COMMUNITY SERVICES COMMITTEE Thursday February 19, 2015 SCRD Board Room, 1975 Field Road, Sechelt, BC AGENDA

CALL TO ORDER 1:30 p.m.

AGENDA

1. Adoption of Agenda

DELEGATIONS

REPORTS - Annual Reports

1. Annual Reports 2014 - Community Schools: (Total Funding $50,000 - $10,000 each) Annex A a. Gibsons Elphinstone Community School [670] pp 1-21 b. Roberts Creek Community School [670] c. Halfmoon Bay Community School [125] d. Sechelt Community School [670] e. Pender Harbour Community School [670] (Voting – All)

2. Annual Report 2014 - Gibsons Youth Centre [670] (Total Funding $56,000) Annex B (Voting – All) pp 22-28

3. Annual Report 2014 - Sechelt Youth Centre [670] (Total Funding $30,000) Annex C (Voting – All) pp 29-35

4. Quarterly Report Oct-Dec 2014 - Pender Harbour Community School Area A Annex D Recreation Programming (Total Funding $40,000) pp 36-41 $8,000 [121] and $32,000 [670] (Voting – All)

5. Annual Report 2014 - Sunshine Coast Emergency Program Annex E (Voting – All) pp 42-52

6. Annual Reports 2014 - Fire Departments: Annex F a. Gibsons and District Volunteer Fire Department pp 53-95 b. Roberts Creek Volunteer Fire Department c. Halfmoon Bay Volunteer Fire Department d. Egmont and District Volunteer Fire Department (Voting – All)

REPORTS 7. Acting General Manager Community Services - Recreation Division Annual Annex G Summary Key Performance Indicators pp 96-103 (Voting - All)

COMMUNITY SERVICES COMMITTEE AGENDA – February 19, 2015 PAGE 2 of 3

8. Acting General Manager Community Services - SCRD My Pass Summary Annex H September 1 – December 31, 2014 pp 104-113 (Voting - All)

9. Administrative Assistant Community Services - Community Services Annex I Department - Monthly Update pp 114-116 (Voting - All)

10. Recreation and Parks Services Advisory Committee minutes of January 15, Annex J 2014 - receipt and adoption of recommendations pp 117-120 (Voting – All)

11. Sunshine Coast Emergency Program Planning Committee Minutes of Annex K February 4, 2015 - receipt pp 121-124 (Voting – All)

REPORTS - Budget

12. Acting General Manager Community Services - Recreation Coordinator Annex L Increase pp 125-129 (Voting – All)

13. Acting General Manager Community Services - Sechelt Aquatic Centre Panel Annex M Repair pp 130-131 (Voting – D,E,F, Gibsons, Sechelt, SIGD)

14. Acting General Manager Community Services - Sunshine Coast Area Base Annex N Budget Increase pp 132-133 (Voting – D,E,F, Gibsons, Sechelt, SIGD)

15. Manager, Pender Harbour Aquatic and Fitness Centre - PHAFC Revenues Annex O (Voting – All) pp 134-135

16. Manager, Pender Harbour Aquatic and Fitness Centre - PHAFC Gym Annex P Equipment Replacement pp 136-137 (Voting – All)

17. Acting General Manager of Community Services - 2015 Recreation and Parks Annex Q Services Energy Projects pp 138-141 (Voting – All)

18. Parks Planning Coordinator - Dakota Ridge/Parks Utility Terrain Vehicle Annex R (Voting – All) pp 142-144

19. Parks Services Manager - Seaview Cemetery Budget 2015 Annex S (Voting – All) pp 145-147

20. Parks Planning Coordinator - Gambier Island Community Request for 2015 Annex T Funding pp 148- 152 (Voting – A, B, D, E, F)

21. Parks Planning Coordinator - Sir Thomas Lipton Park Bridge Repair Options Annex U (Voting – A, B, D, E, F) pp 153-196

COMMUNITY SERVICES COMMITTEE AGENDA – February 19, 2015 PAGE 3 of 3

22. Parks Planning Coordinator - Ruby Lake Boat Ramp Annex V (Voting – A, B, D, E, F) pp 197-199

23. Parks Planning Coordinator - Volleyball Courts at Shirley Macey Park Annex W (Voting – A, B, D, E, F) pp 200-205

24. Parks Planning Coordinator - Bike Path Maintenance - Function 665 Annex X (Voting – A, B, D, E, F) pp 206-224

25. Parks Planning Coordinator - Bikeway Walkway Highway 101 to Mintie VERBAL (Voting – A, B, D, E, F)

COMMUNICATIONS 26. Ruby Lake Boat Launch Petition - Acting General Manager Community Annex Y Services - Summary Report pp 225-229 (Voting – A, B, D, E, F)

27. Welcome Beach Community Association - Replacement of Coopers Green Annex Z Hall Project - Progress Report pp 230 (Voting – A, B, D, E, F)

28. BC Fire Services Minimum Training Standards Playbook Annex AA (Voting – All) pp 231-252

NEW BUSINESS

IN CAMERA

ADJOURNMENT

ANNEX A (a) “Connecting Schools & families” January 8, 2015

Gibsons and Elphinstone Community School 2014 GRANT IN AID YEAR END REPORT

Prepared by: Christina Donohue, Coordinator Society Name: Gibsons Landing Community Society Operating Name: Gibsons and Elphinstone Community School

Elphinstone Friday Night Sports (Teen Program 13-18 year olds) This free drop-in program runs on Friday evenings from 8:00 – 10:00 pm, except on Pro-D Days and school holidays. The program is located at the gym at Elphinstone Secondary School where youth from Langdale to Sechelt attend the program. Qualified paid staff supervise the program and are within the boundaries of the gym at all times. By providing new and different equipment for the program we have managed to attract many youth that may not otherwise have attended as they are not the “sporty” type. Some of this equipment is Indoor Bocce, Indoor Croquet, Parachute and Speedminton. On average 20- 25 youth attend this program on a weekly basis.

Gibsons Friday Night Sports (Tween Program 10-13 year olds) This free drop-in program runs on Friday evenings from 7:00 – 9:00 pm, except on Pro-D Days and school holidays. The program is located at the gym at Gibsons Elementary School where youth from Langdale to Roberts Creek attend the program. Qualified paid staff supervise the program and are within the boundaries of the gym at all times. By providing new and different equipment for the program we have managed to attract many youth that may not otherwise have attended as they are not the “sporty” type. Some of this equipment is Indoor Bocce, Indoor Croquet, Parachute and Speedminton. On average 10-15 youth attend this program.

Elphinstone Cool School This program has volunteer tradesman from the community instruct students in woodworking, metalworking and mechanics. This program gives youth an opportunity to gain additional skills and an employable skillset which will increase their employability in the community. This free drop-in program runs on Tuesday evenings from 3:00 – 8:00 pm except on school holidays. The program is located within the trades workshops at Elphinstone Secondary School where youth from Langdale to Halfmoon Bay attend the program. Qualified tradesman from within the community volunteer their time, resources and knowledge to constantly supervise and instruct the youth ages 12-18. Many of the youth that have or currently attend this program are those students that find the traditional classroom difficult and have gone on to further themselves with apprenticeships with local companies. By purchasing equipment and materials for making jewelry we have managed to attract more female youth. We are continuing to expand on these materials to further attract youth to the program. On average 30 youth attend this program on a weekly basis.

Gibsons Youth Centre Outtrips This amount was utilized to allow youth (13-18) to participate in a snowtubing trip to Cypress Mountain where the youth are not charged to participate. Therefore allowing those youth who would not otherwise have had the opportunity to participate in such an event to do something different. 8 youth attended this event.

1 Budget vs. Actuals (Jan 1 2014 – December 31 2014)

Budget Actual Variance Elphinstone Friday Night Sports Wages $ 2848.29 Equipment $ 419.45 $ 495.99 Facility Booking Fee $ 15.75 Total $ 3,779.48 $ 3,283.49 Gibsons Friday Night Sports Wages $ 1,848.29 Equipment $ 419.45 Facility Booking Fee $ 15.75 Total $ 3,779.48 $ 3,283.49 $ 495.99 Elphinstone Cool School Materials $ 2,907.84

Total $ 1,541.04 $ 2,907.84 ($ 1,059.38) Gibsons Youth Centre Outrips Wages $ 321.44 Fees/Transportation $ 461.34

Total $ 900.00 $ 782.78 $ 67.40

The teacher’s strike and Gibsons Elementary School re-build have impacted both the Elphinstone and Gibsons Friday Night Sports. This surplus was used to counterbalance an increase in purchases for the Elphinstone Cool School program.

2 ANNEX A (b) Roberts Creek Community School NIGHTS ALIVE Youth drop in program – 2014 Report to the Sunshine Coast Regional District January 8th 2015.

• Nights Alive is now in its fifteenth year at Roberts Creek Community Elementary School. • The program runs on Friday night, 6:00 – 9:30, pm except for SD 46 pro d days, summer and holidays. • The program is located in the Roberts Creek Community School Gym. • Youth from Sechelt – Roberts Creek attend the program. • Age range 11 – 13. • Youth sign in and are required to stay in the building. • No attendance fees are charged. • Two staff are on duty at all times, as well as student volunteers and parent volunteers. • Activities provided include. Music Gym games Dances Basketball Other physical activities. • Youth participate in the program design. • There is free, nutritious food available. • Policies and procedures for the program are in place. • The staff receive annual upgrades for their first aid and when available youth worker training. • An incident record book is kept on site. • The Sunshine Coast Youth Outreach team visit the site regularly. • The RCMP drop by when they are in the neighbourhood.

Benefits of the programme:

• Program serves children and youth from many communities on the Sunshine Coast. • It is a place where kids feel safe and welcome. • The programme leverages the work of the S.C. youth outreach team – it is a venue where the outreach workers can connect with youth that need support. • The presence of the RCMP creates opportunities for youth and police to interact and builds relationship.

1 3 Roberts Creek Community School NIGHTS ALIVE Youth drop in program – 2014 Report to the Sunshine Coast Regional District January 8th 2015.

Roberts Creek Community School Nights Alive Youth Drop In Program Financial information. 2013 - 2014 Revenue: Sunshine Coast Regional District: 10,000 Roberts Creek Community School: 2,200 12,200 Expenses: Wages & MERCS 8,700 Advertising and promotion 300 Materials and supplies: 1,000 Facility Use, Coordination and Administration: (in kind RCCS) 2,200 Total: 12,200

Month Total # of Total # of direct Total number Youth program of Youth Visits Volunteer activity hours Hours September – 16 30 25 Dec 2013 January – 32 54 354 June 2014

2 4 Roberts Creek Community School NIGHTS ALIVE Youth drop in program. Goals and Performance criteria 2014. Roberts Creek Community School Society acknowledges and agrees that the funds shall only be used for the purpose of developing and offering youth programs to benefit a broader regional purpose.  Annual goals 1. To offer a regional, recreationally based Friday night youth drop in program 2. To enlist the support and active involvement of the Sunshine Coast Youth Outreach team and the Sunshine Coast RCMP in the program. 3. To ensure that existing community facilities are utilized to implement the program. 4. To support community partnership that ensures the sustainability of the program.  Performance criteria for the use of the funds: Performance Criteria Program Criteria Activities Outputs (reported in Jan/Feb 2015) Outcomes (reported in Jan/Feb 2015

To offer a regional, Delivery of a Friday night Youth drop in Program ran 18 Friday nights • Youth attending have a safe, recreationally based Friday program focusing on recreation and between January 24, 2014 – social environment as an night youth drop in program positive pro social activities. June 6, 2014. (No program on Pro alternative to being on the D days, Provincial stat holidays, street. July and August.) Average of 30 youth participating in the program on any given Friday.

To enlist the support and Program coordinator will communicate Youth outreach team on site every • The Youth Outreach team is active involvement of the regularly with the S.C. Youth Outreach Friday night the program is strengthen their connection Sunshine Coast Youth team leader and the S.C. RCMP youth running. and relationships with many Outreach team and the liaison officers. youth aged 11 – 13. Sunshine Coast RCMP in the RCMP officers on site whenever • Development of healthy program. they are in Roberts Creek on a relationships with the youth, Friday night. and RCMP constables.

5 Regular communication between key Community use of the school gym • Community and youth gain a To support community partners: School District 46, Roberts Creek facility on Friday nights. sense of belonging and partnership that ensure the Community School Society and the Regional ownership of the school sustainability of the program. District. facility. Solicit program support in the form of in- kind or financial contributions. To ensure that existing Use of the Roberts Creek Elementary Weekly communication about the • Community members wishing community facilities are School Gym for the Friday night activities. program posted on Nights Alive to volunteer and help out utilized to implement the Facebook page. Regular check in have a place where they can program. protocol with the Youth Outreach contribute. workers and SCRD Youth Centre • Program partners collaborate and recreation staff. and support the program for the benefit of all. • Families have a safe alternative to the street for their children on a Friday nights.

6 ANNEX A (c)

Halfmoon Bay-Chatelech Community School Association 8086 Northwood Road Halfmoon Bay, BC V0N 1Y1

Sunshine Coast Regional District 1975 Field Road Sechelt BC V0N 1Y1

January 8, 2015

Dear Community Services Committee Members,

Thank you for the opportunity to report on the work done through your support to Halfmoon Bay-Chatelech Community School Association this year. For the past 10 years your funding has provided district wide training and resources for the implementation of restorative practices in our community and schools. This report will cover goals, resources, data, location and attendance of programs, trends, barriers and partnerships.

I will begin with a brief overview of the types of restorative practices we work to establish in our district with the funds provided.

Restorative practices are an approach to discipline that honors the child and allows him or her to learn from their mistakes. It restores their sense of self, explores any harm done to others, finds ways to repair the harm done and returns the child to community strengthened. It is value based and looks to bring out the best in all students.

Over the past 10 years we have worked with the Community Justice Program to bring restorative approaches into the school and build capacity of skill and understanding with students, staff, and parents.

Many restorative approaches work in a circle format bringing all involved together in a facilitated way. At present we focus on three types of circle process.

1. Restorative Justice Circles: used when there has been an incident of harm such as vandalism, bullying, theft or possession. These circles are facilitated by trained volunteers from the Community Justice Program. 2. Incident Based Circles: these are circles facilitated by school counselors, or trained staff to help students or staff work through difficult situations such as when a student is grieving the death of a parent, or when there is an incident of harm but a formal restorative circle is not required. 3. Talking or Peacemaking Circles: These circles are used in classrooms or with staff to build community, create group values and guidelines, practice

7 empathy skills such as listening, understanding others perspectives, and reading social cues. They can be used to address common problems, bullying, and anxiety. They can be used to teach curriculum, share skills, and have fun. They give voice to quiet students and ensure all are heard.

The following values and guidelines are an example of work done in circle by a grade 6/7 class at Halfmoon Bay Elementary. These were developed over 4 circles, which included the classroom teacher, school counselor, school principal and community school coordinator.

Class Values - all have agreed to up hold these values to the best of their ability. Courage Maturity Freedom Kindness Honesty Respect Teamwork

Class Guidelines – all agree to hold each other accountable to these guidelines. We have fun with each other We show respect for others We listen, learn and share We focus on the positive We believe in empowering others and ourselves

Goals and Performance Results: Our goal this year was to increase the use of talking circles in classrooms throughout SD#46 with those schools ready to utilize training and support. Priority was given to Gibson’s Elementary, District Counselors and Madeira Park Elementary based on need, readiness, and ability to implement.

We met this goal by:

• School wide training at Madeira Park Elementary including School Counselor and Aboriginal Ed. Staff. – March and September 2014 • Counselor training – March 2014 • Support of Community Justice Program facilitator training – Oct 2014 • Grade 8 circle presentations at Chatelech Secondary – Oct. 2014 • Introduction to circle training Gibson’s schools – Oct. 2014 • Gibson’s area school training – Jan 13, 2015 with follow up training planned between Jan and June 2015.

We feel we have been making focused progress on this goal with some delays with the Gibson’s Elementary project. The teachers strike and delayed construction of

8 Gibson’s Elementary has affected our timeline, but this has proved to be a positive in that interest has spread to other schools and training is set to begin with Langdale, Elphinstone, and Gibson’s Elementary next week.

Our District counselors have created a strong leadership team using circles to deliver evidence based prevention programs in many schools. They also work with school administrators to provide critical incident teams to any school experiencing grief such as the death of a parent, student or staff member. School wide circles were held at Halfmoon Bay Elementary last year to support such an incident with good success. Students were given the opportunity the gain clear information of what had happened, how to deal with their own grief and how to support the family’s return to school.

Madeira Park Elementary is excelling the practice of circle work due to the support of administrator Barry Krangle. He has advocated for school wide training including teaching assistants and front office staff. Circles are now being implemented daily in every classroom.

Circles continue at Chatelech Secondary in classrooms, with staff, during grade 8 orientation, and when incidents arise.

How resources have been utilized:

Funds: (to be spent by June 2015)

Grade 8 Presentations $500.00 Facilitator training support to Comm. Justice Prog. $520.85 Training M. Park Oct 2014 $787.50 Teacher coverage M. Park $800.00 (est) Resources $46.50 Gibsons training Jan –June 2015 $5,000.00 Coordinator time – June 2014/2015 $5,000.00 Eric Bowers presentation ACEbc Conf $350.00 Resources $245.15

Total – including funds saved from previous year $13,250.00

Coordinator time was spent facilitating circles, coordinating training, liaising with partners, mentoring new facilitators.

Data, Locations, Attendance:

• Number of trainings 6; 6 to 20 participants per training • Classroom circles provided by classroom teachers, councilors, aboriginal ed. staff and community school coordinators;

9 Madeira Park – daily in all classrooms – 72 students Regular use with staff gatherings Chatelech Sec. – 2 to 4 circles per week – 8 to 20 students per class Grade 8 presentations – 87 students Halfmoon Bay Elem – Grade 4 – weekly – 23 students Grade 7 –twice-weekly – 27 students Girls lunch circle – 8 sessions – 6 students Several Elementary Schools - Counselors and Comm. School Coordinator do classroom circles on a regular basis. • Number of incident based circles – 15 – 25 with 6 to 25 participants. • Number of schools involved in training - 8 • 3 referrals by schools to Community Justice Program

Madeira Park Administrator Barry Krangle reports circles being used to problem solve, create guidelines, welcome new students, and to manage grief.

Halfmoon Bay students have used circles to create class values, practice listening, empathy and empowerment of each other. Several grade 7 students have expressed gratitude to their teacher, principal, counselor and community school coordinator for spending time in circle with them.

Special Education staff has reported using the circle process with parent meetings with good success in having all voices heard and increased problem solving.

Comments from Grade 8’s regarding circle presentation included; “I enjoyed hearing others opinions, learning others interests, how to deal with bullying”.

18 out of 20 Grade 4 students rated themselves as improved or much improved in listening, respecting others opinions, learning about themselves and each other in a survey done after two months of weekly circles.

Trends and Barriers:

Restorative practices and the use of circles in classrooms is growing in our district. The district counselors and aboriginal education staff have taken a leadership role in promoting a deeper understanding of this approach and how it can improve school culture, and address issues of bullying and student conflict. Chatelech Secondary has adopted Restorative Practices as a school wide approach to discipline as part of their Response to Intervention initiative. Up coming training in Gibson’s includes Strongstart staff, community school coordinators and administrators as well as teachers to ensure broad based support.

Barriers this year have included the teacher’s strike and delayed construction of the Gibson’s Elementary School. Funds will be used in the next six months.

Partnerships and other funders:

In past years we were fortunate receive additional funds through Civil Forfeiture for Crime Prevention. We plan to reapply this year.

We also continue to liaise with the Community Justice Program and support training of new facilitators who are able to work in the community as well as in the school setting.

This April 9th and 10th our Community Schools will be hosting the Association of Community Education provincial conference here on the coast. It will focus on social emotional learning including many of the skills learned in classroom circles.

We thank you for your continued support and would be happy to provide any further information you require.

Respectfully submitted, Sue Lamb, Coordinator Halfmoon Bay-Chatelech Community School Association.

ANNEX A (d)

Sechelt Community Schools Grant in Aid 2014 Funding and Activity Report

Overview

Sechelt Community Schools uses the SCRD Grant in Aid funding to provide programs and services to Sechelt and area Tweens (ages 10 to 12). The funding allows us to run direct service Tween programming on Mondays 2:30pm to 5pm, for 46 weeks of the year from January 2 to June 30, and September 5 to December 19. This year we were able to expand our Tween programming through July and August with the generous support of the Sunshine Coast Community Foundation, and funds from the SCRD Grant in Aid.

The Sechelt Youth Centre provides two youth workers to supervise the free drop in centre, which includes use of computers, gaming, a pool and foosball table, access to the Sechelt Learning Centre gym, playing fields, and local parks for sports and cooperative games, arts, crafts, cooking, gardening, and opportunities to get help and seek information regarding the issues and challenges they face.

Although the majority of programming takes place within the centre itself at 5538 Shorncliffe Ave (on the corner of Cowrie St. and Shorncliffe, on the Sechelt Learning Centre campus), the school gym, Rockwood Centre Park, Sechelt Aquatic Centre and Sechelt Library are also accessed.

BUDGET

Budget Actual Variance Staff $7,830 $8,072 $ - 242

Program Resources $1,420 $1,928 $ - 508 & Materials Special Events $ 750 $ 750 TOTAL $10,000 $10,000 $ 0

With our Youth Programmer on leave for 6 months, and replacement staff turnover occurring fairly quickly, planning a special event dropped in the list of priorities. The money was used to support staffing and program supplies for the Summer Tween Community Engagement Program (STEP).

Additional Community Resources and Partnerships

SYC staff worked diligently to establish opportunities for to connect participants with volunteers, local business people and other community agencies including:

Page 1 of 6

12 ∑ Running the STEP Program (Summer Tween Community Engagement Program) with funding provided by the Sunshine Coast Community Foundation, allowing Tweens to meet and interact with community volunteers and local business people, and also volunteer themselves in local community events including the Davis Bay Sandcastle Building Competition, Cob bench building with the One Straw Society, and the Artisan’s Fair at Hackett Park. ∑ Providing SCRD Recreation with space for Pro D day programming on occasion. ∑ Inviting in VCH Nutritionist to cook and discuss healthy eating ∑ Cooking Salmon and making jam with Shyanne Waters from the Sechelt Indian Band ∑ Having the PEP coordinator come to inform Tweens about emergency preparedness, and the volunteer Search and Rescue team on the Sunshine Coast. ∑ Local dentist visit to discuss good oral hygiene. ∑ Donations of soil, seeds and plants by Deluxe Soils to convert a large sandbox into a garden, and a local landscaper coming in to help the kids plan and plant. ∑ Having a 90 year old Italian mentor come in to teach the kids how to play Bocce. ∑ A local Diver came in to talk about ocean research and volunteer experiences abroad. ∑ Habitat for Humanity volunteers came in to teach kids how to build birdhouses

During the STEP program, Tweens also went offsite to connect with the community, including:

∑ Visits to the Habitat for Humanity store and building site in Wilson Creek ∑ Volunteering at the Sandcastle Building Competition, and Hackett Park Artisan Fair ∑ Touring the local airport ∑ Spending time berry picking, exploring local beaches, getting out to see the car show. ∑ Bigger and Better – two teams of Tweens were sent out with a staff member, a pen, and sprig of fresh rosemary, with the challenge of getting out into the community to trade for the ‘biggest’ and ‘best’ possible trade. The kids loved the activity, as it gave them an opportunity to meet local store owners, and people on the streets, and attempt to ‘trade up’. ∑ Tweens helped to maintain and water a local business flower box on Cowrie St.

