Metro Vancouver - Home - 2021-2025 Financial Plan Overvie · 2020. 10. 21. · 2021-2025 Financial Plan Overview. BOARD BUDGET WORKSHOP. October 21, 2020. 41787852. Section 1.1. a

2021-2025 Financial Plan OverviewBOARD BUDGET WORKSHOP

October 21, 202041787852

Section 1.1

Metro Vancouver Board Budget Workshop

Short-term Relief for HouseholdsLeverage supported tools to create a short-term action plan (1-3 years)

Maintain current goals and objectivesContinue work on strategic and long-range plans

Realize New OpportunitiesPartner on projects to increase affordable housing Reduce GHGs Help drive economic recovery

Board Direction from June Workshop

2Metro Vancouver Board Budget Workshop

3

Budget Adjustments

$967.5 M Prior Projection for 2021 Budget

$42 Increase for the average household in 2021(Water: $7, Liquid Waste: $26, Solid Waste: $3, MVRD: $6)

$602 Average annual costs for all Metro Vancouver services

$939.5 M Proposed 2021 Budget


$577 Average annual costs for all Metro Vancouver servicesMetro Vancouver Board Budget Workshop

4

Overall Household Impact 2021-2025

2020 2021 2022 2023 2024 2025

Water District $172 $174 $178 $182 $197 $217

Liquid Waste $264 $272 $289 $310 $344 $385

Solid Waste $61 $61 $63 $65 $67 $70

Regional District $63 $70 $73 $77 $81 $82

Total Household Impact $560 $577 $603 $634 $689 $754Recommendation (30 yr) % Change 3.2% 4.2% 5.2% 8.8% 9.4%

Alternative (15 yr) % Change 3.2% 6.4% 7.3% 9.9% 11.5%

Prior Year % Change 7.4% 9.0% 8.0% 6.7%

Prior Year Forecast $602 $655 $708 $755Metro Vancouver Board Budget Workshop

5

Metro Vancouver Historic Population Growth


6

Metro Vancouver Projected Population Growth

Mod

ellin

g ye

ar


7

Timeframe

2021 Budget Approval (Oct)

Strategic Plan Update (Feb 2021)

Board Budget Workshop (Spring

2021)

• 2022 Budget Cycle will continue to prioritize:o Continuous improvement to realize cost savings and efficiency

gains, including delivery mechanisms for capital projectso Exploring alternatives to building new infrastructure i.e. demand side

management strategieso Sound fiscal managemento Understanding of municipal challengeso Early direction from Boards and Committees


8

Financial Plan Overview

View of VancouverMetro Vancouver Board Budget Workshop

9

Drivers:• Increase in Operations averages 2.2% over 5 years• Debt servicing reflective of the capital program, but

favorable rates and 30 year amortization in 2021/22• Easing Contribution to Capital in 2021/22/23 - Refocusing

in 2024/25

M E T R O VA N C O U V E R O P E R AT I N G B U D G E TE X P E N D I T U R E S

Overview:• 2020 Operating Budget: $894.3M• 2021 Operating Budget: $939.5M (5.1%)• $28M less than previously projected for 2021

$-

$100

$200

$300

$400

$500

$600

$700

$800

$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

2020 2021 2022 2023 2024 2025

Mill

ions

Operations Contribution to Capital Debt Service Household Impact (Prior) Household Impact (Current)Metro Vancouver Board Budget Workshop

10

M E T R O VA N C O U V E R O P E R AT I N G B U D G E TR E V E N U E

Overview:• Primary funding sources - water sales, sewer

levy, tipping fees, rents, MVRD requisition• Expecting relative stability for primary sources• Continued focus on alternate sources

Drivers:• Assumed Water DCC revenue received and applied

starting in 2023• Assumed partner funding for upcoming major capital

projects, reduces pressure on levies/rates• Assume return to the Financial Management Policy in

2024/25

$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

2020 2021 2022 2023 2024 2025

Mill

ions

Water Sales Liquid Waste Services Levy Solid Waste Tipping Fees MVRD Requisitions Housing Rents Other RevenuesMetro Vancouver Board Budget Workshop

$1,414.7 $1,524.7

$1,321.5 $1,416.1

$1,585.3 $1,523.7

$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

2020 2021 2022 2023 2024 2025

Mill

ions

Housing Regional Parks Solid Waste Liquid Waste Water

11

Drivers:• Capital project in progress carried forward• Reviewed for deferrals and savings• Project risks and scope provisions

Overview:• 2020 Capital Budget: $1.41B• 2021 Capital Budget: $1.52B• Increase: $110.0M (7.8%)

M E T R O VA N C O U V E R C A P I TA L B U D G E TE X P E N D I T U R E S


12

Drivers:• Reducing Contribution to Capital increases

borrowing• Water DCC’s applied directly starting 2023• Partner funding for Iona 2024/25

Overview:• Primary funding – Borrowing and Contribution to

Capital • Most recent debentures issued at 1.28%• External partner funding a priority

M E T R O VA N C O U V E R C A P I TA L P R O G R A MF U N D I N G

12

$1,414.7 $1,524.7

$1,321.5 $1,416.1

$1,585.3 $1,523.7

$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

2020 2021 2022 2023 2024 2025

Mill

ions

External Funding Reserves DCC Applications Contribution to Capital New External BorrowingMetro Vancouver Board Budget Workshop

13

Recommendation:That the MVRD Board direct staff adopt a 30-year amortization for borrowing for 2021 and 2022 only and then return to a 15-year amortization period as per the Financial Management Policy.

