2015 ANNUAL REPORT District of Central Saanich

T he Land of Plenty Photo Credits:

Janis Jean Photography Mason Carter Photography Nuttycake Photography by Jo-Ann Way TABLE OF CONTENTS COMMUNITY OVERVIEW 3 MESSAGE FROM CENTRAL SAANICH COUNCIL 4 HISTORY AND HERITAGE 7 CORPORATE GOVERNANCE AND ACCOUNTABILITY 13

2015 STRATEGIC PLAN Vision 14 Strategic Plan 15 Environment 16 Economy 20 Social 24 Infrastructure 28 Good Governance 31

MESSAGE FROM ADMINISTRATOR 35 STRATEGIC PROGRESS AND RESULTS Environment 36 Economy 38 Social 40 Infrastructure 44 Good Governance 50

MUNICIPAL SERVICES AND OPERATIONS Organizational Profile 53 Administration 54 Finance 57 Technology 61 Police Service 62 Fire Rescue 66 Planning and Building Services 68 Community Services 72 Engineering 74 Public Works 78 Water Utility 80 Sewer Utility 82

FINANCIALS Director of Finance Message 87 Consolidated Financial Statements 90 Statistics 115

THE LEGEND OF LÁU, WELNEW 123

COMMUNITY OVERVIEW The community of Central Saanich, including the Tsartlip and Tsawout First Nations, is a thriving agricultural and urban community spanning the centre of the Saanich Peninsula. From Island View Beach on the Cordova Channel in the east, to Brentwood Bay and the world- renowned Butchart Gardens on the shores of the Saanich Inlet to the west, the landscape of Central Saanich is characterized by pedestrian-friendly villages set among rolling farm land and forests. The municipality includes the greatest concentration of agricultural production in the region, along with light industrial land, residential areas with rural and suburban character, and the compact village centres of Saanichton and Brentwood Bay. In order to protect farm land, maintain rural character and preserve the function of natural ecosystems, the Central Saanich Official Community Plan accepts slow and managed growth within defined urban settlement areas (and outside of rural and agricultural lands). District policies encourage the intensification of activity in the Keating Industrial area, attracting high-tech and knowledge- based industries to diversify our already highly productive and innovative local industries. Central Saanich is fortunate to enjoy this combination of elements which support a vibrant, healthy and sustainable community

CENTRAL SAANICH at a glance Incorporated on December 12, 1950

Population of 16,590 (CRD estimate)

6934 Private Dwellings 59% single detached houses, 29% other ground oriented housing and 12% apartments Median Household Income $77,324 (2010) 19% of households rent and 81% own

136 km of paved roads

4603 hectares land area 185 farms generating $18.5 million dollars in gross farm receipts (34% of all farm revenue in the CRD) 2439 hectares of ALR

38 municipal parks and 28 beach accesses

Annual Report 2015 | centralsaanich.ca 3 Councillor Graham | Councillor Jensen | Councillor Paltiel | Councillor King Councillor Holman | Mayor Windsor | Councillor Thompson

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

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

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

4 Annual Report 2015 | centralsaanich.ca MESSAGE FROM CENTRAL SAANICH COUNCIL As your elected Council we are pleased Strategic planning occurred at the outset to present the District of Central Saanich of the current Councils term in January twelfth annual progress report. As 2015 to set a path for the 4 year term. required by the Community Charter, a This plan has served as a guide to provide Municipal Council must annually prepare direction for the District Council and staff a progress report that includes a brief to move forward with major initiatives. review of the previous year’s activities, a snapshot of municipal services and Thanks to our colleagues, advisory operations, financial information and the committee members, volunteers and strategic plan for the following year. employees at the municipality for the work they do every day to keep this In our current Citizen Survey 98 percent community one of the very best. rated overall quality of life as good and 89 percent were satisfied with the level and quality of services received. This is very consistent with the results from the previous survey in 2005.

As Mayor I am pleased to say a significant highlight of Council’s first year in office has been the commencement of work on providing a future vision for the Keating Area. Work began with Stantec Consulting on the Keating Cross Road area including ongoing consultation. Keating Cross Road was identified as an area of priority in our Strategic Plan and continued work toward this plan is expected over the next year.

Annual Report 2015 | centralsaanich.ca 5 6 Annual Report 2015 | centralsaanich.ca HISTORY& HERITAGE First Nations History The Brentwood and Saanichton Bay Long before the first settlers arrived, areas are historically significant as they Coast Salish First Nations occupied the provided shelter from winter storms, south coast of Vancouver Island, the a regular food supply and were, and Southern Gulf Islands and other areas continue to be, integral to the economic, along the Central and Southern British cultural, and spiritual life of the WSÁNEC. Columbia coast, as well as into the Puget The beliefs of the Tsartlip and Tsawout Sound area of Washington state. people are inextricably linked to the land and surrounding natural systems; The Tsawout and Tsartlip First Nations are the four winds, the trees, the birds, the two communities located within Central animals, and the fish were all people at Saanich. These communities have a rich one time, long ago. Nature, animals, fish, cultural and spiritual connection to the fire and water are imbued with spiritual lands that are now known as the Saanich values that are honoured for their power Peninsula and Gulf Islands, and the to heal, give life, provide bounty, and surrounding sea, extending back in time provide guidance through life. As with over thousands of years. many communities, ceremonies and rituals celebrating different spirits are The Tsartlip and Tsawout (as well as the central to the WSÁNEC people. Pauquachin and Tseycum First Nations located further north on the peninsula) The Tsartlip and Tsawout First Nations share the SENĆOŦEN language. WSÁNEC have a strong, distinct sense of (Saanich) tradition describes how community. The common focus of SENĆOŦEN was given to the WSÁNEC the Nations is to maintain and restore people by XÁLS, the creator. The their rich cultural heritage by speaking SENĆOŦEN language is being taught at SENĆOŦEN, becoming self-sufficient, and the LÁU,WELNEW Tribal School located practicing traditional rites. on West Saanich Road. The school is supported by the four peninsula First Nations.

Although the WSÁNEC traditional territory extends further, it includes the lands and waters surrounding the Saanich Peninsula, used throughout the seasons.

Annual Report 2015 | centralsaanich.ca 7 HISTORY& HERITAGE... continued Settlement History of Central Saanich The early settlers The first European settlers arrived in were mostly what is now Central Saanich in 1855. The first three families in the District farmers, attracted were the Lidgates, McPhails and the to the area Thomsons. The first homes built in the District are the Lidgate’s cabin built in by fertile soil, 1858 and Bannockburn built in 1869 and relatively and still standing today. These homes inexpensive land. are significant milestones in Central Saanich history as their construction at the base of Mt. Newton later warranted the construction of an arterial roadway connecting the East and West Saanich There was also a limited amount of roads in 1864. The early settlers were logging taking place as well as fishing. mostly farmers, attracted to the area by The agricultural base of the community fertile soil, and relatively inexpensive was reinforced with the incorporation of land. Most of the early settlers were of the North and South Saanich Agricultural British background. There was no direct Society in 1868. In 1870, the Saanich road to Victoria when the first settlers Pioneer Society was formed in an effort arrived. The journey from Victoria around to preserve this heritage for future the Peninsula was four days by canoe. By generations. the 1890s, the Victoria and Sidney Railway served the Peninsula along what is now In addition to agriculture, a large Veyaness Road. Although this line was limestone quarry and cement plant closed in 1917, the BC Electric Railway opened in 1904 where Butchart Gardens operated until 1924 along Interurban is located today. The BC Cement factory and Wallace Drive, from Victoria to Deep supplied Victoria with cement until 1916 Cove and the Canadian Northern Pacific when it closed. Tiles and pots continued Railway provided service until 1935 along to be manufactured on site until 1950. what is now Lochside Drive. By that time, Benvenuto Avenue, formerly known as road travel was common. Lime Kiln Road, provided a link between the quarry and the Village of Brentwood. The primary agricultural activities of early Cement was transported by barge from settlers included production of hops, Tod Inlet around the Saanich Peninsula fruit, hay, grains, berries and animal to the Inner Harbour where it was husbandry. distributed to international markets.

8 Annual Report 2015 | centralsaanich.ca Mrs. Butchart started her ambitious beautification project of the quarry in 1907 with the development of the Japanese Garden. The Sunken Garden was developed between 1912 and 1921.

The area was incorporated as part of the District of Saanich in 1906, and for the next 44 years, it was known as Ward 6 and administered by the Saanich Council. Shortly after the incorporation of the District of Saanich in 1906, a ward system was established, dividing the municipality into 6, and later 7, administrative areas. Tension existed between the rural and urban areas of the municipality and as early as 1910, Ward 6 expressed an interest in secession and possible amalgamation with the District of North Saanich (then a municipality). Several petitions for secession were presented during the ensuing years, but they were not supported by Council.

Following its first year in North Saanich, the historic Saanich Fair was held at the site of the original school in the Valley before permanently moving into Saanichton in the 1870s, where it operated for 120 years until 1992, when it moved to its current site on Stellys Cross Road. Saanichton was also a railway centre. The Victoria and Sidney Railway (V&S) steamed through Saanichton from Victoria on its way to Sidney, from 1894 to 1919. The BC Electric Railway ran passenger service along Wallace Drive, beginning in 1912 and continuing operations into the 1920s.

Annual Report 2015 | centralsaanich.ca 9 During the late 1940s, residents of Ward 6, concerned with the high rate of taxation and lack of service for the mostly farm properties, became frustrated with their perceived role as the “cash cow” of the District of Saanich. The final insult occurred when the Saanich Fire Department took four days to respond to a barn fire.

In January 1950, the Minister of Municipal Affairs advised Saanich Council that he was recommending the petitioners’ request be granted and asked Saanich for an inventory of assets and liabilities.

The Corporation of the District of Central Saanich was incorporated on December 12, 1950 and the first council meeting was held January 16, 1951. The first Council consisted of Reeve Sydney Pickles, Councillors Harold Andrew, Ray Lamont, Willard Michell, and Lorne Thomson.