Developing skills and awareness are an important focus for staff, especially with the Tweens. The staff work on providing opportunities for participants to learn through:

∑ Gardening (zucchini, greens, carrots, beans and peas, tomatoes and raspberries) were all grown on site. Kids worked to shovel in the donated soil, and with volunteer help laid out, planted, and prepared vegetables for snacks. ∑ Cooking - participants are encouraged to google recipes, and accompany staff to purchase food items needed, where discussions about budget, ingredients, and food choices are made. The kids help prepare and clean up meals, and baking projects. ∑ Building – staff worked with kids to build new legs for a donated foosball table, which included using power tools to drill and screw pieces together. ∑ Public transit awareness and etiquette – both during the summer and a Fall outing to the Sechelt Arena, participants are given the opportunity to look up bus schedules, familiarize themselves routes, be responsible for their tickets, and understand behavior expectations for the trip.

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13 Donated Time and Resources Number of Volunteers: 17 Number of Hours volunteered: 39 Equipment, supplies, food and material donations: $1300.00

Attendance Stats

We do not track our Tween attendance separately on Mondays and Thursdays, so Tween drop in attendance reflects both Monday and Thursdays for the year. The Thursday portion is funded through SYC Funding.

Tween (10 to 12 years) Drop In

2014 2013 JAN 120 27 FEB 100 51 MAR 86 39 APR 68 55 MAY 53 47 JUN 28 44 JUL 32 0 AUG 28 0 SEPT 29 33 OCT 70 59 NOV 74 102 DEC 57 109 Total: 745 566

Despite staff turnover, summer closure, and a disrupted return to school, Tween attendance increased compared to 2013 numbers.

Trends, Barriers, and Opportunities 1. Hunger is an issue for a lot of the kids attending, and food is a major focus of our program. 2. As previously mentioned, staffing continues to be a key challenge for the SYC. In 2014 we lost two staff, and had one staff on temporary leave. In both instances, lack of opportunity contributed to their departure.

Page 3 of 6

14 For a number of years, Community School Coordinators have discussed ways to combine and share positions in order to provide enough work for younger adults seeking employment in the Youth Worker field, as the Youth Outreach Worker Team, and the various recreation based programs have trouble retaining workers. There has been some success in this regard, but lack of available full time or livable wage employment, combined with lack of social amenities for the 20 to 30 age bracket are a barrier to staff retention. One of the younger staff came up through the day camp staff ranks as a young university student, and that training and experience not only contributed to her choice of career path, but was an asset to the SYC. Lack of hours has led her to full time employment outside of her chosen youth related field.

The consistent turnover slows down program development, as relationships built with participants and in the community continually need to be rebuilt, and are occasionally lost, however, each new staff member also brings a fresh perspective and unique skillset to the Centre, creating opportunities.

3. Our hope that relationships built with Tweens through grade 6 and 7 would translate into a continued relationship when they move to high school did not occur this year, although the strike did create a difficult start. SYC staff will initiate contact and invite ‘ex tweens’ back to the Centre, in order to ascertain needs and hopefully entice them back.

4. SYC has made considerable strides towards building relationships with the community, and will strive to continue this work, including strengthening ties with SCRD Recreation through the new coordination team, the YOW team and GYC staff to create more opportunities.

Sechelt Community Schools would like to thank the Sunshine Coast Regional District for their continued financial support of programs and services for Sechelt area Tweens.

Please see page 5 and 6 for the 2014 Goals and Outcomes.

Page 4 of 6

15 2014 Grant in Aid Goals and Performance Criteria for Sechelt Community Schools

Goal Targets/Measurement Follow up /Action Items Progress Strengthen relationship initiate visits to elementary schools 1 visit per month minimum per Staff visited the elementary between Tweens and (Kinnikinnick, West Sechelt, HMB, Davis Bay) school at lunch time, visit classes schools 3 times over the year. SYC staff to promote program

Provide opportunities for tweens to plan Establish leadership group and Although formative work was activities meet once per month through done at the beginning of the Fall and Winter 2015. year, staff changeover delayed development of youth leadership group.

Increase participation / 10% over 2013 attendance Put emphasis on this group – give Tween participation increased attendance numbers of them opportunities to help plan by 21% over 2013 attendance youth activities and create one special SYC staff are working with event for Winter 2014. SCRD Program Coordinator to provide Sechelt Tween Dance in Feb 2015.

Develop visuals, promote to staff and PAC’s at Posters on Buses by October. Information is posted at schools. Weekly Facebook posts. elementary schools, however Develop strong visuals and bus advertising has not yet messages to be displayed at been done. schools. Tweens provided with yearend Collect anecdotal feedback on programs and survey to give feedback on activities. Seek coverage by local papers programs and services.

Articles published regarding SYC open house and STEP Program

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16 Increase staff capacity Seek training opportunities for SYC staff In consultation with staff to HIGH Five Principles of Healthy increase skills, capacity. Child Development, FASD workshops attended. Staff registered for Mental Health First Aid Training in Jan 2015. Meet with GYC, NARC, YOW, other youth SYC will meet with ground level groups in Sechelt. staff to look at ways to Delayed. collaborate. November meeting with YOW, NARC, GYC staff to Swimming and skating look at developing strong group opportunities provided. of casuals that can work with different programs. Develop relationships with Sechelt Aquatic Centre, expand program opportunities for Tweens. Develop 2nd staff, strong casuals A priority for 2015. SYC has been able to maintain good staff, despite turnover, however no casuals are currently available.

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17 ANNEX A (e)

Pender Harbour Community School SCRD J.U. Community Services 2014 REPORT Youth Restitution Program & Drop-in Activities

2014 Youth Restitution Program

The Pender Harbour Youth Restitution Program is designed to help respond to disruptive behavior in our schools and in our community. Studies have proven that traditional punishments such as expulsion from school and formal criminal charges are inadequate in addressing the harm that has been committed by youth as they have don’t address the concerns and fears of the victim. The Youth Restitution Program recognizes that harm done to an individual, school, or community must be addressed in a meaningful way in order to create safe and healthy schools and communities and to prevent further harm from occurring. Our program has been successful in connecting youth with their community, providing mentoring to the youth and offering a forum for victims.

In 2014 the Pender Harbour Community School (PHCS) coordinated and facilitated the Joint Use (J.U.) Youth Restitution Program for Area A which supports the Sunshine Coast RCMP and the BC Youth Justice Service Provincial Restitution Program. Our program is used in both our local schools, Madeira Park Elementary and Pender Harbour Elementary Secondary School, as well as community organizations, with referrals coming from school principals, teachers, local business owners, probation officers and the RCMP.

Benefits of the Restitution Program: The program offers a safe, controlled environment in which the youth who commit an offence, the victim of the offence and the youth’s family and or guardians are brought together to discuss the offence and develop a plan to correct it. The youth involved are encouraged to accept responsibility for their actions. The victim discusses how the youth’s behaviour affected them as well the community as a whole. Conversations are often difficult and emotional, so a trained adult is always present to guide the discussion. Each person is encouraged to speak openly and honestly and together a plan is created that will satisfy everyones needs. Restitution plans and agreements include an apology letter, community service hours, and/or counseling.

GOALS & PERFORMANCE CRITERIA GOAL: Coordinate and support the PHCS J.U. Youth Restitution Program for Area A in conjunction with the Sunshine Coast RCMP and the BC Youth Justice Service Department, Youth Probation Offices.

Demonstrate overall support In 2014, the program provided an overall total of 227 paid and 118 in kind hours of supervision, support, workshops, and instruction to youth and local community members involved in the restitution process. In 2014, 14 local youth participated in the Youth Restitution Program for Area A.

Provide direct support In 2014, the PHCS J.U. Youth Restitution Program provided 108 hours of direct support by offering guidance and support as these youth worked toward completing their restitution and community hours contracts. Direct support includes community service supervision, and transportation to court appointed Pender Harbour Community School 1 18 Probation and Ministry meetings in Sechelt and Gibsons to the youth involved. The program provided 9 local youth with supervision and support while they completing their court directed community service hours. Attended 7 youth hearings, 13 probation meetings, and 8 counselling sessions.

Support and participate in the restitution circles Five youth took part in mandatory restitutions circles directed by the RCMP or BC Youth Probation Services.

Assist in the completion of community hours In 2014, youth completed community hours by volunteering and participating in several events and ongoing non-profit committees such as: • Working at many community events (e.g., Danger Bay Long Boarding Events, May Day, Community Fishing Derby, the Madeira Park Elementary School Halloween Family Fun Night) • Joined our Volunteer Fire Departments as Junior Members • Being peer tutors and mentors for younger students • Helping seniors with yard work and odd jobs around the house • Participating in keeping our community clean and green – by picking up trash and recycling cans and bottles that have been left behind

Provide support strategies The youth also participated in ongoing counseling to help them manage and deal with: ongoing problems at home; anger management strategies and techniques; and addiction support.

Provide anecdotal benefits by community The program aims to teach social responsibility and reinforce the importance of creating a sense of community in the classroom where the students feel safe to express their feelings. Teachers, parents, and community members have reported that since this program was implemented, discipline incidents have declined, school attendance has increased, the youth involved have seen their grades improve, and students and staff have noted that they are enjoying a more positive atmosphere at school.

Provide feedback from program participants This program guided me through a peaceful conversation with the youth involved in the incident, I was able to ask the youth involved why it happened. The answer gave me understanding, with understanding, came peace.... (Victim)

Thank you for all your help with the community hours. I know what I did was wrong but you still managed to treat me respectfully, the way everyone wants to be treated. Thank you for your kindness… (Youth)

I’m very thankful that this program is in place. Restitution has a far more positive effect than traditional forms of punishment for youths who have made a wrong choice... (Parent)

This program has been successful in repairing the harm caused by the youths action and has given them a path to make things right with the help of a supportive community… (RCMP Youth Lesion Officer)

Pender Harbour Community School 2 19 2014 Youth Drop-In Activities

Goal: Provide youth (ages 12-19 years) an opportunity to participate in healthy drop-in activities

Organize Ongoing Drop-in Activities We offered regular, ongoing sports activities 2 nights per week throughout the school year; an Area A weekly drop-in youth night and number of summer youth activities.

Total number of sessions = 103 sessions Total youth participant hours = 2,666 hours Number of individual times youth participated in the activity = 341 individual times youth participated Number of times when adults also participated with youth = 55 times

Drop in Hockey (ages 10 to 15) Session x hrs Total hours Total average Total part hrs Jan - Mar 10 sessions x 2 hrs 20 hrs 16 (14 youth + 2 adults) 320 Apr-Jun 4 sessions x 2 hrs 8 hrs 14 (12 youth + 2 adults) 112 Jul-Sep 1 session x 2 hrs 2 hrs 13 (12 youth + 1 adult) 26 Oct-Dec 6 sessions x 2 hrs 12 hrs 8 (6 youth + 2 adults) 96 TOTALS: 21 sessions 42 hrs 51 554

Drop in Soccer (ages 16 to 19) Session x hrs Total hours Total average Total part hrs Jan-Mar 12 sessions x 2 hrs 24 hrs 17 (15 youth + 2 adult) 408 Apr-Jun 10 sessions x 2 hrs 20 hrs 15 (13 youth + 2 adult) 300 Jul-Sep (labour dispute) 0 0 Oct-Dec 12 sessions x 2 hrs 24 hrs 15 (14 youth + 1 adult) 360 TOTALS: 34 sessions 66 hrs 47 1068

Area “A” Youth Drop-In Nights Term Sessions Total hrs Total (youth) / Average Total participant hrs Sept-Aug 44 sessions x 3 hrs 132 195 5 660

Summer Youth Drop in – Kline Lake and Catherine Lake Term Sessions Total hrs Total (youth) / Average Total participant hrs July-Aug 4 session x 8 hrs 32 48 12 384

Connect youth with adult & peer mentors and positive role models This year three sports facilitators provided positive male role models for Pender youth as they shared their passion for the sport, taught fair play and encouraged individual participation. Drop in Hockey ran Mondays and Drop in Soccer ran on Tuesdays, for 2 hours at the gym in the high school.

Drop in hockey draws the slightly younger group and offers a relaxed and fun environment where boys get to ‘just be boys’. Soccer offers a faster paced, high intensity evening giving the older (and mixed gender) group the opportunity to work through some of their frustrations and leave it on the gym floor!

Pender Harbour Community School 3 20 By coming together in these safe and supportive environments, youth have a chance to develop friendships and bonds with their mentors and peers.

“Area A” Drop in Youth Nights are casual weekly drop-in events held in both Egmont and Madeira Park. The youth have control of what weekly activities take place (within reason) – ranging from sport nights to potluck dinners and movie and games night – parents and other community members often take part in the activities. (Note: while this activity is organized by local parents and youth and is supported in part by the regional YOW program, the JU funding allows additional cross-over support and hence is included in this report.)

Demonstrate that barriers to participation for youth are addressed With limited evening activities in Pender these drop-in activities provide an outlet for youth to gather in a safe and supervised place, get exercise, burn off stress and have fun together. These activities provide a positive environment for them to let off steam and to have access to healthy options (especially for male youth). They are also an opportunity for all ages and both male and female participants to play together.

Provide referrals as needed All of the activities are opportunities to identify specific issues facing individuals – our facilitators and staff are ready to provide general information about and referrals to community resources as appropriate. Also, support workers (such as the Youth Outreach Program Worker) make periodic check- ins throughout the year so youth can put a face to the various service providers.

2014 PROGRAM INCOME & EXPENSE STATEMENT

SCRD Joint Use ~ Pender Youth Restitution Program & Youth Drop In Activities January through December 2014

Restitution Youth Drop In Total Income SCRD JU - Restitution 6,500.00 SCRD JU - Youth Drop In 3,500.00 Total Income 6,500.00 3,500.00 10,000.00

Expenses Program Materials & Supplies 180.90 228.28 Coordinator contract 5,325.00 1,725.00 Facilitator fee 588.00 732.00 Transportation/mileage 475.00 Total Expenses 6,568.90 2,685.28 9,254.18

Net profit /loss -68.90 814.72 745.82

Pender Harbour Community School 4 21 ANNEX B

Gibsons Youth Centre Gibsons and Area Community Centre 700 Park Rd., Gibsons, BC V0N 1V7 (604) 885-6801 x. 6624 [email protected] Facebook: Gibsons YouthCentre Website: www.scrd.ca/Youth-Centre

2014 Gibsons Youth Centre Year-End Report

Overview

Over the past year the Gibsons Youth Centre has continued to thrive, evolve and provide support for youth on the Coast. Staff, have continued to work very hard to offer a safe and welcoming space for youth to come and drop-in. In 2014 we had some staffing issues but were able to quickly and without delay continue to provide service as usual. After some consultation with local youth by way of a survey we were able to better assess the needs of the youth in the community. After having received survey results back from the tween (10-13) age group our hours starting in September changed to reflect the hours they would like the Youth Centre to be open. A majority (63%) would like the Youth Centre to open at 11:00am on Saturdays and would prefer this to being open later in the day. The largest request was that the Youth Centre be open for the Tweens more often.

The result of this information was to provide an additional Tween day during the week as a way of increasing Youth Centre interest and usage.

Successes

Staff put in much effort in 2014 to maintain and continue to create partnerships within the community. Having strong partnerships and working collaboratively allows staff to be able to support youth in a more dynamic way. Below are some of the current partnerships.

o RCMP o Vancouver Coastal Health o Youth Outreach o Elphinstone Secondary o SuperValu o London Drugs o Wheatberries o Starbucks

Gibsons Youth Centre Gibsons and Area Community Centre 700 Park Rd., Gibsons, BC V0N 1V7 (604) 885-6801 x. 6624 [email protected] Facebook: Gibsons YouthCentre Website: www.scrd.ca/Youth-Centre

Cypress Mountain Snow Tubing: The GYC Cypress tubing trip was a great success with 8 youth attending. They travelled by BC Ferries to Horseshoe Bay where they were transported to Cypress Mountain. They spent 2 hours snow tubing at the Tube Park and enjoyed a provided pack lunch and enjoyed some free snow play within the Snow Tube Park and Play Area.

Summer Program: Overall the GYC Summer Program had some successes and some drawbacks. During the planning stage of summer programming staff established objectives. These objectives provided a strong base to the program which ensured that a diverse set of youth would be supported in an environment where they thrived, flourished and achieved in a variety of ways. The highlight of the Summer Program was the Out-Trips, which included; swimming at the Sechelt Pool, beach day and golfing at Langdale Par 3. As we have tried this model for a few years now and have had the same challenges we will be changing our perspective on the upcoming Summer 2015 programming.

This summer, the youth centre was open for drop-in two days a week with the following hours:

Thursdays (for ages 10-13), 1pm – 4pm and Fridays (for ages 13-18), 3pm – 8pm

Saturdays, we scheduled out-trips from 11am – 3pm, and these rotated with Tweens (10-13) one week, and Teens (13-18) the following week. Our hope with alternating the weeks was to encourage both age groups to participate in events that got them out into the community.

Some of the positive outcomes from this past summer was that there were consistent numbers on Friday evenings, with youth participating in the Friday Night Dinner program. The Tweens had a good response to the Langdale Par 3 golf trip, and have indicated that they would like to do this again in the future. We had a positive response to the Tweens having access on Thursdays during the summer. After interviewing a large number of regular attendees of the youth centre, many Youth and Tweens expressed continuing with drop-in days instead of Out-Trips, where they could spend smaller amounts of time in the centre and at a time that might be more convenient to them rather than being committed to a full Saturday with an official start time.

We will be meeting as a staff in the early spring to plan and implement some of the suggestions and observations for the upcoming Summer 2015 program.

Gibsons Youth Centre Gibsons and Area Community Centre 700 Park Rd., Gibsons, BC V0N 1V7 (604) 885-6801 x. 6624 [email protected] Facebook: Gibsons YouthCentre Website: www.scrd.ca/Youth-Centre

Challenges

Many of our older youth have aged out of the program and as such our Youth numbers have decreased. This however, has allowed us to focus on our Tween programming which will over the next year or two bring up the Youth numbers again. Another main challenge we seem to have faced this year was the late start to the school year. This unfortunately has moved through for the last few months. We are continuing to promote the program within Elphinstone Secondary to attract Youth aged 13-18. In the early spring we will be holding a few special events to promote both age groups to hopefully bring the numbers back up.

Stats and Attendance Youth Drop-In Tween Drop-In Comments 2014 January 219 33 February 196 23 March 222 30 April 196 33 May 148 77 Tween program extensively promoted June 116 57 July 41 31 August 13 15 Closed for 2 weeks September 135 65 Tuesday Tweens added October 100 67 November 85 63 December 91 71 TOTAL: 1562 565

The following represents the average attendance for each school.

TWEENS YOUTH Cedar Grove Elementary 24% Elphinstone Secondary 45% Langdale Elementary 15% Chatelach Secondary 27% Gibsons Elementary 61% Alternative School/Other 28% 100% 100%

Gibsons Youth Centre Gibsons and Area Community Centre 700 Park Rd., Gibsons, BC V0N 1V7 (604) 885-6801 x. 6624 [email protected] Facebook: Gibsons YouthCentre Website: www.scrd.ca/Youth-Centre

Tween Programming

After consultation with the Tween age group within the Cedar Grove, Gibsons and Langdale school catchment we altered our Tween programming in September to include Tuesdays which were previously used for the Youth programming. The Tween were wanting additional days and Tuesdays in the past have been extremely slow in numbers. Our Tuesday attendance numbers have increased since the addition of the Tween programming and we are confident that they will steadily increase.

Youth Centre Budget vs. Actuals (Jan 1 2014 – December 31 2014)

Budget Actual Variance Program Staffing $ 44,118.90 $ 44,896.52 ($ 777.62) Staff Training/Support $ 1,423.82 $ 1,135.96 $ 287.86 Insurance $ 1,488.00 $ 1,488.00 $ 0.00 Advertising $ 550.00 $ 617.40 ($ 67.40) Accounting Fees $ 575.00 $ 722.52 ($ 147.52) Legal Fees $ 0.00 $ 224.00 ($ 224.00) Community School Admin Time $ 5,580.00 $ 5,971.69 ($ 391.69) Program Resources and Supplies $ 1,252.22 $ 1,136.76 $ 115.46 Summer Expenses $ 800.00 $ 222.01 $ 577.99 Special Event Admin Time $ 212.06 $ 212.06 $ 0.00 TOTALS $56,000.00 $56,626.92 ($ 626.92)

The Gibsons Youth Centre had a slight deficit this year, with the staffing wages and staffing expenses being the largest amount of this deficit. This amount represents a significant amount for expenses that were incurred due to staffing situations outside of our control. A portion of the deficit however, was counterbalanced by the unused amount for the summer expenses. The turnout was not as expected, therefore, the expenses were not as high as they should have been. This deficit will not be carried forward and will also not be incurred in the following fiscal year.

Gibsons Youth Centre Gibsons and Area Community Centre 700 Park Rd., Gibsons, BC V0N 1V7 (604) 885-6801 x. 6624 [email protected] Facebook: Gibsons YouthCentre Website: www.scrd.ca/Youth-Centre

Goals for 2015

Below are a few goals that we will be focusing on during 2015.

