Meeting 1 of 1 METRO VANCOUVER BOARD WORKSHOP...2014/10/16 · As a unique local government in British Columbia, Metro Vancouver represents a regional federation of 23 members, comprising

. October 17, 2014

METRO VANCOUVER BOARD WORKSHOP (Greater Vancouver Regional District, Greater Vancouver Sewerage & Drainage District,

Greater Vancouver Water District, and Metro Vancouver Housing Corporation)

Thursday, October 16, 2014 9:00 A.M.

2nd Floor Boardroom, 4330 Kingsway, Burnaby, British Columbia Purpose: A workshop to consider the

2015 Draft Budget – Metro Vancouver Districts and Housing Corporation

Membership and Votes

R E V I S E D A G E N D A1 1. PRESENTATION

1.1 2015 Draft Budget – Metro Vancouver District and Housing Corporation

Designated Speakers: Carol Mason, Chief Administrative Officer/Commissioner and Phil Trotzuk, Chief Financial Officer/General Manager - Financial Services Department. Committee Comments on 2015 Metro Vancouver District and Housing Corporation Budgets

2. REFERENCE MATERIAL

2.1 2015 Budget – Metro Vancouver Districts and Housing Corporation 3. Q&A/COMMENTS FROM PUBLIC

1 Note: Recommendation is shown under each item, where applicable.

Meeting 1 of 1

On Table

Metro Vancouver Board Workshop - 1

http://www.metrovancouver.org/boards/Pages/RD.aspx

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Committee Comments on 2015 Metro Vancouver District and Housing Corporation Budgets

Aboriginal Relations Committee

Consider exploring partnership opportunities for Community‐to‐Community Forum events

Consider exploring a performance indicator related to First Nation relationship building

Explore potential budget implications/resource needs arising from Tsilhqot’in Nation vs. British Columbia decision

Suggest including detailed footnotes with line items to explain significant increases/decreases (such as use of the external legal fund)

Challenges with identifying performance indicators such as attending meetings with the Province

Concern regarding lack of resources to meaningfully develop relationships with Metro Vancouver First Nations

Discussion regarding role of the Aboriginal Relations Committee and former Lower Mainland Treaty Advisory Committee (LMTAC)

Environment and Parks Committee Regional Parks

Importance that the budget fulfill any Board direction arising from the Regional Parks Service Review including shaping the Parks Master Plan

Include ecosystem sensitivity in performance indicators Environment

Reflect the breakdown regarding fine revenue versus cost of enforcement Intergovernmental and Administration Committee GVRD Regional District Services Areas Concern was expressed about the accounting for the Homelessness Partnering Strategy and its impact on the percentage change. Staff was requested to consider how federal funding for the Homelessness Partnering Strategy is presented in the budget. Corporate Support Services

Discussion about general allocation of staff versus specific allocation of staff to individual functions

Discussion about resource sharing with the Federation of Canadian Municipalities and other agencies

Concern expressed regarding the allocation of internal and external legal fees and central control over these costs

Inquiry about overall communication and public relations budget

Discussion regarding inclusion of actuals in the budget presentation

Discussion about the increasing efforts and resources required for dealing with FOIPPA requests received by Metro Vancouver

Comment that changes made to the budget process and material have been positive

GVRD On Table Item Section 1.1

Metro Vancouver Board Workshop - 1-1

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Finance Committee General

Develop best practices for project debt management and contributions to capital

Concern expressed regarding making temporary positions that are tied to contracts permanent full‐time

Question regarding adding staff person to manage social media and properties

Need for a comprehensive asset management strategy for all regional infrastructure

Need to clarify the Finance Committee oversite role in the budget review process Housing

Importance of keeping annual rent increases at market rates due to legislative limitation; difficult to catch up once behind

Solid Waste Services

Concern expressed about deficits resulting from waste flow leakage (out‐of‐region) and how to move forward

Revisiting waste advertising campaign if Bylaw 280 is not approved – need for campaign dollars to address wood/organics ban

If Bylaw 280 is not approved, the need to discuss how we approach the entire solid waste system and what kind of support we can expect from critical sectors

Water Services

Explore Development Cost Charges for the Water District to support major capital projects – concerns expressed that growth is not being funded appropriately

Liquid Waste

Concerns expressed about flat rates for North Shore Sewerage Area and Lulu Island Sewerage Area given upcoming major capital projects in these areas

Need to expedite GVS&DD DCC Bylaw review to reduce lost revenue opportunities Mayors Committee Labour Relations

Clarify decrease in fee‐for‐service (out‐of‐region vs in‐region)

How is cost allocation calculated for services (base and additional) to ensure fair allocation and that communities are not subsidizing others

What services would benefit Electoral Area A and request explanation of allocation model for base services

Utilities Committee Water Services

Concerns expressed about declining water consumption and increasing costs for operating the system

Identify in the budget essential versus non‐essential projects


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Liquid Waste Services

Budget format is easier to follow this year – short with comprehensive summary

Provide details on increases related to: liquid waste residuals, wastewater research and innovation, technical training and administration and departmental support

Isolate and indicate one‐time expenditures to flag for next year’s budget

Present cost allocation projections by sewer area (as they vary considerably by community) Staff was requested to report back, at the Board Budget Workshop, with details related to

expenditure in the proposed 2015 Liquid Waste Services Budget associated with technical training,

administration departmental support, liquid waste residuals, and wastewater research and

innovation.

Zero Waste Committee The Committee inquired about the following:

The rationale for the 2015 projected drop in waste tonnage

Implications of the 13% reduction in Solid Waste Planning

Implications regarding the change in Contribution to Solid Waste Capital budget

Projected capital costs for the New WTE Capacity

Whether Metro Vancouver has a specific operating reserve to deal with a deficit should Bylaw 280 not be approved

The expected time frame for adoption of bylaw 280; to‐date discussions with the Province pertaining to Bylaw 280

Whether Metro Vancouver is still on target in meeting the 80% diversion rate by 2020

Whether Metro Vancouver started to look at other options should Bylaw 280 not be approved. Members expressed concerns about negative impacts of Bylaw 280 not being approved by the Province, such as reduction of recycling rates, the impact on taxpayers and businesses.


To: Finance Committee From: Carol Mason, Commissioner/Chief Administrative Officer

Phil Trotzuk, Chief Financial Officer Date: October 1, 2014 Meeting Date: October 14, 2014 Subject: 2015 Budget – Metro Vancouver Districts and Housing Corporation

RECOMMENDATION That the Finance Committee endorse the 2015 Metro Vancouver Districts’ and Housing Corporation Budgets and forward them to the October 16th Metro Vancouver Board Budget Workshop for consideration.

PURPOSE To present the 2015 Budgets for the Metro Vancouver Districts and Housing Corporation for consideration. BACKGROUND As a unique local government in British Columbia, Metro Vancouver represents a regional federation of 23 members, comprising 21 Member Municipalities, one Treaty First Nation and one Electoral Area. Metro Vancouver provides a range of key utilities and services which include the provision of drinking water, liquid and solid waste services, affordable housing, regional planning, and regional parks to over 2.4 million people in the region. The mix of regional services provided to each municipality is determined by that municipality. All regional services fall within the specific authority and jurisdiction of their respective legislative entities: the Greater Vancouver Regional District (GVRD), Greater Vancouver Water District (GVWD), Greater Vancouver Sewer and Drainage District (GVS&DD) and the Metro Vancouver Housing Corporation (MVHC). These budgets have been prepared to ensure consistency and alignment with the legislative authority of the various Districts and functions which, upon approval, provide the expenditure authority for the operations of the Metro Vancouver Districts and Housing Corporation. 2015 BUDGET PROCESS The 2015 Budget reflects the new Metro Vancouver organizational structure consistent with the completed reorganization 2013 through late 2014 which aligns responsibility with the legislated structure. As a result of this realignment, as with the 2014 Budget, some program budgets show variances year to year, however, the overall revenues and expenditures within each function’s budgets remain comparable. The various budgets for 2015 have been prepared to support the vision and mission of the Regional Federation as articulated in the Board Strategic Plan. Through late September and early October the Metro Vancouver standing committees were presented with individual budget reports that have included a high level overview of both the budgets

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and business plans that fall within the purview of their respective committees. The budgets and business plans have been endorsed by the Standing Committees and are summarized in this report. 2015 BUSINESS PLAN AND BUDGET The 2015 Metro Vancouver Districts and Housing Corporation budgets are presented to provide the Committee with the overall financial picture for 2015 as well as the impact of the proposed budgets on an average household within Metro Vancouver with an assessed value of $715,000. More details on the budget are attached for information, the Budget in Brief (Attachment 1) and the 2015 Financial Information (Attachment 2). BUDGET HIGHLIGHTS GVWD - WATER

Water Sales $243.8 million $7.7 million increase (3.3%)

Avg Water Rate: $0.64 per cubic metre 1.7% increase

Increase to Avg Household: $3

Total Household Impact: $154 (assumes the avg household uses 241 cubic metres annually)

Total Expenditures: $247.3 million $5.2 million increase (2.1%)

Total Capital Expenditures: $190.0 million $0.7 million increase (0.4%)

Operating Expenditures: The 2015 operating budget in the GVWD is increasing by $4.9 million primarily due to the commencement of filtration of the Capilano source, increased pumping costs due to start-up of the Capilano and Barnston/Maple Ridge pump stations, replacement of the Ford Branch Bridge in the Coquitlam Watershed and increased legal costs for pending litigation. Some of the other key actions planned for 2015 include the development of additional supply capacity from the Coquitlam Reservoir, the development of a Comprehensive Regional Water System Plan and completion of the Port Mann Water Supply Tunnel. In addition to these operating initiatives, debt service costs related to the long-term debenture funding of capital expenditure are decreasing by $4.0 million due to debenture maturities and there is a $4.3 million increase to the ‘pay as you go’ capital funding program which will reduce future borrowing requirements and thus debt service costs. In order to meet the increasing operational demands in a cost effective manner, the 2015 GVWD Budget proposes the addition of 3.0 fulltime regular (FTR) positions: 1 position to manage the Coquitlam Reservoir Intake No. 2 (Source Expansion) project, 1 position to support consultation and engagement for major capital projects, and 1 position (shared with Liquid Waste Services) to assist with remote control and monitoring of water treatment and transmission facilities and liquid waste collection facilities. Capital Expenditures: The Water capital budget for 2015 reflects additional spending on infrastructure growth, risk management, maintenance and upgrade projects, offset by reduced expenditures in the Drinking Water Treatment Program with the completion of the Coquitlam UV Disinfection project and the Seymour-Capilano Filtration project in 2014 and early 2015, respectfully.


Highlights of capital projects planned for 2015 to respond to requirements include the following:

Complete project definition for infrastructure improvements necessary to store, treat and convey additional long term supply from the Coquitlam source.

Port Mann, Second Narrows and Annacis Water Supply Tunnels

Construction of Angus Drive Main, Capilano Main No. 9, Port Mann Main No. 2 (North), and Douglas Road Main No. 2, and replacement of South Delta Main No. 1 and Queensborough Main.

Barnston/Maple Ridge Pump Station completion

Lynn Valley Reservoir construction and Hellings Tank Seismic Upgrade

GVS&DD – LIQUID WASTE

Sewer Levy $192.3 million $6.4 million increase (3.4%)

Sewer Levy Increase to Avg Household: 1.9%

Increase to Avg Household: $3

Total Household Impact: $176



The average municipal household impact on the Sewer Levy is expected to increase by $3 (1.9%), reflecting an assumed population growth of 1.5% based on average population growth experienced within the region and projected based on historical data. Operating Expenditures: The 2015 operating budget in Liquid Waste is increasing by $3.9 million primarily due to activities required to prepare for upcoming infrastructure projects needed to meet growth demands and regulatory changes. Some of the other key actions planned for 2015 include development of sector-specific source control bylaws, commissioning of the new disinfection facility at the Northwest Langley Treatment Plant, the optimization of chemically enhanced primary treatment systems at the Iona Island and Lions Gate Treatment Plants to comply with effluent regulations and the identification of sewer heat recovery opportunities. In addition to these operating initiatives, debt service costs related to the long-term debenture funding of capital expenditure is increasing by $0.7 million while the ‘pay as you go’ capital funding program which will reduce future borrowing requirements remains consistent with 2014. The 2015 Liquid Waste Budget proposes the addition of 3.0 fulltime regular positions; 1 position to assist with the management of the Lions Gate Wastewater Treatment Plant Secondary Upgrade project, 1 position to support increased public involvement activities associated with the upcoming capital projects, and 1 position to implement improved business processes to support the increase in project delivery workload. Capital Expenditures: The Liquid Waste capital budget for 2015 is focused on building system capacity to meet the demands of a growing population, infrastructure upgrades to meet new regulatory requirements, infrastructure maintenance to continue to meet service demands, risk management and implementation of opportunity projects.


Highlights of capital projects planned for 2015 to respond to requirements include the following:

Fraser Sewerage Area o Burnaby Lake North Interceptor Phase 1 construction o Langley Connector No. 1 and Carvolth Trunk Sewer replacement construction o Annacis Island WWTP Stage 5 Expansion Phase 1 detailed design o Northwest Langley WWTP Phase 1 Upgrade construction

Vancouver Sewerage Area o Iona Island WWTP Solids Handling Upgrade construction o Iona Island Secondary Wastewater Treatment Upgrade project definition

Lulu Island Sewerage Area o Gilbert Trunk Sewer Twinning Phase 1 construction and Phase 2 design

North Shore Sewerage Area o Lions Gate Secondary Wastewater Treatment Plant design o Glen Eagles Forcemain Replacement design and construction

GVS&DD – SOLID WASTE

Tipping Fee Revenue $82.4 million $6.8 million decrease (7.6%)

Tipping Fee: $109 per metric tonne

Decrease to Avg Household: $1

Total Household Impact: $57 (assumes the avg household produces 52% of a metric tonne)

Total Expenditures: $95.8 million $6.3 million decrease (6.2%)

Total Capital Expenditures: $42.1 million $20.9 million increase (199%)

The 2015 Tipping Fee is based on budget projections which are in turn based on the volume of solid waste anticipated to be handled by Regional Facilities. If Bylaw 280 is not approved, and the amount of waste bypassing Regional Facilities continues to grow in 2015, a budget deficit of a minimum of $6 million is expected. Metro Vancouver has little ability to reduce short-term expenditures due to contractual requirements for facilities’ operations.

Operating Expenditures: The overall 2015 expenditures in Solid Waste, primarily driven by third party contracts, are decreasing by $6.3 million. Operations are decreasing by $3.6 million primarily due to savings resulting from reduced waste flows and a reduction in Environmental Impact Reduction cost estimates. Some other key actions planned for 2015 includes conducting stakeholder consultation, initiation of Environmental Assessment and the completion of stage 2 of Request for Qualifications regarding new waste to energy capacity. Key actions also include increasing the awareness of and compliance with the new organics disposal bans, the development of regional guidelines for municipalities to implement mandatory recycling bylaws, beginning the implementation of a new regional Eco-Centres Strategy and the development and consultation for Surrey Drop-off facility. In addition to the operating cost reductions, debt service costs are lower by $0.6 million and there is $2.1 million less available for a pay as you go contribution for future capital expenditures as a result of a decline in available revenues.


Revenues: Solid Waste revenues are expected to decline in 2015 due to expected decreases in waste quantities. This reduction in waste tonnage reduces the function’s economies of scale thereby putting upward pressure on the tipping fee. Capital Expenditures: The Solid Waste capital budget for 2015 is $42.1 million including $5.0 million for Wastech our third party contractors. Highlights of capital projects planned for 2015 to respond to work plan requirements include the following:

Continue with the new WTE capacity development work

Surrey Residential Drop-Off, Coquitlam Transfer Station replacement, and North Shore Transfer Station reconfiguration work

Various existing WTEF projects

Cache Creek Landfill gas collection system upgrade MVHC – HOUSING

Total Housing Rents: $34.7 million $0.9 million increase (2.7%)



The Housing Corporation is supported by revenues generated from unit rentals and does not form part of the overall GVRD tax requisition. Operating Expenditures: The Housing Corporation operating expenditures for 2015 are primarily driven by increases in contractor maintenance and materials costs, insurance and property taxes. Capital Expenditures: The Housing capital budget includes both capital replacement ($6.7 million) for existing projects and new development ($2.8 million). Capital replacement includes maintenance required to ensure MVHC’s existing housing stock is retained in good condition. Planned 2015 work includes:

Roofing replacements at Regal Place, Kingston Gardens, Alderwood Place and Tivoli Gardens

Exterior upgrades at Regal Place and Tivoli Gardens

Boiler upgrades at Somerset and London Square The 2015 budget for development is dedicated to the next phase of the Heather Place Re-Development Project. Plans for the re-development are proceeding well. The 2015 budget includes funding for expenditures for the costs of detailed engineering and architectural design, the building permit and partial site demolition. Construction is anticipated to start in 2016.


GVRD – REGIONAL DISTRICT FUNCTIONS

Tax Requisitions $47.2 million $0.9 million increase (2.0%)

Tax Requisition Increase to Avg Household: 0.5%

Increase to Avg Household: $0 (slight increase rounded)

Total Household Impact: $40

Total Expenditures: $65.5 million $1.4 million decrease (2.2%)

Total Capital Expenditures: $13.1 million (Parks) $0.4 million decrease (2.8%)

The average municipal household impact on the GVRD Tax Requisition will be essentially unchanged from 2014 (0.5%), reflecting an assumed population growth of 1.5% based on average population growth experienced within the region and projected based on historical data. Operating Expenditures: Total Regional District operating expenditures are increasing by $1.7 million (2.2%). In addition to inflationary impacts, Air Quality includes additional resources for the development of bylaws and regulations and required in the Integrated Air Quality and Greenhouse Management Plan, one-time consulting resources to assist with work related to the Trans Mountain Expansion Project and resources for the ongoing development of regulation software. Regional Global Positioning System also includes one-time resources for a survey of the network of monuments and control points. The one-time expenditures are funded from reserves and, therefore, have no impact on tax requisitions. Some of the other key actions planned for 2015 include expansion of the non-road diesel engine emission program, the development of a coordinated Labour Relations bargaining strategy across the region, implementation of priority actions resulting from the Parks Service Review, implementation of parks solid waste management improvements, provision of management and coordination in updating Electoral Area bylaws and the development of an action plan for the implementation of the Regional Food System Strategy. In order to respond to increasing operational demands, the proposed staff adjustments are as follows: 1 position in Air Quality to assist in bylaw and regulation policy development, 1 position in Regulation and Enforcement to assist in environmental monitoring, 1 position in Electoral Areas to provide management and oversight, 1 position in Labour Relations to provide technical support during collective bargaining. Capital Expenditures: Capital expenditures in the Regional District are all within the Regional Parks function and are funded on a ‘pay as you go’ basis through contribution to capital reserves. The 2015 program will direct funds towards capital maintenance, a number of major capital projects with the most significant in Surrey Bend, and land acquisition. Highlights of capital projects planned for 2015 to respond to requirements include the following:

Colony Farm sheep paddocks trail

Kanaka Creek Watershed Stewardship Centre Academy

Surrey Bend entrance and trails

Burnaby Lake Still Creek bridge replacement

Camp Capilano redevelopment


CORPORATE SUPPORT Corporate support includes: Corporate Planning, Corporate Services, External Relations, Financial Services, Human Resources and Board and Legislative Services. These departments support all activities within the Metro Vancouver Districts and the Housing Corporation and costs are allocated to the various Districts and functions on a proportionate basis. Total budget from Corporate Support Services is projected at $50.9 million for 2015 representing a 10.7% decrease ($6.1 million). The total corporate support expenditures are lower than 2014 primarily due to a reduction in the planned capital expenditures (funded from reserves) at head office and a reduction in Information Technology (IT) costs due to one-time projects in 2014. Key activities in 2015 include a Board strategic planning workshop including a update to the Board Strategic Plan, the implementation of a new corporate budgeting system, the legal review of the procurement and real property contracts and standardization, a review of best practices regarding procurement and inventory and the development of job descriptions that reflect the new Exempt Job Family Salary Plan. Corporate Support Services is proposing additional staff resources of 4.0 FTR positions: 1 position in Information Technology to provide analyst support software upgrade projects, 1 position in External Relations to support and strengthen Metro Vancouver’s social media presence, 1 position in the Property Division to provide additional expertise to respond to the increasing complexity of real estate transactions, and 1 position in Human Resources to support business systems and processes. BUDGET APPROVAL PROCESS The 2015 Budget was presented to municipal staff through presentations to the advisory committees of administrators, engineers and treasurers. A Board Budget Workshop is scheduled for October 16, during which the Board will receive a presentation and review all of the budget material including any recommendations and feedback from standing committees and feedback from the municipal staff presentations. The public will also be invited to this workshop. ALTERNATIVES 1. That the Finance Committee endorse the 2015 Budgets of the Metro Vancouver Districts and

Housing Corporation as presented and forward them to the October 16th Metro Vancouver Board Budget Workshop for consideration.

2. That the Finance Committee make recommendations and that the Finance Committee endorse

the 2015 Budgets of the Metro Vancouver Districts and Housing Corporation as presented and forward them and their recommendations to the October 16th Metro Vancouver Board Budget Workshop for consideration.


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FINANCIAL IMPLICATIONS The 2015 Budgets for the Metro Vancouver Districts and Housing Corporation as presented under alternative one represents a $5 increase to the average regional household ($715,000 assessed value) for a total cost of $427 in 2015. Total expenditures are $659.3 million which is an increase of 0.8% over 2014. Under alternative two, the Committee may wish to consider recommending amendments to the operating and/or capital budget to reflect program priorities. Any proposed changes could require an update to the tax requisition for the service. SUMMARY / CONCLUSION As part of the 2015 Budget Process, all Metro Vancouver departments have developed business plans and their associated budgets 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 2015 Budgets for the GVRD, GVWD, GVS&DD and MVHC have followed this model. The 2015 Budgets for the Metro Vancouver Districts and Housing Corporation as presented under alternative one represents a $5 increase to the average regional household ($715,000 assessed value) for a total cost of $427 in 2015. Total expenditures are $659.3 million which is an increase of 0.8% over 2014. These budgets have been prepared to ensure consistency and alignment with the legislative authority of the various Districts and functions and have been prepared to support the vision and mission of the Regional Federation as articulated in the Board Strategic Plan. Upon Board approval, these Budgets will provide the expenditure authority for the operations of the Metro Vancouver Districts and Housing Corporation. Staff recommend endorsing the 2015 Budgets and Business Plans as presented under alternative one.

