REGULAR COUNCIL MEETING AGENDA December 9, 2019 – 2:00 PM COUNCIL CHAMBERS
0.0 PUBLIC HEARING
1.0 CALL TO ORDER
1.1 Conflict of Interest Declaration: Pecuniary and Non-pecuniary
2.0 ADDITIONS TO/ADOPTION OF THE AGENDA
3.0 ADOPTION OF THE MINUTES
3.1 Regular Council Meeting Minutes – November 25, 2019
4.0 BUSINESS ARISING FROM THE MINUTES
4.1 Public Engagement Summary & Infrastructure Update – Coaldale Pool Options – S. Croil, C. Mills, J. MacPherson 4.2 Public Engagement Summary – Multi-Use Rec Facility – S. Croil
5.0 DELEGATION
5.1 2:05pm, Canadian Badlands – Diana Watson, Lonna Hogan
6.0 BYLAWS
7.0 NEW BUSINESS
7.1 Coaldale Kinsmen – 100th Anniversary – L. Unger 7.2 Financial Analysis – Municipal Comparators – C. Mills
1 | Page Town of Coaldale Regular Council Meeting Agenda – December 9, 2019
8.0 DEPARTMENTAL REPORTS
8.1 Emergency Management Public Safety Update – C. Rutberg 8.2 November 2019 Development Statistics – C. L’Hirondelle
9.0 COUNCIL REPORTS
10.0 CORRESPONDANCE
11.0 INFORMATION ITEMS
11.1 SAEWA 2019 Year End Report 11.2 Municipality Sustainability Initiative (MSI) Allocation Estimates for 2020 11.3 Budget – Special Council Meeting, December 16, 2019
12.0 CLOSED MEETING
12.1 Civic Square Request for Expression of Interest – Procurement Overview – K. Hastings (FOIPP Sections 23, 24, 25 and 27) 12.2 CAO Evaluation (FOIPP Sections 16, 17, 23 and 24)
13.0 ADJOURNMENT
2 | Page Town of Coaldale Regular Council Meeting Agenda – December 9, 2019
AGENDA ITEM #: 3.1
REGULAR COUNCIL MEETING MINUTES NOVEMBER 25, 2019 – 2:00 P.M. COUNCIL CHAMBERS
PRESENT: Mayor K. Craig Councillors D. Lloyd, J. Abrey, R. Hohm, B. Pauls, B. Simpson, B. Chapman Administration/Staff K. Hastings, S. Croil, J. Radford, M. Vanrobaeys, A. Fehr Recording Secretary L. Unger Delegates L. Hutchinson
ITEM 328 1.0 CALL TO ORDER
➢ Mayor Craig called the meeting to order at 2:00 p.m. Councillor Chapman was absent at the start of the meeting.
ITEM 329 1.1 CONFLICT OF INTEREST DECLARATION
➢ Mayor Craig inquired as to whether there were any pecuniary or non-pecuniary conflicts of interest to be declared at the meeting. None declared.
ITEM 330 2.0 ADDITIONS TO/ADOPTION OF THE AGENDA
MOTION 349.19 Councillor Lloyd moved that Council accept the Agenda as circulated. 6-0 Carried
ITEM 331 3.1 REGULAR COUNCIL MEETING MINUTES – NOVEMBER 12, 2019
MOTION 350.19 Councillor Pauls moved that Council accept the November 12, 2019 Regular Council Meeting Minutes as presented. 6-0 Carried
ITEM 332 5.1 2:05PM, DELEGATION – GEM OF THE WEST MUSEUM SOCIETY - L. HUTCHINSON ➢ Delegation commenced at 2:03pm. ➢ Delegation concluded at 2:10pm.
1 | P a g e Town of Coaldale Regular Council Meeting Minutes – N o v e m b e r 25, 2 0 1 9
PAGE 1 OF 3 ITEM 333 6.1 REZONING BYLAW 771-P-11-19 – (1st READING) – S. CROIL
MOTION 352.19 Councillor Simpson moved that Council move FIRST reading of Land Use redesignation Bylaw 771-P-11-19. FURTHER that Council establishes a public hearing date, in accordance with its obligations under section 606 of the Municipal Government Act (2000), for the January 13, 2020, Council Meeting. 6-0 Carried
ITEM 334 7.1 COALDALE CARES BLOOD DRIVE – J. RADFORD MOTION 353.19 Councillor Lloyd moved that Council approve the declaration of December 1 to 29, 2018 as the “Canadian Blood Services’ Coaldale Cares Give Life Holiday Campaign. AND THAT Council approve a $150 donation to the campaign to help provide a prize for the Coaldale Cares Blood Drive. AND THAT Council designate Deputy Mayor, Briane Simpson, to attend the event as a representative of Coaldale and to serve as a media spokesperson. 6-0 Carried
Councillor Lloyd exited Council Chambers at 2:21pm and re-entered at 2:24pm.
ITEM 335 8.1 PUBLIC ENGAGEMENT SUMMARY – MAIN STREET – S. CROIL
MOTION 354.19 Councillor Simpson moved that Council receive the Public Engagement Summary of Main Street as information. AND That Council approve the use of the community feedback in the detailed design of the street-level elements of the project as much as is practically achievable, with specific reference to the summary of results shared in this staff report. 6-0 Carried
ITEM 336 11.1 BARONS-EUREKA-WARNER FCSS – OCTOBER BOARD MEETING MINUTES
MOTION 355.19 Councillor Simpson moved that Council receive the Board Meeting minutes as information. 6-0 Carried
2 | P a g e Town of Coaldale Regular Council Meeting Minutes – N o v e m b e r 25, 2 0 1 9
PAGE 2 OF 3 ITEM 337 12.0 CLOSED MEETING
MOTION 356.19 Councillor Pauls moved that Council go into closed meeting at 2:32 p.m. 6-0 Carried
In addition to Council and the CAO, the following persons were in attendance during the closed meeting session to provide information and/or administrative support: none.
Councillor Chapman entered Council Chambers at 2:44 p.m., for the duration of the meeting.
CAO Hastings exited Council Chambers from 2:45 p.m. and returned at 3:05 p.m.
MOTION 357.19 Councillor Hohm moved that Council come out of closed meeting at 4:28 p.m. 7-0 Carried
ITEM 338 12.1 DEVELOPMENT PROPOSAL – K. HASTINGS (FOIPP SECTIONS 23, 24, 25 AND 27)
MOTION 358.19 Councillor Hohm moved that Council receive the Development Proposal as information. 7-0 Carried
ITEM 339 12.2 CAO EVALUATION (FOIPP SECTIONS 16, 17, 23 AND 24)
MOTION 359.19 Councillor Hohm moved that Council receive the CAO Evaluation as information. 7-0 Carried
ITEM 340 12.3 CAO REPORT – K. HASTINGS (FOIPP SECTIONS 16, 17, 23 AND 24)
MOTION 360.19 Councillor Hohm moved that Council receive the CAO report as information. 7-0 Carried
MOTION 361.19 Councillor Hohm moved that Council adjourn at 4:29 p.m. 7-0 Carried
______Kim Craig, MAYOR Kalen Hastings, CAO
3 | P a g e Town of Coaldale Regular Council Meeting Minutes – N o v e m b e r 25, 2 0 1 9
PAGE 3 OF 3 AGENDA ITEM #: 4.1
Request for Decision DECEMBER 9, 2019 REGULAR COUNCIL MEETING
PUBLIC ENGAGEMENT & INFRASTRUCTURE ANALYSIS – COALDALE POOL
PURPOSE:
In response to the critical equipment failure which resulted in the closure of the Coaldale pool for the balance of the 2019 summer, Council, at an emergency special Council meeting on July 18, resolved:
MOTION 219.19 to not reopen the Coaldale outdoor pool again in 2019, and to defer discussion on the long-term future of Coaldale’s existing pool to a later date, but after a series of community consultation sessions. And further, that Council direct administration to proceed with implementing the shuttle program from Coaldale to an external site, utilizing the assistance of the Town’s lifeguards, as quickly as possible. 7-0 Carried
In fulfillment of the above noted resolution, administration engaged in a series of public consultation initiatives in order to gather public input to better understand the desires of Town residents with respect to how to proceed with a variety of possible pool options (and associated costs) over the near and long term. This report provides an outline of the feedback received from that consultation.
In addition to public consultation, Town Staff have engaged with engineering professionals to provide a more detailed analysis of the costs and timelines associated with fixing the existing pool facility, should an interim solution be a direction Council wishes to pursue. That information is also outlined as a feature of this report.
PUBLIC ENGAGEMENT SUMMARY:
In order to gain as much feedback as possible, in person public engagement sessions were held on evenings and weekends in October, 2019; additionally, feedback was gathered through an online and paper-based survey over the month of November, which was promoted through various mediums.
Due to the relative complexity of the issue and the lack of clarity with respect to both the issue at hand and the long term cost implications of various pool
PAGE 1 OF 69 construction/reconstruction options, the various forms of public engagement featured an opening presentation of information so as to ensure that feedback received was, in general, cognisant of the various costs associated with the variety of options presented. While each format presented the information in a different way, respondents were asked to provide their input based on the following options (and associated anticipated costs):
1. Do not proceed with any repairs or new construction: this option basically means no municipal pool facility in Coaldale; this option has no associated cost and in fact would result in some long term savings associated with no longer operating a pool at an annual loss. 2. Repair the existing facility: this option has an estimated cost of $250,000 to $300,000 and is estimated to extend the useful life of the existing facility by 3 to 5 years, possibility longer; though the length of time and cost will vary as the existing pool is over 50 years old. 3. Build/Rebuild an outdoor facility of the same approximate size (the “small outdoor” option) with a forecasted capital cost of in the range of $3,500,000 to $4,000,000 and an ongoing operating cost in line with the existing facility (an annual operating deficit of $110,000). 4. Build/Rebuild a larger outdoor pool facility with an anticipated capital cost of $6,500,000 to $7,000,000 and anticipating a small increase in ongoing operating expense. 5. Construct an indoor facility with a smaller footprint and limited amenities (the small indoor option) a projected capital cost of in the range of $10,000,000 to $12,000,000 and an ongoing operating loss in the range of $600,000/year. 6. Construct a large indoor facility with modern amenities similar to recent projects in Wetaskiwin etc. (the large indoor option). This option would have a capital cost of approximately $25,000,000 and an ongoing operating loss of $900,000/year.
In addition to the information provided with respect to upfront capital and long term operating costs, the public was provided with estimates for the projected tax impact of each scenario, assuming the full cost of each product was born by the municipal residential tax base and born completely by the residents of Coaldale (no grants, outside assistance). This was determined to be the most prudent path given the variability of the availability of outside funding sources, especially over the shorter term. Staff does recognize the need to pursue other funding opportunities in the event that a major capital project path is chosen, however in terms of long term planning it was determined that assuming those funds would be available would not be advisable.
Feedback received from the variety of means (in person, online, paper based) can be summarized as follows:
1. Residents by-and-large do not support the concept of not having a pool; having some sort of aquatics facility available in Town is a clear priority for the community, with a preference for moving quickly to ensure that some sort of facility is available as soon as possible. 2. There is no consensus as to which option is the best path forward for the Town. While approximately 50% of online/paper based survey respondents indicated some level of approval for pursuing an indoor option, the most common single
PAGE 2 OF 69 response to that question was STRONG DISSAPROVAL at around 30%. Additionally, feedback received from the in-person consultation favored lower cost options. 3. Those that engaged in the consultation process found it useful, and found the information with respect to various options enlightening. Approximately 90% of online respondents found that their concerns were addressed as part of the consultation process.
The results of the online portion of the survey are provided as an attachment to this report.
INFRASTRUCTURE ANALYSIS: REPAIR OF EXISTING POOL FACILITY
In October 2019, staff engaged MPE engineering to provide a detailed—and updated— analysis of the requirements associated with making the existing pool facility operational again. MPE engineering in turn gathered information from professionals in the field of commercial pool equipment, repair, and construction and have provided a report on the facility which is attached to this document.
The attached report provides a “price to supply and install a replacement filtration system alongside any other required and associated equipment. The updated system will be capable of turning over the pool water twice as quickly as it can presently, in line with updated AHS pool standards.” Additionally, the price quoted includes repairing the leaking skimmer’s, demolition and removal of existing equipment, electrical, relocation of boilers, diffusers, etc. The updated system requires a 2 filter model replacing the existing single filter; space constraints in turn will require relocation of the boiler. Additionally, the report recommends assuming annual maintenance of $20,000/year for patching the liner and skimmers in order to ensure the useful life of the facility is properly extended.
Staff is pleased that the estimated cost associated with this project is somewhat below original estimates at $227,200, however, staff also notes that the provided 15% contingency built into that price may be light given the potential unforeseen issues associated with repairing infrastructure well past its expected life expectancy. For that reason, administration recommends considering a 35% contingency be included in the budgeted amount should the project be approved so as to allow for administration to handle minor unforeseen issues should they arise in a timely manner. This would bring the budgeted amount for the project to $265,000 (which remains on the low side of initial estimates). Assuming this provides 5 years of additional life, the cost of the original capital expenditure plus $100,000 for maintenance over that period, the annual cost associated is approximately $73,000/year. Alternatively, pursuing the construction of a new smaller outdoor pool option (forecast at $4,000,000) and assuming a 40 year life expectancy with $0 for major maintenance would be $100,000/year; for this reason repairing the existing facility may be the most cost effective measure available to the community, at least over the shorter term.
PAGE 3 OF 69 RECOMMENDATION:
1. THAT Council accept the report and on public engagement and attached survey results as information. 2. THAT Council accept the report on repairing the existing pool and attached engineering report as information. 3. THAT Council direct administration to engage in an RFP to fix the existing pool in line with the report provided from MPE engineering – acceptance of submitted bids only if in line with budgetary approval.
Respectfully Submitted:
Cameron Mills, MBA Spencer Croil, RPP, MCIP Justin MacPherson, CET Manager of Economic & Deputy CAO Director of Operational Community Development Services
Attachments
PAGE 4 OF 69 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Town of Coaldale Pool Brief & Questionnaire 549 responses
A er watching the previous video, would you say your questions/concerns have been adequately addressed with respect to Coaldale's current pool situation? 549 out of 549 answered
Yes 91% / 502 resp. 1
No 8% / 47 resp. 2
Understanding the details of Option #1, No pool or fix the existing pool...
549 out of 549 answered If Option #1 were the community's final choice, which route would YOU prefer the most?
Fix the current pool 59% / 328 resp. 1
Find alternative solutions using other nearby communities 22% / 124 resp. 2
Do nothing/impartial/undecided 17% / 97 resp. 3
https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print PAGE 5 OF1/21 69 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #1, No pool or fix the existing pool... 549 out of 549 answered
Do you believe Option #1 adequately addresses YOUR priorities, preferences, and desires for a pool in Coaldale?
2.6 Average rating
35% 15% 20% 12% 15% 197 resp. 83 resp. 114 resp. 70 resp. 85 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 6 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 2/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #1, No pool or fix the existing pool... 549 out of 549 answered
Do you believe Option #1 adequately addresses THE COMMUNITY'S priorities, preferences, and desires for a pool in Coaldale? 2.3 Average rating
35% 25% 17% 11% 10% 195 resp. 141 resp. 94 resp. 64 resp. 55 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 7 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 3/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #1, No pool or fix the existing pool... 549 out of 549 answered
Do you believe Option #1 adequately addresses THE COMMUNITY'S current and future needs from an ECONOMIC PERSPECTIVE (value of amenities per $ spent, tax implications, construction costs, etc.) 2.6 Average rating
31% 17% 22% 16% 11% 170 resp. 98 resp. 124 resp. 92 resp. 65 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 8 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 4/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #1, No pool or fix the existing pool... 549 out of 549 answered
Do you believe Option #1 adequately addresses THE COMMUNITY'S current and future needs from an COMMUNITY PERSPECTIVE (demographics of our community, future growth, current/future needs/desires, etc.) 2.1 Average rating
48% 20% 13% 7% 9% 267 resp. 111 resp. 76 resp. 43 resp. 52 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 9 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 5/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Overall, how convinced are you that Option #1 is the best option the Town should take to address our pool situation? 549 out of 549 answered
2.2 Average rating
50% 15% 8% 12% 13% 277 resp. 84 resp. 47 resp. 69 resp. 72 resp.
1 2 3 4 5
Not at all convinced Neutral Absolutely convinced
PAGE 10 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 6/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #2, New outdoor facility (small or large)... 549 out of 549 answered
If Option #2 were the community's final choice, which route would YOU prefer the most?
Large Outdoor (~$140 per year tax increase) 45% / 251 resp. 1
Small Outdoor (~$75 per year tax increase) 30% / 167 resp. 2
Impartial/undecided 23% / 131 resp. 3
PAGE 11 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 7/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #2, New outdoor facility (small or large)... 549 out of 549 answered
Do you believe Option #2 adequately addresses YOUR priorities, preferences, and desires for a pool in Coaldale?
2.9 Average rating
24% 14% 21% 24% 15% 134 resp. 81 resp. 116 resp. 134 resp. 84 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 12 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 8/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #2, New outdoor facility (small or large)... 549 out of 549 answered
Do you believe Option #2 adequately addresses THE COMMUNITY'S priorities, preferences, and desires for a pool in Coaldale? 3.0 Average rating
18% 15% 26% 25% 14% 101 resp. 87 resp. 144 resp. 138 resp. 79 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 13 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 9/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #2, New outdoor facility (small or large)... 549 out of 549 answered
Do you believe Option #2 adequately addresses THE COMMUNITY'S current and future needs from an ECONOMIC PERSPECTIVE (value of amenities per $ spent, tax implications, construction costs, etc.) 3.0 Average rating
19% 15% 25% 27% 12% 105 resp. 87 resp. 139 resp. 148 resp. 70 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 14 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 10/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #2, New outdoor facility (small or large)... 549 out of 549 answered
Do you believe Option #2 adequately addresses THE COMMUNITY'S current and future needs from an COMMUNITY PERSPECTIVE (demographics of our community, future growth, current/future needs/desires, etc.) 3.0 Average rating
20% 15% 22% 27% 14% 114 resp. 84 resp. 121 resp. 150 resp. 80 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 15 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 11/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Overall, how convinced are you that Option #2 is the best option the Town should take to address our pool situation? 549 out of 549 answered
2.8 Average rating
25% 17% 21% 20% 15% 141 resp. 95 resp. 117 resp. 113 resp. 83 resp.
1 2 3 4 5
Not at all convinced Neutral Absolutely convinced
PAGE 16 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 12/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #3, New indoor facility (small or large)... 549 out of 549 answered
If Option #3 were the community's final choice, which route would YOU prefer the most?
Small Indoor (~$390 per year tax increase) 48% / 267 resp. 1
Impartial/undecided 26% / 147 resp. 2
Large Indoor (~$700 per year tax increase) 24% / 135 resp. 3
PAGE 17 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 13/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #3, New indoor facility (small or large)... 549 out of 549 answered
Do you believe Option #3 adequately addresses YOUR priorities, preferences, and desires for a pool in Coaldale?
3.3 Average rating
25% 8% 11% 22% 32% 139 resp. 47 resp. 62 resp. 125 resp. 176 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 18 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 14/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #3, New indoor facility (small or large)... 549 out of 549 answered
Do you believe Option #3 adequately addresses THE COMMUNITY'S priorities, preferences, and desires for a pool in Coaldale? 3.3 Average rating
20% 7% 16% 28% 26% 113 resp. 43 resp. 91 resp. 158 resp. 144 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 19 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 15/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #3, New indoor facility (small or large)... 549 out of 549 answered
Do you believe Option #3 adequately addresses THE COMMUNITY'S current and future needs from an ECONOMIC PERSPECTIVE (value of amenities per $ spent, tax implications, construction costs, etc.) 2.9 Average rating
29% 11% 18% 20% 19% 163 resp. 62 resp. 101 resp. 115 resp. 108 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 20 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 16/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Understanding the details of Option #3, New indoor facility (small or large)... 549 out of 549 answered
Do you believe Option #3 adequately addresses THE COMMUNITY'S current and future needs from an COMMUNITY PERSPECTIVE (demographics of our community, future growth, current/future needs/desires, etc.) 3.4 Average rating
19% 7% 14% 26% 31% 109 resp. 40 resp. 81 resp. 144 resp. 175 resp.
1 2 3 4 5
Not at all Neutral Absolutely
PAGE 21 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 17/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Overall, how convinced are you that Option #3 is the best option the Town should take to address our pool situation? 549 out of 549 answered
3.1 Average rating
29% 7% 12% 22% 27% 164 resp. 41 resp. 67 resp. 125 resp. 152 resp.
1 2 3 4 5
Not at all convinced Neutral Absolutely convinced
Beyond the options we've presented today, do you have do you have any other suggestions about how we might be able to address the pool situation?
549 out of 549 answered
Yes 23% / 130 resp. 1
No 76% / 419 resp. 2
PAGE 22 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 18/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Do you feel your questions, concerns, and thoughts have been adequately addressed through our exercise today? 549 out of 549 answered
Yes 86% / 477 resp. 1
No 13% / 72 resp. 2
A er completing this exercise, do you feel more or less certain about what you would consider to be the best option for Coaldale?
549 out of 549 answered
More certain 53% / 292 resp. 1
About the same 41% / 226 resp. 2
Less certain 5% / 31 resp. 3
PAGE 23 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 19/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
Did you watch the entire duration of the Pool Brief video provided at the beginning of this exercise? If not, please let us know why! 549 out of 549 answered
Yes 89% / 492 resp. 1
No 10% / 57 resp. 2
PAGE 24 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 20/21 12/4/2019 Town of Coaldale Pool Brief & Questionnaire
We're sorry to hear you didn't have a chance to watch the Pool Brief video provided at the beginning of this exercise. Please let us know why so we can better assist you next time! 57 out of 549 answered
I plan on watching the video later 26% / 15 resp. 1
The video was too long 26% / 15 resp. 2
I didn't realize the video was important and/or necessary 10% / 6 resp. 3
I don't care 7% / 4 resp. 4
The video quality was poor and/or was inaccessible 7% / 4 resp. 5
I don't trust the information and/or the sources provided in the video 5% / 3 resp. 6
Other 17% / 10 resp. 7
PAGE 25 OF 69 https://letusknowcoaldale.typeform.com/report/RxE0pg/KGnCqpMZY7hJgFZp?view_mode=print 21/21 Please provide us with any outstanding questions or concerns you may have after watching the video.
• Actual costs should be given to fix the current pool
• As a wheelchair user and someone with a disability, the pool MUST be accessible. (Zero depth entry, large family change rooms)
• Did you discuss initial cost budget or already saved for the project? Did you discuss a fact residents will burden the full cost and many cannot afford the additional taxable yearly amount, new land taxes would be $4000 to $5000 average per home no longer affordable to live in this community.
• First, we pay such high taxes in this town and I do not understand where they are going. We have nothing for kids to do in the summer here, we are driving our kids away. My kids use the pool daily, and it was a crappy pool, but it was all we have for them in the summer. Why has no money ever been set aside for the pool. This is very irresponsible of the town not to ear mark money for recreation especially when our pool is so old. If something is not done soon my kids are going to spend next summer very board. Both my husband and I work full time. And we do not have the capability to drive the kids to the city for fun in the summer. This is how kids get into trouble. We also dont have a pool in our back yard so what are they going to do. You are going to see a lot of kids wandering around town coming up soon. This is crappy for everyone. I believe I can give a honest opinion as my kids were using the pool every day during the summer. We have to have a pool in this town. I feel like even with the video you have your decision made to not do anything and it is not fair. Never have I paid such high taxes and for what???
• Have you considered having the pool supplemented by a corporation who would then have the facility named after them and they would then get their name on the building every year for a modest donation. Most major centres are going this route. Also maybe building something that we could start with and build on to in the future so it could expand as our population expands, we need amenities to attract new businesses and residents.