Alternatively: maintain the 15-year amortization period for borrowing in the 2021 to 2025 Plan as per the Financial Management Policy.


14

LIQUID WASTE SERVICESGREATER VANCOUVER SEWERAGE & DRAINAGE DISTRICT

Lulu Island WWTP


15

Advanced treatment for North Shore and Vancouver Sewerage AreasExpansion of key infrastructure in the Fraser Sewerage Area in response to growthSource control actions to manage flows and Compounds of Environmental ConcernMaintain infrastructure to continue meeting the service expectations of the region

Liquid Waste over the next 5 yearsLIQUID WASTE OVERVIEW

North Road Trunk Sewer, Coquitlam Annacis Island WWTP

Douglas TrunkSewer, Burnaby


Key Performance Past Performance (Average) Expected Performance 2021

16

PERFORMANCE METRICS



17

Sanitary Sewerage Overflow EventsPERFORMANCE METRICS

0

10

20

30

40

50

60

70

80

90

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

# Ev

ents

Dry Wet <1:5 year return period Wet >1:5 year return period Projection



18

Assets not Meeting Capacity or Regulation within 10 YearsPERFORMANCE METRICS



19

Biosolids Annual Production / Stockpile VolumePERFORMANCE METRICS

0

50,000

100,000

150,000

200,000

250,000

300,000

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

2041

2042

2043

2044

2045

2046

2047

2048

2049

2050

2051

Annu

al P

rodu

ctio

n / S

tock

pile

Vol

ume

(wet

tonn

es)

Total Production Iona Stockpile

Iona Island Tertiary

North Shore Tertiary

Iona Island Dewatering


Initiative Outcomes

20

Biosolids – Fraser Valley Aggregates Gravel Pits Reclamation

AIWWTP Cogeneration System Expansion - Energy Reduction

LIWWTP Green Biomethane Facility

Liquid Waste Services Financial Plan

$1,700,000

$1,500,000

$860,000

CONTINUOUS IMPROVEMENT

In-House Engineering and Design for Capital Projects $500,000

O&M Operations Reviews $360,000

Initiative 2021 Savings GHG Reductions

Increased Analytical Testing Capacity and Lab Efficiency $45,000

2,300 t / year

250 t / year

2,200 t / year

-

-

-


Initiative Outcomes

21

WWTP Contract Services (Digester Cleaning, Small Projects)

Linear System Inspections

Employee Training (travel component)


$715,000

$410,000

$250,000

OPERATING EXPENDITURES – OTHER REDUCTIONS

WWTP Facilities Upkeep $210,000

WWTP Optimization of Chemical and Utilities $140,000

Operating Program / Activity 2021 Budget Reduction

Linear System Performance Monitoring $120,000


Initiative Outcomes

22

Capital Plan (Debt Service Increase / Contribution to Capital Decrease)

IIWWTP Biosolids Stockpile / Sludge Lagoon Decommissioning

MoE Wastewater Treatment Plant Fee Increase


$12,000,000 increase

$4,000,000 increase

$2,500,000 increase

OPERATING EXPENDITURES – DRIVERS FOR CHANGE

AIWWTP Stage 5 Liquid Stream Commencement of Operations $1,300,000 increase

IIWWTP Dewatering Facility Commencement of Operations $1,100,000 increase

Driver 2021 Budget Impact


Budget Year Initiative Description

23

2021 Annacis Island WWTP Stage 5Iona Island WWTP DewateringLulu Island WWTP Green Biomethane

Liquid Stream commissioning and handoverFacility commissioning and handoverFacility handover and sale of Biomethane

2022

2023

2024

Development Cost Charges (DCCs)Hydrothermal Liquefaction

Liquid Waste Management Plan

North Shore WWTPIona Island WWTP

Update of DCC ratesCommencement of biocrude production

Completion of update of LWMP

Facility commissioning and handoverBiosolids stockpile removal complete

Liquid Waste Services Financial PlanOPERATING HIGHLIGHTS


24

Liquid Waste Services Financial PlanCapital Program Review

Line-by-line reviewo 19 projects adjusted for budget managemento $150,000,000 capital costs deferred in 2021-2023

Deferred: Biosolids Dryer - 2 years Large Projects managed by Project Delivery Department

o Specialized expertise in management of complex projectso 3 of 124 Projects transferred representing 55% of total capital spend


Budget Year Capital Project Description

25

Liquid Waste Services Financial PlanCAPITAL PROGRAM HIGHLIGHTS

2021 Sapperton Pump StationIona Island WWTP Dewatering

Facility commissioning and handoverFacility commissioning and handover

2022

2023

2024

2025

North Shore WWTPBurnaby Lake North Interceptor

Annacis Island WWTP

Annacis Island WWTP OutfallGolden Ears Forcemain

North Surrey Interceptor

Conveyance pump station and pipeline completedWinston Section completed

Trickling Filters media replacement completed

Facility commissioning and handoverForcemain and river crossing completed

Odour control system commissioning and handover


2020 2021 2022 2023 2024 2025

26

$330.2

$274.2

$883.4

$264

$353.4

7.0%

$288.2

5.1%

$934.5

$272

3.1%

9.6%

$379.4

7.4%

$311.0

7.9%

$692.9

$289

6.0%

11.4%

$414.5

9.3%

$339.6

9.2%

$741.1

$310

7.2%

9.1%

$470.3

13.5%

$383.9

13.0%

$924.5

$344

11.1%

5.9%

$543.2

15.5%

$437.0

13.8%

$912.2

$385

11.9%

N/A

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY

Total Expenditures ($ Millions)

