to: aboriginal relations committee...• the 2017 budget and work plan for aboriginal relations will...

To: Aboriginal Relations Committee

From: Ralph G. Hildebrand, General Manager, Legal and Legislative Services/Corporate Solicitor

Date: September 21, 2016 Meeting Date: October 6, 2016

Subject: 2017 Budget and Annual Work Plan – Aboriginal Relations

RECOMMENDATION That the Aboriginal Relations Committee endorse the 2017 Aboriginal Relations Work Plan and Budget as presented in the report “2017 Budget and Annual Work Plan – Aboriginal Relations”, dated September 21, 2016, and forward them to the Board Budget Workshop on October 21, 2016, for consideration.

PURPOSE To present the 2017 Aboriginal Relations Budget and Work Plan for consideration by the Aboriginal Relations Committee.

BACKGROUND All 23 members of the Greater Vancouver Regional District participate in the Aboriginal Relations program that provides support to: corporate-wide initiatives, local government interests in treaty negotiations, and responds to pan-municipal First Nations’ issues. Aboriginal Relations is guided by the Board Strategic Plan, with a focus on the following strategic direction and goal: enhance relationships between Metro Vancouver and other orders of government, First Nations and stakeholders.

In the past year Metro Vancouver has initiated a long term financial planning process, in particular with an increased emphasis on the development of a five year financial plan. The focus of this report is the 2017 annual budget and work plan (see attached). Preliminary five year financial plans have been preen prepared utilizing the framework presented to the Intergovernment and Finance Committee on July 20, 2016. The Five Year Financial Plan will be presented at the Board Strategic Workshop in early 2017.

2017 BUDGET AND WORK PLAN This report is structured to provide the budgetary highlights of the Aboriginal Relations program. The Budget Details (Attachment 1) and the Work Plan (Attachment 2) are provided for the Committee’s consideration. In addition, an organizational chart is attached that shows the department structure of Aboriginal Relations within Legal and Legislative Services (Attachment 3).

The 2017 Aboriginal Relations Budget and Work Plan has been prepared to respond to: the strategic direction provided by the Board; active treaty table discussions involving local government interests; and regional district initiatives that involve communication and engagement with Aboriginal communities.

Operating Budget Highlights The Aboriginal Relations operating budget is proposed to increase by $4,197 (or 1.1%) in 2017 for a total operating budget of $373,921. This change is primarily due to inflationary increases anticipated in 2017.

The 2017 operating budget includes the following key actions:

• Complete an annual review/update of Metro Vancouver’s Profile of First Nations document.• Host an annual event involving the Aboriginal Relations Committee and First Nations’ leaders

(e.g. Community to Community Forum): approximately $22,000.• Host an annual event (e.g. workshop) involving staff of First Nations and local governments on a

topical issue in local government-First Nations relations: approximately $5,000.• Participate in active treaty table meetings in the region as part of the provincial negotiation

teams.

There are no proposed staffing changes for this program.

Work Plan Performance Indicators Within the Aboriginal Relations Business Plan, four performance indicators developed are being tracked. These include:

• Number of local government interests represented at treaty tables• Number of special Aboriginal Relations events hosted by Metro Vancouver• Number of bilateral meetings between Metro Vancouver and the nine area First Nations with

lands• Responding to external requests for information or advice related to First Nations and/or

Aboriginal Relations

The trend in these performance measures suggest that activities will continue at the same level or increase slightly. The 2017 Budget has been prepared to respond to the growing demands on the service and to track Metro Vancouver’s involvement in Aboriginal Relations.

BUDGET APPROVAL PROCESS The proposed 2017 Business Plan and Budget for Aboriginal Relations is presented to the Aboriginal Relations Committee for consideration and endorsement before being forwarded to the Board for consideration.

The next steps of the budget process:

• The 2017 Budget and Work Plan for Aboriginal Relations will be presented at the Board BudgetWorkshop on October 21, 2016.

• The Board will consider adoption of the Budget on October 28, 2016.

ALTERNATIVES 1. That the Aboriginal Relations Committee endorse the 2017 Aboriginal Relations Budget and

Work Plan as presented in the report “2017 Budget and Work Plan – Aboriginal Relations”,

dated September 21, 2016, and forward to the Board Budget Workshop on October 21, 2016 for consideration.

2. That the Aboriginal Relations Committee make recommendations and endorse the 2017Aboriginal Relations Budget and Work Plan as amended and forward to the Board BudgetWorkshop on October 21, 2016 for consideration.

FINANCIAL IMPLICATIONS The 2017 Budget and Work Plan for Aboriginal Relations as presented in Alternative 1 comprises part of the overall Corporate Support costs. The 2017 Aboriginal Relations budget, if approved, will increase by $4,197, representing an increase of 1.1% on expenditures. The 2017 Aboriginal Relations budget of $373,921 supports the operations of all Metro Vancouver Districts and Housing Corporation and is allocated to, and supported by, the revenue sources of each.

Under Alternative 2, the Committee may wish to consider recommending amendments to the operating budget. The financial implications of Alternative 2 would affect the budgets of the other functions.

SUMMARY / CONCLUSION As part of the annual budget process for 2017, Work Plans have been prepared to accompany service and Budgets in order to provide Committee and Board members with a high level overview on the role of the service, the total budget, overall staff complement, performance indicators and key actions for the coming year.

Within the overall Aboriginal Relations program, operating expenditures as outlined in the 2017 Work Plan are projected to increase by $4,197 (1.1%) over 2016. The budget for 2017 has been prepared to respond to direction provided in the Board Strategic Plan, ongoing activity at treaty tables in the region, and increasing communication and engagement activities with Aboriginal communities. Staff recommend endorsing the 2017 Budget and Work Plan as presented under Alternative 1.

Attachments 1. 2017 Aboriginal Relations Operating Budget Detail2. Aboriginal Relations 2017 Annual Work Plan3. Organizational Chart for Legal and Legislative Services

19479613

ATTACHMENT 1

!REVENUES

Allocated to Functional Departments Other External Revenues

TOTAL REVENUES

IEXPEtlOITURES

Operating Programs: Aboriginal Relations

TOTAL EXPEtlOITURES

2017 OPERATING BUDGET DETAIL

s

s

s s

2015

BUDGET

366,855 s

366,855 s

366855 s 366,855 s

2015 2016

ACTUAL BUDGET

327,269 s 369,724

327,269 s 369,724

321 269 _s~--~36~9~72~4-

327,269 =$======3=69.,,,7=24=

2017 % BUDGET

BUDGET CHAtlGE

s 373,921 1.1%

s 373,921 1.1%

s 373 921

s 373,921 1.1%

LEGAL AND LEGISLATIVE SERVICES Aboriginal Relations

Description of services Aboriginal Relations provides information, advice and support to Metro Vancouver on First Nations’ interests and issues and analyses how such First Nations’ interests and issues may affect corporate programs, processes and projects. Aboriginal Relations also responds to pan-municipal First Nation issues and represents and supports Metro Vancouver local government interests at treaty negotiation tables as well as provincial and federal venues.

The annual budget for this business area for 2017 is $373,921

Strategic directions supported Board Strategic Plan • Enhance relationships between Metro Vancouver and other orders of government, First Nations and

stakeholders.

Performance indicators

Indicator Historical and/or industry benchmark

Current performance

2017 performance objective

Number of local government interests represented at treaty table meetings

MV 3-year average (2012-14):

27 2015: 30 20

Number of special Aboriginal Relations events hosted by Metro Vancouver (e.g. Community to Community Forums)

2014: 2 2015: 2 3

Number of bilateral meetings between Metro Vancouver and the nine area First Nations with lands 2014: 9 2015: 18 20

External requests for information or advice related to First Nations and/or Aboriginal Relations

MV 3-year average (2012-14):

40 2015: 70 80

2017 key actions • Complete an annual review/update of Metro Vancouver’s Profile of First Nations document.• Host an annual event involving the Aboriginal Relations Committee and First Nations leaders (e.g.

Community to Community Forum).• Host an annual event (e.g. workshop) involving staff of First Nations and local governments on a

topical issue in local government-First Nation relations.• Participate in active treaty table meetings in the region as part of the provincial negotiating teams.

ATTACHMENT 2

ATTACHMENT 3

To: Climate Action Committee From: Roger Quan, Director, Air Quality and Climate Change

Parks, Planning and Environment Department Date: October 4, 2016 Meeting Date: October 18, 2016 Subject: 2017 Budget and Annual Work Plan – Air Quality and Climate Change RECOMMENDATION That the Climate Action Committee endorse the 2017 Air Quality and Climate Change Budget and Annual Work Plan as presented in the report “2017 Budget and Annual Work Plan – Air Quality and Climate Change” dated October 4, 2016 and forward them to the Board Budget Workshop on October 21, 2016 for consideration. PURPOSE To present the 2017 Air Quality and Climate Change Budget and Annual Work Plan for consideration by the Climate Action Committee. BACKGROUND The Air Quality and Climate Change function comprises all 23 members within Metro Vancouver and encompasses the management of air quality within the region, under authority delegated from the Provincial government within the Environmental Management Act. Services provided include the development and implementation of air quality management and climate action plans and policies, air quality bylaws and regulations, and regulation and enforcement. Supporting activities include environmental assessment, the operation of a network of air quality monitoring stations located throughout the airshed, and communications and outreach. Air Quality and Climate Change is guided by the Board Strategic Plan and the Integrated Air Quality and Greenhouse Gas Management Plan with a focus on the following strategic directions and goals: Board Strategic Plan

• Develop, adopt and implement a regional climate action strategy for reducing regional greenhouse gas emissions and adapting to climate change.

• Improve air quality by mitigating threats. • Improve public understanding of the value of clean air and greenhouse gas reductions, and

actions to achieve both. Integrated Air Quality and Greenhouse Gas Management Plan

• Goal 1 - Protect public health and the environment • Goal 2 - Improve visual air quality • Goal 3 - Minimize the region's contribution to global climate change

2017 Budget and Annual Work Plan – Air Quality and Climate Change Climate Action Committee Meeting Date: October 18, 2016

Page 2 of 6 In the past year Metro Vancouver has initiated a long term financial planning process, in particular with an increased emphasis on the development of a five year financial plan. The focus of this report and the budget and annual work plans attached is 2017. Preliminary five year financial plans have been prepared utilizing the framework presented to the Intergovernment and Finance Committee on July 20, 2016. The Five Year Financial Plan will be an agenda item for the Board Strategic Workshop scheduled for February 24th, 2017. 2017 BUDGET AND ANNUAL WORK PLAN This report is structured to provide the budgetary highlights of the Air Quality and Climate Change functions. The Budget Details (Attachments 1 and 2) and the Annual Work Plan (Attachment 3) are provided for the Committee’s consideration. In addition, organizational charts are attached that show the department structure for the Air Quality and Climate Change function within the Parks, Planning and Environment Department (Attachment 4), and the Environmental Regulation and Enforcement function within the Legal and Legislative Services Department (Attachment 5). The 2017 Air Quality and Climate Change Budget and Annual Work Plan has been prepared to respond to the strategic direction provided by the Board. OPERATING BUDGET HIGHLIGHTS The Air Quality and Climate Change operating budget is proposed to increase by $ 820,507 (8.9%) in 2017 for a total operating budget of $ 10.0 million (Attachment 1). The increases are $400,927 (6.6%) in the Air Quality and Climate Change policy function, and $ 419,580 (13.3%) in Air Quality Regulation and Enforcement. The 2017 Air Quality and Climate Change budget, If approved by the GVRD Board, is projecting a requisition of $3.95 million (a 4.7% increase from 2016). While the GVRD tax requisition provides 40% of the revenues to cover projected expenditures for the Air Quality and Climate Change function, a number of non-tax revenue sources make up the remaining 60%. These non-tax revenue sources include: user fees from regulated sources, including both permits and regulations (45%); external revenues (5%) including partner contributions to fund the operation of the air quality monitoring network and rebates on the carbon taxes paid by Metro Vancouver; and contributions from reserves (11%), including the Air Quality Reserve and the Sustainability Innovation Fund. The 2017 operating budget includes the following key actions:

• Continue to implement the Integrated Regional Climate Action Strategy, including: o programs for reducing greenhouse gas emissions from vehicles, buildings and

prioritized business sectors; o implementation of additional energy and greenhouse gas reduction offset projects

that will maintain Metro Vancouver’s carbon neutral status; o implementation of a regional approach to climate change adaptation; and o partnerships and collaboration with member jurisdictions.

• Develop new air quality bylaws and regulations towards goals for protection of human health and environment and continuous improvement in air quality, for Board adoption.

• Continue to expand the non-road diesel engine program, including amendments to the existing bylaw and through partnerships with other levels of government.

• Initiate development of the next regional air quality and greenhouse gas management plan.


Page 3 of 6

• Improve public understanding of air quality and climate change issues and initiatives, including outreach on the Integrated Regional Climate Action Strategy and the preparation of the annual Caring for the Air report.

• Develop additional air quality monitoring capabilities to provide the evidence basis and performance measurement for the air quality program.

Air Quality and Climate Change Increases in operating expenditures are primarily due to:

• Additional labour costs of $246,080 including the addition of one new full-time regular Instrumentation Technician position needed due to expansion of the air quality monitoring network, and two seasonal auxiliary positions proposed to support the electric vehicle campaign.

• An increase of $89,570 in 2017 for air quality monitoring equipment including a second Mobile Air Monitoring Unit (with different capabilities from the existing MAMU), and upgrades to existing monitoring stations at North Delta and Burnaby Mountain. These amounts are proposed to be contributed from Air Quality reserves.

• Communications program costs have increased from $20,000 in 2016 to a proposed $75,000 in 2017, related to the Emotive electric vehicle campaign, the Integrated Regional Climate Action Strategy, and consultation and engagement on new bylaws and regulations.

An overall decrease of $140,208 in consulting expenditures is proposed, compared to 2016. This decrease is driven in part by completion in 2016 of projects that received funding from the Sustainability Innovation Fund. A significant portion of the consulting budgets in 2017 is proposed to be funded from Air Quality reserves, regulatory fees and carbon tax rebates, with only $10,000 funded from tax requisition. Highlights of consulting projects anticipated to be undertaken in 2017 to respond to work plan requirements within the operating budget include the following:

• complete third year of Strata Energy Advisor Project. This program supports municipal energy and greenhouse gas reduction objectives by providing Strata Energy Advisor services to local strata councils ($100,000, funded by Sustainability Innovation Fund);

• develop carbon credits associated with Burns Bog ecological restoration project ($40,000); • introduce new phase of greenhouse gas management program for small- and medium-sized

enterprises, focusing on electric vehicle charging ($30,000); • characterization study for non-road gasoline engines in the region, to inform policy

development ($40,000); • consulting assistance for preparation of emissions projections for the 2015 Lower Fraser

Valley Emissions Inventory, initiated in 2016 ($40,000); • develop approaches for addressing emissions from light-duty vehicles in region ($50,000); • stakeholder engagement for development of air quality bylaws and regulations, including:

o development of bylaw for medium-size organics management facilities ($40,000); o development of bylaw for outdoor burning activities ($45,000); o development of bylaw for residential wood burning ($50,000); o amendment of Automotive Refinishing Facilities Regulation ($30,000).


Page 4 of 6 Air Quality Regulation and Enforcement Increases in operating expenditures are primarily due to:

• Additional labour costs of $120,145 for one new full-time regular position to support compliance and enforcement activities on air quality bylaws, including the Non-road Diesel Engine Emission Regulation.

• An overall increase of $114,729 in consulting expenditures is proposed, compared to 2016. This increase includes $100,000 related to sampling of odorous air contaminants and $13,000 related to followup work with registrants under the Non-road Diesel Engine Emission Regulation. All consulting expenditures in Air Quality Regulation and Enforcement is funded from regulatory fees.

• An increase in contribution to reserves of $176,663, which reflects short term increases in fee revenues from regulated non-road diesel engines, which will decrease over time as older, higher polluting engines are retired, replaced, or retrofitted.

Other Budget Items As previously reported to the Board, the impact of the financing of the December 2015 purchase of a new head office complex has been included in the 2017 centralized support budget. The allocation of these costs to the various Metro Vancouver entities and functions reflects the 2017 borrowing costs. Staffing The following new positions are proposed for 2017:

• 1.0 Instrument Technician, to provide operational support for the increased number of air quality monitoring stations and enhancements to instrument technology, and demand for specialized monitoring studies. Air quality data from the monitoring service provides the evidence basis for all air quality programs.

• 1.0 Regulation and Enforcement Officer, to support compliance promotion with the Non-road Diesel Engine Emission Regulation and other air quality bylaws.

ANNUAL WORK PLAN PERFORMANCE INDICATORS Within the Air Quality and Climate Change Annual Work Plan (Attachment 3), 5 performance indicators have been developed and are being tracked. These include:

• Net corporate greenhouse gas emissions (tonnes of carbon dioxide equivalent, CO2e); • Regional greenhouse gas emissions per capita (tonnes of CO2e per capita); • Number of non-road diesel engines, within the region, registered for diesel particulate matter

(DPM) emissions; • Compliance with Metro Vancouver air quality objectives; and • Total number of permits for discharges to the airshed that must be managed and monitored.

Metro Vancouver has achieved carbon neutral status as an organization in 2015. While reducing the corporate carbon footprint of Metro Vancouver and its members provides a leadership example for businesses and residents in the region, two significant challenges in the climate action portfolio are to reduce greenhouse gases in the region as a whole, and to prepare for the inevitable impacts of climate change. The Board Strategic Plan places a strong emphasis on climate action and this area is expected to be a focus of the air quality and climate change programs over the next several years.


Page 5 of 6 The “conventional” air quality program is well established and the performance measures show that air quality is generally good, with an observed improvement trend over the past two decades. Ambient air quality objectives have been made more stringent over time, following a principle of continuous improvement, and air quality levels have remained largely compliant with these objectives. However, there are occasional short term exceedances of the air quality objectives; in 2015, the dry spring and hot summer contributed to unprecedented forest fire activity not only within the province but also beyond, which impacted air quality in Metro Vancouver. In recent years, air quality programs have increasingly considered human health impacts in addition to the environment. Policy research has shown that diesel particulate matter is the air contaminant of most concern from a health perspective, and the implementation of the Non-road Diesel Engine Emission Regulation has resulted in steady progress to reduce impacts from the oldest, dirtiest diesel engines operating in the region. BUDGET APPROVAL PROCESS The proposed 2017 Budget and Annual Work Plan for Air Quality and Climate Change is presented to the Climate Action Committee for consideration and endorsement before being forwarded to the Board for consideration. The next steps of the budget process are:

• The 2017 Budget and Annual Work Plan for Air Quality and Climate Change will be presented at the Board Budget Workshop on October 21, 2016.

• The Board will consider adoption of the Budget on October 28, 2016. ALTERNATIVES 1. That the Climate Action Committee endorse the 2017 Air Quality and Climate Change Budget and

Annual Work Plan as presented in the report “2017 Budget and Annual Work Plan – Air Quality and Climate Change” dated October 4, 2016 and forward them to the Board Budget Workshop on October 21, 2016 for consideration.

2. That the Climate Action Committee make recommendations and endorse the 2017 Air Quality and Climate Change Budget and Annual Work Plan as amended and forward to the Board Budget Workshop on October 21, 2016 for consideration.

FINANCIAL IMPLICATIONS The 2017 Budget and Annual Work Plan for Air Quality and Climate Change as presented in Alternative One comprises part of the overall GVRD tax requisition. The 2017 Air Quality and Climate Change budget, If approved by the GVRD Board, is projecting a requisition of $3.95 million (a 4.7% increase over 2016.) This forms a part of the overall GVRD tax requisition of $51.6 million, a projected increase of 5.7% over 2016, which represents a $2 increase to the average household after accounting for population growth in the region. The GVRD tax requisition provides 40% of the revenues to cover projected expenditures for the Air Quality and Climate Change function, with the remaining 60% of revenues from user fees from regulated sources, external partner contributions to fund the air quality monitoring network, rebates on the carbon taxes paid by Metro Vancouver, and contributions from reserves. As new bylaws and


Page 6 of 6 regulations are developed, additional user fees will be implemented, consistent with a principle of cost recovery from regulated sources. Under Alternative Two, the Committee may wish to consider recommending amendments to the operating budget to reflect Board strategic priorities. Any proposed changes would require an update to the tax requisition for the service. SUMMARY / CONCLUSION As part of the annual budget process for 2017, Annual Work Plans have been prepared to accompany service area Budgets in order to provide Committee and Board members with a high level overview on the role of the service, the total budget, overall staff complement, performance indicators and key actions for the coming year. The 2017 Budget for Air Quality and Climate Change is projecting a tax requisition increase of 4.7%. While proposed expenditures are up 8.9%, the impact on the tax requisition is less, due primarily to an increase in air quality user fees. This increase in expenditures is driven mostly by the addition of two new positions, one in regulation and enforcement and one in ambient air quality monitoring, as well as one-time costs to upgrade air quality monitoring equipment, increases in consulting expenditures in regulation and enforcement, and an increase in allocated centralized costs. Within the overall Air Quality and Climate Change function, operating expenditures as outlined in the 2017 Annual Work Plans are projected to increase by $ 820,507 (8.9%) over 2016. The Budget for 2017 has been prepared to respond to direction provided in the Board Strategic Plan, and support the goals of the Integrated Air Quality and Greenhouse Gas Management Plan. Staff recommend endorsing the 2017 Budget and Business Plan for as presented under Alternative One. Attachments (Doc #19653360): 1. 2017 Air Quality and Climate Change Operating Budget Detail 2. 2017 Air Quality, Environmental Regulation and Enforcement Operating Budget Detail 3. Air Quality and Climate Change 2017 Work Plan 4. Organizational Chart for Parks, Planning and Environment Department 5. Organizational Chart for Legal and Legislative Services Department 19475969

B19A ALO

2015 2015 2016 2017 %

BUDGET ACTUAL BUDGET BUDGETBUDGET CHANGE

REVENUES

GVRD Requisition 3,712,420$ 3,712,420$ 3,771,560$ 3,950,376$ 4.7%User Fees 1,800,000 1,988,856 1,800,000 1,800,000 Non-Road Diesel Permit Fees 1,309,000 1,628,974 1,992,000 2,689,000 Other External Revenues 446,200 443,464 446,200 482,400 Sustainability Fund Reserves 90,000 5,473 294,527 100,000 Reserves 1,144,364 873,674 883,909 986,927

TOTAL REVENUES 8,501,984$ 8,652,860$ 9,188,196$ 10,008,703$ 8.9%

EXPENDITURES

Operating Programs:Ambient Air Quality Monitoring 1,643,097$ 1,635,733$ 2,015,924$ 2,217,764$ Climate Change Policy and Management 1,004,777 862,129 1,036,109 1,009,572 Data and Assessment 416,560 404,396 474,133 465,982 Policy and Management 1,252,904 944,381 1,285,300 1,292,556 Sampling and Investigation 282,666 296,982 288,289 345,777 Administration and Department Support 375,093 377,161 424,105 434,758

4,975,097 4,520,782 5,523,860 5,766,409 4.4%

Communications Program - - 20,000 75,000 280.0%

Environmental Regulation and Enforcement 3,026,649 2,853,589 3,157,209 3,576,789 13.3%

Allocation of Centralized Support Costs 500,238 500,244 487,127 590,505 21.2%

TOTAL EXPENDITURES 8,501,984$ 7,874,615$ 9,188,196$ 10,008,703$ 8.9%

GREATER VANCOUVER REGIONAL DISTRICTAIR QUALITY

2017 BUDGET REVIEW

5.1 ATTACHMENT 1

B7

2016 2017 %BUDGET BUDGET CHANGE

REVENUES

Air Quality Revenues 3,157,209$ 3,576,789$ 13.3%

TOTAL REVENUES 3,157,209$ 3,576,789$ 13.3%

EXPENDITURES

Operating Programs:Enforcement 2,134,737$ 2,374,656$ Contribution to Reserve 858,038 1,034,701 Administration and Department Support 164,434 167,432

TOTAL EXPENDITURES 3,157,209$ 3,576,789$ 13.3%

GREATER VANCOUVER REGIONAL DISTRICTAIR QUALITY

ENVIRONMENTAL REGULATION AND ENFORCEMENT2017 BUDGET

5.1 ATTACHMENT 2

2017 ANNUAL WORKPLAN

11572169

PARKS, PLANNING & ENVIRONMENT Air Quality and Climate Change

Description of services This service area is responsible for managing air quality in the region under authority delegated from the Provincial government under the Environmental Management Act. The service is guided by the development of management plans that recognize the strong connections between air quality, health and climate change, and that integrate actions, whenever possible, to reduce both air contaminants and greenhouse gases across the region. Reduction efforts involve both regulatory and non-regulatory initiatives. The development of management plans and emission reduction actions is evidence-based, relying on the regional network of air quality monitoring stations and other indicators to measure performance and identify priority areas for action.

To support Metro Vancouver’s commitment to protect the environment and conserve resources, Environmental Regulation and Enforcement manages the discharge of air contaminants under Greater Vancouver Regional District air quality bylaws, through the negotiation and issuance of permits, orders and licenses, and promotion of compliance.

According to a discharger pays principle, the costs of developing bylaws and regulations, monitoring compliance, and regulation and enforcement are recovered through fees.

The annual budget for Air Quality and Climate Change planning and policy is $6,431,914. The annual budget for Air Quality Regulation and Enforcement is $3,576,789, with a total for the overall air quality and climate change function of $10,008,703.

Strategic directions and high level goals supported Board Strategic Plan • Develop, adopt and implement a regional climate action strategy for reducing regional greenhouse

gas emissions and adapting to climate change. • Improve air quality by mitigating threats.• Improve public understanding of the value of clean air and greenhouse gas reductions, and actions to

achieve both.