• How could the Town hire staff for the 2019 operating season and not know that the pool was unsustainable for the season?
PAGE 26 OF 69 • I believe our elected town officials need to be far more fiscally responsible. Money should be spent repairing existing infrastructure such as the existing pool and the streets in Coaldale, which are in terrible condition. Everyone knew what the life expectancy of the existing pool was, so money should have been set aside to accomodate repairs when they arose. Also, the residents cannot live with another tax increase, as our taxes are high already. Another thing, for a town the size of Coaldale, there is far too much fat on top. We do not require a full time urban planner or CFO. That is a cost burden that is not needed.
• I don't want a money pit of an indoor pool like Taber has. The only option that would be something I could vote for would be a replacement of our current pool with an outdoor pool of a similar size.
• I don’t understand where the 3 to 5 years comes from for the life expectancy of the 250k repair option. Who gave the low life expectancy? Seems if repaired properly it should last longer??
• I fell another option is available. We could open discussions with nearby communities to see if we could a percentage off for swim lessons,swims, etc if you show a Coaldale address. This will not increase taxes. There are many good facilities nearby. Many in Lethbridge, the Taber aquafun centre ( my personal favourite pool as it’s indoor) and a new facility in Picture Butte as examples.
• I remain concerned about cost.
• I was just curious as to whether or not an indoor pool option was being considered as part of the rec centre development on the North end of town.
• If a new recreation center is being built, why was an indoor pool not part of that plan?
• Its crazy to spend that much money on a pool at the wrong place, just fix the old one. Let people pay for their own pool if they want a pool no use taxing people for services that are not needed in these tough economic times.
• Lethbridge has a pool, so does Raymond and Picture Butte, let them foot the bill
• My concern is how much it'll cost in taxes per person. An indoor pool seems like a great idea when you think about it until you see how much it'll cost each person in the long run
PAGE 27 OF 69 • no mention of education tie ins that maybe available, no mention of new locations, this only addresses costs,
• No thanks
• Nothing is mentioned about dismantling the pool and selling off what can be salvaged and forgetting about a pool altogether.
• Obvious main concern is the amount of money it will cost per residents of Coaldale, when our taxes are as high as they are in the area. Why a town hall is considered, when there are no rec facilities that accommodate the size of this growing town
• Really, after spending $60,000 dollars for the hill of weeds by the DQ on Hiway 3, you think you need to add $700 plus to our tax bills for a indoor pool. Perhaps try some fiscal restraint.
• Some communities share the pool with other facilities to give opportunity for rehab and seniors
• The numbers stated in the voice over a quite a bit different than the numbers on the slide (up to $100 000 a year difference). Is this intentionally meant to mislead those watching? What do the options actually look like? What exactly are you comparing this proposed facility to? Where exactly are you gathering these numbers, you stated from several documents but never reference where the numbers come from on the slides?
• The project cost in this terrible economy is unbelievable.All that will be accomplished is the raising of our taxes and the exodus out of Coaldale of taxpayers.There is no consideration for the cost that is going to be incurred and and that the taxpayer of Coaldale has been saddled with costs for the rec centre plus other projects that this council can dream up.
• The town needs to address why maintenance had been ignored for the past 5 years. Was this at the CEO's direction? Could things be done better in the future? Why build anything new if we aren't taking care of it anyways?
• There was talk of incorporating an indoor pool with a new High School, why is that option not included in your survey. Part 2 of that question would be if it was included in the new High School would it not be eligible for Government Grants ?
PAGE 28 OF 69 • Total financial mismanagement have brought the town to this point
• We have heard that you want to build it out north of town, how do people get there? We have to be careful nowadays with our children alone walking, and seniors can't walk that far, many don't drive but they can still swim. We understand there land to be had on the south side where most of the housing is. Having an expensive pool and no way for people to get to it, is very expensive and a lost cause.
• We’ll done, totalling misrepresenting the situation.
• What a joke!
• What is considered a small pool and what's considered a Large pool. Comparisons?
• what savings plan was put in place by the town to offset costs knowing that it was old and it was nearing the end of its life span?
• What's the operating loss on a small indoor pool? How long are the tax increases projected to last? Indefinitely?
• Why has the town not been saving for this expense? Surely town council should have known the current pool would not last forever!
• Why has there not been any funds started some time ago to replace the pool or look after it? This has been a long time coming, and all I hear is citizens are going to cover the bills with taxes. I did not hear any idea s on how to raise money, or any other brain storming on how to take financial burden off the town. It was just it costs it costs and it costs. There are also many communities and every place has a pool, so what research has been shown how other towns and cities are supporting pools. I feel your video is a scare tacktic to get people to vote for less $$ to be spent, and not provide a great place for families and people of coaldale. Or the town has a agenda and the video is making a statement for what they want to see happen. Corruption! Not enough work or planning! It’s just too easy to say we will just tax you! When taxes in coaldale are already sky high and unbearable, if they get any higher we might as well move to a place that runs a town better and has stuff for families and citizens future! Do better
PAGE 29 OF 69 Beyond the options we've presented today, you have any other suggestions about how we might be able to address the pool situation?
• $15-30 million on an indoor pool is ridiculous. Get quotes from people that aren’t out there to screw government entities. Look at the Aquatic Center in Barrhead for example.
• A pool is great, but soo expensive. Taxes are really high in coaldale. Ours have gone up $700 in 3 years. If we get a pool, please dont raise taxes but look into cutting back other expenses. Some examples are the running/staffing of the museum. Not a lot of interest for a small town museum. Things like revitalizing downtown, bigger town office (maybe use the gem museum if you need a bigger location...) coaldale is not a tourist atttraction so I'd rather money go to useful things. But please no pool if it means higher tax or another rec 'levy' Thanks!
• A small indoor pool (25 meter) would be best as it would offer year round opportunities for lessons and recreational swimming. Most adults and seniors would prefer the option for lane swim or waterfit classes, and a small pool could accommodate both of these activities as well as provide options for children, schools and community groups. An indoor pool could also provide employment options for locals, leadership opportunities for youth, and meaningful activity for those who don't play hockey or school sports. Community events could be hosted and help to generate revenues along with admission fees and season passes. Something similar to Stan Siwik or Fritz Sick in Lethbridge would be ideal. We would not need a competition sized pool (town doesn't have the other amenities to support when Lethbridge is so close), or a wave pool, lazy river or any other "fancy" feature that is available in Lethbridge. The current outdoor pool would have been fine if it had been maintained and infrastructure was more modern, but a short term fix will not solve the overarching issues, as it would still only be operational during the summer months and would not be worth the investment. It is not appropriate for our community to have NO pool options, and the current state of the outdoor pool should be pushing us to consider a small indoor pool at the very least.
PAGE 30 OF 69 • Absolutely do not build the indoor facility. With an anticipated tax increase suggested, people will move from Coaldale. There are a lot of people on fixed incomes who cannot afford a tax increase of such magnitude, nor do lot of people even use this facility.
• Absolutely on the previous questions regarding what type of facility Coaldale needs, but.... strongly disagree with the costs responsibility associated with this option. Reign in your spending, stop spending foolishly, no more unjustified salary increases. The financial irresponsibility of this council is appalling!
• Again, trying to “scare†taxpayers with $700 increase in taxes . Perhaps the better question to pose would be.... “How did the Town of Coaldale operating budget (Including salary increases) skyrocket in the past few years with increased tax revenues (new subdivisions) and no new services or amenities offered (no pool; old rink). You people should be ashamed of yourselves!
• An indoor public swimming pool would not only serve young families in our community. The benefits of having access to a properly designed pool would also provide older adults in the community. Exercise is the #1 recommendation for aging well, it is also one of the best exercises for chronic diseases. AHS offers therapeutic interventions including pain management groups in Lethbridge pools. A properly designed indoor pool could offer our communities seniors much needed options for aging in place.
• Any possibility to incorporate into recreation center in the north west?
• Any sponsorship? Grants? What about private funding or acquiring money through advertisement around pool?
• As a home owner in the town that will probably never use the pool if we fixed or built one we need to have a pool. You will not find a town of 9000+ anywhere that doesn't have a pool. What will this say about our town if we don't? Will this stunt our growth? Just get it done.
• As described above I believe we can open discussions and come to agreements with one/ several nearby pools for Coaldale residents to receive a discount or the like. My first choice is the Taber pool as it is indoor so can be accessed all year and is not a long
PAGE 31 OF 69 drive. It is an excellent family facility complete with what most people look for: a sauna, hot tub, lane swims, swimming lessons, classes, a slide, a kid pool and a wading pool for infants as examples!
• As far as cost, could there be some support from surroundings farmers or businesses to lower the cost to residents? Coaldale businesses could contribute too!
• As stated, ensuring the pool is fully accessible to all users, including those with disabilities is fundamental, as the current pool was not when it was operational. The pool should be zero depth entry (as with Henderson Pool), or at the very least, the facility should have a lift to assist disabled users to enter). There should also be large private family change rooms so spouses can go in with their disabled partner to assist them to get ready for the pool.
• Build an indoor rec center/ pool that can create jobs and business have a hall attached to rent out and concession stand office/meeting rooms . Ir doesnt have to be fancy , just a pool similar to Taber. It helpful for families that work full time, a place for kids to go instead of hanging out vandalizing and stealing. less traveling and car accidents for swim lessons year round .. kids can get there themselves via bike or walking.
• Build big indoor pool, do not increase tax as they are high enough. Cut unnecessary staff/projects. Taxs in this town is starting to get out of control
• Build skate park or something there that can be used more by kids who can't pay a fee to get into a pool. Is is also functional for several months instead of a pools measly 2 months. Also, if there's monies available, update the dog park and put some fun training or agility equipment in there.
• Build the indoor pool, but extract more $ for covering operating cost by charging slightly more than a typical public pool. Generally, pool drop in fees are fairly inexpensive. I think it’s reasonable to bump that $/visit fee up from traditional $5- 7 rates. Users willingness to pay should realistically be $10-15.
• Build the outdoor poo; in a way that it could be converted to an indoor pool in the future.
• Cancel the new Town office building, lower the top executive managers salaries.
• Coaldale is in much higher need of an additional ice surface for minor hockey / figure skating / pond hockey than a pool. Indoor facility is too expensive and an outdoor
PAGE 32 OF 69 option is only really used for 3 month of the year. We have young children and would prefer to swim at neighboring communities such as Taber or Stirling and let those communities pick up the tab.
• Conduct a municipal competitiveness study to determine areas where the town can save money, such as areas where the private sector could do the work at a more efficient cost. Also, examine areas where the town can align positions and wages competitive to the private sector. Third, be open and encourage more economic growth without discrimination on moral principals (example, VLT's, heavy industry & cannabis shops). If the town can employ a competent business acumen to the operations, there will be more money saved to fund major projects. Coaldale has very high taxes for a low level of service compared to other communities of similar size. We should be able to have an indoor pool without raising taxes upwards of $700 per year - that clearly tells me there is gross mishandling of finances.
• Corporate dollars/sponsorship
• Corporate sponsors
• Could some of the cost be covered by government grants? Our wonderful Kinsmen do great things for Coaldale, would they be wiling to help? If we can allocate monies from other sources to offset the cost, what decision would be made then? Is it not in Coaldale' best interest to keep a pool, as already so many people go elsewhere for certain activities.
• Could we combine a pool with the planned rec facility? If option 3 is chosen perhaps there could be cost savings in combining the pool and rec center.
• Could we consider doing an initial or ongoing fundraiser for the pool in cooperation possibly with the Kinsmen like the playground projects?
• Currently with the population that we have in Coaldale, the most cost effective option would be fixing our current pool. We are so close to Lethbridge let them have the cost of the indoor pool.
• Do more research, a lot more. See what surrounding communities did, like taber, Raymond and see what other communities our size pay for taxes. Fire those making poor decisions for coaldale and being loose with the money and budget. Fire those who sit around and do nothing. Come up with better money management. It’s a
PAGE 33 OF 69 whole picture not just a pool, as we have no room in our schools either for a growing community. Make citizen committees so it’s not council and the towns choice lets do what the citizens want, who pay extremely high taxes. Do better! Care!
• Do nothing to the old pool, fundraise or find other avenues for funding of new indoor pool which could be utilized year round rather than 10 to 12 weeks
• Do nothing. There are enough pools within a close drive. Pools seem to be uneconomical for Towns of our size to be funded on the backs of taxpayers.
• Don't spend money
• Evaluate and collect data on usage of the current pool in summer 2020 (assuming repairs are accomplished) to determine need for larger facility. Hopefully get 2-3 years out of current facility! Please consider major repairs to/overhauling current facility for even more longevity (5-10 years??) until business sector in Coaldale grows.
• Figure out how we can get an indoor pool without the large amount of tax increases for all the citizens of Coaldale. We already pay high taxes. Can we do fundraising or find funding for this to help costs? An indoor pool is needed as our community is growing, however that is a huge increase for tax payers
• First, the town should step back and start over again on recreation planning. Cancel the indoor soccer stadium, the government is not funding the high school anyways. Take those allotted fund and remodel the costs of a new indoor pool. In my opinion, town management is against the pool in general as they would rather pursue other projects in order to fulfill there own agenda/ build their resume. The town manager should be removed from all discussion and an independent auditor should be brought in to investigate the different costs/ options/ what has occurred in the past (ignoring maintenance). A pool would benefit the young and old, the currently planned recreation center caters only to special interest groups. Locate an indoor pool near the lodge and hospital so access is easy for our seniors/ retirees. Well worth a tax increase to have something in this town for everyone.
PAGE 34 OF 69 • Fix the existing pool NOW!! Then get started on the large outdoor pool in a central location east of the rink perhaps . Have this completed so there is a seamless transition from the old pool to the new pool. This should have been priority many years ago , very poor decisions being made in the the past few years . Spending big money on offices over the youth of coaldale is just one example! Time for some action !
PAGE 35 OF 69 Do you feel your questions, concerns, and thoughts have been adequately addressed through our exercise today?
• 403 9152020 • Accidentally hit no. Everything seems great! • Again, i think the pool's central, bikeable location makes it accessible to kids in the community all summer long, contributing to vital childhood independence. Losing the pool would be a huge loss and would change the character of the community. • Again, total financial mismanagement of resources leading to this totally based survey
• Based on a previous survey the option to combine a new high school with an indoor rec facility was an option, why now is it not. Also it seems unreasonable to ask each household to pay more to have a pool, our taxes are already higher than Lethbridge. • Based on they way the survey is structured, it is obvious that the Town does not really want input as to which way to proceed with this issue. They will simply continue to mismanage our tax dollars diverting them to salaries with no services rendered. You should be ashamed, • Biased questions not at all reflective of the situation. • Biased survey questions • By sending us to other communities for swim lessons, pool needs etc we in turn are getting our groceries there, getting gas while waiting etc....which is taking money out of our own town. The outdoor pool is really the only family place, for kids not old enough to have jobs, for a regular summer activity. • Can we also get residents in the county to pitch in to a Coaldale pool through their taxes as well so it’s not just a burden on Coaldale residents. • Do better! • Does the town coffers have a sustainable balance to put forward? • Don't spend money • How long would the tax increase last and why they cant cut spending elsewhere. Other communities of similar size have more amenities for what we pay now, or less taxes for about the same facilities. • How many quotes do we have on the repairs and possibly new builds of a pool? • I am pretty sure you have made up your mind already. And that upsets me very much. • I believe it is early and you don't want an in depth conversation and all the particulars at this time...so will expect more detail in future.
PAGE 36 OF 69 • I believe there are govt grants that the Town has not looked into or applied for, also mismanagement of recreational funds giving to town already from govt • I didn’t like how the survey guided me through the options. The survey didn’t offer any choices such as disagree with the answers provided. The way the survey was setup gives the town of Coaldale a way to say residents agreed when in fact the residents were not given any choice to disagree with any question. Survey needs To have these options to be a real survey. The residents deserve the choice • I dont believe that the people on town council adequately represent the opinions and concerns of the community • I dont think your telling us everything...there is certain monies you font mention that u receive for each family in town already from the government that supposed to ho towards activities for families. Or where the money is coming from for the school that still hasn't been approved yet.but still building and covered field that u were hoping the new school would help pay for. No one asked for that. Then paying a company to clear out a portion of main street to build a new fancier town hall for u so u can rent it out with out tax dollars . Why dont you keep that money and build something we actually need like a safe place for children to play and stay out of trouble and stay away from drugs . I'm sure the way u blow money on stupid stuff no one agrees with or needs u can do renos on the current town hall How about transparency for once . Be honest • I feel like no one is thinking about the added burden for home owners to pay for a new facility • I feel like we are spending or thinking of spending too much money on these extra things when the tax base cannot handle it. And don’t want to handle it. I would rather see us prosper in other ways, with upgrades to the town in roads and lighting. Just fix the existing pool so that it works for the kids and they don’t have to go another summer with nothing to do. We live close enough to lethbridge they can go enjoy a larger pool as a treat, rather than a necessity. This is a small town. Our expectation is NOT to be having big city extras. We can enjoy what we have. And know that we can afford it. Spending money you don’t have is a sure fire way to get yourself into wayyyy bigger problems that have bad solutions. Please seriously think about the consequences of overspending, especially if it’s only for the ability to talk about having new facilities. Thank you Cheryl Thomas [email protected] • I feel that to address the needs of our growing community, a multi recreational facility would be a better use for our town!
PAGE 37 OF 69 • I just wonder if our tax dollars are being used to the best of their potential. A new rec Center is being built with amenities we already have. There are multiple schools and churches in town with perfectly good gyms to rent and a community Center to have receptions. My young family won’t use a rec Center but we’d use a pool every week, we already drive to Taber 2x a month to use their pool. I think • I meant to select yes. Sorry • I think as per past example this excersize is to passify the community at large and the elected officials will do exactly as they please. If money was something the council had issues with they would stop buying up downtown property and they wouldn't have pushed thru extra taxes of a new high school that wasn't pre approved by the paliser school division. Kate Andrews is not full and they cannot justify a new school when the old one isn't at capacity as there is no need shown. Please run the community as a business not a personal playground. • If you decide to not go ahead with fixing the existing or building a new pool, do you have options for implementing activities for the town's youth to participate in. There is very little for children/youth to do in Coaldale for recreation. Also, do you have plans to assist those in Coaldale with no mode of transportation to access recreation? If we have not used the budget for the pool this year, where has that tax money gone? • Independent verification of numbers. Also, the fact the school is not funded should be part of this conversation. • It wasn't clear enough that the pool cost was per person. $300- $700 in new annual cost per person is absolutely crazy. • Making decisions based on wants is dangerous • No room for why or why not. PLEASE, no tax increase! Plus, the average household would be spending way too much money for just swimming before they even set foot in the water.... besides the tax increase, we would also have to pay a per use or pass fee. • no yes or no questions, seems questions asked steer people in answering to follow the councils desires and not the community • not a lot of discussion into not fixing the pool and rather creating a recreational center. • Nothing was addressed about the cost savings by not having a pool at all! • Questions on survey are directing a pre-determined town admin outcome. Basic question are you in favour of A B C D™ with a simple yes/no response should have been included rather than impartial/undecided. Two completely unconnected words for a response • some of the questions are too vague to answer with any kind of clear direction
PAGE 38 OF 69 • Taxes in Coaldale are already high enough seniors can't afford those extravagant hikes for a swimmining pool • The best decision would be to fix the current pool as soon as possible, so the kids have a place for summer activity as well as lessons. In the meantime, planning and building the new outdoor pool should be taking place. While I feel that a large outdoor facility is the best long term option for our town, I also feel that it it unacceptable to make a decision that means we have no faciltiy for more than one season.There should be priority put on minimizing the downtime as much as possible. This is the least that our current council and administration can do to make amends for the poor management of the maintenance, repair, and ultimate replacement of our current facility. There really is no excuse or reason why we are in this situation , if past councils and administration has properly planned for such a vital community service. • THE COST OF A POOL IS PART OF OUR RESPONSIBILITY TO PROVIDE RECREATIONAL SERVICES TO OUR PEOPLE!!!! IT CANNOT BE CONSIDERED IN A PROFIT/LOSS MODEL, IT SIMPLY IS PART OF THE COST OF DELIVERING RECREATIONAL SERVICES. I DOUBT THAT THE ARENA PAYS FOR ITSELF EITHER. IT IS NO DIFFERENT THAN PROVIDING ANY OTHER SERVICE. THERE IS NO POINT IN BUILDING SOMETHING THAT MAY BE TOO SMALL FOR THE COMMUNITY IN THE NEAR FUTURE. IF YOU BUILD IT THEY WILL COME! QUIT PUTTING OUT INFORMATION THAT SEEMS INTENTIONALLY DESIGNED FOR FAILURE. DON'T THROW GOOD MONEY AFTER BAD. QUIT THE PROPAGANDA AND BUILD IT ALREADY. I PERSONALLY WILL USE A QUALITY INDOOR POOL ON A REGULAR BASIS, BUT I DON'T WANT TO TRAVEL TO LETHBRIDGE OR TABER TO DO SO. IF TABER CAN, SO CAN WE! (caps are INTENTIONALLY used) • The presentation was leading you to the outcome that has been predetermined by using words that are negative in context like drastic and expensive. The facts were presented in a biased way which does a disservice to our citizens as it is misleading. I have great concerns that this consultation is just a way to check a box to say consultations were done when the decision has already been made behind closed doors. • The questions I left in the first space to ask them. • The towns you are showing us pictures of are they the same size as Coaldale are they as close to a larger center as we are? some people never darken the door of any of the businesses here in this town, do you think they would use a pool? We need to know who would use a pool so you can decide the size, indoor or outdoor.
PAGE 39 OF 69 • There has been a lot of talk of a rec center in Coaldale. It makes a lot of sense to have an indoor pool together with the rec center. The pool MUST be at a centralized location so that children going for swimming lessons can get there independently--- while visiting at the Lodge in summer I see lots of kids (some only 7 or 8) walking to the pool for lessons or for free swim. If the pool were to be built where the old chicken barn is parents would still allow this. However, if the pool is built on the north side of town kids wouldn't be as free to use it independently because of the risk of crossing the highway and tracks. We need a pool in town--last year my 13 y.o. swam 5 days a week, this past summer he swam a total of 11 times including 10 for swimming lessons in Taber. Let's keep the $ from swimming lessons in Coaldale instead of going to other communities--while in Taber I picked up groceries there. We need the amenities in town to keep our dollars in Coaldale. I think that we need a pool like Taber's-----they have numerous activities for all ages and abilities--this would benefit all ages and provide another outing for those from the lodge. I believe that a large indoor pool would be utilized far more than a rec center without a pool. • There wasn't an option for "no pool". • This needs continued discussion before any final decision is made. I think the choice of a multipurpose facility needed to be presented. Stand alone pools are one thing, but multipurpose facilities can really vitalize a community. • Totally biased questions • We have spent enough money • What community improvement grant can be access if any not to take such a hit on our taxes. • You don’t get it... high taxes, no services, although increased tax base with new subdivisions. How many different ways can one say total financial mismanagement. • I believe this could be a combined grant project from the town , AHS , and businesses contributing each a portion to the construction and more importantly the maintainence . AHS should be approached as an indoor facility could be used for physical rehab facility ,and businesses should also be approached as this facility would definitely be an incentive for new hires.If truth be told , I prefer an indoor pool overall ;but I realize practicalities need to be addressed here.Please consider not just repairing the old pool as a permanent thing but please do so with the idea of having a five year plan to get the money for a great new facility by having a money drive with the whole town participating . • I believe we pay enough in property tax. What about a large pool built and run by private sector?
