Special Business Meeting - 25 Jul 2023


1: Welcome to the Squamish Nation Traditional Territory
2: ADOPTION OF AGENDA
3: STAFF REPORTS
3.i: The PlanH Healthy Public Policy Grant Application Memo
3.ii: 2024-2028 Financial Plan - Capital Projects
4: BYLAWS
4.A: ADOPTION
4.A.i: District of Squamish Housing Agreement (Garibaldi Springs Phase 2 – Non-Market Rental) Bylaw No. 2943, 2023
4.A.ii: District of Squamish Housing Agreement (Garibaldi Springs Phase 1 – Non-Market Rental) Bylaw No. 2944, 2023
5: PUBLIC HEARING DATE CORRECTION
5.i: 2023 Zoning Bylaw Update Revised Public Hearing Date Memo
6: TERMINATION
1. Welcome to the Squamish Nation Traditional Territory
0:06:05 (0:00:14)


2. ADOPTION OF AGENDA
0:06:19 (0:00:42)

The extract from the District of Squamish council meeting does not provide a detailed presentation. The council meeting was held on Tuesday, July 25th, 2023, on the traditional and unseated territory of the Squamish Nation Council. The council meeting was called to discuss several items, including the adoption of an amended agenda to add two new items.

The first new item to be added to the agenda was a discussion of the wlng request for an appointment to the gender safety group, with a verbal update to be provided. The second item was a motion to close for legal or personal reasons. The final item, item eight, was left for termination.

The first order of business mentioned in the extract was the plan H healthy public policy Grant application memo. However, no presentation was made regarding this topic, and it was mentioned that this was a time for questions from the council members. The extract ends with a call for a motion to move ahead in time.

Armand Hurford
0:06:06 (0:01:20)

hello and welcome to the special business meeting for the District of Squamish today is Tuesday July 25th 2023 and as always we're gathered to do this work on the traditional and unseated territory of the Squamish Nation Council I'd like to move that we adopt a amended agenda to add two items it'll be item six will now be a discussion of the wlng request to for an appointment to the gender safety group and have a verbal update on that and then item seven will be a motion to close for legal or personal reasons and then that leaves item eight will be the two will be termination can I have a second or please move by counselor Pettingill all in favor motion carries sorry it was seconded by councilor betting Noahs okay so our first order of business is um the plan H healthy public policy Grant application memo and we don't have a we were going to do a presentation here this is just simply for questions for our staff anyone want to kick us off with this or make a motion that would move us ahead in time if that's where we're headed go ahead counselor

(i) The PlanH Healthy Public Policy Grant Application Memo Staff Recommendation: THAT Council accept the PlanH Healthy Public Policy grant for $15,000 to deliver on the Urban Trees for Healthy Communities...
0:07:01 (0:02:48)

The council meeting extract discusses a proposed project related to urban forestry in the District of Squamish. The project, which is set to begin in the fall, involves a grant that would allow for an increase in the tree population in the downtown area. The grant is described as a "flow through" grant, meaning it does not require any financial commitments from the district, and therefore does not necessitate a budget amendment.

Council member John French expressed support for the project, stating that many downtown residents would welcome the opportunity for an increased tree population. He emphasized the importance of taking advantage of such grant opportunities, particularly when they involve significant amounts of funding.

The discussion also touched on a larger, upcoming district-led Urban Forest management strategy. Council member Eric Andersen asked about the geographic scope of this larger strategy. In response, it was clarified that while the pilot project is intended for a downtown geographic scope, the larger strategy is intended to encompass all neighborhoods in the District of Squamish. The specifics of this larger strategy are yet to be determined.

Eric Andersen
0:07:26 (0:00:34)

Henderson did have a question mayor Herford I wondered the report to council and I'll just quote from it this Advance pilot project will help inform a larger upcoming district-led Urban Forest management strategy I wonder staff could advise us to let's do the geographic scope that might be intended for that larger strategy this pilot project is intended for a downtown Geographic scope but what is the intention for the larger strategy as regards what areas we take in what neighborhoods we take in thank

SPEAKER_14
0:08:01 (0:00:24)

you good morning through you mayor Hereford all of the District of Squamish we have a bit of time to like to sort out the scope for that project starting with this downtown study but yeah the intention is for all the neighborhoods of Squamish

SPEAKER_08
0:08:25 (0:00:02)

thank you

Armand Hurford
0:08:28 (0:00:03)

thank you go ahead counselor stoner

Jenna Stoner
0:08:31 (0:00:22)

thank you through the chair just a logistical question which might be through to finance the intention is for this work to start in the fall so I'm just wondering if this requires a budget amendment to include the new funding opportunity and spending

SPEAKER_15
0:08:53 (0:00:17)

thank you for the question through the no chair no it doesn't it is a net neutral so it's a flow through Grant and it does not pre-commit the district to any Financial commitments so it is no Amendment necessary

Armand Hurford
0:09:11 (0:00:02)

cancel any oh go ahead Council French

John French
0:09:13 (0:00:04)

I'll move the staff recommendation if you're ready for that

Armand Hurford
0:09:18 (0:00:03)

we've got a second or so I think we're ready we'd like to speak to it anyway

John French
0:09:22 (0:00:19)

sure briefly I think that anytime we can submit a grant for this amount of money or greater we should jump all over it I know of many downtown residents who would welcome the opportunity for increasing the tree population downtown

(ii) 2024-2028 Financial Plan - Capital Projects Staff Recommendation: THAT the District of Squamish include the Capital Projects presented in this report from Financial Services on July 25, 2023, in the d...
0:09:49 (2:19:08)

The District of Squamish council meeting presentation was led by Heather Boxrude, the General Manager of Financial Services, and Roland Russell, the Senior Financial Analyst. The presentation covered the long-term financial plan strategy, the district's capital planning, and the guiding principles that inform these processes. Boxrude outlined the district's efforts towards long-term financial planning, which involves addressing both short-term needs and long-term financial sustainability. This includes forecasting revenues and expenditures, reviewing master plans, prioritizing capital requirements, and developing strategies to address funding gaps and financial challenges. The goal is to build adequate reserves and make taxation predictable so it does not fluctuate greatly from year to year.

Boxrude also discussed the district's transition to long-term financial planning, which is now in its third financial plan cycle. In 2021, the district took steps towards structuring the accumulated surplus by creating the general operating reserve for the general fund. In 2022, the district eliminated the annual tax-funded capital projects and positioned the capital expenditures to be funded by either external funding sources or by reserves. This set the framework for the district's capital planning process to transition into the long-term capital reserve funding program. The district also endorsed the updated Asset Management plan in 2022, which serves as a tool for council and staff to inform long-term financial planning.

