REGULAR MEETING OF CITY COUNCIL WITH COMMITTEE OF THE WHOLE
CITY HALL, 10105 12A STREET, DAWSON CREEK
MONDAY, MARCH 20, 2017 AT 8:30 AM
AGENDA Page
1. CALL MEETING TO ORDER
2. NEW/COUNCILLOR BUSINESS
3. MINUTES
5 - 13 3.1 Minutes of the Regular Meeting of Council (March 6, 2017) for adoption.
4. BUSINESS ARISING
5. CORRESPONDENCE
14 5.1 Letter from Matt Lindgren, Facilities Manager, School District No. 59 (February 24, 2017) re: Request for Confined Space Rescue Services Outside of the Fire Protection Area.
15 5.2 Letter from Gerry Slykhuis, Secretary Treasurer's Office, School District 59 (February 20, 2017) re: O'Brien School - Lease of Premises.
16 5.3 Letter from Connie Patterson, President, Dawson Creek Exhibition Association (March 3, 2017) re: Request for Rental Fee of Encana Event Centre Parking Lot to be Waived.
17 - 18 5.4 Email from Angie Allwood, A/District Manager - Peace District, Ministry of Transportation & Infrastructure (February 22, 2017) re: Request for Local Information to Display on a New Kiosk at the South Taylor Hill Chain Off Area .
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19 - 20 5.5 Letter from Leonard Hiebert, Director, Electoral Area 'D', Peace River Regional District (March 7, 2017) re: Expansion of the Dawson Creek Rural Fire Protection Service Area.
21 5.6 Email from Ally Fleck, BC Healthy Living Alliance (March 9, 2017) re: Request for Support - Communities on the Move.
22 - 23 5.7 Letter from Dan Popowich, CEO, Commissionaires BC (March 1, 2017) re: Non- Core Policing & Bylaw Enforcement Services.
24 - 25 5.8 Letter from Shirley Bond, Minister of Jobs, Tourism and Skills Training and Minister Responsible for Labour and Greg Kyllo, Parliamentary Secretary, The BC Jobs Plan (March 13, 2017) re: Request to Assist with Information Distribution for Canada Starts Here: The BC Jobs Plan.
6. DELEGATIONS (9:00 A.M.)
26 6.1 Bonnie Lehmann, Canadian Cancer Society in attendance re: Canadian Cancer Society's Daffodil Month Proclamation.
27 6.2 Chelsea Mottishaw, Watershed Coordinator, City of Dawson Creek, Crystal Brown, Northern Health and Kit Fast, Dawson Creek Watershed Society in attendance re: World Water Day Proclamation.
28 6.3 Peter Nilsen, Energy Manager and Melanie Turcotte, Sustainability Clerk in attendance re: Earth Hour 2017 Proclamation.
29 6.4 Theresa Gladue, Gladys Ingram, Yuka Yamanda, Literacy Society, Friendship Centre in attendance re: International Day for Elimination of Racial Discrimination.
7. REPORTS
30 - 34 7.1 Report No. 17-040 from the Director of Infrastructure re: RFQ 2017-03 Raw Water Reservoir.
35 - 47 7.2 Report No. 17-042 from the Director of Infrastructure re: Tender 2017-04 Trucked Waste Receiving Facility.
48 - 121 7.3 Report No. 17-041 from the Director of Development Services re: Cost Implications of Proposed BC Transit Service Changes.
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122 - 124 7.4 Report No. 17-028 from the Director of Corporate Administration re: Policy Update - Hiring of Management Personnel.
125 - 139 7.5 Report No. 17-045 from the Director of Corporate Administration re: Notice on Title for Building Code & City Bylaw Infractions 1137 - 105th Avenue.
8. BYLAWS
8.1 Northeast Inter-Community Business Licence Bylaw No. 4342 for consideration of adoption.
9. MAYOR'S BUSINESS
9.1 Mayor's Update(s): 1. South Peace Mountain Bike Association. 2. Legion Fundraiser. 3. George Dawson Inn Restaurant Opening. 4. Treaty 8 Chief's Meeting. 5. Child Care Meeting. 6. CBC TV Program Interview.
140 - 164 9.2 South Peace Health Services Society.
10. DIARY
10.1 Residential Development Committee - Follow-up (Rooming Houses, Parking, Business Licenses & Non-Conforming Uses).
11. CONSENT CALENDAR
165 - 178 11.1 Consent Calendar items to be received: 1. Tourism Advisory Committee Meeting Minutes.
12. STRATEGIC PRIORITIES CHART
179 - 180 12.1 Strategic Priorities Chart.
13. QUESTION AND ANSWER PERIOD
14. MEDIA QUESTION PERIOD
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15. COMMITTEE OF THE WHOLE REPORTS
181 - 183 15.1 Report from the Staff Sergeant.
184 - 186 15.2 Report from the Fire Chief.
187 - 189 15.3 Report from the Director of Corporate Administration.
190 - 193 15.4 Report from the Chief Financial Officer.
194 - 202 15.5 Report from the Director of Infrastructure.
203 - 208 15.6 Report from the Director of Community Services.
209 - 214 15.7 Report from the Director of Development Services.
215 - 225 15.8 Quarterly Report from Tourism Dawson Creek.
226 - 228 15.9 Report from the Airport General Manager.
15.10 Verbal Report from Ryan MacIvor, General Manager, Spectra Venue Management.
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MINUTES OF THE REGULAR MEETING OF CITY COUNCIL City Hall, 10105 – 12A Street, Dawson Creek, BC on MONDAY, MARCH 6, 2017
COUNCIL PRESENT STAFF PRESENT Mayor Dale Bumstead- Chair Duncan Redfearn, Chief Administrative Officer Councillor Paul Gevatkoff Brenda Ginter, Director of Corporate Administration Councillor Terry McFadyen Shawn Dahlen, Director of Infrastructure Councillor Charlie Parslow Kevin Henderson, Director of Development Services Councillor Mark Rogers Kelsey Bates, Recording Secretary
COUNCIL ABSENT Councillor Cheryl Shuman Councillor Shaely Wilbur
1. CALL TO ORDER Call to order The Chair called the meeting to order at 8:30 am.
2. NEW AND COUNCILLOR BUSINESS 2.1 Encroachment on PARSLOW/ROGERS, City Property That staff be directed to prepare a report on the implementation, cost and policy amendments relating to a proactive approach concerning encroachment by City property owners onto City parks. Councillor Parslow explained that the City’s current bylaw enforcement system is reactive as opposed to proactive, as seen with the Chamberlain Nature Park encroachments. As Council moves forward, these matters should be dealt with in a proactive way by ensuring that the Bylaw Department is checking the City parks for encroachments. Councillor Gevatkoff suggested that City staff should be constantly watchful on any City property. Bylaw staff should be directed not to wait for complaints but be constantly monitoring City property, which could go a long ways toward solving encroachment issues. GEVATKOFF/MCFADYEN, That the motion be amended by replacing “City Parks” with “all City owned property”. In response to the Mayor, Councillor Gevatkoff explained that the proposed City property monitoring would not be a zoning enforcement issue, but strictly encroachments on City land such as walkways and parks, and further noted that it is much harder to deal with encroachments once the construction is done. The Chair called the Question to the Amendment. CARRIED The Chair called the question to the Motion as amended. CARRIED
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Minutes of the Regular Meeting of City Council –March 6, 2017 Page 2 of 9
2.2 Purchasing Equity in ROGERS/MCFADYEN, City Facilities Whereas, the City has allowed others to purchase equity in City of Dawson Creek facilities, and
Whereas, the City would like to further develop the proposed conference centre and other undeveloped areas to provide additional suites and conference centre rooms within the Encana Events Centre, and
Whereas, the development of these areas could be a private public partnership,
Therefore, be it resolved that staff provide a report regarding the pros and cons of Council allowing residents to purchase equity in the City of Dawson Creek facilities.
In response to the Mayor, the Chief Administrative Officer advised that staff would have to review the recently renewed contract with Global Spectrum to see if this request would be possible.
In response to Councillor Parslow, Councillor Rogers provided the Shell Water Reclaim Facility as an example of a private company buying equity in a City facility.
The Chief Administrative Officer advised that Global Spectrum has previously indicated the conference centre would lose money. Councillor Parslow expressed his opposition on developing another unsustainable service.
Councillor Rogers explained that Council had previously stated there should be more activity and use at the Encana Events Centre and that it would be the private sector purchasing the equity, not the public. The report is being requested to list the pros and cons of entering into these types of private partnerships in order to finish parts of the Centre.
The Mayor noted that all these facilities are operated through lease agreements, which would have to be reviewed first, and that during budget review it may not be the best use of staff time.
DEAFEATED OPPOSED: MAYOR BUMSTEAD, COUNCILLORS MCFADYEN, GEVATKOFF & PARSLOW
The Chair continued with the regularly scheduled Agenda items at 9:00 am as the Delegation had not yet arrived.
2.3 Fees for the RV Sani ROGERS/GEVATKOFF, Dump That the City charge a fee to each user for the RV Sani Dump Station that is due to be completed in May of 2017.
Councillor Rogers explained that Council invested a lot of money in the RV Sani dump and that the maintenance, water use and operating expenses should be offset by revenue.
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Minutes of the Regular Meeting of City Council –March 6, 2017 Page 3 of 9
Fees for the RV Sani Councillor Parslow noted that the suggestion to charge a user fee has been discussed Dump (continued) by the Mile 0 Park Society many times. It has been stated that coin boxes have been historically been targets of vandalism. He inquired as the whether the costs of repair and replacement generated by vandalism would be worth it.
The Director of Infrastructure advised that $30,000 was received for the RV Sani dump through a grant application from Northern Development Initiative Trust. The application stated that no fee would be charged, therefore staff would need to verify that the City could still receive the grant funding if a fee is charged.
Mayor Bumstead expressed his opposition for the fee stating that the capital and ongoing maintenance costs of a fee collection system could easily outweigh the revenue.
The Chair called the Question to the Motion. DEFEATED OPPOSED: MAYOR BUMSTEAD, COUNCILLORS MCFADYEN & PARSLOW
2.4 Tourism Advisory Councillor Rogers discussed the Tourism Advisory Committee meeting. He noted that Committee the Minutes will be included on the March 20th Council Meeting Agenda. Progress is being made and staff and Tourism Dawson Creek have been very helpful.
3. MINUTES 3.1 Feb 20/17 Public ROGERS/MCFADYEN, Consultation That the Minutes of the Public Consultation (February 20, 2017) be adopted. CARRIED 3.2 Feb 20/17 Public PARSLOW/ROGERS, Hearing That the Minutes of the Public Hearing (February 20, 2017) be adopted. CARRIED 3.3 Feb 20/17 Regular PARSLOW/ROGERS, Meeting That the Minutes of the Regular Meeting of Council (February 20, 2017) be adopted. CARRIED 4. BUSINESS ARISING
5. CORRESPONDENCE 5.1 UBCM Membership GEVATKOFF/PARSLOW, That the Letter from Murry Krause, President, UBCM (January 31, 2017) re: UBCM Membership be received; further, that the membership be renewed. CARRIED 5.2 NCLGA Membership ROGERS/MCFADYEN, That the letter from North Central Local Government Association (January 27, 2017) re: NCLGA Annual Membership Dues be received; further, that the membership be renewed. CARRIED
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Minutes of the Regular Meeting of City Council –March 6, 2017 Page 4 of 9
5.3 South Peace Junior The Chief Administrative Officer advised that the City’s current Business Licence Soccer Concession Bylaw states “No person, except for vendors of frozen confections, shall sell any Service goods whatsoever from out of any vehicle or conveyance on any street or road within the City”. This request could require a change to the existing Business Licence Bylaw.
PARSLOW/MCFADYEN, That the letter from Adam Moore, South Peace Junior Soccer Director (February 16, 2017) re: Concession Service Approval be received; further, that staff be directed provide a report on the requirements necessary to approve South Peace Junior Soccer’s concession service request; and further, to look at designating City owned areas such as the NAR Park, Rotary Lake and the Loiselle Soccer Fields as allowable zones for concession sales. CARRIED 5.4 Mile Zero Cruisers PARSLOW/ROGERS, NDIT Grant That the letter from Judy McPherson, Director, Mile Zero Cruisers (February 22, 2017) re: Request for Letter of Support for NDIT Fabulous Festivals and Events Grant Funding Application be received; further, that staff be directed to send a letter of support. CARRIED Vary Agenda The Chair varied the agenda at 9:22 am to hear the scheduled delegation.
6. DELEGATIONS 6.1 Norm Meise Norm Meise attended to discuss his property infractions at 817-104th Avenue.
Mr. Meise explained that he has a variance on file with the City for the property. He informed Council that a full certificate of survey was never received as the surveyors were delayed during his construction process. The initial survey was not preformed until after he had dug the hole for the foundation, installed Styrofoam block up and lined up the concrete. In an effort to complete the project before winter he poured the foundation after the initial survey and did not feel it was necessary at that point to complete the survey process. He expressed his frustration at the concept of paying for another survey as the initial survey receipt was provided to the current City Building Inspector. In regards to the garage that houses the wood stove, Mr. Meise advised that the space is used to store carpentry tools and clarified that he modified the boiler in the garage to run the furnace in the house. He confirmed that the one unit heats the garage and the house as he was unaware that he was required to have a separate heating unit in the house. He noted that he has addressed the issue with the handrails in front of the house and that the drainage does not spill onto the neighbouring property but goes right over the property line. Mr. Meise stated that he would appreciate leniency on the survey requirement.
The Mayor thanked Mr. Meise for providing his concerns to Council.
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Minutes of the Regular Meeting of City Council –March 6, 2017 Page 5 of 9
RECESS: Recess The Chair declared a recess at 9:40 am.
RECONVENE Reconvene The Chair reconvened the meeting at 9:49 am.
7. REPORTS 7.1 Building Code and PARSLOW/ROGERS, City Bylaw That Report No. 17-037 from the Director of Corporate Administration re: Notice on Infractions at 817- Title for Building Code and City Bylaw Infractions at 817-104th Avenue be received; 104th Avenue further, that the Corporate Officer be directed to file a notice on title regarding the following infractions: There is no survey certificate in place. The addition on the garage is encroaching on the 1.2 meter setback which is in violation of Zoning Bylaw No. 4115, 2011. The drainage of the garage roof is in contravention to Subdivision and Development Servicing Bylaw No. 4176, 2013, which stipulates avoiding drainage from one lot to another. According to the BC Building Code, the house needs to have its own heating system that serves only one dwelling unit and any wood fired stoves must be WETT certified. BC Building Code also states a solid fuel burning appliance shall not be located in a repair garage, storage garage, or any other location where it could be exposed to flammable vapours or gases. Handrails and guardrails need to be installed to current BC Building Code in the stairwell and front deck.
The Director of Development Services and Building Inspector provided background information on the survey certification and explained that site surveys were added to the Building Permit parameters prior to pouring foundations to avoid the encroachments that were occurring all over town. Mr. Meise’s statement that drainage is not running onto neighbouring property lines cannot be verified without a survey. At this time the City isn’t sure if the foundation is properly set and if not, the City would have to refer to the Board of Variance. The wood fire in the garage is not allowed unless it is secured within a room to separate it from flammable items. The house must have its own primary source of heat and as of now all the heat is coming from the garage. Providing the wood stove is WETT certified it could be used as a secondary source of heat. Some movement has been made regarding the railings on the front of the house. Mr. Meise is aware that the notice on title is to alert other potential buyers of the infractions.
The Chair called the Question to the Motion. CARRIED 7.2 Building Code and ROGERS/PARSLOW, City Bylaw That Report No. 17-038 from the Director of Corporate Administration re: Notice on Infractions at 701- Title for Building Code and City Bylaw Infractions at 701-97th Avenue be received; 97th Avenue further, that the Corporate Officer be directed to file a notice on title regarding the
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Minutes of the Regular Meeting of City Council –March 6, 2017 Page 6 of 9
Building Code and following infractions: City Bylaw There was no building permit obtained for the addition. Infractions at 701- The addition is encroaching on the 1.2 meter setback which is in violation of 97th Avenue Zoning Bylaw No. 4115, 2011. (continued) In response to questions from Council, Director of Development Services advised that the aerial photos included in the report illustrating the property lines are not 100% accurate. He further advised that the road right of way is identified as a through in the Official Community Plan, so reallocating or selling the parcel would not be recommended.
In response to Councillor Gevatkoff, the Director of Development Services advised that staff has recommended putting the infraction on title in order to alert future buyers of the infractions. When that property is sold the building in question would have to be removed. The notice on title could potentially be overlooked if a buyer purchased the house without a mortgage and did not use a real estate agent or lawyer.
Chief Administrative Officer noted that legal advice would need to be requested regarding a restrictive covenant on the property.
GEVATKOFF/PARSLOW, That the motion be amended to add direction to seek legal advice on how to restrict the property from being sold until the encroaching addition is removed.
The Chair called the Question to the Amendment. CARRIED
The Chair called the question to the Motion as Amended. CARRIED 7.3 Development Permit PARSLOW/ROGERS, 17-02 That Report No. 16-138 from the City Planner re: Development Permit 17-02 be received; further, that staff be authorized to issue Development Permit No. 17-02, permitting the development of the proposed new warehouse to replace the current warehouse at 2156 Alaska Highway, subject to the required 10 day notification period. CARRIED
7.4 Dawson Creek 2030 PARSLOW/MCFADYEN, Official Community That Report No. 17-029 from the Senior City Planner re: the Dawson Creek 2030 Plan Official Community Plan project be received; and further, that Council direct staff to develop an RFP for completion of the Dawson Creek 2030 (Official Community Plan review) project. CARRIED OPPOSED: COUNCILLOR ROGERS
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Minutes of the Regular Meeting of City Council –March 6, 2017 Page 7 of 9
7.5 Benefit Analysis of PARSLOW/MCFADYEN, Having Professional That Report No. 17-030 from the Director of Development Services re: Benefit Engineer on Staff Analysis of Having a Professional Engineer on Staff be received; further, that Council direct staff to enter into the agreement with the Peace River Regional District for a shared building inspection service for a five year term commencing in 2017 and ending January 31, 2021.
In response to questions from Council, the Chief Administrative Officer advised that contractors would not be able to use their own engineers to approve their own drawings and that a 3rd party approval would be at the responsibility of the City.
The Director of Development Services advised that the City provides the 3rd party inspection service at this time and that contractors cannot approve their own drawings.
The Chief Administrative Officer noted that the City assumes less responsibility with the proposed resolution.
Councillor Gevatkoff commented that since new proposed rules are not yet in effect it could allow time for staff to provide Council with more information on the matter before approval is given. He suggested the engineering work be contracted out for the remainder of 2017.
The Chair called the Question to the Motion. CARRIED OPPOSED: COUNCILLOR GEVATKOFF 7.6 Chamberlain Nature PARSLOW/GEVATKOFF, Park That Report No. 17-032 from the Director of Development Services re: Chamberlain Nature Park be received for information.
Council was very pleased with the turnout at the event and the conversations that were had. The Mayor expressed the importance of community input.
Councillor Gevatkoff expressed his concern for the lack of community input before the decision was made to request the removal of the Chamberlain Nature Park encroachments. He suggested rescinding the original motion and to revisit the concerns in the Spring.
The Chief Administrative Officer advised that there were conversations around the Adopt a Park program and fire protection. He reviewed details from the report and explained that possible uses for the nature park need to be reviewed.
The Chair called the Question to the Motion. CARRIED
Councillor Parslow suggested building this issue into the OCP process and using the outcomes to guide Council’s decision before the Spring.
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Minutes of the Regular Meeting of City Council –March 6, 2017 Page 8 of 9
Chamberlain Nature PARSLOW/MCFADYEN, Park (continued) That staff provide a report regarding the permitted uses for the Chamberlain Nature Park prior to the surveying in the Spring; further, that a second public consultation be held with residents to discuss all the options.
The Chair called the Question to the Motion. CARRIED 8. BYLAWS 8.1 Sign Regulation MCFADYEN/PARSLOW, Amendment Bylaw That the Sign Regulation Amendment Bylaw No. 4348, 2017 be adopted. No. 4348 CARRIED VARY AGENDA Vary Agenda The Chair varied the agenda to address item 9.2 prior to regularly scheduled Mayor’s Business items.
9.2 Fire Services The Mayor awarded Firefighter Rob Huttema with the Fire Services Exemplary Exemplary Service Service Medal Award and congratulated him for his 20 years of service. Medal Award The Chair resumed the regular agenda.
9. MAYOR’S BUSINESS 9.1 Mayor’s Updates The Mayor provided updates on his recent activities.
9.3 Centennial Pool The Mayor informed Council that he will be soon meeting with Tourism and the Time Capsule Chamber to discuss options for the Centennial Pool time capsule opening on July 1st, Canada Day.
Councillor Parslow suggested engaging the South Peace Historical Society and the Mile 0 Park Society.
The Mayor asked Council to send him any suggestions regarding the opening event.
9.4 Special Budget PARSLOW/MCFADYEN, Meeting Mar 20/17 That a Special Budget Meeting be set for March 20, 2017 at 1:00 pm. CARRIED 10. DIARY Diary 10.1 Residential Development Committee Follow-Up
10.2 Bylaw Enforcement – Proactive vs. Reactive. 10.3 Hate Crime PARSLOW/MCFADYEN, That Item 10.2 Bylaw Enforcement and Item 10.3 Hate Crime be removed from the Diary. CARRIED
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Minutes of the Regular Meeting of City Council –March 6, 2017 Page 9 of 9
11. CONSENT CALENDAR Consent Calendar PARSLOW/GEVATKOFF, That the following Consent Calendar items be received for information: 1. Report No. 17-035 from the Director of Corporate Administration re: Items to be Released from Previous Closed Minutes 2. District of Coldstream request to Premier Clark for support of resolution to SILGA CARRIED 12. STRATEGIC PRIORITIES CHART Strategic Priorities Chief Administrative Officer Advised there are no updates to the Strategic Priorities Chart Chart.
13. QUESTION & ANSWER PERIOD
14. MEDIA QUESTION PERIOD
15. RECESS TO CLOSED MEETING 15.1 Closed Meeting PARSLOW/MCFADYEN, Authorization That Council take a short recess before moving into the Meeting of Council Closed to the Public at 11:14 am, for the purpose of discussing the following items:
Agenda Item 3.1 - Section 97 (1) (b) ‘Minutes’ - as previously noted;
Agenda Item 4.3 and 5.2 - Section 90 (1) (e) - the acquisition, disposition or expropriation of land or improvements;
Agenda Item 4.2 and 5.1 - Section 90 (1) (c) - labour relations or other employee relations; and
Agenda Item 2.1 and 4.1- Section 90 (1) (j) - information that is prohibited from disclosure under section 21 of the Freedom of Information and Protection of Privacy Act. CARRIED 16. RECESS TO OPEN FOR THE PURPOSE OF ADJOURNMENT 16.1 Adjourn The Mayor reconvened the meeting open to the public at 1:03 pm and adjourned the meeting.
CERTIFIED A TRUE AND CORRECT COPY OF THE MINUTES OF THE REGULAR MEETING OF COUNCIL HELD MONDAY, MARCH 6, 2017. Mayor Dale Bumstead – Chair
BRENDA GINTER Brenda Ginter – Director of Corporate Administration DIRECTOR OF CORPORATE ADMINISTRATION
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Admin Agenda
From: Duncan Redfearn Sent: February-27-17 4:32 PM To: Kelsey Bates Subject: FW: South Taylor Hill Chain Off Area Kiosk Attachments: Kiosk Drawings from BC Parks Facility Standards.pdf
From: Allwood, Angie TRAN:EX [mailto:[email protected]] Sent: February-22-17 12:40 PM Subject: South Taylor Hill Chain Off Area Kiosk
Hello,
As you are aware, the chain off area at the top of the South Taylor Hill was completed last fall as part of the first portion of 4‐laning of the hill. A rest area washroom facility is currently being constructed at the south end of the chain off area, which will include some picnic tables and an information kiosk. There has not been a decision for what material will be displayed on the kiosk.
We are looking to have information panels completed and ready for installation at the site before May 31st. I have included a conceptual drawing of the kiosk, the information panels are 1m X 1.2m in size and could include a combination of information on each panel. I would like to ask you for proposed information that could be displayed on the kiosk; possible ideas around historical information for the area, general regional information, Alaska Highway history, First Nation history, Treaty 8 history, etc. If you have something that you feel may be appropriate to include on the kiosk, I would be happy to discuss and pass the information along to the project manager. I would like to have this information compiled by April 14th.
If you have any questions or wish to discuss, please feel free to give me a call 250‐787‐3238 or send me an email at [email protected]
Sincerely,
Angie Allwood A/ District Manager – Peace District Ministry of Transportation & Infrastructure Phone: 250‐787‐3238
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Admin Account
From: Ally Fleck
Good afternoon,
My name is Ally Fleck, and I am with the BC Healthy Living Alliance. I am contacting you about an innovative initiative called ‘Communities on the Move’ – a way to join forces with other municipalities and organizations calling for more provincial funding for active transportation and public transit. I would like to encourage Dawson Creek to sign on to the declaration.
What is Communities on the Move? The Communities on the Move declaration is intended to outline a vision for a healthy transportation system that meets the needs of all British Columbians. It lays out core values of safety, health, equity, environmental sustainability and economic opportunity that guide the vision and recommendations. The recommendations include a call for significant provincial investments in transit, active transportation planning and facilities, and support for rural transportation, in addition to measures to enhance access among vulnerable populations and to improve safety.
The ultimate goal is to convince provincial decision‐makers to put in place the necessary funding and policy supports for a robust, active and public transportation system that serves all British Columbians.
Why endorse Communities on the Move? The declaration will shine a spotlight on the resources needed by communities to provide residents with more and healthier transportation options. By signing on to the declaration, you will be joining together with other local governments, health organizations, unions, community advocates and businesses to make a strong united call for the provincial government to increase investment in community infrastructure.
How to endorse Communities on the Move? We encourage you to show your support for Communities on the Move, please visit http://www.bchealthyliving.ca/movebc_declaration/ to add your endorsement.
Together, we can create communities that have convenient, healthy, and affordable transportation options for all! I would be happy to speak with you by phone or e‐mail if you have any questions about the declaration or the endorsement process.
Cheers,
Ally Fleck, B.Sc. Practicum Student BC Healthy Living Alliance #310 – 1212 West Broadway Vancouver, BC V6H 3V2 Tel: 604‐629‐1630 Fax: 604‐629‐1633
1
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WHEREAS, the Canadian Cancer Society’s British Columbia and Yukon Division continues to be a leader in funding outstanding cancer research, undertaking cancer prevention initiatives and delivering support services to people with cancer and their families;
AND WHEREAS, the Canadian Cancer Society’s British Columbia and Yukon Division consistently demonstrates a collaborative approach to cancer control and represents the interests of all citizens of Dawson Creek affected by cancer;
AND WHEREAS, the Canadian Cancer Society’s British Columbia and Yukon Division assists the public in taking steps to reduce the risk of cancer by adopting prevention strategies and advocates for healthy public policies that make healthier choices easier choices;
NOW THEREFORE, let it be known that the month of April 2017 shall be proclaimed
“CANADIAN CANCER SOCIETY’S DAFFODIL MONTH” in Dawson Creek
Mayor Dale Bumstead
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WHEREAS, an international day to celebrate freshwater was recommended at the 1992 United Nations Conference on Environment and Development (UNCED) and The United Nations General Assembly responded by designating March 22, 1993 as the first World Water Day;
AND WHEREAS, International World Water Day is held annually on March 22nd as a means of focusing attention on the importance of freshwater and advocating for the sustainable management of freshwater resources;
AND WHEREAS, each year, World Water Day highlights a specific aspect of freshwater and this year’s theme is “Wastewater”. The City of Dawson Creek is inviting the community to participate in upcoming events and encourages all residents in and around the surrounding community to show the world they care by conserving water;
NOW THEREFORE, I, do hereby proclaim March 22, 2017 as
“WORLD WATER DAY”
in Dawson Creek
Seal
Mayor Dale Bumstead
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WHEREAS, Earth Hour is a global movement that began in Sydney, Australia in 2007, encouraging individuals, businesses and governments to take positive actions for the environment by switching off their lights for one designated hour;
AND WHEREAS, Earth Hour 2017 is being observed from 8:30-9:30 pm on Saturday, March 25th and the theme for 2017 is “Lights Out”;
AND WHEREAS, the City of Dawson Creek will once again participate by shutting off all non-essential lighting and signage at City facilities during Earth Hour, and encourage all residents in and around Dawson Creek to show the world they care by turning lights off during that hour;
NOW THEREFORE, I do hereby proclaim 8:30 pm to 9:30 pm on
Saturday, March 25, 2017 as
"EARTH HOUR"
in Dawson Creek
Mayor Dale Bumstead
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WHEREAS, in 1966, the United Nations declared March 21st the International Day for the Elimination of Racial Discrimination;
AND WHEREAS, racism destroys the very fabric of opportunity, fairness, democracy and mutual respect necessary for strong and healthy communities;
AND WHEREAS, the City of Dawson Creek wishes to join with community groups across the Province in working towards the elimination of racism so that every British Columbian can participate fully and equally in the life of our province and country;
NOW THEREFORE, I do hereby proclaim March 21st,, 2017 as
“INTERNATIONAL DAY FOR THE ELIMINATION OF RACIAL DISCRIMINATION" in Dawson Creek
Mayor Dale Bumstead
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REPORT TO COUNCIL
DATE: March 9, 2017 REPORT NO.: 17-040
SUBMITTED BY: Shawn Dahlen FILE NO.: Tender File Director of Infrastructure
SUBJECT: Tender 2017-03 Raw Water Reservoir
PURPOSE To provide Council with the results of Tender 2017-03 Raw Water Reservoir.
SUMMARY/BACKGROUND The construction of additional raw water storage has been a recommended project in almost every engineering study and source water protection plan conducted for the City since 1960. Past Councils have approved preliminary work regarding this project. In 2007, the City procured the 150 acres that would be necessary to construct a reservoir large enough to satisfy growing population demands. In 2012, the City had engineering design work done to better understand the costs and requirements of a raw water storage reservoir. In 2013, the SURE WATER Campaign provided a survey that resulted in the finding that a new raw water storage reservoir was a preferred option, tied with existing water system upgrades. This option was also the most feasible along with the existing system upgrades. With Council’s approval in 2015 because of favourable construction cost trends the City began to move forward with a detailed engineering design of the raw water reservoir. This culminated in a tender for the construction of the raw water reservoir project which recently closed on March 2, 2017.
The City’s current off-river raw water storage includes Hansen, Hart and Trail reservoirs totalling approximately 750,000m3 and equalling an estimated 115 days of storage based on an average daily demand of 6,500 m3/day. The proposed new raw water storage reservoir has a capacity of 1,000,000m3 and would increase the raw water storage of the City’s system to approximately 270 days of storage. This increased capacity provides many benefits to the security and resiliency of the City’s system and will help support growth in the community for many years to come. As per the City’s Water Quality Assurance Plan (Urban Systems, 2015), source loss is a major concern and can occur for a number of reasons such as: • contamination events; • pump or pipeline failure, and; • climate change Climate change can be classified as a risk multiplier and is directly related to many source loss
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Report No 17-040 re: Tender 2017-03 Raw Water Reservoir Page 2 of 4 events such as forest fires, low flow events, drought events and flood events. It can also be attributed to contamination events. The proposed raw water reservoir will greatly improve the mitigation of all of these conditions by providing a much larger buffer in times when it is not feasible to pump from the source. Another benefit of the addition of the raw water reservoir is that it acts as an effective settling basin, improving the overall raw water quality as it moves through the raw water system toward the Water Treatment Plant.
The recent tender for the construction of the Raw Water Reservoir was well received with 12 proponents submitting their bids. Bids are as follows: (prices include GST).
H.F. Nodes $7,907,252.06 Petrowest Construction $8,071,093.63 Knappett Industries $8,740,192.65 Heavy Norwest $8,891,302.19 LNB Construction $9,108,199.80 IDL Projects $10,069,643.04 Weaver Group $10,242,492.75 Site Resource Group $10,352,984.10 Surespan Construction $10,689,636.23 Brocor Construction $11,235,654.45 Mainline Construction $11,280,153.90 BTO Contracting $14,068,787.25
Of these, the lowest was from H.F. Nodes Construction at $7,530,716.25 (GST Not included). Coupled with current and forecasted engineering fees related to design, administration, field inspection and quality assurance this project is projected to require a total of $8.6M to complete.
ALTERNATIVES 1. Council may choose not to consider the construction of the Raw Water Reservoir as presented at this time.
2. Council may choose to modify the size of the reservoir as presented to reduce the overall cost of the project. A $1M savings to budget would decrease the size of the reservoir by an estimated 40% down to approximately 600,000 cubic meters of storage or 100 days. This would require additional re-engineering costs, time in re-submittal of all necessary permits to all necessary authorities (Dam Safety, Ministry of Transportation, Ministry of Environment and others), and it could possibly result in a new tender process.
IMPLICATIONS (1) Social The construction of the raw water reservoir would help provide additional resiliency for the safe and secure supply of drinking water to residents. Clean drinking water is a requirement for quality of life and affects both the health of individual’s and initiates the potential for growth in our community. (2) Environmental The construction of the raw water reservoir would ensure that drought, water quality and risk are being efficiently managed as we
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Report No 17-040 re: Tender 2017-03 Raw Water Reservoir Page 3 of 4
move forward into the future.
The City currently operates their water system under Northern Health Permit No. 09150.
(3) Personnel The raw water reservoir project would be constructed by a general contractor and the project would be managed by the City’s Project Manager and a consulting engineer.
(4) Financial This project was initially estimated at $7.0M. Based on tender, the budget for this project is $8.6M. The City currently has $8.2M in capital water reserves and $764,000 in Water DCC’s which can be applied to this project (identification attached).
(5) Risk Assessment Compliance: SURE WATER Campaign, Water Quality Assurance Report (2015), Conceptual Design Report – Raw Water Reservoir (2013), Report 16-093 re: Raw Water Reservoir Information. Northern Health Permit No. 09150.
Risk Impact: High. Currently the City has approximately three months of off river storage. The City’s drinking water source is exposed to risk in the areas of contamination, pump or pipeline failure and climate change.
Internal Control Process: Staff will award the tender if approved and coordinate the project to completion. Staff will work with the Dam Safety Branch of the Province, Northern Health and the Ministry of Transportation to ensure success of the project if approved.
GUIDING PRINCIPLES We will optimize opportunities for healthy living by developing an environment free from undue risk.
We will have a reputation for acting with integrity and will earn the trust of our stakeholders by pledging to align our actions with the guiding principles that support our vision.
We will demonstrate respect for the future of the earth by advocating for the preservation of clean air, clean water and healthy land.
STRATEGIC PRIORITIES Council has a strategic focus for Quality Sustainable Infrastructure. The construction of the raw water reservoir is also aligned with Community Development and Quality of Life.
IMPLEMENTATION/COMMUNICATION If approved, staff will award the raw water reservoir tender to the lowest bidder.
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Report No 17-040 re: Tender 2017-03 Raw Water Reservoir Page 4 of 4
RECOMMENDATION That Report No. 17-040 from the Director of Infrastructure re: Tender 2017-03 Raw Water Reservoir be received; further, that Council award Tender 2017-03 Raw Water Reservoir to H.F. Nodes Construction at the tender price of $7,907,252.06 (including GST); and further, that Council fund the project utilizing the Capital Water Reserve in combination with the Water DCC Funds.
Respectfully submitted,
ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO
Shawn Dahlen, AScT Director of Infrastructure
SD/eg
Page 33 of 228 ------Technical Memo - City of Dawson Creek Development Cost Charge Bylaw Final City of Dawson Creek March 2011
Table 8 -Preliminary Project list ! ~ DCC Growth lltGI !It c Estimated (Growth) Component 10 £.s Project Project Notes Quantity Unit cost "'o (Rounded$) Cost Notes 1 Supply 300 mm Transmission Main Twinning Current capacity in this main is 112 Us 8,200 lin.m $ 4,200,000 100% $ 4,200,000 Based on 300 mm HOPE DR17 conveying existing ADD of 90 Us. pipe including fittings, tie-ins Needs to convey future ADD of 120 Us.
2 Supply WTP Expansion Also includes allowance for yard piping 60 m2 $ 2,400,000 100% $ 2,400,000 Costing based on water Quality and contingency. Assurance. 3 Supply Raw Water Storage Open Reservoir 340 ML $ 4,050,000 100% $ 4,050,000 Cost derived from $/ML value provided by City based on USL August 2008 Report. 4 Zone 1 Standby Treated Water WTP Pump Treated Water pump was installed 1 L.S. $ 150,000 56% $ 85,000 Allowance assuming space is recently to allow for growth (Ph.1). available and electrical service Existing pump installed in 2010 has no is adequate. back-up. Without this pumping station, supply capacity was limited to approx. 109 Us. Accordingly station allows for expansion to future MOD from this value (85 Us increase of which 48 Us is growth related). Phase 2 upgrade is addition of standby pump.
5 Zone2 Zone 2 Supply Main 200 mm dia. 1,160 m length 1,160 lin.m $ 500,000 74% $ 370,000 Includes valve chamber, testing, disinfection 6 Zone2 Zone 2 Reservoir 1,660 cu.m $ 2,500,000 74% $ 1,852,000 Assume concrete reservoir including onsite pipework. 7 Zone3 Zone 3 Pump Station 20 Us to provide PHD, 2 x 15 hp 30 HP $ 450,000 74% $ 333,000 $1 0,000 per HP includes structure and onsite pipework. 8 Zone3 Zone 3 Supplymain 200 mm dia. x 460 m 460 lin.m $ 240,000 74% $ 178,000
Totals $14,490,000 $ 13,468,000 This estimate has been prepared with little or no site information and as such indicates the approximate magnitude of the cost of the capita/tasks, for project planning purposes only. The Page 34 of 228 estimate has been derived from unit costs for similar projects.
Kerr Wood Leldal Associates Ltd. Consulting Engineers 0:\0500·0599\558..017\700-CostEstimates\lProjectUstCosts.xls)OCC ITEM 7.1 ITEM 7.2
REPORT TO COUNCIL
DATE: March 9, 2017 REPORT NO.: 17-042
SUBMITTED BY: Shawn Dahlen FILE NO.: Tender File Director of Infrastructure
SUBJECT: Tender 2017-04 Trucked Waste Receiving Facility
PURPOSE To provide Council with information on the results of the tender for the Trucked Waste Receiving Facility.
SUMMARY/BACKGROUND Trucked waste receiving facilities are critical to many area residents, industry and users in the PRRD that are not connected to a community sewer system. Since 2012 the demand on the City of Dawson Creek’s current trucked waste receiving facility has been on the rise and is expected to continue to grow (Business Case, Aaroe 2017). This growth is mainly due to the increase in development of industrial work camps and access limitations to stations in other communities (Design Brief, Urban Systems 2017). To add to this, in late 2014 the City of Fort St. John closed its trucked waste receiving facility to the public, reducing the number of receiving locations in the region. The City of Dawson Creek currently operates a small unmanned trucked waste receiving kiosk which measures the volume of waste received for billing purposes and detects high levels of hydro carbons. The waste is discharged directly into the City’s sewer collection system without any screening or pre-treatment which leaves the City’s lift station and lagoons vulnerable to the illegal discharge of high levels of regulated substances.