% Change

Liquid Waste Levy ($ Millions)

% Change

Total Capital Expenditures ($ Millions)

Household Impact ($)

% Change

Prior Cycle Household Impact Change (%)


2020 2021 2022 2023 2024 2025

27

$99.2

$85.4

$89.5

$308

$104.6

5.5%

$90.1

5.4%

$65.2

$320

3.9%

6.8%

$111.0

6.1%

$97.8

8.6%

$91.2

$343

7.1%

6.4%

$115.9

4.4%

$102.9

5.3%

$120.7

$355

3.7%

5.2%

$126.1

8.8%

$115.8

12.5%

$218.1

$394

10.8%

3.1%

$140.6

11.4%

$130.4

12.6%

$330.5

$437

11.0%

N/A

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY - VSA


% Change

VSA Liquid Waste Levy ($ Millions)

% Change



% Change



2020 2021 2022 2023 2024 2025

28

$28.6

$26.1

$347.3

$339

$31.4

9.7%

$28.6

9.8%

$404.4

$368

8.5%

10.8%

$35.3

12.4%

$32.5

13.4%

$115.0

$412

12.1%

16.8%

$40.5

14.9%

$37.4

15.3%

$147.3

$469

13.8%

11.6%

$47.8

17.9%

$44.9

20.0%

$44.5

$557

18.6%

12.8%

$55.6

16.3%

$52.7

17.4%

$9.0

$646

16.0%

N/A

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY - NSSA


% Change

NSSA Liquid Waste Levy ($ Millions)

% Change



% Change



2020 2021 2022 2023 2024 2025

29

$27.4

$24.7

$37.7

$242

$28.9

5.4%

$25.6

3.8%

$55.7

$247

1.9%

11.6%

$30.2

4.4%

$26.9

5.0%

$45.9

$254

3.2%

12.6%

$32.8

8.7%

$29.2

8.5%

$6.9

$271

6.7%

9.4%

$35.5

8.4%

$32.0

9.7%

$7.9

$293

8.0%

6.6%

$40.4

13.8%

$36.9

15.3%

$11.3

$333

13.5%

N/A

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY - LIWSA


% Change

LIWSA Liquid Waste Levy ($ Millions)

% Change



% Change



2020 2021 2022 2023 2024 2025

30

$172.8

$135.9

$408.9

$235

$186.2

7.8%

$141.7

4.3%

$409.2

$239

2.0%

11.2%

$200.7

7.8%

$151.7

7.1%

$440.8

$250

4.7%

13.0%

$223.0

11.1%

$167.9

10.6%

$465.8

$271

8.3%

11.0%

$258.6

15.9%

$189.0

12.6%

$653.4

$299

10.2%

5.9%

$304.3

17.7%

$214.7

13.6%

$560.8

$332

11.3%

N/A

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY - FSA


% Change

FSA Liquid Waste Levy ($ Millions)

% Change



% Change



2020 2021 2022 2023 2024 2025

31

$2.2

$2.1

$2.3

2.6%

$2.2

4.4%

$2.2

(2.4%)

$2.1

(2.4%)

$0.0

$2.3

1.0%

$2.2

1.0%

$0.4

$2.3

2.1%

$2.2

2.2%

$0.6

$2.3

1.7%

$2.3

1.8%

$0.6

LIQUID WASTE SERVICES FINANCIAL PLAN SUMMARY - DRAINAGE


% Change

Drainage Liquid Waste Levy ($ Millions)

% Change

Total Capital Expenditures ($ Millions) $0.0$0.0


32

PROJECT DELIVERY

Delivery of highest-value, highest-risk and complex Liquid Waste and Water infrastructure valued at $3.9B over 2021-2025:• Iona Island WWTP Program • North Shore WWTP Project• Northwest Langley WWTP Projects • Coquitlam Water Supply Project• Annacis Water Supply Tunnel • Second Narrows Water Crossing

Organization-wide Asset Management

Enhanced project delivery and training support for all departments


33

CAPITAL BUDGET MANAGED BY PROJECT DELIVERY

46%42%

48%56%

67%

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2021 2022 2023 2024 2025

Cap

ital B

udge

t Dol

lars

(in M

illion

s) Other Capital

Project DeliveryCapital


34

MAJOR PROJECT TIMELINE1990 2000 2010 2020 2030

Iona Island WWTP Upgrade

North Shore WWTP Upgrade

Northwest Langley WWTP Expansion

Annacis WWTP Stage 5 Expansion

Second Narrows Water Supply Tunnel

Annacis Water Supply Tunnel

Cambie Richmond Water Supply Tunnel

Stanley Park Water Supply Tunnel

Coquitlam Water Main Planning/Design Construction

Planning/Design Construction

LW

WSCoquitlam Lake Water Supply

2021-2025BUDGET

Original Completion Date?


