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Town of View Royal Draft 2026-2030 Financial Plan (Attachment B)
The public-facing draft financial plan document including introductory guides, budget highlights, and summary financial tables.
Average homeowner municipal tax/fee increase in 2026: $249Average single family home assessment: $1,089,000Garbage user fee increase: $15 per household
TOWN OF VIEW ROYAL DRAFT 2026-2030 FINANCIAL PLAN
March 19, 2026
Page 399–434
TABLE OF CONTENTS
- INTRODUCTION ............................................................................................................. 3
- SCHEDULE 1 CONSOLIDATED FINANCIAL PLAN ..................................................... 8
- SCHEDULE 2 NON-CAPITAL PROJECTS .................................................................. 15
- SCHEDULE 3 CAPITAL PROJECTS ........................................................................... 23
- SCHEDULE 4 PROJECTED RESERVE BALANCES .................................................. 30
Page 399–434
INTRODUCTION
Page 399–434
The 2026-2030 Financial Plan – Reader’s Guide
All BC municipalities are required to complete a five-year financial plan and budget each year¹. View Royal’s 2026-2030 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-Capital 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-capital 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.
¹ Source: British Columbia’s Local Government Act and Community Charter
Page 399–434
The 2026-2030 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 2026 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 2026 property assessed values are based on fair market values as of July 1, 2025. 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 2026, most Vancouver Island homeowners will generally see assessment changes in the range of -5% to +5%. In View Royal, the average single family home decreased -.5% from $1,095,000 to $1,089,000.
- The DRAFT budget forecasts a tax revenue increase of 8.69%. 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. For more information about how your property taxes are affected by your property’s assessed value, visit Your assessment notice and property taxes (bcassessment.ca).
- 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.
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 2026 by $15 per household due to the increasing cost of providing these services. Garbage user fees are billed on your property tax notice in May and are due with your property taxes July 2, 2026.
- 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. Planned sewer fee revenue is increased in 2026 by 4% to cover a $66K increase to the CRD sewer requisition and planned contributions to sustainable infrastructure replacement. Sewer user fees are billed in October and due in November each year. The average residential property with 86 cubic metres of winter water consumption paid $443 for sewer user fees in 2025 and could expect to pay about $15-20 more in 2026. After 2026, sewer user fees are projected to increase approximately 4% annually to fund operational cost increases and additional reserve contributions for future infrastructure replacement.
Forecast Property Tax and User Fee Summary
Including all municipal taxes and user fees, an average homeowner can expect to pay about $249 more in 2026. These values are preliminary and subject to assessment roll changes.
| View Royal taxes and user fees | 2025 | 2026 | Increase |
|---|---|---|---|
| Property taxes | $2,502 | $2,719 | $ 217 |
| Garbage and food waste collection user fees | 275 | 290 | 15 |
| Sewer user fees (billed separately) | 443 | 460 | 17 |
| Total | $3,220 | $3,469 | $ 249 |
Page 399–434
2026 BUDGET HIGHLIGHTS
Operating Revenue
- 2026 operating revenue is $23.8 million, of which $9.3 million is anticipated from non-property tax sources, like user fees and government grants.
- Anticipated government grants and transfers total approximately $3 million, representing 13% 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-capital’ requests – new initiatives that represent a change to service levels (staff position requests) and strategic projects. The ambitious program of non-capital requests for 2026 total $2.5 million.
- Funding for core Town services such as fire protection, policing, transportation, administration, parks and recreation, and library totals $19.8 million.
Capital Plan
