2017 Budget Package - CRD

1. Introduction/Overview1.0 Budget Report

2. Executive Services2.1 Board Expenditures2.2 C.A.O. & Legislative Services2.3 Human Resources2.4 Aboriginal Initiatives2.5 Corporate Communications

3. Financial Services3.1 Finance3.2 Vic Family Court & Youth Justice Committee3.3 Greater Victoria Police Victims Services3.4 Traffic Safety3.5 Royal Theatre3.6 McPherson Theatre3.7 Regional Grant in Aid3.8 Feasibility Study Reserve

4. Technology and Initiatives4.1 Information Systems / GIS / Geospatial4.2 Facilities and Risk4.3 Corporate Satellite Facilities4.4 Family Court Building4.5 Health Facilities - VIHA4.6 Real Estate 4.7 Arts Grants and Development

5. Parks and Recreation5.1 Regional Parks5.2 SEAPARC - Facilities and Recreation5.3 Panorama Recreation

COMMITTEE OF THE WHOLECAPITAL REGIONAL DISTRICT BOARD sitting as

BUDGET REVIEW AGENDA

Board Room, 625 Fisgard Street, VictoriaNovember 30, 2016

Appendix 9




6. Environmental Services

6.1 6.1.1 GM - Environmental Services6.1.2 Environmental Administration Services6.1.3 Environmental Roundtable

6.2 Environmental Resource Management6.2.1 Environmental Resource Management

6.3 Environmental Protection and Water Quality6.3.1 Environmental Protection

Water Quality - IWSaanich Peninsula - SP

6.3.2 Climate Action and Adaptation6.3.3 Core and West Shore Stormwater Quality Management6.3.4 L.W.M.P. - Harbour Studies6.3.5 Saanich Peninsula - Stormwater Quality Management6.3.6 Saanich Peninsula - Source Control Stormwater 6.3.7 Sooke Stormwater Quality Management6.3.8 Septage Disposal - Regional6.3.9 Millstream Site Remediation

6.4 Environmental Partnership6.4.1 Environmental Partnerships6.4.2 On Site Systems Management Program6.4.3 Regional Source Control Program

Demand Management - IWCross Connection - IW

6.5 Environmental Engineering6.5.1 Environmental Engineering Services 6.5.2 I & I Enhancement Program6.5.3 L.W.M.P. (Peninsula)6.5.4 L.W.M.P. - Core and West Shore




7. Planning and Protective Services

7.1 1.024 GM - Planning & Protective Services

7.2 Hospital District, Health & Capital Planning StrategiesHospital District (Included in CRHD Board Package)

7.2.1 Health & Capital Planning Strategies7.2.2 Community Health

7.3 Regional Housing7.3.1 Land Banking and Housing (Regional Housing)7.3.2 Regional Housing Trust Fund

7.4 Regional and Strategic Planning7.4.1 Regional Planning Services

7.4.2 Regional Growth Strategy

7.5 Emergency Services7.5.1 Corporate Emergency7.5.2 Regional Emergency Program Support7.5.3 Hazardous Material Incident Response7.5.4 911 Call Answer7.5.5 912 Call Answer - RCMP7.5.6 912 Call Answer - Municipalities7.5.7 913 Fire Dispatch7.5.8 PSAP Call Answer




8. Integrated Water Services

8.1 Water Services8.1.1 Regional Water Supply

8.1.2 JDF Water Distribution

8.2 IW - Environmental Operations

8.3 Liquid Waste Disposal - CoreCost Sharing Allocation

Capital Reserve Fund Schedule - Core

8.3.1 North West Trunk Sewer

8.3.2 North East Trunk Sewer

8.3.3 East Coast Interceptor

8.3.4 North East Trunk 2 (Bowker)

8.3.5 Sewer Systems - Debt

Saanich Peninsula Liquid Waste & Water Operations8.3.6 Saanich Peninsula Water Supply

8.3.7 Saanich Peninsula Wastewater

8.3.8 Central Saanich Odour Management

9. 2017-2021 Capital Plan

10.. Adjournment

NOVEMBER 30 2016

CAPITAL REGIONAL DISTRICT

2017 BUDGET

EXECUTIVES SERVICES

COMMITTEE OF THE WHOLE

2. Executive Services

2.1 1.011 Board Expenditures 1 - 6

2.2 1.014 C.A.O. & Legislative Services 7 - 12

2.3 1.016 Human Resources 13 - 20

2.4 1.027 Aboriginal Initiatives 21 - 22

2.5 1.118 Corporate Communications 23 - 28

Page

COMMITTEE OF WHOLENovember 30, 2016

TABLE OF CONTENTS

Click on the service area name below to access selected budgets

Service: 1.011 Board Expenditures Committee: Finance & Corporate Services

DEFINITION:

Authorized by Letters Patent to provide for the remuneration and expenses of the Capital Regional District members of the Board.One-half of the remuneration paid to the electoral area directors is charged to the Electoral Area Administrative Budgets (starting withthe year 2003 budget).

PARTICIPATION:

All municipalities and electoral areas and the Songhees and Tsawout Native Bands.

MAXIMUM LEVY:

N/AN/A

MAXIMUM CAPITAL DEBT:

N/AN/A

COMMITTEE:

Finance, Corporate and Intergovernmental

FUNDING:

Requisition

Capital Regional District - 5 Year Financial Plan - Statistics and Cover sheets 31/08/2016 1

CAPITAL REGIONAL DISTRICT 1.011 BOARD EXPENDITURES 10/09/2016

BUDGET REQUEST

1.011 BOARD EXPENDITURES 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME

BUDGET ACTUAL BUDGET TOTAL TOTAL TOTAL TOTAL TOTAL

OPERATING COSTS:

Salaries and Wages 573,130 573,950 587,890 0 0 587,890 599,750 608,750 617,880 627,150Allocation - All Others 160,360 161,780 164,270 0 0 164,270 167,550 170,900 174,320 177,420Operating - Other Costs 105,700 83,320 130,300 0 0 130,300 132,480 134,720 136,990 139,300Legal/Auditing Costs 22,500 35,400 35,000 0 0 35,000 35,700 36,410 37,140 37,880Contract For Services 60,500 44,350 61,000 0 0 61,000 61,500 62,000 62,500 63,440

TOTAL OPERATING COSTS 922,190 898,800 978,460 0 0 978,460 996,980 1,012,780 1,028,830 1,045,190

*Percentage Increase over prior year -2.54% 6.10% 0.00% 0.00% 6.10% 1.89% 1.58% 1.58% 1.59%

CAPITAL / RESERVE Transfer to Equipment Replacement Fund 15,000 15,000 15,000 0 0 15,000 15,000 15,000 20,000 15,000 Transfer to Operating Reserve 0 23,390 0 0 0 0 0 0 0 0

TOTAL CAPITAL / RESERVES 15,000 38,390 15,000 0 0 15,000 15,000 15,000 20,000 15,000

DEBT CHARGES 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 937,190 937,190 993,460 0 0 993,460 1,011,980 1,027,780 1,048,830 1,060,190

*Percentage Increase over prior year 0.00% 6.00% 0.00% 0.00% 6.00% 1.86% 1.56% 2.05% 1.08%

Internal Recoveries 0 0 0 0 0 0 0 0 0 0 Recovery - Other 0 0 0 0 0 0 0 0 0 0

OPERATING COSTS LESS INTERNAL RECOVERIES 937,190 937,190 993,460 0 0 993,460 1,011,980 1,027,780 1,048,830 1,060,190

FUNDING SOURCES (REVENUE)0

Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0Revenue - Other 0 0 0 0 0 0 0 0 0 0Grants In Lieu of Taxes 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION (937,190) (937,190) (993,460) 0 0 (993,460) (1,011,980) (1,027,780) (1,048,830) (1,060,190)

0.00% 6.00% 0.00% 0.00% 6.00% 1.86% 1.56% 2.05% 1.08%

PARTICIPANTS: All Municipalities, All Electoral Areas, and Tsawout and Songhees First NationsAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.011 BOARD EXPENDITURES 10/09/2016 2

SCHEDULE B

1.011 Board Expenditures2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 32,200 30,500 27,500 25,000 28,900 144,100

32,200 30,500 27,500 25,000 28,900 144,100

SOURCE OF FUNDS

Equipment Replacement Fund E 32,200 30,500 27,500 25,000 28,900 144,100

32,200 30,500 27,500 25,000 28,900 144,100

CAPITAL EXPENDITURE PLAN SUMMARY - 2017 to 2021


K:\Home\BUDGET\BUD2017\Capital plan\COW_NOV\Capital Budget 2017-2021_COW.xlsx 1.011_Summary 04/11/2016 3

CAPITAL BUDGET FORM Service #: 1.0112017 & Forecast 2018 to 2021 Service Name: Board Expenditures

Project No. Capital Expenditure TypeNew Construction/ Project: Expenditure for new asset onlyRenewal: Expenditure replaces an existing asset and extends the service ability or enhances technology in delivering that serviceReplacement: Expenditure replaces an existing asset

Proj.No. Capital Exp.Type

Total Project Budget

Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total17-01 Replacement N/A E ERF 8,000 8,000 8,000 8,000 32,000 17-02 Replacement 20,000 E ERF 20,000 20,000 17-03 Replacement N/A E ERF 4,200 4,200 8,400 18-01 Replacement N/A E ERF 2,500 2,500 5,000 18-02 Replacement 6,500 E ERF 6,500 6,500 18-03 Replacement N/A E ERF 3,500 3,500 7,000 18-04 Replacement 10,000 E ERF 10,000 10,000 19-01 Replacement 8,000 E ERF 8,000 8,000 19-02 Replacement 5,000 E ERF 5,000 5,000 19-03 Replacement 6,500 E ERF 6,500 6,500 20-01 Replacement 6,500 E ERF 6,500 6,500 20-02 Replacement 9,500 E ERF 9,500 9,500 20-03 Replacement 1,500 E ERF 1,500 1,500 20-04 Replacement 5,000 E ERF 5,000 5,000 21-01 Replacement 12,000 E ERF 12,000 12,000 21-02 Replacement 1,200 E ERF 1,200 1,200

Total 91,700 - 32,200 30,500 27,500 25,000 28,900 144,100

Funding Source Codes Asset Class

Debt = Debenture Debt (new debt only) L - LandERF = Equipment Replacement Fund S - Engineering StructureGrant = Grants (Federal, Provincial) B - BuildingsCap = Capital Funds on Hand V - VehiclesOther = Donations / Third Party Funding E - EquipmentRes = Reserve FundSTLoan = Short Term Loans

Replace Video AmpilfierAudio/Video/Data Cabling ReplacementAudio/Video Network SwicthHDMI Swicth Multipler

Voice/Data Network SwitchReplace Digital DisplayReplace Audio AmplifierReplace Uniterrptable Power SupplyReplace Projector

CAPITAL REGIONAL DISTRICT CAPITAL PLAN

The first two digits represent first year the project was in the capital plan.

Capital Project DescriptionReplace Board iPadsBoard Room Lighting

Replace Projector ScreenLaptop ReplacementReplace Board Streaming CameraReplace Video Source SelectorReplace Wi-Fi Access Point

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Service: 1.011 Board Expenditures

17-01 iPad Replacement ProgramBased on usage and industry statistics iPads are replaced on three lifecycle.

K:\Home\BUDGET\BUD2017\Capital plan\COW_NOV\Capital Budget 2017-2021_COW.xlsx 1.011_CapDes 04/11/2016 5

1.011 Board Room TechnologyAsset and Reserve Summary2017 - 2021 Financial Plan

Board Room Technology

Equipment Replacement Schedule EstimateProjected year end balance 2016 2017 2018 2019 2020 2021

Beginning Balance 60,718 72,306 55,106 39,606 27,106 22,106

Planned Purchase (Based on Capital Plan) (5,000) (32,200) (30,500) (27,500) (25,000) (28,900)

Transfer from Ops Budget 15,000 15,000 15,000 15,000 20,000 15,000

Interest Income* 1,588

Total projected year end balance 72,306 55,106 39,606 27,106 22,106 8,206

* Interest should be included in determining the estimated ending balance for the current year. Interest in planning years nets against inflation which is not included.

Budget

Asset Profile

The Board of Director assets consist of IPADs, computers and equipment to support board and board room activities. The total historical value as of Dec 31, 2015 for all assets was $160K. (Excluding original installation of boardroom leaseholds)

Reserve Schedule

6

- - - - -

Service: 1.014 Chief Administrative Officer Committee: Finance & Corporate Services

DEFINITION:

Authorized by Letters Patent to provide for administrative expenditures of the Capital Regional District Board.

PARTICIPATION:

All municipalities and electoral areas and the Songhees and Tsawout Bands.

MAXIMUM LEVY:

N/A


N/A

COMMITTEE:

Finance & Corporate Services

FUNDING:

Requisition


CAPITAL REGIONAL DISTRICT 1.014 CAO and Legislative Services 10/09/2016

BUDGET REQUEST1.014 - CAO and Legislative Services

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Salaries and Wages 1,156,820 1,139,000 1,228,330 0 0 1,228,330 1,253,040 1,278,250 1,303,970 1,330,050Allocations - All Others 126,440 127,450 129,020 0 0 129,020 131,610 134,250 136,940 139,680Operating - Other Costs - Summary 71,720 59,980 75,090 0 0 75,090 73,590 75,050 76,540 78,060

Contract For Services 14,330 5,000 20,000 0 0 20,000 20,400 20,810 21,230 21,650 Supplies - Other 8,160 13,170 8,320 0 0 8,320 11,480 11,710 11,940 12,170

TOTAL OPERATING COSTS 1,377,470 1,344,600 1,460,760 0 0 1,460,760 1,490,120 1,520,070 1,550,620 1,581,610


CAPITAL / RESERVETransfer to Equipment Replacement Fund 10,000 10,000 10,000 0 0 10,000 5,000 5,000 5,000 5,000Transfer to Operating Reserve 0 32,870 0 0 0 0 0 0 0 0Capital Costs 0 0 0 0 0 0 0 0 0 0


Debt Expenditures 0 0 0 0 0 0 0 0 0 0MFA Debt Reserve 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 1,387,470 1,387,470 1,470,760 0 0 1,470,760 1,495,120 1,525,070 1,555,620 1,586,610


Internal RecoveriesRecovery - Other 0 0 0 0 0 0 0 0 0 0

OPERATING COSTS LESS INTERNAL RECOVERIES 1,387,470 1,387,470 1,470,760 0 0 1,470,760 1,495,120 1,525,070 1,555,620 1,586,610


SOURCES OF FUNDING (REVENUE)0

Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION (1,387,470) (1,387,470) (1,470,760) 0 0 (1,470,760) (1,495,120) (1,525,070) (1,555,620) (1,586,610)



* Staff Establishment Chart - Treatment Program

CAPITAL REGIONAL DISTRICT 1.014 CAO and Legislative Services 10/09/2016 8

SCHEDULE B

1.014 Chief Administrative Officer2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 17,580 2,580 17,580 2,580 - 40,320

17,580 2,580 17,580 2,580 - 40,320

SOURCE OF FUNDS

Equipment Replacement Fund E 17,580 2,580 17,580 2,580 - 40,320

17,580 2,580 17,580 2,580 - 40,320




CAPITAL BUDGET FORM Service #: 1.0142017 & Forecast 2018 to 2021 Service Name: Chief Administrative Officer




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total16-01 Replacement Computer Equipment N/A E ERF 2,580 2,580 2,580 2,580 2,580 10,320 16-02 Replacement Office Equipment N/A E ERF 15,000 15,000 15,000 30,000

Total - 17,580 17,580 2,580 17,580 2,580 - 40,320





Capital Project Description


Service: 1.014 Chief Administrative Officer

16-01

16-02

Computer Replacement

Computer will be replaced based on equipment lifecycle assessment.

Office equipment Replacement

Office equipment will be replaced based on equipment lifecycle assessment.


1.014 CAO & Legislative ServicesAsset and Reserve Summary2017 - 2021 Financial Plan

CAO & Legislative Services



Planned Purchase (Based on Capital Plan) - (17,580) (2,580) (17,580) (2,580)


Interest Income*


* Interest should be included in determining the estimated ending balance for the current year. Interest in planning years nets against inflation which is notincluded.

Budget

Assumptions/Background:Lifecycle replacement based on a 3 year useful life of 10 desktop computers, 2 laptops and office equipment supporting 10FTE's.

Asset Profile

The assets supporting service delivery in the CAO and Legilsative Services office consist of various computers and equipment. The total historical value as of Dec 31, 2015 for all assets was $132K.

Reserve Schedule

-

12

- - - - - -

Service: 1.016 Human Resources Committee: Finance & Corporate Services

DEFINITION:

Authorized by Letters Patent to provide Human Resources services to the Board of the Capital Regional District.

PARTICIPATION:


MAXIMUM LEVY:

N/A


N/A

COMMITTEE:


FUNDING:

Requisition and internal recoveries


CAPITAL REGIONAL DISTRICT 1.016 HUMAN RESOURCES 17/11/2016

BUDGET REQUEST1.016 HUMAN RESOURCES - Including: Development Plan, 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021 First-Aid, and BOARD ESTIMATED CORE ONGOING ONE-TIME

Employee Recognition BUDGET ACTUAL BUDGET TOTAL TOTAL TOTAL TOTAL TOTAL

OPERATING COSTS:

Salaries and Wages 895,150 849,400 952,850 0 0 952,850 971,910 991,350 1,011,170 1,031,400Operating - Other Costs 240,760 232,510 241,190 20,000 0 261,190 266,180 271,250 276,430 281,690Contract For Services 195,000 195,300 196,400 0 0 196,400 197,830 199,280 200,770 202,290

TOTAL OPERATING COSTS 1,330,910 1,277,210 1,390,440 20,000 0 1,410,440 1,435,920 1,461,880 1,488,370 1,515,380


CAPITAL / RESERVE Transfer to Equipment Replacement Fund 7,500 7,500 7,500 0 0 7,500 7,500 7,500 7,500 7,500 Transfer to Operating Reserve 0 49,200 0 0 0 0 0 0 0 0



TOTAL COSTS 1,338,410 1,333,910 1,397,940 20,000 0 1,417,940 1,443,420 1,469,380 1,495,870 1,522,880

*Percentage Increase over prior year 0.00% 5.94%

Internal Recoveries (5,370) (5,370) (4,200) 0 0 (4,200) (4,230) (4,260) (4,300) (4,340) Recovery - Other 0 0 0 0 0 0 0 0 0 0

OPERATING COSTS LESS INTERNAL RECOVERIES 1,333,040 1,328,540 1,393,740 20,000 0 1,413,740 1,439,190 1,465,120 1,491,570 1,518,540

*Percentage Increase over prior year 4.55% 1.50% 0.00% 6.05% 1.80% 1.80% 1.81% 1.81%

SOURCES OF FUNDING (REVENUE)

Surplus / (Deficit)Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0

Recovery Costs (4,500) 0 (4,500) 0 0 (4,500) (4,500) (4,500) (4,500) (4,500)

TOTAL REVENUE (4,500) 0 (4,500) 0 0 (4,500) (4,500) (4,500) (4,500) (4,500)

REQUISITION (1,328,540) (1,328,540) (1,389,240) (20,000) 0 (1,409,240) (1,434,690) (1,460,620) (1,487,070) (1,514,040)



CAPITAL REGIONAL DISTRICT 1.016 HUMAN RESOURCES 17/11/2016 14


2017 BUDGET ACCOUNT DETAIL Cost Center Group :

Cost Element Range :

Period Range :

0000400000 0000799999

01 12

016HR.B

Fiscal Year : 2017

100019 Human Resources General ExpensesCost Center

Cost Element Description and Ongoing Budget Item Detail (2)

Cost Element(1)

Budget Request(3)

Memberships & Professional Dues514420 $20,000.00

Increase in GVLRA Fees

$20,000.00 Total: 100019 Human Resources General Expenses

Tuesday September 06, 2016 @ 13:21:39 Page 1 of 2 White Detail15




Period Range :

0000400000 0000799999

01 12

016HR.B

Fiscal Year : 2017

$20,000.00Grand Total: 016HR.B

Tuesday September 06, 2016 @ 13:21:39 Page 2 of 2 White Detail16

SCHEDULE B

1.016 Human Resources2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 1,680 1,680 10,000 1,680 1,680 16,720

1,680 1,680 10,000 1,680 1,680 16,720

SOURCE OF FUNDS


1,680 1,680 10,000 1,680 1,680 16,720




CAPITAL BUDGET FORM Service #: 1.0162017 & Forecast 2018 to 2021 Service Name: Human Resources


Proj.No. Capital Exp.Type Capital Project Description


Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

17-01 Replacement Computer Replacement N/A E ERF - 1,680 1,680 10,000 1,680 1,680 16,720

Total - - 1,680 1,680 10,000 1,680 1,680 16,720






Service: 1.016 Human Resources

17-01




1.016 Human ResourcesAsset and Reserve Summary2017 - 2021 Financial Plan

Human Resources



Planned Purchase (Based on Capital Plan) (1,680) (1,680) (10,000) (1,680) (1,680)


Interest Income*



Budget

Asset Profile

Assets held by the Human Resource function consist of computers and equipment to support service delivery. The total historical value as of Dec 31, 2015 for all assets was $104K.

Reserve Schedule

- - - - - -

-

20

Service: 1.027 Aboriginal Initiatives Committee: Finance & Corporate Services

DEFINITION:

To provide for the management of intergovernmental relations between the CRD and the First Nations.

SERVICE DESCRIPTION:

This service is funded through allocations from Planning & Protective Services, Integrated Water Systems, Environmental Sustainability,Regional Parks, and Executive Services. It was created to provide for 1) the management of intergovernmental relations, primarily First Nations,through a process of consultation, and 2) the coordination of various CRD First Nations initiatives to ensure the alignment of interests and to build positive working relationships between the CRD and First Nations communities with the Region.

PARTICIPATION:

All CRD departments

MAXIMUM LEVY:

N/A


N/A

COMMITTEE:


FUNDING:

Internal recoveries


CAPITAL REGIONAL DISTRICT 1.027 - FIRST NATIONS 02/09/2016

BUDGET REQUEST

1.027 - FIRST NATIONS 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Salaries and Wages 195,040 191,490 203,550 0 0 203,550 208,640 213,860 219,210 224,690Operating Other - Summary 37,890 18,380 34,240 0 0 34,240 34,720 35,210 35,710 36,220Allocations - Summary 11,270 13,750 11,500 0 0 11,500 11,730 11,960 12,190 12,450Contract For Services 4,500 0 4,500 0 0 4,500 4,500 4,500 4,500 4,500

TOTAL OPERATING COSTS 248,700 223,620 253,790 0 0 253,790 259,590 265,530 271,610 277,860


CAPITAL / RESERVE Transfer to Equipment Replacement Fund 0 0 0 0 0 0 0 1,800 0 0 Capital Costs 0 0 0 0 0 0 0 0 0 0

TOTAL CAPITAL / RESERVES 0 0 0 0 0 0 0 1,800 0 0

TOTAL COSTS 248,700 223,620 253,790 0 0 253,790 259,590 267,330 271,610 277,860


Internal Recoveries (223,620) (223,620) (230,330) 0 0 (230,330) (234,940) (239,640) (244,430) (249,320)Transfer From Own Funds (25,030) 0 (23,460) 0 0 (23,460) (24,650) (27,690) (27,180) (28,540)

OPERATING COSTS LESS INTERNAL RECOVERIES 50 0 0 0 0 0 0 0 0 0


Surplus / (Deficit) 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 Revenue - Other (50) 0 0 0 0 0 0 0 0 0

TOTAL REVENUE (50) 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 0 0 0 0


NOTE: Capital / Reserve Fund Expenditures

PARTICIPANTS: All Municipalities, All Electoral Areas, and Tsawout and Songhees First NationsAUTHORIZED POSITIONS:Salaried 1.50 1.50 1.50 0.00 0.00 1.50 1.50 1.50 1.50 1.50Term 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.027 - FIRST NATIONS 02/09/2016 22

Service: 1.118 Corporate Communications Committee: Finance & Corporate Services

DEFINITION:

Authorized by Letters Patent to provide administrative services to the Board of the Capital Regional District.

PARTICIPATION:

All municipalities and electoral areas on the basis of converted hospital assessed value of land and improvements.

MAXIMUM LEVY:

No limit


N/A

COMMITTEE:


FUNDING:


CAPITAL REGIONAL DISTRICT 1.118 - CORPORATE COMMUNICATIONS 13/09/2016

BUDGET REQUEST

1.118 - CORPORATE COMMUNICATIONS 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Salaries and Wages 679,110 656,490 729,850 0 0 729,850 747,920 766,440 785,420 804,870 Contract For Services 20,400 80,210 20,810 0 0 20,810 21,230 21,650 22,080 22,520 Allocations - Summary 83,120 83,120 84,910 0 0 84,910 86,610 88,330 90,080 91,890 Operating - Other - Summary 37,990 60,200 38,750 0 0 38,750 39,520 40,300 41,100 41,900



CAPITAL / RESERVE Transfer to Capital Fund 0 0 0 0 0 0 0 0 0 0 Transfer to Equipment Replacement Fund 3,000 3,000 2,000 0 0 2,000 2,000 2,000 2,000 2,000

TOTAL CAPITAL / RESERVES 3,000 3,000 2,000 0 2,000 2,000 2,000 2,000 2,000

TOTAL COSTS 823,620 883,020 876,320 0 0 876,320 897,280 918,720 940,680 963,180


Internal Recoveries (229,840) (229,840) (234,430) 0 0 (234,430) (239,120) (243,900) (248,780) (253,760) Allocation Recovery (74,130) (133,530) (111,850) 0 0 (111,850) (117,520) (123,370) (129,420) (135,690) Rcv-Web Admn (104,040) (104,040) (106,120) 0 0 (106,120) (108,240) (110,400) (112,610) (114,860)

OPERATING COSTS LESS INTERNAL RECOVERIES 415,610 415,610 423,920 0 0 423,920 432,400 441,050 449,870 458,870



Surplus / (Deficit) 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0

Revenue - Other 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION (415,610) (415,610) (423,920) 0 0 (423,920) (432,400) (441,050) (449,870) (458,870)



CAPITAL REGIONAL DISTRICT 1.118 - CORPORATE COMMUNICATIONS 13/09/2016 24

SCHEDULE B

1.118 Corporate Communications2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 2,500 1,800 - 1,800 - 6,100

2,500 1,800 - 1,800 - 6,100

SOURCE OF FUNDS

Equipment Replacement Fund ERF 2,500 1,800 - 1,800 - 6,100

2,500 1,800 - 1,800 - 6,100




CAPITAL BUDGET FORM Service #: 1.1182017 & Forecast 2018 to 2021 Service Name: Corporate Communications




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

16-01 Replacement Computers N/A E ERF 2,500 2,500 1,800 1,800 6,100

Total - 2,500 2,500 1,800 - 1,800 - 6,100






Service: 1.118 Corporate Communications

16-01



27

1.118 Corporate CommunicationsAsset and Reserve Summary2017 - 2021 Financial Plan

Corporate Communications



Planned Purchase (Based on Capital Plan) (2,500) (1,800) - (1,800)


Interest Income* 185



Budget

Asset Profile

Assets held by Corporate Communications consist of computers and equipment to support service delivery. The total historical value as of Dec 31, 2015 for all assets was $83K.

Reserve Schedule

28

- - - - -

- -

NOVEMBER 30 2016


2017 BUDGET


FINANCIAL SERVICES

3. Financial Services

3.1 1.017 Finance 1 - 8

Other Finance Budgets

3.2 1.126 9 - 11

3.3 1.128 12 - 14

3.4 1.230 15 - 17

3.5 1.290 18 - 26

3.6 1.295 27 - 33

3.7 1.112 34 - 35

3.8 21.1

Vic Family Court & Youth Justice Committee

Greater Victoria Police Victims Services Traffic

Traffic Safety

Royal Theatre

McPherson Theatre

Regional Grant in Aid

Feasibility Study Reserve 36 - 38

COMMITTEE OF THE WHOLENovember 30, 2016

TABLE OF CONTENTSClick on the service area name below to access selected budgets

Page

Service: 1.017 Finance Committee: Finance & Corporate Services

DEFINITION:

Authorized by Letters Patent to provide financial services to the Board of the Capital Regional District.


Financial services and systems including budget preparation, financial accounting and reporting, financial analysis, accounts payable and payments, revenue billing and collection, payroll, financial systems support, banking, investments, long term debt and bylaw preparation.Risk management including insurance claims, loss control and tender call/contract review.Corporate administrative support including reception, mail, printing and Freedom of Information requests.Support for electoral area volunteer services and fire departments.

PARTICIPATION:

All municipalities and electoral areas and the Songhees and Tsawout Bands

MAXIMUM LEVY:

N/A


N/A

COMMITTEE:


FUNDING:

Requisition and internal recoveries

1

BUDGET REQUEST

1.017 - FINANCE 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Salaries and Wages 3,006,329 3,069,739 3,171,950 0 0 3,171,950 3,241,520 3,312,620 3,385,280 3,459,530Allocations - Summary 321,920 403,480 281,150 0 0 281,150 286,780 292,510 298,370 304,330Operating Other - Summary 268,450 262,390 281,650 0 0 281,650 287,170 292,890 298,740 304,690Legal/Auditing Costs 128,010 131,870 130,570 0 0 130,570 133,180 135,840 138,560 141,330Contract For Services 21,220 12,030 15,720 0 0 15,720 21,130 21,550 21,980 22,420


*Percentage Increase over prior year 0.00% 3.57% 3.61% 0.00% 0.00% 3.61% 2.29% 2.16% 2.16% 2.16%

CAPITAL / RESERVE Transfer to Capital Fund 0 0 0 7,500 0 7,500 0 0 0 0 Transfer to Equipment Replacement Fund 0 0 0 0 0 0 12,500 12,500 12,500 12,500

TOTAL CAPITAL / RESERVES 0 0 0 7,500 0 7,500 12,500 12,500 12,500 12,500

TOTAL COSTS 3,745,929 3,879,509 3,881,040 7,500 0 3,888,540 3,982,280 4,067,910 4,155,430 4,244,800


Internal Recovery - Other (67,350) (67,350) (68,700) 0 0 (68,700) (70,070) (71,470) (72,900) (74,360) Internal Recovery - Fin & Corp 0 (179,770) 0 0 0 0 0 0 0 0

OPERATING COSTS LESS INTERNAL RECOVERIES 3,678,579 3,632,389 3,812,340 7,500 0 3,819,840 3,912,210 3,996,440 4,082,530 4,170,440

*Percentage Increase over prior year 0.00% -1.26% 3.64% 0.20% 0.00% 3.84% 2.42% 2.15% 2.15% 2.15%


Surplus / (Deficit) 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 Revenue - Other (91,545) 0 (93,380) 0 0 (93,380) (95,250) (97,160) (99,100) (101,080) Grants - Federal/Provincial/Ot 0 (106,330) 0 0 0 0 0 0 0 0

TOTAL REVENUE (91,545) (106,330) (93,380) 0 0 (93,380) (95,250) (97,160) (99,100) (101,080)

REQUISITION (3,587,034) (3,526,059) (3,718,960) (7,500) 0 (3,726,460) (3,816,960) (3,899,280) (3,983,430) (4,069,360)



* Staff Establishment Chart - Treatment Program

2




Period Range :

0000400000 0000799999

01 12

017FINADM.B

Fiscal Year : 2017

100021 Finance ExpendituresCost Center


Cost Element(1)

Budget Request(3)

Transfers to General Capital Fund547060 $7,500.00

Transfer to ERF to support life cycle replacement for 30 staff work

stations

$7,500.00 Total: 100021 Finance Expenditures

Tuesday November 08, 2016 @ 14:32:29 Page 1 of 2 White Detail3




Period Range :

0000400000 0000799999

01 12

017FINADM.B

Fiscal Year : 2017

$7,500.00Grand Total: 017FINADM.B

Tuesday November 08, 2016 @ 14:32:29 Page 2 of 2 White Detail4

CAPITAL REGIONAL DISTRICT SCHEDULE B


1.017 Finance2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 34,350 22,350 22,350 30,350 22,350 131,750

34,350 22,350 22,350 30,350 22,350 131,750

SOURCE OF FUNDS


34,350 22,350 22,350 30,350 22,350 131,750


CAPITAL BUDGET FORM Service #: 1.0172017 & Forecast 2018 to 2021 Service Name: Finance




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total17-01 Replacement Print shop copier N/A E ERF 8,000 8,000 16,000 17-02 Replacement Computer Equipment (Desktops & Peripherals) N/A E ERF 22,350 22,350 22,350 22,350 22,350 111,75017-03 Replacement Office Equipment N/A E ERF 4,000 4,000

Total - - 34,350 22,350 22,350 30,350 22,350 131,750






Service: 1.017 Finance

17-01

17-02

17-03 Office equipment Replacement

Print shop copier Replacement

Print shop copier will be replaced based on equipment lifecycle assessment.


Office equipment will be replaced based on equipment lifecycle assessment.



1.017 Finance Equipment ReplacementReserve Schedule2017 - 2021 Financial Plan

Estimate2016 2017 2018 2019 2020 2021


Transfer to Cap Fund (Based on Capital Plan) (19,165) (34,350) (22,350) (22,350) (30,350) (22,350)

Transfer from Ops Budget 8,622 - 12,500 12,500 12,500 12,500

Interest Income - - - - - -

Ending Balance $ 159,776 125,426 115,576 105,726 87,876 78,026

Reserve Schedule - Equipment Portion

Reserve Fund: 1.017 Finance Equipment Replacement Schedule

Budget

8

Service: 1.126 Vic Family Court & Youth Justice Committee Committee: Finance, Corporate and Protective Services

DEFINITION:

To fund the operation of the Victoria Family Court Committee & Juvenile Justice Issues as appointed under the Provincial Court Act.(Division VI, Supplementary Letters Patent issued March 16, 1967, amended September 10, 1987).


This service provides funding for the operating of the Victoria Family Court and Youth Justice Committee. The committee has been givenauthority are under the federal Youth Criminal Justice Act. A family court committee is a requirement of the Provincial Court Act, whichstates that a municipality operating a family court must have a committee

to monitor the proceedings of the court and address issues pertaining to resources and legislation concerning families andyouth and advocate changes.to provide funding for Board-approved committees whose purpose is related to juvenile justice issues. Currently the onlyBoard-approved committee is the Capital Region Action Team (CRAT), which deals with teenagers involved in the sex trade.to promote and examine extra-legal options in justice.to liaise with governmental and non-governmental bodies around youth justice.

PARTICIPATION:

On the basis of the net taxable value of land and improvements as fixed for taxation in the immediately preceding year for Hospital Districtpurposes as to one half of such cost, and the other one half shall be apportioned on the basis of population based on the last census established by Census Canada prior to year of apportionment.

MAXIMUM LEVY:

$15,000 (Bylaw No. 3048)


Nil

METHOD OF AUTHORIZATION:

Supplementary Letters Patent - March 16, 1967; amended September 10, 1987.

COMMISSION:

FUNDING:

9

Service: 1.126 Vic Family Court & Youth Justice Committee Committee: Finance, Corporate and Protective Services

ASSESSMENTS2015 2011

Previous Yr (50%) Previous Year (50%)Member Municipality Converted Actual Census Populations

City of Colwood 294,839,180 2,653,221,199 16,093 4.02%City of Victoria 2,452,620,752 18,085,673,714 80,017 25.54%District of Central Saanich 434,122,467 3,553,829,858 15,936 4.78%District of Highlands 53,524,921 503,928,301 2,120 0.61%District of Langford 754,967,718 5,964,928,515 29,228 8.54%District of Metchosin 95,016,768 922,875,442 4,803 1.24%District of North Saanich 386,157,473 3,471,460,388 11,089 3.80%District of Saanich 2,577,168,590 22,894,423,641 109,752 30.60%District of Sooke 220,361,793 1,990,807,790 11,435 2.92%District of Oak Bay 595,825,687 5,733,268,109 18,015 6.00%Town of Sidney 339,938,684 2,736,175,662 11,178 3.55%Town of View Royal 215,593,566 1,889,763,898 9,381 2.59%Township of Esquimalt 284,725,115 2,480,614,807 16,209 3.98%

Subtotal 8,704,862,714 72,880,971,324 335,256 98.16%

Electoral Area

Juan de Fuca EA 154,625,032 1,295,638,133 4,351 1.51%

Subtotal 154,625,032 1,295,638,133 4,351 1.51%

First Nations Taxation

Songhees 15,784,880 132,074,100 1,678 0.33%

Subtotal 15,784,880 132,074,100 1,678 0.33%

TOTAL 8,875,272,626 74,308,683,557 341,285 100.00%

10

11

Service: 1.128 Greater Victoria Police Victims Services Committee: Finance, Corporate and Protective Services

DEFINITION:

To make Grants-In-Aid to the Greater Victoria Police Victims Services on behalf of participating members. Extended service Bylaw No. 1998 (May 27, 1992).


PARTICIPATION:

All municipalities except the District of North Saanich and the District of Sooke and a portion of the electoral Area of Juan de Fuca (former small Langford Electoral Area).

MAXIMUM LEVY:

No limit


Nil

COMMISSION:

FUNDING:

Greater Victoria Police Victims Services is contracted by the provincial gov’t (Solicitor General who provide partial funding of $170,000) to provide the following services under the Victims of Crime Act to those impacted by crime or trauma : Emotional support/Service referral including at scene triage and referral to Sexual Assault, Spousal Assault, Child Abuse and Men’s Trauma centres; Public Education on victim’s rights and support services, justice system and court orientation; Court Support for Crown Counsel in Victoria and West Shore including orientation and ongoing support through judicial process for victims, witnesses, friends and family; Safety planning assistance for ongoing safety following criminal victimization; Emotional support for next-of-kin sudden death notification (police accompaniment); Convicted Criminal updates to victims regarding court dates, sentencing, parole hearings and decisions and release dates/ conditions; Victim Impact Statement guidance on content of statement; Victims of Crime Assistance applications for lost income from criminal victimization.

12

Service: 1.128 Greater Victoria Police Victims Services Committee: Finance, Corporate and Protective Services

2015 2015 2016 2016Member Municipality Converted Actual Converted Actual

City of Colwood 294,839,180 3.62% 2,653,221,199 308,978,197 3.62% 2,778,058,201City of Victoria 2,452,620,752 30.10% 18,085,673,714 2,554,807,966 29.96% 18,857,340,858District of Central Saanich 434,122,467 5.33% 3,553,829,858 452,059,640 5.30% 3,712,345,404Township of Esquimalt 284,725,115 3.49% 2,480,614,807 296,873,359 3.48% 2,600,811,256District of Langford 754,967,718 9.27% 5,964,928,515 804,632,672 9.44% 6,396,058,549District of Saanich 2,577,168,590 31.63% 22,894,423,641 2,700,267,343 31.66% 23,998,988,997District of Oak Bay 595,825,687 7.31% 5,733,268,109 630,414,796 7.39% 6,069,726,609District of Metchosin 95,016,768 1.17% 922,875,442 96,647,628 1.13% 938,840,399Town of Sidney 339,938,684 4.17% 2,736,175,662 353,898,542 4.15% 2,864,797,656Town of View Royal 215,593,566 2.65% 1,889,763,898 224,818,914 2.64% 1,955,959,398District of Highland 53,524,921 0.66% 503,928,301 54,672,011 0.64% 514,221,316

Subtotal 8,098,343,448 99.39% 67,418,703,146 8,478,071,068 99.41% 70,687,148,643

Electoral AreaJDF - Langford - R(761) ESA # 36 1,091,972 0.01% 3,888,000 1,183,860 0.01% 4,152,400JDF - Langford - R(762) ESA # 36 6,561,084 0.08% 65,035,843 6,742,148 0.08% 66,737,986JDF - Langford - R(763) ESA # 36 13,000,558 0.16% 129,222,130 13,136,785 0.15% 130,595,300

Subtotal 20,653,614 0.25% 198,145,973 21,062,793 0.25% 201,485,686


Songhees 15,784,880 0.19% 132,074,100 15,300,298 0.18% 126,883,600Tsawout 13,665,981 0.17% 120,886,600 13,665,981 0.16% 120,886,600

Subtotal 29,450,861 0.36% 252,960,700 28,966,279 0.34% 247,770,200

TOTAL 8,148,447,923 100.00% 67,869,809,819 8,528,100,140 100.00% 71,136,404,529

ASSESSMENTS ASSESSMENTS

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14

Service: 1.230 Traffic Safety Committee: Finance, Corporate and Protective Services

DEFINITION:

To establish a Traffic Safety Commission as an extended service to participants.Establishment Bylaw No. 1828 (1990) and Bylaw No. 1921 (August 14, 1991).


This service provides funding and support for the Traffic Safety Commission, a CRD commission that advises the CRD Board on Traffic Safetyproblems and puts in place applicable Traffic Safety Programs. Representatives from about 14 organizations concerned with traffic safety, suchas the BC Ambulance Service, make up the commission. This service primarily provides funding for advertising which is generally leveraged,resulting in about $3 worth of advertising for every $1 actually spent.

PARTICIPATION:

Participating municipalities and electoral areas on the basis of converted hospital assessment value of land and improvements.

MAXIMUM LEVY:

N/A


N/A

COMMISSION:

FUNDING:

15

Service: 1.230 Traffic Safety Committee: Finance, Corporate and Protective Services

2015 2015 2016 2016Converted Actual Converted Actual

Member Municipality

City of Victoria 2,452,620,752 27.06% 18,085,673,714 2,554,807,966 26.95% 18,857,340,858District of Central Saanich 434,122,467 4.79% 3,553,829,858 452,059,640 4.77% 3,712,345,404Township of Esquimalt 284,725,115 3.14% 2,480,614,807 296,873,359 3.13% 2,600,811,256District of Langford 754,967,718 8.33% 5,964,928,515 804,632,672 8.49% 6,396,058,549District of Saanich 2,577,168,590 28.44% 22,894,423,641 2,700,267,343 28.49% 23,998,988,997District of Oak Bay 595,825,687 6.57% 5,733,268,109 630,414,796 6.65% 6,069,726,609District of North Saanich 386,157,473 4.26% 3,471,460,388 416,465,358 4.39% 3,765,978,126Town of Sidney 339,938,684 3.75% 2,736,175,662 353,898,542 3.73% 2,864,797,656Town of View Royal 215,593,566 2.38% 1,889,763,898 224,818,914 2.37% 1,955,959,398District of Highland 53,524,921 0.59% 503,928,301 54,672,011 0.58% 514,221,316District of Sooke 220,361,793 2.43% 1,990,807,790 228,344,465 2.41% 2,065,069,242

Subtotal 8,315,006,766 91.75% 69,304,874,683 8,717,255,066 91.97% 72,801,297,411

Electoral Area

Juan de Fuca EA 154,625,032 1.71% 1,295,638,133 162,340,034 1.71% 1,353,514,716Salt Spring Island (F) 315,799,609 3.48% 2,970,165,712 320,374,313 3.38% 3,010,703,239Southern Gulf Islands 247,344,204 2.73% 2,388,018,888 249,619,797 2.63% 2,409,637,323

Subtotal 717,768,845 7.92% 6,653,822,733 732,334,144 7.73% 6,773,855,278


Songhees 15,784,880 0.17% 132,074,100 15,300,298 0.16% 126,883,600Tsawout 13,665,981 0.15% 120,886,600 13,665,981 0.14% 120,886,600

Subtotal 29,450,861 0.32% 252,960,700 28,966,279 0.31% 247,770,200

TOTAL 9,062,226,472 100.00% 76,211,658,116 9,478,555,489 100.00% 79,822,922,889


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17

Service: 1.290 Royal Theatre Committee: Administration

DEFINITION:

The function of purchasing, maintaining, equipping, operating and selling the Royal Theatre in Victoria to the Capital Regional District. The function is for the purpose of pleasure, recreation and community use and includes all facilities and concessions associated with the RoyalTheatre and a parking lot. Local Services Establishment Bylaw No. 2587, March 25, 1998.


This is a service to provide funding for the support of the Royal Theatre in the City of Victoria as a community centre of art and education.Ownership was transferred to the CRD in 1998. The service operates under an agreement with the Royal and McPherson Theatres SocietyBoard who manage the theatre in return for financial support.

PARTICIPATION:

City of Victoria, District of Saanich, and District of Oak Bay, apportioned 50% on converted value of land and improvements and 50% on the basis of population (see bylaw for details).

MAXIMUM LEVY:

Capital Expenditures $480,000Annual Operating Expenditures $100,000

Note: Grants in Lieu of Taxes paid to the Regional District will be held to the credit of the participant.


NIL

COMMISSION:

Royal and McPherson Theatre Society reporting to a sub-committee of the Finance, Corporate and Intergovernmental.

FUNDING:

18

19

SCHEDULE B

1.290 Royal Theatre2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B 320,000 263,000 800,000 3,000,000 1,000,000 5,383,000 Equipment E 966,705 127,000 97,000 97,000 101,000 1,388,705

1,286,705 390,000 897,000 3,097,000 1,101,000 6,771,705

SOURCE OF FUNDS

Capital Funds on Hand C 171,705 97,000 97,000 97,000 101,000 563,705 Grants (Federal, Provincial) G 400,000 - - - - 400,000 Donations / Third Party Funding O - 75,000 - 3,000,000 1,000,000 4,075,000 Reserve Fund R 715,000 218,000 800,000 - - 1,733,000

1,286,705 390,000 897,000 3,097,000 1,101,000 6,771,705



20

CAPITAL BUDGET FORM Service #: 1.2902017 & Forecast 2018 to 2021 Service Name: Royal Theatre




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total16-01 New Construction/ Project Building Assessment 60,000 B Cap 55,000 55,000 55,00016-02 Replacement Chairs and Jump Seats 15,700 E Cap 12,705 12,705 12,70517-01 Replacement Stage Equipment Replacement N/A E Cap 29,000 27,000 27,000 27,000 28,000 138,00017-02 Replacement Lighting Equipment Replacement N/A E Cap 29,000 30,000 30,000 30,000 31,000 150,00017-03 Replacement Sound Equipment Replacement N/A E Cap 32,000 30,000 30,000 30,000 31,000 153,00017-04 Replacement FOH/Bar/Conc Equipment N/A E Cap 14,000 10,000 10,000 10,000 11,000 55,00017-05 Replacement House Carpet 80,000 B Res 80,000 80,00017-06 Replacement Outdoor Event Sign 50,000 B Res 50,000 50,00017-07 Renewal Upgrade Security Camera System 15,000 B Res 15,000 15,00017-08 New Construction/ Project Audio, Projectors & Handrails E Grant 400,000 400,000

E Res 450,000 450,00017-09 New Construction/ Project Canopy 900,000 B Res 100,000 800,000 900,00017-10 New Construction/ Project Permanent Projection Position 20,000 B Res 20,000 20,00018-01 Replacement Theatre Doors 75,000 B Other 75,000 75,00018-02 New Construction/ Project Directional Signage 30,000 B Res 30,000 30,00018-03 Replacement Under Balcony Lights 10,000 B Res 10,000 10,00018-04 New Construction/ Project Exterior Storage 20,000 B Res 20,000 20,00018-05 Replacement Green room carpets, washrooms & 78,000 B Res 78,000 78,00018-06 New Construction/ Project Lobby chandeliers & Fixtures 20,000 B Res 20,000 20,00018-07 Replacement Lobby Furniture 30,000 B Res 30,000 30,00018-08 New Construction/ Project Mobile Bar 30,000 E Res 30,000 30,00020-01 Replacement Theatre Seats & Lights 1,000,000 B Other 1,000,000 1,000,00020-02 Replacement Theatre floor, pit rebuild & railings 1,000,000 B Other 1,000,000 1,000,00020-03 New Construction/ Project HVAC 2,000,000 B Other 1,000,000 1,000,000 2,000,000

Total 6,283,700 67,705 1,286,705 390,000 897,000 3,097,000 1,101,000 6,771,705

Funding Source Codes Asset ClassDebt = Debenture Debt (new debt only) L - LandERF = Equipment Replacement Fund S - Engineering StructureGrant = Grants (Federal, Provincial) B - BuildingsCap = Capital Funds on Hand V - VehiclesOther = Donations / Third Party Funding E - EquipmentRes = Reserve FundSTLoan = Short Term Loans



850,000

21

Service: 1.290 Royal Theatre

17-01 Stage Equipment Replacement

17-02 Lighting Equipment Replacement

17-03 Sound Equipment Replacement

17-04 Front of House/Bar/Concession Equipment

This project will replace aging equipment in the bars and concessions to improve service to patrons.

17-05 House Carpet

17-06 Outdoor Sign Replacement

17-07 Upgrade Security Camera System

The Royal Theatre continues to excel in providing state of the art technical stage equipment by constantly updating currentinfrastructure and leveraging cutting edge technologies to provide the best possible experience for our theatre patrons andperformers.

The Lighting department continues to update lighting fixtures to take advantage of new green LED technologies that further reduceour electrical footprint.

The Audio department continues to replace aging speakers and microphones with new sonically superior technologies that enhance the audience experience.

This project will replace the current carpet from 2002 and will improve safety and enhance audience experience.

Stage equipment, including overhead rigging and draperies, continue to be maintained and replaced with the utmost focus onperformer safety.

The software for the current sign is outdated and no longer supported.

This project will replace aging equipment and add additional points of view with up to date technology. This will ensure the safety and security of the building and assets. 22


17-08 Audio and Projectors

17-09 CanopyIn 2017, this project will produce new architectural designs and engineering assessments for a new canopy.

17-10 Permanent Projection Position

18-01 Theatre Doors

18-02 Directional Signage

18-03 Under Balcony Lights

The interior theatre doors that lead into the house are not soundproof. This project will replace the frames and doors using modern soundproofing technology to enhance the audience's experience.

This project will improve safety, access, audience flow and crowd management.

Line-Array speaker system is the new way to distribute sound in the theatre. It provides greater sound quality and improved coverage than the current system that was installed in 2002. It will enhance both the audience and performers experience.

As more and more theatre companies use video and still projection for their scenery and other show elements, theatres around the world are beginning to install permanent projectors in a dedicated and permanent position.The primary purpose is to reduce visual impact of the projectors for the audience, and provide a dedicated projection area that doesn't impede on audience seating with noise, light and mechanical devices.

This project will improve audience safety in the theatre.

The trend today in theatrical productions is to project scenery rather than have physical pieces of scenery built with considerable time and cost. New projectors will enable clients to have access to what is becoming an industry standard.

23


18-04 Exterior Storage

18-05 Green room carpets, washrooms and dressing rooms

18-06 Lobby chandeliers and fixtures

18-07 Lobby Furniture

18-08 Mobile Bar

20-01 Theatre Seats & Lights

20-02 Theatre floor, pit rebuild & railings

This project will add six chandeliers to the lobbies to enhance the patron's experience.

Front of House, janitorial and maintenance equipment require additional storage and organization. There is no available interior space; therefore, exterior storage will be provided and the garbage and recycling area will be reorganized for improved efficiency.

The floor under the theatre seats requires a great deal of maintenance and is important to ensure the proper installation of the new theatre seats as listed in project 20-01. The aging pit and railings will be replaced concurrently to complete the audience chamber upgrades. Patron and performer's comfort and experience will be enhanced by this project.

This project will replace the aging furniture in the lobbies.

This project will increase service and delivery to patrons.

The existing asset will require replacement by this year as it will reach the end of its lifetime. This is very important for the comfort, safety and viewing experience of the audience.

This project will replace the carpets and update the washrooms and dressing rooms to enhance the performers comfort and experience.

24


20-03 HVAC

In 2020, the project will include site preparation and infrastructure. In the 2021, the hardware and installation will occur.

25

1.290 Royal Theatre Asset and Reserve Summary2017 - 2021 Financial Plan

Royal Theatre

* Annual insurance renewal - replacement values as assessed in 2015.

Capital Reserve Fund EstimateProjected year end balance 2016 2017 2018 2019 2020 2021


Planned Capital Expenditure (Based on Capital Plan) (170,000) (715,000) (218,000) (800,000) - -

Transfer from Operating Budget 183,973 173,973 383,000 383,000 383,000 379,000 Interest Income** 11,058 - - - - -


Asset Profile

Assets held by the Royal Theatre service consist of land, Royal Theatre built in 1913 as well as various equipment. Royal Theatre was renovated in 2003 and 2005. The total historical value as of Dec 31, 2015 for all assets was $11M with an estimated replacement value for the Royal Theatre of $34M (Note A).

** Interest should be included in determining the estimated ending balance for the current year. Interest in planning years nets against inflation which is not included.

Budget Forcasting

Capital Reserve Fund Schedule

Reserve Fund: 1.290 Royal Theatre Capital Reserve Fund (Bylaw No. 2855)

1.290 Royal Capital Reserve 04/11/2016 26

Service: 1.295 McPherson Theatre Committee: Administration

DEFINITION:

A local service established for the purpose of purchasing, maintaining, equipping and operating the McPherson Playhouse in Victoria, British Columbia.


This is a service to provide funding for the support of the McPherson Theatre in the City of Victoria. The building is owned by the City ofVictoria. The service operates under an agreement with the Royal and McPherson Theatres Society Board who manage the theatre in returnfor financial support. This building operation was transferred to the CRD for ease of administration with the Royal & McPherson TheatresSociety and to recognize the benefits of one organization operating the two theatres (one ticket system, ability to move acts between iffinancially beneficial, etc.)

PARTICIPATION:

The City of Victoria is the only participant.

MAXIMUM LEVY:

The maximum amount that may be requisitioned under section 816(1) of the Municipal Act (Section 803 of the Local Government Act) for the annual cost of the local service will be: (a) for capital expenditures including but not limited to, the renovation, reconstruction or rebuilding of a performing arts theatre, machinery and equipment, reserve fund transfer and annual debt servicing payments. The maximum amount will be $400,000. (b) for annual operating expenditures which may also include expenditures of a nature referred to in (a) above, the maximum amount will be $350,000.


None

COMMISSION:

Royal and McPherson Theatre Society reporting to a sub-committee of the Finance, Corporate and Intergovernmental.

FUNDING:

27

28

SCHEDULE B

1.295 McPherson Theatre2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B 383,429 400,000 1,000,000 500,000 500,000 2,783,429 Equipment E 84,000 84,000 84,000 84,000 88,000 424,000

467,429 484,000 1,084,000 584,000 588,000 3,207,429

SOURCE OF FUNDS

Capital Funds on Hand C 307,429 84,000 84,000 84,000 88,000 647,429 Reserve Fund R 160,000 400,000 1,000,000 500,000 500,000 2,560,000

467,429 484,000 1,084,000 584,000 588,000 3,207,429



29

CAPITAL BUDGET FORM Service #: 1.2952017 & Forecast 2018 to 2021 Service Name: McPherson Theatre




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total16-01 New Construction/ Project Building Assessment 60,000 B Cap 55,000 55,000 55,00016-02 Renewal HVAC Upgrade 2,295,300 B Cap 145,908 145,908 145,90816-03 Renewal Security Camera System 15,000 B Cap 12,779 12,779 12,77916-04 Renewal Reglaze Doors at Government St 10,000 B Cap 9,742 9,742 9,74217-01 Replacement Stage Equipment Replacement N/A E Cap 23,000 24,000 24,000 24,000 25,000 120,00017-02 Replacement Lighting Equipment Replacement N/A E Cap 23,000 24,000 24,000 24,000 25,000 120,00017-03 Replacement Sound Equipment Replacement N/A E Cap 28,000 29,000 29,000 29,000 30,000 145,00017-04 Replacement FOH/Bar/Conc Equipment N/A E Cap 10,000 7,000 7,000 7,000 8,000 39,00017-05 Replacement Outdoor Sign Replacement 150,000 B Res 150,000 150,00017-06 Renewal Mezzanine Washrooms 160,000 B Res 10,000 150,000 160,00018-01 Replacement Lobby Window Replacement 250,000 B Res 250,000 250,00019-01 New Construction/ Project Lobby Vestibule 250,000 B Res 250,000 250,00019-02 New Construction/ Project Lobby HVAC 500,000 B Res 500,000 500,00019-03 Renewal Government Street Façade 250,000 B Res 250,000 250,00020-01 New Construction/ Project Elevator 1,000,000 B Res 500,000 500,000 1,000,000

Total 4,940,300 223,429 467,429 484,000 1,084,000 584,000 588,000 3,207,429





30

Service: 1.295 McPherson Theatre

17-01 Stage Equipment Replacement

17-02 Lighting Equipment Replacement

17-03 Sound Equipment Replacement

17-04 Front of House/Bar/Concession Equipment

17-05 Outdoor Sign Replacement

Stage equipment including overhead rigging and draperies continue to be maintained and replaced with the utmost focus onperformer safety.

The McPherson Playhouse continues to excel in providing state of the art technical stage equipment by constantly updating currentinfrastructure and leveraging cutting edge technologies to provide the best possible experience for our theatre patrons andperformers.

The Lighting department continues to update lighting fixtures to take advantage of new green LED technologies that further reduceour electrical footprint.

The Audio department continues to replace aging speakers and microphones with new sonically superior technologies that enhance the audience experience.

This project will replace aging equipment in the bars and concessions to improve service to patrons.

For improved safety and visibility as well as to incorporate the changes to the sidewalk and bike lanes on Pandora Avenue, the current sign will be replaced.

31

Service: 1.295 McPherson Theatre

17-06 Mezzanine Washrooms

18-01 Lobby Window Replacement

19-01 Lobby Vestibule

19-02 Lobby HVAC

19-03 Government Street Façade

20-01 Elevator

require repointing, the windows and Juliet balconies require upgrades, replacement and maintenance, and the existing drains require replacement.

This project will add accessibility to the mezzanine level of the theatre. The excavation and preparation will take place in 2020 with the hardware and installation happening in 2021.

This project will update the 1960's washrooms for improved functionality, health, safety and comfort of patrons.

This project will replace the current single pane leaking windows and will address reducing energy consumption.

This project will improve audience and performer comfort.

This project ensures the longevity of the 100 year old historical façade of the McPherson Playhouse. The bricks

This project will add a new vestibule in front of the existing lobby doors. This will improve patron and staff safety and comfort as well as reduce energy consumption in the lobby.

32

1.295 McPherson Theatre Asset and Reserve Summary2017 - 2021 Financial Plan

McPherson Theatre

Capital Reserve Fund EstimateProjected year end balance 2016 2017 2018 2019 2020 2021

Beginning Balance 673,277 829,238 1,020,983 973,786 326,589 179,392

Planned Capital Expenditure (Based on Capital Plan) (210,000) (160,000) (400,000) (1,000,000) (500,000) (500,000)

Transfer from Operating Budget 356,745 351,745 352,803 352,803 352,803 352,803 Interest Income* 9,216 - - - - -

Total projected year end balance 829,238 1,020,983 973,786 326,589 179,392 32,195


Asset Profile

Assets held by the McPherson Theatre service consist of new McPherson Theatre built in 1914 as well as various equipment. The total historical value as of Dec 31, 2015 for all assets was $5M.


Reserve Fund: 1.295 McPherson Playhouse Capital Reserve Fund (Bylaw No. 3270)

Budget Forcasting

1.295 McPherson CapitalReserve 04/11/2016 33

Service: 1.112 Regional Grant in Aid Committee: Corporate Services

DEFINITION:

To make grants-in-aid to any organization deemed to be contributing to the general interest of the Capital Region.(Letters Patent - March 24, 1977; April 17, 1985).


Provide Grants to support organizations that are outside the existing services of the Regional District.

PARTICIPATION:

All member municipalities and electoral areas.

MAXIMUM LEVY:

$0.05 / $1,000 on converted value of hospital assessed land and improvements.

PRIOR YEAR LEVIES:

2014 300,000$2015 300,000$2016 -$


Nil

COMMISSION:

FUNDING:

34

35

Service: 21.1 Feasibility Study Reserve Committee: Finance & Corporate Services

DEFINITION:

Capital Regional District Bylaw No. 79 to establish a Feasibility Study Reserve Fund to be used for the possible adoption of a service.


Funding to be used for conducting research on possible new services.

PARTICIPATION:

All member municipalities on the basis of converted hospital assessments. Pursuant to Section 804 of the Local Government Act in thecase of feasibility studies in relation to proposed services, the costs are apportioned among the electoral areas.

MAXIMUM LEVY:

$0.10/1,000 of actual assessed value of land and improvements.


N/A

COMMISSION:

FUNDING:

36

Service: 21.1 Feasibility Study Reserve Committee: Finance & Corporate Services

2015 2015 2016 2016Member Municipality Converted Actual Converted Actual

City of Colwood 294,839,180 3.13% 2,653,221,199 308,978,197 3.14% 2,778,058,201District of Langford 754,967,718 8.01% 5,964,928,515 804,632,672 8.16% 6,396,058,549District of Highland 53,524,921 0.57% 503,928,301 54,672,011 0.55% 514,221,316City of Victoria 2,452,620,752 26.03% 18,085,673,714 2,554,807,966 25.92% 18,857,340,858District of Central Saanich 434,122,467 4.61% 3,553,829,858 452,059,640 4.59% 3,712,345,404Township of Esquimalt 284,725,115 3.02% 2,480,614,807 296,873,359 3.01% 2,600,811,256District of Saanich 2,577,168,590 27.35% 22,894,423,641 2,700,267,343 27.40% 23,998,988,997District of Oak Bay 595,825,687 6.32% 5,733,268,109 630,414,796 6.40% 6,069,726,609District of North Saanich 386,157,473 4.10% 3,471,460,388 416,465,358 4.23% 3,765,978,126District of Metchosin 95,016,768 1.01% 922,875,442 96,647,628 0.98% 938,840,399Town of Sidney 339,938,684 3.61% 2,736,175,662 353,898,542 3.59% 2,864,797,656District of Sooke 220,361,793 2.34% 1,990,807,790 228,344,465 2.32% 2,065,069,242Town of View Royal 215,593,566 2.29% 1,889,763,898 224,818,914 2.28% 1,955,959,398

Subtotal 8,704,862,714 92.38% 72,880,971,324 9,122,880,891 92.57% 76,518,196,011

Electoral AreaJuan de Fuca EA 154,625,032 1.64% 1,295,638,133 162,340,034 1.65% 1,353,514,716Salt Spring Island (F) 315,799,609 3.35% 2,970,165,712 320,374,313 3.25% 3,010,703,239Southern Gulf Islands 247,344,204 2.63% 2,388,018,888 249,619,797 2.53% 2,409,637,323

Subtotal 717,768,845 7.62% 6,653,822,733 732,334,144 7.43% 6,773,855,278

TOTAL 9,422,631,559 100.00% 79,534,794,057 9,855,215,035 100.00% 83,292,051,289


37

38

NOVEMBER 30 2016


2017 BUDGET

TECHNOLOGY AND INITIATIVES


4. Technology and Initiatives

4.1 1.022 Information Systems / GIS / Geospatial 1 - 15

Facilities Management

4.2 1.106 Facilities and Risk 16 - 244.3 1.107 Corporate Satellite Facilities 25 - 264.4 1.123 Family Court Building 27 - 324.5 1.226 Health Facilities - VIHA 33 - 37

4.6 1.015 Real Estate 38 - 39

4.7 1.297 Arts Grants and Development 40 - 49



Page

Service: 1.022 Information Technology Committee: Finance & Corporate Services

DEFINITION:

Support services to the departments of the Capital Regional District.


Corporate information system development and support, telecommunications & phone systems, desktop support, networking, 911 systems,data communications, emergency systems, radio systems design & support, corporate web site, social media, application analysis & development, data management, Geographic Information Systems, web mapping, geospatial services, mapping and property information.

PARTICIPATION:

All CRD departments, recreation centres, CRD Housing and 9-1-1.

MAXIMUM LEVY:

N/A


N/A

COMMITTEE:


FUNDING:

Internal recoveries

1

BUDGET REQUEST

INFORMATION TECHNOLOGY DEPARTMENT 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

INFORMATION TECHNOLOGY 3,983,111 3,973,235 4,095,598 0 0 4,095,598 4,181,312 4,261,994 4,347,231 4,434,182 G.I.S. 509,788 509,788 517,983 0 0 517,983 528,109 538,619 549,335 560,262 GEO-SPATIAL 139,902 139,902 140,032 0 0 140,032 145,121 148,023 150,983 154,003



CAPITAL / RESERVETransfer to Reserve Fund 250,000 250,000 255,000 0 0 255,000 260,100 265,302 270,608 276,020

Trf to Equipment Replacement Fund 4,620 4,620 4,620 0 0 4,620 4,712 4,712 4,807 4,903 Trf to ERF Comp&Eqpt 113,146 113,146 115,096 0 0 115,096 118,018 120,178 122,382 124,629 Trns to Computers-IT 46,000 46,000 46,000 0 0 46,000 46,620 47,252 47,897 48,555



TOTAL COSTS 5,046,567 5,036,691 5,174,329 0 0 5,174,329 5,283,992 5,386,081 5,493,244 5,602,555


730540 Alloc Rcv-Radio Csts (187,912) (188,912) (190,608) 0 0 (190,608) (197,734) (201,689) (205,723) (209,837) 730750 Alloc Rcv-NetWkSrvFx (80,060) (78,050) (80,000) 0 0 (80,000) (81,600) (83,232) (84,897) (86,595) 730770 Alloc Rcv-IT Service (3,288,191) (3,279,416) (3,378,404) 0 0 (3,378,404) (3,478,470) (3,544,803) (3,615,495) (3,687,611) 731010 Alloc Rcv-GIS Needs (480,138) (480,138) (486,862) 0 0 (486,862) (496,599) (506,531) (516,662) (526,995) Leases (15,000) (15,000) (15,000) 0 0 (15,000) (15,000) (15,000) (15,000) (15,000)

OPERATING COSTS LESS INTERNAL RECOVERIES 995,266 995,175 1,023,455 0 0 1,023,455 1,014,589 1,034,825 1,055,467 1,076,517

*Percentage Increase over prior year -0.01% 2.83% 0.00% 0.00% 2.83% -0.87% 1.99% 1.99% 1.99%


Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0

Sale of Goods and Services (9,600) (9,600) (9,600) 0 0 (9,600) (9,792) (9,988) (10,188) (10,391) Grants In Lieu of Taxes (12,625) (12,625) (12,329) 0 0 (12,329) (10,141) (10,284) (10,431) (10,580)

TOTAL REVENUE (22,225) (22,225) (21,929) 0 0 (21,929) (19,933) (20,272) (20,619) (20,972)

REQUISITION (973,041) (972,950) (1,001,526) 0 0 (1,001,526) (994,656) (1,014,553) (1,034,849) (1,055,546)



2

BUDGET REQUEST

INFORMATION TECHNOLOGY DEPARTMENT 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Salaries and Wages 2,536,892 2,361,304 2,605,283 0 0 2,605,283 2,657,680 2,710,833 2,765,050 2,820,351 Allocations 248,639 248,634 266,050 0 0 266,050 272,504 276,216 281,740 287,377 Operating - Other 1,197,580 1,363,297 1,224,265 0 0 1,224,265 1,251,128 1,274,944 1,300,442 1,326,454

Total I.T. 3,983,111 3,973,235 4,095,598 0 0 4,095,598 4,181,312 4,261,994 4,347,231 4,434,182


Salaries and Wages 317,294 317,294 324,388 0 0 324,388 330,876 337,493 344,243 351,128 Allocations 44,399 44,429 45,410 0 0 45,410 46,370 47,297 48,243 49,208 Operating - Other 148,095 148,065 148,185 0 0 148,185 150,864 153,829 156,848 159,926

Total GIS 509,788 509,788 517,983 0 0 517,983 528,109 538,619 549,335 560,262


Salaries and Wages 0 0 0 0 0 0 0 0 0 0 Allocations 58,761 58,761 58,761 0 0 58,761 60,008 61,208 62,432 63,681 Operating - Other 81,141 81,141 81,271 0 0 81,271 85,113 86,815 88,551 90,322

Total Geospatial 139,902 139,902 140,032 0 0 140,032 145,121 148,023 150,983 154,003




CAPITAL / RESERVETransfer to Reserve Fund 250,000 250,000 255,000 0 0 255,000 260,100 265,302 270,608 276,020

Trf to Equipment Replacement Fund 4,620 4,620 4,620 0 0 4,620 4,712 4,712 4,807 4,903 Trf to ERF Comp&Eqpt 113,146 113,146 115,096 0 0 115,096 118,018 120,178 122,382 124,629 Trns to Computers-IT 46,000 46,000 46,000 0 0 46,000 46,620 47,252 47,897 48,555


Debt Expenditures 0 0 0 0 0 0 0 0 0MFA Debt Reserve 0 0 0 0 0 0 0 0 0

TOTAL COSTS 5,046,567 5,036,691 5,174,329 0 0 5,174,329 5,283,992 5,386,081 5,493,244 5,602,555


730540 Alloc Rcv-Radio Csts (187,912) (188,912) (190,608) 0 0 (190,608) (197,734) (201,689) (205,723) (209,837) 730750 Alloc Rcv-NetWkSrvFx (80,060) (78,050) (80,000) 0 0 (80,000) (81,600) (83,232) (84,897) (86,595) 730770 Alloc Rcv-IT Service (3,288,191) (3,279,416) (3,378,404) 0 0 (3,378,404) (3,478,470) (3,544,803) (3,615,495) (3,687,611) 731010 Alloc Rcv-GIS Needs (480,138) (480,138) (486,862) 0 0 (486,862) (496,599) (506,531) (516,662) (526,995) 425000 Leases (15,000) (15,000) (15,000) 0 0 (15,000) (15,000) (15,000) (15,000) (15,000)

OPERATING COSTS LESS INTERNAL RECOVERIES 995,266 995,175 1,023,455 0 0 1,023,455 1,014,589 1,034,825 1,055,467 1,076,517



Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0 Sale of Goods and Services (9,600) (9,600) (9,600) 0 0 (9,600) (9,792) (9,988) (10,188) (10,391) Grants In Lieu of Taxes (12,625) (12,625) (12,329) 0 0 (12,329) (10,141) (10,284) (10,431) (10,580)

TOTAL REVENUE (22,225) (22,225) (21,929) 0 0 (21,929) (19,933) (20,272) (20,619) (20,972)

REQUISITION (973,041) (972,950) (1,001,526) 0 0 (1,001,526) (994,656) (1,014,553) (1,034,849) (1,055,546)



3

SCHEDULE B

1.022 Information Technology2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 546,000 576,000 625,000 462,000 455,000 2,664,000

546,000 576,000 625,000 462,000 455,000 2,664,000

SOURCE OF FUNDS

Capital Funds on Hand C 395,000 431,000 475,000 312,000 305,000 1,918,000Equipment Replacement Fund E 151,000 145,000 150,000 150,000 150,000 746,000

546,000 576,000 625,000 462,000 455,000 2,664,000




CAPITAL BUDGET FORM Service #: 1.0222017 & Forecast 2018 to 2021 Service Name: Information Technology




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

TotalERP Hardware - 17-01 Replacement SAP Business Warehouse 50,000 E Cap 50,000 50,000 17-02 Replacement SAP Hana Server 30,000 E Cap 30,000 30,000 17-03 Replacement Storage Space 85,000 E Cap 25,000 20,000 40,000 85,000 17-04 Replacement SAP Router - SAP HQ Support System 25,000 E Cap 25,000 25,000 18-01 Replacement SAP Network Fibre Routers/Switches 36,000 E Cap 36,000 36,000 18-02 Replacement SAP Server Replacement 30,000 E Cap 30,000 30,000 18-03 Replacement Virtual Server Management System 30,000 E Cap 30,000 30,000 18-04 Replacement SAP Load Balancing 25,000 E Cap 25,000 25,000 19-01 Replacement Backup System 90,000 E Cap 90,000 90,000 19-02 Replacement SAP Performance Clustering & Failover 50,000 E Cap 50,000 50,000 19-03 Replacement SAP Business Objects Reporting System 35,000 E Cap 35,000 35,000 19-04 Replacement Uninterruptable Power Supply 35,000 E Cap 35,000 35,000 20-01 Replacement Remote Control & Access Appliance 40,000 E Cap 40,000 40,000 20-02 Replacement Workplace Performance Builder 35,000 E Cap 35,000 35,000 20-03 Replacement Single Sign-on System 25,000 E Cap 25,000 25,000 21-01 Replacement Core Virtual Systems Server Replacements 70,000 E Cap 70,000 70,000 21-02 Replacement Additional Storage 40,000 E Cap 40,000 40,000 21-03 Replacement SAP Syclo Mobility Server 25,000 E Cap 25,000 25,000

ERP System Enhancements17-05 Replacement GL Improvements/New Budgeting 30,000 E Cap 30,000 30,000 17-06 Replacement Plant Maintenance - improvements 50,000 E Cap 25,000 25,000 50,000 17-07 Replacement SAP Mobility Enhancements 20,000 E Cap 20,000 20,000 17-08 Replacement Business Objects and Lumira Reporting 130,000 E Cap 60,000 30,000 20,000 20,000 130,000 17-09 Replacement Asset Management 115,000 E Cap 30,000 35,000 20,000 30,000 115,000 17-10 Replacement Fleet Maintenance Management 25,000 E Cap 25,000 25,000 17-11 Replacement SAP S4 Business Suite 50,000 E Cap 25,000 25,000 50,000 17-12 Replacement Utility Billing - Invoice Changes 50,000 E Cap 50,000 50,000 18-05 Replacement Real Estate Enhancements 75,000 E Cap 25,000 25,000 25,000 75,000 18-06 Replacement SAP Data Archiving 75,000 E Cap 75,000 75,000 18-07 Replacement Enhanced Mobility/PM 45,000 E Cap 45,000 45,000 18-08 Replacement SAP Workflow 25,000 E Cap 25,000 25,000 18-09 Replacement Revenue system enhancements 30,000 E Cap 30,000 30,000








Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total



19-05 Replacement CRM 70,000 E Cap 70,000 70,000 19-06 Replacement Master Data Improvements 30,000 E Cap 30,000 30,000 19-07 Replacement Real Eastate Enhancements 30,000 E Cap 30,000 30,000 19-08 Replacement Plant Maintenance Enhancements 50,000 E Cap 50,000 50,000 19-09 Replacement CATS sender /receiver revision 20,000 E Cap 20,000 20,000 19-10 Replacement SAP Self Service 50,000 E Cap 25,000 25,000 50,000 20-04 Replacement FIORI & User Interface Improvemnets 20,000 E Cap 20,000 20,000 20-05 Replacement Plant Maintenance Reporting 25,000 E Cap 25,000 25,000 20-06 Replacement GL Improvements Financial Reporting 25,000 E Cap 25,000 25,000 20-07 Replacement SAP Workflow 25,000 E Cap 25,000 25,000 20-08 Replacement HR Org Management 20,000 E Cap 20,000 20,000 20-09 Replacement Mobility Upgrade & Enhancements 32,000 E Cap 32,000 32,000 21-04 Replacement SAP User Interface Improvements - Fiori 20,000 E Cap 20,000 20,000 21-05 Replacement Mobility Enhancements 25,000 E Cap 25,000 25,000

Other Equipment17-13 Replacement Data Backup Applicance - Development 35,000 E ERF 35,000 35,000 17-14 Replacement KVM Monitor & Keyboard Switching 30,000 E ERF 20,000 10,000 30,000 17-15 Replacement Exchange Mail Servers 20,000 E ERF 20,000 20,000 17-16 Replacement Development & Testing Systems 18,000 E ERF 18,000 18,000 17-17 Replacement Multifunction Printer/Copier N/A E ERF 16,000 8,000 24,000 17-18 Replacement Desktop Uniterruptable Power Supplies 12,000 E ERF 12,000 12,000 17-19 Replacement PC & Laptop Replacements N/A E ERF 10,000 10,000 10,000 10,000 10,000 50,000 17-20 Replacement Additional Storage 10,000 E ERF 10,000 10,000 17-21 Replacement PC Replacements 10,000 E ERF 10,000 10,000 18-10 Replacement Elevated Rights Management Security System 35,000 E ERF 35,000 35,000 18-11 Replacement Remote Control Computer Management 25,000 E ERF 25,000 25,000 18-12 Replacement Data Centre Uniterruptable Power 20,000 E ERF 20,000 20,000 18-13 Replacement Email Spam Management Applicance 20,000 E ERF 20,000 20,000 18-14 Replacement Wireless Network Management Router 20,000 E ERF 20,000 20,000 18-15 Replacement Mapping Plotter 15,000 E ERF 15,000 15,000 19-06 Replacement Corproate Virtual Server Management System 20,000 E ERF 20,000 20,000 19-07 Replacement SIP Server Replacement - Phone System 20,000 E ERF 20,000 20,000 19-08 Replacement Corporate Public Production Web Server 18,000 E ERF 18,000 18,000






Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total



19-09 Replacement Development Web Server 18,000 E ERF 18,000 18,000 19-10 Replacement Software Patch Management Server 15,500 E ERF 15,500 15,500 19-11 Replacement Data Centre Server Racks 10,500 E ERF 10,500 10,500 19-12 Replacement Storage 20,000 E ERF 10,000 10,000 20,000 19-13 Replacement Tablet Replacements 10,000 E ERF 10,000 10,000 19-14 Replacement Wireless Security & Management 10,000 E ERF 10,000 10,000 20-10 Replacement Secondary Security Firewall 20,000 E ERF 20,000 20,000 20-11 Replacement Systems Monitoring & Load Balancing Applicance 20,000 E ERF 20,000 20,000 20-12 Replacement Business Objects Reporting & Scheduling System 18,000 E ERF 18,000 18,000 20-13 Replacement Development & Testing Servers 18,000 E ERF 18,000 18,000 20-14 Replacement Primary DNS Server Replacement 15,000 E ERF 15,000 15,000 20-15 Replacement Backup Media 20,000 E ERF 10,000 10,000 20,000 20-16 Replacement Data Centre Data Switching 10,000 E ERF 10,000 10,000 20-17 Replacement Web Services Appliance 9,000 E ERF 9,000 9,000 21-06 Replacement Corproate GIS Servers 25,000 E ERF 25,000 25,000 21-07 Replacement IT Computer Asset Management& Reporting System 25,000 E ERF 25,000 25,000 21-08 Replacement Near-Line Data Storage Appliance 20,000 E ERF 20,000 20,000 21-09 Replacement Sharepoint Production Servers 20,000 E ERF 20,000 20,000 21-10 Replacement Virtualized Server Management Replacement 20,000 E ERF 20,000 20,000 21-11 Replacement Call Centre Management Console/Server 10,000 E ERF 10,000 10,000 21-12 Replacement Wireless Access Points 10,000 E ERF 10,000 10,000

Total 1,834,000 - 546,000 576,000 625,000 462,000 455,000 2,664,000




1.022 Information Technology Equipment ReplacementAsset and Reserve Summary2017 - 2021 Financial Plan

Information Technology Equipment Replacement

*Annual insurance renewal - replacement values as assessed in 2015.

