Metro Vancouver - 2020-2024 Financial Plan · 2019. 10. 23. · 2020-2024 Financial Plan BOARD...

2020-2024 Financial Plan

BOARD BUDGET WORKSHOP

OCTOBER 23, 2019

33008714

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Metro Vancouver Board Budget Workshop

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Metro Vancouver Financial Planning• Board Strategic Plan• Regional Management Plans• 5 Year Financial Plan• 30 Year Financial Plan• Corporate Allocation Policy• Reserves Policy• Financial Management Policy• Asset Management Policies

Board Strategic Plan Workshop• April 2019 – 30 Year Vision

METRO VANCOUVER F INANCIAL PLANNING


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Financial Plan Review Process• Senior Management Review – May to August• Metro Vancouver Standing Committees - October• Regional Advisory Committees – October• Board Budget Workshop – October• Council of Councils – October• Budget Decision – November 1

Financial Plan Themes• Regional Growth• Environmental Sustainability• Financial Sustainability• System Stewardship• Regulatory and Legislative

Environment

METRO VANCOUVER F INANCIAL PLANNING


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BOARD BUDGET WORKSHOP AGENDAS TA N D I N G C O M M I T T E E R E P O R T S

• Program Description• Board Strategic Plan Direction• Regional Management Plan Direction

• 2020 Budget and Five Year Financial Plans• Budget Themes• Operating Budget Highlights• Communication Program• Capital Budget Highlights• Reserve Funds

• Work Plan Performance Indicators• Consistency with 2019-2023 Financial Plan

• Approval Process• Financial Implications• Report Attachments

• 2020-2024 Financial Plan• 2020-2024 Capital Budget Summary• 2020 Work Plans• 2020-2024 “What’s Happening”• 2020-2024 Projected Reserves• Organizational Chart


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2 0 2 0 B U D G E T A N D 2 0 2 0 – 2 0 2 4 F I N A N C I A L P L A N O V E R V I E WMetro Vancouver Board Budget Workshop

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2 0 1 8 PROJEC T I O N FO R 2 0 2 0 B UD G E T

$907.4 M Proposed 2020 Budget

$40 Increase for the average household in 2020(Water: $17, Liquid Waste: $21, Solid Waste: $1, MVRD: $1)

$574 Average annual costs for all Metro Vancouver services

Attachment 1 – Page 1Metro Vancouver Board Budget Workshop

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2 0 1 9 PROJEC T I O N FO R 2 0 2 0 B UD G E T





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2 0 2 0 B UD G E T OV E RV I E W – E X P E ND I T U RES

Water District

35%Liquid Waste

37%

Solid Waste

13%

Regional District

9%Housing Corporation

6%

2019$ in millions

2020$ in millions

% Change

Water District $290.7 $309.1 6.4%

Liquid Waste $310.9 $328.3 5.6%

Solid Waste $107.2 $114.1 6.5%

Housing $51.2 $52.3 2.0%

Regional District $76.4 $86.3 12.9%

Total Expenditures

$836.4 $890.1 6.4%


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2 0 2 0 - 2 0 2 4 F I N A N C I A L P L A N O V E R V I E W – E X P E N D I T U R E S

($ in millions) 2019 2020 2021 2022 2023 2024

Water District $290.7 $309.1 $328.5 $359.0 $396.2 $439.0

Liquid Waste $310.9 $328.3 $371.3 $425.3 $475.8 $518.4

Solid Waste $107.2 $114.1 $122.3 $127.8 $136.1 $141.4

Housing $51.2 $52.3 $53.4 $57.0 $58.0 $61.8

Regional District $76.4 $86.3 $92.0 $98.5 $105.2 $112.0

Total Expenditures

$836.4 $890.1 $967.5 $1,067.6 $1,171.3 $1,272.6

% Change 6.4% 8.7% 10.3% 9.7% 8.7%

Prior Year Forecast Total Expenditures

$907.4 $1,003.9 $1,114.5 $1,210.4


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2 0 2 0 B UD G E T OV E RV I E W – R E V E NUE S O U RC ES

2019$ in millions

2020$ in millions

% Change

Water Sales $286.9 $307.2 7.1%

Liquid Waste Levy

$255.8 $274.2 7.2%

Solid Waste Tipping Fee

$98.4 $105.8 7.6%

Housing Rents

$39.3 $40.4 2.8%

MVRDRequisition

$61.2 $71.8 17.3%

OtherRevenue

$69.5 $72.1 3.8%

Transfer from Reserves

$25.3 $18.6 (26.7%)

Total $836.4 $890.1 6.4%

Water Sales34%

Sewer Levy31%

Solid Waste Tipping Fee

12%

Housing Rents

5%

Tax Requisitions

8%

Transfer from Reserves

2%

Other Revenue8%

(*) Other Revenue include external revenues, Liquid Waste industrial charges, DCCs


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2 0 2 0 - 2 0 24 F I NA NC IAL PL A N OV E RV I E W – R E V E NUE

($ in millions) 2019 2020 2021 2022 2023 2024

Water Sales $286.9 $307.2 $326.7 $357.3 $394.5 $437.4

Liquid Waste Levy $255.8 $274.2 $306.8 $347.6 $386.5 $416.3

Solid Waste Tipping Fee $98.4 $105.8 $112.5 $117.8 $125.9 $130.9

Housing Rents $39.3 $40.4 $41.5 $45.1 $46.3 $50.1

MVRD Requisition $61.2 $71.8 $79.5 $86.6 $93.4 $100.4

Other Revenue $69.5 $72.1 $84.5 $99.8 $112.3 $127.8

Transfer from Reserves $25.3 $18.6 $16.0 $13.4 $12.4 $9.7

Total Revenues $836.4 $890.1 $967.5 $1,067.6 $1,171.3 $1,272.6

% Change 6.4% 8.7% 10.3% 9.7% 8.7%

Prior Year Forecast Total Revenues

$907.4 $1,003.9 $1,114.5 $1,210.4

(*) Other Revenue include external revenues, Liquid Waste industrial charges, DCCs

Attachment 1 – Page 2


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2019 2020 2021 2022 2023 2024

Water District $172 $178 $186 $201 $218 $239

Liquid Waste $250 $264 $290 $322 $352 $372

Solid Waste $58 $62 $65 $68 $70 $73

Regional District $55 $64 $69 $74 $79 $84

Total Household Impact $535 $568 $610 $665 $719 $768

% Change 5.9% 7.7% 8.9% 8.2% 6.7%

Prior Year Forecast $576 $625 $680 $723

2 0 2 0 - 2 0 2 4 F I N A N C I A L P L A N – H O U S E H O L D I M PA C T 1

1 Average based on $1.255 Million assessed home value.



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2 0 2 0 - 2 0 2 4 F I N A N C I A L P L A N – C A P I TA L E X P E N D I T U R E S

