a regular basis to give

[2:51:09] you that. Number I don't have in front of me,

[2:51:12] but where also some of the other. Success stories would

[2:51:15] be. Youth experiencing crisis. Suicidal ideations and be able to

[2:51:22] have that support and provide that to families. And I

[2:51:25] know I've seen some positive messaging coming from families being

[2:51:28] able to have that nurse and police officer respond. I

[2:51:32] think. Those families were experiencing such crisis and were so

[2:51:37] fearful. For their team that having that immediate response and

[2:51:44] a strategy in place, they felt cared and supported. For.

[2:51:48] So that's just another example that I can say. Those

[2:51:53] five individuals in our detachment see the work that they're

[2:51:56] doing and knowing the impact. They're having. Follow up. Yeah.

[2:52:00] Thank you. Just to follow up, and it's just a

[2:52:01] comment to it. And I really appreciate that because I

[2:52:03] think when we look at this team, The concern that

[2:52:07] I had with it is that when it was implemented,

[2:52:09] is this going to be repeat, repeat, repeat. But it

[2:52:11] is good to hear that there are hopefully services outside

[2:52:14] of that they're. Getting from the rcmp. In the critical

[2:52:20] response team to the services of interior health and elsewhere

[2:52:23] to be able to manage. The crises that they're going

[2:52:26] through, and it's not. Burdening the RCMP with the constant

[2:52:31] call, so I'm really glad to hear that. And I'm

[2:52:32] really glad to hear some of the successes from that

[2:52:34] program. Thank you. Gratifying to hear that. The programs that

[2:52:42] we put into place to help the RCMP be better

[2:52:44] at the job are actually working. Councillor Conan is next,

[2:52:50] and then I have Councillor Graham. Yes. Hi again. Apologize

[2:52:54] for my voice. That I don't have today. But thanks

[2:53:00] for all your hard work. I really appreciate it. Sounds

[2:53:05] like we're really making progress. But what I want to

[2:53:08] know is about these two new municipal employees. Are you

[2:53:13] making the same ask to the rdos or something similar?

[2:53:22] To help with. Their. Files. And with the provincial rcmp.

[2:53:33] So that obviously our municipal employees aren't doing the work

[2:53:37] of the regional district or that they are at least

[2:53:40] contributing. So through the chair as it relates to requests.

[2:53:48] Made to the Rdos and or to the province. So

[2:53:52] as highlighted, and I'm sorry, which slide it was, but

[2:53:55] in 2024, We discussed the fact that we received. Two

[2:54:02] provincially funded regular member positions and one public service employee

[2:54:07] position, which. Will assist with the support as it relates

[2:54:12] to the RDos area. And making sure that the work

[2:54:17] that is being done outside of the municipality is appropriately

[2:54:20] tasked. This discussion is something our team has talked about

[2:54:29] most recently. As it relates to the work that is

[2:54:32] done in that regional district area. I spoke about our

[2:54:36] analyst who is 60% funded by the municipality but also

[2:54:40] 40% funded by the RDos. And region. And so is

[2:54:45] that correct? And so that is some of that analytics

[2:54:49] work. That directs our provincially funded RCMP members in the

[2:54:54] RDos area. That is some of the work that we

[2:54:58] have. Been doing and assessing most recently to address the

[2:55:03] question that you have. Do you have a follow up

[2:55:06] question, your hand still raised? Yeah, I do, actually. Want

[2:55:14] to follow up with. Making sure that you let us

[2:55:20] know when we need to lobby for a position like

[2:55:23] that, because. The municipality is taking possibly the brunt of

[2:55:29] that work. And we may need to hire more to

[2:55:33] help with. That work and. We need to lobby the.

[2:55:42] Government to. Give support to the regional district. Rcmp. That's

[2:55:51] all. Just through the chair to comment on that. I

[2:55:55] spoke to you earlier in my presentation about. The criminal.

[2:56:00] And answering your last question. We are considering for our

[2:56:05] multi year resource planning that we will be coming to

[2:56:08] strategically as it relates. To capacity for a criminal intelligence

[2:56:14] analyst. Through the Rdos and through the region. That is

[2:56:18] something. That is forecasted for us in the next two

[2:56:25] years. But right now. That wasn't the priority. Ask for

[2:56:26] us. But that is something that is definitely on our

[2:56:29] radar specific. To leveraging Councillor and merit in relation to

[2:56:34] that future, ask. Thank you. Any further questions from council.

[2:56:42] Council. Grant. Sorry. Thank you chair. You had touched on

[2:56:47] the psicted indian band. And trying to get their operational

[2:56:51] hours up. Can you speak to what their current operational

[2:56:55] hours are? Like how many officers there are and how

[2:56:58] many days they're working. So those provincially funded ips. Resources.

[2:57:06] They work. 08:00 a.m. To 08:00 p.m. At the pib.

[2:57:13] And. They are providing care and support and response on

[2:57:19] PIB. And also. To residents from PIB within community as

[2:57:25] and when required. And obviously we do benefit from that

[2:57:30] team. And the responses and skill set that they have

[2:57:34] in community as well, readily supporting us. Whenever we need

[2:57:39] them to. Any further questions, Councillor Watt. Thank you. Chair

[2:57:49] to Superintendent McCandy. Just because I'm curious, I'm wondering. The

[2:57:55] community safety unit, I would say at least stems from.

[2:57:59] Mental health and addiction issues. There's a large component based

[2:58:02] on that, but I don't. Think that interior health or

[2:58:05] any health authorities throughout the province chip in on the

[2:58:08] funding of that. Is there a model? Where health authorities

[2:58:13] help fund. I know I'm jumping ahead. I'm just suggesting

[2:58:18] that. I'm a proponent that we've made health and safety

[2:58:25] our number one. And I certainly. Am happy that we're

[2:58:29] moving forward with this. I just also know that many

[2:58:32] times when it's mental health and addictions, probably the direct

[2:58:36] payment shouldn't come from a municipality because provincial. Would probably

[2:58:40] take the lead on that. I just wonder if there's

[2:58:43] any models where the province has actually chipped in on

[2:58:45] those. So through the chair. I'd like to provide some

[2:58:49] clarity around the mandate of those two. Resources. I'm asking

[2:58:53] to create that community safety unit. So in the last

[2:58:57] four quarter presentations, I've given to city the number one

[2:59:01] call for service for RCMP has been to deal with

[2:59:05] unwanted persons. And I would say, more statistically. Those requests

[2:59:10] come from local businesses. And that would be from people

[2:59:17] loitering. In their business spaces in the morning. And so

[2:59:22] being able to prioritize that call for service over a

[2:59:26] break and enter you can imagine that a break and

[2:59:29] enter in property or. That kind of report to police

[2:59:33] would be of a priority. But creating a community safety

[2:59:37] unit will help us address those calls for service in

[2:59:41] a shared response with bylaw as it relates to encampments

[2:59:44] in public spaces. And being able to address calls for

[2:59:50] service at some of our shelter incidences, and being a

[2:59:53] primary point of liaison to shelters. So the function of.

[2:59:59] Those two officers will not be around those responses to

[3:00:04] what we have tasked to our integrated crisis. Response team.

[3:00:07] They will be a collective unit. That we will call

[3:00:10] the community safety unit. The officers and nurses are the

[3:00:14] integrated crisis response team. And the two or three officers

[3:00:18] that we have identified. To hopefully becoming from this budget

[3:00:23] request, we'll be forming that group, and we used to

[3:00:27] have a similar team that Sergeant Rock was the downtown

[3:00:30] enforcement team, and they were the primarily liaisons. To business

[3:00:34] associations. And those people experiencing property crime downtown and being

[3:00:40] able to do that work. Of supporting businesses locally with

[3:00:46] crime prevention and anything around strategies to move people along

[3:00:52] in the morning. That are maybe loitering outside of their

[3:00:56] businesses and also being that primary connection with other supports,

[3:01:01] such as we no longer have a youth position or

[3:01:05] youth liaison position within the municipality, but we also want

[3:01:09] this community safety unit to. Be engaged with youth in

[3:01:13] the community, and we also would like them to be

[3:01:17] engaged with supporting some of our seniors, more vulnerable seniors

[3:01:20] in the community as well. And so that's the work

[3:01:24] that I see this community safety unit doing. That is

[3:01:28] outside the integrated crisis response team, which is why we

[3:01:31] have not gone to a health authority to ask to

[3:01:34] fund those positions. Thank you. That was a long answer.

[3:01:38] Sorry. And I think that with the restructuring of the

[3:01:44] ministries in Victoria now, that mental health and addictions is

[3:01:48] going into. The health service under the Ministry of Health,

[3:01:53] then that might be a good message to take to

[3:01:56] Victoria. When we meet the ministers next. Councillor Gilbert. Yeah.

[3:02:03] Thank you for the chair. I'd like to move the

[3:02:04] staff recommendation seconded. We have a second. Any further questions

[3:02:10] or comments. Bearing in mind that. These motions as we

[3:02:16] pass them now are subject to final review and the

[3:02:18] final budget decision making. Process. For the questions. Councillor Conan?

[3:02:24] No, we're getting a negative from Councillor Connett, so I'm.

[3:02:26] Going to call the question then. All in favor? And

[3:02:34] Councillor Conan? That's affirmative. So that motion passes unanimously. Thank

[3:02:39] you very much. Thank you. For your consideration. Thank you.

[3:02:42] Thank you. I'd like to move on. With.

[3:02:52] 7.33 public safety and partnerships before we break for lunch,

[3:03:02] And. We have director of public safety and partnerships, Julie

[3:03:05] Check. And Ms. Campbell, please. Hello, mayor and councillor. I'm

[3:03:10] pleased to bring forward the public safety and partnerships operating

[3:03:13] budget. For 2025. The Public Safety and Partnerships Division is

[3:03:22] a new department at the city with the responsibility of

[3:03:25] both community safety and well being through direct oversight of

[3:03:28] the social development department as well as bylaw. Services. Public

[3:03:35] safety is a multi agency, multi jurisdictional issues that requires

[3:03:39] coordinated efforts across various organizations to be truly effective and

[3:03:43] responsive to the community's needs. Another function of this division

[3:03:47] is to coordinate where others play a role through partnerships.

[3:03:52] To this end, we routinely collaborate with key public safety

[3:03:54] agencies, the nonprofit sector, and the business community. On joint

[3:03:59] initiatives in promotion of public safety. Currently, the department consists

[3:04:05] of approximately 20 staff, two in the social development department,

[3:04:09] and a complement of 17 in bylaw services. That's also

[3:04:12] supplemented by casual or relief work. By law enforcement and

[3:04:18] social development can really be seen as two sides of

[3:04:21] the same coin. Both are essential for enhancing community safety

[3:04:25] and wellbeing. By law enforcement, maintains order and community safety

[3:04:31] by. Ensuring compliance with local bylaws addressing social issues like

[3:04:36] overnight sheltering and public spaces encampment responses, noise and property

[3:04:41] compliance, parking enforcement and animal control, to name a few.

[3:04:46] Meanwhile, the Social development department focuses on improving the quality

[3:04:50] of life of community members by tackling social challenges such

[3:04:53] as poverty, housing affordability, mental health, substance use and addiction,

[3:04:58] childcare and food security. Together they create a balanced approach

[3:05:02] of enforcement and non enforcement strategies that not only uphold.

[3:05:06] Community standards but also address the root causes of social

[3:05:10] challenges, fostering a safer and more cohesive community. In the

[3:05:15] next few slides, I'll share a few notable. Achievements of

[3:05:20] this division. The Social Development department collaborated very closely with

[3:05:24] community partners to develop a comprehensive framework that outlines key

[3:05:28] priorities for enhancing community health and well being. Actions are

[3:05:32] organized under six key domains as shown in the visual

[3:05:35] on the slide. And include actions under housing, mental health

[3:05:39] and wellness, homelessness, supports for people using substances, childcare and

[3:05:43] food security. As an example, this framework includes Activ. Activities.

[3:05:49] Over 50 activities. To be more specific, and some of

[3:05:52] these activities include the establishment of an extreme weather response

[3:05:57] or winter shelter, foreign housed residents, the creation of an

[3:06:00] affordable housing reserve to support nonprofits in developing affordable housing

[3:06:06] and the opening of over 116 new affordable childcare spaces

[3:06:10] through partnerships with. Provincial and community organizations. As a result

[3:06:14] of these initiatives, other municipalities are reaching out to learn

[3:06:18] more about our approach as they seek to develop their

[3:06:21] own social development frameworks. Achievements of this small and mighty

[3:06:26] team are making a real difference for our community by

[3:06:28] expanding access. To childcare, improving inclusivity with the city's first

[3:06:32] accessibility plan, and addressing food security with an enhanced local

[3:06:36] infrastructure. Additionally, partnerships with indigenous groups are fostering reconciliation while

[3:06:43] over a million dollars has been secured. Through federal grants

[3:06:47] to support youth crime prevention, all contributing to a safer,

[3:06:50] more resilient and equitable community. Bylaw services have also seen

[3:06:56] some notable achievements. In this last quarter, we've extended our

[3:07:01] operating hours from 06:00 a.m.. To 10:00 p.m. And introduced

[3:07:04] an integrated model that improves efficiency and allows for cross

[3:07:08] training in both byline enforcement and social disorder issues. Additionally,

[3:07:14] provincial funding has been secured through a grant to reestablish

[3:07:17] the Penticton situation. Table this is a collaborative initiative that

[3:07:21] will bring together social services, law enforcement, healthcare, and community

[3:07:26] organizations to support individuals at high risk of harm. Or

[3:07:30] at risk of involvement in crime. This approach will enable

[3:07:34] a quicker response to safety concerns, improve access to services

[3:07:38] and ultimately enhance community safety. A comprehensive service review of

[3:07:43] bylaw services is almost complete, and it will serve to

[3:07:46] further optimize operations and strengthen our community, our community's commitments

[3:07:51] to public safety. Collaborative initiatives are improving community safety. Through

[3:07:59] strategic partnerships with organizations like the RCMP and the fire

[3:08:03] department. Historically, many of these initiatives were led solely by

[3:08:06] the RCMP, but through enhanced partnership with bylaw officers. We

[3:08:12] are now supporting the RCMP through some of these shared

[3:08:15] initiatives. Superintendent McCandy spoke to our shared vision of seeing

[3:08:21] a further integration of bylaw with the RCMP, through the

[3:08:23] community safety unit, and in the coming months and years.

[3:08:29] We are looking forward to really shading out the nuances

[3:08:33] of what this new model or approach will look like.

[3:08:36] Looking ahead. The collaborative planning for the 2024 25 temporary

[3:08:40] winter shelter is also a testament to the commitment of

[3:08:43] multiple organizations working together for comprehensive 24/7 oversight or safety

[3:08:48] plan in and around the shelter. Additionally, the revamp of

[3:08:53] the community youth liaison program emphasizes. Outreach to at risk

[3:08:57] use, reinforcing the community's dedication to fostering a safe and

[3:09:00] inclusive environment and taking a prevention focus. Through these initiatives,

[3:09:05] the community is making significant strides to enhancing safety and

[3:09:09] support for all residents. Traditionally, in bylaw services, the key

[3:09:14] performance indicators, or the KPIs, focused on calls for service

[3:09:20] while the KPIs reflect a dip in historical averages. This

[3:09:23] is due to changes in how data is collected in

[3:09:26] track as well as a period of staffing transition earlier

[3:09:30] this. Year that reflected a reduced level of service. Additionally,

[3:09:36] as our work is increasing with the RCMP and fire

[3:09:40] department, we will begin to track the number of assists

[3:09:43] to other agencies as well as. Unique efforts that we

[3:09:46] undertake jointly with the social sector. As noted previously, the

[3:09:50] bylaw services department is currently. Completing a services review, and

[3:09:55] one of our recommendations of this review will likely have

[3:09:58] a focus on performance measurement. That is, to identify what

[3:10:02] the measures of success will be. Identified the appropriate data

[3:10:06] that we will collect and also the needed infrastructure to

[3:10:09] enable modernized response to how we're tracking and reporting out

[3:10:13] on data. Further budget processes. We'll see subsequent updates to

[3:10:17] these KPIs based on the findings of this review which

[3:10:20] will bring forward in the coming weeks. Continuing with our

[3:10:24] key performance indicators, I also want to highlight several areas

[3:10:28] of interest within social development. That emphasize partnership and strategic

[3:10:32] policy. To support this focus, staff will continue to monitor

[3:10:37] the city's policies and projects. To make sure that they

[3:10:40] align with accessibility requirements as outlined in our accessibility plan.

[3:10:45] Additionally, we'll report on progress related to the actions outlined

[3:10:48] in the social development framework. And report out on grant

[3:10:53] funding that's secured for social development opportunities in the community.

[3:10:58] One thing I'd like to note is of the 57

[3:11:00] or so actions of the social development framework. We've seen

[3:11:03] significant. Progress in over 30 of those actions. Public safety

[3:11:09] and partnership efforts, as I noted, are centered on partnerships,

[3:11:13] maintaining and building them with a specific focus on relationships

[3:11:17] with the business community, provincial government, and regional partners. In

[3:11:21] this vein, this year includes a proposal to expand the

[3:11:24] remote guard DPbia camera. Program, which Superintendent McCandy spoke briefly

[3:11:31] in her presentation as well. The business community has seen

[3:11:35] great success in reducing vandalism, property crime and graffiti or

[3:11:39] social nuisance in the areas where cameras have traditionally been

[3:11:42] deployed and if approved, staff would work with the Chamber

[3:11:45] of Commerce, the BIA and other business leaders, the RCmp

[3:11:49] and bylaw to extend the service beyond the downtown area

[3:11:53] to include other area. Areas of the city, like the

[3:11:55] industrial area and the south side of the city. Staff

[3:11:59] are also proposing developing a community safety and well being

[3:12:02] plan, which Miss Melnick spoke to during her engagement update.

[3:12:07] Many municipalities across Canada are developing and implementing these types

[3:12:11] of plans in response to provincial directives and a growing

[3:12:15] recognition that public safety goes beyond policing. And law enforcement

[3:12:19] and must take a multidisciplinary, systems based approach in order

[3:12:22] to be effective. Municipalities like Vancouver and Victoria are incorporating

[3:12:27] community safety and wellbeing plans into their overall planning and

[3:12:31] focusing their efforts on mental health, homelessness, and harm reduction

[3:12:34] as key elements of their strategies. Through extensive consultation, including

[3:12:39] with the public, this plan would clearly define the community's

[3:12:42] priorities and actionable steps to promote safety and wellbeing. In

[3:12:48] other words, what it would aim to do is integrate

[3:12:50] the efforts of all of our agencies. Social development bylaw

[3:12:54] services, the RCMP, and fire into a comprehensive public safety

[3:12:58] framework or a master plan of sorts. Looking ahead to

[3:13:02] 2025. The bylaw services department also plans to conduct or

[3:13:07] do some analysis on our current data collection. And file

[3:13:10] documentation, as I've alluded to in the previous slide, and

[3:13:14] this review will compare our practices with other platforms and

[3:13:17] programs softwares to improve our data collection and methodology. Develop

[3:13:22] social disorder or heat maps, target repeat nuisance files and

[3:13:26] facilitate better lawful information sharing with RCMP. These initiatives collectively

[3:13:31] will advance our goals of fostering a safe and resilient

[3:13:34] community. We're also dedicated to advancing the implementation of the

[3:13:39] Councillor endorsed accessibility plan, working closely and collaboratively with all

[3:13:44] city divisions and departments to create a more accessible community,

[3:13:48] a key objective for 2025 is to enhance. Our internal

[3:13:53] processes by reviewing city projects at the outset of their

[3:13:57] implementation, ensuring that accessibility is prioritized from the very beginning.

[3:14:02] This initiative is essential to our vision of livable and

[3:14:05] accessible city. Additionally, we continue to focus on the priorities

[3:14:10] outlining the social development framework. Our dedication to these actions

[3:14:14] are vital as we strive to build a healthy, safe

[3:14:16] and resilient community by making progress across all these domains,

[3:14:20] we reinforce our commitment to creating an environment that is

[3:14:23] both livable. And accessible to all residents. We are implementing

[3:14:29] several key changes to improve how we deliver services and

[3:14:32] operate more efficiently within the broader public safety ecosystem. And

[3:14:36] Superintendent McCandy gave a very thorough example of how that's

[3:14:40] being done. In bylaw services. As an example, we now

[3:14:44] have daily shift overlaps that allow for better training, collaboration,

[3:14:48] and proactive efforts like joint patrols with the RCmp. Scheduled

[3:14:53] team overlaps and cross training also helps us to manage

[3:14:56] our staffing challenges and improve interoperability within the team, which

[3:15:00] was also a key recommendation of the. 2022. Community safety

[3:15:04] resource review. Joint initiatives like hot spot patrols and joint

[3:15:08] investment in crime prevention strategies like septed will continue to

[3:15:12] reduce the pressure on law enforcement, allowing us to address

[3:15:16] issues more effectively and proactively. In keeping our community safe.

[3:15:20] Additionally, the social development team continues to bring in provincial

[3:15:24] and federal investment. Minimizing the. Impact of municipal budgets while

[3:15:27] supporting important community initiatives. The public safety and partnership division.

[3:15:33] Total net budgets for 2025 are 1.9 million an increase

[3:15:36] of 277,000 from the 2024 budget. Revenues from this department

[3:15:41] consists of parking and fine revenues, as well as dog

[3:15:43] licensing and fines, which have all remained consistent with the

[3:15:46] 2024 budget. The main expenses included in this division are

[3:15:49] contract cost. Costs for animal control as well as staffing

[3:15:53] costs for bylaw, social development and the director the 2025

[3:15:56] budgeted expenses have increased over the prior year for contractual

[3:15:59] inflationary increases and initiatives that will be reviewed in the

[3:16:02] coming slides. The first initiative is the development of the

[3:16:05] community safety and wellbeing plan, a strategic initiative. Designed to

[3:16:08] enhance the quality, safety and quality of life for residents

[3:16:12] within our community by addressing complex social issues with longer

[3:16:15] term solutions. The budget request for this project is $75,000

[3:16:18] and is proposed to be funded out of reserves. I

[3:16:21] will turn it back to Ms. Chek to discuss this

[3:16:23] project in a bit more detail. As noted, the community

[3:16:25] safety and well being plan. Many municipalities in Ontario are

[3:16:32] now legislated to develop these plans. That's not quite the

[3:16:36] case here in BC. However, many municipalities are moving in

[3:16:39] this direction. As a way of creating a roadmap for

[3:16:44] long term systemic solutions. So the project would look at

[3:16:48] including key elements such as community and partner engagements, data

[3:16:53] collection and analysis across the system. So removing the silos

[3:16:57] to really understand how those trends. Work across the ecosystem

[3:17:02] of public safety. Development of strategic objectives, implementation of crime

[3:17:07] prevention initiatives, and monitoring and evaluation. This plan is a

[3:17:12] collaborative initiative that will engage residents, community organizations, and partners

[3:17:16] to enhance the safety and well being of Penticton residents.