Estimate2016 2017 2018 2019 2020 2021




Interest Income 4,955

Ending Balance $ 163,504 138,124 120,756 100,346 82,029 65,845

Asset Profile

Assets managed by information technology consist of software, hardware, vehicles and equipment to support service delivery. The total historical value as of Dec 31, 2015 for all assets was $1.5M (Includes GIS System) and the replacment value for insured assets is $8.1M*.

Reserve Schedule

Reserve: 1.022 Information Technology Equipment Replacement

Budget

8

- - - - -

Service: 1.101 GIS Information Systems Committee: Finance & Corporate Services

DEFINITION:

Authorized by Letters Patent under the general administrative provisions of the Local Government Act.Provides GIS Services to CRD departments, municipalities and Electoral Areas.

PARTICIPATION:

All CRD departments, municipalities and Electoral Areas.

MAXIMUM LEVY:

No limit


Nil

COMMITTEE:


FUNDING:

Requisition and internal recoveries.


CAPITAL REGIONAL DISTRICT 1.101 GIS INFORMATION SYSTEMS 13/09/2016

BUDGET REQUEST

1.101 - GIS INFORMATION SYSTEMS 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Salaries and Wages 317,294 317,294 324,388 0 0 324,388 330,876 337,493 344,243 351,128Operating - Other Costs Summary 143,415 143,680 143,415 0 0 143,415 145,994 148,759 151,677 154,651Allocation - Summary 44,399 44,429 45,410 0 0 45,410 46,370 47,297 48,243 49,208Contract For Services 4,680 4,550 4,770 0 0 4,770 4,870 5,069 5,171 5,275



CAPITAL / RESERVE Transfer to Equipment Replacement Fund 0 0 0 0 0 0 0 0 0 0

Trns to Computers-IT 31,000 31,000 31,000 0 0 31,000 31,620 32,252 32,897 33,555



TOTAL COSTS 540,788 540,953 548,983 0 0 548,983 559,729 570,871 582,232 593,818



OPERATING COSTS LESS INTERNAL RECOVERIES 60,650 60,815 62,121 0 62,121 63,130 64,340 65,570 66,822


0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0

Grants-in-Lieu (3,256) (3,256) (2,960) 0 0 (2,960) (2,960) (2,960) (2,960) (2,960)

TOTAL REVENUE (3,256) (3,256) (2,960) 0 0 (2,960) (2,960) (2,960) (2,960) (2,960)

REQUISITION (57,394) (57,559) (59,161) 0 0 (59,161) (60,170) (61,380) (62,610) (63,862)


NOTE: Capital / Reserve Fund Expenditures 0 0 0 0 0 0 0 0 0 0PARTICIPANTS: All Municipalities, All Electoral Areas, and Tsawout and Songhees First NationsAUTHORIZED POSITIONS:Salaried 3.00 3.00 3.00 0.00 0.00 3.00 3.00 3.00 3.00 3.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.101 GIS INFORMATION SYSTEMS 13/09/201610

Service: 1.335 Geo-Spatial Referencing Committee: Finance & Corporate Services

DEFINITION:

To replace the network of permanent survey control monuments in the Capital Regional District with a reference system based on DifferentialGlobal Positioning System (DGPS) technology. The Province will no longer support the current permanent monument system. The CRD willassume responsibility for acquiring and operating the new system on behalf of its member municipalities. This information is required toeffectively deal with development infrastructure issues as well as the ongoing infrastructure works.

PARTICIPATION:

All municipalities and electoral areas.

MAXIMUM LEVY:

None stated.


N/A

COMMISSION:

FUNDING:

AUTHORITY:

General Services under the Municipal Act.


CAPITAL REGIONAL DISTRICT 1.335 GEO-SPATIAL REFERENCING 13/09/2016

BUDGET REQUEST

1.335 - GEO-SPATIAL REFERENCING 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocations - Summary 58,761 58,761 58,761 0 0 58,761 60,008 61,208 62,432 63,681Operating - Other Costs Summary 49,009 49,066 49,139 0 0 49,139 51,014 52,035 53,075 54,137Contract For Services 18,714 19,210 18,714 0 0 18,714 19,859 20,257 20,662 21,075Consultant Expenses 13,418 13,660 13,418 0 0 13,418 14,239 14,524 14,814 15,111



CAPITAL / RESERVETransfer to Equipment Replacement Fund 40,096 40,096 40,096 0 0 40,096 41,718 42,552 43,403 44,271Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0



TOTAL COSTS 179,998 180,793 180,128 0 0 180,128 186,839 190,575 194,387 198,274





FUNDING SOURCES (REVENUE)

Surplus/(Deficit) (795) Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0 Sale of Goods and Services (9,600) (9,600) (9,600) 0 0 (9,600) (9,792) (9,988) (10,188) (10,391) Grants In Lieu of Taxes (9,369) (9,369) (9,369) 0 0 (9,369) (7,181) (7,324) (7,471) (7,620)

TOTAL REVENUE (18,969) (19,764) (18,969) 0 0 (18,969) (16,973) (17,312) (17,659) (18,012)

REQUISITION (161,029) (161,029) (161,159) 0 0 (161,159) (169,866) (173,263) (176,728) (180,263)


NOTE: Capital / Reserve Fund Expenditures 0 0 0 0 0 0 0 0 0 0PARTICIPANTS: All Municipalities and Electoral AreasAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.335 GEO-SPATIAL REFERENCING 13/09/201612

SCHEDULE B

1.335 Geo-Spatial Referencing2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 28,000 30,000 35,000 37,000 45,000 175,000

28,000 30,000 35,000 37,000 45,000 175,000

SOURCE OF FUNDS


28,000 30,000 35,000 37,000 45,000 175,000




CAPITAL BUDGET FORM Service #: 1.3352017 & Forecast 2018 to 2021 Service Name: Geo-Spatial Referencing




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total17-01 Replacement Upgrade Photogrammetry Imagery 28,000 E ERF 28,000 28,000 18-01 Replacement Upgrade Survey Mountain Net R8 Receiver 30,000 E ERF 30,000 30,000 19-01 Replacement Upgrade Data Radio Backhaul Network 35,000 E ERF 35,000 35,000 20-01 Replacement Replace GPS-RTK (Real Time Kinematic) Server 37,000 E ERF 37,000 37,000 21-01 Replacement Replace Survey Grade reciever 45,000 E ERF 45,000 45,000

Total 175,000 - 28,000 30,000 35,000 37,000 45,000 175,000






1.335 Geo-Spacial Referencing Equipment ReplacementReserve Summary2017 - 2021 Financial Plan

Geo-Spacial Referencing Equipment Replacement

Estimate2016 2017 2018 2019 2020 2021




Interest Income 119

Ending Balance $ 21,430 33,526 45,244 52,796 59,199 58,470

Budget

Asset Profile

Geospacial assets consist of the geo-spacial systems equipment to support service delivery. The total historical value as of Dec 31, 2015 for all assets was $1.2M.

Reserve Schedule

Reserve: 1.335 Geo-Spacial Referencing Equipment Replacement

15

- - - - -

Service: 1.106 Facilities and Risk Committee: Finance & Corporate Services

DEFINITION:

Authorized by Letters Patent as part of the provision of administrative services to the CRD Board.

PARTICIPATION:


MAXIMUM LEVY:

No limit


COMMITTEE:


FUNDING:

All costs are recovered from user departments and requisition.

16

FUTURE PROJECTIONS

2016 2016 2017 2017 2017 2017 2018 2019 2020 20211.106 - FACILITIES AND RISK BOARD ESTIMATED CORE ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL

BUDGET ACTUAL BUDGETOPERATING COSTS:

Salaries and Wages 1,343,281 1,344,500 1,436,041 - - 1,436,041 1,463,928 1,492,575 1,521,789 1,551,579 Operating Cost - Others 408,539 395,453 440,855 - - 440,855 440,313 448,202 456,247 469,872 Repairs and Maintenance Costs 179,923 164,381 182,310 - - 182,310 185,944 189,650 193,430 197,288 Allocations - All Others 148,986 148,986 154,868 - - 154,868 158,370 160,644 164,371 167,464 Electricity 161,000 134,500 137,000 - - 137,000 150,000 164,300 180,030 183,491 Rental and Leases 61,964 59,267 62,449 - - 62,449 63,670 64,914 66,184 67,479 Consultant Expenses 35,000 35,000 35,700 - - 35,700 36,414 37,142 37,885 38,643

TOTAL OPERATING COSTS 2,338,693 2,282,087 2,449,223 - - 2,449,223 2,498,639 2,557,427 2,619,936 2,675,816 *Percentage increase over prior year operating costs -2.4% 4.73% 4.73% 2.02% 2.35% 2.44% 2.13%

CAPITAL / RESERVE

Transfer to Equipment Replacement F 36,780 36,780 36,780 - - 36,780 36,780 36,780 36,780 36,780 Transfer to Reserve Fund 36,570 88,226 36,570 - - 36,570 36,570 36,570 36,570 36,570

TOTAL CAPITAL / RESERVES 73,350 125,006 73,350 - - 73,350 73,350 73,350 73,350 73,350

TOTAL COSTS 2,412,043 2,407,093 2,522,573 - - 2,522,573 2,571,989 2,630,777 2,693,286 2,749,166 *Percentage increase over prior year operating costs -0.2% 4.58% 1.96% 2.29% 2.38% 2.07%

Internal Recoveries (1,564,063) (1,564,063) (1,569,568) - - (1,569,568) (1,605,005) (1,649,360) (1,697,136) (1,738,113) Recoveries - Labour (340,010) (339,830) (344,480) - - (344,480) (351,200) (358,230) (365,410) (372,610)

OPERATING LESS RECOVERIES 507,970 503,200 608,525 - - 608,525 615,784 623,187 630,740 638,443 -0.9% 19.80% 1.19% 1.20% 1.21% 1.22%


Estimated balance C/F from current to Next year - Fees Charged (1,430) (1,430) - - - - - - - - Revenue - Other (111,470) (111,470) (111,470) - - (111,470) (111,470) (111,470) (111,470) (111,470) Recovery - Other (54,520) (52,750) (64,120) - - (64,120) (64,120) (64,120) (64,120) (64,120) Grants - Climate Action (70,000) (67,000) (70,000) - - (70,000) (70,000) (70,000) (70,000) (70,000)

TOTAL REVENUE (237,420) (232,650) (245,590) - - (245,590) (245,590) (245,590) (245,590) (245,590)

REQUISITION (270,550) (270,550) (362,935) - - (362,935) (370,194) (377,597) (385,150) (392,853)

*Percentage increase over prior year requisition 34.15% 2.00% 2.00% 2.00% 2.00%

AUTHORIZED POSITIONS:Salaried 12 12 13 13 13 13 13 13Converted Auxillaries - - - - - -

BUDGET REQUEST

17



1.106 Facilities and Risk2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B 206,000 52,378 34,729 - - 293,107 Equipment E 2,700 4,200 23,400 21,883 2,700 54,883 Vehicles V 70,000 - - 48,000 60,028 178,028

278,700 56,578 58,129 69,883 62,728 526,018

SOURCE OF FUNDS

Capital Funds on Hand C 106,000 - - - - 106,000 Equipment Replacement Fund E 72,700 4,200 23,400 50,700 62,728 213,728 Reserve Fund R 100,000 52,378 34,729 19,183 - 206,290

278,700 56,578 58,129 69,883 62,728 526,018

18

CAPITAL BUDGET FORM Service #: 1.1062017 & Forecast 2018 to 2021 Service Name: Facilities and Risk




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total16-01 Renewal Lighting upgrades 156,000 B Cap 106,000 106,000 - - - - 106,000 17-01 Replacement Mechanical systems 100,000 B Res - 100,000 - - - - 100,000 18-01 Replacement Parkade ceiling finish 52,378 B Res - - 52,378 - - - 52,378 19-01 Replacement Parkade floor - reseal 34,729 B Res - - - 34,729 - - 34,729

20-01 Replacement 19,183 E Res - - - - 19,183 - 19,183

- ERF -

17-02 Replacement Desktop computers 16,200 E ERF - 2,700 2,700 5,400 2,700 2,700 16,200

18-02 ReplacementDesktop printer 1,500 E ERF - - 1,500 - - - 1,500

19-02 Replacement Laptop computer 1,500 E ERF - - - 1,500 - - 1,500

19-03 ReplacementDesktop printer 1,500 E ERF - - - 1,500 - - 1,500

19-04 Replacement Production printer -3rd Floor 15,000 E ERF - - - 15,000 - - 15,000 21-01 Replacement Unit 1112 - replace with electric hybrid 33,000 V ERF - - - - - 33,000 33,000

- Vehicles - 17-03 Replacement Pool - F00990 replace with electric vehicle 35,000 V ERF - 35,000 - - - - 35,000 17-04 Replacement Pool - F01011 Wave 17,000 V ERF - 35,000 - - - - 35,000 20-02 Replacement Pool - F00959 Prius 24,000 V ERF - - - - 24,000 - 24,000 20-03 Replacement Pool - F11004 Malibu 24,000 V ERF - - - - 24,000 - 24,000 21-02 Replacement Pool - F11006 Patriot 27,028 V ERF - - - - - 27,028 27,028

Total 558,018 106,000 278,700 56,578 58,129 69,883 62,728 526,018





Hot water tank - 303 litre (Boiler HVAC system)

19

Service: 1.106 Facilities and Risk

16-01 Lighting Upgrade

17-01 Mechanical Systems

18-01 Parkade Ceiling Finish

19-01 Parkade floor - reseal

20-01 Hot Water Tank - 303 litre Renewal (Boiler HVAC system)

ERF

17-02 Computer Replacement

18-02 Desktop Printer Replacement

19-02 Laptop Replacement

19-03 Desktop Printer Replacement

19-04 Replacement of Laser Printer

21-01 Replacement of Unit F01112

Hot water tank is expected to reach its useful life.

Replace desktop computers as scheduled by IT.

Replace lighting with energy efficient fixtures to reduce the consumption of electricity.

Conduct a feasibility study and relocate major electrical equipment.

To refurbish the parkade ceiling to maintain the building substructure.

Required to maintain and extend the useful life of the concrete structure for the building.

Replacement of the FM Desktop printer

Replacement of FM laptop as scheduled by IT.

Replacement of HelpDesk printer

Replacement of the laser printer formally shared with Accounting Services on the 3rd Floor.

Replacement of the unit with a electric hybrid vehicle option

20

Service: 1.106 Facilities and Risk

Pool Vehicles

17-03 Replacement of Pool Vehicle F00990 Smart Car

17-04 Replacement of Pool Vehicle F01011 Wave

20-02 Replacement of Pool Vehicle F00959 Prius

20-03 Replacement of Pool Vehicle F11004 Malibu

21-02 Replacement of Pool Vehicle F11006 Patriot

Replace the vehicle with all electric option.

Replace the vehicle with all electric option.

Replacement of Pool Vehicle F00959 Prius.

Replace the pool vehicle as scheduled by Facilities Management.

Replace the pool vehicle as scheduled by Facilities Management.

21

1.106 Facilities and Risk &1.226 Health Facilities - VIHAAsset and Reserve Summary2017 - 2021 Financial Plan

Office Facilities & Health Facilities - VIHA

Note A: Insured Value Table

Description $ Amount*

1.106 Office FacilitiesCRD Headquarters Building- Phase 1 & 2 39,232,179

JDF Administration Building (New) 95,873

Total 39,328,052$ 1.226 health Facilities - VIHA

Peninsula Health Unit 9,481,300

Victoria Health Unit 7,900,300

Esquimalt Health Unit 4,830,300

Total 22,211,900$

Reserve/Fund Summary EstimateProjected year end balance 2016 2017 2018 2019 2020 2021

Office Facilities & Equipment Reserve Fund 6,413,328 6,302,708 6,834,600 7,360,051 7,901,048 8,461,228 Equipment Replacement Schedule 266,784 230,864 263,444 276,824 262,904 236,956

Total projected year end balance 6,680,112 6,533,572 7,098,044 7,636,875 8,163,952 8,698,184

See attached reserve schedules for projected annual cash flows.

Asset Profile

Office Facilities manages office buildings and rental units owned by the CRD. Assets include CRD Headquarters building, 3 buildings currently occupied by VIHA and JDF administration building currently occupied by JDF Planning, Building Inspection and Emergency Services. The total historical value as at December 31, 2015 was $38M. Total replacement value for the facilities is $39M (Note A).

Assets held by Health Facilities - VIHA consist of Peninsula Health Unit, Victoria Health Unit and Esquimalt Health unit built in 1994, 1986 and 1990. The total historical value as of Dec 31, 2015 for all three health units building structures was $12M with an estimated replacement value of $22M (Note A).


Summary

Budget

22

1.106 Facilities and Risk &1.226 Health Facilities - VIHAAsset and Reserve Summary2017 - 2021 Financial Plan

Office Facilities & Equipment Reserve Fund EstimateProjected year end balance 2016 2017 2018 2019 2020 2021

Beginning Balance 6,695,417 6,413,328 6,302,708 6,834,600 7,360,051 7,901,048

Planned Capital Expenditure (Based on Capital Plan) (973,038) (700,890) (58,378) (34,729) (19,183) -

Transfer from Ops Budget 577,452 590,270 590,270 560,180 560,180 560,180 Interest Income* 113,497

Total projected year end balance 6,413,328 6,302,708 6,834,600 7,360,051 7,901,048 8,461,228 * Interest should be included in determining the estimated ending balance for the current year. Interest in planning years nets against inflation which is not included.

Reserve Schedule

Budget

23

- - - - -

1.106 Facilities and RiskAsset and Reserve Summary2016 - 2020 Financial Plan

Facilities and Risk





Proceed disposal of Equipment 25,839


Total projected year end balance 266,784 230,864 263,444 276,824 262,904 236,956 * Interest should be included in determining the estimated ending balance for the current year. Interest in planning years nets against inflation whichis not included.

Budget

Asset Profile

Facility Management assets consist of vehicles and equipment. The total historical value as of Dec 31, 2015 for all assets was $272K.

Reserve Schedule

24

- - - - -

- - - - -

Service: 1.107 Corporate Satellite Facilities Committee: Finance & Corporate Services

DEFINITION:

Authorized by Letters Patent as part of the provision of administrative services to the CRD Board.

PARTICIPATION:


MAXIMUM LEVY:

No limit


COMMITTEE:


FUNDING:

All costs are recovered from user departments.

25

CAPITAL REGIONAL DISTRICT 1.107 CORPORATE SATELLITE FACILITIES 13/09/2016

BUDGET REQUEST

1.107 - CORPORATE SATELLITE FACILITIES 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Rentals and Leases 70,250 68,148 76,300 - - 76,300 78,056 79,617 81,209 82,833Operating - Other Costs 72,130 57,511 80,028 - - 80,028 82,850 84,456 86,126 87,806Electricity 25,392 18,867 16,400 - - 16,400 16,728 17,063 17,404 17,752Repairs and Maintenance Costs 11,496 15,231 12,812 - - 12,812 13,328 13,775 14,234 14,701

TOTAL OPERATING COSTS 179,268 159,757 185,540 - - 185,540 190,962 194,911 198,973 203,092

*Percentage Increase over prior year -10.88% 3.50% - - 3.50% 2.92% 2.07% 2.08% 2.07%

CAPITAL / RESERVETransfer to Reserve Fund 10,302 10,302 10,508 - - 10,508 10,718 10,933 11,151 11,374


TOTAL COSTS 189,570 170,059 196,048 - - 196,048 201,680 205,844 210,124 214,466

*Percentage Increase over prior year -10.29% 3.42% - - 3.42% 2.87% 2.06% 2.08% 2.07%

Internal Recoveries (189,570) (170,059) (196,048) - - (196,048) (201,680) (205,844) (210,124) (214,466)

OPERATING COSTS LESS INTERNAL RECOVERIES - - - - - - - - - -

REQUISITION - - - - - - - - - -

PARTICIPANTS: Costs recovered internallyAUTHORIZED POSITIONS:Salaried - - - - - - - - - - Term - - - - - - - - - -

CAPITAL REGIONAL DISTRICT 1.107 CORPORATE SATELLITE FACILITIES

13/09/201626

Service: 1.123 Family Court Building Committee: Finance & Corporate Services

DEFINITION:

Supplementary Letters Patent, Division VI - Family and Children's Court, March 16, 1967. Amended September 10, 1987.

PARTICIPATION:

The participants in this function were Victoria, Saanich, Oak Bay and Esquimalt. Although the District is the owner on record, the facility had previously been operated by the City under an arrangement dating from a time when the CRD had no property management capability.

Since 1998, excess rental revenues have been returned to function participants through a negative requisition.

MAXIMUM LEVY:

N/A


No debt shall be incurred by the Regional District for the purpose of this function other than temporary current borrowing.

FUNDING:

The budget provides for establishment of a reserve fund from rental revenues in order to establish a program of planned maintenance and upgrading. The facility has no debt. Costs are recovered from the tenant.

27

CAPITAL REGIONAL DISTRICT 1.123 - FAMILY COURT BUILDING 13/09/2016

BUDGET REQUEST

1.123 - FAMILY COURT BUILDING 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating - Other Costs 36,611 36,431 37,622 - - 37,622 37,695 38,215 38,761 39,543Repairs and Maintenance Costs 21,338 10,937 19,700 - - 19,700 22,200 22,644 23,097 23,558Utilities 21,226 11,816 21,700 - - 21,700 22,084 22,525 22,976 23,435Electricity 18,166 23,314 23,000 - - 23,000 18,900 19,278 19,664 20,057Internal Time Recoveries 15,300 15,300 14,420 - - 14,420 14,700 15,000 15,300 15,600


*Percentage Increase over prior year 3.37% -0.74% 1.80% 1.81% 2.00%

CAPITAL / RESERVE

Transfer to Reserve Fund 67,967 84,665 62,778 - - 62,778 63,096 61,011 58,876 56,481


TOTAL COSTS 180,608 182,463 179,220 - - 179,220 178,674 178,674 178,674 178,674

*Percentage Increase over prior year -0.77% -0.30% 0.00% 0.00% 0.00%


Rental Income (149,360) (149,360) (149,360) - - (149,360) (149,360) (149,360) (149,360) (149,360) Recovery - Other (73,594) (75,448) (75,000) - - (75,000) (73,594) (73,594) (73,594) (73,594) Grants In Lieu of Taxes 5,583 5,582 8,377 - - 8,377 7,517 7,517 7,517 7,517

TOTAL REVENUE (217,371) (219,226) (215,983) - - (215,983) (215,437) (215,437) (215,437) (215,437)

REQUISITION 36,763 36,763 36,763 - - 36,763 36,763 36,763 36,763 36,763

*Percentage Increase over prior year 0.00% 0.00% - - 0.00% 0.00% 0.00% 0.00% 0.00%

Capital and Reserve Fund Balances are listed on Schedule G.

PARTICIPANTS: Victoria, Esquimalt, Saanich, Oak BayAUTHORIZED POSITIONS:Salaried - - - - - - - - - - Hourly - - - - - - - - - -

CAPITAL REGIONAL DISTRICT 1.123 - FAMILY COURT BUILDING 13/09/201628

SCHEDULE B

1.123 Family Court Building2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B 146,786 - - - - 146,786

146,786 - - - - 146,786

SOURCE OF FUNDS

Reserve Fund R 146,786 - - - - 146,786

146,786 - - - - 146,786



29

CAPITAL BUDGET FORM Service #: 1.1232017 & Forecast 2018 to 2021 Service Name: Family Court Building




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

17-01 Replacement Lighting - Interior and exterior upgrades 56,786 B Res - 56,786 - - - - 56,786 17-02 Replacement Hand rail replacement 30,000 B Res - 30,000 - - - - 30,000 17-03 Replacement Perimeter drainage replacement 60,000 B Res - 60,000 - - - - 60,000

Total 146,786 - 146,786 - - - - 146,786





30

Service: 1.123 Family Court Building

17-01 Lighting - Interior and Exterior Renewal

17-02 Hand Rail Replacement

17-03 Perimeter Drainage South/SouthWest side of building

Replace the ballast, bulbs and lighting fixtures to improve energy efficiency.

Replace the hand rail on the existing wheel chair ramp and bring up to building code.

Excavate and replace the perimeter drains on south/southwest side of building as well as conduct building assessments.

31

1.123 Family Court Building Asset and Reserve Summary2017 - 2021 Financial Plan

Family Court Building


Family Court Building Reserve Fund EstimateProjected year end balance 2016 2017 2018 2019 2020 2021


Transfer to Cap Fund (219,341) (146,786) - - - -




Budget


Asset Profile

The Family Court Building assets include land and building which currently houses mental health built in 1980. The total historical value as of Dec 31, 2015 was $2M with an estimated replacement value of $5M*.

Reserve Schedule

32

- - - - -

CAPITAL REGIONAL DISTRICT 1.226 - HEALTH FACILITIES - VIHA 13/09/2016

BUDGET REQUEST

1.226 - HEALTH FACILITIES - VIHA 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating - Other Costs 328,547 309,956 350,825 - - 350,825 346,529 262,894 268,149 273,501Internal Time Recoveries 291,400 291,400 286,080 - - 286,080 291,790 297,630 303,590 309,670Repairs and Maintenance Costs 162,558 134,046 211,000 - - 211,000 200,909 134,136 136,819 139,553Electricity 121,234 144,084 132,000 - - 132,000 125,297 87,320 89,066 90,848Allocation - All Others - Summary 151,930 151,930 152,153 - - 152,153 154,330 115,288 116,984 119,329Utilities 45,043 21,790 42,500 - - 42,500 46,688 11,187 11,410 11,639

TOTAL OPERATING COSTS 1,100,712 1,053,206 1,174,558 - - 1,174,558 1,165,543 908,455 926,018 944,540

*Percentage Increase over prior year 6.71% -0.77% -22.06% 1.93% 2.00%

CAPITAL / RESERVE

Transfer to Reserve Fund 540,702 553,699 553,700 - - 553,700 553,700 523,610 523,610 523,610


TOTAL COSTS 1,641,414 1,606,905 1,728,258 - - 1,728,258 1,719,243 1,432,065 1,449,628 1,468,150

*Percentage Increase over prior year 5.29% -0.52% -16.70% 1.23% 1.28%


Balance C/F from Current Year to VIHA - 32,734 - - - - - - - - Revenue - Other (3,500) (221) (3,500) - - (3,500) (3,500) (3,500) (3,500) (3,500)Recovery - Other (1,637,914) (1,639,418) (1,724,758) - - (1,724,758) (1,715,743) (1,428,565) (1,446,128) (1,464,650)

TOTAL REVENUE (1,641,414) (1,606,905) (1,728,258) - - (1,728,258) (1,719,243) (1,432,065) (1,449,628) (1,468,150)

5.29% -0.52% -16.70% 1.23% 1.28%REQUISITION - - - - - - - - - -

PARTICIPANTS: Central SaanichAUTHORIZED POSITIONS:Salaried - - - - - - - - - - Term - - - - - - - - - -

CAPITAL REGIONAL DISTRICT 1.226 - HEALTH FACILITIES - VIHA 13/09/201633

SCHEDULE B

1.226 Health Facilities - VIHA2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B 564,800 - - - - 564,800 Equipment E 656,710 6,000 - - - 662,710

1,221,510 6,000 - - - 1,227,510

SOURCE OF FUNDS

Capital Funds on Hand C 620,620 - - - - 620,620 Reserve Fund R 600,890 6,000 - - - 606,890

1,221,510 6,000 - - - 1,227,510



34

CAPITAL BUDGET FORM Service #: 1.2262017 & Forecast 2018 to 2021 Service Name: Health Facilities - VIHA




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

Esquimalt Health Unit16-01 Renewal Lighting upgrades 91,110 E Cap 71,110 71,110 - - - - 71,110 16-02 Replacement Tar and gravel roof cover renewal 170,309 B Cap 170,309 170,309 - - - - 170,309 16-03 Renewal Exterior building façade 138,491 B Cap 138,491 138,491 - - - - 138,491 17-01 Replacement Lighting exterior upgrade 28,316 E Res - 28,316 - - - - 28,316 17-02 Replacement Main and second floor interior fabrics renewal 60,000 B Res - 60,000 - - - - 60,000 17-03 Replacement AHU replacement 303,360 E Res - 303,360 - - - - 303,360 17-04 Replacement Roof replacement requirements 100,000 B Res - 100,000 - - - - 100,000

Victoria Health Unit - 16-04 Renewal 194,710 E Cap 174,710 174,710 - - - - 174,710 16-05 Replacement 66,000 B Cap 66,000 66,000 - - - - 66,000 17-05 Replacement Roof replacement requirements 30,000 B Res - 30,000 - - - - 30,000 17-06 Replacement Fixture 19,214 E Res - 19,214 - - - - 19,214 17-07 Replacement 60,000 E Res - 60,000 - - - - 60,000

Peninsula Health Unit18-01 Replacement Domestic hot water tanks (gas) 6,000 E Res - - 6,000 - - - 6,000

- - - -

Total 1,267,510 620,620 1,221,510 6,000 - - - 1,227,510



Lighting upgrades



Tar and gravel built-up roofing renewal

AHU replacement

35

Service: 1.226 Health Facilities - VIHA

16-01 EHU - Lighting upgrade

16-02 EHU - Tar and Gravel Roof Cover Renewal

16-03 EHU - Exterior Building Façade

17-01 EHU - Lighting Exterior Upgrade

17-02 EHU - Main and Second Floor Interior Fabrics Renewal

17-03

17-04 EHU -Roof Replacement RequirementsAdditional work assessments required to complete the roof.

16-04

16-05

17-05

17-06 VHU - Fixture ReplacementReplace toilets, faucets, sinks and countertops.

Additional work assessments required to complete the roof.

Replace ballast, bulbs and fixtures to reduce the consumption of electricity.

Requires replacement as the roof has reached the end of its useful life.

Stucco wall cladding remedial work to be performed in order to extend the life of the building.


Main and 2nd floor renovation- replace flooring, trimwork, add paint and upgrade electrical.

EHU -AHU Replacement

VHU - Lighting upgrades

VHU - Tar-and Gravel Built-up Roofing Renewal

Requires replacement as the unit is expected to reach the of end of its useful life.

VHU - Roof Replacement Requirements

Requires replacement as the roof has reached its useful life.


36

Service: 1.226 Health Facilities - VIHA

17-07 VHU - AHU Replacement

18-01

Condensing unit coil replacement rather than the complete unit (see West Bay Mechanical report).

PHU - Domestic Hot Water Tanks (gas)Hot water tank will have reached its expected useful life.

37

Service: 1.015 Real Estate Committee: Finance & Corporate Services

DEFINITION:

Authorized by Letters Patent to provide for administrative expenditures of the Capital Regional District Board.


Acquisition, disposal and management of real estate interests on behalf of CRD departments and commissions/committees.

PARTICIPATION:


MAXIMUM LEVY:

N/A


N/A

COMMITTEE:


FUNDING:

Internal recoveries and requisition


BUDGET REQUEST

1.015 - REAL ESTATE SERVICES 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Salaries and Wages 326,400 330,160 356,810 0 0 356,810 363,850 372,900 382,170 391,640Allocation - All Others 39,840 39,840 40,530 0 0 40,530 41,330 42,150 42,990 43,840Operating - Other Costs - Summary 13,120 5,470 13,410 0 0 13,410 13,680 13,950 14,240 14,530Allocation - Human Resources 6,630 6,630 6,970 0 0 6,970 7,110 7,250 7,400 7,550Allocation - Finance & Corp. S 7,150 7,150 9,160 0 0 9,160 9,340 9,530 9,720 9,910Supplies - Other 6,780 620 6,920 0 0 6,920 7,060 7,200 7,340 7,480



CAPITAL / RESERVETransfer to Capital FundTransfer to Equipment Replacement Fund 1,000 1,000 1,000 0 0 1,000 1,000 1,000 1,000 1,020



TOTAL COSTS 400,920 390,870 434,800 0 0 434,800 443,370 453,980 464,860 475,970




*Percentage Increase over prior year 0% -5.24% 8.46% 0.00% 0.00% 8.46% 1.97% 2.39% 2.40% 2.39%



TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION (40,090) (37,990) (43,480) 0 0 (43,480) (44,337) (45,398) (46,486) (47,597)



39

Service: 1.297 Arts Grants and Development Committee: Arts

DEFINITION:

To establish a service for the provision of assistance in relation to the arts and culture for the purpose of benefiting the community or an aspect of the community. Bylaw No. 2884, July 3, 2001.


CRD municipalities invest in the arts for the economic impact and employment they provide, for their contribution to the quality of life, for theprovincial and national visibility arts organizations provide to the region, and for providing a wide range of educational, participatory andaudience opportunities for citizens and visitors. This service provides grants for NFP arts sector organizations within the CRD. An arms lengthcommittee, the CRD Arts Advisory Council, adjudicates grant applications based on parameters and total budget limits set by the CRD ArtsCommittee. Operating grants provide annual, ongoing assistance to larger arts organizations that meet established criteria for artistic,organizational and financial accountability. Project grants support three types of smaller organizations: those that work on a Project-to-Projectbasis, new and emerging arts organizations, those undertaking special, one-time initiatives or development projects. IDEA grants encouragethe development of arts programming capacity within non-arts mandated not-for-profit organizations.

PARTICIPATION:

Municipalities of Victoria, Saanich, Oak Bay, Esquimalt, and View Royal (Group 1 participating area) and Highlands, Metchosin andSidney (Group 2 participating area).

MAXIMUM LEVY:

Greater of $1,980,000 or $0.102 / $1,000 for hospital assessed values of Group 1 participating area.


N/A

COMMISSION:

FUNDING:

40

CAPITAL REGIONAL DISTRICT 1.297 ARTS GRANTS 18/10/2016

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021ARTS GRANTS BOARD ESTIMATED CORE ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL

BUDGET ACTUAL BUDGETEXPENSES

ARTS GRANTS:Operating Grants 2,121,240 2,121,240 2,153,060 - - 2,153,060 2,196,121 2,240,044 2,284,844 2,330,541 Project Grants 175,985 175,985 168,780 25,000 - 193,780 189,496 193,286 197,152 201,095 Total Grants 2,297,225 2,297,225 2,321,840 25,000 - 2,346,840 2,385,617 2,433,330 2,481,996 2,531,636 *Percentage Increase on Grants 0.00% 1.07% 2.16% 1.65% 2.00% 2.00% 2.00%

ADMINISTRATION COSTS:Salaries, Wages and Benefits 181,057 176,060 183,941 - - 183,941 185,780 187,638 189,514 191,409 Internal Allocations 24,380 24,380 25,670 - - 25,670 26,183 26,707 27,241 27,786 IT, Telephone and Computer 14,720 14,815 15,071 - - 15,071 15,372 15,680 15,993 16,313 Office Operating and Other Admin 71,020 68,920 10,610 - - 10,610 10,822 11,039 11,259 11,485 Training, Travel and Meeting 6,720 5,720 6,720 - - 6,720 6,854 6,991 7,131 7,274 Building Occupancy 7,120 7,120 7,230 - - 7,230 7,375 7,522 7,673 7,826 Transfer to Equipment Replacement Fund 1,330 1,330 1,330 - - 1,330 1,330 1,330 1,330 1,330 Total Administration Costs 306,347 298,345 250,572 - - 250,572 253,717 256,907 260,143 263,423 *Percentage Increase on Admin Costs -2.61% -18.21% -18.21% 1.26% 1.26% 1.26% 1.26%

TOTAL OPERATING COSTS 2,603,572 2,595,570 2,572,412 25,000 - 2,597,412 2,639,334 2,690,236 2,742,139 2,795,059

*Percentage Increase -0.3% -1.2% -0.2% 1.61% 1.93% 1.93% 1.93%


Estimated balance C/F from current to Next year 8,002 - Balance C/F from Prior to Current year (25,855) (25,855) (8,000) - - (8,000) - - - - Refunded Project funds from Previous year - - - - - - - - - - Payments In Lieu of Taxes (150,373) (150,373) (150,380) - - (150,380) (153,388) (156,455) (159,584) (162,776)

- TOTAL REVENUE (176,228) (168,226) (158,380) - - (158,380) (153,388) (156,455) (159,584) (162,776)

REQUISITION (2,427,344) (2,427,344) (2,414,032) (25,000) - (2,439,032) (2,485,946) (2,533,781) (2,582,554) (2,632,283) *Percentage increase over prior year requisition -0.55% 0.48% 1.92% 1.92% 1.92% 1.93%

AUTHORIZED POSITIONS:Salaried 1.80 1.80 1.80 0.00 0.00 1.80 1.80 1.80 1.80 1.80

Total Core/Core change is (13,312.00)$ Salary increase 2,884.00$ 1.59%

Arts Operating grants 31,820.00$ 1.50%Project grants (7,205.00)$ -4.09%

change in surplus carryforward 17,855.00$ PILT and other (58,666.00)$

BUDGET REQUEST FUTURE PROJECTIONS


41


2017

Ongoing Increase Items: 25,000$ One-Time Increase Items: -$

Program Grants from Regional Arts Plan 25,000-

2018

Ongoing Increase Items: -$ One-Time Increase Items: -$

2019


2020


2021


1.297 ARTS DEVELOPMENT


42

43

44

45

SCHEDULE B

1.297 Arts Grants and Development2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 1,000 1,720 860 1,000 2,500 7,080

1,000 1,720 860 1,000 2,500 7,080

SOURCE OF FUNDS

Capital Funds on Hand C - - - - - - Equipment Replacement Fund E 1,000 1,720 860 1,000 2,500 7,080

1,000 1,720 860 1,000 2,500 7,080




CAPITAL BUDGET FORM Service #: 1.2972017 & Forecast 2018 to 2021 Service Name: Arts Grants and Development




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

17-01 Replacement Workstation and Printer Replacement N/A E ERF - 1,000 1,720 860 1,000 2,500 7,080

Total - - 1,000 1,720 860 1,000 2,500 7,080




47

Service: 1.297 Arts Grants and Development

17-01 Workstation and Printer Replacement

Workstations and printer will be replaced based on equipment lifecycle assessment.

48

1.297 Arts grants and DevelopmentAsset and Reserve Summary2017 - 2021 Financial Plan

Arts grants and Development

Equipment Replacement Fund Estimate2016 2017 2018 2019 2020 2021


Planned Purchase (Based on Capital Plan) (2,123) (1,000) (1,720) (860) (1,000) (2,500)

Transfer from Ops Budget 1,330 1,330 1,330 1,330 1,330 1,330Interest Income* 161 -

Ending Balance $ 8,395 8,725 8,335 8,805 9,135 7,965

Asset Profile

Assets held by the Arts grants and Development service consist of computers and office equipment. The total historical value as of Dec 31, 2015 for all assets was $6K.

Equipment Replacement Fund Schedule (ERF)

ERF Fund: 1.297 Arts Grants and Development Equipment Replacement Fund

Budget Forcasting


1.297 ERF 04/11/2016 49

- - - -

NOVEMBER 30 2016


2017 BUDGET

PARKS


5. Parks and Recreation

5.1 1.280 Regional Parks 1 - 40

5.2 1.40X SEAPARC - Facilities and Recreation 41 - 58

5.3 1.44X Panorama Recreation 59 - 78

COW Budget ReviewNovember 30, 2016

TABLE OF CONTENTS

Page

Click on the service area name below to access selected budgets

Service: 1.280 Regional Parks Committee: Regional Parks

DEFINITION:

To establish an extended service of Regional Parks for all of the Regional District for the purpose of operating Regional Parks.Bylaw No. 1749 (November 1989); Amended Bylaw No. 2419 (October 1996).

Land Acquisition Fund: 2000 to 2009 Requisition increase equates to $10 per average household each year.2010 increased requisition equates to $12 per average household.2011-2014 increased requisition further $2 per average household in each year.2015-2019 requisition equates to $20 per average household in each year.


This is a service to administer and coordinate the provision of regional parks and trails systems for residents and visitors to the Capital Region.Services include planning and developing strategies for growth and protection of parks and trails, project management of capital facilities,environmental interpretation, conservation, education, security and parks operations of all regional parks and trails. The land acquisition fundacquires regionally significant natural areas to achieve the vision for future regional parks and trails systems. Land acquisition contributes toenvironmental, social and economic regional sustainability.

PARTICIPATION:

All member municipalities and electoral areas participate.

MAXIMUM LEVY:

Based on converted hospital assessed values for land and improvements.

CAPITAL BORROWING:

AUTHORIZED: Bylaw No. 3713 Short Term 11,000,000$ BORROWED: (6,850,000)$ EXPIRED (4,150,000)$ REMAINING -$


Service: 1.280 Regional Parks COMMITTEE: REGIONAL PARKS

BASIS FOR COST APPORTIONMENT BASIS FOR MAXIMUM LEVYASSESSMENTS ASSESSMENTS

Converted Converted Actual Actual2015 2016 2015 2016

Member MunicipalityCity of Colwood 294,839,180 3.12% 308,978,197 3.13% 2,653,221,199 2,778,058,201City of Victoria 2,452,620,752 25.95% 2,554,807,966 25.85% 18,085,673,714 18,857,340,858District of Central Saanich 434,122,467 4.59% 452,059,640 4.57% 3,553,829,858 3,712,345,404Township of Esquimalt 284,725,115 3.01% 296,873,359 3.00% 2,480,614,807 2,600,811,256District of Langford 754,967,718 7.99% 804,632,672 8.14% 5,964,928,515 6,396,058,549District of Saanich 2,577,168,590 27.27% 2,700,267,343 27.32% 22,894,423,641 23,998,988,997District of Oak Bay 595,825,687 6.30% 630,414,796 6.38% 5,733,268,109 6,069,726,609District of North Saanich 386,157,473 4.09% 416,465,358 4.21% 3,471,460,388 3,765,978,126District of Metchosin 95,016,768 1.01% 96,647,628 0.98% 922,875,442 938,840,399Town of Sidney 339,938,684 3.60% 353,898,542 3.58% 2,736,175,662 2,864,797,656Town of View Royal 215,593,566 2.28% 224,818,914 2.27% 1,889,763,898 1,955,959,398District of Highland 53,524,921 0.57% 54,672,011 0.55% 503,928,301 514,221,316District of Sooke 220,361,793 2.33% 228,344,465 2.31% 1,990,807,790 2,065,069,242

Subtotal 8,704,862,714 92.09% 9,122,880,891 92.30% 72,880,971,324 76,518,196,011

Electoral AreaJuan de Fuca EA 154,625,032 1.64% 162,340,034 1.64% 1,295,638,133 1,353,514,716Salt Spring Island (F) 315,799,609 3.34% 320,374,313 3.24% 2,970,165,712 3,010,703,239Southern Gulf Islands 247,344,204 2.62% 249,619,797 2.53% 2,388,018,888 2,409,637,323

Subtotal 717,768,845 7.59% 732,334,144 7.41% 6,653,822,733 6,773,855,278

First Nations TaxationSonghees 15,784,880 0.17% 15,300,298 0.15% 132,074,100 126,883,600Tsawout 13,665,981 0.14% 13,665,981 0.14% 120,886,600 120,886,600

Subtotal 29,450,861 0.31% 28,966,279 0.29% 252,960,700 247,770,200

TOTAL 9,452,082,420 100.00% 9,884,181,314 100.00% 79,787,754,757 83,539,821,489


FUTURE PROJECTIONS

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021REGIONAL PARKS SUMMARY BOARD ESTIMATED CORE ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL

BUDGET ACTUAL BUDGETOPERATING COSTS:Salaries and Wages 5,076,070 5,038,830 5,224,800 62,500 - 5,287,300 5,456,846 5,598,483 5,710,453 5,824,662 Contract for Services 522,870 479,794 524,180 - - 524,180 532,392 540,515 426,802 434,986 Vehicles and Equipment 277,670 279,520 284,520 - - 284,520 289,294 294,161 299,128 304,193 Internal Allocations 260,520 260,520 283,040 - - 283,040 288,690 294,470 300,360 306,360 Parks Maintenance and Repairs 272,770 262,490 233,500 30,000 - 263,500 262,587 267,764 283,046 278,437 Operating Supplies 348,680 385,420 306,620 - - 306,620 312,752 319,007 325,388 331,895 Telephone/Radios/IT & Network Systems 194,390 190,060 192,950 - - 192,950 196,809 200,743 204,759 208,856 Security and Bylaw Enforcement 216,660 204,660 207,350 - - 207,350 211,500 215,728 220,045 224,442 Utilities & Disposal Costs 181,680 185,440 184,890 - - 184,890 188,986 193,057 197,217 201,471 Advertising/Printing/Brouchures/Signs 77,190 77,190 65,490 - - 65,490 66,797 68,134 69,502 70,890 Insurance and Interest 63,180 63,143 64,360 - - 64,360 65,650 66,957 68,292 69,644 Travel, Training, Office 68,040 64,702 72,680 - - 72,680 74,033 75,412 76,820 78,254

TOTAL OPERATING COSTS 7,559,720 7,491,769 7,644,380 92,500 - 7,736,880 7,946,336 8,134,433 8,181,811 8,334,090 *Percentage increase over prior year operating costs 1.12% 2.34% 2.71% 2.4% 0.6% 1.9%

CAPITAL / RESERVETransfer to Capital Fund 100,000 100,000 102,000 - 165,000 267,000 104,040 106,121 108,243 110,408 Land Acquisition Levy 3,739,980 3,739,980 3,739,980 3,739,980 3,739,980 3,739,980 3,739,980 3,739,980 Transfer to Reserve Fund 1,017,611 1,096,012 1,017,000 - - 1,017,000 1,017,000 1,017,000 1,017,000 1,017,000 Transfer to Equipment Replacement Fund - - 55,000 - - 55,000 275,000 275,000 275,000 275,000

TOTAL CAPITAL / RESERVES 4,857,591 4,935,992 4,913,980 - 165,000 5,078,980 5,136,020 5,138,101 5,140,223 5,142,388

DEBT CHARGES - - - 105,835 - 105,835 507,320 507,320 507,320 507,320

TOTAL COSTS 12,417,311 12,427,761 12,558,360 198,335 165,000 12,921,695 13,589,676 13,779,854 13,829,354 13,983,798 1.14% 4.06% 5.17% 1.4% 0.4% 1.1%


OPERATING LESS RECOVERIES 12,326,531 12,336,981 12,467,310 198,335 165,000 12,830,645 13,498,246 13,688,044 13,737,154 13,891,198

FUNDING SOURCES (REVENUE)Estimated balance C/F from current to Next year - Balance C/F from Prior to Current year - - - - - - - - - - Fee Income (292,590) (295,040) (285,530) - - (285,530) (287,206) (290,956) (294,780) (301,671) Rental Income (65,510) (73,510) (66,510) (20,000) - (86,510) (88,240) (90,005) (91,805) (93,641) Payments - In Lieu of Taxes (625,781) (625,781) (625,790) - - (625,790) (638,306) (651,072) (664,093) (677,375) Grants - Other - - - - - - - - - -

TOTAL REVENUE (983,881) (994,331) (977,830) (20,000) - (997,830) (1,013,752) (1,032,032) (1,050,678) (1,072,687)

REQUISITION (11,342,650) (11,342,650) (11,489,480) (178,335) (165,000) (11,832,815) (12,484,494) (12,656,011) (12,686,476) (12,818,511) *Percentage increase over prior year requisition 1.29% 4.32% 5.51% 1.37% 0.24% 1.04%

AUTHORIZED POSITIONS:Salaried 48.50 48.50 48.50 - - 48.50 48.50 48.50 48.50 48.50Converted Auxillaries - - - - - - - - - -

BUDGET REQUEST

3

2017Ongoing Increase Items: $178,335 One-Time Increase Items: $165,000

Sooke River Road Rental Income (20,000) ATV to service backcoutry facilities at shields Lake $15,000Sooke River Road Maintenance Expenses 30,000 Sooke River Road Facilities $100,000Auxiliary Park Officers for Sea to Sea 62,500 IVB Management Plan Priority Development $50,000Debt Servicing -- 6.1Million MFA Loan for E&N Phase 3&4 105,835

TOTAL

2018Ongoing Increase Items: $465,285 One-Time Increase Items: -

Auxiliary Park Officers for Sea to Sea $63,800Debt Servicing -- 6.1Million MFA Loan for E&N Phase 3&4 $401,485

TOTAL

2019Ongoing Increase Items: 32,500.00 One-Time Increase Items: -

Auxiliary Park Officers for Sea to Sea $32,500

TOTAL

2020Ongoing Increase Items: - One-Time Increase Items: -

TOTAL $0

1.280 Regional Parks

$343,335

$465,285

$32,500

4




Period Range :

0000400000 0000799999

01 12

280REGPRKS.BA

Fiscal Year : 2017

100199 Regional Parks RevenueCost Center


Cost Element(1)

Budget Request(3)

Requisitions- Municipal Electoral Area-486000 ($178,335.00)

($178,335.00)Total: 100199 Regional Parks Revenue

Thursday November 03, 2016 @ 13:55:50 Page 1 of 6 White Detail5




Period Range :

0000400000 0000799999

01 12

280REGPRKS.BA

Fiscal Year : 2017

100202 Regional Parks Revenue WestCost Center


Cost Element(1)

Budget Request(3)

Rentals420800 ($20,000.00)

2017

Ongoing Supplementary - $20,000

Rental Revenue from 2538 Sooke River Road

This supplementary item is to utilize the rental revenue from 2548 Sooke

River Road to reduce the continuous supplementary for the maintenance at

2540/2548 Sooke River Road. Rental revenue from this property is

expected to be $20,000 per year. As identified in the March 9, 2016

closed staff report to the board, revenue from the rental residence can

offset maintenance costs for the parkland and can help fund the ongoing

maintenance needs of the residence. With approval of this supplementary

item, the ongoing supplementary for maintenance at 2548 Sooke River Road

can be reduced from $30,000 to $10,000.

($20,000.00)Total: 100202 Regional Parks Revenue West





Period Range :

0000400000 0000799999

01 12

280REGPRKS.BA

Fiscal Year : 2017

100216 Regional Parks Operating Services WestCost Center


Cost Element(1)

Budget Request(3)

Wages & Benefits -Other -Regular/Auxilia500280 $62,500.00

2017


Auxiliary Park Officers for the Sea to Sea Green Blue Belt

This supplementary request is for wages to hire two (2) park officers

(J10/3) to conduct enforcement patrols on the Trans Canada Trail, in the

watershed protection zone of Sooke Hills Wilderness Regional Park, and

in the Mount Manuel Quimper area of the Sea to Sea Green Blue Belt; and

to maintain trails and facilities in those areas from May to September

(21 weeks).

Parks Maintenance Expenses536000 $30,000.00

2017


Maintenance at 2540/2548 Sooke River Road

This supplementary item is for the maintenance required to deliver a new

service at the Sooke River Road property that was purchased in 2016.

These funds will go toward the continuous maintenance of the park

facilities: parking lot, toilet, access road, kiosk, picnic tables,

fencing, bike rack, as well as the maintenance and capital replacement

program for the 3,000 square foot residence located on the property.

These costs were identified in the March 9, 2016 closed staff report to

the board. The annual maintenance cost for this service is estimated to

be $20,000, however a $20,000 negative supplemental from rental revenue

could be applied to reduce this portion of the supplemental request to





Period Range :

0000400000 0000799999

01 12

280REGPRKS.BA

Fiscal Year : 2017

100216 Regional Parks Operating Services WestCost Center


Cost Element(1)

Budget Request(3)

$0. The preventative maintenance and replacement costs for the residence

are expected to be $10,000 annually.

$92,500.00 Total: 100216 Regional Parks Operating Services West





Period Range :

0000400000 0000799999

01 12

280REGPRKS.BA

Fiscal Year : 2017

101563 Regional Parks Debt Transfer to own FundCost Center


Cost Element(1)

Budget Request(3)

M.F.A. Debt Reserve Fund570050 $61,000.00

2017 MFA Fall issuing of 6,100,000 Loan for E&N Phase 3 and 4 Project.

Interest Payment570110 $44,835.00

2017 MFA Fall issuing of 6,100,000 Loan for E&N Phase 3 and 4 Project.

$105,835.00 Total: 101563 Regional Parks Debt Transfer to own Fund





Period Range :

0000400000 0000799999

01 12

280REGPRKS.BA

Fiscal Year : 2017

$0.00Grand Total: 280REGPRKS.BA


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12

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MISSION:

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD

BUDGETESTIMATED

ACTUAL CORE BUDGET ONGOING ONE-TIME TOATL TOTAL TOTAL TOTAL TOTAL

Headquarters and Admin Services 1,279,700 1,229,693 1,240,910 - - 1,240,910 1,266,162 1,291,939 1,318,235 1,345,029Visitor Information Services 259,100 257,620 294,040 - - 294,040 299,921 305,919 312,038 318,278Environmental Interpretative Prgm 391,060 390,360 397,940 - - 397,940 405,899 414,017 422,297 430,743Partnership Development 229,040 228,380 237,440 - - 237,440 242,189 247,033 251,973 257,013Social Science Research Program 112,540 123,900 127,840 - - 127,840 130,397 133,005 135,665 138,378Planning & Facility Development 990,050 966,290 947,950 - - 947,950 960,469 973,238 864,263 877,548Resource Management 219,790 219,480 219,540 - - 219,540 223,931 228,409 232,978 237,637Parks Operations North 990,410 844,670 1,006,730 - - 1,006,730 1,026,955 1,047,555 1,068,571 1,090,008Parks Operations West 1,076,830 1,075,100 1,098,920 92,500 - 1,191,420 1,273,448 1,331,916 1,359,055 1,386,739Regional Trails & Gulf Islands 644,230 672,610 664,590 - - 664,590 677,782 691,237 704,962 718,961HQ Maintenance, Eqpmt & Fire 1,126,660 1,221,291 1,214,790 - 165,000 1,379,790 1,457,936 1,481,229 1,504,992 1,528,964Security and New Initiatives 334,070 338,240 338,140 - - 338,140 344,906 351,802 358,841 366,014Mount McDonald 101,120 102,793 101,310 - - 101,310 101,958 102,609 113,275 103,960

TOTAL OPERATING 7,754,600 7,670,427 7,890,140 92,500 165,000 8,147,640 8,411,952 8,599,910 8,647,144 8,799,274Percentage change over prior year 1.75% 5.07% 3.24% 2.23% 0.55% 1.76%

Land Acquisition Levy 3,739,980 3,739,980 3,739,980 - - 3,739,980 3,739,980 3,739,980 3,739,980 3,739,980Land Acquisition (planning costs) 59,340 75,562 90,190 - - 90,190 91,994 93,834 95,710 97,625Debt Servicing Cost - - - 105,835 - 105,835 507,320.00 507,320.00 507,320.00 507,320.00 Transfer to Reserves 772,611 851,012 747,000 - - 747,000 747,000 747,000 747,000 747,000TOTAL LAND, RESERVE AND DEBT 4,571,931 4,666,554 4,577,170 105,835.00 - 4,683,005 5,086,294 5,088,134 5,090,010 5,091,925Percentage change over prior year 0.11% 2.43% 8.61% 0.04% 0.04% 0.04%

Balance C/F from prior year (Surplus)/Deficit from prior year Other Revenue (358,100) (368,550) (352,040) (20,000) - (372,040) (375,446) (380,961) (386,585) (395,312)Payments - In Lieu of Taxes (625,781) (625,781) (625,790) - - (625,790) (638,306) (651,072) (664,093) (677,375)TOTAL REVENUE (983,881) (994,331) (977,830) (20,000.00) - (997,830) (1,013,752) (1,032,032) (1,050,678) (1,072,687)

TOTAL REQUISITION (11,342,650) (11,342,650) (11,489,480) (178,335) (165,000) (11,832,815) (12,484,494) (12,656,011) (12,686,477) (12,818,511)Percentage change over prior year requisition 1.29% 4.32% 5.51% 1.37% 0.24% 1.04%

Participants: All municipalities and electoral areas AUTHORIZED POSITIONS:Salaried 48.50 48.50 48.50 - - 48.50 48.50 48.50 48.50 48.50Converted - - - - - - - - - -

REGIONAL PARKS SUMMARY

REGIONAL PARKS - 2017 BUDGET

FINANCIAL SUMMARY:

To establish and protect a network of regional parks in perpetuity that represent and help maintain the diverse range of natural environments in theCapital Regional District. To provide opportunities for outdoor experiences and activities that foster enjoyment of and appreciation and respect for theregion's natural environments.

15

PROGRAM:

DESCRIPTION:

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021

Budget Actual CORE BUDGET ONGOING ONE-TIME TOTAL Total Total Total Total

Salaries & Wages 544,230 526,860 560,810 560,810 572,026 583,467 595,136 607,038 Other Operating Expenditures 735,470 702,833 680,100 680,100 694,136 708,472 723,099 737,991

TOTAL EXPENDITURES 1,279,700 1,229,693 1,240,910 1,240,910 1,266,162 1,291,939 1,318,235 1,345,029

Other Revenue TOTAL REVENUE

Requisition (1,279,700) (1,229,693) (1,240,910) (1,240,910) (1,266,162) (1,291,939) (1,318,235) (1,345,029)Percentage Change -3.03% -3.03% 2.03% 2.04% 2.04% 2.03%

PROGRAM:

DESCRIPTION:

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021


Capital 3,739,980 3,739,980 3,739,980 3,739,980 3,739,980 3,739,980 3,739,980 3,739,980 Salaries & Wages 52,320 52,320 43,170 43,170 44,033 44,914 45,812 46,729 Other Operating Expenditures 7,020 23,242 47,020 47,020 47,960 48,920 49,898 50,896

TOTAL EXPENDITURES 3,799,320 3,815,542 3,830,170 3,830,170 3,831,974 3,833,814 3,835,690 3,837,605

Other Revenue TOTAL REVENUE Requisition (3,799,320) (3,815,542) (3,830,170) (3,830,170) (3,831,974) (3,833,814) (3,835,690) (3,837,605)Percentage Change 0.81% 0.81% 0.05% 0.05% 0.05% 0.05%


FINANCIAL SUMMARY:

LAND ACQUISITIONHeadquarters and Administrative Services provide management leadership, general division coordination, administrative and financialsupport services to Regional Parks.

HEADQUARTERS AND ADMINISTRATIVE SERVICES

FINANCIAL SUMMARY:

Headquarters and Administrative Services provide management leadership, general division coordination, administrative and financialsupport services to Regional Parks.

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PROGRAM:FINANCIAL SUMMARY:

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021


Debt Servicing - - - 105,835 105,835 507,320 507,320 507,320 507,320Transfer to Capital Reserve 772,611 851,012 747,000 747,000 747,000 747,000 747,000 747,000

Total expenditures 772,611 851,012 747,000 105,835 852,835 1,254,320 1,254,320 1,254,320 1,254,320OTHER REVENUE Balance C/F from prior year(Surplus)/Deficit from prior year Requisition (772,611) (851,012) (747,000) (105,835) (852,835) (1,254,320) (1,254,320) (1,254,320) (1,254,320)Percentage Change -3.31% 10.38% 47.08% 0.00% 0.00% 0.00%

Participants: All municipalities and electoral areas

FINANCIAL SUMMARY:

TRANSFER TO RESERVES AND DEBT SERVICING

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19

20

21

22

23

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SCHEDULE B

1.280 Regional Parks2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B - - 250,000 150,000 - 400,000 Equipment E 299,540 60,000 45,000 45,000 45,000 494,540 Land L 45,000 20,000 20,000 20,000 20,000 125,000 Engineered Structures S 7,872,397 3,004,040 3,406,120 108,240 5,910,400 20,301,197 Vehicles V 60,000 108,000 150,200 347,000 275,000 940,200

8,276,937 3,192,040 3,871,320 670,240 6,250,400 22,260,937

SOURCE OF FUNDS

Capital Funds on Hand C 2,876,937 104,040 106,120 108,240 110,400 3,305,737

Debenture Debt ( New Debt Only) D 600,000 2,600,000 2,900,000 - - 6,100,000

Equipment Replacement Fund E 100,000 148,000 195,200 392,000 320,000 1,155,200

Grants (Federal, Provincial) G 3,375,000 - - - 4,000,000 7,375,000

Reserve Fund R 1,325,000 340,000 670,000 170,000 1,820,000 4,325,000

8,276,937 3,192,040 3,871,320 670,240 6,250,400 22,260,937




CAPITAL BUDGET FORM Service #: 1.2802017 & Forecast 2018 to 2021 Service Name: Regional Parks




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total09-01 Renewal 1,090,000 S Cap 549,340 549,340 549,340

S Grant 440,000 440,000 09-02 New Construction/ Project 17,796,750 S Grant 2,650,000 2,650,000 2,650,000

S Cap 350,000 350,000 350,000 S Res 25,000 25,000

09-03 Renewal 658,434 S Cap 519,530 519,530 519,530 11-01 Renewal 790,790 L Cap 25,000 25,000 25,000 12-01 New Construction/ Project 322,000 S Cap 157,330 157,330 157,330

125,000 S Cap 10,467 10,467 10,467 S Res 100,000 100,000

13-01 Renewal 155,000 S Cap 138,650 138,650 138,650 14-01 Replacement 300,000 S Cap 43,600 43,600 43,600

S Res 50,000 50,000 50,000 150,000 14-02 New Construction/ Project 110,000 S Cap 76,480 76,480 76,480 14-03 New Construction/ Project 20,000 S Cap 20,000 20,000 20,000 15-01 New Construction/ Project 101,250 E Cap 79,540 79,540 79,540

E Res 20,000 20,000 16-01 New Construction/ Project 2,715,760 S Cap 500,000 500,000 500,000

S Grant 285,000 285,000 285,000 S Res 220,000 220,000

16-02 New Construction/ Project 210,000 E Cap 125,000 125,000 125,000

16-03 New Construction/ Project 20,000 S Cap 15,000 15,000 15,000

17-01 Renewal N/A S Cap 102,000 104,040 106,120 108,240 110,400 530,800 17-02 Replacement N/A V ERF 45,000 108,000 150,200 347,000 275,000 925,200 17-03 Replacement N/A E ERF 55,000 40,000 45,000 45,000 45,000 230,000

17-04 New Construction/ Project 200,000 S Res 200,000 200,000

17-05 Replacement 600,000 S Res 600,000 600,000 17-06 Renewal 170,000 S Res 20,000 150,000 170,000


17-08 New Construction/ Project 100,000 S Cap 100,000 100,000 17-09 New Construction/ Project 60,000 E Res 20,000 20,000 40,000 17-10 Renewal 50,000 S Cap 50,000 50,000 17-11 New Construction/ Project N/A L Res 20,000 20,000 20,000 20,000 20,000 100,000 17-12 New Construction/ Project 15,000 V Cap 15,000 15,000 17-13 New Construction/ Project 6,100,000 S Debt - 600,000 2,600,000 2,900,000 - - 6,100,000 18-01 New Construction/ Project 250,000 S Res 250,000 250,000 19-01 Replacement 250,000 B Res 250,000 250,000



Develop Asset Management Program

Annual Infrastructure Maintenance ProjectsVehicle Replacement

Upgrade Brett & Swann Trestle Bridges

Develop Southern Gulf Islands Regional Trail Demonstration Prepare Emergency Preparation Plan for Thetis Lake Dam

Install/Replace Signs

Construct Trans Canada Trail/Sooke Hills Wilderness Trail

Develop Ecosystem Inventory for Land Acquisition

Construct Sea-to-Sea Trails to Sheilds, Grass, Peden & Crabapple Lakes

ATV to Service Backcountry Facilities at Sheilds LakeConstruct E&N Rail Trail Phases 3 & 4

Construct Facilities at Sooke River Road

Hamsterly Beach Washroom

Regional Parks Office FurnitureImplement Priority Developments Recommended in the IVB Potential Land Acquisition Transactions

Open Sea-to-Sea for Backcountry Camping & Continued Trail

Develop Dam Safety Review for Thetis Lake Dam

12-02 New Construction/ Project

Capital Project DescriptionEngineering - Todd Creek Trestle

Construct Beaver Beach & Filter Beds SewerRestore Thetis Lake Pistol RangeInstall Jordan River Site Securement

Construct E&N Rail Trail Phase 1

Equipment ReplacementAssess Condition of Major Structures (i.e. Trestles, Bridges, Dams)

Develop Southern Gulf Islands & Salt Spring Island Regional Trail--Planning

Construct Elk/Beaver Lake WashroomsDesign & Construct Hamsterly Beach Septic System

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CAPITAL BUDGET FORM Service #: 1.2802017 & Forecast 2018 to 2021 Service Name: Regional Parks




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total





20-01 Renewal 150,000 B Res 150,000 150,000 21-01 New Construction/ Project 4,100,000 S Grant 4,000,000 4,000,000

S Res 100,000 100,000 21-02 Renewal 1,700,000 S Res 1,700,000 1,700,000

Total 38,409,984 5,544,937 8,276,937 3,192,040 3,871,320 670,240 6,250,400 22,260,937


Upgrade Thetis Lake Trail Phase 3

Replace Major Structures, Bridges, Dams

Construct E&N Rail Trail Phase 5

Facilities to Open Sooke Hills Wilderness Regional Park in the Vicinity of Veitch Creek

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Service: 1.280 Regional Parks

09-01 Engineering - Todd Creek Trestle

09-02 Construct E&N Rail Trail Phase 1

09-03 Construct Beaver Beach & Filter Beds Sewer

11-01 Thetis Lake Pistol Range Remediation

12-01 Install Jordan River Site Securement

This project is to make structural upgrades and improve user safety (decking and guard rails). Regional Parks has applied for theCanada 150 infrastructure grant for $440,000 to support the user safety improvements. The decision on grant application is expected in mid-October 2016. If the grant application is unsuccessful, we will expend available funds on structural upgrades only.

Environmental Engineering is providing construction and project management services to Regional Parks. In-house services/staffcosts are not eligible to be covered by the UBCM Gas Tax grant funding, therefore, a line item is included to cover the costs forthese services as Ineligible Costs.

This project will connect washrooms at Elk/Beaver Lake to the District of Saanich municipal sewer system. Design is almostcomplete. The tender for construction is scheduled to be awarded in November of 2016. Construction will occur in the winter of 2017.

This project is nearing completion. The final stages will be to remove hydrocarbon contaminated soils and re-contour and revegetatethe site. This will occur in 2016-2017.

This project is to be completed in 2017 with the removal of old houses and the development of new campground facilities.

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12-02 Construct Sea-to-Sea Trails to Sheilds, Grass, Peden & Crabapple Lakes

13-01 Upgrade Brett & Swann Trestle Bridges

14-01 Install/Replace Signs

14-02 Develop Southern Gulf Islands Regional Trail Demonstration Project

14-03 Prepare Emergency Preparation Plan for Thetis Lake Dam

The second phase of opening the Sea-to-Sea (S2S) focuses on developing trails to the main lakes in the S2S. The main lakes aredefined as Peden Lake, Grass Lake, Sheilds Lake, and Crabapple Lake. Existing trails go to each lake, but may need to beupgraded, including the potential installation of culverts or water bars, or re-routed as identified through trails planning. Park signsand a kiosk will be developed and installed.

Decking is beginning to lift from the substructure. Some funds will be spent on an engineering assessment in 2016 to determine thecause. The remainder of the funding will be expended in 2017 to design and construct repairs.

The Sign Implementation Project commenced in 2014 to replace all way-finding and regulatory signs in regional parks. The projectincludes updating all the GIS trail data and producing new park maps for visitors. To date, 11 parks have been re-signed andfunding in 2017, 2018 and 2019 will continue the initiative through to completion of all parks.

The funding is to complete design for this project. The design will be completed in 2017.

This report is an input into a dam safety review for Thetis Lake dams, which is a regulatory requirement and will be completed by theend of 2017.

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15-01 Develop Ecosystem Inventory for Land Acquisition

16-01 Construct Trans Canada Trail/Sooke Hills Wilderness Trail

16-02 Develop Asset Management Program

16-03 Develop Southern Gulf Islands & Salt Spring Island Regional Trail

In preparation for the 2018-2019 land acquisition strategy update, this project will develop an interactive GIS-based model to facilitate internal planning and dialogue with the public. The scope of analysis will include the growth management planning area (GMPA). The focus will be evaluation of lands for existing parks and the evaluation of lands to the west of the Sooke River and primarily in the Coastal Western Hemlock zone for the creation of new parks.The information will be used to inform the development of the 2018-2019 Land Acquisition Strategy update. As the current land acquisition funding program concludes after 2019, this work will also chart a future course and make a strong case for seeking public support to extend the land acquisition program into a third decade. Project deliverables will be adaptable to assessing climate change related variables and other natural capital values within the region.

This new 13 km trail, the Sooke Hills Wilderness Trail (SHWT), will provide part of the route for the Trans Canada Trail (TCT) within the CRD. The CRD Board has set a goal of completing the new trail and opening it for public use as part of the 25th anniversary of the Trans Canada Trail and 150th anniversary of Canada’s confederation in July 2017. This trail will be located in wilderness and remote areas. Regular maintenance including annual surfacing and hardware maintenance/upkeep of a 41 m suspension bridge will be needed. The expected lifecycle is of the suspension bridge is 50 years.

This project will result in an information management system, processes and procedures to provide improved clarity and transparency with respect to the management and maintenance of regional park assets. This project is on schedule to be completed in 2017.

In 2016, the Board approved an ongoing supplementary of $200,000 per year for the purpose of planning and developing regional trails on the Southern Gulf Islands and Salt Spring Island. Each year these funds will go into a reserve fund to be used for the planning and development of the regional trail. The development of regional trails will be done in sections and take many decades to complete. Funds will also be used to support grant applications to the federal and provincial governments and for community fund raising. 30


17-01 Annual Infratructure Maintenance Projects

17-02 Vehicle Replacement

17-03 Equipment Replacement

The annual infrastructure fund project is a transfer of core budget funds to the capital plan that is used to fund priority preventative maintenance projects and minor capital projects that have a low dollar value and address park maintenance issues.

Vehicle replacements are funded through the equipment replacement fund and are identified for replacement based on lifecycle management, age, condition, and level of use.2017- Replace Unit # 1004 2007 Dodge Pickup 4x4 $45,0002018-Replace Unit #795 1998 John Deere Lawn Tractor $3000, Unit #904 2002 Kubota Lawn Tractor $30,000, Unit # 988 2006 Dodge Dakota Extended Cab 4x4 $40,000, Unit # 1049 2008 Chevy Colorado 4x4 pickup $35,0002019-Replace Unit# 789 1998 John Deere Lawn Tractor $3000, Unit 874 2001 Lawnmower Trailer $4000, Unit # 1005 2007 Dodge Pickup 4x4 $50000, Unit #1023 2008 Chevy 1/2 tonne pickup $50,000, Unit # 1085 2008 Utility Trailer $1200, Unit # 1089 2010 Box Trailer $7000, Unit # F12030 2005 Ford Ranger Pickup $35,0002020-Replace Unit #619 1984 Boat Trailer $1000, Unit #732 1997 Utility Trailer $6000, Unit #940, 2004 Flat deck Trailer $7000 Unit # 986 2006 Dodge 1/2 tonne Crew Cab $45000, Unit #1090 2010 Flatdeck Trailer $8000, Unit #FQP082 2011 Chev 1 tonne 4x4 pickup $80,000, Unit # FQT005 2003 Western Star tandem dump truck $200,0002021- Replace Unit #987 2006 Dodge Dakota 4x4 Extended Cab $45,000, Unit # 1016 2008 F350 4x4 dump $80,000, Unit #1027 2007 GMC W5500 Utility Van $80,000, Unit 1091 2010 Dodge Ram 4x4 Crew Cab $70,000.

This multi-year project is aimed at replacing small equipment as a part of lifecycle planning. Aging equipment is replaced as needed to ensure that health and safety objectives are met and that financial and time efficiencies are realized with respect to equipment maintenance requirements and equipment performance. Indoor equipment such as computers and printers are replaced as needed and outdoor equipment such as chainsaws and line trimmers are replaced before they become unsafe to use.

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17-04 Assess Condition of Major Structures (i.e. Trestles, Bridges, Dams)

17-05 Construct Elk/Beaver Lake Washrooms

17-06 Hamsterly Beach Septic System

17-07 Develop Dam Safety Review for Thetis Lake Dam

17-08 Construct Facilities at Sooke River Road

This project will involve letting a contract to conduct a dam safety review for three dams on Upper and Lower Thetis Lakes. This is a provincial regulatory requirement.

The aim of this project is to compete condition assessments on major pieces of infrastructure for the purposes of informing the capital plan priorities for the next 5-10 years. A contract to have priority structures assessed will be let with the goal of undertaking assessments that will help prioritize capital expenditures through the identification of work that meets risk management, public safety and lifecycle management objectives.

This project will be undertaken to replace the ageing washrooms at Eagle Beach, Beaver Beach and the Filter Beds sites in Elk/Beaver Lake Regional Park. These facilities have passed their expected life span and anticipated concerns over capacity, visitor health and safety are driving the replacement of the facilities.

This project will be undertaken to design and construct a new waste disposal system at Hamsterly Beach in Elk Beaver Lake Regional Park. The current holding tank is deteriorating and anticipated concerns about health and safety are driving this project. Design work will occur in 2017 and construction of a new septic system will occur in 2019.

