City of Burnabycity+hall/financial+reports/2015... · transit-oriented development and rejuvenation, ... and the surrounding communities continued to grow, the character of Burnaby

City of BurnabyBritish Columbia, Canada2015–2019 Financial Plan

2015–2019

City of Burnaby, British Columbia, Canada

This document is produced by the Finance Department in collaboration with civic departments, offices and agencies.

The picture on the cover of the Financial Plan reflects the City’s three sustainability strategies (from left to right): Environmental Sustainability, Economic Sustainability and Social Sustainability.

MESSAGE FROM THE MAYOR 6

BURNABY AT A GLANCE 10

ORGANIZATION & STRUCTURE 20

STRATEGIC DIRECTIONS 30

FINANCIAL PLAN OVERVIEW 42

TAX LEVIES & ASSESSMENTS 52

CONSOLIDATED REVENUES & EXPENDITURES 114

CONTENTS OPERATING PLAN 68

Summary of Expenditures & Revenue 72

Provisions from General Revenue 73

City Council 74

General Government Services 80

Safety & Security Services 96

Engineering 102

Parks, Recreation & Cultural Services 108

Planning & Building 110

CAPITAL PLAN 120

Capital Plan Summary 128

City Manager 130

Engineering 132

Finance 134

Planning & Building 134

Parks, Recreation & Cultural Services 136

Pedestrian Bridge at Metrotown

6 Message from the Mayor

Message from the Mayor

On behalf of Burnaby City Council, I am pleased to present the 2015–2019 Financial Plan.

Within our established sustainability framework and guided by our Official Community Plan, 2015 will be a year of exciting achievements for the City of Burnaby. The Financial Plan details many of those achievements and lays out Burnaby’s plans for ongoing municipal leadership that will ensure our City continues to offer exceptional services to its citizens and businesses.

With our award-winning Economic Development and Social Sustainability strategies in place and a robust Environmental Sustainability Strategy—developed in collaboration with hundreds of citizens, not-for-profit organizations, and business leaders—almost complete, Burnaby is poised to become an even more livable and welcoming community.

As the City grows, both the demands for services and the opportunities to provide them increase. As new programs and facilities are introduced, Burnaby City Council remains sharply focused on ensuring value to taxpayers. A new partnership between the School District and the City will triple the number of child care spaces in the City. Innovative policies often help us realize that goal. Costs for new assets are, for example, often completely eliminated by initiatives such as our Community Benefit Density Bonus Policy that sees private developers pay for City facilities in exchange for increased density in buildings they are constructing. This policy enables taxpayers to receive valuable community services—such as daycares and community centres—for no capital cost.

Priority projects include:

• A new performance and event centre in Metrotown Town Centre• A new Brentwood Community Centre• A new linear public park along Willingdon Avenue, linking Brentwood Town Centre to

Confederation Park• A new arena in the Edmonds community• The replacement of the Cameron Recreation Centre, including the addition of a new

swimming pool, and the replacement of the Cameron Library in Lougheed Town Centre

His Worship Mayor Derek Corrigan

UniverCity at Burnaby Mountain

Four quadrants of our City—Metrotown, Brentwood, Edmonds and Lougheed—will see significant transit-oriented development and rejuvenation, all of which continues to position Burnaby as a regional leader in creating sustainable transit-oriented development. Much more is planned as businesses and citizens continue to choose Burnaby as their preferred location. In 2014, building permit values reached an impressive $698.5 million. Focusing density in our town centres also allows us to keep 25% of our City as parkland and open space and to preserve our valued single-family neighbourhoods.

Metrotown, our Regional City Centre, has many innovative new developments being constructed, including those along the ‘Art Walk’ on Beresford Street between Dow and McKay Avenues. Once complete, the ‘Art Walk’ will be one of the largest concentrations of public art in the region and will provide a unique destination within our City.

Metrotown is also the location of two new amenities obtained through the Community Benefit Bonus Policy—the newly opened Metrotown Community Resource Centre, which provides 16,000 square feet of subsidized office and program space for Burnaby non-profit organizations, and the 6,000 square feet Kingsway-Willingdon Community Resource Centre which we expect to open by the summer of 2015. The City, by negotiating and operating these amenities, helps local non-profits to provide needed services and programs to Burnaby residents.

Brentwood Town Centre Phase 1 redevelopment is well under way, including the new central civic plaza, which will be adjacent to the Brentwood SkyTrain station. This will provide a vibrant community gathering place.

Lougheed Town Centre is also poised for change, with construction of the Evergreen rapid transit line now well under way. This line, which will connect Lougheed Town Centre to the Port Moody and Coquitlam Town Centres, will enable this area to become yet another vibrant, pedestrian-friendly, mixed-use, rapid-transit-centred community. Planning is now under way.

In the Edmonds Town Centre, where the community has embraced the new Edmonds Community Centre, the Southgate Neighbourhood Master Plan is poised to incorporate the City’s principles of sustainability directly into the creation of a new neighbourhood. Encompassing 48 acres in the heart of the town centre, the site is centred on a five-acre park that will be developed to ensure it is pedestrian and cyclist friendly. It will be another new Edmonds community focal point and community gathering place.

Our focus on efficiency, partnerships, and innovation continues to ensure that the City’s fiscal position remains strong. Our investment portfolio is projected to return an annual yield of 4.2% in 2015. Sound investment practices have provided the City with steady income over the last decade, ensuring liquidity when needed, growth to help offset increases in our operating budget, and provides funding for various capital projects. This work is a foundational pillar for growth of reserves that support Burnaby projects and initiatives. As our City grows and new services are added, we never lose sight of the need to maximize efficiencies in all areas, guided by our community-driven sustainability framework. The City’s exemplary staff continue to be key to our ongoing success, as they work with citizens to ensure that local priorities are emphasized, community goals are achieved, and nothing is wasted.

Burnaby’s planning framework is community-driven. We move forward as a City confident that we are focused on the goals that our citizens and businesses see as priorities. Along with all members of City Council, I look forward to continuing to partner with all who work to make Burnaby the world’s best City, to work toward the goals we have developed—and will achieve—together.

Mayor Derek Corrigan

10 Burnaby at a Glance

FROM 1892 TO 2015

Burnaby was incorporated in 1892 and achieved City status in 1992, one hundred years after incorporation. In the first 30 to 40 years after its incorporation, the growth of Burnaby was influenced by its location between expanding urban centres of Vancouver and New Westminster. It first served as a rural agricultural area supplying nearby markets. As Burnaby and the surrounding communities continued to grow, the character of Burnaby shifted from rural, to suburban, to urban. Today Burnaby is a dynamic urban community with four vibrant town centres, a civic centre, and many unique neighbourhoods with distinct characters.

98.6 SQUARE KILOMETRES

Burnaby occupies 98.6 square kilometres and is located at the geographic centre of Metro Vancouver. Situated between the City of Vancouver to the West and Port Moody, Coquitlam, and New Westminster to the East, the City is further bounded by Burrard Inlet to the North and the Fraser River to the South. The elevation of Burnaby ranges from sea level to a maximum of 1,200 feet (370 metres) atop Burnaby Mountain. Overall, the physical landscape of Burnaby is one of hills, ridges, valleys and an alluvial plain. The land features and their relative locations have had an influence on the location, type, and form of development in the City.

POPULATION 233,700

While Burnaby occupies about 3% of the land area of Metro Vancouver, it accounted for about 9.6% of the Region’s population in 2011. It is the third most populated urban centre in British Columbia with a total population of 233,700 (BC Stats Estimate, January 2015).

Burnaby at a Glance

Burnaby skyline as seen from Deer Lake Park


URBAN LANDSCAPE

Burnaby is a mature, increasingly integrated community. Burnaby captures significant shares of new high quality commercial, residential, and industrial development that generates employment and other economic benefits. Guided by the Official Community Plan and Regional Context Statement, the City now features high density residential areas, four major commercial town centre developments, rapid transit, high technology research and business parks, comprehensive industrial estates and major post-secondary institutions. Burnaby is an outstanding place to live, learn, work, invest and play. Burnaby offers a rapidly growing knowledge-based economy, culturally diverse and welcoming urban centres, all surrounded by some of the most beautiful natural settings and parks in Canada.

INDUSTRY & EMPLOYMENT

As per the Statistics Canada Census, Burnaby had an experienced labour force of 120,290 in 2011.

Burnaby has a strong and diversified local economy with clusters of companies in a range of signature industries. These include information technology, wireless, biotechnology, life science, film, news media, education, environmental technology/services, tourism, and professional services. Burnaby is home to companies such as Electronic Arts, PMC Sierra, Ballard Power Systems, Spectrum Signal Processing, and IBM.

Burnaby also has companies in stable industrial sectors such as light industry, warehousing/distribution, heavy industry, agriculture, and not-for-profits. Burnaby is also emerging as a major film industry centre and has more than 52% of the sound stages in the Lower Mainland.

A number of major employers are located in Burnaby including TELUS, Metro Vancouver, Simon Fraser University, and the British Columbia Institute of Technology.

HOUSING MIX

Burnaby has a full range of housing forms, including single family, duplex, townhouse, low-rise, and high-rise multi-family developments. Nearly 40% of the occupied housing stock is single and two-family dwellings, while low-rise and high-rise account for 27% and 22%, respectively. The number of residential units increased by 8,433 units from 2006 to 2011. The City recognizes housing as a key element in a sustainable complete community and the Official Community Plan identifies four goals specific to residential housing; to provide a varied range and choice of living opportunities within the City, to establish increased opportunities for ground-oriented housing, to maintain and improve neighbourhood livability and stability and to help meet the needs of people with special and affordable housing requirements. High density development is concentrated near transit hubs to provide easy access to transportation alternatives in four town centres.

COMMERCIAL AND RETAIL

Burnaby’s Metrotown is BC’s largest shopping destination with over 400 stores and services. Lougheed and Brentwood Town Centres, located in North Burnaby along the Millennium SkyTrain line, also provide a wide range of shops and services to serve the larger community. The Heights neighbourhood in North Burnaby offers more of a traditional street-front shopping atmosphere with a colourful mix of individually owned and operated shops, restaurants, cafés and services catering to residents and visitors. Edmonds Town Centre continues its transformation and commercial rejuvenation. Big Bend in South Burnaby is emerging as a commercial and retail destination.

Metrotown Town Centre

Burnaby’s four town centres, one within each quadrant, offer a full range of housing and services. The town centres help to provide complete communities within each quadrant, providing residents with an option to walk, bike, take transit or drive to a local destination where they can access the mix of goods and services to meet their daily needs.

View from Burnaby Mountain Park

Burnaby at a Glance 15

EDUCATION AND HEALTH SERVICESThe City has two post-secondary institutions, Simon Fraser University and British Columbia Institute of Technology. Burnaby also has 41 elementary schools and 8 secondary schools with a total enrolment of 24,000 students. Burnaby Hospital is one of the region’s major health centres with 309 acute care beds and a variety of other patient care services.

PARKS AND OPEN SPACESParks and open spaces serve essential roles in the preservation of our natural environment and ecosystems, meeting community needs for recreation and leisure activities, and supporting the quality of life in Burnaby. As Burnaby’s population and urban areas continue to grow, parks and open spaces are increasingly valuable community assets. Currently, 25% of the City’s land area is devoted to green space. Parks and open spaces include neighbourhood and district parks, school playing fields, urban plazas and botanical gardens.

A past recipient of the Communities in Bloom Award for Canadian Communities, the City of Burnaby has received numerous awards for Metro Skate Park, including the International Olympic Committee (IOC)/International Association for Sports and Leisure Facilities (IAKS) Bronze Award in 2011. The City has also received the BC Recreation & Parks Association Excellence Award for the Mountain Air Bike Skills Park, as well as the BC Landscape Association Award of Excellence and the Canadian Parks Recreation Association Award of Excellence for Innovation for the City’s Eco-sculptures.

The City’s parks and open spaces offer kilometres of walking, hiking and cycling trails including:

• BC Parkway• Barnet Marine Park• Burnaby Fraser Foreshore Park• Burnaby Lake Regional Nature Park• Burnaby Mountain Conservation Area• Central Park• Central Valley Greenway• Deer Lake Park• Trans Canada Trail

GOLF COURSES

The City has two public golf courses—Burnaby Mountain Golf Course and Riverway Golf Course—along with two pitch and putt courses at Central Park and Kensington.

Golfers can enjoy Burnaby’s natural beauty and excellent public golf facilities in a park-like setting. The City’s golf infrastructure also includes driving ranges, golf learning centres, pro shops and clubhouses at both Burnaby Mountain and Riverway.

RECREATION FACILITIES

The City has 28 recreation and leisure centres and many swimming pools, ice rinks and playing fields—including several artificial turf fields—throughout the City that offer a wide range of programs. Edmonds Community Centre, completed in June 2013, is the City’s newest addition with two pools, two full–sized gyms and complete fitness facilities featuring a 7,000 square foot weight room.

To build community and promote good health, Burnaby is home to four 55+ Centres and five Youth Centres. These centres are social, educational, and recreational hubs and great spots to meet new friends, take classes, and stay active.

In 2014, various recreational facilities were opened throughout the community including an outdoor fitness circuit in Central Park, and outdoor field and track at Burnaby Central Secondary, a playground and water play area at Confederation Park, and a plaza at Edmonds Community Centre.

The City’s Swangard Stadium is home to outdoor giant screen movie nights, Kabbadi tournaments, and celebrations such as the Fiji Festival, bringing people to the Stadium, along with traditional events like the 24-Hour Relay and the Harry Jerome Track Classic.

ARTS, HERITAGE AND CULTURE Burnaby has a number of arts, heritage and cultural facilities. The Burnaby Village Museum and Carousel is an open air museum depicting life in the early 20th Century that features a town street with shops, homes and costumed interpreters, a farmhouse, a blacksmith, and the CW Parker Carousel. Admission to the Burnaby Village Museum is free to the public.


The Shadbolt Centre for the Arts is the City’s 47,000 square foot multi-purpose community arts facility, which houses studios for dance, visual arts, ceramics, music, media arts, and theatre classes. The Shadbolt Centre also hosts performances, recitals, and exhibitions throughout the year and is the support centre for Deer Lake Park.

Deer Lake Park is home to Burnaby’s signature music event, the Burnaby Blues and Roots Festival, and many free festivals such as the Rhododendron Festival and Symphony in the Park. Deer Lake Park’s spectacular setting and technical infrastructure support a regular concert series that has included Jack Johnson, The Lumineers, The White Stripes, and local superstar Michael Bublé.

The Burnaby Art Gallery is dedicated to presenting contemporary and historical art exhibits and events by local, regional, national and international artists in the galleries of Ceperley Mansion. The gallery facilitates the development of emerging artists and provides diverse art educational programming for children, adults and seniors as well as community projects and exhibitions in schools, libraries and recreation centres. Gallery staff manages the City of Burnaby Permanent Art Collection and a rapidly expanding Public Art Program.

The Community Arts Development Program began in 2000 and has supported over two hundred unique arts engagement projects. The program partners with Burnaby-based community groups, organizations, and local schools to create creative projects through community development around a shared concern, success or dream. Additional arts opportunities are available in the City’s Community Centres.

The City of Burnaby Archives opened in 2001 and is located in the McGill Branch Library. It operates as the official repository for civic records of permanent administrative, legal, fiscal, historical, evidential, and informational value to the City of Burnaby. The Burnaby Archives houses records dating back to Burnaby’s incorporation in 1892 including documents, photographs, and maps. Public outreach programs bring history to life.

LIBRARIES Burnaby Public Library was established by municipal bylaw on December 20, 1954 and opened its doors to the public on September 24, 1956. Today, the library serves the community from four branches and offers a mobile service for residents who are homebound or have a visual impairment. The Bob Prittie Metrotown Branch, opened in 1991, is considered the central branch. The Home Library Service operates out of this branch. The Cameron Branch, opened in 1980, serves the Lougheed Town Centre and is located in the Cameron Recreation Complex. The McGill Branch, redeveloped in 2001, serves the Brentwood Town Centre and houses the City of Burnaby Archives. Burnaby’s newest branch, the Tommy Douglas Library, opened in 2009 and serves the Edmonds Town Centre.

Patrons consistently give the library high marks for its rich and diverse collections. The library’s electronic services and collections demonstrate its ability to respond to the rapid changes in technology and this community’s growing demand for electronic resources. Librarians offer high quality programs that reflect this library’s commitment to promoting the love of reading and the joy of lifelong learning to children and their families, teens and adults. Library patrons have also been clear about how much they value the caring, expert help they receive from Library staff. They appreciate that a live person answers the library’s phones and that they have access to a clerk or librarian when they need one, whether it is help with borrowing or returning an item, finding information, using computer workstations, or offering suggestions for the next “good read”.

Guided by a board of citizen volunteers appointed by City Council, the library is an integral part of the services offered to Burnaby residents. These dedicated volunteers work to ensure that the library supports the City’s goals for Burnaby and contributes to making Burnaby a great place to live, work, learn and play.

Edmonds Community Centre

In Burnaby, there are leisure-time activities for all ages, interests and skill levels. A wide array of opportunities to learn something new, socialize with other like-minded individuals, or get fit and stay fit. Take advantage of the many opportunities offered at the wonderful, well-equipped facilities and parks located throughout the city.

120,290

41 8

M E T R O T O W NB R E N T W O O DL O U G H E E DE D M O N D S

NATURAL FEATURE PARKSCONSERVATION AREASRAVINE PARKSNEIGHBOURHOOD PARKSDISTRICT PARKSLINEAR PARKS

COMMUNITY CENTRESSENIOR CENTRESYOUTH CENTRESINDOOR & OUTDOOR POOLSSPORTS & FITNESS FACILITIESRESOURCE CENTRESCOMMUNITY HALLS

68

15921320

Bob Prittie Metrotown, Cameron, McGill and Tommy Douglas

EXPERIENCED WORKERS

ELEMENTARYSCHOOLS

SECONDARYSCHOOLS

AND WE ARE DEBT FREE

TRANSIT-ORIENTED, HIGH DENSITY AND MIXED USE TOWN CENTRES IN EVERY QUADRANT OF THE CITY

ECONOMY

RECREATION & FEATURES

BURNABY AT A GLANCE

Burnaby incorporated

Burnaby Hospital opens

Burnaby achives City status

100th anniversary

1892 2015

Telus, Metro Vancouver, Simon Fraser University, Electronic Arts, PMC, IBM, British Columbia Institute of Technology and more

HOME TO MAJOR EMPLOYERS

1992

27RECREATION &COMMUNITY CENTRES

}

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4 TOWN CENTRES

DIVERSE LOCALECONOMY

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158PARKS

*

4 LIBRARIES + MOBILE SERVICES

4 CULTURAL FACILITIES

2

2 GOLFCOURSES2 PITCH & PUTTS

AND

POST-SECONDARYINSTITUTIONS

1952

Population reaches 100,000

Population reaches 233,700

1961 2011

*158 includes the number of parks, golf courses and pitch and putts.

N

BURNABY AT A GLANCE

LIBRARY

TOWN CENTRE

PARK

BURNABY CITY HALL

CULTURAL FACILITY

RECREATION & COMMUNITY CENTRE

POST-SECONDARY INSTITUTION

BRENTWOOD TOWN CENTRE

SUMMIT YOUTH CENTREEILEEN DAILLY LEISURE

& FITNESS CENTRECONFEDERATION

COMMUNITY CENTRE

MCGILL LIBRARY& CITY ARCHIVES CAPITOL

HILL HALLLOCHDALE HALL

KENSINGTON OUTDOOR POOL

KENSINGTON COMPLEX

SIMON FRASERUNIVERSITY

BURNABY MOUNTAINBIKE SKILLS FACILITYBURNABY MOUNTAIN

CONSERVATION AREA

BARNET MARINE PARK

BURNABY MOUNTAIN

GOLF COURSE

WILLINGDONCOMMUNITYCENTRE

BRITISH COLUMBIAINSTITUTE OF TECHNOLOGY

BURNABY CITY HALL BURNABY LAKE

REGIONAL PARK

DEERLAKE PARK

BURNABY VILLAGE MUSEUMBURNABY ART GALLERYBURNABY ARTS COUNCILSHADBOLT CENTRE FOR THE ARTS

RIVERWAY GOLF COURSE

BURNABY FRASERFORESHORE PARK

METROTOWNTOWN CENTRE

KRIB YOUTHCENTRE

EDMONDS TOWN CENTRE

BONSORRECREATION

COMPLEX

SOUTH CENTRALYOUTH CENTRE

LOUGHEEDTOWN CENTRE

BOB PRITTIEMETROTOWNLIBRARY

WESBURN COMMUNITYCENTRE

SWANGARD STADIUM

CENTRAL PARK OUTDOOR POOL

CAMERON RECREATIONCOMPLEX & LIBRARY

CREEKSIDE YOUTH CENTRE

BILL COPELAND SPORTS CENTRE CHARLES

RUMMEL CENTRE

FOREST GROVE RECREATION OFFICE

CG BROWN MEMORIAL POOL

BURNABY LAKEPAVILION

EDMONDS COMMUNITYCENTRE

EDMONDS RESOURCE CENTRE

ROBERT BURNABY PARK OUTDOOR POOL

ALAN EMMOTTCENTRE

McPHERSONOUTDOOR POOL

CENTRALPARK

PITCH & PUTT

PITCH & PUTT

TOMMY DOUGLASLIBRARY

98.6 km2

1,200' maximum elevation

233,700citizens

RICHM

ON

D

NEW WESTMINSTER

20 Organization & Structure

CITY COUNCILMayor Derek Corrigan Councillor Pietro CalendinoCouncillor Sav DhaliwalCouncillor Dan JohnstonCouncillor Colleen JordanCouncillor Anne KangCouncillor Paul McDonellCouncillor Nick VolkowCouncillor James Wang

EXECUTIVE BODIES

Board of VarianceParks, Recreation & Culture CommissionPublic Library Board

DEPARTMENTS

City ManagerEngineering FinancePlanning & BuildingParks, Recreation & Cultural Services

Organization & Structure

Burnaby City Hall

COUNCIL MEMBERSMayor D. Corrigan

COUNCILLORSP. Calendino | S. Dhaliwal | D. Johnston | C. Jordan

A. Kang | P. McDonell | N. Volkow | J. Wang

ADVISORY BODIESAPPOINTED BY COUNCIL

MANAGER’S OFFICE

CITY MANAGER* R. Moncur

EXECUTIVE BODIES APPOINTED BY COUNCIL

Advisory Planning

Commission

Audit Committee

Community Heritage

Commission

Environment Committee

Executive Committee of

Council

Financial Management Committee

International Relations & Friendship

Cities Committee

Planning and Development

Committee

Public Safety Committee

Simon Fraser Liaison

Committee

Social Planning Committee

Traffic Safety Committee

Transportation Committee

Board of Variance

Parks, Recreation & Culture Commission

Public Library Board

DIRECTORENGINEERING

* L. Gous

DIRECTOR PARKS,

RECREATION & CULTURAL

SERVICES

* D. Ellenwood

Assistant Director Engineering Asset

ManagementJ. Helmus

Assistant Director Development

Services & Infrastructure

PlanningL. Bjorseth

Assistant Director Engineering

Environmental Services

D. Dattani

Assistant Director Engineering Facilities

ManagementT. Ng

Assistant Director Traffic & Parking

ManagementD. Louie

Deputy DirectorB. Klimek

Assistant Director Revenue Services

R. Rowley

Assistant Director Financial Planning &

Capital EquityN. Kassam

Assistant DirectorTreasury Services

D. Spindler

Chief Licence InspectorD. Layng

Purchasing ManagerG. Caron

Manager – Risk, Insurance & Claims

M. Fitz-Gerald

Senior Internal AuditorF. Lee

Assistant Director Long Range Planning

L. Garnett

Assistant Director Current Planning

E. Kozak

Chief Building Inspector

P. Shek

City Clerk (Acting)D. Back

City SolicitorB. Rose

Administrator Citizen Support ServicesA. Waller

Mayor’s Administration

Chief Information Officer

S. Wallace

Human Resources Director

P. Tennant

Assistant Director Human Resources

S. Smith

Assistant Director Recreation

C. Collis

Assistant Director Cultural Services

D. Nokony

Assistant Director Golf Operations

D. O’Connor

Assistant Director Parks

D. Hunter

Manager Business OperationsD. Pelletier

Manager Community Marketing & Sponsorship

M. Ishikawa

Manager Cultural Services, Development

& PromotionK. Basi

* Members of the Management Committee

This organization chart shows reporting relationships only and does not necessarily reflect levels of responsibility

DEPUTY CITY MANAGER

* L. Chu

DIRECTORFINANCE

* D. Jorgenson

DIRECTORPLANNING &

BUILDING

* L. Pelletier

OIC RCMP

* D. Critchley

CHIEF LIBRARIAN

* E. Toner-Rogala

FIRE CHIEF

* D. McDonald

CITIZENS OF BURNABY

Deputy Chief Librarian &

Bob Prittie Metrotown Branch Manager

D. Thomas

Deputy DirectorIT Program Delivery

J. Kaim

Deputy DirectorIT Business Solutions &

SupportG. Aubuchon

Deputy DirectorIT Infrastructure

D. Broder

DEPUTY CITY MANAGER

* C. Turpin

Burnaby City Hall building

Organization & Structure 23

CITY COUNCIL

Standing (left to right): Councillor Nick Volkow, Councillor Paul McDonell, Mayor Derek Corrigan, Councillor Dan Johnston and Councillor James Wang; Seated (left to right): Councillor Pietro Calendino, Councillor Colleen Jordan, Councillor Anne Kang and Councillor Sav Dhaliwal

The Mayor and Council are elected by the residents of Burnaby and are responsible for providing municipal government services. The Mayor is the head and chief executive officer of the City. The Council is the governing body of the City, and is responsible for seeing that City resources are used for the benefit and protection of its citizens.

City Council receives advice and recommendations from its various appointed Boards, Committees, and Commissions and these advisory bodies are identified in the City’s Organizational Chart.

Executive bodies, also appointed by Council, make decisions within guidelines provided by Council and include:

Board of Variance: Legislated under the Local Government Act of British Columbia, is accountable for approving requests for minor variances to the Burnaby Zoning Bylaw regarding the site, size and dimensions of buildings, but not those involving land use or density. Appeals to the decisions of the Board must be directed through the Provincial Court.

Parks, Recreation & Culture Commission: Accountable for development, maintenance and operation of all parks, golf courses and recreation programs for the City of Burnaby.

Public Library Board: Accountable for the operations of Burnaby libraries.


GENERAL GOVERNMENT SERVICES

City Manager’s Office The City Manager is the Chief Administrative Officer for the City and makes recommendations to Council on a broad range of policy and administrative issues. The City Manager’s Office directs and provides leadership to the operations of the City and is responsible for implementing City policies.

City Clerk The City Clerk’s Division is the keeper and manager of the official City records. The division provides administrative support to Council and its various Boards, Committees and Commissions as well as assisting the general public with information relating to City Hall and City Council.

Legal Services The Legal Services Division is responsible for coordinating and drafting bylaws, contracts, and providing legal advice on City matters. The division also manages legal proceedings involving the City, and is responsible for City land acquisitions and sales.

Citizen Support Services The Citizen Support Services Division is responsible for recruiting and managing volunteers who volunteer in programs, such as the Better At Home program, that help improve the quality of life for seniors and persons with disabilities by keeping them socially connected and maintaining their independence to live at home.

Human Resources The Human Resources Department supports all levels of City staff to work towards positive outcomes in the interest of the City of Burnaby. This may include creating new strategic and innovative programs based on the needs or recommendations of City employees. The services offered are employee and labour relations, recruitment, compensation and benefits, training and organizational development, wellness, disability management, occupational health and safety and human resource information services.

Information Technology The Information Technology Department manages the City’s core technology infrastructure including servers and storage, communication devices and networks, data centre facilities, desktop workstations, and printers, Helpdesk services and technical support, and also ensures that this technology constantly evolves to meet changing business needs. In addition, the department provides business application support and services, manages website content and services, conducts quality assurance and testing, delivers user training and support and is responsible for IT security policies and compliance.


Library Services With four branches conveniently located throughout the City, Burnaby Public Library (BPL) provides access to a rich array of the world’s stories, ideas and information. BPL provides resources in a variety of formats as well as electronic access to a number of sources. Through public programming, collections, public computing and Wi-Fi network, and staff, BPL continues to support lifelong learning and literacy. BPL’s branches are important public spaces, meeting places and centres for discovery and dialogue.

Finance The Finance Department provides financial leadership to the City through financial management policies and practices that form a control framework for the City’s overall fiscal planning, investment and management of City assets. Financial accountability is achieved through budgeting, accounting, reporting, monitoring, controlling and auditing programs and systems managed by the department.

Annual Five-Year Financial Plans and Annual Reports that include the Year-End Financial Statements provide key financial information to taxpayers, residents, business leaders and other interested parties. This information helps to inform citizens of the financial performance of City programs and services authorized by Council.

The strength of the City’s financial position is reinforced by financial practices that have produced a debt free City with strong reserves. These reserves support the replacement of the City’s capital infrastructure and the

maintenance of stable, conservative property taxes that help ensure the continued financial sustainability of the City’s services and programs while encouraging continued economic development. Financial services support the business operations of all City departments in delivering City programs and financial guidance and advice is provided corporately to help ensure fiscal management.

The Finance Department also includes Emergency and Risk Management Programs. The Emergency Management Program is responsible for coordinating the City’s systems and processes for mitigating against, preparing for, responding to and recovering from emergencies and disasters through strategic emergency planning, training and exercises, and community outreach for a disaster resilient community.

Burnaby City Hall

26 Organization & Structure Burnaby’s Fire Department hard at work

SAFETY AND SECURITY SERVICES

Fire The Burnaby Fire Department is responsible for ensuring the protection of life and property and the safety and well-being of the citizens of Burnaby.

This includes comprehensive fire prevention, enforcement and education, fire suppression, hazardous materials and technical rescue services both on land and water, as well as providing a high level of first response emergency medical care.

The Burnaby Fire Department takes great pride in serving the citizens of Burnaby and is proud to carry on this tradition.

Police The Police Department is responsible for working with citizens, preventing crime and maintaining order in accordance with Federal and Provincial laws. The City also funds Integrated Regional Units for Homicide, Emergency Response, Forensic Identification, Dog Services, and Traffic Reconstructionists.


ENGINEERINGThe Engineering Department is responsible for the operation and delivery of City’s engineering services. These services include: construction and maintenance of the road, waterworks, sanitary sewer, and storm drainage systems, snow removal on streets, maintenance of City buildings including fire halls, libraries, community centres, and City Hall, provision of garbage and recycling collection programs, operation and maintenance of traffic signals and street lights, parking management, enforcement of the City’s environmental regulations, and administration of the City’s local area service programs.

Burnaby’s Recycling Eco-Centre


PARKS, RECREATION & CULTURAL SERVICES

The Parks, Recreation and Cultural Services Department is responsible for three major areas: the provision and maintenance of park space; the provision, maintenance and programming of recreation facilities; and the provision, maintenance and programming of fine arts and cultural facilities.

The department is also responsible for maintenance and programming of golf courses, as well as food service operations found in recreation, golf, and cultural facilities.

As the City evolves and needs change, the Parks, Recreation and Cultural Services Department remains dedicated to ensuring that Burnaby’s parks, facilities, programs and services continue to be a benchmark for the rest of the country. The goal is to create a community that provides its citizens with opportunities for an active and healthy lifestyle.

Barnet Marine Park Shoreline


PLANNING & BUILDING

The Planning and Building Department is responsible for the City’s planning and development process through three divisions.

The Long Range Planning Division is responsible for the development and administration of Burnaby’s Official Community Plan (OCP), which outlines the City’s planning goals and objectives. This division also provides professional and technical advice through the Director to Council and Committees on City lands, land use, housing, environmental, transportation, heritage, social and economic policies, and regional planning matters; and maintains the City’s mapping systems and data related to land use planning.

The Current Planning Division provides for professional and technical advice through processing and approval of development applications including subdivision, road closure, preliminary plan approval, siting approval and rezoning.

The Building Division ensures that all new development and building construction in the City is in compliance with the zoning bylaw, safety codes and municipal bylaws, in addition to coordination of major civic building projects.

Artist’s rendering of Metrotown towers

30 Strategic Directions

The following are Burnaby’s Strategic Directions:

1. A more complete community2. An environmentally aware community3. A community of economic opportunity4. A community with increased transportation choice5. An involved community6. A community within a livable region

The City of Burnaby’s vision as a livable, sustainable and thriving City provides a roadmap for the future and is aligned with Metro Vancouver’s Regional Growth Strategy, which Burnaby accepted by Council resolution in 2011. Burnaby is committed to meeting the goals of the Regional Growth Strategy and being a community within a livable region. The City’s Strategic Directions influence all decision-making and have been developed through consideration of Burnaby’s position as part of Metro Vancouver. The overarching Strategic Direction of being a community within a livable region provides the City with the first five directives outlined above.

For the 2015–2019 Financial Plan, departments have outlined their contributions and goals for each of the first five Strategic Directions, which are detailed in this section.

Strategic Directions

Aerial View of Burnaby

1


A MORE COMPLETE COMMUNITYCreating more complete communities means compact settlements that contain what they need within their own boundaries. Specifically, a more complete community strives for: a better balance between where people live and jobs within a community; a greater mix of housing types; adequate and well located community services and facilities; and improved transportation services to commercial, educational and other activity centres, including local transit and more opportunities to cycle or walk to activities, as well as the introduction of additional community service uses in established and developing residential centres.

2014 A YEAR IN REVIEW CENTRAL PARK FITNESS TRACK OFFICIAL OPENING

Located along the 2.5 kilometres Trail of Hope, are 12 fitness stations that focus on balance, cardio, flexibility and strength training. The stations take advantage of the beautiful park and its settings, making it an ideal and accessible place to workout all year round. Each station will include a Quick Response (QR) Code with an online link to instructional videos, so it is perfect for beginners or intermediates.

PROGRESSIVE POLICY PLANNING

In 2014, Council approved major policy initiatives in the Public Realm Design Standards for Town Centre Streets, the Community Benefit Bonus Policy Review and the Priority Amenity Program. Additionally, there were major policy advancements in the Environmental Sustainability Strategy and through the Community Benefit Bonus Policy, more community amenity and programming space was provided via the Brentwood Community Resource Centre.

ECO-CENTRE & STILL CREEK WORKS YARD

Along with the adjacent eco-centre that opened in September 2013, the new Still Creek Works Yard was completed in fall of 2014. The Yard will meet the disposal, recycling, parks and engineering operations needs of our City for years to come and will help us reach our regional goal of 70% waste diversion by 2015.

POLICING SUPPORT

The Burnaby RCMP provides policing support in the heart of the City’s four districts through the Community Policing Offices, bringing police service to your doorstep. Aggressive identification of prolific offenders continues to reduce property-related crime in our neighbourhoods.