[3:17:20] It also will provide counsel with opportunities for strategic advocacy.

[3:17:24] As it will identify what those gaps could be and

[3:17:27] where the municipality plays a role, where our sector plays

[3:17:30] a role and where the province. And the federal government

[3:17:32] plays a role. I will now turn it over to.

[3:17:38] There you go. One more initiative. In 2021, the city

[3:17:41] partnered with the DPVIA on a pilot project to improve

[3:17:43] community safety. And livability in the downtown area through the

[3:17:46] security camera program. This project was further invested in by

[3:17:49] the city in 2023, with a further $100,000 contributed to

[3:17:53] the program in August of this year, the chamber and

[3:17:56] the DPA attended a committee of the whole meeting and

[3:17:58] provided details on their pond expansion. Of the program, looking

[3:18:01] for the city to consider supporting it again. At that

[3:18:03] meeting, Councillor passed a resolution to support the program from

[3:18:06] April 2025 to September 2026 and to consider the funding

[3:18:10] request during budget. This $94,000 is the contribution requested for

[3:18:14] 2025 with the remaining 56,000 being put into the 2026

[3:18:18] budget year. That brings us to the recommendation that Councillor

[3:18:22] approve in principle the public safety and partnership 2025. To

[3:18:25] 2029 budget subject to final review. Thank you very much.

[3:18:30] And Councillor Conan. Yes, thanks. Through the chair.

[3:18:40] Can you explain? Are we going to be repeating a

[3:18:42] lot of things that were in the safety report that

[3:18:45] we already paid for a couple of years ago that

[3:18:47] was very extensive and gave lots of ideas. I think

[3:18:50] it cost us $75,000 also, is it something that we've

[3:18:54] already done. Through the report that we paid for a

[3:18:58] couple of years ago. Thank you. Through the chair to

[3:19:03] Councillor Conan's. The intention is really to bring an update.

[3:19:06] Many of the recommendations that have been made that were

[3:19:09] actionable at the municipal level are being implemented and have

[3:19:13] been implemented. I think the other element. Of the community

[3:19:18] safety. Well being plan is actually one of the recommendations

[3:19:22] that were outlined in that report. For further actioning. So

[3:19:27] this would really seek to really take it to the

[3:19:29] next level. I think there's been a lot of work

[3:19:31] that's been done both in the RCMP. And bylaw services

[3:19:35] to eliminate redundancies in the areas where there is need

[3:19:39] for joint response. It's to complement each other's authorities and

[3:19:43] every effort. Will be made through the development of this

[3:19:46] plan. To identify what those opportunities moving into the future

[3:19:51] could look like. We also know that the provincial government.

[3:19:55] Has just recently reformed. As part of that new mandate.

[3:20:01] Provincial minister of state, responsible for community safety and integration

[3:20:05] of services. And so this would really look. At. Leveraging

[3:20:11] and building on the momentum that is happening provincially to

[3:20:13] bring us into an updated plan that reflects the key

[3:20:17] priorities and the gaps in our community. The other piece

[3:20:23] that I would add would be. New and enhanced is

[3:20:27] really a focus on. When we identified those shared priorities,

[3:20:31] identifying the way that we're going to measure success. And

[3:20:35] reporting it out on a routine basis so that Councillor

[3:20:39] and the community. Have that information. Reported in. A more

[3:20:46] deliberate way rather than ad hoc. At the request of

[3:20:49] other reports. So. Those would be what I envision. Being

[3:20:56] the benefit of. This community safety and well being plan.

[3:21:01] Thank you. Councilor Grime? Yes. Thank you. The chair. I

[3:21:06] have two questions. First one, could you speak? A little

[3:21:09] bit more to the detail of these cameras at our

[3:21:12] last open house. I got inundated. With a lot of

[3:21:14] questions regarding the camera program and the reinvestment to that.

[3:21:20] And briefly talking them about the fact that these are

[3:21:22] 24/7 monitored cameras, it seemed that the community bought in

[3:21:27] a lot more. Could you speak to the fact that

[3:21:28] there's a big difference between. Normal security cameras, let's say

[3:21:31] your business or in your home to the pole is

[3:21:33] the ones that we are reinvesting in throughout the community.

[3:21:36] That's my first question. Thank you. Through the chair to

[3:21:39] Councillor Graham. I'm not as familiar on the

[3:21:49] technology of the cameras, but what I can say is.

[3:21:52] That some of the cameras. Do have technology. That's remote

[3:21:54] guard that would deploy. Public safety agencies. When they're monitored

[3:22:00] and others are just static and collect the information. But

[3:22:04] that is information. I'd be happy to source for you

[3:22:06] through the DPPIA on the exact technology. Thank you. My

[3:22:11] second one, when you're opening here, you discussed that with

[3:22:15] the framework that. We've created in house with our senior

[3:22:17] team here that other communities are asking for your advice,

[3:22:21] your help, or essentially trying to copy what we've created.

[3:22:25] We currently at our RCMP detachment. We have one forensic

[3:22:31] employee that we lease out for $5,000 around the Okinawan

[3:22:36] which we're all for now, if other communities are coming

[3:22:39] forward, to the city of Penticton. And specifically this. Asking

[3:22:43] now, are we looking to charge these other communities? Is

[3:22:45] that something that's coming down? The pipeline. Thank you. Through

[3:22:49] the charit of Councillor Graham. Some of the conversations have

[3:22:52] been in relation to. The social development framework and the

[3:22:54] accessibility framework as gold Star templates that other communities are

[3:22:59] looking. To adopt. We have not explored charging other municipalities

[3:23:05] for our advice. However, what I will say, there is

[3:23:09] a high level of reciprocity in the partnerships that we've

[3:23:13] developed with other agencies. And that highway goes both ways.

[3:23:17] And we also seek out our colleagues in advice when

[3:23:20] we're implementing our own. Strategies and solutions. I see a

[3:23:26] consultancy job just developed right there. Council. Any further questions?

[3:23:33] Any comments? Councillor Gilbert? Yeah, thank you. The chair. I

[3:23:36] like to move the staff recommendation. Do you have a

[3:23:39] second? We seconded. And I've got one question. The community

[3:23:46] safety wellness plan. That's a $75,000 line item, but that's

[3:23:52] coming out of reserve. So that's not going to affect

[3:23:54] the budget. Per se. Is that correct, Ms. Campbell? That's

[3:23:57] correct, your worship. We're funding that. Through the financial stabilization

[3:24:01] reserve. Yeah. So I would say to Ms. Check. Obviously,

[3:24:06] reserves are limited. And. Obviously, you put some thought into

[3:24:11] this, but is this the best use of $75,000? For

[3:24:15] your department. Is there anything else that. You thought about,

[3:24:21] but put aside. Thank you. Through the chair. Mayor Bloomfield,

[3:24:28] I do believe this is the best investment of the

[3:24:30] resources, as I've mentioned. We have a whole new lineup

[3:24:33] of public safety agency leaders. A lot of new staff

[3:24:38] and new key players in the community. And I think

[3:24:42] operational excellence is driven by good strategy, and this allows

[3:24:46] us to develop that strategy. And long term game that

[3:24:50] we can follow. That would see future budget asks really

[3:24:54] be thoughtfully considered around how we prioritize and sequence further

[3:25:00] investments that are required in the public safety role. Thank

[3:25:04] you. Councilor. Any further questions? Comments? None. I'll call a

[3:25:10] question. All in favor? And Councillor Conan. Says yes. And

[3:25:16] so that is a unanimous decision. And thank you very

[3:25:19] much. Thank you. So we are going to take a

[3:25:21] break for lunch. And we'll cut it down a little

[3:25:26] bit. Cancel. 45 minutes. 115.

[3:25:37] For November 19 and moving straight into. Section 7.4, development

[3:25:44] services. And starting off 7.41, development services with Mr. Levin,

[3:25:50] Director of development services, and Ms Campbell. Good afternoon, your

[3:25:54] worship and Councillor. I'm privileged to be here today to

[3:25:57] present the development. Services 2025 operating budget to you with

[3:26:01] Mrs. Campbell. Development services assist the community by creating a

[3:26:07] positive environment for community growth. We work with the public

[3:26:11] the business and development community, governmental and nongovernmental organizations to

[3:26:15] guide growth, according to the city's official community plan. Led

[3:26:19] by myself, the director of development services. Our division consists

[3:26:22] of 24 and a half full time equivalent staffs. Our

[3:26:25] division leads work to advance council's strategic priority around livable

[3:26:29] and accessible, focusing on housing, deliberate growth and working towards

[3:26:33] a community that is healthy, safe and desirable for residents

[3:26:36] to call home. As a summary of what we do.

[3:26:42] We do land use and planning approvals, so that establishes

[3:26:45] a growth vision for the city and ensures alignment to

[3:26:48] that vision through construction and development. We do building and

[3:26:52] permitting and inspections, ensuring a safe and well built community.

[3:26:57] We do development engineering, ensuring that subdivision development and building

[3:27:01] processes integrate with the city's transportation water, electrical and sewer

[3:27:05] infrastructure and our parks and urban forest. Our division also

[3:27:09] manages the city's. Business liquor and cannabis licensing program licensing

[3:27:13] over 3700 businesses 150. Registered not for profit organizations and

[3:27:19] 340 short term rental businesses. And finally, we oversee the

[3:27:22] city's. Economic development function, which involves multiple city departments ensuring

[3:27:26] the economic vitality of the community. Over the past year,

[3:27:30] our division has seen several successes aligned with the livable

[3:27:34] and accessible community priority. We've seen strong development statistics this

[3:27:38] year, particularly on housing. What we assume. Councilor Conan is

[3:27:44] having trouble getting the audio through. It just started for

[3:27:50] me. Thank you. Okay. Sorry. Carry on then, please. Sure,

[3:27:54] no problem. What we assumed going into 2024 would be

[3:27:58] a slow year on par with 2023. We've actually surpassed

[3:28:02] the housing unit targets for the year and are seeing

[3:28:06] continued growth in that area. Part of the success is.

[3:28:09] Through the partnerships that we have cultivated with the building

[3:28:12] industry and building organizations to ensure continued investment. In the

[3:28:16] community and ensuring that Penticton remains a great place to

[3:28:19] build. Specifically on the policy side, we've had a number

[3:28:22] of accomplishments, including amendments to the city's. Official community plan

[3:28:25] and zoning bylaw stemming from recommendations from the city's official

[3:28:30] community plan task force, which ran all throughout 2023 and

[3:28:33] from the new provincial housing initiatives passed in 2023. The

[3:28:39] process improvements that. Have resulted from these changes will serve

[3:28:43] the community well into the future. Beyond those, though, we've

[3:28:46] also made great strides towards having the city's first social

[3:28:49] housing plan, which will categorize and prioritize social housing projects

[3:28:53] to ensure housing needs as outlined by our housing needs

[3:28:56] assessment are being met and address housing for the most

[3:28:59] vulnerable in the community. Coming out of other recommendations from

[3:29:02] the OCP Housing Task Force, we've made progress on. Unlocking

[3:29:05] three city owned sites for social housing projects for workers,

[3:29:09] youth and seniors. From the economic development function. We've put

[3:29:13] the community's best foot forward. Through. Strategic media buys earned

[3:29:18] media and continue to market the community as a desirable

[3:29:21] place to live, work and do business. All of the

[3:29:24] work we do in economic development is dependent on the

[3:29:26] partnerships we maintain with other internal departments and outside organizations

[3:29:31] like the Chamber of Commerce, travel Pentictin, the Industrial Development

[3:29:34] Association, Downtown association and others. I'd like to take this

[3:29:39] opportunity to highlight a few key performance indicators for the

[3:29:43] development. Services division. We've issued for construction 260 units of

[3:29:48] housing through Q three in 2024. And this is well

[3:29:51] beyond the minimum needs for the community per year, which

[3:29:55] is determined by our housing needs assessment at 200 and.

[3:29:58] 18. We've processed 490 building permits, which is slightly lower

[3:30:02] than our five year average, but. Quite a bit higher

[3:30:05] than last year. We're seeing high construction value or higher

[3:30:09] than our five year average we've processed. Close to $160,000,000

[3:30:13] in construction value so far this year. And on the

[3:30:16] inspection side. We've completed over. 300. 600 inspections this year

[3:30:22] and closed over 560 development files. And for licensing, as

[3:30:26] mentioned before, we maintain over 3700 business licenses and 340

[3:30:30] short term rental licenses. This side gives a snapshot of

[3:30:35] housing numbers, and these are numbers of units that were

[3:30:38] approved. For construction over the past ten years. Just showing

[3:30:41] how strong 2024 was. A year keeping us above. That

[3:30:47] what we need to achieve for a medium growth scenario?

[3:30:51] There are a total of three initiatives proposed for our

[3:30:54] division in this year's budget, which are outlined on page

[3:30:57] 83 of the plan. The ones with financial impacts will

[3:31:00] be discussed later on in the presentation, but I'll just

[3:31:03] give a quick overview of the three initiatives here. The

[3:31:06] first is advancing housing affordability and this initiative support. Supports

[3:31:12] and provides funding for four main projects, the first of

[3:31:15] which is development of an affordable housing incentive policy. So

[3:31:19] looking at tax incentives, development cost charge reductions, other fee

[3:31:24] charges, density bonusing, And using funds to help develop that

[3:31:29] policy. The second is developing housing on city own land

[3:31:32] work that we've already started, but will continue in 2025.

[3:31:36] The trends are oriented areas. This is something that. Was

[3:31:41] imposed upon us by the province, and we have three

[3:31:44] areas that we've identified as transit oriented areas in the

[3:31:47] community. These funds will go towards doing some very minor

[3:31:50] area planning and creating some vision around how development of

[3:31:54] those three transit oriented areas can occur. And then implementing

[3:31:58] the social, housing and infrastructure plan once it is presented

[3:32:03] to Councillor and received by Councillor early in the new

[3:32:06] year. We have funds for the implementation to ensure that

[3:32:09] the initiatives that are highlighted in that plan. Can proceed.

[3:32:14] The second initiative that we're proposing through the budget is

[3:32:17] Okanagan lakeshore and Esplanade plan, which is intended to create

[3:32:20] a vision for this unique area of the community. And

[3:32:23] the budget request for this is $140,000. And then the

[3:32:27] north gateway. Work. We also have funds in this plan.

[3:32:34] Or initiatives in this plan that continue the work to

[3:32:37] develop the north gateway area of the city. Speaking now

[3:32:41] to the operational. Efficiencies of our division. The biggest efficiency

[3:32:47] over the past year has been the amendments. To the

[3:32:49] OCP zoning bylaw and development procedures bylaw that I spoke

[3:32:53] about earlier. This is really eliminated many of the processes

[3:32:57] that slowed down development and now allows projects that are

[3:33:00] aligned with the vision in the OCP to move quickly

[3:33:03] from idea to construction much more quickly. Than previous. We're

[3:33:08] also seeing the positive impacts of council's investment in digitization.

[3:33:11] Over the past few years with almost complete online application

[3:33:15] processes set up, and this saves massive amounts of time

[3:33:18] and money for the builders who we do business with,

[3:33:20] who used to have to show up at city hall

[3:33:22] with multiple roles of building plans and now can upload

[3:33:25] plans into. Our digital online application review portal and communicate

[3:33:29] with the inspectors that way. So huge efficiencies there and

[3:33:33] based on investments made by Councillor over the past few

[3:33:36] years. And on the digitization. We're actually going back now

[3:33:41] and digitizing a lot of our historic files so that

[3:33:45] plan retrieval and record retrieval happens in a much more

[3:33:48] streamlined and accurate focus, which helps when real estate professionals

[3:33:53] want to access city files or builders need to access

[3:33:55] building plans or other. Reasons to access city files. Development

[3:34:01] Services also subscribes to an ethos of continuing incremental. Improvement

[3:34:05] which has served us serve to keep us as one

[3:34:07] of the most desirable. For developers and design professionals to

[3:34:12] work within the province. The net budget for the development

[3:34:16] services division for 2025 totals $1.6 million a $269,000 increase

[3:34:21] from the 2024 budget. Revenue from this division consists of

[3:34:25] building permits licensing fees, inspection fees, and planning application fees.

[3:34:29] 2025 has a budgeted overall increase for revenues of just

[3:34:32] under 100,000. Relating specifically to building permits and licensing expenses

[3:34:38] for the division consists of all costs associated with the

[3:34:40] building planning and development departments, including economic development. Included in

[3:34:45] development services expenses is $314,000 for the local government housing

[3:34:49] initiatives, which is funded by a provincial grant which we

[3:34:52] received in 2024. For reporting purposes. This revenue is included

[3:34:56] in the general government revenues and not within development services.

[3:34:59] Through further reviews of grant funded projects in preparation of

[3:35:02] these budget deliberations. It was noted that some of these

[3:35:05] revenues were intended to be spent during 2024, however, have

[3:35:08] not been expended yet, and are not planned to be

[3:35:10] expended by year end. As a result, staff is proposing

[3:35:13] to amend the 2025 Dra. Draft budget by 138,000 in

[3:35:17] recognition of bringing that deferred revenue forward, which will offset

[3:35:20] some expenses in 2025 and reduce the tax increase by

[3:35:23] 0.3 of a percent. Otherwise, overall expenses have increased for

[3:35:27] specific one time initiatives, which will be detailed separately over

[3:35:29] the next few slides. The first initiative is advancing housing

[3:35:33] affordability. The budget request for these projects is $130,000 and

[3:35:37] has been funded through the online accommodation platform reserve, so

[3:35:41] has no impact on taxation. I'll turn it back to

[3:35:43] Mr. Laven to discuss this initiative in more detail. So,

[3:35:47] led by our housing and policy initiatives manager, this initiative

[3:35:50] supports and provides funding for four main projects. The first

[3:35:54] two are continuation of work that was started in 2023

[3:35:57] as recommendations from the official community plan task force and

[3:36:01] involve the development of an affordable housing incentive. Policy, which

[3:36:07] I spoke about a bit earlier, and developing housing on

[3:36:11] city owned lands. So we have put one of the

[3:36:13] city owned lands into the BC builds project. The other

[3:36:17] land. We do need to use some funds to create

[3:36:19] a vision for. How that parcel of land is going

[3:36:23] to be built out and how we can maximize the

[3:36:26] use of that really important site in the downtown. The

[3:36:29] other two projects are for the development of our transit

[3:36:32] oriented areas and the implementation of the social housing and

[3:36:36] infrastructure plan. The second initiative is for the Okanagan, lakeshore

[3:36:41] and Esplanade plan. The budget request for this project is

[3:36:44] 140,000 and is proposed to be funded through the financial

[3:36:47] stabilization reserve. So again, no impact on taxation. Again, I'll

[3:36:50] let Mr. Lee and provide some. Further details. This plan

[3:36:55] will create comprehensive vision for this unique area of the

[3:36:58] community. From Marinaway north up to the KBR right of

[3:37:01] way. Several important decisions need to be made in regard

[3:37:04] to this area by the city with regard to some

[3:37:08] buildings that we own in the area. Park space that

[3:37:13] we manage. As well as other groups like the Penticton

[3:37:16] Marina and the Penticton Tennis Club. Both of which are

[3:37:19] organizations who want to make investments in their facilities and

[3:37:22] the services they provide. To the community in that area.

[3:37:25] But first need to understand the vision of the city

[3:37:28] for the area before they can make those investments. The

[3:37:31] funds being requested will be a year long engagement and

[3:37:35] planning process to establish a vision for this area. And

[3:37:39] will help us to make decisions the funds will go

[3:37:41] towards. Professional reports qualified environmental professional review. Technical review as

[3:37:49] well as the engagement materials and the plan development process.

[3:37:55] So with that, the recommendation is that Councillor approve in

[3:37:57] principle the development services 2025 to 2029. Budget with an

[3:38:01] amendment to increase revenues by $138,000 for the local government.

[3:38:05] Housing initiatives grant subject to council's final review and again,

[3:38:08] that increase of revenues, as noted in the recommendation is

[3:38:11] for the grant funding, not. Noted earlier that will be

[3:38:16] forwarded from 2024 into 2025, offsetting some planned expenditures and

[3:38:20] reducing the proposed tax increase by 0.3 of a percent.

[3:38:24] Thank you. And, councillor, any questions? Development services. Councillor Gilbert.

[3:38:31] Yeah. Thank you. To the chair. I like to move

[3:38:33] the staff recommendation. And second. Seconded. And further comments. Any

[3:38:39] questions? Sorry. And Councillor Conan. Thank you.

[3:38:49] Through the chair. For the $130,000 advancing housing portability. Is

[3:38:59] that going to be? Four different reports that come to

[3:39:02] us. With those targeted projects, because I feel like a

[3:39:08] lot of that is something we're already doing? Our staff

[3:39:11] is already doing. Or are you hiring consultants? So why

[3:39:16] would it cost? 130,000 is what I'm. Asking. Mr. Legging.

[3:39:24] Yeah. Through your worship, there will be some consultancies that

[3:39:27] we will be relying on. We have cost it out.

[3:39:33] Each individual of the four projects have different costs to

[3:39:36] them, so that 130,000 is cumulative. Of the four projects,

[3:39:40] and I don't have the exact breakdown, but. There are

[3:39:44] some consultations that will occur. There will be some architectural

[3:39:48] consultations that we'll. Be getting there's some various engagement. Initiatives

[3:39:55] that we'll be doing, but all of that work will

[3:39:57] be led by staff. These aren't reports that we're going

[3:40:00] to be turning over to consultants to develop. Reports. This

[3:40:04] is money that will be used to develop those plans

[3:40:06] internally, relying on consultants to feed into that process, but

[3:40:11] the majority of that work will be done at the

[3:40:13] staff level, and I should mention, and I think it

[3:40:16] was mentioned. The money that we're using, the 130,000

[3:40:25] is coming out of the short term. Rental online accommodation

[3:40:30] platform. Tax that we collect from the short term rentals

[3:40:29] that goes into an affordable housing reserve and I think

[3:40:33] in reviewing what we wanted to do around affordable housing

[3:40:35] from a policy perspective, we felt these were the best

[3:40:38] way to move the needle. And using that money for

[3:40:41] what it's intended for, we felt, was a good use

[3:40:44] of those funds. Thank you. Thank you. And any further

[3:40:50] questions? And hearing none. And I'm going to call the

[3:40:55] question. All in favor? Councilor Conan says in favor as

[3:41:01] well. So that's unanimous. Thank you very much, Mr. Label.