Regional Parks acquired the Sooke River Regional Park Reserve property in August 2016. The property is undeveloped, except for an existing residential dwelling and a shared driveway from Sooke River Road. The primary purpose of acquiring the property is to support local salmon restoration efforts by providing access to the Sooke River at a critical salmon spawning pool. The property requires a site plan and site improvements prior to being opened to the public. The site improvements may include a new septic system for the residential dwelling, a parking lot, a single stem toilet, a park gate, a park kiosk, picnic tables, a bike rack, trail improvements, and fencing. The residential dwelling will be rented out and revenue from the rental will go toward park maintenance and maintenance of the residence. 32


17-09 Regional Parks Office Furniture

17-10 Implement Priority Developments Recommended in the Island View Beach Management Plan

17-11 Potential Land Acquisition Transactions

17-12 Purchase ATV to Service Backcountry Facilities at Sheilds Lake

This project is focussed on replacing office furniture with more ergonomically correct chairs and desks. Health and Safety is improved through properly designed furniture that reduces stress on staff and improves workplace efficiency.

A new management plan for Island View Beach is expected to be approved in November, 2016. The expected plan will result in the need for new capital developments in the park, which may include improvements to facilities such as washrooms, fences and trails.

These funds are expended on land appraisals, surveys, legal fees, and evaluations for potential land acquisitions

The Regional Parks service plan targets the opening of the 4,100 hectare Sooke Hills Wilderness Regional Park and the 13 km Trans Canada Trail (TCT) in 2017, as well as the opening of a southern access to the Sooke Hills Wilderness Regional Park in 2018. The opening of these parklands means increasing the Regional Parks operating area of approximately 5,000 hectares by an additional 8,000 hectares and adds 100+ km of trail. This vehicle will be used for servicing the campground at Sheilds Lake and for accessing remote areas of the park where truck access would be impractical.

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17-13 Construct E&N Rail Trail Phases 3 & 4

18-01 Open Sea-to-Sea for Backcountry Camping & Continued Trail Development

19-01 Hamsterly Beach Washroom

The CRD is in the midst of building a 17 km, paved, pedestrian & cycling trail from the Johnson St bridge in Victoria, through the Township of Esquimalt, the Songhees and Esquimalt First Nations Reserves, the Town of View Royal, to Humpback Road in Langford. Due to the anticipated development cost of approximately $30 million, the Board approved a phased approach to developing the trail with construction subject to grant funding being available to cover the bulk of construction costs. Subject to approval of a loan authorization bylaw in 2017, construction will begin on phases 3 and 4 of the project. In 2017, design and engineering work for both phases will be undertaken. Construction of phase 3 between Atkins Avenue/E&N Railway Crossing and Savory School in Langford (approximately 1 km in length) will begin in 2018. Construction of Phase 4 from Esquimalt Road to the Blue Bridge in Victoria is targeted to occur in 2019.

This project involves the construction of a backcountry campground at Sheilds Lake. The backcountry campground will consist of sites for individuals and for groups. The campground will include: tent pads, bear proof food storage bins, toilet, group shelter, picnic tables, kiosk, park signs, and possible shoreline improvements. Additional development includes improvements at staging areas located along Sooke River Road and at Sooke Potholes Regional Park. Trail development will focus on improvements to the set of core trails identified in the park management plan.

This project will be undertaken to replace the 1950's era washroom at Hamsterly Beach in Elk Beaver Lake Regional Park. This facility has passed its expected life span and anticipated concerns over visitor health and safety are driving the replacement of the facility. The new facility will be hooked into the new septic field.

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19-02 Facilities to Open Sooke Hills Wilderness Regional Park in the vicinity of Veitch Creek

20-01 Upgrade Thetis Lake Trail Phase 3

21-01 Construct E&N Rail Trail Phase 5

21-02 Replace Major Structures, Bridges, Dams

This is the third phase in a multi year project started in 2007 to address trail braiding and desire line trails causing shoreline erosion on upper and lower Thetis Lakes. Phase 3 is focussed on Upper Thetis Lake and includes surface improvements to the Upper Thetis Lake Dam Crest.

The CRD is in the midst of building a 17 km, paved, pedestrian & cycling trail from the Johnson St bridge in Victoria, through the Township of Esquimalt, the Songhees and Esquimalt First Nations Reserves, the Town of View Royal, to Humpback Road in Langford. Due to the anticipated development cost of approximately $30 million, the Board approved a phased approach to developing the trail with construction subject to grant funding being available to cover the bulk of construction costs. In 2021, though the decision on which specific section of the remaining E&N Rail Trail route would be developed as Phase 5 has not been determined yet by the Regional Parks Committee/CRD Board, for the purposes of Capital Planning, this future Phase is identified as the Jacklin Road to Humpback Road section of the trail in Langford, approximately 4 km in length. This project will be initiated if grant funding is secured.

This project will be focussed on repairs and replacements of components of major structures identified as priorities in the 2017 major structures assessment. Project work will be prioritized based on health and safety, life cycle stage, and deferred maintenance costs.

This project focuses on opening up the Sooke Hills Wilderness Regional Park Reserve (southern block) to public use. The major components of this project will be to link the Sooke Hills Wilderness trail system to the Sea-to-Sea trails; complete necessary improvements to the official trail system (i.e. install culverts, bridges, water-bars, etc.); plan for and develop a primary staging area along the Sooke Highway (i.e. includes an access road, parking area, restroom and park kiosk) and develop and install park signs and maps.

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1.280 Regional Parks Asset and Reserve Summary Schedule2017 - 2021 Financial Plan

Regional Parks

Note A: Insured Value TableDescription $ Amount*Regional Parks 52,612,083 Thetis Lake Park Structures 2,351,200 Total 54,963,283$


Regional Parks Reserve/Fund Summary EstimateProjected year end balance 2016 2017 2018 2019 2020 2021

- Land Acquisition Levy 4,876,685 8,596,665 12,316,645 16,036,625 16,016,625 15,996,625 - Infrastructure/SSI&SGI Trail/Dams 433,741 145,741 842,741 1,209,741 2,076,741 1,293,741

Total Capital Reserve Fund 5,310,426 8,742,406 13,159,386 17,246,366 18,093,366 17,290,366

Parks Statutory Land Acquisition Reserve 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000

Equipment Replacement Fund 609,402 564,402 691,402 771,202 654,202 609,202



Summary

Budget

Asset Profile

Regional Parks and Trails consists of 30 parks and reserves with 214 km of hiking trails and 3 regional trails (88 km). Assets held by the Regional park service consist of lands, buildings, public washrooms as well as various park equipment and vehicles. The total historical value as of Dec 31, 2015 for all assets was $123M with an estimated replacement value of $55M for the building structures (Note A).

1.280 Reserve Summary 04/11/2016 36

1.280 Regional Parks Capital Reserve Fund Schedule2017 - 2021 Financial Plan

Land Acquisition Levy Portion EstimateFund: 1030 Fund Center: 101469 2016 2017 2018 2019 2020 2021

Beginning Balance 832,278 4,876,685 8,596,665 12,316,645 16,036,625 16,016,625

Land Acquisition Expenditure (1,803,000) (20,000) (20,000) (20,000) (20,000) (20,000)

Land Acquisition Annual Levy 3,739,980 3,739,980 3,739,980 3,739,980 - -

Other proceeds 2,100,000

Interest Income* 7,427 - - - - -

Ending Balance $ - Land Acquisition Levy Portion 4,876,685 8,596,665 12,316,645 16,036,625 16,016,625 15,996,625


Reserve Fund: 1.280 Regional Parks Capital Reserve Fund (Bylaw No. 2313)

- Capital Reserve Fund for Regional Parks Service was established in 1995 under Bylaw No. 2313. - These reserves can only be used to fund capital expenditure. - Funding for this reserve may be paid from "the current revenue or, as available, from general revenue surplus, or as otherwise provided in the Municipal Act".

Budget

- A Regional Park Land Acquisition Requisition was established in 2000 for a ten year period (2000-2009) at a rate of $10 per average residential household assessment. In 2010, the requisition was extended for another ten years(2010-2019) at a rate of $12 per average residential household assessment starting in 2010 and increasing by $2 per year to a maximum of $20 in 2015 and then remaining at this rate until 2019. - Land Acquisition Requisition for 2017-2020 are estimated based on 2016 Assessment data.

Assumptions/Background:

1.280 Capital Reserve 04/11/2016 37



Infrastructure Portion EstimateFund: 1030 Fund Center: 101470/102172/1/102173 2016 2017 2018 2019 2020 2021

Beginning Balance 1,559,646 433,741 145,741 842,741 1,209,741 2,076,741

Planned Capital Expenditure (Based on Capital Plan) (2,190,790) (1,305,000) (320,000) (650,000) (150,000) (1,800,000)

Transfer from Operating Budget --Other Infrastructure 817,611 617,000 617,000 617,000 617,000 617,000

--SSI/SGI Trails 200,000 200,000 200,000 200,000 200,000 200,000

--Dam/Bridge/Trestle 25,000 200,000 200,000 200,000 200,000 200,000

Interest Income* 22,274 -

Capital Fund Uncommitted (Available)

Ending Balance $ - Infrastructure Portion 433,741 145,741 842,741 1,209,741 2,076,741 1,293,741


Budget

1.280 Capital Reserve 04/11/2016 38

- - - -


Parks Statutory Land Acquisition Reserve EstimateFund: 1031 Fund Center: 101375 2016 2017 2018 2019 2020 2021

Beginning Balance - 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000

Park Land Acquisition - - - - - -

Proceeds from Sale of Surplus Park Land 1,000,000

Interest Income - -

Ending Balance $ - Parks Statutory Land Acquisition Reserve 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000


Reserve Fund: 1.280 Regional Parks Land Acquisition Reserve Fund (Bylaw No. 1831)

Budget

1.280 Land Acquisition Reserve 04/11/2016 39

- - - - -

- - - -

1.280 Regional Parks Equipment Replacement Fund Schedule (ERF)2017 - 2021 Financial Plan

Equipment Replacement Fund EstimateFund: 1022 Fund Center: 101423 2016 2017 2018 2019 2020 2021ERF Group: REGPRK.ERFBeginning Balance 940,048 609,402 564,402 691,402 771,202 654,202


Transfer from Operating Budget 55,000 55,000 275,000 275,000 275,000 275,000

Disposal Proceeds 4,468 - - - - -


Ending Balance $ 609,402 564,402 691,402 771,202 654,202 609,202

* Interest should be included in determining the estimated ending balance for the current year. Interest in planning years nets against inflation which isnot included.


ERF Fund: 1.280 Regional Parks ERF (Bylaw No. 945)

Budget Forcasting

1.280 ERF 04/11/2016 40

Service: 1.40X SEAPARC - Sooke and Electoral Area Recreation and Facilities Committee: Sooke Electoral Area Parks & Rec Com

DEFINITION:

Bylaw history for reference purposes:

Bylaw No. 4029 (July 13, 2016; replaces Bylaw No. 152 and Bylaw No. 2598)

Bylaw No. 152 (November 28, 1973); Amended Bylaw No. 195 (1975), Bylaw No. 338 (1977), Bylaw No. 412 (1977), Bylaw No. 1073 (1982), Bylaw No. 1558 (1987) and Bylaw No. 3344 (2006).

Bylaw No. 2598 (June, 1998); Amended by Bylaw No. 3345 (2006).


PARTICIPATION:

The District of Sooke and the Electoral Area of Juan de Fuca are the participating area for this service. Cost appointment is 100% by population.

MAXIMUM LEVY:

The greater of $5,158,000 or $1.60/$1000 on the net taxable value of land and improvements.

COMMISSION:

Sooke and Electoral Area Parks and Recreation CommissionEstablished by bylaw to oversee this function. (Bylaw No. 2788 - April 2000, Amended by Bylaw No. 3242 - 2004 & Bylaw No. 3416 - 2007)

The service provides recreation programs and facilities under the authority of Bylaw No. 4029. This Bylaw No. 4029 was established in order to combine two Sooke and Electoral Area recreation services formerly operating under Bylaw No.152 and No.2598 respectively. Bylaw No.4029 merges the naximum requisitions from the former bylaw No.152 and No.2598 into one.

A service established to provide recreational community programs, to construct, equip, operate and maintain recreation facilities including but not necessarily limited to the ice arena, the swimmig pool, the golf course and mutil-purpose/community use rooms, and to authorize acquisition of recreation-related real property.


Service: 1.40X SEAPARC Committee: Sooke Electoral Area Parks & Rec Com

Converted Actual Max. Actual ResidentialArea Year Folios Assessment Assessment Levy Levy Tax Rate /1000

District of Sooke 2011 5,173 219,496,804 1,994,472,501 1,701,089JDF-Sooke Rec - Y(762) SRVA # 52 2011 2,946 138,458,114 1,161,615,575 662,281Summary 2011 8,119 357,954,918 3,156,088,076 5,049,741 2,363,370






LEVY STATISTICS


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47

SCHEDULE B

1.40X SEAPARC2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B 1,388,000 759,500 330,000 209,500 - 2,687,000 Equipment E 97,200 138,200 58,700 252,700 77,200 624,000 Land L - - - - 400,000 400,000 Engineered Structures S 15,000 - - 35,000 150,000 200,000 Vehicles V - - - 30,000 - 30,000

1,500,200 897,700 388,700 527,200 627,200 3,941,000

SOURCE OF FUNDS

Capital Funds on Hand C - - - - - - Debenture Debt ( New Debt Only) D - - - - 400,000 400,000 Equipment Replacement Fund E 76,200 108,200 27,700 60,700 27,200 300,000 Grants (Federal, Provincial) G 500,000 - - 70,000 - 570,000 Reserve Fund R 924,000 789,500 361,000 396,500 200,000 2,671,000

1,500,200 897,700 388,700 527,200 627,200 3,941,000



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CAPITAL BUDGET FORM Service #: 1.40X2017 & Forecast 2018 to 2021 Service Name: SEAPARC




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total17-01 Renewal Network Server 14,000 E ERF - 14,000 - - - - 14,000 17-02 Renewal Golf Course Pond Pump Install 5,000 E Res - 5,000 - - - - 5,000 17-03 Renewal Golf Course Pond Refurbishment 15,000 S Res - 15,000 - - - - 15,000 17-04 New Construction/ Project Golf Course Irrigaiton Pump Upgrade 6,000 E Res - 6,000 - - - - 6,000 17-05 Replacement Safety Relief Valves 5,000 E ERF - 5,000 - - - - 5,000 17-06 Replacement Mechanical Equipment - Pumps Motors N/A E ERF - 15,000 20,000 25,000 17,000 20,000 97,000 17-07 Replacement Copier/Printer/Scanner/Fax 15,000 E ERF - 15,000 - - - - 15,000 17-08 Replacement Computer Replacement N/A E ERF - 7,200 2,700 2,700 2,700 7,200 22,500 17-09 New Construction/ Project Facility Expansion 1,500,000 B Res - 750,000 750,000 - - - 1,500,000

Facility Expansion B Grant - 500,000 - - - - 500,000 17-10 New Construction/ Project SAP/PM Asset Mgmt. module 20,000 E Res - 10,000 10,000 - - - 20,000 17-11 Replacement Pool Filters 40,000 E ERF - 20,000 20,000 - - - 40,000 17-12 Replacement Pool Roof Replacement 338,000 B Res - 138,000 - 200,000 - - 338,000 18-01 Replacement Pool Lectronator System 12,000 E ERF - - 6,000 - 6,000 12,000 18-02 Replacement Pool Tile Re-Grout 19,000 B Res - - 9,500 - 9,500 - 19,000 18-03 Replacement Oil Separators 7,500 E ERF - - 7,500 - - - 7,500 18-04 Renewal Compressor Drive Motors 12,000 E ERF - - 12,000 - - 12,000 18-05 Renewal Phone System 40,000 E ERF - - 40,000 - - - 40,000 18-06 Renewal Golf Course irrigation upgrade 45,000 E Res - - 20,000 - - 25,000 45,000 18-07 New Construction/ Project Fitness Equipment 75,000 E Res 25,000 25,000 25,000 75,000 19-01 New Construction/ Project Pool Inflatable 6,000 E Res - - - 6,000 - - 6,000 19-02 Renewal Building Renewal 130,000 B Res - - - 130,000 - - 130,000 20-01 Renewal Arena Roof Coating 180,000 B Res - - - - 175,000 - 175,000 20-02 Replacement Pool Vacuum 5,000 E ERF - - - - 5,000 - 5,000 20-03 Renewal VFD 7,000 E Res - - - - 7,000 - 7,000 20-04 Renewal Parking Lot Remediation 25,000 S Res - - - - 25,000 - 25,000 20-05 Replacement Community Recreation Bus 30,000 V ERF - - - - 30,000 - 30,000 20-06 New Construction/ Project Utility Service - Outdoor Facilities 10,000 S Res - - - - 10,000 - 10,000 20-07 New Construction/ Project Outdoor Activity Space Development 140,000 E Res 70,000 70,000

Outdoor Activity Space Development E Grant 70,000 70,000 20-08 Renewal Electrical Distribution 50,000 E Res - - - - 50,000 - 50,000 20-09 Replacement Golf Course Irrigation Upgrading 25,000 B Res - - - - 25,000 - 25,000



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CAPITAL BUDGET FORM Service #: 1.40X2017 & Forecast 2018 to 2021 Service Name: SEAPARC




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total



21-01 Renewal Skate Park Renewal 150,000 S Res - - - - 150,000 150,000 21-02 New Construction/ Project Land Aquistion 400,000 L Debt - - - - 400,000 400,000

Total 3,326,500 - 1,500,200 897,700 388,700 527,200 627,200 3,941,000


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Service: 1.40X SEAPARC

17-01

Network server has been identified under CRD IT's infrastructure renewal plan for replacement. Server installed in

17- 02-04 Golf Course Pond Pump Install, Water Pond Maintenance and Improvement and Irrigation Pump System

17-05 Safety Relief Valves

17-06 Mechanical Equipment - Pumps Motors

17-07 Copier/Printer/Scanner/Fax

17-08 Computer Replacement

Network Server

The golf course operation requires a significant volume of water for irrigation. The current system is in working condition but somewhat anitiquated. The immediate issue surrounds the pump systems and lack of water reserves. Van Isle Water, Wellmaster and 4M Excavating have been consulted and have provided quotes and solutions of upgrading irrigation pump, which is part of the original installation and due for replacement, addition of a pond transfer pump and enlargement/improvements to existing water retention ponds to increase capacity.

Replacement is required every five years per operating permit regulations and as enforced by the BC Safety Authority.

Detail of replacement schedule of mechanical items is still in progress as part of the maintenance management system implementation. Items scheduled for 2017 include main circulation pump for hot tub, lap pool DX pump, boiler loop circulation pump, hot tub heat exchanger.

Existing network multi function printer/copier has been identified for replacment due to the increasing number of serivce calls. The unit has been in service since 2003

CRD IT's infrastructure renewal plan for replacement

K:\Home\BUDGET\BUD2017\Capital plan\COW_NOV\Capital Budget 2017-2021_COW.xlsx 1.40X_SEAPARC CapDes 04/11/2016 51


17-09 Facility Expansion

17-10 SAP/PM Asset Mgmt. module

17-11 Pool Filters

17-12 Pool Roof Replacement

18-01 Pool Lectronator System

18-02 Pool Tile Re-Grout

Sections of the pool deck, lap and leisure pool tanks, and changerooms require remediation. All areas have been in service without

The pool disinfection system requries is critical to the provision of safe water for the pool operation. Replacements for the controllers

Additon of a gym and multipurpose workout space has been identified in the strategic plan as an important and desired enhancement by the residents of Sooke and JDF Electoral Area. Current gym space is limited to the existing multipurpose rooms that are being used to capacity.

Asset inventory and maintenance management has been identified to better manage facilities and equipment. Implementation will ensure accurate tracking of asset maintenance and condition, help prevent facility closures and ensure accurate budget planning.

Pool filters have reached the end of their service life. Physical evidence of leakage and delaminating is starting to be witnessed. Two filters were changed in 2016 and the intent is to replace 2 in 2017 and 2018 to ensure no service interuption to pool service.

A comprehensive report and moisture mapping was completed on the facility roof structures. Sections of the roof were rated on condition and several areas were noted requiring immediate repairs. Quotations for remediation of areas requring attention were received from Tremco formulating the basis for the roof remediation strategy and costing.



18-03 Oil Separators

18-04 Compressor Drive Motors

18-05 Phone System

18-06

18-07

19-01 Pool Inflatable

19-02 Building Renewal

Oil Seperators have been identified by the refrigeration contractor as in need of replacement after 20 years. Installed in 1998

Preventiave mesure to ensure no interuption of service, motor has been in service since 1998.

Phone system was installed in 2000 and while serviceable is lacking in some functionality and increasingly conponenets are being replaced on a one off basis.

Consultation with TORO Canada has provided some options for enhancing the control of the irrigation system. It is expected that upgrading the control system will allow for more efficient use of the limited water resource and result in better turf conditions as well as some savings in staffing.

Golf Course irrigation upgrade

Fitness Equipment

Contingent on the construction of a facility addition, fitness equipement will be required to ensure revenue generation forom the new space. It is intended to spread this investment over three years due to budget contraints and to ensure the most advacned equipement.

Pool inflatables will have been in service for over 7 years replacement will be required due to physical condition.



20-01 Arena Roof Coating

20-02 Pool Vacuum

20-03 VFD

20-04 Parking Lot Remediation

20-05 Community Recreation Bus

20-06 Utility Service - Outdoor Facilities

2007 Chevy Express Van will be due for replacement due to vehicle age.

Current utility service to the outdoor facilites at SEAPARC is limited to water. A need has been identified to provide power to Stan JonesBall Field and the Bile Park

Vacuum is critical to pool maintenance and will have been in service for 7 years which historically has been when previous equipement cost of maintenance has dicated replacement.

VFD for the pool river run will have been in service for over 8 years and given the nature of the pool environment will be required for replacement.

Sections of the parking lot were replacemed in 2015 after 15 years service and it is anticipated that other areas strating to show signs of deteraition will require remediation in 2020.

Exterior finishes will have been in service for at least 19 years with no significant alterations. In order to ensure and building envelope integrity, and asthetic appearance, repair and painting are required.

Report from Chatwin Associates and subsequent roof assesment from Tremco, coating of the arena roof was provided as a solution for the preiodic leaks witnessed during summer rain event sannd heavy rains in the winter.



20-07 Outdoor Activity Space Development

Construction of outdoor activity space

20-08 Electrical Distribution

20-09 Golf Course Irrigation Upgrading

21-01 Skate Park Renewal

21-02 Land Aquistion

Strategic planning session has identified public support for continued investment in land for recreational purposes.

Electrical distribution for the arena facility has been in place since 1975. The electical service mast has been identified as an item requiring attention within the next 5 years.

Consultation with TORO Canada has provided some options for enhancing the control of the irrigation system. It is expected that upgrading the control system will allow for more efficient use of the limited water resource and result in better turf conditions as well as some savings in staffing.

Skate Park Facility will require significant remediation by 2021 in order to be serviceable. Yearly maintenance is performed but it is anticipated concrete deteriation will be such that significant repairs and sectional replacemnt will be required.


1.40X SeaParc Recreation CombinedAsset and Reserve Summary Schedule2017 - 2021 Financial Plan

SeaParc Recreation (1.401 &1.403 Combined)

Note A: Insured Value TableDescription $ Amount*Sooke Arena & Pool Building* (combined 141.00) 17,970,097

Skate Park 1,068,000

Ball Field and Apparatus/Bike Jump Park 387,000

Total 19,425,097$ * Annual insurance renewal - replacement values as assessed in 2015.


Capital Reserve 1,048,811 489,811 70,311 84,311 67,811 252,811 Equipment Replacement Fund 25,796 39,596 21,396 84,696 115,996 181,796

Total projected year end balance 1,074,607 529,407 91,707 169,007 183,807 434,607

Summary

Budget

Asset Profile

Assets held by the Sooke Parks and Recreation service consist of a pool, an arena, ball field, tennis courts, skate park and various vehicles and equipment to support service delivery. The total historical value as of Dec 31, 2015 for all assets was $10M with an estimated replacement value of $19.4M for the pool and arena, skate and bike park and ball field (Note A).

1.40X Combined Summary 04/11/2016 56

1.40X SeaParc Recreation CombinedCapital Reserve Fund Schedule2017 - 2021 Financial Plan

Capital Reserve Fund Estimate2016 2017 2018 2019 2020 2021

Beginning Balance 1,329,042 1,048,811 489,811 70,311 84,311 67,811

Planned Capital Expenditure (Based on Capital Plan) (683,500) (924,000) (789,500) (361,000) (396,500) (200,000)



Ending Balance $ 1,048,811 489,811 70,311 84,311 67,811 252,811



Reserve Fund: 1.40X SeaParc Recreation and Pool Combined Capital Reserve Fund

Budget Forcasting

1.40XCombined Capital Res Fund 04/11/2016 57

1.40X SeaParc Recreation CombinedEquipment Replacement Fund Schedule (ERF)2017 - 2021 Financial Plan


Beginning Balance (916) 25,796 39,596 21,396 84,696 115,996



Equipment Disposal 3,886

Interest Income* 666 - - - - -

Ending Balance $ 25,796 39,596 21,396 84,696 115,996 181,796

* Interest should be included in determining the estimated ending balance for the current year. Interest in planning years nets against inflation whichis not included.


ERF Fund: 1.40X Combined SeaParc Recreation and Pool ERF

Budget Forcasting

1.40X Combined ERF 04/11/2016 58

Service: 1.44x Panorama Recreation Committee: Panorama Recreation

DEFINITION:

To operate an ice arena, swimming pool and recreation and community use service for the Municipalities of Sidney, North Saanichand Central Saanich combined as Saanich Peninsula Recreation Service (Bylaw No. 3008 - October 9, 2002).


This is a service for the provision of community recreation opportunities for Central Saanich, North Saanich, and Sidney through theoperation, maintenance, and programming of: Panorama Recreation Centre (2 hockey arenas, 2 pools, 6 tennis courts, 2 squash courts,fitness rooms, weight room, multi-purpose rooms), Greenglade Community Centre in Sidney, Central Saanich Community and Cultural

Centre and North Saanich Middle School.

PARTICIPATION:

50% by population and 50% on hospital assessments. North Saanich and Sidney. Central Saanich added as a participant in 1996, Bylaw No. 2363.

MAXIMUM LEVY:

The greater of $11,220,000 or $1.134 / $1,000 on net taxable value of land and improvements.


Bylaw No. 3388 - $8,998,000 (for construction of Second Pool, $8,998,000 issued).

COMMISSION:

Peninsula Recreation CommissionEstablished by Bylaw # 2397 (May 1996), amended by Bylaw # 2480 (1997), Bylaw # 2759 (2000) and Bylaw # 3142 (2004).Originally established in 1976 (Bylaw # 314).

FUNDING:


Service: 1.44x Panorama Recreation Committee: Panorama Recreation

Participants Converted Assessment Census Population % Actual Assessment

2012 2011 CensusCentral Saanich 438,346,780 15,936 39.17% 3,633,264,997North Saanich 412,363,664 11,089 31.74% 3,752,873,810Sidney 345,874,164 11,178 29.08% 2,826,348,550

TOTAL 2012 1,196,584,608 38,203 100.00% 10,212,487,357


TOTAL 2013 1,169,390,067 38,203 100.00% 9,892,921,229


TOTAL 2014 1,150,780,841 38,203 100.00% 9,672,780,878

2015 2011 CensusCentral Saanich 434,122,467 15,936 39.57% 3,553,829,858North Saanich 386,157,473 11,089 31.15% 3,471,460,388Sidney 339,938,684 11,178 29.28% 2,736,175,662TOTAL 2015 1,160,218,624 38,203 100.00% 9,761,465,908


TOTAL 2016 1,222,423,540 38,203 100.00% 10,343,121,186


FUTURE PROJECTIONS

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021PANORAMA RECREATION BOARD ESTIMATED CORE ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL

BUDGET ACTUAL BUDGETOPERATING COSTS:Salaries and Wages 4,273,600 4,372,060 4,409,280 - - 4,409,280 4,526,882 4,618,756 4,711,608 4,805,599 Utilities 601,380 585,180 617,290 - - 617,290 634,607 650,735 667,286 681,249 Recreation Programs and Special Events 474,260 467,520 418,710 - - 418,710 440,276 447,539 455,595 461,997 Operating Supplies & Promotion 397,440 373,850 409,700 - - 409,700 425,367 432,990 441,064 445,234 Maintenance and Repairs 390,730 365,890 382,280 - - 382,280 390,135 398,105 406,187 409,311 Internal Allocations 217,055 217,050 223,500 - - 223,500 227,971 232,533 237,186 241,903 Licences/Surveys/Legal/Meeting 145,675 143,100 148,280 - - 148,280 149,642 153,032 156,501 158,293 Advertising/Printing/Brouchures/Signs 124,170 122,700 117,870 - - 117,870 119,114 120,354 121,597 121,724 Telephone/IT & Network Systems 127,320 125,950 134,040 - - 134,040 136,764 139,535 142,315 144,795 Vehicles and Travel 69,730 69,430 69,700 - - 69,700 71,870 73,082 74,328 75,039 Insurance 41,340 41,340 40,020 - - 40,020 40,810 41,620 42,440 43,280 Contingency 50,000 - 50,000 - - 50,000 50,000 50,000 50,000 50,000

TOTAL OPERATING COSTS 6,912,700 6,884,070 7,020,670 - - 7,020,670 7,213,438 7,358,281 7,506,107 7,638,424

*Percentage increase over prior year operating costs 1.56% 1.56% 2.75% 2.0% 2.0% 1.8%

CAPITAL / RESERVETransfer to Reserve Fund 641,202 682,820 384,110 - - 384,110 389,212 359,572 371,158 370,799 Transfer to Equipment Replacement Fund 150,000 150,000 250,000 - - 250,000 300,000 325,000 325,000 325,000 Capital & Equipment Purchases - - - - - - - - - - TOTAL CAPITAL / RESERVES 791,202 832,820 634,110 - - 634,110 689,212 684,572 696,158 695,799 *Percentage increase over prior year Capital / Reserve -19.85% -19.85%

DEBT CHARGES 884,410 884,410 926,610 - - 926,610 977,900 977,900 977,900 977,900

TOTAL COSTS 8,588,312 8,601,300 8,581,390 - - 8,581,390 8,880,550 9,020,753 9,180,165 9,312,123 -0.08%

Internal RecoveriesFUNDING SOURCES (REVENUE)

Estimated balance C/F from current to Next year - Balance C/F from Prior to Current year - - - - - Fee Income (2,892,560) (2,923,830) (2,904,850) - - (2,904,850) (2,974,528) (3,004,834) (3,055,142) (3,079,172) Rental Income (894,700) (862,310) (784,460) - - (784,460) (919,647) (934,546) (946,757) (956,072) Sponsorships (85,250) (86,650) (85,710) - - (85,710) (86,421) (87,194) (87,977) (88,558) Payments - In Lieu of Taxes (187,492) (187,490) (187,490) - - (187,490) (188,697) (188,697) (188,697) (188,697) Grants - Other - (12,710) - - - - - - -

TOTAL REVENUE (4,060,002) (4,072,990) (3,962,510) - - (3,962,510) (4,169,293) (4,215,271) (4,278,573) (4,312,499) -2.40%

REQUISITION (4,528,310) (4,528,310) (4,618,880) - - (4,618,880) (4,711,257) (4,805,482) (4,901,592) (4,999,624)

*Percentage increase over prior year requisition 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%

AUTHORIZED POSITIONS:Salaried 31.35 31.35 31.35 0.00 0.00 31.35 31.35 31.35 31.35 31.35Converted Auxillaries 0.50 0.50 0.50 0.00 0.00 0.50 0.50 0.50 0.50 0.50

Total Core/Core change is 90,570.00$ Salary and Wages 135,680.00$ 3.17%

Debt 42,200.00$ 4.77%rental income 110,240.00$ -12.32% lower due to arena ice floor replacement 4583873 4623270 4703129 4799239

contract for services (60,410.00)$ -64.92% Preschool going to facility contract from programTransfer to reserves (157,092.00)$ -19.85% lower due to arena revenue down with ice floor replacement (127,384) (182,212) (198,463) (200,385)

Other 19,952.00$

BUDGET REQUEST

61

FUTURE PROJECTIONS

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021PANORAMA RECREATION BOARD ESTIMATED CORE ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL

BUDGET ACTUAL BUDGET

OPERATING COSTSArena 1,530,600 1,524,500 1,511,500 - - 1,511,500 1,585,876 1,618,110 1,652,600 1,683,439 Pool 2,102,220 2,120,070 2,163,530 - - 2,163,530 2,215,523 2,261,534 2,309,610 2,352,740 Recreation - Community Recreation 2,776,840 2,800,350 2,844,830 - - 2,844,830 2,901,561 2,961,118 3,022,605 3,076,383 Administration 453,040 439,150 450,810 - - 450,810 460,478 467,519 471,292 475,862 Contingency 50,000 - 50,000 - - 50,000 50,000 50,000 50,000 50,000

6,912,700 6,884,070 7,020,670 - - 7,020,670 7,213,438 7,358,281 7,506,107 7,638,424 *Percentage increase over prior year 1.56% 1.56%

CAPITAL / RESERVEArena 380,152 421,770 284,410 - - 284,410 283,212 262,572 274,158 273,799 Pool 365,050 365,050 269,700 - - 269,700 306,000 314,000 314,000 314,000 Community Recreation 46,000 46,000 80,000 - - 80,000 100,000 108,000 108,000 108,000

791,202 832,820 634,110 - - 634,110 689,212 684,572 696,158 695,799 DEBT CHARGESArena - - 42,480 - - 42,480 93,770 93,770 93,770 93,770 Pool 884,410 884,410 884,130 - - 884,130 884,130 884,130 884,130 884,130

884,410 884,410 926,610 - 926,610 977,900 977,900 977,900 977,900

TOTAL OPERATING, CAPITAL AND DEBT COSTS 8,588,312 8,601,300 8,581,390 - - 8,581,390 8,880,550 9,020,753 9,180,165 9,312,123

-0.08%FUNDING SOURCES (REVENUE)Arena (797,680) (806,190) (649,280) - - (649,280) (808,861) (816,994) (824,434) (832,672) Pool (944,460) (957,570) (982,490) - - (982,490) (992,225) (1,000,156) (1,030,276) (1,036,471) Community Recreation (1,682,330) (1,669,880) (1,692,440) - - (1,692,440) (1,719,032) (1,741,905) (1,763,874) (1,778,797) Administration (448,040) (439,150) (450,810) - - (450,810) (460,478) (467,519) (471,292) (475,862)

TOTAL REVENUE (3,872,510) (3,872,790) (3,775,020) - (3,775,020) (3,980,596) (4,026,574) (4,089,876) (4,123,802) Estimated balance C/F current to Next year - - - - - - - - - - Balance C/F from Prior to Current year - - - - - - - - - - Grants in lieu of Taxes (187,492) (187,490) (187,490) - - (187,490) (188,697) (188,697) (188,697) (188,697) Grants - Other - (12,710) - - - -

REQUISITION (4,528,310) (4,528,310) (4,618,880) - - (4,618,880) (4,711,257) (4,805,482) (4,901,592) (4,999,624) *Percentage increase 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%

AUTHORIZED POSITIONS: Salaried 31.35 31.35 31.35 0.00 0.00 31.35 31.35 31.35 31.35 31.35Converted Auxillaries 0.50 0.50 0.50 0.00 0.00 0.50 0.50 0.50 0.50 0.50

User Funding % 45.09% 43.99% 43.99% 44.82% 44.64%User Funding excluding debt% 50.27% 49.32% 49.32% 50.37% 50.06%

PARTICIPANTS: Municipalities of North Saanich, Central Saanich and Sidney

BUDGET REQUEST

62

2017Continuous Supplementary Items: $0 One-Time Single Supplementary Items: $0

SUPPLEMENTARY TOTAL


SUPPLEMENTARY TOTAL


SUPPLEMENTARY TOTAL

2020

Continuous Supplementary Items: $0 One-Time Single Supplementary Items: $0

SUPPLEMENTARY TOTAL $0

$0

1.44X Panorama

$0

$0

63

FUTURE PROJECTIONS

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021PANORAMA RECREATION - ICE ARENA BOARD ESTIMATED CORE ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL


OPERATING COSTSSalaries and Wages 192,520 187,810 167,270 - - 167,270 198,856 202,256 205,742 209,857 Internal Allocations - Administration 177,810 184,490 189,940 - - 189,940 192,860 197,430 203,240 207,800 Internal Allocations - Maintenance 730,910 727,560 745,610 - - 745,610 761,960 778,190 794,770 809,790 Internal Allocations - Program Administration 295,960 290,330 288,890 - - 288,890 295,150 301,060 307,050 312,790 Operating - Supplies 39,330 39,330 33,830 - - 33,830 40,008 40,698 41,400 41,815 Maintenance 44,500 44,500 45,390 - - 45,390 46,297 47,223 48,168 48,650 Instructional Services and Travel 49,570 50,480 40,570 - - 40,570 50,745 51,253 52,230 52,737 TOTAL OPERATING COSTS 1,530,600 1,524,500 1,511,500 - - 1,511,500 1,585,876 1,618,110 1,652,600 1,683,439

*Percentage Increase -0.4% -1.25% -1.25% 4.9% 2.0% 2.1% 1.9%

CAPITAL / RESERVECapital & Equipment Purchases - - - - - - - - - - Transfer to Equipment Replacement Fund 57,000 57,000 90,000 - - 90,000 100,000 109,000 109,000 109,000 Transfer to Reserve Fund 323,152 364,770 194,410 - - 194,410 183,212 153,572 165,158 164,799


DEBT CHARGES - - 42,480 - - 42,480 93,770 93,770 93,770 93,770

TOTAL COSTS 1,910,752 1,946,270 1,838,390 - - 1,838,390 1,962,858 1,974,452 2,020,528 2,051,008

FUNDING SOURCES (REVENUE)Revenue - Fees (797,680) (806,190) (649,280) - - (649,280) (808,861) (816,994) (824,434) (832,672)

TOTAL REVENUE (797,680) (806,190) (649,280) - - (649,280) (808,861) (816,994) (824,434) (832,672)

REQUISITION (1,113,072) (1,140,080) (1,189,110) - - (1,189,110) (1,153,997) (1,157,458) (1,196,094) (1,218,336)

*Percentage Increase 2.4% 6.83% 6.83% -3.0% 0.3% 3.3% 1.9%


AUTHORIZED POSITIONS: Salaried 1.80 1.80 1.50 0.00 1.50 1.50 1.50 1.50 1.50

User Funding % 41.75% 35.32% 35.32% 41.21% 41.38%

User Funding excluding debt% 41.75% 36.15% 36.15% 43.28% 43.44%

BUDGET REQUEST

64

FUTURE PROJECTIONS

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021PANORAMA RECREATION - SWIMMING POOL BOARD ESTIMATED CORE ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL


OPERATING COSTSSalaries and Wages 686,130 720,420 731,870 - - 731,870 746,507 761,437 776,666 792,200 Internal Allocations - Administration 177,810 184,490 189,940 - - 189,940 192,860 197,430 203,240 207,800 Internal Allocations - Maintenance 730,910 727,560 745,610 - - 745,610 761,960 778,190 794,770 809,790 Internal Allocations - Program Administration 295,960 290,330 288,890 - - 288,890 295,150 301,060 307,050 312,790 Maintenance 55,320 55,320 56,420 - - 56,420 57,554 58,706 59,880 60,479 Operating - Supplies 111,780 107,280 114,000 - - 114,000 115,401 117,705 120,063 121,263 Instructional Services 44,310 34,670 36,800 - - 36,800 46,091 47,006 47,941 48,418


*Percentage Increase 0.8% 2.92% 2.92% 2.4% 2.1% 2.1% 1.9%

CAPITAL / RESERVECapital & Equipment Purchases - - - - - - - - - - Transfer to Equipment Replacement Fund 47,000 47,000 80,000 - - 80,000 100,000 108,000 108,000 108,000 Transfer to Reserve Fund 318,050 318,050 189,700 - - 189,700 206,000 206,000 206,000 206,000


DEBT CHARGES 884,410 884,410 884,130 - - 884,130 884,130 884,130 884,130 884,130

TOTAL COSTS 3,351,680 3,369,530 3,317,360 - - 3,317,360 3,405,653 3,459,664 3,507,740 3,550,870

FUNDING SOURCES (REVENUE)Revenue - Fees (944,460) (957,570) (982,490) - - (982,490) (992,225) (1,000,156) (1,030,276) (1,036,471)

TOTAL REVENUE (944,460) (957,570) (982,490) - - (982,490) (992,225) (1,000,156) (1,030,276) (1,036,471)

REQUISITION (2,407,220) (2,411,960) (2,334,870) - - (2,334,870) (2,413,428) (2,459,508) (2,477,464) (2,514,399)

*Percentage Increase 0.2% -3.01% -3.01% 3.4% 1.9% 0.7% 1.5%


AUTHORIZED POSITIONS: Salaried 2.00 2.00 2.00 0.00 2.00 2.00 2.00 2.00 2.00

User Funding % 28.18% 29.62% 29.62% 29.13% 28.91%User Funding excluding debt% 38.28% 40.38% 40.38% 39.35% 38.83%

BUDGET REQUEST

65

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021PANORAMA RECREATION - COMMUNITY BOARD ESTIMATED CORE ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL COMMUNITY RECREATION BUDGET ACTUAL BUDGET

COMMUNITY RECREATION COSTSSalaries and Wages 939,750 978,080 1,039,220 - - 1,039,220 1,059,074 1,081,429 1,103,373 1,124,501 Internal Allocations - Administration 177,800 184,490 189,950 - - 189,950 192,849 197,441 203,249 207,804 Internal Allocations - Maintenance 730,920 727,560 745,620 - - 745,620 761,963 778,189 794,775 809,790 Internal Allocations - Program Administration 295,970 290,340 288,900 - - 288,900 295,158 301,063 307,048 312,783 Instructional Service 416,330 409,750 360,260 - - 360,260 366,753 372,485 378,551 383,619 Operating - Supplies 125,070 119,130 127,880 - - 127,880 130,764 133,511 136,609 138,886 Leasehold Improvements 91,000 91,000 93,000 - - 93,000 95,000 97,000 99,000 99,000

TOTAL COMMUNITY RECREATION COSTS 2,776,840 2,800,350 2,844,830 - - 2,844,830 2,901,561 2,961,118 3,022,605 3,076,383

*Percentage Increase 0.8% 2.45% 2.45% 2.0% 2.1% 2.1% 1.8%

CAPITAL / RESERVECapital & Equipment Purchases - - - - - - - - - - Transfer to Equipment Replacement Fund 46,000 46,000 80,000 - - 80,000 100,000 108,000 108,000 108,000 Transfer to Reserve Fund -


TOTAL COSTS 2,822,840 2,846,350 2,924,830 - - 2,924,830 3,001,561 3,069,118 3,130,605 3,184,383

FUNDING SOURCES (REVENUE)Revenue - Community Recreation (1,682,330) (1,669,880) (1,692,440) - - (1,692,440) (1,719,032) (1,741,905) (1,763,874) (1,778,797) Grants in Lieu - (12,710) - -

TOTAL REVENUE (1,682,330) (1,682,590) (1,692,440) - - (1,692,440) (1,719,032) (1,741,905) (1,763,874) (1,778,797)

REQUISITION (1,140,510) (1,163,760) (1,232,390) - - (1,232,390) (1,282,529) (1,327,213) (1,366,731) (1,405,586)

*Percentage Increase 2.0% 8.06% 8.06% 4.1% 3.5% 3.0% 2.8%PARTICIPANTS: Municipalities of North Saanich,

Central Saanich and Sidney

AUTHORIZED POSITIONS: Salaried 5.00 5.00 6.00 0.00 0.00 6.00 6.00 6.00 6.00 6.00

User Funding % 59.60% 57.86% 57.86% 57.27% 56.76%


66

FUTURE PROJECTIONS

2016 2016 2017 2017 2017 2017 2018 2019 2020 2021PANORAMA RECREATION - ADMINISTRATION BOARD ESTIMATED CORE ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL


ADMINISTRATION COSTSSalaries and Wages 351,190 371,190 363,820 - - 363,820 371,097 378,518 386,089 393,811 Other Internal Allocations 211,740 211,740 218,080 - - 218,080 222,450 226,900 231,440 236,070 Operating - Other 83,065 79,500 74,720 - - 74,720 76,219 77,747 79,299 80,094 Telephone Rent & Installation 37,620 37,620 38,370 - - 38,370 39,140 39,923 40,721 41,128 Operating - Supplies 47,270 42,000 68,220 - - 68,220 69,179 70,163 71,167 71,678 Contract for Services & fees for service 125,000 125,000 127,260 - - 127,260 128,208 131,166 134,200 135,746 Insurance 41,340 41,340 40,020 - - 40,020 40,810 41,620 42,440 43,280 Allocation - System Services 76,235 76,230 81,990 - - 81,990 83,621 85,293 87,006 88,713 Transfer to Reserve Account 8,000 8,000 8,160 - - 8,160 8,323 8,490 8,659 8,746 TOTAL ADMINISTRATION COSTS 981,460 992,620 1,020,640 - - 1,020,640 1,039,047 1,059,820 1,081,021 1,099,266

MAINTENANCE COSTSSalaries and Wages 1,370,520 1,406,570 1,405,440 - - 1,405,440 1,433,549 1,462,220 1,491,464 1,521,293 Maintenance 105,500 87,000 101,540 - - 101,540 103,560 105,632 107,745 108,822 Operating - Other 67,860 53,450 61,310 - - 61,310 62,547 63,797 65,071 65,724 Utility 557,860 541,660 572,050 - - 572,050 587,807 602,542 617,659 630,158 Operating - Supplies 80,500 78,500 81,000 - - 81,000 82,620 84,272 85,958 86,817 Travel and Vehicles 15,500 15,500 15,500 - - 15,500 15,800 16,106 16,418 16,556 Major Repair or Upgrade - - - - - - - - - - TOTAL MAINTENANCE COSTS 2,197,740 2,182,680 2,236,840 - - 2,236,840 2,285,883 2,334,569 2,384,315 2,429,370

PROGRAM ADMINISTRATION COSTSSalaries and Wages 733,490 707,990 701,660 - - 701,660 717,799 732,896 748,274 763,937 Operating - Other 126,400 135,760 140,580 - - 140,580 142,750 144,900 147,000 148,266 Operating - Supplies 25,000 24,250 21,380 - - 21,380 21,788 22,203 22,627 22,880 Staff Training 3,000 3,000 3,060 - - 3,060 3,121 3,184 3,247 3,280 TOTAL PROGRAM COSTS 887,890 871,000 866,680 - - 866,680 885,458 903,183 921,148 938,363

TOTAL COSTS 4,067,090 4,046,300 4,124,160 - - 4,124,160 4,210,388 4,297,572 4,386,484 4,466,999

RECOVERED FROM ARENA, POOL, PARKS, RECREATION AND MULTI-PURPOSE ROOMInternal Recovery - Administration (533,420) (553,470) (569,830) - - (569,830) (578,569) (592,301) (609,729) (623,404) Internal Recovery - Maintenance (2,192,740) (2,182,680) (2,236,840) - - (2,236,840) (2,285,883) (2,334,569) (2,384,315) (2,429,370) Internal Recovery - Programs Administration (887,890) (871,000) (866,680) - - (866,680) (885,458) (903,183) (921,148) (938,363)

OPERATING COSTS LESS INTERNAL RECOVERIES 453,040 439,150 450,810 - - 450,810 460,478 467,519 471,292 475,862

FUNDING SOURCES (REVENUE)Other Income (448,040) (439,150) (450,810) - - (450,810) (460,478) (467,519) (471,292) (475,862)

REQUISITION (5,000) - - - - - - - - - *Percentage Increase


AUTHORIZED POSITIONS: Salaried 22.55 22.55 21.85 0.00 0.00 21.85 21.85 21.85 21.85 21.85Converted 0.50 0.50 0.50 0.00 0.00 0.50 0.50 0.50 0.50 0.50

BUDGET REQUEST

67

SCHEDULE B

1.44X Peninsula Recreation2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B 2,495,600 213,000 406,600 186,200 491,000 3,792,400 Equipment E 349,050 433,340 256,550 226,780 319,950 1,585,670 Vehicles V - 15,000 195,000 141,000 77,000 428,000

2,844,650 661,340 858,150 553,980 887,950 5,806,070

SOURCE OF FUNDS

Capital Funds on Hand C 79,000 - - - - 79,000 Debenture Debt ( New Debt Only) D 1,080,000 - - - - 1,080,000 Equipment Replacement Fund E 281,550 298,340 351,550 322,780 336,450 1,590,670 Grants (Federal, Provincial) G 465,000 - - - 30,000 495,000 Donations / Third Party Funding O - - 45,000 45,000 - 90,000 Reserve Fund R 939,100 363,000 461,600 186,200 521,500 2,471,400

2,844,650 661,340 858,150 553,980 887,950 5,806,070



68

CAPITAL BUDGET FORM Service #: 1.44X2017 & Forecast 2018 to 2021 Service Name: Peninsula Recreation




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total16-01 Replacement Skate Shop Transformer 15,000 E Cap 15,000 15,000 15,000 16-02 Replacement Arena B Boiler 210,600 B Cap 29,000 29,000 29,000

B Res 160,600 160,600 16-03 Renewal Fire Alarm Panels 120,000 B Cap 35,000 35,000 35,000

B Res 85,000 85,000 17-01 Renewal Arena 'B' Floor and Dasher Boards 1,580,000 B Grant - 465,000 - - - - 465,000

B Debt - 1,080,000 - - - - 1,080,000 17-02 New Construction/ Project Arena A&B insulation - Ceiling/Walls 110,000 B Res - 110,000 - - - - 110,000 17-03 Replacement Gas Fired Heaters Arena A 18,000 B Res - 18,000 - - - - 18,000 17-04 Replacement Wheel Chair Viewing Area B-Side 5,000 B Res - 5,000 - - - - 5,000 17-05 Renewal Weight room HVAC Unit (feeds pool changerooms) 50,000 B Res - 50,000 - - - - 50,000 17-06 Renewal Dessicant dehumidifier/socks for Ice Plant 350,000 B Res - 350,000 - - - - 350,000 17-07 Replacement Impellers - Pool 30,000 E Res - 30,000 - - - - 30,000 17-08 Replacement Diving Board Stands - Pool 13,500 E Res - 13,500 - - - - 13,500 17-09 Replacement Zeolite Filter & laterals - Lap Pool 9,000 E Res - 9,000 - - - - 9,000 17-10 Renewal Arena Concourse (Lobby) Roof 85,000 B Res - 85,000 - - - - 85,000 17-11 New Construction/ Project Study Superstructure Arenas A,B and concourse 15,000 B Res - 15,000 - - - - 15,000 17-12 New Construction/ Project Study Foundation Drainage - Arena 5,000 B Res - 5,000 - - - - 5,000 17-13 New Construction/ Project Study Arena Concourse exterior wall system 3,000 B Res - 3,000 - - - - 3,000 17-14 Replacement Equipment Replacement N/A E ERF - 281,550 283,340 241,550 226,780 259,450 1,292,670 18-01 Replacement Vehicle Replacement N/A V ERF - - 15,000 110,000 96,000 77,000 298,000

V Other - - 45,000 45,000 - 90,000 18-02 New Construction/ Project Plant Maintenance SAP Program 150,000 E Res - - 150,000 - - - 150,000 18-03 Renewal DDC Replacement (direct digital controls) 112,000 B Res - - 112,000 - - - 112,000 18-04 Renewal Re-paint exterior 80,000 B Res - - 80,000 - - - 80,000 18-05 Renewal Arena A & B exterior Wall Sheet metal 16,000 B Res - - 16,000 - - - 16,000 18-06 Renewal Janitorial Room Upgrades. 5,000 B Res - - 5,000 - - - 5,000 19-01 Renewal Main Switchgear - secondary elect room 192,000 B Res - - - 192,000 - - 192,000 19-02 Renewal Electrical Main Transformer 80,000 B Res - - - 80,000 - - 80,000 19-03 Renewal Slide railings 60,000 B Res - - - 60,000 - - 60,000 19-04 New Construction/ Project Boom Lift 40,000 V Res - - - 40,000 - - 40,000 19-05 Renewal Resurface/line painting (outdoor) Tennis courts 33,600 B Res - - - 33,600 - - 33,600 19-06 Replacement Arena A & B interior doors from Concourse 28,000 B Res - - - 28,000 - - 28,000 19-07 Replacement Lectronator cells&boards- Lap Pool 15,000 E Res - - - 15,000 - - 15,000 19-08 Replacement Weight room ( stretching area) HVAC 9,000 B Res - - - 9,000 - - 9,000 19-09 Replacement Window replacement - Arena & concourse 4,000 B Res - - - 4,000 - - 4,000 20-01 Renewal Floor/tile Replacement link building 99,200 B Res - - - - 99,200 - 99,200 20-02 Renewal Arena Concourse exterior wall cladding 37,000 B Res - - - - 37,000 - 37,000 20-03 Replacement Bleacher seat replacement Arena A 30,000 B Res - - - - 30,000 - 30,000 20-04 Replacement Squash Court Floors 20,000 B Res - - - - 20,000 - 20,000 21-01 Renewal Roof - Arena B 363,000 B Res - - - - - 363,000 363,000



69

CAPITAL BUDGET FORM Service #: 1.44X2017 & Forecast 2018 to 2021 Service Name: Peninsula Recreation




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total



21-02 New Construction/ Project LED Lighting replacement - Tennis 128,000 B Res - - - - - 98,000 98,000 B Grant - - - - - 30,000 30,000

21-03 Replacement Lectronator cells&boards-leisure/hot tub 30,500 E Res - - - - - 30,500 30,500 21-04 Replacement Lap pool filters x 2 30,000 E Res - - - - - 30,000 30,000

Total 4,181,400 79,000 2,844,650 661,340 858,150 553,980 887,950 5,806,070


70

Service: 1.44X Peninsula Recreation

16-02 Arena B Boiler

16-03 Fire Alarm Panels

17-01 Arena B floor and dasher board replacement

Scheduled replacement of Arena B boiler which supplies hot water to Arena B dressing room showers, pool showers and for ice cleaner was in 2016 but budget was insufficient. August 2016, Williams Engineering was retained as consultant to provide cost estimates for new, more efficient boiler with installation, mechanical, design, permits & contingency. Estimated budget is $189,600. Existing boiler failed Sept 27/16 and was replaced with temporary boiler for one year at cost of $21,000.

With the new ice plant replacement project complete and change to an amnonia system upgrading the fire panels is necessary. Replacement of current panels not an option as they no longer meet building codes. Original budget insufficient with scope change to meet current codes. Consultant retained April 2016, estimated budget cost includes equipment, installation and site improvement, consultant and project management costs and contingency.

Arena B floor has exceeded its end of life capacity. Arena floor rehabilitation will include the demolition and removal of the existing concrete slab; materials beneath the slab will also be removed. New drain rock and fill materials will be compacted over which the new arena sub-floor, heating loop, insulation, main floor cooling pipes and concrete slabs will be installed. The new floor will be expanded through the removal of the existing concrete walkway in the spectator area which is below the arena’s existing floor level. It will also enable alignment of the emergency exits with the new arena gates, allowing for larger special events to take place;• Dasher boards and glass replacement will involve demolition and removal of the old dasher boards and glass, construction of board frames, and installation of new dasher boards and glass in compliance with current industry safety standards. These repairs will extend the life of the refrigerated slab for an additional 25-30 years. A Canada 150 infrastructure grant has been obtained for $500,000 and the total project is estimated at $1.58 million dollars. Presently preparing the procurement process for engineering services for the project. Budget includes contingency, hazmat and engineering support.

71


17-02 Arena A&B insulation - Ceiling/Walls

17-03 Gas Fired Heaters Arena A

17-05 Weight room HVAC Unit (feeds pool changerooms)

17-06 Dessicant dehumidifier/socks for Ice Plant

17-10 Arena Concourse (Lobby) Roof

Replace existing air handler unit installed in 2003 as it has received its end of life. This unit supplies tempered air to all pool change rooms. Quote from Island Temperature Controls has been received for replacement of existing unit. Budget includes contingency, hazmat and engineering support.

Unit presently serves two arenas for dehumidification. New system to be designed for independent operations and control allowing for adjustment of each arena. JS Refrigeration has submitted their report and estimated costs with the recommendation that we proceed with the purchase of a A30 Munters unit. Unit comes from the US so currency exchange has been considered in the budget. Budget includes contingency, hazmat, placement of unit at ground level and engineering support.

Roof was originally installed in 1997. Recoat roofing membrane with Tremco engineered solution to extend service life of existing roof. Quote obtained from Tremco. Budget includes contingency, hazmat and engineering support.

Arena A and B ceiling insulation has been punctured many times due to puck penetrations of vapor barrier. Prolonged exposure will create an imbalance of atmospheric temperatures from outside and within the facility, resulting in moisture buildup between vapor barrier and roof deck areas. Loss of insulating factor to keep arenas cool will also result in extra energy used to keep refrigeration loads cool. Costing of project is based on quotation from Aral Construction. The repair work would need to be completed during an ice out season. The replacement of the arena B slab is an ideal time to perform this project. Budget includes contingency, hazmat and FM support.

Replacement of Arena A gas fired heaters to new style radiant tube heater. Current heaters life cycle complete at end of 2016 season. New venting, installation, permits and contingency in budget. Quote received Oct 5/16 from MacIntyre Heating Ltd.

72


17-14 Equipment Replacement (by division) for 2017:Admin/Office Total $54,800Arena Total $49,000Community Recreation Total $21,850Fitness Equipment Total $133,150Grounds/Maintenance Total $4,250Pool Total $18,500

18-01 Vehicle Replacement2018 Utility trailer $15,0002019 Olympia ice resurfacer (A) $120,000 (trade-in est. $45,000)2019 F250 Ford 4x4 Pickup $35,0002020 Olympia ice resurfacer (B) $120,000 (trade-in est. $45,000)2020 Chevrolet Passenger car $21,0002021 Club Car utility vehicle $12,000

18-02 Plant Maintenance SAP Program

18-03 DDC Replacement (direct digital controls)

Installation of new software controls, additional wiring and upgrading of present DDC controllers and hardware. The present DDC system were installed in 1977. The software and hardware is nearing the end of its life cycle and requires upgrades to the software and controllers in order to fully automate the facilities. Integration will tie into the new Perfect Mind software which will ensure the two systems communicate, offering seamless bookings, control the HVAC, lighting and automated building controls. Houle Electric has provided a quote for this work. This will extend the automation controls for an additional 15 years. Budget includes contingency, hazmat, other unknown costs.

SAP Plant Maintenance (PM) project focused on maintaining the already purchased, built and/or installed assets. Support departments’ enhanced asset management activities to manage lifecycles and to plan and schedule maintenance activities as well as monitor job costs.

73


18-04 Re-paint exterior

19-01 Main Switchgear - secondary electrical room

19-02 Electrical Main Transformer

19-03 Slide railings

19-04 Boom Lift

19-05 Resurface/line painting (outdoor) Tennis courtsThe indoor/outdoor tennis courts are repaired and repainted every 5 years. A quote has been obtained from Tomko Sports. Budget includes contingency, hazmat inspection and support.

The present internal transformer and distribution panels, installed in 1977, are nearing the end of their useful life cycle and will need to be replaced. The project is estimated by Applied Engineering Solutions (AES) to cost $120,000. AES is suggesting this project should be done in conjunction with the repair of facility complex main transformer (19-02). Budget includes contingency, hazmat and engineering support.

The main facility transformer has been in service since early 2000 as per the inspection report submitted by Applied Engineering Solutions (AES) Engineering. This transformer unit was installed on a sloped area of the facility grounds but after years of settling it is now off center. As this unit is filled with oil it needs to be relevelled. Cost of repairs for the transformer is quoted at $50,000. Budget includes contingency, hazmat and engineering support.

Replace existing metal stair railings due to exposure to pool chemicals. Repairs ongoing until scheduled replacement with marine grade aluminum or equivalent type of materials. Herold Engineering inspection report was performed in April 2015. Quote has been obtained from Aral construction. Budget includes contingency, hazmat and engineering support.

Purchase of used boom lift for ongoing operational requirements for facilities repairs and maintenance. Currently rental units are used on a regular basis therefore rental expenses will be reduced. Budget estimate is from Fleet Services.

Weathered exterior sections of the facility around Arenas, tennis, common areas. Painting to ensure that various outside areas are protected from the elements and to provide for uniformity throughout this complex. One quote was obtained from Arrow Painting. Budget is estimated at $80,000 to cover hazmat.

74


20-01 Floor/tile Replacement link building

20-04 Squash Court Floors

21-01 Roof - Arena B

21-02 LED Lighting replacement - Tennis

The area known as the Link building joins the pool area, common entrances and access to the tennis/squash courts. The floors transition from ceramic tiles to linoleum then to a polished type of granite floor and then back to linoleum. Replacement of all the non-tiled areas with a non-skid tile will provide a level of safety. Island floors has provided a quote. Budget includes contingency, hazmat and other unknown costs.

Resurfacing of hardwood floors, due to general wear. Verbal quote for material and installation obtained from Hardwood Flooring.

Arena B roof was originally installed in 1976, and approximately 40% of the roof was replaced in 1997 due to snow load failure. In 2009 the remaining section of roof was replaced. Quotes were obtained from Tremco Roofing Consultants to install a protective coating over the existing metal structure providing an additional 15-20 years of extended service. Budget includes contingency, hazmat and engineering support.

A quote has been obtained by DDM Electrical Designs to replace the metal halide lighting in the tennis facility with LED lighting. This installation would likely qualify for the BC Hydro rebate program. Potential annual hydro savings between $10-13K and $1400 /year for light bulb replacements. Current hydro costs approximately $23,000/year. Budget for lighting program included.

75

1.44X Panaroama RecreationAsset and Reserve Summary Schedule2017 - 2021 Financial Plan

Saanich Peninsula Recreation

Note A: Insured Value TableDescription $ Amount*Panorama Recreation Centre (440) 22,719,423

Greenglade Community Centre 117,000

Panorama Recreation Centre - 2nd Arena (440) 5,930,538

Panorama Thermal Recovery Building 656,400

Central Saanich Cultural Centre 15,450

Total 29,438,811$ * Annual insurance renewal - replacement values as assessed in 2015.


Capital Reserve 624,200 109,210 175,422 113,394 338,352 227,651 Equipment Replacement Fund 169,500 137,950 139,610 113,060 115,280 103,830


Summary

Budget

Asset Profile

Assets held by the Panaroama Recreation service consist of pools, arenas, administration building, courts (request, squash and tennis) and various vehicles and equipment to support service delivery. The complex was last upgraded in 2009. The total historical value as of Dec 31, 2015 for all assets was $26.6M with an estimated replacement value of $29.4M for the building structures (Note A).

ELT_SEP_Reserve Schedules Summary_Lia.xlsx 1.44X Summary 04/11/2016 76

1.44X Panorama RecreationCapital Reserve Fund Schedule2017 - 2021 Financial Plan

Capital Reserve Fund Actual Estimate2015 2016 2017 2018 2019 2020 2021

Beginning Balance 1,065,342 827,375 624,200 109,210 175,422 113,394 338,352

Planned Capital Expenditure (Based on Capital Plan) (978,725) (890,700) (939,100) (363,000) (461,600) (186,200) (521,500)

Transfer from Operating Budget* 729,642 676,100 424,110 429,212 399,572 411,158 410,799 Donations $ other Sponsorships 100,511 819 Interest Income** 10,606 10,606 - - - - -

Ending Balance $ 927,375 624,200 109,210 175,422 113,394 338,352 227,651

** Interest should be included in determining the estimated ending balance for the current year. Interest in planning years nets against inflation which is not included.


Reserve Fund: 1.44X Saanich Peninsula Recreation Service Capital Reserve Fund (Bylaw No. 3038)

1.44X Saanich Peninsula Recreation Service Capital Reserve Fund CASH FLOW

Budget Forcasting

ELT_SEP_Reserve Schedules Summary_Lia.xlsx 1.44X Capital Reserve Fund 04/11/2016 77

1.44X Panaroama RecreationEquipment Replacement Fund Schedule (ERF)2017 - 2021 Financial Plan




Transfer from Operating Budget 150,000 250,000 300,000 325,000 325,000 325,000 Equipment and Vehicle Disposal Proceeds 530 - 45,000 45,000 Interest Income* 7,385

Ending Balance $ 169,500 137,950 139,610 113,060 115,280 103,830



ERF Fund: 1.44X Saanich Peninsula Recreation Service Equipment Replacement Fund

Budget Forcasting

ELT_SEP_Reserve Schedules Summary_Lia.xlsx 1.44X ERF 04/11/2016 78

-

- - - - - -

NOVEMBER 30 2016


2017 BUDGET

ENVIRONMENTAL SERVICES


Environmental Services

6.1 6.1.1 1.028 GM - Environmental Services 16.1.2 1.575 Environmental Administration Services 2 - 66.1.3 1.327 Environmental Roundtable 7 - 8

6.2 Environmental Resource Management

6.2.1 1.521 Environmental Resource Management 9 - 28

6.3 Environmental Protection and Water Quality

6.3.1 1.578 Environmental Protection 29 - 37Water Quality - IW 38Saanich Peninsula - SP 39

6.3.2 1.309 Climate Action and Adaptation 40 - 416.3.3 1.536 Core and West Shore Stormwater Quality Management 42 - 436.3.4 3.752 L.W.M.P. - Harbour Studies 44 - 456.3.5 1.537 Saanich Peninsula - Stormwater Quality Management 46 - 516.3.6 1.538 Saanich Peninsula - Source Control Stormwater 52 - 576.3.7 1.531 Sooke Stormwater Quality Management 58 - 596.3.8 3.700 Septage Disposal - Regional 60 - 636.3.9 3.701 Millstream Site Remediation 64 - 68



Page

Environmental Services



Page

6.4 Environmental Partnership

6.4.1 1.574 Environmental Partnerships 69 - 756.4.2 3.707 On Site Systems Management Program 76 - 776.4.3 3.755 Regional Source Control Program 78 - 80

Demand Management - IW 81Cross Connection - IW 82

6.5 Environmental Engineering

6.5.1 1.576 Environmental Engineering Services 83 - 886.5.2 3.709 I & I Enhancement Program 89 - 906.5.3 3.720 L.W.M.P. (Peninsula) 91 - 936.5.4 3.750 L.W.M.P. - Core and West Shore 94 - 95

CAPITAL REGIONAL DISTRICT 1.028 G.M. - ENV. SERVICES - ADMIN 01/09/2016

CAPITAL REGIONAL DISTRICT 1.028 G.M. - ENV. SERVICES - ADMIN 01/09/2016

BUDGET REQUEST

1.028 - G.M. - ENVIRONMENTAL SERVICES 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Salaries and Wages 326,248 323,460 332,133 0 0 332,133 338,778 345,558 352,472 359,510 Allocation - All Others 16,435 16,435 16,779 0 0 16,779 17,210 17,656 18,007 18,362 Allocation - Finance & Corp. S 6,201 6,201 6,590 0 0 6,590 6,720 6,850 6,990 7,130 Allocation - Human Resources 6,751 6,751 6,760 0 0 6,760 6,900 7,040 7,180 7,320 Insurance Costs 630 630 640 0 0 640 650 660 670 680



CAPITAL / RESERVETransfer to Capital Fund 0 0 0 0 0 0 0 0 0 0Transfer to Equipment Replacement Fund 0 0 0 0 0 0 0 0 0 0

TOTAL CAPITAL / RESERVES 0 0 0 0 0 0 0 0 0 0


TOTAL COSTS 356,265 353,477 362,902 0 0 362,902 370,258 377,764 385,319 393,002







Revenue 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION (356,265) (353,477) (362,902) 0 0 (362,902) (370,258) (377,764) (385,319) (393,002)


NOTE: Capital / Reserve Fund Expenditures 0 0 0 0 0 0 0 0 0 0PARTICIPANTS: AUTHORIZED POSITIONS:Salaried 2.00 2.00 2.00 0.00 0.00 2.00 2.00 2.00 2.00 2.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1

Service: 1.575 Environmental Administration Services Committee: Environmental Services

DEFINITION:

To provide administrative and clerical support services to the Engineering Services, Protective Programs, Partnerships and EnvironmentResource Management Divisions.

PARTICIPATION:

All Functions administered by Environmental Sustainability.

MAXIMUM LEVY:

N/A


N/A

COMMISSION:

N/A

COST RECOVERY:

A mixture of allocations and time charges to Engineering Services, Protective Programs, Partnerships and Environment ResourceManagement Divisions.

OTHER:

The Legislative and General Government requisition covers costs associated with the General Manager's services to the Board.


CAPITAL REGIONAL DISTRICT 1.575 ENVIRONMENTAL SUSTAINABILITY - ADMINISTRATION 08/09/2016

BUDGET REQUEST

1.575 - ENVIRONMENTAL SUSTAINABILITY - ADMIN. 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

ENVIRONMENTAL SERVICES ADMIN - SUPPORT 274,556 270,899 278,346 0 0 278,346 283,580 289,428 295,251 300,905ENVIRONMENTAL SERVICES ADMIN - HEADQUARTERS 120,641 110,582 122,071 0 0 122,071 124,461 126,978 129,656 132,235* ENV. SERVICES - ADMIN. - H.Q. - GENERAL MANAGER 356,265 353,477 362,902 0 0 362,902 370,258 377,764 385,319 393,002



CAPITAL / RESERVE

Capital CostsTransfer tp Equipment Replacement Fund 0 0 0 0 0 0 0 0 0 0Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0


DEBT CHARGES 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 751,462 734,958 763,319 0 0 763,319 778,299 794,170 810,226 826,142


Alloc Rcv-HQFixed (120,641) (110,582) (122,071) 0 0 (122,071) (124,461) (126,978) (129,656) (132,235) Alloc Rcv-EngrgAdminSppt (274,556) (270,899) (278,346) 0 0 (278,346) (283,580) (289,428) (295,251) (300,905)



estimated balance C/F from current to Next year 0 0 0 0 0 0 0 0 0 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0

Recovery Cost 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

* REQUISITION (RECOVERY - LEG. & GEN.) (356,265) (353,477) (362,902) 0 0 (362,902) (370,258) (377,764) (385,319) (393,002)


PARTICIPANTS: Costs recovered internallyAUTHORIZED POSITIONS:Salaried 5.00 5.00 5.00 0.00 0.00 5.00 5.00 5.00 5.00 5.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.575 ENVIRONMENTAL SUSTAINABILITY - ADMINISTRATION 08/09/20163

SCHEDULE B

1.5752017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 21,200 - - - - 21,200

21,200 - - - - 21,200

SOURCE OF FUNDS

Equipment Replacement Fund ERF 21,200 - - - - 21,200

21,200 - - - - 21,200



Environmental Administration Services

4

CAPITAL BUDGET FORM Service #: 1.5752017 & Forecast 2018 to 2021 Service Name: Environmental Administration Services




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 2021 5 - Year Total

16-01 Replacement Shelving 10,000 E ERF 10,000 10,000 10,000

17-01 Replacement 2 elevator desks 10,000 E ERF 10,000 10,000

17-02 Replacement 2 office chairs 1,200 E ERF 1,200 1,200

Total 21,200 10,000 21,200 - - - - 21,200




5

Service: 1.575 Environmental Administration Services

16-01 Shelving

17-01 2 Elevator Desks

17-02 2 Office Chairs

Shelving for storage room reconfiguration.

2 replacement desks for health and safety ergonomics.

2 replacement office chairs health and safety erognomics.

6

Service: 1.327 Environmental Roundtable Committee: Environmental Services

PURPOSE:

The purpose is to help to administer the new Roundtable on the Environment under revised terms of reference stating 2011.


CAPITAL REGIONAL DISTRICT 1.327 ENVIRONMENTAL ROUNDTABLE 01/09/2016

CAPITAL REGIONAL DISTRICT 1.327 ENVIRONMENTAL ROUNDTABLE 01/09/2016

BUDGET REQUEST

1.327 - ENVIRONMENTAL ROUNDTABLE 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating - Other Costs 10,534 3,000 10,684 0 0 10,684 10,888 11,095 11,315 11,535 Consultant Expenses 5,564 5,000 5,600 0 0 5,600 5,712 5,826 5,942 6,061 Allocation - Finance & Corp. S 830 830 860 0 0 860 880 900 920 940



CAPITAL / RESERVE Transfer to Equipment Replacement Fund 0 0 0 0 0 0 0 0 0 0 Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0



TOTAL COSTS 16,928 8,830 17,144 0 0 17,144 17,480 17,821 18,177 18,536


Internal Recoveries (16,928) (8,830) (17,144) 0 0 (17,144) (17,480) (17,821) (18,177) (18,536)Recovery - Other 0 0 0 0 0 0 0 0 0 0




Recovery Costs 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 0 0 0 0

PARTICIPANTS: costs recovered internally.AUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Term 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

8

Service: 1.521 Environmental Resource Management Committee: Environmental Services

PARTICIPATION:

All costs recovered through tipping fees.

MAXIMUM LEVY:

No requisition


Authorized: LA Bylaw 3518 12,270,000 Borrowed: SI Bylaw 3547 (2,000,000)

SI Bylaw 3677 (2,500,000) SI Bylaw 3769 (2,200,000)

Remaining: Expired May 14, 2013 $5,570,000

All previous Loan Authorizations have expired. Total debt issued $31,383,917; debt outstanding at Dec 31, 2014 $4,768,299. final debt payments in 2026.

COMMISSION:

OPERATING COSTS - REFUSE DISPOSAL:

To be recovered through user fees

RESERVE FUND:

Solid Waste Refuse Disposal Reserve Fund, Bylaw No. 2164 (Sept. 8, 1993).Waste Reduction Sustainability Operating Reserve Fund Bylaw No. 3867 (Nov 14, 2012).


