Draft 2025 to 2029 Financial Plan by City of West Kelowna

2025 to 2029 FINANCIAL PLAN

City of West Kelowna 2025 - 2029 Financial Plan Previous, Current and Projected

City of West Kelowna Schedule "A1" Consolidated Totals Revenue

City of West Kelowna Schedule "A2" Consolidated Totals Expenditure

City of West Kelowna Schedule "B1"

General Fund - Revenues

City of West Kelowna Schedule "B2" General Fund - Expenses

City of West Kelowna General

Schedule "B3"

City of West Kelowna Schedule "C" Revenues Sewer

City of West Kelowna Schedule "D"

Revenues Water

Relatively flat due to reduction of resources, reallocation of contract costs to IT and some training costs to Corporate Initiatives

Ec Dev budget holding spot. Balance is

Revenues similar to 2024. Expense side, no collator adjustment until approved. Cost per member remains at current 2024/25 level

Revenues up including rescue services and service contract with neighbouring local gov. Expenses - admin costs, salaries/benefits and Paid-on-call costs up over 2024

Revenue expected to be up based on actual for 2024 plus growth. Doesn't require a rate increase

Increase in revenue expected based on actual and new initiatives in 2025. Expense increase is mostly remuneration/benefits

Modest increase in revenues with reallocation of a portion of union salaries between departments

Revenue down slightly with reduction of leases. On expense side, removal of Anders and Lakeview expenses mitigates other cost incr

For Period Ending 31-Dec-2025

Total Taxes and Recoveries

For Period Ending 31-Dec-2025

11 General operating fund

For Period Ending 31-Dec-2025

11 General operating fund

For Period Ending 31-Dec-2025

11 General operating fund

Solid Waste Collection & Recycli

For Period Ending 31-Dec-2025

DE-Prof

For Period Ending 31-Dec-2025

PRK-Spray Park Maint, Repair-Infra

For Period Ending 31-Dec-2025

21 Water operating fund

For Period Ending 31-Dec-2025

31 Sewer Operating

For Period Ending 31-Dec-2025

Cityof West Kelowna 2025 General Fund Summary

S2025-1 Public WorksRoads and Drainage Transit SecurityContract security services for West Kelowna Transit Exchanges

S2025-2 Fireand Rescue Increase in Wildfire Activities funding

S2025-3 Fireand Rescue Paid On Call Enhancements

Cityof West Kelowna 2025 Supplemental Budget Requests

Through the public engagement process for the Transportation Master Plan update, various concerns wereraised byresidents regarding transit safety(specificallyfor youth and seniors) around these locations which theyfelt is a deterrent to accessing public transit especiallyat night. Additionally, the 2016 BC Transit customer satisfaction surveynoted 22% of riders did not feel safe using the Kelowna regional transit system, and where newer surveydata does not showsignificant improvements in this area. Perception of the lack of safetyultimatelyimpacts ridership numbers. To respond to theseconcerns, staff are requesting budget to enhancesecurityat these locations.

Additional funding to support WildfireMitigation Activities within Cityof West Kelowna lands including Parks and Road Right of Ways. Currently, $50,000 is budgeted towards these activities and largelyfunds our Summer Student Fuel Mitigation Program.

An increase to the POC hourlystructure across all ranks by$4 per hour to remain competivewith comparable departments across our province. This wage increase based on our annual attendance requirements wouldincrease the budget byapproximately$60,000 (30% of calls) and $21,000 (70% of incidents), respectively. Also provide medical $12500 and provide stat pay$6500

CITY OF WEST KELOWNA

2025 Budget SUPPLEMENTAL REQUEST DETAILS

DEPARTMENT:

Public Works - Roads, Drainage Construction

DESCRIPTION:(this will be entered in the summarysheet for Council review)

Transit Security- Contract securityservices for West Kelowna Transit Exchanges ($75,000)

JUSTIFICATION:

Public safetyand securityaround the two West Kelowna Transit Exchanges (Boucherie Mtn. and Westbank Center) are criticallyimportant to the transit network byensuring the safetyof riders depending on these services as wellas the drivers and Citystaff who are delivering these core services. City maintenance staff have seen a steadyincrease in behaviours around both of these locations such as vandalism, open drug use, threats, encampments, human waste etc. which all result in reduced safetyaround these locations.

Through the public engagement process for the Transportation Master Plan update, various concerns were raised byresidents regarding transit safety (specificallyfor youth and seniors) around these locations which theyfelt is a deterrent to accessing public transit especiallyat night. Additionally, the 2016 BC Transit customer satisfaction surveynoted 22% of riders did not feel safe using the Kelowna regional transit system, and where newer surveydata does not show significant improvements in this area. Perception of the lack of safetyultimatelyimpacts ridershipnumbers. To respond to these concerns, staff are requesting budget to enhance securityat these locations.

This request is to formallyimplement routine securitypatrols at both of the two transit exchange locations in West Kelowna, in effort to provide an improved user experience and increased sense of safetyand wellbeing for transit users.

STRATEGIC PLAN OBJECTIVE:

Invest in Infrastructure / Foster Safetyand WellBeing

CONSEQUENCES OF NOT FUNDING:

Safetyand securityaround the transit exchanges willremain a concern for customers, bus drivers as well as Citystaff tasked with maintenance of these areas

BUDGET IMPACT

VERIFIED BY:

CITY OF WEST KELOWNA

2025 Budget SUPPLEMENTAL REQUEST DETAILS

DEPARTMENT:

West Kelowna Fire Rescue

DESCRIPTION:(this will be entered in the summarysheet for Council review)

Additional funding to support Wildfire MitigationActivities withinCity of West Kelowna lands including Parks and Road Right of Ways. Currently, $50,000 is budgeted towards these activities and largely funds our Summer Student Fuel MitigationProgram.

JUSTIFICATION:

Vegetationmanagement has beenongoing withinthe CWK and adjacent forested lands. The CWK currently has a Fuel Modificationprogram that includes pruning work withinpark areas throughout the summer months.

The CWK 2025 Community Wildfire Resiliency Planwill recommend 61 new "Treatment Units" encompassing 854 hectares, where fuel modificationactivities will be required. This includes 16 high-priority Critical Infrastructure areas.

Additional funding will enable enhancements to the summer student Fuel Modificationprogram to improve effectiveness and complete more FireSmart activities inareas identified inthe planover the next 5 years. The program will be expanded to include assessments and more intensive activities suchas thinning (additional training and equipment required). These funds will also allow for the engagement of contractors to complete prescriptions and larger scale fuel management projects identified inthe plan.

STRATEGIC PLAN OBJECTIVE:

Foster Safetyand WellBeing

CONSEQUENCES OF NOT FUNDING:

The City will lack adequate funding to move ahead withprescriptions and mitigationworks for treatment units under the Community Wildfire Resiliency Plan. Highrisk areas identified in the planwill not be mitigated and the risk of a wildfire inthese areas will be higher.

BUDGET IMPACT

CITY OF WEST KELOWNA

2025 Budget SUPPLEMENTAL REQUEST DETAILS

DEPARTMENT:

West Kelowna Fire Rescue

DESCRIPTION:(this will be entered in the summarysheet for Council review)

Paid on Call Enhancements

JUSTIFICATION:

West Kelowna Fire Rescue is a composite department comprised of 53 career personnel and 53 Paid-on Callmembers. As a part of ongoing improvements to the fire service in response to communitygrowth, the increasing presence of higher buildings in our fire response area and in anticipation of high rise buildings in the future, it is recommended that we enhance and build capacitywithin our Paid-on-Call(POC) firefighting program.

Enhancements to the POC program are requested as follows.

1.An increase to the POC hourlystructure across allranks by$4 per hour to remain competive with comparable departments across our province. This wage increase based on our annual attendance requirements would increase the budget byapproximately$60,000 (30% of calls) and $21,000 (70% of incidents), respectively.

2.Provide our Paid-on Callmembers with an annual medical physical (verysimilar to what is provided for our career staff) at an annual cost of $12,500.

3.Provide stat payfor anyincidents that fallon anydayproclaimed or declared bythe Federal or Pr

STRATEGIC PLAN OBJECTIVE:

Foster Safetyand Well Being

CONSEQUENCES OF NOT FUNDING:

Fire department staffing maynot be adequate to meet operational and Fire Underwriters requirements. This impacts abilityto respond to emergencies and insurance rates mayincrease across the community. Increased staff time spent on recruitment and retention.

Cityof West Kelowna

2025 Supplemental FTE Budget Requests

Support Current Level FTEs

FTE2025-2 Facilities Facilities Operator III

It is recommended to add a second full-time CommunitySupport Officer due to increased population growth and social issues like homelessness. Current Bylaw resources are maximized, and the CommunitySupport Officer role has proven effective in managing these issues but requires additionalsupport. A second officer would maintain consistent service levels, reduce the draw on general Bylaw Officers, and ensure a yearround, seven-daypresence for public safetyand social issue management

The Facilities Maintenance Operator ensures all Cityfacilities and equipment are maintained per BC Building Code, BC Fire Code, BC SafetyAuthority, WorkSafe BC, Interior Health, manufacturer recommendations, and CWK policies. In 2023, two operators maintained 200,000 sq. ft. of space. In 2024, 100,000 sq. ft. were added, including CityHall and Rose ValleyWater Treatment Plant. With 35,000 sq. ft. more coming in 2025, staff request adding this position to the 2025 budget

FTE2025-3 Fleet Fleet Supervisor

The 2025 Business Case for the Cityof West Kelowna's Fleet Department proposes creating a full-time exempt Fleet Supervisor position byincreasing the current 0.4 FTE to 1.0 FTE. This role is essentialfor managing the City's 221 vehicles and equipment, ensuring operationalefficiency, and leading the transition to fleet electrification.

FTE2025-4 Business Licencing Business Licensing Compliance Officer

The Business Licensing Compliance Officer is responsible for the dayto dayactivities in processing business license applications and following up on issues. When this position became vacant in 2023, Senior Management agreed to move part of this budget to Finance for a much needed accounting clerk position. As business licenses are increasing, the department needs to fill this position and therefore the budget needs to be replaced.

FTE2025-5 Information Services Business Systems Technician

The increasing demand on the Business Applications team requires additionalstaff to manage multiple projects. Current projects include implementations for ERP (Financial/HR), Bylaw Code Enforcement, Business Licensing, upcoming Asset Management software among others. A Business Systems Technician is needed to handle new requests and provide support for senior staff involved in major projects. Additionally, this resource willenable the Applications teamto undertake new initiatives such as piloting artificial-intelligence-based technologyto assist with customer service and identification and implementation of efficiencies in dailywork

FTE2025-6 Roads and Drainage

Roads Operator I

FTE2025-7 Parks Operator IIIMowing/Snow

The growth and urbanization in West Kelowna have increased strain on the existing road and drainage infrastructure. The Roads and Drainage department, operating with limited staff, is unable to keep up with the rising demands for regular road repairs, drainage upkeep, and emergency response to infrastructure issues. This request is to hire an entry-level road maintenance worker to ensure the community’s infrastructure remains safe, operational, and capable of supporting continued growth and development.

The City's sports fields have deteriorated in qualitydue to increased use and decreased maintenance activities like aeration, fertilization, and line painting. This has led to higher risks and potentialfuture repair costs. The Cityhas 18 sports fields, each valued at a minimum of $1 million. Regular maintenance and risk assessments are crucial to avoid unnecessary expenditures and ensure public safety. The Citymaintains a larger area with fewer staff compared to similar communities.

FTE2025-8 Parks

Operator II Seasonal

Cityof West Kelowna

2025 Supplemental FTE Budget Requests

The seasonalmowing team, introduced in 2020, has outperformed previous contracted services at a lower cost. Now permanent, the team maintains a growing inventorywithout additional resources, focusing on high-use areas for public safety. This shift has led to public complaints in less criticalareas. The team requests an 8-month seasonalFTE to address these challenges.

FTE2025-9 Legislative Services Legislative Services Coordinator

This position request is so that the department can continue to meet the provincial legislation, an additional staff member is required to meet and maintain these requirements and to ensure the dayto dayfunctions are completed and to allow for additionallegislative projects to be worked on. Additionally, the Legislative Services department has taken on further legislative responsibilities that were in another department. This position willallow for the Legislative Services Manager to have more time to focus on management level tasks, lead the organization with Privacy/FOI training and large Citywide projects.

FTE2025-10

Fire and Rescue Fire Rescue Assistant

The document discusses the criticaladministrative support provided by WKFR Fire Administration Assistants, currentlystaffed by1.6 FTE (1 fulltime and 1 part-time employee). Due to increasing demands from communityand fire service growth, there's a need for an additional0.4 FTE to ensure efficient scheduling and other duties. This would allow for staggered schedules, ensuring weekend coverage and improving overall efficiencyand effectiveness.

FTE2025-11

Fire and Rescue Flexible Firefighters

It is recommended that 2 additional “flex firefighters” be hired (at a lower overall rate compared to the current average firefighter). The flexible nature of these firefighters means that theycan be moved to cover gaps when and where theyoccur, instead of overtime. WKFR anticipates fully loaded annual ongoing costs of $240,000 ($120,000 x2) relating to these hires.

FTE2025-12 Police Services Front Counter Clerk

The West Kelowna RCMP needs a full-time front counter municipal employee to work Mondayto Friday, 8:00 AM to 4:30 PM. This role handles public complaints and inquiries at the front counter and byphone, along with other operational duties. It is crucial for detachment operations and public service. Adding this position willallow the reorganization of four watch clerk positions, ensuring 24/7 non-emergencycall response for West Kelowna and Peachland.

CITY OF WEST KELOWNA

2025 Budget SUPPLEMENTAL REQUEST DETAILS - New FTE's

DEPARTMENT: Bylaw Services

DESCRIPTION: Community Support Officer

SERVICE IMPACT / JUSTIFICATION:

POSITION TITLE: Community Support Officer

January1, 2025

Adding a second CommunitySupport Officer will enhance public space compliance, monitoring, and provision of coordinated supports for homelessness and social disorder issues. In an increasinglyvolatile environment, general dutyBylawOfficers areroutinelycalled upon to support the CommunitySupport Officer for safety reasons leading to a drawdown of 50-75% of one full time equivalent under the present staffing compliment.

The addition of a second CommunitySupport Officer will not onlyreducethe drawdown on General dutyOfficers but also support a year-round 7-day-a-week service model. This model is less likelyto be impacted byvacation leave/illness and training. With fewexceptions, having a CommunitySupport Officer available everydaywill reduce the catch-up cycle whichresults from weekend gaps in addressing social disorder issues.

Experience and best practices inmanaging increasing homelessness and street entrenchment highlight the need for a repetitive and consistent approach to mitigating the impacts of social disorder on the community. A second CommunitySupport Officer will enhance this approach.

STRATEGIC PLAN OBJECTIVE:

Foster Safetyand Well-being

CONSEQUENCES OF NOT FUNDING:

Continued heavydrawon General DutyBylawOfficers to support the CommunitySupport Officer, will contribute to declining response/resolution and impact service levels to typical BylawEnforcement issues. The West Kelowna BylawDepartment will continue as a primarilyresponse-based department with limited capacityfor proactiveactivities. As a result, lower priorityareas, such as signs, weeds and traffic will receive less attention. With the growing population of West Kelowna, the BylawOfficer to population ratio, presentlyabout 1 per 8400 residents, is falling behind the valleyaverage of 1 per 5,124 residents for Okanagan Cities.

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CITY OF WEST KELOWNA

2025 Budget SUPPLEMENTAL REQUEST DETAILS -

New FTE's

DESCRIPTION:

IMPLEMENTATION DATE:

January1, 2025

The Facilities Maintenance Operator position is a hands-on maintenance role responsible for ensuring all City facilities and equipment are properly maintained in accordance with the standards established by BC Building Code, BC Fire Code, BC Safety Authority, Work Safe BC, Interior Health, equipment manufacturer recommendations, CWK policies, and the CWK Facilities preventative maintenance program.

In 2023, the Facilities Department maintained approximately200,000 square feet of City building space with two (2) Facilities Maintenance Operator positions. In 2024, the City added 100,000 square feet of new facilities to be maintained including City Halland the Rose Valley Water Treatment Plant. Additionally, construction of a new Fire Hall(15,000 square feet) and Operations Yard (20,000 square feet) is scheduled to come online in 2025. This represents a 67% increase in maintained space since 2023. As a result, staff is requesting this position be added to the City's annual operating budget, starting 2025.

If the City is unable to maintain its facilities and equipment according to the standards listed above, the CWK may put itself at risk to facility closures, fines, or premature capital replacement costs.

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CITY OF WEST KELOWNA

2025 Budget SUPPLEMENTAL REQUEST DETAILS - New FTE's

DEPARTMENT: Fleet

DESCRIPTION: Fleet Supervisor (0.6 FTE)

Q1 2025

IMPACT / JUSTIFICATION:

POSITION TITLE: Fleet Supervisor

The 2025 Business Case for the Cityof West Kelowna's Fleet Department proposes creating a full-time exempt Fleet Supervisor position byincreasing the current 0.4 FTE to 1.0 FTE. This roleis essential for managing the City's 221 vehicles and equipment, ensuring operational efficiency, and leading the transition to fleet electrification. Please see attached Business Case for details

Invest in Infrastructure and Foster Safetyand Well-Being

Not having and exempt leader for the Fleet Department will be challenging during an important timein the City's Fleet history.

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Vehicle Required for position: Business Plan Attached:

Executive Summary

City of West Kelowna

Business Case

Fleet Department – Exempt Leadership FTE 2025

The City of West Kelowna currently does not have a dedicated exempt leadership position for the Fleet Department. This department is responsible for 221 vehicles and equipment between West Kelowna Fire Rescue (30 units) and the rest of the City’s fleet (190 units). This department currently has three full time mechanics and 0.4 FTE in administrative support role and a (2024) annual operating budget that sits at $1.1mil (this includes all department fleet budgets).

