For me, this blog serves as an essential and necessary resource, a convenient one-stop for facts, links and so much I knew once upon awhile ago but have since forgotten. Simply, an aide memoire for an aging modern mind overwhelmed by the daily influx of so much fresh content.  An electronic crib sheet as i prepare for the next discussion of a recurring topic. A resource that helps me deal with what has been variously called infoxication, infobesity and data smog. The metaphoric piece of string around my finger. 

To this end, I'm posting the remarkably detailed content found in the fine print of last fall's District's 2021 Citizen Budget survey. It is a true "all you wanted to know" guide to District operations and priorities broken down by departments and complete with bonus factoids.  It was assembled by Communications Director Christina Moog in collaboration with Director of Finance Raechel Gray and the District's Leadership team led by CAO Norm McInnis.  (And its quite unlike, in terms of detail and depth, anything the District has produced over its 21 years of sometimes less than transparent operations.)

Here it is, cut-and-paste verbatim from the survey. Companion pieces are the District's 2021 Service Level Review and the latest Annual Report. For names and titles of all these talented folk, visit the District's Contact page. 
 
Administrative Services
This service area consists of the Chief Administrative Officer, Human Resources, Communications, and Community Economic Development. The Administrative Services budget also includes Council's budget, Community Service Agreements, and District funding for not-for-profit organizations and community sponsorships.  Administrative Services is responsible for the oversight and management of District operations, and guides and implements the directive of Council, employee management, building maintenance, corporate communications, and community economic development.

+ By the numbers:

• 4 staff: 1 Chief Administrative Officer, 1 Community Economic Development Officer, 1 Head of Human Resources, 1 Communications Coordinator
• 1 Newly formed Community Economic Development Committee is supporting the development of a Community Economic Development Strategy 
• 2000+ participants in targeted public engagement opportunities (in one year), including 1200 through Picture Sooke and the review of the OCP, and 140 online and 162 in-person participants joining the early learning budget conversation
• 102 residents and not-for-profit organizations participated in the Building a Community Economic Development Survey to date
• Approximately 110 press releases, public services announcements, etc. are issued per year
• 12 monthly e-newsletters provide regular updates on District activities to email subscribers
• 4 print newsletters help keep the community informed seasonally
• 24 community grants and 5 service agreements (Sooke Region Community Health Initiative, Sooke Community Association, Sooke Region Tourism Association, Sooke Region Chamber of Commerce, Sooke Visitor Information Centre) issued in 2020

+ Current objectives include:

• Continue to work with the T’Sou-ke Nation on meaningful truth and reconciliation
• Plan for COVID recovery
• Provide ongoing support for Council
• Expand staff capacity for local economic development and develop a Community Economic Development Strategy
• Lead the implementation of the low carbon resilience (green) lens throughout the organization
• Deliver service excellence through continuous improvement of corporate culture
• Enhance communication with the community, including website upgrades
• Determine operational feasibility of ongoing work from home program
• Develop and promote public participation guidelines

+ Did you know:

• Ongoing reconciliation work includes regular meetings with the T’Sou-ke Nation and collaboration on projects such as the restoration of the Sooke Basin
• The British Columbia Municipal Safety Association recognized the District of Sooke’s COVID Safety Plan as a “best practice”
• Sooke was ranked the fifth most resilient city in BC in 2020 by BC Business Magazine

Corporate Services 
This service area consists of Legislative Services and Bylaw.  Corporate Services ensures all statutory requirements are adhered to and delivers effective and efficient governance. It provides administrative support, records management, election administration, and manages municipal agreements, bylaws, and policies. It is also responsible for the education and enforcement of municipal bylaws and business licensing.

+ By the numbers:

• 7 staff: 1 Corporate Officer, 1 Deputy Corporate Officer, 1 Records Management Clerk, 2 Bylaw Officers, 2 Corporate Services Assistants
• Over 700 business licenses issued annually
• 382 bylaw concerns addressed
• 45 Council meetings per year
• 8 Committee of the Whole meetings per year
• 5 Committees of Council supported
• 51 Committees of Council meetings per year

+ Current objectives include:

• Provide ongoing support for Council meetings and Council’s Advisory Committees
• Bylaw education and compliance
• Analysis and modernization of bylaws and policies
• Update Records Management program
• Development of staff training resources for information requests and privacy protection
• Administration of Alternative Approval Processes