Strategic Directions 33

2015 MOVING FORWARD

BURNABY OFFENDER MANAGEMENT TEAM

The Burnaby Offender Management Team is an initiative that has officers monitoring known offenders under court order. The team is an integral part of our community policing profile and they provide key support to our specialty units. Burnaby’s Community Response Team, the Prolific Offender Suppression Team and the Burnaby Offender Management Team will continue to work with the public to identify problem areas, crime hot spots and target repeat offenders to reduce crime and protect residents.

IMPROVED URBAN DESIGN

There were advancements of review, design and approval of various projects including Willingdon Linear Public Park, Lougheed Town Centre Core Area Review, Southgate Plan in Edmonds Town Centre and the Laurel Street Service Centre Redevelopment Plan.

FACILITY UPGRADES

There was continued upgrade planning and improvements to City facilities including the Bonsor Upper Floor, Kensington Golf Course, Edmonds Park, Cameron Park, CG Brown and various parks.

2016 MOVING FORWARD

ADVANCING & COMPLETING PLANNING PROJECTS

The City will complete the North Road median and Lougheed Highway beautification projects and pursue implementation of approved plans and strategies. Review of City Plans and other key policies will be advanced as well the approval and construction of development that provides community amenities.

BETA SANITARY PUMP STATION

The demands of growth and redevelopment within the Brentwood Town Centre will be addressed by the Beta Sanitary Pump Station. This station will be designed to integrate into the urban environment and will include features for public education.

CONTINUED FACILITY UPGRADES

The City will continue to make improvements to its facilities including tennis courts and the change rooms in Bonsor’s Aquatic Centre.

2


AN ENVIRONMENTALLY AWARE COMMUNITYThe City recognizes the inextricable links between the long-term health of our natural environment, the economy, and community livability. Ensuring a sustainable environment and encouraging an environmentally aware community requires proactive consideration of environmental concerns as an integral part of growth management and the development process, preserving and enhancing ecological systems and diversity, encouraging environmental stewardship and protection, and providing, maintaining and protecting a comprehensive mix of parks and open space opportunities.

2014 A YEAR IN REVIEW IT EQUIPMENT RECYCLING

The City is committed to recycling equipment that has reached the end of its useful life in an environmentally responsible manner. Obsolete equipment is returned to the supplier for sustainable disposal, including re-sale, donation and recycling in such a way that ensures no toxic e-waste is dumped in landfills or incinerators in Canada or elsewhere in the world. In 2014, 350 desktop PCs were re-conditioned and donated to schools through a program which increases school and not-for-profit access to learning technologies and enhances youth skill development and employment opportunities.

ELECTRONIC DOCUMENTATION

The City Green Team continues its support in the “One Ream Less” paper campaign and encouraging City departments to embrace new ways of working including the use of green meetings, electronic agendas and minutes, webinars and electronic document sharing. The Purchasing Department in particular has made a major move to leverage more technology and minimize in-person buyer intervention.

SHADE STRUCTURES

Four park sites were identified to build structures to provide shade over existing seating areas adjacent to playgrounds and wading pools at Maywood, Willingdon Heights, Taylor and Cameron Parks.

IMPROVED INFRASTRUCTURE AND SERVICES

The City relined over 900 metres of sewers and, supported through Provincial and Federal grants, built 1.5 kilometres of new dikes along the Fraser River foreshore to provide enhanced flood protection. Recreational infrastructure for cyclists and pedestrians were improved.

As part of its comprehensive integrated solid waste and recycling program, the City provided multi-sector based service to single and two family households, multi-family properties and commercial, institutional and civic facilities in Burnaby. In encouraging diversion and ensuring the continued service provision to our residents, separate glass containers were delivered to all single and two family residents.

Did you know?

Relining is part of trenchless

technologies and are used

to rehabilitate underground

infrastructure in order to

minimize environmental

impacts of construction.


2015 MOVING FORWARD

CITY GREEN TEAM INITIATIVES

The City Green Team will shift its focus from paper usage to data storage, launching a new campaign for staff to de-clutter, organize and minimize their e-storage. The Green Team will also focus on the Environmental Sustainability Strategy

“Conserve” theme, with particular emphasis on energy conservation in the workplace, and the behavioural aspects of conservation.

CREEK REMEDIATION

The City plans to remediate erosion sites in Gray Creek and Cedar Creek that impact watershed health and increase downstream maintenance requirements. The remediation will combine traditional engineering solutions with landscaping and bioengineering for a hybrid solution that will restore overall watershed health.

POLICY ADVANCEMENTS

The Environmental Sustainability Strategy final report will be brought forward for Council’s consideration and the City will continue to encourage environmental stewardship through consultation and the development of a broad range of initiatives and policies.

2016 MOVING FORWARD

INTEGRATED STORMWATER MANAGEMENT PLAN

The City plans to complete Integrated Stormwater Management Plans within the Stoney Creek watershed, which will outline how the resources within the watershed should be managed to balance land development, stormwater management with environmental protection, preservation and enhancement.

3


A COMMUNITY OF ECONOMIC OPPORTUNITYBurnaby is in an excellent position to capture significant shares of new higher quality, intensive commercial and industrial development and other uses that generate employment and other economic benefits within Metro Vancouver. The City continues to provide for economic development opportunities by: adapting to changing business needs, ensuring an adequate supply of industrial and commercial development opportunities, making effective and efficient use of available industrial lands, contributing to the overall growth of the tax base and more intensive use of available sites, defining new development opportunities along the Millenium SkyTrain route and Lougheed corridor; and continued pursuit of attractive community amenities and features conducive to encouraging a growing economic and employment base and resident labour force.

2014 A YEAR IN REVIEW CRIME PREVENTION

A safe and secure environment for our businesses and residential communities is enhanced by a number of community programs delivered by the Burnaby RCMP. Our City’s Crime Reduction Strategy includes programs such as Business Watch, Crime Free Multi-Housing education opportunities and Block Watch. Much of this work is delivered by the RCMP’s Crime Prevention Unit (CPU) through public outreach programs that educate the public on how to work with the police to increase overall safety in their neighbourhoods and business districts. The CPU hosts a Free Safe Communities Series several times a year which includes public education initiatives on everything from Apartment Safety to mail theft. On the operations side, the Burnaby RCMP’s Economic Crime Unit (ECU) contributes greatly toward a thriving economy by safeguarding businesses, financial institutions and potential investors from unscrupulous people. In 2014, the Burnaby RCMP’s ECU had a number of successful investigations that targeted people who were committing fraud.

MIXED USE DEVELOPMENT

In 2014 Council gave approval for the continued development of a number of mixed use projects within the Town Centres. These developments include a mix of commercial, office and residential development. Additionally Council approved industrial, office and high technology projects in the Big Bend and other areas of the City, generating economic benefits to the City and region.

IMPROVED INFRASTRUCTURE

To support existing and new commercial, industrial and residential development, the City replaced over 13 kilometres of watermains and rehabilitated more than 40 lane kilometres of road. One highlight project included the rehabilitation of Kingsway, from Edmonds to Dufferin and Royal Oak to Nelson. Combined sewers were also separated into storm and sanitary sewers, which reduces the likelihood of overflows and reduces the regional sewer treatment costs.

WIRELESS IN THE CITY

The City extended its free Wi-Fi access to a further 17 locations, including extended coverage to parking lots and other external locations. A total of 41 additional internal and 16 additional external access points were added to the City’s Wi-Fi network.


2015 MOVING FORWARD DEVELOPMENT AND BEAUTIFICATION

New development projects within Burnaby’s Town Centres, Urban Villages, Business Centres, Industrial Areas and neighbourhoods will be advanced to support economic opportunities. Additionally, as part of a beautification strategy to enhance the experience for visitors, residents and the business community, the North Road median and Lougheed Highway beautification projects and the City’s adopted Public Realm Design Standards for Town Centre Streets will continue.

HIGH PERFORMING FIBRE OPTIC NETWORK

Information Technology staff are working to accelerate the development of a high performance fibre network to inter-connect City locations and deliver services and information quickly and cost effectively. This network also provides the network backbone that enables the delivery of free Wi-Fi services to citizens.

BRIDGE IMPROVEMENTS

The City is committed to maintaining its bridges and runs two programs. The Bridge Rehabilitation program addresses the ongoing needs to keep our bridges in optimal condition and maximizing service life. In 2015, the City plans to complete minor rehabilitation on over 12 bridges. The Pedestrian Bridge Cleaning and Improvements project will help preserve the bridges, delay future deterioration, and maintain or improve the functional condition and pedestrian safety of the bridges.

2016 MOVING FORWARD

REHABILITATION OF SANITARY PUMP STATIONS

Sanitary pump stations will be rehabilitated and expanded to include more reliable equipment and to meet the demands of growth and redevelopment. The pump stations will be designed to integrate into the urban environment and will include features for public education.

CONTINUED DEVELOPMENT AND BEAUTIFICIATION

The City will continue to take measures to advance new development projects and beautify Burnaby’s key areas.

4


A COMMUNITY WITH INCREASED TRANSPORTATION CHOICEThe pursuit of a reduced dependency on the automobile must include increased choice for other modes, including transit, high occupancy vehicles, cycling and walking. By promoting a more accessible and convenient transit system that seeks close integration with land use, coupled with an improved road system to move more people in fewer cars, and alternative modes of travel, the general public is afforded greater transportation choice for its mobility needs.

2014 A YEAR IN REVIEW COMPLETION OF A MULTI-MODAL TRANSPORTATION CORRIDOR

A new corridor was completed through Burnaby where vehicles, pedestrians, and cyclists can now travel along Still Creek Drive from Douglas to Boundary Road. Improvements included a separated sidewalk on the south side and an urban trail on the north side to complete the Central Valley Greenway. The addition of a traffic signal at the intersection of Still Creek and the new Works Yard/Recycling Depot created a safer intersection for visitors and City crews.

IMPLEMENTATION OF TRANSPORTATION PROJECTS AND PLANS

The City advanced the implementation process of approved transportation projects and also initiated the Sustainability in Motion project, which is a review of the Burnaby Transportation Plan which sets the long and short term directions for transportation in the City.

IMPLEMENTATION OF SERVICES AND INFRASTRUCTURE

The start of the process of extending the services of bus route 116 on North Fraser Way will serve an employment base of over 2,500 employees in the Big Bend business district. As well, the City advanced the implementation of bike routes, urban trails and improvements to sidewalks and road frontages.

KINGSWAY AND IMPERIAL INTERSECTION IMPROVEMENTS

Construction was completed in 2014 for the improvements at the Kingsway and Imperial Intersection. With the addition of left turn bays on Kingsway, vehicles heading west or east on Imperial can now make their turn on Kingsway eliminating the need to make their way through surrounding streets. Where space was available, sidewalk improvements were made with the addition of separated sidewalks making it safer for pedestrians to walk along Kingsway. The Kingsway and Imperial intersection was also improved with the addition of a pedestrian crossing allowing pedestrian to cross at all legs of the intersection.


2015 MOVING FORWARD

INFRASTRUCTURE DEVELOPMENT AND IMPROVEMENTS

There will be a variety of initiatives to improve transportation including Rumble Street from MacPherson to Gilley being constructed to a full Collector Standard complete with streetlighting. The south side of Rumble will see the addition of separated sidewalks with curb and gutter. The north side of Rumble will be completed with curb and gutter, and the existing sidewalk replaced with a separated Burnaby standard Urban Trail that will link with the BC Parkway near Gilley.

Additionally, new sidewalks are planned to be added on the north side of Lougheed Highway, from Delta to Holdom and around Sperling and Kensington, increasing safety and comfort for pedestrians walking near Millenium Line skytrain stations.

BURNABY MOUNTAIN TRAILS

The development of the Burnaby Mountain trails will continue including enhancements to a variety of existing trails and interpretative signage at key trailheads at various locations.

2016 MOVING FORWARD

ACTIVE AND ALTERNATIVE TRANSPORTATION MODES

The City will advance alternative mode projects aimed at improving use of sustainable modes of travel including walking and cycling, through the Public Realm Design Standards for Town Centre Streets.

IMPROVED PEDESTRIAN ROUTES

Major pedestrian routes that lack adequate sidewalks or lighting are identified every year, and areas needing improvement will be completed using funding provided through the City and ICBC.

5


AN INVOLVED COMMUNITYAn involved community leads to better comprehension of local issues and values. The City recognizes the importance of this involvement and seeks citizen participation in preparing plans affecting change in their local neighbourhoods, and advisory roles within Council Committees.

2014 A YEAR IN REVIEW LIBRARY STREET TEAM

In 2014, Burnaby Public Library Board completed work on a new library services strategy which will guide the library to 2017. The board placed significant emphasis on public consultation as a means of engaging the public in a conversation about the library’s future.

As part of this public consultation process, Burnaby Public Library opted to reach out to library users and non-users in a unique way. In addition to an online survey which was promoted heavily in house, via the library’s website and through a social media campaign, the library also chose to reach out to the community using the street teams approach. The idea of a street team is that a small group of people gather big-picture insights via brief, focused “on-the-street” interviews in a variety of venues.

Over the course of a month, street team members visited recreation centres, shopping malls, area bus stops, SkyTrain stations, and sports fields throughout Burnaby – a total of 24 venues. They approached 2,637 people. Of those, 1,083 had used the library in the past year and they were asked to complete the online survey. Of the remaining 1,554, 560 took the time for a more in-depth interview. This far exceeded the target of interviewing 250 people.

BURNABY BLUES AND ROOTS FESTIVAL

The 15th Annual Burnaby Blues and Roots Festival drew a number of fans to Deer Lake for this ourdoor music event and showcased a variety of veteran and emerging artists from around the world. Some of 2014’s big names included Big Sugar, Matt Andersen & the MelloTones, Imelda May and more.

LOCAL GOVERNMENT ELECTION

The year 2014 was an election year and voter turnout increased during this Local Government Election through enhanced systems, expanded voter engagement and community outreach initiatives which resulted in a more efficient and sustainable election.

CITIZEN INVOLVEMENT

The City consulted and engaged citizens to give their input for a variety of initiatives including the Sustainability in Motion Transportation Plan update, plans concerning the Lougheed Town Centre and Riverside area. Citizens were welcomed to open houses and public hearings.

CITIZEN SUPPORT SERVICES

350 volunteers helped seniors over 65, living independently in Burnaby, to lead a more connected and healthy life. The Burnaby Better At Home program offers non-medical assistance to seniors and served 428 seniors in 2014. Our volunteers also assisted Fraser Health staff at all of the various clinics.


2015 MOVING FORWARD

VOLUNTEER OPPORTUNITIES

Citizens will have countless opportunities to volunteer and contribute to tournaments, special events, festivals and programs within the City of Burnaby’s Recreation and Cultural Services.

RESPONSIVE WEB

The City will continue to extend the accessibility and use of the Burnaby.ca website by re-designing key web pages and making the website more easily viewable on mobile devices, since a significant percentage of traffic to the City’s website is now via a mobile device rather than on a computer.

LIBRARY SERVICES STRATEGY

The Library will complete work on an action plan designed to deliver on the strategic directions to excite and engage the community’s curiosity and imagination, encourage readers and learners and to embrace change and infusing the library with new energy.

COMMUNITY POLICE OPEN HOUSE

This year, the Burnaby RCMP is pleased to host its third annual Community Police Open House. Hundreds of residents attended the event this year at the detachment headquarters at Deer Lake including a very special guest, singer Michael Bublé. The crowds were not only delighted to get close-up to the Emergency Response Teams, police dogs and police motorcycles, but many were also fortunate to have their photo taken with the famous Burnaby resident and international singing star Michael Bublé.

2016 MOVING FORWARD

ELECTRONIC DOCUMENT AND RECORDS MANAGEMENT SYSTEM

It is anticipated that the Electronic Document and Records Management System (EDRMS) project will resume in 2016. The EDRMS will provide the City of Burnaby with a system to manage, access and share our hard and electronic records.

LIBRARY COMMUNITY ACTION PANELS

In 2016, the Library will introduce a key element of the library services strategy with the creation of Community Action Panels. These panels will play a critical role in providing a community-based perspective as the board evaluates the success of the library services strategy and action plan.

OPEN DATA GIS

The City plans to provide residents and businesses additional access to City of Burnaby GIS data, supporting education, creativity, and value in the community.

42 Financial Plan Overview

OVERVIEWThe City’s planning process for preparation of the Financial Plan begins each year with the determination of non-discretionary expenditures and revenue adjustments, and the submission of departmental estimates of anticipated changes in programs and services for the next five years.

This process results in a Financial Plan which is received by Council at an open meeting in December, or in an election year, in the first month of the new year. This interim discussion document is used by Council and offered to the public for comment. Once input is received and considered, City departments provide revised revenue and expenditure forecasts and complete the five-year Financial Plan.

The 2015 estimates are based on available information at the time this Financial Plan was prepared. The projections for 2016 to 2019 indicate future expenditure and revenue requirements for the City and are provided at a summary level. As future years’ estimates are based on current assumptions, these estimates may be increasingly less accurate, but are an indication of priorities and will be updated annually.

In compliance with Section 165 of the Community Charter, the City’s five-year Financial Plan must be balanced. The total of proposed expenditures and transfers to other funds for each year must not exceed the total of proposed revenue and transfers from other funds for the year. The budget of a private-sector business is essentially a managerial tool. However, the budget of a City has the force of law and is a key component of compliance in the public sector. Budget comparisons are required to be presented in conjunction with the City’s financial statements, and authority to spend is provided exclusively through the budget adopted by Council. The budget aligns spending with Council and community priorities to provide valued services and programs.

Financial Plan Overview

Burnaby View of Lougheed Station and Area

The focus of City fiscal management is effective delivery of services and stewardship of City assets. The City’s budget identifies the source and use of operating funds and capital funds in their respective programs. Five-year estimates are presented and take into consideration program and service delivery enhancements to meet increased demands for City services. The Library Board and the Parks, Recreation and Culture Commission have approved their respective budgets as they appear in this document.

The 2015–2019 Financial Plan includes projected expenditures, revenues and capital investment. The City’s Operating Plan and Capital Plan constitute the Financial Plan. The Operating Plan presents the annual cost of providing services and programs to Burnaby citizens. It includes contributions to the capital fund that recognize the use of assets in the provision of City services and the requirement to set aside funds for their replacement. The Capital Plan presents the City’s costs of purchasing, constructing, improving, and replacing City infrastructure including buildings, roads, sewer and water lines, equipment, and vehicles.


1A MORE COMPLETE COMMUNITY

The City strives to strike a balance between its residents’ needs by providing support for affordable housing and a range of housing types, providing community services and facilities, providing transportation services to commercial, educational and other activity centres as well as by supporting increased opportunities to work closer to home. All characteristics of what makes a great and complete community.

2AN ENVIRONMENTALLY AWARE COMMUNITY

Recognizing the links between the long-term health of our natural environment, the economy, and community livability, the City incorporates environmental considerations in land use plans, transportation plans, and development proposals. The City preserves and enhances ecological systems and provides, maintains and protects parks and green space.

3A COMMUNITY OF ECONOMIC OPPORTUNITY

To help the economy to continue to grow and diversify, the City is adapting to changing business needs, ensuring industrial and commercial development opportunities to attract high quality, employment-intensive industries, and encouraging the continued operation and enhancement of existing businesses.

ORGANIZATIONAL OBJECTIVESBurnaby Council establishes priorities, allocates resources, and delivers programs that meet the needs and aspirations of the citizens of Burnaby and Burnaby’s role in an integrated region. The 2015–2019 Financial Plan identifies the financial resources required to provide the leadership, support, and delivery of programs and services to achieve the goals and priorities identified in the Official Community Plan (OCP) and further expanded upon in the City’s sustainability documents.

The OCP is a comprehensive document that provides direction for the management of growth in the City. The OCP contains six major goals for the City, it provides direction and serves as a policy framework which defines the land use and growth management approach to be followed.

Financial Plan Overview 45

4A COMMUNITY WITH INCREASED TRANSPORTATION CHOICE

Burnaby and its regional partners are reducing the dependency on the automobile and increasing the use of transit and high occupancy vehicles. The City ensures land use and development support increased transit use and promote cycling and walking.

5AN INVOLVED COMMUNITY

An involved community leads to a better understanding of local issues and shared values. The City builds participation through active community consultation, an extensive committee system, and its use of citizen based advisory committees.

6A COMMUNITY WITHIN A LIVABLE REGION

The City plays an active role in regional governance to facilitate orderly growth and the increased integration of the Metro Vancouver Region consistent with shared goals. Through cooperative and coordinated growth management, the Region as a whole will continue to prosper.

As a complement to the OCP, the City of Burnaby has also produced social and economic sustainability strategies and will complete the environmental sustainability strategy in 2015. Together, the three sustainability strategies, developed through extensive public consultation, reflect the values and aspirations of the citizens of Burnaby and set goals and objectives for the City of Burnaby, establish priorities, and identify strategies to address challenges. The objectives as set out in the OCP and sustainability documents guide the generation of the Financial Plan. These documents are available on the City website at www.burnaby.ca.

2015($)

2016($)

2017($)

2018($)

2019($)

EXPENDITURES

City Council 2,882,600 2,600,800 2,619,400 2,638,400 2,657,700 City Manager 134,117,100 133,685,600 136,915,300 139,615,100 142,308,300

Administrative Services 7,903,600 7,802,400 8,125,500 8,451,100 8,779,200 Fire 36,394,300 37,217,000 38,147,000 39,100,000 40,091,600 Police 55,688,900 56,422,300 57,113,400 57,823,500 58,553,400 Library 12,985,300 12,638,900 12,872,800 13,073,900 13,330,100 Information Technology 21,145,000 19,605,000 20,656,600 21,166,600 21,554,100

Engineering 166,957,100 169,128,700 174,345,500 178,011,600 181,997,700Engineering 78,440,800 79,111,700 81,463,100 82,441,300 83,193,500 Utilities 88,516,300 90,017,000 92,882,400 95,570,200 98,804,200

Finance 20,976,100 20,608,900 20,869,900 21,135,100 21,405,500 Planning & Building 13,347,200 13,761,500 14,175,700 14,504,700 14,758,700 Parks, Recreation & Cultural Services 77,616,600 78,487,100 80,027,500 81,414,500 82,864,300 Fiscal Items 12,048,800 15,415,100 19,228,500 23,142,200 27,156,100

TOTAL EXPENDITURES 427,945,500 433,687,700 448,181,800 460,461,600 473,148,300

REVENUECity Council (312,500) (12,500) (12,500) (12,500) (12,500) City Manager (9,052,400) (5,580,500) (5,571,300) (5,612,000) (5,562,000)

Administrative Services (857,100) (410,200) (410,200) (410,200) (410,200) Fire (242,600) (157,600) (157,600) (157,600) (157,600) Police (3,891,000) (3,972,500) (4,013,300) (4,054,000) (4,054,000) Library (1,579,700) (1,040,200) (990,200) (990,200) (940,200) Information Technology (2,482,100) - - - -

Engineering (107,796,400) (107,490,100) (110,835,500) (113,773,300) (117,007,300)Engineering (19,280,000) (17,473,100) (17,953,100) (18,203,100) (18,203,100) Utilities (88,516,400) (90,017,000) (92,882,400) (95,570,200) (98,804,200)

Finance (13,756,500) (13,050,600) (13,054,600) (13,058,600) (13,062,600) Planning & Building (8,746,000) (9,011,000) (9,311,000) (9,611,000) (9,761,000) Parks, Recreation & Cultural Services (28,892,800) (28,265,400) (28,305,400) (28,345,400) (28,385,400) Fiscal Items (27,475,500) (27,128,400) (27,128,500) (27,128,600) (27,128,500)

TOTAL DEPARTMENTAL & FISCAL REVENUE (196,032,000) (190,538,500) (194,218,800) (197,541,400) (200,919,300)

Tax Levies For City Services (231,913,500) (243,149,200) (253,963,000) (262,920,200) (272,229,000)

TOTAL REVENUE (427,945,500) (433,687,700) (448,181,800) (460,461,600) (473,148,300)


FIVE YEAR OPERATING PLAN SUMMARY

The five-year Operating Plan provides the City with the expenditure authority and funding required to maintain a high level of service to its citizens while factoring in non-discretionary inflationary increases to costs. Funding for the operating budget comes from numerous sources including program and service revenues such as patron charges for the use of swimming pools, golf courses and recreation centres, revenue from property taxes, levies for water and sewer, and building permit and development fees. Details of the Operating Plan can be found on page 68.

Tab "ERS Report"

FIVE YEAR OPERATING TAX DRAW PROVISION FROM GENERAL REVENUE TO DEPARTMENTS

2015($)

2016($)

2017($)

2018($)

2019($)

City Council 2,570,100 2,588,300 2,606,900 2,625,900 2,645,200 City Manager 125,064,600 128,105,100 131,344,000 134,003,100 136,746,300

Administrative Services 7,046,500 7,392,200 7,715,300 8,040,900 8,369,000 Fire Department 36,151,700 37,059,400 37,989,400 38,942,400 39,934,000 Police 51,797,900 52,449,800 53,100,100 53,769,500 54,499,400 Library 11,405,600 11,598,700 11,882,600 12,083,700 12,389,900 Information Technology 18,662,900 19,605,000 20,656,600 21,166,600 21,554,100

Engineering 59,160,800 61,638,600 63,510,000 64,238,200 64,990,400 Finance 7,219,600 7,558,300 7,815,300 8,076,500 8,342,900 Planning and Building 4,601,200 4,750,500 4,864,700 4,893,700 4,997,700 Parks, Recreation and Cultural Services 48,723,800 50,221,700 51,722,100 53,069,100 54,478,900 Fiscal Items (15,426,600) (11,713,300) (7,900,000) (3,986,300) 27,600

TAX LEVIES FOR CITY SERVICES 231,913,500 243,149,200 253,963,000 262,920,200 272,229,000

Utilities 2015($)

2016($)

2017($)

2018($)

2019($)

Flat Water Use Fees 35,509,017 36,945,868 38,423,755 39,960,695 41,559,163 Sewer Parcel 18,190,734 18,765,596 19,347,330 19,947,092 20,565,446 Flat Sewer Use Fees 15,264,790 15,747,192 16,235,357 16,738,647 17,257,542 UTILITY FEES 68,964,541 71,458,656 74,006,442 76,646,434 79,382,151


FIVE YEAR TAX LEVIES PROVISION FOR CITY SERVICES

The following table provides a five-year summary of the projected tax levy revenue required to fund City Services.

FIVE YEAR UTILITIES FEES

The Waterworks and Sanitary Sewer Utilities are financially self-sustaining and as such do not impact the tax draw. Rates are based on a user pay principle and are structured to fund the entire cost for delivery and management of each utility. Rates are reviewed annually and revised to account for changes in the supply and operational costs associated with delivery of each services.

2015 - 2019 FIVE YEAR TAX LEVY ESTIMATES

GENERAL REVENUE FUND 2015

($) 2016

($) 2017

($) 2018

($) 2019

($)

Prior Year Expenditures 414,703,500 427,945,500 433,687,700 448,181,800 460,461,600Additional Costs

Transfer to Reserves & Capital Funds (4,483,900) - - - -Depreciation Expense 3,100,000 3,200,000 3,300,000 3,400,000 3,500,000Personnel Costs 4,316,800 3,988,300 4,062,500 4,138,300 4,215,800RCMP Contract & Integrated Teams 500,000 515,000 530,400 546,400 562,800Programs, Services & Utilities 9,809,100 (1,961,100) 6,601,200 4,195,100 4,408,100Total Additional Costs 13,242,000 5,742,200 14,494,100 12,279,800 12,686,700


Prior Year Revenue (192,522,200) (196,032,000) (190,538,500) (194,218,800) (197,541,400)Additional Revenue

Stabilization & Other Funds 808,000 7,390,600 - - -Programs, Services & Utilities (4,317,800) (1,897,100) (3,680,300) (3,322,600) (3,377,900)Total Additional Revenue (3,509,800) 5,493,500 (3,680,300) (3,322,600) (3,377,900)

TOTAL OTHER REVENUE (196,032,000) (190,538,500) (194,218,800) (197,541,400) (200,919,300)

Prior Year Tax Levy (222,181,300) (231,913,500) (243,149,200) (253,963,000) (262,920,200)New Levy

Taxes From New Growth (3,100,000) (3,200,000) (3,300,000) (3,400,000) (3,500,000)Taxes Rate Increase (6,632,200) (8,035,700) (7,513,800) (5,557,200) (5,808,800)Total New Tax Levy (9,732,200) (11,235,700) (10,813,800) (8,957,200) (9,308,800)

TOTAL TAX LEVY (231,913,500) (243,149,200) (253,963,000) (262,920,200) (272,229,000)

TOTAL REVENUE (427,945,500) (433,687,700) (448,181,800) (460,461,600) (473,148,300)


FIVE YEAR CHANGE SUMMARY OF GENERAL REVENUE FUNDS

The five-year Financial Plan reflects projected increases in expenditures and increased revenue projections in the General Revenue Fund. The following table provides a five-year summary of the major cost and revenue changes and their impact on the tax levy.

2015 ($)

2016 ($)

2017 ($)

2018 ($)

2019 ($)

EXPENDITURESCity Manager 20,431,400 26,489,200 28,474,900 25,968,500 18,591,300

Administration Services 173,500 - 1,800,000 - - Fire 1,473,200 2,500,000 3,175,000 5,550,000 8,030,000 Police 2,224,900 - - 200,000 - Library 2,108,700 1,838,400 1,717,400 1,698,300 1,698,300 Information Technology 13,951,100 21,650,800 21,282,500 18,020,200 8,363,000 Contingency 500,000 500,000 500,000 500,000 500,000

Engineering 69,242,400 80,032,500 82,852,500 82,164,500 70,407,000 Finance 924,600 620,000 2,060,000 2,050,000 - Planning & Building 11,966,000 43,689,100 41,375,000 42,875,000 43,125,000 Parks, Recreation & Cultural Services 28,870,600 31,208,000 51,079,000 72,639,000 27,916,000 TOTAL CAPITAL EXPENDITURES 131,435,000 182,038,800 205,841,400 225,697,000 160,039,300

FUNDING SOURCESCapital Reserves 87,331,700 94,678,700 112,497,400 135,866,000 81,863,800 Vehicle & Equipment Replacement Reserves 5,587,200 9,492,500 8,399,000 6,536,000 5,200,500 Utilities Reserve 23,023,700 24,450,000 24,050,000 24,200,000 25,800,000 Gaming 4,861,450 14,580,300 23,800,000 22,000,000 10,080,000 Community Benefit Bonus 580,000 30,000,000 30,000,000 30,000,000 30,000,000 Parkland Acquisition Levy 6,000,000 3,000,000 3,000,000 3,000,000 3,000,000 Other 4,050,950 5,837,300 4,095,000 4,095,000 4,095,000

TOTAL CAPITAL FUNDING SOURCES 131,435,000 182,038,800 205,841,400 225,697,000 160,039,300


FIVE YEAR CAPITAL PLAN SUMMARY

The five-year Capital Plan provides for the City’s planned capital works. Capital expenditures are defined as expenditures that are of significant value and the resulting assets have a useful economic life of more than one year. Capital projects add value to the City’s physical assets or significantly increase their useful life. The operating impact of these works has been incorporated where appropriate into the five-year Operating Plan.


CAPITAL & OPERATING RESERVES

The level of reserves is an indicator of the long term sustainability and financial strength of the City. The reserves afford Council the ongoing ability to maintain taxation stability and to provide capital funding for City projects without incurring debt on the external markets.

The majority of reserves used for capital program financing are statutory in nature. Their purpose and the authority for collecting and spending money is established by a City bylaw governed by the statutes or laws contained within the Community Charter of the Province of British Columbia.

A smaller proportion of the reserves, such as Stabilization, Insurance, and Snow Removal, are dedicated to operating needs. These operating reserves were created from appropriations of operating surpluses and are used to fund current or one-time operating expenditures, reducing the property tax burden.

The 2015–2019 Financial Plan includes funding from City reserves to offset operating and capital budget expenditures in accordance with City business practices. The City adopts the Public Sector Accounting Board (PSAB) standards for the presentation of financial statements and tangible capital assets.

The growth in the reserves arises mainly from General Revenue Fund contributions, investment income, and land sales. Reserve funds are primarily used for equipment replacement, capital construction, working capital, park land acquisitions and the purchase of land for assembly and development. Land purchased for assembly and development will be sold in the future to facilitate the implementation of Burnaby’s long range community plan.

Financial reports serve as an opportunity to communicate with citizens, business leaders, and other interested parties regarding the City’s financial performance, priorities and direction for the future.

2014Actual

$

2015Budget

$

2016Budget

$

2017Budget

$

2018Budget

$

2019Budget

$

2019

Opening Reserves Balance

Capital Reserves (including depreciation) 371,235 415,699 414,284 410,144 392,105 354,895 Other Capital Reserves & Funds 207,288 228,823 241,382 238,349 226,594 216,817 Development Cost Charges 61,787 72,038 71,842 74,640 77,546 80,565 Community Benefit Bonus 87,124 141,284 181,205 208,260 236,369 265,572 Operating Reserves & Surplus 35,462 40,878 32,642 32,296 31,950 31,604

TOTAL OPENING RESERVES BALANCE 762,896 898,722 941,355 963,689 964,564 949,453

Increases to Reserves & Funds

Investment Income 32,015 33,400 35,382 36,264 36,311 35,736 General Revenue Fund Contributions 59,889 62,989 66,189 69,489 72,889 76,389 Utility Funds Contributions 26,819 27,622 26,591 25,714 24,637 24,211 Development Cost Charges 8,156 3,000 3,000 3,000 3,000 3,000 Community Benefit Bonus 52,784 35,000 50,000 50,000 50,000 50,000 Private Funds, Grants and Other 15,518 13,551 15,337 13,595 13,595 13,595 Sale of Land & Other Assets 7,074 6,743 8,220 9,000 10,500 10,500 Others 8,184 1,000 1,000 1,000 1,000 1,000

TOTAL INCREASES TO RESERVES & FUNDS 210,439 183,305 205,719 208,062 211,932 214,431

Decreases to Reserves & Funds

Capital Expenditures from Capital Reserves (38,840) (87,332) (94,679) (112,497) (135,866) (81,864)Capital Exp. from Other Capital Reserves & Funds (29,924) (37,523) (54,360) (60,344) (56,831) (45,176)Capital Expenditures from Development Cost Charges (624) (6,000) (3,000) (3,000) (3,000) (3,000)Capital Expenditures from Community Benefit Bonus (2,458) (580) (30,000) (30,000) (30,000) (30,000)Transfer to Operating (2,313) (771) (771) (771) (771) (771)Operating Reserves & Surplus Expenditures (454) (8,466) (575) (575) (575) (828)

TOTAL DECREASES TO RESERVES & FUNDS (74,613) (140,672) (183,385) (207,187) (227,043) (161,639)

Net Increase (Decrease) in Reserves & Funds 135,826 42,633 22,334 875 (15,111) 52,792

ENDING RESERVES BALANCE 898,722 941,355 963,689 964,564 949,453 1,002,245

Developers' Contribution to DCC Reclassified as Deferred Revenue (64,964) (64,769) (67,566) (70,472) (73,491) (76,628)

Net Financial Assets 833,758 876,586 896,123 894,092 875,962 925,617


RESERVES (IN THOUSANDS)

52 Tax Levies & Assessments

City taxes are based on the assessed value of properties and the properties type or use (class). The City collects taxes to provide City services and programs. The City also collects and transfers taxes on behalf of local and regional taxing authorities.

