CVRD Regional Services Committee Packet - 20191023

Regional Services Committee Meeting Agenda
Wednesday, October 23, 2019

Board Room
175 Ingram Street, Duncan, BC
9:30 AM
1.APPROVAL OF AGENDA
Motion to approve agenda.
2. ADOPTION OF MINUTES
M1. Regional Services Committee Meeting of August 28, 2019
Recommendation That the minutes of the Regional Services Committee meeting of August 28, 2019 be
adopted.
3.BUSINESS ARISING FROM THE MINUTES

4.PUBLIC INPUT PERIOD
The purpose of the Public Input Period is to provide the public with an opportunity to comment on an agenda
item before the Board / Committee / Commission considers the item. The Public Input Period Procedure
Policy provides for the public input period to proceed in a timely fashion. Public Input Period items cannot
include matters which are, or have been, the subject of a Public Hearing.
5. DELEGATIONS
D1. Cliff Evans, Shawnigan Basin Society Re: Report Including an Annual and Five Year Budget Plan
Recommendation For Information
D2. Jane A Kilthei, One Cowichan Re: Presentation of Climate Action Petition
6.CORRESPONDENCE
7. REPORTS
R1. Report from the Economic Development Division Re: Cowichan Air Transport Feasibility Study
R2. Report from the Recycling & Waste Management Division Re: Groundwater Monitoring of Nitrate
Concentrations in Fisher Road Area
Recommendation For Direction
R3. Report from the Environmental Services Division Re: Memorandum of Understanding with Halalt First Nation
Recommendation That it be recommended to the Board that the Memorandum of Understanding between
the CVRD and Halalt First Nation related to current and ongoing collaboration on
watershed management, as attached to the Environmental Services Division’s October
10, 2019 staff report, be approved.
R4. Report from the Environmental Services Division Re: Directors Request for Meeting Support – Eurasian Milfoil
Management
Recommendation For Direction
R5. Report from the Finance Division Re: 2020 Draft Budget Review – Function 100 – General Government
Recommendation 1. That Function 100 – General Government 2020 Draft Budget be approved.
2. That the Tier 1 supplemental request for Electronic Document and Records
Management Software for $300,000 be approved.
3. That the Tier 1 supplemental request for Administration and Payroll Support for
$49,362 be approved.
4. That the Tier 1 supplemental request for an IT Security Audit for $15,000 be approved.
5. That the Tier 1 supplemental request for a CVRD Space Plan for $60,000 be approved.
6. That the Tier 2 supplemental request for a Legislative Services Secretary III for
$76, 487 be approved.
7. That the Tier 2 supplemental request for a Human Resources Division Organization
Review for $15,000 be approved.
8. That the Tier 2 supplemental request for GIS Orthophotos for $100,000 be approved.
9. That the Tier 2 supplemental request for Corporate Performance Management
Software for $10,000 be approved.
R6. Report from the Public Safety Division Re: 2020 Draft Budget Review – Function 109 – Emergency 9-1-1
Recommendation That Function 109 – Emergency 9-1-1 2020 Draft Budget be approved.
R7. Report from the Economic Development Division Re: 2020 Draft Budget Review – Function 121 – Economic
Development
Recommendation 1. That Function 121 – Economic Development 2020 Draft Budget be approved.
2. That the Tier 2 supplemental request for $101,002, for a permanent, full-time Economic
Development Analyst for Function 121 – Economic Development be approved.
3. That staff develop an Economic Development Sponsorship Policy for Board
consideration.
R8. Report from the Economic Development Division Re: 2020 Draft Budget Review – Function 123 – Regional
Tourism Services
Recommendation That Function 123 – Regional Tourism Services 2020 Draft Budget be approved.
R9. Report from the Environmental Services Division Re: 2020 Draft Budget Review – Function 131
– Environmental Initiatives
Recommendation That Function 131 – Environmental Initiatives 2020 Draft Budget be approved.
R10. Report from the Finance Division Re: 2020 Draft Budget Review – Function 150 – Municipalities/Library
Board – MFA Debt
Recommendation That Function 150 – Municipalities/Library Board – MFA Debt 2020 Draft Budget be
approved.
R11. Report from the Public Safety Division Re: 2020 Draft Budget Review – Function 205 – Emergency Planning
Recommendation That Function 205 – Emergency Planning 2020 Draft Budget be approved.
R12. Report from the Finance Division Re: 2020 Draft Budget Review – Theatre Functions 435-439
Recommendation 1. That Function 435 – Theatre – Area A 2020 Draft Budget be approved.
2. That Function 436 – Theatre – Area B 2020 Draft Budget be approved.
3. That Function 437 – Theatre – Area C 2020 Draft Budget be approved.
4. That Function 438 – Theatre – North Cowichan 2020 Draft Budget be approved.
5. That Function 439 – Theatre – Ladysmith 2020 Draft Budget be approved.
R13. Report from the Finance Division Re: 2020 Draft Budget Review – Grant Functions for Non Profit
Organizations
Recommendation 1. That Function 457 – Victim Services West 2020 Draft Budget be approved.
2. That Function 458 – Lake Cowichan Activity Centre 2020 Draft Budget be approved.
3. That Function 459 – Victim Services 2020 Draft Budget be approved.
4. That Function 472 – Senior Centre Grant 2020 Draft Budget be approved.
5. That Function 474 – Kaatza Historical Society 2020 Draft Budget be approved.
6. That Function 493 – Safer Futures 2020 Draft Budget be approved.
7. That Function 494 – Social Planning 2020 Draft Budget be approved.
8. That Function 496 – Cowichan Community Policing 2020 Draft Budget be approved.
9. That Function 497 – Cowichan Valley Hospice 2020 Draft Budget be approved.
R14. Report from the Finance Division Re: 2020 Draft Budget Review – Function 498 – Cowichan Housing
Association
Recommendation That Function 498 – Cowichan Housing Association 2020 Draft Budget be approved.
R15. Report from the Recycling & Waste Management Division Re: 2020 Draft Budget Review – Function 520
– Solid Waste Management
Recommendation 1. That Function 520 – Solid Waste Management 2020 Draft Budget be approved.
2. That the Tier 1 supplementary request for Bings Creek guardrail replacement for a
total of $85,000 be approved.
3. That the Tier 2 supplementary request for Bings Creek service road paving for a total
of $75,000 be approved.
4. That the Tier 2 supplementary request for Skidsteer replacement for a total of
R16. Report from the Environmental Services Division Re: 2020 Draft Budget Review – Function 530 – Cowichan
Flood Management
Recommendation That Function 530 – Cowichan Flood Management 2020 Draft Budget be approved.
R17. Report from the Environmental Services Division Re: 2020 Draft Budget Review – Function 532 – Drinking
Water & Watershed Protection
Recommendation 1. That Function 532 – Drinking Water & Watershed Protection 2020 Draft Budget be
approved.
2. That the Tier 2 supplemental request for a full-time Senior Environmental Analyst
totalling $128,861 be approved.
R18. Report from the Environmental Services Division Re: 2020 Draft Budget Review – Function 535 – Central
Sector Liquid Waste Management Plan
Recommendation That Function 535 – Central Sector Liquid Waste Management Plan 2020 Draft Budget
be approved.
R19. Report from the Engineering Services Department Re: 2020 Draft Budget Review – Function 571 – Asset
Management
Recommendation That Function 571 – Asset Management 2020 Draft Budget be approved.
8.INFORMATION
9.UNFINISHED BUSINESS
10.NEW BUSINESS
11.QUESTION PERIOD
Questions shall be addressed to the Chair and must be truly questions and not statements of
opinions. Questioners are not permitted to make a speech.
12.CLOSED SESSION
Motion that the meeting be closed to the public in accordance with the Community Charter Part 4, Division 3,
Section 90, subsections as noted in accordance with each agenda item.
13.ADJOURNMENT
Motion to adjourn.
Minutes of the Regional Services Committee Meeting held on
August 28, 2019, in the Board Room, 175 Ingram Street, Duncan BC, at
3:09 PM.
PRESENT: Chair A. Stone

Director S. Acton
Director L. Iannidinardo
Director K. Kuhn
Director K. Marsh <until 6:07 PM>
Director T. McGonigle <until 5:39 PM>
Director I. Morrison
Director A. Nicholson
Director B. Salmon
Director A. Siebring
Director L. Smith
Director M. Staples
Director D. Toporowski
Director M. Wilson
Alternate Director C. Haime <until 4:39 PM>
ALSO PRESENT: B. Carruthers, Chief Administrative Officer

A. Legault, Corporate Officer
M. Kueber, General Manager, Corporate Services
J. Elzinga, General Manager, Community Services
H. Hatami, General Manager, Engineering Services
A. Kjerulf, General Manager, Land Use Services
I. MacDonald, A/Manager Building Inspection & Bylaw Enforcement
K. Miller, Manager, Environmental Services
T. Waraich, Manager, Recycling & Waste Management
N. Wehner, Manager, Finance
B. Olsen, Systems Technician I
T. Daly, Recording Secretary
ABSENT: Director M. Marcotte
APPROVAL OF AGENDA
It was moved and seconded that the agenda be approved.

MOTION CARRIED
ADOPTION OF MINUTES
M1 Regular Regional Services Committee meeting of June 26, 2019
It was moved and seconded that the minutes of the Regular Regional
Services Committee meeting of June 26, 2019, be adopted.
MOTION CARRIED
REGIONAL SERVICES COMMITTEE MINUTES - WEDNESDAY, AUGUST 28, 2019 PAGE 2
DELEGATIONS
D1 Brad Grigor and Peggy Grigor, Past President, Chemainus Valley Cultural Arts
Society Re: Update on Recent and Future Planned Activities
It was moved and seconded that the allotted 10 minute time limit for
Delegation D1 be extended.
MOTION CARRIED
It was moved and seconded that it be recommended to the Board that the
Chemainus Valley Cultural Arts Society’s request for a letter of support be
referred to the Arts & Culture Division for action.
MOTION CARRIED
REPORTS
R1 Report from the Environmental Services Division Re: CVRD Climate Adaption
Program – Natural Hazard Tolerance Policy
Natural Hazard Risk Tolerance policy as attached in the Environmental
Services Division’s May 13, 2018 staff report, be approved.
Opposed: Director Kuhn

MOTION CARRIED
R2 Report from the Environmental Services Division Re: Update to Drinking Water and
Watershed Protection Program
The Manager, Environmental Services provided a PowerPoint presentation on the

Drinking Water and Watershed Protection program, for information.
4:39 PM Alternate Director Haime left the meeting at 4:39 PM.
5:01 PM The Committee agreed by consensus to recess for eight minutes.
5:12 PM The meeting resumed at 5:12 PM.
R3 Report from the Environmental Services Division Re: Groundwater Monitoring of

Nitrate Concentrations in the Fisher Road Area
5:39 PM Director McGonigle left the meeting at 5:39 PM.

offer from the Cobble Hill Improvement District for twice yearly, no cost
sampling and reporting on nitrate concentrations in the Fisher Road area, be
accepted.
MOTION DEFEATED
It was moved and seconded that it be recommended to the Board to pursue a

meeting with the Ministry of Environment Assistant Deputy Minister; and further that
staff engage in discussions with the Cobble Hill Aquifer Interagency Task Group
and local stakeholders, including Cobble Hill Improvement District, with respect to
funding ongoing monitoring of the Cobble Hill Aquifer.
It was moved and seconded that the recommendation be amended by adding:

“that staff report back to the Regional Services Committee meeting of
October 23, 2019, with respect to ongoing monitoring and associated costs”.
MOTION CARRIED
It was moved and seconded that it be recommended to the Board to pursue a

meeting with the Ministry of Environment Assistant Deputy Minister; and
further that staff engage in discussions with the Cobble Hill Aquifer
Interagency Task Group and local stakeholders, including Cobble Hill
Improvement District, with respect to funding ongoing monitoring of the
Cobble Hill Aquifer; and that staff report back to the Regional Services
Committee meeting of October 23, 2019, with respect to ongoing monitoring
and associated costs.
MOTION CARRIED
6:07 PM Director Marsh left the meeting at 6:07 PM.
R4 Report from the Recycling & Waste Management Division Re: Letters to the
Ministry of Environment and Climate Change Strategy – Recycling & Waste
Management
It was moved and seconded that it be recommended to the Board that two
letters be sent to the Minister of Environment and Climate Change Strategy as
follows:
1. To provide feedback on the Plastics Action Plan policy consultation

paper for proposed amendments to the BC Recycling Regulations; and
2. To request further amendments to the BC Recycling Regulation as

identified in the staff report to the August 28, 2019 Regional Services
Committee.
MOTION CARRIED
R5 Report from the Recycling & Waste Management Division Re: Odour Complaint
Management System Under CVRD Bylaw No. 2570 – Waste Stream Management
Licencing Bylaw, 2004, was received for information.
6:11 PM It was moved and seconded that the meeting be adjourned.

MOTION CARRIED
The meeting adjourned at 6:11 PM.
_________________________ ____________________________
Chairperson Recording Secretary
Dated: ____________________
From: noreply@civicplus.com
To: Tara Daly; Shannon Carlow
Subject: Online Form Submittal: Regional Services Committee
Date: August 22, 2019 3:25:59 PM
Regional Services Committee
Request to Appear as a Delegation at the Regional Services Committee
Regional Services Committee meetings are held on the fourth Wednesday of the
month at 9:30 a.m. in the CVRD Boardroom at 175 Ingram Street, Duncan.
Please Note: Contact information supplied by you and submitted with this form will
become part of the public record and will be published in a meeting agenda that is
posted online when this matter is before the Regional Services Committee. If you
do not wish this contact information disclosed, please contact the FOI Coordinator
at 250.746.2517 or 1.800.665.3955 to advise.
Meeting Date 10/23/2019
Contact Information
Contact Name Cliff Evans
Representing Shawnigan Basin Society
Number Attending 2
Address # 192-1760 Shawnigan Lake Mill Bay Rd
City Shawnigan Lake
Province British Columbia
Postal Code V0R2W0
Telephone Number 2507439029
Reply Email cve9029@yahoo.com
Presentation Topic and Shawnigan Basin Society Report with an annual and five year
Nature of Request Budget Plan
Do you have a Yes

PowerPoint
presentation?
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Shawnigan Basin Society
Five Year Plan: 2019-2020

Shawnigan Basin Society
Established in 2012 and arose from the Shawnigan
Roundtable to promote holistic water stewardship
Our mission is to protect and secure the long-term health
and safety of the Shawnigan Lake Community Watershed
specifically and the South Cowichan region generally,
particularly the drinking water these watersheds provide
Previously funded as an Area B Function
This function is now at $0 funding
There is Community support for the Basin Society
Since June we have raised more than $15,650, gained more than 70
new members plus we have received $2,000 in donated computer
and printer equipment
2019 Is Year Of Change
Dr Bruce Fraser resigned – David Munday is now President

Function 488 Funding set to $0 also $0 Grant in aid
Executive Director contract not renewed
Many new Directors joined the Basin Society
Considerable contemplation and discussion on where we are
going and how best to continue serving community
Building Upon Major Accomplishments
Of The Past
The Silva Ecosystem Consultants’ Report: “Eco-Based Conservation
Plan for Shawnigan Lake Watershed”, which is available online at
https://www.shawniganbasinsociety.org/ebcp.html
Facilitated the Koksilah Watershed Society’s ecosystem-based
conservation plan for the Koksilah Watershed
Facilitated the study of the vegetative changes over 30 years of the
Shawnigan Lake Watershed: this study formed the MSc dissertation of
Ms Maria Del Mar Martínez De Saavedra Àlvarez
Established the Ecological Design Panel that oversaw foreshore
restoration projects.
The Panel is comprised of a group of senior technical experts in land use, water
resource management, forestry, ecology, ecosystem restoration, and public health.
Their function is to provide objective advice on basin management to the Basin
Society, land developers, the Shawnigan Advisory Planning Commission, and the
planning staff of the Regional District.
Example Of A Foreshore Restoration
Using Nature’s Design - Assisting Natural Systems to Achieve
Ecological Integrity and Resiliency
SBS has coordinated & completed four similar restoration projects
Major Accomplishments Continued
Collaborated with TimberWest to create the Shawnigan
Community Map and the Shawnigan Basin Bio-Physical
Map, both can be viewed in the SBS Office
Dr Linda Gregory prepared “A Summary of the Available
Information on Shawnigan Lake with an Emphasis on Water
Quality” which is available online
Commissioned a study of the Lake foreshore that was
carried out by the biologist Ms Jenny Berg
Surveyed the extent of Eurasian watermilfoil invasion of the
Lake. Vetted & collated a vast body of pertinent information
which available to the public online at
https://www.shawniganbasinsociety.org/milfoil1.html
Map Of Eurasian Watermilfoil
Distribution Around Shawnigan Lake
The Current Board of Directors Has Individuals
With A Broad Range Of Expertise
Agrology with contaminated sites remediation expertise
Bioremediation - several
Business
Engineering
Medical sciences - several
Professional Biology background with specialization in water
ecology and the environment - several
Professional Forestry background - several
Parks knowledge background - several
General Objectives
Governed by the idea that one of the most powerful ways
to cope with the upcoming changes in our climate is to
restore ecological balance
To ensure that the water and sediment quality of Shawnigan Lake
and the input and output streams remain within established
guidelines and objectives
To limit the silt and nutrient into Shawnigan Lake as well as the
input and output streams
To restore foreshore function using bioremediation approaches
To increase the area of ecologically critical forest and wetlands
under public trust
To monitor sites designated by MoE as contaminated in order to
protect the public’s drinking water
General Objectives Continued
To restore the hydrological integrity of upland forests
To implement invasive species control
To promote a more resilient & rational use of our aquifers
To increase public involvement about decisions concerning land and
water use of lakes and streams
To assist the residents of the South Cowichan region in addressing
local environmental issues
Specific Objectives – Will Focus On
Only A Few
To monitor the watershed

To assess changes in the water and sediment in the input and
output Creeks as well as Shawnigan lake
To monitor activities that affect the ecology of the watershed such
as landfilling, forestry and farming
To document the the lake and riparian biota
To document vegetative changes along the lake foreshore and along
riparian areas
To act as a public resource for information on the state of our
aquifers
To organize Public Education via talks and tours
Collaborations
Close partnership with the Malahat Nation and Mosaic,
with letters of support
Koksilah Watershed Group
Cowichan Watershed Board
Cowichan Stewardship Roundtable
Mill Bay & District Conservation Society
Health of South Shawnigan Creek is critical for their salmon
program
Invasive Species Council Of BC
CDD Partner new signage coming to Shawnigan in 2020
Collaborations Continued
Working with the CVRD’s Drinking Water and Watershed
Strategic Initiative
Working with the South Sector Liquid Waste Management
Planning Committee
Working with the Volunteer and Think Shawnigan
initiatives
Also engaged with APCs and the Soil Bylaw Officer
The Shawnigan Basin Society
Provides a valuable public service

It deserves support from the CVRD
We are requesting two distinct budgets
Year 1 Budget Requests
Budget for running of the Shawnigan Basin Society Office
Budget for rent, part-time administrative assistant, telephone,
internet, website, banking fees, office supplies, postage, Directors’
insurance, etc.: $32,038
Budget for the proposed water and sediment testing
program
One-time purchase of YSI ProDSS multimeter probe plus 60 metre
cable*, calibration solutions, water and sediment sample analyses
costs, etc.: $38,470
* a one-time $15,463 cost
YSI ProDSS Multimeter Probe With 60
Metre Cable
Measures temperature, dissolved oxygen, pH, redox,

conductivity/resistivity/salinity, turbidity, total dissolved
solids, total suspended solids, GPS coordinates
Can also obtain sensors with this probe to measure: ammonia,
nitrate, total algae and blue-green algae
Note that, if obtained, this probe will be made available to
other interested parties in the CVRD if they have the
expertise, otherwise a member of the Basin Society will
assist such other interested parties
Value Added Activities
The volunteer work of the Basin Society members easily
adds up to $75,000 annually
Three members of the Board of Directors have extensive
experience and success in applying to external granting
agencies. We are confident that we would receive external
funding at least equal to that given by the CVRD
Table of Contents
Topic Page
Table of Contents…………………………………………………………………….. 1
Preamble………………………………………………………………………………… 2
Executive Summary…………………………………………………………………… 3
Past Accomplishments of the Shawnigan Basin Society……………………………… 5
Strategic Direction 2019 – 2014………………………………………………………… 9
Introduction……………………………………………………………………………… 9
Current Board of Directors………………………………………………….………… 9
General Objectives..………………………………………………………………… 10
Specific Objectives…………………………………………………………………… 11
Addressing the Specific Objectives………………………………………………… 12
1) To Monitor the watershed involving CVRD and Shawnigan Lake School…….. 12
a) To assess changes in the lake water and sediment chemistry of Shawnigan
Lake, South Shawnigan Creek and other lake Inflows and outflow. …… 11
b) To assess silt/sediment input to Shawnigan Lake and inflowing streams…. 13
c) To monitor invasive species………………………………………………. 13
d) To document vegetative changes along the foreshore……………………. 14
2) To increase the amount of forest and wetlands under public ownership……… 14
3) To restore the integrity of the watershed……………………………………… 14
4) To engage the community in public education……………………………… 15
Budget - 1. Annual administrative and office costs…………………………………… 16

Budget - 2. Annual costs for specific objectives………………………………………… 17
Budget - 3. Summary of first year and five-year costs………………………………… 21
Volunteer Value Added………………………………………………………………… 22
Literature Cited…………………………………………………………………………. 22
Appendix 1. Memorandum of Understanding from Mosaic…………………………… 23
Appendix 2. Letter of Support from Malahat Nation……………………………………. 26
Appendix 3. Details of water and sediment testing….………………………………… 27
1
Preamble
The Shawnigan Basin Society (SBS), a non-profit organization, arose from the Shawnigan
Roundtable. The SBS, under the leadership of Bruce Fraser and incorporated in 2012, was
formed to engage the public, industrial landowners, land developers, and First Nations in a
collaborative effort to restore the watershed to a fully functional condition and to increase the
community’s resilience in response to climate change. The Society’s work began with a public
discussion on the “state of the basin” including informal meetings and local field trips. It
proceeded to collect a base of scientific information about the character and condition of the
watershed: its streams, wetlands, forests, lakes, and foreshore along with accurate maps and
models of the basin geography and human footprint. The SBS worked to promote a holistic
approach toward environmental solutions, community engagement, and local stewardship.
The year 2019 has become a turning point for the Shawnigan Basin Society. Dr Bruce Fraser has
resigned as the President and as a member of the Board of Directors. We have had to let go our
Executive Director, Ms Kelly Musselwhite, because of budgetary issues. A number of new
people have joined the Board of Directors. We have been engaged in some reflection to address
the question of ‘Quo vadis?’ or where are we heading to? Our current five-year plan arose out of
this ‘Quo vadis’ exercise.
Also, we have been faced with a financial crisis with zero budgeting from the CVRD for the
Shawnigan Basin Society function. To address the short-term aspect of the Society’s financial
health we have introduced a $20 membership fee and have expanded our membership to more
than 70 people. A number of donors who wish to remain anonymous have given us $15,650 plus
$2,000 worth of computer equipment. Mosaic has agreed to fund our activities with a $10,000
donation over the first five years of our agreement (Appendix 1). We, however, need base
funding from the CVRD if we are to survive as a non-profit Society and serve the community.
As can be seen on page 4 - 7, the Shawnigan Basin Society has accomplished a great deal. The
studies facilitated by the Society, documents collected in the Shawnigan Basin Society Office
and the knowledge present within the Board of Directors provide an important resource for the
CVRD.
2
Executive Summary
Our mission is working to protect and secure the long-term health and safety of the Shawnigan
Lake Community Watershed specifically and the South Cowichan region generally, particularly
the drinking water these watersheds provide. Over the next five years we will:
i) Continue to work on development of a Watershed Master Plan based

on ecological, physiographic and socioeconomic information that is
assembled and catalogued from a variety of governments, research
programs, and private sector sources;
ii) Systematically engage and integrate the local watershed

management efforts with private sector land owners, the CVRD,
agencies of senior governments, and similar civic watershed
initiatives arising elsewhere;
iii) Monitor the water and sediment quality of Shawnigan Lake and
creeks feeding and draining the Lake. We will also collect
information about the aquifers and other bodies of water within the
South Cowichan region and make this available to the public and
other interested parties;
iv) Continue to provision a watershed planning office in Shawnigan

Village, that can be shared with other public and private sector
partners, where the Society and the others can keep records, display
maps and models, meet with interested parties, hold public planning
sessions, conduct monthly community outreach seminars and
provide access to Basin Authority and Society members and staff;
v) Engage and cooperate with other groups interested in the Cowichan

valley, including the Invasive Species Council of BC, Koksilah
Watershed Group, The Mill Bay and District Conservation Group,
The Cowichan Watershed Board, the Malahat Nation, and Mosaic;
vi) Continue to participate in the Community Technical Advisory Group

(CTAG) Drinking Water and Watershed (DWWP) Strategy Initiative
and the South Sector Liquid Waste Management Planning
Committee of the CVRD as well as participating in the CTAG –
South Sector Liquid Waste Management Plan (SSLWMP) process ;
vii) Continue working with the Volunteer and Think Shawnigan

initiatives
viii) Continue to engage with Area Planning Commissions and the Soil
Bylaw Officer
3
ix) Obtain funding by preparation of grant requests to foundations and
government infrastructure and environmental improvement
programs for projects intended to improve the ecological status and
function of the South Cowichan Watersheds. We believe we will be
more successful in this effort in the future since three of the Board
members have considerable experience in applying for and receiving
grants.
x) Work with partners to obtain funding to place critical habitats in

public trust.
The Shawnigan Basin Society has accomplished a great deal since its founding in 2012 – see
pages 5-8. We hope to accomplish even more in the next five years.
4
Past Accomplishments of the Shawnigan Basin Society
The Shawnigan basin Society has had considerable success since its establishment in 2012. A
summary of the main accomplishments is presented below.
1) In collaboration with the Shawnigan Basin Society Ms Maria Del Mar Martínez De Saavedra
Àlvarez carried out a study of vegetative changes in the Shawnigan Lake watershed over a
period of 30 years. This study mapped the vegetation changes between 1984 and 2014 in
southern Vancouver Island using various methods, including the Normalized Differential
Vegetation Index (NDVI) derived from satellite data. Very detailed analyses in the
Shawnigan Lake Watershed during those 31 years provide information on vegetation cover,
urban sprawl, and remaining ecological corridors. This study formed her Master’s
dissertation at Royal Roads University. For further information please see:
https://www.shawniganbasinsociety.org/vegetation-changes.html
2) Established the Ecological Design Panel comprised of Barry Gates, Ecoforester; Andy
McKinnon, Ecologist; Lorna Medd, Public Health Officer (retired); David P. Polster, Plant
Ecologist and Land Remediation Specialist; Craig Sutherland, Water Resource Engineer;
Charlie Western, MOF Forester. The Panel is comprised of a group of senior technical
experts in land use, water resource management, forestry, ecology, ecosystem restoration,
and public health. Their function is to provide objective advice on basin management to the
Basin Society, land developers, the Shawnigan Advisory Planning Commission, and the
planning staff of the Regional District. This Panel has been instrumental in, amongst other
things, in foreshore restoration planning.
3) The Shawnigan Basin Society commissioned an Eco-based Conservation Plan for the
Shawnigan Lake Watershed by Herb Hammond of Silva Ecosystem Consulting Ltd.
Members of the Ecological Design Panel worked with Lakeshore owners and local
landowners to implement recommendations of the Hammond Report. The Hammond Report
can be found at: https://www.shawniganbasinsociety.org/ebcp.html. This study is the most
intensive watershed evaluation on Vancouver Island, if not in British Columbia.
4) The Shawnigan Basin Society commissioned Jenny Berg, an environmental scientist, to carry
out a Shawnigan Lake Foreshore Inventory. This was done in collaboration with Grant Price
of Shawnigan Lake. The objective of this project was to assess the ecological integrity of the
riparian zone of Shawnigan Lake and the condition of the immediate foreshore. Over 500
pictures were stitched together and coded to document the current state of the Shawnigan
Lake foreshore. The information is presented by sub-basin and highlights five categories of
impact. The Sub-Basins include: McGee Creek Sub-Basin, Village Sub-Basin, East Sub-
basin, and West Sub-Basin. See:
http://www.shawniganbasinsociety.org/uploads/2/4/3/7/24371226/pdf_east_basin_dec2.pdf
5) During September of 2016 the SBS sponsored a public workshop on foreshore restoration.
This workshop was led by David Polster, a member of the Ecological Design Panel. The
workshop was attended by 25 people. The workshop was followed by a hands-on foreshore
restoration at the West Shawnigan Provincial park where 16 people learned how to put the
theory of building wattle walls and making live stakes created from willow branches, a native
5
species, to mitigate foreshore erosion by absorbing and disbursing wave energy caused by
motorized recreational activity. Altogether the Shawnigan Basin Society has been involved
in four foreshore restoration projects, supported in part by a $5,000 Aviva Community
Funding grant. Information on these activities can be found at:
https://www.shawniganbasinsociety.org/get-involved.html
An example of such a foreshore restoration project is given in the Figure1 below.
Figure 1. A stone wall (left) was replaced initially by a wattle wall and bulrushes (middle) and after a few years
a more natural shoreline is in place (right).
6) In response to a request by the Shawnigan Basin Society, TimberWest sponsored the

mapping of Shawnigan Lake by Ekistics. Two series of mappings were carried out:
Shawnigan Community Mapping and Shawnigan Basin Bio-Physical Mapping. These maps
can be found in the Basin Society Office as well as online at:
https://www.shawniganbasinsociety.org/community.html
7) TimberWest also collaborated with the Shawnigan Basin Society in providing tours of the
watershed for the general public.
8) Dr Linda Gregory prepared an informative paper that summarizes both historical and present
land and water use literature pertaining to the Shawnigan Lake watershed while focusing on
their hydrological implications. The paper closely examines water quality, lake limnology,
water chemistry, and sediments. This paper can be found at:
https://www.shawniganbasinsociety.org/uploads/2/4/3/7/24371226/dr._linda_gregory_sl_rep
ort.pdf
9) The Natural Sciences & Engineering Research Council of Canada’s RES’EAU Water
Network of Excellence was testing sites to determine the efficacy of a hollow fiber
nanofiltration (HFNF) approach to remove total organic carbon from water. The SBS invited
this Network of Excellence to carry out tests at Shawnigan Lake. The testing was carried out
at Mason’s Beach. Unfortunately, the hollow fibres used were found to be defective. The
report can be found at:
http://www.reseauwaternet.ca/files/RES_EAU_2016_Year_in_Review.pdf
10) The Shawnigan Basin Society carried out several surveys of Mryiophyllum spicatum
(Eurasian watermilfoil) around the lake. Vetted & collated a vast body of pertinent
information which available to the public online at
https://www.shawniganbasinsociety.org/milfoil1.html
6
The figure below shows the distribution of Eurasian watermilfoil around Shawnigan lake in
2015.
Figure 2. Distribution of Eurasian watermilfoil around Shawnigan Lake on September 21, 2015.
11) Members of the Shawnigan Basin Society have been investigating new approaches to
eliminating invasive species. We have been monitoring three properties around the Lake
where owners have installed oxygen nanobubbler in an attempt to control Eurasian
watermilfoil. Specifically, we have been monitoring water temperature, water oxygen
saturation percentage and dissolved oxygen content in milligrams oxygen per litre water.
Monitoring was done weekly through June to mid-September. We also have been
photographing milfoil to determine whether the oxygen nanobubble systems are affecting
watermilfoil growth. The systems in place this summer only had a modest effect on water
oxygen concentration in the water near the vicinity of the nanobubbler systems and had no
observable effect on milfoil growth.
12) The Shawnigan Basin Society facilitated Koksilah Watershed Study by providing $10,000 in
funding to the Koksilah Cowichan Station Residents Association.
13) Director Bill Savage has taken members of the community on his boat around Shawnigan
Lake to show them how human activity alters the lake ecosystem.
14) Under the leadership of Dr Bruce Fraser, the Shawnigan Basin Society successfully changed
the zoning in the waters of lake end roads from W2 to W4, thus preventing development in
the waters out 30’ (~9m) from the road end.
15) The Shawnigan Basin Society has been collaborating with the Shawnigan Bioremediation
Society in finding natural approaches to provide long-term solutions to problems in local
watersheds.
7
16) The Shawnigan Basin Society office also acted as the command station in community
protests against the contaminated soil dumpsite located on Lot #23 off Stebbins Road.
17) The former President, Dr Bruce Fraser and colleagues published the second edition of the
book entitled “Saving Water: Stewardship of the Shawnigan Community Watershed.
Adapting to Change in the Critical decades 2020 to 2030”.
8
Strategic Direction 2019-2024
Introduction
The Shawnigan Basin Society, a non-profit organization, arose from the Shawnigan Roundtable.
The Shawnigan Basin Society, under the leadership of Bruce Fraser and incorporated in 2012,
was formed to engage the public, industrial landowners, land developers, and First Nations in a
collaborative effort to restore the watershed to a fully functional condition and to increase the
community’s resilience in response to climate change. The Society’s work began with a public
discussion on the “state of the basin” including informal meetings and local field trips. It
proceeded to collect a base of scientific information about the character and condition of the
watershed: its streams, wetlands, forests, lakes, and foreshore along with accurate maps and
models of the basin geography and human footprint. The Shawnigan Basin Society works to
promote a holistic approach toward environmental solutions, community engagement, and local
stewardship.
Although the initial focus of the SBS was the immediate Shawnigan Lake Watershed, its
ultimate aim is the protection of the South Cowichan Watershed. With the expansion in the
Board of Directors there is also now an interest in educating the public about the South
Cowichan Watershed with an emphasis on acting as a resource for the public on the
vulnerabilities of the aquifers and other bodies of water in the region, particularly in the context
of climate change.
We will also work closely with academic institutions, the Koksilah Watershed Group, The
Cowichan Water Board, the Cowichan Stewardship Roundtable, the Mill Bay and District
Conservation Society, Invasive Species Council of BC, and in particular the Malahat Nation as
well as other interested parties such as Mosaic on watershed issues we hold in common.
Appendix 1 contains a letter of support from Mosaic while Appendix 2 contains a letter of
support from the Malahat Nation.
We have also been working with the CVRD’s Drinking Water and Watershed Strategic
Initiative, the South Sector Liquid Waste Management Planning Committee, the Volunteer and
Think Shawnigan initiatives as well as with the Area Planning Commissions and the Soil Bylaw
Officer
Current Board of Directors
David Munday, President; Bernhard H.J. Juurlink, Vice President; Shirley Astleford, Treasurer,
Paul Doherty, Secretary; Shelagh Bell-Irving, Director; Susanne Darby, Director; Carolyn
Dowell, Director; Clifford Evans, Director; Rod Garbutt, Director; Linda Gregory, Director;
Terry Lineham, Director; Kelly Loch, Director; William Savage, Director; Edward Wiebe,
Director
9
The current Directors have expertise in: agrology and contaminated sites remediation,
bioremediation, business, engineering, medical sciences, biology with specialization in water and
environment, forestry and parks. The specific expertise and areas of interest of individual
Directors can be found in the ‘Who We Are’ section of the Shawnigan Basin Society website:
https://www.shawniganbasinsociety.org/shawnigan-basin-society.html
General Objectives
Our general objectives are governed by the idea that one of the most powerful ways to cope with
the upcoming changes in our climate is to restore ecological balance.
1) To ensure the water and sediment quality of Shawnigan Lake and the input and output
streams remains within established guidelines and objectives by developing and
implementing water and sediment water quality monitoring programs that align and
complement other water quality strategies by the CVRD, Province and academic institutions.
2) To prevent or limit silt and nutrient loading into Shawnigan Lake and the input and output
streams.
3) To restore foreshore function using bioremediation techniques and practices.
4) To increase the area of forest and wetlands under public trust.
5) To restore the hydrological integrity of the upland forests.
6) To monitor sites designated by MoE as contaminated in order to protect the public’s drinking
water
7) To implement invasive species controls e.g. Myriophyllum spicatum (Eurasian watermilfoil)

and Cytisus scoparius (Scotch broom).
8) To develop a more resilient and rationale use of our aquifers.
9) To increase public involvement in decisions about land and water use of the lake and
streams.
10) To assist the residents of the South Cowichan region in addressing local environmental
issues.
10
Specific Objectives
1) To monitor the watershed involving the CVRD and the Shawnigan Lake School
a) To assess any changes in the Upper Shawnigan Creek, McGee Creek, West Arm
inflow Creek, Shawnigan Lake and Lower Shawnigan Creek water and sediment
chemistry and compare the information to established guidelines and objectives.
b) To identify activities that affect the ecology of the watershed including the
measurement of silt/sediment inflow to the lake
c) To document the lake and riparian biota with particular emphasis on invasive species
(e.g., Eurasian watermilfoil and Scotch broom).
d) To document vegetative changes along the foreshore.
2) To increase the area of ecologically critical forest and wetlands under public ownership.
3) To restore the integrity of the Shawnigan Watershed, including all inputs and outputs within
South Cowichan and including the mapping or documentation of
a) the Foreshore
b) the Forests
c) the Farmlands
4) To act as a public resource for information on the state of the aquifers in the South Cowichan
Area.
5) Through Board member participation in programs at O.U.R Ecovillage, the SBS is able to
encourage and support community awareness and engagement with some of the
environmentally resilient practices being carried out on Mount Baldy to the benefit of our
community ecology.
O.U.R. Ecovillage, located on Baldy Mountain, is a 25-acre working farm and educational
demonstration site that specializes in natural building, organic & permaculture food
production, and sustainable living.
6) To collect and collate individual water test reports and interpret changes over time of such
tests.
7) To organize Public Education via talks and tours of

a) the Lake
b) the Riparian habitat
c) the Forests
11) To assist the residents of the South Cowichan region in addressing local environmental
issues
11
Addressing the Specific Objectives
1) To Monitor the Watershed involving CVRD and Shawnigan Lake School
a) To assess changes in the lake water and sediment chemistry of Shawnigan lake,
South Shawnigan Creek and other lake inflows and outflows.
The Shawnigan Basin Society in cooperation with Shawnigan Research Group (SRG) is
proposing a water quality and sediment quality sampling program to monitor the health of
the Shawnigan Lake ecosystem. Five members of the Shawnigan Research Group are also
Directors of the Shawnigan Basin Society. This program will continue the monitoring
conducted by SRG in 2018 (Munday, pers. comm.). The 2018 program was designed to
complement the attainment monitoring program conducted by the BC Ministry of
Environment (MOE) designed to determine whether the water quality of Shawnigan Lake
and associated streams is meeting pre-established water quality objectives. The 2018
monitoring program included harmonized field programs conducted by Ministry of
Environment (MOE), Cowichan Valley Regional district (CVRD) and SRG. Unfortunately,
the reporting process has been difficult due to lack of data sharing between the groups
involved. For 2020, SBS/SRG propose to conduct water quality and sediment quality
sampling for the Shawnigan Lake Watershed in cooperation with CVRD under an attainment
water quality program currently under development by the CVRD.
The Basin Society is fortunate that three of its Board Directors have expertise in
environmental issues. Paul Doherty is an agrologist registered with the BC Institute of
Agrologists. Paul is environmental consultant with experience in contaminated sites
investigation and remediation. David Munday is a Registered Professional Biologist and
Senior Environmental Specialist who has specializes in aquatic biology, environmental
impact assessment and permitting for aquatic and terrestrial developments. Dr Linda Gregory
has worked for the BC Ministry of Environment and has written many reports on water
quality and watersheds for both the Federal and BC Ministries of Environment. In addition,
Dr Gregory has written a number of reports on species at risk for the Committee on the
Status of Endangered Wildlife in Canada. Also, Dr Ralph Turner of the Shawnigan Research
Group will be involved in the water and sediment testing. He has over thirty years of
experience in biogeochemistry of terrestrial and aquatic systems. As can also be seen from
the SBS website, a number of Board Directors have been involved in forestry, parks and
bioremediation.
Two reports (Kopat et al. 2019a; Kopat et al. 2019b) summarize previous water quality
attainment monitoring conducted from 2006 to 2014. Associated Environmental (AE) on
behalf of BC Ministry of Environment (BCMOE) conducted a one-year water sampling
program in South Shawnigan Creek and associated tributaries (Associated Environmental
2017). The AE program had two significant objectives:
1. To assess the water quality in South Shawnigan Creek relative to surface water
quality guidelines and,
12
2. To determine whether contaminants from the Cobble Hill Holdings (CHH)
contaminated soils landfill are impacting downstream water quality.
Sediment quality was assessed at the same sample sites in the upper watershed on one
occasion in October/November 2016 by MOE personnel (Hawryluk, 2017).
The water quality and sediment quality program described in this proposal follows many of
the recommendations put forward by Associated Environmental (2017). The Shawnigan
Research Group (SRG) in collaboration with the Shawnigan Basin Society is proposing this
study. The proposed study is focused on maintaining the ecological health of the Shawnigan
Lake watershed and is specifically focused on the issue of contaminants entering the
Shawnigan Lake due to activities in the watershed. The 2019 sampling program anticipates
that we will conduct sampling at stations in the lake and in the South Shawnigan Creek
watershed. It is anticipated that CVRD will sample at inflow and outflow stations, as well as
at intakes for drinking water facilities.
The study is designed to be cost effective with sufficient sample stations to establish current
conditions and detect change over time in the Shawnigan Lake watershed.
Details of the proposed study can be found in Appendix 3.
b) To assess silt/sediment input to the Shawnigan Lake and the inflowing streams
Many of the land-altering activities such as forestry, mining and dumping fill on the lands
around the lake and beside the creeks feeding the lake results in high suspended sediment in
the waters entering the lake. This suspended material can be a source of nutrient rich silts and
clays. Much of the input is with precipitations, notably rain and thus we plan to collect
samples at site S-8 at the mouth of south Shawnigan Creek (see Appendix 3) and within the
lake at the creek input for turbidity, total suspended sediment, total nitrogen and total
phosphorus and take Secchi disk readings in the lake water. The samples will be collected as
indicated in Appendix 3. Turbidity and Secchi Disk readings will be weekly and total
nitrogen and total phosphorus twice, during the rains in October and November. Turbidity
will be measured with the YSI ProDSS multiparameter probe, Secchi disk by hand with a
Secchi disk and the samples for suspended sediment, total nitrogen and total phosphorus will
be collected and submitted to ALS analytical laboratories. All of the samples will be
collected by volunteers. The cost – once the YSI ProDSS is available – will be for the
suspended sediments and total nitrogen and phosphorus analyses. There will be two samples
in the creek and two samples at two depths in the lake for each of the two sample times
giving a total of 8 samples. The unit cost is $27 for the three parameters.
In addition, we will engage landowner involved and provide some guidance on how to
minimize sediment input into the waterways.
c) To monitor invasive species
The focus will be on Cytisus scoparius (Scotch broom) and Myriophyllum spicatum
(Eurasian watermilfoil). Scotch broom was introduced into the Pacific Northwest when
13
Captain Water Colquhoun Grant planted it on his farm in the Sooke Basin somewhere around
1850. Eurasian watermilfoil was introduced into the Okanagan in the 1970s and from there
spread throughout BC.
Scotch broom removal parties will be organized when it is in full bloom. Small plants will be
uprooted while larger ones will be cut at ground level. This is the recommended procedure as
most of the energy will be above ground, there will be minimal release of seeds, and the roots
of the larger cut plants will die in the summer sun. The removal parties will be organized by
SBS and the Ecological Design Panel members. There is no cost.
Eurasian watermilfoil can be removed manually when water temperatures are 10° C or lower.
A number of lake front owners have purchased oxygen nano-bubbler machines and are
attempting to remove milfoil using this approach. The Shawnigan Basin Society is
monitoring these activities. Monitoring includes measuring water temperature, dissolved
oxygen and recording effects, if any, on plants. If the oxygen nano-bubbler approach appears
to kill milfoil, the Shawnigan Basin Society will organize a formal study, with permission
under the Waters Act, that will include delineating what oxygen tension kills milfoil, whether
other plants are affected and also whether plankton, invertebrates and vertebrates are
affected. If this study is found to be necessary, the cost will be about $2000.00
d) To document vegetative changes along the foreshore
We will work with landowners and under the direction of the Ecological Design Panel
members to increase vegetation around homes to enhance the retention of water in the
vegetation and soils.
This would be done by volunteers and there would be no cost.
2) To increase the amount of forest and wetlands under public ownership.
We will cooperate with other interested parties such as the Cowichan Land Trust to fund-
raise to purchase critical portions of our watersheds and place such lands into a conservation
land trust.
3) To restore the integrity of the watershed
a) We will engage with landowners to encourage them to:

i) restore their foreshore areas in keeping with the principles of the Green Shores
initiative https://stewardshipcentrebc.ca/Green_shores/about/. Additional workshops
on foreshore restoration will be organized by our Ecological Design panel members.
SBS members will then work with interested lakefront owners.
ii) use ecoforestry practices. We will work with Mosaic to promote forestry practices in
the watershed that will allow for less clear-cutting, more deadfall in place to promote
water retention by the forest floor and more snags in place to provide habitat for
wildlife to enhance biodiversity.
iii) use ecological approaches to farming. We will work together with the Shawnigan
Cobble Hill Farmers Institute to promote more eco-friendly farming practices.
14
iv) Also see 1b. Silt/Sediment Inflow to the Lake
b) Promote relationships with the Malahat Nation to enhance the watershed

c) Monitor the biota within and around the Lake. We will depend upon both upon SBS
members and community volunteers to report on changes within the watershed.
This specific objective will be largely due to co-operation with other groups and have no
specific SBS cost.
4) To engage the community in public education
a) The Office is open three days per week allowing access to the physical maps and access
to other watershed information and materials, including water conservation approaches.
The Office is intended to be staffed by a part-time administrator as well as volunteers.
b) There is a Board meeting open to the public on every first Tuesday of the month as well
as community outreach seminars at 7:00 p.m. on the third Tuesday of each month.
c) We will re-establish watershed public tours in collaboration with Mosaic.
d) We also publish a monthly information newsletter that is sent to all members of the SBS
and contribute articles of interest to local media.
e) The Ecological Design Panel currently comprised of Barry Gates, Andy McKinnon,
David Polster and Craig Sutherland is willing to engage in public education activities.
Much of this work will be organized by the part time administrator and is included in the
office expenses.
Budgets
Our budgets have three distinct components: 1) A budget request to the CVRD to maintain the
running of the Shawnigan Basin Society Office; 2) A separate budget request to the CVRD to
carry out testing of the water and sediment of Shawnigan Lake as well as the major input and
output creeks of the Lake. This includes a one-time expense for the purchase of a YSI ProDSS
multi parameter meter with 60 m cable. 3) Budget components to address other Shawnigan Basin
Society initiatives. These monies will come through various granting agencies. It should be noted
that three of the Board Directors have considerable experience in applying for and receiving
grant funds. To date, through membership fees and private donors we have raised $15,650 plus
we have received $2,000 in computer and printer equipment. We have a commitment of $10,000
through our MOU with Mosaic. Clearly, there is a Community interest in the survival of the
Shawnigan Basin Society.
15
Budget – 1. Annual administrative and office costs
Item Details Cost
Office rental costs The office is critical for the Shawnigan Basin $12,600
Society function. It acts as a Resource Centre for
Community and where the Society’s donated
computer and printer is housed. It is also used for
storage of Reports, Maps and the 3-dimensional
model of the Shawnigan watershed. It will also
be used for storage of scientific equipment used
for water and sediment testing. Note the
Shawnigan Basin Society will collaborate with
other interested watershed groups in the use of
the acquired equipment.
Administrative Part-time (12 hr/week) salary plus fringe benefits $15,023

Assistant
A critical function of this administrative assistant
is the maintenance of membership records,
maintenance of the website, preparation of the
monthly newsletter, etc. We wish to develop this
administrative position into three days a week.
The person will assist in the preparation of

applications for grants where part of the salary of
this administrative position will come from
grants.
Telus internet $600

Hydro $600
Computer and Computer and printer have been donated
printing supplies
Hostgator Website
and Domain $250
Name
Cowichan Land
$100
Trust Membership
Bank fees $30
Office supplies $600
Director’s
$610
Insurance
Volunteer Canada
$125
Membership
16
Community 2 times per year
$1000
mailouts
Professional
$500
Accountant
Office staffing & report generation not performed
Volunteer
by office admin $18 x 12 x 56
Administration
Volunteer Board Members performing ED duties (20
Executive hours/wk). Meeting partners, committee
Director representation, grant applications etc.
TOTAL Annual Office-Related Expenses $32,038
Budget – 2. Annual costs for specific objectives
1) Monitoring the Watershed involving CVRD and Shawnigan Lake School

a) Shawnigan Lake, South Shawnigan Creek and Shawnigan Inflows and
Outflows Water and Sediment Chemistry
Item in Specific Details Cost ($)
Objective
One-time YSI ProDSS multi parameter meter with 60 m
15,462.72
equipment cable
Calibration solutions 1,045.00
Water samples Lake samples
for water quality - 4 sites, 2 per site, 2 times per year & $500 per 8,000
analyses sample (Lab)
Stream samples
(SBS samples - 9 sites, 1/site, 2 times per year & $500 per 9,000
collected by sample (Lab)
volunteers) Annual pH probe replacement and general
600
consumables
Boat and safety equipment provided by Mr.
No cost
Munday
Sampling equipment provided by Dr. Turner No cost
Sediment Lake samples
samples for - 4 sites, 2/site, 1 time per year & $300 per 2,400
sediment quality sample (Lab)
analyses Stream samples
- 6 sites, 1/site, 1 time per year & $300 per 1,800
(SBS samples sample(Lab)
collected by Boat and safety equipment provided by Mr.
volunteers) No cost
Munday
17
Sampling equipment provided by Dr. Turner No cost
TOTAL Annual 2019 Stream and lake 21,800
sampling
TOTAL first year cost with one-time
equipment purchase 38,307.72
1 b) Silt/Sediment Inflow to the Lake

Objective
Water samples Requires use of YSI ProDSS multi parameter no on-
for water quality probe (see one-time equipment) and Sechi Disk going cost
analyses Lake samples
- 1 site, 1 per site, 2 times in OC/Nov, $27 per 54
(Collected by sample (lab)
volunteers) Stream samples
- 2 sites, 1 per site, 2 times in Oct/Non, $27 pe 108
sample (lab)
TOTAL annual silt/sediment input sampling 162
1 c) Monitoring invasive species

Objective
Scotch broom Ecological Design panel members and No cost
volunteers
Eurasian Volunteers and if necessary, a study on nano-
watermilfoil bubble procedure
Biological Volunteers and if necessary, a study on nano-
controls for bubble procedure
Milfoil
Ivy & Daphne
ISCC - CDD
Signage
installation &
reporting
TOTAL 1 c)
* not included in total and involves separate funding
18
1 d) Document vegetative changes along the foreshore

Objective
Consultation with SBS, Ecological Design Panel members and No cost
landowners volunteers
TOTAL 1 d) No cost
2) Increase the amount of forest and wetlands under public ownership.