+ Did you know

• District Council meetings are live-streamed through the District’s YouTube channel to provide easy access and increase transparency in local government administration - view the meetings live or return to watch at a later date to stay informed
• The District’s most-watched YouTube video in 2020 was the 2021 Budget Open House Evening Session with 658 views and 93 hours of watch time. The District YouTube channel has 5,600 views in 2020
• Sooke is currently in ongoing discussions with the City of Natori, Miyagi Prefecture, Japan regarding a “sister city” agreement to formalize our long-standing friendship

Financial Services 
This service area consists of Finance, Information Technology (IT) and Reception.  Financial Services and IT Services is responsible for the fiduciary and statutory requirements of the municipality, management of municipal finances, and financial strategizing for sustainable long-term corporate accountability. The Information Technology section manages all electronic equipment, software, and asset renewals.

+ By the numbers:

• 8 staff: 1 Director of Financial Services, 1 Deputy Director of Financial Services, 1 Head of Information Technology, 1 Technology Support Analyst, 1 Accounts Payable, 1 Payroll, 1 Support Clerk/Receptionist, 1 Receptionist
• Over $6 Million in grant funding received this year to date
• Approximately 5,000 invoices processed annually
• Administration of 24 community grants and 5 service agreements

+ Current objectives include:

• Implement a capital project reporting system
• Maintain network security
• Support ongoing administration of grant applications, and local government role in provincial and federal funding programs such as the Canada Community-Building (formerly Gas Tax) program
• Complete a community services agreement review
• Implement a digital accounts payable system and lowering carbon footprint in the process
• Enhance financial reporting
• Use technology to improve ease of access to information, e.g. online public meetings experience, working with Communications on a website refresh

+ Did you know

• The District collects taxes on behalf of third-party agencies including hospitals, schools and the CRD. This accounts for approximately 56% of the taxes collected, with the remaining 44% funding the services areas described through this survey.
• This District actively seeks grant opportunities to maximize the value residents receive for their tax dollars. In 2021, additional funding sources include a $4.6 million to assist with wastewater plant upgrades and restoring the Sooke Basin, and $1.8 million to complete the Otter Point Road Active Transportation corridor identified in the Transportation Master Plan.

Planning and Development Services
This service area consists of Planning and Building Services.  Planning and Development Services is responsible for the provision of planning and building services within the municipality, including:

• Long-range and current land-use planning
• Review of development proposals
• Providing Council with advice on planning-related matters
• Building approvals and inspection services

+ By the numbers:

• 9 Staff: 1 Director of Planning and Development Services, 3 Planners, 3 Building Officials, 1 Planning and Development Assistant, 1 Planning and Development Support Clerk/Receptionist
• In 2020, the building department completed 1733 building inspections - this is an increase of 22% from 2019.
• In 2020, it took an average of 43 days to process residential building permits. This is a 36% improvement from 2019, when the average permitting previously took 68 days.
• New dwelling units being constructed have decreased year over year, in recent years: 300 new dwelling units constructed in 2018; 282 in 2019; and, 206 in 2020.

+ Current objectives include:

• Develop a new Official Community Plan
• Continue to progress Lot A through planning, partnerships, and advocacy
• Respond to the housing needs report
• Review of the Amenity Reserve Policy
• Update Development Procedure Bylaw
• Enhance public access and communication on land use applications

+ Did you know

• At its heart, an Official Community Plan (OCP) is about managing land use and physical growth of the community. It dictates the location, type, and intensity of homes, businesses and industry, agriculture, and parks and other public spaces.
• Over the last year, more than 1,200 participants shared their vision and provided feedback on emerging goals for a new OCP for Sooke. A new DRAFT OCP will be available for public comment soon. See what policies are being proposed to support the community’s (draft) vision of Sooke being asmall town with a big heart and a vibrant net-zero emissions community, cradled in the stunning beauty and vitality of the ocean and forest.
• At just 20 years young, Sooke is at a pivotal point in its history as we prepare for a new OCP to come into effect. All policies must align with the OCP.  Learn more at picturesooke.ca.

Community Safety 
 This service area consists of the Fire Department, Emergency Management, and the District’s contract for services with the Royal Canadian Mounted Police (RCMP).  Community Safety Services is responsible for responding to emergency and non-emergency incidents and management of the emergency services in and for the community.

