2015 financial information - metro vancouver

Metro Vancouver Districts

2015 Financial Information

October 2014



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 .................................. : ................................................................... 813-14

• GREATER VANCOUVER REGIONAL DISTRICT

Regional District Summary .................................................................. : ..... 815

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



INDEX

2015 Program Budgets- Continued

•CORPORATE PROGRAMS

Schedules

Corporate Program Summary..................................................................... 827 Corporate Planning ..................................................................................... 82.8 Corporate Services .................................................................... .-................ 829 External Relations....................................................................................... 830 Financial Services....................................................................................... 831 Human Resources ...................................................................................... 832 Legal and Legislative Services ................................. , .................................. 833

Business Plans

Organization Charts

REVENUES

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

A1

METRO VANCOUVER DISTRICTS REVENUE AND EXPENDITURE SUMMARY

2015 BUDGET

2014 BUDGET

$ 236,1 o5;396 185,933,442 89,233,082 46,261,598 33,808,881 7,777,477 5,775,750

. 2,838,105 Federal Fur,1ding 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 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

64,064,382

TOTAL EXPENDITURES $ 653,746,485

$

$

$

$

2015 BB OCT-Manual Functional Summaries V2a

2015 % BUDGET CHANGE

243,816,995 3.3% 192,334,433 3.4% 75,813,273 (15.0%) 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% 13,158,529 (4.8%)

657,134,355 0.5%

247,337,870 2.1%

210,769,896 2.1% 93,626,525 (8.3%)

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%

657' 134,355 0.5%

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A3 METRO VANCOUVER DISTRICTS 2015 Budget Designated Reserves Summary by District

Projected 2014 Proposed Approved Applications/ Projected 2015 Reserves Aeelication 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

TOTALMVHC 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

Regional 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 2,921,488 178,409 3,099,897

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 62,870,911 (17,693,283) 9,051,760 54,229,388

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) 6,111,769 117,343,758

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

TOTALGVWD 18,179,799 (522,000) 1,071,889 18,729,688

TOTAL $ 222,239,634 $ (31,508,240) $ 19,777,653 $ 210,509,047

2015 BB OCT-Rese!Ves_ Presentation- Designated A3

A4

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

Operating Designated

Function Application Reserves Reserves

MVHC

Fund Property Portfolio Activities $ $ 287,052

Fund Capital Replacement Activities 5,041,112

Fund MVHC Capital Replacement and Development 4,409,793

GVRD

Parks Fund Heritage Parkland Acquisitions 5,000,000

Fund Capital Maintenance Projects 2,082,000

Fund Capital Replacement and Development Projects 6,020,000

Fund Capital Maintenance Work at Delta Heritage Airpark 18,000

Contribution to Heritage Parkland Acquisition Fund Reserve 110,165

Fund Burns Bog ECA operations and maintenance expenditures related to research grant 97,500

Fund Operations Services equipment purchases 13,000

Fund Colony Farm Wilson Farm project 36,158

General Government Fund Cultural grants 100,000

Contribution to Regional District Sustainability Innovation Fund 300,840

Global Positioning System Fu.nd costs for survey of high precision network 400,000

Information Technology Fund software development projects 2,000,000

Fund computer replacements 942,035

Building Operations Head Office building renovations - 4330 Kingsway and 5945 Kathleen Ave 407,000

Fund Head Office re-organization - 4330 Kingsway and 5945 Kathleen Ave 1,003,000

Air Quality Fund Equipment Purchases 222,090

Fund Regulatory Enforcement Integrated Application (REIA) system development project 639,774

Fund consulting work regarding data and assessment and policy and management initiatives 125,000

Regional Planning Contribution to Regional District Sustainability Innovation Fund 67,475

Financial Services Fund Fleet purchased repairs and maintenance expenditure for replacement hoist 50,000

Fund specialist services to support/supplement Internal Audit Continuous Improvement activities 20,000

Fund review of procurement strategy 100,000

Fund review of materials inventory stores systems 100,000

GVWD

Fund Lab equipment purchases 115,000

Fund Capital/ Reduce debt or paydown existing debt 16,318,161

GVS& DD

Solid Waste

Fund Environmental Improvement Projects 75,000

Fund Equipment Purchases 1,350,000

Fund Projected Deficit 4,474,545

Liquid Waste

Fund Movement of Biosolids from prior years' stockpiles at lana 2,130,000

Fund lnstream/Riparian work for Brunette River identified in Ecological Health Plan (EHAP) 60,000

Fund Regulatory Enforcement Integrated Application (REIA) system development project 98,427

Fund Capital/ Reduce debt or paydown existing debt 3,911,873

TOTAL RESERVE APPLICATION $ 26,616,760 $ 31,508,240

2015 88 OCT~Reserves_

A5

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 BB OCT - Budget Assumptions.xls.xlsx