($ in millions) 2019 2020 2021 2022 2023 2024

Water $231.4 $397.5 $449.7 $496.5 $522.7 $540.8

Liquid Waste $564.9 $883.4 $759.9 $529.5 $617.8 $634.1

Solid Waste $89.2 $88.5 $81.6 $52.4 $18.8 $41.6

Housing $21.3 $25.3 $31.5 $19.1 $6.6 $-

Regional Parks $15.9 $19.9 $23.9 $29.4 $32.2 $37.3

Total Capital Expenditures $922.7 $1,414.6 $1,346.6 $1,126.9 $1,198.2 $1,253.8


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2 0 2 0 - 2 0 2 4 F I N A N C I A L P L A N OV E RV I E WTOTA L E X P E N D I T U R E S

($ millions) 2019 % 2020 % 2021 % 2022 % 2023 % 2024 %

Operations $482.2 57.7% $498.0 55.9% $516.6 53.4% $529.2 49.6% $547.1 46.7% $547.8 43.1%

Debt Service $135.8 16.2% $135.0 15.2% $175.0 18.1% $237.7 22.3% $294.9 25.2% $357.7 28.1%

Contribution to Capital

$218.4 26.1% $257.1 28.9% $275.9 28.5% $300.7 28.1% $329.3 28.1% $367.1 28.1%

Total $836.4 $890.1 $967.5 $1,067.6 $1,171.3 $1,272.6

28.8%


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WATER SERVICESGREATER VANCOUVER WATER DISTRICTMetro Vancouver Board Budget Workshop

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WATER SERVICES OVERVIEW

• Household Impact for 2020: $178 (prior year projection: $189)

COMPARISON TO PRIOR YEAR PROJECTION

• Decrease in contribution to capital (‘pay as you go’)

• Favourable borrowing rate assumptions compared to prior year cycle


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$ millions 2019 2020 % Change

Water Sales $286.9 $307.2 7.1%

Other External Revenues

$1.6 $1.6 3.5%

Reserves $2.2 $0.3 (85.2%)

Total Revenues

$290.7 $309.1 6.4%

2020 WATER SERVICES BUDGET OVERVIEW

Revenues Expenditures


Operating $114.9 $114.5 (0.3%)

Debt Service $72.7 $67.6 (7.0%)


$103.1 $127.0 23.2%

Total Expenditures

$290.7 $309.1 6.4%


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2 0 2 0 WAT E R S E RV I C E S E X P E N D I T U R E S H I G H L I G H T S

Budget Highlights/Key Actions Include:• Collaborate with GVWD members regarding implementation of the Drinking Water

Conservation Plan.• Secure water licence(s) for the additional water allocation from the Coquitlam source

following execution of the new BC Hydro/GVWD Water Use Agreement• Continue development of a Facility Master Plan that aligns with Metro Vancouver’s Water

Supply Outlook 2120. • Continue development of an updated Drinking Water Management Plan.• Continue to develop the Asset Management Program for Water Services including Asset

Assessment Plans and individual facility Asset Management Plans.

Proposed Staffing Changes:• 3 Senior Project Engineers – Standby power projects and Asset Management Program• 1 Utility Systems Operator II – Asset condition assessment and Field Operations support• 1 Engineering Technician II – Regulatory environmental compliance reporting


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2020 WATER SERVICES CAPITAL PROGRAM

2020 Capital Program - $397.5 Million

2020 Major Capital Projects• Second Narrows Crossing (Tunnel)• Annacis Main No.5 (Main and Tunnel)• Coquitlam Main No. 4• Kennedy-Newton Main • Fleetwood Reservoir• Hellings Tank No. 2• Central Park Main No.2• Douglas Road Main No. 2

Growth$129.7M

Opportunity$1.0M

Resilience$132.5M

Maintenance$115.2M

Upgrade$19.1M

Attachment 1 – Pages 4-13Metro Vancouver Board Budget Workshop

2020 - 2024 Capital Program is $2.41B 2020 – 2024 Major Capital Projects

• Second Narrows Marine Crossing

• Annacis Marine Crossing

• Kennedy Newton Main

• Coquitlam Main No. 4 (Central Section)

• Coquitlam Intake No. 2 (Tunnel and Treatment)

• Coquitlam Main No. 4 (South Section)

• Capilano Main No. 5 (South Shaft to Lost Lagoon)

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2 0 2 0 - 2 0 2 4 WAT E R S E RV I C E S C A P I TA L P R O G R A M

Growth$1,163.6M

Opportunity$3.8M

Resilience$624.2M

Maintenance$543.0M

Upgrade$72.7M

Attachment 1 – Pages 4-13Metro Vancouver Board Budget Workshop

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2 0 2 0 - 2 0 2 4 WAT E R S E R V I C E S “ W H AT ’ S H A P P E N I N G ” S U M M A R Y

• 2020: Secure water licence(s) for the additional water allocation from the Coquitlam sourceContinue development of an update to the 2011 Drinking Water Management PlanCommence preliminary design of Coquitlam Intake No. 2 projectCommence construction of Annacis Water Supply Tunnel

• 2021: Complete the Dam Safety Review for Seymour Falls DamDevelop Water Reuse Best Practices GuideComplete construction of Capilano Raw Water Backup Power FacilityCommence construction of Stanley Park Water Supply Tunnel

• 2022: Complete construction of Fleetwood ReservoirCommence construction of Cape Horn Pump Station No. 3CWTP Ozone Backup Power ConstructionBarnston/Maple Ridge PS Backup Power


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2 0 2 0 - 2 0 2 4 WAT E R S E R V I C E S “ W H AT ’ S H A P P E N I N G ” S U M M A R Y

• 2023: Dam Safety Review for Cleveland DamCommence conceptual design of Lulu Island - Delta Main No. 2 Marine CrossingComplete Douglas Road Main No. 2 (Still Creek Section)Complete Environmental Management System (EMS) for Water Services

• 2024: Complete construction of Second Narrows Water Supply TunnelDrinking Water Conservation Plan ReviewComplete construction of Kennedy-Newton MainComplete construction of Annacis Main No. 5 (North)


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2 0 2 0 - 2 0 2 4 WAT E R S E RV I C E S F I N A N C I A L S U M M A RY

2019 2020 2021 2022 2023 2024

Revenues $290.7 M $309.1 M $328.5 M $359.0 M $396.2 M $439.0 M

Expenditures

Operating Programs $88.4 M $88.0 M $91.2 M $94.3 M $97.3 M $100.8 M

Admin/Support $2.1 M $2.2 M $2.2 M $2.3 M $2.3 M $2.4 M

Communications $0.5 M $0.5 M $0.5 M $0.5 M $0.5 M $0.5 M

Centralized Support $23.9 M $23.8 M $24.8 M $24.6 M $24.5 M $25.4 M

Debt Service $72.7 M $67.6 M $76.8 M $96.0 M $117.3 M $140.5 M


$103.1 M $127.0 M $133.0 M $141.3 M $154.3 M $169.4 M

Total Expenditures $290.7 M $309.1 M $328.5 M $359.0 M $396.2 M $439.0 M



2019 2020 2021 2022 2023 2024

Total Expenditures($ Millions)

$290.7 $309.1 $328.5 $359.0 $396.2 $439.0

% Change 6.4% 6.2% 9.3% 10.4% 10.8%

Blended Water Rate ($/m3) $0.7395 $0.7836 $0.8315 $0.9049 $0.9949 $1.0953

Blended Water Rate Change from Prior Cycle ($/m3)