The first Central Saanch Council meeting was held on January 16, 1951, in the Women’s Institute Hall, Brentwood, (later the Central Saanich Lions Hall, now demolished). The municipal offices moved from there to the Pioneer Log Cabin located at the old “Fairgrounds” site on East Saanich Road where the Council continued to hold meetings until a Municipal & Fire Hall was built in late 1951. This new hall was also located on East Saanich Road.

10 Annual Report 2015 | centralsaanich.ca HISTORY& HERITAGE... continued The Central Saanich Fire Department was established in 1951. That same year the Municipal Police Department was also founded and consisted of one Chief Constable equipped with a pair of handcuffs, a blackjack, and a 38 calibre revolver.

The present day Municipal Hall at 1903 Mount Newton Cross Road was built in 1964. The Police and Fire Departments remained in the old building on East Saanich Road until construction of the new complex was completed. The While there remain stands of Garry Oak Police Department was relocated to the and Arbutus, many of the wildflower municipal complex on Mount Newton meadows have been lost to cultivation. Cross Road in 1978. The Fire Department followed in 1980. Most of the forested areas of the municipality are second growth forest, Today, Central Saanich is a thriving as the area was logged throughout agricultural community, offering a mix the 1800s. The establishment of the of rural and urban lifestyles. The area Agricultural Land Reserve in 1973 helped has a rich agricultural heritage, and to protect the agricultural heritage of farmland comprises nearly two thirds of Central Saanich. the municipality. It boasts scenic drives, expansive Island View Beach, and world- Central Saanich has a core of community renowned Butchart Gardens. Central facilities, including a regional general Saanich is a destination for wine touring, hospital serving the Saanich Peninsula either chartered or by bicycle. and a library in Brentwood Bay. Other medical, social and recreation services The landscape of Central Saanich has are available in the District and in nearby been altered considerably since the communities, particularly North Saanich arrival of the first European settlers. and Sidney. There are a number of places of worship in Central Saanich.

Annual Report 2015 | centralsaanich.ca 11 How does Central Saanich measure progress and show that it is living up to the fundamental principles in the OCP when making decisions and taking actions?

Annual progress is reported each year in the Annual Report. Long range progress (are we living up to the principles) is also reported every five years and next expected in 2017 prior to embarking on an update of the OCP.

12 Annual Report 2015 | centralsaanich.ca CORPORATE GOVERNANCE (Strategic Planning and ACCOUNTABILITY Reporting Structure) &

Each year the municipality reports on finances and progress toward achieving the objectives in the Strategic Plan. The Annual Report summarizes activities of the past year, highlights key achievements and provides an opportunity to reflect on past performance as preparations are made for future planning. The OCP is based on eight themes and these have been grouped loosely along a triple bottom line approach:

ENVIRONMENT Creating Compact, Complete and Diverse Communities Preserving Healthy Abundant Ecosystems ECONOMIC Strengthening Farming Building Prosperity and Opportunity

SOCIAL Preserving Rural Character Protecting and Enhancing Public Green Spaces Celebrating Diversity Community and Culture Ensuring Mobility Choice for All INFRASTRUCTURE Building and Maintaining Healthy Efficient Utilities and Buildings Addressing the Causes and Impacts of Climate Change GOOD GOVERNANCE Wise Financial Management Communications, Transparency and Open and Accessible Governance

These collectively represent the key areas Recognizing that operational activities are also of strategic focus for the municipality. Each very important and represent most of the day initiative in its Strategic Plan is grounded to day work providing the normal everyday in the OCP vision, aligned with a strategic services the community expects, Municipal focus area and linked to one of seventeen Operations are also described in a dedicated objectives. Progress toward each initiative section of this report. is reported each year in the Central Saanich Annual Report. While the initiatives do not provide an exhaustive list of municipal activities, they have been carefully chosen as key priority actions to advance toward the community vision.

Annual Report 2015 | centralsaanich.ca 13 VISION

“We will work towards the creation of a healthy, sustainable community in which the citizens of Central Saanich can thrive while creating a harmonious relationship with the natural environment.”

14 Annual Report 2015 | centralsaanich.ca STRATEGIC PLAN Central Saanich is a special place. Areas of great natural beauty, rolling rural landscapes, active agriculture and defined settlements co-exist in harmony with one another – all MISSION within a growing metropolitan region. At the beginning of a post-industrial century, “To provide fair, responsive the community recognizes that there are changes on the horizon (climate change, and effective leadership regional population growth, transition away from fossil fuels) which must be managed. To and services in support of achieve this the District of Central Saanich will the community vision.” integrate environmental, economic and social considerations together in decisions relating to growth and change in our community.

“A healthy, complete, socially diverse and highly walkable community where there is a balance of jobs and housing and viable alternatives to the private automobile.”

Central to that philosophy is to retain, protect and enhance the current rural village character of Central Saanich, its agricultural land base and environmentally sensitive areas, while allowing for modest low impact growth within the established urban settlement area. We acknowledge the causes and impacts of climate change and commit to the reduction of greenhouse gas emissions in the community, and adaptation to the effects of climate warming.

Annual Report 2015 | centralsaanich.ca 15 2015-2017 STRATEGIC PLAN

Maintaining a healthy ENVIRONMENT and natural environment.

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

OCP 4.2 | Creating Compact, Complete and Diverse Communities

Fundamental Principles:

Use Limited Land Supply Wisely Within a regional context, Central Saanich will accept a modest amount of growth that is consistent with the established settlement patterns of the municipality and that has a minimal impact on environmentally sensitive land, water and agricultural areas. More intensive land use and higher overall densities may be supported in the existing Urban Settlement area.

Manage Growth Carefully Gradual, low-impact growth is supported provided it does not place an undue burden on the existing utility infrastructure and community services, and does not result in substantial increases in the municipal tax rate. Infilling and intensification of existing residential areas are strongly preferred over extending new services to undeveloped areas.

Provide a Range of Housing Opportunities A wide range of housing types and different tenure arrangements, ranging from small acreages and detached homes to attached housing, seniors’ housing and mixed use buildings are supported. Combined with a mix of ownership and rental housing, this will allow people with a range of ages, income levels and lifestyles to make their home in Central Saanich.

16 Annual Report 2015 | centralsaanich.ca Current Strategic Actions:

RESIDENTIAL INFILL and DENSIFICATION 2015-2016 A residential infill and densification study was completed in 2012. The study identified community preferences about the most acceptable forms of infill within existing residential neighborhoods. Consideration of policy and/or bylaw changes to implement the study recommendations is planned for 2015. REGIONAL SUSTAINABILITY STRATEGY 2015 Public consultation on providing early input into the CRD Regional Sustainability Strategy was planned for2015, with particular focus on the merits of showing a future growth area in the Keating West Saanich vicinity. This was planned in anticipation of a formal bylaw referral from the CRD in late 2015. OCP - REGIONAL CONTEXT STATEMENT 2016 Subsequent to CRD adoption of a Regional Sustainability Strategy, the municipality has two years to adopt an updated Regional Context Statement within the Official Community Plan Bylaw. Pending adoption by CRD this work is planned for 2016. SAANICHTON VILLAGE PLAN 2017 Subsequent to completion of initial public consultation, drafting of updated guidelines for the Saanichton Village is planned for 2016 with a view to further consultation and ultimately inclusion of the guidelines as an amendment to the Official Community Plan in 2017.

Annual Report 2015 | centralsaanich.ca 17 OCP 7.2 | Preserving Healthy Abundant Ecosystems

Fundamental Principles:

Protect and Enhance the Environment, Biodiversity and Natural Ecosystems Protection and enhancement of species’ diversity, significant environmental features, natural habitats, water and air qualities of the Central Saanich are critical to a sustainable long-term future. It is important to maintain and connect sufficient lands to permit the diverse plant and animal life and important ecosystem processes existing in Central Saanich to continue to exist and flourish. The recreational and environmental values of the shorelines and waters of Central Saanich are highly valued by the residents of Central Saanich. Only low impact recreational uses are acceptable to ensure adequate protection of these resources.

Protect Water Quantity and Quality Preservation, protection, and, where appropriate, enhancement of the quantity and quality of water from all municipal sources, including groundwater, is critical for the area’s long-term future. In particular, the ecological functioning of municipal watersheds, and their associated agricultural and resource uses, are to be maintained and enhanced as central elements of community planning, including the protection of agricultural lands from impacts of urban storm water runoff.

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

18 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 19 2015-2017 STRATEGIC PLAN

Building a strong and vibrant community by attracting, supporting ECONOMY and retaining businesses and residents.

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

OCP 3.2 | Strengthening Farming

Fundamental Principles:

Support Agriculture The residents of Central Saanich have expressed strong support for preservation of the agricultural land base, and the farming economy which depends on it. Any future residential, commercial or industrial growth should be directed towards the established Urban Settlement Area. Agriculture is an important contributor to the local and regional economy, creating jobs, and generating revenues.

Current Strategic Actions: AGRICULTURAL AREA PLAN 2015 The Agricultural Area Plan outlines a multi-year set of action items. Priority was placed on completing a Food Handling Facility Feasibility study and a Farmland Access Strategy in 2015. The Access Strategy will be focused on development of a Farmland Access Agreement Template for use by landowners and tenant farmers. MABER FLATS PARTNERSHIP 2015 Developing the means to enhance drainage capability in the Hagan/Graham Watershed is a key priority of the Integrated Stormwater Management Plan and will support agricultural drainage capacity. Exploration of partnerships or other opportunities to secure land is planned as a first step in 2015. AGRICULTURAL ADVISORY COMMISSION 2015 The Agricultural Area Plan envisions the formal establishment of an Agricultural Advisory Commission to provide advice to Council on agriculture matters. Adoption of the bylaw to establish the Commission is planned for 2016.