4.25%

3.00%

2.25%

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 Minor 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 ·=33=7=,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 BB 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 CapUano 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. 2/Tunnel Conceptual Fleetwood Reservoir- Prelim Design Hellings Tank No. 2- Predeslgn Kennedy-Newton Main- Predeslgn 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 Capilano Main No.5 (South Shaft to Lost Lagoon) - Predesign Coquitlam Main No. 4 (Central Section)- Predesign Fleetwood Reservoir- Detailed Design He!!ings 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)- Pre build 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) - Predesign 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 37 AM Replacement (Rupert Street to Little Mountain Reservoir) - Predesign Central Park Main Replacement (10th Ave to Westburnco)- Preliminary Design Cleveland Dam East Abutment T505/506 Drainage Adlt Upgrades Construction Douglas Road Main No. 2 (Still Creek Section)- Construction Douglas Road Main No. 2 (Vancouver Heights Section) - Detailed Design LCOC'Bullding Envelope Repairs Lynn Valley Main Replacement Preliminary Design Rechlorination Stations- Chemical Refill Kiosk Corrosion Repairs- Design SCFP- Clea!We!l Columns Remediation -Construction SCFP Clea!We!l Roof Improvements- Phase 2 SCFP Concrete Coal!ngs- 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 Coquit!am WTP Coqultlam Multi Storage Facility Coquitlam Watershed Security Gatehouse Replacement Mackay Creek Debris Flow Mitigation- Detalled Design Port Mann No.2- Fraser R. X-ing (Construction) Second Narrows. Crossing (funnel)- Detailed Design Seymour Capilano Filtration Plant- Storage Building Seymour Main No. 5-111 (North) Predesign

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 !solation Valve Automation Detailed Design Seymour Capilano Dewatering Wells- Design South Delta Main No.3 -12th Ave to Pebble Hill- Preliminary Design

B2

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

Westbumco 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

198,100,000

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 GVMSeries Pump Well Upgrade Coquitlam Communication Improvements~ Design Coquitlam Communication Improvements~ Constr. Seymour Capllano 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 M Ewen Ave Replacement- Phase 1 &2 Design Queens borough Main M Ewen Ave Replacement- Phase 1 Construction Sapperton Main #1 -New Line Valve and Chamber Detailed Design Seymour Falls Dam Turbine Upgrade Project- Design South Delta Main No.1 -28 Ave to 348 Ave- Design South Della 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 summarlss 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

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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 BOD!TSS 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\'llysis 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 SCADA 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%)

116,81 0,464 119,884,021 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 BB OCT~Manual Functional Summaries V2a.xlsx

REVENUES

Liquid Waste Revenues Other Funds I Reserves

TOTAL REVENUES

EXPENDITURES

Operating Programs:

Enforcement Software Development

B6

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT LIQUID WASTE REGULATION

2015 BUDGET

$

$

$

2014 BUDGET

2015 BUDGET

1,480,924 $ 1,574,347 178,307 98,427

1 ,659,231 ,.;$-===,;,o1 •,;;67;,;;2;;:, 7=7 4=

1,415,441 $

Administration and Department Support 178,307 65,483

1,445,770 98,427

128,577

TOTAL EXPENDITURES $ 1,659,231 =$===,.;1d,;,6=7,;;2,=7=74=

2015 BB OCT-Manual Functional Summaries V2a.xlsx

% CHANGE

0.8%

0.8%

B7

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT CAPITAL PROGRAMS & PROJECT DETAILS


Infrastructure Growth 2015- Approved 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 • Marsh end Pump Station- Capacity Upgrade- Conceptual Design FSA- NSI ·104\h 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 • Katzle Gensel • 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 Del Design & Property Purchase South Surrey Interceptor· Johnston Section Construction (Pre-Build)

Infrastructure Maintenance 2015- Approved Projects in Progress

VSA • liWWTP • 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 • !ana • Solids Handling Upgrade Project • Construction VSA • !ana 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 Des!gn NSA ·Lions Gate· Control and Instrumentation Replacement 2011 NSA ·Lions Gate· Power Dlst. MCC Replace/Transformers 2009 NSA ·Lynn Pump Station Design/Construction LSA • Gllbert/Brlghouse Trunk Pressure Sewer Twinning Phase 1 ·Construction LSA • Gllbert/Brighouse Trunk Pressure Sewer Twinning Phase 2 • Design FSA • AIWWTP Gravity Thickner and OAF Steel Repair and Recoating 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 ~ Annacis • MCC 80-051, 80-070, 80-071 Replacement FSA • Annacis ·Secondary Clarifier Corrosion Repair FSA • Annacis ·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 • DesigQ FSA • WWTP • CDAC System Migration Project· Preliminary Engineering

2015 - New Projects VSA • IIWWTP ~Replacement of Ga-Gen Control System· Constr VSA- IIWWTP Sludge Thickener #1 Refurbishment Construction VSA • Jervis SPS MCC Replacement • Construction LSA- Gilbert/Brighouse Trunk Pressure Sewer Twinning Phase 2- Construction LSA- Gilbert/Brighouse Trunk Pressure Sewer Twinning Phase 3 ·Design LSA • GilberVBrighouse Trunk Pressure Sewer Twinning Phase 4 ·Design FSA • AlWWTP ·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 Ousensborough PS MCC and ACP Replacement· Detailed Des Royal Ave. Sewer Pump Station (RYA)- Building Expansion & Electrical Upgrade· Del Des

Infrastructure Relocation ,~015 ·Approved Projects in Progress

FSA ·Gateway

Infrastructure Risk Management 2014 ·Approved Projects in Progress

VSA • Highbury Interceptor· Air Treatment Facilities VSA • Hlghbury Interceptor North Arm Crossing· Upgrade of Siphons Constr NSA ·Glen Eagles· Forcemain Replacement· Detail Design LSA • LIWWTP PE BypasS Gates· Detailed Design FSA • AIWWTP Cogeneration Backup Power • Predesign & Delat! Design FSA • AIWWTP Cogenerat!on Controllers Replacement • Constr FSA • AIWWTP PST Area Walkway & Column Remediation· Design FSA • AIWWTP 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