 We had applied for a grant and received money ($7500.00) in order to be able to upgrade our kitchen, cookware, dishware and small appliances. We are in need of an oven/stove and also more counter space for cooking. This would mean our dinners could be made within the GYC space which allows for better supervision by staff and access to kitchen facilities.  Continued promotion of the youth centre in the elementary and highschools. This past year’s presentations in the elementary schools resulted in a surge in attendance, and now that we have a few attendees in most classrooms within the three schools , it is sure to improve even further as they tell their friends.  Continued promotion of the activities calendar will be continued as feedback from the Youth and Tweens has proven that they will come in if they see an interesting activity listed on the calendar. Activity calendars are posted in the three elementary schools, two high schools and other high visibility areas in the community.  Begin to look at small improvements that could be made to existing facilities and equipment, such as purchasing new board and card games, new games equipment (ping pong paddles, pool cues, etc.), new rated “G” XBOX games. Use the local Buy and Sell networks to acquire these items for low prices and/or seek community support for donations.

26 2014 Gibsons Youth Centre (GYC) Goals and Performance Criteria

Goal Targets/Measurement Follow up /Action Items Progress on Goals To increase attendance within Initiate visits to the elementary 1 visit per month minimum per Visits to Cedar Grove, Gibsons and the Youth Centre. In particular schools within the Gibsons area school at lunch time Langdale to introduce staff to the Tween age group (10-13 year to promote the Tween principals, teachers and students olds) which will in turn over the programming. Special Events: took place on several occasions. next year or two increase the 1 at the end of September for a Youth numbers. Elementary classroom visits – 6 ‘Grand Opening Celebration’ The Tween program had the pleasure Halloween Party and 1 larger of an Afternoon with Magic whereby Host special events – event planned with the tween they had a local magician come in Afternoon with Magic age group in mind. and entertain them for the Easter Egg Hunt afternoon. This year the tweens had Christmas Party an Easter Egg Hunt and Christmas Party.

To increase the responsibility and Dialogues – Once per week. GYC staff facilitated a weekly “Talk About” happened on a weekly respect/care for others. Meet with youth to discuss “Talk About” topic that allowed basis. As numbers started to dwindle needs, ways GYC can meet Youth to talk about relevant on those days, staff consulted with them and have a weekly “Talk topics of interest to them. the youth to find our why and their About” topic. interest in having discussion days Youth participate in Friday Night was not there. We have Leadership opportunities – Dinners and are the “driving discontinued these discussion days. Friday Night Dinners force” that make these dinners happen. The Youth decided on Youth input solicited regarding the menu, plan and shop for the planning and activities at every groceries based on a budget. The opportunity. youth cook eat together and clean up as a team. Friday Night Dinners happened on a weekly basis throughout the year.

27 2014 Gibsons Youth Centre (GYC) Goals and Performance Criteria

Increase participation / Continue with visits to Through school visits and special Initial attendance since start up in attendance numbers of youth Elphinstone Secondary School events September has been slow - however to promote Youth we will assess the first quarter of this programming. Continue with our special winter year as the slow school start-up has event which Is held each year. seemingly affected attendance Elphinstone school visits – 40 This past year was snow tubing at numbers. Cypress Mountain. To continue Host Special Events to provide Special Events FB page is regularly updated – one Snow Tubing at Cypress throughout the year to attract site is open to the public, one is for Mountain in February new youth. teens / those with permission. Easter Egg Hunt Christmas Party Continue to use social media to This year the Youth participated in an put out resources and Easter Egg Hunt, Christmas Party and information. Snow Tubing at Cypress.

Seek coverage by local papers

The GYC Staff’s main focus over the next year is to strengthen relationships with youth, other youth groups and organizations, and the Gibsons Community in order to become relevant to the community’s needs. The addition of new kitchen facilities within the Youth Centre space would greatly increase the ability of staff to program the Friday Night Dinners and allow for more cooking and baking options. Our other focus will be to increase staff capacity through training opportunities.

ANNEX C

Sechelt Community Schools Sechelt Youth Centre 2014 Funding and Activity Report

Overview

The Sechelt Youth Centre (SYC) combines the Grant in Aid and Sechelt Youth Centre funding from the SCRD to provide programs and services to Sechelt and area Tweens (age 10 to 12) and Youth (age 13 to 18). The Combined funding allows us to run direct service Tween programming on Mondays and Thursdays from 2:30pm to 5pm, and 6 hours of Youth programming (originally designated from 3pm to 9pm on Friday nights), and now changed to Wednesdays and Fridays from 3pm to 6pm.

The Centre was open from January 2 to June 30, and September 5 to December 19, and was closed during the school holidays. This year we were able to expand our Tween programming through July and August with the generous support of the Sunshine Coast Community Foundation, and funds from the SCRD Grant in Aid.

The SYC provides two youth workers to supervise the free drop in centre, which includes use of computers, gaming, a pool and foosball table, access to the Sechelt Learning Centre gym, playing fields, and local parks for sports and cooperative games, arts, crafts, cooking, gardening, and opportunities to get help and seek information regarding the issues and challenges they face.

BUDGET

For the purposes of reporting, the $30,000 is used to fund two staff to supervise the Thursday Tween program, which includes direct service from 2:30pm to 5pm, direct service to youth on Wednesday and Friday afternoons (3pm to 6pm) staff planning time, materials and supplies, staff training, SCS coordination and payroll, and program insurance.

Youth Centre Budget Actual Variance Staff $23,965 $19,148 $ 4,817 SCS Coordination $ 3,000 $ 3,500 $- 500 & Payroll

Program Resources $ 2,235 $ 4,152 $- 1917 & Materials

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29 Special Events $ 300 $ - 300 Insurance $ 800 $ 800 0 TOTAL $30,000 $27,900 $2,100

For the second year in a row, we did not use all of our allocated funds for staffing due to turnover (see Trends below). We were able to keep the program running, but operated under strength. Funds were used to purchase new sports and gaming equipment, and program materials as a base for 2015. A small amount of money has been allocated to provide a DJ for an upcoming pre-teen dance, initiated and coordinated by SCRD Recreation, to help keep ticket prices more affordable for Tweens. SYC staff will be working at the dance to help ensure a quality experience.

Looking forward to 2015 and beyond, we are requesting that our funding be increased to $36000.00, in order to offset facility costs, which have been paid for through SCS reserves (offset by the 2013 surplus from SYC funding). We respectfully ask for an increase for 2015 of $3900.00, which in combination with the 2014 surplus carry forward, will allow us to sustainably maintain Youth Centre services.

Additional Community Resources and Partnerships

SYC staff worked diligently to establish opportunities for to connect participants with volunteers, local business people and other community agencies including:

∑ Running the STEP Program (Summer Tween Community Engagement Program) with funding provided by the Sunshine Coast Community Foundation, allowing Tweens to meet and interact with community volunteers and local business people, and also volunteer themselves in local community events including the Davis Bay Sandcastle Building Competition, Cob bench building with the One Straw Society, and the Artisan’s Fair at Hackett Park. ∑ Partnering with the YMCA to provide their Youth Leadership Development Program, on Tuesdays from 4pm to 6pm, using the SYC as a base. ∑ Staff helped as chaperone at a Chatelech dance as a means to build relationships and support some of our youth attending. ∑ Providing SCRD Recreation with space for Pro D day programming on occasion. ∑ Working with the Aboriginal Child and Youth Mental Health Liaison to host a Heart to Heart chat with 20 youth regarding issues and challenge they are dealing with. ∑ Inviting in VCH Nutritionist to cook and discuss healthy eating ∑ Cooking Salmon and making jam with Shyanne Waters from the Sechelt Indian Band ∑ Having the PEP coordinator come to inform Tweens about emergency preparedness, and the volunteer Search and Rescue team on the Sunshine Coast. ∑ Hosting 2 youth friendly ‘Maker Nights” where the Sunshine Coast Maker’s group came into share ideas about inventions, and projects they are working on, including 3D printing. This gave the Makers a space to meet, and provided an opportunity for tweens and youth to see

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30 and try some interesting things, including hand built remote control aircraft, and creating with polymorph moldable plastics. ∑ Local dentist visit to discuss good oral hygiene. ∑ Donations of soil, seeds and plants by Deluxe Soils to convert a large sandbox into a garden, and a local landscaper coming in to help the kids plan and plant. ∑ Having a 90 year old Italian mentor come in to teach the kids how to play Bocce. ∑ A local Diver talking about ocean research and volunteer experiences abroad. ∑ Habitat for Humanity volunteers came in to teach kids how to build birdhouses

During the STEP program, Tweens also went offsite to connect with the community, including:

Donated Time and Resources Number of Volunteers: 17 Number of Hours volunteered: 39 Equipment, supplies, food and material donations: $1300.00

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31 Attendance Stats

Tween stats are not collected separately for Mondays and Thursdays, so attendance figures include Monday Tween programming, funded through Grant in Aid.

Youth Drop In Tween Drop In (13 to 18 years) (10 to 12 years)

2014 2013 2014 2013 JAN 52 60 120 27 FEB 53 49 100 51 MAR 70 13 86 39 APR 44 25 68 55 MAY 94 16 53 47 JUN 47 10 28 44 JUL 0 0 32 0 AUG 0 0 28 0 SEPT 0 57 29 33 OCT 5 21 70 59 NOV 27 63 74 102 DEC 15 34 57 109 Total: 407 348 745 566

Despite staff turnover, summer closure, and a disrupted return to school, both Tween and Youth attendance increased compared to 2013 numbers. Attendance continues to be stronger in the Tween program, but our hope that we would see students who have transitioned from grade 7 to 8 move into our youth program on Wednesday and Friday afternoons has not been a reality. SYC will invite Tween Alumni to get feedback in order to find out what the barriers are, and to strategize ways to entice them back.

Trends, Barriers, and Opportunities

1. Hunger is an issue for a lot of the kids attending, and food is a major focus of our program. 2. As previously mentioned, staffing continues to be a key challenge for the SYC. In 2014 we lost two staff, and had one staff on temporary leave. In both instances, lack of opportunity contributed to their departure. For a number of years, Community School Coordinators have discussed ways to combine and share positions in order to provide enough work for younger adults seeking employment in the Youth Worker field, as the Youth Outreach Worker Team, and the various recreation

Page 4 of 7

32 based programs have trouble retaining workers. There has been some success in this regard, but lack of available full time or livable wage employment, combined with lack of social amenities for the 20 to 30 age bracket are a barrier to staff retention. One of the younger staff came up through the day camp staff ranks as a young university student, and that training and experience not only contributed to her choice of career path, but was an asset to the SYC. Lack of hours has led her to full time employment outside of her chosen youth related field.

5. Although the strike did not unduly affect our Tween attendance, our youth attendance dropped significantly with school out of session.

Sechelt Community Schools would like to thank the Sunshine Coast Regional District for their continued leadership and financial support for the provision of regional child and youth programs and services.

Please see page 6 and 7 for 2014 Goals and Outcomes.

Page 5 of 7

33 2014 SYC Goals and Performance Criteria for Sechelt Community Schools

Goal Targets/Measurement Follow up /Action Items Progress Strengthen initiate visits to schools and Visit Chatelech and alt programs Staff did not make it consistently up to Chatelech relationship locations where youth hang out every two weeks minimum at throughout the year, lunch time visits to cafeteria to between Youth, to identify what they want, lunch time engage students in dialogue happened 4 times in the SYC staff when they want it, what would winter spring and once in late fall. make SYC relevant Arrange to meet with planning Did visit CORE, Lifeskills, and Leadership classes, and 10 and Leadership students to invited students and staff down to tour Centre Classroom visits – Planning 10 discuss volunteer opportunities during school hours. Staff liaised with Chatelech and Leadership with Tweens for HACE credit school counsellors, CAPP staff, and administration.

Thanksgiving and Christmas No specific celebrations were planned, although Focus on youth 11 to 15 dinner celebrations. Christmas treats and baking occurred prior to holiday. Develop ties to Sechelt Aquatic Staff met with SCRD Program Coordinators at end of Centre year to discuss role in Pre-Teen dance.

Increase relevance Dialogues – 4 per year. Meet Chatelech lunchtime discussions Staff engage youth and Tweens (and vice versa) in to youth with youth to discuss needs, – made fun – late September, dialogue about the centre consistently. One focused ways SYC can meet them. December. February, May. brainstorm session occurred with Tweens in early winter, and a Heart to Heart focusing on youth issues Partner with SCRD Recreation, occurred in the fall. Leadership opportunities – HMB Community School, and activity planning and youth Leadership classes to develop With staff turnover, and disrupted school schedule, input youth leadership opportunities this goal was not achieved in 2014. at schools and SYC. Longer term goal to develop youth for day Change of SYC schedule from Friday 6pm – 9pm, to Collect anecdotal feedback from camp and pro D camp positions. Wednesday Friday 3pm to 6pm, came as a result youth regarding programs and from both Heart to Heart discussion and lunchtime activities. dialogues at Chatelech.

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Increase 10% increase over 2013-14 Through school visits, Youth attendance increased by 16% over 2013 participation / leadership opportunities numbers. attendance outlined above. numbers of youth Tweens Tween input is solicited regularly – Tweens are Put emphasis on this group – planning with staff to do some fundraising for centre. give them opportunities to help plan activities.

Develop visuals, Social Media to Develop strong visuals and We were not able to achieve this goal – may require increase awareness messages to be displayed at external resources. schools, on buses, and in local businesses frequented by youth. Bus Ads in place by October.

Use social media to put out The staff communicate regularly with youth and resources and information. Tweens via Facebook Facebook posts weekly.

Seek coverage by local papers Coverage of Open House Increase staff Seek training opportunities for In consultation with staff. Currently both staff are taking Education Assistant capacity SYC staff training and attend weekend training. Mental Health SYC will meet with ground level First Aid for Adults working with Youth training in Meet with GYC, NARC, YOW, staff to look at ways to January 2015. other youth groups in Sechelt. collaborate and share resources on programming. November SYC staff liaise regularly with YOW 2nd staff, strong casuals. meeting with YOW, NARC, GYC staff to look at developing strong group of casuals that can work with different programs.

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ANNEX D

SCRD Recreation Programming for Pender Harbour/Area A QUARTERLY REPORT | OCTOBER to DECEMBER 2014 including PHCS 2014 Financial Statement

Regular Programs & Courses

NEW! Boxing with Barry Krangle – Former National and Provincial Boxing Coach Barry Krangle offered this program to kids aged 11 and over. Participants learned boxing and fitness skills. 8 Mons Oct 6 to Dec 1, 4:00-5:00pm at PHAFC. Instructor: Barry Krangle. Cost: $75, 11 particpants

Kids Art Class & Mushroom Foray – the class was treated to a Mushroom Foray led by the Sunshine Coast Shroom Society’s Anne Harmer. Parent volunteers drove the kids to Malaspina Substation Trail to forage for mushrooms. We walked for an hour collecting and identifying mushrooms. Anne demonstrated how to create spore prints and assigned a homework project ~ the results were amazing! Class ongoing Mons 3-4pm, and forage Mon, Oct 27. Instructor: Patti Soos with guest Anne Harmer. 8 children, 5 adults participated

KinderSoccer – started up again Oct 6. Kids are learning the basics of Soccer as well as good sportsmanship and team playing. 8 Mondays 3:00-4:00pm at MPES. Instructors: Brianna Milligan and Breanne Campbell. Cost $60. 5 participants.

Kids Fishing Club – Our popular Kids Fishing Club started up again this fall. Lots of fun as usual and some fish were even caught! Plans are being made for a Fishing Club Field trip to Sechelt’s Chapman Creek Fish Hatchery. Fridays, Oct 10 to Dec 5, 3:00-4:00pm at Madeira Park Government Dock. Facilitator: Patti Soos and Tom Talarico. Cost is by donation. Participants: 6

Gaming Night – a home school student leads a group of peers in an online gaming night at the Community School, one Friday / month. Friday, Oct 10. 4:00-6:00pm. Participants: 6. Facilitator: Joe and Natalie Wilson. Location: PHCS Harbour Learning Centre

Computer Café – A community volunteer, Karen Dyck, offered a three part series featuring a different topic around Computer Literacy; Introduction to iPad, File Management and Photo Management. 3-Tuesdays Nov 4th, 18th & 25th 1:30-3:30 at the Harbour Learning Centre Facilitator: Karen Dyck. Cost: $10 per session. Participants: approximately 8 per session

Computer Café for Pender Harbour Music Society – we customized a workshop for the Pender Harbour Music Society to train them on using Constant Contact, an online eNewsletter program. Tue, Dec 1st from 1:30-3:30pm, PHCS. $25/pp, Facilitator: Francine Clohosey. Participants 6.

36 Canadian Firearms Safety Course (CFSC) – 13 students from across the coast participated in the course. Friday Nov 14 (6:00-9:00pm), Saturday Nov 15 (9:00-5:00) and Sunday Nov 16 (9:00-3:00) at the Harbour Learning Centre. Facilitator: Andy Ross. Cost: $130 Non-Restricted portion, $190 to include the Restricted portion. Participants: 13 people, 5 of whom took the Restricted portion.

Family Music Night – Our first offering of the fall was not very well attended but those who came did get to sing some songs and play music for a while. December’s night featured Christmas Carols had much better attendance! Friday Nov 21, & Friday Dec 17, 6:30-8:30pm at the School of Music. Facilitator: Patti Soos. Cost is by donation. Participants: 5 + 12

Drop in Pickleball – Drop in Pickleball resumed on October 1 and ran until Dec 17. Wednesdays 6:30-8:30pm at PHSS gym. Cost is $3 drop in. All ages welcome, Participants: 10 adults average, Location: PHSS Gym

Other: Youth Drop In Sports Activities

Hockey – Mon, Oct 6 to Nov 10 (6 sessions) Numbers for Drop in Hockey started to drop mid- November so we decided to put it on hold until the New Year. The instructor feels that it would be good to try again in January. 7-9pm (2 hrs/wk); $3; Participants: 8 average per night; 6 youth and 2 adult; Location: PHSS Gym

Soccer – Soccer continues to be well attended. Instructor Michele Mocellin is always popular and the kids have a great time practicing soccer skills and having fun. Cost $3 drop in fee. Ages 11+ Ran Thu, Oct 2 until Dec 18; 7:30-9:30pm (2 hrs/wk); Participants: 15 average; 14 youth and 1 adult, Location: PHSS Gym

Other events / partnerships

Emergency Preparedness Presentations – we assisted Bill Elsner of the SCRD by organizing two community presentation in October ~ one in Egmont, the other in Garden Bay. They were both very well attended. Tuesday Oct 14, 7:00-9:30pm at the Egmont Community Hall. Friday, Oct 17, 9:00-10:30am at the Sarah Wray Hall in Garden Bay. Facilitator: Bill Elsner. Cost was FREE for both presentations. Participants in Egmont: 13. Participants in Garden Bay: 23.

Healthy Living Series – we partnered with the Pender Harbour Aquatic & Fitness Center and Seniors Initiative (Marlene Cymbalist) to offer this three-part series on Healthy Living for Seniors. Emergency Preparedness session, Bill Elsner; Fitness and Nutrition with Deb Cole and Meghan Molnar; Pharmacy Information. 3 Tuesdays Oct 14, 20 and 28, 1:00-3:00pm at Lily Lake Activity Centre and the PHAFC. Facilitators: Bill Elsner, Marlene Cymbalist, Deb Cole, Meghan Molnar. Cost $10 per session or all three for $25. Participants: average 10

Scarecrow Contest – We organized the Resurrection of the Scarecrow Contest which was a popular annual community event that had been abandoned a couple of years ago. We attended

37 the Fall Faire and encouraged community associations, businesses and individuals to decorate a Scarecrow frame. Participants sent in photos of their creation and the winner was announced at the Hallowe’en Fireworks Celebration! Cost to enter $10. 15 participants

Nutrition for Parents – We surveyed some moms who submitted nutrition questions that applied to their daily family life ~ from this Meghan Molnar, RN designed a presentation just for us. However, the weather conspired that evening with one of the season’s worst storms and no one came out. Meghan provided a shortened version for the two staff who had come out to help with the evening. Monday Nov 3, 7:00-9:00pm, School of Music. Cost was free. Participants: 2 staff

Remembrance Day Ceremony – we participated in the Remembrance Day Ceremony on Nov 11 at the Pender Harbour Legion by laying the Wreath on behalf of the Community School

RBC’s Sports Week: Try It For Free event: we offered a free evening for community members to come and try Pickleball! The evening was a great success with 15 attendees, 4 of whom were completely new to the sport. Wednesday Nov 26, 6:30-8:30 at PHSS. Participants 15, All ages. Free

Serendipity Christmas Craft Fair – Kids Art Class For the third year in a row, our Kids Art Class were vendors selling their crafts at their now famous Christmas Crafts at the Fair. It was our best year yet! The kids focused on three really great projects and worked hard to make them attractive, well made and marketable (a traditional clay snowmen with stick arms, handmade organic lip balms, and jars of candies decorated with a Santa belt). They took 90-minute shifts with two kids working each shift. Customer service skills were practices during the term while working on their crafts. Money raised will support school activities of their choice. Saturday, Dec 6th from 10:00-4:00 at the Pender Harbour Community Hall.

Trends, barriers or factors that assist our programs

We continue to encourage staff in attending these affordable professional development opportunities as they become available.

A monthly advertisement in the Harbour Spiel provides up to date information to the community. We continue to promote alongside the PH Aquatic & Fitness Centre by designing a two-page spread each with an ad on either page. We share the writing of articles on complimentary topics such as nutrition stats, fitness tips, goal setting, etc.)

We continue to benefit tremendously from the many community volunteers who champion our drop in sports programs, promote and teach our courses, and assist in organizing community fundraising activities.

