2016 annual report district of central saanich · annual report 2016 | centralsaanich.ca 2...

2016 Annual ReportDistrict of Central SaanichBritish Columbia

The Land of Plenty

Fiscal year ended December 31, 2016

Photo Credits:

Janis Jean Photography

Mason Carter Photography

Nuttycake Photography by Jo-Ann Way

2016 Annual ReportDecember 31, 2016District of Central SaanichBritish ColumbiaPrepared by: Finance Department

TABLE OF CONTENTSCOMMUNITY OVERVIEW 2

MESSAGE FROM CENTRAL SAANICH COUNCIL 5

TSAWOUT & TSARTLIP FIRST NATIONS 6

CORPORATE GOVERNANCE 7

2016 STRATEGIC PLAN, PROGRESS & RESULTS Environment 8 Economy 12 Social 16 Infrastructure 22 Good Governance 27

MESSAGE FROM ADMINISTRATOR 33

MUNICIPAL SERVICES AND OPERATIONS Organizational Profile 35 Administration 36 Finance 39 Technology 43 Police Service 45 Fire Rescue 48 Planning and Building Services 50 Community Services 54

Engineering 56

Public Works 60 Water Utility 62 Sewer Utility 64

FINANCIALS Statement of Financial Position 77 Statement of Operations and Accumulated Surplus 78 Statement of Changes in Net Assets 79 Statement of Cash Flows 80

STATISTICS 98

106THE LEGEND OF LÁU, WELNEW

Annual Report 2016 | centralsaanich.ca

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COMMUNITY OVERVIEWThe community of Central Saanich, including the Tsartlip and Tsawout First Nations, is a thriving agricultural and urban community spanning the centre of the Saanich Peninsula. From Island View Beach on the Cordova Channel in the east, to Brentwood Bay and the world-renowned Butchart Gardens on the shores of the Saanich Inlet to the west, the landscape of Central Saanich is characterized by pedestrian-friendly villages set among rolling farm land and forests.

The municipality includes the greatest concentration of agricultural production in the region, along with light industrial land, residential areas with rural and suburban character, and the compact village centres of Saanichton and Brentwood Bay. In order to protect farm land, maintain rural character and preserve the function of natural ecosystems, the Central Saanich Official Community Plan accepts slow and managed growth within defined urban settlement areas (and outside of rural and agricultural lands). District policies encourage the intensification of activity in the Keating Industrial area, attracting high-tech and knowledge-based industries to diversify our already highly productive and innovative local industries.

Central Saanich is fortunate to enjoy this combination of elements which support a vibrant, healthy and sustainable community

Incorporated on December 12, 1950

Population of 18,463 (Province of BC estimate)

6934 private dwellings

59% single detached houses, 29% other ground oriented housing and 12% apartments

Median household Income $77,324 (2010)

19% of households rent and 81% own

136 km of paved roads

4603 hectares land area

185 farms generating $18.5 million dollars in gross farm receipts (34% of all farm revenue in the CRD)

2439 hectares of ALR

38 municipal parks and 28 beach accesses

CENTRAL SAANICHat a glance


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HIGHLIGHTS - 2015 Citizen Survey

SINGLE MOST IMPORTANT ISSUE 26% - Population Density and Housing 21% - Agriculture and Environment 19% - Infrastructure or Traffic

OVERALL QUALITY OF LIFE 98% - giving a positive rating

OVERALL LEVEL & QUALITY OF SERVICES

89% - residents indicated that they are very or somewhat satisfied

GOOD VALUE FOR THEIR TAX DOLLARS 78% of residents believe that they get good value

!

$

“To provide fair, responsive and effective leadership and services in support of the community vision.”

MISSION

VISION“A healthy, complete, socially diverse and highly walkable community where there is a

balance of jobs and housing and viable alternatives to the private automobile.”


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Councillor Graham | Councillor Jensen | Councillor Paltiel | Councillor King Councillor Holman | Mayor Windsor | Councillor Thompson

The Mayor and Council of the District of Central Saanich were each elected for a four year term in the municipal election held in November 2014.

In 2015 Council established a Committee of the Whole system which incorporates the following divisions: Administration and Finance, Community Protective Services and Facilities, Parks and Recreation, Planning and Development, Public Works and Transportation and Water and Waste Management.

Regular Council Meetings are held on the first and third Monday of each month and Committee Meetings are held on the second and fourth Monday of each month. The meetings generally commence at 7:00 p.m. and are located in the Council Chamber, Central Saanich Municipal Hall, 1903 Mount Newton X Rd. These meetings are open to the public and are webcast for convenience.


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MESSAGE FROM CENTRAL SAANICH COUNCIL As your elected Council we are pleased to present the District of Central Saanich thirteenth annual progress report. This annual report provides a summary of strategic and operational priorities, a review of the year’s activities, a snapshot of municipal services and operations, financial information and the strategic plan for the following years.

2016 was a good year for the District of Central Saanich. Significant progress was made on the Keating Business District initiative and we hope to look at implementation strategies in 2017. The Maber Flats Agricultural Drainage Facility work is well under way with our working group of stakeholders and the consultants.

The Brentwood Bay Strategy has also been moved forward and we expect to begin public consultation work on that in 2017 as well. Our new website is now live and our @CSaanich twitter feed also provides a very good source of information and a way to connect with the municipality. Please check them out.

We continue to build our organizational capacity and have embarked on an ambitious program of policy review, communications and public engagement, service excellence and infrastructure planning. By placing a stronger emphasis on this foundational work, the municipality continues to be well placed to provide excellent service to our community in the years to come.

Mayor ’s Message This is just a snapshot of the good work that happens in the community every day. Please take a few moments to read through for the full picture. There is no doubt that 2016 was a good year and 2017 is set to continue that positive trend.

I also wanted to give special thanks on behalf of Council to all the advisory committee members and community volunteers that give back so much to this community. With your commitment and the dedicated work of our great staff we can continue to be one of the very best. Thank you very much.


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The Tsartlip and Tsawout First Nations have long called this area home. Their strong, distinct sense of community and rich cultural heritage are admired.

Tsartlip and Tsawout are part of the Corporation of the District of Central Saanich Letters Patent, the document giving legal status to the municipality, a unique inclusion within British Columbia and in Canada. They are two of five bands that constitute the Saanich Nation; the other bands are the Tseycum, Malahat, and Pauquachin.

The First Nations and the District of Central Saanich are committed to trusting, celebrating, and respecting one another, our ancestors, and our environment. We are working together to establish stable and effective relations and a framework that will strengthen, enhance, and honour our historical, political, social, and cultural relationship.

We commit to build and maintain strong mutual trust and respect; we acknowledge the history, past experiences and differences that impact current perceptions and opinions; we respect each other’s customs and beliefs, values, and culture in spirit and practice; and we are working to strengthen the cooperative and supportive bond between governing bodies to promote the wellbeing of all future generations.

Council has declared 2017 a Year of Reconciliation, and has adopted the United Nations Declaration of the Rights of Indigenous Peoples as a framework.

TSAWOUT TSARTLIP FIRST NATIONS&


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CORPORATE GOVERNANCE Each year the municipality prepares an annual report about progress toward achieving the objectives in the Strategic Plan. The Annual Report summarizes activities of the past year, highlights key achievements and provides an opportunity to reflect on past performance as preparations are made for future planning.

This report is structured to align with the Official Community Plan (OCP). The OCP is based on eight themes and these have been grouped loosely along a triple bottom line approach:

These collectively represent the key areas of strategic focus for the municipality. Each initiative is grounded in the OCP vision, aligned with a strategic focus area and linked to one of seventeen OCP objectives.

Recognizing that operational activities are also very important and represent most of the day to day work providing the normal everyday services the community expects, Municipal Operations are also described in a dedicated section of each annual report as well.

ENVIRONMENT Creating Compact, Complete and Diverse Communities Preserving Healthy Abundant Ecosystems

ECONOMIC Strengthening Farming Building Prosperity and Opportunity

SOCIAL Preserving Rural Character Protecting and Enhancing Public Green Spaces Celebrating Diversity Community and Culture Ensuring Mobility Choice for All

INFRASTRUCTURE Building and Maintaining Healthy Efficient Utilities and Buildings Addressing the Causes and Impacts of Climate Change

GOOD GOVERNANCE Wise Financial Management Communications, Transparency and Open and Accessible Governance


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2016-2018 STRATEGIC PLAN

ENVIRONMENTMaintaining a healthy

and natural environment.

Central Saanich will responsibly steward the natural and built environment. We will engage in constructive community building. Ecosystems will be preserved and we will respond to the challenge

of climate change.

OCP 4.2 | Creating Compact, Complete and Diverse Communities

Fundamental Principles:

Use Limited Land Supply Wisely

Manage Growth Carefully

Provide a Range of Housing Opportunities

Current Strategic Actions:

RESIDENTIAL INFILL AND DENSIFICATION 2016 - 2017 A residential infill and densification study was completed in 2012. The study identified community preferences about the most acceptable forms of infill within existing residential neighborhoods. Development of guidelines is planned for 2016.

REGIONAL GROWTH STRATEGY 2016 - 2017 The CRD plans to adopt a Regional Growth Strategy in 2016 which requires consultation with Central Saanich. Formal bylaw referral from the CRD is expected in 2016.

OCP - REGIONAL CONTEXT STATEMENT 2017 - 2018 Subsequent to CRD adoption of a Regional Growth Strategy, the municipality has two years to adopt an updated Regional Context Statement within the Official Community Plan Bylaw.

SAANICHTON VILLAGE PLAN 2016 - 2018 Subsequent to completion of initial public consultation, drafting of updated guidelines for the Saanichton Village is planned with a view to further consultation and ultimately inclusion of the guidelines as an amendment to the Official Community Plan in 2018.