35

NORTH SHORE WWTP & CONVEYANCE

North Shore WWTP – Digesters

REGULATORY COMPLIANCEBenefits• Supports 19,000 Jobs• Protects marine environment• Anticipates future regulatory changes• Enhances energy and resource recovery

$ 2021-2025 Cashflow$ 686 million

Construction began – 2017Completion - 2024


36

IONA ISLAND WWTP PROGRAM

Iona Island WWTP – Current Site

REGULATORY COMPLIANCEBenefits• Supports 36,000 Jobs• First Nations cooperation• Enhances seismic and climate resiliency• Parkland and aquatic habitat enhancement

$ 2021-2025 Cashflow$750 million

Schedule to be reviewed


37

NORTHWEST LANGLEY WWTP PROJECTS

Golden Ears Pump Station– Indigenous Art Rendering

ACCOMMODATE GROWTH

Benefits• Supports 24,000 Jobs• Accommodates growth in North-East• Protects marine environment

$ 2021-2025 Cashflow$1.05 billion

Construction began – 2018Completion – 2027


38

That the GVS&DD Board:a) endorse the 2021 Budget and 2021-2025 Financial Plan for Liquid Waste Services, as

presented; andb) direct staff to prepare the necessary budget information to be presented at the

October 30, 2020 GVS&DD Board meeting for consideration

That the GVS&DD Board Chair write a letter to the Honourable George Heyman, Minister of Environment and Climate Change Strategy, requesting that the Minister consider the deferral or graduated application of the $2,479,807 fee increase in 2021 for Metro Vancouver’s five wastewater treatment plant authorizations.


39

WATER SERVICESGREATER VANCOUVER WATER DISTRICT

Capilano Reservoir


40

Maintain Metro Vancouver’s world-class clean, safe drinking water systemEnsure the long-term resilience of the regional drinking water systemPrioritize conservation efforts to defer capital growth projects

Water Services over the next 5 yearsWATER SERVICES OVERVIEW

Tilbury Junction Chamber



41

Peak day per capita water use (litres)

628

Number of leak repairs in water transmission system piping per 100 kilometers of pipe

3.18

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

387

PERFORMANCE METRICS

593

<3.1

389


Initiative Outcomes

42

Application of expanded Building Information Modelling

Watershed Protection Program Improvements

Efficiency Improvements in Procurement of Capital Works

Reduce costs by reducing potential design conflicts and need for change orders during construction.

Improvements include watershed gate hardening, fencing enhancements, camera upgrades and increased presence at key boundary locations.

Pre-qualified pool of consultants to meet project work load spikes and contractors to reduce project tender time. Developed standardized method for linear projects to minimize community impacts and improve schedule.




43

2021 Update the Drinking Water Management Plan

Updated plan with our members will be a key part of how GVWD plans for the future

2022

2023

2024

2025

Develop Facility Master Plans

Environmental Management System for Water Services

Review Drinking Water Conservation Plan

Reservoir Isolation Valve Automation

Facility Master Plans will map future growth aligned with Metro Vancouver’s Water Supply Outlook 2120

Will document our commitment to environmental protection and regulatory compliance

Continue collaboration with our members to implement. Potential updates in 2024 following new restrictions first implemented Summer 2018

To improve network control and operational response times during emergencies

OPERATING HIGHLIGHTS



44

2021 Central Park Main No. 2 Construction

Replacing existing main with high leakage rate which is at end of service life

2022

2023

2024

2025

Coquitlam Intake Tower Seismic Upgrade Construction

Rechlorination Station Upgrades Construction

Coquitlam Water Treatment Plant Ozone Backup Power

Whalley Kennedy Main No. 2 Detailed Design

Seismic upgrade to enable tower to withstand expected earthquake

Upgrade aging chemical piping, tanks and equipment to maintain level of service

Backup power construction to enable continued operation during a power outage

New main required to increase transmission capacity south of the Fraser River

CAPITAL PROGRAM HIGHLIGHTS


2020 2021 2022 2023 2024 2025

45

$310.4

$0.7836

$397.5

$172

$318.6

2.6%

$0.8110

($0.020)

$431.3

$174

1.7%

4.2%

$327.4

2.8%

$0.8341

($0.071)

$462.6

$178

1.8%

7.7%

$338.9

3.5%

$0.8633

($0.132)

$469.5

$182

2.4%

8.8%

$372.3

9.8%

$0.9440

($0.151)

$499.7

$197

8.4%

9.2%

$414.1

11.2%

$1.0508

N/A

$497.6

$217

10.0%

N/A

WATER SERVICES FINANCIAL PLAN SUMMARY


% Change

Blended Water Rate ($/m3)

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



% Change



46

WATER SUPPLY TUNNEL PROJECTSCONSTRUCTION

• Second Narrows Water Supply Tunnel• Annacis Water Supply Tunnel• Stanley Park Water Supply Tunnel

Benefits• Supports 24,000 Jobs• Growth, Maintenance and Seismic Resilience


Second Narrows2021-2024

AnnacisTunnel2021-2025

Stanley Park2022-2025

Tunnel Boring Machine – Port Mann South ShaftMetro Vancouver Board Budget Workshop

47

WATER SUPPLY TUNNEL OPTIONS

Cambie-Richmond Tunnel Alignment Options

PLANNING AND DESIGN• Lulu Island Delta Water Supply Tunnel• Cambie-Richmond Water Supply Tunnel

Benefits• Supports 15,000 Jobs• Enhances seismic resilience


ConstructionLulu Island Delta Tunnel 2022-2026

Cambie-Richmond Tunnel2027-2031


48

COQUITLAM LAKE WATER SUPPLY PROJECT DEFERRAL

ACCOMMODATE GROWTHBenefits• Supports 48,000 Jobs• Doubles our ability to access, treat and

distribute water from Coquitlam Lake• Secures water supply for future generations• Enhances climate change resilience