Attachments and References: 1. 2015 Budget In Brief 2. 2015 Financial Information – Includes detailed budgets for all Metro Vancouver Districts and

functions


DOC #10252243

20 1 5 B U D G E T I N B R I E F

METRO VANCOUVER

October 2014

Doc. #4407146

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ATTACHMENT 1


2015 BUDGET IN BRIEF

METRO VANCOUVER

DOC #10252243

TABLE OF CONTENTS

I N T R O D UC T I O N

2 0 1 5 B U D G E T

General Overview .................................................................................................................. 2-3 Financial Overview ................................................................................................................. 4-7

S U P P L E M E N TA RY I N FO R M AT I O N

Where the Money Comes From ............................................................................................... 8 Where We Spend the Money ................................................................................................... 9 Capital Expenditures ............................................................................................................... 10 Greater Vancouver Water District ..................................................................................... 11-12 Greater Vancouver Sewerage & Drainage District

Liquid Waste ................................................................................................................ 13-14 Solid Waste ................................................................................................................... 15-16

Metro Vancouver Housing Corporation ................................................................................. 17

Greater Vancouver Regional District ................................................................................. 18-19 Corporate Services .................................................................................................................. 20



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General Overview Meeting the Challenges The draft budget for 2015 has overall expenditures of $659.3 million. This is an increase of $5.5 million (0.8%) over 2014 expenditures. The increase can be attributed as follows: 1. Operating costs $7.4 million (+1.8%) 2. Debt Service $(3.9) million (-3.0%) 3. Debt avoidance –Contribution to Capital $2.0 million (+1.7%) It is estimated that the increased cost to an average household in the Region will be only $5 for the year (1.2%).

The 2015 budget reflects the priorities of the four regional entities: Greater Vancouver Water District; Greater Vancouver Sewerage & Drainage District; Greater Vancouver Regional District and Metro Vancouver Housing Corporation (“Metro Vancouver”) as the political body as established in the 2014 Board Strategic Plan:

Provide core utility services (water, sewerage and drainage, and solid waste management) to members.

Provide regional parks and affordable housing directly to residents;

Carry out planning and regulatory responsibilities related to the three utilities as well as air quality, regional growth and regional parks;

Serve as the main political forum for discussion of significant community issues at the regional level. The 2015 priorities presented here are consistent with the Metro Vancouver objective of creating our future in a livable region. Highlights for 2015 Include: Greater Vancouver Water District (GVWD)

Commencement of filtration of Capilano source.

Commissioning of Barnston/Maple Ridge Pump Station

Continued work on Port Mann, Second Narrows and Annacis Water Supply Tunnels

Development of additional supply capacity from Coquitlam Reservoir

Continued reduction of future long-term debt related costs

Sustainability initiatives, such as water conservation and energy recovery opportunities

Continued focus on Asset Management

Seismic upgrades to ensure that water is available as an essential service in event of a major disaster



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Greater Vancouver Sewerage & Drainage District (GVS&DD) Liquid Waste

Continuation with Liquid Waste and Resource Management Plan Implementation

Develop long term strategies for biosolids management

Continued reduction of future long-term debt-related costs

Continued planning and design for secondary treatment upgrades

Continued work on Annacis Island Wastewater Treatment Plant Stage V Expansion

Continuing focus on Asset Management

Resource recovery such as heat recovery from sewers, plant effluent and other sources

Increased research on treatment processes aimed at improving efficiencies and delaying capital expenditures

Complete seismic mitigation plan for Liquid Waste facilities Solid Waste

Solid Waste Management Plan Implementation

New Waste-to-Energy Capacity

Waste contract management

Managing waste flows within the system Metro Vancouver Housing Corporation (MVHC)

Maintenance of aging wood structures

Continue work on Heather Place redevelopment opportunity

Focus on tenant community support

Regional Affordable Housing Strategy Updates Greater Vancouver Regional District (GVRD)

2014 Regional Parks Service Review – implementation of priority initiatives

Maintenance of existing Regional Parks Infrastructure

Air Quality Policy Development and Implementation (Climate Change Initiatives)

Greenhouse Gas Reduction Programs

Regional Growth Strategy Implementation

Corporate Programs

Enhanced Communication

Collaborative governance

Enhance long-term planning process

National Zero Waste Council



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Financial Overview 2015 budgeted expenditures are $659.3 million (up 0.8%) for the Metro Vancouver Districts. The budget represents a $427 cost to the average regional household: up $5 from 2014 levels. The operating budget of the Metro Vancouver Districts is paid for by six main sources:

Water Sales

Sewer Levy

Solid Waste Tipping Fee

Tax Requisitions

Housing Rents

External Revenues, Reserves and Other These revenue sources support four separate legal entities: the Greater Vancouver Regional District (GVRD) is funded primarily through tax requisitions, the Greater Vancouver Sewerage & Drainage District (GVS&DD) through a sewer levy for liquid waste and user fees for the solid waste function, the Greater Vancouver Water District (GVWD) through the sale of water to participating member municipalities, and the Metro Vancouver Housing Corporation (MVHC) through property rentals.

Greater Vancouver Water District

The impact to the average household is an increase of $3, for a total cost of $154. The average household water consumption levels have been on the decline in recent years.

The water rates will increase by 1.7% to $0.5816 per cubic metre (Off Peak Season: October – May) and $0.7270 per cubic metre (Peak Season: June – September) over those for 2014. The summer (Peak) price is 1.25 times the price during the remainder of the year (Off Peak). This is consistent with the Drinking Water Management Plan.

Expenditures will increase by 2.1% to $247.3 million.

The total capital expenditures will be $190.0 million, including expenditures for the Drinking Water Treatment Program of $3.3 million along with infrastructure projects related to growth in the region ($57.5 million), system maintenance projects ($19.0 million), risk management projects ($86.3 million), infrastructure upgrade projects ($20.8 million) and sustainability opportunity related projects ($3.1 million).

$52.3 million in capital projects will be funded on a ‘pay as you go’ basis through the water rate plus a further $16.3 million through excess operating reserves (total $68.6 million).



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Greater Vancouver Sewerage and Drainage District Liquid Waste

There is a 1.9% increase in the impact on the average household with the cost increasing $3 to $176.

Expenditures will increase by 2.1% to $210.8 million.

$55.8 million of sewerage capital projects will be funded on a ‘pay as you go’ basis through the levy plus a further $3.9 million through excess operating reserves (total of $59.7 million) thereby avoiding the need for long-term debt financing.

Total capital expenditures will be $92.1 million, including funding for: - new sewers, pump stations and treatment plant expansion to handle growth ($41.8 million) - system maintenance ($22.5 million) - risk management and upgrade of infrastructure ($25.2 million). - sustainability opportunity related projects ($2.6 million)

Solid Waste

The solid waste tipping fee is increasing $1 to $109 per tonne for 2015. This represents a $1 decrease to the average household for a total cost of $57 due to continuing decreases in the amount of waste generated by single family homes in particular.

Expenditures will decrease by 6.2% to $95.8 million. Disposal handling unit costs are increasing due to increases in contracted inflation with our third party contractors as well as other disposal requirements. While the unit costs are increasing, the total amount of waste in the system is projected to decrease compared to 2014 budget projections. As a result of the decreasing economies of scale due to the decrease in system waste flows, the tipping fee is forced upward.

2015 revenues and expenditures will balance if Bylaw 280 is approved by the Minister of Environment, and waste currently being delivered to Abbotsford by garbage disposal companies to avoid Metro Vancouver tipping fees and bans and prohibitions is delivered to Metro Vancouver and City of Vancouver disposal facilities (Regional Facilities) in 2015. If Bylaw 280 is not approved, and the amount of waste bypassing Regional Facilities continues to grow in 2015, a budget deficit of a minimum of $6 million is expected. Metro Vancouver has little ability to reduce short-term expenditures due to contractual requirements for facilities’ operations.

Capital Expenditures projected to be $42.1 million primarily for projects at the District’s existing Waste-to-Energy-Facility ($11.7 million), upgrades to the Transfer Station System ($9.7 million), New Waste-to-Energy ($7.0 million), Landfills ($7.7 million), Wastech Operations ($5.0 million) and Other ($1.0 million).



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Metro Vancouver Housing Corporation

Expenditures for 2015 will increase by 2.5% to $39.9 million.

The MVHC generates the majority of its revenues through property rentals, and the Housing Corporation’s operations are not funded by the GVRD tax requisitions.

Capital expenditures for 2015 are $9.5 million which will be funded from reserves. Included in this amount are $6.7 million for capital replacement and $2.8 million for development.

Greater Vancouver Regional District

The costs for Regional District functions are primarily recovered through property taxes.

The total cost of programs on an average property tax bill is approximately $40.00 (rounded) essentially the same as 2014 after accounting for growth.

The Regional District’s overall expenditures have increased by $1.4 million, or 2.2% to $65.5 million for 2015.

The GVRD property tax rate increased by 2.0% for 2015 which, after accounting for population growth, represents a 0.5% increase to the average regional household.

The following functions comprise the main activities of the Regional District: Air Quality

Expenditures have increased 9.9% to $8.3 million as a result of an increase in resources for enhanced regulation and enforcement and strategies for other regional environmental impacts.

E911 Emergency Telephone Service

Expenditures are up over 2014 by 2.2% to $4.0 million reflecting the inflation increase in the EComm service agreement.

General Government

Expenditures have decreased 5.5% to $13.2 million.

The decrease in expenditures is due primarily to reduced external contributions which, for 2015, are being included within their impacted functional areas. Contribution agreements have been approved separately by the Board for each benefiting organization specifying the terms and conditions of the annual contribution.

Labour Relations

Expenditures have increased 3.5% to $2.2 million for 2015. This is the second year of the Region’s new Autonomy Model for service delivery within this function.



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Regional Global Positioning System

Total expenditures have increased over 2014 by 85.4% to $0.8 million. While expenditures are increasing, user fees are not impacted due to the one-time contribution from reserves for phase one of system enhancements.

Regional Parks

Parks expenditures continue to account for more than half of the GVRD budget and have increased 1.9% over 2014 to $33.3 million. This is driven primarily by inflationary impacts to operations, maintenance and other parks service delivery costs.

Regional Planning

Expenditures have increased by $0.1 million or 5.0% from 2014, to a total of $2.9 million. Increases primarily represent additive funds for legal costs and environmental initiatives.

Regional District Services (includes Electoral Area Services and Sasamat Volunteer Fire Department)

Other expenditures are up 25.5% over 2014 to $0.7 million due to additional resources required to support the Electoral Areas function.

Corporate Programs

Corporate programs that support the four Metro Vancouver entities (GVRD, GVS&DD, GVWD and MVHC) are allocated on a proportional basis.

Corporate Program costs include the costs of Corporate Planning, Corporate Services, External Relations, Financial Services, Human Resources, and Legal and Legislative Services.

Overall corporate program expenditures have decreased by 10.7% to $50.9 million as a result of the completion of large capital projects and IT initiatives in 2014.



METRO VANCOUVER

PAGE 8

WHERE THE MONEY COMES FROM

(Millions of Dollars)

Water Sales $243.8

Sewer Levy 192.3

Solid Waste Tipping Fee 82.4

Housing Rents 34.7

Tax Requisitions 47.2

External Revenues 39.0

Other (includes Reserves, BOD/TSS, DCC) 19.9

$659.3

The Metro Vancouver Districts comprise four legal entities and are governed by separate legislation. The budgets of the Districts are presented as distinct functions and include program budgets that present both operating and capital expenditures and projected revenue sources. By legislation, Metro Vancouver Districts are required to operate balanced budgets and any deficit must be repaid immediately in the following year. All expenditures must be included in the annual budget adopted by the Board.



METRO VANCOUVER

PAGE 9

WHERE WE SPEND THE MONEY

Total Expenditures $659.3

Sewerage & Drainage

Water Liquid Solid

MVHC

Regional

Total District Waste Waste District

2014 Budget $242.1 $206.5 $102.1 $38.9 $64.1 $653.7 Change in Operations 4.9 3.8 (3.6) 1.1 1.5 7.7 Change in Debt (4.0) 0.7 (0.6) (0.1) (0.1) (4.1)

Contribution to Capital 4.3 (0.2) (2.1) 0.0 0.0 2.0

2015 Budget $247.3 $210.8 $95.8 $39.9 $65.5 $659.3

% Change Budget 2.1% 2.1% (6.2%) 2.5% 2.0% 0.8%



METRO VANCOUVER

PAGE 10

Capital Expenditures

2015 Budget Summary ($ Millions)

2013 2014 2015

Budget Budget Budget

Water $ 153.2 $ 189.3 $190.0

Liquid Waste 78.6 84.9 92.1

Solid Waste 15.7 17.7 37.1

Housing 5.4 8.0 9.5

Regional Parks 12.7 13.5 13.1

$ 265.6 $ 313.4 $341.8



METRO VANCOUVER

PAGE 11

Greater Vancouver Water District 2015 Budget Summary

($ Millions)

2014 2015

Budget Budget Change % Change

Operations $ 96.4 $ 101.4 $5.0 5.0%

Debt Service 97.7 93.6 (4.1) (4.1%)

Contribution to Capital 48.0 52.3 4.3 9.1%

Total Expenditures $ 242.1 $ 247.3 $ 5.2 2.1%

Highlights - $190.0M Capital Works - Growth $57.5M - Maintenance $19.0M - Upgrade $20.8M - Risk Management $86.3M - Drinking Water Treatment $3.3M - Opportunity $3.1M - Growth in the Region - Aging Infrastructure - More ‘pay-as-you-go’ - Seismic Upgrades



METRO VANCOUVER

PAGE 12

Greater Vancouver Water District Impact on Water Sales Revenue

($ Millions)

2014

Budget 2015

Budget Change % Change

Water Sales $ 236.1 $ 243.8 $ 7.7 3.3%

Other Revenue 6.0 3.5 (2.5) (58.3%)

Total $ 242.1 $ 247.3 $ 5.2 2.1%

Water Rates ($ per cubic metre)

Peak Season * $ 0.7155 $0.7270 $0.1150

Water Rates ($ per cubic metre)

Off Peak Season ** $ 0.5724 $0.5816 $0.0092

Consumption (cubic metres) 373,921,000 380,000,000 6,079,000

* June to September

** October to May

Impact to the average household: $3 (2.0%) to $154 assuming the average household is estimated to use 241 m3



METRO VANCOUVER

PAGE 13

Greater Vancouver Sewerage & Drainage District Liquid Waste


2014 2015


Operations $ 135.0 $138.9 $3.9 2.9%

Debt Service 15.4 16.1 0.7 4.5%

Contribution to Capital 56.1 55.8 (0.3) (0.4%)

Total Expenditures $ 206.5 $210.8 $4.3 2.1%

Highlights - $92.1M Capital Works - Growth $41.8M - System Maintenance $22.5M - Upgrade / Risk Management $25.2M - Opportunity $2.6M - More ‘Pay As You Go’ - Aging Infrastructure - Liquid Waste Management Plan Implementation



METRO VANCOUVER

PAGE 14

Greater Vancouver Sewerage & Drainage District Liquid Waste

Impact on the GVS&DD Levy ($ Millions)

2014 2015


GVS&DD Levy $ 185.9 $192.3 $ 6.4 3.4%

Other Revenue 20.6 18.5 (2.1) (10.0%)

Total $ 206.5 $ 210.8 $ 4.3 2.1%

Impact to the average household: $3 (1.7%) to $176 after reflecting assumed population growth of 1.5% based on average population growth experience.



METRO VANCOUVER

PAGE 15

Greater Vancouver Sewerage & Drainage District Solid Waste


2014 2015


Operations $ 97.6 $94.0 $ (3.6) (3.7%)

Debt Service 2.0 1.4 (0.6) (30.2%)

Contribution to Capital 2.5 0.4 (2.1) (85.2%)

Total Expenditures $ 102.1 $ 95.8 $ (6.3) (6.2%)

Highlights - $37.1M Capital Works - Existing Waste-to-Energy Facility $11.7M - Landfills and Transfer Stations $17.4M - Solid Waste Management Plan Initiatives $7.0M - Opportunity $1.0M - Solid Waste Management Plan Implementation



METRO VANCOUVER

PAGE 16

Greater Vancouver Sewerage & Drainage District Solid Waste

Impact on Solid Waste Tipping Fee Revenue ($ Millions)

2014 2015


Tipping Fee Revenue $ 89.2 $ 82.4 $ (6.8) (7.6%)

Other Revenues 12.9 13.4 0.5 3.9%

$ 102.1 $ 95.8 $ (6.3) (6.2%)

Tipping Fee ($ per tonne) $ 108 $ 109 $ 1 0.6%

General Tonnage (metric tonnes) 765,000 715,000 (50,000) (6.5%)

Impact to the average household: Down $1 to $57 assuming average household produces approximately 52% of a tonne of trash.



METRO VANCOUVER

PAGE 17

Metro Vancouver Housing Corporation


2014 2015


Operations $ 20.9 $ 21.8 $ 0.9 4.3%

Debt Service 15.4 15.5 0.1 0.4%


Total Expenditures $ 38.9

$ 39.9 $ 1.0 2.5%

Highlights - $9.5M Capital Works - Replacement $6.7M - Development $2.8M

Impact on Housing Rent Revenue

($ Millions)

2014

Budget 2015

Budget Change % Change

Housing Rents $ 33.8 $ 34.7 $0.9 2.7%

Other Revenue 5.1 5.2 0.1 1.4%

Total $ 38..9 $ 39.9 $ 1.0 2.5%



METRO VANCOUVER

PAGE 18

Greater Vancouver Regional District


2014 2015


Operations $ 56.5 $ 58.0 $ 1.5 2.7%

Debt Service 0.3 0.2 (0.1) (5.1%)


Total Expenditures $ 64.1 $ 65.5 $ 1.4 2.2%

2014 2015


GVRD-Expenditures

Air Quality $ 7.6 $ 8.3 $ 0.7 9.9%

E911 Emergency Telephone 4.0 4.0 0.0 2.2%

General Government 13.9 13.2 (0.3) (5.5%)

Labour Relations 2.1 2.2 0.1 3.5%

Regional GPS 0.4 0.8 0.4 85.4%

Regional Parks 32.7 33.4 0.7 1.9%

Regional Planning 2.8 2.9 0.1 5.0%

Regional District Services* 0.6 0.7 0.1 25.5%

Total $ 64.1 $ 65.5 $ 1.4 2.2%

*( includes Electoral Area Services and Sasamat Volunteer Fire Department)



METRO VANCOUVER

PAGE 19

Greater Vancouver Regional District Impact on GVRD Tax Requisitions

($ Millions)

2014 2015


GVRD Tax Requisitions $ 46.3 $ 47.2 $ 0.9 2.0%

Other Revenue 17.8 18.3 0.5 2.7%

Total $ 64.1 $ 65.5 $ 1.4 2.2%

Increase in Tax Requisitions includes 1.5% for estimated population growth

Impact to the average household: Essentially unchanged at $40 (rounded) up slightly from 2014 (0.5%) after reflecting assumed population growth of 1.5% based on average population growth experience.