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OCP 7.2 | Preserving Healthy Abundant Ecosystems


BRENTWOOD BAY MOORAGE AND OTHER USES 2016 - 2017 Concerns about environmental, navigational, aesthetic and nuisance impacts from a variety of uses in Brentwood Bay were acknowledged and added as a priority for 2016/17. That work has begun and professional consultants will develop a strategy on the issues that have become more prevalent in that area.

UPDATE TREE PROTECTION BYLAWS/ POLICIES AND PRACTICES 2016 - 2017 An update to the existing Tree Protection Bylaw, Erosion District Bylaw and Municipal Tree policy is planned for completion by 2017 to streamline applications, provide a single point of contact for the public and better coordinated management of tree resources in the municipality.


Protect and Enhance the Environment, Biodiversity and Natural Ecosystems

Protect Water Quantity and Quality


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Strategic Progress and Results

6 Key Initiatives 2 In Progress 0 Completed

HighlightsBrowns Wood Trail Opening Thanks to the generosity of Dorothy (now deceased) and Bill Brown, a very special nature trail has been donated to the District. The trail, dedicated as the “Browns’ Wood Trail”, provides an east-west connection between the Thunderbird Trail (also known as the Gail Wicken’s Trail) and Thomson Place, on the southern slopes of Mount Newton. Winding through one of the most pristine forested landscapes in the community, it is now possible to hike (almost) entirely off -road between Butterfield Park and John Dean Provincial Park.

It had been both Dorothy and Bill Brown’s fervent wish that future generations should experience and enjoy the exceptional beauty of their land, which led them to consider dedicating a public trail corridor through their property. This past May, an opening ceremony was held at the trailhead (8069 Thomson Place), for the official dedication with Mayor Windsor and members of Council in attendance. This latest addition to the parks system will promote an active lifestyle for our citizens and provide yet another reason to get out and discover our “Land of Plenty”.

Carbon Neutral The municipality achieved carbon neutral status again in 2016.

Derelict Boats Removed from Brentwood Bay As part of the District’s commitment to the Brentwood Bay Strategy, two derelict vessels were removed in partnership with Fisheries Canada.

4 Planned

ENVIRONMENT


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Looking forward

Update Tree Protection Bylaws/Policies and Practices. Further coordination of a more streamlined and effective inter-departmental approach to managing tree resources was deferred to 2017.

In Progress

Brentwood Bay StrategyCedar Coast Planning was contracted to produce initial research and a working group was established. An IAP2 based consultation process is planned for 2017 to develop guidelines.

Residential Infill and Densification Options for community consultation were prepared to inform Council’s strategic planning session. Council directionregarding a multi/single family residential study was deferred to 2017.

Regional Growth Strategy The CRD focused in 2016 on updating the Regional Growth Strategy. Referral of the RGS Bylaw was considered in 2016 and is now the subject of further deliberation by CRD in 2017.

OCP – Regional Context Statement. Once CRD has adopted a Regional Growth Strategy the municipality is required to adopt an updated Regional Context Statement within two years. This is projected for 2017 pending CRD approval of the RGS.

Saanichton Village Guidelines. Building on the initial public consultation, the inclusion of new guidelines in an updated OCP is planned for 2018.


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ECONOMY

Building a strong and vibrant community by attracting, supporting

and retaining businesses and residents.

The Central Saanich economy is connected locally, regionally and beyond. We will attract, keep and support local and regional economic development; compact commercial centres in Saanichton and Brentwood Bay, industrial activities in the Keating Business Park, tourism and agriculture. We will take a leadership role in nurturing our farming and heritage resources.

OCP 3.2 | Strengthening Farming


MABER FLATS PARTNERSHIP 2016 - 2018 Developing the means to enhance drainage capability in the Kennes (Hagan) / Graham Watershed is a key priority of the Integrated Stormwater Management Plan and will support agricultural drainage capacity.

AGRICULTURAL ADVISORY COMMISSION 2016 The Agricultural Area Plan envisions the formal establishment of an Agricultural Advisory Commission to provide advice to Council on agriculture matters. Adoption of the bylaw to establish the Commission is planned for 2016.

AGRICULTURAL AREA PLAN 2016 - 2018 The Agricultural Area Plan outlines a multi-year set of action items. Priority was placed on completing a Food Handling Facility Feasibility study and a Farmland Access Strategy. The Access Strategy will be focused on development of a Farmland Access Agreement Template for use by landowners and tenant farmers.

Fundamental Principle:

Support Agriculture


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OCP 5.2 Building Prosperity and Opportunity


Support Economic Development


KEATING BUSINESS DISTRICT STRATEGY 2016 - 2017 Unlocking the potential of the Keating X Rd Business Corridor - The study is being completed to help secure the economic future along the Keating X Rd Corridor. An analysis of detailed land use, real estate demand, Interchange business case development, and transportation and infrastructure needs will be addressed in the study.

DEVELOPMENT APPLICATION PROCEDURES AND FARM WORKER HOUSING 2016 - 2018 A regular update of development procedures is required to align with the planned introduction of an Agricultural Advisory Commission, legislative change and to implement a more effective farm worker housing approval process. A new Farm Worker Housing Bylaw is also planned for concurrent introduction.

BUILDING BYLAW 2016 - 2017 A regular update of the Building Bylaw is planned to align with legislative change, updated environmental data and the newly revised building code.


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Highlights

Business Analysis Phase Completed the Keating Strategy. Unlocking the Potential of the Keating X Rd Business Corridor. Stantec Consultants completed business analysis and provided an overview of strategic benefits. An implementation plan will be considered in 2017.

Key Initiatives 2 Completed6

Established Agricultural Advisory Committee. A new advisory committee of Council was established in 2016 to provide local, expert advice to Council on agriculture matters.

3 In Progress 1 Planned

Completion of the Keating Business District Strategy. Stantec developed a strategy and completed a series of public consultations. A final report and recommended strategy is expected in early 2017.

In Progress

Building Bylaw. Initial research work to update the Building Bylaw began in 2016 and will continue in 2017.

Maber Flats Partnership: Design of Maber Flats Kennes (Hagen) Graham Watershed Agricultural Drainage Facility. Work is underway on the drainage facility design work and a contract was awarded in mid-2016. Next steps include completion of the design in early 2017 and construction over the next two to three years.

ECONOMY


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Looking Forward

Continued implementation of Agricultural Area Plan Priorities is dependent on capacity. In 2016 this continued to be a challenge. With additional capacity secured work on agricultural initiatives is planned to continue.

Development Application Procedures and Farm Worker Housing. The update of procedures and Farm Worker Housing Approval Procedures was deferred to 2017, pending capacity.

Martindale Drainage Study. Terms of Reference for this agricultural drainage work are expected in 2017.


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SOCIALBuilding social capital and engaging

citizens and partners to improve the well being and diversity of the community.

We will work to foster strong relations with our neighbours, protect our diverse heritage and facilitate a sense of community. Community involvement is welcomed and encouraged. Green spaces are protected. A safe and healthy community supported by public safety systems and other wellness initiatives.


Facilitate a Sense of Community

OCP 6.2 | Protecting and Enhancing Public Green Spaces

OCP 3.2 | Preserving Rural Character


Maintain Rural Character


MEMORIAL CENOTAPH 2016 The design, construction and dedication of a Memorial Cenotaph.

COMMUNITY SKATEPARK 2016 In response to an initiative proposed by the Central Saanich Lions Club, a Community Skatepark was identified as a priority. Initial review of possible sites, size, cost and available grant funding is planned.


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TRUTH AND RECONCILIATION 2017 Council is expected to declare 2017 as the Year of Reconciliation and a series of events and initiatives is planned.

CITIZENS SURVEY 2016 – 2018 A survey is an important voice for citizens, and is an opportunity for citizens to provide input on the District’s performance, their satisfaction with civic services and overall quality of life. The survey will identify some of the key drivers of resident and business perceptions of quality of life, satisfaction with District of Central Saanich government in meeting the community’s needs and Central Saanich as a place to live or do business. Monitoring these and how they change over time is an important component of the District’s strategic planning process and the allocation of resources. The next survey will be in 2018/19.

COMMUNITY TO COMMUNITY (C2C) FORUMS 2016 - 2017 Building relationships through regular community to community forums with Tsartlip and Tsawout First Nations is an ongoing priority.

POLICE SERVICE STRATEGIC PLAN (CSPS) 2016 - 2017 After a year of transition and leadership changes in 2015 the Central Saanich Police Board plans to develop a new Five Year Strategic Plan for the Central Saanich Police Service in 2016 and 2017.

INTEGRATION OF POLICE DISPATCH SERVICE 2018 Central Saanich Police Service is partnering to integrate police dispatch services in Greater Victoria. This is expected to be approved in 2017 and implemented in 2018/19.

OCP 8.2 Celebrating Diversity, Community and Culture


Foster Strong Relations

Protect Diverse Heritage

Facilitate a Sense of Community

Support Community Involvement


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OCP 9.2 Ensuring Mobility Choice for All


Create Walkable Neighbourhoods

FIRE PROTECTION AND LIFE SAFETY BYLAW 2016 A new Fire Protection and Life Safety Bylaw was proposed to consolidate and replace the 1977 fire service and burning bylaws and incorporate current leading practices and legislative changes.

CRIME REDUCTION STRATEGY (CSPS) 2016 - 2017 CSPS will work with its community partners to develop a number of crime reduction initiatives to maintain a low crime rate and ranking in the yearly Statistics Canada Crime Severity Index as compared to 239 policing jurisdictions in Canada serving populations over 10,000 citizens.

HEALTH AND WELLNESS STRATEGY (CSPS) 2016 - 2017 In participation with other District of Central Saanich Emergency Services partners an overarching strategy will be developed. This Includes a Critical Incident Stress Management Team, Peer to Peer Counseling and training of all employees in a provincial Road to Mental Readiness program.

