METRO VANCOUVER REGIONAL DISTRICT FINANCE AND INTERGOVERNMENT COMMITTEE
REGULAR MEETING
Wednesday, May 12, 2021 1:00 p.m. 28th Floor Boardroom, 4730 Kingsway, Burnaby, British Columbia
A G E N D A1
1. ADOPTION OF THE AGENDA
1.1 May 12, 2021 Regular Meeting Agenda That the Finance and Intergovernment Committee adopt the agenda for its regular meeting scheduled for May 12, 2021 as circulated.
2. ADOPTION OF THE MINUTES
2.1 April 14, 2021 Regular Meeting Minutes That the Finance and Intergovernment Committee adopt the minutes of its regular meeting held April 14, 2021 as circulated.
3. DELEGATIONS
3.1 Nathan Davidowicz Subject: Request for additional funds to purchase extra buses from the Greater Vancouver Regional Fund.
4. INVITED PRESENTATIONS
5. REPORTS FROM COMMITTEE OR STAFF
5.1 Update to the 2019-2022 Board Strategic Plan That the MVRD Board approve the updated 2019-2022 Board Strategic Plan as presented in the report dated April 26, 2021, titled “Update to the 2019-2022 Board Strategic Plan.”
5.2 2020 Statement of Financial Information That the MVRD Board approve the Statement of Financial Information for the year ended December 31, 2020.
1 Note: Recommendation is shown under each item, where applicable.
May 5, 2021
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5.3 Project Delivery Best Practice Response – Capital Project Governance & Stage Gate Framework That the MVRD Board receive for information the report dated May 3, 2021 titled “Project Delivery Best Practice Response – Capital Project Governance & Stage Gate Framework.”
5.4 Project Delivery Department – Governance Transition That the Finance and Intergovernment Committee receive for information the report dated May 3, 2021 titled “Project Delivery Department - Governance Transition.”
5.5 Manager’s Report That the Finance and Intergovernment Committee receive for information the report dated, April 27, 2021, titled “Manager’s Report.”
6. INFORMATION ITEMS
7. OTHER BUSINESS
8. BUSINESS ARISING FROM DELEGATIONS
9. RESOLUTION TO CLOSE MEETING Note: The Committee must state by resolution the basis under section 90 of the Community Charter on which the meeting is being closed. If a member wishes to add an item, the basis must be included below.
That the Finance and Intergovernment Committee close its regular meeting scheduled for May 12, 2021 pursuant to the Community Charter provisions, Section 90 (1) (a), (c) and 90 (2) (b) as follows: “90 (1) A part of the meeting may be closed to the public if the subject matter being considered relates to or is one or more of the following: (a) personal information about an identifiable individual who holds or is being considered for a position as an officer, employee or agent of the regional district or another position appointed by the regional district; (c) labour relations or other employee relations; and
90 (2) A part of a meeting must be closed to the public if the subject matter being considered relates to one or more of the following: (b) the consideration of information received and held in confidence relating to negotiations between the regional district and a provincial government or the federal government or both and a third party.”
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10. ADJOURNMENT/CONCLUSION That the Finance and Intergovernment Committee adjourn/conclude its regular meeting of May 12, 2021.
Membership: Buchanan, Linda (C) - North Vancouver City Dingwall, Bill - Pitt Meadows McEwen, John - Anmore Dhaliwal, Sav (VC) - Burnaby Froese, Jack - Langley Township Stewart, Kennedy - Vancouver Booth, Mary-Ann - West Vancouver Hurley, Mike - Burnaby Stewart, Richard - Coquitlam Brodie, Malcolm - Richmond McCallum, Doug - Surrey West, Brad - Port Coquitlam Coté, Jonathan - New Westminster McCutcheon, Jen - Electoral Area A
Finance and Intergovernment Committee 2.1
METRO VANCOUVER REGIONAL DISTRICT FINANCE AND INTERGOVERNMENT COMMITTEE
Minutes of the Regular Meeting of the Metro Vancouver Regional District (MVRD) Finance and Intergovernment Committee held at 1:03 p.m. on Wednesday, April 14, 2021 in the 28th Floor Boardroom, 4730 Kingsway, Burnaby, British Columbia.
MEMBERS PRESENT: Chair, Mayor Linda Buchanan*, North Vancouver City Vice Chair, Councillor Sav Dhaliwal*, Burnaby Mayor Mary-Ann Booth*, West Vancouver Mayor Malcolm Brodie*, Richmond Mayor Jonathan Coté*, New Westminster Mayor Bill Dingwall*, Pitt Meadows Mayor Jack Froese*, Langley Township Mayor Mike Hurley*, Burnaby Mayor Doug McCallum*, Surrey Director Jen McCutcheon*, Electoral Area A Mayor John McEwen*, Anmore Mayor Richard Stewart*, Coquitlam (arrived at 1:13 p.m.) Mayor Brad West*, Port Coquitlam
MEMBERS ABSENT: Mayor Kennedy Stewart, Vancouver
STAFF PRESENT: Jerry W. Dobrovolny, Chief Administrative Officer Lauren Cichon, Legislative Services Coordinator, Board and Information Services
1. ADOPTION OF THE AGENDA
1.1 April 14, 2021 Regular Meeting Agenda
It was MOVED and SECONDED That the Finance and Intergovernment Committee adopt the agenda for its regular meeting scheduled for April 14, 2021 as circulated. CARRIED
*denotes electronic meeting participation as authorized by Section 3.6.2 of the Procedure Bylaw
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Finance and Intergovernment Committee 2. ADOPTION OF THE MINUTES
2.1 March 10, 2021 Regular Meeting Minutes
It was MOVED and SECONDED That the Finance and Intergovernment Committee adopt the minutes for its regular meeting held March 10, 2021 as circulated. CARRIED
3. DELEGATIONS No items presented.
4. INVITED PRESENTATIONS No items presented.
5. REPORTS FROM COMMITTEE OR STAFF
5.1 2021 National Zero Waste Council Annual Update Report dated March 10, 2021 from Heather Schoemaker, General Manager, and Ann Rowan, Division Manager, Collaboration and Engagement, External Relations, providing an update on the work of the National Zero Waste Council over the past year and identifying the work planned for 2021.
1:13 p.m. Mayor Richard Stewart arrived to the meeting.
It was MOVED and SECONDED That the MVRD Board receive for information the report dated March 10, 2021 titled “National Zero Waste Council Annual Update.” CARRIED
5.2 Union of BC Municipalities 2021 Community Excellence Awards Nominations Report dated March 29, 2021 from Amanda McCuaig, Director of Communications, and Jean Lawson, Program Manager, Intergovernment Relations, External Relations, seeking MVRD support to submit for two Metro Vancouver projects to be considered for the UBCM 2021 Community Excellence Awards.
It was MOVED and SECONDED That the MVRD Board support the following entries for the Union of BC Municipalities 2021 Community Excellence Awards: a) Excellence in Governance: Metro Vancouver’s Increased Engagement During a Time of “Social Isolation”; and b) Excellence in Sustainability: Lulu Island Renewable Natural Gas Facility. CARRIED
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Finance and Intergovernment Committee 5.3 Update to the 2019-2022 Board Strategic Plan Report dated April 2, 2021 from Heather Schoemaker, General Manager, Ann Rowan, Division Manager, Collaboration and Engagement, Tess Kitchen, Senior Policy Advisor, External Relations, and Megan Gerryts, Policy Advisor, Regional Economic Prosperity Service, together with on-table attachments titled “April 2021 Update Board Strategic Plan 2019-2022” and “2019-2022 Board Strategic Plan: Accomplishments to April 2021” dated April 2, 2021, presenting for the MVRD Board’s consideration and approving an updated 2019-2022 Board Strategic Plan based on discussions at the February 26-27, 2021 Board Strategic Planning Workshop.
Members requested to review the incorporated changes prior to being forwarded to the MVRD Board for its consideration and approval.
It was MOVED and SECONDED That the Finance and Intergovernment Committee refer the report titled “Update to the 2019-2022 Board Strategic Plan”, together with on-table attachments titled “April 2021 Update Board Strategic Plan 2019-2022” and “2019-2022 Board Strategic Plan: Accomplishments to April 2021” dated April 2, 2021, back to staff to consolidate the incorporated changes for the Committee’s consideration at its May 12, 2021 meeting. CARRIED
5.4 Contract Amendment to AECOM Canada Ltd. For Owner’s Engineer Advisory Services for North Shore Wastewater Treatment Plant Report dated March 25, 2021 from Roy Moulder, Director, Purchasing and Risk Management, Financial Services, and Paul Sawyer, Director, Major Projects – NSWWTP, Project Delivery, requesting the GVS&DD Board to approve a contract amendment through change order, for the owner’s engineering services with AECOM for the North Shore Wastewater Treatment Plant project in an amount of $7,118,094 (exclusive of taxes).
It was MOVED and SECONDED That the GVS&DD Board authorize: a) a contract amendment in the amount of $7,118,094 (exclusive of taxes) to AECOM Canada Ltd. for the provision of owner’s engineering consulting services for the North Shore Wastewater Treatment Plant project, subject to final review by the Commissioner; and b) the Commissioner and the Corporate Officer to execute the required documentation once the Commissioner is satisfied that the change order should proceed. CARRIED
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Finance and Intergovernment Committee 5.5 Manager’s Report Report dated April 6, 2021, from Jerry Dobrovolny, Commissioner/Chief Administrative Officer, provided an update on the Waste-to-Energy Facility located in Burnaby. Members were informed a report will be provided to the Committee once the facility is completed.
It was MOVED and SECONDED That the Finance and Intergovernment Committee receive for information the report dated April 6, 2021, titled “Manager’s Report”. CARRIED
6. INFORMATION ITEMS No items presented.
7. OTHER BUSINESS No items presented.
8. BUSINESS ARISING FROM DELEGATIONS No items presented.
9. RESOLUTION TO CLOSE MEETING
It was MOVED and SECONDED That the Finance and Intergovernment Committee Board close its regular meeting scheduled for April 14, 2021 pursuant to the Community Charter provisions, Section 90 (1) (a), (c) as follows: “90 (1) A part of the meeting may be closed to the public if the subject matter being considered relates to or is one or more of the following: (a) personal information about an identifiable individual who holds or is being considered for a position as an officer, employee or agent of the regional district or another position appointed by the regional district; and (c) labour relations or other employee relations.” CARRIED
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Finance and Intergovernment Committee 10. ADJOURNMENT/CONCLUSION
It was MOVED and SECONDED That the Finance and Intergovernment Committee adjourn its regular meeting of April 14, 2021. CARRIED (Time: 1:30 p.m.)
______Lauren Cichon, Linda Buchanan, Chair Legislative Services Coordinator
44930655 FINAL
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Finance and Intergovernment Committee 3.1
DELEGATION EXECUTIVE SUMMARY
Name: Nathan Davidowicz Subject: Requesting additional funds to buy extra buses from the Greater Vancouver Regional Fund Presenting to: Finance and Intergovernment Committee Date of Meeting: May 12, 2021
The subject is: GVRF
Specific Actions: Recommend buying up to extra 300 e.Buses with the funds from GVRF.
MVRD needs to move fast upon receiving the extra gas tax money from the Federal government. It is estimated at about $140 M for MVRD ( $ 285M for BC ) Maybe instead of continuing to place separate orders for new buses by BCT and TL, a joint order could be done and a better price per e.bus can be realized. MOTI new service plan suggest that on page 12 Objective 3.1 https://www.bcbudget.gov.bc.ca/2021/sp/pdf/ministry/tran.pdf
BC needs to buy an extra 500 standard e.buses and about 100 e.minibuses for HandyDART. As the lead time is about two years the faster we order these extra buses in 2021 the faster we can put them on the road in 2023. https://www.ubcm.ca/EN/meta/news/news-archive/2021-archive/legislation-aims-at-doubling- federal-gas-tax-fund.html
Finance and Intergovernment Committee 5.1
To: Finance and Intergovernment Committee
From: Heather Schoemaker, General Manager, External Relations, Ann Rowan, Division Manager, Collaboration and Engagement, Tess Kitchen, Senior Policy Advisor, External Relations and Megan Gerryts, Policy Advisor, Regional Economic Prosperity Service
Date: April 26, 2021 Meeting Date: May 12, 2021
Subject: Update to the 2019-2022 Board Strategic Plan
RECOMMENDATION That the MVRD Board approve the updated 2019-2022 Board Strategic Plan as presented in the report dated April 26, 2021, titled “Update to the 2019-2022 Board Strategic Plan.”
EXECUTIVE SUMMARY The board strategic planning workshop held February 26-27, 2021 was an opportunity to assess progress on the current Board Strategic Plan, the need for any adjustments for the remainder of the term, and reflect on the changing landscape around resilience, equity, reconciliation, and prosperity. Throughout the workshop, there was a diversity of opinions expressed, with some common themes emerging. Staff have compiled the comments and feedback provided at the workshop and are proposing, for the consideration of the Board, minor updates to the plan. The proposed updates are shown in red text in Attachment 1. A design version of a 2021 Update to the Board Strategic Plan 2019-2022 is presented in Attachment 2; included is the addition of an appendix showcasing Board accomplishments of the past two years.
PURPOSE To present for the Board’s consideration and approval an updated 2019-2022 Board Strategic Plan based on discussions at the February 26-27 Board Strategic Planning Workshop.
BACKGROUND The Board Strategic Plan is the guiding document for the Board of Directors for their four-year mandate. Half-way through the Board’s mandate, a workshop is held to assess the progress on the current plan and discuss the need for any adjustments for the remainder of the term.
This report provides an overview of the Board Strategic Planning Workshop held in February, 2021, the topics that were discussed, and presents a proposed update to the plan for Board consideration and approval.
FEBRUARY 26-27, 2021 BOARD STRATEGIC PLANNING WORKSHOP On February 26-27, 2021 a workshop was held with the Board of Directors with the objectives of providing a mid-term review on the current plan and assessing the need for any adjustments or course correction. Given the tumultuous events of 2020, the focus of the workshop was on the changing landscape around resilience, equity, reconciliation, and prosperity. The topics of resilience
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Finance and Intergovernment Committee Update to the 2019-2022 Board Strategic Plan Finance and Intergovernment Committee Regular Meeting Date: May 12, 2021 Page 2 of 4 and prosperity have been discussed previously with the Board through separate reports and presentations, including Board direction for the creation of a Resilience Framework for Metro Vancouver and the launch of the Regional Economic Prosperity Service, so the focus of the February workshop was around equity and reconciliation and a more general reflection on the eight functional areas of the Board Strategic Plan.
The workshop included guest speakers and breakout group discussions focused on how reconciliation and equity affect the work and operations of Metro Vancouver.
The first day of the workshop provided the opportunity to reflect on the accomplishments of the past two years and assess the changing landscape since the plan was adopted. After opening remarks, a video capturing the accomplishments under the first two years of the Board’s mandate was presented; these accomplishments have been captured in an appendix that is incorporated into the proposed updated Board Strategic Plan. Guest speaker Dr. Jalonne White-Newsome provided a presentation on the interactions between public infrastructure, climate change, and inequities. Breakout group discussions focused on how the region could benefit from incorporating equity into regional services and ways to approach equity for the remainder of the Board’s mandate.
The second day of the workshop began with guest speaker Chief Dr. Robert Joseph providing a call to action to make reconciliation a core value. Breakout group discussions explored what reconciliation means to Metro Vancouver as an organization and additional actions that can be taken in support of reconciliation.
The two-day workshop ended with a page-by-page review of the current Board Strategic Plan, with Directors identifying any gaps or areas of opportunity in the document.
PROPOSED UPDATES TO THE 2019-2022 BOARD STRATEGIC PLAN Over the course of the workshop, Directors shared many ideas and comments in the breakout and plenary sessions, and these ideas and comments were captured by note-takers. Working from these notes, comments that were mentioned frequently appear in the proposed updates to the Board Strategic Plan. Other comments will be provided to staff who will in turn incorporate the suggestions into their work plans. In general, the current Board Strategic Plan still reflects the Board’s aspirations such as commitments to financial sustainability, climate action, affordable housing, and the importance of our regional parks. However, in light of the events of 2020, a deeper look at how Metro Vancouver services contribute to the resilience of the region is warranted. More on the direction around resilience will come forward as part of the development of the Resilience Framework that was endorsed by the Board in July 2020 and does not require adjustment to the Board Strategic Plan.
The proposed updates to the plan are shown in red text in Attachment 1 and cover the following areas:
Finance and Intergovernment Committee Update to the 2019-2022 Board Strategic Plan Finance and Intergovernment Committee Regular Meeting Date: May 12, 2021 Page 3 of 4
Land Acknowledgement (inside cover) Added draft text to recognize and respect the shared territories and diverse and distinct histories, languages and cultures of many Indigenous Peoples and in particular the 10 local First Nations.
Context Setting Revised letter from the Chair Inserted additional language on resilience in Planning for the Region section Revised text regarding long-term financial planning to reflect the current actions
Regional Federation Broadened the changes that affect resilience beyond natural and environmental conditions Added direction regarding the disproportionate impact of change Added direction to encourage innovation in the provision of Metro Vancouver services operations that will contribute to the region’s resilience and prosperity Added direction on exploring pathways to reconciliation with First Nations in the region
Housing Services Amended text to reflect the adopted 10-Year Housing Plan that is now being implemented
Attachment 2 accepts the proposed updates and presents an updated 2019-2022 Board Strategic Plan. Included in the updated plan is an Appendix that summarizes, by function area and strategic direction, the accomplishments during the first two years of the Board’s mandate.
ALTERNATIVES 1. That the MVRD Board approve the updated 2019-2022 Board Strategic Plan as presented in the report dated April 26, 2021, titled “Update to the 2019-2022 Board Strategic Plan”.
2. That the Finance and Intergovernment Committee receive for information the report dated April 26, 2021, titled “Update to the 2019-2022 Board Strategic Plan” and provide alternate direction to staff.
FINANCIAL IMPLICATIONS If Alternative 1 is approved, staff will finalize the updated 2019-2022 Board Strategic Plan as presented. Implementation of the additional strategic directions identified in the plan may require the reallocation of some existing resources, as well as the need for additional resources over time. Any proposed reallocations and additions of resources will be brought to the Board through the annual budget process.
CONCLUSION The Board Strategic Plan is the guiding document for the Metro Vancouver Board of Directors over its four-year term. Half-way through the Board’s mandate, a workshop is held to assess progress on the current plan and discuss the need for any adjustments for the remainder of the term. The Board Strategic Planning Workshop held February 26-27, 2021 reflected on the accomplishments of the past
Finance and Intergovernment Committee Update to the 2019-2022 Board Strategic Plan Finance and Intergovernment Committee Regular Meeting Date: May 12, 2021 Page 4 of 4 two years with a specific focus on the changing landscape around resilience, equity, reconciliation, and prosperity, as well as to reflect generally on priorities for the remainder of the two-year term. Staff have compiled the feedback and direction provided at the workshop and are proposing, for the consideration of the Board, minor updates to the plan and the addition of an appendix showcasing the accomplishments of the past two years.
Attachments (Doc# 45289451): 1) Proposed changes to 2019-2022 Board Strategic Plan – text changes in red 2) Proposed Updated 2019-2022 Board Strategic Plan
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Finance and Intergovernment Committee Attachment 1
May 2021 Update Board Strategic Plan R A F2019 – T2022 D
Finance and Intergovernment Committee Metro Vancouver acknowledges that the region’s residents live, work, and learn on the shared territories of many Indigenous peoples, including 10 local First Nations: Katzie, Kwantlen, Kwikwetlem, Matsqui, Musqueam, Qayqayt, Semiahmoo, Squamish, Tsawwassen, and Tsleil- Waututh.
Metro Vancouver respects the diverse and distinct histories, languages, and cultures of First Nations, Métis, and Inuit, which collectively enrich our lives and the region.
Text in red indicates modifications that have been made for the May 2021 Update since the original Metro Vancouver Board Strategic Plan 2019 - 2022 was published.
Front Cover: (clockwise from top left) Iona Island, Tivoli Gardens, Burnaby Lake Regional Park, Tunnel construction, Annacis Island Wastewater Treatment Plant.
2 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Contents
Message from the Chair...... 4 Metro Vancouver Board of Directors...... 5 Metro Vancouver Members...... 7 Governance...... 8 Map of Metro Vancouver Facilities & Services ...... 10 Planning for the future...... 12 The Board Strategic Plan...... 12 Vision...... 13 Mission ...... 13 Strategic Plan Themes...... 15 30-year Financial Planning...... 15 Strategic Directions...... 16 Regional Federation...... 18 Deliver Core Services...... 20 Water Services...... 20 Liquid Waste Services...... 22 Solid Waste Services...... 24 Regional Parks Services...... 26 Housing Services...... 28 Plan for the Region...... 30 Regional Planning...... 30 Air Quality & Climate Change...... 32 Appendix: Accomplishments to April 2021...... 35
May 2021 Update Board Strategic Plan | 2019 – 2022 3 Finance and Intergovernment Committee May 2021 Message from the Chair
The past year that we all experienced was historic. The disruption associated with the COVID-19 pandemic was substantive and revealing. We learned that many of our systems were resilient, that courage and compassion were endemic, and that we are capable of making changes consistent with health and safety guidelines. These were the positive outcomes, but the pandemic also revealed some of the divides in our communities: experiences differ in our healthcare and justice systems, job and income security, and in feeling safe and respected.
This is the context in which we met again as a Board in February 2021 for a strategic planning workshop. The focus of our discussion was on how reconciliation and equity are part of the work and operations of Metro Vancouver – discussions that tapped into other exchanges related to regional prosperity and resilience. The strength of our Board is in the diversity of perspective and opinions, so the discussions were rich and nuanced.
It was clear during the workshop that the members of the Board continue to be committed to ensuring the financial sustainability of Metro Vancouver and that an affordability lens is critically important in assessing plans and projects going forward. This will be apparent in budget considerations.
As a Board we are also pleased that the value of the long-term investment in the regional parks system – an extensive system of diverse and natural spaces – is more generally recognized as an important regional asset. During the pandemic, access to nature provided by regional parks made important contributions to the mental and physical well-being of the region’s residents, and park visitation numbers soared.
Metro Vancouver, in its role of providing essential services, has always worked to ensure the resilience of our infrastructure to natural hazards. As a result of the pandemic though, we recognize that resilience is a much more substantive issue; change comes from a variety of sources and the resilience of our economy, institutions, and communities is also important.
At the conclusion of the workshop, it was apparent that the Board Strategic Plan developed two years ago still reflects the Board’s aspirations and that only minor adjustments were required to refresh the document. In fact, we have already been successful in implementing our agenda. Included is an appendix that summarizes key accomplishments of Metro Vancouver under our mandate.
I continue to be excited by the opportunities that lie ahead and believe that through our willingness to work together, we can build on our strong foundations and achieve our shared vision of a livable, prosperous, and sustainable region.
Sav Dhaliwal Chair, Metro Vancouver Board of Directors
Finance and Intergovernment Committee Metro Vancouver Board of Directors*
John McEwen George Harvie Linda Buchanan Linda Annis Christine Boyle Anmore Delta North Vancouver City Surrey Vancouver
Jamie Ross Dylan Kruger Lisa Muri Doug Elford Adriane Carr Belcarra Delta North Vancouver Surrey Vancouver District David Hocking Jen McCutcheon Laurie Guerra Melissa De Genova Bowen Island Electoral Area A Bill Dingwall Surrey Vancouver Pitt Meadows Pietro Calendino Gayle Martin Doug McCallum Lisa Dominato Vancouver Burnaby Langley City Brad West Surrey Port Coquitlam Jack Froese Mandeep Nagra Colleen Hardwick Sav Dhaliwal Vancouver Burnaby Langley Township Robert Vagramov Surrey Port Moody Kim Richter Allison Patton Kennedy Stewart Mike Hurley Vancouver Burnaby Langley Township Malcolm Brodie Surrey Richmond Michael Wiebe Craig Hodge Ron McLaughlin Chief Ken Baird Lions Bay Vancouver Coquitlam Harold Steves Tsawwassen First Richmond Nation Mike Morden Mary-Ann Booth Richard Stewart West Vancouver Maple Ridge Coquitlam Jonathan Coté Darryl Walker White Rock New Westminster
*Current as of April 2021.
May 2021 Update Board Strategic Plan | 2019 – 2022 5 Finance and Intergovernment Committee THE METRO VANCOUVER REGION BOUNDARIES
Finance and Intergovernment Committee Metro Vancouver Members
Metro Vancouver comprises 23 members: 21 municipalities, one treaty First Nation and one electoral area.
Village of Anmore Township of Langley City of Port Moody
Village of Belcarra Village of Lions Bay City of Richmond
Bowen Island Municipality City of Maple Ridge City of Surrey
City of Burnaby City of New Westminster Tsawwassen First Nation
City of Coquitlam City of North Vancouver City of Vancouver
City of Delta District of North Vancouver District of West Vancouver
Electoral Area A City of Pitt Meadows City of White Rock
City of Langley City of Port Coquitlam
May 2021 Update Board Strategic Plan | 2019 – 2022 7 Finance and Intergovernment Committee Governance
Metro Vancouver is a regional government that represents residents of the region under four separate legal entities:
• Metro Vancouver Regional District (MVRD)
• Greater Vancouver Water District (GVWD)
• Greater Vancouver Sewerage & Drainage District (GVS&DD)
• Metro Vancouver Housing Corporation (MVHC)
1 1 GVS&DD 1 2 GVWD
Sewerage and Drainage District Water District
1 1 3 3 1 1
1 MVHC 1 MVRD
Housing Corporation Regional District
23 23 0 0
Each entity is governed by a separate Board of Directors composed of elected representatives from the respective member jurisdictions who have chosen to participate in the provision of the service. As established in the Metro Vancouver Regional District’s Letters Patent, the numbers of directors and votes are determined by resident populations of member jurisdictions. This ensures that as the population grows, the Board will continue to have proportional representation on behalf of the residents of the region.
8 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee METRO VANCOUVER
BOARDS 23 MEMBER JURISDICTIONS MVRD MVHC GVS&DD GVWD
Elected officials
Strategic directions & decisions
Input & recommendations
Commissioner Information, CAO STANDING analysis & COMMITTEES recommendations Member & TASK FORCES Collaboration on pan-municipal urisdiction topics staff and regional advisory committees
MV staff
The Board of Directors is the governing body for each Metro Vancouver entity and is informed by discussions and recommendations of its standing Committees. Metro Vancouver staff take Board direction on issues coming to the Board, as well as in defining and implementing plans and other initiatives. Staff prepare reports for Committees that are informed by research, data and analytical tools in addition to input from municipal staff, either directly or through advisory committees.
May 2021 Update Board Strategic Plan | 2019 – 2022 9 Finance and Intergovernment Committee [Will be updated]
10 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Map of Metro Vancouver Facilities & Services
May 2021 Update Board Strategic Plan | 2019 – 2022 11 Finance and Intergovernment Committee Planning for the Future
The Board Strategic Plan The Board Strategic Plan 2019 to 2022 identifies the Following direction from the Board in July 2020, a Board’s key priorities for its four-year mandate. The Resilience Framework will be developed to provide Board Strategic Plan reflects the regional priorities that an approach for operationalizing resilience across the Metro Vancouver organization. Guided by the will shape Metro Vancouver’s 30-Year Financial principles of equity, reconciliation, and prosperity, Framework. It is the first Board Strategic Plan that the framework will support a resilient and healthy examines projected expenditures over a long term region through: planning horizon and provides strategic directions in • Advancing the resilience of built and natural each of Metro Vancouver’s legislated areas of infrastructure responsibility, along with providing guidance on near • Improving institutional capacity to manage term priorities. shocks and stresses • Enhancing collective efforts to build resilience With the adoption of the Board Strategic Plan, annual through collaborative partnerships departmental work plans are prepared for Metro • Accelerating action to address climate change Vancouver’s business areas that respond to the directions of the Board Strategic Plan. These work plans include high level performance indicators that have been developed across the organization to evaluate trends, determine key actions for the coming year, and assist in long-term planning. The departmental work plans are then refined and incorporated into the individual work plans of the Standing Committees of the Board that provide political oversight to these activities.
*Diagram updated in April 2021.
12 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Vision
Metro Vancouver embraces collaboration and innovation in providing sustainable regional services that contribute to a livable and resilient region and a healthy natural environment for current and future generations.
Mission Metro Vancouver’s mission is framed around three broad roles.
1. Serve as Regional Federation 3. Plan for the Region Serve as the main political forum for discussion Carry out planning and regulatory responsibilities of significant community issues at the regional related to the three utility services as well as air level, and facilitate the collaboration of members quality and climate change, regional planning, regional in delivering the services best provided at the parks, Electoral Area A, affordable housing, labour regional level. relations, regional economic prosperity, and regional emergency management. 2. Deliver Core Services Provide regional utility services related to drinking water, liquid waste and solid waste to members. Provide regional services, including parks and affordable housing, directly to residents and act as the local government for Electoral Area A.
May 2021 Update Board Strategic Plan | 2019 – 2022 13 Finance and Intergovernment Committee Success of Future Generations P P E E panded Housing Authority E P Attracting and Keeping Young People S R S Circular Economy F S Custodians of the Region B J Quality of Life N R V Regional thinking P ero Waste E panded Scope P P S Embrace sustainable E Clean Water C R O principles and practices Effective Governance and Service Provision Clean Air H H Leadership Culture of Collaboration A Inclusive C U E S Fully Connected Public Transportation System T E Balance C E D I D M R F I H W B Serve the people of the region S S Equitable Distribution of Incremental Costs M G C
This word cloud was generated based on the visioning exercise completed by participants of the February 2019 Board Strategic Planning Workshop.
14 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Strategic Plan Themes Long-term Planning at Metro Vancouver is built upon five central 30-year Financial Planning themes, which guide the development of Metro Vancouver’s long-term plans and budgets. Metro Vancouver provides critical services to the ■ Regional Growth region, such as the provision of drinking water and liquid waste processing through infrastructure that is The region’s increasing population, projected to built to last far into the future, in some cases up to 100 grow by about 35,000 per year, will require core utility years or more. To ensure the long-term serviceability services and regional services to expand and optimize of its assets and funding sources, Metro Vancouver has to respond to new growth. undertaken a financial planning process to develop ■ Environmental Sustainability a 30-Year Financial Framework. operates using a Our region is dependent on healthy, functioning Financial Management Policy that sets out principles ecosystems and requires actions to reduce pollutants, guiding decision-making with respect to long-term including greenhouse gases, to prevent waste and to operating and capital expenditures. This, along with the conserve our natural ecosystems. Board Strategic Plan, regional management plans, and organizational policies, will guides the Board’s decision-making by including financial sustainability as ■ Financial Sustainability a central theme along with regional growth, Financial sustainability requires that core utility and environmental sustainability, system stewardship, and regional services are delivered with an adherence to regulatory and legislative environment. sound fiscal policies that balance the organization’s long-term financial health while maintaining The 30-Year Financial Framework Long-term financial affordability for regional ratepayers. planning focuses on required revenues, borrowing, and other funding, along with the expenditures required (operating, capital, debt servicing and reserve ■ System Stewardship contributions) to achieve the service levels to meet the Critical regional infrastructure must be sufficiently needs of the residents of the region. The work maintained or replaced to meet current and future undertaken to develop the 30-Year Financial service needs and to be resilient to impacts from Framework will guide the organization in financial seismic events, wildfires, power failures, and natural planning and service delivery as it adjusts to a disasters. changing region and a changing world. As part of a review of its financial policies, Metro Vancouver is ■ Regulatory & Legislative Environment developing an update to its Financial Management Policy Core utility services and regional services will anticipate which will include guidance and a framework regarding and meet regulatory requirements and respond to many factors that enhance the ability to be financially legislative change. sustainable in the long-term, including the usage of development cost charges, pay-as-you-go funding, financing of major projects, and the management of household impacts.
May 2021 Update Board Strategic Plan | 2019 – 2022 15 Finance and Intergovernment Committee Strategic Directions
This Plan provides strategic directions for all areas of work within Metro Vancouver, with a specific focus on the following eight functional areas:
• Regional Federation • Regional Parks Services • Water Services • Housing Services • Liquid Waste Services • Regional Planning • Solid Waste Services • Air Quality & Climate Change
1 92 REGIONAL SERVICES 1 9 AFFORDABLE HOUSING 1 AIR QUALITY E911 SERVICE GENERAL GOVERNMENT 1 9 REGIONAL EMPLOYERS SERVICES REGIONAL EMERGENCY MANAGEMENT 19 REGIONAL GPS REGIONAL PARKS REGIONAL PLANNING REGIONAL PROSPERITY SUB-REGIONAL SERVICE SASAMAT FIRE PROTECTION LOCAL GOVERNMENT ELECTORAL AREA A SERVICES
16 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee METRO VANCOUVER’S TWO MAJOR WATERWAYS, BURRARD INLET AND THE FRASER RIVER
May 2021 Update Board Strategic Plan | 2019 – 2022 17 Finance and Intergovernment Committee Regional Federation STRENGTHENING OUR 2 LIVABLE REGION To be an effective federation, Metro Vancouver must Build resilience in communities to prepare ensure that there is a common understanding and for and adapt to changing physical and support among its members on stated objectives environmental conditions. and that as an organization it is accountable, well 2.1 Continue Metro Vancouver’s leadership on managed and fiscally responsible. As a federation of environmental stewardship. local governments, strong communication between • Balance plans for managing anticipated Metro Vancouver and its members as well as with other population growth with measures to maintain stakeholders is essential. the livability of the region. Collaboration of members of what constitutes Metro • Continue to promote a regional approach on Vancouver precedes the creation of regional districts climate action to all Metro Vancouver by the Province of British Columbia in 1965. Since 1886, functions, including both mitigation and the communities of Metro Vancouver have cooperated adaptation, through Climate 2050. in the development and delivery of services essential • Facilitate collaboration with member to our growing region. Members deliver the services jurisdictions to create efficiencies and improve best provided at the local level, as does Metro alignment between local government policies Vancouver as the local government for Electoral Area and actions with those of Metro Vancouver. A, while Metro Vancouver as a regional government • Advance initiatives aligned with a acts as a collaborative platform in areas where there are economies of scale or value in speaking with a transformation to a circular economy. collective voice. 2.2 Maintain Metro Vancouver’s regional role in emergency preparedness through continued ADVANCING EFFECTIVE delivery of services, including: 1 REGIONAL GOVERNANCE • Contribute to the coordination of Continue to engage with members on emergency response within the region. processes and initiatives that contribute • Identify new threats due to climate to an effective and well functioning change, including wildfires and flooding, organization. and assess the value of proactive 1.1 Ensure that Metro Vancouver decision- measures. making is guided by the value of a regional 2.3 In policy development and planning, perspective. recognize the disproportionate impacts of 1.2 Provide long range projections on population, change on different populations within housing, employment, and land use, and the region. their geographical distributions, to support 2.4 Encourage innovation in the delivery of effective decision-making for the provision of Metro Vancouver services that will core utilities, transit and other infrastructure contribute to the region’s resilience and projects important to the region. prosperity through clean technology and circular economy solutions.
18 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee ENSURING FINANCIAL FOSTERING COLLABORATION & 3 SUSTAINABILITY 4 ENGAGEMENT Develop and implement financial plans Enhance relationships between Metro and policies that reflect a commitment to Vancouver and other orders of government, sound financial management and long-term First Nations, adjacent regional districts, and planning, in consideration of current and future key stakeholders. ratepayers. 4.1 Improve public and media understanding of 3.1 Develop and implement a 30-year financial the role of local government. framework long-term financial planning that 4.2 Strengthen relationships with First Nations serves as the foundation for affordable by exploring new pathways to reconciliation, service provision. such as increased engagement, dialogue, and • Continue to develop and implement collaboration between Metro Vancouver asset management plans for each Metro and First Nations in the region. Vancouver function that build and maintain • Explore new opportunities to build regional infrastructure. relationships, including a recurring event • Continue to use household impact and involving the Metro Vancouver Board and debt service ratio as indicators of financial First Nations of the region. sustainability. • Align new capital expenditures to 4.3 Continue to build effective working Metro Vancouver’s five central themes relationships with key stakeholders. – regional growth, environmental 4.4 Promote a regional approach to advancing sustainability, financial sustainability, economic prosperity that complements the system stewardship, and regulatory and economic development work of members. legislative environment. • Incorporate consideration of climate change mitigation into options analyses for all projects and initiatives through the use of a carbon price in life cycle costing.
3.2 Explore sustainable sources of new revenues. • Explore new mechanisms to implement the “growth pays for growth” principle. • Maintain and create venues for sharing information on funding applications and the consideration of regional priorities.
May 2021 Update Board Strategic Plan | 2019 – 2022 19 Finance and Intergovernment Committee Deliver Core Services
Water Services
MANAGING OUR DRINKING WATER ENSURING FINANCIAL SUSTAINABILITY 1 Maintain Metro Vancouver’s world-class water 3 Develop and implement financial plans and system that provides clean, safe drinking water policies that reflect a commitment to sound and ensure its capacity to meet future needs. financial management and long-term planning, in 1.1 Provide guidance on implementing residential consideration of current and future ratepayers. water metering in the region as a best 3.1 Explore the potential application of management practice. development cost charges (DCCs) to fund 1.2 Explore options for reduced per capita water growth-driven regional water infrastructure. use through water use efficiency, conservation, 3.2 Pursue opportunities for energy recovery and reuse. projects in the regional water system with a 1.3 Continue to develop and secure additional positive business case. long-term water supply capacity from the 3.3 Develop and implement a 30-year financial Coquitlam source. framework long-term financial planning, 1.4 Complete the long-term water supply plan to providing members with financial projections ensure Metro Vancouver continues to supply associated with the regional water system. high-quality drinking water to a growing region into the next century. FOSTERING COLLABORATION & 4 ENGAGEMENT BUILDING RESILIENCE Strengthen awareness and engagement with the 2 Ensure the long-term resilience of the regional public, members, other orders of government, drinking water system to withstand natural and key stakeholders on a range of initiatives that hazards, climate change and other significant will ensure the delivery of clean, safe drinking disruptions. water, now and into the future. 2.1 Continue to prioritize the seismic upgrading 4.1 Continue to promote water conservation of infrastructure using a risk management through public education and stakeholder approach. engagement using messaging that conveys that 2.2 Integrate climate change adaptation measures drinking water is a precious resource. into regional water system planning and 4.2 Work with members to promote sustainable management. indoor and outdoor water use to reduce water • Continue with the implementation of back- demand through seasonal watering restrictions, up power at regional water facilities. rainwater collection and other initiatives. • Ensure water treatment is resilient to 4.3 Work with industry groups and regulatory potential changes in source water quality authorities to explore opportunities for resulting from climate change. greywater reuse. 2.3 Take action to adapt to the impacts of higher 4.4 Work with First Nations and fisheries agencies intensity storms and potential wildfires within in supporting the restoration of fish populations the source watersheds. in the watersheds while maintaining the delivery of clean, safe drinking water. 4.5 Expand public awareness of the unique characteristics of the regional drinking water system.
20 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Deliver Core Services
COQUITLAM WATER TREATMENT PLANT
May 2021 Update Board Strategic Plan | 2019 – 2022 21 Finance and Intergovernment Committee Liquid Waste Services
MANAGING OUR LIQUID WASTE ENSURING FINANCIAL 1 Enhance the management of the liquid waste 3 SUSTAINABILITY system with a commitment to innovative Develop and implement financial plans approaches to protect the health of the public and policies that reflect a commitment to and the environment. sound financial management and long-term 1.1 Assess the value of moving to advanced levels planning, in consideration of current and future of treatment, including tertiary treatment, at ratepayers. each of the wastewater treatment plants 3.1 Evaluate the implications of moving to a • Understand the impacts of contaminants single sewerage area over the long term. on the ecosystem, and consider options 3.2 Pursue partnership funding for large for advanced levels of treatment. infrastructure projects with regional benefit. • Explore the role of new source controls/ 3.3 Continue the review of industry discharge incentives that would prevent the release fees to ensure appropriate cost recovery. 3.4 Develop and implement a 30-year financial of contaminants into the liquid waste framework long-term financial planning, system. providing members with financial projections 1.2 Incorporate innovation into building and associated with the regional liquid waste operating the system. system. • Continue to explore energy, resource recovery, water reuse, and greenhouse gas reduction opportunities, and implement FOSTERING COLLABORATION & options where feasible. 4 ENGAGEMENT • Adopt technologies that will increase the Strengthen awareness and engagement efficiency of the system. with the public, members, other orders of 1.3 Ensure that system capacity is “right-sized” to government, and key stakeholders on a range keep pace with population growth. of initiatives that will ensure that the regional liquid waste system protects public health and BUILDING RESILIENCE the environment, now and into the future. 2 Ensure the long-term resilience of the regional 4.1 Work with members and the federal sewage and drainage system to withstand and provincial governments to eliminate natural hazards, climate change and other combined sewer overflows. significant disruptions. 4.2 Work with members on the implementation 2.1 Develop a long-term strategy for seismic of effective inflow and infiltration reduction upgrades, including identifying priority strategies, including incentives and regulation projects, to enhance the liquid waste system’s related to management of private property resilience using a risk management approach. connections. 2.2 Ensure that all facilities and the sewerage 4.3 Expand public awareness of the value of the network can withstand projected increases liquid waste management. in sea levels, severe storms, and extreme precipitation events.
