PG Votes-Issue 1: August 13, 2026

PG VOTES PRINCE GEORGE CITIZEN

THURSDAY, AUGUST 13, 2026

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ISSUE 1 AUGUST 2026

A SPECIAL LOOK AT CIVIC ISSUES AHEAD OF THE OCTOBER MUNICIPAL ELECTION • CITY BUDGET • COUNCIL’S VOTING HISTORY • WHERE YOUR TAXES GO

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Here’s what it will take to increase voter turnout The Citizen’s mission: Stronger municipal democracy starts here KENNEDY GORDON Citizen Managing Editor

Municipal government is the level of government that affects your lives the most directly. But in Prince George, it doesn’t get much attention.

City council decides which roads or trails are repaired, how neighbourhoods grow, how parks and libraries are funded, what public safety looks like and how much of your paycheque they need to pay for it all. Those decisions shape your everyday lives far more than our elected officials in Victoria and Ottawa.

But for whatever reason, only about one in four eligible Prince George voters bothers to mark a ballet.

That’s not a healthy democracy.

Today, in this special look at the 2026 election, we’ll break down what can be done to fix that.

Those principles will guide our coverage of this election.

If we want better local government, we need a better local electoral system and a more informed, more involved and more active electorate.

We believe there are practical reforms that would make local elections more competitive, more representative and more meaningful.

The first is adopting a ward system, an argument we’ve made before.

Prince George’s at-large model asks candidates to campaign across an entire city, favouring incumbents and candidates with the resources or name recognition to reach thousands of voters.

Residents, meanwhile, are left without a councillor directly accountable for representing their neighbourhood.

A ward system — or as the Local Government Act calls it, a neighbourhood constituency system — changes that.

Voters elect someone from their

neighbourhood whose first responsibility is understanding the needs of their community while still making decisions in the city’s overall interest. It creates a direct line of accountability between voters and council and encourages people to become invested in the issues closest to home.

People are far more likely to participate when they know exactly who represents the area where they live.

The second reform is extending the nomination and campaign period.

Two months is not enough time for voters to learn about the people seeking office. It gives incumbents an enormous advantage because they begin every campaign with years of public exposure and instant name recognition.

Democracy works best when challengers have a genuine opportunity to introduce themselves and their ideas.

Other provinces recognize that is the case. In Ontario, municipal campaigns begin in June, months before British Columbia’s. Candidates have time to debate, refine their platforms and engage with voters. Here, candidates are often introducing themselves only weeks before ballots are cast.

Longer campaigns produce better-informed voters.

We call on the next council to move the ward system forward and Housing and Municipal Affairs Minister Christine Boyle to begin reviewing the Community Charter with the goal of modernizing and extending municipal elections.

British Columbia should seriously examine the suggestions we’ve made.

Moving on: There’s another conversation that deserves the most attention during every municipal campaign.

Taxes.

Every election produces candidates promising to keep taxes low. That is entirely fair. Taxpayers deserve elected officials who spend carefully, question assumptions and look constantly for efficiencies.

But we also hear from candidates who promise zero-per-cent tax hikes.

There’s a fine line between fiscal responsibility and fiscal fiction.

Promises of zero-per-cent tax increases ignore how municipalities actually operate.

Unlike senior governments, cities have relatively few ways to generate revenue other than property taxes and user fees. These pay for most municipal services, while many of the costs driving those budgets are largely outside council’s control.

Employee compensation is the clearest example.

Prince George’s 2024 Statement of Financial Information shows the city paid more than $69 million in salaries, benefits and other compensation. That figure does not include RCMP policing costs.

Many city employees work under collective agreements negotiated with CUPE, with council providing direction when those contracts come up for renewal.

For 2026, 37.5 per cent of the operating budget is for protective services.

Firefighters negotiate through their union, the International Association of Fire Fighters, with their contracts being resolved through binding arbitration.

RCMP salaries are negotiated nationally by the federal government and the National Police Federation. Mayor and council have no ability to alter the outcomes of either of these negotiations or the resulting tax increases that come with them.

Council can’t simply vote those costs away.

Recent budgets demonstrate the reality. The city’s negotiated CUPE wage increase accounted for nearly onethird of the 2026 property tax increase.

Firefighter compensation continues to rise, and policing costs increase each year as national agreements raise RCMP salaries.

The only significant way to reduce those costs would be to employ fewer firefighters or fewer police officers. The current council has done the opposite,

employing more of both, which add on more costs.

That leaves councils with a responsibility far less politically appealing but far more honest: manage inevitable cost increases responsibly.

That means setting priorities, scrutinizing spending on both operating and capital projects, and ensuring taxpayers receive value for every dollar collected.

It also means recognizing that Prince George’s roads, water systems, public buildings and emergency services can’t be maintained indefinitely while pretending inflation does not exist.

Communities chasing years of zeroper-cent tax increases eventually pay a much higher price through deteriorating infrastructure and deferred maintenance. Those bills never disappear.

They just arrive later with a lot more zeroes attached.

Prince George voters don’t need candidates who promise the impossible.

They deserve candidates who understand the realities of municipal government, explain those realities honestly and demonstrate how they will balance competing priorities responsibly.

This newspaper’s mission during the campaign is simple.

While our reporting will remain balanced and objective, our editorial board will advocate for reforms that strengthen local democracy. We will challenge ideas that make municipal elections more competitive and more representative.

We will measure campaign promises against financial reality, not political convenience.

And we will ask every candidate the same question: not whether their promise sounds good, but whether it can actually be delivered.

Municipal elections should matter because municipal government matters.

If we expect more from our city, we must first expect more from the way we elect it, and from the people who ask for the privilege of leading it.

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THE CITIZEN WILL PUBLISH SPECIAL SECTIONS LIKE THIS IN THE LEADUP TO OCTOBER’S MUNICIPAL ELECTION

Prince George city council meets in chambers on the second floor of city hall on Monday, July 20.

CITIZEN FILE PHOTO

BY COLIN SLARK

What newly elected councillors can expect on Day 1 Two current councillors are running for the mayor’s seat as of the publication of this special edition, which means there will be at least two new faces on your next council COLIN SLARK Citizen Staff

For newly elected municipal officials, getting up to speed can feel like drinking from a fire hose.

They are expected to absorb a great deal of information in a short period of time.

Compounding the challenge is BC’s local election schedule. About three months after election day, newly elected officials must scrutinize and approve their community’s budget for the following year.