Integrated Air Quality and Greenhouse Gas Management Plan • Goal 1 - Protect public health and the environment• Goal 2 - Improve visual air quality• Goal 3 - Minimize the region's contribution to global climate change



Current performance

2017 performance objectives

Net corporate greenhouse gas emissions (tonnes of carbon dioxide-equivalent, CO2e)

1997: 13,900 2007: 7,937 2014: 934 (85% carbon neutral)

2015: 0 (100% carbon neutral)

0 (100% carbon neutral)

5.1 ATTACHMENT 3

18720518


Current performance


Regional greenhouse gas emissions (tonnes of CO2e per capita)

MV 2007: 7.3; MV 2014: 6.0 Canada 2007: 22.8 Greater Toronto 2010: 11.6

2015: 5.7 5.6

Number of non-road diesel engines, within the region, registered for diesel particulate (DPM) emissions

2012: 1,404 Tier 0

2014: 2,309 Tier 0, 1,027 Tier 1

2015: 2,280 Tier 0 1,236 Tier 1

Registration of all applicable Tier 0 and Tier 1 non-road diesel engines

Compliance with Metro Vancouver air quality objectives

2011: Compliant with all Metro Vancouver air quality objectives

2014: short-term exceedances for PM2.5, PM10 and ground level ozone.

2015: Short-term exceedances of Metro Vancouver objectives for PM2.5, PM10 (due primarily to extreme forest fire activity outside of region), and SO2

Compliant with all Metro Vancouver air quality objectives (no exceedances)

Total number of permits for discharges to airshed that must be managed and monitored

2013: 152

2014: 148

2015: 149 157

2017 key actions • Continue to implement the Integrated Regional Climate Action Strategy, including:

o programs for reducing greenhouse gas emissions from vehicles, buildings and prioritizedbusiness sectors;

o implementation of additional energy and greenhouse gas reduction offset projects that will maintain Metro Vancouver’s carbon neutral status;

o implementation of a regional approach to climate change adaptation; ando partnerships and collaboration with member jurisdictions.

• Develop new air quality bylaws and regulations towards goals for protection of human health andenvironment and continuous improvement in air quality, for Board adoption.

• Continue to expand the non-road diesel engine program, including amendments to the existingbylaw and through partnerships with other levels of government.

• Initiate development of the next regional air quality and greenhouse gas management plan.• Improve public understanding of air quality and climate change issues and initiatives, including

outreach on the Integrated Regional Climate Action Strategy and the preparation of the annualCaring for the Air report.

• Develop additional air quality monitoring capabilities to provide the evidence basis andperformance measurement for the air quality program.

GENERALMANAGER

ELECTORAL AREA SERVICES

REGIONAL PARKSAIR QUALITYREGIONAL PLANNING

Policy & Management

Planning & Engineering

Services

Visitor & Operation Services

Growth Management

Development Services

18924228 September 28, 2016

FTRs = 9.0

FTRs = 31.0

FTRs = 1.5

FTRs = 113.6

FTRs = 18.5

Parks, Planning and Environment2016 Total FTRs = 174.6

2017 Proposed FTRs = 181.6

Department Support

Ambient Air Quality

Monitoring

Climate Change Policy &

Management

Sampling & Investigation

Data & Assessment

Parks EastServices

Parks Central Services

Parks West Services

Planning & Analytics

Environment

Housing Policy & Planning

5.1 ATTCHMENT 4

GENERALMANAGER

ENVIRONMENTAL REGULATION & ENFORCEMENT

BOARD & INFORMATION

SERVICES

LEGAL SERVICES

ABORIGINAL RELATIONS

Aboriginal Relations

Information Management

Board & Legislative

ServicesAir Quality

Liquid Waste

Solid Waste

Legal Counsel

18924218 September 28, 2016

FTR Allocation:Air Quality = 16.5

Liquid Waste = 13.0Solid Waste = 6.5R&E Admin = 3.0

Total FTRs = 39.0

FTRs = 7.0

FTRs = 14.7

FTRs = 3.0

Legal & Legislative Services2016 Total FTRs = 65.7


Department Support

FTRs = 1.0

19653360

5.1 ATTACHMENT 5

19542335

To: Housing Committee

From: Elisa Campbell, Director, Regional Planning & Electoral Area Services, Planning, Policy and Environment

Date: October 3, 2016 Meeting Date: October 14, 2016

Subject: 2017 Budget and Annual Work Plan – Regional Planning (Housing Policy and Planning)

RECOMMENDATION That the Housing Committee endorse the 2017 Regional Planning (Housing Policy and Planning) Budget and Annual Work Plan as presented in the report “2017 Budget and Annual Work Plan – Regional Planning (Housing Policy and Planning)” dated October 3, 2016, and forward them to the Board Budget Workshop on October 21, 2016 for consideration.

PURPOSE To present the 2017 Regional Planning (Housing Policy and Planning) Budget and Annual Work Plan for consideration by the Housing Committee.

BACKGROUND The Regional Planning function provides research and policy analysis and implementation in support of a prosperous, resilient and livable region for all 23 members within Metro Vancouver. A primary responsibility is to develop, implement and monitor Metro 2040: Shaping our Future (Metro 2040), the regional growth strategy, which also identifies a mandate for Metro Vancouver to develop complete communities that are characterized by diverse and affordable housing choices. This includes considering the full continuum of housing needs in the region.

Regional Planning (Housing Policy & Planning) is guided by the Board Strategic Plan, by Metro 2040, and by the Regional Affordable Housing Strategy with a focus on the following strategic directions and goals:

· Continue to advocate to other orders of government for funding and programs to improvethe affordability of housing in the region

· Facilitate collaboration among members to expand the range of housing options in the region· Update the Regional Affordable Housing Strategy to address the breadth of current regional

issues· Examine the potential for partnerships involving Metro Vancouver and members on the

expansion of affordable housing stock in the region.

In the past year Metro Vancouver has initiated a long term financial planning process, in particular with an increased emphasis on the development of a five year financial plan. The focus of this report and the budget and annual work plans attached is 2017. Preliminary five year financial plans have been prepared utilizing the framework presented to the Intergovernment and Finance Committee on

2017 Budget and Business Plan – Regional Planning (Housing Policy & Planning) Housing Committee Meeting Date: October 14, 2016

Page 2 of 4

July 20, 2016. The Five Year Financial Plan will be an agenda item for the Board Strategic Workshop scheduled for February 24th, 2017.

2017 BUDGET AND ANNUAL WORK PLAN This report is structured to provide the budgetary highlights of the Regional Planning function, with a particular focus on the Housing Policy & Planning program. The Budget Details (Attachment 1) and the 2017 Annual Work Plan (Attachment 2) are provided for the Committee’s consideration. In addition, an organizational chart is attached that shows the department structure for Regional Planning (Attachment 3).

The 2017 Regional Planning (Housing Policy & Planning) Budget and Annual Work Plan have been prepared to respond to the strategic direction provided by the Board and in support of implementing Metro 2040, the Regional Affordable Housing Strategy, and a forthcoming Metro Vancouver Strategic Implementation Plan (RAHS).

Operating Budget Highlights The Housing Committee is responsible with reviewing the annual budgets for the Housing Policy and Planning Program and associated communication initiatives which comprise part of the GVRD Regional Planning function. As shown in the table below, the proposed 2017 Budget for these programs are increasing by $ 240,713 for a total of $418,304. The following is an excerpt from the overall proposed 2017 GVRD Regional Planning budget (Attachment 1).

2016 2017

Housing Policy and Planning $177,591 $407,304

Communication Program $ - $11,000

$177,591 $418,304

This increase is primarily due to the inclusion of new staff positions, a Communications Program, and an increase in corporate costs allocated across all departments.

The 2017 operating budget includes the following key actions: · Implementation of a Strategic Implementation Plan (RAHS) for exploring funding, financing and

partnership options to increase the stock of affordable housing in the region · Preparation of updated Apartment Parking study· Preparation of a Rental Housing Facts in Focus publication· Expand and prioritizing the criteria through which decisions are made about development /

redevelopment opportunities· Ongoing support for members in implementing complete community / housing affordability

actions in Metro 2040

Highlights of consulting projects anticipated to be undertaken in 2016 to respond to work plan requirements within the operating budget include the following:

· Apartment Parking Study (Update and Expansion) ($20,000)· Data Collection on Current Rental Rates ($20,000)


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· Best Practices in Management of Affordable Units Gained Through Inclusionary ZoningPolicies ($20,000)

· SIF - Transit Oriented Affordable Housing Fund ($100,000)

The budget includes $11,000 for a Communications Program to support the work plan. Associated activities include multi-media services, stakeholder engagement and corporate communications.

Two new positions are proposed to respond to the work plan. One position is for a Development Planner that would support activities related to development of affordable rental housing units, consistent with the Metro Vancouver Strategic Implementation Plan (Regional Affordable Housing Strategy). A second position would be for an analyst that would support activities associated with housing policy and planning activities.

As previously reported to the Board, the impact of the financing of the December 2015 purchase of a new head office complex has been included in the 2017 centralized support budget. The allocation of these costs to the various Metro Vancouver entities and functions, as shown in Attachment 1, reflects the 2017 borrowing costs.

Annual Work Plan Performance Indicators Within the Regional Planning (Housing Policy & Planning) Annual Work Plan, performance indicators have been developed and are being tracked. These include:

· Percent of median income spent on housing and transportation costs· New housing units by type and tenure

The trend in these performance measures suggests that affordability is a growing problem for the region as the cost of housing continues to rise and median household incomes in the region remain lower than in other metropolitan regions in Canada. Recent data illustrates transportation is also a major cost in working households, and transportation mode choice and accessibility can greatly impact the combined cost burden. The region’s housing stock continues to diversify, with most areas showing larger shares of new housing in the form of apartments and row housing.

BUDGET APPROVAL PROCESS The proposed 2017 Budget and Annual Work Plan for Regional Planning (Housing Policy & Planning) are presented to the Housing Committee for consideration and endorsement before being forwarded to the Board for consideration.

The next steps of the budget process are:

• The 2017 Budget and Annual Work Plan for Regional Planning (Housing Policy & Planning) willbe presented at the Board Budget Workshop on October 21, 2016.


ALTERNATIVES 1. That the Housing Committee endorse the 2017 Regional Planning (Housing Policy & Planning)

Budget and Annual Work Plan as presented in the report “2017 Budget and Annual Work Plan – Regional Planning (Housing Policy & Planning)” dated September 27, 2016 and forward to the Board Budget Workshop on October 21, 2016 for consideration.


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2. That the Housing Committee make recommendations and endorse the 2017 Regional Planning(Housing Policy & Planning) Budget and Annual Work Plan as amended and forward to the BoardBudget Seminar on October 21, 2016 for consideration.

FINANCIAL IMPLICATIONS The 2017 Budget and Annual Work Plan for Regional Planning (Housing Policy & Planning) as presented in Alternative 1 comprise part of the overall GVRD tax requisition. The 2017 Regional Planning budget, if approved by the GVRD Board, is projecting a requisition of $3,351,769 (9.2%) which is part of the overall GVRD requisition of $51.6 million representing a $2 increase to the average household after accounting for population growth in the region.

While the majority of revenue to cover projected Regional Planning expenditures will come from the GVRD tax requisition, non-tax revenue sources account for approximately XX% of the operating budget. These non-tax revenue sources include: Sustainability Innovation Fund Reserves; and funds from the Regional Planning Growth Strategy reserve.

Under Alternative 2, the Committee may wish to consider recommending amendments to the operating budget to reflect Board strategic priorities. Any proposed changes would require an update to the tax requisition for the service.

SUMMARY / CONCLUSION As part of the annual budget process for 2017, Annual Work Plans have been prepared to accompany service area budgets in order to provide Committee and Board members with a high level overview on the role of the service, the total budget, overall staff complement, performance indicators and key actions for the coming year.

The 2017 Budget for Regional Planning is projecting a tax requisition increase of 9.2% over 2016. This increase is due to the inclusion of a request for one new staff position, the inclusion of a Communications Program, and allocation of Centralized Support Costs to reflect the 2017 borrowing costs for the purchase of a new Head Office complex.

The Budget for 2017 has been prepared to respond to direction provided in the Board Strategic Plan, support the goals of the Metro 2040: Shaping our Future, the regional growth strategy and the Regional Affordable Housing Strategy, and to support the implementation of a Metro Vancouver Strategic RAHS Implementation Plan. Staff recommend endorsing the 2017 Budget and Annual Work Plan for Regional Planning (Housing Policy & Planning) as presented under Alternative 1.

Attachments:

1. 2017 Regional Planning Operating Budget Detail (#19618199)2. Regional Planning (Housing Policy & Planning) 2017 Annual Work Plan (#19620587)3. Organizational Chart for Planning, Policy and Environment Department - Regional Planning

B25A ALO Attachment 1

2015 2015 2016 2017 %


REVENUES

GVRD Requisition 2,882,410$ 2,882,410$ 3,069,324$ 3,351,769$ 9.2%Sustainability Fund Reserves 40,000 21,400 58,600 150,000 Reserves 50,000 36,000 185,000 270,000

TOTAL REVENUES 2,972,410$ 2,939,810$ 3,312,924$ 3,771,769$ 13.9%

EXPENDITURES

Operating Programs:Regional Planning 2,039,963$ 1,932,639$ 2,337,055$ 2,518,170$ Environment 550,087 343,350 539,090 534,682

2,590,050 2,275,989 2,876,145 3,052,852 6.1%

Housing Policy and Planning 181,917 160,376 177,591 407,304 130.0%




GREATER VANCOUVER REGIONAL DISTRICTREGIONAL PLANNING2017 BUDGET REVIEW

2017 ANNUAL WORK PLAN

11572174

PARKS, PLANNING & ENVIRONMENT Regional Planning (Housing Policy & Planning)

Description of services Regional Planning undertakes research and policy analysis and implementation in support of a prosperous, resilient and livable region. A primary responsibility is to develop, implement and monitor Metro 2040: Shaping our Future, the regional growth strategy, which also identifies a mandate for Metro Vancouver to develop complete communities that are characterized by diverse and affordable housing choices. This includes considering the full continuum of housing needs in the region.

The Housing Policy & Planning Program relates to the development and implementation of housing policies in support of affordable housing and contributes to development decisions related to Metro Vancouver Housing Corporation.

The 2017 budget for Regional Planning (Housing Policy & Planning) is $418,304.

Strategic directions and high level goals supported Board Strategic Plan · Support an evidence-based approach to analyzing the affordability challenges in the Metro

Vancouver region. · Facilitate collaboration among members to expand the range of housing options in the region.· Continue to advocate to other orders of government for funding and programs to improve the

affordability of housing in the region.



Current performance


Average percent of median income spent on housing and transportation costs

2011 baseline: 49% for renter households; 40% for owner households

49% for renter households; 40% for owner households (Can only be measured every 5 years)

40% for all households

New housing units by type (diversity)

2011 baseline of existing units: 51% ground-oriented; 9% row housing; 40% apartment

2014-15 new additional units: 21% ground-oriented; 16% row housing; 63% apartment

Ongoing diversity

Attachment 2

18720610


Current performance


New housing units by tenure (diversity)

2011 baseline: 42% freehold; 23% condominium; 35% rental

2014-15 new additional units: 24% freehold; 57% condominium; 19% rental

Ongoing diversity

2017 key actions · Implementation of a Metro Vancouver Strategic Implementation Plan (RAHS)· Exploring funding, financing and partnership options to increase the stock of affordable housing

in the region· Preparation of updated Apartment Parking study· Preparation of a Rental Housing Facts in Focus publication· Expand and prioritizing the criteria through which decisions are made about development /

redevelopment opportunities· Ongoing support for members in implementing complete community / housing affordability

actions in Metro 2040

GENERALMANAGER



Policy & Management


Services


Growth Management


18924228 September 28, 2016

FTRs = 9.0

FTRs = 31.0

FTRs = 1.5

FTRs = 113.6

FTRs = 18.5



Department Support

Ambient Air Quality

Monitoring


Management


Data & Assessment

Parks EastServices


Parks West Services


Environment


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Attachment 3

To: Housing Committee

From: Don Littleford, Director, Housing


Subject: 2017 Budget and Annual Work Plan – MVHC

RECOMMENDATION That the Housing Committee endorse the 2017 MVHC Budget and Annual Work Plan as presented in the report “2017 Budget and Annual Work Plan – MVHC” dated September 26, 2016 and forward these to the Board Budget Workshop on October 21, 2016 for consideration.

PURPOSE To present the 2017 MVHC Budget and Annual Work Plan for consideration by the Housing Committee.

BACKGROUND The Housing function comprises all 23 members within Metro Vancouver and is focused on providing affordable rental housing while working to end homelessness in the region. Housing comprises two functions with separate budgets and funding sources:

- Metro Vancouver Housing Corporation (MVHC): The MVHC provides about 3400 units of affordable, mixed income rental housing. MVHC is financed primarily through rents collected from tenants with no impact on regional rate payers.

- Homelessness Partnering Strategy: Metro administers the ‘Homelessness Partnering Strategy’ program funded entirely by the federal government. There is no impact on regional rate payers.

The Housing function is guided by the Board Strategic Plan and Regional Affordable Housing Strategy with a focus on the following strategic directions and goals:

· Continue to provide safe, secure and affordable rental housing in the region across a rangeof incomes through the MVHC

· Expand the supply of housing units offered by the MVHC, focusing on large scale, transitoriented developments where possible

· Facilitate collaboration among Metro members to expand the supply and range of otherhousing in the region

· Continue to fulfill obligations under the Metro contract with Service Canada under theHomelessness Partnering Strategy

In the past year Metro Vancouver has initiated a long term financial planning process, in particular with an increased emphasis on the development of a five year financial plan. The focus of this report and the budget and annual work plans attached is 2017. Preliminary five year financial plans have been preen prepared utilizing the framework presented to the Intergovernment and Finance Committee on July 20, 2016. The Five Year Financial Plan will be an agenda item for the Board Strategic Workshop scheduled for February 24th, 2017.

2017 BUDGET AND ANNUAL WORK PLAN This report is structured to provide the budgetary highlights of Housing functions. The Operating and Capital Budget Details (Attachments 1 & 2) and the Work Plan (Attachment 3) are provided for the Committee’s consideration. In addition, an organizational chart shows the department structure for Housing (Attachment 4).

The 2017 Housing Budget and Annual Work Plan has been prepared to respond to the strategic direction provided by the Board. This is reflected in the two areas Housing works in:

MVHC is a major landlord in the region, and in 2017 efforts will continue to ensure that the MVHC provides safe, secure, and affordable housing through its 49 complexes and 3400 suites. Continuing to meet a high level of maintenance and capital replacement standards is a major driver for 2017, and includes a capital replacement program of $6 million. The housing stock is generally 30 or more years old and dozens of projects are scheduled that include roofing replacements, boiler and plumbing upgrades, and selective exterior upgrading such as window replacements. As well, to maintain market appeal, older kitchens, bathrooms and flooring are replaced on tenant turnover.

The Board’s strategic direction also includes ending Homelessness. Metro is the administrator of the federal government’s Homelessness Partnering Strategy program. Following the announcement in June 2016 of an additional $2 million per year in funding over the next two years, Metro Housing’s homelessness staff will continue to issue proposal calls, make contract awards, and administer various projects under the auspices of the agreement.

Operating Budget Highlights The MVHC operating budget is proposed to increase by $512,000 (1.3%) in 2017 for a total operating budget of $41.1 million (Attachment 1). This increase is primarily due to an increase in operational costs in the MVHC such as annual increases in labour, materials, contractor charge-out rates as well as an increase in the cost of taxes and insurance. As previously reported to the Board, the impact of the financing of the December 2015 purchase of a new head office complex has been included in the 2017 centralized support budget. The allocation of these costs to the various Metro Vancouver entities and functions reflects the 2017 borrowing costs.

The 2017 MVHC operating budget includes the following key actions: · Advancement of priority MVHC property developments, including development applications

to municipalities · Completion of conversion of laundry facilities to direct MVHC equipment ownership and

operation · Continue natural gas and electrical energy reduction projects, tracking and benchmarking

energy use, and developing an annual energy reporting structure.

There are no major operating budget consulting assignments anticipated in 2017.

There is no change in the overall staffing number.

Capital Budget Highlights The Housing capital budget for 2017 is $ 12.6 million (Attachment 2). This increase reflects about $7 million per year for routine capital replacement projects, typical of past years, and provision of $5.7 million for the commencement of construction of Heather Place Phase 1. The latter remains dependent on achieving City of Vancouver building and demolition permit approvals necessary to commence construction.

Highlights of capital projects planned for 2017 include the following:

· Building Envelope upgrades at Grandview Gardens, Evergreen and Tivoli and other smallerprojects

· Construction of Heather Place Phase 1· Roofing replacements at Le Chateau, London Square, Hemlock Court, Maple Vine Court,

Lynden Court· Exterior painting projects at six sites· Major balcony replacement projects at McBride and Minato West· Boiler Replacements at London Square, Regal Place and Inlet Centre

Annual Work Plan Performance Indicators

Within the Housing Annual Work Plan, 3 performance indicators have been developed and are being tracked. These include:

· Percentage of total units rented to subsidized tenants· Overall vacancy percentage· Percentage of MVHC communities with tenant associations

The trend in these performance measures suggest that the MVHC has reached a sustainable number of subsidized units and tenant associations within its current financial capacity while achieving vacancy rates below CMHC benchmarks.

BUDGET APPROVAL PROCESS The proposed 2017 Budget and Annual Work Plan for Housing is presented to the Housing Committee for consideration and endorsement before being forwarded to the Board for consideration.

The next steps of the budget process are: • The 2017 Budget and Annual Work Plan for Housing will be presented at the Board

Budget Workshop on October 21, 2017. • The GVRD Board will consider the broader Budget on October 28, 2017.• The MVHC Board will consider the 2017 Housing Budget on October 28, 2017

ALTERNATIVES 1. That the Housing Committee endorse the 2017 MVHC Budget and Annual Work Plan as

presented in the report “2017 Budget and Annual Work Plan – MVHC” dated September 26, 2016 and forward these to the Board Budget Workshop on October 21, 2016 for consideration.

2. That the Housing Committee make recommendations and endorse the 2017 MVHC Budget andAnnual Work Plan as amended and forward to the Board Budget Workshop on October 21, 2017for consideration.

FINANCIAL IMPLICATIONS The 2017 Budget and Annual Work Plan for the MVHC function in Housing is presented in Alternative One. MVHC Operations and the Homelessness Partnering Strategy are financed by sources that have no impact on the GVRD tax requisition. The MVHC is funded by tenant rents, parking fees and laundry revenue, while the Homelessness program is funded entirely by the federal government. Housing policy is now under Regional Planning, and is budgeted through Regional Planning and is supported by the tax requisition.

Under Alternative Two, the Committee may wish to consider recommending amendments to the operating and/or capital budget to reflect Board strategic priorities. Proposed changes would not affect the tax requisition other than for the Housing Policy function.

SUMMARY / CONCLUSION As part of the annual budget process for 2017, Annual Work Plans have been prepared to accompany service area Budgets in order to provide Committee and Board members with a high level overview on the role of the service, the total budget, overall staff complement, performance indicators and key actions for the coming year.

The 2017 MVHC budget will increase by 1.3%, covered by market tenant rent increases. The Homelessness function has no impact on the tax requisition. The Housing policy function is budgeted through Regional Planning.

Within the MVHC function, operating expenditures as outlined in the 2017 Annual Work Plan are projected to increase by $512,000 (1.3%) over 2016 while capital program expenditures total $12.6 million which includes $5.7 million to cover year one of the new Heather Place construction.

The Budget for 2017 has been prepared to respond to direction provided in the Board Strategic Plan, support the goals of the Regional Affordable Housing Strategy and to maintain the MVHC in good repair. Staff recommend endorsing the 2017 Budget and Annual Work Plan as presented under Alternative One.