$0 ($0.036) ($0.078) ($0.112) ($0.140) N/A

Total Capital Expenditures ($ Millions)

$231.4 $397.5 $449.7 $496.5 $552.7 $540.8

Household Impact ($) $172 $178 $186 $201 $218 $239

% Change 3.0% 4.9% 7.7% 8.8% 9.3%

Household Impact Change from Prior Cycle ($)

($11) ($21) ($28) ($35) N/A

2 0 2 0 - 2 0 24 WAT E R S E RV I C ES F I N A NCI AL S U M M A RY


WAT E R S E RV I C E S – W H O L E S A L E WAT E R R AT E C O M PA R I S O N W I T H OT H E R J U R I S D I C T I O N S

REGION/JURISDICTION2019 Wholesale Water

Rate (CDN$)

San Francisco Water, CA ($1.448/m3 US$) $1.907/m3

Valley Water, CA ($1.195/m3 US$) $1.574/m3

Metropolitan Water District, CA ($0.851/m3 US$) $1.121/m3

Region of Waterloo, ON $1.045/m3

Seattle Public Utilities, WA ($0.650/m3 US$) $0.856/m3

Great Lakes Water Authority, MI ($0.638/m3 US$) $0.841/m3

Greater Vancouver Water District $0.740/m3

Capital Regional District, BC $0.678/m3


That the GVWD Board:a) endorse the 2020 Budget and 2020-2024 Financial Plan

for Water Services, as presented; andb) direct staff to prepare the necessary budget

information to be presented at the November 1, 2019 GVWD Board meeting for consideration


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LIQUID WASTE SERVICESGREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICTMetro Vancouver Board Budget Workshop

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L IQUID WASTE SERVICES OVERVIEW



• Amendment to the Cost Apportionment Bylaw in 2019 has allowed for direct application of DCCs to fund growth capital

• Timing of capital projects

• Favourable borrowing rate assumptions compared to prior year cycle


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Sewer Levy $255.8 $274.2 7.2%

ExternalRevenues

$14.0 $14.3 2.3%

DCCs $31.7 $34.2 7.9%

Reserves $9.4 $5.6 (40.9%)

Total Revenues

$310.9 $328.3 5.6%

2 0 2 0 L I Q U I D WA S T E S E RV I C E S B U D G E T OV E RV I E W



Operating $177.9 $184.3 3.6%

Debt Service $54.3 $57.2 5.3%


$78.7 $86.8 10.4%

Total Expenditures

$310.9 $328.3 5.6%


Sewerage Area ($ Millions) 2019 2020 $ Change

% Change

Vancouver Sewerage Area $79.6 $85.5 $5.9 7.4%

North Shore Sewerage Area $23.0 $26.0 $3.0 13.0%

Lulu Island Sewerage Area $21.5 $24.7 $3.2 15.1%

Fraser Sewerage Area $129.5 $135.9 $6.4 4.9%

Drainage $2.2 $2.1 ($0.1) (2.5%)

TOTAL $255.8 $274.2 $18.4 7.2%

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2020 L IQUID WASTE SERVICES SEWER LEVY


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2 0 2 0 L I Q U I D WA S T E S E RV I C E S E X P E N D I T U R E S H I G H L I G H T S

Budget Highlights/Key Actions Include:• Identify options and strategies to cost effectively eliminate combined sewer overflows• Complete the project definition for Iona Island WWTP upgrade• Complete construction of Lions Gate / First Narrows Pump Station• Continue ground improvements for Northwest Langley WWTP• Implement Asset Management condition assessment programs across all facilities• Complete ecological and human health risk assessment for 12 CSO locations• Identify and analyze alternate models for single sewerage area allocation

Proposed Staffing Changes:• 2 Project Engineers• 1 Clerk Stenographer III• 1 Maintenance Engineer• 1 WWTP Operations Engineer• 1 Asset Management Engineer• 1 Engineering Technician• 1 Trades Foreman for the Seymour-Capilano Filtration PlantMetro Vancouver Board Budget Workshop

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2 0 2 0 L I Q U I D WA S T E S E RV I C E S C A P I TA L P R O G R A M


2020 Major Capital Projects• Construction of North Shore WWTP• Annacis Island WWTP Stage 5 construction• Annacis Island WWTP Outfall construction• Sapperton Pump Station construction• Northwest Langley WWTP ground improvements• Gilbert/Brighouse Trunk Pressure Sewer• Burnaby Lake North Interceptor construction• Highbury Interceptor Air Management construction

Growth$294.6M

Opportunity$11.8M

Resilience$24.7M

Maintenance$150.2M

Treatment Upgrade$352.9M

Upgrade$49.2M

Attachment 1 – Pages 21-29


2020 - 2024 Capital Program is $3.42B 2020 – 2024 Major Capital Projects

• North Shore WWTP Upgrade Project and Conveyance

• Annacis WWTP Stage 5 Expansion

• Northwest Langley WWTP and Golden Ears Projects

• Iona WWTP Upgrade

• Burnaby Lake North Interceptor

• Gilbert/Brighouse Trunk Sewer Twinning

• Annacis WWTP Clarifier Corrosion Repair

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2 0 2 0 - 2 0 2 4 L I Q U I D WA S T E C A P I TA L P R O G R A M

Growth$1,603.3M

Opportunity$27.9MResilience

$50.8M

Maintenance$625.8M

TreatmentUpgrade

$1,047.2M

Upgrade$69.6M



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2 0 2 0 - 2 0 2 4 L I Q U I D WA S T E S E RV I C E S “ W H AT ’ S H A P P E N I N G ” S U M M A RY

• 2020: Indicative design for Iona Island WWTPAdvance construction of the North Shore WWTPProduction of Green Biomethane at Lulu Island WWTPCommission Sapperton Pump StationComplete Highbury Interceptor Air Management Facility

• 2021: Complete the update of the Integrated Liquid Waste and Resource Management PlanHydrothermal Processing Pilot Facility completeIona Island WWTP digester sludge dewateringComplete First Narrows Pump Station and North Shore Conveyance project


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2 0 2 0 - 2 0 2 4 L I Q U I D WA S T E S E RV I C E S “ W H AT ’ S H A P P E N I N G ” S U M M A RY

• 2022: Removal of all biosolids stockpiles from Iona Island WWTP completeComplete Golden Ears Pump Station and SSO tankGilbert Trunk Sewer twinning complete

• 2023: First release of construction tenders for Iona Island WWTP UpgradeComplete refurbishment of the Annacis Island WWTP Trickling FiltersComplete construction of Golden Ears Forcemain and river crossing

• 2024: Annacis Island WWTP Outfall System and Stage 5 commissioningComplete ground improvements and detailed design for Northwest Langley WWTP


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2 0 2 0 - 2 0 2 4 L I Q U I D WA S T E F I N A N C I A L S U M M A RY