18 000,000 172,268 000

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

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

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

BB


2015- New Projects VSA- 8th Avenue Interceptor- Air Treatment Facilities- Prelim Design VSA- IIWWTP Sedimentation Tank Effluent Gates- Construction VSA- Vernon Drive FM 1 Storage Detailed Design NSA - Glen Eagles - Forcemain Replacement - Construction LSA - UWWTP PE Bypass Gates - Construction FSA - AIWWTP 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 - Kalzie 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 Sulfide 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 Annacls Stage 5 Expansion 20~5- Approved Projects in Progress

FSA - Annacis Stage 5 Expansion Phase 1 T1 & T2 FSA - Annacls Stage 5 Expansion Phase 2 - Pre Design FSA- Annac!s Stage 5 Expansion Phase 2 - Detailed Design

2015 - New Projects

Infrastructure Upgrade 2015- Approved Projects in Progress

VSA- !IWWTP Digester 4 Roof Replacement & Mixing Upgrade- Design VSA -IIWWTP Grit Channel Effluent Gates and PA Influent Channel Gates- Design VSA -IJWWTP- 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 - LIWWTP Second lncomer Feeder - Conceptual Design LSA - LIWSA 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 Carvolth Trunk Upgrading/Replacement FSA- NLWWTP SBS Storage· Design FSA- NLWWTP Sludge Dewatering· Design FSA • Wastewater Meter Upgrades AI! WWTPs- Power Quality Monitoring & Outage Alarming Network· Detail Design

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

AU 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 Faclllty 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 88 OCT-Manual FuncUooal Summarms 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

8,771,000

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 TOTAl

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

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

865,978,794

w IV') <(

s c -...I 0 V')

89

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT SOLID WASTE 2015 BUDGET

2014 2015 BUDGET BUDGET

REVENUES

Tipping Fees $ 89,233,082 $ 75,813,273 Energy Sales 5,775,750 6,264,348 Other External Revenues 6,390,303 6,661,552 Other Funds I Reserves 726,478 4,887,352

TOTAL REVENUES $ 102,125,613 $ 93,626,525

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 17,522,457 Minor Capital Projects 54,983 56,208 Sustainability Fund 1,612,000 Transfer Station System 32,859,808 35,236,437 Waste to Energy Facility 22,123,003 22,942,375

86,846,176 81,703,200

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 88,523,449

Allocation of Centralized Costs 3,573,262 3,703,892 Total Operating Programs 97,625,469 92,227,341

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

Contribution to Capital 2,495,192



% CHANGE

(15.0%)

(8.3%)

(5.9%)

(13.2%)

(7.8%)

1.3%

10.4%

4.2%

(5.9%)

3.7% (5.5%)

(30.2%)

(100.0%)

(8.3%)

REVENUES

Solid Waste Revenues TOTAL REVENUES

EXPENDITURES

Operating Programs:

Enforcement Software Development

B10

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT SOLID WASTE REGULATION

2015 BUDGET

$ $

$

2014 BUDGET

2015 BUDGET

1 , 171 ,255 _$-::---1"-',2:;..9o-:3"'-,4-:'-'6":':7,-1 '171 ,255 =$;:;,.==1;,.,;;;29;;,;3;.,,4,;,;6;,;,7=

950,133 $

Administration and Department Support 178,307

42,815

963,333 246,067

84,067

TOTAL EXPENDITURES $ 1 '171 ,255 =$====1.l:,2=9=-3,..,4=67=


% CHANGE

10.4%

10.4%

811



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

Bottom Ash Processing GEMS Upgrade - Construction Scrubber- Design

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

Transfer Station System 2015 - Approved Projects in Progress

Coquitlam 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 Systein Upgrade Coquitlam Landfill Closure Coqu!tlam Landfill Fly Ash Cell 2 Closure - Final Cover Design Coquitlam Landfill Gas Collection Upgrades Phase II- Design Coquit!am Landfill: Leachate 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

Coquitlam Landfill - Beneficial Use of Landfill Gas Burnaby WTE East Fraserlands 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

37,116,000

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

2,096,000

574,096,000

INCREASE IN TOTAL

PROJECT

2,000,009

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

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

Allocation 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_,_,_90_5_

8,023,000 =$===9=,4=50='=90=5=

( * ) These projects are budgeted annually


....1 ~ z 0 -(!) w c:::

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

TOTAL REVENUES $ 64,0642382

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%

B16

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

TOTAL REVENUES $ 7,576,794

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%


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=36::!:,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

B20

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

13,9332811

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%

822

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

TOTAL EXPENDITURES $ 32,744,347 $



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 J 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%