There is a desire for the City to treat and dispose of grit that is collected from car washes, shop sumps, screening and storm sewers as well as a need to accept a growing increase in organic sewage from septic and/or holding tank pump outs. The proposed Trucked Waste Receiving Facility is designed to minimize the impacts to the City’s wastewater treatment plant while providing a robust, maintainable and easy to access system for end users. The proposed facility will also include pH, conductivity and hydrocarbon monitoring to protect the City’s sanitary system from any harmful loads, specifically the City’s SAGR treatment process. Through the pre-treatment and screening processes that the proposed facility is designed to provide, the City will be able to effectively manage its wastewater treatment infrastructure and protect its system against many of the risks that are associated with accepting trucked waste. This ultimately will help to mitigate associated risks in managing a sewer handling facility and reduce the chance of the City incurring liability through their agreement with Shell Canada at the Reclaimed Water Facility.
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Report No 17-042 re: Tender 2017-04 Trucked Waste Receiving Facility Page 2 of 4
The Charlie Lake Domestic Sewage Receiving Facility operated by the PRRD was used as an analogous model to perform financial analysis. Payback period and return on investment for the proposed Trucked Waste Receiving Facility were determined. These were based on trending volumes of sewer received at the existing City of Dawson Creek kiosk and similar charge rate structures as per the PRRD facility. The findings of this research are summarized in the Business Case attached hereto.
The recent tender for the construction of the Trucked Waste Receiving Facility was attractive to bidders with 7 proponents submitting bids. Bids are as follows: (prices do not include GST).
Hegge Construction Ltd $ 4,995,000 Maple Reinders Inc. $ 5,074,000 W.L. Construction Ltd. $ 5,477,426 Carver Construction Ltd. $ 5,562,784 Ledcor Group of Companies $ 5,660,365 IDL Projects Inc. $ 5,877,777 Clark Builders $ 6,425,709
Of these, the lowest bid was from Hegge Construction at $4,995,000. With the current and forecasted engineering fees due to design, administration, field inspection and quality assurance this project is proposed to require a total budget of $5,703,100.
ALTERNATIVES 1. Council may choose not to consider the construction of the Trucked Waste Receiving Facility as presented at this time
2. Council could choose to consider a borrowing to cover the remaining funding on the project as presented in the 2017 Draft Budget Report.
IMPLICATIONS (1) Social The construction of the proposed Trucked Waste Receiving Facility would help provide a much needed and easy to access system of sewer waste disposal for area residents and industry users.
(2) Environmental Trucked waste is a growing demand in the City of Dawson Creek and regional area. The proposed facility would ensure that the City’s wastewater treatment infrastructure is protected from high impact risks such as receiving unsuitable or waste water or high levels of controlled substances directly into the sanitary system. The City of Dawson Creek adheres to Permit No. 311 under the Environmental Management Act.
(3) Personnel The trucked waste handling facility project would be constructed by a general contractor and the project would be managed by the City’s Project Manager and a consulting engineer. Operation and ongoing maintenance of the facility would be performed by the City’s Water and Environmental Department.
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Report No 17-042 re: Tender 2017-04 Trucked Waste Receiving Facility Page 3 of 4
(4) Financial In 2016, the City received $400,000 from the PRRD to put toward the engineering and design of the project. The Project Manager and consulting engineer are currently working with the recommended general contractor in order to try and determine if there are any obvious cost savings in the project. At this point it has been determined that through suppliers there may be opportunity with some small changes in the scope of the project to solidify up to $50,000 in cost savings. There is also opportunity to reduce the contingency amount of the project from $400,000 to $250,000, saving $150,000.
The City did apply for two grants on this project. It is our understanding that we were unsuccessful under the Gas Tax Grant. We have also been informed that rarely do municipalities receive approval for more than one project under the Clean Water Waste Water Fund. As the City was successful under this grant program for the water treatment plant process upgrades, it is unlikely that we will be successful for this project. For this reason, staff is recommending that the 2017 capital funding for this project budget be revised to be funded 100% by the sewer capital reserve fund. The forecasted sewer capital reserve will have $484,136 remaining if this project is approved as presented.
Also to note, based on the attached business case, the City forecasts that the facility will generate approximately $250,000/year, with future increases. Annual operating costs are forecasted at $168,000. Any annual operating surplus from this facility can be put back into the reserve to rebuild the balance.
(5) Risk Assessment Compliance: The City adheres to Permit No. 311 under the Environmental Management Act. The City’s effluent is treated to an unrestricted access state under this permit.
Risk Impact: High. Currently the City has exposure to controlled substances entering the wastewater treatment system through the existing unmanned waste receiving kiosk. Contaminants entering directly through this kiosk by unsuitable or loads with high levels of controlled substances could have a large impact on the City’s SAGR system and reclaimed water facility. This in turn could expose the City to potential liability under the reclaimed water agreement between the City of Dawson Creek and Shell Canada.
Internal Control Process: Staff will award the tender if approved and coordinate the project to completion. Staff operates a Level 3 wastewater treatment system.
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Report No 17-042 re: Tender 2017-04 Trucked Waste Receiving Facility Page 4 of 4
GUIDING PRINCIPLES We will optimize opportunities for healthy living by developing an environment free from undue risk.
We will demonstrate respect for the future of the earth by advocating for the preservation of clean air, clean water and healthy land.
We will have a reputation for acting with integrity and will earn the trust of our stakeholders by pledging to align our actions with the guiding principles that support our vision.
STRATEGIC PRIORITIES Council has a strategic focus for quality sustainable infrastructure and a Vibrant Diversified Economy.
IMPLEMENTATION/COMMUNICATION If approved, staff will award the trucked waste receiving facility tender to the successful bidder.
RECOMMENDATION That Report No. 17-042 from the Director of Infrastructure re: Tender 2017-04 Trucked Waste Receiving Facility be received; further, that Council award Tender 2017-04 Trucked Waste Receiving Facility to Hegge Construction at the tender price of $4,995,000; further that the total project budget of $5,703,100 be funded by the sewer capital reserve.
Respectfully submitted,
ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO
Shawn Dahlen, AScT Director of Infrastructure
SD/eg
Page 38 of 228 ITEM 7.2
BUSINESS CASE Trucked Waste Receiving Facility March 2, 2017
Prepared By Devon Aaroe
1.0 Executive Summary This is a simple business case for the borrowing of funds to realize and begin the construction and operation of the Trucked Waste Receiving Facility (TWRF) capital project. It outlines the past trends of sewage volume intake at the current Sani Dump off of 116 Avenue, clarifies the assumptions made in providing the data to the reader, and analyzes the data for future projections and extrapolations.
2.0 Problem Statement Because of a number of different factors, the project bids were found to be over the original Class ‘A’ Engineering Cost Estimate at the opening of the bids. Now Council is faced with a decision with options including whether or not the City should borrow the funds to complete the project and use the existing capital reserves or whether or not to shelf the project for a number of years until it becomes more fiscally feasible. The project was estimated to be $4.6M with approximately $400,000 in Engineering Services. The lowest bid for the project came in at $5.0M not including Engineering Services. Total actual cost of the project then would be $5.4M without any cost overruns.
3.0 Assumptions A number of assumptions needed to be made during the analysis of the data projections for future trending. They are as follows: • The City will have $120,000 of the $400,000 contribution from the PRRD for the design & engineering of the facility left to put towards this project. • The contingency of the original cost estimate could be lowered from $400,000 to $200,000 and has been accounted this way for the scenarios shown in this report. • The City has capital reserves equalling $4.6M. • Project construction costs would total $5.4M (including engineering services) and that cost would be fully realized by March 2018. (Funding Split) • The future uses of residential and commercial users of the new TWRF would increase in a logarithmic pattern from the historical trends observed at the current RV Sani Dump since 2011. • The monthly operating and maintenance costs for the TWRF once it is fully operational is estimated at $14,050 per month based on the supplied O&M Costs from the consulting engineer (Table 4.2, Design Brief, Urban Systems, 2017) and a discussion with the PRRD on the tipping fees of the waste material. The Hauling of waste materials are assumed to occur under contract and the tipping fees at the PRRD landfill would be approximately $1,200 per trip. • No large operating expenditures are assumed to be required in the following 3 years after commissioning. • Commissioning is assumed to be at the end of February 2018 (completion date of contract) with revenues beginning to become realized in March of 2018. Earlier completion in turn means earlier payback and net gain realization. • Internal staff time would be absorbed into the monthly operating cost presented. • No interest was calculated.
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BUSINESS CASE Trucked Waste Receiving Facility March 2, 2017
4.0 Historical Data
The data from the City’s Water Sales program has been charted monthly since January of 2011 to provide trends and create future projections. The results can be found in the attached Table 1. Historical Data as well as below in the provided graphical Chart 1. Total Sanitary Waste Volume Intake.
8000 Chart 1. Total Sanitary Waste Volume Intake Annual Year Volume 7000 (m3)
2011 9,331 6000 2012 14,782 2013 38,764
5000 2014 45,816 2015 37,916 4000 2016 51,787
Volume (m3) Volume 2017* 64,458 3000 y = 80470ln(x) - 853130 2018* 71,399 R² = 0.5842 2019* 79,854 2000 Volume (m3) 2020* 88,329
1000 Forecasted *projected volumes Log. (Volume (m3)) based on historical trends 0
Jul 2010 Jul 2011 Jul 2012 Jul 2013 Jul 2014 Jul 2015 Jul 2016 Jul 2017 Jul 2018 Jul 2019 Jul 2020 Jul 2021 Jan 2021 Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Jan 2018 Jan 2019 Jan 2020
5.0 Future Projections The PRRD’s new Charlie Lake Domestic Sewage Receiving Facility was used for a costing model. The PRRD has a charge rate of:
• $10/m3 for residential customers • $20/m3 for commercial/industrial customers
The rates are based on the originating source of the sewage, but this method is based on the honour system with penalties for falsities. Since the City of Dawson Creek has not in the past tracked the source of the sewage that is being dumped, it is not feasible to attempt to model the PRRD’s system. Instead future projections have been provided in three different options: • Option 1 – Charge rate matching the PRRD’s Residential Rates ($10/m3) • Option 2 – Charge rate matching the PRRD’s Commercial Rates ($20/m3) • Option 3 – Charge rate at a median rate ($15/m3) The attached Table 2. Payback Periods and below Chart 2. Future Net Gain/Loss Projections provides the data for future projections based on the above 3 options.
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BUSINESS CASE Trucked Waste Receiving Facility March 2, 2017
$3,250,000.00 Chart 2. Future Net Gain/Loss Projections $3,000,000.00 Option 1 NET ($10/m3) $2,750,000.00 Option 2 NET ($20/m3) $2,500,000.00 Option 3 NET ($15/m3) $2,250,000.00 $2,000,000.00 $1,750,000.00 $1,500,000.00 $1,250,000.00 $1,000,000.00
Net Gain/Loss $750,000.00 $500,000.00 $250,000.00 $0.00 ($250,000.00) Jan 21 Jun 18 Jun 19 Jun 20 Oct 18 Oct 19 Apr 18 Apr 19 Apr 20 Feb 18 Feb 19 Feb 20 Sep 20 Dec 17 Dec 18 Dec 19 Aug 18 Aug 19 Aug 20 ($500,000.00) Nov 20 ($750,000.00) ($1,000,000.00)
Option 1 - Net Total Option 2 - Net Total Option 3 - Net Total Year ($10/m3) ($20/m3) ($15/m3) 2018 $600,820.99 $1,201,641.97 $901,231.48 2019 $798,544.95 $1,597,089.90 $1,197,817.43 2020 $883,293.90 $1,766,587.80 $1,324,940.85 Grand Total $2,282,659.84 $4,565,319.67 $3,423,989.75
6.0 Conclusion
In this business case historical data was collected, identified and analysed in an attempt to create a strong foundation in which to make an educated estimate of the future. The feasibility of borrowing funds to complete this project was examined and the results were presented. It is important to remember however that increasing volume intake trends are prominent in all of the past data but there are many Enterprise Environmental Factors that can affect a facility of this nature and its end users.
Respectfully,
Devon Aaroe Engineering Assistant Department of Infrastructure
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Table 1. Historical Data
Year Month Volume (m3) Charge Rate Total Income Notes 2011 January 814$ 3.00 $ 2,442.00 2011 February 878$ 3.00 $ 2,634.00 2011 March 941$ 3.00 $ 2,823.00 2011 April 1038$ 3.00 $ 3,114.00 2011 May 998$ 3.00 $ 2,994.00 2011 June 244$ 3.00 $ 732.00 2011 July 599$ 3.00 $ 1,797.00 2011 August 925$ 3.00 $ 2,775.00 2011 September 771$ 3.00 $ 2,313.00 2011 October 890$ 3.00 $ 2,670.00 2011 November 687$ 3.00 $ 2,061.00 2011 December 546$ 3.00 $ 1,638.00 2012 January 821$ 3.00 $ 2,463.00 2012 February 546$ 3.00 $ 1,638.00 2012 March 1082$ 3.00 $ 3,246.00 2012 April 732$ 3.00 $ 2,196.00 2012 May 841$ 3.00 $ 2,523.00 2012 June 716$ 3.00 $ 2,148.00 2012 July 676$ 3.00 $ 2,028.00 2012 August 1183$ 3.00 $ 3,549.00 2012 September 1560$ 3.00 $ 4,680.00 2012 October 1884$ 3.00 $ 5,652.00 2012 November 2662$ 3.00 $ 7,986.00 2012 December 2079$ 3.00 $ 6,237.00 2013 January 2317$ 3.00 $ 6,951.00 2013 February 1959$ 3.00 $ 5,877.00 2013 March 3348$ 3.00 $ 10,044.00 2013 April 4611$ 3.00 $ 13,833.00 2013 May 2537$ 3.00 $ 7,611.00 2013 June 2629$ 3.00 $ 7,887.00 2013 July 2951$ 3.00 $ 8,853.00 2013 August 2915$ 3.00 $ 8,745.00 2013 September 3304$ 3.00 $ 9,912.00 2013 October 4025$ 3.00 $ 12,075.00 2013 November 4136$ 3.00 $ 12,408.00 2013 December 4032$ 3.00 $ 12,096.00 2014 January 4729$ 3.00 $ 14,187.00 2014 February 3932$ 3.00 $ 11,796.00 2014 March 4275$ 3.00 $ 12,825.00 2014 April 4611$ 3.00 $ 13,833.00 2014 May 3514$ 3.00 $ 10,542.00 2014 June 6125$ 3.00 $ 18,375.00 2014 July 2060$ 3.00 $ 6,180.00 2014 August 1711$ 3.00 $ 5,133.00 2014 September 3308$ 3.00 $ 9,924.00 2014 October 3379$ 3.00 $ 10,137.00 2014 November 3400$ 3.00 $ 10,200.00 Nov 17 ‐ Referred decision to accept N.Peace sewage 2014 December 4772$ 3.00 $ 14,316.00
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Table 1. Historical Data
Year Month Volume (m3) Charge Rate Total Income Notes
2015 January 5331$ 3.00 $ 15,993.00 Jan 25 ‐ Council decides to take NP sewer on interim 2015 February 2569$ 3.00 $ 7,707.00 2015 March 3432$ 3.00 $ 10,296.00 2015 April 2074$ 7.00 $ 14,518.00 April 1 ‐ New rates take effect as per Bylaw 4259 2015 May 2189$ 7.00 $ 15,323.00 2015 June 3832$ 7.00 $ 26,824.00 2015 July 3031$ 7.00 $ 21,217.00 2015 August 4099$ 7.00 $ 28,693.00 2015 September 1973$ 7.00 $ 13,811.00 2015 October 3167$ 7.00 $ 22,169.00 2015 November 2732$ 7.00 $ 19,124.00 2015 December 3487$ 7.00 $ 24,409.00 Dec 12 ‐ Charlie Lake Commisioned 2016 January 3478$ 7.00 $ 24,346.00 2016 February 5698$ 7.00 $ 39,886.00 2016 March 3865$ 7.00 $ 27,055.00 2016 April 3335$ 7.00 $ 23,345.00 2016 May 3277$ 7.00 $ 22,939.00 2016 June 2533$ 7.00 $ 17,731.00 2016 July 2732$ 7.00 $ 19,124.00 2016 August 5337$ 7.00 $ 37,359.00 2016 September 5092$ 7.00 $ 35,644.00 2016 October 5272$ 7.00 $ 36,904.00 2016 November 6163$ 7.00 $ 43,141.00 2016 December 5005$ 7.00 $ 35,035.00 2017 January 6439$ 7.00 $ 45,073.00
Page 43 of 228 Table 2. Payback Periods TOTAL COSTS Option 1 INCOME Option 2 INCOME Option 3 INCOME Date Option 1 NET ($10/m3) Option 2 NET ($20/m3) Option 3 NET ($15/m3) (Running Total) (Running Total) (Running Total) (Running Total) February 1, 2018 $5,400,000.00 $0.00 ‐$800,000.00 $0.00 ‐$800,000.00 $0.00 ‐$800,000.00 March 1, 2018 $5,426,150.00 $57,423.80 ‐$768,726.20 $114,847.60 ‐$711,302.40 $86,135.70 ‐$740,014.30 April 1, 2018 $5,452,300.00 $115,446.06 ‐$736,853.95 $230,892.11 ‐$621,407.89 $173,169.08 ‐$679,130.92 May 1, 2018 $5,478,450.00 $174,047.46 ‐$704,402.54 $348,094.92 ‐$530,355.08 $261,071.19 ‐$617,378.81 June 1, 2018 $5,504,600.00 $233,247.32 ‐$671,352.68 $466,494.64 ‐$438,105.36 $349,870.98 ‐$554,729.02 July 1, 2018 $5,530,750.00 $293,026.33 ‐$637,723.67 $586,052.66 ‐$344,697.34 $439,539.50 ‐$491,210.51 August 1, 2018 $5,556,900.00 $353,403.80 ‐$603,496.21 $706,807.59 ‐ $250,092.41 $530,105.69 ‐$426,794.31 September 1, 2018 $5,583,050.00 $414,379.72 ‐$568,670.29 $828,759.43 ‐$154,290.57 $621,569.57 ‐$361,480.43 October 1, 2018 $5,609,200.00 $475,934.79 ‐$533,265.22 $951,869.57 ‐$57,330.43 $713,902.18 ‐$295,297.82 November 1, 2018 $5,635,350.00 $538,088.31 ‐$497,261.69 $1,076,176.62 $40,826.62 $807,132.47 ‐$228,217.53 December 1, 2018 $5,661,500.00 $600,820.99 ‐$460,679.02 $1,201,641.97 $140,141.97 $901,231.48 ‐$160,268.52 January 1, 2019 $5,687,650.00 $664,152.12 ‐$423,497.89 $1,328,304.23 $240,654.23 $996,228.17 ‐$91,421.83 February 1, 2019 $5,713,800.00 $728,081.70 ‐$385,718.30 $1,456,163.40 $342,363.40 $1,092,122.55 ‐$21,677.45 March 1, 2019 $5,739,950.00 $792,551.83 ‐$347,398.18 $1,585,103.65 $445,153.65 $1,188,827.74 $48,877.74 April 1, 2019 $5,766,100.00 $857,620.41 ‐$308,479.60 $1,715,240.81 $549,140.81 $1,286,430.61 $120,330.61 May 1, 2019 $5,792,250.00 $923,268.14 ‐$268,981.86 $1,846,536.27 $654,286.27 $1,384,902.20 $192,652.20 June 1, 2019 $5,818,400.00 $989,514.32 ‐$228,885.68 $1,979,028.64 $760,628.64 $1,484,271.48 $265,871.48 July 1, 2019 $5,844,550.00 $1,056,339.66 ‐$188,210.34 $2,112,679.31 $868,129.31 $1,584,509.48 $339,959.48 August 1, 2019 $5,870,700.00 $1,123,763.45 ‐$146,936.56 $2,247,526.89 $976,826.89 $1,685,645.17 $414,945.17 September 1, 2019 $5,896,850.00 $1,191,785.69 ‐$105,064.31 $2,383,571.38 $1,086,721.38 $1,787,678.54 $490,828.54 October 1, 2019 $5,923,000.00 $1,260,387.09 ‐$62,612.91 $2,520,774.17 $1,197,774.17 $1,890,580.63 $567,580.63 November 1, 2019 $5,949,150.00 $1,329,586.94 ‐$19,563.06 $2,659,173.87 $1,310,023.87 $1,994,380.40 $645,230.40 December 1, 2019 $5,975,300.00 $1,399,365.94 $24,065.94 $2,798,731.87 $1,423,431.87 $2,099,048.90 $723,748.90 January 1, 2020 $6,001,450.00 $1,469,743.39 $68,293.39 $2,939,486.78 $1,538,036.78 $2,204,615.09 $803,165.09 February 1, 2020 $6,027,600.00 $1,540,719.30 $113,119.30 $3,081,438.60 $1,653,838.60 $2,311,078.95 $883,478.95 March 1, 2020 $6,053,750.00 $1,612,255.06 $158,505.06 $3,224,510.11 $1,770,760.11 $2,418,382.58 $964,632.58 April 1, 2020 $6,079,900.00 $1,684,389.27 $204,489.27 $3,368,778.53 $1,888,878.53 $2,526,583.90 $1,046,683.90 May 1, 2020 $6,106,050.00 $1,757,102.63 $251,052.63 $3,514,205.25 $2,008,155.25 $2,635,653.94 $1,129,603.94 June 1, 2020 $6,132,200.00 $1,830,414.44 $298,214.44 $3,660,828.88 $2,128,628.88 $2,745,621.66 $1,213,421.66
Page 44 of228 July 1, 2020 $6,158,350.00 $1,904,305.41 $345,955.41 $3,808,610.81 $2,250,260.81 $2,856,458.11 $1,298,108.11 August 1, 2020 $6,184,500.00 $1,978,794.83 $394,294.83 $3,957,589.65 $2,373,089.65 $2,968,192.24 $1,383,692.24 September 1, 2020 $6,210,650.00 $2,053,882.70 $443,232.70 $4,107,765.40 $2,497,115.40 $3,080,824.05 $1,470,174.05 October 1, 2020 $6,236,800.00 $2,129,549.73 $492,749.73 $4,259,099.45 $2,622,299.45 $3,194,324.59 $1,557,524.59 November 1, 2020 $6,262,950.00 $2,205,815.21 $542,865.21 $4,411,630.41 $2,748,680.41 $3,308,722.81 $1,645,772.81 December 1, 2020 $6,289,100.00 $2,282,659.84 $593,559.84 $4,565,319.67 $2,876,219.67 $3,423,989.75 $1,734,889.75 ITEM 7.2 ITEM 7.2
February 10, 2017 File: 0714.0118.02
City of Dawson Creek 10105 12A Street Dawson Creek, BC V1G 3V7
Attention: Shawn Dahlen, Director of Infrastruture
RE: CITY OF DAWSON CREEK – TRUCKED WASTE RECEIVING FACILITY TENDER REVIEW LETTER
Seven (7) tender submissions were received at the City of Dawson Creek by 2:00 PM on February 9, 2017, for the above referenced project. We reviewed the tender submissions for compliance with the contract documents and for mathematical errors. Please find below a summary of our review:
Total Tender Price Submitted By (Including Contingency amount) 1 Hegge Construction Ltd $ 4,995,000 2 Maple Reinders Inc. $ 5,074,000 3 W.L. Construction Ltd. $ 5,477,426 4 Carver Construction Ltd. $ 5,562,784 5 Ledcor Group of Companies $ 5,660,365 6 IDL Projects Inc. $ 5,877,777 7 Clark Builders $ 6,425,709
The lowest bid price was $ 4,995,000.00, including a $400,000 contingency. There were no irregularities noted within the low bid submission. Both Urban Systems and the City are familiar with Hegge Construction.
Upon completion of your own review of these Tender submissions, please notify the undersigned, in writing, with how you would like to proceed.
Sincerely, URBAN SYSTEMS LTD.
Chantal Richard, P.Eng. Project Leader
/klw
U:\Projects_FSJ\0714\0118\02\C-Correspondence\C1-Client\2017.02.09 - City of Dawson Creek - Tender summary letter.docx
10808 - 100th Street, Fort St. John, BC V1J 3Z6 | T: 250.785.9697
Page 45 of 228 ITEM 7.2
Date: March 7, 2017 To: Devon Aaroe, City of Dawson Creek cc: Shawn Dahlen, City of Dawson Creek Jaime Adam, Urban Systems From: Chantal Richard, Urban Systems File: 0714.0118.02 Subject: TRUCKED WASTE RECEIVING FACILITY (TWRF) - BUDGET AND PROGRESS UPDATE
Devon, As you already know, currently the TWRF has gone out to tender and the City has received bids for construction. To bring you up to speed on the complete project budget, I have summarized the engineering, capital and all other costs below. The following are all the known costs to date for the TWRF design and construction:
ITEM COST
Engineering - Detailed Design $ 250,100 Scope Change- STP Capacity Review $ 15,000 Construction Cost (Low Bid – Hegge Construction) $ 4,595,000 Building Removal (through Quotation) * $ 20,000 Engineering - Construction Services $ 354,000 Engineering - Additional Design and Tender $ 46,000 BC Hydro Costs $ 23,000 Contingency $ 400,000
TOTAL $ 5,703,100 *Estimate
The following documents have been sent to you separately to provide you with a detailed breakdown of each cost;
Detailed Design Work Program (Urban Systems) – April 27, 2016 STP Review Work Plan (Urban Systems) – May 26, 2016 Tender Review Letter (Urban Systems) – February 10, 2017 Tendering and Construction Services Work Program (Urban Systems) – February 15, 2017 Project Cost Quote from BC Hydro – February 6, 2017 In addition, I will send the Design Brief, which provides all information regarding design assumptions, a capital cost estimate breakdown and the detailed design drawings. I trust this will provide you with the
10808 - 100th Street, Fort St. John, BC V1J 3Z6 | T: 250.785.9697
Page 46 of 228 ITEM 7.2
MEMORANDUM Date: March 7, 2017 File: 0714.0118.02 Subject: TRUCKED WASTE RECEIVING FACILITY (TWRF) - BUDGET AND PROGRESS UPDATE Page: 2 of 2 information you need to become familiar with the project progress. Once you have had a chance to look at the background information, please let me know if you have any questions or concerns that I can help clarify. Sincerely,
URBAN SYSTEMS LTD.
Chantal Richard, P. Eng. Project Engineer
/cmr Enclosure cc: Shawn Dahlen and Jaime Adam
U:\Projects_FSJ\0714\0118\02\C-Correspondence\C1-Client\2017-03-07-MEM - Project Progress.docx
Page 47 of 228 ITEM 7.3
REPORT TO COUNCIL
DATE: March 8, 2017 REPORT NO.: 17-041
SUBMITTED BY: Kevin Henderson FILE NO.: 7-1-16.2 Director of Development Services
SUBJECT: Cost Implications of Proposed BC Transit Service Changes
PURPOSE To provide Council with an estimated cost on the proposed BC Transit service changes.
SUMMARY/BACKGROUND At the Regular Meeting of Council February 6, 2017, Council resolved the following:
“That staff bring a report to Council with all cost implications of the proposed short, medium, and long term service changes recommendations from BC Transit and include the potential savings for removing the downtown bus route and the bus”.
The Dawson Creek Transit System Service Performance Check in Report (attached) provided short, medium, and long term service change recommendations. The short and medium entail signage and bus stop improvements, the long term looks at service expansion.
The following bus stops would need to be relocated, removed, or new bus stops installed.
Proposal # Bus stop relocations/additions/removals 1. Route 3 Central: Extend and reroute along • Install new stops along Alaska Highway (close Alaska Highway to Nordlys Clinic and Peavey Mart/Tim Hortons) (Funding for these stops may be available through MoTI’s Minor Betterments Fund)
• Relocate stop at Dave’s No Frills • Remove stop at 15 St and 101 Ave • Relocate stop by Nawican Friendship Centre to 14 St and 102 Ave 4. Route 1 Northside: Extend to Sunset Ridge • Install new stop at 17 St and 87 Ave
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Report No 17-041 re: Cost Implications of Proposed BC Transit Service Changes Page 2 of 5
5. Route 2 Southside: Increase coverage area along • Install new stops on: 15 St routing − 15 St at Chamberlain Dr − 15 St at 107 Ave − 15 St at 105 Ave − 15 St at 102 Ave − 102 Ave at 14 St (opposite Nawican Friendship Centre) 6. Route 2 Southside: Increase Multiplex/Aquatic • Remove stops on: Centre service (remove Canalta School loop) − 110 Ave at Turgeon Dr (Ron Pettigrew School) − 110 Ave at 19 St (Canalta School) − 108 Ave at 19 St − 108 Ave at 17 St
• Relocate stop at Multiplex/Aquatic Centre to outside Aquatic Centre front doors 7. Route 2 Southside: Consider removing Tremblay • Remove stop on 115 Ave at 13a St Elementary routing
Along with the vehicles themselves, transit infrastructure is the most visible aspect of transit service to the customer and non‐user alike, and has a significant influence on how transit service is perceived by the local community and on the customer experience.
Improvements are suggested for the following stops:
Bus Stop Location Suggested Improvement • 108 Ave by Kitchen Park Replace missing bus stop pole and sign • 102 Ave and 17 St Adjust bus stop signs to face oncoming • 8 St and 114 Ave pedestrians and traffic and improve their • 110 Ave and 19 St visibility (currently angled parallel to street) • 19 St and 90 Ave Ensure that bus stop signs are displayed September through June, removed July through August only • Co‐Op Mall and Replace outdated signage with new‐style 103 Ave at 10 St (by The Bargain Store) signage
Due to Dawson Creek’s severe winter climate there have been requests for more bus shelters to be constructed at busy stops. Recommendations for additional shelters include for the following locations:
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Report No 17-041 re: Cost Implications of Proposed BC Transit Service Changes Page 3 of 5
Location Details 14 St at 102 Ave Install shelter and bench (relocated stop currently by Nawican Friendship Centre for Proposal #1, Extend Route 3 Dave’s No Frills ) Install shelter and bench (for stop relocation as part of Proposal #1)
102 Ave at 14 St Install shelter and bench (new stop for Proposal #5, Increase Route 2 Southside Coverage Area Along 15 St Routing) 13 St at 104 Ave (outside City Furniture) Install shelter and bench 90 Ave (Rotary Manor) Install shelter 12 St at 116 Ave Install shelter and bench
The City is currently budgeting $25,000 for a new shelter every year. 14th street at 102nd Ave is on the list for 2017.
Council also asked what the cost savings would be to eliminate the downtown bus route and bus. The following was received from BC Transit:
The elimination of Route 3 Central would likely: • Preclude BC Transit’s ability to implement most of the proposed short-term service changes (as well as medium- and long-term); • Result in a service frequency drop to 50 minutes in the peak and 1 hour 40 minutes in the off-peak – this is approaching service levels in rural communities with paratransit service; • Cause an estimated ridership drop of up to 20% or 21,000 annual rides, with a corresponding drop in revenue of approximately $23,000. Ridership would be likely to decline still further to unsustainable levels as riders and community organizations lose faith in their transit system.
In terms of the potential financial impact, BC Transit has calculated the hourly costs of service for the route along with associated costs for fuel, tires, maintenance, insurance and vehicle lease fees. Factoring in the anticipated drop in revenue, we estimate that the net municipal share of costs would be reduced by approximately $139,000 per year. Staff would emphasize that this is a high level estimate and that unanticipated costs may arise as a result of restructuring the system in order to remove Route 3 Central.
ALTERNATIVES 1. Council could choose not to implement the proposed route changes as proposed in the report. The proposal was formed by BC Transit conducting public consultation that reflects the concerns of the public and riders.
IMPLICATIONS (1) Social The Transit system provides a transportation option for vulnerable
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Report No 17-041 re: Cost Implications of Proposed BC Transit Service Changes Page 4 of 5
individuals, students, seniors, and those without vehicles.
(2) Environmental N/A
(3) Personnel Public Works staff will install new signs and remove signs on discontinued routes.
(4) Financial Staff estimates the cost to relocate/ install all required signage will be $2,500.
(5) Risk Assessment Compliance: BC Transit Operating Agreement.
Risk Impact: Low.
Internal Control Process: Staff will work with BC Transit to install signage at the appropriate time to ensure proper transition of new routing.
GUIDING PRINCIPLES Inclusivity: We will create an invitational climate by ensuring all individuals have equal access to services and opportunities for success.
STRATEGIC PRIORITIES N/A
IMPLEMENTATION/COMMUNICATION Staff will inform BC Transit of Council’s decision and proceed accordingly.
RECOMMENDATION That Report No. 17-041 from the Director of Development Services re: Cost Implications of Proposed BC Transit Service Changes be received; further that Council approve the proposed Short and medium term service changes included in the Dawson Creek Transit System Service Performance Check In Report, as follows: Proposal 1. Route 3 Central: Extend and reroute along Alaska Highway; Proposal 4. Route 1 Northside: Extend to Sunset Ridge; Proposal 5. Route 2 Southside: Increase coverage area along 15 Street routing; Proposal 6. Route 2 Southside: Increase Multiplex/Aquatic Centre service (remove Canalta school loop); Proposal 7. Route 2 Southside: Remove Tremblay Elementary routing.
Page 51 of 228 ITEM 7.3
Report No 17-041 re: Cost Implications of Proposed BC Transit Service Changes Page 5 of 5
Respectfully submitted,
ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO
Kevin Henderson, AScT Director of Development Services
/eg
Attach: Dawson Creek Transit System Service Performance Check-In
Page 52 of 228 ITEM 7.3
Dawson Creek Transit System Service Performance Check-In: Final Draft Report
City of Dawson Creek
Page 53 of 228 ITEM 7.3
Acknowledgments
BC Transit would like to thank all Dawson Creek community members who provided input into this Service Performance Check‐In, in particular the Council and staff of the City of Dawson Creek and the transit staff of Diversified Transportation Ltd., and all residents and organizations who provided feedback at workshops, in online and print surveys, door‐to‐ door surveys, and one‐on‐one telephone and in‐person interviews.
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Table of Contents
Acknowledgments ...... 2 1.0 Executive Summary ...... 4 1.1 Introduction ...... 4 1.2 Consultation ...... 4 1.3 Change Proposals ...... 5 1.4 Next Steps: Suggested Path to Staged Implementation ...... 8 1.5 Recommendations ...... 8 2.0 Introduction ...... 9 2.1 Service Performance Check‐In Process ...... 9 3.0 Community Context ...... 10 3.1 Demographics ...... 11 3.2 Land Use and Future Growth ...... 11 3.2.1 BC Transit Development Referral Program ...... 12 3.3 Transportation ...... 12 3.3.1 Step Up ‘N’ Ride Society ...... 13 4.0 Transit System Overview ...... 14 4.1 Historical Context ...... 15 4.2 Current Performance ...... 15 4.2.1 Comparison with Peer Transit Systems ...... 18 4.2.2 Current Strengths ...... 20 5.0 Stakeholder and Public Engagement ...... 21 5.1 Phase 1—Stakeholder Engagement ...... 21 5.2 Phase 2—Public Engagement ...... 22 6.0 Change Proposals ...... 24 6.1 Service Proposals – Short‐Term (2017 to 2018) ...... 27 6.2 Service Proposals – Medium‐Term (2018/19 to 5 years from now) ...... 38 6.3 Service Proposals –Long‐Term (2018/19 to 10 years from now) ...... 39 6.4 Marketing and Communications Proposals ...... 40 6.5 Infrastructure Proposals ...... 41 7.0 Other Considerations ...... 43 8.0 Next Steps ...... 45 Appendix A: Fare Structure Review ...... 49 Appendix B: Sample BC Transit Development Referral Response ...... 61 Appendix C: Dawson Creek Official Community Plan – Community Land Use Map ...... 63 Appendix D: Service Change Proposals – Voting Results ...... 64 Appendix E: Current Performance – Supplementary Data ...... 65
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1.0 Executive Summary
1.1 Introduction The Dawson Creek Service Performance Check‐In is an analysis of all transit routes comprising the Dawson Creek Transit System. As specified in the Master Operating Agreement, BC Transit reviews the efficiency and effectiveness of individual systems in order to make recommendations for improving system performance. The impetus for this review stems from a local desire to verify the needs of existing and potential riders, optimize the transit system, and explore potential opportunities to find efficiencies. This study has been initiated by BC Transit in collaboration with the system’s local transit partners, the City of Dawson Creek and Diversified Transportation Ltd. to review the transit system and identify opportunities for improvements that can be achieved in a cost‐neutral manner.
1.2 Consultation A range of tools was used to maximize opportunities for public/stakeholder input within time and resource limitations. Engagement techniques included a project website, driver, online, and print surveys, one‐on‐one discussions (via phone and in person), door‐to‐door canvassing, and four public Open Houses. The key themes that emerged from Phase 1 Public Engagement are summarized in the table below. These themes fall into three categories: service, infrastructure, and marketing & communications.
Service Infrastructure
Service Infrastructure Improve transfer connections between routes (Route 3 Improve safety and accessibility Central to Route 1 Northside and Route 2 Southside) of bus stop at Dave’s No Frills Introduce service along Hwy 97 to serve Nordlys Medical Improve bus stop signage Clinic, Peavey Mart, and Tim Hortons Improve bus route and bus stop Reduce the service gaps on Route 1 Northside and Route 2 maintenance (e.g. snow Southside between 10:30 a.m. and 2:30 p.m. clearing) Ensure schedules meet/continue to meet school bell times Ensure good pedestrian access Extend service further north on 17 St (Sunset Ridge) to bus stops (e.g. sidewalk Increase frequency to the Multiplex provision between Sunset Ridge Reduce duplication of routes in the Dawson Creek and nearest stop) Secondary School, Hospital, and Library area Consider relocating Multiplex Introduce service on 15 St between 108 and 102 Ave bus stop closer to main entrance Marketing & Communications Marketing and Communications Introduce a Travel Training program aimed at the local seniors’ population
4
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In September and October 2016, Phase 2 Public Engagement included the presentation of the draft service change proposals to the public at four Open Houses: Location Date & Time # of Attendees Dawson Creek Seniors’ Hall September 26, 2016 11:30am – 1:30 p.m. 25 Dawson Creek Co‐Op Mall September 26, 2016 2:00 – 5:00 p.m. 35 (Transit Exchange) September27, 2016 9:00 a.m. – 12 noon 25 Nawican Friendship Centre October 24, 2016 11:30am – 1:30 p.m. 20
Phase 2 Public Engagement: Dawson Creek Seniors’ Hall Open House
The information presented at the Open Houses was also made available on the BC Transit website in an online survey, with 45 respondents. Results emerging from these public engagement activities showed that the majority of people are supportive of all service change proposals. As a result of public engagement, the following changes were made to the service change proposals: The proposed reallocation of three specific evening trips under Proposal 2, in order to reduce midday service gaps, will be re‐examined, including looking at early morning trips, to determine which trips have the lowest ongoing ridership and can be reallocated in order to enable more midday service; Longer‐term options for change proposals involving expansion funding were finalized.