Coquitlam Water Supply Project Rendering Metro Vancouver Board Budget Workshop

49

COQUITLAM MAIN WATER PROJECTACCOMMODATE GROWTH

Benefits• Supports 14,000 Jobs• Accommodates population growth• Enhances climate change and system

reliability• Improves seismic resilience



Coquitlam Water Main Proposed Route Metro Vancouver Board Budget Workshop

50

WATER CONSERVATIONIncentivizing additional water conservation through adjusted pricing approach

Existing Approach• Peak and non-peak water rates currently differentiated by a ratio of 1.25

• Proposed 2021 rates:• Non-peak - 0.7369 • Peak - 0.9211

For Consideration• Apply all of the increase to the peak rate

• Non-peak rate would remain the same as 2020, at 0.7119• Peak rate would go from 0.8899 to 0.9546, a 7.2% increase


51

That the GVWD Board:a) endorse the 2021 Budget and 2021-2025 Financial Plan for Water Services, as

presented; b) direct staff to calculate the water rates applying the 2021 increase wholly to the

peak rate; and,c) direct staff to prepare the necessary budget information to be presented at the

October 30, 2020 GVWD Board meeting for consideration


52

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

53

Solid Waste Services 2021 Budget Highlights• 2021 Tipping Fees increase $4 per tonne (previous cycle

projection $7 per tonne)

• Per household cost unchanged from 2020 at $61 per household

• Budget projected to increase at 4.9% per year over five years – driven by debt for capital projects

• Priorities: zero waste and circular economy; greenhouse gas reduction and customer service



54

Recycling Rate (percent of solid waste diverted from final disposal)

64%

Waste Disposed (tonnes) per Capita

0.48

Annual solid waste flows in Metro Vancouver system (tonnes)

920,000

PERFORMANCE METRICS

66%

0.45

860,000


Initiative Outcomes

55

Waste-to-Energy Facility District Energy

Bottom ash beneficial use

Reduced program expenditures: professional services, administrative efficiencies, Extended Producer Responsibility agreements

Up to 70,000 tonnes/year GHG reduction

Reduced landfill disposal of 40,000 tonnes per year, or 5% of regional solid waste quantities.

Operating budget savings of $700,000 per year




56

2021 Solid waste management plan update

Review and update of the region’s solid waste management plan

2022

2023

2024

2025

New transfer stations

Bottom ash beneficial use

Transfer Station expanded recycling

Waste-to-Energy Facility Operating Contract

New Coquitlam and Surrey Transfer Stations fully operational

Bottom ash beneficial use fully underway

New recycling depots at the Langley and Surrey Transfer Stations

Procurement for the Waste-to-Energy Facility operating and maintenance contract

OPERATING HIGHLIGHTS


57

Projected Tipping FeesProjected Tipping Fees

for Municipal Solid Waste ($/tonne)

2020 2021 2022 2023 2024 2025

Municipal Tipping Fee $113 $117 $121 $128 $135 $142

Small Vehicles (0-1t) $147 $151 $155 $162 $169 $176

Medium Vehicles (1-8t) $125 $129 $133 $140 $147 $154

Large Vehicles (>9t) $99 $103 $107 $114 $121 $128

Household Impact ($) 2020 2021 2022 2023 2024 2025

Household Impact $61 $61 $63 $65 $67 $70

% Change 0.0% 2.8% 3.5% 4.0% 4.2%


58

Implications of Not Increasing Tipping Fees• Significant reduction in projected surplus to account for

inbound waste tonnage, uncertainty may require funding from reserves.

• $2.9M revenue reduction.

• Return to currently anticipated tipping fee projection in 2022.

• Per household impact reduced from $61 (in 2020) to $59 (in 2021).

• Budget still projected to increase at 4.9% per year over five years – driven by debt for capital projects.



59

2021Coquitlam Transfer Station and Surrey Recycling and Waste Drop-Off

Completion of two new transfer stations and updated recycling depot funding model

2022

2023

2024

2025

Biosolids Management at Waste-to-Energy Facility

Surrey and Langley Transfer Station Recycling Depot Expansion

Waste-to-Energy Facility Capital Replacements

Alternative Fuel and Recyclables Recovery Centre

Processing of 25,000 tonnes per year of biosolids at the Waste-to-Energy Facility

New full service recycling depots ahead of the scales

Ongoing replacement of end-of-life capital works

Construction of a new facility to recover materials for higher use

CAPITAL PROGRAM HIGHLIGHTS


2020 2021 2022 2023 2024 2025

60

$114.1

$105.8

$88.5

$61

$118.5

3.9%

$108.5

2.5%

$96.3

$61

0.0%

5.0%

$124.7

5.2%

$113.0

4.1%

$76.3

$63

2.8%

3.5%

$131.1

5.2%

$118.2

4.7%

$65.6

$65

3.5%

3.2%

$137.5

4.8%

$124.3

5.2%

$30.8

$67

4.0%

3.8%

$144.7

5.2%

$131.3

5.6%

$29.9

$70

4.2%

N/A

SOLID WASTE SERVICES FINANCIAL PLAN SUMMARY


% Change

Tipping Fees ($ Millions)

% Change



% Change



61

That the GVS&DD Board:a) endorse the 2021 Budget and 2021-2025 Financial Plan for Solid Waste Services, as

presented; andb) direct staff to prepare the necessary budget information to be presented at the