- The 2026-2030 capital plan forecasts $17.6 million in total investment in the acquisition or renewal of infrastructure over the five-year plan ($3.7 million in 2026). Capital project spending is funded from non-tax sources of Casino revenue or Community Works Funds reserve accounts.
- The 2026 capital plan includes $2 million in transportation enhancements, including road, sidewalk, and bridge improvements. Continued repair and maintenance of sewer infrastructure require $742K and parks improvements, approximately $500K.
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 be reduced 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 399–434
SCHEDULE 1 CONSOLIDATED FINANCIAL PLAN
Schedule 1.1 Consolidated Financial Plan
Note: 2025 actual values are not final until audited for published financial statements
| 2024 Actual $ | 2025 Actual $ | 2025 Budget $ | 2026 Budget $ | 2026 Budget Chg % | 2027 Budget $ | 2027 Budget Chg % | 2028 Budget $ | 2028 Budget Chg % | 2029 Budget $ | 2029 Budget Chg % | 2030 Budget $ | 2030 Budget Chg % | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Revenue | |||||||||||||
| Operating revenue | |||||||||||||
| Taxation | 12,209,528 | 13,131,442 | 13,184,221 | 14,546,975 | 10% | 15,344,550 | 5% | 16,138,300 | 5% | 16,983,900 | 5% | 17,779,900 | 5% |
| User Fees | 3,261,990 | 3,491,772 | 3,501,903 | 3,613,600 | 3% | 3,737,000 | 3% | 3,862,700 | 3% | 3,991,000 | 3% | 4,121,900 | 3% |
| Sale of Services | 1,502,195 | 870,503 | 1,101,500 | 943,300 | -14% | 938,500 | -1% | 957,000 | 2% | 975,800 | 2% | 995,300 | 2% |
| Penalties and fines | 137,670 | 134,081 | 79,000 | 87,800 | 11% | 89,600 | 2% | 91,400 | 2% | 93,200 | 2% | 95,100 | 2% |
| Investment income | 1,102,488 | 1,275,113 | 615,000 | 780,000 | 27% | 795,600 | 2% | 811,500 | 2% | 827,700 | 2% | 844,200 | 2% |
| Other revenue | 459,957 | 143,241 | 265,018 | 265,000 | 0% | 270,300 | 2% | 275,600 | 2% | 281,000 | 2% | 286,600 | 2% |
| Government grants and transfers | 3,631,346 | 3,038,836 | 3,368,966 | 3,062,676 | -9% | 2,685,000 | -12% | 2,672,000 | 0% | 2,660,200 | 0% | 2,649,400 | 0% |
| Contributions from developers and others | 1,049,550 | 144,983 | 342,090 | 472,700 | 38% | 10,000 | -98% | 10,000 | 0% | 10,000 | 0% | - | -100% |
| Operating revernue Total | 23,354,724 | 22,229,971 | 22,457,698 | 23,772,051 | 6% | 23,870,550 | 0% | 24,818,500 | 4% | 25,822,800 | 4% | 26,772,400 | 4% |
| Transfers for operations | 6,274,253 | 5,467,331 | 6,614,434 | 7,253,185 | 10% | 6,671,050 | -8% | 6,726,200 | 1% | 6,496,300 | -3% | 6,393,300 | -2% |
| Revenue from capital sources | 2,002,947 | 157,684 | 1,133,975 | 769,100 | -32% | 416,000 | -46% | 5,683,950 | 1266% | 130,150 | -98% | 8,900 | -93% |
| Transfers for capital | 6,578,648 | 2,718,027 | 5,672,816 | 2,955,140 | -48% | 1,766,700 | -40% | 1,404,650 | -20% | 2,524,850 | 80% | 1,941,100 | -23% |
| Revenue Total | 38,210,572 | 30,573,013 | 35,878,923 | 34,749,476 | -3% | 32,724,300 | -6% | 38,633,300 | 18% | 34,974,100 | -9% | 35,115,700 | 0% |
| Expense | |||||||||||||
| Operating expense | |||||||||||||
| General government services | 2,794,299 | 2,987,439 | 3,550,554 | 3,755,100 | 6% | 3,534,700 | -6% | 3,596,200 | 2% | 3,702,500 | 3% | 3,705,600 | 0% |
| Protective services | 5,446,673 | 6,872,264 | 7,394,658 | 8,440,900 | 14% | 8,294,000 | -2% | 8,734,400 | 5% | 9,197,100 | 5% | 9,692,400 | 5% |
| Transportation services | 2,834,995 | 2,836,657 | 3,258,140 | 3,031,600 | -7% | 2,704,900 | -11% | 2,751,400 | 2% | 2,809,600 | 2% | 2,860,300 | 2% |
| Environmental health services | 2,550,444 | 2,643,102 | 2,859,033 | 3,127,900 | 9% | 2,981,900 | -5% | 3,045,900 | 2% | 3,102,200 | 2% | 3,168,600 | 2% |
| Development services | 709,841 | 942,258 | 994,323 | 1,012,976 | 2% | 982,100 | -3% | 1,017,300 | 4% | 837,800 | -18% | 803,700 | -4% |
| Parks services | 881,969 | 920,830 | 1,030,017 | 1,188,000 | 15% | 1,189,800 | 0% | 1,155,000 | -3% | 1,130,500 | -2% | 1,096,300 | -3% |
| Recreation and culture services | 1,439,261 | 1,462,679 | 1,478,853 | 1,540,675 | 4% | 1,571,400 | 2% | 1,602,900 | 2% | 1,634,900 | 2% | 1,667,600 | 2% |
| Interest on debt | 266,198 | 284,090 | 284,090 | 284,000 | 0% | 248,100 | -13% | 248,100 | 0% | 248,100 | 0% | 248,100 | 0% |
| Operating expense Total | 16,923,680 | 18,949,319 | 20,849,668 | 22,381,151 | 7% | 21,506,900 | -4% | 22,151,200 | 3% | 22,662,700 | 2% | 23,242,600 | 3% |
| Capital expenditures | 4,509,082 | 2,969,340 | 6,806,791 | 3,724,240 | -45% | 2,182,700 | -41% | 7,088,600 | 225% | 2,655,000 | -63% | 1,950,000 | -27% |
| Internal cost allocations | 555,183 | 566,284 | 566,284 | 576,100 | 2% | 587,600 | 2% | 599,300 | 2% | 611,300 | 2% | 623,500 | 2% |