City staff will already have spent months preparing the budget, assessing revenues and expenses and determining which projects should be funded with taxpayer dollars.

Although Prince George’s estimated population reached 84,668 in 2026, it is still not among the 10 most populous municipalities in British Columbia.

Even so, the city’s budget includes hundreds of millions of dollars in annual operating and capital spending. The council elected this fall will need to

understand the implications of those decisions in a relatively short time.

This will be the first municipal election in Prince George for corporate officer Ethan Anderson, but he has previously helped orient newly elected councillors while working in other communities.

In a phone interview June 16, Anderson said the orientation program this fall will depend largely on who is elected and what support they need.

“Typically, we bring in a speaker that talks about governance and the role (of elected officials),” Anderson said. “We bring in a lawyer who gives them an aupdate on what local government law has changed in the last four years and what they need to watch out for and some potential conflicts of interest that they have to be aware of.

“Finally, the biggest one is that we have staff talk about their departments, they give a rundown of the services, the major projects they’re working on, including what’s to be expected in the budget.”

In previous elections, Anderson

said the orientation has been spread over three days. The first two are held on consecutive days, followed by a break before the third day. During that time, councillors also receive a binder containing reference materials, including key bylaws, procedural rules and budget and finance guides.

If most incumbents are re-elected, Anderson said they typically need only a refresher on a few topics because they are already familiar with day-to-day council business.

New councillors are often surprised by the range and complexity of municipal services.

“I think some people just kind of look at garbage pickup, sewer and water and think that’s it for a municipality,” Anderson said. “Then there’s this host of other services that are somewhat surprising. So, it’s a mixed bag and it really depends on each candidate’s background.”

Candidates with previous political experience or who have served on boards of directors are often more familiar with meeting procedures and Robert’s Rules of Order, he said.

Anderson encouraged anyone considering a run for council to attend council meetings before the election or watch recordings of previous meetings to better understand how council operates.

The goal is to have the reference

materials ready by election day and complete the orientation process within two weeks after the vote.

Outside the city, Anderson said the Local Government Leadership Academy offers online resources explaining the role of local elected officials in BC and occasionally hosts seminars for newly elected officials.

He also recommended that prospective candidates speak with current or former elected officials about the dayto-day realities and time commitments involved in serving on council.

Although the nomination period for local elections across BC does not begin until Sept. 1, Anderson said nomination packages are expected to be available in August.

Candidates must obtain the signatures of 10 eligible nominators to appear on the ballot.

Information for voters and candidates, as well as election-night results, will be posted on the city’s website at princegeorge.ca/city-hall/elections.

Some information is already available online, while additional materials will be posted as the election approaches.

The city is also recruiting election officials to help register voters, direct people at polling places, accept ballots and perform other election-day duties.

Prospective applicants can complete an application form on the city’s website.

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How much the future will cost taxpayers COLIN SLARK Citizen Staff

When a municipality such as the City of Prince George prepares a financial plan, it does not just contain information for the current fiscal year but for the following four years as well.

For the 2026 budget, the city’s financial plan is labelled “2026 to 2030.”

Like many forecasts, the closer to the present you look, the more accurate they are.

The further into the future you go, the less certain factors such as inflation, the overall state of the economy and

changes to tax revenues become.

However, the future years’ projections allow staff and council to identify challenges that are coming down the road.

For example, this year’s financial plan includes projections of future costs and the tax increases that might be needed to pay for them.

The plan projects about $11.1 million in increased expenses and about $1.93 million in increased revenues for 2027.

After subtracting the new revenues from the additional expenses, the city projected it would need to increase tax collection by about $9.2 million — a

5.74 per cent increase — to cover the remaining costs.

The financial plan also projects about $10.6 million in new expenses and about $1.94 million in new revenues for 2028, meaning the city would need to increase tax revenues by about $8.7 million — a 5.10 per cent increase over 2027.

While the city does not know exactly what employees will receive in wage increases, it does know when collective agreements with unionized workers expire. When one of those agreements is due to end, the city can anticipate higher salary costs.

Many city employees are represented

by two locals of the Canadian Union of Public Employees, which bargain directly with the city.

In 2024, CUPE members received a five per cent wage increase, which increased the city’s salary costs by $2,294,270.

They received another five per cent increase in 2025, adding $2,579,336 in costs, followed by a four per cent increase in 2026, adding $2,181,885.

Most firefighters in Prince George are represented by the International Association of Fire Fighters Local 1372.

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City staff will make projections to look years ahead

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CONTINUED FROM PREVIOUS PAGE While the city also negotiates directly with the IAFF, the most recent collective agreement expired at the end of 2024.

When the next agreement is reached, it will likely include retroactive pay increases.

The city’s director of finance and IT services, Kris Dalio, told The Citizen that each one percentage point increase to the previous IAFF contract would add about $233,059 to the city’s costs.

While the city pays a set amount for each RCMP officer contracted to work in Prince George, bargaining is conducted between the National Police Federation and the federal government.

That means the city has no control over police wage increases but is still responsible for paying them. In 2023, the city received a $6.5-million bill for retroactive RCMP pay.

Here is the cost per member the city has paid in recent years: • 2023: $210,608 • 2024: $220,782 • 2025: $234,833 • 2026: $258,404 The most recent collective agreement with the NPF expired in March 2025, meaning another pay increase could be on the horizon.

Department directors and managers are typically exempt from union membership. Those employees, including the fire chief, city manager and director of finance, received a five per cent pay increase in 2024, a 4.5 per cent increase in 2025 and a three per cent increase in 2026.

Those increases raised the city’s salary expenses by $679,994, $646,910 and $460,929, respectively.

Although the city budgeted for 130 police officers in its 2026 budget, it was being billed for about 123 officers at the end of last year because the local detachment is usually unable to fill all available positions.

Look for a more detailed breakdown of the city’s wage expenses on Page B6.

Similar projections are included in the capital plan.

The capital plan is divided into three

sections. The first is funded projects — projects for which the city has identified funding sources.

The second is unfunded projects — projects the city would like to undertake but has not yet identified funding for.

The third covers future capital projects more than five years away. No funding sources have been identified for those projects, but they will be determined over time.

As with the operating forecast, the projections become less precise the further into the future they extend. Even so, they provide staff with a glimpse of future needs.