Tax Levies & Assessments

Edmonds Community Centre


PROPERTY TAXProperty tax is a levy on property that the owner is required to pay. City property taxes are based on tax or mill rate applied to BC

Assessments’ value of land and any improvements on it including residences, manufactured homes, and commercial or industrial buildings.

In British Columbia, the BC Assessment Authority (BCA), a Crown corporation, is legislated to establish and maintain an independent and efficient

real property assessment system throughout BC. BCA is responsible for establishing, through annual appraisals, the monetary value of each

property and property tax is assessed based on this value.

BCA assessed the values for properties for 2015 to reflect their physical condition and permitted use as of October 31, 2014 using a valuation

date of July 1, 2014. In determining assessed value, an appraiser considers a wide variety of factors such as size, age, shape, quality, condition

and location of properties. Services in the area (location, views, neighbourhood) and supply and demand may also influence property value.

Changes such as new construction or inventory, permitted use (e.g., zoning), property class, occupation, eligibility for an exemption or in the

taxing jurisdiction boundary will be reflected on the assessment roll.

BCA places property in one or more of nine classes, typically based on the property’s type or use. Municipal zoning does not determine property

class. The City only has assessments for 8 classes, described on the next page.

TAXES COLLECTED FOR OTHER TAX AUTHORITIES In addition to municipal taxes, the City is also required to collect

property taxes on behalf of other government taxing authorities.

These include: the Province of British Columbia (School Taxes), the

Greater Vancouver Regional District, British Colubmia Assessment

Authority, Municipal Finance Authority and the Greater Vancouver

Transit Authority.

These rate setting authorities provide the City with their tax rates to

be applied to BCA values and then included in the City’s property

tax bill. Monies collected on behalf of other government taxing

authorities are remitted by the City to the respective authority.

TAXES COLLECTED FOR CITY SERVICES The City levies and collects property taxes for the provision of

services to residents. Services provided include police and fire

protection, solid waste collection, management of roads, water,

sanitary and storm sewers, parks, recreation and the provision of

leisure and cultural services, regulating and provisioning business

licensing, building permits, subdivisions and inspections, land use

and development planning.

Property tax increases are allocated between property classes,

using the same percentage of increase for all classes; except where

the rates are under the control of Provincial legislation or directly

related to other property classes.

Tax Levies & Assessments 55

RATE STRUCTURE OBJECTIVESProperty taxes are not a “fee for service” or user fee; they are an allocation of the cost of government services based on the assessed value of land and improvements and therefore, will not be set in relation to estimates of services consumed.

The market value change in individual tax classes to which the rate is applied is independent of the market value impact on other classes and therefore constantly changes, over time, at differing rates. The lack of homogeneity between classes renders ratios and burdens unacceptable for property tax rate setting policy purposes. Individual property class rates are not equivalent or comparable between classes.

The property tax rate or mill rate is expressed as the amount of tax per thousand dollars of assessed property value. To calculate the property tax, the City multiplies the assessed value of the property by the mill rate assigned by a property’s class and then divides it by 1,000. Administration and collection of property taxes is governed by Provincial Legislation, including the Community Charter and will be set with consideration to the following assessment class objectives:

GENERAL To fairly allocate the municipal tax levy, by property class, based on the assessed value of land and its associated improvements.

RESIDENTIAL To maintain a stable and predictable level of tax for the residential property class in order to support objectives for sustaining Burnaby’s residential neighbourhoods and community services, affordable home ownership, affordable rental housing, and security of tenure.

UTILITIES To recover the share of the tax draw for public and private utility properties in Burnaby as defined and established by Provincial legislation.

MAJOR INDUSTRY To maintain a stable and predictable level of tax for major industrial properties in Burnaby. This supports objectives for sustaining existing local employment-based industries with defined services and amenities for the long-term benefit of the community, broader economic activity and for its employees and customers.

LIGHT INDUSTRY To maintain a stable and predictable level of tax for light industrial properties in Burnaby, at a level equivalent to the Business tax class, in order to attract and sustain local employment based industries with services and amenities for the long-term benefit of the community, local economic activity and for its employees and customers.

BUSINESS To maintain a stable and predictable level of tax for commercial business properties in Burnaby in order to attract and sustain local employment based businesses and in order to foster vibrant commercial precincts to serve the City that are supported by a broad level of community services and amenities, for the long-term benefit of the community, local economic activity and for its employees and customers.

RECREATION To maintain a stable and predictable level of tax for privately-owned recreational and non-profit organization (including places of worship) properties in Burnaby in order to support delivery of recreational services and amenities of benefit to citizens, business and visitors that are supported by a broad level of community services and amenities.

FARM To maintain a stable and predictable level of tax for agricultural properties in Burnaby in order to support, establish and sustain a viable local farming sector for food and agricultural production businesses in addition to protecting the defined Agricultural Land Reserve and the adopted regional ‘green zone,’ which are supported by a broad level of community services and amenities.


PERMISSIVE EXEMPTIONS

Council is empowered to exempt land and buildings from taxation for services or organizations which are the most complementary extensions of government services, provided that the burden resulting from the exemption is justifiable to taxpayers of Burnaby.

GUIDELINES Council, in 1986, adopted a set of guidelines as the basis for assessing applications for permissive exemption from taxation. The guidelines ensure that organizations recommended for permissive exemption under Section 224 of the Community Charter are:

• Consistent with municipal policies, plans, bylaws, codes and regulations

• Non-profit• Complementary extensions to municipal services and

programs• Accessible to the public• Used primarily by Burnaby residents

Council adopted these guidelines to ensure that the broad range of community organizations in Burnaby are dealt with consistently and receive equal treatment and consideration for tax exemption. The spirit in using the guidelines is one of identifying the services and organization which are the most complementary extensions of municipal services and for which the burden resulting from the exemption is a justifiable expense to the taxpayers of Burnaby.

In 1987, Council resolved that residential facilities including seniors’ housing, community care facilities, licenced group homes, private hospitals and assisted family housing would not be considered for permissive exemption from taxation.

PART 1

Civic Address Organization GeneralTax

School & Others Total Tax General

Tax School &

Others Total Tax

7355 Canada Way Edmonds N. Wing Resource Centre:St. Matthews Day Care Society 2,748 2,441 5,189 2,803 2,490 5,293

Deaf Children's Society of BC 4,836 4,064 8,900 4,933 4,145 9,078

Burnaby School Board-Adult Learning Centre

3,167 2,661 5,828 3,230 2,715 5,945

Canadian Mental Health Association 3,177 2,670 5,847 3,241 2,723 5,964

Burnaby Family Life 1,592 1,415 3,007 1,624 1,443 3,067

Canadian Red Cross Fraser Region Bby Branch

3,167 2,661 5,828 3,230 2,715 5,945

Immigrant Services Society of BC 2,462 2,069 4,530 2,511 2,110 4,621

Afghan Women's Support Society 1,820 1,530 3,350 1,857 1,560 3,417

2101 Holdom Avenue Holdom Community Resource CentreBurnaby Family Life Institute 903 759 1,662 921 774 1,696

Burnaby Family Life Institute 1,052 884 1,936 1,073 902 1,975

Burnaby Family Life Institute 941 791 1,731 960 806 1,766

Burnaby Family Life Institute 350 294 645 357 300 658

Burnaby Seniors Outreach Services Society 459 386 845 468 393 862

Burnaby Seniors Outreach Services Society 741 623 1,363 756 635 1,391

Burnaby Seniors Outreach Services Society 299 251 551 305 257 562 Community Living Society 1,128 948 2,075 1,150 967 2,117

Community Living Society 626 526 1,152 638 537 1,175

Burnaby Volunteer Centre Society 1,130 949 2,079 1,152 968 2,120

Burnaby Volunteer Centre Society 1,283 1,078 2,361 1,309 1,100 2,408

Dixon Transition Society 1,283 1,078 2,361 1,309 1,100 2,408

Dixon Transition Society 1,142 960 2,102 1,165 979 2,144

Dixon Transition Society 1,125 945 2,070 1,148 964 2,112

2055 Rosser Avenue Brentwood Community Resource CentreBurnaby Community Services Society 3,595 3,021 6,881 3,667 3,081 7,019

YMCA of Greater Vancouver 3,659 3,075 7,004 3,732 3,136 7,144

Meals on Wheels 1,442 1,211 2,759 1,470 1,236 2,815

MOSAIC Immigrant Services 2,354 1,978 4,506 2,401 2,018 4,596

4460 Beresford Street Metrotown Community Resource CentreBurnaby Neighbourhood House 37,702 31,682 72,166 38,456 32,315 73,609

BC Centre for Ability 5,274 4,432 10,095 5,379 4,520 10,297

YMCA Childcare Resource & Referral Program

3,175 2,668 6,078 3,239 2,722 6,199

6650 Southoaks Crescent Community Centred College for the Retired 215 181 396 220 185 404

6140 McKercher Avenue Burnaby Family Life Institute 2,943 2,615 5,558 3,002 2,667 5,669

5945 - 14th Avenue Burnaby Allotment Gardens 9,799 8,706 16,719 9,995 8,880 17,053

6069 - 14th Avenue Burnaby Allotment Gardens 9,331 8,290 15,924 9,518 8,456 16,243

7450 Meadow Avenue Burnaby Allotment Gardens 8,051 7,153 13,738 8,212 7,296 14,013

7528 Meadow Avenue Burnaby Allotment Gardens 8,870 7,881 15,134 9,048 8,038 15,437

9048 Stormont Avenue Pacific Assistance Dogs Society (partial) 4,446 3,736 8,183 4,535 3,811 8,346

6990 Aubrey Street Lochdale Elementary School Site 62,639 52,637 115,276 63,892 53,689 117,581

2015 Tax Exemption 2016 Estimated Tax Exemption



PART 1



Tax School &

Others Total Tax


4600 Parker Street Alpha Secondary School Site 311,261 261,558 572,819 317,486 266,789 584,275

7858 Hilda Street Twelfth Avenue Elementary School Fields 1,193 1,060 2,252 1,217 1,081 2,298



7615 Hedge Avenue Twelfth Avenue Elementary School Fields 1,216 1,080 2,296 1,240 1,102 2,342







8059 Texaco Drive The Lotus Sailing Club 5,150 4,327 9,477 5,253 4,414 9,667

7564 Barnet Road BC Volleyball Assoc 78,871 66,277 145,148 80,449 67,603 148,051

9080 Avalon Avenue Burnaby Horsemen's Association 12,247 29,152 41,399 12,492 29,735 42,226

518 S. Howard Avenue Boys' & Girls' Clubs of Greater Vancouver 14,608 12,276 26,884 14,900 12,521 27,421 3890 Kensington Avenue Burnaby Tennis Club 800 1,439 2,239 816 1,468 2,284 4990 Canada Way Burnaby Winter Club (Partial Exemption) 38,296 32,181 70,477 39,062 32,824 71,886 4502 CPR R/W Confederation Park 5,438 13,829 19,267 5,547 14,105 19,652 3877 Eton Street Burnaby Heights Park 5,210 13,247 18,456 5,314 13,512 18,826

8301 Forest Grove Drive Forest Grove Park 19,514 49,619 69,132 19,904 50,611 70,515

7085 Burford Street Parks, Recreation & Cultural Services Commission

815 2,072 2,887 831 2,114 2,945

7086 Burford Street Parks, Recreation & Cultural Services Commission

402 1,023 1,425 410 1,043 1,454

7051 Halligan Street Parks, Recreation & Cultural Services Commission

215 548 763 220 558 778

7061 Halligan Street Parks, Recreation & Cultural Services Commission

289 734 1,022 294 749 1,043

6617 Salisbury Avenue Parks, Recreation & Cultural Services Commission

217 551 768 221 562 784

6637 Salisbury Street Parks, Recreation & Cultural Services Commission

307 779 1,086 313 795 1,108


336 855 1,192 343 873 1,216


462 1,175 1,637 471 1,198 1,670


504 1,281 1,785 514 1,307 1,821

9181 University Crescent Richard Bolton Park 25,773 22,898 48,671 26,289 23,356 49,644

Highland Park Line 26,093 66,348 92,441 26,615 67,675 94,290

204-3993 Henning Drive St. Leonard's Youth & Family Services Society

6,716 5,643 12,359 6,850 5,756 12,606

2702 Norland Avenue Burnaby Assoc for Community Inclusion 30,503 25,632 56,135 31,113 26,145 57,258

3755 Banff Avenue Burnaby Assoc for Community Inclusion (Partial Exemption)

2,879 2,558 5,436 2,936 2,609 5,545

4543 Canada Way United Way of the Lower Mainland 63,050 52,982 116,031 64,311 54,041 118,352

7181 Arcola Way St. Leonard's Youth & Family Services Society

8,385 7,046 15,432 8,553 7,187 15,740



PART 1



Tax School &

Others Total Tax


6688 Southoaks Crescent National Nikkei Heritage Centre Society (Partial Exemption)

5,453 7,357 12,810 5,562 7,504 13,066

5024 Rumble Street Burnaby Neighbourhood House Society 6,171 5,185 11,356 6,294 5,289 11,583

3400 Lake City Way The Canadian Red Cross Society (partial) 23,596 19,828 43,424 24,068 20,224 44,292

7557 Sussex Avenue The Fairhaven United Church Homes 18,883 16,776 35,659 19,260 17,112 36,3723883 Triumph Street Burnaby Pacific Grace Church 3,539 9,000 12,539 3,610 9,180 12,7903871 Pandora Street St. Helen’s Catholic Church & Elementary

School15,831 40,254 56,085 16,147 41,059 57,206

3885 Albert Street Hindu Cultural Society and Community Centre of BC

1,274 3,239 4,513 1,299 3,304 4,604

3981 Albert Street Burnaby North Baptist Church 1,275 3,243 4,519 1,301 3,308 4,6095050 Hastings Street Church of Christian Community in Canada,

Vancouver Centre2,231 5,673 7,904 2,276 5,786 8,062

5209 Hastings Street Burnaby Christian Pentecostal Church 1,467 3,730 5,197 1,496 3,805 5,3014304 Parker Street Willingdon Heights United Church 2,940 7,475 10,415 2,999 7,625 10,6234304 Kitchener Street Parish of Saint Timothy Anglican 1,142 2,905 4,047 1,165 2,963 4,1284550 Kitchener Street Parish of Saint Timothy Anglican 3,399 8,642 12,041 3,467 8,815 12,2824556 Kitchener Street Parish of Saint Timothy Anglican 1,513 3,848 5,361 1,544 3,925 5,4686641 Halifax Street Parkcrest Gospel Chapel 3,701 9,410 13,111 3,775 9,599 13,3746900 Halifax Street Arbab Rustam Guiv Darbe Mehr-Zoroastrian

House of B.C.1,663 4,228 5,891 1,696 4,313 6,009

3905 Norland Avenue Vancouver Korean Full Gospel Church 13,509 34,349 47,858 13,779 35,036 48,8155170 Norfolk Street The Church in Burnaby 2,923 7,433 10,357 2,982 7,582 10,5644040 Canada Way Aga Khan Foundation Canada 16,803 42,725 59,528 17,139 43,580 60,7196556 Sprott Street Aga Khan Foundation Canada 19,692 50,071 69,763 20,085 51,073 71,1583466 Curle Avenue Aga Khan Foundation Canada 8,329 21,178 29,507 8,495 21,602 30,0975060 Canada Way BC Muslim Association 1,705 4,335 6,039 1,739 4,421 6,1607837 Canada Way St Archangel Michael Serbian Orthodox

Church & Cultural Centre1,309 3,330 4,639 1,336 3,396 4,732

7895 Canada Way New Westminster Evangelical Free Church 2,917 7,418 10,335 2,976 7,566 10,5425146 Laurel Street St. Theresa’s Catholic Church 7,559 19,220 26,779 7,710 19,605 27,3149887 Cameron Street St. Stephen the Martyr Anglican Church 1,561 3,969 5,531 1,592 4,049 5,6418765 Government Street New Life Community Church 3,653 9,289 12,942 3,726 9,475 13,2018760 Lougheed Highway New Life Community Church 1,160 2,951 4,111 1,184 3,010 4,1935975 Sunset Street Capitol Hill Congregation of Jehovah’s

Witnesses4,686 11,915 16,600 4,779 12,153 16,932

5280 Kincaid Street Church of Jesus Christ of Latter-day Saints 12,309 31,300 43,609 12,555 31,926 44,4815584 Kincaid Street First United Spiritualist Church of Vancouver 2,206 5,610 7,816 2,250 5,722 7,9736010 Kincaid Street The Danish Evangelical Lutheran Church 3,912 9,947 13,858 3,990 10,145 14,1356580 Thomas Street Burnaby Christ Church of China 2,201 5,597 7,798 2,245 5,709 7,9543821 Lister Street Korean United Church of Vancouver 3,559 9,049 12,608 3,630 9,230 12,8604484 Smith Avenue Korean United Church of Vancouver 1,287 3,274 4,561 1,313 3,339 4,6525526 Gilpin Street Seventh-day Adventist Church & School 45,832 38,513 84,345 46,748 39,284 86,0329387 Holmes Street St. Michael’s Catholic Church & Elementary

School13,498 34,322 47,821 13,768 35,009 48,777

4045 Kingsway Kingsway Foursquare Gospel Church of Canada

11,636 29,589 41,225 11,869 30,180 42,050

5855 Imperial Street The Trustees of the Congregation of the Central Christian Assembly

2,837 7,213 10,049 2,893 7,357 10,250

6907 Elwell Street South Burnaby Gospel Hall Society 3,905 9,928 13,833 3,983 10,127 14,1095600 Dorset Street Sanatan Dharm Cultural Society 1,239 3,150 4,389 1,264 3,213 4,4776597 Balmoral Street St. Francis de Sales Catholic Church &

Elementary School4,538 11,540 16,078 4,629 11,770 16,399



PART 1



Tax School &

Others Total Tax


6656 Balmoral Street St. Francis de Sales Catholic Church & Elementary School

3,803 9,669 13,472 3,879 9,862 13,741

6627 Arcola Street St. Francis de Sales Catholic Church & Elementary School

1,373 3,490 4,863 1,400 3,560 4,960

6681 Arcola Street St. Francis de Sales Preschool 3,984 3,540 7,524 4,064 3,611 7,6755535 Short Street Burnaby Unit of New Westminster Jehovah’s

Witnesses2,355 5,988 8,344 2,402 6,108 8,510

6112 Rumble Street Burnaby Chinese Evangelical Free Church 1,289 3,277 4,566 1,315 3,343 4,6586138 Rumble Street Burnaby Chinese Evangelical Free Church 2,560 2,274 4,834 2,611 2,320 4,9315060 Marine Drive Iglesia Ni Cristo Church Of Christ 4,535 11,532 16,067 4,626 11,763 16,3895110 Marine Drive Evangelical Chinese Bible Church 4,145 10,540 14,685 4,228 10,750 14,9785122 Marine Drive Evangelical Chinese Bible Church 236 601 837 241 613 8545462 Marine Drive International Society For Krishna

Consciousness3,035 7,718 10,754 3,096 7,873 10,969

7457 Edmonds Street Trustees Of Gordon Congregation Of Presbyterian Church

3,794 9,646 13,440 3,869 9,839 13,709

7717 19th Avenue St. Alban the Martyr Anglican Church 2,744 6,977 9,721 2,799 7,117 9,9157772 Graham Avenue Parish Of Saints Peter & Paul Vancouver 3,004 7,639 10,643 3,064 7,791 10,8568255 13th Avenue First Christian Reformed Church Of New

Westminster2,265 5,760 8,026 2,311 5,876 8,186

8260 13th Avenue John Knox Christian School 26,151 21,975 48,125 26,674 22,414 49,0888585 Armstrong Avenue Burnaby Alliance Church 1,700 4,323 6,023 1,734 4,410 6,1448611 Armstrong Avenue Burnaby Alliance Church 1,587 4,034 5,621 1,618 4,115 5,7337450 12th Avenue St Thomas More Collegiate Ltd 13,301 33,820 47,121 13,567 34,497 48,0637926 11th Avenue Westminster Seventh-day Adventist Church 2,087 5,308 7,395 2,129 5,414 7,5437925 10th Avenue Westminster Seventh-day Adventist Church 1,286 3,270 4,556 1,312 3,335 4,6478094 11th Avenue Church Of The Nazarene (Canada Pacific

District)1,271 3,232 4,503 1,296 3,297 4,593

7103 10th Avenue Tenth Avenue Bible Chapel 4,525 11,505 16,030 4,615 11,736 16,3517455 10th Avenue Our Lady of Mercy Catholic Church &

Elementary School4,940 12,562 17,503 5,039 12,814 17,853

3410 Boundary Road CityLights Church 1,403 3,566 4,969 1,431 3,638 5,0684830 Boundary Road Iglesia Evangelica Pentecostal Emanuel 5,767 14,665 20,432 5,883 14,958 20,841140 Esmond Avenue Full Gospel Assembly Vancouver 1,275 3,243 4,519 1,301 3,308 4,6093426 Smith Avenue Chinese Taoism Kuan-Kung Association In

Canada2,926 7,441 10,367 2,985 7,590 10,575

271 Ingleton Avenue Grace Christian Chapel 2,552 6,490 9,043 2,604 6,620 9,2244950 Barker Crescent Garden Village Apostolic Church 1,585 4,030 5,615 1,617 4,111 5,7284812 Willingdon Avenue Willingdon Church 6,678 16,981 23,659 6,812 17,320 24,1327551 Gray Avenue South Burnaby United Church 1,690 4,296 5,986 1,723 4,382 6,1067591 Gray Avenue South Burnaby United Church 1,751 4,452 6,203 1,786 4,541 6,3276050 Sussex Avenue West Burnaby United Church Of Canada 5,452 13,863 19,315 5,561 14,140 19,7015825 Nelson Avenue Nelson Avenue Community Church 5,720 14,543 20,263 5,834 14,834 20,6686125 Nelson Avenue Governing Council Of The Salvation Army In

Canada8,072 20,524 28,596 8,233 20,935 29,168

7283 Nelson Avenue Grace Luthern Church Of South Burnaby 2,660 6,764 9,424 2,713 6,899 9,6131410 Delta Ave Brentwood Park Alliance Church 2,253 5,730 7,983 2,298 5,845 8,1431450 Delta Avenue Holy Cross Catholic Church & Elementary

School6,537 16,623 23,161 6,668 16,956 23,624

1640 Delta Avenue Trustees Of Brentwood Presbyterian Church 2,557 6,502 9,059 2,608 6,632 9,240380 Hythe Avenue Pacific Grace Mandarin Mennonite Church 2,093 5,323 7,417 2,135 5,430 7,5657175 Royal Oak Ave Royal Oak Ministry Centre 5,254 13,361 18,615 5,360 13,628 18,9887405 Royal Oak Avenue Parish Of All Saints South Burnaby 2,617 6,654 9,271 2,669 6,787 9,4567271 Gilley Avenue Shri Guru Ravidass Sabha Sikh Temple 6,733 17,121 23,855 6,868 17,464 24,332



PART 1



Tax School &

Others Total Tax


1005 Kensington Avenue Vancouver Chinese Lutheran Church 6,158 15,657 21,815 6,281 15,971 22,2511030 Sperling Avenue Agape Christian Church 2,271 5,776 8,047 2,317 5,891 8,2085135 Sperling Avenue Deer Lake United Church 3,007 7,646 10,653 3,067 7,799 10,8666344 Sperling Avenue Emmaus Lutheran Church 2,008 5,106 7,115 2,048 5,208 7,2571600 Cliff Avenue Cliff Ave United Church 4,019 10,220 14,240 4,100 10,425 14,5247485 Salisbury Avenue South Burnaby Church Of Christ 2,034 5,171 7,205 2,074 5,274 7,3497135 Walker Avenue Southside Community Church 3,195 8,125 11,321 3,259 8,288 11,5477540 6th Street Westminster Bible Chapel 1,600 4,068 5,668 1,632 4,150 5,7827716 Cumberland Street Church on the Hill 1,004 2,552 3,556 1,024 2,603 3,6277195 Cariboo Road Salvation Army Cariboo Hill Temple 4,680 11,901 16,581 4,774 12,139 16,9137200 Cariboo Road Cariboo Road Christian Fellowship Society 8,697 22,114 30,810 8,871 22,556 31,4263891 Kingsway International Full Gospel Fellowship 7,299 18,559 25,857 7,445 18,930 26,374

1,376,056 1,922,081 3,295,792 1,403,577 1,960,522 3,361,708



2015 estimates are based on 2014 information

For questions regarding property taxation exemptions, please phone the Tax Office at 604-294-7350

Change in Assessed Value 2014 Value 2015 Value Change

Residential Property $669,435 $704,565 5.25%Single Family Dwelling $931,526 $989,702 6.25%Strata $371,755 $378,776 1.89%

Property Assessment and HOG Eligibility 2014 2015 % Change over 2014

Total Class 1 Residential properties (excluding those with zero assessment) 66,928 67,883 1.43%# Properties Below the Lower Threshold 60,335 60,966 1.05%% Eligibility based on assessed value 90.15% 89.81% (0.38%)% Provincial Target 93.80% 93.80% 0.00%


ASSESSMENTSBritish Columbia Assessment Authority (BCA) produces independent, uniform and efficient property assessments for all property owners in the province. BCA estimates the value of 95% of all properties as of July 1 each year. The remainder are subject to certain legislative conditions. BCA mails all property owners a Property Assessment Notice in early January. The City of Burnaby establishes the property tax rates based on the assessed values provided by BCA. Each March, BCA provides the City with what is known as the Revised Roll. This roll contains the most up to date assessment of properties in the City. The amount of tax payable is communicated to property owners in the form of an annual Property Tax Statement, sent to every owner in May of each year.

For 2015, the value for taxable land and buildings, (excluding valuations for exempt properties) across all property classes is $61.2 billion (2014 – $57.2 billion). For 2015, the average assessed value (net of new growth) for all residential properties as compared to the closing gross average assessed value of all residential properties in 2014 increased by 5.25%. The average value for residential property in Burnaby, excluding newly constructed units is now $704,565. The following table provides average values for residential properties.

Change in Assessed Value 2014 Value 2015 Value Change

Residential Property $669,435 $704,565 5.25%Single Family Dwelling $931,526 $989,702 6.25%Strata $371,755 $378,776 1.89%

Property Assessment and HOG Eligibility 2014 2015 % Change over 2014

Total Class 1 Residential properties (excluding those with zero assessment) 66,928 67,883 1.43%# Properties Below the Lower Threshold 60,335 60,966 1.05%% Eligibility based on assessed value 90.15% 89.81% (0.38%)% Provincial Target 93.80% 93.80% 0.00%


HOME OWNER GRANT

The purpose of the Provincial Home Owner Grant Program is to help reduce the amount of residential Property Tax British Columbians pay. The Home Owner Grant applies to taxes paid by British Columbians to their municipality or to the Surveyor of Taxes for rural areas. The Province reviews BC Assessment information (at July 1 each year) and may adjust the grant threshold accordingly; however, currently annual thresholds and grants remain unchanged for 2015.

Burnaby homeowners with homes below the lower threshold of $1.10 million are eligible for the basic Home Owner Grant of $570. Homeowners will receive a reduction of $5 in the basic grant for every $1,000 above the lower threshold, up to the maximum threshold of $1.214 million. Homeowners can also claim an additional Home Owner Grant of $275 for a total grant of $845 if they meet the certain eligibility criteria, and fall into one of the following categories (alternatives thresholds apply for the additional grant):

• Is over 65 years of age• Is in receipt of disability allowance• Is permanently disabled or have a disabled spouse or relative• Is a veteran or the spouse of a veteran

TAX LEVY FOR CITY SERVICESThe following tables reflect assessment and General Municipal Tax data for 2015 and 2014.

2015

Class 2015 Revised Roll ($)

% of Assessments

MunicipalPurposes

Tax Levy ($)

% Tax Load by

Class

Tax Rate per $1000 of Assessment

Increase(Decrease)

in Tax Rate* vs. 2014

Relationshipto Residential Tax Rate Res.

= 1.0

Residential 49,211,307,305 80.33% 112,880,896 48.67% 2.2938 2.98% 1.00Utilities 165,010,110 0.27% 5,509,143 2.38% 33.3867 2.98% 14.56Supportive Housing 6 - - - 2.2938 - 1.00Major Industry 152,716,500 0.25% 6,909,643 2.98% 45.2449 2.98% 19.72Light Industry 1,524,071,300 2.49% 13,906,237 6.00% 9.1244 2.58% 3.98Business 10,149,850,518 16.57% 92,611,296 39.93% 9.1244 2.98% 3.98Managed Forest Land - - - - - - - Recreational 56,831,600 0.09% 84,981 0.04% 1.4953 2.98% 0.65Farm 1,237,464 0.00% 11,291 0.00% 9.1244 (1.73%) 3.98

61,261,024,803 100.00% 231,913,487 ** 100.00%

* After adjusting for the British Columbia Assessment Authority general assessment increase and new growth** Note this has been rounded to 231,913,500 in the Financial Plan

2014


% of Assessments

MunicipalPurposes

Tax Levy ($)

% Tax Load by

Class


Increase(Decrease)



= 1.0

Residential 45,986,194,731 80.33% 107,805,436 46.49% 2.3443 1.97% 1.02Utilities 157,986,140 0.28% 5,509,624 2.38% 34.8741 1.97% 15.20Supportive Housing 6 - - - 2.3443 N/A 1.02Major Industry 142,180,600 0.25% 6,697,744 2.89% 2.3443 1.97% 1.02Light Industry 1,437,447,900 2.51% 13,450,200 5.80% 9.3570 5.30% 4.08Business 9,472,185,594 16.55% 88,631,241 38.22% 9.3570 1.97% 4.08Managed Forest Land - - - - - - - Recreational 48,596,800 0.08% 75,262 0.03% 1.5487 1.97% 0.68Farm 1,257,066 0.00% 11,762 0.01% 9.3570 (1.10%) 4.08

57,245,848,837 100.00% 222,181,269 ** 100.00%

* After adjusting for the B.C. Assessment Authority general assessment increase and new growth** Note this has been rounded to 222,181,300 in the Financial Plan

ASSESSMENTS, TAX RATES AND TAXES LEVIED FOR CITY PURPOSES

TAX LEVY FOR CITY SERVICESThe following tables reflect assessment and General Municipal Tax data for 2015 and 2014.

2015


% of Assessments

MunicipalPurposes

Tax Levy ($)

% Tax Load by

Class


Increase(Decrease)



= 1.0

Residential 49,211,307,305 80.33% 112,880,896 48.67% 2.2938 2.98% 1.00Utilities 165,010,110 0.27% 5,509,143 2.38% 33.3867 2.98% 14.56Supportive Housing 6 - - - 2.2938 - 1.00Major Industry 152,716,500 0.25% 6,909,643 2.98% 45.2449 2.98% 19.72Light Industry 1,524,071,300 2.49% 13,906,237 6.00% 9.1244 2.58% 3.98Business 10,149,850,518 16.57% 92,611,296 39.93% 9.1244 2.98% 3.98Managed Forest Land - - - - - - - Recreational 56,831,600 0.09% 84,981 0.04% 1.4953 2.98% 0.65Farm 1,237,464 0.00% 11,291 0.00% 9.1244 (1.73%) 3.98

61,261,024,803 100.00% 231,913,487 ** 100.00%

* After adjusting for the British Columbia Assessment Authority general assessment increase and new growth** Note this has been rounded to 231,913,500 in the Financial Plan

2014


% of Assessments

MunicipalPurposes

Tax Levy ($)

% Tax Load by

Class


Increase(Decrease)



= 1.0

Residential 45,986,194,731 80.33% 107,805,436 46.49% 2.3443 1.97% 1.02Utilities 157,986,140 0.28% 5,509,624 2.38% 34.8741 1.97% 15.20Supportive Housing 6 - - - 2.3443 N/A 1.02Major Industry 142,180,600 0.25% 6,697,744 2.89% 2.3443 1.97% 1.02Light Industry 1,437,447,900 2.51% 13,450,200 5.80% 9.3570 5.30% 4.08Business 9,472,185,594 16.55% 88,631,241 38.22% 9.3570 1.97% 4.08Managed Forest Land - - - - - - - Recreational 48,596,800 0.08% 75,262 0.03% 1.5487 1.97% 0.68Farm 1,257,066 0.00% 11,762 0.01% 9.3570 (1.10%) 4.08

57,245,848,837 100.00% 222,181,269 ** 100.00%

* After adjusting for the B.C. Assessment Authority general assessment increase and new growth** Note this has been rounded to 222,181,300 in the Financial Plan




TAX LEVY FOR CITY SERVICES

The following tables reflect assessment and General Municipal Tax data for 2015 and 2014.