Attachments: 1. 2017 Housing Operating Budget Detail (#19588557)2. 2017 Housing Capital Budget Detail (#19579436)3. Housing 2017 Annual Work Plan (#19234710)4. Organizational Chart for Housing

19492177

B16A ALO

2015 2015 2016 2016 2017 %

BUDGET ACTUAL BUDGET ACTUAL YTD BUDGETBUDGET CHANGE

REVENUES

Housing Rents 34,727,509$ 35,686,436$ 35,770,618$ 24,366,205$ 36,761,446$ 2.8%Housing Subsidies 4,139,706 4,063,391 3,965,673 2,717,323 3,321,289 Other External Revenues 832,560 857,693 835,729 676,567 1,001,032

TOTAL REVENUES 39,699,775$ 40,607,521$ 40,572,020$ 27,760,094$ 41,083,767$ 1.3%

EXPENDITURES

Operating Programs:Property Operations 17,151,402$ 17,187,834$ 17,673,262$ 11,179,156$ 18,080,715$ Maintenance 1,742,341 1,679,844 1,874,407 1,356,127 2,050,233 Financial Services 581,027 551,698 592,530 387,392 594,809 Tenant Program and Services 468,759 482,975 499,088 338,139 505,451 Site Administration 957,022 1,104,567 1,143,964 802,082 1,153,553 Administration and Department Support 652,110 590,603 662,593 487,560 670,003

21,552,661 21,597,521 22,445,844 14,550,455 23,054,764 2.7%

Allocation of Centralized Costs 1,667,140 1,667,136 2,080,217 1,386,811 4,124,906 98.3% Total Operating Programs 23,219,801 23,264,657 24,526,061 15,937,267 27,179,670 10.8%

Debt Service 15,509,979 15,380,307 15,163,814 11,347,576 12,675,690 (16.4%)

Contribution to Reserve 969,995 1,962,557 882,145 - 1,228,407 39.3%

TOTAL EXPENDITURES 39,699,775$ 40,607,521$ 40,572,020$ 27,284,843$ 41,083,767$ 1.3%

EXPENDITURES BY TYPE

Direct ExpendituresSalaries and Benefits 5,349,991$ 5,314,704$ 5,478,791$ 3,825,769$ 5,592,554$ 2.1%Consulting, Contracted and Professional Services 373,824 315,139 249,497 240,782 297,206 19.1%Legal 21,500 24,121 42,000 67,816 62,094 47.8%Repairs and Maintenance 7,106,931 7,388,623 7,497,153 4,971,483 7,891,421 5.3%Materials and Supplies 175,667 120,941 183,087 54,361 185,831 1.5%Utilities, Permits and Taxes 6,189,585 6,186,573 6,608,856 3,839,357 6,617,434 0.1%Training/Conference/Travel 109,677 100,352 116,197 78,521 133,467 14.9%Vehicles and Equipment Operating 126,150 143,703 168,150 111,792 168,150 0.0%Other 379,803 283,834 382,580 214,219 387,318 1.2%Debt Service 15,509,979 15,380,307 15,163,814 11,347,576 12,675,690 (16.4%)

35,343,107 35,258,296 35,890,125 24,751,676 34,011,165 (5.2%)

Contribution to Reserves 2,689,528 3,682,090 2,601,678 1,146,355 2,947,696 13.3%

Allocated ExpendituresShared Services N/ACorporate Services 1,667,140 1,667,136 2,080,217 1,386,811 4,124,906 98.3%

1,667,140 1,667,136 2,080,217 1,386,811 4,124,906 98.3%

TOTAL EXPENDITURES 39,699,775$ 40,607,521$ 40,572,020$ 27,284,843$ 41,083,767$ 1.3%

METRO VANCOUVER HOUSING CORPORATIONHOUSING

2017 BUDGET REVIEW

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Attachment 1

B17

METRO VANCOUVER HOUSING CORPORATIONCAPITAL PROGRAMS & PROJECT DETAILS

REGIONAL HOUSING2017 BUDGET

2017CAPITAL BUDGET

CAPITAL EXPENDITURES

Housing Development - Heather Place - Building A $ 5,650,000

Capital Replacement 6,974,446

TOTAL CAPITAL EXPENDITURES $ 12,624,446

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Attachment 2


METRO VANCOUVER HOUSING CORPORATION

Description of services Metro Vancouver Housing Corporation (MVHC) owns and operates 49 housing sites that provide over 3,400 units of affordable rental housing for low and moderate income households across the region. MVHC is financed primarily through the collection of rents from its tenants. As such, MVHC has no impact on municipal tax requisitions. Housing also provides advice and research for municipalities on affordable housing and is the administrator of the Federal Government Homelessness (HPS) program.

The annual operating budget for this business area is $41,083,767 and the capital budget is $12,624,446, comprising of $6,974,446 for Operating Capital and $5,650,000 for Development Capital.

Strategic directions and high level goals supported

Board Strategic Plan · Operate and expand mixed income affordable rental housing in the region through MVHC· Implement actions under the recently adopted Regional Affordable Housing Strategy· Advocate for funding and collaborate with senior governments, member municipalities and industry

stakeholders for programs and measures to improve housing affordability

Goals · To provide safe, secure and affordable rental accommodation to individuals and families across a

range of incomes. · To expand the supply of MVHC rental housing.· To develop policies and actions to encourage an increase in the supply of affordable housing in the

region.



Current performance


Percentage of total units rented to subsidized tenants

33% 2016 projected: 33%

33%

Vacancy percentage (based on # units) CMHC in 2015: 1.06%

2016 projected: 1.5%

1.5%

Percentage of MVHC communities with tenant associations

0 → 28 In 5 years

2016: 57% (28)

57%

2017 key actions · 50% completion of Heather Place Building ‘A’ (Phase 1)· Pre-Application and rezoning application submitted for Malaspina Village redevelopment· Pre-application and rezoning application for Kingston redevelopment (subject to BCHMC funding)· Improved digital connectivity for MVHC operations and maintenance process

Attachment 3

GENERAL MANAGER

PROPERTY SERVICESHOUSING

CORPORATION

FINANCE OPERATIONS &

SYSTEMS

FINANCIAL PLANNING PROCESSES

BUDGETS, BUSINESS SUPPORT & ANALYSIS

Financial Analysis

Accounting Operations

Tenant Services & Support

Treasury & Long-Term Planning

Business & Risk Advisory

Property Acquisitions

Property Management

Finance

18920084 September 28, 2016

FTRs = 10.0

FTRs = 26.0

FTRs = 16.0

FTRs = 64.0

FTRs = 9.0

Financial Services2016 Total FTRs = 172.0


Department Support

FTRs = 2.0

Financial Systems

PURCHASING & RISK

MANAGEMENT

Purchasing & Risk

Management

Materials Management

FTRs = 44.0

Accounts Payable

Payroll Operations

Duplicating & Mailing Services

Fleet Services

Operations & Maintenance

SW Area

NW Area

NE Area

SE Area

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Attachment 4

19356032

To: Regional Parks Committee

From: Frieda Schade, Director (Acting), Regional Parks


Subject: 2017 Budget and Work Plan – Regional Parks

RECOMMENDATION That the Regional Parks Committee endorse the 2017 Regional Parks Budget and Work Plan as presented in the report “2017 Budget and Work Plan – Regional Parks” dated September 21, 2016 and forward them to the GVRD Board Budget Workshop on October 21, 2016 for consideration.

PURPOSE To present the 2017 Regional Parks Budget and Work Plan for consideration by the Regional Parks Committee

BACKGROUND The Regional Parks function comprises all 23 members within Metro Vancouver plus the City of Abbotsford and provides a regional park system that consists of 14,500 hectares of parkland with 23 regional parks, five greenways, two ecological conservancy areas and three regional reserves serving over 11 million visitors annually. The Regional Parks function is guided by the Board Strategic Plan and Regional Parks Plan (2016) with a focus on the following goals:

Protect important natural areas to contribute to regional livability and to enhanceconnections

Within the context of natural area protection, provide opportunities for people to connectwith, enjoy, be active and learn about the environment

In the past year Metro Vancouver has initiated a long term financial planning process, in particular with an increased emphasis on the development of a five year financial plan. The focus of this report and the budget and annual work plans attached is 2017. Preliminary five year financial plans have been preen prepared utilizing the framework presented to the Intergovernment and Finance Committee on July 20, 2016. The Five Year Financial Plan will be an agenda item for the Board Strategic Workshop scheduled for February 24, 2017.

2017 BUDGET AND WORK PLAN This report is structured to provide the budgetary highlights of the Regional Parks function. The budget details Operating Budget (Attachment 1), Capital Budget (Attachment 2) and the Work Plan (Attachment 3) are provided for the Committee’s consideration. A Department organizational chart (Attachment 4) shows the department structure for the Regional Parks function.

The 2017 Regional Parks Budget and Work Plan has been prepared to continue safe and effective park operations, maintain and replace aging facilities, accommodate continued high visitor levels, continue to address actions arising from the Regional Parks Service Review Report (2014), provide additional educational programs and celebrate the Regional Parks 50th anniversary, using the newly developed regional parks “brand”.

Operating Budget Highlights The Regional Parks operating budget is proposed to increase by $1,539,865 (4.5%) in 2017, for a total operating budget of $35,968,513. This increase is primarily due to, inflation impacts, labor adjustments, seasonal positions, branding and the 50th anniversary celebration.

The 2017 Regional Parks budget, if approved by the GVRD Board, is projecting a total tax requisition of $ 1,825,909, an increase of 5.7%. A reduction in projected revenues from filming for 2017 has affected the tax requisition.

Key Actions The 2017 Operating Budget includes the following key actions:

Hold opening ceremony for completed Kanaka Creek Watershed Stewardship Centre; Deliver the Regional Parks 50th Anniversary celebrations supported by the Narrative Branding

plan and a 50th anniversary campaign; Continue to implement Regional Parks Service Review actions, especially the ongoing Land

Acquisition Strategy and several policy initiatives; Initiate park management planning activities for Widgeon Marsh Regional Park Reserve; Establish five regular full‐time positions and expand seasonal educational programs and

bylaw compliance

A new budget item for 2017 is the 50th anniversary program. The 50th anniversary program makes significant use of existing staff and budgets. The 2017 budget provides for five new events, a branding campaign, and out of pocket costs for passport, display and related items.

Highlights of consulting studies and contract services include:

• Land Acquisition Strategy ($145,000)• Widgeon Marsh Regional Park Reserve Management Planning ($40,000)• Regional Parks Narrative and Branding plan ($50,000) and 50th Anniversary Campaign

($50,000) through Metro Vancouver External Relations• Contract Park Caretakers and Gatekeepers (increase of $65,927)• Brae Island tree replacement ($50,000)

The budget includes $500,000 for external legal advice.

Other Budget Highlights As previously reported to the Board, the impact of the financing of the December 2015 purchase of a new head office complex has been included in the 2017 centralized support budget. The allocation of these costs to the various Metro Vancouver entities and functions reflects the 2017 borrowing costs.

Five temporary positions hired between 2007 and 2010 are proposed to be regularized into permanent positions. These positions provide key services in the areas of Park Operations and Technicians (3), Visitor Services (1), and Research Officer (1). They have been funded within the regional parks budget since 2007 and thus there is no budget impact.

An additional 2.25 equivalent seasonal and auxiliary positions are proposed to meet demands for park operations, educational programs and to assist in the transition to a new bookings and reservations system. Seasonal staffing is integral in meeting the demands during peak periods.

Capital Budget Highlights The Capital Budget has three parts: Heritage Parkland Acquisition Fund; Capital Maintenance; and Capital Development and Replacement.

The Regional Parks Capital Budget is proposed to be $11,295,000, just slightly less than the $11,960,000 budgeted in 2016. This is primarily due to large project phasing and sequencing.

Heritage Parkland Acquisition Fund The Heritage Parkland Acquisition Fund is proposed to remain at $4 million. Should an opportunity for a land purchase come forward that exceeds the annual land acquisition budget, the GVRD Board has the authority to authorize the additional expenditure with payment funded by existing reserves or through borrowing. Further, as part of developing the Regional Parks Land Acquisition Strategy, staff will identify funding options for Board consideration in the future.

Capital Maintenance Capital Maintenance work, projected at $2,620,000 for 2017, is primarily delivered through an asset management system that inspects, maintains and replaces built assets valued at $63 million. Capital Maintenance has been increased by $520,000 in 2017 based on predicted costs of inspecting, maintaining and replacing aging assets, especially bridges and buildings.

Built assets include washroom buildings, concession buildings, caretaker facilities, other buildings, roads, parking lots, utilities, trails, bridges, boardwalks, campgrounds, picnic tables, signs, kiosks and picnic shelters. This program also includes $290,000 dedicated to resource management projects and $50,000 to improve regional park accessibility.

Capital Replacement and Development This program in 2017, projected to be $4,675,000, provides funding to large scale projects, both new and or larger‐scale replacement projects as listed in Attachment 2. Attachment 5 contains brief project descriptions and Attachment 6 is a map showing the regional distribution of these projects. Key projects include:

Colony Farm Sheep Paddocks Trail ($1,200,000) Aldergrove day use and trail improvements ($875,000; $500,000 in grant funding) Burnaby Lake replacement of Still Creek bridge ($600,000) Derby Reach design of full service washroom ($200,000) Surrey Bend enlargement of parking area ($250,000) Colony Farm Waterline loop trail construction ( $150,000) Continued site planning, program identification and design for future projects at Pacific Spirit

Service Yard ($300,000), Crippen Orchard ($100,000), and Belcarra picnic area south($150,000)

Colony Farm Sustainability Innovation Funded solar power for service area‐ $100,000 Solid Waste Management Plan implementation – Support Zero Waste Phase II ($200,000) A number of facility replacement, safety and Interpretive projects are collectively budgeted

in small projects ($350,000)

Work Plan Performance Indicators Within the Regional Park Work Plan, four (4) performance indicators have been developed and are being tracked. These indicators include:

Total number of Annual Visits Total number of Annual Participants in Park Programming Annual Volunteer Hours Sensitive Ecosystems Protected in Regional Parks

The trend in these performance measures suggests that regional parks are well attended. Though visit numbers seem to have moderated slightly to date in 2016, regional parks have typically experienced increases in annual visits that exceed the region’s annual population growth.

Participation in Regional Parks programs remains steady, with an increased number of turn‐a‐ways as programs and or facilities are quickly booked. Volunteer activities continue to grow as community organizations and individual volunteers become more engaged in regional parks through the Park Partnership Program. Regional Parks is also experiencing an increase in demand to undertake more stewardship activities.

The sensitive ecosystems protected in regional parks performance measure was introduced in 2015, and will be reviewed in 2017, after the regional sensitive ecosystem inventory is updated. This performance indicator measures the area of the region’s sensitive ecosystems protected within regional parks. While this performance indicator may not change significantly year after year, staff believe that increments of three or five years should indicate outcomes of both increased land protection and the amount of habitat restoration.

BUDGET APPROVAL PROCESS The proposed 2017 Budget and Work Plan for the Regional Parks function is presented to the Regional Parks Committee for consideration and endorsement before being forwarded to the GVRD Board for consideration. The next steps of the budget process are:

• The 2017 Budget and Work Plan for the Regional Parks function will be presented at the BoardBudget Workshop on October 21, 2016.

• The GVRD Board will consider adoption of the Budget on October 28, 2016.

ALTERNATIVES 1. That the Regional Parks Committee endorse the 2017 Regional Parks Budget and Work Plan

as presented in the report “2017 Budget and Work Plan – Regional Parks” dated September 21, 2017 and forward them to the GVRD Board Budget Workshop on October 21, 2016 for consideration.

2. That the Regional Parks Committee make recommendations and endorse an amended 2017Regional Parks Budget and Work Plan and forward the amended budget to the GVRD BoardBudget Workshop on October 21, 2016 for consideration.

FINANCIAL IMPLICATIONS The Regional Parks function is funded by and part of the overall GVRD tax requisition. The 2017 Regional Parks budget Alternative 1 , if approved by the GVRD Board, is projecting a requisition of $33.7 million (a 5.7% increase from 2016). This forms part of the overall GVRD tax requisition of $51.6 million which, after accounting for population growth in the region, represents a $2 increase to the average household.

The majority of revenue to cover projected Regional Parks function expenditures will come from the GVRD tax requisition but non‐tax revenue sources account for approximately 6% of the operating budget. Non‐tax revenue sources include: facility rentals and events, commercial use permits, interpretive programming, commercial filming, pay parking, camping, rental housing, food concessions, grant funding and commercial leases and licenses.

Under Alternative 2, the Regional Parks Committee may wish to consider recommending amendments to the operating and/or capital budget to reflect the GVRD Board strategic priorities. Any proposed changes would require an update to the tax requisition for the service.

SUMMARY / CONCLUSION As part of the annual budget process for 2017, a Work Plan with performance indicators has been prepared to accompany the Regional Parks Budget. This provides Committee and Board members with a high‐level overview on the role of the service, the total budget, and key actions for the coming year.

The 2017 Budget for the Regional Parks function is projecting a tax requisition of $33.7 million, which forms part of the overall GVRD tax requisition of $51.5 million. The budget for 2017 has been prepared to respond to direction provided in the GVRD Board Strategic Plan and support the goals of the Regional Parks Plan. The budget provides funding to maintain safe and effective park operations,

sustain visitor satisfaction, celebrate parks 50th anniversary, maintain aging assets, build new facilities and plan for the future.

Within the overall Regional Parks function, operating expenditures as outlined in the 2017 Budget are projected to increase by 1,539,865 (4.5 %) over 2016, while capital program expenditures, based on the projected work plan, are projected to decline slightly to $11,295,000, a reduction of $665,000 from 2016.

Staff recommend endorsing the 2017 Budget and Work Plan as presented in Alternative 1.

Attachments: (orbit doc # 19501089) 1. 2017 Regional Parks Operating Budget Detail2. 2017 Regional Parks Capital Budget Detail3. Regional Parks 2017 Work Plan4. Park, Planning and Environment Department Organizational Chart5. 2017 Regional Parks Capital Program Scope Statements6. Regional Parks 2017 Capital Development ‐ Distribution of Expenditures Map

B27A ALO

2015 2015 2016 2017 %


REVENUES

GVRD Requisition 30,909,043$ 30,909,043$ 31,840,537$ 33,666,446$ 5.7%User Fees 972,142 1,059,301 1,030,702 1,066,173 Other External Revenues 960,503 1,297,322 1,204,863 919,524 Sustainability Fund Reserves - - 80,000 35,000 Reserves 146,658 16,160 272,546 281,370

TOTAL REVENUES 32,988,346$ 33,281,827$ 34,428,648$ 35,968,513$ 4.5%

EXPENDITURES

Operating Programs:Systems Planning and Engineering Services

Planning and Research 1,220,769$ 912,459$ 1,065,780$ 1,097,451$ Engineering Services 807,445 881,409 1,166,793 1,175,884

2,028,214 1,793,868 2,232,573 2,273,335 1.8%

Systems Visitor and Operations ServicesVisitor Services 1,648,048 1,453,037 1,463,601 1,470,951 Operations Services 1,687,145 1,771,757 1,840,135 1,866,070

3,335,193 3,224,794 3,303,736 3,337,021 1.0%

Central Area ServicesOperations and Maintenance 3,292,201 3,320,742 3,384,014 3,581,977 Area Visitor Services 483,791 490,643 572,758 622,048 Area Management and Administration 528,897 496,741 528,816 532,748 Area Resource Management 230,969 215,200 219,348 221,111 Area Planning 169,867 107,176 172,323 174,236

4,705,725 4,630,502 4,877,259 5,132,120 5.2%

East Area ServicesOperations and Maintenance 3,623,338 3,581,661 3,488,266 3,620,555 Area Visitor Services 522,124 423,831 624,464 680,408 Area Management and Administration 519,529 507,516 525,939 531,301 Area Resource Management 191,641 194,653 219,783 221,770 Area Planning 136,046 110,361 138,570 139,701

4,992,678 4,818,021 4,997,022 5,193,735 3.9%

West Area ServicesOperations and Maintenance 4,523,729 4,622,041 4,664,614 4,657,060 Area Visitor Services 531,120 491,261 646,704 677,824 Area Management and Administration 732,618 615,778 761,782 771,727 Area Resource Management 189,393 187,410 216,634 233,696 Area Planning 126,915 87,031 131,674 143,013 Burns Bog Ecological Conservancy Area 405,085 295,336 460,087 380,556

6,508,860 6,298,857 6,881,495 6,863,876 (0.3%)

Administration and Department Support 1,058,876 1,051,909 1,273,889 1,797,200 41.1%


Utility Voice Radio 90,460 - 83,540 70,566 (15.5%)

Quality Control Allocated 48,743 52,337 50,559 50,959 0.8%

Allocation of Centralized Support Costs 2,725,368 2,725,368 2,677,549 3,215,917 20.1% Total Operating Programs 25,494,117 24,595,657 26,449,622 28,034,729 6.0%

Debt Service 242,026 223,727 227,026 181,784 (19.9%)

Contribution to Capital Reserve 7,252,203 7,252,203 7,752,000 7,752,000 0.0%


GREATER VANCOUVER REGIONAL DISTRICTREGIONAL PARKS

2017 BUDGET REVIEW

5.1 Attachment 1

5.2 Attachment 2

2017

CAPITAL

TOTAL CAPITAL EXPENDITURES

B28

GREATER VANCOUVER REGIONAL DISTRICT

CAPITAL PROGRAMS & PROJECT DETAILS

REGIONAL PARKS

2017 BUDGET


Burnaby Lake ‐ Still Creek Bridge ReplacementSmall Capital Replacement and Development ProjectsPacific Spirit ‐ Service Yard Replacement

Parks‐Capital Replacement and Development

Colony Farm ‐ Sheep Paddocks Trail RebuildAldergrove ‐ Implement Management Plan

Belcarra ‐ South Picnic AreaColony Farm Water Line Connector TrailAllowance for New Park Facilities

Surrey Bend ‐ Parking Lot ExpansionDerby Reach ‐ Full Service WashroomSystem Wide ‐ Solid Waste Implementation Plan

Colony Farm ‐ Solar System for Service Yard (SIF)Crippen ‐ Davies Orchard CabinsService Yard Program

Heritage Parkland Acquisition Fund Projects

$11,295,000

Capital Maintenance Projects 2,620,000$2,620,000

$4,000,000

4,000,000

$4,675,000

100,000100,000100,000100,000150,000150,000200,000200,000250,000300,000350,000600,000875,000

$1,200,000


PARKS, PLANNING & ENVIRONMENT Regional Parks

Description of services This business area is responsible for the planning, operations, development, property acquisition and management, resource management, bylaw enforcement, public relations, community stewardship, visitor services and educational programs of Metro Vancouver’s Regional Parks.

The Regional Parks system includes 14,500 hectares of parkland, serves 11.3 million visits annually, and contains 23 regional parks, 5 regional greenways, 2 ecological conservancy areas and 3 regional reserves.

The operating budget for this business area is $28,034,729 and the capital budget is $11,295,000.

Strategic direction and high level goals supported Board Strategic Plan Protect important natural areas in the region. Provide opportunities for the region’s growing and diverse population to connect with, enjoy, be

active within and learn about the natural environment. Integrate the Regional Parks system with others’ efforts to protect important natural areas and

systems in the region.

Regional Parks Plan Board approved 2016 Protect important natural areas to contribute to regional livability and to enhance connections. Within the context of natural area protection, provide opportunities for people to connect with, enjoy,

be active and learn about the environment.



Current performance 2017 performance objectives

Annual number of visits to regional parks

MV 5‐year average: 10,220,000

2015: 11,300,000 2014: 10,800,000 2013: 10,400,000 2012: 9,500,000 2011: 9,100,000

2015: 11,300,000 11,000,000

Annual number of participants in park programming (including special events, recreation, interpretive and school programs)

MV 5‐year average: 51,700

2015: 55,900 2014: 61,600 2013: 45,000 2012: 49,000 2011: 47,000

2015: 55,900 65,000

5.1 Attachment 3



Annual number of volunteer hours (for Park Associations, stewardship, educational programs and events)

MV 3‐year average: 24,400 2015: 26,200 2014: 24,000 2013: 23,000

2015: 26,200 27,000

Area of the Region’s sensitive ecosystems protected in Regional Parks

Current baseline established 2014. Will be updated in 2017.

9,924 hectares 9,924 hectares

2017 key actions

Hold official opening of the completed Kanaka Creek Watershed Stewardship Centre and beginoperations

Deliver MV Regional Parks 50th anniversary program and, where scheduled, participate in Canada150 Celebrations

Implement Metro Vancouver Regional Parks Branding program and 50th anniversary campaignwith Metro Vancouver External Relations

Advance management planning for Widgeon Marsh Regional Park Reserve Participate in Admiralty Point land management discussions with Tsleil‐Waututh Nation led by

Parks Canada Implement remaining actions from Board adopted 2014 Regional Parks Service Review report Continue work and seek Board adoption of Regional Parks Land Acquisition Strategy Commence phase one construction of Colony Farm Sheep Paddocks Trail Replace Still Creek Bridge at Burnaby Lake Regional Park Undertake detailed design of full service washroom facility at Derby Reach Regional Park

Edgewater Bar day‐use area Undertake construction of initial Aldergrove Regional Park Management Plan implementation at

the Main Day‐use Area and Gordon’s Brook Confirm site and undertake design for Pacific Spirit Regional Park Service Facility Expand parking lot at Surrey Bend Regional park Finalize site plans and programs for Belcarra Regional Park South Cabin area, and Crippen Regional

Park Davies Orchard Cottage area Install solar panels at Colony Farm service area‐ funded by Sustainability Innovation Fund grant

GENERALMANAGER



Policy & Management


Services


Growth Management


18924228 September 28, 2016

FTRs = 9.0

FTRs = 31.0

FTRs = 1.5

FTRs = 113.6

FTRs = 18.5



Department Support

Ambient Air Quality

Monitoring


Management


Data & Assessment

Parks EastServices


Parks West Services


Environment


5.1 Attachment 4

Attachment 4

5.1 Attachment 5

2017 REGIONAL PARKS CAPITAL PROGRAM

SCOPE STATEMENTS

Capital Replacement and Development Projects

PROJECT NAME SCOPE / PROJECT DESCRIPTION

1 COLONY FARM Sheep Paddocks Trail Rebuild ($1.2M)

Construct in three phases 1.6km of multi‐use trail connecting Pitt River Road and Mundy Creek trail. Includes amenities and landscaping.

2 ALDERGROVE Implement Management Plan ($875K)

Implement the Aldergrove Regional Park Management Plan. Includes upgrades to Main Day Use Area, Gordon’s Brook trail, Dog Off Leash Area, and the Forest Core.

3

BURNABY LAKE Still Creek Bridge Replacement ($600K)

Replace existing pedestrian bridge over Still Creek with new 26 m long steel and aluminum structure.

4

SYSTEM WIDE Small Capital Replacement and Development Projects ($350K)

Fund allocated for various small capital projects distributed across the regional parks system. Public health and safety, interpretative displays and access improvements.

5

6

7

8

PACIFIC SPIRIT Service Yard Replacement ($300K)

SURREY BEND Parking Lot Expansion ($250K)

DERBY REACH Full Service Washroom ($200K)

SYSTEM WIDE Solid Waste Implementation Plan ($200K)

Site selection, planning and design for replacement of existing regional parks service yard.

Construction of phase 2 of parking lot in Day Use Area (60 additional gravel stalls) to meet unexpectedly high initial park visitation.

Plan & design a full service washroom and related amenities to integrate facility into park.

Ongoing implementation of solid waste management plan through the replacement and upgrade of identified waste receptacles in regional parks.