METRO VANCOUVER

PAGE 20

Corporate Services 2015 Budget Summary

($ Millions)

2013 2014 2015 2014-2015 2014-2015

Budget Budget Budget Change % Change

Total Expenditures $54.5 $57.0 $50.9 $(6.1) (10.7%)

Corporate Programs as a % of Total District Budget 8.5% 8.7% 7.7%


Metro Vancouver Districts

2015 Financial Information

October 2014

metrovancouver "'-4 SERVICES AND SOLUTIONS FOR A LIVABLE REGION ~


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ATTACHMENT 2

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Metro Vancouver Districts

2015 Financial Information

INDEX

2015 Budget Summaries Schedules Metro Vancouver Districts Revenue and Expenditure Summary .................... A 1

Operating Reserves ........................................................................................ A2

Designated Reserves ...................................................................................... A3

Proposed Application of Reserves .................................................................. A4

2015 Budget Assumptions .............................. : ............................................ , .. A5

2015 Program Budgets • GREATER VANCOUVER WATER DISTRICT

Water ......................................................................................................... 81-3

Estimate of Water Sales ............................................................................ 84

• GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT

Liquid Waste .............................................................................................. 85-8

Solid Waste ................................................................................................ 89-12

• METRO VANCOUVER HOUSING CORPORATION

Housing .................................. : ................................................................... B13-l4

• GREATER VANCOUVER REGIONAL DISTRICT

Regional District Summary .................................................................. : ..... B 15

Air Quality .................................................................................................. 816-17

E911 Emergency Telephone Service ........................................................ 818

Electoral Areas........................................................................................... B 19

General Government ................................................................................. 820

·Labour Relations ........................................................................................ 821

Regional Global Positioning System .......................................................... 822

Regional Parks ........................................................................................... 823-24

Regional Planning ...................................................................................... 825

Sasamat Volunteer Fire Department ......................................................... 826


Metro Vancouver Districts 2015 Financial Information

INDEX

2015 Program Budgets – Continued Schedules CORPORATE PROGRAMS

Corporate Program Summary...................................................................... B27

Corporate Planning ...................................................................................... B28

Corporate Services ...................................................................................... B29

External Relations ....................................................................................... B30

Financial Services ....................................................................................... B31

Human Resources ....................................................................................... B32

Legal and Legislative Services .................................................................... B33

Business Plans

Organization Charts


BUDG

ET SUMMAR

IES


REVENUES

Water Sales GVS&DD Levy Tipping Fees GVRD Municipal Levy Housing Rents BODffSS Industrial Charges Energy Sales Transfer from DCC Reserves

A1

METRO VANCOUVER DISTRICTS REVENUEANDEXPENDITURESUMMARY

2015 BUDGET

2014 BUDGET

$ 236, 1 05,396 185,933,442 89,233,082 46,261,598 33,808,881

7,777,477 5,775,750 2,838,105

Federal Funding' Homelessness Partnering Strategy 8,221,829 User Fees 5,250,318 Housing Subsidies 4,386,845 Non-Road Diesel Permit Fees 1,260,000 GPS User Fees 383,559 Electoral Area Levy 234,404 Other External Revenues 12,459,224 Other Funds I Reserves 13,816,575

TOTAL REVENUES $ 653,746,485

EXPENDITURES

Greater Vancouver Water District $ 242,147,924

Greater Vancouver Sewerage & Drainage District: Liquid Waste 206,454,602 Solid Waste 102,125,613

Metro Vancouver Housing Corporation 38,953,964

Greater Vancouver Regional District Air Quality 7,576,794 E91.1 Emergency Telephone Service 3,949,020 Electoral Area Services 320,617

General Government 13,933,811 Labour Relations 2,090,323 Regional Global Positioning System 408,559 Regional Parks 32,744,347 Regional Planning 2,772,586 Sasamat Volunteer Fire Department 268,325

64,064,382

TOTAL EXPENDITURES $ 653,746,485

2015 BB OCT-Manual Functional Summaries V2a.xlsx

2015 % BUDGET CHANGE

$ 243,816,995 3.3% 192,334,433 3.4% 82,432,177 (7.6%) 47,177,139 2.0% 34,727,509 2.7%

7,558,982 (2.8%) 6,389,348 10.6% 3,643,015 28.4% 8,221,829 0.0% 5,242,067 (0.2%) 4,139,706 (5.6%) 1,309,000 3.9%

332,551 (13.3%) 356,377 52.0%

12,913,602 3.6% 8,683,984 (37.1%)

$ 659,278,714 0.8%

$ 247,337,870 2.1%

21 0, 769,896 2.1% 95,770,884 (6.2%)

39,942,954 2.5%

8,325,808 9.9% 4,036,446 2.2%

489,702 52.7%

13,162,432 (5.5%) 2,163,995 3.5%

757,551 85.4% 33,360,851 1.9%

2,910,989 5.0% 249,336 (7.1%)

65,457,110 2.2%

$ 659,278,714 0.8%


METRO VANCOUVER DISTRICTS 2015 Budget Operating Reserves Summary by District

2015 Provisions/

Projected Projected 2015 Prior Approved 2015 Required 2014 2014 Proposed Applications/ Projected Under Unspecified

Surplus Reserves Application Transfers/Interest Reserves Guideline Reserves

GVRD General Functions

General Government $ 321,000 $ 573,984 $ (300,840) $ 12,455 $ 285,599 $ 285,599 Air Quality 354,707 708,450 (764,774) 435,164 378,840 378,840 Global Positioning System 196,619 1,210,010 (400,000) 18,225 828,235 19,178 809,057 {2) Labour Relations 186,001 789,802 17,771 807,573 104,516 703,057 {1) Regional Parks 229,599 1,454,756 (220,665) 27,767 1,261,858 1,261,858 Regional Planning 83,000 203,053 (67,475) 3,051 138,629 138,629 West Nile Virus 319,837 7,196 327,033 327,033 911 Telephone 8,318 574,125 - 12,918 587,043 197,451 389,592 (2)

Sub-total GVRD $ 1,379,244 $ 5,834,017 $ (1,753,754) $ 534,547 $ 4,614,810 $ 2,386,071 $ 2,228,739

GVS & DD )> N

Solid Waste $ $ 9,272,311 $ $ 490,236 $ 9,762,547 $ 9,762,547

Liquid Waste Fraser Area $ 1,695,862 $ 8,950,467 $ (2,560,653) $ 143,771 $ 6,533,585 $ 6,533,585 Lulu Island Area 173,052 1,593,761 (224,909) 30,799 1,399,651 1,399,651

North Shore Area 192,907 1,614,815 (144,895) 33,073 1,502,993 1,502,993 Vancouver Area 1,363,600 4,860,733 (1,079,843) 85,070 3,865,960 3,865,960 Drainage Areas 70,139 3,939,804 (60,000) 87,296 3,967,100 193,870 3,773,230 {2)

Sub-total Liquid Waste $ 3,495,560 $ 20,959,581 $ (4,070,300) $ 380,009 $ 17,269,289 $ 13,496,059 $ 3,773,230

Sub-total GVS & DD $ 3,495,560 $ 30,231,892 $ (4,070,300) $ 870,245 $ 27,031,836 $ 23,258,606 $ 3,773,230

GVWD $ 16,745,497 $ 30,478,141 $ (16,318,161) $ 318,600 $ 14,478,580 $ 14,478,580 -

TOTAL $ 21,620,301 $ 66,544,050 $ (22, 142,215) $ 1,723,392 $ 46,125,226 $ 40,123,257 $ 6,001,969

(1) The application of unspecified reserves will be phased in over future years.

(2) Unspecified reserves will be used to fund future capital I equipment purchases as required or will be phased in over future years.

2015 BB OCT-Reserves_ Presentation-Operating Final A2 Metro Vancouver Board Workshop - 36

A3 METRO VANCOUVER DISTRICTS 2015 Budget Designated Reserves Summary by District

Projected 2014 Proposed Approved Applications/ Projected 2015 Reserves A[l[llication Transfers/Interest Reserves

MVHC Restricted Operating Reserves

Section 27 $ 2,493,585 $ $ 398,731 $ 2,892,316 BCH Consolidated Operating Agreement 1,674,362 (287,052) 19,673 1,406,983

Capital Replacement Reserves Section 27 2,573,128 (498,166) 132,586 2,207,548 BCH Consolidated Operating Agreement 6,041,117 (4,542,946) 1,479,568 2,977,739

Other Reserves Development 11,012,254 (2, 795,000) 216,332 8,433,586 MVHC 2,607,489 (1,614,793) 1,295,345 2,288,041

TOTAL MVHC 26,401,935 (9,737,957) 3,542,235 20,206,213

GVRD Sasamat Volunteer Fire Dept 902,653 77,952 980,605

Air Quality Equipment Fund 2,711,573 (222,090) (380,418) 2,109,065

~egional District Sustainability Innovation Fund 17,161,258 1,109,490 18,270,748

Cultural Grant Reserves 2,378,195 (100,000) 51,260 2,329,455

Asset Replacement Reserve 7,101,540 159,785 7,261,325

Self Insurance Fund 3,556,824 433,966 3,990,790

Other Regional Reserves 2,864,195 64,445 2,928,640

Parks Reserves Heritage Parkland Acquisition Fund 3,743,118 (5,000,000) 1,279,259 22,377 Capital Maintenance Reserve 247,266 (2,082,000) 1,971,270 136,536 Capital Replacement and Development Reserve 1,862,354 (6,020,000) 4,196,147 38,501 Legacy Fund 2,819,395 63,436 2,882,831 Other Parks Reserves 851,667 (54,158) 38,169 835,678

Building Operations and Corporate Programs 16,613,580 (4,215,035) (126,965) 12,271,580

TOTAL GVRD 62,813,618 (17,693,283) 8,937,796 54,058,131

GVS & DD Solid Waste

Flyash Provision 1,060,862 23,869 1,084,731 Waste-to-Energy R&D Reserve 4,776,008 (75,000) 505,014 5,206,022 Post Closure Fund 2,415,885 31,987 2,447,872 Solid Waste Sustainability Innovation Fund 17,999,279 404,984 18,404,263

26,252,034 (75,000) 965,854 27,142,888

Liquid Waste

Laboratory Equipment 91,013 91,013 Lions Gate contingency 1,326,150 29,838 1,355,988 Security enhancements 404,130 (404,130) Sewerage & Drainage Sustainability Innovation Fund 12,645,371 1,424,200 14,069,571 Biosolids Inventory Reserves 11,009,965 (2, 130,000) 2,727,924 11,607,889 Capital Reserves 49,116,008 1,105,110 50,221,118

74,501,624 (2, 130,000) 4,973,955 77,345,579

GVS & DD Equipment Fund Solid Waste Equipment Fund 8,992,650 (1 ,350,000) 171,960 7,814,610 Liquid Waste Equipment Fund 5,040,681 5,040,681

14,033,331 (1 ,350;000) 171,960 12,855,291

TOTAL GVS & DD 114,786,989 (3,555,000) 6,202,782 117,434,771

GVWD Office Building- Capital 1,378,636 (407,000) (62,485) 909,151 Water Sustainability Innovation Fund 9,134,558 936,661 10,071,219 Security enhancements 18,304 (18,304) Laboratory Equipment 327,457 (115,000) 51,298 263,755 Capital Reserves 7,320,844 164,719 7,485,563

TOTAL GVWD 18,179,799 (522,000) 1,071,889 . 18,729,688

TOTAL $ 222,182,341 $ (31 ,508,240) $ 19,754,702 $ 210,428,803

2015 88 OCT-Reserves_ Presentation- Designate·d A3 Metro Vancouver Board Workshop - 37

A4

METRO VANCOUVER DISTRICTS 2015 Budget- Proposed Application of Reserves (To Be Approved by the Board in October 2014)

Function

MVHC

GVRD

Parks

General Government

Fund Property Portfolio Activities

Fund Capital Replacement Activities

Application

Fund MVHC Capital Replacement and Development

Fund Heritage Parkland Acquisitions

Fund Capital Maintenance Projects

Fund Capital Replacement and Development Projects

Fund Capital Maintenance Work at Delta Heritage Airpark

Contribution to Heritage Parkland Acquisition Fund Reserve

Fund Burns Bog ECA operations and maintenance expenditures related to re~earch grant

Fund Operations Services equipment purchases

Fund Colony Farm Wilson Farm project

Fund Cultural grants

Contribution to Regional District Sustainability Innovation Fund

Global Positioning System Fund costs for survey of high precision network

Information Technology Fund software development projects

Fund computer replacements

Building Operations

Air Quality

Regional Planning

Financial Services

GVWD

GVS & DO

Solid Waste

Liquid Waste

Head Office building renovations - 4330 Kingsway and 5945 Kathleen Ave

Fund Head Office re-organization - 4330 Kingsway and 5945 Kathleen Ave

Fund Equipment Purchases

Fund Regulatory Enforcement Integrated Application (REIA) system development project

Fund consulting work regarding data and assessment and policy and management initiatives

Contribution to Regional District Sustainability Innovation Fund

Fund Fleet purchased repairs and maintenance expenditure for replacement hoist

Fund specialist services to support/supplement Internal Audit Continuous Improvement activities

Fund review of procurement strategy

Fund review of materials inventory stores systems

Fund Lab equipment purchases

Fund Capital I Reduce debt or paydown existing debt

Fund Environmental Improvement Projects

Fund Equipment Purchases

Fund Movement of Biosolids from prior ye13rs' stockpiles at lena

Fund lnstream/Riparian work for Brunette River identified in Ecological Health Plan (EHAP)

Fund Regulatory Enforcement Integrated Application (REIA) system development project

Fund Capital I Reduce debt or paydown existing debt

TOTAL RESERVE APPLICATION

2015 BB OCT~Reserves_

$

Operating Reserves

110,165

97,500

13,000

300,840

400,000

639,774

125,000

67,475

16,318,161

60,000

98,427

3,911,873

$ 22,142,215

$

$

Designated Reserves

287,052 5,041,112

4,409,793

5,000,000

2,082,000

6,020,000

18,000

36,158

100,000

2,000,000

942,035

407,000

1,003,000

222,090

50,000

20,000

100,000

100,000

115,000

75,000

1,350,000

2,130,000

31,508,240


AS

METRO VANCOUVER DISTRICTS 2015 Budget Assumptions

Interest Rate Assumptions:

Long term borrowing

Short term borrowing

Short term investing

Long Term Debt Amortization:

15 years. for GVS&DD and GVWD

20 years for GVRD existing debt

Growth:

Approx. 1.5% per annum

2015 88 OCT- Budget Assumptions.xls.xlsx

4.25%

3.00%

2.25%


WAT

ER


REVENUE~

Water Sales Other External Revenues Other Funds I Reserves

TOTAL REVENUES

EXPENDITURES

Operating Programs: Policy Planning and Analysis

Sustainability Fund Utility Analysis and Infrastructure Utility Policy and Planning

Engineering and Construction Minar Capital Projects Dispatch Public Involvement

81

GREATER VANCOUVER WATER DISTRICT WATER

2015 BUDGET

$

$

$

2014 BUDGET

2015 BUDGET

236,105,396 $ 243,816,995 1,225,511 1,498,766 4,817,017 2,022,109

242,147,924 =$;;,.=...,;2;;;4;;.7 ·~3;;;37;.:,,8;;,;7;,;;0;..

723,000 $ 723,000 1,185,717 1,197,630

893,401 934,941 2,802,118 2,855,571

8,419,818 11,042,259 121,014 157,790 701,583 907,800

9,242,415 12,107,849

Major Projects, Management Systems and Utility Services Department Technical Training 1,023,547 1,323,408 Energy Management 90,627 89,971 Engineering Standards 113,853 113,095 Engineers in Training 457,729 463,737 Management Systems Utility Services 866,171 998,901 Minor Capital Projects 1,334,870 783,519 Records Management 103,690 106,344 Research and Innovation 649,951 649,024 Security Enhancements 18,311

4,658;?49 4,527,999

Watershed, Environmental Management and Quality Control Drinking Water Quality Control 3,008,341 3,077,839 Watersheds and Environmental Management 9,715,169 9,976,492

12,723,510 13,054,331

Operations and Maintenance Drinking Water Residuals 878,586 1,019,498 Lake City Operations 962,950 988,696 Maintenance 8,709,293 9,109,994 Operating Contingency 500,000 500,000 SCADA Control Systems 6,777,112 4,399,663 Secondary Disinfection 765,177 879,973 Seymour Capilano Filtration Plant 8,197,537 9,034,298 Source Water Treatment 5,197,061 4,931,693 Technical Support 1,266,429 1,154,658 Utility Voice Radio 156,860 164,138 Water Supply 10,929,754 13,448,343

44,340,759 45,630,954

Administration and Department Support 1,722,423 1,771,633

75,489,974 79,948,337

Allocation of Centralized Costs 21,033,893 21,442,518

Total Operating Programs 96,523,867 101,390,855

Debt Service 97,663,136 93,640,928

Contribution to Capital 47,960,921 52,306,087

TOTAL EXPENDITURES 242,147,924 $ 247,337,870

2015 88 OCT-Manual Functional Summane~ V2a xlsx

% CHANGE

2.1%

1.9%

31.0%

(2.8%)

2.6%

2.9%

2.9%

5.9%

1.9%

5.0%

(4.1%)

9.1%

2.1%


CAPITAL EXPENDITURES

Drinking Water Treatment 2015- Approved Projects in Progress

Seymour Capilano Filtration Project

Infrastructure Growth 2015- Approved Projects in Progress

Angus Drive Main Construction Annacis Main No. 5 (Marine Crossing) - Pre Design Barnston Maple Ridge Pump Station Burnaby Mountain Pump Station No. 2- Design Comprehensive Regional Water Supply Plan- Conceptual Study Coquitlam Intake No. 2ffunnel Conceptual Fleetwood Reservoir- Prelim Design He111ngs Tank No.2- ?redesign Kennedy-Newton Main- Predesign Jericho Reservoir No. 1 - Prelim Des Maple Ridge Main- (West) -Construction Port Mann Main No. 2- (North) Construction Port Mann Main No. 2- (South) Design South Delta Main No.1 (Highway #17 Pre build & Connection to TFN) Whalley Main~ Predesign

2015 ~New Projects Annacis Main No. 5 (Marine Crossing) ~ Detailed Design Annacis Main No. 5 (North)~ Predesign Annacis Main No. 5 (South)~ Predesign CapUano Main No.5 (South Shaft to Lost Lagoon)- Predesign Coquitlam Main No.4 (Central Section)~ Predesign Fleetwood Reservoir~ Detailed Design Hellings Tank No.2~ Detailed Design Jericho Reservoir No. 1 - Detailed Design Kennedy-Newton Main - Detailed Design Newton Pump Station No.2 Conceptual Design Port Mann Main No.2 (South Section) ~ Prebulld South Delta Main No.1 -12th Ave to 28th Ave- Construction South Surrey Main No. 2 Preliminary Design Whalley Main - Detailed Design

Infrastructure Maintenance 2015 ~Approved Projects in Progress

Central Park Main Replacement (Patterson St to 1Oth Avenue)- ?redesign Central Park WPS Starters Replacement Cleveland Dam Drum Gate Resurfacing Douglas Road Main No. 2- Delta Section Westburnco #1 Water PS Main Transformer and MCC Replacement

2015- New Projects 37AM Replacement {Rupert Street to Little Mountain Reservoir)- Predesign Central Park Main Replacement (10th Ave to Westbumco)- Preliminary Design Cleveland Dam East Abutment T505/506 Drainage Ad it Upgrades Construction Douglas Road Main No. 2 (Still Creek Section)- Construction Douglas Road Main No.2 (Vancouver Heights Section) - Detailed Design LCOC'Building Envelope Repairs Lynn Valley Main Replacement Preliminary Design Rechlorination Stations- Chemical Refill Kiosk Corrosion Repairs- Design SCFP - Clearwell Columns Remediation- Construction SCFP Clearwell Roof Improvements- Phase 2 SCFP Concrete Coatings~ Design

Infrastructure Risk Management 2015- Approved Projects in Progress

Capilano Main No. 9- North Section- Construction Capilano Rd. Phase 2 ADAS Piezometers~ Cleveland Dam East Abutment Clayton Reservoir- Design Convert to Bulk Sodium Hypochlorite from Chlorine Gas at Coquitlam WTP Coquitlam Multi Storage Facility Coquit!am Watershed Security Gatehouse Replacement Mackay Creek Debris Flow Mitigation - Detailed Design Port Mann No.2- Fraser R. X-ing (Construction) Second Narrows. Crossing (Tunnel) - Detailed Design Seymour CapUano Filtration Plant- Storage Building Seymour Main No. 5-111 (North) ?redesign

2015- New Projects Cambie-Richmond Main (Marine Crossing) Conceptual Design Phase 1 Coquitlam Intake Tower- Seismic Upgrade- Design CWTP- Operational and Safety Enhancements -Design CWTP- Operational and Safety Enhancements- Construction Emergency Power Strategy for Regional Water Facilities Conceptual Design Haney Main No 4 (Marine Crossing) Conceptual Design Phase 1 Hellings Tank Seismic Upgrade- Construction Reservoir Isolation Valve Automation Detailed Design Seymour Capilano Dewatering Wells- Design South Delta Main No.3~ 12th Ave to Pebble Hill- Preliminary Design

82

GREATER VANCOUVER WATER DISTRICT CAPITAL PROGRAMS & PROJECT DETAILS

WATER

$ $

$

$

$

$

$

2015 BUDGET

2014 CAPITAL

EXPENDITURES

47,500,000

55,960,000

15,939,000

$ $

$

$

$

$

2015 CAPITAL

EXPENDITURES

3,300,000 3,300,000

12,000,000 4,000,000 2,000,000

500,000 100,000 600,000 900,000 700,000 800,000

1,000,000 5,500,000

12,000,000 800,000

3,780,000 550,000

6,000,000 50,000 50,000 50,000 70,000

400,000 100,000 500,000

1,000,000 300,000

2,000,000 1,000,000

500,000 300,000

57,550,000

1,600,000 640,000

1,000,000 1,000,000

322,000

500,000 100,000 300,000

7,400,000 600,000

·1,800,000 600,000 100,000

2,000,000 800,000 250,000

19,012,000

$ 10,000,000 205,000

1,000,000 4,600,000

600,000 1,300,000 1,000,000

52,000,000 6,000,000 2,400,000

400,000

250,000 600,000 200,000 500,000 400,000 250,000

3,000,000 700,000 400,000 100,000

Westburnco Pump Station No. 2 Improvements for PS Reliability- Preliminary Design 350,000 $ 62,927,000 $ 86,255,000

$ $

$

$

$

$

$

$

ORIGINAL TOTAL

PROJECT

820,000,000 820,000,000

28,000,000 8,000,000

46,500,000 1,700,000

300,000 4,130,000 1,300,000

800,000 1,000,000 1,500,000

18,800,000 24,100,000

1,200,000 3,500,000

600,000

28,000,000 600,000 750,000 550,000

1,670,000 1,400,000

900,000 1,500,000 3,900,000

300,000 2,000,000

11,700,000 1,500,000 1,200,000

197,400,000

1,800,000 2,100,000 1,135,000

16,600,000 .942,000

1,050,000 250,000 390,000

40,500,000 1,500,000 1,800,000

600,000 100,000

2,000,000 800,000 250 000

71,817,000

29,000,000 530,000

1,500,000 4,500,000 1,000,000 1,600,000 1,000,000

239,000,000 10,000,000

1,400,000 1,000,000

250,000 1,000,000

200,000 2,300,000

800,000 250,000

4,500,000 700,000 400,000 400,000 350,000

301,680,000

$ $

$

$

$

$

$

$

INCREASE IN TOTAL

PROJECT

700,000

700,000

3,800,000 300,000

5,000,000 1,000,000

10,100,000

$ $

$

$

$

$

$

$

TOTAL PROJECT

COSTS

820,000,000 820,000,000

28,000,000 8,000,000

46,500,000 1,700,000

300,000 4,130,000 1,300,000

800,000 1,000,000 1,500,000

18,800,000 24,100,000

1,200,000 4,200,000

600,000

28,000,000 600,000 750,000 550,000

1,670,000 1,400,000

900,000 1,500,000 3,900,000

300,000 2,000,000

11,700,000 1,500,000 1,200,000

198100 000

1,800,000 2,100,000 1,135,000

16,600,000 942,000

1,050,000 250,000 390,000

40,500,000 1,500,000 1,800,000

600,000 100,000

2,000,000 800,000 250 000

71 817 000

29,000,000 530,000

1,500,000 8,300,000 1,300,000 1,600,000 1,000,000

239,000,000 15,000,000

2,400,000 1,000,000

250,000 1,000,000

200,000 2,300,000

800,000 250,000

4,500,000 700,000 400,000 400,000 350 000

311 780 000


Water Infrastructure Upgrade 2015- Approved Projects in Progress

Cleveland Dam East Abutment GV-Serles Pump Well Upgrade Coquit!am Communication Improvements- Design Coquitlam Communication Improvements- Constr. Seymour CapUano Filtration Plant- Hydraulic Power Unit Tilbury Junction Chamber Valves Replacement with Actuators Water Optimization Automation & Instrumentation