OCP 8.2 Celebrating Diversity, Community and Culture ...continued


Ensure Transportation Systems for All


STELLYS X RD PATHWAY 2016 - 2018 The development of a conceptual plan for a pathway on Stellys X Rd to the western terminus was identified as a significant priority at a Community to Community Forum with Tsartlip First Nation in 2014. Endorsement of a conceptual plan by both Tsartlip First Nation and the District of Central Saanich is planned and further detailed design subject to grant funding.


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Highlights

Published the Citizens Survey. NRG Consultants were engaged to undertake a telephone/online survey on public satisfaction with municipal services, quality of life and value for money. The survey was published in March 2016 and is available on the municipal website..

11 Key Initiatives 5 In Progress

Community to Community (C2C) Forums A Community to Community Forum and dinner was held January 19 2016 at Fire Station 1 with Tsawout, Tsartlip and Central Saanich Council participating.

4 Completed 2 Planned

Police Service Strategic Planning. Led by the Central Saanich Police Board, the department reviewed its strategic priorities to ensure the citizens of Central Saanich receive the most responsive, most efficient community-based policing service possible.

Skate Park. A skatepark development committee was established in 2016 and significant consultation with a variety of stateholders occurred. Ultimately, a decision was made not to proceed with the project at this time.

SOCIAL


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In Progress

Truth and Reconciliation. Council resolved to declare 2017 as a year of Truth and Reconciliation. A series of events and initiative were also identified for 2017.

Memorial Cenotaph. The Cenotaph Committee continued to consult and consider a variety of locations during 2016. A final decision on preferred location is expected in Spring 2017.

Integration of Police Dispatch. Development of the regional concept continued in 2016, financing was established and contracts developed for consideration of Local Police Boards.

A new Fire Protection and Life Safety bylaw continues to be developed to replace the old Fire service and burning bylaws in place since 1977. The new bylaw will align with the new British Columbia Fire Service Act and is planned for Fall 2017 consideration.

Council has endorsed a conceptual plan of the Stellys Pathway and has referred the option to Tsartlip First Nation Council. Detailed design is subject to agreement on a preferred option by both parties and grant funding.

Looking Forward

A new Central Saanich Police Service Strategic Plan will focus on four priority areas over the next four years;

• Enhancing Community Safety• Building Strong Community Relationships• Enhancing Communications• Developing an Efficient and Effective Organization.

Formalization of a District of Central Saanich Emergency Services health and wellness program began in 2016. Peer to Peer Counseling Training and the roll out of a new province-wide Road to Mental Readiness program was completed. Work started on the Critical Incident Stress Management component and this will be an ongoing commitment to CSPS members and District Emergency Service providers.


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INFRASTRUCTUREWell maintained infrastructure and facilities

that meet community needs and allow growth and development for prosperity

We will provide durable, functional, effective and sustainable infrastructure of all kinds. Existing investments will be protected, new improvements planned in an orderly manner and assets replaced on a lifecycle basis. Conservation and energy efficiency will be a primary consideration.

OCP 10.2 Building and Maintaining Healthy, Efficient Utilities and Buildings


Address the Causes and Impacts of Climate Change

Protect Infrastructure Investments


IMPLEMENT INTEGRATED STORMWATER MANAGEMENT PLAN 2016 - 2018 Based on priorities established in the ISMP, Maber Flats and Martindale Drainage facilities are planned for design and feasibility.

CONTINUE IMPLEMENTING SEWER AND WATER MASTER PLANS 2016 - 2018 Based on priorities identified in the Sewer and Water Master Plans, completion of Brentwood Bay Fire Supply system and the Hagan Pump Station upgrades are priorities.

CONTINUE IMPLEMENTING FACILITIES MAINTENANCE PLAN 2016 - 2018 A twenty-year Facilities Maintenance plan (F-LAMP) of repair and maintenance of all District owned facilities was approved in 2015 to ensure that all major facilities are maintained in good condition. Implementation is planned beginning in 2016.


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Building and Maintaining Healthy, Efficient Utilities and Buildings ... continued

Current Strategic Actions: ... continued

CAPITAL STRATEGY – SUSTAINABLE ASSET MANAGEMENT PLAN 2016 As a cornerstone of prudent financial management the development of a long term financial plan will be a significant step forward In 2016. A key component of the plan will be a strategy to reach sustainable infrastructure replacement funding targets within a planned time horizon.

FIRE HALL DEBT RETIREMENT STRATEGY 2016 In conjunction with preparation of a long term financial plan for the municipality, the development of a long term approach to retire Fire Station 1 Debt at the end of the initial borrowing term in 2025 was prioritized for 2016.

DCC COST CHARGE REVIEW 2016 Update current Development Cost Charges. With the recent approval of new Sewer and Water Master Plans a review of the current regime of cost charges is planned to ensure that development continues to equitably fund its share of growth related infrastructure costs.

COMMUNITY AMENITY CONTRIBUTION POLICY 2016 Community Amenity Contributions are received during the development approval process together with development cost charge payments, servicing and offsite improvements. Refreshing the approach used, taking into account current leading practices, will ensure that the municipality is providing consistency and stability of approach to the development community and ensure that contributions are received consistent with other local practice.


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Highlights

7 Key Initiatives 3 In Progress

Moved ahead with Facility Maintenance Plan priority repair and renovations. Completion of a 20-year plan for the repair and maintenance of District facilities with restorative maintenance on the Municipal Hall/Police Station, Cultural Centre (Library) and a number of park-related buildings.

Reduced corporate ghg emissions by 31.0 metric tons. This is equivalent to the carbon dioxide released into the atmosphere from 12.4 barbeque propane canisters; or -driving 128,350 kms in a vehicle that gets 10.5 kilometers per litre or 25mi to the gallon.

4 Completed

Develop a Long Term Capital *(Sustainable Asset Management Plan) Plan. As a cornerstone of prudent financial management the development of a long term financial plan was completed In 2016. A key component of the plan is a strategy to reach sustainable infrastructure replacement funding targets within a planned time horizon.

Implement a Fire Station Debt Retirement Strategy. In conjunction with preparation of a long term financial plan for the municipality, a long term approach to retire Fire Station 1 Debt at the end of the initial borrowing term in 2025 was completed and incorporated into the Five Year Financial Plan.

Update current Development Cost Charges. With the recent approval of new Sewer and Water Master Plans a review of the current regime of cost charges was completed to ensure that continued equitable contribution by development toward growth related infrastructure costs.

In ProgressRefreshing the Community Amenity Contribution approach to take into account current leading practices will ensure that the municipality is providing consistency and stability of approach to the development community and ensure that appropriate contributions are received consistent with other local practice. A draft policy was considered in late 2016 and referred for public consultation.

Significant sewer and water infrastructure improvements were delayed pending decisions on federal funding applications. Brentwood Bay Fire Supply Improvements and the Hagan Sewer Pump Station projects have both been included in 2017 plans subject to receipt of grant funding.

INFRASTRUCTURE


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In 2017 timelines of priorities outlined in the Integrated Stormwater Management Plan will be refreshed to allow for federal funding opportunities to be pursued and work plans optimized.

Continue Implementing Facilities Maintenance Plan. This is a multi-year program of facility renovations and repairs identified in the Facilities Maintenance plan to ensure that all major facilities are maintaining in good condition for public use. For 2016 a focus on health and safety related repairs to the Municipal Hall and Police Station complex is planned. Further work at the Municipal Hall and a variety of other facilities including Public Services Buildings and Central Saanich Cultural Centre is planned for 2017 and beyond.

Looking Forward

Continue Climate Change Initiatives to reduce Corporate GHG Footprint.

Home Energy Efficiency Incentives will be actively promoted at service counters and on the municipal web-site. Converting all district high pressure sodium street lights to LED and the capture of 70% energy reduction and GHG savings continues to be the long term goal.

Ninety nine percent of GHG emmissions in Central Saanich come from sources from outside local government operations. The 2010 Community Energy Emmssions Inventory indicates that in Central Saanich 66% of total community emmissions come from on road transportation, 22% from buildings and 12% from solid waste.

The District’s targeted reduction of 26,645 tonnes by 2020 equates to an average reduction of 2,050t of GHG emmissions per year. Progress is being made but more work is required to meet the reduction target by 2020.

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2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Tonn

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Central Saanich Inventory for Municipal Operations 2006‐2016

Total Emissions(tCO2e)


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GOOD GOVERNANCE

Fiscally sustainable government focused on strategic decision making,

transparency and inclusiveness.

We will be progressive in our pursuit of service excellence, employ good policy approaches and work to ensure that decision making is transparent, understandable and consultative. We will nurture corporate financial, physical and human resources to position the organization best to deliver the services and strategies the community expects.

Maintaining Corporate Capacity, Achieving Service Excellence

Good governance is about the processes for making and implementing decisions. It’s not about making ‘correct’ decisions, but about the best possible process for making those decisions.

Good decision-making processes, and therefore good governance, share several characteristics. All have a positive effect on various aspects of local government including consultation policies and practices, meeting procedures, service quality protocols, councillor and officer conduct, role clarification and good working relationships.

Good governance is important for several reasons. It not only gives the local community confidence but improves the faith that elected members and employees have in their own local government and its decision-making processes. It also leads to better decisions, helps local government meet its legislative responsibilities and importantly provides an ethical basis for governance.

Long Term Community Objectives:

Foster a service excellence approach and maintain safe working environments for all.

Manage corporate human resources to ensure the administration is optimally positioned to deliver professional services of good value to the community.

Provide appropriate levels of office and work space, equipment, vehicles and supplies to support the work of employees.

Follow prudent financial management through a regime of financial planning approaches including five year financial planning, asset management, long term financial planning, public reporting and regular policy development.

Foster open and inclusive approaches, transparency and access.

