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City of Kamloops, British Columbia, Canada City of Kamloops, British Columbia, Canada Annual Report 2013 For the year ended December 31, 2013 City of Kamloops, British Columbia, Canada Annual Report 2013 For the year ended December 31, 2013 Prepared by: City of Kamloops Business and Client Services Division Department of Finance 2 | City of Kamloops Annual Report 2013 Table of Contents Introduction Financial Reports Message from the Mayor ......................... 4 Financial Statements for 2013 .................. .26 CAO Report ...................................... .5 Canadian Award for Financial Reporting .... .27 City of Kamloops Organizational Chart ........... .6 Report from the Finance Director ........... 28 Independent Auditor’s Report .............. .29 List of City of Kamloops Departments ............ .7 Management’s Responsibility for City Council ...................................... .8 Financial Reporting ......................... 31 Council Committee Appointments ............... 9 Consolidated Statement of Financial Position ........................... 32 Council Strategic Goals and Objectives .......... 12 Consolidated Statement of Operations Accomplishments .............................. 14 and Accumulated Surplus .................. .33 Economy ....................................... 16 Consolidated Statement of Changes in Net Debt ................................ 34 Livability ........................................ 18 Consolidated Statement of Cash Flows ..... .35 Environment ................................... .20 Notes to Consolidated Governance .................................... 22 Financial Statements ....................... .36 Infrastructure .................................. 24 Schedule 1 - Tangible Capital Assets ........ .74 Independent Auditor’s comment on Supplementary Information ................ .80 Supplementary Financial Information ....... 81 Statistical Reports 2013 ......................... 93 City of Kamloops Annual Report 2013 | 3 Message from the Mayor In terms of progress, 2013 was a great year for the City of Kamloops. Our economy held strong, our residents participated in numerous City activities, events and initiatives – more than ever before – and our efforts to advance efficiencies and transparency were successful as our commitments to public engagement advanced. This focus is evident throughout the organization and We were encouraged by a large and positive response within this Annual Report, which has a modified format to our improved “livability” goals within the City . from previous years . The report concentrates on our Citizens participation in municipal programs and events commitments within five municipal strategic directions skyrocketed in 2013 . It’s incredible to think that nearly and shares results of those commitments in a more 1 million people visited the Tournament Capital Centre, illustrative way . The format is intended to advance our more than 13,000 citizens took one or more of our goal of transparency in our operations and demonstrate 3,000 courses and residents volunteered 2,000 hours on MAYOR how we are working to reduce costs . community safety projects . We also advanced our cultural PETER MILOBAR strategic plan by seeking input on a future performing Diversifying and strengthening the economy is a Council arts centre . Interest in this topic is high and we will strategic goal . One of the ways our organization supports continue to involve the public in discussions as the this goal is through the Tournament Capital Program, project progresses . which saw positive growth in 2013 . We hosted more events with additional participants, generating nearly This brings me to an accomplishment we are pleased to $14 million in economic benefits, which is a $2-million have realized . In December 2013, we adopted a Public increase from the previous year . We were also awarded Engagement Policy and Toolkit . This comes on the heels four new events to be hosted over the next two years, of many public engagement opportunities hosted 2013 . the 4 Nations Cup, Canadian Masters Cross Country We sought public input on the Agriculture Area Plan, Ski Championships, the Junior All Native Basketball Parks Master Plan and Corporate Energy and Emissions Tournament, and the Espoir National Synchronized Management Program all of which were adopted by Swimming Championships . Council . The City has also worked hard to improve services in Our budget process was expanded to include more support of the construction and development sector . meetings and social media for residents to participate While the City saw a dip in commercial construction in at their convenience . We will continue to find ways to in 2013, we realized a 42% increase in residential involve Kamloops citizens in our planning