hh.scrd.cahh.scrd.ca/files/file/administration/agendas/2016/2016-jun-23 cas...corporate and...

CORPORATE AND ADMINISTRATIVE SERVICES COMMITTEE

Thursday, June 23, 2015 SCRD Boardroom, 1975 Field Road

AGENDA

CALL TO ORDER: 9:30 a.m.

AGENDA

1. Adoption of Agenda

PETITIONS AND DELEGATIONS

2. Spring Ice at Sechelt Arena 1. Tom Pinfold, Chair, Sunshine Coast Pickleball

Association 2. Communication from the Sunshine Coast Pickleball

Association (Voting – All)

Annex APages 1-2

3. Strategic Energy Management Plan Update (SEMP) 1. Delegation: Brian O’Donnell, Prism Engineering Ltd.

(presentation) 2. Staff Report – Sustainability and Education Coordinator

(Voting – All)

Annex Bpp. 3-11

pp. 12-51

REPORTS

4. Manager, Financial Services – Financial Reporting Requirements and Statement of Financial Information, Year Ended December 31, 2015 (Voting – All Directors)

Annex Cpp. 52-114

5. General Manager, Corporate Services / Chief Financial Officer – 2015 Sunshine Coast Regional District (SCRD) Corporate Annual Report – available on the web at http://www.scrd.ca/Annual-Reports (Voting – All Directors)

Annex Dp. 115

6. Chief Administrative Officer – Gibsons Hot Tub Update (Voting – All)

Annex Epp. 116-133

TaraC

Typewritten Text

Corporate and Administrative Services Committee Agenda – June 23, 2016

7. Chief Administrative Officer – Advocacy Strategy and Community Development Framework (Voting – All)

Report to follow

8. Senior Manager, Administrative and Legislative Services / Corporate Officer and Chief Administrative Officer – Standing Committee Structure (Voting – All)

Annex Fpp. 134-137

9. Deputy Corporate Officer – 2016 Union of British Columbia Municipalities (UBCM) Resolution – Funding for Adult Basic Education (Voting – All)

Annex Gpp. 138-139

10. Purchasing Officer – Contracts Between $20,000 and $100,000 (Voting – All Directors)

Annex Hp. 140

COMMUNICATIONS

11. Honourable Peter Fassbender, Ministry of Community, Sport and Cultural Development Regarding: Appointments at 2016 Union of British

Columbia Municipalities (UBCM) Convention (Voting – All)

Annex Ip. 141

NEW BUSINESS

IN CAMERA

That the public be excluded from attendance at the meeting in accordance with Section 90 (1) (e) and (k) of the Community Charter “the acquisition, disposition or expropriation of land or improvements, if the council considers that disclosure could reasonably be expected to harm the interests of the municipality” and “negotiations and related discussion respecting the proposed provision of a municipal service that are at their preliminary stages and that, in the view of the council, could reasonably be expected to harm the interests of the municipality if they were held in public.”

ADJOURNMENT

Sunshine RECEIVED

Mr. Garry Nohr,Chair, SCRD BoardSechelt, BC

I am writing in connection with a recent proposal by a group called the Spring Ice Committee to extendthe ice time at the Sechelt Arena to May31 starting in 2017. The Sunshine Coast PickleballAssociation (SCPA) is strongly opposed to this proposal for the simple reason that implementing itwould reduce pickleball playing hours at Sechelt Arena, the most popular pickleball venue on theSunshine Coast, by about 40%. This year, from April 9 through May 21, pickleball generated 717player-visits to the Sechelt Arena. Needless to say, losing that amount of pickleball play would have adevastating impact on the Spring-Summer pickleball program.

A little background may be useffil to understand the popularity of pickleball on the Sunshine Coast.First, what is it? Pickleball is a frn paddle sport created for all ages and skill levels. The rules aresimple and the game is easy for beginners to learn, but can develop into a quick, fast-paced,competitive game for experienced players. Its popularity is widespread across North America andspreading to Europe. On the Sunshine Coast, we estimate there are about 300 people currently active inpickleball from the Gibsons area to Pender Harbour. Our own Association has grown from about 75members to close to 200 over the last three years. Access to Arena pickleball has been a major factor inthis growth; reducing arena Pickleball access will undoubtedly cause great unhappiness for many Coastresidents.

Originally ice activities were concentrated at the Sechelt Arena. With the addition of the GibsonsArena, ice users now get 14 months of ice time in a year at the two Arenas. Pickleball, on the otherhand, currently uses about 5 months of dry floor time at Sechelt (fours days per week totalling 14playing hours) and a little over 4 months, a two-hour block once per week at Gibsons. Arena use is

already highly skewed to ice users. Under the Spring Ice proposal, pickleball would be left with lessthan 3 months of floor to accommodate its large and growing body of players. If anything, it could beargued that pickleball should be allocated a greater amount of dry floor time not less.

As originally conceived arenas were ice facilities for ice sports. Today, as more and more adults.including seniors, are continuing to be physically active there is an increasing interest in dry floorsports such as pickleball, roller derby, roller hockey, badminton, table tennis, lacrosse, indoor soccer.In other words, the changing focus of adult sporting activity is effectively converting arenas into multi-

1

TaraC

Typewritten Text

TaraC

Typewritten Text

A

use facilities with a new set of demands for dry floor time. Expanding ice does not seem to us to be the

correct response to the growing demand for dry floor time.

Pickleball is very popular with the senior demographic (although it is quickly gaining many younger

converts). At a time with a rapidly growing senior population on the Coast, curtailing an activity,

which contributes to better physical and mental health among this group, is clearly counterproductive

in our view.

SCPA has been very’ pleased to manage the SCRD Drop-in Pickleball program (which includes free

instruction for new players) on a volunteer basis for the past three years. Essentially, doing so has

allowed the SCRD to mount a program with minimal operating costs - SCRD volunteers, no ice plant,

no Zamboni; as well as little or no maintenance costs, and no use of dressing rooms or other facilities -

all the while attracting many Coasters to arena facilities who would otherwise not be involved. But it’s

better than that: pickleball generates a net revenue for the SCRD, which has increased year to year over

the past three years, during the Spring, Summer and early Fall.

The SCRD/SCPA pickleball partnership and its resulting growth in the SCPA membership is the major

reason that we have been able to create the Arena Bowl Pickleball Tournament. The third annual event

will take place on June 4-5 (concurrently with National Health and Fitness Day) with 138 participants

pLaying 313 games over the two days. About 40% of the players come from the lower mainland,

Vancouver Island and Powell River.

Although I am writing about the impact of spring ice on Pickleball, SCPA is thIly aware that other dry

floor activities such as Roller Derby and Lacrosse will have similar issues. I mention this specifically

because we are concerned that their attempts to deal with a loss of dry floor time will cause them to

seek access to whatever limited time remains for Pickleball, farther jeopardizing the SCRD/SCPA

partnership.

SCPA has requested an opportunity to meet with you and the Board in the near thture to discuss this

matter with you.

Yours sincerely

It /iflII .. I t]_LC

(2

Tom PinfoldChairSunshine Coast Pickleball Association

c.c. SCRD Board MembersJanette Loveys, CAORoller GirlsSunshine Coast Lacrosse

2

Brian O’Donnell, P.Eng.Corporate Energy Manager

SCRD Energy Management UpdateJune 23, 2016

3

TaraC

Typewritten Text

B

Our SEMP Targets - Update

• Establishing short term and long term energy reduction targets through studies, collaboration and BEPI analysis– short term reduction targets of 12%, from 2011 levels, by 2018– long term reduction target of 30%, from 2011 levels, by 2025

• Comparison between 2011 and 2015:– Natural Gas use down by 50%– Electricity use down by 8%– Overall Gas and Electricity use down by 25%

• 2015 Electricity use was 477,600 kWh’s less than 2014

2

4

Our AccomplishmentsAnnual

CostAnnual

AvoidanceCumulative Avoidance

Corporate Energy Costs

2011 $1,052,028 0 0

2012 $900,999 $151,029 $151,029

2013 $956,635 $145,677 $296,705

2014 $973,190 $142,246 $438,951

2015 $819,019 $166,161 $605,112

Annual Consumption

Reduction From Baseline

Cumulative Reduction

Corporate Energy Consumption (ekWh)

2011 12,732,218 0 0

2012 10,641,735 2,090,483 2,090,483

2013 10,303,718 2,428,500 4,518,984

2014 10,587,985 2,144,233 6,663,217

2015 10,110,367 2,621,851 9,285,068

AnnualEmissions

Avoided Emissions Cumulative Avoidance

Corporate GHG Emissions (tCO2e)

2011 1,568 0 0

2012 1,160 408 408

2013 1,122 446 854

2014 1,051 414 1,371

2015 910 658 2,029

3

5

2015 Projects

4

Project Status Electrical Savings Gas Savings

Gibsons Pool Lighting Retrofit complete 51,471

Gibsons Pool Boiler Retrofit complete 248,075

Cliff Gilker Lighting Retrofit complete 3,292

Field Road Data Storage complete 51,392

Pender Harbour AFC Mechanical Upgrade complete 39,203

Sechelt Aquatic Centre Pot lights complete 10,800

Frank West Hall lighting complete 9,066

Gibsons Pool Boiler Pump Upgrade complete 3,000

Sechelt Arena Dehumidification complete 40,000

Garden Bay PS humidifier & Tstat complete 5,917

214,141 248,075

6

Core Element – Targets & Reporting

• Short term target met (exceeded)• BC Hydro target of project savings nearly achieved • Progress reporting extended to include facilities staff as

well as management

5

7

Sample EM Report

7

8

2016 Capital Plan…

8

Project Name Description kWhSavings

ekWhSavings

CostSavings Project Cost Rebate Simple

Pay Back

GACC Lighting Retrofit 135,500 $15,410 $98,000 $13,000 5.5

GACC Optimize RTUs 34,500 $2,960 $14,835 5

GACC Exhaust Fans 24,100 $2,690 $3,795 1.4

Chapman WTP VFD for DRP‐2101, 2002, 2103 70,649 $5,204 $38,000 7.3

Chapman WTP VFD for SWP‐5101, 5102 26,897 $1,981 $8,000 4

Langdale P. Stn. Replace Pump 33,818 $3,392 $15,000 4.4

Reed Road P. Stn. Replace Pump 55,178 $6,617 $29,300 4.4

Roberts Creek P. Stn. Replace Pump 30,016 $3,194 $24,925 7.8

Sandy Hook P. Stn. Replace Pump 25,823 $2,835 $10,080 3.6

Selma 1 P. Stn. Replace SP‐1 Pump 33,880 $3,801 $17,000 4.5

470,361 $48,084 $258,962 5.4

9

2017-2020 Capital Projects Identified

9

Recommended Implementation

Year

Table 1. Post 2016 Potential Projects

Estimated Values

Project Name Description kWh

Savings ekWh Savings

Cost Savings Project Cost Rebate Simple

Pay Back

2017 GACC Re‐Cx DHW Heat Recovery 60,000

$3,190 $8,700 2.7

2017 GACC Optimize Arena

Controls 20,400 $1,800 $8,100 4.5

2017 GACC Optimize Ice Slab Resurfacing 101,389

$5,400 $35,600 6.6

2017 GACC VFD Brine Pump 21,200 $1,818 $9,500 5.2

2017 SAC Continuous Optimization 50,000 $500 $2,500 5

2018 PHAFC Solar Thermal for DHW 50,000 $4,000 $96,000 24

2018

Gibsons Fire Hall Lighting Retrofit 20,000 $1,800 $35,000 $4,000 17.2

2018

Selma 1 P. Stn.

20kW Micro Hydro 138,000 $13,800 $300,000 21.7

2019 GACC 150kW PV 150,000 $15,000 $250,000 16.7

2019

Chapman WTP 45kW PV 45,000 $4,500 $65,000 14.4

2020 GACC Low‐e ceiling 35,000 $3,000 $67,500 22.5

2020 GACC LED Retrofit for T8 Luminaires 19,600 $1,682 $39,600 23.5

2020+ Field Road 15kW PV 15,000 $1,500 $20,000 13.3

Totals Post 2016 564,200

10

Questions and Comments

Thank you

Brian O’Donnell, P.Eng.,[email protected] Energy Manager

10

Photo credit: igoholiday.ca

11

SUNSHINE COAST REGIONAL DISTRICT STAFF REPORT TO: Corporate and Administrative Services Committee – June 23, 2016

AUTHOR: Raphael Shay, Sustainability and Education Coordinator

SUBJECT: STRATEGIC ENERGY MANAGEMENT PLAN (SEMP) 2015 UPDATE

RECOMMENDATION(S)

THAT the report titled “Strategic Energy Management Plan (SEMP) 2015 Update” be received;

AND THAT the Strategic Energy Management Plan 2015 Update be adopted.

BACKGROUND

This cover report serves as a summary to the 2015 Update of the SCRD Strategic Energy Management Plan (SEMP), which can be found in Attachment A.

The Sunshine Coast Regional District (SCRD) adopted a Strategic Energy Management Plan (SEMP) in 2013. The primary objective of the SEMP is to expand the organization’s approach to managing corporate energy and better align its business practices to improve overall energy performance. The SEMP addresses five key areas, including Policy, Targets/Reporting, Plans/Actions, Teams/Committees, and Employee Awareness/Training to improve the organization’s approach to energy management.

The SEMP comes from Energy Management Assessment (EMA) diagnostic sessions hosted by BC Hydro in 2011, 2013, and 2014, which helped the SCRD better understand the areas in which energy management practices could be improved. Subsequently, the SCRD, in partnership with BC Hydro, filled the position of Corporate Energy Manager (CEM) in April 2013 to champion the development and implementation of a SEMP.

The SEMP builds upon a variety of plans and strategies, including We Envision (2012) and the Corporate Energy and Emissions Plan (2009). Additionally, the SEMP is instrumental in bringing the SCRD closer to its carbon neutral commitment as a signatory to the Climate Action Charter and comprise a large part of the SCRD initiatives for the Climate Action Revenue Incentive Program (CARIP).

The SEMP is a working document that is updated annually. The 2015 updates were completed by Prism Engineering. Prism Engineering has been working on energy management since 1990 and brings a breadth of experience to the SCRD.

12

TaraC

Typewritten Text

TaraC

Typewritten Text

B-1

Staff Report to Corporate and Administrative Services Committee SEMP 2015 Update Page 2 of 3

B1 - 2016-Jun-23 SEMP Update CAS Report

DISCUSSION

The SEMP has a short term energy use reduction target of 12%, from 2011 levels, by 2018; and long term reduction target of 30%, from 2011 levels, by 2025. A continued commitment to this plan could realize cumulative energy cost avoidances of nearly $1.3 million by 2018 and over $5.8 million by 2024.

Section 4 outlines the significant strides towards Corporate Greenhouse Gas (GHG) emissions and energy reduction targets. In comparison with what the SCRD would have used if buildings had performed the same as they did in 2011, in 2015 the SCRD avoided $166,105 in energy costs, 2.62 eGWh in energy, and 658 tCO2e GHG reduction. 2015 projects alone saved 462,216 ekWh, the equivalent used by more than 39 average homes in British Columbia.

Since 2011, the SCRD has invested approximately $1.55 million and avoided nearly $605,000 in utility costs, yielding an 11% Internal Rate of Return (IRR) on a low risk investment. This represents over 9.29 eGWh in energy, and GHG reductions of 2,029 tCO2e. Corporate energy management has thus proven vital for the organization to address rising utility costs, ongoing maintenance costs, and reducing energy consumption and GHG emissions.

To increase awareness and engagement, staff began sharing energy performance update reports with management and staff at all the facilities, presented in a format that can be easily understood by the staff and public alike. See Appendix G of the SEMP for an example report. These reports are posted in staff and public facing areas and will be updated quarterly.

Staff engagement was also carried out via the CREW (Conserve, Reduce Energy Waste) committee, which is tasked with maintaining engagement with their respective departments, has participated in creating articles, and implemented a Bright Ideas competition that led to new ideas and Brainstorming Sessions with working groups from each department.

In November 2015, 13 SCRD operations staff from Infrastructure, Parks and Recreation attended an energy management workshop. It raised awareness on energy use and ways to reduce waste and improve efficiency. The workshop included a series of checklists designed to help staff find energy management opportunities. Staff plan to conduct an additional workshop in 2016 with other operators that were not at the 2015 workshop.

Performance

Section 5 presents a detailed view of the SCRD’s energy use. Electricity accounts for 59% of the SCRD’s energy use yet only 7% of GHG emissions. Natural gas accounts for 24% of total energy use and 47% of GHG emissions. Other, which includes propane, gasoline and diesel, accounts for 17% of energy use but 46% of GHG emissions.

Key performance indicators are also outlined for facility types in Section 5. These reveal decreasing trends and support the work done to date.

Section 6 provides a more detailed breakdown of our target into its associated parts to offer a better understanding of the work needed to reach them. This section also presents a more detailed picture of avoided costs from energy management investments. The SEMP proposes an investment of $3.7 million between 2016 and 2024. Through these investments, the SEMP projects a return on investment by 2025 and a net annual cost avoidance of approximately $486,000 by 2024 – bringing cumulative savings to $5.8 million from 2012 – 2024.

13

Staff Report to Corporate and Administrative Services Committee SEMP 2015 Update Page 3 of 3

B1 - 2016-Jun-23 SEMP Update CAS Report

Moving Forward

Section 7 outlines the many opportunities that still lay ahead for the SCRD. Many studies have been completed in previous years on a variety of facilities and have led to a list of potential projects. The project list will be continually updated to include anticipated energy savings, cost avoidances, project costs, simple payback, and GHG emission reductions. Furthermore, the information completed within the project list will provide each department with criteria for establishing budgets and business cases for Board approval.

Table 11 outlines potential projects for 2016 with a cost of $258,962 and 470,361ekWh in savings. Staff are applying for grant funding to assist with the implementation of a few of these projects. Table 12 outlines potential projects for future years. This list will continue to evolve as opportunities are identified.

STRATEGIC PLAN AND RELATED POLICIES

The SEMP supports the 2015-2018 SCRD Strategic Plan strategic priorities to Embed Environmental Leadership and ensure Fiscal Sustainability.

The SEMP also plays a role in moving the We Envision Regional Sustainability Plan forward with a particular attention on the sections of Housing as well as Climate and Energy; and a vital role in moving the SCRD closer to its carbon neutral commitments as a signatory to the Climate Action Charter.

CONCLUSION

The SEMP proposes corporate energy reduction targets of 12%, from 2011 levels, by 2018; and 30%, by 2025. In order to reach these targets the SEMP looks to develop and implement initiatives to address five key strategic areas, including Policy, Targets/Reporting, Plans/Actions, Teams/Committees, and Employee Awareness/Training.

The SCRD has met its short term reduction target for 2015. In comparison with what the SCRD would have used if buildings had performed the same as they did in 2011, in 2015 the SCRD avoided $166,105 in energy costs, 2.62 eGWh in energy, and 658 tCO2e GHG reduction. 2015 projects alone saved 462,216 ekWh, the equivalent used by more than 39 average homes in British Columbia. Since 2011, in its efforts to improve energy management business practices, the SCRD has avoided $605,000 in utility costs, over 9.29 eGWh in energy, and GHG reductions of 2,029 tCO2e.

Continued commitment to this plan could realize nearly $1.3 million in cost avoidances by 2018. With continued investment year over year to 2025, the SCRD will continue to drive down its operating costs and increase the annual energy savings and cost avoidance. The SEMP proposes an investment of $3.7 million between 2016 and 2024. Through these investments, the SEMP projects a return on investment by 2025 and a net annual cost avoidance of approximately $486,000 by 2024 – bringing the cumulative savings of $5.8 million from 2012 – 2024.

Reviewed by: Manager Finance X-TP GM X-BS Legislative CAO X-JL Other

14

2015 Update

SUNSHINE COAST REGIONAL DISTRICT

INFRASTRUCTURE SERVICES

STRATEGIC ENERGY MANAGEMENT PLAN

MARCH 2016

15

Strategic Energy Management Plan Page - i –

Table of Contents TABLE OF CONTENTS ........................................................................................................................................... I

LIST OF TABLES ................................................................................................................................................... II

LIST OF FIGURES ................................................................................................................................................. II

LIST OF ACRONYMS ........................................................................................................................................... III

1. EXECUTIVE SUMMARY ............................................................................................................................. 1

2. INTRODUCTION........................................................................................................................................ 2

3. OUR ORGANIZATION ................................................................................................................................ 3

3.1 ORGANIZATIONAL PROFILE ..................................................................................................................................... 3 3.2 LIST OF STAKEHOLDERS .......................................................................................................................................... 5 3.3 OUR COMMITMENT .............................................................................................................................................. 5 3.4 SUSTAINABILITY AS CONTEXT .................................................................................................................................. 5 3.5 ENERGY MANAGEMENT COMMITMENT .................................................................................................................... 5

4. OUR ACCOMPLISHMENTS ........................................................................................................................ 6

4.1 OUR 2015 ACCOMPLISHMENTS .............................................................................................................................. 7

5. OUR SITUATION ....................................................................................................................................... 9

5.1 ENERGY CONSUMPTION AND COSTS ......................................................................................................................... 9 5.2 KEY PERFORMANCE INDICATORS ........................................................................................................................... 10

6. OUR ACTIONS ......................................................................................................................................... 13

6.1 REDUCTION TARGETS .......................................................................................................................................... 13 6.2 ECONOMIC BENEFITS .......................................................................................................................................... 14

7. OUR OPPORTUNITIES .............................................................................................................................. 16

7.1 ENERGY EFFICIENCY ............................................................................................................................................ 16 7.2 CONSERVATION AWARENESS ................................................................................................................................ 19 7.3 ONGOING TRAINING ........................................................................................................................................... 19 7.4 FINANCIAL RESOURCES ........................................................................................................................................ 19

8. CONCLUSION .......................................................................................................................................... 21

A. 2014 EMA SUMMARY ............................................................................................................................. 22

B. 2013 EMA SUMMARY ............................................................................................................................. 23

C. 2011 EMA SUMMARY ............................................................................................................................. 24

D. 2014 EMA RECOMMENDED ACTION ITEMS .............................................................................................. 25

E. OTHER POTENTIAL PROJECTS .................................................................................................................. 30

F. COMPLETED PROJECTS ............................................................................................................................ 31

G. ADMIN BUILDING – FIELD ROAD .............................................................................................................. 33

16

Strategic Energy Management Plan Page - ii –

List of Tables

TABLE 1. ORGANIZATIONAL PROFILE (2015) ....................................................................... 3 TABLE 2. KEY STAKEHOLDERS ........................................................................................... 5 TABLE 3. SUMMARY OF CORPORATE ENERGY ACCOMPLISHMENTS ...................................... 6 TABLE 4. 2015 FY PROJECTS ............................................................................................. 7 TABLE 5. ANNUAL ENERGY CONSUMPTION AND COSTS BY SECTOR TYPE (2015) ................. 9 TABLE 6. ANNUAL ENERGY CONSUMPTION AND COSTS BY UTILITY TYPE (2015) .................. 9 TABLE 7. ENERGY CONSUMPTION KPIS ............................................................................ 11 TABLE 8. GHG EMISSION PERFORMANCE AND TARGETS ................................................... 11 TABLE 9. BUILDING ENERGY PERFORMANCE INDICES (EKWH/M2) ...................................... 12 TABLE 10. ENERGY STUDIES UNDERTAKEN AND PLANNED ................................................ 16 TABLE 11. 2016 POTENTIAL PROJECTS ............................................................................ 17 TABLE 12. POST 2016 POTENTIAL PROJECTS ................................................................... 18 TABLE 13. EMA RECOMMENDED ACTION ITEMS ................................................................ 25 TABLE 14. POTENTIAL PROJECTS ..................................................................................... 30 TABLE 15. COMPLETED PROJECTS ................................................................................... 32

List of Figures

FIGURE 1. TOTAL ENERGY COST FORECAST ..................................................................... 14 FIGURE 2. TOTAL ENERGY COST AVOIDANCE FORECAST .................................................. 15

17

Strategic Energy Management Plan Page - iii -

List of Acronyms

BAU Business As Usual GJ Gigajoule

CARIP Climate Action Revenue Incentive Program GRF Green Revolving Fund

CEEP Community Energy & Emissions Plan HP Horse Power

CEM Certified Energy Manager HVAC Heating Ventilation and Air Conditioning

CorpEEP Corporate Energy & Emissions Plan ICI Institutional, Commercial, Industrial

C.Op Continuous Optimization KPI Key Performance Indicator

CREW Conserve! Reduce Energy Waste kW Kilowatt

ECM Energy Conservation Measure kWh Kilowatt Hour

ekWh Equivalent Kilowatt Hour M&V Measurement and Verification

EMA Energy Management Assessment PSP Power Smart Partner

EPI Energy Performance Index PSPC Power Smart Partner Custom

ESPC Energy Saving Performance Contract PSPX Power Smart Partner Express

EUI Energy Utilization Intensity SEMP Strategic Energy Management Plan

GHG Greenhouse Gas tCO2e Tonnes Carbon Dioxide Equivalent

18

Strategic Energy Management Plan Page - 1 -

1. EXECUTIVE SUMMARY

The Sunshine Coast Regional District has demonstrated their commitment to addressing climate change through its many efforts to reduce the organizations impact on the environment and mitigate its Green House Gas Emissions. To further pursue its vision of environmental sustainability and lessen its demand for resources the SCRD adopted a Strategic Energy Management Plan (SEMP). The SEMP addresses five key areas, including Policy, Targets/Reporting, Plans/Actions, Teams/Committees, and Employee Awareness/Training to improve the organization’s approach to energy management.