In 2025, West Kelowna Operations (Fleet, Parks, and Public Works) will be moving into the Operations Center which includes a brand new, 6500 square foot, mechanic shop. This move represents a significant milestone and shift in West Kelowna’s evolution as it relates to the City’s maturing administration and operational needs of the Fleet Department. Along with this evolution and maturation process, the time has come for the City to invest ina dedicated municipal fleet professional. This exempt role will lead West Kelowna’s Fleet Department into the many short and long term fleet needs of the City moving forward.

The objective for this business case is to secure the required additional operating dollars to increase the existing exempt 0.4FTE by 0.6FTE such that a total of 1.0FTE is available for an exempt Fleet Supervisor.

Background

Historically, the exempt leadership role for the City’s Fleet Department was funded at 40% of an exempt FTE. The workwas beingdoneoffthe cornerofadesk,andthe City’sfleet was not seeing the full attention that it deserves from an administrative perspective.

As stated earlier in this business case, the intent is to secure the additionally required 0.6 FTE required to fully fund 1.0FTE for an exempt Fleet Supervisor.

Business Case Type

For this business case, the following two Types of business cases were considered:

Type 1 – An evaluation of one proposed action.

Type 2 – A comparison of known alternatives.

Given the existing 0.4 FTE currently allocated by the City to this role, the evaluation of securing one FTE (one proposed action)was pursued by staff. Howeverin pursuing this typeof business case andapproach, staff have conducted a Province wide review and comparison of similarly sized municipalities, with comparable fleet sizes, to understand the which staffing structure makes the most sense for the City of West Kelowna at this point in time. By comparing these other known alternatives, and by considering

other items such as team size, CWK fleet needs, electrification, etc., it has become clear that the City should be moving forward with, at a minimum, one dedicated exempt Fleet Supervisor and possibly one dedicated support role. That said, it should be noted that supporting role is not being considered at this time, and staff are only pursuing the 0.6FTE “top up” for an exempt Fleet Supervisor.

Goals and Objectives

The goal and objective of this business case is to secure the additional 0.6FTE required to “top up” and fully fund the existing 0.4FTE so that a 1.0FTE exempt Fleet Supervisor can be recruited.

In support of this goal and objective, the following two Council strategic priorities that align with this request are as follows:

 Invest in Infrastructure – We will invest in building, improving and maintaining infrastructure to meet the needs of, and to provide a high quality of life for, current and future generations

 Foster Safety and Well-Being – We will pursue through direct action, advocacy, and collaboration with local and regional service providers, investments in community health, needs-based housing, emergency preparedness, policing, fire and other services that foster safety and well-being in West Kelowna.

While considering these two strategic priorities, it should be noted that an exempt Fleet Supervisor would be key in:

 Ensuring that the City’s fleet is being operated and maintained at standards critical for those internal clients who operate the fleet vehicles as part of providing a high quality of life for the City’s residents.

 In doing so, all of the City’s fleet would be administered and operated in a manner that fosters safety and well-being. Without the City fleet of vehicles and equipment, the sense of safety and well-being could not be maintained.

The City also needs to begin it’s transition towards electrification of our Fleet in order to take action in cutting greenhouse gas emissions from our operations as part of working towards British Columbia’s carbon neutral commitments. While this topic will certainly require additional capital funding by the City, it is anticipated that a exempt municipal fleet professional with experience in this area, will be key to this very important subject for the City over the coming years.

Key Stakeholders

Key stakeholders include, but are not limited to the following:

 City Council.

 West Kelowna Fire Rescue.

 Any CWK department or division with a fleet unit.

 Any CWK staff member who uses a fleet unit.

 Existing and future City mechanics.

 West Kelowna residents.

Boundaries

As stated earlier in this business case, an analysis of other municipal Fleet Departments has been undertaken. That review has surmised that, for a City with similar comparable as West Kelowna, sometimes can have up to two (or more) “administrative type” roles in their organization specific to fleet. For the purposes of this business case, only a top-up of 0.6FTE is being pursued at this point in time. Any additional “administrative type” positions would be reviewed at a later date.

This boundary has been set in order for an experienced fleet professional to come in and understand our current and future fleet needs. Future FTE requests may come in years to come as services possibly expand (ie: in-house winter road maintenance).

Key Assumptions

Here are some key assumptions as it relates to this business case and the 0.6 FTE required:

 The existing 0.4FTE will be used to create this exempt supervisory role.

 The City requires an experienced fleet professional in this role.

 The City’s fleet will only continue to grow and become more and more technical.

 The City’s team of mechanics will also need to expand with a growing fleet, this team will require supervision accordingly.

 Electrification of the City’s fleet must continue in order to meet Provincial requirements, and the City requires a champion to lead this effort.

 Along with electrification will come a whole host of related maintenance needs that the City is not currently prepared for.

List Alternatives/Options

The City could remain status quo on this item and not pursue an exempt public fleet professional. This is not a desirable option as the City currently does not have an exempt leader on it’s staff team that has the required experience and skill set to oversee the Fleet Department accurately and according to known best practices.

Financial Summary

As noted in this business case, staff are seeking Council’s approval for 0.6FTE to be added to an existing 0.4FTE that is already accounted for in the annual operating budget.

CITY OF WEST KELOWNA 2025 Budget SUPPLEMENTAL REQUEST DETAILS -

New FTE's

DEPARTMENT:

DESCRIPTION:

IMPLEMENTATION DATE: January 1, 2025

IMPACT / JUSTIFICATION:

The Business Licensing ComplianceOfficer is responsiblefor processing business license applications, issuing licenses, consulting on refusals, suspensions, or cancellations, coordinating enforcement actions, administering bylaws, training staff, inspecting premises, investigating complaints, directing compliance, enforcing orders, managing contract services, maintaining records, ensuring safetyprocedures, and supporting newteam members. When this position became vacant in 2023, Senior Management agreed to move part of this budget to Finance for a much needed accounting clerk position. As business licenses are increasing, the department needs to fill this position and therefore the budget needs to be replaced.

STRATEGIC PLAN OBJECTIVE:

CONSEQUENCES OF NOT FUNDING:

Without this position, approvals of business licences and followup on compliance will fall behind.

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CITY OF WEST KELOWNA

2025 Budget

SUPPLEMENTAL REQUEST DETAILS - New FTE's

DEPARTMENT:

DESCRIPTION: Application support/development role

IMPLEMENTATION DATE:

SERVICE IMPACT / JUSTIFICATION:

ASAP

The Business Applications team has experienced significant growthinthe demand for new and upgraded applications. Several major, multiyear projects are either planned or inprogress, inadditionto the operationalsupport that needs to be completed and the ongoing support for newlyimplemented applications. Currently, the Business Applications team consists of three staff members who support all line-of-business applications for the City.

Notable upcoming and current projects include Paperless/EDRMS, CityViewOnline Permits and Payments/Electronic PlanReview, Enterprise Resources Planning (ERP), Customer Relationship Management (CRM), BylawCode Enforcement software, Business Licensing Software, Asset Management, IT Service Management Software (ITSM), and HumanResources InformationSystem (HRIS). The growthwithinthe Business Applications team is essentialto support these projects. It is important to consider not onlythe implementationof newsoftware but also the ongoing support and development requirements that willnecessitate additionalstaff.

The Paperless/EDRMS Project is expected to continue for at least another year, witha full-time equivalent (FTE) assigned. The ERP project willlikelytake several years to complete, requiring a full-time FTE. The CityView Upgrade and other feature upgrades should be complete bymid-to-late 2024. Once the Asset Management project begins, the third Business Applications team staff member willlikelybe assigned nearlyfull-time to that project for severalyears, leaving little-capacityfor other projects or operationalwork. Therefore, hiring and training a Business Systems Technicianas soonas possible to handle newor existing requests from the organizationis requested.

Additionally, the Cityof West Kelowna aims to implement ArtificialIntelligence-based technologyto enhance customer service and find efficiencies withinthe organizationto reduce staff workload and slow the need for additionalstaff resources. This approachhas beensuccessfullyachieved ina neighboring municipalityand is likelyto be successful inWest Kelowna as well. To implement this technology, a part-time staff resource willbe required for the initialimplementation, withthe workload expected to growas the platform is adopted for other use cases. The primaryrole of this staff resource willbe to implement the technologyas a pilot program. If successful, this role willbe dedicated primarilyto this technologyas it expands. If not, it will bolster the Business Applications team resources to assist with other existing and upcoming projects, suchas Asset Management, whichneeds additional resources.

The Business Applications teams support all line-of-business applications at the Cityof West Kelowna, whichcovers allfunctional areas of the City. These functional areas contribute towards allCouncilstrategic priorities either directlyor indirectly.

The Business Applications team supports all line-of-business applications used at the Cityof West Kelowna. Insufficient staffing would hinder the team's abilityto launchnewprojects and maintaincurrent and future technologies. This could lead to cybersecurityvulnerabilities, outdated technology, diminished electronic services for citizens, and a higher risk of system failures due to inadequate team redundancy, among other issues.

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City of West Kelowna

Business Case

Information Services – Business Systems Technician 2025

Executive Summary

The objective of this business case is to address the growing demands on the Business Applications team by proposing the addition of a Business Systems Technician. The team currently supports all line-ofbusiness applications for the City of West Kelowna, but with only three staff members, it is struggling to manage new initiatives and provide effective support for existing and new technologies. This business case concludes that hiring a Business Systems Technician is essential to mitigate risks, enhance service delivery, and ensure the successful implementation and support of critical projects.

Background

The Business Applications team has experienced significant growth in demand for new applications and the upgrade/development of existing ones. Several major, multiyear projects are either planned or in progress, in addition to the operational support that needs to be completed and the ongoing support for newly implemented applications. Without adequate staffing levels, the team will be unable to undertake new initiatives or effectively support existing and new technologies. This could expose the City of West Kelowna to cybersecurity risks, technological obsolescence, reduced electronic services for citizens, and an increased risk of system failures due to a lack of redundancy within the team.

The table below outlines the primary software that the current team of 3 staff are supporting. Please note that this is not an exhaustive list.

Planning(CityView)

Permitting(CityView)

Financial/Budget/Cashiering/Utility Billing/Taxation/Payroll(iCity)

Business Licensing(iCity)

Cemetery(iCity/GIS)

Land Management(Multiple)

IT Service Management (ITSM - Ivanti)

Electronic Document Management (EDRMS – SharePoint)

Learning Management (LMS – LMS365)

Recruitment Management(Jazz HR)

Digital Asset Management(Adobe Asset Essentials)

Electronic Signature Software(Adobe Sign)

Fire Department Dispatch(FDM)

Recreation Management(ActiveNet)

Custom development(Sharepoint, Power BI and other platforms)

Fleet Management(RTA Fleet)

Fleet Tracking(GeoTAB)

Bulk Water Distribution(Flowpoint)

Council eAgenda Management(eScribe)

Intranet(SharePoint)

Calls for Service (Tempest)

Scheduling(Makeshift and Humanity)

Microsoft 365 applications

The table below outlines current and near future projects impacting the Business Applications team. It should be noted that this is not an exhaustive list.

CityView Bylaw Code Enforcement Implementation

CityView Electronic Plan Review Implementation

CityView Business Licensing Migration

CityView Online Permits and Payments Implementation

Asset Management Software Implementation(Effort required depends on the product selected)

Human Resources Information System (HRIS) Implementation

ERP (Financial/Budget/Cashiering/Utility Billing/Taxation/Payroll/etc) Implementation

Fleet Management Software Replacement

Electronics Records Management Software (EDRMS) Implementation

Fire Dispatch Management Software Replacement

Microsoft Co-Pilot Implementation

Business Case Type

Type 1 – An evaluation of one proposed action.

Goals and Objectives

The primary objective is to enhance the capacity of the Business Applications team by hiring a Business Systems Technician. This aligns with the Council’s Strategic Priority objectives of improving service delivery and ensuring the City’s technological infrastructure is robust and secure. The goals are to mitigate risks, improve electronic services for citizens, and ensure the successful implementation and ongoing support of critical projects.

Key Stakeholders

 City of West Kelowna Council

 Information Services Department

 Business Applications Team

 Citizens of West Kelowna

 City of West Kelowna internal departments

Boundaries

The scope of this business case is limited to the Information Services Department and the Business Applications team. The analysis considers the current and projected demands on the team, the risks associated with inadequate staffing, and the benefits of hiring a Business Systems Technician. The boundaries are set by the City’s budget constraints and the need to comply with relevant regulations and policies.

Key Assumptions

 The demand for new applications and upgrades will continue to grow.

 The City’s budget will allow for the hiring of a Business Systems Technician.

 The Council’s strategic priorities will remain focused on improving service delivery and infrastructure.

 The current staffing levels are insufficient to meet the demands and mitigate risks.

List Alternatives/Options

1.Do Nothing: Maintain the current staffing levels. This option is not recommended as it would expose the City to significant risks and hinder the team’s ability to support new and existing technologies.

2.Hire a Business Systems Technician: This is the recommended option as it addresses the staffing shortfall, mitigates risks, and enhances the team’s capacity to support critical projects.

3.Outsource Support Services: This option could provide temporary relief but may not be costeffective in the long term and could lead to a loss of control over critical functions.

Financial Summary

The financial implications of hiring a Business Systems Technician include the salary and benefits for the new position. However, this investment is expected to result in future savings by reducing the risk of system failures, improving service delivery, and enhancing the team’s capacity to support critical projects. The cost of hiring a Business Systems Technician is estimated to be $98,861 annually, which includes salary and benefits.

CITY OF WEST KELOWNA

2025 Budget

SUPPLEMENTAL REQUEST DETAILS - New FTE's

DEPARTMENT: Public Works - Roads and Drainage

DESCRIPTION: Roads Operator I

IMPLEMENTATION DATE:

April1,2025

The growthand urbanizationinWest Kelowna have increased strainonthe existing road and drainage infrastructure. The Roads and Drainage department, operating with limited staff, is unable to keep up withthe rising demands for regular road repairs, drainage upkeep, and emergencyresponse to infrastructure issues. This request is to hire an entry-levelroad maintenance worker to ensure the community’s infrastructure remains safe, operational, and capable of supporting continued growthand development.

Challenges facing the department include:

1. Rising Maintenance Backlog: Withonly5 road maintenance workers, the department is unable to keep pace withthe demands for repairs, leading to deteriorating road surfaces, potholes, and clogged drainage systems.

2. Increased Transit Demand: There's a desire for more shelters, benches and garbage receptacles, as wellas cleaner exchanges and shelters. This positionwould enable staff to focus more onthese criticaltransit system improvements.

3. Increased Community Complaints: Complaints about potholes, drainage problems, and road hazards are rising, affecting resident satisfactionand potentiallyincreasing liabilityrisk. Urbanizationand new infrastructure like sidewalks, multi-use paths, roundabouts, and transit shelters come withincreased maintenance expectations and more complex maintenance needs.

4. Longer Response Times: Due to anoverworked team, response times to road-related emergencies suchas fallendebris and urgent repairs have slowed down, raising safetyconcerns.

Hiring this positionwould help bridge the gap betweeninfrastructure maintenance needs and the resources available to address these criticaltasks.

SERVICE IMPACT / JUSTIFICATION: STRATEGIC

CONSEQUENCES OF NOT FUNDING:

Service levels will continue to decline, responses to customer service requests will be delayed, and preventative maintenance willbe limited. This willlikelyresult inmore communitycomplaints, higher safetyrisks and liabilities, and further deteriorationof infrastructure.

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CITY OF WEST KELOWNA

2025 Budget

SUPPLEMENTAL REQUEST DETAILS - New FTE's

DESCRIPTION: Turf Management

IMPLEMENTATION DATE:

IMPACT / JUSTIFICATION:

February 2025

Over the last number of years, the qualityof the City's sports fields has declined due to increased use, leading to compaction, and overall deterioration in health of the fields. The Parks department's expanded responsibilities have resulted in fewer aerations, fertilizations, thatching, line painting, goal mouth restorations, infield care, and maintenance. Consequently, field qualityhas decreased, and risks have increased.

The Cityhas 18 sports fields, each with a minimum replacement value of $1 million. Maintaining these assets is crucial to avoid unnecessaryfuture expenditures in repair or replacement. This work requires specialized turf management knowledge and training. Hiring for this position will help reduce public risks byensuring regular maintenance and risk assessments of the sports fields.

As part of Recommendation Q1, it is suggested that the Citymaintains a larger area, has a larger scope of responsibilities, but a fewer staff positions than the three communities it was benchmarked against (Penticton, Vernon and Campbell River).

STRATEGIC PLAN OBJECTIVE: CONSEQUENCES OF NOT FUNDING:

Invest in Infrastructure, Strengthen our Community, Foster Safetyand Well-being

Decreased levels of service, prematureexpenditures on asset replacement, and increased risk to the public.

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CITY OF WEST KELOWNA

2025 Budget SUPPLEMENTAL REQUEST DETAILS - New FTE's

DEPARTMENT:

DESCRIPTION: Mowing Team

IMPLEMENTATION DATE:

March 2025

The seasonalmowing team, introduced in2020 as a five-personteam, has outperformed previous contracted services at a lower cost. Their trialperiod ended in2023, and theyare nowconsidered permanent seasonalemployees. Over the past four years, the inventorytheymaintainhas grownsignificantlywithout additionalresources to matchthis growth. Consequently, the team has beendirected to focus onheavilyused areas or those posing direct public safetythreats (suchas waterfront parks, communityparks, and sports fields), while spending less time onaesthetic or lower-risk areas (like boulevards and neighborhood parks). This shift has led to numerous public complaints in2024, particularlyinareas like Phase 2 of the Wine Route and some neighborhood parks. Additionally, the team has accrued vacationand sick time per the ALGEU Contract, resulting inperiods eachsummer whenthe team is reduced to four members. This request is for an8-monthseasonal(0.6) FTE (32 weeks/year).