Focus activities and resources through a regime of strategic planning.

Maintain a program of regular corporate policy review and development.


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OPERATIONAL CAPACITY - ORGANIZATIONAL CAPACITY REVIEW 2016 - 2017A review of organization capacity is a key initial step to establishing service levels, performance measures and ensuring that resources are established to effectively meet those standards. Beginning with an inventory of services, benchmarking and a capacity assessment, the District plans to establish a baseline for continued service excellence in the future.

LONG TERM FINANCIAL PLAN 2016Long term financial planning is a key component of sound financial management. Development of this high level approach will provide a roadmap for use each year as annual budgets are developed.

WEBSITE REFRESH 2016Redesign of the current Central Saanich website and introduction of social media service is planned for 2016. An external review including web audit, public survey and benchmarking was completed with a view to establishing a redevelopment strategy for implementation in late 2016.

FEE AND CHARGE BYLAW REFRESH 2016 The regular review of all fees and charges is an integral component of prudent financial management. Reviews are planned on a minimum three year cycle unless significant local conditions warrant more regular reviews.

Maintaining Corporate Capacity, Achieving Service Excellence ... continued


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CORPORATE POLICY DEVELOPMENT 2016 - 2018 Regular bylaw and policy development is a fundamental component of effective governance. A variety of bylaw and policy updates are planned for 2015 and 2016 including:

HUMAN RESOURCE PROGRAM 2016 - 2017 Continued development and implementation of current practice human resource approaches in a variety of areas.

COMMUNICATION CAPACITY 2016 - 2017 Continued development of communication capacity to coordinate Twitter feed, website, newsletter and other reports.

DELEGATION REPORT 2016 Introduction of current practice delegation of authority approaches and the confirmation of existing practices.

ELECTIONS BYLAW 2016 Regular update to reflect legislative updates prior to the next municipal election.

CONTRACT MANAGEMENT 2016 Introduction of a consolidated approach to contract management and a centralized records system was planned to improve consistency and organizational efficiency.

POLICY REVIEW 2016 - 2017 A complete review of all Council and Administrative policies is planned for 2016 and 2017 in order to reorganize, refresh, update or repeal all existing policies and reformat them into a consistent style and framework.

PURCHASE POLCY 2016 - 2017 An update of the existing policy to follow AGLG leading practices, refresh spending authorities and methods of purchase and include new language around social purchase and environmental protection.

CONTAMINATED SITES POLICY 2016 Accounting standards require the adoption of a contaminated sites accounting disclosure policy in 2016. It is expected this policy will be completed in early 2016 and built into future annual financial statement disclosures.

Maintaining Corporate Capacity, Achieving Service Excellence ... continued


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Highlights

5 Key Initiatives 3 In Progress 1 Completed 1

A Long Term Financial Plan was completed in late 2016 to establishing sustainable infrastructure replacement targets and the financial approaches needed to reach them in the near future.

Corporate Policy Development. With limited resources in a small local government, juggling priorities and managing capacity will continue to be a reality. Work is continued on an ambitious program of policy development as resources permit. All policies were reviewed and prioritized for update, repeal and refresh. Council Policies were reformatted and posted on the Municipal website and this work will continue through 2017 and 2018.

Human Resource and Communications Programs. A modest start to develop a Human Resource and Communications practice began in 2016.

In Progress

The Organization Capacity Review began in 2015 however development of the framework and initial inventory of services was delayed until late 2016. Work is now underway.

Website Being Developed. UpanUp Studios was hired to develop a new website. Work is well underway with a targeted Go Live date of April 2017.

Planned

Corporate Policy Development. In addition to the work deferred from 2015, regular bylaw and policy development planned for 2017 includes: Purchasing Policy, Communications and Social Media, Reserves and Investments and Delegation of Authorities.

GOOD GOVERNANCE


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Looking Forward

Municipal Fee and Charge bylaws will be reviewed in 2017. The regular review of all fees and charges is an integral component of prudent financial management. Reviews are planned on a minimum three year cycle unless significant local conditions warrant more regular reviews. This work was originally planned for 2016 but was deferred in favour of other priorities.

Integrated Service Options continue to be reviewed as opportunities arise. Provincial funding for the Tri-Municipal service study was not received and we continue to pursue opportunities with First Nations and the Peninsula Municipalities as opportunities arise.

Website Online. The new website is targeted for an April 2017 launch and will include interactive features and a range of online services.


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MESSAGE FROM ADMINISTRATOR

This report provides you a summary of the progress we’ve made in the past year on council’s strategic priories and the departments operational strategies. My sincere thanks to the dedicated and hardworking municipal workforce for the results you see in this report and for the day to day activities that are not directly described in this report.

I am pleased that progress was made on the strategic priorities Council established, along with many of the operational strategies set by each of the departments.

This report continues to improve from year to year to better align with council’s strategic priorities, financial and business plans , documents like the Official Community Plan and as recommendations from the on-gong Organization Capacity Review are implemented. This year’s report for instance introduces a number of service metrics in the Finance, Administration and Planning & Building Services departments. Additional metrics will be added next year. The improvements to this document are purposeful and demonstrate Central Saanich’s commitment to service excellence.

This report takes significant time and effort to publish; the result of very hardworking staff that deserve special thanks. I am delighted that our organization continues to be recognized by our peers; the District has received once again the Canadian Award for Financial Reporting as presented by the Government Finance Officers Association; a testament to the work that goes into producing such a report.

As we move into 2017, staff looks forward to working with Council, the community and our many partners to foster a healthy and sustainable community.

Patrick Robins Chief Administrative Officer


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MUNICIPAL SERVICES OPERATIONS

The District of Central Saanich provides a wide range of municipal services to the community including Legislative and Administrative Services, Finance, Policing, Fire Protection, Planning, Building Inspections, Bylaw Enforcement, Community Services, Civil Engineering and Public Works including Water and Sewer, Road and Drains and Parks.

&Organization Profile

The Central Saanich Municipal Council represents the citizens of the community and provides leadership as the legislative and policy making body for the organization. Council is comprised of a Mayor and six Councillors who are elected on a four year term. The Chief Administrative Officer leads a small team of dedicated employees responsible for providing recommendations and policy advice to Council and coordinating the day to day operations of the municipality.

The Central Saanich Police Service is governed by a separate five-member Police Board under the Police Act, and is chaired by the Mayor of Central Saanich.

ELECTORATE

MAYOR & COUNCIL

CHIEF ADMINISTRATIVE OFFICER

CORPORATE OFFICER DIRECTOR OF FINANCIAL SERVICES

FIRE CHIEF

DIRECTOR OF PLANNING & BUILDING SERVICES

DIRECTOR OF ENGINEERING & PUBLIC

WORKS

MANAGER OF IT MANAGER OF COMMUNITY SERVICES

SUPERINTENDENT OF PUBLIC WORKS


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The role of Administration is to assist in carrying out Council’s key objectives, direct business operations and enable an open, inclusive and participatory municipal government.

The department facilitates the delivery of services to the public, supports the business operation of Council and Committees as well as providing counsel, support, strategic planning and other resources to departments and the public.

The Chief Administrative Officer oversees the overall conduct of the municipality in pursuing the Districts strategic goals; reviews departmental programs, budgets and policy initiatives; makes recommendations to Council, ensures Council’s directives are carried out, manages significant corporate initiatives, establishes standards and priorities for civic administration, motivates and monitors performance to ensure standards are met, priorities are pursued and high-quality services are consistently delivered.

&Administration

Corporate management Council Support CommunicationsHuman ResourcesLegislative Services - Council and Committee agendas and minutes Elections and Public Assent processes Corporate Records ManagementFreedom of Information and Protection of Privacy


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Key Services Delivered - Service Metrics:

Plans for 2017

Truth and Reconciliation, implementation

Recruitment of Director of Engineering and Public Works

Organizational Capacity Review, corporate-wide

Service excellence dashboard, implementation

Keating Business District, implementation strategies

Council policies review, phase II

Records management, phase II

Looking Ahead to 2018 - 2021

Freedom of Information and Protection of Privacy Program

Human resources toolkit and Capacity Development

Communications Capacity Development

2016 Accomplishments

• Organizational capacity review, pilot

• Keating Business District, engagement and analysis

• Recruitment of new Fire Chief

• Contract management system

• Corporate records management, phase I

• Citizen survey

Key Activity Levels2015

Actual2016

Actual2017 Plan

Employees 3 3 4 Council and Committee Meetings 118 128 130 Freedom Of Information requests/hours 9/20 17/111 12/20Correspondence Processed 337 367 350 Insurance incidents Processed 3 8 5

Service PlanAgenda Posted on Time New New On TimeFOI File Processed on time New New On TimeMinutes Published On Time New New On Time

* This is an interim summary which will be refined as the Organizational Capacity Review is completed later in 2017


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The Finance Department provides financial support services and is responsible for the overall financial management of the municipality, payroll and benefits support and the purchase of all goods and services.

A full range of accounting and payroll services are provided including: accounting audit and budgeting of over $28 million in annual expenses and revenues; cash management of up to $35 million in investments on a daily basis to maximize returns; accounts payable processing of over 6,000 invoices and 3,600 cheque and electronic fund transfer payments; payroll coordination of four different payroll groups paid on a biweekly basis and the maintenance of benefit programs for approximately 100 full time and 65 seasonal staff.

The daily billing and collection of all revenues including property taxes, utility bills, dog licences, business licences and a variety of other fees and charges. Over 13,800 utility bills, 6,700 tax notices, 700 Dog licences and 1,400 business licences are produced annually. A pre-approved installment tax and utility payment system is also managed.

&Finance


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A range of purchasing support services is provided as well as the provision of printing and mail services.

The Department also manages the provision of fiscal services including debt servicing costs, interest charges, transfers to reserves and contingency.

