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2022-2026 Financial Plan Overview
2022-2026 Financial Plan OverviewJerry W. DobrovolnyCommissioner/Chief Administrative Officer
Dean RearGeneral Manager, Financial Services/ Chief Financial Officer
Jerry W. DobrovolnyCommissioner/Chief Administrative Officer
Dean RearGeneral Manager, Financial Services/ Chief Financial Officer
5.1
2022 – 2026 FINANCIAL PLAN OVERVIEW
2
Short-term Relief for Households• Leverage supported tools to create short-term action plan (1-2
years)• Fully evaluate 30 Year amortization for NSWWTP
Maintain Current Goals and Objectives• Continue work on strategic and long-range plans• Optimize capital plan timing and identify deferment opportunities• Evaluate effects of more restrictive lawn watering regulations• Explore demand side management options for liquid waste
Realize New Opportunities• Partner on projects to increase affordable housing • Reduce GHGs • Help drive economic recovery
Board direction from April workshop
2022 – 2026 FINANCIAL PLAN OVERVIEW
3
6.4% Prior Projection for 2022 Budget
$38 Increase for the average household in 2022(Water: $6, Liquid Waste: $25, Solid Waste: $4, MVRD: $3)
$612 Average annual costs for all Metro Vancouver services
3.5% Proposed 2022 Budget
$21 Increase for the average household in 2022(Water: $4, Liquid Waste: $8, Solid Waste: $3, MVRD: $6)
$595 Average annual costs for all Metro Vancouver services
2022 Budget – Bottom Line
2022 Budget - Addressing Board Priorities2022 – 2026 FINANCIAL PLAN OVERVIEW
• Implementing the Clean Air Plan to meet 2030 climate targets and improve air quality
• Incentivizing Inflow and Infiltration reductions
• Accelerated investment in affordable housing
• Integrating land use and transportation planning
• Accelerated action on Regional Economic Prosperity
• Improving seismic resiliency of the water system
• Advancing long term water source supply capacity
4
2022 Budget – Addressing Organizational Needs
• Support services for capital program delivery
• Indigenous relations• Internal requests for support have tripled
• Project Delivery and improved project management
• Asset management
2022 – 2026 FINANCIAL PLAN OVERVIEW
5
TOOLBOX
6
Use of Reserves Reduce Payas-you-go
Capital Plan Deferrals
ContinuousImprovement
Demand Side Management
Debt Amortization
Reliance on Annual SurplusesUSE OF RESERVES
7
• Applied annual surplus in excess of operating reserves minimums to reduce upward pressure on levies and tax requisition
• $8M for 2022• In accordance with the Operating, Statutory and Discretionary Reserves
Policy
• Impact is one time only• Pressure intensifies on future levies and tax requisitions
Policy VarianceREDUCING PAY AS YOU GO
8
• Contributions to capital funding from the Operating budget
• Reduced by $11M from prior year
• Easy to cut, difficult to add back
• Long term impact is more borrowing• Interest costs• Rate risks
CAPITAL PLAN DEFERRALS
9
• Review of over 300 projects
• In the prior cycle, over $400 million in capital expenditures deferred
• This cycle, a further $450 million of capital expenditures have been deferred
Project Review
OverviewCONTINUOUS IMPROVEMENT
Initiative Outcomes
LIWWTP Effluent Heat Recovery$415k / year increase in revenue from Renewable NaturalGas.1,000 t / year regional reduction in GHG emissions.
In-House Developed Effluent Mixing Models $150k / year reduction relative to cost for modellingperformed by Consultants
Increased in-house Project Managementand Field Quality Control / Assurance
$2M / year reduction relative to outsourced engineeringwork by Consultants
Project Management Framework Improved project performance, project oversight andtransparency.
Project Controls insourcing/optimization of project support for HVRC projects $750,000 Cost Avoidance, Operating
10
OverviewCONTINUOUS IMPROVEMENT
Initiative Outcomes
Ozone optimization at Coquitlam Water Treatment Plant
$230k / year reduction in electricity and oxygen costs;Reduced greenhouse gas emissions by 17,200 kg CO2eper year
Automation of Statutory Financial Statements
$120,000 in annual staff time savings and reduced auditfees.
Short-Term Financing and Cash Management
$2,000,000 in annual interest cost savings, mitigate liquidityrisk and optimize cash position.