Objective
Separate project Work with CVRD and Koksilah Watershed Group to
Separate
acquire ecologically sensitive lands within Shawnigan &
funding
Koksilah River Watersheds
Separate
TOTAL annual increase forest and wetlands
funding
3) Restoring the Integrity of the Watershed

a) Engage with landowners
Objective
Foreshore Engage with landowners
restoration
Promote good Work with Mosaic No cost?
forestry practises See letter of support (Appendix 1)
Promote eco- Work with groups such as Cobble Hill Farmers
friendly farming Institute
practises
TOTAL engage with landowners unknown
Budget – 2. Annual costs for specific objectives (cont.)
3 b) Promote relationships with the Malahat Nation to enhance the watershed

Objective
Enhance the Work with Malahat Nation No cost
watershed See letter of support (Appendix 2)
19
TOTAL enhance the watershed No cost
3 c) Monitor the biota within and around the Lake. We will depend upon
both upon SBS members and community volunteers to report on changes
within the watershed.

Objective
Assemble SBS and volunteers will provide data to Included in
monitoring data SBS Budget1
The administrative assistant will record Annual
and provide the data to others as needed Funding
Administrative
The administrative assistant will record Assistant (see
and provide the data to others as needed office
expenses)
TOTAL monitoring biota around the Administrative
lake Assistant (see
office
expenses)
4) Public Education
a) Office use Administrative assistant and volunteers

b) Public talk The third Tuesday of each month – no Administrative
charge Assistant input
Advertised in newsletter, which requires
the administrative assistant
c) Watershed SBS in consultation with Mosaic
tours Letter of support (Appendix 1)
d) Newsletter Update of activities Administrative
Advertise the public talk Assistant input
e) Pubic Primarily with Ecological Design Panel No cost
education talks member and on-site
TOTAL Public education Administrative
Assistant (see
office
expenses)
20
Budget – 3. Summary of first year and five-year costs
Item Cost ($) for COST ($)

first year for five years
Annual and administrative costs – see Budget 32,038 160,190
1 for details.
Costs for specific objectives – see Budget 2 for
details.
1) Monitoring the Watershed involving CVRD
and Shawnigan Lake School
a) Shawnigan Lake, South Shawnigan Creek Year 1 = 125,508
and Shawnigan Inflows and Outflows 38,308
Water and Sediment Chemistry Years 2–5 =
21,800
b) Silt/Sediment Inflow to the Lake 162 810
c) Monitor invasive species No cost No cost
d) Document vegetative changes along the No cost No cost
foreshore
2) Increase the amount of forests and wetlands Separate funding
under public ownership
3) Restore the integrity of the watershed
a) Engage with landowners work with unknown unknown
Mosaic (see letter of intent) and with
Cobble Hill Farmers Institute
b) Promote relationships with Malahat unknown unknown
Nation (see letter of intent)
c) Monitor biota within and around the lake Included in Included in
Requires administrative assistant to record office office
and retain data expenses expenses
4) Public education
Requires administrative assistant Included in Included in
office office
expenses expenses
Work with Mosaic (see letter of support) unknown unknown
3% contingency 2,115 8,595
TOTALS 72,623 295,103
21
Volunteer Value Added Value
If one were to hire people to carry out the work done by the volunteers of the Shawnigan Basin
Society we are looking to well over $75,000 dollars worth of work.
Concluding Remarks
The Shawnigan Basin Society provides a valuable public service and deserves support from the
CVRD.
Literature Cited in Text and Appendices

Associated Environmental, 2017. South Shawnigan Vreek Water Quality Study Final Report.
Prepared for BC Ministry of Environment.
Hawryluk, M., 2017. Upper Shawnigan Sediment Sampling Results, Fall 2016. Note to File PE-
105809. Monitoring Assessment and Stewardship, Environmental protection Division,
Ministry of Environment, Province of BC.
Kopat, M., D. Epps, and M. Sokal. 2019a. Water Quality Assessment of the Upper Shawnigan
Lake Watershed (2013). Environmental Protection Division, Regional Operations Branch,
Ministry of Environment and Climate Change Strategy.
Kopat, M., D. Epps, and M. Sokal. 2019b. Water Quality Attainment for Shawnigan Lake (2006
– 2014). Environmental Protection Division, Regional Operations Branch, Ministry of
Environment and Climate Change Strategy.
Riegerger, K. 2007. Water Quality Assessment and Objectives for Shawnigan lake. Science and
Information Branch. Water Stewardship Division, Ministry of Environment, Province of BC.
www.gov.bc.ca/wat/wq/objectives/shawnigan/shawnigan_tech07.pdf
Munday, pers. comm. August 16, 2019. Unpublished data collected by Shawnigan Research
Group in 2018.
22
Appendix 1
Letter of Support from Mosiac
23
24
25
Appendix 2
Letter of Support from Malahat Nation
26
Appendix 3
Details of water & sediment sampling testing
Water quality sample stations will include stations from the Associated Environmental (2017)
and Rieberger (2007). The Associated Environmental (2017) sites on South Shawnigan Creek
are:
S-1 Upstream reference;
S-3 Ephemeral Creek downstream of Lot 23;
S-4 South Shawnigan Creek downstream of Lot 21 and Lot 23
S-5 South Shawnigan Creek just upstream of Van Horn Creek; and
S-6B Van Horne Creek near the confluence with South Shawnigan Creek.
Lake inflow sites from Rieberger (2007) include:

S-8 Near the mouth of South Shawnigan Creek;
S-9 At the mouth of McGee Creek; and
S-10 At the inflow to the West Arm.
The one outflow station from Rieberger (2007):

S-11 Near the weir used to help maintain the water level of the lake.
The four lake sites from Rieberger (2007) are:

L-1 Shawnigan Lake South Basin;
L-2 Shawnigan Lake North Basin;
L-3 Shawnigan Lake basin in the West Arm; and,
L-4 Shawnigan Lake North Beach.
Each Lake station will be sampled one meter below the surface, and one meter above the bottom
for water quality analysis. Each sampling event will result in 17 samples for water quality
analysis (9 stream samples and 8 lake samples).
Sediment quality sampling is focused on identifying contaminants, if present, in the upper South
Shawnigan Creek watershed. Sediment sampling stations will be selected in areas that show
deposition of material in the silt/clay size fraction. It is this size fraction along with associated
organic deposits that tend to be associated with contaminants, which are adsorbed and otherwise
contained in these finer components of the sediment.
Sediment quality sites will be located near selected water quality stations, with the
understanding that sediments will most likely come from pooling areas where sediment
deposition is occurring.
Sediment samples will be taken from the following sample locations:

S-1 Upstream reference site (Elkington)
S-3 Ephemeral Creek downstream of Lot 23
S-4 South Shawnigan Creek downstream of Lot 21 and Lot 23
27
S-5 Downstream of the confluence with the Ephemeral Creek and Upstream of Van Horne
Creek
S-6B Van Horne Creek near the confluence with South Shawnigan Creek
S-8 South Shawnigan Creek near the inflow to Shawnigan Lake
L-1 Shawnigan Lake South Basin
L-2 Shawnigan Lake North Basin
L-3 Shawnigan Lake West Arm Basin
L-4 Shawnigan Lake North Beach
Sediment sampling in streams will entail field separation and retention of the silt- plus clay-
sized material. Samples scooped from the upper 5 cm of the stream bottom will be wet-sieved
with local stream water through a 2 mm mm stainless steel sieve using as little water as possible.
This will limit sediment collection to the sand/silt/clay fraction. Material passing the screen will
be transferred to 120 mL containers (2) for shipment to the laboratory. If settling of the solids
allows, any overlying clear water will be decanted prior to shipment. The laboratory will be
asked to measure % clay (<0.004 mm), % silt (>0.004 to 0.063 mm) and % sand (>0.063 to 2
mm), and the specified constituents (TOC, metals, LEPH/HEPH, PAHs) in the field-processed
samples.
We will use a core sampling device to collect the lake sediment samples. This device can be
viewed on line at:
https://envcoglobal.com/catalog/water/limnology/field-equipment/universal-core-head-sediment-
sampler-kit
Two samples will be collected at each lake sample station. These will include a sample of the
surface of the consolidated layer, and a deep sample at the maximum penetration of the coring
device.
The frequency of water quality sampling will be twice annually. One sampling event will take
place in late summer when the lake is stratified. A second sampling event with take place when
the lake is not stratified: this lake condition usually occurs in March.
The frequency of sediment sampling will be annually in October/November. Sediment samples

will be shipped with water quality samples to ALS, which is a qualified laboratory for analysis of
environmental samples to the appropriate levels of detection. There will be a total of 14
sediment samples taken annually for this program (six stream samples and eight lake samples).
In addition to taking samples for water and sediment quality analysis, a profiling multiprobe
instrument (YSI ProDSS with a 60 meter cable) with be used to measure lake and stream
profiles. Parameters will include temperature, pH, conductivity, dissolved oxygen ORP/Redox
and turbidity. Secchi depth (water transparency) will also be determined at each station.
The YSI ProDSS is an expensive probe but is a one-time purchase. We are willing to provide use
of the probe to other interested, qualified parties as well as provide our technical expertise to
other parties wishing to test their watershed.
28
Lake profiles will include sampling from surface to bottom at an appropriate interval. The
frequency for lake profiling would preferably be monthly, so that the period when there is no
thermocline can be identified for scheduling water quality sampling for the late winter/spring
sampling event.
Water samples collected at the water quality stations noted above will be analyzed at the ALS
Environmental laboratory as follows:
Water chemistry
- Total suspended solids (TSS)
- Hardness
- Sodium
- Chloride
- Sulphate
- Alkalinity
Nutrients
- Ammonia N
- Nitrite N
- Nitrate N
- Total Kjeldahl N
- Organic N
- Total N
- Total Phosphorus
- Dissolved Ortho Phosphorus
Chlorophyll a
Total and Dissolved organic carbon (TOC/DOC)
Total and Dissolved Metals
Organic Contaminants will include light and heavy extractable petroleum hydrocarbons
(LEPH/HEPH), which includes polycyclic aromatic hydrocarbons (PAHs).
Water quality parameters are intended to directly compare to those parameters measured for
water quality samples taken as part of the MOE Attainment Monitoring Program. The exception
is that the SBS/SRG water quality samples will NOT be analyzed for biological components
including phytoplankton, zooplankton, E. coli, enterococci, and fecal coliforms.
This monitoring program is planned for each of five years in the five-year plan. The outcome of
each sampling event may result in more or less sampling frequency and scope, depending on
results relative to attainment objectives.
Sediment samples will be analyzed at the laboratory as follows:

- light and heavy extractable hydrocarbons (LEPH/HEPH) including Polycyclic
aromatic hydrocarbons (PAHs) ;
- Total metals;
- Total organic carbon (TOC); and
29
- Percent organic content (i.e., Loss on Ignition @400C).
Cost Estimate for Sampling Program
The estimated unit cost for the water samples (from ALS) is $500 and for the sediment samples
it is $300. For the water samples in the lake there are four sites, 2 samples per site, and two
sample times per year. The estimated annual cost is $8,000. There are nine steam sites, one
sample per site and two samples per year for an estimated annual cost of $9,000. For the
sediment samples in the lake there are four sites, one sample per site and one sample time per
year for an estimated annual cost of $2,400. There are six stream sites, one sample per site and
one sample time per year for an estimated annual cost of $1,800. In addition, there are
consumable costs for the water samples: yearly replacement of the pH probe ($400) and
additional calibration standards $(200).
Mr. Munday will provide a Zodiac inflatable complete with 20 horsepower motor and
appropriate safety equipment to achieve compliance with boating safety standards. This vessel
will be provided to the program at no cost.
Dr. Turner will provide sampling equipment including sediment corer, water pumping apparatus
and meters (as described in the proposal) at no cost to the program other than consumables.
30
From: noreply@civicplus.com
To: Tara Daly; Shannon Carlow
Subject: Online Form Submittal: Regional Services Committee
Date: October 7, 2019 6:48:27 PM
Regional Services Committee
Request to Appear as a Delegation at the Regional Services Committee
Regional Services Committee meetings are held on the fourth Wednesday of the
month at 9:30 a.m. in the CVRD Boardroom at 175 Ingram Street, Duncan.
Please Note: Contact information supplied by you and submitted with this form will
become part of the public record and will be published in a meeting agenda that is
posted online when this matter is before the Regional Services Committee. If you
do not wish this contact information disclosed, please contact the FOI Coordinator
at 250.746.2517 or 1.800.665.3955 to advise.
Meeting Date 10/23/2019
Contact Information
Contact Name Jane A Kilthei
Representing One Cowichan
Number Attending 4
Address 1799 Pritchard Rd
City Cowichan Bay
Province British Columbia
Postal Code V0R 1N1
Telephone Number 2507151007
Reply Email info@onecowichan.ca
Presentation Topic and Local Government Climate Action: present a petition signed by
Nature of Request local citizens re: CVRD declaring a climate emergency and
directing staff to bring the Board & Committees options for
stepping up climate action more quickly.
Do you have a No
PowerPoint
presentation?
Email not displaying correctly? View it in your browser.

STAFF REPORT TO
COMMITTEE
DATE OF REPORT October 9, 2019
MEETING TYPE & DATE Regional Services Committee Meeting of October 23, 2019
FROM: Economic Development Division
Land Use Services Department
SUBJECT: Cowichan Air Transport Feasibility Study
FILE:
PURPOSE/INTRODUCTION
The purpose of this report is to provide an overview of the Cowichan Air Transport Feasibility
Study completed by Dillon Consulting.
RECOMMENDED RESOLUTION
For information.
BACKGROUND
On September 26, 2018, the CVRD Board gave approval to proceed with an Airport Feasibility
Study, subject to approval of the Economic Development Budget (Function 121) for 2019.
On January 23, 2019, EDC provided an update on the study to the CVRD Regional Services
Committee indicating a change to the name of the report to the Cowichan Air Transport Study.
The report was accompanied by a PowerPoint presentation by the Duncan Flying Club, further
clarifying the need for an Air Transport Study for the region.
Following an RFP process, Dillon Consulting was contracted to undertake the study with
coordination by local aviation expert, Robert Stitt.
The Cowichan Air Transport Study is not intended to pinpoint a site for a new air transport facility
in Cowichan. Instead the study examines the costs and benefits of expanded air transport,
based on the following goals:
• Examine the business case for the establishment of a new airport
• Quantify the demand for new air transport services
• Outline the potential scope of the air transport infrastructure
• Identify a sustainable business model
• Define the legislative, zoning, permitting, and community consultation processes
Supplementing business case analysis discussed below, the report considers the community
benefits of regional air transport service, which include:
• Supporting personal travel and tourism
• Providing essential air services, including air ambulance, search and rescue, emergency
evacuation, and forest fire response
• Scheduled and charter air services that link communities to regional, national, and
international markets for goods and services
• Commercial air services (for example, aerial photography and flying schools)
• Corporate aircraft and general aviation
The report recommends optimum characteristics for an airport in the Cowichan Region. These
include:
Cowichan Air Transport Feasibility Study
October 23, 2019 Page 2
• 3,500 foot paved runway

• Sufficient land to allow for a minimum of 60 acres of groundside industrial land and
airside land to allow for hangar development
• Have the airport classified as a registered aerodrome but to ensure sufficient land to
apply for Aerodrome Authorization
• That the airport follows a publicly owned and publicly operated governance model
Based on a number of assumptions, the study demonstrated that an airport would be feasible
and that the total cost would be approximately $20 million.
When considering the overall feasibility of an air transport facility, it should be noted that in order
to be financially viable, the facility would need to include associated groundside business and
services, which could provide revenue to support the overall airport operation. Furthermore,
the air transport facility site would need to be located adjacent to a major road and to the new
hospital site, start–up capital of $7 million would be needed, and community support for
construction would need to be confirmed. Additionally, sufficient demand for industrial land is
required as a primary revenue source to support the airport’s ongoing operation.
ANALYSIS
The Cowichan Air Transport Feasibility Study identifies that an air transport facility is feasible for
the Cowichan region, and that this feasibility is driven by the lease of industrial land. It also
identifies numerous benefits to having a regional airport that are not included in the financial
analysis such as providing essential air services, including air ambulance, search and rescue,
emergency evacuation, and forest fire response.
The Cowichan Industrial Land Use Strategy, published in 2019, recognises that with less than half
a percentage point of the total land base in Cowichan zoned or designated as industrial, the need
to coordinate, manage, develop and expand the footprint of key employment lands must be a
priority for local government if the diversification of our local employment base is to continue.
The Air Transport Feasibility Study provides a basis for providing both the air transport services
and benefits for the region while supporting the provision of industrial lands.
While there are clear benefits to having a regional Cowichan Airport, there are drawbacks as well
as potential risks associated with airport development.
Firstly, given that the feasibility of this project is contingent upon demand for Industrial land, in turn
driven by market conditions and price, it should be noted that this project is only feasible where
industrial land is at least $9 per ft2. Current prices are closer to $15 per ft2 as a result of constrained
supply, and the study assumes prices will be $12 per ft2 over the project lifespan. A significant
shock to the market may negatively influence the feasibility of the proposed project.
A potential drawback of the project is that the provision of a regional airport may run contrary to
attempts to fight climate change, notwithstanding advances in clean aviation technologies.
Additionally, finding a suitable site for an airport while addressing any community concerns
regarding, for example, noise and perceived safety issues, may be seen as a barrier to
development. Consultation of anyone within 4 km of the proposed project is mandated before any
funding or approvals are given by Transport Canada and consultation has not been factored into
the estimated project costs.
Weighing these benefits and risks, if the CVRD Board believes that this study has demonstrated
the merit of the construction of a Cowichan Valley airport, the next step is to investigate potential
locations, complete community engagement and complete the studies to determine the actual
develop-ability and costs of the selected site.
Cowichan Air Transport Feasibility Study
FINANCIAL CONSIDERATIONS
N/A
COMMUNICATION CONSIDERATIONS
A press release is being developed and released through the CVRD. The report will be available
on the EDC website and copies of the report will be circulated to the Airport Advisory Panel
members.
STRATEGIC/BUSINESS PLAN CONSIDERATIONS

This initiative speaks to Goal 1 (Business Retention, Expansion and Attraction) of the 2018-2022
Economic Development Cowichan Strategic Plan.
GENERAL MANAGER COMMENTS ☐ Not Applicable
Referred to (upon completion):
☒ Communications & Engagement

☐ Community Services (Cowichan Community Centre, Cowichan Lake Recreation, South
Cowichan Recreation, Arts & Culture, Public Safety, Facilities & Transit)
☒ Corporate Services (Finance, Human Resources, Legislative Services, Information Technology,
Procurement)
☐ Engineering Services (Environmental Services, Recycling & Waste Management, Water
Management)
☒ Land Use Services (Community Planning, Development Services, Inspection & Enforcement,
Economic Development, Parks & Trails)
Prepared by: Reviewed by:
Barry O’Riordan Not Applicable

Manager Not Applicable
Ann Kjerulf, MCIP, RPP

General Manager
Reviewed for form and content and approved for submission to the Committee:
Resolution: Financial Considerations:
☒ Manager, Legislative Services ☒ Manager, Finance
ATTACHMENTS:
Attachment A – PDF – Cowichan Air Transport Feasibility Study
Attachment B – PPT – Cowichan Air Transport Feasibility Study
Attachment A
COWICHAN VALLEY REGIONAL DISTRICT
Air Transport Feasibility Study
September 23, 2019

Our File: 19-9788
Dillon Consulting Limited

3820 Cessna Drive, Suite 510
Richmond, BC
V7B 0A2
September 23, 2019
Cowichan Valley Regional District

175 Ingram Street 3820Cessna Drive
Duncan, BC, V9L 1N8 Suite 510
Richmond,
Attention: Brian Carruthers, CAO British Columbia
Canada
Cowichan Air Transport Feasibility Study V7B 0A2
Telephone
Dillon Consulting Limited (Dillon) is pleased to submit this Feasibility Study report to the
604.278.7847
Cowichan Valley Regional District.
Fax
The preparation of this study has incorporated stakeholder engagement, input from the 604.278.7894
Cowichan Valley Regional District and Municipality of North Cowichan, statistics
gathered from various agencies, and research on comparative airports.
Through the development of this feasibility study, a number of assumptions have been
made. Should the assumptions change, the outcomes will also change.
It is recognized that there may be a demand for an airport in the Cowichan Valley.
However, financial viability is contingent upon sensitivities and assumptions in terms of
the capital to develop the airport, as well as the operating funds. Ultimately, the
decision on the feasibility of the development of a new airport for the Cowichan Valley
will depend on the success of the “owner” to obtain capital up front for development
and the strength of the marketing of the airport to attract tenants and create revenue.
Sincerely,
DILLON CONSULTING LIMITED
Patricia A Maloney, FCIP, RPP

Project Manager
Dillon Consulting
Limited
Table of Contents i
Table of Contents
1.0 Background .....................................................................................................................1
1.1 History .......................................................................................................................... 3
1.2 Current Operations ...................................................................................................... 4
1.3 Regional Trends ............................................................................................................ 5
1.4 Stakeholder Engagement ............................................................................................. 6
2.0 Into the Future.................................................................................................................8
2.1 Alignment with Regional District Policies..................................................................... 8
2.1.1 Cowichan 2050 Regional Collaboration Framework ....................................... 8
2.1.2 Industrial Land Use Strategy ........................................................................... 9
2.2 Vision ............................................................................................................................ 9
2.3 Goals ............................................................................................................................. 9
2.4 Objectives ................................................................................................................... 10
3.0 Options and Costs .......................................................................................................... 11
4.0 Legislative Framework ................................................................................................... 16
4.1 Transport Canada ....................................................................................................... 16
4.2 Cowichan Valley ......................................................................................................... 17
4.3 Ownership and Governance Models .......................................................................... 17
4.3.1 Privately Owned and Privately Operated ...................................................... 18
4.3.2 Publically Owned and Privately Operated..................................................... 19
4.3.3 Publically Owned and Publically Operated ................................................... 19
4.4 Funding Options ......................................................................................................... 20
5.0 Forecasts and Projections ............................................................................................... 23
5.1 Population .................................................................................................................. 23
5.2 Employment ............................................................................................................... 23
5.3 Supply-Side Factors .................................................................................................... 24
5.3.1 Physical Constraints....................................................................................... 24
5.3.2 Operating Expenses ....................................................................................... 25
5.4 Airport Demand .......................................................................................................... 26
5.4.1 Forecasting Demand ..................................................................................... 27
6.0 Feasibility ...................................................................................................................... 34
6.1 Demand Sensitivities .................................................................................................. 36
7.0 Additional Airport Benefits............................................................................................. 39
7.1 Economic Impact ........................................................................................................ 39
7.2 Public Safety ............................................................................................................... 40
7.3 Airport Network ......................................................................................................... 41
Cowichan Valley Regional District| Air Transport Feasibility Study

Table of Contents ii
8.0 Summary ....................................................................................................................... 42

References................................................................................................................................. 43
Figures
Figure 1: Sensitivity Analysis – Volume of Leased Land ....................................................................... 37
Figure 2: Sensitivity Analysis – Price of industrial Land........................................................................ 38
Tables
Table 1: Runway Options and Costs ..................................................................................................... 12
Table 2: Population Projections for the Cowichan Valley .................................................................... 23
Table 3: Employment Projections for the Cowichan Valley ................................................................. 24
Table 4: Summary of Potential Airport Users ....................................................................................... 28
Table 5: Unit Rates for Airport Land Usage and Landing Fees ............................................................. 29
Table 6: Anticipated Airport Usage (Year 1) ......................................................................................... 30
Table 7: Summary of Key Metrics......................................................................................................... 34
Appendices
A Airports “101”

Executive Summary iii
Executive Summary
Dillon Consulting Limited (Dillon) has completed this Cowichan Valley Air Transport Feasibility Study
with the overall goal to determine if the development of an airport is a feasible endeavour.
Regional/community airports provide a significant value in a community which is often difficult to

measure. These services include:
 Supporting personal travel and tourism;
 Providing essential air services, including air ambulance, search and rescue, emergency
evacuation, and forest fire response;
 Scheduled and charter air services that link communities to regional, national, and
international markets for goods and services;
 Commercial air services (for example, aerial photography and flying schools); and
 Corporate aircraft and general aviation.
This study looks at and estimates the future demand for an airport, the potential revenues, the
potential users and tenants, and the overall benefit to the community.
The process involved key stakeholders and airport operators, the Airport Advisory Panel, CVRD staff,
research, and economic analysis. The viability or feasibility of a Cowichan Valley Airport is
dependent upon accessing capital, gaining tenants quickly, and a strong business plan.
The general consensus of the stakeholders is improved aerodrome facilities would be a great benefit
to the community. With the increase in emergency evacuations, the construction of the new
hospital, the overall growth of the area and the risk of isolation during a major earthquake event, an
improved aerodrome would be essential.

Executive Summary iv
While a specific location for a future airport was not defined in this study, costs for the development
of a new airport were developed. The costs were based on the purchase of a site that would be
close to a highway, close to the hospital and yet a sufficient distance from a built up residential area.
The optimum airport would have a 3,500 foot paved runway with sufficient land to allow for a
minimum of 60 acres of groundside industrial land and airside land to allow for hangar
development. Assumptions were made about who the airport would attract as users and tenants.
The concept is to keep the airport as a registered aerodrome but to ensure sufficient land to apply
for Aerodrome Authorization should a commercial carrier want to fly into the Cowichan Valley
airport.
Several other BC airports were considered for their services and fees and the economic assessment
developed a fee structure for future tenants. A long term lease would support development and
encourage investment. The total ultimate cost of developing this airport is approximately $20
million. Fund sources would include BC Air Access grant program, partnerships with industry, health
and emergency services and various forms of fundraising.
The next steps would be for an airport location study to be completed that would look at locational
options in the Cowichan Valley, determine the most suited site and complete the studies required to
confirm the site for a regional airport.

1.0 Background 1
1.0 Background
The Cowichan Valley Regional District
(CVRD), in collaboration with
Economic Development Cowichan,
issued a Request for Proposals (RFP)
for a qualified consultant to prepare
an Air Transport Feasibility Study.
Dillon Consulting Limited was hired
to complete this study.
It has been determined that air

transport is a vital economic
consideration for the Cowichan
Valley. Public safety issues,
continued growth of the community,
Duncan Airstrip, Transition Zone
and support for business/industry,
are key factors in the consideration of developing a stronger air transport system. There appears to
be support for expanded Air Transport for links to tourism, industry, technology, post-secondary
institutions and manufacturing. On-time delivery, courier, employee transportation, charter flights,
commercial passenger flights, and firefighting are all areas which depend heavily on air transport.
It is noted that the Regional District board is comprised of 15 members representing nine electoral
areas and the incorporated municipalities of The Town of Lake Cowichan, the Town of Ladysmith,
The City of Duncan and the Municipality of North Cowichan.The Regional District provides a broad
range of services, both mandated by the Province (such as solid waste, emergency planning and land
use planning) and those services mandated by the ratepayers (such as economic development and
regional parks).The Regional District cannot take on any other major services unless mandated by
either the Province or the electorate. Air service has not been mandated at this time.
Funds to operate the various Regional District services are provided through property taxes, fees,
charges and grants. The Regional District web site states “Unlike municipalities, regional districts are
required to match the costs and benefits of its services to the residents that benefit from them; this
means residents pay for the services they receive”.
The purpose of the Air Transport Feasibility Study is to determine the advantages of expanded air
transport balanced with the cost of providing this service. The Feasibility Study looks at the various
levels of government regulations and financial supports, develops goals for air transport, and then
considers options as to how to achieve or meet those goals.

1.0 Background 2
The RFP identified five purposes of this study:

 Examine the business case;
 Quantify the demand for new services;
 Outline the potential scope of the air transport infrastructure;
 Identify a sustainable business model; and
 Define the legislative, zoning, permitting, and community consultation processes.
The study has considered the existing infrastructure, relationships with existing airports, and the
overall growth of the region. Through stakeholder engagement, this study identifies the optimum air
transport service for the valley as a registered aerodrome with a 3,500 foot paved runway and a
minimum of 60 acres for groundside light industrial/commercial development located within five
minutes of a highway.
It was clear from the beginning that the

current Duncan Butler Brothers airstrip is
not a feasible long term solution for a
regional/community airport for the
Cowichan Valley. The lack of long-term
stability, lack of land for revenue
generation, the ownership model, and
inability to expand the runway to the
optimum length make this site
inappropriate for a long term aviation
solution for the Cowichan Valley.
The rationale for completing this feasibility Butler Brothers Gravel Pit
study was guided by the current
deficiencies in the Valley as previously identified to the Board, including:
 The Cowichan Valley has been identified as the gap in the south Island air transport system,
specifically for emergency services in the event that the highway is closed and connectivity
to Nanaimo and Victoria is lost;
 Other communities leverage their airports for economic development and public safety
while securing significant funding through a variety of sources;
 The Cowichan Valley does not have an air facility to support the new hospital. Fixed wing is a
common form of transportation for medical emergency trips;
 The Cowichan Valley does not have an air facility to support the Province’s earthquake
response program;
 Air transportation fosters expansion of existing and development of new businesses, while
generating well-paying jobs, supporting expanded population and allowing for innovation;
and

1.0 Background 3
 Changes in general aviation on South Vancouver Island will create opportunities in the
Cowichan Valley.
The scope of this study was not to find the specific site for a
future airport, but to outline the feasibility of continuing the
search and studies to identify the specific site. The site
identification and selection will require additional study to
determine the suitability of:
 Runway length potential and orientation;
 Weather, including prevailing wind and suitability for
year-round use;
 Compatibility with Transport Canada airspace and
airport configuration requirements;
 Ease of ground transportation access;
 Proximity to potential users;
 Size and general suitability for a financially viable,
mixed-use facility;
 Potential for expansion;
 Land owners, implications for governance and
operation;
 Land and other costs including airside infrastructure
(i.e., runway, taxiway, apron, weather station, GPS
approach, and terminal building) and groundside
infrastructure (such as potable water, sanitary, storm
water, internal roads, access road upgrades, power,
and broadband);
 Funding sources that could apply;
 Impact on the local community;
 Community engagement; Duncan Airstrip, Runway
 Constraints to overcome and strategies; and
 Political support.
The cost of completing this additional study has been factored into the costs of the business model.
1.1 History
The small Duncan airstrip has been operating in the Cowichan Valley for over 50 years. The Duncan
Flying Club was established in the 1950’s and operated out of Cassidy Airport. In 1967 the Chamber
of Commerce formed the Cowichan Airport Society and the current airport on the Butler Brothers
land was constructed. In 1969 the Duncan Flying Club was incorporated. There have been several

1.0 Background 4
investigations into siting and building a new airport in the Valley. The first in 1971-72, followed by
1977 and 1979-80, and finally in 1986. Not one of these studies attempted to demonstrate the
viability for a new airport. In 1986 the Cowichan Community Airport Society was incorporated with
the purpose of promoting the establishment and maintenance of a community airport in the
Cowichan Valley. The results of this study did not include finding a viable airport site and the group
disbanded several years later. The need to find a viable site close to the services and population and
yet separate from residential development, and the ability to find the finances to construct and
operate the airport have been the challenge from the beginning.
1.2 Current Operations

The current Duncan airstrip is located on land
owned by the Butler Brothers gravel operation
and leased to the Duncan Flying Club. The
current airport has a 1,500-foot paved airstrip,
a small area for T-hangars and a club house
structure with a trailer for the use of the
custodian. There is parking for four vehicles.
The airstrip is situated in a portion of the gravel
pit that is currently not required for gravel
extraction, however, Butler Brothers may
require this gravel at any time.
Duncan Flying Club Fuel
The lease to the Flying Club is a five year lease.
The sublease to the hangar owners is 1 to 2 years. This is not sufficient to encourage significant
investment. The runway length is extremely limiting to the type of aircraft that can use it. The Butler
Brothers do not support any government investment that may hinder the profitable operation of
the gravel pit. They produce many speciality products there and need to ensure that they have the
unencumbered space to continue the operation.
The Flying Club posts notices to airmen for the airport for wildlife, winds and extreme drop offs on
the take-off and approach and transition ends of the runway. The airport provides fuel sales which is
a revenue source for the Flying Club. The Flying Club also makes a variety of contributions to the
community including programs for youth and providing weather briefings for incoming medevac
flights.

1.0 Background 5
1.3 Regional Trends

During the preparation of this study there
were several regional trends identified:
 Growth – The region is growing at a
slow but steady rate and as it grows,
more services will be provided that
would benefit from the provision of
a regional/commercial airport. The
Cowichan Valley registered a
population of 83,739 in the 2016
Federal Census. This is a 4.2%
increase from the 2011 population
of 80,332.
 The Cowichan Valley is located on
Duncan Fly Club, Clubhouse and Terminal
the south end of Vancouver Island.
Building
The Cowichan Valley covers 3,474 km2 of forested land, with significant agriculture,
extensive tourism, and outdoor recreation opportunities. There are four municipalities
within the Cowichan Valley boundary: City of Duncan, Town of Ladysmith, Town of Lake
Cowichan and the Municipality of North Cowichan plus nine electoral areas.
 The Cowichan Valley is sandwiched between the City of Nanaimo and the Nanaimo Airport
and the City of Victoria and the Victoria International Airport. Downtown Duncan is a 29
minute drive from the Nanaimo Airport and a 79 minute drive from the Victoria Airport. This
provides a very high level of air service. However, there are several bridges between Duncan
and the two municipalities and as such, should a major emergency event occur such as an
earthquake which results in any of those bridges being damaged, access may be cut off,
leaving the Cowichan Valley isolated. In this event the existence of an airport would be
critical for the evacuation of residents and non-residents and the delivery of essential
supplies and services.
 One of the key economic initiatives for the Cowichan Valley is the promotion of tech
companies. While the current tech companies have not indicated that they would anticipate
much use of a regional/community airport, it has been demonstrated in other communities
that if there is a viable airport, industry will use the airport. This can include flying in
executives, clients, and specialists. A key goal of the CVRD is to increase the number of tech
companies in the next few years, bringing in higher paying jobs and creating innovative
products.
 As with many communities on Vancouver Island, the average age of residents is increasing.
This trend of aging baby boomers is universal. An aging population requires more services,
they have the money to make things happen and are consumers.

1.0 Background 6
 New Hospital – the new hospital is under design and is scheduled to open in 2024. This will
bring more medical personnel and related businesses into the Valley. Having a nearby,
reliably accessible alternate in the event that the hospital helipad is not available is highly
desirable.
 Promotion of tourism, recreation, and entertainment – tourism and outdoor recreational
activities are growing in the Valley. In addition to the increased volume of people enjoying
the valley, the recreationalists are becoming more involved in high risk activities such as
mountain biking. These activities are responsible for accidents and injuries and will create a
stronger dependency on the hospital.
 Support for small unique commercial ventures – The Cowichan Valley community supports
small unique commercial ventures. There have been many new businesses such as micro
distilleries that have opened in the region. There is a shortage of serviced light industrial
land in the area. The land at the new airport would provide options for large and small lots
with good access and transportation options.
 Just in time delivery – Many of the small businesses that are opening in the Duncan area
may not be linked to a large supply chain and as such may have high value, low volume
products that need to be delivered in a short time frame and may be coming from great
distances. An airport could provide the courier, Just-in-time, Amazon, and Wayfair-type
delivery of product and materials and provide a location for shipping out online purchases.
1.4 Stakeholder Engagement

During the course of the preparation of this feasibility study, a number of people were consulted
and engaged to collect information about the potential demand for an airport, the potential uses
that could locate at the airport, and the potential revenue that the airport could generate. Over the
course of three months, a number of people were interviewed, meetings held and some of these
stakeholders included:
 Project Advisory Panel;
 Operations Manager from the Victoria International Airport;
 Airport Manager for the Nanaimo Airport;
 Local business people;
 Local pilots and aircraft owners;
 Butler Brothers (owner of the current Duncan Airport;
 Duncan Flying Club;
 Both the Nanaimo and Victoria Flying Club representatives; and
 Municipal Planning and Economic Development Staff.
Cowichan Tribes were contacted several times, offered meetings and invited to the Airport Advisory
Committee meetings but did not take up the invitations.

1.0 Background 7
Generally there was concern regarding the future of the existing Duncan airstrip and support for the
development of a new airport. However, there was no clear indication that partnerships or financial
support was forthcoming. This is a reasonable outcome given the fact that the reality of a new
airport is not a tangible project yet. There was also concern that the user costs of a new airport
would be high.
The idea of a new airport certainly generated some conversation about new economic development
opportunities. One of the primary goals for a new airport seemed to be the provision of groundside
industrial land. Serviced industrial land close to a major highway or road is in short supply and as
such the lands on the airport property would be highly desirable for light industrial uses.
All of these concerns are valid and should be addressed should the airport project move forward.

2.0 Into the Future 8
2.0 Into the Future

The Cowichan Valley Air Transport Feasibility Study has determined that there is a certain demand
for an airport. Sourcing the location and the funding will be a challenge. However, the vision
presented here provides direction for continuing the studies and the work to develop a regional
airport.
2.1 Alignment with Regional District Policies

The Cowichan Valley has several Official Community Plans and Zoning Bylaws regulating the land
uses in the individual municipalities or electoral areas – those for the nine electoral areas are
currently being harmonized. Without having a potential specific site for a future airport, these
documents will be reviewed once a site has been selected (if selected). However, there are
documents that provide direction to the entire Cowichan Valley including the following. The Air
Transport Feasibility Study must align with these documents.
2.1.1 Cowichan 2050 Regional Collaboration Framework

The Regional Collaboration Framework is a call to
action for regional collaboration rather than the
traditional concept of individual jurisdictions. This
approach to regionalism focuses on governance,
process, cross sectional coalitions, collaboration,
voluntary agreements and building trust. The
development of a regional airport would be the
quintessential collaboration and governance
challenge. In addition, the development of a
regional airport would meet the desire for
expanded and broadened transportation options.
The Liveability section addresses the regional

economy and addresses employment. The Airport
would provide opportunities for more diverse
employment opportunities. In addition, resiliency is
addressed. An airport would also provide the emergency and evacuation potential in the event of an
earthquake or other major catastrophic event. The power outage of December 2018 demonstrated
that the Cowichan Valley community is vulnerable to being isolated and that air services would
increase the opportunities for provision of supplies, evacuation of the injured and connectivity with
other communities.

2.1.2 Industrial Land Use Strategy

In March 2019, the Industrial Land Use Strategy was released. The findings of this study were quite
extraordinary, including:
 Less than one half of one percent of the total land base is zoned for industrial land; and
 The picture of industrial jobs in Cowichan is changing from resource based jobs to
technology, manufacturing and distribution.
The Reports states “as competition and demand for industrial land becomes more acute in
Cowichan, the relationships that open the door to new, innovative and sustainable industrial land
use development will ultimately define the success of the strategy”.
The report identifies a lack of industrial/commercial land and indicates that the value of industrial
land at the time of preparing the report ranged between $450,000 and $600,000 per acre of land.
The demand is for smaller lots (one half to two acres in size) and leaseholders are looking for smaller
spaces (1,000 to 2,000 sq.ft). The report goes on to address air transportation:
Non-residential tax base is critical for the resiliency and sustainability of municipalities and keeps the
residential taxes down to improve affordability. The development of industrial land at an airport
provides a synergy that a stand-alone industrial park does not provide.
2.2 Vision
The vision for the airport has assumed that the residents, businesses, and the governments in the
valley agree with the recommendations that an airport would be beneficial to the community and
looks twenty years out to the successful accomplishment of the vision.
The Cowichan Valley has a fully functioning registered multi-use air transport facility that serves
the residents and businesses of the valley providing a runway and airport services to
accommodate emergency services, tourism, industry and residents’ needs.
2.3 Goals
The goals identified are the goals to achieve the vision:

 To complete studies to identify the specific location for the aerodrome;

 To source funding to construct the aerodrome; and
 To establish a governance model to manage and operate the aerodrome.
2.4 Objectives
To achieve the goals, there are a number of steps and objectives to be achieved.
 To consider potentially available sites;
 To prioritize the potential airport sites for suitability and availability;
 To source funding to complete the location assessments of the identified sites;
 To acquire the site identified as suitable for a 3,500 foot runway with 60 acres of
developable, groundside land;
 To source funds for design and detailed background studies to construct the airport;
 To develop partnerships for the construction and operation of the airport;
 To formalize a governance model to manage and operate the airport; and
 To source funds for construction of the airport.