As of December 2016, total outstanding debt in the general operating fund is $10.7 million. Much of this debt was recently authorized to enable construction of Fire Hall 1. No additional debt issues are projected in the financial plan.

This remains well below the average municipal debt load for Municipalities in British Columbia.

The average family home is projected to pay $123 in 2016 property taxes to support debt servicing costs.

Long term financial planning, asset management, equipment replacement planning, insurance support and policy development are just some of the many other services provided.

MUNICIPAL SERVICES OPERATIONS &Finance ...continued


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• Government Finance Officers Association Financial Reporting Award

• Development Cost Charge Bylaw updated

• Long Term Financial Plan established

• Updated budget approach established

• Amenity Policy developed

• Contaminated Sites Liability Disclosure Policy implemented

• Developed Infrastructure (Asset Management) Report Card

• Increased investment returns through cash management


Actual2016

Actual2017 Plan

Employees 6 6 6 Accounts Receivable Invoices Issued 240 279 250 Cash Receipting Transactions Processed 39,230 39,727 40,000 Licensing Dog and Business licences issued 2,263 1,900 2,300 Payroll Transactions Processed 1,572 3,037 1,600

Collections $30.3 million

$30.5 million

$31 million

Tax Notices Issued 7,000 7,050 7,100 Homeowner Grants Processed New 5,123 5,175

Utility Billing Bills Issued 13,862 13,919 13,900 Invoices Processed 4,469 4,714 4,600 Credit card transactions New 217 300

Service PlanFive Year Financial Plan Prepared on time On Time On Time PlannedSustainable Infrastructure Plan Prepared on time New New On TimeGFOA Budget and Financial Statement Awards Achieved Achieved PlannedFinancial Statements completed on time On Time On Time PlannedUser Fees Reviewed on Time n/a n/a PlannedPolicy Reports Completed New 6 4

* This is an interim summary which will be refined as the Organizational Capacity Review is completed later in 2017

Account Payable

Property Taxation

Plans for 2017

User Fee and Amenity Review

Water and Sewer Utility Rate reviews

Purchase Policy Review

Utility E-Billing

Electronic Timesheeting

25-year Capital Plan


Continue refinement of Long Term Financial Planning and Asset Management

Develop internal capacity to provide broader range of support services


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The Information Technology Division manages a wide variety of computer and technologyservices for the Municipality that includes around-the-clock coverage for the District.

A geographically dispersed voice and data network system is maintained including specialized support for the Police and Fire Services.

Computer workstations, mobile computers, a networked phone system and smart phones are managed and a helpdesk service is provided for staff assistance. Core software products are maintained and upgraded as needed, secure internet access is provided and a Geographic Information System is supported. The Central Saanich Website is also coordinated by the Division.


Technology


• Implementation of the Building Inspection mobile application

• Upgrade of our Virtual Server environment

• Five Year Network Security Audit

• Website Strategy completed

Plans for 2017Replacement of desktop workstations for all staff

New website

New online GIS function for website

Business continuity plan

Upgrade of virtual server environment

Implementation of Security Audit recommendations

Tempest and VADIM upgrades


Continuation of GIS system improvements


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An Operational Support Sergeant position was created, along with the reestablishment of a full-time Executive Coordinator and a Community Engagement Officer. A Police Officer was also seconded to a new Integrated National Security Enforcement Team within the Capital Regional District

To meet staffing challenges due to retirements, experienced officers from the Calgary Police Service and Peel Regional Police Service were hired. Additionally, two new police recruits have also been hired to fill recent vacancies

A new strategic plan for 2017-2021 was completed

Excellent results were achieved in several serious criminal investigations and sensitive community issues

Training and Development of a Critical Incident Stress Management Team to support Police Officers mental wellness following traumatic events

The Central Saanich Police Service, through its governing Municipal Police Board, consists of 23 sworn members supported by four civilian staff, two volunteer Reserve Constables and several volunteers. They provide a professional level of Police Service with a strong commitment to community policing, integrated policing and multi-agency cooperation.

Police Service

The Police Board is chaired by Mayor Ryan Windsor and includes Mr. Del Elgersma, Ms. Wendy McDonald, Mr. John Rizzuti and Mr. Chris Tupper.

The Police Service is organized into the following sections; Uniformed Patrol, General Investigative Services, Community Policing, Traffic Safety and Administration.


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•

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Plans for 2017

The Strategic Plan will be implemented with appropriate community initiatives, targets and measures. Ongoing work will continue including external consultation

A continued focus on strengthening Crime Reduction strategies to target specific crime trends

Enhancement of our operational readiness and response through policy reviews, training, and strengthened partnerships

Continued development of human resource strategies to pro-actively address staff changes


Ongoing engagement with Capital Regional District partners to seek opportunities to enhance service effectiveness and efficiency

Strengthening involvement with the specialized integrated police teams to support our investigations and possible future opportunities to enhance CSPS police officer knowledge

Continued review of new provincial policing standards to determine the impact on operations and financial resources

Potential integration of dispatch/call taking services into one Vancouver Island Integrated Dispatch Center, resulting in a cost increase of approximately $200,000 in 2019/2020

The Real Time Intelligence Center may be implemented within the Capital Regional District resulting in a new shared cost to all policing partners

All Capital Regional District policing agencies will be purchasing new CREST radios


Police Service ...continued


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The Central Saanich Volunteer Fire Department provides the community with Fire and Life Safety Education, Fire Prevention Programs, Hazardous Material Response, First Responder Medical Aid and Emergency Fire and Rescue Response along with:


Fire Rescue

Structural firefighting for residential, commercial and industrial propertiesMedical 1st Responder coverage supplementing the BC Ambulance ServiceConfined Space Rescue Service Hazardous Material Spill ResponseHigh Angle Rope RescueFire Prevention, Inspection, Education and Fire Code EnforcementEmergency Preparedness Planning and ResponseCommunity CPR Training Fire and Life Safety Education and Fire Prevention Programs.

These services are also provided under a servicing agreement to both Tsawout and Tsartlip First Nations Lands.

The Fire Department is responsible for managing the Central Saanich Emergency Program.

The program provides for the continuity in government and preservation of life and property through a coordinated response by elected officials, municipal departments, volunteer services and outside agencies that are able to assist during a major emergency or disaster.

The Fire Chief is the Emergency Program Coordinator and responsible for maintaining the Emergency Plan, training and response capability.

The Department consists of the Fire Chief, an Administrative Assistant, Four Career Firefighters and 45 Volunteer Firefighters.


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Service metrics will begin to be introduced in the 2017 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.


• 98% of fire fighters training to National Fire Protection Association Standard 1001

• 930 fire and medical call responses

• 578 building safety inspections performed

Plans for 2017

Emergency exercise to test the District Emergency Plan

Complete design and tender process for new apparatus purchase in 2018

Review of fire and medical response plans and service delivery


Replacement of Self Contained Breathing Apparatus Units

Increased call volumes affecting volunteer firefighters

Response and duty officer coverage after hours and on weekends


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This department includes Planning, Building Inspections, Bylaw Enforcement and Community Services. The responsibilities of the staff include the administration of the Official Community Plan policies and municipal Land Use Bylaw, processing development and subdivision applications, regulating building construction, issuing business licences, planning for future development, maintenance and repair of municipal buildings, and managing use of park and community spaces on behalf of the community.

The prime responsibility of the Planning division is to ensure that neighbourhood and municipal objectives and policies in the Central Saanich Official Community Plan Bylaw are reflected in development which occurs in the municipality. Planning provides Council and committees with professional and technical advice on current and future land uses, and developing policy on items concerning housing, heritage, environment, energy efficiency, transportation, and agricultural land use. Staff manage a variety of permit processes including development permit and development variance permits, rezoning and Official Community Plan amendments, temporary use permits, Agricultural Land Reserve applications, environmental development permits, protected tree cutting permits and subdivision proposals. Planning staff also maintain municipal property records and respond to a myriad of property-related questions from owners, prospective investors, builders and various construction and development professionals.


Planning and Building Services


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Building Inspections staff regulates building construction, administer the BC Building Code and monitor construction relating to Building, Plumbing, Business Licence and Sign Permit applications.

Bylaw Enforcement works with citizens to maintain a healthy and safe environment to meet the expectations of the community. Staff investigate and enforce municipal bylaws according to Council policy; the majority of cases involve land use regulations, nuisance bylaws, building standards, business licensing or contracted services for animal control. This division also serves as the Business Licence Inspector.

The Community Services division is responsible for maintenance and repair to ensure the safe and uninterrupted operation of 25 District-owned buildings, plus coordination of agreements with community groups who operate from additional municipally-owned facilities. Staff is responsible for a variety of community and heritage structures, administration and planning of 38 parks and open spaces, heritage conservation and climate changes initiatives. (See separate Budget section for further detail).