ASSESSMENTS

Class 2013 Assessment Revised Roll ($)

2014 Assessment Revised Roll ($)


Residential 1 46,012,896,247 45,986,194,731 49,211,307,305Utilities 2 157,166,330 157,986,140 165,010,110Supportive Housing 3 6 6 6Major Industry 4 145,541,200 142,180,600 152,716,500Light Industry 5 1,363,472,500 1,437,447,900 1,524,071,300Business 6 9,029,923,176 9,472,185,594 10,149,850,518Managed Forest Land 7 - - - Recreation 8 49,874,100 48,596,800 56,831,600Farm 9 1,299,593 1,257,066 1,237,464

56,760,173,152 57,245,848,837 61,261,024,803

TAX RATES ($ of Tax Per $1000 of Assessed Value)

Class 2013 ($) 2014 ($) 2015 ($)

Residential 1 2.2419 2.3443 2.2938Utilities 2 34.3515 34.8741 33.3867Supportive Housing 3 2.2419 2.3443 2.2938Major Industry 4 44.9518 47.1073 45.2449Light Industry 5 9.4612 9.3570 9.1244Business 6 9.4612 9.3570 9.1244Managed Forest Land 7 - - - Recreation 8 1.4799 1.5487 1.4953Farm 9 9.4612 9.3570 9.1244

TAXES LEVIED BY CLASS

Class 2013 ($) 2014 ($) 2015 ($)

Residential 1 103,156,313 107,805,436 112,880,896 Utilities 2 5,398,899 5,509,624 5,509,143 Supportive Housing 3 - - - Major Industry 4 6,542,338 6,697,744 6,909,643 Light Industry 5 12,900,086 13,450,200 13,906,237 Business 6 85,433,909 88,631,241 92,611,296 Managed Forest Land 7 - - - Recreation 8 73,809 75,262 84,981 Farm 9 12,296 11,762 11,291

213,517,650 222,181,269 231,913,487


ASSESSMENTS





56,760,173,152 57,245,848,837 61,261,024,803


Class 2013 ($) 2014 ($) 2015 ($)



Class 2013 ($) 2014 ($) 2015 ($)


213,517,650 222,181,269 231,913,487


ASSESSMENTS





56,760,173,152 57,245,848,837 61,261,024,803


Class 2013 ($) 2014 ($) 2015 ($)



Class 2013 ($) 2014 ($) 2015 ($)


213,517,650 222,181,269 231,913,487


ASSESSMENTS





56,760,173,152 57,245,848,837 61,261,024,803


Class 2013 ($) 2014 ($) 2015 ($)



Class 2013 ($) 2014 ($) 2015 ($)


213,517,650 222,181,269 231,913,487


ASSESSMENTS





56,760,173,152 57,245,848,837 61,261,024,803


Class 2013 ($) 2014 ($) 2015 ($)



Class 2013 ($) 2014 ($) 2015 ($)


213,517,650 222,181,269 231,913,487


ASSESSMENTS





56,760,173,152 57,245,848,837 61,261,024,803


Class 2013 ($) 2014 ($) 2015 ($)



Class 2013 ($) 2014 ($) 2015 ($)


213,517,650 222,181,269 231,913,487


ASSESSMENTS

TAX RATES (PER $1,000 OF ASSESSMENT)

TAX LEVIES

ASSESSMENTS, TAX RATES AND TAXES LEVIES

2014 Revised Roll ($) 2015 Revised Roll ($)

School Assessment Residential Assessment 45,984,770,331 49,209,357,855 Non- Residential Assessment 11,649,739,158 12,458,457,994

57,634,509,489 61,667,815,849

Hospital Assessment (Used for GVRD, GVTA, BCA and MFA)

57,315,117,787 61,332,704,908

ASSESSMENTS BY PROPERTY CLASS

2015 Class School Hospital

Residential 1 49,209,357,855 49,199,479,855Utilities 2 432,051,801 249,136,110Supportive Housing 3 6 6Major Industry 4 152,716,500 152,716,500Light Industry 5 1,524,071,300 1,524,071,300Business 6 10,292,048,068 10,149,850,818Managed Forest Land 7 - - Recreation 8 56,951,600 56,831,600Farm 9 618,719 618,719

61,667,815,849 61,332,704,908


Residential 1 45,984,770,331 45,975,475,231

Utilities 2 412,317,492 238,603,140

Supportive Housing 3 6 6

Major Industry 4 142,180,600 142,180,600

Light Industry 5 1,437,447,900 1,437,447,900

Business 6 9,608,451,844 9,472,185,594

Managed Forest Land 7 - -

Recreation 8 48,712,800 48,596,800

Farm 9 628,516 628,516

57,634,509,489 57,315,117,787

FOR OTHER RATE SETTING BODIESASSESSMENTS, TAX RATES AND TAXES LEVIES

2014 Revised Roll ($) 2015 Revised Roll ($)

School Assessment Residential Assessment 45,984,770,331 49,209,357,855 Non- Residential Assessment 11,649,739,158 12,458,457,994

57,634,509,489 61,667,815,849

Hospital Assessment (Used for GVRD, GVTA, BCA and MFA)

57,315,117,787 61,332,704,908

ASSESSMENTS BY PROPERTY CLASS


Residential 1 49,209,357,855 49,199,479,855Utilities 2 432,051,801 249,136,110Supportive Housing 3 6 6Major Industry 4 152,716,500 152,716,500Light Industry 5 1,524,071,300 1,524,071,300Business 6 10,292,048,068 10,149,850,818Managed Forest Land 7 - - Recreation 8 56,951,600 56,831,600Farm 9 618,719 618,719

61,667,815,849 61,332,704,908


Residential 1 45,984,770,331 45,975,475,231

Utilities 2 412,317,492 238,603,140

Supportive Housing 3 6 6

Major Industry 4 142,180,600 142,180,600

Light Industry 5 1,437,447,900 1,437,447,900

Business 6 9,608,451,844 9,472,185,594

Managed Forest Land 7 - -

Recreation 8 48,712,800 48,596,800

Farm 9 628,516 628,516

57,634,509,489 57,315,117,787

FOR OTHER RATE SETTING BODIES


ASSESSMENTS, TAX RATES AND TAX LEVIES


ASSESSMENT BY PROPERTY CLASS

FOR OTHER RATE SETTING BODIESASSESSMENTS, TAX RATES AND TAXES LEVIES

Tax Rates* Class School ** GVRD BCA MFA GVTA

Residential 1 1.5474 0.0539 0.0596 0.0002 0.3173Utilities 2 13.6000 0.1887 0.5030 0.0007 2.6073Supportive Housing 3 0.1000 0.0539 0.0000 0.0002 0.0000Major Industry 4 5.8000 0.1833 0.5030 0.0007 2.0016Light Industry 5 5.8000 0.1833 0.1679 0.0007 1.6166Business 6 5.8000 0.1321 0.1679 0.0005 1.3669Managed Forest Land 7 2.2000 - 0.3380 0.0006 -Recreation 8 3.3000 0.0539 0.0596 0.0002 0.2885Farm 9 6.9000 0.0539 0.0596 0.0002 0.3630

Taxes Levied Class School ($) GVRD ($) BCA ($) MFA ($) GVTA ($)

Residential 1 $76,146,560 2,651,852 2,932,289 9,840 15,610,995Utilities 2 $5,875,904 47,012 125,315 174 649,573Supportive Housing 3 $0 - - - -Major Industry 4 $354,302 27,993 76,816 107 305,677Light Industry 5 $8,839,614 279,362 255,892 1,067 2,463,814Business 6 $59,693,879 1,340,795 1,704,160 5,075 13,873,831Managed Forest Land 7 $0 - - - -Recreation 8 $187,940 3,063 3,387 11 16,396Farm 9 $2,135 33 37 - 225

$151,100,334 4,350,111 5,097,896 16,274 32,920,510

* ($ of Tax Per $1,000 of Assessed Value), ** Date of Change: May 7, 2015

Tax Rates* Class School GVRD BCA MFA GVTA

Residential 1 1.6069 0.0567 0.0619 0.0002 0.3315Utilities 2 13.6000 0.1985 0.5115 0.0007 2.7417Supportive Housing 3 0.1000 0.0567 - 0.0002 1.5232Major Industry 4 6.0000 0.1928 0.5115 0.0007 2.1130Light Industry 5 6.0000 0.1928 0.1755 0.0007 1.7007Business 6 6.0000 0.1389 0.1755 0.0005 1.4508Managed Forest Land 7 2.4000 - - 0.0006 - Recreation 8 3.4000 0.0567 0.0619 0.0002 0.3170Farm 9 6.9000 0.0567 0.0619 0.0002 0.3665

Taxes Levied Class School ($) GVRD ($) BCA ($) MFA ($) GVTA ($)

Residential 1 73,892,927 2,606,809 2,845,882 9,195 15,240,870Utilities 2 5,607,518 47,363 122,046 167 654,178Supportive Housing 3 - - - - -Major Industry 4 341,233 27,412 72,725 100 300,428Light Industry 5 8,624,687 277,140 252,272 1,006 2,444,668Business 6 57,650,711 1,315,687 1,662,369 4,736 13,742,247Managed Forest Land 7 - - - - -Recreation 8 165,624 2,755 3,008 10 15,405Farm 9 2,168 36 39 - 230

146,284,869 4,277,202 4,958,341 15,214 32,398,026

* ($ of Tax Per $1,000 of Assessed Value)

2015

2014


68 Operating Plan

Operating Plan

GENERAL REVENUE

The 2015–2019 Financial Plan provides for General Revenue of $427.9 million that incorporates a proposed 2.98% residential property tax increase for 2015 after allowing for new growth of $3.1 million.

The City is facing cost increases that surpass the projected annual rate of inflation of 1.7% for 2014 (Reference: Headline CPI Forecast Econoscope; October 2014 issue). Expenditure increases include collective bargaining agreements, operational and inflationary increases and provisions for new services. Budget reductions and inflationary revenue fee increases have been made across programs to help fund expenditures increases.

The 2015–2019 Financial Plan focuses on community safety and security, maintaining and improving existing infrastructure for roads and community facilities, and new services.

Horse Eco-Sculpture

DepartmentNew RFT

City ManagerHuman Resources ‐ HR Advisor 1.0Fire ‐ Firefighter 1.0Police ‐ Cst. Coordinator 1.0Library Services ‐ Graphics Technician 1.0Information Technology ‐ Help Desk Support 1.0Information Technology ‐ Business Analyst 1 1.0

EngineeringClerk 2 1.0Traffic Technician 1.0

UtilitiesEngineer Technician (Design) 1.0Mapping Technician 2 1.0

Planning & BuildingBuilding Technologist (Commerical Plan Checker) 1.0Community Planner 1 1.0Long Range Planner 1.0

Total New Positions 13.0

70 Operating Plan

The City has successfully negotiated collective agreements covering approximately 3,800 people represented by Canadian Union of Public Employees (CUPE) Local 23. The term of this agreement extends to 2015 December 31. The agreement provides a modest wage increase of 2.0% in 2015. The agreement also provides for contractual changes that support operational flexibility. A comparable 2014 agreement has been concluded with the Burnaby Public Library and exempt staff. The Burnaby Firefighters Union, Local 323 wage agreement is still outstanding for 2012—2015. Provisions for City staff contracts, including Fire services and increases in Police services, represent approximately $4.8 million in cost increases.

Included in 2015 Plan are 13.0 new Regular Full Time positions. There were also 7.0 conversions from Temporary Full Time to Regular Full Time positions approved in 2014 and 10.0 conversions from Temporary Full Time to Regular Full Time positions approved in 2015. The new positions were reviewed and carefully considered by the Financial Management Committee. Based on significant workload increases and additional operational requirements identified by department Directors, approval was given to hire. The following table lists the new Regular Full Time position requests by department:

WATERWORKS UTILITY AND SANITARY SEWER UTILITY

Projections for Waterworks Utility and Sanitary Sewer Utility include a provision for rate increases of 3.0%. The Waterworks Utility rate increase is required to offset the increase in the cost of water billed by the Greater Vancouver Water District for water supplied to the City. The increased costs will provide funding for the regional Drinking Water Quality Improvement Plan. The City, through an annual replacement program, is also replacing all asbestos cement watermains in the City which are at the end of their useful life. This is a long term program.

The Sanitary Sewer increase is based on the long range estimates provided by the Greater Vancouver Sewerage and Drainage District and is due to levy increases and higher costs for aging infrastructure replacement and maintenance.

Both the Waterworks Utility and Sanitary Sewer Utility are self-supporting programs billed separately from property taxes. The due date for these utility charges in 2015 is March 15.

OPERATING BUDGET REVENUESTOTAL | $427.9 million

18.2% Parks, Recreation & Cultural Services ($77.6 million)

15.2% General Government Services ($65.0 million)

14.5% Public Works ($62.0million)

8.5% Fire ($36.4 million)

13.0% Police ($55.7 million)

11.6% Waterworks ($49.5 million)

9.1% Sanitary Sewer ($39.0 million)

3.8% Solid Waste ($16.4 million)

3.1% Planning & Building ($13.3 million)

3.0% Library ($13.0 million)

54.2% Tax Levies ($231.9 million)

12.5% User Fees & Other Revenues ($53.5 million)

11.6% Waterworks Fund ($49.5 million)

9.4% Miscellaneous Revenue ($40.2 million)

9.1% Sanitary Sewer Fund ($39.0 million)

3.2% Inspection & Licence Fees ($13.8 million)

Operating Plan 71

OPERATING BUDGET EXPENDITURES OPERATING BUDGET REVENUES

The City of Burnaby’s expenditure profile is relatively stable and predictable year over year. Public safety (police and fire) accounts for 21.5% of expenses. Engineering works and utilities, that include transportation planning, sewer and water operations, and sanitation services, account for 39.0%. Parks, recreation, and cultural services, citizen support services, planning and building and library services account for 24.3% of operating expenses. General government services (human resources, finance, legal, risk management, information technology, city clerks) accounts for 15.2%.

Growth of the organization has been modest reflecting increased services (the Edmonds Community Centre and Still Creek Eco-Centre, for example) and increased information technology to meet our community’s desire for on-line services and information. Utility expenditures (water and sewer) account for 20.7% of total expenditures, but over 51% of the costs for water and sewer services represent Metro Vancouver costs that are set at the regional level. Generally, utility expenses have grown at a higher rate than other areas due to the need for heavy capital investments to replace aging infrastructure across the region.

The City has a stable and predictable revenue base. Funds for the operating budget come from several sources, with property taxes (including utility fees) as the primary source of revenue providing 74.9% of total City revenue. User fees, such as recreation program fees, parking meters, and business licenses and permits provide additional 12.5% of funds. Property development related fees and permits are variable in nature and account for 3.2% of our revenue base. Miscellaneous revenue (rental and lease revenue, interest income, grants, etc.) makes up the remaining revenue base.

Utility fees are influenced to a large extent by regional priorities managed by Metro Vancouver. Much of the planning and delivery for public works and utilities is integrated with the regional district. The City of Burnaby’s water and sewer services are operated on a self-funding basis. Council sets the rates and budgets every fall, incorporating input from Metro Vancouver.

OPERATING BUDGET EXPENDITURES TOTAL | $427.9 million


Actuals 2013

Actuals 2014

Actuals 2014 * Annual

2015 * Annual

EXPENDITURES

City Council 2,273,909 2,270,568 2,603,470 2,563,800 2,882,600

City Manager 122,688,354 119,119,089 123,438,005 127,797,600 134,117,100

Administrative Services 6,496,491 7,868,810 7,853,571 7,922,500 7,903,600

Fire 38,066,817 36,197,856 36,341,056 36,154,700 36,394,300

Police 50,351,913 47,392,216 50,591,857 54,818,000 55,688,900

Library 11,784,896 12,032,642 12,249,590 12,711,300 12,985,300

Information Technology 15,988,237 15,627,566 16,401,931 16,162,500 21,145,000

Engineering 145,208,825 152,963,745 162,439,762 158,137,400 166,957,100

Engineering 68,016,527 70,563,848 75,205,275 70,952,200 78,440,800

Utilities 77,192,298 82,399,897 87,234,487 87,185,200 88,516,300

Finance 16,845,259 18,299,728 19,130,948 19,827,900 20,976,100

Planning & Building 10,529,347 11,414,118 11,715,607 12,628,600 13,347,200

Parks, Recreation & Cultural Services 62,233,575 69,313,985 73,524,758 73,969,000 77,616,600

Fiscal Items 12,205,050 17,448,532 23,775,770 19,807,500 12,048,800

Total Expenditures 371,984,313 390,829,765 416,628,320 414,703,200 427,945,500

REVENUE

City Council (16,346) (27,516) (120,455) (12,500) (12,500)

City Manager (6,516,438) (4,411,726) (5,777,649) (5,412,600) (5,499,100)

Administrative Services (311,593) (543,056) (532,193) (351,800) (410,200)

Fire (297,926) (173,738) (361,397) (216,600) (157,600)

Police (4,660,356) (2,584,552) (3,752,420) (3,730,900) (3,891,000)

Library (1,401,748) (1,110,380) (1,126,639) (1,113,300) (1,040,300)

Information Technology 962 - (5,000) - -

Engineering (87,735,554) (96,074,647) (104,785,176) (101,102,900) (105,519,600)

Engineering (10,543,256) (13,674,750) (17,550,689) (13,917,700) (17,003,200)

Utilities (77,192,298) (82,019,792) (87,234,487) (87,185,200) (88,516,400)

Finance (12,506,043) (12,924,090) (13,233,047) (12,671,500) (13,045,600)

Planning & Building (10,218,255) (12,008,063) (13,067,937) (7,727,300) (8,711,000)

Parks, Recreation & Cultural Services (23,889,468) (26,759,839) (28,671,087) (27,497,500) (28,225,400)

Fiscal Items (19,691,490) (21,214,779) (22,774,749) (29,399,400) (27,128,500)

Stabilization & Surplus (5,621,553) (3,891,454) (6,016,947) (8,698,400) (7,890,600)

Total Departmental & Fiscal Revenue (166,195,147) (177,312,113) (194,447,046) (192,522,100) (196,032,000)

Tax Levy for City Services (205,789,171) (213,517,652) (222,181,274) (222,181,300) (231,913,500)

Total Revenue (371,984,318) (390,829,765) (416,628,320) (414,703,200) (427,945,500)

* rounded to the nearest hundredth


Actuals 2013

Actuals 2014


2015 * Annual

EXPENDITURES

City Council 2,273,909 2,270,568 2,603,470 2,563,800 2,882,600

City Manager 122,688,354 119,119,089 123,438,005 127,797,600 134,117,100


Fire 38,066,817 36,197,856 36,341,056 36,154,700 36,394,300

Police 50,351,913 47,392,216 50,591,857 54,818,000 55,688,900

Library 11,784,896 12,032,642 12,249,590 12,711,300 12,985,300


Engineering 145,208,825 152,963,745 162,439,762 158,137,400 166,957,100

Engineering 68,016,527 70,563,848 75,205,275 70,952,200 78,440,800

Utilities 77,192,298 82,399,897 87,234,487 87,185,200 88,516,300

Finance 16,845,259 18,299,728 19,130,948 19,827,900 20,976,100



Fiscal Items 12,205,050 17,448,532 23,775,770 19,807,500 12,048,800


REVENUE

City Council (16,346) (27,516) (120,455) (12,500) (12,500)

City Manager (6,516,438) (4,411,726) (5,777,649) (5,412,600) (5,499,100)


Fire (297,926) (173,738) (361,397) (216,600) (157,600)

Police (4,660,356) (2,584,552) (3,752,420) (3,730,900) (3,891,000)

Library (1,401,748) (1,110,380) (1,126,639) (1,113,300) (1,040,300)


Engineering (87,735,554) (96,074,647) (104,785,176) (101,102,900) (105,519,600)

Engineering (10,543,256) (13,674,750) (17,550,689) (13,917,700) (17,003,200)

Utilities (77,192,298) (82,019,792) (87,234,487) (87,185,200) (88,516,400)

Finance (12,506,043) (12,924,090) (13,233,047) (12,671,500) (13,045,600)



Fiscal Items (19,691,490) (21,214,779) (22,774,749) (29,399,400) (27,128,500)




Total Revenue (371,984,318) (390,829,765) (416,628,320) (414,703,200) (427,945,500)



Actuals 2013

Actuals 2014


2015 * Annual

EXPENDITURES

City Council 2,273,909 2,270,568 2,603,470 2,563,800 2,882,600

City Manager 122,688,354 119,119,089 123,438,005 127,797,600 134,117,100


Fire 38,066,817 36,197,856 36,341,056 36,154,700 36,394,300

Police 50,351,913 47,392,216 50,591,857 54,818,000 55,688,900

Library 11,784,896 12,032,642 12,249,590 12,711,300 12,985,300


Engineering 145,208,825 152,963,745 162,439,762 158,137,400 166,957,100

Engineering 68,016,527 70,563,848 75,205,275 70,952,200 78,440,800

Utilities 77,192,298 82,399,897 87,234,487 87,185,200 88,516,300

Finance 16,845,259 18,299,728 19,130,948 19,827,900 20,976,100



Fiscal Items 12,205,050 17,448,532 23,775,770 19,807,500 12,048,800


REVENUE

City Council (16,346) (27,516) (120,455) (12,500) (12,500)

City Manager (6,516,438) (4,411,726) (5,777,649) (5,412,600) (5,499,100)


Fire (297,926) (173,738) (361,397) (216,600) (157,600)

Police (4,660,356) (2,584,552) (3,752,420) (3,730,900) (3,891,000)

Library (1,401,748) (1,110,380) (1,126,639) (1,113,300) (1,040,300)


Engineering (87,735,554) (96,074,647) (104,785,176) (101,102,900) (105,519,600)

Engineering (10,543,256) (13,674,750) (17,550,689) (13,917,700) (17,003,200)

Utilities (77,192,298) (82,019,792) (87,234,487) (87,185,200) (88,516,400)

Finance (12,506,043) (12,924,090) (13,233,047) (12,671,500) (13,045,600)



Fiscal Items (19,691,490) (21,214,779) (22,774,749) (29,399,400) (27,128,500)




Total Revenue (371,984,318) (390,829,765) (416,628,320) (414,703,200) (427,945,500)

* rounded to the nearest hundredth72 Operating Plan

SUMMARY OF EXPENDITURES & REVENUE

Utilities

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES Utilities

Sanitary Sewer 34,207,343 36,408,021 38,603,115 38,548,700 39,014,300

Waterworks 42,984,955 45,991,876 48,631,372 48,636,500 49,502,100


REVENUE

Utilities

Sanitary Sewer (34,207,343) (36,408,021) (38,603,115) (38,548,700) (39,014,300)

Waterworks (42,984,955) (45,991,876) (48,631,372) (48,636,500) (49,502,100)

Total Revenue (77,192,298) (82,399,897) (87,234,487) (87,185,200) (88,516,400)

FUNDING REQUIREDProvision From General Revenue - - - -


-

Provision From/(To) General Revenue To/(From) Departments

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

City Council 2,176,635 2,154,591 2,374,629 2,301,300 2,570,100

City Manager 115,661,062 114,130,637 116,189,911 120,755,600 125,064,800


Fire 37,910,409 35,991,460 35,859,658 35,783,100 36,151,700

Police 45,691,557 44,788,399 46,839,438 51,087,100 51,797,500

Library 9,974,836 10,397,509 10,722,747 11,122,900 11,405,700


Engineering 57,462,054 56,640,128 57,654,587 56,414,500 59,160,600

Finance 4,339,216 5,232,225 5,897,901 6,696,400 7,219,600

Planning & Building 311,092 (617,805) (1,352,330) 4,866,300 4,601,200


Fiscal Items (12,260,140) (5,961,730) (2,536,750) (13,879,300) (15,426,600)

Tax Levy For City Services 205,789,171 213,517,652 222,181,274 222,181,300 231,913,500


Provision From/(To) General Revenue To/(From) Departments

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

City Council 2,176,635 2,154,591 2,374,629 2,301,300 2,570,100

City Manager 115,661,062 114,130,637 116,189,911 120,755,600 125,064,800


Fire 37,910,409 35,991,460 35,859,658 35,783,100 36,151,700

Police 45,691,557 44,788,399 46,839,438 51,087,100 51,797,500

Library 9,974,836 10,397,509 10,722,747 11,122,900 11,405,700


Engineering 57,462,054 56,640,128 57,654,587 56,414,500 59,160,600

Finance 4,339,216 5,232,225 5,897,901 6,696,400 7,219,600

Planning & Building 311,092 (617,805) (1,352,330) 4,866,300 4,601,200


Fiscal Items (12,260,140) (5,961,730) (2,536,750) (13,879,300) (15,426,600)

Tax Levy For City Services 205,789,171 213,517,652 222,181,274 222,181,300 231,913,500


Operating Plan 73

PROVISION FROM GENERAL REVENUE

UTILITIES | SUMMARY

MAYOR&

COUNCILLORS

CITY MANAGER

DEPUTY CITY MANAGER

POLICY & ADMIN COORDINATOR

(1.00)

ADMIN ASSISTANT(1.00)

EXECUTIVE ASSISTANT

(1.08)

Regular Full Time

AuxiliaryTOTAL

Mayor's Office Adminstration 3.00 0.08 3.08TOTAL 3.00 0.08 3.08

DEPUTY CITY MANAGER

COMMITTEES & BOARDS

MAYOR’S OFFICE ADMINISTRATION

MAYOR&

COUNCILLORS

CITY MANAGER

DEPUTY CITY MANAGER

POLICY & ADMIN COORDINATOR

(1.00)

ADMIN ASSISTANT(1.00)

EXECUTIVE ASSISTANT

(1.08)

Regular Full Time

AuxiliaryTOTAL

Mayor's Office Adminstration 3.00 0.08 3.08TOTAL 3.00 0.08 3.08

DEPUTY CITY MANAGER

COMMITTEES & BOARDS

MAYOR’S OFFICE ADMINISTRATION

74 Operating Plan

CITY COUNCIL | DEPARTMENTAL ORGANIZATION CHART

City Council

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Mayor & Council 894,408 953,190 973,693 975,800 1,081,600

Committees & Boards 372,139 454,775 435,479 526,700 517,000

Administration 214,077 100,494 251,918 252,800 308,800

Grants 643,768 608,586 775,032 608,100 714,800

Bus Pass Program 26,287 26,909 9,513 38,000 38,000

Consultants 81,973 120,804 139,257 62,400 122,400

Inter Governmental Relations 41,256 5,811 18,578 100,000 100,000


REVENUE

Mayor & Council (5,293) (8,250) (9,781) (2,500) (2,500)

Committees & Boards (11,053) (19,266) (15,517) (10,000) (10,000)

Grants

Council Grants - - (95,157) - -

Stabilization & Surplus (80,928) (88,461) (108,387) (250,000) (300,000)

Total Revenue (97,274) (115,977) (228,841) (262,500) (312,500)

FUNDING REQUIREDProvision From General Revenue 2,176,635 2,154,591 2,374,629 2,301,300 2,570,100


City Council

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Mayor & Council 894,408 953,190 973,693 975,800 1,081,600


Administration 214,077 100,494 251,918 252,800 308,800

Grants 643,768 608,586 775,032 608,100 714,800

Bus Pass Program 26,287 26,909 9,513 38,000 38,000

Consultants 81,973 120,804 139,257 62,400 122,400



REVENUE

Mayor & Council (5,293) (8,250) (9,781) (2,500) (2,500)


Grants



Total Revenue (97,274) (115,977) (228,841) (262,500) (312,500)



City Council

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Mayor & Council 894,408 953,190 973,693 975,800 1,081,600


Administration 214,077 100,494 251,918 252,800 308,800

Grants 643,768 608,586 775,032 608,100 714,800

Bus Pass Program 26,287 26,909 9,513 38,000 38,000

Consultants 81,973 120,804 139,257 62,400 122,400



REVENUE

Mayor & Council (5,293) (8,250) (9,781) (2,500) (2,500)


Grants



Total Revenue (97,274) (115,977) (228,841) (262,500) (312,500)



Operating Plan 75

CITY COUNCIL | SUMMARY

The Mayor and Council are elected by the residents of Burnaby and are responsible for providing municipal government services. The Mayor is the head and Chief Executive Officer of the City. The Council is the governing body of the City, and is responsible for seeing that City resources are used for the benefit and protection of its citizens.

Column1 2011Actual

2012Actual

2013Actual

2014Actual

2015Annual

115 Place Co-operative Housing Association 910 910 945 910 -Afghan Women's Support Society 5,089 5,171 5,266 5,344 -Alpha Secondary School 250 - 200 - -Armstrong Elementary School - - 1,000 - -BC Centre For Ability - - - 3,239 -BC Crime Prevention Association 2,500 - 2,500 3,500 -BC Federation of Labour Community Christmas Dinner 1,500 - - - -BC Lacrosse Association - 350 525 875 -BC Seniors Games Winefest - 309 - - -BC Soccer Association - 175 - - -Big Brothers of Greater Vancouver - 3,000 3,000 3,000 -Big Sisters of BC Lower Mainland 4,000 4,000 4,000 4,000 -Bonsor 55+ Society 1,890 1,890 - - -Burnaby Civic Employees Union Golf Tournament 1,000 1,000 1,000 - -Burnaby Community Connections 33,078 57,904 49,429 45,000 -Burnaby Community Connections Recreation Credit Program 11,860 17,000 - 20,755 -Burnaby Community Services Christmas Bureau - - 5,000 - -Burnaby Family Life Institute 41,327 41,736 42,208 42,596 -Burnaby Fellowship Centre Society 600 700 - - -Burnaby Girls Soccer Club - 1,000 - - -Burnaby Hospice Society - - 1,336 986 -Burnaby Hospital Foundation 7,920 8,870 8,229 - -Burnaby Meals on Wheels Society 9,000 9,000 9,000 13,942 -Burnaby Minor Lacross Association 525 - - - -Burnaby Mountain Hockey Society - - 1,800 - -Burnaby Mountain Secondary School - 200 700 200 -Burnaby Mountain Secondary School Senior Improv Team 1,000 - - - -Burnaby Neighbourhood House Society - - - 21,159 -Burnaby New Westminister Ringette Association 3,000 - 1,340 1,300 -Burnaby North Secondary School Dry Grad 250 - - - -Burnaby Oakeys Minor Softball - 1,000 - - -Burnaby RCMP - Constable Terry Tomfohr Menorial - 2,300 - - -Burnaby School District #41 - 400 - - -Burnaby Senior Fastpitch Association 3,597 - - - -Burnaby Seniors Outreach Services Society 5,857 5,911 6,474 6,525 -Burnaby South Secondary Junior Boys Basketball Team 1,000 - - - -Burnaby Task Force on Homelessness - - 1,500 - -Burnaby Volunteer Citizen Support Services 1,050 2,124 1,050 - -Burnaby Winter Club - Pee-Wee A1 Hockey Team - 2,000 - - -Cameron Seniors Society 910 910 910 910 -Canadian Mental Health Association 8,870 9,013 9,179 9,315 -Canadian National Dance Championship - - 1,000 - -Canadian Red Cross Society 8,835 8,978 9,142 4,639 -Central Park Ciitizen Society 420 385 420 455 -Chaffey Burke Elementary School 1,152 - - - -Chelsea Terrace Tenants Social Committee 980 994 350 980 -Citizen Support Services - - - 1,050 -Cliff Avenue United Girls Soccer Team 1,000 1,000 1,000 - -

76 Operating Plan

SCHEDULE OF DONATION AND GRANT EXPENDITURES

Column1 2011Actual

2012Actual

2013Actual

2014Actual

2015Annual

Coastal Sound International Choral 7,500 - - - -Community Centred College for the Retired 3,473 2,500 1,379 2,500 -Community Living Society - - - 3,997 -Confederation Centre for the Retired 653 - - - -Confederation Seniors Association 1,400 1,400 1,400 1,400 -Crisis Intervention & Suicide Prevention Centre of BC 4,000 4,000 4,000 4,000 -Dania Home Society 350 - - - -Deaf Children's Society of BC 6,744 6,853 6,979 7,082 -Dixon Transition Society - - - 9,843 -Dynamo Swim Club - - - 1,000 -Ecole Marlborough Elementary School - 1,000 - 1,000 -Edmonds Business & Community Association 2,674 110 - - -Edmonds Senior Society 525 651 700 700 -Empty Bowls Project 1,329 - 1,044 - -Fair Haven Super Seniors 266 210 224 175 -Forest Grove Elementary School 1,001 - - - -Fraser Health Healthy Living Trade Show - 880 - - -Gizeh Shriners Club - 252 - - -Heritage BC - - 1,148 - -Immigrant Services Society of BC 6,874 6,985 7,113 7,218 -Kingsway Imperial Neighbourhood Association (KINA) 500 - - - -Knights of Columbus of St. Helen's Church 3,000 - - - -Kwantlen Polytechnic University - - 4,000 - -Lochdale School - 1,000 - - -Maple Leaf Singers 200 200 200 200 -Marguerite Dixon Transition Society 2,733 2,777 2,828 - -Mayors for Peace 1,000 - - - -Metro Ford Soccer Club 175 - - - -Michael J. Fox Theatre Golf Tournament 7,920 8,870 8,229 8,228 -Moscrop Panthers Senior Boys Volleyball Team - 2,000 - - -Moscrop Panthers Senior Girls Volleyball Team - - 1,000 1,000 -Moscrop Secondary School Dry Grad 250 250 - - -Moscrop Secondary School Robotics Club 1,000 - - - -Mountain United FC - Canadian Soccer Associational Nationals - - - 875 -Multilingual Orientation Service Association For Immigrant Communities - - - 8,053 -National Congress of Black Women Foundation - 852 - 639 -National Dance Champion Ships Organization - Team Canada - - - 200 -Neil Squire Society - - - 4,000 -Nikkei National Museum & Cultural Centre - 2,208 - - -New Vista Society 1,890 1,750 140 - -Normanna Society 6,499 - - - -Odyssey of the Mind - - 3,000 - -Parent Support Services Society of BC 100 - - - -Richard Major Art Group 300 300 300 300 -Rotary Club of Burnaby Metrotown 1,510 1,127 2,000 1,670 -Royal Canadian Legion #148 - - 6,226 - -Sakhi 500 - - - -Scouts Canada 5,000 5,000 5,000 5,000 -

Operating Plan 77


78 Operating Plan


Column1 2011Actual

2012Actual

2013Actual

2014Actual

2015Annual

SFU Community Trust 1,000 - - - -SGU Pipe Band Society - - - 400 -Skate Canada - 175 - - -Society for Christian Care of the Elderly - - 840 889 -South Burnaby Metro Club - - 1,000 - -South Burnaby Metro Club U17 Gold Spitfires 1,000 - - - -South Slope Elementary School - 1,000 - 1,000 -South West BC - - 4,000 -St. Matthews Day Care Society 33,043 33,576 34,193 34,698 -St. Thomas Moore Collegiate Knights - 1,000 - - -Stand Up for Mental Health Comedy Society - 1,000 - - -The New Vista Society - - - 1,820 -Tourism Burnaby - Esso Cup - - 13,650 - -U16 Focus Volleyball Club 175 - - - -United Way Fall Campaign Banners - 4,736 5,826 5,546 -Volleyball BC - - 175 - -Volunteer Burnaby 22,925 21,904 22,174 19,402 -Volunteer Grandparents - 411 - - -Volunteer Richmond - 2011 CAVR Program Conference 1,500 - - - -Wildlife Rescue Association of BC 500 5,000 500 7,500 -Young Mens Christian Association (YMCA) of Greater Vancouver - - - 14,537 -In-kind printing grants - various - 561 326 - -Provision for donationas & grants - - - - 384,792TOTAL DONATION & GRANT EXPENDITURES 288,879 308,768 304,097 349,552 384,792

Simon Fraser University Convocation Mall

“I am confident that our many successes in Burnaby and the ongoing exceptional contributions of our citizens, business leaders, and non profits—all supported by our dedicated City staff—will ensure that our City's future is even more promising than its proud and remarkable past.”