20 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 21 OCP 5.2 Building Prosperity and Opportunity

Fundamental Principles:

Support Economic Development There is support for economic development and diversification in Central Saanich, including agriculture and home based businesses; this will help balance the number of jobs with the number of residents. There is continuing support for the well established, pedestrian-oriented commercial centres in Saanichton and Brentwood Bay, as well as support for the intensification of commercial and industrial activities in the Keating Business Park.

Current Strategic Actions: KEATING STRATEGY 2016-2017 Unlocking the potential of the Keating X Road Business Corridor - The study is being completed to help secure the economic future along the Keating Cross Road Corridor. An analysis of detailed land use, real estate demand, Interchange business case development, and transportation and infrastructure needs will be addressed in the study. A comprehensive community and stakeholder engagement process will be conducted as part of the study and in 2015 terms of reference will be developed and consulting resources retained. DEVELOPMENT APPLICATION PROCEDURES AND FARM WORKER HOUSING 2016 A regular update of development procedures is required to align with the planned introduction of an Agricultural Advisory Commission, legislative change and to implement a more effective farm worker housing approval process. A new Farm Worker Housing Bylaw is also planned for concurrent introduction in 2016. BUILDING BYLAW 2016 A regular update of the Building Bylaw is planned in 2015 to align with legislative change, updated environmental data and the newly revised building code.

22 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 23 2015-2017 STRATEGIC PLAN Building social capital and engaging citizens and partners to improve the well SOCIAL being and diversity of the community.

We will work to foster strong relations with our neighbours, protect our diverse heritage and facilitate a sense of community. Community involvement is welcomed and encouraged. Green spaces are protected. A safe and healthy community supported by public safety systems and other wellness initiatives. OCP 3.2 | Preserving Rural Character

Fundamental Principles: Maintain Rural Character Rural lands and rural lifestyles are highly valued by residents of Central Saanich. The rural character of Central Saanich, defined by its large agricultural land base and its compact, mixed-use village centres, should be sustained; future growth should be focused within the established Urban Settlement Area within the municipality.

OCP 6.2 | Protecting and Enhancing Public Green Spaces

Fundamental Principle: Facilitate a Sense of Community Parks, open space and recreation facilities are essential to meet the changing needs of residents of all ages and abilities and to accommodate community activities which lead to neighbourliness and good will among Central Saanich residents.

Current Strategic Actions: MEMORIAL CENOTAPH 2015 The design, construction and dedication of a Memorial Cenotaph at a suitable location in Central Saanich. Leverage Federal funding with municipal funding and community donations. A budget of $85,000 is established for the project. Establish location,design and apply for Federal funding in 2015. COMMUNITY SKATEPARK 2015-2016 In response to an initiative proposed by the Central Saanich Lions Club, a Community Skatepark was identified as a priority. Initial planning with the Lions Club focused on possible sites, size, cost and available grant funding. Formation of a select committee, endorsement of a site and submission of grant applications was planned for 2015. Public consultation and conceptual design is planned for 2016.

24 Annual Report 2015 | centralsaanich.ca OCP 8.2 Celebrating Diversity, Community and Culture

Fundamental Principles: Foster Strong Relations The District will initiate dialogue and continue to foster strong relations with adjacent local governments, the Tsawout and Tsartlip First Nations, School District No. 63 and regional authorities. Central Saanich will maintain open communications with our neighbours when contemplating any major development or community facilities which may impact on neighbouring jurisdictions and regional service providers. Protect Diverse Heritage Conservation and recognition of significant historical features and the diverse heritage of Central Saanich is crucial in providing a connection to the past and a sense of continuity into the future. Facilitate a Sense of Community Parks, open space and recreation facilities are essential to meet the changing needs of residents of all ages and abilities and to accommodate community activities which lead to neighbourliness and good will among Central Saanich residents. Support Community Involvement It is important to involve residents and businesses in decisions that affect the present and the future. This extends to OCP amendments, rezoning proposals, and studies that are undertaken by the District or in which the District is a participant.

Current Strategic Actions: CITIZENS SURVEY 2015 – 2016 A survey is an important voice for citizens, and is an opportunity for citizens to provide input on the District’s performance, their satisfaction with civic services and overall quality of life. The survey will identify some of the key drivers of resident and business perceptions of quality of life, satisfaction with District of Central Saanich government in meeting the community’s needs and Central Saanich as a place to live or do business. Monitoring these and how they change over time is an important component of the District’s strategic planning process and the allocation of resources. COMMUNITY TO COMMUNITY (C2C) FORUMS 2015 – 2017 Building relationships through regular community to community forums with Tsartlip and Tsawout First Nations is an ongoing priority. POLICE SERVICE STRATEGIC PLAN (CSPS) 2016 After a year of transition and leadership changes in 2015 the Central Saanich Police Board plans to develop a new Five Year Strategic Plan for the Central Saanich Police Service in 2016. EMERGENCY OPERATIONS CENTRE ACTIVATION 2015 With the introduction of a new Emergency Operations Centre at Fire Station 1 – a plan to test EOC Staff, all protocols and procedures was planned for 2015. PROVINCIAL FIRE COMMISSIONERS PLAYBOOK STANDARDS 2015 With introduction of the Provincial Fire Commissioner’s new standards for level of service and Firefighter training, the municipality was mandated to review and adopt updated service level and training standards. ALL HAZARDS VULNERABILITY RISK ASSESSMENT 2015 This is a planned update of the 2007 All Hazard Risk Vulnerability Assessment of the municipality. The assessment is used by municipalities to regularly assess hazards and develop action plans for identified risks.

Annual Report 2015 | centralsaanich.ca 25 OCP 8.2 Celebrating Diversity, Community and Culture

Current Strategic Actions:

MASTER FIREFIGHTER TRAINING 2015 Development of a Master Firefighter Training methodology is a foundational component of good firefighting practice. Individual plans are established for firefighters and are coordinated to improve overall training, fire service management and response capability. FIRE PROTECTION AND LIFE SAFETY BYLAW 2016 A new Fire Protection and Life Safety Bylaw was developed to consolidate and replace the 1977 fire service and burning bylaws and incorporate current leading practices and legislative changes. CRIME REDUCTION STRATEGY (CSPS) 2016 CSPS will work with its community partners to develop a number of crime reduction initiatives to maintain a low crime rate and ranking in the yearly Statistics Canada Crime Severity Index as compared to 239 policing jurisdictions in Canada serving populations over 10,000 citizens. HEALTH AND WELLNESS STRATEGY (CSPS) 2016 In participation with other District of Central Saanich Emergency Services partners an overarching strategy will be developed. This Includes a Critical Incident Stress Management Team, Peer to Peer Counseling and training of all employees in a provincial Road to Mental Readiness program.

OCP 9.2 Ensuring Mobility Choice for All

Fundamental Principles:

Create Walkable Neighbourhoods Walkable neighbourhoods are crucial to the overall liveability and long term sustainability of Central Saanich. Walkable communities help ensure housing and employment are within an easy walk of transit, services, recreation and other daily needs of residents and employees, and ensure a high quality, vibrant and safe pedestrian environment. As a result, pedestrian activity becomes convenient and desirable, and greater transportation choices are possible. Walkable communities also foster social interaction and improved physical health while lowering transportation costs, air pollution, and greenhouse gas emissions.

Ensure Transportation Systems for All Providing viable alternatives to the private automobile for daily trips (including the trip to work) is essential to fostering a diverse community, a healthy environment, a strong economy, and a vibrant and safe public realm. The transportation system in Central Saanich must balance and ensure the safety of multiple modes of travel including vehicles, public transit, walking, cycling and horseback riding. Transportation choice is necessary to reduce dependence on the use of private vehicles, and further, to provide viable options for people who cannot or choose not to drive.

26 Annual Report 2015 | centralsaanich.ca Current Strategic Actions:

MOBILITY STRATEGY 2015 Development of a prioritized list of multi-modal transportation projects, based on the Delcan Transportation Planning Study and the CRD Pedestrian/Cycling Master Plan in 2015. STELLYS X ROAD PATHWAY 2015 - 2016 The development of a conceptual plan for a pathway on Stellys X Road to the western terminus was identified as a significant priority at a Community to Community Forum with Tsartlip First Nation in 2014. Endorsement ofa conceptual plan by both Tsartlip First Nation and the District of Central Saanich in 2015 is a prerequisite for detailed design work in 2016. WALLACE DRIVE BIKE LANE 2015 Construction of 200 meters of dedicated bicycle lanes in both northbound and southbound directions asidentified in the CRD Pedestrian and Cycling Master Plan. This project was selected because it is located on the regional multimodal network and provides connectivity between the village centres of Saanichton and Brentwood Bay.

Annual Report 2015 | centralsaanich.ca 27 2015-2017 STRATEGIC PLAN

Well maintained infrastructure and facilities that meet community needs and allow INFRASTRUCTURE growth and development for prosperity

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

OCP 10.2 Building and Maintaining Healthy, Efficient Utilities and Buildings

Fundamental Principles:

Address the Causes and Impacts of Climate Change The energy use of industrial, residential and commercial buildings and motor vehicles are responsible for the majority of greenhouse gas emissions, the leading cause of climate change. Central Saanich is committed to reducing greenhouse gas emissions in the community by ensuring greater energy efficiency in new and retro-fit buildings, including municipal facilities and infrastructure, and by fostering a reduction in private automobile usage in favour of less polluting forms of transportation. Adaptation to new conditions caused by climate change such as sea level rise, increased sea surge, changing hydrological cycles, and increase in major weather events is also key to addressing climate change.

Protect Infrastructure Investments Well designed and maintained municipal water, sanitary sewer and storm sewer systems are important services for homes and businesses in Central Saanich. Existing infrastructure investments must be protected and maintained for the benefit of the community. Where improvements are warranted, innovative solutions with minimal environmental impact are preferred. Planning for municipal water system improvements should consider the irrigation needs of agriculture.