Actual2016

Actual2017 Plan

Employees 7.7 7.7 8.7Planning and Development Applications Processed 40 32 34Subdivisions processed 10 2 6Building Permits Issued 190 175 200Building Inspections 1647 1460 1650Bylaw Inspections 396 365 400Referral Responses New New 25

Service PlanPlanning and Development Applications Processed on time New New 100%Subdivisons Processed on Time New New 100%Building Permits Issued on Time New New 100%Bylaw Complaints investigated within response standard New New 100%Business Licences Processed within response standard New New 100%Referral Responses completed on time New New 100%Planning Project Work Commitment New New 300 hours

* This is an interim summary which will be refined as theOrganizational Capacity Review is completed later in 2017


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Plans for 2017CRD Regional Growth Strategy bylaw arbitration

Public consultation on potential Moorage Regulations and development of Brentwood Bay Management Plan

Further implementation of Organizational Capacity Review pilot

OCP Amendment consultation (Rural Servicing & Growth Containment)

Public consultation on Housing: Residential Infill / Multi-Family Infill / Live-Work


OCP Amendment consultation (Regional Context Statement: 2018)

Sea Level Rise mapping (2018)

Biodiversity Network Mapping (2018)

Environmental DP Area Guidelines (2019)

West Keating area structure plan / master development plan (2018/19)

Industrial DP guidelines update / Keating streetcape (2019)

OCP Review (2019/20)


Planning and Building Services ...continued


• Consultation and input into the draft Regional Growth Strategy

• Adoption of bylaw establishing Agricultural Advisory Commission

• Adoption of updated bylaw for Advisory Planning Commission

• Update to Business Licensing Bylaw

• Initiation of regulatory review for Moorage, Derelict Vessels and Live-aboards

• Pilot Department for Organizational Capacity Review


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Community Services is responsible for ensuring the safe and uninterrupted operation of 25 District facilities, including the Municipal Hall/Police Station, two Fire Halls, Centennial Park Fieldhouse and Central Saanich Cultural Centre. A variety of community and heritage buildings such as West Saanich School, the Newman Farm buildings (15), public washrooms and two park residences are also managed. The Division is also responsible for Parks and Open Space planning and administration of 38 parks and open space areas, heritage conservation, climate action initiatives and the corporate gifting program.

To ensure the smooth operation of these facilities the Division actively manages the construction, maintenance, repair and day-to-day efficiency of many complex building systems. The recently completed Facilities Long-term Asset Management Plan (F-LAMP) will provide a roadmap for sustainable facility maintenance and equipment replacement for the next 20 years.


Community Services


Service metrics began to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.


• Implementation of the F-LAMP Program including restorative maintenance/ repairs of the Municipal Hall, Fire Station #1, Butterfield Park residence and Centennial Park buildings

• Replacement of light fixtures in the Council Chambers and Fire Station #2 Apparatus Bays to reduce energy use and maintenance costs

• 421 Park Use permits processed


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Plans for 2017Continue to implement F-LAMP recommendations with a focus on the Municipal Hall and Public Works facilities

Memorial Cenotaph project

Continue to implement actions which reduce GHG emissions and improve energy efficiencies

Newman Farmhouse restoration

Looking Ahead to 2018 - 2021Continue to implement F-LAMP recommendations

3-Phase Park Planning: 2018 - Park Priorities; 2019 - Trail Priorities and 2020 -Shoreline Access Priorities

Historic Buildings Inventory Update in 2019


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Engineering is responsible for all municipal infrastructure, which include 133 kilometres of paved roads, 2 kilometres of unpaved roads, 470 Street Lights, 80 traffic islands, 73 kilometres of storm sewers, 120 kilometres of drainage ditches, 100 kilometres of sanitary sewers, sewage pumps and lift stations, 130 kilometres of water main, pressure-reducing valves and booster pumps and 38 parks, playgrounds and open spaces and 28 beach accesses covering over 81 hectares.

The Department is comprised of two divisions: Engineering and Public Works. The Engineering Division is responsible for the design and implementation of all infrastructure and transportation systems.


EngineeringIn addition, the Division processes, approves and inspects of all works installed by private developers that become municipal property including:

Design and construction of roads, sidewalks, traffic control measures, drainage, sanitary sewers, and water mains, and planning of future servicing requirements.

Review and inspection of subdivision developments in the District

Responding to queries with respect to municipal servicing requirements from consultants, contractors, developers and residents.

Issuing soil deposit and removal permits, tree cutting permits in areas susceptible to soil erosion, driveway access permits and permits to work within municipal road allowance.


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The Public Works Division is responsible for the operation, maintenance and repair of

Transportation Systems: roads, bridges, traffic signals, streetlights, street signs, sidewalks, bus shelters and roadside litter control. Drainage Systems: Maintenance of storm drainage infrastructure including natural and constructed systems. Drainage network includes 32 kilometers of creeks, 73 kilometres of storm sewers and 120 kilometres of drainage ditches.

Parks: Maintenance of the Districts 38 Community, Neighbourhood and Passive Parks, trails, playgrounds and naturalized green spaces for public use. Integrated Turf, Plant Health and Urban Forest Management principles guide maintenance activities together with Water Management best practices and public safety.

Sanitary Sewer Collection Systems: sewer main repair and replacement and sewer lift station maintenance.

Water Supply Systems: water main and service repair and replacement, hydrant exercising, valve and meter maintenance, water sample testing and the maintenance of pressure regulating stations.




• Construction of Wallace Dr Bicycle Lanes Phase One

• Completion of Phase 2 of Sluggett Creek Channel Improvements

• Keating X Rd and West Saanich Rd Traffic Signals Upgraded

• Installation of new cycling wayfinding signage in partnership with CRD


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Plans for 2017

Complete design and feasibility review of Maber Flats Agricultural Drainage Facility

Complete replacement and upgrade of 1.4km of watermain in Brentwood Bay

Complete design of Brentwood Pump Station and Forcemain Replacement project

Complete repairs to both Municipal Dock Facilities

Continue to develop options for design and construction of Stellys Pathway subject to receipt of grant funding

Focus on pavement management plan including integrated multi-modal opportunities such as bike lanes and walkways

Installation of mid-block pedestrian crossing on East Saanich Rd in Saanichton

Complete upper Sluggett Channel Improvements


Initiate construction of Agricultural Drainage Facility in Maber Flats subject to receipt of grant funding

Refine Long Term Financial Plan for all infrastructure assets

Complete design of Martindale Retention System

Construction of Brentwood Pump Station and Forcemain Replacement

Continuing to implement improvements outlined by the ISMP in areas of ecological restoration, rainwater management, and best management practices.

Review LED Light Upgrade Program in 2018-2021

MUNICIPAL SERVICES OPERATIONS Engineering ...continued


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The Public Works Division of Engineering is responsible for the maintenance and repair of most infrastructure including roads, bridges, traffic signals, streetlights, street signs, sidewalks, bus shelters, roadside litter control, storm drainage, creeks and waterways maintenance, wastewater collection including sewer lift station maintenance, water main and service repair and replacement, hydrant, valve and meter maintenance, water sample collection and testing, and the maintenance of pressure regulating stations.

The Public Works Division is responsible for providing a variety of municipal services including:


Public Works Division

Improvements, operation and maintenance of: 133 kilometres of paved roads, 2 kilometres of unpaved roads, 470 Street Lights, 80 traffic islands, 73 kilometres of storm sewers, 120 kilometres of drainage ditches, 100 kilometres of sanitary sewers, sewage pumps and lift stations, 130 kilometres of water main, pressure- reducing valves and booster pumps.

Providing municipal service connections for water, sewer, and storm drains

Maintenance of municipal vehicles and equipment

Operation and maintenance of the Districts 38 Community, Neighborhood and Passive Parks, trails, playgrounds and naturalized green spaces for the public use.

Outdoor Recreation/Facility Programing is managed through the Community Services Division.

Management of materials in stores, Fleet services, and Administration round out the Public Works functional responsibility.




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• Completion of minor road restoration/repairs on Oldfield, (level course) and grind / Pave sections in the 2000 to 2400-Block of Keating X Rd & 7000-Block Wallace

• Completion of 2016 Chip seal program on Keating X Rd – from approximately Bryn Rd to Butler Crescent Oldfield Rd – from Keating X Rd to Bear Hill Rd, Island View Rd – from Dawson Rd to Homathko Rd, and Homathko Rd – Island View Beach parking lot

• Traffic Signal Upgrades at Keating X Rd & Oldfield

• Drainage improvements on Clearview Rd ,Verdier Ave and Island View Rd hatch replacement

• Agricultural Ditching Program (Approx. 4.6 Kms)

• Serviced approximately 1,400 core catch basins

• Recapped trail sections of trail within Centennial Park

• Completion of Centennial Park diamond #5 dugout Improvements

• Installed 2 respite benches on Mt Newton X Rd

• Installation of above ground fuel delivery system

• With funding from a $4,000 BC Hydro/Tree Canada Grant in 2016, over 300 trees/shrubs were planted throughout the District

• New bus shelters installed in partnership with BC Transit

Plans for 2017Continue to utilize condition assessment data for guiding maintenance priorities and developing long-term capital Infrastructure rehabilitiation programs

Resurfacing of pavement based on priorities identified in Pavement Management Plan including remaining sections on Keating X Rd @ Veyaness Rd

Replacement of drain main at the end of service life as identified by CCTV inspection program

Phase 1 of remediation of below ground Fuel Tanks at Public Works

Looking Ahead to 2018 - 2021Ongoing pavement management required due to infrastructure age

Replacement of drain mains due to infrastructure age and increased maintenance costs

Ongoing implementation of vehicle replacement plan

Remediation of below ground Fuel Tanks at Public Works and other environmental remediation of the transfer station and concrete mixing station


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The District’s water supply system is part of the Saanich Peninsula Water System which receives its water supply from the Capital Regional District Integrated Water System through Bear Hill Reservoir and the Alderly PRV. There are two CRD transmission mains crossing the District with 11 supply points to the municipal distribution network. The District’s water system network consists of 125 km of water mains ranging in diameter from 50 mm to 300 mm. Within the distribution network, there are ten pressure zones, two active pump stations, one reservoir, and nine PRV stations. Because the municipal water system is closely intertwined with the Saanich Peninsula Water System, some of these facilities are owned and operated by the CRD.

The system also includes 4200 meter services and 480 Hydrants. It is maintained by the Public Works Department and is self-financed from water charges on a user pay basis. Water service is provided to both the Tsartlip and Tsawout First Nations via service agreement.

The Utility provides safe drinking water for domestic, commercial, agricultural and emergency use and meets applicable firefighting standards, health standards and the Drinking Water Protection Act.

Maintenance activity remained consistent with previous years in 2016. The department repaired 15 Main breaks, flushed 151 kilometres of pipe, replaced 300 water meters and 11 hydrants, exercised 480 hydrants and serviced 30 air valves.