PAGE 40 OF 69 • I do not want my taxes going up anymore than what they already are. Fixing what we have addresses the issue of people not able to travel having access to the pool. If people want the benefits of the indoor facilities, they are within reasonable driving distance. Going forward, maybe looking into a private company to take care of our pools, like how Lethbridge operates their facilities . I mean we have a private contractor collecting our garbage, recycle, and compost, which is a year round job. So why wouldn't it make sense to contract our pool operations, that only run roughly 2 months of the year to someone better suited in that field. • I feel that it should be possible to raise a significant amount of money for a new indoor pool facility through sponsorship, I would be very disappointed if seeking business and local fundraising and sponsors support wasn’t part of the plan • I feel that something similar to the pool in Taber (having family and accessible change rooms, a smaller kid friendly pool thats great for young children and families, and a larger pool that's great for exercise classes and older children) would serve the needs of the community well as community members of all ages would be able to enjoy the facility. A small but well designed facility could certainly meet the town's needs better than our current pool. • I feel that we should fix the current pool so that we can get another 5ish years out of it. And at the same time work on getting grants and donations to build a decent sized indoor pool that could possibly house a swim club, diving club, water fitness, year round swim lessons and a play area for the kids. A pool similar to Stan Swik in Lethbridge but adding a small spray park area. There’s no need to add a gym as we have a good gym already at Twisted Steel. • I have grown up in Coaldale and I see value in a pool for raising families. I think long term an indoor pool will be the direction we need to go. If we can fix the current pool now, then the town can plan and prepare properly for a larger indoor facility for the future, then I feel that would address the majority of the communities needs. Good luck and thank you for helping make Coaldale and awesome place to live! • I have no solutions, but thank you for this survey and the opportunity to contribute. I believe a pool the size of Stan Siwik/Nicholas Sheran is all we need. Nothing fancy necessary. • I have used the outdoor pool 3-4 times a week all summer long for the last 15 years, it is a great pool, especially since the last amenities were added. I believe it can be upgraded for a decent amount of capital and I am sure that if the right people work on the plans, it can even be upgraded to an indoor pool. In addition, there is lots of grass area that doesn't get much use as most of the clients stay on the cemented area, there is lots of space to work with if we want to make any additions. Let's start with what is already in place and renovate/upgrade. Get help from Lethbridge County.
PAGE 41 OF 69 • I suggest we use other pools in the area for a number or years until the money or at least a good portion of it is available to build another outdoor pool. • I think a larger "small" outdoor pool with a tax implication of around a 100.00 per household would give us a better facility • I think an indoor facility with a pool large enough to host events from swimming lessons up to larger swim meets, would suffice. Many neighbouring communities have outdoor water parks with exciting features like slides and spray parks, and as such, Coaldale would benefit from having something different. A good size pool, with a modest area for children would be wonderful. • I think Coaldale should have an indoor pool with other amenities (gym, racket ball, etc) for the residents. We have a diverse community and we’re growing. Seniors, youth, families need a place where they can go to exercise, gather and engage. A year round facility is very much needed in Coaldale. • I think it would be a very good idea to put a swimming pool in with the new recreation centre that is to be built in our town. I saw the rec bldg in Athabasca by the University...It has it's highschool moved up there as well with soccer fields and track. I think it would be nice to have the pool indoors, and eventually a hot tub, lazy river etc....allow for the room but don't break the bank in the first few years... • I think that an indoor pool option is the best but I feel that the town is not taking enough measures regarding the cost and strictly passing cost to citizens. More options for cost should be reviewed alternate funding options researched. Upwards of $700/year is unrealistic and as population grows this should decrease. • I think the "fix the current pool" at a cost of approx. $250k should be completed immediately. The community will have a pool ready for summer 2020 and it will allow the town more time to plan a longer range solution. I feel construction of a new small/large outdoor pool would be wise. I am assuming planning and construction of a pool will take a couple of years. Obviously a new location for a pool would be required, which I feel Centennial Park beside the Hub would be a good location. I do NOT believe a location North of the highway (proposed Rec Centre location) would be good for the community.
• I think the current pool should be fixed so that our kids have something to do this coming summer. Than I think starting first thing next fall it should be upgraded. As much as I would love an indoor pool I can not afford my taxes to keep going up like they already have been. I can not drive my kids to another pool in another town. And i think it should be up to the town to fix this mistake. Raising my taxes, which get raised every year already, is crap. The town is responsible for this and they are the reason it has happened with no money set aside for the future. Our pool is almost 50 years old.
PAGE 42 OF 69 And only had a life spand of almost half of that. This about what the people in town with kids need. Not the people who dont even have kids here.
• I used the pool in Stirling several times this summer for the first time ever and found the facilities and staff to be very good. I was pleasantly surprised. I’m quite happy to save our community the hassle and tax burden of a pool by using other facilities and helping those communities better leverage their assets. That and we’re 10 mins from Lethbridge with a pile of pools to choose from. • I would be interested to know why option 1 is only a five year plan. I would also like to see option 1 working in conjunction with a long term plan. Are there stats that show long-term growth for Coaldale? Is it predictable as to when Coaldale could reach city staus, thus giving greater access to funds for projects like this? To my knowledge we are "only" a few thousand out. Thanks for working so hard to educate the public surrounding this issue and for seeking community input. • I’ll keep my money and swim in Lethbridge. If there was private interest in a pool I would support the town subsidizing a portion. • I’m not sure the best route but indoor would be best for the long run • Include a pool build as part of the planned rec facility • Indoor pool for sure big or small but it must be indoor to provide swimming year round. • Indoor pool/gym/gathering facility partnered with private organization could even draw people from neighboring communities to the town to use the facilities (look at how many lethbridge-coaldale people go to the "Taber waterslides". Currently the new YMCA pool/rec is much FURTHER away from the majority of Lethbridge citizens than Coaldale is. Utilize this. • Is it possible to fix the existing pool and put a roof on? • It is a difficult decision to make based on the money that is needed and how it would effect the tax base. People cannot afford the large tax increases but I feel the need in Coaldale for a new pool. Could fundraisers be organized or most likely several fundraisers to help with the cost of replacing the pool. I know it would not raise the whole amount by any stretch but could help. Trying to think of other options that may help with the cost of a new pool adventure but help keep the tax base lower.
PAGE 43 OF 69 • It seems unreasonable that with a gain of 6000 homes to Coaldale in recent years that the "tax gains" from higher population can't be put towards this project and scrap paving a road in our Industrial area (3 mill). Has anyone check to see if there are any grants available if the indoor pool is incorporated with a new high school. How old is Kate Andrews ( I know people in their 60's that went to high school there). • It would be nice to see a rec Center and pool combo which could serve the needs of the community on a greater level. Something similar to Brooks, AB but possibly smaller. This would allow for rental space for parties, gym space, rock climbing wall etc. and a concession space creating revenue in our own community. We would not be driving away from our community. • It's simply unaffordable to residents, live within your means, residents overtaxed already • Just replace the filter pot • Just wondering how we can afford all the new things happening. Giant firetruck, new fire station, rcmp, rec center(that nobody really wants) and our taxes have not had a very hard hit this past year. Sounds like you can afford more , and are trying scare tactics to get people to vote against something we actually want and need... Just an opinion, of me and many others that have spoken about this... • Look at proper repairs that will absolutely last an adequate amount of time. Taxes are far too high now and I will not pay an increase for a pool I will never use Get grants or have govt. help for this • Look for a business partnership or a large donation/donor like Picture Butte did. The County should be responsible for some of the costs as well • Make it toddler friendly. Have water slides and other fun features. Raymond's pool is nice. • Multi sports plex, needs to have a hockey rink and indoor courts or soccer • No pool. Not financially feasible. Go to Lethbridge or Taber instead. • Not sure what you consider "small" indoor pool but we have the current pool location would it not be possible to demolish that area and build the indoor pool there? Keep the "Sports Complex" all together...Ice arena, curling rink, etc.
Town needs to shelve ideas of a new town office and consider this pool for its residents.
PAGE 44 OF 69 Our taxes are to high as it is and any increase in cost to home owners is not acceptable to me. As much as I currently use the pools in Lethbridge it is better as a cost to majority of population to utilize their services. However if I was consistently utilizing the Leth pools I would spend approximately $600 per year max. I have several revenue homes in Coaldale and the tax increase would be unbearable to pass on to the tenants and with rising costs I could not supplement things any further than I am. Coaldale does not have enough amenity's here as it is and people just drive to Leth now, people relocate to be closer to things, my Aunt and uncle are prime examples born and raised here 2 kids all live in Leth for the only reason taxes are lower and closer to amenity's so that equates to 3 homes, and 2 probable business as it is they still do work her but offices are in Leth closer to the home. We would be better to setup a bus service to Leth with money to support activities, employment and development, at a much lower cost. This would promote larger corporate development that would in turn supply the tax dollars needed to support a proper facility. it is not unreasonable to put a kid on a bus, I lived in south Leth growing up and I took a bus regularly to the north side to swim with friends. The capital costs are projected as an estimated maximum cost this could be reduced with government grants of course and corporate sponsors, if available. I myself would support a large scale development with donated services. I believe this should be tabled and development in business growth would better suit long term at this point and save the expense of continuing with all these studies. We were once told by the mayor that the town does not own any business so they did not care about development in that area, how wrong was that comment, we now have a few people that support commercial development and our population is at a point that will handle it so lets do the right things moving forward. • Partner with a private investor to not have to solely depend on increasing tax dollars for this project? • Partnership • Personally I prefer the large pool idea. The town needs something to grow into. However a smaller indoor pool may in fact work out fine if other amenities were added. An open gym, racket ball court, gymnastics space. Beautiful facility in Red Deer Alberta. Not sure we need to be that large but Coaldale needs some options. We need to find a way to keep people here instead of driving to Lethbridge. • Please see my first set of comments • Provide public transit to other nearby communities that already have existing facilities. Keep our tax dollars down and save up for future considerations while beginning to seek corporate sponsors.
PAGE 45 OF 69 • Raise fees of use of the pool add classes and year round swim lessons bday parties etc to reduce the projected cost for taxes coaldale needs an indoor facility for all ages of residents to experience the health benefits swimming can provide • Rebuild current system and in close the current pool area making it an indoor pool. • Repair the existing pool and plan for a second pool in another south side west end location to be constructed within 5 years. Cost and tax increase for an indoor pool unreasonable in current economic climate and towns low industrial tax base. Numerous great indoor pools with high quality amenities a few miles west of Coaldale. Difficult for Coaldale to compete with those facilities. • Request bids to install a filtration unit above ground for better access for maintenance and repair • Save the money, people will use other communities facilities • Since we need a new ice arena as well, would it be more economical to combine the arena and swimming pool into one facility? • Suggest to fix the existing pool now to last up to 5yrs and in the meantime save or plan for a future facility. • Talk to business owners, farmers in and around the Coaldale area. Another option would be to look at using a life insurance contract to fund the pool. Once the life insurance matures(person dies) the loan would be repaid and the town would be left without debt. Call Nic at C.V. Benefits to discuss this option. 403-360-8038 • The County of Lethbridge and/or private investors should help with the cost of building the pool. Many rural residents shop and participate in activities in Coaldale to help bring in money to the town and businesses. Grants could also be applied for. • The longer we wait the more the build price will increase. Inflation doesn’t get cheaper, it only increases. Better to do this now and start reaping the benefits. • The outdoor pool is a community builder. Coaldale is one of the few communities left where kids have the independence and freedom to ride their bicycles around town and the pool and its bikable location is the heart of it. • The summer is too short for an outdoor pool and it’s never warm enough the town is too small for an indoor pool . Some families never use the pool at all after eight years I’ve never been in that pool • The town should get the existing pool up and running to buy more time to gather information and possible funding sources to contribute to a new facility to replace the existing one without adding a huge tax burden to the citizens. Especially since the town is not getting the most tax dollars from businesses that they could be, and using the money they do have wisely. IE. the new town hall building
PAGE 46 OF 69 • There are many people in the surrounding Lethbridge County that would likely make use of a new pool facility in Coaldale. Would there be a way of partnering with The County to help contribute to the cost of the pool? • There is no mention of corporate partners, fundraising, or a private-public partnership as options for this pool. Why not? I would suggest that since we are a community with a large amount of families that it is time we give them an alternative to stay in Coaldale versus drive somewhere else, especially as we continue to grow. I believe that instead of purchasing land for a large new town office that the focus should be on the needs of the community. Coaldale needs a higher livability factor for our citizens. This is one way to get there. • This town, and it's residents, can NOT afford any significant raising of taxes!!! Do not spend $$ we don't have. This goes for EVERYTHING the town does. Stop spending other people's money now!! • We are a growing community, not only do we need an indoor pool we also need bonus activities at the pool. SALT WATER should be Only consideration! A high school/pool combo would be a disaster! As proven at Chinook High School and WS Library. • We do not want to see tax increases for a new pool. We will take our future children into Lethbridge to use their facilities. • We don't have more money in our current and next years' operating budget and as a whole, people I've spoken to want a new pool but they cannot justify doing this right away, and economically its best to fix the current one until we as a whole town can afford a new pool. I would personally rather have it attached to the new rec centre, within the building itself and use future budgeting, grants and bursaries available in the future to help reduce the overall cost to taxpayers. • We don't need a fancy wave pool or a bunch of slides or wandering rivers. We need a shallow pool for toddlers, 3-4 ft pool for playing around and a deep end with a diving board. • we feel the whole pool idea is too costly and we should join up with a large Lethbridge facility • We just need something to keep busy. We could use a bowling ally, go carts, blazer tag ect instead. • We need an election now; the financial resources of this town have been mismanaged for far too long. • We should save up for a large indoor pool. We can't afford one currently but it would be a great thing to have in the future.
PAGE 47 OF 69 • We would like the current pool to be repaired for an approximate 3-5 year fix in hopes that we would be able to get funding at that time for a leisure center where all activities can be combined under one roof. We feel that if we were to build either an indoor or outdoor pool at this time and have our taxes increase, then if a leisure center is approved our taxes will go up again by a significant amount. We don't think that many will be able to afford this. We feel it would be nice to have a leisure center where everything is located in one area and not have a pool in one area and a rink, etc in another area. • We would love to see a brand new pool facility in Coaldale however it is not the time - we cannot afford tax increases at this time. In five years time we may be in a situation to up taxes. • What a joke; you don’t what to hear from the people. • Why don’t we fix the out door pool we currently have and aggressively raise money, promote and plan the large indoor pool that we could build in 3-5 years. I would love to be involved in raising money and planning of the pool. Please contact me at +14038946584 my name is Ashely Leonard and I have grown up and lived in Coaldale for 16 years. I would love the opportunity togive back to an amazing community. • Why such a HUGE jump from small indoor pool to large? Is there no reasonable middle ground? Seems a ridiculous hike! • Why would we spend 10 million for a rec center that doesnt have a pool you imposed a rec levy of 120 dollars if you cant make a new pool work within that budget dont get a new pool times are tough for alot of families and they dont deserve to have there taxes raised when there are other pools in the area • Would it be economical to cover present pool & repair/replace the old system - then make it more efficient for yr. around use - Lower grade school programs, etc.
PAGE 48 OF 69 PAGE 49 OF 69 PAGE 50 OF 69 PAGE 51 OF 69 PAGE 52 OF 69 PAGE 53 OF 69 PAGE 54 OF 69 PAGE 55 OF 69 MASTER POOLS BY DOMINION POOLS CANADA INC. master pools
INITIALS
December 2 2019
MPE Engineering Ltd. 714 5 Ave S Lethbridge, AB T1J 0V18
Attn: Carl Leenders [email protected]
RE: Coaldale Municipal Pool Pool Upgrades
PROJECT OVERVIEW As we understand it, the town was forced to shut down their pool facility this past summer due to a failure of the existing sand filter. During the time frame of the current winter shut down and leading up to the reopening of the pool in the spring of 2020, the town would like to replace the failed filtration equipment as well as update the existing circulation pump to meet or exceed the required pool turnover rates set forth by the Alberta Health Services guidelines. Our recent visit has allowed us to assess the current site conditions as well as meet with various representatives involved in the project to review specific details regarding the scope of the project. Our pricing has allowed for the installation of the new equipment as well as some minor repair work within the pool basin. Our pricing is based off the installation of the proposed new equipment which can be reviewed in the attached product data sheets. Additional components are available to add semi-automated or fully automated filter backwashing capabilities. Please inquire if these options are of interest.
SCOPE OF WORK • Install new 15HP pump w/ variable speed drive system • Install new dual filter tanks w/ backwashing manifold and butterfly valving. Includes filling tanks with new filter media • Commissioning of new equipment • Epoxy repair to cracks in existing (10) skimmer bodies and install plugs to abandon existing equalization ports
NOT INCLUDED • Electrical services for new pump and VFD • Demolition and removal of existing filter • Relocating existing equipment
PRICING The total fees for the scope of work presented in this proposal is: $ 119,000 + GST PAGE 56 OF 69
#3, 1381 Hastings Crescent SE Calgary, AB T2G 4C8 masterpoolscalgary.com o | 403.287.1660 f | 403.287.0623
P.272 1 MASTER POOLS BY DOMINION POOLS CANADA INC. master pools
Progress payment milestones breakdown as follows:
25% order equipment and preliminary schedule 50% delivery of equipment after installation and commissioning 25% of new equipment
Note: All invoices are due upon receipt
CLOSING This proposal for your consideration is based on information received to date and our interpretation of the level of services required for this project. Please feel free to contact our office should you have any questions or comments. We thank you once again for this opportunity and are pleased to be invited to be a part of your team on this project.
If you are in agreement with this proposal and wish to authorize Master Pools Calgary to proceed with the work described, and for the fee presented herein, we ask that you initial each page of this proposal and sign below. Please email a signed copy to [email protected] or if you prefer, mail to: #3 1381 Hastings Crescent SE Calgary, T2G 4C8.
The Client hereby agrees to the terms and conditions as described in this letter, the attached two-page Service Terms and Conditions, and any other attachments that form part of this letter.
COMPANY / OWNER’S NAME
OWNER / BILLING CONTACT
OWNER / BILLING ADDRESS (including Postal Code)
OWNER / BILLING PHONE #
OWNER / BILLING EMAIL ADDRESS
AUTHORIZED SIGNATURE
PAGE 57 OF 69 #3, 1381 Hastings Crescent SE Calgary, AB T2G 4C8 masterpoolscalgary.com o | 403.287.1660 f | 403.287.0623
P.272 2 COMMERCIAL ACU DRIVETM XS VARIABLE FREQUENCY DRIVE
Save Energy • Save Costs • Save Space • Save Time
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The Acu Drive XS VF drive offers built-in feature that continuously displays the time intelligence for increased performance in remaining until the drive pays for itself. Built all aquatic pump applications. Specified to with powerful standard and optional features save energy, space, costs and time, the specifically designed for energy optimization, Acu Drive XS VF drive is built to be the heart the Acu Drive XS VF drive is perfectly of the pump room. With minimal payback matched with the full line of pumps by time due to energy savings, the Pentair Commercial Aquatics™. Acu Drive XS VF drive is equipped with a
STANDARD FEATURES
• High efficiency up to 98%
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• Integrated disconnects and fusing
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• Real-time clock
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• One drive type for the full power range
• Single Phase input - Three Phase output; Three Phase input - Three Phase output drives available
• Extended warranties
PAGE 58 OF 69
pentaircommercial.com COMMERCIAL ACU DRIVETM XS VARIABLE FREQUENCY DRIVE
Modular design • Cooling concept improves efficiency • Every Acu Drive XS VF drive, regardless of horse power size, has the same user • Reduces contaminants in electronics interface and basic features • Fieldbus options (A-options) • Every Acu Drive XS VF drive is produced Select any common fieldbus protocols and factory tested with a load connected, • Local Control Panel (LCP) as a complete assembly Six-line graphical LCP display • Built-in DC-link reactors reduce • Up to six digital inputs harmonic noise and protect the drive. Integrated EMC filters are also available • Two 0–10 analog inputs to minimize RFI interference • 24V supply option (D-option) (meets EN55011 A2, A1 or B) • Conformally coated PCBs (optional) • Energy savings using an Durable in aggressive environments Acu Drive XS VF drive are achieved with even a modest reduction in speed Ideal Energy Consumption at Varying Speed • Fused disconnect (standard) Contact factory for fused bypass systems
Acu Drive XS VF drive specification 50% Energy • Main supply (L1, L2, L3): • Output data (U, V, W) Reduction Supply voltage 20–240V±10% Output voltage 0–100% supply 20% Speed Supply voltage 380–480V±10% Output frequency 0–120Hz 80% Energy Reduction Reduction Supply voltage 525–690V±10% Rated motor frequency 50/60Hz Energy Consumption % Energy 50% Speed Supply frequency 50/60Hz Ramp times 1–3,600 sec. Reduction • Digital inputs: Speed % Programmable digital inputs (standard) 6 Additional digital inputs with MCB101 2
User-friendly display
Graphical Display Illumination • Informative overview • Illuminated LED lights indicate which • Six lines of display function is active • Graphical or numerical display of Menu Structure information • Based on the field-proven matrix • Readout in user-selectable system used in previous series' drives engineering units • Menu shortcuts access specific • Select from up to 27 languages functions • Backlit for increased visibility • Edit and operate in different setups simultaneously Quick Menus Additional Buttons • User-personalized Quick Menu • Info: an “onboard manual” that • Changes Made Menu displays the provides specific information about parameters to which changes have each parameter been made • Cancel: exits the current parameter •Function Setup Menu provides quick without saving changes The Acu Drive XS VF drive has a Local Control Panel (LCP) that was setup for specific applications • Alarm log: easy access to a list of designed based on user feedback. With a well-structured menu • Logging Menu provides access to all previous alarm conditions system, the Acu Drive XS VF drive ensures fast commissioning and operation history easy access to its many powerful functions. PAGE 59 OF 69 INTELLIGENCE DRIVEN INCREASE PERFORMANCE MAXIMUM PERFORMANCE & SYSTEM PROTECTION
The Acu Drive XS Variable Frequency drive helps maximize system reliability with built-in protection against:
• System overloads • Phase-to-phase and phase-to-ground • Over current • Motor failures • Short circuit • Under voltage • Motor and drive overheating • Ground fault • External fault • Voltage disturbances • Switching on input/output • Over temperature • Power surges • Electrical disturbances • Loss of phase • Over voltage Compatible with Pentair pumps and any three-phase pump model Minimize motor noise and heating Thermal protection for the drive with ASFM and motor Aurora® Pump 342A • With the Adjustable Switching Frequency • The Electronic Thermal Relay (ETR) is Modulation (ASFM) function, the switching an open loop method built into the frequency is adjusted automatically in Acu Drive XS VF drive software to guard relation to the speed of the motor. As against motor overheating, requiring no speed is reduced, the switching frequency additional sensors or wiring increases to ensure optimally low noise • This function is UL recognized (Class 20) and reduce motor heating as an effective guard against motor • Input-line protection from extreme thermal overload running conditions CSP Pump The Acu Drive XS VF drive has built-in Short circuit thermal protection and also accepts thermistor signal input from the motor to • The Acu Drive XS VF drive is protected create closed-loop thermal protection for against short circuits by measuring the the entire system. current in each of the three motor phases. A short circuit between two output phases Initial final ramp will shut down the drive as soon as the current exceeds the maximum value Initial ramp provides rapid acceleration of pumps to a desired minimum speed, at Aurora® 341A Pump Line disturbances and transients which time the normal ramp takes over. This prevents damage to thrust bearings • To protect itself from AC line voltage and overheating of the pump. disturbances, the drive monitors all three phases and interrupts drive The final ramp decelerates pumps to avoid operation in the event of phase unintended closure of check values and loss or imbalance water hammer.
