section g 1 2022-2026 financial plan overview

2022-2026 Financial Plan Overview

Board Budget Workshop

October 20, 2021

Section G 1

Metro Vancouver Board Budget Workshop

2022 – 2026 FINANCIAL PLAN OVERVIEW

Short-term Relief for Households• Leverage supported tools to create short-term action plan (1-2

years)• Fully evaluate 30 Year amortization for NSWWTP

Maintain Current Goals and Objectives• Continue work on strategic and long-range plans• Optimize capital plan timing and identify deferment opportunities• Evaluate effects of more restrictive lawn watering regulations• Explore demand side management options for liquid waste

Realize New Opportunities• Partner on projects to increase affordable housing • Reduce GHGs • Help drive economic recovery

Board direction from April workshop



6.4% Prior Projection for 2022 Budget

$38 Increase for the average household in 2022(Water: $6, Liquid Waste: $25, Solid Waste: $4, MVRD: $3)

$612 Average annual costs for all Metro Vancouver services

3.5% Proposed 2022 Budget



2022 Budget – Bottom Line


2022 Budget - Addressing Board Priorities2022 – 2026 FINANCIAL PLAN OVERVIEW

• Implementing the Clean Air Plan to meet 2030 climate targets and improve air quality

• Incentivizing Inflow and Infiltration reductions

• Accelerated investment in affordable housing

• Integrating land use and transportation planning

• Accelerated action on Regional Economic Prosperity

• Improving seismic resiliency of the water system

• Advancing long term water source supply capacity


2022 Budget – Addressing Organizational Needs

• Support services for capital program delivery

• Indigenous relations• Internal requests for support have tripled

• Project Delivery and improved project management

• Asset management



TOOLBOX

Use of Reserves Reduce Payas-you-go

Capital Plan Deferrals

ContinuousImprovement

Demand Side Management

Debt Amortization


Reliance on Annual SurplusesUSE OF RESERVES

• Applied annual surplus in excess of operating reserves minimums to reduce upward pressure on levies and tax requisition

• $8M for 2022• In accordance with the Operating, Statutory and Discretionary Reserves

Policy

• Impact is one time only• Pressure intensifies on future levies and tax requisitions


Policy VarianceREDUCING PAY AS YOU GO

• Contributions to capital funding from the Operating budget

• Reduced by $11M from prior year

• Easy to cut, difficult to add back

• Long term impact is more borrowing• Interest costs• Rate risks


CAPITAL PLAN DEFERRALS

• Review of over 300 projects

• In the prior cycle, over $400 million in capital expenditures deferred

• This cycle, a further $450 million of capital expenditures have been deferred

Project Review


DEMAND SIDE MANAGEMENT

• Continued Emphasis on Water Conservation• Necessary to delay need for growth infrastructure• Continue practice of water rate increase being

applied to high season

• Liquid Waste – Develop Wet Weather Billing• Incentivize Inflow and Infiltration reductions at the

member level• Manage system capacity• Delay need for additional infrastructure


DEBT AMORTIZATION

North Shore Wastewater Treatment Plant

• Board direction to maintain policy of 15 year debt amortization

• Recommendation for 30-yearamortization term for the North Shore’s share of the North Shore Wastewater Treatment Plant Project as requested


OVERALL HOUSEHOLD IMPACT 2022 - 2026

2021 2022 2023 2024 2025 2026

Water District $171 $175 $183 $200 $221 $244

Liquid Waste $273 $281 $324 $379 $452 $543

Solid Waste $60 $63 $65 $68 $71 $74Regional District $70 $76 $85 $88 $89 $91Total Household Impact $574 $595 $657 $735 $833 $952% Change 3.5% 10.4% 11.8% 13.3% 14.3%Prior Year Forecast $612 $656 $710 $784

Prior Year % Change 6.4% 7.3% 8.5% 10.4%


FUTURE FINANCIAL PLANNING

• One year budget that utilizes MV fiscal strength to minimize overall impact for 2022

• Continue to work on resolving challenging fiscal issues• Forthcoming major projects• Revenue stream such as DCC’s• Economic uncertainties


Apr 8 May 8 June/July OctoberBoard Budget Workshop

Council of Councils

Proposed capital plan for input

Recommendedfinancial plan

Oct 20 Oct 23 Oct 29Board Budget Workshop

Council of Councils

Board meeting

PROCESS AND TIMELINE

*10 Standing Committees and 3 Advisory Committees (RAAC, RFAC, REAC)

* *


Financial Plan Overview

View of VancouverMetro Vancouver Board Budget Workshop

METRO VANCOUVER OPERATING BUDGET

Overview:• 2021 Operating Budget: $947.9M• 2022 Operating Budget: $1,017.9M (7.4%)• About 1% higher than previously projected for 2022

Drivers:• Increase in Operations averages 3.8% over 5 years• Debt servicing reflective of the capital program, but

favorable rates• Easing contribution to Capital in 2022 - Refocusing in

2023-2026

$- $100 $200 $300 $400 $500 $600 $700 $800 $900 $1,000

$- $200 $400 $600 $800

$1,000 $1,200 $1,400 $1,600 $1,800

2021 2022 2023 2024 2025 2026

Mill

ions

Operations Contribution to Capital Debt ServiceHousehold Impact (Prior) Household Impact (Current)

Expenditures


METRO VANCOUVER OPERATING BUDGET

Overview:• Primary funding sources – water sales, sewer levy,

tipping fees, rents, MVRD requisition• Relative stability for primary sources

Drivers:• Significant use of reserves in 2022 to minimize HHI• Anticipated water DCC revenue received and applied

starting 2024, downward pressure on water rate• Assumed partner funding for upcoming major capital

projects, downward pressure on levies/rates

Revenues

$- $200 $400 $600 $800

$1,000 $1,200 $1,400 $1,600 $1,800

2021 2022 2023 2024 2025 2026

Mill

ions

Water Sales Liquid Waste Levy Solid Waste Tipping Fees MVRD Requisitions Housing Rents Other Revenue


METRO VANCOUVER CAPITAL PLAN

• Regional infrastructure investment drives the financial plan and ratepayer impact

• Though there are challenging projects, many have positive financial outcomes

• Kennedy Newton Water Transmission Main• AIWWTP Cogen Power Backup


$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

$2,000

2021 2022 2023 2024 2025 2026

Mill

ions

Housing Regional Parks Solid Waste Liquid Waste Water


Overview:• 2021 capital cashflow $1.52B• 2022 capital cashflow $1.38B

Drivers:• Capital projects in progress carried forward• $450M deferred from previous 5 year cashflow• Reflects risks and scope changes where known

Expenditures



Overview:• How the cashflow for capital expenditures is funded• Primarily Borrowing

Drivers:• Fluctuates with planned expenditures• Contribution to capital reduced by $11M for 2022

Funding

$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

$2,000

2021 2022 2023 2024 2025 2026

Mill

ions

Borrowing Direct Applicatopn of DCC's Reserves Contribution to Capital External


LIQUID WASTE SERVICESGREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT

Lulu Island WWTP


Reduce Overflows by managing Inflow & Infiltration and system operations optimizationExpansion of key infrastructure in the Fraser Sewerage Area in response to growthIncreased levels of treatment for North Shore and Vancouver Sewerage AreasMaintain infrastructure to continue meeting the service expectations of the region