By effectively addressing the five key areas, the SEMP projects a short term energy use reduction target of 12%, from 2011 levels, by 2018; and long term reduction target of 30%, from 2011 levels, by 2025. A continued commitment to this plan could realize cumulative energy cost avoidances of nearly $1.3 million in by 2018 and over $5.8 million by 2025.

In comparison with what the SCRD would have used if buildings had performed the same as they did in 2011, in 2015 the SCRD avoided $166,105 in energy costs, 2.62 eGWh in energy, and 658 tCO2e GHG reduction. 2015 projects alone saved 462,216 ekWh, the equivalent used by more than 39 average homes in British Columbia. Since 2011, in its efforts to improve energy management business practices, the SCRD has avoided $605,000 in utility costs, over 9.29 eGWh in energy, and GHG reductions of 2,029 tCO2e. Thus, corporate energy management has proven vital for the organization to address rising utility costs, ongoing maintenance costs, and reducing energy consumption and GHG emissions.

Building upon the orginal plan of 2013, this SEMP presents an updated list of completed and additional projects to be implemented over the next years that will prove aggregated, attainable, and affordable. Through the implementation of these projects the SCRD can expect to meet its targets.

The partnership with BC Hydro has proven beneficial. The funding support and additional resources made available to the SCRD, as a member of the Power Smart Alliance, has been pivotal to ensuring the early success of the program. To further advance the program, each member of the SCRD, in coordination with the Energy Manager, understands their role in the seeing the success of the SEMP and will work together to realize the reduction targets set out. In accordance with the plan, and the commitment made through its adoption, the SCRD acknowledges the need for change, embrace innovation, and encourage one another to seeing the commitments through.

In early 2016, BC Hydro withdrew their support for the Energy Manager funding partnership commencing the end of April 2016 due to fiscal restraint within their organization. Hydro has offered to continue their funding for one additional quarter, finishing in June 2016.

SCRD recognizes the importance of the Energy Manager position and has funded the postion for an additional year, to the end of March 2017, and will review continued funding on an annual basis.

19


2. INTRODUCTION

This is the 2015 update to the ongoing Strategic Energy Management Plan (SEMP). This update performance compares the performance of SCRD buildings, water & waste water services, fleet, and outdoor lighting between 2011 and 2015. This update includes the projects implemented and engagement activities carried out in 2015 and presents a list of projects to be implemented over the next years that will prove aggregated, attainable, and affordable to meet the corporate energy reduction targets.

The SCRD has demonstrated its commitment to addressing issues of climate change through its participation in the Partners for Climate Protection (PCP) program and the BC Climate action charter, in which it pledges to strive for carbon neutrality. The SCRD achieved a major milestone in 2009 by publishing a Corporate Energy and Emissions Plan which inventories and forecasts the GHG emissions and energy use of its corporate operations.

To build upon this acheivement, the SCRD has participated in several Energy Management Assessments (EMA) in 2011, 2013, and 2014 (Appendix A - C). These diagnostic sessions were designed to reveal areas in which the organization experiences an imbalance in its energy management approach and highlights areas that have experienced improved rigor and attention. The desired result is that bringing key interrelated energy management business practices into better alignment will improve the overall energy performance.

To champion the pursuit of improving the overall corporate energy management approach, the SCRD filled the (BC Hydro sponsored) position of Corporate Energy Manager (CEM) in April 2013. In 2015, the person holding the CEM role relocated to other employment and the SCRD hired Prism Engineering through a consulting contract to continue the CEM position. The role of the CEM is to develop and implement a Strategic Energy Management Plan (SEMP) addressing the five key areas set out in the Energy Management Assessment, which includes the following:

Policy to incent participation in energy conservation initiatives by providing opportunities for senior management to recognize and reward actions from individuals or teams that contribute toward established energy efficiency targets.

Targets / Reporting to proactively deliver regular energy intensity reports to key site and management personnel for use in troubleshooting variances from established targets. Regularly reviewing energy intensity reports with key site and management personnel and establish protocols for troubleshooting and resolving variances from established targets.

Plans / Actions to ensure operating and maintenance procedures instruct personnel to make appropriate adjustments in energy-using equipment aimed at maintaining proper space conditions while optimizing consumption patterns.

Teams / Committees to establish energy coordinators at all key sites and departmental areas. Increasing broader participation in energy conservation initiatives by more effectively utilizing site/departmental energy coordinators.

Employee Awareness / Training to ensure communication of the energy policy and program plan to the broader organizational stakeholders in order to produce better results in raising energy conservation across the whole organization in general.

20


3. OUR ORGANIZATION

3.1 Organizational Profile

Table 1. Organizational Profile (2015)

Personnel

Industry Sector

Local Government Education Health Commercial (_____________________) Other (_____________________)

Number of Employees

232 Total 152 Fulltime

Number of Sites 115+ Hydro Accounts 10 Fortis Accounts 50+ Fleet Vehicles/Equipment

Energy Manager Brian O’Donnell (Prism Engineering consulting contract) since August 2015

Key Stakeholders

Sunshine Coast Regional District Board of Directors BC Hydro Fortis BC

Executive Support Janette Loveys, CAO Bryan Shoji, GM, Infrastructure

Services

Conserve! Reduce Energy Waste (CREW) Committee

Facility Operations Supervisor Senior IT Coordinator Utilities Superintendent Parks Planning Coordinator Sustainability & Education Coordinator

Transportation Assistant Communication Officer Planner II Corporate Energy Manager

Facility Energy Efficiency Committee

Manager of Facility Operations Facility Operations Asst. Supervisor Facility Operator II - GACC Facility Operator - GDAF

Facility Operator II - SAC Facility Operator I - SCA Corporate Energy Manager

Energy Volunteers SCRD CREW Pledges

21


Operations

Energy Management Issues / Obstacles

Energy Manager – 2016 Funds in the Operating Budget Increased services to growing public requiring energy consuming assets Expansion of buildings that lead to inefficient systems Sofi Data collection and reports ongoing Non-accountable energy management for sites under each department Incomplete asset registry Lack of energy consumption by end use profiling (e.g. pumps, fans, ice plant, etc.) Underdeveloped performance indices and irregular reporting

Core Business Metrics

kWh / m2 floor space kWh / m3 water heated

kWh / m3 water pumped

Business Year January 1st to December 31st

Budget Cycle January 1st to December 31st

Maintenance Cycle January 1st to December 31st

Budget (in thousands)

2012 2013 2014 2015 20161 2017 2018

Maintenance Budget $ 281 $ 297 $ 278 $ 401 $ 380 $ 290 $ 290

Energy Efficiency Projects Budget $ 655 $ 324 $ 315 $ 350 $ 2592 $ 400 $ 400

Operations Budget $ 29,647 $ 29,8303 $ 31,767 $ 33,818 $ 34,573 $ 33,985 $ 34,303

Utilities Budget Hydro $ 558 $ 584 $ 645 $ 658 $ 659 $ 637 $ 657

Natural Gas $ 229 $ 163 $ 140 $ 140 $ 134 $ 134 $ 134

Other Fuel $ 544 $ 579 $ 602 $ 651 $ 653 $673 $ 696

Capital Budget $ 12,459 $ 11,361 $ 9,514 $ 8,158 $ 15,8353 $ 1,835 $ 1,777

2017 and future budget numbers are unapproved by the Board at this time.

1 Current year 2 Pending budget approval for 2016 – 2018 3 Base budget shown for 2016 – 2018

22


3.2 List of Stakeholders There are key personnel that play a critical role in the success of the Strategic Energy Management Plan. Without the collaboration, cooperation, and commitment of those members listed in Table 2 below, the targets outlined in this plan cannot be realized.

Table 2. Key Stakeholders

Title Title

Board of Directors Manager – Transit & Fleet

Chief Administration Officer Manager – Waste Reduction & Recovery

General Manager – Infrastructure Manager – Information Technology

General Manager – Community Services Fire Chief – Gibsons

Manager – Recreation Services Volunteer Fire Chief – Roberts Creek

Manager – Pender Harbour Pool Volunteer Fire Chief – Halfmoon Bay

Manager – Financial Services Volunteer Fire Chief – Egmont District

Manager – Parks & Trails SCRD Senior Key Account Manager

Manager – Utilities Program Manager, Commercial Marketing

3.3 Our Commitment The Sunshine Coast Regional District envisions a zero waste community that has reduced greenhouse gas emissions to sustainable levels and is building resilience against the impacts of climate change.

3.4 Sustainability as Context To achieve our commitment, in 2012 the Sunshine Coast Regional District prepared “We Envision”, a Regional Sustainability Plan for the Sunshine Coast (www.onecoast.ca). The ultimate goal of this work is to enable a common long range vision, as well as a coordinated road map for sustainability-in-action in our communities.

3.5 Energy Management Commitment Energy management is central to creating more environmentally sustainable operational practices. In 2013, the Sunshine Coast Regional District approved its Strategic Energy Management Plan. This demonstrated our commitment to addressing climate change through our many efforts to reduce the organizations impact on the environment and mitigate Green House Gas Emissions.

By effectively addressing the Plan, the SEMP will achieve a short term energy use reduction target of 12%, from 2011 levels, by 2018; and long term reduction target of 30%, from 2011 levels, by 2025. A continued commitment to this plan could realize cumulative energy cost avoidances of nearly $1.2 million in by 2018 and over $5.3 million by 2025. At the end of 2015 we are on target to meet these goals.

23


4. OUR ACCOMPLISHMENTS

In recent years the Sunshine Coast Regional District has made significant strides towards Corporate GHG emissions and energy reduction targets. The 2018 emission and energy reduction targets set out in the CorpEEP, were achieved by the end of 2013. In addition to these targets, several other key plans have been developed to further direct the organization towards environmental sustainability.

Keeping in accord with the direction given through these plans, the SCRD has invested in many capital projects. Since 2011, the SCRD has invested approximately $1.55 million and avoided $605,000 in energy costs, yielding an 11% Internal Rate of Return (IRR) on a low risk investment. This has reduced overall energy use by over 9.29 eGWh and Green House Gas emissions by 2,029 tCO2e. The total energy costs, energy savings, and GHG emissions reductions for the period 2012 to 2015 are summarized in Table 3 below.

Table 3. Summary of Corporate Energy Accomplishments

Annual Cost

Annual Avoidance

Cumulative Avoidance

Corporate Energy Costs

2011 $1,052,028 0 0

2012 $900,999 $151,029 $151,029

2013 $956,635 $145,677 $296,705

2014 $973,190 $142,246 $438,951

2015 $819,019 $166,161 $605,112

Annual Consumption

Reduction From Baseline

Cumulative Reduction

Corporate Energy Consumption (ekWh)

2011 12,732,218 0 0

2012 10,641,735 2,090,483 2,090,483

2013 10,303,718 2,428,500 4,518,984

2014 10,587,985 2,144,233 6,663,217

2015 10,110,367 2,621,851 9,285,068

Annual Emissions

Avoided Emissions Cumulative Avoidance

Corporate GHG Emissions (tCO2e)

2011 1,568 0 0

2012 1,160 408 408

2013 1,122 446 854

2014 1,051 517 1,371

2015 910 658 2,029

24


4.1 Our 2015 Accomplishments

4.1.1 Policy In 2015 SCRD maintained a strong commitment to energy management and sustainability at the management level. Presentations were made to the senior managers and the Board during the year.

Management has encouraged energy project implementation and supports a budgeting strategy where energy management is coordinated with planned capital projects so that efficiency opportunities are realized within facilities upgrade and expansion projects.

4.1.2 Targets/Reporting Our focus has been to meet or exceed our short term and long term targets for energy reduction. Our strategy includes implementation of energy efficient projects and the engagement of management, staff and facility users and includes providing feedback to all these groups.

In 2015 we began sending energy performance update reports out to the management and staff at all the facilities, presented in a format that can be easily understood by the staff and public alike. Reports show a multiple year graph of enegy use, the overall change in percent, and a scale depicting the overall evaluation (see Appendix G for an example report). These reports are posted in staff and public facing areas and will be updated quarterly.

4.1.3 Plans / Actions In 2015, several projects were implemented, some were in conjunction with BC Hydro incentives, and some were implemented without incentives. The following tables summarizes the projects implemented this year.

Table 4. 2015 FY Projects

Project Status Electrical Savings (kWh’s)

Gas Savings (ekWh’s)

Gibsons Pool Lighting Retrofit complete 51,471 Gibsons Pool Boiler Retrofit complete 248,075Cliff Gilker Lighting Retrofit complete 3,292 Field Road Data Storage complete 51,392 Pender Harbour AFC complete 39,203 Sechelt Aquatic Centre Pot lights complete 10,800 Frank West Hall lighting complete 9,066 Gibsons Pool Boiler Pump Upgrade complete 3,000 Sechelt Arena Dehumidification complete 40,000 Garden Bay PS humidifier & T’stat complete 5,917 214,141 248,075

4.1.4 Teams / Committees SCRD established their energy committee in 2013. The CREW (Conserve Reduce Energy Waste) committee met six times during the 8 month period that Prism Engineering has provided

25


Energy Manager services. The CREW is tasked with maintaining engagement with their respective department staff through various communication techniques such as articles in local newspapers and internal newsletters, activities, such as Bright Ideas competition, and providing a communication link between the Energy Manager and the departments.

The committee has generated new ideas for energy management within their departments and has embraced the idea of Brainstorming Sessions with working groups from each department to encourage participation and generate interest and projects for saving energy.

4.1.5 Employee Awareness / Training In November 2015 an energy management workshop was presented at the Transportation Centre for operations staff from the Infrastructure, Parks and Recreation Departments. A total of 13 SCRD staff attended the workshop. The session was focused on demonstrating a methodology for finding energy savings oportunities at their facilities. It raised awareness on energy use and ways to reduce waste and improve efficiency. The workshop included a series of checklists designed to help staff find energy management opportunities. The Brainstorming sessions mentioned in the section above are the next step from the workshop. We plan an additional workshop in 2016 with other operators that were not at the 2015 workshop.

4.1.6 Employee Awareness / Publications In 2015 we communicated with both our staff and the community with several articles in the local newspapers and the SCRD newsletters. The following is a summary of this years articles:

“BC Municipalities Lead the Way in Energy Conservation” Vancouver Sun Advertorial, Dec.11, 2015 produced by Postmedia Works and BC Hydro. The article features SCRD’s Bruce Bauman, Manager of Recreational Facilities discussing projects at SCRD’s aquatic centres and arenas.

“SCRD’s New Energy Manager”, SCRD The Crier newsletter, October 7, 2015

“A Sustainable Success Story” SCRD The Crier newsletter, October 7, 2015

“SCRD Recognized for Saving Energy” The Coast Current, November 2, 2015

“IT Upgrade Saves Energy at SCRD” The Coast Current, December 1, 2015

“Bright Ideas – Campaign Results and Actions”, internal website, February 2016

“Energy Champion – Kris Boutilier” The Crier newsletter, March 21, 2016

26


5. OUR SITUATION

5.1 Energy Consumption and Costs Table 5 illustrates the annual energy consumption by sector for 2015. Energy sources other than electricity or natural gas include diesel fuel, gasoline, and propane. The total energy consumed was 10.1 eGWh. For ease of comparison, fuel sources were converted from Gigajoule (GJ) to equivalent kilowatt-hour (ekWh).

Table 5. Annual Energy Consumption and Costs by Sector Type (2015)

Electricity (kWh)

Natural Gas

(ekWh)

Other (ekWh)

Total (ekWh) Cost tCO2e

Sector Total 5,980,060 2,418,283 1,712,024 10,110,367 $ 819,019 910

Buildings 3,864,206 2,325,839 56,443 6,246,488 $ 402,671 468

Vehicle Fleet - - 1,317,786 1,317,786 $147,993 321

Water & Waste Water 1,914,756 92,444 - 2,007,200 $ 185,359 36

Outdoor Lighting 149,306 - - 149,306 $ 40,963 2

Other 51,792 - 337,795 389,587 $42,033 83

Table 6 below illustrates the annual energy consumption by utility for 2015. The energy cost for all sectors amounted to $804,079. The combined GHG emissions were approximately 904 tCO2e.

Table 6. Annual Energy Consumption and Costs by Utility Type (2015)

Consumption (eGWh)

Percent Energy tCO2e tCO2e

per eGWh Cost Cost per eMWh

Utility Total 10.1 100 % 910 431 $ 819,019 $ 80.40

Electricity kWh 6.0 59% 60 10 $ 538,480 $ 89.75

Natural Gas ekWh 2.4 24% 433 180 $ 90,095 $ 37.04

Other ekWh 1.7 17% 417 245 $ 190,444 $ 102.28

27


5.2 Key Performance Indicators The ability to measure and monitor the performance of any system requires good management practice. Energy data can then be evaluated to determine Key Performance Indicators (KPIs) which enable the SCRD to determine the energy performance of the corporation, facility, system, and even individual equipment. Deciding which metrics to use depends on the type of data available, the accuracy of this data, and ability of the data to effectively show the energy performance of the asset of particular interest. Metrics were utilized to establish KPIs for both energy consumption and GHG emissions.

This SEMP uses historical data from 2011 to 2015 to analyze and evaluate the organization’s annual energy consumption and identify key areas which present the greatest opportunity for energy conservation measures and potential for subsequent energy savings.

A 2011 benchmark, or baseline, was established to identify performances of key energy consuming assets and flag areas that are out of range and present potential opportunities for ene rgy conservation measures to be implemented. The 2011 baseline was also used to reference savings targets and evaluate energy savings using our energy monitoring program.

The KPIs enable the evaluation of energy performance at a overall, subsector and sector, level. Table 7 shows the total annual energy intensity for each subsector. The KPI for Overhead Light (poles) is the same each year as no changes have been made to the light source, although some accounts have changed for Parks and the lighting at the Sunshine Coast Arena was moved onto the main Hydro account in 2014.

Some key changes that impact energy use since the baseline were the addition of the new South Pender Water Treatment Plant which came ‘online’ mid 2014. The Sunshine Coast Arena was also shutdown for 2013 due to repairs. The original 2013 SEMP did not account for the Sunshine Coast Arena and the new treatment plant becoming operational in 2014 resulting in an adjustment to the energy cost projections and reduction targets accordingly.

The SEMP provides an effective energy management strategy through the culmination of action items to be taken (Appendix D ).

28


Table 7. Energy Consumption KPIs

Variable 2011 2012 2013 2014 2015 2016 2017 2018

Energy per Pool Volume4 (ekWh/m3) 367 233 221 235 212 210 194 177

Energy per Community Hall (kWh/m2) 118 135 123 122 100 100 100 100

Energy per Fire Hall (ekWh/m2) 72 76 77 73 61 59 57 55

Energy per Administration Bldg. (kWh/m2) 192 197 152 141 128 120 107 94

Energy per Arena (ekWh/m2) 298 274 289 281 242 214 201 189

Energy per Works Yard (ekWh/m2) 144 132 135 112 90 90 88 86

Energy per Overhead Light (kWh/pole) 520 521 521 521 521 521 521 521

Table 8 shows the annual GHG emission targets for each utility type and sector. In 2011, natural gas emissions accounted for 44% of all corporate emissions and is therefore expected to offer the greatest opportunities for emission reduction. Based on the KPIs shown the emissions from natural gas may be reduced by 25%, which equates to a 13% reduction in total corporate emissions. For comparison, emissions from electricity will realize a 15% reduction, thereby contributing to a 3% emission reduction corporately.

Table 8. GHG Emission Performance and Targets

Variable 2011 2012 2013 2014 2015 2016 2017 2018 Electrical Energy GHGs (tCO2e) 162 159 65 60 60 58 57

Natural Gas Energy GHGs (tCO2e) 502 433 488 402 400 390 378

Other Fuel Energy GHGs (tCO2e) 323 317 370 381 370 302 299

Annual Building GHGs (tCO2e) 608 533 509 424 400 400 400

Annual Vehicle GHGs (tCO2e) 299 291 289 298 281 278 274

Annual Water Services GHGs (tCO2e) 72 59 42 36 34 30 30

Annual Outdoor Lighting GHGs (tCO2e) 5 4 2 2 1 1 1

Annual Other (inc Solid Waste) (tCO2e) 82 83 80 75 70

4 KPI measures energy use based on the volume of domestic water used for pools (water use at PHAFC does not include domestic hot water (DHW)).

29


Table 9 below compares the energy performance of sixteen key buildings and the percent change between 2011 and 2015 – a negative percent change is highlighted as a reduction in energy intensity. Of the facilities listed, the majority show an improvement in both electricity and combined energy performance. The buildings with variable use occupancy, such as community halls and fire halls are difficult to compare on a BEPI basis as that variable is not included in the evaluation.

The Transit Building overall performance decreased by 38%, due to the mechanical and lighting projects undertaken in late 2014.

Fire halls had both positive and negative changes in performance. Gibsons Fire Hall also demonstrated a significant decrease in natural gas performance. The changes may be due to training and other uses of each facility including increased responses to calls.

Table 9. Building Energy Performance Indices (ekWh/m2)

Hydro BEPI Natural Gas BEPI Combined BEPI 2011 2015 %

Chg. 2011 2015 % Chg. 2011 2015 %

Chg. Total GACC 234 210 -10% 84 77 -8% 318 287 -10%

Sunshine Coast Arena 212 143 -33% 55 29 -44% 266 172 -35%

Administration Building 192 128 -33% 192 128 -33%

Transit Building 72 47 -35% 72 43 -40% 144 90 -38% Emergency Response Building 12 16 37% 12 16 37%

Chaster Fire Hall 120 106 -12% 120 106 -12%

Gibsons Fire Hall 96 108 13% 76 37 -51% 172 144 -16%

Halfmoon Bay Fire Hall Sat. 114 99 -13%

114 99 -13%

Roberts Creek Fire Hall 61 64 5% 61 64 5%

Halfmoon Bay Fire Hall 67 50 -25% 67 50 -25%

Egmont & District Fire Fall 21 27 28%

21 27 28%

Eric Cardinal Hall 41 30 -27% 176 177 0% 217 207 -5%

Granthams Hall 170 162 -5% 170 162 -5%

Frank West Hall 79 64 -19 79 64 -19

Cooper's Green Hall 139 102 -27% 139 102 -27%

Chaster House 28 31 11% 28 31 11%

30


6. OUR ACTIONS

6.1 Reduction Targets To continue its pursuit of energy conservation and reducing the organization’s demand on resources, the Strategic Energy Management Plan has a short term goal to reduce corporate energy (ekWh) consumption 12%, by the year 2018, from 2011 levels.

The SEMP also has a long term goal to reduce corporate energy consumption 30% by the year 2025, from 2011 levels. In order to achieve this goal the SCRD must ‘stay the course’ from its short term target and continue to reduce its energy consumption by 2.4% annually, from 2011 levels, until 2025.

To achieve these targets the SCRD needs to reduce its annual energy consumptions (ekWh) to the following levels:

Year 2016 – 7% reduction from 2011

Hydro 6,443,757 kWh (already achieved, 5,980,060kWh in 2015)

Natural Gas 2,235,618 ekWh (already at 2,244,166 ekWh’s in 2015)

Other Fuel 1,350,869 ekWh

Total 10,030,243 ekWh (2015 total 9,982,007)


Hydro 6,170,988 kWh (already achieved, 5,980,060kWh in 2015)

Natural Gas 1,964,774 ekWh


Total 457,245 ekWh


Hydro 5,819,982 kWh

Natural Gas 1,709,862 ekWh


Total 7,586,479 ekWh

31


6.2 Economic Benefits There are significant financial benefits to reducing the organization’s demand on energy resources. The SCRD does not control changes to utility rates, and their change from year to year. However, the organization can control how efficiently it consumes energy and how to offset some of these demands through sources of renewable energy. As strongly evidenced in past projects, which not only generated a direct savings from the previous year, but afforded significant cost avoidances for years to follow, the SCRD’s resolve for environmentally sustainable operations has proven economically advantageous. To further illustrate the economic benefits, the SEMP forecasts the anticipated annual utility costs and cost avoidances.

The total energy costs resulting from the consumption of electricity, natural gas, diesel, gasoline, and propane can significantly influence the SCRD’s ability to pursue future capital expenditures. Being proactive in our approach will enable the organization to reinvest in its assets to improve the quality and reliability of its services.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

2012 - 2015 actual

ECMs with 28% Hydro increase by 2018 and 46% by 2024

BAU with 28% Hydro increase by 2018 and 46% by 2024

Figure 1. Total Energy Cost Forecast

$ 701,890 Annual cost avoidance

(Long-term target) $ 298,119

Annual cost avoidance (Short-term target)

32


As Figure 1 above shows, the projected year to year utility rate increases can dramatically affect long term costs. While conservation and improved efficiency are two important ways to address how energy is utilized, the SCRD recognizes that exploiting alternative renewable energy sources can also serve well to mitigate growing energy costs and GHG emissions. SCRD is currently in the detailed design phase for implementing a micro hydro generation project for the Chapman Creek Water Treatment Plant, replacing energy wasted through pressure reduction with in house power generation under a net metering program with BC Hydro.