® Voltage sags and surges Pentair EQ Series Pump • The Acu Drive XS VF drive is designed for a wide range of operating conditions. Frequency The 480-volt drive will operate from 342–528VAC. The 230-volt drives Operation setpoint will operate on 180–264VAC Normal ramp Maximum protection features C Series® Commercial Bronze Pump • Output protection for longer motor life Min. frequency • Acu Drive XS VF drive incorporates both Inital ramp Time DC-link reactors and motor output protection as standard design features
PAGE 60 OF 69 COMMERCIAL ACU DRIVETM XS VARIABLE FREQUENCY DRIVE
Acu Drive XS VF drive specifications operating outside of its programmed pump curve. The VFD shall • Service Conditions: Ambient Temperature of the VFD: -10 to 45°C provide flow compensation to reduce energy by adjusting the setpoint (14 to 113°F) 0 to 95% relative humidity, noncondensing. Elevation to to match changes in flow (friction loss). The VFD shall include current 1,000 meters (3,300 feet) without derating. VFDs shall be rated for • General: Furnish complete Acu Drive XS VFD as specified herein or in sensors on all three-output phases to detect and report phase loss line voltage of 525 to 690VAC, 380 to 480VAC or 200 to 240VAC, with the equipment schedule for loads designated to be variable speed. to the motor. +10% to -15% variations. Line frequency variation of ± 2% shall be VFDs shall be user-selectable for either constant or variable torque acceptable. No side clearance shall be required for cooling of the units. loads. The VFD shall convert incoming fixed frequency three-phase • Interface Features: The VFD shall provide an alphanumeric backlit AC power into a variable frequency and voltage for controlling the display keypad (LCP), which may be remotely mounted using a • EXECUTION: Submittals: This specification lists the minimum VFD speed of three-phase AC induction motors. The VFD shall be a standard nine-pin cable. The VFD may be operated with the keypad performance requirements for this project. Each supplier shall list any six-pulse input design, and the input voltage rectifier shall employ a disconnected or removed entirely. The keypad may be disconnected exceptions to the specification. If no departures from the specification full wave diode bridge; VFDs utilizing controlled SCR rectifiers shall during normal operation without the need to stop the motor or are identified, the supplier shall be bound by the specification. not be acceptable. The output waveform shall closely approximate a disconnect power to the VFD. The VFD keypad shall offer an INFO key • All products shall be CE marked, UL labeled and meet the sine wave. The VFD shall be of a PWM output design utilizing current that, when pressed, shall offer the contents of the programming requirements of UL-508C. To ensure quality and minimize infantile IGBT inverter technology and voltage vector control of the output manual for the feature that is currently in the display. The VFD display failures on the job site, all VFDs shall be completely tested by the PWM waveform. The VFD shall produce an output waveform capable shall have the ability to display five different parameters about the manufacturer. The VFD shall operate a dynamometer at full load and of handling maximum motor cable distances of up to 1,000 ft. VFD or load including: current, speed, DC bus voltage, output voltage, speed under elevated temperature conditions. All optional features (unshielded) without tripping or derating. VVCPLUS provides rated input signal in mA or other values from a list of 92 different shall be functionally tested at the factory for proper operation. RMS fundamental voltage from the VFD. This allows the motor to parameters. A red FAULT light, a yellow WARNING light and a green Factory test documentation shall be available upon request. operate at a lower temperature rise, extending its thermal life. The POWER-ON light shall be provided. These indications shall be visible VFD selected must be able to source the motor’s full load nameplate both on the keypad and on the VFD when the keypad is removed. • Examination: Contractor to verify that job site conditions for amperage (fundamental RMS) on a continuous basis and be capable Two-level password protection shall be provided to prevent installation meet factory-recommended and code-required conditions of running the motor at its nameplate RPM, voltage, current and slip unauthorized changes to the programming of the VFD. The VFD shall for VFD installation prior to start-up, including clearance spacing, without having to utilize the service factor of the motor. The VFD shall offer as standard an internal clock. The internal clock can be used temperature, contamination, dust and moisture of the environment. offer a programmable motor parameter that allows the total number for: timed actions, energy meter, trend analysis, date/time stamps on Separate conduit installation of the motor wiring, power wiring and of poles of a motor to be programmed to optimize motor performance. alarms, logged data, preventive maintenance or other uses. There control wiring and installation per the manufacturer’s recommendations The VFD shall automatically boost the power factor at lower speeds. shall be six fully programmable digital inputs for interfacing with the shall be verified. The VFD is to be covered and protected from The VFD will be capable of running either variable or constant torque system's external control and safety interlock circuitry. Two of these installation dust and contamination until the environment is cleaned loads. In either CT or VT mode, the VFD shall be able to provide its inputs shall be programmable as inputs or outputs. The VFD shall and ready for operation. The VFD shall not be operated while the unit full rated output current continuously and 110% of rated current for have two analog signal inputs. Inputs shall be programmable for either is covered. 60 seconds. An Automatic Energy Optimization (AEO) selection feature 0–10V or 0/4–20 mA. The run permissive circuit shall also be capable • Start-Up and Warranty: A factory-authorized service technician shall shall be provided in the VFD to minimize energy consumption in variable of sending an output signal as a start command to actuate external perform start-up on each drive if purchased from supplier. (“Start-up” torque applications. The VFD shall offer a motor spinning test that will equipment before allowing the VFD to start. The VFD shall be equipped shall not include installation or termination of either power or run the motor at 5 Hz until the OK button is pressed to allow the user with a standard RS-485 serial communications port and front-of-drive control wiring.) The service technician shall perform start-up on up to determine if the motor is running in the correct direction. Switching accessible USB port. to eight drives per day. Start-up costs provided with the bid shall of the input power to the VFD shall be possible without interlocks or • Adjustments: The VFD shall have an adjustable output switching include time and travel for the estimated number of visits required damage to the VFD at a minimum interval of two minutes. Switching frequency. The VFD shall have four programmable “skip frequencies” but shall not be less than at least one half-day with travel. Upon of power on the output side between the VFD and the motor shall be with adjustable bandwidths to prevent the driven equipment from completion, a start-up service report shall be provided. A one-year, possible with no limitation or damage to the VFD and shall require no running at a mechanically resonant frequency. The VFD shall include on-site warranty shall be provided such that the owner is not additional interlocks. The VFD shall have temperature-controlled an automatic acceleration and deceleration ramp-time function to responsible for any warranty costs including travel, labor, parts or cooling fans for quiet operation, minimized internal losses and greatly prevent nuisance tripping and simplify start-up. The VFD will include other costs for a full one-year from the date of installation. An increased fan life. The VFD shall provide full torque to the motor, a user selectable Reset function, which enables the selection of additional warranty of up to six years is offered as an option. The cost given input voltage fluctuations of up to +10% to -15% of the rated between 0 and 20 restart attempts after any self-clearing fault of the warranty shall be included in the bid. Technical questions input voltage. condition (undervoltage, overvoltage, current limit, inverter overload regarding drive installation and functions may be answered by • Harmonics: The VFD shall be provided with line-side harmonic and motor overload) or the selection of an infinite number of attempts. contacting Pentair Technical Support at 800-831-7133, option 2. reduction, as required, to insure that the current distortion limits, as The time between attempts shall be adjustable from 0 through 600 • Complete specifications available on request. defined in table 10.3 of IEEE 519-1992, are met. Harmonic solutions seconds. An automatic “on delay” function may be selected from shall be designed to withstand up to 2% line imbalances with the 0 to 120 seconds. The VFD will include a user-selectable Auto-Restart maximum Current Distortion not to exceed 11% at 100% load. function that enables the VFD to power up in a running condition after Harmonic solutions shall be capable of withstanding up to 2% a power loss to prevent the need to manually reset and restart the ambient voltage distortion with the maximum Current Distortion not VFD. The VFD shall catch a rotating motor operating either in forward to exceed 12% at 100% load. or reverse at up to full speed. The VFD and all required options will be incorporated by the VFD manufacturer into an integrated package, with • Protective Features: The VFD shall have input surge protection utilizing a single input feed and main disconnect. All enclosures shall be UL listed, MOVs, spark gaps and Zener diodes to withstand surges of 2.3 times and assembled by the VFD manufacturer in an ISO 9001 registered line voltage for 1.3 msec. The VFD shall include circuitry to detect facility. The VFD shall offer the ability to have back-up 24 VDC power phase imbalance and phase loss on the input side of the VFD. to keep control logic powered in the event of a power failure. End-of-Pump curve detection shall stop motor when the pump is
1620 HAWKINS AVE, SANFORD, NC 27330 800.831.7133 WWW.PENTAIRCOMMERCIAL.COM All Pentair trademarks and logos are owned by Pentair or one of its global affiliates. Acu Drive™, Pentair Commercial Aquatics™, Aurora®, EQ Series® and C Series® are registered trademarks and/or trademarks of Pentair Water Pool and Spa, Inc. and/or its affiliated companies in the United States and/or other countries. Because we are con- tinuously improving our products and services, Pentair reserves the right to change specifications without prior notice. Pentair is an equal opportunity employer.
7/15 Part # P1-074 ©2015 Pentair Water Pool and Spa, Inc. All rights reserved. PAGE 61 OF 69 EQ SERIES® HIGH PERFORMANCE COMMERCIAL PUMP FOR COMMERCIAL AND HIGH-END RESIDENTIAL SWIMMING POOLS AND OTHER WATER APPLICATIONS
EQ Series pumps are designed The EQ Series pump impellers are for maximum efficiency and quiet manufactured for true breakthrough operation in every detail. They are the performance, allowing for lower loads only non-corrosive, all plastic pumps and longer motor life. Available with and designed for the commercial pool without the strainer pot. Available in and water applications market. flows to 800 GPM, and from 3 to 15 HP.
STANDARD FEATURES EQ Series pump with TEFC motor • Close-coupled for quiet, stable • Closed impeller for long life flow operation. and durability. • Lightweight for easy, one-man • 6" suction and 4" discharge with installation. strainer pot. • Clear Cam and Ramp™ Lid for added • Great for use with Acu Drive™ XS service convenience. Variable Frequency Drives. • Available in single- and three- • Self-priming under NSF phase models, ODP. TEFC motor standards; NSF Certified. available three-phase only.
pentaircommercial.com PAGE 62 OF 69 EQ SERIES® HIGH PERFORMANCE COMMERCIAL PUMP
EQ Series Commercial Pump EQ Series WaterFall Pump Performance Curve Performance Curve 120 40 80.00 EQW500 WITH STRAINER 35 3HP-60HZ 70.00 100 1750 RPM TER EQ500-5HP TER 3 PHASE SQ. FT.–1.15 30 TEST VOLTAGE: 460 60.00
. OF WA 80 EQ750-7.5HP . OF WA 25 50.00 EQ1000-10HP 60 20 40.00 EQ1500-15HP 15 30.00 EFFICIENCY BHP 40 EQW300 WITH STRAINER 3HP-60HZ
L DYNAMIC HEAD IN FT L DYNAMIC HEAD IN FT L DYNAMIC 10 20.00 1750 RPM 3 PHASE SQ. FT.–1.15
TO TA 20 TO TA 5 TEST VOLTAGE: 460 10.00
0 0 0.00 0 100 200 300 400 500 600 700 800 900 0 100 200 300 400500 600 700 800 FLOW RATE IN U.S. GPM FLOW RATE IN U.S. GPM 60Hz 3450 RPM 60Hz 3450 RPM
MATERIALS AND DESIGN
Pump Body Pump Maximum Limits Volute type, back pull-out design. Liquid Temperature: 104º F Ambient Air Temperature: 104º F • Port Size 6" – ANSI Rated 125 bolted flange suction port1. 4"– ANSI Rated 125 bolted flange discharge port1. Motor Standard JM type. Premium Efficient ODP Class F insulated. • Material - Volute & Motor Adapter On TEFC options, JMZ type, Premium Efficient, Class F insulated. PPO Resin • Frame Size • Impeller NEMA Rated “C” flange. 230/460V are open PPO Resin drip-proof design. • Base • Shaft 6061 aluminum design, slotted for mounting ease. 303 stainless steel construction. • Corrosion Prevention • Design All-plastic pump for maximum hydraulic performance 3 to 15 HP, 3500 RPM, JM open drip-proof, continuous duty, and corrosion prevention. three-phase and single-phase (5, 71/2, 10 HP). 5 to 15 HP, 3500 Hair and Lint Strainer RPM JMZ TEFC, continuous duty three-phase. • Material • Bearings Separate bolt-on PPO Resin body with plastic basket, Double-shielded, single row, deep-groove type, Polycarbonate Resin Thermoplastic lid, and stainless permanently lubricated. steel bolts. • Thermal Overload Protection • Size All models require external thermal overload protector. 6" ANSI Rated 125 bolted flange suction and discharge ports. Electrical • Power Supply Required Three-phase pumps are 208-230/460. Single-phase models are available in ODP 230v, 60 Hz only.
1 Use ANSI Rated class 125 plastic flange and 1⁄8" thick class 125 full flange gasket to make connection. PAGE 63 OF 69 EQ Series Commercial Pump EQ Series Commercial Pump with Strainer Pot 6" x 4" without Strainer Pot
FASTENERS AND O-RING ARE INCLUDED 2 WITH PENTAIR® EQ 6X6 STRAINER TO CONNECT STRAINER DIRECTLY TO FASTENERS AND O-RING ARE INCLUDED WITH PENTAIR 2 EQ SERIES PUMP. IF PUMP IS TO BE EQ 6X6 STRAINER TO CONNECT STRAINER DIRECTLY TO INSTALLED WITHOUT STRAINER MAKE EQ SERIES PUMP. IF PUMP IS TO BE INSTALLED WITHOUT BOTH CONNECTIONS PER NOTE 1. STRAINER MAKE BOTH CONNECTIONS PER NOTE 1.
USE ANSI RATED CLASS 150 PLASTIC USE ANSI RATED CLASS 150 PLASTIC FLANGE AND 1 FLANGE AND 1/8" THICK CLASS 1 1/8" THICK CLASS 150 FULL FLANGE GASKET TO MAKE 150 FULL FLANGE GASKET TO CONNECTION. MAKE CONNECTION. THIS DIAMETER FITS INSIDE 6" SCH 40 PIPE. DO NOT 3 USE SCH 80 PIPE AS FINAL PIPE SIZE WHEN MAKING THIS FLANGE CONNECTION.
EQ Series Commercial Pump With Strainer Pot 6" x 4" Part # Part # Description Voltage Amps Phase HP Wt Dim. Dim. Dim. Dim. Dim. Dim. ODP Motor TEFC Motor A-ODP A-TEFC B C D-ODP D-TEFC 340026 EQW 300 WaterFall 208/230 38/19 1 3 126 26.62 N/A 10.03 7.5 43.590 N/A 340027 EQWK 300 WaterFall 208 – 230/460 8.4 – 7.9/3.9 3 3 106 23.12 N/A 10.16 7.5 40.094 N/A 340028 EQW 500 WaterFall 230 23.4 1 5 126 26.62 N/A 13.18 9.7 43.590 N/A 340029 EQWK 500 WaterFall 208 – 230/460 13.6 – 12.7/6.4 3 5 106 23.12 24.68 13.31 9.7 40.094 41.65 340030 EQ500 230 19.6 1 5 126 26.62 N/A 10.03 7.5 43.590 N/A 340031 340604 EQK500 208 – 230/460 13.5 – 12.3/6.2 3 5 106 23.12 24.68 10.16 7.5 40.094 41.65 340032 EQ750 230 30.4 1 7.5 161 27.53 N/A 10.78 8.5 44.590 N/A 340033 340605 EQK750 208 – 230/460 20.1 – 18.3/9.1 3 7.5 116 24.50 28.06 10.16 7.5 41.560 45.12 340034 340606 EQK1000 208 – 230/460 27.1 – 24.3/12.2 3 10 146 26.31 29.81 10.78 8.5 43.290 46.79 340035 340607 EQK1500 208 – 230/460 40.0 – 36.0/17.8 3 15 161 26.31 28.31 10.78 8.5 43.290 45.29 340238 EQ1000 230 40.0 1 10 179 29.0 N/A 11.50 8.5 46.29 N/A
340013 Strainer Pot Assembly including Strainer, Lid, Basket and Hardware
EQ Series Commercial Pump Without Strainer Pot 6" x 6" Part # Part # Description Voltage Amps Phase HP Wt ODP Motor TEFC Motor 340014 EQW 300 WaterFall 115/230 38/19 1 3 97 340016 EQWK 300 WaterFall 208 – 230/460 8.4 – 7.9/3.9 3 3 77 340017 EQW 500 WaterFall 230 23.4 1 5 97 340018 EQWK 500 WaterFall 208 – 230/460 13.6 – 12.7/6.4 3 5 77 340019 EQ500 230 19.6 1 5 97 340020 340608 EQK500 208 – 230/460 13.5 – 12.3/6.2 3 5 77 340021 EQ750 230 30.4 1 7.5 132 340022 340609 EQK750 208 – 230/460 20.1 – 18.3/9.1 3 7.5 87 EQ Series pumps are available in 575V 340237 EQ1000 230 40.0 1 10 125 and 50 Hz models. Please contact your 340023 340610 EQK1000 208 – 230/460 27.1 – 24.3/12.2 3 10 117 local sales representative or Pentair 340024 340611 EQK1500 208 – 230/460 40.0 – 36.0/17.8 3 15 132 office for details.
PAGE 64 OF 69 EQ SERIES® HIGH PERFORMANCE COMMERCIAL PUMP
ENGINEERING SPECIFICATIONS EQ Series pump with ODP motor
EQ Series pump • The electric motor coupled to the pump shall be of the NEMA Rated series JM construction with stainless steel shaft inside a • Recirculation pump shall be Pentair® EQ Series pump removable shaft sleeve of 300 series stainless steel. The motor Model No.______self-priming centrifugal pump,____ shall be of an open, drip-proof design (or TEFC JMZ frame) with phase, 60 Hz. double-shielded, single row, deep-groove ball bearings. Motors shall be continuous duty rated at 40° C (or realign better) General Notes ambient and be suitable for outdoor installation. • Install pump in a cool, dry, well-vented location away from pool • The pump motor shall be a ___ HP, ___ phase, 60 Hz, 3450 RPM heaters and chemical storage. for service on a ___ volt electric supply. The pump shall be rated • Pump should be firmly mounted with pipe supported to prevent for ______GPM at ____ TDH. The pump shall be tested and vibration and undue operational noise. certified by a nationally recognized testing laboratory to conform • Allow 12" minimum clearance behind motor for servicing. to National Sanitation Foundation Standard 50.
• Motor overheating may be caused by a voltage drop or Hair and Lint Strainer excessive voltage. Be sure that wire size and voltage input • The pump strainer shall consist of a PPO Resin body, Polycarbonate are properly regulated. Resin Thermoplastic cover with O-ring seal, and Cam and Ramp™ Lid, and a strainer basket of mineral reinforced Specifications polypropylene material. • The recirculation pump shall be a self-priming, centrifugal design with a hair and lint strainer as shown in the plans. • The strainer body shall be 6" ANSI Rated 150 bolt flanged suction and discharge ports. The strainer body shall have a removable • The pump body, seal plate, and attached hair and lint strainer drain plug for winterizing. shall be constructed of non-corrosive PPO Resin materials, and close-coupled to an electric motor by means of an adaptor of the • The strainer basket shall be securely positioned below the same material. The pump body shall have a single suction port suction inlet of the trap, with access for inspection and with a 6" ANSI Rated 125 bolt flange to the hair and lint strainer. cleaning through a removable trap body lid. The trap body lid A centerline discharge port of 4" ANSI Rated 125 bolt flange and shall be secured by means of a locking ring. The strainer a winterizing drain port of 1/4" NPT shall be a part of the design. basket shall have a perforation which in total open area is 98 square inches. • The pump shall be a back pull-out design to allow servicing without disturbing piping. The pump shall have a PPO Resin diffuser to aid in priming and it shall contain a replaceable bronze wear ring for the impeller. The impeller shall be of the closed type and PPO Resin, non-overloading at any point on the performance curve. The mechanical shaft seal shall be constructed of ceramic and carbon seal faces, with stainless steel, brass and Buna N materials in the spring bellows portion. The impeller shall be secured to the motor shaft by means of a stainless steel key and locking screw into the end of the motor shaft. The pump shall be capable of operating at up to 50 psi, 104° F continuous water temperature.
1620 HAWKINS AVE, SANFORD, NC 27330 800.831.7133 WWW.PENTAIRCOMMERCIAL.COM All Pentair trademarks and logos are owned by Pentair or one of its global affiliates. EQ Series®, Cam and Ramp™ and Acu Drive™ are registered trademarks and/or trademarks of Pentair Water Pool and Spa, Inc. and/or its affiliated companies in the United States and/or other countries. Because we are continuously improving our products and services, Pentair reserves the right to change specifications without prior notice. Pentair is an equal opportunity employer.
9/16 Part # P1-353 ©2016 Pentair Water Pool and Spa, Inc. All rights reserved. PAGE 65 OF 69 THS SERIES® HIGH PERFORMANCE HORIZONTAL SAND FILTERS
FOR COMMERCIAL SWIMMING POOLS AND OTHER WATER APPLICATIONS AND FILTERS UP TO 27 SQ. FT. OF FILTRATION AREA. VARIOUS SIZES AND CONFIGURATIONS TO FIT ALMOST ANY BODY OF WATER.
Pentair Commercial Aquatics™ has a shell is manufactured from a long- state-of-the-art horizontal sand filter lasting composite laminate that makes unlike any other on the market. The winding unnecessary. A special coating THS Series filter is an NSF-approved gives the THS Series filter a smooth 50 psi rated tank with flow rates up to and attractive finish. An interior coating 535 gpm in a single tank. The filter protects wet surfaces.
STANDARD FEATURES
• Manway in front for easy access and • Influent manifold distribution to help smaller footprint. prevent clogging. • 34" diameter tanks will fit through • Single-bolt saddles for easy leveling. standard doorway. • NSF Listed. • Optional manual, semi-automatic, or fully automatic backwash systems. • Accessible drain.
pentaircommercial.com PAGE 66 OF 69 THS SERIES® HIGH PERFORMANCE HORIZONTAL SAND FILTERS
THS 3461 Only THS 3484, THS 4272, THS 4284, THS 4296
MATERIALS AND DESIGN TANK BASE CONTROLLERS - MUST BE USED WITH DIAPHRAGM VALVE KITS Tanks • Support Bases Tanks feature ABS saddle style support • Construction 156850 Single THS CA100 bases for filter body, capable of rotation Auto-backwash controller for Multi-layer engineered fiberglass crafted for leveling purposes. single tank system of chopped glass and directional roving 156800 Dual THS CA100 in an isopthalic polyester matrix. Auto-backwash controller • Operating Pressure OPERATION / PERFORMANCE 156400 Single THS CM200 Semi- Capable of withstanding 50 PSI automatic controller 6 in. FP internal pressure. • Flow Rate 156450 Dual THS CM200 Semi- NSF Listed for 5 to 20 GPM per square automatic controller 6 in. FP CS400-01 CS400 backwash controller foot of filter area. INTERNALS for single tank system • Maximum Limits CS400-02 CS400 backwash controller Working pressure 50 PSI max. for dual tank system • Headers Continuous water temperature 125° F. One influent header is fitted with sufficient distributors to properly • Sand Media distribute incoming flow evenly across #20 white quartz silica sand. Effective the sand bed surface. An additional size 0.45-0.55 mm. effluent header is supplied with • Safety provisions sufficient laterals equally distributed Each tank features an automatic and not less than 12 inches below the manual air release system fabricated of filtering sand bed. non-corrosive materials.
Laterals are 2 3⁄8" x 10" with 2" NPT connections and constructed of ABS FILTER ORDERING INFORMATION plastic with molded ‘V’-groove slots.
Product Model Description 143461 THS3461 THS 34 in. x 61 in. 143484 THS3484 THS 34 in. x 84 in. 144272 THS4272 THS 42 in. x 72 in. 144284 THS4284 THS 42 in. x 84 in. 144296 THS4296 THS 42 in. x 96 in.