CAPITAL REGIONAL DISTRICT 2017 BUDGET

BUDGET REQUESTPROGRAM GROUP: ERM

2016 2016 2017 2017SUMMARY: ERM GROUP BOARD ESTIMATED CORE 2017 2017 2018 2019 2020 2021

BUDGET ACTUAL BUDGET Ongoing One-Time TOTAL Budget BUDGET BUDGET BUDGET

GENERAL PROGRAM EXPENDITURES:

Diversion Services 11,323,595 9,903,095 10,241,755 0 0 10,241,755 10,355,887 10,406,619 10,532,502 10,624,598Landfilling Services 5,454,187 5,391,887 5,573,044 0 0 5,573,044 5,623,731 5,624,927 5,692,463 5,728,125Energy Recovery Services 789,481 804,481 782,438 0 0 782,438 787,653 786,078 793,532 795,780

TOTAL OPERATING EXPENDITURES 17,567,263 16,099,463 16,597,237 0 0 16,597,237 16,767,271 16,817,624 17,018,497 17,148,503

*Percentage Change -8.36% -5.52% 0.00% 0.00% -5.52% 1.02% 0.30% 1.19% 0.76%

Revenue - Other -7,772,864 -6,607,864 -7,050,150 0 0 -7,050,150 -7,050,150 -7,050,150 -7,050,150 -7,050,150

NET OPERATING EXPENDITURES 9,794,399 9,491,599 9,547,087 0 0 9,547,087 9,717,121 9,767,474 9,968,347 10,098,353

CAPITAL EXPENDITURES

Capital & Equip Replacement - Programs 303,400 303,400 303,400 0 0 303,400 303,400 303,400 303,400 303,400

TOTAL CAPITAL EQUIPMENT 303,400 303,400 303,400 0 0 303,400 303,400 303,400 303,400 303,400

Landfill Gas Revenue to Reserve -27,286 -27,286 0 0 0 0 0 0 0Debt Service 645,955 645,955 646,015 0 0 646,015 646,085 646,155 646,225 646,295Transfer to Capital Fund 2,500,982 2,500,982 12,885,000 0 0 12,885,000 2,860,000 1,730,000 2,085,000 3,135,000Transfer to Reserve Fund - Annual 451,286 451,286 424,000 0 0 424,000 924,000 924,000 924,000 924,000Transfer to Millstream Remediation Debt 320,000 320,000 320,000 0 0 320,000 320,000 320,000 320,000 62,884NET OPERATING & CAPITAL EXPENDITURE 13,988,736 13,685,936 24,125,502 0 0 24,125,502 14,770,606 13,691,029 14,246,972 15,169,932

*Percentage Change -2.16% 72.46% 0.00% 0.00% 72.46% -38.78% -7.31% 4.06% 6.48%

Transfer (From) or To Sustainability Reserve -448,736 2,314,064 -10,050,502 0 0 -10,050,502 -695,606 375,971 -195,973 -906,932

Fund Balance Carry Forward from current yearFund Balance Carry Forward 0 0 0 0 0 0 0 0 0

TIPPING FEE (based on inflation) -13,540,000 -16,000,000 -14,075,001 -14,075,001 -14,075,000 -14,067,000 -14,050,999 -14,263,000ADDITIONAL TIPPING FEE REQUIREDTOTAL TIPPING FEE 14,075,000- 14,067,000- 14,050,999- 14,263,000- $/TONNE TIPPING FEE 112$ 114$ 116$ 118$

# FTE's Regular: 20.7 20.7 20.7 0 20.7 20.7 20.7 20.7 20.7Term (2016-2018) 1 1 1 1 1

1.521 Environmental Resource Management 26/10/2016

10

CAPITAL REGIONAL DISTRICT 2017 BUDGET

BUDGET REQUESTPROGRAM GROUP: ERM

2016 2016 2017 2017SUMMARY: ERM GROUP BOARD ESTIMATED CORE 2017 2017 2018 2019 2020 2021

BUDGET ACTUAL BUDGET Ongoing One-Time TOTAL TOTAL TOTAL BUDGET BUDGET

PROGRAM EXPENDITURES:

Diverson ServicesOperating Expenditures 11,323,595 9,903,095 10,241,755 0 0 10,241,755 10,355,887 10,406,619 10,532,502 10,624,598Capital Expenditures (funded by operating budget) 60,000 60,000 325,000 325,000 0 0 0 0Trf to Capital Reserve (Compost Ed Centre) 4,000 4,000 4,000 0 0 4,000 4,000 4,000 4,000 4,000Fee Revenue (kitchen scraps, recycling fees) -1,723,400 -898,400 -973,400 0 0 -973,400 -973,400 -973,400 -973,400 -973,400EPR Revenue (MMBC, paint, electronics) -5,309,650 -5,309,650 -5,309,650 -5,309,650 -5,309,650 -5,309,650 -5,309,650 -5,309,650Sale of Material Revenue (metal, appliances) -60,100 -20,100 -60,100 -60,100 -60,100 -60,100 -60,100 -60,100DIVERSION SERVICES NET COSTS 4,294,445 3,738,945 4,227,605 0 0 4,227,605 4,016,737 4,067,469 4,193,352 4,285,448

Landfilling ServicesOperating Expenditures 5,454,187 5,391,887 5,573,044 0 0 5,573,044 5,623,731 5,624,927 5,692,463 5,728,125Debt Expenditures 645,955 645,955 646,015 0 0 646,015 646,085 646,155 646,225 646,295Capital Expenditures (funded by operating budget) 1,630,982 1,630,982 2,300,000 2,300,000 2,360,000 1,530,000 1,685,000 2,735,000Trf to ERF (equipment, vehicles) 303,400 303,400 303,400 0 0 303,400 303,400 303,400 303,400 303,400Trf to Capital Reserve (closure/post closure) 420,000 420,000 420,000 0 0 420,000 920,000 920,000 920,000 920,000Trf to Millstream Remediation Debt 320,000 320,000 320,000 0 0 320,000 320,000 320,000 320,000 62,884Tipping Fee Revenue (general refuse, controlled waste) -13,540,000 -16,000,000 -14,075,000 0 0 -14,075,000 -14,075,000 -14,067,000 -14,051,000 -14,263,000Other (permits, fines, cell tower revenue) -107,000 -107,000 -107,000 0 0 -107,000 -107,000 -107,000 -107,000 -107,000LANDFILLING SERVICES NET REVENUE -4,872,476 -7,394,776 -4,619,541 0 0 -4,619,541 -4,008,784 -4,829,518 -4,590,912 -3,974,297

Energy Recovery ServicesOperating Expenditures 789,481 804,481 782,438 0 0 782,438 787,653 786,078 793,532 795,780Capital Expenditures (funded by operating budget) 810,000 810,000 10,260,000 10,260,000 500,000 200,000 400,000 400,000Trf to Capital Reserve (last payback for gas utilization facility) 27,286 27,286 0 0Other (sale of electricity) -600,000 -300,000 -600,000 0 0 -600,000 -600,000 -600,000 -600,000 -600,000ENERGY RECOVERY SERVICES NET COSTS 1,026,767 1,341,767 10,442,438 0 0 10,442,438 687,653 386,078 593,532 595,780

TOTAL NET COSTS 448,736 -2,314,064 10,050,502 0 0 10,050,502 695,606 -375,971 195,972 906,932

Transfer (From) or To Sustainability Reserve -448,736 2,314,064 -10,050,502 0 0 -10,050,502 -695,606 375,971 -195,973 -906,932

TOTAL 0 0 0 0 0 0 0 -0 0 0

$/TONNE TIPPING FEE 112$ 114$ 116$ 118$

# FTE's Regular: 20.7 20.7 20.7 0 20.7 20.7 20.7 20.7 20.7Term (2016-2018) 1 1 1 1 1

1.521 Environmental Resource Management 26/10/2016

11

SCHEDULE B

1.5212017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 490,994 253,000 253,000 253,000 253,000 1,502,994 Engineered Structures S 14,534,294 2,860,000 1,730,000 2,085,000 3,135,000 24,344,294 Vehicles V 55,000 40,000 40,000 40,000 40,000 215,000

15,080,288 3,153,000 2,023,000 2,378,000 3,428,000 26,062,288

SOURCE OF FUNDS

Capital Funds on Hand Cap 13,750,276 2,860,000 1,730,000 2,085,000 3,135,000 23,560,276 Equipment Replacement Fund ERF 545,994 293,000 293,000 293,000 293,000 1,717,994 Reserve Fund Res 784,018 - - - - 784,018

15,080,288 3,153,000 2,023,000 2,378,000 3,428,000 26,062,288



Environmental Resource Management


CAPITAL BUDGET FORM Service #: 1.5212017 & Forecast 2018 to 2021 Service Name: Environmental Resource Management




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total


16-02 New Construction/ Project Micro Tunnel Inspection Chamber Retrofit 175,000 S Cap 175,000 175,000 175,000 16-03 New Construction/ Project Leachate Line Manhole Chamber Upgrades 500,000 S Cap 500,000 500,000 500,000 16-04 Renewal Paving of Service Roads 100,000 S Cap 64,294 64,294 64,294 16-05 New Construction/ Project Aggregate Stockpile Area Clearing - East 600,000 S Cap 115,982 115,982 115,982

Aggregate Stockpile Area Clearing - East S Res 484,018 484,018 484,018 16-06 Replacement Replacing of Small Equipments 1,437,994 E ERF 237,994 477,994 240,000 240,000 240,000 240,000 1,437,994 16-07 New Construction/ Project Fire Safety Upgrades- lagoon work/fire pump etc 300,000 S Res 300,000 300,000 300,000 17-01 New Construction/ Project Gas & Leachate Collection Pipe Extension 1,400,000 S Cap 200,000 200,000 200,000 400,000 400,000 1,400,000 17-02 Renewal Aggregate Production for Internal Use 4,425,000 S Cap 810,000 1,100,000 935,000 935,000 935,000 4,715,000

17-03 Renewal 250,000 S Cap 250,000 250,000

17-04 Renewal Progressive Closure of External Faces 950,000 S Cap 150,000 200,000 200,000 200,000 200,000 950,000 17-05 Renewal Ground/Surface Water Monitoring Upgrades 150,000 S Cap 75,000 75,000 150,000 17-06 New Construction/ Project Aggregate Stockpile Area Clearing- West 600,000 S Cap 600,000 600,000 17-07 Replacement Computer Equipment 65,000 E ERF 13,000 13,000 13,000 13,000 13,000 65,000 17-08 New Construction/ Project Hartland North Onsite Access Improvements 600,000 S Cap 600,000 600,000 17-09 Replacement Vehicle Replacements 215,000 V ERF 55,000 40,000 40,000 40,000 40,000 215,000 17-10 New Construction/ Project Hartland Landfill Cell Development Master Plan 200,000 S Cap 50,000 150,000 200,000 17-11 Renewal Food Waste Transfer Station Relocation 25,000 S Cap 25,000 25,000


17-13 New Construction/ Project Landfill Criteria- Conformance Assessment 100,000 S Cap 100,000 100,000 17-14 New Construction/ Project Landfill Gas Utilization 10,000,000 S Cap 10,000,000 - 10,000,000 18-01 New Construction/ Project Interim Covers - West and North Slopes 800,000 S Cap 200,000 200,000 200,000 200,000 800,000 18-02 Renewal Pavement Resurfacing of Main Haul Road 200,000 S Cap 200,000 200,000 18-03 New Construction/ Project Cell 3 Bottom Lift Gas Wells / Leachate Drain 300,000 S Cap 300,000 300,000 18-04 New Construction/ Project Annual Leachate Drain Flushing 200,000 S Cap 50,000 50,000 50,000 50,000 200,000 18-05 Renewal Controlled Waste & Asbestos Area Development 200,000 S Cap 150,000 50,000 200,000 18-06 New Construction/ Project Lower Lagoon Liner and Storage Volume Expansion 825,000 S Cap 75,000 750,000 825,000

18-07New Construction/ Project 85,000 S Cap 85,000 85,000

19-01 New Construction/ Project Wetlands Assessment 20,000 S Cap 20,000 20,000 20-01 New Construction/ Project Cell 3 Liner Extension 900,000 S Cap 300,000 600,000 900,000

Total 25,657,994 1,887,288 15,080,288 3,153,000 2,023,000 2,378,000 3,428,000 26,062,288

Augmentation of Leachate Capture at LowerLeachate Lagoon

Strip Overburden Prepare Base for Cell 4 Aggregate Production

Hartland North New Kitchen Scraps Proc Facility Planning



Hartland Environmental Performance Model - Scoping/Procurement

1.521 Capital Plan 13

Future

No. Capital Exp.Type Capital Project Description


Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 202122-01 Sedimentation Pond Relining 350,000 S Res22-02 Upper lagoon Permanent Aeration System 80,000 S Res22-03 Long Term Leachate Treatment Option Analysis 75,000 S Res22-04 Site Electrical Upgrades - Lagoon Area and Others 200,000 B Res23-01 Fire Safety- Water Supply/Storage 3,500,000 S Res24-01 Hartland Front End Relocation 2,000,000 S Res25-01 Hartland Energy Park 1,000,000 S Res


1.521 Capital Plan 14

Service: 1.521 Environmental Resource Management

No.16-01 $ 10,000

16-02 $ 175,000

16-03 $ 500,000

16-04 $ 100,000

Project Title and DescriptionHartland North New Kitchen Scraps Proc Facility Planning

Due to stringent WorkSafe BC safety regulations for entering the north leachate pump and the enormous costs associated with nspecting the microtunnel, this project will allow for the retrofit of the micro tunnel inspection chamber to allow for safe access for annual flushing and cleaning. Smooth and unobstructed operation of the micro tunnel is critical to Hartland landfill operating as a hydraulic trap.

Paving of Service RoadsThe East Perimeter Service Road is built around Phase 1, and some areas of this road are partially built over refuse. Settlement has occurred in areas along this road. To improve safety of road users, road maintenance and repair are required to prevent further settlement. The base gravels underneath the settled areas must be replaced with larger gravels that will prevent the road from settlement in the future. Once the base gravels are replaced, the areas will be repaved with asphalt. Cost estimate is derived from current asphalt paving rates within the Victoria region.

Micro Tunnel Inspection Chamber Retrofit

This project has been set up to assist with planning related activities for processing of kitchen scraps collected within the region.

Leachate Line Manhole Chamber UpgradesAn 8km pipeline transports leachate from Hartland Landfill to the municipal sewer system, and along it are manholes containing drain, air, and line valves. These valves are required to ensure the leachate line operates properly as the elevation and alignment changes along the pipeline length. In September 2011, the leachate pipeline experienced a leak at one of its drain manholes near Markham Road. The leak was quickly fixed but a subsequent inspection of the pipeline revealed that a number of fittings and manholes should be upgraded along the pipeline to prevent similar leaks in the future. To minimize the risk of leachate leaking from the valves within the manholes and into the environment, the current manholes must be replaced with manholes that are water-tight. BC Ministry of Environment regulatory requirements are currently, and must continue to be, met on an ongoing basis. Cost estimate is derived from historical in-house and consultant data.

1.521 Capital Descriptions15


16-05 $ 115,982

16-06 $ 237,994

16-07 $ 300,000

17-01 $ 200,000

17-02 $ 500,000

Aggregate Stockpile Area Clearing - EastAggregate production is completed annually within Hartland's active footprint to produce aggregate materials for landfilling operational needs( daily cover, deck construction, roads) and other ongoing projects at Hartland. Current aggregate storage areas are being filled with refuse as the landfill grows, and future areas are required for aggregate storage. This project will cover tree removal and leveling of the East pad.Replacing of Small Equipments

Fire Safety Upgrades - lagoon work / fire pump etc.For the safety of the landfilling contractor, Hartland staff and the prevention of damage to neighboring property and Park lands, an increased amount of water is required to fight fires effectively at Hartland without the need to transporting water to site during a fire. Long term solutions are being analyzed to find the most economic, environmental, and social solution to this water requirements. To improve fire fighting efforts until a long term solution is found, an cost effective interm solution is neccessary. Options for fire suppression utilizing existing onsite lagoons and new fire pumps are being investigated.

To meet BC Ministry of Environment regulations, gas wells and leachate collectors are installed in each lift of refuse and have to be connected to the existing header system to collect methane gas. Well heads, valves, condensation traps, monitoring points, and piping has to be installed to each gas well and leachate collector. The gas is then conveyed to the gas plant, and the leachate is conveyed to the lined storage lagoons and then discharged into the municipal sewer. Cost estimate is derived from historical construction information.

Gas & Leachate Collection Pipe Extension

Aggregate Production for Internal UseProducing aggregate annually from in-situ rock provides the CRD with a number of benefits including: prolonging the landfill life (creating landfilling airspace), providing aggregate for on-site needs, effective interception of shallow groundwater inflows, cost and space savings by not having to import aggregate, and reduced social and environmantal impacts by not having to truck in aggregate. Cost estimate is derived from historical tender data.



17-03 $ 250,000

17-04 $ 150,000

17-05 $ 50,000

17-06 $ 600,000

17-07 $ 13,000 Computer Equipment

Strip Overburden Prepare Base for Cell 4 Aggregate ProductionThis project is set up to strip overburden ahead of annual aggregate production from the future cell 4 landfilling area to ensure accurate rock removal volumes are estimated ahead of the aggregate production contract. Significant cost savings are realized by accurately surveying the pre-blast surfaces and continuing QA surveys through conctruction. Progressive Closure External Faces As specified under the BC Ministry of Environments Landfill Criteria for Municipal Solid Waste, completed landfill areas and slopes must be closed with a progressive closure system on an annual basis. The closure system consists of a clay or synthetic cover placed over a gravel drainage layer This progressive closure system stays in place until economies of scale makes it cost effective to proceed with installation of a final closure system.

Ground/Surface Water Monitoring Upgrades

Aggregate production is completed annually within Hartland's active footprint to produce aggregate materials for landfilling operational needs( daily cover, deck construction, roads) and other ongoing projects at Hartland. Current aggregate storage areas are being filled with refuse as the landfill grows, and future areas are required for aggregate storage. This project will cover tree removal and leveling of the West pad.

An annual surface water quality monitoring report is required to meet current landfill regulations. To facilitate this, water samples are regularly taken and analyzed to ensure that the landfill is in compliance with surface water quality guidelines. Monitoring upgrades are required to increase the efficiency and effectiveness of this monitoring program. Repair damaged monitoring wells, reinstallation of monitoring wells and replacement of specialized equipment. Decommissioning or replacing required to confirm hydraulic trap efficacy and ensure compliance with the Hartland Landfill Operational Certificate and applicable BC Acts and Regulations. Assumes redrilling and equipment installation at four locations (86s) in Phase 2 refuse. Routine repair, reinstallation and replacement of monitoring wells and specialized equipment as required to ensure compliance with the Hartland Landfill Operational Certificate and applicable BC Acts and Regulations. Aggregate Stockpile Area Clearing - West



17-08 $ 600,000

17-09 $ 55,000

17-10 $ 50,000

17-11 $ 25,000

17-12 $ 25,000

An overall Cell Development Master Plan is required for Hartland that outlines long term Cell Development based on the 2016 landfill capacity. It will take into account current landfilling volumes, construction material management, leachate flows & Storage Capacity, gas collection infrastructure requirements, liner installation, and interrim, progressive and finalclosure plans. Before filling within each Cell is initiated, a detailed design complete with stamped tender drawings will be prepared in -house based on accurate and current site surveys and follow the master plan. This plan will include individual cell development plans, access roads, gas/leachate/storm water collection systems, interrim and progressive closures, and storm water diversion systems. This master plan will be updated once every 5 years to optimizate air space utilization and address any unanticpated site conditions or solid waste management program changes. Food Waste Transfer Station RelocationIn order to minimize leachate runoff from site and reduce residential complaints surrounding odor migration, the food waste transfer station (FWTS) must be relocated. It is proposed that the FWTS be moved within the leachate collection footprint of the landfill. Hartland Environmental Performance Model - Scoping/Procurement

Hartland Landfill Cell Development Master Plan

Vehicle Replacements

This project will facilitate access for easier transport of gravels from Hartland North aggregate stockpile and new stockpile areas along with improved access to the landfill for future development of the Hartland North site.

Hartland North Onsite Access Improvements

Hartland's ground water / leachate / and surface water monitoring programs being completed and environmental monitoring compliance is being met. The groundwater, leachate, and storm water systems must be input into a modeling software so real-time monitoring can be completed.



17-13 $ 100,000

17-14 $ 10,000,000

18-01 $ 200,000

18-02 $ 200,000

18-03 $ 300,000 To meet BC Ministry of Environment regulations, gas wells and leachate collectors are installed in each lift of refuse and have to be connected to the existing collection systems to collect methane gas. Well heads, valves, condensation traps, monitoring points, and piping has to be installed to each gas well and leachate collector. The gas is then conveyed to the gas plant, and the leachate is conveyed to the lined storage lagoons and then discharged into the municipal sewer. Estimate is derived from historical costs.

Cell 3 Bottom Lift Gas Wells / Leachate Drain

Landfill Gas UtilizationThe amount of landfill gas being collected currently exceeds the capacity of the 1.6 MW generator and the surplus gas is being combusted and disposed of by the candlestick flare. All gas utilization options will be evaluated to determine the best use of gas including economic, environmental, and social benefits.

The Landfill Criteria for Municipal Solid Waste guidelines have been finalized by the Ministry of Environment. Conformance requirements must be analyzed and met. A report must be created addressing Hartland's conformance requirements. A strategic plan must be made where the CRD can then ask for exceptions to the requirements, or design completed to meet the requirements. Cost estimate is derrived from historical in-house and consultant cost data. The Hartland Operational Certificate will require renewal including several requests for exemptions. The work will require engagement with the MOE and consultant input.

Landfill Criteria - Conformance Assessment

Over 10,000 trucks travel along the main haul road each year causing wear and tear on the road. A portion of the road, from the main gate past the automatic scale deck needs to be resurfaced as part of ongoing road maintenance. Cost estimate is derived from historical in-house cost data.

Interim Covers - West and North SlopesFollowing Golder's Leachate Management Plan, once an active landfilling cell is completed, but hasn't reached future filling contours, tarping is required to shed rainwater and divert to the freshwater collection system to prevent it from entering the leachate collection system and overwhelming the leachate storage ponds. Cost estimate is derived from historical in-house cost data.Pavement Resurfacing of Main Haul Road



18-04 $ 50,000

18-05 $ 200,000

18-06 $ 20,000

18-07 $ 85,000

Annual Leachate Drain FlushingIn order to minimize leachate mounding throughout in the landfill, leachate drains have been installed in each lift of refuse once filling of that lift is complete. These leachate lines require flushing on an annual basis to prevent bio-fouling and clogging. Leachate collection zones must be identified, and a flushing schedule created in order to keep the leachate collection system running efficiently. Flushing this system will ensure the BC Ministry of Environment regulations continue to be adhered to. The leachate lines must continue to operate for the lifetime of Hartland.

Lower Lagoon Liner and Storage Volume ExpansionTo increase the capacity of leachate storage on site, the most efficient and cost-effective way is to expand the lower lagoon. Within this project, the lower lagoon will be expanded and a liner system will be installed to prevent/minimize the risk of leachate migrating off site. Once this project is complete, Hartland's available on site leachate storage capacity will be able to handle the next 10-15 years of landfill expansion. BC Ministry of Environment regulatory requirements must be met on a continual basis regarding leachate management on site.

Augmentation of Leachate Capture at Lower Leachate LagoonMonitoring locations north of the lower leachate lagoon have increasing concentration trends. To improve contaminant concentration trends and mitigate risk of non-compliance, additional leachate capture is recommended west of the lower leachate lagoon. Detailed scoping and procurement of hydrogeologic environmental performance model.

Controlled waste and asbestos areas within the landfill footprint are required to be developed in conjunction with active cells. BC Ministry of Environment regulatory requirements must be met on a continual basis. Asbestos is a high risk material that requires proper planning and special burrial to ensure safe disposal.

Controlled Waste & Asbestos Area Development



19-01 $ 20,000

20-01 $ 900,000 As cell 3 landfilling progresses upwards, the west face of cell 2 must have the cell 3 bottom liner system extended to divert leachate from the Heal Basin leachate collection system into the cell 3 leachate underdrain. This will complete the cell 3 bottom liner system. Estimate is derived from historical costs for installation of liners at the landfill.

Cell 3 Liner Extension

Wetlands AssessmentHartland's wetlands are ensuring effective treatment of collected stormwater before it drains offsite. Current regulatory requirements of the stormwater leaving site are being met, and continual improvement of wetlands will ensure this continues to happen in the future. A yearly wetland monitoring/improvement is required to ensure environmental compliance continues to be obtained. Cost estimate is derrived from historical in-house and consultant cost data.


1.521 Enviromental Resource ManagementAsset and Reserve Summary2017 - 2021 Financial Plan

Environmental Resource Management


Operating Reserve Fund 14,522,959 4,472,457 3,776,851 4,152,822 3,956,849 3,049,917 Capital Reserve Fund 18,877,349 18,517,331 19,441,331 20,365,331 21,289,331 22,213,331 Equipment Replacement Fund 2,823,899 2,581,305 2,591,705 2,602,105 2,612,505 2,622,905


Asset Profile

For the SWMP-Solid Waste Disposal service, highlights include 400 tonnes of waste delivered each day to Hartland landfill, electricity recovered from landfill gas to power 1,600 homes, and successful blue box,recycling and kitchen scraps programs. Investments in site infrastructure and environmental controls support operational expansion and extension of the useful life of Hartland landfill. The Hartland site assets include the landfill, drop-off facilities, recycling and household hazardous waste area, power generating facility, aggregate production, leachate and gas collection systems, pump stations, weigh scales, generators, and secure radio communications system; historical asset value totalling $71.2M at December 31, 2015.

Summary

Budget

1.521 Summary 08/11/2016 22

1.521 Enviromental Resource ManagementOperating Reserve Fund Schedule - ERM2017 - 2021 Financial Plan

Operating Reserve Fund Schedule EstimateSustainability Fund (ERM) 2016 2017 2018 2019 2020 2021


Planned Capital Expenditure (Based on Capital Plan) - (10,050,502) (695,606) - (195,973) (906,932)

Transfer from Revenue Fund 2,314,064 - - 375,971 - -


Ending Balance $ 14,522,959 4,472,457 3,776,851 4,152,822 3,956,849 3,049,917

Reserve expected to stabilize upon approval for implementation of new SWMP.


Operating Reserve Fund Schedule - ERM

Operating Reserve Fund ERM - Sustainability Fund

Bylaw 3867 - established Operating Reserve for the ERM Service to be used by the Service for: mitigating fluctuations in tipping fee revenue and for covering operational expenditures as required, including debt servicing.

Budget


OperatingReserveFund 08/11/2016 23

1.521 Enviromental Resource ManagementCapital Reserve Fund Schedule - ERM2017 - 2021 Financial Plan

Landfill Closure Portion Estimate2016 2017 2018 2019 2020 2021


Planned Capital Expenditure (Based on Capital Plan) - - - - - -

Transfer IN - DCC Funding 420,000 420,000 420,000 420,000 420,000 420,000 Interest Income* 245,302 - - - -

Ending Balance $ 9,011,821 9,431,821 9,851,821 10,271,821 10,691,821 11,111,821



Liability reserve to fund closure of Phase 2 and post closure maintenance.

Capital Reserve Fund Schedule - ERM

Capital Reserve Fund ERM - Landfill Closure Portion, Capital Reserve Portion, and Recycling Depots Portion

Budget


1.521 CapitalReserveFund 08/11/2016

-

24




Capital Reserve Portion Estimate2016 2017 2018 2019 2020 2021


Planned Capital Expenditure (Based on Capital Plan) - (784,018) - - - -

Transfer IN 27,286 - - - - - Interest Income* 71,969 - - - - -

Ending Balance $ 9,766,689 8,982,671 8,982,671 8,982,671 8,982,671 8,982,671



Budget

A minimum of $5m to be retained for possible future Leachate treatment capital work. The $27,286 in 2016 is the final payback to the reserve fund for funding the Gas Utilization Plant ($1.95m).


1.521 CapitalReserveFund 08/11/2016 25




Recycling Depots/Compost Center Reserve Portion Estimate2016 2017 2018 2019 2020 2021


Planned Capital Expenditure (Based on Capital Plan) (3,733) - - - - -

Transfer IN 4,000 4,000 4,000 4,000 4,000 4,000

Ending Balance $ 98,839 102,839 106,839 110,839 114,839 118,839



Budget

Reimburse operating budget for capital expenditures spent by the following recycling depots: Pender Is, Mayne Is, Galiano, Is, Saturna Is, SSI Is, Pier's Is, Compost Center up to 2015. Compost Center only 2016 to 2020.





New Supplement for Air Space Reserve Portion Estimate2016 2017 2018 2019 2020 2021

Beginning Balance - - - 500,000 1,000,000 1,500,000

Planned Capital Expenditure (Based on Capital Plan) - - - - - -

Transfer IN - - 500,000 500,000 500,000 500,000

Ending Balance $ - - 500,000 1,000,000 1,500,000 2,000,000



Budget

The creation of a new air space acquisition reserve fund will provide certainty for regional residuals management capacity for the future which may include changes in design to the existing infrastructure or investments in new solid waste technologies.


1.521 Enviromental Resource ManagementERF Reserve Fund Schedule ERM2017 - 2021 Financial Plan




Transfer IN (from Ops Budget) 303,400 303,400 303,400 303,400 303,400 303,400

Disposal of equipment 28,800


Ending Balance $ 2,823,899 2,581,305 2,591,705 2,602,105 2,612,505 2,622,905


* Interest should be included in determining the estimated ending balance for the current year. Interest in planning years nets against inflation

ERF Reserve Fund Schedule ERM

ERF: ERM ERF or PERS Fund for Equipment

Budget

ERF Reserve to fund replacement of computer equipment and for PERS type equipment that lasts less than 15 years. PERS (Priority Equipment Replacement); Example motors, pumps…

1.521 ReserveFundERF 08/11/2016

- - - - -

- - - - -

28

Service: 1.578 Environmental Protection Committee: Environmental Services

DEFINITION:

To provide Environmental and Human Health oversight programs eg (Environmental Assessment and Drinking Water Monitoring) related to various Operating Services and Capital programs. The cost of this function is allocated to other operating budgets and capital projects using these Services.


The division provides scientific, technical and regulatory support to CRD services to ensure protection of human health and the environment.

PARTICIPATION:

Method of cost allocation is:

* Allocation basis is for services rendered to Third Party Projects, Capital & Operating functions

MAXIMUM LEVY:

N/A


N/A

COMMISSION:

N/A

COST RECOVERY:

A mixture of allocations and time charges to multiple services mainly with the PES and IWS Departments.


CAPITAL REGIONAL DISTRICT 1.578 ENV. SUSTAINABILITY - PROTECTIVE PROGRAMS 08/09/2016

BUDGET REQUESTENVIRONMENTAL SUSTAINABILITY - PROTECTIVE PROGRAMS DIVISION 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021

BOARD ESTIMATED CORE ONGOING ONE-TIMEBUDGET ACTUAL BUDGET TOTAL TOTAL TOTAL TOTAL TOTAL

OPERATING COSTS:

PROTECTIVE PROGRAMS DIVISION EXPENDITURES 2,465,474 2,459,403 2,507,869 0 0 2,507,869 2,558,280 2,610,229 2,662,279 2,715,140 WATER QUALITY PROGRAM DIVISION EXPENDITURES 1,284,602 1,284,602 1,350,707 0 0 1,350,707 1,377,717 1,405,265 1,433,358 1,462,015



CAPITAL / RESERVE Transfer to Own Funds 9,392 9,392 9,392 0 0 9,392 9,392 9,392 9,392 9,392 Transfer to Equipment Replacement 32,529 32,529 29,922 0 0 29,922 29,922 29,922 29,922 29,922 Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0 Capital Costs 0 0 0 0 0 0 0 0 0 0


DEBT CHARGES 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 3,791,997 3,785,926 3,897,890 0 0 3,897,890 3,975,311 4,054,808 4,134,951 4,216,469


Alloc Rcv-EnvService (2,504,788) (2,498,717) (2,547,183) 0 0 (2,547,183) (2,597,594) (2,649,543) (2,701,593) (2,754,454) Alloc Rcv-ES-Wtr Qua (1,287,209) (1,287,209) (1,350,707) 0 0 (1,350,707) (1,377,717) (1,405,265) (1,433,358) (1,462,015)

OPERATING COSTS LESS INTERNAL RECOVERIES 0 0 0 0 0 0 -0 -0 0 -0


estimated balance C/F from current to Next year 0 0 0 0 0 0 0 0 0 0 Recovery Cost 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 0 0 (0) 0


PARTICIPANTS: Costs recovered internallyAUTHORIZED POSITIONS:Salaried 28.80 28.80 28.50 0.00 0.00 28.50 28.50 28.50 28.50 28.50Term - extension of 4 year 1.00 1.00 1.00 1.00 1.00 0.00



BUDGET REQUESTENVIRONMENTAL SUSTAINABILITY - PROTECTIVE PROGRAMS DIVISION 2016 2015 2016 2016 2016 2016 2017 2018 2019 2020


OPERATING COSTS:

Salaries and Wages 2,905,104 2,905,501 2,989,035 0 0 2,989,035 3,048,817 3,109,788 3,171,988 3,235,429 Allocations - Summary 551,803 550,419 574,379 0 0 574,379 586,225 598,872 610,747 622,773 Operating - Other Costs - Summary 293,169 288,085 295,162 0 0 295,162 300,954 306,834 312,902 318,953



CAPITAL / RESERVE Transfer to Own Funds 9,392 9,392 9,392 0 0 9,392 9,392 9,392 9,392 9,392 Transfer to Equipment Replacement Fund 32,529 32,529 29,922 0 0 29,922 29,922 29,922 29,922 29,922 Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0 Capital Costs 0 0 0 0 0 0 0 0 0 0


DEBT CHARGES 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 3,791,997 3,785,926 3,897,890 0 0 3,897,890 3,975,311 4,054,808 4,134,951 4,216,469


Alloc Rcv-EnvService (3,791,997) (3,785,926) (3,897,890) 0 0 (3,897,890) (3,975,311) (4,054,808) (4,134,951) (4,216,469)

OPERATING COSTS LESS INTERNAL RECOVERIES 0 0 0 0 0 0 -0 -0 0 -0


estimated balance C/F from current to Next year 0 0 0 0 0 0 0 0 0 0 Recovery Cost 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 0 0 (0) 0


PARTICIPANTS: Costs recovered internallyAUTHORIZED POSITIONS:Salaried 28.80 28.80 28.50 0.00 0.00 28.50 28.50 28.50 28.50 28.50Term - extension of 4 year 1.00 1.00 1.00 1.00 1.00 0.00


SCHEDULE B

1.578 Environmental Protection2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 56,675 33,950 18,700 25,450 41,450 176,225 Vehicles V - 28,400 113,200 22,500 - 164,100

56,675 62,350 131,900 47,950 41,450 340,325

SOURCE OF FUNDS

Equipment Replacement Fund ER 56,675 62,350 131,900 47,950 41,450 340,325

56,675 62,350 131,900 47,950 41,450 340,325




CAPITAL BUDGET FORM Service #: 1.5782017 & Forecast 2018 to 2021 Service Name: Environmental Protection




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

16-01 Replacement N/A E ERF 28,000 28000 28,000

16-02 Replacement N/A E ERF 1,450 1,450 1,450

17-01 Replacement N/A E ERF - 26,500 17,000 17,500 24,000 40,000 125,000

17-02 Replacement Computer Equipment N/A E ERF 725 16,950 1,200 1,450 1,450 21,775

17-03 Replacement N/A V ERF - 28,400 113,200 22,500 - 164,100

Total - 29,450 56,675 62,350 131,900 47,950 41,450 340,325



The first two digits represent first year the project was in the capital

Scientific Equipment - Prep Rm & Sampling PrgmsComputer EquipmentScientific Equipment - Prep Rm & Sampling Prgms

Vehicles (2018-F01077, 2019-F01111, F11001, F11003, F11009, 2020-F12004)


Service: 1.578 Environmental Protection

16-01 28,000 16-02 1,450 17-01 125,000

17-02 Computer Equipment 21,775

17-03 164,100

Scientific Equipment - Prep Rm & Sampling PrgmsComputer EquipmentScientific Equipment - Prep Rm & Sampling Prgms

Vehicles (2018-F01077, 2019-F01111, F11001, F11003, F11009, 2020-F12004)


SCHEDULE B

1.579 Environmental Water Quality2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 3,300 3,300 3,300 3,300 3,300 16,500

3,300 3,300 3,300 3,300 3,300 16,500

SOURCE OF FUNDS

Equipment Replacement Fund ERF 3,300 3,300 3,300 3,300 3,300 16,500

3,300 3,300 3,300 3,300 3,300 16,500



35

CAPITAL BUDGET FORM Service #: 1.5792017 & Forecast 2018 to 2021 Service Name: Environmental Water Quality




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

17-01 Replacement Computer Equipment N/A E ERF - 3,300 3,300 3,300 3,300 3,300 16,500

Total - - 3,300 3,300 3,300 3,300 3,300 16,500




36

Service: 1.579 Environmental Water Quality

17-01 Computer Equipment Replacement


37

38

39

Service: 1.309 Climate Action and Adaptation Committee: Environmental Services

DEFINITION:

Establishment Bylaw No. 3510 (Jan 2009), as amended, to establish and to operate the service of regional climate action coordination, including:Collaboration and cooperation with members on climate action and adaptation, including carbon neutrality commitmentsInformation dissemination and public educationSeek funding from other regional levels of government to support regional climate action programsMonitoring and reporting on air quality, energy consumption and greenhouse gas emissions


The service facilitates climate change action throughout the region, provides support for emission reduction and adaptation strategies to thecorporation and municipal governments, and delivers outreach and education programs to the public.

PARTICIPATION:

All municipalities and electoral areas

MAXIMUM LEVY:

The greater of $299,708 or $0.0036 / $1,000 of taxable value of land and improvements.


N/A

FUNDING:

Property value taxCost apportionment: 50% RPS population and 50% converted assessments


CAPITAL REGIONAL DISTRICT 1.309 CLIMATE ACTION 21/11/2016

BUDGET REQUEST

1.309 - DEVELOPMENT SERVICE - 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021 CLIMATE ACTION AND ADAPTATION BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocation - All Others 261,430 261,430 266,800 0 0 266,800 272,110 277,520 283,070 288,732 Contract For Services 49,548 49,548 44,731 0 0 44,731 45,626 46,539 47,469 48,419 Allocation - Finance & Corp. S 3,788 3,788 4,230 0 0 4,230 4,310 4,400 4,490 4,580 Insurance Costs 440 440 480 0 0 480 490 500 510 520 Third Party Payments 0 0 0 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 0 0 0






TOTAL COSTS 315,206 315,206 316,241 0 0 316,241 322,536 328,959 335,539 342,251


Internal Recoveries 0 0 0 0 0 0 0 0 0 0Recovery - Other 0 0 0 0 0 0 0 0 0 0




Surplus / (Deficit) 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0 Grants In Lieu of Taxes (15,498) (15,498) (15,498) 0 0 (15,498) (15,498) (15,498) (15,498) (15,498) Grants - Federal/Provincial/Ot 0 0 0 0 0 0 0 0 0 0 Transfer From Own Funds 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE (15,498) (15,498) (15,498) 0 0 (15,498) (15,498) (15,498) (15,498) (15,498)

REQUISITION (299,708) (299,708) (300,743) 0 0 (300,743) (307,038) (313,461) (320,041) (326,753)


PARTICIPANTS: All Municipalities and Electoral AreasAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.309 CLIMATE ACTION 21/11/2016 41

Service: 1.536 Core and West Shore Stormwater Quality Management Committee: Core Area Liquid Waste Management

DEFINITION:This program coordinates the management of stormwater quality and surface water resources in cooperation with the seven coremunicipalities. The program includes investigations to assess shoreline discharges and contaminant sources and protect the marine environment using a watershed management planning approach. Establishment Bylaw 2567, adopted Feb 25, 1998.

SERVICE DESCRIPTION:The service provides a stormwater quality program in the Core Area to coordinate the management of stormwater quality and surface waterresources. The program includes investigation to assess shoreline discharges and contaminant sources and protect the marine environmentusing an integrated watershed management approach.

PARTICIPATION:The apportionment of annual operating costs among the participants shall be on the basis of:

one sixth in proportion to population of the participantsone sixth in proportion to land area of the participantsone third in proportion to converted assessments of the participantsone third in proportion to the number of high and medium priority discharges of stormwater to the environment in the prior year within the boundaries of each of the participants, as determined by the Capital Region District Board.

The participants are:City of ColwoodCity of VictoriaTownship of EsquimaltDistrict of LangfordDistrict of Oak BayDistrict of SaanichTown of View RoyalEsquimalt BandSonghees Band

MAXIMUM LEVY:None listed in Establishing Bylaw

COMMISSION:Core Area Liquid Waste Management Committee

FUNDING:Requisition for Stormwater Program and Direct Agreement for coordinator for the Bowker Creek Initiative.


CAPITAL REGIONAL DISTRICT 1.536 STORMWATER QUALITY PROGRAM - CORE AND WEST SHORE 08/09/2016

BUDGET REQUEST

1.536 - STORMWATER QUALITY 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021 - CORE AND WEST SHORE BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating Expenditures 503,990 503,990 516,230 0 0 516,230 531,207 545,367 556,270 567,399Contract For Services 117,000 117,000 117,800 0 0 117,800 116,620 116,130 118,453 120,822Consultant Expenses 42,700 42,700 42,700 0 0 42,700 42,700 42,700 43,554 44,425Contingency 0 0 0 0 0 0 0 0 0 0






TOTAL COSTS 663,690 663,690 676,730 0 0 676,730 690,527 704,197 718,277 732,646






Surplus / (Deficit) 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0 Recovery - Other (30,588) (30,588) (31,200) 0 0 (31,200) (31,821) (32,457) (33,106) (33,768) Grants In Lieu of Taxes (60,703) (60,703) (60,703) 0 0 (60,703) (60,703) (60,703) (60,703) (60,703)

TOTAL REVENUE (91,291) (91,291) (91,903) 0 0 (91,903) (92,524) (93,160) (93,809) (94,471)

REQUISITION (572,399) (572,399) (584,827) 0 0 (584,827) (598,003) (611,037) (624,468) (638,175)


PARTICIPANTS: Victoria, Saanich, Esquimalt, View Royal, Oak Bay, Langford, Colwood, Songhees Band, Esquimalt BandAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.536 STORMWATER QUALITY PROGRAM - CORE AND WEST SHORE 08/09/201643

Service: 3.752 L.W.M.P. - Harbour Studies Committee: Core Area Liquid Waste Management

DEFINITION:

Core Area Liquid Waste Management Plan program - provides for the CRD to work in partnership with other agencies to protect and improvethe environmental quality of Victoria and Esquimalt harbours. Establishment Bylaw No. 3743, February 16, 2011.In force and effect to Dec 31, 2012.


The service coordinates harbour environmental protection and improvement efforts among community, local governments and seniorgovernments under the Core Area LWMP.

PARTICIPATION:

2016

City of Colwood 6.0691%City of Victoria 30.5160%Township of Esquimalt 6.1252%City of Langford 12.2614%District of Saanich 41.3791%Town of View Royal 3.6492%

TOTAL 100.000%

MAXIMUM LEVY:

Greater of $350,000 or $0.0064 per $1,000 of actual assessments


COMMISSION:

Core Area Liquid Waste Management

FUNDING:

The annual net cost of the service is apportioned on the basis of population of the participating areas. Population is determined annually bythe Regional Planning services of the CRD.


CAPITAL REGIONAL DISTRICT 3.752 L.W.M.P. - HARBOUR STUDIES 02/09/2016

BUDGET REQUEST

3.752 - L.W.M.P. - HARBOUR STUDIES 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocations 247,440 247,440 252,830 0 0 252,830 257,880 263,010 268,161 273,524Consultant Expenses 65,000 65,000 66,300 0 0 66,300 67,700 69,180 70,564 71,975Contract For Services 8,000 5,000 5,000 0 0 5,000 5,000 5,000 5,100 5,202Operating - other costs 3,653 6,653 5,510 0 0 5,510 5,245 4,635 4,050 3,624Contingency 0 0 0 0 0 0 0 0 0 0






TOTAL COSTS 324,093 324,093 329,640 0 0 329,640 335,825 341,825 347,875 354,325







Revenue - Other 0 0 0 0 0 0 0 0 0 0Grants In Lieu of Taxes (23,625) (23,625) (23,625) 0 0 (23,625) (23,625) (23,625) (23,625) (23,625)

TOTAL REVENUE (23,625) (23,625) (23,625) 0 0 (23,625) (23,625) (23,625) (23,625) (23,625)

REQUISITION (300,468) (300,468) (306,015) 0 0 (306,015) (312,200) (318,200) (324,250) (330,700)


PARTICIPANTS: Colwood, Victoria, Esquimalt, Langford, Saanich, View Royal, Songhees and Esquimalt BandsAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.752 L.W.M.P. - HARBOUR STUDIES 02/09/201645

Service: 1.537 Saanich Peninsula - Stormwater Quality Management Committee: Saanich Peninsula Waste Water

DEFINITION:

To identify pollution in stormwater run-off from land in the service area.


The service provides a stormwater quality program in the Saanich Peninsula to coordinate and provide information for management ofstormwater quality and surface water resources. The program identifies levels of contaminants in stormwater discharges and prioritizesthe level of public health and environmental concern posed by the discharges and then works to reduce/eliminate the contaminants.

PARTICIPATION:

Districts of Central Saanich, North Saanich and Town of Sidney.

MAXIMUM LEVY:


Nil

COMMITTEE:

Saanich Peninsula Waste Water

FUNDING:

The apportionment of annual operating costs among the participating areas shall be on the basis of one ‑sixth in proportion to the populationof the participating areas, one‑sixth in proportion to the land area of the participating areas, one ‑sixth in proportion to the length of shorelinein each of the participating areas, and one‑half in proportion to the number of high and medium priority discharges of stormwater to theenvironment in the prior year within the boundaries of each of the participating areas, as determined by the Capital Regional District Board.

USER CHARGE:

N/A

RESERVE FUND:

Nil

Greater of $80,000 or $0.0082/$1,000 of actual assessments (To maximum of $84,814). Pending approval – Greater of $106,017 or $0.0103/$1,000 of actual assessments.


Service: 1.537 Saanich Peninsula - Stormwater Quality Management Committee: Saanich Peninsula Waste Water

Stormwater

Central Saanich 25.16%North Saanich 32.20%Sidney 28.33%Tswawout Band 4.44%Tsartlip Band 6.47%Pauquachin Band 2.05%Tseycum Band 1.35%

Total 100.00%

Note:

* Service established effective 2010; previously provided by agreement


CAPITAL REGIONAL DISTRICT 1.537 STORMWATER QUALITY PROGRAM - PENINSULA 07/10/2016

BUDGET REQUEST

1.537 - STORMWATER QUALITY - PENINSULA 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating Expenditures 58,930 58,930 60,240 5,960 0 66,200 67,581 68,917 70,290 71,691Contract For Services 16,520 16,520 16,850 13,740 0 30,590 31,250 31,890 32,528 33,178Consultant Expenses 440 440 430 10,300 0 10,730 10,900 11,100 11,322 11,548Contingency 0 0 0 0 0 0 0 0 0 0

TOTAL OPERATING COSTS 75,890 75,890 77,520 30,000 0 107,520 109,731 111,907 114,140 116,417




Debt Expenditures 0 0 0 0 0 0 0 0 0MFA Debt Reserve 0 0 0 0 0 0 0 0 0

TOTAL COSTS 75,890 75,890 77,520 30,000 0 107,520 109,731 111,907 114,140 116,417



OPERATING COSTS LESS INTERNAL RECOVERIES 75,890 75,890 77,520 30,000 0 107,520 109,731 111,907 114,140 116,417




Grants In Lieu of Taxes (2,753) (2,753) (2,753) 0 0 (2,753) (2,753) (2,753) (2,753) (2,753)

TOTAL REVENUE (2,753) (2,753) (2,753) 0 0 (2,753) (2,753) (2,753) (2,753) (2,753)

REQUISITION (73,137) (73,137) (74,767) (30,000) 0 (104,767) (106,978) (109,154) (111,387) (113,664)


PARTICIPANTS: Central Saanich, North Saanich, SidneyAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.537 STORMWATER QUALITY PROGRAM - PENINSULA 07/10/2016 48




Period Range :

0000400000 0000799999

01 12

537SWQ_SP.BAGH

Fiscal Year : 2017

102031 EH SWQM SP RevenueCost Center


Cost Element(1)

Budget Request(3)


($30,000.00)Total: 102031 EH SWQM SP Revenue

Tuesday October 11, 2016 @ 09:08:19 Page 1 of 3 White Detail49




Period Range :

0000400000 0000799999

01 12

537SWQ_SP.BAGH

Fiscal Year : 2017

102033 EH SWQM SP Management ProgramCost Center


Cost Element(1)

Budget Request(3)

Program Description (Non Posting account400000 $0.01

Continuous supplementary: Service enhancement as requested by Saanich

Peninsula Wastewater Committee on 2016SEP15.

Improve investigative efforts to identify sources of contamination and

collect more bacterial source tracking samples - $20,000 ($15,000 SQP,

$5,000 Source Control)

Increase administrative oversight, intergovernmental cooperation

,coordination and engagement with stewardship groups, and undertake

special projects and data analysis - $10,000

Enhance agriculture outreach and, in cooperation with the sector,promote

alternative solutions and best management practices for water,nutrient

and manure management - $5,000

Contract for Services503130 $13,740.00

Consultants - Eng & Scientific Services504010 $10,300.00

Alloc. - Environmental Services530720 $5,960.00

$30,000.01 Total: 102033 EH SWQM SP Management Program





Period Range :

0000400000 0000799999

01 12

537SWQ_SP.BAGH

Fiscal Year : 2017

$0.01 Grand Total: 537SWQ_SP.BAGH


Service: 1.538 Saanich Peninsula - Source Control Stormwater Committee: Saanich Peninsula Waste Water

DEFINITION:

To regulate, prohibit and impose requirements in respect of discharges to the municipal stormwater system and water courses(Bylaw No. 3906, adopted August, 2013).


The service provides a regulatory stormwater source control program in the Saanich Peninsula to manage stormwater quality in themunicipal drainage systems.

PARTICIPATION:

Districts of Central Saanich, North Saanich and Town of Sidney.

MAXIMUM LEVY:


Nil

COMMITTEE:

Saanich Peninsula Waste Water

FUNDING:

The annual costs for the service, net of grants and other revenues, shall be apportioned on the basis of:a) The population of the participating areas; andb) The population estimate as determined annually by the Regional Planning Services department of the Capital Regional District.

USER CHARGE:

N/A

Maximum Levy: Greater of $40,000 or $0.004/$1,000 of actual assessments (To maximum of $41,372). Pending approval – Greater of $51,715 or $0.005/$1,000 of actual assessments.


Service: 1.538 Saanich Peninsula - Source Control Stormwater Committee: Saanich Peninsula Waste Water

2016

Central Saanich 41.84%North Saanich 29.07%Sidney 29.09%

Total 100.00%

Note:Bylaw No. 3906 (adopted August, 2013).


CAPITAL REGIONAL DISTRICT 1.538 SOURCE - STORMWATER QUALITY PROGRAM - PENINSULA 07/10/2016

BUDGET REQUEST

1.538 - SOURCE -STORMWATER QUALITY - PENINSULA 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME

BUDGET ACTUAL BUDGET TOTAL TOTAL TOTAL TOTAL TOTAL2016

OPERATING COSTS:

Operating Expenditures 24,211 24,211 23,640 9,810 0 33,450 34,339 35,027 35,726 36,439Contract For Services 11,790 11,790 11,790 5,190 0 16,980 17,300 17,630 17,983 18,342Contingency 0 0 0 0 0 0 0 0 0 0

TOTAL OPERATING COSTS 36,001 36,001 35,430 15,000 0 50,430 51,639 52,657 53,709 54,781

*Percentage Increase over prior year 0.00% 0.00% -1.59% 41.67% 0.00% 40.08% 2.40% 1.97% 2.00% 2.00%




TOTAL COSTS 36,001 36,001 35,430 15,000 0 50,430 51,639 52,657 53,709 54,781



OPERATING COSTS LESS INTERNAL RECOVERIES 36,001 36,001 35,430 15,000 0 50,430 51,639 52,657 53,709 54,781



Surplus / (Deficit)Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0 Grants In Lieu of Taxes (1,343) (1,343) (1,343) 0 0 (1,343) (1,343) (1,343) (1,343) (1,343)

TOTAL REVENUE (1,343) (1,343) (1,343) 0 0 (1,343) (1,343) (1,343) (1,343) (1,343)

REQUISITION (34,658) (34,658) (34,087) (15,000) 0 (49,087) (50,296) (51,314) (52,366) (53,438)


PARTICIPANTS: Central Saanich, North Saanich, SidneyAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Term 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.538 SOURCE - STORMWATER QUALITY PROGRAM - PENINSULA 07/10/2016 54




Period Range :

0000400000 0000799999

01 12

538SS_SP.BAGH

Fiscal Year : 2017

102035 EH SS SP RevenueCost Center


Cost Element(1)

Budget Request(3)


($15,000.00)Total: 102035 EH SS SP Revenue





Period Range :

0000400000 0000799999

01 12

538SS_SP.BAGH

Fiscal Year : 2017

102037 EH Source SP Management ProgramCost Center


Cost Element(1)

Budget Request(3)

Program Description (Non Posting account400000 $0.01

Continuous supplementary: Service enhancement as requested by Saanich

Peninsula Wastewater Committee on 2016SEP15.

"Enhance the Stormwater Source Control service to increase the number of

business sectors, inspections and communication opportunities" ($10,000)

Improve investigative efforts to identify sources of contamination and

collect more bacterial source tracking samples - $20,000 ($15,000 SQP,

$5,000 Source Control)

Contract for Services503130 $5,190.00

Alloc. - Environmental Services530720 $9,810.00

$15,000.01 Total: 102037 EH Source SP Management Program





Period Range :

0000400000 0000799999

01 12

538SS_SP.BAGH

Fiscal Year : 2017

$0.01 Grand Total: 538SS_SP.BAGH


Service: 1.531 Sooke Stormwater Quality Management Committee: Electoral Area Services

DEFINITION:

To provide for the control of pollution in stormwater runoff from land. "Stormwater runoff" includes seepage, overland flow and stormwaterrunoff within ditches, streams, rivers, ponds, lakes and other watercourses. Work is conducted for the District of Sooke by annual letter ofagreement.


The service provides a stormwater quality program in the Sooke Electoral Area to coordinate and provide information for management ofstormwater quality and surface water resources. The program identifies levels of contaminants in stormwater discharges and prioritizes thelevel of public health and environmental concern posed by the discharges and then works to reduce/eliminate the contaminants.

PARTICIPATION:

The District of Sooke.

MAXIMUM LEVY:

None stated


Nil

COMMISSION:

FUNDING:


CAPITAL REGIONAL DISTRICT 1.531 STORMWATER QUALITY PROGRAM - SOOKE 08/09/2016

BUDGET REQUEST

1.531 - STORMWATER QUALITY - SOOKE 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating Expenditures 25,020 19,620 6,330 0 0 6,330 31,330 31,900 32,532 8,421Contract For Services 14,050 19,450 28,410 0 0 28,410 4,100 4,230 4,315 29,160Contingency 0 0 0 0 0 0 0 0 0 0


*Percentage Increase over prior year 0.00% 0.00% -11.08% 0.00% 0.00% -11.08% 1.99% 1.98% 1.98% 1.99%




TOTAL COSTS 39,070 39,070 34,740 0 0 34,740 35,430 36,130 36,847 37,581

*Percentage Increase over prior year 0.00% 0.00% -11.08% 0.00% 0.00% -11.08% 1.99% 1.98% 1.98% 1.99%2,016






Revenue (127) (127) (127) 0 0 (127) (127) (127) (127) (127)

TOTAL REVENUE (127) (127) (127) 0 0 (127) (127) (127) (127) (127)

REQUISITION (38,943) (38,943) (34,613) 0 0 (34,613) (35,303) (36,003) (36,720) (37,454)


PARTICIPANTS: Sooke AUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Term 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.531 STORMWATER QUALITY PROGRAM - SOOKE 08/09/201659

Service: 3.700 Septage Disposal - Regional Committee: Trunk Sewer

DEFINITION:Provision of septage disposal facilities for all areas of the Regional District and to compel persons within all or designated portions of theregion to make use of any system established for the disposal of septage and to prescribe the terms and conditions from which personsmake use of such system and to impose fines and penalties in respect thereof (Letters Patent - June 1, 1978).

SERVICE DESCRIPTION:The service provides oversight for the contract between the CRD and SPL Wastewater Recovery Ltd.

PARTICIPATION:All member municipalities except Saltspring Island and Outer Gulf Islands. Operating and debt costs not met by user charges to be recovered by requisition to all participating members based on member percentage of participant septage input. Properties located in municipalities andcapable of being drained into a municipal sanitary sewer are exempt from any levy. Properties connected to a sewage collection systemwithin an electoral area may be exempted by by-law. Annual net cost not to exceed $0.63/1000 on taxable school assessment (excludingproperty that is taxable for school purposes only Special Act.)

NON-PARTICIPANT, in relation to septage, means septage originating from a municipality or electoral area which does not participate in theseptage disposal function under Division XXI of the Supplementary Letters Patent of the Regional District, and as such were charged a highertipping fee before September 1, 1996. The same tipping fee to be charged to participants and non-participants after September 1, 1996.

COST APPORTIONMENT:(1) Fees:

User charges permitted by Septage Processing Ltd. to its customers in 2012:Mandatory Waste Tipping Fee: $0.260 per Imperial Gallon for 2012

$0.270 per Imperial Gallon for 2013 / 2014$0.280 per Imperial Gallon for 2015 / 2016

Septage Processing Ltd. will submit to the CRD an administration fee of $0.01 per Imperial Gallon.Other wastes have different user charges.

(2) Remaining balance apportioned to all participating members on the basis of percentage of Septage/Sewage delivered to theSeptage Facility in 2015.

2016 BudgetCentral Saanich 4.0534%Colwood 7.5383%Esquimalt 1.5434%Highlands 18.7937%Langford 10.4689%Metchosin 2.7090%North Saanich 5.7614%Oak Bay 0.0881%Saanich 9.3121%Sidney 0.3101%Sooke 6.9401%Victoria 31.6098%View Royal 0.4723%Port Renfrew 0.3923%Juan de Fuca 0.0074%

100.00%Capital Regional District - 5 Year Financial Plan - Statistics and Cover sheets 01/09/2016 60


MAXIMUM LEVY:

$0.63 / $1,000 on taxable school assessments (excluding property that is taxable for school purposes only)


COMMISSION:

FUNDING:



SPL Liquid Waste Volumes - 2015

Septage

Vol1FOG

Vol2Other

Vol3

TOTALTotal

%

Septage

%1FOG

%2Other

%3

Central Saanich 231,016 29,593 95,412 356,021 4.05% 64.9 8.3 26.8Colwood 611,544 5,195 45,374 662,113 7.54% 92.4 0.8 6.9Esquimalt 1,066 24,207 110,286 135,559 1.54% 0.8 17.9 81.4Highland 81,357 0 1,569,363 1,650,720 18.79% 4.9 0.0 95.1Langford 728,553 23,225 167,744 919,522 10.47% 79.2 2.5 18.2Metchosin 219,741 6,878 11,325 237,944 2.71% 92.3 2.9 4.8North Saanich 359,835 10,607 135,605 506,047 5.76% 71.1 2.1 26.8Oak Bay 466 3,135 4,135 7,736 0.09% 6.0 40.5 53.5Saanich 706,524 34,014 77,375 817,913 9.31% 86.4 4.2 9.5Sidney 13,172 1,291 12,772 27,235 0.31% 48.4 4.7 46.9Sooke 482,255 4,235 123,082 609,572 6.94% 79.1 0.7 20.2Victoria 15,519 799,542 1,961,348 2,776,409 31.61% 0.6 28.8 70.6View Royal 10,302 6,956 24,223 41,481 0.47% 24.8 16.8 58.4Port Renfrew 12,304 153 21,996 34,453 0.39% 35.7 0.4 63.8Juan de Fuca 600 0 50 650 0.01% 92.3 0.0 7.7

TOTAL 3,474,254 949,031 4,360,090 8,783,375 100%

Notes: 1. Septage = Institutional, Commercial, and Residential2. FOG = Fats, Oils and Greases3. Other = Portable Toilets, San. Sew. Ships, San. Sew. Docks, PIT toilet, Car Wash, Catch Basin, Sew. Sludge, Other (whey, dairy, brewery), and Lift Station


CAPITAL REGIONAL DISTRICT 3.700 SEPTAGE DISPOSAL - REGIONAL 02/09/2016

BUDGET REQUEST

3.700 - SEPTAGE DISPOSAL - REGIONAL 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating - Other Costs 92,072 89,072 94,958 0 0 94,958 100,675 103,355 107,656 109,063Contract For Services 50,550 51,550 50,900 0 0 50,900 48,050 48,280 46,978 48,630Unallocated 179,641 0 162,464 0 0 162,464 140,420 115,466 87,513 56,501Contingency 0 0 0 0 0 0 0 0 0 0


*Percentage Increase over prior year 0.00% -56.36% -4.33% 0.00% 0.00% -4.33% -6.22% -7.62% -9.34% -11.54%




TOTAL COSTS 322,263 140,622 308,322 0 0 308,322 289,145 267,101 242,147 214,194






Summary / (Deficit) 181,641Balance C/F from Prior to Current year (195,582) (195,582) (181,641) 0 0 (181,641) (162,464) (140,420) (115,466) (87,513) Fees Charged (1,850) (1,850) (1,850) 0 0 (1,850) (1,850) (1,850) (1,850) (1,850) Sale of Goods and Services (75,000) (75,000) (75,000) 0 0 (75,000) (75,000) (75,000) (75,000) (75,000) Revenue - Other 0 0 0 0 0 0 0 0 0 0 Grants In Lieu of Taxes (2,309) (2,309) (2,309) 0 0 (2,309) (2,309) (2,309) (2,309) (2,309)

TOTAL REVENUE (274,741) (93,100) (260,800) 0 (260,800) (241,623) (219,579) (194,625) (166,672)

REQUISITION (47,522) (47,522) (47,522) 0 0 (47,522) (47,522) (47,522) (47,522) (47,522)


NOTE: Capital / Reserve Fund Expenditures 0 0 0 0 0 0 0 0 0 0PARTICIPANTS: All MunicipalitiesAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.700 SEPTAGE DISPOSAL - REGIONAL 02/09/201663

Service: 3.701 Millstream Site Remediation Committee: Environmental Services

DEFINITION:Establishment Bylaw No. 3519, as amended, establishes a service for the purpose of the remediation of lands legally described as Lot A,Section 5, Range 3 West, Highland District, Plan 40349 operated as the Millstream Meadows Sewage Septage Facility (the "MillstreamSite") and any other lands that may, now or in future, be affected by the operation of the Millstream Site as a sewage septage disposal facility.

SERVICE DESCRIPTION:The service oversees the investigation and remediation of the former septage disposal site located at Millstream Meadows.

PARTICIPATION:Municipality Percentage City of Colwood 26.36% City of Victoria 3.28% District of Central Saanich 5.29% Township of Esquimalt 0.70% City of Langford 17.01% District of Saanich 14.17% District of Oak Bay 0.22% District of North Saanich 6.69% District of Metchosin 5.09% Town of Sidney 0.26% Town of View Royal 2.81% District of Highland 1.29% District of Sooke 10.02% Juan de Fuca 6.81%

100.00%

MAXIMUM LEVY:Greater of $1,400,000 or the amount equal to the amount that could be raised by a property value tax rate of $0.021 per $1,000 which when applied to the net taxable value of the land and improvements within the Service Area.

MAXIMUM CAPITAL DEBT:Authorized: LA Bylaw No. 3513 (May 14, 2008) Amended 3662 (Mar 2010) $7,550,000Borrowed: SI Bylaw No. 3547 (July 9, 2008) 5 yr term ($3,850,000)

SI Bylaw No. 3725 15 yr term ($288,234)SI Bylaw No. 3817 (May 2012) 15 yr term ($200,000)SI Bylaw No. 3882 (May 2013) 15 yr term ($600,000)SI Bylaw No. 3910 (July 2013) 15 yr term ($611,766)

Remaining: $2,000,000

COMMITTEE:Environment Committee

FUNDING:Capital Project cost shared:

Agreement with provincial Ministry of Agriculture and Lands (MAL) – 39% of eligible capital costsCRD Share is 61% of eligible costs and 100% of ineligible costs

Funds on Hand $1,643,000Debt Servicing – up to $5,550,000 funded from property tax from the above participating areasEffective 2010, 50% of the net annual costs of site remediation of the Millstream Meadows Sewage Septage Facility is funded from the annual Solid Waste Disposal Budget

Capital Regional District - 5 Year Financial Plan - Statistics and Cover sheets 01/09/2016

64

CAPITAL REGIONAL DISTRICT 3.701 DEBT - MILLSTREAM REMEDIATION 02/09/2016

BUDGET REQUEST

DEBT - MILLSTREAM REMEDIATION (SEPTAGE) 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocation - Finance & Corp. S 5,670 5,670 5,770 0 0 5,770 5,890 6,010 6,130 6,250 Contract For Services 0 0 0 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 0 0 0



CAPITAL / RESERVE Transfer to Sewer Capital 514,216 514,216 514,116 0 0 514,116 513,996 513,876 513,756 0 Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0

TOTAL CAPITAL / RESERVES 514,216 514,216 514,116 0 0 514,116 513,996 513,876 513,756 0

Debt Expenditures 144,904 144,904 144,904 0 0 144,904 144,904 144,904 144,904 144,904 MFA Debt Reserve 510 510 480 0 0 480 510 510 510 511

TOTAL COSTS 665,300 665,300 665,270 0 0 665,270 665,300 665,300 665,300 151,665

*Percentage Increase over prior year 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -77.20%




Surplus / (Deficit) 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0 Revenue - Other (510) (510) (480) 0 0 (480) (510) (510) (510) (510) Grants In Lieu of Taxes (24,790) (24,790) (24,790) 0 0 (24,790) (24,790) (24,790) (24,790) (25,387) Transfer From Own Funds (320,000) (320,000) (320,000) 0 0 (320,000) (320,000) (320,000) (320,000) (62,884)

TOTAL REVENUE (345,300) (345,300) (345,270) 0 0 (345,270) (345,300) (345,300) (345,300) (88,781)

REQUISITION (320,000) (320,000) (320,000) 0 0 (320,000) (320,000) (320,000) (320,000) (62,884)

*Percentage Increase over prior year 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -80.35%

PARTICIPANTS: All Municipalities and JDF Electoral AreaAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.701 DEBT MILLSTREAM REMEDIATION 02/09/201665

SCHEDULE B

3.701 Millstream Site Remediation2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Land L 1,404,900 700,000 700,000 45,000 - 2,849,900

1,404,900 700,000 700,000 45,000 - 2,849,900

SOURCE OF FUNDS

Capital Funds on Hand Cap 939,190 467,950 467,950 30,400 - 1,905,490 Grants (Federal, Provincial) Grant 465,710 232,050 232,050 14,600 - 944,410

1,404,900 700,000 700,000 45,000 - 2,849,900




CAPITAL BUDGET FORM Service #: 3.7012017 & Forecast 2018 to 2021 Service Name: Millstream Site Remediation




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total17-01 Renewal Millstream Remediation 8,673,110 L Cap note * 939,190 467,950 467,950 30,400 - 1,905,490

L Res - - - - - 4,874,090 L Grant 465,710 232,050 232,050 14,600 - 944,410

note* Funds C/F $874k end of 2016 expected to be drawn down from 2017 to 2020; Approx $512.6k remaining as contingency TBD.

Total 13,547,200 - 1,404,900 700,000 700,000 45,000 - 2,849,900





67

Service: 3.701 Millstream Site Remediation

17-01 Millstream Site Remediation

Millstream Site Remediation: 2017 Detailed Site Investigation (Part 2), 2018 Remediation/Risk Assessment(includesPlanning/Estimating), 2019 Remediation/Risk Assessment and Certification Costs, 2020 TBD, 2021 Project Complete.

68

Service: 1.574 Environmental Partnerships Committee: Environmental Services

DEFINITION:

With a true partnership focus, deliver coordinated environmental programs that engage residents, businesses, institutions, and localgovernment, and change social behavior in the stewardship, protection and well-being of the environment of the region.With that goal in mind, the division works directly with the industrial and commercial sectors as well as the public and residential sectorsto deliver the following services:

Regional Sources Control ProgramCross-Connection Control ProgramOnsite ProgramDemand Management ProgramOutreach/education portion of the Solid Waste Program

PARTICIPATION:

MAXIMUM LEVY:

N/A


N/A

COMMISSION:

N/A

COST RECOVERY:

A mixture of allocations and time charges to Partnership Programs, Protective, Environment Resource Management, and EnvironmentalEngineering. Partnerships also receives allocations from Parks and the Core Area Sewage Treatment project for work with First Nationsissues by the Senior Manager, Environmental Partnerships.


CAPITAL REGIONAL DISTRICT 1.574 ENVIRONMENTAL SUSTAINABILITY - PARTNERSHIP 19/11/2016

BUDGET REQUESTENVIRONMENTAL PARTNERSHIP



OPERATING COSTS:

ENVIRONMENTAL PARTNERSHIP EXPENDITURES 2,779,002 2,740,304 2,834,042 0 0 2,834,042 2,890,673 2,948,487 3,007,507 3,067,608



CAPITAL / RESERVE Transfer to Own Funds 14,156 0 7,910 0 0 7,910 14,156 14,156 14,156 14,156 Transfer to Equipment Replacement Fund 20,000 34,156 26,246 0 0 26,246 20,000 20,000 20,000 20,000 Capital Costs 0 6,200 0 0 0 0 0 0 0 0


DEBT CHARGES 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 2,813,158 2,780,660 2,868,198 0 0 2,868,198 2,924,829 2,982,643 3,041,663 3,101,764


Alloc Rcv-FirstAidAt 0 0 0 0 0 0 0 0 0 0 Alloc Rcv-ES TechSup 0 0 0 0 0 0 0 0 0 0 Alloc Rcv-EnvPartner (2,813,158) (2,780,660) (2,868,198) 0 0 (2,868,198) (2,924,829) (2,982,643) (3,041,663) (3,101,764)

OPERATING COSTS LESS INTERNAL RECOVERIES 0 0 0 0 0 0 -0 0 -0 -0


Surplus / (Deficit) 0estimated balance C/F from current to Next year 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 0 0 0 0

PARTICIPANTS: Costs Recovered InternallyAUTHORIZED POSITIONS:Salaried 20.85 20.85 20.85 0.00 0.00 20.85 20.85 20.85 20.85 20.85Term (2016-2019) 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00

Note: Collaboration and Social Innovation Centre

CAPITAL REGIONAL DISTRICT 1.574 ENVIRONMENTAL SUSTAINABILITY - PARTNERSHIP 19/11/2016 70


BUDGET REQUESTENVIRONMENTAL PARTNERSHIP



OPERATING COSTS:

Salaries and Wages 2,124,481 2,092,179 2,172,177 0 0 2,172,177 2,215,620 2,259,933 2,305,131 2,351,234 Allocations - Summary 467,393 466,661 474,513 0 0 474,513 483,953 493,636 503,382 513,367 Operating - Other Costs - Summary 187,128 181,464 187,352 0 0 187,352 191,099 194,919 198,993 203,007



CAPITAL / RESERVE Transfer to Own Funds 14,156 0 7,910 0 0 7,910 14,156 14,156 14,156 14,156 Transfer to Equipment Replacement Fund 20,000 34,156 26,246 0 0 26,246 20,000 20,000 20,000 20,000 Capital Costs 0 6,200 0 0 0 0 0 0 0 0


DEBT CHARGES 0 0 0 0 0 0 0 0 0

TOTAL COSTS 2,813,158 2,780,660 2,868,198 0 2,868,198 2,924,829 2,982,643 3,041,663 3,101,764


Alloc Rcv-FirstAidAt 0 0 0 0 0 0 0 0 0 0 Alloc Rcv-ES TechSup 0 0 0 0 0 0 0 0 0 0 Alloc Rcv-EnvPartner (2,813,158) (2,780,660) (2,868,198) 0 0 (2,868,198) (2,924,829) (2,982,643) (3,041,663) (3,101,764)

OPERATING COSTS LESS INTERNAL RECOVERIES 0 0 0 0 0 0 -0 0 -0 -0


Surplus / (Deficit) 0estimated balance C/F from current to Next year 0 0 0 0 0 0 0 0 0 0 Recovery Cost 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 0 0 0 0

PARTICIPANTS: Costs Recovered InternallyAUTHORIZED POSITIONS:Salaried 20.85 20.85 20.85 0.00 0.00 20.85 20.85 20.85 20.85 20.85Term (2016-2019) 1.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00

Note: Collaboration and Social Innovation Centre


71

SCHEDULE B

1.574 Environmental Partnerships2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 112,000 29,000 25,000 42,500 15,000 223,500Vehicles V 50,100 - - - - 50,100

162,100 29,000 25,000 42,500 15,000 273,600

SOURCE OF FUNDS


162,100 29,000 25,000 42,500 15,000 273,600



72

CAPITAL BUDGET FORM Service #: 1.5742017 & Forecast 2018 to 2021 Service Name: Environmental Partnerships




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total17-01 Replacement Outreach Water Cart and Trailer 50,000 E ERF 50,000 50,000 17-02 Replacement Outreach Display Booth 50,000 E ERF 50,000 - - - - 50,000 17-03 Replacement Computer Equipment 64,000 E ERF 12,000 12,000 12,000 14,000 14,000 64,000 17-04 Replacement Vehicle Unit FQ1060 25,050 V ERF 25,050 25,050 17-05 Replacement Vehicle Unit FQ1046 25,050 V ERF 25,050 25,050 18-01 Replacement Sampling Equipment 7,500 E ERF 2,000 1,000 4,500 7,500 18-02 Replacement Copier/Printer 15,000 E ERF 15,000 15,000 19-01 Replacement Outreach Equipment 1,000 E ERF 1,000 1,000 19-02 Replacement Outreach Outdoor Tent 11,000 E ERF 11,000 11,000 20-01 Replacement Sampling Equipment - Flowmeters 12,000 E ERF 12,000 12,000 20-02 Replacement Meter Master Flowrecorder 12,000 E ERF 12,000 12,000 21-01 Replacement Camera 1,000 E ERF - - - - 1,000 1,000

Total 273,600 - 162,100 29,000 25,000 42,500 15,000 273,600





73

Service: 1.574 Environmental Partnerships

17-01 Outreach Water Cart and Trailer

17-02 Outreach Display Booth

17-03 Computer Equipment

17-04 Vehicle - Unit #FQ1060

17-05 Vehicle - Unit #FQ1046

18-01

18-02

19-01 Outreach Equipment

19-02 Outreach Outdoor Tent

2008 Meter pH YSI ProPlus W14 0507 (Q13295) due for replacement in 2018 (10 year lifespan); Battery charger for ISCO 5 Station due for replacement in 2019 (20 year lifespan); ISCO 6700 due for replacement in 2020 (15 year lifespan)

Copier/Printer

Canon printer/copier purchased in 2012 due for replacement in 2018 (5-year lease expires end 2017)

Outreach pull-up banner purchased in 2014 has an estimated lifespan of 5 years. Requires replacement in 2019.

Sampling Equipment

Water cart purchased in 2011 has an estimated lifespan of 5 years. Requires replacement in 2017.

Large outreach display booth purchased in 2010, has an estimated lifespan of 7 years. Requires replacement in 2017.

Desktop computers and laptops automatically scheduled for replacement every four years.

2009 Dodge Caravan due for replacement in 2017

2008 Smart Car due for replacement in 2017

74

Service: 1.574 Environmental Partnerships

20-01

20-02 Meter Master Flowrecorder

21-01 Camera

Two Fuji Electric Portaflow C Ultrasonic Flowmeters due for replacement in 2020. $6,000 each, 15 year lifespan.

Two Meter Master Flow Recorders due for replacement in 2020. $6,000 each, 15 year lifespan.

Camera EOS T3 purchased in 2013, due for replacement in 2021, 8 year lifespan.

Outdoor tent for outreach events purchased in 2014 has an estimated lifespan of 5 years. Requires replacement in 2019.

Sampling Equipment - Flowmeters

75

Service: 3.707 On Site Systems Management Program Committee: Environmental Services

DEFINITION:

CRD Bylaw No. 3478 (adopted March 19, 2008) establishing a service for the purpose of developing and implementing a managementprogram for the onsite sewage systems in the service area.Regulation Bylaw No. 3479 approved April 9, 2008.


To reduce the impacts of failing septic (onsite) systems on human health and the environment through education and regulatory requirements.The Onsite Sewage Management Program (OMP) includes regulatory Bylaw No. 3479, outlining pump-out and maintenance requirements forowners of onsite systems. The program monitors residential compliance with the Bylaw and focuses on education to promote awareness andunderstanding of onsite system maintenance and care.

PARTICIPATION:

The participating areas are: 2016Onsite Systems %

Colwood 3,229 39.37%Langford 2,676 32.63%Saanich 2,234 27.24%View Royal 62 0.76%

8,201 100.00%

Note 1: Cost apportionment based on the number of parcels having onsite disposal systems within a participating area as a percentage of the total number of parcels having onsite sewage disposal systems within the service area.

MAXIMUM LEVY:

Greater of $211,070 or the amount that could be raised by a property value tax rate of $0.008 / $1,000 when applied to the net taxablevalue of land and improvements within the service area.

MAXIMUM CAPITAL DEBT:N/A

COMMITTEE:Environment Committee

FUNDING:

Parcel tax area created by each jurisdiction apportioned among all properties other than those parcels that are not connected to an onsite sewage disposal system.


