5.1 2022-2026 financial plan overview

Photo Caption here

2022-2026 Financial Plan Overview

2022-2026 Financial Plan OverviewJerry W. DobrovolnyCommissioner/Chief Administrative Officer

Dean RearGeneral Manager, Financial Services/ Chief Financial Officer

Jerry W. DobrovolnyCommissioner/Chief Administrative Officer

Dean RearGeneral Manager, Financial Services/ Chief Financial Officer

5.1

2022 – 2026 FINANCIAL PLAN OVERVIEW

2

Short-term Relief for Households• Leverage supported tools to create short-term action plan (1-2

years)• Fully evaluate 30 Year amortization for NSWWTP

Maintain Current Goals and Objectives• Continue work on strategic and long-range plans• Optimize capital plan timing and identify deferment opportunities• Evaluate effects of more restrictive lawn watering regulations• Explore demand side management options for liquid waste

Realize New Opportunities• Partner on projects to increase affordable housing • Reduce GHGs • Help drive economic recovery

Board direction from April workshop


3

6.4% Prior Projection for 2022 Budget

$38 Increase for the average household in 2022(Water: $6, Liquid Waste: $25, Solid Waste: $4, MVRD: $3)

$612 Average annual costs for all Metro Vancouver services

3.5% Proposed 2022 Budget

$21 Increase for the average household in 2022(Water: $4, Liquid Waste: $8, Solid Waste: $3, MVRD: $6)

$595 Average annual costs for all Metro Vancouver services

2022 Budget – Bottom Line

2022 Budget - Addressing Board Priorities2022 – 2026 FINANCIAL PLAN OVERVIEW

• Implementing the Clean Air Plan to meet 2030 climate targets and improve air quality

• Incentivizing Inflow and Infiltration reductions

• Accelerated investment in affordable housing

• Integrating land use and transportation planning

• Accelerated action on Regional Economic Prosperity

• Improving seismic resiliency of the water system

• Advancing long term water source supply capacity

4

2022 Budget – Addressing Organizational Needs

• Support services for capital program delivery

• Indigenous relations• Internal requests for support have tripled

• Project Delivery and improved project management

• Asset management


5

TOOLBOX

6

Use of Reserves Reduce Payas-you-go

Capital Plan Deferrals

ContinuousImprovement

Demand Side Management

Debt Amortization

Reliance on Annual SurplusesUSE OF RESERVES

7

• Applied annual surplus in excess of operating reserves minimums to reduce upward pressure on levies and tax requisition

• $8M for 2022• In accordance with the Operating, Statutory and Discretionary Reserves

Policy

• Impact is one time only• Pressure intensifies on future levies and tax requisitions

Policy VarianceREDUCING PAY AS YOU GO

8

• Contributions to capital funding from the Operating budget

• Reduced by $11M from prior year

• Easy to cut, difficult to add back

• Long term impact is more borrowing• Interest costs• Rate risks

CAPITAL PLAN DEFERRALS

9

• Review of over 300 projects

• In the prior cycle, over $400 million in capital expenditures deferred

• This cycle, a further $450 million of capital expenditures have been deferred

Project Review

OverviewCONTINUOUS IMPROVEMENT

Initiative Outcomes

LIWWTP Effluent Heat Recovery$415k / year increase in revenue from Renewable NaturalGas.1,000 t / year regional reduction in GHG emissions.

In-House Developed Effluent Mixing Models $150k / year reduction relative to cost for modellingperformed by Consultants

Increased in-house Project Managementand Field Quality Control / Assurance

$2M / year reduction relative to outsourced engineeringwork by Consultants

Project Management Framework Improved project performance, project oversight andtransparency.

Project Controls insourcing/optimization of project support for HVRC projects $750,000 Cost Avoidance, Operating

10

OverviewCONTINUOUS IMPROVEMENT

Initiative Outcomes

Ozone optimization at Coquitlam Water Treatment Plant

$230k / year reduction in electricity and oxygen costs;Reduced greenhouse gas emissions by 17,200 kg CO2eper year

Automation of Statutory Financial Statements

$120,000 in annual staff time savings and reduced auditfees.

Short-Term Financing and Cash Management

$2,000,000 in annual interest cost savings, mitigate liquidityrisk and optimize cash position.