PAGE 67 OF 69 Filter Performance
FILTER ACCESSORIES INFORMATION
155700 THS Single Tank Manifold 155730 THS Dual 42 in. dia. FP Kit 155703 THS3461 Single Tank Manifold Kit w/ Butterfly Valves w/ Diaphragm Valves Kit w/ Diaphragm Valves 155720 THS Dual Tank Manifold 155800 WA-KIT Wedge Anchor Kit 155722 THS3461 Dual Tank Manifold Kit w/ Butterfly Valves 155850 BVA-KIT 1⁄2 in. Ball Valve Adapter w/ Butterfly Valves 155701 THS Single Tank 6 in. FP Kit for manual air relief 155723 THS3461 Dual Tank Manifold Kit w/ Diaphragm Valves 156150 Flowmaster Saddle Kit w/ Diaphragm Valves 155721 THS Dual 34 in. dia. 6 in. FP 156100 Temperature Probe Kit 140325 Adder Kit for Third THS Filter Kit w/ Diaphragm Valves 155702 THS3461 Single Tank Manifold Kit w/ Butterfly Valves
Tank dimensions/media requirements Maximum Flow Rates Media Requirements Flow Rate@ Flow Rate@ Flow Rate@ Sand Gravel Total Filter Model 10 GPM/ft2 15 GPM/ft2 20 GPM/ft2 Media Media Media Area (ft2) (GPM) (GPM) (GPM) (cu. ft.) (cu. ft.) (cu. ft.) THS3461 13.5 135 203 270 12.5 (1,250 lbs.) 3.0 (300 lbs.) 15.5 (1,550 lbs.) THS3484 19.0 190 285 380 13.5 (1,350 lbs.) 6.0 (600 lbs.) 19.5 (1,950 lbs.) THS4272 19.7 197 296 394 21.0 (2,100 lbs.) 5.0 (500 lbs.) 26.0 (2,600 lbs.) THS4284 23.2 232 348 464 24.0 (2,400 lbs.) 6.0 (600 lbs.) 30.0 (3,000 lbs.) THS4296 26.7 267 401 534 28.0 (2,800 lbs.) 7.0 (700 lbs.) 35.0 (3,500 lbs.)
Media Requirements Tank Dimensions Feeboard Sand Bed Gravel Operating Shipping Model A (in.) B (in.) C (in.) D (in.) E (in.) O.D. (in.) Height (in.) Depth (in.) Depth (in.) Weight (lbs.) Weight (lbs.)
1 5 1 THS3461 7 ⁄2 9 8 ⁄16 3,500 530 39 ⁄2 21 16 30 62 35
1 5 1 5 1 THS3484 7 ⁄2 9 8 ⁄16 4,600 630 45 21 ⁄4 24 ⁄8 35 ⁄4 85 35
1 1 1 1 7 1 THS4272 9 ⁄2 15 7 ⁄2 5,700 700 52 ⁄4 23 ⁄4 18 ⁄8 35 ⁄4 73 43
1 1 1 1 7 1 THS4284 9 ⁄2 15 7 ⁄2 6,700 780 52 ⁄4 23 ⁄4 24 ⁄8 35 ⁄4 85 43
1 1 1 1 7 1 THS4296 9 ⁄2 15 7 ⁄2 7,700 870 52 ⁄4 23 ⁄4 30 ⁄8 35 ⁄4 97 43
PAGE 68 OF 69 THS SERIES® HIGH PERFORMANCE HORIZONTAL SAND FILTERS
ENGINEERING SPECIFICATIONS
• The filter system shall be a model _____ as sand bed. Each tank shall have an automatic and Semi-Automatic Controls for manufactured by Pentair, and shall be approved by the manual air release system and shall be of non-corrosive National Sanitation Foundation (NSF). materials. A sufficient quantity of #20 U.S. grade clean Diaphragm Valve Face Piping Kits • The system shall contain ___ high rate type filter tanks, crystal silica sand to cover filter elements with a with each tank containing ____ square feet of filter area minimum 12 inch sand bed shall be furnished and • Valve actuation to initiate the backwash cycle shall be totaling ___ square feet of effective filtration area. The installed into each tank and shall be free of limestone a single-knob control using a multi-port control valve system shall have the capacity of filtering ___ gpm when or clay. The following is an acceptable gradation for to distribute water to hydraulically operated multi-port control valve, and influent, effluent, and multi-port filtered at ___ gpm per square foot. Each tank shall be of this media: the horizontal type, ___inch inside diameter and ___ pressure gages shall be mounted on a common panel. inches long. #20 SILICA SAND • The vessel(s) shall be constructed of multi-layer fiber Effective size: 0.45 mm (0.018 in.) to 0.55mm (0.022 in.) Automatic Controls for Diaphragm glass. Layers shall consist of a combination of chopped Uniformity coefficient: less than 1.5 glass and woven roving in an isopthalic-polyester matrix. Grain Sphericity: GRTR 0.7 Valve Face Piping Kits The vessel shall be assembled from one side shell and two domed ends which shall be joined with an adhesive • The filter vessel shall carry a ten (10) year limited CS 400 Commercial Backwash Controller and reinforced with FRP layup. The vessel(s) shall be warranty covering defects in material and workmanship, This controller is programmable and controls capable of with standing 50 psi internal pressure. the first three years of which shall not be pro-rated. every aspect of the backwash cycle once initiated. Alternate construction methods shall not be acceptable. Backwash can be initiated three ways: by an operator • Vessels shall be provided with ABS saddle style support For Single Tank System Diaphragm with the touch of a button, by a signal from a master bases with a means of rotating the saddle for leveling controller (such as the AK600), or by a signal from an purposes. The use of adhesive to hold the saddle to the Valve Face Piping Kits optional differential pressure switch (CS400-DP). Stored vessel is not acceptable. backwash data and history, alarms and calculated • The system, including external piping, shall be fully • The wetted surface shall be a modified polyester gel coat backwash cycle times are also features of the CS400 solvent-welded. System shall be supplied with media (GC). The gel coat shall be a modified polyester gel coat controller, as are relays for communication with the heater, dump port and anchor setting template. equivalent to a Cook gel coat 943-AN-023 with a pump and Acu Drive™ XS Variable Frequency Drive. thickness of no less than 10 mils. • The backwash procedure must be accomplished by • The external surface shall be smooth in appearance and backwashing using water from the pool in reverse flow be free of cracks or other defects. The exterior surface through the filter to the waste line. CA 100 Fully Automatic Backwash Controller shall be supplied with an all weather coating. Coating • The influent, effluent and waste manifolds shall be This is the most comprehensive backwash controller and shall be urethane based with UV inhibitors. The surface constructed of schedule 80 PVC piping and fittings. can be readily reprogrammed to initiate backwash coating shall be almond colored. The system shall include (2) three-way hydraulically automatically based on differential pressure (integral • Each tank shall have one influent header fitted with operated diaphragm valves to direct the flow during pressure transducers are standard), time (internal sufficient distributors to properly distribute incoming the backwash cycle. seven-day clock with battery back-up is standard), flow evenly across the sand bed surface and one effluent flow (with optional flow sensor), or any combination of header with sufficient laterals equally distributed not less For Two Tank System Diaphragm Valve the above. The controller has real-time display of operation mode, filter flow rate, and water temperature than 12 inches below the filtering sand bed with a total Face Piping Kits effective slot area such that the average velocity through (with optional temperature probe). Also, includes Energy Saver Mode for simple On/Off pump scheduling and the slots will not exceed 6 feet per second at the design • The system, including external piping, shall be fully flow rate. Both headers shall be fabricated of schedule various interlocks and relays to communicate with other solvent-welded. System shall be supplied with media equipment (pump, heater, Acu Drive controller). 80 PVC and all distributors and laterals shall be threaded dump ports and anchor setting templates. 3 and replaceable. The laterals shall be 2 ⁄8 inch • Each tank in system shall be capable of being back- Certifications diameter by 10 inches long with 2" NPT connections and washed individually using filtered water from the constructed of ABS plastic with molded ‘V’-groove slots. remaining tanks. The common method of backwashing The THS Series filter shall be tested and certified by a Laterals with machined or cut slots shall not be by using raw source water in a reverse flow through the nationally recognized testing laboratory to conform to NSF accepted. Laterals shall be threaded at right angles into filter or filters will not be acceptable. (National Sanitation Foundation) Standard 50. the header pipe. • The influent, effluent and waste manifolds shall be • Exterior influent and effluent pipe connections shall be constructed of schedule 80 PVC piping and fittings. The 6" VanStone-style flanges. system shall include (1) three-way hydraulically operated • Each tank shall have a 12 inch by 16 inch access manhole diaphragm valve per tank to direct the flow during the with yokes, molded cover, o-ring, and T316 stainless backwash cycle. And one two-way hydraulically operated steel hardware. diaphragm valve as a priority valve. • The system shall be designed for installation against a back or side wall with all servicing accessible without moving tank(s). When the system is off, the tank(s) must remain full of water and not allow water to gravity drain back to the source in order to prevent disturbance of the
1620 HAWKINS AVE, SANFORD, NC 27330 800.831.7133 WWW.PENTAIRCOMMERCIAL.COM All Pentair trademarks and logos are owned by Pentair or one of its global affiliates. THS Series®, Pentair Commercial Aquatics™ and Acu Drive™ are registered trademarks and/or trademarks of Pentair Water Pool and Spa, Inc. and/or its affiliated companies in the United States and/ or other countries. Because we are continuously improving our products and services, Pentair reserves the right to change specifications without prior notice. Pentair is an equal opportunity employer.
2/16 Part # P1-156 ©2016 Pentair Water Pool and Spa, Inc. All rights reserved. OAGE 69 OF 69 AGENDA ITEM #: 4.2
STAFF REPORT DECEMBER 9, 2019 – REGULAR COUNCIL MEETING
MULTI-USE REC. FACILITY – PUBLIC PARTICIPATION UPDATE PURPOSE: 1. To provide Council with a brief update regarding the community engagement efforts undertaken so far for the design phase of the multi-use rec. facility project.
BACKGROUND:
The Public Participation Plan for the Multi-use Rec. Facility project was approved on July 8, 2019 and is focused on the design phase of the project.
PROCESS UPDATE:
The Public Participation Plan initially proposed that the community engagement for the design phase of the project would be completed by this time of the year. However, the pool situation that occurred in July (after the participation plan for this project was approved) resulted in the need to extend timeline for engagement activities for this project. Specifically, the Plan showed that work with the Sport and Rec. Working Group, user groups, and community-at-large, would be completed by this point. While the majority of this work has been completed, the final two steps for design phase engagement are still in process.
To ensure the feedback from user groups and the community-at-large is incorporated as much as possible into the design of the facility, a three-part design engagement process has been used:
Part 1 – general preliminary design feedback
• Activities completed for this phase included user group meetings and workshops facilitated jointly by the Town and Working Group members, and two open houses • 12 different user groups have participated so far • 5 of Coaldale’s 6 schools have participated so far • 2 community open houses were held with a total of approximately 40 participants • Over 500 individuals have provided feedback through Part 1 activities • Close to 100 different ideas for indoor and outdoor amenities and activities have been shared (approx. 70 indoor and 30 outdoor)
Page 1 of 3 PAGE 1 OF 10 Part 2 – refining general feedback from Part 1
Completed
• Town staff has reviewed all ideas with the project architects and the majority of ideas have been costed • The refining process has focused on grouping ideas for indoor/outdoor activities and amenities into broad categories including ‘not feasible’, ‘possibly feasible’, ‘feasible’ • Nothing has been decided formally and instead the categories are being used to help organize if, how and where different ideas can be incorporated into the facility most effectively and efficiently
In progress
• A brief online survey is being prepared in order that the user groups and the community can help to prioritize more consistently shared items that are relatively costly • The survey will go live the week of December 9th and be open until the week of January 6
Part 3 – Final series of preliminary design consultations
• Once Part 2 activities have concluded, a final series of community workshops will be hosted by the Town and the project architects • The focus of these workshops will be to start to organize the amenities and activities into a prototype version of a floorplan through various hands-on exercises with the architects • This phase will allow for continued discussion about priority amenities and activities, and will include costing information to help further refine these discussions • The goal is to hold these workshops later in January 2020
FINDINGS SO FAR:
As mentioned in the previous section of this report, feedback focused on design elements of the facility has resulted in close to 100 different ideas for indoor and outdoor amenities and activities. A summary list of the ideas that have been shared so far is attached to this report for reference.
While some of the ideas (such as, unfortunately, a rollercoaster) are not feasible due to cost, safety implications, operational complexity, or a combination of the three, many of the ideas are likely able to be incorporated into the facility in some fashion.
MOVING FORWARD:
The 3-part preliminary design engagement process that has been developed is focused on refining ideas until a basic layout of the facility is produced, including the types of amenities and activities that can be expected.
Page 2 of 3
PAGE 2 OF 10 To finalize the preliminary design engagement in a way that results in a shared understanding of the amenities and activities that are likely to be included, the following is planned:
1. Brief survey focused on the project stakeholders (user groups and community) prioritizing the relatively costly amenities and activities that have been asked for.
OPENS: The week of December 9 CLOSES: The week of January 6
2. Final preliminary design workshops focused on project stakeholders working with the architects and Town staff to organize and layout amenities and activities from a physical space and a cost perspective.
TO BE HELD: Later in January
Transitioning from Preliminary Design to Detailed Design
Once preliminary design feedback is completed the project architects will transition to detailed design, which should allow for the construction tendering process to be undertaken by the Fall of 2020.
RECOMMENDATIONS AND COUNCIL ACTION REQUESTED:
1. THAT Council accept this report for information.
Respectfully Submitted:
Spencer Croil, RPP MCIP Director of Planning and Community Development
ATTACHMENTS: - Multi-use Rec. Centre Preliminary Design Engagement Report
This report has been prepared in consultation with the following listed departments: Department Signature Kalen Hastings, CAO
Page 3 of 3
PAGE 3 OF 10 Multi-Use Recreation Centre | Interim Engagement Report Preliminary design activities undertaken between Sept. and Nov. 2019
Overview On October 30th and November 5th, 2019, drop-in community engagement sessions were offered to residents to gather their ideas, suggestions, and feedback on the type of amenities the new recreation facility could offer. Approximately 40 residents in total attended the sessions over the course of the two offerings. The results of the two sessions are presented in this summary. User Group Feedback The community feedback that was collected on October 30th and November 5th was based on a substantial amount of information collected from user groups from the beginning of September to mid-October. During that time all but one school in Coaldale and several user groups provided feedback regarding what they would like to see in the new multi-use recreation facility. The feedback collected from the user groups can be summarized as follows: Ideas for inside the facility:
General Ideas Frequency of Mention Fitness centre (weights, cardio, spin, rowing, etc.) 6 Indoor playground 2 Climbing wall 10 Bouldering area 1 Meeting spaces for user groups 4 Shared office space and equipment for user groups (printer/copier, 1 meeting tables, etc.) Spaces that can accommodate overnight activities 1 Concession 4 Restaurant 3 Martial arts room 2
PAGE 4 OF 10 Coffee shop/cafe 1 Walking track 4 Space for banquets 1 Commercial kitchen 4 Storage! 5 STEM room 1 Mini golf 6 Crafts room 1 Dance room 9 Trampoline 6 Boxing 2 Gymnastics 4 Batting cages 3 Space for movies 5 Lacrosse 1 Squash courts 3 Zip line 2 Bowling 4 Ball pit 2 Escape room 1 Parkour 1 Dojo 1 Arcade 5 Fencing 1 Hockey training centre 1 Slamball 1 Indoor skate park 2 Laser tag 5 Art studio 3 High speed internet 1 Golf simulator 1 Basketball 6 Gaming room 2
PAGE 5 OF 10 Sports store 1 Lounge/sports bar 2 Yoga area 2 Racquetball 1 Racing simulator 1 Stage (acting, dance, performances) - possibly in new school 6 Foosball 1 Tennis courts 3 Indoor driving range (virtual) 4 Badminton 3 Paintball 4 Shooting range 3 Go kart track 4 Volleyball 2 Starbucks 1 Archery range 2 Solar panels 1 Bocce 1 Bouncy castles 2 Obstacle course 1 Bumper balls 1 Youth room 1 Hair salon 1 RC track 2 Culinary arts area (could be combined with commercial kitchen) 1 Wrestling area 1 Pickleball 2
Frequency of mention Sport-specific Ideas not considered here Soccer Boardless pitch (sized for 7 vs 7 games) Clear, unobstructed spectator viewing areas
PAGE 6 OF 10 Two pitches would be ideal Rollout turf At least 8 change rooms walking/running track Water bottle fill stations throughout 40 foot ceilings minimum Football Equipment storage Multi-sport facility Change rooms and washrooms oriented to access outdoor field easily Meeting room(s) with integrated A/V systems Medical room Sports medicine area (for things like physio) Restaurant/lounge
Ideas for outside the facility
Outdoor concert area Maze Garden area Bike jumps Driving range Community garden Go kart tracks Track Pickleball Bike paths Tennis Fire pits Petting zoo Rollercoaster Running course Football field(s) Fitness area Splash park Lighted field Obstacle course Golf course Announcers booth Baseball diamond Batting cages Water fill stations Drive-in movie theatre Outdoor gym Bleachers/stands Beach volleyball Soccer field(s) Mountain bike trails Skateboard park Mountain bike trials area BMX track Pump track
PAGE 7 OF 10 Community Feedback The community was presented with a list of all of the ideas the user groups had shared and asked to complete a ‘dotmocracy’ exercise for the list by placing a dot beside each of the ideas. Indoor Suggestions:
Most Liked Indoor Suggestions 14 12 10 8 6 4 2 Number Number of Likes 0
Type of Amenity Suggested
An indoor walking track (13), basketball courts (12), a concession stand (8), and an indoor fitness centre (8) were among the most popular indoor suggestions during the community engagement sessions. Change rooms oriented for outdoor field access (7), soccer fields (7), and volleyball (7) were tied for the fifth most popular suggestion. Outdoor Suggestions: Most Liked Outdoor Suggestions 10 8 6 4 2 0 Number Number of Likes
Type of Amenity Suggested
Bike paths (9), a football field (7), outdoor bleachers/stands (4), and a lighted field (4) were among the most popular outdoor suggestions during the community engagement sessions. Outdoor soccer fields (3), batting cages (3), and an outdoor concert area (3) were tied for the fifth most popular suggestion.
PAGE 8 OF 10 Community Comments:
1 Don’t build rec centre – build a large indoor pool with sauna, jacuzzi, steam room, water slides and weight room. Use school gym after hours for running, badminton, basketball, volleyball, weightlifting, etc. 2 How is financing planned? How can taxpayers afford all the other projects? What are the operating costs for the rec centre, can we afford it? What is the phase in of each project? Decreased ECON = LAYOFFS = LESS REVENUE, can we afford this? What’s the financial plan? Taxpayers aren’t bottomless pits. Communicate vision, goals, and strategies. North side location won’t help main street retailers. How do we increase our downtown business corridor? Why is rec centre location dependent on school that may not be built? 3 Have the ability to expand at a later time to integrate an indoor pool. 4 The rec centre should be multi-use: rinks, swimming pool, field house. Consideration must be made to the TAX BASE and where the money is coming from. What does it do to the tax base. Rec centre should be built in an established neighbourhood NEAR 80% of the population. Keep future development on the south side. Don’t create a problem that doesn’t need to be there. Long term goals should be presented to the citizens. Is the town really planning on growing by 5000 in 5 years?! As per budget. Is that really a good idea? No rec centre should be planned next to a phantom school. 5 Conversion to a conference centre 6 Not north of highway 3 7 Address intersection @ highway 3 and 845 8 Carbon neutral design 9 Swimming pool 10 Keep the rec centre north of highway 3
Rankings for all community suggestions Please note that those ideas that received no dots were not included in this list.
Indoor Suggestions Frequency of mention Walking Track 13 Basketball 12 Concessions 8 Fitness Centre 8 Change rooms/washrooms oriented to access outdoor field easily 7 Soccer 7 Volleyball 7 Badminton 5 Banquet hall 5 Climbing Wall 5 Commercial kitchen 5
PAGE 9 OF 10 Equipment storage 4 Indoor Playground 4 Pickleball 4 Stage/performance area 4 Batting cages 3 Racquetball 3 Squash courts 3 Bowling 2 Culinary arts area 2 Hockey training centre 2 Space for movies 2 Arcade 1 Archery range 1 Foosball 1 Gymnastics area 1 Parkour area 1 Steam room / sauna 1 Storage 1 Tennis courts 1 Yoga area 1 Outdoor Suggestions Bike paths 9 Football fields 7 Bleachers/stands 4 Lighted field 4 Soccer fields 3 Batting cages 3 Outdoor concert area 3 Bike jumps 2 Announcers booth 2 Fitness area 2 Beach volleyball 2 Track & field 2 Pickleball 2 Outdoor gym 1 Garden area 1 Driving range 1 Rollercoaster 1
PAGE 10 OF 10 AGENDA ITEM #: 5.1
www.canadianbadlands.com [email protected] 403-823-7741
Canadian Badlands Tourism (CBT) is the largest municipal partnership in Canada. It is incorporated with 60 municipal Shareholder members throughout southeastern Alberta. Founded in 2006, it is a not-for-profit corporation, dedicated to building and growing a thriving rural tourism destination by working collaboratively with municipalities, tourism operators and the Government of Alberta.
Canadian Badlands Shareholder Services
– Shareholders can publish information on events, attractions and businesses to our website through ATIS (Alberta Tourism Information System). In January 2018 the Canadian Badlands Tourism website was integrated with the Travel Alberta website! You have access to market or advertise on the busiest tourism website in Alberta! If you need more information or would like assistance with this, please let us know.
– We bring together funding partners and stakeholders to promote the Canadian Badlands region through our annual Canadian Badlands Marketing Campaign. We are reaching local, national, and international markets, through media purchases, ad placements, management of social media, and promotion to the tourism industry and international travel trade.
– We are ready to assist any attraction or organization in the region in improving services or developing new events or experiences. Canadian Badlands Tourism will assist with collaboration by connecting communities, promotion of events and attractions and educational opportunities. We want to hear from you and strongly encourage your community to populate ATIS (Alberta Tourism Information System).
- Helping communities find and articulate their tourism vision is critical to the success of the region. Communities are encouraged to assess their current assets and position on tourism and lay out a clear path towards their own vision. Please contact us for resources and/or assistance.
– The Canadian Badlands Tourism team is able to utilize the imagery and video content on their own social platforms. This program enlightens, builds up and connects communities with social media through our Canadian Badlands Marketing
PAGE 1 OF 3 Campaign. If you know of someone in your community that is social media savvy and would like to take part as an Ambassador for your community and the region, please let us know.
– these are held at various times, details are sent out to Shareholder members by email. The last webinar was a series of nine sessions full of information on grants. Stay tuned for the next topic!
– We may be able to assist with information on grant writing, grant management, project management, event coordination, cooperative marketing and fundraising.
Our VISION is to develop southeastern Alberta into a major Iconic Tourism Destination by:
• facilitating communication and collaboration between communities, attractions, hospitality businesses and tourism organizations; • promoting and supporting tourism development, providing assistance with tourism planning, funding, training and event implementation; • helping to preserve rural values, western and first nations culture, promoting sustainable tourism development and protecting significant natural and cultural resources; • attracting investment, diversifying and strengthening local economies, and building employment opportunities for citizens in the region; • marketing attractions and experiences on a regional and local scale; • positioning tourism in the Canadian Badlands to align with other major tourism destinations like the Canadian Rockies and major tourism hubs in southern Alberta. Project Highlights • Canadian Badlands Marketing Campaign! • Ambassador Project 2017 ALTO Award nomination! 21 Ambassadors spread across 3 municipalities. • Assisted the Canadian Badlands Passion Play in developing and implementing a sold-out concert (2,500 seats). • Assisted Atlas Coal Mine in program development and assessment. • Canadian Badlands Tourism Development Conference! • Conducted rafting and paddling pilots on the Milk River and Rosebud River. • Supported Pheasant Festivals in Stettler, Taber, Highway 41 (Consort/Oyen), and Newell County (Rosemary). • Supported Open Farm Days Festivals in Lethbridge, Strathmore/Wheatland County and Stettler. • Assisted in the preliminary planning of a Chautaugua festival along the Mormon Trail.