22 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee ISLAND v IONA WASTEWATER TREATMENT PLANT
May 2021 Update Board Strategic Plan | 2019 – 2022 23 Finance and Intergovernment Committee Solid Waste Services
MANAGING OUR SOLID WASTE ENSURING FINANCIAL 1 Reduce waste, increase recycling, and increase 2 SUSTAINABILITY recovery of materials and energy from Develop and implement financial plans remaining waste. Dispose of residuals in a and policies that reflect a commitment to cost-effective and environmentally sustainable sound financial management and long-term manner. planning, in consideration of current and future 1.1 Expand actions that will reduce the amount of ratepayers. litter and waste that members manage. 2.1 Ensure Metro Vancouver is maximizing the • Work with members, the provincial recovery of materials and energy from the government, and the federal government management of the regional solid waste on strategies to reduce single use items system. and other consumer products. • Assess the viability of implementing district 1.2 Continue to develop programs and related heating at the waste-to-energy facility. communication campaigns that increase • Seek out public and private partnerships diversion rates of materials that can be to facilitate the recovery of materials and reused, repurposed or recycled. energy. • Continue to expand and enhance the 2.2 Perform on-going analysis of the impact of disposal ban program. the tipping fee structure, both in terms of • Identify upstream and recycling solutions its ability to fund the system and to change with the region that will reduce the volume behaviour. of solid waste generated in the region. 2.3 Develop and implement a 30-year financial • Focus on the multi-family residential and framework long-term financial planning, commercial/institutional sectors where providing members with financial projections associated with the regional solid waste recycling rates are lower. system. • Continue to expand recycling options at regional transfer stations. 1.3 Research opportunities to close the gaps and ensure sufficient capacity in the regional recycling and waste diversion system. • Work with the private sector to innovate in the provision of recycling solutions, including micro-solutions. • Assess Metro Vancouver’s role in processing organics and wood. 1.4 Identify future disposal alternatives and develop analysis for each, providing life cycle and full cost analysis including greenhouse gas emission estimates.
24 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee FOSTERING COLLABORATION & 3 ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives that will reduce waste generated in the region. 3.1 Utilize the potential of the National Zero Waste Council and the annual Zero Waste Conference to promote the importance of waste prevention and the value of transitioning to a circular economy. • Facilitate cross-sector collaboration to design waste out of products and packaging and to harmonize policies across Canadian jurisdictions that will both reduce waste and create economies of scale in remanufacturing opportunities. 3.2 Work with the provincial government and key stakeholders to expand the products included in extended producer responsibility (EPR) programs. 3.3 Continue to expand public education and behaviour change campaigns consistent with the objectives of zero waste.
May 2021 Update Board Strategic Plan | 2019 – 2022 25 Finance and Intergovernment Committee Regional Parks Services
ADVANCING OUR MISSION TO FOSTERING COLLABORATION & 1 “PROTECT & CONNECT” 3 PARTNERSHIPS Provide opportunities for residents and visitors Strengthen awareness and engagement to explore and enjoy a diversity of natural with the public, members, other orders of spaces, from beaches to mountains, from bogs government, and key stakeholders on a range to lakes, in the region. The regional parks of initiatives regarding the role and value of system also protects green spaces. regional parks. 1.1 Pursue the acquisition of new lands for 3.1 Explore opportunities with First Nations regional parks and greenways to provide including co-management, cultural planning more opportunities for access to green space and co-operation for the provision of as the population grows and to respond to park services. increasing demands on existing parks. 3.2 Pursue collaboration opportunities 1.2 Develop individual park plans that provide and synergies among members, other public access to parks and protect important organizations with utility corridors, and ecosystems and habitats. TransLink to create urban greenways and 1.3 Maintain the primary purpose of regional park space. parks as providing public access for • Position potential greenways as an recreational use. opportunity to engage more people in active transportation including biking and ENSURING FINANCIAL walking. 2 SUSTAINABILITY • Leverage the tourism value of a regional Develop and implement financial plans greenway/blueway network that could and policies that reflect a commitment to contribute to economic development sound financial management and long-term opportunities. planning, in consideration of current and future 3.3 Explore opportunities to increase ratepayers. access through public transit and active 2.1 Explore and evaluate potential new revenue transportation modes to regional parks. sources and their impacts, including: 3.4 Expand community involvement in • Development cost charges stewardship programs with a special focus on • Park fees and parking fees youth. • Increased private donations • Revenue opportunities and development opportunities associated with greenways 2.2 Develop and implement a 30-year financial framework long-term financial planning, providing members with financial projections associated with the regional parks system.
26 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee MINNEKHADA REGIONAL PARK
May 2021 Update Board Strategic Plan | 2019 – 2022 27 Finance and Intergovernment Committee 2.1 Develop partnerships to expand affordable rental housing across the region. Housing Services • Increase the density of existing MVHC sites through redevelopment of aging rental units. • Consider land swaps to secure land where the DEVELOPING AN AFFORDABLE number of rental units can be increased. HOUSING PLAN 1 IMPLEMENTING THE METRO • Create partnerships to enable the expansion of rental VANCOUVER HOUSING 10-YEAR PLAN units: with members to secure more lands; and with the In the original version of the Board Strategic Plan, the Board direction private sector for existing sites where there are was to develop an affordable housing plan. This was accomplished later opportunities to increase the number of affordable in 2019 when the Board adopted the Metro Vancouver Housing 10- Year Plan. Strategic directions in this section have been adapted to rental units. reflect the goals of the adopted plan. • Explore introducing market units to generate Develop and implement a Metro Vancouver affordable revenue to provide subsidized rental units. housing plan Implement the Metro Vancouver Housing 10- Year Plan to support the retention and expansion of • Identify opportunities to increase the density of existing affordable housing in the region. MVHC sites through redevelopment of aging rental units. • Work with members and through other partnerships to 1.1 Advance Metro Vancouver’s role in providing expand affordable housing across the region. affordable housing: , including: 2.2 Consider the feasibility of establishing a • Identifying target tenant groups. tax requisition to support partnerships with members • Establishing opportunities for partnerships in the development of new housing supply. to expand the number of housing units • Working with member jurisdictions to FOSTERING COLLABORATION & distribute Metro Vancouver Housing 3 ENGAGEMENT Corporation services across the region Strengthen awareness and engagement with • Support healthy and engaged communities in the public, members, other orders of Metro Vancouver Housing existing 49 sites. government, and key stakeholders on a range • Preserve and renew existing housing to maintain of initiatives regarding the role and value of affordability and improve sustainability and accessibility. Metro Vancouver Housing Corporation. • Grow strategically through redevelopment and 3.1 Exercise Metro Vancouver's role as convenor expansion by adding 1,350 new and redeveloped to bring government (local and other units over the next 10 years, with the potential to double that number through partnerships. orders of government), businesses and their associations, community, and academic 1.2 Define Metro Vancouver Housing experts together to share ideas on how to Corporation rental unit affordability, including expand the amount of affordable housing. consideration of subsidized/low-end market, 3.2 Work with tenant communities to help ensure market, and the “missing middle”. tenants are engaged and connected to the ENSURING FINANCIAL places they live. 2 SUSTAINABILITY 3.3 Continue to work with the provincial and Develop and implement financial plans and federal governments to access programs that policies that reflect a commitment to sound will generate new affordable housing and financial management and long-term planning, support upgrading existing rental units to be in consideration of current and future residents. more energy efficient. 3.4 Work with the private sector to explore 2.1 Evaluate opportunities for increasing the opportunities for partnerships to increase number of Metro Vancouver Housing the supply of Metro Vancouver Housing Corporation rental units. Corporation’s rental units. 28 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee INLET CENTRE
May 2021 Update Board Strategic Plan | 2019 – 2022 29 Finance and Intergovernment Committee Plan for the Region
Regional Planning
ADVANCING THE REGIONAL PROTECTING LANDS 1 GROWTH STRATEGY 3 WITHIN THE REGION Continue to develop and implement effective Guide the development of policies, plans, and adaptive tools and processes for achieving and tools that lead to creative solutions for the goals articulated in Metro 2040, the regional managing competing demands on land in the growth strategy. region. 1.1 Continue to refine and update the 3.1 Work with members to protect industrial and population, housing, employment, and employment lands that support economic land use projections, and their expected activities contributing to regional prosperity. geographical density distributions, to support • Identify actions to address the issues of the long range planning of utilities, members, speculation and zoning changes that and TransLink. are threatening the region’s industrial 1.2 Undertake a comprehensive update to Metro land supply. to prioritize climate change, align with 2040 • Analyze the potential for increasing the the update to the Regional Transportation intensification of industrial lands. Strategy, and extend the timeframe to 2050. 3.2 Work with members and the Agricultural Land Commission to protect and optimize the use ENSURING COMPLETE & LIVABLE of agricultural land. 2 COMMUNITIES 3.3 Through the protection of agricultural lands, Support the efforts of members in developing support local food production that could complete, livable and healthy communities. contribute to food security and the long-term 2.1 Work with members and TransLink to increase resilience to the region. transit-oriented development and for the 3.4 Work with members to protect conservation provision of a mix of housing types and and recreation lands in the region and tenures within those corridors. to support the protection of sensitive • Encourage and protect affordable ecosystems. housing, specifically rentals, in transit- oriented locations. 2.2 Facilitate the exchange of best practices and experiences among members, researchers, and thought leaders on the subject of creating complete, livable and healthy communities.
30 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Plan for the Region
FOSTERING COLLABORATION & 4 ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives regarding the role and value of land use planning at the regional scale and the objectives of the regional growth strategy. 4.1 Develop a plan to engage the public and other stakeholders in the update to the regional growth strategy. 4.2 Ensure alignment between the regional growth strategy and TransLink’s Regional Transportation Strategy. • Direct development to urban centres and frequent transit corridors. 4.3 Collaborate with the provincial government, members, and adjacent regional districts on how to align regional land use planning and provincial plans for building and expanding transportation infrastructure.
May 2021 Update Board Strategic Plan | 2019 – 2022 31 Finance and Intergovernment Committee Air Quality & Climate Change
TAKING LEADERSHIP ON CLIMATE 1.3 Undertake corporate climate action that 1 ACTION THROUGH CLIMATE 2050 supports regional climate change mitigation Guide climate change policy and action for the and adaptation goals and targets and Metro Vancouver region for the next 30 years demonstrates leadership. with Metro Vancouver’s Climate 2050 strategy. • Continue to explore options for 1.1 Update Metro Vancouver’s greenhouse gas generating clean, renewable sources of emission targets. energy from Metro Vancouver utilities. • Revise the target for 2050 to reflect current • Expand opportunities for greater use science, capturing the need to move to of zero-emission vehicles in the carbon neutrality by 2050. corporate fleet. • Support long-term targets with interim • Ensure that Metro Vancouver asset targets, and report progress towards management policies incorporate climate meeting those targets. change adaptation actions. 1.2 Develop and advocate for actions fundamental to meeting regional greenhouse IMPROVING AIR QUALITY gas emission targets and ensuring our region 2 Improve air quality by mitigating threats to is resilient to the impacts of climate change. public health and the environment. • Implement actions that will lead to 2.1 Improve understanding of air quality issues emission reductions, specifically focusing in the region by expanding air monitoring on the Climate 2050 issue area roadmaps capacity. of nature and ecosystems, infrastructure, 2.2 Continue to identify air contaminants in the human health and well-being, buildings, region, identify priorities and pursue effective transportation, industry, energy, land-use actions to reduce pollutants. 2.3 Explore solutions for mitigating health and growth management, agriculture, impacts of diminished air quality due to and waste. wildfires. • Include actions that will facilitate the transition to clean, renewable sources of fuel in transportation and in energy provision. • Advocate for changes in provincial and federal legislation that will enable the meeting of greenhouse gas reduction targets across all sectors. • Explore opportunities for creating carbon sinks to sequester carbon, including through ecosystem restoration projects and by increasing urban and rural forest canopies.
32 May 2021 Update Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee FOSTERING COLLABORATION & 3 ENGAGEMENT Strengthen awareness among and engagement with the public, members, other orders of government, and other stakeholders in the implementation of Climate 2050, and foster regional coordination to help implement effective adaptation measures and achieve the long-term targets in reducing greenhouse gas emissions. 3.1 Monitor evolving science and technology related to climate change, and provide the public with more information on the science of climate change, its implications for the Metro Vancouver region, and the scope of actions required to both reduce greenhouse gas emissions and adapt to the changes already triggered by climate change. 3.2 Engage members, industry and business associations, community and non- governmental organizations, utilities, post- secondary institutions, and youth in the implementation of Climate 2050. 3.3 Engage with provincial and federal governments and First Nations on specific actions to reduce greenhouse gas emissions and adapt to climate change. • Pursue partnerships with other orders of government to fund innovative projects that will generate clean, renewable sources of energy from Metro Vancouver utilities. • Work with the provincial government to address the changing conditions for farming in the region, including consideration of new irrigation infrastructure and changes in farming techniques. 3.4 Develop partnerships with member jurisdictions and industry to replace fossil fuels with clean, renewable energy that can be generated from Metro Vancouver utilities.
May 2021 UpdateBoard Strategic Plan | 2019 – 2022 33 Finance and Intergovernment Committee APPENDIX Accomplishments made on the Board Strategic Plan to April 2021
Finance and Intergovernment Committee 2019-2022 Board Strategic Plan: Accomplishments to April 2021
Regional Federation 1 ADVANCING EFFECTIVE REGIONAL GOVERNANCE Continue to engage with members on processes and initiatives that contribute to an effective and well functioning organization. Created a Project Delivery Department as a centre of expertise for major project delivery and asset management Launched a COVID-19 Dashboard to track the impacts of COVID-19 on Metro Vancouver services Created a forum for the region’s Chief Administrative Officers to coordinate COVID-19 information, such as the re-opening of municipal facilities
2 STRENGTHENING OUR LIVABLE REGION Build resilience in communities to prepare for and adapt to changing physical and environmental conditions. Advocated for local government funding and supports for vulnerable populations in the wake of COVID-19 Endorsed the development of a Resilient Region Strategic Framework to advance corporate resilience, encompassing the ability to proactively manage a broad range of shocks and stresses, including natural hazards, climate change, financial instability, and other external factors Hosted a series of forums on systemic racism Awarded $130,000 and $140,000 in Regional Culture Project Grants to 29 arts and culture organizations in 2019 and 2020 respectively; in 2020 the grant program was modified, including adjustment of intake timing and greater flexibility in delivery options given COVID-19 Launched Chat with the Chair – a new web series featuring intimate discussions with the chairs of Metro Vancouver's Board and Committees to hear their authentic, first-hand insights, inspirations, and aspirations for the region
3 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future ratepayers. Submitted an application for grant funding through the Investing in Canada Infrastructure Program for the Waste-to-Energy Facility District Energy Program Held a Board budget workshop to receive early direction from the Board in the creation of the 2021-2025 Financial Plan Advanced the topic of municipal finance reform with the Province
4 FOSTERING COLLABORATION & ENGAGEMENT Enhance relationships between Metro Vancouver and other orders of government, First Nations, adjacent regional districts, and key stakeholders. Held a successful Metro Vancouver Networking Event for Board Members to connect with Members of Parliament Approved amendments to the Federal Gas Tax Fund Expenditures Policy to help improve the transparency, consistency, and efficiency of the process as well as reflecting a stronger climate action lens
Finance and Intergovernment Committee Endorsed the Intergovernment Relations Strategy to further strengthen Metro Vancouver’s relationships with the Provincial and Federal governments and secure financial support for critical infrastructure projects Hosted a series of meetings with Ministries, Provincial and Federal staff, and third parties such as the Canada Infrastructure Bank in support of investments in critical infrastructure and other Metro Vancouver priorities Made submissions to Federal and Provincial pre-budget consultations Continued to strengthen relationships with First Nations Launched the Regional Economic Prosperity Service including establishment of the Management Board with a membership that represents the diversity of stakeholders with a keen interest in advancing the long- term prosperity of the region and the Regional Economic Prosperity Advisory Committee comprising member jurisdictions Successfully recruited and appointed the new president of the Regional Economic Prosperity Service
Water Services 1 MANAGING OUR DRINKING WATER Maintain Metro Vancouver’s world-class water system that provides clean, safe drinking water and ensure its capacity to meet future needs. Advanced the Annacis Water Supply Tunnel project to serve the growing populations south of the Fraser and improve the seismic resiliency of the water supply
2 BUILDING RESILIENCE Ensure the long-term resilience of the regional drinking water system to withstand natural hazards, climate change and other significant disruptions. Released the Water Supply Outlook 2120, a strategy that presents key findings and actions to ensure the water supply is sufficient to meet the needs of a growing population and is resilient to the impacts of climate change over the next one hundred years Commenced the review of the Drinking Water Management Plan
3 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future ratepayers. For the 2021 budget, applied increases to the water rate to only the peak rate to incentivize additional water conservation Initiated discussions with the Province on the implementation of development cost charges for new water infrastructure being built to accommodate increased demand for water resulting from projected population growth
4 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives that will ensure the delivery of clean, safe drinking water, now and into the future. Endorsed the Water Metering Best Practices Guide for Local Governments Worked with local First Nations and other partners to implement an annual program to release Coho salmon upstream of Seymour Falls Dam and Coquitlam Dam in support of the restoration of Pacific salmon populations
Finance and Intergovernment Committee Liquid Waste 1 MANAGING OUR LIQUID WASTE Enhance the management of the liquid waste system with a commitment to innovative approaches to protect the health of the public and the environment. Advanced the indicative design process for Iona Island Wastewater Treatment Plant Project which has included extensive public and First Nations consultations Endorsed biosolids drying as a biosolids management option Approved the Direct Connections to Regional Liquid Waste Facilities Policy to address requests to connect to regional facilities
2 BUILDING RESILIENCE Ensure the long-term resilience of the regional sewage and drainage system to withstand natural hazards, climate change and other significant disruptions. Initiated the review and update to the Liquid Waste Management Plan Advanced construction of the Lulu Island Wastewater Treatment Plant Renewable Natural Gas Facility
3 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future ratepayers. Awarded a contract to beneficially use biosolids for a reclamation project at Fraser Valley Aggregates’ gravel pit
4 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives that will ensure that the regional liquid waste system protects public health and the environment, now and into the future. Developed a real-time sewer overflow map to inform the public of sewer overflows and wastewater treatment plant process interruptions
Solid Waste 1 MANAGING OUR SOLID WASTE Reduce waste, increase recycling, and increase recovery of materials and energy from remaining waste. Dispose of residuals in a cost-effective and environmentally sustainable manner. Proceeded with the construction of the United Boulevard and Central Surrey Recycling and Waste Centres Advanced Waste-to-Energy Facility district energy
2 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future ratepayers. Extended the payment period for all solid waste customer charge accounts to assist in the response to the significant impact of the COVID-19 pandemic
3 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives that will reduce waste generated in the region.
Finance and Intergovernment Committee Created an independent consultation and engagement panel to advise staff and the Board on consultation and engagement on the development of the new Solid Waste Management Plan Held the first virtual 2020 Zero Waste Conference with 501 in attendance Advanced waste prevention and the circular economy across Canada as a founding member of the Circular Economy Leadership Coalition
Regional Parks 1 ADVANCING OUR MISSION TO “PROTECT & CONNECT” Provide opportunities for residents and visitors to explore and enjoy a diversity of natural spaces, from beaches to mountains, from bogs to lakes, in the region. The regional parks system also protects green spaces. Endorsed the Regional Parks Natural Resource Management Framework Continued to add lands to the regional park system through the Regional Park Land Acquisition Fund: 316 hectares in 2019/2020 Endorsed the Regional Parks Public Programming Strategy outlining strategic directions to meet the future needs of the region’s growing diverse population Approved the Regional Greenways Strategy
2 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future ratepayers. Established a statutory reserve for a Regional Parkland Acquisition and Development Reserve Fund Initiated visitor capacity management initiatives at high traffic volume parks Received the Regional Parks State of the Assets report, which included parks natural assets, and incorporated natural assets within asset management programs to recognize their inherent value
3 FOSTERING COLLABORATION & PARTNERSHIPS Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives regarding the role and value of regional parks. Engaged with the public on the Campbell Valley Regional Park Management Plan Signed the Cultural Planning and Co-Operative Agreement for Belcarra Regional Park with Tsleil-Waututh Nation Initiated design and cultural planning for the development of Widgeon Marsh Regional Park
Housing 1 ADVANCING AN AFFORDABLE HOUSING PLAN Develop and implement a Metro Vancouver affordable housing plan to support affordable housing in the region. Adopted the Metro Vancouver Housing 10-Year Plan that provides a vision and framework to guide how Metro Vancouver Housing will provide, preserve and expand its portfolio of affordable rental housing in the region Approved the Metro Vancouver Housing Redevelopment Plan to establish a process to assess and prioritize existing housing sites for redevelopment or renewal over time Identified 11 projects that, through partnerships, can deliver over 2,000 new and redeveloped units in the next 10 years
Finance and Intergovernment Committee Approved the revised Tenant Selection Policy to ensure tenants are matched with housing that is equitable and appropriate, prioritizing very low to moderate income households
2 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future residents. Created a statutory reserve for the affordable housing function for new affordable housing development Initiated energy saving initiatives for long term cost reductions and greenhouse gas reductions
3 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives regarding the role and value of Metro Vancouver Housing Corporation. Delivered resident programs (community gardens, health programs, free food programs, 31 tenant associations) Advocated for funding for Metro Vancouver Housing Corporation affordable housing projects Released What Works: Securing Affordable and Special Needs Housing through Housing Agreements
Regional Planning 1 ADVANCING THE REGIONAL GROWTH STRATEGY Continue to develop and implement effective and adaptive tools and processes for achieving the goals articulated in Metro 2040, the regional growth strategy. Advanced the update to the regional growth strategy – completed eight policy reviews
2 ENSURING COMPLETE & LIVABLE COMMUNITIES Support the efforts of members in developing complete, livable and healthy communities. Pivoted to provide data and planning support to members through the COVID-19 Task Force
3 PROTECTING LANDS WITHIN THE REGION Guide the development of policies, plans, and tools that lead to creative solutions for managing competing demands on land in the region. Approved the Regional Industrial Lands Strategy to respond to the principal challenges facing the region’s industrial lands Produced a set of Best Management Practices for Invasive Species: Purple Loosestrife, Reed Canarygrass, Wild Chervil, and Yellow Flag Iris
4 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives regarding the role and value of land use planning at the regional scale and the objectives of the regional growth strategy. Released the Food Flows in Metro Vancouver: Study Results and distributed to members and other stakeholders
Air Quality & Climate Change 1 TAKING LEADERSHIP ON CLIMATE ACTION THROUGH CLIMATE 2050
Finance and Intergovernment Committee Guide climate change policy and action for the Metro Vancouver region for the next 30 years with Metro Vancouver’s Climate 2050 strategy. Achieved carbon neutrality for the Metro Vancouver organization in 2019 Amended Climate 2050 and Metro 2040 to reflect a commitment to achieving a carbon neutral region by 2050 Adopted a target of 45% reduction in greenhouse gas emissions from 2010 levels by 2030 Produced seven Climate 2050 issue area discussion papers
2 IMPROVING AIR QUALITY Improve air quality by mitigating threats to public health and the environment. Endorsed the draft Clean Air Plan for public engagement Endorsed the engagement plan for the air quality fee review Adopted a Residential Indoor Wood Burning Emission Regulation Bylaw to reduce the health and environmental impacts of emissions from residential indoor wood burning Endorsed the engagement plan for expanding the non-road diesel engine regulation
3 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness among and engagement with the public, members, other orders of government, and other stakeholders in the implementation of Climate 2050, and foster regional coordination to help implement effective adaptation measures and achieve the long-term targets in reducing greenhouse gas emissions. Advocated for economic stimulus funding to be directed to low carbon initiatives Wrote to the provincial Minister of Municipal Affairs and Housing requesting that an effective and consistent greenhouse gas intensity framework for new and existing buildings be put in place, in order for local and provincial governments to achieve reduction targets Directed staff to work with member jurisdictions, the Province, and other relevant agencies to implement annual greenhouse gas emissions reporting in an incremental fashion, beginning with the most significant sources of emissions Conducted 12 months of ambient air monitoring on site at the Musqueam Reserve using the Mobile Air Monitoring Unit (MAMU)
Finance and Intergovernment Committee Metro Vancouver is a federation of 21 municipalities, one Electoral Area and one Treaty First Nation that collaboratively plans for and delivers regional-scale services in the greater Vancouver region of British Columbia. Its core services are drinking water, wastewater treatment and solid waste management. Metro Vancouver also provides affordable housing, regulates air quality, plans for urban growth and manages a regional parks system.
www.metrovancouver.org
Finance and Intergovernment Committee Attachment 2
DRAFT MAY 2021 UPDATE Board Strategic Plan 2019 – 2022
Finance and Intergovernment Committee Metro Vancouver acknowledges that the region’s residents live, work, and learn on the shared territories of many Indigenous peoples, including 10 local First Nations: Katzie, Kwantlen, Kwikwetlem, Matsqui, Musqueam, Qayqayt, Semiahmoo, Squamish, Tsawwassen, and Tsleil-Waututh.
Metro Vancouver respects the diverse and distinct histories, languages, and cultures of First Nations, Métis, and Inuit, which collectively enrich our lives and the region.
FRONT COVER: (CLOCKWISE FROM TOP LEFT) IONA ISLAND, TIVOLI GARDENS, BURNABY LAKE REGIONAL PARK, TUNNEL CONSTRUCTION, ANNACIS ISLAND WASTEWATER TREATMENT PLANT.
2 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Contents
May 2021 Message from the Chair...... 4 Metro Vancouver Board of Directors...... 5 Metro Vancouver Members...... 7 Governance...... 8 Map of Metro Vancouver Facilities & Services ...... 10 Planning for the Future...... 12 The Board Strategic Plan...... 12 Vision...... 13 Mission...... 13 Strategic Plan Themes...... 15 Long-term Financial Planning...... 15 Strategic Directions...... 16 Regional Federation...... 18 Deliver Core Services...... 20 Water Services...... 20 Liquid Waste Services...... 22 Solid Waste Services...... 24 Regional Parks Services...... 26 Housing Services...... 28 Plan for the Region...... 30 Regional Planning...... 30 Air Quality & Climate Change...... 32
Appendix: Accomplishments to April 2021...... 35
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May 2021 Update | Board Strategic Plan | 2019 – 2022 3 Finance and Intergovernment Committee May 2021 Message from the Chair
The past year that we all experienced was historic. The disruption associated with the COVID-19 pandemic was substantive and revealing. We learned that many of our systems were resilient, that courage and compassion were endemic, and that we are capable of making changes consistent with health and safety guidelines. These were the positive outcomes, but the pandemic also revealed some of the divides in our communities: experiences differ in our healthcare and justice systems, job and income security, and in feeling safe and respected.
This is the context in which we met again as a Board in February 2021 for a strategic planning workshop. The focus of our discussion was on how reconciliation and equity are part of the work and operations of Metro Vancouver – discussions that tapped into other exchanges related to regional prosperity and resilience. The strength of our Board is in the diversity of perspective and opinions, so the discussions were rich and nuanced.
It was clear during the workshop that the members of the Board continue to be committed to ensuring the financial sustainability of Metro Vancouver and that an affordability lens is critically important in assessing plans and projects going forward. This will be apparent in budget considerations.
As a Board we are also pleased that the value of the long-term investment in the regional parks system – an extensive system of diverse and natural spaces – is more generally recognized as an important regional asset. During the pandemic, access to nature provided by regional parks made important contributions to the mental and physical well-being of the region’s residents, and park visitation numbers soared.
Metro Vancouver, in its role of providing essential services, has always worked to ensure the resilience of our infrastructure to natural hazards. As a result of the pandemic though, we recognize that resilience is a much more substantive issue; change comes from a variety of sources and the resilience of our economy, institutions, and communities is also important.
At the conclusion of the workshop, it was apparent that the Board Strategic Plan developed two years ago still reflects the Board’s aspirations and that only minor adjustments were required to refresh the document. In fact, we have already been successful in implementing our agenda. Included is an appendix that summarizes key accomplishments of Metro Vancouver under our mandate.
I continue to be excited by the opportunities that lie ahead and believe that through our willingness to work together, we can build on our strong foundations and achieve our shared vision of a livable, prosperous, and sustainable region.
Sav Dhaliwal Chair, Metro Vancouver Board of Directors
4 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Metro Vancouver Board of Directors*
John McEwen George Harvie Linda Buchanan Linda Annis Christine Boyle Anmore Delta North Vancouver Surrey Vancouver City Jamie Ross Dylan Kruger Doug Elford Adriane Carr Belcarra Delta Lisa Muri Surrey Vancouver North Vancouver David Hocking Jen McCutcheon District Laurie Guerra Melissa De Genova Bowen Island Electoral Area A Surrey Vancouver Bill Dingwall Pietro Calendino Gayle Martin Pitt Meadows Doug McCallum Lisa Dominato Burnaby Langley City Surrey Vancouver Brad West Sav Dhaliwal Jack Froese Port Coquitlam Mandeep Nagra Colleen Hardwick Burnaby Langley Township Surrey Vancouver Robert Vagramov Mike Hurley Kim Richter Port Moody Allison Patton Kennedy Stewart Burnaby Langley Township Surrey Vancouver Malcolm Brodie Craig Hodge Ron McLaughlin Richmond Chief Ken Baird Michael Wiebe Coquitlam Lions Bay Tsawwassen Vancouver Harold Steves First Nation Richard Stewart Mike Morden Richmond Mary-Ann Booth Coquitlam Maple Ridge West Vancouver
Jonathan Coté New Westminster Darryl Walker White Rock
*Current as of April 2021.
May 2021 Update | Board Strategic Plan | 2019 – 2022 5 Finance and Intergovernment Committee THE METRO VANCOUVER REGION BOUNDARIES
6 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Metro Vancouver Members
Metro Vancouver comprises 23 members: 21 municipalities, one treaty First Nation and one electoral area.
Village of Anmore Township of Langley City of Port Moody
Village of Belcarra Village of Lions Bay City of Richmond
Bowen Island Municipality City of Maple Ridge City of Surrey
City of Burnaby City of New Westminster Tsawwassen First Nation
City of Coquitlam City of North Vancouver City of Vancouver
City of Delta District of North Vancouver District of West Vancouver
Electoral Area A City of Pitt Meadows City of White Rock
City of Langley City of Port Coquitlam
May 2021 Update | Board Strategic Plan | 2019 – 2022 7 Finance and Intergovernment Committee Governance
Metro Vancouver is a regional government that represents residents of the region under four separate legal entities:
• Metro Vancouver Regional District (MVRD)
• Greater Vancouver Water District (GVWD)
• Greater Vancouver Sewerage & Drainage District (GVS&DD)
• Metro Vancouver Housing Corporation (MVHC)
191 GVS&DD 192 GVWD
EATE A U E EATE A U E Sewerage and Drainage District Water District
1 19 D D 1 1
19 MVHC 19 MVRD
MET A U E MET A U E Housing Corporation Regional District
2 2 0 D 0 D
Each entity is governed by a separate Board of Directors composed of elected representatives from the respective member jurisdictions who have chosen to participate in the provision of the service. As established in the Metro Vancouver Regional District’s Letters Patent, the numbers of directors and votes are determined by resident populations of member jurisdictions. This ensures that as the population grows, the Board will continue to have proportional representation on behalf of the residents of the region.
8 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee METRO VANCOUVER
BOARDS 23 MEMBER JURISDICTIONS MVRD MVHC GVS&DD GVWD
Elected officials
Strategic directions & decisions
Input & recommendations
Commissioner Information, CAO STANDING analysis & COMMITTEES recommendations Member & TASK FORCES Collaboration on pan-municipal urisdiction topics staff and regional advisory committees
MV staff
The Board of Directors is the governing body for each Metro Vancouver entity and is informed by discussions and recommendations of its standing Committees. Metro Vancouver staff take Board direction on issues coming to the Board, as well as in defining and implementing plans and other initiatives. Staff prepare reports for Committees that are informed by research, data and analytical tools in addition to input from municipal staff, either directly or through advisory committees.
May 2021 Update | Board Strategic Plan | 2019 – 2022 9 Finance and Intergovernment Committee Map of Metro Vancouver Facilities & Services
10 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Map of Metro Vancouver Facilities & Services
May 2021 Update | Board Strategic Plan | 2019 – 2022 11 Finance and Intergovernment Committee Planning for the Future
The Board Strategic Plan The Board Strategic Plan 2019 to 2022 identifies the Following direction from the Board in July 2020, a Board’s key priorities for its four-year mandate. The Resilience Framework will be developed to provide an Board Strategic Plan reflects the regional priorities approach for operationalizing resilience across the Metro that will shape Metro Vancouver’s 30-Year Financial Vancouver organization. Guided by the principles of Framework. It is the first Board Strategic Plan that equity, reconciliation, and prosperity, the framework will examines projected expenditures over a long-term support a resilient and healthy region through: planning horizon and provides strategic directions • Advancing the resilience of built and natural in each of Metro Vancouver’s legislated areas of infrastructure responsibility, along with providing guidance on near term priorities. • Improving institutional capacity to manage shocks and stresses With the adoption of the Board Strategic Plan, annual • Enhancing collective efforts to build resilience departmental work plans are prepared for Metro through collaborative partnerships Vancouver’s business areas that respond to the directions • Accelerating action to address climate change of the Board Strategic Plan. These work plans include high level performance indicators that have been developed across the organization to evaluate trends, determine key actions for the coming year, and assist in long-term planning. The departmental work plans are then refined and incorporated into the individual work plans of the Standing Committees of the Board that provide political oversight to these activities.
Board Strategic Plan
Long-term Financial Plan
M 20 0 – M D P P 10 Y P M P
A 20 0 M P M P M P
REGIONAL MANAGEMENT PLANS
*Diagram updated April 2021 REGIONAL MANAGEMENT PLANS/STRATEGIES
12 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Vision Metro Vancouver embraces collaboration and innovation in providing sustainable regional services that contribute to a livable and resilient region and a healthy natural environment for current and future generations.
Mission Metro Vancouver’s mission is framed around three broad roles.
1. Serve as a Regional Federation 3. Plan for the Region Serve as the main political forum for discussion Carry out planning and regulatory responsibilities of significant community issues at the egionalr related to the three utility services as well as air level, and facilitate the collaboration of members quality and climate change, regional planning, in delivering the services best provided at the regional parks, Electoral Area A, affordable regional level. housing, labour relations, regional economic prosperity, and regional emergency management. 2. Deliver Core Services Provide regional utility services related to drinking water, liquid waste and solid waste to members. Provide regional services, including parks and affordable housing, directly to residents and act as the local government for Electoral Area A.
May 2021 Update | Board Strategic Plan | 2019 – 2022 13 Finance and Intergovernment Committee Success of Future Generations Protect People and the Environment Expanded Housing Authority P Engaged Public Attracting and Keeping Young People P Shared Responsibility Stewardship Circular Economy Financial Sustainability Custodians of the Region Bring Joy Quality of Life Natural beauty Regional Vision Regional thinking Partnerships ero Waste Expanded Scope Prepared Provide Services Embrace sustainable E uality A Clean Water Clean Rivers and Oceans principles and practices Effective Governance and Service Provision Clean Air Human Health Leadership Culture of Collaboration Adaptable P Inclusive Core Utilities Economies of Scale Fully Connected Public Transportation System Thriving Economy Balance Culture that Embraces and Drives Innovation Diversity Manage Resources Families Improved Health and Well Being Serve the people of the region Shared Services Equitable Distribution of Incremental Costs Manage Growth Collaboration
THIS WORD CLOUD WAS GENERATED BASED ON THE VISIONING EXERCISE COMPLETED BY PARTICIPANTS OF THE FEBRUARY 2019 BOARD STRATEGIC PLANNING WORKSHOP.
14 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Strategic Plan Themes
Planning at Metro Vancouver is built upon five central Long-term Financial Planning themes, which guide the development of Metro Vancouver’s long-term plans and budgets. Metro Vancouver provides critical services to the ■ Regional Growth region, such as the provision of drinking water and liquid waste processing through infrastructure that is The region’s increasing population, projected to built to last far into the future, in some cases up to 100 grow by about 35,000 per year, will require core utility years or more. To ensure the long-term serviceability services and regional services to expand and optimize of its assets and funding sources, Metro Vancouver to respond to new growth. operates using a Financial Management Policy that sets ■ Environmental Sustainability out principles guiding decision-making with respect Our region is dependent on healthy, functioning to long-term operating and capital expenditures. ecosystems and requires actions to reduce pollutants, This, along with the Board Strategic Plan, regional including greenhouse gases, to prevent waste and to management plans, and organizational policies, conserve our natural ecosystems. guides the Board’s decision-making by including financial sustainability as a central theme along with regional growth, environmental sustainability, ■ Financial Sustainability system stewardship, and regulatory and legislative Financial sustainability requires that core utility and environment. regional services are delivered with an adherence to sound fiscal policies that balance the organization’s Long-term financial planning focuses on required long-term financial health while maintaining revenues, borrowing, and other funding, along with affordability for regional ratepayers. the expenditures required (operating, capital, debt servicing and reserve contributions) to achieve the service levels to meet the needs of the residents ■ System Stewardship of the region. As part of a review of its financial Critical regional infrastructure must be sufficiently policies, Metro Vancouver is developing an update maintained or replaced to meet current and future to its Financial Management Policy which will include service needs and to be resilient to impacts from guidance and a framework regarding many factors that seismic events, wildfires, power failures, and natural enhance the ability to be financially sustainable in the disasters. long-term, including the usage of development cost charges, pay-as-you-go funding, financing of major ■ Regulatory & Legislative Environment projects, and the management of household impacts. Core utility services and regional services will anticipate and meet regulatory requirements and respond to legislative change.