1.3 Change Proposals Based on the review of the existing Dawson Creek service and findings from analysis and public engagement, a set of short‐term and longer‐term change proposals have been developed for the Dawson Creek Transit System. These include proposals to improve service, marketing and communication, and infrastructure. The short‐term changes proposed are all projected to be cost neutral, while the longer‐term changes would require municipal and provincial expansion funding. The table on the following page summarizes these proposals, as well as the benefits and challenges of each.
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Page 57 of 228 Service Proposals: Short‐Term (2017 to 2018) ‐‐ Projected to be cost‐neutral Change Proposal Benefits Challenges 1. Route 3 Central: Extend and Serve new destinations (Nordlys Clinic, Peavey Mart, Tim Hortons) Slightly longer travel times for passengers using Route 3 Central only reroute along Alaska Highway along Highway 97 To remain cost neutral, Route 3 trip frequency will drop from 20 to 13 Improve transfer connections between routes daily trips (but existing service span will be maintained) Reduce wait times at exchange Permission required from Dave's No Frills for bus stop relocation Reduce total travel time for passengers using Route 3 Central plus the Permission required from MoTI for bus stop installation along Hwy 97 Northside/Southside route to complete their trip Operational feasibility test required Improve customer safety/accessibility at Dave’s No Frills Maintain existing service span Attract additional ridership 2. Route 1 Northside & Route 2 Reduce long wait times between trips during the midday period Further monitoring of current ridership required (minimizing reallocation Southside: Improve midday Increase customer convenience impacts on existing evening and early morning passengers) service frequency through Improve daily service consistency and predictability, making service reallocation (reduce some more continuous evening/early morning service Top service improvement request among existing customers 3. Route 1 Northside: Improve Improve morning peak on‐time performance and schedule reliability Scheduling work required to ensure other key times are maintained schedules for school bell times Ensure DCSS Central campus students (~45 rides/day) can arrive before and schedule reliability the morning bell Ensure Kiwanis Child Care children can take transit to arrive at Frank Ross Elementary before the morning bell Meet some hotel housekeeping shift start times Attract additional ridership 4. Route 1 Northside: Extend to Bring a majority of development area residents within reasonable walk Adds running time to route – may pose schedule reliability / on‐time Sunset Ridge distance of transit performance risks Operational feasibility test required New routing along residential streetsmay elicit complaints Expected level of additional ridership is minimal ‐‐ the majority of the development area falls outside of the typical transit demographic 5. Route 2 Southside: Increase Respond to requests for service on 15 St between 108 Ave & 102 Ave Routing deviations can cause confusion (bus signage can resolve this) coverage area along 15 St Increase transit system coverage and access New routing route along residential streets may elicit complaints (but routing (except for one AM and Reduce route duplication in Dawson Creek Secondary, Hospital, Library, canvassing results were supportive) one PM trip at school bell times) and Rotary Lodge area Operational feasibility test required Provide time savings enabling service to Aquatic Centre front entrance Page 58 of228 Attract additional ridership 6. Route 2 Southside: Increase Remove service from an area of minimal ridership demand Removes service from one or two riders; however, closest remaining bus Multiplex/Aquatic Centre Enable regular Multiplex service, doubling service provision to this is within 300m service (remove Canalta School location loop) Make routing more efficient and direct Attract additional ridership Service Proposals: Medium‐Term (2018/19 to 5 years from now) ‐‐ Projected to be cost‐neutral 7. Route 2 Southside: Consider Make routing more efficient and direct Possibility of future (limited) transit demand to this location removing Tremblay Elementary Help to ensure schedule reliability and on‐time performance during routing busy morning and afternoon peak service ITEM 7.3 6
Service Proposals: Long‐Term (2018/19 to 10 years from now) ‐‐ Will require expansion funding 8. Increase service frequency 9. Provide later evening service 10. Provide Sunday and statutory holiday service 11. Consider providing service to Pouce Coupe 12. Consider providing service closer to Fireside Glen seniors' community 13. Consider introducing two‐way routing Marketing & Communications Proposals 14. Introduce Travel Training program aimed at local seniors’ population 15. Implement Google Transit 16. Marketing outreach, new ideas for transit promotion Infrastructure Proposals 17. Install new/Relocate existing bus stops for service changes approved by Council 18. Improve bus stop signage 19. Improve bus route and bus stop maintenance 20. Install additional bus shelters at high‐traffic bus stops 21. Ensure good pedestrian access to bus stops
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ITEM 7.3
1.4 Next Steps: Suggested Path to Staged Implementation The next step in this process is to present this Final Draft Report and the change proposals contained herein to Dawson Creek City Council for review and comment. BC Transit will then submit the Final Report to the City of Dawson Creek. Implementation of these service change proposals would move forward once the planned replacement of the 15 St bridge and 10 St bridge has been completed, in order to minimize customer impact. This report recommends implementing the service change proposals in a staged approach. This will allow the short‐term (cost‐neutral) proposals to be implemented first. Once local government has approved service change proposals for implementation, an Implementation Agreement Memorandum of Understanding (MOU) will be developed for signature by the City and BC Transit. This MOU outlines the exact service changes to be developed for implementation and the roles and timeline for implementation. It is recognized that service needs and/or local government capacity to fund transit improvements may change over time. Therefore, the longer‐term proposals, requiring expansion to service hours or vehicles, will need to be confirmed on an annual basis for the subsequent year as part of the local budget approval process. Any new fleet requests stemming from a service expansion will likely trigger a new bus order, therefore requiring an 18‐ to 24‐month lead time before expected delivery and introduction to revenue service. It is also recognized that the implementation of any option requiring expansion is dependent on BC Transit’s fiscal year budget, as well as the allocation of available provincial transit expansion funding between transit systems as determined through BC Transit’s Transit Improvement Program (TIP).
1.5 Recommendations It is recommended that the City of Dawson Creek: Receive this report as information and provide feedback to City staff prior to finalization by BC Transit staff; Review the routing and schedule change proposals presented in Section 6.1: Service Proposals – Short‐Term; and Receive the Fare Structure Review (Appendix A) as information.
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2.0 Introduction In partnership with the City of Dawson Creek and Diversified Transportation Ltd., BC Transit has undertaken a Service Performance Check‐In of the transit service provided in Dawson Creek. As set out in the mutually agreed‐upon project Terms of Reference, the objectives of the Service Performance Check‐In are to: 1. Analyze and report on the performance of the existing Dawson Creek Transit System, including how it compares to its peers, its current strengths, and opportunities for improvement; 2. Examine future transit requirements based on official community plans, demographic trends, proposed land development and road network changes, and citizen priorities expressed through consultation; 3. Build awareness of and support for the Dawson Creek Transit System through Council and public participation and communication strategies; 4. Outline and recommend service options over the short‐ and longer‐term periods, for consideration by the City of Dawson Creek, to improve transit system performance and effectiveness ; 5. Make recommendations on non‐service related supporting strategies; and 6. Outline the process towards implementation of the potential transit system improvement options identified in 4. and 5. above.
This Service Performance Check‐In is an analysis of all transit routes comprising the Dawson Creek Transit System. The impetus for this review stems from a local desire to verify the needs of existing and potential riders, optimize the transit system, and explore potential opportunities to find efficiencies.
2.1 Service Performance Check‐In Process The following steps were undertaken by BC Transit staff as part of this Service Review: Travelled multiple times to Dawson Creek to better understand local transit dynamics and community transit needs, met with the local operations manager, transit staff, customers, stakeholders, the general public, local partners, and elected officials; Researched current and future demographic and economic trends, reviewed planning documents to determine current and future land use and growth areas, and examined existing transportation options; Conducted a full review of the local transit system, including both system and route‐by‐route overviews, and conducted an analysis of ridership, existing system infrastructure, and operational considerations; Organized and held public engagement events and activities, including Open Houses, online surveys, and driver surveys, and obtained and summarized feedback from these activities; and Proposed detailed service, marketing & communications, and infrastructure change options and short‐ and longer‐term recommendations. This work was collaborative and included BC Transit, the City of Dawson Creek, and staff of Diversified Transportation Ltd. (which operates the transit system), transit passengers, and representatives from a wide array of community organizations. This Check‐In and requisite analysis took place between March and November 2016. All short‐term service change proposals included in this report are projected to be cost neutral in terms of service hours and operational funding requirements.
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3.0 Community Context 3.1 Demographics The city of Dawson Creek, with a population of more than 11,000, is located in the heart of majestic Peace River Country and is a major service centre in northeastern B.C., secondary only to Fort St. John. Since its beginnings in the late 1800s as a farming community, Dawson Creek has grown with opportunities such as the construction of Northern Alberta Railways’ western terminus in 1930; the completion of the Alaska Highway, with Dawson Creek situated as “Mile 0”, in 1942; and the extension of the Pacific Great Eastern Railway to Dawson Creek in 1958. Dawson Creek’s population today is comprised largely of young families with children. However, as with many other communities within B.C. and across Canada, the birthrate is declining and the overall population is ageing. Between 2006 and 2011, the population of children and youth (0‐19 years) declined by 4%, while the seniors’ population increased by 16%. In this time, the proportion of older seniors (aged 75+) increased by 41%1. While the youth population is a heavy user of public transit at school times, older seniors in particular are a key market for transit as driving ability declines. The top six industries in Dawson Creek in 2011 were service and retail (18%), health care & social assistance and construction (13% each), accommodation and food services (9%), public administration (6%), and natural resources (mining, quarrying, oil and gas) (6%)2. Dawson Creek’s economy is very closely tied to that of the oil and gas industry, with itinerant work crews providing, for example, a major share of accommodation and food services revenue. The recent downturn in this industry has had a negative impact on Dawson Creek’s economy overall. In 2010 the reported median total household income for Dawson Creek was around $58,0003. This is slightly lower than the B.C. average of $60,000. 13% of residents overall fell under the classification of low‐income, with this rising to 19% of seniors. People with limited financial means are another key market for transit service. As well as providing a means for elementary and high school students to get to and from school, transit constitutes a key community support for members without access to a private vehicle, whether due to old age or financial situation.
3.2 Land Use and Future Growth The management of future land resources is key to the long‐term viability of the Dawson Creek Transit System. City staff identified several major development projects that are either planned or underway, but which have stalled with the current downturn, including the following: The Harvest View Development between 8 Street and 17 Street on the city’s northern outskirts and municipal boundary. This 124‐hectare area, formerly designated as Agricultural Land Reserve, is experiencing slow growth currently but has an 80‐100 additional single‐family homes waiting to be built. There are 30‐40 single‐family units waiting to be completed in the Parkhill Park area, with intermittent construction over the past six to eight years. Looking at high‐density development, a 130‐unit apartment building is planned in the city’s far northwest between 17 St and 21 St, with access via 19A St. However, these units are targeted
1 Statistics Canada – 2011 Census 2 Statistics Canada – 2011 National Household Survey 3 Ibid.
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specifically to workers in the oil and gas industry, i.e. shift workers with their own vehicles. In terms of new high‐density development that would be transit trip generators, City staff have noted that there is nothing on the horizon at this stage. Although the community land use map (Appendix C) in the City of Dawson Creek’s Official Community Plan designates the northern, eastern, southern and southeastern outskirts of the city as either residential or development reserve land use, it identifies the area bordered by 116 Ave 96 Ave/92 Ave/91 Ave, 17 St and 8 St as an intended infill/redevelopment area. This type of infill planning within the areas already served by transit will help to ensure that transit within Dawson Creek can continue to operate as efficiently and effectively as possible, maximizing the resources available for it.
3.2.1 BC Transit Development Referral Program One critical aspect of best‐practise transit service design is the integration of land use with transportation planning principles, as transit‐supportive land use is critical for the success of a transit system. One way in which local governments can encourage this integration is through taking advantage of BC Transit’s Development Referral Program, which enables BC Transit’s local government partners to send larger‐scale development or rezoning applications to BC Transit for comment. As part of this referral process, BC Transit reviews the proposal from a transportation planning perspective and provides local government with comments on how the proposed development fits with the existing transit network, the outlook for future transit service to the development area, and comments on pedestrian links or transit amenities that would make the development more transit friendly. Development referrals can be sent to [email protected]. Appendix B shows a sample BC Transit development referral response.
3.3 Transportation Dawson Creek is located at Mile 0 of Highway 97’s northernmost portion, the Alaska Highway. It is an important transportation hub within the Peace River region, connecting to via the Alaska Highway portion of Highway 97 to Fort Nelson, the Yukon, and Alaska, to Prince George via Highway 97 (John Hart Highway) as well as Grande Prairie and Edmonton via Highway 2 and then Alberta Highway 43. Within the city, streets are laid out in a mixture of grid and Radburn garden suburb design, skirting several major parks, including Chamberlain Heritage Nature Park to the west, and Kin Park and Barbaree Park south of downtown. These latter two have implications for the street network and thus transit service design, as there are limited thoroughfares in this area. The only north‐south connector between 15 Street and 8 Street is via the 10 Street bridge, which all three of Dawson Creek’s transit routes use and which is due for replacement over the next year. The main streets are the north‐south 17 Street and 8 Street (Highway 2), and the east‐west Highway 97/Highway 49 (the continuation of Highway 97 east of the city into northern Alberta). Greyhound Bus Lines, which has a bus stop in the city, operates routes north to Whitehorse (via Fort Nelson), south to Kamloops and Vancouver via Prince George, and east to Edmonton. The city is also served by the taxi companies Yellow Cabs and Golden Cabs, with one wheelchair accessible taxi available. In 2011, most of Dawson Creek’s population drove to work (80%), while the majority of the remainder either travelled to work in a vehicle as a passenger (9%) or walked (8%). Of the remaining 3%, 1% used public transit and 1% cycled (see Figure 1 below).4
4 Ibid.
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City of Dawson Creek 2011 Commuting Mode Share 1% 1%
1% 8%
Driving (as driver) 9% Driving (as passenger) Public transit Walked Bicycled Other methods 80%
Figure 1: Dawson Creek 2011 Commuting Mode Share
The 2013 Dawson Creek Transportation Master Plan provides a comprehensive vision and action plan for active transportation (walking and cycling), streets and traffic, and public transit. One key road network recommendation that would impact transit service planning and allow more potential routing options is the proposal to extend 13 Street from the Alaska Highway north to 95 Ave. The Plan recommends ten priority bus stop improvements to be made by 2019, and also mentions six service planning issues for inclusion in this BC Transit review. Where possible and according to transit planning best practice, these issues have been addressed in the service change proposals contained herein.
3.3.1 Step Up ‘N’ Ride Society Step Up ‘N’ Ride is a local non‐profit society providing door‐to‐door, wheelchair accessible transportation within Dawson Creek and the surrounding area for seniors and residents with physical or cognitive impairments who are unable to use the conventional transit system. The City of Dawson Creek provides an annual grant of $25,000, with other funding coming from the school district, fares, a provincial grant from gaming revenues, and donations. Step Up ‘N’ Ride has service contracts with Northern Health Authority and School District 59. Service is offered Monday to Friday between 9:30 a.m. and 5:00 p.m. Subsidised service open to all clients is available 9:30 a.m. – 2:00 p.m.; while riders are encouraged to book in advance, same‐day bookings can often be accommodated. Contract service for Northern Health and School District 59 clients is available 2:00 p.m. – 5:00 p.m. Society staff mentioned ongoing funding challenges and that they are averaging two to three unmet trips daily. However, there is no desire for BC Transit handyDART service to be introduced to Dawson Creek as this would see Step Up ‘N’ Ride become redundant. Additionally, the fact that this is a community grassroots operation enables a high degree of flexibility and quick responsiveness to local needs.
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4.0 Transit System Overview
Figure 2: Existing Dawson Creek Transit System
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4.1 Historical Context Dawson Creek’s transit system was initiated in 1981. As shown in Figure 3 below, the first full year of service in 1982‐83 provided approximately 147,000 rides with 7,400 hours of service Monday through Saturday on two routes, Route 1 Northside and Route 2 Southside. Ridership fell over the next five years to 80,000 annual rides in 1987‐88, and service hours were reduced in 1985‐86 and again in 1986‐87, down to approximately 6,000 hours. Ridership remained steady from this time until 2002‐03, averaging approximately 100,000 rides per year, before seeing a steady increase up to 122,000 annual rides in 2006‐07, even as service hours remained steady during this period. Service change highlights include the following: August 2007: Addition of a third route, Route 3 Multiplex: o extending service to the newly constructed South Peace Community Multiplex; o providing service to Walmart and Northern Lights College on every trip, previously served on an alternating basis, every other trip only; and o adding 2,000 annual service hours and generating an additional 20,000 rides within the 2007‐ 2008 fiscal year compared to 2006‐2007. September 2008: Introduction of limited Friday evening and Sunday service, adding 1,600 annual service hours May 2010: Friday evening and Sunday service removed April 2011: Route 3 Multiplex eliminated, resulting in an 11% drop in ridership February 2012: Route 3 Central implemented
10,000 160,000 9,000 140,000 8,000 120,000 Hours
7,000 6,000 100,000 Ridership
5,000 80,000 Service 4,000 60,000 3,000 40,000 2,000 Annual 1,000Annual 20,000 0 0
Fiscal Year Annual ridership Annual service hours
Figure 3: Historical Ridership and Service Hour Trends 4.2 Current Performance Today, the Dawson Creek Transit System provides approximately 9,000 annual hours of service, operating Monday through Saturday. It has four vehicles: three in‐service vehicles at peak times, two during off‐peak periods (early morning, midday, and evening), and one acting as a spare. In 2015‐16, the transit system generated approximately 107,000 rides, averaging between 6,700 (summer) and 11,600 (winter) rides per month.
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More detailed data on current system performance was gathered specifically for this Performance Check‐in from the following sources: a) A two‐week passenger count, conducted February 22 to March 5 2016, which counted boardings per trip according to passenger type (adults, including college students; K‐12 students; seniors; children under the age of five): the number of passengers using: o BC Bus Pass (a reduced‐cost, annual bus pass for low‐income seniors and persons with disabilities), and/or mobility aids b) A bus stop activity count, conducted February 27 to April 2 2016, which counted the number of passengers boarding and alighting at each bus stop in the system. The results of this data collection indicate that Route 1 Northside accounts for the largest proportion of overall ridership (irrespective of service day type), followed by Route 2 Southside and Route 3 Central. This pattern is paralleled ine th distribution of weekday ridership among the different routes. Ridership distributions change on Saturdays, however, when the Southside route’s ridership share outperforms those of the Central and Northside routes. This pattern is also reflected when looking at each route’s productivity in terms of rides per hour of service provided, which takes into account the differences in number of trips operated and service hour provision between the three routes. The difference in weekday and Saturday ridership patterns by route can be explained by the difference in weekday and Saturday ridership demographics. On weekdays, students comprise 39% of total ridership – and over half of the ridership on Route 1 Northside – versus Saturdays, when students comprise only 6% of total ridership. Route 1 Northside’s weekday performance is driven largely by its high student ridership, with maximum vehicle loads of up to 35 passengers at once at school bell times. Students comprise 51% of the Northside route’s ridership on weekdays, but this drops to 4% on Saturdays (Figure 4 below).
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Ridership Demographics by Route and Service Day Type 80% 70%
% 60% 50% 40% 30%
Ridership 20% 10% Adults & College students 0% Students (K‐12) Seniors ridership ridership ridership ridership ridership ridership ridership ridership ridership
Children under 5 years Overall Overall Overall Saturday Saturday Saturday Weekday Weekday Weekday 1 Northside 2 Southside 3 Central Route
Figure 4: Ridership Demographics by Route and Service Day Type In terms of transit destinations, the key activity centres driving ridership in Dawson Creek, together generating approximately two‐thirds of weekday rides, are as follows: Co‐Op Mall (whether as a destination in itself, or as a route transfer location) Dawson Creek Secondary School – Central Campus and nearby amenities (Library, Senior Citizens’ Hall) Dawson Creek Secondary School – South Peace Campus and nearby high‐density apartment buildings (Sunridge Apartments, Heritage House, Yukon Manor, Tuscany Manor) Downtown (by The Bargain Store) Walmart Dawson Mall and Safeway Ecole Frank Ross Mountain Christian School Dawson Creek & District Hospital There are some differences in activity centres when comparing weekdays and Saturdays (Figures 5 and 6 below), due to differences in student ridership. On Saturdays, Dawson Creek Secondary’s South Peace and Central campuses still appear in the top six trip generators, but the South Peace campus appears ahead of the Central campus as there are multiple high‐density apartment buildings located opposite the South Peace campus that continue to drive ridership on non‐instructional days. Walmart, followed by Dawson Mall and Safeway, move into second and third place respectively. Ecole Frank Ross and Mountain Christian School move out of the top ten, to be replaced by the stops located at City Furniture (the closest stop on the Northside and Southside routes to the Dawson Creek Society for Community Living and the Nawican Friendship Centre), and at the Centennial Manor apartment building (13 St and 106 Ave).
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Weekday Ridership Distribution by Bus Stops (90 Stops Total) 40% 35% % 30% 25% 20% Ridership 15% 10% 5% 0%
Figure 5: Ridership Distribution by Bus Stop (Top 10 Stops), Weekdays
Saturday Ridership Distribution by Bus Stop (90 Stops Total) 40% %
35% 30% 25% 20% Ridership 15% 10% 5% 0%
Figure 6: Ridership Distribution by Bus Stop (Top 10 Stops), Saturdays
4.2.1 Comparison with Peer Transit Systems Table 1 below illustrates how Dawson Creek’s transit system compares to other transit systems in B.C. that share similar characteristics (e.g. system type, service hours provided, and location), as well as to the average of all conventional (fixed‐route) transit systems serving B.C. communities with populations of less than 25,000 (classified by BC Transit as “Tier 3” systems).
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Dawson Fort St. Peer Tier 3 Metric Kitimat Terrace Creek John Average Average
Operating cost per hour $119.19 $149.04 $113.60 $93.38 $121.50 $109.83 Passenger trips per hour 11.9 11.1 12.4 15.9 12.9 18.7 Operating cost per passenger trip $10.00 $13.39 $9.14 $5.88 $9.40 $5.88 Operating cost recovery 10.8% 9.9% 12.8% 20.3% 13.1% 20.7% Passenger trips per capita 9.6 6.5 16.1 9.4 9.2 14.8 Table 1: Dawson Creek and Peer (B.C.) Transit System Performance It can be seen that Dawson Creek performs below the Tier 3 average in all metrics. However, the majority of other systems within this tier cannot be considered Dawson Creek’s peers, for reasons of land use density, transit system history, transit system operations (i.e. municipally run, resulting in cost efficiencies), and even average rainfall. When limiting comparisons to the Dawson Creek Transit System’s true peers—Tier 3 systems located in northern B.C.—it can be seen that Dawson Creek performs better than average in terms of operating cost per hour and passenger trips per capita, and only slightly below average in terms of passenger trips per hour, operating cost per passenger trip, and operating cost recovery. Additionally, to view these results from a broader perspective, it should be noted that the transit systems in British Columbia perform highly compared to transit systems in the rest of Canada. Table 2 shows that outside of B.C., Dawson Creek outperforms 21 Canadian municipalities in the passenger trips per capita metric, and 11 municipalities in the passenger trips per hour metric. Dawson Creek’s transit system performance should be viewed within its overall Canadian context as well as its B.C. context.
Rides/ Rides/ Rides/ Rides/ Province Municipality Hour Capita Province Municipality Hour Capita BC Dawson Creek 9.60 11.90 BC Dawson Creek 9.60 11.90 Municipalities with lower rides/capita: Municipalities with lower rides/capita and rides/hour: ON Burlington 12.20 11.46 AB Airdrie 8.82 3.48 AB Grande Prairie 17.76 10.91 ON Wasaga Beach 7.27 3.90 SK Prince Albert 20.34 10.44 ON Niagara Region 6.58 0.53 ON Cobourg 11.90 9.63 AB Hinton 6.16 2.33 NWT Yellowknife 15.96 9.18 ON Leamington 6.15 1.11 PEI Charlottetown 17.90 8.50 AB Leduc 5.71 2.36 ON Milton 12.54 4.92 AB Fort Saskatchewan 5.68 1.19 NB Miramichi n/a 3.41 ON Bradford West Gwillimbury 4.68 0.73 NB Corner Brook n/a 3.23 ON Deseronto 3.15 1.22 AB Spruce Grove 13.64 2.72 ON Niagara‐on‐the‐Lake 2.67 1.34 ON Norfolk County 2.17 0.23 Source: Canadian Urban Transit Association: Canadian Transit Fact Book ‐‐ 2015 Operating Data Table 2: Dawson Creek and Other Canadian Transit System Performances
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4.2.2 Current Strengths The transit system in Dawson Creek provides a vital service to the local community, carrying on average 340 riders every weekday. Of this average weekday total ridership, approximately 130 riders are students, the majority attending the Central or South Peace campuses of Dawson Creek Secondary School with additional ridership for Ecole Frank Ross and Mountain Christian School; and approximately 160 are adults attending medical appointments, shopping, or running other errands. Only 40 daily riders on average are from the local seniors’ population—however, ridership from this demographic may be boosted through transit education and outreach efforts. On average, there are more than 20 passengers per day eligible for and using the BC Bus Pass Program, which provides a low‐cost, annual bus pass to low‐income seniors and persons with disabilities. Up to 15 passengers per day use mobility aids in order to use the bus. The Dawson Creek Transit System provides a vital transportation link for local community members who do not have access, whether by reason of age, means, or physical or cognitive challenges, to a private vehicle. The majority of Dawson Creek’s transit system riders are regular riders using the system daily or most days per week. It should be highlighted here that the transit system’s drivers know most of their customers, from whom they receive ongoing positive feedback. These drivers form an integral part of the community, often going above and beyond their professional duties in order to assist passengers in need. This helps to make riding the bus a friendly, pleasant, and safe experience for all.
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5.0 Stakeholder and Public Engagement 5.1 Phase 1—Stakeholder Engagement Public input for this Performance Check‐in was solicited in the form of detailed driver surveys, which summarized all the passenger feedback received, as well as informal passenger interviews conducted by BC Transit staff, and discussions with key community stakeholders, including: Diversified Transportation Ltd. Dawson Creek Society for Community (operating company) Living School District 59 Better At Home South Peace Community Resources Nawican Friendship Centre Step Up ‘N’ Ride Kiwanis Child Care Centre This input can be summarized as follows:
Service Infrastructure
Service Infrastructure Improve transfer connections between routes (Route 3 Improve safety and accessibility Central to Route 1 Northside and Route 2 Southside) of bus stop at Dave’s No Frills Introduce service along Hwy 97 to serve Nordlys Medical Improve bus stop signage Clinic, Peavey Mart, and Tim Hortons Improve bus route and bus stop Reduce the service gaps on Route 1 Northside and Route 2 maintenance (e.g. snow Southside between 10:30 a.m. and 2:30 p.m. clearing) Ensure schedules meet/continue to meet school bell times Ensure good pedestrian access Extend service further north on 17 St (Sunset Ridge) to bus stops (e.g. sidewalk Increase frequency to the Multiplex provision between Sunset Ridge Reduce duplication of routes in the Dawson Creek and nearest stop) Secondary School, Hospital, and Library area Consider relocating Multiplex Introduce service on 15 St between 108 and 102 Ave bus stop closer to main entrance Marketing & Communications Marketing and Communications Introduce a Travel Training program aimed at the local seniors’ population Table 3: 2016 Dawson Creek Service Performance Check‐In – Key Themes from Phase I Public Engagement
Additionally, feedback from the 2013 Dawson Creek Transportation Master Plan was analyzed for transit‐related themes, summarized below:
Meet school bell times and after‐school activities Service further northwest into Sunset Ridge area
Replace one‐way loops with two‐way routes for Buses are too large; smaller, more efficient buses should more frequent service and better routing options be considered
Better service for the Multiplex, including more frequent midday service (service gaps are too long) and later evening service
Table 4: 2013 Dawson Creek Transportation Master Plan – Transit‐Related Public Feedback (June‐July 2013)
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5.2 Phase 2—Public Engagement
Process Based on the feedback received in Phase 1—Stakeholder Engagement, seven transit service change proposals were presented to the public through: an online/print survey (September 16‐30, 2016) Public Open Houses, held as follows: Location Date & Time # of Attendees Dawson Creek Seniors’ Hall September 26, 2016 11:30am – 1:30 p.m. 25 Dawson Creek Co‐Op Mall September 26, 2016 2:00 – 5:00 p.m. 35 (Transit Exchange) September27, 2016 9:00 a.m. – 12 noon 25 Nawican Friendship Centre October 24, 2016 11:30am – 1:30 p.m. 20 Additionally, door‐to‐door surveys were conducted along 15 St from 108 to 102 Ave, and 18 St and 87 Ave, streets proposed for transit rerouting based on the feedback received in Phase 1 Engagement.
Proposals The seven transit service change proposals presented were as follows: 1. Reroute and extend Route 3 Central along Alaska Highway 2. Improve midday service frequency 3. Improve schedules for school bell times (and schedule reliability) 4. Extend service to Sunset Ridge 5. Increase service coverage area (along 15 St) 6. Increase Multiplex/Aquatic Centre service (removing Canalta School loop) 7. Reduce evening service (to enable Proposal #2, improved midday service frequency)
Public Open House: Dawson Creek Seniors’ Hall
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Results A total of approximately 110 people attended the four Open Houses, and 54 people responded to the survey, either online or filling out a paper version. Voting results on the service change proposals are shown in Appendix D. All proposals received overwhelming support. The only proposals receiving negative votes were Proposal #6 and Proposal #7: Proposal #6 (increasing Multiplex/Aquatic Centre service, removing Canalta school loop) received one negative vote out of a total of 78. This respondent was a parent of a Ron Pettigrew student. It should be noted that this school is located less than 300m (i.e. within eth maximum recommended 400m walk distance) of the closest remaining stop on 17 St. Proposal #7 (reducing evening service, in order to improve midday service frequency) received eight negative votes out of a total of 61. This result indicates a need to reconsider the details of this proposal, in terms of which trips to reallocate in order to improve midday service frequency. The removal of the Route 1 Northside 7:20 p.m. trip seemed to cause the most concern. There were a few suggestions to reallocate service from the earliest morning trips rather than this trip in particular. It is recommended that supplementary passenger counts be conducted on the evening and early morning trips in order to be able to increase midday service frequency with the least impact on existing riders. All residents who were available at the time of door‐to‐door canvassing (ten out of 20 households) were supportive of the proposed transit reroutings.
Public Open House: Dawson Creek Seniors’ Hall
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6.0 Change Proposals A summary of proposed changes is shown on the following two pages, and detailed further in this section. All short‐term service proposals were presented to the public in Phase 2 Public Engagement and received considerable support (70%‐97% – see Appendix D for detailed results).
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Page 76 of 228 Service Proposals: Short‐Term (2017 to 2018) ‐‐ Projected to be cost‐neutral Change Proposal Benefits Challenges 1. Route 3 Central: Extend and Serve new destinations (Nordlys Clinic, Peavey Mart, Tim Hortons) Slightly longer travel times for passengers using Route 3 Central only reroute along Alaska Highway along Highway 97 To remain cost neutral, Route 3 trip frequency will drop from 20 to 13 Improve transfer connections between routes daily trips (but existing service span will be maintained) Reduce wait times at exchange Permission required from Dave's No Frills for bus stop relocation Reduce total travel time for passengers using Route 3 Central plus the Permission required from MoTI for bus stop installation along Hwy 97 Northside/Southside route to complete their trip Operational feasibility test required Improve customer safety/accessibility at Dave’s No Frills Maintain existing service span Attract additional ridership 2. Route 1 Northside & Route 2 Reduce long wait times between trips during the midday period Further monitoring of current ridership required (minimizing reallocation Southside: Improve midday Increase customer convenience impacts on existing evening and early morning passengers) service frequency through Improve daily service consistency and predictability, making service reallocation (reduce some more continuous evening/early morning service Top service improvement request among existing customers 3. Route 1 Northside: Improve Improve morning peak on‐time performance and schedule reliability Scheduling work required to ensure other key times are maintained schedules for school bell times Ensure DCSS Central campus students (~45 rides/day) can arrive before and schedule reliability the morning bell Ensure Kiwanis Child Care children can take transit to arrive at Frank Ross Elementary before the morning bell Meet some hotel housekeeping shift start times Attract additional ridership 4. Route 1 Northside: Extend to Bring a majority of development area residents within reasonable walk Adds running time to route – may pose schedule reliability / on‐time Sunset Ridge distance of transit performance risks Operational feasibility test required New routing along residential streets may elicit complaints Expected level of additional ridership is minimal ‐‐ the majority of the development area falls outside of the typical transit demographic 5. Route 2 Southside: Increase Respond to requests for service on 15 St between 108 Ave & 102 Ave Routing deviations can cause confusion (bus signage can resolve this) coverage area along 15 St Increase transit system coverage and access New routing route along residential streets may elicit complaints (but routing (except for one AM and Reduce route duplication in Dawson Creek Secondary, Hospital, Library, canvassing results were supportive) one PM trip at school bell times) and Rotary Lodge area Operational feasibility test required Provide time savings enabling service to Aquatic Centre front entrance Page 77 of228 Attract additional ridership 6. Route 2 Southside: Increase Remove service from an area of minimal ridership demand Removes service from one or two riders; however, closest remaining bus Multiplex/Aquatic Centre Enable regular Multiplex service, doubling service provision to this is within 300m service (remove Canalta School location loop) Make routing more efficient and direct Attract additional ridership Service Proposals: Medium‐Term (2018/19 to 5 years from now) ‐‐ Projected to be cost‐neutral 7. Route 2 Southside: Consider Make routing more efficient and direct Possibility of future (limited) transit demand to this location removing Tremblay Elementary Help to ensure schedule reliability and on‐time performance during routing busy morning and afternoon peak service ITEM 7.3 25
Service Proposals: Long‐Term (2018/19 to 10 years from now) ‐‐ Will require expansion funding 8. Increase service frequency 9. Provide later evening service 10. Provide Sunday and statutory holiday service 11. Consider providing service to Pouce Coupe 12. Consider providing service closer to Fireside Glen seniors' community 13. Consider introducing two‐way routing Marketing & Communications Proposals 14. Introduce Travel Training program aimed at local seniors’ population 15. Implement Google Transit 16. Marketing outreach, new ideas for transit promotion Infrastructure Proposals 17. Install new/Relocate existing bus stops for service changes approved by Council 18. Improve bus stop signage 19. Improve bus route and bus stop maintenance 20. Install additional bus shelters at high‐traffic bus stops 21. Ensure good pedestrian access to bus stops
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ITEM 7.3
6.1 Service Proposals – Short‐Term (2017 to 2018) All short‐term service proposals included below are projected to be cost‐neutral. They have all been presented to the public in Phase 2 Public Engagement and received significant support. Proposal 1: Extend and reroute Route 3 Central along Alaska Highway There were many customer requests for service to be extended ealong th Alaska Highway in order to serve Nordlys Medical Clinic, Peavey Mart, and Tim Hortons. Furthermore, most Route 3 Central trip arrivals at the Co‐Op Mall do not meet Route 1 Northside and Route 2 Southside trip departure times. There have been many requests for these transfer connections to be improved. Additionally, the current bus stop at Dave’s No Frills, served by Route 3 Central, presents safety and accessibility concerns, particularly in winter conditions and for passengers with mobility aids.
Existing bus stop at Dave’s No Frills
Compared to Dawson Creek’s other two routes, Route 3 Central carries the highest proportion of seniors, as well as the highest number of users of mobility aids and/or the BC Bus Pass. For these reasons, it can be classified as a “shopper shuttle”‐type route, best suited among the three routes to serve additional shopping and medical destinations.
Route 3 Central’s running time is 26 minutes and operates trips every half hour. In comparison, Route 1 Northside and Route 2 Southside have running times of 34 minutes and 33‐37 minutes respectively, operating trips every 40 minutes. This results in the majority of Central route arrivals at the Co‐Op Mall not meeting Northside and Southside departure times, with passengers wishing to transfer between Route 3 Central and the other two routes facing wait times of up to 30 minutes. At Dave’s No Frills, as the bus enters the parking lot in a counter‐clockwise direction the bus stop is located on a traffic island. This is very narrow and not maintained in winter conditions.
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It is likely that expanding the number of medical and shopping destinations served by this route and improving transfer connections to the Northside and Southside routes, as well as improving safety and accessibility at Dave’s No Frills, would contribute to increasing ridership performance on this route specifically as well as on the Dawson Creek Transit System as a whole.
The suggested extension and rerouting is shown below (Figure 7). An operational feasibility test would be required to confirm the safety of this proposed rerouting and routing extension.
Funding for bus stop installation along the Alaska Highway may be available through the Ministry of Transportation and Infrastructure (MoTI)’s Minor Betterments Fund, a province‐wide $1M annual fund for small transit‐related infrastructure projects that are on MoTI land or right of way. Projects are 100% funded and implemented by MoTI, and the fund is subject to annual approval.
In order to continue to service clients at the Nawican Friendship Centre, it is recommended that the bus stop currently located on 102 Avenue at 14 Street be relocated around the corner to 14 Street at 102 Avenue.
Advantages Extending Route 3 Central to the Alaska Highway between 10 Street and 15 Street would: respond to customer requests for service to Nordlys Medical Clinic, Peavey Mart, and Tim Hortons; lengthen the Central route’s running time to match those of the Northside and Southside routes, transforming the Dawson Creek Transit System into a “pulse system” and enabling easy transfer connections at the Co‐Op Mall Exchange between all three routes; reduce wait times at the exchange, and thus total travel time, for customers using the Central route plus one of the other two routes to complete their trip allow for reverse routing through the parking lot of Dave’s No Frills, improving customer safety and accessibility by enabling passengers to board and alight using the store’s sidewalk. Service span would be maintained, requiring no increase to service hours. Challenges The new routing would be less direct, resulting in slightly longer travel times for passengers using Route 3 Central and no other route. Although its current service span would be maintained, the Central route’s increase in trip time would reduce its frequency from the existing 20 trips per day to approximately 13 trips per day. Permission would be required from the property owners at Dave’s No Frills to change the bus stop location, and from the Ministry of Transportation and Infrastructure to install safe, accessible bus stops along the Alaska Highway (verbal permission has already been granted). An operational feasibility test would be required along the new routing sections.