+ By the numbers:

• Fire & Emergency Program Services - 8 Career Staff: 1 Fire Chief, 1 Deputy Fire Chief, 2 Captains, 3 Firefighters, 1 Fire Services/Emergency Program Assistant
• Approximately 40 Paid on Call Firefighters
• 734 fire service area calls in 2020, breakdown of calls by type:
  • 31 fire
  • 286 medical
  • 97 burning
  • 88 rescue
  • 68 hazardous conditions
  • 67 alarms - no fire
  • 90 public calls for service
• 17 RCMP Officers, 13 funded by the District of Sooke, 4 funded by the Province; 4 support staff including one Victim Services works and 5 part-time on-call guards
• RCMP responded to 5,857 calls for service in 2020, 4,376 of which are in the District of Sooke. Calls by type include:
  • 16 Sexual Assaults
  • 115 Assaults
  • 15 Break and Enter - business
  • 26 Break & Enter - residence
  • 11 Break and enter - other
  • 10 Vehicle thefts
  • 1 Theft from Vehicle Over $5000
  • 50 Theft from Vehicle Under $5000
  • 191 Mental Health Act
  • 0 Mischief/Property Damage Over $5000
  • 161 Mischief/Property Damage Under $5000

+ Current objectives include:

• Develop Fire Service Master Plan
• Complete renovations to Station One
• Promote Volunteer recruitment and retention through the paid-on-call system
• Continue and expand the neighbourhood emergency preparedness program
• Community education on FireSmart principles
• RCMP: Enhance Road Safety – Reduction of impaired, aggressive & distracted driving
• RCMP: Crime Reduction – Prevent and Reduce Property Crime
• RCMP: Communication and Visibility – Maintain Positive Relationships

+ Did you know:

• The Emergency Support Services (ESS) group is a volunteer-based group that assists the community during a significant emergency event. Training for this group is provided through the District’s Fire Department staff and Emergency Management BC.
• The Sooke Emergency Program (SEP) is a group that is responsible for a municipal Emergency Operation Center, ESS, and emergency radio operations. It is comprised of approximately 6 volunteers, supported by District staff. The program supports the District during local states of emergency, communications, evacuation planning, and emergency support from natural disasters to pandemics.
• In 2020, RCMP exceeded the 5% reduction goal in property crime - realizing a 15% reduction

 
+ Background Information

For RCMP Municipal Units serving a population between 5,000 to 14,999 in BC:

• The highest ratio in the province is 1 officer per 1,424 residents.
• The lowest ratio in the province is 1 officer per 363 residents.
• The average is 1 officer per 736 residents.

 
Currently, Sooke’s population per officer is 1,127.  Officer funding is approximately $110,000/officer.

Source: Ministry of Public Safety and Solicitor General Police Services Division, Police Resources in British Columbia, 2019, p. 10.  (2020 edition) 


Operations 
This service area consists of the Engineering, Geographic Information Services, Subdivisions, Parks and Environmental Services and the Wastewater sections.  

Operation Services is responsible for the planning, design, construction, and maintenance of municipal infrastructure including local roads, subdivisions, parks, trails & greenspaces, and the collection and treatment of storm and wastewater. The department is also responsible for the mapping and management of municipal assets.

+ By the numbers:

• 15 staff in Operations: 1 Director of Operations, 1 Manager of Wastewater, 1 Manager of Subdivision Land Development (Approving Officer), 4 Wastewater Plant Operators, 1 Head of Geographic Services (GIS), 1 GIS/Land Records Analyst, 1 Land Development Technician, 3 Engineering Technologists, 1 Wastewater Clerk, 1 Operations Clerk (support Operations and Parks & Environmental Services)
• 6 Parks staff: 1 Manager of Parks & Environmental Services, 1 Parks & Environmental Services Coordinator, 1 Carpenter/Tradesperson, 3 Parks Workers
• Operations is responsible for 33 kilometres of collector roads, over 72 kilometres of local roads, 5 bridges, 680 catch basins, over 32 kilometres of storm line
• 200+ High use permits are issued each year
• 700+ calls for service are responded to annually
• 703 District-owned trees
• 89 parks and green spaces
• 287+ acres of parkland
• 40+ kilometres of trails
• 37 Park benches
• 10 public washrooms