Mayor Corrigan

* CITY MANAGER(1.00)

* DEPUTY CITY MANAGER

(27.58)

EXECUTIVE ASSISTANT

(1.08)

* DIRECTOR ENGINEERING

Regular Full Time

Temporary Full Time

Regular Part Time Auxiliary Contract

Integrated Teams TOTAL

Manager's Off ice 5.00 0.08 5.08City Clerk 13.00 1.00 1.56 15.56Citizen Support Services 4.00 2.00 0.02 6.02Human Resources 18.00 5.00 0.51 23.51Legal Services 4.00 1.00 5.00Information Technology 52.00 21.00 4.86 77.86Fire Department 287.00 287.00Library 70.00 65.26 0.48 135.74Police - City Employees 90.00 2.00 0.80 10.42 277.00 24.50 404.72TOTAL 543.00 31.00 67.06 17.93 277.00 24.50 960.49

RCMP REGULAR MEMBERS

* DEPUTY CITY MANAGER

(1.00)

EXECUTIVE ASSISTANT

(1.00)

* DIRECTOR FINANCE

* DIRECTOR PLANNING &

BUILDING

* DIRECTOR PARKS,

RECREATION & CULTURAL

SERVICES

* CHIEF LIBRARIAN

(135.74)

* FIRE CHIEF(287.00)

* OIC RCMP(404.72)

CHIEF INFORMATION

OFFICER(77.86)

DIRECTOR HUMAN

RESOURCES(23.51)

* Members of Management Committee

80 Operating Plan

CITY MANAGER | DEPARTMENTAL ORGANIZATION CHART

City Manager

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES


Manager's Office 963,060 1,190,985 1,127,328 1,079,500 1,102,400

City Clerk 1,446,418 1,546,440 2,416,250 2,418,500 1,703,300

Human Resources 2,809,184 2,758,379 2,889,894 2,692,000 2,961,700

Legal Services 901,586 1,962,632 709,420 1,113,800 1,370,600

Citizen Support Services 376,243 513,961 710,679 618,600 765,600

Fire 38,066,817 36,197,856 36,341,056 36,154,700 36,394,300

Police 50,351,913 47,392,216 50,591,857 54,818,200 55,688,900

Library 11,784,896 12,032,642 12,249,590 12,711,300 12,985,300



REVENUE


Manager's Office - - - - -

City Clerk - - - (500) (500)

Human Resources (172,572) (30,515) (25,162) (38,500) (38,500)

Legal Services (87,126) (459,978) (333,142) (70,200) (70,200)

Citizen Support Services (38,228) (52,563) (173,889) (242,600) (301,000)

Fire (156,408) (173,738) (361,397) (216,600) (157,600)

Police (4,660,356) (2,584,552) (3,752,420) (3,730,900) (3,891,000)

Library (1,401,748) (1,110,380) (1,126,639) (1,113,300) (1,040,300)


Stabilization & Surplus (510,854) (576,676) (1,470,445) (1,600,900) (3,553,500)

Total Revenue (7,027,292) (4,988,402) (7,248,094) (7,013,500) (9,052,600)



City Manager

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES


Manager's Office 963,060 1,190,985 1,127,328 1,079,500 1,102,400

City Clerk 1,446,418 1,546,440 2,416,250 2,418,500 1,703,300

Human Resources 2,809,184 2,758,379 2,889,894 2,692,000 2,961,700

Legal Services 901,586 1,962,632 709,420 1,113,800 1,370,600


Fire 38,066,817 36,197,856 36,341,056 36,154,700 36,394,300

Police 50,351,913 47,392,216 50,591,857 54,818,200 55,688,900

Library 11,784,896 12,032,642 12,249,590 12,711,300 12,985,300



REVENUE



City Clerk - - - (500) (500)

Human Resources (172,572) (30,515) (25,162) (38,500) (38,500)

Legal Services (87,126) (459,978) (333,142) (70,200) (70,200)


Fire (156,408) (173,738) (361,397) (216,600) (157,600)

Police (4,660,356) (2,584,552) (3,752,420) (3,730,900) (3,891,000)

Library (1,401,748) (1,110,380) (1,126,639) (1,113,300) (1,040,300)



Total Revenue (7,027,292) (4,988,402) (7,248,094) (7,013,500) (9,052,600)



City Manager

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES


Manager's Office 963,060 1,190,985 1,127,328 1,079,500 1,102,400

City Clerk 1,446,418 1,546,440 2,416,250 2,418,500 1,703,300

Human Resources 2,809,184 2,758,379 2,889,894 2,692,000 2,961,700

Legal Services 901,586 1,962,632 709,420 1,113,800 1,370,600


Fire 38,066,817 36,197,856 36,341,056 36,154,700 36,394,300

Police 50,351,913 47,392,216 50,591,857 54,818,200 55,688,900

Library 11,784,896 12,032,642 12,249,590 12,711,300 12,985,300



REVENUE



City Clerk - - - (500) (500)

Human Resources (172,572) (30,515) (25,162) (38,500) (38,500)

Legal Services (87,126) (459,978) (333,142) (70,200) (70,200)


Fire (156,408) (173,738) (361,397) (216,600) (157,600)

Police (4,660,356) (2,584,552) (3,752,420) (3,730,900) (3,891,000)

Library (1,401,748) (1,110,380) (1,126,639) (1,113,300) (1,040,300)



Total Revenue (7,027,292) (4,988,402) (7,248,094) (7,013,500) (9,052,600)



Operating Plan 81

CITY MANAGER | SUMMARY

The City Manager is the Chief Administrative Officer for the City and makes recommendations to Council.

CITY MANAGER(1.00)

DEPUTY CITY MANAGER

(1.00)

EXECUTIVE ASSISTANT

(1.08)

Regular Full Time Auxiliary TOTAL

City Manager's Off ice 2.00 0.08 2.08Deputy City Manager 2.00 2.00Deputy City Manager - 2 1.00 1.00TOTAL 5.00 0.08 5.08

DEPUTY CITY MANAGER

(1.00)

EXECUTIVE ASSISTANT

(1.00)

82 Operating Plan

CITY MANAGER’S OFFICE | DEPARTMENTAL ORGANIZATION CHART

City Manager's Office

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

City Manager's Office 963,060 1,087,398 1,093,848 1,079,500 1,102,400

Filming Coordination 107,095 103,587 33,480 28,600 -


REVENUE

Filming Coordination (13,667) (4,014) - - -

Total Revenue (13,667) (4,014) - - -




2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES




REVENUE


Total Revenue (13,667) (4,014) - - -




2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES




REVENUE


Total Revenue (13,667) (4,014) - - -



Operating Plan 83

CITY MANAGER’S OFFICE | SUMMARY

The City Manager’s Office directs and provides leadership to the operations of the City and is responsible for implementing City policies.

DEPUTY CITY MANAGER

ADMINISTRATIVE OFFICER 1(3.00)

RECORDS & INFORMATION

ADMINISTRATOR(2.00)

CITY CLERK(1.00)

DEPUTY CITY CLERK(1.00)

MUNICIPAL ARCHIVIST(1.00)

COUNCIL SUPPORT ASSISTANT

(4.69)

ARCHIVAL ASSISTANT

(1.00)

Regular Full Time

Temporary Full Time Auxiliary TOTAL

City Clerk 2.00 1.00 0.18 3.18Clerk's Administration 8.00 0.51 8.51City Archive Operation 2.00 0.87 2.87Deputy City Clerk 1.00 1.00TOTAL 13.00 1.00 1.56 15.56

CLERK TYPIST 2(0.87)

ELECTIONS SUPERVISOR(1.00)

DEPUTY CITY MANAGER

ADMINISTRATIVE OFFICER 1(3.00)

RECORDS & INFORMATION

ADMINISTRATOR(2.00)

CITY CLERK(1.00)

DEPUTY CITY CLERK(1.00)

MUNICIPAL ARCHIVIST(1.00)

COUNCIL SUPPORT ASSISTANT

(4.69)

ARCHIVAL ASSISTANT

(1.00)

Regular Full Time


City Clerk 2.00 1.00 0.18 3.18Clerk's Administration 8.00 0.51 8.51City Archive Operation 2.00 0.87 2.87Deputy City Clerk 1.00 1.00TOTAL 13.00 1.00 1.56 15.56

CLERK TYPIST 2(0.87)

ELECTIONS SUPERVISOR(1.00)

84 Operating Plan

CITY CLERK | DEPARTMENTAL ORGANIZATION CHART

City Clerk

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Clerk's Office 1,187,322 1,247,379 1,213,095 1,196,400 1,362,000

Elections 23,725 39,299 951,846 968,900 57,600

City Archives Operations 235,371 259,763 251,309 253,200 283,700


REVENUE

Clerk's Office - - - (500) (500)

Stabilization & Surplus (79,707) - (950,241) (940,800) (266,600)

Total Revenue (79,707) - (950,241) (941,300) (267,100)



City Clerk

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Clerk's Office 1,187,322 1,247,379 1,213,095 1,196,400 1,362,000

Elections 23,725 39,299 951,846 968,900 57,600



REVENUE

Clerk's Office - - - (500) (500)


Total Revenue (79,707) - (950,241) (941,300) (267,100)



City Clerk

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Clerk's Office 1,187,322 1,247,379 1,213,095 1,196,400 1,362,000

Elections 23,725 39,299 951,846 968,900 57,600



REVENUE

Clerk's Office - - - (500) (500)


Total Revenue (79,707) - (950,241) (941,300) (267,100)



Operating Plan 85

CITY CLERK | SUMMARY

The Office of the City Clerk’s Division guides and facilitates the efficient and effective delivery of administrative, legislative and support services for Council, Council Committees, the City and Public.

DEPUTY CITY MANAGER

Regular Full Time


Citizen Support Services 4.00 2.00 0.02 6.02TOTAL 4.00 2.00 0.02 6.02

ADMINISTRATOR COMMUNITY VOLUNTEER RESOURCES

(1.00)

COORDINATOR COMMUNITY VOLUNTEER RESOURCES

(3.00)

CLERICAL STAFF(2.02)

86 Operating Plan

CITIZEN SUPPORT SERVICES | DEPARTMENTAL ORGANIZATION CHART

Citizen Support Services

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Citizen's Support 340,777 470,887 541,137 479,700 463,100

Citizen's Support Programs 35,467 43,074 169,543 138,900 302,500

Total Expenditures 376,244 513,961 710,679 618,600 765,600

REVENUE

Citizen's Support (900) - - (85,300) -

Citizen's Support Programs (37,328) (52,563) (173,889) (157,300) (301,000)

Total Revenue (38,228) (52,563) (173,889) (242,600) (301,000)

FUNDING REQUIREDProvision From General Revenue 338,016 461,398 536,790 376,000 464,600



2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES




REVENUE



Total Revenue (38,228) (52,563) (173,889) (242,600) (301,000)




2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES




REVENUE



Total Revenue (38,228) (52,563) (173,889) (242,600) (301,000)



Operating Plan 87

CITIZEN SUPPORT SERVICES | SUMMARY

Citizen Support Services Division manages volunteers in programs, such as the Better At Home program, designed to help seniors remain at home, assists public health nurses at clinics throughout Burnaby and provides gentle support to new mothers.

DEPUTY CITY MANAGER

PROPERTY NEGOTIATORS

(2.00)

Regular Full Time

Regular Part Time TOTAL

Legal Services 4.00 1.00 5.00TOTAL 4.00 1.00 5.00

CLERICALSTAFF(0.40)

LEGALASSISTANTS

(1.60)

CITY SOLICITOR(1.00)

88 Operating Plan

LEGAL SERVICES | DEPARTMENTAL ORGANIZATION CHART

Legal Services

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Legal 901,586 1,962,632 709,420 1,113,800 1,370,600

Total Expenditures 901,586 1,962,632 709,420 1,113,800 1,370,600

REVENUE

Legal (87,126) (459,978) (333,142) (70,200) (70,200)

Stabilization & Surplus - - - - (56,000)

(56,000)(56,000)(56,000)

Total Revenue (87,126) (459,978) (333,142) (70,200) (126,200)

FUNDING REQUIREDProvision From General Revenue 814,460 1,502,654 376,278 1,043,600 1,244,400


Legal Services

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Legal 901,586 1,962,632 709,420 1,113,800 1,370,600


REVENUE

Legal (87,126) (459,978) (333,142) (70,200) (70,200)


(56,000)(56,000)(56,000)

Total Revenue (87,126) (459,978) (333,142) (70,200) (126,200)



Legal Services

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Legal 901,586 1,962,632 709,420 1,113,800 1,370,600


REVENUE

Legal (87,126) (459,978) (333,142) (70,200) (70,200)


(56,000)(56,000)(56,000)

Total Revenue (87,126) (459,978) (333,142) (70,200) (126,200)



Operating Plan 89

LEGAL SERVICES | SUMMARY

The Legal Services Division is responsible for providing legal services to City Council and other City Departments on matters affecting the City.

MANAGER COMPENSATION

(1.00)

HUMAN RESOURCES DIRECTOR(1.00)

MANAGER EMPLOYMENT

SERVICES(1.00)

SENIOR HR ADVISOR(1.00)

HR SYSTEMS SPECIALIST

(1.00)

HR ADVISORS(2.00)

MANAGER OCCUPATIONAL

HEALTH & RETURN TO

WORK(1.00)

MANAGER TRAINING &

ORGANIZATIONAL DEVELOPMENT

(1.00)

ADMINISTRATOR BMBS(1.00)

BMBS ASSISTANT(1.22)

BURNABY MUNICIPAL BENEFIT SOCIETY

DIRECTORS

Regular Full Time


Human Resources 10.00 2.00 0.29 12.29Labour Relations, Occupational Health & Safety

4.00 3.00 7.00

Training & Organizational Development 2.00 2.00

Benefits (BMBS) 2.00 0.22 2.22

TOTAL 18.00 5.00 0.51 23.51

HR ASSISTANT RETURN TO

WORK(1.00)

HR SYSTEMS ANALYST(2.00)

HR ADVISOR TRAINING(1.00)

HR ASSISTANT LABOUR

RELATIONS(1.00)

ASSISTANT HUMAN RESOURCES DIRECTOR

(1.00)

HR ADVISOR RECRUITMENT

(4.00)

HR ASSISTANT(1.00)

HR CLERK(0.29)

SAFETY COORDINATOR

(1.00)

90 Operating Plan

HUMAN RESOURCES | DEPARTMENTAL ORGANIZATION CHART

Human Resources

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Human Resource Services 1,868,533 1,819,193 1,632,286 1,525,600 1,482,400

Occupational Health & Safety 434,381 464,417 638,752 565,800 811,600

Benefits Administration 126,701 140,505 172,780 133,800 195,500

Training & Organizational Development 379,569 334,264 446,077 466,800 472,200


REVENUE

Human Resource Services (172,572) (30,515) (25,162) (18,500) (25,000)

Training & Organizational Development - - - (20,000) (13,500)

Stabilization & Surplus (22,836) - - - (124,300)

Total Revenue (195,408) (30,515) (25,162) (38,500) (162,800)



Human Resources

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES






REVENUE




Total Revenue (195,408) (30,515) (25,162) (38,500) (162,800)



Human Resources

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES






REVENUE




Total Revenue (195,408) (30,515) (25,162) (38,500) (162,800)



Operating Plan 91

HUMAN RESOURCES | SUMMARY

The Human Resources Department strives to maintain success for the City, and its managers and employees alike by supporting staff to work towards positive outcomes and in the interest of the City.

CHIEF INFORMATION OFFICER(1.00)

Regular Full Time

TemporaryFull Time Auxiliary TOTAL

IT Administration 1.00 1.00IT Program Delivery 10.00 14.00 3.47 27.47IT Business Solutions & Support 20.00 4.00 0.39 24.39IT Infrastructure 21.00 3.00 1.00 25.00TOTAL 52.00 21.00 4.86 77.86

DEPUTY DIRECTOR INFORMATION TECHNOLOGY –

PROGRAM DELIVERY(1.00)

PROJECT SUPPORT(8.56)


BUSINESS SOLUTIONS & SUPPORT(1.00)


INFRASTRUCTURE(1.00)

TRAINING & BUSINESS PROCESS CHANGE

(7.00)

QUALITY ASSURANCE(7.00)

HELP DESK(3.00)

WEB/PORTAL(3.91)

DEVELOPMENT & CUSTOMER INTERACTION

(1.50)

REVENUE & EXPENDITURE(5.00)

PROPERTY APPLICATIONS(4.08)

REPORTING & DEPARTMENTAL APPLICATIONS

(7.81)

TECHNICAL APPLICATIONS(5.00)

DATABASE ADMINISTRATION(2.00)

TECHNICAL INFRASTRUCTURE(10.00)

DESKTOP & COMMUNICATIONS SUPPORT(9.00)

CHIEF INFORMATION OFFICER(1.00)

Regular Full Time

TemporaryFull Time Auxiliary TOTAL

IT Administration 1.00 1.00IT Program Delivery 10.00 14.00 3.47 27.47IT Business Solutions & Support 20.00 4.00 0.39 24.39IT Infrastructure 21.00 3.00 1.00 25.00TOTAL 52.00 21.00 4.86 77.86


PROGRAM DELIVERY(1.00)

PROJECT SUPPORT(8.56)


BUSINESS SOLUTIONS & SUPPORT(1.00)


INFRASTRUCTURE(1.00)

TRAINING & BUSINESS PROCESS CHANGE

(7.00)

QUALITY ASSURANCE(7.00)

HELP DESK(3.00)

WEB/PORTAL(3.91)

DEVELOPMENT & CUSTOMER INTERACTION

(1.50)

REVENUE & EXPENDITURE(5.00)

PROPERTY APPLICATIONS(4.08)

REPORTING & DEPARTMENTAL APPLICATIONS

(7.81)

TECHNICAL APPLICATIONS(5.00)

DATABASE ADMINISTRATION(2.00)

TECHNICAL INFRASTRUCTURE(10.00)

DESKTOP & COMMUNICATIONS SUPPORT(9.00)

92 Operating Plan

INFORMATION TECHNOLOGY | DEPARTMENTAL ORGANIZATION CHART

Information Technology 2012

Actuals 2013

Actuals 2014


2015 * Annual

EXPENDITURESInformation Technology

IT Administration 691,904 270,082 708,000 226,800 266,600

IT Business Solution & Support 4,796,682 7,448,356 8,179,813 6,923,500 9,872,700

IT Infrastructure 6,812,399 6,617,206 6,525,029 7,177,500 7,976,800

IT Program Delivery 3,687,252 1,291,923 5,709,893 1,834,700 3,028,900


Stabilization & Surplus

Information Technology

- -

-

- - -

(4,720,804) (5,000)

(30,000) (2,482,100)

Total Revenue - - (4,725,804) (30,000) (2,482,100)



REVENUE

Operating Plan 93

INFORMATION TECHNOLOGY | SUMMARY

The Information Technology Department provides city-wide support and services for technology and telecommunications that enables citizens, businesses and staff to access City services and information electronically.

LIBRARIAN-TECHNICAL

(CATALOGUING)(9.07)

LIBRARIAN-TECHNICAL

(ACQUISITIONS)(5.60)

FINANCE & ADMINISTRATION

SERVICES MANAGER(7.48)

SYSTEMSLIBRARIAN

(3.00)

CHILDREN’S & TEEN SERVICES

LIBRARIAN(3.21)

COMMUNITY OUTREACH

LIBRARIAN / HOME LIBRARY SERVICE

(3.71)

CHIEF LIBRARIAN(1.00)

LIBRARY BOARD

Regular Full Time

Regular Part Time Auxiliary TOTAL

Metrotow n 22.00 26.92 0.14 49.06McGill 10.00 12.85 22.85Tommy Douglas 8.00 11.09 0.15 19.24Cameron 5.00 6.52 11.52Home Library Service 2.00 1.60 0.11 3.71Cataloguing 7.00 2.07 9.07Acquisitions 5.00 0.60 5.60Finance & Administration 7.00 1.40 0.08 8.48Systems 3.00 3.00Children's & Teen Services 1.00 2.21 3.21TOTAL 70.00 65.26 0.48 135.74

DEPUTY CHIEF LIBRARIAN

(1.00)

BOB PRITTIEMETROTOWN

(48.06)

MCGILL LIBRARIAN(22.85)

TOMMY DOUGLAS LIBRARIAN(19.24)

CAMERON LIBRARIAN(11.52)

REFERENCE LIBRARIAN

FICTION / AVLIBRARIAN

LIBRARIAN-TECHNICAL

(CATALOGUING)(9.07)

LIBRARIAN-TECHNICAL

(ACQUISITIONS)(5.60)

FINANCE & ADMINISTRATION

SERVICES MANAGER(7.48)

SYSTEMSLIBRARIAN

(3.00)

CHILDREN’S & TEEN SERVICES

LIBRARIAN(3.21)

COMMUNITY OUTREACH

LIBRARIAN / HOME LIBRARY SERVICE

(3.71)

CHIEF LIBRARIAN(1.00)

LIBRARY BOARD

Regular Full Time


Metrotow n 22.00 26.92 0.14 49.06McGill 10.00 12.85 22.85Tommy Douglas 8.00 11.09 0.15 19.24Cameron 5.00 6.52 11.52Home Library Service 2.00 1.60 0.11 3.71Cataloguing 7.00 2.07 9.07Acquisitions 5.00 0.60 5.60Finance & Administration 7.00 1.40 0.08 8.48Systems 3.00 3.00Children's & Teen Services 1.00 2.21 3.21TOTAL 70.00 65.26 0.48 135.74

DEPUTY CHIEF LIBRARIAN

(1.00)

BOB PRITTIEMETROTOWN

(48.06)

MCGILL LIBRARIAN(22.85)

TOMMY DOUGLAS LIBRARIAN(19.24)

CAMERON LIBRARIAN(11.52)

REFERENCE LIBRARIAN

FICTION / AVLIBRARIAN

94 Operating Plan

LIBRARY | DEPARTMENTAL ORGANIZATION CHART

Metrotown

2012Actuals

2013Actuals

2014Actuals

2014*Annual

2015*Annual

EXPENDITURES

Branch Services 8,659,826 8,824,312 9,101,210 9,465,100 9,591,000System Services 2,335,313 2,427,508 2,376,229 2,416,700 2,551,100Technical Services 789,757 780,821 772,150 829,400 843,200

E 003,589,21002,117,21095,942,21246,230,21698,487,11SERUTIDNEPXE LATOT

REVENUE

Branch Services (322,331) (305,698) (288,368) (307,000) (262,900)System Services (1,059,558) (804,682) (838,271) (806,300) (777,400)Technical Services (19,859) - - - - Stabilization & Surplus (408,312) (524,753) (400,204) (475,000) (539,500)

R )008,975,1()003,885,1()348,625,1()331,536,1()060,018,1(EUNEVER LATOT

FUNDING REQUIREDPROVISION FROM GENERAL REVENUE 9,974,836 10,397,509 10,722,747 11,122,900 11,405,500


Operating Plan 95

LIBRARY | SUMMARY

The Burnaby Public Library provides access to a rich array of the world’s stories, ideas, and information.

FIRE CHIEF(1.00)

FIRE INSPECTORS(4.00)

DEPUTY FIRE CHIEF(ADMINISTRATION)

(1.00)

Regular Full Time TOTAL

Fire 1.00 1.00Staff Off icer 1.00 1.00Fire Administration 5.00 5.00Fire Prevention 9.00 9.00Firefighting 265.00 265.00Mechanical Services 3.00 3.00Fire Training 3.00 3.00TOTAL 287.00 287.00

DEPUTY FIRE CHIEF(PLANNING & LOGISTICS)

(1.00)

DEPUTY FIRE CHIEF(OPERATIONS)

(1.00)

CHIEF FIRE PREVENTION OFFICER

(1.00)

CAPTAIN FIRE PREVENTION

(3.00)

ADMINISTRATIVEASSISTANT

(1.00)

ASSISTANT FIRE CHIEFS

(4.00)

FIRE CAPTAINS(42.00)

CHIEF MECHANIC(1.00)

CHIEF TRAININGOFFICER(1.00)

ASSISTANT CHIEF TRAINING OFFICER

(1.00)

CAPTAIN TRAINING(1.00)

ADMINISTRATIVE CLERKS(3.00)

DATA ENTRYCLERK(1.00)

MECHANICS(2.00)

FIRE LIEUTENANTS(29.00)

FIREFIGHTERS(189.00)

FIRE CHIEF(1.00)

FIRE INSPECTORS(4.00)

DEPUTY FIRE CHIEF(ADMINISTRATION)

(1.00)

Regular Full Time TOTAL

Fire 1.00 1.00Staff Off icer 1.00 1.00Fire Administration 5.00 5.00Fire Prevention 9.00 9.00Firefighting 265.00 265.00Mechanical Services 3.00 3.00Fire Training 3.00 3.00TOTAL 287.00 287.00

DEPUTY FIRE CHIEF(PLANNING & LOGISTICS)

(1.00)

DEPUTY FIRE CHIEF(OPERATIONS)

(1.00)

CHIEF FIRE PREVENTION OFFICER

(1.00)

CAPTAIN FIRE PREVENTION

(3.00)

ADMINISTRATIVEASSISTANT

(1.00)

ASSISTANT FIRE CHIEFS

(4.00)

FIRE CAPTAINS(42.00)

CHIEF MECHANIC(1.00)

CHIEF TRAININGOFFICER(1.00)

ASSISTANT CHIEF TRAINING OFFICER

(1.00)

CAPTAIN TRAINING(1.00)

ADMINISTRATIVE CLERKS(3.00)

DATA ENTRYCLERK(1.00)

MECHANICS(2.00)

FIRE LIEUTENANTS(29.00)

FIREFIGHTERS(189.00)

96 Operating Plan

FIRE | DEPARTMENTAL ORGANIZATION CHART

Fire

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Administration 1,007,187 991,001 1,006,621 1,023,500 1,032,200

Prevention 1,198,196 1,232,616 1,071,542 1,208,900 1,214,300

Training 534,987 535,327 642,075 654,200 584,200

Fire Fighting 32,406,950 30,523,947 30,679,587 30,484,600 30,808,400

Firehalls Station Operations 863,025 833,916 913,659 777,600 752,100

Mechanical Services 2,056,472 2,081,049 2,027,572 2,005,900 2,003,100


REVENUE

Administration (7,879) (15,328) - (57,500) (26,500)

Prevention (109,808) (140,328) (147,705) (130,600) (130,600)

Training (31,395) (18,082) (212,765) (28,000) -

Fire Fighting - - - (500) (500)

Mechanical Services (7,325) - (927) - -

Stabilization & Surplus - (32,658) (120,000) (155,000) (85,000)

Total Revenue (156,407) (206,396) (481,397) (371,600) (242,600)



Fire

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Administration 1,007,187 991,001 1,006,621 1,023,500 1,032,200

Prevention 1,198,196 1,232,616 1,071,542 1,208,900 1,214,300

Training 534,987 535,327 642,075 654,200 584,200

Fire Fighting 32,406,950 30,523,947 30,679,587 30,484,600 30,808,400




REVENUE

Administration (7,879) (15,328) - (57,500) (26,500)

Prevention (109,808) (140,328) (147,705) (130,600) (130,600)

Training (31,395) (18,082) (212,765) (28,000) -

Fire Fighting - - - (500) (500)



Total Revenue (156,407) (206,396) (481,397) (371,600) (242,600)



Fire

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Administration 1,007,187 991,001 1,006,621 1,023,500 1,032,200

Prevention 1,198,196 1,232,616 1,071,542 1,208,900 1,214,300

Training 534,987 535,327 642,075 654,200 584,200

Fire Fighting 32,406,950 30,523,947 30,679,587 30,484,600 30,808,400




REVENUE

Administration (7,879) (15,328) - (57,500) (26,500)

Prevention (109,808) (140,328) (147,705) (130,600) (130,600)

Training (31,395) (18,082) (212,765) (28,000) -

Fire Fighting - - - (500) (500)



Total Revenue (156,407) (206,396) (481,397) (371,600) (242,600)



Operating Plan 97

FIRE | SUMMARY

The Burnaby Fire Department is committed to providing the highest level of fire related emergency services to protect life and property in the City.

OFFICER IN CHARGEBURNABY DETACHMENT

(1.00 R/M)

EXECUTIVE NCO(1.00 R/M)

Strategic Planning (1.00 R/M)Professional Standards (2.00 R/M)Media Relations Officer (1.00 R/M)Communications Strategist (1.00 C/E)Crime Analyst (1.00 C/E)

EXECUTIVE ASSISTANT(1.00 C/E)

OPERATIONS OFFICER /ASSISTANT OIC

(1.00 R/M)

ADMIN SERVICES OFFICER(1.00 R/M)

ICARS (Integrated Collision Analyst/Reconstruction)

(2.10 R/M)

POLICE DOG SERVICE(4.60 R/M)

FORENSIC IDENTIFICATION(7.10 R/M, 1.00 C/E)

ERT (EmergencyResponse Team)

(4.10 R/M)

IHIT (Integrated Homicide Investigation Team)

(6.60 R/M)

COMMUNITY PROGRAMS OFFICER

(1.00 R/M)

INVESTIGATIVE SERVICES OFFICER

(1.00 R/M)

COMMUNITY PROGRAMS ADVISORY NCO

(1.00 R/M)

INVESTIGATIVE SERVICES TEAM LEADERS

(2.00 R/M)

ASSISTANT OPERATIONS OFFICER / DUTY OFFICER

(1.00 R/M)

OPERATIONS ADVISORY NCO

(1.00 R/M)

Client Services (3.00 R/M, 46.07 C/E)

Training (4.00 R/M)Member Services (1.00 R/M)Financial Services (6.60 C/E)IT Support (5.00 C/E)

A Watch (27.00 R/M, 1.36 C/E)B Watch (27.00 R/M, 1.37 C/E)C Watch (27.00 R/M, 1.37 C/E)D Watch (27.00 R/M, 1.36 C/E)Traffic Services (26.00 R/M, 1.00 C/E)Detention (5.14 C/E)Exhibits (1.00 R/M, 3.50 C/E)

District CPO Ops NCO (21.00 R/M, 4.96 C/E)Youth/SLO (10.00 R/M)P.O.S.T (13.00 R/M)Emergency & Major (1.00 R/M)Event ManagementCP/VS (2.00 R/M, 14.49 C/E)Crime Analyst (1.00 C/E)

Serious Crime (11.00 R/M)Investigative Services Team (19.00 R/M)General GIS (13.00 R/M, 2.00 C/E)Strike Force (13.00 R/M)Drugs (13.00 R/M, 1.00 C/E)Criminal Intelligence (2.00 R/M)Major Case Management (2.00 C/E)Crime Analyst (1.00 C/E)

ADMIN SERVICES ADVISORY NCO

(1.00 R/M)

Regular Full Time

Temporary Full Time

Regular Part Time Auxiliary

Regular Members TOTAL

Officer in Charge 1.00 1.00Executive 3.00 5.00 8.00Operations Officer 2.00 2.00Assistant Operations Officer 11.00 2.00 0.40 1.70 136.00 151.10Community Programs Officer 17.00 3.45 49.00 69.45Investigative Services Officer 6.00 74.00 80.00Administrative Services Officer 52.00 0.40 5.27 10.00 67.67Integrated teams 1.00 24.50 25.50TOTAL 90.00 2.00 0.80 10.42 301.50 404.72

City Employees RCMP Contract

LEGEND

OIC Officer in ChargeNCO Non-Commissioned OfficerR/M Contract Regular MemberC/E City Employee

98 Operating Plan

POLICE | DEPARTMENTAL ORGANIZATION CHART

Police

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

RCMP Contract 39,589,807 37,252,734 39,658,166 43,284,400 43,784,300

Business Services 1,921,856 1,608,304 3,950,185 3,739,800 3,747,000

Information Technology 503,639 556,756 506,088 588,400 600,100

Block Watch Program 49,255 1,007 472 - -

Police Community Programs & City Svcs 3,228,285 3,553,092 3,582,381 4,078,300 4,299,400

Police Records Management 1,959,540 1,962,857 2,678,679 3,127,100 3,258,100

Police Support Services 3,099,531 2,457,466 215,886 - -


REVENUE

Business Services (4,008,520) (2,021,153) (3,160,622) (3,152,700) (3,315,700)

Information Technology (45,309) (4,795) (2,315) - -

Block Watch Program (590) - - - -

Police Community Programs & City Svcs (467,970) (469,991) (513,299) (513,200) (510,300)

Police Records Management (68,378) (71,160) (76,184) (65,000) (65,000)

Police Support Services (69,589) (17,452) - - -

Stabilization & Surplus - (19,265) - - -

Total Revenue (4,660,356) (2,603,816) (3,752,420) (3,730,900) (3,891,000)



Police

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

RCMP Contract 39,589,807 37,252,734 39,658,166 43,284,400 43,784,300








REVENUE








Total Revenue (4,660,356) (2,603,816) (3,752,420) (3,730,900) (3,891,000)



Police

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

RCMP Contract 39,589,807 37,252,734 39,658,166 43,284,400 43,784,300








REVENUE








Total Revenue (4,660,356) (2,603,816) (3,752,420) (3,730,900) (3,891,000)



Operating Plan 99

POLICE | SUMMARY

The Burnaby Royal Canadian Mounted Police consults with communities about their unique public safety concerns. They are the second largest detachment in Canada.

