Appendix
TOWN OF VIEW ROYAL DRAFT 2025-2029 FINANCIAL PLAN
April 8, 2025Pages 46–8510 sections
The comprehensive draft five-year financial plan document including consolidated financial plans, capital project schedules, and service plan budgets.
March 19, 2025Average residential property tax increase of 9.0% to 11.0%$29.1 million 5-year capital plan$22.9 million operating revenue for 2025
TOWN OF VIEW ROYAL
Page 46–85
DRAFT 2025-2029 FINANCIAL PLAN
March 19, 2025
Page 46–85
TABLE OF CONTENTS
- INTRODUCTION - 3
- MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER - 4
- SCHEDULE 1 CONSOLIDATED FINANCIAL PLAN - 9
- SCHEDULE 2 NON-CORE PROJECTS - 15
- SCHEDULE 3 CAPITAL PROJECTS - 21
- SCHEDULE 4 PROJECTED RESERVE BALANCES - 29
- SCHEDULE 5 SERVICE PLANS BUDGETS - 33
Page 46–85
INTRODUCTION
Message from the Chief Administrative Officer
This years’ Financial Plan is more challenging than most years, with great uncertainty resulting from the looming tariff war with the United States. Council has adopted a “buy-Canadian” policy, and the cost of doing so is still being understood.
The financial plan is a balancing act where staff and council ensure that funding sources such as property taxes, fees, and grants are sufficient to provide for operating and capital expenses to maintain Town services and that are expected by the community. The Town is primarily reliant on residential taxpayers and is acutely aware of the affordability crisis affecting our residents and our business owners.
Significant cost drivers are mostly related to protective services: the new levy for E-Comm 911, an increase in RCMP officers’ salaries, more civilian administrative staff to support the RCMP, and the transition and service enhancements related to transitioning to a new fire/rescue service model. In addition, the Town strives to increase annual funding and savings for future infrastructure replacement required to provide services according to our Strategic Infrastructure Replacement Plan introduced in 2024.
The budget deliberations lead towards the adoption of the Financial Plan Bylaw 2025-2029 and the Property Tax Rates Bylaw, which are required to be adopted before May 15th of each year. The Town cannot make expenditures that are not included in the Financial Plan Bylaw, and amendments to the Financial Plan are required for any desired changes. Legislation requires that the budget be balanced, and unlike other levels of government municipalities cannot budget for a deficit.
The draft financial plan has been developed by the Town’s leadership team and will be presented to Council for their consideration in April and May 2025.
Thank you for your interest in the Draft 2025 Financial Plan. Your feedback is welcome, not only during the public consultation period but throughout the year. All budget presentations are open to the public and are posted on the Town’s website. Input can be provided through the online survey from March 20th to April 2nd, by attending budget meetings, or submitting an email or letter to Council for the April 8th budget meeting.
Scott Sommerville Chief Administrative Officer
The 2025-2029 Financial Plan – Reader’s Guide
All BC municipalities are required to complete a five-year financial plan and budget each year. View Royal’s 2025-2029 Financial Plan supports the enhancement of livability in View Royal through investments in roads, parks and trails, police and fire protection, technology, saves for the future and a commitment to service excellence. It ensures responsible money management and supports Council’s six key result areas outlined in the Strategic Plan.
The document is divided into the following sections:
Consolidated Financial Plan – provides a “high level view” of View Royal’s planned operating revenue and expense, transfers to and from reserves, and capital budget funding sources and expenditures for all five years of the plan. It also illustrates the year over year impact to residents by way of tax and other rate increases or decreases.
Non-Core Projects – those projects or activities that represent a change service level (new staff requests) or are non-recurring strategic projects. These differ from capital projects as they don’t involve the purchase of an asset. Non-core projects are listed by functional service (General Government Services, Protective Services, etc.) and in priority order.
Capital Projects – presents the planned five-year capital plans for all services, the related sources of funding, and operating impacts. The capital plan is funded from grants, development cost charges, Casino revenue and reserves. Capital projects are listed by functional service.
Reserve Continuity Schedule – Reserves are used for setting aside funds for specific purposes such as funding specific operation activities, capital plan funding, and long-term savings for future asset replacement. They help ensure stable taxation and demonstrate financial commitment to long-range infrastructure and master plans. View Royal categorizes its reserves as capital, operating, statutory (established by legislation), or reserve accounts, which can be used for any approved purpose. This schedule shows the planned contribution, expenditure, and projected interest revenue amounts for each year, and forecasts the year-end balances based on these assumptions.
Service Plans Budgets – Current Year Analysis – Municipal services are provided by departments and their activities are reported separately, both in the budget and in reports to Council throughout the year. These departments include General Government, Protective Services, Transportation, Environmental Health (Sewer services), Development, and Recreation & Culture (in partnership with the Greater Victoria Public Library and West Shore Parks and Recreation Society).
The 2025-2029 DRAFT Financial Plan at a Glance
What You Need to Know
The Financial Plan
- Each year, in accordance with BC legislation, all BC municipalities are required to prepare a five-year financial plan that lays out the anticipated revenues and expenses over the course of the next five years.
- The main sources of revenue for View Royal are property taxes and user fees (garbage and food waste collection, sanitary sewer).
Property Taxes
- Property taxes in British Columbia are calculated by multiplying the established tax rate by the property’s assessed value (000’s).
- Council will set property tax rates in May 2025 after the public has had the opportunity to review and provide feedback on the proposed financial plan. Tax rates are set to recover sufficient revenue that, when combined with non-tax sources of revenue, is enough to fund the services provided by View Royal.
- Assessed values for properties in BC are not determined by the municipality. They are determined annually by the BC Assessment Authority based on fair market values as of the previous July 1. This means that 2025 property assessed values are based on fair market values as of July 1, 2024. While your property taxes cannot be appealed, you can appeal your property’s assessed value by filing a notice with BC Assessment by January 31.