28 Annual Report 2015 | centralsaanich.ca Building and Maintaining Healthy, Efficient Utilities and Buildings ... continued

Current Strategic Actions: IMPLEMENT INTEGRATED STORMWATER MANAGEMENT PLAN 2016-2017 In order to be shovel -ready for Federal grant funding opportunities, we plan to review the timelines proposed in the Integrated Stormwater Plan. This analysis will assess available grant funding, partnership opportunities and the capital requirements of various alternatives for both the Hagan/Graham and McHugh/Noble Watersheds to optimize the existing implementation plan.

SEWER MASTER PLAN 2015 Development of a Sewer Master Plan is planned for 2015 to ensure that appropriate system capacity is maintained for the urban containment areas as gradual growth occurs. CONTINUE IMPLEMENTING SEWER AND WATER MASTER PLANS 2016 - 2017 Based on priorities identified in the Sewer and Water Master Plans, complete Brentwood Bay Fire Supply system and the Hagan Pump Station upgrades in 2016 and 2017. CONTINUE IMPLEMENTING FACILITIES MASTER PLAN 2015-2017 Completion of a twenty-year Facilities Master plan (F-LAMP) of repair and maintenance of all District owned facilities was planned to ensure that all major facilities are maintained in good condition. Adoption of the plan is expected in mid-2015 followed by program implementation. CAPITAL STRATEGY – LONG TERM CAPITAL PLAN 2016 As a cornerstone of prudent financial management the development of a long term financial plan will be a significant step forward In 2016. A key component of the plan will be a strategy to reach sustainable infrastructure replacement funding targets within a planned time horizon. FIRE HALL DEBT RETIREMENT STRATEGY 2016 In conjunction with preparation of a long term financial plan for the municipality, the development of a long term approach to retire Fire Station 1 Debt at the end of the initial borrowing term in 2025 was prioritized for 2016. DCC COST CHARGE REVIEW 2016 Update current Development Cost Charges. With the recent approval of new Sewer and Water Master Plans a review of the current regime of cost charges is planned to ensure that development continues to equitably fund its share of growth related infrastructure costs. COMMUNITY AMENITY CONTRIBUTION POLICY 2016 Community Amenity Contributions are received during the development approval process together with development cost charge payments, servicing and offsite improvements. Refreshing the approach used, taking into account current leading practices, will ensure that the municipality is providing consistency and stability of approach to the development community and ensure that contributions are received consistent with other local practice. FACILITY FIRE SAFETY PLANS 2015 Completion of fire safety plans for the Municipal Hall Complex and Central Saanich Cultural Centre using a new template developed by the Fire Prevention Officers Association of BC is planned for the fall of 2015.

Annual Report 2015 | centralsaanich.ca 29 30 Annual Report 2015 | centralsaanich.ca 2015-2017 STRATEGIC PLAN

Fiscally sustainable government focused on strategic decision making, GOOD transparency and inclusiveness. GOVERNANCE We will be progressive in our pursuit of service excellence, employ good policy approaches and work to ensure that decision making is transparent, understandable and consultative. We will nurture corporate financial, physical and human resources to position the organization best to deliver the services and strategies the community expects. Maintaining Corporate Capacity, Achieving Service Excellence

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

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

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

Long Term Community Objectives: Foster a service excellence approach and maintain safe working environments for all. Manage corporate human resources to ensure the administration is optimally positioned to deliver professional services of good value to the community. Provide appropriate levels of office and work space, equipment, vehicles and supplies to support the work of employees. Follow prudent financial management through a regime of financial planning approaches including five year financial planning, asset management, long term financial planning, public reporting and regular policy development. Foster open and inclusive approaches, transparency and access. Focus activities and resources through a regime of strategic planning. Maintain a program of regular corporate policy review and development.

Annual Report 2015 | centralsaanich.ca 31 Maintaining Corporate Capacity, Achieving Service Excellence ... continued

Current Strategic Actions: OPERATIONAL CAPACITY - ORGANIZATIONAL CAPACITY REVIEW 2015-2016 A review of organization capacity is a key initial step to establishing service levels, performance measures and ensuring that resources are established to effectively meet those standards. Beginning with an inventory of services, benchmarking and a capacity assessment, the District plans to establish a baseline for continued service excellence in the future. COUNCIL PROCEDURES REFRESH 2015 A comprehensive review of the Council Procedures Bylaw was planned to comply with legislative and leading practice changes since the last review 2005 and to provide additional public input opportunities in the regular Council meeting process. MEETING MANAGEMENT SOFTWARE 2015 The introduction of a web based meeting management system was planned to improve public access to municipal records, meetings and agendas and improve meeting management and issue tracking internal processes. LONG TERM FINANCIAL PLAN 2016 Long term financial planning is a key component of sound financial management. Development of this high level approach will provide a roadmap for use each year as annual budgets are developed. INTEGRATED SERVICE OPTIONS 2015 Identify opportunities to collaborate and share services within the region and with First Nations through the service capacity review process. Request the Province to fund the Tri-Municipal Amalgamation Study. WEBSITE REFRESH 2015-2016 Redesign of the current Central Saanich website and introduction of social media service is planned for 2016. An external review including web audit, public survey and benchmarking is planned for 2015 with a view to establishing a redevelopment strategy for implementation in late 2016. FEE AND CHARGE BYLAW REFRESH 2016 The regular review of all fees and charges is an integral component of prudent financial management. Reviews are planned on a minimum three year cycle unless significant local conditions warrant more regular reviews.

32 Annual Report 2015 | centralsaanich.ca Maintaining Corporate Capacity, Achieving Service Excellence ... continued

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

HUMAN RESOURCE PROGRAM 2015 Continued development and implementation of current practice human resource approaches in a variety of areas. DELEGATION REPORT 2015 Introduction of current practice delegation of authority approaches and the confirmation of existing practices. ELECTIONS BYLAW 2015 Regular update to reflect legislative updates prior to the next municipal election. CONTRACT MANAGEMENT 2015 Introduction of a consolidated approach to contract management and a centralized records system was planned to improve consistency and organizational efficiency. GIS UPDATE 2015 A review of the District’s approach to continued development of Geographic Information Systems was planned for 2015 to provide a check up on current direction and a refreshed plan.

Annual Report 2015 | centralsaanich.ca 33 34 Annual Report 2015 | centralsaanich.ca MESSAGE FROM ADMINISTRATOR

This report provides you a summary of the progress we’ve made in the past year on Council’s strategic priories and the departments operational strategies. While this report highlights the progress on these strategies, a large part of the day to day activities that our municipal workforce is engaged in is not directly described in this report. It takes a diverse group of individuals with dedication to As mentioned above, our commitment to deliver the myriad of municipal services service excellence and the improvement and I’d like to acknowledge them for on providing meaningful information for their unwavering hard work. To keep the community will continue in 2016 you informed of the diverse activities through the development of relevant our staff undertakes, we are working on indicators and benchmarks that will performance indicators to be introduced provide a snapshot on municipal financial in the coming year that will complement health and indicators to provide year over this report. year measurements on how efficient and effective the municipality has been in I am pleased to report that fifteen of the service delivery. strategic priorities Council established were accomplished and eleven were in This report takes significant time and progress. A further eighteen are planned effort to publish and the new look and for the near term. content are the result of very hardworking staff that deserve special thanks. I am You will note that this report has a new delighted that our previous year’s Annual look and enhanced content. This has Report (2014) was awarded the Canadian been purposeful and demonstrates Award for Financial Reporting presented Central Saanich’s commitment to service by the Government Finance Officers excellence. The new report format also Association; a testament to the work that builds on the work that has been recently goes into producing such a report. completed with our financial planning and will aid the public with interpreting As we move into 2016, staff looks forward and understanding year to year strategic to working with Council, the community activities of the municipality and how and our many partners to foster a healthy they relate to principal documents like and sustainable community. the Official Community Plan. Patrick Robins Chief Administrative Officer

Annual Report 2015 | centralsaanich.ca 35 Strategic Progress and Results

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

5 Key Initiatives 2 In Progress 0 Completed 3 Planned

Highlights Entered into a ten year agreement with the Farmlands Trust Society for the use of Newman Farm. This partnership allows for working use of the farm and the annual supply of local produce grown by volunteers to the Open Door. “This agreement is a potential framework to allow farming to occur into future generations without the price of the land being a substantial barrier—this is a very positive outcome. It is my belief that the Newman family members who made the generous gift to the District would be proud to see us entering into this agreement.” Mayor Ryan Windsor

Trees provide many benefits to our community. In celebration, the 1st Annual Tree Appreciation Day was held on Nov 1st 2015 at the historic Newman Farm. Made possible with the assistance of The Farmlands Trust, Tree Canada and the Central Saanich Lions, over 300 trees and native shrubs were planted.

In Progress

Residential Infill and Densification Options for community consultation were prepared to inform Council’s strategic planning session. It is expected that developing guidelines will be advanced in 2016.

Regional Sustainability Strategy and CRD Regional Context Statement. Extensive community input informed Councils comments to the CRD on the draft RSS document. The CRD subsequently took a step back and focused on updating the Regional Growth Strategy. Referral of the RGS Bylaw is now expected for 2016.

36 Annual Report 2015 | centralsaanich.ca Looking forward

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

Saanichton Village Guidelines. Building on the initial public consultation, the inclusion of new guidelines in an updated OCP is planned for 2017.

Browns Wood Trail Opening. After several years of hard work by the Brown Family led by Larry Laban, the dedication and opening of the new trail with the Brown family is expected in spring 2016.

Update Tree Protection Bylaws/Policies and Practices. Initial research work was initiated in 2015. Further coordination of a more streamlined and effective inter-departmental approach to managing tree resources will proceed in 2016.

Annual Report 2015 | centralsaanich.ca 37 Strategic Progress and Results

Economic Planning and Marketing ECONOMY of Local Business, Commercial Development, Arterial Commercial, Home Based Employment and Live-Work, Agricultural, Environmental Performance of Business, Marine Based Commercial

6 Key Initiatives 1 In Progress 2 Completed 3 Planned

Highlights

Proceeded with the Keating Strategy. Unlocking the Potential of the Keating X Road Business Corridor. We developed terms of reference for a shared vision. A contract was awarded to Stantec in December 2015 and the project start up planned for early in 2016.