3.0 Options and Costs 11
3.0 Options and Costs

Table 1 identifies options for the development of a variety of airstrips in the Cowichan Valley. A
series of assumptions have been made in the assessment of the options. This assessment of
operations and costs does not identify or reflect any specific site or option. While some sites were
suggested during the preparation of this study, a separate study would have to be completed to
select viable sites, complete the full assessment of the sites for suitability and to facilitate
community engagement.
The following assumptions were also made:

 Costs include the construction of the runway, including base work, site clearing and grading,
paved strip, painted lines and numbers, taxiway, apron (200 ft. x 200 ft.), lighting, wind
socks, and fencing of the perimeter of the site;
 Costs are gross estimates and may increase once geotechnical and environmental reports
are completed;
 Costs do not include the purchase of the site, access road, provision of piped water and
sewer, or power. These will fluctuate depending on the distance of the site from existing
services; and
 Critical aircraft determine the pavement load rating and increases the cost of runway
construction.
In September 2016, the Aeronautics Act was amended to insert regulations mandating consultation
before any funding or approvals are given by Transport Canada. It states that the “applicant shall
include in the application, proof that the applicant has consulted with the interested parties”. The
consultation must be completed when building a new aerodrome or increasing the length of an
existing runway by 100 metres or 10% of the length (whichever is greater).The applicant must then
provide a summary of the consultation. ‘Interested parties’ is defined as anyone within 4,000 metres
of the proposed project. Because the Cowichan Valley Regional District is the client initiating this
study, it has been assumed that the CVRD will be the “applicant”. Separate costs for the
engagement have not been factored into the costs.

Table 1: Runway Options and Costs

Option Comments Critical Aircraft Pros Cons Order of Other Comments
Magnitude
Costs
Current The current airstrip is located at the Butler Four-seat light aircraft:  The airport exists  Airstrip in current form is severely None This site is not
Butler Brothers gravel pit and provides a 1,500 foot Single-engine Cessnas and Pipers  CVRD gets property taxes restricted for transition, take off and recommended for long
Airstrip asphalt strip with a small taxi way, T hangars and small helicopters  The Duncan Flying Club is a not-for- approach areas term public use.
and a very small tie down area with a parking profit society  Aircraft types very limited
area for approximately four cars. There is no  No land for industrial development
opportunity for extension and the owner is  No long term security that the airport
not interested in using government grant will continue to exist
money to invest in the airport since they  Long term operation of the airport is not
cannot guarantee the continued operation of secure
the airport. The airport is operated by the  Operated by the Flying Club (not
Duncan Flying Club. The airstrip is limited to transparent or publicly responsible)
small, single-engine aircraft and small-to-mid  Butler Brothers keeps all revenue
size helicopters. Because the site is privately  CVRD has no authority or control over
owned and there is no area for leasing the uses
industrial lots. There is no revenue for the  No source of funding for capital
municipality. improvements
 Operations limited by the availability of
volunteers
2,500 foot This length of runway will require a minimum Incrementally larger general  Increases the variety of aircraft that  Need to find a location $6.5 million This length would not
paved of 3,000 foot length to provide for take-off aviation types: can use the airport  Length is still restrictive and cannot provide sufficient length to
runway and approach areas. Twin Cessna and Pipers accommodate the fixed wing types used accommodate corporate or
Cessna Caravan for medevac emergency aircraft.
DHC6 Twin Otter
3,500 foot Required site length would be approximately Broad range of general aviation  This length allows medevac and  Need to find a location $9.5 million This appears to be the
paved 4,000 feet to accommodate runway and a and public safety types: All of multiple other aircraft types  Critical aircraft require larger aprons optimal registered
runway displaced threshold. the above aircraft including:  Increases corporate and tourism and wider taxiways aerodrome air transport
Beechcraft King Air 350 options solution for the Cowichan
Citation M2 Valley
Fire Boss forest fire airtanker
Cormorant SAR helicopter
3,500 foot Required site length would be approximately Broad range of general aviation  This length will accommodate medevac  Need to find a location $7.5 million Less expensive, interim
gravel 4,000 feet to accommodate runway and a and public safety types: All of and multiple types of other aircraft,  Corporations and other users may not solution – could be paved
runway displaced threshold. the above aircraft including: and is less expensive to construct, but support a gravel strip at a later date
Beechcraft King Air 350 many corporations will not land on  Critical aircraft requires larger aprons
Citation M2 gravel strips and wider taxiways
Fire Boss forest fire airtanker
Cormorant SAR helicopter
5,200 foot Required site length would be approximately Smaller airliners:  Allows a very broad range of aircraft  Need to find a location $14 million Potentially competes with
paved 6,000 feet to accommodate runway and a All of the above aircraft  Critical aircraft requires larger aprons Victoria and Nanaimo in
runway displaced threshold. including: 737-200/B and wider taxiways the short term but provides
737-700/B,C long-term flexibility
Cowichan Valley Regional District | Air Transport Feasibility Study

Option Comments Critical Aircraft Pros Cons Order of Other Comments

Magnitude
Costs
Dash 8 – Q400/B,C, D
CRJ 200/ B, C, D
Cowichan Valley Regional District | Air Transport Feasibility Study

In addition to the runway option analysis described above, the airport would require additional
infrastructure to support operations for a regional/community airport. This infrastructure is not
expected to vary substantially based on the runway options considered.
Therefore, the assumptions made on the additional costs for the airport include:
 A site assessment – To determine the potential site for the potential Cowichan Valley
airport, a site assessment would be required to be undertaken by the Cowichan Valley
Regional District. The value of the site assessment is estimated to be $200,000.
 A site – The site is required to be at least 150 acres with approximately 90 acres used for the
airport and airside and airport operational uses, and 60 acres of industrial land (two-thirds
are anticipated to be developable) . The anticipated value of a site is $2,000,000.
 A terminal building - The terminal building would provide a waiting room, washrooms,
pilots lounge, and potential offices to support the operation of the airport. It is assumed
that the terminal would be minimal to start including economically efficient pre-fabricated
buildings or other minimal infrastructure to reduce the capital burden. The terminal is
expected to be valued at $250,000. The terminal building could also include office space for
users (charter or commercial airline companies), car rental kiosk, food and beverage
concessions, and other services.
 A helipad – Considering the desire to service the new hospital being constructed north of
Duncan and the anticipated operational date in 2024, a primary or backup helipad is
required for specialized landings required for public safety purposes. The value of the
helipad is expected to be $500,000.
 Additional infrastructure – Additional infrastructure servicing the airport and associated
industrial properties including electrical transmission, roads, water, and wastewater is
required to facilitate revenue and provide suitable amenities to clients. The value of the
anticipated infrastructure is anticipated to be $1,000,000 in the first year. It is estimated the
owner will spend an additional $250,000 annually in years 2-10 to facilitate additional
airport land availability for industrial development.
The costs above do not include additional capital investments including, but not limited to:
 Industrial land improvements, including internal roads, survey, provision of piped water, and
sewer; and
 Parking lots, including the grading and gravelling or paving;
 Construction of hangars, which will be completed by the hangar owner or a developer who
constructs hangars, including T-hangars, for lease; and
 Fuelling infrastructure, including tanks, pads, spill containment etc.
Investments in these items may be monetized for additional sources of revenue. Various regional
airports including the existing Duncan Airport have used fuel infrastructure, in particular, for
revenue generation.

In the cost modelling, a 50% contingency for construction of capital infrastructure is included as part
of the estimated cost. Therefore, the total expected capital cost to complete the full airport
development and servicing for the groundside industrial uses could be approximately $20,000,000.
The development would be phased, with the acquisition in the first year along with design. Runway
construction, fencing, airside and operational construction in year 2. This would be followed by the
development of the industrial park component, terminal building and other amenities. The total cost
could be spread out over a 5 to 10 year time frame. A high degree of variance is anticipated in this
cost as the specific site is the key determinant of cost for all of the previously listed features. The
cost of debt and amortization is not included in the capital costs explicitly. Additionally, it does not
include a capital reserve for restoring infrastructure or a general cash reserve. The volume of debt
and the rate at which it can be financed may impact the overall capital cost of the project.
It is assumed for the remainder of the study the preferred 3,500 foot paved runway is chosen as the
design standard. This has assumed that the 3,500 foot paved runway best suits the environmental
and socio-economic profile of the Cowichan Valley as minimal suitable sites are available within the
region and the presence of two established larger airports relatively close to urban centres is likely
to reduce the Cowichan Valley’s ability to compete for large aircraft. That said, a 3,500 foot paved
runway allows operation of a broad range of general aviation and public safety aircraft types which
aligns with the CVRD’s vision, goals and objectives as identified in the Industrial Land Use Policy
(section 2.1.2 of this document). Depending on where the airport would be located, it will be
required to conform to the vision and mission of the local OCP. Generally, all OCP’s support
sustainable growth, regional transportation, economic development, job opportunities and safety of
the residents.
Generally, increasing the size or quality of the runway would result in access to more aircraft, which
could facilitate more demand. Additional industrial land would also be expected as a larger site is
required. However, capital costs also increase due to the higher quantity or quality of infrastructure.
No ‘straight line’ assumptions should be made about how changes in infrastructure influence the
airport’s feasibility.

4.0 Legislative Framework 16
4.0 Legislative Framework

4.1 Transport Canada
The development of a registered aerodrome that will function as a public airport in the Cowichan
Region will be required to meet all Transport Canada regulations. Aerodromes Standards and
Recommended Practices (TP312) 5th Edition (Revised 07/2015) is the regulation that all aerodromes
must meet. The Cowichan Valley Regional District, the Municipality of North Cowichan and the Town
of Duncan have never owned and operated an airport. As such, the municipal governance structure
has no experience in managing an airport. A summary of airport restrictions and requirements is
provided in Appendix A (Airports “101”) and more information is available in the Transport Canada
publication Land Use in the Vicinity of Airports (TP1247).
There are three different categories of aerodromes, each presenting progressively different safety
requirements. In order of ascending safety level, the categories are listed below:
 Aerodromes (small airstrips located on private property that are neither registered nor
certified) which can accommodate private aircraft, general aviation, and itinerant pilots;
 Registered aerodromes which can accept private aircraft, general aviation and itinerant
pilots and may accommodate regularly scheduled passenger commercial flights with special
approval from Transport Canada; and
 Certified aerodromes, referred to as airports, which can accommodate all forms of flights.
Emergency flights and landings can occur at any form of aerodrome if the runway is sufficient for
the aircraft used by the agency.
The current Duncan Butler Brothers airstrip is an aerodrome. Should a new airport be designed and
constructed in the Cowichan Valley, it is strongly recommended that a new airport would be, at a
minimum, a registered aerodrome.
There have not been many new aerodromes constructed in Canada over the past 50 years. It is
difficult to find a site that meets the needs of the airport, is located far from development
(particularly residential) and fits the topographic and physical requirements for an airport. In
addition, Transport Canada requires community engagement in the design and development, or
expansion, of an aerodrome.
It is important to note that under federal jurisdiction, the owner and operator of the airport controls
and regulates the uses at the airport. Uses at an airport can include both airside (hangars) and
groundside (industrial). A municipal bylaw does not technically control land on an airport. However,
many airports and municipalities develop arrangements and agreements for the airport to follow

the local government bylaws and land uses and processes. If local government owns the airport,
there is no question of following the local zoning bylaws.
Regardless of whether the airport is owned by the local government, the municipal bylaws, including
the Official Community Plan and the Zoning Bylaw, should reflect the operation of an airport, the
outer surface height restrictions, and the uses on the airport land. It is important to have clear
definitions of airport and the appropriate uses on the airport lands.
4.2 Cowichan Valley

The Cowichan Valley Regional District is made up of several municipalities (City of Duncan, Town of
Ladysmith, Town of Lake Cowichan and the Municipality of North Cowichan) and nine electoral
areas. The region covers 3,474 square kilometers of land. The population of the Regional District was
listed as 83,739 (2016 Federal Census). This is a 4.2% increase in population over the five years
between the 2011 and 2016.
The region is located between Victoria and Nanaimo and is surrounded by forest, agricultural lands,
and is highly used for a variety of outdoor recreation activities.
The current Butler Brothers Strip is located in Electoral Area ‘E’ and is located on the gravel pit lands
partially zoned industrial. There is no special recognition of the airport or the airstrip.
4.3 Ownership and Governance Models

In 1994 Transport Canada established the National Airport System and identified 26 airports that are
owned by Transport Canada and leased to local authorities. In British Columbia, this includes
Kelowna, Prince George, Vancouver and Victoria. The Airport Authorities pay an annual rent to the
Federal Government and sublease the land to tenants, impose Airport Improvement Fees and
establish landing and fuel fees. These airports are beyond the scope of this study for comparison.
For the Cowichan Valley Air Transport Feasibility Study, the report has considered small regional and
community airports.
There are three primary models for governance and ownership of airports (with variations) that are
being considered in this study. The three models are described below with the pros and cons listed
for each.
Note that the option for the CVRD owning and operating the airport has not been included as a
specific governance model at this time. The current services provided by the CVRD do not include an
airport. Should the CVRD wish to pursue a regional airport as a service line for the Regional District,
support and direction from the ratepayers and electorate would have to be provided. This would

have to be captured by plebiscite or referendum. There are examples of airports owned and
operated by Regional Districts.
The following are two examples of airports owned and operated by Regional Districts:
a) Tofino Long Beach Airport – owned and operated by Alberni Clayquot Regional District. The
airport was transferred to the Regional District in the 1990’s.The airport was constructed in
the 1940’s as a military airport and has the iconic triangle runway formation. The airport has
three commercial carriers and supports over 20,000 passengers a year. The infrastructure
existed when the Regional District took the airport over. As a certified aerodrome, the
Airport is eligible for federal grant money. The airport has received of $5 million in funding
this year to complete upgrades to the airport. The revenue generated at the airport is put
back into the airport operating budget.
b) Texada Gilles Bay Airport – this community registered aerodrome is within the services
provided by the qathet Regional District. The airport receives a requisition of over $108,000
per year from general tax revenue. There is virtually no revenue generated at the airport.
The airport had certified status to allow a single commercial airline to provide service, but
when the airline lost their certification, the airport lost theirs. The land owned by the
Regional District is surrounded by private forestry lands and ALR with few options for
development and revenue generation.
4.3.1 Privately Owned and Privately Operated

This option is similar to the current situation in Duncan. There are other privately owned airports
including Nanaimo and Boundary Bay. This is not a recommended option due to the lack of control
on behalf of the local municipalities or the Regional District. The Nanaimo Regional Airport is
privately owned and operated, and while the Airport Manager and the Airport Board strive to work
closely with the Regional District staff and Board, the reality is that the Airport could approve any
uses on the airport without any application to the Regional District. All revenue generated on the
airport, stays on the airport as a not for profit organization and no funding is received from the local
municipalities or the two Regional Districts. The Airport has had to seek funding from other sources,
including their own revenue generation, to complete the expansion work, install the Instrument
Landing System and operate the airport.
Pros Cons
 No financial responsibility for the  Operator does not have to follow
municipality municipal land use regulations
 Operator needs to follow Transport Canada  Municipality does not get any lease
regulations revenue
 Operator pays property taxes to the  Municipality cannot control the operator or
municipality operational decisions

4.3.2 Publically Owned and Privately Operated

Several airports are owned by the local municipality but managed by a contractor or resident Flying
Club. Some examples of this are Castelgar and Lacombe (Alberta).There are several options for the
airport operator. There are companies that manage airports for municipalities. While this may bring
expertise to the airport that may not be available locally, it is often provided at a cost. The operator
may require all lease revenue, may support a company structure outside of the local community and
may not re-invest in the airport. Other management options include the local Flying Club working
with the local government. This provides some expertise and resources while keeping the money in
the community.
Pros Cons
 Municipality controls the uses  Municipality may be responsible for all
 Municipality receives property taxes paid capital costs
on the lease lands  Municipality may be responsible for grant
 Municipality engages the operator and has application
an operating agreement  Operator agreement may give the operator
 Consider a regional airport commission to all lease revenue (no additional revenue for
“share” the risk and benefits the municipality)
 Operator may not invest in the airport and
money leaves the community
4.3.3 Publically Owned and Publically Operated

The large majority of airports are both owned and operated by municipalities. Examples of this
model include Campbell River, Quesnel, McBride, Cranbrook, Qualicum Beach, and Chilliwack.
Pros Cons
 Municipality controls the land uses  Municipality may need to hire expertise
 Municipality gets all revenue from property  Municipality may have to prioritize the
taxes and leases airport for maintenance and services
This feasibility study recommends that any future airport follow the publically owned and publically
operated governance model. In recognition of the cost to operate an airport and the maintenance
required, this report recommends that the CVRD investigate the option of developing a Regional
Airport Commission. This would then involve all of the municipalities and electoral areas in the
operation of the airport. This could include agreements and assistance with maintenance (member
municipalities could assist with road and runway maintenance, snow removal (should it be an issue)
and the agreement could extend to funding, recognizing that an airport must be located in an
undeveloped area, but it greatly benefits the developed areas. The Airport Commission would be
comprised of elected officials from each of the municipalities and electoral areas, other appointed

members who are familiar with airport operations, marketing, running a business, and/or
community engagement. The airport may have an operating shortfall in the first years until land is
leased and air traffic increases. The shortfall of operating revenue could then be shared between
these municipalities and electoral areas. The revenue support could be calculated based on a
percentage breakdown based on population.
An example of an airport that operates like this is the Peace River Airport (Alberta).The airport is
owned by the Town of Peace River, is located in the Municipal District of Peace, and benefits the
Town of Grimshaw and the County of Northern Lights. The residents and elected officials of these
municipalities recognize the importance of the airport, connecting the northern communities to the
medical, government, social, cultural and business services in Edmonton and Calgary. The
municipalities have formed an airport commission and each provides monies each year based on the
budget shortfall for both operating costs and capital reserve fund.
4.4 Funding Options

Funding Options for community and regional airports are limited. There are virtually no funding
sources for airport operation. There are some funds for capital projects. There are also funds
through provincial departments for studies and economic development initiatives. The following is a
summary of funding sources for airports. Should the Cowichan Valley Airport be considered a
feasible option, it is suggested that the owner/operator look at all of the following options to
compile all of the funding that will be necessary to construct and operate a new airport.
 BC Air Access Program – The British Columbia Air Access Program (BCAAP) provides capital
funding to assist BC aviation facilities, including airports and water aerodromes, with
improvements to their infrastructure. Through this cost-sharing program, facility operators
can invest in safety and infrastructure enhancements that help strengthen local, regional,
and provincial economies. BCAAP encourages funding partnerships with local, regional and
federal governments as well as agencies and private sector organizations. The program is
administered through the Ministry of Transportation and Infrastructure. A recipient cannot
qualify in consecutive years. The types of projects that were accepted for funding in 2019
were: an airside storage building in Creston for $105,706; an automated weather system in
McBride for $75,000; the main apron rehabilitation in Pitt Meadows for $1 million; and an
apron expansion in Vanderhoof for $80,000.
 Airport Capital Assistance Program - The Airports Capital Assistance Program (ACAP) is a
federal program that has been funding improvement projects for regional airports since
1995. To date, the Government has invested more than $785.9 million for 904 projects at
182 airports. Although regional airports play an essential role in Canada’s air transportation
sector, they can struggle to raise enough revenue for operations. However, this program is
only available to those airports that provide regularly scheduled passenger flights. This
generally includes certified aerodromes, but some registered aerodromes are granted

special permission to have regularly scheduled flights and in those cases, those airports
would qualify for this program. Texada Gilles Bay Airport is an example of such an airport.
The Authorization is attached to an approved commercial server. Unfortunately Texada lost
their Authorization because the airline (KD Air) lost their certification. ACAP funds projects
that:
o Improve regional airport safety;
o Protect airport assets (such as equipment and runways); and
o Reduce operating costs.
 Infrastructure Planning Grant Program – This program offers grants to support local
government in projects related to the development of sustainable community
infrastructure. Grants up to $10,000 are available to help develop or improve long-term
comprehensive plans including but not limited to: asset management plans, integrated
stormwater management plans, water master plans and liquid waste management plans.
This could be used to help design the future airport site.
 Economic Development – There are a variety of grants available to fund studies such as
tourism and economic development studies that can assist the airport in the promotion and
justification of the airport. These grants change annually and must be applied for by the
local government.
 Local Government Infrastructure Grants–there are several grant streams including: rural
and northern communities (under 25,000 population), infrastructure planning grant, small
communities fund (application intake is closed but there could be a reopening)
 BC Community Gaming Grants – funding is provided to not for profit organizations that
improve public safety which have in the past included local volunteer fire departments and
search and rescue operations. This could be used to establish a search and rescue location
at the airport.
 Real Estate Foundation Grant Program – The Real Estate Foundation of BC provide this
grant program to address current land use challenges and help communities plan for the
future. There are five areas for grant applicability: land use, built environments, fresh water,
food lands, and real estate. There are two intakes a year open to non-profit organizations. If
there was an airport society, they could apply for this grant to assist with the site selection
study and potentially with rezoning the property.
 Partnerships – Because airports support local businesses, there are opportunities for the
airport operator/owner to work with local business and industry to develop the airport. This
can provide capital to the airport, while potentially reducing operating revenue (as the
trade-off for the capital investment). Some examples of this include:
o Sundre Alberta airport is owned and operated by Mountain View County and sits in
an area of active forestry. The forestry company used the airport fly in executives,
technicians, specialists, and investors. The airport did not have runway lighting,
which made the hours of operation in the winter very short. The company wanted
the runway lighted. They agreed to purchase the lighting system if the County would

install and maintain it. This arrangement significantly increased the operational
hours of the airport to the benefit of both the County and the company.
o Strathcona Airport Alberta is owned and operated by Strathcona County. In the late
1990’s, Shell was transporting crews to the Fort McMurray area. Edmonton
International Airport had increased its fees and the Municipal Airport was closing.
Shell approached the County with the offer to lengthen and pave the airport runway
for no landing fees for five years. This saved the company fees at the Edmonton
Airport, provided free parking for the crew personnel, reduced the airport time, (no
security, no delays) and the total activity at the airport increased significantly,
providing benefit to Strathcona County economic development)
 Taxes – Tenants at airports pay property taxes as any property owner does. This relates to
the value of the development. This also strengthens the need for the airport to offer long
leases to attract investment and get more development on the airport.
 Leases and Concessions – The highest source of revenue for most airports are the leases for
the airside and groundside lands. This revenue source provides a reliable annual revenue
source for the airport. Other sources of lease or on airport revenue is parking. Many
community and regional airports consider it their “advantage” if they do not charge for
parking. However, this is a steady revenue stream and can provide needed income for the
airport. The same is true for fuel sales.
 General Revenue- A local government may supplement the operational expenses of an
airport through general revenue. This is sometimes bundled with road maintenance and
snow removal through the engineering or public works departments. Staff can be cross
trained to work at the airport and other departments, often burying the salaries in other
departments or general revenue.

5.0 Forecasts and Projections 23
5.0 Forecasts and Projections

5.1 Population
For the purpose of this study, Dillon has used the population and employment projections of the
Cowichan Valley Regional District presented in the Population, Housing and Employment Projections
for the Cowichan Valley Regional District’s Modernized Official Community Plan, prepared in March
2019. These projections used the 2016 Federal Census and projected 35 years into the future to
2051.
This projection reflects a 28.32% population increase over the 35 year period or less than one
percent per year. This is a slow but steady increase that is very manageable for municipal planning
and operations (see Table 2).
The total population in and of itself does not trigger a requirement for an airport particularly with
two airports and a major highway within such close proximity.
Table 2: Population Projections for the Cowichan Valley

Total Population
Age Group 2017 2021 2031 2041 2051
0 – 14 12,434 12,885 14,298 15,309 15,701
15 - 24 9,622 8,943 9,198 9,984 10,956
25 - 34 7,541 8,686 8,883 9,274 10,069
35 - 44 8,471 8,521 10,059 10,383 10,787
45 - 54 11,778 10,784 10,525 12,111 12,448
55 - 64 14,590 14,950 13,076 12,967 14,557
65 - 74 12,007 13,699 15,552 14,016 14,047
75 - 84 6,248 7,443 11,664 13,492 12,490
85+ 2,593 2,957 4,418 6,909 8,326
TOTAL 85,234 88,837 97,673 104,444 109,380
5.2 Employment
The Population, Housing and Employment Projections for the Cowichan Valley Regional District’s
Modernized Official Community Plan, prepared in March 2019, also completed employment
projections. In our experience, the employment projections can be significantly varied should the
community attract a major anchor employer, or if they lose one. This is particularly evident in the
resource sector and communities that rely on natural resources. Dillon is aware that the Economic

Development arm of the Cowichan Valley and the other municipalities within the Cowichan Valley
are trying to expand the number of tech companies as well as start-up companies. The success of
this drive could see a significant change in the number of jobs which in turn would impact the
population growth. In addition, the new hospital is slated to open in 2024. This would see a large
spike in medical/administrative personnel positions that may not be reflected in this employment
projection.
Table 3 is the summary table from the Cowichan Valley projections for total employment by
industry sector.
Table 3: Employment Projections for the Cowichan Valley

Total Employment
Industry Sector 2017 2021 2031 2041 2051
Primary 1,841 1,710 1,654 1,539 1,441
Transport, Warehouse, Utilities 996 941 998 1,062 1,120
Construction 2,999 2,237 3,215 3,550 3,882
Manufacturing 2,933 3,007 3,248 3,256 3,183
Wholesale & Retail Trade 5,192 5,273 5,892 6,386 6,758
Finance, Real Estate, Other Business 4,203 4,277 4,960 5,603 6,094
Education, Health, Information 8,018 8,510 9,810 10,941 11,869
Accommodation & Food Services 2,417 2,589 2,823 3,101 3,221
Other Services 1,612 1,532 1,591 1,655 1,726
Public Administration 918 940 1,007 1,036 1,057
TOTAL 31,1129 31,715 35,200 38,039 40,351
5.3 Supply-Side Factors

The supply of airport services is defined by the availability of airport services and cost of providing
those services. These factors represent constraints on the feasibility of the proposed regional
airport.
5.3.1 Physical Constraints

Physical constraints limit the potential use of the site and thus the revenue that can be obtained
from the site. Physical constraints are broken into two factors: land and aircraft traffic landings. The
physical constraints are used to inform demand projections in Section 5.4 by determining the
maximum airport services that can be provided.

Land considers the potential industrial land available and space for hangars. It is assumed a 150 acre
area would be required for the airport. Airport infrastructure is expected to cover 90 acres. The
airport infrastructure does not include hangar spaces. Therefore, 60 acres of industrial land are
available for lease, though it is anticipated only 40 acres would be developable as industrial land or
hangar space. As described in Section 3.0, land set aside for hangars and industrial use would be
unimproved and leasees would be required to conduct their own improvements.
Landings considers the maximum realistic use of the runway for landings. With the 3,500 ft. runway
identified as the preferred option1, it is assumed a maximum of 102 flights can land daily. The
projected maximum landings is determined by the hours of operation and the time per flight on the
runway. It is assumed the airport would be operational for 17 hours daily (with lighting). It is also
assumed each flight would require use of ground facilities for 10 minutes. This yields the potential
for 102 flights per day to utilize the airport. It should be assumed that there would be peak periods
and lower demand periods, which means the functional availability for landings should be lower
than the maximum projected here.
Additional constraints include the size of the runway, which is a limiting factor in the types of
aircraft that can land at the potential airport. The 3,500 foot paved runway allows a broad range of
general aviation and public safety aircraft types but does not allow for larger planes such as small
airliners or larger cargo planes.
Based on these factors, the following assumptions are made regarding the physical constraints of
the airport informing the potential demand for air services:
 The site would have 40 acres of available land for use as industrial land or as hangars. These
land uses are considered competing and substitutable. It is anticipated a blend of uses
would be undertaken;
 Up to 81 or approximately 80% of the maximum daily landings (102) may take place on any
given day; and
 The airport would be used by charters, general aviation craft, niche cargo aircraft, and public
safety aircraft. No large aircraft would be considered potential users.
5.3.2 Operating Expenses

Operating expenses are difficult to project given the lack of current operations, variety of users, and
uncertain blend of usage. A 2005 study of regional airports found that 48% of small and regional
airports in Canada generate insufficient revenue to cover costs (InterVISTAS 2005). As result,
1
Subject to identifying a feasible site and sufficient capital to develop the airport.

operating expenses were estimated using revenue to expense ratios from other regional airports.
Expenses as a percentage of total revenues for other airports in BC include:
 Nanaimo – 55% (Nanaimo Airport Commission 2016);
 Victoria – 48% (Victoria International Airport 2018);
 Campbell River – 121% (Tetra Tech 2016);
 Prince George – 64% (Prince George Airport Authority 2019); and
 Comox – 54% (Chan Nowosad Boates 2019).
Therefore, it is assumed expenses would be 85% of revenue. While this is inexact as some expenses
would be fixed while others would vary with use, this can be used as a rough estimate given the
scope and limitations of the study. This rate of expense is assumed as it is a regional airport which
tend to lose money through operation or operate at a slight profit (INTERVistas 2005). However, the
large area of industrial land and demand for it in the Cowichan Valley should allow the potential
airport to be profitable. It is also anticipated it would not have the passenger volume or economies
of scale to match the financial performance of larger airports such as Prince George, Nanaimo and
Victoria as these airports are too large to be directly compared.
Recognizing this is a new development, it is assumed the expenses would be higher within the first
year than in subsequent years prior to reaching a profit margin of 15% in Year 6. Over the first five
years, expenses as a percentage of revenue are estimated to decline 10% annually from the Year 1
high of 135%. The decline in expenses is likely to result from improved operational efficiency and
further development of industrial land increasing its percentage of annual revenue.
5.4 Airport Demand

The demand for air services refers to the expected use of the airport and airport lands for revenue
generation. There are two primary sources of revenue for a potential airport in Cowichan Valley:
land leasing and landing fees. Other sources of revenue may emerge based on the development of
the airport. However, since the owner/operator of the proposed airport is likely to be capitally
constrained, the assumption of minimizing capital costs for the airport by proposing minimal
infrastructure in the short run is valid.
Leasing land for hangars and groundside development is anticipated to be the primary revenue
source for the airport. As described in Section 5.3.1, there are 40 acres of industrial land expected to
be available on a proposed airport site. This land is anticipated to be vacant and can be leased to
businesses to build structures and companies to provide revenue to the airport. It is assumed
industrial land would also be leased for hangars, which support the use of the airport for aircraft. It
is assumed hangars would be constructed on leased land by the leasee.

Another source of revenue are landings and landing fees. Landings are anticipated to be undertaken
by a variety of airport users including emergency services provides, tourist organizations, flying
clubs, charters, and commercial use. Landing costs are expected to be priced using third degree
price discrimination2,3 allowing for a variable pricing model depending on the landing characteristics
of each group. This would help the regional airport maximize revenue, which is anticipated to be a
challenge in the zero to 5 year term.
Targeting these services is consistent with existing strategies for small airport success. A 2005 study
on the viability of regional airports in BC found viewing airports as part of a regional system with
individual airports complimenting each other is important for increasing the likelihood of viability
(InterVISTAS 2005). In this case, the potential Cowichan Valley airport would tend to capture
demand for services being pushed out of larger airports in the region such as Nanaimo and Victoria.
This is identified as including general aviation and other small craft-centred airport uses. A similar
approach was undertaken with the Campbell River and Comox airports where each airport
undertook activities that reflected their specific strengths instead of competing uses (InterVISTAS
2005).
The subsequent sections define the parameters of the potential demand from these users for the
airport’s services based on best available information. These projections are used to forecast
revenue for the airport.
5.4.1 Forecasting Demand

Each identified airport user is expected to have varying use of the airport based their current usage
of airport facilities in the Cowichan Valley and other regions. Demand forecasts also consider
interviews with key potential airport users to determine their desire for the airport and information
on their potential usage. Table 4 provides a summary of potential airport users and their identified
desire for use of the airport.
2
Third degree price discrimination is defined as charging different consumers a different price for the same
good. For example the Tofino airport has four charge rates based on the size of the aircraft and a flat rate for
commercial carriers.
3
To an extent, second degree price discrimination based on demand would also be undertaken. Second
degree price discrimination is defined as charging a different price for different quantities of the same good
consumed.

Table 4: Summary of Potential Airport Users

User Justification
Airport Users
Duncan Flying Club Users Current airport user.
General Aviation Users There are other flying clubs on South Vancouver Island that may opt
to use a new airport in the Cowichan Valley. The airport could also
be used for training.
Emergency Services Emergency services were identified as a potential use for the airport
during the interviews.
Laketown Ranch Laketown Ranch is identified as requiring airport services for both
performers and corporate operations.
Charter Services Other regional airports noted increased demand for charter flights
and corporate use which is becoming more of a challenge at these
sites. Therefore, it is anticipated there would be additional demand
for charter flights into Cowichan Valley due to its proximity to both
Nanaimo and Victoria.
Maple Bay Cargo Maple Bay currently receives cargo shipments which were identified
as a better service to be provided by an airport in the Cowichan
Valley during interviews.
Courier Services Courier services were identified as potential use for the airport as
quick shipping to the mid-island area is identified as a concern.
Anchor Industries The opportunity exists to attract a large anchor business to the
airport that would then have spin off impacts on the Valley and the
airport. An example is the location of KalTire at the Vernon airport
at a time when the Airport was considering closing.
Tech Sector Information from discussions with those in the tech sector indicate
that an airport may not be a major benefit – improved broadband
would be seen as a better advantage to attracting Tech Sector to
the Valley.
Land Users
Duncan Flying Club Current airport user and it is considered that some of the current
Hangars users would use the new airport.
Expanded Hangar With improved hangar line, longer runway and longer lease, it is
Development anticipated that there would be more demand for hangar lots and
there would be more valuable structures constructed. This would
increase use of the airport, lease payments to the airport owner and
increased tax base to the jurisdiction.
General Aviation There is the potential for general aviation to relocate from the
larger airports (Victoria and Nanaimo) to a new airport in the

User Justification
Cowichan Valley. In addition the potential for flight training can
expand.
Industrial Land Use Industrial land is identified as a shortage within the community. It is
assumed a portion of the land would be rented out as industrial
land from the 150 acre site. Potential industrial land users at an
airport site may include members of the tech sector. This could
include light industrial and commercial uses. This would depend on
the location of the site and proximity to ground transportation and
other amenities.
As much of the demand for airport services is based on qualitative information and interviews,
sensitivity analysis will be utilized to consider how changes in demand influence key demand factors.
The sensitivity analysis is particularly important as these estimates are not based on refined demand
projections due to the scope of the feasibility study.
5.4.1.1 Forecasted Annual Demand
Based on the user profiles and information provided by potential users, annual demand was
forecasted based on the anticipated unit rates and the potential usage rates for different potential
users. The user rates are provided in Table 5. The unit rate reflect current economic conditions but
would be likely to change based on economic circumstances at the time of development and
throughout the lifecycle of the operation. These rates were designed to reflect likely prices the
market would bare at the time of completion of the feasibility study.
Table 5: Unit Rates for Airport Land Usage and Landing Fees
Item Rate Justification
Landing
General Aviation $10.00 Due to the volume of the landings and the general small
Landing Fees size of the aircraft, the rate is kept low to be competitive
with other airports.
Emergency Landing $50.00 Emergency landings would be charged at a preferred rate.
Charter Landing $300.00 Charter landings would be provided at a higher rate due to
the projected clientele and infrequency of their use of
facilities. This proposes only a landing fee and not a
passenger charge or an airport improvement charge.
Commercial $200.00 If the airport receives a certified status to allow for
Landing commercial scheduled flights, these landings would be
charged at a flat rate and as with the Charter flights, would

Item Rate Justification

not be charge a passenger fee or an airport improvement
charge.
Other Landings $300.00 All other landings would occur at the base rate.
Land Use
Hangar $12.00 per Assumed to be the same cost as industrial leaseholds as
ft2 they are treated as exact substitutions.
Industrial land $12.00 per Interviews have identified a shortage of industrial land.
ft2 Industrial land currently is leased for $15 annually for
unimproved vacant industrial lands. It is assumed based on
the shortage and the consideration of the airport as a
premium amenity, the industrial land would rent at 80% of
that rate. The increased volume of industrial land may
reduce prices.
Table 6 provides the estimated demand for land and airport services based on estimations of usage
and the preferred unit rates identified in Table 5, and projected revenues in present dollars. This
demand is based on best available information at the time of drafting the feasibility study and the
physical constraints of the potential airport. Minimal information on the usage of the potential
Cowichan Valley airport was provided by stakeholders. This lack of information may be due to the
lack of detail available on the proposed Cowichan Valley airport. It is likely more accurate
information could be identified prior to development consistent with more information about the
parameters of the airport becoming available.
Table 6: Anticipated Airport Usage (Year 1)

Total
Usage
User Justification Rate Projected
Rate
Revenue
Airport Users
10,950 It is assumed the general aviation that would $10.00 $109,500
General utilize the airport would come from Duncan,
Aviation Victoria, Nanaimo and the total usage is
estimated at 30 flights per day.
Emergency 26 Last year, the Cowichan Valley had 36 search $50.00 $1,300
services and rescue incidents. It is assumed
approximately 26 of these uses could utilize
the airport.
Laketown 25 It is assumed Laketown Ranch would be $300.00 $7,500
Ranch responsible for approximately 25 charter

Total
Usage
User Justification Rate Projected
Rate
Revenue
flights annually landing at the potential
Cowichan Valley airport.
Other 52 Based on the increased demand for charter $300.00 $15,600
Charter services in general and the reduced ability of
Services Nanaimo and Victoria airports to provide
these services, one charter flight per week is
expected at the potential Cowichan Valley
airport.
Maple Bay 26 It is assumed 26 cargo flights currently $200.00 $5,200
Cargo landing in Maple Bay would be redirected to
the potential Cowichan Valley airport as it is
better suited to receive these shipments
Courier 52 A weekly courier service to the Cowichan $300.00 $15,600
Services Valley is anticipated as part of shipping
services.
Anchor 52 It is anticipated that the Region can attract a $200.00 $10,400
Businesses significant anchor business. It is assumed
that this business would generate some
demand for air services. As result, one flight
per week has been assumed.
Land Users
General 43,560 It is assumed one full acre of land would be $12.00 $522,720
Aviation leased by the small general aviation users to
construct T hangars or larger hangars for
approximately 50-100 planes.
Industrial 174,240 It is assumed four acres (174,240 ft2 net land) $12.00 $2,090,880
Land Use would be leased for industrial land. This
represents 10% of anticipated industrial land
available given the assumed 150 acre site
and 40 acres of developable industrial land.
Total $2,778,700
The total annual demand for Year 1 of the feasibility study is anticipated to be $2,778,700 based on
the best available information. Considering the supply constraints for landings and leased land, this
scenario assumes 56.8%of maximum landings occur and 12.5% of the available industrial and hangar
land is leased (80% of which is for industrial use).

Demand forecasting at this stage is a volatile process as minimal estimates of use or committed
usages are available. At this stage, demand forecasting relies on market trends and information
from interviews with key potential users. Regarding market trends, industrial land prices are
increasing in the Cowichan Valley reflecting the low supply of land. As result, it is assumed the
Cowichan Valley would, over the first 10 years, be able to develop and lease the available industrial
land on the site. Regarding interviews with key potential users, the two major airports in the area
(Nanaimo and Victoria) and the local Duncan airport are unsustainable for general aviation and
health services flights. As result, we anticipate demand for these services could be easily captured,
at least in part, by the proposed Cowichan Valley airport. However, these estimates should not be
interpreted as accurate forecasts of revenue or demand as they are developed independent of a
site, negotiations with interested partners, and do not consider changing economic conditions.
While not included as part of demand, airports also enable economic activity within a region. This is
further defined in Section 7.1
5.4.1.2 Forecasting Lifecycle Demand
The feasibility study covers a period of 25 years as it is assumed the primary airport structures
including the runway would be amortized over a 25 year period. At the 25 year point, it is
anticipated significant capital investment would be required, which should be expected to be
funded by the airport’s operations. Over 25 years, there is a general expected increase in demand of
0.81% annually based on growth in employment between 2017 and 2041. Employment is used as a
proxy as the primary driver of revenue for the airport is industrial land, which is tied to economic
activity. Additional uses include niche commercial and hobbyist activities which require economic
activity or disposable income. Therefore, employment is the best available proxy for the growth in
airport revenue.
In addition, the following potential demand shocks are anticipated due to information obtained
during the interview program:
 An additional four acres of industrial land being leased annually between Years 2 and 9 with
an additional two acres of industrial land leased in Year 10. At this point, the maximum 40
acres of industrial land on the site would be under lease, in the assumptive case.
 The current Flying Clubs at the Nanaimo and Victoria Airports may see increases in rents and
decreases in air time. There is the potential for members of these flying clubs to consider a
relocation. If this occurred, it has been assumed that the members would lease at least one
acre of hangar space and undertake 5,475 flights annually (15 daily) at the flying club rate of
$10.00 per landing.
Overall, lifecycle revenue is estimated to be approximately $478 million based on the previous
assumptions and a 25-year life cycle of the infrastructure. Much of the projected revenue (93.6%) is

due to industrial land leasing. This does not consider other potential lifecycle changes in demand for
the airport which have the potential to occur. These may include:
 The construction of other regional airports influencing demand;
 Changes in the desire for or use of airports or industrial land; and
 Any indirect or induced community economic benefit related to relocation of businesses or
training programs into the community.
In addition, it does not capture the value of low-probability, high-cost events such as natural
disasters impacting community access. In these cases, a regional airport with access may become
invaluable for a variety of services including the transport of individuals and goods for the purposes
of protecting lives. Information on the value of the airport for public safety during natural disasters
is included in Section 7.2.

6.0 Feasibility 34
6.0 Feasibility
Feasibility for the airport is determined by considering the revenue generated from the anticipated
demand in Section 5.4 relative to the expenses (Section 5.3.2) and capital costs (Section 3.0)
associated with construction. For the purposes of this assessment, we assume feasibility is tied to
the Return on Investment (ROI). Should the ROI be greater than one, it is expected the airport is
likely to generate a net earnings over the life cycle of the infrastructure. As the runway is the core
infrastructure, an amortization period of 25 years is used which is consistent with best practices.
Table 7 provides key feasibility metrics based on the assumptions regarding, supply of services, and
demand for services, expenses and capital costs. The cost of debt is assumed to be 5%, 1.05% above
prime. The cost of equity is assumed to be 2%. This rate is assumed as grants would be the primary
equity funding allowing for below market costs of equity derived from the costs of applications.4 As
result, the weighted average cost of capital (WACC) is expected to be 3.96% based on the proposed
debt and equity blend. The rate of return on risk-free reinvestment is assumed to be 2.75%, the
long-term bond return as identified by the Bank of Canada (Bank of Canada 2019).
Table 7: Summary of Key Metrics

Metric Value
Capital
Capital Cost $20,175,000
Available Funding5 $7,000,000
Net Capital Cost (Debt) $13,175,000
Revenue
Annual Revenue (Yr1) $2,778,700
Annual Revenue Multiplier 1.0081
Lifecycle Revenue $478,054,145
Expenses
Rate of Expense 0.85
4
If equity is obtained at a market rate of 5.75%, the return on the airport is negative and not feasible as
measured by net present value and capital internal rate of return. 5.75% would be considered a low rate of
return on equity based on the current risk free return and the risk of the potential Cowichan Valley airport.
5
It has been assumed that the Cowichan Valley can capture $7 million dollars up front from grants, municipal
revenue, partnerships and potential flying club fundraising.

6.0 Feasibility 35
Metric Value
Expenses (Yr1)6 $3,751,245
Lifecycle Expenses $414,766,610
Return Metrics
Lifecycle Earnings $63,287,536
Return on Investment (ROI) 3.1
Capital Internal Rate of Return (IRR) 6.8%
Modified Internal Rate of Return (MIRR) 5.1%
Net Present Value (NPV) $11,046,480
Based on the overall assumptions included within this report, the potential Cowichan Valley airport
would be considered feasible. The return on capital investment as measured by the ROI is expected
to be 3.1:1 as shown in Table 7.The ROI considers the net profit over the life cycle relative to the
total capital cost absent of funding. The net present value (NPV) of these earnings is estimated to be
approximately $11 million. NPV is the difference between the present value of cash inflows and the
present value of cash outflows over a period of time. Therefore, in this case, the potential Cowichan
Valley airport is anticipated to earn approximately $11 million measured in present dollars. The
earnings are lower than the nominal earnings as it factors in inflation and potential earnings from
alternative investments. The biggest assumption is that the Cowichan Valley can find a suitable site,
the site is acquired and the $7 million in start-up capital is obtained.
The capital internal rate of return (IRR) is anticipated to be 10.3% and the modified internal rate of
return (MIRR) is 5.1%. These suggest that the investment in the potential Cowichan Valley airport
would generate value for the investors based on the assumptions contained within the Feasibility
Study. These returns are sensitive to the WACC. If the WACC increases through increased costs of
debt or equity, the potential Cowichan Valley airport may not be feasible.
The primary constraints are likely to be cash flow and capital. It is unlikely a positive cash flow would
occur annually until after Year 4 or 5 of operation, at which point, earnings are expected to exceed
expenses. As a rudimentary expense methodology is used, the specific costs of debt and
amortization are not considered. This is due to the high-level scope of this assessment.
6
Over the first 5 years, expenses as a percentage of revenue are estimated to decline 10% annually from the
year 1 high of 135%.

6.0 Feasibility 36
When considering the potential feasibility of the airport, it should be noted that the revenue
potential associated with the potential airport site is minimally dependent on having an airport, but
is in fact, driven by the lease of industrial land.
6.1 Demand Sensitivities

Demand sensitivities can be conducted on the demand for all airport services provided. However,
the sensitivity analysis focused on key revenue generators such as industrial land leasing. No other
revenue item is expected to contribute above 10% of annual revenue over the life cycle of the
potential Cowichan Valley airport so fluctuations in individual items are unlikely to alter overall
feasibility.
Industrial land leasing is the primary source of projected revenue for the regional airport accounting
for 75.2% of the annual revenue in Year 1 of the forecast7.Industrial land leasing is sensitive to two
primary factors, demand for the use of land and the price of the industrial land. As noted in Section
5.4.1.1, industrial land is in high demand which formed the basis of the projections including price
and quantity leased. However, the airport would provide a large volume of industrial land relative to
the area which may alter the industrial land market. As result, the sensitivity analysis considered if
changes in demand altered both the price of land and quantity of land used.
Figure 1 shows the change in projected revenue based on the percentage of industrial land leased
relative to the projected four acres annually. It is assumed there are 38 acres8 of industrial land
available on the site. The rate of industrial land leasing is altered to reflect each acre. For example,
in the ‘+25%’ case, an additional acre of industrial land (five acres instead of four acres) is expected
to become available and can be leased in each year until the maximum leasehold is reached. The
price is held constant at $12.00 per ft2.
7
Over the life of the airport in the base case, industrial land leasing revenue accounts for 93.6% of lifecycle
revenue.
8
Two acres are expected to be used for hanger space.