38 SCRD Recreation Pender Harbour & Area A OCT to DEC 2014

PROGRAM Location Dates Total class # session # / participants Total part. hours hours

Regular programs Kindersoc MPES Oct 6 – Dec 1; 8 hrs 8 5 children, 40 3-4pm ages 5-7 Kids Art Class MPES Oct 6 to Dec 8; 14 hrs 8 8 girls, 112 3-4:30pm plus ages 8-11 Dec 6 (6 hrs) Boxing with BK PHSS Oct 6 to Dec 1; 8 8 9 boys/2 girls, 88 4-5pm ages 7-10 Fishing Club Madeira Oct 10 to Dec 5; 8 8 6 boys 48 3-4pm ages 5-8 Gaming Nite PHCS/HLC Oct 10; 4-6pm 2 1 6 youth 12 Computer Café PHCS/HLC Nov 4-Dec 1; 8 4 8 adults x3 / 6 60 1:30-3:30pm adults x1 Cnd Firearms PHCS/HLC Nov 14-15; 6- 11 1 13 143 9pm & 9-5pm Cnd Firearms R PHCS/HLC Nov 16; 9-3pm 6 1 5 30 Family Music School of Nov 21 & Dec 4 2 5 / 12 34 Night Music 17; 6:30-8:30pm (11 kids + 6 adults Try It Free PHSS Nov 26, 6:30- 2 1 15 adults 30 8:30pm Emerg Prep Oct 14 & 17 4 2 36 72 Total: regular programs and special events 75 44 136 669

Drop-in sports activities Drop-In PHSS Gym Mondays – 2 hrs x 6 Total avrg = 8 96 Hockey ongoing Oct 6 – sessions = 12 6 youth + 2 adults Dec 10 hrs Drop-In Soccer PHSS Gym Thursdays – 2 hrs x 12 Total avrg = 15 360 ongoing sessions = 24 (14 youth + 1 adult) Oct 2 to Dec 18 hrs

Drop-In PHSS Gym Wednesdays – 2 hrs x 12 = 24 Total avrg = 10 240 Pickleball ongoing hrs (10 adults) Total: drop-in programs 60 33 696

Total direct program hrs: 179 Total # of participants: 169 Total participant hours: Regular 669 + Drop-in 696

Pender Harbour Community School Society SCRD Community Recreation Program Area A Income & Expenses | Jan to Dec 2014 (with 2013 comparative)

INCOME 2013 2014

Contributed Support

SCRD Recreation Grant 40,000.00 40,000.00

Total Contributed Support 40,000.00 40,000.00

Earned Revenue

Program Revenues 12,184.21 15,300.00

Other Revenues 913.8 500

Total Earned Revenue 13,098.01 15,800.00

Gross Income 53,098.01 55,800.00

Cost of Goods Sold

Program Instructor Fees 8,614.02 5,258.00

Program Materials 327.99 943.99

Program Coordination 13,000.37 15,000.00

Program Development 10,275.00 10,000.00

Program Venue Fees 848.75 1067.7

Total COGS 33,066.13 32,269.69

Net income 20,031.88 23,530.31

EXPENSE

Accounting / financial 925 925

Administration & 6,350.00 reporting 6,570.93 Advertising expenses 1,642.41 2,254.13

Insurance 2,000.00 1,265.50

Membership & proD 290 291.16

Office supplies 224.7 342.68

Postage 225.27 212.72

Technical & maintenance 190 287.04

Telephone & internet 982.66 623.25

Travel / mileage 592.58 649.39

WCB Expense 325.5 345.98

Total Expense 13,748.12 13,767.78

Income/Expense 6,283.76 9,762.53

40 Pender Harbour Community School Society Income & Expenses | Jan to Dec 2014 (with 2013 comparative)

INCOME 2013 2014 Contributed Support

CommunityLink Grant 39,166.00 38,829.41

Direct Access Gaming Grant 20,000.00 20,000.00

Success By Six 2,250.00 0.00

SCRD GIA Rural ED 0 4,880.00

SCRD JU - Youth DropIn & Restitution 10,000.00 10,000.00

SCRD Recreation Grant 40,000.00 40,000.00

Total Contributed Support 111,416.00 113,709.41

Earned Revenue

Program Revenues 14,525.53 16,200.00

Other Revenues & Donations 3,770.71 1,429.80

Total Earned Revenue 18,296.24 17,629.80

Total Income 129,712.24 131,339.21

EXPENSES

Program & Administrative costs

Accounting / financial 1,850.00 2,180.00

Advertising expenses 1,642.41 2,710.87

Coordinator Contracts 40,581.02 32,490.00

Insurance 2,478.00 2,531.00

Membership / proD 500 1,311.33

Office supplies 714.85 787.40

Payroll expenses 42,638.24 50,564.65

Postage 240.01 34.62

Program Administration 6,350.00 6,400.00

Program Instructor Fees 14,830.00 7,361.50

Program Materials & Supplies 6,351.07 4,971.10

Program Venue Rental fee 864.5 1,067.70

Repairs & Maintenance 1,116.16 1,728.55

Technical Support 1,112.42 260.00

Telephone & Internet 1,608.71 1,223.21

Travel / mileage 445.41 1,389.85

WCB Expense 651 491.96

Total Expense 123,973.80 117,503.74

Net Income/Expense 5,738.44 13,835.47

41 ANNEX E

2014 Sunshine Coast Emergency Program (SCEP) Annual Report

Prepared by: Bill Elsner, CEM, CTR Emergency Program Coordinator

Emergency management addresses six principal elements: risk assessment, preparedness, mitigation, response, and recovery and program evaluation. The Sunshine Coast is susceptible to many types of disasters and emergencies. The highest risks are wildland urban interface fires, dangerous goods, landslides, tidal storm surges and earthquakes. These events can have collateral effects sufficient to prompt a formal declaration of a local state of emergency. The Sunshine Coast Emergency Program (SCEP) is a function of the Sunshine Coast Regional District (SCRD) and encompasses all municipalities and electoral areas on the lower Sunshine Coast from Port Mellon to Earls Cove. This integrated program was one of the first regional emergency programs in the Province. SCEP has a full time emergency program coordinator whose primary role is to keep the Emergency Operations Centre (EOC) in a state of readiness, train staff and volunteers and educate the public in emergency preparedness.

The Emergency Planning Committee is chaired by the Emergency Program Coordinator (EPC) and composed of representatives from agencies having direct functional responsibilities during a major emergency. Training, planning and overall situational awareness are the primary purpose for this committee. Agencies included but are not limited to: RCMP, Fire Departments, BC Ambulance, municipal public works, BC Forest Service, Vancouver Coastal Health, BC Ferries, Salvation Army, School District 46, Emergency Management BC, Ministry of Transportation and Infrastructure and BC Hydro. Additionally,

42 2014 Sunshine Coast Emergency Program (SCEP) Annual Report Page | 2

a number of volunteer groups attend such as Emergency Support Services (ESS), Amateur Emergency Radio Services (ARES), Search and Rescue (SAR) and Royal Canadian Marine Search and Rescue (RCM SAR).

2014 was a typical year on the Sunshine Coast. Once again we were fortunate not to be directly impacted by floods and wildfires that occurred across BC. The effects of climate change are becoming increasingly evident with drought conditions in the summer and extreme rainfall during the winter. For the first time several homes were damaged by saltwater intrusion from storm surge and high sea levels. These changing risks will be addressed when we review and update our Hazard Risk Vulnerability Analysis later this year. The Emergency Program Coordinator conducted numerous emergency preparedness presentations for local governments, schools, community associations and seniors groups. Training exercises took place for ESS volunteers and SCEP promoted and participated in the “Great BC Shakeout” earthquake drill in October. As Deputy EPC Bruce Searle has provided valuable assistance with technical arrangements necessary to deliver paging to Sunshine Coast Search and Rescue through Ecomm.

The Emergency Program Coordinator (EPC) continues to sit as a panellist on the Pacific Climate Impacts Consortium as a community emergency management subject matter expert. He is also a member of an expert working group on the Chemical Biological Radiological Explosive (CBRNE) SIMTEC project at the Justice Institute of BC. This SIMTEC project is researching the psychosocial impact of chemical, biological, radiological, nuclear and explosive (CBRNE) events on emergency operations staff. The EPC is also a regular attendee of the Marine Environmental Observation Prediction and Response group (MEOPAR), a national network of scientists and researchers dedicated to reducing vulnerabilities and risks in the Salish Sea as well as reducing response times. This year Bill Elsner was elected to the British Columbia Association of Emergency Managers Board of Directors as the South West Regional Director and remains past President of this organization.

43 2014 Sunshine Coast Emergency Program (SCEP) Annual Report Page | 3

The SCEP website www.scrd.ca/emergency-program is a one stop shop for information on personal preparedness, hazard awareness, volunteer organizations and details about the emergency program structure.

As you can see in the volunteer activity statistics at the end of this report, the residents of the Sunshine Coast are very well served by over 145 dedicated, committed and highly skilled un- paid professionals. These men and women gave up over five thousand hours of their time to train for and respond to citizens in need. The actual cost of these donated hours is less than $5.00 per Sunshine Coast resident. From a public safety perspective there is no doubt lives are saved each year by the heroic actions of these selfless individuals.

On behalf of all the residents of the Sunshine Coast I would like to thank all the emergency services volunteers who serve us. You have our overwhelming support and profound appreciation.

Respectfully,

Bill Elsner CEM, CTR Emergency Program Coordinator Sunshine Coast Regional District January 10, 2015

44 2014 Sunshine Coast Emergency Program (SCEP) Annual Report Page | 4

Public Awareness Presentations and Committee Involvement o Sechelt, Gibsons, Roberts Creek, Halfmoon Bay, Pender Harbour and Egmont Fire Departments o St. Mary’s Hospital Medical Advisory Committee o Sunshine Coast Search and Rescue Society o Egmont Community Association o Garden Bay Community Association o Garden Bay Rotary Club o Madeira Park Seniors o Town of Gibsons Council o Gibsons Seniors at Harmony Hall o District of Sechelt Council o Public presentations in Sechelt and Gibsons o Sechelt Youth Centre o The Great BC Shakeout promotion and activities o Frequent submissions to local media regarding public safety issues such as extreme weather precautions, fire smart initiatives, travel safety, storm surges and general preparedness o Sunshine Coast Policing Committee (SCRD) o Sunshine Coast Community Resource Centre volunteer workshop

45 2014 Sunshine Coast Emergency Program (SCEP) Annual Report Page | 5

Operations and Planning o Ongoing recruitment of volunteers for Search and Rescue, Emergency Support Services and Emergency Communications o Maintain current contact information for all response personnel o Chair monthly meetings of the Emergency Planning Committee o Regular updates to Vital Services Directory o Maintain and test emergency backup generators o Regular tests and maintenance of VSAT and MSAT satellite communications systems o Inspect and maintain emergency medical supplies including 200 Bed Emergency Hospital and Casualty Collection Units (2) o Inspection and repairs to Mobile Command Unit o Provide advice and guidance to local authority staff on matters dealing with public safety o Maintain Emergency Operations Centre (EOC) in a state of readiness and functionality o Frequent interviews with local media on emergency preparedness matters o Provide exercise support for response agencies o Expanded SCRD radio communications links including Gibsons and Area Community Centre o Provide information on Provincial Disaster Financial Assistance (DFA) to those recovering from eligible events

46 2014 Sunshine Coast Emergency Program (SCEP) Annual Report Page | 6

Training and Exercising o Crisis Communications workshop o Emergency Site Management o Emergency Support Services conducted numerous documentation and reception centre tabletop exercises. o Amateur Emergency Radio Services conduct weekly tests of communications equipment. o Great BC Shake Out earthquake drill 2014 o Coordinate First Responder training with Emergency Health Services for all coast fire departments o Critical Incident Stress Management awareness for SAR and ESS o Community Disaster Recovery training o Advanced Critical Incident Stress Management training

Grants and Projects

A Global Hydration Model #5 Portable Water Purification Unit was purchased this year using capital reserves designated for this purpose. The unit will deliver up to 19,000 litres per day from any freshwater source. It is highly portable and could be moved by boat, pickup truck or helicopter. 1000 collapsible 10 litre water containers and a 2000 litre storage bladder were included in the purchase.

47 2014 Sunshine Coast Emergency Program (SCEP) Annual Report Page | 7

Emergency Support Services (ESS)

Emergency Support Services volunteers provide short- term support (up to 72 hours), to preserve the emotional and physical well-being of individuals who are evacuated from their homes during an emergency.

The goals of ESS are to: o Help people plan and prepare for emergencies o Respond to emergencies when they occur o Assist in the recovery from disasters

During a disaster, trained ESS volunteers provide: o Food, clothing and shelter o Registration of names and addresses to re-unite families o Financial assistance through government programs o Care for pets o Information, support and comfort to those affected

Another component of ESS is the Emergency Support Services Level 1 team who work with Fire Departments and Police to assist individuals in smaller emergencies such as structure fires. Several new members have joined and received training in how to deliver ESS L-1.

The third component of ESS is the Animal Disaster Response group. Their mandate is to educate pet and animal owners about preparing for disasters. During a disaster they provide assistance and care to animals at reception centres.

Our SCEP ESS team meets bi-monthly where they train and participate in exercises to test and strengthen their skills. We have 30 ESS volunteers, coming from all walks of life and new volunteers are always welcome. Training is extensive and free!

48 2014 Sunshine Coast Emergency Program (SCEP) Annual Report Page | 8

Search and Rescue (SAR)

Sunshine Coast Search and Rescue (SCSAR) volunteers provide land based and inland water search and rescue services under direction from the RCMP. SCSAR Society is a member of the BCSAR Association and assist with mutual aid requests from Emergency Management BC. As well, they can be tasked by fire departments, BCAS and the SCEP emergency coordinator to provide emergency assistance wherever it is required.

This year SCSAR responded to 23 callouts for lost persons, medical assists, mutual aid searches. This is well above the 5 year average of 14 calls/year. SCSAR had a total of 23 callouts, which is a new maximum and well above their 5-year average of 14. Twenty tasks were on the coast. Three tasks were off coast (mutual aid to other teams). Of the 20 local tasks, 14 calls were to assist RCMP; 6 to assist BC Ambulance. Two of the off coast tasks were to assist Powell River SAR and one was assisting Comox SAR for a multi-day search in Strathcona Park. The 20 local tasks involved 1345 hours of the members' time. The three off coast tasks involved 162 hours for a total of 1507 hours on tasks.

Of the 23 tasks: 8 were medical related, 4 for lost persons, 6 for accidents, 3 false alarms and 2 other. 19 subjects were OK, 9 were injured, one was deceased & one was not found (Strathcona Park).

The highest profile task here was, of course, the large search for Andy Hansen in West Sechelt. During this successful two-day search our members put in 345 hours. We also called for mutual aid and received assistance from 4 other SAR teams. Only this one task here required mutual aid.

One search last January involved the first deployment of our new UTV or side by side. On that search, this high-end tracked vehicle allowed us to transport searchers and the subjects over 3 feet of new snow quickly and with ease and undoubtedly saved many hours. This vehicle, costing over $40,000, was purchased in late 2013 with a $30,000 Gaming Grant plus over $10,000 of SAR funds.

No tasks here required rope rescue or swift water response this year.

Categorization of Tasks:

• Activity related tasks: mountain biking 6, hiking 4, snow 2, swimming 1, work 1 • General areas (as usual there is no pattern): Gibsons 5, Sechelt 5; Roberts Creek 2; Salmon/Narrows 1; HMB 2; Pender/Spipiyus 3; Tet 2 • Months: Jan 2, Feb 2, Mar 1, Apr 1, May 1, Jun 2, Jul 5, Aug 4, Sep 2, Oct 2, Nov 1, Dec 0

49 2014 Sunshine Coast Emergency Program (SCEP) Annual Report Page | 9

Training:

This year SCSAR welcomed 10 new members to our roster bringing their active members to a total of 37. They completed the rigorous 6 month training program with flying colours and we are very pleased with their capabilities as well as their commitment and enthusiasm. In total, team members spent over 3,500 hours training. An additional 860 hours were spent on administrative and maintenance activities. Members also spent over 250 hours providing first aid for community events. Members attended off coast courses for provincial certification in swift-water, rope rescue, avalanche response, tracking, team leader and advanced first aid. SCSAR currently has two members and their dogs working towards RCMP certified search dog status. There is no qualified search dog on the coast so this will be A significant asset. SCASR also hosted a tracking course which was attended by SAR members from several BC teams as well as RCMP and BC Parks personnel.

Equipment:

The UTV mentioned above was purchased in 2013 and received its first use this year. This year they purchased a trailer for the UTV to facilitate transport on paved roads. Late in the year they bought a used Suburban 4x4 response vehicle from Egmont Fire Department. This truck will be used for initial response and will be invaluable for transport of equipment and members. It will also be used to pull the trailer for transport of the UTV.

SAR Members meet for weekly training to hone their skills and to check over equipment. Training this year consisted of Helicopter Hover Exit, Tracking, First Aid, Ground SAR and Rope Rescue.

Annual operating costs include: rope replacement, liability insurance, advanced medical supplies, phones and pagers.

50 2014 Sunshine Coast Emergency Program (SCEP) Annual Report Page | 10

Royal Canadian Marine Search and Rescue (RCM SAR)

The 3 volunteer RCM SAR stations provide marine rescue under the direction of the Joint Rescue Coordination Centre (JRCC). They are also available to provide emergency marine transport to the BC Ambulance Service (BCAS) and land Search and Rescue (SAR).

Station 61 in Pender Harbour responded to 15 missions.

Station 14 in Gibsons responded to 24 missions. A donated boathouse was towed from Oak Bay and prepared for service. Fundraising continues for a new boat.

Station 12 in Halfmoon Bay responded to 27 missions. The acquisition and repair of a boathouse along with the generous donation of dock space from the District of Sechelt is complete and will keep the Lewis-McPhee protected and ready to respond in Sechelt Inlet. New engines were purchased for the “Ken Moore” and updated oxygen therapy units installed in both vessels.

Amateur Radio Emergency Service (ARES)

ARES volunteers consist of licensed amateur radio operators (HAMS) who provide a reliable mode of back up communication when the telephone system fails. They operate and maintain a repeater on Mt. Benson on Vancouver Island. As well, they host a weekly emergency radio net check in and keep all radio equipment in a state of operational readiness. Upgrades and repairs have been made to communications systems at the back up EOC at the Mason Rd. SCRD transit yard.

51 2014 Sunshine Coast Emergency Program (SCEP) Annual Report Page | 11

Volunteer Activity Royal Canadian Marine Search and Rescue Station 14

Response 41.5 hours Rescues 10 persons Training/exercising 156 person hours Members 19 Property saved $ 21,000.00 SCRD Grant $ 5,000.00

Royal Canadian Marine Search and Rescue Station 61

Response 131 hours Rescues 12 persons Training/exercising 733 person hours Members 22 Property saved $ 30,000.00 SCRD Grant $ 5,000.00

Royal Canadian Marine Search and Rescue Station 12

Response 120 hours Rescues 19 persons Training/exercising 2948 person hours Members 30 Property saved $616,000.00 SCRD Grant $ 5,000.00

Sunshine Coast Search and Rescue

Response 514 hours Rescues 18 persons Training/exercising 2425 person hours Members 29 SCRD Grant $ 19,000.00

Emergency Support Services

Response 20 hours Assisted 6 persons Training/exercising 80 person hours Members 25 SCRD Budget $ 5,000.00

Emergency Communications

Training 400 person hours Members 5 SCRD Budget $ 5,000.00 52

ANNEX F - (a)

GIBSONS & DISTRICT VOLUNTEER FIRE DEPARTMENT

ANNUAL REPORT

2014

53 INTRODUCTION

MISSION STATEMENT

The Gibsons & District Volunteer Fire Department improves the quality of life in our fire protection district by reducing suffering from loss of life, destruction of property, and damage to the environment. This is achieved through dedication to training, public education and fire prevention by using up to date equipment and techniques.

The Gibsons & District Volunteer Fire Department is a composite fire department comprised of up to 39 volunteer firefighters and 3 paid staff members - Fire Chief, Fire Prevention Officer and Maintenance Technician. The department operates 8 pieces of apparatus out of 2 firehalls and covers an operational area of approximately 25 sq. miles. The Fire Protection Area incorporates the municipality of the Town of Gibsons and portions of electoral areas E and F of the Sunshine Coast Regional District and serves a population of approximately 10,000 people. The fire department is a function of the SCRD and the Town is a participating member of that service.

The fire department provides services to the public in the form of fire suppression, emergency medical first response, rescue, extrication, hazardous materials control, fire prevention, public education, public assistance and mutual aid.

This annual report gives an in depth look at what the department accomplished during 2013 and provides statistical information on call types, when they occur and where they occur with respect to area. Most of the attached charts give a 4-year comparison that can be used to identify trends or anomalies in specific areas.

VOLUNTEERS PROUDLY SERVING

Gibsons & District Volunteer Fire Department Annual Report 1

54 Incidents Reported in 2014 Automatic Alarm 44 Medical Aid 24 Beach Fire 13 Miscellaneous 16 Brush Fire 6 M.V.I. 33 Chimney Fires 1 Mutual Aid 1 Dumpster Fires 0 Rescue 0 False Alarms 1 Rubbish Fire 6 Hazardous Materials 10 Smoke Complaint 5 Hydro Lines 16 Structure Fire 7 Illegal Burn 14 Vehicle Fire 1

TOTAL 198

GIBSONS & DISTRICT VOLUNTEER FIRE DEPARTMENT

ANNUAL REPORT

FIRE DEPARTMENT OPERATIONS

Incidents The fire department responded to 198 incidents in 2014, a decrease of 9% over the 215 incidents of 2013. The last 3 years have seen a downtrend in call volumes going from 220 in 2012 to the 198 in 2014. Medical Aid, Motor Vehicle Incidents (MVI) and Automatic Alarm calls continue to account for the largest portion of the incidents. This has been the general trend since 2008 when the department reviewed its response plan and made some changes to the dispatching criteria. Automatic Alarm call volumes have remained fairly consistent over the last few years with 2014 showing an increase attributed to some new systems coming on line and a few accidental activations. Of the 7 Structure fires that were recorded none were considered major with any significant fire damage. 2 of the incidents were related to clothes dryers and 2 were cooking related. There were no fatalities or serious

Gibsons & District Volunteer Fire Department Annual Report 2

55 injuries reported at any of the aforementioned Structure Fires although a few occupants were checked for smoke inhalation. The fire department classifies its response as either “emergency” or “routine”. Emergency responses require apparatus to use lights and siren whereas routine responses can typically be handled by an individual or a single apparatus driving under normal conditions. Of the 198 calls in 2014, 162 were considered “emergency” calls and 36 were “routine” calls handled by the staff or duty officers. The department also responded to 3 “out of area” calls, 1 was a Mutual Aid call to assist the Roberts Creek Fire Department, 1 was a Medical Aid call to the Twin Creeks area and the other was a MVI call between YMCA Road and Wray Road north of Langdale.

Response Fire department members committed 1996 man-hours of time responding to emergency calls. This averages out to 12 man-hours per call. The 36 routine calls are removed from this averaging as most of these are dealt with in a short time frame by a single person. A key component of any emergency response is timing. The sooner crews can arrive on the scene the better the outcome of the incident. There are many factors that affect response times and the department has little control over most of them. Early detection, early notification and prompt dispatching all combine to start the ball rolling. Once the department’s pagers have announced a call, the members drive to the firehall, ‘gear up’ and drive the apparatus to the scene. A delay in any of the above steps has the potential of impacting the outcome of the incident. In terms of average response times for 2014, E-Comm dispatched our calls in 57 seconds, we had a unit responding in 3min 3sec after the page and arriving on scene in 3min 56sec. This gives an average total time of a 9-1-1 call being placed to having a truck on scene as 7 minutes and 56 seconds. This response time is slightly faster than the 8 minutes and 26 seconds recorded in 2013.