| Amortization | 3,101,430 | 3,317,441 | 3,317,441 | 3,649,185 | 10% | 3,722,200 | 2% | 3,796,600 | 2% | 3,872,600 | 2% | 3,950,000 | 2% |
| Principal payments on debt | 315,615 | 333,073 | 333,073 | 333,100 | 0% | 201,800 | -39% | 201,800 | 0% | 201,800 | 0% | 201,800 | 0% |
| Transfers to reserves/surplus | 6,114,453 | 3,399,242 | 4,005,666 | 4,085,700 | 2% | 4,523,100 | 11% | 4,795,800 | 6% | 4,970,700 | 4% | 5,147,800 | 4% |
| Expense Total | 31,519,443 | 29,534,699 | 35,878,923 | 34,749,476 | -3% | 32,724,300 | -6% | 38,633,300 | 18% | 34,974,100 | -9% | 35,115,700 | 0% |
Schedule 1.2 Consolidated Operating Financial Plan
Note: 2025 actual values are not final until audited for published financial statements
Page 399–434
| 2024 Actual $ | 2025 Actual $ | 2025 Budget $ | 2026 Budget $ | 2026 Budget Chg % | 2027 Budget $ | 2027 Budget Chg % | 2028 Budget $ | 2028 Budget Chg % | 2029 Budget $ | 2029 Budget Chg % | 2030 Budget $ | 2030 Budget Chg % | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Revenue | |||||||||||||
| Operating revenue | |||||||||||||
| Taxation | |||||||||||||
| Property Taxes | 11,992,833 | 12,905,616 | 12,961,821 | 14,344,175 | 11% | 15,137,650 | 6% | 15,927,200 | 5% | 16,768,500 | 5% | 17,560,200 | 5% |
| 1% utility tax | 141,765 | 144,799 | 147,000 | 137,000 | -7% | 139,800 | 2% | 142,600 | 2% | 145,500 | 2% | 148,400 | 2% |
| Payments in lieu of taxes | 74,930 | 81,026 | 75,400 | 65,800 | -13% | 67,100 | 2% | 68,500 | 2% | 69,900 | 2% | 71,300 | 2% |
| Taxation total | 12,209,528 | 13,131,442 | 13,184,221 | 14,546,975 | 10% | 15,344,550 | 5% | 16,138,300 | 5% | 16,983,900 | 5% | 17,779,900 | 5% |
| User fees | |||||||||||||
| Garbage collection | 756,531 | 786,004 | 799,814 | 813,900 | 2% | 830,200 | 2% | 846,800 | 2% | 863,700 | 2% | 881,000 | 2% |
| Sanitary sewer | 952,021 | 991,377 | 990,689 | 1,022,300 | 3% | 1,093,800 | 7% | 1,166,600 | 7% | 1,241,000 | 6% | 1,316,800 | 6% |
| Sanitary sewer CRD | 1,552,589 | 1,714,491 | 1,703,700 | 1,769,700 | 4% | 1,805,100 | 2% | 1,841,200 | 2% | 1,878,000 | 2% | 1,915,600 | 2% |
| Storm drainage | 850 | - | 100 | 7,700 | 0% | 7,900 | 3% | 8,100 | 3% | 8,300 | 2% | 8,500 | 2% |
| User Fee total | 3,261,991 | 3,491,772 | 3,501,903 | 3,613,600 | 3% | 3,737,000 | 3% | 3,862,700 | 3% | 3,991,000 | 3% | 4,121,900 | 3% |
| Sale of services | |||||||||||||
| Licences | 59,428 | 66,558 | 63,500 | 64,000 | 1% | 65,300 | 2% | 66,600 | 2% | 67,900 | 2% | 69,300 | 2% |
| Permits | 967,753 | 258,923 | 608,000 | 356,200 | -41% | 363,200 | 2% | 370,400 | 2% | 377,700 | 2% | 385,200 | 2% |
| Garbage ticket sales | 9,576 | - | 7,000 | 7,000 | 0% | 7,100 | 1% | 7,200 | 1% | 7,300 | 1% | 7,400 | 1% |
| Fire protection and emergency program | 381,472 | 454,179 | 379,000 | 457,000 | 21% | 466,100 | 2% | 475,400 | 2% | 484,900 | 2% | 494,600 | 2% |
| Other services | 83,967 | 90,843 | 44,000 | 59,100 | 34% | 36,800 | -38% | 37,400 | 2% | 38,000 | 2% | 38,800 | 2% |
| Sale of servce total | 1,502,196 | 870,503 | 1,101,500 | 943,300 | -14% | 938,500 | -1% | 957,000 | 2% | 975,800 | 2% | 995,300 | 2% |
| Penalties and fines | |||||||||||||
| Fines and MTI | 23,504 | 7,665 | 8,000 | 13,500 | 69% | 13,800 | 2% | 14,100 | 2% | 14,400 | 2% | 14,700 | 2% |
| 10% property tax penalty | 95,632 | 104,871 | 60,000 | 60,000 | 0% | 61,200 | 2% | 62,400 | 2% | 63,600 | 2% | 64,900 | 2% |
| Interest on arrears and deliquent taxes | 18,534 | 21,545 | 11,000 | 14,300 | 30% | 14,600 | 2% | 14,900 | 2% | 15,200 | 2% | 15,500 | 2% |
| Penalties and fines total | 137,670 | 134,081 | 79,000 | 87,800 | 11% | 89,600 | 2% | 91,400 | 2% | 93,200 | 2% | 95,100 | 2% |
| Investment income | |||||||||||||
| Bank interest | 781,447 | 1,275,113 | 350,000 | 500,000 | 43% | 510,000 | 2% | 520,200 | 2% | 530,600 | 2% | 541,200 | 2% |
| Interest on investments | 321,047 | - | 265,000 | 280,000 | 6% | 285,600 | 2% | 291,300 | 2% | 297,100 | 2% | 303,000 | 2% |
| Investment income total | 1,102,494 | 1,275,113 | 615,000 | 780,000 | 27% | 795,600 | 2% | 811,500 | 2% | 827,700 | 2% | 844,200 | 2% |
| Other revenue | |||||||||||||
| Building rental | 35,652 | 35,464 | 99,500 | 93,500 | -6% | 95,400 | 2% | 97,300 | 2% | 99,200 | 2% | 101,200 | 2% |
| FortisBC operating fee | 84,963 | 71,018 | 71,018 | 79,000 | 11% | 80,600 | 2% | 82,200 | 2% | 83,800 | 2% | 85,500 | 2% |
| Other revenue | 339,342 | 36,759 | 94,500 | 92,500 | -2% | 94,300 | 2% | 96,100 | 2% | 98,000 | 2% | 99,900 | 2% |