6.0 Feasibility 37
Figure 1: Sensitivity Analysis – Volume of Leased Land
Sensitivity Analysis - Volume of Leased Land

$30,000,000.00
$25,000,000.00
$20,000,000.00
$15,000,000.00
$10,000,000.00
$5,000,000.00
$-
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Revenue (+25%) Revenue (-25%) Expenses Revenue(base)
This analysis demonstrates the long-run feasibility and lifecycle revenue of the airport is minimally
affected by the rate at which industrial land is leased. Instead, the differential primarily influences
the point at which the operation becomes cash flow positive. In the base case, revenue begins to
exceed costs in Year 5. In the ‘+25%’ case, revenue exceeds cost in Year 3. However, in the ‘-25%’
case, the potential Cowichan Valley airport begins profitable in Year 11. This means the airport
owner would be required to support the deficit in operational revenue for an additional six years
relative to the base case. This may mean changing other operational expense, taking on additional
debt or raising additional revenue to support the airport for a longer period of time.
While the graph shows three cases, this is for illustrative purposes. Considering the reality of the
potential operation, it can be implied the pace at which industrial land is leased would be a
determinant in when the proposed airport is profitable.
The sensitivity analysis is also illustrative of the importance of leasing the industrial land to the
feasibility of the overall airport. As shown in the Figure 2, high volumes of industrial land being
leased are required for the overall profitability of the airport.
It should be noted expense are held constant at a rate of expense relative to the base case revenue.
Fluctuations in the demand for industrial land may influence the expenses associated with the
project relative to the usage of the industrial land. This would influence the feasibility of the
potential Cowichan Valley airport in all cases.
Figure 2 shows the change in projected revenue based on the price of industrial land leased relative
to the projected cost of $12.00 per ft2. The quantity of land leased is held constant at four acres in
Year 1 with an increase of four acres annually until the maximum 38 acres is reached.

6.0 Feasibility 38
Figure 2: Sensitivity Analysis – Price of industrial Land
Sensitivity Analysis - Price of Industrial Land

$35,000,000.00
$30,000,000.00
$25,000,000.00
$20,000,000.00
$15,000,000.00
$10,000,000.00
$5,000,000.00
$-
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Revenue (+$3) revenue (-$6) Expenses Revenue(base)
As shown in Figure 2, the price of industrial land is a key determinant in the feasibility of the
potential Cowichan Valley airport. The base case at $12.00 per ft2 shows feasibility with profitability
in Year 5. In the ‘+$3’ case, industrial land is leased at $15 per ft2 and the breakeven occurs in Year
3. In the ‘-$6 ‘case, the potential Cowichan Valley airport is not profitable at any point due to the
reliance on industrial land for revenue. Considering fluctuations in price, it was determined
industrial land is required to be leased at a minimum of $9 per ft2 for the potential Cowichan Valley
airport to be profitable.
The decrease in industrial land price is a concern as 40 acres of additional industrial land becoming
available over a ten year period would represent a large shift in the regional supply of industrial
land. It is likely this supply increase would depress the market for industrial land. However,
staggering the availability of industrial land may also alleviate this concern as no drastic supply shock
would occur, rather an incremental increase in availability. This would also allow industrial land
growth to correspond with the anticipated increased economic activity as described in Section 7.1.

7.0 Additional Airport Benefits 39
7.0 Additional Airport Benefits

Regional airports cannot be considered simply as businesses as they are often operated by
governments for additional purposes. Regional airports may be used for attracting and supporting
local business or industrial activity. Additionally, they may be used for public safety purposes during
search and rescues or other emergencies.
7.1 Economic Impact

Regional airports provide additional direct, indirect or induced economic benefits to a community as
defined below:
 Direct Economic Activity - Refers to economic activity directly related to the site services
including employees.
 Indirect Economic Activity - Refers to economic activity generated by spending as result of
the airport. This includes businesses who are dependent on the airport or some portion of
the airport.
 Induced Economic Activity - Refers to economic activity from the spending from those
directly and indirectly employed by the site (InterVISTAS 2016).
For example, in 2013, Canada’s airports had 194,000 jobs generating direct economic effects of $13
billon in wages, $19 billion in GDP and $48 billion in economic output. However, considering the
total impact, Canada’s airports provided for 355,000 jobs enabling $22 billion in wages, $35 billion in
GDP and $79 billion in economic output.
Within British Columbia, Statistics Canada uses Input-Output Multipliers9 to estimate the value of
direct economic activity on the overall economy. For British Columbia, every dollar spent on air
transportation is expected to generate 1.936 dollars of output. Additionally, each million dollars
spent in the air transportation industry is expected to create approximately eight jobs (Statistics
Canada 2019).
Therefore, the spending and employment opportunities generated by an airport are likely to result
in increased economic activity. Additional economic activity also results in additional tax revenue,
which often benefits the local government.
The Sechelt Airport proposed a major expansion, updated in 2014, and the Airport was renamed the
Sunshine Coast Regional Airport. The community recognized the opportunity for business
9
2015 multipliers were used.

development on the Sunshine Coast and the fact that the airport would make an excellent location
for such development. The proposal was for a 4,000-foot runway, extended from the existing 2,600
feet) and upgrade, 150 acres of industrial land, a fenced operation area, terminal building, runway
lighting and a fuel facility. It was noted in their 2013 summary that “support exists through the
area’s local government authorities for an improved airport to provide scheduled air service and all
weather landing capacity for emergency transportation such as air ambulance or disaster assistance
aircraft. The total cost estimate was $10.0 million. The goals are lofty, but this demonstrates the
understanding that airports contribute to the overall economy of a region, can accommodate a
variety of industrial and commercial uses, create a synergy with the airport and air transportation
and enhance all public safety, medical and emergency services.
Rendering: Sechelt Airport Conceptual Plan, 2013 (https://www.sechelt.ca/Live/Transportation/Airport)
7.2 Public Safety

The presence of a regional airport may have public safety implications for the Cowichan Valley. In
general, regional airports can support forest fire suppression efforts, search and rescues including
earthquake response, and medical evacuations. In these cases, non-quantifiable value may be
generated by the presence of the airport due to its ability to facilitate life-saving responses to these
emergencies.

Additionally, in exceptional circumstances such as natural disasters, the airport may provide
transportation value for goods, services, and people, facilitating a more effective response to the
disaster. Similar to the emergency responses above, the positioning of the airport may contribute to
live-saving measures for affected residents within the Cowichan Valley.
7.3 Airport Network

In January 2019, the Duncan Flying Club made a presentation to the Regional Services Committee.
The presentation identified all of the airports in the South Coast Air Transportation Network. This
map illustrates all of the public aerodromes in the region and the potential connectivity to the
Cowichan Valley. The Club provided information on each airport and their access to grants and
funding and growth plans. The critical factor here is that each of these airports exists, has land, has a
governance model in place and with the exception of Nanaimo, all are publically owned and
operated. Geographically it does appear that the Cowichan Valley is a logical location for a
community or regional aerodrome. There is a void in the Cowichan Valley. Also, from the activities
of the other airport, an airport in the Cowichan Valley would support the local economy, including
development around the new hospital, provide an alternative location for medical and emergency
evacuation and services and support tourism and residents.
BC South Coast Air Transportation Network

8.0 Summary 42
8.0 Summary
This study has assessed the feasibility of developing a new airport in the Cowichan Valley. While the
analysis demonstrates that an airport would be feasible, it is only feasible if an appropriate site can
be found adjacent to a major road, close to the new hospital, that $7 million is accessed for the
start–up capital, and that the community supports the construction of the new airport. Additionally,
sufficient demand for industrial land is required as a primary revenue source to support the airport’s
ongoing operation. While most residents will agree that an airport will provide benefit to the
community as a whole, the people who live near the future airport may object to the noise, traffic,
and perceived safety issues of developing a new airport close to them.
In addition, the airport can only be a success if the economic value of the groundside land is
significant to generate revenue and activity at the airport. The key is that the development of
infrastructure should pay for itself through a variety of revenue sources and it should increase the
level of high-value employment. A multi-purpose airport with a groundside industrial park has the
opportunity to do that.
The design aircraft has been identified as the King Air 350, with a 3,500 foot paved runway. This
establishes the area and standards for the airport. The original plan was to develop a registered
aerodrome. However, if the airport is developed to meet all Transport Canada regulations, the
operator can apply for certified status for specific airlines, aircraft, and flights. This would be a
significant advantage for the Valley.
Should any of the assumptions change, the sensitivity of the analysis will shift and the assessment of
the viability or feasibility could change.
It is recommended that current and future regional planning initiatives undertaken within the
Cowichan Valley Regional District consider the potential benefits of a multi-use regional air transport
facility.
If the CVRD Board believes that this study has demonstrated the merit of the construction of a
Cowichan Valley airport, the next step is to investigate potential locations, complete community
engagement and complete the studies to determine the actual developability and costs of the
selected site.

References 43
References
Bank of Canada. 2019. Selected Bond Yields. Available at
https://www.bankofcanada.ca/rates/interest-rates/canadian-bonds/. Accessed August 19, 2019.
Chan Nowosad Boates. 2019. Comox Valley Airport Commission Financial Statements. Available at
https://www.comoxairport.com/publications. Accessed August 14, 2019.
InterVISTAS. 2016. Economic Impact: Canada’s Airports in 2016. Available at

http://www.cacairports.ca/sites/default/files/Economic%20Impact%20of%20Canada%27s%20Airpor
ts%20-%20Final_0.pdf. Accessed August 14, 2019.
Nanaimo Airport Commission. 2016. 2016 Annual Report.
Prince George Airport Authority. 2019. 2018 Annual Report. Available at

https://www.pgairport.ca/airport-authority/reports-publications/. Accessed August 14, 2019.
Statistics Canada. 2019. Input-output multipliers, provincial and territorial, detail level. Available at
https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=3610059501&pickMembers%5B0%5D=2.5
&pickMembers%5B1%5D=3.14&pickMembers%5B2%5D=5.139. Accessed August 19, 2019.
Tetra Tech. 2016. Campbell River Airport Master Plan. Available at

http://www.crairport.ca/index.php. Accessed August 14, 2019.
Victoria International Airport. 2018. Victoria Airport Authority 2017 Annual Report. Available at
http://www.victoriaairport.com/pdfs/2018-04-
19%20-%202017%20VAA%20Annual%20Report%20-%20Web%20sm.pdf. Accessed August 14, 2019.

Appendix A
A Airports “101”

Airports ‘101’
The truth of airports is that they are challenging to make profitable and while they may generate
sufficient revenue to operate in the black, the capital costs generally far outweigh the ability of small
airports to pay for themselves. A strong business plan with supporting land use regulations can assist the
airport to encourage revenue generating development to assist with the sustainability of the airport. As
a registered aerodrome, the existing Duncan Airstrip and the proposed Cowichan Valley Airport, would
not be eligible for federal grants through the federal ACAP10 funding. However, they would be eligible
for provincial grants through the BCAAP11.
The scope of the Feasibility Study was to review the demand for air transport now and into the future,
and determine if the construction of a new airport is feasible. This has looked at how much associated
industrial/commercial land would be required to support the airport. This has also looked at how an
airport with 3,500 foot runway would improve the emergency/medical services in the area. A new
airport would require amendments to the applicable Official Community Plan and the Zoning Bylaw.
However, the critical regulations that apply to the operation of airports are the federal regulations such
as TP1247 Land Use in the Vicinity of Airports and TP312 Aerodromes Standards and Recommended
Practices 5th Edition. There are other restrictions such as municipal utilities and landowner input that all
combine to determine the true feasibility of developing a new airport in the Cowichan Valley. The key is
to ensure that there is sufficient revenue to operate the airport and to contribute to an airport reserve
fund.
With a population of almost 80,000 people, the Cowichan Valley demonstrates a large community to be
served by a regional airport. Located on the TransCanada Highway between Nanaimo and Victoria, the
valley has the potential of being isolated by a severe event such as an earthquake and as such an airport
would serve the community well. In addition, the area is growing and demand for industrial and
commercial land will increase. Most small municipal airports function as general aviation aerodromes
used by flying clubs, industry, and itinerant pilots. Increased use by corporate employees, just in time
delivery, and tourism, would benefit the revenue generation for the airport and take off some of the
financial burden from the local government.
Airports are generally divided into three categories: airside, groundside and operational. These areas are
further regulated by the takeoff and approach surfaces, transitional surfaces and the obstruction zone.
Airside uses are generally those that are aviation related and require direct access to runways, taxiways,
and aprons to operate their business (for example airlines, couriers, agricultural operators such as crop
10
Airport Capital Assistance Program
11
British Columbia Air Access Program

dusters, and charter air operations). Groundside uses can be aviation related, but do not have to be
aviation related and do not require direct access to the runways, taxiways, or aprons. Examples of
aviation uses that do not require direct airside access could include avionics, upholstery, and catering.
Groundside uses often seen at airports include light industrial, warehousing, storage, and specialty
recreation (such as indoor climbing walls and gymnastics). Operational uses are those uses that the
airport requires to maintain a functional airport including the runways, taxiways, aprons, terminal
building, control tower, weather stations, lighting, maintenance sheds etc.
Figure A-1 shows the obstruction limitations for airport as identified by Transport Canada12. The
obstruction limitation surface establishes the limit to which objects may project into the airspace
associated with an aerodrome. This is primarily a height restriction parallel to the runway, at the ends of
the runway and a 4 circle above the runway, 45 metres high, into which structures should not penetrate.
This Outer Surface generally extends beyond the airport property and out of the jurisdiction or control
of the Airport owner/operator. This area generally requires interjurisdictional cooperation and
collaboration to ensure that the local government regulating development does not approve something
that may jeopardize the safe and continued operation of the airport.
Figure A-1: Obstruction Limitations
12
Transport Canada, Land Use in the Vicinity of Airports, TP1247.

Attachment B
Presentation to the Regional

Services Committee
October 23, 2019
Air Transport Feasibility Study 2
To conduct the Air Transport Feasibility Study, Dillon

undertook the following method:
• Gather existing data including forecasts
• Conduct stakeholder engagement
• Develop options and costs
• Estimate potential uses and revenue sources
• Project lifecycle financial metrics
• Formulate recommendations
• The region is growing including both employment and population

• Support for small unique commercial ventures is undertaken by the CVRD. There is a shortage
of industrial land to support these ventures.
• The population on Vancouver Island is increasing – an aging population requires more services.
• The new hospital is under design and is scheduled to open in 2024, which will bring medical
personnel and activity. Having a nearby, reliably accessible air facility can support the hospital.
• One of the key economic initiatives for the Cowichan Valley is the promotion of tech
companies.
• Just in time delivery has become a market norm. This can be facilitated by utilizing airports in
various supply chain stages.
Over the course of three months, a number of people were interviewed, meetings
held and some of these stakeholders included:
– Project Advisory Panel;
– Operations Manager from the Victoria International Airport;
– Airport Manager for the Nanaimo Airport;
– Local business people;
– Local pilots and aircraft owners;
– Butler Brothers (owner of the current Duncan Airport);
– Duncan Flying Club;
– Both the Nanaimo and Victoria Flying Club representatives; and
– Municipal Planning and Economic Development Staff.
• Cowichan 2050 Regional Collaboration Framework

– The Liveability section addresses the regional economy and addresses employment. The Airport would
provide opportunities for more diverse employment opportunities.
– Resiliency is also addressed as an airport would also provide the emergency and evacuation potential in
the event of an earthquake or other major catastrophic event.
• The power outage of December 2018 demonstrated that the Cowichan Valley community is vulnerable to being
isolated and that air services would increase the opportunities for provision of supplies, evacuation of the
injured and connectivity with other communities.
• Industrial Land Use Strategy
– The Report states “as competition and demand for industrial land becomes more acute in Cowichan, the
relationships that open the door to new, innovative and sustainable industrial land use development will
ultimately define the success of the strategy”.
• Considered a variety of airstrip options:

– Current Butler Airstrip
– 2,500 foot paved runway
– 3,500 foot unpaved gravel runway
• All options include costs for a site, site assessment, a
terminal, a helipad and other associated
infrastructure.
• Governance Models
– Privately Owned and Operated
– Publicly Owned and Privately Operated
– Publicly Owned and Operated
• Funding Options
– BC Air Access Program
– Airport Capital Assistance Program (passenger only)
– Other grant programs
– Partnership with the private sector
– Operations and leases
– Taxation and general revenues
The following assumptions were used in the study:

• 3,500 foot paved runway;
• Sufficient land to allow for a minimum of 60 acres of groundside industrial land and
airside land to allow for hangar development;
• Have the airport classified as a registered aerodrome but to ensure sufficient land
to apply for Aerodrome Authorization; and
• That the airport follows a publicly owned and publicly operated governance model.
• Based on the overall assumptions included within the report, the potential Cowichan
Valley airport would be considered feasible
• It is unlikely a positive cash flow would occur annually until after Year 4 or 5 of operation
• Over the life of the airport, industrial land leasing revenue accounts for 93.6% of lifecycle
revenue.
• Key Assumptions include:
• The weighted average cost of capital (WACC) is expected to be 3.96%, which is below
the market rate of 5.75%
• A rudimentary expense methodology is used considering the percentage of revenue.
As a result, the specific costs of debt and amortization are not considered.
Metric Value
Capital
Capital Cost $20,175,000
Available Funding $7,000,000
Net Capital Cost (Debt) $13,175,000
Return Metrics
Lifecycle Earnings $63,287,536
Return on Investment (ROI) 3.1
Capital Internal Rate of Return (IRR) 6.8%
Modified Internal Rate of Return (MIRR) 5.1%
Net Present Value (NPV) $11,046,480
Sensitivity Analysis - Price of Industrial Land

$35,000,000.00
$30,000,000.00
$25,000,000.00
$20,000,000.00
$15,000,000.00
$10,000,000.00
$5,000,000.00
$-
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Revenue (+$3) Revenue (-$6) Expenses Revenue(base)
• Economic Impact
• Public Safety
• Airport Network
For British Columbia, every dollar spent on air

transportation is expected to generate 1.936 dollars of
output. Additionally, each million dollars spent in the air
transportation industry is expected to create
approximately eight jobs (Statistics Canada 2019).
• While the analysis demonstrates that an airport would be feasible, it

is conditional on:
– An appropriate site adjacent to a major road
– Close to the new hospital
– $7 million of available start–up capital
– Community support
– Sufficient demand for industrial land as a primary revenue source to
support the airport’s ongoing operation.
• If the CVRD Board believes there is merit for the construction of a

Cowichan Valley airport, the next steps are:
– Investigate potential locations
– Complete community engagement
– Complete additional studies:
• Develop-ability of the Airport
• Detailed costs
STAFF REPORT TO
COMMITTEE
FROM: Recycling & Waste Management Division
Engineering Services Department
SUBJECT: Groundwater Monitoring of Nitrate Concentrations in Fisher Road Area
FILE: 0360-20-CHAITG
The purpose of this report is to report back to the Regional Services Committee (RSC) as
requested at the September 11, 2019 RSC meeting.
For direction.
BACKGROUND
Staff has previously provided two reports on the groundwater monitoring of nitrate concentrations
in the Fisher Road area; one dated May 2, 2019 for the May 22, 2019 RSC (Attachment A), the
other one dated August 7, 2019 for the August 28, 2019 RSC (Attachment B).
At the RSC meeting of August 28, 2019, it was moved and seconded that:
“it be recommended to the Board to pursue a meeting with the Ministry of

Environment Assistant Deputy Minister; and further that staff engage in
discussions with the Cobble Hill Aquifer Interagency Task Group and local
stakeholders, including Cobble Hill Improvement District, with respect to funding
ongoing monitoring of the Cobble Hill Aquifer; and that staff report back to the
Regional Services Committee meeting of October 23, 2019, with respect to
ongoing monitoring and associated costs.”
ANALYSIS
Below is a list of options that have been or can be further explored to cover the cost of ongoing
groundwater monitoring in the Fisher Road area. The options reflect Cowichan Valley Regional
District’s (CVRD) recent communication with the Ministry of Environment and Climate Change
Strategy (ENV), Cobble Hill Improvement District (CHID), Braithwaite Improvement District (BEID)
and Fisher Road Recycling (FRR).
An illustrative map (Appendix E) of the Fisher Road area is attached. It identifies the private
properties in question, the CVRD’s groundwater monitoring well locations, the identified
groundwater flow direction and the groundwater monitoring results retained by or on behalf of the
CVRD and/or the Cobble Hill Aquifer Interagency Task Group (CHAITG).
Option #1 – Sampling by ENV
The CVRD discussed the Fisher Road groundwater contamination issue at the 2019 annual Union
of BC Municipalities (UBCM) convention. As a result, the Executive Director of ENV’s Water
Protection and Sustainability Branch was assigned the responsibility to respond to this request by
Groundwater Monitoring of Nitrate Concentrations in Fisher Road Area
the CVRD. Following a review of the Fisher Road issue, ENV has declined to take on the
groundwater monitoring as set out their October 9, 2019 email (Attachment C).
Option #2 – Sampling by CHID with Funding by CVRD for Laboratory Expenses
Estimated Cost to the CVRD: $1,000 or $4,000 for two years
The Cobble Hill Area Director and CVRD staff met with representatives from CHID, BEID and
CHAITG on October 2, 2019. Based on this meeting, the CVRD understands that BEID and CHID
are concerned about drinking water quality and CHID is therefore willing to sample the CVRD’s
four monitoring wells. However, and as expressed by BEID, the responsibility of monitoring
groundwater quality impacts from private properties should not fall to CHID. It should be the
responsibility of regulatory agencies and/or the identified polluters. If CHID were to take on the
sampling of the CVRD wells, the following needs to be considered:
 The CVRD and CHID should enter into an agreement regarding the sampling procedures,
sampling parameters and associated expenses (Attachment D).
 For consistency and complexity of the multiple potential sources of groundwater
contamination, the CHAITG has recommended a full suite of sampling parameters,
including nitrogen isotopes. While CHID has offered to donate their time and equipment
to sample the wells, the CVRD does not expect CHID to cover the laboratory and courier
cost for all the recommended parameters.
 Any agreement between the CVRD and CHID will have to be approved by the CHID Board
of Trustees and the CVRD/CHAITG.
 One of the private facilities in this areas have objected to CHID sampling the wells on
behalf of the CVRD/CHAITG as they feel that CHID is biased against them and thus their
sample results may not be relied on.
 The estimated laboratory and courier cost of sampling the four CVRD wells is estimated
to be:
o $125 per well and sample event if a basic suite of parameters are sampled for; or,
o $500 per well and sample event, if the full suite of parameters, including isotopes,
as recommended by CHAITG is sampled for.
 The total cost will depend on how often the wells are sampled:
o ~$1,000 for the basic suite of parameters, once per year for two years.
o ~$4,000 for the full suite of parameters, once per year for two years.
Option #3 – Sampling by Fisher Road Recycling (FRR)
Estimated Cost to the CVRD: $0
As per their permit under the Organic Matter Recycling Regulation (OMRR), and as long as they
are operating a permitted composting facility, Fisher Road Recycling (FRR) is required to sample:
 their onsite supply well;

 their onsite (new) groundwater monitoring well (located on the northwest side of their
property), and,
 CVRD’s groundwater monitoring well MW12-1 (located north of their property).
While FRR is not required, by their ENV permit or the current well access agreement with the
CVRD to sample all four CVRD wells, FRR has offered, at their expense, to sample all four CVRD
wells on quarterly basis as they have to sample the above listed wells. Frequent sampling will help
to show seasonal variations in the groundwater contamination. FRR’s sampling will be completed
by a third party qualified professional (QP) consultant and samples will be analysed by a third
party licensed laboratory. The CVRD understands that FRR may be willing to add isotopes, at
their expense to their sampling once per year. Similar to Option #2 above, some stakeholders
have expressed concerns that FRR may be biased and thus their sample results may not be relied
on.
Option #4 – CVRD Funds Sampling
Estimated Cost to the CVRD: $20,000 for two years
The CVRD could elect to retain a third party QP consultant to carry out all the sampling of the
CVRD’s four wells. This way, there may be no issues of perceived biases for or against one or
more stakeholders. Sampling could be done bi-annually, annually, biennial or less frequently. As
set out in Attachment A, the estimated cost to retain a QP to sample the wells (including the QP’s
time, lab and courier costs, etc.) would be approximately $2,500 per well and sample event.
Total costs, assuming annual sampling over 2 years is $20,000. This cost is tentative until the call
for competitive bids have been completed. It is important to note that this expense has not been
budgeted for.
Option #5 – No Additional CVRD Investment at this Time
The CVRD could also choose to take no further action at this time and:
A. Wait for ENV to work on their “provincial approach to groundwater quality monitoring”, as
referenced in their October 9, 2019 correspondence; and/or,
B. Track the results of FRR’s required (by their ENV permit) and voluntary (i.e. the quarterly
sampling of CVRD’s wells) sampling of the CVRD wells and determine, based on the
results if any CVRD action is required in the future; and/or,
C. Enter into an agreement with CHID for any sampling parameters that they are willing to
cover the expense for.
Additional Cost - Hydrogeological Interpretation of Sample Results
Estimated Cost to the CVRD: $10,000 after two years
For the CVRD to partake in any sampling, staff recommends that a third party consulting company
be retained to provide an interpretation of the sample results after 2 years. Staff believes that it is
important to explain the results within the context of historical sample results and regulatory
requirements. It is also important to convey that the sample results may not show a straight linear
decline or increase, and to provide the hydrogeological reasons for this. Having a report would
benefit all stakeholders, including the general public and government agencies. As set out in
Attachment A, the estimated cost of a hydrogeological report is $10,000 per report.
As outlined in Attachment B, the fundamental question of how to fund this monitoring/sampling
project is still outstanding. This is an important consideration for the Board as it will establish policy
ramification throughout the region. The Board has three funding options at this time, should it wish
to fund any of the identified options going forward:
1. Utilization of a regional function

2. Utilization of a sub-regional function
3. Local grant funding specific to the area of concern.
Funding options one and two above lead to potential future policy issues with establishing policy
precedence as well as potential issues with regards to works outside of the functions original
establishment bylaw (e.g. CVRD Bylaw 1758 for budget function 520, Bylaw 3918 for budget
function 530 and Bylaw 3359 for budget function 131). Option three is at the discretion of the local
directors and could utilize either grant in aid funds without triggering long term policy challenges.
Given the level of interest on this issue, the final decision of the Board on its approach should be
communicated using a variety of means including; direct notification to interested parties, website
and media release.

The decision regarding the responsibility of the CVRD in ongoing management and monitoring of
contaminated sites is very sensitive at multiple levels. The CVRD’s public policy decision on its
response to the investment of public funds has substantial potential future impacts in other areas
and should be considered carefully.
This is a challenging issue for the community and the organization and has not been taken lightly.
This issues involves multiple agencies and spheres of influence with various responsibilities.
Ultimately, it is the responsibility of the province to uphold the polluter pay policies of the province,
and the Ministry of Health to protect the public’s drinking water resources. The current analysis
indicates that there is no immediate danger to the community’s water resource. We are committed
to ongoing work and collaboration with these entities as well as the community in resolving these
issues over time. Regardless of the option chosen substantial staff time has been and will be
expended to provide oversight to the management of the solid waste facilities falling under CVRD
jurisdiction.
☐ Communications & Engagement

Procurement)
Management)
☐ Land Use Services (Community Planning, Development Services, Inspection & Enforcement,
Ilse Sarady Tauseef Waraich

Engineering Technologist II Manager
Hamid Hatami, P. Eng.

General Manager
ATTACHMENTS:
Attachment A – May 2, 2019 RSC Staff Report
Attachment B – August 28, 2019 RSC Staff Report
Attachment C – Communication from the Ministry of Environment and Climate Change
Attachment D – Draft Monitoring Parameters and Methodology
Attachment E – Ground Water Quality Investigation Map
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ATTACHMENT C
-----Original Message-----
From: Zimmerman, Ted ENV:EX [mailto:Ted.Zimmerman@gov.bc.ca]
Sent: October 9, 2019 2:07 PM
To: Brian Carruthers <Brian.Carruthers@cvrd.bc.ca>
Subject: Re: Cobble Hill Aquifer
Good afternoon Brian,
Thanks for reaching out.
I’ve been working with our team here in ENV and with the other ministries to better understand the
history and accountabilities for the Fisher Road issue, and while I still have some connections to make,
thought I’d share the following points to support your representation to the Board:
* ENV is committed to working with our partners including local government and First Nations
communities on managing aquifer health
* We continue to support the Cobble Hill Aquifer Interagency Task Group, with representation from EPD
Regional Operations (Sajid Barlas), FLNRORD (Sylvia Barrosa), CVRD (Ilse Sarady), and VIHA
* We are encouraged to hear that nitrate levels have stabilized and are within drinking water standards
* Our understanding is that a greenhouse previously operating in the affected area has since shut down
* Improved practices on the 2 operating composting sites are expected to contribute to lower nitrate
conditions
* We are assessing options for a coordinated, provincial approach to groundwater quality monitoring,
however are unable able to fund additional site level water quality monitoring projects at this time
* We continue to encourage permit holders and proponents to be accountable for monitoring discharge
from their operations, and informing the community of those monitoring results to help guide decisions
at the local level
I’ll be sure to follow up with you in the next couple weeks and will be interested in hearing how the
board meeting goes on October 23.
All the best,
Ted Zimmerman
Executive Director, Water Protection and Sustainability Branch
ATTACHMENT D
CVRD Groundwater Monitoring Wells

Fisher Road Area, Cobble Hill, BC
Below is a draft list of sampling requirements for CVRD groundwater wells MW12-1, MW12-2,
MW12-3 and MW13-4. A site plan showing the well locations can be found in Appendix II.
1. Sampling by a Qualified Professional

The person sampling the wells should meet the following definition of a
“Qualified Professional": an applied scientist or technologist specializing in an applied science
or technology applicable to the duty or function, including, if applicable and without limiting
this, agrology, biology, chemistry, engineering, geology or hydrogeology and who:
i. is registered with the appropriate professional organization, is acting under that
organization's code of ethics and is subject to disciplinary action by that organization;
and,
ii. through suitable education, experience, accreditation and/or knowledge, may be
reasonably relied on to provide advice within their area of expertise.
2. Sampling Parameters
Groundwater sampling parameters, including field test, physical tests and chemical analyses
are presented in Appendix I. Clean, disposable sampling equipment and containers are
required to avoid cross contamination among the wells.
3. QA/QC
Field sampling program should incorporate a minimum of 10% QA/QC samples: duplicate
samples, transport blanks, and equipment blanks, etc. Chain of Custody (COC) must be filled
accurately and accompany the shipping coolers to the laboratory.
4. Data loggers
Data loggers are installed in the monitoring wells (MWs). The QP will remove the data loggers
prior to purging and sampling of the wells. Once sampling is complete, the data loggers will
be placed back at the same depth as they were found previously.
5. Sampling Protocol
The QP must carry out sampling in accordance with the Contaminated Sites Regulation,
Technical Guidance 8 and procedures described in the "British Columbia Field Sampling
Manual for Continuous Monitoring and the Collection of Air, Air-Emission, Water, Wastewater,
Soil, Sediment, and Biological Samples, 2013 Edition (Permittee)" or most recent edition, or
by alternative procedures as authorized by the director. A copy of the above manual is
available on the Ministry web page at:
http://www2.gov.bc.ca/assets/gov/environment/research-monitoring-and-
reporting/monitoring/emre/field_sample_man2013.pdf
In addition, and to ensure consistency with previous sampling events, all of the below
sampling procedures should done:
a. Ensure safety of QP prior to sampling;
b. Note any damage to the MWs or any other conditions that may affect the integrity of
the MWs;
c. Measure water level before pulling/re-installing the data loggers, so the data can be
calibrated;
d. Calculate purge volumes from the well data and static water level; and,
e. Collect field parameters and evaluate the optimum time for sampling based on the
results of field parameters measured using a multi-parameter meter.
6. Sampling Frequency
All four MWs will be sampled no less than once per year, in March.
7. Shipment to the Laboratory

All samples will be marked clearly, filtered and preserved as per requirements of the sampling
and placed in a cooler to avoid collision and breaking of sampling jars. The cooler must be
kept in cool condition, preferably around 4 degrees Celsius until it reaches the laboratory. The
COC will be placed in a Ziploc bag and a copy of the COC will accompany the cooler while
the sampler will keep the other copy for records.
Appendix I - Sampling Parameters
Field Tests (Water) Dissolved Metals (Water)

Conductivity, Client Supplied Dissolved Metals Filtration
Location
ORP, Client Supplied
Aluminum (Al)-Dissolved
Diss. Oxygen, Client Supplied
Antimony (Sb)-Dissolved
pH, Client Supplied
Arsenic (As)-Dissolved
Temperature, Client Supplied
Barium (Ba)-Dissolved
Beryllium (Be)-Dissolved
Physical Tests (Water)
Bismuth (Bi)-Dissolved
Conductivity Boron (B)-Dissolved
Hardness (as CaCO3) Cadmium (Cd)-Dissolved
pH Calcium (Ca)-Dissolved
Total Dissolved Solids Chromium (Cr)-Dissolved
Turbidity Cobalt (Co)-Dissolved
Copper (Cu)-Dissolved
Anions and Nutrients (Water) Iron (Fe)-Dissolved
Alkalinity, Total (as CaCO3) Lead (Pb)-Dissolved
Ammonia, Total (as N) Lithium (Li)-Dissolved
Chloride (Cl) Magnesium (Mg)-Dissolved
Fluoride (F) Manganese (Mn)-Dissolved
Nitrate and Nitrite (as N) Molybdenum (Mo)-Dissolved
Nitrate (as N) Nickel (Ni)-Dissolved
Nitrite (as N) Potassium (K)-Dissolved
Total Kjeldahl Nitrogen Selenium (Se)-Dissolved
Total Nitrogen Silicon (Si)-Dissolved
Total Organic Nitrogen Silver (Ag)-Dissolved
Dissolved Kjeldahl Nitrogen Sodium (Na)-Dissolved
Total Dissolved Nitrogen Strontium (Sr)-Dissolved
Sulfate (SO4) Thallium (Tl)-Dissolved
Tin (Sn)-Dissolved
Organic / Inorganic Carbon Uranium (U)-Dissolved
(Water) Vanadium (V)-Dissolved
Dissolved Organic Carbon Zinc (Zn)-Dissolved
Total Organic Carbon
The University of Calgary was used in 2018 for the following
parameters:
Water-stable isotopes (18O + 2H)

Nitrates-stable isotopes (15N + 18O)
Appendix II – CVRD Well Locations
ATTACHMENT E
FRR CLS
ddf
GG
‘FRR’ – Fisher Road Recycling, ’CLS’ – Central Landscape Supplies, ‘GG’ –

former Gamboa Greenhouse property
STAFF REPORT TO
COMMITTEE
FROM: Environmental Services Division
SUBJECT: Memorandum of Understanding with Halalt First Nation
FILE: 0540-20-RS
The purpose of this report is to obtain Board approval for the attached Memorandum of
Understanding (MOU) between the Cowichan Valley Regional District (CVRD) and Halalt First
Nation.
That it be recommended to the Board that the Memorandum of Understanding between the CVRD
and Halalt First Nation related to current and ongoing collaboration on watershed management,
as attached to the Environmental Services Division’s October 10, 2019 staff report, be approved.
BACKGROUND
The purpose of the attached Memorandum of Understanding (MOU) is to commit to government
cooperation and coordination at the technical level between Halalt First Nation and the CVRD in
order to collaboratively work on projects and initiatives under the new Regional Drinking Water
and Watershed Protection Program. In particular, the MOU would enable Halalt First Nation and
the CVRD to engage in collaborative watershed management planning to support the wellbeing
of the Chemainus River watershed.
ANALYSIS
The attached MOU establishes a basis for cooperation and coordination at the technical level in
order to work on projects and initiatives in a mutually beneficial, effective and efficient manner for
the wellbeing of the Chemainus River watershed and the people who depend on it. This MOU also
establishes a government to government relationship which recognizes the unique relationship
between the two parties.
There are no additional costs associated with this MOU.
The establishment of enhanced relationships with the First Nations communities in our area is an
important component of reconciliation. It may be appropriate to recognize this by a variety of
means.

This MOU is aligned with the Strategic Plan action to formalize and enhance First Nations
relationships to ensure respective interests are communicated and considered.
Memorandum of Understanding with Halalt First Nation

☐ Corporate Services (Finance, Human Resources, Legislative Services, Information Technology,
Procurement)
Management)
Keith Lawrence
Senior Environmental Analyst Kate Miller, MCIP, RPP. LEED AP
Manager

General Manager
ATTACHMENTS:
Attachment A – 2019-09-19 Draft HFN and CVRD Chemainus MOU
ATTACHMENT A
Memorandum of Understanding
Between
Halalt First Nation
And
Whereas the Cowichan Valley Regional District has received direction from their electorate to pursue
Drinking Water and Watershed Protection within the Cowichan Valley Regional District administrative
area, which include the Chemainus River Watershed; and,
Whereas the Chemainus River runs through Halalt IR2, and Halalt First Nation has received direction
from Halalt community members to pursue the improvement of the Chemainus River and the fisheries
therein;
Therefore, Halalt First Nation and the Cowichan Valley Regional District commit to government to
government cooperation and coordination at the technical level wherever possible in order to work on
these projects and initiatives in a mutually beneficial, effective, and efficient manner for the wellbeing of
the Chemainus River watershed and the people who depend on it.
Signed on the ___ of ________________, 2019 by
____________________________ _____________________________
James Thomas Ian Morrison
Chief Chair
Halalt First Nation Cowichan Valley Regional District
_____________________________
Angie Legault
Corporate Officer
STAFF REPORT TO
COMMITTEE
SUBJECT: Directors Request for Meeting Support – Eurasian Milfoil Management
FILE: 0540-20-RS
The purpose of this report is to report back to the Regional Services Committee (RSC) as
requested at the October 9, Board meeting regarding Eurasian Milfoil Management.
For direction.
BACKGROUND
At the Board meeting of October 9, 2019, it was moved and seconded that:
“the request for support to organize up to four roundtable discussions with
appropriate agencies and stakeholders to discuss a Eurasian Milfoil Management
Plan for Shawnigan Lake be referred to staff in the Environmental Services
Division for a report outlining the feasibility and impact on other priorities.”
ANALYSIS
The Environmental Services group is a small group within the Cowichan Valley Regional District
(CVRD) charged with multiple areas of responsibility including but not limited to regional and sub-
regional planning in the following areas: water and watershed management programs, liquid waste
management strategies and infrastructure planning, Cowichan flood management strategies,
climate change adaptation including natural hazards mitigation, air quality, natural areas and
conservation planning, and finally the management of the regions invasive species strategy and
supporting bylaw.
The annual workplan of the group is driven by a number of factors including the corporate strategy,
the level of funding for each of the five functions that support staffing loads and external grant
funding deadlines. It is important to note that external funding grants are focused on meeting the
regional strategic planning objectives with external funding resources.
The existing workload of the group is at full capacity as currently some functions have been
reallocated to the group without additional staff support, in addition, two new substantial programs
have been taken on without new staffing – the new Drinking Water and Watershed Protection
function as well as the new Cowichan Lake Weir program. Capacity to take on new objectives not
directly aligned with existing workplan tasks is extremely challenging.
In support of the Directors request at the October 9, 2019 Board meeting, the only capacity the
group can currently offer is to support in scheduling a single meeting of the respective parties in
2019 for a “State of Discussion” focused on the control of aquatic invasive species. Staff can
organize and coordinate the meeting with a summary report (if required). If it is deemed of use
and makes strategic sense a series of follow up meetings could be organized in 2020 to discuss
Directors Request for Meeting Support – Eurasian Milfoil Management
strategic management and coordination of as yet unidentified actions. It is suggested that a minor
budget of $2,000 be set aside in the Function 131 2020 budget to cover meeting expenses and
coordination should it be necessary. Time and effort in 2019 can be absorbed by current staffing
in Function 131 with no anticipated expenses for room rental.
The outcomes of the Committee’s direction will be used to support direct communication to
external agencies interested in the subject matter.

This program aligns with the Regional Districts overall goals of protecting the environment.

Procurement)
Management)
Kate Miller, MCIP, RPP, LEED AP Not Applicable


General Manager
ATTACHMENTS:
STAFF REPORT TO
COMMITTEE
FROM: Finance Division
Corporate Services Department
SUBJECT: 2020 Draft Budget Review – Function 100 – General Government
FILE:
To present the 2020 Draft Budget for Function 100 – General Government
1. That Function 100 – General Government 2020 Draft Budget be approved.
2. That the Tier 1 supplemental request for Electronic Document and Records Management
Software for $300,000 be approved.
3. That the Tier 1 supplemental request for Administration and Payroll Support for $49,362
be approved.
4. That the Tier 1 supplemental request for an IT Security Audit for $15,000 be approved.
5. That the Tier 1 supplemental request for a CVRD Space Plan for $60,000 be approved.
6. That the Tier 2 supplemental request for a Legislative Services Secretary 3 for $76,487 be
approved.
7. That the Tier 2 supplemental request for a Human Resources Division Organization
Review for $15,000 be approved.
8. That the Tier 2 supplemental request for GIS Orthophotos for $100,000 be approved.
9. That the Tier 2 supplemental request for Corporate Performance Management Software
for $10,000 be approved.
BACKGROUND
At the June 12, 2019 Corporate Services Committee meeting a report went forward seeking
direction on the budget process for 2020. The Committee recommended preparing the 2020 Draft
Budget based on Core expenses with a maximum requisition increase for each function of 2.5%.
Supplemental requests should be submitted for any proposed non-core expenses.
ANALYSIS
Core Budget
As of 2020, Human Resources (HR), Information Technology (IT) and Geographic Information
Systems (GIS) budgets are included in the Function 100 – General Government budget. The five
year plan has been restated for 2019 so that a comparison can be made. The overall core
requisition for Function 100 is a decrease of $35,911 or 1.56% compared to 2019. Comparisons
within each section are net of one time expenses for 2019. The main changes are:
• Board and Other Board Expenditures is decreasing by $71,503 or 3.11% due to the
reduction of the regional grant in aid budget to $0 as per the Board’s resolution in June
and minor changes in other categories to reflect actual costs of previous years.
• Executive Office is increasing by $9,938 or 0.43% due to increases in wages and benefits
and the addition of training and development.
• Legislative Services is increasing by $18,873 or 0.82% due to increases in wages.
Function 100 – General Government 2020 Draft Budget Review
• Communications and Engagement is increasing by $6,204 or 0.27% due to changes in

wages and benefits and an increase in subscriptions primarily for PlaceSpeak.
• Common Administration is increasing by $102,012 or 4.43% due to an increase in the
amount contributed to Asset Management Function 571. Reductions in grant funding
available for this function necessitate an increase in the general government contribution
to ensure the work can continue.
• Finance Expenditures are increasing by $18,237 or 0.79% due to changes in wages and
benefits as well as increased training and development and an increase in the cost of the
armoured car service.
• HR Expenditures are increasing by $25,380 or 1.1% due to increases in wages and
benefits.
• IT Expenditures are increasing by $32,363 or 1.41% due to increases in wages and
benefits and a shift of computer software costs from individual departments to the IT
department.
• GIS Expenditures are increasing by $13,965 or 0.61% due to increases in wages and
benefits as well as software costs due to the value of the dollar.
• Other minor changes in Extended services, GM Corporate Services, Insurance and Other
amount to a total increase of $8,501 or 0.37%.
• Increases are offset by an increase in Cost Recovery and Other Revenue of $249,810 or
10.85%. This includes increases in the General Government Allocation which is calculated
based on 2018 actual expenditures for each function. Total cost recovery from the
allocation remains at approximately 60% of the consolidated General Government budget
as it has for the last several years.
Other Items to Maintain Service Level
Each division within Function 100 reviewed their budgets with a view to keeping the increase for
their division within the 2.5% limit. In many cases individual line items were decreased in order to
meet this and to allow room for the approval of as many supplemental items as possible.
Supplemental Items
There are a total of eight supplemental requests within the General Government Function for 2020.
Four of these have been ranked Tier 1 by the Senior Management Team. These are:
1. Electronic Document Records Management Software $600,000 total over two years with
$300,000 from requisition each year or a 13.03% increase in requisition. This software will
replace the existing system with a more holistic system that provides for both electronic
and paper document management through the full lifecycle of the records.
2. HR Administration and Payroll Support 0.5 FTE for $49,362 ongoing operating cost
increases or a 2.14% increase in requisition. Increased staffing has exacerbated the need
for general administrative support and increasing complexity and overall employee count
is increasing payroll demands. This would allow two existing regular part time staff to
increase hours as well as provide casual support for vacation coverage and succession
planning.
3. IT Security Audit $30,000 total project cost funded over two years. A $15,000 increase in
requisition results in a 0.65% increase in requisition. This would enable the audit to be
conducted in the first quarter of 2021 to ensure systems are secure and identify any gaps.
4. CVRD Space Plan for $60,000 in consulting fees to identify sustainable and long-term
solutions for the space constraints at 175 Ingram Street with funding proposed to come
from the operating reserve.
The remaining four supplemental requests were ranked Tier 2 by the Senior Management Team.
These are:
1. Legislative Services Secretary 3 for $76,487 ongoing operating costs resulting in a 3.32%
increase in requisition. The position would allow legislative services to meet increasing
operational demands and allow senior secretaries to focus on electronic meeting
management and support as well as other priorities.
2. HR Division Organization Review for $15,000 in consultant fees resulting in a requisition
increase of 0.65%. This would provide an outside opinion on the most effective level of
service that the HR Division should provide for the CVRD and recommendations on any
efficiencies that can be realized.
3. GIS Orthophoto for a total of $300,000 with $100,000 per year for three years and ongoing
costs of $50,000 thereafter resulting in a 4.34% increase in requisition for the next three
years. The request is for an annual increase in funding to the acquisition of orthophotos
and relevant data. In 2017 an amount of $15,000 per year was approved however after
partnering with other Vancouver Island local governments and obtaining pricing, the
current amount is not sufficient. The quote to obtain the data for the entire CVRD region
was $248,631.89.
4. Corporate Performance Management Software for $10,000 ongoing operating costs
resulting in a 0.43% increase in requisition. This annual software subscription would
enable detailed tracking and reporting of projects linked to objectives of the CVRD
corporate strategic plan.
Reserves
The consolidated operating reserve for Function 100 is expected to be $1,182,000 at the end of
2019 with a minimum balance of $891,000 and a maximum of $1,781,000. Within the consolidated
reserve are individual reserves as follows:
HR estimated at $12,753 at the end of 2019.
IT estimated at $125,189 at the end of 2019.
GIS estimated at $89,568 at the end of 2019.
The capital reserve is estimated to be $19,000 at the end of 2019.
Should all items be approved, the total requisition would increase by $589,940 or 23.01% for the
year.
After each committee meeting the budget documents on the website will be updated so that the
impact of all budget decisions can be seen.