New recycling depot funding modelAllows for recycling depots at all Metro Vancouver recyclingand waste centres while supporting municipalities withdepots and reducing municipal costs by over $1m / year
New organics management contracts $2m / year regional cost reduction while maximizingorganics system resiliency
11
12
DEMAND SIDE MANAGEMENT
• Continued Emphasis on Water Conservation• Necessary to delay need for growth infrastructure• Continue practice of water rate increase being
applied to high season
• Liquid Waste – Develop Wet Weather Billing• Incentivize Inflow and Infiltration reductions at the
member level• Manage system capacity• Delay need for additional infrastructure
DEBT AMORTIZATION
13
North Shore Wastewater Treatment Plant
• Board direction to maintain policy of 15 year debt amortization
• Recommendation for 30-yearamortization term for the North Shore’s share of the North Shore Wastewater Treatment Plant Project as requested
OVERALL HOUSEHOLD IMPACT 2022 - 2026
14
2021 2022 2023 2024 2025 2026
Water District $171 $175 $183 $200 $221 $244
Liquid Waste $273 $281 $324 $379 $452 $543
Solid Waste $60 $63 $65 $68 $71 $74Regional District $70 $76 $85 $88 $89 $91Total Household Impact $574 $595 $657 $735 $833 $952% Change 3.5% 10.4% 11.8% 13.3% 14.3%Prior Year Forecast $612 $656 $710 $784Prior Year % Change 6.4% 7.3% 8.5% 10.4%
FUTURE FINANCIAL PLANNING
15
• One year budget that utilizes MV fiscal strength to minimize overall impact for 2022
• Continue to work on resolving challenging fiscal issues• Forthcoming major projects• Revenue stream such as DCC’s• Economic uncertainties
Apr 8 May 8 June/July OctoberBoard Budget Workshop
Council of Councils
Proposed capital plan for input
Recommendedfinancial plan
Oct 20 Oct 23 Oct 29Board Budget Workshop
Council of Councils
Board meeting
PROCESS AND TIMELINE
16
*10 Standing Committees and 3 Advisory Committees (RAAC, RFAC, REAC)
* *
METRO VANCOUVER OPERATING BUDGET
18
Overview:• 2021 Operating Budget: $947.9M• 2022 Operating Budget: $1,017.9M (7.4%)• About 1% higher than previously projected for 2022
Drivers:• Increase in Operations averages 3.8% over 5 years• Debt servicing reflective of the capital program, but
favorable rates• Easing contribution to Capital in 2022 - Refocusing in
2023-2026
$- $100 $200 $300 $400 $500 $600 $700 $800 $900 $1,000
$- $200 $400 $600 $800
$1,000 $1,200 $1,400 $1,600 $1,800
2021 2022 2023 2024 2025 2026
Mill
ions
Operations Contribution to Capital Debt ServiceHousehold Impact (Prior) Household Impact (Current)
Expenditures
METRO VANCOUVER OPERATING BUDGET
19
Overview:• Primary funding sources – water sales, sewer levy,
tipping fees, rents, MVRD requisition• Relative stability for primary sources
Drivers:• Significant use of reserves in 2022 to minimize HHI• Anticipated water DCC revenue received and applied
starting 2024, downward pressure on water rate• Assumed partner funding for upcoming major capital
projects, downward pressure on levies/rates
Revenues
$- $200 $400 $600 $800
$1,000 $1,200 $1,400 $1,600 $1,800
2021 2022 2023 2024 2025 2026
Mill
ions
Water Sales Liquid Waste Levy Solid Waste Tipping Fees MVRD Requisitions Housing Rents Other Revenue
METRO VANCOUVER CAPITAL PLAN
20
• Regional infrastructure investment drives the financial plan and ratepayer impact
• Though there are challenging projects, many have positive financial outcomes
• Kennedy Newton Water Transmission Main• AIWWTP Cogen Power Backup
$‐
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
2021 2022 2023 2024 2025 2026
Millions
Housing Regional Parks Solid Waste Liquid Waste Water
METRO VANCOUVER CAPITAL PLAN
21
Overview:• 2021 capital cashflow $1.52B• 2022 capital cashflow $1.38B
Drivers:• Capital projects in progress carried forward• $450M deferred from previous 5 year cashflow• Reflects risks and scope changes where known
Expenditures
2022 – 2026 FINANCIAL PLANWATER SERVICES
Marilyn TowillGeneral Manager, Water Services
Water Committee, October 14, 202148065924
Cheryl NelmsGeneral Manager, Project Delivery
Capilano Reservoir
5.2
In order to manage the long term Water Supply demands in a responsible manner, this Plan factors in conservation measures, new infrastructure development, resiliency, financial prudence, an increased Regulatory burden, First Nations reconciliation and environmental stewardship over the next 5 years
Water Services over the next 5 yearsWATER SERVICES OVERVIEW
Barnston Maple Ridge Pump Station
2
Challenges & OpportunitiesWATER SERVICES CONTEXT
3
1. Growing Region2. Seismic and Climate Change