Became a founding member of the South Vancouver Island Economic Development Alliance. Creation of a new, non-profit society funded by public and private participants with a mandate to diversify and strengthen the economy of the Greater Victoria region by working together.

Land was secured at Maber Flats. Eleven hectares of land was purchased to provide space for an agricultural drainage facility. This is a key priority of the Integrated Stormwater Management Plan and will support agricultural capacity.

38 Annual Report 2015 | centralsaanich.ca In Progress

Continued implementation of Agricultural Area Plan Priorities is dependent on capacity. In 2015 this was a challenge but development of the Agricultural Advisory Commission Establishment Bylaw was advanced. With additional capacity secured for 2016 work on agricultural initiatives is expected to continue.

Looking Forward

Completion of the Keating Strategy. Stantec will continue to develop the strategy and complete a series of public consultations. A final report and recommended strategy is expected in mid-2016.

Design of Maber Flats Agricultural Drainage Facility. Work is underway on terms of reference for the drainage facility design work and a contract is expected to be awarded in mid-2016. Next steps include completion of the design in early 2017 and construction over the next two to three years.

Establish Agricultural Advisory Committee. A new advisory committee of Council is expected in 2016 to provide local, expert advice to Council on agriculture matters.

Agricultural Area Plan Priorities. With added capacity in the Planning and Building Services Department work will begin advancing the recommended priority tasks to assist local farming.

Annual Report 2015 | centralsaanich.ca 39 Strategic Progress and Results

Protect Diverse Heritage, Facilitate SOCIAL Sense of Community, Respond to Changing Social Needs, Ensure Mobility Choice and Transportation Systems for all.

15 Key Initiatives 4 In Progress 7 Completed 4 Planned

Highlights

Proceeded to complete the Citizens Survey. NRG Consultants were engaged to undertake a telephone/online survey in December 2015 asking for community feedback on public satisfaction with municipal services, quality of life and value for money. The survey was completed in early 2016 and results expected in the spring. Emergency Operations Centre Test Activation was conducted in spring of 2015. Two sessions were held for staff to work through a full activation exercise in the event of an emergency.

Fire Commissioners Playbook Standards were reviewed and implemented. The Municipality adopted the Full Service standard for fire protection and revised training requirements in advance of the June 1 2016 legislated date for compliance.

Master Firefighter Training system were developed and implemented in in the fall of 2015 resulting in improved individual training plans for firefighters, more efficient management and a training outline for new recruit firefighters.

A Community to Community Forum was held at Fire Station 1 in December with the Chiefs and Councils of the Tsartlip and Tsawout First Nations.

Completed a twenty five year licence of municipal land to allow for the opening of the new Kaare Norgaard Boys and Girls Club in Brentwood Bay.

40 Annual Report 2015 | centralsaanich.ca Highlights ...continued

Developed a set of Multi-Modal Project Priorities for consideration in future budgets. Projects include Stellys X Road and Wallace Drive multi-use trails, Mt Newton X Road Intersection Improvements, West Saanich Road and Marchant Road Sidewalks, Mt Newton X Road (East Saanich to Patricia Bay Highway) multi-use trail. Constructed 200 meters of dedicated bicycle lanes on Wallace Drive north and south lanes.

Developed a conceptual plan for a pathway on Stellys X Road to the western terminus and referred the design to the Tsartlip First Nation for consideration. The Concept is expected to be further refined in early 2016 by both parties.

Police Service Strategic Planning. Led by the Central Saanich Police Board, the department embarked on a new strategic planning cycle in 2015. This planning process will continue in 2016 with the CSPS renewing its strategic priorities to ensure the citizens of Central Saanich receive the most responsive, most efficient community-based policing service possible.

With the support of the community, the CSPS continues to have a consistently low crime rate. As demonstrated through the yearly Statistics Canada Crime Severity Index, CSPS has one of the lowest rankings in comparison to 239 policing jurisdictions in Canada serving populations over 10,000 citizens. This is a strong demonstration of how safe our community is. In Progress

Development Application Procedures, Farm Worker Housing and Building Bylaw Updates. These projects were reprioritized to 2016 and 2017 to accommodate higher priority projects. Memorial Cenotaph. Funding was established, preliminary design and specifications commissioned and a site identified within Centennial Park with a view to applying for external grant funding. The preliminary design and specification was received by Council in December 2015. Skate Park. Centennial Park was endorsed as the location and a $150,000grant application made to Canada 150 Community Infrastructure Program in spring 2015, however the application was ultimately not successful. . The public was invited to serve on the Skatepark Development Committee towards the end of the year to move the project forward. The planned All Hazard Vulnerability Risk Assessment was postponed to 2016 in favour of completing the assessment with in house resources rather than external consultants.

Annual Report 2015 | centralsaanich.ca 41 Looking Forward

A new Fire Protection and Life Safety bylaw is being developed in 2016 to replace the old Fire service and burning bylaws in place since 1977. The new bylaw will align with the new British Columbia Fire Service Act and is planned for fall 2016 consideration.

Council has endorsed a conceptual plan of the Stellys Pathway and has referred the option to Tsartlip First Nation Council. Detailed design is projected for 2017 subject to agreement on a preferred option by both parties.

Mobility Strategy Implementation. Mobility Initiatives identified as priorities during the year will be brought forward for implementation via the annual budget process in the near term.

Police Service Strategic Plan Under the direction of the Central Saanich Police Board, the Service will embark on a revised 2016-2020 Strategic Plan.

A new Central Saanich Crime Reduction Strategy continues to be developed and will be implemented which includes the creation of a new Crime Reduction Unit which will be activated when faced with emerging threats to the public safety of the community.

Formalization of a District of Central Saanich Emergency Services health and wellness program continues to be developed and will be implemented in 2016 including a Critical Incident Stress Management Team, Peer to Peer Counseling and the roll out of a new province-wide Road to Mental Readiness program.

Memorial Cenotaph. With the establishment of an advisory committee for the project it is hoped that a suitable location for the project can be found and federal funding sourced to supplement the donations already received from generous residents, community groups and businesses. Preliminary design drawings were prepared and displayed for public review.

Skate Park. The Skate Park Committee is also workinghard to determine an appropriate location for this recreational facility in the hopes of leveraging funding and progressing to the conceptual design phase.

42 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 43 Strategic Progress and Results

Provide durable, functional, effective and INFRASTRUCTURE sustainable infrastructure of all kinds. Protect existing investments and plan new improvements in an orderly manner . Replace assets on a lifecycle basis. Give primary consideration to conservation and energy efficiency.

9 Key Initiatives 0 In Progress 3 Completed 6 Planned

Highlights

The Sewer Master Plan was developed and approved in 2015. The plan will ensure that appropriate system capacity is maintained for the urban containment areas as gradual growth occurs.

In compliance with the BC Fire Code, Fire Safety Plans were prepared for the Municipal Hall Complex and Central Saanich Cultural Centre using a new template developed by the Fire Prevention Officers’ Association of BC.

Our new Fire Station 1 has been in operation for three years now and continues to rely on its geothermal energy loop and solar assisted hot water systems. The bio swale houses the geothermal loop which provides energy for the building and solar thermal collectors on the roof pre heat the domestic hot water system in the building.

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

Reduced corporate ghg emissions by 28.5 metric tons. This is equivalent to the carbon dioxide released into the atmosphere from 1,140 barbeque propane canisters; or -driving 118,000kms in a vehicle that gets 10.5 kilometers per litre or 25mi to the gallon.

44 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 45 In Progress Significant sewer and water infrastructure improvements were delayed pending decisions on federal funding applications. Brentwood Bay Fire Supply Improvements and the Hagan Sewer Pump Station projects have both been included in 2016 plans subject to receipt of grant funding. Looking Forward

Continue implementing Sewer and Water Master Plans. Complete Brentwood Bay Fire Supply system upgrades and the Hagan Pump Station upgrade in 2016 and 2017.

In 2016 timelines of priorities outlined in the Integrated Stormwater Management Plan will be refreshed to allow for federal funding opportunities to be pursued and work plans optimized.

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

46 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 47 Looking Forward

Continue Climate Change Initiatives to reduce Corporate GHG Footprint. ReAction Program. Launch of the “Re-Action” Program, to encourage community groups who operate District-owned buildings to improve energy efficiencies and reduce GHG emissions from facilities. Home Energy Efficiency Incentives were actively promoted at service counters and on the municipal web-site. Convert all district High Pressure sodium street lights to LED and capture 70% energy reduction and GHG savings.

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

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

48 Annual Report 2015 | centralsaanich.ca Develop a Long Term Capital Plan. As a cornerstone of prudent financial management the development of a long term financial plan will be a significant step forward In 2016. A key component of the plan will be a strategy to reach sustainable infrastructure replacement funding targets within a planned time horizon.

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

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

Refreshing the Community Amenity Contribution approach used during the development approval process to take into account current leading practices will ensure that the municipality is providing consistency and stability of approach to the development community and ensure that appropriate contributions are received consistent with other local practice.

Annual Report 2015 | centralsaanich.ca 49 Strategic Progress and Results

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

8 Key Initiatives 3 In Progress 3 Completed 2 Planned

Highlights

The Council Procedure Bylaw was reviewed and updated in 2015 to comply with legislative and leading practice changes and to provide additional public input opportunities in the regular Council meeting process.

Web based meeting management and issues tracking software was introduced during the year to improve public access to municipal records, meetings and agendas and improve meeting management and issue tracking internal processes.

Website Strategy Underway. Atomic Crayon was hired late in 2015 to undertake a survey of user needs, audit the current website and develop a strategy for redevelopment of the current site.