October 30, 2020 GVS&DD Board meeting for consideration


62

METRO VANCOUVER HOUSING CORPORATION

Lynden Court


63

MVHC OVERVIEW

VisionBe a leader in providing safe, affordable housing to support healthy, engaged communities across the region

Guiding Principles• Social: support tenant well-being through quality housing & community building• Financial: ensure long-term affordability through financial sustainability• Environmental: strive to enhance environmental and energy sustainability

Key Directions• Provide (affordable rental housing for families, seniors and others) • Preserve (housing on 49 sites for 9,400 residents)• Expand (through strategic redevelopment and partnerships)


64

Household Impact• MVHC operations have no financial impact ($0) on the region; operations

are primarily supported by rents

Revenue Sources for Operations • Tenant Rents – 93%• BC Housing Subsidies – 5%• Site services – 2%

FINANCIAL CONTEXT



65

% of units rented at Rent-Geared-to-Income

35% of portfolio

Communities supported by tenant associations

28 sites (58%)

Reduce greenhouse gas emissions

10.2 grams CO2 emissions / sq. meter

PERFORMANCE METRICS

34% of portfolio

31 sites (63%)

7.45 grams CO2 emissions / sq. meter


Initiative Outcomes

66

Develop and deliver a wide range of tenant programs

Improve building energy efficiency and reduce consumption

Explore and incorporate new technologies

Support healthy engaged communities through the delivery of tenant programs and public initiatives e.g. community gardens, health and wellness programming, free food program

Full building rehabilitations preserve affordable housing while improving energy efficiency and improving tenant comfort; Net Zero study; Step Code possibilities for Rehabilitations

Embrace new technologies that will support effective and efficient building operations and maintenance; in-suite water monitoring



67

Welcher Ave., Kingston Gardens Tender & Construction

2022

2023

Kelly Court & Evergreen Downs

Heather Place B

Welcher Ave. & Kingston Gardens

Construction of full building rehabilitations

Begin construction

Complete and hand over to Operations

Year Initiative Description

OPERATING AND CAPITAL HIGHLIGHTS

2025 Heather Place B Complete and hand over to Operations

New and Redevelopment Projects Finalize design

New and Redevelopment Projects Construction

2024 New and Redevelopment Projects Construction

New and Redevelopment Projects Tender architectural services and begin designHeather Place B Continue design

New and Redevelopment Projects Construction

2021


2020 2021 2022 2023 2024 2025

68

$52.3

$40.4

$25.3

$53.7

2.7%

$41.3

2.3%

$39.6

$54.7

1.8%

$41.8

1.2%

$61.3

$57.6

5.3%

$44.4

6.1%

$109.3

$58.4

1.5%

$44.8

0.9%

$96.1

$62.1

6.4%

$47.4

5.9%

$48.2


% Change

Housing Rents

% Change


MVHC FINANCIAL PLAN SUMMARY


69

That the MVHC Board:a) endorse the 2021 Budget and 2021-2025 Financial Plan for Metro Vancouver

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

October 30, 2020 MVHC Board meeting for consideration


70

METRO VANCOUVER REGIONAL DISTRICT

Burnaby, BC


71

• Housing Planning & Policy• Regional Planning• Electoral Area Services• Regional Parks• Air Quality• E911 Emergency Telephone Service• General Government Administration

• General Government Zero Waste Collaboration Initiatives• Regional Economic Prosperity• Regional Employer Services• Regional Emergency Management• Regional Global Positioning System• Sasamat Fire Protection Service

MVRD OVERVIEW


2020 2021 2022 2023 2024 2025

72

$87.3

$71.8

$63

$95.3

9.1%

$80.9

12.7%

$70

10.6%

8.8%

$98.9

3.8%

$86.4

6.7%

$73

4.9%

7.1%

$104.8

6.0%

$92.8

7.5%

$77

5.5%

5.9%

$111.0

5.9%

$99.0

6.6%

$81

4.9%

5.7%

$114.0

2.7%

$102.2

3.2%

$82

1.5%

N/A

REGIONAL DISTRICT FINANCIAL PLAN SUMMARY


% Change

MVRD Requisitions ($ Millions)

% Change


% Change


Total Capital Expenditures ($ Millions) $19.9 $23.1 $28.4 $30.7 $34.2 $35.8


That the Metro Vancouver Regional District Board:

a) endorse the 2021 Budget and 2021-2025 Financial Plan for the Regional District Service Areas, as presented;

b) endorse the 2021 Budget and 2021-2025 Financial Plan for the Electoral Area A Service Area, as presented;

c) endorse the 2021 Budget and 2021-2025 Financial Plan for the SasamatFire Protection Service, as presented; and

d) direct staff to prepare the necessary budget information to be presented at the October 30, 2020 Metro Vancouver Regional District Board meeting for consideration



74

Approval for 1,350 homes into development (10 Year Target)

304 units approved through 2020

Pursue funding partnerships to support development projects

2 projects funded

MVHC comprehensive policy review / updates

25% complete

PERFORMANCE METRICS: HOUSING PLANNING & POLICY

805 units approved (cumulative)

5 projects funded

80% complete


Initiative Outcomes

75

Implement 10-Year Plan – e.g. Redevelopment priorities and new sites

Sustainability – e.g. feasibility studies / grants -Net Zero Energy in new buildings

Best practice guides and researche.g. What Works Guide: Housing Agreements

Progress towards providing, preserving and expanding the housing portfolio on several fronts including endorsement of priority sites for new & redevelopment