Liquid Waste over the next 5 yearsLIQUID WASTE OVERVIEW

Sanitary Sewage Overflow Hinge Park, Vancouver

Annacis Island WWTP


CUSTOMER LEVEL OF SERVICE OBJECTIVESCustomer Level of Service

Objective KPI Metric Current (2020)

Target(2030) Goal

Eliminate Overflows from the Sewer System

Sanitary Sewage Overflow (SSO) events (#) 88 40 0 (2040)

Combined Sewage Overflow (CSO) volume (ML) 34,000 30,000 0 (2075)

Rainfall derived inflow and infiltration (RDII) (ML) 43,500 20,000 0 (2040)

Facilities not meeting basic service or regulations in next 10 years (%) 34% 15% 0% (2035)

Protect Public Health and the Environment –Authorized WWTP Discharges

Duration of events not in compliance with operational certificates & WSER (hrs) 25.5 0 0 (2030)

Recreational water quality (% of tests not meeting criteria) 1.6% 0 0 (??)

Improve Environmental Stewardship

Biosolids beneficially used (%) 99.5% 100% 100% (2030)

Net energy use (GJ / ML Treated) 1.04 0.80 0 (2050)

Net GHG emissions (kg of CO2 / ML treated) 16.2 14.0 0 (2050)

Odour complaints (#) 18 10 0 (2035)

Minimize Timeline to Recover from a Major Event

Targeted assets resilient to seismic event (%) Undefined Defined 100% (2050)

Targeted assets resilient to power outage event (%) 97% 100% 100% (2035)

Targeted assets resilient to climate change event (%) Undefined Defined 100% (2100)


Transition towards wet weather pricing

• Wet weather levy apportionment(Total levy unchanged - cost neutral)

• Split requisition Dry Weather / Wet Weather

• Staged introduction, with further GVS&DD member consultation

• Based on actual flows from members

• Cost Apportionment Bylaw Changes

PROPOSED SPLIT DRY / WET WEATHER RATE STRUCTURE

25thPercentile

To be determined


Wet Weather Based Cost ApportionmentPROPOSED RESOLUTION

• Simple division of the existing levy• Sets the stage for future adjustments to the wet weather flow component based on

each member jurisdiction’s usage of capacity


CONTINUOUS IMPROVEMENT

Initiative Outcomes

LIWWTP Effluent Heat Recovery $415k / year increase in revenue from Renewable Natural Gas.1,000 t / year regional reduction in GHG emissions

In-Sourcing Foam Injection Pipe Repairs $100k / year reduction in costs for pipe repairs

IIWWTP Water Reclamation (Screening / Grit Mgmt. Facility) $200k / year reduction in potable water purchases

WWT Maintenance Optimization $130k / year reduction in maintenance costs

Environmental Management System Increased compliance with regulations and reduced risk of litigation

Liquid Waste Services



Initiative OutcomesReview and Optimization of Sewer

Flushing Program $175k / year in cost avoidance

In-House Developed Effluent Mixing Models

$150k / year reduction relative to cost for modelling performed by Consultants

Gleneagles System Optimization $150k / year reduction in operating costs by eliminating one pump station during design stage of project

Wet Weather I&I Management Financial incentive to improve management of Inflow & Infiltration at a municipal level



Initiative Outcomes

PPA

ED&C

O&M-WWT


LWMP Update (Engagement, Wet weather strategy elements)

OPERATING HIGHLIGHTS – 2022

O&M-WWCD Digital Strategies

EMQC Major waterbody estuary management programs

Division

SS&SI Complete update of Development Cost Charges

Implementation of Improved Project Controls and Risk Management Processes

Iona Island WWTP Dewatering


Budget Year Initiative Description

2023 Liquid Waste Management PlanIona Island WWTP

Completion of update of LWMPBiosolids Stockpile removal complete

2025

2026

Iona Island WWTP

Northwest Langley WWTP

Biosolids Lagoons removal complete

Facility commissioning and handover

Liquid Waste ServicesOPERATING HIGHLIGHTS – 2023-2026

2024 Commence 100 year Long Range Plan

Update to 1953 Rawn Report to consider Sewerage Service beyond 2100


Overview:

Drivers for Change:

2021 Operating Budget:2022 Operating Budget:

2021-2025 “Function” Financal Plan

$354.4M$391.2M

10.4% increase

• Capital program• Utilities, chemicals, parts and materials• Support for operating and capital

projects (procurement, project management, other allocated programs)

• New infrastructure

273 281 324

379 452

543

-

100

200

300

400

500

600

0100200300400500600700800

2021 2022 2023 2024 2025 2026

$ M

illion

s

Operating Programs Debt Service Contribution to Capital Household Impact

Liquid Waste Services Financial PlanOPERATING EXPENDITURES

2022 – 2026 Liquid Waste Services Financial Plan


Overview:

Drivers for Change:



$354.4M$391.2M

10.4% increase

• Revenue for Renewable Natural Gas• Updated Trucked Liquid Waste Fees• Review of Industrial Charges• Growth Projects (DCC Rates)• Reserve usage for rate stabilization

0100200300400500600700800

2021 2022 2023 2024 2025 2026

$ M

illion

s

Liquid Waste Services Levy User FeesTransfer from DCC Reserves BOD/TSS Industrial ChargesOther External Revenues Transfer from Sustainability Innovation Fund ReservesTransfer from Reserves

Liquid Waste Services Financial PlanOPERATING FUNDING

2022 – 2026 Liquid Waste Services Financial Plan


Budget Year Capital Project Description

Liquid Waste ServicesCAPITAL PROGRAM HIGHLIGHTS

2022 North Shore WWTPIIWWTP Biosolids Dewatering

Conveyance pump station and pipeline completedStart of operation of new facility

2023

2024

2025

2026

Annacis Island WWTPBurnaby Lake North Interceptor

Annacis Island WWTP OutfallGolden Ears Forcemain

North Surrey Interceptor

Port Coquitlam PS Refurbishment

Trickling Filters media replacement completedWinston Section complete

Facility commissioning and handoverForcemain and river crossing completed

Odour control system commissioning and handover

Replacement pump station operational


Active Capital Projects:

Drivers for Change:

2022 Capital Budget:

LIQUID WASTE SERVICES CAPITAL BUDGET

Liquid Waste Services Capital Budget

Collections Treatment Plants

• Growth in serviced population• Increased level of treatment to meet

regulatory requirements• Maintenance of existing infrastructure

to ensure the continuity of services• Improving resilience of the system to

seismic and climate change risks• Climate change mitigation actions

Capital Budget(per capital schedule)

Estimated Spend to Dec 31/2021 $ 2.2B

4.3B

$ 6.5B

For Approval



Drivers for Change:

2022 Capital Budget: $934.5M$780.5M

16.5% decrease

Liquid Waste Services Capital PlanCAPITAL EXPENDITURES

2022 – 2026 Liquid Waste Services Capital Cash Flow

0

200

400

600

800

1,000

1,200

2022 2023 2024 2025 2026

$ M

illion

s

Collections Treatment Plants

• Growth in serviced population• Increased level of treatment to meet

regulatory requirements• Maintenance of existing infrastructure

to ensure the continuity of services• Improving resilience of the system to

seismic and climate change risks• Climate change mitigation actions

Overview:


LIQUID WASTE 2022-2026 CAPITAL PLAN

69% 64% 75% 82% 83%

31% 36% 25% 18% 17%

0%20%40%60%80%

100%

2022 2023 2024 2025 2026

Project Delivery Liquid Waste

2022 2023 2024 2025 2026

Annual Capital Expenditures (millions)

LWS $241.6 $319.7 $265.5 $183.5 $145.2

PD $538.9 $580.1 $815.2 $849.7 $688.5

Drivers:• LWS – 134 projects in the 2022-2026

capital plan• Project Delivery – 6 projects in the

2022-2026 capital plan


PROJECT DELIVERY

Delivery of highest-value, highest-risk and complex Liquid Waste infrastructure valued at $3.5B over 2022-2026:• Iona Island WWTP Program • North Shore WWTP Project• Northwest Langley WWTP Projects • Annacis Stage 5 WWTP Expansion

(Transition in 2022)

Through the Project Management Office:• Organization-wide Asset Management• Project Management and Capital Planning Support• Quality Management


HIGHEST VALUE, RISK AND CONSEQUENCE PROJECTS2020 2030

North Shore WWTP Upgrade

Construction

2010

Design

North Shore Land Purchase

Iona Island WWTP Upgrade

Northwest Langley WWTP Projects

LIQUID WASTE SERVICES

Annacis WWTP Stage 5 Expansion

2022-2026FINANCIAL PLAN


NORTH SHORE WWTP & CONVEYANCE

First Narrows Pump Station – Conveyance

REGULATORY COMPLIANCEProject Update• Conveyance

• On schedule, on budget• Treatment Plant

• Construction, 37% complete• Decommissioning

• Investigation and early design

$ 2022-2026 Cashflow$ 568 million

Construction began – 2017Completion - 2025


IONA ISLAND WWTP PROGRAM

Iona Island WWTP – Current Site

REGULATORY COMPLIANCEProgram Update• Project Definition

• Expert Advisory Panel Review• Evaluating options to address cost and

other challenges identified• Early works

• Underway, to minimize schedule delays

$ 2022-2026 Cashflow$1.02 billion

Schedule to be confirmed


NORTHWEST LANGLEY WWTP PROJECTS

Above: Northwest Langley WWTP Projects OverviewBelow: New Northwest Langley WWTP Rendering

ACCOMMODATE GROWTH• Expanded Treatment Plant

• Ground improvement & design• Outfall: location selection

• Conveyance projects• Phase 1 Pump Station & SSO Tank:

construction 50% complete• Forcemain: construction mobilization

$ 2022-2026 Cashflow$1.31 billion

Construction began – 2018Completion – 2027

Barnston Island

Barnston Island


Liquid Waste ($ CAD)

BENCHMARK OF UTILITY COSTS

Liquid Waste (Average household rate)

Metro Vancouver (2022) $281

MV municipal regional average(MV 2022 + 2022 estimated municipal household rate) $281 + $339 = $620

Capital Regional District + City of Victoria (2021) $416 + $160 = $576

Waterloo (2021) $600

Seattle (2021) $1,075

San Francisco (2021) $1,120


2021 2022 2023 2024 2025 2026

$354.4

$288.2

LWS Overall

$934.5

$273

$391.2

10.4%

$301.4

4.6%

$780.5

$281

2.7%

9.0%

$442.8

13.2%

$355.0

17.8%

$899.8

$324

15.4%

9.6%

$524.3

18.4%

$424.2

19.5%

$1,080.8

$379

16.9%

10.1%

$633.8

20.9%

$513.4

21.0%

$1,033.2

$452

19.2%

14.2%

$739.8

16.7%

21.9%

$833.8

$543

20.1%

N/A

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY

Total Expenditures ($ Millions)

% Change

Liquid Waste Service Levy ($ Millions)

% Change

Total Capital Cash Flow ($ Millions)

Household Impact ($)

% Change

Prior Cycle Household Impact Change (%)

$626.0


2021 2022 2023 2024 2025 2026

$105.0

$90.0

Vancouver Sewerage Area

$65.3

$322

$113.8

8.4%

$94.6

5.1%

$94.4

$333

3.6%

9.3%

$123.0

8.1%

$107.1

13.2%

$227.9

$371

11.4%

5.4%

$142.5

15.8%

$128.3

19.7%

$231.0

$437

17.6%

10.0%

$175.8

23.3%

$162.8

26.9%

$257.6

$549

25.7%

11.3%

$204.8

16.5%

17.8%

$302.9

$641

16.7%

N/A

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY - VSA


% Change


% Change



% Change


$191.7


2021 2022 2023 2024 2025 2026

$29.0

$25.6

Lulu Island West Sewerage Area

$55.7

$248

$32.1

10.9%

$26.9

5.1%

$19.2

$256

3.4%

10.3%

$34.7

8.0%

$30.4

13.0%

$75.3

$284

10.9%

11.3%

$41.9

20.7%

$37.6

23.7%

$22.2

$344

21.1%

6.6%

$47.9

14.3%

$43.6

15.9%

$16.5

$393

14.4%

12.4%

$52.4

9.5%

10.3%

$21.2

$429

8.9%

N/A

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY - LIWSA


% Change


% Change



% Change


$48.1


2021 2022 2023 2024 2025 2026

$186.7

$141.8

Fraser Sewerage Area

$409.2

$240

$209.0

11.9%

$148.0

4.4%

$393.0

$245

2.0%

7.0%

$240.5

15.1%

$176.4

19.3%

$451.4

$285

16.5%

10.2%

$285.7

18.8%

$207.3

17.6%

$715.3

$327

14.6%

9.5%

$345.5

21.0%

$245.7

18.4%

$738.6

$380

16.1%

16.2%

$412.7

19.4%

30.1%

$456.0

$485

27.6%

N/A

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY - FSA


% Change


% Change



% Change


$319.6


2021 2022 2023 2024 2025 2026

$31.4

$28.6

North Shore Sewerage Area

$404.3

$365

$34.3

8.9%

$30.0

5.0%

$273.1

$378

3.4%

17.9%

$42.4

23.6%

$39.0

29.6%

$144.8

$481

27.4%

18.5%

$51.9

22.7%

$48.8

25.3%

$111.7

$592

22.9%

16.3%

$62.2

19.9%

$59.1

21.2%

$19.9

$708

19.7%

15.6%

$67.5

8.4%

8.8%

$53.7

$761

7.5%

N/A

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY - NSSA


% Change


% Change



% Change


$64.3


ALTERNATIVE OVERALL HOUSEHOLD IMPACT 2022 - 2026

2021 2022 2023 2024 2025 2026

NSSA 15 years $365 $378 $481 $592 $708 $761

NSSA 30 years $365 $378 $456 $541 $640 $689

$ Change - - ($25) ($51) ($68) ($72)

% Change - - (5.2%) (8.6%) (9.6%) (9.4%)

NSWWTP 30 Year Amortization for NSSA


That the GVS&DD Board:a) endorse the 2022 Budget and 2022 - 2026 Financial Plan for Liquid Waste Services,

as presented, and direct staff to prepare the necessary budget information to be presented at the October 29, 2021 Metro Vancouver Districts and Housing Corporation Board meetings for consideration; and

b) endorse a 30-year amortization term for the North Shore Sewerage Areas share of the debt related to North Shore Wastewater Treatment Plant Project as requested by the three north shore municipal Councils; and

c) endorse amendments to the Cost Apportionment Bylaw to enable the division of the GVS&DD levy into separate dry and wet weather components and issue a separate requisition for each component.