An important factor to conisder is the cost of investment and the resulting net cost avoidance. Between 2012 and 2015 the SCRD invested approximately $1.55 million in energy efficiency related projects. With continued investment year over year to 2025, the SCRD will continue to drive down its operating costs and increase the annual energy savings and cost avoidance. The SEMP proposes an investment of $3.7 million between 2016 and 2024. Through these investments, the SEMP projects a return on investment by 2025 and a net annual cost avoidance of approximately $486,000 by 2024 – bringing cumulative savings to $5.8 million from 2012 – 2024.

By reaching the short term reduction targets, the SCRD will realize a net annual cost avoidance of approximately $330,000 in 2019. Projecting to 2024 the net annual cost avoidance would be approximately $486,000. The investments are necessary to continue to ‘drive’ down coporate utility costs and increase the cost avoidance year over year. As the figure below shows, the projected utility costs post ECMs can be expected to rise upon the cease of investments.

Figure 2. Total Energy Cost Avoidance Forecast

($1,000,000)

($500,000)

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

Investment

Net annual cost avoidance (including capitalinvestments to 2024)2012 - 2015 actual

($ 101,881) Net annual cost avoidance

$ 486,334 Net annual cost

avoidance(Long-term target)

33


7. OUR OPPORTUNITIES

7.1 Energy Efficiency The identification and development of potential projects is ongoing. As Table 10 below shows, the SCRD has undertaken several energy studies to help with the identification of energy conservation measures (ECMs) that may be addressed in the coming years. It is important to have the studies undertaken as they will enable the SCRD to continue its efforts towards energy and GHG emission reductions. The table below lists the energy studies undertaken to date. Although the GACC and PHAFC studies were completed in time to facilitate 2015 budget proposals, only the mechanical upgrades identified in the PHAFC were approved for the current year.

Table 10. Energy Studies Undertaken and Planned

Facility Study Type Date of Study Administration Building Lighting and Mechanical 2012

Gibsons and Area Community Centre Detailed Facility Audit 2014

Gibsons District Aquatic Facility Boiler Study 2014

Pender Harbour Aquatic and Fitness Centre Lighting and Mechanical 2014

Water Services Pump Stations Pump Optimization - EEFS 2015

Gibsons Library Lighting Audit Interior and Exterior Lighting 2015

Selma Zone 1 Micro Hydro Study Micro Generation –Net Metering 2015

Sechelt Arena Detailed Facility Audit 2016

Field Road RTU Controls Study RTU Controls Optimization 2016

The potential projects identified (and quantified) to date are listed in Table 11 below and serves as a queue for the departmental work plans. The project list will be continually updated to include anticipated energy savings, cost avoidances, project costs, simple payback, and GHG emission reductions. Furthermore, the information completed within the project list will provide each department with criteria for establishing budgets and business cases for board approval.

34



Year Justification

Table 11. 2016 Potential Projects Estimated Values




Pay Back

2016

SPB + BCH incentive GACC Lighting Retrofit 135,500 $15,410 $98,000 $13,000 5.5

2016 SPB GACC Optimize RTUs 34,500 $2,960 $14,835 5

2016 SPB GACC Exhaust Fans 24,100 $2,690 $3,795 1.4

2016‐underway

SPB + BCH incentive

Chapman WTP

VFD for DRP‐2101, 2002, 2103 70,649 $5,204 $38,000 7.3

2016‐underway

SPB + BCH incentive

Chapman WTP

VFD for SWP‐5101, 5102 26,897 $1,981 $8,000 4

2016

SPB + BCH incentive

Langdale P. Stn. Replace Pump 33,818 $3,392 $15,000 4.4

2016

SPB + BCH incentive

Reed Road P. Stn. Replace Pump 55,178 $6,617 $29,300 4.4

2016

SPB + BCH incentive

Roberts Creek P. Stn.

Replace Pump 30,016 $3,194 $24,925 7.8

2016

SPB + BCH incentive

Sandy Hook P. Stn. Replace Pump 25,823 $2,835 $10,080 3.6

2016

SPB + BCH incentive

Selma 1 P. Stn.

Replace SP‐1 Pump 33,880 $3,801 $17,000 4.5

Totals 2016 470,361 $48,084 $258,962 5.4

35



Year

Table 12. Post 2016 Potential Projects Estimated Values




Pay Back

2017 GACC Re‐Cx DHW Heat Recovery 60,000

$3,190 $8,700 2.7

2017 GACC Optimize Arena

Controls 20,400 $1,800 $8,100 4.5

2017 GACC Optimize Ice Slab Resurfacing 101,389

$5,400 $35,600 6.6

2017 GACC VFD Brine Pump 21,200 $1,818 $9,500 5.2

2017 SAC Continuous Optimization 50,000 $500 $2,500 5

2018 PHAFC Solar Thermal for DHW 50,000 $4,000 $96,000 24

2018

Gibsons Fire Hall Lighting Retrofit 20,000 $1,800 $35,000 $4,000 17.2

2018

Selma 1 P. Stn.

20kW Micro Hydro 138,000 $13,800 $300,000 21.7

2019 GACC 150kW PV 150,000 $15,000 $250,000 16.7

2019

Chapman WTP 45kW PV 45,000 $4,500 $65,000 14.4

2020 GACC Low‐e ceiling 35,000 $3,000 $67,500 22.5

2020 GACC LED Retrofit for T8 Luminaires 19,600 $1,682 $39,600 23.5

2020+ Field Road 15kW PV 15,000 $1,500 $20,000 13.3

Totals Post 2016 564,200

36


7.2 Conservation Awareness Furthering the momentum of energy awareness, and improving the approach to energy management, will also be accomplished through the recognition of individual efforts made at all levels of the organization. It is important to acknowledge these efforts by communicating and celebrating the contributions and accomplishments made. Individuals within the organization who present energy saving opportunities are featured in corporate newsletters, internal competitions, etc. Communication plans are being further developed to utilize the website, local newspapers, and other forms of media.

To help foster this process, we conducted a Bright Ideas Campaign in 2015 to motivate interest and participation in energy management. A total of 21 employees submitted 27 ideas! We beat our 2011 number of ideas by a long shot. We published the results and the practical ideas are being implemented.

A communications plan is in place to provide regular feedback to both internal staff and the public. It is important to communicate the organization’s successes, the effectiveness of the energy management program, and the importance of the partnership between the SCRD and BC Hydro. A total of seven articles were published in various media, internal and external. We also made a comittment to provide utility monitoring feedback on program results to each of the sites for both the staff and public. Reports will be sent out quarterly.

In 2016 we will start running departmental think tanks. These are one hour meetings between the energy manager and the operating staff available for the specific department. We will review progress, BEPI’s for different facilities within the group, and discuss their ideas on savings opportunities. We plan to visit with each department a minimum of twice during the year.

7.3 Ongoing Training A workshop for SCRD staff to become more knowledgeable with aspects of energy management was held in 2015 and plans are to continue these each year. The education and training of SCRD staff to understand how and where energy is consumed and possibly wasted, and its costs, is essential to making energy management part of the cultural fabric of the organization.

There are several departments which play an integral role in seeing the success of the Strategic Energy Management Plan. For example, the workshop training to facility operators helps them understand how the various building systems affect overall energy consumption. Another workshop will be held in 2016.

7.4 Financial Resources There are many funding sources to assist with making certain capital projects possible that may not have been afforded through other means. Of these, there are particular processes in place to identify a project, evaluate its eligibility, verify its benefits are realized, etc.

37


7.4.1 Green Revolving Funds There are several local government bodies throughout Canada utilizing a form of ‘green’ financing to foster environmental sustainability within their organizations and throughout their communities. A Green Revolving Fund (GRF) is a financing mechanism to finance energy efficiency retrofits in regional district operations and in the broader community. For example, the Municipality of North Cowichan implemented a 0.5% increase in the property tax levy to seed a climate action reserve fund. Financial rebates received from utility providers may similarly be put forward to seed the revolving fund.

The British Columbia Institute of Technology (BCIT) has created a Sustainability Revolving Fund which encourages Green House Gas reductions, energy conservation, water conservation, sewer and storm sewer output reductions, pollution reduction, and operational improvements which positively impact the BCIT campus.

For a successful project to be awarded funding it is important to establish the following key criteria:

Clearly defined objectives and eligibility requirements

Clearly defined targets

Simple, transparent and consistent process

Council and staff support for financing mechanism and its objectives

Strong links with project proponents

Strong partnerships that recognize the Regional District’s strengths and weakness

Systems in place to track progress

Conservative assessment of project economics

Recognition of, but not paralysis from, uncertainty

7.4.2 BC Hydro Incentives There are several programs that BC Hydro offers to drive energy conservation throughout the province and encourage its consumers to undertake energy retrofit projects. Of these rebate programs, the SCRD can greatly benefit from the Power Smart Partner Express (PSPX), Custom (PSPC), Continuous Optimization (C.Op), New Construction, and Energy Study program incentives. Each of these programs are tailored to institutional, commercial, and industrial (ICI) consumer types and therefore offer greater flexibility and rebate opportunities for each size and type of project.

7.4.3 Fortis Incentives Fortis also offers incentive programs to drive energy conservation. Of these, the SCRD may take advantage of the Commercial Custom Design, Efficient Boiler, Efficient Commercial Water Heater, and Energy Study program incentives. Fortis also offers incentives, in partnership with BC Hydro, for new construction projects.

7.4.4 Climate Action Revenue Fund The Climate Action Revenue Incentive Program (CARIP), supported by the provincial government, offers a carbon tax rebate to support an organization’s efforts to mitigate GHG emissions and reduce the demand for energy resources. Having signed the Climate Action Charter, the SCRD can use these funds to further its GHG reduction efforts and also support the implementation of those initiatives outlined in the SEMP.

38


8. CONCLUSION

The SEMP has established short and long term energy reduction targets through energy performance indices (EPI) for each energy asset type. The development of a target ‘range’ offers the SCRD a short term and long term reduction goal. Using this top down approach allows the organization to establish a goal range which will prove aggregated, attainable and affordable.

This plan proposes a corporate energy reduction of 12%, from 2011 levels, by 2018; and 30%, by 2025. In order to reach these reduction targets the SEMP looks to develop and implement initiatives to address five key strategic areas, including Policy, Targets/Reporting, Plans/Actions, Teams/Committees, and Employee Awareness/Training.

The SCRD has met its reduction targets for 2015. In comparison with what the SCRD would have used if buildings had performed the same as they did in 2011, in 2015 the SCRD avoided $179,079 in energy costs, 2.879 eGWh in energy, and 417 tCO2e GHG reduction. 2015 projects alone saved 559,762ekWh, the equivalent used by more than 46 average homes in British Columbia. Since 2011, in its efforts to improve energy management business practices, the SCRD has avoided $605,000 in utility costs, over 9.29 eGWh in energy, and 2,029 tCO2e. Thus, corporate energy management has proven vital for the organization to address rising utility costs, ongoing maintenance costs, and reducing its’ energy consumption.

A commitment to this plan could realize nearly $1.3 million in cost avoidances by 2018 and $5.8 million by 2024. With continued investment year over year to 2025, the SCRD will continue to drive down its operating costs and increase the annual energy savings and cost avoidance. The SEMP proposes an investment of $3.7 million between 2015 and 2024. Through these investments, the SEMP projects a return on investment by 2025 and a net annual cost avoidance of approximately $486,000 by 2024 – bringing the net cumulative savings of 5.8 million from 2012 – 2024.

39


A. 2014 EMA SUMMARY

40


B. 2013 EMA SUMMARY

41


C. 2011 EMA SUMMARY

42


D. 2014 EMA RECOMMENDED ACTION ITEMS

Table 13. EMA Recommended Action Items

1.0 Policy

Incent participation in energy conservation initiatives by providing opportunities for senior management to recognize and reward actions from individuals or teams that contribute toward established energy efficiency targets. 1.1 Evaluate past energy-related recognition and rewards programs

Q2 1.2 Borrow from successful approaches utilized by organization to reward personnel in non-energy related areas

1.3 Determine optimal avenues for recognition on energy conservation from Senior Management

>Regularly scheduled departmental or operations meetings >Newsletter Articles

>Intranet communication

>Visible signage

>Related training activities

1.4 Identify available sources of recognition materials

>BC Hydro Power Smart Programs, etc

1.5 Develop recognition awards for contributed ideas that result in measurable improvements in energy conservation

>Isolate savings expected through controllable operational and/or behavioral activities from retrofit projects for use in setting "stretch" targets for key sites

Q3 1.6 Develop an acknowledgement program for sites reaching or exceeding site energy reduction targets as a motivational tool

>Name top performing sites in quarterly newsletter

>Name top improving sites in quarterly newsletter

>Present an annual (or period) top performer and most improvement award (ie, plaque, banner, etc) that the winner can display for the year (or period)

Q4 1.7 Schedule and deliver regular recognition activities

>Consider phased delivery of different recognition activities to keep energy conservation a fresh topic

43


2.0 Targets / Reporting

Incent participation in energy conservation initiatives by providing opportunities for senior management to recognize and reward actions from individuals or teams that contribute toward established energy efficiency targets.

2.1 Utilize energy intensity metrics that are relevant to the organization (ie, kWh/sqm, kWh/rec center patrons, kWh/cfm water pumped, etc) for use in setting KPIs

2.2 Identify potential key sites or operating areas to assign separate KPIs

>Identify relevant operating personnel and site energy coordinators for distribution of energy intensity reports

>Engage operating personnel and site energy coordinators to determine optimum reporting content and formats

2.3 Use evolving understanding of site and system opportunities to establish KPIs per key site that build up to the overall program annual target

>Utilize savings projections from results of technical audits conducted

>Align with available funding and resources

>Define "targets" as the level of performance below the current "expected level" metrics based on the desired percent reduction at each site

>For example, if the "expected level" metric is 3000 kWh/sqm and the desired reduction is 10%, then the "target" should be 2700 kWh/sqm

>Isolate savings expected through controllable operational and/or behavioral activities from retrofit projects for use in "stretch" targets

>Bottom Up based on identified savings opportunities in specific areas

>Top down based on desired reduction from overall current usage

2.4 As possible, construct energy trend analysis templates by overlaying operating parameters onto collected energy use data

>Time based energy profiles per metered point

>Analyze for unnecessary coincidental demands

>Analyze for energy consumption variance from expectation during specific time periods

Q1 2.5 Develop data capture and information distribution plan

>Capture KPI actual versus expected and target to determine ongoing site performance

>Establish a methodology for capturing operating data needed for normalizing energy use data, for example: water pumping volumes, weather, etc.

>Develop standard format for KPI reporting by key site

>Utilize captured energy data in energy awareness messaging

2.6 Present energy intensity performance reports as agenda item in operations and/or site meetings

2.7 Develop response procedure for out-of-variance conditions identified

>Augment report format to include corrective action taken on out of tolerance conditions

Q2 2.8 Identify persistent out of tolerance conditions

Q3 2.9 Target persistent out of tolerance conditions for further energy reduction possibilities

44


3.0 Plans / Actions

Ensure operating and maintenance procedures instruct personnel to make appropriate adjustments in energy-using equipment aimed at maintaining proper space conditions while optimizing consumption patterns. 3.1 Identify major energy-using areas or systems for each area

3.2 Identify potential energy efficient operations and maintenance parameters for key energy-using areas or systems

>Based on established level of service

>Examples include exercising / cleaning HVAC air dampers to prevent seizing / rusting; boiler tuning; etc

3.3 Review current operating procedures and planned maintenance activities for key energy using systems from an energy efficiency perspective

>Note practices that may already occur on an informal basis

>Look beyond efficiently meeting demand and isolate operational, maintenance, and behavioral practices that control load demand

>Consider operational and maintenance changes resulting from implementation of energy audit findings

>Consider findings from participation in BC Hydro Continuous Optimization Program

3.4 Conduct studies aimed at the identification of common behavioral issues requiring targeted training for personnel

>For example, noted instances of equipment remaining in manual override for unnecessarily extended periods

3.5 Modify current operating and maintenance practices as necessary to include energy efficiency issues

Q3 3.6 Establish an opportunities register to log energy waste conditions that cannot be immediately corrected

>Clarify process for communication of identified energy waste conditions

>Communicate to employees the process for communicating energy waste conditions to operations personnel

>Communicate to operations personnel expectations for correcting waste conditions

>Use opportunities log as a source for planning the implementation of energy conservation and retrofit capital projects

3.7 Create check-lists that personnel can use to monitor and control specific actions required for managing energy consumption

>End-user checklists can focus on behavioral issues associated with the day-to-day equipment over which they have control

>Maintenance personnel check-lists can focus on operational and maintenance protocol for large utility systems and equipment

3.8 Determine energy training needs for key operating personnel >Include curriculum associated with load management issues and electricity rate structures 3.9 Develop energy training matrix (involved personnel vs required skill sets) >Identify deficient skill sets to target with training courses

3.1 Identify available sources of required training (internal, BC Hydro, industry groups, trade associations, etc)

3.11 Support changes in operating and maintenance practices with training and regular communication >Content tailored to each specific operating area 3.12 Update training matrix and re-evaluate / reinforce / adjust training program Q4 3.13 Review on-going performance based on updated instructions >Obtain input from maintenance personnel and adjust instructions as needed >Evaluate effectiveness of training activities and adjust as necessary

45


4.0 Teams / Committees

Establish energy coordinators at all key sites and departmental areas. Increase broader participation in the energy conservation initiative by more effectively utilizing site/departmental energy coordinators.

4.1 Reinforce role and expectations of the Energy Manager

>Identify and execute technical projects

>Coordinate energy management program activities

>Provide technical support to site coordinators in the departmental areas

4.2 Identify key sites that could be made responsible for energy use issues

Q1 4.3 Identify specific personnel responsible for coordinating area energy issues (ie, site energy coordinators)

>Consider available bandwidth

>Consider current energy-related skill set

>Consider current level of authority

4.4 Ensure site coordinator understanding of established energy conservation targets

>Understanding of overall SCRD target

>Understanding of site contribution to overall SCRD target

>Understanding of behavioral component of the established site "stretch" target

>Understanding of behavioral contributions that will contribute towards meeting the established site "stretch" target

4.5 Ensure acceptance by the site coordinator for the behavioral portion of energy target

>Involve site coordinator in the development of "stretch" target that incorporates the behavioral and operational component of energy savings

4.6 Communicate to organization the new role of personnel responsible for coordinating site energy issues

>Work to transform passed event-specific successes into standard operations that occur on an ongoing basis

Q2 4.7 Establish an energy committee (virtually or meet as part of an already scheduled operations meeting)

>Participation from the key site energy coordinators

>Charged with coordinating energy conservation activities across all sites

>Review energy performance and troubleshoot variances

46


5.0 Employee Awareness / Training Ensure communication of the energy policy and program plan to the broader organizational stakeholders to produce better results in raising energy conservation across the whole organization in general. Q1 5.1 Evaluate effectiveness of past energy awareness activities

>Adjust awareness campaign as needed

>Ensure consistency and uniformity of messaging with a coordinated communication strategy

5.2 Consider simple methods of communicating key elements of the comprehensive SEMP to the broader organization

>Communicate energy conservation goals, specific activities and projects underway to reach the goals, and some specific behavioral modifications

>Utilize a "tag-line" for the energy program that will help employees keep energy efficiency as a front of mind issues during day-to-day activities

5.3 Determine optimal avenues for communication on energy conservation from Senior Management

>Regularly scheduled departmental or operations meetings

>Newsletter Articles

>Intranet communication

>Visible signage

>Related training activities

5.4 Identify available sources of required awareness assistance and materials

>BC Hydro Power Smart Programs, etc

5.5 Schedule and deliver communication activities

>Consider phased delivery of different activities to keep energy issues fresh

5.6 Identify further opportunities to engage personnel through specific, one-time events

> Energy Consumption Battles, etc

Q2 5.7 If not already the case, implement regular opportunities for soliciting ideas from staff and employees

>Consider a periodic agenda item at regularly scheduled departmental or operations meetings

>Report back to contributors on ideas implemented and corresponding results

>Establish recognition awards for contributed ideas that result in measurable improvements in energy conservation

5.8 For broad audiences, disseminate energy consumption information in a format that is simple to understand and meaningful

>Avoid highly technical or engineering based formats, as appropriate

Q3 5.9 Communicate internally and externally to all employees and stakeholders the total environmental benefits of energy program

>Specify numerous projects and activities undertaken to date

>Specify the financial benefits as well as public image and marketability benefits

>Segregate hardware change-out related savings from operational / behavioral related savings

>Project environmental benefits from future, planned or upcoming energy conservation initiatives

>Include financial benefits to organization

>Include positive impact to SCRD image

>Provide regular updates on progress towards established expectations

47


E. OTHER POTENTIAL PROJECTS

Table 14. Potential Projects

Estimated Values From Corporate Totals

Project Name Description kWh Svgs

ekWh Svgs

Cost Svgs

Project Cost Rebate Pay

Back tCO2e % kWh % ekWh

Totals

Field Road HVAC Optimization

SAC Lighting Retrofit - Pool Deck SAC Lighting Retrofit – Chg. Rm. SAC Lighting Retrofit - Fitness Gibsons Pool Heat Reclaim Gibsons Pool Air Handling Installation Sechelt Arena Condensor Recirc Pump Sechelt Arena Pre-Heater Storage Tanks Parking Lot Lighting Lighting Retrofit Pole Lighting Lighting Retrofit Overhead Lighting Lighting Retrofit Transit Bldg. Bay Door Replacement Halfmoon Bay Fire Hall Lighting Retrofit Halfmoon Bay Fire Hall Bay Door Replacement Chaster Fire Hall Bay Door Interlocks Halfmoon Bay Sat. Fire Lighting Retrofit Egmont Fire Hall Lighting Retrofit Egmont Fire Hall Bay Door Interlocks Cooper's Green Park Lighting Retrofit Chaster House Lighting Retrofit Eric Cardinal Hall Lighting Retrofit

48

F. COMPLETED PROJECTS

49

Table 15. Completed Projects

Estimated Values From Corporate Totals

Project Name Description kWh Svgs

ekWh Svgs

Cost Svgs Project Cost Rebate Pay

Back tCO2e % kWh % ekWh

Totals 555,281 1,694,444 $153,111 $1,225,844 $490,284 4.8 309 8.4% 21.9%

Chapman WTP Lighting Retrofit 53,265 $8,410 $43,493 $11,364 3.8 0.5 0.8% 0.5%

Chaster Fire Hall Lighting Retrofit 6,273 $746 $6,283 $1,363 6.6 0.1 0.1% 0.1%

Transit Bldg. Lighting Retrofit 65,767 $9,121 $67,077 $14,512 5.8 0.7 1.0% 0.6%

SAC Lighting Retrofit - Underwater 115,390 $15,509 $80,470 $25,878 3.5 1.2 1.8% 1.1%

GACC Energy Study (Building) $20,000 $10,000 0.0 0.0% 0.0% PHAFC Energy Study (Building) $6,000 $3,000 0.0 0.0% 0.0%

Admin HVAC Mechanical Upgrade of HVAC 42,210 $3,798 $92,500 $6,795 22.6 0.4 0.6% 0.4%

Admin HVAC Adjusting control settings 5,256 $473 $2,400 5.1 0.1 0.1% 0.1%

Sechelt Arena VFD Recirc Pump for Compressor AC Heat Recovery 1,694,444 $88,343 $675,000 $375,000 3.4 306 0.0% 16.5% WW Building Lighting Retrofit 7,563 $756 $3,740 $1,153 3.4 0.1 0.1% 0.1% SAC Lighting Retrofit - Over Pool 27,500 $2,750 $42,000 $6,000 13.1 0.3 0.4% 0.3%

Admin Lighting Redesign Office Lighting 31,000 $3,100 $32,500 $8,115 7.9 0.3 0.5% 0.3%

GACC Reception retrofit MR16 to LED 1,181 $118 $774 $104 5.7 0.0 0.0% 0.0%

Chaster P. Stn. Well Upgrade and Replace Pump 95,875 $9,588 $80,000 $0 8.3 1.0 1.5% 0.9%

Sechelt Arena Lighting Retrofit 104,000 $10,400 $73,607 $27,000 4.5 1.0 1.6% 1.0%

GAC Lighting Retrofit 51,471 $5,790 $44,521 $8,773 6.2 0.4 0.6% 0.4%

GAC Boiler Upgrade 248,075 $20,000 $175,000 $19,500 7.8 108.3 0% 5.9%

Cliff Gilker CC Lighting Retrofit 3,292 $1,370 $18,766 $2,722 11.7 0.1 0.2% 0.1%

Field Road Data Storage Upgrade 51,392 $5,000 $20,000 $0 4.0 Pender Harbour AFC

Mechanical upgrades 39,203 $3,636 $11,750 $0 3.2

SAC Pot Light LED Retrofit 10,800 $1,200 $7,300 $0 6.1

Frank West Hall Lighting Retrofit 9,066 $1,000 $10,500 - 10.5

GAC Pool Boiler Pump Upgrade 3,000 - $- - -

Sechelt Arena Dehumidification 40,000 $5,500 $- - -

Garden Bay PS Humidifier and T’stats 5,917 $557 $1,200 - 2.2

50

G. ADMIN BUILDING – FIELD ROAD

51


AUTHOR: Sara Zacharias, Manager, Financial Services

SUBJECT: FINANCIAL REPORTING REQUIREMENTS STATEMENT OF FINANCIAL INFORMATION, YEAR ENDED DECEMBER 31, 2015

RECOMMENDATIONS

THAT the report titled “Financial Reporting Requirements – Statement of Financial information, Year Ended December 31, 2015” be received;

AND THAT the Statement of Financial Information for the year ended December 31, 2015 be approved as presented;

AND FURTHER THAT this recommendation be forwarded to the June 23, 2016 Regular Board Meeting for adoption.