2015- New Projects Burwell Alpine Reservoir Valve Improvements- Design Lynn Valley Water Storage Reservoir- Construction Queensborough Main- Ewen Ave Replacement- Phase 1 &2 Design Queensborough Main- Ewen Ave Replacement- Phase 1 Construction Sapperton Main #1 - New Une Valve and Chamber Detailed Design Seymour Falls Dam Turbine Upgrade Project- Design South Delta Main No. 1 - 28 Ave to 348 Ave- Design South Delta Main No. 1 - 28 Ave to 348 Ave- Construction

Water Opportunity Programs 2015- Approved Projects in Progress

Barnston/Maple Ridge Pump Station Power Generation Capilano Power Preliminary Design

TOTAL CAPITAL EXPENDITURES

CAPITAL FUNDING SOURCES Reserves Grants Contribution to Capital Debt Financing

TOTAL CAPITAL FUNDING SOURCES

83

GREATER VANCOUVER WATER DISTRICT CAPITAL PROGRAMS & PROJECT DETAILS

WATER 2015 BUDGET

2014 CAPITAL

EXPENDITURES

6,170,000

770,000

189,266,000

12,934,092

47,960,921 128,370,987

189,266,000

2015 BB OCT-Manual Functional Summaries V2a

2015 CAPITAL

EXPENDITURES

100,000 20,000

950,000 175,000

1,500,000 1,200,000

100,000 4,500,000

600,000 5,000,000

450,000 100,000 950,000

5,150,000 20,795,000

1,000,000 2,100,000 3,100,000

190,012,000

16,318,161

52,306,087 121,387,752

190,012,000

ORIGINAL INCREASE IN TOTAL TOTAL TOTAL PROJECT

PROJECT PROJECT COSTS

750,000 750,000 150,000 150,000

1,650,000 1,650,000 525,000 175,000 700,000

2,500,000 1,400,000 3,900,000 9,540,000 9,540,000

150,000 150,000 6,000,000 6,000,000

900,000 900,000 5,500,000 5,500,000

450,000 450,000 100,000 100,000 950,000 950,000

10,300,000 10,300,000 39,465 000 1,575,000 41,040,000

2,500,000 2,500,000 4,000,000 4,000,000 6,500,000 6,500,000

1,436,862,000 12,375 000 1,449,237,000


GREATER VANCOUVER WATER DISTRICT Estimate of Water Sales

Year Ending December 31, 2015 Off-Peak Season (October-May) Peak Season (June-September) Total Season

Consumption in Consumption in Consumption in

Cubic Metres (1 ,OOO's) Cubic Metres (1 ,OOO's) Cubic Metres (1 ,OOO's)

Cubic Rate per $ Cubic Rate per $ Total Total$ MEMBERS Metres Cubic Metre Amount Metres Cubic Metre Amount Annual Amount

Burnaby 24,493 0.5816 14,243,501 16,460 0.7270 11,966,419 40,953 26,209,920

Coquitlam 12,174 0.5816 7,080,252 8,181 0.7270 5,947,588 20,355 13,027,840

Delta 14,245 0.5816 8,283,948 9,573 0.7270 6,959,572 23,818 15,243,520

Langley City 2,372 0.5816 1,379,401 1,594 0.7270 1,158,839 3,966 2,538,240

Langley Township 4,673 0.5816 2,717,541 3,140 0.7270 2,282,779 7,813 5,000,320

Maple Ridge 7,095 0.5816 4,125,985 4,768 0.7270 3,466,335 11,863 7,592,320

New Westminster 4,976 0.5816 2,893,070 3,344 0.7270 2,431,090 8,320 5,324,160

North Vancouver City 5,456 0.5816 3,172,810 3,667 0.7270 2,665,910 9,123 5,838,720

North Vancouver District 11,387 0.5816 6,621,954 7,652 0.7270 5,563,006 19,039 12,184,960

Pitt Meadows 2,076 0.5816 1,207,275 1,395 0.7270 1,014,165 3,471 2,221,440

Port Coquitlam 5,597 0.5816 3,254,787 3,762 0.7270 2,734,973 9,359 5,989,760

Port Moody 2,847 0.5816 1,656,292 1,913 0.7270 1,390,748 4,760 3,047,040 OJ

""" Richmond 22,299 0.5816 12,966,938 14,986 0.7270 10,894,823 37,285 23,861,761

Surrey 40,209 0.5816 23,390,298 27,022 0.7270 19,645,000 67,231 43,035,298

Tsawwassen First Nation 120 0.5816 69,838 80 0.7270 58,162 200 128,000

Vancouver 61,084 0.5816 35,522,322 41,051 0.7270 29,844,078 102,135 65,366,400

West Vancouver 2,523 0.5816 1,467,255 1,695 0.7270 1,232,265 4,218 __ 2_,699,520

Member Municipalities Total 223,626 130,053,467 150,283 109,255,752 373,909 239,309,219

Non-Members

University Endowment Lands 2,848 0.6979 1,987,444 1,914 0.8724 1,669,772 4,762 3,657,216

Provincial institutions (Riverview) 100 0.5816 58,171 67 0.7270 48,709 167 106,880

Point Roberts 695 0.5816 404,172 467 0.7270 339,508 1,162 743,680

Non-Members Total 3,643 2,449,787 2,448 2,057,989 6,091 4,507,776

Total estimated Consumption 227,269 152,731 380,000

Total amount to be raised from the sale of water $132,503,254 $111,313,741 $243,816,995


LIQUID W

ASTE


B5

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT LIQUID WASTE 2015 BUDGET

2014 2015 % BUDGET BUDGET CHANGE

REVENUES

GVS&DD Levy $ 185,933,442 $ 192,334,433 3.4% User Fees 2,585,465 2,451,925 Transfer from DCC Reserves 2,838,105 3,643,015 BODffSS Industrial Charges 7,777,477 7,558,982 Other External Revenues 786,996 773,646 Other Funds I Reserves 6,533,117 4,007,895

TOTAL REVENUES $ 206,454,602 $ 210,769,896 2.1%

EXPENDITURES

Operating Programs:

Policy Planning and An<>lysis Sustainability Fund $ 1,127,000 $ 1,127,000 Utility Analysis and Infrastructure 1,137,640 1,436,155 Utility Policy and Planning 1,400,698 1,355,005

3,665,338 3,918,160 6.9%

Management Systems and Utility Services Annacis Research Centre 506,051 455,954 Department Technical Training 1,023,547 1,323,407 Dispatch 109,108 142,265 Energy Management 211,462 209,932 Engineers in Training 457,591 463,598 Engineering Standards 102,651 101,968 Lake City Operations 962,950 988,696 Liquid Waste Residuals 11 '124,485 12,332,899 Management Systems Utility Services 1,238,615 1,351,895 Records Management 93,487 95,880 Security Enhancements 404,130 Utility Voice Radio 147,864 154,723 Wastewater Research and Innovation 788,108 1,169,172

17,170,049 18,790,389 9.4%

Environmental Management and Quality Control 9,088,771 9,180,354 1.0%

Project Delivery Minor Capital Projects 7,215,576 7,005,501 Public Involvement 1,094,697 1,053,713

8,310,273 8,059,214 (3.0%)

Operations and Maintenance Maintenance 27,862,352 28,657,103 Operating Contingency 500,000 500,000 SCAD A Control Systems 992,985 957,740 Technical Support 1,227,097 1,036,719 Trucked Liquid Waste 265,553 394,673 Urban Drainage 1,151,126 1,035,867 Wastewater Collection 10,485,317 10,239,480 Wastewater Treatment 32,135,021 33,212,546

74,619,451 76,034,128 1.9%

Source Compliance Monitoring 312,949 320,171 2.3%

Regulation 1,659,231 1,672,774 0.8%

Administration and Department Support 1,984,402 1,908,831 (3.8%)

116,810,464 119,884,021 2.6%

Allocation of Centralized Support Costs . 18,150,137 18,942,683 4.4% Total Operating Programs 134,960,601 138,826,704 2.9%

Debt Service 15,427,252 16,115,428 4.5%

Contribution to Capital 56,066,749 55,827,764 (0.4%)

TOTAL EXPENDITURES $ 206,454,602 $ 210,769,896 2.1%

2015 88 OCT-Manual Functional Summaries V2a.xlsx Metro Vancouver Board Workshop - 46

REVENUES

Liquid Waste Revenues Other Funds I Reserves

TOTAL REVENUES

EXPENDITURES

Operating Programs:

Enforcement Software Development

86

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT LIQUID WASTE REGULATION

2015 BUDGET

$

$

$

2014 BUDGET

2015 BUDGET

1 ,480,924 $ 1 ,57 4,347 178,307 98,427

1 ,659,231 =$=====1,;:,6::7:.2,=77=4=

1,415,441 $

Administration and Department Support 178,307 65,483

1,445,770 98,427

128,577

TOTAL EXPENDITURES $ 1,659,231 =$====1~,6=72='=77=4=


% CHANGE

0.8%

0.8%


67

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT CAPITAL PROGRAMS & PROJECT DETAILS


Infrastructure Growth 2015 ~ Appmved Projects In Progress

VSA ~ Collingwood Trunk Sewer- Design VSA- Hastings Sanitary Trunk Sewer- Prelim Design FSA- Annacis Stage 8 Outfall Design- Surge Control FSA- Burnaby Lake North Interceptor- Phillips to Sperling Section- Detailed Design FSA • Burnaby Lake North Interceptor - Sperling Section • Constr FSA- Marshend Pump Station- Capacity Upgrade- Conceptual Design FSA - NSI • 1 041h Ave Extension FSA- NWLWWTP- Phase 1 Construction FSA- NWLWWTP ·Phase 2- Concept Development FSA- Queensborough Pump Station Replacement- Preliminary Design FSA - Sapperton Pump Station - Design FSA- Sapperton Pump Station· Equipment & Construction FSA- Sperling PS- Increase Pump Capacity- Constr & Propery Acquisition FSA- South Surrey Interceptor· Johnston Section -Pre-design FSA- SSI- King George Section- Odor Control Facility (OCF) and Grit Chamber

2015- New Projects VSA ·Hastings Sanitary Trunk Sewer- Design LSA- Lulu Island WWTP Digester No 3 Pre-Design FSA - Annacis Outfall System - Design - Outfall FSA - Katzie Genset - Assessment FSA- Marshend Pump Station- Capacity Upgrade- Prelim Des FSA • North Road Trunk Sewer- Detail Design FSA - Queensborough Pump Station Replacement - Detailed Design FSA- Sapperton Forcemain- Pump Station Connections- Design South Surrey Interceptor- Johnston Section Det Design & Property Purchase South Surrey Interceptor- Johnston Section Construction (Pre-Build)

Infrastructure Maintenance 2015- Approved Projects in Progress

VSA- HWWTP- Replacement of Co·Gen Control System· Des VSA - lana Grit System Upgrade - Constr VSA- lana· Jetty Erosion Repair (North Side) VSA • lana- Solids Handling Upgrade Project- Design VSA - lana - Solids Handling Upgrade Project • Construction VSA- lana Inlet modifications VSA -lana Island-Control & Instrumentation Replacement 2011 VSA- lana MCC/Power Distribution Assess/Replace- Future Years VSA - lana MCC/Power Distribution Assess/Replace - 2009 VSA- lana MCC/Power Distribution Assess/Replace· 2010 NSA- Glen Eagles Pump Station 1 -Rehab NSA - Glen Eagles Pump Station 2-5 - Rehab Design NSA- Lions Gate- Control and Instrumentation Replacement 2011 NSA- Lions Gate- Power Dist. MCC Replace/Transformers 2009 NSA- Lynn Pump Station Design/Construction LSA • Gilberi/Brighouse Trunk Pressure Sewer Twinning Phase 1 ·Construction LSA- Gilbert/Brighouse Trunk Pressure Sewer Tw\nning Phase 2- Design FSA- AIWWTP Gravity Thickner and OAF Steel Repair and Recoatlng FSA • AIWWTP Trickling Filter Pumps (1 to 4) Impeller Change (from 2 to 3 vanes) FSA - Annacis • CCT Gates FSA • Annacis ·Gas Circulation Compressor Replacement FSA- Annacis Island WWTP . CDAC Component Replacement and Upgrade Program FSA- Annacls • MCC 80-051, 80-070, 80·071 Replacement FSA- Annacis- Secondary Clarifier Corrosion Repair FSA • Annacls ·Secondary Clarifier Corrosion Repair and Leveling- Phase 2 ·Des & Prepurchase FSA- Cost Allocation Billing Network (Combined 96·F4) FSA- New West Interceptor-Grit Chamber- Design FSA - NWL WWTP 25 kV Substation Replacement - Design FSA - WWTP - CDAC System Migration Project - Preliminary Engineering

2015- New Projects VSA • HWWTP ·Replacement of Co·Gen Control System· Constr VSA- llWWTP Sludge Thickener #1 Refurbishment Construction VSA- Jervis SPS MCC Replacement- Construction LSA • Gilbert/Brighouse Trunk Pressure Sewer Twinning Phase 2- Construction LSA- Gilberi/Brighouse Trunk Pressure Sewer Twinning Phase 3 ·Design LSA- G!lberi/Brighouse Trunk Pressure Sewer Twinning Phase 4 ·Design FSA- AIWWTP- Replacement of CDAC Equipment In Galleries Detailed Design FSA- Annacis ·Secondary Clarifier Corrosion Repair and Leveling- Phase 2 -Constr NWL WWTP 25 kV Substation Replacement- Design Phase !l NWL WWTP CDAC System Hardware Upgrade Detailed Design NWL WWTP CDAC System Hardware Upgrade Construction Oufi~msborough PS MCC and ACP Replacement- Detailed Des Royal Ave. Sewer Pump Station (RYA) ·Building Expansion & Electrical Upgrade* Det Des

Infrastructure Relocation 20i5 ·Approved Projects in Progress

FSA • Gateway

Infrastructure Risk Management 20i4- Approved Projects in Progress

VSA- Hlghbury Interceptor- Air Treatment Facilities VSA- Highbury Interceptor North Arm Crossing· Upgrade of Siphons Constr NSA- Glen Eagles- Forcemaln Replacement· Detail Design LSA- LIWWTP PE BypasS Gates· Detailed Design FSA- AIWWTP Cogeneration Backup Power- Predesign & Detail Design FSA • A!WWTP Cogeneration Controllers Replacement - Constr FSA • AIWWTP PST Area Walkway & Column Remediation - Design FSA - AlWWTP SCL Flow Balancing - Design FSA- New CSO Management Gates for New Westminster Interceptor· Design FSA- New Westminster Interceptor Repair- Columbia St. Section Design FSA- NLWWTP ·Outfall Relocation

LIQUID WASTE 2015 Budget

2014 CAPITAL

EXPENDITURES

$

$ 29 275 000

$

$ 23,783,000

$ 40 000

$

2015 CAPITAL

EXPENDITURES

225,000 51,000

500,000 560,000

4,000,000 65,000

500,000 6,000,000

500,000 25,000

1,000,000 100,000 500,000 500,000

50,000

306,000 80,000

500,000 19,000

500,000 102,000 200,000 400,000

2,000,000 500,000

~ 19,183,000

$ 80,000 400,000

1,000,000 500,000

2,000,000 150,000 500,000 965,000 256,000 400,000 100,000 200,000 100,000 115,000 500,000

3,000,000 900,000 372,000 105,000 300,000 225,000 540,000 450,000

1,145,000 600,000 150,000 50,000

200,000 400,000

1,000,000 500,000 650,000

1,000,000 300,000

1,000,000 200,000 600,000 500,000 250,000 100,000 100,000 430 000

$ 22,333,000

$ 163 000

$ 1,000,000 1,000,000

230,000 50,000

1,500,000 375,000

46,000 350,000

50,000 502,000 500,000

$

$

$

$

$

$

ORIGINAL TOTAL

PROJECT

325,000 300,000

3,000,000 1,100,000 6,500,000

125,000 6,800,000

55,300,000 1,000,000

100,000 3,700,000

40,000,000 3,000,000

800,000 13,500,000

1,304,000 600,000

6,000,000 50,000

1,000,000 664,000

1,500,000 1,000,000 6,600,000

18 000,000 17212681000

470,000 8,100,000 5,000,000 4,500,000

26,000,000 2,260,000 2,750,000 1,965,000 1,375,000

953,000 1,300,000 1,200,000

600,000 830,000

9,000,000 21,000,000

3,700,000 2,000,000

855,000 1,000,000

800,000 1,500,000 2,844,000 1,946,000

10,000,000 5,230,000

250,000 300,000 500,000

2,000,000 2,000,000

650,000 17,700,000

1,000,000 1,000,000

395,000 12,000,000

650,000 650,000 850,000 300,000 430,000

157,853 000

6 737 592

6,000,000 12,000,000

330,000 150,000

9,000,000 1,625,000

300,000 450,000 825,000 702,000 750 000

$

$

$

$

$

$

INCREASE IN TOTAL

PROJECT

2,100,000

1,900,000 36,400,000

40 400 000

$

$

$

~

$

$

TOTAL PROJECT

COSTS

325,000 300,000

3,000,000 3,200,000 6,500,000

125,000 6,800,000

55,300,000 1,000,000

100,000 5,600,000

76,400,000 3,000,000

800,000 13,500,000

1,304,000 600,000

6,000,000 50,000

1,000,000 664,000

1,500,000 1,000,000 6,600,000

18 000,000 212,668!000

470,000 8,100,000 5,000,000 4,500,000

26,000,000 2,260,000 2,750,000 1,965,000 1,375,000

953,000 1,300,000 1,200,000

600,000 830,000

9,000,000 21,000,000

3,700,000 2,000,000

855,000 1,000,000

800,000 1,500,000 2,844,000 1,946,000

10,000,000 5,230,000

250,000 300,000 500,000

2,000,000 2,000,000

650,000 17,700,000

1,000,000 1,000,000

395,000 12,000,000

650,000 650,000 850,000 300,000 430 000

15718531000

6,737 592

6,000,000 12,000,000

330,000 150,000

9,000,000 1,625,000

300,000 450,000 825,000 702,000 750 000


88


2015 ~ New Projects VSA- 8th Avenue Interceptor- Air Treatment Facilities· Prelim Design VSA • HWWTP Sedimentation Tank Effluent Gates- Construction VSA- Vernon Drive FM 1 Storage Detailed Design NSA - Glen Eagles - Forcemain Replacement - Construction LSA- LIWWTP PE Bypass Gates- Construction FSA- AlWWTP Automation of Influent Gates- Preliminary Design FSA - AIWWTP Cogeneration Backup Power - Prepurchase FSA- AIWWTP PST Area Walkway & Column Remediation- Construction FSA - AIWWTP SCL Flow Balancing - Construction FSA - Sewer Seismic Upgrades - Design FSA - Katzie PumpStation SSO Management - Prelim Des FSA- Katzie PumpStation SSO Management- Detail Des FSA- New West CSO Tank Grit Chamber & Sinkhole Repair Preliminary Design FSA ~New Westminster Interceptor Repair· Columbia St. Section Constr FSA ~ Ocean Park Trunk Crescent Section (OPC) ~ Pipe Rehabilitation/Replacement • Design FSA • SSI Sulf!de Odour and Corrosion Control Study Detailed Design

Infrastructure Secondary Upgrade 2015 ·Approved Projects in Progress

VSA -lana Secondary Treatment Upgrade· Project Definition NSA - Lions Gate Plant Upgrade - Design

Infrastructure Annacis Stage 5 Expansion 2015- Approved Projects in Progress

FSA • Annacis Stage 5 Expansion Phase 1 T1 & T2 FSA • Annacis Stage 5 Expansion Phase 2 ·Pre Design FSA - Annacis Stage 5 Expansion Phase 2 • Detailed Design

2015 • New Projects

Infrastructure Upgrade 2015 • Approved Projects In Progress

VSA • llWWTP Digester 4 Roof Replacement & Mixing Upgrade - Design VSA ·IIWWTP Grit Channel Effluent Gates and PA Influent Channel Gates· Design VSA -liWWTP- Provision of a Redundant 12.5 kV Feeder to Switch-House- Design VSA- Wastewater Meter Upgrades NSA - Lions Gate Sludge Thickener No. 2 NSA ~ Lions Gate WWTP - Gas Flow Meter Replacement NSA • Wastewater Meter Upgrades LSA • UWWTP Second lncomer Feeder • Conceptual Design LSA - UWSA Wastewater Meter Upgrades FSA- AIWWTP- Replacement of Protective Relays- Design FSA - AIWWTP Secondary Bypass-Construction FSA - Annacis - Gas Flow Meter Replacement FSA- Langley Connector No.1 and Carvo!th Trunk Upgrading/Replacement FSA- NLWWTP SBS Storage· Design FSA- NLWWTP Sludge Dewatering· Design FSA- Wastewater Meter Upgrades All WWTPs ·Power Quality Monitoring & Outage Alarming Network· Detail Design

2015- New Projects VSA- !IWWTP ·Provision of a Redundant 12.5 kV Feeder to Switch-House· Constr VSA ~ I!WWTP Grit Channel Effluent Gates and PA Influent Channel Gates- Construction FSA ~ AIWWTP ·Replacement of Protective Relays- Del Design & Equip Pre-Purchase FSA • SSI • NDI Relocations- Construction FSA • SSI Influent Control Chamber Repair and Replace Gates - Design FSA- SSI·Delta Section Rehabilitation from River Road to Fraser River· Design FSA- SSI-Detta Section Rehabilitation from River Road to Fraser River Construction

LIQUID WASTE 2015 Budget

2014 CAPITAL

EXPENDITURES

6,675 000

1,000,000

14 200 000

AI! WWTPs ·Power Quality Monitoring & Outage Alarming Network· Prepurchase & System Configuration

Sewer Opportunity Programs 2015 ·Approved Projects in Progress

VSA·VSAIRM LSA -Lulu Island Sewerage Area Integrated Resource Recovery (IRA) Study FSA • AIWWTP IPS VFD Replacement (Pumps 1 to 3) FSA • AIWWTP TF VFD Replacement (Pumps 1 to 4) FSA - Evergreen LRTP Impacts & Queen St. Sewer Relocation