Vulnerabilities3. Increased Regulations 4. Reconciliation5. Financial Sustainability6. Increased Expectations7. System Stewardship
CUSTOMER LEVELS OF SERVICE OBJECTIVES
6
1. Maintain Quality of the Drinking Water Delivered
2. Maintain Capacity and Reliability of the Water Supply System
3. Improve Environmental Stewardship
4. Minimize Timeline to recover from a Major Event (including Seismic, Power Interruption and Climate Change)
PERFORMANCE METRICS
7
Key Performance Metric Past Performance (Average)
Expected Performance 2022
Peak day per capita water use (liters per person per day) 620
Percent of GVWD capital program expenditures achieved 68%
Percent of GVWD minor capital program expenditures achieved 87%
Number of water samples collected from source reservoirs and the distribution system
22,848
Smolt capture in the CapilanoWatershed 18,143
PERFORMANCE METRICS
8
Key Performance Metric Past Performance (Average)
Expected Performance 2022
Annual volume of drinking water treated, delivered (in million litres) 383,978
Energy use in the treatment and delivery of drinking water (amount of gigajoules (GJ) used per ML of water)
0.49
Number of leak repairs in water transmission system piping per 100 kilometers of pipe
3.21
Number of major interagency projects coordinated 10
Key InitiativesWATER SERVICES CONTINUOUS IMPROVEMENT
9
Initiative Outcomes
Increased in-house Project Management and Field Quality Control / Assurance
$2M / year reduction relative to outsourced engineering work by Consultants
Ozone optimization at Coquitlam Water Treatment Plant
$230k / year reduction in electricity and oxygen costs; Reduced greenhouse gas emissions by 17,200 kg CO2e per year
Replace aging infrastructure and meet growth demand
$100k / year reduction in leak repairs and environmental mgmt. due to commissioning of new South Delta Main #1
Key InitiativesWATER SERVICES CONTINUOUS IMPROVEMENT
10
Initiatives Outcomes
Energy Management: operational improvements
$30k / year electricity purchase reduction (reduction in energy use by at least 350,000 KWh / year)
Implement the environmental management system
Increased compliance with Regulations and reduced risk of litigation
Move pipe storage from U.S. facility to GVS&DD space near Coquitlam Landfill
Reduced storage charges, saving approximately $200k / year
BUDGET OVERVIEW
11
2022 MV Budget, $1,017.9M
Water Services,$335.4M
2022 Operating Budget Breakdown – Water Services
2 3 4 5 6
Water Services Financial PlanOPERATING EXPENDITURES
12
171 175 183 200
221 244
-
50
100
150
200
250
300
0
100
200
300
400
500
600
1 2 3 4 5 6
$ M
illion
s
Series2 Series3 Series4 Series1
2022 – 2026 Water Services Financial PlanOverview:2021 Operating Budget: $320.1M2022 Operating Budget: $335.4M
4.8% increase
Drivers for Change:• Increased debt service
(growing capital program)• Managing contribution to capital
( Financial Management Policy)• Support for operating and
capital projects ( procurement, project management, other allocated programs)
Water Services Financial PlanOPERATING FUNDING
13
0
100
200
300
400
500
600
2021 2022 2023 2024 2025 2026
$ M
illion
s
Water Sales Other External Revenues Transfer from SIF Transfer from Reserves
Overview:2021 Operating Budget: $320.1M2022 Operating Budget: $335.4M
4.8% increase
Drivers for Change:• Water Sales• Reserves usage for Water
Rates stabilization
WATER SERVICES CAPITAL BUDGET
14
Water Mains Pump Stations Reservoirs Treatment Plants Others
Overview:
Capital Budget for Approval $2.7B
Drivers for Change:• Maintain service levels• Meet growth demands• Maintenance of existing infrastructure to
ensure the continuity of services• Improving resilience of the system to seismic
and climate change risks
Water Services Capital PlanCAPITAL EXPENDITURES
15
Overview:2021 Capital Cash Flow: $431.3M2022 Capital Cash Flow: $471.3M
9.3% increase
Drivers for change:• Capital project in progress carried
forward• Reviewed for deferrals and savings• Project risks and scope provisions
Water Services Capital PlanCAPITAL FUNDING
16
0
100
200
300
400
500
600
2022 2023 2024 2025 2026
$ M
illion
s
New External Borrowing Contribution to CapitalDevelopment Cost Charges ReservesExternal Funding - Interagency
Overview:2021 Capital Cash Flow: $431.3M2022 Capital Cash Flow: $471.3M
9.3% increase
Drivers for Change:• Contribution to Capital funding to
comply with Financial Management Policy
• DCCs assumed in place for 2024 and onwards
WATER SERVICES OPERATING HIGHLIGHTS
17
Budget Year Initiative Description2022 Implement Online Chlorine Analyzers Installation of additional online chlorine analyzers within
the transmission system to provide real time chlorine residual data.