Along with response times another key and often more important component of response is the number of responding firefighters. The department relies heavily on the availability of enough of its members to be able to adequately handle any emergency situation. As the face of the membership changes so does the availability. In an effort to ensure an adequate response, members are required to respond to at least 20% of calls to maintain active membership. In 2014 each member responded to an average of 35% (66) of the paged calls. Availability of members is also dependent on their employers who can sometimes ill afford to let their employees leave to respond to calls. The department and indeed the community at large owe these employers a debt of gratitude for their often overlooked contribution. Past trends indicate that a week day typically has had the lowest manpower response compared to evenings and weekends. In 2014 the department averaged 10 firefighters per call for the week day calls, 12 firefighters for evenings and 14 firefighters on weekends showing a fairly consistent response level.

Gibsons & District Volunteer Fire Department Annual Report 3

Permits The fire department issues burn permits for land clearing debris only in the SCRD electoral areas as the Town of Gibsons has a no burn policy and does not allow any open burning. In 2014 a total of 10 “Class A” permits were issued, 4 in area E and 6 in area F. A revision to the SCRD fire bylaw has been completed and the new regulations are now in effect. Some key changes include a reduction in backyard burn pile size, distances from buildings and property lines and clear definition of campfire size and location. The number of Illegal Burning calls seems to be holding steady but the number of Smoke Complaint calls has been decreasing over the last few years. Some of this may be in the way the calls re reported i.e. Illegal Burn vs Smoke Complaint. Both call types are interrelated but some smoke complaint calls are legitimate fires that are not actionable by the fire department.

Fire Prevention

Fire Inspections New Construction 26 Apartments 2 Schools 3 Service Stations 0 Care Homes 5 Industrial/Marina 2 Halls/ Theatres 0 Public Buildings 33 Restaurant/Hotels 10 Commercial 0 TOTAL 84 Municipalities have a legal requirement to inspect all public buildings to ensure compliance with all applicable Codes and Standards. The department’s Fire Prevention Officer (FPO) fulfills this obligation and also doubles as the local E9-1-1 system coordinator. At present there are approximately 350 ‘inspectable’ properties in the fire protection area that fall under the Fire Services Act requirement for inspection. As noted in the chart above the FPO performed 84 inspections on properties within the fire protection area in 2014. Inspection intervals are usually established by the type of occupancy. Higher risk properties are inspected more frequently than lower risk properties and inspections are usually performed when there is a change of occupancy or ownership of a building. In addition to inspections the FPO is also a key component in plan checks for new projects proposed for the area. Although plan review by the fire department is not a requirement, there is great value in providing input before the project is completed to avoid unnecessary conflicts post construction.

Public Fire and Life Safety Education Public fire and life safety education is a key component of Fire Prevention and the department’s public education programs are overseen by the Fire Prevention Officer. The department participates in a variety of events and programs throughout the year to help promote a better attitude toward fire and life safety. The biggest public education event of the year is Fire Prevention Week in October. Department members usually expend considerable effort and energy to visit all of the local elementary schools with the Fire Safety House to teach some important lessons on escape planning and home fire safety. In 2014 we attended all 3 of the elementary schools in the area and provided educational materials to the K-4 age group.

Gibsons & District Volunteer Fire Department Annual Report 4

57 The department also provides portable fire extinguisher training to community groups and businesses when requested. The joint purchase of a new Fire Extinguisher Training system by the local fire departments has allowed for the delivery of training on a much wider scale. Training and demonstration sessions were put on for the local Navy League. The “Remembering When” Fall and Injury Prevention Program that the department instituted with Vancouver Coastal Health continues to be very well received by the senior population of the Coast with 8 sessions being delivered on the Coast and to the Sechelt Indian Band. Some other ongoing fire and life safety programs include Child Car Seat inspections, pre-school visits and hall tours. As with most programs the department is dependent on its volunteer members to assist with the delivery of public education. Staff members are able to set up the programs but without the volunteer help the message would not be delivered.

PERSONNEL

MANPOWER The department is considered to be a composite department in that it has a combination of paid staff and volunteer responders. The 3 paid staff positions are: Fire Chief – responsible for the overall administration of the department, Fire Prevention Officer – responsible for building inspections, fire investigations and public education and the Maintenance Technician – responsible for vehicle maintenance, building maintenance and equipment readiness. The staff members are also responding firefighters. A full complement of volunteer responders for the department is 40. The department had 32 regular members at the close of 2014. During the year 5 members retired or resigned from the department, 3 were members with 10+ years of service. A class of 8 recruits was started in January and 3 of those failed to complete the probationary period. In looking at the member demographics the average age of current members is 36 and their average experience is 10.3 years. Currently there are 21 members with less than 10 years’ experience, 3 with 10-20 years and 8 with 20+ years of experience. Typically the longer serving members are well established in the community and are willing to make the long term commitment required by the department. Some younger members do remain with the department but they traditionally have shorter department careers. Like many other groups that rely on volunteers, the fire department continually struggles with recruiting and retention of members. In an effort to attract and reward members the department maintains a remuneration program for members who attend the regular training sessions. The members are now receiving $25 for each 2 hour practice session they attend and $90 for each full day session. The department hopes to expand this program in future years so that it may prove to be an incentive for prospective recruits and will help retain existing members.

Gibsons & District Volunteer Fire Department Annual Report 5

58 TRAINING The fire department trains to NFPA standards as mandated by the Office of the Fire Commissioner (OFC) which were recently changed with issuance of a Playbook for Structural Firefighters. Within the standards recognized by the OFC, there are 3 levels of service levels that fire departments can select; Exterior Firefighter, Interior Firefighter and Full Service. Exterior Firefighter is considered the minimum that a firefighter needs in order to safely perform the job requirements and restricts activities to defensive or exterior type of actions. Interior Firefighter allows firefighting inside simple structures and Full Service is as stated where all firefighting activities are undertaken. The Gibsons department has committed to the Interior level with a commitment to train to the Full Service level. The majority of the firefighter training is performed by in-house trainers and because we have certified evaluators we can proctor exams that are accredited by the Justice Institute of B.C. This certification is recognized on a national and international level. All Gibsons firefighters currently have at least the Exterior level of training and 14 are trained to the full NFPA Firefighter 2 level. As with call attendance, members are required to attend a minimum number of practice sessions to maintain active membership. The requirement varies with the years of service for the individual. The more experience a member has, the lower the minimum hours of practice time required. In 2014 the members participated in a total of 4229 practice hours, or an average of 120 hours per member. When considering that regular practice occurs on Wednesday nights from 7:30pm to 9:30pm it is easy to see how much extra time and effort the members are committing to training.

FACILITIES

NORTH ROAD The North Road firehall is the department’s administration building and houses the staff offices. All of the department functions and weekly training sessions are held in this hall. It houses 6 of the department vehicles and is also where the vehicle maintenance is performed. The department has occupied the building since its completion in 1984. The building has had a seismic upgrade, automatic sprinkler system, mansard restoration and new paint in recent years to make it serviceable for many years to come. An exhaust extraction system was installed to help protect the health of the firefighters by reducing their exposure to harmful exhaust emissions. This hall has at present 24 members assigned to it for emergency calls. The hall assignment is based on where the members live and their proximity to the firehalls.

Gibsons & District Volunteer Fire Department Annual Report 6

59 CHASTER ROAD The Chaster Road firehall was completed in 1992 and has served as a satellite hall since then. The hall houses a single pumper/tanker truck. Until recently, the hall had been referred to simply as ‘Hall 2” or the Chaster Road hall but in 2006 the hall was dedicated and renamed as the Cliff Mahlman Firehall in memory of a long serving life member of the department that passed away. Cliff was a driving force behind the department for 36 years and is in large part responsible for the department’s progressive direction. This hall currently has 8 members assigned to it as emergency responders. This hall currently has an empty bay that is being used as a fitness center for the members with a full array of gym equipment. A lighting upgrade was done in the hall to replace old fluorescent fixtures with energy efficient LED lights.

TRAINING FACILITY The fire department is in the process of developing a training ground constructed of used shipping containers that are modified to simulate buildings. This site allows the firefighters to practice the skills that are necessary to perform suppression and rescue activities. These practices used to be done on buildings within the community but that is becoming increasingly more difficult to accommodate. The site will eventually expand to the point where we will be totally self-sufficient in terms of providing the requirements for full certification to NFPA Standards.

APPARATUS & EQUIPMENT

The department operates with 8 pieces of rolling stock of various functions and descriptions. A listing of the equipment from the oldest to the newest and a brief summary of each are as follows:

1991 Mack Ladder Truck – 56’ boom, 500 gallons of water, 1250 gallon per minute pump, 1000’ large diameter hose, 5 breathing apparatus.

1999 Ford Rapid Response Mini-Pumper – 300 gallons of water, 125 gallon per minute pump, Compressed Air Foam System, 2 breathing apparatus, first aid equipment.

Gibsons & District Volunteer Fire Department Annual Report 7

60 2001 Freightliner Pumper/Tanker – 1200 gallons of water, 1050 gallon per minute pump, potable water tank, 5 breathing apparatus, first aid equipment, ground ladders.

2003 Ford Ranger – Fire Prevention Officer use for building inspection and fire investigation.

2003 Freightliner Rescue Truck – Heavy Hydraulic Tools, Air Bags, First Aid & Rescue equipment, 5 Breathing Apparatus, Generators, Ventilation Equipment, hand tools.

2004 Ford E300 Utility Vehicle – General purpose van used to transport members to training venues, used as a maintenance vehicle, tows Fire Safety House.

2008 Ford Sport Trac -command vehicle with first aid equipment, hand tools.

2012 Pierce Impel Pumper – 840 gallons of water, 1250 gallon per minute pump, ground ladders, 1000’ large diameter hose, 5 breathing apparatus, 5kw generator.

The department’s vehicles are all in good mechanical condition and there were no major repairs required to any trucks in 2014. The in house maintenance program helps keep down time to a minimum and allows the equipment to be in service when it is needed.

BUDGET The fire department budget for 2014 was $758,885. The fire department budget is derived entirely from taxation apportioned across the 3 participating areas – Town of Gibsons, Are “E” and Area “F”. The budget is divided into 2 sections and is discussed below.

Gibsons & District Volunteer Fire Department Annual Report 8

OPERATING The operating budget is the largest component of the annual budgeted amount and is expended on carrying out the regular functions of the department. In 2014 $714,139 was expended on operating items such as salaries, building maintenance, insurance, heat and hydro, truck equipment and maintenance, utilities and training. A $44,000 surplus will be used to fund further development of the Henry Road training site, repair to a Thermal Imaging Camera and some building maintenance issues at the North Road Hall. The remainder will be put into the Capital Reserve fund for future use. Most individual line items within the operating budget account were within the budgeted limits with a few being overspent. The Training account was slightly over budget as was the Small Tools and Heat accounts. Surplus funds from 2013 were used to repair a Thermal Imaging Camera and remove mold from an inside wall in the North Road Firehall.

CAPITAL The department had planned for 3 capital project to be completed in 2014. These were the replacement of 10 sets of Turnout Gear, a lighting upgrade to the Cliff Mahlman Hall and further development of the Training Facility. The Turnout Gear replacement is part of a multi-year rollover of gear that has, or is, expiring. The Training Facility was enhanced with the construction of an outside staircase and railings.

Respectfully submitted

R. Stevens, Fire Chief Gibsons & District Volunteer Fire Department

Gibsons & District Volunteer Fire Department Annual Report 9

62 63 64 65 66 67

ANNEX F (b)

Roberts Creek Volunteer Fire Department

ANNUAL REPORT

2014

ROBERTS CREEK VOLUNTEER FIRE DEPT. ANNUAL REPORT 2014

Overview

The Roberts Creek Volunteer Fire Department has been providing life and property protection to the community of Roberts Creek since our founding in 1969. The fire department serves a population of approximately 3,300 and the fire protection district covers an area of roughly 28.5 km2. At the end of the year the membership of the Roberts Creek Fire Department consisted of 19 active volunteer members. In addition we have 1 member on leave and 2 junior members (16 – 19 years of age). Volunteer firefighters are responsible for all aspects of the operation of the department. This includes 24/7 response to fire and rescue operations and maintaining the operational readiness of all apparatus and equipment. The Sunshine Coast Regional District employs one person to look after clerical/administrative/fire inspection duties. At this time the former Fire Chief is filling this position.

Membership

Fire Chief: Rob Michael

Rob Michael joined the Roberts Creek Volunteer Fire Department in the fall of 2001. Rob was appointed as Fire Chief by the membership in 2013. Previous to that, he has held various other positions within the department such as Assistant Chief and Training Officer. Rob has a passion for safety and training and can often be found enticing others in the department to further their education. Recently Rob has completed his Fire Officer Level IV through the Justice Institute of British Columbia and he plans to continue his education. Rob is currently employed by Howe Sound Pulp & Paper and is also a member of their emergency response team.

Assistant Chief: Pat Higgins

Pat Higgins is a 20 year veteran of the Roberts Creek Volunteer Fire Department. Pat has incredible skills on the fire ground and is an outstanding mentor and leader to the members of the department. Always willing to step in to whatever duties require attention, Pat is always the last person to leave the truck bay following a call as he readies the equipment for the next emergency. Pat has proven himself time and time again to be an invaluable asset to the department.

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Training Officer: Colin Kelso

Colin is a relatively new member to the Roberts Creek Volunteer Fire Department, joining in 2009. Colin has outstanding dedication as well as organizational skills that saw him fit his role remarkably well. Colin has done astoundingly well with the daunting task of being the department’s Training Officer, a job that is easily one of the most time consuming. Colin was selected in 2013 by the Fire Chief for a newly created outstanding dedication award. Due to the heavy workload involved in the position, Colin has decided to step down from the role in 2015. He still remains an active member in the department.

Fire Inspector: Bruce Searle

Former Fire Chief Bruce Searle has been a vital part in the efficient operation of the Roberts Creek Volunteer Fire Department and has been a member for the past 27 years. Bruce is always willing to pass on information and assist others in the department and has acted as a mentor for the current Fire Chief after he decided to step down from the role after 12 years. Bruce continues to work in the fire hall during the week as the department’s administrative assistant and fire inspector. A wealth of knowledge already, Bruce continues to educate himself and take part in weekly practice sessions. As a result, he has completed his NFPA 1001 certification. Bruce is also the Deputy Sunshine Coast Emergency Program Coordinator.

Membership in the Roberts Creek Volunteer Fire Department has remained steady for the past several years with 20 firefighters currently on the roster. We are beginning another recruitment drive because we have lost a couple of members over the past years. Fortunately we are starting to see some of our recruits from years past reach the 4 and 5 year milestones. These members are now being groomed for leadership positions in the department and have mentored the some of the newer members in the department. We still have some senior members on staff, but are now recognizing large gaps between service years. With several of our long serving members with only a few active firefighting years remaining, it is imperative to be proactive in our development of our members throughout our organization.

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Apparatus

Roberts Creek Rescue 1:

Rescue 1 entered service in the summer of 2006. This apparatus was built to our specs by Hub Fire Engines on a Freightliner M2 chassis and is leased through MFA. This is a multi-purpose unit functioning as an equipment carrier, mobile lighting plant, firefighter rehab centre and general staging hub. The PTO driven 25 KW generator supplies copious amounts of power and allows the twenty five foot high 9000 watt light tower to transform darkness into daylight. An eight foot powered slide-out tray brings all the auto extrication equipment out in the open, easily at hand.

Roberts Creek Engine 1:

This apparatus is a compressed air foam system (CAFS) manufactured by Hub Fire Engines in 2000. It is a very versatile piece of apparatus being built on a one ton Ford F550 4x4 chassis. This offers a great amount of manoeuvrability allowing it to negotiate the many narrow, winding driveways encountered in Roberts Creek. The CAFS in effect provides for a tenfold increase in the usefulness of water. In other words the 300 gallons of water carried is equal to 3000 gallons.

Roberts Creek Engine 2:

Due to be replaced in 2017, this apparatus is a full Class “A” Type I pumper with a 1050 IGPM pump, carries 800 gallons of water and can transport six firefighters. Engine 2 is equipped with a 10” dump valve so it can function as a water shuttle when fighting fires outside of hydrant serviced areas. It is built on a Peterbilt chassis and was manufactured by Anderson Engineering in 1992.

3 71

Roberts Creek Engine 3:

This apparatus is a full Class “A” Type II Pumper and fills our need for a tanker as it carries almost 1300 gallons of water. It also has a foam injection system and carries 30 gallons of foam concentrate. Engine 3 is built on a Freightliner FL112 chassis and was manufactured by Hub Fire Engines in 1999. It carries three fire fighters.

Roberts Creek Car 1:

Car 1 is a 2009 Ford F-150 crew cab, acquired in Oct. Of 2009 and leased through MFA Leasing. This four-wheel drive vehicle is important as a day-to-day service vehicle for routine activities such as burning permit inspections mainly located on rough back roads and as transportation for fire fighters to and from education venues. Car 1 is also indispensable as a command vehicle at emergency incidents as it contains an array of reference material as well as first aid and communications equipment.

Facilities

Roberts Creek Volunteer Fire Hall:

The Roberts Creek Volunteer Fire Hall consists of meeting room, offices and apparatus bays. The bays are a two tandem-bay arrangement accommodating four vehicles. The lower floor area consists of one bay, a classroom, a gym/fitness centre and a storage area for the Sunshine Coast Emergency Program. Grounds maintenance and janitorial services are by contract.

In the summer of 2014 The Roberts Creek Volunteer Fire hall experienced a flood in one of the bathrooms on the upper level of the hall. This is the second time we have had such an incident; in 2012 a similar incident occurred in the other upstairs bathroom. Both incidents seem to be the cause of a faulty hose connection on the toilet. Both incidents had caused substantial damage to the facilities. As a result we are looking to implement a plan to prevent a future event.

4 72

Operations

In 2014 Roberts Creek Fire responded to 70 callouts. Incidents in 2014 totalled 73 hours; this consisted of 488 person hours, up from 2013 where we saw 385 hours. 2014 also had a near even split with 38 day & 32 night callouts. Daytime calls still remain a significant concern as many of our firefighters are unavailable during the daytime hours. As always, the largest percentage of our callouts remain motor vehicle incidents (MVI).

We had several accidents that required patients to be airlifted to Vancouver in 2014. One such call this year was a request from BCAS for support in assisting a mountain biker who had suffered a head injury on the mountain bike trails up the B&K logging road. We have noted an increase of calls for assistance outside of our district boundaries specifically in this area. To combat this, we plan to utilize search and rescue in the future for calls in the outlying areas of our district.

Roberts Creek attended one call for assistance from Sechelt Fire this year for a house fire in Tuwanek. As resources can be taxed on a major event, our mutual aid agreements are in place to provide support for these types of situations. We have utilized our mutual aid agreements several times over the past few years. In fact we requested Gibsons Fire assist us in setting up a helicopter landing zone when our resources were tied up during an event this year. The professionalism of our mutual aid departments is greatly appreciated.

We also attended a house fire this year in the middle of the summer during the evening hours. The structure was a loss, but we were able to quickly confine the fire and prevent spreading to the nearby trees and forested area. Following a visit the next day, we could clearly see how close we were to having the fire spread to the trees as the timbers near the structure were severely charred. We can credit this save due to the quick and efficient action of our crew.

As the timing and frequency of calls are unpredictable we appreciate the support from local employers, the public and our families for allowing us to respond to emergency calls when they happen.

Training

In 2014 we increased our base training budget to $18,000 by shifting funds from other line items within the RCVFD operational budget. Our focus has been primarily to put our members through the NFPA 1001 program through the Justice Institute of British Columbia (JIBC). This training, for the most part, takes place in-house during Wednesday evening practices with the occasional weekend session. To assist with the delivery of this program we sent two members to obtain their evaluator certification. This brings the total of JIBC certified evaluators in our department to 3.

In-house and contract training provided 421 hours of training amounting to a total of 2213 person-hours. This number is up again from 2013. This can be largely accounted from our Training Officer’s efforts in providing challenging, informative and practical training. While the major focus throughout the year was firefighter development, officer training was concentrated on as well. We concluded 2014 with 3 members completing their NFPA 1001 certification. These members were: Pat Higgins, Colin Kelso & Bruce Searle. Unfortunately, the cost of providing this type of training is increasing. Exam costs through the Justice Institute have increased 100% since 2012 as well as a $50 registration fee. Where $10 per exam, per firefighter does not seem like a large amount, the 16 exams required begins to add up. This is on top of the specialty courses required to obtain certification. It takes a firefighter close to two years to complete this training.

5 73

Other courses attended in 2014 were: Incident Safety Officer, Fire Service Evaluator, Incident Command System 100, Live Fire I & II, Vehicle Rescue I & II and Commercial Vehicle Rescue. Several firefighters also attended the annual spring training seminar. In addition, Fire Chief Rob Michael took a number of online courses to complete his Fire Officer IV certification.

Inspections & Permits

The Roberts Creek Fire Prevention Officer/Office Administrator carries out fire inspections. There are approximately forty premises requiring inspection. These include two schools (one public, one private), one beverage establishment, three restaurants, several commercial occupancies, daycares and two youth camps. In addition, there were a number of permits issued in 2014 for Class A (Land clearing) fires.

Finance

Most major purchases in the near future for the Roberts Creek Volunteer Fire Department are set to take place in 2017. It is in this year we will see the replacement of our aging pumper. Although it has served us very well, it is nearing the end of its service life, which has been extended 5 years. 2017 will also see the Sunshine Coast Fire Departments replace their radios and pagers. To prepare for this we have been contributing to our capital reserves for the past number of years. In addition the Roberts Creek fire hall is scheduled to have a facilities audit performed in 2015, we anticipate that we may have to plan for some costly facilities maintenance work in 2016.

OFC Playbook

On October 14, 2014 the Office of the Fire Commissioner (OFC) released the Structure Firefighters Competency and Training Playbook. This document is intended to set the minimum training standards for the fire service in British Columbia. In addition, the province has listed 3 service levels to which fire departments may operate under. These service levels have separate minimum training standards established. The Authority Having Jurisdiction (AHJ) is responsible for determining the appropriate level of service for each of their fire departments. Roberts Creek has recommended establishing “interior operations” as its minimum standard.

Although we are well on our way to meeting the requirements issued by the OFC, the RCVFD had identified areas where we require additional support. The administration and deliverance of our training program has become increasingly taxing on our volunteer Training Officer due to the heavy workload involved. In fact, it was quite a struggle to appoint a Training Officer for 2015.