[3:41:11] Moving on to 7.5. Corporate administration 7.51 corporate admin. Manager

[3:41:18] of Councillor and executive operations, Cheryl Hardisty. And Ms. Campbell,

[3:41:22] please. Thank you, mayor and Councillor. I will just jump

[3:41:26] right in. So the corporate administration division addresses citywide organizational

[3:41:31] needs, ensuring council's decisions are implemented effectively. And providing strategic

[3:41:36] advice. Key responsibilities include providing advice to Councillor to support

[3:41:40] informed decision making, managing government relationships, including with appendicated indian

[3:41:45] band supporting the senior leadership team. Facilitating council's priority setting,

[3:41:50] training and orientation programs, and advocacy initiatives, as well as

[3:41:54] providing comprehensive administrative support to Councillor and the city manager.

[3:41:58] So corporate men consists of mayor and Councillor who are

[3:42:01] supported by the city manager, Anthony Hadad. Myself, Councillor and

[3:42:03] executive operations manager, and Claire McLean, the confidential admin assistant

[3:42:09] who has joined us. In the gallery. So Councillor serves

[3:42:12] as Penticton's elected body, governing the city and promoting its

[3:42:15] economic social and environmental well being. You provide strategic direction

[3:42:19] to the city manager, and he ensures services align. With

[3:42:22] the community needs and priorities. The city manager's leadership extends

[3:42:26] across the entire organization, overseeing eight direct reports making up

[3:42:30] the senior leadership team of the. City. Together we drive

[3:42:33] cross divisional. Coordination, ensuring cohesive leadership and strategic alignment across

[3:42:38] all city departments and operations. As highlighted in the overview,

[3:42:43] corporate Min leaves the broad operational and strategic functions required

[3:42:46] to support the city's objective. This encompasses everything from coordinating

[3:42:50] city council's orientation and priority setting to strategic direction that

[3:42:54] ensures organizational efficiency and alignment with community needs and Councillor

[3:42:58] priorities. In addition to our core administ. Administrative roles. Corporate

[3:43:02] Min serves as the city's primary contact for government to

[3:43:05] government relationships. Our goal is to establish and nurture collaborative

[3:43:09] partnerships with other levels of government, including the Penticton indian

[3:43:12] band regional district Okanagan, Samuelkamine and other local governments in

[3:43:15] the valley and beyond. We aim to create lasting partnerships

[3:43:19] that benefit not only our municipality, but the broader region

[3:43:21] as well. Through these relationships, we are better equipped to

[3:43:24] advocate for our community's needs, respond to shared challenges and

[3:43:28] work collaboratively on solutions that have meaningful and positive impacts

[3:43:31] on our residents and partners. Alike. So in 2024, council's

[3:43:36] attendance at key conferences, including UBCM, Silga and FCM demonstrated

[3:43:40] a commitment to ongoing learning and regional collaboration. These events

[3:43:43] facilitated strategic networking and enabled Councillor to gather insights on

[3:43:47] emerging municipal challenges and best practices. Outcomes from these engagements

[3:43:51] continue to inform city initiatives and strength. Strengthen partnerships, benefiting

[3:43:56] both the organization and the wider community. This year, Councillor

[3:43:59] attended several conferences, including the UBCM Housing Summit, which focused

[3:44:03] on the continuing crisis and housing affordability and attainability. Mayor

[3:44:06] Bloomfield presented to the delegation about short term rentals alongside

[3:44:10] Sarah Kirby Young of Vancouver city Councillor Amir Doug O'Brien

[3:44:13] from Parksville. The local government leadership academy, or LGLE, which

[3:44:18] deals with the regular course of business items that keeps

[3:44:20] everything moving along. Things like Budget 101, fair value accounting

[3:44:24] concepts, BC assessment, natural asset management, integration of land use

[3:44:29] planning, and climate action. SiLga, the Southern Interior Local Government

[3:44:33] association, passed both resolutions. The city put forward this year

[3:44:37] one about the need for a complex care services and

[3:44:40] the other about upgrading the 201 as it's relied on

[3:44:42] more and more regularly. At Penwor, the Pacific North Pacific

[3:44:48] Northwest economic region summit. We heard about hydrogen infrastructure and

[3:44:51] opportunities achieving energy transition and have the opportunity to tour

[3:44:55] many of the Whistler housing authorities, many projects with Whistler

[3:45:00] Mayor Jack Crompton and the UBCM, and finally the UBCM

[3:45:03] annual convention. This year, Councillor met. With Minister Kalon to

[3:45:06] discuss progress of the Skah Assembly. Minister Fleming, regarding the

[3:45:10] 201 and we were honored to have PIb join us

[3:45:12] to speak with Minister Cullen and municipal affairs staff. About

[3:45:15] water partnership opportunities. Council has also participated in tours of

[3:45:20] city facilities, which has been mentioned today, which we aim

[3:45:23] to offer valuable insights into our key infrastructure and service

[3:45:27] areas. We've conducted the 2025 priorities setting, aligning our focus

[3:45:33] with community needs and long term goals. We've held regular

[3:45:37] intermunicipal advisory committee or IMAC meetings, which have strengthened our

[3:45:40] partnerships with neighboring municipalities. We also held a Councillor to

[3:45:44] Councillor meeting with Penticton indian band, furthering our shared commitment

[3:45:47] to collaboration and close government to government relations. In particular.

[3:45:52] We've also seen some great successes with RDos. With the

[3:45:56] partnership on the shelter funding and Councillor Watt appointed as

[3:46:00] vice chair. So corporate Amin is proposing one new initiative

[3:46:05] for council's consideration, which is the advocacy planning. And intergovernmental

[3:46:09] relations that aims to establish a proactive and sophisticated strategy

[3:46:13] for engaging local, provincial, federal and indigenous governments and other

[3:46:16] key partners. We'll talk a little bit more. About that

[3:46:19] on a later slide. For efficiencies. Part of the city

[3:46:24] manager's role is about creating and supporting efficiencies that enhance

[3:46:28] the performance of all departments, ensuring we work together cohesively.

[3:46:32] To meet citywide goals, prioritizing organizationwide systems, shared resources, and

[3:46:38] collaborative processes. Empowers each department to operate at its best.

[3:46:43] This approach reduces redundancy and builds a strong, adaptable workforce.

[3:46:47] Specifically. Interdivisional collaboration, which. Aims to strengthen cooperation across divisions

[3:46:54] to optimize optimize resource use and improve service. Delivery overall

[3:47:00] organizational review regular assessments of the organizational structure and operations

[3:47:04] to ensure efficiency and alignment with council's priorities and core

[3:47:08] values link to operations. Communicating and integrating core values. Into

[3:47:12] operations to foster accountability and drive a culture of continuous

[3:47:15] improvement. The detailed budget for corporate admin can be found

[3:47:19] on pages 148 to 149 of the plan and reflects

[3:47:22] the total cost of $842,000 for 2025. Expenses are made

[3:47:27] up of Councillor wages, staff wages, public relations conferences and

[3:47:31] training. Increases over the 2024 budget are related. To conferences

[3:47:34] and memberships for events such as Silga and the UBCM.

[3:47:37] Council wages, which are based on the council's remuneration bylaw.

[3:47:40] An additional cost for the initiative that will be discussed

[3:47:42] on the next few slides. Proposed in the plan is

[3:47:45] the incremental cost of $25,000 for the advocacy and intergovernmental

[3:47:49] relation planning to enable the city to advance priority issues,

[3:47:52] secure funding, and influence policies that directly benefit Penticton. I'll

[3:47:56] turn it back to Ms. Hard as you discuss that

[3:47:57] initiative further? Thank you. So as mentioned earlier, the advocacy,

[3:48:02] planning and intergovernment, intergovernmental relations initiative aims to establish a

[3:48:07] proactive and strategic approach to engaging local, provincial, federal and

[3:48:10] indigenous governments, along with other key partners, it will position

[3:48:13] the city to advance priorities and influence policies that directly

[3:48:17] benefit Pentictin. This initia. Initiative will consider items, including formalizing

[3:48:21] a coordinated advocacy calendar, conducting organizational needs assessment, improving alignment

[3:48:27] between Councillor priorities and external funding programs and enhancing relationship

[3:48:31] management with partner and senior government officials and agencies. Key

[3:48:35] components of this initiative include the development of a comprehensive.

[3:48:40] Centralized strategy for engaging senior and cross border government partners.

[3:48:44] Leverage efficacy needs like Silga networks like Silga, UBCM, FCM,

[3:48:49] penwork amplify the city's advocacy efforts. Formalize a calendar, as

[3:48:54] I mentioned, identify organizational needs and develop reports to support

[3:48:59] funding applications and policy alignment. Create professional advocacy materials, including

[3:49:03] briefing notes, brochures, and visual presentations. Strengthen partnerships by hosting

[3:49:07] dignitaries and key partners to showcase priority projects and foster

[3:49:10] collaboration. And integrate Councillor priorities with evolving external opportunities to

[3:49:15] maximize financial support. So without your worship, council's recommendation or

[3:49:20] staff's recommendation, to Councillor is to approve. In principle to

[3:49:22] corporate admin. 2025 to 2029 budget subject to final review.

[3:49:30] Thank you. And Councillor. Any questions? Any comments? Getting a

[3:49:36] negative from Councillor Conan. Councillor Gilbert. Yeah. Thank you. To

[3:49:40] the chair. I like to move. The staff recommendation. Move.

[3:49:44] Seconded. Seconded. And any questions? Discussion hearing? None. I'll call

[3:49:52] the question. All in favor? And Councillor Conan in favor?

[3:49:57] Yes. And so that's unanimous. Thank you very much. Moving

[3:50:07] on. 7.6. Finance and administration. Ms. Campbell, you're on your

[3:50:16] own. Thank you, your worship. You finance an administration division

[3:50:21] works as a strategic partner with departments throughout the city

[3:50:23] to ensure effective delivery of services and programs by providing

[3:50:27] financial, human resources, information technology, legislative, procurement, and communication services.

[3:50:33] We are also responsible for the overall financial administration and

[3:50:36] collection of all city revenues. Led by myself. This division

[3:50:40] consists of 77 FTE and leads work to support the

[3:50:43] organization with a focus on organizational excellence, partnerships, and the

[3:50:47] provision of effective and community focused services as. The support

[3:50:51] division for the city. We are engaged, adaptable to the

[3:50:54] changing organizational needs and pressures. And strive for modern delivery

[3:50:57] of city services. Our division includes financial services providing accounting,

[3:51:02] budgeting, financial analysis, and revenue and collection services for the

[3:51:05] city procurement and inventory provides centralized purchasing services for the

[3:51:09] acquisition of goods and services, including management of the city's

[3:51:12] inventory and disposal of city assets. It, and GIS is

[3:51:15] responsible for providing technical support to all city departments. This

[3:51:19] department plays a crucial role in helping us to innovate

[3:51:21] and focus on modernization, human resources and occupational health. And

[3:51:25] safety is responsible for recruitment and retention, compensation, safety and

[3:51:29] employee well being, training and development benefits and payroll and

[3:51:32] develops and manages corporate programs related to. Employee and labor

[3:51:35] relations. Legislative services carries out a wide variety of statutory

[3:51:39] responsibilities and ensures city decision making processes maintain transparency accountability,

[3:51:44] integrity and accessibility. They are also responsible for the city's

[3:51:48] election processes. Communications and engagement provide strategic communications services that

[3:51:53] are essential to achieving the city's business objectives. As well.

[3:51:57] The municipal RCMP provide an integral service to the RCMP

[3:52:00] members through electronic file management and disclosure victim services programs

[3:52:04] exhibit management crime analysis digital forensics community policing custodial guards

[3:52:09] and restorative justice. Programs. Although structurally the municipal employees belong

[3:52:13] in this division, for operational purposes, they were represented in

[3:52:16] the RCMP presentation earlier. So if achievements throughout 2024 include

[3:52:22] procurement staff working with other local governments for group purchases

[3:52:25] to gain economies of scale in the past year, they

[3:52:28] took the lead on a very complex project for waste

[3:52:30] collection for five municipalities in the regional district. The finance

[3:52:34] team successfully implemented a change in property tax due dates

[3:52:37] from July 31 to the first business day in. July.

[3:52:39] This change was the first step in ensuring that the

[3:52:41] city is able to meet updated legislative requirements under the

[3:52:44] Local Government act. In addition, they also implemented overthecounter credit

[3:52:48] card acceptance at city hall to provide residents with additional

[3:52:51] options for making payments. The business continuity plan for city

[3:52:55] hall was updated to reflect new legislative requirements. Items highlighted

[3:52:58] from that plan have been earmarked for continued improvement into

[3:53:01] 2025. The human resources team successfully led bargaining negotiations with

[3:53:06] two of the city's unionized workforces on the legislative services

[3:53:09] team. Implemented the EScrib system, which has improved Councillor and

[3:53:12] committee meeting processes. While increasing accessibility to public meeting information.

[3:53:17] The IT department continues to leave the city's digital transformation

[3:53:20] and during 2024 started the implementation of Microsoft 365, leveraging

[3:53:25] operational communication tools such as teams. The communications team, along

[3:53:29] with our sustainability department was recognized by the IABC with

[3:53:32] winning the Gold Quill award for our books recycling turns

[3:53:35] a new page campaign. And finally, City of Centigton was

[3:53:39] again awarded the Organizational Safety Excellence Award for 2024. In

[3:53:43] addition, one of our safety staff members was named an

[3:53:46] Excellence awardee for safety leader of the year in the

[3:53:49] 2024, Canada's safest employers Awards. Some KPIs from this division

[3:53:54] that I'd like to highlight include maintaining performance measures on

[3:53:57] financial stability ratios, which is an important aspect of the

[3:54:00] city's financial management. The city continues to sustain stable ratios

[3:54:04] for financial assets to liabilities as well as debt to

[3:54:06] operating revenues. The IT team completed 25 software improvements in

[3:54:10] eight projects. HR offered a number of internal courses. And

[3:54:13] workshops, both online and in person, and procurement issued 23

[3:54:17] contracts valued at over $14 million and issued over 400

[3:54:20] purchase orders totaling just under $6 million. There are a

[3:54:24] total of four initiatives proposed for 2025 for safe and

[3:54:27] resilient. We have the implementation of the updated City hall

[3:54:30] business continuity Plan, as well as advancing digital transformation and

[3:54:34] innovation, which includes leveraging available technologies to focus on increasing

[3:54:38] operational efficiencies, collaboration and new communication tools available within Microsoft

[3:54:42] 360. Five also included in the focus work for 2025.

[3:54:46] For it will be a review of the existing phone

[3:54:48] network system and planning for transition to a digital system.

[3:54:52] The city has experienced several phone outages over the past

[3:54:54] year, which is in relation to our former provider. We've

[3:54:57] switched switched over to a new provider while we work

[3:54:59] through the transition plan for the digital system. Under the

[3:55:03] vision, mission and culture. There's a planned expansion of strategic

[3:55:06] communication programs, including transition. From strictly tactical communications and marketing

[3:55:11] activities to a focus on strategic planning and delivery. Creating

[3:55:14] a process to monitor and collect citizen data and sentiment

[3:55:17] to be used to inform strategic communication decisions and developing

[3:55:20] a proactive corporate communications. Framework and strategy for the organization,

[3:55:24] including both internal and external communications. Additionally, the city will

[3:55:28] conduct the request for proposal process for procurement of an

[3:55:31] external auditor to ensure that Councillor is able to make

[3:55:33] an informed decision when appointing the new auditor. Operational efficiencies

[3:55:38] for 2024 include implementation of Escribe, as previously mentioned, which

[3:55:42] has improved counsel and committee meeting processes internally, making the

[3:55:45] process of organizing these meetings more efficient. Implementation of Microsoft

[3:55:49] 365 allowed staff to start utilizing operational. Communication tools such

[3:55:54] as teams. We also shifted away from Zoom meetings, which

[3:55:57] has decreased expenses as we reduce these licensing fees. By

[3:56:01] entering into an operating agreement with the community foundation, city

[3:56:04] staff were able to reallocate staff time to other functions,

[3:56:07] allowing greater capacity to support internal departments with financial analysis

[3:56:11] and lastly, through these efficiencies, noted internal cap. Capacity has

[3:56:14] also been utilized to assist other departments within the divisions

[3:56:17] that were oversubscribed. Ensuring our teams are cross coordinating to

[3:56:20] provide support where needed. Work capacity and skill sets allow.

[3:56:24] Moving into the financial details. The net budget for the

[3:56:27] financial and Administration division for 2025 totals $4.5 million, a

[3:56:31] $306,000 decrease from 2024 revenue for this division. Consists of

[3:56:36] gaming revenue, the municipal portion of traffic fines, and miscellaneous

[3:56:40] collection recoveries. With the 2025 budget remaining similar to the

[3:56:43] previous year. Expenses for the division consists of all costs

[3:56:46] associated with communications and public engagement. Citywide information technology support,

[3:56:51] including cybersecurity HR support, including hiring of all employees, legislative

[3:56:56] and regulatory requirements, and all finance functions, including insurance and

[3:56:59] debt servicing costs as well as procurement. Overall expenses have

[3:57:03] decreased, mainly with the introduc. Introduction of budgeting for staffing

[3:57:06] vacancies and RCMP contract offsets additional expenses in 2025 include

[3:57:11] racking for newly established inventory area, higher insurance premiums. The

[3:57:15] new communications system to inform strategic communications and a new

[3:57:19] buyer position that we will discuss in the incremental initiatives.

[3:57:24] Simkey drivers from this division include the increases for contractual,

[3:57:27] labor and software licensing and maintenance. These costs are nondiscretionary

[3:57:30] and often rise at rates above inflation. Additionally, the city

[3:57:34] continues to see a rise in its insurance premiums. However,

[3:57:37] this year, in order to mitigate against the significant costs,

[3:57:39] the city has reevaluated its methodology on certain assets in

[3:57:43] an effort to bring. Premiums down as we work on

[3:57:45] reinsuring by the end of the calendar year. Original estimated

[3:57:48] increases for insurance over 2024 budget were just shy of

[3:57:51] $200,000. However, using this revised method, the increase was adjusted

[3:57:55] to 85,000. Although interest rates have more recently stabilized, the

[3:58:00] city has been impacted by several debt issues being refinanced

[3:58:02] at significantly higher rates than. Previous debt terms, many of

[3:58:06] our issues had previously seen rates decreased to less than

[3:58:08] 2%. However recent refinancing rates are closer to 4%. Interest

[3:58:13] rates also impact the amount of interest paid on deposits

[3:58:15] the city holds and pays interest on, such as landscape

[3:58:18] deposits or prepaid taxes. As interest rates have gone up,

[3:58:21] so has the city's cost in holding these funds. For

[3:58:23] example, with previously. Low interest rates. The cost was zero

[3:58:26] in 2021 for these and has risen to over $250,000.

[3:58:30] In 2024. And as mentioned on the previous slide, a

[3:58:34] few incremental expenses have been included in this year. The

[3:58:37] first is to provide for racking within an outdoor inventory

[3:58:39] building at a one time cost of $40,000. Without this

[3:58:42] racking, the area cannot be set up effectively to house

[3:58:45] as many products as possible, allowing for consolidation and working

[3:58:48] to lessen the city's inventory outages. The second item is

[3:58:51] immediate monitoring service. That public affairs and communication departments utilize,

[3:58:55] which includes. Social listening, media management, and a variety of

[3:58:59] influencer and consumer intelligence. The cost of the system would

[3:59:02] be $16,000 annually, with the data available to use on

[3:59:05] a customized dashboard that can be used to create reports

[3:59:08] based on their analysis of online news, broadcast news, social

[3:59:11] media comments and print media. The data would be used

[3:59:14] to assist in making communication decisions and allowing staff to

[3:59:16] have a more data. Datadriven approach. For the 2025 budget,

[3:59:21] the division is requesting an increase in staffing resources within

[3:59:24] the procurement and inventory department for a buyer position. With

[3:59:27] the significant increase in the city's capital program, over the

[3:59:30] past several years and the increasing technical details required in

[3:59:33] those projects, such as the LS four dam the procurement

[3:59:36] department requires an additional resource in order to provide. The

[3:59:40] support needed to produce rfps, rfqs and tender documents in

[3:59:42] a more timely manner. With over $80 million of capital

[3:59:46] projects in 2024 and preceding years, the department has had

[3:59:49] to prioritize projects, leaving lower priority ones, waiting extended periods

[3:59:52] of time as the team focuses on the more complex

[3:59:55] and costly initiatives we are currently unable to provide. The

[3:59:58] level of service. Requested by other departments to deliver on

[4:00:01] the number of extensive projects that the city is trying

[4:00:03] to complete. This additional resource would provide the needed capacity

[4:00:07] to support the various teams throughout the city that require

[4:00:09] procurement services. Without this resource, the procurement team will have

[4:00:12] to continue to prioritize projects based on a variety of

[4:00:15] factors, with the remaining waiting until capacity allows. Based on

[4:00:19] the previous years of annual capital budgets as well as

[4:00:22] carry forward projects. The total budgeted capital work to be

[4:00:25] completed has grown from 22 million in 2017 up to

[4:00:27] an estimated 90 million for 2025. This is largely due

[4:00:31] to some significant projects, such as Ellis Fordham. The upgrades

[4:00:34] to the wastewater treatment plant and the PRV project, in

[4:00:38] addition to other inflationary impacts. That we've seen over the

[4:00:40] years in themselves, these large projects can take anywhere between

[4:00:44] 40 to 100 hours of dedicated procurement time to complete

[4:00:48] the procurement staff that produced the documents to tender these

[4:00:50] projects has remained at two since 2018. However, over that

[4:00:53] same time frame, the capital program has grown over three

[4:00:56] times from what it was in 2024. Procurement had. 75

[4:01:00] projects included in their work plan for both capital and

[4:01:02] operating. Of those to date, they've been able to complete

[4:01:05] 32. They have nine in progress and another 34 that

[4:01:08] have not yet been started. Projects often have windows of

[4:01:12] completion due to a variety of factors, such as weather

[4:01:14] or, say, the fish window. If procurement is unable to

[4:01:17] move these projects forward during those time frames, they may

[4:01:19] end up being significantly delayed, and additionally, we're seeing cost

[4:01:22] escalations by the time we're able to start the project.