- BC Assessment indicates that for 2025, most Vancouver Island homeowners will generally see assessment changes in the range of -5% to +5%. In View Royal, the average residential property increased 0.85% - from $1,060,954 to $1,069,892.
- The DRAFT budget forecasts an average home tax increase of 9.0% to 11.0%, including 2.4% from new assessment revenue in 2025. Property owners will experience this differently, depending on the type of property (residential or commercial), the change in assessed property value, and how close their assessed value is to the average assessment for that property class.
- About 55% of your total taxes fund services provided by the Town of View Royal. The remaining 45% is collected on behalf of other authorities, in accordance with legislation.
- Municipalities collect taxes for schools, BC Transit, BC Assessment Authority, Municipal Finance Authority, CRD, and Capital Regional Hospital District.
- View Royal has limited ability to influence the rates charged by the province and other authorities.
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User Fees
- Utilities such as water, sanitary sewer, and garbage collection are generally self-funding through user fees and are based on consumption or access to the service, not on your property’s assessed value.
- Properties in View Royal are connected to the CRD water and sanitary sewer systems. The CRD bills user fees directly to its water customers, while View Royal bills for sanitary sewer and garbage user fees.
- User fees for curbside garbage and household food waste collection are expected to increase in 2025 by $15 per household due to the increasing cost of providing these services. Garbage user fees are expected to increase $10-$15 each going forward. Garbage user fees are billed on your property tax notice in May and are due with your property taxes July 2, 2025.
- Residential sewer user fees are based on your winter water consumption and are used to pay the costs of operating and maintaining View Royal’s sewer system and its share of costs for the CRD sewer system. Sewer user fees are likely to increase by about 7-8% in 2025 billed in October and due in November each year. The average residential property with 85 cubic metres of winter water consumption paid $392 for sewer user fees in 2024 and could expect to pay about $25-30 more in 2025. After 2025, sewer user fees are projected to increase 7%-8% annually to fund operational cost increases and additional reserve contributions for future infrastructure replacement.
Property Tax and User Fee Summary
Including all municipal taxes and user fees, an average homeowner can expect to pay about $268 more in 2025:
| View Royal taxes and user fees | 2024 | 2025 | Increase |
|---|---|---|---|
| Property taxes | $2,211 | $2,436 | $ 225 |
| Garbage and food waste collection user fees | 265 | 280 | 15 |
| Sewer user fees (billed separately) | 390 | 418 | 28 |
| Total | $2,866 | $3,134 | $ 268 |
2025 BUDGET HIGHLIGHTS
Operating Revenue
- 2025 operating revenue is $22.9 million, of which $9.2 million is anticipated from non-property tax sources, like user fees and government grants.
- Anticipated government grants and transfers total $3.3 million, representing 14% of total operating revenue. This includes estimated Casino revenue, anticipated transfers under the federal Community Works Fund, and provincial grants.
Operating Expenses
- Operating expenses include ‘non-core’ requests – new initiatives that represent a change to service levels (staff position requests) and strategic projects. The ambitious program of non-core requests for 2025 total $1.3 million.
- Funding for core Town services such as fire protection, policing, transportation, administration, parks and recreation, and library totals $20.1 million for 2025.
Capital Plan
- The 2025-2029 capital plan forecasts $29.1 million in total investment in the acquisition or renewal of infrastructure over the five-year plan ($7.4 million in 2025). Over 27% of total capital spending is funded from non-tax sources of Casino revenue or Community Works Funds reserve accounts.
- The ambitious 2025 capital plan includes $1.57 million for a Fire truck replacing a 33-year-old truck, $3.2 million in transportation improvements including multiple sidewalk projects, continued maintenance of sewer infrastructure, $850,500, and parks improvements, $917,581.
Reserve Transfers
- Reserves are primarily used to fund capital projects and support West Shore Parks and Recreation. They help to smooth out “peaks and valleys” of capital and strategic project spending so that property taxes remain consistent and predictable from year to year.
- Total reserves are projected to remain consistent over the five-year plan. Some funds will depleted to invest in new and upgraded infrastructure, while future asset replacement reserves are increased with the financial strategies of the Sustainable Infrastructure Replacement plan.
- The plan includes a gradual transition away from reliance on Casino revenue for core operating functions by introducing a 0.5% annual tax increase starting in 2026 specifically for West Shore Parks and Recreation services. In addition, a 1.0% tax increase and new assessment revenue will be transferred to capital reserves to save for future infrastructure replacement needs.