WATER SERVICESGREATER VANCOUVER WATER DISTRICT

Capilano Reservoir


In order to manage the long term Water Supply demands in a responsible manner, this Plan factors in conservation measures, new infrastructure development, resiliency, financial prudence, an increased Regulatory burden, First Nations reconciliation and environmental stewardship over the next 5 years

Water Services over the next 5 yearsWATER SERVICES OVERVIEW

Barnston Maple Ridge Pump Station


PERFORMANCE METRICSKey Performance Metric Past Performance

(Average)Expected Performance 2022

Peak day per capita water use (liters per person per day) 620

Percent of GVWD capital program expenditures achieved 68%

Percent of GVWD minor capital program expenditures achieved 87%

Number of water samples collected from source reservoirs and the distribution system

22,848

Smolt capture in the CapilanoWatershed 18,143


PERFORMANCE METRICS

Key Performance Metric Past Performance (Average)

Expected Performance 2022

Annual volume of drinking water treated, delivered (in million litres) 383,978

Energy use in the treatment and delivery of drinking water (amount of gigajoules (GJ) used per ML of water)

0.49

Number of leak repairs in water transmission system piping per 100 kilometers of pipe

3.21

Number of major interagency projects coordinated 10


Initiative Outcomes

Key InitiativesWATER SERVICES CONTINUOUS IMPROVEMENT

Initiative OutcomesIncreased in-house Project Management and Field Quality Control / Assurance

$2M / year reduction relative to outsourced engineering work by Consultants

Ozone optimization at Coquitlam Water Treatment Plant

$230k / year reduction in electricity and oxygen costs; Reduced greenhouse gas emissions by 17,200 kg CO2e per year

Replace aging infrastructure and meet growth demand

$100k / year reduction in leak repairs and environmentalmgmt. due to commissioning of new South Delta Main #1


Initiative Outcomes

Key InitiativesWATER SERVICES CONTINUOUS IMPROVEMENT

Initiative OutcomesEnergy Management: operational improvements

$30k / year electricity purchase reduction (reduction in energy use by at least 350,000 KWh / year)

Implement the environmental management system

Increased compliance with Regulations and reduced risk of litigation

Move pipe storage from U.S. facility to GVS&DD space near Coquitlam Landfill

Reduced storage charges, saving approximately $200k / year


WATER SERVICES OPERATING HIGHLIGHTSBudget Year Initiative Description2022 Implement Online Chlorine Analyzers Installation of additional online chlorine analyzers within

the transmission system to provide real time chlorine residual data.

Improve safety at SCFP through Equalization Tanks Single Valve Isolation

Equalization tanks require isolation for valve repair, mixer maintenance, as well as tank inspection and cleaning. A new single isolation valve in front of the inlet box will simplify safety by reducing 110 lockout points to 3 lockout points.

Complete Loch Lomond Rock Slope Assessment and Stabilization

Stabilization of rock face above Loch Lomond dam, to prevent potential earthquake-induced rock fall.

Optimize CWTP Ozone Generator Cooling System

The ozone generator cooling system and logic control will be assessed and modified to achieve higher energy efficiency and potentially reduce the ozone generator power consumption.

Corrosion Control Monitoring Monitoring of the pH and alkalinity adjustments to help reduce corrosion in premise plumbing systems.


WATER SERVICES OPERATING HIGHLIGHTSBudget Year Initiative Description

2022 Complete an Enhanced Water Quality Assurance (EWQA) audit

This process is a provincial accreditation requirement for the continued operation of the microbiological laboratory.

Complete an internal audit of the QMSDW actions

The Quality Management System for Drinking Water identifies potential risks to the water system and key control measures.

Implement Building Information Modeling (BIM) Phase I

Standards, protocols and training implemented for 3D design processes for Utilities, in collaboration with WS, LWS, PDE PMO and Corporate Digital Strategy

Pilot Earthquake Early Warning applications With SCFP, CWTP and LCOC network of sensors, begin experimenting with water supply applications for staff safety and saving water / infrastructure, emulating large earthquake

Develop Natural Capital Asset Evaluation Completion of a natural capital asset evaluation for GVWD water supply lands


Water Services Financial PlanOPERATING EXPENDITURES

171 175 183 200 221 244

-

50

100

150

200

250

300

0

100

200

300

400

500

600

2021 2022 2023 2024 2025 2026

$ M

illion

s


2022 – 2026 Water Services Financial PlanOverview:2021 Operating Budget: $320.1M2022 Operating Budget: $335.4M

4.8% increase

Drivers for Change:• Increased debt service

(growing capital program)• Managing contribution to capital

( Financial Management Policy)• Support for operating and

capital projects ( procurement, project management, other allocated programs)


Water Services Financial PlanOPERATING FUNDING

0

100

200

300

400

500

600

2021 2022 2023 2024 2025 2026$

Milli

ons

Water Sales Other External Revenues Transfer from SIF Transfer from Reserves

Overview:2021 Operating Budget: $320.1M2022 Operating Budget: $335.4M

4.8% increase

Drivers for Change:• Water Sales• Reserves usage for Water

Rates stabilization


WATER SERVICESCAPITAL PROGRAM HIGHLIGHTS

Budget Year Initiative Description

2022 Kersland & Little Mtn Reservoirs Structural Improvements

Structural maintenance/repair work to interior & exterior of reservoirs to extend service life.

2023 Commission Capilano Raw Water Pump Station Back-up Power

Backup power to convey raw water from the Capilano Reservoir to the SCFP.