| Other revenue total | 459,957 | 143,241 | 265,018 | 265,000 | 0% | 270,300 | 2% | 275,600 | 2% | 281,000 | 2% | 286,600 | 2% |
| Government grants and transfers | |||||||||||||
| Small Communities Protection grant | 368,200 | 327,000 | 380,000 | 335,000 | -12% | 341,700 | 2% | 348,500 | 2% | 355,500 | 2% | 362,600 | 2% |
| Traffic Fine Revenue Sharing grant | 62,000 | 78,000 | 70,000 | 70,000 | 0% | 71,400 | 2% | 72,800 | 2% | 74,300 | 2% | 75,800 | 2% |
| Casino revenue grant | 1,879,314 | 1,745,372 | 1,900,000 | 1,700,000 | -11% | 1,666,000 | -2% | 1,632,700 | -2% | 1,600,000 | -2% | 1,568,000 | -2% |
| Community Works Fund (gas tax) grant | 590,466 | 590,466 | 590,466 | 590,500 | 0% | 602,300 | 2% | 614,300 | 2% | 626,600 | 2% | 639,100 | 2% |
| Other government grants and transfers | 731,367 | 297,998 | 428,500 | 367,176 | -14% | 3,600 | -99% | 3,700 | 3% | 3,800 | 3% | 3,900 | 3% |
| Government grants and transfers total | 3,631,347 | 3,038,836 | 3,368,966 | 3,062,676 | -9% | 2,685,000 | -12% | 2,672,000 | 0% | 2,660,200 | 0% | 2,649,400 | 0% |
| Contributions from developers and others | 1,049,550 | 144,983 | 342,090 | 472,700 | 38% | 10,000 | -98% | 10,000 | 0% | 10,000 | 0% | - | -100% |
| Operating revenue total | 23,354,733 | 22,229,971 | 22,457,698 | 23,772,051 | 6% | 23,870,550 | 0% | 24,818,500 | 4% | 25,822,800 | 4% | 26,772,400 | 4% |
| Transfers for operations | |||||||||||||
| Transfers from reserves | 62,389 | 134,638 | 430,170 | 620,900 | 44% | 362,250 | -42% | 323,200 | -11% | 329,700 | 2% | 336,300 | 2% |
| Transfers from reserve accounts | 1,167,901 | - | - | - | 0% | - | 0% | - | 0% | - | 0% | - | 0% |
| Transfers from accumulated surplus | 2,100 | 1,448,968 | 2,300,539 | 2,407,000 | 5% | 1,999,000 | -17% | 2,007,100 | 0% | 1,682,700 | -16% | 1,483,500 | -12% |
| Transfers from equity in capital assets | 3,101,430 | 3,317,441 | 3,317,441 | 3,649,185 | 10% | 3,722,200 | 2% | 3,796,600 | 2% | 3,872,600 | 2% | 3,950,000 | 2% |
| Internal cost allocations | 555,183 | 566,284 | 566,284 | 576,100 | 2% | 587,600 | 2% | 599,300 | 2% | 611,300 | 2% | 623,500 | 2% |
| Transers from operations total | 4,889,003 | 5,467,331 | 6,614,434 | 7,253,185 | 10% | 6,671,050 | -8% | 6,726,200 | 1% | 6,496,300 | -3% | 6,393,300 | -2% |
| Revenue total | 28,243,736 | 27,697,301 | 29,072,132 | 31,025,236 | 7% | 30,541,600 | -2% | 31,544,700 | 3% | 32,319,100 | 2% | 33,165,700 | 3% |
| Expense | |||||||||||||
| Operating expense | |||||||||||||
| General government services | |||||||||||||
| Legislative | 225,101 | 229,853 | 268,920 | 255,600 | -5% | 260,800 | 2% | 266,000 | 2% | 271,300 | 2% | 276,800 | 2% |
| Public Relations | 244,774 | 257,874 | 329,569 | 313,700 | -5% | 271,500 | -13% | 276,900 | 2% | 282,300 | 2% | 287,900 | 2% |
| Administrative | 1,184,730 | 1,280,963 | 1,700,576 | 1,873,500 | 10% | 1,712,600 | -9% | 1,784,700 | 4% | 1,852,100 | 4% | 1,808,400 | -2% |
| Election | - | - | - | 62,700 | 0% | - | -100% | - | 0% | - | 0% | - | 0% |
| Finance | 712,006 | 767,844 | 799,350 | 771,300 | -4% | 800,800 | 4% | 795,800 | -1% | 815,000 | 2% | 841,500 | 3% |
| Information Technology | 307,700 | 348,275 | 399,339 | 425,300 | 7% | 434,900 | 2% | 417,600 | -4% | 425,500 | 2% | 433,500 | 2% |
| Other Fiscal Services | 119,988 | 102,630 | 52,800 | 53,000 | 0% | 54,100 | 2% | 55,200 | 2% | 56,300 | 2% | 57,500 | 2% |
| General government services total | 2,794,299 | 2,987,439 | 3,550,554 | 3,755,100 | 6% | 3,534,700 | -6% | 3,596,200 | 2% | 3,702,500 | 3% | 3,705,600 | 0% |
| Protective services | |||||||||||||
| Fire Services | 2,604,741 | 3,128,605 | 2,995,207 | 3,544,400 | 18% | 3,587,200 | 1% | 3,934,100 | 10% | 4,301,200 | 9% | 4,699,300 | 9% |
| Emergency Planning | 284,613 | 292,911 | 407,686 | 353,500 | -13% | 277,300 | -22% | 282,700 | 2% | 288,200 | 2% | 293,800 | 2% |
| Building Inspection | 176,787 | 178,652 | 202,027 | 201,600 | 0% | 205,600 | 2% | 209,600 | 2% | 213,700 | 2% | 217,800 | 2% |
| Bylaw Enforcement | 150,614 | 143,661 | 177,500 | 168,200 | -5% | 171,300 | 2% | 174,400 | 2% | 177,700 | 2% | 181,000 | 2% |
| Other Protective Services | 51,564 | 44,256 | 53,107 | 53,100 | 0% | 54,200 | 2% | 55,300 | 2% | 56,400 | 2% | 57,500 | 2% |
| Police | 2,178,355 | 3,084,179 | 3,559,131 | 4,120,100 | 16% | 3,998,400 | -3% | 4,078,300 | 2% | 4,159,900 | 2% | 4,243,000 | 2% |
| Protective services total | 5,446,674 | 6,872,264 | 7,394,658 | 8,440,900 | 14% | 8,294,000 | -2% | 8,734,400 | 5% | 9,197,100 | 5% | 9,692,400 | 5% |
| Transportation services | |||||||||||||