[4:01:26] Adding this additional buyer position would allow the purchasing team

[4:01:28] the capacity to complete the annual work that is being

[4:01:30] allocated to them based on departmental needs within the time

[4:01:33] frames needed. So it brings us to the recommendation that

[4:01:36] Councillor approve, in principle, the finance and admin Division's. 2025

[4:01:39] to 2029 budget, subject to final review. I'm happy to

[4:01:43] take any questions Councillor may have. Thank you, Ms. Campbell.

[4:01:48] Council questions? Comments? Councillor comments. Yes, thank you. Through the

[4:01:54] chair. Did I miss it or is there an it

[4:02:00] position also that was added or was set? In a

[4:02:06] different presentation. Thank you for the question through your worship.

[4:02:09] So there is an it position being proposed. However, it

[4:02:13] was being internally funded, so it's not an incremental ask

[4:02:16] we repurposed. Existing internal funds that would otherwise have to

[4:02:20] be expended so there is no cost saving. So should

[4:02:24] Councillor decide not to approve that FTE position, the budget

[4:02:27] would not change because those expenses would still have to

[4:02:30] be incurred. We're simply reallocating existing funding to hire an

[4:02:34] FTE to do that work and create other internal efficiencies.

[4:02:43] And then, so that's sustainable through the chair, that sustainable

[4:02:48] year after year, that position. Through this funding through your

[4:02:48] worship. Actually, we anticipate that we might be able to

[4:02:51] see further reductions to the budget based on this new

[4:02:55] position and what they're able to do. The conversations I've

[4:02:58] had with the IT managers looking at reducing further costs

[4:03:02] for some of our other consulting fees that we're hoping

[4:03:04] that this position would be able to take on. As

[4:03:06] well. Okay. Thank you. Unless someone has something else to

[4:03:11] say, I had a motion to make. Carry on, carry

[4:03:18] on. So just with the expenses that we have this

[4:03:22] year, including the deferred taxes, And the. Multiple new staff

[4:03:28] required, especially for safety, RCMP, et cetera. I think that.

[4:03:34] We should delay. Hiring the buyer this year, and so

[4:03:38] I'd like to remove the buyer position. From the budget

[4:03:43] for this year. That's my motion. Do we have a

[4:03:47] second for that motion? Seconded. And so would you

[4:03:57] like to speak further on that, Councillor Conetz? Well, just.

[4:04:03] What I said again is that. I think these are

[4:04:06] all. Staff has done a great job of paring down.

[4:04:12] A lot of what they felt was needed. And I'm

[4:04:15] sure that this is a very important position, but I'm

[4:04:17] thinking. That. There has to be some give and take.

[4:04:23] Especially when we're asking for this many positions at once.

[4:04:28] There needs to be. Some. I believe that this is

[4:04:34] probably a position. That would have the least impact if

[4:04:38] we can delay it. For a year until next budget,

[4:04:41] possibly. Councilor Gilbert. Yeah, thanks. Through the chair. I appreciate

[4:04:50] Councillor Conan is trying to look at this budget with

[4:04:53] a fine tooth comb and look. For those savings. I

[4:04:57] will be voting against this motion solely for the fact

[4:04:59] of after doing the facilities tour and hearing how much

[4:05:02] some of these capital projects are not being done. We

[4:05:05] need to start moving on. A lot of capital we've

[4:05:08] seen, I think, across this whole country, especially if you

[4:05:11] look at the city of Calgary, where they've had a

[4:05:13] water main break and they're still dealing with that problem.

[4:05:15] We have a lot of capital. Projects that have not

[4:05:18] been attended to over the years and throughout the two

[4:05:21] years of being on councillor, we have dealt with pain

[4:05:26] for a roof. For the sports plex and realizing it

[4:05:29] wasn't procured properly or done properly before. And so we

[4:05:33] had to buy a brand new roof to install it.

[4:05:36] Our fire halls have pipes on the outside of their

[4:05:39] walls. They've reached the end of life. McLaren and memorial

[4:05:42] have reached their end of the life we've had to

[4:05:44] dip into. Our emergency funds to pay to make sure

[4:05:47] that our community center was operational for the people. So

[4:05:51] I understand. Trying to me, the cost savings are going

[4:05:55] to be getting these projects done at a time when

[4:05:58] we can start affording them instead of having the cost

[4:06:00] keep going up over time and seeing the state of

[4:06:03] some of our infrastructure. I think it's time that we

[4:06:05] need to be able to put a position in to

[4:06:08] get these projects going and to ensure that we're not

[4:06:11] paying for it or having to decommission. A whole clubhouse

[4:06:13] because our roof fell, that we thought King's park, that

[4:06:16] now we lose. An amenity for our community. So I

[4:06:20] will be voting against this and be voting for moving.

[4:06:24] The recommendation to hire that staff member. Councilor Watt. Thank

[4:06:29] you. The chair. I also will be voting against it.

[4:06:33] Seconded for the opportunity to speak to it. We are

[4:06:39] ultimately victim of what we've created, and ultimately, that is

[4:06:43] what I'm suggesting is staffed as such an amazing job

[4:06:46] vetting this budget. That we find almost as an obligation.

[4:06:53] Reasons to say no to everything. It's our job. And

[4:06:56] I'm sorry we're. Doing it. I would like to give

[4:07:00] you a chance, if I may, because. I believe this

[4:07:03] position. Is absolutely, fully justified. But if you could speak

[4:07:07] just a little bit more in depth as to the

[4:07:09] additional cost savings. I think that that helps us understand.

[4:07:13] The budgetary 104,000. Again, I know that we put you

[4:07:17] in this position because ultimately. And I'm not even sure

[4:07:20] the community understands. How intensely this budget gets vetted before

[4:07:24] it comes to this desk. But then we obviously feel

[4:07:28] a real big obligation to say no. Ms. Campbell. Yes,

[4:07:33] through your worship. And I appreciate Councillor Watts comments. Staff

[4:07:36] does really do an incredibly thorough job of going through

[4:07:39] the budget to bring Councillor the best budget that we

[4:07:41] possibly can. So that Councillor isn't looking to reduce service

[4:07:45] levels. That Councillor is able to accept the budget that

[4:07:48] is presented before them. In terms of this particular position,

[4:07:51] I think the challenge that Councillor will have is that

[4:07:53] this position will likely save the city hundreds of thousands

[4:07:57] of dollars in capital. For the small incremental tax increase

[4:08:02] that will be needed to fund it. Because like I

[4:08:04] mentioned before, the delay in some of these projects could

[4:08:07] cost us 20% to 30% in incremental costs for inflation,

[4:08:10] which is what we are seeing in the delay. Of

[4:08:12] projects, and what the procurement department is doing right now

[4:08:15] is prioritizing their work, but unfortunately, there is far too

[4:08:19] much capital work that the city needs to do. And

[4:08:21] when Councillor looks forward into their future at things. Like

[4:08:24] the Community Safety Building, which potentially is a $40 million

[4:08:27] building for those new fire halls. That is going to

[4:08:30] need an excessive amount of procurement time in order to

[4:08:32] get that contract off. The ground, which means something else

[4:08:35] will not be done in between, and that is a

[4:08:38] significant risk. That the city takes in terms of other

[4:08:40] things not being done and costing the taxpayers increment. Incrementally

[4:08:44] more money, even if it's on the capital side. That

[4:08:46] means we're able to do less capital work than we

[4:08:49] otherwise would be able to do. Thank you. And follow

[4:08:52] up. Thank you. And again, if this wasn't a capital

[4:08:57] budget, I think what we'd be seeing is probably a

[4:08:59] net savings, and that gets lost in this. And so,

[4:09:03] again, thank you very much for explaining it. Council. Any

[4:09:07] more comments? Councillor Connes, do you have a reply? Councillor

[4:09:10] Conan? Yes. Yeah. I understand. I'm sure it's a very

[4:09:17] important position. I do want to say. That staff has

[4:09:20] done an amazing job. In paring down this budget before

[4:09:24] it gets to us, and I really appreciate that, but

[4:09:27] I do want to say that. I haven't seen. Everyone

[4:09:31] turning down everything. I've only made two motions, and I'm

[4:09:37] sure this one's going to. Be defeated too. No one

[4:09:39] else has made any other motion if they don't want

[4:09:41] to. That's fine. And if they don't feel it's necessary,

[4:09:44] but. I don't think that as a Councillor, we're turning

[4:09:48] down everything. So far in this budget. And I hope

[4:09:52] that, Councillor, even though staff has done such a great.

[4:09:55] Job. Through the chair. I hope that Councillor continues to

[4:09:58] look at this critically because that's our job. Thank you,

[4:10:03] Councillor Conan and I agree that is our job. And

[4:10:07] Councillor, what stated as well. I think we're here. We

[4:10:13] have been doing our job over the previous months. And.

[4:10:19] Staff have reacted to that. And come in with a

[4:10:21] budget. That on the face of it looks like it's

[4:10:25] been a very thorough and well thought. Out process. Any

[4:10:30] further questions, council? Hearing? None. I'll call the question on

[4:10:36] that motion. To. Remove. The procurement position. All in favor?

[4:10:46] That's Councillor Conan in favor and opposed. And as Councillor

[4:10:53] Gilbert Graham, Councillor Watt and myself opposed. So that motion

[4:10:58] is defeated. Do we have. Another motion. Councilor Gilbert. Yeah.

[4:11:04] Thank you. The chair. I'll move to staff recommendation. Second.

[4:11:09] Seconded. Any further discussion? Any comments? Councilor Gilbert. Yeah. Thanks

[4:11:16] for the chair. I wanted to make him before, but

[4:11:18] I think I. Want to make it. Now, I do

[4:11:19] want to say that I do appreciate Councillor Conez's. Outlook

[4:11:23] and to bring up some of these things and what

[4:11:25] her views are, because she does represent the community. And

[4:11:28] I do want to say that I do appreciate that

[4:11:30] Councillor Conez does. Bring up these motions. Any further comments?

[4:11:36] Questions? None. I'll call a question. All in favor? And

[4:11:43] opposed. Councilor Conan is opposed. The motion carries. Thank you

[4:11:49] very much. And 7.62.

[4:12:00] Civic grants and partnerships. Ms. Campbell, please. Thank you, your

[4:12:04] worship. The grant program for 2025 is significantly different than

[4:12:09] in previous years, due to the municipal grant operating agreement

[4:12:12] with the community foundation that Councillor approved at the September

[4:12:15] 10, 2024 regular Councillor meeting the agreement is in effect

[4:12:19] from January 1, 2025 until December 31. 2030, with an

[4:12:24] option to extend for five additional years, provided both parties

[4:12:27] agree to the renewal. This year. The grant presentation will

[4:12:30] provide Councillor with an overview of the current civic partnerships

[4:12:33] and operating agreements previously approved, as well as the allocation

[4:12:36] to the foundation and one additional event agreement that's being

[4:12:39] proposed. There are three Councillor policies related to municipal grants

[4:12:44] and special events. The municipal grants policy municipal special events

[4:12:47] grants policy and the city manager Grant approval policy, the

[4:12:51] municipal grants and municipal special event grants. Policies provide the

[4:12:54] structure for the two year pilot program, for operating and

[4:12:57] event agreements. For consistency, they've also been incorporated into the

[4:13:00] grant. Administration agreement with the foundation in order to guide

[4:13:03] the administrator in determining eligibility and categorizing and evaluating applications

[4:13:08] to allocate the funding. The city manager grant approval policy

[4:13:11] allows the city manager to approve requests along as existing

[4:13:14] budgets are not impacted. For 2025, the overall grant budget

[4:13:18] has been reduced to just under $1 million, which is

[4:13:21] largely due to the final year of Ironman taking place

[4:13:23] in 2024. As seen in the civic partnerships line in

[4:13:26] this table. Council approves multi year and Oneoff agreements for

[4:13:30] specific events when they are brought forward, which generally occurs

[4:13:33] in advance of a budget year. There are currently three

[4:13:35] events with previously approved agreements for grants and partnerships spanning

[4:13:39] various lengths of time. The 2025 agreements include the CSSHL,

[4:13:43] Okanagan Grand Fondo and Hudo Adventures. Following the June 2023

[4:13:48] update to the grant policies, the city began the pilot

[4:13:51] program for operating in event agreements which were approved by

[4:13:54] Councillor at the November 7, 2023 regular meeting. The operating

[4:13:58] agreements are with not for profit organizations occupying and providing

[4:14:01] maintenance to city owned facilities or property. Two year funding

[4:14:04] agreements were entered into with the organizations list. Listed in

[4:14:07] this table as part of the pilot project totaling just

[4:14:10] under $300,000. The event agreements are also with not for

[4:14:14] profit organizations providing economic benefit and social vibrancy to the

[4:14:18] city through the organization of community events. Two year funding

[4:14:21] agreements were entered into with the organizations listed in this

[4:14:23] table as part of the pilot project and total $118,000.

[4:14:29] In 2025, the pilot program will be evaluated and the

[4:14:31] policies will return to Councillor to consider. Continuing longer term

[4:14:35] funding agreements into the future. Due to the timing of

[4:14:38] the change of the city's grant administration to the foundation

[4:14:41] and the timing of this specific event. The city worked

[4:14:44] with the Penticton Art gallery to accommodate a request for

[4:14:46] the Ignite, the arts festival scheduled for March 21 to

[4:14:49] 30th of 2025. In 2024, Councillor approved a combined cash

[4:14:55] and in kind grant to the event in the amount.

[4:14:57] Of $20,450 for 2025. The art gallery requested 25,000, and

[4:15:03] staff is proposing an inflationary increase to 21,000. This would

[4:15:06] be a one year event agreement which would expire at

[4:15:08] the same time as the others within the pilot program.

[4:15:12] This leaves the remaining grant allocation to the community foundation,

[4:15:14] as well as for transition purposes, keeping a small portion

[4:15:17] of grant funding available for minor requests through the year

[4:15:20] for in kind that could be approved through the city

[4:15:22] manager. And that brings us to the recommendation that Councillor

[4:15:25] approve in principle, the Civic grant and partnerships 2025 to

[4:15:29] 2029 budget subject to final review. Councilor Gilbert. Yeah. Thank

[4:15:33] you. Through the chair. So I just want to clarify.

[4:15:38] With the ignite the arts festival. Is that what we're

[4:15:41] saying here is including when it comes. Up next year.

[4:15:45] Like, if they come to us, is it going to

[4:15:47] be included with the two? Year program pilot. Festivals that

[4:15:52] we have on there or. Would that agreement go back

[4:15:56] to them applying to the community foundation? Through your worship.

[4:16:00] That would depend on council's appetite to include further agreement.

[4:16:03] So part of when staff brings the pilot project back

[4:16:06] to Councillor, we will be looking for some direction. If

[4:16:08] Councillor. Wishes to proceed with the existing agreements, or if

[4:16:12] Councillor would like to open it up to other organizations,

[4:16:14] so that would be at council's discretion. Any

[4:16:23] further questions? Comments? Councilor Conan. Yes.

[4:16:34] Through the chair. Are we, as a Councillor, not going

[4:16:37] to see the grants that were turned down? Ms. Campbell.

[4:16:42] Through your worship, there are no grants anymore that are

[4:16:44] turned down. The grant program will be administered through the

[4:16:47] foundation, and we will be able to report back to

[4:16:50] Councillor on the applications. That were approved through the foundation.

[4:16:54] If Councillor wishes further information about the foundation process, I'm

[4:16:57] sure staff can bring that back to council. I think

[4:17:01] what Councillor Connes was asking. Will we get a report

[4:17:04] back from the community foundation? Showing which grants were successful

[4:17:08] and which were not. Yeah. Through your worship, I believe

[4:17:10] the intention was. We would be providing counsel with a

[4:17:12] listing of the approved ones if Councillor wishes to see

[4:17:15] what wasn't approved. We can ask the foundation for that

[4:17:17] as well and bring it back to. Council. Councilor Conan.

[4:17:21] Do you want to follow up on that? Yeah. I

[4:17:25] think it would be just good information to have in

[4:17:27] case someone walks up on the street. To me and

[4:17:30] says that they were turned down. Just so I have

[4:17:32] a heads up, I'm sure. The community foundation. Did a

[4:17:36] stellar job, but just good for information purposes. I actually

[4:17:42] concur with Councillor Conan on that one. I'd like to

[4:17:44] know. The full details. Do you need a motion for

[4:17:47] that, Ms. Campbell? Three year worship we were planning. To

[4:17:50] bring that information back to Councillor anyway on the approved

[4:17:52] we will just ensure that the foundation gives us the

[4:17:54] full report of who applied and who was funded. Okay,

[4:17:57] thank you. Any further questions from Councillor? Are we looking

[4:18:02] for staff recommendation? Or do we have further questions?

[4:18:11] Councilor graham. Can you explain how the art gallery with

[4:18:16] ignite the arts has parachuted in and asked for some

[4:18:20] more money. Through your worship. So because of the timing

[4:18:26] of the change of the grant program, typically speaking, the

[4:18:28] foundation will be running its grant program at the same

[4:18:31] time that the city used to run there. So around

[4:18:33] the September October time frame because of the transition between

[4:18:37] the city moving its administration over to the foundation. They're

[4:18:40] actually going to run their grant program starting, I believe,

[4:18:42] in. January and award them later in the year. The

[4:18:47] Art gallery. Approached both the foundation and the city to

[4:18:50] talk about the timing because their event happens in March.

[4:18:53] And they were looking for the security of the funding.

[4:18:56] They asked if we would consider doing a one year

[4:18:58] exception and including them through this process in order to

[4:19:02] ensure that they knew the funding that they had was

[4:19:04] secure before they planned out their entire event. Councilor Gilbert.

[4:19:09] Thank you. Through the chair. I guess I somewhat struggle

[4:19:14] with this because it's not that I do not want

[4:19:16] to. Not support the ignite Yards festival. The issue is

[4:19:19] we, as Councillor, have decided to go ahead. With a

[4:19:22] different model. And to have an exemption right off the

[4:19:27] bat sets the presidents of basically being, well, if I

[4:19:30] don't like what the community foundation's timing or I don't

[4:19:33] like the decision by the community foundation. I can just

[4:19:35] go to councillor and get money from them instead. When

[4:19:38] we have decided that we want the administration to come

[4:19:41] to the community foundation, so. I'm struggling with this because.

[4:19:46] I think. I want to see and ignite the arts

[4:19:49] festival funded. To me. There's a process that we have

[4:19:53] agreed upon and all the other groups that get funding

[4:19:57] through $240,000. Are also adhering to that process that we

[4:20:01] have put forward and are modifying probably a lot. Of

[4:20:05] their scheduling and how they do it because of that.

[4:20:08] And the community foundation has also been willing to do

[4:20:12] earlier submissions in January to accommodate some of that, so

[4:20:15] I am struggling a bit. With this just because we

[4:20:18] passed a process. And now I don't want to see

[4:20:22] this go through and then next year have another. Organization

[4:20:26] come out and say, well, we didn't like what happened,

[4:20:27] so we want money from Councillor instead. Through your worship.

[4:20:33] I think Ms. Johnson would like to speak. She spoke

[4:20:35] with them directly on the request. Thank you. Through the

[4:20:38] chair. So. This very clearly not precedent setting. What's very

[4:20:44] unique is the timing. As Ms. Campbell alluded to. I

[4:20:47] just want to clarify, though, that this is the only

[4:20:51] returning event that actually occurs. Within Q one of this

[4:20:55] upcoming year. That does not have secured funding, so we'd

[4:20:59] be looking at all of our event rosters. This was

[4:21:01] the only one that fits within that, and very clearly.

[4:21:06] One time exception, not precedent setting, and moving them to

[4:21:10] the regular process. Once we complete this. But it is

[4:21:14] the only event occurring within the Q one. So just

[4:21:20] clarifying that. I actually have a question from this Johnson

[4:21:24] on a follow up to that. So the art gallery.

[4:21:30] They've started advertising there, ignite the Arts festival. And so

[4:21:34] they're advertising an event that they haven't got funding. Approved

[4:21:39] from Councillor yet. Do they have other funding that has

[4:21:44] been approved? How are they advertising an event that they

[4:21:48] haven't secured the funding for yet? I'm just trying to

[4:21:54] square the circle here. Yes, through the chair. Sir. I

[4:21:58] was just trying to pull up the budget that they

[4:21:59] provided us. Without seeing it directly. If it's not confirmed,

[4:22:05] they are certainly making assumptions. Of other revenue streams, whether

[4:22:09] it's grants, sponsorships and ticket sales. So they did provide

[4:22:13] us with. The budget expectation within that, as we noted,

[4:22:18] they have requested 25,000. We're proposing 21 to reflect the

[4:22:22] inflationary increase. I can go back and seek that information

[4:22:26] about. What? Of those revenue assumptions have been confirmed. But

[4:22:32] within their budget, they did have a few assumptions on

[4:22:34] revenue expectations. And through your worship, if I might add,

[4:22:39] their typical budget is, I think, around $190,000. To host

[4:22:42] the event. So the 25,000 is a small portion of

[4:22:45] the overall cost. Of the event. Another point. Was if

[4:22:54] this was granted. Would the community foundation be taking that

[4:22:59] into account in their grant application for the rest of

[4:23:02] the year. Through your worship. Yes. The community foundation is

[4:23:06] aware that we are proposing this and that their funding

[4:23:09] is decreased because of this request, and so they would

[4:23:12] not be considering using the city fund for this further,

[4:23:15] Councillor Grant? Yeah. Can we circle back to that? So

[4:23:17] if we approve this today, we. Are taking funds from

[4:23:20] the other groups that have gone through the proper channels.

[4:23:24] With respect to the community grants. That's correct. We approve

[4:23:27] this. We're taking from other groups through your worship. So

[4:23:30] on the screen here, I've got the allocation for the.

[4:23:33] Community foundation, it would have been $21,000 higher. Had we

[4:23:38] not incorporated this request. So the actual budget for events

[4:23:42] and grants itself was already set. From the previous year.

[4:23:45] We just increase it for inflation. We just removed that

[4:23:48] portion from what would go to the foundation to be

[4:23:50] allocated to all the other requests. Okay. Another question, if

[4:23:58] I may. Any decision that's made at this moment. Would

[4:24:08] that still be subject to approval of the final budget?