50 Annual Report 2015 | centralsaanich.ca In Progress

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

Corporate Policy Development. With limited resources in a small local government, juggling priorities and managing capacity will continue to be a reality. Work is expected to continue on an ambitious program of policy development as resources permit. Updating the Election and Delegation Bylaws, development of a modest human resource practice were deferred to 2016

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

Looking Forward

The Organizational Capacity Review framework is expected to be completed in spring 2016 with a view to beginning work on the review over the summer and into the fall. Completion is expected in late 2016 or early 2017.

Municipal Fee and Charge bylaws will be reviewed in 2016. The regular review of all fees and charges is an integral component of prudent financial management. Reviews are planned on a minimum three year cycle unless significant local conditions warrant more regular reviews.

Corporate Policy Development. In addition to the work deferred from 2015, regular bylaw and policy development planned for 2016 includes: Records Management, FOIPOP Bylaw and Programs, Purchasing Policy, Communications and Social Media, Reserves and Investments.

Website Redevelopment. Pending consideration of the website redevelopment Strategy Prepared by Atomic Crayon, The municipality has budgeted $40,000 for the redevelopment and expects to begin work on redesign in the late summer of 2016.

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

Annual Report 2015 | centralsaanich.ca 51 52 Annual Report 2015 | centralsaanich.ca MUNICIPAL SERVICES OPERATIONS &

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

ELECTORATE

MAYOR & COUNCIL

CORPORATE OFFICER CHIEF ADMINISTRATIVE OFFICER

DIRECTOR OF FIRE DIRECTOR OF PLANNING DIRECTOR OF FINANCIAL SERVICES CHIEF & BUILDING SERVICES ENGINEERING & PUBLIC WORKS

MANAGER OF IT MANAGER OF SUPERINTENDENT COMMUNITY SERVICES OF PUBLIC WORKS

The Central Saanich Municipal Council represents the citizens of the community and provides leadership as the legislative and policy making body for the organization. Council is comprised of a Mayor and six Councilors who are elected on a four year term. The Chief Administrative Officer leads a small team of dedicated employees responsible for providing recommendations and policy advice to Council and coordinating the day to day operations of the municipality. The Central Saanich Police Service is governed by a separate five-member Police Board under the Police Act, and is chaired by the Mayor of Central Saanich.

CENTRAL SAANICH MUNICIPAL HALL

Annual Report 2015 | centralsaanich.ca 53 MUNICIPAL SERVICES OPERATIONS &

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

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

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

Corporate management Council Support Communications Legislative Services - Council and Committee agendas and minutes Elections and Public Assent processes Corporate Records Management Freedom of Information and Protection of Privacy

54 Annual Report 2015 | centralsaanich.ca Key Services Delivered - Service Metrics: Service metrics will begin to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.

2015 Accomplishments

New Council Procedure Bylaw

Implement ICompass Meeting Management Software

Recruitment and selection of a new Director of Financial Services

Corporate wellness program session for employees Marketing and sale of two residential lots Collective bargaining with the firefighter union Maber Flats conditional land purchase agreement

Plans for 2016 Looking Ahead to 2017 - 2020 Organization Capacity Review Keating Corridor Analysis work continues Keating Corridor Analysis Organization Capacity Review continues Corporate Records Management - Communication support service improved Centralized Contract Management System Refined annual reporting introduced Founding Membership in SVIEA Improved Insurance management (Claims management and risk assessment) system Updated Performance Appraisal system Records Management System Review/ Improved committee support service Implementation Mobile meeting webcast system Freedom of Information and Protection of Social Media presence introduced Privacy Program Council Policies Review

Annual Report 2015 | centralsaanich.ca 55 56 Annual Report 2015 | centralsaanich.ca MUNICIPAL SERVICES OPERATIONS &

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

A full range of accounting and payroll services are provided including: accounting audit and budgeting of over $25 million in annual expenses and revenues; cash management of up to $35 million in investments on a daily basis to maximize returns; accounts payable processing of over 6,000 invoices and 3,600 cheque and electronic fund transfer payments; payroll coordination of four different payroll groups paid on a biweekly basis and the maintenance of benefit programs for approximately 94 full time and 65 seasonal staff.

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

Annual Report 2015 | centralsaanich.ca 57 MUNICIPAL SERVICES OPERATIONS &

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

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

As of December 2015, total outstanding debt in the general operating fund is $11.3 million. Much of this debt was recently authorized to enable construction of Fire Hall 1. No additional debt issues are projected in the financial plan.

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

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

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

58 Annual Report 2015 | centralsaanich.ca Key Services Delivered - Service Metrics: Service metrics will begin to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.

2015 Accomplishments

GFOA Financial Reporting Award

Maintained financial support services during period of significant staff turnover

Plans for 2016 Develop new Budget Presentation Approach Final payment on short term Tennis Court borrowing. Introduction of debt reserve fund transfers Develop Long Term Financial Plan Review of Reserve Fund Policy User Fee and Amenity Review Development Cost Charge Update Purchase Policy Review Develop Infrastructure (Asset Management) Report Card

Looking Ahead to 2017 - 2020 Continue refinement of Long Term Financial Planning and Asset Management Develop internal capacity to provide broader range of support services Increased debt reserve fund transfers as existing debt is retired Senanus Water borrowing repaid in 2019

Annual Report 2015 | centralsaanich.ca 59 60 Annual Report 2015 | centralsaanich.ca MUNICIPAL SERVICES OPERATIONS

Technology

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

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

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

2015 Accomplishments

GIS Internal Web map Project Implementation of the Building Inspection Mobile application Implementation of the Mobile Calls for Service application for staff Microsoft Office Training for District Staff Upgrade of our Virtual Server environment

Plans for 2016 Looking Ahead to 2017 - 2020 Replacement of desktop workstations Implementation of security audit for all staff recommendations Five Year Network Security Audit Financial System software upgrades Website refresh Continuation of GIS system GIS system improvements improvements Renewed focus on corporate technology training

Annual Report 2015 | centralsaanich.ca 61 MUNICIPAL SERVICES OPERATIONS

Police Service

The Central Saanich Police Service, The Police Board is chaired by Mayor Ryan through its governing Municipal Police Windsor and includes Mr. Thomas Kouk, Board, consists of 23 sworn members Mr. Del Elgersma and Mr. Chris Tupper. supported by four civilian staff, two volunteer reserve constable Officers The Police Service is organized into and several volunteers. They provide a the following sections; Uniformed professional level of Police Service with Patrol, General Investigative Services, a strong commitment to community Community Policing, Traffic Safety and policing, integrated policing and multi- Administration. agency cooperation.

62 Annual Report 2015 | centralsaanich.ca Key Services Delivered - Service Metrics: Service metrics will begin to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.

2015 Accomplishments

Leadership Transition. After 40 years of policing in Canada, 16 years as the Chief Constable of the CSPS, Chief Paul Hames, M.O.M. retired from policing. Chief Hames was responsible for leading Central Saanich through some of the most significant technological and police integration changes in its 60 year history. On August 31, 2015, former CSPS Deputy Chief Les Sylven was sworn is as the 7th Chief Constable. Former RCMP Chief Superintendent Derren Lench, who was raised on the Saanich Peninsula, was sworn in as the new Deputy Chief.

The Service continued to play an active role in the region’s crime prevention service by participating in numerous integrated policing units including: Integrated Road Safety Unit (IRSU), Combined Forces Special Enforcement Unit (CFSEU), Vancouver Island Integrated Major Crime Unit (VIIMCU), Greater Victoria Emergency Response Team (GVERT), Regional Domestic Violence Unit (RDVU), Mobile Youth Services Team (MYST), Integrated Mobile Crisis Response Team (IMCRT), Greater Victoria Crowd Management Unit (GVCMU) and the Greater Victoria Police Diversity Advisory Committee (GVPDAC).

Major Crime Clearance - In 2015 CSPS patrol officers and detectives responded to several significant serious crimes that impacted our municipality. Through diligent police work, and the assistance of community members, charges were laid in a major fraud that victimized a school parent association, a significant boating collision that caused serious injuries , and a group of prolific offenders from the lower mainland that targeted hundreds of vehicles.

Traffic Safety - Traffic safety continued to be a high police priority for the community, and the CSPS. A total of 846 violation tickets, 428 warnings, 86 impaired driving related sanctions where issued. The efforts of two officers in particular stood out when they conducted 34 IRPS resulting in their selection to BC Road Safety “Alexa’s Team”.

2015 Stats Can Crime Severity Index With the support of the community, the CSPS continues to have a consistently low crime rate. As demonstrated through the yearly Statistics Canada Crime Severity Index, CSPS has one of the lowest rankings in comparison to 239 policing jurisdictions in Canada serving populations over 10,000 citizens. This is a strong demonstration of how safe our community is.

Financial Management. Once again, the CSPS had the lowest per capita policing costs of all municipal police departments in British Columbia at $232 per capita.

Annual Report 2015 | centralsaanich.ca 63 MUNICIPAL SERVICES OPERATIONS

Police Service ...continued Plans for 2016 Looking Ahead to 2017 - 2020 Under the direction of the Central Saanich Service wide review of staffing and Police Board, the Service will embark on a administration to increase effectiveness revised 2016-2020 Strategic Plan. and efficiencies will be ongoing including the potential to leverage more A new Central Saanich Crime Reduction relationships within the community and Strategy has been implemented which the Greater Victoria area. includes the creation of a new Crime Reduction Unit which will be activated Retirements of many senior and long when faced with emerging threats to the serving Central Saanich police officers will public safety of the community. add additional pressure as other police agencies face the same demographic and Formalization of a District of Central will compete for the same candidates. Saanich Emergency Services health and wellness program including Critical While no decisions have yet been made, Incident Stress Management Team, Peer integration of Greater Victoria 911 to Peer Counseling and the new province- dispatch services is expected to occur wide Road to Mental Readiness program. in the near term. Central Saanich has benefited from a very advantageous contract with the RCMP which is not expected to continue. Should this occur the Police Service will need to plan for an expected annual cost increase of $200,000 in 2017/18.