May 2021 Update | Board Strategic Plan | 2019 – 2022 15 Finance and Intergovernment Committee Strategic Directions
This Plan provides strategic directions for all areas of work within Metro Vancouver, with a specific focus on the following eight functional areas:
• Regional Federation • Regional Parks Services • Water Services • Housing Services • Liquid Waste Services • Regional Planning • Solid Waste Services • Air Quality & Climate Change
E A E E D A A E E E E A ATE E E
D 192 A TE REGIONAL SERVICES 1 9 AFFORDABLE HOUSING 1 AIR QUALITY E911 SERVICE GENERAL GOVERNMENT 1 9 REGIONAL EMPLOYERS SERVICES REGIONAL EMERGENCY MANAGEMENT 19 M D REGIONAL GPS REGIONAL PARKS U REGIONAL PLANNING P AT REGIONAL PROSPERITY SUB-REGIONAL SERVICE SASAMAT FIRE PROTECTION LOCAL GOVERNMENT ELECTORAL AREA A SERVICES
16 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee METRO VANCOUVER’S TWO MAJOR WATERWAYS, BURRARD INLET AND THE FRASER RIVER
May 2021 Update | Board Strategic Plan | 2019 – 2022 17 Finance and Intergovernment Committee Regional Federation STRENGTHENING OUR To be an effective federation, Metro Vancouver must 2 LIVABLE REGION ensure that there is a common understanding and Build resilience in communities to prepare for support among its members on stated objectives and adapt to changing conditions. and that as an organization it is accountable, well managed and fiscally responsible. As a federation of 2.1 Continue Metro Vancouver’s leadership on local governments, strong communication between environmental stewardship. Metro Vancouver and its members as well as with other • Balance plans for managing anticipated stakeholders is essential. population growth with measures to Collaboration of members of what constitutes Metro maintain the livability of the region. Vancouver precedes the creation of regional districts • Continue to promote a regional approach by the Province of British Columbia in 1965. Since 1886, on climate action to all Metro Vancouver the communities of Metro Vancouver have cooperated functions, including both mitigation and in the development and delivery of services essential to adaptation, through Climate 2050. our growing region. Members deliver the services best provided at the local level, as does Metro Vancouver • Facilitate collaboration with member as the local government for Electoral Area A, while jurisdictions to create efficiencies and Metro Vancouver as a regional government acts as improve alignment between local a collaborative platform in areas where there are government policies and actions with those economies of scale or value in speaking with a of Metro Vancouver. collective voice. • Advance initiatives aligned with a transformation to a circular economy. ADVANCING EFFECTIVE 1 REGIONAL GOVERNANCE 2.2 Maintain Metro Vancouver’s regional role in Continue to engage with members on emergency preparedness through continued processes and initiatives that contribute to an delivery of services, including: effective and well functioning organization. • Contribute to the coordination of emergency response within the region. 1.1 Ensure that Metro Vancouver decision- making is guided by the value of a regional • Identify new threats due to climate change, perspective. including wildfires and flooding, and assess the value of proactive measures. 1.2 Provide long range projections on population, housing, employment, and land use, and their 2.3 In policy development and planning, recognize geographical distributions, to support effective the disproportionate impacts of change on decision-making for the provision of core different populations within the region. utilities, transit and other infrastructure projects important to the region. 2.4 Encourage innovation in the delivery of Metro Vancouver services that will contribute to the region’s resilience and prosperity through clean technology and circular economy solutions.
18 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee ENSURING FINANCIAL FOSTERING COLLABORATION & 3 SUSTAINABILITY 4 ENGAGEMENT Develop and implement financial plans Enhance relationships between Metro and policies that reflect a commitment to Vancouver and other orders of government, sound financial management and long-term First Nations, adjacent regional districts, and planning, in consideration of current and future key stakeholders. ratepayers. 4.1 Improve public and media understanding of 3.1 Develop and implement long-term financial the role of local government. planning that serves as the foundation for 4.2 Strengthen relationships with First Nations – affordable service provision. by exploring new pathways to reconciliation, • Continue to develop and implement such as increased engagement, dialogue, and asset management plans for each Metro collaboration between Metro Vancouver and Vancouver function that build and maintain First Nations in the region. regional infrastructure. 4.3 Continue to build effective working • Continue to use household impact and relationships with key stakeholders. debt service ratio as indicators of financial sustainability. 4.4 Promote a regional approach to advancing economic prosperity that complements the • Align new capital expenditures to economic development work of members. Metro Vancouver’s five central themes – regional growth, environmental sustainability, financial sustainability, system stewardship, and regulatory and legislative environment. • Incorporate consideration of climate change mitigation into options analyses for all projects and initiatives through the use of a carbon price in life cycle costing.
3.2 Explore sustainable sources of new revenues. • Explore new mechanisms to implement the “growth pays for growth” principle. • Maintain and create venues for sharing information on funding applications and the consideration of regional priorities.
May 2021 Update | Board Strategic Plan | 2019 – 2022 19 Finance and Intergovernment Committee Deliver Core Services
Water Services
MANAGING OUR DRINKING WATER ENSURING FINANCIAL SUSTAINABILITY 1 Maintain Metro Vancouver’s world-class water 3 Develop and implement financial plans and system that provides clean, safe drinking water policies that reflect a commitment to sound and ensure its capacity to meet future needs. financial management and long-term planning, in 1.1 Provide guidance on implementing residential consideration of current and future ratepayers. water metering in the region as a best 3.1 Explore the potential application of management practice. development cost charges (DCCs) to fund 1.2 Explore options for reduced per capita water growth-driven regional water infrastructure. use through water use efficiency, conservation, 3.2 Pursue opportunities for energy recovery and reuse. projects in the regional water system with a 1.3 Continue to develop and secure additional positive business case. long-term water supply capacity from the 3.3 Develop and implement long-term financial Coquitlam source. planning, providing members with financial 1.4 Complete the long-term water supply plan to projections associated with the regional ensure Metro Vancouver continues to supply water system. high-quality drinking water to a growing region into the next century. FOSTERING COLLABORATION & 4 ENGAGEMENT BUILDING RESILIENCE Strengthen awareness and engagement with the 2 Ensure the long-term resilience of the regional public, members, other orders of government, drinking water system to withstand natural and key stakeholders on a range of initiatives that hazards, climate change and other significant will ensure the delivery of clean, safe drinking disruptions. water, now and into the future. 4.1 Continue to promote water conservation 2.1 Continue to prioritize the seismic upgrading through public education and stakeholder of infrastructure using a risk management engagement using messaging that conveys that approach. drinking water is a precious resource. 2.2 Integrate climate change adaptation measures 4.2 Work with members to promote sustainable into regional water system planning and indoor and outdoor water use to reduce water management. demand through seasonal watering restrictions, • Continue with the implementation of back- rainwater collection and other initiatives. up power at regional water facilities. 4.3 Work with industry groups and regulatory • Ensure water treatment is resilient to authorities to explore opportunities for potential changes in source water quality greywater reuse. resulting from climate change. 4.4 Work with First Nations and fisheries agencies in supporting the restoration of fish populations in 2.3 Take action to adapt to the impacts of higher the watersheds while maintaining the delivery of intensity storms and potential wildfires within clean, safe drinking water. the source watersheds. 4.5 Expand public awareness of the unique characteristics of the regional drinking
20 May 2021 Update | Board Strategic Plan | 2019 – 2022 water system. Finance and Intergovernment Committee Deliver Core Services
COQUITLAM WATER TREATMENT PLANT
May 2021 Update | Board Strategic Plan | 2019 – 2022 21 Finance and Intergovernment Committee Liquid Waste Services
MANAGING OUR LIQUID WASTE ENSURING FINANCIAL 1 Enhance the management of the liquid waste 3 SUSTAINABILITY system with a commitment to innovative Develop and implement financial plans approaches to protect the health of the public and policies that reflect a commitment to and the environment. sound financial management and long-term 1.1 Assess the value of moving to advanced levels planning, in consideration of current and future of treatment, including tertiary treatment, at ratepayers. each of the wastewater treatment plants 3.1 Evaluate the implications of moving to a • Understand the impacts of contaminants single sewerage area over the long term. on the ecosystem, and consider options for 3.2 Pursue partnership funding for large advanced levels of treatment. infrastructure projects with regional benefit. • Explore the role of new source controls/ incentives that would prevent the release 3.3 Continue the review of industry discharge fees of contaminants into the liquid waste to ensure appropriate cost recovery. system. 3.4 Develop and implement long-term financial 1.2 Incorporate innovation into building and planning, providing members with financial operating the system. projections associated with the regional liquid waste system. • Continue to explore energy, resource recovery, water reuse, and greenhouse gas reduction opportunities, and implement FOSTERING COLLABORATION & options where feasible. 4 ENGAGEMENT Strengthen awareness and engagement • Adopt technologies that will increase the with the public, members, other orders of efficiency of the system. government, and key stakeholders on a range 1.3 Ensure that system capacity is “right-sized” to of initiatives that will ensure that the regional keep pace with population growth. liquid waste system protects public health and the environment, now and into the future. BUILDING RESILIENCE 2 Ensure the long-term resilience of the regional 4.1 Work with members and the federal sewage and drainage system to withstand and provincial governments to eliminate natural hazards, climate change and other combined sewer overflows. significant disruptions. 4.2 Work with members on the implementation 2.1 Develop a long-term strategy for seismic of effective inflow and infiltration reduction upgrades, including identifying priority strategies, including incentives and projects, to enhance the liquid waste system’s regulations related to management of private resilience using a risk management approach. property connections. 2.2 Ensure that all facilities and the sewerage 4.3 Expand public awareness of the value of the network can withstand projected increases liquid waste management. in sea levels, severe storms, and extreme precipitation events.
22 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee IONA ISLAND WASTEWATER TREATMENT PLANT
May 2021 Update | Board Strategic Plan | 2019 – 2022 23 Finance and Intergovernment Committee Solid Waste Services
MANAGING OUR SOLID WASTE ENSURING FINANCIAL 1 Reduce waste, increase recycling, and increase 2 SUSTAINABILITY recovery of materials and energy from remaining Develop and implement financial plans waste. Dispose of residuals in a cost-effective and policies that reflect a commitment to and environmentally sustainable manner. sound financial management and long-term 1.1 Expand actions that will reduce the amount of planning, in consideration of current and future litter and waste that members manage. ratepayers. • Work with members, the provincial 2.1 Ensure Metro Vancouver is maximizing the government, and the federal government recovery of materials and energy from the on strategies to reduce single use items management of the regional solid waste and other consumer products. system.
1.2 Continue to develop programs and related • Assess the viability of implementing district communication campaigns that increase heating at the waste-to-energy facility. diversion rates of materials that can be • Seek out public and private partnerships reused, repurposed or recycled. to facilitate the recovery of materials and • Continue to expand and enhance the energy. disposal ban program. 2.2 Perform ongoing analysis of the impact of • Identify upstream and recycling solutions the tipping fee structure, both in terms of with the region that will reduce the volume its ability to fund the system and to change of solid waste generated in the region. behaviour. • Focus on the multi-family residential and 2.3 Develop and implement long-term financial commercial/institutional sectors where planning, providing members with financial recycling rates are lower. projections associated with the regional solid • Continue to expand recycling options at waste system. regional transfer stations.
1.3 Research opportunities to close the gaps and ensure sufficient capacity in the regional recycling and waste diversion system. • Work with the private sector to innovate in the provision of recycling solutions, including micro-solutions. • Assess Metro Vancouver’s role in processing organics and wood.
1.4 Identify future disposal alternatives and develop analysis for each, providing life cycle and full cost analysis including greenhouse gas emission estimates.
24 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee FOSTERING COLLABORATION & 3 ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives that will reduce waste generated in the region.
3.1 Utilize the potential of the National Zero Waste Council and the annual Zero Waste Conference to promote the importance of waste prevention and the value of transitioning to a circular economy. • Facilitate cross-sector collaboration to design waste out of products and packaging and to harmonize policies across Canadian jurisdictions that will both reduce waste and create economies of scale in remanufacturing opportunities.
3.2 Work with the provincial government and key stakeholders to expand the products included in extended producer responsibility (EPR) programs.
3.3 Continue to expand public education and behaviour change campaigns consistent with the objectives of zero waste.
May 2021 Update | Board Strategic Plan | 2019 – 2022 25 Finance and Intergovernment Committee Regional Parks Services
ADVANCING OUR MISSION TO FOSTERING COLLABORATION & 1 “PROTECT & CONNECT” 3 PARTNERSHIPS Provide opportunities for residents and visitors Strengthen awareness and engagement to explore and enjoy a diversity of natural with the public, members, other orders of spaces, from beaches to mountains, from bogs government, and key stakeholders on a range to lakes, in the region. The regional parks of initiatives regarding the role and value of system also protects green spaces. regional parks.
1.1 Pursue the acquisition of new lands for 3.1 Explore opportunities with First Nations regional parks and greenways to provide including co-management, cultural planning more opportunities for access to green space and co-operation for the provision of as the population grows and to respond to park services. increasing demands on existing parks. 1.2 Develop individual park plans that provide 3.2 Pursue collaboration opportunities public access to parks and protect important and synergies among members, other ecosystems and habitats. organizations with utility corridors, and TransLink to create urban greenways and 1.3 Maintain the primary purpose of regional park space. parks as providing public access for recreational use. • Position potential greenways as an opportunity to engage more people in active transportation including biking and ENSURING FINANCIAL walking. 2 SUSTAINABILITY Develop and implement financial plans • Leverage the tourism value of a regional and policies that reflect a commitment to greenway/blueway network that could sound financial management and long-term contribute to economic development planning, in consideration of current and future opportunities. ratepayers. 3.3 Explore opportunities to increase 2.1 Explore and evaluate potential new revenue access through public transit and active sources and their impacts, including: transportation modes to regional parks. • Development cost charges • Park fees and parking fees 3.4 Expand community involvement in • Increased private donations stewardship programs with a special focus • Revenue opportunities and development on youth. opportunities associated with greenways 2.2 Develop and implement long-term financial planning, providing members with financial projections associated with the regional parks system.
26 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee MINNEKHADA REGIONAL PARK
May 2021 Update | Board Strategic Plan | 2019 – 2022 27 Finance and Intergovernment Committee Housing Services
IMPLEMENTING THE METRO • Identify opportunities to increase the 1 VANCOUVER HOUSING density of existing MVHC sites through 10-YEAR PLAN redevelopment of aging rental units. In the original version of the Board Strategic Plan, the • Work with members and through other Board direction was to develop an affordable housing partnerships to expand affordable housing plan. This was accomplished later in 2019 when the across the region. Board adopted the Metro Vancouver Housing 10-Year Plan. Strategic directions in this section have been 2.2 Consider the feasibility of establishing a adapted to reflect the goals of the adopted plan. tax requisition to support partnerships with Implement the Metro Vancouver Housing members in the development of new 10-Year Plan to support the retention and housing supply. expansion of affordable housing in the region. FOSTERING COLLABORATION & 1.1 Advance Metro Vancouver’s role in providing 3 ENGAGEMENT affordable housing: Strengthen awareness and engagement with the • Support healthy and engaged public, members, other orders of government, communities in Metro Vancouver and key stakeholders on a range of initiatives Housing’s existing 49 sites. regarding the role and value of the Metro • Preserve and renew existing housing Vancouver Housing Corporation. to maintain affordability and improve 3.1 Exercise Metro Vancouver’s role as convenor sustainability and accessibility. to bring government (local and other • Grow strategically through redevelopment orders of government), businesses and their and expansion by adding 1,350 new and associations, community, and academic experts redeveloped units over the next 10 years, together to share ideas on how to expand the with the potential to double that number amount of affordable housing.
through partnerships. 3.2 Work with tenant communities to help ensure 1.2 Define Metro Vancouver Housing Corporation tenants are engaged and connected to the rental unit affordability, including consideration places they live. of subsidized/low-end market, market, and the 3.3 Continue to work with the provincial and “missing middle”. federal governments to access programs that will generate new affordable housing and ENSURING FINANCIAL support upgrading existing rental units to be 2 SUSTAINABILITY more energy efficient. Develop and implement financial plans and policies that reflect a commitment to sound 3.4 Work with the private sector to explore financial management and long-term planning, in opportunities for partnerships to increase consideration of current and future residents. the supply of Metro Vancouver Housing Corporation’s rental units. 2.1 Develop partnerships to expand affordable rental housing across the region.
28 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee INLET CENTRE
May 2021 Update | Board Strategic Plan | 2019 – 2022 29 Finance and Intergovernment Committee Plan for the Region
Regional Planning
ADVANCING THE REGIONAL PROTECTING LANDS 1 GROWTH STRATEGY 3 WITHIN THE REGION Continue to develop and implement effective Guide the development of policies, plans, and adaptive tools and processes for achieving and tools that lead to creative solutions for the goals articulated in Metro 2040, the managing competing demands on land in regional growth strategy. the region.
1.1 Continue to refine and update the 3.1 Work with members to protect industrial and population, housing, employment, and employment lands that support economic land use projections, and their expected activities contributing to regional prosperity. geographical density distributions, to support • Identify actions to address the issues of the long range planning of utilities, members, speculation and zoning changes that and TransLink. are threatening the region’s industrial 1.2 Undertake a comprehensive update to Metro land supply. to prioritize climate change, align with 2040 • Analyze the potential for increasing the the update to the Regional Transportation intensification of industrial lands. Strategy, and extend the timeframe to 2050. 3.2 Work with members and the Agricultural Land ENSURING COMPLETE & LIVABLE Commission to protect and optimize the use 2 COMMUNITIES of agricultural land. Support the efforts of members in developing 3.3 Through the protection of agricultural lands, complete, livable and healthy communities. support local food production that could contribute to food security and the long-term 2.1 Work with members and TransLink to increase resilience to the region. transit-oriented development and for the provision of a mix of housing types and 3.4 Work with members to protect conservation tenures within those corridors. and recreation lands in the region and • Encourage and protect affordable to support the protection of sensitive housing, specifically rentals, in transit- ecosystems. oriented locations.
2.2 Facilitate the exchange of best practices and experiences among members, researchers, and thought leaders on the subject of creating complete, livable and healthy communities.
30 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Plan for the Region
NEW WESTMINSTER
FOSTERING COLLABORATION & 4 ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives regarding the role and value of land use planning at the regional scale and the objectives of the regional growth strategy.
4.1 Develop a plan to engage the public and other stakeholders in the update to the regional growth strategy.
4.2 Ensure alignment between the regional growth strategy and TransLink’s Regional Transportation Strategy. • Direct development to urban centres and frequent transit corridors.
4.3 Collaborate with the provincial government, members, and adjacent regional districts on how to align regional land use planning and provincial plans for building and expanding transportation infrastructure.
May 2021 Update | Board Strategic Plan | 2019 – 2022 31 Finance and Intergovernment Committee Air Quality & Climate Change
TAKING LEADERSHIP ON CLIMATE • Explore opportunities for creating carbon 1 ACTION THROUGH CLIMATE 2050 sinks to sequester carbon, including Guide climate change policy and action for the through ecosystem restoration projects Metro Vancouver region for the next 30 years and by increasing urban and rural forest with Metro Vancouver’s Climate 2050 strategy. canopies.
1.1 Update Metro Vancouver’s greenhouse gas 1.3 Undertake corporate climate action that emission targets. supports regional climate change mitigation • Revise the target for 2050 to reflect current and adaptation goals and targets and science, capturing the need to move to demonstrates leadership. carbon neutrality by 2050. • Continue to explore options for • Support long-term targets with interim generating clean, renewable sources of targets, and report progress towards energy from Metro Vancouver utilities. meeting those targets. • Expand opportunities for greater use of zero-emission vehicles in the 1.2 Develop and advocate for actions corporate fleet. fundamental to meeting regional greenhouse gas emission targets and ensuring our region • Ensure that Metro Vancouver asset is resilient to the impacts of climate change. management policies incorporate climate • Implement actions that will lead to change adaptation actions. emission reductions, specifically focusing on the Climate 2050 issue area roadmaps IMPROVING AIR QUALITY of nature and ecosystems, infrastructure, 2 Improve air quality by mitigating threats to human health and well-being, buildings, public health and the environment. transportation, industry, energy, land-use 2.1 Improve understanding of air quality issues and growth management, agriculture, in the region by expanding air monitoring and waste. capacity. • Include actions that will facilitate the 2.2 Continue to identify air contaminants in the transition to clean, renewable sources region, identify priorities and pursue effective of fuel in transportation and in energy actions to reduce pollutants. provision. 2.3 Explore solutions for mitigating health • Advocate for changes in provincial and impacts of diminished air quality due to federal legislation that will enable the wildfires. meeting of greenhouse gas reduction targets across all sectors.
32 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee DEER LAKE PARK, BURNABY
FOSTERING COLLABORATION & 3 ENGAGEMENT Strengthen awareness among and engagement with the public, members, other orders of government, and other stakeholders in the implementation of Climate 2050, and foster regional coordination to help implement effective adaptation measures and achieve the long-term targets in reducing greenhouse gas emissions.
3.1 Monitor evolving science and technology related to climate change, and provide the public with more information on the science of climate change, its implications for the Metro Vancouver region, and the scope of actions required to both reduce greenhouse gas emissions and adapt to the changes already triggered by climate change.
3.2 Engage members, industry and business associations, community and non- governmental organizations, utilities, post- secondary institutions, and youth in the implementation of Climate 2050.
3.3 Engage with provincial and federal governments and First Nations on specific actions to reduce greenhouse gas emissions and adapt to climate change. • Pursue partnerships with other orders of government to fund innovative projects that will generate clean, renewable sources of energy from Metro Vancouver utilities. • Work with the provincial government to address the changing conditions for farming in the region, including consideration of new irrigation infrastructure and changes in farming techniques.
3.4 Develop partnerships with member jurisdictions and industry to replace fossil fuels with clean, renewable energy that can be generated from Metro Vancouver utilities.
May 2021 Update | Board Strategic Plan | 2019 – 2022 33 Finance and Intergovernment Committee VIEW FROM BURNABY
34 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Appendix
Accomplishments made on the Board Strategic Plan to April 2021
May 2021 Update | Board Strategic Plan | 2019 – 2022 35 Finance and Intergovernment Committee 2019-2022 Board Strategic Plan: Accomplishments to April 2021
Regional Federation
1 ADVANCING EFFECTIVE REGIONAL GOVERNANCE Continue to engage with members on processes and initiatives that contribute to an effective and well functioning organization. ✓ Created a Project Delivery Department as a centre of expertise for major project delivery and asset management ✓ Launched a COVID-19 Dashboard to track the impacts of COVID-19 on Metro Vancouver services ✓ Created a forum for the region’s Chief Administrative Officers to coordinate COVID-19 information, such as the re-opening of municipal facilities
2 STRENGTHENING OUR LIVABLE REGION Build resilience in communities to prepare for and adapt to changing physical and environmental conditions. ✓ Advocated for local government funding and supports for vulnerable populations in the wake of COVID-19 ✓ Endorsed the development of a Resilient Region Strategic Framework to advance corporate resilience, encompassing the ability to proactively manage a broad range of shocks and stresses, including natural hazards, climate change, financial instability, and other external factors ✓ Hosted a series of forums on systemic racism ✓ Awarded $130,000 and $140,000 in Regional Culture Project Grants to 29 arts and culture organizations in 2019 and 2020 respectively; in 2020 the grant program was modified, including adjustment of intake timing and greater flexibility in delivery options given COVID-19 ✓ Launched Chat with the Chair – a new web series featuring intimate discussions with the chairs of Metro Vancouver’s Board and Committees to hear their authentic, first-hand insights, inspirations, and aspirations for the region
3 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future ratepayers. ✓ Submitted an application for grant funding through the Investing in Canada Infrastructure Program for the Waste-to-Energy Facility District Energy Program ✓ Held a Board budget workshop to receive early direction from the Board in the creation of the 2021-2025 Financial Plan ✓ Advanced the topic of municipal finance eformr with the Province
36 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee 4 FOSTERING COLLABORATION & ENGAGEMENT Enhance relationships between Metro Vancouver and other orders of government, First Nations, adjacent regional districts, and key stakeholders. ✓ Held a successful Metro Vancouver Networking Event for Board Members to connect with Members of Parliament ✓ Approved amendments to the Federal Gas Tax Fund Expenditures Policy to help improve the transparency, consistency, and efficiency of the process as well as reflecting a stronger climate action lens ✓ Endorsed the Intergovernment Relations Strategy to further strengthen Metro Vancouver’s relationships with the Provincial and Federal governments and secure financial support for critical infrastructure projects ✓ Hosted a series of meetings with Ministries, Provincial and Federal staff, and third parties such as the Canada Infrastructure Bank in support of investments in critical infrastructure and other Metro Vancouver priorities ✓ Made submissions to Federal and Provincial pre-budget consultations ✓ Continued to strengthen relationships with First Nations ✓ Launched the Regional Economic Prosperity Service including establishment of the Management Board with a membership that represents the diversity of stakeholders with a keen interest in advancing the long- term prosperity of the region and the Regional Economic Prosperity Advisory Committee comprising member jurisdictions ✓ Successfully recruited and appointed the new president of the Regional Economic Prosperity Service
May 2021 Update | Board Strategic Plan | 2019 – 2022 37 Finance and Intergovernment Committee Water Services
1 MANAGING OUR DRINKING WATER Maintain Metro Vancouver’s world-class water system that provides clean, safe drinking water and ensure its capacity to meet future needs. ✓ Advanced the Annacis Water Supply Tunnel project to serve the growing populations south of the Fraser and improve the seismic resiliency of the water supply
2 BUILDING RESILIENCE Ensure the long-term resilience of the regional drinking water system to withstand natural hazards, climate change and other significant disruptions. ✓ Released the Water Supply Outlook 2120, a strategy that presents key findings and actions to ensure the water supply is sufficient to meet the needs of a growing population and is resilient to the impacts of climate change over the next one hundred years ✓ Commenced the review of the Drinking Water Management Plan
3 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future ratepayers. ✓ For the 2021 budget, applied increases to the water rate to only the peak rate to incentivize additional water conservation ✓ Initiated discussions with the Province on the implementation of development cost charges for new water infrastructure being built to accommodate increased demand for water resulting from projected population growth
4 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives that will ensure the delivery of clean, safe drinking water, now and into the future. ✓ Endorsed the Water Metering Best Practices Guide for Local Governments ✓ Worked with local First Nations and other partners to implement an annual program to release Coho salmon upstream of Seymour Falls Dam and Coquitlam Dam in support of the restoration of Pacific salmon populations
38 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Liquid Waste
1 MANAGING OUR LIQUID WASTE Enhance the management of the liquid waste system with a commitment to innovative approaches to protect the health of the public and the environment. ✓ Advanced the indicative design process for the Iona Island Wastewater Treatment Plant Project which has included extensive public and First Nations consultation ✓ Endorsed biosolids drying as a biosolids management option ✓ Approved the Direct Connections to Regional Liquid Waste Facilities Policy to address requests to connect to regional facilities
2 BUILDING RESILIENCE Ensure the long-term resilience of the regional sewage and drainage system to withstand natural hazards, climate change and other significant disruptions. ✓ Initiated the review and update to the Liquid Waste Management Plan ✓ Advanced construction of the Lulu Island Wastewater Treatment Plant Renewable Natural Gas Facility
3 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future ratepayers. ✓ Awarded a contract to beneficially use biosolids for a reclamation project at Fraser Valley Aggregates’ gravel pit
4 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives that will ensure that the regional liquid waste system protects public health and the environment, now and into the future. ✓ Developed a real-time sewer overflow map to inform the public of sewer overflows and wastewater treatment plant process interruptions
May 2021 Update | Board Strategic Plan | 2019 – 2022 39 Finance and Intergovernment Committee Solid Waste
1 MANAGING OUR SOLID WASTE Reduce waste, increase recycling, and increase recovery of materials and energy from remaining waste. Dispose of residuals in a cost-effective and environmentally sustainable manner. ✓ Proceeded with the construction of the United Boulevard and Central Surrey Recycling and Waste Centres ✓ Advanced Waste-to-Energy Facility district energy
2 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future ratepayers. ✓ Extended the payment period for all solid waste customer charge accounts to assist in the response to the significant impact of the COVID-19 pandemic
3 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives that will reduce waste generated in the region. ✓ Created an independent consultation and engagement panel to advise staff and the Board on consultation and engagement on the development of the new Solid Waste Management Plan ✓ Held the first virtual 2020 Zero Waste Conference with 501 participants ✓ Advanced waste prevention and the circular economy across Canada as a founding member of the Circular Economy Leadership Coalition
40 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Regional Parks
1 ADVANCING OUR MISSION TO “PROTECT & CONNECT” Provide opportunities for residents and visitors to explore and enjoy a diversity of natural spaces, from beaches to mountains, from bogs to lakes, in the region. The regional parks system also protects green spaces. ✓ Endorsed the Regional Parks Natural Resource Management Framework ✓ Continued to add lands to the regional park system through the Regional Park Land Acquisition Fund: 316 hectares in 2019/2020 ✓ Endorsed the Regional Parks Public Programming Strategy outlining strategic directions to meet the future needs of the region’s growing diverse population ✓ Approved the Regional Greenways Strategy
2 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future ratepayers. ✓ Established a statutory reserve for a Regional Parkland Acquisition and Development Reserve Fund ✓ Initiated visitor capacity management initiatives at high traffic volume parks ✓ Received the Regional Parks State of the Assets report, which included parks natural assets, and incorporated natural assets within asset management programs to recognize their inherent value
3 FOSTERING COLLABORATION & PARTNERSHIPS Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives regarding the role and value of regional parks. ✓ Engaged with the public on the Campbell Valley Regional Park Management Plan ✓ Signed the Cultural Planning and Co-Operative Agreement for Belcarra Regional Park with Tsleil-Waututh Nation ✓ Initiated design and cultural planning for the development of Widgeon Marsh Regional Park
May 2021 Update | Board Strategic Plan | 2019 – 2022 41 Finance and Intergovernment Committee Housing
1 ADVANCING AN AFFORDABLE HOUSING PLAN Develop and implement a Metro Vancouver affordable housing plan to support affordable housing in the region. ✓ Adopted the Metro Vancouver Housing 10-Year Plan that provides a vision and framework to guide how Metro Vancouver Housing will provide, preserve and expand its portfolio of affordable rental housing in the region ✓ Approved the Metro Vancouver Housing Redevelopment Plan to establish a process to assess and prioritize existing housing sites for redevelopment or renewal over time ✓ Identified 11 projects that, through partnerships, can deliver over 2,000 new and redeveloped units in the next 10 years ✓ Approved the revised Tenant Selection Policy to ensure tenants are matched with housing that is equitable and appropriate, prioritizing very low to moderate income households
2 ENSURING FINANCIAL SUSTAINABILITY Develop and implement financial plans and policies that reflect a commitment to sound financial management and long-term planning, in consideration of current and future residents. ✓ Created a statutory reserve for the affordable housing function for new affordable housing development ✓ Initiated energy saving initiatives for long term cost reductions and greenhouse gas reductions
3 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives regarding the role and value of Metro Vancouver Housing Corporation. ✓ Delivered resident programs (community gardens, health programs, free food programs, 31 tenant associations) ✓ Advocated for funding for Metro Vancouver Housing Corporation affordable housing projects ✓ Released What Works: Securing Affordable and Special Needs Housing through Housing Agreements
42 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee Regional Planning
1 ADVANCING THE REGIONAL GROWTH STRATEGY Continue to develop and implement effective and adaptive tools and processes for achieving the goals articulated in Metro 2040, the regional growth strategy. ✓ Advanced the update to the regional growth strategy – completed eight policy reviews
2 ENSURING COMPLETE & LIVABLE COMMUNITIES Support the efforts of members in developing complete, livable and healthy communities. ✓ Pivoted to provide data and planning support to members through the COVID-19 Task Force
3 PROTECTING LANDS WITHIN THE REGION Guide the development of policies, plans, and tools that lead to creative solutions for managing competing demands on land in the region. ✓ Approved the Regional Industrial Lands Strategy to respond to the principal challenges facing the region’s industrial lands ✓ Produced a set of Best Management Practices for Invasive Species: Purple Loosestrife, Reed Canarygrass, Wild Chervil, and Yellow Flag Iris
4 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness and engagement with the public, members, other orders of government, and key stakeholders on a range of initiatives regarding the role and value of land use planning at the regional scale and the objectives of the regional growth strategy. ✓ Released the Food Flows in Metro Vancouver: Study Results and distributed to members and other stakeholders
May 2021 Update | Board Strategic Plan | 2019 – 2022 43 Finance and Intergovernment Committee Air Quality & Climate Change
1 TAKING LEADERSHIP ON CLIMATE ACTION THROUGH CLIMATE 2050 Guide climate change policy and action for the Metro Vancouver region for the next 30 years with Metro Vancouver’s Climate 2050 strategy. ✓ Achieved carbon neutrality for the Metro Vancouver organization in 2019 ✓ Amended Climate 2050 and Metro 2040 to reflect a commitment to achieving a carbon neutral region by 2050 ✓ Adopted a target of 45% reduction in greenhouse gas emissions from 2010 levels by 2030 ✓ Produced seven Climate 2050 issue area discussion papers
2 IMPROVING AIR QUALITY Improve air quality by mitigating threats to public health and the environment. ✓ Endorsed the draft Clean Air Plan for public engagement ✓ Endorsed the engagement plan for the air quality fee review ✓ Adopted a Residential Indoor Wood Burning Emission Regulation Bylaw to reduce the health and environmental impacts of emissions from residential indoor wood burning ✓ Endorsed the engagement plan for expanding the non-road diesel engine regulation
3 FOSTERING COLLABORATION & ENGAGEMENT Strengthen awareness among and engagement with the public, members, other orders of government, and other stakeholders in the implementation of Climate 2050, and foster regional coordination to help implement effective adaptation measures and achieve the long-term targets in reducing greenhouse gas emissions. ✓ Advocated for economic stimulus funding to be directed to low carbon initiatives ✓ Wrote to the provincial Minister of Municipal Affairs and Housing requesting that an effective and consistent greenhouse gas intensity framework for new and existing buildings be put in place, in order for local and provincial governments to achieve reduction targets ✓ Directed staff to work with member jurisdictions, the Province, and other relevant agencies to implement annual greenhouse gas emissions reporting in an incremental fashion, beginning with the most significant sources of emissions ✓ Conducted 12 months of ambient air monitoring on site at the Musqueam Reserve using the Mobile Air Monitoring Unit (MAMU)
44 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee May 2021 Update | Board Strategic Plan | 2019 – 2022 45 Finance and Intergovernment Committee 46 May 2021 Update | Board Strategic Plan | 2019 – 2022 Finance and Intergovernment Committee May 2021 Update | Board Strategic Plan | 2019 – 2022 47 Finance and Intergovernment Committee Metro Vancouver is a federation of 21 municipalities, one Electoral Area and one Treaty First Nation that collaboratively plans for and delivers regional-scale services in the greater Vancouver region of British Columbia. Its core services are drinking water, wastewater treatment and solid waste management. Metro Vancouver also provides affordable housing, regulates air quality, plans for urban growth and manages a regional parks system.
www.metrovancouver.org
Finance and Intergovernment Committee 5.2
To: Finance and Intergovernment Committee
From: Dean Rear, Chief Financial Officer/General Manager, Financial Services
Date: April 26, 2021 Meeting Date: May 12, 2021
Subject: 2020 Statement of Financial Information
RECOMMENDATION That the MVRD Board approve the Statement of Financial Information for the year ended December 31, 2020.
EXECUTIVE SUMMARY The Financial Information Act is provincial legislation that requires local governments to annually prepare and submit to the Board for approval a report called the Statement of Financial Information (SOFI). The SOFI consists of a series of statements and schedules, three of which are an integral part of the 2020 annual audited financial statements which were approved by the Board on April 30, 2021. Seven additional 2020 SOFI schedules are included in Attachment 1. These additional schedules include payments of remuneration and expenses for elected officials and employees, and payments made to suppliers for goods and services. The Board approval of these additional SOFI schedules completes the 2020 financial reporting requirements.
PURPOSE To present for approval the 2020 Statement of Financial Information (SOFI) as part of the reporting requirements of the Financial Information Act.
BACKGROUND The Financial Information Act is provincial legislation that requires local governments to prepare the following statements and schedules annually:
• statement of assets and liabilities; • statement of operations; • schedule of debt; • schedule of guarantee and indemnity agreements; • schedule showing remuneration and expenses paid to or on behalf of each employee that exceeds $75,000 and amounts paid to or on behalf of elected officials; and • schedule showing the payments for each supplier of goods or services that exceeds $25,000.
This report is being brought forward to comply with the requirements of the Financial Information Act.
54197190
Finance and Intergovernment Committee 2020 Statement of Financial Information Finance and Intergovernment Committee Regular Meeting Date: May 12, 2021 Page 2 of 2
SUPPLEMENTARY INFORMATION SCHEDULES The 2020 annual audited financial statements, which were approved by the Board on April 30, 2021, satisfies the first three requirements of the SOFI reports. The remaining three requirements are met by Schedules 1 to 7 included in the attachment to this report.
Schedules 1 to 4 presents the remuneration and expenses paid to or on behalf of directors, committee members, employees and any severance payments as well as a reconciliation of these amounts to the financial statements. Expenses included are those incurred while conducting Metro Vancouver business. Schedules 5 to 7 reports the payments made to suppliers in Canadian or US dollars as well as a reconciliation of the payments to the annual financial statements.
ALTERNATIVES This report completes a statutory requirement; no alternatives are presented.
FINANCIAL IMPLICATIONS This report provides details of 2020 results based on statutory requirement, there are no further financial implications.
CONCLUSION The 2020 annual audited financial statements were approved by the Board on April 30, 2021. Schedules 1 to 7 in the attachment to this report provides the additional information required under the Financial Information Act. Approval concludes the legislated requirements.
Once approved, the Financial Information Act filing information is available for viewing by the public and anyone can acquire a hard copy of the information from the Finance Services Department for a fee of $5.001.
Attachments 1. Statement of Financial Information for the Year Ended December 31, 2020, dated May 2021 (Doc # 45286699)
54197190
1 The fee is prescribed by provincial regulation.
Finance and Intergovernment Committee Attachment
METRO VANCOUVER FINANCIAL INFORMATION ACT FILING
STATEMENT OF FINANCIAL INFORMATION FOR THE YEAR ENDED DECEMBER 31, 2020 May 2021
THIS STATEMENT OF FINANCIAL INFORMATION INCLUDES THE ACCOUNTS OF: METRO VANCOUVERDRAFT REGIONAL DISTRICT GREATER VANCOUVER WATER DISTRICT GREATER VANCOUVER SEWERAGE AND DRAINAGE DISTRICT METRO VANCOUVER HOUSING CORPORATION
Finance and Intergovernment Committee Metro Vancouver Regional District Greater Vancouver Water District Greater Vancouver Sewerage & Drainage District Metro Vancouver Housing Corporation
2020 STATEMENT OF FINANCIALINFORMATION APPROVAL
The undersigned, as authorized by the Financial Information Regulation,
Schedule 1, subsection 9(2), approves all the statements and schedules included in this 2020 Statement of Financial Information, produced under the Financial Information Act.