PAGE 2 OF 3 • Assisted in the preliminary planning of the One Heart festival, a First Nations celebration. • Provided tourism visioning and planning to Irricana, the MD of Taber, the Town of Taber, Vauxhall, Cardston, Magrath, Raymond, Stirling, Brooks, Bassano, Duchess, Rosemary, the County of Newell, Castor, Coronation, Halkirk, Consort, Veteran, the County of Paintearth, and Special Areas #4. • Researched and designed the Scenic Touring Route connecting Drumheller and Dinosaur Provincial Park. • In cooperation with Tourism Medicine Hat, developed a culinary tour of their downtown and assisted with the Sunshine Skillet culinary competition. • Conducted research to assist DMO’s in generating new revenues and developing sustainable business models. • Trained all Visitor Information Staff in Alberta to improve their awareness of the Canadian Badlands region. • Support with development of the Grasslands Naturalists birding guide. • Conducted a Best Practises Mission to Newfoundland, fall of 2017! They are an amazing example of collaboration and innovation! • Assist with Medicine Hat Sports Tourism. • Assisted with the pilot event, Medalta Music Festival. This was hugely successful and will be an annual event. • We have researched and developed a financial sustainability plan and are now in the implementation stage. • These are a few highlights . . . much more to come . . . Canadian Badlands Tourism Conference Canadian Badlands Tourism holds a tourism conference and AGM to:
➢ Bring our valued shareholders together to provide them a voice in the organization’s direction ➢ Share successes from the Canadian Badlands Region and learn from one another ➢ Get inspired and informed by industry leaders and engaging speakers ➢ Learn about the benefits and all that is and can be offered through Canadian Badlands Tourism
GOLD AWARD - Winner - - Winner - Institute of Public Two awards in 2015 Administration of in Collaboration & Canada Public Marketing Sector Leadership
www.canadianbadlands.com 403-823-7741 [email protected]
PAGE 3 OF 3 AGENDA ITEM #: 7.1
Request for Decision DECEMBER 9, 2019 REGULAR COUNCIL MEETING
REQUEST FROM KINSMEN CLUB OF COALDALE PURPOSE:
The following report is to request approval from Council on behalf of the Kinsmen Club of Coaldale in celebration of their 100th Anniversary this February 2020.
BACKGROUND:
The Kinsmen Club of Coaldale are seeking approval for three requests:
1. Kinsmen flag raising on February 20, 2020. 2. Declare February 20, 2020, as Kin Canada Day 3. Declare February 16 – 22, 2020, as Kin Canada Week.
A copy of the Flag Display Policy is attached. Each of the three designated areas in Town that have flags displayed, (Town Office, Welcome sign and the Cenotaph). There are (3) three flag poles at each designated area that are reserved for the Canada Flag, the Provincial Flag and the Town of Coaldale Flag. There is not a (4) fourth pole that could be utilized.
OVERVIEW:
The Kinsmen Club of Coaldale has been in operation for the past 65 years, since 1954. Clubs across Canada will be celebrating in February 2020 in honor of the 100th Anniversary with the common goal “Serving the Communities Greatest Need”.
PUBLIC ENGAGEMENT: n/a
RECOMMENDATION:
1. THAT Council decline the request for raising of the Kinsmen flag as the Town of Coaldale does not have an available flag pole to accommodate this request.
AND
2. THAT Council declare February 20, 2020, as Kin Canada Day.
AND
PAGE 1 OF 6 3. THAT Council declare February 16 – 22, 2020, as Kin Canada Week.
Respectfully Submitted:
Lana Unger Legislative Coordinator
Attachments: - Kinsmen Club of Coaldale – Correspondence dated November 21, 2019. - Copy of the Flag Display Policy #C-016-0418, approved June 11, 2018.
PAGE 2 OF 6 November 21, 2019
Town of Coaldale 1920 – 17th Street Coaldale, AB T1M 1M1
Attn: Cindy Hoffman – Manager of Community Services
Dear Cindy,
This is an exciting time for the Kinsmen Club of Coaldale as we get ready to help Kin Canada mark their 100th anniversary in 2020. Kin Canada was founded on February 20, 1920 by Hal Rogers in Hamilton, Ontario. Since that time Kin clubs have been formed all across Canada with a common goal ‘Serving the Community’s Greatest Need’.
On February 20, 2020 Kin clubs and their local municipalities from across Canada, will be taking part in a sunrise flag raising ceremony to mark this occasion. Because of the longstanding relationship the Kinsmen and Kinettes Clubs of Coaldale have with the Town of Coaldale, it is my hope that the town, along with the Mayor, Councillors and Management, will take part by raising our special Kin Canada centennial flag at a sunrise ceremony. In addition, we respectfully request that you join other communities across Canada in proclaiming February 20, 2020 as ‘Kin Canada Day’ and February 16-22, 2020 as ‘Kin Canada Week’ in honour of the contributions that Kinsmen and Kinettes have made to the community and to Canada. Kin Canada is planning to notify media outlets across the country to capture the hundreds of flags being raised over the sun. I will also be communicating with local media in hopes that they will be available to capture this historic event.
I believe taking part in this will be mutually beneficial for the Town of Coaldale and the Coaldale Kinsmen and Coaldale Kinettes clubs. As you know, the Kinsmen Club of Coaldale has been ‘serving the community’s greatest need’ since 1954. Our club members have been working hard these past 65 years to help make Coaldale a place where people will want to live and play. By recognizing Kin Canada and the efforts of the local clubs in this way, it will help raise community awareness of our efforts. This will hopefully encourage our citizens to become involved with us, support our fundraising efforts and in turn will allow us to support even more community projects in Coaldale. I can be reached directly on my cell at 587-257-4932 or by email at [email protected] to discuss this further. I look forward to hearing from you.
Sincerely,
Douglas Page President Kinsmen Club of Coaldale
www.coaldalekinsmen.com P.O. Box 761, Coaldale, AB T1M 1M7 [email protected]
PAGE 3 OF 6 POLICY #C-016-0418
POLICY NUMBER: C-016-0418 POLICY SUBJECT: FLAG DISPLAY POLICY DEPARTMENT: COUNCIL INITIAL EFFECTIVE DATE: June 11, 2018 EFFECTIVE DATE: June 11, 2018 REVISION DATE (s): N/A REVISION NUMBER: N/A
______
PURPOSE: The purpose of the Flay Display Policy is to provide guidelines to administration to ensure respectful display of flags on Town of Coaldale property. This policy shall only apply to poles on Town of Coaldale owned and operated property.
POLICY INTENT: The Town of Coaldale wishes to ensure that flags on Town property are displayed in a consistent and appropriate manner.
POLICY STATEMENT: 1. The Town of Coaldale recognizes the symbolic importance of flags in bestowing honor and respect or expressing a collective sense of grief and respect through lowering flags to half- mast.
RESPONSIBILITIES: Display of Flags on Municipal Flag Poles: 1. There are three (3) municipal flag poles installed in front of the Town of Coaldale administrative office, including: a. A flag pole for the National Flag of Canada, b. A flag pole for the Province of Alberta flag, c. A flag pole for the Town of Coaldale municipal flag.
2. There are three (3) municipal flag poles installed in front of the following municipal designated areas that offer public services: a. Town Office, 1920 – 17th Street, b. The Cenotaph, located at 2107 – 13th Street, c. The Welcome to Coaldale sign, located at the corner of Highway 3 and 845.
3. Flag Placement: a. When three (3) flags are displayed, the position of honor is in the centre. From the perspective of the audience facing the flag, the Canadian flag should be placed
1 | P a g e Town of Coaldale Policy# C-016-0418 Flag Display Policy June 11, 2018
PAGE 4 OF 6 POLICY #C-016-0418
in the centre, the Provincial flag on the left and the Town of Coaldale flag on the right. b. All flags flown together at the same location(s) shall be flown at the same height; at full mast or half-mast.
4. Half-Mast: a. In accordance with the Government of Canada, Rules for Half-Masting the National Flag of Canada, flags flown on municipal flag poles shall be flown at half-mast from sunrise to sunset to express a collective sense of grief and respect during the following solemn occasions: i. April 28 – National Day of Mourning ii. June 23 – National Day of Remembrance for Victims of Terrorism iii. Second Sunday in September – Firefighters’ National Memorial Day iv. Last Sunday in September – Police & Peace Officers National Memorial Day v. November 11 – Remembrance Day vi. December 6 – National Day of Remembrance and Action on Violence Against Women
b. The Town of Coaldale will lower flags to half-mast on all Town properties and facilities from the time of notification of death until sunset the day of the funeral or memorial service for: i. The Sovereign; ii. A member of the immediate Royal Family; iii. A current or former Governor General of Canada; iv. A current or former Prime Minister of Canada; v. A current or former Lieutenant Governor of Alberta; vi. A current or former Premier of Alberta; vii. A current or former local Member of Parliament; viii. A current or former local Member of Legislative Assembly; ix. A current or former member of Council.
c. Flags flown on municipal flag poles may be flown at half-mast upon notification of death until sunset the day of the funeral or memorial services: i. To commemorate the death of a member of the Canadian Forces whose residence was in the Town of Coaldale, who had died in the line of duty; ii. To commemorate the death of a member of the R.C.M.P., Town of Coaldale Fire Services personnel, or ambulance service personnel whose residence was in the Town of Coaldale, who had died in the line of duty.
2 | P a g e Town of Coaldale Policy# C-016-0418 Flag Display Policy June 11, 2018
PAGE 5 OF 6 POLICY #C-016-0418
d. Flags flown on municipal flag poles may be flown at half-mast as a result of a significant event or circumstance not already specified in this policy, at the discretion of the Mayor and the CAO. In the event either is unavailable, their designates will act in their place.
e. There shall be information about the occasion for lowering/raising of flags available on the Town of Coaldale website.
5. Disposal of Flags: a. When a flag becomes tattered and is no longer a suitable condition for use, it should be destroyed in a respectful way by burning it privately and is immediately replaced.
REFERENCES: Government of Canada – Rules for Flying the National Flag of Canada Government of Alberta – Flag Etiquette
3 | P a g e Town of Coaldale Policy# C-016-0418 Flag Display Policy June 11, 2018
PAGE 6 OF 6 AGENDA ITEM #: 7.2
COMPARATIVE ANALYTICS
COMPARING THE TOWN OF COALDALE & A CROSS SECTION OF COMPARABLE AND NEIGHBOURING MUNICIPALITIES
PAGE 1 OF 10 • Benchmarking provides for the opportunity to identify our successes as well as opportunities for improvement.
• Does not provide 100% clarity; each municipal operation provides different Benchmarking: How service levels, faces different challenges do we measure up? • 6 comparable municipalities + Lethbridge & Lethbridge County • Taber (nearest “competitor” ) and Blackfalds (closest “comparable”) typically the most relevant comparators
PAGE 2 OF 10 1. Most recent operational expenditures and revenues
2. Most recent taxation & assessment information Benchmarking: What to consider? 3. Assessment growth over a defined period - growth of measurable assets in the community
4. Population growth over a defined period - a reasonable barometer for the overall health of the community
PAGE 3 OF 10 BENCHMARK 1: OPERATIONAL EXPENDITURES (2018)
TOTAL PER CAPITA PER CAPITA PER CAPITA POPULATION OPERATIONAL OPERATIONAL SALARIES, WAGES SALARIES, WAGES TOTAL TOTAL EXPENDITURES EXPENDITURES AND BENEFITS AND BENEFITS REVENUE REVENUE
COALDALE 8,671 $ 14,098,328 $ 1,626 $ 5,689,573 $ 656 $ 20,639,257 $ 2,380
BLACKFALDS 10,125 18,295,846 1,807 8,293,221 819 24,161,615 2,386
TABER 8,778 21,367,113 2,434 10,772,054 1,227 25,182,343 2,869
INNISFAIL 7,847 16,005,010 2,040 5,734,468 731 17,940,978 2,286
EDSON 8,428 21,001,658 2,492 8,661,607 1,028 27,718,001 3,289
DRUMHELLER 8,065 15,255,856 1,892 6,493,305 805 20,543,645 2,547
PONOKA 7,375 16,458,186 2,232 5,657,471 767 18,102,105 2,455
LETHBRIDGE 99,769 312,479,000 3,132 170,875,000 1,713 487,457,000 4,886
LETHBRIDGE COUNTY 10,493 18,984,112 1,809 9,653,346 920 26,283,709 2,505 PAGE 4 OF 10 BENCHMARK 1: OPERATIONAL EXPENDITURES (2018)
$3,000
OPERATIONAL $2,500 EXPENDITURE SALARIES AS PER CAPITA OPERATIONAL $2,000 AS % REVENUE % REVENUE EXPENDITURES
$1,500 PER CAPITA SALARIES, WAGES COALDALE 68% 28% AND BENEFITS $1,000 PER CAPITA TOTAL REVENUE BLACKFALDS 76% 34% $500 TABER 85% 43% $- COALDALE BLACKFALDS TABER INNISFAIL 89% 32%
100% EDSON 76% 31% 80% OPERATIONAL DRUMHELLER 74% 32% EXPENDITURE AS % 60% REVENUE 40% PONOKA 91% 31% SALARIES AS % 20% REVENUE LETHBRIDGE 64% 35% 0%
LETHBRIDGE COUNTY 72% 37%
PAGE 5 OF 10 BENCHMARK 2: TAXATION AND ASSESSMENT
NET TAXES PER CAPITA NET NON MILL RATE AVAILABLE FOR TAXES AVAILABLE POPULATION RESIDENTIAL RESIDENTIAL TOTAL MILL RATE NON MUNICIPAL FOR MUNICIPAL ASSESSMENT ASSESSMENT ASSESSMENT RESIDENTIAL RESIDENTIAL PURPOSES PURPOSES
COALDALE 8,671 860,863,280 113,299,850 1,000,893,240 8.0227 10.5451 $ 8,187,577 $ 944
BLACKFALDS 10,125 1,127,839,160 152,146,610 1,291,678,420 8.1435 9.9235 10,774,006 1,064
TABER 8,778 714,340,450 242,183,280 1,025,332,020 7.7086 12.0831 9,136,226 1,041
INNISFAIL 7,847 822,848,650 223,211,560 1,103,505,900 6.6088 8.1546 7,551,450 962
EDSON 8,428 900,710,960 398,087,380 1,339,332,610 5.6246 13.9309 11,379,076 1,350
DRUMHELLER 8,065 689,049,490 245,977,210 935,026,700 8.1570 13.2694 8,750,341 1,085
PONOKA 7,375 639,533,680 167,490,490 821,298,010 7.6809 10.0240 7,124,287 966
LETHBRIDGE 99,769 10,199,824,900 2,774,900,470 13,699,337,830 8.6116 20.4003 145,301,000 1,456
LETHBRIDGE COUNTY 10,493 1,007,294,000 687,345,000 1,953,041,000 4.6903 9.1147 15,541,165 1,481 PAGE 6 OF 10 BENCHMARK 2: TAXATION AND ASSESSMENT
$7,000 TAXES FOR TAXES FOR PER CAPITA NET TAXES $315,000 $500,000 $6,000 AVAILABLE FOR HOME BUSINESS MUNICIPAL PURPOSES $5,000 $4,000 COALDALE $ 2,527 $ 5,273 TAXES FOR $315,000 $3,000 HOME BLACKFALDS 2,565 4,962 $2,000
$1,000 TAXES FOR $500,000 TABER 2,428 6,042 $- BUSINESS COALDALE BLACKFALDS TABER INNISFAIL 2,082 4,077
1,400,000,000 EDSON 1,772 6,965 1,200,000,000 DRUMHELLER 2,569 6,635 1,000,000,000 RESIDENTIAL ASSESSMENT 800,000,000 PONOKA 2,419 5,012 600,000,000 NON RESIDENTIAL ASSESSMENT LETHBRIDGE 2,713 10,200 400,000,000 200,000,000 TOTAL 1,477 4,557 LETHBRIDGE COUNTY - ASSESSMENT
PAGE 7 OF 10 NON RESIDENTIAL TOTAL RESIDENTIAL ASSESSMENT ASSESSMENT ASSESSMENT GROWTH GROWTH BENCHMARK 3: GROWTH COALDALE 209,082,300 54,361,253 263,443,553 ASSESSMENT BLACKFALDS 385,592,507 42,272,031 427,864,538 GROWTH TABER 46,454,919 22,435,658 68,890,577
2014 THROUGH 2020 INNISFAIL 99,488,401 32,261,308 131,749,709
EDSON 127,157,512 117,067,236 244,224,748
DRUMHELLER 313,941,490 (9,968,977) 303,972,513
PONOKA 45,257,924 46,507,283 91,765,207
LETHBRIDGE 1,862,976,890 432,979,850 2,295,956,740
LETHBRIDGE COUNTY 173,264,164 50,722,240 223,986,404
PAGE 8 OF 10 POPULATION POPULATION POPULATION PERCENT GROWTH 2018 2014 GROWTH BENCHMARK 4: COALDALE 1,145 8,671 7,526 15.21% POPULATION BLACKFALDS 2,284 10,125 7,841 29.13% GROWTH TABER 234 8,778 8,544 2.74% 2014 THROUGH 2018 INNISFAIL (403) 7,847 8,250 -4.88%
EDSON (374) 8,428 8,802 -4.25%
DRUMHELLER (313) 8,065 8,378 -3.74%
PONOKA 157 7,375 7,218 2.18%
LETHBRIDGE 6,297 98,960 92,663 6.80%
LETHBRIDGE COUNTY 146 10,493 10,347 1.41%
PAGE 9 OF 10 THE PATH FORWARD:
• Growth & Development has been solid – more clearly defined plan for future economic development could be beneficial.
• Continue to “Challenge the Status Quo” – Focus on continuous improvement leading to cost efficiencies and alternative service delivery or financing models.
• Recognize that running a lean organization requires continued commitment and focus.
• Consider & utilize performance measures to increase & maintain operational effectiveness.
PAGE 10 OF 10 AGENDA ITEM #: 8.1
Information
DECEMBER 9, 2019 REGULAR COUNCIL MEETING
EMERGENCY MANAGEMENT & MUNICIPAL ENFORCEMENT REPORT PURPOSE:
The following report is to provide Council with information regarding Emergency Management and Municipal Enforcement throughout 2019.
OVERVIEW: Emergency Management The Town of Coaldale has made a great deal of progress with Emergency Management in 2019. The year has been busy with public education, training, exercises as well as plan revision. All of these various components have contributed significantly to public safety.
During Emergency Preparedness Week in May, various organizations participated in Disaster’s Corner. This event promoted the various aspects of Emergency Management and created an opportunity for the public to come out and see what Emergency Management is about. This event saw over 120 people come through the community centre and visit a variety of emergency response and preparedness agencies. Staff and the Emergency Advisory Committee are currently planning the event again for 2020.
Emergency Management Training kept everyone busy throughout 2019. Training this year included ICS 100 & 200, ICS 100 & 200 Train the Trainer, position-specific training, disaster recovery, business continuity, and other ICS related training opportunities. Two town employees also attended the Alberta Task Force 3 training, which provides a first-class training opportunity, but also helps build capacity within the region. This task force consists of trained individuals throughout the southern region of the Province, and they could be called upon to support a municipality should an event occur.
Various staff have also participated in three different exercises this year. The Town of Coaldale hosted a full-scale train derailment, in partnership with CP Rail. There were also two tabletop exercises held to sharpen our evacuation and damage assessment skills. Overall, these exercises ensure that our plan is current, and our staff are prepared to handle an actual event. During the Settler Days weekend, the Town of Coaldale activated the EOC to help coordinate all the activities and prepare to respond should there have been an incident. Not only did this planning and preparedness lead to remarkable coordination between volunteers, town staff, and emergency responders, but it also was an opportunity to test the Emergency Management processes that are in place.
Finally, this year has seen many revisions to the Emergency Management Plan, as well as related documents, to ensure they are current with the Act and Regulation that take effect in 2020. Overall the Town of Coaldale has continued to build Emergency Management skills and capacity to be able to handle potential incidents should they arise.
PAGE 1 OF 14 Municipal Enforcement Coaldale & District Municipal Enforcement has had a total of 1517 files as of the end of November. The majority of the complaint files have been animal, unsightly, and traffic complaints. The majority of proactive files have been related to bin enforcement, snow removal, and unsightly properties. In January of 2019, CDME stopped providing Peace Officer services to the communities of Barons and Coalhurst. CDME did continue to provide services to Picture Butte until they could determine a direction for their bylaw enforcement. As of November 12, 2019, the Town of Picture Butte has a bylaw officer in place, and CDME is now only providing services to the Town of Coaldale.
The photo radar program has been going strong in 2019. The number of tickets issued has increased from 3966 in 2018 to 4773 to date in 2019. Earlier in 2019, the Province completed its review of the photo radar program in Alberta. CDME reviewed all of the sites and procedures that are in place to ensure Coaldale is compliant with the rules and regulations that currently exist. Effective December 1, 2019, the Province has placed a freeze on new photo radar equipment, upgrades to equipment, and the addition of new sites. This temporary freeze will be in place as further review and justification of photo radar programs is conducted in 2020. CDME will work with the RCMP to participate in the photo radar review throughout the next year.
CDME has also had some exciting and innovative changes in 2019. The schedule that the CPOs work was altered to reflect the peek hours and days that complaints are received. This new schedule also typically has a minimum of 2 officers on the same day, which drastically improves officer safety. The new schedule also has both CPOs rotating through the photo radar position. The new shift rotation also provides CDME an opportunity to be more involved with the safe routes to school program. Another initiative that started in 2019 and will be fully implemented in 2020 will be the CDME bike patrol. Officers will be able to be on bikes, which provides a good opportunity to become more involved in the safe routes to school program. As CDME was trying to increase our positive community image in 2019, a positive ticketing program was created. Officers handed out positive tickets to children in the community on bikes wearing helmets. Not only was this positive ticketing program a good way for CDME to interact with the community, but it reinforced the safety aspect of riding bikes for the public.
On November 27, 2019 CDME had an external audit of the Peace Officer Program conducted by the Justice and Solicitor General. This audit looked at the entire CDME department and program and we will have the results of the audit sometime in 2020. This audit ensures that we are compliant with the various rules and regulations that exist as an authorized employer of Peace Officers.