Water Utility




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• Derrinberg Rd Water Main Replacement

• Veyaness Rd Watermain Replacement

• Meter Replacement Program (Approx. 400)

• Valve/Hydrant Replacement Program (Tanner Rd valves, 8 hydrants)

• The Air Valve Maintenance Program (30 air valves serviced)

• Oldfield booster station improvements

• PRV stations and booster station maintenance

• VFD’s (Variable Frequency Drives) have been installed into Arthur pump station

• Repaired unscheduled water main breaks

Plans for 2017Develop a minimum of two capital projects suitable for Infrastructure Canada Grant Funding Programs. Should grant funding be received, continue construction of the Brentwood Bay Area Fire Protection water supply improvements – in 2016 the Brentwood area is identified as the Phase I.

Complete Long Term Financial Plan for Water Utility.

Complete design of Brentwood Bay Fire Protection Water Supply Improvements - Phase II.

Complete Design of Oldfield Rd Main Replacement.

Looking Ahead to 2018 - 2021Maintain a minimum of two capital projects suitable for Infrastructure Canada Grant Funding Programs. Should grant funding be received, continue construction of the Brentwood Bay Area Fire Protection water supply improvements – Phase II.

Continue to increase replacement of infrastructure in accordance with the Water Supply Master Plan and increase capital spending toward reaching minimum replacement levels by 2023.


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The Sewer Utility operates a sanitary only sewer collection system in four core areas (Brentwood Bay, Saanichton, Keating Ridge and Turgoose Point) that consists of 89 kilometres of gravity sewers, 5 kilometers of force mains, 3.9 kilometres of siphons and 15 lift stations. The system is interconnected with Tsartlip First Nation and two Capital Regional District lift stations. The Tsawout First Nation operates its own system and is not connected to the District’s network.

There are approximately 3800 household and business connection and 2800 manholes. The system is maintained by the Public Works Department and is self-financed from sewer charges on a user pay basis. Effluent is transferred through the system to a Peninsula Unified Treatment plant operated by the Capital Regional District located in North Saanich. The cost of operating the treatment system is shared by the Peninsula municipalities and recovered by a property tax levy charged to all Central Saanich taxpayers.

In September 2015 a Sewer Master Plan was approved and outlines a long term approach to replacement of infrastructure, environmental protection improvements and upgrading of the system. A near term plan for an estimated $3.8 million in capital improvements is suggested. Maintenance activity remained high in 2015. Installed 3 new services, flushed 6.5 kilometers of pipe, serviced 17 lift station and repaired or sealed 20 manholes under the Inflow and Infiltration Program.

The 2016 Budget is based on a sewer rate of $1.217 per cubic meter. This is an increase of 5% and for an average single family this would be $299.38 per year or an increase of $14.27 (5.00%) over 2015.


Sewer Utility


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• Sewer Main Replacement (Derrinberg Rd)

• 8 new Sewer service connections installed

• Sewer Force Main Design (Sluggett Ave. between Hagan & Brentwood Stations)

• In-flow and infiltration (I&I) reduction program (smoke testing)

• Sewer Main Line Flushing (5,000m)

• Annual Sewer Video Inspection Program

• (VFD) Variable Frequency Drive upgrades (Arthur Station)

Plans for 2017Develop a minimum of two capital projects from the Sewer Master Plan suitable for Infrastructure Canada Grant Funding Programs. Should grant funding be received, continue construction of the Hagan Pump Station Phase I and II projects

Complete Long Term Financial Plan for Sewer Utility

Maintain & service the sewer collection utility infrastructure in addition to project related services

Sewer Master Plan provides guidance on sewer project improvements and work is coordinated with construction of underground infrastructure to maximize economies of scale

In-flow and infiltration (I&I) reduction program (smoke testing) & manhole upgrading

Sea Dr forcemain replacement

Replace line on Marchant Rd between Hagen Rd and Wallace Dr

Looking Ahead to 2018 - 2021Maintain focus on operating cost efficiencies to provide flexibility for capital program funding

The capital program will progress in accordance with Sewer Master Plan – next stages being continuation of the Hagan Pump station project, and the next stage of the Sluggett Forcemain Upgrade

Increase funding to reach Sustainable Infrastructure levels


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FINANCIALS


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REPORT FROM DIRECTOR OF FINANCIAL SERVICES I am pleased to present the District of Central Saanich audited financial statements for the year ended December, 31, 2016. The financial statements are the responsibility of the Districts management and have been prepared in compliance with Section 167 of the Community Charter and in accordance with generally accepted accounting principles approved by the Public Sector Accounting Board (PSAB). The District maintains a system of internal controls, including policies and procedures, designed to safeguard the assets of the corporation and provide reliable financial information. The Financial Statements have been audited by KPMG LLP who has expressed that in their opinion these statements present fairly in all material respects, the financial position of the District as at December 31 2016. The District continued to build its financial position in 2016, reflecting an ongoing commitment to meet future financial obligations. Consolidated revenues increased by $400,000 from 2015, slightly above budget for the year. Property taxation, and utility fees are the primary drivers of that increase. Expenses increased by $1 Million over 2015. Over 1.4 Million in capital assets were acquired during the year and net financial assets improved from $5.7 million to $8.3 million. Consolidated accumulated surplus also improved to $97.1 million.

This balance consists primarily of an increased investment in tangible capital assets, growth in reserve funds and a small portion of operating fund surplus which is available for future spending. The District’s commitment to good governance and prudent financial management is reflected in its financial policies and procedures, increasing investment in sustainable replacement of infrastructure, and balanced use of reserves and debt financing. Looking forward, we plan to further refine our Asset Management Plan in 2017 and continue progress toward reaching sustainable infrastructure replacement funding levels within a reasonable timeframe. Sincerely Paul MurrayDirector of Financial ServicesJune 12, 2017


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Government Finance Officers Association

Canadian A ward for

Financial Reporting

Presented to

The Corporation of the District of Central Saanich, British Columbia

For its Annual

Financial Report

for the Year Ended

December 31, 2015

Executive Director/CEO

Lt .


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STATISTICS


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Taxable Property Assessments 2012-2016

2012 2013 2014 2015 2016Residential 3,201,876,203 3,118,653,175 3,068,157,151 3,092,568,759 3,241,030,335 Utilities 934,300 932,400 929,000 921,300 922,300 Light Industry 72,698,800 75,571,200 76,727,800 76,949,100 76,421,500 Business/Other 376,977,600 384,483,050 389,511,050 394,814,650 409,344,350 Recreational/Non Profit 24,168,600 24,263,700 23,797,600 22,154,000 22,806,600 Farm 6,792,928 7,101,462 7,113,680 7,033,608 6,651,645

3,683,448,431 3,611,004,987 3,566,236,281 3,594,441,417 3,757,176,730

New Construction

2012 2013 2014 2015 2016Construction Permits 323 333 332 371 312 Construction Value ($Millions) 18,614,000 22,680,000 32,350,000 24,180,000 23,915,000 New Construction Taxable Assessment 35,321,410 15,364,219 18,694,256 35,427,437 87,408,713 Taxes Generated from New Growth 114,176 66,830 81,416 138,812 330,512

Population Statistics

2012 2013 2014 2015 2016

16,322 16,353 16,456 16,590 16,814


100

Property Tax Revenue

2012 2013 2014 2015 2016Municipal 12,451,566 13,155,688 13,639,656 14,222,783 14,916,741 BC Assessment 278,690 278,546 276,756 268,257 257,019 Regional District 5,748,145 5,740,426 5,549,879 5,611,652 5,694,681 Municipal Finance Authority 881 873 867 874 909 Transit 1,193,099 1,329,020 1,412,094 1,405,620 1,405,850 School 8,436,232 8,564,664 8,655,409 8,548,933 8,331,747

Total Current Taxes Levied 28,108,613 29,069,217 29,534,662 30,058,119 30,606,947

Current Taxes Collected 26,697,043 27,405,460 27,421,516 27,993,789 28,372,713

Percentage 95% 94% 93% 93% 93%

Property Tax Rates

2012 2013 2014 2015 2016

Residential 3.00101 3.24787 3.41946 3.54477 3.56936 Utilities 15.23102 15.59560 15.96889 16.42223 16.51303 Light Industry 5.14823 5.25667 5.44549 5.60722 5.72312 Business/Other 6.09235 6.27325 6.38584 6.56889 6.60522 Recreationa/Non-Profit 6.71896 7.02838 7.36313 8.22816 8.59184 Farm 3.70024 3.83995 3.94845 4.10439 4.48461

Total (including School, Regional & Other)Residential 6.45334 6.79216 6.96616 7.06084 6.92889 Utilities 38.16111 38.21671 37.86844 38.26246 38.04214 Light Industry 12.02277 13.94730 15.80454 15.70993 15.31958 Business/Other 16.91135 16.94037 16.76820 16.70310 16.20779 Recreational/Non-Profit 13.39501 13.67394 13.89975 14.86630 15.04384 Farm 9.21090 9.33885 9.37557 9.53024 9.96897

Municipal (including Police, Infrastructure, Debt, Library)


101

Debt and Debt Servicing - Outstanding balances (In Thousands)

2012 2013 2014 2015 2016East Saanich Road Renewal 2,804 2,042 1,913 1,764 1,621 Mt. Newton/Senanus Water Main 1,000 1,000 1,086 883 673 Fire Hall 2,500 5,500 5,500 8,524 8,303 Centennial Park Tennis Courts 639 479 320 160 -

Total 6,943 9,021 8,819 11,331 10,597

Long Term Debt Per Capita 173 126 190 707 630 Total Debt Per Capita 429 558 558 717 630 Annual Long Term Debt Servicing 377 377 218 600 1,031