2024 Complete Fleetwood Reservoir Valve control chamber, two new reservoir cells and 1 km of water main to meet growth

Commission Douglas Road main No.2 (Still Creek Section)

Additional operational capacity and resiliency for growth in Burnaby and New Westminster


WATER SERVICES CAPITAL BUDGET

Water Mains Pump Stations Reservoirs Treatment Plants Others


Drivers for Change:• Maintain service levels• Meet growth demands• Maintenance of existing infrastructure to

ensure the continuity of services• Improving resilience of the system to seismic

and climate change risks


Estimated Spend to Dec 31/2021 $ 0.9B

1.8B

$ 2.7B

For Approval


Water Services Capital PlanCAPITAL EXPENDITURES

Overview:2021 Capital Cash Flow: $431.3M2022 Capital Cash Flow: $471.3M

9.3% increase

Drivers for change:• Capital project in progress carried

forward• Reviewed for deferrals and savings• Project risks and scope provisions


Water Services Capital PlanCAPITAL FUNDING

0

100

200

300

400

500

600

2022 2023 2024 2025 2026$

Milli

ons

New External Borrowing Contribution to CapitalDevelopment Cost Charges ReservesExternal Funding - Interagency

Overview:2021 Capital Cash Flow: $431.3M2022 Capital Cash Flow: $471.3M

9.3% increase

Drivers for Change:• Contribution to Capital funding to

comply with Financial Management Policy

• DCCs assumed in place for 2024 and onwards


WATER 2022-2026 CAPITAL PLAN

2022 2023 2024 2025 2026

Annual Capital Expenditures (millions)

WaterServices $222.2 $203.0 $178.0 $158.6 $209.3

ProjectDelivery $249.1 $310.6 $305.3 $292.0 $355.5

Projects Summary:• Water Services – 134 projects in 2022-

2026 capital plan• Project Delivery – 8 projects in the

2022-2026 capital plan

53% 60% 63% 65% 63%

47% 40% 37% 35% 37%

0%20%40%60%80%

100%

2022 2023 2024 2025 2026

Project Delivery Water


PROJECT DELIVERYDelivery of highest-value, highest-risk and complex Water infrastructure valued at $1.5B over 2022-2026:• Coquitlam Lake Water Supply • Coquitlam Water Main• Stanley Park Water Supply Tunnel • Second Narrows Water Supply Tunnel• Annacis Water Supply Tunnel • Cambie-Richmond Water Supply Tunnel

Through the Project Management Office:• Organization-wide Asset Management• Project Management and Capital Planning Support• Quality Management


65

WATER SERVICESHIGHEST VALUE, RISK AND CONSEQUENCE PROJECTS

2020 2030WATER SERVICES

2020 2030

Second Narrows Water Supply Tunnel

Annacis Water Supply Tunnel

Coquitlam Water Main

Construction

2022-2026FINANCIAL PLAN

Haney Water Supply Tunnel

Cambie-Richmond Water Supply Tunnel

2010

Coquitlam Lake Water Supply

Lulu-Delta Water Supply Tunnel

Stanley Park Water Supply Tunnel

Design


WATER SUPPLY TUNNEL PROJECTS

CONSTRUCTIONAnnacis Water Supply Tunnel

• Construction to start early 2022Second Narrows Water Supply Tunnel

• Construction in progressStanley Park Water Supply Tunnel

• Construction to start late 2022

$ 2022-2026 Cashflow$810 million

Second Narrows2019-2025

AnnacisTunnel2022-2027

Stanley Park2022-2027

Tunnel Boring Machine – Second Narrows Tunnel North Shaft


WATER SUPPLY TUNNEL PROJECTSPLANNING AND DESIGN

Project Updates• Lulu Island Delta Water Supply Tunnel

o Planning underway• Haney Water Supply Tunnel

o Planning underway• Cambie-Richmond Water Supply Tunnel

o Preliminary design starting in 2022


ConstructionLulu Island Delta Tunnel 2029-2034

Cambie-Richmond2027-2032

Haney Tunnel2030-2035Tunnel Boring Machine and Loading System


COQUITLAM LAKE WATER SUPPLY PROJECT

ACCOMMODATE GROWTHProject Update• Project Definition

• Completion Q4-2021

• Permitting and Regulatory• Scheduled to begin 2022


Schedule to be reviewedCoquitlam Water Supply Project Rendering


COQUITLAM MAIN WATER PROJECTACCOMMODATE GROWTH

Project Update• Central Section

• Detailed Design, Construction 2022• South Section

• Detailed Design, Construction 2024• Cape Horn Section

• Detailed Design, Construction 2024


Construction begins – 2022Completion – 2029

Coquitlam Water Main Proposed RouteMetro Vancouver Board Budget Workshop

Water ($CAD / m3)


Water (Wholesale water rate)

Metro Vancouver (2022) $0.84

Capital Regional District (2021) $0.71

Waterloo (2021) $1.10

Seattle (2021) $0.87

San Francisco (2021) $1.83


2021 2022 2023 2024 2025 2026

$320.1

$0.8110

WATER SERVICES

$431.3

$ 171

$335.4

4.8%

$0.8444

($0.0090)

$471.3

$175

2.3%

3.4%

$351.6

4.8%

$0.8958

($0.0120)

$513.6

$183

4.6%

4.9%

$391.6

11.4%

$0.9912

$0.0028

$483.3

$200

9.3%

7.6%

$437.5

11.7%

$1.1072

$0.0122

$450.6

$221

10.2%

9.3%

$488.3

11.6%

N/A

$564.9

$244

10.3%

N/A

WATER FINANCIAL PLAN SUMMARY


% Change

Blended Water Rate ($/m3)

Blended Water Rate Change From Prior Cycle ($/m3)



% Change


$1.2345


That the GVWD Board:a) endorse the 2022 Budget and 2022 - 2026 Financial Plan for Water Services, as

presented, and direct staff to prepare the necessary budget information to be presented at the October 29, 2021 Metro Vancouver Districts and Housing Corporation Board meetings for consideration; and

b) direct staff to calculate the water rates applying the 2022 increase wholly to the peak rate.


SOLID WASTE SERVICESGREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT


SOLID WASTE SERVICES OVERVIEW

• Waste reduction and recycling planning and solid waste disposal services under the authority of the Greater Vancouver Sewerage and Drainage District (GVS&DD)

• Integrated solid waste management system with service delivery focused on achieving Metro Vancouver’s zero waste objectives through reliable, cost-effective, safe and environmentally-sound operations

• User pay model, primarily funded through tipping fees


PERFORMANCE METRICS

Key Performance Metric Current Performance Expected Performance 2022

Recycling Rate (percent of solid waste diverted from final disposal) 63% Increase

Waste Disposed (tonnes) per Capita0.45 Maintain or decrease

Annual solid waste flows in Metro Vancouver system (tonnes) 940,000 Decrease

Availability of the Waste-to-Energy Facility93% Maintain or increase


CONTINUOUS IMPROVEMENTInitiative Outcomes

Recycling Depot Funding Strategy Simplified and equitable funding of recycling depots - $1 million/year municipal savings.