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Figure 7: Route 3 Central Change Proposal
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Proposal 2: Improve midday service frequency through service reallocation There were many passenger requests for increased service during the midday period, when Dawson Creek’s three peak‐time vehicles are reduced down to two vehicles and service frequency is reduced. This was the top service improvement request from existing customers. Currently, Dawson Creek’s three peak‐service vehicles are reduced down to two vehicles during the 10:30 a.m. – 2:30 p.m. period. While Route 3 Central service remains continuous, Route 1 Northside and Route 2 Southside see service gaps of 1 hour 20 minutes during these four hours, significantly impacting customer convenience as well as transfer connections between routes. In order to fill in the service gaps during the midday period using the system’s existing service hours, service would need to be reallocated from elsewhere in the system. Typically, early morning and evening service see the lowest ridership numbers in any transit system, and suggestions have been received from drivers to eliminate the earliest and latest trips of the day in order to fill the midday gaps. Three possible alternatives to be able to increase midday service while remaining within existing service hour provision are: a) Spread these service gaps more evenly among all three routes, to allow for slightly increased frequency on the Northside and Southside routes during this time; b) Eliminate trips at the beginning and end of the service day, when ridership is typically lowest; c) A combination of a) and b) The two‐week passenger counts indicated that average ridership does tend to be lowest on the first and last trips of the day (prior to 7:20 a.m. and after 6:00 p.m.), as shown in the graphs below (Figure 8). However, it should be noted that Route 2 Southside’s last trip of the day averaged the same number of passengers as some of this route’s (mid‐) morning trips. Additionally, these averages, from a single two‐ week sample, in general disguise some significant maximum boardings: as one example, there were 15 passenger boardings on one of the Southside route’s 7:00 a.m. trips counted during this two‐week period. Given that there is some regular ridership on the first and last trips of the day, c) is recommended. Additionally, some concerns were expressed during Phase 2 Public Engagement about eliminating the Northside 7:20 p.m. trip. It is recommended that further passenger counts be conducted on Dawson Creek’s evening and early morning trips to determine which trips can be reallocated to the midday period with minimal disruption to existing riders. Advantages This service hour reallocation would enable more frequent service during the midday period in response to customer requests, achieved cost‐neutrally. It would also improve daily service consistency and predictability and make service more continuous, minimizing the existing long wait times between trips. Challenges Further monitoring of current ridership patterns will be required to ensure that service reallocation minimizes impacts on existing early morning and evening riders.
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Average of Total Riders Average of Total Riders Average Ridership by Route and Trip Time: Average Ridership by Route and Trip Time: Route 1 Northside Route 2 Southside 25 25
20 20
15 15
10 10 Ridership 5 Ridership 5
0 0 6:40 7:20 8:10 8:45 9:20 7:00 7:20 8:00 8:45 9:20 10:00 11:20 12:40 14:00 14:40 15:20 16:00 16:40 17:20 18:00 19:20 10:00 10:40 12:00 13:20 14:40 15:20 16:00 16:40 17:20 18:00 18:40 1 2 Trip Time Trip Time Route Leave Time Route Leave Time
Average of Total Riders Average Ridership by Route and Trip Time: Route 3 Central 25
20
15
10
Ridership 5
0 8:52 9:22 9:52 10:22 10:52 11:22 11:52 12:22 12:52 13:22 13:52 14:22 14:52 15:22 15:52 16:22 16:52 17:22 17:52 18:22 3 Trip Time Route Leave Time
Figure 8: Average Ridership by Route and Trip Time
Proposal 3: Improve schedules for school bell times (and schedule reliability) School District 59 requested that the bus schedule better meet the morning bell time (8:43 a.m.) at Dawson Creek Secondary’s Central Campus. Drivers requested an earlier scheduled start time for the Northside 8:10 a.m. trip to improve schedule reliability.
The Route 1 Northside 8:10 a.m. trip is scheduled to arrive at the Central Campus five minutes before the morning bell. However, due to high passenger volumes on this trip (up to 35 riders), in practice it tends to arrive up to five minutes behind schedule, meaning that students often arrive late to their first class.
This affects the transit system’s on‐time performance at this peak travel time; on‐time performance is key to maintaining existing, and attracting new, ridership, as passengers need to be able to rely on transit schedules.
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The delays often seen on this Northside 8:10 a.m. trip cause a knock‐on effect on the departure time of the subsequent 8:45 a.m. Route 2 Southside trip, operated by the same vehicle. The Southside route serves Walmart and three major hotels. These have extremely varied shift times depending on employer and type of work, but at one hotel most of the housekeeping shifts start at 9:00 a.m. While the bus is scheduled to arrive at this hotel at 8:57 a.m., in practice it can arrive after 9:00 a.m.
Additionally, while the Route 1 Northside 8:45 a.m. trip is scheduled to arrive at Frank Ross Elementary before the morning bell, if it is running late students alight on 91 Avenue at 10 Street, before the bus does the Rotary Manor loop, in order to reach school on time. This is not possible for children being transported from the Kiwanis Child Care Centre, whose staff are required to transfer the children to the care of school staff at the bus stop directly outside of the school. (These children do ride the bus in the afternoon, and number up to 25 students.) The 8:10 a.m. Northside trip could be scheduled to start 10 minutes earlier to provide more running time, to address delays caused by high passenger loads and ensure Central Middle School students arrive before the morning bell. This would also enable the subsequent Route 2 Southside and Route 1 Northside trips, currently scheduled for an 8:45 a.m. departure, to be rescheduled to depart at 8:40 a.m. instead and meet more school and work start times. Advantages This change would: improve on‐time performance ensure that this trip consistently meets the morning bell time at Dawson Creek Secondary’s Central Campus, enabling Central campus students to arrive in time for morning class start ensure Kiwanis Child Care children arrive at Frank Ross Elementary in time for the morning bell improve morning peak schedule reliability meet the housekeeping shift start time at one of the Multiplex‐area hotels. Challenges Detailed scheduling work would be required to ensure no negative effects on other key times.
Proposal 4: Extend service to Sunset Ridge Some passenger requests were received for service closer to the Sunset Ridge – Harvest View development area at the north end of 17 Street. The Sunset Ridge – Harvest View development area is located on 17 Street between 87 Avenue and 83 Avenue. There are currently 3‐4 passengers per day (6‐8 daily rides) from this area. Transit service currently extends to 17 Street and 89 Avenue. The higher‐density Sunset Ridge townhomes comprise the type of demographic most likely to use transit. While these are located within the recommended 400m walk distance to the closest existing bus stop on 89 Avenue, there are no sidewalks along this section of 17 Street, making pedestrian access less than ideal on this busy road, especially in winter conditions. Service could be extended further north on 17 Street. The option involving the lowest level of risk is shown in Figure 9 below. Door‐to‐door surveys indicated that all residents along 18 Street and 87 Avenue who responded had no objections to transit service operating along their street. However, this routing extension may not be warranted given the low projected levels of additional ridership.
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Advantages This service extension would bring the majority of residents of this development area within reasonable walking distance of transit service. Challenges Extending the Route 1 Northside to 87 Ave would add approximately one minute of running time and at peak times may pose operational risks for on‐time performance and schedule adherence, a key factor in retaining existing and attracting new ridership An operational feasibility test would be required to ensure safe access along 18 St and 87 Ave for transit vehicles Expected level of additional ridership is minimal, as the majority of the typical transit demographic is already well within the recommended walk distance to transit. An alternative solution, involving the construction of sidewalks, is proposed in Proposal 21 under 6.5 Infrastructure Proposals below.
Sunset Ridge Townhomes
Figure 9: Proposed Sunset Ridge – Harvest View Area Routing Extension
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Proposal 5: Increase service coverage area (along 15 St), extend service to Aquatic Centre doors There were requests for reduced route duplication and increased service coverage, in particular along 15 St between 108 Ave and 102 Ave. Currently, all three routes operate identical routing in the area of the Dawson Creek Secondary School South Peace campus, Hospital, Dawson Creek Secondary Central campus, Library, Senior Citizens’ Hall, Rotary Lodge, and Arena up to City Furniture (see Figure 10). Except for during the 10:30 a.m.‐2:30 p.m. service gaps when trips alternate between the Northside and Southside routes, both these routes serve this area at the same time. Half of the Central route’s daily trips also coincide with the other two routes along this stretch.
Routing duplication
Figure 10: Existing Routing Duplication It should be noted that 22% of Dawson Creek’s total ridership is generated in this area, although this drops to 8% when school bell time trips are excluded. However, route duplication could be reduced while minimizing potential ridership losses by removing one route from this stretch of 13 Street outside of school bell times. This would also enable service provision to new areas as requested, e.g. along 15 Street between 108 Avenue and 102 Avenue. Proposal 5 would increase Route 2 Southside’s service coverage area outside of school bell times, by routing north on 15 Street and east on 102 Avenue instead of south on 15 Street, east on 111 Avenue and north on 13 Street/10 Street (see Figure 11 below). In order to increase transit options for Nawican Friendship Centre clients, it is recommended that a bus stop be installed on 102 Avenue opposite the Centre and a crosswalk provided. Additionally, there were some requests for the Aquatic Centre bus stop to be moved to outside the front entrance to allow passengers to wait inside in winter. This stop is currently located 100 metres around the corner, out of sight of the front entrance.
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The time savings from the rerouting along 15 Street and 102 Avenue would allow for this stop relocation at the Aquatic Centre, with the bus stopping directly outside then looping around the parking lot and back onto 122 Avenue.
Figure 11: Proposed Increase in Service Coverage Area Advantages This proposal would: respond to requests for service additions to 15 Street between 108 Avenue and 102 Avenue; increase the transit system’s coverage area; reduce duplication in the Dawson Creek Secondary, Hospital, Library, and Rotary Lodge area outside of school bell times; provide time savings to allow for service directly to the Aquatic Centre’s front entrance Challenges While the 25% of 15 Street residents who answered door‐to‐door surveys responded positively, the remainder were unavailable for comment, leading to some potential for residential complaints. Routing deviations can cause customer confusion, which can be mitigated through bus signage.
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Proposal 6: Increase Multiplex/Aquatic Centre service (remove Canalta School loop) The Multiplex/Aquatic Centre is currently served on alternating trips only when the Canalta Elementary School area is not served. In order to provide more frequent service to the Multiplex/Aquatic Centre, service would need to be reallocated from elsewhere. In terms of bus stop activity, ridership along the Southside route shows some transit demand gaps, most notably in the area around Canalta School. Data indicates zero ridership at four out of the five bus stops on this loop (Figure 13), and that ridership at the stop by Ron Pettigrew Christian School averages two passengers per week. This latter stop is located within walking distance (300 metres) of the closest stop on 17 Street. Proposal 6 would see service removed from the Canalta School loop (20 Street, and 108 Avenue and 110 Avenue east of 17 Street), due to extremely low ridership demand. This time would be reallocated to provide service to the Multiplex/Aquatic Centre on each Southside trip. This is shown in Figure 12 below.
Figure 12: Proposed Service Increase to Multiplex/Aquatic Centre Advantages This proposal: removes service from the Canalta school loop area where there is very little demand, making routing more efficient and direct; doubles service provision to the Multiplex and Aquatic Centre. Challenges One or two student riders use the stop outside Ron Pettigrew School. However, this stop is within 300 metres of the bus stop on 17 Street at 110 Avenue, which will continue to be served.
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Route 2 Southside Average Daily Ridership Share by Stop
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Page 89 of228 Bus Stop Location &2 ID Number
Count of On Count of Off
Figure 13: Route 2 Southside Average Daily Ridership Share by Stop
ITEM 7.3 ITEM 7.3
6.2 Service Proposals – Medium‐Term (2018/19 to 5 years from now) The medium‐term proposal below is cost‐neutral, but was not presented to the public as further ridership data collection was ongoing at the time of Phase 2 Public Engagement. Proposal 7: Consider removing Tremblay Elementary routing (continue monitoring ridership) Historical and current data collection has indicated there is zero ridership to or from Tremblay Elementary on the two trips (8:00 a.m. and 2:40 p.m.) routing to this location for school bell times (Figure 14 below). This proposal would involve continued monitoring of passenger usage of this stop, and in the case of no ridership, would recommend removing this routing.
Tremblay School routing
Figure 14: Existing Route 2 Southside: Tremblay Elementary Routing Advantages Removing this routing will make service more efficient and direct. It will also help to ensure schedule reliability and on‐time performance during busy morning and afternoon peak service. Challenges There is a possibility of future limited transit demand to this location.
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6.3 Service Proposals –Long‐Term (2018/19 to 10 years from now) All long‐term proposals listed below are suggestions received as part of Phase 2 Public Engagement for future priorities requiring local and provincial expansion funding. Applications for provincial expansion funds can be submitted on an annual basis as part of the Transit Improvement Program process.
Proposal 8: Increase service frequency This proposal would enable any midday service gaps remaining after implementation of Proposal 2 above to be eliminated, allowing for continuous all‐day transit service as is available in all other Tier 3 BC Transit systems.
Proposal 9: Provide later evening service There were several requests for later evening service in the community to allow people to attend shows or games or eat out and be able to return home using transit. This could be introduced initially on Friday and Saturday nights
Proposal 10: Provide Sunday and statutory holiday service Most other Tier 3 BC Transit systems provide transit service on Sundays, and some provide statutory holiday service. There were a few online survey requests for this service addition. Following increased service frequency, and in tandem with later evening service, this is the next growth step for the Dawson Creek Transit System.
Proposal 11: Consider providing service to Pouce Coupe A few requests were received for service between Dawson Creek and Pouce Coupe, located approximately 10km from downtown Dawson Creek. As demand for such service is extremely limited at the present time, it is recommended that this proposal be revisited if demand increases in future.
Proposal 12: Consider providing service closer to Fireside Glen A few residents of Fireside Glen seniors’ community north of Parkhill Park have requested transit service closer to their neighbourhood in order to reduce the walk distance to the closest stop, currently approximately 400 meters away at 6 Street and 96 Avenue. As with Proposal 12 above, it is recommended that this proposal be revisited in future if further demand is registered.
Proposal 13: Consider introducing two‐way routing Once Proposals 8‐10 above have been implemented, the next major evolution of the Dawson Creek Transit System would be the introduction of two‐way routing, to replace the existing loop routes.
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6.4 Marketing and Communications Proposals Proposal 14: Introduce a Transit Travel Training program aimed at the local seniors’ population Seniors are typically a key market for public transit but currently constitute only 12% of Dawson Creek’s total ridership. Feedback indicates that while seniors’ groups use transit for occasional special outings, such as the Christmas Light Up tour, their members do not take transit in their everyday lives due to lack of knowledge of how to ride the bus, for example where the bus routes go and what the schedules are. It can be particularly difficult for this demographic to begin riding transit as new users. Finding ways to encourage local senior residents to begin using transit will increase their transportation options when driving abilities decline, enabling them to continue to access medical and shopping services and maintain social connections within the community, live independently for longer, and age in place. A Transit Travel Training program could be implemented for local seniors’ groups in conjunction with the local operator, to help familiarize seniors with their transit travel options, how to board with mobility aids, how and where to purchase tickets and passes, etc.
Proposal 15: Implement Google Transit Google Transit helps customers to plan their travel online, integrating bus stop, route, and schedule information to make trip planning quick and easy. It is due for implementation in Dawson Creek over the next 12 months.
Proposal 16: Marketing outreach, new ideas for transit promotion Given that transit passengers are necessarily also pedestrians, and given the short‐ and long‐term benefits of active transportation to both individual physical and overall community health, it is recommended that the City continue to invest in programs to encourage the use of active forms of transportation such as transit, walking, and biking. This will help to promote Dawson Creek’s economic development by continuing to attract young families to Dawson Creek and enabling seniors to age in place and remain in the community. While BC Transit has an annual marketing and communications budget allotted for Dawson Creek, this can be mostly expended on producing new Riders’ Guides, presentation materials and advertising for local public engagement activities, interior bus rack cards (e.g. fare posters), bus stop signage, and related promotional materials. The Dawson Creek Better at Home society already partners with BC Transit and local sponsors to provide an annual Christmas lights Light Up Tour, which has proven popular. In addition, for the past few years the City has been promoting an annual “free transit week” during Dawson Creek’s “Idle Less Week” at the end of November, providing free transit for the week plus a Christmas prize draw for passengers. Operating company staff suggest hosting a Transit Information Booth at the Co‐Op Mall on weekends, in order to teach local residents who do not currently use the transit system how to, and perhaps offering some free day passes in a prize draw to enable people to try it out. This would likely help to raise public transit’s profile in the community. Other local initiatives that have worked well in other B.C. communities to promote transit use include the following strategies: introducing a “Transit Day” where local elected officials ride the buses and greet customers; introducing a “Seniors Buddy Day”, allowing paying seniors to bring a friend on the bus for free bundling Riders’ Guides with property tax notices or other municipal mail‐outs. More ideas are welcomed from other local partners. BC Transit’s Marketing Department is available to assist with ideas and implementation of local marketing initiatives.
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6.5 Infrastructure Proposals Proposal 17: Install new/Relocate or remove existing bus stops for service changes approved by Council Depending on which service change proposals are approved by Council, the following bus stops would need to be relocated, removed, or new bus stops installed. Further details will be supplied closer to time of implementation:
Proposal # Bus stop relocations/additions/removals 1. Route 3 Central: Extend and reroute along Install new stops along Alaska Highway (close Alaska Highway to Nordlys Clinic and Peavey Mart/Tim Hortons) (Funding for these stops may be available through MoTI’s Minor Betterments Fund) Relocate stop at Dave’s No Frills Remove stop at 15 St and 101 Ave Relocate stop by Nawican Friendship Centre to 14 St and 102 Ave 4. Route 1 Northside: Extend to Sunset Ridge Install new stop at 17 St and 87 Ave 5. Route 2 Southside: Increase coverage area along Install new stops on: 15 St routing 15 St at Chamberlain Dr 15 St at 107 Ave 15 St at 105 Ave 15 St at 102 Ave 102 Ave at 14 St (opposite Nawican Friendship Centre) 6. Route 2 Southside: Increase Multiplex/Aquatic Remove stops on: Centre service (remove Canalta School loop) 110 Ave at Turgeon Dr (Ron Pettigrew School) 110 Ave at 19 St (Canalta School) 108 Ave at 19 St 108 Ave at 17 St Relocate stop at Multiplex/Aquatic Centre to outside Aquatic Centre front doors 7. Route 2 Southside: Consider removing Tremblay Remove stop on 115 Ave at 13a St Elementary routing
Proposal 18: Improve bus stop signage Along with the vehicles themselves, transit infrastructure is the most visible aspect of transit service to the customer and non‐user alike, and has a significant influence on how transit service is perceived by the local community and on the customer experience. Improvements are suggested for the following stops:
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Bus Stop Location Suggested Improvement 108 Ave by Kitchen Park Replace missing bus stop pole and sign 102 Ave and 17 St Adjust bus stop signs to face oncoming 8 St and 114 Ave pedestrians and traffic and improve their 110 Ave and 19 St visibility (currently angled parallel to street) 19 St and 90 Ave Ensure that bus stop signs are displayed September through June, removed July through August only Co‐Op Mall and Replace outdated signage with new‐style 103 Ave at 10 St (by The Bargain Store) signage
Proposal 19: Improve bus route and bus stop maintenance and accessibility Prioritizing snow clearance along transit routes would improve winter on‐time performance and service reliability. Providing cleared paths at bus stops between sidewalk and road would improve transit accessibility, particularly for the elderly and passengers using mobility aids or with strollers. Both measures would significantly improve the overall customer experience.
Proposal 20: Install additional bus shelters/benches at high‐traffic stops Due to Dawson Creek’s severe winter climate there have been requests for more bus shelters to be constructed at busy stops. Recommendations for additional shelters include for the following locations:
Location Details 14 St at 102 Ave Install shelter and bench (relocated stop currently by Nawican Friendship Centre for Proposal #1, Extend Route 3 Central to Hwy 97) Dave’s No Frills Install shelter and bench (for stop relocation as part of Proposal #1) 102 Ave at 14 St Install shelter and bench (new stop for Proposal #5, Increase Route 2 Southside Coverage Area Along 15 St Routing) 13 St at 104 Ave (outside City Furniture) Install shelter and bench 90 Ave (Rotary Manor) Install shelter 12 St at 116 Ave Install shelter and bench
Proposal 21: Ensure good pedestrian access to bus stops The majority of public transit trips begin and end as pedestrian trips. Improving pedestrian access to bus stops helps to improve the overall accessibility of the transit system. There are currently no sidewalks along 17 St north of 89 Ave. It is recommended that sidewalks be installed to improve transit access for residents of the Sunset Ridge – Harvest View development.
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7.0 Other Considerations This section lists an upcoming infrastructure project that will impact transit service for its duration, as well as transit‐related suggestions submitted as part of the 2013 Dawson Creek Transportation Master Plan but not addressed under the change proposals above. a) Rerouting for 2017 Scheduled 10 Street Bridge Replacement The 10 Street Bridge is due for replacement in 2017. All three existing bus routes operate on this bridge in order to serve Dawson Creek’s hospital, library, senior citizens’ hall, and Dawson Creek Secondary’s Central campus. Due to the limitations of the road network in the surrounding area, a major routing and schedule redesign will be required for the duration of the bridge replacement work. Rerouting options will need to be discussed with City engineering staff and operating company staff closer to the time in order to verify operational feasibility. A high‐level concept option is shown in Figure 16 below. The routing changes necessitated by this required bridge upgrading work will have a significant impact on transit passengers’ ability to access Dawson Creek Secondary’s Central campus as well as the library and senior citizens’ hall and will result in ridership losses. Additionally, rerouting options are limited by the narrow, residential nature of the surrounding streets and their ability to absorb three transit routes. Operationally feasible options will likely necessitate more running time for each route and require a rescheduling of the entire system. In order to be able to accommodate this cost‐ neutrally, service frequency will likely need to be decreased.
10 St bridge 10 St bridge
Figure 15: Existing routing Figure 16: Temporary rerouting – concept b) BC Transit Development Referral Program BC Transit’s Planning department operates a Development Referral Program to provide comment on proposed large‐scale developments (such as housing projects) and forecasted impact these may have on the local transit service. It is recommended that the City participate in this process to ensure that future developments are aligned with the transit goals of the region. Referrals can be
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sent to [email protected]. Appendix B shows an example of a Development Referral response for Squamish.
BC Transit’s Planning staff are also available to provide comment on Official Community Plans, Regional Growth Strategies, transportation plans and other local planning endeavours from a transit perspective. BC Transit input can be requested through your BC Transit Senior Regional Transit Manager. c) Vehicle Right‐Sizing In October 2013, new, more compact 27’ Vicinity vehicles (total passenger capacity, seated plus standees: 39) were introduced in Dawson Creek to replace the former 30’ Dennis Darts (total passenger capacity: 49). Owing to existing peak‐time passenger demand, the Vicinity is the smallest vehicle able to be deployed in Dawson Creek’s fleet. While vehicles tend to operate with light passenger loads during the off‐peak hours, a surge in demand at peak times means that all three routes require the capacity of a standard‐sized vehicle like the Vicinity. In order to minimize the number of vehicles required and the associated capital costs, vehicle capacity needs to be able to accommodate the maximum passenger loads of peak travel times. Peak‐time passenger volumes will continue to be monitored in order to ensure that Dawson Creek’s fleet is optimally sized. d) Standardized Vehicle Lease Fees Starting in April 2017, BC Transit will be introducing a Standardized Lease Fee (SLF) that will mitigate cost volatility and increase predictability. Since 2010, BC Transit has been working with local government partners to continuously refine and improve the vehicle lease fee model. A Standardized Lease Fee is the next iteration of these efforts. The SLF is based on three elements: term; capital investment in the bus and its major components within five vehicle categories; and a risk protection fund.
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8.0 Next Steps The next step in this process is to present this Final Draft Report and the change proposals contained herein to Dawson Creek City Council for review and comment. BC Transit will then submit the Final Report to the City of Dawson Creek. At this stage, and in partnership with the City of Dawson Creek, BC Transit will issue an Implementation Plan Memorandum of Understanding (MOU) in order to move ahead with the service change proposals which have received the approval of Council. Implementation of these service change proposals would move forward once the planned replacements of the 15 St bridge and 10 St bridge have been completed, in order to minimize customer impact.
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APPENDICES
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Appendix A: Fare Structure Review
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BC TRANSIT GLOSSARY Adult fare – A regular fare must be paid by all passengers who do not qualify for a discount or cannot prove eligibility. Average fare − Total revenue from fare sources divided by total ridership (including BC Bus Pass). Cash fare – a cash fare allows one person to use transit. No change is given on the bus and so exact change must be used. Child – A person who is under five years of age. Children may ride the bus for free. Conventional transit – Serves the general population in urban settings using mid-sized, large or double-deck buses. The buses are accessible and low-floor and run on fixed routes and fixed schedules. Cost recovery – Reflects annual total revenue divided by total costs. This ratio indicates the proportion of costs recovered from total revenue. A strong cost recovery is desirable, as it reduces the subsidy from the taxpayer. This factor, however, is a municipal policy decision. Day Pass – A Day Pass offers a discount for unlimited travel throughout the day. Discount fare – Discounts on cash fares and pre-paid products are applicable to seniors (aged 65+) and students in full-time attendance to Grade 12, with proof of eligibility. Monthly Pass – for users taking transit regularly throughout the month, a Monthly Pass offers a discount for unlimited travel. Performance measures – Statistical ratios combining system outputs and transit service area statistics to benchmark performance within the industry and operational trends over time. Ticket – Each ticket allows one person to use transit. When purchasing a package of ten tickets, a user will receive a discount. Using tickets also has the advantage of not requiring exact change to be carried on the bus. Total revenue – Includes passenger and advertising revenue; excludes property tax and fuel tax revenue. Transfer – When a user pays their fare using cash or using tickets, and requires more than one bus to complete their trip, they may request a transfer from the operator. Transfers are free, and they are good for one-way travel, valid for the first connecting bus at transfer points only.
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1.0 OVERVIEW BC Transit has prepared this report for the City of Dawson Creek to examine its current fare structure. The report discusses historic revenue and ridership trends, and compares the City of Dawson Creek’s fare structure to its peer transit systems and to BC Transit’s recommended fare guidelines. It concludes with two proposals for new a new fare structure in Dawson Creek. Both of these proposals reflect BC Transit’s fare strategy, which is to create a simple, easily understandable fare structure that will increase ridership and fare revenue, is more cost- effective to administer, and is compatible with future fare collection technology. Finally, options for new fare products are discussed.
2.0 CURRENT FARES The following table outlines the current fare structure in Dawson Creek. This fare structure was implemented in September 2008. Table 1: Current Fare Structure
Fare Product Audience Current Fare
Adult $1.75 Cash Discount $1.50
Adult $15.75 Tickets (10) Discount $13.50
Adult $50.00
Monthly Pass Senior $40.00
Student $30.00
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3.0 KEY PERFORMANCE MEASURES The table below outlines some key performance statistics for the Dawson Creek Transit System as at 2015/16. Table 2: Key Performance Measures
Measure Performance
Ridership Growth (5-year annual compound rate) -4.8%
Revenue Growth (5-year annual compound rate) -4.7%
Total Ridership 107,137
Total Revenue $115,180
Total Revenue from Fare Sources* $80,985
Total Fare Revenue from Pre-paid Sources 51.0%
Average Fare $1.00
Total Cost Recovery 9.7% *Excludes advertising, BC Bus Pass, and miscellaneous revenue. This represents revenue that can be affected by a fare change.
Annual ridership in Dawson Creek peaked in 2010/11 at 137,000 trips and has been declining since. As such, the five year compound annual growth rate for ridership is -4.8 per cent. Overall revenue has declined at an average rate of 4.7 per cent over the same period. Excluding BC Bus Pass and advertising, the revenue decline in this period has averaged 5.5 per cent. However, in 2015/16, fare revenue increased by two per cent versus 2014/15. Looking slightly deeper, cash and ticket revenue have been declining at an average rate of 10.2 per cent and 16.5 per cent respectively since 2010/11. In large part, this is due to the introduction of monthly passes in 2010/11. Monthly Passes now account for approximately one- third of fare revenue. This declining revenue also means that cost recovery now sits at approximately ten per cent, compared to 12 per cent in 2010/11.
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4.0 FARE REVENUE COMPOSITION The chart below indicates how revenue from conventional fares is divided by fare type:
Figure 1: Revenue by Fare Type
The analysis of revenue composition can be considered from two perspectives. On one hand, having a higher percentage of revenue from cash means that more often a full fare is paid (with no discounts for pre-payment), meaning revenue and average fare should be maximized. On the other hand, pre-paid fares offer greater stability, predictability and security of revenue as well as promoting more frequent ridership from existing transit customers. In addition, increased use of pre-paid products (especially passes since they don’t require transfers) can improve operational efficiency (increasing on-time performance) and may help reduce the likelihood of on-board fare disputes. Generally, BC Transit recommends the promotion of prepaid products. At 51 per cent, the proportion of revenue from pre-paid sources in Dawson Creek can be considered high in comparison to similar sized systems within BC Transit, which should be viewed positively. This is discussed further in section 5.1.
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5.0 PERFORMANCE EVALUATION This report now outlines how the Dawson Creek Transit System’s performance indicators compare to those of its peer transit systems and how its fares compare to general fare guidelines recommended by BC Transit.
5.1 Comparison to Peer Systems As seen in Table 3 below, both cash and tickets are priced lower than both groups of comparable systems. In fact, very few systems within the province have an adult cash fare of less than $2.00. Conversely, the adult monthly pass is priced higher than in peer systems. The Dawson Creek Transit System has a lower average fare than comparable systems. This is a consequence of a lower cash and ticket fare. Yielding higher revenue per rider is desirable, and so this should be seen as an area of opportunity. The proportion of fare revenue from pre-paid sources in Dawson Creek is five per cent higher than in similarly sized systems, though three per cent lower than in systems within the same region. It is also worth noting that the proportion of pre-paid fare revenue in Dawson Creek has been increasing. As discussed earlier, BC Transit is striving to move towards a greater proportion of pre-paid revenue in its transit systems, and so this move towards pre-paid revenue as a proportion is encouraging. The cost recovery indicator, on which the Dawson Creek Transit System measures lower than both of its peer groups, measures the percentage of total costs that are recovered by total revenue. The cost recovery measure has been declining over time as revenue growth has not kept pace with cost increases. It should be noted that cost recovery is a policy decision and so it may or may not be appropriate to compare performance across transit systems, however, local governments commonly prefer to have a higher cost recovery and less reliance on local property taxes.
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Table 3: Comparison to Peer Systems
Dawson Creek Average of Similar Average of Regional Variance Variance Transit System Sized Systems* Systems**
Adult Cash Fare $1.75 $1.95 -$0.20 $2.10 -$0.35
Adult Ticket Price $1.58 $1.73 -$0.15 $1.89 -$0.31
Adult Monthly Pass Price $50.00 $45.00 $5.00 $46.70 $3.30
Average Fare $1.00 $1.13 -$0.13 $1.13 -$0.14
Proportion of Fare Revenue 49% 43% 6% 51% -3% from Pre-paid Sources
Cost Recovery 10% 20% -10% 19% -9%
*Average of five similar sized conventional transit systems including Terrace, Kitimat, Prince Rupert, Squamish and Nelson **Average of five North/Central conventional transit systems: Fort St. John, Kitimat, Prince George, Prince Rupert and Terrace
5.2 Comparison to BC Transit Fare Guidelines The table below compares Dawson Creek Transit System’s current transit fare structure to BC Transit’s recommended fare guidelines. The adult cash fare is the base from which other fares are calculated. Table 4: Comparison to BC Transit Fare Guidelines
Fare Product Audience BC Transit Fare Guideline Dawson Creek Fare Structure
Adult Base Fare Base Fare Cash Discount Base Fare* Base Fare less 14%
Adult 9 times Base Fare 9.0 times Base Fare Tickets Discount 9 times Base Fare* 7.7 times Base Fare
Adult 20 – 30 times Base Fare 28.6 times Base Fare
Monthly Pass Adult Monthly Pass less 20% Discount Adult Monthly Pass less 15% (senior) / 40% (student) *BC Transit no longer recommends discounting cash fares, tickets and day passes
BC Transit no longer recommends offering age-based discounts on cash fares, tickets and day passes. Rather, it is moving towards a model whereby age-based discounts would only be offered on monthly passes. Removing age-based discounts is becoming more popular across Canada and has several benefits: It offers simplicity in the fare structure, making it easier for customers to understand and use, and simpler for vendors to promote and sell. It reduces the reliance on operators to enforce age-based fares, potentially reducing conflict.
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It provides incentive for riders to switch to monthly passes, thus encouraging more consistent ridership while reducing fare collection costs. It creates a simpler fare structure which is more easily understood by customers and is more compatible with future fare collection technology. Table 4 shows that when compared to BC Transit fare guidelines, the fare structure differs in several ways. First, discounts are offered for seniors and student on both cash and tickets, which is no longer recommended. Second, the monthly pass actually has two discounts – one for seniors and one for students. Only one discount is recommended in order to promote simplicity. Further, at 20 per cent and 40 per cent respectively, these discounts are both larger than typically recommended.
6.0 CONCLUSIONS
Our analysis indicates that:
Both revenue and ridership have been in decline in recent years. Almost eight years have passed since fares were increased in September 2008. Discount cash fares, monthly passes and tickets are all below BC Transit’s fare guidelines. Cash and ticket fares are lower than comparable systems and amongst the lowest in the province. Consequently, the average fare is also lower than that of comparable systems. The current fare structure deviates from BC Transit fare guidelines by retaining age- based discounts for cash and tickets, as well as offering more than one discount for monthly passes. There are opportunities to increase revenue, ridership, and efficiency, while improving operator safety through adjustments to the fare structure.
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7.0 PROPOSED FARE STRUCTURES AND PRODUCTS
7.1 Proposed Fare Structures The following fare structures were developed with the objective to maximize revenue and ridership within the Dawson Creek Transit System. They were also designed to simplify the fare structure, increasing customer understanding and being more compatible with future fare collection technology. Table 5: Proposed Fare Structures
Fare Product Audience Current Fare Option 1 Option 2
Adult $1.75 Cash $1.75 $2.00 Discount $1.50
Adult $15.75 Tickets (10) $15.75 $18.00 Discount $13.50
Adult $50.00 $50.00 $50.00
Monthly Pass Senior $40.00 $35.00 $40.00 Student $30.00
Option 1 This option is projected to increase revenue by an estimated $5,000 annually, while decreasing ridership by three per cent. This option simplifies the existing fare structure by creating a single cash and single ticket fare, along with reducing the number of discounts offered on the monthly pass. Discount cash users will see fares increase by 25 cents per trip and ticket users will see fares increase by 23 cents per trip, or $2.25 per sheet. Seniors will see their monthly pass price reduced by $5.00 while students will see an increase of $5.00, to create a single discount monthly pass price of $35.00. Advantages of this fare structure revolve primarily around the anticipated increases in fare revenue. It will also more closely align Dawson Creek’s fare structure with the BC Transit fare guidelines. A disadvantage is that Dawson Creek will remain below comparable systems in cash and ticket pricing and therefore average fare.
Option 2 This option is projected to increase revenue by an estimated $12,000 annually, while decreasing ridership by seven per cent. This option has the same structure as Option 1, however seeks to increase revenue by increasing fares. Adult and discount cash users will see fares increase by $0.25 and
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$0.50 respectively. Ticket users will see a sheet of tickets increase by $2.25 for adults (23 cents per ride) and $4.50 for seniors/students (45 cents per ride). Advantages of this fare structure again revolve primarily around the anticipated increases in fare revenue. Additionally, it will more closely align Dawson Creek with both BC Transit’s fare guidelines, as well as its peer systems. A disadvantage is that ridership is expected to decline more steeply than in Option 1.
Transfers Other BC Transit systems are exploring the possibility of removing paper transfers, which are issued upon request when boarding using a cash or ticket fare. The Victoria Regional Transit System will be discontinuing transfers on April 1, 2016. The primary reason for removing paper transfers is that they are the most common reason for operator and passenger conflict on several BC Transit systems. That said, BC Transit is not aware of similar trends in the Dawson Creek Transit System at this time, and therefore no change is recommended at this time. However, this subject may be worthy of discussion in the future.
Day Passes A Day PASS offers a discount for unlimited travel throughout the day. Day Pass prices are typically double the cash fare. Dawson Creek does not currently offer a Day Pass currently, but many systems do. Adding Day Passes to the Dawson Creek fare structure is a viable option, and may be worthy of conversation.
7.2 Recommended Fare Products As part of the move to a new fare structure, it is recommended that the City of Dawson Creek review its fare products. Reviewing fare products ensures that the correct fare products are used in the event of any fare changes, as well as increasing efficiencies and economies of scale for BC Transit. The current fare products, and recommended fare products for both options are outlined in Appendix A.
8.0 RECOMMENDATIONS
It is recommended that the City of Dawson Creek:
1. Receive this report as information 2. Approve one of the proposed fare structures 3. Approve the recommended fare products 4. Direct staff to work with BC Transit to implement the fare change
Please note that fare changes should be scheduled for the 1st of a given month. BC Transit requires at least eight weeks’ notice after Council approval to implement a fare change.
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APPENDIX A: RECOMMENDED FARE PRODUCTS
Fare Product Audience Fare Products – Current Fare Products – Recommended
Adult
Tickets (10)
Discount
Adult
Monthly Pass Senior
Student
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Appendix B: Sample BC Transit Development Referral Response
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Appendix C: Dawson Creek Official Community Plan – Community Land Use Map Page 115 of228
ITEM 7.3 Appendix D: Service Change Proposals – Voting Results
Open House & Online Survey Totals Doesn't Don't Matter to # Proposal Details Support Support Me 1 Reroute and extend Rte 3 Central via Alaska Hwy, Nordlys, Peavey Mart, Tim Hortons 90% 0% 10% 2 Improve midday service frequency Start 3rd bus back around 1230‐1300‐ish 86% 0% 14% 3 Improve schedules for school bell times Shift 0800 and 0810 trips 5‐10 mins earlier 97% 0% 3%
4 Extend service to Sunset Ridge Rte 1 route from 89 Ave up 18 St to 87 Ave, then 17 St south 87% 0% 13% again
5 Increase service coverage area Rte 2 route from 108 Ave to 102 Ave via 15 St, then 102 Ave; 92% 0% 8% move Multiplex bus stop to outside pool front entrance Increase Multiplex/Aquatic Centre 6 Rte 2 remove service from Canalta School loop, route all 83% 1% 15% service trips via Multiplex/pool Reduce Evening service to enable 7 70% 13% 16% Proposal #2 Discontinue Rte 1 1920, Rte 2 1800, and Rte 3 1822 trips
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ITEM 7.3 ITEM 7.3
Appendix E: Current Performance – Supplementary Data
Figures 17 and 18 show that Route 1 Northside generates the highest proportion of ridership and highest productivity (rides per hour) of all three routes on weekdays, leading to its overall high performance.
Overall Ridership Distribution by Route 45% 40% 35% % 30% 25% 20% Ridership 15% 10% 5% 0% 1 Northside 2 Southside 3 Central Route
Weekday Ridership Distribution Saturday Ridership Distribution by Route by Route 45% 45% 40% 40% 35% 35% % % 30% 30% 25% 25% 20% 20%
Ridership 15% Ridership 15% 10% 10% 5% 5% 0% 0% 1 Northside 2 Southside 3 Central 1 Northside 2 Southside 3 Central Route Route
Figure 17: Ridership Distribution by Route and Service Day Type
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Overall Productivity by Route 18.0 16.0 14.0 12.0 hour
10.0
per 8.0
6.0
Rides 4.0 2.0 0.0 1 Northside 2 Southside 3 Central Route
Weekday Productivity by Route Saturday Productivity by Route 18.0 18.0 16.0 16.0 14.0 14.0 12.0 12.0 hour hour
10.0 10.0 8.0 8.0 per per
6.0 6.0
Rides 4.0 Rides 4.0 2.0 2.0 0.0 0.0 1 Northside 2 Southside 3 Central 1 Northside 2 Southside 3 Central Route Route
Figure 18: Productivity by Route and Service Day Type
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Nearly 40% of weekday ridership is comprised of students (Figure 19), the majority of whom travel using Route 1 Northside (Figure 20). The Northside trip’s 8:10 a.m. trip has very high passenger volumes due to student riders (Figure 21)
Route 3 Central carries the highest proportion of seniors (Figure 20), as well as the highest proportion of passengers using mobility aids and/or holders of BC Bus Passes (Figure 22).