6 74

Recommendations

I believe the service provided by the volunteer fire fighters can be greatly increased with additional fire department staff. Many of the volunteer members are feeling burnt out from the amount of extra responsibilities being asked in some of our roles, such as our Training Officer. If this function were to be accomplished utilizing career members, it would open up the ability for our volunteer members to focus on the important items such as training and fire prevention. With the dramatic increase in expectations, responsibilities and liabilities for fire department members over the past 10 years, it is time to consider additional support staff.

The SCRD board should consider amalgamation of the SCRD fire departments into one regional fire department. This recommendation has been brought forward in previous annual reports, but should still remain as a consideration, especially with the level of training and responsibility required from our chief officers. There are also many other benefits, such as shared resources and utilization of staff members. Some of the responsibilities being asked of our volunteer fire fighters are quite time consuming. Alternatively, Roberts Creek could consider transitioning to a paid Fire Chief in the next few years.

Gallery

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8 76

ANNEX F - (c)

HALFMOON BAY VOLUNTEER FIRE DEPARTMENT

ANNUAL REPORT 2014

1 77 Fire Chief's Message:

It is with a great deal of pride as Fire Chief of the Halfmoon Bay Volunteer Fire Department I am pleased to present our 2014 Fire Department Annual Report. The Fire Department is fortunate in having very good quarters, apparatus, equipment, and training. But our real strength is our members: the skill, energy and dedication of our volunteers are what makes the Halfmoon Bay Volunteer Fire Department unique and successful.

As you read through this Annual Report, you will appreciate the hard work, time and effort committed to the Fire Deptartment by our volunteer firefighters. Their efforts continue to make the volunteer method of fire service delivery a cost effective, efficient and community interest based model – second to none!

I wish to say thank you to the temporary General Manager of Community Services (Bruce Bauman) Area B Director (Garry Nohr) Staff and the SCRD Board. Your continued support for the Fire Department is much appreciated. I especially want to wish a sincere thanks to the members for their continued dedication to the community and the Fire Department. Without the dedication of the members, our Fire Department would not be as successful as it is, and of their ability to fulfill our mission to serve the Community of Halfmoon Bay by Protecting Life, Property and the Environment. TO ALL OUR MEMBERSHIP, I OFFER A JOB WELL DONE.

The Halfmoon Bay Volunteer Fire Department:

The Halfmoon Bay Volunteer Fire Department is a volunteer service consisting of 25 members. Our mission is to serve the community of Halfmoon Bay by Fire protection; rescue and emergency medical services, Public fire and life safety education, fire inspections, training and administration are provided.

The Fire Department operates under the direction of the Fire Chief who is responsible to the Sunshine Coast Regional District.

Halfmoon Bay Volunteer Fire Department serves a population of about 2,675 and protects private dwellings as well as several commercial and public buildings. The Fire Department responded to emergency calls, ranging from structure fires to grass fires, from rescues, auto extrication to mutual aid and backup for the emergency health services. The Duty Officers also responded to complaints, ranging from burning complaints to reports of hazardous materials.

Emergency services are provided by volunteer firefighters. Volunteer firefighters are directly responsible for fire and rescue operations, including incident response and the operation of all apparatus and equipment. All firefighters, participate in the Justice Institute Firefighter Certification Program, with First Responder III being a high priority. Firefighters respond to emergencies 24 hours a day, 7 days a week.

Organization:

The Fire Chief Ryan Daley and the Asst. Fire Chief Tom Wayte provide service out of two fire halls. Hall No.1 with the fire administration office is located at 8972 Redrooffs Rd. and hall No.2 is located at 7884 Fawn Rd. The Fire Department consists of 7 Officers, 18 Volunteer firefighters 2 78 and a one full time administrator. Compliment of apparatus consists of 3 Engines, 1 Pumper, 1 Rescue, 1 Tanker, 1 Command Unit and 1 Duty Vehicle.

Operations:

We experienced an increase in incidents for 2014, which totalled 75 alarms totalling 705.6 total firefighter incident hours compared to 45 alarms with 240 hours in 2013. Medical calls are up significantly to the previous years. Speed and black ice are directly responsible for the increase in motor vehicle incidents. Property and content loss in 2014 was approximately $350,000.

CALLOUTS 2012 2013 2014 STRUCTURE FIRES 1 2 2 KITCHEN FIRES 0 1 0 LAUNDRY ROOM FIRE 0 0 0 CHIMNEY FIRES 1 1 4 BURNING COMPLAINT 10 10 13 MUTUAL AID 0 0 1 MEDICAL AID 3 10 20 AUTO. ALARMS 4 4 4 MOTOR VEHICLE FIRES 0 1 1 MOTOR VEHICLE ACCIDENTS 14 7 19 BEACH FIRES 0 2 0 BRUSH FIRES 4 1 2 ELECTRICAL FIRES 0 0 1 WIRES DOWN 2 2 6 GAS LEAKS 0 1 0 AUTO LAUNCH 0 1 0 OTHER 4 0 2 BBQ FIRES 1 2 0 TOTAL 44 45 75

TOTAL # OF PRACTICES 63 78 119 TOTAL FF TRAINING HOURS 1855 1373 2788 TOTAL # OF INCIDENTS 44 45 75 TOTAL FF INCIDENT HOURS 303.4 240 705.6 TOTAL # OF COURSES 21 7 56 TOTAL FF COURSE HOURS 198 374 948

Membership and Recruitment:

The Halfmoon Bay Fire Department is a volunteer service, maintaining a membership of 25 members in 2014. We lost 2 members in 2014 due to retirement or moving away. We have 3 new recruits coming on board in 2015.

3 79 Officers in 2014:

Fire Chief - Ryan Daley Lieutenant - Kent Riddell Asst. Chief - Tom Wayte Lieutenant - Ralph Rutherford Training Officer – Dan Olsen Lieutenant - Colin Philp Captain - Rick Raymond

• The election for the Fire Chief was held at the last General Meeting of November 2011 to a four (4) Year term. • The Fire Chief will interview candidate(s) and appoint the Assistant Chief at the last General Meeting of December 2012 to a two (2) year term. • The Fire Chief, Assistant Chief will interview candidate(s) and appoint the Training Officer, Captain and Lieutenants at the Annual General Meeting of January 2013 to a Two (2) term. • The appointments will alternate so that all officers are not appointed in the same year.

Roster 2014: Kent Riddell, Greg Phelps, Rick Raymond, Ryan Daley, Colin Philp, Cal Schacter, Rob Wilbur, Tom Wayte, Pat Hobbs, Dan Olsen, Wayne McMahon, Tyler Farrell, James Kennerley, Glenn Porter, Andrew Grant, Chris Hulls, Ralph Rutherford, Kody Raymond, Jeremy Hall, James Sas, Brandon Kartz, Art Kartz, Blaine Kwiatkowski, Rob Hawitt, Tony Wright, Max Shoeemaker, Ryan Valdes Not in photo: Dave Jackson, Mike Molina, Marius Enthoven, Ron Braun, Matt Jackson

4 80 Training:

During 2014, the Department conducted 119 practices, 238 hours of training averaging 21 members per practice totaling 2788 member hours of training, over doubling previous years. The Department continues to train all firefighters to Justice Institute Firefighter Certification Level I, II and NFPA Standards. First Responder Level III is also a high priority. Basic Training continues to be emphasized in weekly training. Scenarios are based on the appropriate training standard for that exercise and are reviewed regularly. The amount paid out to members for training in 2014 was $24,120.00. Officer Honorariums amounted to $14,500.00 for a total of $38,620.00.

The release of the Playbook by the Provence in October has emphasized the need for extra training that requires a fully qualified evaluator who must have proper up to date record keeping. This will require a position to be filled in order to handle the extra duties. It is with great hope that this position will also relieve some of the work load from the volunteers and help with member retention. More information regarding the position of Halfmoon Bay Fire Department can be found in the reports that were provided to management.

List of courses taken 2014. • First Responder Level III. • Emergency Vehicle Driver Training. • Live Fire level I. • Incident Scene Management 2 • Fire Investigator • ICS 200 and 300 (incident command system) • Live House Burn. • Frontline leadership 1 • Evaluator certification. • Air Brake Endorsements.

Awards:

In 2014, the Fire Department was very pleased to present Years of Service recognition awards as well as the Firefighter of the Year Award. Well done to all members who received awards. Thank you for your years of service and dedication to the Fire Department and your community. Those recognized were: Firefighter of the Year – Glen Porter 5 Year Pin - Ralph Rutherford 5 Year Pin - Mike Molina 25 year provincial service metal - Tom Wayte - Wayne McMahon 30 year Federal service metal - Cal Schacter

5 81 Communications:

All firefighters are equipped with pagers to notify them of calls. Most of the Officers carry portable radios. The Department is dispatched by the E-Comm Communications Center through 911. Each station is equipped with a base radio and all apparatus have mobile and extra portable radios. All radios are programmed so that we can communicate with our neighboring Fire Departments.

Apparatus and Equipment:

Apparatus has been receiving regular service from the SCRD maintenance facility and Hub Fire Engines. All other hall equipment has been serviced and is in operating order. All required equipment testing was completed during the year. • Uniforms were purchased in 2014 and more to be purchased in 2015. • Two sets of turnout gear were ordered due to age of units. • Pump replacement in Engine 1 due to failure. • New batteries for the AED was purchased for the command vehicle.

Engine 1: This apparatus is a compressed air foam unit manufactured by HUB Fire Engines and delivered in 1999. Built on a two-ton Ford F550 4X4 chassis.

Pumper 1: This apparatus is a Class A Pumper manufactured by HUB Fire Engines and delivered in 1998. Built on a Freightliner FL 80 chassis carrying 1000 gal of water with a 1050 gpm pump.

Tanker 1: This apparatus is a 1200 gal Tanker with a 420 gpm pump with a Class A rating, built by HUB Fire Engines in 1986, replacement of this unit is considered in 2016.

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Engine 2: This apparatus is a compressed air foam unit manufactured by Green Acres Ind. Wawanesa, Manitoba through Safetec Emergency Vehicle. Abbotsford, B.C. and delivered in 2011. Built on a two-ton GMC 5550 4X4 chassis.

Engine 3: This unit was built by Anderson Engineering in 1985 for Expo 86, purchased by Langley City Fire and was in service until purchased as a used unit in 1993, In 2002 this unit was refurbished with a compressed air foam system and stationed in Hall #2.

Rescue 2: This apparatus was built by HUB Fire Engines and was delivered in 2005. Built on a 2005 GMC Topkick two-ton chassis and carries all of our rescue and auto extrication equipment.

7 83 Car 1: This unit is a 2004 Chev crew cab 4x4 used as a Duty/Command vehicle.

Chief 1: This vehicle is a 2012 GMC acquired in 2013 and used as a Command Vehicle.

Facilities:

Halfmoon Bay Fire Dept. operates out of two fire halls, Hall #1 the main hall consists of three bays, Administration office, weight room, air room, meeting room and clubroom. Hall #2 consists of two bays and a meeting room upstairs. Buildings have been receiving regular maintenance in 2014. Backup generator was installed in 2014 for hall 2.

Fire Inspections:

Providing fire inspections is a very complex job. It requires a thorough knowledge of not only fire cause and behaviour, but also of building and fire codes, how buildings behave under fire conditions, and how a building's features affect fire and smoke spread and the life safety of its occupants. Fire inspections on commercial property are done on a regular basis.

8 84 Fire Prevention:

The Halfmoon Bay Volunteer Fire Department reaches out to the community in various forms to educate the public with regard to fire safety and other safety issues. Several times a year the Fire Department provides safety information (Fire Safety House) and handouts at community events and the Community school. It also lends the fire safety house to all departments on the Coast.

Fire Permits:

8 Class A burning permits were issued in 2014.

Operating Budget:

The budget is managed by the Fire Chief, Fire Hall Assistant and overseen by the General Manager of Community Services. The budget includes administrative costs, training and development, equipment maintenance, operational costs and building expenses.

In 2014 the Fire Department Net Operating Budget was $362,570.00 ending the year with a deficit of approximately -$11,956, which will be covered by Capital Reserves. The deficit was mainly incurred by equipment failure that was unexpected.

There is a need for a base budget increase in 2015 to accommodate the extra training requirements of the Playbook.

Capital Plan:

2015

Land and Building - Bay Door Replacement Hall #1. (3 @ 12,000.00)

Machinery and Equipment - Miscellaneous Purchases.

Vehicles - Nothing Planned

2016

Land and Building - Nothing Planned.

Machinery and Equipment - Miscellaneous Purchases.

Vehicles - Nothing Planned 9 85

2017

Land and Building - Nothing Planned

Machinery and Equipment - Replacement of Radio Equipment (?)

Vehicles - Nothing Planned

2018

Land and Building - Nothing Planned

Machinery and Equipment - Miscellaneous Purchases.

Vehicles - Nothing Planned

2019

Land and Building - Nothing Planned

Machinery and Equipment - Miscellaneous Purchases.

Vehicles - Replacement of Tanker 1. ($330,000.00)

Department Mission Statement:

The Halfmoon Bay Volunteer Fire Departments mission is to be a leading emergency service organization by: • Meeting the requirements of the citizens and visitors within the Halfmoon Bay Fire Protection District in Fire Suppression, Rescue, and Emergency Medical Services. • A commitment to public fire and life safety education, fire code inspection and enforcement, pre-incident planning, as a means to achieve the Fire Departments mission of protection of life, property and the environment. • A commitment to the maintenance of a quality infrastructure, including buildings, apparatus and equipment. • An emphasis on the recruitment, training and retention of volunteer firefighters in order to maintain a system of volunteer emergency response.

Regards,

Ryan Daley Fire Chief Halfmoon Bay Fire Department

10 86 ANNEX F - (d)

EGMONT AND DISTRICT V0LUNTEER FIRE DEPARTMENT 2014 ANNUAL REPORT

87 EDVFD 2014 Annual Report Page | 2

Planning for the Egmont and District Volunteer Fire Department began in the fall of

2002; a referendum for a tax levy was passed in 2004. A pumper was donated to the

Department in 2005, construction of the hall and training began in 2006. In June of

2009 the Hall was dedicated and the Department went into full service. The insurance industry approved the Department in 2010 resulting in a substantial savings to residents.

Three pieces of equipment operate out of the hall at 5592 Egmont Rd. The Fire

Protection District covers the North end of Area A, including Ruby Lake, Sakinaw

Lake[North], Earls Cove, and Egmont. The Department is a fully volunteer fire department with 17 members – a Fire Chief, a Deputy Chief, a Training Officer, a

Safety Officer and a First Aid Officer. The Department provides fire suppression, emergency first aid medical first response, rescue, hazardous materials control and public assistance. Extraction and rescue is provided by an automatic mutual aid agreement with Pender Harbour.

A vigorous fund raising plan and volunteer labour has provided Fire Protection with a value far higher than tax base allows.

88 EDVFD 2014 Annual Report Page | 3 APPARATUS

1993 F0RD 350 4X4 RAPID ATTACK VEHICLE

This unit was purchased from Sechelt Fire Department in 2010. This unit is equipped with a 200 gal tank, a 95 gallon per minute pump , compressed air foam [Not currently operational, quoted $9000 to repair], first aid equipment[ Oxygen, AED,

First Responder kit], and breathing apparatus. This unit provides rapid response for most incidents.

89 EDVFD 2014 Annual Report Page | 4 1996 HMC/BECKER PUMP

Purchased from Wyoming in 2009 it is equipped with a 1250 gpm pump, an 800 gallon water tank and a foam generator. It seats 6 with 5 sets of breathing apparatus, First Aid equipment[Oxygen, AED, First Responder kit], large diameter hose, and a 5,000 watt generator.

90 EDVFD 2014 Annual Report Page | 5 1996 PIERCE/HALE PUMP

Purchased from Vermont in December 2009 and placed in service January 2010. This unit is equipped with a 1050 gpm pump and 1,000 gallon water tank. It seats 2, with breathing apparatus, a portable tank and a dump valve and is used as a tanker.

Auxiliary Equipment

EDVFD has a Yamaha ATV, that was used once for EHS assistance on the

Skookumchuck Trail. The department also has use of a 36’ aluminum commercial vessel, which was also used for EHS assistance in 2014.

91 EDVFD 2014 Annual Report Page | 6 FIRE HALL

The Fire Hall located at 5992 Egmont Road was substantially completed in 2010. It has a 2160 sq. ft. main floor with four drive through bays. The 1080 sq. ft. second floor has a kitchen, training area, office, and two washrooms. A 20’ by 8’ trailer was donated by Porpoise Bay Charters that is being used as additional storage for fuel, and non temperature sensitive equipment. Greig Seafood donated a 3000 gallon water storage tank, which was installed by members of the department.

92 EDVFD 2014 Annual Report Page | 7

93 EDVFD 2014 Annual Report Page | 8

TRAINING

2 members attended Incident Safety Officer upgrades, 12 members attended Mini-

Live Fire, 1 member certified as a First Responder Trainer, 1 member re-certified as a

First Responder Trainer, and 1 member attended Royal Canadian Marine Search and

Rescue SAR NAV1, 11 members certified as Forestry S-100 compliant, and 2 members completed the Disaster/ Collapse course offered by SCEP. Most members were registered for the Basic Fire Fighter Program with the JIBC[Which will be upgraded to

Fire Fighter 1 in 2015]. We conducted 50 practises for a total of 1304.9 hours.

Members also trained on the Skookumchuck Trail, doing radio and first aid drills, as well as shore procedures with our work boat.

94 EDVFD 2014 Annual Report Page | 9 INCIDENTS

2014

Calls Alarm Activated 1 Assist EHS 4 Assist RCMP 0 Burning Complaint 3 Bush Fire 1 Motor Vehicle Accidents 2 Public Service 0 Structure Fires 1 Wires Down 1

Man Hours 106.86

*2 Members were also involved with assisting EHS and Pender Harbour Fire at two incidents

Respectfully Submitted,

Kal Helyar Fire Chief

ANNEX G

SCRD STAFF REPORT

DATE: February 6, 2015 TO: Community Services Committee – February 19, 2015 FROM: Bruce Bauman – Acting GM Community Services Department RE: Recreation Division Annual Summary Key Performance Indicators

RECOMMENDATION(S)

THAT the Community Services Committee receives the report Recreation Division Annual Summary Key Performance Indicators for information.

BACKGROUND

At the June 13, 2013 SCRD Board meeting the following resolution was adopted (partial):

Recommendation No. 7 Recreation Divisional Review Seven Steps

THAT the Chief Administrative Officer and General Manager, Community Services’ report titled “Recreational Divisional Review Seven Steps” be received;

AND THAT the Committee accept in principle the following steps for implementation, subject to future Financial Plan review and the Parks and Recreation Master Plan:

6. Direct staff to implement an Annual and Quarterly Report Framework and provide an annual summary for the Board as part of the budget presentation;

DISCUSSION

Staff have been tracking the key data as presented in the 2011 Recreation Service Review. It has been a challenge in getting information from other Regional Districts. Only recently has this been achieved for 2012 and 2013.

Noted in the Recreation Service Review is that no two regional districts can truly be compared to each other. The only hope is that the comparable jurisdictions have as many factors in common as possible. The SCRD is unique in its location, demographics, operating model (four separate facilities not community complexes) and community landscape when compared to other comparable Regional Districts.

In the following tables the SCRD is compared to the following Regional Districts:

1) Regional District of Central Kootenay 2) Regional District of Nanaimo 3) Comox Valley Regional District

96 Key Performance Indicators Page | 2

All results below and future comparisons must consider the following significant differences inherit in the SCRD Recreation Service delivery model:

1) Two new facilities with the majority of the construction debt remaining 2) Two older facilities in need of ongoing capital maintenance 3) Four separate stand-alone facilities not recreation complexes 4) Limited market demographics when compared to other jurisdictions (isolation)

Taxation – Cost per Capita

Taxation and the cost per capita of participating areas, SCRD Recreation Services compared to other Regional Districts as follows:

Cost per Capita - Operations (Total Taxation Requisition/population)

2011* 2012 2013 SCRD - 4 Facilites, 2 Pools & 2 Arena/CC 131.52 136.32 140.41

RDCK Castlegar - 2 Facilities Arenas and Pool 172.15 175.99 185.84 RDCK Nelson & District - Arena & Pool 107.65 113.66 168.01 RDCK Creston & District - Arena & Pool 137.66 134.71 142.85 RDN Ravensong Qualicum Pool $ 42.51 44.96 47.80 RDN Parksville - Arenas $ 28.97 30.70 32.88 Comox Valley Regional District - 2 Pools & 2 Arenas 50.73 54.33 55.25

The SCRD is in the mid-range of cost per capita for taxation when compared to other Regional Districts as identified in the 2011 Recreation Service Review.

Cost per Capita - Debt (Debt Financing/population)

2011* 2012 2013 SCRD - 4 Facilites, 2 Pools & 2 Arena/CC 62.87 62.85 62.83

RDCK Castlegar - 2 Facilities Arenas and Pool RDCK Nelson & District - Arena & Pool 43.40 43.30 43.30 RDCK Creston & District - Arena & Pool 102.47 105.43 112.21 RDN Ravensong Qualicum Pool $ 37.51 37.06 37.12 RDN Parksville - Arenas $ 17.02 17.02 17.02 Comox Valley Regional District - 2 Pools & 2 Arenas $ 19.26 $ 17.24 $ 16.32

Key Performance Indicators Page | 3

The SCRD is in the high mid-range of cost per capita for debt when compared to other Regional Districts as identified in the 2011 Recreation Service Review. This is in keeping with the recent construction and purchase of the two new facilities and the capital upgrades of the two older facilities.

The following are a number of tables that highlight multiple key performance indicators for the SCRD when compared to other selected Regional Districts.