The presentation then shifted to the details of the 2024 to 2028 Capital expenditures. Boxrude reviewed the prioritization work that has been done to date, and then handed over to Russell who walked through the details of the asset management report recommendations and Capital plans for the 2024 to 2028 plan. Russell also discussed changes from the 2023 to 2027 Financial Capital plan and the projects that are new and have been added this year. The presentation concluded with a discussion on the strategy before moving on to the capital plan itself.

Armand Hurford
0:09:41 (0:00:54)

okay thank you any other comments that'll call the question all in favor motion carries unanimously thank you so next we have the 2024 2028 financial plan capital projects presentation we'll give our finance team a second to get set up there okay Miss glende is going to get us started and then pass to staff from there thank

SPEAKER_18
0:10:36 (0:01:04)

you Hereford and good morning Council and community members we're pleased to be before you to kick off the or I guess we've already had a kickoff meeting but to present to you the initial component of our 2024-2028 financial plan and similar to last year before the summer break staff will be presenting the capital plan the objective of which really is to spread out the absorption of a lot of information as we get into financial planning we will revisit the capital plan again in the fall but given the scope and magnitude of it we wanted to give you and the community a peek at it first before the break additionally our staff will be talking to you about our asset management program and long-term Financial Planning and the strategy that staff are walking Council through and looking for endorsement in terms of moving forward over the next couple of years so the overarching strategy as well as a peek into the capital plan is forthcom so I'll pass it back over now to the other staff thank you

SPEAKER_15
0:11:40 (0:10:20)

great thank you Miss glende so good morning Marion Council my name is Heather boxrude general manager of financial services and my pronouns are she her I am joined with Roland Russell senior financial analyst and also we have several of our budget managers online and in council chambers are today that here to answer any Project Specific questions in terms of agenda this morning in terms of agenda this morning we have a fair bit to cover in this Workshop I will be starting us off with outlining the long-term financial plan strategy and what is it what is guiding The District in our Capital planning and including our guiding principles I will also review what work the district has done to date and what work we have ahead of us and then I'll review the long-term Reserve methodology and touch base on or sorry touch on asset management and strategy we will then shift to the details of the 24 to 28 Capital expenditures and I will review the prioritization work that has been done to date and then I'll hand it over to Mr Russell who'll walk us through the details of the asset management report recommendations and Capital plans for the 24 to 28 plan in that respect and then discuss changes from the 2023 to 27 Financial Capital plan and the projects that are new and have been added this year so in the interest of time as we have a lot to cover I won't um dig too into the details of the guiding principles as we did we did dig into the details that the budget kick off in June but basically the district conducts its financial planning process as outlined in the long-term Financial plan and guiding principles and financial plan policy bit of a mouthful which has four principal categories that were developed to guide management and cancel in the financial planning process these four categories are stable and sufficient sustainable and equitable prudent and flexible efficient and measurable so in terms of the transition to long-term financial planning the district is in our third financial plan cycle where we have been making efforts towards long-term financial planning so for the public and new counselors what we mean by long-term planning is addressing both short-term needs and long-term Financial sustainability of the organization and includes forecasting revenues and expenditures renewing and reviewing the master plans prioritizing Capital requirements and developing strategies to address funding gaps and financial challenges long-term planning also aims to build adequate reserves and make taxation predictable so that does not fluctuate greatly from year to year and I'll speak a little bit more to this in the coming slides I want to take a quick moment to highlight where we are in the process and what work we do have ahead of us in 2021 the district took steps towards putting structure around the cumulated Surplus or sorry the unappropriate accumulated Surplus by the elimination of unappropriated accumulated Surplus and creating the general operating reserve for the general fund this position the districts accumulated Surplus in either Provisions or in reserves in 2022 the district eliminated the annual tax-funded capital projects and positioned the capital expenditures to be funded by either external funding sources or by Reserves and that sets the framework and positions the district's Capital planning process to transition into the long-term capital reserve funding program as well in 2022 Council endorsed the updated Asset Management plan which was a tool for Council and staff to inform the long-term Financial Planning and had not been updated since 2010. it also outlines the force casting Reserve contributions specific to the asset management plan which is the replacing of existing assets as part of the 24 to 28 financial planning process staff will Steph have story conducted an audit of the district's Master plans and re-prioritized the capital which is before you today the result is a truly risk-based approach to infrastructure requirements and Service delivery in September of 2023 staff will provide counsel with options to re-establish the current Reserve contributions to close some of the funding Gap and align with the recommendations of the asset management report so that's coming to you in the fall and then future work ahead of us will be to develop the 10-year Capital plan which will provide more insight into the long-term building and contribution of our Reserves to note as you'll see in the diagram here that steps four sorry the last four steps are iterative and something that will be an ongoing process every several years so just want to highlight some key pieces to the long-term Reserve funding and why it is best practice and why the district is making some considerable efforts to shift towards it so first off the benefits of long-term Reserve building and contribution funding versus historic the historical practice of combination of Reserve funding and capital funded from tax is a tax contributions to the capital program is through a systematic Reserve contribution which is based and grounded on the long-term capital needs the result is then the tax contributions are predictable and sustainable annually the reserve then funds the annual Capital expenditures and will balance those High investment years with the low investment years as the reserve will be continuously and systematically contributed to in other words the tax taxation contribution is smoothed over several years regardless of the capital expenditures Ms and flows year to year and again the reserve funding program is also iterative and will be assessed regularly the asset management report does recommend that asset management and Reserve contribution funding is addressed every five years so asset management is an important and significant piece of establishing the law the reserve contribution level requirements over the long term but it's not the only piece and it's really a derivative of the long-term financial planning it must incorporate more than just Asset Management so other items that are included in long-term Reserve funding is new assets and expansion of existing assets and reserves that do not have external funding sources and are not otherwise contemplated in the asset management plan so assets and services that are a result of growth upkeep and protection of natural assets were appropriate staff resources to implement and support the capital plan and then regular updates to master plans and condition assessments to support the long-term capital expenditures in terms of asset management specifically Asset Management in of itself is a long-term program however as I mentioned is not the only component of the long-term plan the district updated the asset management plan in 2022 and endorsed it in 2022 with the goal of working toward a funding recommendation within the plan and Mr Russell will we'll dive into the details of that funding recommendation we will be bringing back options in the fall specifically speaking to what asset management is it's a ProActive Management to physical Assets in order to sustain Service delivery the current Service delivery it does take a long-term approach it's holistic and integrated and aims to address the life cycle for the replacement of all district assets it provides a Target Reserve contribution for the replacement of existing assets it's about managing risk it's ongoing and iterative process and recommended to be Revisited every five years and it's a trade-off between desired services and the available resources what it's not is meant to determine the annual Capital spending does not include funding for growth new or expanded services or new facilities and it does not address climate change a key piece of what the 2022 Asset Management did tell us that the district has historically lacked investment in infrastructure to date and Reserve building contributions for future infrastructure Investments however the 2020 10 Asset Management did direct Council into to making some efforts towards rebuilding the utility reserves so at the base at the very basis of where the district at is at right now is good but we do have a lot of work to go also worth noting is the estimate management report is this is not uncommon the situation for local governments it's often a result of annual tax funded capital projects as the practices derive um drives very decisions towards reducing the taxation annually through reducing capital investment rather than having Master plans and capital plans being the sole driver of the capital investment decisions so as I mentioned staff will bring back the asset management funding options in the fall and with methodologies to close some of the gaps in the recommendations so I'll take a pause there and pass it back over to the mayor if it's if samayers Will just to maybe discuss the strategy before we move on into the capital plan itself