B24

GREATER VANCOUVER REGIONAL DISTRICTCAPITAL PROGRAMS & PROJECT DETAILS

REGIONAL PARKS2015 BUDGET

2014 2015

CAPITAL EXPENDITURESSurrey Bend 2,200,000$ 2,400,000$ Colony Farm Sheep Paddocks Trail 140,000 1,325,000 Kanaka Creek Watershed Stewardship Centre 800,000 1,100,000 Burnaby Lake Still Creek Bridge Replacement 500,000 500,000 Camp Capilano Redevelopment 125,000 375,000 Experience the Fraser 300,000 100,000 Derby Reach Erosion Protection - 80,000 Pacific Spirit Acadia Picnic Area Erosion/Cultural Resource Protection - 75,000 Boundary Bay Embree House Sewerage - 65,000 Aldergrove Upgrades 500,000 - Boundary Bay - Centennial Beach 330,000 - Brunette Fraser Greenway Trail Connection 250,000 - Derby Reach Watermain Replacement 175,000 - Minnekhada Log Walk Replacement 150,000 - Campbell Valley Perimeter Trail Phase 5 150,000 - Exhibits, Interpretation & Public Art 150,000 - Boundary Bay Boardwalk Replacement 125,000 - Pacific Spirit Service Yard Replacement 100,000 - Matsqui Trail - Phase 1 Infrastructure Improvements 100,000 -

6,095,000$ 6,020,000$

Capital Maintenance Projects 2,400,000$ 2,100,000$

Heritage Parkland Acquisition Fund 5,000,000$ 5,000,000$

TOTAL CAPITAL EXPENDITURES 13,495,000$ 13,120,000$


Reserves 13,495,000$ 13,120,000$ Grants - - Contribution to Capital - - Debt Financing - -

TOTAL CAPITAL FUNDING SOURCES 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%)

LU

~ et:: 0 c.. et:: 0 u

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

2015 BB OCT -Manual Functional Summaries V2a.xlsx

% CHANGE

3.1% (2.1%)

(61. 7%)

(1 0.7%)

(1.1%) (21.5%) 5.5% 6.3% 3.5% (8. 7%)

(1 0. 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

2015 88 OCT-Manual Functional Summaries V2a.xlsx

% 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




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%

B31

GREATER VANCOUVER REGIONAL DISTRICT FINANCIAL SERVICES

2015 BUDGET

2014 BUDGET

REVENUES

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

TOTAL REVENUES $ 9,979!139 $

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

TOTAL EXPENDITURES $ 9,979!139 $



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


% 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•c.::.9.;:.:82~,4..;_4;_;;0_

TOTAL REVENUES 3,267,301 =$======2,!::::::9=82:::!:,4=4=0=

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%)

(,/)

z :5 c. (,/) (,/) w z (,/)

:::> co

metrovancouver - --·-

SERVICES AND SOLUTIONS FOR

A LIVABLE REGION 2015 BUSINESS PLAN

WATER SERVICES Policy, Planning & Analysis

Description of services This division provides policy development and coordination; infrastructure analysis and planning; implementation of the Drinking Water Management Plan (DWMP); 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

Peak day per capita water use (litres)

Average day per capita water use (litres)

9506394

Historical and/or

in~ustr_yE.«:rl~~_!l!c:I!_~-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

.. -----------· -------- -·. ··-· ---·--·-·----· -·----··------,

l 2015 Performance Current Performa~~~.L()bj~c_!~.«:_s_ ..

2014: 663 L 642 L

2014 projected: 467 L

462 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

metrovancouver SERVICES AND SOLUTIONS FOR

A LIVABLE REGION

Description of services

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. • 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

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

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



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).



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


Indicator

Percent of Project Complete: • Port Mann Water Supply Tunnel

Construction

• Second Narrows Water Supply Tunnel Detailed Design

• Annacis Water Supply Tunnel

Prelif11i~~ry~~e~i~~

2015 key actions

Performance

r··:·······~~~~:~:~od:st:i~;~i~:~;~~~~e:~~~~~~~~~~~~:::~~~:~~~t~~~~~i.lv r~~~~~.~········ I • 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. r • Complete reformatting of Emergency Management Plan and Emergency Response Plans for Water

Services.

'-~-- _lrrlplement formal ass~t rr1~n_a~.~r:ne_n_!._~yategy_for Wat~rS~rlfi~e~-----~ . --~ .. . .... --~ _

9659335 Revised October 2, 2014



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:


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.



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


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)

Compliance with treatment operating permit criteria {%)

Number of leak repairs in water transmission system per year

Historical and/or

... il1dl:lst~ybenchmark MV 5-year average

{2009-13): 384,165 ML

MV 5-year average {2009-13): 0.40 GJ/ML

MV 5-year average {2009-13):

96.71%


26

Current Performance

2014 Projection: 380,000 ML

2014 Projection: 0.41 GJ/ML

2014 Projection: 99.998%

2014 Projection: 22

0.56 GJ/ML

100%

<20

2~15 ~~Y,"!~t~o-~~-• 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


A LIVABLE REGION


LIQUID WASTE SERVICES Policy, Planning and Analysis

2015 BUSINESS PLAN

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: Goall- Protect public health and the environment Goal 2- Use liquid waste as a resource Goal 3- Effective, affordable and collaborative management


1 Indicator Historical and/or i Current

I i n~ll~try ~e~r1c~l'll~-~~ l~~~!f~r:!!lCI_n~~- ___ _ MV 5-year average

(2008-2012): 436

2013: 401

2015 Performance i objective

. ---· i····-·---·--·

395 I

I Total length of combined sewers remaining in the municipal systems

2001: 1,186 km 2013: 1,061 km I

1,039 km ~- ~-~

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

MV 5-year average (2008-12}:

21.2 2013: 16

·-·- ---· ~t

0

Indicator

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

actions

Historical and/or _i_!'_~_l:lstry_ benchmark

2013: 203

. --·0

2015 Performance Performance

_., ~-··-,.