 
+ Current objectives include:

• Implementation of the Transportation and Parks and Trails Master Plans
• Church Road Intersection corridor upgrades - Highway 14 to Wadams Way
• Otter Point Road Active Transportation Corridor upgrades
• Initiate Wastewater Master Plan
• Develop an Asset Management Strategy
• Complete review of Development Cost Charges Bylaw
• Update Subdivision and Development Standards Bylaw
• Complete wastewater centrifuge project
• Develop inflow and infiltration mitigation strategy for pump stations and collector system
• 75% design completion of Throup Road Connector
• 75% design completion of Phillips Road Active Transportation Corridor
• Develop and continue to implement a set of green corporate practices including a climate adaptation mitigation strategy, and implement a citizen “call to action” for the climate emergency
• Work with the Climate Action Committee to determine best approaches to achieve the District’s aspiration to be carbon neutral by 2030
• Build new community-desired assets including multi-use sports box and fenced-dog park
• Continue progress on Little River Crossing
• Develop a Tree Management Bylaw and/or Policy
• Ongoing parks and recreation capital construction (e.g. staircases, bathrooms, water access, transit stops, etc.)

+ Did you know 

+ General:

• Operations is a relatively new and expanding division of the District. This is a response to community priorities expressed for road and underground service enhancements, park development and maintenance, trail system improvements, and parkland acquisition.
• You can access District maps at sooke.ca, under online services. Use our Parks & Trails Finder or view the Land Information Map and use layers to view District zoning, and more.

+ Wastewater:

• The wastewater system uses secondary sewage treatment to remove over 95% of the total suspended solids and high levels of other contaminants, providing significant environmental benefits to the community.
• The Wastewater section services only a portion of the municipality. Those within the Sewer Specified Area (SSA), pay a parcel tax with their municipal property taxes for this service. This parcel tax funds the capital and operating cost of the community wastewater collection and treatment system, which is mandated in the Sooke Core Sewer Specified Area Cost Recovery Bylaw.

+ Roads:

• The Transportation Master Plan was adopted in October 2020.
• Construction will be starting soon on two corridor projects: Church Road - Highway 14 to Throup (identified in the current budget); Otter Point Road Active Transportation Corridor (District successful in receiving 100% project funding)
• Annual road maintenance programs including paving program, line painting, brushing cutting and while, less common, snow removal.

+ Parks & Environmental Services:

• The Parks and Trails Master Plan was approved in October 2020.
• Every year the municipality acquires new assets (i.e. parks and green spaces) through private development or municipal capital investment.
• With heavy rains in the fall and winter, the Parks Department opens a sandbag station at the District’s Parks Works Yard, located at 2070 Kaltasin Road. This service opens during applicable weather events and free for Sooke residents to access.

Council gave the first three readings to the 2022-2026 Financial Plan last Tuesday night. Bottom line where it counts: Sooke residents with an average assessed property can expect a municipal increase of about $100 when the bill arrives late next spring. Drop by the Municipal Hall this Wednesday from 3 to 7 PM for the open house info session featuring staff and council representatives. 

Start right here with this year's excellent video explainer, a smartly assembled production featuring District staff step-by-stepping it through the budget . It's complemented by an in-depth budget page on the Let's Talk Sooke website. (Aside: This is pinch-me wonderful, exceptionally timely communications from a local government that not many years ago was sharing little but formal budget documents and a double-sided flyer included with our tax bills. Sooke five-year plans were also typically finalized in the spring not long before the legislated May 15 deadline, not at this super-efficient early date as has been the case in recent years.) 

Quotes from Mayor Tait, Director of Finance Raechel Gray and CAO Norm McInnis all capture the rationale for council's unanimous vote in favour of the provisional budget. For my part,  Sooke News Mirror editor Kevin Laird wrote me last week asking for emailed quotes on the budget and its climate-action component.  I responded as follows ...  

Budget: "We're asking more from Sooke taxpayers this year and yet the hike is in service to what council rates as truly essential needs -- new firefighter and RCMP recruits, a Climate Action Coordinator, new hires in the planning and operations departments and, perhaps above all, the fast-tracked implementation of Sooke's Transportation Master Plan with its primary focus on the long-overdue Phillips-to-Grant Road W. bypass.   