Armand Hurford
0:22:01 (0:00:04)

thank you for that councilor Greenlaw

Lauren Greenlaw
0:22:05 (0:00:10)

thanks to the chair I just had a quick question about our asset management plan and I was wondering if it included maintenance costs for our assets

SPEAKER_15
0:22:16 (0:00:44)

perhaps we have somebody that can speak a little bit more to this but just from a financial perspective it does in terms of the theoretical life so basically um in the recommendations of where the reserve contributions will get to is based on the asset's theoretical life and the maintenance of those assets would expand that life which would then in turn inform whether or not the risk profile in which we would put Reserve contributions aside so there it is inherently in there but the direct costs I don't think are necessarily built right into it just assumes that you will be maintaining these assets over the longer term

Lauren Greenlaw
0:23:00 (0:00:11)

okay so then where do because you know as you just pointed out if you maintain your assets they have longer lives where does that Financial input get

SPEAKER_01
0:23:12 (0:00:18)

represented maintenance costs are part of the operations maintenance and administration costs of either the utilities of the general fund so they're included in the base budget

Lauren Greenlaw
0:23:30 (0:00:02)

okay thank you

Armand Hurford
0:23:33 (0:00:01)

counselor penangel

Chris Pettingill
0:23:34 (0:00:42)

yeah just a few questions one it's proposing scenario three in terms of the basically the life the service life do we know which is a 50 over the theoretical service life scenario one do we unders have any understanding from historical data whether or not that's reasonable or typical or is that sort of a moot question because we will just adjust our maintenance to achieve that and it doesn't really matter what happened in the past I'm just trying to wrap my head around it is this a realistic thing or is this really aspirational or

SPEAKER_15
0:24:17 (0:00:40)

thank you for the question through the chair Mr Russell will getting be getting into the asset management a little bit more in the future slides and perhaps Mr Wilson will want to speak to this as well but in terms of typical and historical I think we've come a long way since the 2010 Asset Management there is a ways to go maintenance doesn't guarantee theoretical life but it certainly can assist and it is really about where we're at now and how much the council and the community is willing to fund the asset management and the risk in which we are willing to hold for that Asset Management

Chris Pettingill
0:24:58 (0:00:13)

okay thanks and a couple other questions one just can you remind me what restrictions there are on us investing our reserves like in guaranteed Investments or are we just not allowed to do that or

SPEAKER_15
0:25:11 (0:00:17)

yes great question through the chair we are able to invest the cash of our reserves but we are very restricted as a local government in what we can so we can't for example invest in really risky profiles we have to we have it has to be a very low risk and it's very structured

Chris Pettingill
0:25:29 (0:00:10)

and then one final sort of related question are we able to I can't remember reserves borrow for our own and do we pay ourselves interest or how does that work

SPEAKER_15
0:25:39 (0:00:26)

again great question it depends on the situation so we are able to borrow for say the DCC reserves and the DCC reserves will pay back interest for our own internal reserves that's just actually a shift in funding from Reserve funding to borrowing so the reserves don't pay interest on that it's just the organization but across the fund so a utility would pay for the interest versus the general fund

Chris Pettingill
0:26:06 (0:00:21)

so if we for example I guess you know had a bunch of money in our utility reserves our projections were that we weren't going to need to spend it for a while our cash flow was good could we then borrow against that for say Brennan park instead of going to MFA for financing if we felt like we had enough or is that offside

SPEAKER_15
0:26:28 (0:00:16)

we can enter fund borrow absolutely but the interest side of things is not and not does not necessarily occur it is just that but we are able to absolutely enter fund borrowing and that would require obviously the rigor of scheduling and maintaining those boring schedules

Armand Hurford
0:26:45 (0:00:01)

thank you counselor stoner

Jenna Stoner
0:26:47 (0:00:14)

thank you the chair councilor pettingill's questions raised one for me I'm just wondering if we have a policy on how we actually invest our reserves I'm thinking in particular in line with our social procurement policy for example do we have any guidelines with which we choose on the investment side

SPEAKER_15
0:27:02 (0:00:07)

thank you through the chair we do not at this time but it is on the radar of to be developed in the future absolutely okay

Jenna Stoner
0:27:09 (0:00:13)

that's good to know and I'm just wondering if you can go back to slides with the arrows yeah that one can you just what do the arrows Act is that the annual tax contribution is going up over to like what are the arrows

SPEAKER_15
0:27:23 (0:00:35)

sure I struggled with this to try to make it as Visual and readable as possible but the arrows representing the annual capital expenditure so the reserve going down the annual tax contribution to the reserve so it going up the bars across is to illustrate the long-term plan and then the line at the top is to show that this is sort of a systematic contributions against the pressures of up and down you know over time to sort of keep that Reserve balance above what we require in the long-term plan

Jenna Stoner
0:27:59 (0:00:11)

okay that's helpful thank you and then my last question was you mentioned in your comments that this is really a risk-based approach to infrastructure renewal and Service delivery I'm just wondering if you can explain what you mean by a risk-based approach

SPEAKER_15
0:28:11 (0:00:51)

certainly through the chair so some of the work that in quite incredible rigor that the engineering department did this year is really looking at their overall all of their Master plans and doing a fulsome audit and I'm getting into a future slide here but I'll be quick on it an overall audit of the master plans and then having that looking at that prioritizing it based on risk so on Life Safety on legal requirements and that kind of thing and then as looking at that and then within the constraints of our own our own funding right now and trying to have a smooth distribution over the capital expenditures over long term they we were able to derive from that risk like what we've prioritized in that prioritization was risk-based that makes sense

Armand Hurford
0:29:02 (0:00:15)

Council any other questions at this break we're going to have plentiful breaks for other pieces so okay over to you

SPEAKER_00
0:29:17 (0:00:14)