2019 2020 2021 2022 2023 2024

Revenues $310.9 M $328.3 M $371.3 M $425.3 M $475.8 M $518.4 M

Expenditures




ERE $1.9 M $2.0 M $2.1 M $2.1 M $2.2 M $2.2 M



Contribution to Capital $78.7 M $86.8 M $94.1 M $105.0 M $115.3 M $128.7 M




2019 2020 2021 2022 2023 2024

Total Expenditures ($ Millions) $310.9 $328.3 $371.3 $425.3 $475.8 $518.4

% Change 5.6% 13.1% 14.6% 11.9% 9.0%

GVS&DD Sewer Levy ($ Millions) $255.8 $274.2 $306.8 $347.6 $386.5 $416.3

Liquid Waste Levy Change from Prior Cycle ($ Millions)

$0 ($7.6) ($8.8) ($6.1) $10.4 N/A


$564.9 $883.4 $759.9 $529.5 $617.8 $634.1

Average Household Impact ($) $250 $264 $290 $322 $352 $372

% Change 5.6% 9.8% 11.3% 9.2% 5.8%


($7) ($8) ($6) $9 N/A

2 0 2 0 - 2 0 2 4 L I Q U I D WA S T E S E R V I C E S F I N A N C I A L S U M M A R Y


Sewerage Area 2019 2020 2021 2022 2023 2024

Vancouver Sewerage Area $293 $310 $331 $353 $371 $384

North Shore Sewerage Area $304 $340 $376 $440 $493 $558

Lulu Island Sewerage Area $214 $239 $269 $300 $329 $347

Fraser Sewerage Area $226 $234 $260 $294 $326 $344

REGIONAL AVERAGE $250 $264 $290 $322 $352 $372

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2020-2024 L IQUID WASTE HOUSEHOLD IMPACT


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L I Q U I D WA S T E S E RV I C E S H O U S E H O L D I M PA C T –C O M PA R I S O N W I T H OT H E R J U R I S D I C T I O N S

Region / Jurisdiction 2016 2017 2018

GVS&DD Household Impact $207 $218 $231

Regional Average(Annual GVS&DD + Municipality Total Sewer Service Charge)

$525 $551 $583

NACWA - US Average(Annual Charge for Single Family Residence) US$

$632 $661 $665

NACWA - Region 10 Average(US Pacific Northwest) US$

$731 $784 $825

NACWA = National Association of Clean Water Agencies

CDN$

CDN$


That the GVS&DD Board:a) endorse the 2020 Budget and 2020-2024 Financial Plan

for Liquid Waste Services, as presented; andb) direct staff to prepare the necessary budget

information to be presented at the November 1, 2019 GVS&DD Board meeting for consideration


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SOLID WASTE SERVICES

GREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICTMetro Vancouver Board Budget Workshop

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SOLID WASTE SERVICES OVERVIEW

• Tipping fees match prior cycle projections – generally $5 per tonne increase in 2020



• Increased projection of overall waste disposed

• Debt and contribution to capital are primary budget drivers (new Transfer Stations, Waste-to-Energy Facility upgrades)

• Initiate review of Solid Waste Management Plan


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$ millions 2019 2020%

Change

Tipping Fees

$98.4 $105.8 7.6%

Energy Sales

$5.9 $5.7 (4.1%)


$2.9 $2.6 (9.9%)

Total Revenues

$107.2 $114.1 6.5%

2 0 2 0 S O L I D WA S T E S E RV I C E S B U D G E T OV E RV I E W


$ millions 2019 2020%

Change

Operating $100.6 $103.5 2.9%

Debt Service $2.5 $4.8 93.9%


$4.1 $5.8 40.1%

Total Expenditures

$107.2 $114.1 6.5%


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2 0 2 0 S O L I D WA S T E S E R V I C E S E X P E N D I T U R E S H I G H L I G H T S

Budget Highlights/Key Actions Include:

• Integrated Solid Waste and Resource Management Plan review• Asset Management Program implementation, including facility condition assessments• Waste-to-Energy Facility biosolids processing design and costing• Waste-to- Energy Facility district energy design and business case• Bottom ash beneficial use procurement• Transfer station network analysis• Alternative fuel and recyclable recovery business case • Weighscale software system procurement• Textiles, single-use items, seasonal wastes, food wastes, illegal dumping, and the Zero

Waste Conference• National Zero Waste Council support including work on implementing the Circular

Economy and Zero Plastics Waste


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2 0 2 0 S O L I D WA S T E S E RV I C E S C A P I TA L P R O G R A M


2020 Major Capital Projects• Coquitlam Transfer Station replacement• Surrey Recycling and Waste Drop-off Facility• Waste-to-Energy Facility

• Refuse crane• Feed hopper/chute• Primary economizer replacement

Coquitlam Landfill$12.3M

Opportunity$2.2M

Transfer Stations$57.8M

Waste-to-Energy$16.2M



2020 - 2024 Capital Program is $282.9M 2020 – 2024 Major Capital Projects

• Coquitlam Transfer Station Replacement

• Surrey Recycling and Waste Drop-off

• WTEF Acid Gas Reduction

• Alternative Fuel and Recyclables Recovery Centre

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2 0 2 0 - 2 0 2 4 S O L I D WA S T E S E R V I C E S C A P I TA L P R O G R A M

Alternative Fuel and Recyclables

Recovery Centre$50.0M

Coquitlam Landfill$18.5M

Opportunity$2.3M

Transfer Stations$107.8M

Waste-to-Energy$104.3M



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2 0 2 0 - 2 0 2 4 S O L I D WA S T E S E R V I C E S “ W H AT ’ S H A P P E N I N G ” S U M M A R Y

2020: Integrated Solid Waste and Resource Management Plan reviewAsset management program implementation and plan developmentNew Coquitlam Transfer Station operationsSurrey Recycling and Waste Drop-Off constructionWaste-to-Energy Facility: feed chute replacement

2021: Surrey Recycling and Waste Drop-Off operations commenceWaste-to-Energy Facility: crane replacement, silos, acid gasBiosolids utilization system construction

2022: Surrey Transfer Station compactor replacementAlternative fuel and recyclables recovery centre construction

2023: Solid Waste Management Plan review complete

2024: Monitor, review and develop waste diversion education, regulation, and economic incentives in the region Metro Vancouver Board Budget Workshop

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2020-2024 SOLID WASTE SERVICES PROJECTED T IPPING FEES

($ / tonne) 2019 2020 2021 2022 2023 2024

Projected Garbage Tipping Fees

Municipal Loads $108 $113 $120 $127 $134 $141

Small Vehicles (0 - 1t) $142 $147 $154 $161 $168 $175

Medium Vehicles (1 - 8.9t) $120 $125 $132 $139 $146 $153

Large Vehicles (>9t) $90 $99 $106 $113 $120 $127

* Tipping fees are the same as projected in 2019 budget cycleMetro Vancouver Board Budget Workshop