New recycling depot funding modelAllows for recycling depots at all Metro Vancouver recyclingand waste centres while supporting municipalities withdepots and reducing municipal costs by over $1m / year

New organics management contracts $2m / year regional cost reduction while maximizingorganics system resiliency

11

12

DEMAND SIDE MANAGEMENT

• Continued Emphasis on Water Conservation• Necessary to delay need for growth infrastructure• Continue practice of water rate increase being

applied to high season

• Liquid Waste – Develop Wet Weather Billing• Incentivize Inflow and Infiltration reductions at the

member level• Manage system capacity• Delay need for additional infrastructure

DEBT AMORTIZATION

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North Shore Wastewater Treatment Plant

• Board direction to maintain policy of 15 year debt amortization

• Recommendation for 30-yearamortization term for the North Shore’s share of the North Shore Wastewater Treatment Plant Project as requested

OVERALL HOUSEHOLD IMPACT 2022 - 2026

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2021 2022 2023 2024 2025 2026

Water District $171 $175 $183 $200 $221 $244

Liquid Waste $273 $281 $324 $379 $452 $543

Solid Waste $60 $63 $65 $68 $71 $74Regional District $70 $76 $85 $88 $89 $91Total Household Impact $574 $595 $657 $735 $833 $952% Change 3.5% 10.4% 11.8% 13.3% 14.3%Prior Year Forecast $612 $656 $710 $784Prior Year % Change 6.4% 7.3% 8.5% 10.4%

FUTURE FINANCIAL PLANNING

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• One year budget that utilizes MV fiscal strength to minimize overall impact for 2022

• Continue to work on resolving challenging fiscal issues• Forthcoming major projects• Revenue stream such as DCC’s• Economic uncertainties

Apr 8 May 8 June/July OctoberBoard Budget Workshop

Council of Councils

Proposed capital plan for input

Recommendedfinancial plan

Oct 20 Oct 23 Oct 29Board Budget Workshop

Council of Councils

Board meeting

PROCESS AND TIMELINE

16

*10 Standing Committees and 3 Advisory Committees (RAAC, RFAC, REAC)

* *

17

Financial Plan Overview

View of Vancouver

METRO VANCOUVER OPERATING BUDGET

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Overview:• 2021 Operating Budget: $947.9M• 2022 Operating Budget: $1,017.9M (7.4%)• About 1% higher than previously projected for 2022

Drivers:• Increase in Operations averages 3.8% over 5 years• Debt servicing reflective of the capital program, but

favorable rates• Easing contribution to Capital in 2022 - Refocusing in

2023-2026

$- $100 $200 $300 $400 $500 $600 $700 $800 $900 $1,000

$- $200 $400 $600 $800

$1,000 $1,200 $1,400 $1,600 $1,800

2021 2022 2023 2024 2025 2026

Mill

ions

Operations Contribution to Capital Debt ServiceHousehold Impact (Prior) Household Impact (Current)

Expenditures

METRO VANCOUVER OPERATING BUDGET

19

Overview:• Primary funding sources – water sales, sewer levy,

tipping fees, rents, MVRD requisition• Relative stability for primary sources

Drivers:• Significant use of reserves in 2022 to minimize HHI• Anticipated water DCC revenue received and applied

starting 2024, downward pressure on water rate• Assumed partner funding for upcoming major capital

projects, downward pressure on levies/rates

Revenues

$- $200 $400 $600 $800

$1,000 $1,200 $1,400 $1,600 $1,800

2021 2022 2023 2024 2025 2026

Mill

ions

Water Sales Liquid Waste Levy Solid Waste Tipping Fees MVRD Requisitions Housing Rents Other Revenue

METRO VANCOUVER CAPITAL PLAN

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• Regional infrastructure investment drives the financial plan and ratepayer impact

• Though there are challenging projects, many have positive financial outcomes

• Kennedy Newton Water Transmission Main• AIWWTP Cogen Power Backup

$‐

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

$2,000

2021 2022 2023 2024 2025 2026

Millions

Housing Regional Parks Solid Waste Liquid Waste Water

METRO VANCOUVER CAPITAL PLAN

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Overview:• 2021 capital cashflow $1.52B• 2022 capital cashflow $1.38B

Drivers:• Capital projects in progress carried forward• $450M deferred from previous 5 year cashflow• Reflects risks and scope changes where known