Reduced GHG emissions and energy consumption to support regional objectives

Coordinating and convening municipal stakeholders to research and develop best practices that benefit all regional members

CONTINUOUS IMPROVEMENT: HOUSING PLANNING & POLICY



76

2021 Initiation of two-to-four new & redevelopment projects

Continue work to advance projects

2021

2021

2022

2023

Seek funding partnerships

Support regional planning & policy on housing related issues

Develop project concepts and funding partnerships

Target funding opportunities to support the development of affordable housing

Undertake best practice research to support regionally developed objectives; Metro 2050 Policy

Explore opportunities for new developments through concept development and funding partnerships

OPERATING HIGHLIGHTS: HOUSING PLANNING & POLICY

Continue to support 10 Year Plan implementation

Potential additional EOI, partnerships for higher density sites


77

CONTAIN GROWTHPERFORMANCE METRICS: REGIONAL PLANNING

Target to 2040

98%of growth within the Urban Containment BoundaryPerformance

98%Metro Vancouver Board Budget Workshop

78

GROWTH TO CENTRESPERFORMANCE METRICS: REGIONAL PLANNING

Targets to 2040

40%dwelling unit growth

Performance 39%


Target to 2040

28%dwelling unit growthalong the Frequent Transit Network

Performance 25%Based on current FTN

79

GROWTH TO TRANSIT CORRIDORSPERFORMANCE METRICS: REGIONAL PLANNING


80

PROTECT IMPORTANT LANDSPERFORMANCE METRICS: REGIONAL PLANNING

Target to 2040Minimize Conversion

AgriculturalIndustrialEmployment

Performance Minor Losses


Initiative Outcomes

81

Metro 2050

Regional Industrial Lands Strategy

Housing + Transportation Cost Burden Study

• Apply climate / resiliency and social equity lenses • Improve alignment with Transport 2050• Fill gaps identified through 9 years implementation

• Implement priority actions adopted July 2020• Conduct regional land use assessment, develop

trade-oriented overlay, improve regional policies

• Update 2016 study to support ongoing dialogue about affordability

CONTINUOUS IMPROVEMENT: REGIONAL PLANNING



82

2021

2021

2021

2021

2021

Metro 2050 Complete draft strategy, circulate for comment, engagement and approvals

Housing + Transportation Cost Burden Study

Regional Industrial Lands Strategy Implementation

Regional Agricultural Land Use and Sensitive Ecosystem Inventories

Data / Projections Validation

Update 2016 to inform policy re affordability

Implement priority actions – Regional Land Use Assessment; Regional Policy

Update inventory and identify changes in land use

Projections for Metro 2050 and align with T2050

OPERATING HIGHLIGHTS: REGIONAL PLANNING



83

2022 Metro 2050 Adopt the updated Regional Growth Strategy

2022

2022

2023

2024

New Land Use Model

Transit Oriented Affordable Housing Study

Metro 2050 Implementation

Frequent Transit Corridor Study

Demographics module to support updated projections and model land use change

Complete Phase III

Complete Implementation Guidelines, Census Updates, Land Use Inventories

Support land use objectives aligned with transit provision

OPERATING HIGHLIGHTS: REGIONAL PLANNING



84

Number of public meetings andengagement events

8

Number of visits to the Electoral Area A Website

12,000

PERFORMANCE METRICS

8

10,000

Electoral Area Financial Plan


Initiative Outcomes

85

2020: Pitt Lake Barge Cleanup Event

2021: Geotechnical study for portion of Electoral Area A where Metro Vancouver provides building inspection services

2020-2021: Fire Protection Services Feasibility Study for Howe Sound

Assisted residents in recycling large items Reduced the risk of environmental contaminationFuture events included in the five-year work plan

Increased understanding of geo-hazards in EA APotential cost-savings for residents applying for building permits

Potential fire protection for EA A communitiesPotential lower fire insurance rates for residents

CONTINUOUS IMPROVEMENT: ELECTORAL AREA


2020 2021 2022 2023 2024 2025

86

$808,417

$376,943

$58

$683,901

$394,411

$61

4.6%

5.8%

$768,551

$406,883

$63

3.1%

6.6%

$682,881

$411,213

$63

1.0%

4.2%

$698,948

$431,865

$67

5.0%

3.5%

$705,930

$450,847

$69

4.4%

N/A

ELECTORAL AREA FINANCIAL PLAN SUMMARY

Total Expenditures ($)

% Change



Electoral Area Requisition ($)

% Change

(15.4%) 12.4% (11.1%) 2.4% 1.0%

4.6% 3.2% 1.1% 5.0% 4.4%

% Change



87

Visits to Regional Parks 3-year average: 11,856,000

Participants in Regional Park programming

3-year average:62,798 (Projected COVID-19 2020- 8,000)

Area of Regional Parks Land 2019: 13,632 ha2018: 13,557 ha*2017: 14,588 ha*reflects changes with Regional Parks Service boundary Abbotsford)

PERFORMANCE METRICS: REGIONAL PARKS

16,500,000

10,000 participants

13,650 hectares (33,730 acres)


Initiative Outcomes

88

Land Acquisition and Ecological restoration of Burns Bog, Parkland acquisitions at Widgeon Marsh in Coquitlam and Codd Wetland in Pitt Meadows.