Overall, 2019 had been a positive year for CDME and we will continue to find innovative and engaging ways to increase public safety in Coaldale. PUBLIC ENGAGEMENT:
N/A
RECOMMENDATION:
1. THAT Council receives the 2019 Emergency Management & Municipal Enforcement report as information.
Respectfully Submitted:
Clayton Rutberg
PAGE 2 OF 14 Deputy Fire Chief of Public Safety
This report has been prepared in consultation with the following listed departments: Department Signature Emergency Services – Municipal Enforcement/Emergency Management
PAGE 3 OF 14 Emergency Management & Municipal Enforcement
Deputy Fire Chief - Public Safety Clayton Rutberg
PAGE 4 OF 14 EMERGENCY MANAGEMENT 2019
• Completed 1 Agency Meeting & Updated Hazard Identification/Risk Assessment • 3 Emergency Advisory Committee Meetings • Emergency Operations Centre activation for Settler Days • Emergency Preparedness week (Disaster’s Corner)
PAGE 5 OF 14 EMERGENCY MANAGEMENT EXERCISES 2019
Full Scale Train Evacuation Tabletop Damage Assessment Derailment Exercise Tabletop
PAGE 6 OF 14 EMERGENCY MANAGEMENT TRAINING 2019
• Position Specific Training • ICS 100 & 200 • ICS 100/200 Train the Trainer • Economic Disaster & Recovery Workshop • Alberta Task Force 3 Training for 2 Town Staff • Planning P workshop • Business Continuity Training (December 10/11)
PAGE 7 OF 14 Partnership With Lethbridge County
• 3 Emergency Operations Training activations in 2019 • ICS 100 • Agency & Committee Meeting • Bylaw Review • Plan Review • Director of Emergency Management Report • 2 Events occurred that required the plan to be activated
PAGE 8 OF 14 MUNICIPAL ENFORCEMENT 2019
PAGE 9 OF 14 2019 Files
2018 2019 Current To End of Nov File Type Number of File Type Number of Files Files Case Reports (Complaints) 535 Case Reports (complaints) 445 Officer Generated Files 788 Officer Generated Files 672 (Proactive Enforcement) (Proactive Enforcement) Violations 397 Violations 400
2019 Included Picture Butte (JAN-NOV 12) and 2018 Included Coaldale, Picture Butte, Barons and Coaldale. Coalhurst.
PAGE 10 OF 14 File Types
Complaints % Dog Control Bylaw 30% Unsightly 19% Officer Generated % Traffic Bylaw 18% Waste/Recylce/Compost Bins 30% Assist Other Agencies 5% Snow Removal 24% Assist Other Departments 5% Unsightly 16% Snow Removal 4% Parking 7% Animal Protection Act 3% Business License Checks 4% Noise 3% Community Relations 4% Traffic Safety Act 2% Assist Other Dept 3% Trespass 2% Dogs 3% Abandoned Vehicle 1% Provincial Offense 3% Business License 1% Unattached Trailer 2% Fires 1% Dangerous Goods 1% Fireworks 1% Truck Route 1% Solid Waste 1% Trespassing 1% Tobacco Reducation Act 1% Traffic Control 1% Environmental Protection Act 1% Community Education 1% Land Use 1%
PAGE 11 OF 14 PHOTO RADAR
2018 2019 Effective December 1, 2019, municipalities and police services cannot: • install new photo radar equipment 3966 4773 • upgrade existing photo radar devices • add new photo radar locations Average Speed Average Speed Over – 19 km/hr Over – 19 km/hr Consultation Process for 2020 • Online Survey 134 134 • Photo Radar Workshop • Document Review
PAGE 12 OF 14 CDME 2019 Highlights
An audit of the CPO program New bikes for the CDME bike Positive Ticketing Program patrol program. Bike patrols will was conducted by the Justice start in 2020. and Solicitor Generals Office in November.
PAGE 13 OF 14 Schedule Changes % Day of Week Complaints % of complaints per 3 hour time period
23 32 18 16 13 14 23 19 9 7
9 9 7 1 0
0000-0300 0300-0600 0600-0900 0900-1200 1200-1500 1500-1800 1800-2100 2100-0000
2019 2019
Team Lead – Monday to Friday (0730-1630) CPO 1 – Monday to Friday Coverage (0800-2000)
PAGE 14 OF 14 AGENDA ITEM #: 8.2
NOVEMBER 2019 Development Summary
DEVELOPMENT PERMITS RESIDENTIAL MONTHLY ADDITION OR MOBILE HOME MULTI-FAMILY UNITS COMMERCIAL MONTHLY TOTAL MONTH NEW HOME VALUE INDUSTRIAL VALUE INSTITUTIONAL VALUE TOTAL
RENOVATION VALUE VALUE VALUE Sign
VALUE Other PERMITS Home Occ.
VALUE Use Change January 1 $290,000 3 $11,800 0 $0 0 0 $0 0 $0 0 $0 0 $0 $301,800 2 1 0 2 9 February 2 $740,000 3 $50,500 0 $0 0 0 $0 0 $0 0 $0 0 $0 $790,500 0 2 0 0 7 March 3 $975,000 7 $94,000 4 $525,000 0 0 $0 0 $0 0 $0 0 $0 $1,594,000 2 2 0 4 22 April 0 $0 6 $95,500 2 $330,000 0 0 $0 1 $400,000 0 $0 0 $0 $825,500 4 2 1 1 17 May 1 $240,000 7 $105,700 2 $360,000 0 0 $0 0 $0 0 $0 0 $0 $705,700 3 2 1 0 16 June 1 $350,000 10 $145,000 1 $250,000 0 0 $0 5 $4,925,000 2 $12,000 0 $0 $5,682,000 3 1 0 0 23 July 4 $995,000 8 $167,500 2 $230,800 0 0 $0 0 $0 0 $0 0 $0 $1,393,300 2 1 0 1 18 August 1 $275,000 4 $14,500 4 $770,500 0 0 $0 0 $0 0 $0 1 $750,000 $1,810,000 1 2 0 3 16 September 3 $1,020,000 5 $113,664 1 $212,000 0 0 $0 2 $300,000 1 $0 0 $0 $1,645,664 1 2 1 1 17 October 6 $1,853,000 6 $47,500 1 $185,000 0 0 $0 1 $2,400,000 0 $0 0 $0 $4,485,500 2 3 0 1 20 November 2 $700,000 2 $22,000 1 $290,000 0 0 $0 0 $0 0 $0 0 $0 $1,012,000 2 4 1 1 13 December 0 $0 0 $0 0 $0 0 0 $0 0 $0 0 $0 0 $0 $0 0 0 0 0 0 TOTAL 24 $7,438,000 61 $867,664 18 $3,153,300 0 0 $0 9 $8,025,000 3 $12,000 1 $750,000 $20,245,964 22 22 4 14 178
NEW HOUSING STARTS BY SUBDIVISION YEAR TO DATE COMPLIANCE LETTERS Cottonwood Estates – Phase I, Stage I January 9 TOTAL VALUE ALL DEVELOPMENT PERMITS Cottonwood Estates – Phase I, Stage II February 1 Cottonwood Estates – Phase I, Stage IV $20,245,964 March 7 Cottonwood Estates - Phase I, Stage V April 6 TOTAL NEW DWELLINGS / DWELLING UNITS Cottonwood Estates - Phase I, Stage VI and VII 1 May 6 Cottonwood Estates - Phase I, Stage VIII 1 June 6 42 Cottonwood Estates - Phase I, Stage VIIII & X 4 July 5 Cottonwood Estates - Phase 2, Stage 1 8 August 11 TOTAL NUMBER OF RE-ZONING APPLICATIONS South Coaldale Country Residential 3 September 5 Parkside Acres – Phase IV 6 October 5 Parkside Acres – Phase V 1 November 10 TOTAL APPLICATIONS FOR SUBDIVISION Waterfront Harbour - Phase I December Other Areas (In-fill) 1 0 TOTAL 71 Station Grounds 3 The Seasons - Phase I The Seasons - Phase IB 5 AGENDA ITEM #: 11.1
PAGE 1 OF 8 Page2 SAEWA CHAIR Tom Grant, Mayor Town of forge ahead to the finish line. our members and government stay informed and engaged as we SAEWA’s road warrior and A special are Our membership continues to demonstrate SOME OF OUR MEMBERS NEVER THOUGHT WE WOULD GET HERE…. membership courseon to naming the preferred site which is extremely exciting analysis and scientific rev submitted environmental and regulatory reviews of 11 potential pr Fund financial support We an instrumental l This THE CHAIR MESSAGE FROM ocess E
very have have done nergy ast year which has made it to possible complete . grateful
thank you to our Board and As a result w -
from an . . in in our to ability make has interest
a lot of great work - W .
received prove aste
e are happy to announce that in (EfW) (EfW) n
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ar
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leaps and bounds
Energy for Southern Alberta. Vice andChair ma champion working tirelessly de monumental - from support support to
the the site selection - Waste (EfW) after Project Lead Paul Ryan, towards member
the the Community Initiatives
rigorous strides
SAEWA the the
facility host siteshost and analysis
and and thanks to the are on are on course to development of
desktop news for our project and we ensuring that we are now –
that that
who the the
PAGE 2OF 8 Page3 SAEWA will begin to engage investment attraction leads. attraction. Development Plan document (est. 2015) which is Another important piece workof will be to review and update the Business benefits of municipality a strategic allow SAEWA It is essential to keeping progress moving forward that we inclusive of our indigenous members momentum in our engagement with Government representatives, members From a strategic perspective the next steps will be to continue to build specific ord the findings of the scientific analysis and geo technical reports. Respectfully in no to do so will be meeting with the three short listed potential site to review hosts SAEWA i IN VIEWOF s preparing in early 2020 to announce the preferred site inand preparing
an an EfW er: Wheatland County, Vulcan County and Newell County. to facilitate partnershipin
2020 in factor theof location the of
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“preferred site host” “potential host community”. a requir ement
source funding that will rint, and the public.
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PAGE 3OF 8 Page4 reduce long reduce and waste residual from energy torecover technologies implementing ofwaste coalition Southern The SAEWA’S MISSION Program that per tonnes facility to alternative municipalities, member 50 plus our with partnership In SAEWA’S VISON climate impact environmentally responsible solution Providingsustainable a SAEWA will workwill reducing Green House Gas Emissions by over 2 byover GasEmissions House reducing Green s . ’s STRATEGIC FRAMEWORK year or or year - term reliance onl reliance term Alberta Energy from Waste Association (SAEWA) is a isa (SAEWA) Association Waste Energy from Alberta landfilling waste we will develop an Energy develop we an waste will landfilling synergistically management jurisdictions with an interest in in interest an with jurisdictions management 7 for the future families.of our
m illion tonnes tonnes illion
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PAGE 4OF 8 Page5 SAEWA SAEWA MEMBERSHIP
FOOTPRINT MAP
PAGE 5 OF8 Page6 region, Ontario. region, of Record: Engineers the project. of life the over tonnes million with 7 year per tonnes thousand House Reductions Gas Green financing. debt with tonne per support. $90 fees: tipping Estimated Poten Capacity: Processing highways. provincial trucks using or by rail transported Waste be can exist. currently does not that livestock” “downer with for dealing solution communi agricultural The America. North of Association Waste the Solid by documented been has that numbers and recycling increase EfW’s programs. recycling with compete non to process wants only that it stated has formally SAEWA or recycling. foodprocessing heat, be used for district can generated that steam is supply. The water on demands reduce and efficiencies maximise to system loop” a“closed through managed Water usage is landfilling. over environment that is there ensure systems management emission modern and gas ornatural coal of instead waste solid municipal by burning is generated Electricity design. its into ski incorporated hill i the technology is not EfW A modern approvals. government multi level and hearings public houses, open series of a rigorous require will development and own municipally a to be is intended project The in site be identified to a single preferred with County Vulcan and County Wheatland County, Newell down to; list the is short and sites potential eleven identified have Municipalities six A total of Commissions. Waste Regional and Villages Hamlets, Towns, Municipalities, Urban small Municipalities, consistsRural of (SAEWA) Waste Association from Energy Alberta Southern The DEVELOPMENTPROJECT SHEET FACT tial Outputs: tial Outputs:
s well known, with unique designs and the most recent one even has a has oneeven recent the most and designs with unique known, well s +/ like the images some people have of giant smokestacks. In Europe Europe In smokestacks. of giant have people some the images like Up to 300k tonnes year. per tonnes to Up 300k HDR HDR Inc. -
December 50 MW electricity +/ 50 MW electricity $50 per tonne with higher level (non granted) government government granted) (non level with higher tonne per $50 ty would benefit from having an effective and efficient efficient and an effective having from ty benefit would
(peer reviewed by Pembina Institute): by Pembina reviewed (peer
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230 PAGE 6 OF8 Page7 Engineering Work underway with estimated completion completion estimated with underway Engineering Work ($1.5m) Completed: Engineering Work Website: Poole Administrator Sherry Lead Vice Chair/Project Ryan; Paul Contacts: $2.0m estimated support Municipal $1.5m of Governments level Higher Funds Expended: • • • • • • • • • • • • • • • • • Recommend to Board December 2019 December Board to Recommend list of short evaluation Geotechnical sites potential to list 3 Short sitingcriteria on based sites potential of Desktop evaluation 11 potential offering to facility host of Interest Expressions offering municipalities 6 with identification site Potential Institute Pembina Revie Party with HDR 3rd Life Analysis: Cycle of A U Analysis: Siting Affairs LLP/Municipal Model: Brownlee Governance Costs Current Stream Waste Member Characterization Waste Stream Plan Business Detailed Plan Business Initial Plan Process Procurement P Communications Process Plan Siting Plan Requirements Regulatory Plan Development Project www.saewa.ca
lan [email protected] [email protected]
sites.
w with O&G Sustainability and O&G Sustainability w with Dec ember 2019: ($400k) 2019: ember
PAGE 7 OF8 Page8 Reserved Revenue Revenue Reserved Expenditures Budget Total Fees Printing M Fees & Hosting Maintenance Website Lead Project Fees Society AGM Fees Fees & Auditor Insurance Membershi & Association Legal Fees Fees Administration Communications F Engagement Stakeholder Fees Engineering $ Project Total ______UofA Engineering Institute Pembina HDR Project Revenue Total ______Program Funding Initiative Community Partnership Alberta Program Fund Greed Municipalities of CDN Federation Revenue: Grant ______$70,101 Revenue Funding Membership rate 0.53 capita per Membership 144,388 Population Membership OPERATIONAL FINANCIALS 2019 arketing Fees Fees arketing
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50 PAGE 8 OF 5 4
AGENDA ITEM #: 11.2
2020 Municipal Sustainability Initiative Allocation Estimates The allocations below indicate MSI 2020 allocation estimates from Budget 2019 targets using 2019 MSI allocation factors. These estimates will be updated when 2020 allocation factors are available. Capital Funding MSI Capital BMTG Municipality Sub-Total Operating Funding Total MSI Funding Component Component Total $616,226,960 $346,773,040 $963,000,000 $30,000,000 $993,000,000
Cities AIRDRIE $9,974,085 $4,150,204 $14,124,289 $463,557 $14,587,847 BEAUMONT $2,714,249 $1,129,739 $3,843,988 $133,757 $3,977,745 BROOKS $1,898,087 $941,404 $2,839,491 $96,681 $2,936,172 CALGARY $136,141,102 $123,923,635 $260,064,737 $0 $260,064,737 CAMROSE $2,832,654 $1,274,599 $4,107,253 $139,136 $4,246,389 CHESTERMERE $3,185,111 $1,243,920 $4,429,031 $155,148 $4,584,178 COLD LAKE $2,364,217 $984,640 $3,348,857 $117,856 $3,466,713 EDMONTON $91,964,755 $101,392,065 $193,356,820 $0 $193,356,820 FORT SASKATCHEWAN $4,249,137 $1,695,006 $5,944,143 $203,484 $6,147,628 GRANDE PRAIRIE $10,012,888 $4,194,568 $14,207,456 $465,320 $14,672,776 LACOMBE $1,899,418 $850,810 $2,750,228 $96,741 $2,846,969 LEDUC $5,406,364 $1,986,060 $7,392,424 $256,055 $7,648,479 LETHBRIDGE $13,576,983 $6,083,698 $19,660,681 $627,230 $20,287,911 LLOYDMINSTER $3,112,274 $1,244,522 $4,356,796 $151,839 $4,508,635 MEDICINE HAT $8,773,730 $3,840,853 $12,614,583 $409,028 $13,023,610 RED DEER $14,976,852 $6,297,342 $21,274,194 $690,823 $21,965,017 SPRUCE GROVE $5,384,029 $2,230,608 $7,614,637 $255,040 $7,869,677 ST. ALBERT $10,250,419 $4,083,949 $14,334,368 $476,111 $14,810,479 WETASKIWIN $1,729,752 $828,845 $2,558,597 $89,034 $2,647,631 Towns ATHABASCA $516,215 $177,900 $694,115 $33,905 $728,020 BANFF $1,945,836 $532,500 $2,478,336 $98,850 $2,577,186 BARRHEAD $699,819 $274,740 $974,559 $139,562 $1,114,121 BASHAW $208,116 $49,800 $257,916 $55,188 $313,104 BASSANO $257,189 $72,360 $329,549 $73,400 $402,949 BEAVERLODGE $431,657 $147,900 $579,557 $82,452 $662,009 BENTLEY $238,209 $64,680 $302,889 $67,097 $369,985 BLACK DIAMOND $479,098 $162,000 $641,098 $32,219 $673,316 BLACKFALDS $1,458,221 $607,500 $2,065,721 $76,698 $2,142,419 BON ACCORD $289,684 $91,740 $381,424 $88,605 $470,029 BONNYVILLE $1,142,046 $385,320 $1,527,366 $62,335 $1,589,702 BOW ISLAND $346,280 $122,580 $468,860 $113,024 $581,884 BOWDEN $253,357 $74,400 $327,757 $74,671 $402,427 BRUDERHEIM $283,637 $83,700 $367,337 $52,987 $420,324 CALMAR $390,472 $133,680 $524,152 $75,544 $599,696 CANMORE $3,818,252 $839,520 $4,657,772 $183,910 $4,841,682 CARDSTON $563,357 $234,540 $797,897 $202,201 $1,000,097 CARSTAIRS $676,794 $244,620 $921,414 $41,200 $962,614 CASTOR $215,145 $55,740 $270,885 $59,716 $330,601 CLARESHOLM $583,139 $226,800 $809,939 $117,281 $927,220 COALDALE $1,142,182 $492,900 $1,635,082 $236,933 $1,872,015 COALHURST $430,870 $166,020 $596,890 $147,641 $744,531 COCHRANE $4,489,501 $1,677,600 $6,167,101 $214,404 $6,381,504 CORONATION $219,610 $56,400 $276,010 $60,386 $336,396 CROSSFIELD $623,310 $198,480 $821,790 $38,770 $860,560 DAYSLAND $204,945 $49,440 $254,385 $37,277 $291,662 DEVON $1,003,404 $394,680 $1,398,084 $56,037 $1,454,121 DIDSBURY $781,678 $316,080 $1,097,758 $157,924 $1,255,682 DRAYTON VALLEY $1,281,679 $434,100 $1,715,779 $68,678 $1,784,457 DRUMHELLER $1,182,558 $478,920 $1,661,478 $233,815 $1,895,293 ECKVILLE $249,922 $69,780 $319,702 $71,242 $390,943 EDSON $1,368,186 $504,840 $1,873,026 $72,608 $1,945,634 ELK POINT $304,312 $87,120 $391,432 $24,279 $415,711 FAIRVIEW $485,077 $179,880 $664,957 $96,206 $761,164 FALHER $233,484 $62,820 $296,304 $65,564 $361,868 FORT MACLEOD $498,150 $178,020 $676,170 $96,141 $772,311 FOX CREEK $438,143 $118,260 $556,403 $30,358 $586,761