Whenthe team was originallyformed in2019, Counciladopted the business case due to improved service levels at a lower cost compared to contracting out. Despite the trialperiod ending, the team continues to perform above expectations, evenwithadditionalsites to maintain. If the service had remained contracted out, the contract value would have increased byapproximately$110,000 based onthe Consumer Price Index over the last five years, not including the additionalsites now maintained bythe team.

This team is supported byone summer student from Mayto September. However, adding more students to this team would be incontraventionof the ALGEU Collective Agreement, whichprohibits summer students from supplementing FTEs.

A reductioninservice levels throughout the City, increased risk to the public, and increased complaints due to insufficient maintenance.

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CITY OF WEST KELOWNA

2025 Budget

SUPPLEMENTAL REQUEST DETAILS- New FTE's

DEPARTMENT: Legislative Services

DESCRIPTION:

IMPACT/JUSTIFICATION:

TITLE: Legislative Services Coordinator

Coordinator to conduct legislative required responsibilities.

January1, 2025

Legislative Services has experienced a significantincrease in demand in the level of service being provided to the organization. Provincial legislation now requires increased privacy management, committees and policies to be implemented throughout the organization. To meet these growing demands and ensure daily functions are completed,an additional staff member is necessary.This willenable the department to tackle additional legislative projects that are currentlypending. Additionally,Legislative Services has assumed further legislative responsibilities from another department, including compliance with the Local Government Act and CommunityCharter pertaining to development services mail outs,advertising, and bylaw drafting.

STRATEGIC PLAN OBJECTIVE:

Strengthen our community

OF NOTFUNDING:

Staff are over capacitywith workloads. Without an additional staff member, the department will struggle to take on new initiatives,maintain high service standards, meet deadlines,or ensure work quality.

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Vehicle Required for position: Business Plan Attached:

CITY OF WEST KELOWNA

2025 Budget

SUPPLEMENTAL REQUEST DETAILS - New FTE's

DEPARTMENT: WestKelownaFireRescue

DESCRIPTION: 0.4FTE

IMPLEMENTATION DATE:

POSITION TITLE: FireAdminAssistant0.4FTE

January1,2025

West Kelowna Fire Rescue (WKFR) Fire Administration Assistants provide criticaladministrative support to the operation of the Fire Service. Currently, this task is handled by 1.6 FTE (1 full-time employee and 1 part-time employee).

As the community and fire service grow, the demand for administrative coordination and support has increased. These staff members not onlyserve as the public face for customers seeking permits, information, or assistance, but they also play a crucial role in staff scheduling. With the expansion of the fire service and an increase in staff numbers, scheduling has become more complex, requiring a deep understanding of firefighting and the applicable collective agreements. Given that the fire service operates 24/7, scheduling tasks are often needed during weekends.

To address these needs, an additional0.4 FTE is required to bring the team to two full-time positions. This would allow for staggered schedules, ensuring weekend coverage and improving the efficiency and effectiveness of scheduling and other duties.

Foster Safety and Well-Being

Existing administrative time willremain insufficient to meet the demands of the expanding fire department. This could prevent the identification and implementation of cost efficiencies and potential savings, such as improved scheduling. Additionally, weekend scheduling issues willpersist within the growing fire service.

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DEPARTMENT:

CITY OF WEST KELOWNA 2025 Budget

SUPPLEMENTAL REQUEST DETAILS - New FTE's

West Kelowna Fire Rescue

DESCRIPTION: 2.0 FTE

IMPLEMENTATION DATE:

SERVICE IMPACT / JUSTIFICATION:

POSITION TITLE: Flexible Firefighters

January1, 2025

West Kelowna Fire Rescue (WKFR) continues to relyonregular overtime (at a premium rate of 1.5x) to maintainminimum staffing levels. The overtime budget allocated to WKFR has not kept pace withthe operationalneeds of the fire service.

The implementationof flexible firefighters, as negotiated inthe 2022 IAFF Collective Agreement, has reduced the number of overtime shifts needed to meet the minimum staffing level of 8 firefighters onduty. In2023, this resulted inavoiding 314 overtime shifts, leading to significant cost savings. However, overtime is still necessaryand is expected to exceed the allocated budget.

Over the past 3 years, the ongoing need for overtime has resulted in$500,000-$700,000 inunbudgeted costs. To address this, staff propose the following measures to reduce overtime costs:

Additional Firefighter FTEs: it is recommended to hire 2 additional“flex firefighters” at a lower overallrate compared to the current average firefighter. These flexible firefighters canbe moved to cover gaps whenand where theyoccur, reducing the need for overtime. WKFR anticipates fullyloaded annual ongoing costs of $240,000 ($120,000 each) for these hires.

Currently, WKFR has a total of 42 firefighter FTEs. This includes 40 firefighters assigned to shifts (10 per shift, with8 ondutyand 2 covering vacation/leave/short-term vacancies) and 2 flexible firefighters available to cover shifts as required onshort notice. Anyvacancies not covered bythese flexible firefighters result inovertime.

The proposed additionof 2 firefighters willincrease the total to 44 career firefighter FTEs. This willpermit taking full advantage of the 4 flex firefighter positions permitted under the current collective agreement, maintaining minimum shift staffing requirements and decreasing overtime usage. These positions willhelp resolve the existing overtime issue and willnot increase the capacityof the fire service to respond, but rather theywill decrease unbudgeted overtime.

STRATEGIC PLAN OBJECTIVE:

Foster Safetyand Well-Being

CONSEQUENCES OF NOT FUNDING:

Overtime costs between$200,000 to $400,000 could result whichwould significantlyoutweighthe increased operational costs requested.

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CITY OF WEST KELOWNA 2025 Budget

SUPPLEMENTAL REQUEST DETAILS - New FTE's

DESCRIPTION:

IMPLEMENTATION DATE:

The West Kelowna RCMP requires a full-time front counter municipal employee to work Mondaythrough Friday, 8:00 AMto 4:30 PM. This position is responsible for receiving complaints and inquiries from the general public at the front counter and byphone at the detachment, along with other operational duties. This roleis integral to the detachment's operations, and public service cannot be effectivelycarried out without it. Adding a full-time front counter position to the existing one will enablethe reorganization of four watch clerk positions, ensuring the fulfillment of the obligation to provide 24/7 non-emergencycall response to the citizens of West Kelowna and Peachland.

Police Services is committed to ensuring a safe communityand supporting its policing partners. The identified duties will helpachieve the goal of providing 24/7 operational support. Failureto maintain theseservices will effect obligations and responsibilities to the RCMP. After Approval Process 2025-01-01

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City ofWest Kelowna

FTE2025-13

Cityof West Kelowna

2025 Supplemental FTE Budget Requests

Utilities: Water Distribution and Wastewater Collections UtilityOperator II

A new full-time UtilityOperator II with EOCP Certification is needed to support the City's Water Distribution and Wastewater Collection Networks. Responsibilities include operationaland maintenance programs, leak detection, valve exercising, hydrant and pump maintenance, and emergencyrepairs. The role also involves supporting capitaland development projects, procedure updates, and proactive/reactive maintenance. This position is essentialfor managing the growing workload and enhancing the Water and Sewer Utility Department's programs and customer service.

FTE2025-14

FTE2025-15

Utilities: Water Treatment and Supply Watershed Operator I

This position, piloted in 2022, enhances watershed operations by maintaining 15 dams, spillways, signs, and ditches. It has improved water monitoring and flow control to treatment plants. Temporarilyextended for winter maintenance, it ensures safe vehicular traffic with new snow removalequipment. The role also supports snow course and general maintenance activities. Currentlyan 8-month term, we seek to make it a full-time position

FTE2025-16

Utilities: Water Treatment and Supply Water Quality Technician

The Water QualityTechnician oversees dailywater qualityat Powers Creek and Rose Valleytreatment plants and reservoirs. Responsibilities include reporting to agencies, analyzing water, maintaining lab equipment, ensuring safetycompliance, and managing qualitycontrol. The role involves sample collection, externaltesting, and addressing nonconformities. This position is crucial for meeting water quality standards and compliance for the City's water assets

Utilities: Water Treatment and Supply Water Supply & Treatment Operator I

When the staffing plan was developed prior to the plant's opening, the number of Operators was conservativelyestimated. Since commissioning, numerous issues have arisen, resulting in a significant increase in workload. These issues include algae and manganese testing, centrifuge run times, and cleaning tanks due to manganese precipitating out of a dissolved state.

CITY OF WEST KELOWNA 2025 Budget

SUPPLEMENTAL REQUEST DETAILS - New FTE's

DEPARTMENT:

IMPACT / JUSTIFICATION:

A newfull-time UtilityOperator IIwith EOCP Certification is required to support the workload involved in operating, monitoring, maintaining and improving the City's water distribution and wastewater collection networks. This Operator IIwill participate in various operational and maintenance programs, including drinking water qualitymonitoring, water age management, leak detection, unidirectional flushing, valve exercising, PRV, hydrant, reservoirand pump maintenance, as well as lift station and gravitysewage collection operating and maintenance.

Additionally, the Operator IIwill be involved in departmental renewal and improvement projects, proceduredevelopment and updates, in-houseproactive and reactive maintenance, and emergencyrepair and replacement of underground water and sewer infrastructure. The UtilityDepartment, along with its team of skilled operators, supports the water and sewer components of capital and development projects, from design, review, and construction to water main/reservoirdisinfection, network tie-ins, pump station, PRV, reservoir, and lift station commissioning, plus the ongoing operation and maintenance of the newinfrastructure. The addition of a UtilityOperator IIis needed to support the City's growth and to enhancethe Water and Sewer UtilityDepartment's programs and customer service.

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CITY OF WEST KELOWNA 2025 Budget SUPPLEMENTAL REQUEST DETAILS - New

FTE's

DESCRIPTION:

This position was initiated as a pilot in 2022 to enhance watershed operations due to the extensive work required to maintain the 15 dams, spillways, signs, ditches, and more. The role has proven beneficial, leading to improved water monitoring and flowcontrol into both treatment plants. Over the past coupleof years, the position has been temporarilyextended to include winter maintenance of the plant roadways and lands, enhancing the safetyof vehicular traffic, including chemical trucks, delivery trucks, bin trucks, and plant personnel. This extension was made possible bythe acquisition of necessarysnowremoval equipment, which was not availablein 2022.

Additionally, this position provides backup for snowcourse duties and general maintenance activities for the plant grounds and internal maintenance tasks such as painting, or carpentryas needed. Currently, this Full-Time Equivalent (FTE) position is an 8-month term role, and staff is proposing to make it a permanent FTE position.

Outsourcing work at a lower service level compromises the safetyof employees and contractors providing trucking services.

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CITY OF WEST KELOWNA 2025 Budget SUPPLEMENTAL REQUEST DETAILS -

DEPARTMENT: Public Works - Water Supply & Treatment

New FTE's

POSITION TITLE: Water Quality Technician

The Water QualityTechnician is responsible for the day-to-daywater qualitymanagement of the Powers Creek and Rose Valleywater treatment plants and related reservoirs within the watersheds. The role includes reporting to jurisdictional agencies such as Interior Health and other provincial and federal agencies. Responsibilities include analyzing rawand treated water, maintaining and calibrating analytical and lab equipment, ordering reagents, and performing repairs. The technician ensures compliance with safetypolicies and Worksafe regulations related to laboratorychemicals. Theycollect and preparesamples for external testing, reviewand monitor external test results for quality, and identifyand report nonconformities. Additionally, theyperform non-routine tests and analyze unusual samples as required. maintaining the qualityassurance and qualitycontrol program for the plants. This position is integral to ensuring water qualitystandards and compliance for the City's water assets.

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yes,

CITY OF WEST KELOWNA 2025 Budget SUPPLEMENTAL REQUEST DETAILS - New FTE's

If not funded, overtime will increase, and some regulated tasks maynot be completed. This could potentiallylead to water qualityissues or the neglect of critical maintenance activities.

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Amount included in Draft Budget

Toassistwiththecostsassociatedwithprocuringfacilitieswherethecadetstrainandexercise.

WerunthefollowingprogramsforparticipantsintheOkanaganwithautismorotherneurodivergence.Thegrantisbeing requestedtoensurewecancontinuetoprovidetheseprogramsforeveryonewhowantstoparticipate.

Theprogramaimstostrengthencommunitytiesbyinvolvingstudentsinfundraising,procuringsponsors,andimplementing outreachinitiatives.Thisyear,theyarelaunchinganoutreachprogramtargetinglocalelementaryandmiddleschoolsto inspireinterestinSTEM,potentiallyleadingtofutureSTEMcareers.ThisinitiativeisexpectedtobenefitWestKelowna economicallybyaddingpassionandtechnicalexpertisetothecommunity.Thegrantrequestedistohelpwithoperational costsincurredbyourteamtogoto2regionalcompetitioneventsandimplementourcommunityoutreachgoals.Eventsare hostedoutsideofKelowna.OurfirsteventisinVancouver whilea2ndeventrequireslongdistancetraveloutsideofWestKelowna/BC. 4R

TheRedCrossisrequesting$15,000towardstheannualrentofthevolunteer-runWestKelownaHealthEquipmentLoan Program(HELP)officelocatedat#4-2411DroughtRoad. 5New

TheCentralOkanaganFoodBank(COFB)hasbeenservingthecommunityforover40years,originallystartingasthe Robes,Loaves,andFishesFoodBank.In2015,itmergedwithCOFB’sKelownalocationtobetteraddressfoodinsecurity. Currently,COFBisexperiencingasignificantriseindemand,particularlyfortheTinyBundlesProgram,whichsupportsnew parentsandtheirnewbornswithessentialitemsandnutritiousfood.Theprogramservesanaverageof45familiespermonth inWestKelowna.Duetoa32%increaseindemandandrisingcosts,COFBisusingemergencyfundstomeetneeds. Additionalfundingisessentialtocontinuesupportingvulnerablefamiliesandensuringthewell-beingofthecommunity.

Eachyear$1,000hasbeenprovidedtoCOBSStodistributetoaMountBoucheriegraduatingstudent.In2024,COBSS distributed594scholarships,bursariesandawardstotalling$588,223andthisgrantassistsagraduatingstudentwiththeir postsecondarystudies.

TheFamilyResourcePrograminWestKelownaisseekinggrantfundingtoexpanditssupportforchilddevelopmentand familyresources.KeyinitiativesincludetheNationalChildDayevent,theannualTeddyBearPicnic,andweekly"Song,Story, andRhymeTime"sessions.Theseactivitiesfostercommunityconnections,earlyliteracy,andsecureparent-child relationships.TheprogramcollaborateswiththeCityofWestKelownatooffersessionsattheMulti-SportCentre.Additional fundingwillhelpexpandtheseprograms,providingmoreresourcesanddevelopmentalsupportforfamilies.Thebudget proposalincludesstaffing,materials,andprogramexpensestoachievethesegoals.

ThegrantwillcoverexpensesspecifictoWestKelowna,includingrentalspace,supplies,andprofessionalcounselling. COHA’sWestKelowna1:1ProfessionalGriefCounsellingsupportsindividualsdealingwithloss,helpingthemunderstand andmanagetheirgrief.Theprogramaimstonormalizegriefandteachhealthyexpressionoffeelings.Providestimely,local support,reducingbarrierssuchashighfuelcostsandheavytraffic.

Createsasupportivecommunityforthosefacingdeathandloss.Reducesadverseoutcomesandfutureriskfactorsthrough briefinterventions.ExpandsCOHA’ssuccessfulprograms,includinggriefgroups,expressiveartactivities,andcampsfor childrenandyouth.

Tocoverthecostofdirectorsinsuranceagainstliability,whenvolunteeringforthesociety(GBTAPS)whenimprovingor constructingtrails.ItwouldalsocovertheliabilityinsuranceneededtocoverthepublicwhoparticipateinourTrekforTrails whichisourannualfundraiser.Thisyearthecostofthisinsurancewas$1975.00

GirlGuidesinWestKelownahas17Unitswithover280youthmembers.Wewouldusethefundstohelppayforourgirlsto meetinlocalhalls,churchesandcommunitycenters.Ourcurrentannualcostsformeetingspacesarecurrently$17,850.

Requestingthefundstoassistourteaminsuccessfullyopeningthefacility.Specifically,thefundswouldbeallocatedto Furnishings,Equipment,Programmaterials,Foodsupplies,dailyoperatingsuppliesandfacilityrentof$5000permonth

Applicantdidnotapplyfor2025Grantinaidbutreceived2024fundssoincludedinthispage.H.O.P.EOutreachisdedicated tosupportingmarginalizedcommunitiesacrosstheOkanaganValleyofBritishColumbia,withaspecialfocusonWest Kelownathroughour'OurWomen'Program.AsthesolenighttimeoutreachinitiativeinbothKelownaandVernon,wehavea uniqueopportunitytoextendthevitalcasemanagementandoutreachservicesofferedbythe'OurWomen'Programtothe communityofWestKelowna.Thisexpansionwouldenableustoreachandassistevenmoreindividualsinneed.Inresponse tothisgrowingissue,theCityofWestKelownahasextendedaninvitationforourorganizationtocollaborateonwinter planninginitiativesfortheunhousedpopulation.Thisinvitationservesasaclearindicationthatourservicesarecrucialin addressingthispressingneed.Throughthe"GrantsinAid"application,weaimtocontributemeaningfullytothecity'sefforts insupportingthoseexperiencinghomelessness.

ThegrantisrequestedtopayhalfofthepoolrentalcostsincurredatJBMACduringthe2025swimseason.