Page 46–85
SCHEDULE 1 CONSOLIDATED FINANCIAL PLAN
Schedule 1.1 Consolidated Financial Plan
| Revenue | 2023 Actual | 2024 Actual | 2024 Budget | 2025 Budget | 2025 Chg % | 2026 Budget | 2026 Chg % | 2027 Budget | 2027 Chg % | 2028 Budget | 2028 Chg % | 2029 Budget | 2029 Chg % |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Operating revenue | |||||||||||||
| Taxation | 11,308,449 | 12,209,528 | 12,241,375 | 13,690,566 | 12% | 14,625,924 | 7% | 15,602,489 | 7% | 16,488,177 | 6% | 17,351,285 | 5% |
| User fees | 3,053,445 | 3,261,990 | 3,266,914 | 3,502,903 | 7% | 3,659,888 | 4% | 3,819,772 | 4% | 3,970,514 | 4% | 4,142,717 | 4% |
| Sales of services | 1,069,994 | 1,114,903 | 1,149,900 | 1,101,500 | -4% | 975,700 | -11% | 989,400 | 1% | 1,024,600 | 4% | 1,024,600 | 0% |
| Penalties and fines | 89,522 | 137,670 | 69,000 | 79,000 | 14% | 79,000 | 0% | 79,000 | 0% | 79,000 | 0% | 79,000 | 0% |
| Investment income | 1,097,766 | 1,104,839 | 498,489 | 615,000 | 23% | 615,000 | 0% | 615,000 | 0% | 615,000 | 0% | 615,000 | 0% |
| Other revenue | 272,821 | 459,957 | 282,850 | 265,018 | -6% | 271,150 | 2% | 273,300 | 1% | 275,300 | 1% | 275,300 | 0% |
| Government grants and transfers | 7,786,000 | 3,631,346 | 3,559,363 | 3,320,966 | -8% | 2,850,966 | -14% | 2,750,966 | -4% | 2,774,585 | 1% | 2,774,585 | 0% |
| Contributions from developers and others | 950,448 | 1,049,550 | 674,400 | 342,090 | -49% | 283,000 | -17% | 10,000 | -96% | 10,000 | 0% | 10,000 | 0% |
| Operating Revenue Total | 25,628,445 | 22,969,784 | 21,742,291 | 22,917,043 | 5% | 23,360,628 | 2% | 24,139,927 | 3% | 25,237,176 | 5% | 26,272,487 | 4% |
| Transfers for operations | 4,728,987 | 1,785,273 | 6,273,885 | 6,273,885 | -0% | 6,201,467 | -1% | 6,260,109 | 1% | 6,257,019 | -0% | 6,080,967 | -3% |
| Revenue from capital sources | 335,347 | 676,922 | 2,048,725 | 1,225,485 | -40% | 2,600,781 | 112% | 4,597,214 | 77% | 4,358,452 | -5% | 1,116,660 | -97% |
| Transfers for capital | 2,229,681 | 4,002,592 | 6,669,048 | 6,131,306 | -8% | 4,374,644 | -29% | 1,266,416 | -71% | 1,140,148 | -10% | 3,288,340 | 188% |
| Revenue Total | 32,922,459 | 29,434,571 | 36,733,949 | 36,547,719 | -1% | 36,537,520 | -0% | 36,263,666 | -1% | 36,992,795 | 2% | 36,758,454 | -1% |
| Expense | |||||||||||||
| Operating expense | |||||||||||||
| General government services | 2,813,575 | 2,791,624 | 3,318,332 | 3,344,989 | 1% | 3,425,532 | 2% | 3,432,907 | 0% | 3,536,003 | 3% | 3,622,598 | 2% |
| Protective services | 5,319,234 | 5,455,322 | 6,475,817 | 7,346,658 | 13% | 7,545,498 | 3% | 8,087,081 | 7% | 8,485,585 | 5% | 8,822,524 | 4% |
| Transportation services | 2,845,357 | 2,835,658 | 3,090,172 | 3,589,481 | 16% | 3,331,825 | -7% | 3,337,691 | 0% | 3,414,685 | 2% | 3,485,980 | 2% |
| Environmental health services | 2,398,728 | 2,550,567 | 2,664,604 | 2,860,033 | 7% | 3,181,053 | 11% | 3,106,791 | -2% | 3,217,227 | 4% | 3,353,724 | 4% |
| Development services | 527,180 | 972,740 | 1,034,323 | 1,034,323 | 6% | 983,012 | -5% | 1,039,655 | 6% | 1,046,365 | 1% | 873,641 | -17% |
| Parks services | 853,244 | 882,376 | 1,060,788 | 1,030,017 | -3% | 1,101,310 | 7% | 1,094,026 | -1% | 1,047,365 | -4% | 1,117,532 | 7% |
| Recreation and culture services | 1,372,514 | 1,439,261 | 1,438,419 | 1,478,853 | 3% | 1,533,941 | 4% | 1,592,810 | 4% | 1,651,304 | 4% | 1,700,263 | 3% |
| Interest on debt | 211,712 | 250,601 | 250,601 | 284,090 | 13% | 284,090 | 0% | 248,148 | -13% | 248,148 | 0% | 248,148 | 0% |
| Operating Expense Total | 16,336,943 | 16,916,803 | 19,271,273 | 20,968,444 | 9% | 21,386,261 | 2% | 21,939,109 | 3% | 22,646,727 | 3% | 23,224,410 | 3% |
| Capital expenditures | 2,430,711 | 4,509,624 | 8,717,795 | 7,356,791 | -16% | 6,975,425 | -5% | 5,863,630 | -16% | 5,498,600 | -6% | 3,400,000 | -38% |
| Amortization | 544,295 | 555,183 | 555,183 | 566,284 | 2% | 577,605 | 2% | 589,200 | 2% | 600,985 | 2% | 613,005 | 2% |
| Internal cost allocations | 2,947,241 | - | 3,258,275 | 3,317,441 | 2% | 3,377,790 | 2% | 3,439,346 | 2% | 3,502,133 | 2% | 3,566,176 | 2% |
| Principal payment on debt | 315,615 | 315,615 | 315,615 | 333,073 | 6% | 333,073 | 0% | 201,822 | -39% | 201,822 | 0% | 205,858 | 2% |
| Transfers to reserves/surplus | 9,071,589 | 5,560,304 | 4,634,688 | 4,005,666 | -14% | 3,887,366 | -3% | 4,230,559 | 9% | 4,542,528 | 7% | 4,744,005 | 4% |
