budget-processtimelineThe Capital Regional District (CRD) plays an essential role in helping its citizens and businesses enjoy and contribute to building a region that is vibrant, livable and sustainable. This means ensuring the right level of programs and services are provided by the CRD, at the right cost.

The CRD follows a four-year service and financial planning process to ensure that resources are used efficiently and that services effectively meet the needs of residents, municipalities, electoral areas and First Nations. On an annual and ongoing basis, the CRD monitors, reviews and adjusts its plans to ensure they stay relevant and evolve to reflect changes in the organization's strategic priorities as well as operating environment. Read more >>

2018 Financial Planning

At a Committee of the Whole meeting on November 29, 2017 CRD Directors considered a preliminary financial plan for 2018 and passed the following motions:

  • That there be no requisition in 2018 for the Regional Growth Strategy (RGS) budget, and that there be a one-time draw down of the RGS reserve to fund the 2018 RGS operating budget.
  • That staff look at a total 2% decrease in requisition of regional services (from 4.85% to 2.85%) in the proposed budget (excluding Core Area Wastewater Treatment Project), and that the 2% be looked at also within the 14% materiality threshold.

For agenda materials, including preliminary budget materials, please visit the meeting details page.

2017 Budget and Financial Plan

The 2017 budget year focuses on investment in the future and supporting regional priorities, while managing costs and diversifying revenue.

Budget Overview

2017FinalBudget-Consolidated-webThe CRD budget consists of more than 200 individual service and sub-service budgets; some of which are recommended directly through standing committees of the CRD Board, and others which are recommended by sub-regional or local service commissions which have various degrees of delegated authority. The consolidated budget consists of the CRD’s operating and capital expenditures as well as Capital Regional Hospital District and Capital Region Housing Corporation expenditures.

Operating Budget

2017FinalBudget-ConsolidatedOperatingOperating costs pay for the daily business of the CRD. This portion of the budget pays for labour costs, supplies, programs, services and repayment of debt for major projects. Requisition funding and income from fees and service charges, and other grant funding sources fund the operating budget.

Capital Budget

2017FinalBudget-ConsolidatedCapitalThe capital investment is included in an annual plan to sustain and enhance infrastructure in the region. This includes acquisition of buildings, facilities, construction of trails, and upgrades to capital assets, such as water treatment plants and sewers. The CRD continues to collect an average of $20 per average residential household assessment for park acquisition and $1 million to support housing needs.

Service Activity & Investment

The major impacts of the budget are:

  • Continuing to support the implementation of Core Area wastewater treatment with a planned requisition increase to $20 million ($5 million increase). This follows a 2013 Board decision to budget for incremental increases to reduce overall interest expense, reduce ongoing annual debt servicing costs and provide sufficient funding for capital and operating costs. These costs may be collected via tax requisition, user fees or a combination of both as decided by the participating municipality. Construction will commence this year for the wastewater treatment project, which is also receiving up to $459 million from senior government.
  • Ensuring access to park and trails through the continued development of the E&N Rail Trail, a new cycling and pedestrian trail. The CRD continues to collect an average of $20 per average residential household assessment for park acquisition.
  • Providing affordable housing through the Regional Housing First Program implementation plan, approved in the fall of 2016. The CRD continues to collect $1 million to support housing needs.
  • $16 million has been included for the new consolidated 911/police dispatch centre that will meet post-disaster standards and accommodate consolidated services.
  • Renewing and improving drinking water and wastewater infrastructure for the region’s urban centres and local service areas, including the upgrading of the drinking water disinfection plant for the Regional Water Supply System.
  • Managing wastewater and protecting local watershed and surrounding marine environment through planned upgrades to existing wastewater conveyance and treatment infrastructure for the Core Area, Saanich Peninsula and Electoral Areas.
  • Investigating integrated resource management solutions and exploring the potential for infrastructure that could position Hartland landfill as a hub for renewable natural gas on Vancouver Island. $10 million has been included in the capital plan for a potential landfill gas utilization facility.
  • Investing and partnering in the development of health-related infrastructure, including The Summit at Quadra Village, a 320 unit complex residential and dementia care facility. Construction of the facility is currently underway.

Financial Indicators

Financial indicators have been developed that relate directly to the CRD and the services provided to the communities in which the CRD operates. Although benchmarking these indicators is difficult due to the varying size and scope of services provided by local governments, the indicators provide insight on trends and measures of organizational and financial performance. Ongoing work on asset management will complement work on financial indicators leading to new policy development with respect to debt management, reserve levels, risk management and facility life cycles. It will also enable a better monitoring of expenditures and capital investments in light of the continued service delivery demands.