All credit to Director of Operations Jeff Carter and the District's leadership team for a strategy that ensures current projects are completed on schedule and that we have the necessary reserve funds to bid for future grants. As they and council recognize, it's vital that we complete the bypass ASAP. It will dramatically improve our road and stormwater infrastructure while also lessening traffic congestion in the town centre and providing safe passage for pedestrians and cyclists. Wins all around, but it's true they come at a price."  

Climate action: "The 2022 budget marks the first time the District has invested significant funds in direct climate action. The volunteer Climate Action Committee has worked astoundingly hard and smart this year to develop a 7% annual GHG reduction strategy along with a companion citizen engagement campaign. Relatively modest ($109k) funding is now secure to launch these initiatives as well as hire Sooke's first Climate Action Coordinator to work with the community, the CRD and the Province's CleanBC team as we chase the daunting goal of 50% carbon cuts by 2030." 

For my own future reference, I'll share a few highlights here that you'll either find through District sources or in  Tuesday's night's special council budget agenda: 

* 2022 property tax increase: 6.09% (approx. $100 or $8.33 per month on an average 2021 assessment) 

* Tax hikes over the last decade total 21.32% prior to this latest increase ... 

2021 ~ 3.31%
2020 ~ 0.00%
2019 ~ 7.18%
2018 ~ 2.79%
2017 ~ 5.58%
2016 ~ 0.85%
2015 ~ 0.00%
2014 ~ 0.02%
2013 ~ 1.59%
2012 ~ 0.00%

Perspective on Taxes

Paraphrasing local government consultant Tracey Lorenson, one of the speakers at the 2019 Local Government Leadership Academy workshops in Parksville ... 

- A zero percent tax increase effectively reduces municipal funds by 2 to 3 percent given average annual inflation.  Generally speaking, there is under-investment by local governments in essential infrastructure. Future taxpayers will shoulder the bill sooner or later to replace failing road networks, sewers, etc. 
 
- Residents get what they pay for with their taxes. Whether a community receives gold, silver or platinum service is a direct reflection of tax rates. Less cannot deliver more. 

Budget 2022 Highlights 

- Ongoing funding for District of Sooke operations as delivered by (as of now) 51 employees + 13 RCMP officers + 28 paid-on-call firefighter volunteers. And what do these folks do precisely, you ask? See the 2021 Service Review report starting on page 72 of this Oct. 18 Committee of the Whole agenda. In an appreciative word: Plenty. 

- The District's share ($276k) to complete the $3.2m Church Road roundabout at Throup adjacent to the new Wadams Farm development + final shovel-(and grant)-ready designs for the Church, Throup, Charters, and Philips stretches of the connector-route bypass. 

- DOS contribution ($75k) to an otherwise Ministry of Transportation-funded design of the multi-use trail/sidewalk on the West Coast Road as far as Whiffin Spit Rd. 

- Year four of the Five-Year Road Program ($700k) to repave secondary streets at an as-required pace (likely an everafter annual expense in lesser amounts beyond five years, of course)  + a "patch-and-pave" budget for unexpected potholes and problems not covered by the District's maintenance deal with Victoria Contracting + District share of repaves of Connie and Manzer pending negotiations with MOTI. 

- Hiring of a new IAFF Local 4841 firefighter by the Sooke Fire Rescue Service + introduction of the third and final phase of the paid on-call program for Sooke's volunteer firefighters, thereby boosting us to provincial norms for composite union/volunteer forces of our kind. 

- Addition of a 14th District-funded officer to the Sooke RCMP detachment (two more are needed in the coming years, as Staff Sgt. Sinden told council in answer to my questions on Monday night.) 

- New Manager of Operations (aka an essential right-hand associate to Director of Operations Jeff Carter, whose plate is beyond full with current/incoming road projects and the expansion of the wastewater treatment plant, among other to-do priorities.) 

- New Manager of Planning & Community Economic Development to work with Director of Planning Matthew Pawlow. This hybrid position incorporates the CED Officer role held this year by Sue Welke (who regrettably has now left the District to care for family back in Alberta, yet leaves a fine legacy including the Sooke CED Strategy & Action Plan.) Certainly makes good sense to blend the CED worldview into planning in the wake of a new OCP and with new town-centre commercial/residential applications pending. 