| Expense Total | 31,646,395 | 27,857,529 | 36,752,829 | 36,547,699 | -1% | 36,537,520 | -0% | 36,263,666 | -1% | 36,992,795 | 2% | 36,753,454 | -1% |
| Note: 2024 actual values are not final until audited for published financial statements |
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SCHEDULE 2 NON-CORE PROJECTS
Schedule 2.1 Non-core Projects
| Division Priority | Project Description | Project Summary | 2025 | 2026 | 2027 | 2028 | 2029 | 5-Year Total |
|---|---|---|---|---|---|---|---|---|
| General Government Services | ||||||||
| 1-Critical | Cyber security policies/process | N-088 | 10,000 | - | - | - | - | 10,000 |
| 1-Critical | Data mgmt plan & road map | N-088 | 20,000 | - | - | - | - | 20,000 |
| 1-Critical | IT asset inventory solution | N-088 | 8,500 | - | - | - | - | 8,500 |
| 1-Critical | Multi-factor authentication | N-088 | 6,800 | - | - | - | - | 6,800 |
| 2-Required | Accessibility plan development | N-101 | 1,500 | - | 12,500 | - | - | 14,000 |
| 3-Strategic | Asset management program improvements | N-111 | 76,275 | 25,000 | 25,000 | 25,000 | 25,000 | 176,275 |
| 3-Strategic | Community satisfaction survey | N-037 | - | 45,000 | - | - | - | 45,000 |
| 3-Strategic | Facilities Plan Town Hall - NEW | N-121 | - | - | - | 50,000 | 90,000 | 140,000 |
| 3-Strategic | Information technology strategic plan update | N-028 | - | - | 25,000 | - | - | 25,000 |
| 3-Strategic | Sustainable infrastructure replacement plan | N-042 | - | - | 20,000 | - | - | 20,000 |
| 3-Strategic | Truth and reconciliation awareness | N-068 | 7,650 | 7,800 | 7,960 | 8,120 | 8,282 | 39,812 |
| 3-Strategic | Website refresh - NEW | N-047 | 19,500 | - | - | - | - | 19,500 |
| 5-Discretionary | Cool it! Climate action leadership training | N-114 | 3,000 | 3,300 | 3,600 | 3,900 | 4,200 | 18,000 |
| 5-Discretionary | Volunteer community improvement grant program | N-110 | 2,500 | - | - | - | - | 2,500 |
| General Government Services Total | 155,725 | 81,100 | 94,060 | 87,020 | 127,482 | 545,387 | ||
| Protective Services | ||||||||
| 1-Critical | FireSmart program | N-113 | 200,000 | - | - | - | - | 200,000 |
| 1-Critical | Full-time fire personnel | N-085 | - | 115,700 | 127,900 | 141,100 | 164,200 | 548,900 |
| 2-Required | Next Gen 911 preparedness | N-112 | 45,000 | - | - | - | - | 45,000 |
| 3-Strategic | Emergency mgmt indigenous engagement - NEW | N-122 | 48,000 | - | - | - | - | 48,000 |
| 3-Strategic | ESS Supplies Grant Program | N-119 | 40,000 | - | - | - | - | 40,000 |
| 3-Strategic | Secondary suites online renewal - NEW | N-083 | 5,500 | - | - | - | - | 5,500 |
| Protective Services Total | 338,500 | 115,700 | 127,900 | 141,100 | 164,200 | 887,400 | ||
| Transportation Services | ||||||||
| 2-Required | Development cost charges bylaw update - NEW | N-124 | - | 75,000 | - | - | - | 75,000 |
| 2-Required | Speed limit reduction implement - NEW | N-125 | 20,000 | - | - | - | - | 20,000 |
| 4-Optimal | Drainage master plan update | N-098 | 208,000 | - | - | - | - | 208,000 |
| 4-Optimal | Transportation master plan update | N-105 | 200,000 | - | - | - | - | 200,000 |
| 5-Discretionary | Traffic Count Data Collection - NEW | N-126 | - | 25,000 | - | - | - | 25,000 |
| Transportation Services Total | 428,000 | 100,000 | - | - | - | 528,000 | ||
| Environmental Services | ||||||||
| 2-Required | Sanitary sewer master plan - NEW | N-128 | - | 200,000 | - | - | - | 200,000 |
| Environmental Services Total | - | 200,000 | - | - | - | 200,000 | ||
| Development Services | ||||||||
| 2-Required | Housing needs assessment report update | N-040 | - | - | - | 25,000 | - | 25,000 |
| 3-Strategic | Coastal Adaptation Plan | N-089 | 75,000 | - | 100,000 | 100,000 | - | 275,000 |
| 3-Strategic | Housing strategy | N-092 | - | - | - | 75,000 | - | 75,000 |
| 3-Strategic | Official community plan | N-025 | 155,000 | 150,000 | - | - | - | 305,000 |
| 3-Strategic | Placemaking urban design plan | N-067 | - | - | - | 25,000 | 25,000 | 50,000 |
| 4-Optimal | Permit and licensing portal - NEW | N-130 | 40,000 | - | - | - | - | 40,000 |
| 5-Discretionary | Amenity cost charges bylaw | N-117 | - | 75,000 | - | - | - | 75,000 |
| 5-Discretionary | Demolition Waste Mgmnt Bylaw - NEW | N-134 | - | - | 10,000 | 20,000 | - | 30,000 |
| 5-Discretionary | Off-street parking review | N-099 | - | - | 75,000 | - | - | 75,000 |