FundingisrequestedforthesecondyearofKRC’sYouthRowingProgram,whichbeganin2024.Theprogramfocuseson studentsfromConstableNeilBruceandGlenrosamiddleschools,andMountBoucherieSecondarySchoolinWestKelowna. Itoffersadvancedtrainingandcompetitionopportunitiesforstudentswhohaveparticipatedinpreviousrowingprograms.The goalistoprepareathletesfortheBCSummerGamesin2026.The2025fundingwillhelpcovercoachingandadministrative costs,andsupportthepurchaseofusedrowingequipment,includingacoxed-quadrowingshellandoars,whichwere acquiredfromBrentwoodCollegeSchool.

TheLatinVoicesSocietyisrequestingaCommunityEventGranttohostaninclusiveculturaleventfortheWestKelowna communityin2025:LatinoMovieNightinthePark.Thiseventwarmlyinvitescommunitymembersofallbackgroundsto cometogetherandexperiencetherichnessofLatinoculturethroughcinema,food,andcommunityconnection.LatinoMovie NightintheParkaimstoprovideaunique,high-valueculturalexperiencethatconnectspeople,supportslocalbusinesses, andenrichestheculturallandscapeofWestKelowna.Thegrantfundingrequestedwouldcoverkeyexpensessuchasfilm licensing,equipmentrental,parksetup,promotionalmaterials,andpartnershipswithlocalvendors.Thiseventwillallowthe LatinVoicesSocietytosharethebeautyofLatinocultureandinviteallcommunitymemberstojoinusincelebrating, learning,andconnecting.

Forthepast10years,UnplugandPlay&FamilyLiteracyWeektakesplaceinKelownaduringthelastweekofJanuary. UnplugandPlayWeekencouragesfamilieswithyoungchildrentodisconnectfromtheirdigitaldevicesandengageinfun, creative,educational,andinteractactivities.Thisyeara'Wrap-up'eventisplannedforWestKelownaattheLionsHall,on Sunday,February2,2025.Thefreepubliceventrunsfor4hours,from10amtto2pm.Weareexpectingover100familiesto attendtheevent.

Thefundingwillensurethecontinuationoftheircommunityprogram.Costsforstorage,gas,andinsurancearerising,and theyalsoneedtorepairsmallareasoftheboatasneeded.

The$7,000grantisforthe2025operatingexpensesof$10,000asdetailedintheattached2025operatingbudget,andto maintainareasonablereservefundforanyunforeseenmajorexpenditures.

TheWestKelownaFirefighters’Associationisdedicatedtocommunitybuildingandfiresafetyeducation.Theycollaborate withCRISAdaptiveAdventures,alocalnon-profitsupportingpeoplewithdisabilitiesthroughoutdoorprograms.Their partnershipbeganin2014withtheCRISYouthChallenge,evolvingintotheannualBoucherieGrindevent.Thisevent,which includesaraceupMountBoucherie,promotesfiresafety,communityengagement,andsupportsindividualswithdisabilities. DespiteapauseduringtheCOVID-19pandemic,theeventresumedin2023andcontinuestogrow,featuringaninformation villageandvariouscommunityactivities.

Thegrantisbeingrequestedtocovertheexpenseofinsurance.Theinsuranceisrequiredtoensuretheindividualsand volunteerswhoparticipateintrailmaintenance.

TooffsetthecostsincurredbytheWKYCinprovidinginfrastructureandservicesforthebenefitofthegeneralpublicwithin theCityofWestKelowna.

ThesefundswillallowtheYouthprogramthefundstoimplementeducationalactivitiesandworkshopsthatwillleadto valuablelifeskills.Thiswillbenefiteachcandidatefortheirwholelife,inturnthisprogramwillteachouryoungpeople(all genders)therightattitudeandskillstobecomeLEADERSoftomorrow.Thesuccessfulcandidatesareawardedtheposition ofAmbassadorandwillvisitBCCitiesrepresentingWestKelowna.

July12025–CanadaDay July11-132025–WestsideDaze

ToprovideWestsideresidentsandtouristsasafe,freefamilyfestival/event

Toprovidequalityentertainmentintheformofkidsactivitiesandmusic

Toprovideashowcasewherelocal,provincialandfederalpoliticianscanmeetandgreet Withthepublic.

TopromoteandmarketWestsideDazetothelocalresidentsandthetravellingpublic

TheWestsideHealthNetworkSociety’sVolunteerServicesprovideessentialsupporttoseniors,enhancingtheirqualityoflife andeasingtheburdenonthehealthcaresystem.Keyprogramsinclude:

VolunteerDrivers:Transportseniorstomedicalappointmentsandsocialoutings.

VolunteerVisitors:Combatisolationthroughweeklyvisitsandphonecalls.

VolunteerShoppers:Assistwithgroceryshoppinganddelivery.

VolunteerOfficeAssistants:Helpwithadministrativetasks.

VolunteerHappyHookers:Knitandcrochetitemsforcommunitydonation.

SpecialEventVolunteers:Supporteventsandfundraisingefforts.

SeniorPeerSupportGroup:Offerpeersupportandguidance.

Theseprogramsensureseniorsremainconnected,independent,andsupportedwithintheircommunity

TheYMCAisdedicatedtoyouthempowerment,offeringprogramsthatsupportphysical,mental,emotional,andsocialhealth. Theirgoalistoproviderelevant,front-lineprogramstohelpyouthbuildmentalhealthresilienceandreachtheirfullpotential. AnxietyisacommonissueamongyouthinBritishColumbia,butmanydonotaccessmentalhealthservicesduetolackof knowledge,longwaittimes,andfinancialbarriers.

YMCAMindfulnessprograms,includingTeenMindfulness(ages13-17)andYMind(ages18-30),offerfreepsychoeducationalworkshopsandgroupdiscussionsfacilitatedbycounselors.Theseprogramshelpyouthmanageanxietythrough evidence-basedtechniquesandprovideasupportiveenvironment.Since2017,over840youthintheOkanaganhave benefitedfromtheseprograms.FundingfromtheCityofWestKelownawouldexpandtheseservicestomoreyouthinthe area,providingtoolstomanageanxiety,reduceisolation,andpromoteoverallwell-being.

NON-CASH GRANTS

TocovertherentalcostforWestbankLionsCommunityCentreHall,toenablethegrouptocomeinsideduringthewinter months.Thiswillprovideallsectionsawarmplacetodeveloptheirscoutingskills.

GranttoassistwiththerentofWestbankLionsCommunityCentrefortheWinterproductionbookedatthatfacilityFebruary 13through19,2025

$7000inKindfortheuseofAnders(Lakeview)Hall,currentlywehave4Unitsthatmeetthere.Wehavebeeninformedthat withthechangestothehall,amovetoanotherlocation(LionsHall)willbemoreexpensive,andthustherequestforin-kind donationhasincreased.

ToholdAlcoholicsAnonymousweeklymeetingstherebyprovidinggroupsupportfornewandrecoveringalcoholicstostay sober.

TocoverthecostoftherentaloftheWestbankLionsCommunityCentretoholdourannualAwardsCeremonyforBritish Columbiain2025

WeusethegranteveryyeartohaveourRemembranceDayServiceatRoyalLePageArenaandthenafundraisingdart tournamentonFebruary8,2024.For2025,PeoplefromallovertheOkanagan(fromlegionsandtheArmyNavy)cometo playdartsandsupportourcommunity.Asasidenote,wedidnotreceivethegoaheadfortheprovincialDarttournamentthis yearbeingheldinMarch2025.

Thepurposeofthegrantistomaintainandbuildcapacityassociatedwithprovidingessentialservicesforseniorsinthe community.ManyoftheprogramsareheldatLionsHallCommunityCentreandthecashinkindgoestowardsmeetings

SCADA System Backbone and Upgrades C2025‐66

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The Pavement Management Plan was completed in 2023. It is a condition survey of the road network with recommendations for short-term and long-term improvement plans. The plan recommends a 10-year paving plan with a $2.5 million yearly budget for the paved road network. 2025 will be the first year with the increased construction value and will focus on arterial roads that are not scheduled for major improvements in the short term. Those roads include Shannon Lake Road, Old Okanagan Highway, and Boucherie Road. There will also be a rural component to improve gravel roads that need repair.

RFP# 2024-01-P100

2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUED) APPENDIXA

Douglas Road –BoucherieRoad toThackerDrive(Length=738m)

RFP# 2024-01-P100

2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUED) APPENDIXA

DougmacRoad –RoseValleyRoadto Culdesac(Length= 508m)

RFP# 2024-01-P100

2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUED) APPENDIXA

EmeraldRoad –TurnbullRoad toCuldesac(Length =990m)

RFP# 2024-01-P100

2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUED) APPENDIXA

GlenrosaRoad –Turnbull Road toGatesRoad (Length=903m)

RFP# 2024-01-P100 2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUED)

OldOkanagan Highway – Bering RoadtoReeceRoad (Length= 1015m)

APPENDIXA

RFP# 2024-01-P100

2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUED)

Shannon Court–WoodstockDrivetoCuldesac (Length= 192m)

APPENDIXA

RFP# 2024-01-P100

2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUED)

Shannon Place–Shannon Ridge DrivetoWoodstock Drive(Length= 156m)

APPENDIXA

RFP# 2024-01-P100

2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUED) APPENDIXA

Shannon Ridge Drive–Shannon LakeRoad toEnsignWay(Length=1463m)

RFP# 2024-01-P100

2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUED) APPENDIXA

Shannon Woods Drive– Shannon LakeRoad to Culdesac(Length=856m)

RFP# 2024-01-P100

2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUIED)

A BoucherieRoad–GregoryRoadtoWFN,WFNtoGellatlyRoad(Length=3479m)

RFP# 2024-01-P100

2024 Road Rehabilitation Design Update & Construction Services

PROJECT LOCATIONPLANS(CONTINUIED)

Gellatly RoadSouth–GellatlyRoadto WhitworthRoad(Length= 268m)

APPENDIXA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

This request is for year 4 of the streetlight LED replacement program. This request of $350,000 will complete the purchase of these fixtures in 4 years instead of the original estimate of 5 years to complete the entire City. By purchasing all remaining fixtures in 2025, this will result in an overall project savings of approximately $250,000 with the completion in 4 years vs 5. The early completion will also result in other savings being realized faster (reduced maintenance costs and lower energy consumption).

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

A corridor access study is needed to provide a new alternative road location for the Glenrosa neighbourhood. In the event of an emergency or needed evacuation (such as a wildfire), there is limited ways in/out for the public and emergency services such as fire, ambulance and/or police. Another access would provide safe alternative to residents as a local road connection. The location and alignment of the access will be determined through a conceptual design process that will include reviewing topographical, geotechnical, and environmental factors.

Desired Manufacturer/Model (attach additional pages/brochure if necessary)

In accordance with the City's Vehicle and Equipment Acquisition, Replacement, and Disposal Policy, this request is to replace three fleet units that have scored out based on performance and safety standards and no longer meet the CWK policy standards for continued use. The 2025 replacements include a sidewalk tractor ($300k), mechanic service truck ($250k), a bobcat with beach cleaner attachment ($160k).

(Select from drop down list below & input requested amount in

2. PRIORITY (check one )

3. DEPARTMENT

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

This request is for a remote-operated, fully electric roadside mower unit to increase productivity and improve safety for operations crews conducting annual vegetation control. This includes areas adjacent busy roadways, stormwater management ponds, public utility lots, steeper slopes, and other difficult-to-access areas where flail mowing tractors cannot access. Currently, a crew of two students and one operator follows roadside mowing units throughout the community with line trimmers to trim any areas that mowers are unable to reach. However, this slow, labour-intensive process leaves large gaps and many locations incomplete.

These electric mower decks can cover significantly more area than the crew of three, access steeper slopes and tighter spaces, and work in areas adjacent to busy roadways in a safer and more effective manner. Adding this unit to work alongside the line trimmers will increase productivity and improve safety for the crews, who work long hours in extreme heat in the summer to beautify the community and reduce roadside hazards and fire risks.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

CITY OF WEST KELOWNA

Annual Maintenance and Diesel Savings

Traditional Mower

• 36 Litter Diesel Tank at $2.00 per/LT = $72.00 CAD per ﬁll

• Fill 3 times per week for 6 months of the year (26 weeks) = $5,616.00 CAD per year

• Annual oil & hydraulic ﬁlter and liquid change = $500 CAD per year

Annual Cost $6,116

In three (3) years the total amount of fuel and oils tally up to less then a new batter for the machine.

• Three (3) year cost - $18,348 CAD

• 150 AH battery - $15,370.83 CAD

• Eight (8) year cost - $48,928 CAD

• Standard Raymo Package - $52,502

OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if

Budget is requested for front plow and sanding box implements for an existing F550 truck in the fleet to be used by the Capital Crew. This equipment will assist with augmented winter maintenance operations in various capacities, improving efficiency and is part of planning for the potential of providing this service in-house. Work for this unit includes, laneways, access roads, operations yards, transit facilities, utility access roads and would be

to augment roadway snow and ice control as needed. The parts estimate is $40,000, with delivery and installation bringing the total

CITY OF WEST KELOWNA

is requested to purchase a sander for an existing truck equipped for this use in the Parks Department. The sander will be used for various parks yards, driveways and parking lots (such as the new City Hall) which are not currently contracted out but often require special callouts to contractors to ensure safe access for the public and staff into these locations. In walkway areas having sufficient width, this sander will help combat ice and slippery surfaces.

OF WEST KELOWNA

(Please explain in description) ___________

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary) Budget is requested for a forklift that has long been needed at Powers Creek for offloading chemical totes, materials shipped to the plant, and moving materials around the site. Currently, an old manual power hand truck is used to move 5500 kg totes out of the centrifuge area, but it is cumbersome and often results in health and safety issues such as muscle pulls and sprains. Additionally, it does not function well on uneven ground, making unloading a transport truck unsafe and impractical for other uses. At present, a forklift is being rented.

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

This request is for a ½ ton EV pickup to support the new Roads Op 1 FTE proposed for 2025. Roads department does not currently have an unused vehicle available for the new FTE position being requested. This position and vehicle will support general roads operations including road and sidewalk repairs/maintenance, transit maintenance, drainage maintenance and a wide variety of day-to-day activities. A pickup truck of this size with 4x4 is being requested as the unit will be expected to tow small trailers and carry various tools and supplies to perform this work in all weather conditions. An Electric or Hybrid vehicle also supports the reduction in emissions through green fleet technology.

FTE2025-7: Parks 550 Truck with Dump

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

An F550 with a dump box is required for the Parks Operator 3 – Turf. This vehicle will serve as the primary mode of transportation for this FTE and will assist in maintaining the City’s turf and sports fields. The unit is necessary for frequently hauling large, heavy volumes (approximately 12,000 lbs) of soil, sand, fertilizers, turf/sod, etc., and must be capable of being loaded with machinery and dumping upon arrival at the site. Additionally, the vehicle will need to tow trailers carrying tractors, aerators, bobcats, and other heavy machinery.

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

An F150 Hybrid with a long box and four doors is required for the Seasonal Parks Operator – Mowing. This vehicle will serve as the primary mode of transportation for the FTE and their team of 1 to 2 other mowing employees, necessitating a quad cab. The unit will also be used to tow trailers carrying small mowing units, and the long box is essential for safely transporting line trimmers, backpack blowers, and other tools and equipment between sites.

is requested for a new sidewinder lawn mower to accompany the newly requested 0.8 FTE mowing position. This unit is necessary due to the additional parks, boulevards, and municipal spaces that the Parks Department are required to maintain. Without the mower, the efficiencies of adding additional personnel will not be fully realized.

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

A new one-ton truck is requested to support a new FTE for the Utilities Department, focusing on water and sewer network operations at various work sites across the City and for After-Hours Utility Standby coverage. The truck needs to be equipped with a canopy and roof rack to transport full lengths of pipe (6m), which is currently limited with the existing fleet. Five-person seating is required to transport multiple team members to sites or meetings, reducing the number of individual fleet vehicles traveling to a common location, thereby decreasing fuel consumption, emissions, and parking space usage. A locking canopy and slide-out toolbox are intended to secure tools, valve keys, and loose items, keeping them safe, dry, and protected from the weather.

CITY OF WEST KELOWNA

This request is for a new EV truck to support one of two new FTEs for the Public Works - Water Supply and Treatment division. The truck is needed to perform water treatment duties, including travel between the two plants, standby shifts, weekend shifts, water quality checks, sample collection, and delivery to labs. Additionally, this request allows for the return of an existing rental unit.

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if

CITYOF WEST KELOWNA

PRIORITY (check one)

(Please explain in description) ___________

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The purpose of this CapitalFunding request is to utilize existing funding allocated from the ProvincialCapacity Funds to develop an Amenity Cost Charges Bylawthrough a comprehensive reviewprocess. Amenity Cost Charges (ACC) is a newdevelopment finance toolthat allows localgovernments to collect funds for amenities, such as community centres, libraries, daycares from newdevelopment that results in increased demand for services. These amenities support livable and complete communities in areas of growth. The new Division 19.1 of the LGA authorizes localgovernments to impose ACCs and outlines the legislated requirements. Local governments can collect ACCs on subdivision approval or prior to the issuance of a building permit from any new development that results in an increase in the population of residents or workers (i.e., if a development adds newresidentialunits or new workplaces to the community) in areas where a localgovernment is planning for growth. Like DCCs, ACCs must be imposed by bylawand in accordance with the process and requirements set out in the legislation. Local governments can choose whether to use the newACC tooland can adopt an ACCbylawat any time. Unlike DCCs, ACC bylaws do not require approvalfrom the Inspector of Municipalities. 6.