2019 2020 2021 2022 2023 2024

Revenues $107.2 M $114.1 M $122.3 M $127.8 M $136.1 M $141.4 M

Expenditures

Operations $91.3 M $93.2 M $95.1 M $95.3 M $100.0 M $100.0 M

Planning $2.9 M $4.0 M $4.0 M $4.1 M $3.1 M $3.2 M


Regulation and Enforcement

$1.0 M $1.0 M $1.0 M $1.0 M $1.0 M $1.0 M



Contribution to Capital $4.1 M $5.8 M $5.5 M $4.1 M $5.3 M $8.2 M


49

2 0 2 0 - 2 0 2 4 S O L I D WA S T E S E R V I C E S F I N A N C I A L S U M M A R Y



50

2 0 2 0 - 2 0 2 4 S O L I D WA S T E S E R V I C E S F I N A N C I A L S U M M A R Y

2019 2020 2021 2022 2023 2024

Total Expenditures ($ Millions) $107.2 $114.1 $122.3 $127.8 $136.1 $141.4

% Change 6.5% 7.2% 4.5% 6.6% 3.8%

Tipping Fees ($ Millions) $98.4 $105.8 $112.5 $117.8 $125.9 $130.9

% Change 7.6% 6.3% 4.7% 6.9% 4.0%


$89.2 $88.5 $81.6 $52.4 $18.9 $41.6


% Change 6.6% 5.3% 3.7% 3.5% 4.1%


$2 $3 $4 $3 N/A


That the GVS&DD Board:a) endorse the 2020 Budget and 2020-2024 Financial Plan

for Solid Waste Services, as presented; andb) direct staff to prepare the necessary budget

information to be presented at the November 1, 2019 GVS&DD Board meeting for consideration


52

METRO VANCOUVER HOUSING CORPORATIONMetro Vancouver Board Budget Workshop

53

$ millions 2019 2020%

Change

Housing Rents

$39.3 $40.4 2.8%

Subsidies $1.1 $2.1 93.2%


$0.9 $0.8 (8.7%)

Reserves $10.0 $9.0 (10.0%)

Total Revenues

$51.3 $52.3 2.0%

2020 MVHC BUDGET OVERVIEW


$ millions 2019 2020%

Change

Operations $22.4 $23.7 5.4%

Centralized Support

$2.1 $2.1 (2.3%)

Capital Replacement

$10.0 $9.0 (10.0%)

Mortgage Costs $6.2 $5.3 (14.0%)

Reserve Contribution

$10.6 $12.2 19.6%

Total Expenditures

$51.3 $52.3 2.0%



54

2 0 2 0 M V H C E X P E N D I T U R E S H I G H L I G H T S


• Move tenants into Heather Place Building A• Begin the implementation of the Metro Vancouver Housing 10-Year Plan actions• Begin the implementation of the Redevelopment Plan • Continue construction of Kingston Gardens • Commence construction of Welcher Avenue (Port Coquitlam)• Various building rehabilitation projects

Proposed Staffing Changes:• 1 Community Development Coordinator to

support tenant associations and enhancetenant programs


55

2020 MVHC CAPITAL PROGRAM

Heather Place - Building A$2.5M

Kingston Gardens$14.8MHeather Place - Building B

$2.0M

Welcher Ave.$6.0M


2020 Major Capital Projects• Heather Place – Building A - Completion 2020• Kingston Gardens – Completion 2021• Welcher Avenue – Completion 2022• Heather Place – Building B – Completion 2023



56

2 0 2 0 -2 0 24 M V HC C A P I TAL PRO G R A M

Heather Place -Building A

$2.5M

Kingston Gardens$27.1M

Heather Place - Building B$37.7M

Welcher Ave.$15.2M

2020-2024 Capital Program is $82.5 M. 2020-2024 Major Capital Projects

• Heather Place – Building A

• Heather Place – Building B

• Kingston Gardens Development

• Welcher Ave Development



57

2 0 2 0 - 2 0 2 4 M V H C “ W H AT ’ S H A P P E N I N G ” S U M M A RY

• 2020: Move tenants into Heather Place – Building AContinue construction of Kingston Gardens – Phase IComplete design and commence construction of Welcher AvenueBegin implementation of goals developed in Metro Vancouver Housing 10-Year PlanComplete major building envelope rehabilitation projects

• 2021: Complete construction of Kingston Gardens – Phase IContinue construction of Welcher AvenueCommence construction of Heather Place – Building BComplete major building envelope rehabilitation projects

• 2022: Complete construction of Welcher AvenueComplete major building envelope rehabilitation projects

• 2023: Complete construction of Heather Place – Building BComplete major building envelope rehabilitation projects

• 2024: Continue implementation of goals developed in the Metro Vancouver Housing 10-Year PlanComplete major building envelope rehabilitation projectsMetro Vancouver Board Budget Workshop

($ millions) 2019 2020 2021 2022 2023 2024

Housing Rents $39.3 $40.4 $41.5 $45.1 $46.3 $50.1

Subsidies and Ext. Revenues $2.0 $2.9 $2.9 $2.9 $2.7 $2.7

Reserves $10.0 $9.0 $9.0 $9.0 $9.0 $9.0

Total Revenues $51.3 $52.3 $53.4 $57.0 $58.0 $61.8

Expenditures:

Property Operations $22.4 $23.7 $24.3 $25.3 $26.5 $28.4

Centralized Support $2.1 $2.1 $2.1 $2.0 $1.9 $1.9

Capital Replacement $10.0 $9.0 $9.0 $9.0 $9.0 $9.0

Mortgage Costs $6.2 $5.3 $5.1 $6.0 $6.7 $8.4

Contribution to Reserve $10.6 $12.2 $12.9 $14.7 $13.9 $14.1

Total Expenditures $51.3 $52.3 $53.4 $57.0 $58.0 $61.8

58

2020 - 2024 MVHC F INANCIAL SUMMARY



59

2 0 2 0 - 2 0 24 M V HC F I NA N C IAL S UM M A RY

2019 2020 2021 2022 2023 2024

Total Expenditures ($ Millions)

$51.2 $52.3 $53.4 $57.0 $58.0 $61.8

% Change 2.0% 2.3% 6.7% 1.7% 6.5%

Capital Replacement ($ Millions) $10.0 $9.0 $9.0 $9.0 $9.0 $9.0

% Change (10.0%) 0.0% 0.0% 0.0% 0.0%

Housing Rents ($ Millions) $39.3 $40.4 $41.5 $45.1 $46.3 $50.0

% Change 2.8% 2.9% 8.6% 2.7% 8.0%

Housing Development Expenditures ($ Millions)

$21.3 $25.3 $31.5 $19.1 $6.6 $-


That the MVHC Board:a) endorse the 2020 Budget and 2020-2024 Financial Plan for

the Metro Vancouver Housing Corporation, as presented; andb) direct staff to prepare the necessary budget information to be

presented at the November 1, 2019 MVHC Board meeting for consideration


61

METRO VANCOUVER REGIONAL DISTRICTMetro Vancouver Board Budget Workshop

62

REGIONAL DISTRICT SERVICES OVERVIEW



• One time increase of $4 million to Affordable Housing

• Five year increase of $4 million to Regional Parks


63

2 0 2 0 - 2 0 2 4 M V R D O V E R A L L F I N A N C I A L S U M M A R Y

2019 2020 2021 2022 2023 2024

Total Expenditures ($ Millions)