CAPITAL REGIONAL DISTRICT 3.707 ON SITE SYSTEMS MANAGEMENT 02/09/2016

BUDGET REQUEST

3.707 - ON SITE SYSTEMS MANAGEMENT PROGRAM 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating Expenditures 172,735 172,735 178,112 0 0 178,112 172,800 176,220 180,340 184,551 Contract For Services 10,000 10,000 8,038 0 0 8,038 30,000 30,000 30,000 30,000






TOTAL COSTS 182,735 182,735 186,150 0 0 186,150 202,800 206,220 210,340 214,551






Summary / (Deficit) 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0 Grants In Lieu of Taxes (11,964) (11,964) (11,964) 0 0 (11,964) (11,964) (11,964) (11,964) (11,964)

TOTAL REVENUE (11,964) (11,964) (11,964) 0 0 (11,964) (11,964) (11,964) (11,964) (11,964)

REQUISITION (170,771) (170,771) (174,186) 0 0 (174,186) (190,836) (194,256) (198,376) (202,587)


PARTICIPANTS: Colwood, Langford, Saanich View RoyalAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Term 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.707 ON SITE SYSTEMS MANAGEMENT 02/09/201677

Service: 3.755 Regional Source Control Program Committee: Environmental Services

DEFINITION:

Provides for the control of the direct or indirect discharge of contaminants into or through facilities connected to sewage facilities under the regulatory authority of the Capital Regional District. Est. Bylaw No. 2402, 1996, amended Bylaw No. 2834, March 2001.


Source control is a waste management strategy aimed at reducing contaminants that industries, businesses, institutions and householdsdischarge to sanitary sewers. Source control focuses on point-of-discharge reductions in contaminants in order to protect: sewage collectionand treatment systems, the quality of treatment plant sewage sludge and biosolids, the marine receiving environment and public and workerhealth and safety.

PARTICIPATION:

All municipalities, electoral areas and first nations taxation areas of the Capital Regional District

MAXIMUM LEVY:

Greater of $1,100,000 or $0.037 / $1,000 of actual assessments = $3,086,501


COMMITTEE:Environment

FUNDING:

COST APPORTIONMENT:(1) Fees.(2) Based on annual flow of sewage among each municipal and electoral participation area into sewage facilities owned or operated by the CRD.(3) Remaining balance apportioned to all participating members on the basis of converted net taxable value of land and improvements.

USER CHARGE:Permit fees and other fees.

MAXIMUM REQUISITION:

Greater of $1,100,000 or $0.037 / $1,000 of net taxable value of land and improvements.

RESERVE FUND:NIL


Service: 3.755 Regional Source Control Program Committee: Environmental Services

Estimated yearly flows cover period of October 1, 2013 to September 30, 2014.

Estimated Yearly Flow % of Total Flows

Saanich 9,603,274 27.95% Oak Bay 2,810,037 8.18% Victoria 12,257,294 35.68% Esquimalt 2,272,375 6.61% View Royal 589,359 1.72% Colwood 961,201 2.80% Langford 2,078,984 6.05% 89.00% Sidney 1,304,639 3.80% Central Saanich 1,327,466 3.86% Esquimalt Band 10,299 0.03% Songhees Band 208,026 0.61% Pauquachin Band 31,346 0.09% Tseycum Band 11,765 0.03%Institute of Ocean Sciences (I.O.S.) 4,494 0.01%D.N.D. 141,635 0.41% North Saanich 452,794 1.32%Ganges Sewer 160,928 0.47%Maliview Sewer 15,954 0.05%Magic Lake Estates Sewer 88,010 0.26%Port Renfrew Sewer 23,087 0.07% 11.00%

TOTAL 34,352,967 100.00% 100.00%


CAPITAL REGIONAL DISTRICT 3.755 REGIONAL SOURCE CONTROL 06/09/2016

BUDGET REQUEST

3.755 - REGIONAL SOURCE CONTROL 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating - Other Costs 1,285,670 1,277,560 1,309,480 0 0 1,309,480 1,336,270 1,363,140 1,390,338 1,418,085Contract For Services 136,890 140,000 141,740 0 0 141,740 143,940 146,620 149,552 152,543Consultant Expenses 70,000 70,000 71,400 0 0 71,400 72,800 74,250 75,735 77,250Contingency 0 0 0 0 0 0 0 0 0 0






TOTAL COSTS 1,492,560 1,487,560 1,522,620 0 0 1,522,620 1,553,010 1,584,010 1,615,625 1,647,878






Surplus / (Deficit) 5,000Balance C/F from Prior to Current year 0 0 (5,000) 0 0 (5,000) 0 0 0 0 Fees Charged (60,000) (63,000) (63,000) 0 0 (63,000) (63,000) (63,000) (63,000) (63,000) Revenue - Other (1,000) (2,000) (2,000) 0 0 (2,000) (2,000) (2,000) (2,000) (2,000) Grants In Lieu of Taxes (106,693) (106,693) (106,693) 0 0 (106,693) (106,693) (106,693) (106,693) (106,693)

TOTAL REVENUE (167,693) (166,693) (176,693) 0 0 (176,693) (171,693) (171,693) (171,693) (171,693)

REQUISITION (1,275,867) (1,275,867) (1,300,927) 0 0 (1,300,927) (1,336,317) (1,367,317) (1,398,932) (1,431,185)


PARTICIPANTS: Colwood, Victoria, Esquimalt, Oak Bay, C. Saanich, N. Saanich, Colwood, Langford; Sewered Local Areas of Ganges, Maliview, Magic Lakes, Pt. Renfrew, DND, Songhees and Esquimalt BandsAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.755 REGIONAL SOURCE CONTROL 06/09/201680

81

82

Service: 1.576 Environmental Engineering Services Committee: Environmental Services

DEFINITION:

To provide Engineering Services relative to various Operating and Capital projects, for Environmental Sustainability, Integrated Water, Parks, and Corporate Services. The cost of this function is principally allocated to functions and capital projects using these Services.

PARTICIPATION:

All budgets and projects receiving Engineering Services

MAXIMUM LEVY:

N/A


N/A

COMMISSION:

N/A

COST RECOVERY:

Time charges to Capital projects, Environment Resource Management and Service budgets.

OTHER:


CAPITAL REGIONAL DISTRICT 1.576 ENVIRONMENTAL SUSTAINABILITY - ENGINEERING SERVICES 08/09/2016


BUDGET REQUESTENVIRONMENTAL SUSTAINABILITY - ENGINEERING SERVICES DIVISION 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021


OPERATING COSTS:

ENGINEERING ADMIN. EXPENDITURES 2,208,034 1,858,606 2,000,666 0 0 2,000,666 2,030,452 2,070,717 2,111,571 2,153,408


*Percentage Increase over prior year 0.00% -15.83% -9.39% 0.00% 0.00% -9.39% 1.49% 1.98% 1.97% 1.98%

CAPITAL / RESERVECapital Equipment Purchases 0 0 0 0 0 0 0 0 0 0Trans to ERF-Vehicle 15,671 15,671 15,671 0 0 15,671 15,671 15,671 15,671 15,671Transfer to Equipment Replacement Fund 32,906 32,906 32,906 0 0 32,906 32,906 32,906 32,906 32,906Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0


DEBT CHARGES 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 2,256,611 1,907,183 2,049,243 0 0 2,049,243 2,079,029 2,119,294 2,160,148 2,201,985


Allocation Recoveries (2,256,611) (1,907,183) (2,049,243) 0 0 (2,049,243) (2,079,029) (2,119,294) (2,160,149) (2,201,985)

OPERATING COSTS LESS INTERNAL RECOVERIES 0 0 -0 0 0 -0 0 0 -0 0


Surplus / (Deficit) -estimated balance C/F from current to Next year 0 0 0 0 0 0 0 0 0 0 Recovery Cost 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 (0) (0) 0 (0)

*Percentage Increase over prior year

PARTICIPANTS: Costs recovered internallyAUTHORIZED POSITIONS:Salaried 12.00 12.00 12.00 0.00 0.00 12.00 12.00 12.00 12.00 12.00

Term 1 (2014 - 2016) 1.00 0.00 0.00 0.00Term 2 (2015 - 2017) - Hospital/Housing 0.00 0.00 0.00 0.00 0.00Term 3 (2016 - 2018) 1.00 0.00 0.00 0.00 0.00 0.00 0.00

84


CAPITAL REGIONAL DISTRICT 1.576 ENVIRONMENTAL SUSTAINABILITY - ENGINEERING SERVICES

08/09/2016

BUDGET REQUESTENVIRONMENTAL SUSTAINABILITY - ENGINEERING SERVICES DIVISION 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021


OPERATING COSTS:

Salaries and Wages 1,630,144 1,343,118 1,439,623 0 0 1,439,623 1,461,217 1,490,442 1,520,251 1,550,656 Allocation - Summary 365,269 364,537 368,127 0 0 368,127 373,428 380,510 387,713 395,075 Operating - Other Costs 202,280 140,610 182,420 0 0 182,420 185,153 188,898 192,524 196,372 Consultant Expenses 10,341 10,341 10,496 0 0 10,496 10,653 10,867 11,084 11,306

TOTAL ENGINEERING ADMIN. 2,208,034 1,858,606 2,000,666 0 0 2,000,666 2,030,452 2,070,717 2,111,571 2,153,408



CAPITAL / RESERVECapital Equipment Purchases 0 0 0 0 0 0 0 0 0 0Trans to ERF-Vehicle 15,671 15,671 15,671 0 0 15,671 15,671 15,671 15,671 15,671Transfer to Equipment Replacement Fund 32,906 32,906 32,906 0 0 32,906 32,906 32,906 32,906 32,906Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0


DEBT CHARGES 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 2,256,611 1,907,183 2,049,243 0 0 2,049,243 2,079,029 2,119,294 2,160,148 2,201,985


Allocation Recoveries (2,256,611) (1,907,183) (2,049,243) - - (2,049,243) (2,079,029) (2,119,294) (2,160,149) (2,201,985)

OPERATING COSTS LESS INTERNAL RECOVERIES 0 0 -0 0 0 -0 0 0 -0 0


Surplus / (Deficit) 0estimated balance C/F from current to Next year 0 0 0 0 0 0 0 0 0 0 Recovery Cost 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 (0) (0) 0 (0)

*Percentage Increase over prior year

PARTICIPANTS: Costs recovered internally

AUTHORIZED POSITIONS:Salaried 12.00 12.00 12.00 0.00 0.00 12.00 12.00 12.00 12.00 12.00

Term 1 (2014 - 2016) 1.00 0.00 0.00 0.00 0.00 0.00Term 2 (2015 - 2017) - Hospital/Housing 0.00 0.00 0.00 0.00 0.00 0.00 0.00Term 3 (2016 - 2018) 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

85



1.5762017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 37,000 37,000 37,000 40,000 40,000 191,000 Vehicles V 35,000 - 35,000 - - 70,000

72,000 37,000 72,000 40,000 40,000 261,000

SOURCE OF FUNDS


72,000 37,000 72,000 40,000 40,000 261,000

Environmental Engineering Services


CAPITAL BUDGET FORM Service #: 1.5762017 & Forecast 2018 to 2021 Service Name: Environmental Engineering Services




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

17-01 Replacement Replacement EE Vehicle Unit #1014 35,000 V ERF - 35,000 35,000 17-02 Replacement Engineering Equipment N/A E ERF - 15,000 15,000 15,000 15,000 15,000 75,000 17-03 Replacement Computer Equipment N/A E ERF - 22,000 22,000 22,000 25,000 25,000 116,000 19-01 Replacement EE Compact Electric Vehicle 35,000 V ERF - 35,000 35,000

Total 70,000 - 72,000 37,000 72,000 40,000 40,000 261,000






Service: 1.576 Environmental Engineering Services

17-01 Replacement EE Vehicle Unit #1014

17-02 Engineering Equipment

17-03 Computer Equipment

19-01 EE Compact Electric Vehicle


Service: 3.709 I & I Enhancement Program Committee: Core Area Liquid Waste Management

DEFINITION:


Requirement of the Core Area Liquid Waste Management Plan (LWMP) and Saanich Peninsula Liquid Waste Management Plan (SPLWMP).Primary program goals include:

manage and/or reduce Inflow & Infiltration (I&I) and overflows in accordance with LWMP and Municipal Sewage Regulationminimize conveyance, treatment and disposal costs

PARTICIPATION:

MAXIMUM LEVY:


COMMITTEE:

FUNDING:

MAXIMUM REQUISITION:


CAPITAL REGIONAL DISTRICT 3.709 INFLOW AND INFILTRATION - CORE AREA 08/09/2016

BUDGET REQUEST

3.709 - INFLOW AND INFILTRATION - CORE AREA 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating Expenditures 328,769 327,935 335,051 0 0 335,051 341,752 348,587 355,559 362,670Consultant Expenses 30,450 30,000 30,907 0 0 30,907 31,525 32,155 32,798 33,454Contract For Services 30,450 30,000 30,907 0 0 30,907 31,525 32,155 32,798 33,454






TOTAL COSTS 389,669 387,935 396,864 0 0 396,864 404,802 412,898 421,156 429,579


Internal recovery - I & I Stud (389,669) (387,935) (396,864) 0 0 (396,864) (404,802) (412,897) (421,156) (429,579) Recovery - Other 0 0 0 0 0 0 0 0 0 0



Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0Recovery Costs 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 (0) 0 0 (0) 0 0 0 (0)

NOTE: Capital / Reserve Fund Expenditures 0 0 0 0 0 0 0 0 0

PARTICIPANTS: Saanich, Victoria, Oak Bay, Esquimalt, View Royal, Indian Affairs/Songhees,DND, Langford, Colwood.

AUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Term 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.709 INFLOW AND INFILTRATION - CORE AREA 08/09/201690

Service: 3.720 L.W.M.P. (Peninsula) Committee: Environmental Services

DEFINITION:

Implementation of the Liquid Waste Management Plan for the Saanich Peninsula.


To manage the Saanich Peninsula Liquid Waste Management Plan (SPLWMP) and implement the commitments approved under the planas required:

planning, reporting, amendment preparation, implementation of commitments, biosolids management program, resource recoverydevelopment and inflow/infiltration enhancement program

PARTICIPATION:

MAXIMUM LEVY:

Greater of $5,663,000 or $1.56 / $1,000 of actual assessments.


Nil

COMMITTEE:

Environment

FUNDING:

Operating costs to be recovered by requisition to all participating members based on prior year actual flow on the Saanich Peninsula.

USER CHARGE:

N/A

RESERVE FUND:

Nil


Service: 3.720 L.W.M.P. (Peninsula) Committee: Environmental Services

Operating

Central Saanich 43.03%North Saanich (*see note below) 14.68%Sidney 42.29%

Total 100.00%

Note:* North Saanich taxes all of North Saanich, including the Airport, as LWMP benefits all of North Saanich, and not just the sewer area. (March 18, 2002)


CAPITAL REGIONAL DISTRICT 3.720 L.W.M.P. (PENINSULA) 06/09/2016

BUDGET REQUEST

3.720 - L.W.M.P. (PENINSULA) 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating - Other Costs 10,320 10,320 10,370 0 0 10,370 10,574 10,782 10,993 11,209Contract For Services 1,035 1,035 1,058 0 0 1,058 1,077 1,098 1,120 1,142Contingency 0 0 0 0 0 0 0 0 0 0






TOTAL COSTS 11,355 11,355 11,428 0 0 11,428 11,651 11,880 12,113 12,351







Grants In Lieu of Taxes (230) (230) (226) 0 0 (226) (226) (226) (226) (226)

TOTAL REVENUE (230) (230) (226) 0 0 (226) (226) (226) (226) (226)

REQUISITION (11,125) (11,125) (11,202) 0 0 (11,202) (11,424) (11,653) (11,887) (12,125)


PARTICIPANTS: Central Saanich, North Saanich, SidneyAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.720 L.W.M.P. (PENINSULA) 06/09/201693

Service: 3.750 L.W.M.P. - Core and West Shore Committee: Core Area Liquid Waste Management

DEFINITION:

To provide under authority of Trunk Sewers and Sewer Disposal Letters of Patent for the study, design, monitoring, materials acquisition,construction, equipment acquisition and all works necessary for the preparation of a Liquid Waste Management Plan and any related works within the Capital Regional District.


To manage the Core Area and West Shore Liquid Waste Management Plan (CALWMP) and implement the commitments approved under the planplanning, siting, reporting, amendment preparation, implementation of commitments, public communications, liquid and solidresource recovery development

PARTICIPATION:

1991-2010 - Based on design flows for year 2015 (by D.L. McKay, P. Eng., 1991; adjusted for West Comm. Trunk in 1998)2011 -> Based on Average Annual Flow worksheets prepared by Kerr Wood Leidal (Rev. 4, May 6, 2010).

2016 2016 2016 2016 2030 2030 * Volumes % ** Volumes % ** Volumes %

Victoria 28,236,400 41.329% 14,622,364 40.247% 14,656,806 36.472%Saanich 20,914,500 30.612% 10,902,708 30.009% 11,061,673 27.526%Esquimalt 3,591,600 5.257% 2,553,217 7.028% 2,652,642 6.601%View Royal 3,292,300 4.819% 951,051 2.618% 1,161,794 2.891%Oak Bay 4,171,950 6.106% 3,048,192 8.390% 3,016,180 7.506%District of Langford 3,620,800 5.300% 2,521,220 6.939% 4,571,638 11.376%Colwood 3,726,650 5.455% 1,467,592 4.039% 2,787,389 6.936%Songhees Band 536,550 0.785% 238,306 0.656% 250,046 0.622%Esquimalt Band 229,950 0.337% 26,949 0.074% 28,095 0.070%

TOTAL 68,320,700 100.000% 36,331,599 100.000% 40,186,263 100.000%

* = Design Flow** = Average Annual Flow

MAXIMUM LEVY:


COMMISSION:

FUNDING:

McKay Kerr Wood Leidal


CAPITAL REGIONAL DISTRICT 3.750 L.W.M.P. - CORE AND WESTSHORE 06/09/2016

BUDGET REQUEST

3.750 - L.W.M.P. - Core and Westshore 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating Expenditures 657,284 655,250 670,246 0 0 670,246 682,937 696,593 710,520 724,731Consultant Expenses 220,761 220,761 225,176 0 0 225,176 228,554 233,125 237,787 242,543Contract For Services 90,547 92,581 92,358 0 0 92,358 93,743 95,618 97,531 99,481Contingency 0 0 0 0 0 0 0 0 0 0

TOTAL OPERATING COSTS 968,592 968,592 987,780 0 0 987,780 1,005,234 1,025,336 1,045,837 1,066,755





TOTAL COSTS 968,592 968,592 987,780 0 0 987,780 1,005,234 1,025,336 1,045,837 1,066,755



OPERATING COSTS LESS INTERNAL RECOVERIES 968,592 968,592 987,780 0 0 987,780 1,005,234 1,025,336 1,045,837 1,066,755





TOTAL REVENUE (81,859) (81,859) (81,859) 0 0 (81,859) (81,859) (81,859) (81,859) (81,859)

REQUISITION (886,733) (886,733) (905,921) 0 0 (905,921) (923,375) (943,477) (963,978) (984,896)


PARTICIPANTS: Colwood, Victoria, Esquimalt, Langford, Saanich, Oak Bay, View Royal, and Songhees and Esquimalt Bands

AUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.750 L.W.M.P. - CORE AND WESTSHORE 06/09/201695

NOVEMBER 30 2016


2017 BUDGET

PLANNING & PROTECTIVE SERVICES


Planning and Protective Services

7.1 1.024 GM - Planning & Protective Services 1 - 6

7.2 Hospital District, Health & Capital Planning Strategies

22.1 Hospital District (Included in CRHD Board Package)7.2.1 1.018 Health & Capital Planning Strategies 7 - 117.2.2 1.224 Community Health 12 - 13

7.3 Regional Housing

7.3.1 1.310 Land Banking and Housing (Regional Housing) 14 - 207.3.2 1.311 Regional Housing Trust Fund 21 - 22

7.4 Regional and Strategic Planning

7.4.1 1.324 Regional Planning Services 23 - 28 7.4.2 1.330 Regional Growth Strategy 29 - 30

Page



Planning and Protective Services Page



7.5 Emergency Services

7.5.1 1.025 Corporate Emergency 31 - 367.5.2 1.374 Regional Emergency Program Support 37 - 387.5.3 1.375 Hazardous Material Incident Response 39 - 447.5.4 1.911 911 Call Answer 45 - 517.5.5 1.912A 912 Call Answer - RCMP 52 - 537.5.6 1.912B 912 Call Answer - Municipalities 54 - 557.5.7 1.913 913 Fire Dispatch 56 - 627.5.8 1.921 PSAP Call Answer 63 - 65

Service: 1.024 GM - Planning & Protective Services Committee: Planning, Transportation & Protective Services

DEFINITION:

The oversight of planning and protective services for the Capital Regional District Board.


The General Manager and Planning and Protective Services administration provides overall direction and supporting administrativeoversight for 40 individual services and functions.

The department and its divisions report to the Board, Hospital District Board, Planning, Transportation and Protective Services Committee,Electoral Area Services Committee, Juan de Fuca Land Use Committee and also provide corporate administration for 17 commissions andthe Capital Regional Housing Corporation.

Planning and Protective Services includes the administrative and operating responsibility for:Capital Regional Housing CorporationCapital Regional Hospital DistrictRegional Planning and Information ServicesEmergency Management & Fire ProtectionHousing SecretariatBylaw Services and Animal ControlBuilding Inspection and NumberingJuan de Fuca Electoral Area Community Planning

PARTICIPATION:


MAXIMUM LEVY:

N/A

COMMITTEE:

Planning, Transportation and Protective Services

FUNDING:

Requisition and internal allocation


1.024 GM Planning Protective Services

2016 2016 2017 2017 2017 20171.024 PLANNING & PROTECTIVE SERVICES BOARD ESTIMATED CORE ONGOING ONE-TIME

BUDGET ACTUAL BUDGET TOTAL 2018 2019 2020 2021

OPERATING COSTS:

Salaries & Wages 354,100 346,430 364,430 - - 364,430 369,700 375,060 380,530 386,100 Contract for Services 12,920 36,740 17,420 - - 17,420 19,740 22,170 24,660 27,200 Internal Allocations 75,170 74,450 75,630 - - 75,630 77,130 78,670 80,250 81,860 Operating Other 28,420 12,890 20,030 - - 20,030 20,430 20,830 21,230 21,640


*Percentage Increase over prior year 1.5% 2.0% 2.0% 2.0% 2.0%



REQUISITION (239,550) (239,550) (243,090) - - (243,090) (247,910) (252,880) (257,950) (263,100)


AUTHORIZED POSITIONS:Salaried 2.5 2.5 2.5 - - 2.5 2.5 2.5 2.5 2.5


2

SCHEDULE B

1.024 GM - Planning & Protective Services2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 3,000 - - 3,100 - 6,100

3,000 - - 3,100 - 6,100

SOURCE OF FUNDS

Equipment Replacement Fund E 3,000 - - 3,100 - 6,100

3,000 - - 3,100 - 6,100




CAPITAL BUDGET FORM Service #: 1.0242017 & Forecast 2018 to 2021 Service Name: GM - Planning & Protective Services




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

17-01 Replacement Computer 6,100 E ERF - 3,000 - - 3,100 - 6,100

Total 6,100 - 3,000 - - 3,100 - 6,100




4

Service: 1.024 GM - Planning & Protective Services

17-01 Computer Replacement (2017-2021) $6,100

Replacement of computer equipment

5

1.024 Planning and Protection AdministrationAsset and Reserve Summary2017 - 2021 Financial Plan




Planned Purchase (Based on Capital Plan) (7,600) (3,000) - - (3,100) -

Interest Expense* - - - - -

Transfer from Ops Budget - - - - - -

Ending Balance $ 22,080 26,680 26,680 23,580 23,580


Asset Profile

Planning and Protection holds office equipment assets with a historical value as of Dec 31, 2015 of $32K.

Assumptions/Background:2 Desktop computers replaced every 3 years.

Reserve Cash Flow

Budget

-

26,680

6

CAPITAL REGIONAL DISTRICT 1.018 HEALTH AND CAPITAL PLANNING STRATEGIES 10/11/2016

BUDGET REQUEST

1.018 - HEALTH AND CAPITAL PLANNING STRATEGIES 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:Restated for Summit PM

Salaries and Wages - FT Regular 236,575 145,916 235,390 0 0 235,390 240,090 244,900 249,790 254,790 Wages & Benefits - Auxiliary Coverage 16,320 15,153 16,650 0 0 16,650 16,980 17,320 17,670 18,020 Wages & Benefits - Summit Project Manager 175,420 175,420 175,420 0 0 175,420 175,420 43,860 0 0 Legal/Auditing Costs 16,965 17,400 17,210 0 0 17,210 17,560 17,910 18,270 18,640 Consultants 3,045 3,045 3,090 0 0 3,090 3,150 3,220 3,280 3,350 Allocation - Finance 5,946 5,946 8,500 0 0 8,500 8,670 8,840 9,020 9,200 Allocation - Human Resources 5,387 5,387 5,400 0 0 5,400 5,510 5,620 5,730 5,850 Allocation - Communications 102,000 102,000 104,040 0 0 104,040 106,120 108,240 110,410 112,620 Allocation - Others 58,781 58,779 68,790 0 0 68,790 70,160 71,560 73,000 74,460 Operating - Other Costs 21,371 17,741 21,620 0 0 21,620 22,050 22,480 22,950 23,410


*Percentage Increase over prior year 0.00% -14.81% 2.23% 0.00% 0.00% 2.23% 1.46% -18.29% -6.22% 2.00%

CAPITAL / RESERVE Transfer to Equipment Replacement Reserve 1,820 1,817 1,840 0 0 1,840 1,880 1,920 1,960 2,000 Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0



TOTAL COSTS 643,630 548,604 657,950 0 0 657,950 667,590 545,870 512,080 522,340

*Percentage Increase over prior year 0.00% -14.76% 2.22% 0.00% 0.00% 2.22% 1.47% -18.23% -6.19% 2.00%

Recovery - Capital Regional Hospital District (468,210) (468,210) (479,040) 0 0 (479,040) (488,610) (501,120) (512,080) (522,340) Recovery - Summit Capital for Project Manager (Apr/15-Mar/19) (175,420) (175,420) (178,910) 0 0 (178,910) (178,980) (44,750) 0 0

OPERATING COSTS LESS INTERNAL RECOVERIES 0 (95,026) 0 0 0 0 0 0 0 0


Surplus / (Deficit) 95,026Balance refund to CRHD Section 20 Admin & Feasibility Reserve 0 (95,026) 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 0 0 0 0


PARTICIPANTS: all Municpalities, Electoral Areas, Tsawout and Songhees First Nations

AUTHORIZED POSITIONS:Salaried 2.00 2.00 2.00 0.00 0.00 2.00 2.00 2.00 2.00 2.00Term Position - Summit Project Manager 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00Term Position - New Capital Project Manager 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.018 HEALTH AND CAPITAL PLANNING STRATEGIES 10/11/2016 7

SCHEDULE B

1.018 Health & Capital Planning Strategies2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 1,550 - 1,000 - 7,000 9,550

1,550 - 1,000 - 7,000 9,550

SOURCE OF FUNDS

Equipment Replacement Fund ERF 1,550 - 1,000 - 7,000 9,550

1,550 - 1,000 - 7,000 9,550



8

CAPITAL BUDGET FORM Service #: 1.0182017 & Forecast 2018 to 2021 Service Name: Health & Capital Planning Strategies




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 2021 5 - Year Total

17-01 Replacement Laptop and docking station 1,550 E ERF 1,550 1,550 19-01 Replacement Computer 1,000 E ERF 1,000 1,000 21-01 Replacement Copier 7,000 E ERF 7,000 7,000

Total 9,550 - 1,550 - 1,000 - 7,000 9,550




9

Service: 1.018 Health & Capital Planning Strategies

17-01

19-01

21-01 Copier

Replacing Senior Manager's Laptop and docking station.

Laptop and docking station

Computer

Replacing Admin coordinator's computer based on equipment lifecycle assessment.

Copier will be replaced based on equipment lifecycle assessment.

10

1.018 Health and Capital Planning StrategiesAsset and Reserve Summary2017 - 2021 Financial Plan

Health and Capital Planning Strategies

Estimate2016 2017 2018 2019 2020 2021


Planned Purchase (Based on Capital Plan) (1,350) (1,550) - (1,000) - (7,000)


Interest Revenue 284

Ending Balance $ 15,686 15,976 17,856 18,776 20,736 15,736

Asset Profile

Assets held by the Health and Capital Planning Strategies are office equipment and office furniture. The total historical acquisition value is $37,420. Netbook value as at June 30, 2016 is $15,467.The equipment replacement funds set aside are for replacement of office equipment/furniture only.

Assumptions/Background:2015 - replaced desk and computer for Snr Manager 2016 - replace division laptop 2017 - Sr.Mgr laptop and docking station2019 - Admin coordinator computer2021 - copierFuture - 2 printers replaced when neededComputers are replaced every 4 years

Reserve Cash Flow

Budget

11

- - - - -

Service: 1.224 Community Health Committee: Planning and Protective Services


Provide administrative support to the Local Board of Health and implement Community Health initiatives. Activities include community consultation and adoption of Community Health Bylaws such as the Clean Air Bylaw and the Tanning Bylaw. The CRD will support currentcommunity initiatives to end Homelessness within the Capital Region.

PARTICIPATION:

All member municipalities and electoral areas based on converted hospital assessment values

MAXIMUM LEVY:

N/A


NIL

COMMITTEE:


FUNDING:

Requisition


CAPITAL REGIONAL DISTRICT 1.224 COMMUNITY HEALTH 17/10/2016

BUDGET REQUEST

1.224 - COMMUNITY HEALTH (Homeless Secretariat) 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE

BUDGET ACTUAL BUDGET ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL

OPERATING COSTS:Revised

Salaries - ROMS Project and CHW Plan 0 80,000 87,200 0 0 87,200 0 0 0 0 Contract for Services - GVCEH 225,000 225,000 225,000 0 0 225,000 225,000 225,000 225,000 225,000 Contract for Services - Island Health 176,750 176,750 176,750 0 0 176,750 176,750 176,750 176,750 176,750 Consultant Costs 7,655 1,500 5,500 0 0 5,500 0 0 0 0 Legal/Auditing Costs 7,570 15,735 7,990 0 0 7,990 7,880 7,970 8,130 8,290 Allocation - Finance 2,310 2,310 2,400 0 0 2,400 2,450 2,500 2,550 2,600 Allocation - Building Occupancy 0 2,700 2,760 0 0 2,760 0 0 0 0 Allocation - Information Technology Support 0 3,600 3,600 0 0 3,600 0 0 0 0 Allocation - GIS Services 0 0 5,000 0 0 5,000 0 0 0 0 Allocation - Communications 0 0 2,000 0 0 2,000 0 0 0 0 CHW Plan - Project Costs 186,667 0 0 0 0 0 0 0 0 0 Operating - Other Costs 910 3,265 10,240 0 0 10,240 460 460 460 460


*Percentage Increase over prior year 0.00% -15.82% -12.92% 0.00% 0.00% -12.92% -21.93% 0.03% 0.05% 0.05%

CAPITAL / RESERVE Transfer to Equipment Replacement Reserve 0 0 0 0 0 0 0 0 0 0 Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0



TOTAL COSTS 606,862 510,860 528,440 0 0 528,440 412,540 412,680 412,890 413,100





Surplus / (Deficit) 115,900Balance C/F from Prior to Current year (7,655) (7,655) (115,900) 0 0 (115,900) 0 0 0 0

Payments In Lieu of Taxes (22,657) (22,657) (22,660) 0 0 (22,660) (22,660) (22,660) (22,660) (22,660) Grants - CRHD Sec 20 Contribution to CHW Plan 0 (20,000) 0 0 0 0 0 0 0 0 Grants - Island Health (VIHA) Community Wellness Grant (186,667) (186,667) 0 0 0 0 0 0 0 0 Revenue - Other (103) (101) (100) 0 0 (100) (100) (100) (100) (100)

TOTAL REVENUE (217,082) (121,180) (138,660) 0 0 (138,660) (22,760) (22,760) (22,760) (22,760)

REQUISITION (389,780) (389,680) (389,780) 0 0 (389,780) (389,780) (389,920) (390,130) (390,340)


PARTICIPANTS: all Municpalities, Electoral Areas, Tsawout and Songhees First Nations

AUTHORIZED POSITIONS: Term TermSalaried Term Position (Jun/15 - Jun/16) (Jul/16-Jul/17) 0.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.224 COMMUNITY HEALTH 17/10/2016 13

Service: 1.310 Land Banking and Housing Committee: Planning and Protective Services

DEFINITION:


PARTICIPATION: All member municipalities and electoral areas based on converted hospital assessment values.

MAXIMUM LEVY:$0.031 per $1,000 Hospital actual assessments for land and improvements. $2,430,558


Authorized: LA Bylaw No. 3715 (Jan. 12, 2011) 25,000,000Borrowed: SI Bylaw No. 4009 (Feb. 11, 2015) 10yr term (9,413,000) CRHC land purchaseRemaining: Expires (Jan. 12, 2016) 15,587,000

COMMITTEE: Planning and Protective Services

FUNDING: Requisition and internal recoveries

In 2016, CRD Board approved the development of the Regional Housing First Program (RHFP). The RHFP is a six year capital housing program (2016-2021) that will be delivered in partnership with BCHMC and Island Health in order to decrease the level of chronic homelessness in the capital region.

Service was established by Bylaw No. 3712 cited as "Land Assembly, Housing and Land Banking Service Establishment Bylaw No. 1, 2010". 'Regional Housing' provides strategic planning and administrative oversight of the two service functions 'Housing Planning, Policy and Programs' and 'Capital Region Housing Corporation' (CRHC) for the Capital Regional District Board.

The Service, originally established in 1966, empowers the CRD to undertake land assembly for the purpose of either public or private housing and to undertake the development and operation of public housing pursuant to the National and Provincial Housing Acts including all of the powers of a municipality.

In 1982, the Letters Patent were amended to allow the CRD to create one or more corporations and the Capital Region Housing Corporation (CRHC) was incorporated in 1982. The CRHC owns and operates more than 1,400 affordable housing units and will continue to consider adding additional units to the portfolio to maintain and deliver affordable housing for the region.

In 2007, the Regional Housing Affordability Strategy was adopted and the 'Housing Secretariat' was formed to facilitate the development of housing through collaboration with other levels of government, agencies and funders. The Housing Secretariat administered the Regional Housing Trust Fund which has 11 (2015) municipalities, and 2 (2015) electoral areas participating in raising funds to provide assistance to the development of new affordable housing units.

In 2010, the Supplementary Letters Patent were converted to Establishment Bylaw No. 3712. The original service functions have been maintained with the addition of the ability to borrow $25 million for future land acquistion and housing development.

In 2015, 'Regional Housing' was assigned responsibility for strategic planning and administrative oversight of the two service functions 'Housing Planning, Policy and Programs' (formerly Housing Secretariat) and 'Capital Region Housing Corporation'. There will be no change to the CRD Service Participants as CRHC is funded independently through rental incomes and Federal/Provincial subsidies.


CAPITAL REGIONAL DISTRICT 1.310 LBH REGIONAL HOUSING ADMINISTRATION 30/10/2016

BUDGET REQUEST

1.310 LAND BANKING AND HOUSING 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021 REGIONAL HOUSING ADMINISTRATION BOARD ESTIMATED CORE


OPERATING COSTS:Salaries (Regular Full & Part-time) 160,510 159,690 165,476 0 0 165,476 168,790 172,160 175,600 179,120Allocation - Finance 6,070 6,070 1,800 0 0 1,800 1,840 1,870 1,910 1,950Allocation - Human Resources 3,560 3,560 3,900 0 0 3,900 3,980 4,060 4,130 4,220Allocation - GM Planning and Protective Services 24,650 24,650 25,020 0 0 25,020 25,520 26,030 26,550 27,080Allocation - Building Occupation 4,650 4,650 4,740 0 0 4,740 4,830 4,930 5,030 5,130Allocation - Information Technology Support 2,660 2,660 2,714 0 0 2,714 2,766 2,820 2,882 2,934Conferences and Staff Training 3,500 3,500 3,500 0 0 3,500 3,570 3,640 3,720 3,790Operating - Other Costs 1,500 2,320 3,060 0 0 3,060 3,124 3,190 3,258 3,316





Debt Expenditures 0 0 0 0 0 0 0 0 0 0 MFA Debt Reserve 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 207,100 207,100 210,210 0 0 210,210 214,420 218,700 223,080 227,540


Internal Recoveries - 30% Housing Planning & Programs (64,650) (64,650) (65,620) 0 0 (65,620) (66,940) (68,270) (69,640) (71,030) Internal Recoveries - 70% Capital Region Housing (142,450) (142,450) (144,590) 0 0 (144,590) (147,480) (150,430) (153,440) (156,510)


0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0 Revenue - Other 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 0 0 0 0

*Percentage Increase over prior year 0.00% 0.00% 0.00% 0.00% 0.00% 0 0.00% 0.00% 0.00% 0.00%

Equipment Replacement Reserve 0 0 0 0 0 0 0 0 0 0

PARTICIPANTS: Internal Recovery AUTHORIZED POSITIONS:Salaried: Snr Manager Regional Housing 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00Term 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.310 LBH REGIONAL HOUSING ADMINISTRATION 30/10/2016 15

CAPITAL REGIONAL DISTRICT 1.310 LBH HOUSING PLANNING, POLICY AND PROGRAMS 30/10/2016

BUDGET REQUEST

1.310 LAND BANKING AND HOUSING 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021 HOUSING PLANNING, POLICY AND PROGRAMS BOARD ESTIMATED CORE


OPERATING COSTS: RevisedSalaries (Regular Full & Part-time) 211,260 208,345 215,770 0 0 215,770 234,400 239,090 243,870 248,750Wages & Benefits (Term) add HPS .5FTE Sep/16-Mar/18 14,220 14,220 78,560 0 0 78,560 48,020 9,800 0 0Allocation - Finance 11,476 11,476 12,000 0 0 12,000 12,240 18,010 18,370 18,730Allocation - Human Resources 5,287 5,287 4,200 0 0 4,200 4,280 4,370 4,470 4,550Allocation - Regional Housing Admin 64,650 64,650 65,620 0 0 65,620 66,940 68,270 69,640 71,030Allocation - All Others 16,157 9,900 10,360 0 0 10,360 10,565 10,780 10,995 11,210Consultants (RHAS Update contract) 77,000 93,655 10,000 0 0 10,000 10,000 10,000 10,000 10,000Contract for Services (Process Mapping Project) 0 28,300 0 0 0 0 0 0 0 0Legal (RHFP agreements) 26,000 26,000 9,000 0 0 9,000 9,000 9,000 9,000 9,000Contribution to Projects (Seniors Project & Kings Boiler) 0 41,780 0 0 0 0 0 0 0 0Conferences and Staff Training 8,200 2,985 5,200 0 0 5,200 5,000 5,000 5,000 2,770Operating - Other Costs 13,610 12,652 9,870 0 0 9,870 10,495 9,980 9,355 8,540


*Percentage Increase over prior year 0.00% 15.94% -6.09% 0.00% 0.00% -6.09% -2.29% -6.48% -0.94% 1.02%

CAPITAL / RESERVE Transfer to Equipment Replacement Reserve 1,760 1,760 2,000 0 0 2,000 2,000 2,000 2,000 2,000 Transfer to Internal Reserve Account (RHFP) 0 0 0 0 0 0 0 100,000 (100,000) 0 - for future MFA Debt Reserve payment timing differencesTOTAL CAPITAL / RESERVES 1,760 1,760 2,000 0 0 2,000 2,000 102,000 (98,000) 2,000

Debt Expenditures 1,000,000 1,000,000 1,000,000 0 0 1,000,000 1,000,000 1,460,000 2,320,000 2,320,000 MFA Debt Reserve 1,880 1,880 1,820 0 0 1,820 1,880 101,880 101,880 1,880

TOTAL COSTS 1,451,500 1,522,890 1,424,400 0 0 1,424,400 1,414,820 2,048,180 2,704,580 2,708,460

*Percentage Increase over prior year 0.00% 4.92% -1.87% 0.00% 0.00% -1.87% -0.67% 44.77% 32.05% 0.14%



Balance C/F from Prior to Current year (32,687) (32,687) 0 0 0 0 0 0 0 0Admin Fees Charged to RHTF-suspended 2019-2021 (31,600) (34,810) (32,210) 0 0 (32,210) (32,840) (1,000) (1,000) (1,000)Federal Grants - HPS Program (86,490) (86,490) (112,270) 0 0 (112,270) (79,770) (12,920) 0 0Provincial Grants - Kings Boiler & Process Mapping Project 0 (35,780) 0 0 0 0 0 0 0 0Local Grants - UBCM Seniors & GVCEH Process Mapping 0 (32,400) 0 0 0 0 0 0 0 0CRHC Annual Land Lease Payment (Willowdene) (63,000) (63,000) (63,000) 0 0 (63,000) (63,000) (63,000) (63,000) (63,000)CRHC Annual RHFP Debt Payments to CRD LBH 0 0 0 0 0 0 0 (320,000) (320,000) (320,000)

Interest Income (1,950) (1,950) (1,870) 0 0 (1,870) (2,740) (3,050) (3,260) (5,630) Payments In Lieu of Taxes (increase 2019) (71,213) (71,213) (71,210) 0 0 (71,210) (71,200) (134,685) (134,685) (134,685)

TOTAL REVENUE (286,940) (358,330) (280,560) 0 0 (280,560) (249,550) (534,655) (521,945) (524,315)

REQUISITION (1,164,560) (1,164,560) (1,143,840) 0 0 (1,143,840) (1,165,270) (1,513,525) (2,182,635) (2,184,145)


RHFP Internal Reserve Account 0 0 0 0 0 0 100,000 0 0 - for future MFA Debt Reserve payment timing differences

PARTICIPANTS: All Municipalities and Electoral Areas, Tsawout and Songhees First NationsAUTHORIZED POSITIONS:Salaried 1.50 1.50 1.50 0.00 0.00 1.50 1.50 1.50 1.50 1.50Term - HPP .5FTE (2017-2021) 0.00 0.50 0.50 0.00 0.00 0.50 0.50 0.50 0.50 0.50Term - HPS .5FTE (2014-2019) new .5FTE (2016-2018) 0.50 1.00 1.00 0.00 0.00 1.00 1.00 0.50 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.310 LBH HOUSING PLANNING, POLICY AND PROGRAMS 30/10/2016 16

SCHEDULE B

1.310 Land Banking and Housing2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B - - 10,000,000 10,000,000 - 20,000,000 Equipment E - 4,000 - 4,000 - 8,000

- 4,000 10,000,000 10,004,000 - 20,008,000

SOURCE OF FUNDS

Debenture Debt ( New Debt Only) Deb - - 10,000,000 10,000,000 - 20,000,000 Equipment Replacement Fund ERF - 4,000 - 4,000 - 8,000

- 4,000 10,000,000 10,004,000 - 20,008,000



17

CAPITAL BUDGET FORM Service #: 1.3102017 & Forecast 2018 to 2021 Service Name: Land Banking and Housing


No. Capital Exp.Type Capital Project DescriptionTotal Project

BudgetAsset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

17-01 Replacement Replacing computers N/A E ERF - - 4,000 - 4,000 - 8,000 19-01 New Construction RHFP housing units 20,000,000 B Debt - - - 10,000,000 10,000,000 - 20,000,000

Total 20,000,000 - - 4,000 10,000,000 10,004,000 - 20,008,000





18

Service: 1.310 Land Banking and Housing

17-01 Computer replacement

2018 - two computers replaced.

2020 - two computers replaced.

19-01 Regional housing First Program

2019-2020 phased in $20M equipment purchase of new affordable rental housing units.

19

1.310 Land, Banking and HousingAsset and Reserve Summary2017 - 2021 Financial Plan

Land, Banking and Housing




Planned Purchase (Based on Capital Plan) (25,000) - (4,000) - (4,000) -


Interest Income* 170



Budget

2016 Regional Housing office space reorganization. 2018 two computers replaced2020 two computers replaced


Asset Profile

Assets held by the Land, Banking and Housing service area consist of land, 6 building units, built in 2012, and office equipment. The total historical value as of Dec 31, 2015 was $17.6M. The equipment replacement funds set aside are for replacement of office equipment only. The building units are currently under operating and maintenance contract and do not require ongoing capital investment. Lifecycle replacement funding has not been set aside for the buildings.

Equipment Replacement Schedule

20

- - - - -

Service: 1.311 Regional Housing Trust Fund Committee: Planning and Protective Services

DEFINITION:

This service was established by Bylaw No. 3266 cited as "Capital Regional District Regional Housing Trust Fund Service EstablishmentBylaw No. 1, 2005". Administered by Regional Housing, per Bylaw No.3294 cited as "Capital Regional District Housing Trust FundCommission and Administrative Bylaw No. 1, 2005".


The function enables the CRD to provide capital funding to:1) assist in the acquisition, development and retention of housing that is affordable2) facilitate social and economic investment in affordable housing3) assist people in core housing need4) facilitate achieving the strategic directions outlined in the CRD's Regional Growth Strategy / Housing Affordability Strategy

PARTICIPATION:

The member municipalities of Metchosin, North Saanich, Saanich, View Royal, Victoria, Salt Spring Island (2006), Sooke (2006), CentralSaanich (2007), Esquimalt (2007), Oak Bay (2008), Sidney and Southern Gulf Islands (2010), Highlands (2014) and Colwood (2016 pending)based 50% on population and 50% on converted assessments.

MAXIMUM LEVY:

2011: $882,5942012: $901,570 (includes 2.15% increase for inflation)2013: $910,585 (includes 1% increase for inflation)2014: $925,300 (Highlands joined and includes 1% increase for inflation)2015: $934,500 (includes 1% increase for inflation)2016: $953,240 (includes 2% increase for inflation)2017: $967,540 (includes 1.5% increase for inflation)

MAXIMUM CAPITAL DEBT:Nil

COMMISSION:

Regional Housing Trust Fund

FUNDING:

Requisition


CAPITAL REGIONAL DISTRICT 1.311 REGIONAL HOUSING TRUST FUND 30/10/2016

BUDGET REQUEST

1.311 - REGIONAL HOUSING TRUST FUND 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE

Note: Service Phased-out effective 2019 BUDGET ACTUAL BUDGET ONGOING ONE-TIME TOTAL TOTAL TOTAL TOTAL TOTAL

OPERATING COSTS:

Prior Year Unallocated Capital Grants 732,855 732,855 0 0 0 0 0 0 0 0 Third Party Payments - Current Year Capital Grants 973,370 973,370 992,320 0 0 992,320 1,010,930 660,000 0 0 Housing Programs Administration Service Fee 30,600 36,110 31,210 0 0 31,210 31,840 0 0 0 Allocation - Finance 10,752 10,752 5,300 0 0 5,300 5,410 0 0 0 Consultant Expenses 1,000 0 1,000 0 0 1,000 1,000 0 0 0 Legal/Auditing Costs 4,000 0 4,000 0 0 4,000 4,000 0 0 0 Other Costs 1,313 803 1,510 0 0 1,510 1,510 0 0 0

TOTAL OPERATING COSTS 1,753,890 1,753,890 1,035,340 0 0 1,035,340 1,054,690 660,000 0 0





TOTAL COSTS 1,753,890 1,753,890 1,035,340 0 0 1,035,340 1,054,690 660,000 0 0



OPERATING COSTS LESS INTERNAL RECOVERIES 1,753,890 1,753,890 1,035,340 0 0 1,035,340 1,054,690 660,000 0 0


Surplus / (Deficit) 0Balance C/F from Prior to Current year (732,855) (732,855) 0 0 0 0 0 0 0 0 Revenue - Other (4,320) (4,320) (4,320) 0 0 (4,320) (4,320) 0 0 0 Grants In Lieu of Taxes (63,475) (63,475) (63,480) 0 0 (63,480) (63,480) (63,480) 0 0 Grants - Other 0 0 0 0 0 0 0 0 0 0

TOTAL REVENUE (800,650) (800,650) (67,800) 0 0 (67,800) (67,800) (63,480) 0 0

REQUISITION (953,240) (953,240) (967,540) 0 0 (967,540) (986,890) (596,520) 0 0

*Percentage Increase over prior year 0.00% 0.00% 1.50% 0.00% 0.00% 1.50% 2.00% -39.56% 0.00% 0.00%

PARTICIPANTS: Victoria, C.Saanich, Esquimalt, Saanich,Oak Bay, N. Saanich, Metchosin, View Royal, Sooke, Sidney,Highlands, SSI, SGI

AUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.311 REGIONAL HOUSING TRUST FUND 30/10/2016 22

Service: 1.324 Regional Planning Services Committee: Planning, Transportation & Protective Services

DEFINITION:

Regional Planning includes two service functions:

Regional Information – which maintains a regional information base an perspective on population, employment, economic development and land use trends. The service provides regional, sub-regional and municipal statistics, trend analysis and research tools to member municipalities and a wide variety of public, private and community clientele.

Regional Transportation – manages and applies the regional transportation model. The service analyzes the impacts of actual and projectedchanges to the transportation system and conducts/commissions transportation-related studies and reports. Regional transportation providesadvice and information to the CRD Board, other departments and other jurisdictions on policies and issues related to the regionaltransportation strategy (Travel Choices).


Regional Planning provides information and planning services including regional, sub-regional and municipal statistics, trend analysis, transportation, policy development, planning and modeling. The information also assists in preparation of the state of the region report as the annual legislative reporting requirement for the Regional Growth Strategy and as an information base for the development of municipaland electoral area official community plans. The information and analysis also supports the regional transportation and urban growthmodels and assists municipalities and local and regional agencies in their planning work.

PARTICIPATION:

All member municipalities (Central Saanich; Colwood; Esquimalt; Highlands; Langford; Metchosin; North Saanich; Oak Bay; Saanich;Sidney; Sooke: Victoria; View Royal) and Electoral Areas within the CRD (Juan de Fuca, Southern Gulf Islands, Salt Spring Island).

MAXIMUM LEVY:

None stated

FUNDING:

Requisition


CAPITAL REGIONAL DISTRICT 1.324 REGIONAL PLANNING SERVICES 11/03/2016

2016 2016 2017 2017 2017 2017Regional Planning Services BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Regional Information SystemsSalaries & Wages 306,430 304,030 314,770 - - 314,770 319,480 324,290 329,180 334,170 Contract for Services 10,150 10,150 10,300 - - 10,300 10,500 10,710 10,920 11,140 Consulting 25,370 25,370 25,750 - - 25,750 26,270 26,800 27,340 27,890 Allocations 110,820 110,820 114,870 - - 114,870 117,150 119,490 121,880 124,320 Demographic Analysis - - 80,000 - - 80,000 - - - - Other Operating Expenses 48,930 44,310 49,660 - - 49,660 78,980 80,560 82,150 83,790 TOTAL RIS 501,700 494,680 595,350 - - 595,350 552,380 561,850 571,470 581,310

*Percentage Increase over prior year 18.7% 18.7% -7.2% 1.7% 1.7% 1.7%

Regional TransportationSalaries & Wages 392,540 390,990 400,410 - - 400,410 406,580 412,880 419,300 425,840 Contract for Services 60,900 57,900 58,770 - - 58,770 59,950 61,150 62,370 63,620 Active & Healthy Communities 125,000 125,000 125,000 - - 125,000 - - - - Origin/Destination Study - - 400,000 - - 400,000 - - - - Model Recallibration - - - - - - 180,000 - - - Transfer to Internal Reserve Account 69,370 69,370 52,780 - - 52,780 71,820 73,260 74,730 76,220 Allocations 53,190 53,190 55,190 - - 55,190 56,290 57,410 58,560 59,740 Other Operating Expenses 13,250 23,700 23,850 - - 23,850 24,320 24,800 25,280 25,870 TOTAL Regional Transportation 714,250 720,150 1,116,000 - - 1,116,000 798,960 629,500 640,240 651,290

*Percentage Increase over prior year 56.2% 56.2% -28.4% -21.2% 1.7% 1.7%

Regional AgricultureTOTAL OPERATING COSTS 1,215,950 1,214,830 1,711,350 - - 1,711,350 1,351,340 1,191,350 1,211,710 1,232,600

*Percentage Increase over prior year 40.7% 40.7% -21.0% -11.8% 1.7% 1.7%

CAPITAL / RESERVETransfer to Equipment Replacement Fund 10,000 10,000 10,000 - - 10,000 10,000 10,000 10,000 10,000


TOTAL COSTS 1,225,950 1,224,830 1,721,350 - - 1,721,350 1,361,340 1,201,350 1,221,710 1,242,600


Estimated balance c/fwd from 2016 to 2017 - - - - - - - - - - Sale of Goods and Services (250) - (250) - - (250) (250) (250) (250) (250) Revenue - Other (350) - (350) - - (350) (350) (350) (350) (350) Recovery - Other (520) - (520) - - (520) (520) (520) (520) (520) Grants in Lieu of Taxes (59,770) (59,770) (57,730) - - (57,730) (58,890) (60,070) (61,270) (62,500) Transfer from Internal Reserve Account - - (480,000) - - (480,000) (180,000) - - -

TOTAL REVENUE (60,890) (59,770) (538,850) - - (538,850) (240,010) (61,190) (62,390) (63,620)

REQUISITION (1,165,060) (1,165,060) (1,182,500) - - (1,182,500) (1,121,330) (1,140,160) (1,159,320) (1,178,980)

*Percentage increase over prior year requisition 1.5% 1.5% -5.2% 1.7% 1.7% 1.7%

Salaried 5.5 5.5 5.5 - - 5.5 5.5 5.5 5.5 5.5


24

SCHEDULE B

1.324 Regional Planning Services2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 10,030 16,500 2,500 10,120 5,000 44,150

10,030 16,500 2,500 10,120 5,000 44,150

SOURCE OF FUNDS


10,030 16,500 2,500 10,120 5,000 44,150




CAPITAL BUDGET FORM Service #: 1.3242017 & Forecast 2018 to 2021 Service Name: Regional Planning Services




Asset Class

Funding Source

Carry Forward 2017 2018 2019 2020 2021

5 - Year Total

17-01 Replacement Computer 39,120 E ERF - 5,000 16,500 2,500 10,120 5,000 39,120 17-02 Renewal Tempest Software Upgrade 5,030 E ERF 5,030 5,030

Total 44,150 - 10,030 16,500 2,500 10,120 5,000 44,150





26

Service: 1.324 Regional Planning Services

17-01 Computer Replacement (2017-2021) $39,120

As per IT computer replacement schedule:

2017 -1 $5,0002018 - 5 $16,5002019 - 1 $2,5002020 - 5 $10,1202021 - 2 $5,000

17-02 Tempest Software Upgrade $5,030

27

1.324 Regional Planning Asset and Reserve Summary Schedule2017 - 2021 Financial Plan

Regional Planning

Equipment Replacement Fund EstimateProjected year end balance 2016 2017 2018 2019 2020 2021



Transfer from Operating Budget 10,000 10,000 10,000 10,000 10,000 10,000 Interest Income* 1,708 - - - - -


Asset Profile

Regional Planning has office equipment and furniture with a historical value as of Dec 31, 2015 of $64K.

Maintain adequate funding for lifecycle replacement of computer equipment and furnishings. No more than $150,000 required.


ERF Cash Flow

Budget


28

Service: 1.330 Regional Growth Strategy Committee: Planning, Transportation & Protective Services

DEFINITION:

This service is responsible for developing, coordinating, monitoring and updating the Regional Growth Strategy (RGS). The service includesproviding advice and information to the CRD Board and other departments on policies and issues related to the RGS including the ongoingmonitoring of its implementation. The Regional Growth Strategy is contained within CRD Bylaw No.2952 (Adopted August 2003) and wasamended through CRD Bylaw 3244 (Amendment Bylaw No.1 2007)


The Regional Growth Strategy/Sustainability service is responsible for developing, coordinating, monitoring and updating the RegionalGrowth Strategy (RGS) pursuant to the legislative provisions of the Local Government Act . The RGS is contained within CRD Bylaw No.2952 (adopted August 2003) and was amended through CRD Bylaw 3244 (Amendment Bylaw No.1 2007). The service administers the RGS through the review and reporting on municipal regional context statements, assessment of compliance of regionaldistrict bylaws, and providing advice and information to the CRD Board and other departments on policies and issues related to the RGSincluding the ongoing monitoring of its implementation.

PARTICIPATION:

All member municipalities (Central Saanich; Colwood; Esquimalt; Highlands; Langford; Metchosin; North Saanich; Oak Bay; Saanich;Sidney; Sooke: Victoria; View Royal) and the Juan de Fuca Electoral Area.

MAXIMUM LEVY:

None stated

FUNDING:

Requisition


CAPITAL REGIONAL DISTRICT 1.330 REGIONAL GROWTH STRATEGY 11/17/2016

2016 2016 2017 2017 2017 2017REGIONAL GROWTH STRATEGY BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Salaries & Wages 252,070 252,070 250,890 - - 250,890 254,750 258,680 262,690 266,770 Contract for Services 15,220 - 15,450 - - 15,450 15,760 16,070 16,390 16,710 Farm Infrastructure Business Plan - - - - - - 50,000 - - - Consulting 1,700 - 1,730 - - 1,730 1,760 1,790 1,830 1,870 Allocations 88,160 88,930 89,240 - - 89,240 90,620 92,420 94,270 96,150 Other Operating Expenses 35,750 26,120 36,290 - - 36,290 36,990 37,730 38,520 39,290


*Percentage Increase over prior year 0.2% 14.3% -9.6% 1.7% 1.7%

TOTAL COSTS 392,900 367,120 393,600 - - 393,600 449,880 406,690 413,700 420,790

INTERNAL RECOVERIES - - - - - - - - - -

OPERATING COSTS LESS INTERNAL RECOVERIES 392,900 367,120 393,600 - - 393,600 449,880 406,690 413,700 420,790


Estimated balance c/fwd from 2016 to 2017 - 25,580 (25,580) - - (25,580) - - - - Balance c/fwd from 2015 to 2016 (20,240) (20,240) - - - - - - - -

- - - - - Revenue - Other (200) - (200) - - (200) (200) (200) (200) (200) Provincial Grant - - - - - - - - - - Grants in Lieu of Taxes (21,600) (21,600) (16,440) - - (16,440) (16,770) (17,110) (17,450) (17,800)

TOTAL REVENUE (42,040) (16,260) (42,220) - - (42,220) (16,970) (17,310) (17,650) (18,000)

REQUISITION (350,860) (350,860) (351,380) - - (351,380) (432,910) (389,380) (396,050) (402,790)

*Percentage increase over prior year requisition 0.1% 23.2% -10.1% 1.7% 1.7%

AUTHORIZED POSITIONS:Salaried 2.0 2.0 2.0 - - 2.0 2.0 2.0 2.0 2.0


30

Service: 1.025 Corporate Emergency Committee: Planning, Transportation & Protective Services

DEFINITION:

Planning and coordination for disasters or emergencies.


Coordinate and administer the Corporate Emergency Plan in accordance with the Emergency Program Act as a local authority and regionalservice provider and ensure integration with the three Electoral Area Emergency Plans to provide business continuity and CRD divisionalcoordination in the case of an emergency.

PARTICIPATION:


MAXIMUM LEVY:

N/A

COMMITTEE:

Planning, Transportation & Protective Services

FUNDING:

Requisition


1.025 CORPORATE EMERGENCY PROGRAM

2016 2016 2017 2017 2017 20171.025 CORPORATE EMERGENCY BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Software Licences 21,160 23,120 21,160 - - 21,160 21,580 22,010 22,450 22,900

Allocations 132,190 112,190 112,080 - - 112,080 114,320 116,610 118,930 121,310

Supplies 4,060 2,100 4,120 - - 4,120 4,200 4,280 4,370 4,460

Other Operating Expenses 22,970 22,970 23,380 - - 23,380 20,950 21,490 21,970 22,460


*Percentage Increase over prior year 0.2% -10.9% 0.2% 2.1% 2.0% 2.0%

CAPITAL/RESERVESTransfer to Equipment Replacement Fund - 20,000 2,050 - - 2,050 5,000 5,000 5,000 5,000

TOTAL COSTS 180,380 180,380 162,790 - - 162,790 166,050 169,390 172,720 176,130


REQUISITION (180,380) (180,380) (162,790) - - (162,790) (166,050) (169,390) (172,720) (176,130)

*Percentage increase over prior year requisition -9.8% -9.8% 2.0% 2.0% 2.0% 2.0%


32

SCHEDULE B

1.025 Corporate Emergency2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 35,700 19,825 7,450 7,575 - 70,550

35,700 19,825 7,450 7,575 - 70,550

SOURCE OF FUNDS

Equipment Replacement Fund E 35,700 19,825 7,450 7,575 - 70,550

35,700 19,825 7,450 7,575 - 70,550




CAPITAL BUDGET FORM Service #: 1.0252017 & Forecast 2018 to 2021 Service Name: Corporate Emergency




Asset Class

Funding Source

Carry Forward 2017 2018 2019 2020 2021

5 - Year Total

17-01 Replacement EOC Laptop (3/year) 24,750 E ERF - 6,000 6,125 6,250 6,375 - 24,750 17-02 Replacement Charging Cart 2,500 E ERF - 2,500 2,500 17-03 Replacement EOC Telephone (3/year) 4,800 E ERF - 1,200 1,200 1,200 1,200 4,800 17-04 Replacement EOC Printer / Scanner 1,000 E ERF - 1,000 1,000 17-05 Replacement Network Infrastructure EOC wiring 25,000 E ERF - 25,000 25,000 18-01 Replacement Mobile Smart Board (EOC) 12,500 E ERF - 12,500 12,500

Total 70,550 - 35,700 19,825 7,450 7,575 - 70,550




34

Service: 1.025 Corporate Emergency

17-01 EOC Laptop Computer Replacement (2017-2020) $24,750

17-02 Charging Cart (2017) $2,500

17-03 EOC Telephone (3/year) (2017-2020) $4,800

17-04 EOC Printer / Scanner (2017) $1,000For Corporate HQ EOC

17-05 Network Infrastructure EOC wiring (2017) $25,000

18-01 Mobile Smart Board (EOC) (2018) $12,500For communication at HQ EOC during an emergency

3 laptops per year required in Corporate HQ EOC

For phones and computer hookup

To ensure that EOC computer equipment always has a power supply

3 mobile telephones per year required in Corporate HQ EOC

35

1.025 Corporate EmergencyAsset and Reserve Summary2017 - 2021 Financial Plan

Corporate Emergency



Planned Purchase (Based on Capital Plan) (1,766) (35,700) (19,825) (7,450) (7,575) -


Interest Income* 727 - - - - -

Ending Balance $ 61,068 27,418 12,593 10,143 7,568 12,568


Asset Profile

Corporate emergency assets consist of emergency equiment, office equipment and a vehicle with a total historical value as of Dec 31, 2015 of $55K.

Assumptions/Background:Maintain balance sufficient to meet lifecycle replacement needs and emergency needs. Balance has historically been maintained at $50,000.

Reserve Cash Flow

Budget

36

Service: 1.374 Regional Emergency Program Support Committee: Planning, Transportation & Protective Services

DEFINITION:

An information and resource management system to coordinate with local emergency programs in support of local authorities and strengthen the capacity to manage a multi-jurisdictional emergency event or regional disaster.


Under Bylaw 3530, this service was established in 2008 to provide an information and resource management system to coordinate withlocal emergency programs in support of local authorities and strengthen the capacity to manage a multi-jurisdictional emergency eventor regional disaster.

This service also supports two advisory commissions, the Local Government Emergency Program Advisory Commission(LGEPAC – Bylaw 3531), consisting of municipal and electoral area representatives and the Regional Emergency CoordinatorsAdvisory Commission (RECAC – Bylaw 3566), consisting of government, NGOs, education, utility and health representatives.

PARTICIPATION:

All municipalities and electoral areas.

FUNDING:

Requisition


1.374 REGIONAL EMERGENCY PROGRAM SUPPORT

2016 2016 2017 2017 2017 2017Regional Emergency Program Support BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Salaries 76,990 78,460 86,580 - 86,580 90,600 91,910 93,250 94,620Staff Training & Development 5,280 5,280 1,000 - 1,000 1,020 1,040 1,060 1,080Program Development 25,890 23,230 27,540 - 27,540 28,090 28,650 29,220 29,800Registrations - Conferences & Seminars 1,140 1,860 1,160 - 1,160 1,180 1,200 1,220 1,240Supplies 2,500 750 750 - 750 770 790 810 830Allocations 19,150 19,150 18,470 - 18,470 18,830 19,200 19,570 19,960Other Operating Expenses 5,160 3,780 3,250 - 3,250 3,310 3,370 3,430 3,490

TOTAL OPERATING COSTS 136,110 132,510 138,750 - 138,750 143,800 146,160 148,560 151,020

*Percentage Increase over prior year 2% 4% 2% 2% 2%

TOTAL COSTS 136,110 132,510 138,750 - 138,750 143,800 146,160 148,560 151,020


Estimated balance C/F from 2016 to 2017 - 17,220 (17,220) - (17,220) - - - -Balance C/F from 2015 to 2016 (16,270) (16,270) - - - - - - -Revenue - Other (100) (13,720) (100) - (100) (100) (100) (100) (100)Grants in Lieu of Taxes (7,160) (7,160) (7,160) - (7,160) (7,300) (7,450) (7,600) (7,750)

TOTAL REVENUE (23,530) (19,930) (24,480) - (24,480) (7,400) (7,550) (7,700) (7,850)

REQUISITION (112,580) (112,580) (114,270) - (114,270) (136,400) (138,610) (140,860) (143,170)



-------

-

-

----

-

-

38

Service: 1.375 Hazardous Material Incident Response Committee: Planning, Transportation & Protective Services

DEFINITION:

A service of preparation for a hazardous materials emergency and providing for a system of response to hazardous material emergency incidents in the Capital Regional District. Established by Bylaw No. 3322 (2006).


This regional emergency response service was established in 2006 under Bylaw 3322. The service provides immediate response tohazardous spills or emergencies within the CRD.

The program provides a high level of professional expertise by providing specialized training and equipment to firefighters throughoutthe CRD to support the response by local fire departments to these events.

PARTICIPATION:

Electoral Area's of Juan de Fuca, Salt Spring Island and Southern Gulf Islands, the municipalities of North Saanich, Sidney, Central Saanich,Saanich, Victoria, Oak Bay, Esquimalt, View Royal, Colwood, Langford, Highlands, Metchosin, Sooke, and Tsawout and Songhees FirstNations.

MAXIMUM LEVY:

Greater of $400,000 or $0.007 / $1,000

FUNDING:

Requisition


1.375 HAZARDOUS MATERIALS INCIDENT RESPONSE

2016 2016 2017 2017 2017 2017HAZARDOUS MATERIALS INCIDENT RESPONSE BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

District of C Saanich Contract 54,380 54,380 55,200 - - 55,200 56,300 57,430 58,580 59,750 Staff Training & Development 128,760 108,150 125,930 - - 125,930 122,540 119,090 115,560 111,960 Purchased Maintenance - Equipment 11,880 8,340 12,060 - - 12,060 12,300 12,550 12,800 13,060 Allocations 85,730 85,730 87,100 - - 87,100 88,840 90,610 92,410 94,260 Other Operating Expenses 25,310 17,840 25,650 - - 25,650 26,160 26,680 27,220 27,760



CAPITAL / RESERVE

Transfer to Equipment Replacement Fund 7,770 40,150 7,890 - - 7,890 7,690 7,470 7,260 7,040


TOTAL COSTS 313,830 314,590 313,830 - - 313,830 313,830 313,830 313,830 313,830


Interest Income (300) (300) (300) - - (300) (300) (300) (300) (300) Grants in Lieu of Taxes (18,070) (18,830) (18,070) - - (18,070) (18,070) (18,070) (18,070) (18,070)

TOTAL REVENUE (18,370) (19,130) (18,370) - - (18,370) (18,370) (18,370) (18,370) (18,370)

REQUISITION (295,460) (295,460) (295,460) - - (295,460) (295,460) (295,460) (295,460) (295,460)



40

SCHEDULE B

1.375 Hazardous Material Incident Response2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 10,000 10,000 10,000 10,000 10,000 50,000

10,000 10,000 10,000 10,000 10,000 50,000

SOURCE OF FUNDS


10,000 10,000 10,000 10,000 10,000 50,000




CAPITAL BUDGET FORM Service #: 1.3752017 & Forecast 2018 to 2021 Service Name: Hazardous Material Incident Response




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

17-01 Replacement Hazmat Equipment N/A E ERF - 10,000 10,000 10,000 10,000 10,000 50,000

Total - - 10,000 10,000 10,000 10,000 10,000 50,000




42

Service: 1.375 Hazardous Material Incident Response

17-01 Hazmat Equipment Replacement (2017-2021) $50,000

Replacement of Hazmat equipment

43

1.375 Hazardous MaterialAsset and Reserve Summary2017 - 2021 Financial Plan

Hazardous Material



Planned Purchase (Based on Capital Plan) - (10,000) (10,000) (10,000) (10,000) (10,000)

Transfer from Operating Budget 40,150 7,890 7,690 7,470 7,260 7,040Interest Income* - - - - - -

Ending Balance $ 260,933 258,823 256,513 253,983 251,243 248,283


Asset Profile

Assets held by the Hazardous Material service consist of vehicles and equiment. The total historical value as of Dec 31, 2015 for all assets was $514K.

Transfer as much as operating budget will allow in order to provide sufficient funds to replace expensive assets

Reserve Schedule

Reserve Fund: 1.375 Hazardous Material Incident Response

Budget


44

Service: 1.911 911 Call Answer Committee: Planning, Transportation & Protective Services

DEFINITION:

To finance, install, operate and maintain a 911 Emergency Response Telephone Service within all or part of the participating membermunicipalities, all Electoral Areas, and the Tsawout and Songhees First Nations (CRD Bylaw No. 2468 "Emergency Response Extended Service Establishment Bylaw No. 1, 1997").


To finance, install, operate and maintain a 911 emergency response telephone service within all or part of the Capital Region, and toprovide primary call answer services (PSAP) at the Victoria RCMP Operation Communications Centre in Langford for those juridictions policed by the RCMP.

PARTICIPATION:

On the basis of population as determined annually by the Regional Planning Services Department of the Capital Regional District.

FUNDING:

Requisition


Service: 1.911 911 Call Answer Committee: Planning, Transportation & Protective Services

2015 PercentageMUNICIPALITIES Populations of Total

City of Colwood 16,646 4.42%City of Victoria 83,698 22.24%District of Central Saanich 16,590 4.41%District of Highlands 2,184 0.58%District of Langford 33,630 8.94%District of Metchosin 4,989 1.33%District of North Saanich 11,528 3.06%District of Saanich 113,493 30.16%District of Sooke 12,777 3.40%District of Oak Bay 18,366 4.88%Town of Sidney 11,537 3.07%Town of View Royal 10,009 2.66%Township of Esquimalt 16,800 4.46%

ELECTORAL AREAS

Juan de Fuca 4,792 1.27%Southern Gulf Islands 5,143 1.37%Saltspring Island 10,664 2.83%

FIRST NATIONS TAXATION

Songhees 1,727 0.46%Tsawout 1,759 0.47%

TOTAL 376,331 100.00%


1.911 CALL ANSWER

2016 2016911 CALL ANSWER BOARD ESTIMATED CORE

BUDGET ACTUAL BUDGET ONGOING ONE-TIME TOTAL 2018 2019 2020 2021

OPERATING COSTS:

Service Fees 198,920 205,570 198,920 - - 198,920 202,900 206,960 211,100 215,320 PSAP Call Answer 1,395,960 1,306,010 1,395,960 - - 1,395,960 1,423,880 1,452,360 1,481,410 1,511,040 Allocations 188,290 190,180 195,790 - - 195,790 199,700 203,700 207,770 211,930 Other Operating Expenses 29,250 15,060 29,290 - - 29,290 29,880 30,490 31,110 31,740



RESERVES/DEBTTransfer to Equipment Replacement Fund - 12,150 - - - - - - - - Debt Charges - - 112,000 - - 112,000 1,269,200 1,269,200 1,269,200 1,269,200

TOTAL RESERVES/DEBT - 12,150 112,000 - - 112,000 1,269,200 1,269,200 1,269,200 1,269,200

TOTAL COSTS 1,812,420 1,728,970 1,931,960 - - 1,931,960 3,125,560 3,162,710 3,200,590 3,239,230


Estimated balance c/fwd from 2016 to 2017 - - - - - - - - - - Service Fees (198,920) (205,570) (198,920) - - (198,920) (202,900) (206,960) (211,100) (215,320) CAL Received (1,500,000) (1,409,900) (1,500,000) - - (1,500,000) (1,530,000) (1,560,600) (1,591,810) (1,623,650) Transfer from Internal Reserve Account - - (112,000) (112,000) - - - - Lease Revenue - - - - - - (1,269,200) (1,269,200) (1,269,200) (1,269,200) Grants in Lieu of Taxes (7,390) (7,390) (7,390) - - (7,390) (7,530) (7,670) (7,830) (7,990)

TOTAL REVENUE (1,706,310) (1,622,860) (1,818,310) - - (1,818,310) (3,009,630) (3,044,430) (3,079,940) (3,116,160)

REQUISITION (106,110) (106,110) (113,650) - - (113,650) (115,930) (118,280) (120,650) (123,070)



2017

47

SCHEDULE B

1.911 911 Call Answer2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B 13,237,000 - - - - 13,237,000 Equipment E 1,420,130 - - - - 1,420,130 Land L 1,350,000 - - - - 1,350,000

16,007,130 - - - - 16,007,130

SOURCE OF FUNDS

Debenture Debt ( New Debt Only) Debt 16,000,000 - - - - 16,000,000 Equipment Replacement Fund ERF 7,130 - - - - 7,130

16,007,130 - - - - 16,007,130




CAPITAL BUDGET FORM Service #: 1.9112017 & Forecast 2018 to 2021 Service Name: 911 Call Answer


No. Capital Exp.TypeTotal Project

BudgetAsset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 2021 5 - Year Total

17-01 New Construction/ ProjeUnified Call Answer Centre 1,350,000 L Debt - 1,350,000 1,350,000 13,237,000 B Debt 13,237,000 13,237,000 1,413,000 E Debt 1,413,000 1,413,000

17-02 Renewal Tempest Software Upgrade 7,130 E ERF 7,130 7,130

Total 16,007,130 - 16,007,130 - - - - 16,007,130





49

Service: 1.911 911 Call Answer

17-01 Unified Call Answer Centre $16,000,000

Consolidated 911/Police Dispatch Centre

17-02 Tempest Software Upgrade $7,130

50

1.911 Call AnswerAsset and Reserve Summary2017 - 2021 Financial Plan

Call Answer

Note A: Insured Value TableDescription $ Amount*911 Emergency Response Equipment 860,522

CBC Tower and Site Buildings 47,100

Total 907,622$




Planned Purchase (Based on Capital Plan) - (7,130) - - - -

Transfer from Operating Budget 12,150 - - - - - Interest Income* - - - - - -


Asset Profile

The Capital Regional District currently has three 911 centres and is looking to modernize the system. Emergency Response (911) assets include 911 Emergency Response Equipment, and CBC Tower and site buildings. The total historical value as of Dec 31, 2015 for all assets was $1.5M with an estimated replacement value of $1M (Note A).



Budget

51

Service: 1.912 Call Answer - RCMP Committee: Planning, Transportation & Protective Services

DEFINITION:

To finance, install, operate and maintain a 911 Emergency Response Telephone Service within all or part of the participating membermunicipalities (CRD Bylaw No. 2468 "Emergency Response Telephone Extended Service Establishment Byalw No. 1, 1997").This function covers the costs of telephone operators in the West Shore detachment.

PARTICIPATION:


MAXIMUM LEVY:

No stated limit in establishment bylaw on operating costs.