| 5-Discretionary | Zoning Bylaw updates | N-118 | 40,000 | - | 75,000 | - | 25,000 | 140,000 |
| Development Services Total | 310,000 | 225,000 | 260,000 | 245,000 | 50,000 | 1,090,000 | ||
| Parks Services | ||||||||
| 3-Strategic | Invasive Species Portage Park - NEW | N-123 | 10,000 | 10,000 | 10,000 | 10,000 | 10,000 | 50,000 |
| 3-Strategic | Parks and trails master plan - NEW | N-129 | - | 25,000 | 75,000 | - | - | 100,000 |
| 3-Strategic | Urban forestry strategy | N-074 | 65,874 | - | - | - | - | 65,874 |
| 4-Optimal | Helmcken Centennial Park Master Plan | N-064 | - | 55,000 | - | - | - | 55,000 |
| 5-Discretionary | Little Road park plan | N-087 | - | 35,000 | - | - | - | 35,000 |
| 5-Discretionary | Off Leash Dog Park Initiative - NEW | N-135 | - | - | - | - | 45,000 | 45,000 |
| Parks Services Total | 75,874 | 125,000 | 85,000 | 10,000 | 55,000 | 350,874 | ||
| 5-Year Total | 1,308,099 | 846,800 | 566,960 | 483,120 | 396,682 | 3,601,661 |
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SCHEDULE 3 CAPITAL PROJECTS
Schedule 3.1 Capital Projects
| Division Priority | Project Description | Project Summary | 2025 | 2026 | 2027 | 2028 | 2029 | 5-Year Total |
|---|---|---|---|---|---|---|---|---|
| General Government Services | ||||||||
| 1-Critical | Bylaw office move - NEW | C-190 | 55,000 | - | - | - | - | 55,000 |
| 1-Critical | Land acquisition - NEW | C-003 | 175,000 | - | - | - | - | 175,000 |
| 1-Critical | Town Hall roof and gutter replace - NEW | C-192 | 20,000 | - | - | - | - | 20,000 |
| 2-Required | Accessible entrance town hall - NEW | C-189 | 18,000 | - | - | - | - | 18,000 |
| 2-Required | Ergonomic workstation replacement | C-101 | 55,000 | 55,000 | 55,000 | - | - | 165,000 |
| 3-Strategic | Council Chamber Accessibility Ramp - NEW | C-188 | 15,000 | - | - | - | - | 15,000 |
| 3-Strategic | Electronic Records Mgmt System | C-004 | 172,000 | - | - | - | - | 172,000 |
| 3-Strategic | IT infrastructure hardware replacements | C-038 | 20,000 | 25,000 | 27,000 | 30,000 | 30,000 | 132,000 |
| 3-Strategic | IT workstation ever-greening | C-040 | 47,500 | 50,000 | 50,000 | 50,000 | 50,000 | 247,500 |
| 4-Optimal | Permit and licensing portal - NEW | C-185 | - | 50,000 | - | - | - | 50,000 |
| 4-Optimal | Town Hall energy conservation measures | C-172 | 5,500 | - | - | 10,000 | - | 15,500 |
| 5-Discretionary | Parks shed electrification - NEW | C-191 | - | 100,000 | - | - | - | 100,000 |
| General Government Services Total | 583,000 | 280,000 | 132,000 | 90,000 | 80,000 | 1,165,000 | ||
| Protective Services | ||||||||
| 2-Required | Emergency program storage - NEW | C-193 | 24,000 | - | - | - | - | 24,000 |
| 2-Required | ESS Vehicle Replace 2002 Chev - NEW | C-199 | 60,000 | - | - | - | - | 60,000 |
| 2-Required | Fire services vehicle replacement-1992 Superior E-One | C-113 | 1,572,500 | - | - | - | - | 1,572,500 |
| 2-Required | Rescue tool - NEW | C-194 | 22,000 | - | - | - | - | 22,000 |
| 2-Required | SCBA cylinder and battery replacements | C-130 | - | - | - | 38,600 | - | 38,600 |
| 3-Strategic | Community forest protection equipment | C-177 | 25,000 | 25,000 | 25,000 | 25,000 | - | 100,000 |
| 3-Strategic | RCMP bldg capital projects | C-010 | 20,000 | - | - | - | - | 20,000 |
| Protective Services Total | 1,723,500 | 25,000 | 25,000 | 63,600 | - | 1,837,100 | ||
| Transportation Services | ||||||||
| 2-Required | Atkins Rd sidewalk-Anya Crt to La | C-107 | 900,000 | - | - | - | - | 900,000 |
| 2-Required | Bridge Rehabilitation Program - NEW | C-184 | 150,000 | - | 400,000 | - | - | 550,000 |
| 2-Required | Isl Hwy upgrades-Hart Rd to Wilf | C-066 | 418,912 | - | - | - | - | 418,912 |
| 2-Required | Island Hwy and Prince Robert Drive realignment - NEW | C-175 | 310,000 | - | - | - | - | 310,000 |
| 2-Required | Island Hwy upgrades-Helmcken Rd to Beaumont Ave | C-012 | - | - | - | 3,015,000 | - | 3,015,000 |
| 2-Required | Traffic signal renewal program - NEW | C-186 | 70,000 | 70,000 | 70,000 | 70,000 | 70,000 | 350,000 |
| 3-Strategic | Admirals Road active transportation improvements | C-180 | 3,000 | 300,000 | 4,335,000 | - | - | 4,638,000 |
| 3-Strategic | Curb and sidewalks-Burnside Rd W-Helmcken to Saanich border | C-117 | 90,000 | 1,788,925 | - | - | - | 1,878,925 |
| 3-Strategic | GPS replacement - NEW | C-195 | 13,000 | - | - | - | - | 13,000 |