[4:24:11] Through your worship? Yes. If Councillor wish to. I mean,

[4:24:14] Councillor could defer this decision until the. End of budget

[4:24:17] deliberations. Should they wish, they can approve the other grant

[4:24:21] information as presented. And refer the special event request to

[4:24:25] the final if you would like more time to consider

[4:24:27] the request, Councillor lock. Thank you. Chair. I'm just curious,

[4:24:32] Ms. Johnson, because you had mentioned that this is. The

[4:24:37] only repeat organization. That's q one. Do we have any

[4:24:41] new organizations applying for Q? One that probably should be

[4:24:44] addressed during these meetings as well, then. Through the chair.

[4:24:51] So we have not been informed or alerted of new

[4:24:54] events that would be applying, requesting funding if we were

[4:24:58] to see that we would likely direct them to the

[4:25:02] especially now. That we are at budgeted liberations, we'd refer

[4:25:05] them to the CFSos. To go to the program in

[4:25:10] that avenue. I didn't answer your question. To the chair.

[4:25:17] Not really. But. I guess I'm curious if it's going

[4:25:21] to be. An ask for January 15. They can't really

[4:25:27] be referred to the process that the community foundation is

[4:25:29] going to do. Because they'll miss the opportunity. So in

[4:25:32] this particular case, I have to admit, I know. This

[4:25:34] is a transition year, and we're just getting used to

[4:25:36] the new grants. I very much understand that we've all

[4:25:40] agreed in the past. What's beneficial to the community is

[4:25:43] something we'll look at for a grant than aid. And

[4:25:45] I'm certainly supportive of this, to be very honest. But

[4:25:48] I am also curious. If this is going to happen

[4:25:51] for five or six more events, shouldn't we have been

[4:25:54] addressing that already. So through the chair, if I may.

[4:25:59] On the screen here, you do see that there is

[4:26:01] another. Opportunities line. So say an event were to come

[4:26:04] up. Ms. Campbell, you can confirm this? They can. Be

[4:26:08] brought forward to Councillor, and we could potentially use. That

[4:26:12] again, from my sense in the event world at this

[4:26:15] point in time to bring forward an event that we

[4:26:18] are not aware of that would be occurring. January, February,

[4:26:20] March is very low likelihood. But it is possible that

[4:26:24] we could utilize that if the timing didn't work out

[4:26:26] for that group. Yeah, through your worship. If I can

[4:26:29] just add, being involved in the grant administration here for

[4:26:32] many. Years. We typically don't see a lot of new

[4:26:35] events come forward to, Councillor, especially not in the off

[4:26:38] season of January, February, November, December. So, as Ms. Johnson

[4:26:42] said, I think the risk would be pretty minimal, that

[4:26:44] there would be any groups that would still come forward.

[4:26:46] But as she mentioned. Yes, there is that 34,000. Dollars

[4:26:49] of grant money that's existing that it can either be

[4:26:51] approved by Mr. Hadad. Through the city manager approval policy

[4:26:54] or come forward to Councillor. So there is money. We

[4:26:57] did allow for money. Given that the transition this year

[4:27:00] was awkward. And not every agency might realize that we

[4:27:04] changed if they weren't a returning grant applicant. But we

[4:27:07] wanted to allow opportunity that no one was going to

[4:27:09] be turned away without a conversation. And available funding. And

[4:27:15] my understanding is that the community foundation. Is sitting to

[4:27:20] assess the grants and award the grants. In January. And

[4:27:24] in future years, they'll be doing that at the end

[4:27:27] of the year rather than the beginning of the next

[4:27:29] year. Is that correct? Yes. Through your worship. So they

[4:27:31] accommodated us this. Year. They've already run their regular grant

[4:27:34] programming time frame they ran very similar to the opening

[4:27:37] time frame that the city did itself. Where we ran

[4:27:39] like August through September, they had a very similar timeline,

[4:27:43] but because. We've transitioned. They're actually doing a special grant

[4:27:47] program starting in January, so it's just this one year

[4:27:50] where the timing is off. Next year, all the applicants

[4:27:53] will run. At the same time in the fall, just

[4:27:56] like the city's grant program would have been. Councilor. What?

[4:28:03] Thank you, chair. I would chalk this up to transition,

[4:28:06] and I'd move the staff recommendation. Do we have a

[4:28:10] second? Seconded. Do we have any further discussion? Councillor Gilbert?

[4:28:17] Yeah. Thanks for the chair. So. I am going to

[4:28:20] support this motion going forward. I understand that this transition,

[4:28:23] I do appreciate staff going over the detail of it

[4:28:27] and really being clear that. I understand that as a

[4:28:30] transition that we're doing this, and I appreciate the explanation

[4:28:33] of the other opportunities as well. And I'm hoping that

[4:28:38] next year. I do not want to see exceptions coming

[4:28:42] forward. This is the process that. I wanted to see

[4:28:47] going forward, which is going through a community foundation. But

[4:28:51] I will do it for this year. Further comments and

[4:28:55] questions. I'm going to call a question. All in favor?

[4:29:04] And Councillor Conan is in favor, and so that is

[4:29:07] a unanimous decision. Thank you. Moving on. Actually, we're moving

[4:29:15] on to. Actually. Bring.

[4:29:27] Some of tomorrow's agenda items into today's agenda. So we're

[4:29:30] going to need. An agenda. Motion to amend the agenda.

[4:29:37] And we're going to start with. The section 3.1 for

[4:29:43] tomorrow infrastructure. And so I'd like to make a motion

[4:29:48] to amend the agenda. To include 3.1 from tomorrow.

[4:29:58] And do we have a seconder for that?

[4:30:08] Copies are available for tomorrow's agenda as well. So we're

[4:30:13] dealing with the Councillor vote right now. So we can

[4:30:17] see about getting your copies of tomorrow's agenda. For sure.

[4:30:20] They were online. So we have a seconder to that

[4:30:24] second it. Yes.

[4:30:34] And any questions from council. And hearing none, so I'll

[4:30:42] call the motion. Call the question. All in favor?

[4:31:24] Like to reconvene the Councillor meeting for budget deliberations and.

[4:31:31] Just to update. We are moving into the agenda for

[4:31:36] tomorrow. And we are starting with section 3.1. With the

[4:31:44] infrastructure. It's a three point eleven. General manager of infrastructure,

[4:31:49] Ms. Dixon and Ms. Campbell, please. Thank you, your worship.

[4:31:56] So the infrastructure division is responsible for planning, designing, constructing,

[4:32:00] operating, and maintaining city infrastructure assets, including the electrical distribution

[4:32:04] system, roads, bridges, parks, beaches, water treatment and distribution networks,

[4:32:08] and sewer collection and treatment systems. We also collect garbage

[4:32:11] and recycling, set utility rates and manage the city's contract

[4:32:14] with BC. Transit. The infrastructure division is led by myself

[4:32:18] and includes 123 FTE providing engineering, public works, utility and

[4:32:23] energy and environmental services for the city of Penticton, and

[4:32:26] the members of my team are here with me today

[4:32:28] and listed on the screen. So the infrastructure division is

[4:32:33] responsible for overseeing many of the city's operations that enable

[4:32:36] our residents to go about their daily lives, ensuring taps

[4:32:39] flow, toilets flush, lights turn on. Transportation network is maintained

[4:32:43] and everything in between is beautiful and accessible. Engineering is

[4:32:48] responsible for planning, designing and executing construction contracts for any

[4:32:52] planned upgrades, expansions or changes to the city's transportation network

[4:32:55] and underground utility systems. Public works manages the roads, sidewalks,

[4:32:59] lanes bridges transit compost site and sign maintenance in the

[4:33:02] community, as well as the parks and cemeteries utilities keeps

[4:33:05] the community safe by providing clean drinking water. And reliable

[4:33:08] sanitary sewer system and stormwater drainage system. They also provide

[4:33:13] raw water to the agricultural areas and operate and maintain

[4:33:16] our city owned dams. The energy and environment area is

[4:33:19] responsible for overseeing operations, maintenance, and ongoing improvements at the

[4:33:23] electrical distribution system, as well as sustainability, solid waste and

[4:33:26] recycling. Collection. 2024 has been a very busy year for

[4:33:31] the division, and I'm pleased to highlight a number of

[4:33:33] achievements over the next few slides on council's priority of

[4:33:36] safe and resilient. We introduce the Friendly Streets Initiative, which

[4:33:40] involves community collaboration, Ashwald Art and other creative elements to

[4:33:43] build friendlier spaces for everyone to move, play, and grow.

[4:33:46] Two locations were completed in 2000 and. 24, including Ellis,

[4:33:49] Nanaimo and Jermaine Avenue and KVR middle. We continued the

[4:33:53] saferds to school program that was launched in 2023 intended

[4:33:56] to create a safe environment for students to walk, wheel

[4:33:58] and roll to school wherever possible, with plans for Columbia

[4:34:01] elementary and the new Skaha Elementary School well underway in

[4:34:05] 2025, engineering will be focused on delivering recommendations from the.

[4:34:09] Skaha elementary plan with specific attention to the safety of

[4:34:11] the intersection at Scaha Lake road. And Green Avenue, which

[4:34:14] is a key corridor for students who will be attending

[4:34:16] the new elementary school. The engineering department also introduced a

[4:34:20] streamlined neighborhood traffic management policy to facilitate more responsive action

[4:34:25] to citizen concerns related to transportation network and the safety

[4:34:28] of all road users. And I'll speak more about the

[4:34:30] implementation of this policy during the capital deliberations. 2024 also

[4:34:37] saw the completion of reach three a, three B of

[4:34:38] the Pendicton Creek restoration, which was a multi year project

[4:34:42] that involved extensive partnerships and stakeholders. Stantec, the consulting Engineer

[4:34:46] on the project also receives a 2024 award from the

[4:34:48] association of Consulting engineers of BC for best project in

[4:34:51] the natural resource and habitat category. City staff are currently

[4:34:55] preparing the tender documents to procure the next consulting engineer

[4:34:58] for reach. Two of Penticton Creek lS four dam is

[4:35:02] also currently under construction and is scheduled to be completed

[4:35:05] this winter, and the city is also in the process

[4:35:07] of updating a number of our dam safety reviews to

[4:35:09] meet our regulatory obligations. Switching to the advancing, livable and

[4:35:14] accessible priority. There are a number of achievements worth noting,

[4:35:17] including improved accessibility at Scaha beach with the Mobi Mat

[4:35:20] installation. This has been very well received. And staff will

[4:35:23] be reporting back following council's recent resolution to explore options

[4:35:27] to expand this program and increase accessibility at our beaches.

[4:35:32] The Offleash pilot project was completed for five designated public

[4:35:35] spaces and is set to come back to Councillor for

[4:35:37] further direction before the end of the year. We also

[4:35:40] completed the refresh. Of some of our dog parks to

[4:35:42] improve experience and enhance accessibility. The city has now largely

[4:35:47] completed the point intersection grouping of projects and work is

[4:35:50] underway to complete the final section. Section one of the

[4:35:52] all ages and abilities lake to Lake route we have

[4:35:55] seen. Roughly 115,000 active transportation trips through the Eckert and

[4:35:59] Martin intersection in 2024. To date up from just under

[4:36:02] 100,000 in 2023. Since the project was started, we've seen

[4:36:07] roughly 20% to 30% annual increase each year, and we

[4:36:11] expect this to continue as the route is completed. I

[4:36:14] had the opportunity to co present with travel. Penticton's Tom

[4:36:17] Tishick at the BC act of Transportation summit to showcase

[4:36:20] the work and success that Penticton is seeing in the

[4:36:22] act of transportation. Front and showcasing how that could be

[4:36:25] leveraged to support tourism. In the city. We also took

[4:36:28] measures to improve walkability in the city, including implementing a

[4:36:31] pedestrian safety guide for construction sites within the city, installation

[4:36:35] of sidewalk on middle bench road and we will have

[4:36:37] upgraded eleven of 42 intersections to the audible standard by

[4:36:40] the end of the year, all signalized intersections in the

[4:36:43] city have been upgraded to include a leading pedestrian interval.

[4:36:47] This fall, we had the opportunity to officially reveal the

[4:36:50] new lighting at Riverside park skate park and basketball court

[4:36:53] and saw tremendous support in attendance from the community. The

[4:36:56] completion of this lighting will allow this community asset to

[4:36:58] be used year round maximizing utilization. We also took the

[4:37:02] opportunity to enhance the entrance to this facility, including the

[4:37:05] addition of a waterfill station and repair station, and the

[4:37:08] upgraded walkway, which connects to the washroom in the area.

[4:37:12] The city recently adopted its first urban forest management plan,

[4:37:15] which was developed with a comprehensive community engagement program and

[4:37:18] sets an aggressive plan to achieve an 18% canopy coverage

[4:37:21] by 2045. We also developed a parks application to enhance

[4:37:25] asset management capabilities for the city's parks and amenities to

[4:37:28] proactively plan for renewal, growth and replacement. And finally, we

[4:37:33] saw the continuation of an award winning book recycling, our

[4:37:36] award winning book recycling program. Since inception in January 2023,

[4:37:46] the program has successfully diverted 36,000 book waste from the

[4:37:49] landfill. The city took over operation of the Bike Valley

[4:37:53] program in 2024, and from April to August, the program

[4:37:55] parked over 1600 bikes, including 700 ebikes. The new electric

[4:38:00] utility building opens in November 2024, which will host critical.

[4:38:03] Pieces of equipment and supplies for the electrical utility, and

[4:38:06] the building is the city's first ever solar ready build.

[4:38:09] We also hosted our second annual public works open house,

[4:38:12] and despite what can only be described as some challenging

[4:38:15] weather. We welcomed over 1000 attendees from eight schools. Switching

[4:38:20] gears from achievements to some key performance indicators, I would

[4:38:23] like to take this opportunity to highlight a few for

[4:38:25] the division that may be of interest to Councillor on

[4:38:27] the public. Starting with public. Works. I would note roadway

[4:38:31] line painting. This was down in 2024 due to the

[4:38:33] large volume of capital projects that are underway, so we

[4:38:36] generally don't pay to refresh the lines. That will be.

[4:38:40] Removed through construction. So it is expected that we'll return

[4:38:42] to normal in 2025. New tree installation, roughly 88 planned

[4:38:46] for 2024, proposed to increase to 130 in 2025 and

[4:38:50] will be discussed in the initiative section related to the

[4:38:52] Urban forestry master plan. One KPI that is a bit

[4:38:56] more of a long term indicator is the hectors of

[4:38:59] active parkland, and this is an important indicator that is

[4:39:01] particularly influenced by infill, where it can be more difficult

[4:39:04] to add parkland relative to new development areas when these

[4:39:07] amenities are added, where these amenities are typically added as

[4:39:10] part of a build out. And we'll talk a bit

[4:39:12] more about that later as well. On the transit side

[4:39:15] of things. BC transit utilizes an April to march fiscal,

[4:39:19] so that is what is presented on the screen, and

[4:39:20] we saw an increase to roughly 436,000 trips for the

[4:39:24] 23 24 fiscal compared to 385,000 the prior year. Ridership

[4:39:30] on the route five continues to be the backbone of

[4:39:32] the system, and the proposed initiatives speak to the expansion

[4:39:34] plans targeted for this route in particular. For the utilities

[4:39:38] department, I would like to highlight a higher than usual

[4:39:40] number of water main breaks. With a number occurring in

[4:39:43] the summer which are more reflective of aging infrastructure as

[4:39:46] opposed to winter. Breaks, which often are reflective of ground

[4:39:48] shifting from cold weather. The 2024 data also includes a

[4:39:52] larger one on the raw water main on Lakeshore Drive,

[4:39:54] which we were able to repair in a timely. Fashion,

[4:39:58] utilizing storage in the system. And Councillor will see a

[4:40:01] project in the capital budget aimed at improving resiliency of

[4:40:04] this important pipe. We also treated 7.5 billion leaders in

[4:40:08] 2023 and just over 6 billion leaders to date in

[4:40:11] 2024. In addition, we delivered 2.2 billion liters of raw

[4:40:15] water to the irrigation systems in 2023 and 1.6 billion

[4:40:19] leaders to date in 2024. On the wastewater side, we've

[4:40:22] treated roughly 3 billion leaders to date and reused roughly

[4:40:24] 1.1 billion liters of treated effluent through our irrigation system.

[4:40:29] From the energy and environment department. I would like to

[4:40:31] highlight the growing number of EV charging stations. And note

[4:40:33] that there's a typo in the number of chargers in

[4:40:35] this table, and it should state that through 2025, we

[4:40:38] actually anticipate having 18 level two and four. Level three

[4:40:41] fast chargers for a total of 22 public chargers and

[4:40:44] twelve fleet. With more stations, we're expecting more. Hours. And

[4:40:49] I would note that we will be before Councillor in

[4:40:51] the near future with a review. Of the charging rates,

[4:40:54] as we have not yet established a rate structure for

[4:40:56] the level three fast chargers that will need to be

[4:40:58] set prior to these units coming online before the end

[4:41:00] of the year. Lastly, I want to highlight Sadie and

[4:41:03] safety, our metrics that measure our power outage frequency. And

[4:41:06] duration. We have had a couple of really great years,

[4:41:08] making us the third best overall in Canada in 2023.

[4:41:12] But 2024 will not be quite as strong due to

[4:41:14] two Fordis BC main outages at the Westminster substation, which

[4:41:17] resulted in thousands of customers out as a result. This

[4:41:21] highlights. The imperfectness of the measure. Given that Fortis would

[4:41:23] only have counted as one customer out. Despite being a

[4:41:26] bullet customer where we had to report thousands. However, despite

[4:41:29] these two incidents, we're. Still a highly reliable utility. The

[4:41:33] infrastructure division is proposing 13 initiatives for council's consideration in

[4:41:37] the draft budget, starting with safe and resilient. The ongoing

[4:41:41] wastewater treatment plant project has specific goals for 2025, including

[4:41:44] the continuation of works associated with the installation of the

[4:41:47] new secondary clarifier nitrified mixed liquor pump and remediation of

[4:41:51] the headworks. Concrete and slidegate, as highlighted in the capital

[4:41:55] slides. Additional works are budgeted in 2025. To replace MCCs

[4:41:59] and to begin design of a twin fermenter plan for

[4:42:01] 2027. To advance council's priority of a livable and accessible

[4:42:07] community, the following initiatives are presented for council's review and

[4:42:10] consideration. The electoral utility will lead to demand side management

[4:42:13] pilot project to manager. Demand for electrical service in a

[4:42:19] concerted effort to decrease the peak energy use for the

[4:42:21] city. All in an effort to reduce our bulk electrical

[4:42:24] charges and defer capacity, upgrades that will be required to

[4:42:26] support electrification. The electrical modern metering program will investigate and

[4:42:31] create a plan to replace our current meters with modern

[4:42:34] advanced metering infrastructure. Advanced. Modern metering infrastructure enables a collection

[4:42:39] of detailed and accurate energy usage, which is then transmitted

[4:42:43] automatically. Eliminated the need for manual meter reading. The department

[4:42:47] will also assess the opportunities and challenges associated with converting

[4:42:50] from a twelve and a half kilovolt system to a

[4:42:52] 25 kilowatt system. Through a voltage conversion study. The project

[4:42:56] scope includes evaluating. The existing infrastructure, including substations, identifying necessary

[4:43:01] equipment upgrades, and estimating cost and capacity gains next, the

[4:43:05] city will be working with facilities to conduct a feasibility

[4:43:08] study to identify appropriate rooftops. To have solar panels added

[4:43:11] to offset energy costs and reduce peak energy demand separately

[4:43:14] in the capital budget. Later, you will also see a

[4:43:16] proposal to install solar panels. On the water treatment plant

[4:43:19] roof. In addition, the regional collection contract is set to

[4:43:23] become effective July 1, 2025, for the new regional waste

[4:43:26] collection agreement to serve the city of Penticton in the

[4:43:29] Soth Okanagan. And smelkamine communities. Improved single packer collection vehicles

[4:43:33] are proposed to utilize smart truck technology to reduce contamination

[4:43:37] rates for recycling yard waste and future mixed food and

[4:43:39] yard waste. The first initiative on this slide is a

[4:43:43] bundle of capital projects, including the Penticton Ave. PRV project

[4:43:46] Ridgedale reservoir Predesign worked uv feasibility study for the water

[4:43:50] treatment plant. And Lakeshore Drive in Martin street. Raw water

[4:43:53] main replacement, all aimed at increasing water service quality. And

[4:43:56] reliability. We have also included the Eckert Avenue Quarter reconstruction

[4:44:02] project, which is a continuation of work. Started in 2024.

[4:44:05] An RFP for construction will be issued over the winter,

[4:44:07] and the design is currently being finalized following an ICBC

[4:44:10] road safety review of the draft design. The KBR master

[4:44:14] plan and green corridor strategy seeks to create a comprehensive

[4:44:17] green network by integrating existing green corridors, parks, trails and

[4:44:20] open areas throughout the city. The project will also include

[4:44:23] a review of the trail standards, amenities and branding along

[4:44:25] the trail. The department will also lead upgrades and replacement

[4:44:29] of Lakawana park to improve accessibility and health. And safety

[4:44:32] requirements. With the initial public engagement already underway to support

[4:44:36] the continued work on the Urban Forest Management Plan, a

[4:44:39] dedicated parks technician and additional tree planting is being recommended

[4:44:42] for 2025. On this slide. We have a continued focus

[4:44:46] on transportation safety through the traffic calming crosswalk improvement. And

[4:44:49] sidewalk programs, all of which will be discussed further during

[4:44:52] capital deliberations. And lastly, is the preparation for the transit

[4:44:55] network expansion plans. To support these expansion plans, this work

[4:44:59] will include a review of bus stops along affected routes

[4:45:02] and planning for future infrastructure upgrades. To support the revised

[4:45:05] routing and for increased frequencies. This will be a multiyear

[4:45:08] project starting in 2025 in anticipation of the expanded service.

[4:45:13] While preparing the draft budgets, staff are acutely aware of

[4:45:15] the financial pressure the city is facing. Staff are constantly

[4:45:18] evaluating opportunities to create operational efficiencies to offset increasing costs,

[4:45:22] and I will speak to a few of the ways

[4:45:23] we try to do this. One way do we do

[4:45:26] this is by repurposing, where possible. So, for example, Given

[4:45:32] that there will be no Iron man in 2025, we

[4:45:34] were able to reduce our parks. Event support budget. Another

[4:45:37] way we seek to do this is through automation of

[4:45:38] tasks. For example, the parks line painter or the smart

[4:45:41] technology for waste collection that we'll be speaking about shortly.