BACKGROUND

The purpose of this report is to meet the legislative requirements for reporting of the Sunshine Coast Regional District’s financial information.

Pursuant to Section 376 of the Local Government Act, by June 30 in each year, a regional district must hold a public meeting for the purpose of presenting the financial information for the preceding year. This information includes:

(a) the audited financial statements;

(b) the reporting of remuneration and expenses.

Under the Financial Information Act, the information presented must also include:

(c) a schedule of guarantee and indemnity agreements;

(d) a statement of severance agreements;

(e) a schedule of suppliers of goods and services.

52

TaraC

Typewritten Text

C

TaraC

Typewritten Text

Staff Report to Corporate and Administrative Services Committee – June 23, 2016 Financial Reporting Requirements Page 2 of 3

C - 2015 CAS Staff Report SOFI Financial Reporting Requirements

DISCUSSION

In accordance with the above, the attached Statement of Financial Information package includes the following:

1. Attachment #1 – Financial Section of the 2015 Annual Report provides the audited financial statements for the fiscal year ended December 31, 2015 in accordance with Section 376 of the Local Government Act, Section 167 of the Community Charter and Schedule 1 Sections 1 to 4 of the Financial Information Regulations. Please note the complete 2015 Annual Report will be available on our website. Only the financial Section presented by our auditors in April and approved by the Board on April 28, 2016 is attached to this document.

2. Attachment #2 – 2015 Schedule of Guarantee and Indemnity Agreements – Schedule 1 Section 5 of the Financial Information Regulations requires that a list of guarantee and indemnity agreements be provided. The SCRD had no such agreements in 2014; however, a “NIL” Statement has been provided as required.

3. Attachment #3 – 2015 Schedule of Remuneration and Expenses – Schedule 1 Section 6 of the Financial Information Regulations provides:

Total remuneration and expenses for each elected official and member of the Board of Directors.

Each employee whose total remuneration exceeds $75,000 and the total expenses for each employee.

A consolidated total for employees whose remuneration is $75,000 or less.

4. Attachment #4 – 2015 Statement of Severance Agreements – Schedule 1 Section 6 (7) of the Financial Information Regulations requires that a list of severance agreements be provided. The SCRD entered into one (1) severance agreement in 2015.

5. Attachment #5 – 2015 Schedule of Payments to Suppliers of Goods and Services – Schedule 1 Section 7 of the Financial Information Regulations provides:

All suppliers of goods and services who received aggregate payments exceeding $25,000.

A consolidation total of all payments to suppliers who received $25,000 or less.

6. Attachment #6 – 2015 Statement of Financial Information Approval – Schedule 1 Section 9 of the Financial Information Regulations provides approval for the Statement of Financial Information as required.


The Financial Reporting Requirement is a statutory requirement and aligns with the Board’s Strategic Value of “Transparency”.

53

Staff Report to Corporate and Administrative Services Committee – June 23, 2016 Financial Reporting Requirements Page 3 of 3

C - 2015 CAS Staff Report SOFI Financial Reporting Requirements

CONCLUSION

Staff recommend that this report be received for information and approved by the Corporate and Administrative Services Committee, and that the recommendation be forwarded to the June 23, 2016 Regular Board meeting for adoption.

As legislated, this package will also be available for public inspection at the SCRD office during regular office hours until June 30, 2016.

Reviewed by: Manager X-SZ Finance X-TP GM Legislative CAO X-JL Other

54

Sunshine Coast Regional District

Statement of Financial InformationYear Ended December 31, 2015

Table of Contents

Description Page

2015 Financial SectionIndependent Auditor’s ReportFinancial Statements and Notes Page 1 - 50Supplemental Financial Information Schedules Page 51 - 70

Schedule of Guarantee and Indemnity AgreementsNil Report - 1 page Fir Schedule 1 Section (5)

Schedule of Remuneration and ExpensesDirector and Employee - 3 pages Fir Schedule 1 Section (6)

Statement of Severance AgreementsReport - 1 page Fir Schedule 1 Section 6 (7)

Schedule of Payments to Suppliers of Goods and ServicesIndividual Accounts Over $25,000 & Summary - 5 pages Fir Schedule 1 Section (7)

Statement of Financial Information Approval Fir Schedule 1 Section (9)

55

FINANCIAL SECTION

Audited FInancial Statements of

SUNSHINE COAST REGIONAL DISTRICT

For the Years Ended December 31, 2015 and 2014

56

J ret 601 688 5121 DO Canada LU’Fax: 6046885132 600 Cathedral Macevancouver(1hdo.ca 025 West GeorqEa Streetwwwbdo,ca Vancouver 8C V6C 3LZ Canada

Independent Auditor’s Report

To the Chairperson and Directors of theSunshine Coast Regional District

We have audited the accompanying financial statements of the Sunshine Coast Regional District, whichcomprise the Statement of Financial Position as at December 31, 2015, and the Statements ofOperations, Change in Net Debt and Cash Flows for the year then ended, and a summary of significantaccounting policies and other explanatory information.

Managements Responsibility for the Financial StatementsManagement is responsible for the preparation and fair presentation of these financial statements inaccordance with Canadian public sector accounting standards, and for such internal control asmanagement determines is necessary to enable the preparation of financial statements that are freefrom material misstatement, whether due to fraud or error.

Auditor’s ResponsibilityOur responsibility is to express an opinion on these financial statements based on our audit. Weconducted the audit in accordance with Canadian generally accepted auditing standards. Thosestandards require that we comply with ethical requirements and plan and perform the audit to obtainreasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures inthe financial statements. The procedures selected depend on the auditors judgment, including theassessment of the risks of material misstatement of the financial statements, whether due to fraud orerror. In making those risk assessments, the auditor considers internal control relevant to the entity’spreparation and fair presentation of the financial statements in order to design audit procedures thatare appropriate in the circumstances, but not for the purpose of expressing an opinion on theeffectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness ofaccounting policies used and the reasonableness of accounting estimates made by management, as wellas evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basisfor our audit opinion.

OpinionIn our opinion, the financial statements present fairly, in all material respects, the financial position ofthe Sunshine Coast Regional District as at December 31, 2015, and the results of its operations, changein net debt and cash flows for the year then ended in accordance with Canadian public sectoraccounting standards.

Emphasis of MatterWithout modifying our opinion, we draw attention to Note 3 to the financial statements, whichexplains that certain comparative information for the year ended December 31, 2014 has beenrestated.

Co..cJa4 L4f

Chartered Professional AccountantsVancouver, British ColumbiaApril 28, 2016

000 Canada LIP, a ranidiar, Ilinltnd Ilahllhv partnership, Is a member of BOO International l,lcnitod, a 3K roltlpany Ii,ultod by ouarar,toe, andforms part of the International 000 network of Independent member fIrms.

57

Sunshine Coast Regional DistrictStatement Of Financial PositionDecember 31, 2015 and 2014

2015 2014Restated(Note 3)

Financial AssetsCash and equivalents $ 1,602,877 $ 1,256,824

Portfolio investments (NoteS) 18,740,758 14,788,175

Accounts receivable (Note 6) 1,657,705 2,286,518

Debt recoverable from member municipalities 16,606,413 10,413,106

Restricted cash: MFA debt reserve fund (Note 14) 438,175 417,444

39,045,928 29162,067

LiabilitiesAccounts payable and accrued liabilities (Note 7) 3,511,981 3,369882

Employee future benefits (Note 19) 303,800 306100

Deferred revenue:

Development cost charges (Note 8) 1,162,893 1,079,403

Future parks acquisition (Note 9) 297,033 211,950

Other (Note 10) 546,881 527,396

Provision for landfill closure and post closure (Note 11) 4,803,825 5,040,552

Long-term debt (Note 12) 37,041,019 31,930,173

47,667,432 42,465,456

Net Debt (8.621,504) (13,303,389)

Non-Financial AssetsInventory and prepaids 686,650 673084

Land held for resale (Note 15) 2,129,698 2,305,068

Tangible capital assets (Note 13) 126,370,692 126,513,489

129,187,040 129,491,641

Accumulated Surplus (Note 17) $120,565,536 $116,188,252

Tina Perreault Garry Nohr

Chief Financial Officer Chair

The accompanying section “Notes to Financial Statements” form an integral part of these financial statements.1

58

Sunshine Coast Regional DistrictStatement Of Change In Net DebtFor the Years Ended December 31, 2015 and 2014

Fiscal Plan 2015 20142015 Restated

(Note 23) (Note 3)

Annual operating surplus $ 4617635 $ 4,377,284 $ 8,650,026

Acquisition of tangible capital assets (8,157.976) (3,879,076) (7,192,265)

Amortization 3,714,641 3,968,914 3.714,643

Loss from sale of capital assets - 8,704 627

Proceeds from sale of capital assets - 44,255 3,673

Gain from sale of land held for resale - (212,917) (277,569)

Proceeds from sale of land held for resale - 419,000 519,000

Change in inventory and prepaids - (13,566) (91,173)

Development of land held for resale - (30,713) (34.130)

174,300 4,681,885 5,293,012

Net debt, beginning (13,303,389) (13,303,389) (18,596,401)

Net debt, ending $(13,129,089) $ (8,621,504) 5(13,303.389)


59

Sunshine Coast Regional DistrictStatement Of OperationsFor the Years Ended December 31, 2015 and 2014

Fiscal Plan Actual Actual2015 2015 2014

(Note 23) Restated(Note 3)

RevenueGrants in lieu of taxes $ 61,881 $ 62,528 $ 70,778

Tax requisitions 17,367,491 17,367,493 15834,196

Frontage and parcel taxes 5,091,896 5,121,006 5026308

Government transfers (Note 16) 4,768,893 2,386,145 6304342

User fees and service charges 10,032,945 10,292,612 9,859,606

Member municipality debt 1.087,554 1541,278 1,057,309

Investment income 58,000 367,149 359,535

Contributed assets - 439,098 547,982

Gain on sale of land - 212,917 277,589

Other revenue 445,614 1,008,314 936.583

38,914.274 38,798,540 40,274,228

Expenses (Note 22)General government 2,196,896 2,145,490 1,828,222

Protective services 2,622,137 2,396,490 2,335,064

Transportation services 4,117,588 4,026,373 3,798,771

Environmental services 3,890,409 4,543,213 3,778,965

Public health services 270.199 274,452 229,674

Planning and development services 2,007,933 1,880,616 1,786,902

Recreation and cultural services 11,393,360 11,029,185 10,645,818

Water utilities 6,415,802 6,348,134 5,962,001

Sewer utilities 294,759 263,365 226,491

Debt charges member municipalities 1,087,556 1,541,278 1,057,309

Other - (27,340) (25,015)

34,296,639 34,421,256 31,624,202

Annual Operating Surplus 4,617,635 4,377,284 8,650,026

Accumulated Surplus, beginning of year 116,188,252 116,188,252 107,538,226

Accumulated Surplus, end of year $120,805,887 $120,565,536 $116,188,252


60

Sunshine Coast Regional DistrictStatement Of Cash FlowsFor the Years Ended December 31, 2015 and 2014

2015 2014Restated(Note 3)

Operating Transactions:

Annual operating surplus $ 4.377,284 $ 8,650,026

Items not involving cash included in annual surplus:Amortization of tangible capital assets 3,968,914 3,714,643

Loss on disposal of capital assets 8,704 627

Gain from sale of land held for resale (212,917) (277,589)

Contributed tangible capital assets (439,098) (547,982)

Employee future benefits (2,300) 21,800

Change in financial assets and liabilities involving cash:

Provision for landfill closure and post-closure costs (236,727) 21,462

(Increase) decrease in accounts receivable 628,813 (188,654)

Increase (decrease) in accounts payable 142,099 (662,858)

Increase (decrease) in deferred revenue 19,485 (1,500,703)

Change in inventory and prepaids (13,566) (91,173)

Net Change in Cash from Operating Transactions 8,240,691 9,139,599

Investing Transactions:Net increase in investments (3,952,583) (3,825,240)

Financing Transactions:Debt proceeds 891,970 1,516,627

Repayment of long-term debt (1,974,431) (1,840.731)

Restricted cash: MFA debt reserve fund (20,731) (24,451)

Collection of DCC and parkland aquisition (deferred revenue) 168,573 204,094

Net Change in Cash from Financing Transactions (934,619) (144,461)

Capital Transactions:Cash used to acquire tangible capital assets (3,439,978) (6,644,283)

Proceeds from sale of capital assets 44,255 3,873

Proceeds from sale of land held for resale 419,000 519,000

Development of land held for resale (30,713) (34,130)

Net Change in Cash from Capital Transactions (3,007,436) (6,155,540)

Net increase (decrease) in cash 346,053 (985,642)Cash and equivalents, beginning of year 1,256,824 2,242,466

Cash and equivalents, end of year $ 1,602,877 $ 1,256,824


61

Sunshine Coast Regional DistrictNotes To The Financial StatementsFor the Years Ended December31, 2015 and 2014

1. Significant Accounting Policies

The preparation of the Financial Statements is the responsibility of the management of the Sunshine CoastRegional District. The accounting policies used within these statements conform to Canadian public sectoraccounting standards. They have been prepared in accordance with current recommendations issued by thePublic Sector Accounting Board of the Chartered Professional Accountants of Canada.

(a) Reporting entity and consolidation:

The Financial Statements combine the activities of the various funds of the reporting entity - Sunshine CoastRegional District. Interfund transactions and fund balances have been eliminated for reporting purposes. Thereare no other organizations under the control of the Regional District Board that meet the criteria for inclusionand consolidation in these statements.

(b) Budget:

The budget is part of the statutory five-year financial plan adopted by the Regional District Board and reflectsthe anticipated revenues and expenditures for a given year. The budget is prepared on a basis consistent withthat used to report the actual results achieved. See note 23.

(c) Government transfers:

Government transfers, which include legislative grants, are recognized as revenue in the financial statementswhen the transfer is authorized and any eligibility criteria are met, except to the extent that transfer stipulationsgive rise to an obligation that meets the definition of a liability. Transfers are recognized as deferred revenuewhen transfer stipulations give rise to a liability. Transfer revenue is recognized in the statement of operationsas the stipulation liabilities are settled.

(d) Revenue recognition:

Sources of revenue are recorded on an accrual basis and recognized in the period in which they areearned. Unearned revenue in the current period is reported on the Statement of Financial Position asdeferred revenue.

Taxes are recorded at estimated amounts when they meet the definition of an asset, have been authorized andthe taxable event occurs. The Regional District requisitions each Municipality and Electoral Area for theirportion of each service in which they participate. Taxes are collected on behalf of the Regional District by theMunicipalities and the Province (for Electoral Areas) and are paid to the Regional District by August 1 of eachyear.

(e) Expense recognition:

Operating expenses are recognized on an accrual basis in the period in which they are incurred.

5

62

Sunshine Coast Regional DistrictNotes To The Financial StatementsFor the Years Ended December 31, 2015 and 2014

1. Significant Accounting Policies (Continued)

(f) Use of estimates:

Estimates are required to determine the accrued liabilities for employee future benefit, landfill closureand post closure costs, and useful lives of tangible capital assets. Actual results could differ from theseestimates. Adjustments, if any, will be reflected in the operations in the period of settlement.

(g) Cash and equivalents:

Cash consists of cash on hand, cash in transit, and cash on deposit. Cash equivalents are short-terminvestments with an original maturity of three months or less, made to obtain a return on a temporary basis,and are carried at cost.

(h) Portfolio investments:

Investments include both Municipal Finance Authority of British Columbia (MFA) pooled investments, by whichmarket-based unit values are allocated amongst the participants in the investment pool, and other long-terminvestments in securities, including money market investments, which are carried at cost, but written downwhen there has been a permanent decline in value.

(I) Deferred revenues:

Deferred revenues are those which are received in advance of the expenses to which they are associated.They will be recognized as revenue in future years when they can be matched against expenses for therelated service or capital projects.

U) Hillside Development Project land costs:

The cost of Hillside Development Project Land Held for Resale (Note 15) is comprised of acquisition costs anddevelopment costs, including interest on borrowing and other direct costs. The cost of land sold, excludingdevelopment costs, is prorated to each parcel of land on an acreage basis. Development costs are allocatedas incurred evenly across remaining saleable parcels of land as they are incurred. Undeveloped land andwater space leases owned by the Regional District are recorded at historical cost.

(k) Service severance pay:

Service severance pay to full-time employees hired prior to 1994 with over 20 years of continuous servicewith any B.C. municipality or regional district is payable upon their leaving the employment of theRegional District. The liability for such payments has been accrued and included in employee future benefitsliability as set out in (Note 19).

(I) Trusts under administration:

Public sector accounting standards require that trusts administered by a government should be excludedfrom the government reporting entity. The Regional District does not have any accounts that meet the definitionof a trust.

6

63


1. Significant Accounting Policies (Continued)

(m) Non-financial assets:

Non-financial assets are not available to discharge existing liabilities and are held for use in the provision ofservices. They have useful lives extending beyond the current year and are not intended for sale in theordinary course of business.

(n) Inventory:

Inventories are valued at the lower of cost and net realizable value and are classified as non-financial assets.

(o) Tangible capital assets:

Tangible capital assets are a special class of non-financial assets and are recorded at cost lessaccumulated amortization and classified to their functional use. Cost includes all costs, excluding interest,directly attributable to acquisition or construction of the tangible capital asset including transportationcosts, installation costs, design and engineering fees, legal fees and site preparation costs. Contributedtangible capital assets are recorded at fair market value at the time of the donation, with the correspondingamount recorded as revenue. Amortization is recorded on a straight-line basis over the estimated life of thetangible capital asset commencing once the asset is put into service.

Estimated useful lives of tangible capital assets are as follows:

Land Improvements 15 to 20 years

Buildings 20 to 50 years

Furniture, Fixtures & Equipment 5 to 40 years

Technology Equipment 4 to 5 years

Machinery & Equipment 10 to 20 years

Vehicles 6 to 15 years

Sewer Treatment Infrastructure 50 years

Water Supply Infrastructure 5 to 100 years

Water Distribution Infrastructure 20 to 100 years

Leasehold Improvements 10 to 40 years

Work in Progress: not amortized until the assets are put into use

Leased assets

Leases entered into that transfer substantially all the benefits and risks associated with ownership are recordedas the acquisition of a tangible capital asset and the incurrence of an obligation. The asset is amortized in amanner consistent with tangible capital assets owned by the Sunshine Coast Regional District, and theobligation, including interest thereon, is repaid over the term of the lease. All other leases areaccounted for as operating leases, and the rental costs are expensed as incurred.

7

64


2. Adoption of New Accounting Policy:

Liability for Contaminated Sites:

Effective January 1, 2015, the Regional District adopted the new Public Sector Accounting StandardP33260 Liability for Contaminated Sites. The new standard can be applied retroactively or prospectively,and the Regional District has elected to apply it prospectively.

Under PS3260 governments are required to accrue a liability for the costs to remediate a contaminatedsite. Liabilities are recognized when an environmental standard exists, contamination exceeds thestandard, the government has responsibility for remediation, future economic benefits will be given upand a reasonable estimate can be made.

Management has assessed its potential liabilities under the new standard including sites that are nolonger in productive use and sites which the Regional District accepts responsibility. There were no suchsites that had contamination in excess of an environmental standard which required remediation at thistime, therefore no liability was recognized on transition as at January 1, 2015 or at December31, 2015,

8

65


3. Prior Period Restatement:

In the 2015 fiscal period, the Regional District changed how it accounts for cash deposits in the Municipal FinanceAuthority Debt Reserve Fund. Previously, cash deposits made to the debt reserve fund were recognized as anexpense and cash payouts including interest earned while on deposit were recognized as revenue in the period thetransaction occurred. The amount on deposit did not appear on the Statement of Financial Position.

Effective January 1, 2015, the Regional District began recognizing cash deposits to the Debt Reserve Fund as anobligation of the Municipal Finace Authority to the Regional District and annual interest earned (less administrativeexpenses) as revenue in the current period. The amount on deposit is included as a Financial Asset on theStatement of Financial Position.

The impact of these changes in the prior period was to increase opening accumulated surplus by $392,993 andclosing accumulated surplus by $417,444, decrease net debt by $417,444 and increase the annual operatingsurplus by $24,451 as follows:

2014 2014

Statement of Financial Position (restated) (as reported)

Restricted cash: MFA debt reserve fund $ 417,444 $ -

Other Financial Assets 28,744,623 28,744,623

Liabilities (42,465,456) (42,465,456)

Net Debt (13,303,389) (13,720,833)

Non-financial assets 129,491,641 129,491,641

Accumulated Surplus $ 116,188,252 $ 115,770,808

2014 2014

Statement of Operations: (restated) (as reported)

Investment income $ 359,535 $ 348,056

Water utilities expenses 5,962,001 5,974,973

Annual Operating Surplus 8,650,026 8,625,575

Accumulated Surplus, beginning of year 107,538,226 107,145,233

Annual Surplus, end of year $ 116,108,252 $ 115,770,808

9

66


4. Related Party Transactions:

The Sunshine Coast Regional Hospital District is related to the Sunshine Coast Regional District since the sameindividuals are members of the Board of Directors of both organizations. As legislated by the Hospital District Act,the officers and employees of the Sunshine Coast Regional District are the corresponding officers and employeesof the Hospital District. Each of the Regional District and the Hospital District are separate legal entities as definedby separate Letters Patent and authorized by separate legislation. During the year the Hospital District purchased,at cost, $110097 (2014 -$109,313) of administrative support services from the Sunshine Coast Regional District.These transactions are recorded at the exchange amount, which is the amount of consideration established andagreed to by the related parties.

5. Portfolio Investments:

2015 2014

Municipal Finance Authority 1 $ 6,555,090 $ 4,399,422

Raymond James 2 2,020,317 1,978753

Blue Shore Financial3 1,022,526 2,020000

Sunshine Coast Credit Union4 9,142,825 6,390,000

$ 18,740,758 $ 14,788,175

Municipal Finance Authority investments are pooled investment funds by which municipalities in s.c. can access high-quality investments,while maintaining a high degree of security and liquidity. Interest rates are variable. The average yield in 2015 was 2.40% (2014-2.49%). These investments are for restricted funds. including reserves and development cast charges.2 Investments with Raymond James consist of money market securities at interest rates ranging from 1.20% to 1.40% to maturity in 2016,recorded at cast.

Investments with Blue Shore Financial consist of money market securities at interest rates ol 2.25% to maturity in 2016. recorded at cost.

Investments with Sunshine Coast credit Union consist of money market securities at interest rates ranging tram 1.65% to 2.00% to maturityin 2016, recorded at cost.

The Regional District does not hold any asset-backed commercial paper or hedge funds, either directly or throughits pooled-fund holdings.

10

67


6. Accounts Receivable:

2015 2014

Trade accounts receivable $ 944,270 $ 1,647,424

Taxes receivable 596,977 529796

Accounts receivable from employees 6,251 13352

Interest receivable 98,275 80,020

Other accounts receivable 11,932 15,926

$ 1,657,705 $ 2.286,518

7. Accounts Payable and Accrued Liabilities:

2015 2014

Trade accounts payable $ 1,419,249 $ 1,062,807

Holdbacks payable 19,780 46,896

Other 353,621 342,361

Accrued trade payables 757,768 1,035,518

Accrued wages and benefits 961,563 882,300

$ 3,511,981 $ 3,369,882

8. Development Cost Charges:

Development cost charges represent funds received from developers for the sole purpose of funding the capitalcost of providing, altering or expanding water facilities in order to serve directly or indirectly, to thedevelopment with respect the charges are imposed. The development cost charges are restricted for thepurpose of capital improvements to the water system and will be recognized as revenue in future periods whenqualifying capital projects are undertaken. Development cost charges collected in 2015 amount to $83,490(2014 -$171,812). The amount of development cost charges recognized as revenue in 2015 was $NIL(2014- $NIL). The Regional District had no waivers or reductions as a result of eligible developments in 2015.

9. Future Parks Acquisition:

Under section 941 of the Local Government Act, developers are required to provide parkland or pay an amountequivalent to the market value of the parkland when subdividing. The payments received are recorded asdeferred revenue and the use of these funds is restricted to the acquisition of park lands. The revenuewill be recognized in future periods when additional parkland is acquired. In 2015, $85,083 was receivedfrom developers (2014 - $32,282). Revenue recognized in 2015 was $NIL (2014- $NIL).

11

68


10. Deferred Revenue-Other:

The Regional District has received amounts collected in advance totaling $546,881 (2014 - $527,396) forservices and capital projects that will be recognized as revenue in the period in which the related expenditure isincurred. Included in this amount is $128,588 (2014 - $114,792) collected for the Cemetery Care Fund which isrestricted based on the provisions of the Cremation, Interment and Funeral Services Act. In 2015, $13,797 (2014-$11,748) was collected and $NIL (2014 - $NIL) was recognized as revenue. Also included in this amount is$142,890 (2014 - $140,107) which is restricted based on the provisions of a Memorandum of Understanding withthe Welcome Beach Community Association. In 2015, $2,783 (2014 - $140,107) was collected and $NIL (2014 -

$NIL) was recognized as revenue. The remaining $275,403 (2014 - $272,497) are amounts which have beendesignated by the Regional District at the time of collection to be used for the provision of a specific service orcapital project in future periods.