52

1.912A RCMP CALL ANSWER

2016 2016BOARD ESTIMATED CORE

912 Call Answer - RCMP BUDGET ACTUAL BUDGET ONGOING ONE-TIME TOTAL 2018 2019 2020 2021

OPERATING COSTS:

PSAP Salaries & Wages 323,370 307,970 312,730 - - 312,730 317,260 321,880 326,590 331,400 RCMP Contract 105,500 105,500 105,070 - - 105,070 107,170 109,310 111,500 113,730 Allocations 139,760 139,700 144,450 - - 144,450 147,350 150,310 153,320 156,390 Other Operating Expenses 3,170 670 1,610 - - 1,610 1,640 1,670 1,700 1,730 Congtingency - - - - - - 11,600 13,500 15,450 17,430


*Percentage Increase over prior year -1.4% 3.8% 2.0% 2.0% 2.0%

West Shore PSAP share of Call Answer Revenue (462,670) (435,340) (462,670) - - (462,670) (471,920) (481,360) (490,990) (500,810)

OPERATING COSTS NET OF RECOVERY 109,130 118,500 101,190 - - 101,190 113,100 115,310 117,570 119,870


Estimated balance c/fwd from 2016 to 2017 - (9,740) 9,740 - - 9,740 - - - - Other Income (2,170) (1,800) (2,170) - - (2,170) (2,170) (2,170) (2,170) (2,170)

REQUISITION (106,960) (106,960) (108,760) - - (108,760) (110,930) (113,140) (115,400) (117,700)


FTE's 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5

-


2017

53

Service: 1.912B Call Answer - Municipalities Committee: Planning, Transportation & Protective Services

DEFINITION:

To transfer Call Answer Levies received from the telecommunications service providers on behalf of the Victoria and Saanich PSAPparticipants to the municipalities (Saanich, Victoria, Central Saanich, Esquimalt, and Oak Bay).

PARTICIPATION:


MAXIMUM LEVY:

Negative requisition; no stated limit

54

1.912B 911 CALL ANSWER MUNICIPALITIES

2016 2016912B CALL ANSWER - MUNICIPALITIES BOARD ESTIMATED CORE


EXPENDITURES

Return Grants in Lieu of Taxes 45,750 45,730 45,750 - - 45,750 45,750 45,750 45,750 45,750


Call Answer Levy Revenue (933,290) (870,670) (933,290) - - (933,290) (951,960) (971,000) (990,420) (1,010,230)Interest Income (750) (750) (750) - - (750) (750) (750) (750) (750)

TOTAL REVENUE (934,040) (871,420) (934,040) - - (934,040) (952,710) (971,750) (991,170) (1,010,980)

EXCESS OF REVENUE OVER EXPENDITURES (888,290) (825,690) (888,290) - - (888,290) (906,960) (926,000) (945,420) (965,230)

Estimated balance c/fwd from 2016 to 2017 - (62,600) 62,600 - - 62,600 - - - - Balance c/fwd from 2015 to 2016 17,860 17,860 - - - - - - - -

NEGATIVE REQUISITION 870,430 870,430 825,690 - - 825,690 906,960 926,000 945,420 965,230

*Percentage increase over prior year requisition -5.1% 9.8% 2.1% 2.1% 2.1%


2017

55

Service: 1.913 913 Fire Dispatch Committee: Planning, Transportation & Protective Services

DEFINITION:

To finance, install, operate and maintain a 911 Emergency Response Telephone Service within all or part of the participating membermunicipalities, all Electoral Areas and the Tsawout and Songhees First Nations (CRD Bylaw No. 2468 "Emergency Response Telephone Extended Service Establishment Bylaw No. 1,1997"). The District of Langford has a contract to handle this dispatch through the fire hall.


This service provides for call relay from the 911 PSAP to fire for the area of the CRD served by the Sooke, Westshore, and Gulf IslandsRCMP detachments.

The service funds a contract with Langford Fire to receive fire calls from the 911 Call Answer Centre at the Westshore RCMP.

The review of services for 911 will allow the CRD to reinvest and replace outdated equipment, with technology able to utilize current trendsin Next Generation and Phase II Wireless 911.

PARTICIPATION:


FUNDING:

Requisition


Service: 1.913 913 Fire Dispatch Committee: Planning, Transportation & Protective Services


District of Langford 33,630 45.34%District of Metchosin 4,989 6.73%District of Highlands 2,184 2.94%District of Sooke 12,777 17.22%

ELECTORAL AREAS

Juan de Fuca 4,792 6.46%Saltspring Island 10,664 14.38%Southern Gulf Islands 5,143 6.93%

TOTAL 74,179 100.00%


1.913 FIRE DISPATCH

2016 2016 2017 2017 2017 2017913 Fire Dispatch BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Contract for Services 442,060 442,060 491,560 - - 491,560 541,070 590,570 640,070 652,870 Allocations 25,610 25,610 26,690 - - 26,690 27,220 27,760 28,320 28,890 Other Operating Expenses 14,510 14,510 14,920 - - 14,920 15,210 15,510 15,810 16,120



CAPITAL / RESERVETransfer to Equipment Replacement Fund 7,960 7,960 7,960 - - 7,960 4,660 3,820 2,960 2,800 Equipment Purchases 4,360 - 1,880 - - 1,880 - - - -

TOTAL COSTS 494,500 490,140 543,010 - - 543,010 588,160 637,660 687,160 700,680


Estimated balance c/f from 2015 to 2016 (5,350) (5,350) Estimated balance c/f from 2016 to 2017 - 4,360 (4,360) - - (4,360) Grants in Lieu of Taxes (11,050) (11,050) (11,050) - - (11,050) (11,050) (11,050) (11,050) (11,050) Revenue - Other (200) (200) (200) - - (200) (200) (200) (200) (200)

TOTAL REVENUE (16,600) (12,240) (15,610) - - (15,610) (11,250) (11,250) (11,250) (11,250)

REQUISITION (477,900) (477,900) (527,400) - - (527,400) (576,910) (626,410) (675,910) (689,430)

*Percentage increase over prior year requisition 10.4% 10.4% 9.4% 8.6% 7.9% 2.0%


58

SCHEDULE B

1.913 913 Fire Dispatch2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 5,000 5,000 5,000 5,000 5,000 25,000

5,000 5,000 5,000 5,000 5,000 25,000

SOURCE OF FUNDS

Equipment Replacement Fund ER 5,000 5,000 5,000 5,000 5,000 25,000

5,000 5,000 5,000 5,000 5,000 25,000




CAPITAL BUDGET FORM Service #: 1.9132017 & Forecast 2018 to 2021 Service Name: 913 Fire Dispatch




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

17-01 Replacement Communication Equipment N/A E ERF - 5,000 5,000 5,000 5,000 5,000 25,000

Total - - 5,000 5,000 5,000 5,000 5,000 25,000





60

Service: 1.913 913 Fire Dispatch

17-01 $25,000Communication Equipment Replacement (2017-2021)

Replacement of communication equipment.

61

1.913 Fire DispatchAsset and Reserve Summary2017 - 2021 Financial Plan

Fire Dispatch


Beginning Balance (4,107) 3,603 6,563 6,223 5,043 3,003

Planned Purchase (Based on Capital Plan) (250) (5,000) (5,000) (5,000) (5,000) (5,000)


Interest Income* - - - - - -

Total projected year end balance 3,603 6,563 6,223 5,043 3,003 803

Asset Profile

Assets held by the fire dispatch service consist of various equiment. The total historical value as of Dec 31, 2015 for all assets was $141K.

Maintain balance which will allow for routine annual equipment replacements as well as unexpected expenditures.


Budget


62

Service: 1.921 Regional CREST Contribution Committee: Finance & Corporate Services

DEFINITION:

To collect funding for the RCMP Dispatch area's share of costs in the regional emergency communications network (CREST).

PARTICIPATION:


MAXIMUM LEVY:

No stated limit in establishment bylaw on operating costs (Limited by Municipal Act).

Funding:

Requisition and allocation from 911 Call Answer.


Service: 1.921 Regional CREST Contribution Committee: Finance & Corporate Services


City of Colwood 16,646 4.46%City of Victoria 83,698 22.45%District of Central Saanich 16,590 4.45%District of Highlands 2,184 0.59%District of Langford 33,630 9.02%District of Metchosin 4,989 1.34%District of North Saanich 11,528 3.09%District of Saanich 113,493 30.44%District of Sooke 12,777 3.43%District of Oak Bay 18,366 4.93%Town of Sidney 11,537 3.09%Town of View Royal 10,009 2.68%Township of Esquimalt 16,800 4.51%

ELECTORAL AREAS

Juan de Fuca 4,792 1.29%Southern Gulf Islands 5,143 1.38%Saltspring Island 10,664 2.86%

Total 372,846 100%


1.921 CREST

2016 2016Regional CREST Contribution BOARD ESTIMATED CORE


OPERATING COSTS:

Payments to CREST 1,420,720 1,420,720 1,442,030 - - 1,442,030 1,470,870 1,500,290 1,530,300 1,560,910



TOTAL COSTS 1,420,720 1,420,720 1,442,030 - - 1,442,030 1,470,870 1,500,290 1,530,300 1,560,910


Grants in Lieu of Taxes (69,580) (69,580) (69,580) - - (69,580) (70,970) (72,390) (73,830) (75,310)

TOTAL REVENUE (69,580) (69,580) (69,580) - - (69,580) (70,970) (72,390) (73,830) (75,310)

REQUISITION (1,351,140) (1,351,140) (1,372,450) - - (1,372,450) (1,399,900) (1,427,900) (1,456,470) (1,485,600)



2017

65

NOVEMBER 30 2016


2017 BUDGET


Integrated Water Services

8.1 Water Services

8.1.1 2.670 1 - 358.1.2 2.680

Regional Water Supply JDF Water Distribution 36 - 60

8.2 1.577 IW - Environmental Operations 61 - 67

8.3 Liquid Waste Disposal - Core

68Cost Sharing AllocationCapital Reserve Fund Schedule - Core 69

8.3.1 3.710 70 - 818.3.2 3.712 82 - 908.3.3 3.713 91 - 1038.3.4 3.715 104 - 1118.3.5 3.7xx

North West Trunk Sewer North East Trunk Sewer East Coast Interceptor North East Trunk 2 (Bowker) Sewer Systems - Debt 112 - 116



Page

Integrated Water Services



Page

Saanich Peninsula Liquid Waste & Water Operations

8.3.6 2.610 117 - 1248.3.7 3.718 125 - 1408.3.8 3.714

Saanich Peninsula Water Supply Saanich Peninsula Wastewater

Central Saanich Odour Management 141 - 142

Service: 2.670 Regional Water Supply Commission: Regional Water Supply

DEFINITION:

To finance, install, operate and maintain a water supply local service in the Capital Regional District, as per the Water Supply Local ServiceEstablishment Bylaw No. 2537.

The establishment and operation of a Regional Water Supply Commission is done by Bylaw No. 2539.


Regional Water Supply Service - water supply, treatment and transmission system for the Greater Victoria region, providing wholesale water tothose municipalities that operate municipal distribution systems. The service administration and operation is provided by the Integrated WaterServices Department.

PARTICIPATION:

City of Victoria Town of Sidney District of MetchosinDistrict of Oak Bay District of North Saanich District of SookeDistrict of Saanich Town of View Royal Juan de Fuca Electoral AreaTownship of Esquimalt City of Colwood District of HighlandsDistrict of Central Saanich City of Langford

MAXIMUM LEVY:

No stated limit in establishment bylaw and no ability to requisition.


Authorized: $137,700,000 Pre - (Consolidated MFA Loan Authorizations - Regional Water Supply Water Works Facilities)Borrowed: $91,400,000 Pre - (Consolidated amounts borrowed - Regional Water Supply Water Works Facilities)Expired: $46,300,000

Authorized: $12,500,000 2014 - (MFA Bylaw No. 3902 - Regional Water Supply Water Works Facilities)Borrowed: $4,500,000Remaining: $8,000,000

Authorized: $60,000,000 (MFA Bylaw No. 3451 - Regional Water Supply Land Acquisition)Borrowed: $60,000,000 (MFA Bylaw No. 3451 - Regional Water Supply Land Acquisition)

FUNDING:

Costs are recovered through the sale of bulk water.Capital Regional District - 5 Year Financial Plan - Statistics and Cover sheets 01/09/2016 1

2

3

4

5

6

7

8

9



2.6702017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B 18 115 435 1,725 2,025 25 4,343 Equipment E 684 1,438 1,743 1,298 1,098 1,398 7,657 Land L - - - - - - - Engineered Structures S 2,190 5,900 3,390 1,395 1,355 1,240 15,470 Vehicles V - 870 665 208 367 185 2,295

2,892 8,323 6,233 4,626 4,845 2,848 29,764

SOURCE OF FUNDS

Capital Funds on Hand C 2,892 3,953 1,168 1,118 1,178 1,163 11,469 Debenture Debt ( New Debt Only) D - 3,500 4,400 3,300 3,300 1,500 16,000 Equipment Replacement Fund E - 870 665 208 367 185 2,295 Grants (Federal, Provincial) G - - - - - - - Donations / Third Party Funding O - - - - - - - Reserve Fund R - - - - - - - Short Term Loans S - - - - - - -

2,892 8,323 6,233 4,626 4,845 2,848 29,764

Regional Water Supply CarryForward

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CAPITAL BUDGET FORM Service #: 2.6702017 & Forecast 2018 to 2021 Service Name: Regional Water Supply ($'000 - 2017 Dollars)Bold Project Description Denotes New Identified Projects

No.Capital Exp. Type Capital Project Description Asset Class

CarryForward 2017 2018 2019 2020 2021


WATERSHED PROTECTIONPlanning15-01 Renewal Strategic Plan Update S 25 10 6017-01 New Historic Powerhouse - Options Assessment B 20 2017-02 New Leech River HydroMet System E 10 40 5017-03 New 23S Quarry Rehabilitation S 30 3017-04 New Water Supply Area - Fish Stream Assessments S 75 75 75 22517-05 Renewal Voice Radio System Upgrade E 20 350 370

17-06 NewWeeks Lake Area Environmental Assessment and Remediation S 30 25 100 100 255

18-01 New Post-Wildfire Debris Flow Modelling S 150 150

18-02 NewLeech and Cragg River Slope and Channel Stability Assessment S 100 100

Capital 09-01 Renewal Leech River Watershed Restoration S 250 250 250 250 250 5,75616-01 Renewal Replace Gatehouse at Goldstream Entrance S 70 7016-02 New Security - Video Surveillance Cameras E 64 31416-03 Replacement Upgrade 4RW Weather Station Tower E 25 2516-04 New Establish Long Term Forest Monitoring Plots S 15 15 15 7516-05 New Goldstream & Deception Boats, Trailers and Shelters E 15 65

16-06 Renewal

Watershed Protection Operations Centre (office, training and public tours classroom, sheltered large parts storage)

B300 1,700 2,000 4,050

17-07 Renewal Weeks Main Road Upgrade North of Weeks Lake S 300 300

17-08New

Hazardous Material Removal & Demo (Goldstream Dam Cabin, Japan Gulch Storage Bldg) B 50 50

17-09 Renewal Sooke Entrance Autogate Installation S 25 2517-10 Renewal Waugh Creek Bank Stabilization at Kapoor Main Mile 2 S 300 30017-11 New Rithet West Road Rehabilitation S 200 20017-12 New Post-Wildfire Rehabilitation Materials E 50 5018-03 Renewal Leech River/Weeks Main Bridge Replacement S 300 30018-04 New Wildfire Detection Infrared Camera for Survey Mtn E 30 3018-05 New GVWSA Fuel Management Corridors S 150 150 30018-06 Replacement GVWSA Sanitation Facilities upgrade B 35 3519-01 Renewal Goldstream River Bridge Replacement S 200 20019-02 New Whiskey Creek Bridge Replacement S 300 30021-01 New 31N Bridge to Replace Undersized Culvert S 200 200Sub-Total Watershed Protection 89 1,185 2,130 2,390 2,650 550 13,905


By Capital Expenditure

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CarryForward 2017 2018 2019 2020 2021




INFRASTRUCTURE ENGINEERING AND OPERATIONSPlanning

14-01 ReplacementSupply System: Condition Assessment & Asset Replacement Plan S 50 100

16-07 New Asset Reconciliation / Transfer Agreements S 50 10016-08 New Hydraulic Model, Audit, and Supply Forecasting S 100 20016-09 New Water Quality / Filtration Study S 80 10016-10 New Post Disaster Emergency Water Supply S 50 200 30016-11 New Supply System Vulnerability Assessment S 200 25017-13 New Strategic Asset Management Plan S 150 15017-14 Renewal Hydraulic Actuators Assessment/Replacement E 50 100 100 25017-15 New 5 Year Strategic Plan Update S 200 200

17-16Renewal

Goldstream/Waugh Creek Cross Channel Decommissioning S 10 30 40

Capital14-02 Replacement Upgrade JG Chloramination System S 1,000 1,850 500 9,00014-03 Renewal Flowline Decommissioning S 50 50 15015-02 Replacement Mt. Tolmie Reservoir Control Valve Assessment E 25 50

15-03 Renewal Sooke Intake Screens Condition Assessment & Replacement S 60 600 650 1,410

16-12 Replacement JGTP - 48" Meter Replacement E 70 27016-13 Replacement JGTP - 36" Meter Replacement E 50 22016-14 New JGTP - Standby Power for UV Reactors E 300 85017-17 Replacement Sooke River Rd Disinfection Facility - Check Valve ReplacemE 25 75 10017-18 Replacement Japan Gulch Transmission Main Valve Replacement E 100 10017-19 Renewal Sooke Reservoir Powerline Repair and Upgrade S 260 260

17-20 ReplacementSooke River Rd Disinfection Facility (SRRDF) - New Monochloramine Analyzer E 40 40

17-21 Replacement SRRDF - Backflow Preventor Relocation E 35 3517-22 Replacement SRRDF - Electrolytic Plate Replacement E 60 6017-23 New Japan Gulch Gas Leak Notification System S 60 6017-24 Replacement SCADA Equipment Replacement Program E 125 200 500 82518-07 New JGTP - UV Reactor Lines 9 & 10 Installation E 200 20018-08 Replacement Bulk Supply Meter Replacement Program E 200 400 400 400 400 1,800Sub-Total Infrastructure Engineering and Operations 2,035 4,015 1,805 700 600 900 17,120


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CarryForward 2017 2018 2019 2020 2021




DAM SAFETY PROGRAM 14-04 Replacement Sooke Dam Safety Improvements Piezometers ReplacementS 100 10016-15 Replacement Lubbe Dam No. 4 Remediation S 400 600 1,20016-16 Renewal Goldstream Dams Safety Review & Improvements S 35 - 30 150 150 150 68016-17 Renewal Butchart Dam # 5 Remediation S 50 150 30017-25 Renewal Sooke Dam Safety Review and Implications S 20 200 200 500Sub-Total Dam Safety Program 505 1,050 230 150 150 150 2,780WATER QUALITY PROGRAM16-18 New Facilities Asbestos assessment B 10 2516-19 Replacement WQ - Main Lab Equipment Replacement E 60 6016-20 New Chlorine Analyzers - Transmission System E 5 30 30 30 12016-21 New Drinking Water Safety Plans S 40 30 7016-22 Renewal WQIS Database - Functional Enhancements S 5 15 15 15 15 7516-23 New Cross Connection Control New Software Request E 10 40 20 10 13016-24 New pH Corrosion Study S 50 5018-09 Renewal WQ - Main Lab Renovation and Consolidation B 75 7517-26 New Turbidity Monitoring - Goldstream Input E 25 2519-03 New WQ - Nutrient Analyzer E 60 60 Sub-Total Water Quality Program 180 140 140 115 15 - 690

ANNUAL PROVISIONAL CAPITAL ITEMS17-27 Replacement Watershed Bridge and Culvert Replacement S 165 300 300 300 300 1,365

17-28 ReplacementWatershed Security Infrastructure Upgrade and Replacement E 200 155 155 155 155 820

17-29 Replacement Water Supply Area Equipment Replacement E 100 100 100 100 100 50017-30 Replacement Kapoor Tunnel and Major Transmission Main Repairs S 150 150 150 150 150 75017-31 Replacement Transmission System Components Replacement S 80 80 80 80 80 40017-32 Replacement Revenue Meter Replacement E 50 50 50 50 50 25017-33 Replacement Disinfection Equipment Parts Replacement E 30 30 30 30 30 15017-34 Renewal Supply System Computer Model Update S 10 10 10 10 10 50 Sub-Total for Annual Provisional Capital Items 785 875 875 875 875 4,285


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CarryForward 2017 2018 2019 2020 2021




CUSTOMER AND TECHNICAL SERVICES

17-35 ReplacementVehicle & Equipment Replacement (Funding from Replacement Fund) V 870 665 208 367 185 2,295

Sub-Total for Customer and Technical Services - 870 665 208 367 185 2,295

TOTAL ANNUAL CAPITAL EXPENDITURES 2,809 8,045 5,845 4,438 4,657 2,660 41,075 FIVE YEAR TOTAL (including carry forward)


Capital Expenditure TypeNew Expenditure for new asset onlyRenewal Replacement

Expenditure replaces an existing asset and extends the service ability or enhances technology in delivering that serviceExpenditure replaces an existing asset

28,454


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CAPITAL BUDGET FORM Service #: 2.670/2.6802017 & Forecast 2018 to 2021 Service Name:

No.Capital Exp. Type Capital Project Description

AssetClass

CarryForward 2017 2018 2019 2020 2021


SYSTEM REPLACEMENT AND UPGRADES THAT BENEFIT REGIONAL WATER SUPPLY AND JUAN DE FUCA DISTRIBUTION

16-01 Renewal Upgrades to Buildings at 479 Island Highway B 15 90 50 50 50 50 305 16-02 Replacement SCADA Performance Server E 25 25 16-03 Renewal SCADA Data Management Software E 25 25 17-01 Replacement Voice Radio Upgrade E 15 400 415 Sub-Total 65 105 450 50 50 50 770

ANNUAL PROVISIONAL CAPITAL ITEMS16-04 New Implementation of a Fleet Management Solution (software) E 100 - - - - - 150 17-02 Replacement SCADA Hardware Upgrading and Replacement E 35 35 35 35 35 175 17-03 Replacement Office Equipment, Upgrades and Replacements E 45 45 45 45 45 225 17-04 Replacement Computer Upgrades E 170 170 170 170 170 850 17-05 New Development of the Maintenance Management Systems E 95 20 20 20 20 175 17-06 Replacement Small Equipment & Tool Replacement (Water Operations) E 65 40 40 40 40 225 17-07 Replacement Small Equipment & Tool Replacement (Corporate Fleet) E 40 15 15 15 15 100 Sub-Total for Annual Provisional Capital Items 100 450 325 325 325 325 1,750

2,520 TOTAL ANNUAL CAPITAL EXPENDITURES 165 555 775 375 375 375 FIVE YEAR TOTAL (including carry forward)


Capital Expenditure TypeNew Expenditure for new asset onlyRenewalReplacement




Regional Water Supply and JDF Distribution Combo

2,620

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September 13, 2016

Service 2.670 REGIONAL WATER SUPPLY 2017

CAPITAL BUDGET

Note: Line numbers refer to the Capital Budget document. Bold text indicates a new or revised item.

WATERSHED PROTECTION

Planning

15-01 Strategic Plan Update ($25,000 in 2017, $10,000 in 2018) ..................................................................................................... $60,000 A new strategic plan for the Regional Water Supply System is being developed. Funds in 2017 and 2018 will be used to develop the new plan. Additional studies required to inform the plan are included as separate capital line items.

17-01 Historic Powerhouse – Options Assessment ($20,000 in 2017) .............................................................................................. $20,000 Located near the Japan Gulch Treatment Plant and the planned Trans Canada Trail route, is an 1897 brick hydroelectric powerplant that served Victoria (notably the streetcars) for approx. 60 years. The Powerhouse has its own Wikipedia entry: http://en.wikipedia.org/wiki/Lubbe_Powerhouse and has captured public interest as a unique structure in BC history. The structural integrity and safety of the building needs to be assessed, and if feasible, options and funding sources/collaborators to consider conservation of the building and the opportunity for public interpretation and viewing.

17-02 Leech River HydroMet System ($10,000 in 2017, $40,000 in 2018)........................................................................................ $50,000 A 17 year $ 5.756 M capital plan is being carried out to restore the Leech River watershed (Project #09-01) to improve drinkingwater quality for future needs. Currently only one hydrological measuring station is capturing flow and turbidity measurements3.8 km downstream of the future water intake on the Leech River. In order to understand and predict the effect of precipitation, storm events and various restoration management measures on Leech River water quality and quantity, a network of hydrological measuring stations is needed further upstream in the Leech River Watershed. This capital project will first fund a design studyof the most effective and efficient monitoring system that could be implemented ($10,000) prior to funding implementation ($40,000).

17-03 23S Quarry Rehabilitation ($30,000 in 2017) ........................................................................................................................... $30,000 The 23S rock quarry was greatly expanded during the Sooke Reservoir Expansion Project. Although this quarry has been used as a source of rock for the upgrade of roads and drainage structures, the most recently exposed rock face has exhibited evidenceof acid rock drainage. While drainage from this rock face has been diverted away from Sooke Lake Reservoir and there is no risk to water quality, this issue has triggered the end of the operational life of the quarry. A quarry rehabilitation plan ($30,000)will be carried out in 2017 to determine how best to address the issues and restore the area to meet provincial requirements. The funding and timing for the rehabilitation work will be proposed in the plan.

16


17-04 Water Supply Area Fish Stream Assessments ($75,000 in each of 2017, 2018, 2019) ........................................................ $225,000Presence or absence of fish as well as fish habitat information has only been collected in the Water Supply Areas on an as-needed basis related to specific road projects. In order to adequately plan and manage for fish habitat and water quality a systematic inventory and assessment of fish habitat, stream channel stability, and the hydrological condition of stream corridorswill be conducted over three field seasons.

17-05 Replacement of Voice Radio System ($20,000 in 2017, $350,000 in 2018) ......................................................................... $370,000 The current inventory of analog radio repeaters, vehicle radios and mobile handheld radios is over 10 years old and may begin to fail. The system will be replaced by new digital radios that offer greater functionality. Switching from analog to digital requires that the entire system be replaced at one time, due to difficulties in communications between analog and digital radios within the same system. An initial $20,000 will be used to define new radio system requirements and prepare an RFP document. The initial $15,000 requested was increased to $20,000 in 2017.

17-06 Weeks Lake Area Environmental Assessment and Remediation ($30,000 in 2017, $25,000 in 2018, $100,000 in 2020 and 2021) ……………………………………………………………………………………………………....................................... $255,000 Weeks Lake and the surrounding area are suspected to be contaminated by historic use of the area for unregulated public activities. An assessment for lead contamination in the Weeks Lake Gravel Pit from firearms use (2017) and for lead and other metals and hydrocarbons in Weeks Lake sediments from vehicle dumping and firearms use (2018) is planned. Expected remediation is planned for subsequent years (2020 and 2021).

18-01 Post-Wildfire Debris Flow Modelling ($150,000 in 2018) ……………………………………………………………………….. $150,000 Erosion and debris flows from areas burned by wildfire in the Greater Victoria Water Supply Area could pose a major threat to the quality of water in source reservoirs. A pilot project was completed in 2014-15 to model post-wildfire erosion and debris flow for two drainages close to the intake of Sooke Lake Reservoir. The results were then used to develop an emergency rehabilitation plan for these two drainages. A larger modelling project for all areas draining directly into Sooke Lake Reservoir is proposed for 2018 in order to develop further site specific emergency rehabilitation plans.

18-02 Leech and Cragg River Slope and Channel Stability Assessment ($100,000 in 2018) ……………………………………. $100,000 The lower reaches of the Leech River and Cragg Creek flow through canyons of steep and unstable glacial moraine. Landslides have occurred in the past and ongoing slides, erosion and stream channel instability cause sediment and turbidity issues in these watercourses during precipitation events. Although water from the Leech River may not be needed for water supply for some time, it is important to understand issues relating to slope and channel stability to determine how these factors will affect future engineering works and how they could be addressed and managed prior to the Leech River being required for water supply.

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Watershed Protection - Capital

09-01 Leech River Watershed Restoration ($250,000 each year, 2017-2021) ............................................................................. $5,756,000 An updated status of Leech watershed restoration was provided to the RWS Commission in September 2013 (#RWSC 2013-17). Priorities for this five year plan include: upgrading of Weeks Main; deactivation of Survey Main Road; assessments and upgrade/deactivation of roads in the West Leech area; and, assessments and upgrade/deactivation of roads in the Lazar Main area. Given the cost associated with some priority road projects in the Leech, they are listed as separate capital line items.

16-01 Replace Gatehouse at Goldstream Entrance ($70,000 in 2017) ......................................................................................... $70,000 Enhanced security is required at the Goldstream entrance to the Water Supply Area. The existing gatehouse/first aid trailer isunsuitable and located inside the secured area. An in/out road with upgraded autogates is being established in 2016. Funds previously allocated in 2017 for a gatehouse and wash station are now being dedicated only to a new gatehouse. The need for an on-site vehicle wash station requires further investigation prior to dedicating capital funds.

16-02 Security - Video Surveillance Cameras ($64,000 carry forward from 2016) ....................................................................... $314,000Video surveillance cameras were deployed at Sooke Lake Dam in 2013 and the Headtank, Goldstream gate and Sooke gate in 2015/16. A remote camera installation at McDonald gate ($40,000 in 2017) is no longer considered needed. The existing carryforward funds will be used to acquire and deploy a mobile remote surveillance system.

16-03 Upgrade 4RW HydroMet Tower ($25,000 carry forward)......................................................................................................... $25,000 The 9.75 m hydromet tower at 4RW is difficult to service because it is unsafe to climb and access is difficult and costly for buckettrucks. It is planned to replace the existing tower with a collapsible 10 m tower that meets Canadian fire weather standards, isconsistent with other towers in the GVWSA, and can be readily serviced.

16-04 Establish Long Term Forest Monitoring Plots ($15,000 each year, 2017–2019) ..................................................................... $75,000 The 2012 Strategic Plan for the Greater Victoria Water Supply System identified Adaptation to Climate Change as a strategic priority for the system. A key goal associated with this priority is improved understanding of the potential effects of climatechange on forest ecosystems in the GVWSA. To achieve this goal, the plan set out the action of developing collaborative partnerships with other agencies to enhance research and monitoring of the forests in the GVWSA and setting up a network of long-term forest monitoring plots. Several existing federal and provincial forest monitoring plots have been incorporated into this network in collaboration with these agencies and a university, but additional monitoring plots are required to represent the forestecosystems in the GVWSA and provide enough plots to detect trends. Given the intensity of initial data collection, one plot peryear is being established.

16-05 Goldstream & Deception Boats, Trailers and Shelters ($15,000 in 2017) ............................................................................... $65,000 The current Zodiac motor boat used to service the Goldstream system and Deception Reservoir is past end of life and requires replacement. Biosecurity concerns dictate boats should be dedicated to only one source water system. The funds would be used to purchase two boats – one aluminum for Goldstream and one replacement Zodiac for Deception, one additional motor

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and trailer, and shelters for both. An aluminum boat and shelter were acquired for Goldstream in 2016. Additional funds are required to install a boat shelter for the Deception zodiac.

16-06 Watershed Protection Operations Centre ($300,000 in 2018, $1,700,000 in 2019, 2,000,000 in 2020) ....................... $4,050,000Watershed Protection staff (26 FTE and 8 seasonal auxiliaries) are currently located in 2 trailers and a house at the GoldstreamGate entrance to the water supply area, and in office space at the Integrated Water Services office in View Royal. The trailerswere considered temporary office space since their implementation over 10 years ago. The trailers are old, prone to leaks and therefore a concern for mold. Water Quality field staff are located in another converted facility in the Goldstream area. The separation of staff between various Goldstream facilities and the View Royal location causes inefficiencies and organizational difficulties. In addition, there are insufficient facilities for training, equipment storage, emergency management and public education. An initial investment in 2016 is being used to develop a needs assessment for the building and surrounding Goldstream entrance area. Funds in 2018 will be used to develop a design with building and site construction in 2019 and 2020.

17-07 Weeks Main Road Upgrade North of Weeks Lake ($300,000 in 2018) ................................................................................. $300,000 This 500 m section at the north end of Weeks Main is prone to flooding and the stream is fish bearing. The road surface needs to be elevated and a fish friendly drainage structure installed. Project moved forward to 2018 and funding requirement increased from $200,000 to $300,000.

17-08 Hazardous Materials Removal and Demolition ($50,000 in 2017) ........................................................................................... $50,000 There are two buildings requiring demolition and removal of hazardous materials which will be tendered together. The Caretakers Cabin (used in the 1940’s and 50’s) located adjacent to Goldstream Dam has been deteriorating for many years. Over the winter of 2012/13 significant additional damage from heavy snowfall left the cabin beyond repair. An assessment of hazardous materials has revealed asbestos in certain walls and excessive lead in the putty in the window frames. Given the proximity to the Goldstream water supply, proper containment and removal of the hazardous products as well as a complete demolition and removal is required.

The second building is small house located next to Japan Gulch Reservoir that was used for water quality testing several decadesago and is now thought to be structurally unsound. The basement of the house contains water samples preserved with a hazardous material (formalin) that should be removed and properly disposed of. Removal of hazardous materials as well as demolition and removal of the structure are required.

17-09 Sooke Entrance Autogate Installation ($25,000 in 2017) ......................................................................................................... $25,000 The GVWSA Sooke entrance near Shawnigan Lake is to be automated and controlled similar to the main Goldstream entrance. Implementation of an autogate with key card access will improve security and monitoring of entry and exit through this unstaffedentrance.

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17-10 Waugh Creek Bank Stabilization Adjacent to Kapoor Main Mile 2 ($300,000 in 2017) .......................................................... $300,000Waugh Creek is under cutting the fill slope of Kapoor Main Road, which is the primary access to Sooke Lake Dam and the Water Supply Areas. This section of Kapoor Road has had historic landslides which have impacted the creek and the road. A stabilization project (rip-rap placement and slope reinforcement) is required to prevent road deterioration and further damage to this fish bearing stream that feeds the Goldstream River. In 2017 the estimated funding requirement was increased to $300,000 from $200,000.

17-11 Rithet West Road Rehabilitation ($200,000 in 2017) …………………………………………………………………………….$200,000 Rithet Creek is the major tributary to Sooke Lake Reservoir. There are parallel road systems on either side of the stream. One of these roads, Rithet West, crosses 12 streams descending from steep slopes, many of which have gullied channels. There are numerous undersized drainage structures on Rithet West Road and it is estimated that it will cost $450,000 to upgrade these structures. The rehabilitation of Rithet West Road will remove this redundant parallel road system, eliminate the need for expensive upgrades of drainage structures, and re-establish natural drainage.

17-12 Post-Wildfire Rehabilitation Materials ($50,000 in 2017) ………………………………………………………………………..$50,000 An emergency rehabilitation plan prepared in 2016 to protect water quality after wildfire recommended that a starting inventory of key rehabilitation supplies be stockpiled to avoid delay when emergency rehabilitation is required. The recommended supplies are floating silt curtains for supply reservoirs, specialized wire materials to build check dams to reduce debris flow potential in streams, and wood straw that is used to protect the soil surface and reduce erosion in burned areas during rain events.

18-03 Leech River/Weeks Main Bridge Replacement ($300,000 in 2018)....................................................................................... $300,000 A large culvert near the headwaters of the Leech River is undersized and during peak flows has caused the river to overflow the roadway. The culvert needs to be replaced with a concrete bridge to restore proper water flow in the fish stream and providesafe road passage.

18-04 Wildfire Detection Infrared Camera for Survey Mountain ($30,000 in 2018) ............................................................................ $30,000 The 2012 Strategic Plan recommended continued upgrade of wildfire management capabilities. A high quality infrared camera specific to wildfire management can be used to detect wildfires kilometres away. An installation on Survey Mountain is expectedto give superior surveillance during fire season than ground patrols or air patrols can provide.

18-05 GVSWA Fuel Management Corridors ($150,000 in 2018 and 2019)……………………………………………………...........$300,000 Wildfire is the greatest threat to water quality in the GVWSA. In 2014 - 2017 CRD staff will have completed two new fuel reduction corridor projects. Funding to tender contract projects over and above CRD staff work is required in order to complete needed priority fuel management projects in a timely manner.

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18-06 GVWSA Sanitation Facilities Upgrade ($35,000 in 2018)…………………………………………………………………………$35,000 Sanitation facilities are required in the GVWSA to ensure water quality protection. It is becoming difficult to procure portable units that work with the existing removable-bag system. Four to six permanent sanitation facilities will be constructed in key areas providing more of the existing portable units for worksites.

19-01 Goldstream River Bridge Replacement ($200,000 in 2019)………………………………………………………………………..$200,000 The existing bridge over the Goldstream River of the secondary water supply has inadequate free board and poses a risk to water quality and fish habitat. This bridge on Goldstream Main needs to be replaced with a longer concrete structure, with greater clearance from the high water mark.

19-02 Whiskey Creek Bridge Replacement ($300,000 in 2020)………………………………………………………………………..$300,000 Whiskey Creek bridge is located on the Leechtown Main Road, one of the main access routes to Sooke Lake Dam and other critical IWS infrastructure. Whiskey Creek requires a larger bridge as it has been overtopped by storm events in the past and this poses water quality, environmental and safety risks.

21-01 31N Bridge to Replace Undersized Culvert ($200,000 in 2021)………………………………………………………………..$200,000 The undersized and failing culvert on the 31N Road in the Goldstream Water Supply Area needs to be replaced with a

bridge structure.

INFRASTRUCTURE ENGINEERING AND OPERATIONS

Planning

14-01 Supply System Condition Assessment & Asset Replacement Plan ($50,000 carry forward).......………………………………$100,000 This item is for a desktop review of all supply and transmission assets downstream of the Sooke Dam. part of the Strategic

Asset Management Plan.

16-07 Asset Reconciliation / Transfer Agreements ($50,000 carry forward) .................................................................................... $100,000 The supply system has evolved over the past century and has been developed under different ownership. This item will identify

specific water system assets and assign ownership, under agreement, between the CRD and the wholesale customers including the finalizing the agreement with the District of Saanich, and initiating agreements with the City of Victoria and the District of Oak Bay.

16-08 Hydraulic Model, Audit, and Supply Forecasting ($100,000 carry forward) ........................................................................... $200,000

This item is proposed to evolve the existing hydraulic computer model and to conduct an audit of water usage and forecasting.This will guide the planning of future capital works to ensure that the infrastructure is improved in advance of future demandsand to assist with pending water service agreements with the wholesale customers.

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16-09 Water Quality / Filtration Study ($80,000 carry forward) ........................................................................................................ $100,000 There is currently no filtration required for the water supply, but in the future it is anticipated that regulations will become stricter

and filtration will be required at some point. This capital item is to consider alternative location(s) for filtration when it becomesnecessary and treatment technology. This will help with site planning efforts and future capital works.

16-10 Post Disaster Emergency Water Supply ($50,000 carry forward and $200,000 in 2017) ...................................................... $300,000 In the event of a disaster, it is proposed to have in place the ability to source, treat (if required) and distribute drinking water

during the initial and sustained response and recovery phases to the public. This item will see the study of the issue in 2016 and 2017 with the anticipated purchase of one or more emergency distribution systems in 2017.

16-11 Supply System Vulnerability Assessment ($200,000 carry forward) ...................................................................................... $250,000 The last supply system vulnerability assessment was completed in 2007 and focused primarily on system security. It is proposed

to assess the system in 2016 and 2017 and include in the scope the effectiveness of completed security improvements since 2007, review aspects of system redundancy and emergency preparedness.

17-13 Strategic Asset Management Plan ($150,000 in 2017) ..................................................................................................... $150,000 This plan will bring various components together from items 14-01, 16-07, 16-08, 16-09, 16-10 and 16-11 and form a

strategic plan that will identify future study and construction requirements with capital replacement budgets and schedules.

17-14 Hydraulic Actuator Assessment ($50K in 2017, $100k in 2018)………………………………………………………………$250,000 There are 16 hydraulic actuators that control valves and gates in the watershed that are nearing the end of their service

life (installed in 1977). These actuators need replacement and evaluation of the existing actuators is required to determine optimum actuator technology, replacement strategy, associated mitigative improvements for each location. The 2017 work will result in an actuator replacement program with a defined schedule, scope and costs to be reflected in the 2018 – 5 year Capital Budget.

17-15 5 Year Strategic Plan Update ($200,000 in 2017) ............................................................................................................... $200,000 This plan, being managed in item 15-01 requires the modification of various components that form the Strategic Asset

Management Plan as well as public consultation and presentation components. The deliverables from this update will form the direction for all ongoing planning and upgrading activities for the next 20 years.

17-16 Goldstream/Waugh Creek Cross Channel Decommissioning ($10,000 in 2017, $30,000 in 2018) ................................. $40,000 A series of cross channels was historically used to divert water from the Goldstream system to Jack Lake and

Humpback Reservoir via Waugh Creek. This system has not been used for water supply since 1997, and the channels

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and associated works (sluice gates, etc.) should be decommissioned to avoid possible flooding. This was originally identified as a Watershed Protection project.

Infrastructure Engineering - Capital

14-02 Upgrade JG Chloramination System ($1.0M carry over, and $1.85M in 2017, $500,000 in 2018)……… .......................... $9,000,000 In 2012, an engineering study was conducted of the existing Japan Gulch chloramination system which consists of gaseous

chlorine and ammonia delivered to the treatment facility. The consultant considered a number of options and recommended replacement of the gaseous systems with liquid delivered to site. A design-build contract was awarded in 2016 with constructionstarting in 2016 with final acceptance of the work anticipated for in 2018.

14-03 Flowline Decommissioning ($50,000 each in 2017-18) ......................................................................................................... $150,000 In 2010, use of the Sooke flowline was discontinued. In order to address ongoing liability concerns, it may be necessary to

remove trestle structures and post signs in higher-traffic areas. A consultant will be hired to assess the structures and providean opinion on whether they should be removed. The 2017 work will result in a report that defines the decomissioning program that defines decomissioning works, associated risks, schedule, scope and costs to be reflected in the 2018 – 5 Year Capital Budget. $50,000 has been included in 2018 as a provisional budget for urgent works.

15-02 Mount Tolmie Control Valve Assessment ($25,000 carry forward) ............................................................................... ………$50,000 The control valve system at the Mount Tolmie reservoir is complex and outdated. This item is to assess and identify alternativecontrol valve options and to inform a future capital budget with replacement cost estimates.

15-03 Sooke Intake Screens Condition Assessment & Replacement ($60,000 carry over, $600,000 in 2017 and $650,000 in 2018) ………... ..................................................................................................................................................................................... $1,410,000 The Intake Tower is an integral part of the Regional Water System and is the primary raw water feed to Japan Gulch and Sooke River Road Water Treatment Plants. Currently there is no redundancy within the structure in the event of mechanical failure. In 2016 Stantec Consulting Ltd. completed an assessment of the overall structure including major components consisting of: Travelling Screen, Sluice Gates/Actuators, and Electrical System. The assessment identified required remedial works to the major components that will be carried out over 2017 and 2018. In 2016 a Seismic Structural Analysis will be completed to assess the vulnerability of this structure and identify options of upgrades or replacement of the structure to meetcurrent seismic codes.

16-12 JGTP – 48” Meter Replacement ($70,000 Carry Over).......................................................................................................... $270,000 Differential pressure meter has malfunctioned in the past (installed in 1987) the flow data is used to pace the chlorination

disinfection system it has failed altogether and when working not accurate when compared to downstream flow meters.

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16-13 JGTP – 36” Meter Replacement ($50,000 Carry Over).......................................................................................................... $220,000 The existing differential pressure flow meter has not malfunctioned, but should be updated to newer and more accurate technology.

16-14 JGTP – Standby Power for UV Reactors ($300,000 Carry Over)…………………………………………………………………..$850,000 When the ultraviolet (UV) system was constructed at the Japan Gulch Water Treatment Plant in 2004, electrical equipment was installed and provisions were made to install a generator at a later date that would provide standby power for one train (8 reactors) of UV reactors. As a result of a recent review, this project includes the design and installation of a 1 megawatt standby power generator for the UV rectors in order to maintain primary disinfection during hydro power failure events.

17-17 Sooke River Road Disinfection Facility – Valve Replacement ($25,000 in 2017, $75,000 in 2018 ) ..................................... $100,000 The existing 24” check valve is malfunctioning and is in need of replacement and improved access for maintenance. Works will

include a new check valve and the installation of a pre-fabricated structure with hatch to allow for on-going valve maintenance.The 2017 work will include evaluation and detailed design to support a defined replacement schedule, scope and cost to be reflected in the 2018 – 5 year Capital Budget.

17-18 Transmission Valve Replacement ($100,000 in 2017) .......................................................................................................... $100,000 The existing Sooke River Road Disinfection Plan downstream isolation valves do not seat/close properly. Replacement of the

valves is required.

17-19 Sooke Reservoir Powerline Repair and Upgrade ($260,000 in 2017) .............................................................................. $260,000 Applied Engineering Solutions (AES) completed a condition assessment of the Sooke Reservoir Powerline. The Sooke Lake Power Line consists of 179 primary and secondary poles, two Primary Load Break Switches, four individually metered secondary services, and a primary service and pole line to the Head Tank, fed from the standby generator transfer switch, located at the Dam.

The condition assessment identified immediate repairs and included a management plan for on-going operations and maintenance of this utility. This budget is for the immediate repair works which include:

• Replacement of damaged spans,• Retying of conductor on poles, • Installation of new guy guards (damaged by Bears), • Possible installation of taller poles where it is determined that additional road clearance is required, • The two primary Air Break switches should be inspected and tested every 5 years.

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17-20 Sooke River Rd Disinfection Facility – Purchase of New Monochloramine Analyzer ($40,000 in 2017)…………………$40,000 A monochloramine analyzer is required to verify proper operation of the disinfection process. The original HACH APA

6000 monochloramine analyzer (installed in 2004) does not function and is beyond repair. A new analyzer was installed in the system in 2016, by HACH on a “trial” basis and has proven to be effective during this trial. This budget item will fund the purchase of the new analyzer.

17-21 Sooke River Rd Disinfection Facility - Backflow Preventor Relocation ($35,000 in 2017)………………….…..……………$35,000 Backflow preventor devices (BFD’s) require annual testing for certification. The BFD’s located at a height that does

not conform to Worksafe BC regulation and must be relocated.

17-22 Sooke River Rd Disinfection Facility - Chlortec Cell Electrolytic Plate Replacement ($60,000 in 2017)…..………..……$60,000 The electrolytic plates (required for hypochlorite generation) in the two Chlortec cells are at the end of their service life

and require replacement. This budget will fund the cost of the replacement equipment and installation will be undertaken by CRD Operations forces using the Sooke River Road Disinfection Facility operations budget.

17-23 Japan Gulch Gas Leak Notification System ($60,000 in 2017)…..………………………….……………………………………$60,000

A gas leak notification system is required at the Japan Gulch Disinfection Facility to meet regulatory compliance. The need was evaluated and solution described in detail in the Gas Release Risk Assessment and Communication Plan; Japan Gulch Disinfection Facility; June 30, 2106. This work will include installation of a new siren system (and associated controls) at the plant and fund CRD assistance in the development of a mass notification system.

17-24 SCADA Equipment Replacement Program ($125,000 in 2017, $200,000 in 2020 and $500,000 in 2021) ..................... $825,000A study of the existing SCADA equipment was completed by Stantec Consulting and they proposed short-term and long-term SCADA equipment replacements. It is proposed to replace the equipment based on priority and defined by deterioration and/or age.

18-07 JGTP – UV Reactor Lines 9 &10 Installation ($200,000 in 2018) .......................................................................................... $200,000 Two 24” UV disinfection units that were decommissioned from the old Charters Creek plant are required to be installed at the JG plant along with electrical and control connections. Inlet and outlet valves are in place, but require 24” stainless steel pipingto insert units into place.

18-08 Bulk Supply Meter Replacement Program ($200,000 in 2017 and $400,000 each year 2018-2021) ........................... $1,800,000This item is to replace, upgrade and install new bulk water meters and related equipment that measure flow and volumes of water delivered to the wholesale customers. Many of the meter stations are in need of upgrading.

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Dam Safety Program

16-04 Sooke Dam Piezometer Replacement ($100,000 in 2017) .................................................................................................... $100,000 Piezometers were installed when Sooke Dam was raised in 2002 and these piezometers are nearing the end of their useful life and given their importance in monitoring dam performance, it is proposed to replace the piezometers in 2017 for $100,000. This project was originally part of the Sooke Dam Safety improvements.

16-15 Lubbe Dam #4 Replacement ($400,000 in 2016 and $600,000 in 2017)……..………………………………………………..$1,000,000 The Lubbe Dam #4 was determined to be eroding internally because of leakage through the dam and through a consultant’s study it was concluded that the dam was in need of replacement. The preliminary design was completed in 2014 and it is proposed to complete the final design and granular material production in 2016/2017, with the new dam construction project scheduled for 2017/2018.

16-16 Goldstream Dams Safety Review & Improvements ($35,000 carry forward, $30,000 in 2018, $150,000 each year 2019-2021)……… ……………..…………………………….. .................................................................................................................................. $680,000

A Dam Safety Review was performed for the Goldstream Dams in 2004. The Water Sustainability Act requires that Dam Safety Reviews be done every 10 years for these dams. The study was initiated in 2015 and delivered in 2016 ($80K) and the study recommended improvements for which $100,000 was approved for 2016. Additional studies and improvements have been identified to be included in the 5 year plan.

16-17 Butchart Dam #5 Remediation ($50,000 carry forward and $150,000 in 2017)..................................................................... $300,000 Butchart Dam #5 was observed to have a sinkhole on the downstream slope. The earth fill dam was founded on limestone in about 1905 and seepage issues have occurred since that time. Recently, a sinkhole has been observed and consulting advice indicates that exploratory work should be conducted to determine the extent of the issue and recommend remedial work. It is proposed to conduct the exploratory work in 2016 with detailed design in 2017.

17-25 Sooke Dam Safety Review and Implications ($20,000 carry forward, $200,000 in 2017 and 2018) .............................. $500,000The 2009 Sooke Dam Safety Review recommended a number of improvements and tasks including the study of the seismic stability of the major dam components and a new maximum design earthquake scenario. A consultant was hired for the assignment in 2016 and the results will inform future capital budgets. The Probable Maximum Precipitation and Probable Maximum Flood study was completed in 2016. Further, the 2016 Sooke dam Dam Safety Review (Water Sustainability Act obligation) was awarded to a consultant with the results due by year-end. It is anticipated that some capital expenditures will be required in the future years including piezometer replacements, which was identified separately for 2017.

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WATER QUALITY PROGRAM

16-18 Facilities Asbestos Assessment ($10,000 carry forward) ....................................................................................................... $25,000 Complete an assessment of any hazard materials remaining in derelict buildings that are planned to be demolished in 2018.

16-19 WQ – Main Lab Equipment Replacement ($60,000 carry forward) ......................................................................................... $60,000 There are several key pieces of equipment (distilled water system, autoclave, pH analyzer, incubator) that are beyond repair

and reliability and need to be replaced.

16-20 Chlorine Analyzers ($5,000 carry forward, $30,000 each year for 2017-2019)..................................................................... $120,000 The analyzers (4) will be located at strategic positions within the distribution system to ensure consistent delivery of chlorine

residual concentrations by optimizing treatment plant processes through feedback with better, real-time field data.

16-21 Drinking Water Safety Plans ($40,000 carry forward, $30,000 for 2017) ................................................................................ $70,000 As part of the strategic plan process, this study will identify all potential risks and issues associated with the overall system

related to drinking water protection.

16-22 WQIS – Database – Functional Enhancements ($5,000 carry forward, $15,000 each year 2017-2020) ............................... $75,000 The main database for water quality and results will require several small upgrades, including GIS compatibility to allow visualrepresentation of data.

16-23 Cross Connection Control New Software Request ($10,000 carry forward, $40,000 in 2017, $20,000 in 2018, $10,000 in 2019)……………………………..……………………………………………………………………………………………………………….. ……$130,000

The electronic cross connection control audit form needs to be linked to the existing CRIMS software and synchronized with newsoftware over time.

16-24 pH Corrosion Study ($50,000 carry forward) ........................................................................................................................... $50,000 As part of the strategic planning process, a study of the potential risks and solutions to corrosion due to low pH is required.

17-26 Turbidity Monitoring – Goldstream Input ($25,000 in 2017)………………………………………………………......................$25,000 Installation of a turbidity meter in the Goldstream reservoir system to aid operational needs for the Kapoor Tunnel

inspections and other activities.

18-09 WQ – Main Lab Renovation and Consolidation ($75,000 in 2018) .......................................................................................... $75,000 The main lab will be redesigned, upgraded and consolidated with the SPWWTP lab within the existing main lab space. All

laboratory services (drinking water, wastewater) and staff will be located within one accredited facility.

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19-03 WQ – Nutrient Analyzer ($60,000 in 2019) .............................................................................................................................. $60,000 The contract to have nutrients analyzed by external labs will be replaced by in-house capacity through the purchase of the

analyzer and internal training.

ANNUAL PROVISIONAL CAPITAL ITEMS

17-27 Watershed Bridge and Culvert Replacement ($165,000 in 2017, $300,000 in 2018-2021) ............................................... $1,365,000 This provides annual funding for the replacement of culverts and bridges that have reached end of life and/or are undersized

given present knowledge of potential peak water flows and anticipated climate change effects. With the completion of peak flow modelling of all major structures in the Sooke and Goldstream WSAs in 2017, additional funds are required beginning in 2018 to upgrade identified structures to current standards. Costs of upgrades have increased significantly in the last 5 years.

17-28 Watershed Security Infrastructure Upgrade and Replacement ($200,000 in 2017, $155,000 in 2018-2021) ....................... $820,000 The outer boundary of the Leech, Sooke and Goldstream Water Supply Areas is approximately 119 kilometers in length. Main

access roads are gated and there are 11 kilometers of existing security fencing. A constant effort is needed to maintain a ClosedWatershed Policy. Through monitoring, high incident areas are identified, security plans are developed, and security infrastructure (fencing, gates and signage) is installed or upgraded where required. An uplift in provisional funding requirement is foreseen in 2017 to upgrade and maintain Weeks Lake area security after CRD Board decision to close the area to unauthorized public access; and, for additional fencing and/or gates to maintain a secure GVWSA with the implementation of the Sooke Hills Wilderness Trail (Trans Canada Trail).

17-29 Water Supply Area Equipment Replacement ($100,000, each year)..................................................................................... $500,000 This provides annual funding for the replacement or upgrading of equipment for wildfire suppression and spill response, fire

weather stations, hydro-meteorological monitoring and water quality sampling and monitoring equipment.

17-30 Kapoor Tunnel Repairs and Major Transmission Repairs ($150,000 each year) .................................................................. $750,000 Each year a visual inspection of this critical supply tunnel is carried out by CRD staff. This capital item allows for minor repairs

that are discovered during these inspections. This also allows for annual funding for repair of emergency breaks on large diameter supply mains.

17-31 Transmission System Components Replacement ($80,000 each year) ................................................................................ $400,000 This is an annual allowance for the capital costs for the replacement and repair of supply system components that fail under

normal operation and maintenance during the year.

17-32 Revenue Meter Replacement ($50,000 each year) ............................................................................................................... $250,000 This is an annual allowance for minor equipment replacement or repair related to the revenue water meters, vaults and electrical

and electronic equipment.

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17-33 Disinfection Equipment Parts Replacements ($30,000 each year) ........................................................................................ $150,000 The annual work includes the replacement of the plastic gas feed piping that has become very brittle, installing air valves on the ammonia solution lines, installing and replacing shut off valves on the booster pumps supply piping, installing indicator stems on UV cooling water valves, relocating the UV cooling water feed pipes, improving the landscaping around the UV building to reducedust and other minor upgrades.

17-34 Supply System Computer Model Update ($10,000 each year) ..................................................................................... ………$50,000 This item is to allow for staff and consultant time each year to keep the hydraulic computer model current.

CUSTOMER AND TECHNICAL SERVICES17-35 Vehicle and Equipment Replacement ($870,000 in 2017, $665,000 in 2018, $208,000 in 2019, $367,000 in 2020, $185,000 in 2021)..

…………….. ........................................................................................................................................................................ $2,295,000 This is for replacement of vehicles and equipment used by CRD Water Services for the day-to-day operation and maintenance of the supply system. The Equipment Replacement Fund is used to fund the expenditure. 5 small pickups, 1 medium pickup, 1 SUV, 2 service vans, excavator and water tanker are being replaced.

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CAPITAL REGIONAL DISTRICT CAPITAL BUDGET 2017

September 13, 2016

CAPITAL ALLOCATED TO SUPPLY & DISTRIBUTION

Notes:Line numbers refer to the Capital Budget documents. Bold paragraph indicates a new item.

16-01 Upgrades to Building at 479 Island Highway (carry forward of $15,000, $90,000 in 2017, $50,000 each year 2018 -2021) ………………………………. ........................................................................................................................................................ $305,000

This includes provisions for the following upgrades to the buildings at 479 Island Highway:- • Specific requirements for protecting workers from falls in BC are set out in the Occupational Health and Safety

Regulation (OHSR) for work above 3m. Design and install a fall restraint anchor system for the roof of the operations building. This will facilitate the maintenance of equipment on the roof. This project will not be completed in 2016 . More restraints are required due to the roof design. (carry forward $15,000 and an additional $40,000 is required)

• Repairs, upgrades and changes to buildings. (provisional $20,000 annually) • Painting of the Buildings.(provisional $10,000 annually) • Carpets, floors and walls. (provisional $10,000 annually) • Refurbish and replacement of equipment and property repairs. (provisional $10,000 annually)

16-02 SCADA Performance Server (carry forward of $25,000) .................................................................................................. $25,000 The performance server will be used for the storing the SCADA historical data. This data used for reports and analysis.

This server will be used for data from the Regional Water Supply, Core Area and Saanich Peninsula SCADA systems. The total cost for the server is $50,000. This cost is shared by all three systems.

16-03 SCADA Data management software - OSI PI (carry forward of $25,000) ........................................................................ $25,000 The software will provide access to CRD employees who do not have access to the SCADA system. Various divisions use

the SCADA data for analysis, planning and design. At present they obtain this information directly from the Industrial Automation Technologists. Making this change will reduce the number of hours spent in the office by technologists in gathering data. This software provides reporting and analysis tools for the users to use.

17-01 Voice Radio Upgrade ($15,000 in 2017, $400,000 in 2018) ........................................................................................... $415,000

Service Life and projected replacement: • The service life of the mobile and portable units was forecast as 10 years at minimum, 15 years at maximum in 2005. • The present radio models used in the system have just been taken out of production by the manufacturer, there will be no

new units available for purchase as of July 1, 2015. • Support for repairs and maintenance of the present radio will continue for the next 3 years at least.

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September 13, 2016

• There are no pressing issues with equipment maintenance or repairs, present repair rates suggest we can maintain the system for the next few years, and perhaps reach a 12-15 year lifespan on the present equipment.

Mobile Radios: There are 100 Mobile radios in the system at present, all will need to be replaced.

Portable Radios: There are 90 Portable radios in the system at present all will need to be replaced.

ANNUAL PROVISIONAL CAPITAL ITEMS

16-04 Implementation of a Fleet Management Solution (carry forward $100,000 ) .................................................................. $150,000 It is proposed that IT undertake an evaluation to determine if the present CRD ERP software meets the needs of

Corporate Fleet Management. A fleet management needs document has been compiled and IT has been consulted on fleet requirements, the first indication is that the existing system are not able to meet the requirements in a cost effective manner. The next step is to provide funding for an in depth review by the CRD of the present systems' ability to provide a business solution for Fleet Management. This was a recommendation from the 2011 Fleet Management Working Group. Pending the outcome of the evaluation, provision has been made for the configuration changes of the SAP modules to meet the needs or the implementation of a fleet management software solution. Having an acceptable solution available will ensure that all aspects of fleet management is integrated to the existing systems, to do fleet planning and achieve regulatory compliance. At present not all data required for optimum fleet management is being captured and the systems that are in place are not linked together resulting in extensive staff hours to assemble reports, statistics and forecasts. i.e.provincial GHG reporting, vehicle replacement cycles, driver records etc.

17-02 SCADA Hardware Upgrading and Replacement ($35,000 each year) ........................................................................... $175,000 The SCADA system needs continuous upgrading and repairs to keep it at present day standards. If the system is allowed

to age, replacement components are more difficult to obtain, as well the utilization of the system becomes limited. Electronic components fail due to a variety of reasons and it is difficult to project their life expectancy. Provision includesbudget for the replacement of radios that fail before the planned future upgrade of the radio system and an allowance for a study to evaluate the use of the Motorola versus the SCADA pack data handling devices. The outcome of this study will have an impact on the future radio replacements.

17-03 Office Equipment, Upgrades and Replacement ($45,000 each year) ............................................................................. $225,000 Funds will be used for the replacement and upgrading of office equipment and furniture, as required.

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September 13, 2016

17-04 Computer Upgrades ($170,000 annually) ....................................................................................................................... $850,000This is an annual upgrading and replacement program of computers, photocopiers, network, monitoring and associated equipment, as required. This item has been increased from $160,000 to $175,000 annually to reflect actual costs.

Capital Budget 2017 Network Switch Maintenance $10,000

Additional Wireless Access Points and Maintenance $15,000 Photocopier Replacement $20,000 Additional Data Storage $15,000 Replacement Computers $75,000

Equipment Maintenance (contingency) $23,000 Replace Access Control System - Gates/ Video Cameras $12,000

Total Capital $170,000

17-05 Development of a Maintenance Management System ($95,000 in 2017 and $20,000 each year 2018-2021) ............. $175,000 The maintenance management system needs further development to meet user needs and to facilitate reporting. It is proposed that funds be approved for the following IT related projects:-• Develop a dashboard to display information.• Investigate standardization of SAP mobile platform.

17-06 Small Equipment & Tool Replacement (Water Operations) ($65,000 in 2017, $40,000 each year 2018-2021) ............. $225,000Funds will be used for replacement of a variety of Operations and Welding equipment such as cutting saws, portable generators, gas detectors, Hilti drills,plasma cutter, wire welder, etc.

17-07 Small Equipment & Tool Replacement (Corporate Fleet) ($40,000 in 2017, $15,000 each year 2018-2021) ................ $100,000Funds will be used for replacement of a variety of Fleet small equipment and tools as required. This includes provision to replace the Vehicle OBD reader for reading engine codes and the shop air compressor.

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2.670 Regional Water SupplyAsset/ Reserve Schedule 2017 - 2021 Financial Plan

Regional Water Supply

Note A: Insured Value Table

Description $ Amount*

Sooke Lake Dam compacted earth, reinforced concrete 114,320,000

Saddle Dam (southend Deception) compacted earth, clay core, reinforced concrete 63,748,000

Saddle Dam compacted earth, dam, gate, wells and control house, concrete conduit and sluice gates 33,057,000

Japan Gulch U.V. Plant & Valve chamber 18,939,400

Smith Hill Reservoir (Not In Service) 9,726,700

Goldstream lake Dam compacted earth, reinforced concrete 7,926,000

Office / Administration Center 7,818,264

Haliburton Reservoir 7,155,500

Mt. Tolmie Reservoir 6,787,000

Sooke Reservoir Screening Tower 6,435,000

Sooke River Road Disinfection Plant 5,236,000

Japan Gulch Reservoir Dam (compacted earth, reinforced concrete) 5,043,000

Japan Gulch Treatment Plant 4,346,000

Other dams, pump stations, misc. buildings, 71,982,932

Total 362,520,796$


Asset Profile

System assets include the lands, dams and source water reservoirs within the water supply areas, intake and source conduits, two water treatment plants, pressure regulating facilities, nine supply mains, three balancing reservoirs and revenue water meters in the water transmission system. The total historical value as of Dec 31, 2015 for all assets was $350M with an estimated replacement value of $362.5M (Note A).

2.670- ERF Reserves34

2.670 Regional Water SupplyAsset/ Reserve Schedule 2017 - 2021 Financial Plan

Fund: 1022 Fund Center: 101454 Estimate2016 2017 2018 2019 2020 2021

2,390,642 2,507,486 2,056,980 1,786,504 1,910,373 1,904,851 Beginning Balance

Equipment purchases (Based on Capital Plan) (251,000) (870,000) (665,000) (208,000) (367,300) (185,000)

277,844 288,994 294,774 300,669 306,683 312,816 50,000 130,500 99,750 31,200 55,095 27,750

Transfer from Operating Budget Proceeds on disposals Interest Income* 40,000

Ending Balance $ 2,507,486 2,056,980 1,786,504 1,910,373 1,904,851 2,060,417


General Comments:Reserve Fund is used for the purpose of replacing fleet vehicles including heavy equipment & its mobile components as stipulated in the capital plan. Proceeds from disposals of vehicles and depreciation allowance of the vehicles is transferred to Reserves.Proceeds from disposals are estimated at 15% of replacement equipment purchases. Note not all vehicles are sold within the year in which they are replaced.

Equipment Replacement Reserve Schedule

Reserve Fund: 2.670 Regional Water Supply Equipment Replacement Reserve (covered by CRD-ERF Bylaw)

Budget

2.670- ERF Reserves35

- - - - -

Service: 2.680 JDF Water Distribution Commission: Juan De Fuca Water Distribution

DEFINITION:

To finance the administration, development, maintenance, and operational expenses, of the Juan de Fuca Water Distribution local service inthe Western Communities of the Capital Regional District, as per the Water Distribution Local Service Area Establishment Bylaw No. 2538.

The establishment and operation of a Juan de Fuca water Distribution Commission is done by Bylaw No. 2540.


Juan de Fuca Water Distribution Service - retail water distribution system providing water to Western Communities. The service administrationand operation is provided by the Integrated Water Services Department.

PARTICIPATION:

City of Colwood District of MetchosinCity of Langford District of SookeTown of View Royal District of HighlandsJuan de Fuca Electoral Area

MAXIMUM LEVY:

The maximum amount that may be requisitioned is NIL.


Authorized: $19,000,000 Pre - (Consolidated MFA Loan Authorizations - Juan de Fuca Water Distribution Facilities)Borrowed: $17,500,000 Pre - (Consolidated amounts borrowed - Juan de Fuca Water Distribution Facilities)Expired: $1,500,000

Authorized: $14,800,000 2015 - (MFA Bylaw No. 3981 Juan de Fuca Water Distribution Facilities)Borrowed: $2,000,000Remaining: $12,800,000

Authorized: $10,000,000 DCC - (MFA Bylaw No. 3164 Juan de Fuca Water Distribution Facilities Development-DCC)Borrowed: $3,500,000 DCC - (MFA Bylaw No. 3164 Juan de Fuca Water Distribution Facilities Development-DCC)Expired: $6,500,000

FUNDING:

Water Revenue and transfer from DCC reserves to service DCC debt.


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SCHEDULE B

2.6802017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Engineered Structures S 300 3,320 1,220 1,220 1,220 1,375 8,655

300 3,320 1,220 1,220 1,220 1,375 8,655

SOURCE OF FUNDS

Reserve Fund R 300 3,320 1,220 1,220 1,220 1,375 8,655

300 3,320 1,220 1,220 1,220 1,375 8,655

Carry ForwardJuan de Fuca Water - DCC



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CAPITAL BUDGET FORM Service #: 2.6802017 & Forecast 2018 to 2021 Service Name: Juan de Fuca Water Distribution


Asset Class

Carry Forward 2017 2018 2019 2020 2021


INFRASTRUCTURE ENGINEERING AND OPERATIONS - - - - - - - Planning 15-01 Renewal Updating Procedures & Engineering Specifications S 80 100 16-01 Renewal Reservoir Assessment S 50 100 200 16-02 Renewal Water Audit S 25 50 16-03 Renewal Strategic Asset Management Plan S 50 50 150 17-01 Renewal Annual Small Diameter Replacement Program Update S 150 150 17-02 New Implement Tempest Software S 150 150 Capital 99-01 Replacement Annual Small Diameter Pipe Replacement Program S 1,500 1,250 1,250 1,250 1,250 6,500 12-01 Replacement Fire Flow Upgrade Program Phase 2 Volume/Flow Upgrade Program Review S 150 - 200 15-02 Renewal Sun River Reservoir Rehabilitation S 800 1,000 16-04 Replacement Jacklin Rd - 900m of 600mm Pipe S 1,100 800 300 2,400 16-05 Renewal Comprehensive Pump Station Upgrades (10 year Program) S 200 200 17-03 Renewal Water Line in Sooke Basin - Inspection S 50 50 17-04 Replacement SCADA Equipment Replacement Program E 50 - - 300 50 400 17-05 New Develop E-Billing and Pre-Authorized Debit System E 50 50 100 17-06 New East Sooke Iron Mine Analyzer E 25 25 18-01 Replacement Sooke Rd Ph. 2 - 1,000m of 600m Pipe - Cecil Blogg to Jacklin S 800 800 19-01 Replacement Sooke Rd Ph. 1 - 1,200m of 600m Pipe - Wishart to Cecil Blogg S 1,100 2,500 20-01 Replacement Residential Meter Replacement Program S - - - 250 250 500 Sub-Total System Infrastructure and Operations 2,455 2,925 2,400 2,350 1,800 1,550 15,475

CUSTOMER AND TECHNICAL SERVICES - - - - - - - 16-06 Replacement Vehicle & equipment replacement (funding from replacement fund) V 450 240 425 70 210 1,395 Sub-Total Customer and Technical Services - 450 240 425 70 210 1,395

ANNUAL PROVISIONAL ITEMS17-07 New Site decommissioning - general S - 10 10 10 10 10 50 17-08 Replacement Water Service Replacement Program S - 300 300 300 300 300 1,500 17-09 Replacement Emergency Major Main Replacement S - 100 100 100 100 100 500 17-10 Replacement Meter Register Replacement S - 60 60 60 60 30 270 17-11 Replacement Hydrant Replacement, Upgrades and Additions S - 70 70 70 70 70 350 17-12 Replacement Large Meters/Meter Vaults Replacement, Upgrades and Additions S - 130 130 130 130 130 650 17-13 New Site Security Upgrades S - 40 40 40 40 40 200 17-14 New Scada/Flow Meters for Lead PRVs S - 60 60 60 60 60 300 17-15 Renewal Distribution System Improvements S - 150 150 150 150 150 750 17-16 New Hydraulic Model Yearly Update, Testing & Calibration S - 60 60 60 60 60 300 Sub-Total for Annual Provisional Items 980 980 980 980 950 4,870

TOTAL ANNUAL CAPITAL EXPENDITURES 2,455 4,355 3,620 3,755 2,850 2,710 21,740 FIVE YEAR TOTAL (including carry forward)



19,745 https://goto.crd.bc.ca/teams/iws/1700Budgeting/2017 -2021 CAPITAL BUDGET 2017 DISTRIBUTION SYSTEM_2016.07.26.xlsxCapitalPlan 26/10/2016

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CAPITAL BUDGET FORM Service #: 2.6802017 & Forecast 2018 to 2021 Service Name: Juan de Fuca Water Distribution


Asset Class

Carry Forward 2017 2018 2019 2020 2021




DEVELOPMENT COST CHARGE (DCC) PROGRAM (Dependent on Growth - Timing Tentative)System Expansion by CRD Forces

16-07 New Update DCC Bylaw (Comprehensive Update in 2016) S - 20 20 20 20 175 255 17-17 New DCC Expenditures (refer to USL 2016 DCC update) S - - 1,200 1,200 1,200 1,200 4,800 17-18 New Bear Mountain Parkway Extension S 300 3,300 3,600 Sub-Total for System Expansion by CRD Forces 300 3,320 1,220 1,220 1,220 1,375 8,655

TOTAL ANNUAL CAPITAL EXPENDITURES - DCC PROGRAM 300 3,320 1,220 1,220 1,220 1,375 8,655 FIVE YEAR TOTAL (including carry forward)





8,655

https://goto.crd.bc.ca/teams/iws/1700Budgeting/2017 -2021 CAPITAL BUDGET 2017 DISTRIBUTION SYSTEM_2016.07.26.xlsxCapitalPlan 26/10/2016

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SERVICE 2.680 Juan de Fuca Water Distribution 2017

October 26, 2016

CAPITAL BUDGET Notes: Line numbers refer to the Capital Budget documents. Bold paragraph indicates a new item. INFRASTRUCTURE ENGINEERING AND OPERATIONS Planning 15-01 Updating Procedures & Engineering Specifications ($80,000 carry forward) ................................................................. $100,000

Several business procedure documents and the Engineering Specifications are in need of updating. A consultant will be hired to assist with this task.

16-01 Reservoir Assessment ($50,000 carry forward, $100,000 in 2017) ................................................................................ $200,000

Similar to the assessments in progress or that have been completed for other JDF assets, it is proposed to conduct a review of the existing storage reservoirs/tanks. This will include a higher level structural assessment, condition of materials, functionality and water quality aspects. The results of this review will advise the proposed Strategic Asset Management Plan for 2016 in order to arrive at a comprehensive plan for system upgrades with potential improvements constructed in 2017.

16-02 Water Audit ($25,000 carry forward) ................................................................................................................................. $50,000

A water audit will be conducted of water usage and forecasting. This information will guide the planning of future capital works to ensure that the infrastructure is improved in advance of future demands.

16-03 Strategic Asset Management Plan ($50,000 carry forward, $50,000 in 2017) ................................................................ $150,000

Several studies have been completed and are in progress to assess the JDF assets and programs and the proposed Strategic Asset Management Plan will consolidate the findings of the previous studies in a comprehensive approach to identify and prioritizes future capital expenditures and programs.

17-01 Annual Small Diameter Replacement Program Update ($150,000 in 2017) $150,000 This is to update the 1990 Annual Small Diameter Replacement Program using external consulting services.

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October 26, 2016

17-02 New - Implement Tempest Software ($150,000 in 2017) …………………………………………………………………..$150,000 The Infrastructure Engineering Section regulates the bylaws related to many of the utilities which includes receiving and processing of applications for service as well as a multitude of referrals from internal and external agencies. Currently, the CRD Staff utilize database software to log the file status and it is proposed to purchase and install Tempest software to track and report the status of each application, referral or development cost charge. The Tempest software is ”land-based” and has been implemented by the CRD Building Inspection and Planning department. The proposed budget includes CRD staff effort to setup the software, transfer active files into the new system and staff training.

Infrastructure Engineering - Capital 99-01 Annual Small Diameter Pipe Replacement Program (2017-21, budget amount varies each year due to workload) ........................................................................................................................................ $6,500,000

This item is the 2017 - 2021 program for replacement of the water mains identified in the Water Main Upgrading and Replacement Program. All mains were assessed for such criteria as age, pipe material, record of leaks and hydraulic adequacy, and a long-term replacement program was developed. The program has been underway since 1997.

12-01 Fire Flow Upgrade Program Phase 2 Volume/Flow Upgrade Program Review ($150,000 carry forward) ..................... $200,000

In order to meet Fire Underwriters Survey recommendations for fire protection, it is necessary to provide certain volumes of water storage. It is proposed to assess fire storage volume requirements for different parts of the system and determine any required upgrades. It is proposed to complete the study aspects in 2017, followed by subsequent years of reservoir construction starting in 2017 as required. This will be combined with a review of the 5-year accelerated fire flow pipe upgrade program to produce a comprehensive fire upgrade program (flow, volume and pressure). The results of this review will advise the Strategic Asset Management Plan proposed for 2016 in order to arrive at a comprehensive plan for system upgrades.

15-02 Sun River Reservoir Rehabilitation ($800,000 carry forward) ..................................................................................... $1,000,000

The Sun River reservoir is experiencing leakage through concrete form tie holes as a result of the original construction process. It was originally estimated that $250K would be needed to rehabilitate the two cells of the reservoir in 2014, but investigations indicated that geotechnical and structural problems were also present. An additional $750,000 of funding in 2016 is requested to solve these new problems.