| 3-Strategic | LED lighting upgrades | C-065 | 30,000 | 30,000 | 30,000 | 30,000 | 30,000 | 150,000 |
| 3-Strategic | Six Mile Road improvements | C-018 | 381,911 | 70,000 | - | - | 910,000 | 1,361,911 |
| 4-Optimal | Curb/sidewalk repl-ECV to Helmcke | C-054 | 225,000 | - | - | - | - | 225,000 |
| 4-Optimal | Intersection improvements-Helmcken Rd at Watkiss Way | C-128 | - | 1,166,500 | - | - | - | 1,166,500 |
| 4-Optimal | Isl Hwy-4 Mile Trestle to Shoreline | C-020 | 15,000 | 140,000 | - | 1,400,000 | - | 1,555,000 |
| 4-Optimal | Island Hwy-Helmcken to Colw desgn | C-076 | 295,215 | - | - | - | - | 295,215 |
| 4-Optimal | Jedburgh Rd sidewalk design/cons | C-080 | 375,172 | - | - | - | - | 375,172 |
| 4-Optimal | North Burnside drainage improvements | C-129 | - | 200,000 | - | - | - | 200,000 |
| 4-Optimal | VR Ave drainage-Beaumont to Stewart/Beaumont to Plowright | C-017 | 5,000 | 455,000 | - | - | - | 460,000 |
| 5-Discretionary | Bus shelter installation | C-139 | - | 130,000 | - | - | - | 130,000 |
| 5-Discretionary | Glenairlie Drive sidewalk - NEW | C-196 | - | - | - | 15,000 | 220,000 | 235,000 |
| 5-Discretionary | Six Mile offramp noise mitigation wall - NEW | C-197 | - | - | - | 85,000 | 1,100,000 | 1,185,000 |
| Transportation Services Total | 3,282,210 | 4,350,425 | 4,835,000 | 4,615,000 | 2,330,000 | 19,412,635 | ||
| Environmental Services | ||||||||
| 1-Critical | Sewer Main Emerg Repair Watkiss Bridge - NEW | C-201 | 127,000 | - | - | - | - | 127,000 |
| 2-Required | Atkins pump station pump replacements | C-030 | 100,000 | - | - | - | - | 100,000 |
| 2-Required | Glenairlie pump station upgrade | C-087 | 517,500 | - | - | - | - | 517,500 |
| 2-Required | Hallowell pump stn pump repl - NEW | C-183 | - | - | - | 40,000 | 610,000 | 650,000 |
| 2-Required | Norquay pump station upgrade | C-089 | - | 5,000 | 35,000 | 500,000 | - | 540,000 |
| 2-Required | Sewer gravity main upgrade-Fort Victoria to Pheasant Lane | C-109 | - | 1,840,000 | - | - | - | 1,840,000 |
| 4-Optimal | SCADA Pack Upgrades - NEW | C-200 | 106,000 | - | - | - | - | 106,000 |
| Environmental Services Total | 850,500 | 1,845,000 | 35,000 | 540,000 | 610,000 | 3,880,500 | ||
| Parks Services | ||||||||
| 2-Required | Parks vehicle repl plan | C-031 | 38,000 | 130,000 | 68,750 | - | 150,000 | 386,750 |
| 2-Required | PSB truck canopy - NEW | C-187 | 10,000 | - | - | - | - | 10,000 |
| 3-Strategic | Development of road ends | C-114 | 40,000 | 40,000 | 40,000 | 40,000 | 40,000 | 200,000 |
| 3-Strategic | Hart Road Lime Kiln heritage restoration | C-111 | - | - | 217,880 | - | - | 217,880 |
| 3-Strategic | Helmcken Centennial Park master plan implementation | C-034 | - | - | 250,000 | - | - | 250,000 |
| 3-Strategic | Playground Repl Program | C-032 | 410,000 | 185,000 | 100,000 | - | - | 695,000 |
| 3-Strategic | View Royal Park development | C-035 | 254,341 | 120,000 | 160,000 | 150,000 | 30,000 | 714,341 |
| 4-Optimal | Burside/Watkiss HandyDart site dv | C-122 | 165,240 | - | - | - | - | 165,240 |
| 4-Optimal | Heddle Trail to Prince Robert Drive fencing | C-019 | - | - | - | - | 30,000 | 30,000 |
| 5-Discretionary | Eagle Creek Trail-circular path | C-052 | - | - | - | - | 70,000 | 70,000 |
| 5-Discretionary | Nursery Hill to Brydon Road trail connector | C-091 | - | - | - | - | 40,000 | 40,000 |
| 5-Discretionary | Pop Up Off Leash Dog Park - NEW | C-198 | - | - | - | - | 20,000 | 20,000 |
| Parks Services Total | 917,581 | 475,000 | 836,630 | 190,000 | 380,000 | 2,799,211 | ||
| 5-Year Total | 7,356,791 | 6,975,425 | 5,863,630 | 5,498,600 | 3,400,000 | 29,094,446 |
Page 46–85
SCHEDULE 4 PROJECTED RESERVE BALANCES
Schedule 4 Projected Reserve Balances
| 2024 | 2025 | 2026 | 2027 | 2028 | 2029 | |
|---|---|---|---|---|---|---|
| Capital reserve funds | ||||||
| Capital Works and Land | ||||||
| Opening balance | 1,412,971 | 1,538,969 | 808,827 | 894,647 | 983,647 | 1,076,197 |
| Contributions | 61,000 | 62,000 | 64,000 | 65,000 | 66,300 | 67,600 |
| Capital projects | (10,772) | (811,862) | - | - | - | - |
| Interest | 75,770 | 19,720 | 21,820 | 24,000 | 26,250 | 28,590 |
| Capital Works and Land Total | 1,538,969 | 808,827 | 894,647 | 983,647 | 1,076,197 | 1,172,387 |
| Capital Renewal | ||||||
| Opening balance | 1,162,286 | 1,864,673 | 2,635,003 | 2,975,223 | 3,890,406 | 5,500,359 |