$76.4 $86.3 $92.0 $98.5 $105.2 $112.0

% Change 12.9% 6.6% 7.1% 6.8% 6.6%

MVRD Requisition ($ Millions) $61.2 $71.8 $79.5 $86.6 $93.4 $100.4

% Change 17.3% 10.7% 9.0% 7.9% 7.5%

Change in Projected MVRD Requisition

$8.3 $13.4 $18.1 $22.0 N/A


% Change 15.5% 9.0% 7.3% 6.3% 6.0%

Change in Household Impact from Prior Financial Plan

$8 $11 $15 $19 N/A


64

2 0 2 0 - 2 0 2 4 M V R D P R O J E C T E D H O U S E H O L D I M PA C T

2019 2020 2021 2022 2023 2024

MVRD Household Impact – Existing Services ($) $55 $56 $57 $58 $59 $60

Impact - Affordable Housing Development Reserve ($) $- $4 $4 $4 $4 $4

Impact - Regional Parkland Acquisition Reserve ($) $- $4 $8 $12 $16 $20

TOTAL PROPOSED MVRD HOUSEHOLD IMPACT ($) $55 $64 $69 $74 $79 $84

Prior Projected MVRD Household Impact ($) $55 $56 $58 $59 $60 $-

Change in Household Impact from Prior Financial Plan $- $8 $11 $15 $19 $-


65

2 0 2 0 - 2 0 2 4 A F F O R D A B L E H O U S I N G B U D G E T O V E R V I E W

$ millions 2019 2020%

Change

MVRD Requisition

$1.84 $5.83 217.1%

Total Revenues

$1.84 $5.83 217.1%


$ millions 2019 2020%

Change

Operations $0.84 $0.83 (0.7%)

Reserve Contribution

$1.00 $5.00 233.0%

Total Expenditures

$1.84 $5.83 217.1%



66

2 0 2 0 A F F O R DA B L E H O U S I N G E X P E N D I T U R E S H I G H L I G H T S


• Build awareness and support for the Metro Vancouver Housing 10-Year Plan• Finalize and start the implementation of the Redevelopment and Development Plans to

support the increase in MVHC affordable housing units• Support Metro Vancouver Regional Planning policies related to housing in the 2050

Regional Growth Strategy


67

2 0 2 0 - 2 0 2 4 A F F O R D A B L E H O U S I N G “ W H AT ’ S H A P P E N I N G ” S U M M A R Y

• 2020: Issue an Expression of Interest to member jurisdictions for vacant land partnershipsPartner with member jurisdictions for housing development sitesComplete development permit process for Welcher Avenue and Heather Place – Building BDevelop awareness of Metro Vancouver Housing 10-Year Plan and engage stakeholdersComplete Portfolio Redevelopment PlanActively work with members and non-profit sector to increase housing portfolio

• 2021: Engage stakeholders and deliver the goals of the Metro Vancouver Housing 10-Year PlanDevelop concepts and funding partners to implement the Redevelopment PlanComplete an environmental scan of best practices in tenant programsActively work with members and non-profit sector to increase housing portfolio

• 2022: Engage stakeholders and deliver the goals of the Metro Vancouver Housing 10-Year PlanActively work with members and non-profit sector to increase housing portfolio

• 2023: Engage stakeholders and deliver the goals of the Metro Vancouver Housing 10-Year PlanActively work with members and non-profit sector to increase housing portfolio

• 2024: Engage stakeholders and deliver the goals of the Metro Vancouver Housing 10-Year PlanActively work with members and non-profit sector to increase housing portfolioMetro Vancouver Board Budget Workshop

2019 2020 2021 2022 2023 2024

Revenues $1.84 M $5.83 M $5.85 M $5.86 M $5.87 M $5.87 M

Expenditures

Operating Program $0.72 M $0.74 M $0.76 M $0.77 M $0.79 M $0.79 M

Contribution to Reserves($1 to Redevelopment and $4 million to Development)

$1.0 M $5.0 M $5.0 M $5.0 M $5.0 M $5.0 M

Communication $0.03 M $0.03 M $0.03 M $0.03 M $0.03 M $0.03 M

Centralized Support $0.09 M $0.06 M $0.06 M $ 0.06 M $0.05 M $0.05 M


ESTIMATED AFFORDABLE HOUSING HOUSEHOLD IMPACT

$1 $5 $5 $5 $5 $5

68

2 0 2 0 - 2 0 2 4 A F F O R D A B L E H O U S I N G F I N A N C I A L S U M M A R Y



That the Metro Vancouver Regional District Board:a) endorse the 2020 Budget and 2020-2024 Financial Plan for

the Affordable Housing Service, as presented; andb) direct staff to prepare the necessary budget information to

be presented at the November 1, 2019 Metro Vancouver Regional District Board meeting for consideration


70

2 0 2 0 -2 0 24 R EG I O NA L PA R KS BUD G E T OVE RVI E W

$ millions 2019 2020%

Change

MVRD Requisition

$40.2 $44.8 11.5%

User/PermitFees

$1.0 $0.8 (19.8%)

External Revenues

$1.3 $1.1 (14.7%)

Reserves $0.2 $0.1 (48.4%)

Total Revenues

$42.7 $46.8 9.7%


$ millions 2019 2020%

Change

Operating Programs

$26.7 $26.9 1.1%

CentralizedSupport

$3.8 $3.6 (7.4%)

Debt Service $0.1 $0.0 (100.0%)

Reserve Contributions

$12.1 $16.3 34.8%

Total Expenditures

$42.7 $46.8 9.7%



71

2 0 2 0 R E G I O N A L PA R KS E X P E N D I T U R E S H I G H L I G H T S


• Complete the Regional Greenways Plan• Complete the Regional Parks Asset Management Plan• Undertake an analysis of the Park Partnership Program• Open the Sheep Paddocks Trail at Colony Farm Regional Park• Seek Board adoption the Campbell Valley Regional Park Management Plan Update


72

2020 REGIONAL PARKS CAPITAL PROGRAM


2020 Major Capital Projects• Complete advanced design and site preparation of

Widgeon Marsh Regional Park • Develop new service yard facilities at Capilano, Crippen,

and Pacific Spirit Regional Parks • Upgrades to the BCMC and Grouse Grind Trails, Burns Bog

Boardwalk, Colony Farm Trail Rebuild

2020 Capital Maintenance Projects• Buildings and Structures• Trails, Bridges and Boardwalks• Natural Resource Management projects• Roads and Parking lots• Planning, Assessment and Design

2020 Land Acquisition

Capital Replacement and

Development$4.3M

Capital Maintenance

$4.0M

Land Acquisition

$11.6M



73

2 0 2 0 -2 0 24 R EG I O N A L PA R KS C A P I TAL PRO G R A M

Regional Parks Land Acquisition

$97.9M

Capital Maintenance

$20.4M

Capital Replacement and Development

$24.4M

2020-2024 Capital Program is $142.7 M. Major Capital Projects

• Widgeon Marsh Management Plan Implementation

• New Service Yards

• Derby Reach Full Service Washroom

• Crippen Park Davies Orchard Cabins

• Belcarra South Picnic Area and Cabins



74

2 0 2 0 - 2 0 2 4 R E G I O N A L PA R KS “ W H AT ’ S H A P P E N I N G ” S U M M A RY

• 2020: Upgrades to service yards at Crippen, Pacific Spirit and Capilano Regional ParksComplete detailed design and site preparation of Widgeon Marsh Park Complete the Regional Parks Asset Management PlanComplete an analysis of the Park Partnership ProgramPursue park land acquisition opportunities in support of Regional Parks Land Acquisition 2050