PROJECT NAME SCOPE / PROJECT DESCRIPTION

9 BELCARRA South Picnic Area(150K) Site plan for the South Picnic Area.

10

COLONY FARM Western Perimeter Trail Connector ($150K)

Construct 500m of multiuse trail to connect to trail being built by GVWD as part of waterline construction project. Will complete a new trail loop within the park.

11 CRIPPEN Davies Orchard Cabins ($100K)

Planning for upgrades to cottage area.

12

13

SYSTEM WIDE Service yard program (100K)

COLONY FARM Solar Power System (SIF) for Service Yard (100K)

Plan and design for replacement, upgrade of priority service yard(s).

Replace gas‐powered generators with a solar energy system to reduce GHG emissions, increase operational efficiencies, and reduce fuel expenses.

Parks‐Capital Replacement and Development

September 20160 10 205Kilometers

REGIONAL PARKS DISTRIBUTION OF CAPITAL EXPENDITURES - 2017 CAPITAL BUDGET Parks

Capital Replacement and Development - Total Expenditures $ 4,575,000

Burnaby Lake ($600,000)Still Creek Bridge Replacement

Surrey Bend ($250,000)Parking Lot Expansion

Belcarra ($150,000)South Picnic Area Plan

Colony Farm ($1,200,000)Sheep Paddock Trail RebuildPhase 1

Colony Farm ($150,000)Western Connector Trail

Derby Reach ($200,000)Full Service Washroom Design

Colony Farm ($100,000)Solar Power System for Service Yard

Aldergrove ($875,000)Implement Management Plan

Pacific Spirit ($300,000)Service YardSite Selection & Design

Crippen ($100,000)Davies Orchard Cabins Plan

Regional Parks with Capital Expenditures - 2017 Capital Budget

System Wide Expenditures:Small Capital Replacemnt & Development Projects ($350,000)Solid Waste Implementation Plan ($200,000)Service Yard Program ($100,000)

5.1 Attachment 6

19542335

To: Regional Planning Committee

From: Elisa Campbell, Director, Regional Planning & Electoral Area Services, Planning, Policy and Environment


Subject: 2017 Budget and Annual Work Plan – Regional Planning (Regional Planning and Environment)

RECOMMENDATION That the Regional Planning Committee endorse the 2017 Regional Planning (Regional Planning and Environment) Budget and Annual Work Plan as presented in the report “2017 Budget and Annual Workplan – Regional Planning (Regional Planning and Environment)” dated September 27, 2015, and forward them to the Board Budget Workshop on October 21, 2016 for consideration.

PURPOSE To present the 2017 Regional Planning (Regional Planning and Environment) Budget and Annual Work Plan for consideration by the Regional Planning Committee.

BACKGROUND The Regional Planning function provides research and policy analysis and implementation in support of a prosperous, resilient and livable region for all 23 members within Metro Vancouver. A primary responsibility is to develop, implement and monitor Metro 2040: Shaping our Future, the regional growth strategy. There are four main programs within the Regional Planning function: Growth Management; Planning & Analytics (captured within the ‘Regional Planning’ budget program); Environment; and Housing Policy & Planning. The first three of these are the focus of this report and the associated Annual Work Plan.

Regional Planning (Regional Planning and Environment) is guided by the Board Strategic Plan and Metro 2040: Shaping our Future, the regional growth strategy, with a focus on the following strategic directions and goals:

Continue to develop and implement effective and adaptive tools and processes for achievingthe goals in Metro 2040.

Support the efforts of members in developing complete and livable communities.

Coordinate the development of effective collaborative approaches to ensure that the regioncan adapt to changing conditions.

Guide the development of policies, plans and tools that can lead to creative solutions formanaging competition for land in the region.

Advocate the merits of integrating regional land use and transportation planning. Develop, adopt and implement a regional climate action strategy for reducing regional

greenhouse gas emissions and adapting to climate change.

2017 Budget and Annual Work Plan – Regional Planning (Regional Planning & Environment) Regional Planning Committee Meeting Date: October 14, 2016

Page 2 of 5

In the past year Metro Vancouver has initiated a long term financial planning process, in particular with an increased emphasis on the development of a five year financial plan. The focus of this report and the budget and annual work plans attached is 2017. Preliminary five year financial plans have been prepared utilizing the framework presented to the Intergovernment and Finance Committee on July 20, 2016. The Five Year Financial Plan will be an agenda item for the Board Strategic Workshop scheduled for February 24th, 2017.

2017 BUDGET AND ANNUAL WORK PLAN This report is structured to provide the budgetary highlights of the Regional Planning function, focusing on the Regional Planning and Environment operating programs. (The Housing Policy and Planning program is being considered by the Housing Committee.) The Budget Details (Attachment 1) and the 2017 Annual Work Plan (Attachment 2) are provided for the Committee’s consideration.In addition, an organizational chart is attached that shows the department structure for Regional Planning (Attachment 3).

The 2017 Regional Planning (Regional Planning and Environment) Budget and Annual Work Plan have been prepared to respond to the strategic directions provided by the Board and in support of a range of activities that span across three program areas: Growth Management; Planning & Analytics; and Environment. Staff involved in these program areas conduct research and policy analysis; implement supporting tools and guidelines; perform outreach and educational work; and respond to requests for assistance to emerging issues from elected officials and municipal staff.

Operating Budget Highlights The Regional Planning Committee is responsible with reviewing the annual budgets for the Regional Planning Program, Environment Program and associated communication initiatives which comprise part of the GVRD Regional Planning function. As shown in the table below, the proposed 2017 Budget for these programs is increasing by $176,707 for a total of $3,116,852. This is an excerpt from the overall proposed 2017 GVRD Regional Planning budget (Attachment 1).

2016 2017 %

Regional Planning $2,337,055 $2,518,170

Environment $539,090 $534,682

Communication Program $64,000 $64,000

$2,940,145 $3,116,852 6.0%

The 2017 increase is primarily due to retaining external consultants to provide additional expertise in support of the Regional Planning 2017 work plan and anticipated inflationary impacts.

The 2017 Regional Planning (Regional Planning and Environment) operating budget includes the following key actions:

• Research and engagement in support of a Regional Industrial Lands Strategy• Preparation of long‐range (100‐Year) land use projections / scenarios• Preparation of Data & Analytics Strategy• Contributions to Integrated Regional Climate Action Strategy


Page 3 of 5

• Online Metro 2040 Dashboard• ‘Shaping our Communities’ Initiative• Ecological Health Plan completion• Regional Land Cover project• Ecosystem Services Valuation – Carbon• Updated Agricultural Land Use Inventory• Regional Drayage Scenarios study• Ongoing support for members in implementing Metro 2040


Regional Industrial Lands Strategy ($30,000) Frequent Transit Corridor / Land Use Studies ($20,000) Economic Prosperity in Urban Centres ($20,000) 100‐Year Land Use Scenarios ($40,000) Shaping our Communities Initiative ($20,000) Ecosystem Services Valuation ($20,000) Regional Land Cover Analysis ($12,500) Regional Agricultural Land Use Inventory Update ($10,000) Addressing Illegal Fill Study ($70,000) Apartment Parking Study ($20,000) Purchase of Census and other Data ($40,000) SIF ‐ Metro Vancouver Grow Green ($20,000) SIF – City of Langley Urban Agriculture ($50,000) SIF – Transit Oriented Affordable Housing Fund ($100,000)

The budget includes $64,000 for a Communications Program to support the work plan. Associated activities include multi‐media services, stakeholder engagement and corporate communications.

As previously reported to the Board, the impact of the financing of the December 2015 purchase of a new head office complex has been included in the 2017 centralized support budget. The allocation of these costs to the various Metro Vancouver entities and functions, as shown in Attachment 1, reflects the 2017 borrowing costs.

Annual Work Plan Performance Indicators Within the Regional Planning (Regional Planning and Environment) Annual Work Plan, four performance indicators have been developed and are being tracked. These include:

Percentage of residential growth occurring within the Urban Containment Boundary (UCB) Percentage of new dwelling units located within Urban Centres Number of hectares of land within the Metro 2040 Agricultural designation Number of hectares added to, or removed from, Industrial and Mixed Employment areas.

The trend in these performance measures suggest that while progress toward core Metro 2040 growth management goals is in the desired direction, the limited land supply in the region will


Page 4 of 5

continue to present a challenge that requires attention and commitment to effective management by all municipal partners.

BUDGET APPROVAL PROCESS The proposed 2017 Budget and Annual Work Plan for Regional Planning (Regional Planning and Environment) are presented to the Regional Planning Committee for consideration and endorsement before being forwarded to the Board for consideration.


• The 2017 Budget and Annual Work Plan for Regional Planning (Regional Planning andEnvironment) will be presented at the Board Budget Workshop on October 21, 2016.


ALTERNATIVES 1. That the Regional Planning Committee endorse the 2017 Regional Planning (Regional Planning

and Environment) Budget and Annual Work Plan as presented in the report “2017 Budget and Annual Work Plan – Regional Planning (Regional Planning and Environment)” dated September 27, 2016 and forward to the Board Budget Workshop on October 21, 2016 for consideration.

2. That the Regional Planning Committee make recommendations and endorse the 2017 RegionalPlanning (Regional Planning and Environment) Budget and Annual Work Plan as amended and forward to the Board Budget Seminar on October 21, 2016 for consideration.

FINANCIAL IMPLICATIONS The 2017 Budget and Annual Work Plan for Regional Planning (Regional Planning and Environment) as presented in Alternative 1 comprise part of the overall GVRD tax requisition. The cumulative 2017 Regional Planning budget, if approved by the GVRD Board, is projecting a requisition of $3,351,769 (9.2%) which is part of the overall GVRD requisition of $51.6 million representing a $2 increase to the average household after accounting for population growth in the region.

While the majority of revenue to cover projected Regional Planning expenditures will come from the GVRD tax requisition, non‐tax revenue sources account for approximately ZZ% of the operating budget. These non‐tax revenue sources include: Sustainability Innovation Fund Reserves; and funds from the Regional Planning Growth Strategy reserve.

Under Alternative 2, the Committee may wish to consider recommending amendments to the operating budget to reflect Board strategic priorities. Any proposed changes would require an update to the tax requisition for the service.

SUMMARY / CONCLUSION As part of the annual budget process for 2017, Annual Work Plans have been prepared to accompany service area budgets in order to provide Committee and Board members with a high level overview on the role of the service, the total budget, overall staff complement, performance indicators and key actions for the coming year.


Page 5 of 5

The cumulative 2017 Budget for Regional Planning (that includes all Regional Planning programs) is projecting a tax requisition increase of 9.2% over 2017. The increase associated with the Regional Planning (Regional Planning and Environment programs) is 6.0%, and is due to retaining external consultants to provide additional expertise in support of the 2017 workplan, anticipated inflationary impacts, and the allocation of Centralized Support Costs to reflect the 2017 borrowing costs for the purchase of a new Head Office complex.

The Budget for 2017 has been prepared to respond to direction provided in the Board Strategic Plan, support the goals of the Metro 2040: Shaping our Future, the regional growth strategy, and to facilitate land use and growth management research and policy analysis and implementation in support of a prosperous, resilient and livable region. Staff recommend endorsing the 2017 Budget and Annual Work Plan for Regional Planning (Regional Planning and Environment) as presented under Alternative 1.

Attachments (Doc. #19619773)1. 2017 Regional Planning Operating Budget Detail.2. Regional Planning 2017 Annual Workplan3. Organizational Chart for Planning, Policy and Environment Department ‐ Regional Planning.

B25A ALO

2015 2015 2016 2017 %

BUDGET ACTUAL BUDGET BUDGET

BUDGET

CHANGE

REVENUES

GVRD Requisition 2,882,410$ 2,882,410$ 3,069,324$ 3,351,769$ 9.2%Sustainability Fund Reserves 40,000 21,400 58,600 150,000 Reserves 50,000 36,000 185,000 270,000

TOTAL REVENUES 2,972,410$ 2,939,810$ 3,312,924$ 3,771,769$ 13.9%

EXPENDITURES

Operating Programs:Regional Planning 2,039,963$ 1,932,639$ 2,337,055$ 2,518,170$ Environment 550,087 343,350 539,090 534,682

2,590,050 2,275,989 2,876,145 3,052,852 6.1%

Housing Policy and Planning 181,917 160,376 177,591 407,304 130.0%




GREATER VANCOUVER REGIONAL DISTRICT

REGIONAL PLANNING

2017 BUDGET REVIEW

DDavis

Text Box

5.1 Attachment 1


PARKS, PLANNING & ENVIRONMENT Regional Planning (Regional Planning and Environment)

Description of services The Regional Planning function entails research and policy analysis and implementation in support of a prosperous, resilient and livable region. A primary responsibility is to develop, implement and monitor Metro 2040: Shaping our Future, the regional growth strategy.

There are four main programs within the Regional Planning function: Growth Management; Planning & Analytics (captured within the ‘Regional Planning’ budget program); Environment; and Housing Policy & Planning. The first three of these are the focus of this Work Plan and involve the following scope:

Growth Management: This activity supports the growth management aspect of developingand implementing Metro 2040.

Planning & Analytics: This activity relates to the collection and analysis of key data relevantto Metro Vancouver functions, including growth management, transportation planning andutilities planning. This activity also includes emerging work to visualize and communicate datain ways that support decision-making. The activity supports monitoring of Metro 2040.

Environment: This activity relates to the environmental planning work that is conducted insupport of Metro 2040, as well as broader ecological health and environment issues.

The 2017 budget for Regional Planning (Regional Planning and Environment) is $3,116,852.

Strategic directions and high level goals supported Board Strategic Plan

Continue to develop and implement effective and adaptive tools and processes for achieving thegoals in Metro 2040.

Support the efforts of members in developing complete and livable communities.

Coordinate the development of effective collaborative approaches to ensure that the region canadapt to changing conditions.

Guide the development of policies, plans and tools that can lead to creative solutions formanaging competing demands on land in the region.

Advocate the merits of integrating regional land use and transportation planning.

Develop, adopt and implement a regional climate action strategy for reducing regionalgreenhouse gas emissions and adapting to climate change.

Metro Vancouver 2040: Shaping our Future

Goal 1 - Create a compact urban area

Goal 2 - Support a sustainable economy

Goal 3 - Protect the environment and respond to climate change impacts

Goal 4 - Develop complete communities

Goal 5 - Support sustainable transportation choices

DDavis

Text Box

5.1 Attachment 2

DDavis

Text Box



Current performance


Percentage of residential growth occurring within the Urban Containment Boundary (UCB)

2011 baseline: 97% 2014 review: 98% 2015 review: 99%

99% 98%

Percentage of new dwelling units located within Urban Centres

2011 baseline: 26% 2014 review: 36% 2015 review: 42%

42% 40%

Number of hectares of land within the Metro 2040 Agricultural designation

2011 baseline:55,313 2014 review: 55,342 2015 review: 55,243

55,243 No loss

Number of hectares added to, or removed from Industrial areas

2011 baseline: 10,190 2014 review: 10,130 2015 review: 10,142

10,142 No loss

Number of hectares added to, or removed from Mixed Employment areas

2011 baseline: 3,394 2014 review: 3,393 2015 review: 3,383

3,383 No loss

2017 key actions

Research and engagement in support of a Regional Industrial Lands Strategy

Preparation of long-range (100-Year) land use projections / scenarios

Preparation of Data & Analytics Strategy

Contributions to Integrated Regional Climate Action Strategy

Online Metro 2040 Dashboard

Shaping our Communities Initiative

Ecological Health Plan completion

Regional Land Cover project

Ecosystem Services Valuation – Carbon

Updated Agricultural Land Use Inventory

Regional Drayage Scenarios study

Ongoing support for members in implementating Metro 2040

GENERALMANAGER



Policy & Management


Services


Growth Management


18924228 September 28, 2016

FTRs = 9.0

FTRs = 31.0

FTRs = 1.5

FTRs = 113.6

FTRs = 18.5



Department Support

Ambient Air Quality

Monitoring


Management


Data & Assessment

Parks EastServices


Parks West Services


Environment


DDavis

Text Box

5.1 Attachment 3

To: Utilities Committee From: Simon So, General Manager, Liquid Waste Services Date: October 11, 2016 Meeting Date: October 13, 2016 Subject: 2017 Budget and Work Plans – Liquid Waste Services

RECOMMENDATION That the Utilities Committee endorse the 2017 Liquid Waste Services Budget and Work Plans as presented in the report “2017 Budget and Work Plans – Liquid Waste Services” dated October 7, 2016 and forward them to the Board Budget Workshop on October 21, 2016 for consideration.

PURPOSE To present the 2017 Liquid Waste Services Budget and Work Plans for consideration by the Utilities Committee. BACKGROUND The Liquid Waste Services function comprises 17 member municipalities and one electoral area within Metro Vancouver, serving a population of approximately 2.5 million. The wastewater collection and treatment system consists of over 530 kilometers of trunk sewers, 33 pump stations and 5 treatment plants that convey and treat an average of 1.2 billion litres of wastewater per day. The urban drainage function comprises the Still Creek/Brunette, Port Moody/Coquitlam and UBC Drainage Areas. Liquid Waste Services is guided by the Board Strategic Plan and the Integrated Liquid Waste and Resource Management Plan with its primary focus on the following strategic directions and goals: Board Strategic Plan:

Manage the liquid waste system in a manner that protects public health and the environment

Ensure the long‐term resilience and ability of the liquid waste system to meet future demands and challenges in a resource‐constrained world

Invest in programs to promote behavior that is consistent with regional liquid waste objectives

Integrated Liquid Waste and Resource Management Plan:

Protect public health and the environment

Use liquid waste as a resource

Effective, affordable and collaborative management

In the past year Metro Vancouver has initiated a long term financial planning process, in particular with an increased emphasis on the development of a five year financial plan. The focus of this report is on the 2017 budget and annual work plans that are attached. Preliminary five year financial plans have been prepared utilizing the framework presented to the Intergovernment and Finance Committee on July 20, 2016. The Five Year Financial Plan will be an agenda item for the Board Strategic Workshop scheduled for February 24, 2017. 2017 Budget and Work Plans This report is structured to provide the budgetary highlights of the Liquid Waste Services functions. The Budget Details (Attachments 1, 2 and 3) and the Work Plans (Attachment 4) are provided for the Committee’s consideration. In addition, an organizational chart is attached that shows the department structure for Liquid Waste Services (Attachment 5). The 2017 Liquid Waste Services Budget and Work Plans have been prepared to respond to the strategic direction provided by the Board and key objectives included in the Integrated Liquid Waste and Resource Management Plan. These objectives include increased efforts to deliver new infrastructure to meet regional growth and regulatory requirements, determining the impact of contaminants of emerging concern, pursuing opportunities for resource recovery from wastewater, development of climate change mitigation and adaptation strategies and ongoing development of our Asset Management systems. Operating Budget Highlights The Liquid Waste function operating budget is proposed to increase by $18.9 million (8.7%) in 2017 for a total budget of $235.0 million (Attachment 1). Of this increase, $4.2 million is due to the commencement of the decommissioning of the Iona Island Wastewater Treatment Plant biosolids lagoons in the Vancouver Sewerage Area in preparation for the secondary treatment upgrade, with the remaining $14.7 million primarily due to increased debt service and contribution to capital to support increased infrastructure investments required to meet service requirements and growth demands. The 2017 operating budget includes the following key actions:

Complete development of regulatory requirements for sewage discharge from hospitals, acute care facilities, and post-secondary and research laboratories;

Commence dewatering of the sludge lagoons at Iona Island WWTP in preparation for secondary treatment upgrade;

Commence project definition for the Iona Island WWTP secondary treatment upgrade;

Commence a detailed assessment of the impacts of climate change on liquid waste and stormwater infrastructure and develop mitigation and adaptation strategies;

Continue the development of an asset management plan for Liquid Waste Services;

Implement environmental monitoring program to establish baseline concentrations of contaminants of emerging concern in sediments in the vicinity of sewer overflow outfalls;

Develop water reuse and optimization opportunities in the wastewater treatment plants;

Complete commissioning of the new Solids Handling facility at Iona Island WWTP.


Development of Asset Management Plan ($254,000);

Combined sewer separation planning for South False Creek catchment area ($175,000);

Source control outreach programs targeting toxic materials and pollutants ($100,000);

Research and innovation projects including effluent heat recovery at Lions Gate WWTP, reclaimed water use, climate change mitigation and adaptation planning ($260,000);

Monitoring programs to assess ambient conditions in the Strait of Georgia, Burrard Inlet, Fraser River and Boundary Bay ($673,500);

Receiving environment monitoring for Lions Gate WWTP, Iona Island WWTP and Annacis Island WWTP ($1,062,000);

Condition assessment for high-risk sewers ($100,000);

Flow monitoring to support the update of Fraser Sewerage Area hydraulic models ($460,000). The 2017 budget for Liquid Waste Services also includes program budget for Environmental Regulation & Enforcement which issues industrial discharge permits, orders and licenses and then promotes compliance and enforces liquid waste bylaws. The proposed 2017 Environmental Regulation & Enforcement budget includes $1.67 million for the liquid waste services regulation and enforcement activities. The Communications Program budget of $400,000 includes $220,000 in support of a regional Unflushables Campaign, $160,000 for a regional grease behavior change campaign and $20,000 for biosolids education. As previously reported to the Board, the impact of the financing of the December 2015 purchase of a new head office complex has been included in the 2017 centralized support budget. The allocation of these costs to the various Metro Vancouver entities and functions reflects the 2017 borrowing costs. The following new positions are proposed for 2017:

1.0 Senior Project Engineer position to support the East Fraser Sewerage Area Servicing and Treatment project;

1.0 Senior Project Engineer position to manage sewer capital projects in Project Delivery and to support the long-term capital program;

1.0 Senior Project Engineer position to provide additional electrical maintenance engineering required for existing and newly constructed major Water and Liquid Waste facilities.

In addition, four temporary positions hired between 2006 and 2010 are proposed to be regularized into permanent positions. These positions provide key services in the areas of laboratory technician work at the chemistry laboratory and the WWTP process laboratory and in the corporate energy program and have been funded as regular positions within the Liquid Waste Services budget since 2006. Capital Budget Highlights The Liquid Waste Services capital budget in 2017 is $163.7 million (Attachment 3). Highlights of capital projects planned for 2017 include the following:

Complete construction of the Iona Island WWTP Solids Handling Screening and Degritting facility;

Complete construction of the System Control and Laboratory Building at Annacis Island WWTP;

Complete design of the new Annacis Island WWTP Outfall System;

Commence construction of the Annacis Island WWTP Stage 5 Expansion – Phase I;

Commence construction of the Annacis Island WWTP Cogeneration Back-Up Power Project;

Commence construction of the new Sapperton Pumping Station;

Award the Lions Gate Secondary WWTP Design-Build-Finance contract. Work Plan Performance Indicators Within the Liquid Waste Work Plans, 28 performance indicators have been developed and are being tracked. These include:

Volume and Unit Cost of wastewater collected and treated;

Compliance with Operational Certificates;

Purchased energy use per unit volume of wastewater treated;

Digester gas utilization at the wastewater treatment plants;

Progress on major capital projects;

Beneficial use of biosolids;

Odour Complaints received from the public. The trend in these performance measures suggest that our operations continue to successfully meet regulatory and environmental requirements, dry weather wastewater volume per capita is decreasing steadily, odour complaints have been increasing over the last three years and Sanitary Sewage Overflows (SSOs) increased last year due to wet weather. BUDGET APPROVAL PROCESS The proposed 2017 Budget and Work Plans for Liquid Waste Services are presented to the Utilities Committee for consideration and endorsement before being forwarded to the Board for consideration. The next steps of the budget process are:

The 2017 Budget and Work Plans for Liquid Waste Services will be presented at the Board Budget Workshop on October 21, 2015.

The Board will consider adoption of the Budget on October 28, 2015. ALTERNATIVES 1. That the Utilities Committee endorse the 2017 Liquid Waste Services Budget and Work Plans as

presented in the report titled “2017 Budget and Work Plans ‐ Liquid Waste Services” dated October 7, 2016 and forward it to the Board Budget Workshop on October 21, 2016 for consideration.

2. That the Utilities Committee make recommendations and endorse the 2017 Liquid Waste Services

Budget and Work Plans as amended and forward to the Board Budget Workshop on October 21, 2016 for consideration.