| Transportation Administration | 834,882 | 1,007,078 | 1,345,151 | 1,250,000 | -7% | 907,600 | -27% | 909,900 | 0% | 940,800 | 3% | 946,000 | 1% |
| Transportation Roads | 1,779,178 | 1,628,103 | 1,683,389 | 1,604,600 | -5% | 1,616,800 | 1% | 1,657,400 | 3% | 1,681,000 | 1% | 1,722,800 | 2% |
| Drainage | 220,935 | 201,475 | 229,600 | 177,000 | -23% | 180,500 | 2% | 184,100 | 2% | 187,800 | 2% | 191,500 | 2% |
| Transportation services total | 2,834,995 | 2,836,657 | 3,258,140 | 3,031,600 | -7% | 2,704,900 | -11% | 2,751,400 | 2% | 2,809,600 | 2% | 2,860,300 | 2% |
| Environmental health services | |||||||||||||
| Garbage Collection | 684,366 | 680,972 | 731,474 | 745,600 | 2% | 755,900 | 1% | 775,500 | 3% | 786,400 | 1% | 806,500 | 3% |
| Sanitary Sewer | 1,866,078 | 1,962,131 | 2,127,559 | 2,382,300 | 12% | 2,226,000 | -7% | 2,270,400 | 2% | 2,315,800 | 2% | 2,362,100 | 2% |
| Environmental health services total | 2,550,444 | 2,643,102 | 2,859,033 | 3,127,900 | 9% | 2,981,900 | -5% | 3,045,900 | 2% | 3,102,200 | 2% | 3,168,600 | 2% |
| Development services | |||||||||||||
| Planning services | 681,071 | 912,233 | 963,004 | 981,076 | 2% | 949,600 | -3% | 984,200 | 4% | 804,100 | -18% | 769,400 | -4% |
| Economic Development | 28,769 | 30,026 | 31,319 | 31,900 | 2% | 32,500 | 2% | 33,100 | 2% | 33,700 | 2% | 34,300 | 2% |
| Development services total | 709,840 | 942,258 | 994,323 | 1,012,976 | 2% | 982,100 | -3% | 1,017,300 | 4% | 837,800 | -18% | 803,700 | -4% |
| Parks services | |||||||||||||
| Parks Services | 881,969 | 920,830 | 1,030,017 | 1,188,000 | 15% | 1,189,800 | 0% | 1,155,000 | -3% | 1,130,500 | -2% | 1,096,300 | -3% |
| Parks services total | 881,969 | 920,830 | 1,030,017 | 1,188,000 | 15% | 1,189,800 | 0% | 1,155,000 | -3% | 1,130,500 | -2% | 1,096,300 | -3% |
| Recreation and culture services | |||||||||||||
| Library services | 652,827 | 671,890 | 688,064 | 723,182 | 5% | 737,600 | 2% | 752,400 | 2% | 767,400 | 2% | 782,700 | 2% |
| Recreation services | 786,434 | 790,789 | 790,789 | 817,493 | 3% | 833,800 | 2% | 850,500 | 2% | 867,500 | 2% | 884,900 | 2% |
| Recreation and culture services total | 1,439,261 | 1,462,679 | 1,478,853 | 1,540,675 | 4% | 1,571,400 | 2% | 1,602,900 | 2% | 1,634,900 | 2% | 1,667,600 | 2% |
| Interest on debt | 266,198 | 284,090 | 284,090 | 284,000 | 0% | 248,100 | -13% | 248,100 | 0% | 248,100 | 0% | 248,100 | 0% |
| Operating expense total | 16,923,680 | 18,949,319 | 20,849,668 | 22,381,151 | 7% | 21,506,900 | -4% | 22,151,200 | 3% | 22,662,700 | 2% | 23,242,600 | 3% |
| Internal cost allocations - expense | 555,183 | 566,284 | 566,284 | 576,100 | 2% | 587,600 | 2% | 599,300 | 2% | 611,300 | 2% | 623,500 | 2% |
| Amortization | 3,101,430 | 3,317,441 | 3,317,441 | 3,649,185 | 10% | 3,722,200 | 2% | 3,796,600 | 2% | 3,872,600 | 2% | 3,950,000 | 2% |
| Principal payments on debt | 315,615 | 333,073 | 333,073 | 333,100 | 0% | 201,800 | -39% | 201,800 | 0% | 201,800 | 0% | 201,800 | 0% |
| Transfers to reserves/surplus | 6,015,088 | 3,399,242 | 4,005,666 | 4,085,700 | 20% | 4,523,100 | 11% | 4,795,800 | 6% | 4,970,700 | 4% | 5,147,800 | 4% |
| Expense total | 26,910,996 | 26,565,329 | 29,072,132 | 31,025,236 | 7% | 30,541,600 | -2% | 31,544,700 | 3% | 32,319,100 | 2% | 33,165,700 | 3% |
Page 399–434
Schedule 1.3 Consolidated Capital Financial Plan
Note: 2025 actual values are not final until audited for published financial statements
| 2024 Actual $ | 2025 Actual $ | 2025 Budget $ | 2026 Budget $ | 2026 Budget Chg % | 2027 Budget $ | 2027 Budget Chg % | 2028 Budget $ | 2028 Budget Chg % | 2029 Budget $ | 2029 Budget Chg % | 2030 Budget $ | 2030 Budget Chg % | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Revenue | |||||||||||||
| Revenue from capital sources | |||||||||||||
| Other revenue | 223,221 | - | - | - | 0% | - | 0% | - | 0% | - | 0% | - | 0% |
| Government grants and transfers | 104,754 | 91,388 | 821,225 | 641,900 | -22% | 174,300 | -73% | 3,746,700 | 2050% | - | -100% | - | 0% |
| Contributions from developers and others | - | - | - | - | 0% | - | 0% | - | 0% | 20,000 | 0% | - | -100% |
| Development cost charges | 348,948 | 66,296 | 312,750 | 127,200 | -59% | 241,700 | 90% | 1,937,250 | 702% | 110,150 | -94% | 8,900 | -92% |
| Revenue from capital sources total | 676,923 | 157,684 | 1,133,975 | 769,100 | -32% | 416,000 | -46% | 5,683,950 | 1266% | 130,150 | -98% | 8,900 | -93% |
| Transfers for capital | |||||||||||||
| Transfers from reserves | 1,966,388 | 617,391 | 2,169,583 | 2,100,200 | 240% | 1,093,100 | -48% | 953,200 | -13% | 802,300 | -16% | 1,335,000 | 66% |