Overall Ridership Distribution by Demographic 80% 70% 60% %
50% 40% 30% 20% Ridership 10% 0% 5
12) ‐ (K
Seniors under
students Adults/College Students Children Ridership Demographic
Weekday Ridership Distribution Saturday Ridership Distribution by Demographic by Demographic 80% 80% 70% 70% 60% 60% % %
50% 50% 40% 40% 30% 30% 20% 20% Ridership 10% Ridership 10% 0% 0% 5 5
12) 12) ‐ ‐ (K (K
Seniors Seniors under under
students students Adults/College Adults/College Students Students Children Children Ridership Demographic Ridership Demographic
Figure 19: Ridership Distribution by Demographic and Service Day Type
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Ridership Demographics by Route ‐‐ All Service Days 100%
80%
60%
40% Ridership 20%
0% 1 Northside 2 Southside 3 Central Route
Adults/College students Students (K‐12) Seniors Children under 5
Figure 20: Ridership Demographics by Route
Route 1 Northside Weekday Passenger Boardings ‐ 8:10 a.m. Trip 35 30 25 20 15 Boardings 10 weekend 5 (no trip) 0
Date
Figure 21: Route 1 Northside 8:10 a.m. Trip Weekday Passenger Boardings
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Distribution of BC Bus Passes and
Aids Mobility Aids by Route
60%
40%
20% Passes/Mobility
Bus 0% BC 1 Northside 2 Southside 3 Central of
% Route
BC Bus Pass Mobility Aids
Figure 22: Distribution of BC Bus Passes and Mobility Aids by Route
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REPORT TO COUNCIL
DATE: March 10, 2017 REPORT NO.: 17-028
SUBMITTED BY: Brenda Ginter FILE NO.: Policy Director of Corporate Administration
SUBJECT: Policy Update – Hiring of Management Personnel
PURPOSE To provide Council with an update to the Hiring of Management Personnel Policy for consideration.
SUMMARY/BACKGROUND The last revision to the “Authority and Responsibilities of Council and the Chief Administrative Officer Policy” was approved by Council on October 5, 2015. Section 2 of this policy clarifies the reporting relationships of the Chief Administrative Officer as follows:
“Reporting Relationships a) Reports to Mayor and Council. b) Is the sole employee of Council and, as such, Council delegates all authority around personnel to the Chief Administrative Officer, including the appointments of all staff members and a description of their duties. c) Will have the ongoing duty of managing all City staff, and it is understood that all employees work for the Chief Administrative Officer.”
During a review of the Hiring of Personnel Policy, staff identified a discrepancy between these two policies and is therefore providing an update to align with Council’s most recent direction. The City of Dawson Creek operates under what is commonly referred to as the Council-Chief Administrative Officer model or the one-employee system. The proposed update corrects the hiring policy to properly demonstrate the one-employee system.
ALTERNATIVES 1. Council may propose amendments to the policy, may approve it as presented or may refer the policy back to staff for further research.
IMPLICATIONS (1) Social This policy serves to provide clarity to City staff and Council as to the hiring and management of City personnel.
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Report No.17-028 – Hiring of Management Personnel Policy Page 2 of 2
(2) Environmental N/A
(3) Personnel The Chief Administrative Officer’s role will be to hire and manage Directors. It will be the Directors responsibility to hire and manage their department personnel.
(4) Financial N/A
(5) Risk Assessment Compliance: Community Charter, Policy.
Risk Impact: Low.
Internal Control Process: The Policy Manual will be updated online and the link will be distributed to all applicable personnel. A historical record is also kept of all policy versions.
GUIDING PRINCIPLES Trust and Integrity – We will have a reputation for acting with integrity and will earn the trust of our stakeholders by pledging to align our actions with the guiding principles that support our vision and modeling competence and anchoring behaviour on enduring values.
STRATEGIC PRIORITIES N/A
IMPLEMENTATION/COMMUNICATION Upon Council approval, the Policy will be included on the City’s website for a 30 day review. If no comments are received during the review period, Administration staff will update the policy manual accordingly.
RECOMMENDATION That Report No. 17-028 from the Director of Corporate Administration re: Hiring of Management Personnel Policy be received; further, that the policy attached to this report be approved pending the required 30 day review.
Respectfully submitted,
APPROVED FOR AGENDA BY CAO ORIGINAL SIGNED BY
Brenda Ginter Director of Corporate Administration
BG/eg
Attachment: Hiring of Management Personnel Policy
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Policy – Administration
HIRING - HIRING OF MANAGEMENT PERSONNEL
The Council of the City of Dawson Creek directs that:
The Council of the City of Dawson Creek believes that, to govern the affairs of the City of Dawson Creek it must in consultation with its appointed officers, be directly involved only in the appointment of administrative and supervisory personnel the Chief Administrative Officer.
Recognizing the complexity of the City’s operations, the Council believes that the appointment of non-supervisory personnel is best handled by its officers and that the appointment of supervisory personnel is best handled by the Chief Administrative Officer. The Council therefore delegates this responsibility to the Chief Administrative Officer. The Council shall be notified before new positions are created.
In order to recruit the best possible exclude staff in the most cost-effective manner, the following procedures will be used: 1. Networking 2. Advertising The Council shall confirm at a special meeting at the time of vacancy or creation, which method will be used. If the first method is not successful, the second method will be carried out.
To assist its officers, the Council does not consider, for the purposes of this policy, working foreman to be administrative or supervisory positions. Appointment to these positions are to be submitted to the Council for ratification.
APPROVED BY COUNCIL: DATE:
REAFFIRMED BY COUNCIL: DATE: December 14, 1998 DATE: June 4, 2001
AMENDED BY COUNCIL: DATE: September 8, 2008
REAFFIRMED BY COUNCIL: DATE: September 14, 2015
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REPORT TO COUNCIL
DATE: March 14, 2017 REPORT NO.: 17-045
SUBMITTED BY: Brenda Ginter FILE NO.: 1-6-5 Director of Corporate Administration
SUBJECT: Notice on Title for Building Code and City Bylaw Infractions at 1137 – 105th Avenue
PURPOSE: To provide Council with a recommendation as a follow up to the formal notice provided to the property owner of 1137 – 105th Avenue regarding contraventions to the BC Building Code and Bylaw Infractions.
SUMMARY/BACKGROUND At the February 20, 2017 Regular Meeting, Council directed the Corporate Administrator to provide notice to the property owner of 1137 – 105th Avenue regarding violations to the BC Building Code and City bylaws as follows: • Zoning Bylaw No. 4115, 2011 - Triplex parcel requirements of 787.5 square meters are not met (Lot is only 530.35 square meters in area). • No Building Permit obtained.
The required notice was provided to the property owner regarding the infractions, which included an invitation to address Council before consideration of passing a resolution to file a notice on title.
There was no response from the property owner to address Council, but Council may request additional information from City Building Inspector, Bill Darnbrough prior to considering a recommendation regarding the infractions. The previous report (17-020) has also been attached to this report for reference.
ALTERNATIVES 1. Council may choose to provide the owner with a timeline to attain compliance.
IMPLICATIONS (1) Social The BC Building Code and City bylaws are in place to ensure the construction of buildings or other structures are safe.
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Report No 17-045 re: Notice on Title for Building Code and City Infractions 1137 – 105th Avenue Page 2 of 3
(2) Environmental N/A
(3) Personnel The Building Inspector prepares initial report to Council. Corporate Administration staff deliver the notice and, if directed by Council, will file the notice on title regarding the building and bylaw infractions.
(4) Financial Staff time in processing the Section 57 Notice on Title and Land Title Office filing fee of $28.63.
(5) Risk Assessment Compliance: The state of the property does not comply with the BC Building Code, the City of Dawson Creek Building Regulation Bylaw, and the City of Dawson Creek Zoning Bylaw. The Community Charter sets out the steps required prior to a notice being filed on title.
Risk Impact: Low.
Internal Control Process: The property owner was provided an opportunity to address Council regarding building infractions prior to a resolution being considered to file a notice of these infractions on title.
GUIDING PRINCIPLES: Health: We will optimize opportunities for healthy living by developing an environment free from undue risk.
Trust and Integrity: We will have a reputation for acting with integrity and will earn the trust of our stakeholders by modeling competence and anchoring behaviour on enduring values, by communicating with care and respect, working to develop positive relationships and sharing information in timely and comprehensive ways.
STRATEGIC PRIORITIES N/A
IMPLEMENTATION/COMMUNICATION Following any additional questions of the Building Inspector, Council may choose to direct the Corporate Officer to file a notice on title.
The City will continue to work towards compliance. In the event that all efforts prove unsuccessful in obtaining compliance, staff will report back to Council with alternative options available.
In the event that the property owner obtains compliance regarding all infractions, the Building Inspector would provide confirmation to this effect to the Corporate Officer - who would then file a cancellation notice.
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Report No 17-045 re: Notice on Title for Building Code and City Infractions 1137 – 105th Avenue Page 3 of 3
RECOMMENDATION That Report No. 17-045 from the Director of Corporate Administration re: Notice on Title for Building Code and City Bylaw Infractions at 1137 – 105th Avenue be received; further, that the Corporate Officer be directed to file a notice on title regarding the following infractions: • Zoning Bylaw No. 4115, 2011 - Triplex parcel requirements of 787.5 square meters are not met (Lot is only 530.35 square meters in area). • No Building Permit obtained.
Respectfully submitted,
ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO
Brenda Ginter Director of Corporate Administration
BG/eg
Attachments: Report No. 17-020
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REPORT TO COUNCIL
DATE: February 6, 2017 REPORT NO.: 17-020
SUBMITTED BY: Bill Darnbrough FILE NO.: 1-6-5 Building Inspector
SUBJECT: Building Code and City Bylaw Infractions – 1137 105th Avenue
PURPOSE To alert potential purchaser(s) of 1137 105th Avenue regarding existing contraventions to the BC Building Code, City of Dawson Creek Building Bylaw, and City of Dawson Creek Zoning Bylaw. RECEIVED SUMMARY/BACKGROUND The City Building Inspector was notified that a house wasON being developed into a 3 unit apartment in April of 2016. Upon conducting a site visit in May 2016, the2017 Building Inspector noted that a basement dwelling unit was under development. A dwelling unit existed on the main floor and a dwelling unit was developed in the attic years ago with 20,no building permits on file for any of the completed work. No building or plumbing permits were attained in developing the basement suite. New plumbing was installed underneath the slab and covered with new concrete. The property owner was informed that the property is zoned RM-2 under City Zoning Bylaw which allows for single family, duplex, triplex,PREVIOUSLY and multipleCOUNCIL family dwelling providing that the lot meets certain size requirements (787.5 square meters in area for a Triplex, 1137-105th Avenue lot is 530.35 square meters in area). It was notedBY to the property owner that the property does not meet size requirements for a triplex or multiple family dwelling and that one of the units would need to be either incorporated back into the mainFEBRUARY floor dwelling area or abandoned to conform to Zoning Bylaw. The Property owners options were to either: remove all plumbing and the stove in the attic unit (including stove wiring) turning it into a non-habitable space with no one living in the attic unit, or removing the stove and stove wiring and building a set of stairs within the main floor of the dwelling to access the attic. Letters on behalf of the building inspector have been sent regarding these violations. Currently the attic space is only accessible through the outside via a newly constructed deck and landing built without building permits. This unpermitted work was done September, 2016 and the property owner was verbally asked to stop work, in which the owner complied. Currently the attic unit is still occupied, building permits were not obtained when required and required plumbing and framing inspections have been covered with concrete and drywall. This prohibits the Building Inspector from carrying out inspections at required phases. Violations to the BC Building code and City Bylaws are as follows:
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Report No 17-020 - Building Code and City Bylaw Infractions – 1137 105th Avenue Page 2 of 12
• Zoning Bylaw No. 4115, 2011 - Triplex parcel requirements of 787.5 square meters are not met (Lot is only 530.35 square meters in area). • No Building Permit obtained.
Due to these bylaw infractions, the Building Inspector is recommending that Council direct the Director of Corporate Administration to formally give notice to the property owner regarding the above noted infractions. The Community Charter requires that an opportunity be provided for the property owner and the Building Inspector to address Council regarding these infractions, after which time Council may consider passing a resolution to file a notice on title.
ALTERNATIVES 1. Council may choose to provide the owner with a timeline to attain compliance.
IMPLICATIONS (1) Social The Building Code and City Bylaws are in place to ensure the construction of building or other structures are safe.
(2) Environmental N/A
(3) Personnel N/A RECEIVED
(4) Financial Staff time in processing ONthe Section 57 Notice against Title and Land Title Office filing fee of $28.63. 2017
(5) Risk Assessment Compliance: The state of property does not comply with BC Building Code, the City of Dawson 20,Creek Building Regulation Bylaw, and the City of Dawson Creek Zoning Bylaw. The Community Charter sets out the steps required prior to a notice being filed on title. PREVIOUSLY COUNCIL Risk Impact: Low. BY Internal Control Process: The property owner is provided an opportunityFEBRUARY to address Council regarding building infractions prior to a resolution being considered to file a notice of these infractions on title.
GUIDING PRINCIPLES: Health: We will optimize opportunities for healthy living by developing an environment free from undue risk.
Trust and Integrity: We will have a reputation for acting with integrity and will earn the trust of our stakeholders by modeling competence and anchoring behaviour on enduring values, by communicating with care and respect, working to develop positive relationships and sharing information in timely and comprehensive ways.
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Report No 17-020 - Building Code and City Bylaw Infractions – 1137 105th Avenue Page 3 of 12
STRATEGIC PRIORITIES N/A
IMPLEMENTATION/COMMUNICATION If directed by Council, the Director of Corporate Administration will provide a notice to the registered owner regarding the infractions to the Building Code and City bylaws. An opportunity will be provided to the property owner and the Building Inspector to address Council regarding these infractions. After both parties have been heard, Council may confirm the recommendations of the Building Inspector and direct the Director of Corporate Administration to file a notice on title.
In the event that the property owner obtains compliance regarding all infractions, the Building Inspector would provide confirmation to this effect to the Director of Corporate Administration who would then file a cancellation notice.
RECOMMENDATION That Report No. 17-020 from the Building Inspector re: Building Code and City Bylaw Infractions – 1137 105th Avenue be received; further, that the Director of Corporate Administration be directed to notify the registered owner regarding the following infractions: • There are no building permits in place; and • The three dwelling units are in violation of Zoning Bylaw No. 4115, 2011; and Further, that the registered owner and the BuildingRECEIVED Inspector be provided with an opportunity to be heard by Council prior to consideration of filing a notice on title. ON Respectfully submitted, 2017
ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO 20,
Bill Darnbrough Building Inspector PREVIOUSLYCOUNCIL
BD/sh BY
Attachment: FEBRUARY Schedule ‘A’
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Schedule ‘A’
RECEIVED ON 2017 20,
Deck and Stairs PREVIOUSLYCOUNCIL BY FEBRUARY
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Schedule ‘A’
RECEIVED ON 2017 20,
PREVIOUSLYCOUNCIL BY FEBRUARY
Attic Unit
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Schedule ‘A’
RECEIVED ON 2017 20,
PREVIOUSLYCOUNCIL BY FEBRUARY
Attic Unit
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Schedule ‘A’
RECEIVED ON 2017 20,
PREVIOUSLYCOUNCIL BY FEBRUARY
Basement Unit
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Schedule ‘A’
RECEIVED ON 2017 20,
PREVIOUSLYCOUNCIL BY FEBRUARY
Basement Unit
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Schedule ‘A’
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Report No 17-020 - Building Code and City Bylaw Infractions – 1137 105th Avenue Page 11 of 12
Schedule ‘A’
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PREVIOUSLYCOUNCIL
BY
FEBRUARY
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SOCIETIES ACT
CONSTITUTION OF SOUTH PEACE HEALTH SERVICES
1. The name of this society shall be "South Peace Health Services " (the "Society").
2. The purposes of the Society shall be:
a to establish, maintain and operate homes and accommodations for health care professionals in the South Peace area.
b to conduct and operate programs to enhance the support the recruitment of health care professionals in the South Peace area.
c to create and maintain a development fund to be distributed at the discretion of the Board of Directors to meet the Society's objects and needs
d to apply for an Administive Grant received from the Government of Canada, Government of British Columbia, the Peace River Regional District, the City of Dawson Creek, the District of Chetwynd, the Village of Pouce Coupe, the District of Tumbler Ridge or any department or agency of any of the forgoing entities, or any other donor for the purposes of the Society's needs or objectives.
e to receive from and distribute information to health care professionals, including through universities, colleges, professional associations or other organizations, regarding the needs and opportunities in the South Peace area.
f to play an active role in the recruitment and retention of health care professionals in the South Peace area.
Health care professionals means being a health professional as define in the Health Professions Act in the provinceDRAFT of British Columbia
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BYLAWS
OF THE
SOUTH PEACE HEALTH SERVICES SOCIETY
1. INTERPRETATION
1.1 Definitions In these Bylaws and the Constitution of the Society, unless the context otherwise requires:
(a) "Act" means the Societies Act, S.B.C. 2015, c. 18, as amended from time to time, and includes any successor legislation thereto;
(b) "Address of the Society" means the registered office address of the Society as on record from time to time with the Registrar;
(c) "Board" means the Board of Directors of the Society;
(d) "Director Resolution" means:
(1) a resolution passed by a simple majority of the votes cast in respect of the resolution by the Directors entitled to vote on such matter:
(A) in person at a duly constituted meeting of the Board,
(B) by Electronic Means in accordance with these Bylaws, or
(C) by combined total of the votes cast in person and by Electronic Means; or
(2) a resolution that has been submitted to all Directors and consented to in writing by two-thirds (2/3) of the Directors who would have been entitled to vote on the resolution at a meeting of the Board, which may be in two or more counter parts which together will be deemed to constitute one resolution in writing,
and a resolution approved by any of these methods is effective as though passed at a meeting of the Board; (e) "Bylaws" means theDRAFT bylaws of the Society altered from time to time; (f) "Constitution" means the constitution of the Society as filed with the Registrar;
(g) "Directors" means those Persons who are, or who subsequently become, directors of the Society and have not ceased to be directors;
(h) "Electronic Means" means any system or combination of systems, including but not limited to telephone, electronic, computer or web-based technology or communication facility, that:
(1) in relation to a meeting or proceeding, permits all participants to communicate with each other or otherwise participate in the proceeding at the same time, similar to a meeting where all were present in the same location, and
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(2) in relation to a vote, permits all eligible voters to cast a vote on the matter for determination in a manner that adequately discloses the intentions of the voters including, without limitation, by email;
(i) "Eligible Party" means:
(1) a Person who is or was a Director or officer of the Society, as determined in accordance with these Bylaws;
(2) such other Person described in the Act as a senior manager that is or was appointed or elected by the Directors to exercise authority to manage the activities or internal affairs of the Society as a whole or in respect of a principal unit of the Society;
(3) a Person who holds or held a position equivalent to what is described in either sub-paragraph (1) or (2) above in a subsidiary of the Society, if any; or
(4) the heir or personal or legal representative of a Person described in (1), (2) or (3) above;
(j) “Eligible Proceedings” means a legal proceeding or investigative action, whether current, threatened, pending, or completed in which an Eligible Party, by reason of the Eligible Party being or having been a Director or senior manager of the Society, or holding or having held an equivalent position in a subsidiary of the Society:
(1) is or may be joined as a Party; or
(2) is or may be liable for or in respect of:
(A) a judgement, penalty, or fine awarded or imposed in, or amount paid in settlement of, such proceeding; or
(B) costs, charges and expenses, including legal and other fees, in relation to such proceeding or investigative action;
(k) "General Meeting" means a meeting of the Members, and includes any annual general meeting and any special or extraordinary general meetings of the Society;
(l) "Income Tax Act' means the Income Tax Act, R.S.C. 1985 (5th Supp.), c.1 as amended from time to time; DRAFT (m) "Members" means those Persons who are, or who subsequently become, members of the Society in accordance with these Bylaws and have not ceased to be members;
(n) "mutatis mutandis" means with the necessary changes having been made to ensure that the language makes sense in the context;
(o) "Ordinary Resolution" means:
(1) a resolution passed by a simple majority of the votes cast in respect of the resolution by those Members entitled to vote:
(A) in person at a duly constituted General Meeting, or
(B) by Electronic Means in accordance with these Bylaws, or
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(C) by combined total of the votes cast in person at a General Meeting and the votes cast by Electronic Means; or
(2) a resolution that has been submitted to the Members and consented to in writing by at least two-thirds (2/3) of the voting Members,
and a resolution approved by any one or more of these methods is effective as though passed at a General Meeting of the Society;
(p) "Person" means a natural person;
(q) "President" means the Person elected to the office of president of the Society in accordance with these Bylaws;
(r) "Registered Address" of a Member or Director means the address of that Person as recorded in the register of Members or the register of Directors;
(s) "Registrar" means the Registrar of Companies of the Province of British Columbia;
(t) "Secretary" means a Person elected to the office of secretary of the Society in accordance with these Bylaws;
(u) "Society" means the South Peace Health Services Society;
(v) "Special Resolution" means:
(1) a resolution, of which the notice required by the Act and these Bylaws has been provided, passed by at least two-thirds (2/3) of the votes cast in respect of the resolution by those Members entitled to vote:
(A) in person at a duly constituted General Meeting,
(B) by Electronic Means in accordance with these Bylaws, or
(C) by combined total of the votes cast in person at a General Meeting and the votes cast by Electronic Means; or
(2) a resolution that has been submitted to the Members and consented to in writing by every Member who would have been entitled to vote on the resolution in person at a General Meeting, and a special resolutionDRAFT approved by any one or more of these methods is effective as though passed at a General Meeting;
(w) "Treasurer" means a Person elected to the office of treasurer of the Society in accordance with these Bylaws; and
(x) "Vice-President" means a Person elected to the office of vice-president of the Society in accordance with these Bylaws.
1.2 Societies Act Definitions Except as otherwise provided, the definitions in the Act apply to these Bylaws.
1.3 Plural and Singular Forms In these Bylaws, a word defined in the plural form includes the singular and vice-versa.
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1.4 Conflict with Act or Regulation If there is a conflict between these Bylaws and the Act or the regulations under the Act, the Act or the regulations as the case may be, prevail.
2. MEMBERSHIP
2.1 Classes of Membership The Society will have a single class of membership.
2.2 Eligibility for Membership A Person may be eligible to be accepted as a Member if he or she is interested in advancing the purposes and supporting the activities of the Society.
2.3 Application for Membership An eligible Person may apply to the Board in writing to become a Member in the society and will become a member on acceptance by the Board of the application and payment of the applicable membership dues, if any.
The Board may accept, postpone or refuse an application for membership. A Person becomes a Member on the date of the Board Resolution accepting the application or such later date as specified the Director Resolution.
2.4 Membership not Transferable Membership is not transferable by a Member.
2.5 Term of Membership Once accepted as a Member, a Person continues as a Member until:
(a) the conclusion of the current Membership Year, unless renewed in accordance with section 2.7; or
(b) membership otherwise ceases in accordance with these Bylaws. 2.6 Cessation of MembershipDRAFT A Person will immediately cease to be a Member:
(a) upon the date, which is the later of:
(1) the date of delivering his or her resignation in writing to the Secretary or to the Address of the Society; and
(2) the effective date of the resignation stated thereon;
(b) upon the date that is thirty-one (31) days following the conclusion of the current Membership Year, unless renewed in accordance with section 2.7;
(c) upon the date, which is ninety (90) days from the date on which such Member ceases to be in good standing;
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(d) upon his or her expulsion; or
(e) upon his or her death.
2.7 A Renewal of Membership A Member in good standing continues to be eligible to renew his or her membership prior to its expiry in such manner as may be determined by the Board from time to time.
3. MEMBERSHIP RIGHTS AND OBLIGATIONS
3.1 Rights of Membership A Member in good standing has the following rights of membership:
(a) to receive notice of, and to attend, all General Meetings;
(b) to make or second motions at a General Meeting and to speak to motions under consideration in accordance with such rules of order as may be adopted;
(c) to serve on committees of the Society, as invited;
(d) to exercise a vote on matters for determination at General Meetings;
(e) to nominate another member for election as a Director, in accordance with these Bylaws;
(f) to be eligible to be nominated to stand for election as a Director or officer of the Society; and
(g) to participate in the programs and initiatives of the Society, in accordance with such criteria as may be determined by the Board from time to time.
3.2 Member not in Good Standing A Member who is not in good standing has the right to receive notice of, and to attend, all General Meetings, but is deemed not to be a voting member for the purpose of voting or consenting to a resolution.
3.3 Amount of Membership Dues The Board will, by Board Resolution,DRAFT determine the dues payable by Members from time to time and in the absence of such determination by the Board, dues are deemed to be nil. The amount of membership dues, if any, shall be determined by the Board and may be amended from time to time.
3.4 Members Not in Good Standing A member is not to be in good standing if:
(a) he or she has failed to pay his or her annual membership dues, if any, when due and owing and is not in good standing so long as such amount remains unpaid; and
(b) he or she who has been suspended by the Society.
3.5 Compliance with Constitution, Bylaws and Policies Every Member will, at all times:
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(a) uphold the Constitution and comply with these Bylaws, the regulations and the policies of the Society in effect from time to time;
(b) abide by such codes of conduct and ethics adopted by the Society; and
(c) further and not hinder the purposes, aims and objects of the Society.
3.6 Expulsion of Member The Board may, in accordance with the regulations and policies established by the Board, expel, suspend or otherwise discipline a Member for conduct which, in the reasonable opinion of the Board:
(a) is improper or unbecoming for a Member;
(b) is contrary to section 3.5; or
(c) is likely to endanger the reputation or hinder the interests of the Society.
The Society must provide notice of a proposed expulsion, suspension or discipline of a Member to the Member in question, accompanied by a brief statement of the reasons for the disciplinary action.
A Member who is the subject of the proposed expulsion, suspension or discipline will be provided a reasonable opportunity to respond to the proposed discipline at or before the time the matter is decided.
3.7 No Distribution of Income to Members The Society shall be carried on without purpose of gain for its members or directors, and any profits or other accretions to the Society shall be used in promoting its objects.
4. MEETINGS OF MEMBERS
4.1 Annual General Meetings An annual general meeting will be held at least once in every calendar year and in accordance with the Act at such time and place as the Board decides.
4.2 Extraordinary General Meeting Every General Meeting other than an annual general meeting is an extraordinary general meeting. 4.3 Calling of Extraordinary DRAFTGeneral Meeting The Society will convene an extraordinary general meeting by providing notice in accordance with the Act and these Bylaws in any of the following circumstances:
(a) at the call of the President;
(b) when resolved by Board Resolution; or
(c) when such a meeting is requisitioned by the Members in accordance with the Act.
4.4 Notice of General Meeting The Society will, in accordance with section 17.1, send notice of every General Meeting to:
(a) each Member shown on the register of Members on the date the notice is sent; and
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(b) the auditor of the Society, if any is appointed, not less than fourteen (14) days and not more than sixty (60) days prior to the date of the General Meeting. No other Person is entitled to be given notice of a General Meeting.
4.5 Contents of Notice Notice of a General Meeting will specify the place, the date and the time of the meeting and will include the text of every Special Resolution to be proposed or considered at that meeting. If the Board has determined to hold a General Meeting to include participation by Electronic Means, the notice of that meeting must inform Members:
(a) that they may participate by Electronic Means;
(b) which Electronic Means may be used; and
(c) on how to access and use the Electronic Means.
4.6 Omission of Notice The accidental omission to give notice of a General Meeting to a Member, or the non-receipt of notice by a Member, does not invalidate proceedings at that meeting.
5. PROCEEDINGS AT GENERAL MEETINGS
5.1 Ordinary Business At a general meeting, the following business is ordinary business:
(a) the adoption of an agenda and rules of order;
(b) the approval of the minutes of the previous annual general meeting and any extraordinary general meetings held since the previous annual general meeting;
(c) consideration of the report of the Directors;
(d) consideration of the financial statements and the report of the auditor thereon, if any;
(e) the consideration of any Members' proposals submitted in accordance with the Act; (f) the election of Directors,DRAFT the President, the Vice-President, the Secretary and the Treasurer; and
(g) such other business, if any, required by the Act or at law to be considered at an annual general meeting.
The annual general meeting may include other business as determined by the Board in its discretion.
5.2 Attendance at General Meetings In addition to Members, Directors and the Society's auditor, if any, the Board may also invite any other Person or Persons to attend a General Meeting as observers and guests. All observers and guests may only address the assembly at the invitation of the Person presiding as chair, or by Ordinary Resolution.
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5.3 Electronic Participation in General Meetings The Board may determine, in its discretion, to hold any General Meeting in whole or in part by Electronic Means, so as to allow some or all Members to participate in the meeting remotely. The Board shall determine by Board Resolution which Electronic Means will be permitted at each meeting.
Where a General Meeting is to be conducted using Electronic Means, the Board must take reasonable steps to ensure that all participants are able to communicate and participate in the meeting adequately and, in particular, that remote participants are able to participate in a manner comparable to participants present in person, if any. Persons participating by permitted Electronic Means are deemed to be present at the General Meeting.
5.4 Requirement of Quorum No business, other than the election of a Person to chair the meeting and the adjournment or termination of the meeting, will be conducted at a General Meeting at a time when a quorum is not present.
5.5 Quorum A quorum at a General Meeting is three (3) Members in good standing on the date of the General Meeting or 10% of the voting members, whichever is greater.
5.6 Lack of Quorum If within thirty (30) minutes from the time appointed for a General Meeting a quorum is not present, the meeting:
(a) if convened on the requisition of Members, the General Meeting will be terminated; and
(b) in any other case, it will stand adjourned to the same day in the following week, at the same time and place, and if, at the adjourned meeting, a quorum is not present within thirty (30) minutes from the time appointed for the meeting, the Members present will constitute a quorum and the meeting may proceed.
5.7 Loss of Quorum If at any time during a General Meeting there ceases to be a quorum present, business then in progress will be suspended until there is a quorum present or until the meeting is adjourned or terminated.
5.8 Chair The President (or, in the absence DRAFTor inability of the President, the Vice-President) will, subject to a Board Resolution appointing another Person, preside as chair at all General Meetings. If at any General Meeting the President, Vice-President, and such alternate Person appointed by a Board Resolution, if any, are not present within fifteen (15) minutes after the time appointed for the meeting, the Directors present may choose one of their number to preside as chair at that meeting.
5.9 Alternate Chair If there is no individual entitled under these Bylaws who is able to preside as the chair or a General Meeting within 15 minutes from the time set for holding the meeting, the Members who are present must elect an individual present at the meeting to preside as the chair.
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5.10 Chair to Determine Procedure In the event of any doubt, dispute or ambiguity in relation to procedural matters or parliamentary process at a General Meeting, the Person presiding as chair will have the authority to interpret and apply such rules of order as the meeting has adopted and determine matters in accordance with those rules, as well as the Act and these Bylaws.
5.11 Adjournment The chair of a meeting may, or, if so directed by the voting Members at the meeting, must adjourn the meeting from time to time and from place to place, but no business will be transacted at an adjourned meeting other than the business left unfinished at the meeting from which the adjournment took place.
5.12 Notice of Continuation of Adjourned Meeting It is not necessary to give notice of a continuation on adjourned General Meeting or of the business to be transacted at a continuation of an adjourned meeting except where a meeting is adjourned for thirty-one (31) days or more, in which case notice of the adjourned meeting will be given as in the case of the original meeting.
5.13 Minutes of General Meetings The Secretary or such other Person designated by the Board will ensure that minutes are taken for all General Meetings.
6. VOTING BY MEMBERS
6.1 Matters Determined by Ordinary Resolution Unless the Act, these Bylaws or adopted rules of order provide otherwise, every issue for determination by a vote of the Members will be decided by an Ordinary Resolution.
6.2 Entitlement to Vote Each Member in good standing is entitled to one (1) vote on matters for determination by the Members. No other Person is entitled to vote on a matter for determination by the Members, whether at a General Meeting or otherwise. 6.3 Voting Other than at GeneralDRAFT Meeting The Board may, in its sole discretion, conduct a vote of the Members other than at a General Meeting, whether by mail-in ballot or Electronic Means, provided in each case that the Society provides each Member in good standing with notice of:
(a) the text of the resolutions to be voted on;
(b) the open and closing dates for casting a vote; and
(c) instructions on how a Member may cast a vote.
6.4 Voting Methods Voting by Members may occur by any one or more of the following methods, in the discretion of the Board:
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(a) by show of hands or voting cards;
(b) by written ballot; or
(c) by vote conducted by Electronic Means.
Where a vote is to be conducted by show of hands or voting cards, and prior to the question being put to a vote, a number of Members equal to not less than ten percent (10%) of the votes present may request a secret ballot, and where so requested the vote in question will then be conducted by written ballot or other means whereby the tallied votes can be presented anonymously in such a way that other Members cannot determine how a given Member voted.
6.5 Voting by Chair If the Person presiding as chair of a General Meeting is a Member, then he or she may cast a vote on any motion or resolution under consideration at the same time as voting occurs by all Members. The Person presiding as chair of a General Meeting does not have a second or a casting vote in the event of a tie and a motion or resolution that is tied is defeated.
6.6 Voting by Proxy Voting by proxy is not permitted.
6.7 Announcement of Result The chair of a General Meeting must announce the outcome of each vote and that outcome must be recorded in the minutes of the meeting.
7. DIRECTORS
7.1 Management of Property and Affairs The Board will have the authority and responsibility to manage, or supervise the management of, the property and the affairs of the Society.
7.2 Qualifications of Directors Pursuant to the Act, a Person may not be nominated, elected or appointed to serve (or continue to serve) as a Director if he or she: DRAFT (a) is less than eighteen (18) years of age;
(b) has been found by any court, in Canada or elsewhere, to be incapable of managing his or her own affairs;
(c) is an undischarged bankrupt; or
(d) has been convicted of a prescribed offence within the prescribed period, for which no pardon has been granted, as set out in the Act.
7.3 Number of Directors The Society must have at least three (3) Directors and not more than eleven (11) directors.
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7.4 Invalidation of Acts No act or proceeding of the Board is invalid by reason only of there being less than the required number of Directors in office.
7.5 Territorial Director Positions The Board of Directors shall consist of the following available positions:
(a) six (4) positions for residents of the City of Dawson Creek;
(b) one (2) positions for the residents of the District of Chetwynd;
(c) one (2) positions for the residents of the District of Tumbler Ridge;
(d) one (1) position for the residents of the Village of Pouce Coupe;
(e) one (1) position for the Peace River E electoral area of the Province of British Columbia; and
(f) one (1) position for the Peace River D electoral area of the Province of British Columbia.
Any Director elected or appointed to any of the above positions must be primarily resident in the territorial limits of the represented area to be eligible to be elected or appointed to such position. Any Director who ceases to reside with the territorial limits of the represented area he or she was elected or appointed to may complete his or her term, but is not eligible to be re-elected to that position, but is eligible to be elected to an available position, if any, in the area that he or she then resides.
7.5 Appointment of Directors The Board may, from time to time by Board Resolution, appoint as a Director up to two (2) qualified Persons who have expertise, skills or knowledge that is beneficial to the Board or to the Society (as determined by the Board). A Director appointed by the Board will cease to be a Director at the next annual general meeting and will need to run for re-election if he or she wishes to continue to act as Director.
7.6 Term of Directors The term of office of Directors will normally be two (2) years. However, the Board may by Board Resolution determine that some or all vacant Directors' positions will have a term of less than two (2) years, the length of such term to beDRAFT determined by the Directors in their discretion. For purposes of calculating the duration of a Director's term of office, the term will be deemed to commence at the close of the annual general meeting at which such Director was elected and each one (1) year of service shall deemed to have been completed at the next annual general meeting, notwithstanding that such period may be more or less than one (1) calendar year. If, however, the Director was elected at an extraordinary general meeting his or her term of office will be deemed to have commenced at the close of the annual general meeting next following such extraordinary general meeting.
7.7 Consecutive Terms and Term Limits Directors may be elected for consecutive terms, without limit.
7.8 Extension of Term to Maintain Minimum Number of Directors
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Every Director serving a term of office will retire from office at the close of the annual general meeting in the year in which his or her term expires, provided that if insufficient successors are elected and the result is that the number of Directors would fall below three (3), the Person or Persons previously elected as Directors may, if they consent, continue to hold office, and the term of such Director or Directors is deemed to be extended, until such time as successor Directors are elected.
7.9 Directors may Fill Casual Vacancy on the Board The Board may, at any time, appoint a Member as a Director to fill a vacancy that arises on the Board as a result of the resignation, death or in capacity of a Director during the Director’s term at office. A Director appointed by the Board to fill a vacancy ceases to be a Director at the end of the unexpired portion of the term of office of the individual whose departure from office created the vacancy. The appointed replacement Director may run for the re-election.
7.10 Removal of Director A Director may be removed before the expiration of his or her term of office by either of the following methods:
(a) by Special Resolution; or
(b) by Board Resolution.
If by Special Resolution, the Members may elect a replacement Director by Ordinary Resolution to serve for the balance of the removed Director's term of office.
If by Board Resolution, the Director proposed for removal has a conflict of interest and may not vote on the Board Resolution, but is entitled to not less than seven (7) days' advance notice in writing of the proposed Board Resolution and to address the Board prior to the vote on the resolution.
7.11 Ceasing to be a Director A Person will immediately and automatically cease to be a Director:
(a) upon the date which is the later of:
(1) the date of delivering his or her resignation in writing to the President or to the Address of the Society; and
(2) the effective date of the resignation stated in his or her notice;
(b) upon the expiry ofDRAFT his or her term, unless re-elected;
(c) upon the date such Person is no longer qualified pursuant to section 7.2;
(d) upon his or her removal;
(e) upon his or her death; or
(f) upon he or she ceasing to be a Member.
8. NOMINATION AND ELECTION OF DIRECTORS
8.1 Nomination of Directors
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Nominations for election as a Director must be made by members in good standing in accordance with these Bylaws, the Act, and such policies and procedures as are established by the Board from time to time, provided that such policies or procedures do not conflict with these Bylaws or the Act. All nominations are subject to the following rules:
(a) a nominee must be in good standing to be nominated and must remain in good standing in order to stand for election;
(b) a Member may nominate him or herself, and the nomination must be seconded by one (1) other Member in good standing;
(c) a Member may not nominate more nominees than the number of Director positions available for election; and
(d) nominations may be submitted from the floor at a General Meeting or made in writing, in a form established by the Society.
8.2 Nomination and Election Policies The Board may establish, by Board Resolution from time to time, such additional policies and procedures related to the nomination and election of elected Directors and officers as it determines are necessary or prudent for the Society, provided that no such policy and procedure is valid to the extent that it is contrary to the Act or these Bylaws.
8.3 Elections Generally The Directors will be elected by acclamation or by vote of the Members, in accordance with these Bylaws and such election policies and procedures as are established by the Board from time to time. To the extent possible, approximately half of Director positions will become vacant for election each year.