SPEAKER_15
0:29:32 (0:02:01)

thank you sorry so moving on to the 24 to 28 Capital plan so just as I was speaking to extensive feasibility risk profiling and prioritizing have been completed to inform the 24 to 28 Capital plan so in particular the engineering department did Champion an audit of the master plans of works and reprioritized several projects based on risk life safety the legislative requirements and the district's strategic plan so this work does account for the majority of the capital projects in the district's Capital plan and we will be taking our undertaking story similar work with the other departments in the future although there has been some prioritization within those departments as well further staff have ground truth to staff capacity and the initial indications are that the capital plan will require additional staff resources to complete which will be primarily funded by the capital program and further analysis on impacts throughout the organization will be required and will be brought forward for Council consideration as part of the service level change discussion so in terms of the capital the key results of this reprioritization and Mr Russell will speak to it in more detail how were some key shifts are that for in the 2024 to 2028 financial plan are a reduction in the roads program for roads and bridges for two years delays in the transportation improvements delays in storm water upgrades and delay in Cemetery upgrades and so with that I will hand it over to Mr Russell to review the highlights of the 24 to 28 financial plan

SPEAKER_02
0:31:33 (0:00:29)

change source

SPEAKER_01
0:32:03 (0:21:44)

thank you very much Miss Boxford I'm going to continue um our discussion of the 2024 through 2028 Capital plan and I'm going to speak at this stage to our overall size of the plan and overall funding sources so what I wanted to show in this slide is that we have a fairly extensive Capital plan it's valued at 252 million dollars over the next five years 71 million dollars of that is allocated to 2024 so you can see that it's not just a straight line that's even every year it is tilted a little bit to the front end which is not surprising because we have projects that are already underway which you know are our multi-year so when you look at that there's continuing work on a number of projects and then in addition to that we've added some additional projects for the new year which will have a tendency to increase this the spending in at the front of the plan let's say so when we look when we look at these various funding sources I just wanted to highlight a couple of things related to them for example the external funding that relates to a specific project it's upgrades at the Squamish Adventure Center and we're working with Fortis to assist us in sponsoring an HVAC upgrade the dccs they range across a number of projects and areas including storm drainage roads and utilities those will be the areas of the greatest dominance of dccs there are also some dccs associated with parks we have a fair amount of funding from senior levels of government both Province and the feds and major funding sorry major projects that are currently underway that are being funded by grants include two major projects at Brenham parks of Brenham Park revitalization one and phase one and phase two significant diking projects both the Hornet sea dike and the Jimmy Judd Slough upgrade and also work being done on the expansion of the wastewater treatment plant with respect to borrowing we have again there's a significant amount of borrowing taking place within the overall plan and major projects that are currently underway that are reliant on borrowing include Public Works building wastewater treatment plan expansion and the borrowing there is DCC supported and Fire Hall number two and would like to just make a quick comment with respect to the community amenities contributions that we highlight there primarily for Brenham Park amenity projects so in continuing on speaking about funding sources there are some highlights we are faced with some constraints with respect to our ability to finance our Capital plan on an ongoing basis it as I noted previously it is a fairly extensive Capital plan and when you're spending that much money you will run into some funding constraints and that would be normal for an organization of our size so specifically the dccs they may not be sufficient to cover all of our road projects and specifically when we look at that we see that the Laurelwood Pemberton bridge is being added to the end of this financial plan so the design and then into the construction the construction would actually take place outside of this 24 to 28 time frame but that bridge will be a very expensive structure and it is quite likely that it will require more roads DCC funding that we have available at that time so we will have to consider either the potential of delaying the bridge or other methodologies to fund the bridge in conjunction with bccs with respect to dementia borrowing you can see here that we've highlighted that our debt service ratio is 17 percent our limit is 20 percent we have a self-imposed 20 debt limit so that all seems good but 17 of 20 means that we've used up 85 percent of our debt so there's not a lot of additional space for us to take on greater debt financing within the capital plan with respect to the district Reserves as we've highlighted previously and well again the reserves will increase sorry will require ongoing tax support for our Reserve contributions Reserve contributions will need to increase to allow us to manage the asset management plan requirements also Capital cost escalation and other factors that are that are pushing up costs with respect to the capital plan and finally with respect to government grants it should be noted that there are some projects where the viability of those projects will be based on the availability of Grants and so as an example we've added a couple of expansion projects at Brenham Park in the last years of this Capital plan and those projects specifically will be Grant dependent so here we are at one of our favorite slides the asset management slide and we speak here of the various what should I say scenarios and what levels we're at and how this plays out so what I wanted to highlight for Council in the public is what these what these numbers kind of mean at this point so I would like to I'll start with the utility funds so in the utility funds I should make this remark the graphic that you are seeing is taken from the 2022 Asset Management report the 2022 Asset Management report was based on budgeted information in the 2021 through 2025 Capital plan so we're now in 23 it's a these numbers are a bit out of date okay and things have changed so I will comment on that so with respect to the utility funds on this chart it says water the current funding level is two million dollars we're currently at that two million dollar level as depicted here and so there is no real shortfall with respect to reaching scenario three level for water with respect to the Wastewater it is showing here a shortfall of approximately eight hundred thousand dollars between 2021 and 2023 our contributions to the Wastewater Reserve have increased that contribution now is 2.7 million dollars not two million dollars as depicted here and as a result the shortfall in Wastewater is roughly a hundred thousand dollars or slightly less than a hundred thousand dollars so in both of those instances the car the contribution to the reserve meets the level or maintains the current maintaining the current level of contribution sorry allows us to meet the scenario three level we would and do intend to progress from this into the future we would like to move as recommended in the report the utilities up to at a minimum probably the level scenario two level and ultimately we would like to get them to scenario one and we will be looking at what options are required and what rights may be necessary for us to do that over time second the last item I would say is with respect to solid waste it is showing here that Solid Waste doesn't have a shortfall that's true on the basis of this report but what I do need to point out is that within the 24-28 capital plan we are showing the costs of the new landfill expansion that new landfill expansion is not included in the calculation of the funding level required for solid waste so Solid Waste looks great if you don't need a new landfill but we will so that num those numbers will change and is not suggest that Solid Waste is in Jeopardy I don't believe they are but this is this is a little optimistic let's say okay the other comment that I would like to make and this is this is where the item comes in with respect to Solid Waste is the asset management plan refers to the replacement of existing okay so it doesn't look at expansion so for example a new landfill is considered an expansion it it's so in that is the rationale for why that was not included okay so lastly we're going to speak to the general fund so in this analysis the general fund is showing a contribution of 3.3 million we're currently at about 3.5 million so we're slightly higher than the number it shows here but as you can see to reach level 3 scenario three level and this analysis it would recall there is a 2.8 million dollar shortfall if we adjust that slightly we're still looking at a 2.6 million dollar shortfall to reach scenario level three for the general fund we will be bringing forward different Asset Management scenarios this fall which will outline methodologies that we believe that the district can employ to allow us to close that Gap over time these are some highlights with respect to changes to existing projects and so I would comment that the preparation of the report and the enclosures in the report was done similarly in 2024 as to how we presented the 2023 Capital plan and now we showed new projects we showed changes in existing projects and then we showed a categorization of all of the various projects because In fairness there's I believe well over a hundred capital projects in total over the five-year span so to try to Wade through all of the projects all of the time to get additional detail becomes difficult and we also want to look at this from a longer term planning perspective and from a longer term planning perspective the items that have already been approved what's important with respect to those items are changes that are being made to existing projects the cost of existing projects or the timing of existing projects and in addition to that identifying specifically what are the new projects where are the priorities for the organization and what types of things are being added so here we speak to changes on existing projects and you will note the first one is we are reducing the Project funding for roads and bridges in 2024 and 2025 that is based on engineering department risk analysis and we will be moving back to the original levels in 2026 that is what's proposed in this plan so it will be a reinstatement of the current level it is not an attempt to make up lost ground so to speak the the two-year Hiatus or reduction within the within the capital plan for roads and bridges is basically up allows us to reprioritize our funding to address other higher risk items that are within the capital plan there are some delays to core infrastructure we've just dropped our total spending a little bit over the next two years in both Transportation improvements and also storm sewer upgrades as was outlined previously we had a project for upgrading the squamisha Venture Center envelope upgrade and that was going to go in 2025 that was a grant Reliant project we've been informed that the people we were anticipating might come through with a grant well not so we removed that project the cemetery upgrade has been delayed originally it was planned originally as a 2324 project and then it was delayed subsequently to 24.25 and part of that was done to align to allow us to align that better with other projects that are that are underway and work plan characteristics that would be required to allow us to manage this and lastly as a result of community Works Grant sorry Community Works fund rant wrapping up at the end of 2023 we have made a tactical decision to fund the to continue with the active transportation program in 2024 but to fund the active transportation components in 2024 through other sources so they'll be funded through grants and through dccs as opposed to Community Works fund is quite feasible that Community Works fund grant program will be reinstated at some future time but at this point to be prudent that has not been announced it would be presumptuous on our behalf to suggest that was money in the bank that we could spend and I'm going to speak about new projects and with respect to the new projects these are just some of the very high level highlights there are many other new projects in this plan besides these so there are some random Park Recreation Center upgrades and these upgrades that we're speaking to here are work requirements that are in addition to the revitalization projects that are currently underway at Brenham Park not all of the work that we require to undertake at Brenham Park is supportable by the grants that we have some of some of the items that we want to do are not don't fall into the categorizations that the grant supports so we do require a little bit of additional funding to allow us to manage those items that are outside of the grant sponsored project we're replacing one of our fire apparatus and that's a staged project we will be ordering the apparatus in 2025 for a delivery in 2027 because it takes a couple years to build a fire truck we have storm water pipe capacity upgrades occurring and towards the end of the of the plan and again that's part of our longer term program to ensure appropriate levels of Maintenance and Rehabilitation of our infrastructure systems so that we try to avoid significant downtime or damage to our to our infrastructure and lastly we have an expansion of a dcc-funded expansion of the loggers lane roadway there are actually a number of dcc-funded projects in this plan towards the end of the plan and I happen to select this one other items that are DCC funded that could have been highlighted would be the downtown entrance as an example and there are another a number of smaller ones that are ongoing that were identified previously so this is a new one and again it should be noted that we review the DCC rates on a regular basis and update them probably on a biannual cycle do a major upgrade or I should say upgrade review and adjustment to try to keep up with cost escalation we recognize as we had outlined before that in some instances DCC total revenue maybe we may be challenged with the total amount of DCC Revenue available and so we are undertaking ongoing reviews on a regular basis to ensure that we have that we have the ability to get the most value possible from developments and development financing and with that I will turn it back to the chair and that is the end of our presentation at this point thank you very much