| Transfers from reserve accounts | 2,036,004 | 2,100,636 | 3,503,233 | 854,940 | -59% | 673,600 | -21% | 451,450 | -33% | 1,722,550 | 282% | 606,100 | -65% |
| Transfers from accumulated surplus | 200 | - | - | - | 0% | - | 0% | - | 0% | - | 0% | - | 0% |
| Transfers for capital total | 4,002,592 | 2,718,027 | 5,672,816 | 2,955,140 | -48% | 1,766,700 | -40% | 1,404,650 | -20% | 2,524,850 | 80% | 1,941,100 | -23% |
| Revenue Total | 4,679,515 | 2,875,711 | 6,806,791 | 3,724,240 | -45% | 2,182,700 | -41% | 7,088,600 | 225% | 2,655,000 | -63% | 1,950,000 | -27% |
| Expense | |||||||||||||
| Capital expenditures | |||||||||||||
| General government services | 97,154 | 154,525 | 568,000 | 182,800 | 18% | 120,000 | -34% | 60,000 | -50% | 60,000 | 0% | 60,000 | 0% |
| Protective services | 538,137 | 1,541,782 | 1,723,500 | 337,500 | -78% | 25,000 | -93% | 63,600 | 154% | - | -100% | - | 0% |
| Transportation services | 3,032,069 | 1,014,565 | 2,747,210 | 1,948,500 | 92% | 970,000 | -50% | 4,535,000 | 368% | 1,420,000 | -69% | 1,050,000 | -26% |
| Environmental health services | 598,632 | 126,622 | 850,500 | 742,000 | -13% | 441,000 | -41% | 2,080,000 | 372% | 640,000 | -69% | 730,000 | 14% |
| Parks services | 243,091 | 130,072 | 917,581 | 513,440 | -44% | 626,700 | 22% | 350,000 | -44% | 535,000 | 53% | 110,000 | -79% |
| Capital expenditures total | 4,509,083 | 2,967,566 | 6,806,791 | 3,724,240 | -45% | 2,182,700 | -41% | 7,088,600 | 225% | 2,655,000 | -63% | 1,950,000 | -27% |
| Transfers to reserves/surplus | |||||||||||||
| Loss on disposal of assets | 99,365 | - | - | - | - | - | - | - | - | - | - | - | - |
| Expense total | 4,608,448 | 2,967,566 | 6,806,791 | 3,724,240 | -45% | 2,182,700 | -41% | 7,088,600 | 225% | 2,655,000 | -63% | 1,950,000 | -27% |
| Surplus / (deficit) | 71,067 | - 91,855 | - | - | 0% | - | 0% | - | 0% | - | 0% | - | 0% |
Page 399–434
SCHEDULE 2 NON-CAPITAL PROJECTS
Schedule 2.1 Non-Capital Projects
| Division Priority | Project Descriptions | Project Summary | 2026 $ | 2027 $ | 2028 $ | 2029 $ | 2030 $ | 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 | RFP support | N-088 | 6,000 | - | - | - | - | 6,000 |
| 1-Critical | Cyber security review and audit | N-088 | 7,000 | 25,000 | - | - | - | 32,000 |
| 1-Critical | Electronic Records Mgmt System | N-138 | 197,000 | 25,500 | 26,000 | 26,500 | 27,000 | 302,000 |
| 2-Required | Accessibility plan development | N-101 | - | 12,500 | - | - | - | 12,500 |
| 2-Required | Town Hall roof and gutter replace | N-139 | 20,000 | - | - | - | - | 20,000 |
| 3-Strategic | Community satisfaction survey | N-037 | 45,000 | - | - | - | - | 45,000 |
| 3-Strategic | Sustainable infrastructure replacement plan | N-042 | - | 20,000 | - | - | - | 20,000 |
| 3-Strategic | Website refresh | N-047 | 16,600 | - | - | - | - | 16,600 |
| 3-Strategic | Truth and reconciliation awareness | N-068 | 7,800 | 8,000 | 8,200 | 8,400 | 8,600 | 41,000 |
| 3-Strategic | Asset management program improvements | N-111 | 25,000 | 25,000 | 25,000 | 25,000 | 20,000 | 120,000 |
| 3-Strategic | Facilities Plan Town Hall | N-121 | - | - | 50,000 | 90,000 | - | 140,000 |
| 3-Strategic | Communications Coordinator capacity increase | N-144 | 25,000 | 25,500 | 26,000 | 26,500 | 27,000 | 130,000 |
| 4-Optimal | Town Hall Energy Conservation Measures | N-142 | 5,500 | - | 5,000 | - | 10,000 | 20,500 |
| 5-Discretionary | Volunteer community improvement grant program | N-110 | 2,500 | - | - | - | - | 2,500 |
| General Government Services Total | 387,400 | 141,500 | 140,200 | 176,400 | 92,600 | 938,100 | ||
| Protective Services | ||||||||
| 1-Critical | Full-time fire personnel | N-085 | 519,900 | 127,000 | 217,500 | 227,400 | 241,800 | 1,333,600 |
| 1-Critical | FireSmart program | N-113 | 231,800 | - | - | - | - | 231,800 |
| 1-Critical | WS RCMP building expansion | N-143 | 200,000 | - | - | - | - | 200,000 |
| 2-Required | Next Gen 911 preparedness | N-112 | 29,300 | - | - | - | - | 29,300 |
| 2-Required | Wildfire community preparedness day | N-140 | 500 | - | - | - | - | 500 |
| 3-Strategic | ESS supplies Grant Program | N-119 | 33,600 | - | - | - | - | 33,600 |
| 3-Strategic | Emergency mgmt indigenous engagement | N-122 | 48,000 | - | - | - | - | 48,000 |
| Protective Services Total | 1,063,100 | 127,000 | 217,500 | 227,400 | 241,800 | 1,876,800 | ||
| Transportation Services | ||||||||
| 2-Required | Drainage master plan update | N-098 | 95,400 | - | - | - | - | 95,400 |
| 2-Required | Development cost charges bylaw update | N-124 | 75,000 | - | - | - | - | 75,000 |