2015 - New Projects LSA • LIWWTP Blogas Clean-up Project LSA- Lulu Island WWTP Effluent Heat Use Project- Design FSA- Fraser Sewerage Area Integrated Resource Recovery (IRA) Study FSA - Sapperton Pump Station - Sewage Heat Recovery - Design FSA- Surrey Yard Ferrous Dosing Facility Relocation- Constr


( 1 ) Project approved by the Board October 5, 2007

CAPITAL FUNDING SOURCES

Reserves Grants Contribution to Capital Debt Financing


5 478,000

4,460 000

84 911 000

8,974,641

56,066,749 19,869,610

84,911,000

2015 BB OCT-Manual Functional Summaries V2axlsx

2015 CAPITAL

EXPENDITURES

200,000 400,000 408,000

50,000 200,000 200,000

1,000,000 100,000 600,000 200,000 500,000 500,000 100,000 50,000

153,000 190,000

10,454,000

2,000,000 4 000 000 6 000 000

20,800,000 1,000,000

800,000

22,600,000

550,000 50,000 60,000 70,000

1,000,000 50,000 70,000

150,000 70,000 30,000

675,000 125,000

3,000,000 240,000 150,000 140,000 20,000

350,000 410,000 300,000 641,000 135,000 185,000 100,000 200 000

a 111 ooo

100,000 200,000 375,000 300,000 25,000

500,000 220,000 200,000 100,000 600 000

2 620 000

92,124,000

3,911,873

55,827,764 32 384,363

92,124,000

ORIGINAL TOTA~

PROJECT

500,000 1,000,000 1,032,000 2,150,000

300,000 200,000

25,000,000 2,800,000 2,000,000

400,000 1,000,000 3,250,000

100,000 4,680,000

403,000 650,000

77 597 000

16,500,000 79 000 000 95 500,000

243,500,000 5,000,000

17,000,000

265,500,000

1,500,000 230,000 220,000 300,000

2,900,000 370,000 300,000 250,000 300,000 160,000

1,275,000 542,202

8,100,000 250,000

2,500,000 600,000 140,000

630,000 1,610,000

595,000 6,641,000

135,000 185,000

2,600,000 500 000

32,833,202

1,000,000· 1,000,000 1,050,000

870,000 750,000

10,400,000 220,000

1,200,000 200,000 600 000

17,290,000

825,578,794

INCREASE IN TOTAL

PROJECT

40.400,000

TOTAL PROJECT

COSTS

500,000 1,000,000 1,032,000 2,150,000

300,000 200,000

25,000,000 2,800,000 2,000,000

400,000 1,000,000 3,250,000

100,000 4,680,000

403,000 650,000

77,597,000

16,500,000 79,000 000 95,500,000

243,500,000 5,000,000

17,000,000

1,500,000 230,000 220,000 300,000

2,900,000 370,000 300,000 250,000 300,000 160,000

1,275,000 542,202

8,100,000 250,000

2,500,000 600,000 140,000

630,000 1,610,000

595,000 6,641,000

135,000 185,000

2,600,000 500,000

32,833,202

1,000,000 1,000,000 1,050,000

870,000 750,000

10,400,000 220,000

1,200,000 200,000 600 000

17,290,000

865,978,794


SO

LID WAS

TE


B9

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT SOLID WASTE 2015 BUDGET

2014 2015 BUDGET BUDGET

REVENUES

Tipping Fees $ 89,233,082 $ 82,432,177 Energy Sales 5,775,750 6,264,348 Other External Revenues 6,390,303 6,661,552 Other Funds I Reserves 726,478 412,807

TOTAL REVENUES $ 102,125,613 $ 95,770,884

EXPENDITURES

Operating Programs: Solid Waste Operations

Allocated Quality Control $ 21,503 $ 22,315 Ashcroft Ranch - Operations 1,258,544 462,456 Engineers in Training 457,592 463,598 Environmental Impact Reduction 8,615,387 4,997,354 Landfills 19,843,356 19,320,147 Minor Capital Projects 54,983 56,208 Sustainability Fund 1,612,000 Transfer Station System 32,859,808 35,936,592 Waste to Energy Facility 22,1"23,003 22,219,045

86,846,176 83,477,715

Solid Waste Planning Policy and Facility Development 2,006,055 1,537,140 Zero Waste Implementation 1,810,517 1,774,662

3,816,572 3,311,802

New Waste-to-Energy Capacity Project 625,530 576,904

Public Involvement 728,579 737,731

Regulation 1,171,255 1,293,467

Administration and Department Support 864,095 900,345

94,052,207 90,297,964

Allocation of Centralized Costs 3,573,262 3,703,892

Total Operating Programs 97,625,469 94,001,856

Debt Service 2,004,952 1,399,184

Contribution to Capital 2,495,192 369,844

TOTAL EXPENDITURES $ 102,125,613 $ 95,770,884


% CHANGE

(7.6%)

(6.2%)

(3.9%)

(13.2%)

(7.8%)

1.3%

10.4%

4.2%

(4.0%)

3.7%

(3.7%)

(30.2%)

(85.2%)

(6.2%}


REVENUES

Solid Waste Revenues TOTAL REVENUES

EXPENDITURES

Operating Programs:

Enforcement Software Development

810

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT SOLID WASTE REGULATION

2015 BUDGET

$ $

$

2014 BUDGET

2015 BUDGET

1 '171 ,255 .....:$;-_-:-1.z::,2'=9='3''-:-46=7=-1 '171 ,255 =$====1,E,2=9:i3,=46=7=

950,133 $

Administration and Department Support

178,307 42,815

963,333 246,067

84,067

TOTAL EXPENDITURES $ 1 '171 ,255 =$====1,E,2=9:i3,=46=7=


% CHANGE

10.4%

1o.4%


B11



Waste~to~Energy Facility 2015 -Approved Projects in Progress

Bottom Ash Processing CEMS Upgrade - Construction Scrubber- Design

2015 - New Projects Bottom Ash Treatment WTEF- Gas Burner Replacement

Transfer Station System 2015- Approved Projects in Progress

Coquit!am Transfer Station Replacement Material & Foodwaste Diversion Upgrades North Shore TS Reconfiguration Surrey ROO - Siting & Design

Landfills 2015- Approved Projects in Progress

Cache Creek Landfill Closure Cache Creek Landfill Gas Collection System Upgrade Coquitlam Landfill Closure Coquitlam Landfill Fly Ash Cell2 Closure- Final Cover Design Coquitlam Landfill Gas Collection Upgrades Phase !! - Design Coquit!am Landfill: Le'achate Collection System Grade Realignment- Design

2015 - New Projects Coquitlam Landfill Fly Ash Cell 2 Closure - Final Cover Construction

Solid Waste Management Plan Initiatives 2015- Approved Projects in Progress

New Waste to Energy Capacity

SW Opportunity Programs 2015- Approved Projects in Progress

Coquit!am Landfill - Beneficial Use of Landfill Gas Burnaby WTE East Fraser!ands District Heating Design



Reserves Grants Contribution to Capital Debt Financing


EQUIPMENT

Transfer Station Program: Track Loader

Landfill Program: S-Train Fleet refurbishment

Ashcroft Ranch Program: Farm Equipment

TOTAL EQUIPMENT PURCHASES

EQUIPMENT PURCHASES

SOLID WASTE 2015 BUDGET

2014 CAPITAL

EXPENDITURES

2,700,000

3,200,000

4,700,000

6,250 000

870 000

17,720,000

1,756,026

2,495,192 13,468 782

17,720,000

850 000 850 000

150 000 150 000

1,000 000

2015 CAPITAL

EXPENDITURES

5,500,000 1,200,000 1,400,000

2,000,000 1,600 000

11,700,000

2,000,000 250,000

6,500,000 ·1,000 000 9,750 000

2,000,000 1,000,000 1,000,000

200,000 300,000 200,000

3,000 000 7,700 000

7,000 000 7,000 000

870,000 96 000

966 000

37,116 000

369,844 36 746 156

37,116,000

850 000 850 000

500,000 500 000

1,350 000

2015 88 OCT-Manual Functional Summaries V2a

ORIGINAL TOTAL

PROJECT

4,000,000 1,500,000 1,500,000

2,000,000 1,600,000

10,600,000

57,000,000 6,400,000 5,000,000 4 700,000

73,100,000

6,000,000 3,600,000 5,000,000

200,000 300,000 200,000

3 000,000 18,300,000

470,000,000 470,000,000

2,000,000 96,000

2,0,96,000

574,096,000

INCREASE IN TOTAL

PROJECT

2,000,000

500,000

2,500,000

2,000,000

2,000,000

7,000,000

7,000,000

47,000,000 47,000,000

58,500,000

TOTAL PROJECT

COSTS

6,000,000 1,500,000 2,000,000

2,000,000 1,600,000

13,100,000

57,000,000 6,400,000 7,000,000 4,700,000

75,100,000

13,000,000 3,600,000 5,000,000

200,000 300,000 200,000

3,000,000 25,300,000

517,000,000 517,000,000

2,000,000 96,000

2,096,000

632,596,000


812

Greater Vancouver Sewerage & Drainage District Solid Waste - Wastech Services Capital Plan

2015 Budget

SUMMARY

Equipment Cache Creek Landfill Coquitlam Transfer Station Surrey Transfer Station Miscellaneous Capital

Total

$

$

2,435,000 50,000

950,000 1,250,000

293,000

4,978,000

These projects are incurred by Wastech and recovered through contract payments

*Approval required by GVS&DD/Wastech Strategic Planning Committee


HOUSING


REVENUES

Housing Rents Housing Subsidies Other External Revenues Other Funds I Reserves

TOTAL REVENUES

EXPENDITURES

Operating Programs: Property Operations Maintenance Financial Services Tenant Programs and Services Site Administration

B13

METRO VANCOUVER HOUSING CORPORATION HOUSING

2015 BUDGET

2014 BUDGET

$ 33,808,881 $ 4,386,845

588,410 169,828

$ 38,953,964 $

$ 16,548,070 $ 1,464,886

928,073 246,337 894,521

Administration and Department Support 640,355 Total Operating Programs 20,722,242

A.llocation of Centralized Support Costs 1,837,555 Total Operating Programs 22,559,797

Debt Service 15,444,858

Contribution to Reserve 949,309

TOTAL EXPENDITURES $ 38,953,964 $



34,727,509 2.7% 4,139,706

897,285 178,454

39,942,954 2.5%

17,151,402 1,742,341

581,027 468,759 957,022 652,110

21,552,661 4.0%

1,910,319 4.0% 23,462,980 4.0%

15,509,979 0.4%

969,995 2.2%

39,942,954 2.5%



Capital Replacement

Development



Reserves

TOTAL

814

METRO VANCOUVER HOUSING CORPORATION CAPITAL PROGRAMS & PROJECT DETAILS

HOUSING 2015 BUDGET

2014

$ 6,673,000 $

1,350,000

2015

6,655,905 $

2,795,000

TOTAL PROJECT

COSTS

( * )

$ 8,023,000 $ 9,450,905 =$===(=*=)==

$

$

8 '023, 000 -'$'---____:_9'-',4.;:_50:....<., 9.:...c0:....:;5_

8,023,000 =$=====9!:::,4=50:::f:,9=0=5=

( * ) These projects are budgeted annually

2015 BB OCT-Manual Functional Summaries V2a.xlsx Metro Vancouver Board Workshop - 57

REGIONAL


REVENUES

GVRD Municipal Levy Electoral Area Levy GPS User Fees User Fees

815

METRO VANCOUVER DISTRICTS REVENUE & EXPENDITURE SUMMARY

REGIONAL DISTRICT SUMMARY 2015 BUDGET

2014 BUDGET

$ 46,261,598 234,404 383,559

2,664,853 Federal Funding Homelessness Partnering Strategy 8,221,829 Non-Road Diesel Permit Fees 1,260,000 Other External Revenues 3,468,004 Other Funds I Reserves 1,570,135


EXPENDITURES

Greater Vancouver Regional District Air Quality $ 7,576,794 E911 Emergency Telephone Service 3,949,020 Electoral Area Services 320,617 General Government 13,933,811 Labour Relations 2,090,323 Regional Global Positioning System 408,559 Regional Parks 32,744,347 Regional Planning 2,772,586 Sasamat Volunteer Fire Department 268,325




$ 47,177,139 2.0% 356,377 52.0% 332,551 (13.3%)

2,790,142 4.7% 8,221,829 0.0% 1,309,000 3.9% 3,207,353 (7.5%) 2,062,719 31.4%

$ 65,457,110 2.2%

$ 8,325,808 9.9% 4,036,446 2.2%

489,702 52.7% 13,162,432 (5.5%) 2,163,995 3.5%

757,551 85.4% 33,360,851 1.9%

2,910,989 5.0% 249,336 (7.1%)

$ 65,457,110 2.2%


816

GREATER VANCOUVER REGIONAL DISTRICT AIR QUALITY 2015 BUDGET

2014 BUDGET

REVENUES

GVRD Municipal Levy $ 3,327,009 User Fees 1,700,436 Non-Road Diesel Permit Fees 1,260,000 Other External Revenues 613,878 Other Funds I Reserves 675,471


EXPENDITURES

Operating Programs: Ambient Air Quality Monitoring $ 1,662,649 Climate Change Policy and Management 908,199 Data and Assessment 412,686 Policy and Management 833,739 Sampling and Investigation 279,197 Administration and Department Support 470,358

4,566,828

Regulation 2,460,265

Allocation of Centralized Support Costs 549,701




$ 3,712,420 11.6% 1,800,000 1,309,000

465,184 1,039,204

$ 8,325,808 9.9%

$ 1,643,097 837,277 416,560

1,172,904 282,666 375,093

4,727,597 3.5%

3,026,649 23.0%

571,562 4.0%

$ 8,325,808 9.9%


817

GREATER VANCOUVER REGIONAL DISTRICT AIR QUALITY REGULATION

2015 BUDGET

2014 2015 % BUDGET BUDGET CHANGE

REVENUES

Air Quality Revenues $ 2,241,695 $ 2,386,875 Other Funds I Reserves 218,570 639,774

TOTAL REVENUES $ 2,460,265 $ 3,026,649 23.0%

EXPENDITURES

Operating Programs:

Enforcement $ 2,160,296 $ 2,227,047 Software Development 218,570 639,774 Administration and Department Support 81,399 159,828

TOTAL EXPENDITURES $ 2,460,265 $ 3,026,649 23.0%

2015 BB OCT-Manual Functional Summaries V2a.xlsx Metro Vancouver Board Workshop - 61

REVENUES

GVRD Municipal Levy Other External Revenues

TOTAL REVENUES

EXPENDITURES

Operating Programs:

818

GREATER VANCOUVER REGIONAL DISTRICT E911 EMERGENCY TELEPHONE SERVICE

2015 BUDGET


$ 3,883,532 $ 3,969,094 65,488 67,352

$ 3,949,020 $ 4,036,446

Emergency Telephone Service Allocation of Centralized Support Costs

$ 3,871,588 $ 77,432

3,957,300 79,146

TOTAL EXPENDITURES $ 3,949,020 =$====4=,0=3=6=,4=4=6=

· 2015 BB OCT-Manual Functional Summaries V2a.xlsx

% CHANGE

2.2%

2.2%

2.2%


REVENUES

Electoral Areas Levy User Fees Other External Revenues Other Funds I Reserves

TOTAL REVENUES

EXPENDITURES

Operating Programs: Electoral Area Services Contribution to Reserve

819

GREATER VANCOUVER REGIONAL DISTRICT ELECTORAL AREA SERVICES

2015 BUDGET

2014 BUDGET

$ 234,404 $ 18,000

1,061 67,152

$ 320,617 $

$ 290,527 $

290,527


TOTAL EXPENDITURES $ 320,617 $



356,377 52.0% 18,000

112,460 2,865

489,702 52.7%

346,994 111 ,421 458,415 57.8%

31,287 4.0%

489,702 52.7%


I

820

GREATER VANCOUVER REGIONAL DISTRICT GENERAL GOVERNMENT

REVENUES

GVRD Municipal Levy Federal Funding Homelessness Partnering Strategy Other External Revenues Other Funds I Reserves

TOTAL REVENUES

EXPENDITURES

Operating Programs: Audit, Legal and Insurance Board and Legislative Services External Contributions Homelessness Partnering Strategy

International Engagement Mosquito Control Contract Regional Culture Regional Emergency Management Sustainability Fund

Allocation of Centralized Support Costs

TOTAL EXPENDITURES

2015 BUDGET

$

$

$

$

2014 BUDGET

4,156,489 8,221,829 1,193,864

361,629

13,933,811

110,929 2,802,995 1,008,500 8,221,829

205,811 130,000

33,000 510,600 347,000

13,370,664

563,147

13,933,811


$

$

$

$

2015 BUDGET

3,612,034 8,221,829 1 '174,948

153,621

13,162,432

110,929 2,860,007

405,000 8,221,829

168,340 130,000 33,785

300,000 347,000

12,576,890

585,542

13,162,432

% CHANGE

(13.1 %)

(5.5%)

(5.9%)

4.0%

(5.5%)


REVENUES

GVRD Municipal Levy Other External Revenues Other Funds I Reserves

TOTAL REVENUES

EXPENDITURES

Operating Programs: Base Services Compensation Services Collective Bargaining

821

GREATER VANCOUVER REGIONAL DISTRICT LABOUR RELATIONS

2015 BUDGET


$ 1,734,500 $ 1,847,802 331,042 290,153

24,781 26,040

$ 2,090,323 $ 2,163,995

$ 763,320 $ 927,303 551,687 307,414 537,042 680,128

1,852,049 1,914,845

Allocation of Centralized Support Costs 238,274 249,150



% CHANGE

6.5%

3.5%

3.4%

4.6%

3.5%


B22

GREATER VANCOUVER REGIONAL DISTRICT REGIONAL GLOBAL POSITIONING SYSTEM

2015 BUDGET


REVENUES

User Fees $ 383,559 $ 332,551 Other External Revenues 25,000 25,000 Other Funds I Reserves I Surplus 400,000

TOTAL REVENUES $ 408,559 $ 757,551

EXPENDITURES

Operating Programs: Regional Global Positioning System $ 350,450 $ 697,131 Allocation of Centralized Support Costs 58,109 60,420

TOTAL EXPENDITURES $ 408,559 $ 757,551


% CHANGE

(13.3%)

85.4%

85.4%


823

GREATER VANCOUVER REGIONAL DISTRICT REGIONAL PARKS

2015 BUDGET

2014 BUDGET

REVENUES

GVRD Municipal Levy $ 30,214,885 $ User Fees· 946,417 Other External Revenues 1,219,902 Other Funds I Reserves 363,143

TOTAL REVENUES $ 32,744,347 $

EXPENDITURES

Operating Programs: Systems Planning and Engineering Services

Planning and Research $ 1,088,754 $ Engineering Services 809,056

1,897,810 Visitor and Operations Services

Operations and Maintenance 11,230,612 Visitor Services 2,368,877 Area Administration 1,741,317 Operations Services 1,315,544 Area Resource Management 635,168 Burns Bog Ecological Conservancy Area 498,453 Partnerships 440,993 Area Planning 436,493 Rental Program 360,140

19,027,597

Utility Voice Radio 86,449

Quality Control Allocated 66,297

Administration and Department Support 1,118,043

22,196,196

Allocation of Centralized Support Costs 3,040,954 Total Operating Programs 25,237,150

Debt Service 254,994

Contribution to Capital Reserve 7,252,203




30,909,043 2.3% 972,142

1,059,649 420,017

33,360,851 1.9%

1,220,769 807,445

2,028,214 6.9%

11,439,268 2,415,932 1,781,044 1,305,949

612,003 405,085 769,151 432,828 381,196

19,542,456 2.7%

90,460 4.6%

48,743 (26.5%)

1,058,876 (5.3%)

22,768,749 2.6%

3,097,873 1.9% 25,866,622 2.5%

242,026 (5.1%)

7,252,203 0.0%

33,360,851 1.9%


824

GREATER VANCOUVER REGIONAL DISTRICT CAPITAL PROGRAMS & PROJECT DETAILS

REGIONAL PARKS 2015 BUDGET


Capital Replacement and Development Projects Surrey Bend $ Colony Farm Sheep Paddocks Trail Kanaka Creek Watershed Stewardship Centre Academy Burnaby Lake Still Creek Bridge Replacement Camp Capilano Redevelopment Experience the Fraser Derby Reach Erosion Protection Pacific Spirit Acadia Picnic Area Erosion/Cultural Resource Protection Boundary Bay Embree House Sewerage Aldergrove Upgrades Boundary Bay • Centennial Beach Brunette Fraser Greenway Trail Connection Derby Reach Watermain Replacement Minnekhada Log Walk Replacement Campbell Valley Perimeter Trail Phase 5 Exhibits, Interpretation & Public Art Boundary Bay Boardwalk Replacement Pacific Spirit Service Yard Replacement Matsqui Trail- Phase 1 Infrastructure Improvements

$

Capital Maintenance Projects $

Heritage Parkland Acquisition Fund $

TOTAL CAPITAL EXPENDITURES $


Reserves $ Grants Contribution to Capital Debt Financing

TOTAL CAPITAL FUNDING SOURCI;S $


2014 2015

2,200,000 $ 2,400,000 140,000 1,325,000 800,000 1,100,000 500,000 500,000 125,000 375,000 300,000 100,000