FINANCIAL IMPLICATIONS If the GVS&DD Board approves the 2017 Liquid waste function Budget and Work Plan as presented in Alternative 1, the annual GVS&DD levy will increase by 7.0% in 2017 to generate the majority of the revenue of $235.0 million required to offset projected expenditures. Expenditures include costs of operations, debt service costs and contribution to capital. The 7.0% increase in the GVS&DD Levy translates into an overall $10 impact to the average household after taking into account population growth in the region. Under Alternative 2, the Committee may wish to consider recommending amendments to the operating and/or capital budget to reflect Board strategic priorities. Any proposed changes would require an update to the GVS&DD levy for the service. SUMMARY / CONCLUSION As part of the annual budget process for 2017, Work Plans have been prepared to accompany service area Budgets in order to provide Committee and Board members with a high level overview on the role of the service, the total budget, performance indicators and key actions for the coming year. The 2017 Budget for Liquid Waste Services is projecting a GVS&DD levy increase of 7.0% for 2017. This increase is primarily due to increased debt service and contribution to capital expenditures to support infrastructure investments required to continue to meet service requirements and growth demands, and the commencement of decommissioning of the biosolids lagoons at Iona Island Wastewater Treatment Plant in the Vancouver Sewerage Area in preparation for the secondary treatment upgrade of the plant. Within the overall Liquid Waste Services function, operating expenditures as outlined in the 2017 Work Plans are projected to increase by $18.9 million (8.7%) over 2016. The Liquid Waste Services capital budget in 2017 is $163.7 million. The budget for 2017 has been prepared to respond to direction provided in the Board Strategic Plan, support the goals of the Integrated Liquid Waste and Resource Management Plan, and to address demands associated with upcoming infrastructure projects needed to meet growth demands and regulatory changes. Staff recommend endorsing the 2017 Budget and Work Plans as presented under Alternative 1. Attachments:

1. 2017 Liquid Waste Services Operating Budget Detail 2. 2017 Environmental Regulation and Enforcement Operating Budget Detail 3. 2017 Liquid Waste Services Capital Budget Detail 4. Liquid Waste Services 2017 Work Plans 5. Organizational Chart for Liquid Waste Services Department

19288403

B6A ALO

2015 2015 2016 2017 %

BUDGET ACTUAL BUDGET BUDGET

BUDGET

CHANGE

REVENUES

GVS&DD Levy 192,334,433$ 192,334,433$ 200,250,619$ 214,252,058$ 7.0%

User Fees 2,451,925 2,654,069 2,458,761 2,404,241

Transfer from DCC Reserves 3,643,015 5,375,200 3,488,610 6,809,038

BOD/TSS Industrial Charges 7,558,982 8,286,783 8,518,412 8,658,686

Other External Revenues 150,000 1,175,778 150,000 150,000

Sustainability Reserve Funds - - 635,000 200,000

Reserves 4,273,746 3,341,457 625,260 2,551,000

TOTAL REVENUES 210,412,101$ 213,167,719$ 216,126,662$ 235,025,023$ 8.7%

EXPENDITURES

Operating Programs:

Policy Planning and Analysis

Sustainability Fund 1,127,000$ 1,127,000$ 1,127,000$ 1,127,000$

Utility Analysis and Infrastructure 1,436,155 1,260,737 1,254,549 1,460,898

Utility Policy and Planning 1,483,005 1,323,723 1,380,445 1,502,359

4,046,160 3,711,460 3,761,994 4,090,257 8.7%

Management Systems and Utility Services

Annacis Research Centre 455,954 452,835 459,177 478,335

Department Technical Training 1,323,407 959,534 1,175,345 1,165,152

Dispatch 142,265 150,246 114,801 116,227

Energy Management 209,932 181,055 261,900 254,787

Engineers in Training 463,598 382,696 631,218 703,924

Engineering Standards 101,968 95,247 105,725 106,882

Liquid Waste Residuals 12,332,899 11,398,677 14,193,588 19,848,532

Management Systems Utility Services 1,351,895 1,217,576 1,500,924 1,530,761

Records Management 95,880 89,732 97,903 98,976

Security Enhancements 411,720 - - -

Utility Voice Radio 154,723 145,288 180,904 156,100

Wastewater Research and Innovation 1,169,172 1,012,701 1,636,818 1,496,362

18,213,413 16,085,587 20,358,303 25,956,038 27.5%

Environmental Management and Quality Control

Environmental Management and Quality Control 9,180,354 9,288,764 9,949,625 10,596,234

Source Compliance Monitoring 320,171 368,497 331,939 402,043

9,500,525 9,657,260 10,281,564 10,998,277 7.0%

Project Delivery

Minor Capital Projects 7,155,501 6,513,406 6,293,122 6,404,774

Public Involvement 1,153,713 1,072,611 1,123,387 1,134,599

8,309,214 7,586,017 7,416,509 7,539,373 1.7%

Operations and Maintenance

Lake City Operations 988,696 869,274 985,225 940,143

Maintenance 28,657,103 28,518,995 29,385,611 29,493,549

Operating Contingency 500,000 - - -

SCADA Control Systems 957,740 1,052,629 937,066 967,519

Trucked Liquid Waste 394,673 388,500 396,469 300,655

Urban Drainage 1,126,617 971,639 1,104,501 1,060,878

Wastewater Collection 12,381,048 11,663,508 12,280,407 12,317,361

Major Project Services 718,236 453,537 784,357 620,224

Wastewater Treatment 32,494,310 33,694,618 33,310,774 34,313,239

78,218,423 77,612,700 79,184,410 80,013,568 1.0%



Environmental Regulation and Enforcement 1,672,774 1,643,476 1,643,817 1,669,857 1.6%

Allocation of Centralized Costs 16,599,569 18,925,618 16,192,380 19,588,474 21.0%

Total Operating Programs 138,468,909 137,091,818 141,186,204 152,268,331 7.8%

Debt Service 16,115,428 12,348,072 14,689,772 17,968,327 22.3%

Contribution to Capital 55,827,764 55,827,764 60,250,686 64,788,365 7.5%


GREATER VANCOUVER SEWERAGE AND DRAINAGE DISTRICT

LIQUID WASTE

2017 BUDGET REVIEW

Attachment 1

B7

2016 2017 %

BUDGET BUDGET CHANGE

REVENUES

Liquid Waste Revenues 1,643,817$ 1,669,857$ 1.6%

TOTAL REVENUES 1,643,817$ 1,669,857$ 1.6%

EXPENDITURES

Operating Programs:

Enforcement 1,516,755$ 1,533,840$

Administration and Department Support 127,062 136,017

TOTAL EXPENDITURES 1,643,817$ 1,669,857$ 1.6%

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT

LIQUID WASTE

ENVIRONMENTAL REGULATION AND ENFORCEMENT

2017 BUDGET

Attachment 2

ORIGINAL

TOTAL

PROJECT COSTS

TOTAL

PROJECT

COSTS

$14,000,000 $14,000,000

3,000,000 3,000,000

26,690,000 26,690,000

3,200,000 3,200,000

500,000 500,000

200,000 200,000

2,000,000 2,000,000

300,000 300,000

1,000,000 1,000,000

664,000 664,000

938,000 938,000

6,800,000 6,800,000

5,000,000 5,000,000

600,000 600,000

1,500,000 1,500,000

1,000,000 1,000,000

5,600,000 5,600,000

76,400,000 76,400,000

18,000,000 18,000,000

6,600,000 6,600,000

3,000,000 3,000,000

13,500,000 13,500,000

600,000 600,000

3,500,000 3,500,000

450,000 450,000

13,300,000 13,300,000

1,304,000 1,304,000

1,000,000 1,000,000

250,000 250,000

36,000,000 36,000,000

22,000,000 22,000,000

2,100,000 2,100,000

700,000 700,000

5,000,000 5,000,000

900,000 900,000

650,000 650,000

24,000,000 24,000,000

7,000,000 7,000,000

2,500,000 2,500,000

800,000 800,000

5,090,000 5,090,000

5,000,000 5,000,000

100,000 100,000

$322,736,000 $322,736,000

SD Infrastructure Growth Capital

B8



LIQUID WASTE SERVICES

2017 BUDGET

2017

CAPITAL

BUDGET

CHANGE IN

TOTAL

PROJECT COSTS


FSA - Annacis Outfall System Design - Surge Control 450,000 -

FSA - Burnaby Lake North Interceptor Phillips to Sperling Section Construction 50,000 -

2017 - Approved Projects in Progress

FSA - Annacis Outfall System Design - Outfall $3,500,000 -

FSA - Katzie Pump Upgrade Design 130,000 -

FSA - Katzie Pump Upgrade Design Phase II 100,000 -

FSA - Burnaby Lake North Interceptor Phillips to Sperling Section Detailed Design 300,000 -

FSA - Katzie Genset Assessment Design 50,000 -

FSA - North Road Trunk Sewer Detail Design 200,000 -

FSA - North Road Trunk Sewer Phase 2 Detailed Design 300,000 -

FSA - Langley Pump Station Upgrade Prelim Design 100,000 -

FSA - Marshend Pump Station Capacity Upgrade Prelim Des 300,000 -

FSA - Port Moody PS Upgrade Preliminary Design 400,000 -

FSA - Queensborough Pump Station Replacement Detailed Design 400,000 -

FSA - NSI 104th Ave Extension 1,500,000 -

FSA - NWLWWTP Options Conceptual Design 3,500,000 -

FSA - Sapperton Pump Station Equipment & Construction 12,050,000 -

FSA - South Surrey Interceptor Johnston Section Construction (Pre Build) 4,000,000 -

FSA - Sapperton Forcemain Pump Station Connections Design 200,000 -

FSA - Sapperton Pump Station Design 127,000 -

FSA - SSI - King George Section - Odor Control Facility (OCF) and Grit Chamber 800,000 -

LSA - Lulu Island WWTP Digester No 3 Pre Design 520,000 -

FSA - South Surrey Interceptor Johnston Section Det Design & Property Purchase 1,500,000 -

FSA - Sperling PS Increase Pump Capacity Constr & Propery Acquisition 500,000 -

VSA - Hastings Sanitary Trunk Sewer Construction 500,000 -

VSA - Hastings Sanitary Trunk Sewer Design 530,000 -

NSA - North Vancouver Interceptor - Lynn Branch Pre-build Construction 1,000,000 -

NSA - North Vancouver Interceptor - Lynn Branch Pre-build Design 150,000 -

FSA - Albert Street Trunk Sewer Preliminary Design 250,000 -

FSA - Annacis Outfall System Construction - Outfall Property Acquisition 7,000,000 -

2017 - New Projects

FSA - AIWWTP Effluent Pump Station Preliminary Design 100,000 -

FSA - Cloverdale PS Upgrade Preliminary Design 250,000 -

FSA - Golden Ears Forcemain and River Crossing Preliminary Design 1,000,000 -

FSA - Annacis Outfall System Construction - Surge Control 1,500,000 -

FSA - Burnaby Lake North Interceptor Piper to Philips Section Detailed Design 300,000 -

FSA - NLWWTP Ground Improvements Phase A Construction 1,000,000 -

FSA - Golden Ears Pump Station Preliminary Design 450,000 -

FSA - Lozells Sanitary Trunk Golf Course Section Preliminary Design 150,000 -

FSA - Port Moody PS Upgrade Detailed Design 400,000 -

VSA - Collingwood Trunk Sewer Construction 90,000 -

FSA - North Road Trunk Sewer Construction 1,000,000 -

FSA - NSI Flow Management Preliminary Design 500,000 -

$50,747,000 $0

VSA - Hastings Sanitary Trunk Sewer No. 2 Detailed Design 3,500,000 -

VSA - Hastings-Cassiar Intake Connection Design 100,000 -

Attachment 3

ORIGINAL

TOTAL

PROJECT COSTS

TOTAL

PROJECT

COSTS

B8




2017 BUDGET

2017

CAPITAL

BUDGET

CHANGE IN

TOTAL

PROJECT COSTS


243,500,000 243,500,000

17,000,000 17,000,000

5,000,000 5,000,000

180,000,000 180,000,000

$445,500,000 $445,500,000

2,000,000 2,000,000

2,500,000 2,500,000

395,000 395,000

549,000 549,000

251,000 251,000

1,500,000 1,500,000

2,844,000 2,844,000

12,000,000 12,000,000

10,000,000 10,000,000

800,000 800,000

5,230,000 5,230,000

500,000 500,000

995,000 995,000

650,000 650,000

850,000 850,000

650,000 650,000

3,450,000 3,450,000

430,000 430,000

750,000 750,000

17,700,000 17,700,000

3,700,000 3,700,000

13,400,000 13,400,000

1,000,000 1,000,000

28,200,000 28,200,000

1,000,000 1,000,000

600,000 600,000

600,000 600,000

600,000 600,000

830,000 830,000

550,000 550,000

1,000,000 1,000,000

2,000,000 2,000,000

470,000 470,000

1,550,000 1,550,000

2,000,000 2,000,000

600,000 600,000

8,100,000 8,100,000

2,750,000 2,750,000

953,000 953,000

1,965,000 1,965,000

26,000,000 26,000,000

FSA - Annacis Stage 5 Expansion Phase 1 T1 & T2 20,200,000 -

FSA - Annacis Stage 5 Expansion Phase 2 Detailed Design 2,000,000 -

SD Infrastructure Growth: Annacis Stage 5 Expansion Capital


$27,600,000 $0

FSA - Annacis Stage 5 Expansion Phase 2 Pre Design 400,000 -

FSA - Annacis Stage 5 Expansion Phase 2a Construction 5,000,000 -

FSA - AIWWTP Gravity Thickner and DAF Steel Repair and Recoating 350,000 -

FSA - AIWWTP Replacement of CDAC Equipment in Galleries Construction 800,000 -

SD Infrastructure Maintenance Capital


FSA - AIWWTP Station Battery Replacement - PHASE 1 Detailed Design 18,000 -

FSA - Annacis Island WWTP - CDAC Component Replacement and Upgrade Program 700,000 -

FSA - AIWWTP Replacement of CDAC Equipment in Galleries Detailed Design 295,000 -

FSA - AIWWTP Station Battery Replacement - PHASE 1 Construction 200,000 -

FSA - Annacis Secondary Clarifier Corrosion Repair and Leveling Phase 2 Design & Prepurchase 330,000 -

FSA - Cloverdale PS VFD Replacement Construction 100,000 -

FSA - Annacis MCC 80 051, 80 070, 80 071 Replacement 600,000 -

FSA - Annacis Secondary Clarifier Corrosion Repair and Leveling Phase 2 Constr 1,840,000 -

FSA - North Surrey Interceptor Annieville Channel Crossing Scour Protection 300,000 -

FSA - NWL WWTP 25 kV Substation Replacement Design Phase II 150,000 -

FSA - Cost Allocation Billing Network (Combined 96 F4) 50,000 -

FSA - Crescent Beach FM - Replacement Preliminary Design 200,000 -

FSA - Royal Ave. Sewer Pump Station (RYA) Building Expansion & Electrical Upgrade Constr 1,000,000 -

FSA - Royal Ave. Sewer Pump Station (RYA) Building Expansion & Electrical Upgrade Det Des 100,000 -

FSA - NWL WWTP CDAC System Hardware Upgrade Construction 300,000 -

FSA - NWL WWTP CDAC System Hardware Upgrade Detailed Design 300,000 -

LSA - Gilbert/Brighouse Trunk Pressure Sewer Twinning Phase 2 Design 1,400,000 -

LSA - Gilbert/Brighouse Trunk Pressure Sewer Twinning Phase 3 Construction 500,000 -

FSA - WWTPs Electrical System Studies & Upgrades Detailed Design 385,000 -


LSA - Gilbert/Brighouse Trunk Pressure Sewer Twinning Phase 4 Design 500,000 -

LSA - LIWWTP - Process Waste Drainage (PWD) Replacement Construction 100,000 -

LSA - Gilbert/Brighouse Trunk Pressure Sewer Twinning Phase 3 Design 500,000 -


NSA - Lions Gate Power Dist. MCC Replace/Transformers 2009 250,000 -

VSA - IIWWTP Maintenance and Administration Building HVAC Construction 75,000 -

LSA - LIWWTP RSP Isolation Gates Construction 250,000 -

NSA - Lions Gate Control and Instrumentation Replacement 2011 100,000 -

VSA - IIWWTP Replacement of CoGen Control System Des 170,000 -

VSA - IIWWTP Sed Tank Trough Replacement Construction 1,050,000 -

VSA - IIWWTP MCC/Power Distribution Assess/Replace - Phase 2 300,000 -

VSA - IIWWTP Replacement of CoGen Control System Constr 750,000 -

VSA - Iona Grit System Upgrade Constr 100,000 -

VSA - Iona Island Control & Instrumentation Replacement 2011 750,000 -

VSA - IIWWTP Sludge Thickener #1 Refurbishment Construction 100,000 -

VSA - IIWWTP Water Supply Preliminary Design 300,000 -

VSA - Iona Solids Handling Upgrade Project Construction 2,000,000 -

VSA - Iona MCC/Power Distribution Assess/Replace 2010 310,000 -

VSA - Iona MCC/Power Distribution Assess/Replace Future Years 550,000 -

ORIGINAL

TOTAL

PROJECT COSTS

TOTAL

PROJECT

COSTS

B8




2017 BUDGET

2017

CAPITAL

BUDGET

CHANGE IN

TOTAL

PROJECT COSTS


350,000 350,000

900,000 900,000

750,000 750,000

1,000,000 1,000,000

550,000 550,000

120,000 120,000

120,000 120,000

2,500,000 2,500,000

17,600,000 17,600,000

1,900,000 1,900,000

$187,702,000 $187,702,000

500,000 500,000

14,600,000 34,600,000

9,000,000 9,000,000

25,000,000 30,000,000

2,800,000 2,800,000

2,000,000 2,000,000

1,500,000 1,500,000

400,000 400,000

4,680,000 4,680,000

702,000 702,000

1,500,000 1,500,000

403,000 403,000

650,000 650,000

2,150,000 2,150,000

750,000 750,000

1,000,000 1,000,000

500,000 500,000

7,000,000 7,000,000

12,000,000 12,000,000

780,000 780,000

1,000,000 1,000,000

670,000 670,000

9,300,000 9,300,000

1,500,000 1,500,000

400,000 400,000

3,000,000 3,000,000

10,500,000 10,500,000

$114,285,000 $139,285,000

600,000 600,000

2,500,000 2,500,000

595,000 595,000

1,275,000 1,275,000

2,200,000 2,200,000

2017 - New Projects

FSA - NSI Rehab or Replacement - Phase 1 Detailed Design 50,000 -

FSA - NWI - Annacis Section 2 Improvement Preliminary Design 50,000 -

FSA - AIWWTP Fibre Optic Infrastructure Detailed Design 250,000 -

FSA - Baynes Road PS VFD Replacement Construction 800,000 -

LSA - LIWWTP Fibre Optic Infrastructure Detailed Design 100,000 -

NSA - Glen Eagles Pump Stations Phase 1 Detailed Design 1,500,000 -

FSA - Westridge FM Replacement Preliminary Design 50,000 -

LSA - LIWWTP CDAC Component Upgrade Detailed Design 40,000 -

$24,513,000 $0

VSA - Harbour West & East Interceptors Reloc & Protect Construction 1,000,000 -

VSA - Harbour West & East Interceptors Reloc & Protect Detailed Design 1,900,000 -

FSA - AIWWTP Automation of Influent Gates Design 250,000 -

FSA - AIWWTP Cogeneration Backup Power Construction 5,000,000 20,000,000

SD Infrastructure Resilience Capital


FSA - AIWWTP PST Area Walkway & Column Remediation Construction 500,000 -

FSA - AIWWTP SCL Flow Balancing Construction 200,000 -

FSA - AIWWTP Cogeneration Backup Power Predesign & Detail Design 1,500,000 -

FSA - AIWWTP Cogeneration Backup Power Prepurchase 7,000,000 5,000,000

FSA - New Westminster Interceptor Repair Columbia St. Section Constr 180,000 -

FSA - New Westminster Interceptor Repair Columbia St. Section Design 120,000 -

FSA - FSA Easement Acquisition 150,000 -

FSA - FSA Sewer Seismic Upgrades Implementation Design 200,000 -

FSA - SSI Sulfide Odour and Corrosion Control Study Detailed Design 380,000 -

NSA - Glen Eagles Forcemain Replacement Construction 950,000 -

FSA - NLWWTP Outfall Relocation 200,000 -

FSA - Ocean Park Trunk Crescent Section (OPC) Pipe Rehabilitation/Replacement Design 300,000 -

VSA - 8th Avenue Interceptor Air Treatment Facilities Prelim Design 150,000 -

VSA - Highbury Interceptor Air Treatment Facilities 1,000,000 -

NSA - Glen Eagles Forcemains Replacement Phase 2 Detailed Design 250,000 -

VSA - 8th Avenue Interceptor Air Treatment Facilities Detailed Design 300,000 -

VSA - IIWWTP Sedimentation Tank Effluent Gates Construction 100,000 -

VSA - VSA Easement Acquisition Program 100,000 -

VSA - Highbury Interceptor North Arm Crossing - Upgrade of Siphons Constr 1,500,000 -

VSA - IIWWTP - Biogas Lines Relocation Detailed Design 350,000 -

VSA - VSA Emergency Backup Power Preliminary Design 100,000 -

2017 - New Projects

VSA - VSA Emergency Backup Power Construction Phase 1 2,600,000 -

VSA - VSA Emergency Backup Power Detailed Design 800,000 -

$29,680,000 $25,000,000

FSA - AIWWTP Automation of Influent Gates Construction 500,000 -

FSA - Golden Ears SSO Storage Detail Des & Property Acq 5,000,000 -

FSA - AIWWTP Ammonia Removal Preliminary Design 250,000 -

FSA - AIWWTP Replacement of Protective Relays Construction 500,000 -

SD Infrastructure Upgrade Capital


FSA - All WWTPs Power Quality Monitoring & Outage Alarming Network Constr 500,000 -

FSA - AIWWTP Replacement of Protective Relays Det Design & Equip PrePurchase 300,000 -

FSA - AIWWTP Secondary Bypass Construction 475,000 -

ORIGINAL

TOTAL

PROJECT COSTS

TOTAL

PROJECT

COSTS

B8




2017 BUDGET

2017

CAPITAL

BUDGET

CHANGE IN

TOTAL

PROJECT COSTS


140,000 140,000

500,000 500,000

180,000 180,000

600,000 600,000

650,000 650,000

250,000 250,000

300,000 300,000

7,000,000 7,000,000

2,600,000 2,600,000

185,000 185,000

135,000 135,000

240,000 240,000

300,000 300,000

2,900,000 3,380,000

300,000 300,000

800,000 800,000

10,300,000 10,300,000

1,610,000 1,610,000

630,000 630,000

985,000 985,000

560,000 560,000

900,000 900,000

5,500,000 5,500,000

150,000 150,000

$44,885,000 $45,365,000

79,000,000 79,000,000

16,500,000 16,500,000

670,700,000 670,700,000

$766,200,000 $766,200,000

1,050,000 1,050,000

870,000 870,000

1,200,000 1,200,000

100,000 100,000

10,400,000 10,400,000

1,000,000 1,000,000

255,000 255,000

50,000 50,000

1,050,000 1,050,000

1,000,000 1,000,000

$16,975,000 $16,975,000

$1,898,283,000 $1,923,763,000

FSA - All WWTPs Power Quality Monitoring & Outage Alarming Network Detail Design 140,000 -

FSA - FSA Wastewater Meter Upgrades 100,000 -

FSA - Katzie SSO Treatment 300,000 -

FSA - All WWTPs Power Quality Monitoring & Outage Alarming Network Prepurchase 200,000 -

FSA - Big Bend Forcemain - Gate Replacement Preliminary Design 80,000 -

FSA - Sperling Pump Station Upgrade Constr 900,000 -

FSA - SSI Delta Section Rehabilitation from River Road to Fraser River Construction 1,500,000 -

FSA - NWL Disinfection System Design 250,000 -

FSA - NWL Outfall Conceptual Design 150,000 -

FSA - Westridge PS 1 & 2 Upgrades Preliminary Design 100,000 -

LSA - LIWWTP Power Reliability Preliminary Design 150,000 -

FSA - SSI Delta Section Rehabilitation from River Road to Fraser River Design 50,000 -

FSA - SSI Influent Control Chamber Repair and Replace Gates Design 135,000 -

VSA - IIWWTP Biosolids Dewatering Facility Preliminary Design 500,000 -

VSA - IIWWTP Digester 4 Roof Replacement & Mixing Upgrade Construction 500,000 -

NSA - Lions Gate Sludge Thickener No. 2 945,000 480,000

NSA - NSSA Wastewater Meter Upgrades 50,000 -

2017 - New Projects

FSA - Purchase of a High Performance Liquid Chromatography - Mass Spectrometer 585,000 -

VSA - IIWWTP Grit Channel Effluent Gates and PA Influent Channel Gates Construction 85,000 -

VSA - IIWWTP Provision of a Redundant 12.5 kV Feeder to Switch House Constr 230,000 -

VSA - IIWWTP Biosolids Dewatering Facility Design Build Phase 1 2,750,000 -

VSA - VSA Wastewater Meter Upgrades Detailed Design 50,000 -

FSA - Westridge PS 1 & 2 Upgrades Detailed Design 180,000 -

LSA - LIWWTP Power Reliability Detailed Design 900,000 -

SD Infrastructure Upgrade: Secondary Treatment Capital


$12,855,000 $480,000

2017 - New Projects

NSA - Lions Gate Secondary Wastewater Treatment Plant Construction 1,000,000 -

NSA - Lions Gate Secondary Wastewater Treatment Plant Design 8,000,000 -

VSA - Iona Secondary Treatment Upgrade Project Definition 4,000,000 -

SD Opportunity Capital


$13,000,000 $0

FSA - Fraser Sewerage Area Integrated Resource Recovery (IRR) Study 200,000 -

FSA - North Surrey Interceptor - Port Mann Section - Odour Control Preliminary Design 50,000 -

FSA - AIWWTP IPS VFD Replacement (Pumps 1 to 3) 500,000 -

FSA - AIWWTP TF VFD Replacement (Pumps 1 to 4) 450,000 -

2017 - New Projects

FSA - AIWWTP Hydrothermal Processing Pilot Detailed Design 255,000 -

LSA - LIWWTP Biogas Clean-up Project 2,000,000 -

LSA - Lulu Island Sewerage Area Integrated Resource Recovery (IRR) Study 125,000 -

FSA - AIWWTP TF VFD Replacement (Pumps 1 to 4) Construction 800,000 -

$5,280,000 $0

FSA - AIWWTP Hydrothermal Processing Pilot Preliminary Design 50,000 -

FSA - AIWWTP IPS VFD Replacement (Pumps 1 to 3) Construction 850,000 -

TOTAL CAPITAL EXPENDITURES $163,675,000 $25,480,000


LIQUID WASTE SERVICES Policy, Planning and Analysis

Description of services This business area provides policy development and implementation strategy development; utility analysis, computer modeling and planning work for the sewer system and wastewater treatment plants (WWTPs); coordination of service growth planning with municipalities; implementation of the key components of the Integrated Liquid Waste and Resource Management Plan (ILWRMP); facilitation of plans and strategies to comply with the GVS&DD Act, Provincial Environmental Management Act, and Federal legislation; processing of municipal requests with respect to new membership in the GVS&DD and sewerage or drainage area amendments; Source Control Program and policy development; and the project definition work for the Iona Island WWTP secondary upgrade.