Dean Rear, Chief Financial Officer May 1, 2021 Prepared pursuantDRAFTto the Financial Information Regulation, Schedule 1, section 9
Finance and Intergovernment Committee STATEMENT OF FINANCIAL INFORMATION For the Year Ended December 31, 2020
INDEX
1) Statement of Assets and Liabilities ...... See Financial Statements
2) Operational Statements ...... See Financial Statements
3) Schedule of Debt ...... See Financial Statements
4) Schedule of Guarantee and Indemnity Agreements ...... None
5) Schedule of Remuneration and Expenses
Members of the Board of Directors And Elected Officials ...... Schedule 1
Employees ...... Schedule 2
Reconciliation of Remuneration and Expenses To Financial Statements ...... Schedule 3
Statement of Severance Agreements ...... Schedule 4
6) Schedule of Payments to Suppliers for Goods and Services
Payments to Canadian Suppliers ($CDN) ...... Schedule 5
Payments to U.S. Suppliers ($US) ...... Schedule 6
Reconciliation of Payments for Goods and ServicesDRAFT to Financial Statement ...... Schedule 7
Finance and Intergovernment Committee Schedule 1 Page 1 of 5
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Members of the Board of Directors and Elected Officials
TOTAL TOTAL NAME POSITION* REMUNERATION EXPENSES Albrecht,Paul Board Member (Alternate) $ 1,556 $ - Ander,Gary Committee Member 543 - Anderson,Bridgitte Committee Member 1,410 - Andrews,Janet Committee Member 1,410 - Annis,Linda Board Member 10,559 - Armstrong,Robert Committee Member 1,410 - Arnason,Petrina Board Member (Alternate) 6,735 - Arsens,Gina Committee Member 1,410 - Asmundson,Brent Board Member (Alternate) 6,265 - Au,Chak Board Member (Alternate) 543 - Back,Holly Committee Member 2,642 - Back,Jordan Committee Member 2,788 - Bain,Fred Board Member (Alternate) 762 - Baird,Ken Board Member 22,400 - Baird,Kim Committee Member 1,410 - Begg,Robert Council of Councils 616 - Belenkie,Neil Council of Councils 26,712 - Bell,Don Committee Member 6,046 - Bligh,Rebecca Board Member (Alternate) 4,636 - Bond,Mathew Committee Member 5,357 - Booth,Mary-Ann Board Member 39,859 - Boyle,Christine Board Member 13,680 - Brodie,Malcolm Board Member 38,430 - Buchanan,Linda Board Vice Chair 64,145 28 Calendino,Pietro Board Member 26,575 - Cameron,Craig Committee Member 2,788 - Carr,Adriane Board Member 22,354 - Chesney,David Board Member (Alternate) 1,086 - Choo,Queenie Committee Member 1,410 - Clark,Carolina Board Member 3,906 - Copeland,Dan Committee Member 5,179 - Coté,Jonathan Board Member 33,785 - Curren,Megan DRAFTCouncil of Councils 1,410 - Curry,Joanne Committee Member 1,410 - Darling,Steve Council of Councils 1,086 - Das,Chinu Council of Councils 1,556 -
* "Committee Member" refers to elected officals who sit on Metro Vancouver Standing Committees Finance and Intergovernment Committee Schedule 1 Page 2 of 5
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Members of the Board of Directors and Elected Officials
TOTAL TOTAL NAME POSITION* REMUNERATION EXPENSES Day,Carol Council of Councils 146 - De Genova,Melissa Board Member 12,165 - Dhaliwal,Satvinder Board Chair 117,560 67 Dhillon,Peter Committee Member 940 - Dilworth,Diana Committee Member 5,973 - Dingwall,William Board Member 24,823 - Dominato,Lisa Board Member 16,112 - Drake,Bruce Council of Councils 1,556 - Dueck,Judy Board Member (Alternate) 5,252 - Duncan,Kiersten Council of Councils 762 - Dupont,Laura Committee Member 5,284 - Elford,Doug Board Member 24,768 - Faoro,Paul Committee Member 940 - Fast,Sue Ellen Council of Councils 1,556 - Fathers,Helen Committee Member 4,061 - Feeley,Mike Board Member (Alternate) 1,818 - Ferguson,Stephen Committee Member 20,196 2,650 Finlayson,Jock Committee Member 1,410 - Forbes,Betty Council of Councils 470 - Froese,Jack Committee Member 42,637 - Fry,Pete Board Member (Alternate) 11,873 745 Gambioli,Nora Board Member (Alternate) 4,417 - Girard,Angela Board Member (Alternate) 1,629 - Greene,Kelly Council of Councils 616 - Guerra,Laurie Board Member 20,164 - Guichon,Alicia Committee Member 5,357 - Hanson,James Committee Member 2,788 - Hardwick,Colleen Board Member 10,139 - Harvie,George Board Member 24,805 - Hayes,Mike Council of Councils 1,556 - Helsley,Robert Committee Member 1,410 - Hocking,Dave Board Member 25,389 - Hodge,Craig DRAFTBoard Member 26,867 1,673 Hu,Tina Council of Councils 1,556 - Hundial,Jack Board Member (Alternate) 730 - Hunt,Stephen Committee Member 1,410 -
* "Committee Member" refers to elected officals who sit on Metro Vancouver Standing Committees Finance and Intergovernment Committee Schedule 1 Page 3 of 5
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Members of the Board of Directors and Elected Officials
TOTAL TOTAL NAME POSITION* REMUNERATION EXPENSES Hurley,Mike Board Member 38,088 - Jackson,Jeanette Committee Member 1,410 - Jackson,Lois Council of Councils 2,984 - James,Teri Council of Councils 1,013 - Johanson,Erika Council of Councils 1,086 - Johnston,Dan Council of Councils 543 - Johnstone,Patrick Council of Councils 1,086 - Jordan,Colleen Council of Councils 1,629 - Kanakos,Jeannie Board Member (Alternate) 2,496 - Keithley,Joe Board Member (Alternate) 6,192 - Kim,Steve Council of Councils 1,483 - Kirby-Yung,Sarah Board Member (Alternate) 7,862 - Krier,Polly Council of Councils 1,556 - Kristjanson,Scott Council of Councils 1,410 - Kruger,Dylan Board Member (Alternate) 8,291 - Kunst,Margaret Council of Councils 1,086 - Laidler,Timothy Council of Councils 470 - Lambur,Peter Council of Councils 1,483 - LeBlanc,Justin Council of Councils 855 - Lewis,Christopher Committee Member 1,410 - Little,Mike Board Member (Alternate) 18,941 - Locke,Brenda Board Member (Alternate) 7,762 - Long,Bob Board Member (Alternate) 6,233 - Loo,Alexa Board Member (Alternate) 10,349 2,760 Lubik,Amy Council of Councils 470 - MacDonald,Nicole Council of Councils 1,086 - Madsen,Hunter Board Member (Alternate) 3,705 - Mandewo,Trish Board Member (Alternate) 2,966 - Manning,Anthony Council of Councils 1,483 - Marsden,Dennis Committee Member 4,020 - Martin,Gayle Board Member 7,675 - McCallum,Doug Board Member 16,071 - McCurrach,Nancy DRAFTCouncil of Councils 470 - McCutcheon,Jen Board Member 60,636 450 McDonald,Bruce Board Member 9,546 - McDonell,Paul Council of Councils 616 -
* "Committee Member" refers to elected officals who sit on Metro Vancouver Standing Committees Finance and Intergovernment Committee Schedule 1 Page 4 of 5
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Members of the Board of Directors and Elected Officials
TOTAL TOTAL NAME POSITION* REMUNERATION EXPENSES McEvoy,Jaimie Council of Councils 1,086 - McEwen,John Board Member 50,312 - McIlroy,Jessica Committee Member 5,973 - McLaughlin,Ronald Board Member 26,890 - McNulty,William Board Member (Alternate) 5,357 - McPhail,Linda Board Member (Alternate) 2,496 - Meachen,Bob Council of Councils 1,556 - Meadus,Chelsa Committee Member 2,788 - Milani,Steve Council of Councils 1,556 - Miyashita,Tracy Board Member (Alternate) 6,046 - Morden,Michael Board Member 23,632 - Morse,Alison Council of Councils 470 - Muri,Lisa Board Member 20,885 - Mustel,Evi Committee Member 1,410 - Nagra,Mandeep Board Member 9,546 - Nakagawa,Nadine Council of Councils 1,880 - Nicholson,Maureen Committee Member 7,456 - O'Connell,Gwen Council of Councils 1,556 - Pachal,Nathan Council of Councils 1,556 - Patton,Allison Board Member 16,532 - Penner,Darrell Board Member (Alternate) 7,456 - Pettigrew,Steven Council of Councils 2,701 - Pollock,Glenn Committee Member 3,874 - Puchmayr,Charles Council of Councils 543 - Richter,Kimberly Board Member 16,071 - Royer,Zoe Council of Councils 543 - Simpson,Anena Council of Councils 1,086 - Soprovich,William Committee Member 6,986 - Stachova,Olga Committee Member 1,410 - Steves,Harold Board Member 22,993 - Stewart,Kennedy Board Member 11,531 - Stewart,Richard Board Member 39,977 2,925 Storteboom,RudolphDRAFTCommittee Member 5,763 - Svendsen,Ryan Committee Member 9,304 - Swanson,Jean Board Member (Alternate) 2,642 - Thompson,Sharon Council of Councils 1,086 -
* "Committee Member" refers to elected officals who sit on Metro Vancouver Standing Committees Finance and Intergovernment Committee Schedule 1 Page 5 of 5
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Members of the Board of Directors and Elected Officials
TOTAL TOTAL NAME POSITION* REMUNERATION EXPENSES Towner,Teresa Committee Member 2,861 - Trentadue,Mary Board Member (Alternate) 12,165 - Trevelyan,Christopher Council of Councils 1,013 - Trowbridge,Kim Council of Councils 73 - Vagramov,Robert Board Member 22,569 928 Valente,Tony Council of Councils 1,086 - van den Broek,Valaria Committee Member 38,092 2,644 Vrooman,Tamara Committee Member 470 - Walker,Darryl Board Member 23,527 - Wallace,Rosemary Council of Councils 1,556 - Wang,James Board Member (Alternate) 2,496 - Washington,Dean Council of Councils 73 - West,Bradley Board Member 23,121 639 Weverink,Paul Board Member (Alternate) 1,702 - Wheatley,Scott Committee Member 1,410 - Whitmarsh,Blair Council of Councils 1,410 - Wiebe,Michael Board Member 19,726 - Wilder,Liisa Council of Councils 1,086 - Williams,Bryce Council of Councils 438 - Wilson,Chris Committee Member 5,503 - Wolfe,Michael Council of Councils 1,556 - Wong,Marcus Council of Councils 1,086 - Wynen,Robert Board Member (Alternate) 73 - Yousef,Ahmed Committee Member 6,119 - Zarrillo,Bonita Committee Member 2,172 - TOTAL DRAFT$ 1,521,799 $ 15,511
* "Committee Member" refers to elected officals who sit on Metro Vancouver Standing Committees Finance and Intergovernment Committee Schedule 2 Page 1 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Abdel-Salam,Mohamed $ 115,472 $ 9,646 $ 1,078 Abraham,Thomas 105,917 22,537 499 Abu Bakar,Ari 124,410 3,838 445 Adamoski,David 84,505 1,612 315 Adamson,Jane 89,512 2,444 1,258 Aderneck,Eric 108,117 1,925 2,281 Adey,Maria 110,702 3,648 1,559 Agecoutay,Brian 84,314 40,669 317 Ainsley,Darryl 157,227 5,109 951 Ajgaonkar,Priya 77,117 2,695 - Aldaba,Alain 115,281 19,722 450 Alexander,Murray 104,335 1,922 499 Algar,Mike 79,269 7,405 119 Ali,Abid 96,949 4,542 300 Alibhai,Nimet 84,505 1,556 177 Allan,Chris 178,726 6,277 1,020 Amato,Joe 76,163 22,655 198 Anderson,Brian 76,731 45,759 - Anderson,Cory 109,872 14,704 3,890 Anderson,Erik 79,882 9,126 132 Anggabrata,Denny 121,840 9,673 1,248 Ansari,Fatima 73,596 2,835 2,345 Anthony,Vanessa 139,660 4,296 24 Apcev,Kristina 67,168 12,646 4,889 Appleton,Jeremy 90,960 9,762 1,922 Aquila,Marco 98,243 3,061 1,942 Arabsky,Jennifer 82,676 4,406 217 Arbab,Rostam 61,249 20,966 1,720 Arbo,Ross 82,826 4,576 2,409 Arya,Sanjeev 104,335 6,374 4,099 Asher,Alistair 84,979 11,783 - Ashford,Graeme 72,346 11,658 6,122 Askarzadeh,Ali 80,914 3,827 7,033 Asuelo,Ryan 90,376 14,614 1,563 Atchison,John 95,738 8,472 819 Atherton,Heather 79,469 - 450 Atkinson,Holly 92,111 26,964 737 Au,Colleen 74,571 1,433 193 Au-Yeung,Alex 84,505 1,556 - Aubin,Jean-Philippe 104,335 7,235 2,395 Aure,Loger 75,323 3,705 1,966 Ayalp,Met 124,410 13,729 474 Babey,Mark DRAFT 84,968 25,432 776 Babineau,Fabien 116,964 5,331 1,322 Backiel,Filip 75,599 3,287 3,564 Backiel,Robert 86,270 15,595 518
Finance and Intergovernment Committee Schedule 2 Page 2 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Bahgat,Ahmed 84,505 5,950 1,849 Baillie,Diana 78,520 1,385 245 Bains,Udham 104,335 2,918 998 Bajkin,Jugoslav 144,387 7,602 976 Baker,Marcia 67,338 8,058 219 Baker,Veronica 114,336 3,707 1,630 Bakharia,Adam 95,852 25,187 - Banjanin,Dejan 124,649 3,842 2,082 Barbosa,Anthony 124,410 4,482 851 Baron,Amanda 159,668 6,271 2,567 Baron,Brett 85,904 3,125 919 Barratt,James 90,887 3,015 2,136 Barroetavena,Roberto 127,483 5,835 72 Barron,Elaine 121,518 6,488 - Bartley,Lori 74,571 1,893 5,538 Baruffa,Antonio 86,308 4,529 661 Basi,Bob 90,907 7,999 1,746 Basiri,Neshat 86,999 3,117 487 Baskalovic,Dragan 124,410 18,193 450 Basque,Shelly 93,341 3,278 403 Bates-Frymel,Laurie 118,590 2,244 862 Bator,Brad 115,839 22,119 384 Beairsto,Darren 100,686 4,184 596 Beatty,William 74,003 23,074 1,874 Bedrossian,Shant 89,544 9,494 599 Beere,Chris 86,522 24,346 - Bejer,Rolando 71,620 6,322 48 Belanger,Francis 71,725 4,392 2,734 Bellet,Nolan 63,585 23,275 1,971 Benjamin,Angelo 108,807 23,267 1,409 Bennet,Mark 74,845 6,769 70 Benton,Steve 74,147 9,079 7,578 Bergler,Suzz 82,636 11,304 1,256 Berglund,Mike 126,700 12,247 4,232 Berka,Caroline 81,622 2,474 474 Bernardino,Ernesto 87,338 17,330 2,732 Beukers,Robert 62,002 20,974 237 Beverley,Jessica 211,648 13,243 3,938 Bindley,Dale 95,694 25,856 746 Bishay,Farida 127,483 3,930 416 Bittante,Diego 85,904 3,125 299 Black,Barb 74,571 1,982 - Blair,Erik DRAFT 95,027 1,862 107 Blendell,Melanie 74,291 14,000 3,078 Block,Randy 86,795 14,787 - Boak,Maggie 130,186 11,645 722
Finance and Intergovernment Committee Schedule 2 Page 3 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Bolognese,Domenic 64,539 17,586 175 Bondar,Marla 110,928 2,895 - Bonham,Nancy 123,704 3,730 509 Borsa,Jason 77,979 8,566 770 Boss,Mike 139,660 5,692 783 Botwright,Mark 82,419 30,825 530 Boucher,Vincent 121,654 3,997 1,694 Bousmina,Zoheir 124,577 8,304 1,375 Bouthot,Matthew 74,865 23,045 - Bowe,Dana 85,519 9,803 2,052 Bracewell,Jacy 85,230 13,349 548 Bradley,Don 164,726 9,426 - Bradley,Rob 124,530 4,170 1,886 Braglewicz,Morgan 76,201 1,561 157 Broughton,Darren 84,672 19,003 521 Brown,Debbie 104,335 2,697 568 Brown,Donna 256,040 25,231 288 Brown,Jo-Ella 84,968 19,739 - Brown,Kevin 129,457 32,337 4,609 Brown,Scott 79,219 1,503 43 Brozer,Christy 71,574 4,206 96 Brumin,Leon 88,124 1,623 - Bruno,Tommaso 72,722 41,254 - Budolig,Robert 73,385 3,016 24 Buholzer,Paul 76,450 20,057 380 Bungubung,Renato 104,435 2,080 3,358 Burgess,Scott 62,171 14,262 132 Burr,Shane 93,675 14,431 589 Burtniak,Darryl 85,734 22,767 243 Burton,Brent 145,859 6,470 3,197 Burton,Tim 85,251 2,705 1,350 Bush,Kelly 108,434 3,765 3,198 Butler,Eileen 82,303 19,973 2,814 Buttner,Boyce 76,326 15,375 1,163 Buxton,Ian 91,789 10,169 1,788 Caculovic,Mathew 90,351 3,644 28 Caculovic,Miroslav 85,604 3,999 - Calder,Ian 60,302 19,113 1,678 Calverley,Dylan 59,845 21,670 4,840 Campbell,Dan 75,174 28,693 451 Campeau,Bruce 81,702 34,473 142 Cantelo,John 74,055 10,744 929 Carabine,Anne DRAFT 104,335 1,782 1,212 Carbajales,Nicolas 74,646 10,888 162 Carbone,Lorenzo 67,091 46,554 1,031 Carley,Neal 256,040 21,156 689
Finance and Intergovernment Committee Schedule 2 Page 4 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Carlson,Dana 91,950 2,791 142 Carmichael,Jeff 163,348 5,548 5,291 Carriere,Rene 61,506 16,389 - Carson,Mike 76,641 6,776 3,178 Carter,Lorn 163,165 10,942 833 Castellanos,Victor 101,926 3,274 5,293 Ceglarek,Swavik 85,104 37,425 1,061 Chacko,Joseph 124,410 3,838 2,161 Chan,Alicia 79,380 977 1,549 Chan,Ian 102,517 8,689 1,892 Chan,Jacky 82,833 181 1,448 Chan,Jeff 163,572 4,997 738 Chan,Justin 73,967 1,446 1,101 Chan,Kenneth 90,413 12,906 1,295 Chan,Richard 140,196 7,305 488 Chan,Shirley 97,273 1,791 1,268 Chan,Shuh 133,048 4,593 1,317 Chang-Kit,Ronald 81,388 28,123 - Chaput,Jim 90,750 32,051 542 Charlston,Lucas 65,150 15,509 1,468 Chee,Francis 113,692 3,544 3,771 Chen,Gerald 88,513 1,779 1,398 Cheng,Bob 162,883 23,785 526 Cheng,Doreen 84,505 1,556 462 Cheng,Elizabeth 94,036 12,326 - Cheng,Shan 124,410 14,133 2,492 Cheng,Winson 124,410 3,838 620 Cheng,Yuk-Sing 155,071 5,021 5,529 Cheong,Tony 176,511 21,554 16 Cheung,Raymond 88,565 3,933 6,797 Chhina,Ravi 243,240 20,774 1,404 Chin,Adeline 124,410 4,036 4,150 Chin,Peter 121,505 4,832 2,052 Chin,Tony 82,826 25,194 1,379 Chiu,Gary 93,214 13,608 175 Chiu,Joe 91,348 18,878 2,363 Chiu,Vince 114,508 8,557 1,477 Chong,Chris 85,409 8,702 220 Chow,Christopher 90,489 11,535 8,211 Chow,Jack 124,410 3,838 1,610 Chow,Larry 147,142 36,031 2,834 Choy,Harvey 139,660 15,354 1,490 Christensen,Brian DRAFT 85,530 6,211 77 Chu,Alfred 110,572 1,902 358 Chu,Jerry 77,832 4,128 - Chu,Maria Leomerita 74,462 1,386 -
Finance and Intergovernment Committee Schedule 2 Page 5 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Chung,Peter 10,428 66,785 945 Chung,Tiffany 64,994 21,044 1,222 Ciocan,Emil 86,811 21,960 319 Clark,Alanna 84,158 1,729 673 Clark,Josephine 104,335 2,092 1,633 Clark-Jones,Frank 89,737 21,517 863 Clark-Jones,Peter 60,125 16,855 1,636 Clarke,Lisa 72,621 12,969 144 Clarke,Martin 140,346 4,306 469 Clews,Steve 85,390 5,350 - Coates,Stuart 85,104 16,702 317 Cockle,Grace 91,950 2,006 571 Cojocariu,Anton 57,771 28,406 1,064 Cole,Britton 95,872 13,671 463 Coleman,Larry 70,102 7,578 529 Collins,John 88,124 10,307 - Colman,Jerry 111,456 1,860 - Connelly,Shawn 90,785 11,579 2,769 Conner,Sheri 127,483 5,024 344 Conti,Aldo 77,979 37,764 162 Cooke,Rod 115,241 27,319 233 Coombes,Michael 88,124 1,623 1,498 Cordani,Adam 67,281 14,204 963 Corrigan,Patrick 99,682 27,578 647 Coughlan,Janaka 90,744 36,111 632 Coulman,Dan 87,945 22,120 722 Coulon,Harvey 104,335 4,461 24 Cousins,Sam 78,131 1,236 576 Coutinho,Eric 109,079 14,249 - Coutu,Kevin 71,119 14,067 532 Cowan,Laurel 129,631 4,109 3,781 Creagh,Pat 84,505 25,473 5,809 Crosby,Jennifer 169,323 5,766 502 Crosthwait,Rebecca 124,410 3,918 969 Crowle,John 124,410 3,838 1,280 Cruickshank,Craig 77,094 28,505 315 Cruz,Danilo 69,139 6,270 323 Cruz,Fortunato 139,660 19,405 905 Cruz-Rivera,Angelita 77,832 1,434 - Csizmadia,Alexander 84,482 12,211 279 Cullen,Vanja 108,513 4,853 480 Cumming,Sheryl 105,204 1,786 1,475 D'Angelo,Rob DRAFT 163,290 5,602 423 Da Silva Sympovsky,Thalita 116,162 3,589 4,586 Da Silva,Julie 92,568 1,860 200 Dandridge,Xenia 88,777 2,582 -
Finance and Intergovernment Committee Schedule 2 Page 6 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Danis,Sebastien 90,862 4,520 1,890 Daunais,Adam 95,852 20,000 - Davies,Mike 139,672 8,393 760 Davis,Donna 89,330 2,787 120 Daw,Hanadi 93,908 2,110 223 De Boer,Andrew 163,345 13,531 4,214 De Geest,Kristine 104,335 6,018 45 De Gusseme,Brian 70,074 11,108 - De la Cour,Pierre 83,577 37,318 858 De Rose,Enzo 81,624 13,873 391 Deacon,Dan 87,058 49,240 291 Denboer,Bob 91,951 1,694 133 Denton,Gail 80,788 3,804 1,858 Deo,Mani 163,768 7,167 1,427 Deuling,Jill 77,832 1,434 1,492 Dhatt,Harjinder 84,573 2,776 1,534 Dhillon,Jat 72,765 28,485 488 Dhillon,Manjit 84,505 2,088 72 Di Cicco,Andre 84,023 12,445 217 Di Stasio,Tony 72,568 2,993 375 Diaz Ng,Albert 74,526 52,847 - Dineen,Chris 87,301 11,105 7,641 Dion,Carly 111,779 3,456 43 Diotte,JL 91,951 6,585 449 Do,Matt 74,035 11,917 713 Dobrovolny,Jerry 360,269 23,620 2,084 Doerksen,Geoff 104,335 8,204 - Doi,Andrew 104,335 1,922 2,114 Dolemeyer,Frank 114,712 19,640 1,113 Donaghy,Steve 97,473 6,326 - Dong,Cathy 114,094 3,530 861 Dong,Tara 97,473 3,030 724 Doughty,Rob 124,919 3,853 603 Dove,Franklin 85,530 18,192 331 Draghici,Emilian 82,826 11,454 8,008 Dragon,Willyam 139,196 19,038 5,064 Dreger,Clayton 92,152 49,544 971 Duarte,Romeo 82,389 3,198 1,146 Ducey,Mike 151,112 6,618 Dugaro,Julia 97,532 1,957 1,809 Dunbar,Brent 81,702 5,128 219 Dunkley,Dave 124,410 2,209 782 Dunphy,Malcolm DRAFT 90,855 12,332 288 Durkin,Tamara 79,863 2,700 488 Durrant,Christopher 91,303 18,149 1,287 Duso,Lucy 117,869 3,737 167
Finance and Intergovernment Committee Schedule 2 Page 7 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Duvall,Bill 173,613 12,807 2,831 Duynstee,Theresa 118,745 2,186 615 Dwyer,Marty 124,889 4,802 2,042 Dybwad,Matthew 126,324 13,222 770 Dyck,Peter 89,544 3,060 - Dykman,Dan 121,840 3,919 965 Easton,Joe 87,277 7,767 572 Eastwood,Bill 95,181 3,970 - Ebinesan,Joshua 104,616 5,681 1,265 Edalat,Farnaz 107,007 3,475 1,597 Eisenkraft,Nicolas 86,338 20,691 4,156 Eldridge,Jordan 67,586 16,957 4,155 Elliott,Ken 82,849 6,632 144 Ellis,Sean 76,403 16,420 169 Emmert,Jason 106,331 2,061 79 Eng,Raymond 139,767 14,059 875 Eng,Sam 79,015 11,636 950 Engelstad,Brock 92,438 9,037 England,Karin 100,709 1,991 3,723 Enns,Thomas 86,429 1,971 - Ergudenler,Ali 132,140 4,926 657 Erickson,Brian 95,675 23,273 175 Erickson,Dustin 108,348 4,297 1,410 Esguerra,David 81,130 11,388 3,792 Esguerra,Glen 81,130 1,494 712 Espinosa,Daisy 76,697 544 946 Esplen,Chad 70,429 13,884 90 Estrada,Ariel 124,410 3,838 565 Etches,Kris 94,727 2,386 26 Evanetz,Sarah 89,981 2,651 347 Fairbairn,Bob 81,467 26,378 - Fang,Andy 84,505 9,240 86 Fanzone,Paul 77,321 13,659 99 Farinelli,Zeno 121,236 3,772 2,423 Farr,Jennifer 106,284 3,286 5,563 Faucher,Sarah 87,428 1,609 2,618 Felicella,Nick 81,973 8,087 159 Feng,Philip 99,924 7,567 4,061 Fereidouni,Reza 86,242 16,385 626 Ferguson,Dave 88,124 10,934 144 Ferland,Guillaume 85,734 25,631 3,693 Fernandes,Maricor 77,700 2,527 91 Fernie,Michele DRAFT 82,013 1,589 128 Fiehn,Chuck 81,351 20,974 887 Filush,Jake 78,725 7,532 318 Fitzmaurice,Katie 67,245 36,921 800
Finance and Intergovernment Committee Schedule 2 Page 8 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Fitzpatrick,Jeffrey 151,634 8,736 4,174 Fong,Kimberly 99,924 3,219 950 Ford,Bruce 91,950 4,096 2,195 Ford,Graham 87,277 15,294 672 Ford,Laurie 124,496 3,974 675 Forscutt,Jennifer 84,860 12,283 934 Forsyth,Scott 151,102 8,688 2,277 Foster,Chris 89,170 36,083 - Fought,Rob 153,977 13,018 - Fournier,Colleen 111,254 3,446 1,529 Francis,Bernard 67,120 18,163 41 Franken,Alisa 94,611 6,390 1,230 Fraser,Heather 68,690 11,960 1,694 Fraser,Paul 85,286 12,626 619 Friedrich,George 124,410 7,666 808 Frymel,Bart 88,124 1,997 940 Fuhrmann,Marlene 91,966 1,804 - Fulton,Terry 108,937 3,505 1,061 Fung,Henry 107,663 28,689 450 Gaffud,Jerico 89,544 12,765 156 Gale,Evan 72,532 11,079 4,205 Gali,John 88,480 10,141 156 Gallilee,Rick 194,696 26,321 575 Galloway,Sean 85,544 2,839 1,215 Gamal El-Dean,Deyab 123,453 3,995 1,012 Gant,Murray 155,229 13,463 450 Garie,Noedup 92,304 3,260 166 Gasparro,George 99,924 2,053 1,238 Gastaldello,Catherine 74,571 3,327 151 Gauci,Joanne 118,397 5,949 1,070 Gaythorpe,Shane 84,781 27,684 1,001 Gee,Jennifer 74,571 1,576 156 Gee,Michele 73,695 29,456 1,337 Geeson,Graeme 75,267 31,060 2,596 Gehrer,Chris 89,980 56,313 1,211 Geib,Brad 80,789 9,140 2,293 Geil,Dan 124,410 3,838 4,306 Gellard,Joe 69,160 12,691 3,444 Genier,Max 79,137 28,664 1,889 Gentile,Gerry 79,269 17,686 2,743 Gentner,Ryan 85,698 1,709 24 Gerath,Guy 92,358 13,507 1,779 Gerryts,Megan DRAFT 97,249 3,373 236 Gervais,Adam 81,574 7,639 4,891 Gheseger,Tania 95,852 1,774 616 Gibson,Graeme 82,826 30,341 6,204
Finance and Intergovernment Committee Schedule 2 Page 9 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Giesbrecht,Paul 131,505 49,567 1,926 Gill,Balroop 74,571 1,389 148 Gill,Jag 106,342 13,943 5,009 Gill,Jotty 82,826 4,717 2,036 Gill,Nancy 97,760 3,034 582 Gilles,Bill 114,923 19,330 53 Girard,Kaylee 65,085 11,734 5,577 Glasgow,Cameron 85,530 31,321 1,617 Glass,Jennifer 124,410 3,838 450 Gleig,Derek 87,945 17,771 515 Glier,Monica 74,571 1,373 24 Glover,Michael 84,782 9,211 751 Gnos,Martin 127,483 4,994 758 Gogel,Andy 74,863 10,200 600 Goh,Cordelia 90,290 4,138 425 Goh,Vila 111,124 4,901 262 Gomez-Garcia,Jose 108,765 17,209 - Gonzalez,Ian 66,788 8,531 881 Goossens,Jason 82,909 572 92 Gothard,Matthew 120,362 5,367 1,765 Graham,Nela 118,308 26,095 322 Gray,Lori 82,826 14,153 7,538 Green,Matthew 130,622 34,020 786 Greensill,Michael 64,661 39,775 427 Gregonia,Theresa 158,196 17,890 1,167 Greven,Ron 74,398 12,677 1,947 Grewal,Nick 89,954 4,064 620 Grewal,Ravi 130,771 5,452 1,040 Griffith,Lionel 78,921 30,451 393 Griffiths,Jacquie 194,061 19,393 2,959 Griffiths,Victor 89,544 3,237 644 Grill,Aaron 124,410 5,571 3,888 Gu,Li 139,979 14,509 601 Guidi,Claudia 95,974 10,582 32 Guiron,Warren 85,530 4,690 47 Gulamhussein,Naz - 117,496 - Guldemet,John 85,530 33,704 2,260 Guo,Tom 81,351 23,277 411 Ha,Bonnie 82,908 2,377 3,561 Hagens,Pete 74,190 4,683 - Haghighat,Ghazaleh 75,159 1,460 802 Hahn,Tracy 96,656 8,147 299 Hair,Peter DRAFT 114,379 7,358 1,074 Hall,David 124,410 3,838 5,259 Hamza,Danny 90,750 16,664 1,791 Hanna,Dawn 77,832 1,434 937
Finance and Intergovernment Committee Schedule 2 Page 10 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Hansen,Angela 93,200 5,522 689 Harder,Susana 124,649 4,201 1,816 Hardy,Kelly 109,212 3,530 24 Haricombe,Lionel 85,530 10,669 153 Harmeson,Matt 79,989 10,611 2,445 Harms,Herman 87,842 16,319 2,315 Harris,Ed 95,181 9,146 1,605 Harrison,Stephanie 123,931 3,831 1,118 Hartley,Davis 64,267 12,074 - Hartley,Elizabeth 91,951 2,615 1,230 Hatfull,Rod 69,844 10,480 24 Haughian,Paul 88,318 8,458 1,485 Haw,Kevin 99,924 2,947 1,407 Hayes,Jessica 98,045 1,920 4,238 Hayton,Scott 119,268 15,073 470 Hazell,Shaun 74,664 15,797 443 Hebner,Gail 151,102 7,405 - Heidarian,Arezoo 124,171 4,803 1,342 Henderson,Paul 256,040 35,588 1,826 Heney,Jess 77,012 12,561 1,184 Herar,Manjit 111,841 25,367 677 Herr,Alysia 72,255 3,122 - Hewitt,Mike 87,337 7,667 562 Hickling,Charlene 93,719 1,720 5,461 Hicks,Robert 139,660 4,296 535 Hightower,Carrie 84,202 1,675 1,186 Hilkewich,Alison 77,700 2,436 - Hingley,Jason 162,517 6,158 1,999 Hirvi Mayne,Maari 124,410 3,838 939 Ho,Alfred 127,948 15,351 1,363 Ho,Allen 89,544 8,607 487 Ho,Brandon 124,410 4,015 1,097 Ho,Chau 82,517 18,391 - Ho,Florence 122,004 4,051 607 Ho,Kate 104,897 3,172 956 Ho,Kimberly 93,489 5,085 2,026 Hockey,Jim 90,663 6,206 3,931 Hodzic,Mediha 124,577 14,768 2,429 Hoffman,Dave 128,120 37,356 652 Holdenried,Ulli 83,595 34,204 91 Holm,Nathan 72,507 8,627 1,608 Holman,Jessica 84,505 1,811 389 Holt,Glenn DRAFT 90,750 11,715 1,955 Holton,Janet 114,712 15,405 6,022 Hoonjan,Raj 124,889 10,124 658 Hoskins,Kelly 77,832 1,434 560
Finance and Intergovernment Committee Schedule 2 Page 11 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Howe,Kyle 97,731 6,131 247 Howell,John 74,506 12,832 4,143 Hrubizna,Jason 88,124 1,623 - Huang,Gerry 122,975 3,816 536 Huang,Karen 74,608 5,997 889 Huber,Frank 194,061 10,895 2,576 Hughes,Michael 83,531 1,699 1,515 Hughes,Mike 132,809 23,660 1,488 Hui,Kenneth 139,660 8,908 1,217 Hui,Terry 149,959 11,326 450 Hulme,Mark 73,487 1,518 1,096 Hume,Jade 154,545 5,377 2,607 Hung,Stacey 77,700 2,436 3,082 Hung,Wayne 104,952 17,353 1,481 Hunt,Andrew 139,672 26,921 2,113 Hunt,Janelle 82,148 2,640 854 Hunt,Jason 60,582 17,162 865 Hunte,Carlos 121,797 7,897 895 Huskisson,Kevin 74,506 9,071 4,510 Hustwait,Mark 95,181 19,301 144 Hutchins,Peter 82,747 2,669 450 Hynes,Shaunna 84,658 9,090 - Hystad,Graeme 77,581 1,432 3,371 Ingles,Mike 69,139 9,801 17 Inglis,Gordon 151,102 5,660 143 Iosub,Catalin 89,544 26,939 2,219 Irimia,Tatiana 124,530 3,840 1,153 Islam,Shafiqul 124,410 13,887 1,983 Israel,Sue 97,718 3,215 497 Iulianella,Chris 75,905 3,616 209 Jackman,Thomas 75,443 8,560 385 Jackson,Bob 84,968 12,585 - Jacques,Lisa 114,712 15,488 3,628 Jadrijev,Renato 122,905 10,091 1,240 Jamieson,Nathan 128,893 3,941 825 Jang,Colin 74,571 6,038 13 Jang,Jason 84,505 1,556 384 Japson,Marlon 77,334 15,369 1,020 Jarvis,Janice 95,852 1,766 1,539 Jenkinson,Dan 79,345 16,923 189 Jenkinson,Kris 90,109 29,608 1,906 Jennejohn,Derek 139,821 4,450 635 Jenner,Greg DRAFT 86,616 1,898 298 Jensen,Allen 99,923 3,649 5,864 Jensen,Blake 84,594 18,382 68 Jeon,Won 83,856 22,606 2,522