| Transfer from other fund | 100,000 | 200,000 | 300,000 | 567,193 | 667,193 | 667,193 |
| Contributions | 520,400 | 729,800 | 578,900 | 723,100 | 878,600 | 1,046,150 |
| Capital projects | - | (223,750) | (611,250) | (470,000) | (70,000) | (70,000) |
| Interest | 81,987 | 64,280 | 72,570 | 94,890 | 134,160 | 178,590 |
| Capital Renewal Total | 1,864,673 | 2,635,003 | 2,975,223 | 3,890,406 | 5,500,359 | 7,322,292 |
| Park Improvement | ||||||
| Opening balance | 612,952 | 766,040 | 574,300 | 573,415 | 661,690 | 819,370 |
| Contributions | 127,500 | 130,000 | 133,000 | 135,000 | 137,700 | 140,500 |
| Capital projects | (10,725) | (335,750) | (147,875) | (62,875) | - | - |
| Interest | 36,313 | 14,010 | 13,990 | 16,150 | 19,980 | 23,990 |
| Park Improvement Total | 766,040 | 574,300 | 573,415 | 661,690 | 819,370 | 983,860 |
| Machinery and Equipment | ||||||
| Opening balance | 288,161 | 219,366 | 250,986 | 189,096 | 188,446 | 258,246 |
| Contributions | 63,500 | 63,500 | 63,500 | 63,500 | 63,500 | 63,500 |
| Capital projects | (149,075) | (38,000) | (130,000) | (68,750) | - | (150,000) |
| Interest | 16,780 | 6,120 | 4,610 | 4,600 | 6,300 | 4,300 |
| Machinery and Equipment Total | 219,366 | 250,986 | 189,096 | 188,446 | 258,246 | 176,046 |
| Fire Department Equipment | ||||||
| Opening balance | 159,125 | 193,381 | 255,611 | 319,401 | 384,791 | 412,241 |
| Contributions | 56,000 | 56,000 | 56,000 | 56,000 | 56,000 | 56,000 |
| Capital projects | (31,808) | - | - | - | (38,600) | - |
| Interest | 10,064 | 6,230 | 7,790 | 9,390 | 10,050 | 11,710 |
| Fire Department Equipment Total | 193,381 | 255,611 | 319,401 | 384,791 | 412,241 | 479,951 |
| Police Capitalization | ||||||
| Opening balance | 365,896 | 384,988 | 376,158 | 387,608 | 399,348 | 411,378 |
| Contributions | - | 2,000 | 2,000 | 2,000 | 2,000 | 2,000 |
| Capital projects | - | (20,000) | - | - | - | - |
| Interest | 19,092 | 9,170 | 9,450 | 9,740 | 10,030 | 10,330 |
| Police Capitalization Total | 384,988 | 376,158 | 387,608 | 399,348 | 411,378 | 423,708 |
| Sewer Capital | ||||||
| Opening balance | 1,509,998 | 1,201,701 | 605,361 | 394,471 | 568,991 | 347,851 |
| Contributions | 113,700 | 138,900 | 164,500 | 190,900 | 217,550 | 245,125 |
| Capital projects | (502,135) | (750,000) | (385,000) | (30,250) | (447,170) | (502,250) |
| Interest | 80,138 | 14,760 | 9,610 | 13,870 | 8,480 | 2,270 |
| Sewer Capital Total | 1,201,701 | 605,361 | 394,471 | 568,991 | 347,851 | 92,996 |
| Growing Communities Fund | ||||||
| Opening balance | 4,879,515 | 3,593,094 | 3,315,443 | 1,455,874 | 1,449,224 | 1,485,454 |
| Core operating | - | (126,600) | (84,400) | (42,000) | - | - |
| Non-core requests | (66,160) | - | - | - | - | - |
| Capital projects | (1,468,000) | (231,911) | (1,810,679) | - | - | (455,000) |
| Interest | 247,739 | 80,860 | 35,510 | 35,350 | 36,230 | 25,760 |
| Growing Communities Fund Total | 3,593,094 | 3,315,443 | 1,455,874 | 1,449,224 | 1,485,454 | 1,056,214 |
| Capital reserve funds Total | 9,762,212 | 8,821,689 | 7,189,735 | 8,526,543 | 10,311,096 | 11,707,454 |
Page 46–85
SCHEDULE 5 SERVICE PLANS BUDGETS
Schedule 5 Service Plans Budgets – Current Year Analysis
| General Government Services | 2023 Actual | 2024 Actual | 2024 Core Budget | 2024 Non-core Budget | 2024 Budget Total | 2025 Core Budget | 2025 Non-core Budget | 2025 Budget Total | 2025 Budget Chg % |
|---|---|---|---|---|---|---|---|---|---|
| Revenue | |||||||||
| Administrative | 13,721 | 90,484 | 16,700 | - | 16,700 | 16,700 | - | 16,700 | 0.00% |
| Finance | 16,226 | 17,183 | 22,000 | - | 22,000 | 22,000 | - | 22,000 | 0.00% |
| Revenue Total | 29,946 | 107,667 | 38,700 | - | 38,700 | 38,700 | - | 38,700 | 0.00% |
| Expense | |||||||||
| Legislative | 243,566 | 225,101 | 266,737 | - | 266,737 | 268,920 | - | 268,920 | 0.82% |
| Public Relations | 233,101 | 244,753 | 262,650 | 29,375 | 292,025 | 327,069 | 2,500 | 329,569 | 12.86% |
| Administrative | 1,290,649 | 1,254,162 | 1,446,494 | 28,300 | 1,474,794 | 1,438,861 | 56,150 | 1,495,011 | 1.37% |
| Information Technology | 265,903 | 306,778 | 290,894 | 67,300 | 358,294 | 354,039 | 45,300 | 399,339 | 11.46% |
| General Government Services Total | 2,033,219 | 2,030,794 | 2,266,775 | 124,975 | 2,391,850 | 2,388,889 | 103,950 | 2,492,839 | 4.22% |
| Protective Services | 2023 Actual | 2024 Actual | 2024 Core Budget | 2024 Non-core Budget | 2024 Budget Total | 2025 Core Budget | 2025 Non-core Budget | 2025 Budget Total | 2025 Budget Chg % |