November, 2019 Page 1/ 6 Capital Funding MSI Capital BMTG Municipality Sub-Total Operating Funding Total MSI Funding Component Component GIBBONS $516,070 $189,540 $705,610 $33,898 $739,509 GRANUM $151,575 $24,360 $175,935 $34,597 $210,533 GRIMSHAW $448,971 $163,080 $612,051 $88,615 $700,667 HANNA $421,968 $153,540 $575,508 $138,395 $713,903 HARDISTY $196,443 $33,240 $229,683 $19,378 $249,061 HIGH LEVEL $618,603 $239,520 $858,123 $123,397 $981,520 HIGH PRAIRIE $435,849 $153,840 $589,689 $84,746 $674,436 HIGH RIVER $2,030,007 $815,040 $2,845,047 $102,674 $2,947,721 HINTON $1,565,508 $592,920 $2,158,428 $81,572 $2,240,000 INNISFAIL $1,215,488 $470,820 $1,686,308 $65,672 $1,751,980 IRRICANA $259,159 $72,960 $332,119 $48,071 $380,190 KILLAM $231,644 $59,340 $290,984 $63,015 $354,000 LAMONT $328,325 $106,440 $434,765 $63,072 $497,837 LEGAL $268,698 $80,700 $349,398 $79,831 $429,229 MAGRATH $385,664 $146,100 $531,764 $131,475 $663,239 MANNING $254,820 $70,980 $325,800 $72,314 $398,115 MAYERTHORPE $261,448 $79,200 $340,648 $78,439 $419,087 MCLENNAN $192,145 $47,460 $239,605 $86,427 $326,032 MILK RIVER $202,730 $49,620 $252,350 $54,816 $307,166 MILLET $356,238 $116,700 $472,938 $67,974 $540,912 MORINVILLE $1,435,564 $593,580 $2,029,144 $75,669 $2,104,813 MUNDARE $217,083 $51,120 $268,203 $38,423 $306,626 NANTON $407,130 $130,860 $537,990 $28,949 $566,939 NOBLEFORD $264,606 $76,680 $341,286 $49,636 $390,921 OKOTOKS $4,485,604 $1,740,120 $6,225,724 $214,226 $6,439,950 OLDS $1,454,345 $551,040 $2,005,385 $76,522 $2,081,907 ONOWAY $242,915 $61,740 $304,655 $43,359 $348,013 OYEN $227,298 $61,320 $288,618 $64,221 $352,839 PEACE RIVER $1,089,849 $410,520 $1,500,369 $59,964 $1,560,333 PENHOLD $528,629 $196,620 $725,249 $34,469 $759,718 PICTURE BUTTE $324,828 $108,600 $433,428 $102,146 $535,574 PINCHER CREEK $586,829 $218,520 $805,349 $114,515 $919,864 PONOKA $1,049,711 $433,740 $1,483,451 $211,777 $1,695,228 PROVOST $376,279 $119,880 $496,159 $70,011 $566,170 RAINBOW LAKE $209,668 $47,700 $257,368 $53,771 $311,139 RAYMOND $583,887 $255,120 $839,007 $398,447 $1,237,454 REDCLIFF $877,875 $336,000 $1,213,875 $50,334 $1,264,210 REDWATER $419,481 $123,180 $542,661 $29,510 $572,171 RIMBEY $452,331 $154,020 $606,351 $31,003 $637,354 ROCKY MOUNTAIN HOUSE $1,048,176 $398,100 $1,446,276 $58,071 $1,504,347 SEDGEWICK $210,662 $48,660 $259,322 $37,260 $296,583 SEXSMITH $452,422 $157,200 $609,622 $31,007 $640,629 SLAVE LAKE $1,058,743 $399,060 $1,457,803 $58,551 $1,516,354 SMOKY LAKE $225,404 $57,840 $283,244 $61,669 $344,914 SPIRIT RIVER $225,735 $59,700 $285,435 $63,002 $348,437 ST. PAUL $901,621 $357,780 $1,259,401 $51,413 $1,310,814 STAVELY $179,063 $32,460 $211,523 $30,087 $241,610 STETTLER $945,165 $357,120 $1,302,285 $53,391 $1,355,677 STONY PLAIN $2,609,016 $1,031,340 $3,640,356 $128,977 $3,769,333 STRATHMORE $2,026,911 $811,680 $2,838,591 $102,533 $2,941,124 SUNDRE $484,199 $163,740 $647,939 $32,450 $680,389 SWAN HILLS $269,288 $78,060 $347,348 $77,987 $425,335 SYLVAN LAKE $2,288,601 $888,960 $3,177,561 $114,421 $3,291,982 TABER $1,199,925 $505,680 $1,705,605 $64,965 $1,770,569 THORSBY $232,789 $60,900 $293,689 $64,173 $357,862 THREE HILLS $502,598 $192,720 $695,318 $169,814 $865,132 TOFIELD $379,494 $124,860 $504,354 $27,694 $532,047 TROCHU $230,349 $63,480 $293,829 $65,889 $359,718 TURNER VALLEY $467,359 $153,540 $620,899 $31,685 $652,584 TWO HILLS $261,731 $86,580 $348,311 $145,015 $493,327 VALLEYVIEW $356,227 $111,780 $468,007 $66,231 $534,238 VAUXHALL $240,570 $73,320 $313,890 $125,267 $439,156 VEGREVILLE $905,400 $342,480 $1,247,880 $51,585 $1,299,464 VERMILION $702,847 $249,000 $951,847 $42,383 $994,230
November, 2019 Page 2/ 6 Capital Funding MSI Capital BMTG Municipality Sub-Total Operating Funding Total MSI Funding Component Component VIKING $236,339 $64,980 $301,319 $67,224 $368,544 VULCAN $354,839 $115,020 $469,859 $67,316 $537,174 WAINWRIGHT $981,850 $376,200 $1,358,050 $55,058 $1,413,108 WEMBLEY $302,117 $90,960 $393,077 $24,179 $417,255 WESTLOCK $793,620 $306,060 $1,099,680 $46,507 $1,146,187 WHITECOURT $1,756,627 $612,240 $2,368,867 $90,254 $2,459,122 Villages ACME $184,143 $39,180 $223,323 $46,576 $269,899 ALBERTA BEACH $263,981 $61,080 $325,061 $22,446 $347,507 ALIX $199,990 $44,040 $244,030 $19,539 $263,570 ALLIANCE $122,659 $13,133 $135,792 $29,118 $164,910 AMISK $127,682 $14,799 $142,481 $33,597 $176,078 ANDREW $156,777 $25,500 $182,277 $35,641 $217,918 ARROWWOOD $128,943 $14,899 $143,842 $33,909 $177,751 BARNWELL $214,337 $56,820 $271,157 $60,444 $331,601 BARONS $141,043 $20,460 $161,503 $45,850 $207,353 BAWLF $153,817 $25,320 $179,137 $53,317 $232,453 BEISEKER $216,975 $49,140 $266,115 $20,311 $286,426 BERWYN $165,681 $32,280 $197,961 $63,717 $261,678 BIG VALLEY $146,033 $20,940 $166,973 $46,757 $213,731 BITTERN LAKE $132,906 $15,333 $148,239 $25,843 $174,082 BOYLE $228,024 $55,500 $283,524 $40,472 $323,996 BRETON $177,376 $34,440 $211,816 $30,711 $242,527 CARBON $162,800 $30,000 $192,800 $60,356 $253,156 CARMANGAY $134,511 $16,333 $150,844 $37,818 $188,662 CAROLINE $162,997 $30,720 $193,717 $61,385 $255,101 CEREAL $116,799 $11,700 $128,499 $25,196 $153,695 CHAMPION $141,800 $19,020 $160,820 $43,845 $204,664 CHAUVIN $144,396 $20,700 $165,096 $46,343 $211,439 CHIPMAN $143,903 $17,132 $161,035 $28,638 $189,674 CLIVE $193,054 $42,900 $235,954 $34,420 $270,374 CLYDE $153,868 $25,800 $179,668 $53,999 $233,667 CONSORT $191,899 $43,740 $235,639 $50,158 $285,798 COUTTS $136,697 $16,166 $152,863 $27,078 $179,941 COWLEY $130,431 $14,966 $145,397 $25,263 $170,660 CREMONA $159,956 $26,640 $186,596 $27,157 $213,753 CZAR $127,179 $14,733 $141,912 $33,404 $175,316 DELBURNE $214,785 $53,520 $268,305 $58,127 $326,431 DELIA $131,075 $15,199 $146,274 $34,771 $181,045 DEWBERRY $126,459 $14,199 $140,658 $32,011 $172,670 DONALDA $128,967 $15,299 $144,266 $34,930 $179,196 DONNELLY $142,803 $20,520 $163,323 $46,015 $209,338 DUCHESS $233,763 $65,100 $298,863 $67,192 $366,056 EDBERG $120,870 $13,033 $133,903 $28,782 $162,685 EDGERTON $152,572 $25,500 $178,072 $53,515 $231,587 ELNORA $140,890 $17,932 $158,822 $42,188 $201,010 EMPRESS $125,433 $13,166 $138,599 $29,329 $167,928 FERINTOSH $128,575 $14,733 $143,308 $33,467 $176,775 FOREMOST $170,841 $32,460 $203,301 $41,211 $244,512 FORESTBURG $207,953 $52,500 $260,453 $94,286 $354,739 GADSBY $115,567 $9,333 $124,900 $12,832 $137,733 GIROUXVILLE $135,536 $17,632 $153,168 $41,180 $194,347 GLENDON $167,474 $29,580 $197,054 $39,018 $236,071 GLENWOOD $142,756 $18,960 $161,716 $30,371 $192,087 HALKIRK $117,621 $11,733 $129,354 $25,319 $154,673 HAY LAKES $164,197 $29,700 $193,897 $38,954 $232,851 HEISLER $122,260 $13,333 $135,593 $29,610 $165,203 HILL SPRING $124,513 $13,399 $137,912 $22,997 $160,908 HINES CREEK $143,057 $20,760 $163,817 $46,367 $210,184 HOLDEN $145,918 $21,000 $166,918 $46,837 $213,755 HUGHENDEN $131,037 $16,099 $147,136 $37,065 $184,200 HUSSAR $127,275 $14,333 $141,608 $24,312 $165,920 HYTHE $201,941 $49,620 $251,561 $89,932 $341,494
November, 2019 Page 3/ 6 Capital Funding MSI Capital BMTG Municipality Sub-Total Operating Funding Total MSI Funding Component Component INNISFREE $129,662 $15,433 $145,095 $35,302 $180,397 IRMA $166,718 $31,260 $197,978 $40,173 $238,151 KITSCOTY $227,124 $58,560 $285,684 $41,515 $327,199 LINDEN $205,382 $49,680 $255,062 $54,979 $310,041 LOMOND $123,661 $13,533 $137,194 $30,184 $167,377 LONGVIEW $150,622 $18,420 $169,042 $17,297 $186,339 LOUGHEED $134,644 $16,532 $151,176 $38,334 $189,510 MANNVILLE $198,938 $49,680 $248,618 $89,881 $338,499 MARWAYNE $176,140 $36,360 $212,500 $69,973 $282,473 MILO $118,117 $11,033 $129,150 $14,879 $144,029 MORRIN $131,690 $15,999 $147,689 $36,839 $184,528 MUNSON $129,494 $14,399 $143,893 $24,498 $168,391 MYRNAM $141,749 $20,340 $162,089 $45,712 $207,802 NAMPA $156,972 $21,840 $178,812 $17,585 $196,397 PARADISE VALLEY $124,437 $13,966 $138,403 $31,324 $169,727 ROCKYFORD $144,594 $18,960 $163,554 $30,455 $194,008 ROSALIND $127,111 $14,266 $141,377 $32,211 $173,588 ROSEMARY $147,806 $23,760 $171,566 $50,833 $222,399 RYCROFT $180,265 $36,720 $216,985 $44,657 $261,641 RYLEY $162,511 $28,980 $191,491 $58,897 $250,389 SPRING LAKE $211,411 $41,940 $253,351 $20,058 $273,410 STANDARD $153,037 $21,180 $174,217 $17,406 $191,623 STIRLING $247,164 $76,140 $323,304 $129,562 $452,866 VETERAN $130,164 $15,933 $146,097 $36,600 $182,697 VILNA $135,812 $17,666 $153,478 $41,277 $194,755 WABAMUN $199,070 $40,920 $239,990 $19,498 $259,488 WARBURG $194,148 $45,960 $240,108 $84,393 $324,500 WARNER $147,565 $22,380 $169,945 $48,867 $218,812 WASKATENAU $131,611 $15,566 $147,177 $26,082 $173,258 YOUNGSTOWN $122,227 $13,133 $135,360 $29,099 $164,459 Summer Villages ARGENTIA BEACH $87,154 $8,900 $96,054 $5,371 $101,425 BETULA BEACH $66,111 $8,533 $74,644 $3,840 $78,483 BIRCH COVE $63,609 $9,500 $73,109 $5,242 $78,351 BIRCHCLIFF $123,741 $11,900 $135,641 $10,848 $146,490 BONDISS $82,936 $11,666 $94,602 $8,995 $103,597 BONNYVILLE BEACH $72,319 $10,800 $83,119 $7,676 $90,795 BURNSTICK LAKE $67,071 $8,500 $75,571 $3,831 $79,401 CASTLE ISLAND $62,430 $8,333 $70,763 $3,359 $74,122 CRYSTAL SPRINGS $85,296 $9,700 $94,996 $6,541 $101,537 GHOST LAKE $78,613 $10,733 $89,346 $7,857 $97,203 GOLDEN DAYS $108,220 $13,333 $121,553 $10,143 $131,697 GRANDVIEW $94,285 $11,800 $106,085 $9,510 $115,595 GULL LAKE $99,738 $13,866 $113,604 $9,758 $123,362 HALF MOON BAY $73,471 $9,400 $82,871 $5,533 $88,404 HORSESHOE BAY $66,764 $10,433 $77,197 $6,849 $84,046 ISLAND LAKE $107,924 $15,599 $123,523 $10,130 $133,653 ISLAND LAKE SOUTH $68,337 $10,033 $78,370 $6,293 $84,663 ITASKA BEACH $71,182 $8,767 $79,949 $4,436 $84,385 JARVIS BAY $127,183 $15,099 $142,282 $11,005 $153,286 KAPASIWIN $67,924 $8,333 $76,257 $3,608 $79,865 LAKEVIEW $64,070 $9,000 $73,070 $4,479 $77,549 LARKSPUR $71,688 $9,467 $81,155 $5,557 $86,711 MA-ME-O BEACH $94,758 $11,666 $106,424 $9,532 $115,956 MEWATHA BEACH $80,492 $11,000 $91,492 $8,361 $99,853 NAKAMUN PARK $73,274 $11,200 $84,474 $8,347 $92,821 NORGLENWOLD $148,122 $17,099 $165,221 $11,956 $177,177 NORRIS BEACH $69,488 $9,267 $78,755 $5,143 $83,898 PARKLAND BEACH $93,624 $13,099 $106,723 $9,480 $116,203 PELICAN NARROWS $89,608 $13,033 $102,641 $9,298 $111,938 POINT ALISON $65,870 $8,333 $74,203 $3,515 $77,718 POPLAR BAY $93,932 $11,433 $105,365 $9,494 $114,859 ROCHON SANDS $83,416 $10,866 $94,282 $8,285 $102,566
November, 2019 Page 4/ 6 Capital Funding MSI Capital BMTG Municipality Sub-Total Operating Funding Total MSI Funding Component Component ROSS HAVEN $87,878 $13,333 $101,211 $9,219 $110,430 SANDY BEACH $91,628 $17,266 $108,894 $9,390 $118,284 SEBA BEACH $122,464 $13,633 $136,097 $10,790 $146,888 SILVER BEACH $86,606 $10,166 $96,772 $7,332 $104,104 SILVER SANDS $86,865 $13,333 $100,198 $9,173 $109,371 SOUTH BAPTISTE $67,064 $10,200 $77,264 $6,496 $83,760 SOUTH VIEW $66,890 $10,233 $77,123 $6,541 $83,664 SUNBREAKER COVE $107,656 $10,700 $118,356 $9,125 $127,481 SUNDANCE BEACH $79,958 $10,433 $90,391 $7,448 $97,840 SUNRISE BEACH $73,046 $12,500 $85,546 $8,545 $94,092 SUNSET BEACH $70,532 $9,633 $80,165 $5,765 $85,931 SUNSET POINT $90,598 $13,633 $104,231 $9,343 $113,574 VAL QUENTIN $91,469 $16,399 $107,868 $9,382 $117,250 WAIPAROUS $70,506 $9,633 $80,139 $5,764 $85,904 WEST BAPTISTE $71,150 $9,267 $80,417 $5,219 $85,635 WEST COVE $84,053 $12,966 $97,019 $9,046 $106,065 WHISPERING HILLS $81,789 $12,733 $94,522 $8,943 $103,465 WHITE SANDS $103,494 $12,000 $115,494 $9,929 $125,423 YELLOWSTONE $77,018 $12,566 $89,584 $8,726 $98,310 Municipal Districts and Counties ACADIA NO. 34, M.D. OF $279,835 $153,223 $433,058 $40,516 $473,573 ATHABASCA COUNTY $1,938,565 $786,632 $2,725,197 $170,513 $2,895,710 BARRHEAD NO. 11, COUNTY OF $1,252,980 $531,226 $1,784,206 $172,355 $1,956,560 BEAVER COUNTY $1,548,886 $598,558 $2,147,444 $204,835 $2,352,278 BIG LAKES COUNTY $1,371,845 $375,146 $1,746,991 $72,774 $1,819,765 BIGHORN NO. 8, M.D. OF $550,181 $77,840 $628,021 $35,448 $663,469 BIRCH HILLS COUNTY $600,337 $413,293 $1,013,630 $84,595 $1,098,226 BONNYVILLE NO. 87, M.D. OF $3,415,852 $547,842 $3,963,694 $165,630 $4,129,324 BRAZEAU COUNTY $2,297,899 $289,858 $2,587,757 $114,843 $2,702,601 CAMROSE COUNTY $2,032,629 $699,914 $2,732,543 $179,036 $2,911,579 CARDSTON COUNTY $947,524 $405,446 $1,352,970 $134,170 $1,487,140 CLEAR HILLS COUNTY $1,105,563 $419,003 $1,524,566 $135,810 $1,660,376 CLEARWATER COUNTY $3,972,204 $580,023 $4,552,227 $190,904 $4,743,131 CYPRESS COUNTY $3,125,691 $661,319 $3,787,010 $152,448 $3,939,458 FAIRVIEW NO. 136, M.D. OF $522,886 $284,676 $807,562 $71,585 $879,147 FLAGSTAFF COUNTY $1,658,205 $668,820 $2,327,025 $234,072 $2,561,097 FOOTHILLS COUNTY $5,314,123 $609,160 $5,923,283 $251,864 $6,175,147 FORTY MILE NO. 8, COUNTY OF $1,250,915 $999,088 $2,250,003 $170,516 $2,420,520 GRANDE PRAIRIE NO. 1, COUNTY OF $5,753,363 $1,020,976 $6,774,339 $271,818 $7,046,157 GREENVIEW NO. 16, M.D. OF $4,764,814 $722,398 $5,487,212 $313,258 $5,800,470 KNEEHILL COUNTY $1,715,767 $539,220 $2,254,987 $142,980 $2,397,968 LACOMBE COUNTY $2,965,042 $523,566 $3,488,608 $145,150 $3,633,759 LAC STE. ANNE COUNTY $2,087,852 $689,580 $2,777,432 $105,301 $2,882,733 LAMONT COUNTY $1,290,623 $500,192 $1,790,815 $159,129 $1,949,943 LEDUC COUNTY $5,169,832 $528,974 $5,698,806 $245,310 $5,944,116 LESSER SLAVE RIVER NO. 124, M.D. OF $998,686 $226,804 $1,225,490 $55,823 $1,281,312 LETHBRIDGE COUNTY $2,071,735 $613,181 $2,684,916 $104,569 $2,789,485 MINBURN NO. 27, COUNTY OF $1,241,880 $543,778 $1,785,658 $172,985 $1,958,643 MOUNTAIN VIEW COUNTY $3,432,147 $520,723 $3,952,870 $166,370 $4,119,240 NEWELL, COUNTY OF $2,805,769 $521,723 $3,327,492 $137,915 $3,465,407 NORTHERN LIGHTS, COUNTY OF $1,234,318 $468,628 $1,702,946 $149,868 $1,852,814 NORTHERN SUNRISE COUNTY $1,250,136 $292,348 $1,542,484 $67,246 $1,609,730 OPPORTUNITY NO. 17, M.D. OF $1,645,306 $348,893 $1,994,199 $85,197 $2,079,396 PAINTEARTH NO. 18, COUNTY OF $1,010,721 $365,076 $1,375,797 $130,559 $1,506,356 PARKLAND COUNTY $6,711,163 $750,776 $7,461,939 $315,329 $7,777,268 PEACE NO. 135, M.D. OF $470,408 $156,643 $627,051 $63,997 $691,048 PINCHER CREEK NO. 9, M.D. OF $955,218 $251,524 $1,206,742 $53,848 $1,260,590 PONOKA COUNTY $2,365,018 $521,702 $2,886,720 $117,892 $3,004,613 PROVOST NO. 52, M.D. OF $1,400,112 $470,655 $1,870,767 $92,556 $1,963,322 RANCHLAND NO. 66, M.D. OF $230,969 $66,270 $297,239 $22,768 $320,007 RED DEER COUNTY $4,877,547 $793,863 $5,671,410 $232,032 $5,903,442 ROCKY VIEW COUNTY $10,579,824 $1,041,154 $11,620,978 $491,075 $12,112,053 SADDLE HILLS COUNTY $1,402,298 $378,443 $1,780,741 $74,158 $1,854,899
November, 2019 Page 5/ 6 Capital Funding MSI Capital BMTG Municipality Sub-Total Operating Funding Total MSI Funding Component Component SMOKY LAKE COUNTY $844,726 $457,250 $1,301,976 $107,995 $1,409,971 SMOKY RIVER NO. 130, M.D. OF $797,171 $757,318 $1,554,489 $107,700 $1,662,189 SPIRIT RIVER NO. 133, M.D. OF $359,868 $168,681 $528,549 $47,686 $576,236 ST. PAUL NO. 19, COUNTY OF $1,628,500 $610,619 $2,239,119 $113,989 $2,353,109 STARLAND COUNTY $880,570 $420,832 $1,301,402 $111,410 $1,412,813 STETTLER NO. 6, COUNTY OF $1,764,954 $640,724 $2,405,678 $238,944 $2,644,622 STURGEON COUNTY $4,431,377 $656,854 $5,088,231 $211,763 $5,299,995 TABER, M.D. OF $1,901,589 $647,791 $2,549,380 $165,204 $2,714,584 THORHILD COUNTY $936,770 $494,189 $1,430,959 $118,975 $1,549,934 TWO HILLS NO. 21, COUNTY OF $1,233,225 $597,737 $1,830,962 $195,823 $2,026,785 VERMILION RIVER, COUNTY OF $2,536,851 $903,137 $3,439,988 $303,927 $3,743,915 VULCAN COUNTY $1,402,629 $708,377 $2,111,006 $176,798 $2,287,804 WAINWRIGHT NO. 61, M.D. OF $1,722,314 $458,339 $2,180,653 $139,171 $2,319,823 WARNER NO. 5, COUNTY OF $1,079,850 $692,031 $1,771,881 $151,248 $1,923,129 WESTLOCK COUNTY $1,490,475 $751,301 $2,241,776 $208,537 $2,450,314 WETASKIWIN NO. 10, COUNTY OF $2,478,068 $558,370 $3,036,438 $123,028 $3,159,466 WHEATLAND COUNTY $2,800,543 $600,582 $3,401,125 $137,677 $3,538,802 WILLOW CREEK NO. 26, M.D. OF $1,405,626 $678,575 $2,084,201 $181,820 $2,266,021 WOODLANDS COUNTY $1,402,835 $243,010 $1,645,845 $74,182 $1,720,028 YELLOWHEAD COUNTY $4,568,525 $683,657 $5,252,182 $217,993 $5,470,176 I.D. NO. 04 (WATERTON) $214,456 $30,780 $245,236 $20,197 $265,433 I.D. NO. 09 (BANFF) $541,113 $61,680 $602,793 $35,036 $637,829 I.D. NO. 12 (JASPER NATIONAL PARK) $139,472 $9,766 $149,238 $11,877 $161,115 I.D. NO. 13 (ELK ISLAND) $117,787 $8,000 $125,787 $5,351 $131,138 I.D. NO. 24 (WOOD BUFFALO) $160,570 $38,880 $199,450 $17,749 $217,199 I.D. NO. 25 (WILLMORE WILDERNESS) $114,967 $8,000 $122,967 $5,223 $128,190 IMPROVEMENT DISTRICT NO. 349 $696,155 $8,000 $704,155 $31,625 $735,780 KANANASKIS IMPROVEMENT DISTRICT $194,890 $15,366 $210,256 $19,308 $229,564 SPECIAL AREAS (2, 3 AND 4) $3,233,093 $1,551,720 $4,784,813 $340,781 $5,125,594 Specialized Municipalities CROWSNEST PASS, MUNICIPALITY OF $1,503,352 $341,073 $1,844,425 $129,452 $1,973,877 JASPER, MUNICIPALITY OF $1,090,857 $275,400 $1,366,257 $60,010 $1,426,266 LAC LA BICHE COUNTY $2,477,795 $570,623 $3,048,418 $123,016 $3,171,434 MACKENZIE COUNTY $2,385,761 $608,694 $2,994,455 $118,835 $3,113,290 STRATHCONA COUNTY $17,895,494 $5,008,422 $22,903,916 $823,412 $23,727,327 WOOD BUFFALO, REGIONAL $20,238,450 $4,797,287 $25,035,737 $929,848 $25,965,584 MUNICIPALITY OF Metis Settlements BUFFALO LAKE $164,392 $84,206 $248,598 $17,922 $266,521 EAST PRAIRIE $153,638 $91,111 $244,749 $17,434 $262,183 ELIZABETH $158,473 $65,901 $224,374 $17,653 $242,028 FISHING LAKE $154,388 $81,069 $235,457 $17,468 $252,925 GIFT LAKE $179,148 $86,532 $265,680 $18,593 $284,273 KIKINO $189,652 $111,366 $301,018 $19,070 $320,088 PADDLE PRAIRIE $152,888 $76,244 $229,132 $17,400 $246,532 PEAVINE $155,222 $85,588 $240,810 $17,506 $258,316 Redwood Meadows REDWOOD MEADOWS $259,271 $64,800 $324,071 $22,232 $346,303 Notes: a) 2020 MSI funding and individual allocations are subject to the Minister’s authorization in accordance with the expressed guidelines of the program. b) The allocations for the MSI capital component and operating funding are based primarily on 2018 Municipal Affairs Population List, 2018 education tax requisitions, and 2017 kilometres of local road which are 2019 allocation factors for MSI. c) The allocations for the BMTG component are based on municipal status, with Calgary and Edmonton receiving funding based on litres of taxable road-use gasoline and diesel fuel sold in the province; the remaining cities and urban service areas receiving funding based on a combination of population and length of primary highways; towns, villages, summer villages, improvement districts and the Townsite of Redwood Meadows receiving funding based on population; and rural municipalities and Metis Settlements receiving funding based on a formula which takes into account kilometres of open road, population, equalized assessment, and terrain. d) Allocations for former municipalities that have been restructured are reflected in the allocation of the receiving municipality in accordance with the MSI program guidelines. e) BMTG allocation using 2019 allocation factors was calculated first and the remaining budget amounts allocated under the MSI Capital component. f) The allocations under the MSI capital component for the cities of Calgary and Edmonton were calculated based on the MSI funding formula and then reduced by a combined $152 million.
November, 2019 Page 6/ 6 AGENDA ITEM #: 11.3
Information DECEMBER 16, 2019, REGULAR COUNCIL MEETING
NOTICE OF SPECIAL COUNCIL MEETING PURPOSE:
The following report is to inform the public that subject to Section 194 of the Municipal Government Act, that Mayor Kim Craig has called a Special Council Meeting on Monday, December 16, 2019, at 4:30 p.m. in Council Chambers.
BACKGROUND:
The purpose of the Special Council Meeting is review, discuss and if Council so chooses, to approve or amend the proposed budget.
PUBLIC ENGAGEMENT:
The meeting is open to the public to attend in person and will also be live-streamed. Notices were posted on the Town website and Town office bulletin boards on November 29, 2019.
RECOMMENDATION:
1. THAT Council receive the Notice of the Special Council meeting as information.
Respectfully Submitted:
Lana Unger Legislative Coordinator
This report has been prepared in consultation with the following listed departments: Department Signature CAO
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