Finance and Intergovernment Committee Schedule 2 Page 12 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Jeon,Yohan 103,382 3,206 1,217 Jervis,Tim 256,040 7,068 450 Jew,Brandon 95,852 2,213 1,666 Ji,Tony 124,410 3,838 1,414 Jivraj,Tameeza 130,123 4,636 550 Johal,Sonny 90,729 1,762 461 Johnson,Samuel 71,712 5,687 4,323 Joiya,Rajiv 126,666 3,960 515 Jokic,Mike 124,143 3,828 3,296 Jones,Ken 65,090 14,379 4,287 Jones,Michelle 84,574 1,758 393 Jordan,Aj 109,163 23,571 - Jordan,Faye 89,544 3,237 - Jung,Don 90,750 16,813 748 Jutric,Branislav 124,673 9,776 1,500 Kadota,Paul 146,691 5,285 2,992 Kailley,Sonu 126,146 12,152 632 Kan,Siak 85,530 3,721 174 Kardooni,Masoud 87,277 9,027 1,285 Karpinski,Al 82,363 29,798 1,023 Kassam,Amin 149,049 4,542 717 Keeney,Dave 109,629 3,510 599 Kelder,Brandon 72,478 39,030 835 Kelly,Quinn 79,437 11,758 - Kemp,Rob 124,410 4,035 867 Kennedy,Al 86,819 6,935 1,176 Kennedy,Marcus 86,722 3,717 20 Kerin,Brian 80,153 1,341 - Khanna,Uma 74,696 1,387 950 Khun-Khun,Manny 64,205 30,852 809 Kim,Brian 99,863 3,557 2,564 Kim,Kiejoon 65,426 22,932 398 Kim,Tae 85,904 28,187 3,341 Kimble,Willard 90,714 7,295 - Kimmel,Chris 76,577 2,447 1,479 King,James 86,283 16,337 1,428 Kingdon,Michele 97,473 3,818 - Kingma,Kevin 59,772 15,880 346 Kirchen,Krystal 116,841 5,514 450 Kirkpatrick,Brent 139,939 5,652 450 Kishore,Eileen 74,423 2,613 39 Klick,Dennis 84,505 8,988 - Knape,Theron DRAFT 139,672 20,615 4,360 Knapp,Brandon 80,974 6,067 - Knezevic-Stevanovic,Andjela 177,777 9,494 4,953 Knowles-Love,Haydn 137,276 27,898 1,843
Finance and Intergovernment Committee Schedule 2 Page 13 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Ko,Collin 75,436 11,209 4,741 Kohan,Rozita 124,410 3,838 913 Kohl,Paul 180,852 19,687 3,117 Kolewe,Alex 77,749 6,666 184 Kolomyeychuk,Olha 84,505 4,403 - Kopp,Doug 123,397 9,480 238 Kosiance,Brad 89,003 19,534 1,630 Kovacevik,Mike 89,544 8,687 - Kovacevik,Natasha 81,537 4,529 146 Kovacik,Mark 74,571 1,373 - Kozier,Fred 91,615 2,046 886 Koziki,Tyler 81,107 7,303 11,495 Kozljan,Ivan 85,596 13,165 171 Krahn,Daniel 76,622 14,419 498 Kramer,Nancy 64,002 12,090 435 Krickemeyer,Lina 84,505 11,417 2,043 Kristensen,Don 91,063 9,560 530 Kronstal,Elizabeth 83,731 20,757 1,554 Kuczma,Joseph 87,277 26,733 1,563 Kurenov,Cassondra 122,018 10,587 1,800 Kusmu,Yonas 65,222 18,735 1,951 Kutakova,Klara 148,981 13,784 3,910 Kwan,Kristy 150,114 15,919 3,839 Kylmala,Kari 87,945 26,491 184 Kylmala,Senja 116,101 21,872 448 LaBreche,Marcel 115,187 14,346 374 Lacoste,Peter 87,891 15,474 384 Laird,Cam 114,822 14,922 636 Laird,Rick 99,924 2,236 383 Laliberte,Michel 110,296 7,839 3,359 Lam,Fong 90,317 1,549 720 Lam,Heidi 87,414 1,617 323 Lam,Kitty 78,568 1,568 1,399 Lam,Paul 72,267 7,771 634 Lam,Paul 165,899 6,102 738 Lam,Whitney 90,435 3,990 1,266 Lamb,Julie 114,721 3,548 224 Lan,Yao-Hung 124,769 10,759 564 Landry,Lynn 139,739 4,297 509 Lane,Rodney 75,809 44,393 99 Lang,Mark 84,348 16,953 403 Langeloo,Tyler 116,032 18,779 689 Lanz,Ann Marie DRAFT 82,676 4,110 28 Larkin,Keith 87,734 20,807 959 Laskowski,Sebastian 67,291 20,853 2,740 Lau,Carmen 84,533 2,159 -
Finance and Intergovernment Committee Schedule 2 Page 14 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Lau,Laurissa 78,618 1,557 2,670 Law,Brennan 70,604 44,708 580 Lawrance,Peter 74,571 3,901 1,447 Le Noble,Josh 76,947 23,116 3,697 Le Penven,Gaelle 123,453 3,824 1,279 Leavers,David 147,464 6,269 96 Leclair,Jules 95,852 5,276 - Lee,Ann 81,130 7,589 8,556 Lee,Ken 139,821 10,175 2,059 Lee,Sarah 109,274 3,385 2,151 Lee,Vanessa 74,571 6,339 384 Legault,Sue 85,734 22,878 527 Leimert,Caley 73,822 2,496 642 Lenardon,Vincent 103,933 17,687 126 Lenning,Dan 127,922 9,368 685 Lenning,Zack 67,694 13,532 877 Leong,Loke 90,376 24,362 61 Lepore,Alfredo 75,878 18,526 503 Lepore,Pete 73,445 6,450 - Leroux,Jason 69,276 11,555 2,681 Leslie,Gary 78,000 5,110 - Letcher,Amanda 90,376 5,486 1,006 Leung,Betty 81,130 1,541 276 Leung,Karen 125,035 3,847 802 Leung,Mabel 127,973 14,228 1,735 Leung,Michelle 91,951 1,967 3,908 Leung,Percy 84,505 1,556 - Leung,Tony 75,361 498 950 Levinsky,Fred 83,328 1,543 52 Lewis,Warren 88,949 13,172 2,271 Li,Alan 124,410 7,666 474 Li,Vanessa 82,610 6,287 230 Li,Wen 104,750 3,391 721 Li,William 67,643 13,180 2,652 Lighthall,Jim 84,505 1,568 495 Lin,Echo 105,914 13,890 625 Linde,Connie 73,142 3,658 757 Lindenbach,Bettina 77,700 2,472 180 Lindner,John 104,335 3,630 48 Lindsay,Amil 124,410 20,033 2,123 Lindsay,Celine 77,167 12,681 469 Lindsay,Shelley 102,236 7,691 666 Ling,Andrew DRAFT 124,673 3,921 529 Lip,Alfred 114,307 3,593 1,564 Litt,Paul 125,654 8,658 1,993 Liu,Douglas 99,924 1,841 1,310
Finance and Intergovernment Committee Schedule 2 Page 15 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Liu,Joan 126,462 10,758 155 Liu,Stephanie 74,114 1,353 2,263 Liu-Pope,Jacqueline 96,424 3,269 1,110 Lo,Benson 118,108 3,651 783 Lo,Maria 74,642 2,484 2,490 Lofgren,Jeff 82,315 15,118 387 Logan,Kurt 88,290 3,469 333 Longson,John 81,928 5,131 422 Lopez,Larina 163,572 8,782 1,237 Louie,Alvin 74,571 1,858 108 Louie,Terry 124,554 8,477 748 Lovell,Jeffrey 151,102 6,002 1,622 Lovell,Ken 68,118 14,587 144 Low,Mona 99,924 2,197 3,312 Luccock,Dylan 84,505 11,213 34 Ludeman,Megan 73,066 2,550 1,324 Luft,Candace 114,307 8,820 450 Lui,Gordon 163,071 11,607 4,317 Luk,Brian 75,786 2,506 1,680 Luongo,Ralph 139,660 16,337 617 Lupien,Cam 80,928 15,745 325 Lynch,Adrian 98,132 2,642 3,690 Lytwyn,Ben 89,544 8,737 1,447 Maag,David 128,238 8,370 738 MacArthur,Rob 127,483 3,930 2,613 MacConnell,Mark 133,896 10,123 5,966 MacDonald,Brad 70,967 28,362 603 MacDonald,Colin 85,230 24,987 746 MacDonald,Tom 86,722 19,501 1,032 MacLeod,Ian 78,229 12,387 17 MacPherson,Kevin 62,002 13,020 - Mackay,Ted 85,742 27,107 371 Macomber,Ken 85,935 2,485 - Madsen,Perry 146,335 7,532 2,896 Mah,Sue 72,520 6,831 81 Mah,Wayne 104,335 7,152 242 Mahdavi,Mohammad 146,661 4,506 1,995 Mahmood,Saleem 124,410 18,606 2,264 Mair,Koszima 109,080 3,677 845 Maloku,Tahir 135,654 22,931 3,136 Mangat,Amy 115,990 5,841 1,938 Manning,Ian 139,860 23,895 1,007 Manzer,Deanne DRAFT 91,376 1,793 618 Marchand,Fred 87,277 808 802 Marchand,Rick 140,280 42,917 1,342 Marchioni,John 95,181 33,434 2,654
Finance and Intergovernment Committee Schedule 2 Page 16 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Marcus,Gerry 71,775 39,902 517 Marin,Emilian 89,531 15,372 450 Markovic-Mirovic,Natasha 84,505 3,574 - Marr,Andrew 177,935 17,502 5,189 Marsh,Alex 78,676 21,983 186 Marsh,Houston 85,884 2,079 1,799 Marshall,Lance 83,267 3,910 3,992 Marshall,Peter 81,182 16,183 525 Martin,Brian 89,546 28,914 9,003 Martin,Cliff 68,387 39,730 270 Martin,Kelly 84,488 29,665 2,179 Martinovic,Nick 87,277 10,024 988 Mason,Carol 72,757 11,492 - Masoom,Shaheli 123,935 4,286 1,422 Masse,Ken 125,295 4,165 1,231 Massender,Harold 72,883 2,581 - Maung,Todd 83,523 21,168 268 Maximuk,Greg 114,821 19,454 234 Mayers,Mike 153,656 17,896 229 Mayhew,Deanna 109,066 5,273 4,047 Mayo,Erin 82,748 4,716 248 Mazur,Jadwiga 81,130 1,519 818 Mazzucco,Sean 67,735 20,120 1,219 Mbugua,Charles 66,808 13,436 115 McAllister,David 74,240 31,874 - McAuley,Chris 84,505 1,556 510 McBeath,Suzanne 86,398 1,591 438 McBeth,Kyle 122,445 38,308 545 McComb,Tom 115,240 19,517 5,324 McCormick,Martin 85,530 4,145 84 McDonald,Brian 80,974 10,555 1,215 McGillivray,Grant 99,924 2,775 - McKague,Dave 99,924 3,420 2,808 McLaughlin,Sean 91,547 6,133 347 McLean,Colin 108,562 23,984 807 McLean,Steve 95,217 24,564 127 McLellan,Sean 75,503 33,053 515 McMahon,John 140,633 7,311 3,425 McMann,Brad 90,750 15,122 1,063 McMaster,Tanya 82,676 2,904 108 McMichael,Mitch 81,702 4,862 - McNeil,Scott 64,492 14,823 670 McNell,Heather DRAFT 206,181 33,306 522 McPherson,Janet 77,832 1,584 - McQuillan,Dan 95,547 16,585 132 Medeiros,Jesse 85,842 17,283 499
Finance and Intergovernment Committee Schedule 2 Page 17 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Melanson,Joel 161,422 5,231 952 Meldrum,Colin 172,121 5,478 4,643 Mercado,Ralph 83,200 2,595 607 Merkens,Markus 95,852 1,766 2,551 Merry,Cal 139,660 4,296 754 Messer,Aaron 83,844 3,041 410 Messere,Tony 77,716 38,978 274 Meyer,Bill 123,932 1,859 499 Meyer,Craig 86,264 30,690 1,074 Meynert,Franz 87,945 18,710 144 Michaelson,Jason 69,309 9,903 127 Micsoniu,Rodica 127,850 5,324 76 Mijares,Mike 74,432 6,702 3,368 Miller,Kyle 63,015 19,712 1,665 Miller,Nick 84,264 14,153 2,915 Miller,Robin 124,530 3,840 630 Mills,Richard 84,802 13,029 625 Milobar,Eldeen 101,792 - 1,136 Minato,Renato 61,506 16,768 - Miranda,Vernon 75,730 - 3,648 Mita,Phil 124,410 3,958 1,444 Mitchell,Allen 108,759 14,981 2,547 Mitchell,Bill 85,771 8,730 1,189 Moar,Kelvin 90,289 30,548 9,789 Mojak,Darrel 82,826 15,238 2,847 Molesworth,Brent 72,500 11,798 518 Momen,Zahra 85,897 5,191 8,041 Monkman,Robin 67,456 12,999 231 Montgomery,Jesse 151,334 20,310 3,291 Mooney,Bob 94,150 2,797 621 Morash,Steve 84,505 1,791 138 Morka,Jarrett 92,288 28,754 1,006 Mortazavi,Farshad 124,554 11,810 2,082 Moulder,Roy 177,302 6,912 1,686 Moulds,Steve 95,181 16,280 1,421 Mui,Gary 122,421 9,373 500 Mulzet,Debbie 83,973 4,702 132 Mundi,Jasdip 86,352 28,122 231 Musana,Redgenald 128,395 7,511 450 Mushtuk,Jason 90,729 4,839 276 Mynott,Lydia 95,852 1,766 2,794 Nair,Trina 104,496 2,436 - Navratil,Peter DRAFT 256,040 26,550 2,665 Nawaz,Amer 124,530 3,840 1,826 Neale,Mike 78,719 9,719 - Nees,Roy 79,437 16,330 1,257
Finance and Intergovernment Committee Schedule 2 Page 18 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Nelms,Cheryl 229,262 21,969 870 Nelson,Tom 90,086 - - Nesci,Chris 127,581 6,672 1,409 Neuhaus,Stefan 85,734 24,723 858 Neumann,Healina 91,950 12,303 2,391 Neville,Glen 103,047 31,803 427 Newman,Tim 77,255 2,133 606 Ng,Candace 88,124 1,777 3,228 Ngan,Rita 81,130 5,335 - Ngo,Vong 78,000 13,368 385 Nguyen,Jim 121,797 7,576 1,494 Nguyen,Kevin 86,605 50 842 Nguyen,Steve 124,030 3,874 919 Nichol,Edward 84,627 1,716 1,875 Nichols,George 114,991 12,515 468 Nickel,Adam 65,689 18,479 1,007 Nicol,Robert 72,023 9,542 3,595 Nicolaichuk,John 66,250 12,094 308 Nicolls,Carol 94,899 1,772 - Nieh,Rudolph 90,594 3,343 763 Nielsen,Tristan 88,774 23,676 4,477 Niewiero,Art 86,552 14,976 40 Nishimura,Ron 124,410 6,150 1,513 Noble,Jim 70,349 6,195 385 Nolan,Ken 68,715 14,894 941 Northam,Brian 81,570 25,207 391 Norton,Tyler 74,097 8,186 85 O'Connor,Michelle 93,706 20,606 695 O'Hanlon,Tommy 73,030 2,934 1,004 O'Hara,Judy 76,725 2,905 462 O'Neill,Bruce 110,402 6,254 131 Oberson,Graham 62,385 14,451 - Obrknezev,Boris 124,410 2,561 450 Obwaha,Osvaldo 82,507 16,909 1,430 Odenbach,Duane 121,749 4,738 450 Ogilvie,Fergus 88,828 12,598 - Okano,Pat 77,215 28,405 - Okumura,Ben 65,581 18,256 1,765 Olafson,Shawn 73,629 3,936 583 Oljaca,Goran 195,318 18,995 3,093 Oljaca,Tamara 82,507 5,689 2,168 Onate,Cesar 124,410 11,582 723 Orr,Darren DRAFT 95,089 8,923 149 Ozmen,Adam 77,040 19,884 884 Pachcinski,Marcin 151,102 12,111 763 Palmeri,Ben 89,003 16,493 24
Finance and Intergovernment Committee Schedule 2 Page 19 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Pandke,Eddie 108,855 3,367 3,988 Parisi,Nicole 89,430 3,251 781 Park,Mary 74,583 1,382 127 Parmar,Deepak 68,859 7,100 - Parr,Talia 80,930 3,426 868 Patrick,Graeme 102,015 3,914 1,814 Pavan,Bruno 82,509 33,392 3,048 Pavitt,Kevin 89,465 26,963 517 Pawelec,Ania 98,407 1,107 3,044 Pearce,Tom 104,335 2,150 948 Pearson,Jeff 90,838 19,133 1,272 Pelchat,Clayton 85,530 15,962 1,709 Pelech,Sharon 114,712 29,027 3,264 Pellegrino,Briana 94,080 6,006 1,229 Pellow,Scott 139,794 4,298 1,330 Pendl,Sylvia 95,552 1,760 4,692 Petersen,Doug 135,765 16,514 828 Petersen,Mik 85,530 5,664 631 Petrov,Ivo 79,028 35,669 496 Phan,Wayne 90,768 5,350 1,125 Phillips,Kirk 66,575 16,075 378 Phillips,Taylor 66,938 11,767 3,145 Piombini,Marino 126,444 18,587 776 Pitre,Marcel 110,886 4,293 1,076 Pitts,Lucas 166,210 14,489 795 Plagnol,Chris 176,511 5,636 1,003 Plavetic,Marie 69,666 8,497 599 Plotkin,Jeremy 115,949 3,637 258 Podikov,Emil 78,539 38,739 845 Polkinghorne,Andrew 67,560 10,151 618 Pon,Chuck 89,174 15,219 - Porter,Jane 95,852 1,766 886 Postulka,Michelle 103,933 13,697 651 Potter,Geoff 91,575 2,859 1,483 Potter,Leonard 86,923 32,635 1,437 Prazeres,Silvio 76,133 27,877 24 Preston,Kathy 145,862 8,588 1,360 Procopation,Matt 103,068 29,241 5,608 Ptak,Les 139,955 15,877 555 Purohit,Prashant 90,646 11,182 989 Purvis,Earl 68,589 9,448 - Pyne,Karen 95,852 1,786 1,694 Qian,Mark DRAFT 124,410 4,795 664 Quan,Roger 178,884 7,428 594 Rae,Kaylan 89,054 16,488 1,069 Raetek,Rane 104,771 3,295 5,198
Finance and Intergovernment Committee Schedule 2 Page 20 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Raincock,Grant 86,496 11,418 565 Ramage,Andrew 84,641 35,333 665 Ramusovic,Naser 50,190 29,816 4,342 Randhawa,Jivan 91,950 2,950 1,230 Randt,Ralph 139,939 4,300 450 Ranu,Jaswant 130,782 4,810 935 Rear,Dean 243,240 31,725 2,963 Redmond,Eric 116,134 25,024 1,874 Redpath,Mike 195,059 5,942 2,514 Reichel,John 95,852 1,883 118 Reid,Ken 127,483 6,127 223 Reil,Dean 147,276 15,955 1,261 Reilly,Jason 84,968 44,041 96 Reimer,Cameron 94,564 15,438 1,047 Rendall,Kirstie 96,654 2,693 2,491 Rennie,Erin 111,776 2,263 1,325 Reynolds,Conor 151,421 4,764 1,231 Ricci,Mary 109,273 3,385 2,183 Rich,Justin 140,582 4,901 1,455 Richardsen,Ross 109,623 3,816 665 Richardson,Amanda 117,295 4,131 7,076 Richardson,John 87,515 13,133 1,053 Rikley,Kevin 86,762 6,728 943 Ritchie,Tanya 82,746 19,803 2,067 Ritzman,Shellee 118,783 4,087 567 Robb,Carrie 78,438 8,870 582 Robb,Ray 162,883 4,991 1,059 Roberge,Kevin 80,182 3,456 3,595 Roberts,Guy 124,410 4,822 1,454 Robinson,Ron 78,000 33,214 877 Rodrigues,Jason 74,526 7,552 32 Roetman,Derek 74,526 18,129 - Rogan,Conor 75,912 12,941 1,284 Rogers,Trevor 83,977 4,100 203 Rollins,Leigh 115,916 6,096 3,731 Rose,Ian 81,502 16,986 1,991 Ross,Dawn 92,658 2,582 3,612 Roth,Bob 81,351 13,770 343 Roth,Mike 121,863 12,666 - Rotin,Jeff 77,832 1,434 260 Roud,John 79,269 24,348 77 Rowan,Ann 151,102 2,767 467 Ruf,Mark DRAFT 72,409 49,211 99 Rutherford,Susan 162,883 5,471 3,154 Ryznar,Gord 63,025 15,441 1,436 Sabatini,Linda 151,102 10,752 2,229
Finance and Intergovernment Committee Schedule 2 Page 21 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Sadleir,Tom 131,911 4,304 858 Sakata,Trina 77,832 1,584 442 Sami,Yeera 76,344 15,199 1,914 Samis,Kim 84,968 450 - Sandhu,Harman 74,559 2,349 4,518 Sandhu,Kash 85,734 45,916 278 Sandhu,Sukie 94,951 8,253 2,707 Sandhu,Tanisha 86,059 2,811 237 Sangherra,Surinder 77,700 2,436 - Sanii,Sanam 84,565 3,148 474 Saraswat,Arvind 94,112 2,978 484 Sardashti,Mona 82,701 1,601 381 Sass,Joe 108,896 3,292 1,194 Sato,Melody 77,631 9,643 415 Saunders,Bill 89,170 24,612 2,294 Saunders,Dan 92,086 26,939 - Savage,Laen 77,666 22,394 1,320 Saxton,Julie 122,510 3,966 421 Schaffrick,Steven 148,689 7,930 262 Schatz,Alison 94,187 5,001 65 Schiedel,Brent 88,058 17,325 3,188 Schmidt,Daniel 62,056 20,818 1,307 Schmidt,Rob 85,904 3,276 928 Schmidt,Travis 87,939 34,035 488 Schoemaker,Heather 221,733 20,127 190 Schoner,Bronwyn 78,951 1,709 349 Schroeder,Mike 70,782 6,242 - Sciarretta,Paolo 85,772 41,125 274 Scoffield,Trevor 91,950 4,753 556 Scott,Cory 73,558 11,648 908 Searle,Mike 146,691 5,071 3,116 Sebastian,Allen 100,520 727 1,235 Seinen,Mark 100,398 1,853 845 Sequeira,Roy 96,093 21,660 58 Serban,Florin 110,558 3,444 1,509 Sever,Charley 90,376 8,574 1,453 Sever,Steve 90,568 8,190 942 Sevold,Jeff 103,193 3,269 3,484 Shaheem,Zahid 101,135 54,979 694 Shahnia,Shahriar 85,734 36,378 606 Shakimova,Olga 84,505 1,556 510 Sham,Christopher 77,712 38,467 832 Shantz,Kevin DRAFT 82,753 1,524 916 Shariff,Khaled 156,031 4,957 2,090 Sharma,Aby 129,018 3,920 450 Sharma,Rohit 75,311 27,622 -
Finance and Intergovernment Committee Schedule 2 Page 22 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Shaw,Anthony 115,120 65,755 334 Shea,Ian 85,734 30,723 413 Shears,Carolyn 99,433 4,602 4,011 Shears,Paul 124,697 4,461 607 Sheffield,David 104,335 2,003 1,013 Shen,Stanley 124,410 4,036 2,384 Shepherd,Teresa 90,223 2,180 680 Sherwood,Tyler 69,143 15,198 274 Shi,Melanie 84,705 1,585 1,615 Shibata,Kelly 127,630 4,982 105 Shipalesky,Kevin 79,216 1,907 1,832 Shirazi-Zand,Shervin 118,246 11,994 2,749 Shishido,Craig 84,505 1,556 - Shoji,Bryan 191,980 7,460 4,881 Shurety,Gillian 73,762 11,880 - Sidi,Shelina 124,410 3,838 550 Siegrist,Bill 74,506 10,480 101 Siemens,Cory 77,022 17,279 773 Silivestru,Lucia 79,976 1,591 291 Silva,John 90,289 10,438 1,758 Silva,Natasha 91,951 1,794 505 Simon,Silvio 85,803 4,444 1,051 Simpson,Tammy 74,571 1,395 22 Sing,Jim 124,577 3,874 5,775 Singh,Inder 176,511 20,220 3,060 Singh,Kabeer 90,750 14,448 6,200 Sipka,Dragan 91,950 1,851 741 Siu,Sylvania 81,130 2,853 4,053 Sivarajah,Dayan 95,852 16,583 - Slater,Emma 114,620 3,729 2,236 Smandych,Cory 91,950 8,431 974 Smith,Brendon 71,457 4,061 - Smith,Dennis 85,530 19,746 819 Smith,Greg 221,733 32,831 614 Smith,Joe 124,578 3,841 961 Smith,Luke 78,187 7,379 770 Smith,Patrick 84,330 16,649 568 Smyth,Sean 194,514 6,714 4,607 Snyder,Greg 77,832 4,534 - So,Mandy 74,571 1,373 104 Sobering,Craig 104,335 1,922 1,472 Sokalski,Steve 83,239 16,475 252 Soluri,Joe DRAFT 79,846 8,686 3,211 Somasunderam,Lani 114,712 3,548 2,121 Soo,Gary 147,123 26,352 692 Soper,Jay 93,151 2,671 139
Finance and Intergovernment Committee Schedule 2 Page 23 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Sorgiovanni,Roberto 82,017 8,829 889 Sourisseau,Paul 136,130 4,588 374 Sowlati,Taban 124,530 7,882 450 Spillner,Patrick 115,029 13,031 1,330 Squire,Chris 124,410 8,904 633 Stajduhar,Neil 117,564 50,719 865 Statham,Mike 69,267 13,682 662 Steele,Brett 90,694 30,712 4,275 Steiner,Louise 104,335 1,965 662 Stephens,Ken 129,390 2,522 1,026 Steuck,Barry 90,376 4,302 - Steunenberg,Hein 163,039 14,758 3,177 Stevens,Ben 74,059 2,966 2,457 Stiver,James 151,421 4,644 849 Stock,Kevin 95,852 (336) - Stone,Spencer 60,473 18,664 1,728 Storry,Karen 126,298 4,347 4,501 Stracke,Ron 94,540 1,732 132 Strang,Moira 127,483 4,710 - Stuart,Scott 112,718 15,988 715 Stuetz,Tania 68,684 9,750 132 Suleiman,Ben 140,330 5,454 673 Summers,Tarynne 172,659 13,059 13,342 Sun,Sunny 115,802 3,718 2,036 Sun,Thomas 124,673 3,874 2,454 Sunstrum,Don 55,751 21,119 288 Svenhard,Clay 73,954 5,624 4,403 Swan,Ryan 57,958 20,300 4,334 Swanlund,Glenn 124,506 8,363 582 Sziklai,Riley 91,803 5,130 138 Tack,Ed 83,027 40,172 1,600 Tai,Damon 80,527 8,434 233 Tam,David 121,934 9,172 600 Tam,Flannan 124,315 4,851 310 Tam,Kenny 84,505 1,556 116 Tancon,Dan 129,433 4,889 - Tandan,Sukhdev 68,456 17,159 4,409 Tang,Ivan 104,335 9,297 2,105 Tang,Vaillant 121,840 4,624 478 Tanner,Brad 75,164 2,657 462 Taponat,Marie 124,936 3,846 1,355 Tardiff,Cory 85,530 15,986 1,291 Taverner,Andrew DRAFT 115,352 39,842 524 Tawfik,Nermine 96,999 1,715 892 Taylor,Alex 108,168 2,093 3,652 Taylor,Laura 87,845 3,758 167
Finance and Intergovernment Committee Schedule 2 Page 24 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Tecson,Yvette 109,273 3,542 2,550 Teo,Dennis 124,879 30,507 1,252 Teo,Kim 87,117 13,703 2,196 Teo,Roy 77,832 1,236 1,505 Thai,Amy 80,944 3,562 818 Thakar,Rina 168,401 6,153 2,967 Thibodeau,Mathieu 84,543 5,010 30 Thien,Shaw 140,729 6,568 694 Thompson,Peter 79,653 8,100 797 Thompson,Steve 93,008 4,852 30 Thomson,Brent 73,151 16,259 24 Thorlacius,Bui 84,543 5,648 202 Thorpe,Michael 85,684 34,985 452 Threadkell,Keith 120,180 4,901 581 Threlfall,Miranda 82,826 7,918 724 Tijman,Brendon 70,450 5,875 4,825 Ting,Cheryl 92,026 1,898 686 Tipay,Rhonnel 74,526 52,620 - Titaro,Brian 77,532 1,231 1,011 Tomborello,Gretchen 87,428 1,614 1,677 Tong,Joshua 80,767 8,377 77 Toppings,Tyson 85,201 23,049 1,348 Towill,Marilyn 227,980 20,320 4,581 Trainor,Maureen 96,936 6,940 - Tran,Angela 74,633 3,556 41 Tran,Nang 87,338 8,154 1,699 Trang,Paul 90,331 7,765 242 Tremolada,Anthony 63,903 28,472 6,335 Trommeshauser,Uwe 61,506 13,668 - Trotzuk,Phil 92,568 10,296 - Trzebski,Joe 74,016 10,068 692 Tsang,John 74,947 7,955 - Tseng,Kimmy 68,143 7,884 3,000 Tsundu,Nyima 124,601 6,362 535 Tulett,Rod 109,273 21,248 477 Tully,Karen 126,324 3,867 3,904 Tymm,Ingrid 88,124 1,623 - Unger,Horst 124,410 1,866 1,234 Uy,Rodge 86,342 1,590 - Vala,Jamie 150,786 5,660 2,678 Valou,Greg 88,592 7,607 79 Van Akker,Anne 105,046 10,358 70 Van De Keere,Derek DRAFT 74,211 4,379 2,634 Van den Boogaard,John 87,945 7,616 - Van den Boogaard,Josh 92,288 35,394 1,579 Van den Boogaard,Ray 114,712 18,184 -
Finance and Intergovernment Committee Schedule 2 Page 25 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Van Doorn,Nanette 78,973 1,613 732 Van Oord,Ron 141,130 27,027 576 Vanderwal,Steve 77,736 63,946 435 Vang,Touchue 66,236 43,977 303 Vas,Ernie 104,335 8,951 6,953 Vasquez,Edward 136,994 6,278 140 Veal,Stuart 77,467 19,326 1,048 Veenstra,Ted 114,712 7,988 4,505 Velazquez,Adriana 102,637 3,508 2,191 Verbeke,Trevor 128,057 13,037 681 Vidler,Lynne 128,973 3,958 1,050 Vieira,Denise 77,832 2,165 441 Vike,Stephen 90,376 15,319 - Vinge,Erik 62,002 15,482 - Visser,Richard 81,549 8,242 1,556 Von Euw,Ed 128,380 16,460 889 Vukicevic,Biljana 112,691 1,765 581 Vukicevic,Sinisa 132,368 3,729 428 Vulama,Danica 120,452 4,680 1,014 Wagenaar,Jim 63,872 14,102 583 Wai,Yvonne 126,001 9,604 895 Wakelin,Darrell 100,591 4,845 348 Walkley,Simon 72,868 6,494 314 Wallis,Richard 124,216 16,007 866 Walsh,Dane 87,085 23,506 2,317 Walsh,Heidi 173,554 14,437 1,364 Wan,Curtis 100,979 1,664 1,982 Wang,Paul 91,951 4,651 2,203 Warden,Chad 95,852 14,552 311 Warnock,Miles 82,541 24,453 574 Warren,Jason 124,793 3,844 1,480 Watson,Ron 65,599 16,169 17 Watt,Jason 80,337 7,885 2,813 Watt,Matt 85,608 20,733 935 We,William 74,947 9,862 1,237 Wears,Nicole 134,019 4,753 831 Webb,Nolan 78,603 14,748 790 Webber,Nate 107,874 3,439 1,115 Webster,Andrew 87,277 9,302 490 Wee,Daniel 140,357 4,306 450 Weissgerber,Ulryke 162,883 6,244 778 Welgan,Kristen 93,150 2,061 1,202 Wellman,Mark DRAFT 129,432 17,790 503 Wellman,Sarah 139,660 4,296 696 Wells,Jay 74,526 42,824 - Wells,Mike 87,785 11,742 149
Finance and Intergovernment Committee Schedule 2 Page 26 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Wenger,Randy 177,302 12,015 666 Werger,Daniel 98,771 1,482 144 Westhora,Gary 86,463 3,534 17 Wheeler,Judith 68,651 8,256 2,580 Whyte,Nicholas 75,322 21,946 720 Williams,Jennifer 61,383 22,986 - Williams,Owen 85,447 3,318 1,102 Williamson,Ian 81,325 1,872 25 Wilson,Robin 73,535 2,115 - Wilting,Paul 123,827 42,338 778 Wong Hen,Tony 81,653 5,767 347 Wong,Alan 78,542 3,632 1,391 Wong,Ben 127,819 4,014 701 Wong,Cori 107,193 3,831 963 Wong,David 91,965 1,840 809 Wong,Jacky 124,410 3,954 733 Wong,Jason 86,732 2,577 138 Wong,Michael 93,235 9,527 3,274 Wong,Michelle 85,854 3,463 996 Wong,Teddy 74,571 1,531 347 Wong,Tom 139,886 4,299 682 Woo,Chris 124,029 13,244 4,345 Worcester,Robyn 94,757 1,745 4,599 Wright,Geoffrey 73,144 3,019 2,053 Wu,Claudia 123,501 5,481 584 Wu,Ringo 91,630 17,823 1,778 Wu,Thomas 126,930 14,271 450 Xiao,Wen 124,601 3,841 467 Xiong,Lee 81,927 34,797 276 Xu,Diana 74,571 1,729 87 Yager,Brent 86,810 10,455 180 Yang,Andy 81,377 4,196 1,726 Yap,Anthony 97,278 15,160 2,782 Yazdanpanah,Helia 120,008 3,697 463 Ye,Connie 77,346 3,891 1,626 Yee,Larry 139,660 7,025 822 Yeung,Eugene 110,294 28,193 4,750 Yeung,Wendy 91,951 6,078 1,230 Yik,Susanna 77,110 1,426 132 Young,Jeff 90,750 29,350 2,038 Yu,Brian 77,581 11,002 293 Yu,Jason 77,992 2,678 593 Yu,Percy DRAFT 124,410 3,838 1,296 Zakipour,Negar 117,933 3,607 1,373 Zaremba,Lillian 140,151 4,610 787 Zavislak,Sean 67,301 9,427 2,875
Finance and Intergovernment Committee Schedule 2 Page 27 of 27
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Employees
Base Salary Taxable Benefits Name Payments (1) and Other (2) Expenses (3)
Zemcov,Clare 86,994 2,754 484 Zhao,Wei 90,184 1,969 1,262 Zheng,Dana 126,184 4,539 5,594 Zibin,Nicholas 102,265 5,090 3,515 Zibin,Sarah 106,129 4,360 801 Zimka,Colin 77,284 19,467 1,186 Zimmer,Glen 88,124 4,711 151 Zordan,Lena 118,579 2,183 - $ 120,808,296 13,506,911 $ 1,530,991 Consolidated Total of other employees with remuneration and expenses of $75,000 or less 29,609,437 3,068,659 396,503 $ 150,417,733 $ 16,575,569 $ 1,927,494
DRAFT
Finance and Intergovernment Committee Schedule 3 Page 1 of 1
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Reconciliation of Remuneration to Financial Statements
Total Remuneration - Schedule of Remuneration and Expenses:
Employees (per Schedule 2) Base Salary $ 150,417,733 Taxable Benefits and Other 16,575,569
Members of the Board of Directors and Elected Officials (per Schedule 1) 1,521,799
$ 168,515,101
Total Salaries and Benefits per Consolidated Financial Statements (Financial Statement Note 17 - Segmented information) $ 190,395,518
Items included in Financial Statements but not in Schedules 1 and 2: Employer share of non-taxable payroll remittances (36,696,786) 2020 salaries and benefit accruals (39,846,066) Amounts paid for temporary services (414,120)
Items included in Schedules 1 and 2 but not in the Financial Statements: Salaries and benefits capitalized and included in tangible capital assets (Financial Statement Note 17 - Segmented information) 17,633,063 2019 salaries and benefits accruals 37,443,492
$ 168,515,101
*** For financial statement purposes, accrued employee wages and benefits are included in the financialDRAFT statements, but are not reflected in remuneration paid to employees.
Finance and Intergovernment Committee Schedule 4 Page 1 of 1
SCHEDULE OF REMUNERATION AND EXPENSES For the year ended December 31, 2020 Statement of Severance Agreements
There was one severance agreement under which payments commenced between the Metro Vancouver Regional District and its non-unionized employees during fiscal year 2020.
This agreement represents 12 months of compensation.