Source (Select from drop down list below & input requested amount in column J)

CITYOF WEST KELOWNA

A West Kelowna Community Safety & Well-being Strategy will align with Council’s strategic priorities of Strengthen our Community and Foster Safety and Well-Being. It will contain a comprehensive, coordinated, practical and solution-focused plan, providing proactive recommendations to address and prevent issues related to crime, vandalism, and social challenges within the City of West Kelowna. It’s important that the City prepares for the influxof people (12,000 newresidents by 2040) fromdiverse backgrounds, cultures and socio-economic class so that everyone has a strong sense of safety, belonging, equal access to services, and have their needs met for education, child care, health care, food, housing, income, and social and cultural expression. A Community Safety & Well-being Strategy will provide direction and guidance on both communitybased programming and a framework for the City’s community and social development role, which work collaboratively together with various City departments and external agencies to address social challenges such as, poverty reduction, accessibility, housing, isolation and inclusion, and child development and care. The strategy will engage the broader community, including the local business sector to understand howcommunity safety and well-being can support local businesses and overall economic development in West Kelowna, to foster investment and growth in the community. Well, at the same time, the strategy will address the strain social challenges put on medical/health and City services (i.e. Fire and Bylawdepartment).

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

CITY OF WEST KELOWNA

Capital Construction Crew completes several drainage improvement projects every

are

required to Menu Road, Lakeview Road, Shannon Lake Road, Parkinson Road, Pinewood Place, Colleen Road, Grenada Crescent, and the Shannon Lake neighbourhood. The crew installs catch basins, drywells, ditching, and storm mains

The City has successfully received a $150,000 grant for the design of stream capacity improvements on McDougall Creek between Old Boucherie Road and Jennens Road. The City has also applied for a $150,000 grant for stream improvements on McDougall Creek near Pike Road and Capri Road. The McDougall Creek watershed was impacted during the 2023 wildfire season. As a result, peak stream flows are expected to increase over the next several years. The design of capacity improvements along the channel will help the City be prepared for these expected flows for future freshet seasons.

(Please explain in description)

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The Master Drainage Plan was originally completed in 2011 and was updated in 2017. Since the completion of the two reports, many drainage projects have been completed in the City. A comprehensive review of the drainage network is required to update the projects and priorities of the system. The drainage model will also be updated to help determine sizing of the collection and storage facilities. The recommended projects will be used to update the DCC program and the 10-year capital plan.

CITY OF WEST KELOWNA

During the construction of the Sunnyside transmission main that connected the Sunnyside neighbourhood to the Rose Valley Water Service Area, it was identified that additional storm water improvements are required to convey stormwater through the neighbourhood. The consultant has recommended that an undersized open ditch and culvert system be replaced with a large diameter storm pipe.

OF WEST KELOWNA

The 2025 Pedestrian Improvement Program will install sidewalks and cycling lanes on Horizon Drive from Olympus Way through Covington Crescent, connecting to the existing sidewalk fronting 2024 Horizon Drive. The 1.25 km safety improvement includes a storm drainage system with curb and gutter on one side of the road, cycling lanes and street lighting along the collector roadway.

The project was tendered in 2023 and was planned to be constructed over two years. After reviewing the single tender the City received, it is recommended the project be re-tendered in 2025 and constructed in one construction season.

Council was presented a Transit Service Review on September 10, 2024. The report included recommendations to provide opportunities to support transit service through capital investments that supported safety improvements around transit hubs. This program would allow the Capital Construction Crew to improve bus stops for accessibility, pedestrian connections, seating, and shelters throughout the city.

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

Per recommendation I6 in the Parks Master Plan, the nearest skills park is on the far side of Kelowna, and over 50% of the responses received as part of the consultation rated a skills park as a high or medium priority for the City. These types of facilities should be geared towards beginner and intermediate riders, youth and those new to the sport, similar to what the District of Lake Country did in Jack Seaton Park.

Partnering with the West Kelowna Trails Crew Society (WKTC), staff have identified the upper portion of Kinsmen Park as a suitable location for some beginner and intermediate trails, and installation of features. This location is adjacent to the sport fields at Kinsmen Park, providing synergetic uses, and near the Shannon Lake and Smith Creek neighbourhoods, making access easy for youth and residents. Given permission to construct, the WKTC have suggested that they could provide the volunteer labour, while the City installs signage, way finding, and a small amount of machine time to tackle some larger aspects of construction.

CITY OF WEST KELOWNA

PARK IMPROVEMENT RECOMMENDATIONS I

I6 ROLLING ACTIVITIES

Continue to provide safe and inclusive spaces for rolling activities such as biking and skateboarding.

BACKGROUND & RATIONALE

Existing Conditions:

f In 2021, West Kelowna opened the new Memorial Park skatepark which includes a variety of skate experiences. The space is flexible and can accommodate recreation and cultural programming (see Figure 13 on p.107)

f West Kelowna currently does not have a bike skills park or pump track. The nearest bike skills park is Mission Creek Mountain Bike Skills Park in Kelowna. Westbank First Nation has recently developed a pump track at their Multi-use Park.

f West Kelowna is a popular mountain biking destination with a number of trails in nearby Crown lands.

Benchmarking:

f West Kelowna does not have a bike skills park or a pump track, which are available in most of the benchmark communities.

f Communities similar in size to West Kelowna commonly have one to two skateboard parks.

Trends:

f Biking and skateboarding are popular and growing activities among many age groups.

f West Kelowna is gaining a reputation for its recreational trails network and there are increasing programs and ways for people to get involved. For example, MBSS offers courses in mountain biking.

f The introduction of more affordable electric mountain bikes has broadened the appeal of the sport to a wider age and ability range. Bikepacking is also a growing trend founded on essential skills of mountain biking.

f Rolling activities often appeal to youth, and they can provide safe spaces that encourage active participation and community connection.

f Both beginners and advanced riders can benefit from facilities that allow them to practice their skills in a more controlled environment.

f A common barrier to participation in rolling sports is a lack of entry-level facilities and programming that allow riders to build up their skills.

Community Input:

f Over 50% of Parks Ideas Questionnaire participants felt that addition of a bike skills park is a high or medium priority for West Kelowna.

f New ideas identified by participants suggested pump tracks and other facilities suitable for beginner riders are also desirable.

f Input indicated an interest for a second skatepark that reduces the need to travel to a single location. Neighbourhoods indicated for consideration include Lakeview Heights, Rose Valley, or Glenrosa.

PLANNING & DESIGN CONSIDERATIONS

New rolling amenities should be developed with the following considerations in mind:

f Location: Locate amenities close to population centres with higher concentrations of youth – for example, near middle or secondary school facilities. Locations should have good passive surveillance.

f Access: Prioritize opportunity to access the park by walking, biking, or public transit.

f Consultation: Youth, bike communities, and program operators (including SD23) should be invited to participate directly in decisions about the type of park and features that will best meet their needs.

f Funding: Rolling facilities can have higher costs and require a process to secure funding through alternative sources. They can often attract sponsorship and fundraising dollars.

I6.1 Work with partners, stakeholders, program operators, and youth on a bike skills park/pump track planning process to prepare a program, identify a site, and develop a concept and cost estimate for a bike skills park and/or pump track. The concept should be used to identify and secure funding.

I6.2 When funding has been secured, proceed with development of a bike skills park and/or pump track.

I6.3 Monitor need and opportunity for a future second skatepark in a location that increases access for youth.

I6.4 Consider additional lighting at the existing Memorial Park skateboard facility to extend hours of use, with careful consideration of safety, CPTED, and desired hours of use.

RELATED RECOMMENDATIONS

f F11 Donations & Fundraising (p.154)

REFERENCE

f Parks Master Plan Section 3.2.3 Existing Parkland Analysis (p.24)

Skateboard Park in Memorial Park

OF WEST KELOWNA

Much of the asphalt in the parks system is aged and has exceeded its usable lifespan, including the Paula Park basketball court and the decommissioned parking lot at Last Mountain Park that is recommended to be repurposed as a basketball court. To improve accessibility, it is also recommended that the pathway adjacent to the Annette Beaudreau Amphitheatre at Memorial Park is connected to the new access on the northeast side of the park. This asphalt connection at Memorial Park is consistent with the recommendation developed by the Accessibility and Inclusion Committee on July 17, 2024.

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

In an effort to follow the Bear Aware program administered by the RDCO and the City, this request would add 6 bear resistant garbage cans to parks system in areas prone to wildlife conflicts. To protect wildlife and reduce wildlife conflicts in the community, the RDCO and the City of West Kelowna communicate public education strategies with residents on an annual basis. In an effort to set a good example for residents and practice those strategies, the City has been replacing the open garbage cans in its parks with bear proof cans. This budget request will continue to expand on the existing program adding another 6 to the system in interface areas where bears have proven to be an issue in the past and are identified as high/medium high by the Bear Hazard Assessment completed by WildSafeBC BC Conservation Foundation which was commissioned by the City. 6.

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

Consistent with the Parks master plan recommendation and a continuance of previous requests identified in the 10-year capital plan. OR #14 - Old and worn components of the City's numerous irrigation systems are changed out as time permits. This ensures backflow devices are secure, meters accurate, and valves can be closed and sealed tight. Water breaks at the point of connection or within the main system of an irrigation system can be expensive and very damaging. Staying ahead of these potential failures is good preventative maintenance practice and asset management. In the last 2 years the City was successful in changing out its irrigation clocks and repairing major breaks in aged infrastructure, saving countless hours of site visits and repairs.

CITY OF WEST KELOWNA

CITY OF WEST KELOWNA

(Please explain in description)

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

Annual budget is requested for enhancing City-owned property. This could involve light improvements to undeveloped parks or additional improvements to existing parks needing updates in landscaping, fencing, signage, or other infrastructure. These types of requests are brought forward by staff and the public on a regular basis, however without the project being specifically identified in a plan, there is no designated funding. This $25k value is intended to serve as a pilot to see how the program could work and may be increased in coming years pending its success.

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The Anders Tennis Courts are one of the best facilities in the Central Okanagan. In 2021, the Lakeview Heights Tennis Club had nearly 250 members, and offered lessons, leagues and tournaments for both adults and children. With the recent lighting improvements, tennis club storage improvements and universal access to the courts, maintaining the reputation of this facility as a highly desirable place to host tournaments and leagues is recommended. However, according to the Asset Management Plan and the Parks Master Plan, these courts are overdue for resurfacing. This process, which includes leveling, resurfacing, and adding lines, is essential to extend the facility’s life and reduce tripping hazards from cracks and heaving.

The courts were last resurfaced in 2013. As part of the Asset Management Plan and the Parks Master Plan, it is recommended that the courts be resurfaced every 7 years to extend the lifespan of the facility. Although minor crack repairs were made two years ago to try and bridge the construction of the townhomes on the adjacent site and the new Fire Hall within Anders Park and mitigate any damages to the courts because of those ground works, the court condition now is beyond repair. The subgrade is over 30 years old, and the surface has been patched multiple times. Vibrations from adjacent construction have worsened the settling and cracking, necessitating a full reconstruction. Early approval for this project is recommended to ensure access during the Fire Hall construction and to prevent future construction from impacting the newly reconstructed park.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

To replace damaged or worn-out pieces of playground equipment throughout the parks system, there is generally a need to replace the braided rope components on climbing apparatus and swings, replace damaged or vandalized pieces, replace proprietary fastening equipment, replace safety surfacing, etc. Repair/replacement of these parts is necessary to comply with Canadian Safety Association standards and to keep the playground operational.

Additionally, Julia's Junction is a very expensive piece of infrastructure that will require additional specific maintenance funding due to the electronic equipment, rubberized safety surfacing, and number of warranty repairs that have had to be addressed within the first year of operation.

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

In 2024 the Kinsmen Works Yard had over $15,000 worth of items stolen, and the yard was broken into at least 5 times. In association with the Shannon Lake Active Transportation Corridor Improvements, fiber optic conduit was stubbed into the site for future security cameras. Installation of security cameras will deter future break ins and theft and help the RCMP identify criminals. The Kinsmen Yard and Sports Fields is on a 30 year lease from the Crown which expires in 2046, with perpetual renewal anticipated as a result of the lack of flat sports field land in the City and the ongoing need to maintain the City's Parks infrastructure at Kinsmen Park. 6. CAPITAL EXPENDITURE RATIONALE AND

As per the Parks Master Plan for athletic fields, it is recommended that the City "continue to increase and enhance the supply of high-quality athletic fields so residents of all ages can enjoy field sports. To support this, Location-Specific Recommendation L3.1 recommends that the City develop a Mar Fee Sports Complex Park Plan that identifies a preferred concept and arrangement for future fields and amenities, with consideration for the following: 1) Field arrangement options, including how options align with identified future field needs and potential long-term amenities 2) Identification of other amenities suitable for the site 3) Pedestrian and active transportation circulation 4) Vehicle circulation and parking 5) Other opportunities identified through the process." A community and stakeholder engagement process will be central to the development of this plan. 6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

LL3 MAR FEE SPORTS COMPLEX

Develop and implement a Mar Fee Sports Complex Park Plan for the expanded park area.

BACKGROUND & RATIONALE

Since the 2016 Parks Master Plan, the City has secured a large new park space adjacent to the existing Mar Fee Sports Field and Multi Sport Centre, fulﬁlling a previous recommendation to secure upland area for future Community/Athletic Park development.

This undeveloped land represents a signiﬁcant opportunity to expand the City's ﬁeld inventory and create a destination for an array of park users.

The Ofﬁcial Community Plan (2023) identiﬁes the Mar Fee Sports Complex as part of a neighbourhood centre that also provides opportunities such as a community gathering space.

The central part of the property, at approximately 3.5 ha, is relatively ﬂat and suited to sports ﬁeld development.

The area also includes linear parkland and natural area adjacent to Westlake Road.

Mar Fee Sports Complex

PLANNING CONSIDERATIONS

Site analysis, planning, and concept development will be required to determine the best use of this space. Based on community input and capacity analysis, the following arrangements may warrant exploration:

3 Rectangular Fields: The site could fit three full-size rectangular fields plus supporting infrastructure like parking and seating. An artificial turf field could be considered. This would fulfill anticipated rectangular fields needs beyond ten years and reduce risk related to the CNB fields lease, which is not guaranteed for the long-term. This arrangement would free up other rectangular field space, including at Kinsmen Park, to be considered for alternate uses.

3 Diamond Fields: The site could likely fit three full-size diamonds, representing potential to fill the identified need for a multifield softball facility. Further analysis is required to confirm capacity, including space for parking and amenities. This arrangement would increase diamond space, which could allow consideration for repurposing of Issler Park, Ranch Park, and/or parts of Kinsmen Park.

2 Fields + Additional Uses: Field spaces can be combined with other facilities like a running track or may be organized to accommodate cricket or other field sports. Fewer fields would increase space for other facilities such as courts, a multi-use sports box, play areas, walking infrastructure, offleash dog area, or other community park opportunities. This arrangement could still free up other field space, though long-term field needs may not be fully met.

Field Lighting: As the park is buffered from adjacent residential and the existing field is lit, future fields are candidates for field lighting.

Other Amenities: All options should explore integration of community park amenities such as play area, ﬁtness spaces, court spaces, off-leash area, trails and circulation, and other aligned community-scale amenities.

L3.1 Develop a Mar Fee Sports Complex Park Plan that identiﬁes a preferred concept and arrangement for future ﬁelds and amenities, with consideration for the following:

» Field arrangement options, including how options align with identiﬁed future ﬁeld needs (see I1 Athletic Fields) and potential long-term amenities (see I11 Other Ideas for Future Consideration)

» Identiﬁcation of other amenities suitable for the site

» Pedestrian and active transportation circulation

» Vehicle circulation and parking

» Other opportunities identiﬁed through the process

L3.2 Implement the concept developed in the Mar Fee Sports Complex Park Plan.

RELATED RECOMMENDATIONS

I1 Athletic Fields (p.81) I11 Other Ideas for Future Consideration (p.116)

REFERENCE

$100K-$250K plan only

Parks

Parks Master Plan Section 3.2.3 Existing Parkland Analysis (p.24) West Kelowna Ofﬁcial Community Plan (2023)

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if

As per the Parks Master Plan, it is recommended that the City "enhance Memorial Park and Annette Beaudreau Amphitheatre to further promote community gatherings.'" To support this, Location-Specific Recommendation L7.2 recommends that the City "update the 2013 Memorial Park Plan to incorporate recent changes and new ideas." A community and stakeholder engagement process will be central to the development of this plan.

Completion of this plan will help guide planning and budgeting for projects like a comprehensive review of onsite parking, JBMAC circulation, and future park and facility improvements now that City Hall is complete. 6.

LOCATION-SPECIFIC RECOMMENDATIONS

L7 MEMORIAL PARK/ANNETTE BEAUDREAU AMPHITHEATRE

Enhance Memorial Park and Annette Beaudreau Amphitheatre to further promote community gatherings.

BACKGROUND & RATIONALE

Memorial Park is a signiﬁcant community park centrally located in West Kelowna. Council’s 2022-2026 Strategic Priorities identiﬁes expansion of the offerings at Memorial Park as a priority.

With the creation of Annette Beaudreau Amphitheatre, home to Music in the Park and other community gatherings, the park has become an increasingly important space for events and community celebration.

Since the 2016 Parks Master Plan:

» The City identiﬁed the northern part of the park as the site for a new City Hall (completion in 2024) with a vision for creating a welcoming place to gather.

» To accommodate the new City Hall, the existing skateboard park was removed and replaced by a new skateboard park in the southeast portion of the park.

L7.1 Explore Memorial Park as a potential site for a new Outdoor Ice Skating Venue and supporting winter recreation amenities (see I4 Outdoor Ice Skating Venue).

With Memorial Park's primary function as a gathering space, capacity for athletic field use at the park has diminished and athletic activities are typically accommodated on other fields in the City. It is not anticipated that Memorial Park will play a significant role in future field capacity.

Most of the recommendations in the 2013 Memorial Park Plan have been implemented or shifted by the new City Hall development. Several new ideas for park improvements have been identiﬁed, such as:

» Development of a permanent stage and additional amphitheatre seating

» Enhanced lighting

» Tree planting and/or features to increase shade provision

» Permanent anchors for large event tents

» Circulation and accessibility improvements

L7.2 Update the 2013 Memorial Park Plan to incorporate recent changes and new ideas.