Here are the projected totals for funded capital projects from 2027 through 2030: • 2027: $77,960,131 • 2028: $45,346,070 • 2029: $43,309,408 • 2030: $45,565,471 Here are the projected totals for unfunded capital projects over the same period: • 2027: $35,883,000 • 2028: $36,786,000 • 2029: $20,847,000 • 2030: $18,607,000 Future capital project totals for 2031 through 2035 are: • 2031: $60,195,000

• 2032: $76,745,000 • 2033: $57,232,000 • 2034: $52,209,000 • 2035: $48,111,000 Councillors can choose to cancel or delay capital projects from one year to the next.

Doing so can provide savings in the current fiscal year, but inflation means some projects will become more expensive the longer the city waits to undertake them.

During budget deliberations, city staff are available to answer questions about how urgently a project is needed and the potential consequences of delaying or cancelling it.

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Majority of tax revenue is used to pay people’s wages COLIN SLARK Citizen Staff

When you examine a government’s operating expenses, employee compensation is usually the largest cost.

The city’s 2024 Statement of Financial Information (SOFI) shows employees received a total of $69,419,366 in salaries, benefits, reimbursed expenses and other compensation.

That figure does not include the fees the city pays for RCMP officers serving in Prince George.

While it is easy to argue that employees should be paid more or less, the City of Prince George faces both internal and external constraints when setting salaries, benefits and wage increases.

Many city employees are represented by locals of the Canadian Union of Public Employees (CUPE) and the International Association of Fire Fighters (IAFF).

Those unions negotiate multi-year collective agreements with the city.

Council and administration must abide by those agreements, meaning employees cannot simply be hired, dismissed or have their wages changed at will.

CUPE wage increases over the past three years, along with their estimated impact on city finances, were: • 2026: four per cent, about $2.182 million in additional costs • 2025: five per cent, about $2.58 million in additional costs • 2024: five per cent, about $2.3 million in additional costs The city increased property tax revenue by 4.94 per cent in 2026, generating about $7.4 million in additional revenue. The 2026 CUPE wage increase accounted for almost $2.182 million of that amount, or roughly 30 per cent of the increase, equivalent to about 1.45 percentage points of the tax increase.

In 2024, Prince George Fire Rescue spent $22,049,152 on salaries and related expenses.

Final figures for 2025 and 2026 are not yet available. However, the city’s budgets projected salary costs of $23,115,581 in 2025 and $23,714,724 in 2026.

That represents an increase of

CITIZEN FILE PHOTO BY COLIN SLARK

Prince George RCMP officers and Prince George Fire Rescue members respond to a fire on the 2300 block of Quince Street on Tuesday, July 14.

$1,066,429 from 2024 to 2025, followed by another $599,143 increase in 2026.

The city increased property tax revenue by 6.21 per cent in 2025, generating about $8.6 million. The increase in Fire Rescue salary costs represented about 0.77 percentage points of that tax increase.

Prince George Fire Rescue members represented by the IAFF have been without a collective agreement since the previous contract expired in 2023.

From 2020 through 2023, IAFF members received annual wage increases of 2.5 per cent, 2.5 per cent, 3.5 per cent and 4.5 per cent, respectively.

Each year’s budget has included contingency funding to cover both future wage increases under a new agreement and any retroactive pay owed once a settlement is reached.

Earlier this year, the city’s director of finance and IT services, Kris Dalio, told The Citizen that each one percentage point increase in a new IAFF agreement would add about $223,950 to the city’s annual costs.

Depending on the circumstances, the BC Labour Relations Code and other provincial legislation can require municipal police and firefighter labour disputes to proceed to binding arbitration

because those services are considered essential and employees cannot legally strike or be locked out.

The city’s director of administrative services, Eric Depenau, told The Citizen by email: “Typically the wage increases provided by larger municipalities become standards for other communities.”

“If the standard is not maintained by the employer (City),” Depenau said, “it can be expected that the matter will be taken to arbitration and settled for a value closely in line with the standard increase in that cycle.”

Although RCMP officers are not city employees, Prince George pays a substantial portion of the cost of policing under its contract with the federal government.

Because the National Police Federation negotiates pay increases with the federal government, the city must pay those increases despite not participating in the negotiations.

The city’s cost per RCMP member also includes contributions toward training and equipment, including bodyworn cameras.

The city’s cost per RCMP member was: • 2023: $210,608

• 2024: $220,782 • 2025: $234,833 • 2026: $258,404 The policing agreement typically authorizes more positions than can be filled at any given time. Although the contract also covers expenses beyond salaries, labour costs account for the largest share.

In 2026, the contract provided for 157 officers, representing a total cost of $40,569,428.

However, the city budgeted for 130 officers as part of its risk management strategy, reducing the projected cost to $33,592,520.

When Prince George RCMP officerin-charge Supt. Darin Rappel updated city council June 8, he said the normal vacancy rate is about 15 per cent but the local detachment was operating at about 18 per cent.

Applying an 18 per cent vacancy rate to the 157-member contract leaves the equivalent of 128.74 filled positions. At that staffing level, the total annual cost would be about $33,266,931.

The RCMP contract covered 153 members in 2025, 149 in 2024 and 142 in each of 2021, 2022 and 2023.

The city owns the Prince George Public Library and approves its annual budget, but the library operates at arm’s length. Its employees are also represented by CUPE, and the city must fund wage increases negotiated through collective bargaining.

Some management employees, including department directors and managers, are exempt from union membership.

However, they may be entitled to severance if dismissed without cause.

Salary increases for exempt staff over the past three years were: • 2026: three per cent, $460,929 in additional costs • 2025: 4.5 per cent, $646,910 in additional costs • 2024: five per cent, $679,994 in additional costs Using the same calculation as above, the 2026 wage increase for exempt staff represented about 0.3 percentage points of the city’s 4.94 per cent property tax increase.

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CITIZEN FILE PHOTO

Fans watch a presentation between periods at a 2024 Prince George Cougars game at the CN Centre. The city borrowed $15.86 million for the renewal of the 30-year-old arena’s building envelope — the physical barrier between the interior and exterior of the structure — this year.

City debt goes beyond just borrowing money The city has financed more than $30 million for projects this year COLIN SLARK Citizen Staff

There are many reasons a municipality might want or need to borrow money.

A city may have enough cash on hand to complete a major project, but spending all of it could make it difficult to cover other expenses. Borrowing can help manage cash flow.

In other cases, a project may only be affordable if the city borrows the money and repays it over time.