Indigenous Relations for Regional Parks

Strategy and Management Plan Development (e.g. Regional Greenways Strategy, Campbell Valley Management Plan, Buildings Strategy, Programming and Interpretation Strategy)

Sequestration of carbon, protection ecosystems and help people connect with nature. Primary contributor to achieving corporate MVRD carbon neutrality. (Value of $4.1M in carbon credits)

Implementation of the Belcarra Regional Park Cultural Planning and Cooperation agreement as a model of relationship building towards reconciliation for municipal indigenous relations for local and regional parks.

Developing region-wide strategic and policy documents to provide management strategies for natural area protection, resiliency and for the management of facilities for residents to connect with regional parks.

CONTINUOUS IMPROVEMENT: REGIONAL PARKS



89

Park Capacity and Parking Lot management system

Trial programs to manage visitation traffic and parking capacity issues

Regional Parks Systems Plan

Widgeon Marsh Regional Park

Asset management plan implementation

Updating the Regional Parks plan and developing a system wide resource management plan

Major park development (2021-2023), commence operations and opening 2023

Advancement of asset management plan system wide

OPERATING HIGHLIGHTS: REGIONAL PARKS

Delta/South Surrey Greenway

2021

Management plan implementation and operations

2022

2023

2024

2025



90

Widgeon Marsh Regional Park Development (2021-2023)

Development and opening of Widgeon Marsh Regional Park (626.5 hectares or 1548 acres)

Grouse Mountain Regional Park Improvements (2021-2024)

Delta Nature Reserve & Delta South Surrey Greenway (2023-2024)

Campbell Valley Management Plan implementation

Belcarra South Day Use Area and Admiralty Heights

Trails, open space, ecological enhancements (Investing in Canada Infrastructure Grant)

Major Greenway development, Delta Nature Reserve Boardwalks, ecological enhancements

Perimeter trails, public amenity upgrades and passive area development

New beach access, open space, trails and parking

CAPITAL PROGRAM HIGHLIGHTS REGIONAL PARKS

Ongoing Land Acquisition Implementation of the Land Acquisition Strategy

2021

2022

2023

2024

2025



91

Regional Greenhouse Gas Emissions (tonnes CO2e/capita)

6.3 to 4.8 tonnes per capita per year

Corporate Greenhouse Gas Emissions (tonnes CO2e)

60 – 100% carbon neutral

Days under air quality advisory 0 – 7 days(impacted by wildfires outside of region)

PERFORMANCE METRICS: AIR QUALITY

4.2 tonnes per capita

100% carbon neutral (0 tonnes CO2e)

0 days


Initiative Outcomes

92

Climate 2050, roadmaps

Air quality bylaws, regulations, permits

Air quality standards and objectives

Dynamic, evolving roadmaps moving us towards a carbon neutral, resilient regionExpanding portfolio of corporate climate action and carbon credit projects, to maintain corporate carbon neutrality

Improved emissions control technologies, and lower emitting equipment and industrial processes

More stringent standards, supported by regularly updated monitoring technology

CONTINUOUS IMPROVEMENT: AIR QUALITY



93

2021 Climate 2050Clean Air PlanBylaws and regulations

Initial roadmaps, annual reportBoard adoptionFees bylaw, non-road diesel engines

2022

2023

2024

2025

Climate 2050Bylaws and regulationsMonitoring and indicators

Climate 2050Bylaws and regulations



Continue roadmap implementation; assess IPCC reportOutreach on residential wood burningNext regional emissions inventory

Continue roadmap implementation; SIF projectsDevelopment per 5 year plan and as new priorities arise



OPERATING HIGHLIGHTS: AIR QUALITY



94

Collective Agreements Serviced 49

National Zero Waste Council Events

10

GPS Service Uptime – 24/7 x 365

97%

MVRD OtherPERFORMANCE METRICS

50

15

98%


Initiative Outcomes

95

Next Generation 911 System

Improvements to the myRES Portal

Virtual Zero Waste Conference

MVRD Other

Full digital system with enhanced text, video and location functions.

Phase 3 – Increased access to on-line tools, data and customized reporting.

The 2020 Zero Waste Conference has been pivoted to continue to provide a valued conference experience in a virtual environment.




96

2021 Emergency Preparedness Conduct Regional exercises that focus on decision making.

2021

2021/22

2021

2023

Regional Workforce Strategic Initiative (RWSI)

911 System Upgrade

National Zero Waste Conference

Fire Services

Formalize the RWSI as a Regional Service.

Implement Next Gen 911 system upgrade with E-Comm.

Plan and host 2 day Zero Waste Conference.

Convert Fire Chief to a full time position.

MVRD OtherOPERATING HIGHLIGHTS


97

REGIONAL DISTRICT FINANCIAL PLAN

$87.3 $95.3 $98.9

$104.8 $111.0 $114.0

$-

$10

$20

$30

$40

$50

$60

$70

$80

$90

$-

$20

$40

$60

$80

$100

$120

2020 2021 2022 2023 2024 2025

Milli

ons

2021 - 2025 Regional District Financial Plan

Regional Parks Air Quality Housing Planning and Policy Regional PlanningOther Household Impact (Current) Household Impact (Prior)


98SUMMARY


99

2021 Budget Summary

$939.5 M Proposed 2021 Budget


$577 Average annual costs for all Metro Vancouver services


Thank you

Pitt River Greenway


Metro Vancouver - Home - 2021-2025 Financial Plan Overvie · 2020. 10. 21. · 2021-2025 Financial Plan Overview. BOARD BUDGET WORKSHOP. October 21, 2020. 41787852. Section 1.1. a

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