DIRECTOR FINANCE(1.00)

MANAGER RISK, INSURANCE &

CLAIMS(1.00)

Regular Full Time

Temporary Full Time


Administration & Internal Control 17.00 5.00 0.80 3.43 26.23Financial Services 19.00 6.00 0.69 6.87 32.55Materials Management 32.00 1.60 0.79 3.81 38.20Licence & Property Management 15.00 1.59 1.63 18.22Revenue Services 17.00 7.00 4.58 28.58Treasury Services 2.00 2.00 0.36 4.36

TOTAL 102.00 23.19 2.28 20.68 148.14

ASSISTANT DIRECTOR FINANCIAL

PLANNING & CAPITAL EQUITY

(1.00)

PURCHASING MANAGER

(1.00)

CHIEF LICENCE INSPECTOR

(1.00)

ASSISTANT DIRECTOR REVENUE SERVICES(1.00)

INTERNAL AUDIT(5.00)

RISKMANAGEMENT

(1.00)

RISK MANAGEMENT &

EMERGENCY PLANNING

FINANCIAL PLANNING &

CAPITAL EQUITY

FINANCIAL SERVICES

MATERIALS MANAGEMENT

BUSINESS LICENCE & PROPERTY

MANAGEMENT

DEPUTY DIRECTOR FINANCE(1.00)

EMERGENCY PREPAREDNESS

(2.85)

ASSET MANAGEMENT

(5.00)

REPORTING & ANALYSIS

(5.38)

ACCOUNTING(13.64)

PAYROLL(10.91)

BUSINESS PROCESS

& APPLICATION SUPPORT(8.00)

PURCHASING(1.00)

BUYING GROUP(13.39)

STORES(15.81)

PRINTSHOP(7.00)

REAL PROPERTY ADMINISTRATION

(2.00)

PROPERTY COORDINATION

(6.00)

ANIMAL CONTROL(0.22)

REVENUESERVICES(5.00)

TREASURY OPERATIONS

(3.36)

MASTER DATA MANAGEMENT

(2.00)

PROPERTY TAX & UTILITIES(20.58)

ADMINISTRATIVE STAFF(3.00)

FINANCIAL SERVICES

ADMINISTRATION & INTERNAL CONTROL

ADMINISTRATION(9.00)

ASSISTANT DIRECTOR TREASURY SERVICES(1.00)

TREASURY SERVICES

REVENUE SERVICES

FINANCE | DEPARTMENTAL ORGANIZATION CHART

Finance 2012

Actuals 2013

Actuals 2014


2015 * Annual

EXPENDITURES

Administration & Internal Control 2,958,475 3,825,515 3,453,961 3,669,100 3,805,400

Finance Administration 599,634 680,318 976,850 713,700 832,400

Financial Planning 1,200,921 1,715,630 1,411,126 1,450,200 1,373,100

Internal Audit 655,841 840,241 654,590 862,600 921,600

Risk Management 502,078 589,326 565,199 642,700 678,300

Financial Services 1,723,438 1,709,794 2,424,705 2,391,500 2,432,900

Accounting Services 923,628 922,876 1,656,338 1,503,800 1,531,600

Payroll Services 799,810 786,919 768,367 887,700 901,300

Materials Management 2,517,999 2,556,797 2,638,756 2,940,500 3,229,300

Printshop 304,736 280,788 324,052 331,500 323,500

Purchasing 977,365 1,067,569 1,123,130 1,225,200 1,484,800

Stores 1,235,897 1,208,440 1,191,574 1,383,700 1,421,000

Licence & Property Management 7,581,317 7,868,031 7,977,775 7,841,000 8,049,500

Animal Control 571,510 587,163 586,106 600,800 600,800

Licence 1,310,795 1,440,168 1,352,407 1,517,400 1,816,700

Property Management 5,699,012 5,840,700 6,039,262 5,722,700 5,632,000

Revenue Services 2,064,031 2,339,591 2,635,750 2,985,800 3,459,000

Investment Operations 293,392 444,884 621,633 796,300 818,600

Master Data Management 116,550 117,788 69,977 165,100 168,300

Revenue Services - Administration 157,104 186,949 319,655 304,400 649,900

Tax Office 1,496,984 1,589,970 1,624,484 1,720,000 1,822,200


REVENUE

Administration & Internal Control (180,583) (185,481) (170,101) (153,800) (170,000)

Materials Management (240,619) (244,518) (265,549) (247,500) (249,500)

Licence & Property Management (11,819,628) (12,168,119) (12,445,243) (11,944,600) (12,300,500)

Animal Control (167,397) (190,162) (186,546) (179,000) (179,000)

Licence (2,633,982) (2,655,915) (2,709,493) (2,605,600) (2,605,600)

Property Management (9,018,249) (9,322,041) (9,549,204) (9,160,000) (9,515,900)

Revenue Services (265,213) (325,972) (352,154)

(153,804)

(325,600) (325,600)

Stabilization & Surplus - (143,413) (460,000) (710,900)

Total Revenue (12,506,043) (13,067,503) (13,386,851) (13,131,500) (13,756,500)



Finance 2012

Actuals 2013

Actuals 2014


2015 * Annual

EXPENDITURES




Internal Audit 655,841 840,241 654,590 862,600 921,600

Risk Management 502,078 589,326 565,199 642,700 678,300





Printshop 304,736 280,788 324,052 331,500 323,500

Purchasing 977,365 1,067,569 1,123,130 1,225,200 1,484,800

Stores 1,235,897 1,208,440 1,191,574 1,383,700 1,421,000


Animal Control 571,510 587,163 586,106 600,800 600,800

Licence 1,310,795 1,440,168 1,352,407 1,517,400 1,816,700






Tax Office 1,496,984 1,589,970 1,624,484 1,720,000 1,822,200


REVENUE




Animal Control (167,397) (190,162) (186,546) (179,000) (179,000)

Licence (2,633,982) (2,655,915) (2,709,493) (2,605,600) (2,605,600)



(153,804)

(325,600) (325,600)


Total Revenue (12,506,043) (13,067,503) (13,386,851) (13,131,500) (13,756,500)



Finance 2012

Actuals 2013

Actuals 2014


2015 * Annual

EXPENDITURES




Internal Audit 655,841 840,241 654,590 862,600 921,600

Risk Management 502,078 589,326 565,199 642,700 678,300





Printshop 304,736 280,788 324,052 331,500 323,500

Purchasing 977,365 1,067,569 1,123,130 1,225,200 1,484,800

Stores 1,235,897 1,208,440 1,191,574 1,383,700 1,421,000


Animal Control 571,510 587,163 586,106 600,800 600,800

Licence 1,310,795 1,440,168 1,352,407 1,517,400 1,816,700






Tax Office 1,496,984 1,589,970 1,624,484 1,720,000 1,822,200


REVENUE




Animal Control (167,397) (190,162) (186,546) (179,000) (179,000)

Licence (2,633,982) (2,655,915) (2,709,493) (2,605,600) (2,605,600)



(153,804)

(325,600) (325,600)


Total Revenue (12,506,043) (13,067,503) (13,386,851) (13,131,500) (13,756,500)



Operating Plan 101

FINANCE | SUMMARY

102 Operating Plan

The Engineering Department is responsible for ensuring the adequacy and continuity of City infrastructure. The department is dynamic, and adapts to manage changes within the City by using effective and current technologies to ensure top quality service.

Engineering Summary

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Engineering 68,016,527 70,563,848 75,205,275 70,952,200 78,440,800

Utilities 77,192,298 82,399,897 87,234,487 87,185,200 88,516,300

Sanitary Sewer 34,207,343 36,408,021 38,603,115 38,548,600 39,014,200

Waterworks 42,984,955 45,991,876 48,631,372 48,636,600 49,502,100


REVENUE

Engineering (10,543,256) (13,674,750) (17,550,689) (13,917,700) (17,003,200)

Utilities (77,192,298) (82,399,897) (87,234,487) (87,185,200) (88,516,400)

Sanitary Sewer (34,207,343) (36,408,021) (38,603,115) (38,548,600) (39,014,300)

Waterworks (42,984,955) (45,991,876) (48,631,372) (48,636,600) (49,502,100)

Stabilization & Surplus (11,217) (248,970) - (620,000) (2,276,900)

Total Revenue (87,746,771) (96,323,617) (104,785,176) (101,722,900) (107,796,500)



Engineering Summary

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Engineering 68,016,527 70,563,848 75,205,275 70,952,200 78,440,800

Utilities 77,192,298 82,399,897 87,234,487 87,185,200 88,516,300

Sanitary Sewer 34,207,343 36,408,021 38,603,115 38,548,600 39,014,200

Waterworks 42,984,955 45,991,876 48,631,372 48,636,600 49,502,100


REVENUE

Engineering (10,543,256) (13,674,750) (17,550,689) (13,917,700) (17,003,200)

Utilities (77,192,298) (82,399,897) (87,234,487) (87,185,200) (88,516,400)

Sanitary Sewer (34,207,343) (36,408,021) (38,603,115) (38,548,600) (39,014,300)

Waterworks (42,984,955) (45,991,876) (48,631,372) (48,636,600) (49,502,100)


Total Revenue (87,746,771) (96,323,617) (104,785,176) (101,722,900) (107,796,500)



Engineering Summary

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Engineering 68,016,527 70,563,848 75,205,275 70,952,200 78,440,800

Utilities 77,192,298 82,399,897 87,234,487 87,185,200 88,516,300

Sanitary Sewer 34,207,343 36,408,021 38,603,115 38,548,600 39,014,200

Waterworks 42,984,955 45,991,876 48,631,372 48,636,600 49,502,100


REVENUE

Engineering (10,543,256) (13,674,750) (17,550,689) (13,917,700) (17,003,200)

Utilities (77,192,298) (82,399,897) (87,234,487) (87,185,200) (88,516,400)

Sanitary Sewer (34,207,343) (36,408,021) (38,603,115) (38,548,600) (39,014,300)

Waterworks (42,984,955) (45,991,876) (48,631,372) (48,636,600) (49,502,100)


Total Revenue (87,746,771) (96,323,617) (104,785,176) (101,722,900) (107,796,500)



Operating Plan 103

ENGINEERING | SUMMARY

DIRECTOR ENGINEERING(1.00)

ASSISTANT DIRECTOR ASSET MANAGEMENT

(1.00)

Regular Full Time

Temporary Full Time


Engineering Administration 6.00 1.00 7.00Asset Management 19.00 2.00 0.22 21.22Traff ic & Parking Management 20.00 0.86 2.00 22.86Environmental Services 78.00 15.02 93.02Development Services 31.00 1.58 1.65 34.23Facilities Management 37.00 1.00 4.18 42.18Public Works 98.00 14.90 2.35 115.25Sew ers 36.00 4.00 40.00Waterw orks 41.00 9.66 50.66TOTAL 366.00 34.14 0.86 25.42 426.42

ENGINEERING ADMINISTRATION/

BUDGETS(2.00)

ASSISTANT DIRECTOR TRAFFIC & PARKING

MANAGEMENT(1.00)

ASSISTANT DIRECTOR

ENVIRONMENTAL PROTECTION

(1.00)

MANAGER PUBLIC WORKS

OPERATIONS(1.00)

ASSISTANT DIRECTOR FACILITIES

MANAGEMENT(1.00)

ASSISTANT DIRECTOR

DEVELOPMENT SERVICES &

INFRASTRUCTURE PLANNING

(1.00)

DEPUTY DIRECTOR ENGINEERING

(1.00)

BUSINESS MANAGER -

ENGINEERING(1.00)

SAFETY & SECURITY(2.00)

INFRASTRUCTURE PLANNING ENGINEER(1.00)

ROADS & DRAINAGE ENGINEER(1.00)

WATER & SEWER ENGINEER(1.00)

ASSET MANAGEMENT

(5.22)

ENGINEERING SYSTEMS(12.00)

PUBLIC WORKS ADMINISTRATION

(7.77)

TRAFFIC MANAGEMENT

(6.00)

PARKING MANAGEMENT & TRAFFIC BYLAW

(14.86)

ANTI-GRAFFITI COORDINATOR

(1.00)

ENVIRONMENTAL SERVICES(6.00)

SOLID WASTE & RECYCLING

(74.42)

SIGN & MARKING SHOP

(11.60)

FACILITIES MANAGEMENT

(41.18)

DESIGN(7.00)

SURVEY(10.55)

CONTRACTS(15.68)

ROADS & DRAINAGE(60.90)

WATER(50.66)

SEWERS(40.00)

PUMPS & CONTROLS(10.00)

SHOPS & EQUIPMENT

(35.58)

DIRECTOR ENGINEERING(1.00)

ASSISTANT DIRECTOR ASSET MANAGEMENT

(1.00)

Regular Full Time

Temporary Full Time


Engineering Administration 6.00 1.00 7.00Asset Management 19.00 2.00 0.22 21.22Traff ic & Parking Management 20.00 0.86 2.00 22.86Environmental Services 78.00 15.02 93.02Development Services 31.00 1.58 1.65 34.23Facilities Management 37.00 1.00 4.18 42.18Public Works 98.00 14.90 2.35 115.25Sew ers 36.00 4.00 40.00Waterw orks 41.00 9.66 50.66TOTAL 366.00 34.14 0.86 25.42 426.42

ENGINEERING ADMINISTRATION/

BUDGETS(2.00)

ASSISTANT DIRECTOR TRAFFIC & PARKING

MANAGEMENT(1.00)

ASSISTANT DIRECTOR

ENVIRONMENTAL PROTECTION

(1.00)

MANAGER PUBLIC WORKS

OPERATIONS(1.00)

ASSISTANT DIRECTOR FACILITIES

MANAGEMENT(1.00)

ASSISTANT DIRECTOR

DEVELOPMENT SERVICES &

INFRASTRUCTURE PLANNING

(1.00)

DEPUTY DIRECTOR ENGINEERING

(1.00)

BUSINESS MANAGER -

ENGINEERING(1.00)

SAFETY & SECURITY(2.00)

INFRASTRUCTURE PLANNING ENGINEER(1.00)

ROADS & DRAINAGE ENGINEER(1.00)

WATER & SEWER ENGINEER(1.00)

ASSET MANAGEMENT

(5.22)

ENGINEERING SYSTEMS(12.00)

PUBLIC WORKS ADMINISTRATION

(7.77)

TRAFFIC MANAGEMENT

(6.00)

PARKING MANAGEMENT & TRAFFIC BYLAW

(14.86)

ANTI-GRAFFITI COORDINATOR

(1.00)

ENVIRONMENTAL SERVICES(6.00)

SOLID WASTE & RECYCLING

(74.42)

SIGN & MARKING SHOP

(11.60)

FACILITIES MANAGEMENT

(41.18)

DESIGN(7.00)

SURVEY(10.55)

CONTRACTS(15.68)

ROADS & DRAINAGE(60.90)

WATER(50.66)

SEWERS(40.00)

PUMPS & CONTROLS(10.00)

SHOPS & EQUIPMENT

(35.58)

Sewers

104 Operating Plan

ENGINEERING | DEPARTMENTAL ORGANIZATION CHART

Engineering

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EEXPENDITURES

AAdministration (656,447) (580,065) (1,091,589) (790,100) (62,400)

PuPublic Works 38,106,572 39,329,148 43,259,782 39,606,100 45,406,800

DeDevelopmt Srvc & Infrastructure Planning 3,060,622 3,177,593 3,135,937 3,334,200 2,402,100

TrTraffic & Engineering Systems 11,759,290 12,226,250 12,151,977 12,403,600 11,837,200

EnEnvironmental Services 912,313 952,975 1,426,996 770,000 1,678,800

SoSolid Waste & Sign Shop 14,224,772 14,837,256 15,249,406 14,707,600 16,464,500

EnEngineering Administration 609,405 620,691 1,072,766 920,800 713,800

Ex Total Expenditures 68,016,527 70,563,848 75,205,275 70,952,200 78,440,800

RREVENUE

AAdministration (108,154) (93,986) (130,516) (94,100) (93,200)

PuPublic Works (4,224,628) (4,451,354) (6,509,354) (5,298,700) (5,598,700)

DeDevelopmt Srvc & Infrastructure Planning (405,736) (327,906) (204,303) (325,400) (325,000)

TrTraffic & Engineering Systems (2,503,327) (3,232,658) (3,456,126) (2,780,000) (3,202,000)

EnEnvironmental Services (11,204) (59,723) (660,041) (2,300) (362,500)

SoSolid Waste & Sign Shop (3,290,208) (5,509,123) (6,590,348) (5,417,200) (7,421,900)

StStabilization & Surplus (11,217) (248,970) - (620,000) (2,276,900)

Re Total Revenue (10,554,474) (13,923,720) (17,550,689) (14,537,700) (19,280,200)



Engineering

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EEXPENDITURES


PuPublic Works 38,106,572 39,329,148 43,259,782 39,606,100 45,406,800







RREVENUE


PuPublic Works (4,224,628) (4,451,354) (6,509,354) (5,298,700) (5,598,700)






Re Total Revenue (10,554,474) (13,923,720) (17,550,689) (14,537,700) (19,280,200)



Engineering

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EEXPENDITURES


PuPublic Works 38,106,572 39,329,148 43,259,782 39,606,100 45,406,800







RREVENUE


PuPublic Works (4,224,628) (4,451,354) (6,509,354) (5,298,700) (5,598,700)






Re Total Revenue (10,554,474) (13,923,720) (17,550,689) (14,537,700) (19,280,200)



Operating Plan 105

ENGINEERING | DETAILS SUMMARY

Amongst other responsibilities, the Engineering Public Works section provides high quality drinking water and water for fire suppression, as well as the maintenance and construction of the City’s sanitary sewers. Waterworks and Sanitary Sewer information on the following pages

Utilities - Water Works

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Contingency

Contribution to Reserve

-

- - - -

- -

2,347,642

1,235,700 500,000

Water 35,121,667 38,070,342 38,037,029 39,152,800 39,576,500

Water - Meter & Valves 391,875 392,685 392,779 330,600 367,700

Water - Operations, Mtce, & Construction 6,642,042 6,729,551 6,948,022 6,990,700 8,087,000

Water - Pumpstations & PVR's 711,172 778,477 876,114 898,900 921,600

Waterworks Administration 118,199 20,821 29,786 27,800 49,300


REVENUE

Water Levy & User Charges (42,984,955) (45,611,771)

(380,105)

(48,631,372) (48,035,700) (49,502,100)

Contribution from Reserve (95,299) - (600,800) -

Total Revenue (42,984,955) (48,631,372) (48,636,500) (49,502,100)


(45,991,876)


2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Contingency


-

- - - -

- -

2,347,642

1,235,700 500,000

Water 35,121,667 38,070,342 38,037,029 39,152,800 39,576,500






REVENUE


(380,105)

(48,631,372) (48,035,700) (49,502,100)


Total Revenue (42,984,955) (48,631,372) (48,636,500) (49,502,100)


(45,991,876)


2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Contingency


-

- - - -

- -

2,347,642

1,235,700 500,000

Water 35,121,667 38,070,342 38,037,029 39,152,800 39,576,500






REVENUE


(380,105)

(48,631,372) (48,035,700) (49,502,100)


Total Revenue (42,984,955) (48,631,372) (48,636,500) (49,502,100)


(45,991,876)

106 Operating Plan

UTILITIES | WATERWORKS

Utilities - Sanitary Sewer

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Contingency


-

- - - 1,217,516 1,545,479

448,100 500,000

Damage Claims 4,177 5,521 4,015 15,000 15,000

Operations, Mtce, & Construction 4,470,748 4,768,446 4,676,882 5,770,600 6,261,400

Pump Controls 234,754 176,656 134,988 280,500 281,200

Pumpstations 851,328 941,066 1,041,081 883,700 917,700

Sanitary Sewer 28,366,734 29,105,719 31,097,110 30,963,500 30,816,100

Sewer Administration 279,602 193,097 103,560 187,100 222,900


REVENUE

Sewer Levy & User Charges (33,939,624) (36,408,021) (38,603,115) (37,868,400) (39,014,300)

(267,719) - - (680,100) -

Total Revenue (34,207,343) (36,408,021) (38,603,115) (38,548,500) (39,014,300)


Contribution from Reserve

- -


2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Contingency


-

- - - 1,217,516 1,545,479

448,100 500,000

Damage Claims 4,177 5,521 4,015 15,000 15,000


Pump Controls 234,754 176,656 134,988 280,500 281,200

Pumpstations 851,328 941,066 1,041,081 883,700 917,700

Sanitary Sewer 28,366,734 29,105,719 31,097,110 30,963,500 30,816,100



REVENUE


(267,719) - - (680,100) -

Total Revenue (34,207,343) (36,408,021) (38,603,115) (38,548,500) (39,014,300)



- -


2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Contingency


-

- - - 1,217,516 1,545,479

448,100 500,000

Damage Claims 4,177 5,521 4,015 15,000 15,000


Pump Controls 234,754 176,656 134,988 280,500 281,200

Pumpstations 851,328 941,066 1,041,081 883,700 917,700

Sanitary Sewer 28,366,734 29,105,719 31,097,110 30,963,500 30,816,100



REVENUE


(267,719) - - (680,100) -

Total Revenue (34,207,343) (36,408,021) (38,603,115) (38,548,500) (39,014,300)



- -

Operating Plan 107

UTILITIES | SANITARY SEWER

Regular Full Time

Temporary Full Time


Administration Services 24.00 3.00 2.69 42.22 71.91Cultural Services 43.00 2.83 33.30 79.13Parks Planning 11.00 4.67 15.67Parks Services 142.00 36.81 24.03 202.84Recreation Services 130.00 2.91 34.73 145.72 313.36Golf Services 20.00 2.84 1.87 23.11 47.82TOTAL 370.00 45.56 42.12 273.05 730.73

DIRECTORPARKS, RECREATION

& CULTURAL SERVICES(1.00)

ASSISTANT DIRECTORRECREATION SERVICES

(1.00)

MANAGER DEVELOPMENT & PROMOTION

ASSISTANT DIRECTORCULTURAL SERVICES

(1.00)

ASSISTANT DIRECTORGOLF OPERATIONS

(1.00)

ASSISTANT DIRECTORPARKS SERVICES

(1.00)

Recreation ComplexesYouth Services

Sports & OutdoorRecreation

AquaticsArenas

Senior CentresCommunity Services

(312.36)

Burnaby Art GalleryBurnaby Village Museum

Shadbolt Centre for the ArtsEvents & Festivals

Filming Coordination

(78.13)

Riverway Golf CourseBurnaby Mountain Golf Course

Central Park Pitch & PuttKensington Park Pitch

& Putt

(46.82)

Parks DevelopmentParks Maintenance

JanitorialHorticulture

ForestryPark Patrol & Security

(201.84)

SponsorshipOpportunitiesSpecial Event

Promotion & PartnershipDevelopment

(1.00)

MANAGERBUSINESS OPERATIONS

MANAGERMARKETING &

COMMUNICATIONS

Operating BudgetOffice Administration

Food ServicesInformation Systems

Support

(64.06)

CommunicationsLeisure Guide

Promotions & MarketingBanner Program

(5.85)

MANAGERPARKS PLANNING, DESIGN &

DEVELOPMENT

Parks PlanningParks DesignEco Sculpture

Environmental Stewardship

(15.67)

Regular Full Time

Temporary Full Time


Administration Services 24.00 3.00 2.69 42.22 71.91Cultural Services 43.00 2.83 33.30 79.13Parks Planning 11.00 4.67 15.67Parks Services 142.00 36.81 24.03 202.84Recreation Services 130.00 2.91 34.73 145.72 313.36Golf Services 20.00 2.84 1.87 23.11 47.82TOTAL 370.00 45.56 42.12 273.05 730.73

DIRECTORPARKS, RECREATION

& CULTURAL SERVICES(1.00)

ASSISTANT DIRECTORRECREATION SERVICES

(1.00)

MANAGER DEVELOPMENT & PROMOTION

ASSISTANT DIRECTORCULTURAL SERVICES

(1.00)

ASSISTANT DIRECTORGOLF OPERATIONS

(1.00)

ASSISTANT DIRECTORPARKS SERVICES

(1.00)

Recreation ComplexesYouth Services

Sports & OutdoorRecreation

AquaticsArenas

Senior CentresCommunity Services

(312.36)

Burnaby Art GalleryBurnaby Village Museum

Shadbolt Centre for the ArtsEvents & Festivals

Filming Coordination

(78.13)

Riverway Golf CourseBurnaby Mountain Golf Course

Central Park Pitch & PuttKensington Park Pitch

& Putt

(46.82)

Parks DevelopmentParks Maintenance

JanitorialHorticulture

ForestryPark Patrol & Security

(201.84)

SponsorshipOpportunitiesSpecial Event

Promotion & PartnershipDevelopment

(1.00)

MANAGERBUSINESS OPERATIONS

MANAGERMARKETING &

COMMUNICATIONS

Operating BudgetOffice Administration

Food ServicesInformation Systems

Support

(64.06)

CommunicationsLeisure Guide

Promotions & MarketingBanner Program

(5.85)

MANAGERPARKS PLANNING, DESIGN &

DEVELOPMENT

Parks PlanningParks DesignEco Sculpture

Environmental Stewardship

(15.67)

108 Operating Plan

PARKS, RECREATION & CULTURAL SERVICES | DEPARTMENTAL ORGANIZATION CHART

Parks, Recreation & Cultural Services

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Cultural Services 8,636,135 8,859,625 9,170,913 9,227,900 9,601,300

Golf Services 5,937,054 6,170,695 6,513,782 6,449,700 6,609,100

Recreation Services 20,892,534 23,680,004 26,144,985 26,610,700 27,910,700

Administration - Business Operations 6,928,718 8,865,571 9,417,209 8,958,200 9,147,900

Parks Services 19,839,134 21,738,090 22,277,868 22,722,500 23,609,700


REVENUE

Cultural Services (2,866,245) (2,924,735) (3,003,443) (3,222,700) (3,273,400)

Golf Services (6,551,051) (6,756,961) (6,529,367) (6,370,500) (6,385,500)

Recreation Services (10,851,206) (11,832,383) (12,963,195) (13,245,300) (13,558,000)

Administration - Business Operations (3,377,126) (5,007,918) (5,683,921) (4,565,000) (4,663,000)

Parks Services (243,841) (237,843) (491,161) (94,000) (94,000)

Stabilization & Surplus (244,854) (614,589) (900,344) (1,445,000) (982,000)

Total Revenue (24,134,323) (27,374,429) (29,571,431) (28,942,500) (28,892,800)




2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES


Golf Services 5,937,054 6,170,695 6,513,782 6,449,700 6,609,100



Parks Services 19,839,134 21,738,090 22,277,868 22,722,500 23,609,700


REVENUE


Golf Services (6,551,051) (6,756,961) (6,529,367) (6,370,500) (6,385,500)



Parks Services (243,841) (237,843) (491,161) (94,000) (94,000)


Total Revenue (24,134,323) (27,374,429) (29,571,431) (28,942,500) (28,892,800)




2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES


Golf Services 5,937,054 6,170,695 6,513,782 6,449,700 6,609,100



Parks Services 19,839,134 21,738,090 22,277,868 22,722,500 23,609,700


REVENUE


Golf Services (6,551,051) (6,756,961) (6,529,367) (6,370,500) (6,385,500)



Parks Services (243,841) (237,843) (491,161) (94,000) (94,000)


Total Revenue (24,134,323) (27,374,429) (29,571,431) (28,942,500) (28,892,800)



Operating Plan 109

PARKS, RECREATION & CULTURAL SERVICES | SUMMARY

Parks, Recreation and Cultural Services Department ensures that the community has opportunities for personal growth through leisure-time activities.

Regular Full Time

Temporary Full Time


Planning 50.00 1.00 1.41 52.41Building 64.00 3.00 0.60 1.30 68.90TOTAL 114.00 4.00 0.60 2.71 121.31

DIRECTOR PLANNING & BUILDING

(1.00)

ASSISTANT DIRECTORLONG RANGE PLANNING

(1.00)

BUILDING(2.00)

ASSISTANT DIRECTORCURRENT PLANNING

(1.00)

CHIEF BUILDINGINSPECTOR

(1.00)

SECRETARY / CLERKS(9.00)

TECHNICAL SUPPORT(8.00)

BUILDING ADMINISTRATION(12.00)

INSPECTIONS, BUILDING, PLUMBING & ELECTRICAL

(25.30)

PLAN CHECKING(13.00)

CIVIC PROJECTS(5.00)

BYLAW / BYLAWSERVICES(10.60)

COMMUNITY PLANNING, URBAN DESIGN & TOURISM STRATEGY

(10.41)

SUBDIVISION, ZONING & DEVELOPMENT APPROVALS

(6.00)

POLICY, HERITAGE, ENVIRONMENT,

ECONOMIC & HOUSING(10.00)

TRANSPORTATIONPLANNING

(3.00)

SOCIALPLANNING

(3.00)

110 Operating Plan

PLANNING & BUILDING | DEPARTMENTAL ORGANIZATION CHART

Planning and Building

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Planning 4,760,969 5,345,632 5,125,233 5,792,900 5,979,100

Community Planning 32,251 33,684 40,819 107,300 107,300

Current Planning Administration 2,148,123 2,412,125 2,385,807 2,557,400 2,662,100

Economic Development 10,281 5,818 6,940 11,000 11,000

Long Range Planning 2,064,673 2,276,580 2,345,549 2,460,500 2,713,300

Planning Administration 103,846 131,900 136,294 147,500 235,400

Policy Planning & Implementation 110,554 204,620 146,718 171,500 161,500

Transportation Planning 68 - - - -

Zoning & Subdivision 50,461 35,511 63,107 88,500 88,500

Building 5,768,378 6,068,486 6,342,653 6,835,700 7,113,700

Building Administration 1,015,952 1,050,667 1,163,873 1,008,700 1,283,300

Building Inspection 921,230 1,047,996 1,024,226 1,051,700 1,059,100

Bylaw Enforcement 758,344 745,646 648,215 1,180,600 946,200

Electrical Inspection 642,903 648,895 698,487 748,200 642,600

Inspection Administration - - - 149,600 152,300

Plan Checking 1,054,512 1,159,510 1,250,496 1,029,900 1,287,200

Plumbing & Gas Inspection 903,673 896,505 984,297 1,069,900 1,115,200

Project Management 471,765 519,267 573,059 597,200 627,800


REVENUEPlanning (1,759,757) (1,652,766) (2,084,774) (811,500) (843,500)

Current Planning Administration (20,709) (22,348) (17,996) (12,000) (42,500)

Planning Administration (1,000) - - - -

Policy Planning & Implementation (38,573) (111,954) (65,098) - -

Zoning & Subdivision (1,699,475) (1,518,464) (2,001,679) (799,500) (801,000)

Building (8,458,498) (10,355,297) (10,983,163) (6,915,800) (7,867,500)

Building Administration (61,379) (54,356) (55,056) (58,400) (56,400)

Building Inspection (5,309,986) (6,981,260) (7,381,244) (4,102,500) (4,622,500)

Bylaw Enforcement (68,481) (47,146) (216,797) (338,200) (156,600)

Electrical Inspection (1,476,850) (1,489,961) (1,553,224) (1,063,300) (1,319,400)

Plumbing & Gas Inspection (1,541,801) (1,782,573) (1,776,843) (1,353,400) (1,712,600)

Stabilization & Surplus - (23,860) - (35,000) (35,000)

Total Revenue (10,218,255) (12,031,923) (13,067,937) (7,762,300) (8,746,000)

FUNDING REQUIREDProvision From General Revenue 311,092 (617,805) (1,352,330) 4,866,300 4,601,200


Operating Plan 111

PLANNING & BUILDING | SUMMARY

Fiscal Items

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

Contribution to Capital Funds & Reserves 1,054,800 1,120,528 913,277 1,130,000 1,130,000

Contribution to Operating Reserves 3,118,299 5,746,858 3,537,772 3,537,800 46,900

Contingencies 2,815,465 2,509,600 13,995,619 3,390,000 4,556,100

Insurance 592,085 447,350 418,602 658,500 738,500

Interest on Tax Prepayments & Borrowings 61,501 66,035 71,661 84,500 84,500

Cafeteria 15,056 36,158 33,794 33,000 33,000

Community School Grant 399,142 399,597 516,584 460,200 460,200

Bank Charges 106,733 113,308 114,370 124,000 124,000

Local Improvement Levies - 15,518 13,546 - 15,000

Miscellaneous 3,230,677 6,098,221 3,704,427 5,361,300 2,659,500

Asset Related Transactions 40,497 - - 4,127,100 1,346,100

Assessment Appeals 639,570 783,100 341,223 651,500 605,000

Events Grant 131,224 112,259 114,897 250,000 250,000


REVENUE

Contribution to Capital Funds & Reserves (1,015,154) (1,151,381) (934,734) (1,130,000) (1,130,000)

Contingencies - - - (2,322,000) (3,116,500)

Insurance (201,486) (160,651) (132,071) (300,000) (300,000)

Cafeteria (3,920) (2,625) - - -

Grants in Lieu (4,835,147) (5,451,711) (5,763,988) (5,391,300) (5,621,100)

Local Improvement Levies (837,417) (852,261) (1,004,448) (780,000) (810,000)

Miscellaneous (1,162,793) (1,622,260) (3,042,945) (3,919,000) (941,800)

Other Tax Levies (3,050,726) (3,013,848) (3,038,602) (2,990,000) (2,969,000)

Penalties and Interest on Overdue Taxes (1,244,139) (1,498,176) (1,523,899) (1,180,000) (1,355,000)

Tax Adjustment - Land Sales - - - (10,000) (8,000)

Asset Related Transactions (154,256) (130,452) (201,806) (4,127,100) (4,127,100)

Investment Income (7,055,227) (7,219,156) (7,017,359) (7,000,000) (6,500,000)

Events Grant (131,224) (112,259) (114,897) (250,000) (250,000)

Stabilization & Surplus (4,773,700) (2,195,484) (3,537,772) (4,287,800) (346,900)

Total Revenue (24,465,189) (23,410,264) (26,312,521) (33,687,200) (27,475,400)

FUNDING REQUIREDProvision From General Revenue (12,260,140) (5,961,732) (2,536,750) (13,879,300) (15,426,600)


Fiscal Items

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES



Contingencies 2,815,465 2,509,600 13,995,619 3,390,000 4,556,100

Insurance 592,085 447,350 418,602 658,500 738,500


Cafeteria 15,056 36,158 33,794 33,000 33,000


Bank Charges 106,733 113,308 114,370 124,000 124,000


Miscellaneous 3,230,677 6,098,221 3,704,427 5,361,300 2,659,500



Events Grant 131,224 112,259 114,897 250,000 250,000


REVENUE


Contingencies - - - (2,322,000) (3,116,500)

Insurance (201,486) (160,651) (132,071) (300,000) (300,000)

Cafeteria (3,920) (2,625) - - -

Grants in Lieu (4,835,147) (5,451,711) (5,763,988) (5,391,300) (5,621,100)


Miscellaneous (1,162,793) (1,622,260) (3,042,945) (3,919,000) (941,800)

Other Tax Levies (3,050,726) (3,013,848) (3,038,602) (2,990,000) (2,969,000)





Events Grant (131,224) (112,259) (114,897) (250,000) (250,000)


Total Revenue (24,465,189) (23,410,264) (26,312,521) (33,687,200) (27,475,400)



Fiscal Items

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES



Contingencies 2,815,465 2,509,600 13,995,619 3,390,000 4,556,100

Insurance 592,085 447,350 418,602 658,500 738,500


Cafeteria 15,056 36,158 33,794 33,000 33,000


Bank Charges 106,733 113,308 114,370 124,000 124,000


Miscellaneous 3,230,677 6,098,221 3,704,427 5,361,300 2,659,500



Events Grant 131,224 112,259 114,897 250,000 250,000


REVENUE


Contingencies - - - (2,322,000) (3,116,500)

Insurance (201,486) (160,651) (132,071) (300,000) (300,000)

Cafeteria (3,920) (2,625) - - -

Grants in Lieu (4,835,147) (5,451,711) (5,763,988) (5,391,300) (5,621,100)


Miscellaneous (1,162,793) (1,622,260) (3,042,945) (3,919,000) (941,800)

Other Tax Levies (3,050,726) (3,013,848) (3,038,602) (2,990,000) (2,969,000)





Events Grant (131,224) (112,259) (114,897) (250,000) (250,000)


Total Revenue (24,465,189) (23,410,264) (26,312,521) (33,687,200) (27,475,400)



112 Operating Plan

FISCAL ITEMS

Walkway at Bob Prittie Library

The City of Burnaby is debt-free and is on the road to be financially sustainable into the future.

114 Consolidated Revenues & Expenditures

The consolidated financial statements combine the operating plan and capital program to provide a complete picture of the City’s financial activities. The consolidated financial statements are prepared in accordance with generally accepted classification and accounting principles established by the Public Sector Accounting Board.