Strategic directions and high level goals supported Board Strategic Plan Manage the liquid waste system in a manner that protects public health and the environment.

Ensure the long‐term resilience and ability of the liquid waste system to meet future demands andchallenges in a resource‐constrained world.

Invest in programs to promote behaviour that is consistent with regional liquid waste objectives.

Integrated Liquid Waste and Resource Management Plan: Goal 1 ‐ Protect public health and the environment

Goal 2 ‐ Use liquid waste as a resource Goal 3 ‐ Effective, affordable and collaborative management



Current performance


Wastewater volume treated per capita during dry weather (litres per day per capita)

MV 5‐year average (2010‐2014):

416 2015: 373 375

Total length of combined sewers remaining in the municipal systems 2001: 1,186 km 2015: 1,044 km 1,020 km

Annual number of wet‐weather related sanitary sewer overflow (SSO) events from Metro Vancouver sewers


17 2015: 45 0

Total number of permits for discharges to sanitary sewers that must be managed and monitored

2014: 204 2015: 219 230

Attachment 4

18728404

2017 key actions Continue Source Control Program initiatives and outreach programs, including working with the

hospital and laboratory sectors, aimed at reducing toxic materials and pollutants problematic for wastewater treatment.

Complete development of regulatory requirement for sewage discharge from hospitals, acute care facilities, post‐secondary and research laboratories following consultation.

Undertake combined sewer separation planning for Metro Vancouver trunk sewers in the South False Creek catchment area.

Initiate Still Creek–Brunette River Drainage Area Hydrology/Hydraulic Model Development and flood plain mapping development as part of a two year project.

Continue to improve sewer computer models for each of the four sewerage areas. Prepare and submit to the Ministry of Environment the 2015‐2016 Biennial Report for the Integrated

Liquid Waste and Resource Management Plan. Initiate the Project Definition Phase for the Iona Island WWTP secondary upgrade.


LIQUID WASTE SERVICES Management Systems & Utility Services

Description of services This business area is responsible for the following Liquid Waste Services functions: business and financial planning and management; capital budget planning; asset management; performance management; safety management; research and opportunity projects; residuals beneficial use management; energy management; the Technical Training and Procedures Program (TTAP); and the Annacis Research Centre.

The operating budget for this business area is $25,956,038 and the capital budget is $630,000.

Strategic directions and high level goals supported Board Strategic Plan Manage the liquid waste system in a manner that protects public health and the environment.

Ensure the long‐term resilience and ability of the liquid waste system to meet future demands andchallenges in a resource‐constrained world.

Invest in programs to promote behavior that is consistent with regional liquid waste objectives.

Integrated Liquid Waste and Resource Management Plan Goal 1 ‐ Protect public health and the environment

Goal 2 ‐ Use liquid waste as a resource Goal 3 ‐ Effective, affordable and collaborative management


Indicator Historical and/or

industry benchmark Current

performance 2017 performance

objective

Percent of biosolids beneficially used MV 5‐year average (2010‐14): 96% 2015: 97% 100%

Number of event‐days at Annacis Research Centre

MV Historical (2013): 80 (2014): 118

2015: 215 2016 (Q1/Q2): 46 120

Annacis Research Centre Research Space Utilization

MV Historical (2013): 23% (2014): 22%

2015: 53% 2016 (Q1/Q2): 70% 70%

18720482

2017 key actions

Commence decommissioning of Iona Island WWTP sludge lagoons and continue with the removal and beneficial use of the stockpiled biosolids.

Initiate two Sustainability Innovation Fund projects: Nanosensors in Sewage Systems (“Smart Sewers”), and Hydrothermal Processing Technology Pilot.

Complete contracts and regulatory approvals for Lions Gate Secondary WWTP effluent heat project, and seek Board approval for the project.

Undertake a detailed assessment of the impacts of climate change on liquid waste and stormwater infrastructure and develop climate change adaptation strategies.

Conduct research projects at the Annacis Research Centre that are aimed at developing compact treatment processes; optimizing H2S mitigation and odour management options; and developing advanced ammonia removal processes.

Continue development of Asset Management Plan for Liquid Waste Services and seek Board approval for an Asset Management Policy.


11893861

LIQUID WASTE SERVICES Environmental Management & Quality Control

Description of services This business area is responsible for management of environmental programs and initiatives for GVS&DD, analytical services for liquid waste, water and solid waste regulatory, quality control, source control and process control purposes, and federal and provincial regulatory reporting of environmental and wastewater quality and treatment. The work includes environmental investigations, laboratory analyses, modeling, monitoring, risk assessments, management of stormwater and urban drainage, development of an Environmental Management System for Liquid Waste Services, implementation of source control programs, and liaison with senior governments, academia and environmental stakeholders. The annual budget for this business area is $10,998,277 and the capital budget is $585,000. Strategic directions and high level goals supported Board Strategic Plan: Manage the liquid waste system in a manner that protects public health and the environment. Ensure the long‐term resilience and ability of the liquid waste system to meet future demands and

challenges in a resource‐constrained world. Invest in programs to promote behaviour that is consistent with regional liquid waste objectives.

Integrated Liquid Waste and Resource Management Plan: Goal 1 ‐ Protect public health and the environment Goal 2 ‐ Use liquid waste as a resource Goal 3 ‐ Effective, affordable and collaborative management In addition, to assure that the conditions of the Minister of Environment’s approval of the Integrated Liquid Waste and Resource Management Plan are met. Performance indicators


Current performance


Number of analytical tests performed for regulatory compliance and operational purposes in the Chemistry Laboratory

MV 5‐year average (2010‐14): 77,564

2015: 116,550

108,163

Number of analytical tests performed for regulatory compliance and operational purposes in the Process Laboratory

MV 5‐year average (2010‐14): 90,369

2015: 91,018 92,131

Percent of recreational water quality results that do not meet the applicable criteria

MV 5‐year average (2010‐14): 2.1% 2015: 1.4% 2.3%

18720499


Current performance


Percent of sewer collection system with established baseline for concentrations of metals for the Source Control and Biosolids Management Programs

2014: 27% 2015: 50.0% 96.5%

2017 key actions

Complete development of a three‐dimensional hydrodynamic model for the Fraser River to improve accuracy of regulatory reporting of the liquid waste system environmental performance.

Develop a groundwater monitoring program for the sludge lagoons and biosolids land‐drying area at Iona Island WWTP as part of the Iona Island WWTP secondary upgrade.

Complete a five‐year cycle assessment of the Boundary Bay Ambient Monitoring Program. Initiate a pilot Northwest Langley WWTP receiving environment monitoring program. Implement environmental monitoring program to establish baseline concentrations of selected

contaminants of emerging concern in sediments in the vicinity of the CSO outfalls. Update the Water Quality Index for Burrard Inlet, Fraser River and Boundary Bay. Perform Canadian Association for Laboratory Accreditation site assessment to maintain the

accreditation of the Chemistry and Wastewater Treatment Process Control Laboratories.


LIQUID WASTE SERVICES Project Delivery

Description of services This business area is responsible for the delivery of the core major and minor capital projects, including trunk sewers, pump stations, SSO storage and wastewater treatment facilities identified in the GVS&DD long range plan and minor operating projects. The operating budget for this business area is $7,539,373 and the capital budget is $154,170,000. Strategic directions and high level goals supported Board Strategic Plan Manage the liquid waste system in a manner that protects public health and the environment. Ensure the long‐term resilience and ability of the liquid waste system to meet future demands and

challenges in a resource‐constrained world. Invest in programs to promote behavior that is consistent with regional liquid waste objectives. Integrated Liquid Waste and Resource Management Plan Goal 1 ‐ Protect public health and the environment Goal 2 ‐ Use liquid waste as a resource Goal 3 ‐ Effective, affordable and collaborative management Performance indicators

Indicator

Historical and/or Industry

Benchmark

2016 Performance (mid year)

2017 Performance objective

AIWWTP Stage 5 Expansion Phase 1 ‐ construction n/a 23% 30%

AIWWTP Outfall ‐ Design 20% 30% 95%

AIWWTP Cogeneration ‐ Design 30% 45% Complete

IIWWTP Solids Handling ‐ Construction 10% 34% 75%

NLWWTP Phase I Upgrade ‐ Construction 70% 98% Complete

East Fraser Servicing and Treatment – Project Definition n/a n/a 60%

Burnaby Lake North Interceptor –Design (Phase 1 ‐3) 31% 37% 50%

18720516

Indicator

Historical and/or Industry

Benchmark

2016 Performance (mid year)

2017 Performance objective

Gilbert Trunk Sewer – Design (Phase 1 ‐4) 35% 45% Complete

Sapperton Pumping Station ‐ Design 66% 97% Complete

Sapperton Pumping Station ‐ Construction n/a n/a 30%

2017 key actions

Commence AIWWTP Stage 5 Phase 1 main construction and complete CDAC Building construction. Complete AIWWTP Outfall System detailed design. Commence construction of the AIWWTP Cogeneration Back‐Up Power Project. Complete construction of new IIWWTP Solids Handling Screening and Degritting facility. Award LGSWWTP Design‐Build‐Finance contract. Complete 60% of the project definition report for the East Fraser Servicing and Treatment Program. Substantially complete design of Phase 2 & 3 of Burnaby Lake North Interceptor. Complete Gilbert Trunk Sewer Phase 2 detailed design. Commence construction on the Sapperton Pumping Station.


LIQUID WASTE SERVICES Operations & Maintenance

Description of services This business area is responsible for managing the operations and maintenance of the five regional wastewater treatment plants (WWTPs) and the sewer collection systems. This includes long‐range facility planning and day‐to‐day management of the infrastructure assets and supporting infrastructure (works yards, communications systems, and control systems) with the objective of complying with provincial and federal regulations and recovering as much resources from the wastewater as economically feasible. This business area is also responsible for managing the operations and maintenance of Urban Drainage areas including the Still Creek/Brunette, Port Moody/Coquitlam and UBC Drainage areas. The operating budget for this business area is $80,013,568 and the capital budget is $4,290,000. Strategic directions and high level goals supported Board Strategic Plan Manage the liquid waste system in a manner that protects public health and the environment. Ensure the long‐term resilience and ability of the liquid waste system to meet future demands and

challenges in a resource‐constrained world. Invest in programs to promote behavior that is consistent with regional liquid waste objectives. Integrated Liquid Waste and Resource Management Plan Goal 1 ‐ Protect public health and the environment Goal 2 ‐ Use liquid waste as a resource Goal 3 ‐ Effective, affordable and collaborative management



Current performance


Annual volume of liquid waste collected and treated, million litres (ML)

MV 5‐year average (2011‐15): 431,797

2015: 415,000 445,000

Operating cost per million litres processed, collection and treatment ($/ML)


$301 2015: $330 $348

Energy use in the collection and treatment of liquid waste kilowatt hour per million litres (kWh/ML )


192 2015:201 219

18720517


Current performance


Percent of digester gas used at the Wastewater Treatment Plants

MV 5‐year average (2011‐15): 65%

2015: 66%

61%

Compliance with treatment plant Operational Certificates (%)

MV 5‐year average (2011‐15): 99.96% 2015: 99.97% 100%

Number of reported events of sanitary sewer overflows (SSOs): non‐weather related

MV 5‐year average (2011‐15): 9

2015: 13

0

Number of odour complaints received

MV 5‐year average (2011‐15): 26

2015: 29

<30

2017 key actions

Pursue and develop water reuse and optimization opportunities in the wastewater treatment plants including installing a C3 system to replace fresh water in compactor at Northwest Langley.

Develop preventative and predictive Maintenance strategies to improve system reliability and improve maintenance efficiencies.

Pursue odour mitigation initiatives such as analyzing the liquid H2S mitigation agent dosing location for the South Surrey Interceptor and adding an influent vent bio‐trickling filter at Lulu Island Wastewater Treatment Plant.

Commission the new solids handling system facility at Iona Island wastewater treatment plant. Complete comprehensive studies on standby power requirements for both the collections and

treatment facilities; identify means to further enhance system resiliency. Provide O&M support for the major wastewater treatment projects including: Annacis Island Stage V

construction and tie‐in, the new Lions Gate Secondary design‐build project, the Iona Island secondary treatment project definition phase and the East Fraser servicing project including the Regional Plant at Northwest Langley.

Develop the full inventory of linear liquid waste assets and use the Enterprise Asset Management system to efficiently manage the infrastructure and work orders for field staff and improve efficiencies.

Develop a consolidated assessment and analysis program for the collection system based on historic sewer videos and condition trending data.

Proceed with the upgrade of the latest Enterprise Asset Management version upgrade initiative, and ensure compatibility with EAM‐Unit 4 system.

GENERALMANAGER

OPERATIONS & MAINTENANCE

POLICY, PLANNING& ANALYSIS

MANAGEMENT SYSTEMS &

UTILITY SERVICESPROJECT DELIVERY

ENVIRONMENTAL MANAGEMENT &

QUALITY CONTROL

Environmental Management

Quality Control

Management Systems

Utility Policy & Planning

Utility Analysis & Infrastructure

Treatment Plants

Collection Services

Public Involvement

Wastewater Treatment

SewerCollections

Urban Drainage

Maintenance

SustainabilityFund

18924222 September 28, 2016

FTRs = 17.0

FTRs = 25.4

FTRs = 39.0

FTRs = 60.2

FTRs = 344.0

Liquid Waste Services2016 Total FTRs = 505.6


Department Support

FTRs = 19.0

Residuals Management

Utility Research & Innovation

Safety Management

Technical Training & Procedures

Attachment 5

19397184

To: Utilities Committee

From: Tim Jervis, General Manager, Water Services


Subject: 2017 Budget and Work Plans – Water Services

RECOMMENDATION That the Utilities Committee endorse the 2017 Water Services Budget and Work Plans as presented in the report “2017 Budget and Work Plans – Water Services” dated October 5, 2016 and forward them to the Board Budget Workshop on October 21, 2016 for consideration.

PURPOSE To present the 2017 Water Services Budget and Work Plans for consideration by the Utilities Committee.

BACKGROUND The Water Services function comprises 18 member municipalities, one electoral area and one treaty First Nation within Metro Vancouver, serving a population of approximately 2.5 million. Drinking water is collected from within three protected mountain watersheds covering an area of approximately 60,000 hectares. The system itself comprises six mountain storage lakes, five dams, two major water treatment facilities, over 500 km of large diameter transmission mains, 25 storage reservoirs, 19 pump stations and 8 rechlorination stations. Water Services is guided by the Board Strategic Plan and the Drinking Water Management Plan, with a focus on the following strategic directions and goals:

Board Strategic Plan:

Maintain Metro Vancouver’s world‐class water system that provides safe, clean drinkingwater and further develop its capacity to meet future needs.

Ensure the long‐term resilience and ability of the regional drinking water system to meetfuture demands and challenges in a resource‐constrained world.

Expand public awareness of the quality of Metro Vancouver drinking water and theimportance of conserving it.

Drinking Water Management Plan:

Provide clean, safe drinking water.

Ensure the sustainable use of water resources.

Ensure the efficient supply of water.

19397184

In the past year Metro Vancouver has initiated a long term financial planning process, in particular with an increased emphasis on the development of a five year financial plan. The focus of this report, and the budget and annual work plans attached, is 2017. Preliminary five year financial plans have been prepared utilizing the framework presented to the Intergovernment and Finance Committee on July 20, 2016. The Five Year Financial Plan will be an agenda item for the Board Strategic Workshop scheduled for February 24, 2017.

2017 BUDGET AND WORK PLANS This report is structured to provide the budgetary highlights of the Water Services function. The Budget Details (Attachments 1 and 2) and the Work Plans (Attachment 3) are provided for the Committee’s consideration. In addition, an organizational chart is attached that shows the department structure for Water Services (Attachment 4).

The 2017 Water Services Budget and Work Plans have been prepared to respond to the strategic direction provided by the Board and meet the goals of the Drinking Water Management Plan. The budget also provides for comprehensive medium and long‐term water supply planning, construction of a targeted regional water conservation campaign focused on indoor and outdoor water use, ongoing improvements in system capacity and resiliency, and the operation and maintenance of a cost effective, reliable system to supply, treat and deliver high quality drinking water to a growing region.

Operating Budget Highlights The Water Services operating budget is proposed to increase by $9.7 million (3.8%) in 2017 for a total budget of $264.1 million (Attachment 1). This increase is primarily due to increases in electricity costs, water treatment chemical costs and increased contribution to capital to support infrastructure investments required to meet service requirements and growth demands.

The 2017 operating budget includes the following key actions:

Completion of a Comprehensive Regional Water System Plan that aligns with the Board’sstrategic objectives, including enhancing resiliency to changing climates.

Undertake a regional assessment of residential water metering.

Complete project definition for infrastructure improvements necessary to store, treat andconvey additional supply from the Coquitlam source.

Continue the development of an asset management plan for Water Services.

Complete environmental assessment associated with the future raising of the Seymour FallsDam.

Implement dam safety database tool to further improve the work management system fordam safety and monitoring activities.

Commission the new sodium hypochlorite system at the Coquitlam Water Treatment Plant.


Development of Asset Management Plan ($254,000).

Cleveland and Seymour Falls Dams geotechnical surveillance ($250,000).

Watermain condition assessments and proximal works designs ($217,000).

19397184

Assess impacts of densification on water demands ($155,000 ‐ from Sustainability InnovationFund)

Cathodic protection system upgrades and maintenance ($137,000).

Assess regional residential water metering and develop new policies for Board consideration($100,000).

Other expenditure highlights include system pump refurbishments, beneficial use trials for water treatment residuals and replacement of the Palisade Lake alpine weather station.

The Communications Program budget of $400,000 includes $270,000 for the Regional Water Conservation Campaign and $130,000 for the Water Wagon.

As previously reported to the Board, the impact of the financing of the December 2015 purchase of a new head office complex has been included in the 2017 centralized support budget. The allocation of these costs to the various Metro Vancouver entities and functions reflects the 2017 borrowing costs.

The following new positions are proposed for 2017:

1.0 Division Manager position to oversee/manage water capital projects in Engineering andConstruction and support the long term capital program;

1.0 Senior Project Engineer position to support the Coquitlam Intake No. 2 source expansionproject and Coquitlam Main No. 4;

2.0 Utility Systems Operator positions to provide additional field support within TransmissionOperations and meet the operational and maintenance needs of a growing and aging system.

In addition, five temporary positions hired between 2006 and 2009 are proposed to be regularized into permanent positions. These positions provide key services in the areas of water treatment plant operations, field construction, watershed education and laboratory technician services and have been funded as regular positions within the Water Services budget since 2006.

Capital Budget Highlights The Water Services capital budget in 2017 is $163.1 million (Attachment 2).

Highlights of capital projects planned for 2017 include the following:

Complete construction of South Delta Main No. 1 Replacement, Phases 2 and 3.

Commence design of Capilano Raw Water Pump Station backup power project.

Continue construction of Clayton Reservoir.

Commence construction of Mackay Creek debris flow mitigation project.

Continue design of the Second Narrows and Annacis Water Supply Tunnel projects.

Complete preliminary design of Capilano Main No. 5 (South Shaft to Lost Lagoon), AnnacisMain No. 5 (South), Kennedy‐Newton Main, and Douglas Road Main No. 2 – Still CreekSection.

Commence construction of Coquitlam Water Treatment Plant Ozone Generation Upgrades.

19397184

Work Plan Performance Indicators Within the Water Services Work Plans, 22 performance indicators have been developed and are being tracked. These include:

Per capita water use.

Progress on major capital projects.

Smolt capture in the Capilano Watershed.

Energy use per unit volume of water treated.

Compliance with operating permit criteria.

Water transmission system leak repairs.

The trend in these performance measures suggest that while per capita water use in the region continues to decline, total annual consumption is forecast to increase gradually in the coming years as the rate of population growth exceeds per capita water use reductions. Significant progress continues to be made on implementation of the GVWD capital plan, and energy usage for water treatment and delivery continues to increase as major new pumping and treatment facilities are brought on‐line.

BUDGET APPROVAL PROCESS The proposed 2017 Budget and Work Plans for Water Services are presented to the Utilities Committee for consideration and endorsement before being forwarded to the Board for consideration.

The next steps of the budget process are: • The 2017 Budget and Work Plans for Water Services will be presented at the Board Budget

Workshop on October 21, 2016. • The Board will consider adoption of the Budget on October 28, 2016.

ALTERNATIVES 1. That the Utilities Committee endorse the 2017 Water Services Budget and Work Plans as

presented in the report “2017 Budget and Work Plans – Water Services” dated October 5, 2016 and forward to the Board Budget Workshop on October 21, 2016 for consideration.

2. That the Utilities Committee make recommendations and endorse the 2017 Water ServicesBudget and Work Plans as amended and forward to the Board Budget Workshop on October 21,2016 for consideration.

FINANCIAL IMPLICATIONS If the GVWD Board approves the 2017 Water Services Budget and Work Plans as presented in Alternative 1, the annual per cubic metre water rate will need to increase by 3.2% in 2017 to generate the majority of the revenue of $264.1 million required to offset projected expenditures. Expenditures include costs of operations, debt services costs and contribution to capital. A 3.2% increase in the water rate translates to about a $4 impact on the average household after taking into account population growth in the region. This increase in the water rate is primarily due to increases in electricity costs, water treatment chemical costs and increased contribution to capital to support infrastructure investments to meet service requirements and growth demands.

19397184

The following table illustrates the peak and off peak water rates as well as the impact on the average household between 2015 and 2017.

2015 % 2016 % 2017 %

Peak Water Rate* $0.7270 1.6% $0.7407 1.9% $0.7641 3.2%

Off‐Peak Water Rate** $0.5816 1.6% $0.5926 1.9% $0.6113 3.2%

Household Impact $154 1.9% $158 2.6% $162 2.6%

* June to September** October to May

Under Alternative 2, the Committee may wish to consider recommending amendments to the operating and/or capital budget to reflect Board strategic priorities. Any proposed changes would require an update to the water rate for the service.

SUMMARY / CONCLUSION As part of the annual budget process for 2017, Work Plans have been prepared to accompany service area budgets in order to provide Committee and Board members with a high level overview on the role of the service, the total budget, performance indicators and key actions for the coming year.

The 2017 Budget for Water Services is projecting a water rate increase of 3.2% for 2017. This increase is primarily due to increases in electricity costs, water treatment chemical costs and increased contribution to capital to support infrastructure investments to continue to meet service requirements and growth demands.

Within the overall Water Services function, operating expenditures as outlined in the 2017 Work Plans are projected to increase by $9.7 million (3.8%) over 2016. The Water Services capital budget in 2017 is $163.1 million.

The budget for 2017 has been prepared to respond to direction provided in the Board Strategic Plan, support the goals of the Drinking Water Management Plan, and to ensure safe, reliable and efficient operation of the water system into the future. Staff recommend endorsing the 2017 Budget and Work Plans for Water Services as presented under Alternative 1.