11. Provision for Landfill Future Closure and Post-Closure Care Costs:

The Regional District operates two landfill sites - one in Sechelt and the other in Pender Harbour. As setout in government legislation, the Regional District is responsible for closure and post-closure care costs related tothese sites. The Regional District’s estimated liability for these costs is recognized as the landfill site’scapacity is used. The recorded liability of $4,803,825 (2014 - $5,040,552) represents the portion of theestimated total future costs recognized as at December 31, 2015. The Regional District has set asidefunding for future landfill closure and post-closure care costs. The balance of this funding as at December 31,2015 is $208,109 (2014 -$717,270) resulting in a current funding shortfall of $4,595,716 (2014 -$4,323,282).

The reported liability is based on estimates and assumptions with respect to events extending over the remaininglife of the landfill. The liability and annual expense is calculated based on the ratio of usage to total capacity and thediscounted estimated future cash flows associated with closure and post-closure activities. The Sechelt landfill siteis expected to reach its capacity in 2028 and the Pender Harbour landfill site has reached its capacity and waspermanently closed in 2015. The remaining liability to be recognized for the Sechelt landfill site is estimated to be$1,632,509 (2014 - $1,479,526) based on the remaining capacity of 237,674 cubic meters, which is 27.04% of thetotal capacity. The remaining liability to be recognized for the Pender Harbour landfill site is estimated to be $NIL(2014 - $NIL) based on the site reaching its capacity in 2014. Post closure care costs are expected to continue for25 years following the year of closure.

12

69


12. Long-Term Debt:

InterestLoan Authorization Bylaw Purpose Maturing Rate 2015 2014

MFA Debenture Debt

557 Field Rd. Admin Building 2026 4.66 % 1,902,892 2,038563

550 Comm. Recreation Facilities 2025 4.77% 10,326,552 11,153,579

550 Comm. Recreation Facilities 2026 4.88 % 1,311,913 1,405,448

556 Fleet Maint. Bldg. Expansion 2026 4.88% 262,357 281,062

555 Recycling Vehicle & Equip. 2016 4.66% 26,259 51,507

549 Dakota Ridge 2016 4.66 % 26,673 52,321

547 EgmontVFD 2026 4.88% 64,461 69,057

583 911 2017 4.82% 154,638 227,526

584 Parks Master Plan 2022 4.82 % 659,350 739,619

594 Pender Harbour Pool 2029 4.90 % 672,433 707,780

544 Water Treatmnent Plant 2025 1.80% 1,907,417 2,060,178

676 S. Pender Water Treatment 2034 3.00 % 1,253,645 1,297,208

617 N. Pender Water Initiatives 2035 3.00 % 400,000 238,701

619 S. Pender Water Initiatives 2035 3.00% 600,000 184,392

2.25%Debt issued for member 2016 to to

Various municipalities 2034 5.55% 16,606,413 10,413,106

36,175,003 30,920,047

Liability Under Agreement

MFA Recreation Facilities Capital 2017 1.38 % 397,892 663343

2019 toMFA Equipment Financing Loans 2020 1.38 % 283,836 -

Capital Leases

Various vehicle & capital 2016 toMFA Leasing Corp. leases 2019 1.70 % 184,286 346,783

S 37,041,019 $ 31,930,173

13

70


12. Long-Term Debt: (Continued)

Future principal repayments on existing long-term debt:2016 $ 3,665541

2017 3,527,962

2018 3,328,357

2019 3,338,944

2020 3,321,507

Thereafter 19,858,708

$ 37,041,019

Interest paid on long term debt:

During the year, gross interest paid or payable on long term debt was $2,043,236 (2014 -$1,954,487). Of this,$610,577 (2014 -$521,172) was recovered from member municipalities and $1,432,659 (2014 -$1,433,315)was charged to Regional District operations.

14

71


13. Tangible Capital Assets:

During the year, tangible capital assets contributed to the Regional District, totaled $439,098 (2014 - $547,982)consisting soley of Water Distribution Infrastructure. Revenue was recognized and the assets capitalized at their fairmarket value at the time of receipt.

Furniture,Land Fixtures and Technology Machinery &

Land Improvements Buildings Equipment Equipment Equipment

Cost, beginning of year $21,967,604 $ 1,399,663 $31,845,536 $2,690,953 $1,528,214 $6,263,052

Additions - 68,885 292,596 28,122 627,322 371,848

Disposals - - - - (18,237) (45,909)

Cost, end of year 21,967,604 1,468,748 32,138,132 2,719,075 2.137,299 6,588,991

Accumulated amortization,beginning of year - 797,722 6,628,757 1,489,869 1,337,389 2,534,609

Amortization - 51,308 798,569 177,070 131,085 379,951

Disposals - - - - (18,237) (42,890)

Accumulated amortization, endof year

- 849,030 7,427,326 1,666,939 1,450,237 2,871,670

Net carrying amount, end ofyear $21,967,604 $ 619,718 $24,710,806 $1,052,136 $ 687,062 $3,717,321

15

72


Sewer WaterTreatment Water Supply Distribution Leasehold Work in

Vehicles Infrastructure Infrastructure Infrastructure Improvements Progress 2015 2014

$5,538,599 $1664851 $25,609,286 $59,718,324 $ 8,910,138 $ 2,271,280 $169,407,700 $162,322,730143,310 10,018 89,050 2,507,616 781,167 930,501 5,850,435 10,982,954

(273,967) - - - - (1,971,359) (2,309,472) (3,897,984)

5,407,942 1,674,869 25,698,336 62,225,940 9,691,305 1,230,422 172,948,663 169,407,700

4,034,543 491,944 7,138,053 16,059,468 2,381857 - 42,894,211 39,282,363

259,831 39,379 819,912 847,296 464,513 - 3,968,914 3,714.643

(224,027) - - - - - (285,154) (102,795)

4.070.347 531,323 7,957,965 16,906,764 2,846.370 - 46,577,971 42,894.211

$1,337,595 $1,143,546 $17,740,371 $46,319,176 $ 6,844.935 $ 1.230.422 $126,370,692 3126,513489

16

73


14. Debt Reserve Fund:

The Municipal Finance Authority (MFA) provides long term capital financing for Regional Districts and their MemberMunicipalities. As protection against loan default, the MFA is required to establish a debt reserve fund into whichRegional Districts and Member Municipalities contribute amounts set out in each respective loan agreement. Cashdeposits (including investment earnings) are an obligation of the MFA to the Regional District. Demand notes arecontingent on the MFA calling the outstanding notes in the event of a loan default. Cash deposits of MemberMunicipalities are not recorded in these financial statements.

2015 2014

Cash Deposits:Restricted cash: MFA debt reserve fund $ 438,175 $ 417,444

Cash deposits - Member Municipalities 329,298 247,753

Demand Notes:Demand notes - Regional District 974,619 951,932

Demand notes - Member Municipalities 858,755 518,695

S 2,600,847 $ 2,135,824

15. Land Held for Resale:

Included in the Capital Fund portion of Accumulated Surplus (Note 17) is an accumulated deficit of $268,441 for2015 (2014 - $691,330) which represents the shortfall of funding for the development of the Hillside IndustrialPark, The net proceeds from the eventual sale of lots in the Hillside Development Park will be used toeliminate the capital fund deficit. In 2015, the Regional District completed the sale of Hillside Lot G for proceedsof $419,000 and in 2014, the Regional District completed the sale of Hillside Lot H for proceeds of $519,000.

The assets of the Hillside Development Project are as follows:

2015 2014

Land held for resale $ 2,129,698 $ 2,305,068

Protected lands-not for sale 1 1,109,877 1,109,877

$ 3,239,575 $ 3,414,945

Includes demonstration forest. interpretation area, parkiands and protected habitat areas. These assets are included as tangibtecapital assets (Note 13)

17

74


16. Government Transfers:

Fund Balances:Current Fund I $ (5,340,101)

Capital Fund 2 2,308,903

Reserve funds 14,844,300

Financial Equity 11,813,102

Investment in Non-Financial Assets (Note 18) 108,752,434

Accumulated Surplus, end of year $120,565,536

Current fund includes future liabilities such as employee future benefits (Note 19) and unfunded post-closure landfillcontributing to the negative position.2 Includes 52522,514 (2014- 52.134.926) advanced from the Gas Tax Community Works Fund.

$

2015 2015 2014

Budget Actual Actual

Operating transfersFederal $ 30,000 $ 18,617 $ -

Provincial 1.571,191 1,394,295 1,406,319

1,601,191 1,412,912 1,406,319

Capital transfersFederal 3,130,320 886,872 3,618,874

Provincial 37,382 86,361 1,279,149

3,167,702 973,233 4,898,023

$ 4,768,893 $ 2,386,145 $ 6,304,342

17. Accumulated Surplus:

2015 2014

Restated

(Note 3)

(4,764.676)

988,371

11,989,983

8,213,678

107,974,574

$116,188,252

liabilities (Note 11)

18

75


18. Investment in Non-financial Assets:

The investment in Non-financial Assets represents the Regional District’s equity in the non-financial assets itholds. The value is calculated as the book value of all non-financial assets minus the outstanding long-term debtassociated with purchasing those assets. Member municipality debt is excluded from the calculation.

2015 2014

Investment in Non-Financial Assets, beginning of year $ 107,974,574 $ 104,293,455

Add:Acquisition of tangible capital assets 3,879,076 7,192,265

Change in inventory and prepaids 13,566 91,173

Change in land held for resale (175,370) (207,281)

Debt repayments 1,974,431 1,840,731

Accumulated amortization removed on sale of assets 285,154 102,795

5,976,857 9,019,683

Deduct:Debt issued and other obligations to finance capital additions 891,970 1,516,627

Costs of assets sold or written off 338,113 107,295

Amortization 3,968,914 3,714,643

5,198,997 5,338,565

Investment in Non-financial Assets, end of year $ 108.752,434 $ 107,974.574

19

76


19. Employee Future Benefits:

Sick Pay

The Regional District provides paid sick leave to qualifying employees. This benefit of one day of sick leaveper month accrues to a maximum of 18 days, but is not vested. When the maximum accumulated sickleave was introduced, employees with more than 18 days in their sick-leave bank were grandfathered.These employees maintained their existing sick-leave bank balance at the time this change was introduced.However, their sick-leave bank will not accrue any additional sick leave days until the bank drops below the 18-day maximum. The amount recorded for this benefit is based on an actuarial evaluation prepared by anindependent firm and will be reviewed on a periodic basis. The date of the last actuarial evaluationwas as of December 31, 2013.

Retirement Pay

A regular employee who was hired before 1994 and retires under the provisions of the MunicipalPension Plan is entitled to two weeks pay for each full year of service over 20 years as a retirement benefit. Inall instances! the rate of pay used in the calculation of the retirement benefit shall be the rate of pay applicableon the last day worked. The amount recorded for this benefit in 2015 is based on an actuarial evaluationprepared by an independent firm and will be reviewed on a periodic basis. The date of the last actuarialevaluation was as of December 31, 2013.

As of December 31. 2015, $252,450 (2014 - $277,410) of the accrued benefit liability has been charged tooperations. The remaining $51,350 (2014 - $78,690) has not yet been charged to operations. The significantactuarial assumptions adopted in measuring the Regional District’s accrued benefit liability are as follows:

2015 2014

Discount rates 2.70 % 2.70 %

Expected future inflation rates 2.50 % 2.50 %

Expected wage and salary increases 2.50 % 2.50 %

Accrued Benefit Obligation as at December31

2015 2014

Beginning benefit obligation $ 348,400 $ 352,500

Current service cost 17,000 15.500

Interest on accrued benefit obligation 9,200 12,100

Actuarial (gain) loss (34,200) (18,400)

Benefits paid during the year (12,800) (13,300)

Ending benefit obligation 327,600 346,400Less:Unamortized net actuarial (loss)/gain (23,800) (42,300)

Accrued Benefit Liability $ 303,800 $ 306,100

20

77


20. Contingent Liabilities:

(a) Pension Plan:

The Regional District and its employees contribute to the Municipal Pension Plan (the Plan), a jointlytrusteed pension plan. The Board of Trustees, representing plan members and employers, isresponsible for administering the Plan, including investment of the assets and administration ofbenefits. The Plan is a multi-employer defined benefit pension plan. Basic pension benefits providedare based on a formula. As at December 31, 2015, Plan membership is broken down into about 185000active members, 88,000 retired members and 33.000 inactive members. Active members includeapproximately 37,000 contributors from local governments. The Plan holds assets in excess of $40billion.

Every three years, an actuarial valuation is performed to assess the financial position of the Plan andadequacy of plan funding. The most recent valuation for the Municipal Pension Plan as of December 31,2012 indicated a $1370 million funding deficit for basic pension benefits on a going concern basis.The next valuation will be as at December31, 2015 with results available later in 2016.

Employers participating in the Plan record their pension expense as the amount of employercontributions made during the fiscal year (defined contribution pension plan accounting). This is becausethe Plan records accrued liabilities and accrued assets for the Plan in aggregate, resulting in noconsistent and reliable basis for allocating the obligation, assets and cost to the individual employersparticipating in the plan.

The Sunshine Coast Regional District paid S986,308 (2014- S941,561) for employer contributions whileemployees contributed $840,583 (2014 -$801,400) to the plan in fiscal 2015.

(b) Reciprocal insurance exchange agreement:

The Regional District is a subscribed member of the Municipal Insurance Association of BritishColumbia (the Exchange’) as provided by Section 3.02 of the Insurance Act of the Province of BritishColumbia. The main purpose of the Exchange is to pool the risks of liability so as to lessen the impactupon any subscriber. Under the Reciprocal Insurance Exchange Agreement, the Regional District isassessed a premium and a specific deductible for its claims, based on population. The obligation of theRegional District with respect to the Exchange and/or contracts and obligations entered into by theExchange on behalf of its subscribers in connection with the Exchange are in every case several, andnot joint-and-several. The Regional District irrevocably and unconditionally undertakes and agreesto indemnify and save harmless the other subscribers against liability losses and costs which the othersubscriber may suffer.

(c) Third party claims:

Various lawsuits and claims are pending by and against the Regional District. It is the opinionof management that the amount of settlement from these claims cannot be reasonably estimated,nor can the likelihood of their outcomes be known at this time. The final determination of these claims isnot expected to materially affect the financial position of the Regional District. Any ultimate settlementswill be recorded in the year the settlement occurs.

21

78


21. Contractual Obligations:

The Regional District has entered into various agreements and contracts for the provision of services that extendbeyond the current year. The largest of these comittments is the Sechelt Landfill maintenance contract valued atapproximately $300,000 annually for the next 7 years. Other substantive obligations include contracts for theimplementation and maintenance of enterprise resourse planning software, the provision of recycling depotcollection services, green waste processing, processing of wood waste and asphalt roofing collected at landfills andlandfill engineering services including services related to landfill closure. These other obligations extend for nomore than 34 months beyond the financial statement date.

22. Expense and Expenditure by Object:

2015 2015 2014Budget Actual Actual

Restated(Note 3)

Operating Expenses:Salaries, wages and benefits $15,593,334 $15,015,351 $14,087,527

Operating goods and services 12,446,813 12,454,350 11,330,781

Debt charges - interest 1,454,295 1,432,659 1,433,315

Debt charges member municipalities 1,087,556 1,541,278 1,057,309

Amortization 3,714,641 3,968,914 3,714,643

Loss from sale of capital asset - 8,704 627

Total Operating Expenses 34,296,639 34,421,256 31,624,202

Capital Expenditures:Capital salaries, wages and benefits 232,460 250,148 252,950

Capital expenditures - 3,626,928 6,939,315

Total Capital Expenditures 232,460 3,879,076 7,192,265

Total Expenses and Expenditures $34,529,099 $38,300,332 $38,816,467

22

79


23. Fiscal Plan:

Fiscal plan amounts represent the Financial Plan By-Law #700 adopted by the Regional District Board onMarch 26, 2015 with estimates for amortization of tangible capital assets. The Financial Plan anticipated useof surpluses accumulated in previous years to balance against current year expenditures in excess ofcurrent revenues. In addition, the Financial Plan anticipated capital expenditures rather than amortizationexpense. The following shows how these amounts were combined:

2015

Budget

Budgeted surplus for the year $ -

Addback:

Capital expenditures 8,157,976

Less:Amortization 3,714,641

Budgeted transfers from accumulated surplus (174,300)

Fiscal Plan Surplus $ 4,617,635

24. Segmented Reporting:

A segment is a distinguishable activity or group of activities for which financial information is separately reportedon. The Regional District applies segmented reporting for each major functional classification of services itprovides. The overall summary information is included in Schedule 2. Detailed financial information regarding eachsegment is found in supplementary schedules in accordance with government reporting for segments. Themajor segments are as follows:

General Government Services (Schedule 4);Protective Services (Schedule 5);Transportation Services (Schedule 6):Environmental Services (Schedule 7);Public Health Services (Schedule 8);Planning and Development Services (Schedule 9);Recreation and Cultural Services (Schedule 10);Water Utilities (Schedule 11); andSewer Utilities (Schedule 12).

23

80

Sunshine Coast Regional DistrictStatement of Current FundSchedule IFor the Years Ended December 31, 2D15 and 2014

2015 2014

General Fund

General Government Services:AdministrationFinanceGeneral Office Building MaintenanceHuman ResourcesInformation ServicesFeasibility Studies - (151)SCRHD Administration 2,567Grants in Aid 43500UBCM

Protective Services:Bylaw EnforcementSmoke ControlFire Protection:

Gibsons and District Fire ProtectionRoberts Creek Fire ProtectionHalfmoon Bay Fire ProtectionEgmont Fire Department

Emergency Telephone -911Sunshine Coast Emergency PlanningAnimal Control

Transportation Services:Public TransitMaintenance FacilityRegional Street LightingLocal Street LightingPorts Services

Environmental Services:Regional Solid WasteRefuse Collection

Public Health Services:CemeteryPender Harbour Health Clinic

Planning and Development Services:Regional PlanningRural PlanningGeographic Information ServicesHouse numberingHeritageBuilding Inspection ServicesEconomic Development

$ $ 1,121

(1,837)63,961

- (11,408)

2,263 (2,623)

(104,476) (34,186)

4,834 329909 (179)164 (1,406)

3,136 2,983

22,981 25,055Sub-total Carried Forward (next page) (8.064) 25,602

24

81

Sunshine Coast Regional DistrictStatement of Current FundSchedule IFor the Years Ended December31, 2015 and 2014

2015 2014

General Fund (Continued)Sub-total Brought Forward (previous page)Recreation and Cultural Services:

Pender Harbour PoolSchool facilities - Joint UseGibsons and Area LibraryMuseum ServiceHalfmoon Bay & Roberts Creek Library ServiceCommunity Recreation Facilities ServiceCommunity ParksBicycle and Walking PathsRegional Recreation ProgramsDakota Ridge Recreation Service

Total General FundWater Fund

Regional Water ServicesSewer Fund

Local Sewer PlantsTotal Surplus (Deficit)

(8,064) 25,602

(7,357) -

2 160(34,294) (67,025)

(49,713) (41 .263)

(49,713) (41,263)

Current FundGeneral Fund Surplus (Deficit) (49,713) (41,263)Inventory and prepaids (686,650) (673,084)Other 87,737 87,737Appropriated surplus 199,974 263,906Unfunded Post Employment Future Benefits (295,733) (78,690)Unfunded Landfill Closure (4,595,716) (4,323.282)

General Current Fund (5,340,101) (4,764,676)Water Fund Surplus - -

Sewer Fund Surplus - -

Total Current Fund $ (5,340,101) $ (4,764,676)

25

82

Sunshine Coast Regional DistrictGeneral Revenue, Water Utility and Sewer FundsSummary Statement of Revenue, Expenses and TransfersSchedule 2For the Years Ended December 31, 2015 and 2014

GeneralRevenue Fund Water utilities Sewer utilities

RevenueGrants in lieu of taxes $ 62,528 $ - $ -

Tax requisitions 17,367,493 - -

Frontage and parcel taxes 1,647.824 3,407,112 66,070Government transfers 2,106,108 280,037 -

User fees and service charges 6,278,462 3,813.898 200,252Member municipality debt 1541.278 - -

Investment income 247,152 104,097 15,900Contributed assets - 439,098 -

Gain on sale of land 212,917 - -

Otherrevenue 870370 137.944 -

Total Revenue 30.334,132 8,182,186 282,222Expenses

Administration 2,847,827 640,842 18,787Wages and benefits 12,886,095 2,076,252 80,344Dperating 11,951,771 1,689,316 124,855Debt charges - interest 1,261,152 171,507 -

Internal recoveries (4,819006) (42) -

Debt charges member municipalities 1,541,278 - -

Amortization 2,159,276 1,770,259 39,379(Gain) loss from sale of asset 8,704 - -

Total Expenses 27,837,097 6,348,134 263,365Annual Operating Surplus (Deficit) 2,497,035 1,834,052 18,857

Add: Proceeds from sale of assets 23,391 20,864 -

Add: Proceeds from long term debt 315,063 576,907 -

Less: Debt principle repayment (1,763,308) (211.123) -

Less: Acquisition of tangible capital assets (2,271,890) (1,603,483) (3,703)Less: Change in Inventory and prepaids - - -

Less: Change in Land held for resale 175,370 - -

Increase (Decrease) in Financial Equity (1,024,339) 617,217 15,154Transfer (to)/from reserves (1,033,247) (1,774,281) (46.786)Transfer (to)/from appropriated surplus (353,684) 43,239 -

Transfer (to)/from unfunded liability 516,817 - -

Transfer (to)/from unfunded amortization 2,159,276 1,770.259 39,379Transfer (to)/from unfunded loss on asset 8,704 - -

Transfer (to)/from other funds (369,251) (576,907) -

Interfund transfers 87,274 (79,527) (7,747)Surplusf(deficit) from prior year (41,263) - -

Total Surplus (Deficit) for the year $ (49,713) $ - $ -

26

83

Actual Budget ActualOther 2015 2015 2014

$ - $ 62,528 $ 61,881 $ 70,778- 17,367,493 17,367,491 15,834,196- 5,121,006 5,091,896 5,026.308- 2,386,145 4,768,893 6,304,342- 10,292,612 10,032,945 9,859,606- 1,541278 1,087.554 1,057,309- 367,149 58,000 359,535- 439,098 - 547,982- 212,917 - 277,589- 1,008,314 445,614 936,583- 38,798,540 38.914.274 40,274,228

- 3,507,456 3,507,456 3,334,877(27,340) 15,015,351 15,593,334 14,087,525

- 13,765,942 13,946,555 12,714,420- 1,432,659 1,454,295 1,433,315- (4,819,048) (5,007,198) (4,718,514)- 1,541,278 1,087,556 1,057,309- 3,968,914 3,714,641 3,714,643- 8,704 - 627

(27,340) 34,421,256 34.296,639 31,624,20227,340 4,377,284 4,617,635 8,650,026- 44255 - 500- 891,970 725,574 1,516,627- (1,974,431) (1,523,223) (1,840,731)- (3,879,076) (8,157,976) (7,192,265)

(13,566) (13,566) - (91,173)- 175,370 (34,602) 207,281

13,774 (378,194) (4,372,592) 1,250,265- (2,854,314) 1,171,721 (2,394,443)- (310,445) (459,077) (1,976,893)

(13,774) 503,043 - (377)- 3,968,914 3,714,641 3,714,643- 8,704 - -

- (946,158) (14,820) (497,956)- - 1,390 -

- (41,263) (41,263) (136,502)

$ - $ (49,713) $ - $ (41,263)

27

84

Sunshine Coast Regional DistrictGeneral Revenue FundSummary Statement of Revenue, Expenses and TransfersSchedule 3For the Years Ended December 31, 2015 and 2014

General Protective Transportationgovernment services servicesSchedule 4 Schedule 5 Schedule 6

RevenueGrants in lieu of taxes $ 61,557 $ 115 $ -

Tax requisitions 1,524,923 2,552,041 2,197,725Frontage and parcel taxes - - -

Government transfers 917,969 6,681 1,096,528User fees and service charges 709 21,988 682,534Member municipality debt 1.541,278 - -

Investment income 158,158 28,358 9,658Contributed assets - - -

Gain on sale of land - - -

Other revenue 192,693 64.955 54,923Total Revenue 4,397,287 2.674.138 4.041.368Expenses

Administration 497,509 270.253 335,981Wages and benefits 3,296,812 760,875 2,329,830Operating 1,185,963 966,870 2,478,312Debt charges - interest 145,985 38,873 19,862Internal recoveries (3,220,581) (6,923) (1,271,215)Debt charges member municipalities 1,541,278 - -

Amortization 239.927 343,966 133,603(Gain) loss from sale of asset (125) 22,576 -

Total Expenses 3.686.768 2,396,490 4.026,373Annual Operating Surplus (Deficit) 710.519 277,648 14.995

Add: Proceeds from sale of assets 625 - -

Add: Proceeds from long term debt 220,215 - -

Less: Debt principle repayment (193,912) (151,943) (18,705)Less: Acquisition of tangible capital assets (798,422) (199,206) (144.248)Less: Change in Land held for resale - - -

Increase (Decrease) in Financial Equity (60,975) (73,501) (147.958)Transfer (to)/from reserves 22,890 (266,872) (34,180)Transfer (to)/from appropriated surplus (658,969) - -

Transfer (to)/from unfunded liability 244,383 - -

Transfer (to)/from unfunded amortization 239,927 343,966 1 33,603Transfer (to)/from unfunded loss on asset (125) 22,575 -