- Consultant funding ($20k) for an Employment Lands Strategy to augment seed money from the Province and the federal Community Investments (CECI) program. Action item 1.1 of the CED Strategy states: "Using the new draft OCP and the climate action/Low Carbon Resilience lens, encourage new investment on Employment Lands and in the Town Centre." Jumpstarting activity on our modest inventory of commercial and /industrial zones is a short-term priority of the DOS Economic Analysis (2019).  

- Salary for a permanent Climate Action Coordinator (to begin in August at the end of a nine-month grant for the intern coordinator position made possible through funding sourced by the aforementioned Ms. Welke and filled a fortnight ago by Maia Carolsfeld, a gifted young East Sooke woman newly graduated with a master's degree in carbon management from the University of Edinburgh). 

- A budget ($45k) to launch the Climate Action Committee's social mobilization campaign with lift-off planned for Earth Day 2022. Along with a climate-smart OCP and DOS commitments to lead by example through the Low Carbon Resilience model (see Oct. 2021 handbook),  citizen involvement is vital in the drive to reduce local carbon emissions by 7% annually through 2030 -- primarily through heat-pump and EV uptake (if 250 of us in each category do so each year, we're on course for our target 50% cut in conventionally measured emissions.) 

- Additional contract, seasonal parks labourers to assist the current team in managing, maintaining and improving Sooke's growing network of 80 parks, 50km of trails, boulevards, trees and washrooms. 

- Continued community support through the Community Grants ($65k) program + annual service agreements with the Sooke Food Bank, SRCHN, the Sooke Community Association, Sooke Region Tourism Association, Sooke Region Chamber of Commerce, the Visitor Information Centre and, new for 2022/23, the Sooke Family Resource Centre ($30k to top-up other grants funding SFRS's youth navigator and adult counselling programs.) 

- Much else!

Longer-Term Outlook

Borrowing (2022 payments on outstanding debts)
- Sewer plant ($3.3m, matures 2026)
- Fire Dept. water tender ($230k, matures 2024)
- Fire Dept. Engine 1 ($735k, matures 2025)
- Fire Dept. ladder truck ($258k, matures 2027)

Future borrowing guidelines
- District revenue in 2020 was $13.7m
- Municipal Finance Authority sets an interest-repayment limit of 25% of local government annual revenue (i.e. $3.4m) 
- Given current loans, we have an extra $2.4m available for yearly interest payments; this sum is currently earmarked for use as District contributions to any future successful grant applications for transportation, parks and sewer priorities. 

 Big ticket Items identified in future years of the Five-Year Plan 
(As anyone who has followed these plans over time will know, capital spending line items in years two to five are entirely subject to change based on many factors, but they do provide a rough guide to where your local government and this council is heading.)  Here's what you'll find pencilled in for future years: 
 
2023
- Charter Corridor North (Phase 1) ($1.5m) 
- Charters Throup stream culvert ($900k) 
- West Coast Road sidewalks ($2.5m) 
- DeMamiel Creek bridge crossing ($1m)
- Municipal Hall building repairs ($1.5m) 
- Fire Engine 204 ($900k) 
 
2024
- Charters/Throup Rds. ($15.6m; an aspirational sum heavily dependent on successful grant applications)
- Final phase of DeMamiel Creek bridge crossing ($1m)
 
2025
- Charters at Hwy 14 intersection ($1.2m)
- Charters corridor south ($1.5m)
- Town Centre Plaza ($1.2m)
 
2026
- Complete Streets Pedestrian buildout as per Transportation Master Plan ($3.6m)
 

Essential Reading

The District of Sooke Financial Services page 

Iterative updates to this page in recent years by Director of Finance Gray has generated an All You Wanted to Know About Taxes But Were Too Overwhelmed To Ask one-stop. Included is a pie-chart of how your total tax bill is divvied up among other parties (i.e., CRD, BC Transit, VIRL, SD #62); a chart (see below) showing Sooke taxes relative to other South Island municipalities; separate pages dedicated to the District's budget and property taxes; and a personalized property tax calculator that identifies what precisely your municipal contributions fund (to be updated in the New Year once this latest plan is adopted.) 


Earlier budget summaries from this blog: 
- 2019
- 2020/21
- CRD (2019) 

Image: From the District's Property Taxes website page, a chart titled "Putting Sooke Residential Taxes in Perspective" and based on annual data (in this case 2020) compiled by the Province of BC.