Expenditures

Questions

2022 – 2026 FINANCIAL PLANWATER SERVICES

Marilyn TowillGeneral Manager, Water Services

Water Committee, October 14, 202148065924

Cheryl NelmsGeneral Manager, Project Delivery

Capilano Reservoir

5.2

In order to manage the long term Water Supply demands in a responsible manner, this Plan factors in conservation measures, new infrastructure development, resiliency, financial prudence, an increased Regulatory burden, First Nations reconciliation and environmental stewardship over the next 5 years

Water Services over the next 5 yearsWATER SERVICES OVERVIEW

Barnston Maple Ridge Pump Station

2

Challenges & OpportunitiesWATER SERVICES CONTEXT

3

1. Growing Region2. Seismic and Climate Change

Vulnerabilities3. Increased Regulations 4. Reconciliation5. Financial Sustainability6. Increased Expectations7. System Stewardship

Aging Infrastructure ChallengeWATER SERVICES SYSTEM STEWARDSHIP

4

2021 Daily ConsumptionWATER SERVICES – CLIMATE CHANGE

5

CUSTOMER LEVELS OF SERVICE OBJECTIVES

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1. Maintain Quality of the Drinking Water Delivered

2. Maintain Capacity and Reliability of the Water Supply System

3. Improve Environmental Stewardship

4. Minimize Timeline to recover from a Major Event (including Seismic, Power Interruption and Climate Change)

PERFORMANCE METRICS

7

Key Performance Metric Past Performance (Average)

Expected Performance 2022

Peak day per capita water use (liters per person per day) 620

Percent of GVWD capital program expenditures achieved 68%

Percent of GVWD minor capital program expenditures achieved 87%

Number of water samples collected from source reservoirs and the distribution system

22,848

Smolt capture in the CapilanoWatershed 18,143

PERFORMANCE METRICS

8

Key Performance Metric Past Performance (Average)

Expected Performance 2022

Annual volume of drinking water treated, delivered (in million litres) 383,978

Energy use in the treatment and delivery of drinking water (amount of gigajoules (GJ) used per ML of water)

0.49

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

3.21

Number of major interagency projects coordinated 10

Key InitiativesWATER SERVICES CONTINUOUS IMPROVEMENT

9

Initiative Outcomes

Increased in-house Project Management and Field Quality Control / Assurance

$2M / year reduction relative to outsourced engineering work by Consultants

Ozone optimization at Coquitlam Water Treatment Plant

$230k / year reduction in electricity and oxygen costs; Reduced greenhouse gas emissions by 17,200 kg CO2e per year

Replace aging infrastructure and meet growth demand

$100k / year reduction in leak repairs and environmental mgmt. due to commissioning of new South Delta Main #1

Key InitiativesWATER SERVICES CONTINUOUS IMPROVEMENT

10

Initiatives Outcomes

Energy Management: operational improvements

$30k / year electricity purchase reduction (reduction in energy use by at least 350,000 KWh / year)

Implement the environmental management system

Increased compliance with Regulations and reduced risk of litigation

Move pipe storage from U.S. facility to GVS&DD space near Coquitlam Landfill

Reduced storage charges, saving approximately $200k / year

BUDGET OVERVIEW

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2022 MV Budget, $1,017.9M

Water Services,$335.4M

2022 Operating Budget Breakdown – Water Services

2 3 4 5 6

Water Services Financial PlanOPERATING EXPENDITURES

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171 175 183 200

221 244

-

50

100

150

200

250

300

0

100

200

300

400

500

600

1 2 3 4 5 6

$ M

illion

s

Series2 Series3 Series4 Series1

2022 – 2026 Water Services Financial PlanOverview:2021 Operating Budget: $320.1M2022 Operating Budget: $335.4M

4.8% increase

Drivers for Change:• Increased debt service

(growing capital program)• Managing contribution to capital

( Financial Management Policy)• Support for operating and

capital projects ( procurement, project management, other allocated programs)

Water Services Financial PlanOPERATING FUNDING

13

0

100

200

300

400

500

600

2021 2022 2023 2024 2025 2026

$ M

illion

s

Water Sales Other External Revenues Transfer from SIF Transfer from Reserves

Overview:2021 Operating Budget: $320.1M2022 Operating Budget: $335.4M

4.8% increase

Drivers for Change:• Water Sales• Reserves usage for Water

Rates stabilization

WATER SERVICES CAPITAL BUDGET

14

Water Mains Pump Stations Reservoirs Treatment Plants Others

Overview:

Capital Budget for Approval $2.7B

Drivers for Change:• Maintain service levels• Meet growth demands• Maintenance of existing infrastructure to

ensure the continuity of services• Improving resilience of the system to seismic

and climate change risks

Water Services Capital PlanCAPITAL EXPENDITURES

15

Overview:2021 Capital Cash Flow: $431.3M2022 Capital Cash Flow: $471.3M

9.3% increase

Drivers for change:• Capital project in progress carried

forward• Reviewed for deferrals and savings• Project risks and scope provisions

Water Services Capital PlanCAPITAL FUNDING

16

0

100

200

300

400

500

600

2022 2023 2024 2025 2026

$ M

illion

s

New External Borrowing Contribution to CapitalDevelopment Cost Charges ReservesExternal Funding - Interagency

Overview:2021 Capital Cash Flow: $431.3M2022 Capital Cash Flow: $471.3M

9.3% increase

Drivers for Change:• Contribution to Capital funding to

comply with Financial Management Policy

• DCCs assumed in place for 2024 and onwards

WATER SERVICES OPERATING HIGHLIGHTS

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Budget Year Initiative Description2022 Implement Online Chlorine Analyzers Installation of additional online chlorine analyzers within

the transmission system to provide real time chlorine residual data.

Improve safety at SCFP through Equalization Tanks Single Valve Isolation

Equalization tanks require isolation for valve repair, mixer maintenance, as well as tank inspection and cleaning. A new single isolation valve in front of the inlet box will simplify safety by reducing 110 lockout points to 3 lockout points.

Complete Loch Lomond Rock Slope Assessment and Stabilization

Stabilization of rock face above Loch Lomond dam, to prevent potential earthquake-induced rock fall.

Optimize CWTP Ozone Generator Cooling System

The ozone generator cooling system and logic control will be assessed and modified to achieve higher energy efficiency and potentially reduce the ozone generator power consumption.

Corrosion Control Monitoring Monitoring of the pH and alkalinity adjustments to help reduce corrosion in premise plumbing systems.


18

Budget Year Initiative Description

2022 Complete an Enhanced Water Quality Assurance (EWQA) audit

This process is a provincial accreditation requirement for the continued operation of the microbiological laboratory.

Complete an internal audit of the QMSDW actions

The Quality Management System for Drinking Water identifies potential risks to the water system and key control measures.

Implement Building Information Modeling (BIM) Phase I

Standards, protocols and training implemented for 3D design processes for Utilities, in collaboration with WS, LWS, PDE PMO and Corporate Digital Strategy

Pilot Earthquake Early Warning applications With SCFP, CWTP and LCOC network of sensors, begin experimenting with water supply applications for staff safety and saving water / infrastructure, emulating large earthquake

Develop Natural Capital Asset Evaluation Completion of a natural capital asset evaluation for GVWD water supply lands


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2023 Complete Next Dam Safety Review for Cleveland Dam

Complete the next scheduled Dam Safety Review for Cleveland Dam in accordance with the provincial Dam Safety Regulations.

BC Hydro CoquitlamWater Use Plan Update

Participate in BC Hydro’s review and update of the Coquitlam Water Use Plan

Complete Environmental Management System (EMS) for Water Services

Complete development of an ISO 14001 compliant EMS for Water Services that captures the Utility’s commitment to environmental protection and regulatory compliance.

‘Smart Water Network’ concept Develop strategy for digital transformation of the Water Utility and establish a digital foundation to enable enhanced data management and accessibility.

Complete CALA laboratory accreditation Canadian Association of Laboratory Accreditation is a certification requirement for the function of the Water Services laboratories.


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2024 North Shore Works Yard Planning Plan for redevelopment of Beach Yard Works Yard post-Second Narrows Water Supply Tunnel project completion.

Environmental Management System Complete ISO 14001 certification process for the water utilities Environmental Management System.

2025 Complete Next Dam Safety Review for Alpine Lake Dams

Carry out next scheduled formal dam safety reviews for Palisade, Burwell and Loch Lomond Dams

2026 Migrating to Next Generation SCADA Planning for the next generation SCADA as the existing SCADA System went online in 2007/2008. With technology and cyber-security rapidly evolving, there is a need to migrate to the best in class Internet of Things (IIOT) Edge Technology.

WATER SERVICESCAPITAL PROGRAM HIGHLIGHTS

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2022 Kersland & Little Mtn Reservoirs Structural Improvements

Structural maintenance/repair work to interior & exterior of reservoirs to extend service life.