64 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 65 MUNICIPAL SERVICES OPERATIONS

Fire Rescue The Central Saanich Volunteer Fire Department provides the community with Fire and Life Safety Education, Fire Prevention Programs, Hazardous Material Response, First Responder Medical Aid and Emergency Fire and Rescue Response along with: Structural firefighting for residential, commercial and industrial properties Medical 1st Responder coverage supplementing the BC Ambulance Service Confined Space Rescue Service Hazardous Material Spill Response High Angle Rope Rescue Fire Prevention, Inspection, Education and Fire Code Enforcement Emergency Preparedness Planning and Response Community CPR Training Fire and Life Safety Education and Fire Prevention Programs. These services are also provided under a servicing agreement to both Tsawout and Tsartlip First Nations Lands. The Fire Department is responsible for managing the Central Saanich Emergency Program. The program provides for the continuity in government and preservation of life and property through a coordinated response by elected officials, municipal departments, volunteer services and outside agencies that are able to assist during a major emergency or disaster. The Fire Chief is the Emergency Program Coordinator and responsible for maintaining the Emergency Plan, training and response capability.

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

66 Annual Report 2015 | centralsaanich.ca Key Services Delivered - Service Metrics: Service metrics will begin to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.

2015 Accomplishments

Completion of the Royal Roads Capstone Project to review the District Emergency Program

Development of Individual firefighter’s Training Plan

New recruit class has completed the training requirement to NFPA 1001 standards

CSVFD responded to 875 emergency calls within the 10 minute response time 96% of the time

Plans for 2016 Looking Ahead to 2017 - 2020 Full Scale Emergency Exercise to test Design and build the fire training area at the District Emergency Plan involving all Station 1 District Staff New CREST radio and fire paging system Fire Service and Burning Bylaw update Implementation of succession plan to Fire Department succession plan replace retired staff members in anticipation of senior member retirements Provide a staffed station for daytime response (seven day coverage) All Hazard Risk Assessment update Increased Emergency Operation exercises for municipal staff

Annual Report 2015 | centralsaanich.ca 67 MUNICIPAL SERVICES OPERATIONS

Planning and Building Services

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

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

68 Annual Report 2015 | centralsaanich.ca Building Inspections staff regulates building construction, administer the BC Building Code and monitor construction relating to Building, Plumbing, Business Licence and Sign Permit applications.

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

The Community Services division is responsible for maintenance and repair to ensure the safe and uninterrupted operation of 25 District-owned buildings, plus coordination of agreements with community groups who operate from additional municipally-owned facilities. Staff is responsible for a variety of community and heritage structures, administration and planning of 37 parks and open spaces, heritage conservation and climate changes initiatives. (See separate Budget section for further detail).

Key Services Delivered - Service Metrics: Service metrics will begin to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.

For example:

Building Permits issued 190 Development Applications 40 Active Business Licenses 748 Total permits issued 371 Bylaw Inspections 396 Construction Value $24 million Building Inspections 1647

Annual Report 2015 | centralsaanich.ca 69 MUNICIPAL SERVICES OPERATIONS

Planning and Building Services ...continued

2015 Accomplishments

Consultation and input into the draft Regional Sustainability Strategy

Completion of the Facilities Long-term Asset Management Plan

Introduced new mobile building inspection database tool. Allows for instant inspection notices to builders by email

Managed a record 748 business licences OPEN

Plans for 2016 Looking Ahead to 2017 - 2020 Public consultation on Residential infill & OCP Amendment consultation (Regional densification Context Statement: 2017) Advance actions from the Agricultural Area Plan; Farm Land Access strategy, Biodiversity Network mapping (2017) Gap Analysis and Feasibility Study for Multi Family Densification study (2017) Food Handling Facility Parking Study (2018) Input into CRD update of the Regional Growth Strategy Sea Level Rise Mapping (2018) OCP Amendment consultation (Rural Environmental DP Area Guidelines servicing and growth containment policy: Update (2018) 2016) OCP Review (2019 and 2020)

70 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 71 MUNICIPAL SERVICES OPERATIONS

Community Services Community Services is responsible for ensuring the safe and uninterrupted operation of 25 District facilities, including the Municipal Hall/Police Station, two Fire Halls, Centennial Park Fieldhouse and Central Saanich Cultural Centre. A variety of community and heritage buildings such as West Saanich School, the Newman Farm buildings (15), public washrooms and two park residences are also managed. The Division is also responsible for Parks and Open Space planning and administration of 37 parks and open space areas, heritage conservation, climate action initiatives and the corporate gifting program.

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

Key Services Delivered - Service Metrics: Service metrics will begin to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.

2015 Accomplishments

Facilities Long-term Asset Management Plan (F-LAMP) completed

Implementation of the F-LAMP, beginning with restorative maintenance/repairs of the Municipal Hall, Cultural Centre, Butterfield Park residence, Centennial Park buildings, Rom Knott Park concession and West Saanich School

Implementation of the Kitchen Scraps Diversion program within district facilities

A 10-year Licence Agreement signed with the Farmlands Trust Society (FLT) for use of the Newman Farm

72 Annual Report 2015 | centralsaanich.ca Plans for 2016 Looking Ahead to 2017 - 2020 Continue to implement F-LAMP Continue to implement F-LAMP recommendations with a focus on recommendations with a focus on high risk safety-related work at completing the remaining $800,000 the Municipal Hall/Police Station in high risk safety related upgrades at (improved fire resistance, stairwell the Municipal Hall (sprinkler system, safety, vehicle exhaust extraction) HazMat abatement, re-verification of and Public Services buildings. the fire alarm system, seismic upgrade of Apparatus Bays) and approximately Continue to implement F-LAMP $1,000,000 in work at other facilities. recommendations and undertake Timing of the work at the Municipal Hall restorative maintenance at other will be dependent on the development of facilities including the Central an overall strategy for Municipal Hall and Saanich Cultural Centre, Centennial Police building which is planned for 2016 Park residence, West Saanich School as well. and park buildings. 3-Phase Park Planning: 2017 - Park Work with the Cenotaph Committee Priorities; 2018 - Trail Priorities and to develop recommendations for a 2019 -Shoreline Access Priorities. preferred option for both a site and design of the Memorial Cenotaph. Heritage Inventory Update in 2019

Continued support of the Skatepark Development Project, championed by the Central Saanich Lions Club.

Continue to implement changes which reduce GHG emissions and improve energy efficiencies.

Annual Report 2015 | centralsaanich.ca 73 MUNICIPAL SERVICES OPERATIONS

Engineering Engineering is responsible for all In addition, the Division processes, municipal infrastructure, which include approves and inspects of all works 133 kilometres of paved roads, 2 installed by private developers that kilometres of unpaved roads, 470 Street become municipal property including: Lights, 80 traffic islands, 73 kilometres of design and construction of roads, storm sewers, 120 kilometres of drainage sidewalks, traffic control measures, ditches, 100 kilometres of sanitary drainage, sanitary sewers, and water sewers, sewage pumps and lift stations, mains, and planning of future servicing requirements. 130 kilometres of water main, pressure- reducing valves and booster pumps and Review and inspection of subdivision 37 parks, playgrounds and open spaces developments in the District and 28 beach accesses covering over 81 Responding to queries with respect to hectares. municipal servicing requirements from consultants, contractors, developers The Department is comprised of two and residents. divisions: Engineering and Public Works. The Engineering Division is responsible Issuing soil deposit and removal permits, tree cutting permits in areas for the design and implementation of susceptible to soil erosion, driveway all infrastructure and transportation access permits and permits to work systems. within municipal road allowance.

74 Annual Report 2015 | centralsaanich.ca The Public Works Division is responsible for the operation, maintenance and repair of Transportation Systems: roads, bridges, traffic signals, streetlights, street signs, sidewalks, bus shelters and roadside litter control.

Drainage Systems: Maintenance of storm drainage infrastructure including natural and constructed systems. Drainage network includes 32 kilometers of creeks, 73 kilometres of storm sewers and 120 kilometres of drainage ditches.

Parks: Maintenance of the Districts 37 Community, Neighbourhood and Passive Parks, trails, playgrounds and naturalized green spaces for public use. Integrated Turf, Plant Health and Urban Forest Management principles guide maintenance activities together with Water Management best practices and public safety.

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

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

Key Services Delivered - Service Metrics: Service metrics will begin to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.

2015 Accomplishments

Purchased Maber Flats site for Agricultural Drainage Facility

Construction of Wallace Drive Bicycle Lanes Phase One

Completion of Phase 2 of Sluggett Creek Channel Improvements

Keating and West Saanich Road Traffic Signals Upgraded

Installation of new cycling wayfinding signage in partnership with CRD.

Annual Report 2015 | centralsaanich.ca 75 MUNICIPAL SERVICES OPERATIONS

Engineering...continued

Plans for 2016 Looking Ahead to 2017 - 2020 Implementing pavement management Adam Kerr Park Stormwater Control plan including integrated multi-modal Improvements opportunities such as bike lanes and walkways. Complete design of Martindale Retention System Conceptual options for Stellys Pathway in partnership with Tsartlip First Nation Detailed design and construction of Stellys Pathway. Sluggett-Peggy Anne Channel Improvement Continuing to implement improvements outlined by the ISMP in areas of ecological Complete design of Maber Flats restoration, rainwater management, and Drainage Facility best management practices. Complete Sluggett-Peggy Anne Channel Improvements Initiate construction of initial phases of Agricultural Drainage Facility in Maber Flats subject to receipt of grant funding Complete Long Term Financial Plan for all infrastructure assets Consider viability of Drainage Utility User Fee System Model Consider including natural Watershed drainage features in Asset Management Program

76 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 77 MUNICIPAL SERVICES OPERATIONS

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

The Public Works Division is responsible for providing a variety of municipal services including: Improvements, operation and maintenance of: 133 kilometres of paved roads, 2 kilometres of unpaved roads, 470 Street Lights, 80 traffic islands, 73 kilometres of storm sewers, 120 kilometres of drainage ditches, 100 kilometres of sanitary sewers, sewage pumps and lift stations, 130 kilometres of water main, pressure-reducing valves and booster pumps.