Armand Hurford
0:53:47 (0:00:11)

thank you Council any questions about what we've heard so far Kester Hamilton and then Council French

Andrew Hamilton
0:53:58 (0:01:01)

thank you very much for the presentation and thank you very much I think this transition into long-term asset management is a amazing it it's amazing to me that it we aren't our we weren't already there five years ago but to me it seems like having a savings account so that you can fix things when they break I was I saw that in the asset management plan the 2022 Asset Management plan we didn't the landfill wasn't include identified there and you explained that it was not an existing facility so that it didn't appear in that in the 2022 Asset Management plan document does that mean so things like the new water clarifier the public the new Public Works building those things also did not appear do not appear and are not accounted for in the 2022 Asset Management plan

SPEAKER_01
0:55:00 (0:01:07)

through the chair that is correct so as an example you spoke of new Public Works facility we have a we are building about 60 million dollars worth of additional facilities so two new Fire Halls plus Public Works and total cost of those assets will be over 60 million dollars by the time we finish those are not included so if we were to look at that and say 60 million dollars over 100 years it's roughly six hundred thousand dollars a year if you look at the sliding scale that was presented in the asset management plan I would suggest if it was six hundred thousand at one end probably 400 at the other so yeah so there's a gap but that gap's actually larger than it appears on paper because we have added assets

SPEAKER_15
0:56:08 (0:00:21)

and yeah I'll just add to that as well the is asset management really is just a component of the long-term planning and it really is focused on the replacement of existing Assets Now once those facilities are built they become an existing asset and the next reiteration of the exactly of the of asset management will include that

Andrew Hamilton
0:56:29 (0:01:40)

thanks it's a piece of the asset management plan I had not fully understood but it because that's this the way I Now understand that is to mean that that's the base level is not the expected level okay on our capital expenditure 2024 we're at about 70 million 2025 we come down to 45 million 2026 we come down to 42 million 2027 we come down to 33 million and then 2028 we bump up to 59 million in total and in 2028 we've got five major projects that are bumping us up into this 59 million whereas those projects don't exist in 2024 I have some concern that we are underestimating our Capital expenditures moving on into the future because there are many small items that pop up every year right that we don't it doesn't seem to me like we're accounting for these many small items and I'm not suggesting that we predict whether the Ford F-150 is going to be needing to be replaced in 2027 but we there is a you know a base of tens of millions of dollars that we need to maintain this the instruct infrastructure we have can you speak to that a little bit if you understand my question

SPEAKER_01
0:58:09 (0:01:27)

through the chair yeah we understand that and yes you're and yes you're probably correct what we see happening and it's not necessarily just human nature I think it's also our ability to look into the future it's much easier for staff to be able to determine what projects they need in years one two and three than it is to determine what projects they're going to need in years four and five so you generally see a reduction in costs over time we're working on improving our ability to project what future requirements will be and when they need to be slotted in that's part and parcel of that overall master plan audit process for example that's undergoing being undertaken in engineering is an attempt to allow us to be able to flush that out a little better and fill in some of those gaps because we are aware that there will be additional work over and above what you see in the capital plan that will be required that hasn't been identified yet

Armand Hurford
0:59:36 (0:00:07)

follow-up and is it on this point okay and Hamilton first then we'll get depending on