Transfer (to)/from other funds (9,918) 19,219 -

Interfund transfers 237,874 (29,094) (14,591)Surplus/(deficit) from prior year 47,037 (14,031) (35.442)Total Surplus (Deficit) for the year $ 62,124 $ 2,263 $ (98,568)

28

85

Planning and RecreationEnvironmental Public health development and cultural

services services services services Actual Budget ActualSchedule 7 Schedule S Schedule 9 Schedule 10 2015 2015 2014

$ - $ - $ 731 $ 125 $ 62,528 $ 61881 $ 67,8741,311,133 237,046 1,335,312 8,209,313 17,367,493 17367,491 15,834,196

- -- 1,647,824 1,647,824 1,647,749 1,644.877

15,529 - 4,570 64,831 2,106,108 4,479,454 3,876,6742,994,899 65,580 697,478 1,815,274 6,278,462 6,045,364 6,014,778

- - -- 1,541,278 1,087,554 1,057,309

15,757 2,238 5,530 27,453 247,152 58,000 247,912- - - - - - 283.000-

- 212,917 - 212,917 - 277,589166,561 1,766 20,436 369,036 870,370 398,814 734,139

4,503,879 306.630 2.276,974 12,133,856 30,334,132 31,146.307 30.038,348

380,141 41,010 369,762 953,171 2,847,827 2,847,827 2,663,827795,196 70,044 1,499,645 4,133,693 12,886,095 13,191,323 12,046,672

3,323,168 160,845 307,556 3,529,057 11,951,771 12,110,665 11,048,20410,322 - - 1,046,110 1,261,152 1,265,114 1,269,983-

- (320,287) - (4,819,006) (5,007,198) (4,716,690)- - - - 1,541,278 1,087,556 1,057,309

35,141 2,553 25,440 1,378,646 2,159,276 2,090,791 2,090,793(755) - (1,500) (11,492) 8,704 - 627

4,543,213 274.452 1.880,616 11,029,185 27,837,097 27.586,078 25.460,725(39,334) 32,178 396,358 1,104,671 2,497,035 3,560,229 4,577,623

1,755 - 3,500 17,511 23,391 - 500- - - 94,848 315,063 703,718 916.607

(25,249) - - (1,373,499) (1,763,308) (1,343.900) (1,647,704)(41,823) (31,096) (64,565) (992,530) (2,271,890) (5,731.928) (1,775,885)

- - 175,370 - 175,370 (34.602) 207,281(104.651) 1.082 510,663 (1,148,999) (1,024,339) (2.846,483) 2,278,422(159,769) (937) (85,121) (509,258) (1,033,247) 1,240,349 (856,969)

- - - 305,285 (353,684) (517,240) (1,978,343)272,434 - - - 516,817 - (66,535)

35,141 2,553 25,440 1,378,646 2,159,276 2,090,791 2,090,793(755) - (1,500) (11,492) 8,704 - -

-- (422,889) 44,337 (369,251) (14,820) (1,373,902)

(42,400) (2,698) (28,514) (33,303) 87,274 88,666 646-

- 28,038 (66,865) (41,263) (41,263) (135,375)

$ - $ - $ 26,117 $ (41,649) $ (49713) $ - $ (41263)

29

86

Sunshine Coast Regional DistrictGeneral Revenue Fund - General Government ServicesSummary Statement of Revenue, Expenses and TransfersSchedule 4For the Years Ended December31, 2016 and 2014

General OfficeBuilding Human Information

Administration Finance Maintenance Resources Services

RevenueGrants in heu of taxes $ 61,557 $ - $ - $ - $ -

Tax requisitions 1235219 - - - -

Government transfers 917969 - - - -

User fees and service charges 709 - - - -

Member municipality debt - - - - -

Investment income 142726 4,928 1680 2,598 3894Otherrevenue 44,423 1.033 36,615 525 -

Total Revenue 2.402,603 5.961 38,295 3.123 3.894Expenses

Administration 457,438 - - - -

Wages and benefits 1,505,742 939.517 26,290 318.540 357,579Operating 519,056 145.012 110,836 80.823 135,924Debt charges - interest - - 144.058 - 1,927Internal recoveries (565,404) (1,174,067) (440.096) (427,424) (613,590)Debt charges member municipalities - - - - -

Amortization 36,875 1,881 108,848 - 92.323(Gain) loss from sale of asset (125) - - - -

Total Expenses 1,953,582 (87,657) (50.064) (28.061) (25.837)Annual Operating Surplus (Deficit) 449,021 93,618 88,359 31,184 29,731

Add. Proceeds from sale of assets 625 - - - -

Add: Proceeds from long term debt - - - - 220,215Less: Debt principle repayment - - (135,671) - (58,241)Less: Acquisition of tangible capital assets (87,588) (399,881) (19.612) (60.353) (230,988)

Increase (Decrease) in Financial Equity 362,058 (306,263) (66.924) (29.169) (39.283)Transfer (to)Jfrom reserves 76,219 (99,112) (40.507) (53.831) 161,764Transfer (to)/from appropriated surplus (668,519) - - 9.550 -

Transfer (to)/from unfunded liability 219,944 - - - -

Transfer (to)/ftom unfunded amortization 36,875 1,881 108.848 - 92,323Transfer (to)/from unfunded loss on asset (125) - - - -

Transfer (to)/from other funds - - - - 9,918Interfund transfers (27,573) 403,494 (1.417) 73,450 (204.886)Surplus/(deflcit) from prior year 1.121 - - - -

Total Surplus (Deficit) for the year $ - $ - $ - $ - $ -

30

87

Feasibility SCRHD Actual Budget ActualStudies Grants in Aid Administration UBCM Fiscal Services 2015 2015 2014

- $ - $ - $ - $ - $ 61,557$ 61,881$ 65,8872,087 201,433 - 86,184 - 1,524,923 1.524,921 1,510,118

- - - - 917,969 889,723 2,337,974- - - - - 709 - 121- - -

- 1,541,278 1,541,278 1,087,554 1,057,309861 60 - 1,411 - 158,158 58,000 145.122

-- 110.097 - - 192,693 152,909 209.467

2.948 201.493 110.097 87595 1,541,278 4,397,287 3.774.988 5.325,998

1,646 15023 15,100 8.302 - 497,509 497,509 470,733-

- 117.812 31.332 - 3,296,812 3,119,339 2.893.747- 164.717 4,279 25.316 - 1,185,963 1,477,517 1.168.728- - - - - 145,985 146,678 145.794- - - -

- (3,220,581) (3,241,282) (3.047,916)- - -

- 1,541,278 1,541,278 1,087,556 1.057,309- - - - - 239,927 197,136 197,136- - - -

- (125) - -

1,646 179,740 137.191 64,950 1.541,278 3.686,768 3,284.453 2,885.5311,302 21.753 (27,094) 22,645 - 710,519 490,535 2,440,467

- - - -- 625 - -

. - - - - 220,215 494,032 350- - -

- (193,912) (159,249) (182,514)- - - -

- (798,422) (1,400.174) (212.738)1,302 21.753 (27,094) 22,645 - (60,975) (574.856) 2.045.565(861) 941 - (21,723) - 22,890 725,598 (181,927)

- - -- (658,969) (595.203) (2,075,175)

- - 24.439 - - 244,383 - -

- - -- 239,927 197,136 197,136

- - - - (125) - -

- - - - 9,918 - 9.918(290) (2.233) (1,749) (922) - 237,874 200,288 1,919(151) 43.500 2,567 - - 47,037 47,037 49.601

S - $ 63.961 $ (1.837) $ - $ - $ 62,124 $ - $ 47.037

31

88

Sunshine Coast Regional DistrictGeneral Revenue Fund - Protective ServicesSummary Statement of Revenue, Expenses and TransfersScheduleSFor the Years Ended December31, 2015 and 2014

Gibsons andDistrict Fire Roberts Creek Haltmoon Bay Egmont FireProtection Fire Protection Fire Protection Department

RevenueGrants in lieu of taxes $ 115 $ - $ - $ -

Tax requisitions 808760 336592 367,267 88,230Government transfers 3,681 1,000 1,000 1,000User fees and service charges - 25 - -

Investment income 8,808 8.211 1,752 1,174Otherrevenue 7.413 11 - 16238

Total Revenue 828,777 345.839 370,019 106642Expenses

Administration 60,921 34,348 31,452 8247Wages and benefits 285754 78,628 80,248 3084Operating 273,519 152,349 179,574 36508Debt charges - interest 1,296 - 644 4,880Internal recoveries (6,923) - - -

Amortization 92,948 59,482 63,985 24,120(Gain) loss from sale of asset 22,576 - - -

Total Expenses 730,091 324,807 355,903 76,839Annual Operating Surplus (Deficit) 98,686 21,032 14,116 29,803

Add: Proceeds from sale of assets - - - -

Add: Proceeds from long term debt - - - -

Less: Debt principle repayment (25,183) - (49,277) (4,596)Less: Acquisition of tangible capital assets (35.572) - (12,430) (74,069)

Increase (Decrease) in Financial Equity 37,931 21,032 (47,591) (48.862)Transfer (to)/from reserves (144,169) (76,619) (889) 25,635Transfer (to)/from appropriated surplus - - - -

Transfer (to)Ifrom unfunded amortization 92,948 59,482 63,985 24,120Transfer (to)/from unfunded loss on asset 22,576 - - -

Transfer (to)/from other funds - - - -

Interfund transfers (9286) (3,895) (4,097) (893)Surplus/(deficit) from prior year - - (11.408) -

Total Surplus (Deficit) for the year $ - S - S - $ -

32

89

SunshineEmergency Coast

Bylaw Telephone - Emergency Animal Actual Budget ActualSmoke Control Enforcement 911 Planning Control 2015 2015 2014

S - $ - $ - $ - $ - $ 115$ - $ 1,197- 125,293 455,302 275,300 95,297 2,552,041 2,552041 2,435,050- - - - - 6,681 - 616- 1550 - - 20,413 21,988 23.911 23,998

245 606 5,526 326 1,710 28,358 - 31,673-

- 19.429 21,864 - 64,955 - 34,187

245 127,449 480,257 297,490 117,420 2,674,138 2,575,952 2.526.721

326 22,308 32,383 61,634 18,634 270,253 270,253 242,086644 91,055 32,296 137,663 51,503 760,875 856,858 746,434

- 8,226 223,538 77,293 15,863 966,870 1,092,472 942,716- - 32,053 - - 38,873 39,076 40,619- - - - - (6,923) - -

- 4362 73,901 20,549 4,619 343,966 363,478 363,478- - - -

- 22,576 - (269)970 125,951 394,171 297,139 90,619 2,396,490 2,622,137 2,335,064

(725) 1498 86,086 351 26,801 277,648 (46,185) 191,657- - - - - -

- 500- - - - -

- 51465 -

- - (72,887) - - (151,943) (133,004) (154,884)- (28,364) (21,964) (5,128) (21,679) (199,206) (524,699) (160,077)

(725) (26,866) (8,765) (4,777) 5,122 (73,501) (652,423) (122,804)795 4,538 (60,964) (12,278) (2,923) (266,872) 324,145 (282,193)

- - - - - -- 41,781

- 4,362 73,901 20,549 4,619 343,966 363,478 363,478- - - -

- 22,576 - -

- (19,219) - - - (19,219) - -

(70) (1,253) (4,172) (3,496) (1,932) (29,094) (21,169) (2,623)- - -

- (2.623) (14,031) (14,031) (11,670)

S - $ - $ - $ - $ 2263$ 2,263$ - $ (14,031)

33

90

Sunshine Coast Regional DistrictGeneral Revenue Fund -Transportation ServicesSummary Statement of Revenue, Expenses and TransfersSchedule 6For the Years Ended December 31, 2015 and 2014

Maintenance RegionalPublic Transit Facility Street Lighting

RevenueGrants in lieu of taxes $ - $ - $ -

Tax requisitions 1,753,084 - 39,630Government transfers 1,092,712 3,816 -

User fees and service charges 682,534 - -

Investment income 2,554 1,842 -

Other revenue 38,480 13,486 -

Total Revenue 3.569,364 19,144 39,630Expenses

Administration 293,607 19,445 2,167Wages and benefits 1,727,333 482,988 3,905Operating 1,617,072 699,441 28,693Debt charges - interest - 19,862 -

Internal recoveries - (1,271,215) -

Amortization 49,502 40.070 -

(Gain) loss from sale of asset - - -

Total Expenses 3,687,514 (9.409) 34,765Annual Operating Surplus (Deficit) (118,150) 28,553 4,865

Less: Debt principle repayment - (18,705) -

Less: Acquisition of tangible capital assets (25,743) - -

Increase (Decrease) in Financial Equity (143,893) 9,848 4,865Transfer (to)/from reserves 34399 (47,641) -

Transfer (to)Ifrom unfunded amortization 49,502 40070 -

Interfund transfers (10,297) (2,277) (360)Surplus/(deficit) from prior year (34,186) - 329

Total Surplus (Deficit) for the year $ (104,475) $ - $ 4,834

34

91

Local Street Actual Budget ActualLighting Ports Services 2015 2015 2014

S - $ - $ - $ - $ 539,657 395,354 2,197,725 2,197,725 1,804,252-

- 1,096,528 1,297,706 1,169,198-

- 682,534 729,433 702,766- 5,262 9,658 - 11,692- 2,957 54,923 44052 26,4719,657 403.573 4,041,368 4,268.916 3,714,432

499 20,263 335,981 335,981 330,533- 115,604 2,329,830 2389,702 2,151,2367,994 125,112 2,478,312 2,694,599 2,515,445-

- 19,862 19,862 19,862-

- (1,271,215) (1445,629) (1,340,374)- 44,031 133,603 123,073 123.074- - -

- (1.004)8.493 305.010 4,026,373 4.117.588 3,798.7721,164 98,563 14,995 151,328 (84,340)

-- (18,705) (13,668) (17,986)

- (118,505) (144,248) (224,000) (117.529)1.164 (19,942) (147,958) (86,340) (219.855)

- (20,938) (34,180) 13,269 78,523- 44,031 133,603 123,073 123,074

(76) (1,581) (14,591) (14,560) 1,468(179) (1.406) (35,442) (35,442) (18,652)

$ 909 $ 164 $ (98,568) $ - $ (35,442)

35

92

Sunshine Coast Regional DistrictGeneral Revenue Fund - Environmental ServicesSummary Statement of Revenue, Expenses and TransfersSchedule 7For the Years Ended December 31, 2015 and 2014

Regional Solid Refuse Actual ActualWaste Collection 2015 2014

RevenueTax requisitions $ 1311,133 $ - $ 1,311,133 $ 1,063,228Governmenttransfers 15,529 - 15,529 39,589User fees and service charges 2,200,917 793,982 2,994,899 2,870,300Investment income 15,474 283 15,757 24,734Otherrevenue 152,119 14,442 166,561 84,839

Total Revenue 3,695,172 808,707 4,503,879 4,082,690Expenses

Administration 314,090 66,051 380,141 355.828Wages and benefits 751,654 43,542 795,196 828,372Operating 2,627,310 695.658 3,323,168 2,551,041Debt charges - interest 10,322 - 10,322 10,322Amortization 35,141 - 35,141 33,403(Gain) loss from sale of asset (755) - (755) -

Total Expenses 3,737,762 805,451 4,543,213 3,778,966Annual Operating Surplus (Deficit) (42,590) 3,256 (39,334) 303,724

Add: Proceeds from sale of assets 1,755 - 1,755 -

Less: Debt principle repayment (25,249) - (25,249) (24,278)Less: Acquisition of tangible capital assets (41,823) - (41,823) (130.827)

Increase (Decrease) in Financial Equity (107,907) 3,256 (104,651) 148,619Transfer (to)/from reserves (156,513) (3,256) (159,769) (119,632)Transfer (to)/from appropriated surplus - - - 4,204Transfer (to)/from unfunded liability 272,434 - 272,434 (66,535)Transfer (to)/from unfunded amortization 35,141 - 35,141 33,403Transfer (to)/from unfunded loss on asset (755) - (755) -

lntedund transfers (42,400) - (42,400) (59)Total Surplus (Deficit) for the year $ - $ - $ - $ -

36

93

Sunshine Coast Regional DistrictGeneral Revenue Fund - Public Health ServicesSummary Statement of Revenue, Expenses and TransfersSchedule 8For the Years Ended December31, 2015 and 2014

PanderHarbour Health Actual Actual

Cemetery Clinic 2015 2014

RevenueTax requisitions $ 118673 $ 118373 $ 237,046 $ 224,510User fees and service charges 65580 - 65,580 46,115Investment income 1,193 1,045 2,238 2,971Contributed assets - - - 283,000Other revenue 1,766 - 1,766 5,800

Total Revenue 187,212 119,418 306,630 562,396Expenses

Administration 36,051 4,959 41,010 35,609Wages and benefits 70,044 - 70,044 52,872Operating 52,431 108,414 160,845 139,726Amortization 2,553 - 2,553 1,466

Total Expenses 161.079 113,373 274,452 229,673Annual Operating Surplus (Deficit) 26,133 6,045 32,178 332,723

Less: Acquisition of tangible capital assets (31,096) - (31,096) (313,498)Increase (Decrease) in Financial Equity (4.963) 6,045 1,082 19,225

Transfer (to)/from reserves 4,322 (5,259) (937) (23,191)Transfer (to)/from appropriated surplus - - - 2,500Transfer (to)lfrom unfunded amortization 2.553 - 2,553 1,466Interfund transfers (1.912) (786) (2,698) -

Total Surplus (Deficit) for the year $ - $ - $ - $ -

37

94

Sunshine Coast Regional DistrictGeneral Revenue Fund - Planning and Development ServicesSummary Statement of Revenue, Expenses and TransfersSchedule 9Forthe Years Ended December31, 2015 and 2014

GeographicRegional InformationPlanning Rural Planning Services Heritage

RevenueGrants in lieu of taxes $ 2 $ - $ - $ -

Tax requisitions 150,281 882,044 - 625Government transfers 4,570 - - -

User fees and service charges 458 36715 5,839 -

Investment income 385 2962 561 -

Gain on sale of land held for resale - - - -

Other revenue - 19.140 - -

Total Revenue 155,696 940.861 6,400 625Expenses

Administration 28.835 211.774 - 241Wages and benefits 90,451 628,409 246,313 167Operating 14.738 103,635 59,451 -

Debt charges - interest - - - -

Internal recoveries - - (320,287) -

Amortization - 4,603 15.925 -

(Gain) loss from sale of asset - - (1,500) -

Total Expenses 134,024 948,421 (98) 406Annual Operating Surplus (Deficit) 21,672 (7,560) 6,498 217

Add: Proceeds from sale of assets - - 1,500 -


Less: Debt principle repayment - - - -

Less: Acquisition of tangible capital assets - (35,768) (11,251) -

Less: Net change in land held for resale - - - -

Increase (Decrease) in Financial Equity 21,672 (43,328) (3.253) 217Transfer (to)/from reserves (8,193) 41,102 (11,172) -

Transfer (to)/ftom unfunded amortization - 4,603 15,925 -

Transfer (to)/from unfunded loss on asset - - (1,500) -

Transfer (to)/from other funds - - - -

Interfund transfers (13,479) (2,377) - (64)Surplus/(deficit) from prior year - - - 2,983

Total Surplus (Deficit) for the year $ - $ - $ - $ 3,136

38

95

BuildingHouse Inspection Economic Actual Budget Actual

numbering Services Development Hillside 2015 2015 2014

S - $ - $ 729$ - $ 731$ - $ 218- 160,413 107,347 34,602 1,335,312 1,335,312 1.232,080- - -

- 4,570 - 7,50031,125 623,341 - - 697,478 618,777 613,657

393 1,229 - - 5,530 - 6,389- -

- 212,917 212,917 - 277,589- 1,296 - - 20,436 15,420 29,952

31,518 756,279 108,076 247,519 2,276,974 1,969,509 2,167,385

3,968 118,489 6,455 - 369,762 369,762 338,84417,629 506,100 10,576 - 1,499,645 1,552,906 1,444,058

742 36,879 92,111 - 307,556 388,749 315,584- - - - -

- 13- - -

- (320,287) (320,287) (328,400)- 4,912 - - 25,440 16,803 16,803- - -

- (1,500) - -

22,339 666,380 109,142 - 1,880,616 2,007,933 1,786,9029,179 119,899 (1,066) 247,519 396,358 (38,424) 380,483- 2,000 - - 3,500 - -

- - - -- 45,221 -

- - - - -- (2,113)

- (17,546) - - (64,565) (173,973) (49,946)- -

- 175,370 175,370 (34,602) 207,2819,179 104,353 (1,066) 422,889 510,663 (201,778) 535,705

(8,797) (98,061) - - (85,121) 192,306 (42,567)- 4,912 - - 25,440 16,803 16,803- - -

- (1,500) - -

- - - (422,889) (422,889) (14,820) (484,870)(382) (11,204) (1.008) - (28,514) (20,549) -

- - 25.055 - 28,038 28,038 2,967S - $ - $ 22,981$ - $ 26,117$ - $ 28,038

39

96

Sunshine Coast Regional DistrictGeneral Revenue Fund - Recreation and Cultural ServicesSummary Statement of Revenue, Expenses and TransfersSchedule 10For the Years Ended December 31, 2015 and 2014

SchoolPender facilities - Joint Gibsons and Museum

Harbour Pool Use Area Library Service

RevenueGrants in lieu of taxes $ - $ - $ - $ -

Tax requisitions 446,090 19,230 605,309 127,425Frontage and parcel ta<es 70,625 - - -

Government transfers 1,312 - 6,500 -

User fees and service charges 88,228 - - -

Investment income 1608 57 3.585 -

Other revenue 6.209 - 1,894 -

Total Revenue 614.072 19.297 617.388 127.425Expenses

Administration 48,332 2,207 34,432 7,072Wages and benefits 294,143 9,693 1,482 -

Operating 124,212 5,936 599,396 119,302Debt charges - interest 42,612 - - -

Amortization 86,456 - 32.541 -

(Gain) loss from sale of asset - - - -

Total Expenses 595.756 17,836 667.851 126.374Annual Operating Surplus (Deficit) 18,317 1,461 (50,463) 1,051

Add: Proceeds from sale of assets - - - -


Less: Debt principle repayment (38,966) - - -

Less: Acquisition of tangible capital assets (25,828) - - -

Increase (Decrease) in Financial Equity (46,477) 1.461 (50,463) 1,051Transfer (to)/from reserves (41,499) (1,174) (46,632) -

Transfer (to)/ftom appropriated surplus 1,520 - - -

Transfer (to)/from unfunded amortization 86,456 - 32.541 -

Transfer to/ (from) unfunded loss on asset - - - -

Transfer (to)/ftom other funds - - - -

Interfund transfers - (287) 57,197 (1,051)Surplus/(deficit) from prior year - - - -

Total Surplus (Deficit) for the year $ - $ - $ (7,357) $ -

40

97

Halfmoon Bay Community& Roberts Recreation Dakota Ridge Regional

Creek Library Facilities Community Bicycle and Recreation Recreation Actual ActualService Service Parks Walking Paths Service Programs 2015 2014

$ 2$ 123$ - $ - $ - $ - $ 125$ 519240,463 4,545,708 1,667,585 132,512 257,521 167,470 8,209,313 7,564,958

- 1,577,199 - - - - 1,647,824 1,644,877- 33,705 932 22,382 - - 64,831 321,797- 1,641,519 69,526 - 15,003 998 1,815,274 1,757,821- 12,613 7,766 1,122 453 139 27,453 25,332- 304,755 49,217 - 6,907 54 369,036 343,423

240,465 8,115,622 1,795,026 156,016 279,884 168,661 12,133,856 11,658,727

9,779 602,113 188,455 18,464 31,516 10,801 953,171 890,194- 3,000,090 699,232 63,916 65,137 - 4,133,693 3,929,953

172,804 1,678,718 573,942 10,977 84,667 159,103 3,529,057 3,414,965- 932,319 60,545 - 10.634 - 1,046,110 1,053,373- 851,760 264.585 96,856 46.448 - 1,378,646 1,355,433- (110) (11.382) - - - (11,492) 1.900

182.583 7,064.890 1.775.377 190.213 238.402 169,904 11,029,185 10.645,81857,882 1,050,732 19,649 (34,197) 41,482 (1,243) 1,104,671 1,012,909- 110 17,401 - - - 17,511 -

- - 94,848 - - - 94,848 916,257- (1,186,014) (120,596) - (27,923) - (1,373,499) (1.265,929)- (412.864) (248,085) (305.753) - - (992.530) (791.270)

57.882 (548,036) (236,783) (339,950) 13.559 (1,243) (1,148,999) (128,033)- (315,153) (26,368) (37,575) (43,705) 2,848 (509,258) (285,980)

684 - 20,213 282,868 - - 305,285 48,347- 851,761 264,585 96,855 46,448 - 1,378,646 1,355,433- (110) (11,382) - - - (11,492) -

- 44,337 - - - - 44,337 (898,950)(58,724) (68) (10,265) (2,198) (16,302) (1,605) (33,303) (59)

160 (67,025) - - - - (66,865) (157,623)

$ 2 $ (34,294) $ - $ - $ - $ - $ (41,649) $ (66,865)

41

98

Sunshine Coast Regional DistrictWater UtilitySummary Statement of Revenue, Expenses and TransfersSchedule 11For the Years Ended December 31, 2015 and 2014