16-04 Jacklin Rd. - 900m of 600mm dia. Pipe ($1,1M carry forward, $800,000 in 2017, $300,000 in 2018) ....................... $2,400,000

According to a corrosion assessment, this 900m section of steel pipe is unprotected and needs to be replaced. This project schedule was adjusted to allow for upgrade of the Jacklin Road Main

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October 26, 2016

16-05 Comprehensive Pump Station Upgrades (10 Year Plan) ($200,000 carry forward) ...................................................... $ 200,000

A previous capital project was completed by Delcan Corp. in 2012 which assessed each existing pump station and identified building deficiencies. This study concluded that on average approximately $1.0M per year for the next ten years is needed to upgrade existing pump stations. A review of system hydraulics, electrical/mechanical issues and backup power is due to be completed in 2016, which will advise the proposed Strategic Asset Management Plan proposed for 2016 in order to arrive at a comprehensive plan for system upgrades. The carryforward amount of $200,000 allows for completion of the review.

17-03 Water Line in Sooke Basin – Inspection ($50,000 in 2017)………………………………………………………………… $50,000 The HDPE water main under the Sooke Basin is inspected every 5 years by a certified diver to ensure good

condition. The last inspection was in 2012. 17-04 SCADA Equipment Replacement Program ($50,000 in 2017, $300,000 in 2020 and $50,000 in 2021)…………….$400,000

A study of the existing SCADA equipment was completed by Stantec Consulting and they proposed short-term and long-term SCADA equipment replacements. It is proposed to replace the equipment based on priority and defined by deterioration and/or age.

17-05 Develop E-Billing and Pre-Authorized Debit System($50,000 in 2017 and 2018) ................................................... $100,000 A system will be created to electronically access account information and send out electronic invoices. The feasibility of pre-authorized debit will also be assessed. 17-06 East Sooke Iron Mine Analyzer ($25,000 in 2017) ........................................................................................................ $25,000

The existing chlorine analyzer at the Iron Mine Pump Station / Rechloramination Station is at the end of its useful life and requires replacement.

18-01 Sooke Rd. Phase 2 – 1,000m of 600mm dia. Pipe – Cecil Blogg to Jacklin ($800,000 in 2018)................................... $800,000

As described above, a cost estimate based on the detailed design indicated that additional funding of $800,000 was required to complete this project. Phase 2 will be constructed by CRD resources.

19-01 Sooke Rd. Phase 1 – 1,200m of 600mm dia. Pipe – Wishart to Cecil Blogg ($1,100,000 in 2019) ........................... $2,500,000 According to a corrosion assessment, a 2.2 kilometre section of an existing steel pipe along Sooke Road and Allendale

Road (between Wishart to Jacklin) was unprotected and in need of replacement. In 2014, the design of both phases of the water main was completed by a consultant and construction of the main from Wishart to VMP was completed by CRD resources. The balance of Phase 1 construction (VMP to Cecil Blogg Drive is due to be completed in 2019.

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October 26, 2016

20-01 Residential Meter Replacement ($250,000 each year, starting in 2020) ........................................................................ $250,000

A July 8, 2014 staff report analyzed the results of testing performed on existing residential meters and recommended a sustainable meter replacement program due to start in 2020 subject to available capital funding.

CUSTOMER AND TECHNICAL SERVICES 16-06 Vehicle and Equipment Replacement ($450,000 in 2017, $240,000 in 2018, $425,000 in 2019, $70,000 in 2020, $210,000 in 2018 - 2021) ............................................................................................................................................................................. $1,395,000

This is for replacement of vehicles and equipment used by CRD Integrated Water Services for the day-to-day operation and maintenance of the distribution system. The Equipment Replacement Fund is used to fund the expenditure. 2017 replacements are FWS018 and FWS022 both are GMC service vans and FCV013 a Flatdeck being replaced with a Excavator.

ANNUAL PROVISIONAL CAPITAL ITEMS 17-07 Site Decommissioning – General ($10,000 each year) .................................................................................................... $50,000

This a provisional item to allow engineering and planning reviews of old facilities with a view to possible future site uses.

17-08 Water Service Replacement Program – ($300,000 each year) ................................................................................... $1,500,000 This a new provisional item to allow for the replacement of existing water services that fail during the year and that are currently repaired under the operating budget.

17-09 Emergency Major Main Replacement ($100,000 each year) ............................................................................. ………..$500,000

This item is to fund the costs of responding to emergency major main breaks and conducting replacements.

17-10 Meter Register Replacement ($60,000 each year) ............................................................................................ ………..$300,000 Many meter registers installed in 1994 may fail during the year and are not covered under warranty.

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October 26, 2016

17-11 Hydrant Replacement, Upgrades and Additions ($70,000 each year) ............................................................................ $350,000 This is an annual provision for replacing old and outdated hydrants, adding new hydrants to the system where requested

by the municipalities or fire departments.

17-12 Large Meters/Meter Vaults Replacement, Upgrades and Additions ($130,000 each year) ............................................ $650,000 This is an annual provision for the replacement of obsolete and worn out large (greater than 2” diameter) meters, adding

new meters and upgrading meter vaults. 17-13 Site Security Upgrades ($40,000 each year) .................................................................................................................. $200,000

This is an annual allowance for upgrading and maintaining equipment, security and control systems at distribution facilities such as pump stations, PRV chambers and reservoirs. Items such as access hatches, fencing, etc., will be modified to provide a larger degree of security.

17-14 SCADA/Flow Meters for Lead PRVs ($60,000 each year) ............................................................................................. $300,000

The lead PRV into a pressure zone is critical and the availability of the operational data to staff monitoring the system is important. Under this program, SCADA will be installed and a flow meter, where required.

17-15 Distribution System Improvements ($150,000 each year) .............................................................................................. $750,000

Historically, opportunities to complete work arise during the year which were not specifically identified and budgeted. This item typically relates to coordinating work programs (i.e. JDF water main replacements and municipal paving programs) with the municipalities or development and taking advantage of opportunities during the year that were not specifically identified.

17-16 Hydraulic Model Yearly Update, Testing & Calibration ($60,000 each year) .................................................................. $300,000

This item is required to input the pipes installed that year into the hydraulic computer model, followed by calibration and testing in order to keep the model up to date for design and planning purposes.

DEVELOPMENT COST CHARGE (DCC) PROGRAM 16-07 Update DCC Bylaw ($20,000 each year, except $175,000 for a Comprehensive Update in 2021) …………….……….$255,000

This is a provisional item to cover questions that arise and referred to our consultants for advice. Every 5 years a comprehensive update is required and the previous DCC update was completed in 2011, with the next update scheduled for 2016 for $150,000.

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October 26, 2016

17-17 DCC Expenditures (refer to USL 2016 DCC update) ($1,200,000 each year starting in 2018)………………….….….$4,800,000 These expenditures are related to expected revenues. 17-18 Bear Mountain Parkway Extension ($300,000 carry forward, $3,300,000 in 2017) ..................................................... $3,600,000

Commission approved the engineering and construction of a fire main from the Skirt Mountain Reservoir to the intersection of McCallum Rd. and Bear Mountain Parkway on september 20, 2016. Project to be started in 2016 and completed in 2017.

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2.680 Juan de Fuca Water DistributionSummary Schedule 2017 - 2021 Financial Plan

Juan de Fuca Water Distribution

Estimate2016 2017 2018 2019 2020 2021

DCC Reserve Account 4,152,322 2,503,786 2,019,250 1,534,714 1,061,804 592,113 Equipment Replacement Fund 499,696 385,846 455,869 374,122 599,715 712,010

Total 4,729,624 2,967,240 2,552,729 1,986,448 1,739,133 1,381,739

Reserve/Fund Summary

Budget

Asset Profile

Juan de Fuca assets include the lands, office buildings, pump stations, pipe lines, equipment and vehicles. The total historical value as of Dec 31, 2015 for all assets was $189M.

2.680-SUMMARY RESERVES58

2.680 Juan de Fuca Water DistributionDevelopment Cost Charges2017 - 2021 Financial Plan



Transfer to Cap Fund to fund DCC projects (1,810,000) (2,384,000) (1,220,000) (1,220,000) (1,220,000) (1,375,000) Payment of P&I on LA 3164 (264,536) (264,536) (264,536) (264,536) (252,910) (94,691)

DCC's received from Member Municipalities 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Interest Income* 80,015

Ending Balance $ 4,152,322 2,503,786 2,019,250 1,534,714 1,061,804 592,113


Development Cost Charges Reserve Schedule

Reserve Fund: Development Cost Charges for Juan de Fuca Water Distribution (Bylaw # 2758)

Budget

General Comments: Development Cost Charges Reserve Funds for Juan de Fuca Water Distribution was adopted in year 2000 for the purpose of providing funds for the capital costs of water facilities in the service areas.

These Reserve funds are received from Member Municipalities as Development Cost Charges (DCC's) to provide for the capital costs attributable to water sytem capacity improvements projects specified in the DCC capital expenditure program. Municipalities collect these DCC charges through building permits that are issued to developers for subdivision development.

Future years DCC's are difficult to predict, due to unknown development activity in the Municipalities, influenced by market conditions. A conservative estimate of $1m per year has been used, based on historical annual collections of DCCs, and adjusted for potential annual payments of current DCC liabilities.

2.680-DCC RESERVES Oct19 update59

- - - - -

2.680 Juan de Fuca Water DistributionEquipment Replacement Reserve2017 - 2021 Financial Plan



Equipment purchases (Based on Capital Plan) (300,000) (450,000) (240,000) (425,000) (70,000) (210,000)

Transfer from Operating Budget 268,650 268,650 274,023 279,503 285,093 290,795Proceeds on disposals 35,000 67,500 36,000 63,750 10,500 31,500 Interest Income* 10,000

Ending Balance $ 499,696 385,846 455,869 374,122 599,715 712,010


General Comments:Reserve Fund is used for the purpose of replacing fleet vehicles including heavy equipment & its mobile components as stipulated in the capital plan. Proceeds from disposals of vehicles and depreciation allowance of the vehicles is transferred to Reserves.Proceeds from disposals are estimated at 15% of replacement equipment purchases. Note not all vehicles are sold within the year in which they are replaced.

Equipment Replacement Reserve Schedule

Reserve Fund: Juan de Fuca Distribution Equipment Replacement Reserve (covered by CRD-ERF Bylaw)

Budget

2.680-ERF RESERVES60

- - - - -

Service: 1.577 IW - Environmental Operations Committee: Environmental Services

DEFINITION:

To provide operations services to all water and wastewater functions of the Capital Regional District. Cost of this service is totally allocatedto functions using Operations Division.

PARTICIPATION:

Method of cost allocation is on an hourly basis for services rendered to water and wastewater functions.

MAXIMUM LEVY:

N/A


N/A

COMMISSION:

N/A

COST RECOVERY:

A mixture of allocations and time charges to Water and Wastewater services of the CRD.


CAPITAL REGIONAL DISTRICT 1.577 ENVIRONMENTAL SUSTAINABILITY - OPERATIONS 07/09/2016

BUDGET REQUESTENVIRONMENTAL SERVICES - OPERATIONS



OPERATING COSTS:

ENGINEERING OPERATIONS - OPERATIONS 6,429,518 6,416,118 6,524,638 0 0 6,524,638 6,654,432 6,787,374 6,922,944 7,061,124ENGINEERING OPERATIONS - MAINTENANCE 67,800 61,000 69,130 0 0 69,130 74,410 75,890 77,370 78,890



CAPITAL / RESERVETransfer to Own Funds 85,249 85,249 85,249 0 0 85,249 85,249 85,249 85,249 85,249Transfer to Equipment Replacement Fund 139,874 139,874 139,874 0 0 139,874 139,874 139,874 139,874 139,874


DEBT CHARGES 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 6,722,441 6,702,241 6,818,891 0 0 6,818,891 6,953,965 7,088,387 7,225,437 7,365,137


Internal Recoveries (6,722,441) (6,702,241) (6,818,891) 0 0 (6,818,891) (6,953,965) (7,088,386) (7,225,437) (7,365,136)

OPERATING COSTS LESS INTERNAL RECOVERIES 0 0 0 0 0 0 0 0 -0 0


Surplus / (Deficit) Funds Carried Forward 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 0 0 0 (0)

PARTICIPANTS: Costs recovered internallyAUTHORIZED POSITIONS:Salaried 41.80 41.80 41.80 41.80 41.80 41.80 41.80 41.80 41.80 41.80Term 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00



BUDGET REQUESTENVIRONMENTAL SERVICES - OPERATIONS



OPERATING COSTS:

Salaries and Wages 4,833,828 4,833,828 4,897,240 0 0 4,897,240 4,995,185 5,095,089 5,196,990 5,300,930Allocations - Summary 931,470 931,470 977,378 0 0 977,378 996,293 1,016,145 1,036,375 1,056,915Operating - Other Costs - Summary 664,220 650,820 650,020 0 0 650,020 662,954 676,140 689,578 703,279TOTAL OPERATIONS 6,429,518 6,416,118 6,524,638 0 0 6,524,638 6,654,432 6,787,374 6,922,944 7,061,124

Allocation - All Others 0 0 0 0 0 0 0 0 0 0 Operating - Other Costs - Summary 67,800 61,000 69,130 0 0 69,130 74,410 75,890 77,370 78,890TOTAL MAINTENANCE 67,800 61,000 69,130 0 0 69,130 74,410 75,890 77,370 78,890



CAPITAL / RESERVETransfer to Own Funds 85,249 85,249 85,249 0 0 85,249 85,249 85,249 85,249 85,249Transfer to Equipment Replacement Fund 139,874 139,874 139,874 0 0 139,874 139,874 139,874 139,874 139,874


DEBT CHARGES 0 0 0 0 0 0 0 0 0 0

TOTAL COSTS 6,722,441 6,702,241 6,818,891 0 0 6,818,891 6,953,965 7,088,387 7,225,437 7,365,137


Internal Recoveries (6,722,441) (6,702,241) (6,818,891) 0 0 (6,818,891) (6,953,965) (7,088,386) (7,225,437) (7,365,136)

OPERATING COSTS LESS INTERNAL RECOVERIES 0 0 0 0 0 0 0 0 -0 0

FUNDING SOURCES (REVENUE) Funds Carried Forward 0

TOTAL REVENUE 0 0 0 0 0 0 0 0 0 0

REQUISITION 0 0 0 0 0 0 (0) (0) 0 (0)

PARTICIPANTS: Costs recovered internallyAUTHORIZED POSITIONS:Salaried 41.80 41.80 41.80 41.80 41.80 41.80 41.80 41.80 41.80 41.80Term 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 1.577 ENVIRONMENTAL SUSTAINABILITY - OPERATIONS07/

09/201663

SCHEDULE B

1.577 IW - Environmental Operations2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Equipment E 50,000 55,000 30,000 30,000 10,000 175,000 Vehicles V 325,000 160,000 70,000 35,000 80,000 670,000

375,000 215,000 100,000 65,000 90,000 845,000

SOURCE OF FUNDS


375,000 215,000 100,000 65,000 90,000 845,000




CAPITAL BUDGET FORM Service #: 1.5772017 & Forecast 2018 to 2021 Service Name: IW - Environmental Operations




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total

17-01 Replacement Replace Equipment Mech Shop 45,000 E ERF 20,000 25,000 45,000 17-02 Replacement Replace Computer Equipment 80,000 E ERF 20,000 20,000 20,000 20,000 80,000 17-03 Replacement Replace ERF Equipment 50,000 E ERF 10,000 10,000 10,000 10,000 10,000 50,000 17-04 Replacement Replace Epar Vehicle F00929 55,000 V ERF 55,000 55,000 17-05 Replacement Replace Epar Vehicle F00975 40,000 V ERF 40,000 40,000 17-06 Replacement Replace Epar Vehicle F00983 40,000 V ERF 40,000 40,000 17-07 Replacement Replace Epar Vehicle F00931 40,000 V ERF 40,000 40,000 17-08 Replacement Replace Epar Vehicle F00610 150,000 V ERF 150,000 150,000 18-01 Replacement Replace Epar Vehicle FPW068 40,000 V ERF 40,000 40,000 18-02 Replacement Replace Epar Vehicle F01056 40,000 V ERF 40,000 40,000 18-03 Replacement Replace Epar Vehicle F01070 50,000 V ERF 50,000 50,000 18-04 Replacement Replace Epar Vehicle F00957 30,000 V ERF 30,000 30,000 19-01 Replacement Replace Epar Vehicle FQS014 40,000 V ERF 40,000 40,000 19-02 Replacement Replace Epar Vehicle F00985 30,000 V ERF 30,000 30,000 20-01 Replacement Replace Epar Vehicle F01002 35,000 V ERF 35,000 35,000 21-01 Replacement Replace EparVehicle FWP076 40,000 V ERF 40,000 40,000 21-02 Replacement Replace Epar Vehicle F11033 40,000 V ERF 40,000 40,000

Total 845,000 - 375,000 215,000 100,000 65,000 90,000 845,000






Service: 1.577 IW - Environmental Operations

17-01 Project - Equipment Replacement Mechanical Shop

17-03 Project - Replace ERF Equipment

2017 - Bearing Press Replacement (end of life)2018 - Horizontal band saw repalcement for Mechanical shop (end of life)

Gas Tech Replacements Core and Saan Pen


1.577 IW Environmental Operations Asset and Reserve SummarySummary Schedule2017 - 2021 Financial Plan

Fund: 1022 Fund Center 101451Equipment Replacement Fund EstimateProjected year end balance 2016 2017 2018 2019 2020 2021



Transfer from Operating Budget 225,123 225,123 225,123 225,123 225,123 225,123 Interest Income* 36,837 Proceeds Disposal 12,747


Budget

Assumptions/Background:ERF Reserve to fund replacement of equipment, and vehicles of the IW Operations Division.


Reserve Cash Flow

ERF: IW Wtr Mgmt Operations Senior Budget - Equipment Replacement for Equipment and Vehicles

67

2017 Cost Allocations

Date: September 25, 2016YrEnd Balance Estimate Before Year End $ (2,487,047.33) $ (2,496,222.83) $ (459,260.37) $ (158,263.69) $ (56,615.94) $ (342,328.77) $ (204,084.47) $ (103.92) $ (101,742.01) $ -

Item Improvement Funding Source Area Estimated Cost Victoria Saanich Oak Bay Langford Colwood View Royal Songhees Nation Esquimalt Nation Esquimalt DND24.30% 25.38% 8.33% 7.81% 6.17% 1.04% 0.38% 21.76% 4.84%

NWT17-01 NWT Root Removal and CCTV Program Section 1 CRF NWT $ 40,000 $ 9,720.97 $ 10,153.02 $ 3,330.33 $ 3,123.31 $ 2,466.25 $ 414.04 $ 153.02 $ 8,703.87 $ 1,935.19 24.30% 25.38% 8.33% 7.81% 6.17% 1.04% 0.38% 21.76% 4.84%

NWT17-02 NWT Flow Meter Auditing Study CRF NWT $ 50,000 $ 12,151.22 $ 12,691.27 $ 4,162.92 $ 3,904.14 $ 3,082.81 $ 517.55 $ 191.27 $ 10,879.84 $ 2,418.99 24.30% 25.38% 8.33% 7.81% 6.17% 1.04% 0.38% 21.76% 4.84%

NWT17-03 Core Area Strategic Asset Management Plan CRF NWT $ 30,000 $ 7,290.73 $ 7,614.76 $ 2,497.75 $ 2,342.48 $ 1,849.68 $ 310.53 $ 114.76 $ 6,527.90 $ 1,451.40 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

NWT17-04 NWT SCADA Upgrades PERS NWT $ 150,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

NWT17-05 Macaulay Pt Outfall Inspection Maintenance Reserve Fund

NWT $ 70,000 $ - $ - $ - $ - $ - $ - $ - $ - $ -

24.30% 25.38% 8.33% 7.81% 6.17% 1.04% 0.38% 21.76% 4.84%NWT17-06 NWT Network Hydraulic Model CRF NWT $ 120,000 $ 29,162.92 $ 30,459.05 $ 9,991.00 $ 9,369.94 $ 7,398.74 $ 1,242.12 $ 459.05 $ 26,111.61 $ 5,805.58

24.30% 25.38% 8.33% 7.81% 6.17% 1.04% 0.38% 21.76% 4.84%NWT17-07 Macaulay Pt Outfall Protection CRF NWT $ 80,000 $ 19,441.94 $ 20,306.03 $ 6,660.67 $ 6,246.62 $ 4,932.49 $ 828.08 $ 306.03 $ 17,407.74 $ 3,870.39

$ 540,000 57.69% 13.16% 29.15%

NET17-01 NET Network Hydraulic Modeling CRF NET $ 20,000 $ 11,537.54 $ 2,631.70 $ 5,830.75 57.7% 13.2% 29.2%

NET17-02 NET Root Removal and CCTV Program Section 2 CRF NET $ 70,000 $40,381.41 $9,210.97 $20,407.63 0.0% 0.0% 0.0%

NET17-03 NET Clover Pt Outfall InspectionMaintenance Reserve Fund

NET $ 70,000 $0.00 $0.00 $0.00

57.69% 13.16% 29.15%NET17-04 Core Area Strategic Asset Management Plan CRF NET $ 30,000 $ 17,306.32 $ 3,947.56 $ 8,746.13

$ 190,000 16.15% 27.86% 55.98%

ECI17-01 ECI Network Hydraulic Model CRF ECI $ 55,000 $ 8,884.40 $ 15,325.59 $ 30,790.01 100.00%

ECI17-02 Humber Pump Station Wet Well Improvements CRF ECI $ 25,000 $ - $ - $ 25,000.00 0.00% 0.00% 100.00%

ECI17-03 Rutland Pump Station Wet Well Improvements CRF ECI $ 25,000 $ - $ - $ 25,000.00 16.15% 27.86% 55.98%

ECI17-04 ECI Root Removal and CCTV Program Section 2 CRF ECI $ 30,000 $ 4,846.04 $ 8,359.41 $ 16,794.55

0.00% 0.00% 0.00%ECI17-05 ECI SCADA Upgrades PERS ECI $ 60,000 $ - $ - $ -

16.15% 27.86% 55.98%

ECI17-06 Core Area Strategic Asset Management Plan CRF ECI $ 30,000 $ 4,846.04 $ 8,359.41 $ 16,794.55

$ 225,000

21.16% 2.45% 76.39%NETB17-01 NET-B Network Hydraulic Model CRF NET-B $ 40,000 8,465.61$ 978.84$ 30,555.56$

21.16% 2.45% 76.39%

NETB17-02NET-B Root Removal and CCTV Section 2 CRF NET B $ 40,000

8,465.61$ 978.84$ 30,555.56$

21.16% 2.45% 76.39%

NETB17-03 NET-B SCADA CRF NET B $ 60,000 12,698.41$ 1,468.25$ 45,833.33$

21.16% 2.45% 76.39%

NETB17-04 Core Area Strategic Asset Management Plan CRF NET B $ 30,000 6,349.21$ 734.13$ 22,916.67$

170,000$

Total Capital Reserve Funded. 775,000$

Total per Municipality/City $201,548.36 $133,218.82 $279,224.72 $26,642.66 $24,986.50 $19,729.97 $3,312.33 $1,224.12 $69,630.96 $15,481.55

$ (2,285,498.97) $ (2,363,004.01) $ (180,035.66) $ (131,621.02) $ (31,629.44) $ (322,598.79) $ (200,772.14) $ 1,120.21 $ (16,629.50)

COST SHARING ALLOCATIONCore Area Sewers Infrastructure Upgrade Projects for 2017

( Schedule B of the 2017 Budget)(Cost sharing based on 2015 flows - 2016 flows updated February 2017)

Remaining Reserve - 2017

68

NWT, NET (Clover), NET (Bowker) ECICapital Reserve Fund Schedule - Core2017 - 2021 Financial Plan

Fund: 1046 Core Capital Reserve Fund Summary EstimateProjected year end balance 2016 2017 2018 2019 2020 2021


Transfer to Cap Fund (Based on Capital Plan) (2,080,021) (770,464) - (300,000) - -Transfer OUT NWT projects (530,021) (315,464) - - - -Transfer OUT NET (Clover) projects (330,000) (120,000) (300,000) - -Transfer OUT NET (Bowker) projects (495,000) (165,000) Transfer OUT ECI projects (725,000) (170,000) Transfer OUT landford Project

Transfer from Operating Budget 292,784 - - - - -Interest Income* 58,243



Trunk Sewers & Sewage Disposal Facilities Capital Reserve Fund, Bylaw No. 2525 (1997). Each core municipality has separate fund center within the fund as cost sharing varies as per project. See 'Cost Sharing Allocation' spreadsheet for detail by Municipality.

Capital Reserve Fund Schedule - Core

Capital Reserve Fund (Core): Funds NWT, NET (Clover), NET (Bowker) ECI , Bylaw No. 2525 (1997)

Trunk Sewers & Sewage Disposal Facilities Capital Reserve Fund, Bylaw No. 2525 (1997). Each core municipality has separate fund center within the fund as cost sharing varies as per project. This schedule included in NWT (3.710), NET (Clover) (3.712) and (Bowker) (3.715) and ECI (3.713) to report on total fund; not separated by Core trunk budgets. Total historical value of the related assets is $127.4M as at Dec 31, 2014.

Summary

Budget


69

-- - - -- - - -

- - - - -

Service: 3.710 North West Trunk Sewer Committee: Core Area Liquid Waste Management

DEFINITION:

Provision of sewage disposal facilities through fine-screening process and disposal through ocean outfall for all member municipalitiestributary to the North West Trunk System.


This program is for the provision of Regional sewer service in the Core Area and West Shore, including sewer collection, conveyance, screening and disposal through the ocean outfall at Macaulay Point. Although the largest component of the program budget is for the operationand maintenance of the systems, many other key programs are funded through and support these budgets including engineering (capitalprojects), odour control, and marine monitoring and protection.

PARTICIPATION:

Operating costs to be recovered by requisition to all participating members based on member percentage of total sewage input.

Hartland offset to Saanich (2.30%) for Leachate flows to Saanich portion of trunk. Solid waste (Leachate Division) to reimburse Saanichfor the Hartland Leachate flow.

MAXIMUM LEVY:


COMMISSION:

FUNDING:

RESERVE FUND:

North West Trunk Sewer Capital Reserve Fund, Bylaw No. 2354 (1995) terminated.Trunk Sewers & Sewage Disposal Facilities Capital Reserve Fund, Bylaw No. 2525 (1997).


Service: 3.710 North West Trunk Sewer Committee: Core Area Liquid Waste Management

SEWER COST SHARING SUMMARY - OCTOBER TO SEPTEMBER (PRIOR YEAR NUMBERS)

2012 2013 2014 2015 2016

Saanich 45.97% 45.33% 45.43% 44.43% 43.89%Victoria 14.23% 14.53% 14.48% 14.57% 15.08%Esquimalt 15.64% 15.28% 15.17% 15.11% 14.89%View Royal 3.59% 3.44% 3.67% 3.99% 3.86%Colwood 6.91% 6.86% 7.02% 6.53% 6.30%Langford 11.70% 12.44% 12.29% 13.35% 13.62%Songhees 1.28% 1.37% 1.34% 1.35% 1.36%Dept of National Defence (D.N.D.) 0.64% 0.71% 0.56% 0.63% 0.93%Esquimalt Band 0.04% 0.04% 0.04% 0.04% 0.07%

100.00% 100.00% 100.00% 100.00% 100.00%


CAPITAL REGIONAL DISTRICT 3.710 NORTH WEST TRUNK OPERATIONS 07/09/2016

BUDGET REQUEST

3.710 - N.W.T. OPERATIONS 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocation - Operations 1,689,892 1,636,713 1,706,044 0 0 1,706,044 1,730,632 1,755,624 1,781,018 1,806,717Operating - Other Costs 917,960 797,968 913,280 0 0 913,280 928,390 942,640 957,250 963,210Prgms - LWD - I&I 186,028 189,196 193,551 0 0 193,551 193,567 197,437 201,386 205,415Consultant Expenses 10,000 3,100 10,000 0 0 10,000 10,000 10,000 10,000 10,000Contract For Services 5,000 11,700 12,000 0 0 12,000 12,240 12,480 12,730 12,980



CAPITAL / RESERVE Transfer to Equipment Replacement Fund 75,951 75,951 75,951 0 0 75,951 75,951 75,951 75,951 75,951 Transfer to Reserve Fund 0 170,203 0 0 0 0 0 0 0 0



TOTAL COSTS 2,884,831 2,884,831 2,910,826 0 0 2,910,826 2,950,780 2,994,132 3,038,334 3,074,273





0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0 Revenue - Other (184) (184) (184) 0 0 (184) (184) (184) (184) (184) Grants In Lieu of Taxes (117,513) (117,513) (117,513) 0 0 (117,513) (117,513) (117,513) (117,513) (117,513)

TOTAL REVENUE (117,697) (117,697) (117,697) 0 0 (117,697) (117,697) (117,697) (117,697) (117,697)

REQUISITION (2,767,134) (2,767,134) (2,793,129) 0 0 (2,793,129) (2,833,083) (2,876,435) (2,920,637) (2,956,576)


PARTICIPANTS: Victoria, Esquimalt, Saanich, View Royal, DND, SongheesAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.710 NORTH WEST TRUNK OPERATIONS 07/09/201672

SCHEDULE B

3.710 North West Trunk2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Engineered Structures S 245,000 540,000 150,000 1,900,000 350,000 260,000 3,445,000

245,000 540,000 150,000 1,900,000 350,000 260,000 3,200,000

SOURCE OF FUNDS

Capital Funds on Hand C 245,000 - - - - - 245,000 Debenture Debt ( New Debt Only) D - - 150,000 1,900,000 350,000 260,000 2,660,000 Equipment Replacement Fund E - 150,000 - - - - 150,000 Reserve Fund R - 390,000 - - - - 390,000

245,000 540,000 150,000 1,900,000 350,000 260,000 3,200,000

Carry Forward



K:\Home\BUDGET\BUD2017\Capital plan\COW_NOV\Advisors' copy\710_2017-2021 North West Trunk Budget Sheet_3.xlsx NWT_Summary 07/11/2016 73

CAPITAL BUDGET FORM Service #: 3.7102017 & Forecast 2018 to 2021 Service Name: North West Trunk$0,000 in 2017 Dollars

No. Project Code Capital Project DescriptionAsset Class

Funding Source

Carry Forward 2017 2018 2019 2020 2021


16-01 Renewal Lang Cove PS Upgrades S Cap 30 3516-02 Renewal Marigold Pump Station Detailed Structural Assessment S Cap 70 8016-03 Replacement Old Craigflower PS Demolition S Cap 145 14517-01 Renewal NWT Root Removal and CCTV Program Section 1 S Res 40 4017-02 Renewal NWT Flow Meter Auditing Study S Res 50 5017-03 Renewal Core Area Strategic Assest Management Plan S Res 30 3017-04 Replacement NWT SCADA Upgrades S ERF 150 15017-05 Renewal Macaulay Pump Station Outfall Inspection S Res 70 7017-06 Renewal NWT Hydraulic Network Model S Res 120 12017-07 Renewal Macaulay Pt Outfall Protection S Res 80 8018-01 Renewal NWT Root Removal & CCTV Program Section 2 S Debt 150 15019-01 Renewal NWT Root Removal and CCTV Program Section 3 S Debt 300 30019-02 Renewal Trunk Sewer Rehabilitation Sections 1 & 2 S Debt 1,400 140019-03 Renewal Cecelia Ravine Pipe Protection S Debt 200 20020-01 Renewal Pressurized Mains Assessment S Debt 350 35021-01 Renewal Lang Cove PS Mechanical Upgrades S Debt 260 260

3,460 TOTAL ANNUAL CAPITAL EXPENDITURES 245 540 150 1,900 350 260 FIVE YEAR TOTAL (including carry-over)





3,445

74

Service: 3.710 North West Trunk

16-01 Lang Cove PS Upgrades $35

16-02 Marigold Pump Station Detailed Structural Assessment $80

16-03 Old Craigflower PS Demolition $145

17-01 NWT Root Removal and CCTV Program Section 1 $40

17-02 NWT Flow Meter Auditing Study $50

This project will start of the CCTV program where sections of the NWT will be inspected for condition and defects. Results from the inspection program will be used for the following year’s rehabilitation program. Funds will be used to retain a contractor to conduct CCTV and root removal for pipe sections between manholes 085 and 150.

The flow metering studies carried out by KWL in 1996 will be updated by a consultant, auditing the accuracy of the flow meters. This comprehensive study will ensure that accurate flows are recorded for proper cost allocation.

The Core Area Strategic Plan, prepared out by Delcan in 2013, identified minor upgrades to the Lang Cove PS are required for it tobe in compliance with the current CRD Cross Connection Control Bylaw and increase operator safety. The upgrades consist of: newfence installation; relocating the water supply backflow device; and supplying wet well lighting for operator inspections.

Structural upgrades identified in the Core Area Strategic Plan, prepared out by Delcan in 2013, are required for Marigold pumpstation to meet 2012 BC Building Code. Funds are required to conduct a detailed structural assessment and design required worksto have the Marigold pump station meet the current 2012 building code or post disaster. The Marigold pump station is integral to allproposed Core Area Wastewater solutions.

With commissioning of the new Craigflower pump station the old Craigflower pump station is no longer required. Funding is required for contracted services to conduct a hazard assessment and demolition the building and restore the site to an acceptable condition.

Dollars in Thousands

75


17-03 Core Area Strategic Assest Management Plan $30

17-04 NWT SCADA Upgrades $150

17-05 Macaulay Pump Station Outfall Inspection $70

17-06 NWT Hydraulic Network Model $120

A CRD wide SCADA master plan phase 2 was completed by Stantec in 2015. A schedule for equipment replacement for each SCADA equiped facility was recommended by the consultant. The Colquitz, Kniver, Lyall, Meaford and Songhees flow metering sites were identified as critical sites that required immediate replacement due to age. Funds will be used to procure replacement equipment and have CRD forces replace the equipment.

Under the Ministry of Environment's registered discharge permit, the Macaulay Pump Station outfall is required to be inspected every 3 years. The last inspection was undertaken in the May 2014. Funds from an operation reserve are required to retain a consultant to conduct and inspection of the outfall.

A comprehensive study will be undertaken to consolodate past studies including hydraulic capacity and condition assessment studies. The document will create an inventory, describe the characteristics and condition of infrastructure assets (pump stations, sewers, tanks, etc.), the expected levels-of-serive, planned actions to ensure the assets are providing the expected level-of-service, and financing stragtegies to implement any proposed future capital improvements.

A recommendation of the Core Area Wastewater Strategic Plan was that the CRD have a complete sanitary hydraulic model of the trunk system. The hydraulic model will allow the CRD to easily assess potential network changes, optimize pump operation, identify undersized or underutilized pipes. This project will be the NWT’s contribution to purchasing the required software and obtaining training in the use of the software. CRD staff time is required to gather relevant sanitary sewer trunk data and verify its accuracy for generating a sanitary hydraulic model of the NWT system.

76


17-07 Macaulay Pt Outfall Protection $80

18-01 NWT Root Removal & CCTV Program Section 2 $150

19-01 NWT Root Removal and CCTV Program Section 3 $300

19-02 Trunk Sewer Rehabilitation Sections 1 & 2 $1,400

19-03 Cecelia Ravine Pipe Protection $200

Based upon the 2014 Thurber Geotechnical report, protection from falling rocks of an exposed section of the NWT trunk pipe within the Ceceilia Ravine Park is required. Funding is required to retain a contractor to carry out the recommendations to protect the pipe.

Outlined in Worley Parsons 2013 outfall assessment, a section of corrosion prevention coating on the steel outfall has been worn away due to inadequate shoreline protection. Funding is required to obtain environmental approvals in order to reinstate the outfall coating and construct appropriate shoreline protection over the pipe.

This project will be a continuation of the CCTV program where sections of the NWT will be inspected for condition and defects. Results from the inspection program will be used for the following year’s rehabilitation program. Funds will be used to retain a contractor to conduct CCTV and root removal for pipe sections between manholes 190 and 270.

This project will be a continuation of the CCTV program where sections of the NWT will be inspected for condition and defects. Results from the inspection program will be used for the following year’s rehabilitation program. Funds will be used to retain a contractor to conduct CCTV and root removal for pipe sections between manholes 460 and 575.

Based on results of the CCTV inspection of Section 1 & 2, trunk mains requiring rehabilitation will be identified and deficiencies remediated.

77


20-01 Pressurized Mains Assessment $350

21-01 Lang Cove PS Mechanical Upgrades $260

The NWT trunk has pressurized trunk mains, some comprised of prestressed concrete pipe. Due to the age and pipe material sections of pipe, like the Inverted siphon from Marigold pump station require their condition assessed to determine remaining service life and associated risk. Funds will be for contracted services to conduct a condition assessment of some of the pressurized trunk mains.

Identified in the 2013 Condition Assessment by Delcan, the Lang Cove Pump Station will require the pumps discharge piping and check valves replaced. Funding is for procurement and replacement of new pumps, check valves and discharge piping.

78

3.710 North West Trunk Sewer Asset and Reserve SummarySummary Schedule2017 - 2021 Financial Plan

North West Trunk Sewer


Maintenance Reserves 438,348 377,348 437,348 497,348 459,348 519,348 Equipment Replacement Fund 1,629,315 1,555,264 1,631,213 1,707,162 1,783,111 1,859,060



Asset Profile

On average, 100 million litres of wastewater is collected and discharged daily through the core area liquid waste management systems. Macaulay Point Outfall services the Northwest Trunk, which conveys wastewater from Colwood, Langford, View Royal, Esquimalt, Saanich & Victoria. Assets held by the Northwest Trunk include land, pump and odour control stations, sewage storage tank, regional trunk system and the Macaulay Point Outfall. Total historical values as at December 31, 2015 for all assets was $54M.

Summary

Budget

79

3.710 North West Trunk SewerMaintenance Reserve Account Schedules2017 - 2021 Financial Plan

Maintenace Reserve Account Schedule Estimate (NWT Outfall Inspection) 2016 2017 2018 2019 2020 2021


Transfer OUT estimate - (70,000) - - (98,000) -


Ending Balance $ 163,576 93,576 144,576 195,576 148,576 199,576

Maintenace Reserve Account Schedule Estimate(NWT Carbon Replacement) 2016 2017 2018 2019 2020 2021


Transfer OUT estimate TBD - - - - -


Ending Balance $ 274,772 283,772 292,772 301,772 310,772 319,772

Budget

Maintenance Reserve Account Schedules

Maintenance Reserve Account: NWT Outfall Inspection

Starting 2003, maintenance accounts started for operating costs that were not incurred annually, but incurred on a irregular basis.

Budget

Outfall inspection in 2017 budget. Assumption that inspection needed approximately every 3 years.

80

3.710 North West Trunk SewerERF Reserve Fund Schedule NWT2017 - 2021 Financial Plan

Fund: 1022 Fund Center 101455Equipment Replacement Fund- NWT Estimate

2016 2017 2018 2019 2020 2021


Planned Purchase (Based on Capital Plan) (300,000) (150,000) - - - -

Transfer from Operating Budget 75,949 75,949 75,949 75,949 75,949 75,949 Interest Income* 28,800

Ending Balance $ 1,629,315 1,555,264 1,631,213 1,707,162 1,783,111 1,859,060

ERF Reserve to fund replacement of equipment that lasts less than 15 years in the NWT System. Also called PERS (Priority Equipment Replacement). Example motors, pump etc.Transfers OUT TBD based on further PERS refinement. Some replacements delayed pending Core Area Sewage Project direction.


ERF Reserve Fund Schedule NWT

ERF: NWT ERF or PERS Fund for Equipment

Budget


81

- - - - -

Service: 3.712 North East Trunk Sewer Committee: Core Area Liquid Waste Management

DEFINITION:

Provision of sewage disposal facilities through fine-screening process and disposal through ocean outfall for all member municipalitiestributary to the North East Trunk system.


This program is for the provision of Regional sewer service in the Core Area, including sewer collection and conveyance, screening anddisposal through the ocean outfall. Although the largest component of the program budget is for the operation and maintenance of the systems,many other key programs are funded through and support these budgets including engineering (capital projects), odour control, and marinemonitoring and protection.

PARTICIPATION:

Operating costs to be recovered by requisition to all participating members based on calculated flows.

MAXIMUM LEVY:

N/A


N/A

USER CHARGE:

N/A

AUTHORIZATION:

N/A

RESERVE FUND:

North East Trunk Sewer Capital Reserve Fund, Bylaw No. 2352 (1995).Trunk Sewers & Sewage Disposal Facilities Capital Reserve Fund, Bylaw No. 2525 (1997).


Service: 3.712 North East Trunk Sewer Committee: Core Area Liquid Waste Management

COST SHARING ALLOCATION

2012 2013 2014 2015 2016

Victoria 62.77% 63.14% 64.39% 62.63% 62.09%Saanich 19.52% 20.15% 19.38% 19.72% 20.38%Oak Bay 17.71% 16.71% 16.23% 17.65% 17.53%

100.00% 100.00% 100.00% 100.00% 100.00%


CAPITAL REGIONAL DISTRICT 3.712 NORTH EAST TRUNK OPERATIONS 07/09/2016

BUDGET REQUEST

3.712 - NORTH EAST TRUNK OPERATIONS 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocation - Environmental Services 1,162,350 1,190,091 1,183,030 0 0 1,183,030 1,204,071 1,225,515 1,247,365 1,269,276Operating Expenditures 565,920 533,014 559,920 0 0 559,920 566,680 571,440 576,310 581,310Prgms - LWD - I&I 203,641 198,739 203,313 0 0 203,313 211,893 216,131 220,453 224,860Consultant Expenses 4,000 1,000 4,000 0 0 4,000 4,000 4,000 4,000 4,000Contract For Services 1,000 600 1,000 0 0 1,000 1,000 1,000 1,000 1,000






TOTAL COSTS 1,970,206 1,970,206 1,985,223 0 0 1,985,223 2,021,604 2,052,046 2,083,087 2,114,406






Surplus / (Deficit) 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0 Revenue - Other (700) (700) (700) 0 0 (700) (700) (700) (700) (700) Grants In Lieu of Taxes (102) (102) (83) 0 0 (83) (83) (83) (83) (83)

TOTAL REVENUE (802) (802) (783) 0 0 (783) (783) (783) (783) (783)

REQUISITION (1,969,404) (1,969,404) (1,984,440) 0 0 (1,984,440) (2,020,821) (2,051,263) (2,082,304) (2,113,623)


PARTICIPANTS: Victoria, Saanich, Oak BayAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.712 NORTH EAST TRUNK OPERATIONS 07/09/201684

SCHEDULE B

3.712 North East Trunk Clover2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Engineered Structures S 0 190,000 0 300,000 0 0 490,000

0 190,000 0 300,000 0 0 490,000

SOURCE OF FUNDS

Reserve Fund R 0 190,000 0 300,000 0 0 490,000

0 190,000 0 300,000 0 0 490,000

Carry Forward



C:\Users\ewu\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\KKFG883T\712_2017-2021 North East Trunk Budget Sheet_2 (002).xlsx NETC_Summary 07/11/2016 85

CAPITAL BUDGET FORM Service #: 3.7122017 & Forecast 2018 to 2021 Service Name: North East Trunk Clover$0,000 in 2017 Dollars


Funding Source

Carry Forward 2017 2018 2019 2020 2021


17-01 Renewal NET Network Hydraulic Modeling S Res 20 2017-02 Renewal NET Root Removal and CCTV Program Section 2 S Res 70 7017-03 Renewal Clover Pump Station Outfall Inspection S Res 70 7017-04 Renewal Core Area Strategic Asset Management Plan S Res 30 3019-01 Renewal Trunk Sewer Rehabilitation S Res 300 300

490 TOTAL ANNUAL CAPITAL EXPENDITURES - 190 - 300 - - FIVE YEAR TOTAL (including carry-over)






490

86

Service: 3.712 North East Trunk Clover

17-01 NET Network Hydraulic ModelingDollars in Thousands

$20

17-02 NET Root Removal and CCTV Program Section 2 $70

17-03 Clover Pump Station Outfall Inspection $70

17-04 Core Area Strategic Asset Management Plan $30

19-01 Trunk Sewer Rehabilitation $300

Based on results of the NET CCTV inspection, trunk mains requiring rehabilitation will be identified and deficiencies remediated.

Under the Ministry of Environment's registered discharge permit, the Clover Point Pump Station outfall is required to be inspected every 3 years. The last inspection was undertaken in the May 2014. Funds from an operation reserve are required to retain a consultant to conduct and inspection of the outfall.

A recommendation of the Core Area Wastewater Strategic Plan was that the CRD have a complete sanitary hydraulic model of thetrunk system. The hydraulic model will allow the CRD to easily assess potential network changes, optimize pump operation andidentify undersized or underutilized pipes. This project will be the NET’s contribution to purchasing the required software andobtaining training in the use of the software. CRD staff time is required to gather relevant sanitary sewer trunk data and verify itsaccuracy for generating a sanitary hydraulic model of the NET system.

The NET system is a network of various sized and material underground pipes. The Core Area Strategic Plan, prepared by Delcan in 2013, outlined pipes of concern based on previous CCTV, but this information is old and unreliable. This project will start CCTV program from manhole 030 to 055. Results from the inspection program will be used for the following year’s rehabilitation program. Funding will be for retaining a contractor to CCTV, clean and possibly remove root bundles.


87

3.712 North East Trunk Sewer (Clover) Asset and Reserve SummarySummary Schedule2017 - 2021 Financial Plan

North East Trunk Sewer


Maintenance Reserves 382,978 347,978 382,978 347,978 382,978 417,978 Equipment Replacement Fund 797,487 830,780 864,073 597,366 630,659 663,952

Total projected year end balance 1,180,466 1,178,760 1,247,054 945,348 1,013,642 1,081,936


Asset Profile

On average, 100 million litres of wastewater is collected and discharged daily through the core area liquid waste management systems. Clover Point Outfall services the Northeast Trunk and East Coast Interceptor, which conveys wastewater from Oak Bay, Saanich and Victoria. Assets held by the Northeast Trunk include the land, Clover Point Pump Station (built in 1975) and the Harling Point Pump Station (built in 1981), regional trunk system and Clover Point Outfall. Total historical values as at December 31, 2015 for all assets is $39.4M.

Summary

Budget

88

3.712 North East Trunk Sewer (Clover)

Maintenace Reserve Account Schedule Estimate(NET Outfall Inspection) 2016 2017 2018 2019 2020 2021


Transfer OUT estimate (70,000) (70,000) -


Ending Balance $ 373,412 338,412 373,412 338,412 373,412 408,412

Maintenace Reserve Account Schedule Estimate (NET Carbon Replacement) 2016 2017 2018 2019 2020 2021


Transfer OUT estimate - - - - -

Transfer IN (from Ops Budget) - - - - -

Ending Balance $ 9,567 9,567 9,567 9,567 9,567 9,567

Accumulated Pooled Interest not included above

Budget


Maintenance Reserve Account: NET Outfall Inspection


Budget

89

- - -

-

-

3.712 North East Trunk Sewer (Clover)

Equipment Replacement Fund- NET Estimate2016 2017 2018 2019 2020 2021


Planned Purchase (Based on Capital Plan) - - - (300,000) - -

Transfer from Operating Budget 33,293 33,293 33,293 33,293 33,293 33,293 Interest Income* 11,860

Ending Balance $ 797,487 830,780 864,073 597,366 630,659 663,952

ERF Reserve to fund replacement of equipment that lasts less than 15 years in the NWT System. Also called Priority Equipment Replacement (PER) (Example motors and pumps). Spending plan awaiting further review of equipment replacement prioritization.


ERF Reserve Fund Schedule NET

ERF: NET ERF or PERS Fund for Equipment

Budget


90

- - - - -

Service: 3.713 East Coast Interceptor Committee: Core Area Liquid Waste Management

DEFINITION:

Provision of sewage disposal facilities for all member municipalities tributary to the East Coast Interceptor system.


This program is for the provision of Regional sewer service in the Core Area, including sewer collection and conveyance. Although the largestcomponent of the program budget is for the operation and maintenance of the systems, many other key programs are funded through andsupport these budgets including engineering (capital projects), odour control, and marine monitoring and protection.

PARTICIPATION:


MAXIMUM LEVY:

N/A


N/A

USER CHARGE:

N/A

AUTHORIZATION:

N/A

RESERVE FUND:

East Coast Interceptor Trunk Sewer Capital Reserve Fund, Bylaw No. 2353 (1995).Trunk Sewers and Sewage Disposal Facilities Capital Reserve Fund, Bylaw No. 2525. Amended Bylaw No. 2353 (1997).


Service: 3.713 East Coast Interceptor Committee: Core Area Liquid Waste Management


2012 2013 2014 2015 2016


100.00% 100.00% 100.00% 100.00% 100.00%


CAPITAL REGIONAL DISTRICT 3.713 EAST COAST INTERCEPTOR 07/09/2016

BUDGET REQUEST

3.713 - EAST COAST INTERCEPTOR 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocations 508,685 521,685 515,884 0 0 515,884 522,782 529,776 536,907 544,144Operating - Other Costs 296,800 234,260 301,090 0 0 301,090 306,780 312,220 317,650 323,230Consultant Expenses 5,000 2,000 5,000 0 0 5,000 5,000 5,000 5,000 5,000Contract For Services 7,000 12,000 12,000 0 0 12,000 7,000 7,000 7,000 7,000Contingency 0 0 0 0 0 0 0 0 0 0






TOTAL COSTS 850,778 850,778 867,934 0 0 867,934 875,522 887,956 900,517 913,334






Surplus / (Deficit) 29,494 29,494 0 0 0 0 0 0 0 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0

Revenue - Other (510) (510) (510) 0 0 (510) (510) (510) (510) (510)Grants In Lieu of Taxes (72) (72) (57) 0 0 (57) (57) (57) (57) (57)

TOTAL REVENUE 28,912 28,912 (567) 0 0 (567) (567) (567) (567) (567)

REQUISITION (879,690) (879,690) (867,367) 0 0 (867,367) (874,955) (887,389) (899,950) (912,767)


PARTICIPANTS: Victoria, Saanich, Oak BayAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.713 EAST COAST INTERCEPTOR 07/09/201693

SCHEDULE B

3.713 East Coast Interceptor Trunk2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Engineered Structures S 283,000 225,000 1,010,000 1,110,000 1,000,000 350,000 3,978,000

283,000 225,000 1,010,000 1,110,000 1,000,000 350,000 3,978,000

SOURCE OF FUNDS

Capital Funds on Hand C 283,000 283,000Debenture Debt ( New Debt Only) De-- 1,010,000 1,110,000 1,000,000 350,000 3,470,000Equipment Replacement Fund ERF 60,000 60,000Reserve Fund Res 165,000 165,000

283,000 225,000 1,010,000 1,110,000 1,000,000 350,000 3,978,000

Carry Forward



K:\Home\BUDGET\BUD2017\Capital plan\COW_NOV\Advisors' copy\713_2017-2021 East Coast Interceptor Trunk Budget Sheet_2.xlsx ECI_Summary 07/11/2016 94

De--- - - -De--

- - - -- - - -

De--De--

CAPITAL BUDGET FORM Service #: 3.7132017 & Forecast 2018 to 2021 Service Name: East Coast Interceptor Trunk$0,000 in 2017 Dollars


Funding Source

Carry Forward 2017 2018 2019 2020 2021


16-01 Renewal Penrhyn Pump Station Structural Improvements S Cap 40 8016-02 Renewal Humber Pump Station Mechanical Upgrades S Cap 8 1516-03 Renewal Rutland Pump Station Mechanical Upgrades S Cap 15 3016-04 Replacement Currie Minor PS Backflow Preventer Relocation S Cap 20 4016-05 Renewal Harling Point PS Upgrade Pre-design Phase S Cap 150 15016-06 Renewal ECI Flow Metering Auditing Study S Cap 50 5017-01 Renewal ECI Network Hydraulic Model S Res 55 5517-02 Renewal Humber Pump Station Wet Well Improvements S Res 25 2517-03 Renewal Rutland Pump Station Wet Well Improvements S Res 25 2517-04 Renewal ECI Root Removal and CCTV Program Section 2 S Res 30 3017-05 Replacement ECI SCADA Upgrades S ERF 60 6017-06 Renewal Core Area Strategic Asset Management Plan S Res 30 3018-01 Renewal Currie Major Pump Station Structural Assessmt S Debt 90 9018-02 Replacement Harling Point Pump Station Upgrade - Design Phase S Debt 150 15018-03 Replacement Hood Pump Station Electrical and Mech Upgrades S Debt 320 32018-04 Replacement ECI Root Removal and CCTV Program Section 3 S Debt 150 15018-05 Renewal Trunk Sewer Rehabilitation Sections 1 & 2 S Debt 300 30019-01 Renewal Currie Major Pump Station Structural Improvements S Debt 910 91019-02 Renewal ECI Root Removal and CCTV Program Section 4 S Debt 200 20020-01 Replacement Harling Point Pump Station Upgrade - Construction S Debt 1000 100021-01 Renewal Trunk Sewer Rehabilitation Sections 3 & 4 S Debt 350 350

4,060 TOTAL ANNUAL CAPITAL EXPENDITURES 283 225 1,010 1,110 1,000 350 FIVE YEAR TOTAL (including carry-over)



3,978

K:\Home\BUDGET\BUD2017\Capital plan\COW_NOV\Advisors' copy\713_2017-2021 East Coast Interceptor Trunk Budget Sheet_2.xlsx ECI_CapitalPlan 07/11/2016 95

Service: 3.713 East Coast Interceptor Trunk

Dollars in Thousands16-01 Penrhyn Pump Station Structural Improvements $80

16-02 Humber Pump Station Mechanical Upgrades $15

16-03 Rutland Pump Station Mechanical Upgrades $30

16-04 Currie Minor PS Backflow Preventer Relocation $40

The 2013 Core Area Strategic Plan highlighted that the some of the pump station’s underground concrete structure is showing somecracking, access to the pump station with a landing making operations access tough, and a structural deficiency where the steel roofdeck diaphragm needs to be connected to the top exterior wall. A consultant is required to confirm the structural deficiency anddesign remediation work for a contractor to complete.

The 2013 Core Area Strategic Plan highlighted that the Humber PS requires the check valve need to be replaced due to poorcondition and that the fresh water supply backflow preventer needs to be relocated to comply with current cross connection controlrequirements. This project consists of design and construction of required upgrades and replacements.

The 2013 Core Area Strategic Plan highlighted numerous issues with the Rutland PS including the check valve need to be replaced due to poor condition, adjusting pump controls for alternating pump operation, addition of strain relief to pump cables, replacement of pump guiderail assembly, recoating of steel pipes inside the odour control room and meter chamber and that the fresh water supply backflow preventer needs to be relocated to comply with current cross connection control requirements. This project consists of design and construction of required upgrades and replacements.

The 2013 Core Area Strategic Plan highlighted that the Currie Minor PS fresh water supply backflow preventer needs to be relocated to comply with current cross connection control requirements and wet well lighting is required for operator inspection. This project is to consist of design and construction of backflow preventer compliant with current regulations and installation of wet well lighting.

K:\Home\BUDGET\BUD2017\Capital plan\COW_NOV\Advisors' copy\713_2017-2021 East Coast Interceptor Trunk Budget Sheet_2.xlsx ECI_CapDes 07/11/2016 96


Dollars in Thousands16-05 Harling Point PS Upgrade Pre-design Phase $150

16-06 ECI Flow Metering Auditing Study $50

17-01 ECI Network Hydraulic Model $55

17-02 Humber Pump Station Wet Well Improvements $25

The Harling Point PS was highlighted in the 2013 Core Area Strategic Plan to have numerous deficiencies. This project will analyze the most economical and effective approach to upgrade or replace the Harling Point PS.

A recommendation of the Core Area Wastewater Strategic Plan was that the CRD have a complete sanitary hydraulic model of the trunk system. The hydraulic model will allow the CRD to easily assess potential network changes, optimize pump operation and identify undersized or underutilized pipes. This project will be the ECI’s contribution to purchasing the required software and obtaining training in the use of the software. CRD staff time is required to gather relevant sanitary sewer trunk data and verify its accuracy for generating a sanitary hydraulic model of the ECI system.

The 2013 Core Area Strategic Plan highlighted that the Humber PS requires wet well improvements addition of strain relief to pump cables, replacement of pump guiderail assembly, recoating of steel pipes, and installation of rigid insulation for kiosks and construction of an operations pad. This project consists of design and construction of required upgrades and replacements.

The Flow metering studies carried out by KWL in 2012 and 1996 will be updated by a consultant, auditing the accuracy of the flow meters. This will ensure that accurate and precise flows are recorded for proper cost allocation.



Dollars in Thousands17-03 Rutland Pump Station Wet Well Improvements $25

17-04 ECI Root Removal and CCTV Program Section 2 $30

17-05 ECI SCADA Upgrades $60


The 2013 Core Area Strategic Plan highlighted that the Rutland PS requires wet well improvements addition of strain relief to pump cables, replacement of pump guiderail assembly, recoating of steel pipes, installation of rigid insulation for kiosks and construction of an operations pad. This project consists of design and construction of required upgrades and replacements.


This project will be for CCTV and root removal of approximately 1 km of wastewater trunk between manholes 0085 and 0255 will be inspected for condition and defects. Results from the inspection program will be used for the following year’s rehabilitation program.

A CRD wide SCADA master plan phase 2 was completed by Stantec in 2015. A schedule for equipment replacement for each SCADA equiped facility was recommended by the consultant. The Haro flow metering amd Transit trunk level meter sites were identified as critical sites that required immediate replacement due to age. Funds will be used to procure replacement equipment and have CRD forces replace the equipment.




18-01 Currie Major Pump Station Structural Assessmt $90

18-02 Harling Point Pump Station Upgrade - Design Phase $150

18-03 Hood Pump Station Electrical and Mech Upgrades $320


18-05 Trunk Sewer Rehabilitation Sections 1 & 2 $300

The 2013 Core Area Strategic Plan highlighted that the Curie Major PS requires approximately $1,000,000 in upgrades for the structure to meet current 2012 BC Building Code as a post disaster facility. A consultant is required to confirm the deficiencies, design remediation works and provide tender documents.

The 2013 Core Area Strategic Plan highlighted that the McMicking Point PS requires a new electrical kiosk with new VFD’s and new valve chamber complete with check valves and knife gate valves. This project consists of a consultant designing the new valve chamber and kiosk and a contractor completing the upgrades.

This project will be for CCTV and root removal of approximately 1.25 m of wastewater trunk between manholes 0065 and 0155 will be inspected for condition and defects. Results from the inspection program will be used for the following year’s rehabilitation program.

Based on results of the ECI CCTV Sections 1 & 2, trunk mains requiring rehabilitation will be identified and deficiencies remediated.

The Harling Point PS was highlighted in the 2013 Core Area Strategic Plan to have numerous deficiencies. This project will proceed based on the Pre-Design. Funding will be for completion of design.



Dollars in Thousands19-01 Currie Major Pump Station Structural Improvements $910


20-01 Harling Point Pump Station Upgrade - Construction $1,000

21-01 Trunk Sewer Rehabilitation Sections 3 & 4 $350

Based on the 2013 Delcan condition assessment the Harling Point pump station required upgrades or complete replacement. The construction for the Harling Point PS upgrade or replacement will proceed in 2018. Work to be undertaken by contracted services.

Based on results of the ECI CCTV Sections 3 & 4, trunk mains requiring rehabilitation will be identified and deficiencies remediated.

This project will be for CCTV and root removal of approximately 1.25 km of wastewater trunk between manholes 0010 and 0090 will be inspected for condition and defects. Results from the inspection program will be used for the following year’s rehabilitation program.

This project is a continuation of the 2017 capital project, Currie Major PS Structural Assessment, and will require a contractor to construct the structural upgrades.


3.713 East Coast Interceptor SewerSummary Schedule2017 - 2021 Financial Plan

Ease Coast Interceptor Sewer Assets


Maintenance Reserves 74,782 83,282 91,782 100,282 108,782 117,282 Equipment Replacement Fund 422,038 395,331 428,624 461,917 495,210 528,503



Asset Profile

On average, 100 million litres of wastewater is collected and discharged daily through the core area liquid waste management systems. Clover Point Outfall services the East Coast Interceptor and Northeast Trunk, which conveys wastewater from Oak Bay, Saanich and Victoria. Assets held by the East Coast Interceptor include land, seven pump stations, and regional trunk system. Total historical values as at December 31, 2015 for all assets is $22.2M.

Summary

Budget

101

3.713 East Coast Interceptor Sewer

Maintenace Reserve Account Schedule Estimate(ECI Carbon Replacement) 2016 2017 2018 2019 2020 2021


Transfer OUT estimate - - - - - -

Transfer IN (from Ops Budget) 8,500 8,500 8,500 8,500 8,500 8,500 Transfer from Other (MFA etc.)

Ending Balance $ 74,782 83,282 91,782 100,282 108,782 117,282



Maintenance Reserve Account: ECI Carbon Replacement

Budget

102

3.713 East Coast Interceptor Sewer

Fund: 1022 Fund Center 101457Equipment Replacement Fund- ECI Estimate

2016 2017 2018 2019 2020 2021


Planned Purchase (Based on Capital Plan) (60,000) - - - -

Transfer from Other (MFA etc.) 33,293 33,293 33,293 33,293 33,293 33,293


Ending Balance $ 422,038 395,331 428,624 461,917 495,210 528,503

Transfers OUT TBD based on further PERS refinement. Some replacements delayed pending Core Area Sewage Project direction.

ERF Reserve Fund Schedule ECI

ERF: ECI ERF or PERS Fund for Equipment

ERF Reserve to fund replacement of equipment that lasts less than 15 years in the ECI System. Also called PERS (Priority Equipment Replacement). Example motors, pumps etc.

Budget

103

- - - - -

-

Service: 3.715 North East Trunk 2 (Bowker) Committee: Core Area Liquid Waste Management

DEFINITION:

Provision of sewage disposal facilities for all member municipalities tributary to the North East Trunk Bowker.


This program is for the provision of Regional sewer service in the Core Area, including sewer collection and conveyance. Although the largestcomponent of the program budget is for the operation and maintenance of the systems, many other key programs are funded through andsupport these budgets including engineering (capital projects), odour control, and marine monitoring and protection.

PARTICIPATION:


MAXIMUM LEVY:

N/A


N/A

USER CHARGE:

N/A

AUTHORIZATION:

N/A

RESERVE FUND:

N/A


Service: 3.715 North East Trunk 2 (Bowker) COMMITTEE: ENVIRONMENT


2012 2013 2014 2015 2016


100% 100% 100% 100% 100%


CAPITAL REGIONAL DISTRICT 3.715 NORTH EAST TRUNK (BOWKER) 07/09/2016

BUDGET REQUEST

3.715 - NORTH EAST TRUNK (BOWKER) 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocations 284,398 244,848 282,088 0 0 282,088 285,766 289,495 293,296 296,838Operating - Other Costs 156,880 122,422 158,990 0 0 158,990 161,970 164,890 167,890 170,430Consultant Expenses 2,000 0 2,000 0 0 2,000 2,000 2,000 2,000 2,000Contract For Services 3,000 15,000 3,000 0 0 3,000 3,000 3,000 3,000 3,000



CAPITAL / RESERVETransfer to Equipment Replacement Fund 0 0 0 0 0 0 0 0 0 0Transfer to Reserve Fund 0 64,008 0 0 0 0 0 0 0 0

TOTAL CAPITAL / RESERVES 0 64,008 0 0 0 0 0 0 0 0


TOTAL COSTS 446,278 446,278 446,078 0 0 446,078 452,736 459,385 466,186 472,268






Surplus / (Deficit) 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0

Grants In Lieu of Taxes (37) (37) (30) 0 0 (30) (30) (30) (30) (30)

TOTAL REVENUE (37) (37) (30) 0 0 (30) (30) (30) (30) (30)

REQUISITION (446,241) (446,241) (446,048) 0 0 (446,048) (452,706) (459,355) (466,156) (472,238)


PARTICIPANTS: Victoria, Saanich, Oak BayAUTHORIZED POSITIONS:

Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.715 NORTH EAST TRUNK (BOWKER) 07/09/2016106

SCHEDULE B

3.715 North East Trunk 2 (Bowker)2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Engineered Structures S 0 140,000 305,000 540,000 240,000 150,000 1,375,000

0 140,000 305,000 540,000 240,000 150,000 1,375,000

SOURCE OF FUNDS

Debenture Debt ( New Debt Only) Debt 0 0 305,000 540,000 240,000 150,000 1,235,000Reserve Fund Res 0 140,000 0 0 0 0 140,000

0 140,000 305,000 540,000 240,000 150,000 1,375,000

Carry Forward

from 2016



K:\Home\BUDGET\BUD2017\Capital plan\ELT_SEP\Capital Budget 2017-2021_Sep_ELT_Changed Format.xlsx 3.715_Summary 07/09/2016 107

CAPITAL BUDGET FORM Service #: 3.7152017 & Forecast 2018 to 2021 Service Name: North East Trunk 2 (Bowker)




Asset Class

Funding Source

Carry Forward

from 2016 2017 2018 2019 2020 20215 - Year

Total17-01 Renewal NET-B Network Hydraulic Model 40,000 S Res 40,000 40,000 17-02 Renewal NET-B Root Removal and CCTV Section 2 40,000 S Res 40,000 40,000 17-03 Replacement NET-B SCADA Upgrades 60,000 S Res 60,000 60,000 18-01 Renewal NET-B Pipe Lining 235,000 S Debt 235,000 235,000 18-02 Renewal Core Area Sanitary Network Strategic Plan Update 30,000 S Debt 30,000 30,000 18-03 Renewal NET-B Root Removal & CCTV Program Section 3 40,000 S Debt 40,000 40,000 19-01 Renewal NET-B Root Removal & CCTV Program Section 4 40,000 S Debt 40,000 40,000 19-02 Renewal Trunk Sewer Rehabilitation 500,000 S Debt 500,000 500,000 20-01 Renewal NET-B Root Removal and CCTV Section 5 40,000 S Debt 40,000 40,000 20-02 Renewal Trunk Sewer Rehabilitation 200,000 S Debt 200,000 200,000 21-01 Renewal NET-B Root Removal and CCTV Section 6 150,000 S Debt 150,000 150,000

Total 1,375,000 - 140,000 305,000 540,000 240,000 150,000 1,375,000




108

Service: 3.715 North East Trunk Bowker

Dollars in Thousands17-01 NET-B Network Hydraulic Model $40

17-02 NET-B Root Removal and CCTV Section 2 $40

17-03 NET-B SCADA Upgrades $60


A recommendation of the Core Area Wastewater Strategic Plan was that the CRD have a complete sanitary hydraulic model of thetrunk system. The hydraulic model will allow the CRD to easily assess potential network changes, optimize pump operation, identifyundersized or underutilized pipes. This project will be the NET-B’s contribution to purchasing the required software and obtainingtraining in the use of the software. CRD staff time is required to gather relevant sanitary sewer trunk data and verify its accuracy forgenerating a sanitary hydraulic model of the NET-B system.

An approximate 400m long section of trunk main from St Anne to San Carlos Place was identified in the 2013 Core Area StrategicPlan as having root bundles affecting hydraulics and pipe condition. The trunk mains will need to cleaned, root bundles removed,pipe patched and confirmation of work by CCTV completed to maintain the integrity of the pipes.

A CRD wide SCADA master plan phase 2 was completed by Stantec in 2015. A schedule for equipment replacement for each SCADA equiped facility was recommended by the consultant. The Windsor flow metering and Broom trunk level monitoring sites were identified as critical sites that required immediate replacement due to age. Funds will be used to procure replacement equipment and have CRD forces replace the equipment.


109

Service: 3.715 North East Trunk Bowker

Dollars in Thousands18-01 NET-B Pipe Lining $235

18-03 NET-B Root Removal & CCTV Program Section 3 $40

19-01 NET-B Root Removal & CCTV Program Section 4 $40


20-01 NET-B Root Removal and CCTV Section 5 $40


Based on results of the NET-B CCTV Section 4 and 5, trunk mains requiring rehabilitation will be identified and deficiencies remediated.

An approximately 70m long section of trunk main on Pearl Street (MH305 to MH300) and approximately two 100m long sections of trunk main on Shelbourne Street (MH290 to MH285 & MH280 to MH275) were identified in the 2013 Core Area Strategic Plan as having concentrated factures. The trunk mains will need to cleaned, structurally lined and confirmation of work by CCTV completed to maintain the integrity of the pipes.

This project will be a continuation of the CCTV program where sections of the NET-B will be inspected for condition and defects. Results from the inspection program will be used for the following year’s rehabilitation program.


Based on results of the NET-B CCTV Sections 1-3, trunk mains requiring rehabilitation will be identified and deficiencies remediated.


110

3.715 North East Trunk Sewer (Bowker)Summary Schedule2017 - 2021 Financial Plan

North East Trunk Sewer (Bowker)

Maintenace Reserve Account Schedule Estimate (NET Outfall Inspection Bowker) 2016 2017 2018 2019 2020 2021


Transfer OUT estimate TBD - - - - -


Ending Balance $ 166,474 180,074 193,674 207,274 220,874 234,474


Budget

Asset Profile

On average, 100 million litres of wastewater is collected and discharged daily through the core area liquid waste management systems. Clover Point Outfall also services Northeast Trunk - Bowker, which conveys wastewater from Victoria. Assets held by Northeast Trunk - Bowker include the Trent Pump Station (built in 2008), and a 5.2 km long regional trunk system. Total historical values as at December 31, 2015 for all assets is $11.6M.

Summary


111

BUDGET REQUEST

ENVIRONMENTAL SERVICES 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021 DEBT SUMMARY BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Contingency 79,330 79,330 10,367 0 0 10,367 0 0 0 0 Allocation - Finance & Corp. S 46,461 46,461 44,430 0 0 44,430 45,340 46,260 47,190 48,130 Operating - Other Costs 0 0 0 0 0 0 0 0 0 0



CAPITAL / RESERVETransfer to Sewer Capital Fund 14,952,620 14,952,620 19,795,233 0 0 19,795,233 17,967,145 18,299,328 23,298,978 28,298,628Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0

TOTAL CAPITAL / RESERVES 14,952,620 14,952,620 19,795,233 0 0 19,795,233 17,967,145 18,299,328 23,298,978 28,298,628

Accrued Debt Charges 63,904 63,904 110,106 0 0 110,106 558,118 0 0 0Principal Payment 2,957,793 2,957,793 2,836,802 0 0 2,836,802 3,318,403 6,392,339 6,384,037 6,041,333Interest Payment 2,473,837 2,473,837 2,209,678 0 0 2,209,678 6,828,153 10,113,079 10,086,612 9,980,819MFA Debt Reserve 174,560 174,560 282,435 0 0 282,435 1,357,664 18,180 18,180 18,180

TOTAL DEBT CHARGES 5,670,094 5,670,094 5,439,021 0 0 5,439,021 12,062,338 16,523,598 16,488,829 16,040,332

TOTAL COSTS 20,748,505 20,748,505 25,289,051 0 0 25,289,051 30,074,823 34,869,186 39,834,997 44,387,090


Alloc Rcv-OPCenDebtRecoveries - Other



estimated balance C/F from current to Next year Surplus (186,800) (186,800) (53,054) 0 0 (53,054) 0 0 0 0 Deficit 2,641 2,641 0 0 0 0 0 0 0 0

Revenue - Other (21,190) (21,190) (18,180) 0 0 (18,180) (18,180) (18,180) (18,180) (18,180)Grants In Lieu of Taxes (653,986) (653,986) (567,517) 0 0 (567,517) (567,517) (567,517) (567,517) (567,517)

TOTAL REVENUE (859,335) (859,335) (638,751) 0 0 (638,751) (585,697) (585,697) (585,697) (585,697)

REQUISITION (19,889,170) (19,889,170) (24,650,300) 0 0 (24,650,300) (29,489,126) (34,283,489) (39,249,300) (43,801,393)


NOTE: Capital / Reserve Fund Expenditures 0 0 0 0 0 0 0 0 0 0PARTICIPANTS: Cost Recovered InternallyAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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DEBT Capital - 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021 LWMP Core Treatment Facilities (incl. Seaterra) BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocation - Finance & Corp. S 25,430 25,430 25,870 0 0 25,870 26,390 26,920 27,460 28,000 Operating - Other Costs 0 0 0 0 0 0 0 0 0 0



CAPITAL / RESERVETransfer to Sewer Capital Fund 14,952,620 14,952,620 19,795,233 0 0 19,795,233 17,967,145 18,299,328 23,298,978 28,298,628

Transfer to Reserve Fund

TOTAL CAPITAL / RESERVES 14,952,620 14,952,620 19,795,233 0 0 19,795,233 17,967,145 18,299,328 23,298,978 28,298,628

Accrued Debt Charges 63,904 63,904 110,106 0 0 110,106 558,118 0 0 0 Principal Payment 1,245,177 1,245,177 1,245,177 0 0 1,245,177 1,879,707 5,096,076 5,096,076 5,096,076 Interest Payment 1,289,850 1,289,850 1,289,850 0 0 1,289,850 5,959,837 9,308,547 9,308,547 9,308,547

MFA Debt Reserve 160,810 160,810 271,035 0 0 271,035 1,346,264 6,780 6,780 6,780


TOTAL COSTS 17,737,791 17,737,791 22,737,271 0 0 22,737,271 27,737,461 32,737,651 37,737,841 42,738,031





estimated balance C/F from current to Next year 0Funds Carried Forward (3,197) (3,197) 0 0 0 0 0 0 0 0Deficit 0 0 0 0 0 0 0 0 0 0

Revenue - Other (7,440) (7,440) (6,780) 0 0 (6,780) (6,780) (6,780) (6,780) (6,780)Grants In Lieu of Taxes (614,638) (614,638) (567,517) 0 0 (567,517) (567,517) (567,517) (567,517) (567,517)

TOTAL REVENUE (625,275) (625,275) (574,297) 0 0 (574,297) (574,297) (574,297) (574,297) (574,297)

REQUISITION (17,112,516) (17,112,516) (22,162,974) 0 0 (22,162,974) (27,163,164) (32,163,354) (37,163,544) (42,163,734)



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ENVIRONMENTAL SERVICES 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021 DEBT SUMMARY - TRUNK SEWERS BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocation - Finance & Corp. S 20,241 20,241 18,560 0 0 18,560 18,950 19,340 19,730 20,130 Contingency 79,330 79,330 10,367 0 0 10,367 0 0 0 0



CAPITAL / RESERVETransfer to Capital Fund 0 0 0 0 0 0 0 0 0 0Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0


Accrued Debt Charges 0 0 0 0 0 0 0 0 0 0 Principal Payment 1,702,189 1,702,189 1,591,625 0 0 1,591,625 1,438,696 1,296,263 1,287,961 945,257 Interest Payment 1,177,124 1,177,124 919,828 0 0 919,828 868,316 804,532 778,065 672,272

MFA Debt Reserve 13,650 13,650 11,400 0 0 11,400 11,400 11,400 11,400 11,400


TOTAL COSTS 2,992,534 2,992,534 2,551,780 0 0 2,551,780 2,337,362 2,131,535 2,097,156 1,649,059

*Percentage Increase over prior year 0.00% 0.00% -14.73% 0.00% 0.00% -14.73% -8.40% -8.81% -1.61% -21.37%




estimated balance C/F from current to Next year 0 0 Surplus (183,541) (183,541) (53,054) 0 0 (53,054) 0 0 0 0 Deficit 2,641 2,641 0 0 0 0 0 0 0 0

Revenue - Other (13,650) (13,650) (11,400) 0 0 (11,400) (11,400) (11,400) (11,400) (11,400)Grants In Lieu of Taxes (39,294) (39,294) 0 0 0 0 0 0 0 0

TOTAL REVENUE (233,844) (233,844) (64,454) 0 0 (64,454) (11,400) (11,400) (11,400) (11,400)

REQUISITION (2,758,690) (2,758,690) (2,487,326) 0 0 (2,487,326) (2,325,962) (2,120,135) (2,085,756) (1,637,659)

*Percentage Increase over prior year 0.00% 0.00% -9.84% 0.00% 0.00% -9.84% -6.49% -8.85% -1.62% -21.48%


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ENVIRONMENTAL SERVICES 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021 DEBT SUMMARY - SPWWC BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Allocation - Finance & Corp. S 790 790 0 0 0 0 0 0 0 0 Contingency

TOTAL OPERATING COSTS 790 790 0 0 0 0 0 0 0 0

*Percentage Increase over prior year 0.00% 0.00% -100.00% 0.00% 0.00% -100.00% #DIV/0! #DIV/0! #DIV/0! #DIV/0!