Andrew Hamilton
0:59:44 (0:01:00)

thanks so it seems there's a different ways to plan for how much things you're going to spend you either count how much every brick costs and every piece of wood costs and that's time consuming and difficult or you ask what's the average price for building a house these days how much has it cost in the past 10 years do we and I think that's called reference cast for reference forecasting where you take a reference body and you look at how it has how much it's cost it would seem to me like we have the tools and we have the information to do that referencing from our own data just looking at 2019 to 2024 how much has our Baseline been extracting maybe a you know very large projects in the tens of millions of dollars just to see what that Baseline is can we do that

SPEAKER_15
1:00:44 (0:01:15)

thank you for the question through the chair yeah so just to back up to your initial question and just to add further clarification the shifting towards long-term planning is a fairly new process for the district and part of that as Mr Russell explained is to really do some of that work around the master plan audit um there's a lot of moving parts and it is a lot of work in terms of engineering sort of took the first real um rigor to it this year and we will be replicating that throughout the organization more but what was um what was very apparent is that we're just in that current rigor of those Master plans really only were able to crack the first few years and we will be working towards that and that is the goal of the longer term planning but it is time to do it and work to do it so we're absolutely working on those improvements and moving the district that way and absolutely using some reference costing would be part of that and looking at different methodologies in which we could you know potentially put placeholders in the financial to plan longer term knowing that some of these things will pop up that are not in our master plan so it's a reality of organization with so many moving parts and so many pieces so yeah it's a great point and we're definitely working towards that

Armand Hurford
1:01:59 (0:00:02)

counselor pettigo you had a question on this point and then we'll go to counselor French

Chris Pettingill
1:02:02 (0:00:26)

yeah just a clarification because I think a point was made by my colleague something to the effect of we're not sort of expecting to predict when a Ford F-150 needs to be replaced but I think we do have a Fleet Management plan and so we are including that in our five-year financial plan is that included in our asset management plan to the Fleet Management stuff or is that just in the five-year financial plan

SPEAKER_01
1:02:29 (0:01:12)

to the mayor the numbers that you see in the asset management documentation include equipment under the general fund and it should be noted that with respect to our equipment replacement Reserve and our equipment Management program is fully funded so the shortfall that you are seeing there is not related to equipment I will make this Proviso we anticipate that the costs of electrification will be higher than the existing than the cost of our previous vehicles that were being replaced so although the equipment Reserve currently is in very good shape we do anticipate that in future years there will be more significant drawdowns against that Reserve as we start to see more and more electric vehicles become available because they tend to be more expensive

Armand Hurford
1:03:42 (0:00:04)

okay are you good for now Council Hamilton and I'll go to counselor Francis and stoner

John French
1:03:46 (0:00:31)

thanks mayor and in one of the tables within the staff report there's some columns that are labeled annual costs and then there's individual years I have a feeling I probably asked this question every year but I can never remember the answer some of the numbers are in Brackets some are unbracketed they often the bracketed amount is followed by the same amount the following year what does what does that mean

SPEAKER_15
1:04:18 (0:00:22)

thank you for the through the chair great question um so you what um the schedule you're referring to is the changes in existing Capital plan so what that aims to show is the brackets is the reduction in the one year where it used to be and then the addition in the in the future year so it's just really trying to establish a visual on the changes

John French
1:04:40 (0:00:35)

for that and in the presentation today I was reminded of the master and swamis water intake systems not being included in the asset management plan and so then that got me wondering do we have Reserve funds existing to support these two facilities if for some reason we need to put money into them like the example of significant damage because of a landslide or something along that line

SPEAKER_01
1:05:16 (0:00:30)

through the mirror we could access the water reserved water utility Reserve to fund Capital Works associated with either of those facilities and I believe that there are studies and work planned within The Five-Year Plan to do so to do some upgrades to ensure future protection of those assets

John French
1:05:47 (0:00:44)

okay thank you and I was coming into this meeting looking vehicle carefully at the bridge that is going to link Laurelwood to Pemberton and thinking we need to speed up the timeline on that project and then I heard in your presentation that if anything we might actually be delaying it because of funding shortfalls potentially so I think my question here is did I hear that correctly that if anything we're going to be pushing the timeline back for the Laurelwood Pemberton

SPEAKER_01
1:06:31 (0:02:40)

Bridge chair um there are two answers to this question and I will give you one half of the answer when you speak to strictly to a funding perspective we Finance police based on the analysis of projects included in the plan including increases you know proposed increases in DCC funding that not all of the DCC funding excuse me DCC funded capital projects related to roads will be affordable perhaps within the time frames that they are presented okay as and to be fair specifically the bridge is the largest single roadway DCC funder project that we have or that we see coming up on the horizon it also happens to be scheduled to occur after a couple other fairly significant projects so it is possible that we may run out of money before that so that that's the dollars and cents answer on the other side the reason that the bridge is placed into the plan at the time that it is based on engineering studies Transit not sorry not Transit but Transportation movements car counts those types of things and I'm not an engineer but that's when they believe that the necessary growth will have taken place in the community and the bridge will be required so those two items may be in conflict is what I would say at this stage and I can't decide which one's going to win because truthfully I think that decision is what we're going to put towards you rather than us using both the best information we can provide you from a financial standpoint and also from an engineering standpoint so it is possible that it may need to be pushed back but it's also possible that at the will of council they could bring It Forward so I think at the end of the day that decision will be yours not mine but there is clearly a conflict that is suggested within the plan

John French
1:09:12 (0:00:09)

okay thank you for that mayor I have other questions but they're a little deeper into the weeds so I think I'll hold them and see what our timing is like

Armand Hurford
1:09:21 (0:00:04)

I appreciate that thank you counselor stoner

Jenna Stoner
1:09:25 (0:00:25)

thank you picking up on this point from counselor French we did just recently update our DCC bylaw and I'm hearing that we're still not collecting the amount that we think we'll we foresee that we need for the projects in that bylaw and so to me that signals that we need to update our DCC bylaw again is that something that staff are considering at this point

SPEAKER_15
1:09:51 (0:00:22)

through the chair thank you for the question yes during the amendment in the spring we did add a some money towards a re-look a major re-look of the DCC bylaw again it was updated last October I believe and as soon as it was adopted it is already outdated it that's how quickly costs are moving in our current environment

Jenna Stoner
1:10:14 (0:00:07)

just remind me we collect dccs at building permit

SPEAKER_15
1:10:21 (0:00:01)

through the chair that's correct

Jenna Stoner
1:10:23 (0:00:55)

all right so even projects that have potentially been rezoned once they go that we will still be able to capture them in a DCC bylaw update if they haven't started building yet that's great news so grateful that project is underway my other high-level question is um just trying to get you to help me to wrap my head around the long-term funding Reserve program a little bit more I think one of the challenges that I have with it and I hear that this might be coming in the fall is understanding what the taxation impact is to make sure that our reserves are at an adequate level and so going through the capital plan this first phase there's actually no indication of what that might mean from a taxation perspective so can you just walk me through how we get from today to understanding what the actual tax requirement is ideally on a more consistent basis year over year to fund the reserve long-term Reserve program