| 4-Optimal | Transportation master plan update | N-105 | 147,600 | - | - | - | - | 147,600 |
| 4-Optimal | Pride & Veteran memorial decorative crosswalk/banners | N-146 | 10,000 | - | - | - | - | 10,000 |
| 5-Discretionary | Graffiti removal E&N | N-145 | 30,000 | 30,000 | 30,000 | 30,000 | 30,000 | 150,000 |
| Transportation Services Total | 358,000 | 30,000 | 30,000 | 30,000 | 30,000 | 478,000 | ||
| Development Services | ||||||||
| 2-Required | Housing needs assessment report update | N-040 | - | - | 25,000 | - | - | 25,000 |
| 2-Required | Zoning Bylaw updates | N-118 | 40,000 | 75,000 | - | 25,000 | - | 140,000 |
| 3-Strategic | Official community plan | N-025 | 140,000 | - | - | - | - | 140,000 |
| 3-Strategic | Placemaking urban design plan | N-067 | - | - | 25,000 | 25,000 | - | 50,000 |
| 3-Strategic | Coastal adaptation plan | N-089 | 15,876 | 100,000 | 100,000 | - | - | 215,876 |
| 3-Strategic | Housing strategy | N-092 | - | - | 75,000 | - | - | 75,000 |
| 3-Strategic | Amenity cost charge bylaw | N-117 | 75,000 | - | - | - | - | 75,000 |
| 5-Discretionary | Off-street parking review | N-099 | - | 40,000 | - | - | - | 40,000 |
| 5-Discretionary | Cool it! Climate action leadership training | N-114 | 3,300 | 3,600 | 3,900 | 4,200 | 4,500 | 19,500 |
| 5-Discretionary | Demolition Waste Mgmnt Bylaw | N-134 | - | 10,000 | 20,000 | - | - | 30,000 |
| Development Services Total | 274,176 | 228,600 | 248,900 | 54,200 | 4,500 | 810,376 | ||
| Environmental Services | ||||||||
| 2-Required | Sanitary sewer master plan | N-128 | 200,000 | - | - | - | - | 200,000 |
| Environmental Services Total | 200,000 | - | - | - | - | 200,000 | ||
| Parks Services | ||||||||
| 3-Strategic | Urban forest strategy | N-074 | 22,000 | - | - | - | - | 22,000 |
| 3-Strategic | Invasive Species Portage Park | N-123 | 10,000 | 10,000 | 10,000 | 10,000 | - | 40,000 |
| 3-Strategic | Parks and trails master plan | N-129 | 40,000 | 100,000 | - | - | - | 140,000 |
| 3-Strategic | Parks Worker | N-136 | 42,000 | 85,600 | 87,300 | 89,000 | 90,800 | 394,700 |
| 3-Strategic | Urban forest strategy GCCC Programming | N-141 | 143,000 | 45,000 | - | - | - | 188,000 |
| 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 | N-135 | - | - | - | 45,000 | - | 45,000 |
| Parks Services Total | 257,000 | 240,600 | 187,300 | 144,000 | 90,800 | 919,700 | ||
| 5-Year Total | 2,539,676 | 767,700 | 823,900 | 632,000 | 459,700 | 5,222,976 |
Schedule 2.2 Non-Capital Projects Funding
Page 399–434
| Year PS Ref | Project Description | Casino Reserve $ | Community Works Fund $ | Grants and Contributions $ | Reserves $ | DCCs $ | Property Taxes $ | Taxation % | Total Budget Amount $ |
|---|---|---|---|---|---|---|---|---|---|
| 2026 | |||||||||
| N-025 | Official community plan | 98,000 | - | - | 42,000 | - | - | - | 140,000 |
| N-037 | Community satisfaction survey | 45,000 | - | - | - | - | - | - | 45,000 |
| N-047 | Website refresh | 16,600 | - | - | - | - | - | - | 16,600 |
| N-068 | Truth and reconciliation awareness | - | - | - | - | - | 7,800 | 0.06 | 7,800 |
| N-074 | Urban forest strategy | 22,000 | - | - | - | - | - | - | 22,000 |
| N-085 | Full-time fire personnel | - | - | - | - | - | 519,900 | 4.00 | 519,900 |
| N-088 | Cyber security policies/process | 10,000 | - | - | - | - | - | - | 10,000 |
| N-088 | Data mgmt plan & road map | 20,000 | - | - | - | - | - | - | 20,000 |
| N-088 | RFP support | 6,000 | - | - | - | - | - | - | 6,000 |
| N-088 | Cyber security review and audit | 7,000 | - | - | - | - | - | - | 7,000 |
| N-089 | Coastal adaptation plan | 15,876 | - | - | - | - | - | - | 15,876 |
| N-098 | Drainage master plan update | - | - | 4,600 | - | 90,800 | - | - | 95,400 |
| N-105 | Transportation master plan update | 48,700 | - | - | - | 98,900 | - | - | 147,600 |
| N-110 | Volunteer community improvement grant program | 2,500 | - | - | - | - | - | - | 2,500 |
| N-111 | Asset management program improvements | 25,000 | - | - | - | - | - | - | 25,000 |
| N-112 | Next Gen 911 preparedness | - | - | 29,300 | - | - | - | - | 29,300 |
| N-113 | FireSmart program | - | - | 231,800 | - | - | - | - | 231,800 |
| N-114 | Cool it! Climate action leadership training | - | - | - | 3,300 | - | - | - | 3,300 |
| N-117 | Amenity cost charges bylaw | - | - | - | 75,000 | - | - | - | 75,000 |
| N-118 | Zoning Bylaw updates | - | - | - | 40,000 | - | - | - | 40,000 |
| N-119 | ESS supplies Grant Program | - | - | 33,600 | - | - | - | - | 33,600 |