Providing municipal service connections for water, sewer, and storm drains Maintenance of municipal vehicles and equipment Operation and maintenance of the Districts 37 Community, Neighborhood and Passive Parks, trails, playgrounds and naturalized green spaces for the public use.

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

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

Key Services Delivered - Service Metrics: Service metrics will begin to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.

78 Annual Report 2015 | centralsaanich.ca 2015 Accomplishments

Completion of minor road restoration/repairs on Scohon Dr, Sean Rd, McHattie Rd (level course, Veyaness Rd (level course). Grind/Pave sections of the intersection near West Saanich Rd and Keating X Rd, Oldfield and Keating X Rd and 2000-2100 block of Keating X Rd. Completion of 2015 Chip seal program on Stellys Cross Rd, Veyaness Rd, Hovey Road, Knott Way, Greig Avenue and McHattie Road.

Drainage improvements at 1400 Benvenuto Avenue and Wallace Drive at Bayside

Agricultural Ditching Program (Approx. 4.6 Kms) Serviced approximately 1,400 core catch basins Recapped sections of trail within Centennial Park. Centennial Park diamond #2 backstop/dugout completed Rom Knott roof replacement and outbuilding roof at Centennial Park. With the appreciation of receiving a $9,000 BC Hydro/Tree Canada Grant in 2015, over 800 trees/shrubs were planted throughout the district. Installed new benches and refinished numerous benches in various locations

Plans for 2016 Looking Ahead to 2017 - 2020 Continue to utilize condition assessment Ongoing pavement management data for guiding maintenance priorities required due to infrastructure age and developing long-term capital infrastructure rehabilitation programs Replacement of drain mains due to infrastructure age and increased Resurfacing of pavement based on maintenance costs priorities identified in Pavement Management Plan including remaining Ongoing implementation of vehicle sections on Keating Cross Road and replacement plan Wallace Drive Replacement of drain main at the end of service life as identified by CCTV inspection program Delivery of tandem dump truck and Truck with Dump Body Installation of Fuel Delivery System

Annual Report 2015 | centralsaanich.ca 79 MUNICIPAL SERVICES OPERATIONS

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

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

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

Maintenance activity remained consistent with previous years in 2015. The department repaired 17 Main breaks, flushed 151 kilometres of pipe, replaced 400 water meters and 11 hydrants, exercised 480 hydrants and serviced 30 air valves.

Key Services Delivered - Service Metrics: Service metrics will begin to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.

80 Annual Report 2015 | centralsaanich.ca 2015 Accomplishments

Wallace Drive/Prosser Road Water Main Replacement

Meter Replacement Program (Approx. 400)

Valve Meter Replacement Program (Tanner Rd valves, 9 Hydrants)

The Air Valve Maintenance Program (30 air valves serviced)

PRV stations and booster station maintenance

Repaired unscheduled water main breaks

Plans for 2016 Looking Ahead to 2017 - 2020 Maintain Service levels. Maintain a minimum of two capital Develop a minimum of two capital projects suitable for Infrastructure projects suitable for Infrastructure Canada Grant Funding Programs. Should Canada Grant Funding Programs. Should grant funding be received, continue grant funding be received, continue construction of the Brentwood Bay construction of the Brentwood Bay Area Fire Protection water supply Area Fire Protection water supply improvements – Phase II. improvements – in 2016 the Brentwood area is identified as the Phase I. Continue to increase replacement of infrastructure in accordance with the Complete Long Term Financial Plan for Water Supply Master Plan and increase Water Utility. capital spending toward reaching minimum replacement levels by 2023. Complete design of Brentwood Bay Fire Protection Water Supply Improvements - Phase II. Complete Design of Oldfield Road Main Replacement.

Annual Report 2015 | centralsaanich.ca 81 MUNICIPAL SERVICES OPERATIONS

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

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

In September 2015 a Sewer Master Plan was approved and outlines a long term approach to replacement of infrastructure, environmental protection improvements and upgrading of the system. A near term plan for an estimated $3.8 million in capital improvements is suggested. Maintenance activity remained high in 2015. Installed 9 new services, flushed 6.5 kilometers of pipe, serviced 17 lift station and repaired or sealed 20 manholes under the Inflow and Infiltration Program.

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

82 Annual Report 2015 | centralsaanich.ca Key Services Delivered - Service Metrics: Service metrics will begin to be introduced in the 2016 budget year and gradually incorporated into the annual management and reporting cycle. This is a work in progress and will continue to evolve over the next three years.

2015 Accomplishments

Maintain & service the entire water distribution and sewer collection utility infrastructure in addition to project related services. Sewer Main Replacement (Derrinberg Rd.) Sewer Force Main Replacements (2 on Sea Dr.) 9 new Sewer service connections installed Sewer Force Main Design (Sluggett Ave. between Hagan & Brentwood Stations) In-flow and infiltration (I&I) reduction program (Smoke Testing) Sewer Main Line Flushing (6,500m) Annual sewer Video Inspection Program (VFD) Variable Frequency Drive upgrades

Plans for 2016 Looking Ahead to 2017 - 2020 Develop a minimum of two capital Maintain focus on operating cost projects from the Sewer Master Plan efficiencies to provide flexibility for capital suitable for Infrastructure Canada Grant program funding. Funding Programs. Should grant funding be received, continue construction of the The capital program will progress in Hagan Pump Station and Phase I and II accordance with Sewer Master Plan – next projects stages being continuation of the Hagan Pump station project, and the next stages Complete Long Term Financial Plan for of the Sluggett Forcemain Upgrade. Sewer Utility Design Phase II of the Hagan Pump Station Project

Annual Report 2015 | centralsaanich.ca 83 84 Annual Report 2015 | centralsaanich.ca FINANCIALS

Annual Report 2015 | centralsaanich.ca 85 86 Annual Report 2015 | centralsaanich.ca REPORT FROM DIRECTOR OF FINANCIAL SERVICES I am pleased to present the District of Central Saanich audited financial statements for the year ended December, 31, 2015. The financial statements are the responsibility of the Districts management and have been prepared in compliance with Section 167 of the Community Charter and in accordance with generally accepted accounting principles approved by the Public Sector Accounting Board (PSAB). The District $5.7 million. Consolidated accumulated maintains a system of internal controls, surplus also improved to $96.8 million. including policies and procedures, This balance consists primarily of an designed to safeguard the assets of the increased investment in tangible capital corporation and provide reliable financial assets, growth in reserve funds and a information. The Financial Statements small portion of operating fund surplus have been audited by KPMG LLP who which is available for future spending. has expressed that in their opinion these statements present fairly in all material The District’s commitment to good respects, the financial position of the governance and prudent financial District as at December 31 2015. management is reflected in its financial policies and procedures, increasing The District continued to build its financial investment in sustainable replacement position in 2015, reflecting an ongoing of infrastructure, and balanced use of commitment to meet future financial reserves and debt financing. obligations. Looking forward, we plan to introduce Consolidated revenues increased by $1.2 long term financial planning in 2016 and million from 2014, slightly above budget develop an approach to reach sustainable for the year. Property taxation, utility infrastructure replacement funding levels fees and sales of service are the primary within a reasonable timeframe. drivers of that increase. Expenses marginally increased by $250,000 over Sincerely 2014, substantially below budget. Over $4.1 million in capital assets were acquired during the year and net financial Paul Murray assets improved from $3.4 million to Director of Financial Services

Annual Report 2015 | centralsaanich.ca 87 88 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 89 90 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 91 92 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 93 94 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 95 96 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 97 98 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 99 100 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 101 102 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 103 104 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 105 106 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 107 108 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 109 110 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 111 112 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 113 STATISTICS

114 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 115 116 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 117 118 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 119 120 Annual Report 2015 | centralsaanich.ca Annual Report 2015 | centralsaanich.ca 121 LÁU, WELNEW (Mount Newton) in the background, with Newman Farm in the foreground.

122 Annual Report 2015 | centralsaanich.ca THE LEGEND OF LÁU, WELNEW

In the beginning it was the Saanich teaching to look after Mother Earth. All of the animals, the birds, the trees and the salmon, even the wind, were, and still are, people. For many years the people remembered the words of the creator (XÁLS) and there was a long period of happiness and plentiful food. Then they began to forget those teachings. The creator’s feelings were hurt that the people began to forget his good teachings, so the cre- ator told the people that a great flood would come and said: “You prepare yourselves.” The people prepared a cedar rope and gathered their food and all of their possessions. The tide waters began to rise. The people loaded all of their belongings into their canoes.

Some people did not heed XÁLS teachings. They were not prepared and were washed away. Their canoes were destroyed. The water rose higher and higher. The people paddled to the highest mountatin nearby. The trees were still above the water. They tied themselves to an arbutus tree on top of the moun- tain. Soon the tops of the trees were covered with water. They were afraid and prayed to survive the great flood. They asked XÁLS to take pity on them. After many days, a crow came and landed on the bow of the canoe. He was carrying a stick and was talking to the people. The crow had brought the good news. Suddenly a mountain began to emerge in the distance. One of the men said, “NI QENNET TTE WSÁNEC”, (translated means, “Look at what is emerging”), as he pointed to the mountain emerging in the distance. Before they left the mountain, they gathered around the huge coil of cedar rope and gave thanks. They said from now on this mountain will be called LÁU,WELNEW (Place of refuge). They also said, “We will be called the WSÁNEC” (The emerging people). XÁLS heard their prayers. XÁLS said he would not punish the people by flood again. The people who were saved are the ancestors of the Saanich Tribe today.

T his is our heritage.

Author Unknown. “The Legend of LÁU,WELNEW” Retrieved from URL http://wsanecschoolboard.ca/

Annual Report 2015 | centralsaanich.ca 123 District of Central Saanich