Consolidated Revenues & Expenditures

Solo District Condos Rendering

2012Actual ($)

* 2013Actual ($)

* 2014Actual ($)

2014Annual ($)

2015Annual ($)

REVENUESTaxes (225,681,048) (233,651,319) (243,327,343) (242,871,524) (253,568,221)

(4,835,147) (5,451,707) (5,763,989) (5,391,289) (5,621,018) (86,471,531) (96,430,787) (102,377,569) (99,940,413) (102,655,672)(98,472,639) (131,051,743) (163,015,201) (67,530,924) (140,400,627)

(3,978,090) (2,028,449) (2,030,789) (2,033,545) (2,192,544)

(10,617,146) (11,980,349) (11,724,652) (10,181,025) (10,183,192)

(11,264,239) (5,489,532) (5,376,472) (5,216,115) (5,516,115)

(1,519,840) (6,182,560) (729,338) (5,081,600) (6,000,000)

TOTAL REVENUES (442,839,680) (492,266,446) (534,345,353) (438,246,435) (526,137,389)

EXPENDITURESGeneral Government Services 48,324,325 52,126,431 56,611,060 60,457,673 65,771,941 Protective Services 94,007,824 92,413,647 96,435,825 98,728,007 100,349,232Transportation Services 46,900,592 48,789,402 53,355,471 48,863,785 55,009,308 Environmental Health Services 74,692,500 78,393,548 78,527,949 80,182,713 87,314,133 Environmental Development Services 4,845,449 5,397,798 5,361,884 5,830,902 6,271,361 Recreation and Cultural Services 74,549,993 81,765,033 85,803,953 87,011,984 91,483,164


NET CHANGE IN EQUITY BALANCE (99,518,997) (133,380,587) (158,249,211) (57,171,371) (119,938,250)

* Restated based on 2014 Financial Statements presented

Transfers from Restricted Funds

Grants in Lieu of TaxesSales of ServicesOther Revenue From Own SourcesUnconditional Transfers From Senior GovernmentsConditional Transfers From Senior GovernmentsConditional Transfers From Regional & Local Government


REVENUES & EXPENDITURES SUMMARY

2012Actual ($)

2013Actual ($)

2014Actual ($)

2014Annual ($)

2015Annual ($)

REVENUESTaxesTaxes - Real Property (205,739,287) (213,295,780) (221,918,667) (221,784,769) (231,613,487)Special Assessments - Local Improvements (1,095,223) (595,861) (510,868) (730,000) (735,000)Utilities (18,798,458) (19,679,582) (20,656,246) (20,306,755) (21,159,734)Special Levies - Other (48,079) (80,096) (241,561) (50,000) (60,000)

(225,681,047) (233,651,319) (243,327,342) (242,871,524) (253,568,221)

Grants in Lieu of TaxesFederal Government (140,413) (155,564) (181,284) (158,153) (194,309)Federal Government Agencies (61,932) (59,520) (65,773) (60,698) (71,806)Provincial Government Agencies (4,456,113) (4,909,420) (5,360,916) (5,007,438) (5,189,903)Other (176,690) (327,203) (156,017) (165,000) (165,000)

(4,835,148) (5,451,707) (5,763,990) (5,391,289) (5,621,018)

Sales of ServicesGeneral Government Services (169,816) (223,229) (251,384) (249,400) (242,900)Utilities- Use Fees (43,058,874) (46,377,553) (49,385,725) (49,357,960) (50,822,907)Protective Services (523,742) (530,411) (554,548) (534,718) (522,875)Parking (1,440,680) (1,603,558) (1,730,980) (1,481,000) (1,581,000)Utilities - Solid Waste (20,305,630) (23,869,720) (24,988,204) (23,662,135) (24,238,729)Recreation and Cultural Services (20,972,789) (23,826,316) (25,466,728) (24,655,200) (25,247,261)

(86,471,531) (96,430,787) (102,377,569) (99,940,413) (102,655,672)

Other Revenue from Own ServicesLicences and Permits (13,464,509) (15,200,461) (16,268,322) (13,070,602) (15,196,573)Fines (771,391) (1,226,500) (1,292,269) (1,055,720) (1,154,900)Rentals (9,661,110) (10,060,664) (10,695,793) (10,026,306) (10,506,737)Return on Investments (33,238,764) (35,826,949) (40,010,043) (31,962,626) (37,095,226)Penalties and Interest on Taxes (1,244,139) (1,498,176) (1,523,899) (1,180,000) (1,355,000)Miscellaneous (40,092,727) (67,238,993) (93,224,876) (10,235,670) (75,092,191)

(98,472,640) (131,051,743) (163,015,202) (67,530,924) (140,400,627)

Unconditional Transfers from Senior GovernmentsProvincial (3,978,090) (2,028,449) (2,030,789) (2,033,545) (2,192,544)Conditional Transfers from Senior GovernmentsFederal (762,958) (1,628,552) (574,566) (83,500) (83,500)Provincial (9,854,189) (10,351,797) (11,150,086) (10,097,525) (10,099,692)

(10,617,147) (11,980,349) (11,724,652) (10,181,025) (10,183,192)

Conditional Transfers from Local and Regional GovernmentsSchool District (54,499) (55,782) (38,465) (37,145) (37,145)Other Government (58,522) (36) - (15,500) (15,500)Greater Vancouver Transit Authority (11,151,218) (5,433,714) (5,338,007) (5,163,470) (5,463,470)

(11,264,239) (5,489,532) (5,376,472) (5,216,115) (5,516,115)

Transfers from Restricted FundsTransfer from Restricted Reserve (1,519,840) (6,182,560) (729,338) (5,081,600) (6,000,000)Transfer from Other Reserves - - - - -

(1,519,840) (6,182,560) (729,338) (5,081,600) (6,000,000)

TOTAL REVENUES AND NON-CASH ITEMS (442,839,683) (492,266,446) (534,345,353) (438,246,435) (526,137,389)

DETAILS | REVENUES

2012Actual ($)

2013Actual ($)

2014Actual ($)

2014Annual ($)

2015Annual ($)

EXPENDITUREGENERAL GOVERNMENT SERVICESLegislative 1,190,459 1,174,303 1,361,587 1,291,088 1,512,811General Administration 35,521,637 38,734,851 42,113,177 38,577,999 45,316,094Other General Government Services 11,612,229 12,217,277 13,136,296 20,585,086 18,939,536Interest on Short Term Borrowings - - - 3,500 3,500

48,324,325 52,126,431 56,611,060 60,457,673 65,771,941

PROTECTIVE SERVICESPolice Protection 48,460,854 46,548,151 49,477,775 53,941,655 54,742,859Corrections 384,986 422,443 380,787 407,882 419,878Fire Protection 38,275,783 38,186,003 39,084,111 36,269,668 36,631,336Flood Control - - - - -Other Protection 6,638,829 7,028,988 7,277,217 7,864,559 8,253,686Youth Services 247,373 228,062 215,935 244,243 301,473

94,007,825 92,413,647 96,435,825 98,728,007 100,349,232

TRANSPORTATION SERVICESGeneral Engineering Administration 8,165,671 8,608,938 9,460,027 7,994,057 10,425,445Roads and Streets 24,903,897 26,075,013 29,008,858 26,412,411 29,843,388Boulevards 1,345,148 1,718,980 2,037,389 1,375,493 1,952,493Street Lighting 3,747,766 3,827,230 3,964,395 3,918,388 4,054,420Traffic Services 6,490,648 6,655,734 6,563,869 6,644,966 5,848,092Municipal Road Network/GVTA 2,247,463 1,903,507 2,320,933 2,518,470 2,885,470

46,900,593 48,789,402 53,355,471 48,863,785 55,009,308

ENVIRONMENTAL HEALTH SERVICESWaterworks 33,992,754 36,209,972 35,742,319 36,763,022 38,280,503Sewage 8,020,975 8,457,277 8,523,342 9,609,127 10,210,303Garbage Collection and Disposal 13,707,427 14,264,682 14,171,920 13,756,389 17,973,968GVS & DD Levy 18,373,113 18,761,202 19,421,257 19,393,940 20,074,609Other Environmental Health 598,232 700,415 669,111 660,235 774,750

74,692,501 78,393,548 78,527,949 80,182,713 87,314,133

ENVIRONMENT DEVELOPMENT SERVICESEnvironment Planning and Zoning 4,808,725 5,358,296 5,314,125 5,712,637 6,153,096Community Development 36,724 39,502 47,759 118,265 118,265

4,845,449 5,397,798 5,361,884 5,830,902 6,271,361

RECREATION AND CULTURAL SERVICESRecreation Facilities 59,957,670 66,735,026 70,391,710 71,217,709 75,227,821Cultural Buildings and Facilities 14,592,321 15,030,007 15,412,243 15,794,275 16,255,343

74,549,991 81,765,033 85,803,953 87,011,984 91,483,164

TOTAL EXPENDITURE 343,320,684 358,885,859 376,096,142 381,075,064 406,199,139

NET CHANGE IN EQUITY BALANCE (99,518,999) (133,380,587) (158,249,211) (57,171,371) (119,938,250)


DETAILS | EXPENDITURES

Tax Levies

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

School - Provincial 132,693,503 142,036,326 146,565,097 146,759,000 146,840,100

Metro Vancouver 4,061,341 4,451,252 4,334,598 4,335,600 4,409,300

GVTA 30,292,237 31,925,527 32,451,072 32,504,300 33,045,100

B C Assessment 4,570,748 4,892,678 4,958,341 4,962,700 5,102,900

Municipal Finance Authority 14,017 14,950 15,214 16,300 16,300

Sewer Utility 28,801,431 30,840,194 32,769,387 32,468,500 33,455,500

Water Utility 30,005,175 32,203,094 34,233,982 34,206,200 35,558,100

Hastings Street BIA 241,312 252,377 252,378 265,000 252,400

North Road BIA 148,784 148,784 165,215 165,200 170,200

Tourism Burnaby 672,545 668,443 728,649 650,000 650,000


REVENUE

School - Provincial (132,693,503) (142,036,326) (146,565,097) (146,759,000) (146,840,100)

Metro Vancouver (4,061,341) (4,451,252) (4,334,598) (4,335,600) (4,409,300)

GVTA (30,292,237) (31,925,527) (32,451,072) (32,504,300) (33,045,100)

B C Assessment (4,570,748) (4,892,678) (4,958,341) (4,962,700) (5,102,900)

Municipal Finance Authority (14,017) (14,950) (15,214) (16,300) (16,300)

Sewer Utility (28,801,431) (30,840,194) (32,769,387) (32,468,500) (33,455,500)

Water Utility (30,005,175) (32,203,094) (34,233,982) (34,206,200) (35,558,100)

Hastings Street BIA (241,312) (252,377) (252,378) (265,000) (252,400)

North Road BIA (148,784) (148,784) (165,215) (165,200) (170,200)

Tourism Burnaby (672,545) (668,443) (728,649) (650,000) (650,000)

Total Revenue (231,501,093) (247,433,625) (256,473,932) (256,332,800) (259,499,900)


Tax Levies

2012 Actuals

2013 Actuals

2014 Actuals

2014 * Annual

2015 * Annual

EXPENDITURES

School - Provincial 132,693,503 142,036,326 146,565,097 146,759,000 146,840,100

Metro Vancouver 4,061,341 4,451,252 4,334,598 4,335,600 4,409,300

GVTA 30,292,237 31,925,527 32,451,072 32,504,300 33,045,100

B C Assessment 4,570,748 4,892,678 4,958,341 4,962,700 5,102,900

Municipal Finance Authority 14,017 14,950 15,214 16,300 16,300

Sewer Utility 28,801,431 30,840,194 32,769,387 32,468,500 33,455,500

Water Utility 30,005,175 32,203,094 34,233,982 34,206,200 35,558,100

Hastings Street BIA 241,312 252,377 252,378 265,000 252,400

North Road BIA 148,784 148,784 165,215 165,200 170,200

Tourism Burnaby 672,545 668,443 728,649 650,000 650,000


REVENUE

School - Provincial (132,693,503) (142,036,326) (146,565,097) (146,759,000) (146,840,100)

Metro Vancouver (4,061,341) (4,451,252) (4,334,598) (4,335,600) (4,409,300)

GVTA (30,292,237) (31,925,527) (32,451,072) (32,504,300) (33,045,100)

B C Assessment (4,570,748) (4,892,678) (4,958,341) (4,962,700) (5,102,900)

Municipal Finance Authority (14,017) (14,950) (15,214) (16,300) (16,300)

Sewer Utility (28,801,431) (30,840,194) (32,769,387) (32,468,500) (33,455,500)

Water Utility (30,005,175) (32,203,094) (34,233,982) (34,206,200) (35,558,100)

Hastings Street BIA (241,312) (252,377) (252,378) (265,000) (252,400)

North Road BIA (148,784) (148,784) (165,215) (165,200) (170,200)

Tourism Burnaby (672,545) (668,443) (728,649) (650,000) (650,000)

Total Revenue (231,501,093) (247,433,625) (256,473,932) (256,332,800) (259,499,900)


Consolidated Revenue & Expenditures 119

TAXES COLLECTED AND PAID TO OTHER AUTHORITIES

47.1% Land ($1.6 billion)

20.6% Roads ($0.7 billion)

8.8% Municipal & Buildings ($0.3 billion)

5.9% Waterworks ($0.2 billion)

5.9% Drainage ($0.2 billion)

5.9% Vehicles, Technology & Other ($0.2 billion)

2.9% Land Improvements ($0.1 billion)

2.9% Sanitary Sewer ($0.1 billion)

120 Capital Plan

Capital PlanCAPITAL ASSET OVERVIEWThe City’s assets at historic cost are valued at $3.4 billion. The City’s Capital Plan provides information about the City’s planned capital investment in assets to provide new and replacement facilities and infrastructure in the City and outlines how these investments will be funded. The following chart provides a summary of City assets.

2014 CAPITAL ASSET SUMMARY TOTAL | $3.4 billion

The largest asset investment is in City land valued at $1.6 billion. More than 25% of Burnaby’s land is preserved for park, conservation and green space. Land does not depreciate. The remaining assets which cost $1.8 billion historically are depreciated over their useful life. Each year a proportion of these assets are reaching the stage where they will require renewing, replacing or upgrading. The Capital Plan includes the 2015–2019 asset replacement programs and the City’s plan for new capital investment.

Artist’s rendering of the Plaza at Brentwood Town Centre

122 Capital Plan

The City advances capital projects to serve a growing population, provide new amenities and to promote social and environmental sustainability. As the City grows, both the demand for services and the opportunities to provide them increase. New commercial and residential development remains strong in Burnaby and has enabled the City to develop innovative policies and community partnerships to help the City achieve its goals and provide increased value to its citizens.

Under the City’s Community Benefit Bonus Policy developers contribute funds to the City in exchange for densification within one of the four quadrants of our City—Metrotown, Brentwood, Edmonds and Lougheed. These funds provide for community benefits that meets social, cultural, recreational and environmental needs of the community.

Planned Community Benefit Bonus funds for the development of major amenities have been allocated within the 2015–2019 Capital Plan for the following projects:

• A new performance and event centre in Metrotown Town Centre

• A new Brentwood Community Centre• A new linear public park along Willingdon Avenue

linking Brentwood Town Centre to Confederation Park• A new arena in the Edmonds community• The replacement of the Cameron Recreation Centre,

including the addition of a new swimming pool, and the replacement of the Cameron Library in Lougheed Town Centre

In 2015, the City in partnership with the School District will begin the development of the first of a series of daycare centres on School sites helping to provide support to families in our community.

DEVELOPING THE PLANThe development of the five year capital plan requires extensive coordination with all City departments to review all projects to identify what will carry over year end as well as new budget requirements. The process to develop the 2015 –2019 five year capital plan started at the beginning of the third quarter of 2014. When all 2014 project costs were finalized and work in progress was determined, the 2015 Capital Plan was updated.

Burnaby is a regional leader in financial sustainability. Council’s long term support of prudent financial policies has developed City revenues sufficient to fund needed services to the public without unplanned increases in rates or disruptive cuts to services.

Burnaby City Council has recognized the need to provide funding for the replacement of long-term assets. Council’s pay- as-you-go financing strategy for capital investment has ensured Burnaby continues to remain debt free, and has produced capital reserve balances sufficient to fund 80% of the City’s five year capital program. Capital reserve balances also earn investment income annually, and receive proceeds for all City land sales.

Contributions are made annually from general revenue to Capital Reserves for the replacement of assets at the end of their useful lives an amount equivalent to depreciation. Depreciation represents the annual cost of using a City asset. This funding strategy helps to create long term financial sustainability for the City while also helping to addressing intergenerational equity where today’s rate payers meet the fair cost of their consumption of a capital asset’s service rather than future rate payers being required to fund the full cost of replacement of an asset when depleted. Major capital work can only proceed with final approval of Council by acceptance of tenders, passage of funding bylaws, passage of construction bylaws, authorization of work orders, etc. Exceptions are budgeted expenditures which are less than $250,000 funded from vehicle and equipment replacement reserves which are approved by the appropriate level of authority.

41.0% Infrastructure ($53.5 million)

21.0% Land & Land Improvements ($28.1 million)

20.0% Vehicles & Equipment ($25.6 million)

18.0% Buildings ($24.2 million)

Transportation ($30.6 million)

Waterworks ($12.7 million)

Sanitary Sewer ($10.2 million)

4.0% Vehicle & Equipment Replacement Reserves ($5.6 million)

70.0% Capital Reserves ($93.2 million)

18.0% Utilities Reserve ($23.0 million)

4.0% Gaming ($4.9 million)

1.0% Community Benefit ($0.6 million)

3.0% Other ($4.1 million)

Capital Plan 123

Did you know that 25% of City land is preserved for park, conservation and greenspace? That’s over 5,500 acres for you to enjoy!

2015 CAPITAL PROGRAM INVESTMENT

(BY ASSET TYPE)

2015 CAPITAL INVESTMENT by Asset TypeTOTAL | $131.4 million

The Capital Plan presents the costs of purchasing, constructing, improving and replacing City infrastructure. The City is planning to invest $131 million in 2015. Of this, $28 million (21%) will be spent on acquiring land (including parkland) and land improvements, $54 million (41%) will be spent on infrastructure including roads, water and sewer, $24 million (18%) on municipal buildings, $26 million (20%) on vehicles and equipment.

The operational impact of these works has been incorporated where appropriate within the five year operating plan.

2015 CAPITAL INVESTMENT

(BY FUNDING SOURCE)

There are numerous sources of funding used to finance the capital projects identified in the City’s five year Capital Plan.

2015 CAPITAL INVESTMENT by Funding SourceTOTAL | $131.4 million

The Capital Plan is funded by six main sources of funding. In 2015, the City is planning to fund $131 million of capital expenditures as follows: $93 million (70%) will be funded by Capital Reserves: Corporate & Tax Sale Land and Capital Works Financing Reserves, $6 million (4%) will be funded by the Vehicle and Equipment Replacement Reserves, $23 million (18%) will be funded by the Utilities Reserves, $5 million (4%) will be funded by the Gaming Fund, $1 million (1%) will be funded by Community Benefit Bonus Fund, and $4 million (3%) will be funded from other sources.

124 Capital Plan

CAPITAL RESERVES & FUNDS

Capital reserves and funds comprise the major funding source for capital projects.

CAPITAL RESERVES

Corporate & Tax Sale Land and Capital Works Financing Reserves

These two main sources of internal financing for capital works are designated for the purchase and replacement of capital assets. The Corporate & Tax Sale Land Reserve and Capital Works Financing Reserve together make up the Capital Works Machinery & Equipment Reserve. The sources of funding for these reserves is interest earned on the fund, depreciation contributions from the Annual Operating Budget and the proceeds from land sales. As these are statutory reserves, funding from these reserves require Council approval through a bylaw.

DEVELOPMENT COST CHARGES RESERVES & COMMUNITY BENEFIT BONUS FUND

Development Cost Charges Reserves

Development cost charges reserves are used to finance specific capital works from levies on development in the surrounding area.

The City has five Development Cost Charge Reserves:• Parkland Acquisition Levy• Metrotown Public Open Space Levy• Canada Way Pedestrian Bridge Levy• Metrotown Grade – Separated Pedestrian Linkages Levy• Edmonds Town Centre South Grade-Separated Crossings Levy These are statutory reserves. Funding from these reserves requires Council approval through a bylaw.

Community Benefit Bonus Fund

This reserve was established for cash-in-lieu deposits allocated for the provision of amenities that benefit the community.

The Community Benefit Bonus is a system of exchange where the developer is allowed to increase density in return for provision of an amenity. Cash-in-lieu for the development of an amenity is collected when it is impractical to provide the amenity at the time of development.

Since adoption, the Community Benefit Bonus Program has proven very successful. In 2010, Council advanced an amendment to the Burnaby Zoning Bylaw to provide for a Supplementary Community Benefit Bonus Policy. The overall objective is to allow for the accommodation of increased residential density in the four town centres consistent with the goals of the City’s official Community Plan and other strategies such as the Economic Development Strategy.

Capital Plan 125

VEHICLE & EQUIPMENT REPLACEMENT RESERVES

Vehicle & Special Equipment Replacement Reserves

These reserves are designated for the replacement of vehicles and equipment. The main source of funding for these reserves is interest earned on the fund and depreciation contributions from the Annual Operating Budget. This reserve is not statutory. Each asset to be replaced is specifically identified during the budget process and itemized for replacement. Budgeted expenditures are approved by the passing of the 2015 Annual Plan Bylaw and authorization approval by the appropriate level of authority.

GAMING FUND

This reserve is designated for environmental, heritage, arts and cultural, safety and security projects. Funding for the reserve is provided by the Provincial government based on a 10% share of the net proceeds of gaming from the casino facility located within the municipality.

OTHER RESERVES & FUNDS

Local Improvement Levy

The Local Improvement reserve is maintained through the provision of Local Area Service Taxes imposed on property owners who have benefitted from local improvements works undertaken by the City. The levy imposed for each property is based on the taxable frontage of land that abuts each development. The fund earns investment income interest. Levy repayment terms and interest rates are based on the type of improvement works undertaken. Property owners have the option of paying off their entire commitment in the first year of billing, and if done so by the due date for taxes, will incur no interest.

This is a statutory reserve. Replenishment of the fund is undertaken through a Burnaby Local Service Tax Bylaw, set for newly completed projects.

Gaming Interest Fund

In 2013, Council adopted a policy to allocate the interest earnings on the Gaming Fund to be used for one-time operating projects. Authority to approve these projects has been delegated by Council to the Financial Management Committee.

Gas Tax Fund

Federal government grant funding is provided annually based on specified criteria for infrastructure type projects. Council approves the utilization of these funds based on recommendations by the Financial Management Committee of Council.

UTILITY FUND

The Waterworks Utility and the Sanitary Sewer Capital funds are self-sustaining. These funds are designated for the purchase and replacement of water and sewer infrastructure respectively. The main sources of funding for these funds are depreciation contributions from their respective Utility Operating budgets and interest earned on each of the respective capital funds. Appropriations to and expenditures from these funds are controlled by the budget process and Council approval is required for capital expenditures from these funds.

2015 2016 2017 2018 2019Budget Budget Budget Budget Budget

Capital Revenue

General Revenue Fund Contributions 62,989 66,189 69,489 72,889 76,389 Utility Funds Contribution 27,622 26,591 25,714 24,637 24,211 Investment Income 33,400 35,382 36,264 36,311 35,736 Development Cost Charges 3,000 3,000 3,000 3,000 3,000 Community Benefit Bonus 35,000 50,000 50,000 50,000 50,000 Gaming Fund Proceeds 9,500 9,500 9,500 9,500 9,500 Private Funds, Grants & Others 4,051 5,837 4,095 4,095 4,095 Proceeds from the Sale of Assets 6,743 8,220 9,000 10,500 10,500

TOTAL CAPITAL REVENUE 182,305 204,719 207,062 210,932 213,431

TOTAL CAPITAL EXPENDITURES (131,435) (182,039) (205,841) (225,697) (160,039)

Increase in Capital Reserves 50,870 22,680 1,221 (14,765) 53,392

126 Capital Plan

CAPITAL RESERVES

Funding for capital programs are provided from the following sources (in thousands):

The City advances capital projects to serve a growing population, provide new amenities, support new development, promote social and environmental sustainability, and continue infrastructure renewal.

2016 ($)

2017 ($)

2018 ($)

2019($)

CAPITAL EXPENDITURES

City ManagerFire 1,473,200 2,500,000 3,175,000 5,550,000 8,030,000 Police 2,224,900 - - 200,000 - Library 2,108,700 1,838,400 1,717,400 1,698,300 1,698,300 Clerks 173,500 - 1,800,000 - - Information Technology 13,951,100 21,650,800 21,282,500 18,020,200 8,363,000 Contingency 500,000 500,000 500,000 500,000 500,000

Subtotal City Manager 20,431,400 26,489,200 28,474,900 25,968,500 18,591,300

EngineeringRoads (Various) 9,505,700 10,560,000 10,215,000 10,015,000 10,065,000 Traffic Management 3,955,900 2,700,000 2,650,000 2,650,000 2,650,000 Major Roads 8,267,700 10,455,000 8,225,000 8,050,000 8,200,000 Storm Sewer 4,386,500 7,315,000 6,550,000 6,450,000 7,175,000 Vehicles & Equipment 5,465,000 5,399,500 4,760,000 4,277,000 2,449,500 Local Area Services 3,976,900 2,805,000 2,805,000 2,805,000 2,855,000 City Buildings 10,471,000 16,098,000 23,347,500 23,467,500 10,962,500 Energy Performance Programs 300,000 250,000 250,000 250,000 250,000 Utilities - Sanitary Sewer 10,218,700 11,025,000 10,875,000 11,025,000 12,550,000 Utilities - Waterworks 12,695,000 13,425,000 13,175,000 13,175,000 13,250,000

Subtotal Engineering 69,242,400 80,032,500 82,852,500 82,164,500 70,407,000

FinanceFacility Replacement & Improvement 634,600 575,000 2,000,000 2,050,000 - Equipment Acquisition 250,000 45,000 60,000 - - Office Renovation 40,000 - - - -

Subtotal Finance 924,600 620,000 2,060,000 2,050,000 -

Planning & BuildingCommunity Plan Implementation 450,000 2,719,600 375,000 375,000 375,000 Community Amenity Program Priorities 580,000 30,000,000 30,000,000 30,000,000 30,000,000 Urban Trails 1,049,900 2,000,000 1,000,000 1,000,000 1,000,000 Bicycle Program 75,000 750,000 1,000,000 1,000,000 1,250,000 Land Assembly & Development 6,743,400 8,219,500 9,000,000 10,500,000 10,500,000 City Hall/Buildings 3,067,700 - - - -

Subtotal Planning & Building 11,966,000 43,689,100 41,375,000 42,875,000 43,125,000

Parks, Recreation & Cultural ServicesVehicles 1,287,000 2,593,000 2,324,000 959,000 1,571,000 Property Acquisitions 6,000,000 3,000,000 3,000,000 3,000,000 3,000,000 Park Facilities 11,413,300 8,965,000 8,095,000 6,960,000 6,060,000 Recreation Facilities 4,506,300 10,875,000 34,350,000 57,985,000 13,450,000 Cultural Facilities 2,964,000 2,450,000 1,160,000 2,660,000 2,555,000 Golf Facilities 2,700,000 3,325,000 2,150,000 1,075,000 1,280,000

Subtotal Parks 28,870,600 31,208,000 51,079,000 72,639,000 27,916,000

TOTAL CAPITAL EXPENDITURES 131,435,000 182,038,800 205,841,400 225,697,000 160,039,300

2015($)

128 Capital Plan

2015–2019 CAPITAL PLAN

2016 ($)

2017 ($)

2018 ($)

2019($)

2015($)

FUNDING SOURCES

Capital Reserves 87,331,700 94,678,700 112,497,400 135,866,000 81,863,800 Vehicle & Equipment Replacement Reserves 5,587,200 9,492,500 8,399,000 6,536,000 5,200,500 Utilities Reserve 23,023,700 24,450,000 24,050,000 24,200,000 25,800,000 Gaming 4,861,450 14,580,300 23,800,000 22,000,000 10,080,000 Community Benefit Bonus 580,000 30,000,000 30,000,000 30,000,000 30,000,000 Parkland Acquisition Levy 6,000,000 3,000,000 3,000,000 3,000,000 3,000,000 Other 4,050,950 5,837,300 4,095,000 4,095,000 4,095,000


($)2017

($)2018

($)2019

($)2015

($)

FUNDING SOURCES

Capital Reserves 87,331,700 94,678,700 112,497,400 135,866,000 81,863,800 Vehicle & Equipment Replacement Reserves 5,587,200 9,492,500 8,399,000 6,536,000 5,200,500 Utilities Reserve 23,023,700 24,450,000 24,050,000 24,200,000 25,800,000 Gaming 4,861,450 14,580,300 23,800,000 22,000,000 10,080,000 Community Benefit Bonus 580,000 30,000,000 30,000,000 30,000,000 30,000,000 Parkland Acquisition Levy 6,000,000 3,000,000 3,000,000 3,000,000 3,000,000 Other 4,050,950 5,837,300 4,095,000 4,095,000 4,095,000


2016 ($)

2017 ($)

2018 ($)

2019($)


City ManagerFire 1,473,200 2,500,000 3,175,000 5,550,000 8,030,000 Police 2,224,900 - - 200,000 - Library 2,108,700 1,838,400 1,717,400 1,698,300 1,698,300 Clerks 173,500 - 1,800,000 - - Information Technology 13,951,100 21,650,800 21,282,500 18,020,200 8,363,000 Contingency 500,000 500,000 500,000 500,000 500,000

Subtotal City Manager 20,431,400 26,489,200 28,474,900 25,968,500 18,591,300

EngineeringRoads (Various) 9,505,700 10,560,000 10,215,000 10,015,000 10,065,000 Traffic Management 3,955,900 2,700,000 2,650,000 2,650,000 2,650,000 Major Roads 8,267,700 10,455,000 8,225,000 8,050,000 8,200,000 Storm Sewer 4,386,500 7,315,000 6,550,000 6,450,000 7,175,000 Vehicles & Equipment 5,465,000 5,399,500 4,760,000 4,277,000 2,449,500 Local Area Services 3,976,900 2,805,000 2,805,000 2,805,000 2,855,000 City Buildings 10,471,000 16,098,000 23,347,500 23,467,500 10,962,500 Energy Performance Programs 300,000 250,000 250,000 250,000 250,000 Utilities - Sanitary Sewer 10,218,700 11,025,000 10,875,000 11,025,000 12,550,000 Utilities - Waterworks 12,695,000 13,425,000 13,175,000 13,175,000 13,250,000

Subtotal Engineering 69,242,400 80,032,500 82,852,500 82,164,500 70,407,000

FinanceFacility Replacement & Improvement 634,600 575,000 2,000,000 2,050,000 - Equipment Acquisition 250,000 45,000 60,000 - - Office Renovation 40,000 - - - -

Subtotal Finance 924,600 620,000 2,060,000 2,050,000 -

Planning & BuildingCommunity Plan Implementation 450,000 2,719,600 375,000 375,000 375,000 Community Amenity Program Priorities 580,000 30,000,000 30,000,000 30,000,000 30,000,000 Urban Trails 1,049,900 2,000,000 1,000,000 1,000,000 1,000,000 Bicycle Program 75,000 750,000 1,000,000 1,000,000 1,250,000 Land Assembly & Development 6,743,400 8,219,500 9,000,000 10,500,000 10,500,000 City Hall/Buildings 3,067,700 - - - -

Subtotal Planning & Building 11,966,000 43,689,100 41,375,000 42,875,000 43,125,000

Parks, Recreation & Cultural ServicesVehicles 1,287,000 2,593,000 2,324,000 959,000 1,571,000 Property Acquisitions 6,000,000 3,000,000 3,000,000 3,000,000 3,000,000 Park Facilities 11,413,300 8,965,000 8,095,000 6,960,000 6,060,000 Recreation Facilities 4,506,300 10,875,000 34,350,000 57,985,000 13,450,000 Cultural Facilities 2,964,000 2,450,000 1,160,000 2,660,000 2,555,000 Golf Facilities 2,700,000 3,325,000 2,150,000 1,075,000 1,280,000

Subtotal Parks 28,870,600 31,208,000 51,079,000 72,639,000 27,916,000


2015($)

Capital Plan 129

2015–2019 CAPITAL PLAN

2015 ($)

2016($)

2017 ($)

2018 ($)

2019($)


City ManagerFire Fire Station #1 - New Training Facility & Tarmac Resurfacing 250,000 50,000 600,000 - -

Fire Station #4 Replacement - Design & Construction - 80,000 500,000 3,000,000 3,100,000 Fire Station #8 New - Design & Construction - - 80,000 500,000 3,000,000 Boat House Structures - 30,000 - - - Firehall Card Access System 200,000 - - - - Command Unit Replacements - 660,000 - - - Engine Replacements 101,700 1,000,000 1,000,000 - 1,000,000 Fire Vehicle Replacements 114,000 - 65,000 - 30,000 Ladder Replacements & Betterments 150,000 - - 1,400,000 - Special Unit Replacements - - 250,000 - 250,000 Turn Out Gear Replacement 220,000 320,000 320,000 320,000 320,000 Ongoing General Equipment Replacement 437,500 360,000 360,000 330,000 330,000 Subtotal Fire 1,473,200 2,500,000 3,175,000 5,550,000 8,030,000 Police Locker Room Upgrades & Secondary Emergency Exit 1,766,200 - - - - Renovations & Upgrades 458,700 - - 200,000 - Subtotal Police 2,224,900 - - 200,000 - LibraryLibrary Materials 1,495,800 1,617,400 1,617,400 1,698,300 1,698,300 Library Vehicle Replacements 40,000 - 100,000 - - Library Shelving, Furniture & Equipment 572,900 221,000 - - -

Subtotal Library 2,108,700 1,838,400 1,717,400 1,698,300 1,698,300 Clerks Heritage Scanning, Archives Digitization & Archives Expansion 173,500 - 1,800,000 - -

Subtotal Clerks 173,500 - 1,800,000 - - Information Technology Workstations 1,565,500 1,219,900 1,096,800 973,800 941,700 Servers & Storage 1,420,000 1,345,100 2,006,300 1,562,300 749,100 Networking, Telephony & Security 1,436,000 4,581,500 4,214,800 2,307,000 2,172,200 Data Centre 864,000 1,144,300 964,600 1,357,100 1,432,000 Licence, Inspection & Permit System 4,425,000 5,670,000 4,480,000 1,000,000 - Capital Asset Lifecycle Management 400,000 1,400,000 - - - Web Portal Development & On-line City Services 415,000 495,000 1,505,000 1,750,000 - Budgeting, Financial Management & Reporting 365,000 270,000 830,000 735,000 295,000 Tax & Revenue Management 400,000 1,950,000 2,075,000 1,550,000 225,000 Human Resources, Payroll & Benefits 270,000 825,000 690,000 1,730,000 180,000 Enterprise Application Enhancements 1,245,000 895,000 2,085,000 3,510,000 1,853,000 Business Systems Enhancements 1,145,600 1,855,000 1,335,000 1,545,000 515,000 Subtotal Information Technology 13,951,100 21,650,800 21,282,500 18,020,200 8,363,000 Annual Contingency Provision 500,000 500,000 500,000 500,000 500,000 Contingency 500,000 500,000 500,000 500,000 500,000


2015–2019 CAPITAL PLAN SUMMARY | CITY MANAGER

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2015 ($)

2016($)

2017 ($)

2018 ($)

2019($)

FUNDING SOURCES

Capital Reserves 19,287,700 24,329,200 24,759,900 24,068,500 16,811,300Vehicle & Equipment Replacement Reserves 365,700 1,660,000 1,415,000 1,400,000 1,280,000 Gaming 73,500 - 1,800,000 - - Other 704,500 500,000 500,000 500,000 500,000


2015–2019 CAPITAL PLAN SUMMARY | CITY MANAGER

HIGHLIGHTS | CITY MANAGER

THERMAL IMAGING CAMERA REPLACEMENTFIRE

In 2015, the Burnaby Fire Department will replace a portion of their Thermal Imaging Cameras (TICs), which is estimated to cost $30,000. The TIC display translates the heat signatures and movement of heat to the interior fire attack team. The images given to firefighters allows for the identification of hazardous environment conditions and changes in conditions when visibility is zero and personnel senses are reduced by firefighting Personal Protective Equipment (PPE) encapsulation. The TIC is critical in identifying differences in the heat retention of furnishings and human occupants, providing a valuable tool for rapid search and rescue operations to save lives within fire areas. This project is funded by the Capital Replacement Reserve and will not result in additional operating expenditures.