Sunshine Coast Regional District 2011 2012 2013 2013 GACC GDAF SA SAC PHAF GACC GDAF SA* SAC PHAF GACC GDAF SA* SAC PHAF SCRD Operating Revenue 1 542,256 112,269 184,075 798,878 85,203 583,668 111,523 94,819 761,480 75,117 598,399 108,497 96,412 756,078 69,208 1,628,594 Operating Expenditures 2 1,614,492 658,537 611,685 1,879,114 413,522 1,708,490 715,293 456,837 1,796,204 429,061 1,717,851 787,875 455,505 1,866,617 426,052 5,253,900 Net Operating Deficit -1,072,236 -546,268 -427,610 -1,080,236 -328,319 -1,124,822 -603,770 -362,018 -1,034,724 -353,944 -1,119,452 -679,378 -359,093 -1,110,539 -356,844 -3,625,306 Cost Recovery Rate 3 33.6% 17.0% 30.1% 42.5% 20.6% 34.2% 15.6% 20.8% 42.4% 17.5% 34.8% 13.8% 21.2% 40.5% 16.2% 31.0% Estimated Number of People in Catchment Area 4 25153 2678 25153 2678 25153 2678 27831

Attendance (incl programs, drop-ins, & Memberships) 5 86,789 22,750 30,625 159,870 14,856 110,590 24,412 17,836 150,736 15,832 113,737 25,816 17,957 147,859 14,667 320,036

Ratio of Population in Catchment Area to Attendance 1:12 1:5 1:12 1:6 1:12 1:5 Full Time Staff 6 6 2 2 8 2 5.6 3 1 8 1 5 3 1 8 1 Part Time/Casual Staff 41 39 27 65 19 49 58 27 74 17 42 54 27 60 14 Full Time Equivalent 7 12.14 5.22 4.24 15.98 3.54 12.29 6.07 2.8 16.32 3.87 12.49 6.34 2.49 16.61 3.75 41.68 Ratio of staff per capita in catchment Area 1:669 1:756 1:671 1:692 1:663 1:714

98 Key Performance Indicators Page | 4

Central Kootenay Regional District 2011 2012 2013 2013 Castlegar & Castlegar & Castlegar & District Creston & Nelson & District Creston & Nelson & District Creston & Nelson & Community District District Community District District Community District District Complex Community Community Complex Community Community Complex Community Community (Pool/2 Complex Complex (Pool/2 Complex Complex (Pool/2 Complex Complex Rinks) (Pool/Arena) (Pool/Arena) Rinks) (Pool/Arena) (Pool/Arena) Rinks) (Pool/Arena) (Pool/Arena) RDCK Operating Revenue 1 745,031 742,943 1,306,863 832,103 781,816 1,296,656 907,296 783,931 1,052,047 2,743,274 Operating Expenditures 2 2,402,672 2,101,537 2,913,604 2,427,183 2,207,918 3,077,335 2,429,631 2,288,042 2,873,212 7,590,885 Net Operating Deficit -1,657,641 -1,358,594 -1,606,741 -1,595,080 -1,426,102 -1,780,679 -1,522,335 -1,504,111 -1,821,165 -4,847,611 Cost Recovery Rate 3 31% 35% 45% 34% 35% 42% 37% 34% 37% 36% Estimated Number of People in Catchment Area 4 12,366 13,172 16,704 12,366 13,172 16,704 12,366 13,172 16,704 42,242

Attendance (incl programs, drop- ins, & Memberships) 5 65,160 38,462 186,348 Not Available Not Available Not Available 172,528 160,053 214,540 547,121

Ratio of Population in Catchment Area to Attendance 1:5 1:3 1:11 1:14 1:12 1:13 Full Time Staff 6 9 9 9 13 16 14 13 16 14 Full Time/Part Time/Casual Staff 6 FT/14PT 6 FT/21PT 1 FT/41PT Full Time Equivalent 7 21 22.5 28.9 18.24 23.34 37.32 19.05 24.14 32.26 75.45 Ratio of staff per capita in catchment Area 1:589 1:585 1:587 1:678 1:564 1:448 1:649 1:546 1:518

99 Key Performance Indicators Page | 5

Nanaimo Regional District 2011 2012 2013 2013 Ravensong Ravensong Ravensong Aquatic Oceanside Aquatic Oceanside Aquatic Oceanside Centre - Place - Centre - Place - Centre - Place - Qualicum Parksville Qualicum Parksville Qualicum Parksville (Pool) (Arena) (Pool) (Arena) (Pool) (Arena) NRD Operating Revenue 1 572,657 604,600 554,290 623,810 621,487 745,412 1,366,899 Operating Expenditures 2 1,731,418 1,562,851 1,731,599 1,630,944 1,883,972 1,622,478 3,506,450 Net Operating Deficit -1,158,761 -958,251 -1,177,309 -1,007,134 -1,262,485 -877,066 -2,139,551 Cost Recovery Rate 3 33% 39% 32% 38% 33% 46% 39% Estimated Number of People in Catchment Area 4 28,724 34,398 29,800 35,000 30,000 36,000 66,000

Attendance (incl programs, drop- ins, & Memberships) 5 108,289 28,702 108,242 23,800 113,140 21,684 134,824

Ratio of Population in Catchment Area to Attendance 1:3.77 1:0.88 1:3.63 1:0.68 1:3.77 1:0.60 Full Time Staff 6 4.83 2.83 4.82 5 4.83 5 Part Time/Casual Staff 11PT 19.5 PT 11 12 11 12 Full Time Equivalent 7 16.7 12 16.7 13 16.7 13 29.7 Ratio of staff per capita in catchment Area 1:1720 1:2867 1:1784 1:2692 1:1796 1:2769

100 Key Performance Indicators Page | 6

Comox Valley Regional District 2011 2012 2013 2013 Sports Sports Sports Centre ( 2 Centre ( 2 Centre ( 2 Aquatic rinks and Aquatic rinks and Aquatic rinks and Centre a pool) Centre a pool) Centre a pool) CVRD Operating Revenue 1 1,752,264 1,819,643 1,844,582 1,844,582 Operating Expenditures 2 4,458,880 4,902,029 4,685,121 4,685,121 Net Operating Deficit -2,706,616 -3,082,386 -2,840,539 -2,840,539 Cost Recovery Rate 3 39% 37% 39% 39% Estimated Number of People in Catchment Area 4 55,014 55,014 55,014 55,014

Attendance (incl programs, drop-ins, & Memberships) 5 153,445 27,755 Not Available Not Available

Ratio of Population in Catchment Area to Attendance 1:3.86 Not Available Not Available Full Time Staff 6 6.5 5.5 31 31 Part Time/Casual Staff 6 FT/49 PT 9 FT/20 PT 46 48 Full Time Equivalent 7 38.25 39.2 40.14 40.14 Ratio of staff per capita in catchment Area 1:1474 1:1403 1:1371

101

Key Performance Indicators Page | 7

In the above tables there is a wealth of information relating the SCRD to a number of other Regional Districts.

To summarize some key highlights from the above we see the following:

1) Population in Catchment Area to Attendance

Ratio of Population in Catchment Area to Attendance

Year SCRD Pender Castlegar Creston Nelson Ravensong Oceanside Comox Valey

2011 1 to 12 1 to 5 1 to 5 1 to 3 1 to 11 1 to 3.77 1 to 0.88 1 to 3.86 2012 1 to 12 1 to 5 N/A N/A N/A 1 to 3.63 1 to 0.68 N/A 2013 1 to 12 1 to 5 1 to 14 1 to 12 1 to 13 1 to 3.77 1 to 0.60 N/A

The above table summarizes and indicates the SCRD has one of the highest participation rates per population of all comparable Regional Districts.

2) Staff per Capital in Catchment Area

Ratio of Staff per Capita in Catchment Area

Year SCRD Pender Castlegar Creston Nelson Ravensong Oceanside Comox Valey

2011 1 to 0.669 1 to 0.756 1 to 0.589 1 to 0.585 1 to 0.587 1 to 0.1720 1 to 0.2867 1 to 0.1474 2012 1 to 0.671 1 to 0.692 1 to 0.678 1 to 0.564 1 to 0.448 1 to 0.1784 1 to 0.2692 1 to 0.1403 2013 1 to 0.663 1 to 0.714 1 to 0.649 1 to 0.546 1 to 0.518 1 to 0.01796 1 to 0.2769 1 to 0.1371

The above table indicates that the SCRD staffing levels are in line with other Regional Districts. It is key to remember that the SCRD operates five independent recreation facilities. This compared other Regional Districts that operate Recreation Complexes that house multiple facilities.

3) Cost Recovery – (Revenues/Expenditures)

Cost Recovery % (Revenues/Expenditures

Year SCRD Pender Castlegar Creston Nelson Ravensong Oceanside Comox Valey

2011 34.37% 20.60% 31.00% 35.00% 45.00% 33.00% 39.00% 39.00% 2012 33.17% 17.50% 34.00% 35.00% 42.00% 32.00% 38.00% 37.00% 2013 32.30% 16.20% 37.00% 34.00% 37.00% 33.00% 46.00% 39.00%

102 Key Performance Indicators Page | 8

Given the host of factors that influence the cost recovery (i.e. operating model) of recreation operations the SCRD compares well in comparison to other Regional Districts. In many cases the wish of jurisdictions is to ensure the cost recovery is maximized (higher) thus leading to less taxation to subsidize services. In many cases where cost recovery is lower an argument could be made that the community is more supportive that others towards quality of life services like recreation as there is a higher tax subsidy level. Thus it is truly a philosophical lens that these factors should be examined.

SUMMARY

Recreation Services within the SCRD have grown since 2007. The 2011 Recreation Service Review and the 2014 Parks and Recreation Master Plan have strategically set the direction for the future of this service.

Through the process of community consultation starting with the 2005 referendum to the 2014 Parks and Recreation Master Plan the sunshine coast has embraced quality of life services.

This was further evidenced in the “We Envision “Plan as follows:

“WE ENVISION a community that promotes the health and well-being of its entire population, where health disparities among vulnerable population are minimized and where people have access to the services they need to thrive at all stages of life.”

The updated 2013/2014 SCRD Strategic Plan identifies Recreation Services as key to the SCRD Mission in every statement as follows: Our Mission will be realized through:

• Local control over resources and development • Public awareness and involvement • Responsive and effective government • Quality recreational and cultural amenities • Economic well being • Healthy and diverse communities • Collaborative leadership

103 ANNEX H

SCRD STAFF REPORT

DATE: January 25, 2015 TO: Community Services Committee – February 19, 2015 FROM: Bruce Bauman, Acting GM Community Services RE: SCRD My Pass Summary September 1 – December 31, 2014

RECOMMENDATION(S)

THAT the Community Services Committee receives the report “SCRD My Pass Summary September 1 – December 31, 2014” as information;

AND THAT the fees and charges effective September 1, 2015 be referred to the Recreation and Parks Service Advisory Committee;

AND THAT fees and charges effective September 1, 2015 be brought back to the April 2015 Community Services Committee for recommendation:

AND FURTHER THAT a further review of MYPASS for the period January through May 2015 be brought forward to the July 2015 Community Services Committee.

BACKGROUND

At the SCRD Board Meeting of April 24, 2014 meeting the following resolution was adopted:

Recommendation No. 9 Recreation Fees and Charges

THAT the Recreation Services Manager report dated, April 2, 2014, titled Recreation/PHAFC Fees and Charges - SCRD Bylaw 599/630 Update” be received;

AND THAT Bylaws 599 and 630 be amended to reflect the fees and charges contained as schedules in this report, effective September 1, 2014;

AND THAT this be considered a Pilot Project, regarding Regional fees applicable to the Pender Harbor Aquatic Center valid until September 1, 2015;

AND THAT a capital reserve fund contribution of 5% for all new Function 615 fees and charges be implemented effective September 1, 2014;

AND THAT a capital reserve fund contribution of 5% for all fees and charges be implemented for Pender Harbor Aquatic Centre effective September 1, 2014 for one year.

The SCRD Parks and Recreation Master Plan adopted January 23, 2014 recommends the following:

Recommendation 44

Incorporate more flexibility in activities and opportunities, e.g. drop-in spaces in registered programs, punch card payments and compressed sessions. 104 SCRD My Pass Summary September 1 – December 31, 2014 Page 2 of 3

Recommendation 54

Review the Fees and Charges Policy to identify the admission, program and rental fees that would meet net-budget targets and foster more participation.

The Community Services Committee received an in-depth report regarding fees and charges at the April 10, 2014 meeting prior to amending Bylaw 599 and 630 (Attached).

2014 Fees Charges CSC April bylaw 599 and 630 v2 FINAL for APRIL 10 CSC.docx

DISCUSSION

Recreation Fees and Charges Bylaw 599 and Pender Harbor Aquatic and Fitness Centre Bylaw 630 were adopted by the SCRD Board on April 24, 2014 effective September 1, 2014.

TABLE 1 – Revenues affected by MyPass September 1 through December 31, 2013/2014

Revenues affected by MyPass September 1 through December 31, 2013/2014 September 1 - December 31, 2014

Sep - Dec Sep - Dec Revenue Sales Revenues 2014 2013 Change % Change

My Pass Membership (formerly 1 and 3 Month) $139,349 $36,465 $102,884 74% Memberships - Annual and 6 Month $28,799 $59,319 -$30,520 -106% Multi Pass Ticket Sales $63,019 $157,408 -$94,389 -150% Public Admissions - Drop Ins $96,098 $98,183 -$2,085 -2% LAS/LIFE Revenues (Net Zero) -$7,955 -$56,988 $49,033 Total Facility Operating Revenue $319,310 $294,388 $24,922 8%

Participation Entry Point Statistics change % Change

My Pass Membership Admissions 23,313 6,394 16,919 73% Annual & 6 Month Membership Admissions 7,201 10,360 -3,159 -44% Multipass - 10 Pass Admissions 19,362 22,809 -3,447 -18% Public Admissions - Drop In 22,787 18,963 3,824 17%

Entry Use Statistics for Period 72,663 58,526 14,137 19%

TABLE 2 – Overall Recreation Revenues September 1 through December 31, 2013/2014

Overall Recreation Revenues September 1 through December 31, 2013/2014 September 1 - December 31, 2014 Sep - Dec Sep - Dec Revenue Operating Revenue 2014 2013 Change % Change

GDAF $32,278 $48,249 -$15,971 -49% GACC $237,178 $233,094 $4,084 2% SCA $96,127 $83,931 $12,196 13% SAC $260,706 $254,253 $6,453 2% PHAFC $35,246 $28,056 $7,190 20% Total Facility Operating Revenue $661,534 $647,582 $13,951 2%

Participation Facility Participation change % Change

GDAF 4697 6093 -1396 -30% GACC 17995 14975 3020 17% SCA 1890 1623 267 14% SAC 43413 31393 12020 28% PHAFC 4668 4442 226 5% Entry Use Statistics for Period 72663 58526 14137 19% 105 SCRD My Pass Summary September 1 – December 31, 2014 Page 3 of 3

When reviewing revenues for the period September 1 through December 31 the above tables indicate overall revenues for recreation have increased Table 2 ($13,951) with (table 1) $24,922 attributable to the MyPass initiative.

The conclusion that could be drawn is that without the MyPass initiative overall recreation revenues would have continued to decline with a drop in revenues for the period September 1 through December 31, 2014 in the amount of ($10,971)

The 2014 Parks and Recreation Master Plan indicated that Sunshine Coast residents were transient and utilized the system of recreation facilities from Gibsons to Pender Harbor. Further they participated in recreation programs and services through multiple recreation facilities. Analyzing statistics for the period September through December 2014 this phenomenon has continued to hold true.

Month Recreation Facility Pender Membership Scans Membership Scans used used in Recreation in Pender (625) Facilities (616/617/620/621) September 22 16 October 20 24 November 19 30 December 18 37 Totals 79 107

The table above indicates that 107 Pender membership scans occurred in recreation facilities while 79 Recreation Facility scans occurred in Pender. This indicates a difference of 28 membership scans for the period (7 per month average) for a net total of $140 (based on $5/visit). These net funds have been journal vouchered from the appropriate function on a monthly basis.

Summary

The MyPass membership program has been well received by the Sunshine Coast Community. This is seen by increased recreation revenues in both the MyPass affected accounts ($24,922) and $13,951 overall. It could be further concluded that without the MyPass program commencing September 1, 2014 that overall recreation revenues would have continued to decline in the amount of ($10,971).

Participants at the five SCRD Recreation facilities continued to utilize a variety of facilities regardless of where they purchased their MyPass membership. This is consistent with the 2010 Parks and Recreation Community survey which laid the foundation for the 2014 Parks and Recreation Master Plan.

The simplicity of the MyPass memberships from the customer, front desk, and administration point of view has increased the efficiency of our recreation reception operations. This has allowed staff to increase capacity for other initiatives (i.e. BC Ferry Community Sports Voucher Program) without an increase in time or resources. This further initiative has equally been well received by the community.

106

ATTACHMENT SCRD STAFF REPORT

DATE: April 2, 2014 TO: Community Services Committee – April 10, 2014 FROM: Bruce Bauman – Manager Recreation Services Deb Cole – Manager Pender Harbour & Fitness Centre RE: Recreation/PHAFC Fees and Charges – SCRD Bylaw 599/630 UPDATE

RECOMMENDATION(S)

THAT the Community Services Committee receives the report on Recreation Fees and Charges Update for information;

AND THAT the Community Services Committee recommends to the SCRD Board that Bylaws 599 and 630 be amended to reflect the fees and charges contained as schedules in this report to be effective September 1, 2014;

AND THAT the Community Services Committee recommends to the SCRD Board to continue to have a capital reserve fund contribution of 5% for all new fees and charges to be implemented effective September 1, 2014 and considers same for Pender Harbour Aquatic;

AND THAT the Community Services Committee recommends to the SCRD Board that the 2015 base budget Financial Plan(s) be adjusted in keeping with the fees and charges which will be in effect January 1, 2015;

AND FURTHER THAT the regular variance reporting monitors the impact of the new fee structure.

BACKGROUND

At the January 20, 2014 Recreation Parks Service Advisory Committee the following recommendation was adopted:

Recommendation No. 4 – Proposed Recreation 2014 Fees and Charges

The Recreation and Parks Services Advisory Committee in the spirit of increasing participation and implementation of the Parks and Recreation Master Plan, recommends to the Community Services Committee that the fees and charges contained in the staff report as schedules for Bylaw 599 be adopted and effective September 1, 2014;

AND THAT enhanced promotion and education around the opportunities presented by this report occur;

AND THAT the Committee recommends to the Community Services Committee to adopt a reserve fund contribution of 5% for all programs and services for bylaw 599 only be implemented effective September 1, 2014;

AND FURTHER THAT the Committee recommends to the Community Services Committee that the 2015 base budget Financial Plan be adjusted in keeping with the fees and charges which will be in force effective January 1, 2015. 107 2014 Fees & Charges Review Page 2

(Above RPSAC recommendation was added from the original March 2014 CSC report). At the February 13, 2014 Community Services Committee the following recommendation was adopted:

Recommendation No. 12 - Recreation and Parks Services Advisory Committee Minutes

The Community Services Committee recommended that the Recreation and Parks Services Advisory Committee minutes of January 20, 2013 be received;

AND THAT staff prepare for a future Community Services Committee a review of the proposed fees and charges including the 5% capital contribution to reserve for recreation facilities;

AND THAT the fee structure implementation involves enhanced promotion and education regarding recreation opportunities;

AND FURTHER THAT the 2015 Financial Plan anticipates the related fee revenues.

At the January 25, Pender Harbour Aquatic Society Meeting the following recommendation was adopted:

Recommendation No. 4 - Proposed Recreation 2014 Fees and Charges

The Pender Harbour Aquatic Society in the spirit of increasing participation and implementation of the Parks and Recreation Master Plan, recommends to the Community Services Committee that the fees and charges contained in the staff report as schedules for Bylaw 599/630 be adopted and effective September 1, 2014.

And that, the Society recommends to the Community Services Committee to adopt a reserve fund contribution of 5% for all programs and services be implemented effective September 1, 2014.

In 2009 the SCRD Board adopted the Financial Sustainability Policy. This policy states:

Fees and charges will be reviewed annually and adjusted where appropriate. Departments should consider a minimum increase equal to inflation (CPI.) The users will be provided with no less than 2 months’ notice of those changes.

The SCRD Parks and Recreation Master Plan adopted January 23, 2014 recommends the following:

Recommendation 44

Incorporate more flexibility in activities and opportunities, e.g. drop-in spaces in registered programs, punch card payments and compressed sessions.

Recommendation 54

Review the Fees and Charges Policy to identify the admission, program and rental fees that would meet net-budget targets and foster more participation

108 2014 Fees & Charges Review Page 3

In 2011 the Recreation Service Review determined that Sunshine Coast Residents travel to participate in their recreation pursuits. As an example survey results indicated 12% of all Pender Harbour Aquatic & Fitness participants reside in the Gibsons area. A “KEY LEARNNG” from the Recreation Service Review stated:

“Viewing the functions and facilities as being part of a system and providing indirect value as well as direct value is important. The system is undermined if regional district staff members are required to focus solely on the funding formula (i.e. who is paying for what) and looking only at the direct value for their constituents.”

DISCUSSION

In 2013 staff undertook an in-depth analysis in keeping with the 2011 Recreation Service Review and the soon to be adopted Parks and Recreation Master Plan. This review examined all recreation admissions as covered by our Recreation Fees and Charges Bylaws 599/630. The following facts were determined. This information was discussed with RPSAC and the Pender Harbour Aquatic Manager discussed fees with the Aquatic Commission.

Relevant trends are as follows

1) SCRD Recreation Revenues Are Static

SCRD Recreation Services revenues have not changed significantly when compared to previous years. 2013 operating revenues were $1,831,060. The 2011 Recreation Service Review identified that other Recreation Departments are generating more revenue for certain categories.

2) Participation Rates Are Reducing

In keeping with revenue totals participation rates are consistent and have not increased in recent years. This indicates clients that are purchasing multi visit options but not participating at a level where they could realize greater health benefits.

3) Fees & Charges Are Very Expensive.

This is an item that was identified in the 2011 Recreation Service Review which has been reiterated by SCRD clients in comparison to other Regional Districts. However, rates and fees have not increased since 2010.

4) Outstanding Unredeemed Multi-Tickets Are Growing

Upon review of our multi-ticket options it has been discovered that a large value (potentially in excess of $250,000) of unused visits is outstanding and growing. This is revenue that has already been accounted for in previous annual budgets.

It was further discovered that the 10 ticket options in all categories are being redeemed at a quicker rate than they are being sold. Staff predict based on this that the same pattern would relate to 20 and 30 ticket options starting in 2014.

Upon legal advice (March 11, 2014) Multi – ticket (admission) sales must be sold with no expiry date.

109 2014 Fees & Charges Review Page 4

5) Recreation Membership/Multi Ticket Options Need To Be More Efficient

With the large number of options presently available to the public (many of which have very low sales) recreation front desk staff spend a great deal of time explaining all the options to our clients. Feedback from SCRD clients and staff indicate the need to simplify fees and charges.

6) Recreation Customers Want Increased Services

SCRD recreation clients have indicated they desire increased program flexibility and additional services contained in their memberships. This information has been received directly through staff’s interactions, through the 2011 community survey.

7) Reserve Fund Contributions are Key

The Parks and Recreation Master Plan identified appropriate reserves are required to maintain recreation facilities/programs and services. In 2013 the SCRD Board adopted keeping fees and charges as detailed in bylaw 599 the same while contributing a difference in the PST taxes collected to a reserve fund from a change in the HST.