• 2021: Widgeon Marsh new park developmentAldergrove Regional Park new trail developmentRegional Greenways Strategy implementationPursue park land acquisition opportunities in support of Regional Parks Land Acquisition 2050

• 2022: Construction of full services washrooms at the Derby Reach day use areaPursue park land acquisition opportunities in support of Regional Parks Land Acquisition 2050


75

2 0 2 0 - 2 0 2 4 R E G I O N A L PA R KS “ W H AT ’ S H A P P E N I N G ” S U M M A RY

• 2023: Phase 1 Construction of Davies Orchard Day Use Area at Crippen Regional ParkPhase 1 Construction of Delta South Surrey Greenway and Delta Nature ReservePursue park land acquisition opportunities in support of Regional Parks Land Acquisition 2050

• 2024: Phase 2 Construction of Davies Orchard Day Use Area at Crippen Regional ParkPhase 1 Construction of Belcarra South at Belcarra Regional ParkPursue park land acquisition opportunities in support of Regional Parks Land Acquisition 2050


76

2 0 2 0 - 2 0 2 4 R E G I O N A L PA R K S F I N A N C I A L S U M M A R Y

2019 2020 2021 2022 2023 2024

Revenues $42.7 M $46.8 M $52.8 M $58.5 M $64.2 M $70.5 M

Expenditures:

Planning and Engineering $2.4 M $2.4 M $2.5 M $2.6 M $2.7 M $2.8 M

Visitor Services $3.9 M $3.8 M $3.9 M $4.0 M $4.1 M $4.0 M

Area Services $18.6 M $19.3 M $19.9 M $20.3 M $20.8 M $21.2 M

Administration and other $1.8 M $1.5 M $1.5 M $1.5 M $1.8 M $1.8 M



Reserve Contribution - Land $7.6 M $11.5 M $15.5 M $19.6 M $23.5 M $27.5 M

Reserve Contribution - Capital $4.4 M $4.7 M $6.0 M $7.0 M $8.0 M $10.0 M


TOTAL ESTIMATED REGIONAL PARKS HOUSEHOLD IMPACT

$36 $40 $45 $48 $53 $58




the Regional Parks Service, as presented; andb) direct staff to prepare the necessary budget information to



78

2 0 2 0 - 2 0 24 A I R Q UA L I T Y B UD G E T OV E RV I E W

$ millions 2019 2020%

Change

MVRD Requisition

$4.88 $5.57 14.1%

User/PermitFees

$4.25 $3.66 (13.9%)

External Revenues

$0.52 $0.65 25.5%

Reserves $1.50 $1.38 (8.0%)

Total Revenues

$11.15 $11.26 1.0%


$ millions 2019 2020%

Change

Air Quality Programs

$6.50 $6.51 0.2%

Regulation and Enforcement

$3.66 $3.78 3.2%

Communication $0.11 $0.16 49.1%

CentralizedSupport

$0.88 $0.81 (8.1%)

Total Expenditures

$11.15 $11.26 1.0%



79

2 0 2 0 A I R Q UA L I T Y E X PE ND I T UR ES H I G H L I G H TS


• Continue to implement the Climate 2050 Strategy;• Complete development of the next regional air quality management plan, the Clean

Air Plan;• Develop new air quality bylaws, regulations and standards, towards goals for

protection of human health and environment and continuous improvement in air quality, for Board adoption; and

• Improve public understanding of air quality and climate change, including outreach and progress reporting on Climate 2050, the Clean Air Plan, and the preparation of the annual Caring for the Air report


80

2 0 2 0 - 2 0 2 4 A I R Q UA L I T Y “ W H AT ’ S H A P P E N I N G ” S U M M A RY

• 2020: Complete development of initial roadmaps for the issue areas identified in Climate 2050Board adoption of the next regional air quality and greenhouse gas management planComplete development of regulatory approaches for cannabis production facilities Complete air quality monitoring network review

• 2021: Ongoing implementation of projects and actions based on Climate 2050 roadmapsOngoing development of new and amended air quality regulationsAct on recommendations of air quality monitoring network review completed in 2020

• 2022: Ongoing implementation of projects and actions based on Climate 2050 roadmapsComplete and report out on next regional air emissions inventory, for 2020, to track sources of emissions and trendsOngoing development of new and amended air quality regulations, supporting Climate 2050, the Clean Air Plan and the Regional Ground Level Ozone Strategy


81

2 0 2 0 - 2 0 2 4 A I R Q UA L I T Y “ W H AT ’ S H A P P E N I N G ” S U M M A RY

• 2023: Ongoing implementation of projects and actions based on Climate 2050 roadmapsOngoing development of new and amended air quality regulations, supporting Climate 2050, the Clean Air Plan and the Regional Ground Level Ozone Strategy

• 2024: Ongoing implementation of projects and actions based on Climate 2050 roadmapsOngoing development of new and amended air quality regulations, supporting Climate 2050, the Clean Air Plan and the Regional Ground Level Ozone Strategy


82

2 0 2 0 - 2 0 2 4 A I R Q UA L I T Y F I N A N C I A L S U M M A RY

2019 2020 2021 2022 2023 2024

Revenues $11.15 M $11.26 M $10.89 M $10.96 M $11.10 M $11.39 M

Expenditures



Regulation & Enforcement $3.03 M $3.53 M $3.42 M $3.50 M $3.56 M $3.75 M

Provision for Diesel Rebate $0.63 M $0.25 M $0.25 M $0.25 M $0.25 M $0.25 M



ESTIMATED AIR QUALITYHOUSEHOLD IMPACT

$4 $5 $5 $6 $6 $6




the Air Quality Service, as presented; andb) direct staff to prepare the necessary budget information to



84

2 0 2 0 - 2 0 2 4 R E G I O N A L P L A N N I N G B U D G E T OV E RV I E W

$ millions 2019 2020%

Change

MVRD Requisition

$3.11 $3.35 7.7%

Reserves $0.55 $0.41 (1.2%)

Total Revenues

$3.66 $3.76 2.9%


$ millions 2019 2020%

Change

Operating Programs

$3.32 $3.40 2.5%

Communication $0.08 $0.08 0.0%

Centralized Support

$0.26 $0.28 9.0%

Total Expenditures

$3.66 $3.76 2.9%



85

2 0 2 0 R E G I O N A L P L A N N I N G E X P E N D I T U R E S H I G H L I G H T S


• Update Metro 2040 – Complete Policy Reviews• Regional Industrial Land Strategy• 2020 Regional Industrial Land Inventory• New Integrated Land Use Model• Equity in Regional Growth Management Study – Phase 2 • Phase 3 of the Transit Oriented Affordable Housing Study• Where Matters Phase 2: Performance Based Land Use • Regional Connectivity and Protecting Urban Ecological Areas• Urban Forestry – Best Practices

Proposed Staffing Changes:• 1 Policy Coordinator to coordinate MV comments on external projectsMetro Vancouver Board Budget Workshop