DRAFT
Finance and Intergovernment Committee Schedule 5 Page 1 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
0946235 B.C. LTD $ 375,128 1006983 BC LTD 94,316 1201934 BC LTD DBA APPLEWOOD MITSUBISHI 650,074 1209955 BC LTD O/A HI-CUBE STORAGE PRODUCTS 32,966 340951 BC LTD 163,800 3DS - THREE DIMENSIONAL SERVICES INC 47,365 3PHASE POWER SYSTEMS INC 159,213 4REFUEL CANADA LP 28,159 669251 ALBERTA LTD 192,754 A. LANFRANCO & ASSOCIATES 184,906 A.B.E. LOGGING LTD 338,008 A.R. HYTECH ENGINEERING LTD 845,327 A.R.THOMSON GROUP 174,959 A.W.FIREGUARD (1991) LTD 42,975 ABB INC 1,344,015 ABBA PARTS & SERVICE 126,261 ABSOLUTE CONCRETE REPAIR & INJECTION 289,540 ABV CONSULTANTS LTD 2,352,807 ACADIAN METALS & FASTENERS LTD 144,894 ACCESS INFORMATION MANAGEMENT OF CANADA ULC 55,077 ACCESS WELDING & COATING INSPECTIONS LTD 53,694 ACCIONA WASTEWATER SOLUTIONS LP 211,943,693 ACCURATE CEDAR LTD 32,051 ACKLANDS - GRAINGER INC 386,118 ACTION GLASS LTD 52,343 ACTIVE PIPE WELDING INC 209,372 ACUREN GROUP INC 725,612 ADS ENVIRONMENTAL SERVICES INC 672,956 ADVANCED SUBSEA SERVICES LTD 113,104 ADVANCED SYSTEMS ROOFING & WATERPROOFING 40,515 AECOM CANADA LTD 17,649,321 AGAT LABORATORIES LIMITED 26,722 AGILE42 CONSULTING LTD 55,658 AGILENT TECHNOLOGIES CANADA INC 425,328 AGILITY PR SOLUTIONS CANADA LTD 30,362 AGILYX SOLUTIONS LIMITED 95,088 AISCO INDUSTRIAL SUPPLY LTD 27,220 AKASH INDUSTRIES 589,571 AKRULOGIC 39,200 ALBRITE LIGHTING 108,676 ALEXANDER HOLBURN BEAUDIN & LANG 220,928 ALFA LAVAL INC 727,764 ALL GRAPHIC SUPPLIES 33,805 ALL ROUND HOME IMPROVEMENTS AND 714,738 ALL SEASONS DEVELOPMENT LTD 274,739 ALLIED THREADED PRODUCTS WEST INC 26,988 ALLSTAR HOLDINGS INCDRAFT 53,051 ALMA PLUMBING & HEATING LTD 1,115,396 ALS ENVIRONMENTAL 234,344 ALTISHR 143,350 ALUMASAFWAY, INC 34,006 AMAZING GATES & FENCING LTD 36,645
Finance and Intergovernment Committee Schedule 5 Page 2 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
AMAZON 188,137 AMERESCO CANADA INC 41,781 AMES METAL FABRICATORS LTD 33,800 AMRE SUPPLY COMPANY LIMITED 236,968 AMTG CONSULTING LTD 236,507 ANDREW SHERET LTD 58,031 ANGUS ONE LTD 119,384 ANGUS FILM PRODUCTION SERVICES 146,501 ANNACIS WASTE DISPOSAL CORP. 1,511,912 ANNEX CONSULTING GROUP INC 633,704 APG-NEUROS INC 149,601 APPLE COMPUTER 94,936 APPLEONE SERVICES LIMITED 69,871 AQUA VAC SEWER & DRAIN LTD 94,716 AQUACOUSTIC REMOTE TECHNOLOGIES INC 355,369 AQUATIC INFORMATICS INC 31,296 AQUENT INC 42,837 ARBOR PRO TREE SERVICES LTD 108,707 ARBORICULTURE CANADA TRAINING & 137,548 ARCOSE CONSULTING LTD 138,295 ARCTIC SNOW REMOVAL & SALTING SERVICE LTD 33,380 AROUND THE BEND MEDIA SERVICES LTD 68,286 ARROW SPEED CONTROLS LTD 74,795 ARROW TRANSPORTATION SYSTEMS INC 14,378,904 ARTECH ELECTRIC LTD 148,721 ASI GROUP LTD 572,698 ASQ BUILDING 213,452 ASSERTIVE EXCAVATING AND DEMOLITION LTD 161,858 ASSET INSIGHT MANAGEMENT LTD 101,399 ASSOCIATED ENGINEERING (B.C.) LIMITED 2,799,789 ASSOCIATED FIRE SAFETY 27,531 ASSOICATED LOCKSMITHS 54,062 ATCO STRUCTURES & LOGISTICS LTD 58,011 ATLAS COPCO COMPRESSORS CANADA 66,870 ATS SCIENTIFIC INC 143,125 AUSENCO ENGINEERING CANADA INC 2,180,116 AUTOMOTIVE RESOURCES INTERNATIONAL 1,242,336 AVANT GUARD GATES AND ACCESS CONTROLS 66,304 AVENSYS SOLUTIONS INC 148,982 AVENUE MACHINERY CORP 43,280 AVOCETTE TECHNOLOGIES INC 54,999 AWAREBASE CORP. 142,321 AWC PROCESS SOLUTIONS LTD 65,422 B.C. RENTALS 32,289 B.C.D. HOLDINGS LTD 108,983 BADGER DAYLIGHTING LP 64,574 BANK OF MONTREAL DRAFT 45,876 BARR PLASTICS INC 46,870 BARRY-HAMEL EQUIPMENT LTD 25,294 BARTLETT TREE EXPERTS 59,176 BBA ENGINEERING LTD 222,158 BC COMMUNICATIONS INC 46,187
Finance and Intergovernment Committee Schedule 5 Page 3 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
BC CONSERVATION FOUNDATION 73,279 BC HYDRO AND POWER AUTHORITY 16,285,029 BC MUNICIPAL SAFETY ASSOCIATES 25,266 BC PLANT HEALTH CARE INC 31,894 BDO CANADA LLP 127,050 BEACON HR INC 47,355 BEAVER ELECTRICAL MACHINERY LTD 109,110 BEEDIE FRASER MILLS LP 793,435 BEL CONSTRUCTING A DIV. OF BELPACIFIC 3,099,459 BENNETT MECHANICAL INSTALLATIONS (2001) LTD 5,121,373 BGC ENGINEERING INC 277,354 BGD CONTRACTING LTD 26,555 BGE INDOOR AIR QUALITY 91,348 BIOREM TECHNOLOGIES INC 422,800 BKL CONSULTANTS LTD 53,736 BLACK AND VEATCH CANADA COMPANY 251,604 BLAIR LAW GROUP 177,337 BLAKE CASSELS & GRAYDON LLP 783,582 BLUE MAX DRILLING INC 139,308 BLUECON DESIGN & CONSTRUCTION LTD 112,088 BNAC ENVIRONMENTAL SOLUTIONS 223,718 BORDEN LADNER GERVAIS LLP 73,285 BOWRIO WATER TECHNOLOGIES INC 35,523 BRANDSAFWAY GROUP INC 95,807 BRENNTAG CANADA INC 3,046,092 BRITCO BOXX LP 37,113 BROCK WHITE CANADA COMPANY 29,043 BROOKS CORNING COMPANY LTD 93,533 BROWN AND CALDWELL CONSULTANTS CANADA 10,390,935 BROWN AND OAKES ARCHAEOLOGY 75,003 BTY GROUP 134,909 BUREAU VERITAS CANADA (2019) INC 194,604 BURNABY CITY OF 244,935 C.G. INDUSTRIAL SPECIALTIES LTD 91,894 CANADA COMPUTERS 31,323 CANADA POST CORPORATION 119,352 CANADA SPRING 32,991 CANADIAN DEWATERING LTD 1,084,665 CANADIAN NATIONAL RAILWAYS 506,600 CANADIAN PROJECTS LIMITED 95,615 CANADIAN TIRE 58,273 CANADIAN TURNER CONSTRUCTION CO. LTD 6,102,246 CANADIAN WATER NETWORK 75,000 CANCO CRANES & EQUIPMENT LTD 101,049 CAN-DIVE CONSTRUCTION LTD 79,797 CANFORCE PEST CONTROL 28,707 CANSTAR RESTORATIONSDRAFT LP 364,014 CANWEST CONCRETE CUTTING BC CORP. 100,430 CARMICHAEL ENGINEERING LTD 148,233 CASCADIA STRATEGY CONSULTING PARTNERS 32,051 CASSELS BROCK 349,108 CATALYST COMMUNITY DEVELOPMENTS SOCIETY 78,048
Finance and Intergovernment Committee Schedule 5 Page 4 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
CATERTRAX 150,502 CATHERINE TARASOFF DBA: AGROWEST CONSULTING 27,615 CB PROCESS INSTRUMENTATION & CONTROLS 199,300 CBRE LTD 225,112 CD NOVA 92,944 CDM Smith Canada ULC 849,436 CDM SMITH INC 6,754,172 CDW CANADA CORP. 302,148 CELCO CONTROLS LTD 25,931 CENTRIX CONTROL SOLUTIONS 219,931 CFT ENGINEERING INC 26,259 CH2M HILL CANADA LIMITED 22,036,355 CHAMCO INDUSTRIES LTD 74,697 CHAMPION WINDOW & PRESSURE CLEANING 96,940 CHARTER TELECOM INC 183,320 CHARTWELL CONSULTANTS LTD 26,632 CHEMTRADE CHEMICALS CANADA LTD 579,633 CITY ELECTRIC SUPPLY 169,349 CITY ELEVATOR LTD 182,747 CITY SPACES CONSULTING LTD 124,541 CIVIC LEGAL LLP 154,993 CLARK BUILDERS 2,740,642 CLEARSKY RISK MANAGEMENT INC 62,244 CLEARTECH INDUSTRIES INC 113,684 CLEARWAY CONSTRUCTION INC 4,459,687 CLOVERDALE FUEL LTD 36,040 COAST MOUNTAIN BUS COMPANY LTD 43,856 COASTAL PACIFIC LANDSCAPING LTD 134,851 COLLIERS MACAULAY NICOLLS INC 5,193,939 COLUMBIA VALVE & FITTING LTD 45,332 COLUMBUS CONSTRUCTION & RESTORATION LTD 319,142 COMMISSIONAIRES BC 541,442 CONCORD EXCAVATING & CONTRACTING LTD 749,002 CONNEXUS INDUSTRIES INC 204,257 CONTAINERWEST 55,704 CONTEMPORARY OFFICE INTERIORS LTD 469,704 CONTEXT RESEARCH LTD DBA CHANGEMAKERS COMMUNICATIONS 27,162 COOL FLOW MECHANICAL REFRIGERATION HVAC LTD 76,039 COOPER EQUIPMENT RENTALS 66,904 COQUITLAM CITY OF 202,976 CORE MECHANICAL LTD 33,020 CORE6 ENVIRONMENTAL LTD 91,363 CORIX WATER PRODUCTS LP 313,705 CORPORATE COURIERS LTD 182,132 CORROSION SERVICE COMPANY LTD 250,671 COVANTA BURNABY RENEWABLE ENERGY INC 15,036,869 CRANEIUM INC DRAFT 93,340 CREATIVE DOOR SERVICES LTD 110,205 CRESNA ENERGY 44,226 CROWE EVAN 57,021 CULLEN DIESEL POWER 1,549,708 CUMMINS CANADA ULC 99,388
Finance and Intergovernment Committee Schedule 5 Page 5 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
CUSTOM AIR CONDITIONING LTD 170,216 CUSTOM BLACKTOP CO 341,688 CWA ENGINEERS INC 147,949 CWPC PROPERTY CONSULTANTS LTD 61,390 DAIKIN APPLIED CANADA INC 38,080 DAMS FORD LINCOLN SALES LTD 69,784 DARYL-EVANS MECHANICAL LTD 96,340 DAVEY TREE EXPERT CO. OF CANADA LIMITED 58,879 DAVID HENDERSON PRODUCTION & POST 33,121 DAVIES TRANSPORTATION CONSULTING INC 43,302 DAVIES WARD PHILLIPS & VINEBERG LLP 36,219 DECENT PAINTING & DECORATING LTD 542,942 DEEPAK MANAGEMENT LTD 532,979 DEETKEN ENTERPRISES INC 38,420 DEKOR GLASS (1996) LTD 26,670 DELL CANADA 136,962 DELOITTE & TOUCHE LLP 496,407 DELPRO AUTOMATION INC 165,152 DELTA CITY OF 5,275,355 DELTA AGGREGATES LTD 72,096 DELTA AIRPARK OPERATING COMMITTEE 70,683 DELTA SCIENTIFIC LABORATORY PRODUCTS LTD 45,103 DEZURIK INC 221,261 DGI SUPPLY 39,480 DHI WATER & ENVIRONMENT 866,898 DIAMOND HEAD CONSULTING LTD 316,092 DIAMOND HEAD TREE CARE LTD 29,134 DIESELTECH TRUCK REPAIR 31,198 DIGITAL LIGHT PRODUCTIONS 50,692 DILLON CONSULTING LTD 83,996 DIRECT ENERGY BUSINESS SERVICES INC 202,656 DIRECT EQUIPMENT WEST LTD 261,420 DKC DIGI-KEY CORP 26,852 DLA PIPER (CANADA) LLP 144,856 DM FOURCHALK PROPERTY CONSULTANTS INC 35,302 DOBNEY FOUNDRY LTD 179,407 DON ENRIGHT CONSULTING 60,795 DONS FLYERS SERVICE 54,324 DOUBLE M EXCAVATING LTD 490,137 DOUGLAS LAKE EQUIPMENT LTD 118,087 DRAGON VENTURES LTD 110,178 DRIVE PRODUCTS 26,193 DRIVING FORCE INC 283,099 DRIVING UNLIMITED 26,723 DSA MEDIA 1,179,929 DYNAMIC EQUIPMENT RENTALS LTD 29,879 E. LEES & ASSOCIATESDRAFT CONSULTING LTD 62,898 E.B. HORSMAN & SON LTD 280,604 EAGLE WEST CRANE & RIGGING 66,822 EARTH VAC ENVIRONMENTAL LTD 154,035 EBB ENVIRONMENTAL CONSULTING INC 48,149 EBCO INDUSTRIES LTD 114,207
Finance and Intergovernment Committee Schedule 5 Page 6 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
EBSCO CANADA LTD 59,479 ECHO ECOLOGICAL ENTERPRISES 90,138 ECO-COUNTER 40,174 ECOFISH RESEARCH LTD 110,467 E-COMM EMERGENCY COMMUNICATIONS 4,294,366 ECOPLAN INTERNATIONAL INC 80,699 EECOL ELECTRIC INC 152,552 ELEMENTAL ARCHITECTURE AND INTERIORS INC 119,012 EMCO CORPORATION 157,476 EMCO LIMITED WATERWORKS 91,603 EMILY COOPER PHOTOGRAPHY 26,567 EMIN´S RENOVATION LTD 632,248 EMTERRA ENVIRONMENTAL 22,390,093 ENERMAX MOUNTAIN MANUFACTURING LTD 271,013 ENGINEERS AND GEOSCIENTISTS OF BC 121,534 ENKON ENVIRONMENTAL LTD 451,313 ENKON INFORMATION SYSTEMS INC 85,155 ENVIROSUITE CANADA INC 67,817 ENVIRO-VAC 177,181 ENVIROWEST CONSULTANTS INC 213,197 ERM CONSULTANTS CANADA LTD 91,800 ESOLUTIONSGROUP LIMITED 34,650 ESRI CANADA LIMITED 156,766 EST ENVIRONMENTAL TECHNOLOGIES LTD 88,029 ETHICAL PROFILING LTD DBA ECONIC APPAREL 38,400 EUROWIND ESTATES INC 2,700,000 EVERYDAY ALLSTAR CLEANING SERVICES LTD 29,674 EVOQUA WATER TECHNOLOGIES LTD 55,665 EXACT FACILITY SERVICES 493,299 EXACT FACILITY SERVICES 37,265 EXCEL DRAPERY INSTALLATIONS LTD 82,108 EXCEL SCAFFOLD SOLUTIONS LTD 174,505 EXECUTIVE LOCK & SAFE LTD 46,343 EXP SERVICES INC 110,799 EXPRESS CUSTOM TRAILER MANUFACTURING 111,488 F.T.S. FOREST TECHNOLOGY SYSTEMS 25,185 FABCO PLASTICS WESTERN (B.C.) LIMITED 137,872 FALCON EQUIPMENT LTD 33,111 FASTENAL COMPANY 86,048 FASTSIGNS 64,766 FATHOM STUDIO INC A/O FORM MEDIA INC 29,912 FILTERPRO SERVICES CANADA LTD 69,968 FINA ELECTRIC SERVICES GROUP LTD 723,772 FINNING INTERNATIONAL INC 1,674,744 FIRESTORM SUPPRESSION SERVICES LTD 29,373 FIRST TRUCK CENTRE VANCOUVER 97,832 FISHER SCIENTIFIC DRAFT 241,102 FISHER, SHARON 30,218 FLEETWOOD DISPOSAL LTD 61,708 FLEISHMANHILLARD HIGHROAD CORP. 131,668 FLEXTECH INDUSTRIES INC 45,350 FLOCOR INC 937,428
Finance and Intergovernment Committee Schedule 5 Page 7 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
FOLIO INSTRUMENTS INC 56,774 FORESHORE TECHNOLOGIES INCORPORATED 25,200 FORTISBC ENERGY INC 636,131 FOX, JACK 73,841 FRASER BURRARD DIVING LTD 402,529 FRASER RIVER PAINT 27,175 FRASER RIVER PILE & DREDGE LTD 875,951 FRASER VALLEY FIRE PROTECTION LTD 40,548 FUELEX ENERGY LTD 30,450 FULFORD HARBOUR CONSULTING LTD DBA FULFORD CERTIFICATION 27,390 FULL MOON RENTALS LTD 29,384 FUSION SECURITY INC 370,011 G & R SINGH & SON TRUCKING LTD 36,688 G.W.R. CONTRACTING INC 148,674 GARNETT WILSON REALTY ADVISORS LTD 74,334 GARTNER INC 111,825 GASTALDO CELL-CRETE LTD 57,736 GBL ARCHITECTS INC 27,720 GENIFUEL CORPORATION 115,373 GEORS RENOVATION LTD 273,416 GEOTRAC SYSTEMS INC 148,736 GFL ENVIRONMENTAL INC 3,061,680 GFL ENVIRONMENTAL INC 275,108 GHD LIMITED 272,194 GIFFORD ELECTRIC LTD 147,516 GISBORNE INDUSTRIAL CONSTRUCTION LTD 58,430 GLEN THOMPSON INDUSTRIES LTD 104,337 GLOBAL CONTAINER CORPORATION 88,613 GLOBE FACILITIES SERVICES LTD 87,774 GM BLUEPLAN ENGINEERING LIMITED 177,860 GOLDER ASSOCIATES LTD 640,748 GRAHAM INFRASTRUCTURE LP/ AECON WATER 68,973,137 GRAVITY CONSTRUCTION INC 25,440 GREAT WEST EQUIPMENT 54,964 GREEN LINE HOSE & FITTINGS (BC) LTD 33,110 GREENTECH DESIGN LTD 35,172 GREGG DISTRIBUTORS 154,980 GUILLEVIN INTERNATIONAL CO. 64,339 GWR CONTRACTING INC 70,823 HACH SALES & SERVICE CANADA LTD 85,846 HAMILTON RISK+VALUE CONSULTANTS, LLC 73,196 HANDY APPLIANCES LTD 289,109 HANNAH AMAR/DANA SAWCHUCK 27,336 HARMER HOLDINGS LTD INC BC0891734 83,575 HARRIS & COMPANY 37,831 HARRIS REBAR 115,243 HARRON, TYLER & NIKIDRAFT AND LAXTON, NICHOLAS & CHRISTINE 640,000 HARVEST FRASER RICHMOND ORGANICS LTD 109,608 HATCH CORPORATION 5,097,822 HATFIELD CONSULTANTS PARTNERSHIP 733,365 HAYDEN CONSULTING SERVICES 26,276 HAYWARD GORDON ULC 66,640
Finance and Intergovernment Committee Schedule 5 Page 8 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
HAZMASTERS INC 65,749 HD SUPPLY CANADA INC 28,636 HDR CORPORATION 163,146 HEADWATER MANAGEMENT LTD 318,444 HEARD CONSULTING SERVICES INC 53,549 HEMMERA ENVIROCHEM INC 78,843 HIGH COUNTRY STAINLESS 73,028 HILITE TRUCK ACCESSORIES 72,412 HI-LITE TRUCK ACCESSORIES LTD 62,582 HILTI (CANADA) LIMITED 62,605 HINTON WOOD PRODUCTS 86,951 HORIZON RECRUITMENT 67,945 HOULE ELECTRIC LIMITED 88,714 HTT SAFETY N MORE INC 964,759 HUGHES TRUCKING LTD 52,369 HUNTER LITIGATION CHAMBERS LAW 188,552 HYDROPRO PROPERTY SERVICES INC 32,288 HYSECO FLUID SYSTEMS LTD 165,850 ICONIX WATERWORKS LIMITED PARTNERSHIP 1,117,606 IDEASPACE 598,813 IDEXX LABORATORIES INC 185,187 IMAGEN INC 47,661 INDUSTRIAL COMPRESSOR SERVICES LTD 26,805 INDUSTRIAL TIMBER PRODUCTS 39,501 INFINITE ROAD MARKING LTD 41,661 INFINITY-PACIFIC STEWARDSHIP GROUP 45,150 INFOMART A DIVISION OF POSTMEDIA 39,183 INLAILAWATASH LIMITED PARTNERSHIP 34,540 INLINE TRAFFIC SERVICES LTD 233,783 INNOVATIVE FLOORING LTD 431,033 INTEGRAL GROUP 165,806 INTERCONTINENTAL TRUCK BODY 94,565 INVENTA SALES & PROMOTIONS INC 45,869 ISCO CANADA INC 55,874 ISL ENGINEERING AND LAND SERVICES LTD 190,893 ISR SERVICES 148,310 ITIQ TECH RECRUITERS 172,338 J.A. ELECTRIC 1,300,000 J.C. ANDELLE INC 114,055 J.J.´S CONTRACTING 71,357 JACOBS ASSOCIATES CANADA CORPORATION 4,524,140 JARDINE LLOYD THOMPSON CANADA INC 335,148 JAYCORP ENGINEERING & MANAGEMENT LTD 49,534 JEWEL HOLDINGS LTD 660,391 JIANG, HUI KANG 1,685,000 JIFFY JOHN RENTALS LTD 97,947 Jim Pattison IndustriesDRAFT LTD DBA Jim Pattison Lease 406,189 JJM CONSTRUCTION LTD 11,341,535 JNT DEVELOPMENTS (PRODUCTION WAY) LIMITED PARTNERSHIP 26,574,165 JOHN CRANE CANADA INC 256,375 JOHN HERBERT 28,000 JOHN HUNTER CO. LTD 146,977
Finance and Intergovernment Committee Schedule 5 Page 9 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
JOHNSON CONTROLS LTD 40,824 JOHNSTON GAS SERVICES 202,678 JOHNSTON RESEARCH INC 48,998 JPSH ENTERPRISE INC 430,737 JRD CONSULTING COMPANY 67,300 JUSTASON MARKET INTELLIGENCE 141,383 K & H DISPATCH COURIERS 57,626 K.G. WARDSTROM INDUSTRIAL GAS 193,261 K2 FASTENERS 63,157 K2 SERVICES 210,274 KAL TIRE 116,784 KASIAN ARCHITECTURE INTERIOR DESIGN 130,821 KATZIE DEVELOPMENT LIMITED PARTNERSHIP 553,233 KEMIRA WATER SOLUTIONS CANADA INC 598,419 KENAIDAN CONTRACTING LTD 1,517,276 KENDRICK EQUIPMENT LTD 55,799 KERR WOOD LEIDAL ASSOCIATES 891,677 KING SERVICES CONSTRUCTION GROUP & 143,682 KINGSTON CONSTRUCTION LTD 1,670,103 KISTERS NORTH AMERICA 177,275 KLEANZA CONSULTING LTD 76,320 KLOHN CRIPPEN BERGER LTD 505,730 KMS TOOLS 79,882 KOFFMAN KALEF LLP 133,847 KONTUR GEOTECHNICAL CONSULTANTS INC 31,326 KPMG LLP 64,245 KWELA LEADERSHIP & TALENT MANAGEMENT 49,353 LABWARE INC 53,481 LAFARGE CANADA INC 550,833 LANDMARK BUILDING MAINTENANCE 123,500 LANESAFE TRAFFIC CONTROL LTD 333,223 LANGLEY TOWNSHIP OF 86,170 LANGLEY CONCRETE & TILE LTD 94,265 LANGUAGE LINE SERVICES 57,951 LATOPLAST LTD 123,671 LAURA BAMSEY CONSULTING SOLE PROPRIETORSHIP 70,245 LAURA GALLOWAY DESIGN 71,980 LAWSON LUNDELL BARRISTERS & SOLICITORS 44,630 LEADERS INTERNATIONAL EXECUTIVE SEARCH 279,741 LEADING EPC CONSULTANTS INC 250,252 LEAVITT MACHINERY & RENTALS 42,974 LEFTSIDE PARTNERS INC 45,165 LEGER MARKETING ALBERTA INC 64,763 LEHIGH MATERIALS A DIV. OF LEHIGH 243,024 LEICA GEOSYSTEMS LTD 212,328 LES HALL FILTER SERVICE LTD 47,823 LEVELTON CONSULTANTSDRAFT LTD 37,071 LHOIST NORTH AMERICA OF CANADA INC 495,351 LICKER GEOSPATIAL CONSULTING LTD 162,207 LIDSTONE & COMPANY 156,981 LIMNOTEK RESEARCH AND DEVELOPMENT INC 71,348 LINDE CANADA LIMITED 26,741
Finance and Intergovernment Committee Schedule 5 Page 10 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
LINKEDIN CORPORATION 45,625 LITZ CRANE SERVICE LTD 185,463 LIVINGSTON INTERNATIONAL INC 67,768 LMP PUBLICATION LIMITED PARTNERSHIP 25,385 LOCAL PRACTICE ARCHITECTURE + DESIGN LTD 785,140 LOCKMASTERS INC 61,906 LORDCO AUTO PARTS 96,469 LPI MECHANICAL (WEST) INC 132,517 LTSA PROPERTIES 28,000 LUCENT QUAY CONSULTING INC 80,593 M&E CUSTOM KITCHEN AND MILLWORK LTD 706,011 MACK KIRK ROOFING AND SHEET METAL LTD 863,199 MAGNUM ROOFING LTD 114,629 MAINLAND CONSTRUCTION MATERIALS 138,215 MALVERN PANALYTICAL 51,927 MAPLE REINDERS CONSTRUCTORS LTD 29,010,366 MAPLE RIDGE CITY OF 79,457 MARATHON SURFACES INC 28,504 MARCON METALFAB INC 43,134 MARINE ROOFING (1996) LTD 51,550 MARK N JAKOBSEN 30,996 MARSH CANADA LIMITED 7,034,581 MASONLIFT LTD 168,772 MATCON CIVIL CONSTRUCTORS INC 16,537,740 MATRIX VIDEO COMMUNICATIONS CORP 74,993 MAXXAM ANALYTICS INTERNATIONAL CORP. 71,591 MCELHANNEY LTD 445,819 MCGREGOR HARDWARE DISTRIBUTION 54,357 MCKENZIE BRUCE 49,033 MCMILLEN JACOBS ASSOCIATES 1,855,431 MCNEILL NAKAMOTO RECRUITMENT GROUP INC 59,739 MCRAE JANE 33,600 MCRAE´S ENVIRONMENTAL SERVICES LTD 2,198,689 MEDTECH SERVICES LTD 33,499 MEQUIPCO LTD 186,240 MERAN INDUSTRIES LTD 34,885 MERCEDES-BENZ CANADA INC 122,449 MERCURY TRANSPORT INC 73,243 MERTIN CHEVROLET CADILLAC BUICK GMC LTD 1,054,646 MESSER CANADA INC 39,431 METAL SUPERMARKETS 126,911 METRO CONCRETE RESTORATION LTD 200,043 METRO MOTORS LTD 326,144 METRO ROOFING REPAIRS & MAINTENANCE LTD 177,820 METRO TESTING & ENGINEERING LTD 605,808 METROHM CANADA 34,581 METTLER TOLEDO INCDRAFT 223,919 MICA CONTROLS LTD 66,237 MICHELIN TIRE CANADA 61,869 MICROSERVE 59,127 MICROSOFT CANADA CO. 821,123 MILES EMPLOYMENT GROUP LTD 32,600
Finance and Intergovernment Committee Schedule 5 Page 11 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
MILESTONE ENVIRONMENTAL CONTRACTING INC 340,255 MILLER HULL PARTNERSHIP LLP 1,566,269 MINISTRY OF TRANSPORTATION AND INFRASTRUCTURE 1,333,887 MINISTER OF FINANCE 10,719,636 MINISTRY OF ENVIRONMENT 38,600 MITCHELL INSTALLATIONS LTD 907,673 MITEL NETWORKS CORPORATION 133,205 MIZA ARCHITECTS INC 36,417 MODU-LOC FENCE RENTALS LTD 67,138 MODUS PLANNING DESIGN & ENGAGEMENT INC 57,462 MONERIS 310,620 MORNEAU SHEPELL 136,010 MORRISON HERSHFIELD LIMITED 2,495,159 MORROW BIOSCIENCE LTD 97,423 MOTION CANADA 203,414 MOTION CANADA. 116,220 MOTT ELECTRIC GP 105,497 MOTT MACDONALD 7,362,383 MTS ENGINEERING INC 1,341,834 MULTIVISTA CONSTRUCTION DOCUMENTATION ULC 78,114 MURRAY LATTA PROGRESSIVE MACHINES INC 432,004 MURTAGH SIMON 25,264 MUSQUEAM INDIAN BAND 147,408 MUSTEL GROUP 55,443 MV RELIABILITY SERVICES 238,324 MWL DEMOLITION LTD 83,727 N.A.T.S. NURSERY LTD 44,996 N.W. INDUSTRIES LTD 200,301 NAC CONSTRUCTORS LTD 79,623,837 NAGPAL CONSULTING 111,432 NALCO CANADA CO. 81,976 NASH JOHNSTON LLP 689,181 NATHANSON SCHACHTER & THOMPSON LLP 199,262 NATIONAL AIR TECHNOLOGIES 55,842 NATIONAL FIRE & SAFETY PLANNERS 25,200 NATIONAL PROCESS EQUIPMENT 106,788 NATIONS FIRST CONTRACTING 95,361 NAUTILUS ENVIRONMENTAL 148,357 NB TOOLS/SNAP-ON TOOLS 28,165 NEALE STANISZKIS DOLL ADAMS ARCHITECTS 309,834 NETZSCH CANADA INC 148,192 NEUTRAL ZONE COACHING AND 62,446 NEW WESTMINSTER CORP. OF THE CITY 1,080,038 NEW-LINE PRODUCTS LTD 126,132 NIDEC MOTOR CORPORATION 459,394 NORLANG CONTRACTING LTD 161,135 NORSKE CORROSION DRAFT& INSPECTION SERVICES 75,497 NORSTONE EXCAVATING 105,498 NORTH AMERICAN PIPE AND STEEL LTD 32,665 NORTH ARM MACHINE LTD 27,723 NORTH CONSTRUCTION LTD 572,951 NORTH SHORE RESCUE TEAM 36,419
Finance and Intergovernment Committee Schedule 5 Page 12 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
NORTH VANCOUVER CITY OF 81,614 NORTH VANCOUVER THE DISTRICT OF 140,279 NORTHERN BUILDING SUPPLY LTD 106,758 NORTHSIDE TRANSPORT LTD 110,930 NORTHWEST HYDRAULIC CONSULTANTS LTD 611,740 NORTHWEST PIPE COMPANY 15,883,447 NORTON ROSE FULBRIGHT 1,063,513 NSCP DESIGN BUILD LP 9,244,562 NUCOR ENVIRONMENTAL SOLUTIONS LTD 81,770 OCEAN PIPE A DIVISION OF LEHIGH HANSON 146,560 OK TIRE 38,629 OMEGA UNIFORM SYSTEMS - A DIVISION OF UNISYNC GROUP 36,185 OMNI ENGINEERING INC 47,582 ON POWER SYSTEMS INC 138,220 ON THE SPOT SERVICES INC 390,181 ONO WORK & SAFETY SURREY 45,397 OPEN TEXT CORPORATION 252,351 OPUS INTERNATIONAL CONSULTANTS (CANADA) 4,004,147 ORACLE CANADA ULC 125,235 ORBE CANADA INC DBA ORBINOX 422,619 ORKIN/PCO SERVICES CORPORATION 38,699 OVIVO INC 82,652 PACIFIC BOILER LTD 125,779 PACIFIC FLOW CONTROL LIMITED 575,054 PACIFIC PARKLANDS FOUNDATION 244,077 PACIFIC POWERTECH INC 61,721 PACIFIC RIM LABORATORIES INC 29,852 PACIFIC WEST TREE SERVICES INC 34,650 PACWILL ENVIRONMENTAL 130,316 PALADIN TECHNOLOGIES INC 84,184 PALMIERI BROS. PAVING LTD 329,345 PANARAMA TECHNOLOGIES LTD 50,125 PANTHER CREATIVE 36,225 PAR BHULLAR TRUCKING LTD 51,051 PARK SOLUTIONS INC 595,222 PARKLAND CORPORATION 57,128 PARSONS INC 369,244 PATTON & COOKE COMPANY 50,411 PCL CONSTRUCTORS WESTCOAST INC 9,947,117 PEDRE CONTRACTORS LTD 3,950,673 PENGUIN APPLIANCES SALES AND SERVICE INC 53,885 PERSONA CONSTRUCTION LTD 112,099 PETER KIEWIT SONS ULC 252,547 PETRO CANADA LUBRICATIONS INC 316,240 PHENOVA INC 33,172 PHILS BATTERIES 25,253 PHOENIX TRUCK & CRANEDRAFT LTD 157,904 PHS COMMUNITY SERVICES SOCIETY 155,417 PHSA LABORATORIES SERVICES 126,572 PIKA PUMP & COMPRESSOR 32,527 PINNA SUSTAINABILITY INC 95,061 PINTON FORREST & MADDEN GROUP INC 45,257
Finance and Intergovernment Committee Schedule 5 Page 13 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
PLATINUM STONE CONTRACTING 104,887 PLATYPUS CREATIVE GROUP COMMUNICATIONS 92,571 POLAR BATTERY VANCOUVER LTD 105,895 POLYCRETE RESTORATIONS LTD 299,738 POLY-MOR CANADA INC 202,484 POMERLEAU-BESSAC G.P. 61,578,331 PORT COQUITLAM THE CITY OF 154,641 PORT MOODY CITY OF 138,602 POSTMEDIA NETWORK INC 35,025 POWERTECH LABS INC 47,531 POWERWOOD 35,314 PRAIRIECOAST EQUIPMENT INC 53,854 PRAXAIR CANADA INC 981,064 PRECISION LINE PAINTING 37,551 PRECISION SERVICE & PUMPS INC 101,758 PRIORITY ELECTRIC LTD 26,361 PROFICIENCY TESTING CANADA 37,231 PROGRESSIVE MOWERS 27,552 PROGRESSIVE SEALING INC 279,467 PUBLIC STORAGE 33,427 PW TRENCHLESS CONSTRUCTION INC 941,334 PWA CUSTOM ALUMINUM SOLUTIONS INC 41,233 PWL PARTNERSHIP LANDSCAPE ARCHITECTS INC 218,917 QM LP 38,296 QUADRA UTILITY LOCATING 83,357 QUALICHEM INDUSTRIAL PRODUCTS LTD 62,906 QUESTICA INC 183,488 R.D.M. ENTERPRISES LTD 253,079 R.F. BINNIE & ASSOCIATES LTD 713,601 R.N.L. INVESTMENTS LTD 37,159 RAIDER HANSEN 65,969 RAM ENGINEERING 110,363 RAMBOLL CANADA INC 27,870 RAMTECH ENVIRONMENT PRODUCTS 64,238 RANDSTAD 32,636 RAPID AUTO GLASS LTD 46,346 RARE EARTH RECREATIONAL DEVELOPMENTS INC 31,100 RAYBERN ERECTORS LTD 91,714 RDH BUILDING SCIENCE INC 54,445 RECEIVER GENERAL OF CANADA 76,353 RECYCLING COUNCIL OF BC 32,911 REDWOOD PLASTICS CORPORATION 27,925 RELIABLE EQUIPMENT RENTALS LTD 29,643 REMDAL PAINTING & RESTORATION INC 48,246 REMPEL BROS CONCRETE LTD 50,697 REN EX EARTHWORKS 393,631 RESHAPE INFRASTRUCTUREDRAFT STRATEGIES LTD 109,376 RICH SOUND & VIDEO PRODUCTIONS INC 113,350 RICHMOND CITY OF 1,723,894 ROBERDS EXCAVATING (1991) LTD 51,965 ROBERTSON, KEN 105,105 ROCMAN CONTRACTING LTD 77,060
Finance and Intergovernment Committee Schedule 5 Page 14 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
ROGERS WIRELESS 665,906 RONA 129,183 ROPER GREYELL LLP 128,515 ROSS MORRISON ELECTRICAL LTD 2,702,617 ROYAL BANK OF CANADA 51,397 RPM ELECTRONICS INC 33,424 RS WALDIE CONSULTING LTD 165,046 RSAVAGE CONTRACTING 49,704 RST INSTRUMENTS LTD 166,715 SAFE-GUARD FENCE LTD 98,194 SAFESIDEWALKS CANADA BC INC 27,600 SALISH ENVIRONMENTAL GROUP 28,972 SALVIS GROUP INC 38,660 SAMSUNG EXPERIENCE 37,027 SAMUEL SON AND COMPANY 29,917 SANCAT EXCAVATING LTD 135,857 SANDPIPER CONTRACTING LTD 6,574,289 SARTORI ENVIRONMENTAL SERVICES 422,160 SASAMAT VOLUNTEER FIRE FIGHTERS ASSOC 38,617 SASKAY SOIL TRANSFER FACILITY 61,077 SCENTROID 29,400 SCHNEIDER ELECTRIC CANADA INC 387,096 SCHNITZER STEEL CANADA LTD 37,208 SCOOBY´S DOG WASTE REMOVAL SERVICE LTD 113,135 SCOTT MITCHELL EXCAVATING LTD 404,514 SCS ENGINEERS 276,754 SEA TO SKY SOILS AND COMPOSTING INC 3,003,914 SEKHON P. TRUCKING 85,331 SGS AXYS ANALYTICAL SERVICES LTD 1,277,874 SHAW CABLE 143,138 SHAW TELECOM G.P. 30,296 SI SYSTEMS PARTNERSHIP 50,664 SIDHU S. TRUCKING 183,875 SIEMENS CANADA LIMITED 336,204 SIEMENS ENERGY CANADA LIMITED 37,129 SIGMA-ALDRICH CANADA CO. 35,541 SIGNSOURCE ARCHITECTURAL SIGNAGE LTD 39,079 SIMARK CONTROLS LTD 68,332 SIMON FRASER UNIVERSITY 47,044 SINGLETON URQUHART REYNOLDS VOGEL LLP 137,171 SKYE CONSULTING (B.C.) LTD 30,179 SKY-HI SCAFFOLDING LTD 172,287 SKYLARK MANAGEMENT CORP 73,434 SLINGSHOT COMMUNICATIONS INC 48,458 SMITH CAMERON PROCESS SOLUTIONS 223,297 SMS EQUIPMENT INC 146,238 SNC-LAVALIN INC DRAFT 29,023 SNF CANADA LTD 743,278 SOFTCHOICE LP 194,562 SOLENIS CANADA ULC 1,982,344 SOLID CADDGROUP 70,291 SOLUTIONS PEST CONTROL LTD 108,072
Finance and Intergovernment Committee Schedule 5 Page 15 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
SOS PLUMBING AND HEATING LTD 109,472 SOUTHERN CROSS HOLDINGS LTD 776,108 SOUTHPAW LEARNING PLAN 82,105 SOUTHWELL CORP 107,998 SPARTAN CONTROLS LTD 2,478,464 SPATIAL TECHNOLOGIES PARTNERSHIP GROUP 95,580 SPECTRUM SAFETY GROUP 125,197 SPENCER MCDONALD & ASSOCIATES INC OA THINKING DRIVER 71,370 SPICERS CANADA ULC 65,572 SQUAMISH NATION 1,981,183 SR ENGINEERING LTD 64,196 STANDARD BUILDING SUPPLIES LTD 44,368 STANTEC CONSULTING LTD 4,415,918 STAPLES 284,721 STASUK TESTING & INSPECTION LTD 193,222 STATUS ELECTRICAL CORP 799,253 STEELGUARD FENCING 51,326 STELLAR POWER & CONTROL SOLUTIONS 42,742 STINGRAY SAND & GRAVEL LTD 190,848 STUART OLSON CONSTRUCTORS LTD 40,398,236 SUMMERFIELD CONTRACTING LTD 688,226 SUMMIT VALVE AND CONTROLS INC 238,437 SUNBURY CEDAR 91,701 SUPER FAST TRUCKING LTD 78,001 SUPER SAVE FENCE RENTALS INC 25,859 SUPER SAVE FUELS 103,998 SUPERIOR CITY SERVICES LTD 496,878 SUPERIOR PROPANE LIMITED 66,213 SURREY CITY OF 545,736 SUTHERLAND CONCRETE LTD 36,608 SYLVIS ENVIRONMENTAL 1,681,620 SYNCOLLAB STRATEGIES 32,450 TALON HELICOPTERS LIMITED 212,768 TARGET LAND SURVEYING LTD 65,086 TDH FLUID SYSTEMS INC 70,529 TECHNICAL SAFETY BC 45,436 TEKSYSTEMS CANADA CORP./SOCIETE TEKSYSTEMS CANADA 122,686 TELUS 57,163 TELUS COMMUNICATIONS INC 835,693 TERVITA CORPORATION ENVIRONMENTAL 620,966 TETRA TECH CANADA INC 2,469,355 TFM CONSULTANTS INTERNATIONAL LTD 54,573 THE ACTIVE NETWORK 100,793 THE BLUE GOOSE CATTLE COMPANY 50,000 THE BRATTLE GROUP CANADA ULC 157,500 THE C&E CONSULTING GROUP LTD 247,651 THE HOME DEPOT DRAFT 276,853 THE INLAND GROUP 60,110 THE PALADIN SECURITY GROUP 1,182,974 THE RESTORERS GROUP LTD 179,428 THERMO FISHER SCIENTIFIC MISSISSAUGA INC 103,481 THOMPSON RIVERS UNIVERSITY 75,000
Finance and Intergovernment Committee Schedule 5 Page 16 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
TIM LAWRENCE FILMS 84,756 TIMBERLINE TREE SERVICE LTD 36,524 TINBOX ENERGY SOFTWARE INC 90,514 TIP TOP CARPETS LTD 296,836 TLD COMPUTERS INC 1,300,387 TOOLNHAND CONTRACTING SERVICES LTD 144,795 TOROK NATHANIEL 54,422 TOYO PUMPS NORTH AMERICA CORP 68,473 TRANS POWER CONSTRUCTION (1999) LTD 52,003 TRANSLINK 274,893 TRAYLOR-AECON GP 78,027,855 TREE ISLAND INDUSTRIES 144,028 TREEKO CONTRACTING LTD 61,170 TREVOR JARVIS CONTRACTING LTD 84,506 T-REX INDUSTRIES LTD 49,862 TRI-CITY POWER EQUIPMENT LTD 30,469 TRI-CITY SITE SERVICES LTD 130,300 TRITECH GROUP LTD 8,777,981 TRIUMPH TRAFFIC INDUSTRIES INC 353,781 TROJAN TECHNOLOGIES GROUP ULC 161,160 TRUELINE VALVE CORPORATION 28,928 TUNDRA PROCESS SOLUTIONS LTD 106,972 TURNING POINT RESOLUTIONS INC 39,270 TURN-KEY CONSTRUCTION INC 215,614 TYBO CONSTRUCTORS LTD 512,902 ULINE 209,283 UNDERHILL GEOMATICS LTD 354,672 UNIFIED ALLOYS 32,415 UNIFIED SYSTEMS INC 49,420 UNIT4 BUSINESS SOFTWARE CORPORATION 294,541 UNITED DEFENSE SECURITY II LTD 64,861 UNITED RENTALS, INC 581,211 UNITEK SYSTEMS 49,856 UNITOW SERVICE 111,191 UNIVAR CANADA LTD 467,582 UNIVERSAL FLAGGING 29,502 UNIVERSAL LANDSCAPING INC 90,064 UNIVERSITY OF BRITISH COLUMBIA 1,014,339 UNIVERSITY OF VICTORIA 27,329 VALLEY TRAFFIC SYSTEMS INC 472,128 VALUE CHAIN MANAGEMENT INTERNATIONAL INC 32,603 VANCO GASKETS LTD 60,817 VANCOUVER CITY OF 33,644,151 VANCOUVER FRASER PORT AUTHORITY 202,218 VANCOUVER HOLDINGS (B.C.) LTD 1,173,028 VANCOUVER SIGN GROUP 131,601 VANCOUVER TRAFFICDRAFT SYSTEMS 197,421 VANKO ANALYTICS LIMITED 53,452 VANPORT ENTERPRISES LTD 158,546 VERITIV CANADA INC 81,405 VIA ARCHITECTURE 550,757 VICTORIA MOBILE RADIO LTD 183,816
Finance and Intergovernment Committee Schedule 5 Page 17 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
VIDCOM COMMUNICATIONS LTD 81,252 VIKING FIRE PROTECTION INC 41,618 VWR INTERNATIONAL 288,699 WAGNER MAINTENANCE 366,345 WAINBEE LIMITED 287,731 WAJAX INDUSTRIAL COMPONENTS 41,152 WAJAX INDUSTRIAL COMPONENTS LP 127,832 WALL STREET SYSTEMS TREASURY CANADA ULC 70,630 WARD AND BURKE MICROTUNNELLING LTD 8,348,679 WASTE´N WATERTECH 132,689 WATER RESEARCH FOUNDATION 184,562 WATERS LIMITED 87,895 WBM TECHNOLOGIES INC 104,155 WCC ENGINEERING CORP 101,168 WELLS WATER WORKS SERVICES LTD 59,481 WESCO DISTRIBUTION CANADA INC 580,834 WEST COAST ELEVATOR SERVICES LTD 123,653 WEST SHORE CONSTRUCTORS LTD 92,774 WEST VANCOUVER CORP OF THE DISTRICT 825,598 WESTBURNE ELECTRIC SUPPLY 464,643 WESTCAN INDUSTRIES LTD 366,640 WESTCOASTGPS TRACKING LTD 29,301 WESTECH INDUSTRIAL LTD 44,094 WESTERLY RESTORATION LTD 82,285 WESTERN TANK AND LINING LTD 75,437 WESTERN TREE SERVICES CORP 87,497 WESTERN WEED CONTROL (1980) LTD 48,300 WESTLUND INDUSTRIAL SUPPLY LTD 49,869 WESTPRO A DIVISION OF POMERLEAU INC 8,864,143 WHITE PINE ENVIROMENTAL RESOURCES INC 105,815 WILL CREATIVE INC 40,566 WINVAN PAVING A DIVISION OF MAINLAND CONSTRUCTION MATERIALS ULC. 259,424 WISMER & RAWLINGS ELECTRIC LTD 152,980 WJF INSTRUMENTATION (1990) LTD 174,794 WMI WATER MANAGEMENT INTERNATIONAL INC 121,122 WOLSELEY INDUSTRIAL CANADA INC 276,087 WOOD CANADA LIMITED 345,332 WOOD ENVIRONMENT & INFRASTRUCTURE SOLUTIONS A DIVISION OF WOOD CANADA L 372,545 WOOD WYANT INC 95,583 WSP CANADA GROUP LIMITED 3,438,499 XEROX OF CANADA LIMITED 143,090 XYLEM CANADA LP 628,837 YELLOWRIDGE CONSTRUCTION LTD 164,187 ZAYO CANADA INC 32,270 Payment to suppliers of goods and services who received aggregate payment exceedingDRAFT $25,000 $ 1,139,702,826 Consolidated total paid to suppliers who received aggregate payments of $25,000 or less 16,990,436
Total payments made to Canadian suppliers (excluding payments for Payroll Benefits, Debt and External Contributions) $ 1,156,693,262
Finance and Intergovernment Committee Schedule 5 Page 18 of 18
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to Canadian Suppliers ($Cdn)
Supplier Name Amount
Payroll Benefits, Debt and Mortgage Payments BC HOUSING 59,962 BOWEN ISLAND MUNICIPALITY 2,517,801 CANADA LIFE 106,105 CANADA REVENUE AGENCY 47,279,224 COAST CAPITAL 193,834 FIRST NATIONAL 122,863 GVRDEU 597,539 LANGLEY TOWNSHIP OF 17,457,486 LIONS BAY VILLAGE OF 594,000 MCAP FINANCIAL CORPORATION 339,246 MUNICIPAL FINANCE AUTHORITY 258,826,369 MUNICIPAL PENSION PLAN 26,863,481 PACIFIC BLUE CROSS 5,419,185 RECEIVER GENERAL OF CANADA 30,056 ROYAL BANK OF CANADA 355,524 TEAMSTERS LOCAL UNION #31 677,847 THE GREAT WEST LIFE ASSURANCE COMPANY 2,489,686 TRANSLINK 2,220,898 UNITED WAY OF THE LOWER MAINLAND 27,752 WORKSAFE BC 2,071,252
Total Payroll Benefits, Debt and Mortgage Payments $ 368,250,110
Payments for External Contributions FRASER BASIN COUNCIL SOCIETY 300,000 PACIFIC PARKLANDS FOUNDATION 175,000 UNIVERSITY OF BRITISH COLUMBIA 143,000 SEYMOUR SALMONID SOCIETY 125,000 CATCHING THE SPIRIT YOUTH SOCIETY 75,000 RECYCLING COUNCIL OF BC 68,000 RECEIVER GENERAL OF CANADA 65,607 KANAKA EDUCATIONAL & ENVIRONMENTAL 36,000 WATERSHED WATCH SALMON SOCIETY 34,000 Payments for External Contributions exceeding $25,000 $ 1,021,607
Payments for External Contributions of $25,000 or Less 243,000
Total Payments for External Contributions $ 1,264,607 Total Payments made to CanadianDRAFT Suppliers ($Cdn) $ 1,526,207,980
Finance and Intergovernment Committee Schedule 6 Page 1 of 1 SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Payments to US Suppliers
Supplier Name Payment (US$)
APG-NEUROS INC USD $ 109,872 BOULANGER ROSS W. 41,835 CPM CONSTRUCTION INC 29,221 EBARA PUMPS AMERICAS CORPORATION 330,736 ENVIRONICS INC 29,508 FINNING INTERNATIONAL INC (USD) 493,578 FLSMIDTH INC 59,014 I. M. IDRISS 67,243 INDUSTRIAL SOFTWARE SOLUTIONS CANADA ULC (USD) 36,086 INFOR (US) INC 311,655 INNOVYZE INC 37,830 JENSEN DRILLING COMPANY (USD) 975,597 KORBIN GREGG E. 33,793 MRI SOFTWARE LLC 46,946 OSISOFT 241,755 PICARRO INC 178,058 REPUBLIC SERVICES 3,233,756 SCHWING BIOSET INC 52,510 SSI COMPACTION SYSTEMS 206,173 THE LAVIN AGENCY LTD. (USD) 26,250 VERSATA FZ LLC (US) 40,000 WASTE MANAGEMENT OF CANADA CORPORATION 3,755,418 WATER RESEARCH FOUNDATION (US) 274,804 ZOOM VIDEO COMMUNICATIONS 122,802 Total payments to US suppliers who received amounts exceeding $25,000 $ 10,734,438
Total payments to US suppliers who received $25,000 or less 351,913
Total payments made to US suppliers ($US) $ 11,086,352 Total payments madeDRAFT to US suppliers ($Cdn) $ 14,115,143
Finance and Intergovernment Committee Schedule 7 Page 1 of 1
SCHEDULE OF PAYMENTS TO SUPPLIERS FOR GOODS AND SERVICES For the year ended December 31, 2020 Reconciliation of Payments for Goods and Services to Financial Statements
Total payments to Canadian Suppliers (Schedule 5) $ 1,526,207,980
Total payments to US Suppliers - in Canadian dollars (Schedule 6) 14,115,143
$ 1,540,323,123
Total expenditures per Financial Statements Exhibit B - Consolidated Statement of Operations $ 604,628,223 Acquisition of tangible capital assets Exhibit C - Consolidated Statement of Change in Net Debt 881,579,462
Items included in Financial Statements but not in Schedules 5 and 6: Salaries and benefits per note 17 of financial statements (190,395,518) Salaries and benefits capitalized and included in tangible capital assets (17,633,063) 2020 accounts payable and accrued liabilities (294,805,489) Sinking fund income attributed to members and Translink (28,078,730) Amortization of tangible capital assets (82,428,951) Amortization of prepaid land leases (194,799) Non-cash adjustments 4,692,286 Items not included in Financial Statements but in Schedule 5 and 6: 2019 accounts payable and accrued liabilities 308,634,243 Payroll and other remittances 88,844,204 Municipal GST rebate and ITCs 52,894,748 Payments not resulting in goods and services: Payments to Member Municipalities for 22,790,186 Payments to Municipal Finance Authority 258,826,369 Payments for MVHC mortgages 1,071,429 Interest long-term debt (52,738,993) Other (17,362,483) DRAFT$ 1,540,323,123
Finance and Intergovernment Committee 5.3
To: Finance & Intergovernment Committee
From: Cheryl Nelms, General Manager, Project Delivery
Date: May 3, 2021 Meeting Date: May 12, 2021
Subject: Project Delivery Best Practice Response – Capital Project Governance & Stage Gate Framework
RECOMMENDATION That the MVRD Board receive for information the report dated May 3, 2021 titled “Project Delivery Best Practice Response – Capital Project Governance & Stage Gate Framework.”