RELATED RECOMMENDATIONS

I4 Outdoor Ice Skating Venue (p.96)

REFERENCE

See I4

Parks Recreation $$

plan only

Council 2022-2026 Strategic Priorities Memorial Park Plan (2013)

2. PRIORITY (check one)

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

As per the Parks Master Plan for Athletic Fields, it is recommended that the City "continue to increase and enhance the supply of high-quality athletic fields so residents of all ages can enjoy field sports." To support this, Park Improvement Recommendation I1.2 recommends that the City "implement minor upgrades at Ranch Park including field and bleacher upgrades." Proposed work also includes retaining wall repair, irrigation upgrades, and field subsurface and surface replacement to improve safety, enjoyment, and sustainability of the amenities at Ranch Park.

In 2024, there were major irrigation failures in the park due to the shallow depth topsoil on the playing surface. Additionally, the transition between the infield and outfield causes the ball to bounce up into the body or faces of the players, creating a public safety hazard. Furthermore, the field has settled heavily in the NE corner, resulting in an uneven playing surface.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

CITY OF WEST KELOWNA

I1 ATHLETIC FIELDS

Continue to increase and enhance the supply of high-quality athletic ﬁelds so residents of all ages can enjoy ﬁeld sports.

BACKGROUND & RATIONALE

Existing Conditions:

Figure 8 (next page) provides an overview of existing athletic ﬁeld locations and types.

Since the 2016 Parks Master Plan:

» A new Multi Sport Centre (dome) at Mar Fee Sports Complex was added to expand ﬁeld space and support year-round activity.

» Lighting was added at the Mar Fee Sports Field (formerly Rosewood Sports Field) and Mount Boucherie Sports Fields (large diamond), extending hours of use.

» Additional parkland at the Mar Fee Sports Complex was secured to support future ﬁeld expansion.

» Memorial Park was increasingly utilized as a major event venue and a new skatepark was developed, reducing ﬁeld capacity in this location.

» Plans were created for Anders Park to accommodate a replacement fire hall in Lakeview Heights. When implemented, the small existing field will be removed, reducing the rectangular field inventory.

Benchmarking:

The City is lower than benchmark communities in provision of diamonds, both for baseball and softball.

It is close to average in rectangular ﬁeld provision and many other communities of similar size do not provide a dome.

West Kelowna does not currently have an outdoor artiﬁcial turf ﬁeld or a cricket pitch, though these facilities are less common among the smaller benchmark communities.

Mount Boucherie Sports Fields

PARK IMPROVEMENT RECOMMENDATIONS I

I1.1 Continue to engage athletic ﬁeld stakeholders to gauge needs, develop plans, and implement ﬁeld improvements.

I1.2 Implement minor upgrades at Ranch Park including ﬁeld and bleacher upgrades.

I1.3 Target the following ﬁeld increases over the next 10 years:

» Rectangular Field: 2-3 fields to support a range of levels of play, with consideration for 1 artificial turf field.

» Softball Diamond: 1 future ﬁeld that could support adult-level play, with at least 3 of the total inventory in a single location.

» Baseball Diamond: 1 future ﬁeld that could support 18U-level play.

» Consider lighting during future ﬁeld planning.

I1.4 Engage with SD23 to determine if any existing or future school fields warrant consideration for cooperative management to increase high-quality field space for both school and community use. The future George Pringle Secondary School may present specific opportunities. Other fields that may warrant exploration include:

» Mount Boucherie Secondary

» Glenrosa Middle School

» Shannon Lake Elementary

I1.5 Engage with SD23 to consider potential long-term improvements at the CNB ﬁelds such as lighting, artiﬁcial turf, washrooms, and spectator seating.

I1.6 Develop and implement park plans and select ﬁeld improvements at key athletic ﬁelds including Mar Fee Sports Complex, Kinsmen Park, Mount Boucherie Sports Fields, and Wild Horse Park.

RELATED RECOMMENDATIONS

Q2 Parkland Targets (p.69)

I11 Other Ideas for Future Consideration (p.116)

L3 Mar Fee Sports Complex (p.124)

L4 Kinsmen Park (p.126)

L5 Mount Boucherie Sports Fields/Darroch Park (p.127)

L6 Wild Horse Park (p.128)

See L3-L6

REFERENCE

Parks Master Plan Section 3.2.3 Existing Parkland Analysis (p.24)

CITY OF WEST KELOWNA

As part of the phase 1 improvements at Pritchard Park, the landscaping beds at the front of the park were deleted due to project costs. Currently, it is a mulched bed that has been overgrown with weeds and serviced by drip irrigation. City crews spend approximately 200 hours a year weeding and maintaining that area, costing around $4,000 annually. Planting drought-tolerant shrubs will improve the beauty of the park and provide a return on investment of approximately 4.25 years, reduce the FTE maintenance requirements and the number of public complaints received.

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The museum society would like to contribute to the revitalization of Westbank Centre, and have developed some concept plans to expand its exterior display areas in an effort to provide a memorable experience for visitors. Currently the exterior of the building is overgrown with invasive plants, the picnic tables are located in the parking lot, and the space is generally unusable as part of their visitor experience. The first step in their plan is to have the exterior of the building cleaned up and made into usable space so that they can fund and build their outdoor exhibits. To do this, they have requested that the City clear and grub the existing space, put in an asphalt surface to prevent weed growth, and provide level surfacing to provide safe level surfacing for visitors and for their future exhibit construction.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

OF WEST KELOWNA

explain

Aligned with Council’s strategic priority to invest in infrastructure, this budget request aims to create partnership opportunities with developers and landowners to address infrastructure gaps. Sometimes, development projects do not fully resolve infrastructure deficiencies, and a City contribution can efficiently mitigate these gaps. It is more cost-effective for a development project to complete sections of sidewalk and streetlighting or install a fire hydrant beyond the frontage works, rather than waiting for a City improvement project, which would likely be more expensive and delayed. This approach also benefits the community by synchronizing infrastructure work with new development construction. The City’s contribution fosters a cooperative approach to addressing infrastructure gaps, benefiting both the community and new developments. 6.

OF WEST KELOWNA

(Please explain in

An acoustic study of the new City Hall Council Chambers recommended installing both ceiling and wall acoustic panels to address the sound bouncing issues. To maintain the room's wood aesthetics, a wood acoustic panel system is suggested for this project. There is an 8-week backorder for this product Therefore, staff recommend early approval to order the product and schedule the work, resolving the acoustics in this room as soon as possible.

An interim gravel parking lot was constructed in the Northeast corner of the new City Hall property. A long-term plan for this parking lot still needs to be created. Such a plan should include paving, curbs, sidewalk, gutter, lighting, and painting. As a result, staff is requesting to complete concept plans and detailed drawings in 2025, for Council's consideration for future construction. Staff is recommending early approval for this request so that it can be completed in time for 2026 budget deliberations.

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach

In 2024, the City completed a roof assessment of Fire Hall 33. The report identified approximately 2000 square feet of roof needing to be replaced. Many patches have been completed on this roof in recent years. Budget price includes removal and disposal of old roof, as well as the design, engineering, and installation of the new roof. Staff is recommending early approval of this item so that it can be completed at the same time as the Fire Hall 33 Gear Room Expansion project. The Gear Room Expansion Project was approved by Council through the capital budget process and is scheduled to be completed early 2025.

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The change room lockers inside Johnson Bentley Memorial Aquatic Centre are over 30 years old, showing signs of wear and rust, and currently only generate 25 cents per use. Staff recommends installing a newer model of locker that is more durable, aesthetically pleasing, and capable of generating more revenue. The proposed locker system, similar to what other aquatic centres are using, would generate $1 per use. The new locker system would generate approximately $40,000 more revenue per year with a payback period of 7 years. The anticipated life expectancy for the lockers is 15-30 years. Additionally, these lockers can be easily relocated, if any renovations or alterations of JBMAC occur in the future. The budget price includes the removal of existing lockers and the purchase and installation of the new lockers.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if

In 2024, the City completed a roof assessment of Jim Lind Arena. The report identified approximately 10,000 square feet of roof needing to be replaced. The areas that failed are associated with the flat roofing system that is above the change room, lobby, and mechanical room areas. Many patches have been completed on this roof in recent years. The report detected leaks, roof blisters, and heat loss (via thermal imaging). Staff recommend early approval for this project so that the work can be completed during the annual arena shutdown scheduled in June. The budget price includes removal and disposal of old roof, as well as the design, engineering, and installation of the new roof.

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if

The roof top condenser unit for the ammonia refrigeration plant, located at the Mount Boucherie Complex, is past its life expectancy and is scheduled for replacement. This is a key piece of infrastructure that is required to maintain the ammonia refrigeration plant. Without this equipment, the City is not able to maintain the two ice surfaces inside the Mount Boucherie Complex. This is a budget item that was originally scheduled to be completed in 2024 but deferred to 2025. Staff recommends completing the project in 2025. The budget price includes design and engineering of the project, as well as the purchase and installation of the equipment. Staff recommends early approval for this project so that the work can be completed during the annual arena shutdown scheduled in June.

CITY OF WEST KELOWNA

CITY OF WEST KELOWNA

1. PROJECTITEM

3. DEPARTMENT

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

Personal Protective Equipment (PPE) includes protective clothing, boots and head/hand coverings that firefighters must wear during fire suppressionand rescue operations. The equipment is mandatory, as their life and safety oftendepend onits effectiveness. PPE does not last indefinitely; wear and tear, along withlegislative and industry standards, determine the effective lifespanof eachPPE item.

West Kelowna Fire Rescue uses two primary categories of PPE: Structural PPE and Wildland PPE. Structural PPE includes bunker gear (protective pant and coat), helmet, boots, gloves and nomexhood. Wildland PPE includes nomexpants, shirt, a wide-brimmed helmet withgoggles, forestry boots and gloves. Withthe additionof a goretexjacket and softshell coat, Wildland PPE is also used for Technical Rescue Operations.

The costs for these items vary, and approved funds will be used to purchase any combinationof the above as required, bothonanindividual and group basis. Giventhe nature and intent of this expenditure, primarily for replacing expired or worngear, it is recommended that this sum be moved from Capital into the annual (and ongoing) Operating Budget. *See attached Business Case for further details*

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

As West Kelowna FireRescue increases the number of POC staff members as part of the complexbuilding initiative, it is essential to ensure the health and safetyof its members against communicable disease suchas Covid-19 and other strains of the influenza virus. Currently, members sharefacepieces during training exercises which increases the risk of spread throughout the department, potentiallyreducing theirabilityto respond to incidents due to increased exposure and illness. Having the abilityto consistentlytrain with the tools and equipment is paramount for safetyduring emergencyresponse. 6.

WEST KELOWNA

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attachadditional pages/brochure if necessary)

With the approval of thenew purpose-built FIreTrainingCenter (FTC) approvedinFY2022, staff is requestingfunds to complete the necessaryinfrastructure requirements tofullyutilizeand enhancethe center's capabilities.

Thepurpose-built facility has provided cutting-edge, realistic trainingtokeep firefighters safeand effective. Following NFPA guidelines and incorporating industry-wide best practices, this vital facility continues toimprove public safetyinWest Kelowna. TheFTC is a ‘made-in-West-Kelowna’ solution, offering a realistic, effective and efficient capital investment in firefighter and public safety, uniquelytailored to the operational needs of West KelownaFireRescue.

Phase IIwill enable a clean/stableoperational arenawith reliable access inwhich totrain, keeping members, tools and equipment, andapparatus clean and ina stateof operationalreadiness shouldtheneed arise to responddirect from the FTC toan emergencyincident. Thephaseincludes comprehensivesite workand services (excavation, water, sanitary, electrical, etc.), baresite development (retainingwalls, site leveling for pavement), servicing (water, power, sewer, gas), buildingpropmodifications, andtheadditionof a tower craneprop.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attachadditional pages as required)

Infrastructure

/ Expanded

Renewal Infrastructure

General Overview

City of West Kelowna

Business Case – Fire Department

Fire Training Centre Phase II

This reportoutlines the case for phaseIIof our purpose-built Fire Training Centre (FTC) to address a critical gap in site functionality and effectiveness. This investment in firefighter and public safety will ensure competence of our staff while supporting our requirement to meet province wide training mandates.

Staff recommends that Council grant approval to undertake Phase II construction of the proposed FTC in the amount of $280,000 in 2025.

With the new purpose-built Training Center approved in FY2022, staff is requesting funds to complete the infrastructure requirements to maximize the use and capability of the training center.

The purpose-built facility has provided cutting-edge, realistic training to keep our firefighters safe and effective. Following NFPA guidelines and incorporating industry-wide best practices, this vital facility continues to improve public safety in West Kelowna. The FTC is a ‘made-in-West-Kelowna’ solution, a realistic, effective and efficient capital investment in firefighter and public safety, uniquely tailored to the operational needs of WKFR.

Background

In 2022, Staff working collaboratively with all stakeholders on the new city works yard site determined a permanent site location for the fire department FTC. Once the location was determined the design, build, and installation plans were put in motion to determine the best training solution for WKFR. In 2023 a foundation pad was poured, and the training center fabricated cans were delivered and assembled on site.

Phase 1: Site levelled, concrete pad poured, C- Can construction completed

Fabricated can on-site delivery

Access to Fire Training Center (FTC)

The Facility

The dedicatedpropertyonthe new BartleyCity Yardshasenabledourcrewsto accessaconsistenttraining site that meets our needs; while minimizing our impact to the public spaces we previously conducted our training events on. WKFR has been able to host many training events across our organization for career, paid-on-call, bylaw, and HR (take your kid to work day). WKFR has seen collaboration in training between all divisions in our department providing clear concise delivery to ensure consistent response across the department.

The main training structure consists of shipping containers (Sea Cans) modified to meet our specific training objectives across many fire service disciplines:

 Simulated Live Fire Training based on new fire science and dynamics research

 Offensive and Defensive Fire Attack techniques

 Hose handling drills interior/exterior/below grade

 Sprinkler/standpipe evolutions

 Air pack confidence drills/firefighter survival training/mayday and RIT drills

 Ladder drills (14’, 35’, and 100 ‘aerial)

 Ventilation techniques

 Forcible Entry

 Pumps and pumping/driver training

 Confined Space/ High Angle/ Low Slope rescue

 Large area/ Cold smoke search and fire control (Future site consideration)

 Complex/ High building strategies and tactics

The grounds within the FTC property will also be used for training in the following other areas:

 Wild land Urban-Interface Firefighting

 Trench and Collapse Rescue

 Hazardous Materials Response

 Car fire and transit bus scenarios

 Fire Extinguisher training (for City staff and outside agencies)

 Confined Space training for City staff

Phase II will enable a clean/stable operational arena with reliable access in which to train, keeping our members, tools and equipment, and apparatus clean and in a state of operational readiness should the need arise to respond direct from the FTC to an emergency incident.

Future phases of the facility will include a classroom for theory portions of training, on-site storage for training apparatus, administrative space, gas fired training props, and washroom and shower facilities.

Implementation

Following approval, construction of phase II of the FTC will begin in consultation and collaboration with the city works yard project to maximize financial and operational efficiencies. Although complete implementation will take place over several years, WKFR will continue to make meaningful use of the FTC at the end of Phase II. Upon completion of the third phase, the FTC will be a fully operational site.

Grounds around the FTC concrete pad

The three phase plan for facility development is summarized as follows:

Phase 1 Construct training facility structure with modifications and paint.

Phase 2 Complete site work and services (site excavation, water, sanitary, electrical, etc.).

Phase 3 Install classroom, build satellite props, auto-ex pit, car fire scenario, technical rescue, extinguisher training, and hazardous material decontamination.

Phase 2: Bare site development- Retaining walls and site Leveling for pavement, Servicing (water, power, sewer, gas), building prop modifications for completion, tower crane prop addition

Phase 3:

The Live Fire Training Cell is used as a batting cage for firefighters to be able to see first-hand, calculated and consistent fire behaviour while ingraining core survival skills in Immediately Dangerous to Life and Health (IDLH) controlled atmospheres.

Additional gas fuelled props, car fire, compressed cylinder fires, dumpster, and liquid fuel fires

As we have seen across all departments and all industries, the rising costs of material goods and services and difficulties recruiting and retaining staff WKFR has seen a rise in budget for phase II from $250,000 to $280,000 based on recent estimates related to the required work on site.

Conclusion

As the City of West Kelowna and Westbank First Nation grow, so too will the demands placed upon the department and our firefighters. With densification in the form of multi-use, multi-unit commercial, high/complex buildings, it is more important than ever to give our firefighters the training they need to always be safe and effective. We are currently starting to develop and train many of the skill sets required for the larger buildings located within our community.

WKFR needs a completed space to conduct daily and weekly scheduled training sessions, without imposing on private property owners. It also requires an all-weather facility that is available to the crews throughout the year, which includes a dedicated fire hydrant to train our driver/pump operators with minimal impact to the public.

A dedicated FTC, built and customized to suit the needs of WKFR will ensure consistent training opportunities, and will increase the operational confidence and competence of our fire suppression personnel at all levels. This will decrease the time required to stabilize an incident scene and reduce the -210-

overall damage to affected and neighboring properties. But most importantly, proper training ensures the safety of the public and our personnel.

When combined with the cost-effective, innovative and the phased roll-out plan identified in this business case, the FTC is a prudent measure to support our staff and the needs of our community.

Staff’s Recommendation

Staff recommends that Council grant approval to undertake Phase II construction of the proposed FTC in the amount of $280,000 in 2025.

Alternatives Evaluated:

1. The alternative of delaying construction of Phase II of the FTC until 2026 was evaluated, while possible– itis undesirable.It isrecommendedweproceed aheadincooperationandcollaboration with the city works yard project to meet the operational requirements for this facility.