North Shore Organics Contracting Two new contracts in place - $2 million per year regional savings

Waste-to-Energy Facility District Energy

GHG reductions of up to 45,000 tonnes per year

Bottom ash management procurement leading to pilots

Potential disposal reduction of 40,000 tonnes per year, or 5% of regional solid waste quantities and GHG reduction

Waste-to-Energy Facility BiosolidsManagement

Environmentally sustainable, cost effective biosolids solution optimizing use of Waste-to-Energy Facility


SOLID WASTE OPERATING HIGHLIGHTS

• Household Impact change lower than the previous cycle projection -$3 per household increase

• Cycle over cycle reduction of 0.6% expenditures for 2022• Recycling depot costs of $1,000,000 per year included in $4 per tonne

tipping fee increase.• Waste quantities increased over previous cycle projection• Contingency disposal projections decreased based on expected need• Operational cost increases for new recycling and waste centres


Overview:

Drivers for Change:



$118.5M$123.0M

3.8% increase

• New recycling and waste centres’ operations and debt servicing

60 63 65 68 71

74

-

10

20

30

40

50

60

70

80

0

20

40

60

80

100

120

140

160

2021 2022 2023 2024 2025 2026

$ M

illion

s


Solid Waste Services Financial Plan

2022 – 2026 Solid Waste Services Financial Plan

OPERATING EXPENDITURES


Overview:

Drivers for Change:



$118.5M$123.0M

3.8% increase

0

20

40

60

80

100

120

140

160

2021 2022 2023 2024 2025 2026

$ M

illion

s

Tipping Fees Other External Revenues Energy Sales

Solid Waste Services Financial Plan

2022 – 2026 Solid Waste Services Financial Plan

OPERATING FUNDING

• Increased waste flow projections.• 2022 - $4 per tonne tipping fee

increase, $7 per tonne in subsequent years

• Consistent with previous cycle projections



Drivers for Change:


SOLID WASTE CAPITAL BUDGET

Solid Waste Capital Budget

Landfills Recycling and Waste Centres Waste to Energy Facilities Opportunity

• Recycling and waste centres completion

• Langley and North Surrey recycling depots

• Waste-to-Energy Facility• District energy• Capital replacement• Biosolids processing


Estimated Spend to Dec 31/2021 $ 142.8M

144.3M

$ 287.1M

For Approval



Drivers for Change:


• Recycling and waste centres completion

• North Surrey land purchase• Timing of capital projects:

• Waste-to-Energy Facility projects

• Western Recycling and Waste Centre

$96.3M$50.8M

47.2% decrease

Solid Waste Capital PlanCAPITAL EXPENDITURES

2022 – 2026 Solid Waste Capital Cash Flow

0

10

20

30

40

50

60

70

2022 2023 2024 2025 2026

$ M

illion

s

Landfills Recycling and Waste Centres Waste To Energy Facilities Opportunity

Overview:



Drivers for Change:


• Capital funding includes Liquid Waste funding for biosolids capital and third party revenues for district energy

$96.3M$50.8M

47.2% decrease

Solid Waste Capital PlanCAPITAL FUNDING

2022 – 2026 Solid Waste Capital Funding

0

10

20

30

40

50

60

70

2022 2023 2024 2025 2026

$ M

illion

s

New External Borrowing Reserve External Funding - Interagency

Overview:


Solid Waste ($ CAD / tonne)


Solid WasteMetro Vancouver (average tipping fee; *2022) $130*

Capital Regional District (2021) $110

Toronto (2021) $161

Seattle (2021) $216

San Francisco (2021) $292


2021 2022 2023 2024 2025 2026

$118.5

$127

$96.3

$60

$123.0

3.8%

$130

2.5%

$50.8

$63

4.3%

6.4%

$129.3

5.2%

$137

5.4%

$53.9

$65

3.4%

3.3%

$137.2

6.1%

$144

5.1%

$62.4

$68

3.7%

3.7%

$144.3

5.1%

$151

4.8%

$46.0

$71

4.5%

4.5%

$151.4

5.0%

4.6%

$55.0

$74

4.3%

N/A

SOLID WASTE FINANCIAL PLAN SUMMARY


% Change

Blended Tipping Rate ($/t)

% Change



% Change


$158


That the GVS&DD Board endorse the 2022 Budget and 2022 - 2026 Financial Plan for Solid Waste Services, as presented, and direct staff to prepare the necessary budget information to be presented at the October 29, 2021 Metro Vancouver Districts and Housing Corporation Board meetings for consideration; and


86

METRO VANCOUVER HOUSING CORPORATIONLynden Court


Metro Vancouver Housing


PROVIDE PRESERVE EXPAND11 PROJECTS

2,300 UNITS

RENEW &

IMPROVE

TENANT PROGRAMS

COMMUNITY BUILDING

Metro Vancouver Housing 10 Year Plan


• MVH 10 Year Plan implementation• ID Redevelopment and

Expansion Priorities• Manage redevelopment and

expansion projects to pre-construction

• Partnerships and Funding applications

• MVHC Policy and Agreements• Regional Policy, Data and Research

• Operations (49 sites)• Capital maintenance• Construct Development

and Redevelopment Projects

• Tenant Programs• Finance (Tenant Accounts

and Subsidies)

Housing Planning & Policy MVHC


Guided by the Metro Vancouver Housing’s 10-Year Plan: Provide safe, inclusive, diverse and affordable homes in communities throughout the region; Preserve existing portfolio through capital maintenance to support affordability & improve sustainability and accessibility; Expand through redevelopment and partnerships with member jurisdictions and other levels of government.

Metro Vancouver Housing over the next 5 yearsMVHC OVERVIEW

Somerset Gardens Complex


Key Performance Past Performance (Average) Expected Performance 2022

Total RGI units rented to subsidized tenants

33% (3 year average)

Metro Vancouver Housing Communities with tenant associations

63% (3 year average, 30 sites)

Vacancy percentage (based on number of rentable units)

0.2% (3 year average)

MVHCPERFORMANCE METRICS

33%

65% (2022, 32 sites)

0.2%



Reduce GHG emissions 10.2 grams CO2 Emissions per m2 (2010 baseline)

Welcher Avenue Redevelopment

2021: 10% Construction

Kingston Gardens Phase I Redevelopment


MVHCPERFORMANCE METRICS

7.45 grams CO2 Emissions per square metre





Initiative Outcomes

Expand through Redevelopment – add 736 new & redeveloped units in 5 Year Financial Plan Horizon

• Kingston Gardens Phase 1, Surrey – Construction 75%• Welcher Avenue, Port Coquitlam – Construction 75%• Heather Place B, Vancouver – Detailed design – 95%• Eastburn Square, Burnaby – Detailed design – 60%• Malaspina Village Phase 1, Coquitlam – OCP Application

100%, Rezoning 75%, Design 50%

Build New Amenity Space to Expand Free Food Program

Expand the free food program for vulnerable tenants –improved and expanded service, and provide new gathering place for community events and other tenant programs; leverage funding programs to improve service


CONTINUOUS IMPROVEMENTInitiative Outcomes

Accelerate Delivery of Large Capital Rehabilitation Projects through Financing

Front end projects to leverage low interest rates and mitigate commodity and service cost increases

• Strathearn Court, Vancouver – Construction 5%• Evergreen Downs, Delta – Construction 100%• Kelly Court, Vancouver – Construction 80%

Pembina REFRAMED

• Develop replicable approach to whole-building retrofits to improve tenant comfort, well-being and safety, extend the life of the asset, reduce operational costs, improve energy efficiency, and reduce GHG emissions at 3 sites

Innovations in Technology to improve efficiency and service levels

• Implement work order system for capital maintenance projects to improve timelines & decrease overall costs

• Develop online portal for tenants to submit documents and correspondence, 50% completion by end of 2022