Attachments: 1. 2017 Water Services Operating Budget Detail2. 2017 Water Services Capital Budget Detail3. Water Services 2017 Work Plans4. Organizational Chart for Water Services Department

B1A ALO

2015 2015 2016 2017 %


REVENUES

Water Sales 243,816,995$ 247,865,697$ 251,824,851$ 261,710,765$ 3.9%Other External Revenues 807,063 1,340,047 889,652 1,244,606 Sustainability Reserve Funds - - 545,000 280,000 Reserves 944,000 511,238 1,159,814 910,936

TOTAL REVENUES 245,568,058$ 249,716,982$ 254,419,317$ 264,146,307$ 3.8%

EXPENDITURES

Operating Programs:Policy Planning and Analysis

Sustainability Fund 723,000$ 723,000$ 723,000$ 723,000$ Utility Analysis and Infrastructure 1,197,630 1,231,717 2,157,833 2,045,959 Utility Policy and Planning 934,941 913,079 1,095,151 1,258,336

2,855,571 2,867,796 3,975,984 4,027,295 1.3%

Engineering and ConstructionMinor Capital Projects 11,760,425 7,080,864 10,295,416 8,454,367 Dispatch 157,790 166,662 127,343 128,924 Public Involvement 907,800 811,163 939,348 966,793

12,826,015 8,058,690 11,362,107 9,550,084 (15.9%)

Major Projects, Management Systems and Utility ServicesDepartment Technical Training 1,323,408 959,534 1,175,346 1,165,154 Energy Management 89,971 77,595 112,243 109,194 Engineering Standards 113,095 105,654 117,277 118,556 Engineers in Training 463,737 382,811 631,217 703,925 Management Systems Utility Services 998,901 851,473 1,161,907 1,177,949 Minor Capital Projects 664,353 401,305 581,594 596,449 Records Management 106,344 99,536 108,601 109,789 Research and Innovation 649,024 523,476 620,153 669,904

4,408,833 3,401,384 4,508,338 4,650,920 3.2%

Watershed, Environmental Management and Quality ControlDrinking Water Quality Control 3,077,839 2,742,179 3,169,513 2,941,863 Watersheds and Environmental Management 10,206,492 9,956,188 10,270,121 11,089,124

13,284,331 12,698,368 13,439,634 14,030,987 4.4%2,799,676

Operations and MaintenanceDrinking Water Residuals 1,019,498 936,506 1,267,959 1,385,424 Lake City Operations 988,696 869,274 985,224 940,144 Maintenance 9,109,994 8,925,112 9,118,522 9,688,662 Operating Contingency 500,000 - - - SCADA Control Systems 4,399,663 4,178,549 4,830,049 5,206,018 Secondary Disinfection 879,973 853,097 897,753 1,032,261 Seymour Capilano Filtration Plant 9,034,298 8,824,305 8,985,580 9,145,740 Source Water Treatment 4,931,693 4,549,945 4,961,536 5,349,608 Technical Support 1,154,658 1,020,325 1,205,392 1,240,253 Utility Voice Radio 164,138 138,609 193,309 138,394 Water Supply 13,448,343 14,436,051 14,688,766 15,718,703

45,630,954 44,731,773 47,134,090 49,845,207 5.8%


Communications Program - - 435,000 400,000 (8.0%)

Allocation of Centralized Costs 18,843,706 18,843,708 18,391,525 22,156,649 20.5% Total Operating Programs 99,621,043 92,206,833 101,120,550 106,583,278 5.4%

Debt Service 93,640,928 92,065,395 98,183,192 97,039,886 (1.2%)

Contribution to Capital 52,306,087 52,306,087 55,115,575 60,523,143 9.8%


'Blended' water rates - $/m3 $0.6400 $0.6522 $0.6728 3.2%

GREATER VANCOUVER WATER DISTRICTWATER

2017 BUDGET REVIEW

Attachment 2

ORIGINALTOTAL

PROJECT COSTS

TOTALPROJECT

COSTS

28,000,000 28,000,000

8,000,000 8,000,000

600,000 600,000

750,000 750,000

39,800,000 39,800,000

550,000 550,000

4,130,000 7,230,000

1,000,000 1,000,000

1,670,000 1,670,000

1,350,000 1,350,000

1,400,000 1,400,000

900,000 2,200,000

1,500,000 1,500,000

3,900,000 7,500,000

1,200,000 1,200,000

24,100,000 24,100,000

1,200,000 2,300,000

11,700,000 14,400,000

1,500,000 1,500,000

1,200,000 1,200,000

2,000,000 2,000,000

2,850,000 2,850,000

1,200,000 1,200,000

4,650,000 4,650,000

32,500,000 32,500,000

1,900,000 1,900,000

2,200,000 2,200,000

31,600,000 31,600,000

14,500,000 14,500,000

$227,850,000 $239,650,000

400,000 400,000

250,000 250,000

3,600,000 3,600,000

1,800,000 1,800,000

2,100,000 5,300,000

525,000 525,000

16,700,000 16,700,000

12,300,000 12,300,000

1,500,000 1,500,000

480,000 480,000

16,600,000 16,600,000

12,500,000 12,500,000

40,500,000 40,500,000

1,600,000 4,400,000

12,000,000 12,000,000

200,000 250,000

B2

GREATER VANCOUVER WATER DISTRICTCAPITAL PROGRAMS & PROJECT DETAILS

WATER SERVICES2017 BUDGET

2017CAPITALBUDGET

CHANGE INTOTAL

PROJECT COSTSCAPITAL EXPENDITURES

Water Infrastructure Growth Capital


Annacis Main No. 5 (North) Predesign 300,000 -

Annacis Main No. 5 (South) Predesign 400,000 -

Annacis Main No. 5 (Marine Crossing) Detailed Design 3,000,000 -

Annacis Main No. 5 (Marine Crossing) Predesign 1,500,000 -

Coquitlam Intake No. 2 & Tunnel Conceptual 3,000,000 3,100,000

Coquitlam Main No. 4 (Cape Horn) Pre Design 450,000 -

Boundary Rd Main No 5 Phase 3 400,000 -

Capilano Main No.5 (South Shaft to Lost Lagoon) Predesign 300,000 -

Fleetwood Reservoir Detailed Design 400,000 -

Hellings Tank No. 2 Detailed Design 800,000 1,300,000

Coquitlam Main No. 4 (Central Section) Predesign 1,000,000 -

Coquitlam Main No. 4 (South Section) Predesign 600,000 -

Newton Pump Station No. 2 Preliminary Design 1,200,000 -

Port Mann Main No. 2 (North) Construction 3,000,000 -

Jericho Reservoir No. 1 Detailed Design 500,000 -

Kennedy Newton Main Detailed Design 2,100,000 3,600,000

South Surrey Main No. 2 Preliminary Design 500,000 -

Whalley Main Detailed Design 900,000 -

Port Mann Main No. 2 (South) Design 1,700,000 1,100,000

South Delta Main No. 1 Upgrade Construction 4,740,000 2,700,000

Annacis Main No. 5 (South) Detailed Design 100,000 -

Cape Horn Pump Station No. 3 Predesign 200,000 -

2017 - New Projects

Annacis Main No. 5 (North) Detailed Design 100,000 -

Haney Main No. 4 (West Section) Predesign 300,000 -

Hellings Tank No. 2 Property Purchase 2,200,000 -

Capilano Main No.5 (South Shaft to Lost Lagoon) Detailed Design 2,000,000 -

Fleetwood Reservoir Construction 3,000,000 -

$41,190,000 $11,800,000

Jericho Reservoir No. 1 Construction 3,000,000 -

South Surrey Main No. 2 Detailed Design 3,500,000 -

Annacis Main No. 2 (River Crossing Removal) Design 400,000 -

Central Park Main Replacement (10th Ave to Westburnco) Preliminary Design 250,000 -

Water Infrastructure Maintenance Capital


Central Park WPS Starters Replacement 2,400,000 3,200,000

Cleveland Dam Bridge Girder Recoating Construction 425,000 -

Central Park Main Replacement (Patterson to 10th Ave) Detailed Design 1,500,000 -

Central Park Main Replacement (Patterson to 10th Ave) Predesign 800,000 -

Douglas Road Main No. 2 (Vancouver Heights Section) Detailed Design 700,000 -

Douglas Road Main No. 2 (Vancouver Heights Section) Predesign 170,000 -

Douglas Road Main No. 2 - 13th Ave Construction 600,000 -

Douglas Road Main No. 2 - Kincaid Section Construction 2,500,000 -

Douglas Road Main No. 2 Still Creek Construction 1,200,000 -

Douglas Road Main No. 2 Still Creek Design 2,500,000 2,800,000

Douglas Road Main No. 2 Delta Section 1,000,000 -

Douglas Road Main No. 2 Stage 1 Construction 1,000,000 -

E2 Shaft Phase 3 Production Well Construction 5,000,000 -

Fisherman's Trail/Riverside Drive Bridges Detailed Design 50,000 50,000

Attachment 2

ORIGINALTOTAL

PROJECT COSTS

TOTALPROJECT

COSTS

B2



2017CAPITALBUDGET

CHANGE INTOTAL


250,000 250,000

2,000,000 2,000,000

6,000,000 6,000,000

3,700,000 3,700,000

100,000 100,000

2,000,000 2,000,000

2,300,000 2,300,000

6,600,000 6,600,000

900,000 900,000

1,750,000 1,750,000

3,300,000 3,300,000

500,000 500,000

300,000 300,000

500,000 500,000

900,000 900,000

375,000 375,000

75,000 75,000

6,250,000 6,250,000

1,320,000 1,320,000

100,000 100,000

$162,275,000 $168,325,000

2,000,000 2,000,000

500,000 500,000

7,800,000 7,800,000

29,000,000 29,000,000

2,500,000 2,500,000

500,000 500,000

30,000,000 30,000,000

8,300,000 8,300,000

1,000,000 1,000,000

2,300,000 2,300,000

200,000 200,000

400,000 400,000

7,000,000 7,000,000

1,000,000 1,000,000

239,000,000 239,000,000

2,250,000 2,250,000

700,000 700,000

500,000 500,000

15,000,000 15,000,000

775,000 775,000

7,000,000 7,000,000

400,000 400,000

500,000 500,000

5,000,000 5,000,000

400,000 400,000

300,000 300,000

Lulu Island - Delta Main - Scour Protection Detailed Design 50,000 -

SCFP Clearwell Columns Remediation Construction 1,475,000 -

Central Park PS Seismic Upgrade Construction 1,500,000 -

Cleveland Dam - Lower Outlet HBV Rehabilitation Preliminary Design 100,000 -

SCFP Filter Underdrain Repairs Construction 1,200,000 -

2017 - New Projects

Lulu Island - Delta Main - Bridgeport Road Relocation Construction 3,000,000 -

Lulu Island - Delta Main - Bridgeport Road Relocation Detailed Design 900,000 -

Cleveland Dam - Spillway Concrete Repairs Construction 800,000 -

Fisherman's Trail/Riverside Drive Bridges Construction 1,900,000 -

Port Mann Main No. 1 (Fraser River Crossing Removal) Detailed Design 500,000 -

Rechlorination Station Upgrades Preliminary Design 300,000 -

Lulu Island - Delta Main - Scour Protection Phase 1 Construction 1,350,000 -

Lynn Valley Main PRV Chamber Upgrade Construction 1,000,000 -

Riverside Drive Watermain Retaining Wall & Access Construction 300,000 -

Sasamat Reservoir Joint Upgrades Detailed Design 75,000 -

Rechlorination Stations Chemical Refill Kiosk Corrosion Repairs Construction 400,000 -

Relocation and Protection for Translink Expansion Projects Detailed Design 900,000 -

Seymour Falls Dam-Relief Wells Inspection & Rehab Detailed Design 100,000 -

$39,565,000 $6,050,000

SCFP Concrete Coatings Construction 2,600,000 -

Seymour Falls Dam Buttress Anchor Rehab and Bridge Repair Construction 620,000 -


Barnston/Maple Ridge Pump Station - Back-up Power Detailed Design 1,500,000 -

Water Infrastructure Resilience Capital

Capilano Main No 9 North Section Construction 2,000,000 -

Capilano Raw Water Pump Station - Back-up Power Detailed Design 1,500,000 -

Barnston/Maple Ridge Pump Station - Back-up Power Preliminary Design 300,000 -

Braid St. Main No.2 Construction 5,000,000 -

Convert to Bulk Sodium Hypochlorite from Chlorine Gas at Coquitlam WTP 2,200,000 -

Coquitlam Intake Tower Seismic Upgrade Design 560,000 -

Capilano Raw Water Pump Station - Back-up Power Preliminary Design 100,000 -

Clayton Reservoir Construction 8,000,000 -

Emergency Power Strategy for Regional Water Facilities Conceptual Design 350,000 -

Mackay Creek Debris Flow Mitigation Construction 3,000,000 -

CWTP Operational and Safety Enhancements Construction 500,000 -

CWTP Operational and Safety Enhancements Design 100,000 -

Reservoir Isolation Valve Automation Construction 750,000 -

Reservoir Isolation Valve Automation Detailed Design 340,000 -

Mackay Creek Debris Flow Mitigation Detailed Design 200,000 -

Port Mann No.2 Fraser R. Crossing (Construction) 3,000,000 -

Seymour Main No. 2 Joint Improvements Construction 500,000 -

Seymour Main No. 5 III ( North ) Detailed Design 100,000 -

SCFP Site Entrance Improvements Construction 250,000 -

Second Narrows Crossing (Tunnel) Detailed Design 4,000,000 -

2017 - New Projects

Burnaby Mountain Reservoir Seismic Upgrade Construction 3,000,000 -

South Delta Main No. 3 - 12th Ave to Pebble Hill Preliminary Design 200,000 -

Westburnco Pump Station - Back-up Power Preliminary Design 100,000 -

Burnaby Mountain Tank Upgrades Preliminary Design 150,000 -

Cape Horn PS 1 & 2 Seismic Upgrade Detailed Design 300,000 -UC - 20

MGERRYTS

Rectangle

MGERRYTS

Rectangle

Attachment 2

ORIGINALTOTAL

PROJECT COSTS

TOTALPROJECT

COSTS

B2



2017CAPITALBUDGET

CHANGE INTOTAL


750,000 750,000

12,000,000 12,000,000

750,000 750,000

2,500,000 2,500,000

500,000 500,000

1,070,000 1,070,000

800,000 800,000

1,500,000 1,500,000

300,000 300,000

600,000 600,000

5,000,000 5,000,000

$390,095,000 $390,095,000

150,000 150,000

750,000 750,000

350,000 350,000

1,650,000 1,650,000

151,000 151,000

3,600,000 3,600,000

450,000 450,000

100,000 100,000

10,300,000 12,300,000

3,900,000 3,900,000

1,800,000 1,800,000

9,540,000 9,540,000

500,000 500,000

11,000,000 11,000,000

1,300,000 1,300,000

120,000 120,000

400,000 400,000

7,500,000 7,500,000

300,000 300,000

10,100,000 10,100,000

$63,961,000 $65,961,000

2,500,000 2,500,000

4,000,000 4,000,000

$6,500,000 $6,500,000

$850,681,000 $870,531,000

Supplementary Secondary Disinfection Detailed Design 300,000 -

Capilano Mid-Lake Debris Boom Design & Construction 750,000 -

Capilano Raw Water Pump Station - Back-up Power Construction 4,000,000 -

Rechlorination Sites - Back-Up Power Preliminary Design 300,000 -

SCFP UPS Reconfiguration Construction 350,000 -

Capilano Reservoir Boat Wharf Construction 750,000 -

Cleveland Dam Pump House Seismic Upgrade Construction 1,500,000 -

Sunnyside Reservoir Unit 1 Upgrades Detailed Design 300,000 -

Sunnyside Reservoir Units 1 and 2 Seismic Upgrade Detailed Design 300,000 -

Seymour Lake Debris Boom Design & Construction 800,000 -

South Delta Main No. 3 - 12th Ave to Pebble Hill Detailed Design 500,000 -

Water Infrastructure Upgrade Capital

Westburnco Pump Station - Back-up Power Detailed Design and Equipment Purchase 2,000,000 -

$49,550,000 $0

Cleveland Dam East Abutment Additional GV Series Pump Wells Design and Construction 300,000 -

Cleveland Dam Seismic Stability Assessment 160,000 -


Burwell Alpine Reservoir Valve Improvements Design 40,000 -

Queensborough Main - Ewen Ave Replacement Construction Phase 2 1,000,000 -

Sapperton Main No. 1 New Line Valve and Chamber Detailed Design 200,000 -

Coquitlam Communication Improvements Constr. 1,300,000 -

Coquitlam Communication Improvements Design 145,000 -

Tilbury Junction Chamber Valves Replacement with Actuators 3,000,000 -

Water Meter Upgrades Detailed Design 400,000 -

Seymour Falls Dam Turbine Upgrade Project Design 80,000 -

South Delta Main No. 1 - 28 Ave to 34B Ave Construction 9,000,000 2,000,000

Burwell Alpine Reservoir Valve Improvements Construction 500,000 -

CWTP Ozone Generation Upgrades for Units 2 & 3 Construction 7,000,000 -

Water Optimization Automation & Instrumentation 1,200,000 -

2017 - New Projects

Lower Seymour Conservation Reserve Learning Lodge Replacement Detailed Design 150,000 -

South Delta Mains - 28 Ave Crossover Construction 3,500,000 -

Haney Main No. 2 Valve Chamber Upgrade - Abernethy Way and 232nd St Construction 700,000 -

LCOC Metal Shop Expansion and Dry Storage Development Detailed Design 120,000 -

Water Opportunity Capital

Water Meter Upgrades Construction 2,000,000 -

$31,095,000 $2,000,000

Capilano Hydropower Preliminary Design 1,500,000 -

$1,700,000 $0


Barnston/Maple Ridge Pump Station Power Generation 200,000 -

TOTAL CAPITAL EXPENDITURES $163,100,000 $19,850,000


18563081 Revised: September 16, 2016

WATER SERVICES Policy, Planning & Analysis

Description of services This division provides policy development and coordination; infrastructure analysis and planning; implementation of the Drinking Water Management Plan (DWMP); implementation of key components of the Joint Water Use Plan (JWUP) for the Capilano and Seymour Watersheds; and leads the development and implementation of the Comprehensive Regional Water System Plan.

The operating budget for this business area is $4,027,295 and the capital budget is $350,000.


Maintain Metro Vancouver’s world‐class water system that provides safe, clean drinking water andfurther develop its capacity to meet future needs.

Ensure the long‐term resilience and ability of the regional drinking water system to meet futuredemands and challenges in a resource‐constrained world.

Expand public awareness of the quality of Metro Vancouver drinking water and the importance ofconserving it.

Drinking Water Management Plan

Goal 1 ‐ Provide clean, safe drinking water

Goal 2 ‐ Ensure the sustainable use of water resources

Goal 3 ‐ Ensure the efficient supply of water




Peak day per capita water use (litres)


676

2015: 685 2014: 677 2013: 655 2012: 700 2011: 661

2016 projected: 627 650




Average day per capita water use (litres)


463

2015: 442 2014: 455 2013: 471 2012: 470 2011: 477

2016 projected: 447 435

2017 key actions

Complete Water Shortage Response Plan update.

Secure additional water allocation for the Coquitlam source as per the Coquitlam Water Use Plan.

Undertake a regional assessment of residential water metering.

Complete a Comprehensive Regional Water System Plan that aligns with the Board’s strategicobjectives including enhancing resiliency to changing climates.

Implement the Joint Water Use Plan for the Capilano and Seymour Watersheds, includingcoordination of monitoring and reporting to the regulatory agencies, subject to Provincial approval.

Re‐evaluate the business case and implementation strategy for the Capilano Hydropower project.



WATER SERVICES Engineering & Construction

Description of services This business area provides delivery of all core water infrastructure projects, including water mains, reservoirs, pump stations and water treatment facilities and also provides shared construction and dispatch services.











Current performance


Percent of project complete:

South Delta Main No. 1Replacement (Phase 2 and 3) – Construction

n/a 30% 100%

Clayton Reservoir – Construction n/a 0% 75%

Coquitlam WTP – OzoneGeneration Upgrade –Construction

n/a 0% 100%

Capilano Raw Water Pump StationBackup Power – Design

n/a 0% 75%

Braid Street Main No. 2 –Construction

n/a 0% 70%

Annacis Main No. 5 (South) –Design

n/a 10% 50%

Kennedy‐Newton Main – Design n/a 10% 50%

Douglas Road Main No. 2 – StillCreek Section – Design

n/a 10% 50%

19021422

2017 key actions

Complete project definition for infrastructure improvements necessary to store, treat and conveyadditional supply from the Coquitlam source.

Complete construction of South Delta Main No. 1 Replacement.

Continue construction of Clayton Reservoir.

Commence construction of Coquitlam WTP Ozone Generation Upgrade.

Complete preliminary design and commence detailed design of Capilano Raw Water Pump StationBackup Power.

Continue construction of Braid Street Main No. 2.

Complete the preliminary engineering design of Annacis Main No. 5 (South), Kennedy‐Newton Mainand Douglas Road Main – Still Creek Section.

Complete preliminary design of Capilano Main No. 5 (South Shaft to Lost Lagoon).


18722601 Revised: October 6, 2016

WATER SERVICES Major Projects, Management Systems & Utility Services

Description of services This business area provides delivery of major non‐core water projects, business planning, financial management, capital planning, safety and emergency management, asset management, performance management, benchmarking and shared services (survey, inspection, drafting, GPS, and engineering standards).









Performance Indicators


Current performance


Percent of project complete:

Mackay Creek Debris Flow Mitigation –Construction

n/a 0% 25%

Second Narrows Water Supply TunnelDetailed Design

n/a 75% 100%

Annacis Water Supply TunnelPreliminary Design

n/a 50% 100%

2017 Key Actions

Complete detailed design of Second Narrows Water Supply Tunnel.

Complete preliminary design of Annacis Water Supply Tunnel.

Commence construction of Mackay Creek Debris Flow Mitigation project.

Continue to develop of Asset Management Plan for Water Services.

Complete Phase 1 of E2 Shaft Replacement production well drilling.

Finalize updated Water Services Emergency Management and Response Plans.



WATER SERVICES Watershed/Environmental Management & Quality Control

Description of services This business area is responsible for management of 60,000 hectares of GVWD lands, management of environmental programs and initiatives for Water Services and ensuring appropriate quality control standards for the region's drinking water. Technical and scientific staff in this area undertake a breadth of work ranging from collection and laboratory analysis of drinking water samples, environmental best management practice development and watershed management activities including security, road maintenance and public education on the region’s water supply.

The annual budget for this business area is $14,030,987 and the capital budget is $4,700,000.

High level goals supported Board Strategic Plan








Current performance 2017 performanceobjectives

Number of water samples analyzed from source reservoirs, water treatment plants and distribution system

MV 5‐year average (2010‐2014): 33,661

2015: 36,800

22,100 38,000

Mapping and treatment activities completed on all high priority invasive plant species on GVWD lands

Mapping: 30%

Treatment: 50%

Mapping: 85%

Treatment: 70%

Mapping: 100%

Treatment: 90%

Smolt capture in the Capilano Watershed


28,366

2016: 34,136 annual capture completed

35,000

Percent of bridges and culverts that provide for passage of fish in identified fish bearing streams in critical and marginal habitat watercourses

Critical: 72%

Marginal: 12% (Industry benchmark based

on BC Forest Practices Board study)

Critical: 90%

Marginal: 51%

Critical : 95%

Marginal: 60%

Water Services – Watershed, Environmental Management & Quality Control September 08, 2016 2017 Business Plan

Orbit # 18723701 Page 2 of 2

2017 key actions

Complete Mountain Lake tapping project at Enchantment Lake.

Continue to implement the environmental and fisheries components of the Capilano‐SeymourJoint Water Use Plan, including operation of the Capilano salmon and steelhead trap and truckprogram.

Complete an assessment of the Seymour Reservoir catchment and shoreline for potentialgeological hazards that could affect the integrity of Seymour Falls Dam.

Develop a 10‐year trail management strategy for the Lower Seymour Conservation Reserve (LSCR)to guide the development and maintenance of a network of sustainable trails.

Complete environmental assessment to determine potential impacts associated with the futureraising of Seymour Falls Dam.

Complete a wildfire risk assessment study to evaluate risks associated with high consequence,low probability fire occurrences on watershed lands.

Purchase and installation of real time florescence sensors for the reservoir limnology program.



WATER SERVICES Operations & Maintenance

Description of services This business area manages the source water reservoirs and dams, treatment of source water, operation and control of the water transmission system, secondary disinfection of treated water and maintenance of all water treatment and transmission infrastructure and associated supporting infrastructure (works yards, communications systems, and control systems).






Goal 1 – Provide clean, safe drinking water

Goal 2 – Ensure the sustainable use of water resources

Goal 3 – Ensure the efficient supply of water



Current performance 2017 performanceobjectives

Annual volume of drinking water treated, delivered and sold (in million litres)

MV 5‐year average (2011‐15): 380,737

2016 projection: 385,000

388,000

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


0.45

2016 projection: 0.60

0.62

Compliance with treatment operating permit criteria

MV 5‐year average (2011‐15): 98.54%

2016 projection: 100.00%

100%

Number of leak repairs in water transmission system per year


19

2016 projection: 20

< 20

Number of remote monitoring and control points to ensure system resiliency

MV 5‐year average (2011‐15): 27,800

2016 projection: 29,500

30,000



2017 key actions

Commission the new Sodium Hypochlorite System at the Coquitlam Water Treatment Plant.

Optimize operation of the Capilano Raw Water Pumping Station.

Implement dam safety database tool to further improve the work management system for damsafety and monitoring activities.

Seamless transition to new communication infrastructure at MTIII.

Commission Coquitlam Communication Improvements.

GENERALMANAGER

OPERATIONS & MAINTENANCE

POLICY, PLANNING& ANALYSIS

MAJOR PROJECTS, MANAGEMENT SYSTEMS

& UTILITY SERVICES

WATERSHED, ENVIRONMENTAL MANAGEMENT &

QUALITY CONTROL

ENGINEERING & CONSTRUCTION

Civil/Mechanical

Structural/Geotechnical

Electrical, Instrumentation

& Controls

Construction

Major ProjectsUtility Policy & Planning

Utility Analysis & Infrastructure

Watershed Operations

Watershed Protection &

Security

Environmental Management

& LSCR

WaterTreatment

Transmission Operations

Water Maintenance

Technical Support Services

SustainabilityFund

18924240 September 28, 2016

FTRs = 13.0

FTRs = 82.0

FTRs = 68.0 FTRs = 62.0 FTRs = 128.0

Water Services2016 Total FTRs = 371.6


Department Support

FTRs = 17.6

Management Systems

Utility Services

Regional GPS Quality Control

Public Involvement

To: Zero Waste Committee

From: Paul Henderson, General Manager, Solid Waste Services Department


Subject: 2017 Budget and Work Plans – Solid Waste Services

RECOMMENDATION That the Zero Waste Committee endorse the 2017 Solid Waste Services Budget and Work Plan as presented in this report dated October 6, 2016, titled “2017 Budget and Work Plans – Solid Waste Services” and forward them to the Board Budget Workshop on October 21, 2016 for consideration.

PURPOSE To present the 2017 Solid Waste Services Budget and Work Plans for consideration by the Zero Waste Committee.

BACKGROUND The Solid Waste Services function comprises 18 members within Metro Vancouver and provides regional solid waste planning, facilities for waste transfer, waste-to-energy and disposal, and regional coordination of public recycling services and education. The Solid Waste Services function is guided by the Board Strategic Plan and the Integrated Solid Waste and Resource Management Plan with a focus on the following strategic directions and goals:

Metro Vancouver Board Strategic Plano Reduce solid waste through an aggressive waste reduction campaign and the recovery of

materials and energy from the waste that remains.o Work towards a financial model for managing a solid waste management system

consistent with zero waste objectives.o Continue to promote behaviour change that will reduce waste generated in the region.

Integrated Solid Waste and Resource Management Plano Goal 1 - Minimize waste generationo Goal 2 - Maximize reuse, recycling & material recoveryo Goal 3 - Recover energy from waste stream after material recoveryo Goal 4 - Dispose of all waste in landfill after recycling & energy recovery

As part of the review of the proposed 2016 Solid Waste Services Budget, the Zero Waste Committee directed that staff make planning for waste diversion a priority in the Solid Waste Services 2016 Work Plan with a goal of better aligning programs to diversion performance objectives in 2017. The Zero Waste Committee highlighted that increased diversion efforts were required to achieve the Integrated Solid Waste and Resource Management Plan targets.