[4:45:45] We also look at our external costs, such as the

[4:45:47] bulk electricity bill from Fortis, and create initiatives aimed at

[4:45:50] reducing those external costs. The demand side management pilot is

[4:45:53] a good example of this. Type of initiative. Similarly, we

[4:45:56] look at our contracting costs and consider bringing work in

[4:45:59] house when it can be done more cost effectively. A

[4:46:01] good example of this is the proposed CCTV camera equipment.

[4:46:04] For inspections of. Our sanitary storm lines. We also look

[4:46:08] to leverage grant funding to reduce the burden on Pentictin

[4:46:10] residents and businesses, and we've been successful on a number

[4:46:13] of these, including the flood. Mitigation efforts on the creek,

[4:46:15] the dam, and through active transportation programs and most recently

[4:46:18] for the Gyro park cooling station project. So just to

[4:46:22] note that the infrastructure budget has been presented to Councillor

[4:46:25] just a little bit differently. Than all the other divisions

[4:46:26] just because of the breadth of the department. So the

[4:46:29] first one that we're going to look at is a

[4:46:30] summary of the public works with the 2025 proposed net

[4:46:33] cost being 8.7 million, an increase of 871,000 over the

[4:46:38] 2024 budget. Revenues for these departments include internal and external

[4:46:44] cost recoveries for the fleet department, transit revenue, and fees

[4:46:48] for stormwater and cemetery, which have increased 492,000 over the

[4:46:51] 2024 Amenda budget for inflationary increases. Stormwater revenue was the

[4:46:55] largest contributor with the incorporation of rates that were approved

[4:46:58] by Councillor in September of 2024. Expenses are for all

[4:47:02] the costs relating to maintaining the current service levels for

[4:47:04] parks, cemetery, roads, and stormwater, as well as incorporating additional

[4:47:08] costs for new green spaces and the urban forest management

[4:47:11] plan transit expenses have increased for the contractual inflation as

[4:47:14] well as Councillor directed transit expansions that will be discussed

[4:47:17] in future slides. Key budget drivers in the public works

[4:47:21] area include contractual labor, proposed ftes, which will be discussed

[4:47:24] in a few upcoming slides. Operational increases, including 65,000 for

[4:47:28] pavement condition assessments and 40,000 for sign sanitization. Further impacts

[4:47:32] include past Councillor decisions relating to the implementation of the

[4:47:35] Urban forest Management Plan and transit expansion. Stormwater is operated

[4:47:39] as its own self funded utility within the general fund,

[4:47:42] and as such, the total balance for any given year

[4:47:44] should balance to zero. This table takes into account total

[4:47:46] revenues operating expenses, allocations, capital spending and any transfers to

[4:47:50] or from the reserves when the rate structure for storm

[4:47:53] was developed, asset replacement costs were built into the user

[4:47:55] fees, and as a result, any excess of revenue over

[4:47:58] expend. Expenditures for the year is transferred into the stormwater

[4:48:01] reserves to fund future capital needs, which is proposed to

[4:48:03] be a transfer of $1 million for 2025. The first

[4:48:07] two initiatives for the parks department are connected to the

[4:48:09] advancement of the urban forest management plan. This is the

[4:48:12] first year of a ten year implementation plan estimated to

[4:48:14] have a total financial impact of roughly 1.3 million annually

[4:48:17] above 2024 service levels through a combination of operating and

[4:48:20] capital funding. The first is an increase to the operating

[4:48:23] budget of 30,000 to increase tree planting requirements. And the

[4:48:26] second is. 116,000 for a parks technician to lead the

[4:48:29] implementation of the urban forest management plan. The third initiative

[4:48:33] for the parks department proposes to create a second full

[4:48:36] time gardener role to meet service level expectations and maintain

[4:48:38] city gardens, hanging baskets, and landscaped areas to note. This

[4:48:42] was a deferred position from the last year's budget. The

[4:48:46] cost for this position are partially offset by the replacement

[4:48:48] of a six month seasonal labor position. For a total

[4:48:51] additional request of 70,000. This position will allow the city

[4:48:54] to address the growing inventory of horticultural assets, including newly

[4:48:57] or planned planted boulevards. These amenities both assist with stormwater

[4:49:01] management, but also beautify the city's infrastructure. And I'll let

[4:49:03] mistakes and discuss those park requests a bit further. So

[4:49:06] the city gains assets in two ways. They are either

[4:49:09] constructed through city initiatives such as capital projects. So here

[4:49:11] are just a couple of areas from the point intersection

[4:49:14] project or through development contributions. It's not typically one individual

[4:49:21] item that triggers the need to necessarily expand resources, but

[4:49:24] a number of additions over time, while there are generally

[4:49:26] less large projects turned over to the city like this

[4:49:29] picture of the ridge park, or, for example, Sundero park.

[4:49:31] The city continues to try and add green space through

[4:49:34] development and capital projects to both improve storm drainage and

[4:49:36] enhance both community aesthetic experience. As well as improve ecosystem

[4:49:41] services. Thinking back to early in the presentation, when we

[4:49:43] reviewed KPIs, these initiatives are directly reflected in some of

[4:49:46] the measures, such as active parkland per capita and the

[4:49:49] number of trees proposed to be planted. Ridge park is

[4:49:51] a large new amenity that influences a variety of the

[4:49:54] incremental changes to the park's operating budget, and I just.

[4:49:56] Wanted to highlight a few of those for you with

[4:49:58] a collective combined impact of roughly. $30,000 annually just in

[4:50:01] the parks area for items such as irrigation, mowing, playground

[4:50:04] maintenance, horticulture and tree management. The final initiative for the

[4:50:09] public works areas related to the plan, transit expansion and

[4:50:11] costs associated with the service additions to the 2025 budget,

[4:50:14] which are estimated at 205,000. These costs have been prorated

[4:50:18] based on the forecasted timing of the expansion taking place

[4:50:20] with additional costs impacting 2026. Once the service comes online,

[4:50:24] Ms. Dixon will provide some additional. Details on this. Earlier

[4:50:31] this year, Councillor received an update from BC Transit on

[4:50:33] their annual operations and options for network expansion these network

[4:50:37] expansion plans aligned with the planning work that was completed

[4:50:39] over the last couple of years to create the city's

[4:50:41] network. Restructure plan the first expansion initiative recommended in the

[4:50:45] network restructure plan is to increase the frequency of route

[4:50:47] five to 15 minutes, which meets. A frequent transit service

[4:50:51] definition with revised streamline routing. The second will introduce evening

[4:50:55] service to all local routes, which will replace the current

[4:50:58] route 15, which is the designated night route. These expansion

[4:51:01] plans are also subject to provincial funding and prioritization by

[4:51:04] BC transit, as the province contributes almost 50% of the

[4:51:07] cost for transit services. The costs have also been spread

[4:51:10] out to reflect. The expected implementation, which is largely contingent

[4:51:13] on the bus procurement process. So at this point, we

[4:51:17] just want to stop very briefly to see if Councillor

[4:51:19] has any questions. Specifically on the public works area before

[4:51:22] we move into water in sewer. Council, Councillor Gilbert. Thank

[4:51:30] you. Thank you. To the chair in regards to the

[4:51:35] transit network expansion plans. One when is the contract up

[4:51:39] for the bus stops. And is there an advertisement policy

[4:51:45] in regards to. What can be shown on those bus

[4:51:48] stops. Through the chair. We recently renewed our contract. For

[4:51:57] transit shelters, and Patterson does have an advertising policy relating

[4:52:00] to both the transit shelters and the bus benches, if

[4:52:03] that's what you're asking. I'll have to double check the

[4:52:06] time frame. Mr. Boyco may know off the top. Of

[4:52:08] his head. But I think we have at least another

[4:52:09] 15 years to go because I think it was a

[4:52:12] 20 year contract, and we're only probably roughly five years

[4:52:14] in. I don't know if you want to answer the

[4:52:16] question. 2035. That doesn't stop the city. If I could

[4:52:23] just add it where I think you might. Be going.

[4:52:25] It doesn't stop us from adding additional shelters at locations

[4:52:29] where we may want to pursue them in the future.

[4:52:30] And that is one thing we've been exploring there's. Grant

[4:52:33] funding through the province in BC transit and other ways

[4:52:36] of doing that. So we're not necessarily restricted to just

[4:52:39] the patterson shelters, but. It is one mechanism for cities

[4:52:45] to see those put in place. Follow up. Yeah. Thank

[4:52:46] you. Chair. There's two things with it. One I want

[4:52:49] to see. They're only going to put bus stops up

[4:52:53] in shelters where they seem fit, and I think we

[4:52:56] need to encourage people to take the bus more, so

[4:52:58] it'd be nice to see more shelters go up. And

[4:53:01] I guess the reason why I asked for about the

[4:53:02] advertisement policy. I'm not really impressed when the advertisement on

[4:53:05] the bus stop is promoting not taking the bus, as

[4:53:08] we saw with the. U share ride car share, saying

[4:53:12] that it would get there faster. Like traffic problems in

[4:53:15] the city. Or if we're anticipating more density, we're going

[4:53:18] to have to utilize transit car sharing is not going

[4:53:21] to solve that problem. We need to look at all

[4:53:24] aspects. I'm not really appreciative of that. Type of advertisement

[4:53:27] on our bus stops. Fair enough. I can provide that

[4:53:33] feedback back to them. Councilor Conan. Thank you. Through the

[4:53:38] chair. Chairman. The transit expansion. Is based

[4:53:48] on the procurement of the buses. So if we don't

[4:53:54] get the buses in 2000, And 15 if we're not

[4:54:00] able to. Will that 205,000 go into general surplus? Through

[4:54:06] your worship. So because we're actually forecasting a deficit for

[4:54:10] 2025, it would actually reduce the deficit that we're planning,

[4:54:14] as opposed to flowing into surplus. Okay. What I'm saying

[4:54:22] is that what would happen if we did not put

[4:54:24] that 200,000 towards. The bus buses this year, and then

[4:54:31] if we are able to procure the buses, then. We

[4:54:35] make an amendment to the budget. Whatever time during the

[4:54:39] year that's to happen. So through your worship. That is

[4:54:42] obviously a Councillor decision to make. If we had to

[4:54:45] amend the budget later next year. We probably have to

[4:54:47] draw from surplus to able to be able to amend

[4:54:50] that contract. I think the bigger decision for Councillor to

[4:54:53] make is just because the phase one. Of the

[4:55:02] transit. We've actually already split the cost between 2025 and

[4:55:06] 2026, so. There's already 267,000 going into 2026. Plus there's

[4:55:12] an additional 348,000. For the evening service. So Councillor would

[4:55:11] just be pushing that further cost into 2026. So we're

[4:55:15] already forecasting. A 1.35% increase related to transit in 2026,

[4:55:20] we would be pushing that additional 205,000, which would be

[4:55:23] somewhere around a .6% tax increase into that year. As

[4:55:27] well. So it's just a decision on where do you

[4:55:29] want to see that tax? Incre. Increase hit. 2025, matching

[4:55:34] where we're anticipating the service to take place or pushing

[4:55:36] it all into 2026, which. Will obviously have a higher

[4:55:38] tax increase that year. But can I ask again? I'm

[4:55:42] sorry. If we aren't able to get the buses this

[4:55:46] year, that 200,000. Wouldn't go immediately into 2026 towards the

[4:55:54] buses. It would go into general surplus. Through worship. That

[4:55:59] is correct. The money cannot be reallocated into another year.

[4:56:03] It has to. Be budgeted separately into that year. Thank

[4:56:07] you. Councilor Gilbert. Yeah. Thank you to the chair. I

[4:56:14] appreciate Councillor Conan bringing up this kind of. Like the

[4:56:16] timing of it. I'm just kind of curious. What would

[4:56:18] the timing be? Because there's the provincial share to this.

[4:56:25] So let's say if we didn't. Do that. Would that

[4:56:28] make it harder for us to get the province to

[4:56:32] fund that extra step for us? Let's say, for example,

[4:56:36] we decided not to do it here at this budget

[4:56:38] and decide to do it when we found out about

[4:56:39] the buses. Would that hinder our position with the province

[4:56:43] to get them to fund. The share of our bus

[4:56:48] services. Thank you. So through the chair? No, we have

[4:56:51] made the commitment. So the province in BC transit. Aren't

[4:56:55] concerned with how we facilitate that on our side through

[4:56:59] the budget process when we signed off on that expansion

[4:57:02] plan back earlier in the year. That was their confirmation

[4:57:05] that we're in the queue. We've committed to paying our

[4:57:08] share of the cost when they're. Able to deliver that

[4:57:10] service expansion so it wouldn't have any influence on when

[4:57:13] they do or don't approve that expansion. It's going to

[4:57:15] be my question. Councilor connets.

[4:57:28] Sorry. Yeah. I think this would be a good time

[4:57:32] to make a motion. To remove that 200,000 from the

[4:57:40] budget, but. I am definitely supportive of the expansion. And

[4:57:44] if we do get the buses, I'd like to see

[4:57:47] us. Start the program right away. It's just that I

[4:57:51] know this takes a long time and. I don't want

[4:57:54] more money going to general surplus. I'd rather. Have it

[4:57:59] ready for the bus. Buses when we get them. Which

[4:58:04] could be not until 2026. So my motion would be

[4:58:08] to. Remove that from the budget. I think we got

[4:58:13] the motion to remove the item from the budget, but

[4:58:16] your audio is fading. Councillor Conan, so not sure if

[4:58:21] we can do anything about that at this end or

[4:58:23] whether you need to just get a little closer to

[4:58:25] your microphone at your end. Okay, so we got a

[4:58:30] motion to remove that item from the budget. Do we

[4:58:33] have a second? Seconded. Discussion. Questions. Councilor Gilbert. Yeah. Thank

[4:58:42] you, chair. So. Just to be clear. I understand where

[4:58:46] it's going. What would be the impact on the budget?

[4:58:50] Removing it and not removing it. So, through your worship,

[4:58:55] the total cost of the service for both phase one

[4:58:58] and the evening service. In 2026 would be $820,000. So

[4:59:02] it'd be just shy of a 2% tax increase. No,

[4:59:07] sorry. I wasn't worried about that. Oh, the reduction to

[4:59:12] 2025 would be about. No, not even a reduction. Like,

[4:59:15] what would happen? I guess. I just want to be

[4:59:18] clear on where this money is going. So if we

[4:59:19] don't. Do the two. If we do the 205 and

[4:59:22] we don't get a bus, what happens? To that money.

[4:59:24] And if we don't do, if we wait later. Until

[4:59:28] we get guaranteed the buses and then do the 205.

[4:59:31] That's where I'm kind of like wondering. Is it the

[4:59:34] same thing? Is the process different? But we still get

[4:59:38] the same outcome. So. Through your worship. So if Councillor.

[4:59:41] Keeps the 205 in the budget and we don't realize

[4:59:44] that cost. It will decrease the deficit for 2025 if

[4:59:49] Councillor removes it from the budget and then the service

[4:59:52] comes online and. We have to add the money to

[4:59:54] the budget. We will then draw from surplus to pay.

[4:59:56] For it in 2025 and add it to the 2026

[4:59:59] tax base. So we'll either reduce the deficit in 2025

[5:00:03] if it doesn't happen, or you'll have to pull from

[5:00:05] surplus if it does happen. Good. You're going to follow

[5:00:12] up. So I do appreciate. Trying to. Maybe change the

[5:00:20] process to try to find cost savings in it. However,

[5:00:23] I'm going to vote against it just for the fact

[5:00:24] that I really want the city to commit to this,

[5:00:27] that. We are going to expand the transit network and

[5:00:30] if anything, we are going to decrease the deficit. Of

[5:00:33] the bus system if it doesn't. I'm going to vote

[5:00:37] against this motion just because I believe, and we need

[5:00:40] to put money into our transit system. Any further comments?

[5:00:48] Questions. Councilor Watt. Thank you, chair. Because I think we

[5:00:55] can still put back into the transit. I don't think.

[5:01:01] This is a non investment into transit. It's because we

[5:01:04] don't have it. We don't necessarily need to allocate the

[5:01:06] funds. We will fund the funds when we need it.

[5:01:08] So I'm actually going to support this. Yeah. This is

[5:01:15] a difficult one. On the one hand, we had a

[5:01:21] motion earlier in this year to direct staff to include

[5:01:23] this in the financial. Report and the budget. If I'm

[5:01:29] remembering that correctly. And it's okay to say we'll pull

[5:01:33] from surplus, but that's providing we get a surplus or

[5:01:37] we have a surplus. And I'm just wondering what removing

[5:01:45] it from our actual budget? What message that sends to

[5:01:48] BC transit. I know. Okay. Maybe they'll carry on with

[5:01:54] the supply of the bus and the service. Knowing that

[5:01:58] we will have to make a motion later on in

[5:02:01] the year to pull that. From surplus. Is there any

[5:02:04] reserve that could come from if there's no surplus? Through

[5:02:10] your worship. So there would be other opportunities, perhaps, for

[5:02:12] Councillor to pay for it in 2025. We could give

[5:02:14] Councillor options. I think the bigger consideration for councillor is

[5:02:17] that the money will have to then be added to

[5:02:19] the 2026 budget, so it will have to be a

[5:02:22] tax. Increase. It's just when Councillor puts that tax increase

[5:02:25] in in 2025 or 2026. So let's talk about that

[5:02:29] a little bit now and. It's on topic, I think.

[5:02:33] For what we're deferring to 2026. So I think the

[5:02:39] tax increase that we've deferred with the RCMP, the 2026.

[5:02:45] Is that somewhere around 1%? That's right, your worship. Approximately

[5:02:48] 1%. We got 1%. With the presentations we've had today,

[5:02:53] we've got a 1% budget increase for 2026 because of

[5:02:56] the extra RCMP positions. And now we're going, okay? We're

[5:03:02] going to have a tax increase in 2026. Of what

[5:03:06] percentage for transit under the current numbers about 1.8%. So

[5:03:11] 1.8. And so. If we defer the bus, then it's

[5:03:18] 1.9. Is that right? About half. It'd be two point.

[5:03:24] Three, right? It'd be 1% for the RCMP and 1.8

[5:03:27] for the. Transit, so you'd be looking at a 2.8%

[5:03:31] impact. We're already saying we're going to have a 2.8%

[5:03:34] increase in 2026 with what we've had presented today. So.

[5:03:40] That's something to consider as well. I prefer an incremental

[5:03:44] approach, and I prefer living up to what we promised

[5:03:47] earlier on. In the year, so I think I'll vote

[5:03:49] against this one. But we'll see how it goes. Councillor

[5:03:54] Watt. Thank you. The chair. Well, then, it appears we

[5:03:59] are doing a reverse deferral. We're putting money in so

[5:04:02] that it's there when we need it. And is this

[5:04:05] a guaranteed happening this year? Through the chair. We have

[5:04:10] no crystal ball on whether or not pc transit will

[5:04:12] be able to deliver the expansion. We have approved our

[5:04:15] share and we wait for approval from the province and

[5:04:18] prioritization. From BC transit. Thank you, Chairman. Thank you for

[5:04:22] the answer. That's sort of getting at is this is

[5:04:24] extremely hopeful, and I would suspect extremely likely. But until

[5:04:28] it's a yes, it's. Happening? I'm not sure that it's

[5:04:31] something I think we budget for. Because, again, reverse deferral

[5:04:34] is wonderful. Put cash away for when you need it,

[5:04:37] but not when someone's paying for it. Thank you. Any

[5:04:41] further comments? Questions? So the motion is.

[5:04:52] To remove. The budget request for the bus for the

[5:04:57] $205,000. Remove that from the budget. And I would say

[5:05:02] all those in favor? And opposed. And that's Councillor Gilbert

[5:05:10] and myself opposed. So the motion carries. And that is?

[5:05:13] Removed from the budget. Okay. Thank you. Continue, please. Thank

[5:05:19] you. So the total proposed 2025 overall net expenses for

[5:05:26] the water and sewer utilities are a credit of seven

[5:05:28] and a half million before transfers to capital and reserves,

[5:05:30] which is $440,000. Higher than the 2024 budget. The water

[5:05:35] utility consists of all associated costs with collection, treatment, and

[5:05:38] the distribution of portable and irrigation water. Water revenue is

[5:05:41] budgeted to increase 410,000 based. On the Councillor approved 2025

[5:05:45] rate increases. Expenses for the water utility include increased debt,

[5:05:49] interest costs for the renewal of previous debt, a water

[5:05:51] optimization and corrosion study, and contractual inflationary increases. The sewer

[5:05:55] utility consists of all costs related to the collection and

[5:05:58] treatment of all sanitary sewer. Revenue is budgeted at 1

[5:06:01] million higher than the 2024 budget incorporating the council. Approved

[5:06:04] 2025 rate increases sewer expenses increased for inflation, in particular

[5:06:08] around items such as chemical costs key budget drivers for

[5:06:12] water and sewer include the contractual labor and various operational

[5:06:15] increases for screening, irrigation intakes, the water optimization and corrosion

[5:06:19] study of 140,000 lab supplies and required uv bulb replacements.

[5:06:24] The detailed budget for the entire water utility can be

[5:06:26] found on pages 217 to 224 of the pond, including

[5:06:29] supplemental schedules, breaking down water treatment plant and water distribution.

[5:06:34] As its own distinct fund. The water utility balance for

[5:06:35] any given year should be zero. This table takes into

[5:06:38] account total revenues, operating expenses, allocations, capital spending and any

[5:06:42] transfers to or from reserves. The summary provides a holistic

[5:06:45] view of how the overall revenues and expenses and transfers

[5:06:48] to long term capital infrastructure contribute to a net operating

[5:06:51] surplus or deficit. Allocations are related to the. Administration overhead

[5:06:54] credit from the general fund, which allocates expenses to each

[5:06:57] utility based on the services provided by departments such as

[5:07:00] corporate administration, legislative services, it, HR, and finance. In addition

[5:07:04] to the debt servicing costs. Transfers include DCC revenues being

[5:07:08] moved to or from reserves and transfers to fund capital

[5:07:11] with any residual excess of revenues over expenses for any

[5:07:14] given year being transferred into or drawn from reserves. The

[5:07:17] total plan draw from the water reserve for 2025 is

[5:07:20] 1.2 million. The detailed budget for the entire sewer utility

[5:07:24] can be found on pages 225 to 231 of the

[5:07:27] financial plan, including supplemental schedules for the treatment plant and

[5:07:30] sewer collection. Similar to the water utility, the sewer utility

[5:07:33] has its own fund, needs to have a balance in

[5:07:36] any given year of zero. This table takes into account

[5:07:38] all the revenues, expenses, allocations, capital spending, and transfers. To

[5:07:43] or from reserves. Allocations include debt servicing and utility overhead

[5:07:47] allocation. Transfers include DCC revenues being moved to or from

[5:07:50] reserves and transfers to fund capital with the residual excess

[5:07:54] either being transferred into reserves or pulled out of reserves

[5:07:57] for 2025. The draw from sewer will be 1.1 million.