SPEAKER_15
1:11:19 (0:01:05)

thank you for the question through the chair so yeah currently we are establishing our Capital plan based on of the risk profile and the priorities and things that we need to do as an organization the idea be behind building it over a long-term plan is right now we don't have the overly long-term plan we have The Five-Year Plan what we do have is a really long-term component of the long-term plan which is the asset management plan that is already giving us indications to what Reserve contributions we do need to Target again this is very iterative and this is a work that we will take digestible steps towards and it is not an immediate emergency these are things that we build over time and that will be the options brought forward in the fall is some further analysis and options and for whatever council is comfortable with will be brought forward and we can choose to do that and then once we have that longer term plan we go back and we re-establish it so it's a constantly moving constantly building process if that is answering your question

Jenna Stoner
1:12:24 (0:00:51)

yeah that's really helpful thank you and then my other question is Billy on that so how do we collectively assess what our risk tolerance is so for example in this year we are putting on hold some of the annual Paving work if I go back and read the annual Paving master plan we are actually already funding it below what the master plan suggests and so I'm not trying to discredit the amazing work that our staff do and I am not an engineer but as a decision maker as I read that Master Plan it's going counter to what I've been told and what previous Council had endorsed which was actually to maintain that funding level and so how do we transition from that to feeling comfortable with where we're setting our risk tolerance going forward

SPEAKER_15
1:13:16 (0:00:38)

through the chair I'll start and then I'll let Mr Ralston get into the details a little bit more so um in terms of the risk profiling it really came down to prioritization holistically across the organization so it's bringing in all of the master plans and doing that audit there's going to be trade-offs and this is where it's at they are all in competition for funding and at the end of the day when the profile has been has been analyzed that is the areas that the engineering team felt were the least risk to the organization and as such the those changes were made

Jenna Stoner
1:13:55 (0:00:50)

if I can just do the chair on that I think that the tension that I then see is how big that prioritization list depends on our willingness to put taxation money towards the reserves so like how big can we make that list and where is that risk balance between us being willing to advocate for more taxation dollars to support that list versus how do we know when staff are just going to come back and say actually no this really does need to go on like above the line as we've often said in budget and how do we work together and with the community to understand what our Collective risk tolerance is when we don't have visibility and probably shouldn't have visibility into the list of the engineering Department's work but we are going against what some of our Master plans have said

SPEAKER_15
1:14:45 (0:00:36)

great question and it is again it is sort of a stepped in Phase process so the current situation is what we have to what we have in terms of planning for our current funding situation noting that we are building those reserves over time the risk I'll let I'll let Mr Ralston speak to specifically but that is the situation in which we're in today and building that risk tolerance is going to be that development of the long-term plan is what it comes down to

SPEAKER_07
1:15:21 (0:01:36)

did the chair further to that so as Ms boxer and Mr Russell have mentioned the engineering department has been going through a risk exercise looking at all of our Master plans completing an audit and based on that and the asset management plan we have a funding shortfall and so we're in this situation of having to prioritize and as it was mentioned we looked at life safety and legislative legal requirements and ultimately the paving program isn't a life safety issue there are impacts of underfunding it including higher long-term Asset Management costs lower level of service in terms of the condition of our roadways But ultimately because we're in a situation where we needed to cut the cost of our Capital program that was deemed to be one of the areas that was easiest to cut without significantly increasing the risk to the community with that said we are planning to update our pavement management plan next year and so that will inform that long-term funding level so there will be opportunity in future years to adjust that amount to account for if we do end up reducing our investment over the next two years so that's not reflected those future costs are not reflected in The Current financial plan because we need to go through this master planning exercise but just to let Council know that work will be undertaken next year to inform the long-term payment management costs

Armand Hurford
1:16:58 (0:00:01)

go ahead councilor

Jenna Stoner
1:16:59 (0:00:52)

Stoner thank you through the chair just on this I am curious if it would if it's possible at all to give counsel in the community an understanding of what the actual demand like what would be the financial impact of actually achieving all of our Master plans like what is like how far are we from where we think we need to be according to each of our Master plans and that gap of where staff think that we are setting our prioritization level at like I don't know if that's a hundred million dollars or 10 million dollars or so that's why I'm having a hard time sitting here understanding and feeling comfortable with appreciate the list of things and prioritizing Life Safety those are all important for sure but how far away from actually the ideal scenario and should I even ask that question or is it too scary

SPEAKER_07
1:17:52 (0:00:47)

through the mirror so the table that was shown earlier on the asset management plan that shows the existing shortfall that we have with respect to maintaining existing assets as Miss boxer said the asset management plan is one element of our all of our costs and so the exercise that we're going to be completing later this year with the long-term financial plan is to layer in master planning costs so level of service capacity increases things like our landfill so really that's the work that needs to take place is to layer in all of the costs not just asset management and then look at our existing funding levels and to make that assessment so we don't have that information at this point but that's a work in progress that we will report back to Council on

Armand Hurford
1:18:39 (0:00:40)

thank you for that we've heard a little bit about the about reviewing the DCC and by law and how its shelf life was a bit short maybe this time around with just the way the world's changing so quickly and I'm happy to hear that there's that review is gonna is scheduled to happen what about the asset management like more broadly is that buy it annually is it only when bigger things are added I know we've talked about some of the pieces of that but the actual piece we've been working from what's the schedule of update on that particular document

SPEAKER_07
1:19:20 (0:00:44)

through the mayor the cycle for renewing our asset management plan is a five-year cycle so we do intermediate reviews on specific classes of infrastructure but the asset management plan is every five years and that's determined to be sort of an appropriate time frame where you don't want to do it every year because there is a cost and a resource associated with that they want to allow some time to pass to accumulate new assets and to understand what's happening with construction cost inflation and the life cycle of our assets and so that's basically been deemed to be a an appropriate cycle for Bernal

Armand Hurford
1:20:05 (0:00:00)

okay go ahead

SPEAKER_15
1:20:06 (0:00:20)

thank you and I'll just add um just keep just for folks to keep in mind that asset management is a really a really long term so any changes in costs and inflation is felt over a long term whereas the DCC by law is a little bit more reactionary and immediate so you do want to do that rigor quite more frequently

Armand Hurford
1:20:27 (0:00:48)

yeah thank you I appreciate that and that timing makes sense earlier we were talking there are some questions around the sort of getting that an extra 25 or 50 of life out of the out of the asset and the maintenance to do that comes with operation but what's the mechanism to understand if we're in diminishing returns sort of point where we're much better to take on that replacement I'm just thinking about an old car that I have that seems to be at over 50 of its expected Lifetime and it's it costs money to keep it going and how do we capture that given that they're those funds come from two different places and how do those and I'm sure that we do but just I'd like to understand the mechanisms for that