Actual Budget Actual2015 2015 2014

RevenueGrants in lieu of taxes $ - $ - $ 2,904Frontage and parcel taxes 3,407,112 3,378,176 3,315,461Government transfers 280,037 289,439 2,427,668User fees and service charges 3,813,898 3,795,180 3,645,268Investment income 104,097 - 92,321Contributed assets 439,098 - 264,982Other revenue 137,944 46,800 202,444

Total Revenue 8,182,186 7,509,595 9,951,048Expenses

Administration 640,842 640,842 652,333Wages and benefits 2,076,252 2,284,286 1,991,173Operating 1,689,316 1,714,076 1,569,570Debt charges - interest 171,507 189,181 163,332Internal recoveries (42) - (1,824)Amortization 1,770,259 1,587,417 1,587,417

Total Expenses 6,348,134 6,415,802 5,962,001Annual Operating Surplus (Deficit) 1,834,052 1,093,793 3,989,047

Add: Proceeds from sale of assets 20,864 - -

Add: Proceeds from long term debt 576,907 21,856 600,020Less: Debt principle repayment (211,123) (179,323) (193,027)Less: Acquisition of tangible capital assets (1,603,483) (2,335,548) (5,395,586)

Increase (Decrease) in Financial Equity 617,217 (1,399,222) (999,546)Transfer (to)/from reserves (1,774,281) (166,829) (1,464,605)Transfer (to)/from appropriated surplus 43,239 58,163 1,450Transfer (to)/from unfunded amortization 1,770,259 1,587,417 1,587,417Transfer (to)/from other funds (576,907) - 875,946Interfund transfers (79,527) (79,529) (646)Surplus/(deflcit) from prior year - - (16)

Total Surplus (Deficit) for the year $ - $ - $ -

42

99

Sunshine Coast Regional DistrictSewer FundSummary Statement of Revenue, Expenses and TransfersSchedule 12For the Years Ended December 31, 2015 and 2014


RevenueFrontage and parcel taxes $ 86,070 $ 65,970 $ 65,970User fees and service charges 200,252 192,401 199,561Investment income 15,900 - 19,302

Total Revenue 282,222 258,371 284,833Expenses

Administration 18,787 18,787 18,717Wages and benefits 80,344 117,725 74697Operating 124,855 121,814 96,644Amortization 39,379 36,433 36,433

Total Expenses 263,365 294,759 226,491Annual Operating Surplus (Deficit) 18,857 (36,388) 58,342

Less: Acquisition of tangible capital assets (3,703) (90,500) (20,794)Increase (Decrease) Financial Equity 15,154 (126,888) 37,548

Transfer (to)/from reserves (46,786) 98,202 (72,870)Transfer (to)/from unfunded amortization 39,379 36,433 36,433Interfund transfers (7,747) (7,747) -

Surplus/(deficit) from prior year - - (1,111)Total Surplus (Deficit) for the year $ - $ - $ -

43

100

Sunshine Coast Regional DistrictGeneral Capital Fund - Hillside Development ProjectSummary Statement of Revenue, Expenses and TransfersSchedule 13For the Years Ended December 31, 2015 and 2014


ExpensesAdministration $ 12,871 $ 12,871 $ 7764Wages and benefits 26,376 27,052 26311Operating expenditures 75,738 80,549 76,471

Total Development Costs 114,985 120,472 110,546Less: Operating Revenue

Water leases 64,466 52,800 56997Land leases 19,806 18,250 19419

84,272 71,050 76416Net development costs (30,713) (49,422) (34130)

Proceeds from sale of land held for resale 419,000 14,820 519000Total Surplus (Deficit) for the year $ 388,287 $ (34,602) $ 484,870

44

101

Sunshine Coast Regional DistrictStatement of Changes in Reserve Fund BalancesSchedule 14For the Years Ended December 31, 2015 and 2014

Beginning Investment Contributions Balance at EndBylaw Purpose Balance Earnings /Transfers of Year

General Government495/504 General Administration Capital $ 39792 $ 691 $ - $ 40,483648 General Administration Operating 212,893 2,846 (82,018) 133,721496 Administration Building 71,066 643 39,864 111,573648 Finance 283,925 4,928 94,184 383,037648 Human Resources 148,005 2,598 51,233 201,836504/648 Information Services 223,185 3,894 (165,658) 61,421648 Area D Grant in Aid 3,966 59 (1,000) 3,025648 ElectoralAreaServices 78,021 1.411 20,312 99,744648 Corporate Sustainability 22,375 352 295 23,022648 Regional Sustainability 7,331 127 1,489 8,947

Area B Feasibility Studies 24,807 431 - 25,238Area D Feasibility Studies 24,807 431 - 25,238

649/677 Bylaw Enforcement 34,908 606 (5,144) 30,370Halfmoon Bay Smoke Control 2,675 42 (832) 1,885

650 Roberts Creek Smoke Control 11,747 203 (209) 11,741489/497 Gibsons Fire Protection Capital 442,734 8,183 144,859 595,776678 Gibsons Fire Protection Operating 40,116 626 (9,500) 31,242490 Roberts Creek Fire Protection 458,198 8,211 68,408 534,817491 Halfmoon Bay Fire Protection 102,905 1,752 (863) 103,794601 Egmont Fire Protection 85,825 1,139 (26,774) 60,190492 911 Telephone 308,709 5,308 55,657 369,674493 SC Emergency Planning 20,716 326 11,950 32,992651/680 Animal Control 98,497 1,710 1,213 101,420529/652 Sunshine Coast Transit 34,578 600 (35,000) 178486/607 Pods 316,249 5,262 15,676 337,187563 Maintenance Facility 96,089 1.699 45,939 143,727653 Regional Solid Waste Operating 27,489 424 71,061 98,974670 Zero Waste Operating 157,920 2,910 (1,790) 159,040653 Landfills Operating 152,266 1.755 82,153 236,174654 Refuse Collection Operating 16,312 283 2,974 19,569515 Pender Harbour Health Clinic 58,591 1.045 4,214 63,850655 Cemetery Operating 69,891 1,193 (5,515) 65,569681 Regional Planning 22,128 384 7,809 30,321656/657 Rural Planning 188,729 2,962 (44,062) 147,629504 PIMS Capital 34,587 561 10,611 45,759

House Numbering 22,668 393 8,404 31,465495 Building Inspection 68,217 1,229 96,832 166,278590/609 Community Recreation Facilities 466,284 5,669 309,487 781,440494/660 Pender Harbour Pool 86,786 1,339 40,161 128,286

School Facilities Joint Use 4,545 68 1,106 5,719609 Gibsons Library 199,892 3,685 42,947 246,524533/662 Community Parks 444,392 7,365 19,003 470,760683 Bicycle & Walking Paths 43,501 811 18.238 62,550

Area A Bicycle & Walking Paths 17,887 310 18,215 36,412Regional Recreation Programs 9,487 139 (2,987) 6,639Dakota Ridqe 30.913 374 43.331 74,618

Total General Reserve Fund 5,316,604 86.977 946,273 6,349,854

45

102

Sunshine Coast Regional DistrictStatement of Changes in Reserve Fund BalancesSchedule 14For the Years Ended December31, 2015 and 2014

Beginning Investment Contributions Balance at EndBylaw Purpose Balance Earnings I Transfers of Year

Water Revenue488 Regional Water Capital 2,952191 55,425 1.553,853 4,561,469

Regional Water Operating 1520,344 26.391 23,652 1,570,387498 Regional Water Land 16,346 283 - 16,629589 North Pender Water Capital 218,345 3,170 38,405 259,920

North Pender Water Operating 136,060 2,306 (21,044) 117,322South Pender Water Capital 200,342 3,582 127,847 331,771South PenderWaterOperating 700,003 11,415 (51,001) 660,417Total Water Reserve Funds 5,743,631 102,572 1,671,712 7,517,915Sewer Revenue

512)608 Greaves Road 9,218 160 1,224 10,602512 Sunnyside 21,083 354 (886) 20,551

Jolly Roger 53,741 885 (221) 54,405512/608 Secret Cove 29,404 462 634 30,700

Lee Bay 386,509 6,709 29,850 423,068512 Square Bay 125,928 2,099 (10,613) 117,414

Langdale 49,188 854 7,404 57,446512/608 Canoe Road 7,846 136 (3,205) 4,777608 Merrill Crescent 13,336 231 (8,691) 4,876512/608 Curran Road 68,655 1,192 (9,374) 60,473512/608 Roberts Creek Co-housing 7,716 132 2,740 10,588608 Lily Lake Village 13,274 230 5,838 19,342512/606 Woodcreek Park 124,843 2,125 10,983 137,951668/669 Painted Boat 19,007 330 5,001 24,338

Total Sewer Reserve Funds 929,748 15,899 30,884 976,531Total Reserve Funds $ 11,989,983 $ 205,448 $ 2,648,869 $ 14,844,300

46

103

Sunshine Coast Regional District2015

Schedule of Guarantee and Indemnity Agreements

Financial Information Regulation Schedule I Section (5)

This organization has not given any guarantees or indemnities under the Guarantees andIndemnities Regulation

1 FIR Schedule 1 Section (5)

104


Schedule of Remuneration and Expenses

Financial Information Regulation Schedule 1 Section (6)

1. Elected Officials, and Members of the Board of Directors

NAME POSITION REMUNERATION EXPENSES

AUGUST, CHRIS Director SIGD $ - $ 445

FALK, LESLIE Alternate Director Area A $ 980 $ 39

HAY, LAURELLA Alternate Director Area E $ 3,209 $ 107

HERGESHEIMER, CHRIS Alternate Director Area D $ 2,487 $ -

LEBBELL, MARK Director Area D $ 31,300 S 6,525

LEE, LEONARD Alternate Director Area A $ 1,432 $ -

LEWIS, LORNE Director Area E $ 31,709 $ 9,832

LUTES, ALICE Director District of Sechelt $ 8,113 $ 40

MAURO, FRANK Vice Chair, Director Area A $ 38,112 $ 13,940

MILNE, BRUCE Director District of Sechelt $ 22,336 $ 516

MORTON, MICHELLE Alternate Director Area D $ 604 $ -

NOHR, CARRY Chair, Director Area B $ 50,046 $ 16,017

PIERRE, BEN Director SIGD $ - $ 223

SMITH, BRIAN Alternate Director Area B $ 2,757 $ 108

STAMFORD, KATE-LOUISE Alternate Director Area F $ 3,346 $ 83

VALERIOTE, JEREMY Alternate Director Town of Gibsons $ 5,261 $ ES

WHITE, SILAS Director Town of Gibsons $ 26,087 $ 4,112

WINN, IAN Director Area F $ 33,885 $ 10,189

WRIGHT, K DOUGLAS Alternate Director District of Sechelt $ 38 -

Accident Insurance Policy carried by Regional District on behalf of the

Board of Directors

Total elected officials, and members of the Board

of Directors A. $261,711 $62,241

FIR Schedule I Section (6) 105



2. Employees

NAME POSITION REMUNERATION EXPENSES

ALLEN, ANDREW Senior Planner $ 92151 $ 2,524

BAUMAN, BRUCE Manager Recreation $ 110,431 $ 5,175

BOUTILIER, KRI5 Senior Information Tech Coordinator $ 82244 $ 119

COOPER, ROBYN Manager of Waste Reduction & Recovery $ 93,354 $ 6,025

CROSBY, DAVID Manager Utility Services $ 92533 $ 87

DAY. JACKIE Manager Financial Services $ 96,695 $ 129

ELSNER, WILLIAM Emergency Program Co-ordinator $ 82,685 $ 2,718

FRANCE, JOHN Former Chief Adminstrative Officer $ 103,777 $ 2,674

GEBKA, GREGORY Planner II $ 83,278 5 1,025

HEMSTAIK, DAN Utilities Coordinator $ 81,939 S 2,385

HEPPNER, SHARON Manager Technology (IT/GlS) S 101,983 $ 4,437

JOHNSON, KEVIN Senior Water Technician $ 96,887 5 1,408

KIMM, STUART Waterworks Technician 2 $ 78,695 $ 2,446

LECAULT, ANGIE Manager Legislative Services $ 119,475 $ 2,314

MORTENSEN, CAROLYN Manager Parks Services $ 75,453 $ 5,222

OLMSTEAD, STEVEN GM Planning and Development $ 127,002 $ 3,685

PARKER, GERALD human Resources Manager $ 104,570 $ 5,063

PERREAULT, TINA Treasurer $ 102,609 $ 4,023

PRESTON, PAUL Chief Building Inspector/Bylaw Enforcement Mgr $ 93,047 $ 1,581

RAFAEL, DAVID Senior Planner $ 92,398 $ 1,120

ROBINSON, KEN Manager Facility Operations $ 89,519 $ 3,118

SHOJI, BRYAN GM Infrastructure Services $ 131,535 $ 5,008

STOKER, LINDSAY HR Officer $ 81,477 $ 1,980

TRENT, CHERYL GIS Administrator $ 76,511 $ 1,444

VAN VELZEN, ALLEN Assistant Supervisor Facilities $ 78,449 $ 447

WALKEY, SHANE Utilities Superintendent $ 89,012 $ 1,737

ZAYSHLEY, DYNIE Fleet Maintenance Supervisor $ 75,074 $ 1,999

Consolidated total of employees with remuneration of $75,000 or less $9,506,775 184,643

Total: Employees B. $12,039,555 $254,535

3. Reconciliation

Total remuneration . elected officials, and members of the Board of Directors A. 261,711

Total remuneration - employees B. 12,039,556

Subtotal (Balanced to 745, T4A’s plus Box 70-Municipal Officer expense allowance) 12,301,267

Reconciling Items ** See Note Below

Total per Consolidated Financial Statements (Note 22- Expense and Expenditure by Object) 15,015,351

Variance “ (2,714,084)

4. Severance agreements

Equivalent Number

of Gross Monthly

Number of Agreements Salary

Severance agreements 1 20.5

2 FIR Schedule 1 Section (6) 106



Notes:“Reconciliation/Variance:The Sunshine Coast Regional District attests to the accuracy of the figures presented. A reconciliation between the schedules tothe Statement of Financial Information (the schedule showing remuneration from payroll T4 and expenses from accountspayable) and the Consolidated Financial Statements (Note 22- Expense and Expenditure by Object - Salaries wages and benefits)is not possible, as the following transactions are not included on both statements.

*Employer portions of Employment Insurance, Canada Pension and Municipal Superannuation

Disability and extended health benefits paid, not included as taxable benefits

*Accrued liabilities - annual leave, vacation pay, bank time, retirement benefit, wages, severance



Statement of Severance Agreements

Financial Information Regulation Schedule I Section 6(7)

There was one (1) severance agreement made between the Sunshine Coast Regional Districtand its non-unionized employees during fiscal year 2015.

This agreement represents 20.5 months of compensation, including salary and benefits.

1 FIR Schedule 1 Section 6(7)

108


Schedule of Payments To Suppliers of Goods and Services

Financial Information Regulation Schedule 1 Section (7)

1. Consolidated total paid to suppliers who received aggregrate payments exceeding $25,000(Detail Follows): 17,473,145

Supplier Name Aggregate amount paid to supplier exceeding $25,000

Airspan Helicopters Ltd 41,243

All-Clear Traffic Control 46,267

Andrew Curtiss Contracting 68,505

AON Reed Stenhouse Inc 189,061

Associated Fire Safety Equipment 39,821

BA. Blacktop Ltd 264,637

BC Ferry Services Inc 40,363

B.C. Hydro 621,672

BDO Dunwoody LIP 49,565

Cadence Solutions 1.23,411

Canada Pipe Company Ltd 82,243

Canada Savings Bonds 50,580

Canadian Doormaster Electric Ltd 41,156

Chevron Canada Limited 58,938

City Transfer Inc 38,365

Cleartech Industries Inc 40,438

Coast Reporter, The 56,530

Corporate Express Canada Inc 45,648

Crosby Marine Services Ltd 44,867

Dell Canada Inc 52,107

Dillon Consulung 30,003

Direct Disposal Corporation 662,253

Dragon’s Den Janitorial Ltd 84,671

Eastlink 88,748

E-Comm, Emergency Communications for British Columbia Inc. 115,883

Empire Hydro-Vac Inc 41,683

ESRI Canada Ltd 42,784

Fastrac Backhoe &Trucking Ltd 71,165

Flocor, Inc. 52,060


Sunshine Coast Reoional District2015



FoftisBC Energy Inc 117,850

Fraser Valley Refrigeration Ltd 29,613

Fred Surridge Ltd 27,128

G. Harris Diesel Services Ltd 29,654

Gibsons Building Supplies 53,637

Gibsons Disposal Ltd 260,459

Golder Associates Ltd 33,037

Great Asian Team 57,209

Greater Vancouver Regional District 47,497

Green Wave Marine Services Inc 45,421

GRIPS 103,922

Guillevin International Co 55,407

Hach Sates and Service Canada LP 36,320

Haley Motors Ltd 69,090

Hanson Land and Sea 41,995

Homewood Health Inc 25,692

Indian Isle Construction (1982) Ltd 235,230

Insurance Corporation of British Columbia 83,281

Island Communications Ltd 38,960

ISL Engineering and Land Services Ltd 86,858

Jenkins Maaban Logan LLP 112,728

Jerry’s Janitorial Services 26,964

John Talbot & Associates Inc 31,500

Keats Island Construction and Services Ltd 42,126

KWL Kerr Wood Leidal Associates Limited 49,289

Leaverite Drilling & Blasting Ltd 88,489

Maxxam Analytics Inc 74,314

Maycon Construction Management Ltd 748,052

Medical Services Plan Billing 234,209

Minister ci Finance 41,152

Municipal Insurance Association of BC 97,507





Municipal Pension Plan 1,899,472

Murdy & McAllister 28,605

NB. Contracting Ltd 163,546

Neptune Technology Group 317,629

Netlink Computer Inc./NCIX.com 28,915

New West Gypsum Recycling (BC) Inc 26,764

Olson Electric Ltd 286,789

Opus Daytonknight Consultants Ltd 52,643

Pacific Blue Cross 1,008,159

Parr-Pearson, Carla 27,880

Planetworks Consulting Corporation 32,002

PrairieCoast Equipment Inc 66,769

Prism Engineering Ltd 35,000

Ram Mechanical Ltd 189,735

Receiver General for Canada 3,280,995

Salish Soils Inc 234,098

Sandale Utility Products 85,772

Sethelt Indian Band 40,770

Sechelt Insurance AG (1987) Ltd 41,122

Shell Canada Products 303,721

Sicofte Bulldozing Ltd 460,761

Solution Based Contracting Ltd 29,211

South Coast Ford Sales Ltd 70,013

S. Rod Tile 50,248

Star-Tek Industrial Services Ltd 28,905

Stephanson Bulk Fuels 74,953

Sudden Technologies 217,872

Sunshine Coast Community Services Society 76,722

Swanson’s Ready Mix Ltd 37,592

Telus 72,210





Telus Mobility 47,329

Temp-Pro Refrigeration Ltd 33,213

Tempest Development Group mc, The 163,237

Town or Gibsons 142,370

Unifor 68,330

Unifor Local #466 74,082

UNIT 4 Business Software 467,951

Univar Richmond 41,103

Waterhouse Environmental Services Corporation 180,947

West Coast Log Homes 30,390

Wolseley Canada Inc 162,800

Workers’ Compensation Board 291,492

XCG ConsuItan Ltd 186,958

Xerox Canada Ltd 43,287

YMCA of Greater Vancouver 61,288

Total aggregate amount paid to suppliers exceeding $25,000 $ 17,473,145

4 FIR Schedule I SectIon (7) 112



2. Consolidated total paid to suppliers who received aggregrate payments of $25,000 or less: $

F $ 3,255,889 I

3. Total of payments to suppliers for grants and contributions exceeding $25,000:

Consolidated total of grants exceeding $25,000 $ 2,641,957Consolidated total of contributions exceeding $25,000 $ -

Consolidated total of all grants and contributions exceeding $25,000 $ 2,641,957

$Total of aggregate payments exceeding $25,000 paid to suppliers $ 17,473,145Consolidated total of payments of $25,000 or less paid to suppliers $ 3,255,889Consolidated total of all grants and contributions exceeding $25,000 $ 2,641,957Total expenses paid to Directors (see detail on schedule of remuneration and expense) $ 62,241Total expenses paid to Employees (see detail on schedule of remuneration and expense) $ 254,535Tax Requisition Investments/Transfers $ -

Balanced to Accounts Payable Year to Date Paid Report $ 23,687,766Reconciling items* See Note BelowTotal per Statement of Revenue and Expenditure (Statement of Operations) $ 34,421,256Variance* $ (10,733,490)

tReconclllatlon/Variance Notes

3,255,889

4. Reconciliation:Accounts Payable Year to Date Paid: 23,687.767

Tina PerreaultChief Financial Officer

The Sunshine Coast Regional District attests to the accuracy of the figures presented. A reconciliation between the schedulesto the Statement of Financial Information (the schedule showing payments made to vendors for the provision of goods orservices) and the Consolidated Statement of Financial Activities (operational statement) is not possible, as the followingtransactions are not included on both statements:

*G5f/HST rebate and input tax credits*Bank charges and interest*Transfers*Work in progress*lnventory*Prepaid accounts*Accruals



Statement of Financial Information Approval

Financial Information Regulation Schedule I Section (9)

The undersigned, as authorized by the Financial Information Regulation, Schedule 1, subsection9(2), approves all the statements and schedules included in this Statement of FinancialInformation, produced under the Financial Information Act.

Tina PerreaultChief Financial Officer

Garry NohrChair

June 23, 2016

FIR Schedule 1 Section (9)

114

TaraC

Typewritten Text


AUTHOR: Tina Perreault, General Manager, Corporate Services and Chief Financial Officer

SUBJECT: 2015 SCRD CORPORATE ANNUAL REPORT

RECOMMENDATION(S)

THAT the report titled “2015 SCRD Corporate Annual Report” be received;

AND THAT the 2015 Annual Report be approved for distribution.

BACKGROUND

Each year, the Corporate and Administrative Services Department prepares a comprehensive Annual Report. It provides a general overview of the Sunshine Coast Regional District’s (SCRD) strategic goals and objectives, progress and accomplishments of the various services, audited financial Statements, and other related financial information of the past year.

Although it isn’t a statutory requirement for Regional Districts to prepare an Annual Report it is considered a best practice. The Regional District must however prepare and approve the financial statements prior to May 15th of each year, which are contained in the Annual Report.

DISCUSSION

The SCRD Annual Report, for year ending December 31, 2015, is made available on our website to view or print (www.scrd.ca/Annual-Reports). It is distributed to various stakeholders, such as government bodies, and the local libraries. The Annual Report is also the basis for the Government Finance Officers Associations (GFOA) Canadian Award for Financial Reporting, which the SCRD has been successful in receiving for twelve consecutive years. The 2015 Annual Report will be submitted to GFOA for consideration.


The Annual Report is one tool to report on all aspects of the SCRD’s Strategic goals and objectives. It also enforces the corporate goal of “Transparency”.

CONCLUSION

Staff recommend the 2015 SCRD Corporate Annual Report be approved and distributed to the public.

Reviewed by: Manager Finance X-TP GM Legislative CAO X-JL Other

115

TaraC

Typewritten Text

D

TaraC

Typewritten Text


AUTHOR: Janette Loveys, Chief Administrative Officer Tina Perreault, General Manager, Corporate Services / Chief Financial Officer Ken Robinson, Manager, Parks and Facility Maintenance

SUBJECT: GIBSONS AND DISTRICT AQUATIC FACILITY HOT TUB REPLACEMENT

RECOMMENDATION(S)

THAT the report titled “Gibsons and District Aquatic Facility Hot Tub Replacement” be received;

AND THAT Option 1 with a project budget of $361,347 be approved;

AND FURTHER THAT the 2016 Financial Plan be amended to increase the Hot Tub Replacement Project by $115,347, funded from the annual $500,000 Capital Renewal Fund for the Community Recreation Facilities and reserves.

BACKGROUND

Recommendation No. 8 Gibsons and District Aquatic Facility Hot Tub

THAT the report titled “Gibsons and District Aquatic Facility Hot Tub” be received;

AND THAT Option 2 – Phased Approach be approved;

AND THAT $50,000 (required revenue) for professional fees to develop scope for work for the hot tub replacement be approved;

AND THAT the 2015-2019 Financial Plan be amended accordingly;

AND THAT the following budget proposal be approved and incorporated into the 2016 Budget:

Budget Proposal 2 – MANDATORY – Gibsons and District Aquatic Facility (GDAF) Hot Tub, $250,000 funded from the $500,000 annual Capital Maintenance Base Budget;

DISCUSSION

Options and Analysis

Following the Board approval with the professional design concepts for the hot tub replacement, an RFP was released and Shape Architecture Inc.was the only proponent to respond.

116

TaraC

Typewritten Text

E

TaraC

Typewritten Text

Staff Report to Corporate and Administrative Services Committee – June 23, 2016 Gibsons And District Aquatic Facility Hot Tub Replacement Page 2

2016-JUN-23 CAS report - Gibsons Hot Tub Replacement

Staff meet Shape Architecture Inc. to explore the feasibility of developing 3 concepts options for consideration. Staff provided all the background information including the public consultation report dated February 25, 2016 and a site visit held on April 22, 2016.

The project assessment criteria is as follows:

Capital costs (hard construction) Project costs (soft-feeds/permits, etc.) Capacity Overall impact on the use of the facility

o Design o Facility lifespan o Functionality o Revenue / Utilization

Construction timelines / Pool shut down period

In the meeting held on May 27, 2016 staff were presented with the 3 following concept options and costs:

Option 1: new 9 capacity hot tub in current location for a projected cost of $361,347.