• Improve/update existing housing website


OPERATING AND CAPITAL HIGHLIGHTSYear Initiative Description

2022 Full building rehabilitation projects (6)Financing of rehabilitation projects

6 rehabilitation projects in various stages of design and construction ongoing in 2022 (282 Homes)Accelerate preservation of portfolio through maintenance

2023 Expand Tenant Free Food Programs Develop an amenity space to run free-food and other tenant programs

2024 Rent up of 2 redevelopment projects: Kingston and Welcher

Additional 148 homes added to the Housing portfolio

2025 Rent up of 2 redevelopment projects: Heather Place B and Civic Centre


2026 Rent up of 3 redevelopment projects: Eastburn, Southwynde and Malaspina



Overview:

Drivers for Change:



$53.7M$54.8M

2.1% increase

• Expansion of portfolio by 736 units • Inflation for goods and services (1.9%)• Increases for janitorial services, waste

removal, utilities, property insurance, and landscaping, offset by property tax savings of $2.8M

0

20

40

60

80

100

2021 2022 2023 2024 2025 2026

$ M

illion

s

Contribution to Reserve Contributions to Capital Replacement Reserve

Debt Service Operating Programs

MVHC Financial Plan

2022 – 2026 MVHC Financial Plan

OPERATING EXPENDITURES


Overview:

Drivers for Change:



• Expansion of portfolio by 736 units • Projected inflationary rent increase

of 1.9% • Increase in financing to fund

rehabilitation projects

0102030405060708090

2021 2022 2023 2024 2025 2026

$ M

illion

s

Housing Rents Housing Mortgage and Rental SubsidiesOther External Revenues Financing ProceedsTransfer from Reserves

MVHC Financial Plan

2021 – 2026 MVHC Financial Plan

OPERATING FUNDING

$53.7M$54.8M

2.1% increase


2022-2026 CAPITAL MAINTENANCE EXPENDITURESCAPITAL MAINTENANCE

0

5

10

15

20

2022 2023 2024 2025 2026

Milli

ons

2022 – 2026 Capital Maintenance Plan

Manor House Kelly Court Strathearn Court Regal Hotel Le ChateauCrown Manor Minato West Evergreen Downs Somerset Gardens Other Maintenance

Overview:• Funding from Operating Surpluses / Reserve; financing• 2022-2026 Maintenance Plan Cash Flows: $72.9M

Drivers:• Asset Facility Condition Index• Preservation of existing affordable housing • Reduce GHG emissions by 45% (from 2010 levels) by 2030



Drivers for Change:


2022 - 5 Year Approved Projects’ Budget as of October 2021MVHC CAPITAL BUDGET

2022 MVHC Capital Budget

• Support critical need for affordable housing in the region through redevelopment of existing sites to create additional homes

• Partnerships to deliver additional affordable housing sites across the region

• Welcher Ave. (construction) 63 Units• Kingston Gardens (construction) 85 Units• Heather Place B (planning and approvals) 87 Units• Eastburn (planning and design) 172 Units• Malaspina Phase 1 (planning and design) 85 Units• Southwynde (planning and design) 122 Units• Pitt Meadows (planning and design) 122 Units

Total is 736 new and redeveloped units




307.7M

$ 322.5M

Future Projected Spend



Drivers for Change:


• Support critical need for affordable housing in the region through redevelopment of existing sites to create additional homes

• Partnerships to deliver additional affordable housing sites across the region

$39.6M$48.3M

22.0% increase

MVHC Capital PlanCAPITAL EXPENDITURES

2022 – 2026 MVHC Capital Cash Flow

020406080

100120140160

2022 2023 2024 2025 2026

$ M

illion

s

Heather Place - Building B Kingston Gardens - Phase 1 Welcher AvenueEastburn Square Malaspina Pitt Meadows Town CentreSouthwynde - Burnaby Projects in Planning

2021 Capital Cash Flow2022 Capital Cash Flow

Overview:



Drivers for Change:


• Developing CMHC Partnership -providing low interest long-term loans

• Pursuing BC Housing Partnership

• Support development through Housing reserves

• Develop additional Partnerships with Member Municipalities

$39.6M$48.3M

22.0% increase

MVHC Capital PlanCAPITAL FUNDING

2022 – 2026 MVHC Capital Funding

020406080

100120140160

2022 2023 2024 2025 2026

$ M

illion

s

Reserves New External Borrowing Grant


Overview:


2021 2022 2023 2024 2025 2026

$53.7

MVHC 2022 - 2026

$12.4

$54.8

2.1%

$12.7

$60.3

10.0%

$17.4

$66.8

10.7%

$20.2

$68.8

3.1%

$19.6

$76.4

11.0%

$18.8

MVHC FINANCIAL PLAN SUMMARY


% Change

Other Revenues*

Housing Rents ($ Millions)

% Change 2.0% 1.9% 8.5% 5.7% 17.1%

$42.1 $42.9 $46.6 $49.2 $57.7$41.3

% Change 2.4% 37.0% 16.2% (3.0%) (4.2%)

*includes subsidies, other external revenues, financing proceeds, transfer from reserves

Total Capital Cash Flow ($ Millions) $39.6 $48.3 $48.2 $105.4 $148.3 $77.8


That the MVHC Board endorse the 2022 Budget and 2022 - 2026 Financial Plan for the Metro Vancouver Housing Corporation, as presented, and direct staff to prepare the necessary budget information to be presented at the October 29, 2021 Metro Vancouver Districts and Housing Corporation Board meetings for consideration; and


104

METRO VANCOUVER REGIONAL DISTRICTBurnaby, BC


• Housing Planning & Policy• Regional Planning• Electoral Area Services• Regional Parks• Air Quality• E911 Emergency Telephone Service• General Government Administration

• General Government Zero Waste Collaboration Initiatives• Regional Economic Prosperity• Regional Employer Services• Regional Emergency Management• Regional Global Positioning System• Sasamat Fire Protection Service

MVRD OVERVIEW



% of growth occurring within the Urban Containment Boundary(Regional Planning)

PERFORMANCE METRICS

98%98%

Regional GHG emissions(Air Quality)

2015: 5.8 tonnes per capita

2020: 5.4 tonnes per capita

4.2 tonnes per capita

Corporate GHG emissions (Air Quality)

2015, 2019, 2020: carbon neutral

2016 – 2018 average: 9,400 tonnes/yr

carbon neutral (net zero GHGs)



Number of Bilateral Meetings with First Nations (Indigenous Relations)

PERFORMANCE METRICS

100Five year average: 20(2020: 50)

Total Requests for Information of Advice (Indigenous Relations)

Five year average: 1,350

(2020: 2,268)

5,000

Annual number of visits to Regional Parks (Regional Parks)

3-year average: 13,390,000

(2020: 16,497,000)

16,500,000



Number of public meetings and engagement events (Electoral Area)

PERFORMANCE METRICS

88

Pitt Meadows Civic Centre site (municipal partner site) (Housing Planning & Policy)

10% 75%


MVRD CONTINUOUS IMPROVEMENT

Initiative Outcomes

Continued Implementation of the Regional Parks Land Acquisition 2050 (Parks)

• Carbon credits from Regional Parks land acquisition and restoration enabled Metro Vancouver to achieve corporate carbon neutrality for 2019 potentially through to 2022

• 92% (27,440 of 29,834 tCO2e) of the estimated carbon credits are from Parks projects.