[5:08:01] If it's okay with your worship, I'll just pause here.

[5:08:03] If there's. Any questions on the utilities before we move

[5:08:06] into energy and environment? Cancelled. Any questions? And hearing nothing

[5:08:13] from Councillor Conan, please continue. Thank you, worship. The energy

[5:08:18] and environmental departments overall 2025 proposed net expense budgets total

[5:08:22] accredit of 5.8 million, an increase of 185,000 over 2024.

[5:08:27] Revenue for these departments are fees for solid. Waste and

[5:08:32] recycling collection, climate action grants and electric user fees. Electric

[5:08:36] revenue has increased 2.9 million for Councillor approved rate increases,

[5:08:39] which is offset by increased expenses for power purchases of

[5:08:42] 1.2 million. Expenses for these departments are for all collection

[5:08:46] of solid waste and recycling materials, sustainability programs, street lights

[5:08:50] and traffic control upkeep and all costs related to the

[5:08:52] electric department costs have been increased. For the new waste

[5:08:55] collection contract that was approved by Councillor and the smart

[5:08:57] truck technology, which will be discussed in future slides. Key

[5:09:01] budget drivers for this area include contractual labor, the increase

[5:09:04] for the recently negotiated waste collection contract increase in electricity

[5:09:08] cost and the receipt of three years of the local

[5:09:11] government climate action program funding. Upfront that funding will be

[5:09:14] used over the next few years as it's been put

[5:09:16] into the climate reserve. However, this will now show in

[5:09:18] the financial plan as a reserve transfer. As opposed to

[5:09:21] revenue as it was in previous years. A significant portion

[5:09:25] of the electric utility operating expenses is for the cost

[5:09:27] of purchasing energy from Fortis which makes up 87% of

[5:09:30] our costs. The detailed budget for electric utility can be

[5:09:34] found on pages 213 to 216 of the plan and

[5:09:37] as with water and sewer, the utility balance for any

[5:09:39] given year should be zero. Allocations include the utility overhead

[5:09:42] allocation as well as transfers in from other departments for

[5:09:45] direct costs such as engineering facilities, information technology and fleet

[5:09:50] transfers include the electric. Dividend transfer to the General Capital

[5:09:54] Fund, a transfer to electric capital to fund current and

[5:09:57] long term capital infrastructure, the repayment for internal borrowing from

[5:10:00] the general fund, amortization, and a transfer from surplus to

[5:10:03] offset the deficiency in revenues over expenses. The Electrical dividend

[5:10:08] is a transfer from the Electric fund to general capital

[5:10:10] and funds a significant portion of the general capital budget

[5:10:12] annually. The dividend formed part of the 2023 rate review

[5:10:16] project, and as a result, the financial plan reflects the

[5:10:18] calculation as outlined in the Councillor approved electrical dividend policy.

[5:10:22] As detailed in this table, a draw from the electric

[5:10:24] surplus of 4.7 million is required. To balance the 2025

[5:10:27] electric operating budget. The energy and environment department is seeking

[5:10:31] approval to utilize $45,000 from the multimaterial BC reserve to

[5:10:35] procure advanced technology for recycling collection vehicles to reduce contamination.

[5:10:39] This reserve is funded through the recycled BC revenues, which

[5:10:42] are transferred directly to this reserve to fund recycling initiatives.

[5:10:45] This technology is proven to reduce contamination rates for recycling,

[5:10:48] which will assist with meeting. The city's contamination targets. Implementing

[5:10:52] a smart onboard truck technology reduces the risk of facing

[5:10:55] service level failure credits and reducing the financial incentives provided

[5:10:59] by recycled BC by $120,000 per year. Is there anything

[5:11:03] you wanted to add to that? No. Well, it brings

[5:11:05] us to the resolution which I will quickly change. To

[5:11:11] say.

[5:11:34] Okay. The Councillor approve and principle the infrastructure Division budget

[5:11:37] for 2025 to 2029 with the removal of 205,000 for

[5:11:41] transit expansion, subject to final review. Councilor. What? Moved. Seconded.

[5:11:50] And any questions? Comments? Councillor Conan. Yeah, I was going

[5:11:56] to make a motion. Did somebody just make a motion?

[5:12:02] To approve this. I'm sorry. The motion is to approve

[5:12:09] the staff recommendation with the removal of the $2,005 $205,000

[5:12:15] for transit expansion. Subject to final review and approval during

[5:12:21] the budget roundup. Okay, I'll wait till budget. Roundup, then.

[5:12:24] Thank you. Thank you. Any further comments? Questions? Council. Conan.

[5:12:33] Still got your hand up? Are you okay? And hearing

[5:12:38] none. I'm going to call the question. All in favor?

[5:12:42] And opposed. Council. Conan supposed. The motion carries. Thank you.

[5:12:56] And so. Moving on.

[5:13:05] And we've got 3.22 community services. But do we want

[5:13:11] to move on? I'm going to leave. To 3.23. Finance

[5:13:18] and admin. Through your worship. If Councillor is wanting to

[5:13:21] move into the capital, I do have an overview presentation.

[5:13:24] That I would like to provide first, and then we

[5:13:27] could move into some of the presentations. Oh. Sorry. Yes.

[5:13:37] Thanks to the chair. Just. My personal opinion is that

[5:13:41] we've gone through a lot today. I was just kind

[5:13:43] of. Wondering if we can get how Councillor Conan is

[5:13:45] doing as someone being sick, we're asking. Her to stay.

[5:13:48] I've been asking her all through the day, which is

[5:13:49] good. She's. Good. Yes. She shows me she's okay. We

[5:13:53] got a thumbs up. There we go. Thanks for the

[5:13:56] thought. So. Yeah, sorry. Capital budgets. So. 3.21.

[5:14:07] The capital overview, Ms. Campbell, please. Thank you, your worship.

[5:14:11] So before we review the capital budget through each division

[5:14:14] and department, I would like to give an overview of

[5:14:16] the plan, including what's new for 2025, the presentation approach

[5:14:19] and a summary. So, as noted earlier today, capital budgets

[5:14:23] have been separated out from operating, with the focus of

[5:14:25] the capital budgets being on year's 2025 through 2027. Similar

[5:14:28] to the operating presentation, senior staff members will co present

[5:14:31] with myself for their respective areas with time for Councillor

[5:14:33] to ask questions. And deliberate over each divisional or departmental

[5:14:37] budget. Councillor is welcome to comment at any stage of

[5:14:39] the presentations. And can make motions to amend what's being

[5:14:42] presented throughout each division at the end of each presentation,

[5:14:45] a motion to approve in principle will be made subject

[5:14:47] to the final budget. Of review. After Councillor is deliberated

[5:14:51] over, each area staff will provide the final recap to

[5:14:53] review any set aside items and present the final motions.

[5:14:57] This year, capital budget introduction has been added to the

[5:14:59] beginning of the capital section to provide additional information on

[5:15:02] the capital budget process, how capital requests are evaluated and

[5:15:05] funded. In addition to the added information on capital versus

[5:15:10] operating, the detailed information on how capital is funded the

[5:15:13] sources of funding utilized, as well as project highlights and

[5:15:15] information on asset management and capital. Boring has been refined

[5:15:18] to provide added clarity. For 2025. The capital budget information

[5:15:24] has been expanded to include the 2024 budget as well.

[5:15:26] As the projects that were carried forward into the 2024

[5:15:29] year. Combined, these total just under $85 million of capital

[5:15:33] projects for the year. In addition, the firm capital budget

[5:15:37] this year has been expanded to include three years. So

[5:15:39] Councillor will be reviewing the 2025 to 2027 capital projects.

[5:15:44] A frequent comment we get from the public during budget

[5:15:46] period is understanding capital versus operating budgets. Capital budgets cover

[5:15:50] the cost of creating, renewing, or growth of an asset.

[5:15:53] Projects like replacing playground equipment adding new lighting to the

[5:15:55] riverside park or putting a roundabout in an existing intersection

[5:15:58] would be capital. Projects. These costs are added to the

[5:16:01] city's tangible capital assets and written off, or amortized over.

[5:16:05] Their useful life and may also have different funding sources

[5:16:07] on our operational budgets. Do the majority of the general

[5:16:10] fund capital program is not funded through taxation, so changing

[5:16:13] a capital budget will not impact the tax rate for

[5:16:15] the year. However, it may impact any associated operational costs.

[5:16:19] For example, changing a capital budget for creation of a

[5:16:21] new park will have associated labor and supply costs to

[5:16:24] ensure they are proper. Properly maintained. Adding more amenities to

[5:16:27] the project may increase operational expenses relating to the costs

[5:16:30] or, conversely if the project was canceled or scaled back,

[5:16:32] operational costs would reduce. To note the majority of funding

[5:16:36] within the general capital funding envelope cannot be repurposed for

[5:16:39] operating uses. Its use is strictly related to funding capital.

[5:16:43] In the utility funds. Operational and capital projects are mostly

[5:16:46] funded through the same sources, utility user fees changing the

[5:16:49] capital program may impact rates in future years as the

[5:16:52] rates are designed to incorporate capital needs now and into

[5:16:55] the future. As opposed to capital operating costs, cover maintenance

[5:16:59] to use an asset. So things like labor, utilities and

[5:17:01] day to day repairs. Other costs for operations would include

[5:17:04] things like interest on debt payments, snow clearing landscaping, mowing

[5:17:07] or trail maintenance changes to service levels to operate the

[5:17:10] city's assets impact taxation directly. The more assets the city

[5:17:13] owns, the more assets we have to maintain. If an

[5:17:17] asset has maintenance expenses associated with it, there may be

[5:17:19] an impact to operating budgets. However, if asset renewal work

[5:17:22] is not done, this can also increase operating costs as

[5:17:24] the asset fails. A recent example of an added asset

[5:17:27] is the completion of the Ridge park, a park designed

[5:17:29] as part of a development which is now the responsibility

[5:17:32] of the city to maintain. Many budget line items are

[5:17:34] impacted by new parks or garden space. Such as flower

[5:17:37] beds, mowing, snow clearing and weed control, adding new areas

[5:17:40] one at a time. May not have an incremental impact

[5:17:42] at that moment. However, over the course of years, as

[5:17:45] amenities are continually added, the capacity to maintain more and

[5:17:48] more spaces becomes challenging. The capital schedules in the financial

[5:17:52] plan are presented by project instead of department, ensuring all

[5:17:55] project costs are included together, even if funded by different

[5:17:58] sources or funds. Project highlights are included for some significant

[5:18:01] items to provide additional details to Councillor onto the public.

[5:18:04] These project areas are earmarked throughout the plan with an

[5:18:07] asterisk to identify when this additional information is present. These

[5:18:11] highlight pages form part of the financial plan package as

[5:18:13] supplementary information and can be found on pages 253 to

[5:18:17] 267 of the plan. In addition, these projects will be

[5:18:20] highlighted throughout the divisional presentations. Moving into the budget summary.

[5:18:25] The capital program for 2025 is being proposed at 31.3.

[5:18:28] Million between all of the funds, 27.7 million for 2026

[5:18:31] and 35.1 million. For 2027. The remaining years include a

[5:18:36] further 72 million of capital projects. The detailed breakdowns of

[5:18:39] projects for each department will be provided. In each individual

[5:18:42] divisional presentation. Of the $31.3 million of projects in 2020,

[5:18:47] 515.8 million are for water, sewer, electric or storm projects,

[5:18:50] with the remaining 15.5 million being for general, some capital

[5:18:54] highlights for 2025 include community center upgrades for fire suppression

[5:18:57] and energy and emission reductions. The Power Street Childcare center,

[5:19:00] sidewalk network improvements, expansion upgrades of the advanced wastewater. Treatment

[5:19:04] plant and renewal of aging water and sanitary sewer infrastructure.

[5:19:09] From the latest asset management investment plan. The breakdown of

[5:19:11] the replacement cost of city assets now totals 1.4 billion,

[5:19:15] which breaks down to 713,000,000 of assets for the utilities

[5:19:18] and 688,000,000 of general assets. When we talk about funding

[5:19:22] assets and setting aside funds into reserves. It's to ensure

[5:19:24] we have adequate resources to replace these assets. Now into

[5:19:26] the future. The work done in. The utility rate review

[5:19:29] highlighted that the city has historically been under investing in

[5:19:32] its assets with the new rate structures being designed to

[5:19:35] set aside appropriate levels of reserves in order to start

[5:19:37] addressing that shortfall. The city utilizes many different sources to

[5:19:41] fund our capital program. Each capital fund has distinct funding

[5:19:44] sources. Available to it. Some of these are restricted to

[5:19:47] their own funds, such as water, sewer and general capital

[5:19:49] reserves through legislation such as the community charter. The water,

[5:19:53] sewer and electrical reserves are funded through user rates. As

[5:19:55] mentioned previously, the rate review recommended investing more funds into

[5:19:58] these. Reserves to fund our future capital needs. These funds

[5:20:02] must ultimately be used for the purpose they were collected,

[5:20:04] so water reserves must ultimately be used for water projects.

[5:20:08] The general water and sewer funds also have DCC or

[5:20:11] development cost charges available to them that can be utilized

[5:20:14] for growth projects along with city contributed funds. Contributions to

[5:20:17] DCC reserves are made through developer contribution. Contributions and the

[5:20:20] projects that they can be used for are identified within

[5:20:22] the DCC bylaws. Other reserves, such as the Canada Community

[5:20:26] Building Fund or Climate Action, which are both funded by

[5:20:28] the province can be used for any of the funds.

[5:20:31] However, only certain projects qualify as they are limited per

[5:20:33] our agreements. More details on how each reserve is funded

[5:20:36] was provided during the reserve presentation that Miss Jones made

[5:20:39] this morning. When funding capital projects staff, review all available

[5:20:42] sources to determine the optimal funding we'll take. A closer

[5:20:45] look at how the 2025 draft capital plan is being

[5:20:48] funded on the next slide. Capital. Funding sources for 2025

[5:20:52] include the utility funds, grant funding reserves such as equipment

[5:20:55] replacement, asset sustainability and the Canada Community building funds, so

[5:20:59] projects may be funded for multiple sources. For example, engineering

[5:21:02] projects are often multi funded, including things like DCC's water,

[5:21:05] sewer, electric and general funding. As I spoke to earlier,

[5:21:09] capital and operating expenses. Are distinctly different. Some of these

[5:21:11] sources are restricted for use either by the community charter

[5:21:14] or through city bylaws and cannot be used for purposes

[5:21:17] such as offsetting operations. As presented by Ms. Jones in

[5:21:21] the debt and borrowing presentation. This graph shows the city's

[5:21:23] forecasted debt to 2028, with no new borrowing being proposed

[5:21:26] for 2025. The PRV borrowing is noted in the table

[5:21:29] was approved by Councillor in 2022. Proposed future debt financing

[5:21:33] includes standard projects for LS two Dom in 2027 and

[5:21:36] further expansion. And upgrades to the advanced wastewater treatment plant

[5:21:41] in 2028. Those project costs are purely estimates at this

[5:21:45] point and may vary when further costing is done closer

[5:21:47] to the project timelines. Included in the financial plan on

[5:21:51] page 273 is the schedule of capital projects without identified

[5:21:55] funding to provide visibility to additional capital needs that have

[5:21:57] been noted beyond those included in the pond, which are

[5:22:00] now estimated at $161,000,000. This list is not exhaustive and

[5:22:04] does not include all the projects that may exist, including

[5:22:07] those within existing master plans. Nor have they been fully

[5:22:11] scoped or coded when these projects have been fully scoped

[5:22:14] and costed funding options will be brought back to Councillor

[5:22:16] for discussion, approval and funding decisions. Should the cost for

[5:22:19] these projects become prohibitive. They may be deferred or the

[5:22:21] scope may be redefined. In summary, the 2025 to 2029

[5:22:26] draft capital pond is focused on the continued advancement of

[5:22:29] council's refocus strategic priorities, including projects such as the advanced

[5:22:33] wastewater treatment plant expansion upgrades, Power Street Childcare center, safe

[5:22:36] roots to school and the connected community capital program. Any

[5:22:40] questions from Councillor at this point before we move into

[5:22:42] the divisional presentations? Council. Any questions? Overall. Capital projects.

[5:22:52] 30,000 foot view. No questions. Please continue.

[5:23:09] Thank you, worship. If it's okay with Councillor, we'll start

[5:23:11] with the finance and. Administration program. In this division. Included

[5:23:18] capital projects are related to the Information Technology department, with

[5:23:21] projects including hardware such as servers, computers, and phones, as

[5:23:24] well as infrastructure such as the local area network capital

[5:23:27] projects for the IT departments are detailed on page 242

[5:23:30] of the financial plan. A summary of the five year

[5:23:33] cost is provided on this slide for 2025 capital projects.

[5:23:36] Total 595. Thousand, 746,000 pound for 2026 and 826,000 for

[5:23:42] 2027 with remaining years, including projects estimated at approximately $2

[5:23:46] million. Annual budget. Items for regularly scheduled replacement include hardware,

[5:23:51] software, and av capital needs. A significant project for 2025

[5:23:54] and ongoing years, includes upgrades to the city facility network

[5:23:58] wiring to ensure reliability in our communications network in each

[5:24:01] city facility. The city currently has 300 desktop phones and

[5:24:04] 180 cellular phones, which are scheduled to be replaced on

[5:24:07] three year cycles, which. Is reflected in the 2027 budget

[5:24:10] figure. Other annual capital costs include printers, infrastructure and system

[5:24:14] reconfiguration costs, which are upgraded on a cyclical basis throughout

[5:24:17] the organization. That brings us to the recommendation that Councillor

[5:24:22] approve in principle the finance administration 2025. 2029. Capital plan

[5:24:26] budget subject to final review. Council. Any questions? Councillor Gilbert?

[5:24:32] Yeah. Thank you to the chair. I'd like to move

[5:24:33] the. Staff recommendation. Seconded. Comments questions. Councilor Grime.

[5:24:44] Yeah. Thank you. Chair. Can you go back to one

[5:24:45] slide there? The 100,000 2025, 26 and 27 for SOEC

[5:24:51] hardware. Is that just maintaining or is that updating? Software.

[5:24:57] Is that? What exactly is that? With respect to the

[5:25:00] event center hardware? Sure. So that's. The upgrade and replacement

[5:25:02] of their IT and audiovisual equipment as required. So it

[5:25:05] is just an annual cyclical replacement based on their asset

[5:25:08] values. And any questions?

[5:25:22] Do we move? In second. So further questions? Comments. Councilor

[5:25:31] gunnance, we. Okay, no comments, no questions. Call the question.

[5:25:36] All in favor? And that is unanimous. Thank you.

[5:25:47] And where to next? Ms. Campbell 3.24. Apartment, your worship?

[5:25:54] Certainly. So fire services capital includes equipment replacements and improvements

[5:25:59] to the emergency training center, fire fleet or facilities capital

[5:26:03] are included in those areas, respectively, and not in this

[5:26:05] presentation. The capital budget for the years 2025 to 2029

[5:26:11] is in the range of $65,000. Annually and can be

[5:26:13] seen on page 244 of the financial plan. Capital cost

[5:26:17] for 2025 through 2027 include regular upgrades to the Emergency

[5:26:20] Training center and scheduled replacement for equipment and fire hoses.

[5:26:26] The recommendation is that Councillor approve in principle the fire

[5:26:28] department. 2025 2029 capital plan subject. To final review. Any

[5:26:32] questions? Any comments? Councillor Graham? Yeah, I like to move

[5:26:36] the stock recommendation, please. We got to. Move. Do we

[5:26:38] have second? Seconded. Questions. Any questions? No comments.

[5:26:49] Call the question then. All in favor? And Councillor Conan

[5:26:54] is in favor, and so that's unanimous. Thank you. 3.25.

[5:27:05] Going through all the quick ones first, your worship. Yes,

[5:27:08] I see that. For public safety and partnerships. Included in

[5:27:14] this division's capital program would be items such as parking

[5:27:16] meters and machines. The capital budget for the year's 2025

[5:27:20] to 2029 is in the range of $15,000 annually and

[5:27:22] can be found on page 244 of the financial plan.

[5:27:26] The ongoing capital program consists of downtown parking, paystation additions

[5:27:29] aiming to increase the number of electronic. Pay stations in

[5:27:32] downtown. In the downtown area is existing paid parking area

[5:27:36] on Main street. The city and the Downtown Penticton Business

[5:27:39] Improvement association have received complaints from seniors and frequent downtown

[5:27:43] visitors who find the current distance between pay stations is

[5:27:46] too far. Currently, there are two pay stations on each

[5:27:49] of the 2345 and 600 blocks with three on the

[5:27:52] one. Flock in

[5:28:01] 2025 due to its length, high concentration of businesses and

[5:28:04] heavily used paystations. The 300 block will be the first

[5:28:07] to see these changes. And the recommendation is Councillor. Approve

[5:28:10] in principle the public safety and partnerships 2025 to 2029.

[5:28:14] Capital plan subject to a final review. Council. Any questions?

[5:28:18] Comments? Pretty straightforward. Councilor grime like to move the stock

[5:28:25] recommendation, please? Do have a second. Seconded. Questions? Comments Councillor

[5:28:32] Connie. No comments, no questions. On the poll of question.

[5:28:37] All in favor? And that is unanimous. Thank you. So

[5:28:43] I think we're moving on to 3.22, is that correct?

[5:28:50] Community services. Your worship. Yes. Council before we go into

[5:28:54] community services. Community service is going to be rather longer

[5:28:57] and more detailed. Is that correct? And then we've got

[5:29:05] infrastructure, which is going to be equally long and complicated,

[5:29:09] is that. Correct. No. Do we have appetite to do

[5:29:13] this today? Do we want to defer to tomorrow? Councilor

[5:29:18] Conans. How are you feeling? How much longer? Does the

[5:29:26] rest of the Councillor want to go for? I'm in

[5:29:29] if you all are. Are you planning on going till

[5:29:32] five? No, we certainly won't be going to five, I

[5:29:37] don't think. I'm looking at Councillor here. I'm looking for

[5:29:41] direction and input. Well, I'm not sure we'll get it

[5:29:46] all done today. But move forward. Doing five minute break.