There is a legal limit to how much a local government in BC can borrow.

Provincial legislation prohibits municipalities from borrowing if their annual debt servicing costs would exceed 25 per cent of annual revenues.

In 2024, Prince George reported revenues of $221,855,438.

That meant the city could borrow

until its annual debt payments reached $55,463,860.

If a municipality decides to borrow money, additional rules apply.

When borrowing is for capital projects — tangible assets such as buildings, equipment and vehicles — or when the loan term exceeds five years, municipalities in BC must obtain approval from electors.

There are two ways to seek that approval.

The first is a referendum, in which electors vote for or against a borrowing bylaw.

Like an election, a referendum requires voters to cast ballots, but on a specific question rather than candidates.

Because referendums can be costly, they are often held alongside local elections to reduce expenses.

The second option is an alternative approval process, formerly known as a counter-petition.

Rather than asking electors to vote in favour, an alternative approval process requires those who oppose a proposed

borrowing bylaw to submit a response form.

If at least 10 per cent of eligible electors do so, the municipality must hold a referendum before council can adopt the borrowing bylaw.

Alternative approval processes can also be used for matters such as expanding municipal boundaries, changing a municipality’s classification, such as from a town to a city, disposing of parkland and other issues.

The City of Prince George launched five alternative approval processes in 2026 to finance more than $30 million in projects, including: • $15.86 million for CN Centre building envelope renewal • $5.15 million to expand Memorial Park Cemetery • $4.086 million to purchase equipment • $2.5 million for stormwater system renewal • $2.45 million for civic facilities roof replacements While the city can borrow money from a financial institution like any

resident, it also has access to the Municipal Finance Authority.

The Municipal Finance Authority is a non-profit organization that pools the borrowing power of local governments across BC to secure lower interest rates than municipalities could typically obtain on their own.

During a June 2025 interview with The Citizen, the city’s manager of finance and IT services, Kris Dalio, said it was unlikely Prince George could obtain better borrowing terms elsewhere.

The Municipal Finance Authority also invests the proceeds generated from its lending activities.

Because BC municipalities are required to use only principal-protected investments, Dalio said Prince George typically has the Municipal Finance Authority manage its investment portfolio.

Although municipalities such as Prince George borrow and spend significant amounts of money, the rules governing those activities make the process much more complex than simply visiting a bank or writing a cheque.

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BY COLIN SLARK

What exactly is the city’s ‘infrastructure gap?’

COLIN SLARK Citizen Staff

You might have heard that the City of Prince George has an infrastructure gap, but what does that mean?

First, let’s define infrastructure. A municipality’s infrastructure consists of the immobile physical assets that make the city and its services function.

It includes roads, streetlights, sidewalks, storm drains, sewers, water mains and buildings such as city hall, arenas such as the CN Centre and facilities such as the water treatment plant that provides safe drinking water.

Vehicles, tools and computers are not considered infrastructure in this context.

The infrastructure gap is the

difference between what the city currently spends on maintaining roads, sidewalks, buildings, sewers, streetlights and other physical assets and what it should spend to keep them in good condition.

Every community has infrastructure to maintain, but Prince George faces some unique challenges.

Since its incorporation in March

1915, Prince George has expanded well beyond its original settlement near the confluence of the Nechako and Fraser rivers.

Neighbourhoods such as College Heights and the Hart Highlands were annexed into the city, steadily expanding its boundaries.

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As the gap keeps growing, more repairs will be required CONTINUED FROM PREVIOUS PAGE At 318.26 square kilometres, Prince George has the second-largest land area of any municipality in BC, behind only Abbotsford. While it is physically larger than cities such as Vancouver, New Westminster and Surrey, it has far fewer residents and must maintain services across a much larger area without the benefit of a comparable tax base.

After annexing and amalgamating neighbouring communities over the decades, Prince George became geographically spread out, requiring sewer and water infrastructure to extend long distances to serve developed areas.

That leaves the city with a large amount of infrastructure to maintain, along with the associated costs.

The infrastructure gap is reported each year in the capital plan section of the city’s financial plan, which includes infrastructure report cards for several categories of assets.

These report cards include the estimated replacement value for each asset category — an estimate of what it would cost to replace all of those assets under current economic conditions.

Replacement values are generated using predictive modelling software, information about asset condition and recent inflation data.

Beginning in 2018, the city incorporated construction data from across British Columbia into its estimates. A document from that year noted the figures do not account for regional differences in labour and material costs, meaning actual replacement costs would likely be higher than the estimates.

The report cards also measure the annual infrastructure funding gap — the additional amount the city would ideally spend on a category of assets if resources were available — along with the estimated required funding, which represents the total annual investment needed.

The funding gap is calculated by subtracting the city’s average annual spending over the previous five years from the average annual reinvestment target.

Stormwater drainage provides one example.

The report card lists a replacement value of $777 million for linear assets — infrastructure that extends in a straight or mostly straight line. In this case, that includes the pipes that carry stormwater away for drainage.

Facilities and buildings associated with managing stormwater have an additional replacement value of $1.9 billion, bringing the total replacement value of the city’s stormwater infrastructure to about $2.677 billion.

The 2026 report card estimates the city should spend about $5.5 million annually on stormwater linear assets and another $100,000 on facilities to keep them in good condition.

Because the city has spent about $2 million annually over the past five years, it would need to invest another $3.5 million each year to eliminate the current funding gap.

The outlook for stormwater infrastructure could change significantly in the coming years as the city implements a stormwater levy. Rather than funding these assets through general tax revenue, the levy will charge property owners based on the impact their properties have on the drainage system.

In some cases, the report cards present a more complicated picture.

For example, the civic facilities and parking category shows an infrastructure funding gap of zero dollars. That does not mean there is no infrastructure gap.

The category includes fire halls, the city’s two pools, ice arenas, parking lots and other municipal buildings.

City staff say the figures are skewed by the timing of major building replacements, meaning some facilities still face a funding gap.

The chart accompanying this article shows how the replacement value of

city infrastructure has grown over time.

Some categories increase or decrease sharply from one year to the next.

Those changes reflect evolving accounting standards and other factors.

Overall, however, the trend shows it is becoming increasingly expensive to address the infrastructure gap.

If the next city council chooses to freeze or reduce property taxes, less money would be available for infrastructure spending, causing the funding gap to grow even larger.

As the gap widens, more essential repairs and maintenance projects will likely be deferred.