N/A
GENERAL MANAGER COMMENTS ☒ Not Applicable

Procurement)
Management)
Talitha Soldera, CPA, CGA Natalie Wehner, CPA, CMA

Assistant Manager, Planning Manager
Mark Kueber, CPA, CGA

General Manager
ATTACHMENTS:
Attachment A – F100 Vadim Report
Attachment B – F100 Year over Year Analysis
Attachment C – F100 Five Year Financial Plan
Attachment D – F100 Supplemental Requests
Cowichan Valley Regional District GL5260 Page : 1
Date : Sep 30, 2019 Time : 9:37 am
Budget Report by Cost Center
Attachment A
Account Code : ??-?-????-???? To : ??-?-????-???? Function Type : Selective
GENERAL REVENUE FUND

100 - LEGISLATIVE - GENERAL
2017 2018 2019 2020
ACTUAL ACTUAL AMENDED BUDG DRAFT BUDGET
OPERATING REV
2000 GRANTS
01-1-2000-2100 FEDERAL GRANTS IN LIEU -330 -340 -400 -400
01-1-2000-2101 PROVINCIAL GRANTS IN LIEU -3,829 -4,323 -4,500 -4,000
01-1-2000-2131 REVENUE SHARING -75,000 -75,000 -75,000 -75,000
01-1-2000-2133 PROVINCIAL - ADMIN -75,000 -75,000 -75,000 -75,000
01-1-2000-2700 GENERAL -4,000 -53,660 0 0
Total GRANTS -158,159 -208,322 -154,900 -154,400
4433 RECOVERY OF COSTS

01-1-4433-0000 GENERAL -8,838 -25,140 0 0
01-1-4433-2117 EMBC -9,736 9,736 0 0
Total RECOVERY OF COSTS -18,574 -15,404 0 0
4771 SALES
01-1-4771-3605 MAPS -165 -2,439 0 0
Total SALES -165 -2,439 0 0
5510 INTEREST INCOME

01-1-5510-0000 INTEREST INCOME -146,233 -249,533 -100,000 -100,000
Total INTEREST INCOME -146,233 -249,533 -100,000 -100,000
5900 MISCELLANEOUS
01-1-5900-2700 GENERAL -346 -9,047 0 0
01-1-5900-5050 F.O.I. RECOVERIES -697 -164 0 0
Total MISCELLANEOUS -1,043 -9,211 0 0
7571 REQUISITION
01-1-7571-0000 REQUISITION -2,011,561 -2,304,306 -2,302,673 -2,266,762
Total REQUISITION -2,011,561 -2,304,306 -2,302,673 -2,266,762
9110 SURPLUS/DEFICIT - CURRENT YEAR

01-1-9110-0000 SURPLUS/DEFICIT -661,442 0 -488,100 -488,100
Total SURPLUS/DEFICIT - CURR -661,442 0 -488,100 -488,100
9120 TRANSFER FROM OPERATING RESERVE

01-1-9120-0000 TSF FROM OPERATING RESER -70,033 0 -265,200 -43,000
01-1-9120-0020 I.T. 0 0 -32,000 0
01-1-9120-0021 H.R. -6,100 -57,556 -42,000 0
01-1-9120-0022 M.I.A. 0 0 -49,931 0
01-1-9120-0023 G.I.S. 0 0 -50,000 0
Total TRANSFER FROM OPERAT -76,133 -57,556 -439,131 -43,000
Date : Sep 30, 2019 Time : 9:37 am

2017 2018 2019 2020
Total OPERATING REV -3,073,309 -2,846,771 -3,484,804 -3,052,262

OPERATING EXP
1130 BOARD EXPENDITURES

01-2-1130-1190 DIRECTORS - REGULAR PAY 324,133 325,006 320,960 323,919
01-2-1130-1400 BENEFITS 7,077 7,090 61,842 68,050
01-2-1130-1810 DIRECTORS' EXPENSES 639 2,414 1,000 1,000
01-2-1130-1860 DIRECTORS' TRAVEL 7,731 7,231 10,000 7,500
01-2-1130-2007 TAC EXPENSES 1,587 1,097 2,000 5,780
01-2-1130-2131 TELEPHONE 1,062 983 3,400 1,200
01-2-1130-2341 REGISTRAT/CONFERENCES/S 1,818 2,055 2,000 2,000
01-2-1130-2475 MISCELLANEOUS EQUIPMENT 2,355 389 5,000 1,000
01-2-1130-2532 COMPUTER SOFTWARE UPGR 1,059 895 2,000 500
01-2-1130-5110 SUNDRY EXPENSES 1,058 163 1,000 1,000
01-2-1130-5121 MEETING EXPENSES 15,316 16,085 14,550 14,550
Total BOARD EXPENDITURES 363,834 363,409 423,752 426,498
1145 BUSINESS OPERATING COSTS

01-2-1145-5110 SUNDRY EXPENSES 0 130 0 0
01-2-1145-5920 SUPPLIES - OFFICE 0 1,031 0 0
Total BUSINESS OPERATING CO 0 1,161 0 0
1190 OTHER BOARD EXPENDITURES

01-2-1190-1400 BENEFITS 0 6 0 0
01-2-1190-2002 AFFORDABLE HOUSING 0 3 0 0
01-2-1190-2003 DRINKING WATER & WATER PR 0 104 0 0
01-2-1190-2210 ADVERTISING 802 449 1,000 1,000
01-2-1190-2213 PINS 0 0 500 500
01-2-1190-2320 LEGAL SERVICES 650 3,297 50,000 50,000
01-2-1190-2330 CONSULTANTS 108,308 35,729 100,000 83,000
01-2-1190-2371 INSURANCE - CASUALTY 600 500 600 600
01-2-1190-2591 PURCHASED MTCE/COMPUTE 2,549 2,286 26,400 26,400
01-2-1190-4540 ALLOC - INFO TECHNOLOGY 7,575 17,094 17,526 0
01-2-1190-5110 SUNDRY EXPENSES 359 0 0 750
01-2-1190-5122 PROMOTIONS 4,807 8,296 7,500 7,500
01-2-1190-7500 GRANT IN AID 309,400 165,000 75,000 0
01-2-1190-7502 STRATEGIC INVESTMENT 0 0 75,000 75,000
01-2-1190-8100 INTEREST-TEMPORARY BORR 14,055 20,582 26,000 26,000
01-2-1190-9910 CONTINGENCY 0 0 488,100 488,100
Total OTHER BOARD EXPENDIT 449,104 253,346 867,626 758,850
1210 EXTENDED SERVICES

Date : Sep 30, 2019 Time : 9:37 am

2017 2018 2019 2020
01-2-1210-4204 ALLOC - PLANNING 15,000 79,222 79,222 80,800

01-2-1210-4206 ALLOC - ENGINEERING WAGES 20,000 20,000 20,000 20,000
Total EXTENDED SERVICES 35,000 99,222 99,222 100,800
1211 EXECUTIVE OFFICE

01-2-1211-1101 SALARIES/FULL TIME REGULA 290,202 274,234 278,466 284,056
01-2-1211-1204 WAGES - HOURLY 0 2,098 2,500 5,000
01-2-1211-1400 BENEFITS 58,608 58,377 77,970 79,536
01-2-1211-2110 CONFERENCES & SEMINARS 3,752 13,942 15,134 14,644
01-2-1211-2111 TRAVEL 8,573 2,868 3,000 3,000
01-2-1211-2210 ADVERTISING 14,258 532 125 0
01-2-1211-2230 SUBSCRIPTIONS 1,706 1,414 0 0
01-2-1211-2320 LEGAL SERVICES 1,423 15,187 250 0
01-2-1211-2330 CONSULTANTS 12,630 1,452 15,000 6,500
01-2-1211-2338 CONTRACT FOR SERVICES 1,137 0 0 0
01-2-1211-2340 TRAINING & DEVELOPMENT 1,360 0 0 7,500
01-2-1211-2388 GREEN TEAM 3,439 1,613 5,000 5,000
01-2-1211-2395 MEMBERSHIPS 381 1,702 2,000 2,000
01-2-1211-2475 MISCELLANEOUS EQUIPMENT 4,655 1,964 1,500 1,500
01-2-1211-2532 COMPUTER SOFTWARE UPGR 530 447 2,620 2,650
01-2-1211-4105 PROJECT EXPENDITURES 2,385 11,500 0 0
01-2-1211-4550 ALLOC - HUMAN RESOURCES 6,100 5,880 8,305 0
01-2-1211-5110 SUNDRY EXPENSES 2,873 513 633 750
Total EXECUTIVE OFFICE 430,420 405,137 422,266 415,136
1212 LEGISLATIVE SERVICES

01-2-1212-1204 WAGES - HOURLY 0 0 0 3,646
01-2-1212-1400 BENEFITS 111,713 102,705 138,883 134,978
01-2-1212-2111 TRAVEL 15 186 1,300 1,000
01-2-1212-2210 ADVERTISING 5,289 5,465 14,000 8,730
01-2-1212-2230 SUBSCRIPTIONS 587 822 0 0
01-2-1212-2320 LEGAL SERVICES 756 0 1,000 1,000
01-2-1212-2330 CONSULTANTS 3,997 219 0 0
01-2-1212-2340 TRAINING & DEVELOPMENT 125 0 1,000 1,000
01-2-1212-2395 MEMBERSHIPS 1,717 1,201 2,127 1,887
01-2-1212-2532 COMPUTER SOFTWARE UPGR 2,151 23,631 12,000 12,000
01-2-1212-2543 B.C. ON-LINE 0 0 500 100
Date : Sep 30, 2019 Time : 9:37 am

2017 2018 2019 2020

01-2-1212-5110 SUNDRY EXPENSES 632 100 500 500
01-2-1212-5121 MEETING EXPENSES 63 0 0 400
Total LEGISLATIVE SERVICES 633,354 619,912 733,186 703,803
1213 GM CORPORATE SERVICES

01-2-1213-1400 BENEFITS 33,671 32,919 42,900 42,900
01-2-1213-2110 CONFERENCES & SEMINARS 2,204 442 3,000 3,000
01-2-1213-2111 TRAVEL 547 263 500 500
01-2-1213-2340 TRAINING & DEVELOPMENT 0 817 1,000 1,000
01-2-1213-2395 MEMBERSHIPS 1,466 1,468 1,500 1,500
01-2-1213-2532 COMPUTER SOFTWARE UPGR 265 0 300 300
01-2-1213-5110 SUNDRY EXPENSES 1,784 2,208 1,000 1,000
01-2-1213-9910 CONTINGENCY 0 0 942 1,000
Total GM CORPORATE SERVICE 223,374 205,998 226,801 221,825
1214 PROCUREMENT OFFICER

01-2-1214-1101 SALARIES/FULL TIME REGULA 70,215 0 0 0
01-2-1214-1400 BENEFITS 19,162 0 0 0
01-2-1214-2110 CONFERENCES & SEMINARS 2,109 0 0 0
01-2-1214-2111 TRAVEL 1,124 0 0 0
01-2-1214-2320 LEGAL SERVICES 12,840 0 0 0
01-2-1214-2475 MISCELLANEOUS EQUIPMENT 1,210 0 0 0
01-2-1214-4540 ALLOC - INFO TECHNOLOGY 3,788 0 0 0
01-2-1214-4550 ALLOC - HUMAN RESOURCES 3,050 0 0 0
01-2-1214-5110 SUNDRY EXPENSES 302 0 0 0
Total PROCUREMENT OFFICER 114,590 0 0 0
1215 COMMUNICATIONS & ENGAGEMENT

01-2-1215-1204 WAGES - HOURLY 0 8,904 10,000 20,000
01-2-1215-1400 BENEFITS 27,299 19,271 27,607 33,880
01-2-1215-2111 TRAVEL 602 -16 3,000 1,000
01-2-1215-2210 ADVERTISING 171 3,120 18,000 8,000
01-2-1215-2230 SUBSCRIPTIONS 0 0 0 20,000
Date : Sep 30, 2019 Time : 9:37 am

2017 2018 2019 2020
01-2-1215-2330 CONSULTANTS 35,840 101,028 225,000 18,000

01-2-1215-2340 TRAINING & DEVELOPMENT 467 2,371 5,000 3,900
01-2-1215-2395 MEMBERSHIPS 0 175 500 500
01-2-1215-2475 MISCELLANEOUS EQUIPMENT 0 1,017 0 0
01-2-1215-2532 COMPUTER SOFTWARE UPGR 265 2,728 1,000 1,000
01-2-1215-5110 SUNDRY EXPENSES 460 13,290 3,000 1,000
01-2-1215-9910 CONTINGENCY 0 0 942 1,000
Total COMMUNICATIONS & ENG 180,904 306,287 406,380 214,050
1219 COMMON ADMINISTRATIVE EXPEND

01-2-1219-2121 POSTAGE 9,618 13,052 10,000 5,000
01-2-1219-2122 COURIER & EXPRESS 34 14 100 100
01-2-1219-2131 TELEPHONE 11,377 11,269 12,000 12,000
01-2-1219-2210 ADVERTISING 7,651 13,324 9,500 8,500
01-2-1219-2230 SUBSCRIPTIONS 1,383 689 4,000 0
01-2-1219-2265 ASSET MANAGEMENT 35,893 55,123 51,682 147,184
01-2-1219-2371 INSURANCE - CASUALTY 500 0 500 500
01-2-1219-2372 INSURANCE DEDUCTIBLES 41,094 40,241 40,000 40,000
01-2-1219-2395 MEMBERSHIPS 1,342 0 1,350 0
01-2-1219-4545 ALLOC - G.I.S. 115,560 119,735 127,611 122,340
01-2-1219-4560 ALLOC - LIABILITY INSURANCE 9,678 10,721 8,286 10,060
01-2-1219-4585 ALLOC - BUILDING COSTS 275,894 317,005 243,536 267,893
01-2-1219-5110 SUNDRY EXPENSES 1,409 3,969 3,500 2,000
01-2-1219-5122 PROMOTIONS 0 0 500 500
01-2-1219-5915 SUPPLIES & RENTAL - PHOTOC 3,841 4,981 7,000 5,000
01-2-1219-5920 SUPPLIES - OFFICE 13,888 12,540 12,500 12,500
Total COMMON ADMINISTRATIV 536,597 612,538 537,555 639,567
1220 FINANCE EXPENDITURES

01-2-1220-1204 WAGES - HOURLY 0 1,925 6,000 0
01-2-1220-1400 BENEFITS 191,359 225,047 268,443 272,670
01-2-1220-2108 ARMOURED CAR SERVICE 1,462 1,363 2,000 8,160
01-2-1220-2111 TRAVEL 30 880 1,100 1,100
01-2-1220-2210 ADVERTISING 2,135 1,920 2,500 2,500
Date : Sep 30, 2019 Time : 9:37 am

2017 2018 2019 2020
01-2-1220-2230 SUBSCRIPTIONS 397 981 500 500

01-2-1220-2310 AUDITING SERVICES 31,451 31,074 39,500 37,500
01-2-1220-2320 LEGAL SERVICES 0 432 500 500
01-2-1220-2338 CONTRACT FOR SERVICES 40,468 16,130 20,000 10,000
01-2-1220-2340 TRAINING & DEVELOPMENT 3,603 4,607 10,000 17,950
01-2-1220-2395 MEMBERSHIPS 3,841 4,573 5,440 9,900
01-2-1220-2476 PURCHASED REPAIRS/OFFICE 1,669 104 600 2,600
01-2-1220-2543 B.C. ON-LINE 493 617 600 600
01-2-1220-2610 RENTALS - BUILDING 2,130 2,175 2,225 2,225
01-2-1220-5110 SUNDRY EXPENSES 581 9,192 2,300 2,300
01-2-1220-8150 BANK CHARGES 132 580 2,500 2,500
01-2-1220-9190 CASH SHORT & OVER -29 -2 100 100
01-2-1220-9910 CONTINGENCY 0 0 3,415 4,000
Total FINANCE EXPENDITURES 1,057,491 1,223,047 1,494,224 1,398,775
1224 HUMAN RESOURCES

01-2-1224-1204 WAGES - HOURLY 0 3,685 0 0
01-2-1224-1250 EMPLOYER PAID UNION BUSIN 8,623 455 6,000 3,000
01-2-1224-1400 BENEFITS 127,818 126,931 171,349 181,056
01-2-1224-1450 BARGAINING 622 762 3,000 3,000
01-2-1224-2111 TRAVEL 2,543 2,513 4,200 4,000
01-2-1224-2115 EMPLOYEE RECOGNITION PRO 3,262 6,048 5,000 5,000
01-2-1224-2116 EFAP PROGRAM 15,990 16,835 18,000 18,000
01-2-1224-2121 POSTAGE 932 907 1,200 1,200
01-2-1224-2123 WORKPLACE WELLNESS COM 1,880 0 4,000 4,000
01-2-1224-2127 O.H. & S. COMMITTEE 827 587 2,000 2,000
01-2-1224-2128 EMPLOYEE WELLNESS 3,349 3,628 5,000 4,000
01-2-1224-2131 TELEPHONE 3,620 3,405 3,750 3,750
01-2-1224-2210 ADVERTISING 790 2,751 2,000 2,000
01-2-1224-2230 SUBSCRIPTIONS 269 1,474 2,500 2,000
01-2-1224-2320 LEGAL SERVICES 4,129 3,681 10,000 8,000
01-2-1224-2330 CONSULTANTS 19,577 0 45,000 4,250
01-2-1224-2395 MEMBERSHIPS 1,110 3,285 2,000 3,500
Date : Sep 30, 2019 Time : 9:37 am

2017 2018 2019 2020

01-2-1224-2591 PURCHASED MTCE./COMPUTE 7,605 783 5,000 5,000
01-2-1224-4111 ALLOC - BUILDING COSTS 0 0 52,607 0
01-2-1224-5110 SUNDRY EXPENSES 719 2,684 4,000 4,000
01-2-1224-5121 MEETING EXPENSES 968 140 1,000 500
01-2-1224-5920 SUPPLIES - OFFICE 1,866 2,892 2,100 2,100
01-2-1224-9910 CONTINGENCY 0 0 2,245 0
Total HUMAN RESOURCES 703,860 705,658 1,020,301 924,784
1229 INFORMATION TECHNOLOGY

01-2-1229-1400 BENEFITS 89,003 96,709 111,000 115,000
01-2-1229-2110 CONFERENCES & SEMINARS 2,494 50 3,000 3,000
01-2-1229-2111 TRAVEL 1,311 1,632 2,000 2,500
01-2-1229-2131 TELEPHONE 4,040 4,043 4,500 4,500
01-2-1229-2133 PHONE SWITCH 1,632 355 0 0
01-2-1229-2330 CONSULTANTS 1,499 6,582 5,500 5,000
01-2-1229-2338 CONTRACT FOR SERVICES 0 0 0 5,000
01-2-1229-2352 WEB PAGE 19,326 19,607 20,800 22,500
01-2-1229-2480 MINOR CAPITAL 11,386 25,437 22,500 22,250
01-2-1229-2591 PURCHASED MTCE./COMPUTE 60,505 50,342 79,800 96,200
01-2-1229-2675 INTERNET 16,092 14,830 18,000 18,000
01-2-1229-5110 SUNDRY EXPENSES 1,840 1,091 1,000 1,000
01-2-1229-5920 SUPPLIES - OFFICE 1,675 732 1,000 1,000
01-2-1229-5922 SUPPLIES - COMPUTER 4,829 4,299 5,500 5,000
01-2-1229-8215 SHORT TERM DEBT INTEREST 0 0 2,634 2,502
01-2-1229-8216 SHORT TERM DEBT PRINCIPAL 0 0 30,222 31,469
01-2-1229-9910 CONTINGENCY 0 0 8,487 4,385
Total INFORMATION TECHNOLO 584,742 672,718 810,612 806,806
1234 LIABILITY INSURANCE

01-2-1234-2366 M.I.A. PREMIUM 148,403 164,376 177,000 180,000
Total LIABILITY INSURANCE 148,403 164,376 177,000 180,000
6700 G.I.S.
Date : Sep 30, 2019 Time : 9:37 am

2017 2018 2019 2020
01-2-6700-1204 WAGES - HOURLY 10,755 0 0 0

01-2-6700-1400 BENEFITS 84,344 95,714 102,000 104,500
01-2-6700-2111 TRAVEL 252 536 1,300 1,300
01-2-6700-2131 TELEPHONE 1,417 1,338 2,400 1,500
01-2-6700-2330 CONSULTANTS 5,000 4,000 5,500 5,500
01-2-6700-2338 CONTRACT FOR SERVICES 0 0 67,000 15,000
01-2-6700-2340 TRAINING & DEVELOPMENT 4,822 5,675 5,500 5,500
01-2-6700-2480 MINOR CAPITAL 4,213 0 4,500 4,500
01-2-6700-2591 PURCHASED MTCE./COMPUTE 55,211 58,850 61,800 65,000
01-2-6700-5110 SUNDRY EXPENSES 1,594 579 2,000 1,500
01-2-6700-5920 SUPPLIES - OFFICE 549 1,550 4,000 2,500
01-2-6700-5922 SUPPLIES - COMPUTER 2,346 2,619 4,000 4,000
01-2-6700-9910 CONTINGENCY 0 0 4,335 10,000
Total G.I.S. 499,910 531,590 688,056 611,700
7142 SUMMER STUDENT PROGRAM

01-2-7142-1204 WAGES - HOURLY 9,920 10,883 13,545 13,545
01-2-7142-1400 BENEFITS 932 1,013 1,355 1,720
Total SUMMER STUDENT PROG 10,852 11,896 14,900 15,265
8222 CONTRIBUTION TO THIRD PARTY CAPITAL

01-2-8222-0000 CONTRIBUTION TO THIRD PAR 0 0 32,000 0
Total CONTRIBUTION TO THIRD 0 0 32,000 0
9900 INTERNAL RECOVERIES

01-2-9900-2372 INSURANCE DEDUCTIBLES -40,241 -24,378 -35,000 0
01-2-9900-4100 ALLOC - GENERAL GOVERNME -1,657,097 -1,735,529 -1,831,960 -3,550,590
01-2-9900-4540 ALLOC - INFO TECHNOLOGY -651,468 -786,314 -810,612 0
01-2-9900-4545 ALLOC - G.I.S. -577,801 -598,675 -638,056 -611,700
01-2-9900-4550 ALLOC - HUMAN RESOURCES -661,825 -688,314 -978,301 0
01-2-9900-4560 ALLOC - LIABILITY INSURANCE -148,403 -164,376 -127,069 -154,265
01-2-9900-4570 ALLOC - BILLING CLERK -45,307 -47,137 -48,080 -49,042
Total INTERNAL RECOVERIES -3,782,142 -4,044,723 -4,469,078 -4,365,597
Total OPERATING EXP 2,190,293 2,131,570 3,484,804 3,052,262

CAPITAL REV
7571 REQUISITION
Date : Sep 30, 2019 Time : 9:37 am

2017 2018 2019 2020
01-7-7571-0000 REQUISITION -35,000 0 0 0

Total REQUISITION -35,000 0 0 0
8250 M.F.A. FUNDING

01-7-8250-0002 M.F.A. FUNDING - SHORT TERM 0 0 -122,145 0
Total M.F.A. FUNDING 0 0 -122,145 0
9110 SURPLUS/DEFICIT
01-7-9110-0000 SURPLUS/DEFICIT 0 0 -32,855 0
Total SURPLUS/DEFICIT 0 0 -32,855 0

01-7-9120-0020 I.T. 0 0 -16,000 0
01-7-9120-0023 G.I.S. 0 0 -55,000 0
Total TRANSFER FROM OPERAT 0 0 -71,000 0
Total CAPITAL REV -35,000 0 -226,000 0

CAPITAL EXP
8221 TRANSFER/GENERAL CAPITAL

01-8-8221-6113 FURNITURE, FIXTURES, EQUIP 6,716 0 155,000 0
01-8-8221-6127 I.T. INFRASTRUCTURE 0 0 71,000 0
Total TRANSFER/GENERAL CAP 6,716 0 226,000 0
Total CAPITAL EXP 6,716 0 226,000 0
Surplus/Deficit -911,300 -715,201 -0 0

Date : Sep 30, 2019 Time : 9:37 am
2017 2018 2019 2020

Summary Total Revenues -3,073,309 -2,846,771 -3,484,804 -3,052,262

Summary Total Expenses 2,190,293 2,131,570 3,484,804 3,052,262
Summary Surplus/Deficit -911,300 -715,201 -0 0
2020 Year over Year Comparative Analysis Attachment B
Function: 100 - General Government
Requisition Change Proposed Requisition Requisition
2019 2020 $ Increase % Increase
Requisition Requisition (Decrease) (Decrease)
$2,302,673 $2,266,762 (35,911) (1.56%)
A) Core Budget 2019 2020 Requisition Requisition

$ Budget $ Budget $ Increase % Increase
(Decrease) (Decrease)
Explanation of increase/decrease: Change in Board and Other Board Expenditures 1,256,852 1,185,349 (71,503) (3.11%)
Change in Extended Services/GM Corp Services/Insurance/Other 509,389 517,890 8,501 0.37%
Change in Executive Office 405,198 415,136 9,938 0.43%
Change in Legislative Services 684,930 703,803 18,873 0.82%
Change in Communications 207,846 214,050 6,204 0.27%
Change in Common Administration 537,555 639,567 102,012 4.43%
Change in Finance Expenditures 1,380,538 1,398,775 18,237 0.79%
Change in Human Resources Expenditures 899,404 924,784 25,380 1.10%
Change in Information Technology Expenditures 774,443 806,806 32,363 1.41%
Change in GIS Expenditures 597,735 611,700 13,965 0.61%
Change in Cost Recovery and other revenue (4,270,187) (4,519,997) (249,810) (10.85%)
0 0.00%
Subtotal 2,983,703 2,897,863 (85,840) (3.73%)
B) Prior Year One-time items
One time transfers from operating reserve (49,931) 0 49,931 2.17%

0 0.00%
Subtotal (49,931) 0 49,931 2.17%
Max 2.5% Draft 2020 Budget (35,909) (1.56%)

C) Other items to maintain service level
0 0.00%
0 0.00%
Subtotal 0 0 0 0.00%
Total Draft 2020 Budget (35,909) (1.56%)
D) Supplemental Items
1) Legislative Services Secretary 3 Operating - 76,487 76,487 3.32%

2) Electronic Document Records Management Operating - 300,000 300,000 13.03%
3) Admin and Payroll Support Operating - 49,362 49,362 2.14%
4) HR Division Organziation Review Operating - 15,000 15,000 0.65%
5) IT Security Audit Operating - 15,000 15,000 0.65%
6) GIS Orthophoto Operating - 100,000 100,000 4.34%
7) Corporate Performance Mgmt Software Operating - 10,000 10,000 0.43%
8) CVRD Space Plan (from Reserve) Operating - 60,000 60,000 n/a
Subtotal - 625,849 625,849 24.57%
Max 2020 Requisition change if Supplemental items are Approved 589,940 23.01%
Notes:
1) The Operating Reserve balance at December 31, 2018 is $1,691,188 with $448,131 committed in 2019 - uncommitted balance is $1,243,857.
2) The Capital Reserve balance at December 31, 2018 is $18,969 with $ committed in 2019 - uncommitted balance is $18,969.
Attachment C
2020-2024 FINANCIAL EXPENDITURE PROGRAM
Service: General Government
Function: 100
TOTAL EXPENDITURE 2019 2020 2021 2022 2023 2024

Operational Costs $5,943,986 $5,541,581 $5,078,906 $5,184,513 $5,329,394 $5,453,132
Long Term Debt - - - - - -
Short Term Debt $32,856 $33,971 $33,971 $33,971 - -
Capital $226,000 - - - - -
Transfer to Capital Reserve - - - - - -
TOTAL APPLICATION OF FUNDS $6,202,842 $5,575,552 $5,112,877 $5,218,484 $5,329,394 $5,453,132
SOURCES OF FUNDS
Requisition/Parcel Tax $2,302,673 $2,266,762 $2,312,097 $2,358,339 $2,405,506 $2,453,616
User Fee - - - - - -
Transfer from Capital Reserve - - - - - -
Transfer from Operating Reserve $448,131 $43,000 $228,500 $228,500 $228,500 $243,500
Other $2,808,938 $2,777,690 $2,572,280 $2,631,645 $2,695,388 $2,756,016
Debt Proceeds $122,145 - - - - -
Surplus/(Deficit) $520,955 $488,100 - - - -
TOTAL SOURCE OF FUNDS $6,202,842 $5,575,552 $5,112,877 $5,218,484 $5,329,394 $5,453,132
2020 Debt Short Term with Principal & Interest

Proposed Amount Maturity P&I
Server/SAN $93,894 2022 $33,971
Total $33,971
Attachment D
2020 Budget - Supplemental Item

Title Electronic Document Records Management System Department CORPORATE SERVICES
Division LEGISLATIVE SERVICES Function 100 - General Government
Type Operating - On-going Priority 1
Description
Replace the existing, obsolete electronic document repository software (SIRE) with a holisitic Electronic Document and Records Management software solution that provides for both electronic and paper document management
through the full lifecycle of the records. The cost of the project includes software, consulting services for configuration and implementation, as well as supplemental resources required for the project. Ongoing maintenance/licensing
fees will be incurred annually.
Benefits
Standardized and consistent management of organizational records, improved access to information (efficiency), reduced risk due to enhanced compliance with regulations and legislation (e.g. retention, security, audit trails, FOI or
discovery requests, aspects of litigation management), scalability to accommodate increasing volumes of information over time
Risks
System failure on unsupported technology, significant data loss, inefficiencies and frustration related to difficulty locating documents, risk to reputation or legal exposure related to incomplete production of documents in an FOI or
litigation, increased IT costs for duplicated data storage & backup and non compliance.
Financial Information
Capital Operating
Funding Sources Total Funding 2020 2021 2022 2023 2024 5 Year Total Funding Sources 2020 2021 2022 2023 2024 5 Year Total
Requisition 600,000 300,000 300,000 600,000 Requisition - - 50,000 50,000 50,000 150,000
Operating Reserve 600,000 600,000 600,000 -
- -
300,000 900,000 - - - - - 50,000 50,000 50,000 150,000
Expenses Total Expenses 2020 2021 2022 2023 2024 5 Year Total Expenses 2020 2021 2022 2023 2024 5 Year Total
Transfer to Reserve 300,000 300,000 300,000 Maintenance - - 50,000 50,000 50,000 150,000
EDRMS Project 900,000 900,000 900,000 -
- -
300,000 900,000 - - - - - 50,000 50,000 50,000 150,000
Administration
Author Angie Legault/Sharon Heppner Date Prepared August 22, 2019
Approval Date
Title HR Administrative and Payroll Support Department CORPORATE SERVICES
Division HUMAN RESOURCES Function 100 - General Government
Type Operating - On-going Priority
Description
Workload in the HR Division is increasing. In 2019, SMT prioritized hiring a Safety & Wellness Advisor and HR Consultant and postponed the request for the equivalent of a 0.5 FTE to be divided between general administration and
payroll administration. Adding two full time staff to the Division has exacerbated the need for more general administrative support and increasing complexity and overall employee count is increasing payroll demands. If possible,
these hours will be distributed between the two existing regular part time staff, but may also be used for casual support for vacation coverage and succession planning.
Benefits
Freeing senior HR staff from administrative tasks and allowing focus on recruitment and program work, continuity of coverage (currently the two staff work one week on/one week off creating worklflow gaps). Succession training
(retirement of the Payroll Coordinator and one HR Assistant anticipated within 5 years), better able to meet recruitment demand, able to address increasing records workload.
Risks
Ongoing challenges in meeting recruitment needs, filing backlog, less than timely service delivery, increasing overtime for payroll staff leading to burnout, business continuity vulnerability with unanticipated absences
Capital Operating
- -
- -
- -
- - - - - - - - - - - - -
- Wages & Salaries 34,658 35,351 36,058 36,779 37,515 180,362
- Benefits 9,704 9,898 10,096 10,298 10,504 50,501
- Workstation/Tech 5,000 5,000
- - - - - - - 49,362 45,249 46,154 47,078 48,019 235,863
Administration
Author Barbra Mohan, Division Manager, Human Resources Date Prepared August 16, 2019
Approval Date
Title IT Security Audit Department
Division INFORMATION TECHNOLOGY Function 100 - General Government
Type Operating - One-time Priority
Description
IT Security Audit to follow up on same conducted in 2016 and to ensure our systems are secure as well as identify any gaps.
Benefits
Proactively reduce any potential breaches that may result in data loss. Although we build security into our systems our knowledge and scope is limited; an outside auditor is more familiar with current risks and can identify them and
make recommendations on how to close them.
Risks
Hacks and breaches are becoming more common place and it is difficult to fully stay abreast of potential risks - data loss, public scrutiny and downtime are all potential risks.
Capital Operating
- Internal/Requsition Allocation 15,000 15,000 30,000
- Transfer from Reserve - 30,000 - 30,000
- -
- - - - - - - 15,000 - 15,000 - - - -
- Reserve Transfer 15,000 15,000 30,000
- Security Audit - 30,000 - 30,000
- -
- - - - - - - 15,000 - 15,000 - - - -
Administration
Author Sharon Heppner Date Prepared August 13, 2019
Approval Date
Title CVRD Space Plan Department CORPORATE SERVICES
Division N/A Function 100 - General Government
Type Operating - One-time Priority 2
Description
The Space Plan will identify sustainable and long-term solutions for the space constraints that the 175 Ingram Street office is currently experiencing. The Plan will evaluate various options for providing additional
space which may include expanding the Ingram Street office building, developing the CVRD's vacant property on 1st Street and/or developing additional operations space at Bings Creek. The Plan will also provide
long-term solutions for the Bings Creek transfer station in form of a Master Plan to address long term space requirements for the operations based out of Bings Creek. Over the last number of years, the CVRD has
experienced an increase in population and number and complexity of services provided to residents. The CVRD head office has been modified and space reallocted over the years and it cannot accommodate any
additional staff over the long term.
Benefits
A strategic approach to space planning at with possible benefits: (1) Improving service delivery, (2) efficiently using resources, (3) enhancing staff satisfaction with regards to working conditions
Risks
An uncoordinated approach to space planning with potential risks: (1) Reductions in service delivery quality, (2) inefficient use of resources, (3) increased pressure on staff related to working conditions
Operating
Funding Sources 2020 2021 2022 2023 2024 5 Year Total
General Government 60,000 60,000
-
-
60,000 - - - - 60,000
Expenses 2020 2021 2022 2023 2024 5 Year Total

Consulting Fees 60,000 60,000
-
-
-
-
-
-
-
-
-
60,000 - - - - 60,000
Administration
Author Austin Tokarek Date Prepared August 27, 2019
Approval Date
Title Full time staff person Department CORPORATE SERVICES
Division LEGISLATIVE SERVICES Function 100 - General Government
Description
Secretary 3 to meet increasing operational demand. Estimate at Secretary 3 level Grade 4/Step 1 CUPE.
Benefits
Allowing senior secretaries to focus on electronic meeting management and support, additonal demands for organizational support due to growth, allowing Senior Legislative Services Staff to focus on other
priorities - policy, bylaws, agreements, records management, in-house training, approval processes, etc.
Risks
Organizational growth impacting day to day operations and the ability to carry out organizational priorities. Lack of support for strategic initiatives and inability to maintain or improve service levels to the
organization.
Operating
Requisition 76,487 73,002 81,402 82,847 84,319 398,057
-
-
76,487 73,002 81,402 82,847 84,319 377,276

Wages 55,302 56,408 57,536 58,687 59,861 287,794
Benefits 15,485 15,794 16,110 16,432 16,761 80,582
Conferences 100 100 100 100 100 500
Travel 100 100 100 100 100 500
Telephone 2,400 2,400
Training 500 500 500 500 500 2,500
Memberships -
Office Supplies 100 100 100 100 100 500
Miscellaneous Equipment 2,500 - - - - 2,500
76,487 73,002 74,446 75,919 77,422 377,276
Administration
Author Kathleen Harrison Date Prepared Jul 27, 2019
Approval Date
Title HR Div. Org. Review - Consultant Department CORPORATE SERVICES
Division HUMAN RESOURCES Function 100 - General Government
Type Operating - One-time Priority
Description
The CVRD is experiencing high recruitment demand, and with workload pressures being experienced in all areas of the organization, service level expectations of HR are growing at the same time as our capacity to
meet them is being compromised. With the recent addition of staffing, it is an opportune time to get an outside opinion on the most effective level of service that the HR Division should provide for the CVRD, the
staff count and organizational structure required to deliver it, and recommendations on any technological, performance or workflow efficiencies that can be realized.
Benefits
Streamlined, high quality, time sensitive, cost effective HR service delivery for the entire organization.
Risks
When workload pressures are high, strategic planning and attention to organizational design of the division is that much more difficult to accomplish internally.
Operating
Requisition 15,000 15,000
-
-
15,000 - - - - 15,000

-
Contract Consultant 15,000 15,000
-
-
-
-
-
-
-
-
15,000 - - - - 15,000
Administration
Author Barbra Mohan, Manager, Human Resources Division Date Prepared August 26, 2019
Approval Date
Title GIS Orthophoto & data Department CORPORATE SERVICES
Division INFORMATION TECHNOLOGY Function 100 - General Government
Type Operating - On-going Priority
Description
Increase yearly contribution for orthophotos and associated data needs - current amount is set at $15,000.
Benefits
Consistent, reliable data on par with our neighbouring local governments and a standardized data set on which effective decisions can be made.
Risks
Inconsistent, dated and unreliable data which can lead to the need for more one off data acquisitions which over time, is more costly and less useful.
Capital Operating
- Internal Allocation 100,000 100,000 100,000 50,000 50,000 400,000
- Transfer from Reserve - 300,000 - 300,000
- -
- - - - - - - 100,000 100,000 - 200,000 50,000 50,000 100,000
- Reserve transfer 100,000 100,000 100,000 50,000 50,000 400,000
- Ortho data acquisition - 300,000 - 300,000
- -
- - - - - - - 100,000 100,000 - 200,000 50,000 50,000 100,000
Administration
Author Sharon Heppner Date Prepared August 15, 2019
Approval Date
Title Cascade Strategy software Department EXECUTIVE OFFICE
Division N/A Function 100 - General Government
Description
Annual subscription to software that enables detailed tracking and reporting of projects linked to objectives of CVRD corporate strategic plan (approx. 30 user licenses)
gy p q y g j p j
Benefits g y g p
management and elected officials, and would provide greater transparency and measurement of our work towards achieving strategic goals. An additional benefit is the price, as CVRD would be added to a contract negotiated by the
Town of Ladysmith.
Risks
Without this software, CVRD staff will not have an easy mechanism to track and report on progress towards strategic objectives. Measurement will be inconsistent across the organization and largely anecdotal.
Capital Operating
- Requisition 10,000 10,000 10,000 10,000 10,000 50,000
- -
- -
- - - - - - - 10,000 10,000 10,000 10,000 10,000 50,000
- Cascade Strategy software 10,000 10,000 10,000 10,000 10,000 50,000
- -
- -
- - - - - - - 10,000 10,000 10,000 10,000 10,000 50,000
Administration
Author K. Schumacher Date Prepared August 20, 2019
Approval Date
STAFF REPORT TO
COMMITTEE
FROM: Public Safety Division
Community Services Department
SUBJECT: 2020 Draft Budget Review – Function 109 – Emergency 9-1-1
FILE:
To present the 2020 Draft Budget for Function 109 – Emergency 9-1-1.
That Function 109 – Emergency 9-1-1 2020 Draft Budget be approved.
BACKGROUND
ANALYSIS
Core Budget
The Emergency 9-1-1 function provides regional emergency 9-1-1 fire communications services
for the CVRD. This functions expenditures include the E-Comm Public Safety Answering Point
(PSAP), FireComm Contract for Service for the Secondary Public Safety Answering Point (SSAP),
Radio Tower and Infrastructure Capital Projects, Annual Maintenance, Leases and Licensing
costs. This function is funded through requisition. The proposed 2020 Core Budget requisition of
$1,040,568 represents a 2.5%increase over the 2019 requisition. The main changes are:
• Wages & Benefits increased by $3,196

• Minor Capital increased by $371
• Allocations – General Government increased by $20,162
• Allocations – Protective Services increased by $1,151
• Sundry Expenses increased by $500 (0.05%)

n/a
Supplemental Items
n/a
Reserves
The uncommitted operating reserve is $189,036. The minimum reserve level is $154,000 and the
maximum is $307,000. The uncommitted capital reserve is $239,458.
2020 Draft Budget Review – Function 109 – Emergency 9-1-1
Should all items be approved, the total requisition would increase by $25,380 or 2.5% for the year.

n/a

Procurement)
Management)
Keir Gervais Not Applicable

John Elzinga
General Manager
ATTACHMENTS:
Attachment A – Vadim Report
Attachment B – Year over Year Analysis
Attachment C – Five Year Financial Plan
Date : Aug 14, 2019 Time : 9:07am
Account Code : -- - To : -- - Function Type : Selective Attachment A

109 - EMERGENCY 9-1-1
2018 2018 2019 2019 2020
ACTUAL 2ND AMEND BU ACTUAL 2ND AMEND BU DRAFT BUDGET
OPERATING REV
2000 GRANTS
01-1-2000-2100 FEDERAL GRANTS IN LIEU -147 0 -138 0 0
01-1-2000-2101 PROVINCIAL GRANTS IN LIEU -1,867 0 -1,471 0 0
Total GRANTS -2,014 0 -1,610 0 0 0 0
7571 REQUISITION
01-1-7571-0000 REQUISITION -995,282 -995,282 -1,015,188 0 -1,040,568
Total REQUISITION -995,282 -995,282 -1,015,188 0 -1,040,568 0 0

01-1-9120-0000 TSF FROM OPERATING RESERVE -17,647 -17,647 0 0 0
Total TRANSFER FROM OPERATING -17,647 -17,647 0 0 0 0 0
Total OPERATING REV -1,014,943 -1,012,929 -1,016,798 0 -1,040,568

OPERATING EXP
1970 SSAP-DUNCAN
01-2-1970-1101 SALARIES/FULL TIME REGULAR 47,042 46,209 24,377 0 43,571
01-2-1970-1400 BENEFITS 12,277 12,939 8,150 0 12,200
01-2-1970-2131 TELEPHONE 9,629 12,000 7,118 0 12,000
01-2-1970-2338 CONTRACT FOR SERVICES 572,935 600,000 291,982 0 600,000
01-2-1970-2370 INSURANCE - PROPERTY 2,413 2,850 2,412 0 2,850
01-2-1970-2376 MAINTENANCE CONTRACT 69,704 102,967 10,158 0 103,005
01-2-1970-2450 R & M - MACHINERY & EQUIPMENT 134,738 102,967 25,233 0 103,005
01-2-1970-2475 MISCELLANEOUS EQUIPMENT 158 1,000 729 0 2,000
01-2-1970-2480 MINOR CAPITAL 740 0 0 0 371
01-2-1970-2629 LEASES - REPEATER SITES 4,663 12,500 8,427 0 20,000
01-2-1970-4100 ALLOC - GENERAL GOVERNMENT 21,375 21,375 20,542 0 40,704
01-2-1970-4209 ALLOC - PROTECTIVE SERVICE 34,122 34,122 34,211 0 35,362
01-2-1970-5110 SUNDRY EXPENSES 0 500 502 0 1,000
01-2-1970-7550 LICENCES & FEES 9,458 8,500 6,042 0 9,500
01-2-1970-9910 CONTINGENCY 0 5,000 0 0 5,000
Total SSAP-DUNCAN 919,254 962,929 439,882 0 990,568 0 0
8241 TRANSFER TO CAPITAL RESERVE

01-2-8241-0000 TSF TO CAPITAL RESERVE 50,000 50,000 0 0 50,000
Total TRANSFER TO CAPITAL RESE 50,000 50,000 0 0 50,000 0 0

Date : Aug 14, 2019 Time : 9:07am
Account Code : -- - To : -- - Function Type : Selective

109 - EMERGENCY 9-1-1
2018 2018 2019 2019 2020
Total OPERATING EXP 969,254 1,012,929 439,882 0 1,040,568
Surplus/Deficit -45,689 0 -576,915 0 0

Date : Aug 14, 2019 Time : 9:07am
2018 2018 2019 2019 2020

Summary Total Revenues -1,014,943 -1,012,929 -1,016,798 0 -1,040,568

Summary Total Expenses 969,254 1,012,929 439,882 0 1,040,568
Summary Surplus/Deficit -45,689 0 -576,915 0 0
Function: 109 - Emergency 9-1-1

$1,015,188 $1,040,568 25,380 2.50%

Explanation of increase/decrease: Increase in wages & benefits 52,575 55,771 3,196 0.31%
Increase in minor capital 2,000 2,371 371 0.04%
Increase in allocations - general government 20,542 40,704 20,162 1.99%
Increase in allocations - protective service 34,211 35,362 1,151 0.11%
Increase in sundry expenses 500 1,000 500 0.05%
0 0.00%
0 0.00%
Subtotal 109,828 135,208 25,380 2.50%
0 0.00%
0 0.00%
Max 2.5% Draft 2020 Budget 25,380 2.50%

0 0.00%
0 0.00%
Total Draft 2020 Budget 25,380 2.50%
1) Capital - 0 n/a
Debt - 0 n/a
Operating - 0 0.00%
2) Operating - 0 0.00%
Subtotal - - 0 0.00%
Notes:
1) The Operating Reserve balance at December 31, 2018 is $189,036 with $0 committed in 2019 - uncommitted balance is $189,036.
2) The Capital Reserve balance at December 31, 2018 is $189,458 with $50,000 committed in 2019 - uncommitted balance is $239,458.
Attachment C
Service: Emergency 9-1-1
Function: 109

Operational Costs $965,188 $990,568 $991,352 $995,949 1,071,558 1,082,274
Long Term Debt
Short Term Debt
Capital 250,000 250,000
Transfer to Capital Reserve 50,000 50,000 75,000 65,000
SOURCES OF FUNDS
Requisition/Parcel Tax 1,015,188 1,040,568 1,066,352 1,060,949 1,071,558 1,082,274
User Fee
Transfer from Capital Reserve 250,000 250,000
Transfer from Operating Reserve
Other
Debt Proceeds
Surplus/(Deficit)
STAFF REPORT TO
COMMITTEE
DATE OF REPORT September 26, 2019
SUBJECT: 2020 Draft Budget Review – Function 121 – Economic Development
FILE:
To present the 2020 Draft Budget for Function 121 – Economic Development.
1. That Function 121 – Economic Development 2020 Draft Budget be approved.
2. That the Tier 2 Supplemental request for $101,002, for a permanent, full-time Economic
Development Analyst for Function 121 – Economic Development, be approved.
3. That staff develop an Economic Development Sponsorship Policy for Board consideration.
BACKGROUND
Supplemental requests have been submitted for proposed non-core expenses.
ANALYSIS
Core Budget
The core budget for the Economic Development function is proposed to be $478,040, which
includes:
• Requisition - $448,040 (reduced from $464,587 in 2019)
• Operating Surplus - $15,000 (carried forward from 2019 for the Accommodation Strategy)
• Provincial Grant - $15,000 (for the Accommodation Strategy)
Key changes proposed to core budget expenditures include:

• Reduction in wages from $229,829 to $154,000;
o Reflects removal of temporary Special Projects Coordinator position and current
reduction in administrative support from 1.0 FTE to 0.8 FTE.
• Reduction in contract for services from $129,000 to $30,000;
o The only new project approved for 2020 is the Accommodation Strategy.
• Increase in EDC Agriculture and Film Projects Budget from $37,000 to $50,000;
o In 2019, the Film budget was reduced from $25,000 to $15,000; this funding pays
for a contract film coordinator; increased funding to $20,000 will support EDC
Strategic Plan actions to develop permanent film production facilities and services
in the Cowichan Valley; update Cowichan’s film location library; and develop new
film events and training opportunities.
o In 2020, the Agriculture Budget would be increased by $8,000 to continue
implementation of EDC Strategic Plan actions to support agriculture and food
Function 121 – Economic Development
processing sector development; key activities include participation in the land

matching program and Islands Agriculture Show.
Sport Tourism
The core budget for sport tourism includes wages and benefits for one 0.2 FTE Sport Tourism
Coordinator (7 hours per week), and associated operating expenses, conference attendance, and
membership. Responsible for website, print communications, and social media, and keeping a
facility database, sports contact database, and regional event schedule up to date. Responsible
for the grant program of funding and equipment to community organizations hosting single sport
events, and economic assessment of those events.
N/A
Supplemental Items
Two supplemental requests were put forward to the Senior Management Team for ranking under
Tier 1, Tier 2 or Tier 3. These include:
• Tier 2 - Economic Development Analyst ($101,002): this would be a permanent, full-time
position responsible for supporting ongoing Division activities, which include (but are not
limited to) project implementation (e.g. Industrial Land Use Strategy and Tech. Strategy
Implementation, business development, business retention and expansion, development
of strategic partnerships and relationships (e.g. local First Nations), and community
economic development.
• Tier 3 – Rowing Canada Promotional Materials ($25,000): funding would contribute to
positioning Rowing Canada as regionally significant. North Cowichan has been the lead
on the establishment of Rowing Canada’s national training centre locally, with the support
of the CVRD. This funding would allow for promotion across the region, including highway
signage, promotional materials, and events.
Reserves
The uncommitted operating reserve balance is $106,934 with a minimum level of $97,000 and a
maximum of $193,000. There is no capital reserve for this function.
year.
Should all items be approved, with the exception of the supplemental request for Rowing Canada
Promotional Materials, the total requisition would increase by $101,002 or 18.2%.
Should the budget be approved as presented, with no supplementals, the total requisition would
decrease by $16,647 or 3.56%.