2023 Commission Capilano Raw Water Pump Station Back-up Power

Backup power to convey raw water from the Capilano Reservoir to the SCFP.

2024 Complete Fleetwood Reservoir Valve control chamber, two new reservoir cells and 1 km of water main to meet growth

Commission Douglas Road main No.2 (Still Creek Section)

Additional operational capacity and resiliency for growth in Burnaby and New Westminster

WATER SERVICESCAPITAL PROGRAM HIGHLIGHTS

22

Budget Year Initiative Description2025 Commission Newton Pump Station Add capacity / resiliency in distribution

system between the Newton and Sunnyside Reservoirs

2026 Complete Hellings Tank Construction In-system storage to meet the growing demand

Complete Annacis Main No. 5 North and South Construction

Additional operational capacity and resiliency for growth south of the Fraser

WATER SERVICESWATER FINANCIAL PLAN SUMMARY

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WATER 2022-2026 CAPITAL PLAN

24

53%60% 63% 65% 63%

47% 40% 37% 35% 37%

0%20%40%60%80%

100%

1 2 3 4 5

Series1 Series2

2022 2023 2024 2025 2026

Annual Capital Expenditures (millions)

WaterServices $222.2 $203.0 $178.0 $158.6 $209.3

ProjectDelivery $249.1 $310.6 $305.3 $292.0 $355.5

Projects Summary:• Water Services – 134 projects in 2022-

2026 capital plan• Project Delivery – 8 projects in the

2022-2026 capital plan

PROJECT DELIVERY

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Delivery of highest-value, highest-risk and complex Water infrastructure valued at $1.5B over 2022-2026:• Coquitlam Lake Water Supply Coquitlam Water Main• Stanley Park Water Supply Tunnel Second Narrows Water Supply Tunnel• Annacis Water Supply Tunnel Cambie-Richmond Water Supply Tunnel

Through the Project Management Office:• Organization-wide Asset Management• Project Management and Capital Planning Support• Quality Management

26

WATER SERVICESHIGHEST VALUE, RISK AND CONSEQUENCE PROJECTS

2020 2030

26

WATER SERVICES2020 2030

Second Narrows Water Supply Tunnel

Annacis Water Supply Tunnel

Coquitlam Water Main

Construction

2022-2026FINANCIAL PLAN

Haney Water Supply Tunnel

Cambie-Richmond Water Supply Tunnel

2010

Coquitlam Lake Water Supply

Lulu-Delta Water Supply Tunnel

Stanley Park Water Supply Tunnel

Design

WATER SUPPLY TUNNEL PROJECTS

27

CONSTRUCTIONAnnacis Water Supply Tunnel

• Construction to start early 2022Second Narrows Water Supply Tunnel

• Construction in progressStanley Park Water Supply Tunnel

• Construction to start late 2022

$ 2022-2026 Cashflow$810 million

Second Narrows2019-2025

AnnacisTunnel2022-2027

Stanley Park2022-2027

Tunnel Boring Machine – Second Narrows Tunnel North Shaft

WATER SUPPLY TUNNEL PROJECTS

28

PLANNING AND DESIGNProject Updates• Lulu Island Delta Water Supply Tunnel

o Planning underway• Haney Water Supply Tunnel

o Planning underway• Cambie-Richmond Water Supply Tunnel

o Preliminary design starting in 2022


ConstructionLulu Island Delta Tunnel 2029-2034

Cambie-Richmond2027-2032

Haney Tunnel2030-2035Tunnel Boring Machine and Loading System

COQUITLAM LAKE WATER SUPPLY PROJECT

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ACCOMMODATE GROWTHProject Update• Project Definition

• Completion Q4-2021

• Permitting and Regulatory• Scheduled to begin 2022


Schedule to be reviewedCoquitlam Water Supply Project Rendering

COQUITLAM MAIN WATER PROJECT

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ACCOMMODATE GROWTHProject Update• Central Section

• Detailed Design, Construction 2022• South Section

• Detailed Design, Construction 2024• Cape Horn Section

• Detailed Design, Construction 2024


Construction begins – 2022Completion – 2029

Coquitlam Water Main Proposed Route

31

Questions?