| N-122 | Emergency mgmt indigenous engagement | - | - | 48,000 | - | - | - | - | 48,000 |
| N-123 | Invasive Species Portage Park | - | - | 10,000 | - | - | - | - | 10,000 |
| N-124 | Development cost charges bylaw update | - | - | - | - | 75,000 | - | - | 75,000 |
| N-128 | Sanitary sewer master plan | 2,000 | - | - | - | 198,000 | - | - | 200,000 |
| N-129 | Parks and trails master plan | 28,000 | - | - | 12,000 | - | - | - | 40,000 |
| N-136 | Parks Worker | - | - | - | - | - | 42,000 | 0.32 | 42,000 |
| N-138 | Electronic Records Mgmt System | 197,000 | - | - | - | - | - | - | 197,000 |
| N-139 | Town Hall roof and gutter replace | 20,000 | - | - | - | - | - | - | 20,000 |
| N-140 | Wildfire community preparedness day | - | - | 500 | - | - | - | - | 500 |
| N-141 | Urban forest strategy GCCC Programming | 143,000 | - | - | - | - | - | - | 143,000 |
| N-142 | Town Hall Energy Conservation Measures | 5,500 | - | - | - | - | - | - | 5,500 |
| N-143 | WS RCMP building expansion | - | - | - | 200,000 | - | - | - | 200,000 |
| N-144 | Communications Coordinator capacity increase | - | - | - | - | - | 25,000 | 0.19 | 25,000 |
| N-145 | Graffiti removal E&N | - | - | - | - | - | 30,000 | 0.23 | 30,000 |
| N-146 | Pride & Veteran memorial decorative crosswalk/banners | 10,000 | - | - | - | - | - | - | 10,000 |
| 2026 Total | 722,176 | - | 357,800 | 372,300 | 462,700 | 624,700 | 4.81 | 2,539,676 | |
| 2027 | |||||||||
| N-042 | Sustainable infrastructure replacement plan | - | 20,000 | - | - | - | - | - | 20,000 |
| N-068 | Truth and reconciliation awareness | - | - | - | - | - | 8,000 | 0.06 | 8,000 |
| N-085 | Full-time fire personnel | - | - | - | - | - | 127,000 | 0.98 | 127,000 |
| N-088 | Cyber security review and audit | 25,000 | - | - | - | - | - | - | 25,000 |
| N-089 | Coastal adaptation plan | 100,000 | - | - | - | - | - | - | 100,000 |
| N-099 | Off-street parking review | 40,000 | - | - | - | - | - | - | 40,000 |
| N-101 | Accessibility plan development | 12,500 | - | - | - | - | - | - | 12,500 |
| N-111 | Asset management program improvements | 25,000 | - | - | - | - | - | - | 25,000 |
| N-114 | Cool it! Climate action leadership training | - | - | - | 3,600 | - | - | - | 3,600 |
| N-118 | Zoning Bylaw updates | 75,000 | - | - | - | - | - | - | 75,000 |
| N-123 | Invasive Species Portage Park | - | - | 10,000 | - | - | - | - | 10,000 |
| N-129 | Parks and trails master plan | 75,000 | - | - | 25,000 | - | - | - | 100,000 |
| N-134 | Demolition Waste Mgmnt Bylaw | - | - | - | 10,000 | - | - | - | 10,000 |
| N-136 | Parks Worker | - | - | - | - | - | 85,600 | 0.66 | 85,600 |
| N-138 | Electronic Records Mgmt System | 25,500 | - | - | - | - | - | - | 25,500 |
| N-141 | Urban forest strategy GCCC Programming | 45,000 | - | - | - | - | - | - | 45,000 |
| N-144 | Communications Coordinator capacity increase | - | - | - | - | - | 25,500 | 0.20 | 25,500 |
| N-145 | Graffiti removal E&N | - | - | - | - | - | 30,000 | 0.23 | 30,000 |
| 2027 Total | 423,000 | 20,000 | 10,000 | 38,600 | - | 276,100 | 2.12 | 767,700 | |
| 2028 | |||||||||
| N-040 | Housing needs assessment report update | 25,000 | - | - | - | - | - | - | 25,000 |
| N-064 | Helmcken Centennial Park Master Plan | 38,500 | - | - | 16,500 | - | - | - | 55,000 |
| N-067 | Placemaking urban design plan | 25,000 | - | - | - | - | - | - | 25,000 |
| N-068 | Truth and reconciliation awareness | - | - | - | - | - | 8,200 | 0.06 | 8,200 |
| N-085 | Full-time fire personnel | - | - | - | - | - | 217,500 | 1.67 | 217,500 |
| N-087 | Little Road park plan | - | 35,000 | - | - | - | - | - | 35,000 |
| N-089 | Coastal adaptation plan | 100,000 | - | - | - | - | - | - | 100,000 |
| N-092 | Housing strategy | 75,000 | - | - | - | - | - | - | 75,000 |
| N-111 | Asset management program improvements | 25,000 | - | - | - | - | - | - | 25,000 |
| N-114 | Cool it! Climate action leadership training | - | - | - | 3,900 | - | - | - | 3,900 |
| N-121 | Facilities Plan Town Hall | 50,000 | - | - | - | - | - | - | 50,000 |
| N-123 | Invasive Species Portage Park | - | - | 10,000 | - | - | - | - | 10,000 |
| N-134 | Demolition Waste Mgmnt Bylaw | - | - | - | 20,000 | - | - | - | 20,000 |
| N-136 | Parks Worker | - | - | - | - | - | 87,300 | 0.67 | 87,300 |
| N-138 | Electronic Records Mgmt System | 26,000 | - | - | - | - | - | - | 26,000 |
| N-142 | Town Hall Energy Conservation Measures | 5,000 | - | - | - | - | - | - | 5,000 |
| N |
Page 399–434
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Extracted from: 2026 04 14 Committee of the Whole Meeting - Agenda - Pdf(471 pages total)