LOCKER ROOM UPGRADESPOLICE

This project entails upgrades to both the men’s and the women’s locker rooms at the Burnaby RCMP Detachment. The men’s locker room requires upgrades to the life safety systems, including construction of a new exit stairwell for secondary emergency egress. The men’s locker room will also undergo replacement of the plumbing fixtures, lockers, and lighting. The current women’s locker room is divided into two separate rooms and this project will allow for the two rooms to be connected as well as the replacement of lockers, flooring, and plumbing facilities. Total project cost in 2015 is estimated at $1,766,200 and is funded by the Capital Replacement Reserve and will not result in additional operating expenditures.

LICENCE, INSPECTION AND PERMIT SYSTEMINFORMATION TECHNOLOGY

Starting spring 2015, the City will begin the design and implementation of a new system capable of delivering greater online access to services and information to citizens. The new system will also support improved internal business processes, including mobile access to applications for City staff and electronic plan checking. This will be a multi-phase project with new services and functionality being delivered over a two year period. The 2015 project cost is estimated at $4,425,000 and is funded by the Capital Works Machinery and Equipment Reserve.

POP-UP LIBRARIESLIBRARY

Pop-Up Libraries enable BPL to make a connection with our community, in our community, in a new and exciting way. A Pop-Up Library is a “micro-library” brought to events around Burnaby, where visitors can borrow material, sign up for a library card, meet staff, and learn more about library membership and services.

The addition of a community outreach vehicle, which is estimated to cost $40,000, equips our staff to be a more active part of our community; it enables us to plan more outreach visits and pop-up branches without logistical impediments, and supports our direction in creating opportunities for people to engage with the library in new ways. This vehicle is funded by the Capital Works Machinery and Equipment Reserve and will not result in a substantial increase in operating expenditures.

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2015 ($)

2016 ($)

2017 ($)

2018 ($)

2019($)


EngineeringCity Roads Rehabilitation Programs 8,140,700 9,460,000 9,115,000 8,915,000 8,965,000 Bridge Rehabilitation 1,365,000 1,100,000 1,100,000 1,100,000 1,100,000

Roads (Various) 9,505,700 10,560,000 10,215,000 10,015,000 10,065,000 Pedestrian & Transit Related Improvements 465,000 450,000 450,000 450,000 450,000 Streetlight Replacement Program 1,522,500 1,300,000 1,300,000 1,300,000 1,300,000 Traffic Signals Replacement Program 1,769,300 750,000 750,000 750,000 750,000 Traffic & Parking Management Program 199,100 200,000 150,000 150,000 150,000

Traffic Management 3,955,900 2,700,000 2,650,000 2,650,000 2,650,000 Major Street & Intersection Improvements 8,267,700 10,455,000 8,225,000 8,050,000 8,200,000 Storm Sewer Upgrade & Replacement Program 4,386,500 7,315,000 6,550,000 6,450,000 7,175,000 Vehicle & Equipment Replacement 5,465,000 5,399,500 4,760,000 4,277,000 2,449,500 Local Area Services 3,976,900 2,805,000 2,805,000 2,805,000 2,855,000 Still Creek Works Yard Development 3,150,000 1,183,000 - - - Laurel Street Service Centre Improvement 2,100,000 10,000,000 20,000,000 20,000,000 7,830,000 City Building Renovations & Capital Maintenance 5,221,000 4,915,000 3,347,500 3,467,500 3,132,500

City Buildings 10,471,000 16,098,000 23,347,500 23,467,500 10,962,500 Energy Performance Programs 300,000 250,000 250,000 250,000 250,000 Utilities - Waterworks 12,695,000 13,425,000 13,175,000 13,175,000 13,250,000 Utilities - Sanitary Sewer 10,218,700 11,025,000 10,875,000 11,025,000 12,550,000


FUNDING SOURCES

Capital Reserves 35,890,700 35,620,000 30,647,500 30,292,500 30,932,500 Vehicle & Equipment Replacement Reserves 4,079,500 5,239,500 4,660,000 4,177,000 2,349,500 Utilities Reserve 23,023,700 24,450,000 24,050,000 24,200,000 25,800,000 Gaming 3,583,500 11,183,000 20,000,000 20,000,000 7,830,000 Other 2,665,000 3,540,000 3,495,000 3,495,000 3,495,000


132 Capital Plan

2015 CAPITAL PLAN SUMMARY | ENGINEERING

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Capital Plan 133

RESTORATION OF GRAY CREEKAs part of our commitment to the Metro Vancouver’s Integrated Liquid Waste and Resource Management Plan and the Byrne Creek Integrated Stormwater Management Plan, the City is planning to remediate erosion sites in Gray Creek that are impacting watershed health and increasing maintenance requirements downstream. Gray Creek ravine exhibits extensive localized erosion typical urban stream bank erosion resulting from urban stream hydraulics (i.e. increased peak flows and flashiness owing to urbanized catchments with impervious surfaces and limited source controls). The approach will combine hard engineering solutions with alternative softer treatment (bioengineering, etc.) for a hybrid solution that will restore watershed health. Total project cost in 2015 is estimated at $600,000 and is funded by the Capital Replacement Reserves. This project will not result in additional operating expenditures.

HASTINGS STREET IMPROVEMENTHastings Street upgrades continue from Madison to Gilmore with pavement rehabilitation, storm main replacement, and watermain upgrades. Construction estimated at $1.28M is coordinated to ensure a successful Giro de Burnaby and Hats Off Day Parade. This project will not result in additional operating expenditures.

RE-ROOFING PROGRAMAs the City facilities age over time, the roofs are planned for replacement as they approach the end of their useful service life. An annual re-roofing program is in place to proactively replace the roofs on a prioritized basis to maximize the building assets while avoiding interior damage and disruption to the public and programming activities. In 2015, the re-roofing program will replace approximately 8 to 9 roofs. Total project cost is estimated at $1.2 M and is funded by the Capital Replacement Reserves. This project will not result in additional operating expenditures.

SINGLE FAMILY & MULTI-FAMILY GLASS RECYCLING PROGRAMIn 2013, Multi-Material BC (MMBC), an industry-led and funded non-profit organization, took over responsibility for managing recycling on behalf of producers. The City now acts as a contractor for MMBC, collecting materials on its behalf. One of the requirements stipulated by MMBC is that glass at curbside and at multi-family complexes must be collected separately. In order to continue the collection of glass material from curbside and multi-family residents serviced by the City, the City is implementing the grey box/toter program. These changes, along with the new expanded list of accepted materials, will help Burnaby meet our regional goal of 70% waste diversion by 2015. Total cost for purchase and distribution is estimated at $300,000 and is funded by the Capital Replacement Reserves.

HIGHLIGHTS | ENGINEERING

STREETLIGHT REPLACEMENT PROGRAMAn annual program to replace all City-owned High Pressure Sodium (HPS) streetlights with energy saving Light Emitting Diode (LED) streetlights will be initiated in 2015 at an estimated cost of $1,120,000. Trial installations of new LED streetlights along Lougheed Highway have been successful. The replacement of HPS luminaires with LED luminaires is anticipated to reduce costs over the life of the fixture because they are more energy efficient, and have a longer life which reduces maintenance requirements. LED lights also produce a whiter light that allows for better colour distinction compared to the yellow HPS lights. The program will take advantage of BC Hydro Power Smart funding opportunities and is also funded by the City’s Capital Replacement Reserves. After the initial year, power consumption savings are estimated at $42,000 annually.

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2015 ($)

2016 ($)

2017 ($)

2018 ($)

2019($)


FinanceDeer Lake Centre Renovations 128,000 500,000 2,000,000 2,050,000 - Tenant Property Improvements 506,600 75,000 - - -

Facility Replacement & Improvement 634,600 575,000 2,000,000 2,050,000 - Fleet Vehicle Replacement 30,000 - - - - Print Shop Equipment 220,000 45,000 60,000 - -

Equipment Acquisition 250,000 45,000 60,000 - - Purchasing Dept Office Reno 40,000 - - - -

Office Renovation 40,000 - - - - TOTAL CAPITAL EXPENDITURES 924,600 620,000 2,060,000 2,050,000 -

FUNDING SOURCES

Capital Reserves 894,600 620,000 2,060,000 2,050,000 - Vehicle & Equipment Replacement Reserves 30,000 - - - -

TOTAL CAPITAL FUNDING SOURCES 924,600 620,000 2,060,000 2,050,000 -

2015 ($)

2016 ($)

2017 ($)

2018 ($)

2019($)


PlanningCommunity Plan Implementation 450,000 2,719,600 375,000 375,000 375,000 Community Amenity Program Priorities 580,000 30,000,000 30,000,000 30,000,000 30,000,000Urban Trail Program 1,049,900 2,000,000 1,000,000 1,000,000 1,000,000 Bicycle Program 75,000 750,000 1,000,000 1,000,000 1,250,000 Land Assembly & Development 6,743,400 8,219,500 9,000,000 10,500,000 10,500,000City Hall Renovations & Upgrades 3,067,700 - - - -


FUNDING SOURCES

Capital Reserves 9,990,100 8,494,500 9,275,000 10,775,000 10,775,000Community Benefit Bonus Reserve 580,000 30,000,000 30,000,000 30,000,000 30,000,000Gaming 864,450 3,397,300 2,000,000 2,000,000 2,250,000 Other 531,450 1,797,300 100,000 100,000 100,000


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134 Capital Plan

2015 CAPITAL PLAN SUMMARY | FINANCE

2015 CAPITAL PLAN SUMMARY | PLANNING & BUILDING

Capital Plan 135

HIGHLIGHTS | PLANNING & BUILDING

GILMORE URBAN TRAILThe City plans to complete the popular Gilmore Urban Trail in 2016. This project will construct a missing section of the trail on the west side of Gilmore Avenue/Diversion from Still Creek Drive to Canada Way. Part of the larger 3.3 kilometre Gilmore Urban Trail from Williams Street by Willingdon Heights Park to Sanderson Way at Electronic Arts, the trail will provide an accessible, pedestrian and cyclist friendly link to the Gilmore SkyTrain Station, connect to the Central Valley Greenway as well as the Sea to River Bikeway. Design was approved by Council in 2014, with construction expected to be completed in 2016. Cost-sharing funding with Translink has been obtained by the City for the design, with potential grant funding being sought for the construction works. Project cost for 2015 is planned at $685,900. The City’s share of the cost will be funded by the Gaming Fund and will not result in additional operating expenditures.

CITY HALL – A/V SYSTEM UPGRADESThere will be improvements made to the audio-visual system in the Council Chambers to improve the quality of sound within the Chambers, and for those watching proceedings online and via public television. Total project cost is estimated at $750,000 and is funded by the Capital Works Machinery and Equipment Reserve and will not result in additional operating expenditures.

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2015 ($)

2016 ($)

2017 ($)

2018 ($)

2019($)


Parks, Recreation & Cultural ServicesParks Vehicle Replacement 1,287,000 2,593,000 2,324,000 959,000 1,571,000Parkland Acquisition (including Deer Lake Property) 6,000,000 3,000,000 3,000,000 3,000,000 3,000,000 Artificial Turf Field Replacements 60,000 1,360,000 1,360,000 1,300,000 - Burnaby Lake Sports Complex Sports Field Development 1,732,200 500,000 1,500,000 1,500,000 1,500,000 Central Park Perimeter Trail/Parking Lot/Development 1,211,300 600,000 600,000 500,000 500,000 Edmonds Park Redevelopment 1,556,000 1,170,000 - - - General Parks Facilities Equipment Replacements/Improvements 1,630,900 1,450,000 800,000 325,000 325,000

Playground Replacements 1,072,300 860,000 685,000 685,000 510,000 Park Facilities General Development 4,150,600 3,025,000 3,150,000 2,650,000 3,225,000Park Facilities 11,413,300 8,965,000 8,095,000 6,960,000 6,060,000 Bonsor Rec Centre Seniors Space & Change Room Improvements 1,802,400 1,100,000 1,100,000 - -

CG Brown/Burnaby Lake Arena - Feasibility Study, Design & Construction 515,000 5,000,000 25,000,000 25,000,000 -

Burnaby Lake Precinct Covered Sports Box 150,000 1,500,000 1,500,000 - - Cameron Rec Centre Facility Upgrade 60,000 - 3,000,000 6,000,000 - Eileen Dailly Pool & Confederation Recreation Complex Renovations 163,300 1,000,000 300,000 6,000,000 13,000,000

Swangard Stadium Running Track, Read O Graph Sign & Power Upgrade 274,000 900,000 - - -

Recreation Facilities Development 1,541,600 1,375,000 3,450,000 20,985,000 450,000 Recreation Facilities 4,506,300 10,875,000 34,350,000 57,985,000 13,450,000 Burnaby Village Museum & Art Gallery Upgrades 1,700,400 570,000 250,000 2,250,000 2,215,000 Shadbolt Centre Replacements/Improvements 1,263,600 1,880,000 910,000 410,000 340,000 Cultural Facilities 2,964,000 2,450,000 1,160,000 2,660,000 2,555,000 Burnaby Mountain Eagle Creek Golf Course & Restaurant Upgrades 1,582,500 925,000 850,000 175,000 310,000

Kensington Pitch & Putt Upgrades/Construct 9-Hole Course 525,000 1,700,000 750,000 - 75,000 Central Park Pitch & Putt - - - - 50,000 Riverway Golf Course Dining Room & Kitchen Upgrades 592,500 700,000 550,000 900,000 845,000 Golf Facilities 2,700,000 3,325,000 2,150,000 1,075,000 1,280,000


FUNDING SOURCES

Capital Reserves 21,268,600 25,615,000 45,755,000 68,680,000 23,345,000Vehicle & Equipment Replacement Reserves 1,112,000 2,593,000 2,324,000 959,000 1,571,000Gaming 340,000 - - - - Parkland Acquisition Levy 6,000,000 3,000,000 3,000,000 3,000,000 3,000,000Other 150,000 - - - -


136 Capital Plan

2015 CAPITAL PLAN SUMMARY | PARKS, RECREATION & CULTURAL SERVICES

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Capital Plan 137

HIGHLIGHTS | PARKS, RECREATION & CULTURAL SERVICES

CONFEDERATION PARK PLAYGROUNDThe renovated Confederation Park Playground was officially opened on July 21st. Built in-house by the City of Burnaby staff, the 700 square metre playground features amenities for preschoolers and children, including a multi-person see-saw, spinner bowls, child-size picnic tables, swing sets, a climbing rock and more.

The accessible and integrated playground space and water play area are a great addition to the park’s current amenities, walking track, picnic areas, tennis courts, skate park and grass fields.

Planned cost for 2015 improvements is estimated at $324,400 and is primarily funded by the Capital Works Machinery and Equipment Reserve. This project will not result in additional operating expenditures.

EDMONDS PARK OUTDOOR PLAZAThe Edmonds Park Outdoor Plaza was officially opened on July 1st. The plaza is a multi-functional and multi-generational public space. The outdoor venue is suited for outdoor play, community events (local farmers and artisans markets) and entertainment.

Future park expectancies include a children’s playground, water play area, half basketball courts and a walking circuit—complementing and encouraging both indoor and outdoor programs at Edmonds Community Centre.

Planned cost for 2015 improvements is estimated at $1,556,000 and is funded by the Capital Works Machinery and Equipment Reserve. The maintenance of the plaza will be managed by existing Parks Operation’s staff.

CENTRAL PARK OUTDOOR FITNESS CIRCUITOfficially opened on May 10th, an outdoor fitness circuit with 12 fitness stations. Promoting sustainable fitness within Central Park. The equipment is designed to focus on one of the following areas: cardiovascular, balance, strength and flexibility. The outdoor Fitness Circuit is environmentally made from 100% recyclable materials: recycled steel to recycled rubberized surfacing. A total of 13,998 lbs. of rubber was used, which 11,771 lbs. of rubber came from recycled scrap ties in BC.

2015 improvements to Central Park is estimated at $1,211,300 and is funded by the Capital Works Machinery and Equipment Reserve. The project will not result in additional operating expenditures.

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CapitalReserves ($)

Vehicle & Equipment

ReplacementReserves ($)

UtilitiesReserve ($)

Comm Benefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)

Land & Land Improvements 25,522,400 - - 580,000 1,181,750 843,950 28,128,100Infrastructure & Contingency 26,994,200 - 22,913,700 - 433,500 3,165,000 53,506,400Buildings 20,986,200 - - - 3,172,700 40,000 24,198,900Vehicles & Equipment 19,828,900 5,587,200 110,000 - 73,500 2,000 25,601,600

93,331,700 5,587,200 23,023,700 580,000 4,861,450 4,050,950 131,435,000

CapitalReserves ($)

Vehicle & Equipment


UtilitiesReserve

($)

CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)

GENERAL GOVERNMENT

Tenant Property Improvements 56,600 - - - - - 56,600 56,600 - - - - - 56,600

Burnaby Village Museum & Art Gallery Upgrades 569,000 - - - - - 569,000

Shadbolt Centre Replacements/Improvements 230,900 - - - - - 230,900

Burnaby Mountain Eagle Creek Golf Course & Restaurant Upgrades 450,000 - - - - - 450,000

Kensington Pitch & Putt Upgrades/Construct 9-Hole Course 300,000 - - - - - 300,000

Riverway Golf Course Dining Room & Kitchen Upgrades 277,500 - - - - - 277,500

Artificial Turf Field Replacements 60,000 - - - - - 60,000

Burnaby Lake Sports Complex Sports Field Development 1,632,200 - - - - - 1,632,200

Central Park Perimeter Trail/Parking Lot/Development 771,300 - - - 340,000 - 1,111,300

Edmonds Park Redevelopment 1,556,000 - - - - - 1,556,000

General Parks Facilities Equipment Replacements/Improvements 1,430,900 - - - - 150,000 1,580,900

Park Facilities General Development 4,025,600 - - - - - 4,025,600 Playground Replacements 1,072,300 - - - - - 1,072,300

Parkland Acquisition (including Deer Lake Property) 6,000,000 - - - - - 6,000,000

Burnaby Lake Precinct Covered Sports Box 150,000 - - - - - 150,000 18,525,700 - - - 340,000 150,000 19,015,700

Renovations & Upgrades - - - - - 162,500 162,500 - - - - - 162,500 162,500

PLANNING & BUILDING

Urban Trail Program - - - - 693,450 356,450 1,049,900 Community Amenity Program Priorities - - - 580,000 - - 580,000 Community Plan Implementation 150,000 - - - 125,000 175,000 450,000 Land Assembly & Development 6,715,100 - - - 23,300 - 6,738,400 Bicycle Program 75,000 - - - - - 75,000

6,940,100 - - 580,000 841,750 531,450 8,893,300

25,522,400 - - 580,000 1,181,750 843,950 28,128,100


PROTECTIVE SERVICES138 Capital Plan

2015–2019 CAPITAL PLAN | ASSET SUMMARY

2015 CAPITAL PROGRAM | LAND & LAND IMPROVEMENTS

Table continued on next page

CapitalReserves ($)

Vehicle & Equipment


UtilitiesReserve

($)

CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)

GENERAL GOVERNMENT
















PLANNING & BUILDING


6,940,100 - - 580,000 841,750 531,450 8,893,300

25,522,400 - - 580,000 1,181,750 843,950 28,128,100


PROTECTIVE SERVICES

CapitalReserves ($)

Vehicle & Equipment


UtilitiesReserve

($)

CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)

GENERAL GOVERNMENT
















PLANNING & BUILDING


6,940,100 - - 580,000 841,750 531,450 8,893,300

25,522,400 - - 580,000 1,181,750 843,950 28,128,100


PROTECTIVE SERVICES

Capital Plan 139

2015 CAPITAL PROGRAM | LAND & LAND IMPROVEMENTS

CapitalReserves ($)

Vehicle & Equipment



CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)

GENERAL GOVERNMENT

Contingency - - - - - 500,000 500,000 - - - - - 500,000 500,000

ENGINEERING

Local Area Services 3,976,900 - - - - - 3,976,900 Major Street & Intersection Improvements 8,267,700 - - - - - 8,267,700 Bridge Rehabilitation 1,200,000 - - - 165,000 - 1,365,000 City Roads Rehabilitation Programs 5,675,700 - - - - 2,465,000 8,140,700 Sanitary Sewer Upgrade & Renewal Program - - 10,218,700 - - - 10,218,700Storm Sewer Upgrade & Replacement Program 4,142,300 - - - 44,200 200,000 4,386,500

Pedestrian & Transit Related Improvements 465,000 - - - - - 465,000 Streetlight Replacement Program 1,522,500 - - - - - 1,522,500 Traffic Signals Replacement Program 1,545,000 - - - 224,300 - 1,769,300 Traffic & Parking Management Program 199,100 - - - - - 199,100 Water System Renewal & Upgrade Program - - 12,695,000 - - - 12,695,000

26,994,200 - 22,913,700 - 433,500 2,665,000 53,006,400

26,994,200 - 22,913,700 - 433,500 3,165,000 53,506,400

140 Capital Plan

2015 CAPITAL PROGRAM | INFRASTRUCTURE & CONTINGENCY

CapitalReserves ($)

Vehicle & Equipment


UtilitiesReserve

($)

CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)

GENERAL GOVERNMENT

Deer Lake Centre Renovations 128,000 - - - - - 128,000 Tenant Property Improvements 450,000 - - - - - 450,000 Purchasing Dept Office Reno 40,000 - - - - - 40,000 Library Shelving, Furniture & Equipment 100,000 - - - - 15,000 115,000

718,000 - - - - 15,000 733,000


Burnaby Village Museum & Art Gallery Upgrades 1,096,400 - - - - - 1,096,400


Burnaby Mountain Eagle Creek Golf Course & Restaurant Upgrades 1,032,500 - - - - - 1,032,500



Burnaby Lake Sports Complex Sports Field Development 100,000 - - - - - 100,000

Central Park Perimeter Trail/Parking Lot/Development 100,000 - - - - - 100,000

General Parks Facilities Equipment Replacements/Improvements 50,000 - - - - - 50,000

Park Facilities General Development 50,000 - - - - - 50,000

Bonsor Rec Centre Seniors Space & Change Room Improvements 1,802,400 - - - - - 1,802,400

CG Brown/Burnaby Lake Arena - Feasibility Study, Design & Construction 515,000 - - - - - 515,000

Cameron Rec Centre Facility Upgrade 60,000 - - - - - 60,000

Eileen Dailly Pool & Confederation Recreation Complex Renovations 163,300 - - - - - 163,300

Recreation Facilities Development 635,800 - - - - - 635,800

Swangard Stadium Running Track, Read O Graph Sign & Power Upgrade 274,000 - - - - - 274,000

7,109,800 - - - - - 7,109,800

PROTECTIVE SERVICES

Fire Station #1 New Training Facility & Tarmac Resurfacing 250,000 - - - - - 250,000

Firehall Card Access System 175,000 - - - - 25,000 200,000

Locker Room Upgrades & Secondary Emergency Exit 1,766,200 - - - - - 1,766,200

Renovations & Upgrades 296,200 - - - - - 296,200 2,487,400 - - - - 25,000 2,512,400

ENGINEERING

Energy Performance Programs 300,000 - - - - - 300,000 Laurel Street Service Centre Improvement 2,100,000 - - - - - 2,100,000

Capital Plan 141

2015 CAPITAL PROGRAM | BUILDINGS


CapitalReserves ($)

Vehicle & Equipment


UtilitiesReserve

($)

CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)

GENERAL GOVERNMENT

Deer Lake Centre Renovations 128,000 - - - - - 128,000 Tenant Property Improvements 450,000 - - - - - 450,000 Purchasing Dept Office Reno 40,000 - - - - - 40,000 Library Shelving, Furniture & Equipment 100,000 - - - - 15,000 115,000

718,000 - - - - 15,000 733,000


Burnaby Village Museum & Art Gallery Upgrades 1,096,400 - - - - - 1,096,400


Burnaby Mountain Eagle Creek Golf Course & Restaurant Upgrades 1,032,500 - - - - - 1,032,500



Burnaby Lake Sports Complex Sports Field Development 100,000 - - - - - 100,000

Central Park Perimeter Trail/Parking Lot/Development 100,000 - - - - - 100,000

General Parks Facilities Equipment Replacements/Improvements 50,000 - - - - - 50,000

Park Facilities General Development 50,000 - - - - - 50,000

Bonsor Rec Centre Seniors Space & Change Room Improvements 1,802,400 - - - - - 1,802,400

CG Brown/Burnaby Lake Arena - Feasibility Study, Design & Construction 515,000 - - - - - 515,000

Cameron Rec Centre Facility Upgrade 60,000 - - - - - 60,000

Eileen Dailly Pool & Confederation Recreation Complex Renovations 163,300 - - - - - 163,300

Recreation Facilities Development 635,800 - - - - - 635,800

Swangard Stadium Running Track, Read O Graph Sign & Power Upgrade 274,000 - - - - - 274,000

7,109,800 - - - - - 7,109,800

PROTECTIVE SERVICES

Fire Station #1 New Training Facility & Tarmac Resurfacing 250,000 - - - - - 250,000

Firehall Card Access System 175,000 - - - - 25,000 200,000

Locker Room Upgrades & Secondary Emergency Exit 1,766,200 - - - - - 1,766,200

Renovations & Upgrades 296,200 - - - - - 296,200 2,487,400 - - - - 25,000 2,512,400

ENGINEERING

Energy Performance Programs 300,000 - - - - - 300,000 Laurel Street Service Centre Improvement 2,100,000 - - - - - 2,100,000

CapitalReserves ($)

Vehicle & Equipment


UtilitiesReserve

($)

CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)City Building Renovations & Capital Maintenance 5,221,000 - - - - - 5,221,000

Still Creek Works Yard Development - - - - 3,150,000 - 3,150,000 7,621,000 - - - 3,150,000 - 10,771,000

PLANNING & BUILDING

Land Assembly & Development - - - - 5,000 - 5,000 City Hall Renovations & Upgrades 3,050,000 - - - 17,700 - 3,067,700

3,050,000 - - - 22,700 - 3,072,700

20,986,200 - - - 3,172,700 40,000 24,198,900Capital

Reserves ($)

Vehicle & Equipment


UtilitiesReserve

($)

CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)City Building Renovations & Capital Maintenance 5,221,000 - - - - - 5,221,000

Still Creek Works Yard Development - - - - 3,150,000 - 3,150,000 7,621,000 - - - 3,150,000 - 10,771,000

PLANNING & BUILDING

Land Assembly & Development - - - - 5,000 - 5,000 City Hall Renovations & Upgrades 3,050,000 - - - 17,700 - 3,067,700

3,050,000 - - - 22,700 - 3,072,700

20,986,200 - - - 3,172,700 40,000 24,198,900

142 Capital Plan

2015 CAPITAL PROGRAM | BUILDINGS

CapitalReserves ($)

Vehicle & Equipment



CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)

GENERAL GOVERNMENT

Heritage Scanning, Archives Digitization & Archives Expansion 100,000 - - - 73,500 - 173,500

Fleet Vehicle Replacement - 30,000 - - - - 30,000 Print Shop Equipment 220,000 - - - - - 220,000 Licence, Inspection & Permits System 4,425,000 - - - - - 4,425,000Capital Asset Lifecycle Management 400,000 - - - - - 400,000

Web Portal Development & On-line City Services 415,000 - - - - - 415,000

Budgeting, Financial Management & Reporting 365,000 - - - - - 365,000

Tax & Revenue Management 400,000 - - - - - 400,000 Human Resources, Payroll & Benefits 270,000 - - - - - 270,000 Enterprise Application Enhancements 1,245,000 - - - - - 1,245,000Business Systems Enhancements 1,145,600 - - - - - 1,145,600Workstations 1,565,500 - - - - - 1,565,500Servers & Storage 1,420,000 - - - - - 1,420,000Networking, Telephony & Security 1,436,000 - - - - - 1,436,000Data Centre 864,000 - - - - - 864,000 Library Materials 1,493,800 - - - - 2,000 1,495,800Library Vehicle Replacements 40,000 - - - - - 40,000 Library Shelving, Furniture & Equipment 457,900 - - - - - 457,900

16,262,800 30,000 - - 73,500 2,000 16,368,300


Burnaby Village Museum & Art Gallery Upgrades 35,000 - - - - - 35,000 Shadbolt CentreReplacements/Improvements 292,300 - - - - - 292,300



Park Facilities General Development 75,000 - - - - - 75,000 Parks Vehicle Replacement 175,000 1,112,000 - - - - 1,287,000Recreation Facilities Development 905,800 - - - - - 905,800

1,633,100 1,112,000 - - - - 2,745,100

PROTECTIVE SERVICES

Engine Replacements - 101,700 - - - - 101,700 Fire Vehicle Replacements - 114,000 - - - - 114,000 Ladder Replacements & Betterments - 150,000 - - - - 150,000 Ongoing General Equipment Replacement 437,500 - - - - - 437,500 Turn Out Gear Replacement 220,000 - - - - - 220,000

657,500 365,700 - - - - 1,023,200

ENGINEERING

Vehicle & Equipment Replacement 1,275,500 4,079,500 110,000 - - - 5,465,000 1,275,500 4,079,500 110,000 - - - 5,465,000

19,828,900 5,587,200 110,000 - 73,500 2,000 25,601,600

Capital Plan 143

2015 CAPITAL PROGRAM | VEHICLES & EQUIPMENT


CapitalReserves ($)

Vehicle & Equipment



CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)

GENERAL GOVERNMENT






16,262,800 30,000 - - 73,500 2,000 16,368,300






1,633,100 1,112,000 - - - - 2,745,100

PROTECTIVE SERVICES


657,500 365,700 - - - - 1,023,200

ENGINEERING


19,828,900 5,587,200 110,000 - 73,500 2,000 25,601,600

CapitalReserves ($)

Vehicle & Equipment



CommBenefit

ReserveFunds ($)

GamingFunds ($)

OtherReserve

Funds ($)2015

Budget ($)

GENERAL GOVERNMENT






16,262,800 30,000 - - 73,500 2,000 16,368,300






1,633,100 1,112,000 - - - - 2,745,100

PROTECTIVE SERVICES


657,500 365,700 - - - - 1,023,200

ENGINEERING


19,828,900 5,587,200 110,000 - 73,500 2,000 25,601,600

144 Capital Plan

2015 CAPITAL PROGRAM | VEHICLES & EQUIPMENT

Sunrise at Barnet Marine Park

DEBT-FREE LIVABLE & VIBRANT BURNABY

PHOTOS CREDITS (BY ORDER OF APPEARANCE)

Cover Burnaby Mountain UniverCity City of BurnabyCover Brentwood Development Rendering Shape PropertiesCover Scandinavian Festival in Deer Lake Park Scandinavian CentreContents Metrotown Pedestrian Overpass City of BurnabyPg. 7 His Worship Mayor Derek Corrigan City of BurnabyPg. 8 Burnaby Mountain UniverCity City of BurnabyPg. 11 Burnaby Skyline as seen from Deer Lake Park Kenny LouiePg. 13 Metrotown Town Centre City of BurnabyPg. 14 Burnaby Mountain View JellybeanzPg. 17 Edmonds Community Centre City of BurnabyPg. 19 Infographic Map City of BurnabyPg. 21 Burnaby City Hall Nick KaranasosPg. 23 2015 Burnaby Mayor and Council City of BurnabyPg. 24 Burnaby City Hall Close Up Nick KaranasosPg. 26 Burnaby Fire Department City of BurnabyPg. 27 Burnaby Recycling Eco-Centre City of BurnabyPg. 28 Barnet Marine Park Shoreline C. GehlenPg. 29 Metrotown Towers Rendering Anthem PropertiesPg. 31 Burnaby Aerial View City of BurnabyPg. 32 Central Park Fitness Circuit City of BurnabyPg. 32 Brentwood Community Resource Centre City of BurnabyPg. 32 Burnaby Eco-Centre City of BurnabyPg. 33 Burnaby RCMP City of BurnabyPg. 33 Southgate Project Ledingham McAllisterPg. 33 Kensington Golf Course Feature Golf BurnabyPg. 33 Brentwood Development Rendering Shape PropertiesPg. 34 Trenchless Technology Marc SamsomPg. 35 City of Burnaby ESS Web Page City of BurnabyPg. 35 Stony Creek Iwona KelliePg. 36 Hand holding iPhone Sebastian Ter BurgPg. 37 Fibre Optics Peyrl HerreraPg. 37 Metrotown Pedestrian Bridge City of BurnabyPg. 37 Metrotown Towers Rendering 2 Anthem PropertiesPg. 38 Central Valley Bridge City of BurnabyPg. 39 Burnaby Mountain Pandora Trail WendellPg. 39 Central Valley Bridge with Cyclists and Pedestrians Don SchuetzePg. 40 Burnaby Public Library Pop Up Library Burnaby Public LIbraryPg. 41 Michael Bublé with RCMP City of BurnabyPg. 41 City of Burnaby Streets GIS Network City of Burnaby Pg. 42 Burnaby at Night Alfred ShumPg. 44 Lougheed Station BC Ministry of Transportation Pg. 44 Burnaby Foreshore Park Susannah Anderson

Pg. 44 Burnaby Skyline Andy SmithPg. 45 Metrotown Pedestrian Overpass City of BurnabyPg. 45 Edmonds Community Centre Interior CEI ArchitecturePg. 45 Aerial View of Burnaby and Greater Vancouver Area City of BurnabyPg. 55 Edmonds Community Centre Rendering CEI ArchitecturePg. 56 Burnaby Residential House with Lawn Pig Carol BrownePg. 58 Edmonds Community Centre Opening Day City of BurnabyPg. 70 Horse Eco-Sculpture Province of British ColumbiaPg. 79 Simon Fraser University Convocation Mall Kevin KrebsPg. 117 Solo District Condos Rendering Appia GroupPg. 121 Walkway at Bob Prittie Library City of BurnabyPg. 122 Brentwood Plaza Rendering Shape PropertiesPg. 126 Sunset on Burnaby Mountain Derek K. MillerPg. 133 Burnaby Public Library Pop-up Library Burnaby Public LibraryPg. 135 Gray Creek City of BurnabyPg. 135 LED Streetlights on Lougheed City of BurnabyPg. 137 Gilmore Urban Trail CHP ArchitectsPg. 137 AV Equipment City of BurnabyPg. 139 Confederation Park City of BurnabyPg. 139 Edmonds Park Outdoor Plaza CEI ArchitecturePg. 139 Central Park Outdoor Fitness Circuit City of BurnabyPg. 147 Sunrise at Barnet Marine Park James Wheeler

PUBLISHED ON MAY 07 , 2015

City of Burnabycity+hall/financial+reports/2015... · transit-oriented development and rejuvenation, ... and the surrounding communities continued to grow, the character of Burnaby

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