80,000 75,000 65,000

500,000 330,000 250,000 175,000 150,000 150,000 150,000 125,000 100,000 100,000

6,095,000 $ 6,020,000

2,400,000 $ 2,100,000

5,000,000 $ 5,000,000

13,495,000 $ 13,120,000

13,495,000 $ 13,120,000

13,495,000 $ 13,120,000


REVENUES

GVRD Municipal Levy Other External Revenues Other Funds I Reserves

TOTAL REVENUES

EXPENDITURES

Operating Programs: Regional Planning Environment Housing Policy and Planning

825

GREATER VANCOUVER REGIONAL DISTRICT REGIONAL PLANNING

2015 BUDGET

2014 BUDGET

$ 2,686,858 7,769

77,959

$ 2,772,586

$ 2,006,696 381,022 164,606

2,552,324





$ 2,882,410 7.3% 7,607

20,972

$ 2,910,989 5.0%

$ 2,039,963 460,087 181,917

2,681,967 5.1%

229,022 4.0%

$ 2,910,989 5.0%


826

GREATER VANCOUVER REGIONAL DISTRICT SASAMAT VOLUNTEER FIRE DEPARTMENT

2015 BUDGET


REVENUES

GVRD Municipal Levy $ 258,325 $ 244,336 Other External Revenues 10,000 5,000

TOTAL REVENUES $ 268,325 $ 249,336

EXPENDITURES

Operating Programs: Sasamat Volunteer Fire Department $ 263,064 $ 244,447 Allocation of Centralized Support Costs 5,261 4,889

TOTAL EXPENDITURES $ 268,325 $ 249,336


% CHANGE

(5.4%)

(7.1%)

(7.1%)


CO

RPORA

TE


827

CORPORATE PROGRAMS CENTRALIZED SUPPORT PROGRAM SUMMARY

2015 BUDGET


REVENUES

Allocated to Functional Departments (net) $ 43,333,281 $ 44,678,003 Other External Revenues 1,693,761 1,658,265 Other Funds I Reserves 11,950,321 4,572,033

TOTAL REVENUES $ 56,977,363 $ 50,908,301

EXPENDITURES

Corporate Planning $ 1,625,922 $ 1,608,805 Corporate Services 32,000,164 25,135,273 External Relations 5,866,929 6,190,654 Financial Services 9,979,139 10,604,537 Human Resources 4,237,908 4,386,592 Legal and Legislative Services 3,267,301 2,982,440


EXPENDITURES ALLOCATED TO FUNCTIONAL DEPARTMENTS

Water $ 21,033,893 $ 21,442,516 Liquid Waste 18,150,137 18,942,683 Solid Waste 3,573,262 3,703,892 Housing 1,837,555 1,910,319 Air Quality 549,701 571,562 E911 Emergency Telephone Service 77,432 79,146 Electoral Area Services 30,090 31,287 General Government 563,147 585,542 Labour Relations 238,274 249,150 Regional Global Positioning System 58,109 60,420 Regional Parks 3,040,954 3,097,873 Regional Planning 220,262 229,022 Sasamat Volunteer Fire Department 5,261 4,889 Board Approved Reserve Applications 7,599,286

$ 56,977,363 $ 50,908,301


% CHANGE

3.1% (2.1%)

(61.7%)

(10.7%)

(1.1 %) (21.5%) 5.5% 6.3% 3.5% (8.7%)

(10.7%)

1.9% 4.4% 3.7% 4.0% 4.0% 2.2% 4.0% 4.0% 4.6% 4.0% 1.9% 4.0% (7.1%)

(100.0%) (10.7%)


REVENUES

828

GREATER VANCOUVER REGIONAL DISTRICT CORPORATE PLANNING

2015 BUDGET

2014 BUDGET

2015 BUDGET

Allocated to Functional Departments $ 1,625,922 $ 1,608,805

TOTAL REVENUES $ 1 ,625,922 $ 1 ,608,805

EXPENDITURES

Operating Programs: Corporate Administration $ 966,657 $ 890,529 Corporate Strategies 659,265 718,276


% CHANGE

(1.1%)

(1.1 %)

(1.1%)


829

GREATER VANCOUVER REGIONAL DISTRICT CORPORATE SERVICES

2015 BUDGET

2014 BUDGET

REVENUES

Allocated to Functional Departments $ 19,603,108 $ Other External Revenues 1,693,761 Other Funds I Reserves 10,703,295


EXPENDITURES

Operating Programs: Information Technology $ 19,398,698 $ Building Operations - Head Office 5,659,684 Corporate Safety 3,330,151 Employee Trip Reduction Program 436,258 Corporate Security and Emergency Management 218,099

29,042,890

Debt Service - Head Office 1,331,248

Capital - Head Office 1,626,026


2015 BUDGET

19,124,973 1,658,265 4,352,035

25,135,273

15,373,112 4,251,644 3,105,722

447,964 240,251

23,418,693

1,309,580

407,000

25,135,273


% CHANGE

(2.4%)

(21.5%)

(19.4%)

(1.6%)

(75.0%)

(21.5%)


REVENUES

B30

GREATER VANCOUVER REGIONAL DISTRICT EXTERNAL RELATIONS

2015 BUDGET

2014 BUDGET

Allocated to Functional Departments $ 5,771,929 $ Other Funds I Reserves 95,000


EXPENDITURES

Operating Programs: Corporate Communications $ 1,897,446 $ Media Relations 411,865 Multi-Media Services 1,699,530 Stakeholder Engagement 1,137,107 Administration and Department Support 720,981


2015 88 OCT-Manual Functional Summaries V2a.xlsx


6,190,654 7.3%

6,190,654 5.5%

1,896,231 428,823

1,813,822 1,330,027

721,751

6,190,654 5.5%


831

GREATER VANCOUVER REGIONAL DISTRICT FINANCIAL SERVICES

2015 BUDGET

2014 BUDGET

REVENUES

Allocated to Functional Departments $ 9,979,139 $ Other Funds I Reserves I Surplus


EXPENDITURES

Operating Programs: Purchasing and Risk Management $ 3,218,663 $ Financial Budgets, Business Support and Analysis 1,161,524 Financial Operations and Systems 2,608,802 Property Services 1,695,430 Treasury and Business Processes 760,395 Administration and Department Support 534,325




10,384,537 4.1% 220,000

10,604,537 6.3%

3,494,298 1,201,758 2,631,946 1,891,060

852,872 532,603

10,604,537 6.3%


REVENUES

832

GREATER VANCOUVER REGIONAL DISTRICT HUMAN RESOURCES

2015 BUDGET

2014 BUDGET

2015 BUDGET

Allocated to Functional Departments $ 4,237,908 $ 4,386,592

TOTAL REVENUES $ 4,237,908 $ 4,386,592

EXPENDITURES

Operating Programs Employee Benefits and Programs $ 786,328 $ 744,320 Human Resource Services 1,589,679 1,689,441 Employee Training, Learning and Development 492,270 505,623 Organization Development 578,678 593,021 Processes and Systems . 318,029 325,861 Administration and Department Support 472,924 528,326

TOTAl EXPENDITURES $ 4,237,908 $ 4,386,592

% CHANGE

3.5%

3.5%

3.5%


REVENUES

B33

GREATER VANCOUVER REGIONAL DISTRICT LEGAL AND LEGISLATIVE SERVICES

2015 BUDGET

2014 BUDGET

2015 BUDGET

Allocated to Functional Departments $

$

3,267,301 ....;$:!:,...__..=2.!..::,9..::;82=.;,..:...44.:...;0;_

3,267,301 =$====2!:::,9=82:::::!,=44=0= TOTAL REVENUES

EXPENDITURES

Operating Programs: Aboriginal Relations $ 282,052 $ 366,855 In House Legal 1,425,056 . 1,161,294 Information Management 973,194 1,061,329 Administration and Department Support 586,999 392,962



% CHANGE

(8.7%)

(8.7%)

(8.7%)


BUSINESS PLAN

S


metrovancouver SERVICES AND SOLUTIONS FOR

A LIVABLE REGION

Description of services

WATER SERVICES Policy, Planning & Analysis

2015 BUSINESS PLAN

This division provides policy development and coordination; infrastructure analysis and planning; implementation of the Drinking Water Management Plan (DWMP); and implementation of key components of the Joint Water Use Plan (JWUP) for the Capilano and Seymour Watersheds.

The operating budget for this business area is $2,855,571 and the capital budget is $2,600,000.

Strategic directions and high level goals supported Board Strategic Plan:

• Ensure water resources are conserved and efficiently used throughout the region.

• Ensure the long-term financial and functional resilience of the regional drinking water system.

• Engage other stakeholders in realizing the goals of the Drinking Water Management Plan. Drinking Water Management Plan:

Goal1 - Provide clean, safe drinking water Goal 2- Ensure the sustainable use of water resources Goal 3- Ensure the efficient supply of water

Performance indicators

Indicator

Peak day per capita water use (litres)

Average day per capita

water use (litres)

9506394

Historical and/or benchmark

+-~------ --'------·. MV 5-year average

(2009-2013): 742 L

2013: 655 L 2012: 700 L 2011: 661 L 2010:790 L 2009:904 L

MV 5-year average (2009-2013):

487 L

2013: 471 L 2012:470 L 2011: 477 L 2010: 495 L 2009:523 L

Canadian 2009 average: 510 L

2014: 663 L


Actions ··········--·'·····························--~····-····· ·······-···········~---························-···············-············· ···-··-·-·····-······· ··········-···-··········-·-·- ..... ---·---·-········· .. ···---·-···· .

• Secure additional water allocation from BC Hydro for the Coquitlam source as per the Coquitlam Water Use Plan.

• Commence the development of a Comprehensive Regional Water System Plan that aligns with the Board Strategic Plan. Continue to lead coordination of DWMP implementation in collaboration with members via established processes such as the REAC Water Subcommittee and the Municipal Water Conservation Coordinators.

Implement the Joint Water Use Plan for the Capilano and Seymour Watersheds, including coordination of monitoring and reporting to the regulatory agencies.

Evaluate the business case and implementation strategy for the Capilano Hydropower project. Management of the Sustainability Innovation Fund on behalf of Water Services.

9506394



A LIVABLE REGION


WATER SERVICES Engineering & Construction

2015 BUSINESS PLAN

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.



• Ensure water resources are conserved and efficiently used throughout the region.



Goal1- Provide clean, safe drinking water Goal 2- Ensure the sustainable use of water resources Goal 3- Ensure the efficient supply of water

Performance indicators ····..-··---····· ----··-·- -· ---··--·---

Historical and/or industry benchmark

Percent of Project Complete:

• Seymour-Capilano Filtration 2013: 96% Project

• Maple Ridge Main West 2013: 65%

• Barnston-Maple Ridge Pump 2013:49%

Station

• Angus Drive Main n/a

• Lynn Valley Reservoir n/a

• Hellings Tank Seismic Upgrade n/a

• Capilano Main No.9 n/a

• South Delta Main No. 1 n/a Replacement- Pre-build

• Port Mann Main No. 2 (North} n/a

9515110 Revised October 2, 2014

Current Performance

99% 100%

90% 100%

85% 100%

55% 100%

20% 100%

15% 100%

10% 40%

10% 100%

5% 60%


2015 key actions --····- -

Complete commissioning of Seymour-Capilano Twin Tunnels and Capilano Energy Recovery Facility Complete construction and commissioning of Barnston/Maple Ridge Pump Station Commence construction of Capilano Main No.9, Port Mann Main No 2 (North) and Douglas Road Main No. 2 (Still Creek Section)

• Complete construction of Angus Drive Main, Maple Ridge Main West and South Delta Main No. 1 Replacement Pre-Build

• Complete construction of Lynn Valley Reservoir and Hellings Tank Seismic Upgrade • Project definition for infrastructure improvements necessary to store, treat and convey additional

supply from the Coquitlam source

9515110 Metro Vancouver Board Workshop - 83


A LIVABLE REGION 2015 BUSINESS PLAN

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).





• Goall- Provide clean, safe drinking water • Goal 2- Ensure the sustainable use of water resources • Goal 3- Ensure the efficient supply of water

Performance indicators Historical and/or

·-·-··-· ---·-----···--~---1---~------~----·····--. ···--·-·· ------·-·---!

Current i 2015 Performance I Benchmark Perforl1l~l'!~e_l O~je~~Y!~- _ __ __j

Indicator

Percent of Project Complete: • Port Mann Water Supply Tunnel

2015 key actions -----------------------------------------------------

• Complete construction and commissioning of Port Mann Water Supply Tunnel.

• Commence detailed design of Second Narrows Water Supply Tunnel. • Commence preliminary design of Annacis Water Supply Tunnel.

• Complete detailed design of Mackay Creek Debris Flow Mitigation project. Validate conceptual engineering studies for Capilano Hydropower project.

------1 I

Complete reformatting of Emergency Management Plan and Emergency Response Plans for Water Services.

lmJ>I~~t for~~!~~~!_l'l}__<l_ll~~-~':1:1-~n! s!r~_t~gy for vyaterSeryic~~:-

9659335 Revised October 2, 2014 Metro Vancouver Board Workshop - 84



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 $13,054,331.

High level goals supported Board Strategic Plan:

• Ensure the long-term financial and functional resilience ofthe regional drinking water system. • Engage other stakeholders in realizing the goals of the Drinking Water Management Plan.

Drinking Water Management Plan: Goal1- Provide clean, safe drinking water Goal 2- Ensure the sustainable use of water resources


Indicator Historical and/or industry

Current Performance 2015 Performance

benchmark objectives

Number of water MV 4 year average 30,500 35,000 (includes samples analyzed (2010-2013): new climate change from source reservoirs 29,784 monitoring samples and distribution in source reservoirs) system Watershed Road MV 12-year total 3.5 km to be n/a Deactivation (2002- 2013): deactivated in

155.1 km Coquitlam Watershed, completing the

program. Smolt capture in the MV 5 year average Capilano Watershed (2009-2013): 47,653 50,000

25,414 2013: 18,727 2012: 8,946 2011: 30,481 2010: 37,539 2009: 31,375


2015 Key Actions

• Replace Ford Branch Bridge in Coquitlam Watershed to provide consistent, year-round alternative access to Coquitlam Watershed lands.

• Continue to implement the environmental and fisheries components of the Capilano-Seymour Joint Water Use Plan including operation of the Capilano salmon and steelhead trap and truck program to ensure juvenile fish are transferred safely below the dam.

• Complete invasive species removal and native planting at the Seymour River Estuary. • Construct new Disappointment Lake alpine weather tower in the Coquitlam Watershed. • Implement Divisional specific recommendations from the Quality Management System for

Drinking Water.

9504731 Updated September 23, 2014 Page 2 of 2



A LIVABLE REGION


WATER SERVICES Operations & Maintenance

2015 BUSINESS PLAN

This business area manages the source water reservoirs and dams, treatment of source water, operation and control of the yvater 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).

The operating budget for this business area is$ 45,630,954 and the capital budget is$ 4,875,000.


• Ensure the long-term financial and functional resilience of the regional drinking water system. • Engage other stakeholders in realizing the goals of the Drinking Water Management Plan.

Drinking Water Management Plan: Goal1- Provide clean, safe drinking water Goal 2- Ensure the sustainable use of water resources Goal 3- Ensure the efficient supply of water


Indicator

Annual volume of drinking water treated and delivered (in million litres)

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

Historicai-a~Ci/~~--------r---- -Current Performance

in~-LI~~~y_benchmark ... _ MV 5-year average 2014 Projection:

(2009-13}: 380,000 ML 384,165 ML

MV 5-year average (2009-13}: 0.40 GJ/ML

MV 5-year average (2009-13}:

96.71%

MV 5-year average (2009-13}:

26

2014 Projection: 0.41 GJ/ML

2014 Projection: 99.998%

2014 Projection: 22

2015 Performance 1

o~j~~ti~e __ s __________ __ . __ _ 380,000 ML

0.56 GJ/ML

<20


2015 key~e~_~t~iO_!l~S~-"~

• Commence filtration of Capilano source water and integrate Twin Tunnels, Energy Recovery Facility

• •

and Break Head Tank into system operations.

Commence operation of Barnston/Maple Ridge Pump Station

Conduct three Energy Management initiatives including Cape Horn Pump Station Energy Recovery Study

• Continue to implement alarm rationalization initiative

• Assess inflows to alpine lake system

9505037 Updated September 22, 2014





LIQUID WASTE SERVICES Policy, Planning and Analysis

This business area services include policy development and implementation strategy development; utility analysis and modeling work for the sewer system and wastewater treatment plants (WWTPs); implementation 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; implementation of bylaws to protect the environment, workers and infrastructure from non-domestic industrial and commercial discharges to the sanitary sewer; processing of municipal requests with respect to new membership in the GVS&DD and sewerage or drainage area amendments; source control policy development; and the project definition phase of the lona WWTP secondary upgrades. Environmental Regulation and Enforcement negotiates and issues permits, orders and licenses and then promotes compliance and enforces liquid waste bylaws. According to a discharger pays principle, these regulatory costs are recovered through fees.


Strategic directions and high level goals supported Board Strategic Plan

• Continuous improvement in sewerage and drainage initiatives that will maintain healthy ecosystems and improve water quality.

• Expand public awareness of and support for local government Liquid Waste services and invest in programs to change behavior.

• Ensure the long-term financial and structural resilience of the regional sewage and drainage system.

Integrated Liquid Waste and Resource Management Plan: Goal1- Protect public health and the environment Goal 2- Use liquid waste as a resource Goal 3- Effective, affordable and collaborative management

Performance indicators - -- -·-~--- ---~--·-···-~-·-···---·-· -- -----··- -- -,----~ .

: Indicator I Historical and/or i Current i 2015 Performance

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

-~- - - ~-------~--~--~

industry benchmark i Performance I objective ··~·-~--········----·- -~· -···----· ~- --·~1~ --~~--·-~--~---·~--- ··---··---·--· ..... --1--·-·-·--~---~- ···-·······---~

MV 5-year average I I {2008-2012): 2013: 401 395

436

2013: 1,061 km I 1,039 km

2013: 16


Total number of permits for

Historical and/or

~11-~_l:'stry__~~-n_c_h!!l_~rk

discharges to sanitary sewers that 2013: 203 must be managed and monitored

-~·---

2015 Performance

208

' • Prepare and submit to the Ministry of Environment the Integrated Liquid Waste and Resource Management Plan Biennial Report for years 2013-2014 for Metro Vancouver and its member municipalities.

• Complete a combined sewer separation sequencing plan for the Vancouver Sewerage Area Hastings catchment.

• Update the Vancouver Sewerage Area hydraulic model in preparation for continued work with the cities of Vancouver and Burnaby on the combined sewer separation program.

• Complete updates to the Lulu Island and North Shore sewerage area basic service hydraulic grade lines and safe operating levels.

• Develop sector-specific source control bylaws based on a code of practice for fermentation operations and pollution prevention plans for hospitals, care facilities and research laboratories.

• Prepare conceptual designs for fish passage and habitat improvements for specific stream reaches tributary to the Cariboo Dam.

• Undertake the survey work required to update the flood mapping for the Still Creek- Brunette River system.

• Implementation of Brewery Regulation, Pollution Prevention Plans

_ ___ __ ill"!ple.m_e.t:~_t~ti~t"J-~f__F()o<:l_~_«:_<:_!()r Re~ula_!i_~l'l_: __



A LIVABLE REGION


LIQUID WASTE SERVICES Management Systems & Utility Services

2015 BUSINESS PLAN

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; the Technical Training and Procedures Program (TTAP); and the Annacis Research Centre.

The operating budget for this business area is $18,790,389 and the capital budget is $820,000.



• Continue to use a triple bottom line business case to analyze the opportunities to expand energy

and resource recovery from the sanitary sewage system.

• Ensure the long-term financial and structural resilience of the regional sewage and drainage

system. Integrated Liquid Waste and Resource Management Plan:

Goall- Protect public health and the environment

Goal 2- Use liquid waste as a resource

Goal 3- Effective, affordable and collaborative management


Historical and/or Indicator

if1dustrybenchll!~rk Performance _i __ ~bj~ct}ye

Percent of biosolids beneficially used

Number of Event-Days at Annacis Research Centre

MV 5-year average {2008-12): 99.8% 2013: 86% 100%

MV Historical {2012): 51 2013: 61


201~-k~y act}()11_S • Identify opportunities for heat recovery from effluent heat, sewer heat and Wastewater Treatment

processes and commence development of projects to recover heat from these sources. • Initiate research trials at Annacis Research Centre in processes to increase the capacity of biological

treatment processes within a fixed footprint; increase biogas production; reduce cost of effluent toxicity testing.

• Commence conceptual design of Biosolids Drying options.

• Conduct pilot I trials of lona Lagoon Dewatering. • Complete reformatting of emergency management plan and complete development of all emergency

response plans for Liquid Waste Services. • Complete planning of asset management strategy for Liquid Waste Services and begin

implementation.

• Transition the Technical Training program from the development and planning stage to full production

an<:J_itl}_plem<=!l!~!i()n ()f~eJiye~~l>_~e~ an_~~l1_~oin~_er~-~~artl_~[j_p_p()r~. _ __ _ ~----- . ______ _


SERVICES AND SOLUTIONS FOR


LIQUID WASTE SERVICES Environmental Management & Quality Control

Description of services This division is responsible for environmental management and reporting of environmental and wastewater quality and treatment required by the Integrated Liquid Waste and Resource Management Plan (ILWRMP), wastewater treatment plants (WWTPs) Operational Certificates and provincial and federal legislation, regulations and guidelines, including reports required under the Environment Canada Wastewater Systems Effluent Regulations (WSER). This work includes environmental management, modeling, risk assessments and compliance monitoring of authorized sewer discharges, combined and sanitary sewer overflows (CSOs and SSOs), monitoring of recreational water quality in the region, and receiving and ambient environment monitoring. The division also provides an independent quality

. control function for the GVS&DD wastewater utility and analytical services for regulatory, quality control and process control purposes. It develops and maintains Environmental Management Systems to support continuous improvement of Metro Vancouver's liquid waste operations; implements environmental stewardship and source control initiatives and monitoring programs including odour monitoring, management of stormwater and urban drainage; and acts as a linkage with senior governments and environmental stakeholders.





• Ensure the long-term financial and structural resilience of the regional sewage and drainage system.

Integrated Liquid Waste and Resource Management Plan: Goall- Protect public health and the environment Goal 2- Use liquid waste as a resource Goal 3- Effective, affordable and collaborative management

In addition, assure that the conditions of the Minister of Environment's approval of the Integrated Liquid Waste and Resource Management Plan are met.

9560348




A LIVABLE REGION


LIQUID WASTE SERVICES Project Delivery

2015 BUSINESS PLAN

This business area is responsible for the delivery of all major and minor capital projects (civil,

mechanical, structural and electrical engineering along with public involvement, environmental and other related disciplines) identified in the GVS&DD long range plan and minor operating projects.