2014 YTD: 204 208

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 and continued

implemen_t~~i~!1-~!£9g_d 2e.~tor R~_~ula_ti9n·~-


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.


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 -- .. ----·-····----··-···-------~r--------~----·-·····-

1 Historical and/or Current ! industry benchmark Performance

"'~----·-----~---------·-------~--~----- ---~---·- -;-------------~------· ······-~ .. "----- ----------- . -·

Percent of biosolids beneficially used

Number of Event-Days at Annacis Research Centre

: I

.... L

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

2013: 61

20~~-k~y actioll~ ___ _ • 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

ar:~cl_if!l_pl~t!l_ent~!!<:>rl <:>fd~liyer~~~~~ and on~oin_~_pr~gEan1_~LIPf).<:)~t: ___________ ~----- _ _ ------~~---- _



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.






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


Indicator Historical and/or industry 2015 Performance benchmark

---- ~ ()~j."l£!.~\1':!

MV 5-year annual average 2013: (2008-12):

Number of analytical tests performed for regulatory compliance and operational purposes

Chemistry Lab: 56,532

Process Lab: 82,803


Process Lab: 84,133

2014 YTD: Chemistry Lab:

42A80 Process Lab:


Process Lab: 83,300

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

Source Control Program: percent of regional sewerage and drainage area with established baseline conditions

-- ·-- ---~-----------·---

MV 5-year annual average (2008-12): 0.39%

MV 5-year annual average (2008-12): N/A

2013: 1.08% 2014 YTD: 5.54%

2013: 7.0% 2014 Projected: 27%

201~- ~_e_y~~tions ___ ______ ______ .. __ __ ---~---------------- _ _

1.42%

50%

Develop the Canadian Council of Minister of the Environment (CCME) Water Quality Index for the water bodies into which Metro Vancouver discharges.

Update the Wastewater Treatment Plant Operational Certificate Non-Compliance Risk Assessment on environmental impact due to treatment plant non-compliance.

Perform human health and ecological risk assessment for significant SSO and CSO locations in the Region.

Implement Key Manhole Monitoring Program in the Fraser Sewerage Area to establish baseline conditions for the Source Control Program in this part of the Region.

Initiate Sewer Collections Odour Monitoring and Management Program.

Produce the 2014 GVS&DD Environmental Management & Quality Control Annual Report.

Perform Canadian Association for Laboratory Accreditation site assessments to maintain the

accr.~ditation of the ~~_e_rl1_is!r'L~_tl_d __ \.f\/as_t~'.A/ater Pr()c;~s~~()_t:l_~~l_l-_a_b_o_~?_t()_~ie:~:- _____ _

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.






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


· Indicator

2013:2%

2013: 29%

• Sapperton Pumping Station 2013:0.7%

• 2013:4.8%

4% 10%

6%

30%

20._~5 _key e~ctions - --. "-- - - - . -- -···-·" -----·~--··-··--···---

•

• • •

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

lona 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.


A LIVABLE REGION


LIQUID WASTE SERVICES Operations & Maintenance

2015 BUSINESS PLAN

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.





Integrated Liquid Waste and Resource Management Plan: Goal 1- Protect public health and the environment Goal 2- Use liquid waste as a resource Goal 3- Effective, affordable and collaborative management


------··-"·---···-··----·-· ------·-·--

! Indicator Historical and/or industry benchmark

2015 Performance objective

- - -

: Annual volume of liquid waste I 1 collected and treated, I million litres {ML) !

I Energy use in the collection and ! I treatment of liquid waste (gigajoules ! {GJ) of energy purchased per f_ rn_~galitr~of lt.f(l_St~\11/~ter treated) _ i Percent of digester gas used at the i Wastewater Treatment Plants

--·- -···

MV 5-year average {2008-12): 442,597


0.676 GJ/ML 2013:0.697

2013: 78%

445,000

0.653

77%

Indicator

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

Historical and/or ~n_~ustrybenc!!l11_a~rk

MV 5-year average (2008-12): 12.4

MV 5-year average {2008-12): 9.6

MV 5-year average (2008-12): 43.0

0

2013: 11 <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

___ ~~t~rr1_.3~_,6.n_r1~~i? l_s I an_~ ~Y"l~~n_~_c!~-v~I9J? ?_l:!P p l_y_~_r:~~t11-~n~? w~t_!l_s_LJ_ppli ~E~----------------- ___________ J

2015 BUSINESS PLAN

SOLID WASTE SERVICES Solid Waste Operations

Description of services The business area is responsible for operating an integrated solid waste management system. Service delivery is focused on achieving Metro Vancouver’s Zero Waste objectives through reliable, cost‐effective, safe and environmentally‐sound operations. The service is a user pay system, funded by users through solid waste tipping fees. The Metro Vancouver facilities are the North Shore, Coquitlam, Surrey, 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 $81,703,200 and the capital budget is $27,020,000 plus $5.0 million for Wastetech Services Ltd. Strategic directions and high level goals supported Board Strategic Plan

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 Goal 4 ‐ Dispose of all waste in landfill after recycling & energy recovery


Indicator Historical and/or industry benchmark

Current Performance

2015 Performance Objectives

Annual solid waste flows in Metro Vancouver system (tonnes)

2013 Actual: 890,000

2014 Projected: 810,000

730,000

Annual amount of recycled material in Metro Vancouver system (tonnes)

2013 Actual: 8,974

2014 Projected: 9,500

10,000

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

1

0

0

Availability of the WTEF Industry standard: 90%

2014 Projected: 93%

95%

2015 key actions

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


i I Historical and/or I Indicator 1

1 i industry benchmark i· ........ , ... , ...... -,,,_,,,,.,,_,_,,,,,,,.,,,_, __ ,,,,_,.,, .. -··-··-. ·- . ,T,,_,_,,,,,,,,,,,,, ,

1 Waste diversion rate (percent of solid · 2010 Canadian 1 waste flow diverted from final average:

[~i~P<?~~IJ ........................ _, .......... , _____ .. ,, __ . 24% I Waste disposed per capita 2010 Canadian

1 (tonnes) ,!1 average: ! 0.73 tonnes l.......... . ... ··················--··~·~~--····" - J.