While deferring work can provide short-term savings, Prince George has experienced the consequences of delayed maintenance before. The nearly $30 million spent and the two years of closures required to return the Prince George Aquatic Centre to usable condition are examples.

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While PG is physically larger than cities such as Vancouver, New Westminster and Surrey, it has far fewer residents and must maintain services across a much larger area without the benefit of a comparable tax base.

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Digging into the city’s 2026 operating budget

CITIZEN FILE PHOTO BY CHUCK NISBETT

A crew carries out water main repair in this photo from earlier this year. City departments are tasked with finding efficiencies year-round instead of waiting for council to ask for them.

COLIN SLARK Citizen Staff

On Prince George’s many Facebook groups, some users say that if they were elected to city council, they would immediately order all departments to find savings worth 10 per cent or more of their budget.

This was something that the current council tried out a few times to varying degrees during 2026 budget talks.

For example, Coun. Kyle Sampson successfully proposed to have the legislative services budget cut by one per cent, which would save the city about $10,500. He said he wanted the department to find efficiencies.

Both city manager Walter Babicz and director of finance and IT services Kris Dalio said that departments are already tasked with finding efficiencies yearround instead of waiting for council to ask for them.

They were clear — a reduction to a department’s budget would mean that the services it provides will have to be cut somehow.

Ethan Anderson, the city’s manager of

legislative services, said he would either need to find savings from his department’s advertising budget or its training budget. In an election year, Anderson said, he wanted to avoid cutting training funds.

Sampson also pushed for a one per cent “efficiency” cut to the IT services department budget.

Again, Dalio said staff look for efficiencies already. He added that most software the city subscribes to is either essential for operations or it is required by law to have.

There were three pieces of software he said Prince George could cut without putting itself in a difficult position worth $8,000. Council chose to cut those three.

At another point during budget talks, Coun. Trudy Klassen unsuccessfully pushed for the city’s communications department budget to be slashed by five per cent, which would save Prince George around $50,000.

Eric Depenau, the city’s director of administrative services, said it would result in reductions in advertising, training and potentially the number of staff who accompany councillors on delegations and trips to conventions.

You might be thinking “why does the city need to advertise?”

Well, some of it is voluntary. If the city is holding a big event like, say, the CN Centre’s 30th anniversary celebration in 2025, it might want to make sure residents know about it ahead of time.

However, some of it is mandatory.

Under BC’s Community Charter, local governments must either place public notices in a weekly or more frequent newspaper or in at least two other ways established by a bylaw.

Prince George’s public notice bylaw requires the city to post legally required public notices on its own website and its Facebook account, but newspaper notices can be placed as well depending on the circumstances.

Klassen later unsuccessfully proposed that the roads operations budget be slashed by one per cent as an efficiency, which would save the city around $184,000. Again, Dalio warned Klassen that departments already look for efficiencies and this cut would mean reducing services.

Blake McIntosh, the city’s director of civic operations, said the proposed cut

could lower the amount of dust control work staff can get done and prevent seasonal workers from being hired for crack sealing, line painting and other work.

The city does have a contingency fund that it adds to the budget every year to handle unexpected or greater than expected expenses.

In 2026, contingency is set at around $4.25 million. If council had cut that, it would have reduced the required tax hike for this year by more than two percentage points.

But under BC law, local governments are forbidden from running deficits.

If the city spends more money than it earns in a fiscal year, it has to make up for it in the next one.

When council lowers its snow control budget below administration’s recommendation like it did in both 2025 and 2026, it’s taking a similar risk.

In 2025, it paid off, with snow control costs coming below the reduced funding amount approved by council.

If in 2026 snow control costs end up above what the city budgeted for due to heavy snowfall, those extra costs will be paid for through Prince George’s snow control reserve.

While that fund is currently healthy, that situation could change if snow costs exceed the budget multiple years in a row.

Another way the city can save on snow control costs would be to reduce related services. This was done to a small degree in 2025 when council decided to reduce snow clearing services on statutory holidays.

In late 2024, council considered finding some savings by having city crews not clear snow piles that are accumulated at the front of residents’ driveways but backed away after some councillors said they got angry calls from constituents.

So, while city council can get out its machetes and start cutting line items from the budget, members need to be prepared to know that some things legally cannot be cut and that some cuts will have consequences.

The question is: can you and your fellow residents live with those consequences?

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City’s network of trails needs a lot of work, and that won’t be cheap Prince George has 91 kilometres of trails, and has budgeted $300,000 for their upkeep in 2026 COLIN SLARK Citizen Staff

Users of Prince George’s trail system know that parts of it are in rough shape.

In August 2025, The Citizen reported on the deteriorating condition of the Heritage River Trail, a nine-kilometre pathway stretching from the Cameron Street Bridge to Carrie Jane Gray Park.

Sections of the trail along the Fraser and Nechako rivers have experienced significant erosion, with some areas closed because of safety concerns.

Temporary “detour” trails have been set up along some parts of the route, taking people away from the water’s edge.

The City of Prince George said part of the challenge is that the area around Cottonwood Island Park is designated critical habitat for white sturgeon, meaning Fisheries and Oceans Canada must approve erosion mitigation work and other projects.

The city’s annual financial plans also show that both the reported length of the trail network and spending on trails have declined over time.

Each year, the City of Prince George includes infrastructure report cards in its capital plan.

The one-page summaries outline the condition and value of the city’s major capital assets, buildings and other infrastructure.

One report card covers parks and trails, including the total length of the city’s trail network.

In 2019, the city reported 114 kilometres of trails.

That figure fell to 104 kilometres in

2020 before increasing to 106 kilometres in 2022.

In 2024, however, it dropped sharply to 91 kilometres, where it remains in the report card included with the 2026 capital plan.

Capital funding for the rehabilitation of existing trails from 2020 through 2026 was budgeted as follows: • 2020: $1.175 million • 2021: $250,000 • 2022: $450,000 • 2023: $250,000 • 2024: $263,000 • 2025: $276,000 • 2026: $300,000 The 2020 total includes $250,000 for trail rehabilitation across the city and an additional $925,000 specifically for the Heritage River Trail.

These figures may not represent all trail-related spending because some capital projects include trail construction as part of larger developments.

For example, upgrades to Carrie Jane Gray Park in 2025 and 2026 include new trails.

Trail spending appears poised to increase despite relatively modest investment in recent years.