ITEM

2025 Client Hardware Replacements

Information Services

Standard Laptop

Laptop Dock

Standard Desktop

Standard Shared Desktops

Desktop - Video Editing

MicrosoftSurface/Windows Tablet

Utilities SCADA Tablet

Toughbook Rugged Laptop

Toughbook Dock

5. DESCRIPTION Desired Manufacturer/Model (attachadditional pages/brochure if necessary)

Budgetis requested to replace the following in 2025: 31 standard/shared desktop computers,7 standard laptops,3 ruggedized laptops,9 MicrosoftSurface tablets,7 performance desktops,15 Standard iPads,1 Macbook Pro, 54 monitors,42 smartphones and the required peripherals.

ITendpointequipment,including workstations, laptops,tablets,and phones, are replaced on a cycle,often coinciding with the device's warrantyperiod.However, some devices are keptbeyond their warrantyperiod ifthe risk of hardware failure or performance degradation is low.This requestaims to replace allendpoint hardware that has reached end-of-life according to the ITequipmenthardware lifecycle:4 years for laptops/desktops and 4 years for tablets (iPads).When equipmentexceeds its life expectancybutremains in service, repair and maintenance needs increase. Additionally, out-of-warrantydevices mayrequire stocking spare parts to ensure quick repairs and minimize staff disruption,further increasing costs.

6. CAPITALEXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

CITY OF WEST KELOWNA

Meraki MR36

Meraki C9300-24U-M

Meraki C9300L-24P-4X

Meraki MR78

Meraki MS125-24P

Meraki MS125-48P

5. DESCRIPTION Desired Manufacturer/Model (attachadditional pages/brochure if necessary)

Network hardware, includingswitches, wireless access points androuters/firewalls, arereplaced on acycle to ensure continuedmanufacturer support, reliability, performance, andalignment withcurrent technology. Severalnetwork hardwaredevices have reached their end-of-lifeand needreplacement, withsomehavingbeen deployed as earlyas 2014. Thesedevices typicallyhave alife spanof 5-8years, making them overduefor replacement. Failuretoreplace them canresultinloss of support, hardwarefailure, performancedegradation, securityvulnerabilities, andcompatibility issues. It is recommendedto replace thehardware in 2025.

1.PROJECT

3.DEPARTMENT

5.DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The City utilizes Network Attached Storage (NAS) for storing data such as video, photos, satellite imagery for GIS, backup data, etc. Two NAS appliances have reached end of support. A newer appliance requires additional capacity to be able to replace the out of support units as wellas provide capacity for the future. This request willprovide the City with the required storage requirements.

6.CAPITAL

(Select from

1.PROJECT ITEM

2025 AerialPhotography, Orthophotographyand Photogrammetric Product Update

3.DEPARTMENT

4.CAPITAL COST

Information Services

CITY OF WEST KELOWNA

2.PRIORITY(check one)

Strategic Priority:

MasterPlan:

Health &

Equipment

5. DESCRIPTION Desired Manufacturer/Model(attach additional pages/brochure ifnecessary)

Budgetis requested for2025 AerialPhotography,Orthophotographyand Photogrammetric ProductUpdate (GIS). This includes newimageryfor the entire City of WestKelowna (CWK)and Westbank First Nation (WFN), updates to the DEM(DigitalElevation Model),and derived topographic contour data and building outline update.

In 2023, CWK acquired an update to their AerialPhotography,Orthophotography and Photogrammetric products. This included orthorectified aerialimagery of the entire CWK and WFN at a 10cm resolution, as wellas updates to the DEM,derived topographic contours and building outlines. As primary components ofthe foundation of the GIS atthe CWK,these spatialproducts are valuable forboth the public use and internaldecision makers. CWK GIS datasets are tied into these products, and the currencyofmuch of our GIS is dependent upon the currencyofthis information. Out ofdate orthophotos require additionalground truthing bystaff which results in reduced application processing efficiencies. 2025 has been scheduled for updating these products based on the 2-year update cycle approved in 2017.

Upgraded /Expanded Infrastructure

7. NEWYEARLYOPERATING EXPENSES:

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

A cybersecurity risk assessment is a systematic process used to identify, evaluate, and prioritize potential threats and vulnerabilities withinanorganization's information technology (IT) environment. The goal is to mitigate risks and enhance security measures to protect the organization's critical assets and data.

This process involves examining the current technology, security controls, policies, and procedures to determine whichpotential threats or attacks could affect the City's most critical assets and data. It helps indeveloping a suitable cybersecurity planby identifying system vulnerabilities and the criticality of company assets.

Typically, Cybersecurity Assessments should occur annually, however this is not feasible for the City of West Kelowna giventhat there are not staff dedicated to cybersecurity to conduct the assessments, therefore the goal is to conduct assessment every two years. It is critical to conduct a corporate network Cybersecurity Risk Assessment in2025 as one has not beenconducted since 2017 due to a shortage of staff resources and highworkloads. Many new cybersecurity measures have beenput inplace to protect the City IT systems, and regular cybersecurity vulnerability scans are conducted, however it is critical to have anexternal cybersecurity agency conduct assessments to confirm the City's level of risk.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE

City of West Kelowna

Business Case

Information Services – Cybersecurity Risk Assessment 2025

Executive Summary

The objective of this business case is to propose the implementation of a comprehensive cybersecurity risk assessment for both corporate and operational technology (OT) networks, including water treatment and distribution systems. This assessment aims to identify vulnerabilities, mitigate risks, and enhance the overall security posture of the City of West Kelowna. By conducting this assessment, we aim to protect critical assets, ensure compliance with regulatory requirements, and maintain the trust of our stakeholders.

Consequences of not performing a cybersecurity risk assessment:

 Increased vulnerability to cyber-attacks

 Potential compromise of water treatment and distribution systems which could result in public safety risks

 Non-compliance with regulatory requirements

 Loss of stakeholder trust

 Financial losses due to data breaches

 Operational disruptions

 Reputation damage

We recommend proceeding with the cybersecurity risk assessment to safeguard our networks and data.

Background

The City of West Kelowna has experienced significant growth in its digital infrastructure, leading to increased exposure to cyber threats. Historically, our cybersecurity measures have focused primarily on corporate networks, leaving OT networks potentially vulnerable. The business case aims to address this gap by conducting a thorough risk assessment of both corporate and OT networks. This assessment will help us understand the current security landscape, identify potential threats, and develop strategies to mitigate risks.

It is important to note that the city last conducted a cybersecurity risk assessment on the corporate network in 2017 and on the water treatment network in 2021. The recommended frequency for these assessments is annually to ensure ongoing protection and adaptability to emerging threats.

Business Case Type

Type 1 – An evaluation of one proposed action.

Goals and Objectives

 Identify Vulnerabilities: Detect and address security weaknesses in both corporate and OT networks.

 Enhance Security Posture: Implement measures to protect critical assets and data.

 Ensure Compliance: Meet industry standards and regulatory requirements.

 Protect Business Reputation: Maintain trust with stakeholders by demonstrating a commitment to cybersecurity.

Key Stakeholders

 City Council

 Information Services Department

 Public Works Department

 City Employees

 Residents of West Kelowna

Boundaries

The scope of this assessment will include all corporate and OT networks within the City of West Kelowna. Limitationsmay include budget constraints and the availability of resources. Regulatory requirements and existing policies will also guide the assessment process.

Key Assumptions

 The cost of the assessment will remain within the allocated budget.

 The City Council's support for cybersecurity initiatives will continue.

 Resources required for the assessment will be available.

List Alternatives/Options

1. Conduct the Assessment Internally: Utilize internal resources to perform the risk assessment. This option may be cost-effective but could lack the expertise and sufficient resources required for a comprehensive evaluation.

2. Hire External Consultants: Engage cybersecurity experts to conduct the assessment. This option ensures a thorough evaluation but may incur higher costs.

3. Hybrid Approach: Combine internal resources with external expertise. This option balances cost and expertise, providing a comprehensive assessment, however it only partially addresses the lack of internal resources to conduct the assessment.

Financial Summary

The financial implications of conducting a cybersecurity risk assessment include various costs associated with different testing types:

External Corporate Network Testing:  $20,000.00

Internal Corporate Network Testing:  $22,000.00

OT Network Testing:

$30,000.00

While there may be upfront costs, the long-term benefits include reduced risk of cyber-attacks, potential cost savings from preventing data breaches, and maintaining the trust of stakeholders. The assessment will provide an understanding of the financial impact and help prioritize future investments in cybersecurity.

1. PROJECT ITEM

Council Chambers Equipment Upgrade

3. DEPARTMENT

InformationServices

CITY OF WEST KELOWNA

5.DESCRIPTION Desired Manufacturer/Model (attachadditional pages/brochure if necessary)

A thoroughreview has been conducted, identifying criticalissues with the current audiovisualsystems intheCouncilChambers that requireimmediate attention and upgrades. Theexistingequipment is outdated, leadingtopoor acoustics, usability challenges, and system failures. Thesedeficiencies not only impair the functionality of the Council Chambers but alsonegativelyimpact the overall experience for Councilmembers, city staff, andthe public. Addressing thesechallenges is essential to ensurethat theCouncilChambers can effectively support meetings, presentations, andother events, thereby enhancing the city's digital presence.

Moreover, thereview underscores the importance of transitioningto modern, network-basedaudiovisual technologies to improvelong-term stability and serviceability. By adoptingAudiovisual over IP (AVoverIP) technologies, the city canbenefitfrom remote access for high-level support, service, and feature upgrades. This transition willalso decentralizesystem components, minimizinginterdependencies and enhancing overallsystem reliability andflexibility. Implementingtheseupgrades alongwithacoustical upgrades willnot onlyresolve thecurrent challenges but also futureproof the audiovisualsystems, ensuring theyremainfunctionaland relevant for years to come.

Failuretoproceedwiththese upgrades wouldresult in continued deteriorationof the current audiovisualsystems, leadingtoincreased maintenance costs, further disruptions inmeetings and events, andongoingdissatisfaction among users. Theoutdated systems would continue tohinder effective communication and engagement, ultimatelycompromising thecity's ability to functionefficientlyand transparently.

Thereview alsoprovided a detailed budget estimate for the necessary upgrades, including costs for equipment, labor, andcontingency.The total estimated cost of approximately$277,916.80is a worthwhileinvestment considering thesignificant improvements in functionality, reliability, and user experience that theupgrades willbring. By proceedingwith the recommendations outlined in thereport, the Cityof West Kelownacanensurethat its CouncilChambers are equipped with modernaudiovisual systems that meet the needs of both current andfutureusers.

6.CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attachadditional pages as required)

CITY OF WEST KELOWNA

1.PROJECT

3.DEPARTMENT

5.DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

Cisco ISE provides the organization with securitymeasures that enhance the Information Services departments abilityto control which devices and/or users are allowed to connect to both the City's wireless and wired networks, as well as which networks and/or resource those devices/users are permitted to access. This provides an additional layer of securityto protect critical information/systems at the Cityof West Kelowna. The servers currentlyhosting this system are at end-of-life and are in need of replacement and the version used bythe Cityis also end-of-life. This request is to add the necessary licenses and get professional services to assist with the upgrade and deployment of new systems on supported levels.

6.CAPITAL

1. PROJECT ITEM

ESRI ArcGIS Pro Migration

3. DEPARTMENT

4. CAPITAL COST 2. PRIORITY (check one)

(Please explainin description)

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

ESRI ArcGIS Desktop is a powerfultoolused for various geographic informationsystem (GIS) tasks. It includes applications like ArcMap, ArcCatalog, ArcGlobe, and ArcScene, whichare used to create maps, perform spatial analysis, manage geographic data, and share results. It is also used for tasks suchas repairing map data sources and managing database connections.

The Cityof West Kelowna currentlyuses ESRI ArcMap for this purpose, whichwillno longer be supported bythe software manufacturer at the end of 2025, therefore is inneed of replacement bythe more moderntool, ESRI ArcGIS Pro.

The majorityof the work willbe performed in-house, however this request is for a small number of hours (40-50) to assist the GIS team withthe migration. These consulting hours willensure that industrybest practices are followed, and anyinternalknowledge gaps are addressed.

The GIS platform is utilized byapproximately70% of the Cityand is a business-criticalapplication, therefore requires proper configurationand maintenance, whichthe assistance of a consultant willhelp to mitigate risk during the migration.

The cost of this request is based onconsulting rates being at a range of $185-250 per hour dependent uponthe partner assisting withthe project. There is no additional ongoing licensing fees required for the migration.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

Source (Select from drop down list below & input requested amount in column

CITYOF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The City of West Kelowna utilizes the ESRI ArcGIS platform for its digital mapping and geospatial needs and it will eventually form the data repository for asset management. This software was last upgraded in2022, and is ona 3-year upgrade cycle, therefore is due for another upgrade in2025. It is important to keep this software at a reasonably current level to ensure support from the vendor is maintained, current features are available, cybersecurity vulnerabilities are minimized, and the software remains well-performing. This request is for professional services to assist internal GIS staff withcompleting the upgrade to ensure industry best practices are adhered to during the upgrade and to fill any knowledge gaps that may exist inperforming the upgrade. The ESRI platform is utilized by approximately 70% of the organizationand is business critical software, therefore it is highly important that the software is properly configured and maintained.

The estimated cost is $37,000-$45,000, whichthe average cost was used, if the project results ina higher cost, thenexisting operating funds will be used.

Upgraded / Expanded Infrastructure

Source (Select fromdrop down list below & input requested amount in column J)

7. NEW YEARLYOPERATING EXPENSES:

CITY OF WEST KELOWNA

1.PROJECT

3.DEPARTMENT

CITY OF WEST KELOWNA

2.PRIORITY(check one)

(Please explain in

5.DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

More and moreapplications and workloads are moving to the cloud. The Citycurrentlyutilizes Microsoft Azure Cloud for Disaster Recoverybackup, mobile device management, and OCR operations on SharePoint documents (to make PDF document text searchable). Futureplans include enhancing DR functionality, utilizing Azure to runredundant systems to protect from primarydatacenter downtime, future initiatives related to AIor other technologies, and to move production workloads to the cloud. Some vendors will require Azurefunctionalityto run their products in the futureas on-premises support is ending. It is necessaryto properlybuild out a cloud environment in a secureand reliable manner to allowfuture applications and deployments to leverage this technology. This request is to engage with experts to assist in building out a secureAzure Landing Zone in accordance with industrybest practices around security, complianceand other applicablestandards. This will also reduce the requirements for costlyhardware on-premises as we transition to a cloud computing future.

6.CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

7.NEW

1.PROJECT ITEM

3.DEPARTMENT

CITYOF WEST KELOWNA

2.PRIORITY (check one)

Microsoft Data Loss Prevention Health&

4.CAPITAL COST

Information Services Strategic Priority:

(Please explainin description)

5.DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The Cityof West Kelowna is presentlymigrating to Microsoft SharePoint Online, whichis a cloud-based platform used to store and manage City-owned data/documents. SharePoint Online is the City's system of record and manages document retentioncycles as legislativelyrequired. Giventhat most Cityowned data resides or will reside inthe SharePoint Online environment, it is important to ensure that data is kept secure, whichincludes traditionalmeasures suchas file or site permissions, however these are not always sufficient. Data Loss Preventionallows documents to be tagged as "sensitive" whichpolicies canbe applied to determine how this sensitive informationis handled, suchas restricting the abilityto email, print or store sensitive informationonUSB drives. This helps to ensure that sensitive informationsuchas data containing informationsuchas credit card numbers, sensitive personalinformation, confidentialCouncildocuments or anyother data deemed to be sensitive is not either intentionallyor accidentallyreleased or mishandled. Microsoft Data Loss Preventionis capable of automaticallydetermining whichdocuments containthis informationand securing them appropriatelybased onpolicies and templates that are developed. As the Citymoves towards powerful tools suchas artificialintelligence and cybersecuritythreats are onthe rise, it is critical that Citydata is kept secure. The Cityof West Kelowna has alreadyinvested inthe Microsoft Cloud platform and has the base licenses available to implement Microsoft Data Loss Prevention, this request is for funding the engagement of a consulting partner to assist inthe implementationof Data Loss Prevention.

6.CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

Upgraded / Expanded Infrastructure

1. PROJECT ITEM

3. DEPARTMENT

4. CAPITALCOST

NearMapImagery

Information Services

CITY OF WEST KELOWNA

2. PRIORITY (check one)

Strategic Priority:

Master Plan:

(Please explain in description)

Health & Safety:

Equipment Replacement:

5. DESCRIPTION Desired Manufacturer/Model (attach

Nearmap is a subscription service thathas recentlybecome available in this area. With this subscription,access to 2 aerialimageryintakes per year at 5cm resolution (spring and late summer/fall) is provided. This offers substantialimprovements to imagerydetailover the 10cm resolution imagerycurrently obtained every2 years. This service willhelp fillin the gaps between the currentaerialimageryintake,providing staffwith a higher levelofcurrencywith the imageryused in various applications. Imageryof thisresolution has been cost-prohibitive to obtain independently(this alone would increase ortho project costs by150%,and thatis for onlyone set of imageryevery2 years).

In addition to the 2 sets of 5cm aerialimageryavailable per year,access is also provided to:

•Allhistoricaltop-down aerialimageryNearmap has for this area,dating back to 2019

• Access to sub 3-inch accuracyoblique imagery(aerialimageryat a 45° angle) and panorama imageryproducts.These allowusers to take accurate vertical measurements (height,slope, and roofarea measurements) as wellas viewfeatures from each cardinaldirection (N,S,E, W).

•Unlimited user licensing and unlimited data consumption.

•Licensing to make the aerialimageryavailable in public-facing applications.

•Supportfor integrations with GIS and CAD applications.