Current Performance

60% {2013)

0.55 {2013)

-·-·-·---- - -·-~----- --··-- --- ·-·-·- ---····-··-·- -·

Indicator Historical and/or Current 2015 Performance

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.

L_~ ___ J!Yl_p_l_~_rt1_~~-~-~ !~ CJ_t"l__~!~o__li_~_'{I/_Cl_~~ ~ ~yJ a w 2~()_- ____ ________ _____ _____________ _ _ ____ ________________ _ _ _____ ---~--~

~ m~tl'(;)\f~I')"Coljyer SERVICES AND SOLUTIONS FOR

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

2013: 50% {26)

54% ( 27)

• Complete design and get development and building permits for 230 unit Heather Place project • Complete update to the 2007 Regional Affordable Housing Strategy

metrovancouver ....... :-:: ............ . SERVICES AND SOLUTIONS FOR

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" ~~~;~:~:~---··-· ················ ··-·-l ~~~t~~~~;~-~~d/~~ .... I ..... ··--·············· __ ··-··············----· ... _ -····'·-~-~-~~~~!Y~~~-~~!!"Ci_r_~-1 Net corporate greenhouse gas ll1997: 13,900 I emissions (tonnes of C02e) , 2007: 7,937

c~~-~;~t______ ····-~--2ois·F';~i~~~~~~;··l

Performance ________ ....... j C?~J~~tj_y~~--- _J

2013: 1,334 1 0 (carbon neutral) !

I 1 2012: 8,315 l ..

~··~:::~::~~reenhouse .gas ••••····•••••• . ~~~;~~;:~:r:~~ark···• 1 • ~iri=&~j:~f:d 6 0 • r···~;:c::~:r=ance··· , emissions per capita (tonnes of I Canada 2007: 22.8 1 , Target: Reduce GHG . C02e) Greater Toronto 2010: I i by 10% from 2007

i ... 11.6 ... I. .. . . ~-~--le:~s i Number of non-road diesel 2012: ! 2013: 1 Registration of all I engines, within the region, 1404 Tier 0 11707 Tier 0 I applicable Tier 0 and I registered for diesel particulate I 320 Tier 1 i Tier 1 non road j (DPM) emissions I I diesel eng~nes

-i ! 2oT1: .. c;-mpliant~with 2013: I Compliance with all all Metro Vancouver air Single day i MV air quality

I Compliance with MV air q~~lity~ I objectives

quality objectives exceedance of 24- I objectives (no hour objective for 1 exceedances) PM2.s; compliant with all other I

I I

I

objectives

, .............................................................................. _ ..... --·······-··········---·-··----··---·····················-·-···-------· , Total number of permits for 2013: 2014 YTD:

152 157

1

1 discharges to airshed that must 152

---~~-':!1..~!:\age~ _ _a nd_t:!l_9!:l~9_~~~ ____ ........... _________________ .. _____ ----·-·~- ...... __ ___ ····----- --------~- __________ ... . ..

,~2..Q.l~_~f:!Y ~c~i()ns _ ---·--··-~-- ___ . __ .. _ __ ... -··--···-----··---! • 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 Cement and Fraser Richmond Soil8t__~i!>Te . ~--- ____ _ ______ .

metrova ncouver SERVICES AND SOLUTIONS FOR

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 weil as Barnst6n 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.

Number of public meetings and

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.


Bargaining Agreements bargained by Metro Vancouver Labour Relations

.?erv~ces(MVLRS).

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

industry_~~f1Ctl_l!lar~

2013:

72

2013: 332

New

New

Current Performance

2014 YTD: 51

200

New

New

• Develop a coordinated bargaining strategy across the Region

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

Performance indicators Historical and/or industry benchmark

-·-· -----···-

! 2015 Performance I objectives

--- ---·!--,.·----,.·-·-··------, .... , ..

Annual number of MV 5-year average: 2013: 10,300,000 ' 10,000,000 visits to regional parks 9,400,000

i I 2o12: 9,soo,ooo il 2011: 9,100,000

2010: 9,100,000 ! 2009: 9,000,000

;:~~c~~:~~-~~~~~:--r~---Mv s=~~~;~~erage: programming I (including special I events, recreation, interpretive and

sch9()_l_pr()~~~ms) . Annual number of volunteer hours (for Park Associations, stewardship, educational programs and events) _____ _

9505091

I l--- ----- ·-------·---·· ·--·-. i Baseline is being re-! established to ensure I complete and consistent 1 reporting I