8.4 Election at Annual General Meeting Election of the Directors will normally take place at, or prior to, the annual general meeting and the Persons so elected will take office commencing at the close of such meeting.
8.5 Election by Acclamation In elections where the number of eligible nominees at the close of the nomination period is equal to or less than the number of positions for elected Directors and officers that will become vacant at the close of the next annual general meeting, then the eligible nominees are deemed to be elected by acclamation and no vote will be required. DRAFT 8.6 Election by Secret Ballot In elections where there are more eligible nominees than vacant positions for Directors and officers at the close of the nomination period, election will be by secret ballot and the following rules will apply:
(a) the secret ballot may be conducted by written ballot or Electronic Means, either at or prior to the annual general meeting, all at the discretion of the Board;
(b) ballots containing the name of each eligible nominee and the number of vacancies to be filled will be sent or otherwise made accessible to all, and only to, Members in good standing;
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(c) no Member will vote for more Directors or officers than the number of vacant positions. Any ballot will be deemed to be void if it records votes for more nominees than there are vacant positions;
(d) ballots will be counted following the close of the election period by scrutineers appointed by the Board;
(e) nominees will be deemed to be elected in order of those nominees receiving the most votes;
(f) in the event of a tie between two (2) or more eligible nominees for the final vacant position, the scrutineers will place one (1) ballot marked for each tied nominee into a suitable container and the President will draw one (1) ballot from the container at random, which nominee selected will be elected to the final vacant position; and
(g) the results of an election by secret ballot will be announced to all Members following the counting of the ballots.
9. POWERS AND RESPONSIBILITIES OF THE BOARD
9.1 Powers of Directors The Board may exercise all such powers and do all such acts and things as the Society may exercise and do, and which are not by these Bylaws or by statute or otherwise lawfully directed or required to be exercised or done by the Members in General Meeting, but nevertheless subject to the provisions of:
(a) all laws affecting the Society; and
(b) these Bylaws and the Constitution.
Without limiting the generality of the foregoing, the Board will have the power to make expenditures, including grants, gifts and loans, whether or not secured or interest-bearing, in furtherance of the purposes of the Society. The Board will also have the power to enter into trust arrangements or contracts on behalf of the Society in furtherance of the purposes of the Society.
9.2 Duties of Directors Pursuant to the Act, every Director will:
(a) act honestly and inDRAFT good faith with a view to the best interests of the Society;
(b) exercise the care, diligence and skill that a reasonably prudent individual would exercise in comparable circumstances;
(c) act in accordance with the Act and the regulations thereunder; and
(d) subject to sections 9.2(a) to 9.2(c), act in accordance with these Bylaws.
Without limiting sections 9.2(a) to 9.2(d), a Director, when exercising the powers and performing the functions of a Director, must act with a view to the purposes of the Society.
9.3 Policies and Procedures
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The Board may establish such rules, regulations, policies or procedures relating to the affairs of the Society as it deems expedient, provided that no rule, regulation, policy or procedure is valid to the extent that it is inconsistent with the Act, the Constitution or these Bylaws.
9.4 Remuneration of Directors and Officers and Reimbursement of Expenses Directors must not receive remuneration from the Society for acting in their capacity as Directors. However, a Director may be reimbursed for all expenses necessarily and reasonably incurred by him or her while engaged in the affairs of the Society, provided that all claims for reimbursement are in accordance with established policies.
9.5 Investment of Property and Standard of Care If the Board is required to invest funds on behalf of the Society, the Board may invest the property of the Society in any form of property or security in which a prudent investor might invest. The standard of care required of the Directors is that they will exercise the care, skill, diligence and judgment that a prudent investor would exercise in making investments in light of the purposes and distribution requirements of the Society. The Board may establish further policies related to the investment of the Society's funds and property, provided that such policies are not contrary to the Act or these Bylaws.
9.6 Investment Advice The Directors may obtain advice with respect to the investment of the property of the Society and may rely on such advice if a prudent investor would rely upon the advice in comparable circumstances.
9.7 Delegation of Investment Authority to Agent The Directors may delegate to a stockbroker, investment dealer, or investment counsel the degree of authority with respect to the investment of the Society's property that a prudent investor might delegate in accordance with ordinary business practice.
10. PROCEEDINGS OF THE BOARD
10.1 Board Meetings Meetings of the Board may be held at any time and place determined by the Board. Meetings may include regular meetings and ad hoc meetings,DRAFT as determined by the Board. 10.2 Regular Meetings The Board may decide to hold regularly scheduled meetings to take place at dates and times set in advance by the Board. Once the schedule for regular meetings is determined and notice given to all Directors, no further notice of those meetings is required to be provided to a Director unless:
(a) that Director was not in office at the time notice of regular meetings was provided; or
(b) the date, time or place of a regular meeting has been altered.
10.3 Ad Hoc Meetings The Board may hold an ad hoc meeting in any of the following circumstances:
(a) at the call of the President; or
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(b) by request of any two (2) or more Directors.
10.4 Notice of Board Meetings At least five (5) days' notice will be sent to each Director of:
(a) an ad hoc board meeting; or
(b) a change to a regular board meeting for which notice was previously provided.
However, no formal notice will be necessary if all Directors were present at the preceding meeting when the time and place of the meeting was decided or are present at the meeting or waive notice thereof in writing or give a prior verbal waiver to the Secretary.
For the purposes of the first meeting of the Board held immediately following the election of Directors conducted at a General Meeting, or for the purposes of a meeting of the Board at which a Director is appointed to fill a vacancy in the Board, it is not necessary to give notice of the meeting to the newly elected or appointed Director or Directors for the meeting to be properly constituted.
If a meeting of the Board will permit participation by Electronic Means, the notice of that meeting must inform the Directors and other participants (if any) that they may participate by Electronic Means and provide instructions on how to do so.
10.5 Attendance at Board Meetings Every Director is entitled to attend each meeting of the Board. No other Person is entitled to attend meetings of the Board, but the Board may invite any Person or Persons to attend one or more meetings of the Board as advisors, observers or guests.
10.6 Participation by Electronic Means The Board may determine, in its discretion, to hold any meeting or meetings of the Board in whole or in part by Electronic Means, so as to allow some or all parties to participate in the meeting remotely. Where a meeting of the Board is conducted by Electronic Means, the Society must take reasonable steps to ensure that all participants are able to communicate and participate in the meeting.
10.7 Quorum Quorum for meetings of the Board will be a majority of the Directors currently in office. 10.8 Director Conflict of InterestDRAFT A Director who has a direct or indirect material interest in a contract or transaction (whether existing or proposed) with the Society, or a matter for consideration by the Directors:
(a) will be counted in the quorum at a meeting of the Board at which the contract, transaction or matter is considered;
(b) will disclose fully and promptly the nature and extent of his or her interest in the contract, transaction or matter, which will be noted in the minutes of the meeting;
(c) is not entitled to vote on the contract, transaction or matter;
(d) will absent him or herself from the meeting or portion thereof:
(1) at which the contract, transaction or matter is discussed, unless requested by the Board to remain to provide relevant information; and
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(2) in any case, during the vote on the contract, transaction or matter; and
(e) refrain from any action intended to influence the discussion or vote.
The Board may establish further policies governing conflicts of interest of Directors and others, provided that such policies must not contradict the Act or these Bylaws.
10.9 Chair of Meetings The President (or, in the absence or inability of the President, the Vice-President) will, subject to a Board Resolution appointing another Person, preside as chair at all meetings of the Board. If at any meeting of the Board the President, Vice-President and such alternate Person appointed by a Board Resolution, if any, are not present within fifteen (15) minutes after the time appointed for the meeting or requests that he or she not chair that meeting, the Directors present may choose one of their number to chair that meeting.
10.10 Alternate Chair If the Person presiding as chair of a meeting of the Board wishes to step down as chair for all or part of that meeting, he or she may designate an alternate to chair such meeting or portion thereof, and upon such designated alternate receiving the consent of a majority of the Directors present at such meeting, he or she may preside as chair.
10.11 Chair to Determine Procedure In the event of any doubt, dispute or ambiguity in relation to procedural matters or parliamentary process at a meeting of the Board, the person presiding as chair will have the authority to interpret and apply such rules of order as the meeting has adopted and determine matters in accordance with those rules, as well as the Act and these Bylaws.
10.12 Minutes of Board Meetings The Secretary or such other Person designated by the Board will ensure that minutes are taken for all meetings of the Board.
10.13 Proceedings Valid Despite Omissions to Give Notice The accidental omission to give notice of a Board meeting to a Director, or the non-receipt of a notice by a Director, does not invalidate proceedings at the meeting. DRAFT 11. DECISION MAKING AT BOARD MEETINGS
11.1 Passing Resolutions and Motions Any issue at a meeting of the Board which is not required by the Act, these Bylaws or such rules of order as may apply to be decided by a resolution requiring more than a simple majority will be decided by Board Resolution.
11.2 Entitlement to Vote Subject to section 10.8, each Director is entitled to one (1) vote on all matters at a meeting of Board. No other Person is entitled to a vote at a meeting of the Board. The chair does not have a secured or a casting vote in the event of a tie and a motion of resolution that is tied is defeated.
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11.3 Procedure for Voting Except where expressly provided for in these Bylaws, voting on matters at a meeting of the Board may occur by any one or more of the following mechanisms, in the discretion of the President:
(a) by show of hands;
(b) by written ballot;
(c) by roll-call vote or poll; or
(d) by Electronic Means.
On the request of any one (1) or more Directors, a vote will be conducted by written ballot or other means whereby the tallied votes can be presented anonymously, in such a way the other Directors cannot determine how a given Director voted.
12. OFFICERS
12.1 Officers The officers of the Society are the President, Vice-President, Secretary and Treasurer, together with such other officers, if any, as the Board, in its discretion, may create. The above required officers must be Directors.
The Board may, by Board Resolution, create and remove such other officers of the Society as it deems necessary and determine the duties and responsibilities of all officers.
12.2 Election of Officers At each meeting of the Board immediately following an annual general meeting, the Board will elect the President, Vice-President, Secretary and Treasurer.
12.3 Term of Officer The term of office for the President, Vice-President, Secretary and Treasurer will be one (1) year, commencing on the date the Person is elected as an officer in accordance with section 12.2 and continuing until the first meeting of the Board held after the next following annual general meeting. A Director may be elected as an officerDRAFT for an unlimited number of consecutive terms. 12.4 Removal of Officers A Person may be removed as an officer by Board Resolution.
12.5 Replacement of Officers Should any Officer for any reason be unable to complete his or her term, the Board may remove such officer from his or her office, if he or she has not resigned, and will elect a replacement officer without delay at the next Board meeting.
12.6 Duties of President The President is the chair of the Board and is responsible in supervising the other Directors in the execution of their duties.
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12.7 Duties of Vice-President The Vice-President is the vice-chair of the Board and is responsible in carrying out the duties of the President if the President is unable to act.
12.8 Duties of Secretary The Secretary is responsible for doing, or making the necessary arrangements for, the following:
(a) issuing notices of General Meetings and Board meetings;
(b) taking notes of General Meetings and Board meetings;
(c) keeping the records of the Society in according to with the Act;
(d) conducting the correspondence of the Board; and
(e) filing the annual report of the Society and making any other filings with the registrar under the Act.
12.9 Absence of Secretary in Meetings In the absence of the Secretary from a meeting, the Board must appoint another individual to act as Secretary at the meeting.
12.10 Role of Treasurer The Treasurer is responsible for doing, or making the necessary arrangements for, the following:
(a) receiving and banking monies collected from the Members or other sources;
(b) keeping accounting records in respect to the Society’s financial transactions;
(c) preparing the Society’s financial statements; and
(d) making the Society’s filings with respect to taxes.
12.11 Combination of Offices of Secretary and Treasurer The offices of Secretary and Treasurer may be held by one Person who will be known as the Secretary- Treasurer. DRAFT 13. INDEMNIFICATION
13.1 Indemnification of an Eligible Party Subject to section 13.3 and the provisions of the Act, the Society will:
(a) indemnify an Eligible Party against any judgment, penalty, or fine awarded or imposed in, or an amount paid in settlement of, an Eligible Proceeding; and
(b) after the final deposition of an Eligible Proceeding, pay the costs, charges and expenses, including legal and other fees (but excluding penalties as indemnified for in (a)), actually and reasonably incurred by an Eligible Party, in respect to the Eligible Proceeding if:
i. the Eligible Party has not been reimbursed for those expenses; and
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ii. the Eligible Party was not judged by a court, in Canada or elsewhere, or by another competent authority to have committed any fault or to have omitted to do anything that the Eligible Party ought to have done.
Provided however, the Society may, but is not be required, to pay such expenses if the Eligible Party is liable for or in respect of those expenses by reason of the Eligible Party holding or having held a position in a subsidiary of the Society that is equivalent to the position of Director or senior manager of a society.
13.2 Advancement of Expenses Subject to section 13.3 and the provisions of the Act, the Society may pay, as they are incurred in advance in the final disposition of an Eligible Proceeding, the expenses actually and reasonably incurred by an Eligible Party in respect of the Eligible Proceeding, provided the Society first obtains from the Eligible Party a written undertaking that, if it is ultimately determined that the payment of expenses is prohibited by section 13.3 or the provisions of the Act, the Eligible Party will repay the amounts advanced by the Society.
13.3 Indemnification Prohibited Notwithstanding section 13.1, the Society must not indemnify or pay the expenses of an Eligible Party incurred in respect of an Eligible Proceeding, if such Eligible Party:
(a) has already been reimbursed for such expenses;
(b) has been judged by a court, in Canada or elsewhere, or by another competent authority to have committed any fault or to have omitted to do anything that he or she ought to have done;
(c) did not act honestly and in good faith with a view to the best interests of the Society or any subsidiary of the Society; or
(d) in the case of a legal proceeding other than a civil proceeding, did not have reasonable grounds for believing that his or her conduct, in respect of which the legal proceeding or investigative action was brought, was lawful.
13.4 Indemnification not Invalidated by Non-Compliance The failure of an Eligible Party of the Society to comply with the provisions of the Act, or of the Constitution or these Bylaws, willDRAFT not invalidate any indemnity to which he or she is entitled under this Part 13.
13.5 Approval of Court The Society may apply to the court for any approval of the court to the extent such approval is required by the Act or otherwise to ensure that the indemnities herein are effective and enforceable.
13.6 Indemnification Deemed Term Each Eligible Party of the Society on being elected or appointed will be deemed to have contracted with the Society upon the terms of the foregoing indemnities.
13.7 Purchase of Insurance
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The Society may purchase and maintain insurance, for the benefit of any or all Directors, officers, employees, or agents against any liability that may be or has been incurred by any such Person as a Director, officer, employee, agent or senior manager of the Society.
14. COMMITTEES
14.1 Creation and Delegation to Committees The Board may create such standing and special committees, working groups or task forces as may from time to time be required. Any such committee will limit its activities to the purpose or purposes for which it is appointed and will have no powers except those specifically conferred by a Board Resolution. The Board may delegate any, but not all, of its powers to committees which may be in whole or in part composed of Directors as it thinks fit.
14.2 Standing and Special Committees Unless specifically designated as a standing committee, a committee is deemed to be a special committee and any special committee so created must be created for a specified time period only. A special committee will automatically be dissolved upon the earlier of the following:
(a) the completion of the specified time period; or
(b) the completion of the task for which it was created.
14.3 Terms of Reference In the event the Board decides to create a committee, it must establish terms of reference for such committee. A committee, in the exercise of the powers delegated to it, will conform to any rules that may from time to time be imposed by the Board in the terms of reference or otherwise, and will report every act or thing done in exercise of those powers at the next meeting of the Board held after it has been done, or at such other time or times as the Board may determine.
14.4 Meetings The members of a committee may meet and adjourn as they think proper and meetings of the committees will be governed mutatis mutandis by the rules set out in these Bylaws governing proceedings of the Board. DRAFT 14.5 Dissolution of Committee The Board may dissolve any committee by Board Resolution.
15. EXECUTION OF INSTRUMENTS
15.1 No Seal The Society will not have a corporate seal.
15.2 Execution of Instruments
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Contracts, documents or instruments in writing requiring the signature of the Society may be signed as follows:
(a) by the President, together with one (1) other director, or
(b) in the event that the President is unavailable to provide a signature, by any two
(2) Directors, and all contracts, documents and instruments in writing so signed will be binding upon the Society without any further authorization or formality. The Board will have power from time to time by Board Resolution to appoint any officer or officers, or any Person or Persons, on behalf of the Society either to sign contracts, documents and instruments in writing generally or to sign specific contracts, documents or instruments in writing.
15.3 Signing Officers The Board will, from time to time by Board Resolution, appoint signing officers who shall be authorized to sign cheques and all banking documents on behalf of the Society.
16. FINANCIAL MATTERS AND REPORTING
16.1 Fiscal Year The fiscal year of the Society may be determined by the Board from time to time.
16.2 Accounting Records The Society will maintain such financial and accounting records and books of account as are required by the Act and applicable laws.
16.3 Borrowing Powers The Board may, on behalf of and in the name of the Society, borrow money and issue bonds, debentures, notes or other evidences of debt obligations in any manner it decides including the granting of guarantees and other security.
16.4 Restrictions on Borrowing Powers The Members may by Ordinary ResolutionDRAFT restrict the borrowing powers of the Board.
17. NOTICE GENERALLY
17.1 Method of Giving Notice Except as otherwise provided in these Bylaws, a notice may be given to a Member or a Director either:
(a) personally;
(b) by delivery;
(c) by courier;
(d) by mail posted to such Person's Registered Address
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(e) by fax where a Member or Director has provided a fax number; or
(f) by email where a Member or Director has provided an email address.
17.2 When Notice Deemed to have been Received A notice sent by mail will be deemed to have been given on the day following that on which the notice was posted. In proving that notice has been given, it is sufficient to prove the notice was properly addressed and put in a Canadian Government post office receptacle with adequate postage affixed, provided that if, between the time of posting and the deemed giving of the notice, a mail strike or other labour dispute which might reasonably be expected to delay the delivery of such notice by the mails occurs, then such notice will only be effective when actually received.
Any notice delivered personally, by delivery or courier will be deemed to have been given on the day it was so delivered. Any notice sent by facsimile or email will be deemed to have been given on the day following that on which the notice was sent.
17.3 Days to be Counted in Notice If a number of days' notice or a notice extending over any other period is required to be given, the day the notice is given or deemed to have been given and the day on which the event for which notice is given will not be counted in the number of days required.
18. MISCELLANEOUS
18.1 Dissolution Upon the winding up or dissolution of the Society, any funds of the Society remaining after the satisfaction of its debts and liabilities shall be given or transferred to such organization or organizations with similar purposes as the Society, as may be determined by the members of the Society at the time of the winding up or dissolution.
18.2 Inspection of Documents and Records The documents and records of the Society, including the financial and accounting records and the minutes of General Meetings, committee meetings and meetings of the Board, will be open to the inspection of any Director at reasonable times and on reasonable notice. A Member in good standing is entitled,DRAFT upon providing not less than fourteen (14) days' notice in writing to the Society, to inspect any of the following documents and records of the Society at the Address of the Society during the Society's normal business hours:
(a) the Constitution and these Bylaws, and any amendments thereto;
(b) the statement of directors and registered office of the Society;
(c) minutes of any General Meeting, including the text of each resolution passed at the meeting;
(d) resolutions of the Members in writing, if any;
(e) annual financial statements relating to a past fiscal year that have been received by the Members in a General Meeting;
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(f) the register of Directors;
(g) the register of Members;
(h) the Society's certificate of incorporation, and any other certificates, confirmations or records furnished to the Society by the Registrar;
(i) copies of orders made by a court, tribunal or government body in respect of the Society;
(j) the written consents of Directors to act as such; and
(k) the disclosure of a Director or of a senior manager regarding a conflict of interest.
Except as expressly provided by statute or at law, a Member will not be entitled or have the right to inspect any other document or record of the Society. However, subject to such policies as the Board may establish, a Member in good standing may request, in writing delivered to the Address of the Society, to inspect any other document or record of the Society and the Board may allow the Member to inspect the document or a copy thereof, in whole or in part and subject to such redaction as the Board deems necessary, all in the Board's sole discretion.
Copies of documents to which a Member is allowed to inspect may be provided on request by the Member for a fee to be determined by the Board, provided such fee does not exceed the limits prescribed by the Act.
18.3 Right to become Member of other Society The Society will have the right to subscribe to, become a member of, and cooperate with any other society, corporation or association whose purposes or objectives are in whole or in part similar to the Society's purposes.
19. BYLAWS
19.1 Entitlement of Members to copy of Constitution and Bylaws On being admitted to membership, each Member is entitled to, and upon request the Society will provide him or her with, access to a copy of the Constitution and these Bylaws.
19.2 Special Resolution required to Alter Bylaws These Bylaws will not be altered exceptDRAFT by Special Resolution. 19.3 Effective Date of Alteration Any alteration to the Bylaws or Constitution will take effect on the date the alteration application is filed with the Registrar in accordance with the Act.
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Tourism Advisory Committee MINUTES
February 8, 2017 Calvin Kruk Centre for the Arts
Present: Brenda Ginter Lori Lalonde Mark Rogers Annette Jalbert Pauline Casselman Ryan MacIvor Sunil Bowry Melanie Triebel Rod Hillary April Moi Austin Weaver Paul Davey Tri Nguyen Kelsey Bates – Recording Secretary
1. Call Meeting to Order a. The meeting was called to order at 1:33 pm.
2. Introductions a. The group introduced themselves and identified which areas of the Community they represent.
3. Minutes – No Previous Minutes
4. Election of Chair and Co-Chair a. Mark Rogers was elected as the Chair. b. Lori Lalonde was elected as the Co-Chair.
5. Overview of the Tourism Advisory Committee Terms of Reference a. The Chair reviewed the Terms of Reference for the Tourism Advisory Committee. Ms. Ginter reviewed the history of Tourism Dawson Creek and its relationship with the City. She gave an overview of the circumstances that led to the formation of the Tourism Advisory Committee and the loss of the contract with Northern BC Tourism. This committee is meant to provide Council with recommendations for the best exit strategy from Northern BC Tourism. Once the roll of tourism is understood, discussion will ensue regarding the strategy. Council recommended that a decision be made within a six month time period to ease the transition. b. The Chair clarified that the group needs to find a new governance model for Tourism in Dawson Creek as Northern BC Tourism has historically run the program.
6. Tourism Dawson Creek Informational Presentation – April Moi
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a. Ms. Moi provided an overview on Tourism Dawson Creek (TDC). She advised that there was a plan that provided a roadmap for Tourism Dawson Creek. This was refreshed with funding from Destination BC through a facilitator. The purpose was for stakeholder input. Over several months the planning process was executed. There were different strategies within the plan and the tourism stakeholder’s priorities were identified. The Business Plan was developed from this document and also addresses the strategies. b. Ms. Moi reviewed the strategic goals, which included: management and planning, tourism committee, potential governance and funding models and recognizing the importance of creating key partnerships within the industry, the community and the region. One of the key initiatives for Tourism is increasing the volume of visitors and ensuring that the community retains those visitors with lots of experiences to be had. Tourism Dawson Creek (TDC) has been participating in Destination BC development programs to date. A Visitor Experience Audit was provided with the agenda attachments for the group. c. Mid-May to September has been aimed at trying to refine the experiences for tourists starting their journey up the Alaska Highway. Capitalizing on events would generate more revenue. The 2004 Tourism Plan indicated that a revamping was due and has since been used as a guiding document. d. Business and industry development is another important component to TDC. Destination BC is a good resource and there are many other programs and workshops that Tourism Dawson Creek can access to help fill the needs. e. Marketing is key. Due to limited resources TDC partners in as many programs as possible. Many of these programs are offered through Northern BC Tourism and Destination BC. Print advertising is still key for Dawson Creek. The TDC website has been revamped and staff updates the site on a continual basis. Social Media is also key, such as: My Alaska Highway, Tourism Dawson Creek, Twitter, Instagram and Pinterest. TDC makes sure conversations are linked with organizations that can extend the reach and expand the profile of the community. Destination BC has a cooperative marketing program that Tourism DC has used. Dawson Creek generally attends the Tourism Shows such as; the Early Bird RV Show and the Abbotsford Boat and Showman Show. TDC hosts travel journalists and provides support for media relations. f. Partner organizations are really important; it is time consuming but a good opportunity to work with other communities. This current tourism plan is a joint plan with the Village of Pouce Coupe so there are always the considerations for what is happening there and how TDC can support the community. TDC is working
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with Destination BC to extend the reach of activities. We always want to link our activities with regional and provincial initiatives. g. TDC manages the Visitor Centre and the Alaska Highway House and monitors the programs at the Alaska Highway Command Centre and the Alaska Highway House. h. A month to month list of activities was provided in Appendix 2 of the Destination Experience Audit. i. Visitor network funding is being utilized for things like the Mobile Visitor Centre, which will be available by the end of March. j. Tourism Dawson Creek is a contractor who works for the City of Dawson Creek to operate Tourism.
7. Question & Answer Period a. The Chair advised that the purpose of the Tourism Advisory Committee is to provide Council with recommendations on what changes need to be made. Do you want a Visitor Centre? Do you want the Alaska Highway House? These are all things that can be altered. Focusing on sports tourism is also an option as many recreation facilities are being underutilized. b. Mr. MacIvor advised that time is of the essence. The contract is only valid until September 30, 2017. This is all about structure, not the plan and the budget. Between now and September we need to suggest to Mayor and Council who should be operating Tourism Dawson Creek or not. We have to suggest who runs it and how it runs first. After September 30th there won’t be any organization to plan for. The strategy exists and the plan exists but there will be no structure or governance in place. The Committee should go through the process of understanding organizational capacity before it even discusses the budget. Funding and budget is variable depending on how Tourism is run. c. The Chair inquired as to what everyone wants to see as far as structure. Who could take the place of Northern BC Tourism to deliver this program? One option would be having the City put out a Request for Proposals (RFP) to see who else would be willing and capable of running it. We could put forward the Tourism Plan as approved out to an RFP. d. In response to Ms. Jalbert, Mr. MacIvor answered that there are many different delivery models seen throughout other communities. What Dawson Creek does is more advanced than most. Some communities just provide visitor information. Some are done through Chambers of Commerce, some are standalone boards, some are run by the City itself and there may even be a couple private tourism authorities. The Historical Society used to run Dawson Creek’s Tourism, and then
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it went to the Chamber and lastly Northern BC Tourism. It makes sense to keep a tourism program with tourism experienced professionals. e. Ms. Moi advised that Tourism Prince Rupert has a board and chair with a contract to administer. She agreed that TDC is quite advanced and that it would need professionals to run it. In Fort St John they have a volunteer Tourism Board. The City undertakes the marketing and the Visitor Centre but there is really no overall management. TDC has also been investigating different models to find out what their structure should/could look like. They have talked with Kamloops and Chilliwack. Many cities do not manage their tourism to the same degree as Dawson Creek. Generally it is a board or is managed in part by the City. Each community is unique to their individual needs. f. In response to Ms. Jalbert, Ms. Moi advised the that the Northern BC Tourism Board did not feel it was responsible to enter into a 5 year contract as the landscape is changing with Destination BC. As such, they did not feel they could make a five year commitment with Dawson Creek but they are more than willing to help with the exit process. g. In response to Mr. Hillary, the Chair advised that at the Budget Meeting on Monday Council decided to reallocate the funding budgeted to hire an Economic Development Officer (EDO) in 2017. The Mayor is currently the Economic Development Officer. If there was a full time Economic Development Officer, communications and tourism could have been addressed within the position. h. In response to Mr. Hillary, Ms. Ginter advised that the City recently completed an Economic Development Strategic Plan and in that plan the hiring of an EDO was identified as a top priority. Although, the study did not go into detail on the benefit of hiring such an officer. i. Mr. Nguyen suggested that the Mayors time could be spent be doing other important things. j. Mr. Hillary suggested that a business case should be administered prior to City Council slashing items off the budget. A business case will bring the necessity to the forefront. k. The Chair advised that he would provide the City’s Economic Development Strategic Plan to the TAC. l. Ms. Ginter added that an EDO and a business study could be a viable recommendation to Council. m. Mr. Hillary noted that a committee switching members every year does not create stability. n. Mr. Weaver advised that TDC currently staffs 3 full time employees, 4-5 seasonal employees and two part time contracted employees.
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o. Ms. Ginter mentioned that funding from NDIT that would have gone to the EDO position could be redirected to a business plan or any other economic development activities. p. The Chair noted that there is up to $50,000 available for each community through NDIT. There is also an economic development budget through the City for the Mayor between $25,000 and $40,000. q. Mr. MacIvor explained that the City has supported tourism with a $550,000 annual budget over the last several years. r. Ms. Moi explained that marketing is important but Destination BC has recognised the importance of ensuring that destination planning is happening; anywhere from programming to infrastructure etc. to ensure the most efficient use of funds. Marketing only brings people to the community, TDC is on the ground trying to keep people in the community longer, and that takes considerable time and effort such as; providing guiding walking tours, presentations and much more ongoing work to entice visitors to stay. The Tourism Calendar of Events, which was provided, should make it easier to pick what is important and what should be moved forward with. s. Ms. Casselman suggested that City Council wants to guide Tourism but doesn’t have the resources. The Mayor doesn’t have time to partner with other organizations as an EDO and facilitate TDC on top of that. t. Mr. Hillary noted that the City would get more return on their investment with a professional EDO as opposed to the Mayor filling that position. u. Ms. Casselman suggested the group make a point to the City that Dawson Creek is lacking an EDO. I am amazed what our community does with arts and heritage, we are very fortunate. TDC works in partnership with those organizations and it is of huge benefit. Should a committee run tourism? The City is going to have a hard time finding people. The Historical Society is getting a burnout. v. Mr. Hillary added that there should be a synergy of resources. Having designated staff would give consistency, they won’t burn out and it is not a volunteer task. w. Ms. Triebel noted that the City cannot simply take a $550 000 budget and hand this huge undertaking over to a volunteer group. x. Mr. MacIvor – there is a need and a want always at the City for an EDO. The question is how does Tourism roll into that? Are they the person to run Tourism? I am not sure because of the unique opportunities and situations. The EDO takes on a multitude of various projects and would not always focus on tourism. Would it be better to have a Tourism Executive Director? There are people with such skills and education. If we are looking at combining this position we would have to look at the City’s plan so it does not get lost within all the City initiatives already
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allocated to this position. If we decide on an EDO, it does not fit within the current Terms of Reference. But the question is still who will run it? An EDO cant. The City does not want to add employees they want to contract it out. y. The Chair noted that the City is looking for a recommendation from this committee. The group is diverse and that is an asset for generating ideas. z. Ms. Moi advised that 18,000 people signed into the visitor centre in 2016 and that does not even measure how many people come into the City. It would take time to investigate that answer. There was a value of tourism project undertaken on in 2009, which showed that the return outweighed the investment. aa. Committee members agreed that more time was needed to review the material provided and another “educational” meeting should be scheduled.
8. Schedule of Meetings a. Thursday February 16th at 1:30 PM.
9. Adjournment a. Meeting adjourned at 3:06 pm.
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Tourism Advisory Committee MINUTES
February 16, 2017 Calvin Kruk Centre for the Arts
Present: Mark Rogers – Chair Ryan MacIvor Chad Anderson Tri Nguyen April Moi Sunil Bowry Pauline Casselman Rod Hillary Melanie Triebel Elisa Galinski – Recording Secretary
1. Call Meeting to Order a. The meeting was called to order at 1:33 pm.
2. Minutes a. Chairperson Rogers suggested that the following resolution be submitted to Council for approval:
MACIVOR/TRIEBEL, THAT Michael Dionne be removed from the committee as per his request; further, that Pat Johnston be added as an alternate for Sunil Bowry; and further, that Village of Pouce Coupe Councillor Barb Smith be appointed to the Tourism Advisory Committee. CARRIED
3. Re-election of Co-Chair a. MACIVOR/HILLARY, THAT Item 3. “Re-election of Co-Chair” be referred to the March 2, 2017 meeting. CARRIED
4. Questions & Suggestions Arising from Tourism Documents a. HILLARY/MACIVOR, THAT the following 2017 meeting schedule be adopted:
Date Time Thursday, March 2nd 1:30 PM Thursday, March 9th 1:30 PM Thursday, April 6th 1:30 PM Thursday, April 20th 1:30 PM Thursday, May 4th 1:30 PM
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Thursday, May 18th 1:30 PM Thursday, June 1st 1:30 PM Thursday, June 15th 1:30 PM Thursday, June 29th 1:30 PM Thursday, July 13th 1:30 PM Thursday, July 27th 1:30 PM
CARRIED b. Ms. Casselman commented that much of the previous meeting’s discussion had already been approved and established through the steering committee. It was her understanding that the purpose of this committee was to develop the governance model for tourism in Dawson Creek. She suggested that a board could be established to run tourism.
Mr. Bowry replied that an Economic Development Officer would be able to run tourism.
Mr. MacIvor stated that the committee’s role, as he sees it, is to find and make a recommendation to Council for a new structure or person who has a fiduciary power to govern tourism.
Ms. Moi commented that when Council decided to stop funding tourism, Council engaged stakeholders in the community to see if tourism was important to them. A plan was developed and then a business plan was created based on the Community Foundations Plan. During this process, different funding models were looked at. An independent destination marketing organization would be an ideal long-term goal. Establishing a board of directors is a logical move and there are different funding models that could go with that.
Mr. Hillary suggested that a two-part solution would work best: a short-term and long- term plan. c. Mr. MacIvor suggested that the committee go back to Council to request a time extension. d. Ms. Moi commented that there is always an educational process for a new committee.
Mr. MacIvor suggested that Destination BC do a workshop or presentation with the committee to ensure everyone understands tourism in our area. e. Councillor Rogers reminded committee members that tourism in Dawson Creek already has a strong foundation and the steering committee has already provided the background
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and a plan. What is required from this committee is a plan on who will run tourism in the community.
f. Mr. Anderson informed the committee that he would be sending a letter of resignation as he feels that some of the suggestions put forward by the committee would place him in conflict. His company provides services to the City and Regional District that could potentially be used in some of the solutions suggested and he feels it would not be appropriate for him to sit on the committee.
The committee members discussed Mr. Anderson’s comment.
g. The committee discussed the hotel tax.
h. HILLARY/CASSELMAN, That Destination BC be asked to conduct a tourism fundamentals workshop; further, that Destination BC provide a review of different governance models for municipalities and DMOs. CARRIED
i. Councillor Rogers advised that if members have suggestions for additional members, they should email Kelsey Bates at City Hall.
5. Discussion & Next Steps a. Councillor Rogers went over the discussion from the meeting and asked if there was anything else anyone would like to add.
b. Mr. Hillary requested that a time extension discussion be added to the next agenda.
6. Adjournment a. The Chair adjourned the meeting at 2:53 pm.
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Tourism Advisory Committee MINUTES
March 2, 2017 Calvin Kruk Centre for the Arts
Present: Mark Rogers – Chair Brenda Ginter Barbara Smith Ryan MacIvor Paul Davey April Moi Joyce Lee Chad Anderson Greg Apolonio Jr. Pat Johnston Rod Hillary Kelsey Bates – Recording Secretary
1. Call Meeting to Order a. The Chair called the meeting to order at 1:30 PM.
2. Minutes a. DAVEY/MACIVOR, That the Minutes of February 8, 2017 be adopted. CARRIED b. DAVEY/MACIVOR, That the Minutes of February 16, 2017 be adopted. CARRIED
3. Re-election of Co-Chair a. SMITH/MACIVOR, That Barbara Smith be elected as Co-Chair CARRIED
4. Memo from Annette Jalbert a. MACIVOR/DAVEY, That the Memo from Annette Jalbert be received; further, that should Andrew Ho accept a Tourism Committee nomination, that Council consider replacing Annette Jalbert with Andrew Ho; further, that Ms. Jalbert’s name be placed on the pending committee member list. CARRIED
5. Terms of Reference a. Keep Terms of Reference on all agendas to keep on track.
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b. The Chair reiterated the mandate from the Terms of Reference.
6. Meeting Schedule & Proposed Discussion Topics a. Ms. Moi provided an overview of the Meeting Schedule & Proposed Discussion Topics document to provide a better understanding of the timeline and outcomes for the Committee. She discussed the tentative educational presentations as outlined in the schedule.
b. MACIVOR/SMITH, That the Meeting Schedule and Proposed Discussion Topics be adopted as presented. CARRIED
7. Presentation from Tourism Dawson Creek a. Destination Management Organization i. Ms. Moi reviewed the Destination Management Organization handout, which broke down the GrantThorton Governance and Funding Models documents. The document was intended to provide the Committee with an educated approach. She reviewed various factors that affect the choices for tourism governance models, such as number of hotel rooms, events and more. She reviewed all the components to consider for tourism governance. Tourism Dawson Creek (TDC) has analyzed many funding models recently and found that the City funding is the most effective for TDC. ii. The Chair noted that Dawson Creek will not be able to implement a hotel tax. iii. Ms. Moi continued that the Pomeroy Group charges a 3% destination fee on all hotel rooms. The Pomeroy Group holds the majority of the rooms so they would have to approve the redirection of the income from the fees to TDC hotel fee. Most likely, the Pomeroy Group would not be inclined to give that fee back to TDC as they currently can use that income for their own needs. The group discussed various hotel fees and the reasons for them. iv. Ms. Moi continued to explain the Destination Management Organization handout and all the components. v. Two example communities were reviewed as attached: Chilliwack and Vernon. Every organization that sponsors a visitor centre receives a small amount funding from Destination BC; Dawson Creek receives $20,000
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annually. Tourism Chilliwack is established as a corporation that has a healthy working relationship with the City but keeps the flexibility tourism needs. They receive a Fee for Service of $130,000 annually from the City of Chilliwack. vi. The Chair suggested that the Mile 0 Park Society take on Tourism. vii. Ms. Moi advised that it would depend on the knowledge, resources and capacity of the Society. viii. Mr. MacIvor noted the similarities between Vernon, Chilliwack and Dawson Creek in regards to amount of funding, the programming etc. The only thing missing in Dawson Creek is the governance and structure. This reconfirms that Dawson Creek is a tourism leader in NEBC and on par with it’s Southern counterparts.
b. MACIVOR/DAVEY, That Joyce Lee, Tourism Dawson Creek be permitted to participate in the conversation. CARRIED
8. Questions & Next Steps i. Ms. Lee noted that there is interest from a flag shop franchise in Dawson Creek but they want a five year agreement. ii. Ms. Moi reviewed details on the main types of governance models seen throughout the Province. iii. Mr. Anderson suggested the group first remove the models that would not work. iv. Mr. MacIvor broke down the past facilitators for TDC: Prior to 2001 the not-for-profit Historical Society, 2001-2003 the Chamber of Commerce (fee for service contract), then NRAHTA (non-profit through fee for Service) and finally NBC Tourism. So everything has been tried except; a tourism authority, a private sector or a government agency. A tourism authority is tough because one would have to go through the Province. v. Mr. Hillary suggested that a corporation could be funded with a through the City’s Fee for Service and receive the same health benefits for staff from the City. vi. Ms. Moi added that TDC can do things the City cannot. She surmised that in Chilliwack they set up as a tourism corporation so they could do business within the community in ways the City cannot.
