Appendix D — Project Charter: West Shore RCMP Detachment Expansion (FINAL)

Proposed Structure:

• Mayors & Council:
  • Langford, Colwood, View Royal
  • Approval authority over Funding, MOU, CRD Subregional service and IPD Team Validation Agreement to proceed.
• Steering Committee:
  • Equal municipal representation (CAO's) with authority over project budget, scope, schedule, and strategic issues.
  • RCMP OIC while not a member of this steering committee, will be invited to participate as relevant/appropriate
  • Responsible for providing quarterly updates to mayors and council.
• IPD Senior Management Team (SMT):
  • Contractual oversight of IPD agreement.
• IPD Project Management Team (PMT):
  • Day-to-day project delivery oversight.
• Inter-Municipal Dispute Resolution:
  • Mediation, then binding arbitration with support if unresolved.

11. Project Management & Authority

The Project Sponsor(s) are the Chief Administrative Officers (CAOs) of Langford, Colwood, and View Royal. The Sponsors provide strategic oversight, secure required approvals, ensure alignment with municipal objectives, and are accountable for ensuring the project delivers the agreed outcomes. Project management will be delivered according to the IPD practices and governed by the CCDC 30-2025 contract. The Sponsors also function as escalation points for resolving inter-municipal or strategic issues.

12. Approval Signatures

Name /Title | Signature | Date
Mayor- City of Langford | |
Mayor - City of Colwood | |
Mayor -Town of View Royal | |

13. Responsibility Assignment Matrix (RACI)

Legend

• R - Responsible: Does the work to complete the task.
• A - Accountable: Ultimately answerable for the correct completion of the task; approves/signs off.
• C - Consulted: Provides input based on expertise or stakeholder interest.
• I - Informed: Kept up to date on progress, decisions, and outcomes.
• N/A - Activity listed is not applicable for the entity list

Entity Legend:

• SC — Steering Committee (Langford, Colwood, View Royal; indicating Mayors & Council for each municipality)
• CRD — Capital Regional District
• SMT — IPD Senior Management Team (Includes Owner)
• PMT — IPD Project Management Team (Includes Owner)
• RCMP — Royal Canadian Mounted Police

Governance & Decision-Making Activities

Financial & Contractual Control

Design & Construction Management (IPD Process)

Risk, Quality & Compliance

Communications & Stakeholder Engagement

Post-Construction Operations & Asset Management

14. Assumptions

• CRD borrowing and service establishment bylaws will receive all necessary approvals, including the Inspector of Municipalities.
• All Owner municipalities will approve the revised MOU with the governance, cost control, and ownership provisions outlined.
• RCMP operational needs remain consistent with current E-Division accommodation standards.

15. Constraints

• Total capital budget capped at $103 million without Council approval of all partners.
• Construction must proceed on an active RCMP detachment site with minimal operational disruption.
• Debt servicing terms are set at 25 years, requiring fixed annual municipal requisitions.
• Compliance with all BC statutory requirements for municipal infrastructure projects.

16. Success Criteria

• That the relationship between Colwood, Langford and View Royal is paramount and the relationship should take precedence over and above this project
• Facility operational by Q1 2029 (or sooner) with full RCMP occupancy.
• Meets or exceed RCMP E-Division accommodation standards and BC Building Code requirements.
• Delivered within approved capital budget and debt servicing plan.
• Governance structure (Steering Committee, SMT, PMT) functions per approved RACI without unresolved inter-municipal disputes.
• Exceeds community standards on establishing a welcoming and inclusive street presence with appropriate accessibility conditions
• Achieves sustainable design targets as determined during Validation phase agreement (e.g., LEED certification or equivalent if adopted).
• Public reporting commitments met quarterly during construction.

17. Legislative and Regulatory Compliance

• BC Police Act (municipal policing accommodation duties; provincial enforcement powers if unmet) including Sections 15, and 17 (policing standards and adequacy of accommodation).
• Community Charter, Sections 173-175 (liabilities, expenditures, long-term commitments), Section 181-182 (borrowing through regional district), including Section 174 (non-delegable borrowing powers).
• Local Government Act (regional service establishment, borrowing bylaws, AAP, or referendum requirements) including Sections 407-409 (loan authorization bylaws).
• Municipal Police Unit Agreement (MPUA) obligations for RCMP accommodation.
• BC Building Code and related fire, seismic, and accessibility provisions, 2024 BC Building Code edition.
• Workers Compensation Act and WorkSafeBC Regulations (site safety) Prime Contractor designation and compliance with site safety program requirements.
• Environmental Management Act (waste disposal, hazardous material handling).
• Freedom of Information and Protection of Privacy Act (FOIPPA) for public transparency.
• Accessibility British Columbia Act for inclusive facility design.
• Applicable CRD bylaws and procurement policies.
• All RCMP facility and security standards for operational readiness.