and decision developments, which has been welcome news for making . It’s our city – we are building it together . the city’s home builders . More than 40 subdivision applications were received during the year translating to PETER MILOBAR, expected continual growth through the next year . Mayor of Kamloops % % % Citizen 98 94 78 Believe Kamloops Satisfied with Satisfied with speed Satisfaction has a good quality quality and level of and timeliness of of life City services City services 4 | City of Kamloops Annual Report 2013 Message from the CAO As Chief Administrative Officer, I find it humbling to be a part of the City of Kamloops organization and the high standard in which it operates. City Council, the senior management team and the staff all work together for the betterment of the community, true to our corporate mission, “Making Kamloops Shine”. Organization-wide, a greater focus has been placed on Senior management has focused on eliminating “silos,” leadership and management roles that attract individuals reducing redundancies among departments and who are most qualified for the job, both in expertise reviewing vacant management positions to determine if and in willingness to manage and motivate teams and there was need to replace them . departments to offer the best service possible . A greater focus has also been placed on accountability Successful city leadership, based on council’s direction, citywide, and to that end we developed a public CAO is achieved through effective senior managers, but as engagement policy and handbook in 2013 . This tool DAVID TRAWIN important is the commitment from employees in all helps staff determine when, where and how public departments who routinely exceed expectations . This has engagement should happen for City-managed initiatives . been especially true in implementing three priority areas in 2013: supporting fiscal responsibility; continual review Staff members have also been reporting back to and management of the organization’s structure, and; council on results of initiatives including the purchasing improving accountability . review, business cases and the implementation of the sustainability plan . This improved communication A key focus for fiscal responsibility was continued will continue and be expanded as will organizational implementation of our 2012 purchasing review audits and benchmarking against other communities . recommendations and ongoing scrutiny of the budget We are committed to informing City Council how our and budget process . Actions taken as a result of the organization is doing in an open and factual manner . review have saved the City an estimated $600,000 annually . Additionally, we realized $200,000 in reductions I strongly believe that an organization must look for ways in our operating budget and nearly $2 .7 million in our to improve on its weaknesses and build on its strengths tendered contracts in 2013 . We also achieved $2 .8 million if it is to operate efficiently . I can promise that myself and in our capital budget due to a zero based budgeting the senior management team are committed to doing approach, improved prioritization of projects and just that to Make Kamloops Shine . including only projects that will be completed in the budget year . DAVID TRAWIN, Chief Adminsitrative Officer Through 2013, our corporation has strived to take advantage of its strengths and minimize weaknesses . 99% 95% 94% 93% 93% Satisfied with Satisfied with overall Satisfied Satisfied with availability Satisfied with programs Fire Services aesthetic appearance with Police of green space for & services for of the City Services recreation & enjoyment recreation & sport City of Kamloops Annual Report 2013 | 5 City of Kamloops Management Organizational Chart 2013 Mayor and Council EXECUTIVE ASSISTANT Jody Lewis RCMP OIC CHIEF ADMINISTRATIVE EXECUTIVE ASSISTANT Brad Mueller OFFICER Shannon Wallis David Trawin HUMAN RESOURCES DEVELOPMENT AND ENGINEERING PUBLIC WORKS AND CORPORATE SERVICES AND FINANCE PARKS, RECREATION AND DIRECTOR SERVICES DIRECTOR UTILITIES DIRECTOR COMMUNITY SAFETY DIRECTOR DIRECTOR CULTURAL SERVICES DIRECTOR Lori Rilkoff Marvin Kwiatkowski Vacant David Duckworth Sally Edwards Byron McCorkell BUSINESS AND CLIENT HUMAN RESOURCES DES ADMINISTRATIVE OFFICE SERVICES OFFICE SERVICES ASSISTANT FINANCE OFFICE SERVICES SERVICES MANAGER MANAGER SUPERVISOR SUPERVISOR SUPERVISOR DIRECTOR SUPERVISOR Tammy Robertson Colleen Quigley Emily Nelson Modesta Luca Bertina Mitchell Douglas Stewart Val Lyons BENEFITS AND ASST. DEVELOPMENT AND SPECIAL PROJECTS CORPORATE OFFICER REVENUE AND PARKS AND CIVIC DISABILITY ADVISOR ENGINEERING SERVICES MANAGER Cindy Kennedy TAXATION MANAGER FACILITIES MANAGER Dianne Smith DIRECTOR/REAL ESTATE Jim McNeely Parissa Bhullar Jeff Putnam MANAGER
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