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vii. In response to Mr. MacIvor, Ms. Ginter advised that the Public Library is governed by a Provincial Public Library Act and a Municipal Bylaw. viii. Mr. Hillary suggested that partial City employees would create stability. ix. Mr. MacIvor noted that the Calvin Kruk Centre for the Arts (CKCA) is run by the Kiwanis Performing Arts Centre (KPAC) and their board, in addition to a facility agreement with the City. x. In response to Ms. Smith, Mr. MacIvor stated that the KPAC Board could take on Tourism, but are they capable and willing to take it on? xi. Mr. Hillary suggested the Committee narrow down the list of governance options and review the remaining options in detail. xii. Mr. MacIvor noted that the Committee could recommend that the City start a tourism specific non-for-profit organization and put a board or directors on it to utilize the existing funding, then hire a Executive Director or similar position. xiii. Ms. Moi explained that an independent, stand-alone organization was the long range vision for TDC, and that it is not a farfetched approach. xiv. The Chair raised the issue of volunteer burnout in regards to establishing another board within the community. xv. Mr. MacIvor explained that a Board of Directors doesn’t necessarily need tourism background. The Board could consist of some tourism operators directly in the business and other board members who have other backgrounds to add, such as industry. The TAC could advise the Board of Directors, who would hire the Executive Director with input from the stakeholders. The Board needs to understand governance, reporting etc. The tourism professionals will advise the Board. xvi. Ms. Moi explained the Fort St. John tourism model again and noted that it is not the most effective model. xvii. Ms. Moi suggested Ms. Ginter contact Chilliwack to get an overview on the corporation. xviii. Mr. Apolonio Jr. agreed that approaching another similar community showing success would be a safe route instead of starting over. xix. The group discussed possible timeline extensions. Ms. Moi advised that it would be cleanest to have to an potentially extended contract end on March 31, 2018 to an effort to incur the least amount revenue loss and fees. A longer transition would be ideal for TDC and whatever new governance system is implemented. xx. Mr. MacIvor suggested a transition budget and plan to accommodate all the TDC funding partners and requests so no opportunities are missed.
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xxi. The group landed on three potential governance options to investigate further: 1. A stand-alone for-profit tourism corporation with a board (Example: Chilliwack) 2. Request for Proposal (private or not-for-profit agency – Prince George) 3. City Employee (Vernon)
MACIVOR/HILLARY, That Tourism Dawson Creek and City Staff be requested to provide information on the three identified governance models: 1. A stand-alone for-profit tourism corporation with a board (Example: Chilliwack) 2. Request for Proposal (private or not-for-profit agency) 3. City Employee Further, that the existing criteria be used to identify the pros and cons. CARRIED
9. Adjournment a. The Chair adjourned the meeting at 3:16 PM.
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City of Dawson Creek Strategic Plan 2015-2018
City of Dawson Creek Strategic Plan 2015 – 2018
Corporate Vision:
The Corporation of the City of Dawson Creek will be a forward looking, honest, respectful, fair, accessible and collaborative government that prides itself on responsive fiscal stewardship and holds the trust and confidence of the community.
Focus Area:
Fiscal Responsibility and Sustainability
Quality Sustainable Infrastructure
Community Development and Quality of Life
Vibrant and Diversified Economy
Organizational Capacity
2015 Actions
A. Fiscal Responsibility and Sustainability Council adopt a Corporate Vision reflecting their strategic focus Council develop a clear statement of purpose for the Fiscal Gap Initiative Council develop core values/guiding principles for the Fiscal Gap Initiative Council establish targets for buy-in by internal and external stakeholders for the Fiscal Gap Initiative Council review in detail the City Services Policy Council pursue an extension to the Fair Share M.O.U. Staff develop for Council and the Community educational materials relative to the Fiscal Gap Initiative
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City of Dawson Creek Strategic Plan 2015-2018
B. Quality Sustainable Infrastructure Staff continue the Tangible Capital Assets project Council review and approve Phase II of the Tangible Capital Assets Management Plan
C. Community Development and Quality of Life Staff provide a process map, timeline and budget for a review/update of the Official Community Plan in 2016
D. Vibrant and Diversified Economy Council review current commitments for the Tourism Sector Council review the contract with Global Entertainment Staff provide Council detail regarding current economic development efforts of the City Council consider establishing a position to oversee economic development (EDO) for the 2016 budget year
E. Organizational Capacity No action in 2015 Staff develop an organizational needs assessment coupled with a retention and succession plan in 2016
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Security Classification/Designation Classification/désignation sécuritaire Royal Canadian Gendarmerie royale Mounted Police du Canada
NCO i/c Dawson Creek Detachment Your File - Votre référence 1230 102 Ave. Dawson Creek, BC
V1G 4V3 Our File - Notre référence
Mayor 100-2 City Of Dawson Creek Date P.O. Box. 150 Dawson Creek, BC V1G 4G4 March 14th, 2017
RE: Dawson Creek RCMP Detachment Monthly Policing Report- February, 2017
Dear Mayor and Council,
The following information is provided as an update on crime statistics and new developments within the detachment that cover the period of February 2017 Detachment News
There is some positive news on the staffing front. Cst Clyde FEERO has arrived and is getting settled. Another recruit has been identified for the detachment and is due to finish training by the end of March. He is also from BC so we are confident he will arrive as projected. The staffing action for the Operation Support NCO position has closed. There is a successful candidate however a name has not been released yet. There are a couple of steps remaining before that can happen.
Calls for service continue to rise slightly from 585 for the month of January last year to 664 for the month of January this year. Mental health related calls for service increased a bit to 15 from 12 but apprehensions remained the same at 2 however the time involved nearly doubled. The total man hours associated to these apprehension files in December amounted to 13 hours.
During February, Dawson Creek RCMP increased number of stolen vehicles. Some have been recovered but there are still some that have not. The Dawson Creek detachment would like to remind people to not leave their keys in their vehicles, especially when they are running. Even when it’s only a couple of minutes to run into a business, it’s always better to turn the vehicle off and take your keys with you.
RCMP GRC 2823 (2002-11) WPT
Παγε 1 οφ/δε 2
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I have included the February Statistics Report for your review.
Prepared by:
Sgt. Mike RICHARD Operations NCO, Dawson Creek Detachment
March 14th, 2017
RCMP GRC 2823 (2002-11) WPT
Παγε 2 οφ/δε 2
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Comparative Statistics, Dawson Creek RCMP Feb2013: Feb 2014: Feb 2015: Feb 2016: Feb 2017
Crime Caption Feb 2013 Feb 2014 Feb 2015 Feb 2016 Feb 2017
Murder 0 0 0 0 0 Attempted Murder 0 0 0 0 0 Assaults, Not Sexual (Domestics; 5 ) 9 8 17 8 9 Sexual Assaults 0 0 1 4 5 Robberies 6 0 1 0 1 Arson 2 9 0 1 1 Break & Enters 3 9 16 6 12 Theft (including shoplifting) 13 19 21 20 23 Theft from Vehicle 3 4 7 9 11 Theft of vehicle 2 5 2 7 14 Mischief 10 12 10 19 19 Drug Possession 10 4 12 5 10 Drug Trafficking 4 5 2 2 0 Motor Vehicle Accidents 25 36 29 26 49 Motor Vehicle Fatalities 0 1 0 1 1 Cause Disturbance 32 33 29 14 18 Immediate Roadside Prohibitions 7 13 8 7 12 Fail to Provide/ Refuse N/A N/A 1 4 5 Impaired Driving by Drug or Alcohol 0 1 0 0 2 Actual 911 Calls 98 97 104 114 112 False Alarms 36 40 44 28 47 Bylaw complaints 6 3 11 7 4 Fraud 5 4 6 13 8 Assist Mental Health N/A N/A N/A 12 15 Mental Health Apprehensions N/A N/A N/A 2 2 Approx Man hrs, mental health calls N/A N/A N/A 7 hrs 13 hrs Total Calls for Service 543 580 690 585 664
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REPORT TO COMMITTEE OF THE WHOLE
DATE: March 13, 2017
SUBMITTED BY: Gordon (Shorty) Smith FILE NO.: 6-1-3 Fire Chief
FOR THE PERIOD OF: February 2017
DEPARTMENTAL FOCUS The Dawson Creek Fire Department shall serve all of the communities’ citizens and property owners by protecting their individual material wealth and economic well-being against the destructive effects of fire.
STRATEGIC PRIORITIES - COUNCIL
OPERATIONAL STRATEGIES – DEPARTMENTAL
1. Fire Hall Feasibility Report presented to council
2. PRRD Tanker Truck Purchase
3. Training facility building Contract awarded
OTHER INFORMATION
INSPECTIONS: Monthly Total Year To Date In Service 54 110 Business License 11 19 TOTAL 65 129
Calls for service:
Monthly Total Year To Date Calls for service 72 119 See appendix for types
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Report re: Fire Department COW Page 2 of 2
TRAINING REPORT:
Monthly Total Hours Year To Date Career 179 348 Auxiliary 32 102 Total 211 450
Prevention & Education: 7 Car Seat Education
Equipment: All apparatus had their Commercial Vehicle Inspection completed in February
Meetings: Senior staff meetings COW Meeting PRRD RE: fire Protection Area NI 911 RE: SSAP Change over HUB Fire Engines RE: Tender Truck Pre Build Meeting ECOM RE: PSAP Change over JH& Safety Meeting
Other duties: . 3 Alarm testing. . 15 Burn Permits/questions. . 11 City building alarms were received and processed. . 64 Business building alarms were received and processed. . 1 General inquiry was dealt with. . 29 Pager and radio tests conducted with other departments. . 10 Public Works/Public Assist issues. . 29 Emergency dispatches of other fire departments.
NEWS AND NOTES - We now have 3 work experience students at the fire station. Fire fighters are training them like probationary firefighters. Respectfully submitted,
APPROVED FOR AGENDA BY CAO
Gordon (Shorty) Smith Fire Chief
/BR
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Dawson Creek Fire Department 10101-12A Street BC V1G 3V7 PH : (250)782-9898 FAX : (250)784-3638
Totals by Type From Feb 1 17 to Feb 28 17
# of % of Staff Average Response Type Incidents total Hours Response Time
Ambulance Assist 4 9.30 8 h 38m 06:54 Alarms Ringing ( System Fault 3 6.98 7 h 10m 06:24 or Maintenance Trip) Carbon Monoxide 2 4.65 5 h 6m 06:08 False Alarm (Good Intent - 7 16.28 5 h 24m 03:22 System worked correctly no fire) First Responder 1 2.33 4 h 44m 05:45 Chimney Fire 1 2.33 4 h 40m 02:31 Structural Fire 1 2.33 25 h 27m 04:38 Hazardous Material 1 2.33 0 h 12m 07:02 Investigation (no fire) 4 9.30 6 h 32m 05:35 Motor Vehicle Incident 12 27.91 27 h 19m 12:11 Public Service 4 9.30 3 h 26m 05:02 Rescue & Safety 3 6.98 15 h 42m 04:29
Total Number of Responses 43 114 h 20m 07:10
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REPORT TO COMMITTEE OF THE WHOLE
DATE: March 13, 2017 FILE NO.: 1-4-0
SUBMITTED BY: Brenda Ginter Director of Corporate Administration
FOR THE MONTH OF: February/March
DEPARTMENTAL FOCUS The Department of Corporate Administration is responsible for preparation and preservation of the minutes, bylaws, contracts and other City records and ensures that all City actions such as Council proceedings, elections and land development are conducted in accordance with government legislation. The department is also responsible for community economic development, communication and procurement documents and assist with human resources management.
STRATEGIC PRIORITIES - COUNCIL Vibrant and Diversified Economy Economic Development Strategy - Vann Struth Consulting Group o Council has removed the new economic development officer position from the 2017 budget. The 2016 Economic Development Vision and Strategy will remain in its draft form until such time that an economic development officer position is hired to review the various strategies and provide recommendations to Council.
OPERATIONAL STRATEGIES - DEPARTMENTAL 1. Performance Appraisal System Implementation. Investigation of best practices and software options has begun.
2. New Governance Model for Dawson Creek Tourism Administration staff continue to assist the Tourism Advisory Committee through research and document preparation for each agenda. The committee is currently reviewing and scoring various governance models including the development of new corporation, posting an RFP for either a non- profit or for-profit association, and a City staff model. The minutes of the committee meetings are included within the consent calendar of the regular Council agenda following their adoption at the committee level. The next committee meeting is scheduled for April 6th.
3. Corporate Filing System The Deputy Director of Corporate Administration is in the draft stages of a Request for Proposals for a Corporate wide file management review; this will be posted in the near future. The successful bidder will provide a corporate wide review including both paper and electronic filing systems, and will also assess the City’s storage capabilities. They will provide the City with a recommendation on how to move forward including a timeline and a budget that would be required if the recommendation is to convert to another filing system. Administration staff will also be updating the file retention bylaw and purging documents in accordance with the current legislation.
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Report re: Corporate Administration COW Report Page 2 of 3
4. U17 World Hockey Challenge Administration staff has been kept busy with preparations for the U17 Hockey Challenge including grant applications and event promotion.
OTHER INFORMATION 1. Purchasing/Tenders The Deputy Director of Corporate Administration issues and advertises procurement opportunties as requested by the operational departments. The following opportunities have been posted:
• 2017-01 Trucked Waste Facility, closed February 9, 2017; 7 bids received, report to be presented to Council for approval. • 2017-02 Fuel & Lubricants, closed February 8, 2017; awarded to Northern Peace Petroleum Ltd. • 2017-03 Raw Water Reservoir, closed March 2, 2017; 12 bids received, report to be presented to Council for approval.
2. Grant Funding o NDIT – Economic Development Capacity Building – The application for 2017 funding was submitted on January 31, 2017 to provide up to $45,000 towards the salary of the new Economic Development Officer position. As this position was cut from the 2017 budget, Staff will instead submit projects that qualify for funding, but the City may not see the full $45,000 granted for 2017. o NDIT – Grant Writing Support Funding. The application for 2017 was approved for a rebate grant of up to $8,000.
3. HR The Deputy Director of Corporate Administration posts employment opportunities as requested by Directors and Department Managers. Resumes are being received from students seeking summer employment since January, with the summer labourer posting anticipated to go out later this month once callbacks have been completed. Staff is currently reviewing applications received for the Equipment Operator posting that closed recently.
City staff have been receiving their introduction/orientation presentations from counsellors at Walmsley and Associates regarding the Employee Family and Assistance that is available for employees and their families.
4. Annual Report Staff is currently collecting information from departments and drafting the 2016 Report. New Harvest has been requested to create a template for this years report, which based on Council direction, will be a scaled down version from what has been provided in previous years.
NEWS AND NOTES Admin staff provided City Hall staff with a Valentine’s Day themed goodie day on February 3rd, and also participated in the February 22nd anti bullying “Pink Shirt Day”.
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Report re: Corporate Administration COW Report Page 3 of 3
Respectfully submitted,
ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO
Brenda Ginter Director of Corporate Administration
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REPORT TO COMMITTEE OF THE WHOLE
DATE: March 13, 2017 FILE NO.: 3-1-0
SUBMITTED BY: Shelly Woolf, CPA, CA Chief Financial Officer
FOR THE MONTH OF: February 2017
DEPARTMENTAL FOCUS The Finance Department manages the financial transactions for the City of Dawson Creek. The Community Charter assigns statutory responsibility to the Chief Financial Officer for this function. We ensure that all monies are received, bills are paid and reporting requirements fulfilled. Our goal is to provide accurate and timely information so that Council and other stakeholders can make informed decisions.
STRATEGIC PRIORITIES – COUNCIL • Fiscal Responsibility and Sustainability
Current Status: On-going. Council’s Stewardship Statement regarding Fiscal Gap was posted on the City’s website, used in the Budget Public consultation session and included in the City’s February 2017 Community Newsletter.
The following 3 actions remain to be completed • Council develop core values/guiding principles for the Fiscal Gap Initiative • Council establish targets for buy-in by internal and external stakeholders for the Fiscal Gap Initiative • Council review in detail the City Services Policy (deferred until after the OCP review has been completed – November 7, 2016 - That Council establish a priority ranking of the City’s services once the Official Community Plan (OCP) Review outcomes are received; and further, that the priority ranking of services form the basis to develop a range of solutions for the Fiscal Gap.
The following 4 actions have been completed
• Council adopt a Corporate Vision reflecting their strategic focus (March 30, 2015)
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Report re: Finance COW - February 2017 Page 2 of 4
• Council develop a clear statement of purpose for the Fiscal Gap Initiative (November, 2016) • Council pursue an extension to the Fair Share M.O.U. (May, 2015) • Staff develop for Council and the Community educational materials relative to the Fiscal Gap Initiative (September 7, 2016)
Quality Sustainable Infrastructure Current Status: On-going. Work will continue after the 2016 year end is wrapped up and the 2017 Financial Plan is approved.
OTHER INFORMATION 1. Budget Current Status: A Special Budget meeting will be held March 20, 2017 at 1:00 pm. The next Budget meeting will be held on April 24, 2017 at 1:00 pm in the Council Chambers.
• The Public Consultation meeting was held by Council on Monday, March 6, 2017 in Council Chambers. Nine residents attended. • Council held their first budget meeting on February 6, 2017 to receive Draft 1 of the 2017 financial plan. Eight resolutions were approved by Council resulting in a number of adjustments to the Plan. • Council held their second budget meeting on February 20, 2017 where Council approved an additional four resolutions resulting in further adjustments to the Plan.
2. Audit Current Status: The Auditors were at City Hall the week of March 13 - 17, 2017 to start the yearend audit. It is anticipated that Draft Financials will be presented to Council for approval on April 24, 2017.
3. Agreements Current Status: No change since the last report.
4. Zone 1 - Treated Water Reservoir Current Status: This project began in 2015 and expenditures to date are $2,588,711. This project is currently on-going and was carried forward in the 2017 capital budget. Project progress is reported out by the Director of Instructure.
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Report re: Finance COW - February 2017 Page 3 of 4
PROJECT CODE: 5-1600-6251-6700 BUDGET ACTUAL WCR GOVT TRF TOTAL
ORIGINAL PROJECT BUDGET: 5,000,000.00 5,000,000.00 1,666,668.00 3,333,332.00 5,000,000.00
BUDGET BY YEAR (Adjusted to actual for accurate carry forward amounts) 2015 140,246.75 140,246.75 46,750.75 93,496.00 140,246.75 2016 1,808,375.44 1,808,375.44 705,110.44 1,103,265.00 1,808,375.44 2017 640,088.50 640,088.50 280,024.50 360,064.00 640,088.50 - BUDGET TO DEC 31, 2017: 2,588,710.69 2,588,710.69 1,031,885.69 1,556,825.00 2,588,710.69
5. Peace River Agreement Reporting Requirements Current Status: Forms were submitted January 31, 2017. Minor revisions were made after the Ministry reviewed the forms and they have been submitted to the Treasury Department for approval.
6. First Quarter Reporting (January – March 2017)
FIRST QUARTER REPORTING TARGET DATE Completed Date Annual Pension report January 9, 2017 x January 10, 2017 Parcel Tax Roll Preparation Bylaw January 15, 2017 x January 24, 2017 Parcel Tax Amendment Bylaw January 15, 2017 x January 23, 2017 Community Grants-annual intake and approval January 31, 2017 NA Policing Telecom rental agreements annual reconciliation (Telecom completed Feb 8) January 31, 2017 x January 6, 2017 (Policing only) Peace River Agreement reporting ADP and APR January 31, 2017 x January 31, 2017 Draft 1 Budget Report February 6, 2017 x February 6, 2017 Carbon Tax Report (official deadline is June 2017) February 14, 2017 NA Draft 1 Changes Budget Report February 20, 2017 x February 6, 2017 Committee of the Whole Report February 20, 2017 x February 20, 2017 T4's February 28, 2017 x February 24, 2017 WCB Annual Report February 28, 2017 x March 1, 2017 Year End Home Owner Grant Report February 28, 2017 x February 6, 2017 Gaming Report February 28, 2017 x January 3, 2017 Climate Action Revenue Incentive Program (Interim) March 8, 2017 NA Public Consultation 2016 FP Draft 1 March 8, 2017 x March 6, 2017 Audit Week March 13 - 17, 2017 x March 17, 2017 A4-Property Tax Receivable Reconciliation March 31, 2017 x January 20, 2017
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7. Second Quarter Reporting Requirements – April - June 2017 SECOND QUARTER REPORTING TARGET DATE Completed Date Seniority List April 15, 2017 Budget Meeting Five Year Report April 18, 2017 Committee of the Whole Report April 18, 2017 First Quarter Budget Variance Report April 20, 2017 First Quarter Receivables Report April 20, 2017 Budget Public Consultation Second Meeting April 26, 2017 BC Transit Operating agreement April 30, 2017 Yearend Roll Over April 30, 2017 Policing Letter #2 - Final Confirmation Letter (Second Reply Letter) April 30, 2017 Budget Bylaw May 9, 2017 Tax Rate Bylaw May 9, 2017 Policing Letter #3 - Annex A Letter (Third Reply - only if change in staffing) May 15, 2017 NA LGDE - financial information, tax rates May 15, 2017 Financial Statements May 15, 2017 Committee of the Whole Report May 30, 2017 Local Area Service Bylaws May 31, 2017 Loan Authorization Bylaws May 31, 2017 NA CARIP Report (Final) June 2, 2017 Policing Letter #1 - Approval in Principle (First Reply Letter) for following year June 15, 2017 Committee of the Whole Report June 29, 2017 Statement of Financial Information June 30, 2017 Annual Report June 30, 2017 Statement of Financial Condition June 30, 2017 Community Works Gas Tax June 30, 2017 Strategic Communities Investment Funding Report June 30, 2017 NA Security Issuing for PRRD Approval June 30, 2017 NA Risk Management Report June 30, 2017 DCC Annual Report (Included in Annual Report) June 30, 2017 TCA Report June 30, 2017 Policing expenditure report June 30, 2017 Tax Collection Status May - July 5, 2017 x Ongoing NEWS AND NOTES: Staff participated in “Pink Shirt Day” on February 22, 2017 to help end bullying.
Respectfully submitted,
ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO
Shelly Woolf, CPA, CA Chief Financial Officer
SW/jl
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REPORT TO COMMITTEE OF THE WHOLE
DATE: March 7, 2017
SUBMITTED BY: Shawn Dahlen FILE NO.: 1-6-0 Director of Infrastructure
FOR THE MONTH OF: February 2017
DEPARTMENTAL FOCUS The Infrastructure Department provides efficient and effective maintenance of all aspects of the City’s Infrastructure by focusing resources where they are most needed. The department also plans new capital infrastructure improvements as required.
STRATEGIC PRIORITIES – COUNCIL 2016/2017 Quality Sustainable Infrastructure Carry Forward 1. Chamberlain Drive Sanitary Upgrade - In alignment with the results of the City’s Sanitary Sewer Master Plan, the City has put forward a project that disconnects 52 homes east of 17th Street on 108th Avenue and Chamberlain Drive and will connect them to a closed force main system to help try and mitigate sewer back up issues in the neighborhood. This project was designed by Kerr Wood Leidal. This project was awarded to Hegge Construction. This project is constructed and commissioned. Substantial completion has been awarded. This project is on line. There are a few outstanding deficiencies.
2. 7th Street & 122nd Avenue Drainage Upgrade - Under the Ski Hill Creek Drainage Assessment Report that was put together by Urban Systems Ltd., as a result of the Highway #2 twinning project, one of the remaining upgrades as recommended on the report is the drainage under the intersection of 7th Street and 122nd Avenue. This project was awarded to SCS Ltd. A Telus line under the existing culverts at 7th Street is being relocated and box culverts will now be installed in the spring of 2017.
3. Drainage Master Plan - The Infrastructure Department put out a Request for Proposals as it pertains to the City’s major drainage infrastructure. The objective of the plan is similar to the Sanitary Sewer Master Plan, to obtain a complete assessment of the City’s existing drainage infrastructure, coupled with required capital upgrades in relation to capacity and condition. This project was awarded to Opus DaytonKnight Consultants Ltd. The City should receive the completed master plan in the spring of 2017.
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4. Trucked Waste Handling Facility - The City received $400,000 from the Peace River Regional District to engineer and design the facility. Urban Systems Ltd. designed this facility. The City is waiting on the results of a Federal Gas Tax application and has also put in a grant application under the Clean Water and Wastewater Fund. This project has been tendered and has closed. Staff has presented their recommendation to Council.
5. RV Sani Dump - Urban systems Ltd. designed and tendered an RV sani dump for the City of Dawson Creek at 212 - 115th Avenue. This project was awarded to Jacobsen Construction Ltd. and is currently under construction. The City received a $30,000 grant from NDIT under the Community Halls and Recreational Facilities program. The water and sewer services have been installed and the remainder of the project will be completed in the spring of 2017.
6. Raw Water Reservoir - In 2016 Council directed staff to pursue the construction of a 1,000,000m3 raw water reservoir on the City’s quarter section of land on the Old Hart Highway and South Dawson Road. The archeological work required under the Heritage Conservation Act has been completed. Urban Systems Ltd. has designed and tendered the project. Award of the project will be subject to budget approval and the Provincial Dam Safety board. Staff has presented their recommendation to Council.
2015/2016 Council Priority Carry Forward 1. Treated Water Reservoir in the South West Quadrant of the City - The City applied for, and received, a grant through the Build Canada Fund. The City will receive two thirds of the funding on the five million dollar project from the Federal and Provincial Governments. A Request for Quotations for clearing and grubbing was awarded to D. Loewen Enterprises; this work is complete. A Request for Quotations for a septic tank installation was awarded to Jacobsen Contracting Ltd. This work is complete. The reservoir and booster station tender has been awarded to Bear Mountain Construction Ltd. The floor of the reservoir has been poured as well as the walls and the roof has been started. The anticipated completion of this project is June of 2017.
2. Sanitary main upgrade from 99th Avenue & 17th Street to Pioneer Village - This sanitary sewer upgrade utilizes a construction technique called pipe bursting where a new sewer pipe is pulled through the old existing pipe. Council has awarded this project to C. Chandler Contracting; the contractor has received substantial completion. There are a few deficiencies that will need to be dealt with the spring of 2017.
3. Water Treatment Plant Expansion and Upgrades Pilot Project - Process options have been analyzed and completed. A decision has been made to move forward with expanding our plant to accommodate additional process equipment which is the same as what we currently have in place. Because of this, a pilot project was not required. Staff has received the final report from Urban Systems Ltd. In April of 2016, the
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City submitted an application to the Build Canada Fund in hopes of receiving a grant for the project. The City was successful in the grant receiving approximately $3.8 million dollars through the Clean Water and Waste Water Fund. Urban Systems Ltd. is currently working on final design and staff will be ready for tender in March of 2017.
OPERATIONAL STRATEGIES – DEPARTMENTAL Devon Aaroe has moved out to the Water Treatment Plant to help with project management on the City’s capital water and sewer projects.
OTHER INFORMATION Public Works Monthly Activities for February: - Cemeteries: - Two services at Brookside Cemetery; Two services at City Cemetery. - Roads and Grounds: - City crews cleared City Facility parking lots. - Due to severe wind conditions, City crews responded to the clearing of several snow drifts. - Sudden spike in temperature to plus 15 degrees celcius, resulted in City crews steaming frozen catch basins, culverts and creek outfalls. Ditches were cleared and storm water was directed with equipment. - Completion of Fibre Optic Relocation project at City Public Works Yards. - Utilities: - Shut off service to abandoned home. Pipes in basement had burst and caused large leak to seep through basement. This is the third abandoned home the City has had to shut off this winter season. - Repaired two water services, both needing new stacks and rods for turn off. - City replaced no corrode service at 1441 – Alaska Ave. Petro Canada hired contractor to investigate blockage, after locating the blockage the service was found to be no corrode pipe. The City paid the contractor to replace the service from property line to the City main.
Public Works Maintenance Man Hours and Water Used in February
G/L Description Man hours G/L Description Man hours Acting Foreman 130 Grounds – WTP 46 Arterial Highways 35 Hydrant Repairs 8 Barricades 108 Hydrant Checks 2 Bridge Maintenance 4 Manhole Repairs 2 Building & Yards 23 Parks Clean Up 4 Bus Shelters 31 Pavement Repairs 34 Cemetery Maint. – Brookside 6 Sanding 397 Curb Box Repairs 20 Sanitary – Unsched. Flush 4 Drainage 18 SCR – Sewer 2
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Facility – KBAC 14 SCR – Water 3 Fibre Optic Relocation 44 Signs 167.5 Grave Dig – Brookside 9 Snowplow 242 Grave Dig – City 73 Snowplow – Sidewalks 167.5 Grounds – Airport 48 Snowplow – Facilities 62 Grounds – CKC 36 Standby 32 Grounds – City Hall 44 Steaming 265 Grounds – KBAC 43 Storm Sewers 16 Grounds – Library 41 Trail Maintenance 2 Grounds – NAR 16 Tree Maintenance 4 Grounds – RCMP 39 Turn On & Off 2
Potable Water Used for: Reclaimed Used for: Steaming 96.94 m³ Flushing 7.06 TOTAL: 96.94 m³ TOTAL 7.06 m³
Water and Environmental Acronyms: *GAC – Granular Activated Carbon *NHA – Northern Health Authority *NTU – Nephelometric Turbidity Units (Turbidity) *PAC – Poly Aluminum Chloride *WTP – Water Treatment Plant
Monthly Activities for February: - Level 1 Operator Gordon Mielke resigned this month. Management team is currently interviewing for another WTP Operator to fill the position. - Replaced UV bulbs in both UV Banks to ensure the most efficient and effective disinfection of filtered water. - Repaired one of the three chemical PAC tanks that has been out of service and re- commissioned it for use. - Performed multiple GAC filter backwash procedures this month in an attempt to address some minor water quality issues and to continue to produce a high quality drinking water to the City residents. - Continued to analyze data and produce information for the Water Annual Report as per the NHA Permit to Operate. - Installed one foot of GAC media in both GAC filter cells. The process involved a joint effort from personnel from the Public Works & Water & Environment Departments. The work was done in an attempt to address the high colour and NTU from the source raw water coming into the WTP and has resulted in highly polished finished water being produced and distributed to the City residents. - Crew Safety Talks - Climbing Elevated Tanks and Fall Hazard Awareness - Lifting, Moving, Carrying & Loading
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- Safety Talks and Their Importance - Trailer Hook-Up
Kiskatinaw Watershed Stewardship Program Acronyms: * DCWS- Dawson Creek Watershed Society * FLNRO- Ministry of Forests, Lands, and Natural Resource Operations * NEAT- Northern Environmental Action Team * NEWS- North East Water Strategy * OGC- Oil and Gas Commission * PAH- Poly Aromatic Hydrocarbons * PRRD- Peace River Regional District * RBAC- Rural Budget Advisory Committee * SCADA- Supervisory Control and Data Acquisition * UNBC- University of Northern British Columbia * USL- Urban Systems Limited * WSP- Water Stewardship Program
Monthly activities for February: - Community Outreach: - Participated in USL open house in Pouce Coupe to discuss the WSP and answer any questions regarding water security and capital projects. - Meeting with the Sustainability Clerk to determine World Water Day, March 22nd Plans. - Completed a school visit at Crescent Park focused on water treatment and water protection. - Discussion with NEAT regarding their funding application to provide water stewardship training in schools this fall. The WSP has offered in-kind support for school visits. - Administration: - Attended the BC Agriculture and Climate Change Regional Adaptation workshop. Connected with local producers, cattle ranchers, and updated the group on water research in the Peace. - Attended the BC Forage Association workshop “Managing crops in the Peace: Pests, water, and irrigation,” in Dawson Creek to connect with agricultural producers. - PRRD Presentation to the RBAC directors to update them on the 2016 flood, partnerships and the 2017 program. - Dam Safety: - Began a Consequence Rating classification for the Lungul Reservoir. Completion scheduled for May. - Submitted Dam Safety Emergency Plans to the City’s emergency services. - Completed monthly dam safety inspections on all reservoirs and Arras weir. - Stakeholder Meeting(s) & Referrals: - Met with Murphy Oil to discuss their planned water storage reservoir and short term water allocation application that was submitted to the OGC. A request to the OGC
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and Murphy Oil regarding pumping thresholds based on the Kiskatinaw River’s flows, as well as points of diversion was submitted. - Received two referral notices from Tourmaline for pipeline expansions within the intake protection zone. Recommendations to reduce erosion and promote water security were submitted to the company. - A request for notification of all surface and groundwater allocation applications in the Kiskatinaw River Watershed was submitted to the OGC on Feb. 26th. - Met with FLNRO Range and Major Projects staff to discuss an approach to range stewardship within the intake protection zone (550km2 closest to the City’s intake. A second meeting is planned for March 14th. - UNBC Flow Forecasting group meeting to solidify Master’s students outcomes and data required for the completion of his thesis in September 2017. - Bearhole Lake: - Downloaded and updated all 2016 climate station and water level data. - Continued work on the 2015-2016 Bearhole Lake Water Balance Report. - Water Quantity: - River Forecast Center’s snow survey for February 1st concluded that the Peace Region is 67% of normal. - June’s flood was 90-110m3/ sec at Rolla Road and 48-59m3/ sec at South Dawson. Discussion with GeoScience BC to adopt the West Headwater hydrometric station and equipment from the Horn River Basin Producers group. - Received final report for the Kiskatinaw Watershed NEWS hydrometric monitoring. Preliminary stage discharge relationships have been established. - Developed a database to compile all water consumption volumes and update USL’s Water Quality Assurance Plan (2015). A summary report will be available early March. - Water Quality: - Installed an YSI EXO2 probe at Arras to collect continuous temperature, electrical conductivity, and dissolved oxygen data. - PAH probe was calibrated and reprogrammed into SCADA.
Water and Environmental Stats
FEBRUARY Volume Water Treatment Plant 184,191 m³ Monthly Total 6,578 m³ Daily Average 7,264 m³ Daily Maximum 5,840 m³ Daily Minimum Volume Bulk Water Sales & Private Industry 2,030 m3 Monthly Total - Water Sales Residential #1 (116 Ave) 1,021 m3 Monthly Total - Water Sales Residential #2 (Alaska)
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1,902 m3 Monthly Total - Water Sales Residential #3 (Alaska) 4,953 m3 Combined - Residential Water Sales 4,856 m3 Monthly Total - Water Sales Commercial #1 (116 Ave) 7,527 m3 Monthly Total - Water Sales Commercial #2 (Alaska) 4,270 m3 Monthly Total - Water Sales Commercial #3 (Alaska) 16,653 m³ Combined - Commercial Water Sales 4,968 m³ Combined - Private Industry (3 Haulers) Volume Pouce Coupe 5,108 m3 Monthly Total Volume Waste Water Outfall 119,336 m3 Monthly Total 4,262 m3 Daily Average 3,982 m3 Yearly Average (To Date) Volume Main Lift Station 114,078 m3 Monthly Total 4,074 m3 Daily Average 3,946 m3 Yearly Average (To Date) Volume Water Reclaim Facility 12,499 m³ Combined – Reclaim 0 m3 Monthly Total - Shell Canada 3 12,499 m Monthly Total - Truck Fill Pumps 2,069 m³ Daily Maximum
7 m³ City Usage (Public Works)
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Image 1. PW Employee installing GAC media into GAC Filter Cell 2.
Image 2. Aluminum hopper shown in background used to mix the GAC media (black bag on left) with water into a underground vault built specifically for GAC media installation. Slurry is pumped by the large pump shown in the foreground on the right.
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Budget Implications - Due to three major sanitary service replacements in the past 4 weeks which cost the City $105,000.00. The Sanitary Service Repair Contracts code in the operational budget was adjusted by $150,000.00.
NEWS AND NOTES
Watershed Technician registered for a 5 day Principles of Hydrologic Modelling course in Waterloo, ON in June.
Respectfully submitted,
APPROVED FOR AGENDA BY CAO ORIGINAL SIGNED BY
Shawn Dahlen AScT Director of Infrastructure
SD/eg
Page 202 of 228 ITEM 15.6
REPORT TO COMMITTEE OF THE WHOLE
DATE: March 10, 2017 FILE NO.: 5-1-0
SUBMITTED BY: Barry Reynard Director of Community Services
FOR THE MONTH OF: February 2017
DEPARTMENTAL FOCUS The aim of the Community Services Department is to contribute to the personal well-being and quality of life for citizens of Dawson Creek. OPERATIONAL STRATEGIES – DEPARTMENTAL 1. Fees and Charges – Complete review of all recreation user fees and charges. All information has been provided to Professional Environmental Recreation Consultants Ltd. (PERC) for review, a presentation was made to Council at the November 21, 2016 meeting. 2. Demolition of Centennial Pool, Grandview School and the YCC – Completed 3. CUPE Contract Negotiations – Completed
OTHER INFORMATION Recreation Department As we continue to look at ways to improve our service delivery a Community Services representative attended the first ever three day Canadian Disney Excellence Customer Service Experience Summit in Edmonton. As one of the most recognized names in business solutions and professional development, Disney Institute is the only training and development company that empowers organizations to create lasting change through their time-tested model for cultural transformation that bridges insights into action through Disney best practices in leadership, culture, customer experience, brand loyalty, and creativity and innovation. With more than 90 years of world-renowned customer service, research and case studies no one understands this better than The Walt Disney Company. Over the next three months we will continue to look at ways to improve our customer service using both programs; The Guest and Disney approach.
Regular Winter 2017 programs started up in the month of January including: • Adult Co-ed and Ladies Volleyball leagues • Learn to Skate Programs • Little Sneakers • Drop-in ladies basketball, co-ed soccer, and volleyball • Yoga • Drop-in Family Gym & Youth Gym
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Birthday party bookings for O’Brien gymnasium have proved to be popular in 2017 as the department has had seven bookings to date. One of the highlights for the parties is the option to rent the bouncy castle as an added feature.
Monday, January 31st was a Non-Instructional Day for the public school system and the department implemented an outdoor Winter, Park N’ Play event. The event included activities from Canada’s 150th Celebration, DC disc golf, cross country skiing with the Bear Mountain Nordic Ski Club and tobogganing. Our Public Works department built a safe fire pit for a hot dog roast and smores on an open fire; along with hot chocolate provided by Success By 6, Kinsmen and the DC Coop. The staff also provided EveryBODY active kits for the families to try snowshoeing, igloo building and snow painting. Approximately 150 participants came to the event.
The department further developed and expanded the Family Day Event on Monday, February 13th at the Encana Events Centre with the Kenn Borek Aquatic Centre. Over 1000 Dawson Creek citizens participated in swimming, climbing wall, family activities such as pickleball, badminton, floor curling, disc golf, face painting, coloring, yoga instruction, a pre-school obstacle course and bouncy castles.
Community Services offered a special event for youth by implementing a Valentine’s Day Video Dance on Friday, February 17th. The Pre-Teen and Teen events held at the O’Brien Gymnasium had 70 participants in attendance.
The department participated in the Health and Wellness Expo at the Encana Events Centre on Saturday, February 18th. Over 200 visitors stopped by the booth to see what programs and prizes were on display. There were three draws given out which included pool drop in swim passes and a city bag with a towel, water bottle and other small prizes.