Coho Creek Fisheries Enhancement

Capital Expenditure Summary Project UpdateAS OF AUGUST 31, 2021

Joel MelansonDIVISION MANAGER, ENGINEERING & CONSTRUCTIONWATER SERVICESWater Committee, October 14, 202147831464

5.3

Status of 2021 Water Services Capital ProgramCAPITAL EXPENDITURE SUMMARY REPORT

• 128 total projects included in program

• 96 active projects

• 32 projects not yet started

Status of Overall Water Services Capital ProgramCAPITAL EXPENDITURE SUMMARY REPORT

• Total value of all work identified in the plan is $8.2B

• 2021 Budget is $433.6M

• Pro-rated Capital Budget to end of August is $289M

• Actual expenditures to end of August were $123.3M

• At this time, the planned work is expected to be completed within budget

4

KEY PROJECTS

1. Port Mann Main No. 2

2. Douglas Road Main No. 2 – Still Creek Section

3. Jericho Reservoir

4. Kennedy Newton Main

5. Central Park Main

2COQUITLAM

MAPLE RIDGE

SURREY

DELTA

VANCOUVER

RICHMOND

LANGLEY

NORTH VANCOUVER

WESTVANCOUVER

BURNABY

PORT COQUITLAM

ANMORE

PORT MOODY

GRANDVIEW

NEWTON

WALLEY

CAPE HORN

CANTRALPARK

MAPLE RIDGERESERVOIR

CLAYTON

Secondary DisinfectionSecondary Disinfection

Pump StationPump Station

ReservoirReservoir

MAPLE RIDGE

SASAMAT

SUNNYSIDE

PEBBLE HILL

VANCOUVER HEIGHTS

LITTLE MOUNTAIN

SEYMOUR CAPILANO

WESTBURNCO

BURNABY MOUNTAIN

GREENWOOD PARK

5

4 3

1

PORT MANN MAIN NO. 2 SOUTH

5

Rotary Drill Rig advancing a pile casing

South Shaft tie-inExcavation Work

DOUGLAS ROAD MAIN NO. 2 – STILL CREEK SECTION

6

1500mm steel pipe with test head being installed Pipe trenching

JERICHO RESERVOIR

7

Water feature at southwest corner of reservoir facing northWater feature at southwest corner of reservoir facing east

KENNEDY NEWTON MAIN & ANNACIS MAIN NO. 5 SOUTH

8

Form work and rebar for underground line valve chamber

Trench ready for pipe installation

CENTRAL PARK MAIN NO. 2

9

Installation of the 1.2 meter diameter pipe section

Lowering pipe in trench

10

Questions

Capilano Reservoir

Drinking Water Conservation Plan Update

Lucas PittsDirector (Acting), Policy, Planning & Analysis, Water Services

47983931

Capilano Reservoir

Water Committee October 14, 2021

5.5

BACKGROUND

2

Drinking Water Conservation Plan (DWCP) approved by the Board in 2017 and implemented by members on May 1, 2018• Metro Vancouver:

o Develops and maintains the DWCP which is regional policy approved by the GVWD Board

o GVWD Commissioner makes decisions to activate stages of the plan when deemed necessary

o Engages the public regarding water conservation

• Member Jurisdictionso Develop municipal bylaws to implement the DWCP staged watering restrictionso Communicate with local residents about watering restrictionso Monitor and enforce municipal bylaws on watering restrictions

Sustained High Demand – 2021WATER CONSERVATION CHALLENGES

3

• Record-breaking heat wave and a dry, hot summer led to unprecedented high water demand trends

• Changing behavior is difficult - need to adjust existing initiatives and collaboratively innovate new approaches to drinking water conservation

BENEFITS OF WATER CONSERVATION

Seymour Falls Dam

• Help defer future capital projects

• Delay or avoid moving to more restrictive stages

• Reduce environmental impacts of water and wastewater treatment, transmission and collection

• Improve operational flexibility

5

• Stage 1 amendment: o Restrict lawn watering to 1

day/week on Saturday/Sunday o Shorten watering window by 1

hour (5am to 9am)• Stage 2 to ban lawn watering• Stage 3 stays the same

DRINKING WATER CONSERVATION PLAN UPDATEProposed Updates

COMMUNICATIONS ANDENFORCEMENT

6

• Ensure clear and widespread public notification of the DWCP update and changes ahead of the 2022 season

• Provide additional support with education and enforcement programs

7

Use a little less. Care a little more.

Questions?

5.1 2022-2026 financial plan overview

Documents