SPEAKER_07
1:21:16 (0:00:53)

dude mayor it's a complex question and it depends on what type of infrastructure you're talking about at this point we're in the general fund we're underfunded even for that scenario three and so there is inherent risk in doing that and there's a certain inherent acceptance that we will have to perform some emergency repairs which is more costly than doing things proactively but it's a very complex question to actually answer with accuracy what is that exact point but that is exact purpose of the asset management plan is to try and hone in on the ideal funding levels and that's where the asset management plan recommends to be at least moving towards scenario providing funding for scenario three

Armand Hurford
1:22:09 (0:00:31)

yeah I think I think that the concern or the Curiosity comes from a potential concern that we have that we've moving that sort of responsibility for that asset to operations rather than the replacement of that asset and just that we're doing that in a mindful in a mindful way so I understand that could be different for each asset but that's sort of where the um where the concern comes in and sorry did you have a reply

SPEAKER_15
1:22:40 (0:00:40)

yeah thank you um I just wanted to um to add to what Mr Wilson said is that the asset management is really that again that long term where when it comes to the urgency of a replacement of a certain asset that is built in through the master planning and as well as um as the various staff members review of what needs to be done and put into the capital plan the asset management does not determine the capital plan it just basically gives the overall roadmap on the contribution so if there's any comfort in that is that we are assessing our Capital plans yearly so those urgent items will hopefully bubble up to the top of on the overall Asset Management

Armand Hurford
1:23:21 (0:00:07)

okay thank you any other questions on this before we dive into the next chapter nope go ahead Council

Andrew Hamilton
1:23:29 (0:00:58)

Hamilton on the asset management plan there were seven recommendations in the 2022 Asset Management plan regarding asset data improving asset data I was really interested just when it's the first time I've dug through that document and it was interesting to see that you know there's a lot of our underground infrastructure we don't know what it is we don't know what type of pipe for example this is so it's tough to predict how long it's going to live I can see those challenges and this maybe it's my leaning towards knowing data how is our how was our progress towards those seven recommendations and do we have a plan to meet those seven recommendations before our next Asset Management plan so that we can do it efficiently and more effectively

SPEAKER_07
1:24:28 (0:01:32)

through the mirror thanks for the question so all of those seven recommendations are ongoing Works in progress and they are long-term initiatives so it's something that we'll always need to be working towards they pertained a lot to including additional information along with our assets so things like when we've rebuilt a road incorporating asset condition into our GIS so that when we do our asset management Plan update we have more than just the year of something we have the year and the condition so that allow that informs our investment level so our the engineering department every year we're improving our information on asset by completing condition assessments that includes videoing our sewer and our storm sewer Network which is an annual program and now taking the results of that incorporating into GIS the I.T department is working on asset management software and that pertains to one of the recommendations of creating a single source of Truth for all of our asset data so that's also a work in progress with some pilot projects that are taking place right now so there is significant progress and when we update the asset management plan in five years or four years from now we'll certainly have much better but again that's going to be an ongoing process that's we always have to do essentially foreign

Armand Hurford
1:26:00 (0:00:02)

go ahead counselor stoner

Jenna Stoner
1:26:02 (0:00:03)

I have some detailed questions about the capital projects are we there

Armand Hurford
1:26:06 (0:00:14)

yet I don't want to well let's just check in with staff are we going where are you taking us next and is there a better spot for that or would you like those detailed questions at this point or is there a primer between here and there

SPEAKER_15
1:26:20 (0:00:09)

thank you now is a great time we have no further presentation so if this is the time for Council it's a time for staff

Armand Hurford
1:26:30 (0:00:05)

okay counselor Stoner and I know you have a list as well counselor French you're online

Jenna Stoner
1:26:35 (0:00:30)

all right so my first one Mr Wilson is to you and this has to do with deferring some of our key projects and the one that always jumps out at me is the annual flood Protection Program and so that's one that we've typically earmarked about four million dollars a year last year we deferred and in the current proposed Capital plan we're deferring again for another few years so I'm just wondering if staff can speak to the risks of doing that and the justification

SPEAKER_01
1:27:05 (0:01:37)

through the mayor I jumped Mr Alston on this one I think I think it's easier for me to explain this the amounts in 2023 in 2024 that were deferred have been reallocated and those costs relate to increased cost of a harlex sea dike so that's that the money's being spent it's just being spent on a on a different project so there's no real or should I put it there's no real delay or reduction in our total funding it's the annual program is a placeholder for us to seek grants and allow us to do work to allow the Engineering Group to specify the next major project and then that major project will probably take two or three years worth of total financing of the annual flood protection plan so 22 and sorry 23 and 24 have been reassigned to one of C dike and 25 has been assigned to Jimmy Kimmy Judd SLU so all of the money that the district had intended to spend on flood protection is still part of the overall plan it's just now been assigned to specific projects

Jenna Stoner
1:28:42 (0:00:55)

I appreciate that rationale I think that's where one of the challenges lies where it's like those projects have increased in cost so there is delay in terms of achieving the master plan because the foresight was that with four million dollars a year we'd be able to move X number of projects forward and we're not doing that although the risk of flooding and the risk of climate related disasters is increasing exponentially we are actually doing less of the integrated flood Hazard management plan as was expected and so this is again going back to that risk tolerance piece where I understand from a financial perspective there are pressures on our budget protecting our community with digging is equally as important and I'm not I'm having a hard time saying yeah I think that's okay as opposed to putting an extra however many million dollars into the budget that's needed

SPEAKER_07
1:29:38 (0:01:30)

through the mirror it's an excellent comment and staff also acknowledged that a couple points to that one is just the that expenditures on flood protection are lumpy I would say as opposed to uniform because of the complex nature of them working in and around the water permitting often takes years so from that perspective you know in hunic park is a perfect example that we've been working on that project for three years and still don't have permits um but we are expecting them soon we're expecting to start spending money on that this year and it's not reflected in the financial plan but we intend on carrying forward a significant amount of money into next year and so we expect to be spending several million dollars in 2024 that's not reflected in the financial plan because it's a carry forward but then also with respect to the under spending and not keeping up with the recommendations of the integrated flood housing management plan we do have an Android graded flood housing management Plan update that's included in the financial plan in 2027 I believe and one of the main objectives of that report is to assess the increased costs that we've seen since original adoption of the integrated flood Hazard management plan and to reassess what is an appropriate level of expenditure to achieve our flood protection goals by a specified date in order to manage Community risk so that is definitely on staff's radar to be looking into that

Jenna Stoner
1:31:08 (0:00:32)

okay that's helpful to consider thank you for the feedback there's a few other items I'm curious in the capital plan there's an RCMP housing support trailer and I'm just wondering first are these types of expenses cost shared with the federal government as per our CMP contracts and if not I really do and in addition to that I really do appreciate the need