This service provides a significant improvementin the imageryproducts available for deployment in a varietyof GIS products used bystaff. These enhancements enable staffto detectchanges in the community,reviewand make measurements from their desks,leading to fewer field visits,and provide frequentimageryupdates in a rapidlydeveloping community. Itis worth noting thatthe subscription rate here is the governmentrate based on community population size and is considerablycheaper than for larger municipalities.This product has been in use bythe CityofKelowna for the last2 years and has proven verypopular,adding greatvalue to the users.

A trialofthis product is anticipated in 2025,and ifsuccessful,a reviewofOrthophoto and Photogrammetric productupdates willbe conducted,modernizing the intake of imageryand related data. This mayextend the update cycle to 3 or 4 years since the subscription willfillin the gaps.This could enhance the products obtained while reducing overallortho projectcosts byextending the intake frequency. Itwould also free up GIS staff resources for other initiatives. 6.

1.PROJECT ITEM

Paperless-EDRMS Project Assistance

3.DEPARTMENT

4.CAPITAL COST

Information Services

CITYOF WEST KELOWNA

2.PRIORITY (check one)

Health&

5.DESCRIPTION

The Cityof West Kelowna is presentlyimplementing SharePoint Online as its system of record, whichwill eventuallyallowfor automationof business processes and the reductionof paper withthe implementationof electronic workflows. This project consists of evaluationof current data, cleanup, designand migrationof hundreds of thousands of documents into the new software, thenapplying electronic records management to the documents withinthe new environment to ensure regulatoryrequirements are met for records management. This is a verylarge project requiring manystaff resources. Most departments at CityHall are either complete or nearing completion, however other departments outside of CityHall are yet to be completed. There is stilla substantialamount of work remaining and InformationServices staff are preparing to work onseveralother major projects that willmake it difficult to complete the Paperless Project withina reasonable time frame. The Cityhas partnered witha consulting agencywho has beenassisting withthe Paperless Project for the past two years off and on. This request is for assistance inonboarding 3-4 additionaldepartments and software develop work as needed to assist inthe completionof the project while other InformationServices resources are reallocated to other criticalprojects (Asset Management and ERP). It is anticipated that there willbe roughly5 sizable departments remaining in2025, therefore this funding willaddress most of the remaining departments withone internalstaff member addressing the remaining smalldepartments. The goalwould be to bring this project to completionbythe end of 2025 to mid-2026 depending onthe complexities encountered during the remainder of the project.

6.CAPITAL

1.PROJECT ITEM

3.DEPARTMENT

4.CAPITAL COST

WestMap Upgrade

CITYOF WEST KELOWNA

5.DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

WestMap is aninteractive mapping toolused bythe Cityof West Kelowna. It provides access to a varietyof city-published data layers and tools that users canutilize to searchfor informationor generate their ownmaps. WestMap allows users to access and create maps withdata layers suchas property, zoning, infrastructure, topography, and more. It is used for various cityfunctions and analysis, including reviewing changes over time withhigh-resolution aerialimagery.

The software that runs WestMap (Also knownas VertiGIS GCX) has reached its end-of-support from the software manufacturer and needs anupgrade to the latest version. The consequence of not upgrading VertiGIS GCX is that if issues occur going forward, theymaynot be supported bythe vendor for resolutionand could cause disruptions to the WestMap service. WestMap is utilized byapproximately70% of the organizationand is a business-critical application, therefore there is a highlevelof urgencyto upgrade it to a supported versionin2025.

The initialcost estimate for a consultant to perform the upgrade was roughly$60,000, the GIS team intends to conduct a portionof the work in-house in conjunctionwitha consultant inorder to lower the overallproject cost while ensuring industrybest practices are followed and anyknowledge gaps are addressed.

6.CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

7.NEW YEARLY OPERATING EXPENSES:

1. PROJECT ITEM

Interview Rooms - replacement Cameras and Monitoring Equipment

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

West Kelowna Police Services requires replacement equipment for the cameras, microphones and monitor room equipment at the detachment. The equipment is over 14 years old and is starting to fail. The video cameras ensure the safety of the client and officer conducting witness/warned statements at the detachment. The following replacement equipment is required:

• 2 x Cameras

• 2 x Microphone

• 2 x Status lights

• Recording and monitoring equipment

• UPS in the monitor room

The backup system for downloading videos is no longer functioning. While you can still view the videos on the monitor, the export feature is not working, and neither audio nor video can be exported. Additionally, the backup video storage duration has decreased from 2 months to just 30 days. The time information on both cameras is lagging, requiring frequent adjustments to the timestamp, which is usually off by a few minutes. There are also issues with finalizing DVDs after statements are taken.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

30,000.00

7. NEW YEARLY OPERATING EXPENSES:

1. PROJECT ITEM 2025 SCADASystem Backbone and Upgrades

- Utilities (Water and Sewer)

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

Ongoing (year 3 of 5) replacement of legacySCADA communications equipment inherited from WID, LID, and the RDCO. The SCADA communications (water and sewer utilitynetwork) wireless radio hardware is aging and has surpassed its recommended lifespan. To maintain a reliable and highperforming SCADA communications network, the Cityinitiated a multi-year program to replace this hardware in 2023. This request is for year three improvements with a 20% contingencyto account for inflation.

The SCADA communications network is critical to the operation of West Kelowna's water and sewer infrastructure, such as booster pumps, lift stations, reservoirs, etc. Ensuring reliable and secure network communications with this infrastructure is essential to provide dependable utilityservices to the residents of West Kelowna. Failure to replace this infrastructure could lead to communication issues, potentiallyaffecting the City’s abilityto distribute drinking water effectivelyand respond promptlyto after-hours issues with water and sewer infrastructure.

City of West Kelowna

Water Distribution and Wastewater Collection

SCADA System Evaluation Report

8.0Summary

8.1The existing City of West Kelowna Water Distribution and Wastewater Collection SCADA system relies on a heterogeneousmixture of communication technologiesto gather data from most of the cities water and wastewater sites.Some of the technologies are obsolete and some of the sites not currently monitored should be added to the SCADA system.

8.2There is a risk that as obsolete technology ages it will become more expensive and eventually impossible to repair or replace in kind leading to site down time.

8.3An upgraded SCADA system is proposed that includes a routed IP network using modern radios. The network will include a high speed backbone. Sites using obsolete or non standard PLC hardware will be upgraded to modern, standard controllers.

8.4The radios in this systemoperate over a frequency range that includes licensed spectrum if the City wants control over the backbone frequency.

8.5There is an opportunity that other municipal radio systems(e.g. 911)will be able to mount antennas on the proposed 140’ CSA tower at the Rosewood Reservoir.

8.6The total estimated optional costs for the project, including a 20% contingency, is $160,602.

8.7The total estimated cost for the project, including a 20% contingency, spread over five years, is $1,787,058.

Mt. BoucherieReservoirMt.BoucherieBooster

OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The access to the Powers Creek Water Treatment Plant needs safetyimprovements to allowfor staff, contractors, and deliveries to access the plant in a safer manner. Currentlythe roadwayallows for one waytraffic and therearelimited areas to allowvehicles to pull over and allowanother to pass oncoming traffic. This can be challenging in the winter months when large trucks are making deliveries or removing organic waste from the plant. The design is planned to be completed in 2025 with construction to followin 2026.

DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

The Cityof West Kelowna has retained AECOMto reviewthe Powers Creek Water System (PCWS) and provide optimization recommendations. The Master UtilityWater Plan (MWP) highlighted the benefit of consolidating pressure zones and reducing the number of pressurereducing valve (PRV) stations. ManyPRV stations inthe PCWS are aging and located belowgrade. These stations present confined spaces without a safe means of access. Additionally, some PRV stations are difficult to access due to site constraints or lack of easement. Each of the options that have been presented to the City include the requirement for land acquisition. This capital request will provide funding to finalize the preferred design and to acquire the required land to complete the optimization requirements outlined within the MWP.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

Budget is requested to conduct a thorough condition assessment of the aging Powers Creek Water Treatment Plant. A qualified consultant, experienced in this type of work and facility, will carryout the assessment. The scope will include, but is not limited to, asset valuations, life cycle analysis of critical assets, external demand drivers, regulatoryrequirements, technological changes, asset obsolescence, renewal and replacement strategies, and disposal/decommissioning plans.

Some critical equipment, such as air compressors, chemical pumps, and progressive cavitypumps, have alreadybegun to fail and require replacement. A comprehensive condition assessment of all critical infrastructure, including concrete structures, roofing, HVAC systems, SCADA, and other remaining assets and appurtenances, is necessary. This will ensure the continued provision of safe and reliable drinking water for the Powers Creek Water Service Area as the plant ages, allowing the cityto plan effectivelyfor future replacements.

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

Excessive water age canlead to a deteriorationof water qualitydistributed to the City's customers. Severalfactors contribute to water age suchas poor water circulationwithinstorage tanks (ie: no mixing withinreservoirs) or whenchlorine mayhave had more contact withnaturalorganic matter, which increases the need for re-chlorinationprior to reaching the extremities of the distributionsystem.

Water age canbe managed throughdesignand operationalpractices that optimize flowthroughthe distributionsystem while maintaining pressure requirements. Installing tank mixers and/or optimizing the placement of inlets and outlets to improve water circulationintanks are effective strategies to combat water age. This request willsupport the Utilities divisionof Public Works to installthe required infrastructure at 6 powered and 6 non-powered sites throughout the City.

The additionof three re-chlorinationsystems at keylocations withinthe distributionnetworks will help allowfor the water treatment plants to dose chlorine at a slightlylower concentration. This approachminimizes the stronger chlorine taste and odor for nearbycustomers while ensuring that customers farther from the plants to still receive safe water that meets the required Water QualityObjectives.

Upgraded / Expanded Infrastructure

CITYOF WEST KELOWNA

WaterStorageTankMixer

Efficient mixing systems for potable water storage tanks

Drinking water storage tanks should be actively mixed to avoid thermal stratification, reduce the formation of nitrates and lower disinfection by-products (DBP). Pulsair Systems offers the fastest, most effective low energy cost solution for actively mixing any size potable water storage tank. Our proven sanitary mixing process is up to 80-90% more energy efficient than traditional mixing methods and addresses all the major challenges of potable water storage tank mixing.

How it works:

The Pulsair mixing process works by producing sequentially timed pulses of compressed air to generate large bubbles at the tank bottom. The rising bubbles create an immediate vertical circulation pattern that gently stirs and blends 100% of the water in the tank. The Pulsair water tank mixing process is the fastest and most energy efficient because it uses gravity to do the work of mixing. The only energy consumed is during the process of compressing the air. Once the bubbles are released at the tank bottom, no more energy is consumed. The water in the tank continues to move long after the bubbles reach the water surface. Large million gallon water tanks can be properly mixed in less than 20-minutes.

Why mix potable water?

• Prevents formation of thermal stratification layers

• Provides uniform water quality

• Uniform temperature and chemical distribution

• Protects against formation of disinfection by-products (DBPs)

• Reduces risk of nitrification

• Prevents ice formation

Why use the Pulsair mixing process?

• Reduces energy use with efficient intermittent mixing

• Conserves water by eliminating need for deep-cycling

• Helps achieve EPA Stage 2 DBP Rule compliance

• Mixes 100% of the water without deadzones

• Extremely efficient mixing in disinfectants

• Zero in-tank maintenance

• NSF/ANSI 61 Certified

• Ground reservoir tanks

• Standpipes

• Elevated pedestal

• Hydrospheres

Eliminates thermal stratification

The Pulsair system uses a vertical active mixing process to quickly break up stagnant layers of water and reduce the formation of thermoclines and thermal stratification layers in potable water storage tanks. The rising bubbles create immediate vertical mixing circulation pulling colder water up into the tank to achieve uniform water temperature.

Reduces nitrification

Active mixing of potable water with the Pulsair mixing process helps to eliminate nitrification that may occur where chloramine is used to disinfect drinking water. The Pulsair process quickly mixes multi-million gallon water tanks to achieve uniform water temperature reducing the occurrence of nitrification. This saves time and money because operators no longer have to take tanks off-line or deep-cycle tanks.

Protects against trihalomethanes (THMs)

Potable water tank mixing with Pulsair helps protect again trihalomethanes (THMs) and helps ensure EPA Stage 2 DBP Rule compliance. Thermal stratification and thermoclines are eliminated, which can elevate THM levels.

Prevents ice formation

The intermittent rising air bubbles from the Pulsair mixing process creates vertical circulation in the tank and increased agitation at the water surface keeping the water in motion which greatly reduces the formation of ice or freezing in the tank.

Faster mixing

Potable water tank mixing should happen fast and the mixer should be responsive to unforeseen events that require immediate mixing to occur. Unlike small mechanical mixers that can take up to a week to completely mix a potable water tank or passive duckbill nozzles that only mix when the tank is being filled, the Pulsair active mixing process can mix 100% of the water in a multi-million gallon tank on demand.

Contact your local representative

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary) Water quality sampling stations are intended to provide dedicated, secure access to water that best represents the water quality in the Pressure Zone. There are

Pressure Zones within the City of West Kelowna. While some sample stations are already in use at various locations throughout the City's Water Distribution System, not every Pressure Zone has a dedicated station. This will be a multi-year project to complete installations in all Pressure Zones.

are

water quality directly within the zone, eliminating the need to access private properties.

Eclipse 88-SS

Stainless Steel Sampling Station for Any Climate

About the Eclipse 88 - SS

• Durable all stainless steel waterway

• Secure locking cast-aluminum enclosure

• No drain or threads to prevent contamination

• Designed for use in any climate

• Fully maintainable from above ground

Getting More Specific...

• 3/8” unthreaded sample nozzle

• 3/4” FIP inlet connection

• 1/8” evacuation tube to avoid freezing (electric evacutation pump (EEP) sold separately)

• Lockable powder-coated cast-aluminum enclosure (option to cast your own logo)

• Can accomodate any bury depth in 6” increments

• Extreme cold package recommended on buries 5’ or deeper

• Optional pedestal up to 3’ (pictured) -249-

Create a Custom Design!

Special powder coat paint, boxes with logos, pedestals, and more!

Don’t let them freeze!

Our rechargeable battery-powered evactuation pump (EEP) keeps your stations dry and safe from freezing during cold weather -250-

The most recent cathodic protection surveyof the Powers Creek WTP underground pipeline infrastructurewas conducted inthe winter of 2023. The report recommended replacing and relocating the anode ground bed to renewthe cathodic protection of the 34" pipeline that services the Powers Creek area. This will also reducethe risk of damage to the existing rectifier, which is a costlypieceof equipment to replace. It should be noted that this is the original equipment from beforethe WTP was built, so it has reached the end of its life cycle. This capital request includes a $44,000 proposal and a $10,000 contingency. 6.

(Please explain in description)

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

Water system securityupgrades arenecessaryto protect water infrastructure as per best management practices and the Drinking Water Act and Regulation. Installing securityat keywater infrastructure sites is essential for public health protection, deterring vandalism and theft, ensuring compliance, facilitating emergencyresponse, maintaining public confidence, and mitigating risk.

Thereare11 sites requiring hatch securityand 21 hatches total. The cost per site is based on the installation of the hatch switch (see supporting information) and its integration into the existing securitysystem or the design/build for sites without an existing securitysystem. Additionally, all facilities will requirethe same locking mechanisms, including keyfob entry, to maintain consistencythroughout all water distribution buildings, which requires hard-wired internet access to each building.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

CITY OF WEST KELOWNA

PRIORITY (check one)

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary)

100,000.00 20,000.00 $ 150,000.00 30,000.00

Building on the significant progress made with the 2020 cathodic protection system renewal funding, the next phase for 2025 includes constructing four new or renewed locations within the Rose ValleyWater Service Areas (RVWSA) and compiling detailed system information to be integrated into the CWK West Maps GIS. These upgrades are essential to provide corrosion protection for the City’s steel water mains in the RVWSA, which are showing signs of deterioration.

Some of the City’s current infrastructure has unsafe levels of high DC voltage, broken feeder cables to the cathodic beds, and depleted cathodic beds. Most cathodic rectifiers are over 30 years old and do not meet current safetystandards. This capital funding will be used to upgrade these systems to meet modern safetystandards.

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model(attach additional pages/brochure ifnecessary)

The watermetering program provides the consumptive patterns for allthe water connections to the City watersystems. This consumption is howthe Citybills for water usage. The originalwatermeters installed bythe Cityand previous irrigation districts are nowreaching theirend of life and are being replaced as a priority project supported byCouncil. On average there are approximately150-200 meters that stop working quarterly. As of July2024,the watermeter replacementprogram was fullystaffed and as of October 2024 the program is nowstarting to move on to proactive replacements on meters reaching their end of life.There are over 4000 meters that willrequire reactive and proactive replacement over the next2 years. This costing above is inclusive ofboth replacementmeters and new building installations for residentialproperties.

6. CAPITAL EXPENDITURE RATIONALE AND STRATEGIC IMPORTANCE (attach additional pages as required)

A consultant has been retained by CWK to update the City's Sanitary Master Plan. A previous budget of $250k was approved, however the original 2014 model was a product that has been phased out and is no longer active. To convert and update the model to produce accurate outputs and deliverables, the model will be required to be converted using current software.

CITY OF WEST KELOWNA

5. DESCRIPTION Desired Manufacturer/Model (attach additional pages/brochure if necessary) Budget is requested for the design needed to upgrade the sanitary lift stations at Pritchard Drive and Green Bay Road. An above-ground valving package will be installed, similar to the recent upgrades at the Sunnyside Road lift station. All waterfront lift stations pose a

environmental risk due to their close proximity to Okanagan Lake. 6.

is an 85m section of 200mm diameter sanitary sewer main that does not meet the long term capacity needs of the contributing area. Upsizing this main to a 250mm diameter with the Horizon Drive Pedestrian Improvements will ensure that the sewer system is able to convey the demands of the surrounding area in the long term. This replacement was a recommended project within the 10-year timeline of the 2014 Sanitary Master Plan.