• @ $150/ tonne, the 27,440 tCO2e is a $4.1M value.

Metro 2050 (Regional Planning)Improved policies for social equity, integration of First Nations interests, climate action and addressing the housing crisis

Strategic investment program (REPS) Establish a regional strategic investment retention program.


CONTINUOUS IMPROVEMENT (MVRD)

MVRD CONTINUOUS IMPROVEMENTInitiative Outcomes

Integrated Land Use Model (Regional Planning)

Improved ability to support scenario planning throughout the region

Barge Cleanup Events (Electoral Area) Enhanced service to reduce risk of environmental contamination and better serve residents

Climate 2050 Roadmaps (Air Quality)1/3 of the way to 45% reduction target by 2030;• Ongoing updates to enhance existing actions and add

new ones, to achieve 2030 climate targets.

Achieving and maintaining corporate carbon neutrality(Air Quality)

An evolving and innovative portfolio of GHG reductions, energy improvements, and carbon credits;• Targets and roadmaps by function area.


MVRD OPERATING HIGHLIGHTSYear Initiative Details

2022 Completion of Regional Parks Plan 2050 Board approval and engagement process for updated Regional Parks Plan

2022 Metro 2050 Adoption of regional growth strategy

2022 Zero Waste Conference Host a two-day 2022 Zero Waste Conference to help inspire and challenge participants to create a future without waste.

2022 Advance Housing development priorities Manage 6 Housing projects through design & approvals

2022 Climate 2050 roadmaps Complete 10 issue area roadmaps and seek Board adoption

2022 Establish a regional strategic investment retention program

Regional scale strategic investment retention program undertaken in collaboration with members

2022 Local Government Election for Electoral Area A

Administer local government election in Electoral Area A


REGIONAL DISTRICT FINANCIAL PLAN

7076

85 88 89 91

0102030405060708090100

-

20

40

60

80

100

120

140

160

2021 2022 2023 2024 2025 2026

Milli

ons

Air Quality Housing Policy and Planning Regional ParksRegional Planning Other Household Impact

2022-2026 Regional District Financial Plan


Regional Parks CAPITAL PROGRAM HIGHLIGHTS

Year Initiative Details2022 Grouse Mountain Regional Park Trail and

Amenity Improvements (2021-2024)Trails, open space, ecological enhancements (Investing In Canada Infrastructure Grant)

2023 Widgeon Marsh Regional Park Development (2021-2024)Delta Nature Reserve & Delta South Surrey Greenway (2023-2024)

Development and opening of Widgeon Mash Regional park

2024 Campbell Valley Regional Park Management Plan Implementation (2022-2024)

Development of unopened parkland, greenway expansion, open space, trails and habitat enhancements

Greenway development, Delta Nature Reserve Boardwalks, ecological enhancements

2025 Belcarra South Day Use Area (2024-2025) New beach access, open space and parking

2026 Ongoing Land Acquisition/Capital Replacement and Greenway Implementation

Implementation of Regional Greenway and Land Acquisition Strategy


Active Capital Projects

Drivers for Change:


REGIONAL PARKS CAPITAL BUDGET

2022 Regional Parks Capital Budget

• Capacity & Growth• Facility Replacement &

Asset Management• Ecological Resilience• Connected Network• Land Acquisition

Major Projects Greenways

Service Facilities Park Development

Regional Parks Land Acquisition

Capital Budget For Approval:




44.6M

$ 64.0M

For Approval



Drivers for Change:


• Capacity, Growth & Ecological Resilience

• Facility Replacement & Asset Management

• Connected Network• Land Acquisition

$19.0M$31.3M

64.7% increase

Regional Parks Capital PlanCAPITAL EXPENDITURES

2022 – 2026 Regional Parks Capital Cash Flow

05

10152025303540

2022 2023 2024 2025 2026

$ M

illion

s

Major Projects Greenways Service Facilities Park Development Land Acquisition


Overview:



Drivers for Change:

2022 Capital Budget: $19.0M$31.3M

64.7% increase

Regional Parks Capital PlanCAPITAL FUNDING

2022 – 2026 Regional Parks Capital Funding

05

10152025303540

2022 2023 2024 2025 2026

$ M

illion

s

Reserves External Funding - Grants

• Capacity & Growth• Facility Replacement &

Asset Management• Ecological Resilience• Connected Network• Land Acquisition


Overview:


2021 2022 2023 2024 2025 2026

$101.1

$80.9

$19.0

$70

$113.5

12.2%

$89.9

11.0%

$31.3

$76

9.0%

4.9%

$121.4

6.9%

$101.8

13.3%

$33.6

$85

11.0%

5.2%

$127.1

4.7%

$107.9

5.9%

$32.3

$88

3.8%

4.4%

$130.7

2.9%

$111.0

2.9%

$29.0

$89

1.5%

1.8%

$135.8

3.9%

3.9%

$30.4

$91

2.5%

N/A

REGIONAL DISTRICT FINANCIAL PLAN SUMMARY


% Change

MVRD Requisitions ($ Millions)

% Change



% Change


$115.3


That the Metro Vancouver Regional District Board endorse the 2022 Budget and 2022-2026 Financial Plan for the Regional District Service Areas and direct staff to prepare the necessary budget information to be presented at the October 29, 2021 Metro Vancouver Regional District Board meeting for consideration


119SUMMARY



3.5% Proposed 2022 Budget



2022 Budget – Bottom Line


OVERALL HOUSEHOLD IMPACT 2022 - 2026

2021 2022 2023 2024 2025 2026

Water District $171 $175 $183 $201 $221 $244

Liquid Waste $273 $281 $322 $375 $447 $538

Solid Waste $60 $63 $65 $68 $71 $74Regional District $70 $76 $85 $88 $89 $91Total Household Impact $574 $595 $655 $732 $828 $947% Change 3.5% 10.1% 11.6% 13.2% 14.3%15 Year Amortization $574 $595 $657 $735 $833 $952% Change 3.5% 10.4% 11.8% 13.3% 14.3%

NSWWTP 30 Year Amortization for NSSA


That the MVRD/GVS&DD/GVWD/MVHC Board:a) endorse the 2022 Budget and 2022 – 2026 Financial Plan for the Metro Vancouver Districts and

Housing Corporation, as presented, and direct staff to prepare the necessary budgetinformation to be presented at the October 29, 2021 Metro Vancouver Districts and HousingCorporation Board meetings for consideration; and

b) endorse a 30-year amortization term for the North Shore Sewerage Areas share of the debtrelated North Shore Wastewater Treatment Plant Project as requested by the three north shoremunicipal Councils; and

c) direct staff to calculate the water rates applying the 2022 increase wholly to the peak rate; andd) endorse amendments to the Cost Apportionment Bylaw to enable the division of the GVS&DD

levy into separate dry and wet weather components and issue a separate requisition for eachcomponent


QuestionsMetro Vancouver Board Budget Workshop

section g 1 2022-2026 financial plan overview

Documents