|---|---|---|---|---|---|---|---|---|---|
| Revenue | |||||||||
| Fire Services | 125,771 | 91,258 | 147,800 | - | 147,800 | 149,000 | - | 149,000 | 0.81% |
| Bylaw Enforcement | 14,676 | 23,504 | 8,000 | - | 8,000 | 8,000 | - | 8,000 | 0.00% |
| Police | 46,712 | 29,258 | 77,800 | - | 77,800 | 79,000 | - | 79,000 | 1.54% |
| Revenue Total | 187,159 | 144,020 | 233,600 | - | 233,600 | 236,000 | - | 236,000 | 1.03% |
| Expense | |||||||||
| Fire Services | 2,143,413 | 2,610,986 | 2,291,118 | 335,885 | 2,627,003 | 2,750,207 | 245,000 | 2,995,207 | 14.02% |
| Emergency Planning | 232,590 | 272,103 | 226,351 | 43,500 | 269,851 | 230,147 | 88,000 | 318,147 | 17.90% |
| Building Inspection | 205,313 | 176,864 | 226,511 | - | 226,511 | 202,027 | - | 202,027 | -10.81% |
| Bylaw Enforcement | 145,462 | 151,117 | 167,878 | - | 167,878 | 172,000 | 5,500 | 177,500 | 5.73% |
| Police | 2,540,396 | 2,178,355 | 2,848,092 | 267,720 | 3,115,812 | 3,139,158 | 338,500 | 3,477,881 | 11.62% |
| Protective Services Total | 5,267,174 | 5,389,425 | 5,759,950 | 647,105 | 6,407,055 | 6,503,539 | 677,000 | 7,180,539 | 12.07% |
| Transportation Services | 2023 Actual | 2024 Actual | 2024 Core Budget | 2024 Non-core Budget | 2024 Budget Total | 2025 Core Budget | 2025 Non-core Budget | 2025 Budget Total | 2025 Budget Chg % |
|---|---|---|---|---|---|---|---|---|---|
| Expense | |||||||||
| Transportation Administration | 778,812 | 835,544 | 891,715 | - | 891,715 | 910,798 | 428,000 | 1,338,798 | 50.14% |
| Roads & Streets | 1,853,041 | 1,779,178 | 1,924,406 | 4,000 | 1,928,406 | 2,009,480 | 5,250 | 2,014,730 | 4.48% |
| Drainage | 213,303 | 220,935 | 263,720 | - | 263,720 | 229,600 | - | 229,600 | -12.94% |
| Transportation Services Total | 2,845,156 | 2,835,657 | 3,079,841 | 4,000 | 3,083,841 | 3,149,878 | 433,250 | 3,583,128 | 16.19% |
| Environmental Services | 2023 Actual | 2024 Actual | 2024 Core Budget | 2024 Non-core Budget | 2024 Budget Total | 2025 Core Budget | 2025 Non-core Budget | 2025 Budget Total | 2025 Budget Chg % |
|---|---|---|---|---|---|---|---|---|---|
| Revenue | |||||||||
| Garbage Collection | 711,187 | 756,531 | 760,518 | - | 760,518 | 799,814 | - | 799,814 | 5.17% |
| Sanitary Sewer | 2,342,258 | 2,504,609 | 2,498,696 | 5,000 | 2,503,696 | 2,695,389 | - | 2,695,389 | 7.66% |
| Revenue Total | 3,053,445 | 3,261,140 | 3,259,214 | 5,000 | 3,264,214 | 3,495,203 | - | 3,495,203 | 7.08% |
| Expense | |||||||||
| Garbage Collection | 638,625 | 684,366 | 693,653 | 5,000 | 698,653 | 731,474 | - | 731,474 | 4.70% |
| Sanitary Sewer | 1,750,102 | 1,866,201 | 1,965,751 | - | 1,965,751 | 2,165,243 | 428,000 | 2,593,243 | 31.92% |
| Environmental Services Total | 2,388,727 | 2,550,567 | 2,659,404 | 5,000 | 2,664,404 | 2,896,717 | 428,000 | 3,324,717 | 24.78% |
| Development Services | 2023 Actual | 2024 Actual | 2024 Core Budget | 2024 Non-core Budget | 2024 Budget Total | 2025 Core Budget | 2025 Non-core Budget | 2025 Budget Total | 2025 Budget Chg % |
|---|---|---|---|---|---|---|---|---|---|
| Expense | |||||||||
| Planning Services | 501,904 | 682,626 | 542,921 | 399,515 | 942,436 | 693,004 | 310,000 | 1,003,004 | 6.43% |
| Economic Development | 25,277 | 28,769 | 30,604 | - | 30,604 | 31,319 | - | 31,319 | 2.34% |
| Development Services Total | 527,181 | 711,395 | 573,525 | 399,515 | 973,040 | 724,323 | 310,000 | 1,034,323 | 6.30% |
| Parks, Recreation & Culture | 2023 Actual | 2024 Actual | 2024 Core Budget | 2024 Non-core Budget | 2024 Budget Total | 2025 Core Budget | 2025 Non-core Budget | 2025 Budget Total | 2025 Budget Chg % |
|---|---|---|---|---|---|---|---|---|---|
| Expense | |||||||||
| Parks Services | 853,244 | 882,376 | 925,788 | 135,000 | 1,060,788 | 941,443 | 75,874 | 1,017,317 | -4.10% |
| Library Services | 604,155 | 652,827 | 651,985 | - | 651,985 | 688,064 | - | 688,064 | 5.53% |
| Recreation Services | 768,358 | 786,434 | 786,434 | - | 786,434 | 790,789 | - | 790,789 | 0.55% |
| Parks, Rec & Culture Total | 2,225,757 | 2,321,637 | 2,364,207 | 135,000 | 2,499,207 | 2,420,296 | 75,874 | 2,496,170 | -0.12% |
TOWN OF VIEW ROYAL 45 View Royal Avenue Victoria, BC
Page 46–85
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Extracted from: 2025 04 08 Committee of the Whole Agenda - Agenda - Pdf