The budget process improves the financial planning process and supporting information to
promote greater awareness of and confidence in the CVRD five-year financial plan as per 3.3 of
the CVRD’s Regional Strategic Focus Areas.
Function 121 – Economic Development

With respect to the budget for sponsorships (6501-5116), funds have been used in the past to
support economic development events and activities undertaken by organizations such as the
Duncan Chamber of Commerce, Cowichan Valley Museum, Vancouver Island Economic Alliance,
and the Vancouver Island Coastal Economic Development Association. An Economic
Development Sponsorship Policy (similar to the Arts and Culture Grant Disbursement Policy)
would be beneficial as the Division receives many requests for funding support and clear criteria
would ensure funds are disbursed appropriately.

Procurement)
Management)
Not Applicable Not Applicable

Not Applicable Not Applicable
Ann Kjerulf
General Manager
ATTACHMENTS:
Attachment D – F121 Supplemental Requests

Date : Sep 26, 2019 Time : 11:48 am
Attachment A

121 - ECONOMIC DEVELOPMENT
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
01-1-2000-2100 FEDERAL GRANTS IN LIEU -64 -78 0 0
01-1-2000-2101 PROVINCIAL GRANTS IN LIEU -726 -995 0 0
01-1-2000-2121 PROVINCIAL CONDITIONAL -7,250 -32,161 -63,500 -15,000
01-1-2000-2150 FEDERAL WAGE SUBSIDIES -1,710 0 0 0
Total GRANTS -9,750 -33,234 -63,500 -15,000

01-1-4433-0000 GENERAL -3,500 -13,630 -23,000 0
Total RECOVERY OF COSTS -3,500 -13,630 -23,000 0
7571 REQUISITION
01-1-7571-0000 REQUISITION -388,000 -530,476 -464,587 -448,040
Total REQUISITION -388,000 -530,476 -464,587 -448,040

01-1-9110-0000 SURPLUS/DEFICIT -143,135 -45,000 -49,599 -15,000
Total SURPLUS/DEFICIT - CURREN -143,135 -45,000 -49,599 -15,000

01-1-9120-0000 TSF FROM OPERATING RESERVE 0 -35,000 -37,001 0
Total TRANSFER FROM OPERATING 0 -35,000 -37,001 0
Total OPERATING REV -544,385 -657,340 -637,687 -478,040

OPERATING EXP
6501 E.D.C. EXPENDITURES

01-2-6501-1204 WAGES - HOURLY 23,403 15,573 0 0
01-2-6501-1301 WAGES 152,624 185,087 229,829 154,000
01-2-6501-1400 BENEFITS 44,127 46,731 52,032 43,120
01-2-6501-2111 TRAVEL 1,482 2,100 3,500 2,000
01-2-6501-2121 POSTAGE 89 2 100 100
01-2-6501-2131 TELEPHONE 5,066 4,513 5,000 5,000
01-2-6501-2210 ADVERTISING 38,116 18,394 10,500 8,500
01-2-6501-2230 SUBSCRIPTIONS 19 127 500 500
01-2-6501-2340 TRAINING & DEVELOPMENT 174 0 1,500 500
01-2-6501-2341 REGISTRAT/CONFERENCES/SEMINARS 1,950 3,077 2,000 4,000
01-2-6501-2352 WEB PAGE 0 535 500 1,500
Date : Sep 26, 2019 Time : 11:48 am

2017 2018 2019 2020
01-2-6501-2370 INSURANCE - PROPERTY 106 96 300 300

01-2-6501-2395 MEMBERSHIPS 1,724 1,047 1,500 1,500
01-2-6501-2475 MISCELLANEOUS EQUIPMENT 837 5,682 2,828 2,000
01-2-6501-2532 COMPUTER SOFTWARE UPGRADE 1,605 3,712 1,000 1,000
01-2-6501-2610 RENTALS - BUILDING 15,600 15,600 15,600 15,600
01-2-6501-4100 ALLOC - GENERAL GOVERNMENT 13,631 12,199 20,444 49,161
01-2-6501-4105 PROJECT EXPENDITURES 0 4,876 0 0
01-2-6501-4200 ALLOC - PLANNING 0 0 5,500 9,000
01-2-6501-4560 ALLOC - LIABILITY INSURANCE 4,839 5,360 4,144 5,030
01-2-6501-5110 SUNDRY EXPENSES 400 838 500 1,000
01-2-6501-5116 SPONSORSHIPS 0 3,443 0 10,000
01-2-6501-5915 SUPPLIES & RENTAL - PHOTOCOPY 57 41 500 500
01-2-6501-5920 SUPPLIES - OFFICE 1,172 499 1,500 1,500
01-2-6501-5922 SUPPLIES - COMPUTER 140 450 1,305 1,305
01-2-6501-8150 BANK CHARGES 75 0 800 0
Total E.D.C. EXPENDITURES 373,998 450,373 519,937 349,616
6504 EDC PROJECTS

01-2-6504-4615 AGRICULTURE 17,229 21,857 22,000 30,000
01-2-6504-4620 FILM 28,158 23,805 15,000 20,000
Total EDC PROJECTS 45,388 45,662 37,000 50,000
6506 SPORTS TOURISM

01-2-6506-1204 WAGES - HOURLY 15,286 8,453 18,000 18,000
01-2-6506-1400 BENEFITS 1,389 659 2,000 2,000
01-2-6506-2110 CONFERENCES & SEMINARS 0 960 5,000 5,000
01-2-6506-2131 TELEPHONE 562 530 500 674
01-2-6506-2210 ADVERTISING 3,270 413 8,000 8,000
01-2-6506-2338 CONTRACT FOR SERVICES 76 0 0 0
01-2-6506-2352 WEB PAGE 0 0 5,000 3,000
01-2-6506-2395 MEMBERSHIPS 0 1,600 1,750 1,750
01-2-6506-3104 BC SUMMER GAMES 22,500 28,171 0 0
01-2-6506-4105 PROJECT EXPENDITURES 0 25,726 0 0
01-2-6506-5121 MEETING EXPENSES 0 111 500 1,500
01-2-6506-5122 PROMOTIONS 2,050 0 1,500 1,500
01-2-6506-5920 SUPPLIES - OFFICE 42 0 1,000 1,000
Date : Sep 26, 2019 Time : 11:48 am

2017 2018 2019 2020
01-2-6506-7500 GRANT IN AID 0 15,450 31,500 30,000

01-2-6506-9910 CONTINGENCY 0 0 1,000 1,000
Total SPORTS TOURISM 48,549 82,071 80,750 78,424
Total OPERATING EXP 467,935 578,106 637,687 478,040
Surplus/Deficit -76,450 -79,235 0 0

Date : Sep 26, 2019 Time : 11:48 am
2017 2018 2019 2020

Summary Total Revenues -544,385 -657,340 -637,687 -478,040

Summary Total Expenses 467,935 578,106 637,687 478,040
Summary Surplus/Deficit -76,450 -79,235 0 0
Attachment B
2020 Year over Year Comparative Analysis

Function: 121 - Economic Development
$464,587 $448,040 -16,547 (3.56%)

Explanation of increase/decrease: 0 0.00%

Reduction in Wages and Benefits 237,861 197,120 -40,741 (8.77%)
Reduction in travel and Advertising 14,000 10,500 -3,500 (0.75%)
Reduction in Sport Tourism 80,750 78,424 -2,326 (0.50%)
Increase in Allocations 57,143 63,191 6,048 1.30%
Increase in various items 8,128 19,000 10,872 2.34%
Change in Agriculture and Film 37,000 50,000 13,000 2.80%
Subtotal 434,882 418,235 -16,647 (3.58%)
EDC Special Projects Assistant 44,000 0 -44,000 (9.47%)

Changes in Special Projects 129,000 30,000 -99,000 (21.31%)
Reduction in Provincial Conditional Grants/Transfers -173,100 -30,000 143,100 30.80%
Subtotal -100 0 100 0.02%
Max 2.5% Draft 2020 Budget (16,547) (3.56%)

0 0.00%
0 0.00%
Total Draft 2020 Budget (16,647) (3.56%)
1) Economic Development Analyst Operating - 101,002 101,002 21.74%

2) Rowing Canada Promotional Materials Operating - 25,000 25,000 5.38%
- 0 0.00%
- 0 0.00%
Subtotal - 126,002 126,002 27.12%
Notes:
1) The Operating Reserve balance at December 31, 2018 is $143,935.12 with $37,001 committed in 2019 - uncommitted balance is $.106,934.12.
The portion of this balance for Sport Tourism is $ , and the Economic Development balance is $ .
Attachment C
Service: Economic Development
Function: 121

Operational Costs $636,187 $478,040 $490,171 $498,974 $507,953 $517,112
Long Term Debt
Short Term Debt
Capital
Transfer to Capital Reserve
TOTAL APPLICATION OF FUNDS $636,187 $478,040 $490,171 $498,974 $507,953 $517,112
SOURCES OF FUNDS
Requisition/Parcel Tax 464,587 448,040 $440,171 $448,974 $457,953 $467,112
User Fee
Transfer from Capital Reserve
Transfer from Operating Reserve 37,001
Other 85,000 15,000 50,000 50,000 50,000 50,000
Debt Proceeds
Surplus/(Deficit) 49,599 15,000
TOTAL SOURCE OF FUNDS $636,187 $478,040 $490,171 $498,974 $507,953 $517,112
Attachment D

Title Economic Development Analyst Department LAND USE SERVICES
Division ECONOMIC DEVELOPMENT Function 121 - Economic Development
Description
Under the direction of the Manager of Economic Development, the Economic Development Analyst would build on work commenced by the Special Projects Coordinator (approved as a temporary position in 2018), and support
continued advancement of foundational studies and key projects including the: Industrial Land Use Strategy, Air Transport Feasibility Study, Tech Attraction Strategy, Sub-Regional Strategies, Food Processing Feasibility Study,
Regional Accommodation Strategy, community design charrettes, tourism, and housing and heritage symposia.
Benefits
The Economic Development Analyst would support implementation of major projects, including those noted above; provide additional capacity to develop and maintain relationships with business, industry, communities, First
Nations and local government partners; and leverage funding for new projects and initiatives.
Risks
Economic Development has embarked on major initiatives which require an investment of staff resources in order to be fully implemented. In the absence of staff resources, progress on such initiatives will be slowed and ability to
access or leverage funding will be diminished, thereby impacting regional and community economic development potential.
Capital Operating
- Requisition 101,002 102,977 104,992 107,046 109,142 525,159
- -
- -
- - - - - - - 101,002 102,977 104,992 107,046 109,142 525,159
- Wages 77,150 78,693 80,267 81,872 83,510 401,492
- Benefits 21,602 22,034 22,475 22,924 23,383 112,418
- Supplies/Training/Cell 2,250 2,250 2,250 2,250 2,250 11,250
- - - - - - - 101,002 102,977 104,992 107,046 109,142 525,159
Administration
Author Ann Kjerulf Date Prepared August 14, 2019
Approval Date
Title Promotional Materials - Rowing Canada Department COMMUNITY SERVICES
Division ECONOMIC DEVELOPMENT Function 121 - Economic Development
Type Operating - One-time Priority 1
Description
Rowing Canada's National Training Centre will be moving to Cowichan after the 2020 Summer Olympic Games. The Municipality of North Cowichan is the lead on the transition locally. The CVRD is supporting the transition. $25,000
is requested for projects like highway signage, promotional materials, site planning, welcome events, and other related activities.
Benefits
Having a National Training Centre will benefit the entire region, through promotion of our region to the outside world, and having elite athletes presence to the entire region.
Risks
The benefits of having a National Training Centre will be focused in North Cowichan only.
Capital Operating
- Requisition 25,000 25,000
- -
- -
- - - - - - - 25,000 - - - - 25,000
- Highway signage (Home of Rowing 25,000 25,000
- Canada), promotional materials, -
- site planning, welcome events -
- - - - - - - 25,000 - - - - 25,000
Administration
Author John Elzinga Date Prepared August 13, 2019
Approval Date
STAFF REPORT TO
COMMITTEE
DATE OF REPORT September 26, 2019
SUBJECT: 2020 Draft Budget Review – Function 123 – Regional Tourism
Services
FILE:
To present the 2020 Draft Budget for Function 123 – Regional Tourism Services.
That Function 123 – Regional Tourism Services 2020 Draft Budget be approved.
BACKGROUND
The role of the Regional Tourism Services function is to conduct tourism destination marketing
activities for the Cowichan Region. An annual contribution made by the CVRD under the terms
of Bylaw No. 2352 is allocated to Tourism Cowichan Society to provide destination-marketing
services in the manner proscribed in the Regional Tourism Services Contribution Agreement.
In 2020, Tourism Cowichan Society plans to use the annual $120,000 requisition provided by
CVRD to leverage an additional $182,200 in support from Destination BC. The CVRD also flows
resources from the Municipal Regional District Tax (MRDT) to Tourism Cowichan Society. The
estimated revenue from MRDT funding for 2020 is $400,000. Industry contributions in the form of
membership dues, account for $100,000 of Tourism Cowichan’s estimated $802,200 budget.
ANALYSIS
The $120,000 requisition for 2020 for Function 123 – Regional Tourism Services remains
unchanged from 2019. As the Regional Tourism Services budget now reflects an annual transfer
of funds to the Tourism Cowichan Society, the General Government recovery allocation is
considered limited service and is charged at a lower rate of 2% of the previous year’s operating
expenditures, which amounts to $2,641.00.
1. Core – Requisition for the Core budget is proposed to remain the same at $120,000.
2. Reserves – the current Operating Reserve balance for Regional Tourism Services is
$453.33.
N/A

This budget process improves the financial planning process and provides supporting information
to promote greater awareness of and confidence in the CVRD five-year financial plan as per 3.3
of the CVRD’s Regional Strategic Focus Areas. Within the Economic Development Cowichan
2020 Draft Budget Review – Function 123 – Regional Tourism Services
Strategic Plan for 2018-2022, tourism is acknowledged as a key sector with the Cowichan Region
under Goal 2: Sector Development.

Procurement)
Management)
Judy Mills Not Applicable

Secretary III Not Applicable
Ann Kjerulf
General Manager
ATTACHMENTS:
Date : Oct 02, 2019 Time : 2:34 pm Attachment A

123 - REGIONAL TOURISM SERVICES
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
Total GRANTS -244 -243 0 0
5900 MISCELLANEOUS
01-1-5900-7555 MRDT -130,381 -307,238 -400,000 -400,000
Total MISCELLANEOUS -130,381 -307,238 -400,000 -400,000
7571 REQUISITION
01-1-7571-0000 REQUISITION -120,000 -120,000 -120,000 -120,000

01-1-9120-0000 TSF FROM OPERATING RESERVE -15,000 -15,888 0 0
Total TRANSFER FROM OPERATING -15,000 -15,888 0 0

OPERATING EXP
1120 GENERAL EXPENDITURES

01-2-1120-2131 TELEPHONE 82 0 0 0
01-2-1120-4100 ALLOC - GENERAL GOVERNMENT 10,503 3,842 2,494 2,641
01-2-1120-7540 GRANT TO ORGANIZATION 124,497 132,046 117,506 117,359
01-2-1120-7555 GRANT TO ORG-MRDT 130,381 307,238 400,000 400,000
Total GENERAL EXPENDITURES 265,463 443,126 520,000 520,000
6545 TC PROJECTS
01-2-6545-5171 TRAVEL PLANNER 0 -50 0 0
Total TC PROJECTS 0 -50 0 0
Surplus/Deficit -162 -293 0 0

Date : Oct 02, 2019 Time : 2:34 pm
2017 2018 2019 2020


Summary Surplus/Deficit -162 -293 0 0
Attachment B

Function: 123 - Regional Tourism Services
$120,000 $120,000 0 0.00%


0 0.00%
0 0.00%
0 0.00%
0 0.00%
0 0.00%
0 0.00%
0 0.00%
0 0.00%
Max 2.5% Draft 2020 Budget - 0.00%

0 0.00%
0 0.00%
Total Draft 2020 Budget - 0.00%
1) Capital - 0 n/a
Debt - 0 n/a
Operating - 0 0.00%
Max 2020 Requisition change if Supplemental items are Approved - 0.00%
Notes:
1) The Operating Reserve balance at December 31, 2018 is $453.33 with $0.00 committed in 2019 - uncommitted balance is $453.33.
Attachment C
Service: Regional Tourism Services
Function: 123

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
Requisition/Parcel Tax 120,000 120,000 120,000 120,000 120,000 120,000
User Fee
Other 400,000 400,000 400,000 400,000 400,000 400,000
Debt Proceeds
Surplus/(Deficit)
STAFF REPORT TO
COMMITTEE
SUBJECT: 2020 Draft Budget Review – Function 131 – Environmental Initiatives
FILE: 0540-20-RS
To present the 2020 Draft Budget for Function 131 – Environmental Initiatives.
That Function 131 – Environmental Initiatives 2020 Draft Budget be approved.
BACKGROUND
ANALYSIS
Core Budget
The Environmental Initiatives Function covers expenditures for environmental programs including
climate adaptation, conservation strategy, invasive species and natural hazards. The proposed
2020 Core Budget requisition of $620,995 represents a 2.5% increase over the 2019 requisition.
This increase is primarily to support project work within the Environmental Services as a number
of large, externally-funded projects will be concluding in the first quarter of 2020.
• Salaries & Benefits decreased $23,827 due to reallocation of a portion of the wages to
other functions within the Environmental Services Division.
• Project Expenditures increased $54,899 to support climate, conservation, and natural
hazards work.
• Reduction in other costs of $16,000 through transfer of the Heather Mountain Snow Pillow
and water balance expenditures to the new Drinking Water and Watershed Protection
function.
There are no additional items required to maintain the current service level.
Supplemental Items
There are no supplemental requests for this function.

2020 Draft Budget Review – Function 131 – Environmental Initiatives
Reserves
The uncommitted operating reserve balance is $160,237. The minimum reserve level is $256,000
and maximum reserve level is $512,000.

Not applicable.

Procurement)
Management)
Jeff Moore Kate Miller, MCIP, RPP. LEED AP

Senior Environmental Analyst Manager

General Manager
ATTACHMENTS:
2020 Draft Budget Review – Function 131 – Environmental Initiatives

Date : Oct 11, 2019 Time : 3:08 pm

131 - ENVIRONMENTAL INITIATIVES
2017 2018 2019 2020
OPERATING REV
FEDERAL GRANTS IN LIEU -89 -86 0 0
PROVINCIAL GRANTS IN LIEU -1,082 -1,101 0 0
FEDERAL CONDITIONAL -146,938 -364,106 -915,000 -2,097,558
PROVINCIAL CONDITIONAL -109,939 -340,038 -230,000 -50,000
FEDERAL GAS TAX FUNDING -2,645 0 0 0
FEDERAL GAS TAX -44,105 -189,265 0 0
FEDERAL GAS TAX -27,085 0 0 0
GENERAL 0 -1,874 0 0
GENERAL 0 -107 0 0
PARTNER CONTRIBUTIONS -8,446 -36,554 0 0
REQUISITION -578,121 -586,944 -605,849 -620,995
SURPLUS/DEFICIT -14,168 -15,000 0 0
TSF FROM OPERATING RESERVE 0 -71,000 -50,000 -50,000
Total OPERATING REV -932,618 -1,606,076 -1,800,849 -2,818,553
OPERATING EXP
CONTRACT FOR SERVICES 2,645 240 0 0
REGIONAL SUSTAINABILITY/CLIMATE 44,105 164,556 0 0
COWICHAN RIVER BASIN 50,000 50,000 0 0
PROJECT EXPENDITURES 76,944 167,500 0 0
SALARIES/FULL TIME REGULAR 236,966 246,318 219,548 200,700
WAGES - HOURLY 22,354 12,306 13,638 13,909
BENEFITS 64,744 63,933 62,837 57,587
CONFERENCES & SEMINARS 4,222 5,260 5,000 5,000
TRAVEL 1,384 309 1,500 1,500
TELEPHONE 1,664 1,786 3,600 3,600
ADVERTISING 2,050 1,650 8,000 8,000
SUBSCRIPTIONS 0 0 300 300
LEGAL SERVICES 0 2,112 10,000 10,000
CONTRACT FOR SERVICES 199,272 21,678 25,000 25,000
TRAINING & DEVELOPMENT 467 1,046 5,000 5,000
MEMBERSHIPS 2,404 639 3,000 2,500
MISCELLANEOUS EQUIPMENT 2,061 7,853 4,000 4,000
COMPUTER SOFTWARE UPGRADE 4,087 3,334 4,000 4,000
PUBLIC EDUCATION 4,869 1,640 15,000 15,000
PARTNERSHIP PROJECT 0 0 50,000 50,000
ALLOC - GENERAL GOVERNMENT 29,449 22,958 31,980 71,067
PROJECT EXPENDITURES 28,230 113,718 97,565 152,464
ALLOC - INFO TECHNOLOGY 13,559 17,094 17,527 0
ALLOC - HUMAN RESOURCES 9,150 10,495 14,824 0
Date : Oct 11, 2019 Time : 3:08 pm

131 - ENVIRONMENTAL INITIATIVES
2017 2018 2019 2020
ALLOC - ENGINEERING 26,137 27,793 24,179 21,064

ALLOC - BUILDING COSTS 9,283 10,998 17,106 15,215
ALLOC - ADMINISTRATION 3,531 2,178 2,840 1,684
SUNDRY EXPENSES 8 304 200 200
FLOOD PLAIN MANAGEMENT 2,249 571,991 460,000 100,000
MEETING EXPENSES 322 736 1,000 1,000
WATER BALANCE PROGRAM 1,000 1,000 1,000 0
SNOW PACK MONITORING 7,000 3,500 15,000 0
SUPPLIES - OFFICE 121 128 300 300
CONTINGENCY 0 0 1,905 1,905
SALARIES/FULL TIME REGULAR 0 0 0 157,285
BENEFITS 0 0 0 44,040
CONFERENCES & SEMINARS 0 0 0 2,115
TRAVEL 0 0 0 1,620
TELEPHONE 0 0 0 330
ADVERTISING 0 0 0 750
CONSULTANTS - ENGINEERING 0 0 0 1,508,813
CONTRACT FOR SERVICES 0 0 0 249,750
TRAINING & DEVELOPMENT 0 0 0 915
MISCELLANEOUS EQUIPMENT 0 0 0 2,375
PUBLIC EDUCATION 0 0 0 60,750
PROJECT EXPENDITURES 0 0 685,000 0
ALLOC - ENGINEERING 0 0 0 16,575
ALLOC - ADMINISTRATION 0 0 0 1,325
Total OPERATING EXP 850,277 1,535,053 1,800,849 2,818,553

Date : Oct 11, 2019 Time : 3:08 pm
2017 2018 2019 2020

Summary Total Revenues -932,618 -1,606,076 -1,800,849 -2,818,553

Summary Total Expenses 850,277 1,535,053 1,800,849 2,818,553
ATTACHMENT B

Function: 131 - Environmental Initiatives
$605,849 $620,995 15,146 2.50%


Overall reduction of W/B from changes to staff load from S. Cowichan (+) and weir (-) 296,023 272,196 (23,827) (3.93%)
Increase in General Government allocations 31,980 71,067 39,087 6.45%
Reduction of IT, HR, building cost and admin allocations 76,476 37,963 (38,513) (6.36%)
Increase in project expenditures 97,565 152,464 54,899 9.06%
Transfer of Heather Mtn. snow pillow, water balance costs to new DWWP function 16,000 0 (16,000) (2.64%)
Reduction of membership fees 3,000 2,500 (500) (0.08%)
Subtotal 521,044 536,190 15,146 2.50%
0 0.00%
0 0.00%
Max 2.5% Draft 2020 Budget 15,146 2.50%

0 0.00%
0 0.00%
- 0 n/a
- 0 n/a
- 0 0.00%
- 0 0.00%
Notes:
1) The Operating Reserve balance at December 31, 2018 is $210,237 with $50,000 committed in 2019 - uncommitted balance is $160,237.
2) The Capital Reserve balance at December 31, 2018 is $ with $ committed in 2019 - uncommitted balance is $.
ATTACHMENT C
Service: Environmental Initiatives
Function: 131

Operational Costs $1,800,849 $2,818,553 $2,800,000 $990,000 $1,000,000 $1,010,000
Long Term Debt
Short Term Debt
Capital
TOTAL APPLICATION OF FUNDS $1,800,849 $2,818,553 $2,800,000 $990,000 $1,000,000 $1,010,000
SOURCES OF FUNDS
User Fee
Transfer from Gas Tax Reserve
Other 160,000 2,147,558 2,080,000 260,000 260,000 260,000
Debt Proceeds
Transfer from Operating Reserve 50,000 50,000 50,000 50,000 50,000 50,000
Surplus/(Deficit)
TOTAL SOURCE OF FUNDS $815,849 $2,818,553 $2,800,000 $990,000 $1,000,000 $1,010,000
STAFF REPORT TO
COMMITTEE
SUBJECT: 2020 Draft Budget Review – Function 150 – Municipalities/Library
Board – MFA Debt
FILE:
To present the 2020 Draft Budget for Function 150 – Municipalities/Library Board – MFA Debt.
That Function 150 – Municipalities/Library Board – MFA Debt 2020 Draft Budget be approved.
BACKGROUND
ANALYSIS
Core Budget
The role of this function is to facilitate MFA debt payments using monies transferred from
Municipalities and the Library Board. Member municipalities who wish to borrow funds for a period
greater than five years must borrow through the regional district. The regional district then enters
into a loan agreement with MFA, thus essentially guaranteeing the loan and helping ensure low
interest rates.
Long term borrowing through the MFA takes place twice per year in the Spring and Fall. The 2020
budget includes the estimated principal and interest payments from each member municipality
and from the library board.
N/A
Supplemental Items
N/A
Reserves
N/A
Should all items be approved, the total budget would decrease by $53,077 or 1.58% for the year.
Each municipality and the library board transfers sufficient funds to cover principal and interest
Function 150 – Municipalities/Library Board – MFA Debt
payments related to their debts to the regional district twice per year. These funds are then
transferred to the MFA.

N/A

Procurement)
Management)


General Manager
ATTACHMENTS:
Attachment B – F150 Five Year Financial Plan
Date : Sep 27, 2019 Time : 2:19 pm
GENERAL REVENUE FUND Attachment A

150 - MUNICIPALITIES/LIBRARY BOARD -
2017 2018 2019 2020
OPERATING REV
8400 TRANSFER IN/MFA/DEBENTURE DEBT

01-1-8400-0150 LIBRARY BOARD -46,830 -46,830 -46,830 -179,773
01-1-8400-0151 CITY OF DUNCAN -142,282 -142,282 -137,872 -119,540
01-1-8400-0152 DISTRICT OF NORTH COWICHA -2,328,649 -2,231,314 -2,226,314 -1,836,259
01-1-8400-0153 TOWN OF LADYSMITH -869,670 -859,670 -941,470 -1,163,837
Total TRANSFER IN/MFA/DEBEN -3,387,431 -3,280,097 -3,352,486 -3,299,409

OPERATING EXP
8140 DEBT CHARGES/PRINCIPAL MEM MUN

01-2-8140-0150 LIBRARY BOARD 17,830 17,830 17,830 100,821
01-2-8140-0151 CITY OF DUNCAN 86,337 86,337 86,337 72,415
01-2-8140-0152 DISTRICT OF NORTH COWICHA 1,041,525 1,012,527 990,427 990,427
01-2-8140-0153 TOWN OF LADYSMITH 590,045 590,045 590,045 754,612
Total DEBT CHARGES/PRINCIPA 1,735,737 1,706,740 1,684,639 1,918,275
8141 DEBT CHARGES/INTEREST MEM MUN

01-2-8141-0150 LIBRARY BOARD 29,000 29,000 29,000 78,952
01-2-8141-0151 CITY OF DUNCAN 55,945 55,945 51,535 47,125
01-2-8141-0152 DISTRICT OF NORTH COWICHA 1,287,124 1,218,787 1,235,887 845,832
01-2-8141-0153 TOWN OF LADYSMITH 279,625 269,625 351,425 409,225
Total DEBT CHARGES/INTEREST 1,651,694 1,573,357 1,667,847 1,381,134
Surplus/Deficit 0 -0 0 0
Date : Sep 27, 2019 Time : 2:19 pm
2017 2018 2019 2020

Summary Total Revenues -3,387,431 -3,280,097 -3,352,486 -3,299,409

Summary Total Expenses 3,387,431 3,280,097 3,352,486 3,299,409
Summary Surplus/Deficit 0 -0 0 0
COWICHAN VALLEY REGIONAL DISTRICT Attachment B
Service: Municipalities/Library Board - MFA Debt
Function: 150

Operational Costs
Long Term Debt $3,352,486 $3,299,409 $3,289,409 $3,279,409 $3,269,409 $3,259,409
Short Term Debt
Capital
SOURCES OF FUNDS
Requisition/Parcel Tax
User Fee
Other 3,352,486 3,299,409 3,289,409 3,279,409 3,269,409 3,259,409
Debt Proceeds
Surplus/(Deficit)
STAFF REPORT TO
COMMITTEE
FROM: Public Safety Division
Community Services Department
SUBJECT: 2020 Draft Budget Review – Function 205 – Emergency Planning
FILE:
To present the 2020 Draft Budget for Function 205 – Emergency Planning.
That Function 205 – Emergency Planning 2020 Draft Budget be approved.
BACKGROUND
ANALYSIS
Core Budget
The role of Emergency Planning is to provide emergency management for CVRD and its partner
Municipalities and First Nations. The core expenditures include Emergency Management
(mitigation, preparedness, response and recovery), Emergency Communications, Emergency
Social Services, Local Emergency Response Neighbourhoods, Search & Rescue, Fire Rescue
Coordination and Public Education. This function is funded through requisition, allocations and
Sale of Services to First Nations.
The proposed 2020 Core Budget requisition of $852,576 represents a 2.5% increase over the
2019 requisition. The main changes are:
• Grants increased by $25,000

• Wages & Benefits increased by $10,401
• Increase in Minor Capital, Misc. Equipment & Rentals by $11,000
• Decrease in Allocations by $25,933
• Increase in Vehicles (SPU, Truck & ETC Vehicle & fuel) by $3,904
• Decrease in incoming Allocations & Sale of Services by $9,599
• Increase in Fees, ESS & EOC Programs & Contingency by $36,824
n/a
Supplemental Items
n/a
Reserves
The uncommitted operating reserve $ 424,339. The minimum reserve level is $142,000 and the
maximum is $283,000. The uncommitted capital reserve is $111,663.
2020 Draft Budget Review – Function 205 – Emergency Planning

n/a

Procurement)
Management)
Keir Gervais Not Applicable

John Elzinga
General Manager
ATTACHMENTS:
Attachment A – Vadim Report
Attachment B – Year over Year Analysis
Attachment C – Five Year Financial Plan
Date : Aug 21, 2019 Time : 12:04pm
Account Code : -- - To : -- - Function Type : Selective Attachment A

205 - EMERGENCY PLANNING
2018 2018 2019 2019 2020
ACTUAL 2ND AMEND BU ACTUAL BUDGET VALUE DRAFT BUDGET
OPERATING REV
2000 GRANTS
01-1-2000-2100 FEDERAL GRANTS IN LIEU -115 0 -113 0 0
01-1-2000-2101 PROVINCIAL GRANTS IN LIEU -1,459 0 -1,206 0 0
01-1-2000-2121 PROVINCIAL CONDITIONAL -49,166 -22,500 -38,301 -25,000 -50,000
Total GRANTS -50,740 -22,500 -39,620 -25,000 -50,000 0 0
4200 SALE OF SERVICES - PROTECTIVE

01-1-4200-0000 SALE OF SERVICES - PROTECTIVE -25,425 -27,296 0 -26,827 0
Total SALE OF SERVICES - PROTE -25,425 -27,296 0 -26,827 0 0 0

01-1-4433-0000 GENERAL -8,334 0 -840 0 0
01-1-4433-2116 OFFICE OF FIRE COMMISSIONER -10,019 0 -677 0 0
01-1-4433-2117 EMBC -6,561 0 -321 0 0
01-1-4433-2132 FROM OTHER FUNCTIONS -982 0 -1,025 0 0
Total RECOVERY OF COSTS -25,895 0 -2,862 0 0 0 0
4435 P.E.P. - RECOVERY OF COSTS

01-1-4435-0000 P.E.P. - RECOVERY OF COSTS -42,014 0 -4,550 0 0
Total P.E.P. - RECOVERY OF COS -42,014 0 -4,550 0 0 0 0
5900 MISCELLANEOUS
01-1-5900-2700 GENERAL -579 0 0 0 0
01-1-5900-2754 TAXABLE MERCHANDISE SALES -150 0 -1,650 0 0
Total MISCELLANEOUS -729 0 -1,650 0 0 0 0
5921 DONATIONS
01-1-5921-2700 GENERAL -170 0 0 0 0
Total DONATIONS -170 0 0 0 0 0 0
7571 REQUISITION
01-1-7571-0000 REQUISITION -777,908 -777,908 -831,781 -831,781 -852,576
Total REQUISITION -777,908 -777,908 -831,781 -831,781 -852,576 0 0

01-1-9120-0000 TSF FROM OPERATING RESERVE 0 -18,500 0 0 0
Total TRANSFER FROM OPERATING 0 -18,500 0 0 0 0 0

Date : Aug 21, 2019 Time : 12:04pm

2018 2018 2019 2019 2020
Total OPERATING REV -922,882 -846,204 -880,463 -883,608 -902,576

OPERATING EXP

01-2-1120-2005 COMMUNITY INFORMATION 532 0 0 0 0
Total GENERAL EXPENDITURES 532 0 0 0 0 0 0
1220 FINANCE EXPENDITURES

01-2-1220-2110 CONFERENCES & SEMINARS 1,030 0 0 0 0
Total FINANCE EXPENDITURES 1,030 0 0 0 0 0 0
1222 EMERGENCY PLANNING

01-2-1222-1101 SALARIES/FULL TIME REGULAR 383,854 404,191 241,260 406,303 414,429
01-2-1222-1204 WAGES - HOURLY 1,264 0 0 0 0
01-2-1222-1400 BENEFITS 99,835 113,173 74,381 113,765 116,040
01-2-1222-2110 CONFERENCES & SEMINARS 6,087 7,000 3,592 10,000 10,000
01-2-1222-2111 TRAVEL 6,414 9,000 2,101 8,000 8,000
01-2-1222-2121 POSTAGE 607 900 0 700 700
01-2-1222-2131 TELEPHONE 3,295 4,400 2,199 4,000 4,000
01-2-1222-2142 FIRE SERVICES 13,908 15,000 2,949 15,000 15,000
01-2-1222-2210 ADVERTISING 1,608 2,000 0 2,000 2,000
01-2-1222-2230 SUBSCRIPTIONS 5,170 1,800 26 2,000 2,000
01-2-1222-2320 LEGAL SERVICES 0 500 295 500 500
01-2-1222-2330 CONSULTANTS 25,640 40,000 16,100 20,000 20,000
01-2-1222-2338 CONTRACT FOR SERVICE 0 35,000 0 35,000 35,000
01-2-1222-2340 TRAINING & DEVELOPMENT 8,830 10,000 5,315 10,000 10,000
01-2-1222-2370 INSURANCE - PROPERTY 1,372 1,260 1,267 1,400 1,400
01-2-1222-2395 MEMBERSHIPS 1,138 1,857 2,095 1,857 1,857
01-2-1222-2475 MISCELLANEOUS EQUIPMENT 4,330 7,000 3,157 3,000 5,000
01-2-1222-2480 MINOR CAPITAL 39,792 18,500 10,808 10,000 15,000
01-2-1222-2532 COMPUTER SOFTWARE UPGRADE 19,681 6,000 16,614 20,000 20,000
01-2-1222-2617 RENTALS 306 0 85 2,000 6,000
01-2-1222-4100 ALLOC - GENERAL GOVERNMENT 28,685 28,685 34,812 34,812 69,264
01-2-1222-4520 ALLOC - GM COM SERVICES 33,660 33,660 35,221 35,221 34,898
01-2-1222-4540 ALLOC - INFO TECHNOLOGY 34,188 34,188 30,672 30,672 0
01-2-1222-4550 ALLOC - HUMAN RESOURCES 14,699 14,699 20,762 20,762 0
01-2-1222-4560 ALLOC - LIABILITY INSURANCE 13,400 14,674 10,359 10,359 12,576
01-2-1222-4585 ALLOC - BUILDING COSTS 34,087 34,087 54,954 54,954 44,109
01-2-1222-4646 CLIMATE ACTION 0 3,500 0 0 0
Date : Aug 21, 2019 Time : 12:04pm

2018 2018 2019 2019 2020
01-2-1222-5110 SUNDRY EXPENSES 9,557 2,000 1,211 2,000 2,000

01-2-1222-5121 MEETING EXPENSES 427 1,000 322 500 500
01-2-1222-5915 SUPPLIES & RENTAL - PHOTOCOPY 5,684 9,000 4,816 8,000 8,000
01-2-1222-5920 SUPPLIES - OFFICE 2,299 2,000 1,488 2,000 2,000
01-2-1222-7550 LICENCES & FEES 9,107 9,000 5,282 9,000 9,200
01-2-1222-9910 CONTINGENCY 0 11,475 0 0 959
Total EMERGENCY PLANNING 808,926 875,549 582,143 873,805 870,432 0 0
1223 SPRINKLER PROTECTION UNIT

01-2-1223-2373 INSURANCE/AUTOMOTIVE EQUIPMENT 0 0 470 0 470
01-2-1223-2412 REPAIRS & MAINT.- OTHER 0 0 963 0 500
01-2-1223-2610 RENTALS - BUILDING 0 0 6,164 0 6,164
01-2-1223-5310 FUEL & LUBRICANTS 0 0 0 0 1,000
01-2-1223-5923 SUPPLIES 0 0 1,714 0 2,000
Total SPRINKLER PROTECTION UNI 0 0 9,311 0 10,134 0 0
1225 FORD F350 (NC9113)

01-2-1225-2373 INSURANCE/AUTOMOTIVE EQUIPMENT 0 0 705 0 705
01-2-1225-2466 R & M - FIRE VEHICLES 0 0 1,045 0 500
01-2-1225-5310 FUEL & LUBRICANTS 0 0 587 0 1,000
Total FORD F350 (NC9113) 0 0 2,336 0 2,205 0 0
1226 NEW PS TRUCK

01-2-1226-2373 INSURANCE/AUTOMOTIVE EQUIPMENT 0 0 0 0 1,000
01-2-1226-2466 R & M - FIRE VEHICLES 0 0 0 0 1,000
01-2-1226-5310 FUEL & LUBRICANTS 0 0 0 0 3,000
Total NEW PS TRUCK 0 0 0 0 5,000 0 0
1970 SSAP-DUNCAN
01-2-1970-2450 R & M - MACHINERY & EQUIPMENT 1,340 0 0 0 0
Total SSAP-DUNCAN 1,340 0 0 0 0 0 0
4057 INTERSTATE TRAILER (09519C)

01-2-4057-2466 R & M - FIRE VEHICLES 0 0 418 0 0
Total INTERSTATE TRAILER (0951 0 0 418 0 0 0 0
4058 98 JEEP GA764F

01-2-4058-2373 INSURANCE/AUTOMOTIVE EQUIPMENT 1,366 0 1,347 1,500 0
01-2-4058-2466 R & M - FIRE VEHICLES 4,328 0 2,387 2,000 0
01-2-4058-5310 FUEL & LUBRICANTS 4,000 0 1,964 3,000 0
Date : Aug 21, 2019 Time : 12:04pm

2018 2018 2019 2019 2020
01-2-4058-5610 VEHICLE & EQUIPMENT PARTS 0 0 458 0 0

Total 98 JEEP GA764F 9,694 0 6,156 6,500 0 0 0
4059 05 ESCAPE 389 CLB

01-2-4059-2373 INSURANCE/AUTOMOTIVE EQUIPMENT 1,123 1,300 1,318 1,300 1,300
01-2-4059-2466 R & M - FIRE VEHICLES 65 3,000 603 2,000 2,000
01-2-4059-5310 FUEL & LUBRICANTS 896 1,000 906 902 1,000
Total 05 ESCAPE 389 CLB 2,084 5,300 2,827 4,202 4,300 0 0
4060 EMERGENCY MANAGEMENT COMMITTEE

01-2-4060-0000 EMERGENCY MANAGEMENT COMMITTEE 484 5,000 2,309 5,000 5,000
Total EMERGENCY MANAGEMENT COM 484 5,000 2,309 5,000 5,000 0 0
4065 PUBLIC INFORMATION

01-2-4065-0000 PUBLIC INFORMATION 0 2,500 0 2,500 2,500
Total PUBLIC INFORMATION 0 2,500 0 2,500 2,500 0 0
4070 EMERGENCY SOCIAL SERVICES

01-2-4070-0000 EMERGENCY SOCIAL SERVICES 42,035 15,000 3,452 11,335 27,000
Total EMERGENCY SOCIAL SERVICE 42,035 15,000 3,452 11,335 27,000 0 0
4076 COWICHAN SAR