• Continuous improvement in sewerage and drainage initiatives that will maintain healthy

ecosystems and improve water quality.




Goal1- Protect public health and the environment

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


Indicator

Percent of project complete:

• AIWWTP Stage 5 Expansion

•

•

Annacis Outfall

Northwest Langley WWTP Phase I Upgrade

Sapperton Pumping Station

Cogeneration

n/a

n/a

2013: 29%

Current , Performance

Performance ____ JQ~j_~~!hle --··- _________ _

4% 10%

- ------·-·-·--

95%

6%

15%

30%


2015 key acti()!!~-

•

• • •

--- ·- ·--·-------·-·-~·-"··- . -·---····---------

AIWWTP StageS Expansion- Complete Phase 1 detailed design (for primary area, secondary area, and odour control) by end of 201S. S\Jbstantially complete Annacis StageS Ground Improvement work by December 31, 201S. Annacis Outfall- Complete SO% detailed design by end of 201S .

lana Solids Handling- Complete ground improvement construction by end of 201S .

Lions Gate WWTP Secondary- Issue requests for Proposals for the Design-Build-Finance for the design and construction of the LGSWWTP.

• Northwest Langley WWTP Phase I Upgrade- Achieve substantial completion and initiate owner commissioning.

• Annacis Island WWTP Cogeneration- Complete 40% detailed design and 40% procurement stage by end of 201S.

• Sapperton Pumping Station- Complete 7S% Detailed design and issue tenders for equipment pre-purchase.

• Gilbert Trunk Sewer- Complete Phase I construction and tie-ins. SO% detailed design of Phase II. • Burnaby Lake North Interceptor- Complete Phase 1 construction and start detailed design of Phase II.

• Complete draft Seismic Risk Mitigation Plan for LWS facilities.




LIQUID WASTE SERVICES Operations & Maintenance

Description of services This business area is responsible for managing all matters related to the operations and maintenance of

the five regional wastewater treatment plants (WWTPs) and associated 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) and ultimately

for returning to the environment treated water that meets provincial and federal regulations and

recovering as much resources from the wastewater as is economically feasible.

This business area is also responsible for managing the operations and maintenance of Urban Drainage

Infrastructure within the Metro Vancouver region. This includes the Still Creek/Brunette, Port Moody

Coquitlam and UBC Drainage areas.



• Continuous improvement in sewerage and drainage initiatives that will maintain healthy

ecosystems and improve water quality.



Goal1- Protect public health and the environment

Goal 2- Use liquid waste as a resource

Goal 3- Effective, affordable and collaborative management


Energy use in the collection and

treatment of liquid waste (gigajoules

(GJ) of energy purchased per

' __ '!l_~~alitre of was~~\Af~!~ryeated)_ i Percent of digester gas used at the I Wastewater Treatment Plants

·-·-·"

Historical and/or indl,l~try bench111ark

MY 5-year average

(2008-12):

442,597

MY 5-year average (2008-12):

0.676 GJ/ML

MY 5-year average (2008-12): 69%

2013: 412,456 445,000

2013:0.697 0.653

77%


Indicator

WWTP non-compliances with operational certificates

Number of reported events of sanitary sewer overflows {SSOs): non-weather related Number of odour complaints

Historical and/or

industry~~~_nc_~mark _ MV S~year average

{2008-12): 12.4

2013: 11

2015 Performance objective

0

0

<12

Operational and process optimization at the WWTPs and sewer collections to cope with the new federal Wastewater Systems Effluent Regulations (WSER), including the application of new disinfection chemical at the NW Langley WWTP, and optimization of the CEPT systems at lana Island and Lions Gate WWTPs in response to the Transitional Authorization for the primary WWTPs. Odour management: odour mitigation measures at the collection systems and WWTPs to reduce fugitive odour from the collection and treatment process. Maintenance management: complete modifications for the Enterprise Asset Management (EAM) user testing for intra net deployment.

• Ecological Health Action Plan: complete EHAP in-stream and riparian habitat restoration projects on the Lower Brunette river.

• Complete the evaluation of waste suppliers and proposed waste streams for the Co-digestion

... ---~sy~!~ "'1.~~.1\~ n~_cis __ lsl_~~~ ~~-"I.~.?~~~~ve!~e-~~JlE'Y~..t:~e_ me _t:~!~ __ \i\/!!.1-l_s~ PJ:l_~_l"~_· -···---~---·-~-···


metrova ncouver SERVICES AND SOLUTIONS FOR



SOLID WASTE SERVICES Solid Waste Operations

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, costeffective, 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, Matsqui, Maple Ridge, and Langley Transfer Stations; Waste-to-Energy Facility (WTEF); Coquitlam Construction Recycling Facility; Cache Creek Landfill and the closed Coquitlam Landfill. These facilities are managed though several large contracts/agreements.

The operating budget for this business area is $83,477,715 and the capital budget is $27,020,000 plus 5.0 million for WasteTech.


• Continue expansion and effectiveness of reuse, recycling and material recovery programs and policies in the region.

• Expand the recovery of energy from solid waste. Integrated Solid Waste and Resource Management Plan:

Goal 2- Maximize reuse, recycling & material recovery Goal 3- Recover energy from waste stream after material recovery Goal4- Dispose of all waste in landfill after recycling & energy recovery


Indicator i ... Hist~rica-1 and/or

I industry benchmark -··· --·· -~···------·-··1·---·------------- -

Annual solid waste flows in Metro 1 2013 Actual: Vancouver system (tonnes) i 890,000

------------------~------- - ------------1------------·-Annual amount of recycled material in I 2013 Actual: Metro Vancouver system (tonnes) 8,974

Number of regulatory exceedances at the Waste -to -Energy Facility

-- ··--··--·----·-·-- -------------------

Availability of the WTEF

' J.

Performance

2014 Projected: 810,000

-- -- ·~-·-· .. -

2015 Performance

Objectives

810,000

10,000

0

95%


2015 key actions I ·~·· . ····~ -~---~·---- ------------·~------~-· ... ' • Implement Organics and Clean Wood Waste Bans at Regional Facilities.

Begin the competitive selection process for the Transfer Station System Operation and System Contingency Disposal. Commence implementation of Operational Certificate requirements for the WTEF.

Install non-ferrous metal recovery from bottom ash at the WTEF. Complete the construction and commissioning of the North Shore Transfer Station Reconfiguration project. Receive approval from the Ministry of Environment for the Coquitlam Landfill Closure Plan and commence implementation. Complete commissioning of the Cache Creek Landfill gas utilization project.

Implement bottom ash treatment process at the WTEF.

9607468




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 transfer and disposal;

• plans for the establishment of additional waste to energy capacity of 370,000 tonnes/year by 2018; and

• 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.

The operating budget for this business area is $4,626,437 and the capital budget is $10,096,000. The annual budget for Environmental Regulation and Enforcement is $1,293,467.


• Support the efforts of the National Zero Waste Council in waste prevention.

• Continue expansion and effectiveness of reuse, recycling and material recovery programs and policies in the region.

• Expand the recovery of energy from solid waste.

Integrated Solid Waste and Resource Management Plan: • Goal1- Minimize waste generation • Goal 2- Maximize reuse, recycling & material recovery • Goal 3- Recover energy from waste stream after material recovery • Goal4- Dispose of all waste in landfill after recycling & energy recovery


average: 24%

·········-···-········-+·········································

2010 Canadian average:

0.73 tonnes ······--·············-'···········-··

60% (2013)

0.55 (2013)


--·- ~ .. _ -

Historical and/or Current 2015 Performance Indicator

industry benchmark Performance objectives !

Total number of licenses issued to 2013: 2014 YTD: 55 private facilities managing municipal 46 49 solid waste and recyclable materials that must be managed and monitored

actions ··---·--·---

For new waste-to-energy, conduct stakeholder consultation, initiate Environmental Assessment, and complete second stage Request for Qualifications.

· • Involve and consult with priority ICI sectors to increase awareness of and compliance with new organics disposal ban

• Develop technical resources, research, pilots & tools to increase compliance with new organics disposal ban within priority ICI sectors

• Develop a regional guideline for member municipalities to implement their own mandatory recycling bylaws

• Begin implementation and tracking of new regional Eco-Centres Strategy • Site and continue development of Surrey Residential Drop-Off facility and procure temporary

transfer capacity while developing a permanent option for the replacement of the Coquitlam Transfer Station.

• Involve and consult with key stakeholders for Surrey Residential Drop-Off facility, Coquitlam Transfer Station replacement

• Conduct Composition Study to help track the effectiveness of existing and upcoming disposal bans. • Collaborate with External Relations on waste reduction and recycling initiatives, including

communications programs and the National Zero Waste Council, targeting residents and businesses.

~~·-- ____ I~E_~~rl']_e.~!~ti~~~~Sc:JI~~--\i'\/-~-~~-~YlCl.w ??Q ____________ .. ~--~-- .... ____ ·----------------·-----------···········'



A LIVABLE REGION


PLANNING, POLICY & ENVIRONMENT Housing

2015 BUSINESS PLAN

Metro Vancouver Housing Corporation (MVHC) owns and operates 50 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.

The annual operating budget for this business area is $21,552,661 and the capital budget is $9,450,905.


• Continue to advocate for funding and programs to improve the affordability of housing in the region.

• Update Metro Vancouver's Affordable Housing Strategy.

• Consider modifications to the mandate of Metro Vancouver Housing Corporation (MVHC.) 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.


Indicator

Percentage of MVHC communities with tenant associations

Historical and/or benchmark

CMHC in 2013: 1.7%

33%

""--------

2014 projected: 1.5%

2013: 50% (26)

o~jectives

33%

54% ( 27)


201.~---~---~l{~y ~ctions_ . _____ -----·····- .. _ ---·-·---------··----···-··· ___ ··- ······- -·-----------·-··· . • Complete design and get development and building permits for 230 unit Heather Place project • Complete update to the 2007 Regional Affordable Housing Strategy



A LIVABLE REGION


PLANNING, POLICY & ENVIRONMENT Air Quality

2015 BUSINESS PLAN

This service area is responsible for managing air quality in the region under authority delegated from the Provincial government within the Environmental Management Act. Actions are guided by the development of air quality management plans that recognize the strong connections between air quality, health and climate change, and integrate actions, whenever possible, to reduce both air contaminants and greenhouse gases across the region. This involves both regulatory and non-regulatory initiatives.

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 air quality bylaws. According to a discharger pays principle, these regulatory costs are recovered through fees.

The annual budget for Air Quality planning and policy is $ 4,727,597 and the annual budget for Regulation and Enforcement is $3,026,649.


• Maintaining our reputation as a livable region • Continue to use an evidence-based approach to improve air quality in the Lower Fraser Valley

airshed. • Continue to expand public awareness and understanding of air quality issues. • Develop, adopt and implement a strategy that achieves the long-term targets for reducing

regional greenhouse gas emissions.

• Use our authority to manage air quality to better integrate transportation plans and infrastructure into regional objectives.