18. Key Performance Indicators (KPIs)

These criteria will be developed and monitored as stipulated in the validation agreement and in alignment with the CCDC 30 - 2025 contract to ensure IPD team compliance. KPI's are a part of the ongoing IPD management with the PMT and SMT and reviews will be conducted quarterly by the Steering Committee with the results published in public progress reports as indicated above.

Key KPI descriptions include:

• Milestone Variance — Management of the critical milestones updated monthly (highest priority on the achievement events that implicate profit release), with a focus on pulling schedule ahead and agile course correction using the Lean Project Delivery methods. Target is to meet or exceed milestone plan as stipulated in the validation agreement.
• Percent Planned Complete — Last Planner System reliability executional metric that monitors the network of commitments within an integrated project including design completion to construction milestone achievement in a work-flow based system with a focus on pulling schedule ahead and alignment of all resources to maximize risk mitigation.
• Base Target Cost to ECAC Variance — variance between the base target cost and estimated cost at completion (ECAC) which monitors spending progress without profit included.
  • If this variance is over budget, the difference is absorbed by the IPD non-owner parties' profit at risk. If the variance is under budget, there is an opportunity for owner's additional savings for the owner to re-invest in the project as an Added Value Incentive Item (AVII)
• Condition of Satisfaction (COS) and Performance Requirements management — thorough quarterly process post Validation to ensure scope management is focused on `Best for Project.' This will be assessed through both qualitative and quantitative measures as stipulated in the validation agreement. All COS defined terms are expected to be at 100% achievement as defined in the validation agreement. This would include the following:
  • IPD Team Performance metrics regarding Safety and Quality performance criteria must be achieved as stipulated in the validation agreement. This includes safety performance of number of lost-time incidents per 200,000 work hours at a zero target.
  • Sustainability Target Achievement — percentage of agreed sustainable design objectives as stipulated in the validation agreement met to 100%.
  • Operational Readiness — number of critical deficiencies identified at commissioning with a target of zero.

19. Project Closure & Handover

Project closure will occur when all contractual deliverables are met, the RCMP has formally accepted the facility, and all deficiencies are resolved. The Steering Committee will approve closure based on a completion report from the IPD Project Management and Senior Management Team, including summarizing the reconciliation of the approved validation agreement, actual final target cost, final schedule, KPI outcomes, and lessons learned.

Ownership title transfer from the CRD to municipal partners, post-debt repayment, will complete the handover process.

CITY OF LANGFORD by its authorized signatories:
CITY OF COLWOOD by its authorized signatories:
TOWN OF VIEW ROYAL by its authorized signatories:

Appendix A - Governance & Approvals Decision Tree

This appendix summarizes the governance and approval responsibilities for the West Shore RCMP Detachment Expansion Project. It highlights where authority lies, what requires Council approval, and the role of supporting bodies. It is intended as a quick reference to avoid confusion about responsibilities.

Elected Councils (Langford, Colwood, View Royal)

• approval required for:
  • Final project budget & scope
  • MOU terms
  • Borrowing bylaws (unless CRD route is followed)
• Cannot comment on: architectural details governed by Langford's OCP.

Steering Committee (CAOs)

• Authority over budget, schedule, and scope (within Council-approved caps).
• Escalation point for inter-municipal disputes.
• Provides quarterly reports to Councils.

IPD Senior Management Team (SMT)

• Contractual oversight of the CCDC 30-2025 agreement.
• Approves risk management plan, financial reporting, validation reports.

IPD Project Management Team (PMT)

• Day-to-day delivery, coordination, and reporting.
• Responsible for safety, schedule, and quality control.

Other Key Stakeholders

• CRD - Borrowing administration, title transfer, service bylaws.
• RCMP OIC — Consulted on design standards, operational needs.
• Province — Oversight under Police Act; non-contributing beneficiaries noted.

Councils at the top -> Steering Committee -> SMT -> PMT. CRD and RCMP appear as side consult/inform roles. Approval gateways apply when budget > $103M or for MOU terms.

Appendix B - Risk Mitigation

This appendix consolidates key risks identified in Section 5 and provides structured mitigation strategies across governance, financial, operational, legal, and stakeholder domains.