·-·-- -·· --·--···--·· ··-~·---------+--------·-·-·-

2013: 45,000 45,000

2013: 22,948 25,000

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

2015 Key Acti()ns

Historical and/or industry benchmark

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

Percentage of residential growth occurring within the Urban

Contai11_~~nt ~()~_11-~a__ryj_l.J~-~) _____ _ 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


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

2011 baseline: 97%

2011 baseline: 55,313

2011 baseline: 10,190 hectares designated Industrial

3,394 hectares designated Mixed Employment

. - ·- ··--·---·---··--

55,342

10,130 hectares designated Industrial


improve over current

55,342

10,130 hectares designated Industrial


• 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 9nd 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 I i

i _______ _e ____ f~_e P()E_!_()_Ilj> r_()~t~~~-~~-~-~-11_~~E!~~~-~-~-~-~ n d_p_b~~~_()f!~ ~--~~()_l()_~i~a_l __ ~ e C!~!b-~£_!i_()_l1_~1 a 11______ _ __ j



CORPORATE PLANNING

Description of services 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.


Historical and/or industry Performance

Indicator

benchmark Actions on~trategk-dire~tions from Board Strat;gic _____ -----

Plan N/A 28/41

2015 actions

2015 Performance Objective

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.

-~-----YI!.~_r:-~ ~J.!b __ ~~-~-~_r:_-~!-~~-~b~.l~_~_s_d_~-'!~l_<?_p_i~~-i:!__E_~_g!~-~-i:!_l ~~~-~E_I'!l_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.



• 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.

-·--·

IT expenditures per staff supported

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

Gartner Group: average of large Canadian cities

$8,000

5

2014 YTD:

$7,463

2014 YTD:

99.99%

$7,377

>99.99%

<5

2015 key actions

• Replace Elevators in Kathleen building • Start upgrade of PeopleSoft Financials

· • Complete implementation of new corporate budgeting system 1 • Upgrade Wide Area network to remote sites I [ • Upgrade critical corporate applications such as Orbit, PeopleSoft Finance, REIA

1~•~ .L m pl_c:f!!_e nt f!!~~illty_~_<?~~!ons_!<?L2L~i~~!'·'!L.~.C:.C>EI.C:~0.! _____________________________ . _____ .......... _ ..

9592166



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 Indicator -- -- -- I Historical and/~~