EXECUTIVE SUMMARY Metro Vancouver is implementing best practices related to governance and oversight on capital projects. A key deliverable is to implement a formalized stage gate framework, with the goal of supporting the Metro Vancouver Board and Committees in achieving greater insight and clarity into highest value, risk and consequence projects, including more consistent information with which to make decisions over the lifecycle of a project. A stage gate is a point in time where the governing body makes go/no-go decisions at defined points throughout the project lifecycle. The implementation of stage gates as a key measure to improve project governance is based on a KPMG review of Metro Vancouver project delivery practices and a review of governance practices and stage gate frameworks used by other jurisdictions.
PURPOSE This report is the fifth in a series of updates on implementation of best practices for capital projects at Metro Vancouver as requested by the Board. It is focused on improvement areas related to project oversight and governance following an interjurisdictional review of practices by organizations delivering large capital programs and the introduction of a stage gate process for key decision points over the lifecycle of capital projects.
BACKGROUND In the fall of 2019, the Board expressed interest in undertaking a review of Metro Vancouver’s capital project delivery practices in order to ensure value for our residents. Since the formation of the Project Delivery Department in February 2020, Metro Vancouver has been conducting a high level review of practices related to project delivery. This work started with a review by an independent consultant (KPMG) and continues to progress with input from external advisors who bring expertise in reviewing, overseeing and constructing multibillion dollar projects.
These reviews are critical to responding to the complex challenges presented by the unprecedented scale of Metro Vancouver’s capital projects, the layers of complexity, and market influences. The reviews have identified opportunities for improvement within the areas of leadership, governance, commercial practices, stakeholder engagement, and technical knowledge.
Updates on best practice framework to the Metro Vancouver Board to date have included: • April 15, 2020 – KPMG review of capital project delivery challenges and best practice response.
44553967 Finance and Intergovernment Committee Project Delivery Best Practice Response – Capital Project Governance & Stage Gate Framework Finance & Intergovernment Committee Regular Meeting Date: May 12, 2021 Page 2 of 6
• October 2, 2020 – Progress update on activities undertaken by the Project Delivery Department. • November 18, 2020 – Capital project cost estimating best practices introduced. • February 10, 2021 – Governance update and draft terms of reference for an external expert advisors panel for highest value, risk, consequence projects.
This fifth update to the Board provides information on project governance and oversight in other jurisdictions and the introduction to a stage gate process for Metro Vancouver. The annual budget and contract approval process is currently being used as a surrogate for a stage gate process in the organization and there are limited guidelines for staff to standardize information presented to the Board for decision making on highest value, risk, consequence projects. The intent of this work is to draw upon inter-jurisdictional best practices for the governance of highest value, risk, consequence projects to improve the processes and information provided for decision making by the Board using current approval mechanisms.
KEY TAKEAWAYS FROM CAPITAL PROJECT GOVERNANCE PRACTICES REVIEW From December 2020 to February 2021, six North American jurisdictions were interviewed to learn how they governed and managed their capital projects. Jurisdictions were chosen by Metro Vancouver based on the size and complexity of their water and wastewater capital programs. The jurisdictions were: Toronto, Victoria Capital Regional District, San Francisco, Halifax, District of Columbia (Washington, DC), and Edmonton.
The comparator jurisdictions employ a broad range of governance frameworks to operate and manage water and wastewater (and in some cases other) utilities and related capital projects. At one end of the spectrum, Toronto manages and operates its utilities and capital projects internally. At the other end of the spectrum, Edmonton has privatized the ownership and operation of their water and wastewater utilities and the delivery of capital projects required to support it.
Table 1: Capital Project Governance Practices Toronto Capital San Francisco Halifax DC Edmonton Regional District In-house city Project board Independent Crown Multi-state Privatized management for core area commission corporation independent wastewater authority treatment project
Elements of good capital project governance1 A rigorous governance framework guides capital project owners in effective decision making and lays the groundwork for project success. Project owners who implement robust governance practices that are specifically designed to meet the demands of the capital project delivery process are the ones most likely to achieve their cost, schedule, performance, and quality goals. Good capital project governance generally has the following characteristics:
1. Clearly defined objectives 2. Robust project oversight
1 Informed by: PWC: Successful capital project delivery: The art and science of effective governance
Finance and Intergovernment Committee Project Delivery Best Practice Response – Capital Project Governance & Stage Gate Framework Finance & Intergovernment Committee Regular Meeting Date: May 12, 2021 Page 3 of 6
3. Clear roles, responsibilities, and authorities 4. Effective risk management 5. Rigorous project reporting and communication
The five criteria above were used to evaluate the maturity of project governance for successful project delivery.
GOVERNANCE PRACTICE REVIEW RECOMMENDATIONS FOR MV The review of governance practices across these various jurisdictions has resulted in the following recommendations with respect to highest value, risk, consequence capital project governance at Metro Vancouver.
Clearly Defined Objectives • Identify and recommend clear project objectives and associated performance targets for capital projects for endorsement by the Board. These objectives should include cost, scope, schedule, and potentially other objectives that the Board wants to achieve through its projects. • Collect data to track and measure project progress against performance targets.
Robust Project Oversight • Establish an expert project oversight group with the skills and experience required to effectively oversee projects. • Consider using project outcomes to manage projects instead of relatively low value dollar approval limits and contract approvals. • Formalize a process for the Board to review highest value, risk, consequence projects at stage gates with the benefit of input from an expert project oversight board.
Clear Roles, Responsibilities, and Authorities • Continue with implementation of a centralized project management organization for highest value, risk, consequence capital projects. The core responsibilities of this group should be to: o Develop a clear project charter to define roles and responsibilities and authorities for efficient management and decision making; o Develop standardized processes, procedures, tools, and methodologies for managing and monitoring projects and for progress reporting; o Define KPIs and targets for projects; o Define project management oversight and support needs; o Recommend and assist with implementation of specific project management processes, procedures, and tools for individual projects; o Provide project management and contract administrative support through advice or through dedicated or shared staff; and, o Develop a database for key project information and lessons learned to improve future delivery practices. • Operations and maintenance groups that identify the need for a project should work together with the capital construction group throughout the project lifecycle, including when seeking approvals where changes in requirements or performance metrics occur.
Effective Risk Management • Focus attention early in the development of any capital project on assessing risks associated with construction and other project risks, and develop plans to continually assess, monitor and mitigate them should they arise. Finance and Intergovernment Committee Project Delivery Best Practice Response – Capital Project Governance & Stage Gate Framework Finance & Intergovernment Committee Regular Meeting Date: May 12, 2021 Page 4 of 6
• Evaluate a range of forms of construction contracts for projects to allocate risk and incentivize innovation and ensure the team has the skills and experience to manage the contract models being used.
Rigorous Project Reporting and Communication • Ensure there are clear project success criteria in place that are reported against. • Implement an external oversight group and have project managers present their results to them. • Develop a consistent project and progress reporting structure that is reviewed at each level of oversight using the same data.
Each of these recommendations is now being planned for and/or implemented. Those recommendations that affect the way the MV Board oversees projects will be brought forward for the Board’s consideration. One of these is that the MV Board should review highest value, risk, consequence projects at stage gates with the benefit of input from an expert advisors panel.
STAGE GATE FRAMEWORK AND CAPITAL PROJECT GOVERNANCE To continue to improve project delivery across Metro Vancouver’s portfolio of highest value, risk, consequence capital projects in line with the findings identified above, a project management framework will be developed that will provide the overarching foundation for the planning and delivery of highest value, risk, consequence capital projects. The project management framework will consist of processes, systems, and controls, anchored in project management best practices. A cornerstone element of this project management framework will be a formalized stage gate process for highest value, risk, consequence projects which can then be scaled for other projects across the organization.
As outlined in the attached white paper, a stage gate process provides decision makers with the opportunity to make informed decisions at key points through the entire project lifecycle.
Figure 1: Indicative Stage Gate Process
The stage gate process is used to determine whether a project is situated to meet objectives and therefore continues to warrant investment. When a decision is made to proceed to the next phase, the project team is authorized to spend the funds that were allotted for the next set of planned work activities. Stage gate reviews provide key communication opportunities as projects move through the project lifecycle. They also provide a formal means of controlling project risk, monitoring scope changes, and maintaining stakeholder interest. These reviews are also a means of ensuring implementation of standardized project management processes.
Finance and Intergovernment Committee Project Delivery Best Practice Response – Capital Project Governance & Stage Gate Framework Finance & Intergovernment Committee Regular Meeting Date: May 12, 2021 Page 5 of 6
Metro Vancouver’s current approach uses the annual budget and contract approval processes as a surrogate for stage gating. This report introduces the implementation of a formalized stage gate process to improve consistency and provide guidance to staff for checks and balances across the life cycle of a project. In addition, the new process will ensure that communication and decision making for the highest value, risk, consequence projects are not limited to the annual budget and contract approval processes.
The following are the lenses that are used to assess the information provided during the stage gate reviews.
• Alignment with organizational strategic goals • Structure of the project/program • Value proposition • Risk mitigation plan • Organizational implementation capacity • Impact/ outcome measurement
At stage gate reviews, the project will either be endorsed to proceed for budget approval of the next stage/phase, terminated, or required to reconsider/revise all or part of the current stage/phase.
A stage gate process can be applied to all projects regardless of their classification (scale, risk, and complexity). How it is applied, the level of documentation, and the composition of decision makers are all scalable. Many organizations assess projects based on risk and complexity in addition to the project budget (scale) to determine the level of project governance and oversight required. The Project Management Office will be developing a project classification approach to determine which projects are considered highest value, risk, consequence projects in the organization.
Next Steps for Implementing the Stage Gate Process The Project Delivery department is developing and implementing a stage gate process for highest value, risk, consequence capital projects that fall under the oversight of the Finance and Intergovernment Committee. An external expert advisors panel will provide input for the consideration of the Finance and Intergovernment Committee’s at stage gates for highest value, risk, consequence capital projects. Upcoming projects that are coming to Finance and Intergovernment Committee for stage gate reviews include: Iona Wastewater Treatment Plant Project Definition; Coquitlam Water Supply Project Definition; and construction for Langley Wastewater Treatment Plant Project.
ALTERNATIVES No alternatives are provided. This is an information report.
FINANCIAL IMPLICATIONS There are no specific financial implications from this report.
CONCLUSION This report is the fifth in a series of updates on implementation of best practices for capital projects at Metro Vancouver as requested by the Board. In order to support the Metro Vancouver Board and Committees in achieving greater insight and clarity into highest value, risk, consequence projects, including more consistent information with which to make decisions over the lifecycle of the project. Formalizing a stage gate process for Metro Vancouver and implementing it across the organization Finance and Intergovernment Committee Project Delivery Best Practice Response – Capital Project Governance & Stage Gate Framework Finance & Intergovernment Committee Regular Meeting Date: May 12, 2021 Page 6 of 6
will significantly improve the effectiveness of decision making and likelihood of success for capital projects for the organization. Processes under development will be consistent with best practices across other similar jurisdictions delivering large capital programs.
Attachments 1. “Capital Project Governance Practices in Selected Jurisdictions and Recommendations for Metro Vancouver”, dated February 2021 by Dana Hayden (Doc# 44611172) 2. White paper “How a stage gate process enables informed decision making”, dated March 2021 by Catherine Ella (Doc# 44553865)
44553967
Finance and Intergovernment Committee Attachment 1
HAYDEN CONSULTING SERVICES February 2021
Capital Project Governance Practices in Selected Jurisdictions and Recommendations for Metro Vancouver
Background
The purpose of this report is to provide information about practices evident in a selection of other jurisdictions related to their project management of major capital projects and programs.
During December 2020 to February 2021, Cheryl Nelms and Dana Hayden interviewed 6 North American jurisdictions learn how they governed and managed their capital projects. Jurisdictions were chosen by Metro Vancouver (MV) based on the size and complexity of their water and wastewater capital programs. The jurisdictions were: Toronto, Victoria Capital Regional District, San Francisco, Halifax, District of Columbia and Edmonton.
Appendix A provides a summary of information obtained from each jurisdiction. Appendix B includes questions that were provided in advance to representatives of these jurisdictions to consider prior to zoom meetings with their executive representatives.
Discussion
The jurisdictions examined employ a broad range of governance frameworks to operate and manage water and wastewater (and in some cases other) services and related capital projects. The jurisdictions interviewed and the models they utilize are:
B.C.’s Capital Regional District – Project Board for core area wastewater treatment project Halifax – Crown corporation District of Columbia Water – Multi-state independent authority San Francisco - Independent Commission Edmonton – privatized Toronto – in-house city management
Finance and Intergovernment Committee Elements of good capital project governance1
A rigorous governance framework guides capital project owners in effective decision making and lays the groundwork for project success. Project owners who implement robust governance practices that are specifically designed to meet the demands of the capital project delivery process are the ones most likely to achieve their cost, schedule, performance and quality goals. Good capital project governance generally has the following characteristics:
1. Clearly defined objectives Clear project definition through Key Performance Indicators (KPIs) and targets, including cost and schedule estimates and anticipated project scope but potentially also other performance measures such as employment, safety, carbon reduction, impacts on ratepayers, indigenous partnerships etc.
2. Robust project oversight Clearly understanding the performance of projects against a range of measures such as cost, schedule, and quality at every stage in a project’s life cycle is vital to project success. Independent and unbiased expert perspectives assist in anticipating and managing issues that arise during a project.
3. Clear roles, responsibilities and authorities Having clear roles and authorities for those involved in the planning and development of projects leads to better project management. Planning and construction should be informed by end users so that transition to operations is smooth.
4. Effective risk management Project owners need to account for the unique risks that each project presents and have plans in place to manage them. An important part of risk management is the implementation of a contract framework that is best suited to those risks and to have staff with the experience to manage them.
5. Rigorous project reporting and communication To effectively communicate about and report on the status of projects, organizations need common sources of information and a standard set of key performance indicators that align with project and corporate goals.
“In our experience advising on the planning and execution of capital projects across multiple industries, project owners who implement robust governance practices that are specifically designed to meet the demands of the capital project delivery process are the ones most likely to achieve their cost, schedule, and performance and quality goals.”2
1 Informed by: PWC: Successful capital project delivery: The art and science of effective governance
2 Daryl Walcroft, US Capital Projects & Infrastructure Leader, PWC
2 Finance and Intergovernment Committee The 5 governance practices noted above were considered in the context of the jurisdictions interviewed and are summarized in Appendix A.
Key Themes and Recommendations for MV
Criterion 1: Clearly Defined Objectives
The success of a project is as closely tied to thorough project definition as it is to execution quality. Clear project performance definition in terms of cost, scope and schedule but also other performance measures such as employment, safety, carbon reduction, impacts on ratepayers, indigenous partnerships etc. inform all stakeholders about what the owner considers important for success. Without sufficient definition, post-contract changes will likely proliferate, introducing further complexities into project delivery.
Key Themes from our review
• The more that governance is delegated to project or fiduciary Boards the greater the likelihood that clear project performance measures and targets are established. • When the role of oversight is delegated to a project or fiduciary Board it requires & enables the establishment of clear project deliverables to provide clarity on what the board is expected to achieve. • The more outsourced governance is the less likely that “social” objectives are established and tracked. • In many jurisdictions, performance objectives are identified but no targets have been set for them so it’s very difficult to know if the objectives have or have not been met. • In several jurisdictions the data to report on performance measures beyond scope, schedule and cost are not available or collected making consistent and meaningful tracking against them impossible.
Recommendations for MV
• MV staff should develop and recommend clear project objectives and associated performance targets for its capital projects for endorsement by the MV Board. These objectives should include cost, scope and schedule, and potentially other objectives that the MV Board wants to achieve through its projects. • MV staff should collect data to track and measure project progress against performance targets.
Criterion 2: Robust Project Oversight
Clearly understanding the performance of projects against a range of measures such as cost, schedule, and quality at every stage in a project’s life cycle is vital to project success. Having a
3 Finance and Intergovernment Committee clear line of sight into project performance at each stage in a project’s life cycle requires time and the application of appropriate skills and experience to provide oversight.
An important component of oversight is the anticipation of, and potential mitigation of challenges and issues. This may include construction issues such as geotechnical challenges, unforeseen soil contamination, regulatory approvals etc., and also issues that may not specifically be related to construction such as misalignment of objectives between contractors and the project owner, stakeholder challenges, and/or natural and uncontrollable challenges such as earthquakes and pandemics.
Independent and unbiased expert perspectives that address very complex and challenging issues faced over the life cycle of the project and that assist in anticipating and managing issues that arise during a project results in improved project outcomes.
Key themes from our review
• In most jurisdictions elected officials with a broad range of accountabilities had neither the time or the subject matter expertise to provide effective oversight of complex capital projects or programs. • Elected officials in most jurisdictions have delegated their oversight role to individuals that have skills and experience to understand the implications of construction project performance as they proceed. Different jurisdictions have delegated more or less of the elected officials’ oversight role. • The more independent the oversight is, the greater the use of subject matter experts. • Where capital project oversight is performed by elected officials, controls based on dollar value of contracts or variance against approved budget are commonly used as a surrogate for project management oversight. • Using cost and contract approvals as project management tools tends to lead to inefficient allocation of capital. • All jurisdictions where cost and contract approvals were used as the oversight checkpoint were planning to change associated policies and processes due to its inefficiency. • The greater the delegation of responsibilities the less likelihood that political interests and/or issues influence project decisions. • Those jurisdictions implementing the greatest rigor all use a stage gate process to review the progress of projects.
Recommendations for MV
• MV should put in place a project oversight board that has the expertise required to effectively oversee projects. • MV should consider using project outcomes to manage projects instead of relatively low value dollar approval limits and contract approvals.
4 Finance and Intergovernment Committee • MV should formalize a process for the MV Board to review major projects at stage gates with the benefit of input from an expert project oversight board.
Criterion 3: Clear Roles, Responsibilities and Authorities
A good governance framework enables project owners to clearly articulate the roles and responsibilities for decision making and accountabilities (who is responsible for doing what) using tools such as project charters or governance authority matrices. Because large capital projects often have multiple stakeholders, it is crucial to assign, define, and communicate all players’ roles and responsibilities. Clarity on this front helps to avoid redundant control functions or gaps in important management tasks among various groups within the organization. Involving end users (operations group) in the design and development of projects ensures that the end project meets operational needs.
Key themes from our review
• Clarity in roles and responsibilities (Project charter) benefits capital project development regardless of the governance model. • Many jurisdictions did not have standard processes, procedures or tools to manage and report on progress. • In jurisdictions where responsibility for capital construction is separate from operations the relationship between the two is often strained and results in complications related to project scope, cost, and schedule and relationships with project stakeholders. • Operations groups that identify the need for a project need to participate throughout the project life cycle, working together with the capital construction group, including seeking approvals where changes in requirements or performance metrics occur.
Recommendations for MV
• MV should continue with its implementation of a centralized project management organization for its major capital projects. The core responsibilities of this group should be to: • Develop a clear project charter to define roles and responsibilities and authorities for efficient management and decision making; • Develop standardized processes, procedures, tools, and methodologies for managing and monitoring projects and for progress reporting; • Define KPIs and targets for projects; • Recommend and assist with implementation of specific project management processes, procedures, and tools for individual projects; • Provide project management and contract administrative support through advice or through dedicated or shared staff; and, • Develop a database for key project information and lessons learned to improve future delivery practices.
5 Finance and Intergovernment Committee • MV’s Operations groups that identify the need for a project should work together with the capital construction group throughout the project lifecycle, including when seeking approvals where changes in requirements or performance metrics occur.
Criterion 4: Effective Risk Management
Capital project owners typically appoint contractors to design and deliver their projects, and many contract out the project’s day-to-day construction management. Many assume that once the contracts are in place the contractor will execute the project as planned. This assumption can be dangerous.
From the outset of project planning, project owners should take into account the level of in- house resources and their technical and commercial skill set to monitor and direct performance. They also need to account for the unique risks that each project presents, and ensure they implement a contract framework best suited to those risks and have staff with experience in the contract management approach selected.
When private sector firms bid on public construction contracts they effectively “price” those risks and include the cost of managing them into their bids. Effective contracting strategies allocate risk to the party that is most able to deal with it so that projects can be implemented at the best cost. Different contracting models (e.g. Design-Build, Design-Bid- Build, Construction Management, Design-Build-Finance, Design-Build-Finance-Operate, etc.) provide the opportunity to allocate risks to the party best able to manage them and to incent innovation.
Good governance helps ensure that incentives connect directly to valid corporate objectives and drives out any elements that do not. In addition, contract terms should carefully articulate the contractor’s responsibilities to establish, maintain, and report on defined performance metrics and specify the owner’s rights to access and audit the underlying project information.
Key themes from our review
• Most jurisdictions focus on construction related risks only. • Construction risks are used to determine contingency funding levels, but it’s unclear whether they are explicitly used to define the types of construction contracts used. • Several jurisdictions utilize a variety of construction contracts. • Where external construction and governance related expertise is employed there is a greater level of confidence in forecast budgets and contingency. • Unless there is rigor in allocating costs to risks and “retiring” risks when the likelihood of them is over construction staff have a tendency to “hide” unused contingency funds to avoid having to request additional funding for their projects.
6 Finance and Intergovernment Committee Recommendations for MV
• MV should focus attention early in the development of any capital project on assessing risks associated with construction and other project risks and develop plans to address them should they arise. • MV should evaluate a range of forms of construction contracts for its projects to allocate risk and incent innovation and ensure it has the skills and experience to manage the contract models it uses.
Criterion 5: Rigorous Project Reporting and Communication
A lack of defined performance metrics, and untimely or infrequent communication between project owners, contractors and stakeholders can increase project costs and cause delays.
Contract documents should clearly define expectations regarding the nature, frequency, and level of detail to be included in progress reports to the owner. Real-time and complete information regarding the status of the project’s performance allows good project management decisions and allows the owner to take actions to mitigate risks. Similarly, current and complete information on potential and pending changes to work allows the owner to make appropriate decisions regarding the scope of work and related commercial issues.
To effectively communicate about and report on the status of projects, organizations need common sources of information and a standard set of key performance indicators that align with project and corporate goals. Once reports are developed, members of the project team and leadership team need to discuss them and agree on next steps. In addition, project status reports across the company should report the same type of information in the same format and from the same databases.
Key themes from our review
• Where the governance structure requires project managers to present project progress against defined criteria to experts not involved in their project there is more rigour in how those projects are managed (reinforces accountability), less instance of cost overruns and other contractual issues. • Project progress reporting was identified by each jurisdiction as critical but most jurisdictions did not have systems or tools in place for ‘smart’ enterprise reporting. • Project data management was identified as important for costing future projects.
Recommendations for MV
• MV should ensure there are clear project success criteria in place that are reported against. • MV should implement an external oversight group and have project managers present their results to them.
7 Finance and Intergovernment Committee • MV should develop a consistent project and progress reporting structure that is reviewed at each level of oversight using the same data.
Conclusion
The jurisdictions reviewed employ a range of governance models, practices and procedures to implement capital projects. To improve MV’s governance model to better reflect good project governance criteria identified for successful capital project implementation, the following actions are recommended.
Summary of Recommendations to Strengthen MV Capital Project Governance
Clearly Defined Objectives • MV staff should develop and recommend clear project objectives and associated performance targets for its capital projects for endorsement by the MV Board. These objectives should include cost, scope and schedule, and potentially other objectives that the MV Board wants to achieve through its projects. • MV staff should collect data to track and measure project progress against performance targets.
Robust Project Oversight • MV should put in place a project oversight board that has the expertise required to effectively oversee projects • MV should consider using project outcomes to manage projects instead of relatively low value dollar approval limits and contract approvals. • MV should formalize a process for the MV Board to review major projects at stage gates with the benefit of input from an expert project oversight board.
Clear Roles, Responsibilities and Authorities • MV should continue with its implementation of a centralized project management organization for its major capital projects. The core responsibilities of this group should be to: • Develop a clear project charter to define roles and responsibilities and authorities for efficient management and decision making; • Develop standardized processes, procedures, tools, and methodologies for managing and monitoring projects and for progress reporting; • Define KPIs and targets for projects; • Define project management oversight and support needs; • Recommend and assist with implementation of specific project management processes, procedures, and tools for individual projects; • Provide project management and contract administrative support through advice or through dedicated or shared staff; and,
8 Finance and Intergovernment Committee • Develop a database for key project information and lessons learned to improve future delivery practices. • MV’s Operations groups that identify the need for a project should work together with the capital construction group throughout the project lifecycle, including when seeking approvals where changes in requirements or performance metrics occur.
Effective Risk management • MV should focus attention early in the development of any capital project on assessing risks associated with construction and other project risks and develop plans to address them should they arise. • MV should evaluate a range of forms of construction contracts for its projects to allocate risk and incent innovation and ensure it has the skills and experience to manage the contract models it uses.
Rigorous Project Reporting and Communication • MV should ensure there are clear project success criteria in place that are reported against. • MV should implement an external oversight group and have project managers present their results to them. • MV should develop a consistent project and progress reporting structure that is reviewed at each level of oversight using the same data.
9 Finance and Intergovernment Committee Appendix A Summary of Information from Jurisdictions Interviewed3
Criterion 1: Clearly Defined Objectives
A B C D E F
Cost, schedule Performance measures Utility C elected officials Clear Defined by Utility E. Utility F and scope are and targets for cost, have delegated this role to performance Customer rates are set contractor and tracked. scope and schedule the Commission. objectives and by the Board and can’t management clearly defined by targets defined by be exceeded. Board define Ad hoc Utility B elected Commission has Utility D. These also approves performance Use of social officials in project established performance are reviewed schedules and measures and procurement board terms of measures for cost, scope each year by the requires reduced targets (both objectives e.g., reference and and schedule, but also now municipality. energy consumption for projects and at risk youth mandate. Project sustainability and over time. Metrics are staff work) that employment. Board instituted others. environment, flow rates Independent collected for these include and maintenance utilities measures. performance Only a few Any potential deviation frequency. They are commission measures and projects have from cost, scope and considering adding reviews all Have “go/no go” targets performance schedule measures to respond to projects and objectives to increase established by measures. performance metrics climate change, good approves them equity and diversity Utility F elected requires project board neighbor objectives, air only if they are and employment of officials that to seek Utility B quality etc. consistent with minority and women are in Utility F’s approval. rates/objectives. owned businesses. No contract with Project metrics to measure targets for these are the contractor. Data are tracked to project performance are Data are tracked set but contractors are report on all generally lacking. to measure required to report on Data are performance measures. against efforts. tracked to
3 Jurisdiction names removed for confidentiality.
Finance and Intergovernment Committee
performance report on all measures. KPIs.
Criterion 2: Robust Project Oversight
A B C D E F
Staff at various Project board Commission Utility D corporation Utility E provides The contractor’s levels have this. No performs this established by was established to oversight on capital board uses internal independent role on behalf of elected officials to provide oversight on projects on behalf of project boards that oversight exists. Utility B elected oversee water and behalf of elected elected officials from receive regular Utility A elected officials. Staff wastewater. They officials. Utility D multiple states. reports. No officials use cost and report to the oversee all aspects of board has 4 (elected) elected officials are contract approvals project Board operations, councillors and 3 Board of Directors is involved in as a surrogate for monthly, and construction, public private sector 11 representatives governance but oversight. more often if consultation, etc. representatives with from districts (6) and they have issues arise. expertise in capital jurisdictions (5). All performance-based No use of stage gate The Commission is construction. appointed by the regulations in place process but KPMG All project stages made up of 5 mayor. Board is that Utility F has recommended are reviewed by members appointed Utility D Board composed of approves. Staff are that they do this the project by the mayor. Each reviews projects at businesspeople, incentivized to with council. board. has a specific various stages and engineers, persons achieve desired The project oversight role: uses a stage-gate with utility and performance board has full workforce, process. construction outcomes for authority to environmental, background, etc. projects and for implement financial, management. studies, reviews construction etc. Utilities commission Board has sub etc. as it sees fit provides independent committees that do a Use a formal stage to oversee They don’t use a assessment of Utility thorough review of gate process for projects. stage gate process to D capital projects and projects with staff. internal approvals review projects. must approve them of projects (1. before they proceed. concept, 2.
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A B C D E F
Even though they Water and sewer financial envelope meet every 2 weeks, issues are voted on by approval, 3. budget Commissioners are Districts only. Policy request, 4. Release challenged to be able issues and governance of funds, 5. change to spend the is overseen by entire orders required time on any board. given project given the range of Board presents its responsibilities plans to customers assigned to them. each year to present their plans and rate A Board of impacts. Wards Supervisors (elected) (customer Capital Planning representatives) Committee receives present to Board of reports from the Directors. Commissioners
Criterion 3: Clear Roles, Responsibilities and Authorities
A B C D E F
Operating division Project board hires Robust authority Good internal Board and its sub Every 5 years the does longer term and directs staff matrix in place that accountability. committees receive Contractor prepares planning and working on project. is applied to every Cost of service presentations from an application for determines capital RFP, contract modelling in place. staff. revenue needs that program and Clear authority matrix award and policy. Staff recommend includes an requests funding and roles and Presentation of major capital projects operations plan and from Council. projects to the required. a capital plan. This
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A B C D E F
Then capital responsibilities The Commission utilities commission Board presents to must have an division procures developed. meets every 2 has created rigor in customers during efficiency factor and manages on weeks to review project planning. the year to present included. The behalf of progress. plans and proposed Contractor approves operating Strong communication Good integrated rates. or not. divisions. between project staff There is a lack of resource plan (IRP) and operations staff in integration with a 25- year Approvals are based Clear project If inadequate Utility B. Several between outlook to deal with on implications to charter in place funding project staff will operations division water and rates, not inputs – Project managers operations staff continue to work for and capital wastewater. New IRP i.e., outcome are required to return to council Utility B on the project division. This leads every 5 years focused and not present their to request in operations after its to a lack of controlled by inputs. performance additional funds. complete. accurate Good relationship Only issues brought metrics to the prioritization of with municipal staff. forward once a Contractor Board Operations projects. Utilities commission budget is approved which approves divisions do long lets them know if the are legal. them. These must term planning. Fairly heavy level relationship is too include net income, of bureaucracy and close. If politicians don’t safety etc. Some tension politics resulting in like what the rates between prolonged project look like (and Decision authority is operating divisions decision making therefore the clear. Decisions are and capital adversely budget for Utility E) pushed down to the construction impacting project they can change lowest level divisions. outcomes. them (even though possible. they have a 10-year budget).
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Criterion 4: Effective Risk Management
A B C D E F
Risk registry exists for A well- Have a well- Utility D Board has a Construction related Use standard schedule, cost and developed risk established suite separate committee risks are assessed and construction related scope but not register in place of tools to dedicated to contingency risk management otherwise. for the project manage risks but assessing risks. established based on assessment and that includes the risk them. Don’t reduce allocation of Traditional Design Bid both management Utilities commission contingency as contingency. Build delivery construction and process is only challenges project project proceeds until approach was non- well defined for team, schedule, risk milestones are Project managers outlined as a key construction construction management reached. Tends to present their contract approach. risks. Risks are projects. framework, size of “hide” dollars from performance against assigned to contingency etc. – finance dept. targets with metrics Larger projects (e.g. managers to They have a limit very rigorous. Large resulting in poor regularly. tunneling) attracts track. on contingency project reviews are relations. greater political depending on the public. Have a “controllable oversight. Portions type of project. Board sub- capital” performance reviewed by Contingency Outside experts committees meet measure that requires board at each estimates are challenge Utility D with staff and do a them to be within +/- meeting. regularly assumptions as part thorough review of 5% of their forecast exceeded. of utilities projects and costs. Several different commission process. determine when they types of Have done CM, are ready to go to the contracts used in DBB but no P3s. Board. the project. Every 2 years Construction they “re- management, design baseline” their build, and design bid project budgets. build approaches applied.
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Criterion 5: Rigorous Project Reporting and Communication
A B C D E F
Don’t have Monthly reporting Board of Commissioners Utility D staff have Committees of the Contractor staff good tools in to project board. is responsible for good control on Board meet with oversee all capital place to reviewing and approving projects with external staff monthly and projects. Staff measure how Monthly reports everything but doesn’t advisors (engineers, do a thorough report to Board they have include information have the time to lawyers, review of progress. and its committees achieved on project status question risk assessment accountants). regularly against objectives. and pending or contract Monthly program performance challenges to allow implementation. Good relations reports on all criteria established Once a project for corrective and between Utility D and projects. for their project. is approved anticipatory actions. Have annual reports, municipalities. oversight financial reports. Board does Contractor beyond staff is Project board IRP in place and presentations to produces quarterly minimal unless meetings are open Also have a waste- water reviewed publicly at customers a few reports that are additional funds and closed, and capital report where utilities commission times a year to get reviewed by the are required. stakeholders can they report on all their input. utilities committee make presentations projects quarterly. Annual report back to of the city. or see information commission on what The Board of online. was approved and Directors presents Anything outside of what was spent its plan to Utility E plan that Staff meet regularly commission. counsellors request with citizen is tracked and stakeholders. costed. There is little long- Quarterly reporting term objective to Utility B setting beyond the wastewater 5-year plan. committee of Utility B Council.
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Appendix B: Public Sector Capital Infrastructure Projects Questions for Other Jurisdictions
Introduction/Background:
Metro Vancouver is a federation of 21 municipalities, one Electoral Area and one Treaty First Nation that collaboratively plans for and delivers regional-scale services. Its core services are drinking water, wastewater treatment and solid waste management. Metro Vancouver also regulates air quality, plans for urban growth, manages a regional parks system and provides affordable housing. The regional district is governed by a Board of Directors of elected officials from each local authority.
Metro Vancouver has a large capital infrastructure program in progress. It has recently established a capital project delivery unit, headed by General Manger Cheryl Nelms. Cheryl Nelms is leading a review of the way in which Metro Vancouver currently manages and oversees the implementation of its capital program and is seeking to learn more about what is working and what is not working with respect to the governance and oversight of capital projects in other jurisdictions. She is being assisted in this work by Dana Hayden. As part of this work, Cheryl Nelms and Dana Hayden would like to learn more about how your capital projects are governed, what works and potentially what challenges you are facing in implementing your capital projects.
We would greatly appreciate it if you would share your insights on capital infrastructure project governance. In particular, we are interested in learning about how you support project management and expenditure decision-making, accountability and transparency to: • Monitor and control projects; • Set performance measures and track them; • Measure benefits and manage risks; • Ensure a smooth transition to operations; and, • Translate and incorporate “lessons learned”
The following questions are intended to guide our discussion.
Governance Structure/Model
Public infrastructure projects are often complicated and costly and as a result project oversight is particularly important. Some public sector organizations rely on in-house expertise to oversee projects, and some use fiduciary boards or advisory boards to utilize skills/expertise that may not be held by staff. We would like to understand what type of structure(s) you use.
1. Please describe/explain the type of governance structure you have in place for your capital projects: a. Do you have a Chief Project Officer for your capital project(s)? (i.e. even if you have a team of people working on capital projects, is there someone individually who is accountable for managing the project(s)?)