Improve safety at SCFP through Equalization Tanks Single Valve Isolation
Equalization tanks require isolation for valve repair, mixer maintenance, as well as tank inspection and cleaning. A new single isolation valve in front of the inlet box will simplify safety by reducing 110 lockout points to 3 lockout points.
Complete Loch Lomond Rock Slope Assessment and Stabilization
Stabilization of rock face above Loch Lomond dam, to prevent potential earthquake-induced rock fall.
Optimize CWTP Ozone Generator Cooling System
The ozone generator cooling system and logic control will be assessed and modified to achieve higher energy efficiency and potentially reduce the ozone generator power consumption.
Corrosion Control Monitoring Monitoring of the pH and alkalinity adjustments to help reduce corrosion in premise plumbing systems.
WATER SERVICES OPERATING HIGHLIGHTS
18
Budget Year Initiative Description
2022 Complete an Enhanced Water Quality Assurance (EWQA) audit
This process is a provincial accreditation requirement for the continued operation of the microbiological laboratory.
Complete an internal audit of the QMSDW actions
The Quality Management System for Drinking Water identifies potential risks to the water system and key control measures.
Implement Building Information Modeling (BIM) Phase I
Standards, protocols and training implemented for 3D design processes for Utilities, in collaboration with WS, LWS, PDE PMO and Corporate Digital Strategy
Pilot Earthquake Early Warning applications With SCFP, CWTP and LCOC network of sensors, begin experimenting with water supply applications for staff safety and saving water / infrastructure, emulating large earthquake
Develop Natural Capital Asset Evaluation Completion of a natural capital asset evaluation for GVWD water supply lands
WATER SERVICES OPERATING HIGHLIGHTS
19
Budget Year Initiative Description
2023 Complete Next Dam Safety Review for Cleveland Dam
Complete the next scheduled Dam Safety Review for Cleveland Dam in accordance with the provincial Dam Safety Regulations.
BC Hydro CoquitlamWater Use Plan Update
Participate in BC Hydro’s review and update of the Coquitlam Water Use Plan
Complete Environmental Management System (EMS) for Water Services
Complete development of an ISO 14001 compliant EMS for Water Services that captures the Utility’s commitment to environmental protection and regulatory compliance.
‘Smart Water Network’ concept Develop strategy for digital transformation of the Water Utility and establish a digital foundation to enable enhanced data management and accessibility.
Complete CALA laboratory accreditation Canadian Association of Laboratory Accreditation is a certification requirement for the function of the Water Services laboratories.
WATER SERVICES OPERATING HIGHLIGHTS
20
Budget Year Initiative Description
2024 North Shore Works Yard Planning Plan for redevelopment of Beach Yard Works Yard post-Second Narrows Water Supply Tunnel project completion.
Environmental Management System Complete ISO 14001 certification process for the water utilities Environmental Management System.
2025 Complete Next Dam Safety Review for Alpine Lake Dams
Carry out next scheduled formal dam safety reviews for Palisade, Burwell and Loch Lomond Dams
2026 Migrating to Next Generation SCADA Planning for the next generation SCADA as the existing SCADA System went online in 2007/2008. With technology and cyber-security rapidly evolving, there is a need to migrate to the best in class Internet of Things (IIOT) Edge Technology.