The 2026 capital plan includes a funded project titled “Trails and Paths New,” with $1.3 million allocated between 2027 and 2030.

Funding for the renewal of existing trails is also projected to increase, with $1.358 million allocated between 2027 and 2030, an average of $339,500 a year.

The 2026 financial plan also projects about $2.1 million for trail renewal between 2031 and 2035, along with $2.035 million for new trails and pathways over the same period.

Although those funding increases are included in staff’s long-term financial plan, the council elected this October will ultimately decide whether to approve that spending through each annual budget process.

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The erosion of the banks of the Nechako River has led to the closure of some sections of trail at Cottonwood Island Park.

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How council got from a draft 6.15% increase to 4.94% CITIZEN STAFF

Prince George city council began detailed deliberations on the proposed 2026 budget over two days of meetings, starting Jan. 26. Staff initially proposed a 6.15 per cent property tax increase, equivalent to about $179.70 for the average household.

Key cost pressures identified included the RCMP contract funding 130 positions, increased transit costs under the city’s agreement with BC Transit and rising stormwater management expenses driven by higher prices for materials such as gravel, asphalt, concrete, and culvert pipes.

Additional impacts included scheduled increases in grant funding as part of a three-year cycle and reduced investment income due to lower Bank of Canada interest rates.

The city’s 2026 financial plan outlines general operating expenditures of approximately $185.9 million.

In the end, council approved a 4.94 per cent increase of approximately $144 for the average representative home valued at $467,684.

Over the course of discussions, council reviewed departmental budgets, capital projects, staffing requests and potential reductions, ultimately cutting about $1.8 million from the draft budget on the second day.

Participating were Mayor Simon Yu and councillors Tim Bennett, Garth Frizzell, Trudy Klassen, Ron Polillo, Cori Ramsay, Kyle Sampson, Susan Scott and Brian Skakun.

Of total taxes collected, only about 71 per cent stays with the city; the remainder goes to other agencies including school taxes, the regional hospital district and other regional services.

The proposed 2026 budget includes roughly $159.8 million in property taxfunded spending, up about $10 million from 2025. Most revenue (over 80 per cent) comes from taxation, with smaller contributions from services, grants, fees and investments.

After two days, council reduced the proposed budget by about $1.8 million.

Here’s how they got there:

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RCMP carry out an investigation in Prince George. The cost of policing is a major factor in each year’s budget.

Key spending areas include: • Protective services (police and fire): ~37.5 per cent (~ indicates “approximately”) • Recreation and culture: ~15.7 per cent • Transportation: ~15.4 per cent • General government: ~13.7 per cent • Debt servicing: ~7.1 per cent To reduce the proposed tax increase: • Dropping to six per cent requires ~$223,000 in cuts • Five per cent requires ~$1.72 million • Four per cent requires ~$3.2 million

Capital budget and infrastructure

Capital funding comes from multiple sources including reserves, grants and dedicated levies. Projects are split into funded (priority, with identified funding) and unfunded (lower priority or lacking full funding plans).

Council examined major projects such as road upgrades, facility repairs, and equipment replacements. Staff emphasized that utility systems (water, sewer, energy) must be funded separately.

Unfunded projects may be reconsidered later after further analysis.

Roads, snow control and aging infrastructure remain major cost drivers, council heard.

Snow control costs are rising despite milder winters due to labour and fuel.

Debt servicing is expected to decline slightly as existing debt is paid down.

Fire services

Staff proposed hiring up to 12 firefighters (~$1.59 million), or a reduced option of seven The request is tied to improving response capacity and meeting industry standards, council was told.

Concerns raised by councillors included affordability and whether standards are realistically achievable.

Policing

The city budgets for 130 RCMP officers but pays only for active members.

No new officer positions were proposed, but administrative support roles were suggested, particularly for managing digital evidence

Other operational issues • • •

Potential review of development cost charges Declining gaming revenue Tax-exempt hospital expansions reducing city revenues

• •

Demand for continued Wi-Fi service at city facilities Aging facilities requiring upgrades or replacement

Capital projects Ospika/Tyner roundabout

Proposal to defer withdrawn after concerns about grant deadlines Result: Motion withdrawn

Exhibition Park Electric Vehicle ($57,000)

Motion: Defer to 2027 • For: Yu, Bennett, Frizzell, Klassen, Ramsay, Sampson, Scott, Skakun • Against: Polillo Result: Passed 8-1

Gorse Street Greenhouse Demolition ($150,000) Motion: Defer to 2027 Result: Passed unanimously

Kin Centre Wi-Fi ($250,000

Motion: Defer to 2027 In favour: Yu, Bennett, Frizzell, Klassen, Sampson, Scott, Skakun Against: Ramsay, Polillo Result: Passed 7-2 CONTINUED ON NEXT PAGE

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Details were hammered out over two long days of talks CONTINUED ON PREVIOUS PAGE

Funded capital plan

Result: Passed; Klassen opposed

Unfunded capital projects (referrals)

The following were referred to committee for further discussion: • Little Prince train shelter ($1.2M) — Passed unanimously • 3D planning software ($600K) — Passed unanimously • Kopar Arena scoreboard ($450K) — Passed unanimously • Hart Trail connector ($2M) — Passed unanimously • Highway landscaping upgrades ($400K) — Passed unanimously

Department budget adjustments

$224K • In favour: Ramsay, Bennett, Sampson • Against: Polillo, Scott, Skakun, Yu, Frizzell, Klassen Result: Defeated 6-3

Fire services

Motion: Add one relief firefighter (~$132K) • In favour: Yu, Bennett, Frizzell, Klassen, Ramsay, Sampson, Scott, Skakun • Against: Polillo Result: Passed 8-1 Council rejected larger staffing expansions but approved this smaller addition.

Communications

Motion: Reduce by 1.5 per cent (amended from 5 per cent)

• Against: Yu, Frizzell, Polillo, Ramsay, Sampson, Scott, Skakun • In favour: Klassen, Bennett Result: Defeated 7-2

Roads

Motion: Reduce budget by 1 per cent • Against: Yu, Bennett, Frizzell, Polillo, Ramsay, Sampson, Scott, Skakun • In favour: Klassen Result: Defeated 8-1

Parks

Motion: Delay hiring two arborists until mid-year (~$100K savings) Result: Passed unanimously Motion: Conduct efficiency review Result: Defeated 6-3 (vote not recorded)

Aquatics

Motion: Increase projected revenue by five per cent (instead of cutting spending) Result: Passed (vote not recorded) This reflects uncertainty following closure of the Aquatic Centre and reliance on the remaining pool.