In the past year Metro Vancouver has initiated a long term financial planning process, with an increased emphasis on the development of a five year financial plan. The focus of this report and

the attached budget and annual work plans is 2017. Preliminary five year financial plans have been prepared utilizing the framework presented to the Intergovernment and Finance Committee on July 20, 2016. The Five Year Financial Plan will be an agenda item for the Board Strategic Workshop scheduled for February 24th, 2017.

2017 BUDGET AND WORK PLANS This report provides the 2017 budgetary highlights of Solid Waste Services functions. Attachments are provided for the Committee’s consideration, including the Budget (Attachment 1), Capital Budget (Attachment 2), Equipment Capital Plan Budget (Attachment 3), Environmental Regulation and Enforcement Solid Waste Budget (Attachment 4), Operations and Planning and Public Involvement Annual Work Plans (Attachments 5a and 5b), Organizational Chart (Attachment 6) and an overview of 2017 Initiatives for Increasing Waste Diversion (Attachment 7).

Operating Budget Highlights The Solid Waste Services annual budget is proposed to increase by $3.6 million (4.0%) in 2017 for a total budget of $94.4 million (Attachment 1). This increase includes a $4.9 million contribution to reserves. A reduction of $1.5 million (-1.7%) in the Total Operating Programs (excluding Debt Service and Contribution to Reserve) is primarily due to reductions in transfer station operating costs resulting from the implementation of a new operations contract for Surrey, North Shore and Coquitlam Transfer Stations. This budget includes solid waste regulatory expenditures allocated from the Environmental Regulation and Enforcement Division.

Support for regional waste prevention initiatives and campaigns is included under the General Government Budget as part of the Communication Program with a budget of $0.65 million. Also included in the 2017 General Government Budget is support for the National Zero Waste Council in the amount of $0.37 million for administration, project development and implementation. These programs provide an overall regional benefit and are, therefore, funded through a GVRD Tax Requisition.

The 2017 annual budget includes the following key actions: Goal 1 - Minimize waste generation

Support the delivery of Metro Vancouver’s regional waste prevention programs: Create Memories Not Garbage (prevention of seasonal gift wastes) Food isn’t Garbage (reduction and recycling of food wastes) Love Food Hate Waste (reduction of household food wastes) A regional abandoned waste campaign and The Annual Zero Waste Conference

Support for the National Zero Waste Council and its national waste prevention agenda Development and implementation of a National Food Waste Reduction

Strategy Work to improve the design of products & packaging Shared and coordinated Zero Waste communications, and Circular Economy

education and promotionGoal 2 - Maximize reuse, recycling & material recovery

Conduct projects to update technical and educational resources for increasingregional waste diversion

Update regional waste composition monitoring for municipal solid waste

Consult on new disposal bans: textiles and expanded polystyrene

Consult on review of Municipal Solid Waste and Recyclable Material RegulatoryBylaw No. 181, 1996 (Bylaw 181)

Temporarily increase the number of disposal ban inspectors to focus on small vehicleloads that have high quantities of clean wood waste

Implement municipally funded dedicated recycling systems at North Shore andCoquitlam Transfer Stations

Determine options and costs to develop dedicated recycling areas at Surrey andLangley Transfer Stations in collaboration with municipalities served by those facilities

Complete construction of non-ferrous metal recovery from bottom ash at the Wasteto Energy Facility (WTEF)

Review options to increase construction and demolition recycling capacity in theregion

Goal 3 - Recover energy from waste stream after material recovery

Evaluate options and business models for district energy delivery from the WTEF

Evaluate options for new WTE capacityGoal 4 - Dispose of all waste in landfill after recycling & energy recovery

Transition to the new contractor (Emterra) for the operation and maintenance of theNorth Shore, Coquitlam and Surrey Transfer Stations

Complete construction and commence operation of the North Shore Transfer Stationreconfiguration project

Secure contingency landfill disposal capacity

Complete fly ash disposal procurement process

Continue development of Coquitlam Transfer Station by preparing detail design andcosting and obtain permitting for construction

Continue development of a new Surrey Residential Drop-Off facility by continuing towork with the City of Surrey on siting and design

Achieving Regional Waste Diversion and Reduction Goals In order to achieve the region’s 80% waste diversion and 10% per capita waste reduction goals, the region needs to reduce waste generation by about 200,000 tonnes and divert approximately 500,000 tonnes per year more than it currently does.

Attachment 7 provides an overview of key 2017 proposed expenditures in support of achieving these waste diversion and the waste reduction targets. The table shows investment areas and the projects and amounts targeted in each area. The additional diversion is estimated based on the assumption that the region can divert about half of the remaining key recyclable and compostable materials in the waste stream by 2020. Per capita waste generation has dropped from approximately 1.6 tonnes per capita in 2007 to 1.36 tonnes per capita in 2014. Per capita waste generation has remained effectively flat since 2010.

Waste Diversion through Transfer Station Operations Although transfer station operations and development work falls under Goal 4, within that operating budget of $31.7 million, Metro Vancouver spends approximately $8.7 million (27%) to divert wastes from disposal through its Environmental Impact Reduction program and other recycling services provided at the transfer station facilities (e.g. managing recyclables and organics, disposal ban inspections, gypsum, mattresses, metals etc.). These expenditures, which are recovered through user fees, allocation to participating member municipalities, and other revenues, include:

Recyclables and organics: $7.5 million

Disposal Ban Inspection Program: $0.75 million

Dedicated Recycling Areas: $0.26 million

CFC Removal Program: $0.15 million

Waste Diversion through Environmental Regulation and Enforcement Environmental Regulation and Enforcement is responsible for licensing and regulating private recycling facilities in the region through the application of Bylaw 181. While the Environmental Regulation and Enforcement Division is part of the Legal and Legislative Services Department, the solid waste portion of the Environmental Regulation and Enforcement Budget is included in the Solid Waste Services Budget, projected to be $0.84 million in 2017. Any new resources resulting from the proposed Bylaw 181 review will be determined through the review process with required revenues factored into any new licensing provisions.

Key 2017 consulting projects:

Municipal solid waste composition monitoring ($120,000)

Updated resources and educational support for increasing 3Rs ($110,000)

National benchmarking and applied research for waste reduction and recycling ($40,000)

Consultation for new facility projects and evaluations of existing waste/recycling facilities($70,000)

Research and support for potential future EPR and existing/future disposal bans ($140,000)

Research and development of new markets and recycling infrastructure for C&D wastes($100,000)

Designs, signage & education for improved recycling at transfer stations ($70,000)

Evaluation of options and design for district energy delivery ($80,000)

Review of options for the development of new WTE capacity ($300,000)

Other Operating Budget Highlights As previously reported to the Board, the impact of the financing of the December 2015 purchase of a new head office complex has been included in the 2017 centralized support budget. The allocation of these costs to the various Metro Vancouver entities and functions reflects the 2017 borrowing costs.

Capital Budget Highlights The Solid Waste Services Capital Budget is $26.7 million. Highlighted capital projects planned for 2017 include the following:

North Shore Transfer Station reconfiguration and structural modifications

Coquitlam Transfer Station replacement detailed design

Surrey Residential Drop-Off siting and design

Various projects for the existing WTEF including crane replacement, new bottom ashconveyors and non-ferrous metal recovery

Work Plan Performance Indicators Within the Solid Waste Services Work Plans, 6 performance indicators have been developed and are being tracked. These include:

Waste diversion rate (percent of solid waste flow diverted from final disposal)

Waste disposed per capita (tonnes/capita)

Annual solid waste flows in Metro Vancouver system (tonnes)

Annual amount of recycled material in Metro Vancouver system (tonnes)

Availability/environmental performance of the WTEF

Solid Waste regulatory licenses

The trend in these performance measures suggest that waste diversion continues to gradually increase and per capita disposal continues to decrease.

Budget Approval Process The proposed 2017 Budget and Work Plans for Solid Waste Services are presented to the Zero Waste Committee for consideration and endorsement before being forwarded to the Board for consideration.


The 2017 Budget and Work Plans for Solid Waste Services will be presented at the BoardBudget Workshop on October 21, 2016.

The Board will consider adoption of the Budget on October 28, 2016.

ALTERNATIVES 1. That the Zero Waste Committee endorse the 2017 Solid Waste Services Budget and Work Plans

as presented in this report dated October 6, 2016, titled “2017 Budget and Work Plans - SolidWaste Services” and forward them to the Board Budget Workshop on October 21, 2016 forconsideration.

2. That the Zero Waste Committee make recommendations for amendments, endorse the 2017Solid Waste Services Budget and Work Plans as amended, and forward them to the Board BudgetWorkshop on October 21, 2016 for consideration.

FINANCIAL IMPLICATIONS If the GVS&DD Board approves the 2017 Solid Waste Services Budget and Work Plans as presented in Alternative 1, tipping fees and other revenues are expected to generate a balanced budget with an expected contribution to reserves of approximately $4.9 million. Waste flows and landfill operating and closure costs continue to be key budget drivers.

Expenditures include operating costs along with the allocation of corporate support costs, debt services costs and contribution to reserves. Subject to approval of the 2017 tipping fee structure, tipping fees will remain unchanged for all waste loads (local government single family and public works waste, large commercial vehicles, and small and medium vehicles).

Under Alternative 2, the Committee may wish to consider recommending amendments to the operating and/or capital budget to reflect Board strategic priorities. Any proposed changes may require an update to the tipping fees and/or the expected contribution to reserves. Increases in tipping fees for commercial garbage could lead to increased bypassing of Metro Vancouver waste disposal facilities, decreasing overall system revenues.

SUMMARY / CONCLUSION As part of the annual budget process for 2017, Work Plans have been prepared to accompany service area budgets to provide Committee and Board members with a high level overview of the role of the

service, the total budget, overall staff complement, performance indicators and key actions for the coming year.

The Solid Waste Services annual budget increased by $3.6 million (4.0%) in 2017 for a total budget of $94.4 million. This increase includes a $4.9 million contribution to reserves. Capital program expenditures are projected to total $26.7 million for 2017.

The Budget for 2017 has been prepared to respond to direction provided in the Metro Vancouver Board Strategic Plan and support the goals of the Integrated Solid Waste and Resource Management Plan. Waste flows and landfill operating and closure costs will continue to be key budget drivers in 2017. Staff recommend endorsing the 2017 Budget and Work Plans as presented under Alternative 1.

Attachments: 1. 2017 Solid Waste Services Budget2. 2017 Solid Waste Services Capital Budget3. 2017 Solid Waste Services Equipment Capital Plan Budget4. 2017 Solid Waste Services Environmental Regulation and Enforcement Budget5. 2017 Solid Waste Services Work Plans

a. Operationsb. Planning and Public Involvement

6. 2017 Solid Waste Services Organizational Chart7. 2017 Initiatives for Increasing Waste Diversion

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B12A ALO

2015 2015 2016 2017 %


REVENUES

Tipping Fees 75,813,273$ 83,290,870$ 80,015,101$ 85,373,222$ 6.7%Energy Sales 6,102,848 4,701,618 5,719,900 5,719,900 Other External Revenues 6,700,530 4,464,746 2,855,894 3,303,073 Reserves 4,549,545 958,084 2,208,728 ‐

TOTAL REVENUES 93,166,196$ 93,415,318$ 90,799,623$ 94,396,195$ 4.0%

EXPENDITURES

Operating Programs:Solid Waste Operations

Allocated Quality Control 22,315$ 24,711$ 23,223$ 15,613$ Ashcroft Ranch 462,456 317,161 277,608 554,718 Engineers in Training 463,598 382,696 140,271 156,428 Transfer Stations-Environmental Initiatives 4,997,354 4,262,732 5,234,882 5,017,292 Landfills 17,522,457 21,232,194 19,532,177 24,461,495 Minor Capital Projects 56,208 - 7,771 - Sustainability Fund - - - - Transfer Station System 35,236,437 36,946,245 33,416,414 26,650,110 Waste to Energy Facility 22,942,375 21,272,806 22,794,804 22,535,208

81,703,200 84,438,544 81,427,150 79,390,864 (2.5%)

Solid Waste PlanningPolicy and Facility Development 2,114,044 1,534,936 1,158,983 1,087,371 Zero Waste Implementation 1,774,662 1,000,198 1,636,325 1,626,726 Programs and Public Involvement 737,731 189,812 409,135 423,873

4,626,437 2,724,947 3,204,443 3,137,970 (2.1%)

Administration and Department Support 900,345 728,580 790,794 731,332 (7.5%)

Environmental Regulation and Enforcement 1,293,467 932,911 830,562 841,914 1.4%

Allocation of Centralized Costs 3,243,563 3,253,070 3,233,946 3,871,134 19.7% Total Operating Programs 91,767,012 92,078,052 89,486,895 87,973,214 (1.7%)

Debt Service 1,399,184 825,696 1,312,728 1,532,829 16.8%

Contribution to Reserve - - - 4,890,152 N/A


GREATER VANCOUVER SEWERAGE AND DRAINAGE DISTRICTSOLID WASTE

2017 BUDGET REVIEW

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ORIGINALTOTAL

PROJECT COSTS

TOTALPROJECTCOSTS *

$300,000 $300,000

200,000 200,000

3,300,000 3,300,000

$3,800,000 $3,800,000

57,000,000 47,200,000

7,000,000 7,000,000

4,700,000 12,000,000

1,500,000 1,500,000

1,500,000 1,500,000

$71,700,000 $69,200,000

6,000,000 6,800,000

2,000,000 2,000,000

2,800,000 2,800,000

1,400,000 1,400,000

3,000,000 3,000,000

$15,200,000 $16,000,000

$90,700,000 $89,000,000

B14

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICTCAPITAL PROGRAMS & PROJECT DETAILS

SOLID WASTE2017 BUDGET

2017CAPITALBUDGET

CHANGE INTOTAL



Coquitlam Landfill Gas Collection Upgrades Phase II Design $300,000 -

SW Landfills Capital

Coquitlam Landfill Gas Collection Upgrades Phase II Construction 500,000 -

$1,000,000 $0

Coquitlam Landfill: Leachate Collection System Grade Realignment Design 200,000 -

2017 - New Projects

SW Transfer Stations Capital


Surrey RDO Siting & Design 11,000,000 7,300,000

2017 - New Projects

Coquitlam Transfer Station Replacement 1,600,000 (9,800,000)

North Shore TS Reconfiguration 750,000 -

$16,350,000 ($2,500,000)

North Shore TS Structural Modifications Construction 1,500,000 -

Weigh Scale Upgrades 1,500,000 -

Bottom Ash Processing 4,000,000 800,000

Scrubber Design 500,000 -

SW Waste to Energy Facility Capital


Bottom Ash Dischargers / Conveyors Construction 1,400,000 -

Refuse Crane Construction 3,000,000 -

WTEF Gas Burner Replacement 500,000 -

2017 - New Projects

* Total Project Costs include costs expected to be funded by partners.

TOTAL CAPITAL EXPENDITURES $26,750,000 ($1,700,000)

$9,400,000 $800,000

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B15

SUMMARY

Transfer Station Program: Stationary Compactor 1,500,000$ Compactor Cylinder Refurbish 100,000$

Total 1,600,000$

Greater Vancouver Sewerage & Drainage DistrictSolid Waste ‐ Equipment Capital Plan

2017 Budget

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B7

2016 2017 %BUDGET BUDGET CHANGE

REVENUES

Solid Waste Revenues 830,562$ 841,914$ 1.4%

TOTAL REVENUES 830,562$ 841,914$ 1.4%

EXPENDITURES

Operating Programs:Enforcement 748,345$ 768,688$ Administration and Department Support 82,217 73,226

TOTAL EXPENDITURES 830,562$ 841,914$ 1.4%

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICTSOLID WASTE

ENVIRONMENTAL REGULATION AND ENFORCEMENT2017 BUDGET

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SOLID WASTE SERVICES Solid Waste Operations

Description of services The business area is responsible for operating an integrated solid waste management system. Service delivery is focused on achieving Metro Vancouver’s Zero Waste objectives through reliable, cost‐effective, safe and environmentally‐sound operations. The service is a user pay system, funded by users through solid waste tipping fees.

The Metro Vancouver facilities are the North Shore, Coquitlam, Surrey, Maple Ridge, and Langley Transfer Stations; and Waste‐to‐Energy Facility (WTEF); these facilities are managed though several large contracts/agreements. Metro Vancouver also manages the closed Matsqui Transfer Station and the closed Coquitlam Landfill.


Strategic directions and high level goals supported Board Strategic Plan Reduce solid waste through an aggressive waste reduction campaign and the recovery of materials

and energy from the waste that remains. Work towards a financial model for managing a solid waste management system consistent with zero

waste objectives. Continue to promote behaviour change that will reduce waste generated in the region.

Integrated Solid Waste and Resource Management Plan Goal 2 ‐ Maximize reuse, recycling & material recovery. Goal 3 ‐ Recover energy from waste stream after material recovery. Goal 4 ‐ Dispose of all waste in landfill after recycling & energy recovery.



Current performance


Annual solid waste flows in Metro Vancouver system (tonnes)

2015: 822,000 2014: 831,000 2013: 890,000

2016 projected: 875,000 804,000

Availability of the WTEF Contract Requirement:

90%

2016 projected: 93%

93%

2017 key actions

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Transition to the new contractor (Emterra) for the operation and maintenance of the North Shore,Coquitlam and Surrey Transfer Stations.

Complete construction and commence operation of the North Shore Transfer Station reconfigurationproject.

Implement municipally funded dedicated recycling systems at North Shore and Coquitlam TransferStations.

Complete construction of non‐ferrous metal recovery from bottom ash at the Waste to Energy Facility(WTEF).

At the WTEF, complete construction of the gas burner, refuse crane replacement and bottom ashdischargers/ conveyors upgrades.

Add two temporary Material Disposal Ban inspectors to focus on small vehicle loads that have highquantities of clean wood waste.

Secure contingency landfill disposal capacity. Complete fly ash disposal procurement process. Evaluate options for the development of new waste‐to‐energy capacity.

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SOLID WASTE SERVICES Solid Waste Planning and Public Involvement

Description of services As set out in the Integrated Solid Waste and Resources Management Plan (ISWRMP), this business area:

develops and implements regional waste reduction and recycling initiatives in the ISWRMP,including bans, bylaws, eco‐centres, etc.;

identifies, plans and develops regional infrastructure to fulfill future needs for waste transferand disposal;

plans for the establishment of additional waste to energy capacity; provides public involvement and consultation services to key solid waste projects.

To support Metro Vancouver’s commitment to protect the environment and conserve resources, Environmental Regulation and Enforcement negotiates and issues permits, orders and licenses and then promotes compliance, and enforces solid waste bylaws. According to a user pays principle, these regulatory costs are recovered through fees.


Strategic directions and high level goals supported Board Strategic Plan Reduce solid waste through an aggressive waste reduction campaign and the recovery of materials

and energy from the waste that remains.

Work towards a financial model for managing a solid waste management system consistent withzero waste objectives.

Continue to promote behaviour change that will reduce waste generated in the region.

Integrated Solid Waste and Resource Management Plan Goal 1 ‐ Minimize waste generation Goal 2 ‐ Maximize reuse, recycling & material recovery Goal 3 ‐ Recover energy from waste stream after material recovery Goal 4 ‐ Dispose of all waste in landfill after recycling & energy recovery



Current performance


Waste diversion rate (percent of solid waste flow diverted from final disposal)

Canadian average*: 24% 63% (2015 est.) 70% (regional goal

by end of 2015) 80% aspirational goal by 2020

Waste disposed per capita (tonnes)

Canadian average*: 0.73 0.50 (2015 est.) 0.42

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18722587


Current performance


Total number of licenses issued to private facilities managing municipal solid waste and recyclable materials, that must be regulated and monitored

2014: 48 2015: 51

51 52

*Most recent Canadian national figures from 2010. Newer figures expected from Stats Canada after 2017 Census.

2017 key actions Support the delivery of Metro Vancouver’s regional waste prevention programs: Create

Memories Not Garbage (prevention of seasonal gift wastes), Food isn’t Garbage (reduction andrecycling of food wastes), Love Food Hate Waste (reduction of household food wastes), Aregional abandoned waste campaign and the Annual Zero Waste Conference

Support for the National Zero Waste Council and its national waste prevention agendaincluding: development and implementation of a National Food Waste Reduction Strategy, workto improve the design of products & packaging, shared and coordinated Zero Wastecommunications, and Circular Economy education and promotion.

Conduct projects to update technical and educational resources for increasing regional wastediversion, with emphasis on organics and wood.

Support national benchmarking and applied research for waste reduction and recycling Survey regional transfer stations to assess level of customer service and identify opportunities

for increased waste diversion. Develop resources and supports to improve recycling at transfer stations. Develop public education campaign to support municipal programs discouraging illegal

dumping.

Update regional waste composition monitoring for municipal solid waste. Review options to increase construction and demolition recycling capacity in the region. In partnership with Ministry of Environment staff, develop and implement an action plan that

focuses on enhancing performance of EPR programs, improves awareness and understanding ofEPR, and leads to expanding products obligated by the Recycling Regulation.

Engage and consult with municipalities, industry, businesses and residents on upcoming solidwaste initiatives including the 2018 Solid Waste Tipping Fee Bylaw, review of Bylaw 181, newdisposal bans on textiles and expanded polystyrene, Gypsum Pilot Program, and any changes totransfer station operations.

Evaluate options and business models for district energy delivery from the WTEF.

Evaluate options for new WTE capacity. Determine options and costs to develop dedicated recycling areas at Surrey and Langley

Transfer Stations in collaboration with municipalities served by those facilities. Continue development of Coquitlam Transfer Station by preparing detail design and costing and

obtain permitting for construction. Implement a new Surrey Residential Drop‐Off facility by continuing to work with the City of

Surrey on siting and design. Track and manage the flow of wastes to minimize or eliminate wastes bypassing the regional

disposal system.

GENERALMANAGER

SOLID WASTE OPERATIONS

SOLID WASTE PLANNING

POLICY & FACILITY DEVELOPMENT

SOLID WASTE PROGRAMS

Policy & Facility Development

Zero Waste Implementation

Solid Waste Planning

Programs & Public

Involvement

Waste-to-Energy Facility

Landfills

Transfer Station System

18924234September 28, 2016

FTRs = 8.0

FTRs = 4.0

FTRs = 17.0

FTRs = 9.0

FTRs = 2.0

Solid Waste Services2016 Total FTRs = 41.0


Department Support ----------------------------

Weigh Scale Administration

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ATTACHMENT 7

Behaviour

Change

Disposal

Bans

National

Collaborati

on

Access to

recycling &

energy

Consulting projects to support waste

reduction/diversion outreach & communications $ 30,000 1, 2

New peer-reviewed organic waste diversion guides esp.

for restaurants, MF residences, and ICI sites. $ 80,000 1, 2

Create Memories Not Garbage (waste prevention) $ 175,000 1

Food isn't garbage (food waste prevention/recycling) $ 100,000 1, 2

Love Food Hate Waste (res. food waste prevention) $ 86,500 1

Abandoned waste campaign $ 80,000 2

Zero Waste Conference (projected revenues of $57,000) $ 207,000 1, 2

National ZW Council (food waste reduction, product/

packaging design, communications, circular economy) -

excludes in-kind services

$ 120,700 1

Waste composition monitoring with periodic specialized

audits for specific materials or sectors. $ 120,000 1, 2

National Solid Waste Benchmarking Initiative, and

Municipal Waste Research Collaborative projects. $ 40,000 1, 2

Anonymous assessment of customer service provided

by operators of regional waste facilities. $ 30,000 2, 4

Consultation workshops and facilitation for facilities

(e.g. Coquitlam TS, Surrey RDO) and projects. $ 40,000 4

Study of EPR models for non-traditional materials

(packaged foods, clothing reuse, C&D wastes) $ 30,000 1, 2

Mapping of recycling capacity, including C&D waste and

organics within the region. $ 20,000 2

Research and development of disposal alternatives for

new materials per July 2016 Board report. $ 30,000 2

Improving management/removal of contaminants at

organics processing facilities. $ 30,000 2

Follow-up on past audience surveys of MFR and ICI

participation in organics recycling. $ 30,000 2

Additional disposal ban inspectors $ 172,000 2

Projects for increased C&D recycling through increased

processing capacity, market development. $ 100,000 2

Transfer station signage and education. $ 30,000 2

Conceptual design options for dedicated recycling

services before scales at Surrey and Langley TSs $ 40,000 2

Expansion of dedicated recycling at Coquitlam and

North Shore TSs (cost recovery from municipalities) $ - 2

Cost-benefit evaluation of options and conceptual

designs for district energy at existing WTEF $ 80,000 3

ESTIMATED DECREASE IN WASTE GENERATION by 2020 (additional tonnes/year)

ESTIMATED POTENTIAL WASTE DIVERSION by 2020 (additional tonnes/year) ~150,000 ~200,000

ESTIMATED POTENTIAL WASTE DIVERSION by 2020 (additional % diversion) ~5% ~6%

* ISWRMP GOALS: 1 - Minimize Waste Generation

2 - Maximize reuse, recycling and material recovery

3 - Recover energy from the waste stream after material recycling

4 - Dispose of all remaining waste in landfill, after material recycling and energy recovery

~5%

2017 Initiatives for Increasing Waste Diversion

PROJECT DESCRIPTION BUDGETISWRMP

GOAL*

~200,000

District Energy

TARGETED SECTORS/MATERIALS Organics

(esp.

Multifamily

and ICI)

Clean and

Treated

Wood

All sectors and materials

Resources and Educational Support for 3Rs, Behaviour Change

Waste Composition Monitoring

Benchmarking and Applied Research for 3Rs

Facility Consultations and Evaluations

Support for EPR and Disposal Bans

Recycling of C&D Wastes

Improved Recycling at Regional Facilities

~150,000

to: aboriginal relations committee...• the 2017 budget and work plan for aboriginal relations will...

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