Registration for Recreation Spring programs opened March 3rd. Community Services staff are preparing for the following events and programs: • Drop-in Volleyball & Soccer in April • Spring Volleyball League April - June • Birthday Parties • Spring Pre-Teen & Teen Dances • Spring Break Licensed Childcare Program March 20-31 • Choose to Move and ActivAgeTM with BCRPA in April
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• Spring Programming such as Roaming Rascals and Mini Sports for Little Ones • Trade Fair booth for the Kiwanis Home, Garden & Leisure show April 28-30 • Move for Health Day May 10 • Community Clean Up May 13 • Park and Play May 27 • Bike Rodeo June 9
The Community Services department is continuing to work on the EveryBODY Active initiative which is a program that utilizes areas within Dawson Creek that are available to individuals free of charge and may work with partners to offer free physical activities in facilities or open spaces in our community. The department was successful in obtaining another Imagine Northern Health Grant and have created Winter Activity Kits for this project, along with equipment for yoga such as yoga blocks and straps. The kits provide physical activities that promote wellness for a wide range of people. The statistics thus far for this program include: • Yoga in the Gym has an average of twenty people attending the Tuesday weekly session • Twenty people regularly participate in open gym for families on Wednesdays ending March 2017 • EveryBODY Active Kits (snowshoes are the most popular)
During the month of February, recreation staff produced and mailed out tax receipts to our customers for Licensed Childcare operations, along with completing and distributing Fitness Tax receipts for eligible programs.
Memorial and Kin Arenas The Memorial and Kin Arenas have been very busy the last couple months hosting several events for our Ice Users Groups. The Dawson Creek Minor Hockey Association hosted several hockey tournaments and playoff games, The Mile Zero Figure Skating Club hosted Totem Competition and Carnival, and our Jr. and Sr. Canuck teams both concluded their seasons with playoff games.
On Wednesday, February 22nd, the Arenas went PINK, with a Pink at the Rink day. All patrons that attended our public programming and wore pink entered their name into our draw for a swim pass. Pink at the Rink Day supported the anti-bullying initiative.
Our second session of the Learn to Skate program for children was a success! This program included 9 lessons from January 9th – March 13th and almost reached its maximum registration number of 50 children with a total of 45 registered.
The 2017 Tier 3 Pee Wee Provincial Championships are set to take place March 19th – 23rd in the Memorial and Kin Arenas. Nine teams in total will be attending the Provincials and Opening Ceremonies are taking place on Sunday, March 19th @ 4:45pm in the Memorial Arena.
New this year, Arena Staff have planned an Art On Ice event to conclude the Kin Arena Ice season. This event will take place Friday, March 24th 4:00pm-5:30pm and encourages individuals to come out and show their artistic side by painting the ice surface.
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Kenn Borek Aquatic Centre and Wayne & Bev Dahlen Walking Track During January and February, the City hosted a Pool Operator Level 1 course for the northern region as well as ran a Fitness Instructor In-Service in which participants learned new and innovative ways to teach programs. The City now has seven certified fitness instructors at the facility.
Registration for spring classes begins March 20; staff anticipates it being a very busy upcoming three months with regular programs as well as all the school lessons and rentals.
All of the overhead bulbs have now been replaced with more energy efficient ones; this now completes the replacement project.
The annual Family Day Free Swim, Climb and Activities were once again a smashing success! Many thanks go out to our partners for helping make this event happen: Success by Six, Peace Masonic Lodge, Mile 0 Shriners, Encana Event Centre staff and the Province of BC. This year the event was even larger with the addition of activities facilitated by the Community Services Staff and their partners. Having the Walking Track open was appreciated by many patrons. Overall the goal to provide a free, inclusive family-friendly event that encouraged physical activity and family togetherness was a great achievement.
The monthly Toonie Swims in January and February saw a slightly higher number than last year for the same period. Our weekly Seniors Swim and Tea event continues to run every Wednesday. The February guest speaker’s topic was about the Seniors Computer Club.
Public Served: Pool: Attendance for January and February was 20,068, which is a 2.0% increase in comparison to the same period last year. Total attendance since the facility opened in 2007 is now at 973,938, bringing it ever closer to the 1 million mark!
January-February Pool Attendance 25,000 21,637 21,330 19,911 19,562 19,462 19,668 19,668 20,068 20,000 18,590 18,860
15,000 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Climbing Wall: Attendance for January and February was 446 which is down by 57% compared to the same period last year. Total attendance since the Wall opened in 2010 is now at 13,314.
January-February Climbing Wall Attendance 1,000 702 549 508 381 456 446 500 236
0 2011 2012 2013 2014 2015 2016 2017
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Walking Track: Attendance for January and February was 5,534. This is a 6% increase in comparison to the same period last year. Customers are very happy that the track is now open on the weekends. Total attendance since the track opened in 2008 is now at 95,926. January - February YTD Walking Track Attendance 10,000 6,999 6,000 5,178 5,534 5,000 3,447 3,991 3,861 3,208 2,596 0 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Parks Staff are in the planning stages for the upcoming regular operations as well as the special projects that will be taking place in the 2017 Parks Season.
Ordering of materials such as flowers, trees, grass seed and other necessary items is one of the many things that the City’s Horticulturist is working through currently, in addition to the design of annual flower beds, tree planting locations and planning of this year’s special projects.
In addition to regular Park operations, items to be completed this year by the Parks staff include; • Working with the Peace Liard Regional Arts Council to Design and install the Heritage Trencher and Garden at the NAR Park • Completion of the BC Hydro garden • Seeding at; The City of Dawson Creek Cemetery, Kin Park, Grandview School site and Centennial Pool site. • The design and planting of the Bio swale at the new crosswalk located at 10th St and 107th Ave. • Completing the remediation of the warning tracks located at the Harry Morrow Sport fields • Tree planting at Newby Park
Call back letters for seasonal parks staff have been completed and mailed out. This will determine the remaining number of new seasonal staff that are required to complete the work that has been laid out for the season.
Facilities Due to the amount of rainfall received in 2016 and this winter’s numerous freezing and thawing periods that the area has experienced, staff are keeping a close eye on movement in facilities created by frost heaving. One building in particular that is being closely watched is the Sudeten Hall. This facility has experienced gradual movement over a long period of time due to these conditions. Working with the Mile Zero Parks Society, staff have taken some recommended precautions to mitigate further movement and to ensure continued safe use of the facility. This includes: a structural engineer’s assessment, additional shoring and supports in certain areas where movement is visible, ensuring all exiting doors are in working order and continued monitoring.
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The Curling Rink Slab replacement project is in its final planning stage and project scope identification process with the tender expected to be released towards the end of March. Staff have been working with the Curling Club and engineers to gather all of the required information before releasing the Tender. Soil samples have been taken from underneath the slab and staff are waiting on results as the last portion of the planning stage.
A carry over project from 2016 that will be soon released for bids is the Airport Canopy Enhancement Project. This project will see the majority of the work taking place on the main entrance side of the terminal. Enhancements will include; extension of the arrival and departure canopies, several of the south facing windows will be replaced due to age and there will be some minor work rerouting drainage from the building.
At this time, Staff are busy with daily facility requests and preventative maintenance throughout all facilities.
NEWS AND NOTES March 22 – World Water Day March 20 – 31 Spring Break Licensed Childcare Program March 24 – Art on Ice Event & Open Skate March 25 – Family Pool Party & Earth Hour March 26 – Spring Time Fun Themed Public Skate April 4 – 25 Tuesdays, FREE Yoga in the Gym April 7 – Easter Pre-Teen & Teen Video Dance April 9 – Toonie Swim/Climb April 22 – Earth Day April 26 – 30 City booth at the Kiwanis Home, Garden and Leisure Show
Respectfully submitted,
APPROVED FOR AGENDA BY CAO ORIGINAL SIGNED BY
Barry Reynard Director of Community Services
BR/eg
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REPORT TO COMMITTEE OF THE WHOLE
DATE: March 6, 2017 FILE NO.: 4-1-0
SUBMITTED BY: Kevin Henderson Director of Development Services
FOR THE MONTH OF: February 2017
DEPARTMENTAL FOCUS To support and monitor community development and regulatory services by providing the best possible service to our internal and external customers.
REGULAR MONTHLY/SEASONAL ACTIVITIES COMPLETED THIS MONTH
Building: Monthly activities for February: - Building Permits totaled $1,150,740 this month. - Issued an exterior façade permit for 10100 - 8th St $200,000. - $550,000 tenant improvement permit for Arc Resources. - Demolition of Old Crest Theatre 1331 - 102 Ave. underway (asbestos abatement). - $250,000 Mountainview Safety tenant improvements permit. - Single family dwellings at various stages of construction. - Various Building permits issued for new construction, renovations, and additions. - Peace MRI tenant improvements completed. - Working towards compliance with various property owners regarding permitting and inspections. - Report 17-012 (817 - 104 Ave.) and Report 17-014 (701 – 97 Ave.) to Council suggested a “note against land title” regarding the properties. - Report 17-019 Sign regulation bylaw text amendment was brought to Council. Bylaw: Monthly activities for February: - Many hours spent checking downtown sidewalks to ensure they were cleared and not slippery to ensure safe passage, did a number of checks with the thaw and freeze happening. - Bylaw, along with Waste Management, continued handing out notices for overfull garbage cans, and extra bags. City still receiving complaints on this issue. - Increase in parking complaints, most in residential zones, as the City gets busy again. - Getting more complaints of boarding or rooming houses. - As snow melts and yards are revealed, we are receiving more garbage complaints. - Bylaw delivered a lot of notices for the City this month, also had many pick-ups and deliveries around the City.
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- SPCA has hired two more animal control officers. - Work on a Bylaw Enforcement Policy and Procedures Manual.
Energy: Monthly activities for February: - Installed ballast-ready LED tubes and bulbs in City Hall, Fire Hall, RCMP Detachment, Library, Art Gallery, Airport Tower. - 2017 Capital Energy projects are at various stages of engineering design development - Lakota LED lighting and controls, Kenn Borek Aquatic Centre pumps variable speed drives Wastewater Treatment blowers variable speed drives engineering design development progress. - Fiscal year-end declaration of energy projects completed with BC Hydro. - 2016 Climate Action Revenue Incentive Program reported quantitative review toward rebate of carbon tax.
Engineering: Monthly activities for February: - Continued utility mapping production and began printing the yearly utilities maps. In 2017 the maps are being produced from the GIS database as opposed to the CAD database. - Provided cost estimates for other City departments on capital and maintenance projects. - Gathered information and data for the OCP background report. - Began organizing the Sustainable Neighbourhood Plan policies in the OCP to be moved into other bylaws and policies. - Surveyed and modeled a 720m2 area at the Hansen Reservoir. - Made revisions to bylaws that are currently under review and in development. - Followed up with subdivision developers on their developments and maintained communication with them through the construction off-season. - Responded to BC One Calls as they were received. - Assisted the public with any infrastructure related inquiries they had. - Updated the GIS system of record and maintained data.
Planning: Monthly activities for February: - Working on Development Committee follow-up (Rooming Houses, legal non- conforming suites, parking, business licensing). - Researching zoning amendments to prepare for marijuana legalization, anticipated in 2017. Any proposed amendments will be conservative in nature and brought to Council for consideration. - Preparing housekeeping amendments for Subdivision and Development Servicing Bylaw No. 4176. - Prepared for the Chamberlain Nature Park Information Sessions. - Worked on Subdivision and Development Servicing Bylaw updates for the new build season. Updates will be brought to council for approval. - Working on a Soil Pile Bylaw that will be brought to Council for approval.
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Report re: Development Services COW Report Page 3 of 6
Sustainability: Monthly activities for February: - Community Partners “Adopt-A-Bench” program – application received for a cement bench along the walking trail just off of 17th St. - Grant Writer Year-End report is complete and the program has been passed on to Administration. - Launched BCSEA “Cool It!” – a train-the-trainer program. A presentation was made to two classes of grade 5/6 and 6/7 students at Canalta school where the “Planning for Youth” Climate Leadership Team delivered environmental education. - Pink Shirt Day – staff purchased or dressed in pink for the February 22 Anti-Bullying Day. Funds raised covered the cost of the shirts and a donation of bus tickets to Dawson Creek Secondary School (South Peace Campus) and Ron Pettigrew for students in need. - Identified areas requiring recycle bins in the Calvin Kruk Centre for the Arts building and reviewing cost of items to be ordered. - Continued with the Respect in the Workplace program orientation of new and returning employees. - Water Fill Station bookings have started for community events.
New Business Licenses Issued New Oilfield Related Businesses Total Business Licenses Month # Revenue Month # Year # January 12 $2,062.50 January 1 2016 1,253 February 8 $796.88 February 0 2015 1,253 March March 2014 1,260 April April 2013 1,261 May May 2012 1,245 June June 2011 1,239 July July 2010 1,205 August August September September October October November November December December TOTAL 20 $2,859.38 TOTAL 1
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Report re: Development Services COW Report Page 4 of 6
BUILDING PERMITS Issued to Address Type of Building Construction Cost Permit Value Ajay Bhushan 9717 - 8 St SFD renovation $ 134,740.00 $ 923.00 103310 BC Ltd. 920 - 91A Ave Exterior renovation $ 200,000.00 $ 1,380.00 Bernie Steward 301 - 100A Ave SFD addition $ 15,000.00 $ 152.50 Arc Resources 721 Hwy 2 Offices $ 550,000.00 $ 3,480.00 VOIDED 1033110 BC Ltd. #102, 10100 - 8 St Renovation (School) $ 250,000.00 $ 1,680.00 TOTAL $ 1,149,740.00 $ 7,615.50
Permits: Total # 2017 2016 Tax Exempt FEBRUARY 2017 $ 124,000.00 Tax Exempt to date 2 $ 704,000.00 $ 124,000.00 Taxable FEBRUARY 2017 5 $ 1,149,740.00 $ 8,825,000.00 Taxable to date 11 $ 3,276,240.00 $ 8,825,000.00 Total Issued FEBRUARY 2017 5 $ 1,149,740.00 $ 8,949,000.00 Total Issued to date 13 $ 3,980,240.00 $ 8,949,000.00 Permit Fees for February 2017 - $7,615.50 Permit Fees to Date - $ 25,437.00
Total New Dwelling Units 0 Single Family Dwelling Duplex Triplex Multi Family Secondary Suites
CORPORATE PLANNING/DEVELOPMENT SERVICES Year to Date 2016 Totals 2015 Totals 2014 Totals Development Permits 1 8 16 20 Variance Permits 2 6 3 Temporary Use Permits 0 1 3 OCP 3 2 OCP & Zoning 12 Zoning Amendments 8 6
Bylaw Warnings Parking Tickets Total Bylaw Notices Issued Month # Month # Revenue 2016 1207 January 103 January 7 $50.00 2015 1305 February 211 February 2 $25.00 2014 1098 March March 2013 599 April April May May June June July July Total Parking Tickets August August 2016 – 116 $6,995.00 September September 2015 – 198 $4,755.00 October October 2014 – 170 $3,582.50 November November 2013 – 43 $ 965.00 December December
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Report re: Development Services COW Report Page 5 of 6
TOTAL 314 TOTAL 9 $75.00 Municipal Tickets Issued Year to Date: 0 Complaints Received Year to Date: 63 Bylaw Offence Violations Year to Date: 1
DAWSON CREEK ANIMAL CONTROL FOR THE MONTH Dog Licenses # Sold Total $ Cat Licenses # Sold Total $ Spay/Neutered 127 $2540 Spay/Neutered with ID 116 $580 Intact 710 $500 Spay/Neutered without ID 1 $50 Replacement Tag $0 Intact 0 $0 Other Licenses Spay/Neuter Vouchers 53 0
Incoming Animals Outgoing Animals Dog Dog Owner Surrender 6 Redeemed 3 Stray 6 Adopted 8 DOA 0 Euthanized 3
Cat Cat Owner Surrender 7 Redeemed 2 Stray 7 Adopted 13 DOA 0 Euthanized 2 Other Incoming Other Outgoing 1 Rooster adopted, 1 rat euthanized TOTAL 26 TOTAL 33
Total of all fines including Surrender Fees for South Peace Shelter: $370.00
BCSPCA Drives For Lives Total Animals Transferred to other BCSPCA Animal Control Dispatch # # Dogs 4 Animal Control Issues 70 Cats 32 Cruelty CID Dispatches 5 Rabbits 1 Wildlife Call 0 TOTAL 75 STRATEGIC PRIORITIES - COUNCIL
Council Priority C Process Map, timeline and budget for a review and update of the OCP in 2016 Complete.
OPERATIONAL STRATEGIES - DEPARTMENTAL Capital Works 10th Street Bridge Design Detailed design is underway and nearing completion. We anticipate that a tender will be advertised in April for the project. Staff will have the engineers include the options for a pedestrian crossing during constriction.
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Report re: Development Services COW Report Page 6 of 6
OCP Review and Update Staff has prepared a report for Council consideration on a Request for Proposal to complete the OCP update as the Senior Planner is leaving the City at the end of March.
NEWS AND NOTES BC Transit has planned installation of CCTV cameras on buses in Dawson Creek. This installation is part of an overall roll-out for CCTV on buses throughout the province. The retrofit is being funded through the federal Public Transit Infrastructure Fund.
Installation will begin on the 4 Vicinity buses in the Dawson Creek fleet commencing May 1, with an expected completion date of May 5. CCTV equipment will be live as of the completion date.
BC Transit Safety and Security department have informed the local operating company, and will be working directly with them on training and use of the equipment. They will also be liaising with local RCMP on this initiative.
Respectfully submitted,
APPROVED FOR AGENDA BY CAO ORIGINAL SIGNED BY
Kevin Henderson Director of Development Services
KH/eg
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DATE: March 8,2017
TO: Mayor and Council, City of Dawson Creek
FROM: A. Weaver, Tourism Development Coordinator, Tourism Dawson Creek A. Moi, Industry Development, Northern BC Tourism
RE TOURISM DAWSON CREEK – QUARTERLY REPORT November 21, 2016 to March 12, 2017
Attached is the Quarterly Report for November 21, 2016 to March 20, 2017 for Tourism Dawson Creek. Since the last report, the Tourism Dawson Creek team maintained a busy schedule. At this time, 2016 marketing initiatives are wrapping up and new projects for 2017 are starting up.
Following are the highlights of the attached report:
§ As of March 9, 2017 the Dawson Creek Visitor Centre has welcomed 16,470 visitors to Dawson Creek. Net retail sales as of Jan.30, 2017 were approximately $40,874 as compared to Jan.30, 2016, which were $36,531.90 this is an increase of approximately $4,342.10 and is a result of a larger stock order.
§ The Alaska Highway House welcomed 5,244 visitors as of March 10, 2017 this is an increase of 118 visitors and is on par with visitation as compared to 2016. The Highway House also welcomed a school group comprised of 30 students from the Dawson Creek Secondary School who were gathering information for projects to about locals who made a difference in the community. The attraction will be moving to implement an admission collection structure before April 30, 2017 to further balance associated operating costs. Also the Alaska Highway House will receive a new exhibit display TV and photo booth in April to upgrade out dated hardware within the existing exhibit space. Replacement of the current lighting in the exhibit is also under review as the current lighting is out-dated and requires
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consistent maintenance that is ineffective-cost wise. Annual maintenance funding will be used to accomplish this.
§ Destination BC Innovation Fund o 2016: The Mobile Visitor Centre (MVC) project funded through the 2016 funds is near completion. o 2017: Funds of $5762 were approved in principal for a roaming visitor team in the downtown core and an online chat function on the TDC web site. Both features are popular with other BC visitor centres and aim to extend the reach of the visitor centre by providing timely information to visitors who would not visit the physical Visitor Centre.
§ The 2016 North East Community Consortium application funded by Destination BC’s Co-operative Marketing Innovation Fund are near completion. TDC contributed $15,471 partnered program that totalled $119,866. The eight communities participated in the following projects, administered by Tourism Dawson Creek for a fee of $10,000. o Digital Media Acquisition o Social Media o Consumer Show Attendance o 75th Anniversary Souvenir Guide o Museum Auto Tour Guide o Print Advertising o Survey The project has also seen the development of promotional partnerships with Back Road Maps Book and Explore Fairbanks.
• The 2017 North East Community Consortium application for $122,166 to Destination BC Co-operative Marketing was approved and TDC will contribute $12,223 to the project. The eight North East communities agreed on the following activities which will begin April 2017: o Digital Media acquisition o Social Media o Print Advertising o Consumer Show Attendance o Market research
§ Since the last report, the TDC website has experienced an increase of 875 sessions, this is a substantial increase in site visitation from 34,109 to 34,984 visitors. It has also seen an increase of 2,652 users from 24,629 to 27,281, who spent an average of 31 seconds more per session on the site reflecting an increase from 2.16 minutes to 2.47minutes since last report. The site has also seen a two percent decrease in the bounce rate shifting from 50.80% to 48.23%. These stats are consistent with previous years for the time of year as travellers start to research their trip to Dawson Creek on the Alaska Highway.
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§ Members of the TDC team have recently attended the 2017 Tourism Industry Conference, Abbotsford Early Bird RV Show and Abbotsford Boat and Sportsman Show.
The Tourism Industry Conferences has offered vital insight into social media marketing, while the consumer shows provided an opportunity to distribute information about visiting Dawson Creek and the 75th Anniversary of Alaska Highway. Over 1,200 Dawson Creek Visitor Guides were distributed to show attendees between the two shows, as well as additional exposure provided through two radio interviews, one news article in the BC Province and eight consumer presentations. The Abbotsford Early Bird RV show traditionally sees over 15,000 show attendees while the Boat and sportsman show sees over 33,000 show attendees.
§ Tourism Dawson Creek also continues to increase its communication with the community and its stakeholders in the form of the event flat sheet and quarterly newsletter. The April edition is in production and expected to reach over 150 readers within the community.
§ Visitor Service Manger Joyce Lee continues to be involved in the Destination British Columbia Social Media Training seminars and has now implemented a social media calendar. She is also more familiar and comfortable with the use of Hootsuite and is starting to engage visitors on Trip Advisor. Joyce is also in the final stages of completing her eMerit Event Coordinator Certificate, once completed Joyce will be a recognized as an event coordinator and able to further Tourism Dawson Creeks ability to support events.
§ The admission structure discussed in 2016 has been placed on the Caravan Highway Howdy Welcome Program and Visitor Service Manager Joyce has been orchestrating group bookings since the beginning of 2017. Currently, the program has 13 registered caravan groups that will generate over $4,200 of revenue to offset program costs.
§ Social Media Coordinator Nicole Davies continues to utilize an organic content posting strategy to garner conversations around the Alaska Highway and Dawson Creek. Twitter reach continues to perform steadily around 16,300 viewers for the month of February, while Facebook reach doubled in the month as compared to January reaching over 24,900 Facebook users. Also, user engagement for the month has also grown by 96% with more conversations being held on the page, increasing the pages relevance and standings as compared to competing pages.
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Administration:
Staff Job postings for the summer Tourism Visitor Information Counsellor (TVIC) positions have been posted online and several applications have been received. Tourism Dawson Creek will once again look to hire five visitor councillors for the 2017 summer visitor season. The application to the Canada Summer Jobs grant program was completed by Visitor Service Manager Joyce Lee as of Jan.19, 2017 with the help of the City grant writer, this grant helps to offset the TVIC employee wages.
Visitation Visitor Centre Manager Joyce Lee managed the daily operation of the Dawson Creek Visitor Centre during the winter/spring shoulder season and focused on providing hospitality, ordering and receiving inventory for retail, and participating in professional development courses.
As of March 9, 2017 the Dawson Creek Visitor Centre has welcomed 16,470 visitors to Dawson Creek and boasts a total gross retail sales of $96,395 the largest gross sales number recorded by Tourism Dawson Creek. To continue on this success the Dawson Creek Visitor Information Center will be receiving an upgrade to the back storage room in the form of new larger shelves. This will increase the visitor centres future retail capacity and allow for future retail growth.
Communications and Marketing:
It is important to communicate that Tourism Dawson Creek partakes in the following activities to increase the length of stay and volume of tourists that visit Dawson Creek. This can be seen as the enhancement of the Alaska Highway experience through visitor centre services and marketing campaigns.
Visitor Guide
Tourism Dawson Creek is the fourth year of producing the Dawson Creek Guide and this year several important changes to the guide have been made as per the request of Mayor and Council. This year the guide will move to merge the Visitor Guide and Community Guide into one publication and will streamline the design and layout to align more effectively with the needs of the community. The 2017 guide will include new images captured during the summer and balance the community content with Alaska Highway content. As 2017 is the 75th Anniversary of the Alaska Highway the cover shot will be designed to highlight Dawson Creeks Alaska Highway connection
Mail distribution of the guide has already started and a distribution/delivery run into Alberta starting in Dawson Creek and ending in Edmonton will be contracted out to a local provider. Several cases of visitor guides were also delivered to Visitor
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Information Centres in the lower mainland while TDC staff worked at consumer shows in Abbotsford BC.
Mobile Visitor Center As of February 12,2016, Tourism Dawson Creek’s application to the Destination British Columbia Visitor Servicing Innovation fund for a new Mobile Visitor Centre (MVC) was approved for the amount of $6,300. Painting and decaling of the trailer purchased last year will be completed in time for the 2017 visitor season.
Dawson Creek Visitor Service Street Team
As of January 31,2017 Tourism Dawson Creek’s 2017 application to the Destination British Columbia Visitor Servicing Innovation fund was approve in principle for the amount of $5,762.
The purpose of the visitor service street team will be to increase visitor servicing touch points within the community and web through the implementation of a roaming visitor service counsellors (RVSC’s) and a visitor counsellor online chat program. The RVSC’s will be expected to operate within the downtown core of Dawson Creek which see’s over 5,100 visitors annually each year. Funding for the project will be confirmed by contract after April 1,2017.
2016 North East Community Cooperative Consortium The North East Community Cooperative Marketing project is nearing completion with the beginning 75th Anniversary of the Alaska Highway in 2017. The project has focussed on the following key tactics: o Digital Media Acquisition § Photographer Simon Ratcliffe was hired to capture imagery of the eight participating communities and was in Dawson Creek from July 18, 2016 – July 22, 2016. o Social Media § The implementation of the Social Media Strategy is in progress and nearing completion. o Consumer Show Attendance § The Abbotsford Boat and Sportsman show and Early Bird RV show were attended. o 75th Anniversary Souvenir Guide § The guide is complete and being distributed amongst the communities o Museum Auto Tour Guide § The Guide is complete and will be revealed March 17, 2017 in Chetwynd to the Northern Heritage Trails Society. o Print Advertising § Completed o Survey
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§ A survey was designed and implemented at the consumer shows, data is being analysed.
2017 North East Community Cooperative/Consortium
Below is the budget breakdown of the 2017 North East Community Cooperative/ Consortium Project. Dawson Creek contributes $12,223 to the North East Cooperative/ Consortium project with contributions from the seven other partners for a community portion total of $61,083. This is further leveraged by Destination BC to give the project a total value of $122,166.
The projects overall goal is to increase tourism revenues by increasing visitation from our target markets by encouraging visitors to explore the NE BC Region. We will do this by generating awareness about the various areas and the communities along these routes. In an effort to reach this goal the marketing objectives are:
1. To create a Content Strategic Plan that will focus specifically on this region 2. To stimulate interest to increase visitor volume 3. To provide visitors with information to increase length of stay 4. To drive visitors to service providers, events and attractions
Marketing Description Total Cost DBC Communities Tactic Portion Portion
Image Bank Activity Photos $18,800 $9,400 $9,400 Location Photos $0 $0 $0 Travel for all $4,700 $2,350 $2,350 photography Total: $23,500 $11,750 $11,750 Video Promotional videos $11,000 $5,500 $5,500 Total: $11,000 $5,500 $5,500 Social Media Social Media $2,820 $1,410 $1,410 Campaign Social Media $9,400 $4,700 $4,700 Implementation Social Media Design $5,640 $2,820 $2,820 Maintaining and $4,894 $2,447 updating website $2,447 content Total: $22,754 $11,377 $11,377 Print Alaska Highway $23,520 $11,760 $11,760 Advertising Historical Journey Bells Travel Guide $3,780 $1,890 $1,890
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RV West $3,866 $1,933 $1,933 Design Costs $1,880 $940 $940 Total: $33,046 $16,523 $16,523 Consumer Abbotsford Boat & $11,092 $5,546 $5,546 Shows Sport Show Edmonton RV Show $11,092 $5,546 $5,546 Total: $22,184 $11,092 $11,092 Market Survey related $282 $141 $141 Research expenses Total: $282 $150 $150 Project Coordination Fee $9,400 $4,700 $4,700 Implementation Total: $9,400 $4,700 $4,700 Totals: $122,166 $61,083 $61,083
Social media
Nicole Davies continues to use an organic content posting strategy to garner conversations around the Alaska Highway and Dawson Creek. Twitter continued to steadily reach around 16,300 viewers for the month of February, while Facebook reach nearly doubled in the month as compared to January reaching over 24,900 Facebook users.
Also, user engagement for the month has also grown by 96% with more conversations being held on the page, increasing the pages relevance and standings as compared to competing pages. This can be contributed to a greater management and implementation focus on generating conversations by post engaging content.
Website
Since last report the TDC website has seen over 106,000 views with 34,984 sessions of an average length of 2:47 minutes spent on the site. The website continues to perform above the Google Analytics benchmarked performance of similar sites and capacity with a bounce rate that continues to steadily drop as averaged over the 2016 year.
Conferences
Members of the TDC team have recently returned from attending the 2017Abbotsford Early Bird RV show, Abbotsford Boat and Sportsman show and Tourism Industry Conference. These shows and conferences provide vital opportunities for Tourism Dawson Creek to engage target consumers in BC as well as interact with other Tourism professionals.
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2017 Abbotsford Early Bird RV Show
The Early Bird RV show appeals directly to a touring and exploring traveller type that is the direct target market for Dawson Creek. Attendance at this show is annually over 15,000 consumers each year and over 860 Dawson Creek Visitor Guides were distributed with 304 consumer surveys collected. This was a part of the Destination BC 2016 Cooperative Marketing program application (North East Community Consortium) and attendance for Tourism Dawson Creek staff at this show was partial financed through this program.
In addition, the 75th Anniversary of the Alaska Highway was featured as a key element of the show and was promoted by the show through two radio interviews and an article in the BC Province. The consortium members were also asked to present on the North East region at the show giving two presentations a day for a total of eight shows to approximately 320 people.
2017 Abbotsford Boat and Sportsman Show
The Boat and Sportsman show directly appeals to exploring traveller type that enjoys outdoors pursuits. This market is a secondary market for Dawson Creek, but a primary target for the North East BC Region and it was the second time Tourism Dawson Creek attended. Over 33,000 consumers attended the 2017 Abbotsford Boat and Sportsman show this year and over 430 Dawson Creek Visitor Guides were distributed with 223 surveys collected.
This was a part of the Destination BC 2016 Cooperative Marketing program application (North East Community Consortium) and attendance for Tourism Dawson Creek staff at this show was partial financed through this program.
2017 Tourism Industry Conference
This year Victoria played host to the 2017 Tourism Industry Conference, which was attended by over 330 delegates from the province and various tourism sector groups. The conference offered several presentations, seminars and networking opportunities for attendees and Tourism Development Coordinator, Austin Weaver, attended the following sessions; • Proving Tourisms Economic Impact with Reports and Dashboards • Trip Advisor- What Really Matters a Look Behind the Curtain. • Digital Disruption of Tourism and How to Survive It! • Social Media Success – It’s all in the Palm of Your Hand • Adventure Travel – What you need to know to tap into a US $263 billion market
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Sport Tourism Economic Assessment Model
As part of a partnership with the City of Dawson Creek and Encana Event Centre, applying the Sports Tourism Economic Assessment Model (STEAM), to collect information on the economic impacts of select events within the City. TDC was asked to research, prepare, coordinate, and collect data at the following events in 2017:
Alberta Seniors Curling Championship Provincial Pewee Hockey Championship Totem Figure Skating Championship Summer Cruise Dawson Creek Exhibition and Fall Fair
This has required Tourism Development Coordinator, Austin Weaver to work closely with the Canadian Sports Tourism Alliance’s (CSTA) research department. Tony Fisher, the head of the research department, has recently resigned from his position leaving a data processing capacity gap within the organization. This combined with a last minute withdraw of volunteers led to an unsuccessful attempt to collect data at the Alberta Seniors Curling Championship.
Planning for the Provincial Pewee Hockey Championship is under way and TDC will be bringing on additional staff and volunteers to collect the surveys at the event, planning for the data collection at other events is also underway
Stakeholder Communications
Each month Tourism Dawson Creek Visitor Service and Administration Assistant, Kim Maillet distributes approximately 600 copies of the Tourism Dawson Creek Event Flat sheet into the community. The flat sheets focus on alerting both visitors and locals about upcoming local events and promoting the online Tourism Dawson Creek events calendar.
Tourism Dawson Creek will also be distributing a hard copy of this quarter’s stakeholder newsletter with the Event Flat sheet to encourage more consumers and businesses to sign up and receive the electronic newsletter. Currently, 150 people receive the electronic newsletter, which is distributed each quarter.
Destination BC Destination Development Planning Program
The Destination Development Program is intended to support the long-term growth of tourism revenues and experiences through a collaborative approach to strategic planning and development. The process focuses on the supply side and will involve local, regional and provincial agencies, First Nations, tourism operators, destination marketing organisations (DMOs), tourism operators and other community
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stakeholders. The strategies will include a review of planning, policy and capacity building activities as well as identify barriers to growth and future opportunities.
This coordinated approach to destination development planning will help align efforts for long term planning and development to support leveraging of investment of public and private sector funds in tourism and generate increase revenues from repeat visitation.
The process will result in a Situation Analysis, Asset Inventory and a 10-Year Destination Development Strategy. The study area in the North East stretches from Prince George to the Yukon border, West to the Muskwa Kechika Management Area and East to the Alberta border.
The program was officially launched on September 16, jointly, in Fort St John and Prince George. The “Launch” was well attended at both locations via webinar. To date, over 107 tourism operators, residents, and Ministry staff (BC Parks, FLNRO, JTST, Agriculture, Heritage Branch) have participated in two rounds of workshops (workshop #1 in three locations in October, and workshop #2 in three locations in November/December). Stakeholders have responded to 2 surveys and participants agreed to join the Working Committee. Visitor Centre Manager Joyce Lee and Councillor Shaely Wilbur have agreed to work with representatives from other communities, Ministries, businesses and organizations to refine the vision and objectives of the 10-year strategy.
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Appendix
Fig 1. Finalized MVC concept
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REPORT TO COMMITTEE OF THE WHOLE
DATE: March 13, 2017 FILE NO.:
SUBMITTED BY: Ian Darling Airport General Manager
FOR THE MONTH OF: January, February, March
DEPARTMENTAL FOCUS Dawson Creek Regional Airport Provides a Safe and Secure airport for the traveling public, corporate, medivac and general aviation.
STRATEGIC PRIORITIES - COUNCIL Completed 2015 carry forward projects: - Airport Signage. - Airport Grounds Electrical. - Airport 1st Street gate electrical service. Completed 2016 Capital Project. - Terminal building outside lighting (BCAAP). Carried forward from 2016 Capital to be completed this year. - Terminal walkway and side walk. (BCAAP) Going to Tender. - Terminal south window replacement. (BCAAP) Going to Tender.
The City was successful in acquiring 60% of the cost for the three capital projects for 2016 through the British Columbia Governments BCAAP program for a total of $128,250.00.
OPERATIONAL STRATEGIES - DEPARTMENTAL As the Regulated Airport Safety Management System drives the operations of the airport, the goals and objectives, as required by Transport Canada, are summarized below:
1. Develop standard operating procedures in response to any incident or issue that arises during the operational year. So far to date the airport has issued 3 (three) SOPs: - Added and increased inspection for high impact wildlife entry points. - Priority II area snow clearing procedure clarification. - Added vigilance in protecting public from icy areas on airside of terminal. 2. Respond to TC CADORS (Canadian Aviation Daily Occurrence Reporting System) that are airport operational site specific. 3. Training. Transport specific requirements for management and staff training are completed as required each year. 4. Active area incursions. Extremely important as each year the airport has incidents of incursions from birds, wildlife, aircraft and airport staff.
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Report re: COW Report Page 2 of 2
OTHER INFORMATION Central Mountain Air continues to provide service with a Beach 1900 and Dornier 328. A new schedule is expected in April.
Charter aircrafts (crew change) have been steady.
Air ambulance continues to provide a vital service to our public and has shown no sign of letting up.
Passenger numbers for 2016 were 12,924; up 954 from 2015. It is expected that the trend will see increases in passenger movements for 2017.
Aircraft movements in 2016 were 8024; down 379 from 2015. Aircraft movements picked up in the last half of 2016 due to the upturn in the oil and gas sector. With the trend expected to go forward, 2017 will see an increase from 2016 numbers.
NEWS AND NOTES As a regulatory requirement, a table top emergency/security exercise was performed in December with all agencies participating. The exercise went very well and another Tabletop will be required this year.
Transport Canada performed a Program Review Audit on the Airport in August. Transport Canada found one finding and was impressed with our program.
The Bob Trail pilot lounge continues to garner rave reviews with little negative comments.
WSP Engineering will be submitting the ACAP funding request for the airport maneuvering sub surface drainage and culvert replacement.
Respectfully submitted,
ORIGINAL SIGNED BY APPROVED FOR AGENDA BY CAO
Name: Ian Darling AAE AGM Title: Airport General Manager
/eg
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2016 Aircraft Movements Passenger Stats
To: Ian Darling, Airport Manager From: Lisa Hawkins, Airport Clerk
2016 AIRCRAFT MOVEMENTS MONTH LOCAL SCHEDULED ITINERANT 2016 2015 January 20 240 220 480 466 February 58 293 235 586 518 March 10 263 253 526 638 April 18 330 312 660 812 May 106 513 407 1,026 908 June 38 445 407 890 968 July 44 102 58 204 926 August 76 469 393 938 460 September 60 426 366 852 788 October 18 272 254 544 892 November 34 366 332 732 590 December 8 293 285 586 442 TOTALS 490 4,012 3,522 8,024 8,408
2016 PASSENGER STATISTICS
CHARTER CHARTER MONTH ENPLANED DEPLANED TOTAL 2015 January 583 650 1,233 927 February 583 623 1,206 767 March 572 547 1,119 980 April 454 498 952 671 * May 543 575 1,118 594 * June 578 541 1,119 548 July 571 561 1,132 607 August 542 586 1,128 1,161 September 469 488 957 1,316 October 432 464 896 1,443 November 574 574 1,148 1,504 December 473 443 916 1,453 TOTAL 6,374 6,550 12,924 11,971 * 2016 Amended as per Airport Managers stats for Sunwest TOTAL ANNUAL PASSENGER STATISTICS 2015 11,971 2009 13,457 2014 19,054 2008 15,166 2013 18,140 2007 8,808 2012 17,610 2006 10,981 2011 17,027 2005 15,229 2010 15,579 2004 16,676
N:\Administration\Reports\2017 Reports\COW\3. March 2017\2016 AIRCRAFT & PASSENGER STATS
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