Debt Servicing Limit 5,636 5,862 5,615 5,729 5,946 % Used 7% 6% 4% 10% 17%Debt Service Capacity Available 5,259 5,485 5,397 5,129 4,915

Principal Corporate Taxpayers

BUTCHART GARDENS LTD. 530,960$ WHITEROCK 2261 KEATING CROSS RD. VICTORIA INC. 475,504 BUTLER BROS SUPPLIES LTD. 393,061 E J C DEVELOPMENTS LTD. 358,309 BC HYDRO & POWER AUTHORITY 313,058 PIONEER SQUARE HOLDINGS LTD. 308,564 417201 BC LTD. 252,274 RAVENS LANDING INDUSTRIAL PARK 169,232 SHERWOOD INDUSTRIES 159,645 SEABOARD INDUSTRIES LTD. 148,026 KEATING SELF-STORAGE 141,594 POWER MEASUREMENT LTD. 133,853 FOREBASE VICTORIA HOLDINGS LTD. DBA BRENTWOOD BAY RESORT & SPA 129,453 FORTIS ENERGY (VANCOUVER ISLAND) INC. 126,864 409417 BC LTD. 115,431 HOCHOY INVESTMENTS LTD. 113,600 LOCHSIDE APARTMENTS 109,968 HARBOUR CITY FINANCIAL CORP. 105,871 O K INDUSTRIES LTD. 104,644 EAGLE BAY HOLDINGS LTD. 103,600


102

Community Grants, Service Contracts, Leases and Permissive Tax Exemptions (Continued)

Organization GrantService

Contract LeaseTax

Exemption Total676 Kittyhawk Air Cadet Squadron 1,000 - 1,000 Anglican Synod Diocese of BC - 50,698 50,698 Beacon Community Services 6,500 29,323 35,823 Bishop of Victoria - 10,079 10,079 Boys and Girls Club 20,000 1 5,366 25,367 Brentwood Bay Community Association 4,250 - 4,250 Brentwood Community Club - 11,102 11,102 Centennial Park Fellowship Baptist Church - 12,155 12,155 Centra Saanich Senior Citizen's Association 5,000 16,947 21,947 Central Saanich & District Fast Pitch Association 750 - 750 Central Saanich Lawn Bowling Club - 1 7,676 7,677 Central Saanich Lions Club - 1 6,198 6,199 Community Arts Council of the Saanich Peninsula 500 - 500 Friendship Community Church - 11,794 11,794 Growing Young Farmers Society 2,500 - 2,500 Jehovah's Witness Congregation - 895 895 Navy League of Canada Saanich Peninsula Branch 1,000 - 1,000 NEED2 Crisis and Information Line 1,000 - 1,000 North & South Saanich Agricultural Society - 1,393 1,393 Peninsula Celebrations Society 600 - 600 Peninsula Country Market Society 2,000 Peninsula Dry Grad Society 1,350 - 1,350 Peninsula Figure Skating 500 - 500 Peninsula Lacrosse Association 500 - 500 Peninsula Piranhas Swim Club 500 - 500 Peninsula Soccer Association 500 - 500 Peninsula Streams 11,000 15,000 - 26,000 Saanich Historical Artifact Society 5,750 1 22,325 28,076 Saanich Inlet Lifeboat Society 2,000 - 2,000 Saanich Marine Rescue Society 4,750 - 4,750 Saanich Pioneer Society 17,250 - 17,250 Saanichton Bible Fellowship - 7,590 7,590 Saanichton Village Association 4,000 - 4,000 Seachange Marine Conservation Society 1,000 - 1,000 Sidney North Saanich Memorial Park Society 4,250 - 4,250 Society of St. Vincent de Paul of Vancouver Island - 22,513 22,513 South Vancouver Island Zone Housing - 125,087 125,087 Terry Fox Foundation - The Terry Fox Run 157 - 157 Shady Creek Brentwood Bay United Church 27,138 27,138 Victoria Association for Community Living - 10,892 10,892 Victoria Compost and Conservation Education Society 500 - 500 Victoria Hindu Parishad - 4,859 4,859 Volunteer Victoria 375 - 375

Total 99,482 15,000 4 384,030 496,516


103

Summary of Financial Results

(in $000's) 2012 2013 2014 2015 2016

FINANCIAL POSITION

Financial Assets 17,071$ 18,302$ 21,129$ 25,734$ 28,711$ Liabilities 16,276 18,210 17,671 19,998 20,387

Net Financial Assets/(Debt) 795 91 3,458 5,735 8,324 Non-financial Assets 94,650 95,982 92,511 91,070 88,815 Accumulated Surplus, End of year 95,445$ 96,073$ 95,969$ 96,805$ 97,139$

STATEMENT OF OPERATIONS

Revenue 23,632$ 25,807$ 25,146$ 26,323$ 25,397$ Expenses 24,993 25,179 25,250 25,487 25,063

Annual Surplus/(Deficit) (1,361) 628 (104) 836 334 Accumulated Surplus, beginning of year 96,806 95,445 96,073 95,969 96,805 Accumulated Surplus, end of year 95,445$ 96,073$ 95,969$ 96,805$ 97,139$

ACCUMULATED SURPLUSTangible Capital Assets 87,614$ 86,474$ 83,140$ 79,208$ 77,566$ Reserves 6,098 6,398 9,513 10,675 9,141 Operating Surplus/(Deficit) 1,732 3,200 3,316 6,922 10,432

Accumulated Surplus, end of year 95,444$ 96,073$ 95,969$ 96,805$ 97,139$


104

Consolidated Revenue by Source

(in $000's) 2012 2013 2014 2015 2016

Property Taxation 12,898$ 13,598$ 14,094$ 14,653$ 15,385$ Sales of Services 8,764 8,715 7,885 8,769 7,927 Government Transfers 1,475 973 2,432 1,362 1,184 Investment Income 168 118 37 268 342 Developer Contributions 316 608 580 626 268 Other 7 1,795 117 644 291

23,629$ 25,807$ 25,146$ 26,323$ 25,397$

Consolidated Expenses by Object

(in thousands) 2012 2013 2014 2015 2016

Salaries, Wages & Benefits 10,589$ 10,547$ 10,957$ 11,250$ 11,287$ Supplies, Materials & Other 4,304 3,610 3,526 3,763 4,100 Contracted Services 5,761 6,527 6,204 5,896 5,225 Other 149 252 225 321 391 Amortization of Tangible Assets 4,191 4,244 4,337 4,257 4,060

24,993$ 25,179$ 25,250$ 25,487$ 25,063$

Consolidated Expenses by Function

(in thousands) 2012 2013 2014 2015 2016

General Government 2,577$ 3,086$ 2,986$ 2,981$ 3,214$ Protective Services 7,029 6,923 7,282 7,406 7,483 Transportation Services 5,702 5,629 5,598 5,271 5,803 Environmental and Development S 378 299 345 343 375 Parks and Cultural Services 2,580 2,518 2,596 2,672 2,606 Water Utility 3,687 3,509 3,645 3,885 4,278 Sewer Enterprise 2,891 2,996 2,569 2,604 855 Other Fiscal Servcies 149 218 228 325 449

24,993$ 25,179$ 25,250$ 25,487$ 25,063$


105

Acquisition of Tangible Capital Assets

(in thousands) 2012 2013 2014 2015 2016

Land -$ -$ 399,824$ 1,653,879$ 35,000$ Land Improvements 4,023 76,610 83,548 111,022 38,000 Buildings 92,692 8,673,316 207,383 44,837 87,634 Equipment and Vehicles 1,019,705 370,643 - 283,652 697,782 Roads Infrastructure 166,256 - - 338,650 287,318 Sewer Infrastructure 217,137 185,562 269,558 157,875 197,798 Water Infrastructure 65,800 239,557 130,797 202,954 401,824 Other Assets 3,315,355 370,140 246,278 214,405 119,565

4,880,968$ 9,915,828$ 1,337,388$ 3,007,274$ 1,864,921$


106

LÁU, WELNEW (Mount Newton) in the background, with Newman Farm

in the foreground.

Photograph taken by the late John Newman


107

In the beginning it was the Saanich teaching to look after Mother Earth. All of the animals, the birds, the trees and the salmon, even the wind, were, and still are, people.

For many years the people remembered the words of the creator (XÁLS) and there was a long period of happiness and plentiful food. Then they began to forget those teachings.

The creator’s feelings were hurt that the people began to forget his good teachings, so the cre-ator told the people that a great flood would come and said: “You prepare yourselves.”

The people prepared a cedar rope and gathered their food and all of their possessions. The tide waters began to rise. The people loaded all of their belongings into their canoes.

Some people did not heed XÁLS teachings. They were not prepared and were washed away. Their canoes were destroyed.

The water rose higher and higher. The people paddled to the highest mountatin nearby. The trees were still above the water. They tied themselves to an arbutus tree on top of the moun-tain.

Soon the tops of the trees were covered with water. They were afraid and prayed to survive the great flood. They asked XÁLS to take pity on them.

After many days, a crow came and landed on the bow of the canoe. He was carrying a stick and was talking to the people. The crow had brought the good news.

Suddenly a mountain began to emerge in the distance. One of the men said, “NI QENNET TTE WSÁNEC”, (translated means, “Look at what is emerging”), as he pointed to the mountain emerging in the distance.

Before they left the mountain, they gathered around the huge coil of cedar rope and gave thanks. They said from now on this mountain will be called LÁU,WELNEW (Place of refuge). They also said, “We will be called the WSÁNEC” (The emerging people).

XÁLS heard their prayers. XÁLS said he would not punish the people by flood again. The people who were saved are the ancestors of the Saanich Tribe today.

T his is our heritage.Author Unknown. “The Legend of LÁU,WELNEW” Retrieved from URL http://wsanecschoolboard.ca/

THE LEGEND OF LÁU, WELNEW

District of Central Saanich

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