Integrated Air Quality and Greenhouse Gas Management Plan: Goal1- Protect public health and the environment Goal 2- Improve visual air quality Goal 3- Minimize the region's contribution to global climate change


~~~i::~:~ ---------- -------··-·Histo~i~~~-~~d/~~------Tc~~-~~~t -- - -~- 2.015- P~-rf~~~a~c~ j

_ _ ___ _ ______ _ . _i':!~lA~-~-~'l_!'.~!"£~.!!1()!! ___ (_ P~rfo~111~r1_c~ ___ -/ ~~J~~t]y~~---- _ _ _____ j Net corporate greenhouse gas 1997: 13,900 I 2013: 1,334 i 0 (carbon neutral) emissions (tonnes of C02e) 2007: 7,937

1 1

2012: 8,315


~-~-d~--t·-----··--------·-·~--·····------·---~J -Hi~t~rical-~ndlor ________ rclirre~t---- ----~---1-iois--P~i~r~an~~- ·1 n 1ca or . . 1 • • 1

:~~~~~o~;~:~~~~~~:e ~~~~:es of ·~ ~~~~~~~lJ::~~k ~{~{~o;~~~~~ G.O ··1· ~!:'~~:u~eG:: .. ] j I i i

C02e) i Greater Toronto 2010: 1 by 10% from 2007 1

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

i 11.6 I levels

I I I -12012: ---------- 2013: -----·------- --~ Registr~ti~-n-~f~li ____ l

11404 Tier 0 1707 Tier 0 1 applicable Tier 0 and I I 320 Tier 1 1 Tier 1 non-road I

1 1 diesel engines I

·---·---------------+---- --·------·--------1-----1

1

1

Cor;;pliance with all Compliance with MV air quality objectives

2011: Compliant with all Metro Vancouver air quality objectives

Total number of permits for 2013: I discharges to airshed that must 152 1 be managed and monitored ~----------··----·-··--·-----------·--··-···•••»•"'""""""""""'""'''" ·----...... -------.. ----····

2013: Single day exceedance of 24-hour objective for PM2.s; compliant with all other objectives

MV air quality I objectives (no I exceedances)

I

2014 YTD: 157 152

• 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 implementation of Non-road Diesel Engine Emission Regulation, including partnerships with other levels of government

• Implementation of Non-Road Diesel prohibition against previously unregistered Tier 0 engines

• · Develop new programs in partnership with other levels of government to address air quality and greenhouse gas emissions from on-road light- and heavy-duty vehicles

• Implement additional energy and greenhouse gas reduction offset projects that will achieve and maintain Metro Vancouver's carbon neutral status

• Implement additional programs for reducing greenhouse gas emissions from prioritized business sectors, buildings and vehicles

• Prepare fourth annual Caring for the Air report and expand outreach • Participate as intervenor in National Energy Board process for Trans Mountain Expansion Project • Air Quality Permit decisions for Fraser Surrey Docks, Neptune Terminals, Westshore Terminals,

Lehigh Ceme~t ~-~dFraser Ricb~ond Soil & Fibre



A LIVABLE REGION


PLANNING, POLICY & ENVIRONMENT Electoral Areas

2015 BUSINESS PLAN

This business area provides general governance and local services to the unincorporated areas that

comprise much of the northern part of the regional district, as well as Barnston Island, and the urban

communities of University of British Columbia and University Endowment Lands.

The annual budget for this business area is $489,702.

Strategic directions supported • Pursue Metro Vancouver's vision for a livable and sustainable region without compromising

fiscal responsibility.

Performance Indicators .-----------.-----------------.------------·------ ----·--------~~

Historical and/or Current 2015 Performance Indicator

---- _i_~~-~-~!~Y __ ~_C:'!~!!I!I~-~~--- _f_t:~!f?!_~C!~~C:_____________________ --- -_f?~l~~!i~~~-------- ---Number of public

meetings and

2013: 2014 YTD: 3

1 2

---~-~~-~~~-r.r!~~!-~Y~r:!!~ -..... --··-- ---- - -----·---····--···-·- ·------------- r--- ----- ----- -------Number of visits to the 2012: 2,176 2014 YTD: 4,500

Electoral Area A 2013: 4,080 3,447

Website --------------------------------------l....----·--·--·---··-----------'---·-----····------------------------·-1----··----------·-------·----·-··

2015 actions

• Implement a new building bylaw in support of our building inspection service.

• Develop procedures for bylaw enforcement.

• Continue to administer the building, zoning, and unsightly premise and nuisance bylaws.

• Implement a house numbering bylaw.

• Education and promotion of Electoral Area services.

• Engage the UBC community on primary liquor license referrals.

• Develop an Environmental Conservation strategy.

• Develop a geotechnical policy.



A LIVABLE REGION


2015 BUSINESS PLAN

LABOUR RELATIONS

Labour Relations provides a range of human and labour relations services in support of the

Metro Vancouver's municipal employers as well as other affiliated employers through fee-for

service agreement. Labour Relations Services provides a forum through which Metro

Vancouver's municipal employers can address strategic employer issues of common interest

while promoting an understanding of differing circumstances and needs across participating municipalities. Services provided include base services, collective bargaining and compensation.


Strategic directions supported Board Strategic Plan

• Pursue to Metro Vancouver's vision for a livable and sustainable region without compromising fiscal responsibility.


Indicator >-·---- ··-

Total number of Collective Bargaining Agreements bargained by Metro Vancouver Labour Relations

_ S_ervi~esjl\,ll_vL~~J

Job evaluation reviews , completed

Base Services- Average turnaround time per client call

Base Services- Total number of page visits to MVLRS website

2015 key actions

Historical and/or industrybenchmark Performance

2013: 2014 YTD: 72 51

2013: 2014 YTD: 332 200

New New

New New

• Develop a coordinated bargaining strategy across the Region

2015 Performance Obj~ctive _

62

225

1.5 business day

10% increase over baseline

• Develop the Labour Relations Services work plan based on the Labour Relations Function Oversight Committee strategic planning session.

• Establish the base services model for the Function.

• Develop employee performance measures based on the work plan.



A LIVABLE REGION


PLANNING, POLICY & ENVIRONMENT Regional Parks

2015 BUSINESS PLAN

This business area is responsible for the planning, operations, development, property acquisition and management, resource management, 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 10 million visits annually, 22 regional parks, 5 regional greenways, 2 ecological conservancy areas and 4 regional reserves.


Strategic Direction and High level goals supported Regional Parks Plan:

Goal1- Promote ecological health Goal 2- Promote outdoor recreation for human health and wellness Goal 3- Support community stewardship, education and partnerships Goal4- Promote philanthropy and economic opportunities


Annual number of visits to regional parks

I :


MV 5-year average: 9,400,000

I 2o12: 9,soo,ooo l 2011: 9,100,000 I 2o1o: 9,1oo,ooo i 2009: 9,000,000

---"-- ----"!-"-~'-"" .c__ __

Annual number of 1 MV 5-year average: participants in park 1 43,000 programming I (including special events, recreation, interpretive and

sc ~~ol_e_r:~~~a n:l~"L Annual number of volunteer hours (for Park Associations, stewardship, educational programs and events)

9505091

Baseline is being reestablished to ensure complete and consistent reporting

2013: 45,000

2013: 22,948

45,000

25,000


sensitive ecosystems protected in Regional Parks

2015 Key Actions ~ _,.. . -


Current performance

9,924 hectares

2015 Performance

o~jectives ... 9,924 hectares

• Implement Board-approved priority actions resulting from the Parks Service Review.

• Implement solid waste management improvements for garbage, dog waste, recyclables and organics to meet Zero Waste targets; complete solid waste handling plans for each park site.

• Complete construction of Kanaka Creek Watershed Stewardship Centre and hold opening ceremony. • Complete construction of Surrey Bend Regional Park facilities and hold opening ceremony.

• Commence construction of Colony Farm Regional Park Sheep Paddocks Trail; complete in 2016. • Assemble and develop technical information required for Park Management Planning activities

specific to Widgeon Marsh Regional Park Reserve, pending outcomes of the Park Service Review.



A LIVABLE REGION


PLANNING, POLICY & ENVIRONMENT Regional Planning

2015 BUSINESS PLAN

Regional Planning undertakes research, policy development and implementation, and analysis activities 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, as well as related strategic initiatives including integrated transportation policy and land use planning; support for a sustainable and healthy regional food system; and climate change as it relates to land use and urban planning.

Regional Planning also includes responsibility for environmental and housing planning and policy under its RGS statutory framework. Environmental responsibility includes a focus on undertaking research, planning and policy development aimed at protecting the natural environment and ensuring regional ecological health as documented in Metro Vancouver's Ecological Health Action Plan. Housing Policy and Planning includes similar research, planning and policy work, but in support of diverse and affordable housing choices and healthy and complete communities.

Regional Planning activities also entail compiling, researching and analyzing data in order to provide detailed technical, forecasting and statistical information in support of regional development and infrastructure functions across the organization.

The annual budget for this business area is$ 2,910,989.

Strategic directions and high level goals supported

Board Strategic Plan:

• Continue to guide regional planning decisions and activities in support of complete, resilient and livable communities.

• Continue to find effective and innovative ways to communicate and engage with our communities.

• Provide clarity about the process and results of implementing Metro Vancouver 2040.

• Build the profile and associated activities of the Regional Food System Strategy. • Ensure ongoing integration between Metro 2040 and other legislated responsibilities of

Metro Vancouver.

• Ensure the integration of land use and transportation planning.

Metro Vancouver 2040: Shaping our Future: Goall- Create a compact urban area Goal 2- Support a sustainable economy Goal 3- Protect the environment and respond to climate change impacts Goal 4- De.velop complete communities Goal 5- Support sustainable transportation choices.


Performance Indicators

Indicator ------~~-------··----!

Percentage of residential growth occurring within the Urban

Co nta i nll'l~l'l! _ _!lo u_n_~Cl.~YJ~~~) _____ _ Percentage of new dwelling units

, located within Urban Centres

Number of hectares of land within

1 the Metro 2040 Agricultural

, designation

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

2015 key actions


2011 baseline: 97%

2011 baseline: 55,313

2011 baseline: 10,190 hectares designated Industrial

3,394 hectares designated Mixed

Current Performance

98%

2015 Performance objectives

98%

improve over current 55,342

10,130 hectares designated Industrial

3,393 hectares designated Mixed Employment

\

,--·~- -~ -·~--- ·- "··~ ·--·· -· ... ·-- ·-·- ·-~-----~-~· ·-·· -·-·· ···---·--·- ··~··-----. .. ···-~-~ .. ~----------~---------~

• Participate in environmental impact assessments of major projects in the region

• Strengthen policy development and analysis in environmental dimension of regional planning

• Deliver an Action Plan for implementing the Regional Food System Strategy

• Provide technical analysis and policy support for a sustainable transportation system

• Incorporate climate change considerations into regional land use planning and analysis

• Develop innovative I collaborative ways to direct growth to Urban Centres and FTDAs and deter the location of Major Trip Generators outside of Urban Centres

• Develop tools to nuance Metro 2040 land use designations

• Develop a data and information strategy i

__ -~---~~_e~_r:_t_~~P.!9~ress_Cl_fl d U_f1_de r!_a_~~-~~~E~_I'l_~_p~~~~- of_~-~~- Ecoi_~~~LHe~th -~~_ti~f1 __ ~1~_1'l ________ _j




CORPORATE PlANNING


This business area provides executive administration as well as strategic and integrative planning

services for Metro Vancouver. It includes the office of the Commissioner/Chief Administrative Officer,

the Corporate Planning Committee and the Corporate Strategies program. The key functions of this

business area is to provide overall leadership to the organization and to provide strategic and

administrative advice and support to the Board and its Committees in the implementation of the

Board Strategic Plan and the associated regional management plans.


Strategic directions supported Board Strategic Plan:

Pursue Metro Vancouver's vision for a livable and sustainable region without compromising fiscal responsibility.

Strengthen the working relationship and operational effectiveness within Metro Vancouver and with its members through the alignment of municipal and regional objectives.

Enhance relationships between Metro Vancouver and other orders of government as well as adjacent regional districts.

Advance working relationships with First Nations. Enhance the Board's ability to have informed discussions on issues prior to making decisions.

· Contribute to the realization of a prosperous, livable and sustainable metropolitan region.

Improve the recognition of the contributions local governments make to the regional economy.

Promote awareness and profile of Metro Vancouver as an economic leader.


Indicator

Actions on strategic directions from Board Strategic

Plan

---··-·---- ----------

2015 actions


N/A

~----

2015 Current

Performance Performance

Objective -~--~

28/41 36/41

• Organize Board strategic planning workshop to update the Board Strategic Plan for its 2015-2019 mandate and initiate implementation.

• Ensure progress on the development of a Corporate Energy Management Plan.

• Develop a report tracking progress on performance indicator objectives in the annual Business Plans.

~------'!'!_ o r~_Y"_i_!b_()_!~-~.r:...S..!~~~~~I_9_f:!~~-<:lf:!_~~I.C?._e!~-~-~-~~g!~:?_~_~l~-~l:?~~-f!1.i~-~!~~~«:~Y:_____________ _________ _ _________ _




CORPORATE SERVICES

Description of services This business area provides corporate services across the organization with respect to business systems,

infrastructure services, building operations, corporate safety, emergency management, administration and various other services provided to staff and the Corporation (trip reduction, Integrated Partnership

for Regional Emergency Management, etc.) It also is a service provider of 9-1-1 Emergency telephone

service, regional and Electoral Area A emergency management and the Sasamat Volunteer Fire

Department.

The annual budget for this business area is $23,418,693 and the capital budget is $407,000.

Strategic directions supported

Board Strategic Plan

• Pursue Metro Vancouver's vision for a livable and sustainable region without compromising

fiscal responsibility.

• In partnership with members, ensure there are sufficient resources for emergency preparedness

and that emergency preparedness is regularly reviewed and incorporated into long-term plans.


·--~ -~-· '-- - -- ·~·-h• - -- ---·--- ·-·---·

Annual data centre up time divided by

unplanned service outages

Number of days per year where

Ecomm failed to meet 95% of calls

within 5 seconds standard

9592166


Canadian cities 1.9- 3.5%

Gartner Group:

average of large

Canadian cities

$8,000

MV 5 year average

(2007-11)

2014 YTD:

$7,463

2014 YTD:

99.99%

5

$7,377

>99.99%


2015 key actions

i •

Replace Elevators in Kathleen building

Start upgrade of PeopleSoft Financials

' • Complete implementation of new corporate budgeting system

i • Upgrade Wide Area network to remote sites ! 1 • Upgrade critical corporate applications such as Orbit, PeopleSoft Finance, REIA

l __ ~_.!_I!!_EI_~~-e._':Jt m()_~i~ty_~_()J_L:it i O_!)_~_f()_r __ Q~~i~_!~~, __ P eo p _!~_?_()!!_ _____ ~-~------ ___________ ____ _____ _ _________ _

9592166 Metro Vancouver Board Workshop - 115



EXTERNAL RELATIONS

Description of services This business area provides both corporate support and general government services for the region. In terms of corporate support, External Relations provides support and leadership to services across the organization with the three key objectives of

• Increasing public awareness, understanding and alignment with Metro Vancouver services and polices;

• Enhancing communication, engagement and collaboration with member municipalities; and • More effectively engaging other levels of government and their agencies in support of regional

priorities

In terms of general government functions, External Relations manages projects related to regional culture and international engagement.

The operating budget related to Corporate Support Services is $6,190,654 and the budget related to the provision of GVRD regional district services is $202,125.


• Strengthen the working relationship and operational effectiveness within Metro Vancouver and its members through the alignment of municipal and regional objectives.

• Strengthen Metro Vancouver's reputation as a valuable and effective contributor and leader in achieving regional objectives.

• Enhance relationships between Metro Vancouver and other orders of government as well as adjacent regional districts.

Performance indicators . __ _, __ .. __ , -------"~·-···- ·---· .. -·- -·-- -··--···----- -·-·---.

j Historical and/or Current 2015 ! I industry benchmark Performance ··-···· . . .... r·-··~ ··~-·· ··-······. .... ........ ·-·-·· .; ................. .

Number of website pages 1 MV 4-year average Projected for 2014: visit 2,129,989 2,403,592 (www.metrovancouver.org) (2010-13)

2013: 2,257,119 2012: 2,074,035 2011: 2,100,030 2010: 2,088,771

2012: 87,506*

Performance Objective i ·-· ... ··-····- ..... - -----~·--·-·-1

increase 5% over 2013 1

levels l

Increase video views 5% over 2013

I


Indicator -----·---

Number of media and others following Metro Vancouver on Twitter and Face book

Performance -·--"·--~-·~ "~ c ·---. "'- --~- ~--·--

Twitter-17,071 Face book- 3,837 (As of August 2014)

2015 Perform~-~-E!_Objective Increase Twitter by 20% and Facebook by 10% over 2013 levels

*In 2013 Brightcove changed their video analytics tracking to Core Metrics resulting in a change in the methodology generating the data from 2012; 2014 Business Plan was 132,903- revised number is 87,506.

actions

Develop and implement communication strategies and outreach initiatives to: o Support the objectives of regional management plans, including Air Quality, Regional Growth,

Regional Parks, Liquid Waste and Ecological Health o Increase awareness of the quality of Metro Vancouver water and the need for conservation o Reduce liquid waste at source and clogging at pump stations o Expand recognition of MV's role in regional planning with development, academic and planning

community o Ensure fact-based public dialogue on waste to energy procurement o Reduce food waste by initiating a Metro Vancouver Love Food- Hate Waste public engagement

campaign o Reduce waste through the Christmas period

• Increase organics diversion in collaboration with member municipalities by raising awareness of the organics ban

• Lead implementation of the National Zero Waste Council

• Host 2015 Metro Vancouver Zero Waste Conference • Directly engage with the public and business communities on Metro Vancouver strategic priorities

• Liaise and continue to build relationships with federal/provincial/local government officials on Metro Vancouver priorities

• Coordinate and deliver teacher workshops and youth leadership initiatives in support of Metro Vancouver priorities.

• Host regional Council of Councils on key Metro Vancouver priorities. • Produce and provide online distribution of the Metro Vancouver Community Television show The

Sustainable Region Television Show and M,etro Vancouver Close Up a news show highlighting

member municipality issues and initiatives.

• Capitalize on major media events associated with utility projects

• ... Develop_~ -~-~-t-~ ':._~~ti() _ _t'lal ___ ~.l1_~~~e:.rl"l~.!:l.!~!ra te&y f':._~c~~~r:<?l:l_r:!9_ t ~_e_~()-~9~.?!_t:~!~~JC: P ~~-~--· __________ _




FINANCIAL SERVICES

Description of services Financial Services is responsible for providing support services pertaining to accounting, payroll, financial planning, cash and debt management, procurement, risk management, inventory control, real estate acquisition and management, process review and fleet vehicle management and maintenance which assist departments in achieving their capital and operational objectives. In addition, the department has a fiduciary/stewardship role regarding developing and maintaining appropriate financial policies, processes and procedures to ensure the overall financial sustainability of the Metro Vancouver Districts and Housing Corporation, safeguarding of the corporation's assets as well as compliance with ongoing finance-related statutory requirements and corporate policies.

The annual budget for this service area is $10,604,537 that also oversees the provision of fleet services with a budget of $6,683,424.


• Pursue Metro Vancouver's vision for a livable and sustainable region without compromising fiscal responsibility.

• Enhance the Board's ability to have informed discussions on issues prior to making decisions. Financial Goals:

• Ensure the long-term financial sustainability of the Metro Vancouver Districts and Housing Corporation.

• Safeguard/steward the corporation's assets. • Provide and enhance service to both internal and external customers. • Provide support to Metro Vancouver operations in achieving their management plan goals.


Indicator

Current ratio (current assets I current liabilities)

Debt service costs I total revenue

Percentage of Accounts Payable payments produced electronically Benchmark:

Municipal Average 50%

···r 2o1s Performance

~~rf<>_rr_n~rl<=~--- _ .. J <::)_bi~_c!i\fe Projected 2014: I

3.8 to 1 I Above 3 to 1

- -.................. . ---i· ... -···--······· Projected 2014:

1

20.3% 20%

52%


201S.~k_f:)y actiol'l~-~--• Refine and enhance the budget and financial planning process, including the implementation of a new

budget and planning system and the implementation of 5-year financial plans. • Launch the Continuous Improvement Team with an initial focus on reviewing existing processes and

procedures in the Financial Services department.

• Commence a longer- term Financial Planning process which looks at the impact of Metro Vancouver services and includes a review the debt management strategy and other key financial policies.

• Continue the process of upgrading or replacing the existing financial management system, including the completion of the vendor selection phase and fit-gap analysis.

• Continue the process to implement a new budgeting and financial planning system to replace PIP. • Complete the public sector accounting requirements related to contaminated sites for disclosure in

the 2015 financial statements including coordination of environmental assessments.

• Support amendments to GVS&DD Development Cost Charge bylaw on adequacy of future revenue requirements in consultation with member municipalities.

• Conduct overall review of procurement services and practices including the structure, governance, strategy, roles and responsibilities within MV.

• Conduct overall review of inventory/stores including facilities, strategy, roles and responsibilities within MV.

• Manage a pilot program for Materials Requirement Planning (MRP) at lana (pending LWS request). • Develop and implement Fleet Policies and procedures that balance corporate need with appropriate

controls. • Electronically sign and submit documents for registration. • Consult with client-departments to streamline and automate property work assignments, including

procedures and approvals based on new Officers and Delegation Bylaws and associated Board Policy.

• Complete Legal Forms Renewal Project (update all real estate contract templates).

Doc#9605483




HUMAN RESOURCES

Description of services The purpose of the Human Resources (HR) function is two-fold. It develops and delivers programs that support both the Metro Vancouver's high level goals and each individual department's goals and objectives. In addition, it works with client departments to attract, build and retain capacity in the achievement of their goals. There are three components within HR that deliver day-to-day services that support the operations of the organization, along with strategic initiatives that address emerging trends, and business opportunities: Organization Development, HR Services, and Benefits & HR Systems.



• Contribute to Metro Vancouver's vision for a livable and sustainable region without compromising fiscal responsibility.

HR Goals • To deliver Human Resource strategies and services that position Metro Vancouver to recruit and

retain the best possible talent needed to meet our evolving business needs and, in the process, help to build a vital and sustainable organization.

• To deliver programs and strategies that support the achievement of organizational goals and objectives.


Indicator

Number of job applications received

Total number of page visits on the MV Career page 1



6,551

2013:6,209 2012: 6,836 2011:6,608

MV 3-year average (2011-13): 297,808

2013: 233,117 2012: 310,026 2011: 350,281

Current performance

2014 YTD: 542,192

2015 Performance

objective

6,500

1 Beginning in January 2014, we began tracking page visits from other web sources directly to our job postings. Previously only visits that began

at metrovancouver.org were tracked.


Historical and/or 2015

Indicator Current performance Performance industry benchmark

objective Number of job postings 2 MV 3-year average 2014 YTD: 160

(2011-13): 131 267

2013:383 2012:196 2011:223

Voluntary staff turnover MV 3-year average 2014 YTD: <2% (2011-13): 2.03%

1.50%

2013: 1.36% 2012: 1.74% 2011: 1.39%

Percentage of workforce receiving MV 3-year average 2014 YTD: 65% training (RFT, excludes safety training) (2011-13): 57.9%

67%

2013:73% 2012:64% 2011:64%

• Develop job descriptions that reflect the new Exempt Job Family Salary Plan; implement new or improved business processes to effectively manage the Plan.

• Implement revised leadership development training consistent with corporate requirements. • Complete a refresh of the "We'll Surprise You" recruitment brand, including assessment of the

current brand, refresh or creation of new recruitment brand and implementation (including updated careers page, employment video, recruitment materials, etc.)

• Work with our client departments to ensure a reliable and transparent recruitment process, and that consistent and timely communication is provided to the candidates.

• Build partnerships with educational institutions to assist in filling positions where we are currently, or anticipate having recruiting challenges; explore opportunities to partner with other municipal employers to promote careers in local government.

• Create and enhance tools and reports to support supervisors in managing employee attendance issues.

2 Utility worker, seasonal Parks staff and auxiliary float pool postings represent multiple vacancies, but are recorded as a single posting.



A LIVABLE REGION


LEGAL AND LEGISLATIVE SERVICES Aboriginal Relations

2015 BUSINESS PLAN

Aboriginal Relations provides information, advice and support to Metro Vancouver on First Nations' interests and issues and 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 and related activities.

The annual budget for this business area is $366,855.

Strategic directions supported

• Advance working relationships with First Nations.

Performance indicators .-------------------.----··--··------~------------~-·---·-·-

Indicator

Number of local government interests represented at treaty table meetings

Historical and/or Current industry benchmark Performance

25 2014:20

2015 Performance Objective

30

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

Number of bilateral meetings between Metro Vancouver and the nine area First Nations with lands

External requests for information or

0

6

2014: 1 2

2014:4 8

advice related to First Nations and/or 40 2014: 20 40 Aboriginal Relations

2015 actions

• Continue to develop and implement a corporate communications process for engaging with First Nations on Metro Vancouver projects and initiatives.

• Participate in active treaty table meetings in the region as part of the provincial negotiating teams.

• Complete an annual review/update of Metro Vancouver's Profile of First Nations.

• Host an annual event involving local governments and First Nations' elected leaders (e.g. a Community to Community Forum).

• Host an annual event involving staff of First Nations and local government (e.g. a workshop to

... ___________ <:I~~~-~-~-~-~E':'l~!r:!~.!'l~~~~-t!l.~nt~L_ ___________________________ ···--·-·----·--····-····-··--------··--·--···-··----·······- ························-··· 9742960



A LIVABLE REGION


LEGAL AND LEGISLATIVE SERVICES Board & Information Services

2015 BUSINESS PLAN

This business area is composed of two functions: Information Management and Board and Legislative Services. Information Management is responsible for the development of systems, processes, policies

_and procedures for effectively managing corporate records and information services. This includes maintenance and employee support for the on-line document management system, library research

services, and customer service through the Information Centre. Board and Legislative Services carries out the statutory responsibilities for corporate administration under the Local Government Act, elections and referenda for Electoral Area A, compliance with the provisions of the Freedom of Information and Protection of Privacy Act, and board remuneration.

The operating budget for Information Management is $1,061,329 and the Board and Legislative Services budget is $2,860,007.


• Enhance the Board's ability to have informed discussions of issues prior to making decisions.


Indicator ------~------------,-H---i-s-torical and/or - - --p:~~r~-nt ____ -- -

_industry_~~ nc_~"!l_il_!'~ _ --~~~r_f~__l"!:f!~_'!_ce___ _ _ Percent of Board and Standing Committee minutes produced correctly (without changes)

Number of Freedom of Information access requests

Timely response

Timely handling of calls seeking information (minutes per call)


99%


97%


47

2013: 100%


1.10

2014 YTD: 100%

2014 YTD: 99%

2014 YTD: 43

100%

2014 YTD: 1.15

2015 Performance

Objec~iv_~---------

100%

100%


2015 key actions ~--;--~~~~~tigate ~g~~d~~~nagement sy~t~~ -

1 • Add additional functionality {mobility, collaboration and others) to the existing document I management system

9590570



A LIVABLE REGION


LEGAL AND LEGISLATIVE SERVICES Legal Services

2015 BUSINESS PLAN

This business area provides legal and risk management advice, drafts contracts and procurement documents, prosecutes civil and regulatory matters, advises on regulatory and statutory compliance to all services areas within the organization. In addition Legal ServiCes provides the Board and staff advice on regional undertakings and matters of regional interest.


Strategic direction supported Board Strategic Plan:

• Enhance the Board's ability to have informed discussions on issues prior to making decisions

Performance indicators Historical and/or -curre~t------ ·2o1sl>e-rtor;-a-~~~-l

-~erfor_111anc~---- .. El>l~~~"-~------------l

n/a 1500 ! I

Number of legal queries responded to annually n/a

·-------·--·----------- ----------·-.. --···--··-.]

2015 key actions I• Complete Ph~-se II of 3 phases of the proc~~e~entd-~-;;~-~ent standardization and revision:-·-------·---]

• Complete Phase I of 2 phases ofthe properties document standardization and revision. l I

• Provide legal and strategic advice to the Waste-to-energy procurement process. • Provide legal and strategic advice to the Lions Gate Wastewater Treatment Plant upgrade

1 procurement process.

I • Ensure that dispute resolutions (contractual, procurement and liability claims) align with Board I L strategic prio!J!!~~.!!~-~~!r~-~~~co ~Y..~..r:J!l.!!.~!!':'.~~:__ ____ .. ______________________________________ j

9592943


ORG

ANIZAT

ION

CHAR

TS


WATER SERVICES

POLICY, PLANNING

&ANALYSIS

10280084

ENGINEERING & CONSTRUCTION

GENERAL MANAGER

MAJOR PROJECTS, MANAGEMENT

SYSTEMS & UTILITY SERVICES

Major Projects

GPS

L---1 FTRs = 68.0

Department Support

WATERSHED, ENVIRONMENTAL MANAGEMENT &

QUALITY CONTROL

FTRs = 61.0 1------'

2014

OPERATIONS & MAINTENANCE


' . --- - . - . .

LIQUID WASTE SERVICES

POLICY PLANNING &

ANALYSIS

10281100

MANAGEMENT SYSTEMS & UTILITY SERVICES

Management Systems

Utility Research & Innovations

Technical Training & Procedures

GENERAL MANAGER

ENVIRONMENTAL MANAGEMENT &

QUALITY CONTROL

Quality Control

Department Support

PROJECT DELIVERY

Public Involvement

Z014

OPERATIONS & MAINTENANCE

Maintenance


SOLID WASTE SERVICES

10140887

SOLID WASTE OPERATIONS

GENERAL MANAGER

Department Support

PLANNING& PUBLIC

INVOLVEMENT

2014


PLANNING,··'p6LICYal1d ENVIRONMENT

10279924

CORPORATE STRATEGIES * FTRs = 4.0

~----------------,

I * These positions counted under I

: __ ~~p~r~t:_P~a~n~g_!~n:_ti:.n __ J

GENERAL MANAGER

ELECTORAL AREA

SERVICES

REGIONAL PLANNING

Planning, Polley & Environment TOTAL FTRs = 230.6


10157207

>CORPORATE PlANNING

I CORPORATE STRATEGIES

------11 FTRs ~ 4 0 II

Commissioner I Chief Administrative Officer

I CORPORATE

ADMINISTRATION

II FTRs ~ 4.0 If-

2014

Corporate Planning Total FTRs: 8.0


10141887

- '_ -- '' ,, -

CORPORATE SERVICES

Infrastructure Services & Database Administration

Corp Telecommunications

SENIOR DIRECTOR

BUSINESS SYSTEMS.

GIS

Department Support

2014

CORPORATE SAFETY


EXTERNAL RELATIONS

Senior Director

CORPORATE - MEDIA RELATIONS COMMUNICATIONS

International Engagement

Corporate Communications

Media Relations

H FTRs = 7.0 II ~ FTRs = 2.0 II n

10140830

·2014'

Department 1 FTRs= 6.0 I Support

MULTIMEDIA SERVICES

Multi-Media Services

Web and Design

I FTRs=SO I . I

r- STAKEHOLDER ENGAGEMENT

Stakeholder Engagement & Intergovernmental

Regional Culture

I FTRs = 5.0

External Relations Total FTRs = 28.0

-


FINANCIAL··.·SERVICEs·····

BUDGETS BUSINESS

SYSTEMS& ANALYSIS

10149153

FINANCIAL OPERATIONS &

SYSTEMS

Financial Systems

~~ ~~

FTRs = 25.0

GENERAL MANAGER & CHIEF FINANCIAL OFFICER

PROPERTY SERVICES

PURCHASING &RISK

MANAGEMENT

Fleet Services

2014.

TREASURY & BUSINESS

PROCESSES

Business & Risk Advisory

FTRs = 6.0

NANCIAL SERVICES OTAL FTRs = 103.0


HRSYSTEMS & PROCESS

10278986

HUMAN RESOl.fRCES

EMPLOYEE DEVELOPMENT

Employee Training & Development

Senior Director

HRSERVICES EMPLOYEE

BENEFITS & HR METRICS

Department Support

ORGANIZATIONAL DEVELOPMENT

LABOUR RELATIONS

HUMAN RESOURCES TOTAL FTRs = 48.8


LEGAL & LEGISLATIVE SERVICES

GENERAL Department

MANAGER Support

I I I

BOARD& ENVIRONMENTAL ABORIGINAL - INFORMATION . REGULAtiON·& RELATIONS SERVICES . ENFORCEMENT

I I (Board & Legislative Air Quality ( Aboriginal

Services Relations

I Liquid Waste

Information Management

I Solid Waste

----{ FTRs = 14.7 J FTR Allocation: i FTRs= 3.0 .~ Air Quality= 15.0

~ liquid Waste= 13.0 Solid Waste = 6.0 R&E Admin = 3.0

TOTAL FTRs = 37.0

10142271

FTRs = 2.0 I

LEGAL -SERVICES

Legal Counsel

~ FTRs=?.O ~

II L1egal &Legislative Services TOTAL FTRs = 63.7


Documents

Meeting 1 of 1 METRO VANCOUVER BOARD WORKSHOP...2014/10/16 · As a unique local government in British Columbia, Metro Vancouver represents a regional federation of 23 members, comprising