WATER SERVICESCAPITAL PROGRAM HIGHLIGHTS
21
Budget Year Initiative Description
2022 Kersland & Little Mtn Reservoirs Structural Improvements
Structural maintenance/repair work to interior & exterior of reservoirs to extend service life.
2023 Commission Capilano Raw Water Pump Station Back-up Power
Backup power to convey raw water from the Capilano Reservoir to the SCFP.
2024 Complete Fleetwood Reservoir Valve control chamber, two new reservoir cells and 1 km of water main to meet growth
Commission Douglas Road main No.2 (Still Creek Section)
Additional operational capacity and resiliency for growth in Burnaby and New Westminster
WATER SERVICESCAPITAL PROGRAM HIGHLIGHTS
22
Budget Year Initiative Description2025 Commission Newton Pump Station Add capacity / resiliency in distribution
system between the Newton and Sunnyside Reservoirs
2026 Complete Hellings Tank Construction In-system storage to meet the growing demand
Complete Annacis Main No. 5 North and South Construction
Additional operational capacity and resiliency for growth south of the Fraser
WATER 2022-2026 CAPITAL PLAN
24
53%60% 63% 65% 63%
47% 40% 37% 35% 37%
0%20%40%60%80%
100%
1 2 3 4 5
Series1 Series2
2022 2023 2024 2025 2026
Annual Capital Expenditures (millions)
WaterServices $222.2 $203.0 $178.0 $158.6 $209.3
ProjectDelivery $249.1 $310.6 $305.3 $292.0 $355.5
Projects Summary:• Water Services – 134 projects in 2022-
2026 capital plan• Project Delivery – 8 projects in the
2022-2026 capital plan
PROJECT DELIVERY
25
Delivery of highest-value, highest-risk and complex Water infrastructure valued at $1.5B over 2022-2026:• Coquitlam Lake Water Supply Coquitlam Water Main• Stanley Park Water Supply Tunnel Second Narrows Water Supply Tunnel• Annacis Water Supply Tunnel Cambie-Richmond Water Supply Tunnel
Through the Project Management Office:• Organization-wide Asset Management• Project Management and Capital Planning Support• Quality Management
26
WATER SERVICESHIGHEST VALUE, RISK AND CONSEQUENCE PROJECTS
2020 2030
26
WATER SERVICES2020 2030
Second Narrows Water Supply Tunnel
Annacis Water Supply Tunnel
Coquitlam Water Main
Construction
2022-2026FINANCIAL PLAN
Haney Water Supply Tunnel
Cambie-Richmond Water Supply Tunnel
2010
Coquitlam Lake Water Supply
Lulu-Delta Water Supply Tunnel
Stanley Park Water Supply Tunnel
Design
WATER SUPPLY TUNNEL PROJECTS
27
CONSTRUCTIONAnnacis Water Supply Tunnel
• Construction to start early 2022Second Narrows Water Supply Tunnel
• Construction in progressStanley Park Water Supply Tunnel
• Construction to start late 2022
$ 2022-2026 Cashflow$810 million
Second Narrows2019-2025
AnnacisTunnel2022-2027
Stanley Park2022-2027
Tunnel Boring Machine – Second Narrows Tunnel North Shaft
WATER SUPPLY TUNNEL PROJECTS
28
PLANNING AND DESIGNProject Updates• Lulu Island Delta Water Supply Tunnel
o Planning underway• Haney Water Supply Tunnel
o Planning underway• Cambie-Richmond Water Supply Tunnel
o Preliminary design starting in 2022
$ 2022-2026 Cashflow$105 million
ConstructionLulu Island Delta Tunnel 2029-2034
Cambie-Richmond2027-2032
Haney Tunnel2030-2035Tunnel Boring Machine and Loading System
COQUITLAM LAKE WATER SUPPLY PROJECT
29
ACCOMMODATE GROWTHProject Update• Project Definition
• Completion Q4-2021
• Permitting and Regulatory• Scheduled to begin 2022
$ 2022-2026 Cashflow$161 million
Schedule to be reviewedCoquitlam Water Supply Project Rendering
COQUITLAM MAIN WATER PROJECT
30
ACCOMMODATE GROWTHProject Update• Central Section
• Detailed Design, Construction 2022• South Section
• Detailed Design, Construction 2024• Cape Horn Section
• Detailed Design, Construction 2024
$ 2022-2026 Cashflow$420 million
Construction begins – 2022Completion – 2029