[5:29:56] Yes. Okay, we call a five minute break. We give

[5:30:04] everybody a chance to refresh. Back in five minutes. Thank

[5:30:10] you.

[5:39:29] To reconvene the Councillor meeting and we're going to go

[5:39:33] straight into. 3.22 of tomorrow's agenda. Now today's agenda with

[5:39:43] community services. Ms Johnson. And Ms. Campbell, please. Thank you,

[5:39:47] your worship. The community services capital program consists of facilities,

[5:39:52] projects which include things such as building envelope works, internal

[5:39:55] building systems such as HVAC or plumbing major. Refurbishments, upgrades

[5:39:59] or renovations in new construction. In 2024, the facilities department

[5:40:02] undertook delivery of a total of 82 capital works projects

[5:40:05] with a budgeted value of 17 million, consisting of 22

[5:40:08] carryover projects from 20 23, 43 plawn projects and 17

[5:40:12] unplanned capital works projects. The 2025 capital budget is $5.5

[5:40:18] million, with 2026 at 3,000,020 27 at 2 million, which

[5:40:21] are detailed on pages 240 to 200. Sorry, Councillor Conan

[5:40:26] doesn't have any sound. She has no audio at the

[5:40:30] moment. And I get a thumbs up from it and

[5:40:32] I get a thumbs up from Councillor Conan, so please

[5:40:34] continue. The financial plan pages for the community services budget

[5:40:40] are detailed on pages 240 to 242 of the plan.

[5:40:43] It's important to note that the 2025 figures do not

[5:40:45] include any of the unfunded projects or the 15 and

[5:40:48] a half million of works in process from 2024. And

[5:40:50] earlier, 2028 to 2029. Figures are based on known work

[5:40:53] and will be compiled in more detail. In future budget

[5:40:57] years, but are currently included in the plan at 1.75

[5:40:59] million per year. So the 2025 through 2027 facilities capital

[5:41:05] program is comprised of a number of individual projects a

[5:41:07] few of which I will speak to and highlight in

[5:41:09] greater detail as we progress through the presentation. So for

[5:41:12] this first group, I want to note the replacement of

[5:41:14] the BMS controls throughout. A number of our city facilities,

[5:41:17] which include city hall, city. Yards, the Hub Building and

[5:41:22] the library Museum. This, basically. So a BMS is a

[5:41:26] building management system, and it monitors and manages technical equipment.

[5:41:29] Within a facility. The existing BMS controls are nearing their

[5:41:33] end of life and are limited in ability to control

[5:41:35] building functions. This project is expected to span over two

[5:41:38] years, beginning in 2026, and will consist of replacing the

[5:41:41] BMS controls and also adding new control sensors to increase

[5:41:45] the overall capability of the system. Overall, this will improve

[5:41:49] energy efficiency and increase productivity as staff are able to

[5:41:51] better. Leverage technology to maintain and troubleshoot mechanical systems. Elsa

[5:41:56] was noted as one of our major initiatives for the

[5:41:59] division staff will be proceeding with the work associated with

[5:42:01] the city yard's main building upgrades, which is an ongoing

[5:42:04] multi year project staff has been providing updates on this

[5:42:07] during the quarterly capital reports this year. I believe the

[5:42:10] last Q three really wowed people with the time lapse,

[5:42:13] and for 2025, work consists of the design. And construction

[5:42:16] of a new fleet shot building, which will then free

[5:42:18] up much needed space in the main building. And the

[5:42:22] last item on the slide that I'd like to highlight

[5:42:24] is the Cleveland theater. Lighting. So the existing lights are

[5:42:27] original to the facility, which was installed in 1981, and

[5:42:31] a number of the components have become completely obsolete, making

[5:42:34] it increasingly difficult to repair and replace items such as

[5:42:37] bulbs and dimmers for the current fixtures, just to provide

[5:42:40] a little bit of reference for the age. Of this

[5:42:41] technology. The board that runs the lighting actually requires a

[5:42:44] floppy disk in order to save shows or lighting sequences.

[5:42:48] In addition to the antiquated equipment, the cables from the

[5:42:51] tails of the existing lighting fixtures have become brittle with

[5:42:54] age, which is increasing the risk of potential electrical fire.

[5:42:57] Or electrical shock to individuals working on the system so

[5:43:00] the lighting upgrade will see. Updated led fixtures, lighting consoles

[5:43:03] and dimmer racks with all the necessary cabling and staff

[5:43:06] will be seeking grants and rebates to offset some of

[5:43:08] these associated costs with the project. Next, we have a

[5:43:12] few projects lined up for the community center that will

[5:43:13] provide a bit more. Detail on in an upcoming slide

[5:43:16] and for the community safety building project. This is in

[5:43:19] reference to the first priority project coming out of the

[5:43:21] civic places and spaces plan earlier this year. Councillor. Endorses

[5:43:24] the sites for this project, which would see a newly

[5:43:26] constructed firewall headquarters built. At the site. Firehall number two

[5:43:32] on Dawson and the refurbishment of hall one into a

[5:43:35] satellite. Hall at Nanaimo Avenue. Further, the bylaw and community

[5:43:39] policing services would be colocated in a strategic downtown location.

[5:43:43] The 2025 costs include 45,000 for professional services associated with

[5:43:47] the bylaw community. Policing services building and 500,000 to complete

[5:43:52] the integrated project delivery, or IPDE, validation phase for the

[5:43:55] new fire hall headquarters. Is there a slide for that?

[5:44:01] Here we go. Okay, there we go. So, yes. What

[5:44:04] is IPD? IPD is a collaborative project delivery method designed

[5:44:08] to maximize value. Efficiency and project quality. By involving all

[5:44:12] stakeholders from the beginning, IPD encourages teamwork and early collaboration

[5:44:17] among the owner, architect, contractor and key partners aiming for

[5:44:21] aligned goals and shared. Accountability. Core principles include shared risk

[5:44:25] and reward early involvement in collaboration from design right through

[5:44:29] to construction joint decision making and transparency. So the traditional

[5:44:33] project delivery of design bid build often sees the project

[5:44:36] being delivered in silos through three very distinct phases, that

[5:44:39] being design, bidding and building. The owner will contract an

[5:44:43] architect or engineer to design the project. Once the design

[5:44:46] is complete, contractors then bid on it, and then the

[5:44:50] owner selects the contractor. And essentially, the owner holds separate

[5:44:55] contracts. Risks are transferred as much as possible, and rewards

[5:44:58] are individually. Pursued. The process overall is very sequential, so

[5:45:04] best used when the project scope is well defined and

[5:45:07] unlikely to change with IPD. The project team has established

[5:45:10] early on in the process and includes the owner, architect,

[5:45:14] general contractor and trade partners. The team merges into a

[5:45:17] single, shared, multi party contract so that's one of the

[5:45:19] very distinct components of this process. And has mutual goals

[5:45:23] and shared risk and reward. Once the project team is

[5:45:27] established, we begin the validation phase, which is conducted over

[5:45:31] approximately four months. During the validation phase, the project partners

[5:45:35] together perform preliminary design and intensive cost estimating to confirm

[5:45:39] that they can build what is expected within the maximum

[5:45:42] allowable budget in the time allowed and within other constraining

[5:45:46] require. Requirements. Once the validation is approved by the owner,

[5:45:49] the IPD team can proceed to manage the project, jointly

[5:45:52] working through detailed design and construction to achieve the base

[5:45:56] program. We've seen the IPD process being adopted for an

[5:46:00] increasing number of public sector projects. So. Examples include the

[5:46:03] construction of two new fire halls in Burnaby, the renovation

[5:46:06] of the Canada Games Aquatic center in Kamloops, as well

[5:46:09] as the active living center project in Vernon. The canadian

[5:46:12] construction industry has been developing considerable capacity and valuable. Experience

[5:46:18] applying IPD for a wide range of major projects and

[5:46:21] has proven to lead. To improved project outcomes, including reduced

[5:46:26] costs, shorter delivery times, enhanced quality, and added value incentives.

[5:46:31] So now that the space programming and general floor plan

[5:46:33] has been completed for the fire hall. Headquarters staff are

[5:46:37] recommending that Councillor endorsed the IPd process to advance this

[5:46:40] project. Another group of programs that I briefly alluded to

[5:46:44] in a previous slide is the energy and emissions Retrofit

[5:46:48] project, which is funded by a substantial grant from the

[5:46:50] Government of Canada. This aims to increase energy efficiency and

[5:46:55] slash emissions. At the community center. And this comprehensive initiative

[5:47:03] includes upgrading HVAC equipment, implementing advanced heat recovery systems, and

[5:47:07] enhancing pool retention. Techniques. Specifically in 2025. Staff plan to

[5:47:16] address the fire suppression system. So this encompasses the sprinkler

[5:47:19] lion heads. And panels. We'll undergo a completed refurbishment, enhancing

[5:47:24] safety and bringing the facility up to current standards. You

[5:47:28] may know, in the past few months, we've had two

[5:47:30] heads break due to corrosion. Which has underscore the importance

[5:47:33] of proceeding with this project in 2025 and then in

[5:47:36] 2026. This includes the replacement of the boiler system, which

[5:47:39] will boost energy efficiency and ensure system reliability. And I

[5:47:42] just want to note that staff are going to continue

[5:47:44] to look for other grant opportunities. As we look to

[5:47:48] increase the energy and emissions. Savings here. Next, we have

[5:47:55] three of the six connected community grant projects that Councillor

[5:47:58] approved earlier this year. I'm going to chat about details

[5:48:01] of three of them, and then the other three projects

[5:48:03] will be included within Miss Dixon's infrastructure presentation. I also

[5:48:10] want to note on this slide that the Edmonton Ave

[5:48:14] fire suppression retrofits slated for 2027 is for the old

[5:48:17] building portion at that site, not the new building. And

[5:48:21] another one I want to note here is over at

[5:48:23] the Kings Park Sports Complex, the temporary washrooms that were

[5:48:27] placed on site two years ago are at the end

[5:48:29] of their serviceable life and staff are proposing a more

[5:48:32] permanent solution be provided. So the $550,000 allocated to this

[5:48:37] project would see a renovation at the Sportslex facility to

[5:48:40] ensure. That their adequate washroom facilities available and directly accessible

[5:48:44] from the exterior of the building. So this can provide

[5:48:46] an amenity to the field at that site. And the

[5:48:50] last item, actually, I want to highlight in this group

[5:48:52] is the. Washroom accessibility upgrades at Lacawana park. This upgrade

[5:48:57] is in alignment with a larger lack of one of

[5:48:59] playground and splash pad renewal project that Mysticson's team is

[5:49:02] leading and public engagement on the design options is currently

[5:49:05] underway, and accessibility is a key priority as we look

[5:49:08] to invest at this site. You'll be hearing more about

[5:49:10] that larger project tomorrow. So again, as I mentioned, I

[5:49:14] wanted to highlight the three of these six connected community

[5:49:17] grant projects. So over at the outdoor rink. Activate centigan.

[5:49:27] Aims to enhance the outdoor rank by upgrading the public

[5:49:29] skating facility to improve inclusivity and safety, so the project

[5:49:33] includes installing long term netting and perimeter glass. Additional province

[5:49:37] include radiant heat for a warming hut, rubber mats, benches,

[5:49:41] waist receptacles, and bike rocks. The project cost is $188,000

[5:49:46] with. Activate pinticton. Contributing $15,000 towards it. Over at the

[5:49:50] Learhouse, the Pinticton and district. Community Arts Councillor project enhances

[5:49:54] the safety and security of the Learhouse site. Its tenants

[5:49:57] and visitors. The project involves upgrading the upstairs flooring to

[5:50:01] durable vinyl to address trip and asbestos hazards. As well

[5:50:04] as the supply and installation of an intrusion alarm and

[5:50:06] CCTV system. To ensure security for all user groups at

[5:50:10] that facility. The project cost is just over 84,000. With

[5:50:15] the PDCAC contributing 2000 towards it. And last but not

[5:50:19] least, the Penticton. Lawn bowling club project includes replacing the

[5:50:22] roof shingles of both the clubhouse and the garage as

[5:50:25] well as installing new floors in the clubhouse and supplying

[5:50:27] a new set of lockers. Both the roof and flooring

[5:50:30] have exceeded their useful life and require replacement to maintain

[5:50:33] the building's integrity this project. Cost is a little over

[5:50:37] $62,000, with the club contributing 25,000 towards it. On this

[5:50:42] slide. We have a number of major equipment replacements due

[5:50:45] for the library museum complex in 2024. We had a

[5:50:49] mechanical systems condition review conducted on the site, which identified

[5:50:52] a number of items that needed to be addressed, and

[5:50:55] it also provided us with the condition information needed to

[5:50:57] ident. Identify and prioritize the individual projects. I'll note that

[5:51:05] the majority of these equipment replacements provide an opportunity to

[5:51:08] reduce energy consumption and greenhouse gas emissions, and staff will

[5:51:11] be seeking grants that support this type of capital project

[5:51:14] to help offset these costs as well. This slide highlights

[5:51:18] a number of projects identified for the RCMP building. And

[5:51:20] this is a combination of scheduled lifecycle replacements, as well

[5:51:23] as required safety improvements that were identified in a recent

[5:51:26] safety audit. So, under facility improvements for 2025, we are

[5:51:36] looking to make enhancements to the cell book. Encounter area,

[5:51:40] as well as improvements to address the need for secure

[5:51:43] parking in a new vestibule. For prisoner relief and then

[5:51:46] the other line items noted here are just general lifecycle

[5:51:49] replacements required. And for the final facilities capital

[5:51:59] projects slide here. I want to note that Councillor has

[5:52:01] already approved. The $580,000 for the roof bubble recover project.

[5:52:05] And this project is completely committed. This is not a

[5:52:08] new ask. It is just being reflected in the 2025

[5:52:11] capital budget. And also want to note that the Ssycamus

[5:52:15] repair is an abatement. It's for a required abatement of

[5:52:18] peeling lead paint and asbestos that is located inside. Of

[5:52:22] the ship and in a public area. This is separate

[5:52:25] from the exterior lead paint abatement project that I've mentioned

[5:52:28] in previous councillor meetings, and that project is still estimated

[5:52:32] at approximately 1 million and is currently unfunded. So

[5:52:42] with that, the staff recommendation is that Councillor approve in

[5:52:45] principle the community services 2025 to 2029 capital plan proposed

[5:52:48] projects and budgets subject to final review. Council. Any questions?

[5:52:56] Comments. Do we have nothing from Councillor Conan? Do we

[5:53:03] have a recommendation moving? Second? Do we have a second?

[5:53:07] Seconded. Any questions? Hearing? None. I will call the question.

[5:53:16] All in favor? And Councillor Conan in favor? Yes. And

[5:53:21] so that's unanimous. Thank you very much. Thank you. Ms.

[5:53:24] Johnson. And. Scaha Lake lacrosse box

[5:53:34] design work. We want to move to that. Next on

[5:53:37] the list. Right. Well, I'm here. Okay, so just following

[5:53:42] up on the direction from Councillor that was received at

[5:53:44] the November 5 regular. Councillor meeting with respect to the

[5:53:47] Scaha sport box. So the direction was to present these

[5:53:52] estimated costs and what we've been able to gather. Is

[5:53:55] that estimated costs associated with the design work is going

[5:53:57] to be approximately $20,000. And I just want to note

[5:54:00] that prior to commencing the design process, staff would need

[5:54:03] to undertake a bit of an engagement. Process and utilization

[5:54:06] analysis to determine which dry. Land sports would need to

[5:54:10] be involved and considered with the design, especially if we

[5:54:13] are opening it. Up beyond lacrosse. So just consideration on.

[5:54:19] That design cost will be about 20,000. Dollars. I also

[5:54:23] do want to provide a little bit more background on

[5:54:25] this specifically. The pendictive Minor Lacrosse association had submitted an

[5:54:31] application to the connected Communities grant program with the request

[5:54:35] for funding to upgrade. The box to a regulation size

[5:54:39] covered the crossbox. At that time, the estimated project cost

[5:54:44] outlined in their application was 1 million. With the request

[5:54:48] of the city to fund 975,000. Of that this request

[5:54:52] ultimately exceeded. The amount allocated to the full grant program,

[5:54:55] and the project did not advance to phase two. It's

[5:54:59] also worth noting that there were a number of other

[5:55:02] applications received for recreation related facilities and amenities that also

[5:55:06] did not proceed. And this kind of helps paint the

[5:55:08] picture of the wider scope of the needs in our

[5:55:10] community. The Paddle Sports association is seeking funds to replace

[5:55:14] their boathouse, the Penticton Tennis Club requested funding to improve

[5:55:17] lighting and resurface their courts. And the people for Pendict

[5:55:20] and pets requested funding to enhance dog park facilities in

[5:55:23] two locations. Other applications came from the fintech and track

[5:55:27] and field Club, Kisu Swimming Club. However, these did not

[5:55:30] meet the eligibility requirements set for the grant program. I'll

[5:55:34] note that. And I've touched on this before, a major

[5:55:37] initiative. Of our division is currently undertaking the sport and

[5:55:42] REC needs assessment, which is intended to inform responsible asset

[5:55:45] management and guide decisions on facility utilization and investments to

[5:55:50] best meet the needs of our community. So the final

[5:55:52] assessment report will be delivered to councillor in the spring

[5:55:55] of 2025 and with that we expect a number of

[5:55:58] prioritized recommendations. Given this, staff are recommending that the decision

[5:56:02] to invest in design work to update the box be

[5:56:04] delayed until the findings of the assessment are presented. And

[5:56:10] should that be the decision? I've left a recommendation here

[5:56:13] for council's consideration. Council. Questions. Comments.

[5:56:23] Motions. Maybe. Ms. Johnson, do you want

[5:56:33] to. Councillor Conan has a question. I think that. Sounds

[5:56:42] like a legitimate request to. Wait to get beneath this

[5:56:46] assessment. We do know there is a need. For an

[5:56:49] indoor facility for multiple dry line sports. And if you

[5:56:53] think that that's coming. In. In early spring. I think

[5:56:58] that's fine to wait until. That. To follow through with

[5:57:03] the report. So I'll make that motion. Seconded. And so

[5:57:08] the motion. Is. The staff recommendation. Is that your motion,

[5:57:15] Councillor Garnetz? The motion

[5:57:25] is to wait until that comes out. And then. I'm

[5:57:30] sorry, Kelsey. Is it to wait until that report comes

[5:57:34] out before we do the. Report for the box. Can

[5:57:39] you clarify your motion? Is that, in effect, deferring it

[5:57:44] until early spring when the other reports. Come in. Yes,

[5:57:48] thank you. To the chair. Yes. That's. What recommendation is

[5:57:52] that, Councillor? Direct us to include consideration. Of the Scaha

[5:57:57] Lake lacrosse box upgrade, design and construction alongside. Us, providing

[5:58:02] you all of the. Identified priorities in the sport and

[5:58:07] reck needs assessment, which is expected to be coming to

[5:58:10] Councillor. Early spring. So, Councillor Conan. That's effectively the staff

[5:58:15] recommendation. The staff recommendation, right. Yes. I do make that

[5:58:20] motion, and it looks as if that will help with

[5:58:23] the design. Eventually, if we have that report first. It

[5:58:29] identifies the needs before we do the design. Right. Yeah.

[5:58:31] Okay. Yeah, it sounds good. Yes, I'd like that motion.

[5:58:36] I make that motion. Seconded. And. Do we have any

[5:58:42] further questions? Any further comments? And hearing? None. I'll call

[5:58:47] a question. All in favor? And Councillor Conan is in

[5:58:53] favor as well, so that's unanimous. Thank you. Thank you,

[5:58:56] Ms. Johnson. At this point.

[5:59:08] We call an end to these submissions by staff. And

[5:59:15] we move on to section eight, which is a public

[5:59:17] question, period. And so now is the time to ask

[5:59:23] Councillor questions with respect to items that are on today's.

[5:59:26] Agenda. Each question must be limited to two minutes. For

[5:59:32] the total of 15 minutes for the public question period.

[5:59:35] If you're on zoom, then you need to. Raise your

[5:59:40] hand on zoom in order for you to be heard.

[5:59:44] And question to be heard. And do we have any

[5:59:48] questions from the public? Regarding the agenda items to today.

[6:00:12] Do you want to fight me for it? Okay. Lindelfield

[6:00:15] Street. He keeps trying to turn me off. Long day.

[6:00:25] A lot of information. And. Definitely. Congratulations to the finance

[6:00:31] committee and the staff for what they've done today. A

[6:00:39] couple of things sort of confused me in terms of.

[6:00:44] What Councillor was asking. One of them was. The $205

[6:00:48] for the bus. I think it felt like a shell

[6:00:53] game to me. Do we put it into 2025 to.

[6:00:58] 2026. So. I get what has happened. I guess I

[6:01:04] get it's a difficult decision, but sometimes I think?

[6:01:14] We don't see the immediacy, but we look forward to

[6:01:19] pushing. You push something. Away. It's definitely going to cost

[6:01:22] you more. I appreciate the way the budget has been

[6:01:25] put together. I've got all the pages. Eventually. Well, I

[6:01:27] think I've got most of the pages. I haven't got

[6:01:29] as many. Scamble as. I'd like to thank Councillor for.

[6:01:36] Their. Trepidance. In staying through all this and trying to

[6:01:44] keep. The information.

[6:01:56] That is for the staff that we're presenting, including Miss

[6:01:59] Gamble. Sorted. I have one question. And. How much did

[6:02:04] it cost for the course for you to take to

[6:02:07] learn how to talk so. Damn fast because. Every single

[6:02:11] one of the presenters spoke so fast that sometimes I

[6:02:14] was having difficulty keeping up, so. Maybe I can ask

[6:02:19] you to slow it down a little bit. And Mr.

[6:02:23] Mayor, I'd like to ask you to speak up a

[6:02:26] little bit. I was having difficulty hearing. You okay? Thanks.

[6:02:31] Have any more questions from the gallery. Any more questions

[6:02:38] from zoom? There are no raised hands in zoom, your

[6:02:43] worship. Do. One last call from the gallery. Any questions?

[6:02:49] And hearing none. I recall the question period to an

[6:02:54] end and motion to adjourn moved, seconded. All in favor.

[6:02:59] And we are adjourned for today. And we'll see everybody

[6:03:02] back here at 09:00. A.m.. Tomorrow.

Special Meeting of Council

Agenda

Transcript