. ... _ __ .. j in~IJ~~ry benchmark Number of website pages

1

1 MV 4-year average visit 2,129,989 (www.metrovancouver.org) (2010-13)

I 2013: 2,257,119 1 2012: 2,074,035 l 2011: 2,100,030 I 2010: 2,o88,n1

-\2012: 87 ,506*

~~~ ~~;~ v~~;,s625 video views

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

increase 5% over 2013 levels

Indicator

others following Metro Vancouver on Twitter and Facebook

Historical and/or

indu~t~y-~~l'_l.t.~_mark Twitter: 11,645 Facebook: 2,093 (As of July 2013)

Performance Twitter -17,071 Face book- 3,837 (As of August 2014)

2015

Perf~!l!'~_ll_C_E)_O~jective Increase Twitter by 20% and Facebook by 10% over 2013 levels

*In 2013 Brightcove changed their video analytics tracking to CoreMetrics resulting in a change in the methodology generating the data from 2012; 2014 Business Plan was 132,903- revised number is 87,506.

2015 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 a~ lnternational_~t:l~~.&'ement Strate~y f~~-rl1-:-e.~~r.<:>.~~9.!~-~-~_9a_r.:~'-s~~~!~~ic_f'_~~~-'----·-----J



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 a.nd 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.



• Enhance the Board's ability to have informed discussions on issues prior to making decisions. Financial Goals:

• Ensure the long-term financial sustainability ofthe 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

Debt service costs I total revenue

Percentage of Accounts Payable payments produced electronically

~·-·

Historical and/or

indli~YY ~enchmark Performance Projected 2014:

3.8 to 1

50.5%

2015 Performance

()_bj~~tive _

Above 3 to 1

20%

52%

• 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 lona (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: 5,052

2014 YTD: 542,192

2015 Performance

objective

6,500

600,000

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.


Indicator

Number of local government interests represented at treaty table meetings

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 advice related to First Nations and/or Aboriginal Relations

2015 actions

Historical and/or in~_ustry benchmark

25

0

6

40

Current Performance

2014:20

2014:1

2014:4

2014:20

2015 Performance

Obje~ive ---~----

30

2

8

40

• 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.

• •

•

9742960

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

______ <i~~-1:1~~-~e r'!_~~~!ia g~~~'!l-~':!_~): ---~~--------- __ ____ _________________ ________ _________ __ ___ __ ____ __ _ ----~ __ _

metrova ncouver --- --------···-------·-·-- --


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.

Performance indicators ~·· ~. . . .. ~·· ~-~~~ ~~ ·~- -~~.~ ~ ~- ~-~ r·~ . - ..

Historical and/or ~1 Current Indicator

~~·········~·-~---··-·--------~···~-f.i.ndustry bench111ark -L~~rformance Percent of Board and Standing Committee minutes produced correctly (without changes)

·- ····-- ·····--·-

Percent of regular Board meeting (open/closed) agendas published one week prior to

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

2014 YTD: 1.15

-·-·· ·- ··-

2015 Performance

100%

1.15

2015 key actions

I

----···-··-·---- .... -·-- ·-· .

• •

Investigate agenda management system Add additional functionality (mobility, collaboration and others) to the existing document management system

9590570

metrova ncouver SERVICES AND SOLUTIONS FOR

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 r--·-----------·---------.. -----·--.. --... --··---------- ---------------·-----·--r------------------------- ---- ---------------~

-~-----~c~-------·· ---~~~~~~~~:~:::~~';~nc~--~· ~~}:;;~::anc~l Number of legal queries responded to 1

1

annually n/a I n/a 1500

J j

........................ - .. C ..... ----·------· --·--·--·--··---·-- --·-·-------··--· .. -·--·-------_]

2015 key actions

~mplete Phase 11;-i 3 phases of the procureme-~t do~~men~~-nd-~rdization and revision.

• Complete Phase I of 2 phases of the properties document standardization and revision. • 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

procurement process. • Ensure that dispute resolutions (contractual, procurement and liability claims) align with Board 1

strategi~ prio!..!_ties and Metro Vancouve~~iti~tive_s_·---·----·--------------------------~-J

9592943

z 0

!d:~ NO::: z<t <(J: (!)u 0::: 0

WATER SERVICES

POLICY, PLANNING

&ANALYSIS

10280084

ENGINEERING & CONSTRUCTION

GENERAL MANAGER

MAJOR PROJECTS, MANAGEMENT

SYSTEMS & UTILITY SERVICES

L-----f FTRs = 68.0

Department Support

WATERSHED, ENVIRONMENTAL MANAGEMENT &

QUALITY CONTROL

Drinking Water Quality Control

2014

OPERATIONS & MAINTENANCE

Water Services TOTAL FTRs = 358.6

LIQUID WASTE SERVICES

POLICY PLANNING&

ANALYSIS

Sustainability Fund

10281100

MANAGEMENT SYSTEMS & UTILITY SERVICES

Management Systems

Utility Research & Innovations

GENERAL MANAGER

ENVIRONMENTAL MANAGEMENT &

QUALITY CONTROL

PROJECT DELIVERY

Public Involvement

OPERATIONS & MAINTENANCE

Maintenance

SOLID.WASTE SERVICES

10140887

SOLID WASTE OPERATIONS

Transfer Station System, EITs &

Operations

GENERAL MANAGER

Department Support

PLANNING & PUBLIC

INVOLVEMENT

2014

I FTRs = 8.0 I

New Waste To Energy

Solid Waste Services TOTAL FTRs = 45.00

PLANNING,· POLICY~and ENVIRONMENT

AIR QUALITY

Sampling & Investigation

Data & Assessment

CORPORATE STRATEGIES * FTRs = 4.0

'REGIONAL PARKS

~----------------,

10279924 I * These positions counted under I

: __ _?~~r~t:_P_!:J~n~g_!~n,<:!l~n __ J

GENERAL MANAGER

ELECTORAL AREA

SERVICES

Department Support

REGIONAL PLANNING

Planning, Polley & Environment TOTAL FTRs = 230.6

2014.

10157207

, CORPORAtE PLANNING

I CORPORATE STRATEGIES

Yl FTRs = 4.0 II

Commissioner I Chief Administrative Officer

I CORPORATE

ADMINISTRATION

II FTRs = 4.0 ~~

2014~

Corporate Planning Total FTRs: 8.0

10141887

-- -_. .

CORPORATE SERVICES

INFRASTRUCTURE SERVICES

SENIOR DIRECTOR

BUSINESS SYSTEMS

Application Support

Project Management & Planning

FTRs = 31.0

2014

CORPORATE . SAFETY

Emergency Management

- . . . - ' .

EXTERNAL RELATIONS

Senior Director

CORPORATE r-

COMMUNICATIONS MEDIA RELATIONS

International Engagement

Corporate Communications

Media Relations

n FTRs, 7.0 II ~~ FTRs, 2.0 II n

10140830

-.... _- 2014

Department FTRs, 6.0 I

Support

MULTIMEDIA STAKEHOLDER -SERVICES ENGAGEMENT

Multi-Media Stakeholder Engagement Services & Intergovernmental

Web and Regional Culture

Design

I FTRs, 8.0 I FTRs,S.O I

External Relations Total FTRs = 28.0

-

BUDGETS BUSINESS

SYSTEMS& ANALYSIS

10149153

FINANCIAL OPERATIONS &

SYSTEMS

[Ac;~ ~~

Payroll Operations

GENERAL MANAGER & CHIEF FINANCIAL OFFICER

PROPERTY SERVICES

PURCHASING &RISK

MANAGEMENT

Duplicating & Mail Services

2014

FINANCIAL SERVICES TOTAL FTRs = 103.0

HRSYSTEMS &PROCESS

10278986

HlJIVIAN RESOURces",

EMPLOYEE DEVELOPMENT

Senior Director

HRSERVICES EMPLOYEE

BENEFITS & HR METRICS

ORGANIZATIONAL DEVELOPMENT

2014

LABOUR RELATIONS

HUMAN RESOURCES TOTAL FTRs = 48.8

LEGAl.. & LEGISLATIVE SERVICES

Board & Legislative Services

10142271

Information Management

ENVIRONMENTAL REGULATION & ENFORCEMENT

Solid Waste

FTR Allocation: Air Quality= 15.0

liquid Waste= 13.0 Solid Waste = 6.0 R&E Admin= 3.0

TOTAL FTRs = 37.0

GENERAL MANAGER

ABORIGINAL RELATIONS

2014

LEGAL ·sERVICES

2015 financial information - metro vancouver

Documents