Coquitlam Water Main Proposed Route
Capital Expenditure Summary Project UpdateAS OF AUGUST 31, 2021
Joel MelansonDIVISION MANAGER, ENGINEERING & CONSTRUCTIONWATER SERVICESWater Committee, October 14, 202147831464
5.3
Status of 2021 Water Services Capital ProgramCAPITAL EXPENDITURE SUMMARY REPORT
• 128 total projects included in program
• 96 active projects
• 32 projects not yet started
Status of Overall Water Services Capital ProgramCAPITAL EXPENDITURE SUMMARY REPORT
• Total value of all work identified in the plan is $8.2B
• 2021 Budget is $433.6M
• Pro-rated Capital Budget to end of August is $289M
• Actual expenditures to end of August were $123.3M
• At this time, the planned work is expected to be completed within budget
4
KEY PROJECTS
1. Port Mann Main No. 2
2. Douglas Road Main No. 2 – Still Creek Section
3. Jericho Reservoir
4. Kennedy Newton Main
5. Central Park Main
2COQUITLAM
MAPLE RIDGE
SURREY
DELTA
VANCOUVER
RICHMOND
LANGLEY
NORTH VANCOUVER
WESTVANCOUVER
BURNABY
PORT COQUITLAM
ANMORE
PORT MOODY
GRANDVIEW
NEWTON
WALLEY
CAPE HORN
CANTRALPARK
MAPLE RIDGERESERVOIR
CLAYTON
Secondary DisinfectionSecondary Disinfection
Pump StationPump Station
ReservoirReservoir
MAPLE RIDGE
SASAMAT
SUNNYSIDE
PEBBLE HILL
VANCOUVER HEIGHTS
LITTLE MOUNTAIN
SEYMOUR CAPILANO
WESTBURNCO
BURNABY MOUNTAIN
GREENWOOD PARK
5
4 3
1
PORT MANN MAIN NO. 2 SOUTH
5
Rotary Drill Rig advancing a pile casing
South Shaft tie-inExcavation Work
DOUGLAS ROAD MAIN NO. 2 – STILL CREEK SECTION
6
1500mm steel pipe with test head being installed Pipe trenching
JERICHO RESERVOIR
7
Water feature at southwest corner of reservoir facing northWater feature at southwest corner of reservoir facing east
KENNEDY NEWTON MAIN & ANNACIS MAIN NO. 5 SOUTH
8
Form work and rebar for underground line valve chamber
Trench ready for pipe installation
CENTRAL PARK MAIN NO. 2
9
Installation of the 1.2 meter diameter pipe section
Lowering pipe in trench
Drinking Water Conservation Plan Update
Lucas PittsDirector (Acting), Policy, Planning & Analysis, Water Services
47983931
Capilano Reservoir
Water Committee October 14, 2021
5.5
BACKGROUND
2
Drinking Water Conservation Plan (DWCP) approved by the Board in 2017 and implemented by members on May 1, 2018• Metro Vancouver:
o Develops and maintains the DWCP which is regional policy approved by the GVWD Board
o GVWD Commissioner makes decisions to activate stages of the plan when deemed necessary
o Engages the public regarding water conservation
• Member Jurisdictionso Develop municipal bylaws to implement the DWCP staged watering restrictionso Communicate with local residents about watering restrictionso Monitor and enforce municipal bylaws on watering restrictions
Sustained High Demand – 2021WATER CONSERVATION CHALLENGES
3
• Record-breaking heat wave and a dry, hot summer led to unprecedented high water demand trends
• Changing behavior is difficult - need to adjust existing initiatives and collaboratively innovate new approaches to drinking water conservation
BENEFITS OF WATER CONSERVATION
Seymour Falls Dam
• Help defer future capital projects
• Delay or avoid moving to more restrictive stages
• Reduce environmental impacts of water and wastewater treatment, transmission and collection
• Improve operational flexibility
5
• Stage 1 amendment: o Restrict lawn watering to 1
day/week on Saturday/Sunday o Shorten watering window by 1
hour (5am to 9am)• Stage 2 to ban lawn watering• Stage 3 stays the same
DRINKING WATER CONSERVATION PLAN UPDATEProposed Updates
COMMUNICATIONS ANDENFORCEMENT
6
• Ensure clear and widespread public notification of the DWCP update and changes ahead of the 2022 season
• Provide additional support with education and enforcement programs