IT Services

Motion: Reduce by one per cent Result: Passed (vote not recorded) Motion: Additional $8,000 reduction Result: Passed (vote not recorded)

Facility Maintenance

Motion: Defer Fire Hall office renovations and CCTV purchases (total $94,600) Result: Passed (vote not recorded)

Legislative Services

Motion: one per cent reduction • In favour: Ramsay, Polillo, Scott, Bennett, Sampson • Against: Skakun, Yu, Frizzell, Klassen Result: Passed 5-4

Human Resources

Motion: Cut $149,546 (eliminate continuous improvement) • In favour: Ramsay, Skakun, Klassen, Bennett, Sampson • Against: Polillo, Scott, Yu, Frizzell Motion: Defer hiring recruitment specialist (~$135K) to 2027 Result: Passed (vote not recorded)

Policing

A motion was made to cut the RCMP complement from 130 to 129 Motion: Reduce funding, redirect savings to civilian roles • In favour: Polillo, Skakun, Frizzell • Against: Ramsay, Scott, Yu, Klassen, Bennett, Sampson Result: Defeated 5-4 No motions were made to approve new civilian policing positions afterward.

Emergency programs

Motion: Cut budget from $384K to

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Rainbow Park is just one of the city’s many green spaces — all of which require public funds for upkeep.

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Some of your tax dollars won’t stay in city hall’s account About 29 per cent goes to health care, other governments and agencies COLIN SLARK Citizen Staff

The City of Prince George will collect more than $225 million in property taxes in 2026, but not all of that money will stay with the city.

Prospective city council candidates who promise to lower property taxes should note that council controls only the municipal portion of the tax bill.

The city is required to collect property taxes on behalf of other governments and public agencies as well as for itself.

Although the 2026 financial plan estimates total property tax collections of $225,090,026, only $159,785,000 — about 71 per cent — will go to the city.

The next-largest share is the provincial school tax at $38.5 million, or 17.1 per cent of the total.

The financial plan also estimates the city will collect $16.2 million on behalf of the Fraser-Fort George Regional Hospital District, accounting for 7.2 per cent of total property taxes.

In British Columbia, health-care funding comes from both provincial funding provided to health authorities such as Northern Health and property taxes collected by regional hospital districts.

Regional hospital districts share the same boundaries as regional districts.

Prince George is part of the Regional District of Fraser-Fort George.

The regional district also operates the Fraser-Fort George Regional Hospital District. Both organizations have the same board members.

At its March 19 meeting, the hospital district board approved a 2026 operating budget that will collect a total of $23,978,965 in property taxes across the regional district.

The city also collects taxes on behalf of the regional district itself.

The Regional District of Fraser-Fort George’s 2026 budget, approved in March, will see the City of Prince George collect about $7.5 million in taxes on its

behalf, representing about 3.2 per cent of the total property tax collected.

Those taxes help fund regional services used by Prince George residents, including the Foothills Boulevard Regional Landfill and regional waste transfer stations.

The city’s financial plan also lists taxes collected for the regional district’s 911 service.

The regional district budget calls for about $2.72 million in property taxes from Prince George residents for 911 services, representing about 1.15 per cent of total property taxes collected in 2026.

The remaining two recipients each receive less than $1 million.

BC Assessment, which assesses property values across the province, will receive about $950,000, less than one-half of one per cent of the total.

The Municipal Finance Authority, which pools the borrowing power of local governments across British Columbia to secure lower borrowing costs, will receive about $4,500.

Some property taxes collected by the city also fund services that are not

provided citywide.

Local area service taxes pay for municipal services that benefit only specific neighbourhoods, with only the affected property owners paying those costs.

In 2026, local area service taxes will fund five capital projects: erosion protection on PG Pulpmill Road and sewer services in four areas of the Hart Highlands.

The Downtown Prince George and Gateway business improvement areas also collect their membership levies through local area service taxes charged to businesses within their boundaries.

Because city council appoints four of its members to serve on the Regional District of Fraser-Fort George board, some councillors have a greater role in decisions affecting regional taxation.

During the current council term, which expires this fall, the city’s regular representatives on the regional district board were Mayor Simon Yu and councillors Cori Ramsay, Kyle Sampson and Brian Skakun.

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The city will turn over $16.2 million of the taxes it collects this year to the Fraser-Fort George Regional Hospital District.

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If you’re thinking about running, here’s what to do COLIN SLARK Citizen Staff

Election season has kicked off, with nomination papers either already available for candidates to pick up or to be released soon throughout the Regional District of Fraser-Fort George in early August.

With a little over two months left until British Columbians can cast their ballot in this year’s slate of local elections on Saturday, Oct. 17, here’s a primer for important information and key dates for Fraser-Fort George residents.

To vote as a resident of one of the jurisdictions listed below, a person must be a Canadian citizen at least 18 years old who has lived in BC for at least six months before election day and are not disqualified under provincial law from voting.

These provisions are similar for candidates wishing to run as candidates.

Resident electors must have lived in their communities for at least 30 days before voting day while non-resident electors who own property in a jurisdiction must have owned that property for 30 days prior as well.

While each municipality or local government is responsible for running their own election and reporting results, civicinfo.bc.ca will be compiling lists of candidates and results across the province on election night.

The nomination period for all candidates across all jurisdictions runs between Tuesday, Sept. 1 and Friday, Sept. 11.

City of Prince George

Nomination packages can be picked up from Prince George City Hall at 1100 Patricia Blvd. until Friday, Sept. 11.

The deadline nominations to be challenged and for elector organizations (parties) to endorse candidates is Tuesday, Sept. 15 at 4 p.m.

Candidates have until Friday, Sept.

18 at 4 p.m. to withdraw from the race.

This same deadline is in place for the city to render decisions for candidate nomination challenges and for elector organizations to withdraw their

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The nomination period is now open in the City of Prince George as well as in surrounding communities like McBride, Valemount and Mackenzie.

endorsements.

The official campaign period is between Saturday, Sept. 19 and Saturday, Oct. 17.

Advance voting opportunities will be held at the Prince George Conference and Civic Centre on Oct. 7, 8, 14 and 15 between 8 a.m. and 8 p.m.

Mail-in ballots must be received by the city’s chief election officer by 8 p.m. on election day.