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b. Do you have a project board? c. Do you have an oversight board? d. Does your oversight board provide direction to staff managing capital projects (fiduciary board) or does it provide advice to those managing capital projects (advisory board)? e. Do you have a single capital project or several, and does your project board or oversight board (if you have one) deal with more than one project?
2. What process did you undertake to establish the governance structure you have? a. How did you determine that the governance structure you have was the best one for your jurisdiction? b. Does the structure include elected individuals? c. Was the structure endorsed by elected officials? d. What are the skills/experience that you have at each (and different) levels of your governance/oversight? e. Do you use internal staff to populate these structures or do you use expertise from outside your organization? f. If you have a project board, who decided which persons would be on these boards and who selected them? g. Did that process involve public disclosure of the delegation of any responsibilities of the elected officials?
3. What are the advantages of the structure you have in place? What works well?
4. What are the disadvantages of the structure you have in place? If you could change some things what would you change?
Public accountability and decision-making authority
Elected officials use different ways to “control” and provide oversight for public sector capital infrastructure projects, for example, through expenditure limits, or by putting in place oversight boards with elected and/or non-elected individuals. Where a non-staff fiduciary or advisory board is used, elected officials may be wary of delegating responsibility for high value/cost projects to individuals who are not staff. We would like to understand who is accountable for ensuring your projects are well implemented, what authorities are delegated to them, and what reports are produced. You may have this documented in a project charter, or it may be that the easiest way to explain this to us is with an organization chart.
1. What kinds of decisions can be made by whom at what level in the governance/oversight structure that you have in place? a. How are decision making authorities and accountabilities established? b. Are there financial limits or other constraints that are important in your oversight model? c. Do you have a project charter that lays out these decision rules? i. If so can you share it?
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2. Do you contract specific types of services or expertise? What types of services do you acquire through contract (e.g. legal, procurement advice, fairness advisor, etc.)?
3. What is the reporting system that you have in place? a. How/how often do you report to senior management, elected officials, the public? b. What types of information is included in reports? c. Can you share an example of your reports?
Project Objectives
The public, and therefore elected officials, have high expectations for public sector capital infrastructure projects. In addition to key performance indicators such as cost, scope and schedule, there are often project objectives related to public amenities, safety, job creation, economic development, etc. We would like to understand what objectives (key performance indicators) are important for your project(s), and how you collect data to report on them.
1. How do you define project objectives? Who approves/endorses them?
2. Did you establish key performance indicators (KPIs) beyond cost, scope and schedule for your project(s) and if so what kind of KPIs do you track?
3. How do you measure/collect data to report on your KPIs?
Risk Management
Anticipating and managing risks is vital in large capital infrastructure projects. Some jurisdictions focus on risks associated with cost and schedule, and others use a more fulsome risk register that attempts to identify different types of risks, to quantify the likelihood of them occurring, and what actions will be taken by the organization to manage them. Often contingencies are established to manage risks. We would like to understand how you identify and manage risks, and whether you establish/allocate contingency funds to manage them.
1. How do you manage risks? 2. Do you use a risk register? 3. Who establishes your risk register? 4. What types of risks do you consider? 5. Do you establish project contingency funds associated with identified risks? 6. Are risks assigned to/managed by particular individuals? 7. How often is your risk register reviewed/updated, and who reviews it?
Integration with Operations
In some cases those individuals who will be operating a capital infrastructure project when it is built are involved in its construction. Sometimes construction is overseen by others, and then the project is “handed off” to those operating it. We would like to understand how you manage, or plan to manage, the transition from construction to operations.
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1. How do you manage integration or hand-off between those responsible for construction of the capital project and those who will manage it? a. Are “operators” part of the capital construction team (the same team?) b. If these groups are separated, how is/will the handoff be managed? c. If these groups are separated, what challenges do you believe you’ll have to manage.
Lessons Learned
Capital Infrastructure projects often take many years to plan, procure and implement. During that process, there are key learnings that ideally should be passed on so that the next projects can benefit from that knowledge. Often key staff or individuals will retire, be promoted or leave projects before they are completed. We would like to learn about how you manage the transfer of knowledge to take advantage of lessons learned.
1. Do you have a process in place to manage the transfer of knowledge from person to person, or from project to project? 2. Is the process effective? 3. If you could do something differently with respect to knowledge transfer what would you do?
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Finance and Intergovernment Committee Attachment 2 STAGE-GATE FRAMEWORK: How a stage gate process enables informed decision making.
Date: 20 March 2021
Finance and Intergovernment Committee
Table of Contents 1 Background ...... 3 2 What is Stage-Gating? ...... 3 2.1 Key Components ...... 4 2.1.1 Stage Gates ...... 4 2.1.2 Gate Reviews ...... 5 2.1.3 Project Management Framework & Project Governance, Gate Committees and Gate Reviews 7 2.1.4 Gate Keeper ...... 10 2.1.5 Applicability ...... 11 3 Implementation of a Stage Gate Model – Leading Practices ...... 12 4 Complementary Project Delivery Improvement Initiatives ...... 14 5 Implementing a Stage-Gate Framework at Metro Vancouver ...... 14 6 Conclusion ...... 14 7 References ...... 16
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1 Background
Metro Vancouver is in the process of planning and implementing several significant capital infrastructure projects related to liquid waste and water services for the region. There is an understanding that the size, complexity, and volume of these projects requires a new approach.
One of the overall findings of the KPMG review completed in early 2020, was that Metro Vancouver needs to adapt how capital projects are delivered within the organization. The review also observed that there is no standardized or fully implemented stage gate process across the organization for approvals at key project milestones. Metro Vancouver has historically used the annual capital budget process and contract award approval process as surrogates for a formal stage gate process. Although staff in the Water and Liquid Waste utilities mapped out a Stage Gate Process for the utilities in 2018, only Stage Gate 1 (the very start of the project lifecycle) for minor capital (<$250K) projects has been implemented.
This is not consistent with other similar capital-intensive public-sector organizations delivering complex and high-risk projects. Decision makers should be provided with the opportunity to make informed decisions through the following lenses for the entire project lifecycle. This allows them to be strategically positioned to allow for early, timely and effective oversight.
Alignment Structure Value Risk Implementati Impact on Capacity Does the How is the Does the Are risk Can the Will it achieve project align project/progra project mitigation project be outcomes? with the m structured? represent plans in place delivered How will these organization’s good value? for the within the be measured? strategic project? department’s goals? existing capacity?
The objective of this whitepaper is to describe what a Stage-Gate model is, including how leading practices have been implemented in other organizations. The paper concludes with next steps and the expected outcomes of implementing a Stage-Gate Framework across Metro Vancouver’s portfolio of large capital projects.
This whitepaper is one of a series of improvement initiatives, consistent with the KPMG review, to enhance project delivery throughout Metro Vancouver.
2 What is Stage-Gating? Developed in the 1940s for large-scale engineering projects, the stage-gate process is a linear project management concept punctuated by stages of development followed by benchmarks for assessment.
It is used to determine whether a project is situated for success and therefore continues to warrant investment. When a decision is made to proceed to the next phase, the project is authorized to spend the funds that were allotted for the next set of planned work activities.
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To make a decision at a gate, a project review at the end of each phase, should include: a revalidation of the project; confirmation that the intended benefits are still relevant and attainable; and an overall determination of the ongoing viability of the project.
Project Gates and Project Gate Reviews are both concepts that provide key communication opportunities as projects move through the project lifecycle.
Gates and Gate Reviews also provide a formal means of controlling project risk, monitoring scope changes, and maintaining stakeholder interest. Within an organization, Gate Reviews are also a means of project management process deployment and change management. 2.1 Key Components
The key components of a Stage-Gate model are:
1) Stage Gates 2) Gate Review 3) Gate Committees 4) Gate Keepers 2.1.1 Stage Gates Stage Gates are key points in a project where a formal review of the project's current state is performed. They appear at the phase transitions of projects and represent a point in the project where the sponsor and stakeholders will review risk, expense, and reward. When a Stage Gate is encountered, a Gate Review is held to determine if the project should proceed or not and under what conditions.
Stage Gates are governance check points that support informed business decisions during the selection and delivery of a project or program.
Defining Each Gate
Typically project gates follow transitions within a Project Lifecycle. The Project Lifecycle is the full set of activities from the beginning to the end in a project. The lifecycle is divided into phases, which can be sub-divided into stages.
The Project Management Institute (PMI) describes the life cycle of a project in five phases including: conception and initiation, planning, execution, performance/monitoring, and project close. The following Environmental Scan summarizes how several organizations describe their project phases:
Government of UK Government BC Hydro Seattle Public PMI Canada Utilities Initiation Policy Initiation Initiation Conception and Initiation Planning and Feasibility Identification Options Analysis Planning Identification Appraise and Select Definition Define Definition Design Implementation Deliver Implementation Construction Execution
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Close-out Operate, Embed Close-out Project Close and Close
Typical Project Stage-Gate Model: Gate approval points are positions at the end of key stages in the project life cycle to allow decision- makers to confirm that the proposed project solution remains in alignment with business needs and priorities. Each gate is a formal approval point, which presents key information to management, typically categorized in terms of cost, schedule, scope, procurement, and risk.
According to BC Hydro’s Project Lifecycle (see Figure 1), the project lifecycle is the full set of activities from the beginning to the end in a project. The lifecycle is divided into four phases, which are, in turn, sub-divided into stages. The stages are determined based on the major parts of project performance (e.g. Initiation; Identification – needs, conceptual design, feasibility; Definition – preliminary design, regulatory approval; Implementation – detailed design, procurement, construction, commissioning & acceptance, and completion) and the need for control by the organization’s management applying gates and checkpoints for go/no go decision making.
For each project that advances through to completion, the Initiation, Identification, Definition, and Implementation phases are always required, but the magnitude of the content and the rigour of review will vary depending on the individual project.
Procurement activities occur throughout all phases and are required to comply with procurement policy and practices.
Figure 1 – BC Hydro’s Project Lifecycle with gates.
2.1.2 Gate Reviews
Gate Reviews should accomplish the following:
• A review of the project by decision makers (ie not the project team).
• Assessment of readiness for project to go forward.
• A revalidation of the project's purpose.
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• A recap of recent project history.
• A look into the project's near-term plans.
• A re-commitment of resources.
• Expenditure authorization for the next phase and procurement contracts.
Defining the Gate Review Process
Gate reviews provide decision makers input at specific points in the project life cycle when further progress entails higher investment and commitment1. At the Gate Review the project manager advises on progress made to-date, changes since the last Gate Review, and the plan for the work between this Gate and the subsequent Gate. To be effective Gates should address the two key causes of project failure: scope changes and risk. Formal (change order) and informal scope changes (unknown complexity), and new risks and risk assessments should be Gate topics. Gate Reviews give decision makers visibility into the project's progress to-date, changes since the last Gate, and the project manager's plan for the near term. At this point decision makers may let the project proceed, delay, alter, or cancel the project before further work is performed.
A gating decision typically is known as a go/no-go decision. The decision may recommend any one of the following:
Decision Meaning GO Proceed Continue to invest in the project. GO Proceed with Continue to invest in the project acknowledging that certain conditions conditions must be met prior to the next gate NO Not ready to proceed Finalize outstanding items to meet any necessary conditions and GO then return to the gate to confirm readiness to proceed NO Terminate the project Cancel the project as it is not longer considered viable or is no GO longer aligned to organizational priorities
As a result of a successful Gate Review, the project manager has obtained the concurrence that the work to-date is satisfactory, risk is controlled, scope is being addressed, the plans are sound, and the organization remains committed to the project.
Gates and Gate Reviews are not periodic. Gates occur at phase transitions and thus are paced by the rate of progress and complexity of the project. Gate Reviews address progress to-date, scope, detail plans for the next phase, sponsor recommitment, and authorization to proceed into the next phase. Gates represent a point in time when the project manager may be told to execute the next phase per the plan, rework one or more of last phase's deliverables, or revise and resubmit the plans for the phase. A Gate Review can also cancel a project if the project's purpose and benefit are no longer consistent with the risk, required resources, or strategy of the organization.
1 https://www.pmi.org/learning/library/contemporary-gate-philosophy-implemented-outcome-7786. Stratton, R. W. (2003). Project gates: "Chutes and Ladders®" for project managers. Paper presented at PMI® Global Congress 2003—EMEA, The Hague, South Holland, The Netherlands. Newtown Square, PA: Project Management Institute.
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2.1.3 Project Management Framework & Project Governance, Gate Committees and Gate Reviews
2.1.3.1 Project Management Framework & Project Governance A Project Management Framework includes a project governance structure that includes authority limits, decision making roles, quality assurance needs, reporting structure, accountabilities, and responsibilities.
The main participants in project governance are as follows:
• Project Sponsor o Accountable for enabling the successful planning, definition, implementation, transition, and close-out of the project. o Decides if a project is ready to proceed to a gate. • Project Approval Authority (ie Gate Committee) o Provides clear, documented approval within the boundaries of scope, budget, risks, and benefits. o Conducts a due diligence review commensurate with the scale, complexity and risk of the project prior to granting of approval. • Project Manager o Manages the project on behalf of the organization, including managing, within their authority level, the financial and human resources. o Prepares the Gate Review submissions after Initiation Gate Review o Authority is delegated by the Project Sponsor. o Accountable to the Project Sponsor for the successful delivery of the project, and for achieving the approved project outcomes within the approved cost and schedule. • Gatekeeper (Corporate Project Management Office) o Manages the integrity and rigour of the stage-gate process on behalf of the organization. o Supports the stage-gate process by presenting submissions to the Gate Committee and provides integrated advice and administrative support. o Ensures that the Gate Committee’s membership includes relevant Subject Matter Experts (SME). o Establishes the processes, templates, and tools, and training. o Provides guidance and advisory services for the Stage Gate process to Project Managers. o Performs a challenge function and advises Gate Committee members on submission readiness. o Executes the analysis on project health and provides a means of direct escalation of issues and risk to the Project Sponsor. • Business Owner o Responsible for identifying the need/opportunity. o Prepares the Gate Review for the Initiation Gate Review. o Ensures that the project deliverables meet user requirements, business processes and overall operational service needs. • Benefit Owner
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o Responsible for accepting the identified benefits. o Representative of the client stakeholder (e.g. O&M). • External Project Steering Committee (Typically in place only for large complex and high risk projects) o Provides expert advice to augment skills and experience of organizations. o Provides expert advice related to project management, risk management, reporting, stakeholder engagement, design and construction, and delivery methods.
2.1.3.2 Role of the Gate Committees The gate committee is an essential component of the project governance process. It provides oversight and endorsement at identified points along the project life cycle. At the gate meeting, the project will either be endorsed to proceed for budget approval of the next stage/phase, be terminated or will be required to repeat all or part of the current stage/phase. The gate committee will also review requests for other approvals such as increases to the project budget or change orders for procurements.
During the project life cycle, the gate committee may also receive mid-phase project briefings related to specific issues. The gate committee may provide advice or approve a recommended action, depending on the issue.
Typically, the composition of the gate committee is linked to the scale, risk and complexity of the projects under consideration. For example, the BC Hydro Board of Directors is the “Gate Committee” for projects greater than $45 M. For Government of Canada projects, a dollar threshold is not the driver for projects approved at the cabinet committee “Treasury Board” responsible for Expenditure Management. All departments and agencies must submit projects that are determined to be high risk and complexity and that exceed the capacity of the department.
Regardless of the composition of the Gate Committee, or the size, risk, and complexity of the project under consideration, the following are the lenses that are used to assess the information provided during the gate reviews.
Decision Body Lenses
Implementation Alignment Structure Value Risk Capacity Impact
Does the project How is the Does the Are solid risk Can the project be Will it align with the program or proposal mitigation delivered within the achieve organization’s project represent good plans for the department’s existing outcomes? strategic goals? structured? value? project? capacity? How will these be measured?
2.1.3.3 Gate Reviews The following is a description of typical gates, key decisions, and considerations:
GATE 1: Initiation: Approval to proceed to Planning Phase.
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The goal of the initiation phase is to determine whether a problem or opportunity is worthy of additional investment in the time and resources required to gather data, refine the understanding of the issue, and assess possible responses or solutions.
The key decision for the Gate Board is to authorize expenditures for the Planning Phase (ie seed funding and resource allocation).
Key Considerations for Gate Committee Members:
1. Is this a valid need/opportunity (problem statement) aligned with the organization’s strategic objectives? Investment Plan? 2. Does this represent a priority for our resources? 3. Is the scope of the problem statement clearly defined? Is it related or aligned with any other need/opportunity? 4. Are the right alternatives being considered?
GATE 2: End of Planning: Approval to proceed to Definition Phase. The goal of this phase is to study the benefits and costs, as well as other non-financial criteria of each option, including the option of no project – i.e. maintaining the status quo. This is typically summarized in a business case which includes a clear problem definition and documents the study and evaluation of several options through reasoned analysis and clear criteria. It reflects both quantitative and qualitative analyses. This analysis culminates in a recommended solution to the problem statement.
The recommended solution should include a project plan (e.g. scope statement, project budget, project schedule, procurement options analysis and strategy, risk management plan, communications plan, and human resourcing plan). The source of funds as well as consideration of ongoing life cycle costs and any decommissioning costs (if replacing an existing asset) should also be included. The objective is to present the information decision makers need to make an informed choice. For many organizations, the proposed solution sets the project baseline that is used to compare variances as the project is further developed.
At this gate, the Gate Committee makes the following key decisions:
1) Approves the project (or not). 2) Authorizes expenditures for the Definition Phase (for project definition and/or preliminary design, technical studies, advisory services if required). 3) Authorizes contracts for procurements within the Definition Phase.
Key Considerations for Gate Committee Members:
1. Does the recommended solution maximize the benefit to the organization? 2. Is the recommended solution timely? 3. Is the recommended solution scope clear enough to proceed to the Definition phase? 4. Does the project plan address all key aspects of project delivery in a complete and effective way? Is the project adequately resourced? 5. Are the risks to complete Definition phase as proposed adequately managed?
GATE 3: End of Definition: Approval to proceed to Implementation Phase.
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At the end of the Definition Phase, the cost estimate for the project should be available as well as the final business case, and project plan for the implementation process.
It is at this gate that the Gate Committee makes the following key decisions:
1) Approves proceeding to implementation (or not). 2) Authorizes expenditures for the Implementation phase. 3) Authorizes contracts for procurements (design, construction, equipment, etc.). 4) Authorizes real estate transactions (if required).
Key Considerations for Gate Committee Members:
1. Does the recommended solution maximize benefits to the organization and key stakeholders? 2. Is the project still affordable? Is funding available? 3. How does the project affect other projects within the overall capital portfolio? 4. How are costs going to be contained? 5. Are the risks to completing the Implementation phase as proposed adequately managed?
Gate 4: End of Implementation: Approval to Close the Project
In this phase, project outcomes are examined to ensure that the work is complete and has met all the project objectives. Understand if there are any material deficiencies or outstanding needs for expenditures and how they are going to be addressed.
Key considerations:
1. Did the project meet its objectives? 2. Is the project complete, including resolution of all outstanding deficiencies or defects? 3. Reviewing and accepting any ongoing Indigenous, environmental and/or stakeholder commitments. 2.1.4 Gate Keeper
The Gate Keeper’s role in the Gate Review is to make sure the project proceeds with an enterprise-wide re-commitment to the (current) scope, required resources, estimated risk, and other enterprise and project interests. The Gate Keeper should be neutral regarding the outcome of the Gate Review. The Gate Keeper should chair the Gate Review meeting, set the agenda, and invite the participants. The Gate Keeper should also know good project management principles and what should be expected of project managers considering their experience and their project.
Gate Keeper staff support the process by presenting cases to the Gate Committee and provide integrated advice and administrative support. They also perform a challenge function and advise Gate Committee members on the readiness of submissions. Gate Keepers also establish the processes, templates, and tools.
Gate Keeper staff manage the integrity and rigour of the Stage-Gate process for the organization. A key task is to review submissions for:
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• clarity, completeness, and quality • business case and value for money • compliance with existing legal and policy requirements • program operations and viability • risk and mitigation • design and implementation • alignment • regulatory quality and adherence to the organizational directives on social and economic priorities 2.1.5 Applicability
A Stage Gate process can be applied to all projects – regardless of their classification (scale, risk, and complexity). How it is applied, the level of documentation and who the decision makers are – is all scalable.
Many organizations assess projects based on risk and complexity, in addition to the project budget (scale) to determine the level of project governance and oversight required. The Government of Canada uses the following categories to assess project risk and complexity:
• Project Characteristics o The greater the complexity of a project, the greater the potential for risk and the greater the need for a high level of project management maturity or capacity. o This category is designed to build a profile of the project, its level of complexity and potential for risk and areas of concern. • Strategic Management Risk o This category is intended to establish the project's alignment with the objectives and/or priorities of the organization and its commitment to the project. • Procurement Risk o When a project includes significant procurement activities, the importance of clear scope, requirements, risks, and cost constraints is only increased. A sound understanding of the scope, requirements, risks and time and cost constraints for both the project and any and all related contracts is critical in order to support the selection of the best contractors (vendors) and the awarding of applicable contracts. • Human Resources Risk o This category assesses the extent to which the project has the right skill sets in place to deliver the approved project scope. How a project is staffed will greatly influence a team's ability to manage the project’s identified complexity and risk. • Business Risk o This category is to determine the state of readiness of the business for adopting the services being provided by the project. • Project Management Integration Risks o This category is to assess whether the right strategies, controls, and project management skills and supporting activities are in place to:
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. Plan a project effectively through integrating the planning elements of scope, schedule, cost, and risk; and . Keep the project on track through aggregating scope, schedule, cost, and risk progress information, taking corrective action where needed to remain in alignment with the plan. • Project Requirements Risks o This category is to assess various aspects of the requirements of the project. This includes the actual nature of the requirements as well as some related issues such as how difficult requirements are to gather and how well they are documented. To what extent do the specific requirements of the project add risk and complexity?
In many organizations, even projects assessed as low risk/complexity, and dollar thresholds are subject to the gating process. What differs between those low risk/complexity and high risk/complexity projects is the depth and breadth of documentation, the composition of the Gate Committee and the authority to make the decision to proceed or not. These are concomitant with the delegated authorities within the organization.
With this approach, only projects that are high risk and high complexity are submitted to the highest level of authority or decision making. Decision makers are thus strategically positioned to allow for early and timely oversight.
3 Implementation of a Stage Gate Model – Leading Practices
Organizations that employ a Stage-Gate model in their capital investment decisions have the following commonality in its design and implementation.
Investment/Long-term Capital Planning Frameworks
Capital intensive organizations are generally guided by high level three-to-five-year investment plans (or long-range capital plans) that are informed by asset management plans and specific project plans. These high-level plans are supported by and reflect program/business plans that are updated annually or bi- annually.
These plans guide organizations and provide a basis for prioritizing specific problems, opportunities and infrastructure or other capital projects. Integrating these priorities across business lines also ensures that resources are allocated and re-allocated based on a set of criteria established through strategic planning processes.
Once this strategic investment planning and project management framework is set, organizations can then allocate resources to investigate specific issues, problems, or opportunities and to make recommendations. This may mean developing a business case for implementing a response to the issue, or it may mean no additional action is recommended.
These investment/long-term capital plans are typically approved at the highest level of governance in an organization. By presenting a multi-year, prioritized, integrated plan to decision makers, they are provided with a holistic picture of investments at the enterprise level and are strategically positioned to
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allow for early and timely oversight. Once approved, the investment plan provides the spending envelope that the organization works within to undertake the stated priorities in the plan.
However, the inclusion of proposed projects in the investment/long-term capital plan does not automatically confer the approval of the project. The authority to advance the project is granted through the organizations’ project approval process (typically a Stage-Gate model). Thus, the project is not a project until is actively “approved” by the appropriate body delegated to approve projects and associated expenditures.
Challenge and Support Function
To actively manage a meaningful investment planning and project management framework, most organizations have dedicated resources that provide both a challenge function to the proposed investments and act as a gate keeper for the Stage Gate process. This function ensures that Gate Committee members are provided with accurate information and sound advice for making decisions. This is achieved through a rigorous scrutiny of project proposals. Through its challenge and oversight role, this function provides an enterprise perspective for Gate Committee members, strengthening how the organization is managed and ensuring value for money in spending and results for stakeholders.
This function also provides advice and guidance to departments/business lines who are preparing project submissions, and it provides recommendations to Gate Committee members on expenditure and management policies as well as developing standardized tools, templates, and processes.
Integration of Procurements and Property Decisions within Projects
Project-based procurements and real property (land) transactions are fully integrated into the governance, management, and oversight of projects. Procurement options analyses, procurement strategies are key elements of project approval documentation. Procurement contracts are approved within the context of the entire project/program.
Standardized Project Management Frameworks
Project Management Frameworks provide mandatory processes for project approvals - supported by tools, templates, and guidance documents. These include clear accountabilities and definitions re: key reviews and oversight, delegated authorities, and terms of reference for committees. One important element of standardized project management frameworks is cost estimating.
Application: All Projects + Full Project Life Cycle
Generally, Stage Gate processes apply to all projects regardless of scale, risk, and complexity. While projects with lower scale/risk/complexity and dollar thresholds are subject to the gating process, the nature of the documentation, the composition of the Gate Committee and the authority to make the decision to proceed or not, would be concomitant with the delegated authorities within organizations.
In addition, the Stage-Gate process applies to the full project life cycle (i.e. every phase/stage from Initiation through to Close-out).
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4 Complementary Project Delivery Improvement Initiatives
Following the creation of the Project Delivery Department in Metro Vancouver in 2020 and the work completed by KPMG, best practice reviews have been undertaken including: Governance and Cost Estimation. Recommendations from these reviews also referenced stage gate processes as follows:
• Cost Estimation Framework identified a Best Practice: “Formalized cost and scope stage gate process.” • The Interjurisdictional Governance Review recommended: o Put in place a project oversight committee that has the expertise required to effectively oversee projects. o Consider using project outcomes to manage projects instead of relatively low value dollar approval limits and contract approvals. o Formalize a process for the Committee to review major projects at stage gates with the benefit of input from an expert project oversight committee.
To continue to enhance project delivery across Metro Vancouver’s portfolio of large capital projects, and to complement the other targeted initiatives (Cost Estimating Framework, Interjurisdictional Governance Review) a Project Management Framework will be developed that will provide the overarching policy foundation for the planning and delivery of projects. The Project Management Framework will consist of processes, systems, and controls, anchored in project management best practices. Embedded within the project management framework will be an approach to project gating.
5 Implementing a Stage-Gate Framework at Metro Vancouver
These next steps focus on Stage Gate Framework, and it is expected that Metro Vancouver will also consider other initiatives in all areas of project delivery. It is understood that this work will be led by the corporate Project Management Office (PMO) who will work collaboratively across Metro Vancouver.
• Formalize stage-gate approach, scaled based on size and complexity/risk. • Prepare a road map for implementing the Stage-Gate Framework across the entire organization. • Develop guidelines for project classification considering project size, risk, complexity, and cost estimate. • Assess competencies, identify gaps in project management expertise. • Develop tools, templates, and guidelines to enable and support the Stage-Gate Framework. • Develop and deliver training for the stage-gate process. • Collaborate with other similar agencies to identify and apply best practices and lessons learned.
6 Conclusion
The benefits of a Stage-Gate process are clear, tried, and true and have been adopted by similar capital- intensive organizations to Metro Vancouver. To ensure that the management of programs and projects provide value for money and that they are delivered successfully, timely and cost effectively,
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expectations for their direction must be set. There is a requirement to ensure that there are appropriate processes and controls in place to effectively manage projects, deliver expected results and limit risk to stakeholders.
Key benefits of a Stage Gate process:
• Defines what points where go/no go decisions will be made. o Describes what information and documentation will be provided for those decisions. • Defines the project baseline: o Scope, schedule, cost, risk and other critical socio-economic objectives (e.g. Indigenous participation, equity, diversity, heritage, sustainability). • Adopts a risk-based approach to the management of projects.
While Metro Vancouver has mapped out a credible Stage-Gate process, it has not been implemented past Stage-Gate 1 and only applies to projects less than $250k – essentially minor capital projects.
Formalizing a Stage Gate process for Metro Vancouver and implementing it across the organization, starting with the major capital projects that are now under the responsibility of the Project Delivery Department, will significantly improve the consistency and effectiveness of decision-making and likelihood of success for capital projects for the organization.
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7 References 1. Directive on the Management of Projects and Programmes, Government of Canada: https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=32594
This directive ensures that government projects and programmes are effectively planned, implemented, monitored, controlled and closed, so that the expected benefits and results are realized for Canadians.
2. Project Delivery Standard 1.2, HM Government, Government Functional Standard GovS002: Project Delivery: https://www.gov.uk/government/publications/project-delivery-functional- standard#:~:text=The%20Project%20Delivery%20Functional%20Standard,It%20contains%207%20m ain%20elements%3A&text=Governance%20and%20roles%20of%20portfolios,Portfolio%20manage ment
The standard sets expectations for the direction and management of portfolios, programmes, and projects in government.
3. Chapter 1 SPU Design Process, Seattle Public Utilities: http://www.seattle.gov/Documents/Departments/SPU/Engineering/1DesignProcessFinalRedacted.p df
This chapter of the Design Standards and Guidelines (DSG) explains a typical design process from project initiation through commissioning for a Seattle Public Utilities (SPU) traditional design bid-build project. The primary audience for this chapter is SPU engineering staff. DSG standards are shown as underlined text.
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Finance and Intergovernment Committee 5.4
To: Finance and Intergovernment Committee
From: Cheryl Nelms, General Manager, Project Delivery
Date: May 3, 2021 Meeting Date: May 12, 2021
Subject: Project Delivery Department - Governance Transition
RECOMMENDATION That the Finance and Intergovernment Committee receive for information the report dated May 3, 2021 titled “Project Delivery Department - Governance Transition.”
EXECUTIVE SUMMARY The Finance and Intergovernment Committee is now the Metro Vancouver Board standing committee providing oversight for highest value, risk, consequence projects. This report serves to support this transition of governance by providing an overview of two of these projects being delivered by the Project Delivery Department on behalf of Liquid Waste and Water Services respectively.
PURPOSE To provide an overview of two projects being delivered by the Project Delivery Department as part of the governance transition of oversight for the highest value, risk, consequence projects to the Finance and Intergovernment Committee.
BACKGROUND Metro Vancouver is in the process of planning for, and implementing, a number of significant capital infrastructure projects related to Liquid Waste and Water Services for the region. These projects are the highest value, highest risk, complex in nature and represent a significant portion of the capital expenditures for Metro Vancouver for the next several years. Two of these significant capital projects are the Northwest Langley Treatment Plant Program and the Second Narrows Crossing project.
Oversight of these projects has historically been the responsibility of the Liquid Waste Committee (Northwest Langley) and Water Committee (Second Narrows). The Finance and Intergovernment Committee is now providing oversight of highest value, risk, consequence capital projects as per its recently revised terms of reference. This allows the MV Board to provide integrated and coordinated oversight of these projects and related expenditures.
The Iona Wastewater Treatment Plant program has already transitioned to the Finance and Intergovernmental Committee. A verbal report was provided in April with a further update scheduled for July, 2021.
GOVERNANCE TRANSITION - MAJOR PROJECTS OVERVIEW In order to facilitate this transition, this report provides an overview of the two above noted projects: • Northwest Langley Wastewater Treatment Plant Program (Liquid Waste Services) • Second Narrows Crossing Project (Water Services)
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The overview outlines the drivers for the projects, the delivery model, funding sources, a progress update, and key upcoming milestones for these projects.
Northwest Langley Wastewater Treatment Plant Program (Liquid Waste) The Northwest Langley Wastewater Treatment Plant, which currently serves a population of 30,000 in the Township of Langley, will be expanded on the same site to serve 230,000 by 2041. The plant will then also serve both Maple Ridge and Pitt Meadows. The program will consist of a new pump station in Maple Ridge and a dual pipe crossing of the Fraser River using horizontal directional drilling to convey the flows to the new plant. A new storage tank will be sited with the pump station to reduce overflows to the Fraser River during high rainfall events, and ground improvements and a new outfall will be constructed on the treatment plant site.
The Northwest Langley Wastewater Treatment Program was developed after the completion of the long-term servicing plan for the Fraser Sewerage Area in 2015, which recommended that the plant be upgraded to a regional plant to accommodate the growth expected in Maple Ridge, Pitt Meadows, and Langley. This delays upgrades to the Annacis Island plant and along 25km of sewer network, offering environmental and social benefits, greenhouse gas reductions, and a cost savings of ~$300M1 over 85 years.
To date2, $111M has been spent on the program, representing 8% of the $1.35B budget. Projects that are currently under construction include the Pump Station and Storage Tank, which is 11 months into construction and approximately a third complete; and the second phase of Ground Improvements, which is currently 70% complete, but delayed due to archaeological findings. The Forcemain and River Crossing project and Ground Improvement Phase 3 projects are both currently in construction procurement (RFP and RFQ stage respectively). The remaining projects are currently in design and include the Treatment Plant, which is approximately at 60% design; the final phase of Ground Improvements; and the Outfall.
As the Northwest Langley Wastewater Treatment Program is required to accommodate population growth, the program is funded through the GVS&DD Development Cost Charge Program. 99% of the project will be funded through DCC’s, while the remaining 1% and debt interest will be funded through the LWS Levy.
Construction has been ongoing on portions of the project since 2018 and target completion of the projects is scheduled at the end of 2026. Major milestones include the completion of treatment plant design in mid-2022 and the completion of the pump station, storage tank, and river crossing in late 2022. The program will support 24,000 jobs throughout its lifetime and will accommodate regional growth and protect the river environment.
The cost estimate for the Program is currently being revised using Project Delivery’s new Best Practice Project Estimating Framework, with a cost saving identification initiative being undertaken in parallel. An update will be provided to the Committee at the July Committee meeting.
1 2016 dollars 2 As of April, 2021
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Second Narrows Crossing Project (Water) The Second Narrows Crossing Project will replace existing marine crossings of Burrard Inlet and provide improved seismic resiliency for the GVWD’s water transmission system, increased capacity to meet future demand, and long term scour protection. The existing Second Narrows Crossings No. 1, 2 and 3, constructed in 1948, 1954 and 1978, respectively, cross under Burrard Inlet between North Vancouver and Burnaby and are generally buried in relatively shallow trenches, covered with riprap scour protection. Previous seismic vulnerability studies found that the existing crossings are vulnerable to failure during a moderate earthquake.
The Second Narrows Crossing project involves constructing a 6.5m diameter, 1100m long tunnel excavated using a pressurized face tunnel-boring machine (TBM), under high groundwater pressure, in variable and difficult soil and rock conditions. The project also includes construction of two deep vertical shafts, installation of three large diameter water mains within the shafts and tunnel, construction of two valve chambers, watermain connections to the existing GVWD system on either side of the crossing, and testing and commissioning of the constructed facilities.
The total project budget is $463.3 million, including a contingency developed through a quantitative risk assessment. This project is part of the GVWD resilience program and is both debt financed and pay as you go. Funding is included in the annual water rate charged per M3 to our member municipalities.
Construction began in 2019 and is now more than 50% complete, with an in-service date of 2024 anticipated. The project remains within budget but is several months behind schedule.
Future milestones include: • Completing the tunnel and south shaft in summer 2021 • Commencing pipe installation in late summer 2021 • Commence north valve chamber construction in early 2022 • Complete crossing commissioning in early 2024.
ALTERNATIVES This is an information report. No alternatives are presented.
FINANCIAL IMPLICATIONS This is an information report. No financial implications are presented.
CONCLUSION The Finance and Intergovernment Committee is now the Metro Vancouver Board standing committee providing oversight for highest value, risk, consequence projects, including the Northwest Langley Wastewater Treatment Plant Program and the Second Narrows Crossing project. These projects are being delivered by the Project Delivery Department on behalf Liquid Waste and Water Services respectively. Transition of governance continues with an overview of two of these highest value, risk, consequence projects as described in this report. This allows the Metro Vancouver Board to ensure integrated and coordinated oversight of these projects and related expenditures.
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Finance and Intergovernment Committee 5.5
To: Finance and Intergovernment Committee
From: Jerry Dobrovolny, Commissioner/Chief Administrative Officer
Date: April 27, 2021 Meeting Date: May 12, 2021
Subject: Manager’s Report
RECOMMENDATION That the Finance and Intergovernment Committee receive for information the report dated, April 27, 2021, titled “Manager’s Report.”
Resilient Region Framework Update In July, 2020 the Metro Vancouver Board of Directors endorsed the creation of a Resilient Region Strategic Framework to provide an approach for operationalizing resilience across the Metro Vancouver organization. The framework will adopt a broad definition of resilience that encompasses the more traditional view of resilience to shocks and stresses from natural and environmental sources, as well as the broader resilience of both communities and the economy. Staff have been reviewing opportunities to incorporate resilience concepts into ongoing planning activities and identifying where challenges and opportunities exist.
Staff have identified the need to focus on Institutional Resilience, Infrastructure Resilience, and Community Resilience specifically addressing: • Advancing the resilience of built and natural infrastructure • Improving institutional capacity to manage shocks and stresses • Enhancing collective efforts to build resilience through collaborative partnerships • Accelerating action to address the climate emergency These themes will be used to inform the areas of focus for the framework.
An internal Resilience Steering Committee is being formed to guide the development of these areas of focus over the next few months. Staff intend to bring forward a framework for adoption at the September meeting of the Finance and Intergovernment Committee.
Finance and Intergovernment Committee Work Plan Attachment 1 to this report sets out the Committee’s Work Plan for 2021. The status of the Committee’s key priorities is shown as pending, in progress, or complete together with the quarter that each is expected to be considered by the Committee.
Attachment 1. 2021 Finance and Intergovernment Committee Work Plan (Doc# 42574503)
Finance and Intergovernment Committee Attachment
Finance and Intergovernment Committee 2021 Work Plan Report Date: April 27, 2021
Priorities 1st Quarter Status 2021 Standing Committee Events Complete Board Strategic Planning Session Complete TransLink Federal Gas Tax Application Complete Intergovernmental Relations Strategy Complete North Shore Wastewater Treatment Plant Update Complete Project Delivery Update Complete Procurement Policy Update Pending National Zero Waste Council Update In Progress 2020 Zero Waste Conference Complete Forums on Systemic Racism Report Out and Next Steps Complete Tier III Cost Apportionment Bylaw Amendments Complete Litigation Updates Complete Fraser Basin Council Update Complete Lower Mainland Flood Management Strategy Update Complete Poplar Landing Update Pending Intergovernmental Communications and Engagement Update Complete Metro Vancouver Comments on from External Agency Projects (As Pending Required/Applicable) Board Policies (As Required/Applicable) Pending 2nd Quarter Vancouver Airport Authority Update and Board Appointment In Progress Resilient Region Strategic Framework In Progress Waste-to-Energy Facility District Energy Pending Burrard Inlet Environmental Action Program – Fraser River Estuary Management Pending Program (BIEAP – FREMP) Partnership Update 2020 Statement of Financial Information In Progress Status of Reserves Pending Major Project Updates In Progress Project Delivery Update In Progress Municipal Finance Reform Update Pending Intergovernmental Communications and Engagement Update In Progress UBC Cliff Interagency Steering Committee Update Pending Major Projects from External Agencies (As Required/Applicable) Pending Board Policies (As Required/Applicable) Pending 3rd Quarter Environmental, Social and Governance (ESG) and Socially Responsible Investment Pending (SRI) Strategy Update TransLink Federal Gas Tax Report Pending Project Delivery Update Pending
Finance and Intergovernment Committee Litigation Updates Pending Intergovernmental Communications and Engagement Update Pending Major Projects from External Agencies (As Required/Applicable) Pending Board Policies (As Required/Applicable) Pending 4th Quarter Annual Budget and Five Year Financial Plan – Regional District Service Areas and Pending Corporate Support School and Youth Leadership Program Update Pending Major Project Updates Pending Project Delivery Update Pending Intergovernmental Communications and Engagement Update Pending Major Projects from External Agencies (As Required/Applicable) Pending Board Policies (As Required/Applicable) Pending
Finance and Intergovernment Committee