86

2 0 2 0 - 2 0 2 4 R E G I O N A L P L A N N I N G “ W H AT ’ S H A P P E N I N G ” S U M M A R Y

• 2020: Update Metro 2040 – Policy ReviewsRegional Industrial Land StrategyDevelop new Integrated Land Use Model

• 2021: Draft Metro 2050 – Refer for Comment and AdoptionComplete five year update of Sensitive Ecosystem and Agricultural LandUse Inventories

• 2022: Complete update to Metro 2050Complete Regional Land Use AssessmentRegional Parking Study

• 2023: Update Census data purchases of custom geographies and prepareBulletin Series

• 2024: Continue policy research to support decision makers


87

2 0 2 0 - 2 0 2 4 R E G I O N A L P L A N N I N G F I N A N C I A L S U M M A RY

2019 2020 2021 2022 2023 2024

Revenues $3.66 M $3.76 M $3.95 M $3.84 M $3.90 M $3.91 M

Expenditures





ESTIMATED REGIONAL PLANNING HOUSEHOLD IMPACT

$3 $3 $3 $3 $3 $3



the Regional Planning Service, as presented; andb) direct staff to prepare the necessary budget information to



2 0 2 0 - 2 0 2 4 R E G I O N A L D I S T R I C T S E R V I C E A R E A S F I N A N C I A L S U M M A R Y

$millions 2019 2020%

Change2021

%Change

2022%

Change 2023%

Change 2024%

Change

E911 Emergency TelephoneService

$4.4 $4.5 2.5% $4.7 2.7% $4.8 2.8% $4.9 3.2% $5.1 3.0%

General Government Admin $5.6 $5.9 6.0% $5.9 0.8% $6.0 1.6% $6.1 0.8% $6.1 1.2%

General Government ZWCI $1.4 $1.8 16.2% $1.9 12.9% $2.0 4.1% $1.9 (3.6%) $1.9 0.5%

Labour Relations $2.9 $3.2 11.0% $2.9 (9.6%) $2.9 0.4% $2.9 1.4% $2.9 1.6%

Regional Economic Prosperity $0.5 $1.0 110.5% $1.5 50.0% $2.0 33.3% $2.6 25.0% $2.6 0.0%

Regional Emergency Management

$0.2 $0.2 4.3% $0.2 (6.3%) $0.2 (10.9%) $0.2 (4.8%) $0.2 (5.6%)

Regional Global Positioning System

$0.5 $0.3 (40.2%) $0.4 16.1% $0.3 (11.5%) $0.4 1.7% $0.4 1.9%

Electoral Area Service $1.2 $0.8 (34.3%) $0.7 (16.1%) $0.7 8.0% $0.6 (11.5%) $0.6 0.6%

Sasamat Fire ProtectionService

$0.3 $0.9 178.5% $0.3 (63.1%) $0.4 1.4% $0.5 41.9% $0.5 1.6%

Attachment 1 – Pages 41-48, 53


90

Regional Economic Prosperity• Develop a Brand and Marketing Strategy as well as develop protocols and processes to integrate the service with stakeholders

Labour Relations• Implement initiatives identified in the Sector Labour Market Partnership such as regional local government branding and

outreach to position Metro Vancouver local government employers as a sector of choice

Regional Emergency Preparedness• Conduct regional exercises that focus on theme of “decision making”, involving local governments, the Province and regional

stakeholders

Zero Waste Collaboration• Continued and enhanced waste campaigns, including initiating actions on the awareness and reduction of single use items

• Expand the National Zero waste conference to two days from one and a half days

General Government Administration• Capture and expand accessibility to old Board and Committee agendas, reports and minutes

• Continue to publish semi-annual Metro Vancouver Update newsletter

Proposed Staffing Change:• 1 Legislative Services Analyst to assist in managing growing FOI requests within more stringent privacy requirements

2 0 2 0 - 2 0 2 4 R E G I O N A L D I S T R I C T S E RV I C E A R E A S “ W H AT ’ S H A P P E N I N G ” S U M M A RY


That the Metro Vancouver Regional District Board:

a) endorse the 2020 Budget and 2020-2024 Financial Plan for the Regional District Service Areas, as presented;

b) endorse the 2020 Budget and 2020-2024 Financial Plan for the Electoral Area A Service Area, as presented;

c) endorse the 2020 Budget and 2020-2024 Financial Plan for the Sasamat Fire Protection Service, as presented; and

d) direct staff to prepare the necessary budget information to be presented at the November 1, 2019 Metro Vancouver Regional District Board meeting for consideration


92

CENTRALIZED SUPPORTMetro Vancouver Board Budget Workshop

93

2 0 2 0 - 2 0 24 C E N T R A L IZE D S U PPO RT E X PE ND I T UR E OVE RVI E W

($ Millions) 2019 2020 2021 2022 2023 2024

Corporate Services $42.4 $43.1 $42.8 $43.2 $40.5 $42.3

External Relations $6.1 $6.0 $6.1 $6.2 $6.4 $6.5

Financial Services $12.1 $13.0 $13.3 $13.4 $13.7 $13.9

Human Resources $8.6 $9.5 $9.5 $9.7 $9.9 $10.1

Indigenous Relations $0.6 $0.6 $0.6 $0.6 $0.6 $0.6

Legislative Services $4.1 $4.1 $4.2 $4.3 $4.4 $4.5

Total Expenditures $73.9 $76.3 $76.5 $77.4 $75.5 $ 77.9

% Change 3.2% 0.3% 1.2% (2.5%) 3.1%



94

Corporate Services• Implementation of the IT Corporate Strategy

• Increase the number of Electric Vehicle charging stations

• Commence development and planning for implementation of utility asset management software initiative

External Relations• Continue with awareness campaigns regarding waste reduction, water conservation, climate change and Liquid Waste source

control

Financial Services• Complete and publish 30 Year Financial Plan focused on financial policy

• Implement a new E-Bidding solution to streamline procurement processes for proponents and Metro Vancouver

• Conduct an overall review of inventory and stores processes

Human Resources• Embed the Diversity and Inclusion initiative into all relevant MV programs

• Complete and evaluate the Motor Vehicle Accident Reduction Initiative

• Implement the Talent Management System and Learning Management System as part of Talent Management Strategy

• Further develop and implement partnership to bring Water and Wastewater certification programs to Metro Vancouver

2 0 2 0 - 2 0 2 4 C E N T R A L I Z E D S U P P O R T “ W H AT ’ S H A P P E N I N G ” S U M M A RY


95

Indigenous Relations• A forum to be co-hosted by the MVRD Board with 10 First Nation communities’ political leaders in the region

Legislative Services• Capture and expand accessibility to old Board and Committee agendas, reports and minutes

Proposed Staffing Change:• 1 Financial Systems Analyst to for client and data support for the Unit 4 financial management system and the Questica financial

planning system

2020-2024 CENTRALIZED SUPPORT “ WHAT ’S HAPPENING” SUMMARY


96

SUMMARYMetro Vancouver Board Budget Workshop

97

2 0 2 0 BUD G E T S UM M A RY





Questions?Metro Vancouver Board Budget Workshop

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