Campaign signage must be removed

by Tuesday, Oct. 20 and official election results must be declared by the city by Wednesday, Oct. 21.

The first council meeting after the election is scheduled for Monday, Nov. 2, where winning candidates will take their oaths of office.

More information for candidates and electors within the city can be found online at princegeorge.ca/city-hall/ elections.

Regional District of FraserFort George

While Prince George, Mackenzie, Valemount and McBride residents are all within Fraser-Fort George, their representatives will be selected from among the municipal council members elected on Oct. 17.

On election day, only residents of the district’s seven rural electoral areas will elect their representatives to the board of directors.

Bear Lake residents will also elect representatives to the Bear Lake Community Commission.

Four members of Prince George council, one member of McBride council, one member of Mackenzie council and one member of Valemount council will be appointed for a total of 14 directors on the board.

Fraser-Fort George started making nomination documents for candidates available on Monday, July 27.

Its nomination period will last from Tuesday, Sept. 1 to Friday, Sept. 11, with candidates having until Friday, Sept. 18 to withdraw. The campaign period will start on Saturday, Sept. 18.

Advance voting opportunities will be held on Wednesday, Oct. 7.

After announcing official results on Tuesday, Oct. 20, new directors across the district will be sworn in at a ceremony on Wednesday, Nov. 18.

Those interested in working as an election official must apply to the district by Tuesday, Aug. 25.

Candidate forms and information for both candidates and voters can be found online at rdffg.ca/Election.

School District 57

All eligible voters in the Regional District of Fraser-Fort George and its member municipalities can also vote for members of School District 57’s board of education.

Voters in the City of Prince George will elect five trustees, Mackenzie-area voters will elect one trustee and Robson Valley voters will elect two trustees for a total of seven.

Dates have yet to be listed, but SD57’s website states that four advance voting opportunities will be held in Prince George, two will be held in Mackenzie and one will be held in the Robson Valley.

Elected candidates will take their oaths of office on Tuesday, Nov. 10.

Election information for SD57 can be found online at sd57.bc.ca/elections/.

District of Mackenzie

Nomination packages for Mackenzie

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candidates have been available since Monday, July 27. Mackenzie council has a mayor and six candidates to be elected.

An initial information session was held for candidates on Wednesday, June 24 and a second is scheduled for Wednesday, Aug. 13 at the Mackenzie Recreation Centre.

Two advance voting opportunities will be held, both at the district office at 1 Mackenzie Blvd. The first is on Wednesday, Oct. 7 and the second is on Friday, Oct. 16, with both running from 8 a.m. to 8 p.m.

General voting will be held at the Mackenzie Recreation Centre from 8 a.m. to 8 p.m., with the official results being declared sometime after 10 a.m. on Wednesday, Oct. 21.

More information for candidates and voters can be found online at letschatmackenzie.ca/general-election-2026.

Village of McBride

Nomination packages in McBride were made available starting on Friday, July 24 from the village office at 855 SW Frontage Rd. McBride has a mayor and four councillors to be elected.

An advance voting opportunity will be held on Wednesday, Oct. 7 from 8 a.m. to 8 p.m. in council chambers at 100 Robson Centre.

Special voting opportunities will be held for patients at the McBride and District Hospital on Friday, Oct. 16 from 10 to 11 a.m. and residents of Beaver View Lodge from 11:30 a.m. to 12:30 p.m.

Official results will be announced on Monday, Oct. 19.

More information is available online at mcbride.ca/government-bylaws/ municipal-elections.

Village of Valemount

Information for candidates will be posted to valemount.ca on Friday, Aug. 7 and physical nomination packages can be picked up from the village office at 735 Cranberry Lake Rd. starting Monday, Aug. 10.

McBride voters elect a mayor and four councillors.

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Advisory committee: A committee established by a motion passed by municipal council. At least one member must also be a council member.

Alternative approval process: Instead of holding a referendum to approve certain borrowing, the city can require residents who object to submit written opposition. If enough responses are received, council must hold a referendum if it still wants to proceed.

Bylaw: A regulation adopted by a municipality.

Capital budget: A budget covering the purchase, construction or maintenance of physical assets such as buildings, vehicles and equipment.

Closed meeting: A meeting that can be held in private to discuss matters such as legal proceedings or personnel issues. The subjects that may be discussed in a closed meeting are strictly defined under BC law.

Committee of the Whole: A meeting involving the entire elected body that follows committee rules rather than regular council procedures. Although it includes all members of council, a

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CITY HALL GLOSSARY committee of the whole can make recommendations only and cannot make final decisions.

Community Charter: Provincial legislation that sets out the powers and procedures for all municipalities in BC except the City of Vancouver.

Defer (deferral): To postpone consideration of an agenda item until a future meeting.

Elector: A person qualified to vote in an election. To vote in the 2026 City of Prince George election, residents must be at least 18 years old on election day, be Canadian citizens, have lived in BC for at least six months before election day and not be disqualified from voting by law. People who own property in the city, meet the other eligibility requirements and do not live in Prince George may also apply to vote as non-resident property electors.

Financial plan: A document every local government is required to adopt each year outlining projected revenues

and expenses for the next five years.

Funded capital project: A capital project for which a local government has identified funding.

Infrastructure: Physical, non-mobile assets owned by a municipality, including roads, pipes, buildings, water treatment facilities and public works.

Infrastructure gap: The difference between what a local government spends on infrastructure and what it should spend to keep those assets in good repair.

Local area service: A local government service that benefits only part of a municipality or regional district and is paid for only by the residents who receive the service.

Local Government Act: Provincial legislation that sets out the powers and procedures for regional districts in BC. Some provisions also apply to municipalities, including election rules.

Municipal Finance Authority of BC: An organization made up of all local

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governments in BC that pools borrowing and investment activities. The City of Prince George conducts most of its borrowing through the Municipal Finance Authority.

Motion: A proposal put forward by a member of town or city council for consideration and a vote. For example, a councillor who wants the municipality to provide funding for an event would introduce a motion.

Operating budget: A budget covering the day-to-day administration and operation, including expenses such as salaries, utilities and rent.

Quorum: The minimum number of members of a deliberative body required for a meeting to proceed legally. Under BC’s Community Charter, quorum is a majority of members. With nine members on Prince George city council, quorum is five.

Standing committee: A committee established by the mayor, with at least half its members drawn from council.

Unfunded capital project: A capital project for which a local government has not yet identified funding.

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