Option 2: new 14 capacity hot tub in current location for a projected cost of $530,414.

Option 3: new 9 capacity hot tub in new building addition for a project cost of $700,361.

The 3 option listed above at identified in Appendix 1 of this report.

In addition to reviewing the options, Facility staff and Shape Architecture contacted the Town of Gibson’s Building Department to gain a better understanding of any bylaws which might pertain to the capital project. Appendix 3 of this report is the correspondence from Town of Gibson’s and the specific requirements identified in Building and Plumbing Bylaw No 822 Sec 23.3.3.1.

Given this information, staff recommend Option 1: new 9 capacity hot tub in current location for a projected cost of $361,347.

In addition and based on the SCRD Board Resolution of February 11, 2016; correspondence was sent to the Town of Gibsons requesting approval to utilize the Muriel Haynes bequeathed funds to support the expenditures of this capital project.

Staff will provide a status update on this request at the June 23 Committee meeting.

Appendix 4 outlines the impacts and considerations for Option 1 implementation.

With the remaining 2 options (as prepared by Shape Architecture) not seen as feasible and seen as cost prohibitive by staff, staff prepared the option to not replace the hot tub should the Board decide to not move forward with the replacement. The impact and how it would be managed are outlined in Appendix 4. Staff, in coordination with the consultant project a cost of $40,000 if the hot tub was decommissioned.

117

TaraC

Typewritten Text



Intergovernmental Implications

Staff and contractors will need to work closely with the Town of Gibsons staff to ensure the proper permits and adherence to bylaws occurs.

Financial Implications

Currently the 2016 Financial Plan has $50,000 allocated to develop the scope for the Hot Tub Replacement and $250,000 for the construction phase. In addition to the construction for Option 1, a geotechnical study in the amount of $4,000 was required.

The $500,000 annual Capital Renewal Fund for the Community Recreation Facilities has $133,015 unallocated:

Actual Budgeted

Capital Renewal Fund 2015 2016

Opening Balance - 125,706

Annual Contribution 500,000 500,000

Interest Earned - -

Project Funding Commitments (374,294) (492,691)

Fund Balance: 125,706 133,015

Any funds that are unallocated are placed into reserves for future consideration.

Therefore, the current Financial Plan would need to be amended by $115,347 for the increased costs for the Hot Tub Replacement as follows:

Current Financial Plan

Actual Financial Plan Amendment

Required

Professional Services: $50,000 $50,000 $0

Geotechnical Study $4,000 $4,000

Construction: Option 1 $250,000 $361,347 $111,347

Total $300,000 $415,347 $115,347

Timeline for next steps or estimated completion date

Details are outlined in Appendix 4 with respect to Option 1 as prepared by Shape Architecture and the option of not replacing the hot tub.

Communications Strategy

A communication plan will be prepared. Staff acknowledge the interest of the many users and the value of timely communication as it relates to this project.

118




This report with respect to the hot tub capital replacement project for the Gibson and District Aquatic Facility is supported by two Strategic Priorities 1) Facilitate Community Development and 2) Ensure Fiscal Sustainability.

CONCLUSION

Shape Architecture Inc. was contracted to develop 3 concepts options for replacement of the hot tub located at the Gibson and District Aquatic Facility.

Staff reviewed the proposed options and contacted the Town of Gibson to better understand the project implementation constraints.

Staff recommend Option 1 with a proposed budget of $361,347 and that the 2016 Financial Plan be amended accordingly.

Reviewed by: Manager X-KR Finance X-TP GM Legislative CAO X-JL Other

Appendix 1: 3 Concept options prepared by Shape Architecture Appendix 2: Projected schedule Appendix 3: Town of Gibson's Correspondence Appendix 4: Overview from SCRD on the impacts

119

TaraC

Typewritten Text

Options ReviewOption 1: New Hot Pool in Current Location

Overview Plan

Exterior Pool Deck

Family Change Room

MensChange Room

WomensChange Room

W/C

W/C

ElectricalRoom

MechanicalRoom

20m Lane Pool

Storage

Control Room

Tot Pool

Wading Pool

New Hot Pool

120 120

TaraC

Typewritten Text

TaraC

Typewritten Text

APPENDIX 1


Detailed Plan

Pool Data:

Capacity: 9

Size: 8.8m²

Project Scope:

Concrete Structure

Tile Finishes

Disabled Lift / Signage / Patch + Repair

Mechanical / Plumbing Systems

Electrical (to service Mechanical)

New Hot Pool

1.6

1.2

0.8 3.0

2.9

0.6

Existing Wading

Pool

121 121


3D VIEW + COSTING INFORMATION Costs (excluding taxes):

Demolition + Own Forces Work $ 17,550Earthworks $ 4,500Concrete $ 22,100Miscellaneous Metals $ 1,900Carpentry $ 1,900Floor Finishes (Pool Tile) $ 19,700Wall Finishes - Patch + Repair $ 1,800Disabled Lift / Signage $ 6,000Mechanical $134,000Electrical $ 27,500GC Overhead $ 48,700Design + Pricing Contingency (10%) $ 28,565 Market Escalation (5%) $ 14,282.50

Estimated Cost $328,497.50

Construction Contingency COs (10%) $ 32,849.75

Total Estimated Cost: $361,347.25

122 122

Options ReviewOption 2: New Larger Hot Pool

Overview Plan

Exterior Pool Deck

Family Change Room

MensChange Room

WomensChange Room

W/C

W/C

ElectricalRoom

MechanicalRoom

20m Lane Pool

Storage

Control Room

New Hot Pool

Tot Pool

123 123


Detailed Plan

Pool Data:

Capacity: 14

Size: 14m²

Project Scope:

Concrete Structure

Tile Finishes


Mechanical / Plumbing Systems


New Hot Pool

5.2

1.2

1.2

1.2 2.7

124 124



Demolition + Own Forces Work $ 23,700Earthworks $ 6,300Concrete $ 39,600Miscellaneous Metals $ 4,000Carpentry $ 2,300Floor Finishes (Pool Tile) $ 35,900Wall Finishes - Patch + Repair $ 1,800Disabled Lift / Signage $ 6,000Mechanical $190,000Electrical $ 39,000GC Overhead $ 70,700Design + Pricing Contingency (10%) $ 41,930 Market Escalation $ 20,965

Estimated Cost $482,195



125 125

Options ReviewOption 3: New Hot Pool in Addition

Overview Plan

Exterior Pool Deck

Family Change Room

MensChange Room

WomensChange Room

W/C

W/C

ElectricalRoom

MechanicalRoom

20m Lane Pool

Storage

Control Room

New Hot Pool

New Hot Pool

Tot Pool

Wading Pool

126 126


Detailed Plan

Pool Data:

Capacity: 9

Size: 8.8 m²

Project Scope:

New Steel Structure + Envelope

New Mechanical Room

Concrete Structure

Tile Finishes


Mechanical - HVAC + Plumbing Systems


New Hot Pool 2.

9

3.1

New Mechanical Room

1.2 1.2

1.4

1.2

127 127



Demolition + Own Forces Work $ 22,050Earthworks $ 11,800Concrete $ 46,300Miscellaneous Metals $ 14,600Carpentry $ 15,800Roofing $ 21,300Glazing $ 30,700Floor Finishes (Pool Tile) $ 40,500Ceiling Finishes $ 1,600Wall Finishes - Patch + Repair $ 3,700Disabled Lift / Signage $ 6,000Mechanical $207,500Electrical $ 39,000GC Overhead $ 92,800Design + Pricing Contingency (10%) $ 55,365 Market Escalation $ 27,682.5

Estimated Cost $636,697.50



128 128

PROJECT SCHEDULE

June 20 July 4 July 18 Aug 1 Aug 15 Nov 7

5.0 Construction Administration

Construction Admin Work ongoing

Construction Start Aug 4 2016

3.01

Pre-tender CostingSubmission

2.11

Substantial Completion Oct 15 2016

3.10

Aug 29

PROPOSED TIMELINE

1.0 Schematic Design

Apr 25 May 9

2016

May 23 June 6

2.0 DD / CD / Tendering

PERMITTING

Building CommitteeMeeting 1 - Start Up

1.02

Building CommitteeMeeting 2 - Options Review

1.08

Building CommitteeMeeting 3 - Costing R’vw

1.15 Building CommitteeMeeting 4 - Interim R’vw

2.07

Building CommitteeMeeting 5 - Final Sign-off

2.14

2.03

Sep 12

2.21

Project MilestoneB.P. Issue

B.P. Processing

Project MilestoneB.P. Submission

2.17

Sep 26

Tender Process Single Package

Final Completion Oct 31 2016

3.11

Sep 26 Oct 10

Class C CostingSubmission

1.13

Project MilestoneHealth Permit Submission

2.18

Project MilestoneHealth Permit Issue

Health Permit Processing

Nov 21 Dec 5Apr 11

SCRD Board MeetingJune 9 2016

129

TaraC

Typewritten Text

APPENDIX 2

130

TaraC

Typewritten Text

APPENDIX 3

of 3

Appendix 4 - Gibsons and District Aquatic Facility – Hot Tub Replacement Project

It should be noted that in the event that the Board chooses not to continue with the replacement of the hot tub that there would still likely be a requirement from Vancouver Health to remove the old hot tub and repair the surrounding area ensuring the area is safe for the public. This also comes with associated costs and facility closure time which is detailed at the end of this document.

Annual Maintenance closure is currently scheduled from July 23 to September 5th, 2016. This date of closure has been planned based historically on the following factors:

Low participation during summer

Lower water table which allow for pools to be drained with minimized risk of damage to basin.

Annual Maintenance shut down dates coordinated based on current FTE levels. This work must be balanced between the four SCRD Recreation facilities.

It is not anticipated that the annual closure would be adjusted due to either option based on these factors.

Option One Per Shape Architectural: Hot Tub Replacement in existing location

The following is a rough breakdown of the expected time line for the construction of this project. This is based on starting the project upon final approval by the SCRD Board. Some overlap between procurement and construction documents will likely occur reducing the overall project time line but is broken down below separately.

The facility would be closed to patrons for a minimum of 8 to 10 weeks subject to Vancouver Health approval to operate the facility and be open to the public during part of the construction phase. This would also be subject to the contractor being able to hoard off the area allowing enough workable area while still meeting the minimum deck space requirements based on health regulations. This facility closure time could be further reduced if the project were to start during part of the annual maintenance closure.

If Vancouver Health does not allow the SCRD to be open during any of the construction phases then the facility will be closed to patrons for a minimum of 18 to 24 weeks. The facility closure time could be further reduced if the project were to start during the annual maintenance shut down.

The facility closure estimates are based on the following breakdown.

Construction Documentation - 6-8 weeks; Shape Architecture to provide. Does is not affect facility usage.

Procurement / Purchasing – 3 to 4 weeks based on standard SCRD RFP process. Does is not affect facility usage.

Demolition - 2 weeks

Total facility closure required.

Construction – 15 to 19 weeks

Total or partial facility closure required.

Final Approval from Health to reopen 1 to 2 Weeks.

Total facility closure or no facility closure pending Vancouver Health Approval to stay open to the public during some of the construction phase.

131

TaraC

Typewritten Text

TaraC

Typewritten Text

APPENDIX 4

of 3

Impacts:

Approval of Option one, programming impacts are dependent on the start date of project.

If approval is received and work begins early August 2016, impacts could be reduced. If project start date is later, timelines would be moved back and the impact on programming and public increased.

August Start Date: Limited impact as facility is closed for annual maintenance;

Programming: There are currently no public or programs planned from July 23 – September 5th.

Option one based on early August project start has a facility closure to mid-November.

Public: There is no public access to the facility during this time, until November 2016.

Staffing: During annual maintenance closures, aquatic staff are on scheduled vacation or through the recreation scheduling process, work at the Sechelt Aquatic Centre.

Fall Start Date: Increased impact to public and programs

Programming: Staff have planned regular programs to take place beginning September 6th.

Fall 2016 start date, a full facility closure would be in effect and all programming affected for Fall 2016.

Programs include:

Public drop in programs: Lengths, Public swim and Aquafit programs.

Average weekly hours required for Public drop in programs: 160 hours / week

Registration programs: Red Cross Swimming Lesson, Red Cross Swim@School; Junior Lifeguard Club;

Registration programs scheduled to begin in following Thanksgiving weekend and end early December.

Based on a mid- November re opening, there would be no scheduled Red Cross Swimming lessons at the Gibsons Pool for the Fall 2016.

Additional program spaces are scheduled to be offered at the Sechelt Aquatic Centre to off-set these programming gaps.

Staffing: A reduction of aquatic staffing would be experienced. A reduction or potential increase may be seen in Facility Operations. An allocation of Front desk and Administration wages are attributed to this facility which may require adjustment.

Currently, two staff schedules are proposed for Aquatic Staff based on the project option and start dates.

Aquatic Staff will choose their shift blocks based on the recreation scheduling procedure when the project direction has been confirmed.

Aquatic Staff will be scheduled or offered work at the Sechelt Aquatic Centre and potentially Pender Harbour Aquatic and Fitness Centre.

132

of 3

Option Two No Hot Tub Replacement:

Requires budget approval and the following estimated timeline to remove the existing hot tub.

The estimated timeline for this option is: .

Construction Documentation 6 weeks Procurement / Purchasing 3-4 weeks Demolition 2 to 3 weeks Construction 4 weeks Health Approval 1 to 2 weeks

The facility closure time would be reduced if this were started during the annual maintenance shut down.

Impacts:

Would see a reduced closure of the facility.

Programming: A reduced closure to the facility could be experienced with this option. The building could be reopened to the public September 6th subject to Vancouver Coast Health approval of operation with existing tub enclosure until a future date.

Public: Impact to public is reduced as a September 6th planned reopening would be planned.

Negative feedback from facility users could be experienced based on this option.

Staffing: Draft schedule proposed for staffing.

Other Impacts:

In both scenarios, a full communication plan for internal and external must be designed as this project has a large number of passionate stakeholders.

133

TaraC

Typewritten Text


AUTHOR: Angie Legault, Senior Manager, Administration and Legislative Services Janette Loveys, Chief Administrative Officer

SUBJECT: STANDING COMMITTEE STRUCTURE

RECOMMENDATION(S)

THAT the report titled “Standing Committee Structure” be received;

AND THAT the Board Procedures Bylaw be amended to reflect the following Standing Committees:

Infrastructure Services Planning and Community Development Corporate and Administrative Services

AND THAT the Policing and Transportation Advisory Committee meet quarterly;

AND FURTHER THAT a revised meeting schedule be prepared for approval.

BACKGROUND

As part of the Board’s Strategic Direction to Enhance Board Processes, an evaluation of the Committee structure and related use of the Board’s time is warranted.

The Sunshine Coast Regional District (SCRD) currently has four Standing Committees which normally meet on a monthly cycle as follows:

Infrastructure Services – first Thursday of the month

Community Services – second Thursday of the month

Planning and Development – third Thursday of the month

Corporate and Administrative Services – fourth Thursday of the month.

In addition, the Board meets on the second and fourth Thursday’s and the Policing and Transportation Advisory Committees meet every two months.

134

TaraC

Typewritten Text

F

TaraC

Typewritten Text

Staff Report to Corporate and Administrative Services Committee SCRD Standing Committee Structure Page 2 of 4

F-2016-Jun-CAS report Committee StructureF-2016-Jun-CAS report Committee Structure

DISCUSSION

The Local Government Act provides that a Board may appoint a select committee to inquire into any matter and report its findings to the Board. The Act assumes that select committees have a finite lifespan.

The Act also provides that the Chair may establish standing committees for matters that would be better dealt with by committee. Persons who are not directors may be appointed by the board to a select committee or by the chair to a standing committee. At least one member of each select and standing committee must be a director.

Recent changes within the organization have presented an opportunity to review internal processes including a discussion of committee structure.

Options and Analysis

There are a variety of options that could be considered to streamline the Committee structure and support the efficient use of resources.

1. Re-align Standing Committee structure to follow new organizational/departmental structure i.e. Infrastructure Services, Planning & Community Development, Corporate and Administrative Services.

The recent implementation of a revised organizational structure provides a natural opportunity for Committee structure re-alignment with SCRD departments. This has the advantage of decreasing the number of Standing Committees to three while maintaining the practice of senior staff attending meetings related to their areas of responsibility. It also offers the opportunity for several Directors to gain experience in managing meetings.

Staff recommend this option.

2. Replace ‘Departmental’ Standing Committees with Committee of the Whole

A Committee of the Whole (CoW) is the full membership of a legislative body, sitting in a deliberative capacity that allows for more informal debate. In that respect, existing Standing Committees are already Committees of the Whole, but with a specific subject focus.

Moving to a CoW structure would allow for any topic to be considered at any meeting rather than waiting for a specific Standing Committee meeting so some matters may be dealt with in a timelier manner. The frequency of these meetings could vary from weekly to biweekly or monthly. A weekly CoW would require all senior staff to be available for more frequent meetings. This would also result in the same Director chairing all meetings rather than the current practice where the responsibility is shared among a number of Directors.

135



3. Implement a combination of ‘Departmental’ Standing Committees and Committee of the Whole

If the number of Standing Committees is reduced to three (or less), a Committee of the Whole meeting could be added to the schedule. The addition of a Committee of the Whole may provide an opportunity to bring reports forward in a judicious manner however staff believe this could also be accomplished with flexibility in the terms of reference for ‘Departmental’ committees.

4. Status Quo

Maintaining the existing structure would not improve the use of time; however the meeting schedule could be changed to have two meetings back-to-back (either two Committees or a Committee and Board). This is not ideal for scheduling delegations but could be managed. This option has the potential to be problematic if agendas are heavier than normal.

Staff do not recommend this option as it does not align with the new organizational reporting structure.

5. Decrease frequency of Transportation and Policing Committee meetings

The Policing and Transportation Advisory Committees have been considered ‘select’ committees, although arguably they have become more like standing committees. These committees have a long history at the SCRD and provide a valuable opportunity for problem solving and networking. However, upon reviewing recent agendas, staff suggest the frequency of these meetings could be reduced to quarterly (from bi-monthly) and still achieve the objectives referenced above.

Further consideration could be given to moving these meetings from the first Monday of every second month to a Thursday which may be useful for Director’s by consolidating regional district meetings on Thursday’s.

Organizational and Intergovernmental Implications

A Procedure Bylaw amendment will be required to implement a change to the Standing Committee structure.

Financial Implications

Financial implications are dependent on the option selected. Decreasing the number of Standing Committees to three will result in overall cost savings and focus resources more efficiently.


Staff propose implementation for September 2016 while still allowing time for a Procedures Bylaw amendment and public information.

136



Communications Strategy

Information on changes will be posted to the SCRD website, social media accounts and print advertising.


While establishing standing committees is within the purview of the Board Chair, having an open dialogue and building consensus within the Board reflects the organization’s values of Collaboration, Respect and Equality and Transparency.

The Strategic Direction “Enhance Board Processes” includes a success indicator that “Board and committee structure and processes have been examined and updated as required”.

CONCLUSION

Staff recommend that the Standing Committee structure be revised to align with the organization’s departmental configuration while decreasing the frequency of Transportation and Policing Committee meetings to quarterly.

Reviewed by: Manager Finance X-TP GM Legislative X-AL CAO X- JL Other

137

TaraC

Typewritten Text


AUTHOR: Sherry Reid, Deputy Corporate Officer

SUBJECT: 2016 UNION OF BC MUNICIPALITIES (UBCM) RESOLUTION – FUNDING FOR ADULT BASIC EDUCATION

RECOMMENDATION(S)

THAT the report titled Union of BC Municipalities (UBCM) Resolution – Funding for Adult Basic Education be received;

AND THAT the draft resolution on Funding for Adult Basic Education be approved or amended as required for submission to the 2016 UBCM Convention;

AND FURTHER THAT this recommendation be forwarded to the June 23, 2016 Regular Board meeting for adoption.

BACKGROUND

The Community Services Committee passed the following recommendation at the June 9, 2016 meeting:

Recommendation No. 2 Resolution at Union of British Columbia Municipalities (UBCM)

The Community Services Committee recommended that staff research whether a resolution regarding adult basic education free tuition has been considered by the Union of British Columbia Municipalities (UBCM);

AND THAT if no resolution is identified, that a resolution be prepared for the 2016 UBCM Convention.

DISCUSSION

Staff researched UBCM resolutions on the topic of adult basic education free tuition and determined that no resolution on the topic had been considered in previous years. Staff have prepared a draft resolution for the Committee’s consideration and amendment or approval as follows:

Funding for Adult Basic Education Sunshine Coast Regional District

WHEREAS the loss of funding for adult basic education programs has created financial barriers to learning, and impedes individual and community economic and social progress;

138

TaraC

Typewritten Text

TaraC

Typewritten Text

G

Staff Report to Corporate and Administrative Services Committee – June 23, 2016 2016 UBCM Resolution – Funding for Adult Basic Education Page 2 of 2

G - 2016-JUN-23 CAS report 2016 UBCM resolution Adult Basic Education

AND WHEREAS the public interest is served by eliminating barriers to education:

THEREFORE BE IT RESOLVED THAT the UBCM strongly encourage the provincial government to reinstate funding to the post-secondary system to provide free adult basic education programs critical to the future prosperity of BC communities.


The deadline for submission of new resolutions to the UBCM Convention is June 30, 2016.


n/a

CONCLUSION

Staff request that the Committee approve or identify amendments for the draft resolution on Funding for Adult Basic Education to be submitted to the 2016 UBCM Convention.

Reviewed by: Manager Finance GM Legislative X-AL CAO X-JL Other

139

SUNSHINE COAST REGIONAL DISTRICT STAFF REPORT

TO: Corporate and Administrative Services Committee – June 23, 2016

AUTHOR: Robert McKee, Purchasing Officer

SUBJECT: Contracts between $20,000 and $100,000 – to June 5, 2016

RECOMMENDATION

THAT the report titled “Contracts between $20,000 and $100,000 – to June 5, 2016” for the period from May 9, 2016 to June 5, 2016 be received for information.

BACKGROUND

Sunshine Coast Regional District Delegation Bylaw No. 532, 2003 directs staff to provide the Committee with a monthly report on all new contracts entered into that fall between $20,000 and $100,000. Reports include purpose, function and vendor information.

DISCUSSION

There were some 39 contracts/purchase orders entered into in the above time period with two of which fall between $20,000 and $100,000 value. Amounts noted include applicable taxes.

Awarded: Budget: 1. Scott Gordon Architect 650 - Parks $32,996.25 $50,000

Lions Bay, BC Professional Service for Granthams Hall

2. Waterhouse Environmental 370 – Water $34,912.50 General Operating

Lions Bay, BC ISOPAC Coagulant STRATEGIC PLAN AND RELATED POLICIES

The disclosure of Contract Award aligns with the Board’s Strategic Value of “Transparency”.

CONCLUSION

This report is provided for information.

Reviewed by: Manager Finance X-TP GM Legislative CAO X-JL Other

140

TaraC

Typewritten Text

TaraC

Typewritten Text

H

June 8, 2016

Dear Mayors and Regional District Chairs:

BR ITISHCoLuMBIA

JUN 082015

It is my pleasure to write to you regarding scheduling appointments at the upcoming annual UBCMConvention taking place in Victoria, September26 to 30, 2016.

You will have recently received a letter from the Honourable Christy Clark, Premier, containing informationabout the online process for requesting a meeting with Premier Clark and other Cabinet Ministers. I ampleased to provide you with information regarding the process for requesting a meeting with me, as well aswith provincial government, agency, commission and corporation staff.

If you would like to meet with me at the Convention, please complete the online form available as ofJune 13, 2016, at: CSCD Ministers Meeting and submit it to the Ministry of Community, Sport and CulturalDevelopment before August 12, 2016. Meeting arrangements will be confirmed by early September. I willdo my best to accommodate as many meeting requests as possible.

To get the most out of your delegation’s meeting, it would be helpful if once you make your meeting requestyou could provide a one to one and one-half page summary of the matter(s) to be discussed (a template willbe provided online). By providing this information in advance of the meeting, I will have a betterunderstanding of your delegation’s interests and it will allow for discussions that are more productive. In theevent I am unable to meet with you, arrangements may be made for a meeting post-Convention.

Ministry staff will email the provincial appointment book. This lists all government, agency, commission andcorporation staff available to meet with delegates at the Convention, as well as details on how to request ameeting online.

I look forward to my second Convention as Minister responsible for local government and meeting with manyof you and hearing about your priorities in the year ahead.

pc: The Honourable Christy Clark, PremierMr. Al Richmond, President, Union of British Columbia Municipalities

Ministry of community,sport and cultural Development andMinister Responsible for Translink

Office of the Minister Mailing Address:P0 Box 9056 Stn Prov GovtVictoria BC yaw 9E2Phone: 250 387-2283Fax: 250 387-4312

Location:Room 310Parliament BuildingsVictoria BC

RE C El V ED

Sincerely,

Peter FassbenderMinister

wwwgov. bc. ca/cscd

141

TaraC

Typewritten Text

TaraC

Typewritten Text

TaraC

Typewritten Text

TaraC

Typewritten Text

TaraC

Typewritten Text

I

hh.scrd.cahh.scrd.ca/files/file/administration/agendas/2016/2016-jun-23 cas...corporate and...

Documents