01-2-4076-2125 CELLULAR PHONES - RENTAL 1,317 2,400 1,204 2,400 2,400
01-2-4076-2256 OPERATING COSTS 5 0 0 0 0
01-2-4076-2340 TRAINING & DEVELOPMENT 4,761 5,000 0 5,000 5,000
01-2-4076-2384 MISC. EQUIPMENT 0 1,000 615 1,000 1,000
01-2-4076-2610 ALLOC - OPS EXP - SAR 15,000 15,000 0 15,000 15,000
Total COWICHAN SAR 21,082 23,400 1,819 23,400 23,400 0 0
4077 LADYSMITH SAR

01-2-4077-2125 CELLULAR PHONES - RENTAL 1,819 2,400 1,459 2,400 2,400
01-2-4077-2340 TRAINING & DEVELOPMENT 500 5,000 3,316 5,000 5,000
01-2-4077-2373 INSURANCE/AUTOMOTIVE EQUIPMENT 1,749 2,000 1,260 2,000 2,000
01-2-4077-2384 MISC. EQUIPMENT 0 1,000 410 1,000 1,000
01-2-4077-2470 PURCHASED REPAIRS - VEHICLES 1,680 2,000 924 2,000 2,000
01-2-4077-5310 FUEL & LUBRICANTS 298 1,000 0 1,000 1,000
Total LADYSMITH SAR 6,046 13,400 7,369 13,400 13,400 0 0
4080 PUBLIC EDUCATION

01-2-4080-0000 LOCAL EMERG RESP-NEIGHBOURHOOD 79 5,000 262 5,000 5,000
Date : Aug 21, 2019 Time : 12:04pm

2018 2018 2019 2019 2020
01-2-4080-2006 PUBLIC EDUCATION 649 5,000 223 5,000 5,000

Total PUBLIC EDUCATION 728 10,000 484 10,000 10,000 0 0
4085 COMMUNICATIONS
01-2-4085-0000 COMMUNICATIONS 21,811 20,000 11,722 20,000 20,000
Total COMMUNICATIONS 21,811 20,000 11,722 20,000 20,000 0 0
4090 EMERGENCY OPERATIONS CENTRE

01-2-4090-0000 EMERGENCY OPERATIONS CENTRE 38,257 8,000 15,615 7,000 27,000
Total EMERGENCY OPERATIONS CEN 38,257 8,000 15,615 7,000 27,000 0 0
4091 P.E.P - E.O.C

01-2-4091-1101 SALARIES/FULL TIME REGULAR 984 0 0 0 0
01-2-4091-1400 BENEFITS 256 0 0 0 0
01-2-4091-2256 OPERATING COSTS 28,823 0 2,943 0 0
Total P.E.P - E.O.C 30,063 0 2,943 0 0 0 0
4105 PROJECT EXPENDITURES

01-2-4105-1164 ECC MANAGEMENT TEAM 0 5,000 40 3,000 3,000
Total PROJECT EXPENDITURES 0 5,000 40 3,000 3,000 0 0
8115 SHORT TERM DEBT

01-2-8115-8215 INTEREST 0 0 0 4,110 3,020
01-2-8115-8216 PRINCIPAL 0 0 0 34,225 28,282
Total SHORT TERM DEBT 0 0 0 38,335 31,302 0 0
8241 TRANSFER TO CAPITAL RESERVE

01-2-8241-0000 TSF TO CAPITAL RESERVE 0 0 0 5,000 5,000
Total TRANSFER TO CAPITAL RESE 0 0 0 5,000 5,000 0 0
9900 INTERNAL RECOVERIES

01-2-9900-4209 ALLOC - 911 -34,122 -34,122 -34,211 -34,211 -35,362
01-2-9900-4211 ALLOC - FIRE DEPT -102,823 -102,823 -105,659 -105,658 -121,735
Total INTERNAL RECOVERIES -136,945 -136,945 -139,870 -139,869 -157,097 0 0
Total OPERATING EXP 847,167 846,204 509,075 883,608 902,576

CAPITAL REV
8250 M.F.A. FUNDING

01-7-8250-0002 M.F.A. FUNDING - SHORT TERM 0 0 0 -180,000 0
Date : Aug 21, 2019 Time : 12:04pm

2018 2018 2019 2019 2020
Total M.F.A. FUNDING 0 0 0 -180,000 0 0 0

01-7-9120-0000 TRANSFER FROM OPERATING RESERVE 0 -240,000 0 0 0
Total TRANSFER FROM OPERATING 0 -240,000 0 0 0 0 0
Total CAPITAL REV 0 -240,000 0 -180,000 0

CAPITAL EXP
8221 TRANSFER/GENERAL CAPITAL

01-8-8221-6113 FURNITURE, FIXTURES, EQUIPMENT 0 100,000 99,403 180,000 0
01-8-8221-6122 BUILDING IMPROVEMENTS 0 140,000 0 0 0
01-8-8221-6126 VEHICLES & MACHINERY 0 0 54,832 0 0
Total TRANSFER/GENERAL CAPITAL 0 240,000 154,235 180,000 0 0 0
Total CAPITAL EXP 0 240,000 154,235 180,000 0
Surplus/Deficit -75,715 0 -217,153 0 0

Date : Aug 21, 2019 Time : 12:04pm
2018 2018 2019 2019 2020

Summary Total Revenues -922,882 -846,204 -880,463 -883,608 -902,576

Summary Total Expenses 847,167 846,204 509,075 883,608 902,576
Summary Surplus/Deficit -75,715 0 -217,153 0 0
Function: 205 - Emergency Planning

$831,781 $852,576 20,795 2.50%

Explanation of increase/decrease: Increase in grants -25,000 -50,000 -25,000 (3.01%)

Increase in wages & benefits 520,068 530,469 10,401 1.25%
Increase in minor capital, misc. equipment & rentals 15,000 26,000 11,000 1.32%
Decrease in allocations 186,780 160,847 -25,933 (3.12%)
Increase in vehicles (SPU, Truck & ETC Vehicle & fuel) 45,737 49,641 3,904 0.47%
Decrease in incoming allocations & sale of services -166,696 -157,097 9,599 1.15%
Increase in fees, ESS & EOC programs & contingency 27,335 64,159 36,824 4.43%
Subtotal 603,224 624,019 20,795 2.50%
0 0.00%
0 0.00%
Max 2.5% Draft 2020 Budget 20,795 2.50%

0 0.00%
0 0.00%
1) Capital - 0 n/a
Debt - 0 n/a
Operating - 0 0.00%
Notes:
Attachment C
Service: Emergency Planning
Function: 205

Long Term Debt
Short Term Debt 38,335 31,302 31,303 31,303 31,303
Capital 180,000 70000
Transfer to Capital Reserve 5,000 5,000 25,000 25,000 50,000
TOTAL APPLICATION OF FUNDS $1,063,608 $902,576 $981,352 $920,215 $929,167 $913,209
SOURCES OF FUNDS
User Fee 26,827
Other 25,000 50,000 25,000 25,000 25,000
Debt Proceeds 180,000 70000
Surplus/(Deficit)
TOTAL SOURCE OF FUNDS $1,063,608 $902,576 $981,352 $920,215 $929,167 $913,209
2020 Debt Short Term with Principal & Interest
Proposed Amount Maturity P&I

SPU $135,567 2023 $31,303
Total $31,303
STAFF REPORT TO
COMMITTEE
SUBJECT: 2020 Draft Budget Review – Theatre Functions 435 - 439
FILE:
To present the 2020 Draft Budgets for Theatre Functions 435 through 439.
1. That Function 435 – Theatre – Area A 2020 Draft Budget be approved.
2. That Function 436 – Theatre – Area B 2020 Draft Budget be approved.
3. That Function 437 – Theatre – Area C 2020 Draft Budget be approved.
4. That Function 438 – Theatre – North Cowichan 2020 Draft Budget be approved.
5. That Function 439 – Theatre – Ladysmith 2020 Draft Budget be approved.
BACKGROUND
ANALYSIS
Core Budget
Functions 435 – 439 provide a contribution from each of Electoral Areas A, B and C as well as the
North End of North Cowichan and the Town of Ladysmith to the Cowichan Performing Arts Centre
Function 426. Each Area’s contribution is calculated by a formula based on the total budget of
Function 426 for the year. Changes to requisition for 2020 are:
Function Area 2020 Requisition $ Change % Change
435 A 45,979 (150) (0.33%)
436 B 74,587 1,830 2.52%
437 C 87,010 871 1.01%
438 North Cowichan 143,026 110 0.08%
439 Ladysmith 57,627 (728) (1.25%)

2020 Draft Budget Review – Theatre Functions 435-439
N/A
Supplemental Items
N/A
Reserves
N/A
Should all items be approved, the total requisition would increase by $1,933 or 0.48% overall for
the year. The breakdown for each function is presented in the analysis section.

N/A

Procurement)
Management)


General Manager
2020 Draft Budget Review – Theatre Functions 435-439
ATTACHMENTS:
Attachment A – F435 – Theatre – Area A
Attachment B – F436 – Theatre – Area B
Attachment C – F437 – Theatre – Area C
Attachment D – F438 – Theatre – North Cowichan North End
Attachment E – F439 – Theatre – Ladysmith
Attachment A
435 – Theatre – Area A
The role of the Theatre – Area A function is to provide a grant to the Cowichan Performing Arts Centre (Function 426) from CVRD Electoral
Area A.
435 - THEATRE - AREA A TOTAL REQUISITION 45,979
STATUTORY LIMITATION: GREATER OF $16,418 OR

0.05087 /1000 OF NET TAXABLE VALUE 70,839
Bylaw 2218 - September 12, 2001
BASIS OF APPORTIONMENT: ASSESSMENTS TAXABLE FOR HOSPITAL PURPOSES FOR ALL AREAS
NET TAXABLE FIGURES USED FOR MEMBERS PRIOR

PARTICIPATING AREAS: VALUE APPORTIONMENT SHARE YEAR ADJ TOTAL
ELECTORAL AREA A 1,392,550,730 152,473,871 45,979 45,979
TOTAL 1,392,550,730 152,473,871 45,979 45,979
RESIDENTIAL TAX RATE: 0.0302 COST PER $100,000 HOUSEHOLD

(PER $1000 OF NET TAXABLE VALUE) 3.02
Service: Theatre - Area A
Function: 435

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Surplus/(Deficit)
Date : Sep 26, 2019 Time : 10:20 am

435 - THEATRE-ELECTORAL A
2017 2018 2019 2020
OPERATING REV
7571 REQUISITION
01-1-7571-0000 REQUISITION -40,197 -39,985 -46,129 -45,979

OPERATING EXP
7121 GENERAL RECREATION EXPEND

01-2-7121-7545 GRANT - THEATRE 40,197 39,985 46,129 45,979
Total GENERAL RECREATION EX 40,197 39,985 46,129 45,979
Surplus/Deficit 0 0 0 0
Date : Sep 26, 2019 Time : 10:20 am
2017 2018 2019 2020


Summary Surplus/Deficit 0 0 0 0
Attachment B
436 – Theatre – Area B
The role of the Theatre – Area B function is to provide a grant to the Cowichan Performing Arts Centre (Function 426) from CVRD Electoral
Area B.
436 - THEATRE - AREA B TOTAL REQUISITION 74,587


ELECTORAL AREA B 2,304,366,455 247,344,898 74,587 74,587
TOTAL 2,304,366,455 247,344,898 74,587 74,587

Service: Theatre - Area B
Function: 436

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Surplus/(Deficit)
Date : Sep 26, 2019 Time : 10:32 am

436 - THEATRE-ELECTORAL B
2017 2018 2019 2020
OPERATING REV
7571 REQUISITION
01-1-7571-0000 REQUISITION -65,180 -63,094 -72,757 -74,587

01-1-9120-0000 TSF FROM OPERATING RESER 0 -114 0 0
Total TRANSFER FROM OPERAT 0 -114 0 0

OPERATING EXP

01-2-7121-7545 GRANT - THEATRE 65,180 63,208 72,757 74,587
Date : Sep 26, 2019 Time : 10:32 am
2017 2018 2019 2020


Attachment C
437 – Theatre – Area C
The role of the Theatre – Area C function is to provide a grant to the Cowichan Performing Arts Centre (Function 426) from CVRD Electoral
Area C.
437 - THEATRE - AREA C TOTAL REQUISITION 87,010


ELECTORAL AREA C 1,325,616,750 144,270,561 87,010 87,010
TOTAL 1,325,616,750 144,270,561 87,010 87,010

Service: Theatre - Area C
Function: 437

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
Requisition/Parcel Tax $86,139 $87,010 $88,720 $90,525 $92,336 $94,182
User Fee
Other
Debt Proceeds
Surplus/(Deficit)
Date : Sep 26, 2019 Time : 10:38 am

437 - THEATRE-ELECTORAL AREA C
2017 2018 2019 2020
OPERATING REV
7571 REQUISITION
01-1-7571-0000 REQUISITION -75,920 -75,705 -86,139 -87,010

OPERATING EXP

01-2-7121-7545 GRANT - THEATRE 75,920 75,705 86,139 87,010
Date : Sep 26, 2019 Time : 10:38 am
2017 2018 2019 2020


Attachment D
438 – Theatre – North Cowichan
The role of the Theatre – North Cowichan function is to provide a grant to the Cowichan Performing Arts Centre (Function 426) from the District
of North Cowichan (North End).
438 - THEATRE - NORTH COWICHAN TOTAL REQUISITION 143,026

Bylaw 2224 -September 12, 2001

NORTH END OF NORTH COWICHAN 1,772,927,178 237,150,547 143,026 143,026
TOTAL 1,772,927,178 237,150,547 143,026 143,026

Service: Theatre - North Cowichan
Function: 438

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Surplus/(Deficit)
Date : Sep 26, 2019 Time : 11:25 am

438 - THEATRE-DIST N COWICHAN-NORTH
2017 2018 2019 2020
OPERATING REV
7571 REQUISITION
01-1-7571-0000 REQUISITION -131,401 -126,268 -142,916 -143,026

OPERATING EXP

01-2-7121-7545 GRANT - THEATRE 131,401 126,268 142,916 143,026
Date : Sep 26, 2019 Time : 11:25 am
2017 2018 2019 2020


Attachment E
439 – Theatre – Ladysmith
The role of the Theatre – Ladysmith function is to provide a grant to the Cowichan Performing Arts Centre (Function 426) from the Town of
Ladysmith.
439 - THEATRE - LADYSMITH TOTAL REQUISITION 57,627

Bylaw 2225 - October 10, 2001

TOWN OF LADYSMITH 1,726,724,691 191,102,307 57,627 57,627
TOTAL 1,726,724,691 191,102,307 57,627 57,627

Service: Theatre - Ladysmith
Function: 439

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Surplus/(Deficit)
Date : Sep 26, 2019 Time : 12:49 pm

439 - THEATRE-TOWN OF LADYSMITH
2017 2018 2019 2020
OPERATING REV
7571 REQUISITION
01-1-7571-0000 REQUISITION -49,822 -49,571 -58,355 -57,627

OPERATING EXP

01-2-7121-7545 GRANT - THEATRE 49,822 49,571 58,355 57,627
Date : Sep 26, 2019 Time : 12:49 pm
2017 2018 2019 2020


STAFF REPORT TO
COMMITTEE
SUBJECT: 2020 Draft Budget Review – Grant Functions for Non Profit
Organizations
FILE:
To present the 2020 Draft Budgets for the grant functions that provide financial assistance to Non-
Profit Organizations.
1. That Function 457 – Victim Services West 2020 Draft Budget be approved.
2. That Function 458 – Lake Cowichan Activity Centre 2020 Draft Budget be approved.
3. That Function 459 – Victim Services 2020 Draft Budget be approved.
4. That Function 472 – Senior Centre Grant 2020 Draft Budget be approved.
5. That Function 474 – Kaatza Historical Society 2020 Draft Budget be approved.
6. That Function 493 – Safer Futures 2020 Draft Budget be approved.
7. That Function 494 – Social Planning 2020 Draft Budget be approved.
8. That Function 496 – Cowichan Community Policing 2020 Draft Budget be approved.
9. That Function 497 – Cowichan Valley Hospice 2020 Draft Budget be approved.
BACKGROUND
ANALYSIS
Core Budget
Each organization submitted a request for 2020 funding which was shared with the Directors of
the applicable areas if a change was requested.
There is no change to the requisition for Functions 457, 472, 474 and 496. The other functions
had minor increases detailed on the attachments, none of which was more than the 2.5%
maximum requisition increase.
N/A
Supplemental Items
N/A
2020 Draft Budget Review – Grant Functions for Non Profits
Reserves
N/A
Requisitions for individual functions are detailed in the attachments.

N/A

Procurement)
Management)


General Manager
2020 Draft Budget Review – Grant Functions for Non Profits
ATTACHMENTS:
Attachment A – F457 – Victim Services West
Attachment B – F458 – Lake Cowichan Activity Centre
Attachment C – F459 – Victim Services
Attachment D – F472 – Senior Centre Grant
Attachment E - F474 – Kaatza Historical Society
Attachment F - F493 – Safer Futures
Attachment G - F494 – Social Planning
Attachment H - F496 – Cowichan Community Policing
Attachment I - F497 – Cowichan Valley Hospice
Attachment A
457 – Victim Services – West
To fund a Victim Assistance Program Extended Service provided under agreement with Cowichan Women Against Violence.
457 - VICTIM SERVICES - WEST TOTAL REQUISITION 15,000
STATUTORY LIMITATION: $15,000 PER ANNUM 15,000

Bylaw 3071 - February 27, 2008

TOWN OF LAKE COWICHAN 562,867,351 60,847,023 3,527 3,527
ELECTORAL AREA F 630,287,142 98,691,104 5,721 5,721

ELECTORAL AREA I 788,322,504 99,209,089 5,751 5,751
TOTAL 1,981,476,997 258,747,216 15,000 - 15,000

Service: Victim Services - West
Function: 457

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Transfer from Capital Reserve Fund
Other
Debt Proceeds
Surplus/(Deficit) 29 5
Date : Sep 27, 2019 Time : 10:40 am

457 - VICTIM SERVICES - WEST
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
7571 REQUISITION
01-1-7571-0000 REQUISITION -12,500 -14,867 -15,000 -15,000

01-1-9110-0000 SURPLUS/DEFICIT -17 -6 -29 -5
Total SURPLUS/DEFICIT - CURR -17 -6 -29 -5

OPERATING EXP
7132 VICTIM SERVICES EXPENDITURES

01-2-7132-4100 ALLOC - GENERAL GOVERNME 245 348 245 291
Total VICTIM SERVICES EXPEND 12,517 14,873 15,029 15,005
Date : Sep 27, 2019 Time : 10:40 am
2017 2018 2019 2020


Attachment B
458 – Lake Cowichan Activity Centre
To provide a grant to Cowichan Lake Community Services.
458 - LAKE COWICHAN ACTIVITY CENTRE TOTAL REQUISITION 56,076
STATUTORY LIMITATION: 0.25000 /1000 OF NET TAXABLE VALUE 495,369

TOWN OF LAKE COWICHAN 562,867,351 60,847,023 23.52% 13,187 13,187
ELECTORAL AREA F 630,287,142 98,691,104 38.14% 21,388 21,388

ELECTORAL AREA I 788,322,504 99,209,089 38.34% 21,501 21,501
TOTAL 1,981,476,997 258,747,216 56,076 - 56,076

Service: Lake Cowichan Activity Centre
Function: 458

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
Requisition/Parcel Tax 56,087 $56,076 $56,100 $56,100 $56,100 $56,100
User Fee
Other
Debt Proceeds
Surplus/(Deficit) $ (664) 20
Date : Sep 27, 2019 Time : 10:44 am

458 - LAKE COWICHAN ACTIVITY CENTRE
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
7571 REQUISITION
01-1-7571-0000 REQUISITION -55,080 -55,080 -56,087 -56,076

01-1-9110-0000 SURPLUS/DEFICIT -335 -27 664 -20
Total SURPLUS/DEFICIT - CURR -335 -27 664 -20

OPERATING EXP
7123 ACTIVITY CENTRE EXPENDITURES

01-2-7123-1100 SALARIES 54,337 54,802 54,336 55,000
01-2-7123-4100 ALLOC - GENERAL GOVERNME 1,078 1,075 1,087 1,096
Total ACTIVITY CENTRE EXPEN 55,415 55,877 55,423 56,096
Surplus/Deficit -27 664 0 0

Date : Sep 27, 2019 Time : 10:44 am
2017 2018 2019 2020


Summary Surplus/Deficit -27 664 0 0
Attachment C
459 – Victim Services
To fund a Victim Assistance Program Extended Service provided under agreement with Cowichan Women Against Violence.
459 - VICTIM SERVICES TOTAL REQUISITION 94,781
STATUTORY LIMITATION: NONE
FIGURES USED FOR MEMBERS PRIOR

PARTICIPATING AREAS: APPORTIONMENT SHARE YEAR ADJ TOTAL
CITY OF DUNCAN 110,272,948 6,610 6,610

DISTRICT OF NORTH COWICHAN 729,552,307 43,733 43,733
ELECTORAL AREA A 152,473,871 9,140 9,140

ELECTORAL AREA B 247,344,898 14,827 14,827
ELECTORAL AREA C 144,270,561 8,648 8,648
ELECTORAL AREA D 90,291,601 5,413 5,413
ELECTORAL AREA E 106,917,325 6,409 6,409
TOTAL 1,581,123,511 94,781 - 94,781

Service: Victim Services
Function: 459

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Date : Sep 27, 2019 Time : 11:07 am

459 - VICTIM SERVICES PROGRAM
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
7571 REQUISITION
01-1-7571-0000 REQUISITION -80,000 -92,000 -93,380 -94,781

01-1-9110-0000 SURPLUS/DEFICIT -230 -210 -233 -201

OPERATING EXP
7132 VICTIM SERVICES EXPENDITURES

Total VICTIM SERVICES EXPEND 80,230 92,210 93,613 94,982

Date : Sep 27, 2019 Time : 11:07 am
2017 2018 2019 2020


Attachment D
472 – Senior Centre Grant
To provide a grant to Cowichan Lake District Seniors Association for the operation and maintenance of the Cowichan Lake Seniors Centre.
472 - SENIOR CENTRE GRANT TOTAL REQUISITION 17,500
STATUTORY LIMITATION: EXPENDITURE LIMIT OF: $11,000 PER ANNUM: AREAS F & I
$6,500.PER ANNUM: TOWN OF LAKE COWICHAN
TOTAL LIMIT $17,500
Bylaw 3013 - January 9, 2008

ELECTORAL AREA F 98,691,104 5,486 5,486

ELECTORAL AREA I 99,209,089 5,514 5,514
TOWN OF LAKE COWICHAN 60,847,023 6,500 6,500
TOTAL 258,747,216 17,500 - 17,500
RESIDENTIAL TAX RATE:

(PER $1000 OF NET TAXABLE VALUE) COST PER $100,000 HOUSEHOLD
Electoral Area F 0.0056 0.56
Electoral Area I 0.0056 0.56
Town of Lake Cowichan 0.0107 1.07
Service: Senior Centre Grant
Function: 472

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Date : Sep 27, 2019 Time : 12:23 pm

472 - SENIOR CENTRE GRANT
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
7571 REQUISITION
01-1-7571-0000 REQUISITION -17,500 -17,500 -17,500 -17,500

01-1-9110-0000 SURPLUS/DEFICIT -33 -6 -50 -5

OPERATING EXP

01-2-7121-7544 GRANT TO SENIOR CENTRE 17,190 17,162 17,206 17,162
Date : Sep 27, 2019 Time : 12:23 pm
2017 2018 2019 2020


Attachment E
474 – Kaatza Historical Society
To provide a grant to the Kaatza Historical Society to assist in their operation of the Kaatza Museum.
474 - KAATZA HISTORICAL SOCIETY TOTAL REQUISITION 30,000
STATUTORY LIMITATION: $30,000 PER ANNUM

BASIS OF APPORTIONMENT: ASSESSMENTS TAXABLE FOR HOSPITAL PURPOSES

TOWN OF LAKE COWICHAN 60,847,023 7,055 7,055
ELECTORAL AREA F 98,691,104 11,443 11,443

ELECTORAL AREA I 99,209,089 11,503 11,503
TOTAL 258,747,216 30,000 - 30,000

Service: Kaatza Historical Society
Function: 474

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Date : Sep 27, 2019 Time : 12:27 pm

474 - KAATZA HISTORICAL SOCIETY
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
7571 REQUISITION
01-1-7571-0000 REQUISITION -30,000 -30,000 -30,000 -30,000

01-1-9110-0000 SURPLUS/DEFICIT -42 -12 -58 -10

OPERATING EXP

01-2-7183-2560 GRANTS TO THE KAATZA HIST 29,454 29,423 29,469 29,422

Date : Sep 27, 2019 Time : 12:27 pm
2017 2018 2019 2020


Attachment F
493 – Safer Futures
To provide a financial contribution to Cowichan Women Against Violence Society to assist with programming and service delivery costs for the
Safer Futures Program.
493 - SAFER FUTURES TOTAL REQUISITION 27,524

Bylaw 3160 - January 14, 2009

CITY OF DUNCAN 833,099,933 110,272,948 1,630 1,630

DISTRICT OF NORTH COWICHAN 6,135,019,134 729,552,307 10,781 10,781
ELECTORAL AREA A 1,392,550,730 152,473,871 2,253 2,253

ELECTORAL AREA B 2,304,366,455 247,344,898 3,655 3,655
ELECTORAL AREA C 1,325,616,750 144,270,561 2,132 2,132
ELECTORAL AREA D 792,266,351 90,291,601 1,334 1,334
ELECTORAL AREA E 861,475,455 106,917,325 1,580 1,580
ELECTORAL AREA G 790,078,431 90,335,164 1,335 1,335
TOTAL 16,161,197,930 1,862,560,982 27,524 - 27,524

Service: Safer Futures
Function: 493

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Date : Sep 27, 2019 Time : 3:07 pm

493 - SAFER FUTURES
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
7571 REQUISITION
01-1-7571-0000 REQUISITION -27,504 -27,519 -27,516 -27,524

01-1-9110-0000 SURPLUS/DEFICIT -71 -61 -59 -51

OPERATING EXP

01-2-7183-7549 GRANT TO SAFER FUTURES 27,034 27,039 27,034 27,034

Date : Sep 27, 2019 Time : 3:07 pm
2017 2018 2019 2020


Attachment G
494 – Social Planning
To provide a financial contribution to Social Planning Cowichan to assist with programming and service delivery costs.
494 - SOCIAL PLANNING TOTAL REQUISITION 50,902


CITY OF DUNCAN 833,099,933 110,272,948 3,014 3,014

ELECTORAL AREA A 1,392,550,730 152,473,871 4,167 4,167

ELECTORAL AREA B 2,304,366,455 247,344,898 6,760 6,760
ELECTORAL AREA C 1,325,616,750 144,270,561 3,943 3,943
ELECTORAL AREA D 792,266,351 90,291,601 2,468 2,468
ELECTORAL AREA E 861,475,455 106,917,325 2,922 2,922
ELECTORAL AREA G 790,078,431 90,335,164 2,469 2,469
TOTAL 16,161,197,930 1,862,560,982 50,902 - 50,902

Service: Social Planning
Function: 494

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Date : Sep 27, 2019 Time : 3:12 pm

494 - SOCIAL PLANNING
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
7571 REQUISITION
01-1-7571-0000 REQUISITION -50,852 -50,996 -50,890 -50,902

01-1-9110-0000 SURPLUS/DEFICIT -131 -113 -110 -98

OPERATING EXP

01-2-7183-4100 ALLOC - GENERAL GOVERNME 983 1,100 1,000 1,000
01-2-7183-7547 GRANT TO SOCIAL PLANNING 50,000 50,009 50,000 50,000

Date : Sep 27, 2019 Time : 3:12 pm
2017 2018 2019 2020


Attachment H
496 – Cowichan Community Policing
To provide a financial contribution to Cowichan Community Policing Advisory Society to assist with programming and service delivery costs.
496 - COWICHAN COMMUNITY POLICING TOTAL REQUISITION 124,900
STATUTORY LIMITATION: $124,900 PER ANNUM

Bylaw 3904 - March 11, 2015
BASIS OF APPORTIONMENT: ASSESSMENTS TAXABLE FOR HOSPITAL PURPOSES

PARTICIPATING AREAS: ASSESSMENTS APPORTIONMENT SHARE YEAR ADJ TOTAL
CITY OF DUNCAN 110,272,948 31% 38,719 38,719

DISTRICT OF NORTH COWICHAN 729,552,307 58% 72,442 72,442
ELECTORAL AREA D 90,291,601 11% 13,739 13,739
TOTAL 930,116,856 100% 124,900 124,900
RESIDENTIAL TAX RATE: COST PER $100,000 HOUSEHOLD

(PER $1000 OF NET TAXABLE VALUE)
CITY OF DUNCAN 0.0351 3.51

DISTRICT OF NORTH COWICHAN 0.0099 0.99
ELECTORAL AREA D 0.0152 1.52
Service: Cowichan Community Policing
Function: 496

Long Term Debt
Short Term Debt

SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Date : Sep 27, 2019 Time : 3:41 pm

496 - COWICHAN COMMUNITY POLICING
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
7571 REQUISITION
01-1-7571-0000 REQUISITION -124,900 -124,900 -124,900 -124,900

01-1-9110-0000 SURPLUS/DEFICIT -475 -465 -453 -398

OPERATING EXP

01-2-7183-7546 GRANT TO COMMUNITY POLIC 122,926 122,899 122,894 122,840

Date : Sep 27, 2019 Time : 3:41 pm
2017 2018 2019 2020


Attachment I
497 – Cowichan Valley Hospice
The role of the Cowichan Valley Hospice function is to provide a grant to the Cowichan Valley Hospice.
497 - COWICHAN VALLEY HOSPICE SOCIETY TOTAL REQUISITION 62,090

Bylaw 3816 - October 8, 2014

CITY OF DUNCAN 833,099,933 110,272,948 3,080 3,080

TOWN OF LAKE COWICHAN 562,867,351 60,847,023 1,700 1,700
ELECTORAL AREA A 1,392,550,730 152,473,871 4,259 4,259

ELECTORAL AREA B 2,304,366,455 247,344,898 6,909 6,909
ELECTORAL AREA C 1,325,616,750 144,270,561 4,030 4,030
ELECTORAL AREA D 792,266,351 90,291,601 2,522 2,522
ELECTORAL AREA E 861,475,455 106,917,325 2,986 2,986
ELECTORAL AREA F 630,287,142 98,691,104 2,757 2,757
ELECTORAL AREA G 790,078,431 90,335,164 2,523 2,523
ELECTORAL AREA H 781,428,289 101,598,749 2,838 2,838
ELECTORAL AREA I 788,322,504 99,209,089 2,771 2,771
TOTAL 18,924,103,216 2,222,906,947 62,090 - 62,090

Service: Cowichan Valley Hospice
Function: 497

Long Term Debt
Short Term Debt

SOURCES OF FUNDS
Requisition/Parcel Tax 61,077 $62,090 $62,100 $62,100 $62,100 $62,100
User Fee
Other
Debt Proceeds
Date : Sep 27, 2019 Time : 4:21 pm

497 - COWICHAN VALLEY HOSPICE
2017 2018 2019 2020
OPERATING REV
2000 GRANTS
7571 REQUISITION
01-1-7571-0000 REQUISITION -60,890 -60,890 -61,077 -62,090

01-1-9110-0000 SURPLUS/DEFICIT -115 -115 -123 -110

OPERATING EXP

01-2-7183-7540 GRANT TO ORGANIZATION 60,005 60,005 60,000 61,000

Date : Sep 27, 2019 Time : 4:21 pm
2017 2018 2019 2020


STAFF REPORT TO
COMMITTEE
SUBJECT: 2020 Draft Budget Review – Function 498 – Cowichan Housing
Association
FILE:
To present the 2020 Draft Budget for Function 498 – Cowichan Housing Association.
That Function 498 – Cowichan Housing Association 2020 Draft Budget be approved.
BACKGROUND
ANALYSIS
Core Budget
The Cowichan Housing Association Function was established by referendum in conjunction with
the 2018 election. The 2020 requisition is budgeted to increase by $894 or 0.12%. Changes to
the core budget include an increase of $2,166 for the first year of allocations for this function, a
reduction of $109,632 in the 2018 deficit for the cost of the referendum and an increase in the
transfer to the housing fund of $108,360.
N/A
Supplemental Items
N/A
Reserves
At the end of 2019 $391,640 will have been transferred to the housing reserve fund.
Should all items be approved, the total requisition would increase by $894 or 0.12% for the year.
F498 – Cowichan Housing Association

N/A

Procurement)
Management)


General Manager
ATTACHMENTS:
Date : Sep 27, 2019 Time : 4:30 pm
Budget Report by Cost Center Attachment A

498 - COWICHAN HOUSING ASSOCIATION
2017 2018 2019 2020
OPERATING REV
7571 REQUISITION
01-1-7571-0000 REQUISITION 0 0 -750,000 -750,894
Total REQUISITION 0 0 -750,000 -750,894

01-1-9110-0000 SURPLUS/DEFICIT 0 0 108,360 -1,272
Total SURPLUS/DEFICIT - CURR 0 0 108,360 -1,272
Total OPERATING REV 0 0 -641,640 -752,166

OPERATING EXP

01-2-1120-2211 REFERENDUM/COUNTER PET 0 108,306 0 0
01-2-1120-4100 ALLOC - GENERAL GOVERNME 0 0 0 2,166
01-2-1120-6250 TRANSFER TO HOUSING FUND 0 0 391,640 500,000
01-2-1120-7540 GRANT TO ORGANIZATION 0 0 250,000 250,000
Total GENERAL EXPENDITURES 0 108,306 641,640 752,166
Total OPERATING EXP 0 108,306 641,640 752,166
Surplus/Deficit 0 108,306 0 0
Date : Sep 27, 2019 Time : 4:30 pm
2017 2018 2019 2020

Summary Total Revenues 0 0 -641,640 -752,166

Summary Total Expenses 0 108,306 641,640 752,166
Summary Surplus/Deficit 0 108,306 0 0
Attachment B
Function: 498 - Cowichan Housing Association
$750,000 $750,894 894 0.12%

Explanation of increase/decrease: Increase in allocation 2,166 2,166 0.29%

Increase in surplus/deficit 108,360 (1,272) (109,632) (14.62%)
Increase in Transfer to Housing Fund 391,640 500,000 108,360 14.45%
0 0.00%
0 0.00%
0 0.00%
0 0.00%
Subtotal 500,000 500,894 894 0.12%
0 0.00%
0 0.00%
Max 2.5% Draft 2020 Budget 894 0.12%

0 0.00%
0 0.00%
Total Draft 2020 Budget 894 0.12%
1) Capital - 0 n/a
Debt - 0 n/a
Operating - 0 0.00%
Max 2020 Requisition change if Supplemental items are Approved 894 0.12%
Notes:
1) The Operating Reserve balance at December 31, 2018 is $0 with $391,640 transfered in 2019 - uncommitted balance is $391,640.
COWICHAN VALLEY REGIONAL DISTRICT Attachment C
Service: Cowichan Housing Association
Function: 498

Long Term Debt
Short Term Debt
Capital
Transfer to Housing Fund Reserve 391,640 500,000 500,000 500,000 500,000 500,000
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Surplus/(Deficit) (108,360) 1,272
STAFF REPORT TO
COMMITTEE
FROM: Recycling & Waste Management Division
SUBJECT: 2020 Draft Budget Review – Function 520 – Solid Waste Management
FILE: 0540-20-RS
The purpose of this report is to present the 2020 Draft Budget for Function F520 – Solid Waste
Management.
1. That Function 520 – Solid Waste Management 2020 Draft Budget be approved.
2. That the Tier 1 Supplementary request for Bings Creek guardrail replacement for a total of
3. That the Tier 2 Supplementary request for Bings Creek service road paving for a total of
4. That the Tier 2 Supplementary request for Skidsteer replacement for a total of $100,000
be approved.
BACKGROUND
The Solid Waste Management (SWM) budget is highly dependent on external contracts and
subject to rate changes and US exchange rate. Two of the biggest contracts for garbage disposal
include transportation and landfilling in the US. Similarly, there are external contracts for organics
(food waste and yard and garden materials) with a local composting company. Recycling items
revenues are dependent on the market rates, e.g., metals, cardboard, paper, etc.
In 2019, the Board approved the new formula for calculating internal allocations. The SWM budget,
being one of the largest budget, faced a significant increase in terms of internal allocations
percentage.
ANALYSIS
Core Budget
Function 520 is not able to meet the maximum requisition level increase of 2.5% without significant
reductions in core services. This is due primarily to the increase in internal allocation cost of
$294,768 (increase in requisition 5.75%) and the increase in disposal cost of $412,021 (increase
in requisition 8.03%). Other forecasted budget impacts include:
Increase in requisition:
• Wages and benefits increase (requisition increase of $80,320 or 1.57%).

2020 Draft Budget Review Function 520 Solid Waste Management
• Yard waste processing cost increase (requisition increase of $65,000 or 1.27%).
Decrease in requisition:
• Approved tipping fee increase from $140/T to $148/T (requisition decrease of $325,900 or
6.35%).
• Anticipated increase in metals recycling revenue (requisition decrease of $52,750 or
1.03%).
• Other, miscellaneous adjustments (requisition decrease of $40,862 or 0.80%).
Maintaining core services requires a requisition increase of 8.43%. While options to reduce the
requisition increase have been provided, these are not recommended because of the significant
impact they will have on solid waste systems and broader corporate objectives.
Increase Garbage Tipping Fees from $148 to $159 – this will result in approximately $262,000
(requisition decrease of 5.11%) additional net revenue. This increase is not recommended
because:
• In 2019, increase of tipping fees was approved by the Board ($140 to $148). Further
increase will place pressure on all sectors, including residential, commercial, institutional
and industrial.
• Potential increase in illegal dumping and significant loss of funding for solid waste function.
• Potential leakage of garbage through commercial haulers.
Introduce Yard Waste Tipping Fee of $10 per tonne – this will result in an estimated $111,000
(requisition decrease of 2.16%) additional revenue. Charging a fee for yard waste drop-off is not
recommended because:
• Yard waste drop-off at no cost is an important component in maintaining regional air quality
objectives and promoting interface fire safety.
• Yard waste is a major contributor to the Cowichan Valley Regional District’s (CVRD) ability
to achieve carbon neutral status. Less participation in the program means the CVRD’s
ability to maintain carbon neutral status may be jeopardized.
• Yard waste drop-off at no cost attracts customers to the state of the art CVRD recycling
facilities to enjoy other programs and be a part of the overall success of waste diversion
away from the landfill.
• Adding a tipping fee to yard waste may reduce participation in the program and potentially
increase illegal dumping and backyard burning events.
Maintaining the core solid waste budget is needed in order for the CVRD to maintain the
commitments set out in the 2019 Solid Waste Management Plan and to continue to meet regional
environmental objectives.
Supplemental Items
Three supplementals are proposed and ranked by the Senior Management Team (SMT).
Bings Creek Guardrails (Tier 1)
Bings Creek guardrails were installed at the time of original construction. These guardrails are
past their useful life and pose a health and safety threat to the staff and participating customers.
Total cost of replacing guardrails at Bings Creek is estimated at $85,000, a total net operating cost
of $18,310 (debt servicing) in the 2020 budget. This supplemental item is recommended due to
health and safety and considered an important part of the asset management. The SMT has
ranked this supplement item as Tier 1.
Bings Creek Service Road (Tier 2)
Bings Creek service road is currently a gravel road used for movement of roll-off bins, movement
of materials and heavy machinery. Currently, it costs approximately $10,000 per annum to
maintain the gravel road, including fixing potholes and dust control. Total cost of paving the service
road is estimated at $75,000, a total net operating cost of $7,700 (debt servicing) in the 2020
budget. This supplemental item is recommended due to health and safety and considered an
important part of the asset management. The SMT has ranked this supplement item as Tier 2.
Bings Creek Skidsteer (Tier 2)
Bings Creek skidsteer (Bobcat model 2000) has passed its expected useful life. The skidsteer is
an important part of the machinery used to transfer materials and is also used for compaction of
materials in the roll-off bins. Total cost of purchasing the new skidsteer is estimated at $100,000,
a total net operating cost of $21,273 (debt servicing) in the 2020 budget. This supplemental item
is considered an important part of the asset management. The SMT has ranked this supplement
item as Tier 2.
Total net cost of all three supplementals is $47,283 in the 2020 budget and an increase of 0.92%
of the requisition.
Reserves
The Operating Reserve balance at December 31, 2018 is $284,739 with $0 committed in 2019.
The uncommitted balance is $284,739. The minimum recommended balance is minimum
$1,200,000 (2 months) and maximum $2,400,000 (4 months) per the Operating Reserve Fund
Policy. The Capital Reserve balance at December 31, 2018 is $322,795 with $140,000 committed
in 2019. The uncommitted balance is $182,795. The Solid Waste Remediation Reserve balance
at December 31, 2018 is $168,008 with $0 committed in 2019. The uncommitted balance is
$168,008.
If the core budget is approved, with no increase to tipping fees (recommended), the total
requisition would increase by $432,596 or 8.43%. If supplementals are also approved, the total
requisition would increase by $479,879 or 9.35%.
Should further tipping fee increases be approved, the total requisition would increase by $166,470
or 3.25% for the year.

Solid Waste Management Plan Amendment 4.