CAPITAL / RESERVE Transfer to Equipment Replacem 0 0 0 0 0 0 0 0 0 0 Transfer to Reserve Fund


Accrued Debt Charges Principal Payment 10,427 10,427 0 0 0 0 0 0 0 0 Interest Payment 6,863 6,863 0 0 0 0 0 0 0 0 MFA Debt Reserve 100 100 0 0 0 0 0 0 0 0

TOTAL DEBT CHARGES 17,390 17,390 0 0 0 0 0 0 0 0

TOTAL COSTS 18,180 18,180 0 0 0 0 0 0 0 0



OPERATING COSTS LESS INTERNAL RECOVERIES 18,180 18,180 0 0 0 0 0 0 0 0


estimated balance C/F from current to Next year 0 Surplus (62) (62) 0 0 0 0 0 0 0 0 Deficit 0 0 0 0 0 0 0 0 0 0

Revenue - Other (100) (100) 0 0 0 0 0 0 0 0Grants In Lieu of Taxes (54) (54) 0 0 0 0 0 0 0 0

TOTAL REVENUE (216) (216) 0 0 0 0 0 0 0 0

REQUISITION (17,964) (17,964) 0 0 0 0 0 0 0 0



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CAPITAL REGIONAL DISTRICT 3.798C - Debt - Core Area Wastewater Treatment Program 02/09/2016

3.798C - Debt - Core Area Wastewater Treatment Program 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating Expenditures 16,300 16,300 16,600 0 0 16,600 16,930 17,270 17,620 17,970



CAPITAL / RESERVECapital Reserve Expenditures 14,952,620 14,952,620 19,795,233 0 0 19,795,233 17,967,145 18,299,328 23,298,978 0

0 0 0 0 0 0 0 0 0 0

TOTAL CAPITAL / RESERVES 14,952,620 14,952,620 19,795,233 0 0 19,795,233 17,967,145 18,299,328 23,298,978 0

Debt Expenditures 445,227 445,227 491,429 0 0 491,429 6,243,958 12,250,919 12,250,919 12,250,919MFA Debt Reserve 153,370 153,370 264,255 0 0 264,255 1,339,484 0 0 0

TOTAL COSTS 15,567,517 15,567,517 20,567,517 0 0 20,567,517 25,567,517 30,567,517 35,567,517 12,268,889

*Percentage Increase over prior year 32.12% 24.31% 19.56% 39.11% -59.86%

Operating Expenditures 0 0 0 0 0 0 0 0 0 28,298,628Recovery - Other 0 0 0 0 0 0 0 0 0




estimated balance c/f from current to Next year 0Balance C/F from Prior to Current year 0 0 0 0 0 0 0 0 0 0

Revenue -567,517 -567,517 -567,517 0 0 -567,517 -567,517 -567,517 -567,517 -567,517

TOTAL REVENUE (567,517) (567,517) (567,517) 0 0 (567,517) (567,517) (567,517) (567,517) -567,517

REQUISITION (15,000,000) (15,000,000) (20,000,000) 0 0 (20,000,000) (25,000,000) (30,000,000) (35,000,000) (40,000,000)


NOTE: Capital / Reserve Fund Expenditures 0 0 0 0 0 0 0 0 0 0PARTICIPANTS:AUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

BUDGET REQUEST

CAPITAL REGIONAL DISTRICT 3.798C - Debt - Core Area Wastewater Treatment Program 02/09/2016116

Service: 2.610 / 615 Saanich Peninsula Water Supply Committee: Saanich Peninsula Water

DEFINITION:

To purchase water and to acquire, design, construct, reconstruct, purchase, maintain and operate facilities and to acquire propertyeasements, licences and authorities for the supply of water to Central Saanich, North Saanich, and Sidney, for distribution by themunicipalities. Letters Patent, December 22, 1976; revised Sept. 27, 1984. Amended SLP April 27, 1978 and March 19, 1986.


This program provides for the purchase of bulk water for supply to Central Saanich, North Saanich, and Sidney, for distribution within theirmunicipalities. Included in the program is the responsibility to provide design, construction, operation and maintenance, licenses, and water quality monitoring to the service area.

PARTICIPATION:

Central Saanich/North Saanich/Sidney

MAXIMUM LEVY:


As established by Inspector of Municipalities.

COMMISSION:

Saanich Peninsula Water Commission established by Letters Patent to advise the Board with respect to this function.

FUNDING:

Water rates and debt cost allocation to be established by bylaw, charged to the individual municipalities.

Bulk Water RateTo cover 100% of operating costs, billed monthly to each municipality.

RequisitionTo cover 100% of debt costs by formula: levy of $0.115 / $1,000 of total hospital assessments for all members plus 1/3 ofbalance on each of members: number of connections, specified area school assessments and population.

CAPITAL DEBT:

All Bylaws have expired.


118

119

120

121



2.6102017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Buildings B 375 1,550 1,500 - - - 3,425 Engineered Structures S 400 700 50 50 50 50 1,300

775 2,250 1,550 50 50 50 4,725

SOURCE OF FUNDS

Capital Funds on Hand C 775 - - - - - 775 Equipment Replacement Fund E - 50 50 50 50 50 250 Reserve Fund R - 2,200 1,500 - - - 3,700

775 2,250 1,550 50 50 50 4,725

Carry Forward

Saanich Peninsula Water

122



2.6102017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Engineered Structures S 60 - - - - 1,000 1,060

60 0 0 0 0 1,000 1,060

SOURCE OF FUNDS

Capital Funds on Hand C 60 - - - - - 60 Reserve Fund R - - - - - 1,000 1,000

60 0 0 0 0 1,000 1,060

Carry Forward

Saanich Peninsula Water - DCC

123

CAPITAL BUDGET FORM Service #: 2.6102017 & Forecast 2018 to 2021 Service Name: Saanich Peninsula Water ($'000 - 2017 Dollars)Bold Project Description Denotes New Identified Projects


Asset Class

Carry Forward 2017 2018 2019 2020 2021


SYSTEM UPGRADES AND REPLACEMENTSPlanning

16-01 New Strategic Asset Management Plan S 100 - - - - 100 Capital 16-02 Replacement Air Valve Replacement Phase 5 B 150 - - - - 150 16-03 Renewal Decommission Elk Lake Main B 25 50 - - - 100 16-04 Renewal Replace Deep Cove Permastran Main, 2300m B 200 1,500 1,500 - - 3,400 16-05 Renewal Dean Park Upper Reservoir Rehabilitation S 100 250 - - - 485 16-06 Replacement Implement Asset Replacement (SAMP) Recommendations S 200 - 2,200 17-01 New Reservoir Seismic Isolation Valves S 400 400 Sub-Total System Upgrades & Replacements 775 2,200 1,500 - - - 6,835

ANNUAL PROVISIONAL ITEMS17-02 Renewal Provisional Mechanical Replacements S 50 50 50 50 50 250 Sub-Total for Annual Provisional Items 50 50 50 50 50 250

TOTAL ANNUAL EXPENDITURE 775 2,250 1,550 50 50 50 7,085 FIVE YEAR TOTAL (including carry forward)

DEVELOPMENT COST CHARGE (DCC) PROGRAM16-07 New Development Cost Charge Bylaw Update S 50 - - - - 75 16-08 New Bear Hill Reservoir - interim analysis S 10 - - - - 1,000 1,010

TOTAL DCC PROGRAM 60 - - - - 1,000 1,085







4,725

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Service: 3.718 Saanich Peninsula Wastewater Committee: Environmental Services

DEFINITION:

Provision of sewage treatment and disposal through treatment plant facilities and outfall for member participants.


This program is for the provision of wastewater collection and treatment to the Saanich Peninsula municipalities of Central Saanich, NorthSaanich, and Sidney. Although the largest component of the program budget is for the operation and maintenance of the systems, manyother key programs are funded through and support these budgets including engineering (capital projects), odour control, and marinemonitoring and protection.

PARTICIPATION:

Operating costs to be recovered by requisition to all participating members based on measured flow from previous year.

MAXIMUM LEVY:

Establishment Bylaw No. 2388/2439 - Greater of $5,663,000 or $1.56 / $1,000 of actual assessed value of land and improvements.


See Debt Budget 3.775 (retired in 2016)

SPWWS SEWER SYSTEM:

Location Allocation for 2016Airport 1.48%Sidney 41.03%Pauquachin 0.99%Central Saanich 41.75%North Saanich 14.24%Tseycum 0.37%IOS 0.14%Total 100.00%

USER CHARGE:N/A

RESERVE FUND:Saanich Peninsula Wastewater Commission approved that operating surpluses be transferred to capital reserve fund, starting with2009 budget (approved Nov 6, 2008).


CAPITAL REGIONAL DISTRICT 3.718 SAANICH PENINSULA TREATMENT PLANT 02/11/2016

BUDGET REQUEST

3.718 - SAANICH PENINSULA WASTEWATER 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating 2,282,912 2,229,095 2,312,215 0 0 2,312,215 2,357,283 2,403,245 2,450,130 2,497,958Lab 148,981 148,981 154,784 0 0 154,784 157,880 161,037 164,258 167,543Heat Recovery 100,377 86,969 96,410 0 0 96,410 98,333 100,299 102,309 104,354Biosolids Mgmt. 574,616 537,435 571,943 0 0 571,943 583,382 595,049 606,950 619,089



CAPITAL / RESERVE Transfer to Equipment Replacement Fund 104,440 104,440 104,440 0 0 104,440 104,440 104,440 104,440 104,440 Transfer to Reserve Fund 233,939 327,845 253,236 0 0 253,236 260,780 267,474 274,275 281,203



TOTAL COSTS 3,445,265 3,434,765 3,493,028 0 0 3,493,028 3,562,097 3,631,545 3,702,363 3,774,588


Internal Recovery - Other (142,500) (132,000) (130,450) 0 0 (130,450) (132,419) (133,407) (134,416) (135,440) Recovery - Other 0 0 0 0 0 0 0 0 0 0






TOTAL REVENUE (7,149) (7,149) (7,148) 0 0 (7,148) (7,148) (7,148) (7,148) (7,148)

REQUISITION (3,295,616) (3,295,616) (3,355,430) 0 0 (3,355,430) (3,422,530) (3,490,990) (3,560,800) (3,632,000)


PARTICIPANTS: C. Saanich, N. Saanich, Sidney, Airport, Pauquachin, TseycumAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.718 SAANICH PENINSULA TREATMENT PLANT 02/11/2016 126

SCHEDULE B

3.718 Saanich Peninsula Wastewater2017 2018 2019 2020 2021 TOTAL

EXPENDITURE

Engineered Structures S 290,000 645,000 450,000 1,025,000 90,000 210,000 2,710,000

290,000 645,000 450,000 1,025,000 90,000 210,000 2,420,000

SOURCE OF FUNDS

Capital Funds on Hand C 290,000 0 0 0 0 0 290,000Reserve Fund R 0 645,000 450,000 1,025,000 90,000 210,000 2,420,000

290,000 645,000 450,000 1,025,000 90,000 210,000 2,420,000

Carry Forward



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CAPITAL BUDGET FORM Service #: 3.7182017 & Forecast 2018 to 2021 Service Name: Saanich Peninsula Wastewater$0,000 in 2017 Dollars


Funding Source

Carry Forward 2017 2018 2019 2020 2021


16-01 Renewal Keating PS Miscellanous Improvements S Cap 20 2016-02 Renewal Sidney Pump Station Upgrades S Cap 80 9516-03 Renewal SPWWTP Repairs S Cap 30 10016-04 Renewal Turgoose Pump Station Check Valve Replacement S Cap 5 1516-05 Renewal DCC Update S Cap 55 7516-06 New Potential Pilot Study or Research for Solids Disposal S Cap 100 7517-01 Replacement SPWWTP Air Handler Unit Replacement S Res 370 37017-02 Renewal Oxidation Ditch Permanent Access Construction S Res 90 9017-03 Renewal Oxidation Ditch Exp Joint Repair S Res 100 10017-04 Renewal Central Saanich Rd Grit Chamber Asphalt ReplacemenS Res 60 6017-05 New Solar Power Feasibility Study S Res 25 2518-01 Replacement SPWWTP Repairs & Replacements S Res 335 33518-02 Renewal SPWW SCADA Upgrades S Res 85 8518-03 Renewal Central Saanich Rd Odour Control Review S Res 30 3019-01 Replacement SPWWTP Replacement of Rotary Presses S Res 870 87019-02 Renewal 5 Year SPWW Strategic Plan Update S Res 135 13519-03 Renewal Bazan Bay Outfall Inspection S Res 20 2020-01 Renewal Isolation Valve Installation for Oxidation Ditches S Res 40 4020-02 Replacement SPWW SCADA Upgrades S Res 50 5021-01 Renewal SPWWTP Repairs & Replacements S Res 150 15021-02 Renewal SPWWTP Road Upgrades & Repairs S Res 60 60

2,800 TOTAL ANNUAL CAPITAL EXPENDITURES 290 645 450 1,025 90 210 FIVE YEAR TOTAL (including carry-over)




2,710

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Service: 3.718 Saanich Peninsula Wastewater

Dollars in Thousands16-01 Keating PS Miscellanous Improvements $20

16-02 Sidney Pump Station Upgrades $95

16-03 SPWWTP Repairs $100

16-04 Turgoose Pump Station Check Valve Replacement $15

As identified in the 2013 Stantec condition assessment, the pump station requires upgrading of the exterior lighting for employeesafety and replacement of the standby generator limit switch and automatic transfer switch meter.

Visible from Tulista Park, the Sidney Pump Station exterior paint is showing signs of deterioration and painting is required tomaintain the building. Identified in the 2013 Stantec condition assessment, the odour control fan is operating rough and may fail atany time preventing odours from escaping to the surrounding residential area, additionally, numerous electrical and mechanical smallcomponents require replacement to maintain proper operation of the pump station and reduce the risk of costly call outs foremergency repairs. Funding is required to retain a painting contractor to paint the building, upgrade and repair numerous smallcomponents.

Identified in the 2013 Stantec condition assessment, the exhaust fan and damper units at SPWWTP have corrosion and have had historical electrical issues. Replacement is required to maintain proper and safe ventilation at the SPWWTP. In 2014 Stantec carried out an inspection of primary clarifier expansion joints as it was noted that the primary clarifier was leaking a measurable amount. The Inspection resulted in the patching of the expansion joint, but the report highlighted the requirement for the rest of the WWTP will require repairs at all water tight expansion joints. A recent break in at another CRD facility has highlighted that the 15 year old security system at SPWWTP is in need of improvements to ensure effectiveness. Funds are required to procure replacement exhaust fan and damper units, repair expansion joints and upgrade the security system.

Identified in the 2013 Stantec condition assessment, the check valve is 15 years old and requires replacing to maintain proper operation of the pump station and ensure the pump motors do not burn out. Funds are required to procure a replacement check valve and for labour to replace the valve.

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Dollars in Thousands16-05 DCC Update $75

16-06 Potential Pilot Study or Research for Solids Disposal $100

17-01 SPWWTP Air Handler Unit Replacement $370

17-02 Oxidation Ditch Permanent Access Construction $90

17-03 Oxidation Ditch Exp Joint Repair $100

Units have obvious corrosion, as well the units have had electrical issues. Replacement is required.

As a continuation of the 2016 project, funds are required to construct permanent access to the oxidation ditch to meet WorkSafeBC regulations while operation staff carry out maintenance.

In 2014 Stantec carried out an inspection of primary clarifier expansion joints as it was noted that the primary clarifier was leaking a measurable amount. The Inspection resulted in the patching of the expansion joint, but the report highlighted the requirement for the rest of the WWTP will require repairs at all water tight expansion joints. Funding is required for staff to undertake draining, cleaning of the oxidation ditch as well as required expansion joint repairs.

The Saanich Peninsula wastewater system has a DCC for the wastewater system, the last update was 2004. It is proposed to coordinate the DCC update with the equivalent water DCC update utilizing the same consultant for both. Budget is required to retain a consultant to update the DCC bylaw. The cost for the DCC udpate will be funded from the DCC reserve.

The Saanich Peninsula Wastewater Commission directed Staff at the January 21, 2016 Commission meeting to amend the 2016 budget to include $100,000 from the reserve fund towards potential pilot studies or research into disposal of residual solids from the SPWWTP.



Dollars in Thousands17-04 Central Saanich Rd Grit Chamber Asphalt Replacement $60

17-05 Solar Power Feasibility Study $25

18-01 SPWWTP Repairs & Replacements $0

18-02 SPWW SCADA Upgrades $85

18-03 Central Saanich Rd Odour Control Review $30

The Saanich Peninsula Wastewater Commission directed staff at the October 20, 2016 commission meeting to include a feasibility study project to determine the return-on-investment and lifecycle costing of implementing a solar power generation system at the Saanich Peninsula Wastewater Treatment Plant.

These pumps are at end of life and require replacement. Repairs to cracks in sludge handling area slab are required to avoid the situation getting worse. Numerous electrical items in the pump viewing room, secondary clarifier and secondary scum pump chamber require replacement, including flow meters, controllers, heat detectors and sludge level controllers.

A CRD wide SCADA master plan phase 2 was completed by Stantec in 2015. A schedule for equipment replacement for each SCADA equiped facility was recommended by the consultant. The Keating and Turgoose pump stations were identified as critical sites that required immediate replacement due to age. Funds will be used to procure replacement equipment and have CRD forces replace the equipment.

Odour complaints are increasing for a section of the sewer along Central Saanich Road by the grit chamber, upstream of the inverted siphon. To prevent potential corrosion and odours from getting worse, it is recommended that this sewer be reviewed to determine if a permanent odour control facility is required.

The grit chamber and adjacent manholes have failing pavement and pavement structure. To maintain structural integrity of the underground infrastructure, reduce the risk of wastewater odour in the area the pavement and road base needs to be replaced and some of the manhole barrels should be replaced. Funding is required to retain a contractor to undertake the required repairs.



Dollars in Thousands19-01 SPWWTP Replacement of Rotary Presses $870

19-02 5 Year SPWW Strategic Plan Update $135

19-03 Bazan Bay Outfall Inspection $20

20-01 Isolation Valve Installation for Oxidation Ditches $40

20-02 SPWW SCADA Upgrades $50

21-01 SPWWTP Repairs & Replacements $150

Assess replacement dewatering replacement options and complete the design and installation of new replacement units.

The SPWW Strategic Plan, prepared by Stantec in 2013, highlighted that there was insufficient information to properly assess the trunk main network. The results of additional flow monitoring and Network Hydraulic Modeling will aid in better assessing the condition of the trunk main system and will require the Strategic Plan updated to reflect the new information.

The oxidation ditches at SPWWTP currently have outlet piping with no isolation valves to allow repairs. Funding is required to procure two 600mm diamater valves and install outside the oxidation ditches.

A CRD wide SCADA master plan phase 2 was completed by Stantec in 2015. A schedule for equipment replacement for each SCADA equiped facility was recommended by the consultant. The Sidney pump station was identified as a critical site that required immediate replacement due to age. Funds will be used to procure replacement equipment and have CRD forces replace the equipment.

TheSPWW Strategic Plan, prepared by Stantec in 2013, highlighted numerous small mechanical and electrical repairs and replacements such as the double disk pumps and sodium hypochlorite pumps. Funds from reserves will be for CRD staff and contracted services to carry out repairs and replacements to maintain service and reduce the risk of premature failure.

Under the Ministry of Environment's registered discharge permit, the SPWWTP Bazan Bay outfall is required to be inspected every 5 years. The last inspection was undertaken in the 2014. Funds from an operation reserve are required to retain a consultant to




21-02 SPWWTP Road Upgrades & Repairs $60

The pavement around the SPWWTP will be nearing the end of life, funds will be for road upgrades and repairs to maintain serviceable access to the facility.


3.718 Saanich Peninsula WastewaterSummary Schedule2017 - 2021 Financial Plan

Saanich Peninsula Wastewater Assets

SPWWTP Reserve/Fund Summary EstimateProjected year end balance 2016 2017 2018 2019 2020 2021

Sewer Capital Reserve Fund 3,276,606 3,054,842 3,035,622 2,448,096 2,802,371 3,043,574 Maintenance Reserves 397,065 326,995 336,925 296,855 356,785 416,715 Equipment Replacement Fund 1,150,383 1,067,067 1,169,507 1,271,907 1,374,347 1,476,787



Asset Profile

Construction of the Saanich Peninsula Wastewater Treatment Plant (SPWWTP) was completed in January 2000 to provide wastewater service for Central Saanich, North Saanich and Sidney, as well as the local First Nations, Victoria Airport Authority, and the Institute of Ocean Sciences Centre. Annually, the SPWWTP produces on average 3,600 tonnes of sludge which is currently hauled to the Hartland landfill for disposal as controlled waste. Treated effluent is discharged through the Bazan Bay Outfall to the marine environment. The SPWWTP heat recovery system was commissioned in February 2011 and has supplied treatment plant effluent waste heat to the Panorama Recreation Center for heating its swimming pools since then. Assets in the Saanich Peninsula Wastewater System include land, the SPWWTP and a secondary treatment plant, three pumping stations, PRV station, thermal recovery and other buildings, 14 kilometres of collections and conveyance (gravity & pressure) mains, and two marine outfalls. Total historical asset values as at December 31, 2015 is $42.8M.

Summary

Budget

134

3.718 Saanich Peninsula Wastewater

DCC Portion Estimate2016 2017 2018 2019 2020 2021


Planned Capital Expenditure (Based on Capital Plan) (75,000) - - - - -

Transfer IN - DCC Funding 180,917 170,000 170,000 170,000 170,000 170,000 Interest Income 25,059

Ending Balance $ 1,543,285 1,713,285 1,883,285 2,053,285 2,223,285 2,393,285

Budget

Assumptions/Background:Surplus funds from the Operating budget are deposited to the Capital Reserve portion and expenditures provide for capital works.Approved capital expenditures to be funded by DCC to be determined, as under review.

Capital Reserve Fund Schedule - SPWWTP

Capital Reserve Fund SPWWTP - DCC Portion and Capital Reserve Portion

Bylaw 2760 established a Reserve Fund for the Saanich Pninsula Wastewater System. There are two paortions in the Reserve Fund: Development Cost Charges is deposited in the DCC portion and expenditures are restricted. Surplus funds from the Operating budget are deposited to the Capital Reserve portion and expenditures provide for capital works.

135

- - - - -

3.718 Saanich Peninsula WastewaterCapital Reserve Fund Schedule - SPWWTP

Capital Reserve Fund SPWWTP - DCC Portion and Capital Reserve Portion

Bylaw 2760 established a Reserve Fund for the Saanich Pninsula Wastewater System. There are two paortions in the Reserve Fund: Development Cost Charges is deposited in the DCC portion and expenditures are restricted. Surplus funds from the Operating budget are deposited to the Capital Reserve portion and expenditures provide for capital works.

Capital Reserve Portion Estimate2016 2017 2018 2019 2020 2021

Beginning Balance 1,934,158 1,733,321 1,341,557 1,152,337 394,811 579,086

Transfer OUT (563,000) (645,000) (450,000) (1,025,000) (90,000) (210,000)

Transfer IN - Capital Reserve Portion 327,845 253,236 260,780 267,474 274,275 281,203 Interest Income* 34,319

Ending Balance $ 1,733,321 1,341,557 1,152,337 394,811 579,086 650,289

Budget

Saanich Peninsula Commission approved that operating surplusses be transferred to capital reserve fund each year, starting with 2009 budget.


136

- - - - -


Maintenace Reserve Account Schedule Estimate(SPWWTP) Outfall Inspection 2016 2017 2018 2019 2020 2021


Transfer OUT estimate - (30,000) - - - -


Ending Balance $ 38,421 12,388 16,355 20,322 24,289 28,256


Maintenance Reserve Account: SPWWTP Outfall Inspection, Carbon Replacement, Heat Recovery Supplies


Budget

The Bazan Bay outfall and the Sidney Pump Station overflow are inspected every 3/4 years but no less than the regulatory requirement of every 5 years. Expenditures include consultant/diver fees for inspection and reporting and labour costs.

137

3.718 Saanich Peninsula WastewaterMaintenance Reserve Account Schedules



Maintenace Reserve Account Schedule Estimate (SPWWTP) Carbon Replacement 2016 2017 2018 2019 2020 2021


Transfer OUT estimate - (100,000) (50,000) (100,000) - -


Ending Balance $ 355,614 310,047 314,480 268,913 323,346 377,779

Budget

Carbon is used for odour control at various trunk sites. Carbon replacement expenditures include contracted services, materials and labour. Carbon replacement service life varies depending on influent quality, however carbon replacement frequency is typically every two years at the SPWWTP and approximately every 5 years a the various trunk sites.

138

3.718 Saanich Peninsula WastewaterMaintenance Reserve Account Schedules



Maintenace Reserve Account Schedule Estimate(SPWWTP) Equipment/Supplies Replacement 2016 2017 2018 2019 2020 2021


Transfer OUT estimate - TBD - - - -


Ending Balance $ 3,030 4,560 6,090 7,620 9,150 10,680

The district energy sharing system (DES) heat exchanger is chemically cleaned every few months to ensure the system operates optimally. However the manufacturer recommends that the heat exchanger be dismantled, inspected and cleaned at a frequency determined by the operation (no set frequency). The assumption has been made that this dismantelling frequency be done approximately every five years. Expenditures include contracted services, materials and labour.

Budget

139


Fund: 1022 Fund Center 101700Equipment Replacement Fund- SPWWTP Estimate

2016 2017 2018 2019 2020 2021

Beginning Balance 964,627 964,627 1,067,067 1,169,507 1,271,907 1,374,347

Planned Purchase (Based on Capital Plan) (4,260) - - - - -

Transfer IN (from Ops Budget) 102,440 102,440 102,440 102,400 102,440 102,440 Interest Income* 87,576

Ending Balance $ 1,150,383 1,067,067 1,169,507 1,271,907 1,374,347 1,476,787

ERF Reserve to fund replacement of equipment that lasts less than 15 years in the SPWW System. Also called Priority Equipment Replacement (PERS ). There are 2 PERS, Trunks and Treatment Plant; and 1 ERF for SPWWTP Lab Equipment

* Interest in planning years nets against inflation which is not included.


ERF Reserve Fund Schedule SPWWTP

ERF: SPWWTP ERF or PERS Fund for Equipment

Budget

140

- - - - -

Service: 3.714 Central Saanich Odour Management Committee: Environmental Services

DEFINITION:

Provision of odour control and management.

PARTICIPATION:

Operating costs to be recovered by requisition from Central Saanich.

MAXIMUM LEVY:

N/A


N/A

CENTRAL SAANICH SEWER SYSTEM:

Population Debt & Operating

16,590 100.00%

USER CHARGE:

N/A

RESERVE FUND:

Central Saanich Treatment Plant Capital Reserve Fund, Bylaw No. 2351 (December, 1995).Central Saanich Treatment Plant Capital Reserve Fund, Bylaw No. 3330 (March, 2006) (amendment to Bylaw No. 2351).


CAPITAL REGIONAL DISTRICT 3.714 CENTRAL SAANICH TREATMENT PLANT 07/09/2016

BUDGET REQUEST

3.714 - CENTRAL SAANICH TREATMENT PLANT 2016 2016 2017 2017 2017 2017 2018 2019 2020 2021BOARD ESTIMATED CORE ONGOING ONE-TIME


OPERATING COSTS:

Operating - Other Costs 48,650 46,330 48,730 0 0 48,730 49,694 50,669 51,676 52,682Allocations 27,059 27,059 27,528 0 0 27,528 28,078 28,633 29,204 29,784Contingency 5,000 0 4,700 0 0 4,700 4,700 4,700 4,700 4,700



CAPITAL / RESERVETransfer to Equipment Replacement Fund 0 0 0 0 0 0 0 0 0 0Transfer to Reserve Fund 0 0 0 0 0 0 0 0 0 0



TOTAL COSTS 80,709 73,389 80,958 0 0 80,958 82,472 84,002 85,580 87,166






Surplus / (Deficit) 7,320Balance C/F from Prior to Current year (16,027) (16,027) (7,320) 0 0 (7,320) 0 0 0 0 Revenue - Other (420) (420) (420) 0 0 (420) (420) (420) (420) (420) Grants In Lieu of Taxes (297) (297) (300) 0 0 (300) (300) (300) (300) (300)

TOTAL REVENUE (16,744) (9,424) (8,040) 0 0 (8,040) (720) (720) (720) (720)

REQUISITION (63,965) (63,965) (72,918) 0 0 (72,918) (81,752) (83,282) (84,860) (86,446)


PARTICIPANTS: C. SaanichAUTHORIZED POSITIONS:Salaried 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Hourly 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CAPITAL REGIONAL DISTRICT 3.714 CENTRAL SAANICH TREATMENT PLANT 07/09/2016142

BYLAW NO: CAPITAL REGIONAL DISTRICT SCHEDULE B


EXPENDITURE / FUNDING 2017 2018 2019 2020 2021 TOTALSUMMARY (ALL SERVICES)

EXPENDITURE

B Buildings B 21,466,615 4,002,878 14,571,329 16,095,700 2,041,000 58,177,522E Equipment E 8,257,779 4,858,000 3,493,740 3,582,828 3,287,900 23,480,247L Land L 2,852,400 1,750,000 760,000 95,000 420,000 5,877,400S Engineered Structures S 98,129,485 279,005,771 348,343,936 115,804,540 37,919,800 879,203,532V Vehicles V 1,960,100 1,354,400 1,436,400 1,100,500 927,028 6,778,428

132,666,379 290,971,049 368,605,405 136,678,568 44,595,728 973,517,129

SOURCE OF FUNDS

C Capital Funds on Hand C 52,684,730 20,238,990 17,505,070 21,101,640 6,889,400 118,419,830D Debenture Debt ( New Debt Only) D 34,420,520 104,168,000 184,942,000 (29,583,000) (101,308,000) 192,639,520E Equipment Replacement Fund E 4,042,424 2,801,400 2,666,140 2,348,145 2,050,428 13,908,537G Grants (Federal, Provincial) G 18,483,220 93,636,501 66,851,106 136,684,600 190,030,000 505,685,427O Donations / Third Party Funding O 8,688,000 63,125,000 89,747,000 3,045,000 (59,000,000) 105,605,000R Reserve Fund R 14,347,485 7,001,158 6,894,089 3,082,183 5,933,900 37,258,815

132,666,379 290,971,049 368,605,405 136,678,568 44,595,728 973,517,129

CAPITAL REGIONAL DISTRICT - CAPITAL EXPENDITURE PLAN2017 Schedule B

Equipment Engineered Debenture Equipment CapitalService # Service Name & Vehicles Buildings Structures Land TOTAL Debt Repl Fund Reserves Grants Other TOTAL

1.011 Board Expenditures 32,200 0 0 0 32,200 0 32,200 0 0 0 32,2001.014 Chief Administrative Officer 17,580 0 0 0 17,580 0 17,580 0 0 0 17,5801.016 Human Resources 1,680 0 0 0 1,680 0 1,680 0 0 0 1,6801.017 Finance 34,350 0 0 0 34,350 0 34,350 0 0 0 34,3501.018 Health & Capital Planning Strategies 1,550 0 0 0 1,550 0 1,550 0 0 0 1,5501.022 Information Technology 546,000 0 0 0 546,000 0 151,000 0 0 395,000 546,0001.024 GM - Planning & Protective Services 3,000 0 0 0 3,000 0 3,000 0 0 0 3,0001.025 Corporate Emergency 35,700 0 0 0 35,700 0 35,700 0 0 0 35,7001.106 Facilities and Risk 72,700 206,000 0 0 278,700 0 72,700 100,000 0 106,000 278,7001.110 SGI Admin. Expenditures 0 0 0 0 0 0 0 0 0 0 01.111 SSI Admin. Expenditures 0 120,000 0 0 120,000 120,000 0 0 0 0 120,0001.118 Corporate Communications 2,500 0 0 0 2,500 0 2,500 0 0 0 2,5001.123 Family Court Building 0 146,786 0 0 146,786 0 0 146,786 0 0 146,7861.141 SSI Public Library 17,000 0 0 0 17,000 0 0 17,000 0 0 17,0001.226 Health Facilities - VIHA 656,710 564,800 0 0 1,221,510 0 0 600,890 0 620,620 1,221,5101.235 SGI Small Craft Harbour Facilities 0 0 1,158,650 0 1,158,650 0 0 232,500 0 926,150 1,158,6501.236 SSI Small Craft Harbour (Fernwood Dock) 0 0 164,390 0 164,390 0 0 164,390 0 0 164,3901.238B Community Transportation (SSI) 0 0 1,210,081 0 1,210,081 0 0 274,801 685,280 250,000 1,210,0811.280 Regional Parks 359,540 0 7,872,397 45,000 8,276,937 600,000 100,000 1,325,000 3,375,000 2,876,937 8,276,9371.290 Royal Theatre 966,705 320,000 0 0 1,286,705 0 0 715,000 400,000 171,705 1,286,7051.295 McPherson Theatre 84,000 383,429 0 0 467,429 0 0 160,000 0 307,429 467,4291.297 Arts Grants and Development 1,000 0 0 0 1,000 0 1,000 0 0 0 1,0001.310 Land Banking and Housing 0 0 0 0 0 0 0 0 0 0 01.313 Animal Care Services 1,680 0 0 0 1,680 0 1,680 0 0 0 1,6801.318 Building Inspection 13,990 0 0 0 13,990 0 13,990 0 0 0 13,9901.323 ByLaw Services 7,060 0 0 0 7,060 0 7,060 0 0 0 7,0601.324 Regional Planning Services 10,030 0 0 0 10,030 0 10,030 0 0 0 10,0301.325 Community Planning 25,970 0 0 0 25,970 0 25,970 0 0 0 25,9701.335 Geo-Spatial Referencing 28,000 0 0 0 28,000 0 28,000 0 0 0 28,0001.353 Otter Point Fire 18,900 0 50,000 0 68,900 0 18,900 50,000 0 0 68,9001.356 Pender Island Fire 17,000 0 110,000 0 127,000 0 8,000 119,000 0 0 127,0001.357 East Sooke Fire 124,500 150,000 0 0 274,500 150,000 124,500 0 0 0 274,5001.358 Port Renfrew Fire 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0001.370 JDF Emergency Program 3,080 0 0 0 3,080 0 3,080 0 0 0 3,0801.372 Emergency Planning Coordination 7,500 0 0 0 7,500 0 7,500 0 0 0 7,5001.375 Hazardous Material Incident Response 10,000 0 0 0 10,000 0 10,000 0 0 0 10,0001.377 JDF Search and Rescue 0 0 0 0 0 0 0 0 0 0 01.40X SEAPARC 97,200 1,388,000 15,000 0 1,500,200 0 76,200 924,000 500,000 0 1,500,2001.44X Panorama Recreation 349,050 2,495,600 0 0 2,844,650 1,080,000 281,550 939,100 465,000 79,000 2,844,6501.455 SSI Community Parks 45,000 300,000 0 0 345,000 0 45,000 100,000 200,000 0 345,0001.458 SSI Community Recreation 5,000 0 25,000 0 30,000 0 5,000 25,000 0 0 30,0001.459 SSI Park Land & Rec Programs 29,305 0 0 40,000 69,305 0 29,305 40,000 0 0 69,3051.475 Mayne Island Community Parks 0 45,000 0 0 45,000 0 0 0 0 45,000 45,0001.521 Environmental Resource Management 545,994 0 14,534,294 0 15,080,288 0 545,994 784,018 0 13,750,276 15,080,2881.523 Port Renfrew Refuse Disposal 20,000 0 0 0 20,000 0 0 20,000 0 0 20,0001.574 Environmental Partnerships 162,100 0 0 0 162,100 0 162,100 0 0 0 162,100

CAPITAL EXPENDITURE SOURCE OF FUNDING

K:\Home\BUDGET\BUD2017\Capital plan\COW_NOV\Capital Budget 2017-2021_COW.xlsx 2017 23/11/2016




1.575 Environmental Administration Services 21,200 0 0 0 21,200 0 21,200 0 0 0 21,2001.576 Environmental Engineering Services 72,000 0 0 0 72,000 0 72,000 0 0 0 72,0001.577 IW - Environmental Operations 375,000 0 0 0 375,000 0 375,000 0 0 0 375,0001.578 Environmental Protection 56,675 0 0 0 56,675 0 56,675 0 0 0 56,6751.579 Environmental Water Quality 3,300 0 0 0 3,300 0 3,300 0 0 0 3,3001.911 911 Call Answer 1,420,130 13,237,000 0 1,350,000 16,007,130 16,000,000 7,130 0 0 0 16,007,1301.913 913 Fire Dispatch 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0002.610 Saanich Peninsula Water Supply 0 1,925,000 1,100,000 0 3,025,000 0 50,000 2,200,000 0 775,000 3,025,000DCC Saanich Peninsula Water Supply (DCC) 0 0 60,000 0 60,000 0 0 0 0 60,000 60,0002.620 Highland Water (SSI) 0 0 173,623 0 173,623 0 0 0 0 173,623 173,6232.621 Highland & Fernwood Water (SSI) 0 0 20,000 0 20,000 0 0 0 0 20,000 20,0002.622 Cedars of Tuam Water (SSI) 0 0 23,100 0 23,100 0 0 9,000 8,100 6,000 23,1002.624 Beddis Water (SSI) 30,000 0 67,130 0 97,130 0 0 30,000 17,130 50,000 97,1302.626 Fulford Water (SSI) 0 0 37,000 0 37,000 0 0 30,000 0 7,000 37,0002.628 Cedar Lane Water (SSI) 0 0 25,000 0 25,000 0 0 20,000 5,000 0 25,0002.630 Magic Lake Estates Water (Pender) 0 0 350,000 10,000 360,000 0 0 115,000 0 245,000 360,0002.640 Lyall Harbour Boot Cove Water (Saturna) 0 0 74,000 0 74,000 0 0 34,000 40,000 0 74,0002.642 Skana Water (Mayne) 2,000 0 36,000 0 38,000 0 0 38,000 0 0 38,0002.650 Port Renfrew Water 0 0 324,000 0 324,000 0 0 0 0 324,000 324,0002.660 Fernwood Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.665 Sticks Allison Water (Galiano) 0 0 8,000 0 8,000 0 0 8,000 0 0 8,0002.667 Surfside Park Estates (Mayne) 0 0 16,000 0 16,000 0 0 8,000 8,000 0 16,0002.670 Regional Water Supply 2,991,500 132,500 8,090,000 0 11,214,000 3,500,000 870,000 0 0 6,844,000 11,214,0002.680 JDF Water Distribution 882,500 52,500 6,235,000 0 7,170,000 700,000 450,000 0 0 6,020,000 7,170,000DCC JDF Water Distribution (DCC) 0 0 3,620,000 0 3,620,000 0 0 3,620,000 0 0 3,620,0002.691 Wilderness Mountain Water Service 0 0 70,000 2,500 72,500 0 0 70,000 0 2,500 72,5003.701 Millstream Site Remediation 0 0 0 1,404,900 1,404,900 0 0 0 465,710 939,190 1,404,9003.705 SSI Septage / Composting 0 0 1,455,000 0 1,455,000 1,350,000 0 0 0 105,000 1,455,0003.710 North West Trunk Sewer 0 0 785,000 0 785,000 0 150,000 230,000 0 405,000 785,0003.712 North East Trunk Sewer 0 0 190,000 0 190,000 0 0 190,000 0 0 190,0003.713 East Coast Interceptor 0 0 508,000 0 508,000 0 60,000 165,000 0 283,000 508,0003.715 North East Trunk 2 (Bowker) 0 0 170,000 0 170,000 0 60,000 110,000 0 0 170,0003.718 Saanich Peninsula Wastewater 0 0 935,000 0 935,000 0 0 645,000 0 290,000 935,0003.750 L.W.M.P. - Core and West Shore 0 0 0 0 0 0 0 0 0 0 03.798 Debt/Capital - LWMP Core Treatment Facilities 0 0 43,599,000 0 43,599,000 7,014,000 0 0 12,119,000 24,466,000 43,599,0003.810 Ganges Sewer Utility (SSI) 0 0 3,906,520 0 3,906,520 3,906,520 0 0 0 0 3,906,5203.820 Maliview Sewer Utility (SSI) 0 0 207,300 0 207,300 0 0 8,000 195,000 4,300 207,3003.830 Magic Lake Sewer Utility (Pender) 0 0 895,000 0 895,000 0 0 70,000 0 825,000 895,0003.850 Port Renfrew Sewer 0 0 10,000 0 10,000 0 0 10,000 0 0 10,000

TOTAL 10,217,879 21,466,615 98,129,485 2,852,400 132,666,379 34,420,520 4,042,424 14,347,485 18,483,220 61,372,730 132,666,379




1.011 Board Expenditures 30,500 0 0 0 30,500 0 30,500 0 0 0 30,5001.014 Chief Administrative Officer 2,580 0 0 0 2,580 0 2,580 0 0 0 2,5801.016 Human Resources 1,680 0 0 0 1,680 0 1,680 0 0 0 1,6801.017 Finance 22,350 0 0 0 22,350 0 22,350 0 0 0 22,3501.018 Health & Capital Planning Strategies 0 0 0 0 0 0 0 0 0 0 01.022 Information Technology 576,000 0 0 0 576,000 0 145,000 0 0 431,000 576,0001.024 GM - Planning & Protective Services 0 0 0 0 0 0 0 0 0 0 01.025 Corporate Emergency 19,825 0 0 0 19,825 0 19,825 0 0 0 19,8251.106 Facilities and Risk 4,200 52,378 0 0 56,578 0 4,200 52,378 0 0 56,5781.110 SGI Admin. Expenditures 0 0 0 0 0 0 0 0 0 0 01.111 SSI Admin. Expenditures 0 0 0 0 0 0 0 0 0 0 01.118 Corporate Communications 1,800 0 0 0 1,800 0 1,800 0 0 0 1,8001.123 Family Court Building 0 0 0 0 0 0 0 0 0 0 01.141 SSI Public Library 9,000 0 0 0 9,000 0 0 9,000 0 0 9,0001.226 Health Facilities - VIHA 6,000 0 0 0 6,000 0 0 6,000 0 0 6,0001.235 SGI Small Craft Harbour Facilities 0 0 454,320 0 454,320 0 0 454,320 0 0 454,3201.236 SSI Small Craft Harbour (Fernwood Dock) 0 0 0 0 0 0 0 0 0 0 01.238B Community Transportation (SSI) 0 0 498,460 0 498,460 0 0 498,460 0 0 498,4601.280 Regional Parks 168,000 0 3,004,040 20,000 3,192,040 2,600,000 148,000 340,000 0 104,040 3,192,0401.290 Royal Theatre 127,000 263,000 0 0 390,000 0 0 218,000 0 172,000 390,0001.295 McPherson Theatre 84,000 400,000 0 0 484,000 0 0 400,000 0 84,000 484,0001.297 Arts Grants and Development 1,720 0 0 0 1,720 0 1,720 0 0 0 1,7201.310 Land Banking and Housing 4,000 0 0 0 4,000 0 4,000 0 0 0 4,0001.313 Animal Care Services 720 0 0 0 720 0 720 0 0 0 7201.318 Building Inspection 0 0 0 0 0 0 0 0 0 0 01.323 ByLaw Services 720 0 0 0 720 0 720 0 0 0 7201.324 Regional Planning Services 16,500 0 0 0 16,500 0 16,500 0 0 0 16,5001.325 Community Planning 0 0 0 0 0 0 0 0 0 0 01.335 Geo-Spatial Referencing 30,000 0 0 0 30,000 0 30,000 0 0 0 30,0001.353 Otter Point Fire 114,200 0 0 0 114,200 0 114,200 0 0 0 114,2001.356 Pender Island Fire 83,000 0 5,000 0 88,000 0 74,000 14,000 0 0 88,0001.357 East Sooke Fire 89,200 0 0 0 89,200 0 89,200 0 0 0 89,2001.358 Port Renfrew Fire 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0001.370 JDF Emergency Program 4,870 0 0 0 4,870 0 4,870 0 0 0 4,8701.372 Emergency Planning Coordination 30,000 0 0 0 30,000 0 30,000 0 0 0 30,0001.375 Hazardous Material Incident Response 10,000 0 0 0 10,000 0 10,000 0 0 0 10,0001.40X SEAPARC 138,200 759,500 0 0 897,700 0 108,200 789,500 0 0 897,7001.44X Panorama Recreation 448,340 213,000 0 0 661,340 0 298,340 363,000 0 0 661,3401.455 SSI Community Parks 18,000 100,000 0 0 118,000 0 18,000 50,000 50,000 0 118,0001.458 SSI Community Recreation 0 0 0 0 0 0 0 0 0 0 01.459 SSI Park Land & Rec Programs 20,345 255,000 0 1,030,000 1,305,345 0 20,345 510,000 0 775,000 1,305,3451.475 Mayne Island Community Parks 0 0 0 0 0 0 0 0 0 0 01.521 Environmental Resource Management 293,000 0 2,860,000 0 3,153,000 0 293,000 0 0 2,860,000 3,153,0001.523 Port Renfrew Refuse Disposal 0 0 0 0 0 0 0 0 0 0 01.574 Environmental Partnerships 29,000 0 0 0 29,000 0 29,000 0 0 0 29,0001.575 Environmental Administration Services 0 0 0 0 0 0 0 0 0 0 0






1.576 Environmental Engineering Services 37,000 0 0 0 37,000 0 37,000 0 0 0 37,0001.577 IW - Environmental Operations 215,000 0 0 0 215,000 0 215,000 0 0 0 215,0001.578 Environmental Protection 62,350 0 0 0 62,350 0 62,350 0 0 0 62,3501.579 Environmental Water Quality 3,300 0 0 0 3,300 0 3,300 0 0 0 3,3001.911 911 Call Answer 0 0 0 0 0 0 0 0 0 0 01.913 913 Fire Dispatch 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0002.610 Saanich Peninsula Water Supply 0 1,500,000 50,000 0 1,550,000 0 50,000 1,500,000 0 0 1,550,000DCC Saanich Peninsula Water Supply (DCC) 0 0 0 0 0 0 0 0 0 0 02.620 Highland Water (SSI) 0 0 15,561 0 15,561 0 0 0 15,561 0 15,5612.621 Highland & Fernwood Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.622 Cedars of Tuam Water (SSI) 0 0 5,000 0 5,000 0 0 5,000 0 0 5,0002.624 Beddis Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.626 Fulford Water (SSI) 0 0 5,390 0 5,390 0 0 0 5,390 0 5,3902.628 Cedar Lane Water (SSI) 0 0 5,000 0 5,000 0 0 5,000 0 0 5,0002.630 Magic Lake Estates Water (Pender) 0 0 1,435,000 0 1,435,000 1,425,000 0 10,000 0 0 1,435,0002.640 Lyall Harbour Boot Cove Water (Saturna) 40,000 0 47,000 0 87,000 0 0 64,500 22,500 0 87,0002.642 Skana Water (Mayne) 400,000 0 0 0 400,000 400,000 0 0 0 0 400,0002.650 Port Renfrew Water 0 0 300,000 0 300,000 0 0 0 0 300,000 300,0002.660 Fernwood Water (SSI) 0 0 5,000 0 5,000 0 0 0 5,000 0 5,0002.665 Sticks Allison Water (Galiano) 0 0 5,000 0 5,000 0 0 5,000 0 0 5,0002.667 Surfside Park Estates (Mayne) 0 0 0 0 0 0 0 0 0 0 02.670 Regional Water Supply 2,407,500 435,000 3,390,000 0 6,232,500 4,400,000 665,000 0 0 1,167,500 6,232,5002.680 JDF Water Distribution 652,500 25,000 3,330,000 0 4,007,500 1,800,000 240,000 0 0 1,967,500 4,007,500DCC JDF Water Distribution (DCC) 0 0 1,220,000 0 1,220,000 0 0 1,220,000 0 0 1,220,0002.691 Wilderness Mountain Water Service 0 0 0 0 0 0 0 0 0 0 03.701 Millstream Site Remediation 0 0 0 700,000 700,000 0 0 0 232,050 467,950 700,0003.705 SSI Septage / Composting 0 0 1,000,000 0 1,000,000 1,000,000 0 0 0 0 1,000,0003.710 North West Trunk Sewer 0 0 150,000 0 150,000 150,000 0 0 0 0 150,0003.712 North East Trunk Sewer 0 0 0 0 0 0 0 0 0 0 03.713 East Coast Interceptor 0 0 1,010,000 0 1,010,000 1,010,000 0 0 0 0 1,010,0003.715 North East Trunk 2 (Bowker) 0 0 275,000 0 275,000 275,000 0 0 0 0 275,0003.718 Saanich Peninsula Wastewater 0 0 450,000 0 450,000 0 0 450,000 0 0 450,0003.750 L.W.M.P. - Core and West Shore 0 0 0 0 0 0 0 0 0 0 03.798 Debt/Capital - LWMP Core Treatment Facilities 0 0 259,299,000 0 259,299,000 90,958,000 0 0 93,306,000 75,035,000 259,299,0003.810 Ganges Sewer Utility (SSI) 0 0 0 0 0 0 0 0 0 0 03.820 Maliview Sewer Utility (SSI) 0 0 150,000 0 150,000 150,000 0 0 0 0 150,0003.830 Magic Lake Sewer Utility (Pender) 0 0 17,000 0 17,000 0 0 17,000 0 0 17,0003.850 Port Renfrew Sewer 0 0 20,000 0 20,000 0 0 20,000 0 0 20,000

TOTAL 6,212,400 4,002,878 279,005,771 1,750,000 290,971,049 104,168,000 2,801,400 7,001,158 93,636,501 83,363,990 290,971,049



Equipment Engineered Debenture Equipment Capital

Service # Service Name & Vehicles Buildings Structures Land TOTAL Debt Repl Fund Reserves Grants Other TOTAL

1.011 Board Expenditures 27,500 0 0 0 27,500 0 27,500 0 0 0 27,5001.014 Chief Administrative Officer 17,580 0 0 0 17,580 0 17,580 0 0 0 17,5801.016 Human Resources 10,000 0 0 0 10,000 0 10,000 0 0 0 10,0001.017 Finance 22,350 0 0 0 22,350 0 22,350 0 0 0 22,3501.018 Health & Capital Planning Strategies 1,000 0 0 0 1,000 0 1,000 0 0 0 1,0001.022 Information Technology 625,000 0 0 0 625,000 0 150,000 0 0 475,000 625,0001.024 GM - Planning & Protective Services 0 0 0 0 0 0 0 0 0 0 01.025 Corporate Emergency 7,450 0 0 0 7,450 0 7,450 0 0 0 7,4501.106 Facilities and Risk 23,400 34,729 0 0 58,129 0 23,400 34,729 0 0 58,1291.110 SGI Admin. Expenditures 1,200 0 0 0 1,200 0 1,200 0 0 0 1,2001.111 SSI Admin. Expenditures 0 0 0 0 0 0 0 0 0 0 01.118 Corporate Communications 0 0 0 0 0 0 0 0 0 0 01.123 Family Court Building 0 0 0 0 0 0 0 0 0 0 01.141 SSI Public Library 9,000 0 0 0 9,000 0 0 9,000 0 0 9,0001.226 Health Facilities - VIHA 0 0 0 0 0 0 0 0 0 0 01.235 SGI Small Craft Harbour Facilities 0 0 214,800 0 214,800 0 0 214,800 0 0 214,8001.236 SSI Small Craft Harbour (Fernwood Dock) 0 0 0 0 0 0 0 0 0 0 01.238B Community Transportation (SSI) 0 0 488,460 0 488,460 0 0 488,460 0 0 488,4601.280 Regional Parks 195,200 250,000 3,406,120 20,000 3,871,320 2,900,000 195,200 670,000 0 106,120 3,871,3201.290 Royal Theatre 97,000 800,000 0 0 897,000 0 0 800,000 0 97,000 897,0001.295 McPherson Theatre 84,000 1,000,000 0 0 1,084,000 0 0 1,000,000 0 84,000 1,084,0001.297 Arts Grants and Development 860 0 0 0 860 0 860 0 0 0 8601.310 Land Banking and Housing 0 10,000,000 0 0 10,000,000 10,000,000 0 0 0 0 10,000,0001.313 Animal Care Services 2,520 0 0 0 2,520 0 2,520 0 0 0 2,5201.318 Building Inspection 38,000 0 0 0 38,000 0 38,000 0 0 0 38,0001.323 ByLaw Services 2,520 0 0 0 2,520 0 2,520 0 0 0 2,5201.324 Regional Planning Services 2,500 0 0 0 2,500 0 2,500 0 0 0 2,5001.325 Community Planning 2,500 0 0 0 2,500 0 2,500 0 0 0 2,5001.335 Geo-Spatial Referencing 35,000 0 0 0 35,000 0 35,000 0 0 0 35,0001.353 Otter Point Fire 218,900 0 0 0 218,900 0 188,900 30,000 0 0 218,9001.356 Pender Island Fire 0 0 15,000 0 15,000 0 0 15,000 0 0 15,0001.357 East Sooke Fire 167,000 0 0 0 167,000 0 167,000 0 0 0 167,0001.358 Port Renfrew Fire 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0001.370 JDF Emergency Program 4,970 0 0 0 4,970 0 4,970 0 0 0 4,9701.375 Hazardous Material Incident Response 10,000 0 0 0 10,000 0 10,000 0 0 0 10,0001.377 JDF Search and Rescue 0 0 0 0 0 0 0 0 0 0 01.40X SEAPARC 58,700 330,000 0 0 388,700 0 27,700 361,000 0 0 388,7001.44X Panorama Recreation 451,550 406,600 0 0 858,150 0 351,550 461,600 0 45,000 858,1501.455 SSI Community Parks 0 0 0 0 0 0 0 0 0 0 01.458 SSI Community Recreation 0 0 0 0 0 0 0 0 0 0 01.459 SSI Park Land & Rec Programs 58,240 0 0 40,000 98,240 0 58,240 40,000 0 0 98,2401.475 Mayne Island Community Parks 0 0 0 0 0 0 0 0 0 0 01.521 Environmental Resource Management 293,000 0 1,730,000 0 2,023,000 0 293,000 0 0 1,730,000 2,023,0001.523 Port Renfrew Refuse Disposal 0 0 0 0 0 0 0 0 0 0 01.574 Environmental Partnerships 25,000 0 0 0 25,000 0 25,000 0 0 0 25,0001.575 Environmental Administration Services 0 0 0 0 0 0 0 0 0 0 0




Equipment Engineered Debenture Equipment Capital

Service # Service Name & Vehicles Buildings Structures Land TOTAL Debt Repl Fund Reserves Grants Other TOTAL


1.576 Environmental Engineering Services 72,000 0 0 0 72,000 0 72,000 0 0 0 72,0001.577 IW - Environmental Operations 100,000 0 0 0 100,000 0 100,000 0 0 0 100,0001.578 Environmental Protection 131,900 0 0 0 131,900 0 131,900 0 0 0 131,9001.579 Environmental Water Quality 3,300 0 0 0 3,300 0 3,300 0 0 0 3,3001.911 911 Call Answer 0 0 0 0 0 0 0 0 0 0 01.913 913 Fire Dispatch 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0002.610 Saanich Peninsula Water Supply 0 0 50,000 0 50,000 0 50,000 0 0 0 50,000DCC Saanich Peninsula Water Supply (DCC) 0 0 0 0 0 0 0 0 0 0 02.620 Highland Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.621 Highland & Fernwood Water (SSI) 0 0 150,000 0 150,000 0 0 150,000 0 0 150,0002.622 Cedars of Tuam Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.624 Beddis Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.626 Fulford Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.628 Cedar Lane Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.630 Magic Lake Estates Water (Pender) 0 0 450,000 0 450,000 450,000 0 0 0 0 450,0002.640 Lyall Harbour Boot Cove Water (Saturna) 28,000 0 8,000 0 36,000 0 0 19,500 16,500 0 36,0002.642 Skana Water (Mayne) 0 0 15,000 0 15,000 0 0 15,000 0 0 15,0002.650 Port Renfrew Water 0 0 0 0 0 0 0 0 0 0 02.660 Fernwood Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.665 Sticks Allison Water (Galiano) 0 0 0 0 0 0 0 0 0 0 02.667 Surfside Park Estates (Mayne) 0 0 0 0 0 0 0 0 0 0 02.670 Regional Water Supply 1,505,500 1,725,000 1,395,000 0 4,625,500 3,300,000 208,000 0 0 1,117,500 4,625,5002.680 JDF Water Distribution 587,500 25,000 3,330,000 0 3,942,500 1,500,000 425,000 0 0 2,017,500 3,942,500DCC JDF Water Distribution (DCC) 0 0 1,220,000 0 1,220,000 0 0 1,220,000 0 0 1,220,0003.701 Millstream Site Remediation 0 0 0 700,000 700,000 0 0 0 232,050 467,950 700,0003.705 SSI Septage / Composting 0 0 40,000 0 40,000 0 0 40,000 0 0 40,0003.710 North West Trunk Sewer 0 0 1,900,000 0 1,900,000 1,900,000 0 0 0 0 1,900,0003.712 North East Trunk Sewer 0 0 300,000 0 300,000 0 0 300,000 0 0 300,0003.713 East Coast Interceptor 0 0 1,110,000 0 1,110,000 1,110,000 0 0 0 0 1,110,0003.715 North East Trunk 2 (Bowker) 0 0 540,000 0 540,000 540,000 0 0 0 0 540,0003.718 Saanich Peninsula Wastewater 0 0 1,025,000 0 1,025,000 0 0 1,025,000 0 0 1,025,0003.750 L.W.M.P. - Core and West Shore 0 0 0 0 0 0 0 0 0 0 03.798 Debt/Capital - LWMP Core Treatment Facilities 0 0 329,132,000 0 329,132,000 161,445,000 0 0 66,575,000 101,112,000 329,132,0003.810 Ganges Sewer Utility (SSI) 0 0 27,556 0 27,556 0 0 0 27,556 0 27,5563.820 Maliview Sewer Utility (SSI) 0 0 150,000 0 150,000 150,000 0 0 0 0 150,0003.830 Magic Lake Sewer Utility (Pender) 0 0 1,512,000 0 1,512,000 1,512,000 0 0 0 0 1,512,0003.850 Port Renfrew Sewer 0 0 135,000 0 135,000 135,000 0 0 0 0 135,000

0

TOTAL 4,930,140 14,571,329 348,343,936 760,000 368,605,405 184,942,000 2,666,140 6,894,089 66,851,106 107,252,070 368,605,405




1.011 Board Expenditures 25,000 0 0 0 25,000 0 25,000 0 0 0 25,0001.014 Chief Administrative Officer 2,580 0 0 0 2,580 0 2,580 0 0 0 2,5801.016 Human Resources 1,680 0 0 0 1,680 0 1,680 0 0 0 1,6801.017 Finance 30,350 0 0 0 30,350 0 30,350 0 0 0 30,3501.018 Health & Capital Planning Strategies 0 0 0 0 0 0 0 0 0 0 01.022 Information Technology 462,000 0 0 0 462,000 0 150,000 0 0 312,000 462,0001.024 GM - Planning & Protective Services 3,100 0 0 0 3,100 0 3,100 0 0 0 3,1001.025 Corporate Emergency 7,575 0 0 0 7,575 0 7,575 0 0 0 7,5751.106 Facilities and Risk 69,883 0 0 0 69,883 0 50,700 19,183 0 0 69,8831.110 SGI Admin. Expenditures 0 0 0 0 0 0 0 0 0 0 01.111 SSI Admin. Expenditures 0 0 0 0 0 0 0 0 0 0 01.118 Corporate Communications 1,800 0 0 0 1,800 0 1,800 0 0 0 1,8001.123 Family Court Building 0 0 0 0 0 0 0 0 0 0 01.141 SSI Public Library 9,000 0 0 0 9,000 0 0 9,000 0 0 9,0001.226 Health Facilities - VIHA 0 0 0 0 0 0 0 0 0 0 01.235 SGI Small Craft Harbour Facilities 0 0 222,300 0 222,300 0 0 222,300 0 0 222,3001.236 SSI Small Craft Harbour (Fernwood Dock) 0 0 0 0 0 0 0 0 0 0 01.238B Community Transportation (SSI) 0 0 12,000 0 12,000 0 0 12,000 0 0 12,0001.280 Regional Parks 392,000 150,000 108,240 20,000 670,240 0 392,000 170,000 0 108,240 670,2401.290 Royal Theatre 97,000 3,000,000 0 0 3,097,000 0 0 0 0 3,097,000 3,097,0001.295 McPherson Theatre 84,000 500,000 0 0 584,000 0 0 500,000 0 84,000 584,0001.297 Arts Grants and Development 1,000 0 0 0 1,000 0 1,000 0 0 0 1,0001.310 Land Banking and Housing 4,000 10,000,000 0 0 10,004,000 10,000,000 4,000 0 0 0 10,004,0001.313 Animal Care Services 4,000 0 0 0 4,000 0 4,000 0 0 0 4,0001.318 Building Inspection 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0001.323 ByLaw Services 4,600 0 0 0 4,600 0 4,600 0 0 0 4,6001.324 Regional Planning Services 10,120 0 0 0 10,120 0 10,120 0 0 0 10,1201.325 Community Planning 0 0 0 0 0 0 0 0 0 0 01.335 Geo-Spatial Referencing 37,000 0 0 0 37,000 0 37,000 0 0 0 37,0001.353 Otter Point Fire 39,000 0 0 0 39,000 0 9,000 30,000 0 0 39,0001.356 Pender Island Fire 15,000 0 0 0 15,000 0 15,000 0 0 0 15,0001.357 East Sooke Fire 191,200 0 0 0 191,200 0 191,200 0 0 0 191,2001.358 Port Renfrew Fire 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0001.370 JDF Emergency Program 11,710 0 0 0 11,710 0 11,710 0 0 0 11,7101.375 Hazardous Material Incident Response 10,000 0 0 0 10,000 0 10,000 0 0 0 10,0001.377 JDF Search and Rescue 0 0 0 0 0 0 0 0 0 0 01.40X SEAPARC 282,700 209,500 35,000 0 527,200 0 60,700 396,500 70,000 0 527,2001.44X Panorama Recreation 367,780 186,200 0 0 553,980 0 322,780 186,200 0 45,000 553,9801.455 SSI Community Parks 0 0 0 0 0 0 0 0 0 0 01.458 SSI Community Recreation 0 0 0 0 0 0 0 0 0 0 01.459 SSI Park Land & Rec Programs 8,500 0 0 30,000 38,500 0 8,500 30,000 0 0 38,5001.475 Mayne Island Community Parks 0 0 0 0 0 0 0 0 0 0 01.521 Environmental Resource Management 293,000 0 2,085,000 0 2,378,000 0 293,000 0 0 2,085,000 2,378,0001.523 Port Renfrew Refuse Disposal 0 0 0 0 0 0 0 0 0 0 01.574 Environmental Partnerships 42,500 0 0 0 42,500 0 42,500 0 0 0 42,5001.575 Environmental Administration Services 0 0 0 0 0 0 0 0 0 0 0






1.576 Environmental Engineering Services 40,000 0 0 0 40,000 0 40,000 0 0 0 40,0001.577 IW - Environmental Operations 65,000 0 0 0 65,000 0 65,000 0 0 0 65,0001.578 Environmental Protection 47,950 0 0 0 47,950 0 47,950 0 0 0 47,9501.579 Environmental Water Quality 3,300 0 0 0 3,300 0 3,300 0 0 0 3,3001.911 911 Call Answer 0 0 0 0 0 0 0 0 0 0 01.913 913 Fire Dispatch 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0002.610 Saanich Peninsula Water Supply 0 0 50,000 0 50,000 0 50,000 0 0 0 50,000DCC Saanich Peninsula Water Supply (DCC) 0 0 0 0 0 0 0 0 0 0 02.620 Highland Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.621 Highland & Fernwood Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.622 Cedars of Tuam Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.624 Beddis Water (SSI) 0 0 40,000 0 40,000 0 0 40,000 0 0 40,0002.626 Fulford Water (SSI) 0 0 50,000 0 50,000 0 0 50,000 0 0 50,0002.628 Cedar Lane Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.630 Magic Lake Estates Water (Pender) 0 0 400,000 0 400,000 400,000 0 0 0 0 400,0002.640 Lyall Harbour Boot Cove Water (Saturna) 7,000 0 0 0 7,000 0 0 7,000 0 0 7,0002.642 Skana Water (Mayne) 0 0 25,000 0 25,000 0 0 25,000 0 0 25,0002.650 Port Renfrew Water 0 0 0 0 0 0 0 0 0 0 02.660 Fernwood Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.665 Sticks Allison Water (Galiano) 0 0 0 0 0 0 0 0 0 0 02.667 Surfside Park Estates (Mayne) 0 0 0 0 0 0 0 0 0 0 02.670 Regional Water Supply 1,464,500 2,025,000 1,355,000 0 4,844,500 3,300,000 367,000 0 0 1,177,500 4,844,5002.680 JDF Water Distribution 532,500 25,000 2,480,000 0 3,037,500 1,000,000 70,000 0 0 1,967,500 3,037,500DCC JDF Water Distribution (DCC) 0 0 1,220,000 0 1,220,000 0 0 1,220,000 0 0 1,220,0002.691 Wilderness Mountain Water Service 0 0 0 0 0 0 0 0 0 0 03.701 Millstream Site Remediation 0 0 0 45,000 45,000 0 0 0 14,600 30,400 45,0003.705 SSI Septage / Composting 0 0 75,000 0 75,000 0 0 75,000 0 0 75,0003.710 North West Trunk Sewer 0 0 350,000 0 350,000 350,000 0 0 0 0 350,0003.712 North East Trunk Sewer 0 0 0 0 0 0 0 0 0 0 03.713 East Coast Interceptor 0 0 1,000,000 0 1,000,000 1,000,000 0 0 0 0 1,000,0003.715 North East Trunk 2 (Bowker) 0 0 40,000 0 40,000 40,000 0 0 0 0 40,0003.718 Saanich Peninsula Wastewater 0 0 90,000 0 90,000 0 0 90,000 0 0 90,0003.798 Debt/Capital - LWMP Core Treatment Facilities 0 0 104,750,000 0 104,750,000 (47,090,000) 0 0 136,600,000 15,240,000 104,750,0003.810 Ganges Sewer Utility (SSI) 0 0 0 0 0 0 0 0 0 0 03.820 Maliview Sewer Utility (SSI) 0 0 860,000 0 860,000 860,000 0 0 0 0 860,0003.830 Magic Lake Sewer Utility (Pender) 0 0 557,000 0 557,000 557,000 0 0 0 0 557,0003.850 Port Renfrew Sewer 0 0 0 0 0 0 0 0 0 0 0

TOTAL 4,683,328 16,095,700 115,804,540 95,000 136,678,568 (29,583,000) 2,348,145 3,082,183 136,684,600 24,146,640 136,678,568




1.011 Board Expenditures 28,900 0 0 0 28,900 0 28,900 0 0 0 28,9001.014 Chief Administrative Officer 0 0 0 0 0 0 0 0 0 0 01.016 Human Resources 1,680 0 0 0 1,680 0 1,680 0 0 0 1,6801.017 Finance 22,350 0 0 0 22,350 0 22,350 0 0 0 22,3501.018 Health & Capital Planning Strategies 7,000 0 0 0 7,000 0 7,000 0 0 0 7,0001.022 Information Technology 455,000 0 0 0 455,000 0 150,000 0 0 305,000 455,0001.024 GM - Planning & Protective Services 0 0 0 0 0 0 0 0 0 0 01.025 Corporate Emergency 0 0 0 0 0 0 0 0 0 0 01.106 Facilities and Risk 62,728 0 0 0 62,728 0 62,728 0 0 0 62,7281.110 SGI Admin. Expenditures 0 0 0 0 0 0 0 0 0 0 01.111 SSI Admin. Expenditures 0 0 0 0 0 0 0 0 0 0 01.118 Corporate Communications 0 0 0 0 0 0 0 0 0 0 01.123 Family Court Building 0 0 0 0 0 0 0 0 0 0 01.141 SSI Public Library 0 0 0 0 0 0 0 0 0 0 01.226 Health Facilities - VIHA 0 0 0 0 0 0 0 0 0 0 01.235 SGI Small Craft Harbour Facilities 0 0 224,400 0 224,400 0 0 224,400 0 0 224,4001.236 SSI Small Craft Harbour (Fernwood Dock) 0 0 0 0 0 0 0 0 0 0 01.238B Community Transportation (SSI) 0 0 12,000 0 12,000 0 0 12,000 0 0 12,0001.280 Regional Parks 320,000 0 5,910,400 20,000 6,250,400 0 320,000 1,820,000 4,000,000 110,400 6,250,4001.290 Royal Theatre 101,000 1,000,000 0 0 1,101,000 0 0 0 0 1,101,000 1,101,0001.295 McPherson Theatre 88,000 500,000 0 0 588,000 0 0 500,000 0 88,000 588,0001.297 Arts Grants and Development 2,500 0 0 0 2,500 0 2,500 0 0 0 2,5001.310 Land Banking and Housing 0 0 0 0 0 0 0 0 0 0 01.313 Animal Care Services 16,400 0 0 0 16,400 0 16,400 0 0 0 16,4001.318 Building Inspection 33,000 0 0 0 33,000 0 33,000 0 0 0 33,0001.323 ByLaw Services 1,400 0 0 0 1,400 0 1,400 0 0 0 1,4001.324 Regional Planning Services 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0001.325 Community Planning 0 0 0 0 0 0 0 0 0 0 01.335 Geo-Spatial Referencing 45,000 0 0 0 45,000 0 45,000 0 0 0 45,0001.353 Otter Point Fire 28,300 0 0 0 28,300 0 28,300 0 0 0 28,3001.356 Pender Island Fire 0 0 0 0 0 0 0 0 0 0 01.357 East Sooke Fire 7,300 0 0 0 7,300 0 7,300 0 0 0 7,3001.358 Port Renfrew Fire 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0001.370 JDF Emergency Program 7,470 0 0 0 7,470 0 7,470 0 0 0 7,4701.372 Emergency Planning Coordination 0 0 0 0 0 0 0 0 0 0 01.375 Hazardous Material Incident Response 10,000 0 0 0 10,000 0 10,000 0 0 0 10,0001.40X SEAPARC 77,200 0 150,000 400,000 627,200 400,000 27,200 200,000 0 0 627,2001.44X Panorama Recreation 396,950 491,000 0 0 887,950 0 336,450 521,500 30,000 0 887,9501.455 SSI Community Parks 0 0 0 0 0 0 0 0 0 0 01.458 SSI Community Recreation 0 0 0 0 0 0 0 0 0 0 01.459 SSI Park Land & Rec Programs 0 0 0 0 0 0 0 0 0 0 01.475 Mayne Island Community Parks 0 0 0 0 0 0 0 0 0 0 01.521 Environmental Resource Management 293,000 0 3,135,000 0 3,428,000 0 293,000 0 0 3,135,000 3,428,0001.523 Port Renfrew Refuse Disposal 0 0 0 0 0 0 0 0 0 0 01.574 Environmental Partnerships 15,000 0 0 0 15,000 0 15,000 0 0 0 15,0001.575 Environmental Administration Services 0 0 0 0 0 0 0 0 0 0 0






1.576 Environmental Engineering Services 40,000 0 0 0 40,000 0 40,000 0 0 0 40,0001.577 IW - Environmental Operations 90,000 0 0 0 90,000 0 90,000 0 0 0 90,0001.578 Environmental Protection 41,450 0 0 0 41,450 0 41,450 0 0 0 41,4501.579 Environmental Water Quality 3,300 0 0 0 3,300 0 3,300 0 0 0 3,3001.911 911 Call Answer 0 0 0 0 0 0 0 0 0 0 01.913 913 Fire Dispatch 5,000 0 0 0 5,000 0 5,000 0 0 0 5,0002.610 Saanich Peninsula Water Supply 0 0 50,000 0 50,000 0 50,000 0 0 0 50,000DCC Saanich Peninsula Water Supply (DCC) 0 0 1,000,000 0 1,000,000 0 0 1,000,000 0 0 1,000,0002.620 Highland Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.621 Highland & Fernwood Water (SSI) 0 0 50,000 0 50,000 0 0 50,000 0 0 50,0002.622 Cedars of Tuam Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.624 Beddis Water (SSI) 0 0 100,000 0 100,000 100,000 0 0 0 0 100,0002.626 Fulford Water (SSI) 0 0 6,000 0 6,000 0 0 6,000 0 0 6,0002.628 Cedar Lane Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.630 Magic Lake Estates Water (Pender) 0 0 425,000 0 425,000 425,000 0 0 0 0 425,0002.640 Lyall Harbour Boot Cove Water (Saturna) 0 0 15,000 0 15,000 0 0 15,000 0 0 15,0002.642 Skana Water (Mayne) 0 0 0 0 0 0 0 0 0 0 02.650 Port Renfrew Water 0 0 0 0 0 0 0 0 0 0 02.660 Fernwood Water (SSI) 0 0 0 0 0 0 0 0 0 0 02.665 Sticks Allison Water (Galiano) 0 0 0 0 0 0 0 0 0 0 02.667 Surfside Park Estates (Mayne) 0 0 0 0 0 0 0 0 0 0 02.670 Regional Water Supply 1,582,500 25,000 1,240,000 0 2,847,500 1,500,000 185,000 0 0 1,162,500 2,847,5002.680 JDF Water Distribution 422,500 25,000 2,450,000 0 2,897,500 700,000 210,000 0 0 1,987,500 2,897,500DCC JDF Water Distribution (DCC) 0 0 1,375,000 0 1,375,000 0 0 1,375,000 0 0 1,375,0002.691 Wilderness Mountain Water Service 0 0 0 0 0 0 0 0 0 0 03.701 Millstream Site Remediation 0 0 0 0 0 0 0 0 0 0 03.705 SSI Septage / Composting 0 0 0 0 0 0 0 0 0 0 03.710 North West Trunk Sewer 0 0 260,000 0 260,000 260,000 0 0 0 0 260,0003.712 North East Trunk Sewer 0 0 0 0 0 0 0 0 0 0 03.713 East Coast Interceptor 0 0 350,000 0 350,000 350,000 0 0 0 0 350,0003.715 North East Trunk 2 (Bowker) 0 0 200,000 0 200,000 200,000 0 0 0 0 200,0003.718 Saanich Peninsula Wastewater 0 0 210,000 0 210,000 0 0 210,000 0 0 210,0003.798 Debt/Capital - LWMP Core Treatment Facilities 0 0 15,675,000 0 15,675,000 (110,325,000) 0 0 186,000,000 0 75,675,0003.810 Ganges Sewer Utility (SSI) 0 0 0 0 0 0 0 0 0 0 03.820 Maliview Sewer Utility (SSI) 0 0 0 0 0 0 0 0 0 0 03.830 Magic Lake Sewer Utility (Pender) 0 0 3,882,000 0 3,882,000 3,882,000 0 0 0 0 3,882,0003.850 Port Renfrew Sewer 0 0 1,200,000 0 1,200,000 1,200,000 0 0 0 0 1,200,000

TOTAL 4,214,928 2,041,000 37,919,800 420,000 44,595,728 (101,308,000) 2,050,428 5,933,900 190,030,000 7,889,400 104,595,728


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2017 Budget Package - CRD

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