Procurement)
Management)
Tauseef Waraich Not Applicable


General Manager
ATTACHMENTS:
Attachment A - F520 Vadim Report
Attachment B - Year over Year Analysis
Attachment C - Five Year Financial Plan
Attachment D - Supplemental Reqests
GL5260 Page : 1
Cowichan Valley Regional District ATTACHMENT A
Date : Oct 09, 2019 Time : 2:55 pm

520 - S.W.M. COMPLEX
2017 2018 2019 2020
OPERATING REV
FEDERAL GRANTS IN LIEU -639 -666 -600 -600
PROVINCIAL GRANTS IN LIEU -7,954 -8,481 0 -7,500
FEDERAL CONDITIONAL 0 -11,015 0 0
RECOVERY FROM MUNICIPALITIES -64,563 -65,904 -64,600 -64,600
RECOVERY FROM CURBSIDE -60,075 -64,129 -60,100 -75,000
EDUCATION & ADMINISTRATION -8,978 -8,932 -9,000 -9,000
GLASS -21,022 -20,523 -21,000 -21,000
PAPER -51,950 -46,036 -52,000 -52,000
PPP CONTAINERS -6,825 -5,863 -6,800 -6,800
FILM PLASTIC -9,249 -6,232 -8,000 -8,000
STYROFOAM -4,377 -4,602 -3,000 -3,000
TRANSPORTATION - DEPOT -105,275 -101,300 -105,300 -105,300
GENERAL 0 -1,028 0 0
TONNAGE -2,553,441 -2,709,352 -2,594,100 -2,920,000
REMEDIATION FEES -35,000 -37,159 -37,600 -40,000
FOOD WASTE -174,093 -179,457 -224,700 -235,200
BATTERIES -24,802 -22,493 -24,800 -24,800
AGGREGATE -12,364 -11,880 -31,650 -27,000
CFC RECOVERY -255 0 0 0
MATTRESSES -31,100 -36,732 -31,100 -35,000
COUCHES -43,854 -49,755 -45,000 -50,000
GYPSUM -29,990 0 0 0
SMALL APPLIANCE -9,812 -12,005 -9,800 -12,000
SCRAP METAL -9,041 -71,626 -10,400 -63,150
PAINT -28,512 -25,442 -24,000 -24,000
OIL FILTERS -400 -460 0 -400
WASTE OIL -19,737 -26,852 -19,700 -20,000
CONSTRUCTION WOOD WASTE -91,066 -66,478 -76,500 -63,000
ASPHALT ROOFING -85,520 -72,928 -89,400 -66,000
ELECTRONICS -10,592 -10,898 -12,350 -13,500
ANTIFREEZE -1,368 -2,129 -1,400 -1,400
FLUORESCENT TUBES -4,667 -5,540 -4,700 -4,700
LICENSES -3,700 -1,120 -1,500 -2,700
BIODIESEL -6,432 -5,958 -6,400 0
GENERAL -4,893 -3,612 0 0
WCB RECOVERIES -25,680 -6,543 0 0
REQUISITION -4,241,210 -4,520,900 -5,129,030 -5,561,626
SURPLUS/DEFICIT 0 0 -7,067 0
TSF FROM OPERATING RESERVE 0 -10,000 0 0
Date : Oct 09, 2019 Time : 2:55 pm

2017 2018 2019 2020

OPERATING EXP
INSURANCE/AUTOMOTIVE EQUIPMENT 0 1,506 1,600 1,600
PURCHASED MAINTENANCE/VEHICLES 0 949 1,500 1,500
FUEL & LUBRICANTS 0 0 3,000 3,000
VEHICLE & EQUIPMENT PARTS 0 0 500 500
TIRES 0 1,478 500 500
INSURANCE/AUTOMOBILE EQUIPMENT 0 1,070 1,000 1,000
FUEL & LUBRICANTS 0 0 3,000 3,000
TIRES 0 0 500 500
PURCHASED REPAIRS 0 511 0 0
PURCHASED REPAIRS 0 1,254 0 0
FUEL & LUBRICANTS 0 124 0 0
BIOFUEL 0 19 0 0
CLEAN UP DONATION 0 0 1,500 1,500
TELEPHONE 0 -655 0 0
WAGES 59,142 72,140 73,000 74,300
BENEFITS 20,116 23,085 21,000 21,160
ADVERTISING & EDUCATION 855 500 1,000 1,000
DOCUMENT PRODUCTION 0 927 1,000 1,000
MISCELLANEOUS EQUIPMENT 1,331 914 500 500
SIGNS 1,031 795 1,500 1,500
SATELLITE DEPOT 26,940 28,616 32,000 0
TRANSPORTATION - CURBSIDE 97,560 101,894 130,000 130,000
TRANSPORTATION - DEPOT 73,124 76,258 75,000 85,000
WAGES 1,485,322 1,554,855 1,595,703 1,680,000
BENEFITS 374,539 393,107 447,437 418,000
ARMOURED CAR SERVICE 4,888 5,557 5,000 5,000
TRAVEL 4,627 2,619 5,000 5,000
TELEPHONE 12,946 9,600 14,000 12,000
RADIOS 13,327 15,143 14,000 15,000
ADVERTISING 6 0 0 0
ASSET MANAGEMENT 0 4,753 2,500 2,500
LEGAL SERVICES 524 0 0 0
ENVIRONMENTAL TESTING 1,842 1,376 7,500 7,500
MONITORING KOKSILAH LANDFILL 13,079 10,605 14,500 14,500
WEIGH SCALE OPERATION 8,451 1,371 8,500 8,500
CONTRACT FOR SERVICES 2,905 906 3,000 3,000
Date : Oct 09, 2019 Time : 2:55 pm

2017 2018 2019 2020
TRAINING & DEVELOPMENT 3,704 3,771 6,500 6,500

AXLE SCALE REPAIRS 1,050 0 2,000 2,000
INSURANCE - PROPERTY 11,199 11,148 15,000 15,000
SECURITY 17,731 17,379 15,000 15,000
DISPOSAL OF BANNED MATERIALS 17,819 50,183 10,000 10,000
LAUNDRY 21,365 21,523 2,500 2,500
ALARM MAINTENANCE 288 640 1,000 1,000
R & M - BUILDINGS - GENERAL 30,334 26,378 125,000 125,000
R & M - BUILDINGS - GROUNDS 35,676 50,661 37,000 30,000
R & M - MACHINERY & EQUIPMENT 7,342 7,662 5,000 5,000
MINOR CAPITAL 9,726 620,783 18,778 5,000
CONTRACT-LEACHATE DISPOSAL 0 3,085 2,500 3,000
COMPUTER SOFTWARE UPGRADE 4,492 4,407 5,000 5,000
PURCHASED MTCE./COMPUTER SOFT. 8,278 8,052 30,000 10,000
SIGNS 1,007 3,094 2,000 5,000
RENTALS/MACHINERY & EQUIPMENT 2,650 1,311 3,000 3,000
ALLOC - LIABILITY INSURANCE 8,065 8,933 6,906 8,384
ALLOC - BYLAW ENFORCEMENT 12,000 0 0 0
ALLOC - ADMINISTRATION 7,984 4,986 7,133 4,336
SUNDRY EXPENSES 2,105 358 2,500 2,500
FUEL & LUBRICANTS 87,619 121,245 115,000 120,000
BIOFUEL 7,382 0 5,000 0
CLOTHING 4,364 3,529 2,500 2,500
BOTTLED WATER SUPPLY/RENTAL 1,634 1,495 1,200 1,200
ELECTRICITY 35,458 32,346 41,000 35,000
SAFETY SUPPLIES 7,953 10,411 9,000 10,000
SUPPLIES - OFFICE 6,345 9,536 6,000 6,000
SUPPLIES - JANITORIAL 9,888 9,603 10,000 10,000
LICENCES & FEES 191 671 1,000 1,000
BANK CHARGES 9,909 10,819 11,000 11,000
CASH SHORT & OVER -497 -1,538 0 0
CONTINGENCY 0 0 35,333 19,956
TELEPHONE 3,911 2,259 4,000 4,000
ENVIRONMENTAL TESTING 6,999 5,523 12,000 12,000
WEIGH SCALE OPERATION 0 0 0 1,500
CONTRACT FOR SERVICES 100 315 1,000 500
Date : Oct 09, 2019 Time : 2:55 pm

2017 2018 2019 2020
INSURANCE - PROPERTY 9,323 2,831 10,000 10,000

ALARM MAINTENANCE 724 425 1,000 1,000
R & M - BUILDINGS - GROUNDS 13,441 18,232 27,000 18,000
SIGNS 94 785 1,000 1,000
RENTALS/MACHINERY & EQUIPMENT 128 4,022 1,000 1,000
WATER 164 93 500 500
ELECTRICITY 3,668 3,348 6,000 4,500
LICENCES & FEES 309 384 1,000 500
BANK CHARGES 2,328 2,433 2,500 2,500
CASH SHORT & OVER -18 -55 0 0
TELEPHONE 913 1,376 1,000 1,500
ENVIRONMENTAL TESTING 0 0 12,000 12,000
WEIGH SCALE OPERATION 0 0 500 500
CONTRACT FOR SERVICES 0 0 500 500
INSURANCE - PROPERTY 472 486 1,000 10,000
ALARM MAINTENANCE 216 712 500 500
R & M - BUIDLINGS - GROUNDS 0 923 5,500 18,000
MISCELLANEOUS EQUIPMENT 349 4,059 4,532 1,500
SIGNS 1,883 0 500 1,000
ELECTRICITY 1,680 1,906 4,000 3,500
LICENCES & FEES 1,400 1,460 1,500 1,500
BANK CHARGES 1,370 1,701 1,500 1,500
CASH SHORT & OVER 36 -51 0 0
INSURANCE - PROPERTY 0 0 100 100
VEHICLE & EQUIPMENT PARTS 0 9,433 1,000 1,000
VEHICLE & EQUIPMENT PARTS 1,456 0 0 0
TIRES 0 4,298 0 0
INSURANCE/AUTOMOTIVE EQUIPMENT 5 5 0 0
VEHICLE & EQUIPMENT PARTS 3,209 165 1,500 1,000
TIRES 1,179 0 1,000 0
YARD & GARDEN 226,411 334,698 475,000 540,000
FOOD WASTE 147,864 185,671 224,000 222,000
AGGREGATE 6,686 8,768 9,135 19,000
MATTRESSES 67,489 60,650 69,000 86,840
TIRES 1,301 5,382 2,000 2,000
COUCHES 111,599 116,044 115,000 155,400
Date : Oct 09, 2019 Time : 2:55 pm

2017 2018 2019 2020
GYPSUM 29,057 100 0 0

CONSTRUCTION WOOD WASTE 74,819 56,028 57,750 55,000
RUBBLE, CLASS 2 0 0 18,000 18,000
ASPHALT 86,460 62,190 90,000 65,000
PLASTIC & MIXED 10,500 2,333 2,000 2,000
ANTIFREEZE 2,612 2,933 2,500 2,500
PROPANE TANKS 0 230 0 0
INSURANCE/AUTOMOTIVE EQUIPMENT 999 898 1,000 1,000
PURCHASED REPAIRS - VEHICLES 842 781 1,000 1,000
FUEL & LUBRICANTS 2,557 158 3,000 3,000
TIRES 1,335 139 500 500
PURCHASED MAINTENANCE/VEHICLES 5,608 4,650 5,000 5,000
VEHICLE & EQUIPMENT PARTS 5,604 959 5,000 5,000
VEHICLE & EQUIPMENT PARTS 14,581 7,335 3,000 5,000
TIRES 0 1,399 0 0
PURCHASED MAINTENANCE/VEHICLES 180 0 0 0
FUEL & LUBRICANTS 173 0 0 0
VEHICLE & EQUIPMENT PARTS 1,686 28 0 0
TIRES 171 0 1,000 0
ADVERTISING 0 1,336 0 500
DOCUMENT PRODUCTION 100 4,328 1,000 500
CONSULTANTS - ENGINEERING 10,625 94,534 0 0
CONSULTANTS - PUBLIC INPUT 0 4,438 0 0
MEETING EXPENSES 44 3,320 1,000 1,000
BENEFITS 0 107 0 0
CONFERENCES & SEMINARS 4,747 4,320 7,500 7,500
TRAVEL 46 0 5,000 5,000
ADVERTISING 6,572 8,520 20,000 20,000
LEGAL SERVICES 5,233 10,736 75,000 75,000
CONSULTANTS 64,008 30,051 125,500 125,500
TRAINING & DEVELOPMENT 139 2,732 5,000 5,000
MEMBERSHIPS 5,105 7,268 8,500 8,500
MISCELLANEOUS EQUIPMENT 1,191 0 0 0
COMPUTER SOFTWARE UPGRADE 9 1,769 1,500 3,200
PUBLIC EDUCATION 5,563 3,479 8,000 8,000
Date : Oct 09, 2019 Time : 2:55 pm

2017 2018 2019 2020
SIGNS 1,603 0 1,000 1,000

SUNDRY EXPENSES 336 552 5,500 5,500
MEETING EXPENSES 414 0 500 500
SCHOOL EDUCATION PROGRAMS 0 0 5,000 5,000
TIRES 0 4,298 0 0
INSURANCE/AUTOMOTIVE EQUIPMENT 1,187 979 2,100 1,500
PURCHASED REPAIRS - VEHICLES 28 1,985 1,500 10,000
TIRES 0 0 8,000 8,000
FUELS & LUBRICANTS 0 0 2,500 2,500
VEHICLES & EQUIPMENT PARTS 0 0 5,000 5,000
PURCHASED MAINTENANCE/VEHICLE 0 1,420 500 500
VEHICLE & EQUIPMENT PARTS 0 750 1,000 1,000
WOODSTOVE EXCHANGE PROGRAM 25,625 28,571 40,000 40,000
CONTRACT FOR SERVICES 3,801 0 4,000 0
WAGES - HOURLY 157,830 119,782 0 0
WAGES 0 0 168,000 192,000
BENEFITS 38,644 32,245 47,000 47,000
CONTRACT FOR SERVICES 99,303 87,954 75,000 85,000
INSURANCE/AUTOMOTIVE EQUIPMENT 1,144 185 1,200 0
BIN REPAIR 11,811 14,558 7,000 15,000
PURCHASED REPAIRS - VEHICLES 25,321 3,444 5,000 0
PURCHASED MAINTENANCE/VEHICLES 3,424 1,280 7,500 0
RENTALS - EQUIPMENT 30,869 43,563 15,000 15,000
VEHICLE & EQUIPMENT PARTS 9,822 1,469 7,500 0
TIRES 526 8,135 8,000 0
TELEPHONE 3,348 2,110 4,000 4,000
SECURITY 1,290 0 1,500 1,500
MISCELLANEOUS EQUIPMENT 837 0 1,000 1,000
SUPPLIES - OFFICE 3,379 3,997 4,000 4,000
SUPPLIES - JANITORIAL 1,365 38 2,000 2,000
CONTINGENCY 50 0 0 0
INTEREST 3,519 7,253 19,009 16,892
PRINCIPAL 111,981 1,109,078 250,967 196,913
Date : Oct 09, 2019 Time : 2:55 pm

2017 2018 2019 2020
INTEREST (CVRD) 334,029 195,137 195,507 197,439

PRINCIPAL (CVRD) 255,417 255,417 156,902 219,817
CONTRACT FOR SERVICES 1,539,619 1,674,810 1,727,050 2,058,000
SHIPPING 867,581 926,249 948,929 1,030,000
TSF TO CAPITAL RESERVE 100,000 0 10,000 10,000
TRANSFER TO REMEDIATION RESERVE 35,000 0 37,600 40,000
ALLOC - FACILITIES -72,711 -81,211 -81,211 -81,211
CAPITAL REV
FEDERAL GAS TAX -1,585,700 -942,362 0 0
FEDERAL CONDITIONAL 0 -188,800 0 0
GENERAL -476 0 0 0
REQUISITION -10,000 0 0 0
M.F.A. FUNDING - LONG TERM 0 -999,603 -487,950 0
M.F.A. FUNDING - SHORT TERM -1,192,397 -958,300 -175,000 0
TSF FROM CAPITAL RESERVE -227,281 0 -150,000 0
Total CAPITAL REV -3,015,854 -3,089,065 -812,950 0
CAPITAL EXP
WIP TRANSFER/GENERAL CAPITAL FUND 2,534,411 0 0 0
ENGINEERING STRUCTURES 0 1,775,167 487,950 0
FURNITURE, FIXTURES, EQUIPMENT 92,397 0 0 0
LAND IMPROVEMENTS 51,765 67,699 0 0
VEHICLES & MACHINERY 327,281 50,964 325,000 0
Total CAPITAL EXP 3,005,854 1,893,830 812,950 0

ATTACHMENT B

Function: 520 - Solid Waste Mgmt
$5,129,030 $5,561,626 432,596 8.43%

Explanation of increase/decrease: Increase to internal allocation cost 533,003 827,771 294,768 5.75%
Increase garbage tip fee revenue to $148/tonne (May 22, 2019 Board) (2,594,100) (2,920,000) -325,900 (6.35%)
Increase garbage disposal cost 2,675,979 3,088,000 412,021 8.03%
Increase wages and benefits 2,352,140 2,432,460 80,320 1.57%
Increase yard waste processing cost 475,000 540,000 65,000 1.27%
Increase scrap metal revenue (10,400) (63,150) -52,750 (1.03%)
Other (3,384,622) (3,425,484) -40,862 (0.80%)
Subtotal 47,000 479,597 432,597 8.43%
0 0.00%
0 0.00%
Max 2.5% Draft 2020 Budget 432,597 8.43%

Increase garbage tip fee (not incld. $2 rem. fee) from $148 to $159 -2,920,000 -3,182,000 -262,000 (5.11%)
Introduce yard waste tip fee of $10 per tonne 0 -111,000 -111,000 (2.16%)
Subtotal -2,920,000 -3,293,000 -373,000 (7.27%)
1) Bings Creek Guardrail Replacement Operating (debt principal and interest) - 18,310 18,310 0.36%
2) Bings Creek Service Road Paving Operating (debt principal and interest, less savings) - 7,700 7,700 0.15%
3) Bings Creek Skidsteer Replacement Operating (debt principal and interest) - 21,273 21,273 0.41%
- 0 0.00%
Subtotal - 47,283 47,283 0.92%
Notes:
ATTACHMENT C

Service: Solid Waste Management Complex
Function: 520

Operational Costs $8,066,611 $8,867,215 $9,186,828 $9,462,432 $9,746,305 $10,038,694
Long Term Debt 352,409 417,256 389,840 387,323 384,810 382,290
Short Term Debt 269,977 213,805 179,850 139,026 138,488 18,323
Capital 812,950
Transfer to Capital Reserve 10,000 10,000 10,000 10,000 10,000 10,000
Transfer to Remediation Reserve 37,600 40,000 40,000 40,000 40,000 40,000
SOURCES OF FUNDS
Requisition/Parcel Tax 5,129,030 5,561,626 5,825,268 6,057,531 6,338,353 6,508,057
User Fee 3,154,850 3,499,350 3,499,350 3,499,350 3,499,350 3,499,350
Transfer from Capital Reserve 150,000
Transfer from Gas Tax Reserve
Other 445,650 487,300 481,900 481,900 481,900 481,900
Debt Proceeds 662,950
Surplus/(Deficit) 7,067
2020 Debt Long Term with Principal & Interest 2020 Debt Short Term with Principal & Interest
Borrowed Outstanding Maturity P&I Borrowed Outstanding Maturity P&I
Construction SWC $67,919 2020 $24,900
5 Bay Building $387,623 2030 $46,363 Energy Upgrades - Bings $15,045 2020 $15,270
Peerless $473,032 2030 $51,035 Solar PV Demo - Bings $9,309 2020 $9,448
Peerless $611,932 2033 $56,224 Roll off Truck/Bins $78,507 2021 $40,300
Peerless $717,543 2034 $57,993 Replace Loader $135,943 2024 $31,390
Meade Creek $972,123 2038 $69,382
Meade Creek $1,258,300 2039 $111,360 Proposed Amount Maturity P&I
Replace Pick up $41,140 2022 $8,724

Meade Creek $500,000 2024 $108,673
Total $417,257 Total $213,805
ATTACHMENT D

Title Bings Creek Guardrail Replacement Department ENGINEERING SERVICES
Division RECYCLING & WASTE MANAGEMENT Function 520 - Solid Waste Management Complex
Type Capital - Replacement Priority 1
Description
This supplemental is for replacement of guard rails at the Bings Creek Recycling Centre. Guard rails prevent customers from falling off the drop-off area to the lower service road, and from backing into, or stepping into, roll off bins.
They are extremely important for health and safety. The current guard rails are more than 20 years old and have been damaged in several places due to vehicle collisions and rough handing of deposited materials. Guard rails are
failing in several locations. Replacement is needed and has been recommended by a Municipal Insurance Association risk survey completed in 2018.
Benefits
Guard rails are an extremely important component for ensuring health and safety of customers and staff at the Bings Creek Recycling Centre. Replacement will contribute towards maintaining a safe work site and public drop-off
area, and will reduce liability .
Risks
Significantly increased risk of a fall when using drop-off bins and/or a vehicle failing to stop when backing into a drop-off bay. Increased exposure to liability for CVRD.
Capital Operating
Debt 85,000 85,000 85,000 Operating 18,310 18,310 18,310 18,310 18,310 91,550
- -
- -
85,000 85,000 - - - - 85,000 18,310 18,310 18,310 18,310 18,310 91,550
Capital 85,000 85,000 85,000 Debt (Principal) 16,134 16,134 16,134 16,134 16,134 80,670
- Debt (Interest) 2,176 2,176 2,176 2,176 2,176 10,880
- -
85,000 85,000 - - - - 85,000 18,310 18,310 18,310 18,310 18,310 91,550
Administration
Author Harmony Huffman Date Prepared July 12, 2019
Approval Date
Title Bings Creek Service Road Paving Department ENGINEERING SERVICES
Type Capital - New Priority 2
Description
This supplemental is for paving the service road at the Bings Creek Recycling Centre. The road circles the public-drop off area. It is heavily used by trucks dropping off and picking up loaded roll off bins. It is also used by skidsteers and
loaders that are servicing bins. The road is gravel and requires approximately $10,000 per year for dust control. In its current state, the road presents health and safety challenges from dust and debris, which impact customers and
staff. The road is also a tripping hazard. Paving will eliminate the annual dust control cost, reduce dust, debris and tripping hazards, and allow more efficient site maintenance.
Benefits
Eliminate annual dust control cost and reduce operating costs by an estimated $8,500 per year. Improve health and safety and reduce liability. Increase site cleanliness while reducing staff time required for maintenance (a
mechanical sweeper can be used to control litter on pavement). Cost savings realized can reduce total requisition required for the function.
Risks
Ongoing impacts to customer experience and health and safety from dust, debris and tripping hazard. Ongoing annual dust control costs. More difficult to maintain clean site.
Capital Operating
Debt 75,000 75,000 75,000 Operating 7,700 7,700 7,700 7,700 7,700 38,500
- -
- -
75,000 75,000 - - - - 75,000 7,700 7,700 7,700 7,700 7,700 38,500
- Debt (Interest) 1,920 1,920 1,920 1,920 1,920 9,600
- Maintenance cost savings - 8,500 - 8,500 - 8,500 - 8,500 - 8,500 - 42,500
75,000 75,000 - - - - 75,000 7,700 7,700 7,700 7,700 7,700 38,500
Administration
Approval Date
Title Skidsteer Replacement Department ENGINEERING SERVICES
Type Capital - Replacement Priority 2
Description
This supplemental is for replacement of the Bings Creek Bobcat skidsteer, one of three currently in use at solid waste sites. The skidsteer was originally purchased in 2000. By 2020, the skidsteer will be 21 years old and has reached
the end of its serviceable life. Repair costs in 2018 were $10,020. The skidsteer is needed for solid waste site operation.
Benefits
Replacement will result in reduced repair costs, more stable operating costs (reduction in unexpected or emergency repairs), and consistent service delivery. Aside from debt repayment, there will be no increase to operating costs as
this item will replace an existing item within the budget.
Risks
Ongoing spikes in operating costs. Interruptions to service delivery during repair. Temporary closures may be required if the skidsteer cannot be repaired.
Capital Operating
Debt 100,000 100,000 100,000 Operating 21,273 21,273 21,273 21,273 21,273 106,365
- -
- -
100,000 100,000 - - - - 100,000 21,273 21,273 21,273 21,273 21,273 106,365
- Debt (Interest) 1,808 1,808 1,808 1,808 1,808 9,040
- -
100,000 100,000 - - - - 100,000 21,273 21,273 21,273 21,273 21,273 106,365
Administration
Approval Date
STAFF REPORT TO
COMMITTEE
SUBJECT: 2020 Draft Budget Review – Function 530 – Cowichan Flood
Management
FILE: 0540-20-RS
To present the 2020 Draft Budget for Function 530 – Cowichan Flood Management.
That Function 530 – Cowichan Flood Management 2020 Draft Budget be approved.
BACKGROUND
ANALYSIS
Core Budget
The Cowichan Flood Management function funds expenditures for flood mapping, dike
maintenance, and related works in the Cowichan watershed. The proposed 2020 Core Budget
requisition of $153,750 represents a 2.5% increase over the 2019 requisition. Decreases in wage
and benefit expenses ($18,081) and allocations ($2,813) are offset by an increase in contract for
services expenses of $24,644 to support updated floodplain mapping for the lower Cowichan and
Koksilah floodplain.
Supplemental Items
There are no supplemental requests for this function.
Reserves
The uncommitted operating reserve balance is $212,613. The minimum reserve level is $8,000
and maximum reserve level is $450,000.
2020 Draft Budget Review – Function 530 – Cowichan Flood Management

Not applicable.

Procurement)
Management)


General Manager
ATTACHMENTS:
Date : Oct 11, 2019 Time : 3:09 pm

530 - COWICHAN FLOOD MANAGEMENT
2017 2018 2019 2020
OPERATING REV
PROVINCIAL GRANTS IN LIEU -129 -768 0 0
FEDERAL CONDITIONAL 0 0 -101,375 -13,000
PROVINCIAL CONDITIONAL 0 0 -287,375 -127,000
GENERAL -24,820 0 0 0
REQUISITION -150,000 -150,000 -150,000 -153,750
OPERATING EXP
WAGES 25,628 26,427 40,526 26,400
BENEFITS 5,322 5,299 11,347 7,392
CONTRACT FOR SERVICES 24,860 240 79,559 104,203
ALARM MONITORING 2,835 593 10,000 10,000
ALLOC - GENERAL GOVERNMENT 0 0 2,794 2,158
PROJECT EXPENDITURES 0 0 388,750 140,000
ALLOC - INFO TECHNOLOGY 379 0 0 0
ALLOC - HUMAN RESOURCES 0 353 498 0
ALLOC - ADMINISTRATION 364 226 519 222
CONTINGENCY 0 0 598 598
TRANSFER/FEASIBILITY RESERVE 7,500 7,500 0 0
Surplus/Deficit -105,365 -107,248 0 0

Date : Oct 11, 2019 Time : 3:09 pm
2017 2018 2019 2020


ATTACHMENT B

Function: 530 - Cowichan Flood Management
$150,000 $153,750 3,750 2.50%


Decrease in wages and benefits 51,873 33,792 (18,081) (12.05%)
Decrease in allocations 7,970 5,157 (2,813) (1.88%)
Increase in contract for services 79,559 104,203 24,644 16.43%
0 0.00%
0 0.00%
0 0.00%
Subtotal 139,402 143,152 3,750 2.50%
0 0.00%
0 0.00%
Max 2.5% Draft 2020 Budget 3,750 2.50%

0 0.00%
0 0.00%
- 0 n/a
- 0 n/a
- 0 0.00%
- 0 0.00%
Notes:
ATTACHMENT C
Service: Cowichan Flood Management
Function: 530

Long Term Debt
Short Term Debt
Capital
Transfer to Feasibility Reserve
SOURCES OF FUNDS
User Fee
Other 391,000 140,000
Debt Proceeds
Surplus/(Deficit)
STAFF REPORT TO
COMMITTEE
SUBJECT: 2020 Draft Budget Review – Function 532 – Drinking Water &
Watershed Protection
FILE: 0540-20-RS
To present the 2020 Draft Budget for Function 532 – Drinking Water & Watershed Protection.
1. That Function 532 – Drinking Water & Watershed Protection 2020 Draft Budget be
approved.
2. That the Tier 2 Supplemental Request for a Full Time Senior Environmental Analyst
totalling $128,861 be approved.
BACKGROUND
ANALYSIS
Core Budget
The new Drinking Water and Watershed Protection function supports science-based planning to
protect the quality and quantity of drinking water within the region’s watersheds. The proposed
2020 Core Budget requisition of $512,500 represents a 2.5% increase over the 2019 requisition
and is well under the $750,000 requisition approved by referendum in 2018. Changes from 2019
are summarized by program area and include:
• General – decrease in wages and benefits ($3,352), initiation of allocations $12,871,

increase in function expenditures $8,408 and decrease in contract for services ($15,000)
• Decrease in water quality program ($14,500)
• Increase in hydrometric monitoring program $55,000
• Increase in watershed management strategies $36,100
• Increase in incentives $35,000
The increases in program spending are largely offset by the reduction in the previous year one
time requirement to repay the referendum expenses ($102,027).
2020 Draft Budget Review – Function 532 – Drinking Water & Watershed Protection
Supplemental Items
In 2019, staff time from the General Manager, Engineering Services and the Manager,
Environmental Services along with external consultant support was allocated to the development
of a ten year workplan for programs within the function. As existing staff within the Environmental
Services Division are fully allocated to other programs, a new staff position is required to deliver
the programs within the workplan. The Senior Management Team has ranked this as Tier 2.
Reserves
As this function was established in 2019, the uncommitted operating reserve balance is $0. The
minimum reserve level is $17,000 and maximum reserve level is $34,000.
year.

Not applicable.

Procurement)
Management)

Environmental Analyst / Technician Manager

General Manager
2020 Draft Budget Review – Function 532 – Drinking Water & Watershed Protection
ATTACHMENTS:
Attachment D – F532 Supplemental Request
Date : Oct 11, 2019 Time : 3:12 pm

532 - DRINKING WATER & WATERSHED PRO
2017 2018 2019 2020
OPERATING REV
REQUISITION 0 0 -500,000 -512,500
SURPLUS/DEFICIT 0 0 102,027 0
Total OPERATING REV 0 0 -397,973 -512,500
OPERATING EXP
SALARIES/FULL TIME REGULAR 0 0 60,000 69,100
WAGES - HOURLY 0 0 15,000 0
BENEFITS 0 0 16,800 19,348
CONFERENCES & SEMINARS 0 0 0 1,000
TRAVEL 0 0 400 800
TELEPHONE 0 0 0 1,000
ADVERTISING 0 0 2,800 2,800
REFERENDUM/COUNTER PETITIONS 0 101,974 0 0
LEGAL SERVICES 0 0 0 5,000
CONSULTANTS 0 0 5,000 20,000
CONTRACT FOR SERVICES 0 0 40,000 10,000
TRAINING & DEVELOPMENT 0 0 0 1,000
MEMBERSHIPS 0 0 1,000 1,000
MISCELLANEOUS EQUIPMENT 0 0 1,000 1,000
ALLOC - GENERAL GOVERNMENT 0 0 0 5,099
ALLOC - ENGINEERING 0 0 0 7,197
COMMUNICATIONS 0 0 1,500 2,000
MEETING EXPENSES 0 0 1,000 1,000
SUPPLIES - OFFICE 0 0 473 0
GRANT IN AID 0 0 60,000 60,000
DATA COLLECTION 0 0 5,000 0
COMMUNITY INFORMATION 0 0 0 20,000
CONSULTANTS 0 0 40,000 20,000
COMPUTER SOFTWARE UPGRADE 0 0 15,000 5,000
COMMUNICATIONS 0 0 500 1,000
LABORATORY TESTING 0 0 20,000 20,000
CONSULTANTS 0 0 20,000 20,000
COMPUTER SOFTWARE UPGRADE 0 0 0 20,000
LABORATORY TESTING 0 0 8,000 8,000
CAPITAL INVESTMENT 0 0 25,000 60,000
HYDROMETRIC MONITORING 0 0 15,000 15,000
CONSULTANTS 0 0 30,000 25,000
Date : Oct 11, 2019 Time : 3:12 pm

532 - DRINKING WATER & WATERSHED PRO
2017 2018 2019 2020

CONSULTANT-MAPPING 0 0 10,000 50,000
COMMUNICATIONS 0 0 0 10,000
INCENTIVE 0 0 0 25,000
Total OPERATING EXP 0 101,974 397,973 512,500
Surplus/Deficit 0 101,974 0 0
Date : Oct 11, 2019 Time : 3:12 pm
2017 2018 2019 2020

Summary Total Revenues 0 0 -397,973 -512,500

Summary Total Expenses 0 101,974 397,973 512,500
Summary Surplus/Deficit 0 101,974 0 0
ATTACHMENT B

Function: 532 - Drinking Water & Watershed Protection
$500,000 $512,500 12,500 2.50%

Explanation of increase/decreDecrease in wages & benefits 91,800 88,448 (3,352) (0.67%)

Increase in allocations 0 12,871 12,871 2.57%
Increase in function expenditures (travel, training, telephone, legal, etc.) 3,873 12,281 8,408 1.68%
Decrease in contract for services 45,000 30,000 (15,000) (3.00%)
Decrease in water quality program 80,500 66,000 (14,500) (2.90%)
Increase in hydrometric monitoring program 70,000 125,000 55,000 11.00%
Increase in watershed management strategies 42,000 78,100 36,100 7.22%
Increase in incentives 0 35,000 35,000 7.00%
Subtotal 333,173 447,700 114,527 22.91%
B) Prior Year One-time Items
Repayment of referendum costs 102,027 0 (102,027) (20.41%)

0 0.00%
Subtotal 102,027 0 (102,027) (20.41%)
Max 2.5% Draft 2020 Budget $12,500 2.50%

0 0.00%
Total Draft 2020 Budget $12,500 2.50%
1) Capital - 0 n/a
Debt - 0 n/a
Operating - 0 0.00%
2) Staff position and associated costs Operating - 128,861 128,861 25.77%
Subtotal - 128,861 128,861 25.77%
Max 2020 Requisition change if Supplemental items are Approved $141,361 28.27%
Notes:
1) The Operating Reserve balance at December 31, 2018 is $0 with $0 committed in 2019 - uncommitted balance is $0.
ATTACHMENT C
Service: Drinking Water and Watershed Protecction
Function: 532

Operational Costs $397,973 512,500 750,000 750,000 750,000 750,000
Long Term Debt
Short Term Debt
Capital
Transfer to Operational Reserve
SOURCES OF FUNDS
User Fee
Other
Debt Proceeds
Surplus/(Deficit) (102,027)
ATTACHMENT D
2020 Budget - Approved Capital Expenditure

Title Full Time Staff Person - Senior Analyst Department ENGINEERING SERVICES
Division ENVIRONMENTAL SERVICES Function 532 - Drinking Water & Watershed
Description
Full time Senior Environmental Analyist to support the new Drinking Water and Watershed Function. This supplemental is required as per policy to request a new staff position for this program. The staff person would
assit with the delivery of technical program components of the function as it moves forward in the implementation of the DWWD workplan across the region. A second staff position is anticipated at a later date to
support the education and outreach components in time.
Benefits
Dedicated staffing to support the function and provide the level of service proposed durring the referendum process. The current support of the program in 2019 is drawing on existing, already over committed staff
resources in Function 131. This focused position would allow for the necessary specialized technical staff required as the program matures.
Risks
If no dedicated staff is allocated to this new function there are two primary risks. Risk 1 to the program directly and ability to provide the level of service and ovesight necessary; risk 2 to the Environmental Services
Division and other associated budgets as resources are rediverted to deal with the new function's needs.
Operating
Requisition 128,861 126,089 128,360 130,677 133,042 647,029
-
-
128,861 126,089 128,360 130,677 133,042 647,029

Wages 87,001 88,741 90,516 92,326 94,173 452,757
Benefits 24,360 24,847 25,344 25,851 26,368 126,772
Allocations 7,900 7,900 7,900 7,900 7,900 39,500
Conferences 1,500 1,500 1,500 1,500 1,500 7,500
travel 800 800 800 800 800 4,000
telephone 1,200 1,200 1,200 1,200 1,200 6,000
training 500 500 500 500 500 2,500
memberships 100 100 100 100 100 500
office suppies 500 500 500 500 500 2,500
Miscellaneous Equipment 5,000 5,000
128,861 126,089 128,360 130,677 133,041 647,029
Administration
Author Kate Miller Date Prepared August 15, 2019
Approval Date
STAFF REPORT TO
COMMITTEE
SUBJECT: 2020 Draft Budget Review – Function 535 – Central Sector Liquid
Waste Management Plan
FILE: 0540-20-RS
To present the 2020 Draft Budget for Function 535 – Central Sector Liquid Waste Management
Plan.
That Function 535 – Central Sector Liquid Waste Management Plan 2020 Draft Budget be
approved.
BACKGROUND
ANALYSIS
Core Budget
The proposed 2020 budget for the Central Sector Liquid Waste Management Plan includes no
changes to the requisition.
From 2013 through 2016, a plan amendment focusing on moving the existing outfall was
developed and is currently pending review by the province. The province has indicated that they
will be expecting a full review and amendment of the master plan based on provincial guidelines;
however, no timeline has been provided to indicate when this full amendment will be required.
Previous direction from the Central Sector Liquid Waste Management Plan Steering Committee
has been to maintain the current requisition in order to build a surplus to fund the eventual plan
amendment. This will provide the capacity for the CVRD to action the necessary modifications
over a tighter timeline in the future, effectively reducing substantial administrative charges to the
program.
There are no other items to maintain service level.
Supplemental Items
There are no supplemental items proposed for this function.

2020 Draft Budget Review – Function 535 – Central Sector Liquid Waste Management Plan
Reserves
The uncommitted operating reserve balance is $228,165. This represents the funds available for
the expected review and amendment of the plan at a future date. As per the Operating Reserve
Fund Policy, this function is exempt from minimum and maximum reserve levels.
Should all items be approved, the total requisition would increase by $0 or 0% for the year.

Not applicable.

Procurement)
Management)


General Manager
ATTACHMENTS:
2020 Draft Budget Review – Function 535 – Central Sector Liquid Waste Management Plan

Date : Oct 11, 2019 Time : 3:13 pm

535 - LIQUID WASTE PLAN - CENTRAL SE
2017 2018 2019 2020
OPERATING REV
PROVINCIAL GRANTS IN LIEU -324 -316 0 0
PARTNER CONTRIBUTIONS 0 0 0 -4,100
REQUISITION -95,900 -95,900 -95,900 -95,900
SURPLUS/DEFICIT -48,644 0 0 0
OPERATING EXP
WAGES 0 312 5,703 2,300
BENEFITS 0 0 1,597 644
CONSULTANTS - ENGINEERING 0 0 87,895 96,707
ALLOC - GENERAL GOVERNMENT 9,391 1,850 0 84
ALLOC - ENGINEERING 0 0 631 245
TRANSFER/FEASIBILITY RESERVE 0 1,366 0 0
Surplus/Deficit -135,477 -92,688 0 0

Date : Oct 11, 2019 Time : 3:13 pm
2017 2018 2019 2020


ATTACHMENT B

Function: 535 - Liquid Waste Central Sector
$95,900 $95,900 0 0.00%

Explanation of increase/decrease: Decrease in wages and benefits 7,300 2,944 (4,356) (4.54%)
Increase in consultants - engineering 87,895 96,707 8,812 9.19%
Decrease in allocations 705 349 (356) (0.37%)
Cowichan Tribes contribution 0 -4,100 (4,100) (4.28%)
0 0.00%
0 0.00%
0 0.00%
Subtotal 95,900 95,900 0 0.00%
0 0.00%
0 0.00%
Max 2.5% Draft 2020 Budget - 0.00%

0 0.00%
0 0.00%
Total Draft 2020 Budget - 0.00%
1) Capital - 0 n/a
Debt - 0 n/a
Operating - 0 0.00%
Max 2020 Requisition change if Supplemental items are Approved - 0.00%
Notes:
ATTACHMENT C
Service: Liquid Waste Management Plan Central Sector
Function: 535

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
User Fee
Other 4,100 4,100 4,100 4,100 4,100
Debt Proceeds
Surplus/(Deficit)
STAFF REPORT TO
COMMITTEE
FROM: General Manager
SUBJECT: 2020 Draft Budget Review – Function 571 - Asset Management
FILE: 0540-20-EAS
The purpose of this report is to present the 2020 Draft Budget for Function 571 – Asset
Management (AM).
That Function 571 – Asset Management 2020 Draft Budget be approved.
BACKGROUND
ANALYSIS
Core Budget
The overall budget for Function 571 is going down by 18% however, funding for the function is
shifting. In previous years the core budget for this function was funded through a combination of
grants and general government, however the previous level of grant funding is no longer available.
Changes in operating revenue in 2020 include decreasing federal conditional grants from $51,500
to $0, decreasing the transfer from gas tax from $84,800 to $0, and increasing the Function 100 -
General Government contribution from $51,682 to $147,184.
Major changes to operating expenses in 2020 include decreasing consulting fees by $51,500,
increasing computer software upgrades by $5,000, increasing general government allocation by
$9,822, and increasing sundry expenses by $3,312. This results in the 571 – Asset Management
function 2020 draft budget decreasing from $222,982 to $182,184.
Not applicable.
Supplemental Items
A number of items were proposed through the Gas Tax CWF 3.0 Asset Management Capacity
Building Project Stream. These projects are not fully funded through CWF 3.0 as the municipal
portion of the funding would come from Function 100 - General Government. If these projects are
approved the Function 571 – Asset Management 2020 budget will be amended accordingly.
2020 Draft Budget Review – Function 571 - Asset Management
Asset Management Software
Establish Asset Management software requirements, procure software, implement and train staff.
A three year phased approach has been recommended. Does not include allowance for all asset
systems (i.e. Fleet, IT, Drainage, Dams, Natural Capital). Identified in the Corporate Strategic
Asset Management Plan. Financial information based on information from multiple vendors, still
some details to work out with regards to optional functionality, additional asset systems and
timelines for implementation.
CWF 3.0 = $128,010
Function 100 = $29,290
Total = $157,300
Asset Inventory Completion
Complete asset inventory and condition assessments for Asset Portfolio (replacement values, 10-
year renewal plan etc.) - Parks infrastructure (trails, culverts), public safety (communications
systems), parking lots and other site improvements. Identified in the Corporate Strategic Asset
Management Plan.
CWF 3.0 = 81,000
Function 100 = $19,000
Total = $100,000
Corporate Risk Management Framework
Develop a Corporate Risk Management Framework to identify corporate risk management

objectives, priorities, methodologies, roles and responsibilities, and resource requirements for a
coordinated approach to risk management throughout the CVRD. Identified in the Corporate
Strategic Asset Management Plan.
CWF 3.0 = $20,350
Function 100 = $4,650
Total = $25,000
Fleet Inventory and Electrification Strategy
Establish CVRD fleet inventory, condition assessments and electrification strategy. Determine
replacement criteria and timelines for electrification of the CVRD fleet and associated charging
infrastructure. Identified in the Corporate Strategic Asset Management Plan.
CWF 3.0 = $20,350
Function 100 = $4,650
Total = $25,000
Levels of Service (LoS) Communications Strategy Implementation
Implement LoS Communications Strategy - Engage stakeholders through focus groups within
Electoral Areas for current LoS feedback, customer satisfaction, and willingness to pay
discussions. Once established could be packaged with other Community Surveys. Identified in the
Corporate Strategic Asset Management Plan.
CWF 3.0 = $24,400
Function 100 = $5,600
Total = $30,000
Asset Management Staff Capability Improvement Plan
Develop internal and external training requirements for CVRD staff involved with AM activities.
Provide funding for training and capacity building activities. Identified in the Corporate Strategic
Asset Management Plan.
CWF 3.0 = $12,200
Function 100 = $2,800
Total = $15,000
Total net cost of all three supplementals is $352,300 in 2020 budget of which $286,310 would be
funded through the CWF 3.0 and $65,989 would come from Function 100 (General Government),
Reserves
Not applicable.
There is no requisition for this function. Should all of the Gas Tax proposals be approved and
budgeted for in 2020, an additional $65,989 would be transferred from General Government.

Not applicable.

Procurement)
Management)
Austin Tokarek, B. Sc., CEA Select DM Name Here

Asset Coordinator Select DM Title Here

General Manager
ATTACHMENTS:
Date : Oct 11, 2019 Time : 12:05 pm ATTACHMENT A

571 - ASSET MANAGEMENT
2017 2018 2019 2020
OPERATING REV
FEDERAL CONDITIONAL -30,596 -26,750 -51,500 0
GENERAL 0 -2,606 0 0
FROM OTHER FUNCTIONS -35,893 -55,123 -51,682 -147,184
TSF FROM GAS TAX RESERVE -74,323 -81,140 -84,800 0
OPERATING EXP
SALARIES/FULL TIME REGULAR 108,171 112,077 105,800 107,100
BENEFITS 28,461 28,538 29,624 29,988
TRAVEL 25 0 0 0
TELEPHONE 509 421 540 540
CONSULTANTS 0 33,320 51,500 0
TRAINING & DEVELOPMENT 5,878 2,500 0 5,000
COMPUTER SOFTWARE UPGRADE 2,211 374 350 0
ALLOC - ADMINISTRATION 1,517 943 1,351 899
SUNDRY EXPENSES 198 50 789 4,101
ATTACHMENT B
Function: 571 - Asset Management

$0 $0 0 0.00%

Explanation of increase/decrease: Decrease Federal government grants -51,500 0 51,500 0.00%

Increase funding from other functions -51,682 -147,184 (95,502) 0.00%
Decrease funding from CWF - community works -84,800 0 84,800 0.00%
Increase general expenditures including wages, benefits, allocations 171,482 182,184 10,702 0.00%
Decrease consultants 51,500 0 (51,500) 0.00%
0 0.00%
0 0.00%
0 0.00%
0 0.00%
Subtotal 35,000 35,000 0 0.00%
B) Prior Year One-time Items

0 0.00%
0 0 0.00%
0 0.00%
Draft 2020 Budget - 0.00%
C) Supplemental Items
Communications Strategy - Levels of Service - 30,000 0.00%

Staff Capability Improvement Plan - 15,000 0.00%
Complete Asset Inventory Data Collection - 100,000 0.00%
Corporate Risk Management Framework - 25,000 0.00%
AM Software Procurement and Implementation - 157,297 0.00%
Fleet Inventory and Electrification Strategy - 25,000 0.00%
Subtotal - 352,297 0 0.00%
Draft 2020 Requisition change if Supplemental items are Approved $0 0.00%
Notes:
1) The Operating Reserve balance at December 31, 2018 is $0 with $ committed in 2019 - uncommitted balance is $0
2) The Capital Reserve balance at December 31, 2018 is $0 with $0 committed in 2019 - uncommitted balance is $0
ATTACHMENT C
Service: Asset Management
Function: 571

Long Term Debt
Short Term Debt
Capital
SOURCES OF FUNDS
Requisition/Parcel Tax
User Fee
Transfer from Gas Tax Reserve 84,800
Other 136,380 182,184 185,828 189,544 193,335 197,202
Debt Proceeds
Surplus/(Deficit)

CVRD Regional Services Committee Packet - 20191023

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Regional Services Committee Meeting Agenda

Wednesday, October 23, 2019

3.BUSINESS ARISING FROM THE MINUTES

PRESENT: Chair A. Stone

ALSO PRESENT: B. Carruthers, Chief Administrative Officer

ABSENT: Director M. Marcotte

It was moved and seconded that the agenda be approved.

M1 Regular Regional Services Committee meeting of June 26, 2019

Opposed: Director Kuhn

The Manager, Environmental Services provided a PowerPoint presentation on the

4:39 PM Alternate Director Haime left the meeting at 4:39 PM.

5:01 PM The Committee agreed by consensus to recess for eight minutes.

5:12 PM The meeting resumed at 5:12 PM.

R3 Report from the Environmental Services Division Re: Groundwater Monitoring of

5:39 PM Director McGonigle left the meeting at 5:39 PM.

It was moved and seconded that it be recommended to the Board to pursue a

It was moved and seconded that the recommendation be amended by adding:

It was moved and seconded that it be recommended to the Board to pursue a

6:07 PM Director Marsh left the meeting at 6:07 PM.

1. To provide feedback on the Plastics Action Plan policy consultation

2. To request further amendments to the BC Recycling Regulation as

6:11 PM It was moved and seconded that the meeting be adjourned.

The meeting adjourned at 6:11 PM.

Regional Services Committee

Request to Appear as a Delegation at the Regional Services Committee

Meeting Date 10/23/2019

Contact Name Cliff Evans

Representing Shawnigan Basin Society

Address # 192-1760 Shawnigan Lake Mill Bay Rd

City Shawnigan Lake

Province British Columbia

Postal Code V0R2W0

Telephone Number 2507439029

Reply Email cve9029@yahoo.com

Do you have a Yes

Email not displaying correctly? View it in your browser.

Five Year Plan: 2019-2020

Dr Bruce Fraser resigned – David Munday is now President

To monitor the watershed

Provides a valuable public service

Measures temperature, dissolved oxygen, pH, redox,

Budget - 1. Annual administrative and office costs…………………………………… 16

i) Continue to work on development of a Watershed Master Plan based

ii) Systematically engage and integrate the local watershed

iv) Continue to provision a watershed planning office in Shawnigan

v) Engage and cooperate with other groups interested in the Cowichan

vi) Continue to participate in the Community Technical Advisory Group

vii) Continue working with the Volunteer and Think Shawnigan

x) Work with partners to obtain funding to place critical habitats in

An example of such a foreshore restoration project is given in the Figure1 below.

6) In response to a request by the Shawnigan Basin Society, TimberWest sponsored the

Current Board of Directors

3) To restore foreshore function using bioremediation techniques and practices.

4) To increase the area of forest and wetlands under public trust.

5) To restore the hydrological integrity of the upland forests.

7) To implement invasive species controls e.g. Myriophyllum spicatum (Eurasian watermilfoil)

8) To develop a more resilient and rationale use of our aquifers.

7) To organize Public Education via talks and tours of

Details of the proposed study can be found in Appendix 3.

c) To monitor invasive species

d) To document vegetative changes along the foreshore

2) To increase the amount of forest and wetlands under public ownership.

3) To restore the integrity of the watershed