Few customer concerns arose while contributing $40,000 approximately in 2013 to SCRD Recreation Facility Reserves. This has been the only contribution to Recreation reserves excluding surpluses since Regional Recreation was adopted in 2007.

In 2013 the issue of reserve fund contributions for the Pender Harbor Aquatic & Fitness Centre was discussed by Committee. It is anticipated that in 2014 5% of revenues for this facility will generate less than $5,000. It could certainly be the Committee’s wish to not look at reserve fund contributions as a percentage of revenues for this facility. The recommendation on the first page of this report speaks to this option.

Through a Best Practice Review in 2013 staff examined the fees and charges of similar Recreation Departments particularly, other Regional Districts. In doing so, staff confirmed that our fees are high in comparison to other Regional Districts. This comparison also confirmed that other regional districts offer many less options for admissions when compared to the SCRD.

Of particular interest was the Capital Regional District Panorama Recreation Commission (population 37,390) situated on Vancouver Island incorporating the municipalities/electoral areas of Central Saanich (population 15,605) North Saanich (population 10,799) and Sidney (population 11,010).

Although the SCRD cannot be compared to this area in its entirety, the population base and the demographics are similar. This includes population totals, multicultural makeup including first nations and a large senior population.

Panorama revised fees and charges to reduce the price of children/teen memberships to $39/annually. Additionally if an adult had an annual pass, a child or teen within the same household had their annual membership discounted 100%. By doing so there was a hope to increase annual membership sales in keeping with their objectives, while at the same time increasing overall revenues.

110 2014 Fees & Charges Review Page 5

In October 2013 the following were the results of Panorama Recreation Commission fees and charges strategy:

- Membership Pass sales were up 23% ($117,493) in January – October year to date for 2013 when compared to the same period in 2012. ($146,491 from 2011).

- Drop In admissions were down 5% ($14,332) from the same period when compared to 2011.

- Overall revenues increased a Net $132,159 in 2013 (January - December) when compared to 2011 for the same period. (Nothing was done except re-pricing/marketing their children/teen memberships).

Proposed SCRD 2014 Fees and Charges September 2014

In 2013 SCRD Recreation Services (not including Pender) realized revenues from Memberships and Multi Tickets in the amount of $678,745. This is comparable to Panorama Recreation who realized Memberships and Multi Ticket revenues for the period January 1 – October 31, 2013 of $621,800.

Staff recommend that the SCRD immediately adopt a program to re-brand, re-price and market our fees and charges. Part of this strategy will be to market on membership options as monthly amounts.

Fees and Charges as contained in Bylaws 599/630 effective September 1, 2014 would be based on the following principles:

1) Promoting Lifestyle Changes and Participation

a. Research indicates that a regular and consistent activity program increases the health of those participating.

b. Lifestyle changes adopted earlier in life have a lifelong positive effect on the health of the individual. It is critical to allow children/teens to participate in SCRD recreation programs and services.

2) Recreation Is A System

a. The recreation delivery system includes all facilities from Gibsons to Pender Harbour and all points in between. Sunshine Coast citizens recognize this through their travel patterns and use of all five recreation facilities as identified in the Parks and Recreation Master Plan community survey.

3) Community Input

a. The Parks and Recreation Master Plan Community Survey indicated that SCRD citizen’s desire increased drop in capabilities for Registered Programs along with increased services.

b. SCRD Recreation fees and charges should be structured to assist both staff and the public in selecting the most effective option.

111 2014 Fees & Charges Review Page 6

c. A number of options of fees and charges that are not widely used or are in-efficient to administer and could be eliminated as now recommended.

4) Marketing Is Key

a. Marketing and Re-Branding of our membership options and the benefits of healthy living is key. Additional messaging can be around building strong healthy families. Staff plan to develop a marketing plan specific to our fees and charges effective August 1, 2014. b. Marketing includes a fee structure for a group membership discount of 10 percent.

The admission rates effective September 1, 2014 would be based on the following:

1) SCRD Functions (616/617/620/621/625) Maintain Functional Integrity

a. The 2014 Fees and Charges effective September 1, 2014 as contained in Bylaw 599 (Regional Recreation Facilities) and 630 (Pender Harbour Aquatic & Fitness Centre) be adjusted to ensure that all regional revenues collected at a specific facility are contained within the specific function of the SCRD. A transfer if required based on patronage usage patterns would be done on a quarterly basis.

2) Regional Memberships Inclusions

a. All memberships will include access to all five recreation facilities with increased programs and services including:

• All public swim/skate/weight room sessions (subject to age restrictions).

• A large number of Dryland and Aquatic Fitness Programs. • Weight room orientation for all annual members.

• Stroke/Swimming Skill Assessment.

• A select number of registered wellness programs including spin.

• Racquetball/Squash Court Bookings.

• 24 locker tokens annually (Annual Memberships Only).

• Maximum 4 week on hold every 12 months for Annual memberships.

3) Significant Changes Bylaw 599/630 Fees and Charges

a. The majority of specific fees and charges dollar amounts will remain unchanged.

b. 20 and 30 Ticket options are eliminated.

c. 1, 3, 6 month pass options are eliminated (however annual membership may be cancelled after three months upon application—see below (d)).

112 2014 Fees & Charges Review Page 7

d. Annual memberships can be cancelled at any time after 3 months for a legitimate reason (illness, dissatisfaction, moving etc.).

e. Children and Teen Annual Memberships are reduced to be priced at $99 annually or less (see (f)).

f. If an adult or senior in a household has an annual membership the children or teen ANNUAL membership is OFFERED AT $39 per child/teen.

g. All ice rental rates will include ice cleans (efficiency) (Bylaw 599 only):

i. Ice sheets will be left clean as it was received with the renter paying to have it cleaned.

h. The Student rate replaced by the Teen Rate.

4) Reserve Fund Contributions

a. 5% of all fees and charges for programs and services be transferred to a reserve fund for capital repairs and maintenance.

b. These reserves funds to be aligned to the two specific functions 615 and 625.

5) Budget Implications

a. Although difficult to predict staff feel that a NET annualized $30,000 increase in 615/625 is achievable based on:

• Best Practices Review Trend Data. • Desire of SCRD Recreation clients for less expensive option(s). • Desire for SCRD Recreation clients for a family memberships. • Desire by SCRD Recreation clients for reduced fees and charges. • Proposed Marketing & promotional Campaign specific to memberships. • Projected increased participation. • No increase is staffing or other costs.

SUMMARY

The steps proposed in this report address the concerns of static revenues, high user fees, limited reserve fund contributions and limited participation. Staff propose that this approach could be a first step towards an overall fee review. Staff recommend a further review and in- depth examination of fee reductions of other fees and charges as contained in Bylaws 599/630 in 2015. A separate report is forthcoming. Changes for the SCRD Leisure Access Program will be effective in 2015.

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ANNEX I SCRD STAFF REPORT

DATE: February 6, 2015 TO: Community Services Committee – February 19, 2015 FROM: Lynda Edstrom – Administrative Assistant, Community Services RE: Community Services Department Monthly Update

RECOMMENDATION(S)

THAT the Community Services Committee receives the report entitled Community Services Department Monthly Update for information.

DISCUSSION Please find below monthly highlights for the Community Services Department.

1. Parks • Collaborative work with Capilano University Mountain Bike Operations students to plan for community event days to plan and rebuild sections of Sprockids Bike Park skills area.

• Initial discussions with District of Sechelt regarding the extension of the Suncoaster Trail from Halfmoon Bay.

• Sea to Sky Marine Trail committee is creating detailed work plans for trail campsites.

• Signage replaced at Coopers Green Park.

• Staff working with Pender Harbour Living Heritage Society for set up of rental operation of Sara Wray Hall. An open house at Sara Wray Hall is planned for Saturday, February 28, 2015 and a grand opening of the hall will be planned for spring in which all staff and Directors will be invited to attend and visit the newly renovated hall in Irvine’s Landing.

2. Dakota Ridge • Cross country ski/snow shoe area closed due to lack of snow.

• Staff are brushing snowshoe trails so they can open with minimal snow.

3. Bikeway/Walkways • Marine Drive bicycle/walking path complete except for lining and signage.

• Construction will begin on Beach Ave. pedestrian walkway project in the second or third week in February.

4. Cemeteries • Starting spring cleanup of Seaview Cemetery.

114 Community Services Department Monthly Update Page 2

5. Recreation Administration

Facility Attendance • Attendance statistics in recreation sites will include the items as a part of participation reporting, facility rentals attendance at rec sites and spectator attendance at arenas. Staff have used the same process to streamline attendance in drop in Dryland and Aquatic fitness program, skating, hockey and court attendance.

January Attendance by Facility / Year

GDAF GACC PHAFC SA SAC Total 2008 1456 n/a n/a 1451 14393 17300 2009 1209 4734 n/a 388 11378 17709 2010 1448 5846 n/a 652 11244 19190 2011 1406 5402 1599 524 11500 20431 2012 1627 5322 1279 517 11264 20009 2013 2016 5822 1361 0 11061 20260 2014 1842 5266 1484 559 11571 20722 2015 2291 13992 1726 4885 12745 35639 * These numbers count a family admission as one.

ActiveNet Consultation • Staff will be meeting with Activenet consultants to review software and business processes over four days in February.

Programs • Respiratory Program staff are working with Vancouver Coastal Health to offer a pilot program for those with Chronic Obstructive Pulmonary Disease. This will be a four week, twice weekly, education and fitness class lead by a VCH nurse practitioner and exercise specialist.

6. Recreation Operations

• Gibsons and District Aquatic Facility - the planned mural work was completed.

• Sunshine Coast Arena - the dehumidifier failed and a new compressor was installed.

• Gibsons and Area Community Centre - the electric Zamboni had one of the main hydraulic motors and bearings replaced for the auger. The bucket float on the ammonia chiller was replaced.

• Sechelt Aquatic Centre - The steam generator was repaired with new fill and drain valves installed and a leak repaired in the boiler tank.

Arenas • February is the start of the playoffs for Minor Hockey. Increased spectator support is expected.

• The BC ferry travel vouchers have been in use with positive responses for the SCRD’s role in the distribution.

115 Community Services Department Monthly Update Page 3

• February 20-22 - A local Adult Team will be hosting a ten team over 45 Tournament at GACC This year a four team (55+)Senior Division will be added.

Pender Harbour Aquatic and Fitness Centre

• 25 km swim challenge has begun with 56 children/youth/adult/senior participating.

• February is ”Heart Month”. Post a heart on the board and be entered to win a prize of a one hour consultation with a personal trainer (youth, adult, senior) or a one hour pool party (children).

• PHAFC and PH Health Centre are continuing to partner to offer “Healthy Start” programs -an education/exercise program designed for those with chronic disease issues.

7. Recreation Programs

• “Halfmoon Bay Teen Night” was held at Halfmoon Bay Elementary School on January 30, with 20 participants. The next date is scheduled for February 27.

• “Friday Night Girl’s Night” was held January 30 at the Sechelt Aquatic Centre with 6 participants. The next date is scheduled for February 27. • Free Grade 9 skate lessons have begun in February thanks to an “RBC Learn to Play” grant received in late 2014. The majority of the 253 grade 9’s on the Sunshine Coast are expected to participate.

• “MYPass” was nominated for a BCRPA Program Excellence Award. Awards will be presented at the annual BCRPA Symposium May 6-8, 2015.

8. 9-1-1

• Continuing to work on Search and Rescue paging with E-Comm. Expected completion is March 2015.

9. Sunshine Coast Emergency Program

• Emergency Program Coordinator attended a team building event hosted by the SC RCMP. He gave a presentation on the emergency program and the role of RCMP during disasters. • Emergency Program Coordinator participated as an evaluator in the 5th and final exercise in the SIMTEC project. The scenario was an 8.5M earthquake impacting SW BC. • Meeting with Sechelt Seniors Activity Centre Board to discuss how the SSAC would be involved during a disaster.

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116

ANNEX J

SUNSHINE COAST REGIONAL DISTRICT

RECREATION AND PARKS SERVICES ADVISORY COMMITTEE January 15, 2015

RECOMMENDATIONS FROM THE RECREATION AND PARKS SERVICES ADVISORY COMMITTEE MEETING HELD IN THE CEDAR ROOM AT THE SUNSHINE COAST REGIONAL DISTRICT OFFICES, 1975 FIELD ROAD, SECHELT, BC

PRESENT: Chair Pat Hunt

Members Vicki Dobbyn Natasha Gellatly Heather Gordon Elise Rudland John Stevenson Ann Titcomb

SCRD Board Liaison Garry Nohr (part)

ALSO PRESENT: Public - Area F Director Ian Winn

SCRD STAFF: Parks Services Manager Carolyn Mortensen Acting GM, Community Services Bruce Bauman Admin. Assistant Community Services Lynda Edstrom

REGRETS: Ann Allen Lura Osbourne Smulders Brenda Wilkes

CALL TO ORDER 5:00 p.m.

INTRODUCTIONS

Introductions were made.

AGENDA The agenda was adopted as amended to add “Roundtable Discussion”.

Board Appointment

The Chair welcomed Garry Nohr as the SCRD Board Liaison to the Committee.

117 Recreation and Parks Services Advisory Committee Minutes January 15, 2014 Page | 2

MINUTES

Recommendation No. 1 Recreation and Parks Services Advisory Committee Minutes

The Recreation and Parks Services Advisory Committee recommended that the minutes of the meeting held November 20, 2014 be adopted.

REPORTS

Recommendation No. 2 Quarterly Reports - Recreation Services and Parks Services

The Recreation and Parks Services Advisory Committee recommended that the Quarterly Reports for Recreation Services and Parks Services be received.

Note: LIFE rollover to 2015 could be a smoother process for the public. Bruce Bauman will talk with Recreation Coordinator about the process.

NEW BUSINESS

Coopers Green Park Update

Garry Nohr provided an update on the MOU with Welcome Beach Society for Coopers Green Park. The Society’s role is to fundraise for the hall and the SCRD will pursue grant funding and continue to meet with the association regularly. The Park Management Plan will look at the site for the hall, septic field location, parking issues, trees, setbacks, environmental issues etc. The Park Management Plan would be funded by the SCRD if approved in the 2015 budget and will guide the plan for a replacement of the hall at Coopers Green Park. The Park Management Plan is scheduled to be completed by the end of the summer and will include community consultation and may include a public committee as part of the process.

Recommendation No. 3 Parkland Acquisition Criteria

The Recreation and Parks Services Advisory Committee recommended that the Park Acquisition Criteria information from the Parks Master Plan be received;

AND THAT the Recreation and Parks Services Advisory Committee endorse the criteria for parkland acquisition as outlined in Recommendation No. 8 of the Parks and Recreation Master Plan (as follows);

Recommendation 8 - Criteria for parkland acquisition: • Land provides or improves connectivity with other parks and trails. • Property provides access to waterfront (ocean or lakes). • Land contributes to the parks system in terms of aesthetic values and/or recreation opportunities. • Land has environmental value, natural resources at risk, or high potential for environmental enhancement. • Land has cultural/historic value. • Land is adjacent to and improves the quality of an existing park.

118 Recreation and Parks Services Advisory Committee Minutes January 15, 2014 Page | 3

• Land appeals to the community and helps to meet the needs of the community. • Land is in a location that is currently underserved and/or where population is increasing. • Site will support accessibility, i.e., the potential number of people able to access the park. • Cost is reasonable, or an opportunity arises to obtain land that may be suitable as Parkland. • Cost and efforts needed to maintain park are manageable. • There is alignment with other SCRD initiatives, e.g., OCP.

AND THAT the 2004 Parks Master Plan also be referenced when making decisions for parks acquisitions.

Note: The Committee supports that staff review the 2004 Parks Master Plan acquisition recommendations.

Master Plan Priorities

The Committee would like the opportunity to review the Parks and Recreation Master Plan priorities. Staff will communicate with the committee about this process. Anne, Heather and Pat are interested in participating in discussions with staff.

Invasive Species Update

An Invasive Species Policy on SCRD land has been passed. A technical working group will be created with stakeholders on the coast and input from various community groups.

Parks and Recreation Community Development Training Plan

• Bruce Bauman provided a spreadsheet on Community Development – a Community Engagement process that could include a spectrum of training that is being designed for all departments of the SCRD. The Community Development training would involve all parks and recreation staff for some of the training and then specific training for various different positions within parks and recreation. • Carolyn Mortensen provided notes from a December 5th sub-committee planning meeting on Community Development Training for information. • The Committee felt that the training priorities should be: community development training 101, customer service training, appreciative inquiry, community engagement and facilitation, conflict and issues management, volunteer engagement, survey design and use, use of clear communication, language and design: not in particular order. It was also stated that training should be integrated with job descriptions and performance reviews. Concern was expressed that this is an expensive plan. The Committee is most interested in the plan for the $10,000 presently allocated for CD Training.

Community Based Programming and Round Table Discussion

The Committee asked that Community Based Programming as it relates to moving forward with programming closer to home, and the Roundtable Discussion be placed on the February Agenda.

119 Recreation and Parks Services Advisory Committee Minutes January 15, 2014 Page | 4

Toys in Gibsons Aquatic Centre Tots Pool

The Tot toys need upgrading at the Gibsons Aquatic Centre. Heather Gordon will provide a list to Bruce.

SCRD Budget Schedule 2015

• There will be only two rounds of budget discussion this year to be held February 3,4 & 5 and March 9 & 10.

• The Committee asked that they be notified which days Parks and Recreation Budgets will be discussed so they may attend.

NEXT MEETING Thursday, February 19, 2015 at 5:00 p.m.

ADJOURNMENT 7:00 pm

120 ANNEX K

SUNSHINE COAST EMERGENCY PROGRAM

PLANNING COMMITTEE

February 4, 2015

MINUTES FROM THE SUNSHINE COAST EMERGENCY PROGRAM PLANNING COMMITTEE MEETING HELD AT THE SECHELT FIRE HALL, 5525 TRAIL AVE., SECHELT, BC

PRESENT: Chair, SCEP Coordinator Bill Elsner

Amateur Radio Barry Yee Amateur Radio Harry Almond BCAS, Sechelt Scott Spain BC Ferries Maureen Darragh District of Sechelt, Public Works John Mercer Emergency Support Services: Marilyn Pederson Fern Keene Fire Departments: RCVFD & Deputy SCEP Coordinator Bruce Searle SVFD Chief Bill Higgs HMBVFD Chief Ryan Daley HSPP Chief/Safety Officer Dean Adams Information Officer Cecilia Garcia Royal Canadian Marine Search and Rescue Stn 12 Jason Hall RCMP S/Sgt. Vishal Mathura Salvation Army Matthew Hardman SD46 Greg Kitchen Sunshine Coast Search & Rescue Alec Tebbutt Vancouver Coastal Health, Environmental Health Officer Darren Molder Vancouver Coastal Health, Medical Health Officer Dr. Paul Martiquet Wildfire Management Ryan Chapman

SCRD Admin Assistant Community Services Dept. Lynda Edstrom

CALL TO ORDER 3:00 pm

AGENDA

The agenda for the meeting was accepted.

INTRODUCTIONS

Introductions were made.

The Chair welcomed Dean Adams, the new HSPP Safety Officer and Fire Chief. Also welcomed was the new RCMP Sechelt Detachment Commander S/Sgt.Vishal Mathura. 121 Sunshine Coast Emergency Program Planning Committee Minutes February 4, 2015 Page | 2

MINUTES

It was Moved and Seconded

THAT the minutes of the Sunshine Coast Emergency Program Planning Committee meeting held December 3, 2014 be adopted.

CARRIED

REPORTS

EOC Training

Bill Elsner is organizing Level 3 Finance EOC Training to be held at the SCRD office on June 9. This one day training is sponsored by Emergency Management BC. The focus is to get a core group trained in finance related EOC matters. Bill asked if anyone is interested in the Level 2 “EOC Essentials” course to contact him. Dean Adams would like to receive the information.

Exercise Planning Group

Bill Elsner noted that a large scale exercise has not been held in a few years. He noted this is a large undertaking. He asked that those interested to contact him regarding participation and scenarios. He noted the exercise could be held in June and scenarios could be health, wildfire or school related, etc. SD46, Wildfire Management Branch, RCMP, ESS, RCMSAR, SAR, Amateur Radio and Fire indicated their interested in participating.

Bill would like to organize an Exercise Committee. Marilyn Pederson, Barry Yee, Jason Hall, RCMP, Greg Kitchen and Ryan Daley indicated their interest.

SAR Paging

Bruce Searle has taken the lead in this process, noting the pagers have arrived today and should be operational by mid March. The new E-COMM telephone number will be 604-215-5410. The Committee was appreciative of Bruce’s work on this project.

SIMTEC

This 4 year research project called Simulation Training and Exercise Collaboratory “SIMTEC” was conducted by the Justice Institute of BC. A $3Million project, the goal of this research project is to look at psycho social impacts during an emergency. A series of exercises are created in a computer simulation room at the Justice Institute. Bill was on the Expert Working Group of this project and was an evaluator for the final exercise.

The link to the video outlining SIMTEC is available for viewing at: http://host.jibc.ca/videos/applied_research/winterBlues_trainingVideo.mp4

122 Sunshine Coast Emergency Program Planning Committee Minutes February 4, 2015 Page | 3

Critical Incident Stress Management

A Critical Incident Stress Management “CISM” course will be held at the SCRD offices February 21 and 22. This certificate workshop will be instructed by Bill Elsner who is a Certified Trauma Responder (CTR) and an approved instructor with the International Critical Incident Stress Management Foundation. More information at www.icisf.org

Agency Reports

Marilyn Pedersen, ESS - Noted all has been quiet. They are actively looking for volunteers, especially those who could work with pets.

Barry Yee, Amateur Radio - Barry tested St. Mary’s Hospital emergency communications recently. Bill noted he had met with the new VCH Emergency Management personnel.

Alex Tebbutt, Search and Rescue – He noted all has been quiet with one task last month. They have 3 members taking the CISM course Feb 21-22. A Search Manager course is upcoming. They have 2 search dogs in training. Their 3 search managers met with the Pender Harbour RCMSAR and are planning a joint practice in the spring. They are looking at their budget process regarding training and equipment. They plan to do a larger mutual aid training. They considered a UAV (drone) but the Province has not approved funding. He thanked Bill Elsner for calling them about a BC Hydro grant which they will use to pay for the new papers.

Scott Spain, BCAS - They have 2 members confirmed for the CISM course.

Jason Hall - RCMSAR – There will be a 2 day SAREX exercise near the Langdale Ferry Terminal on May 23 and 24, and will involve different scenarios. This is sponsored by the West Vancouver station. They have had one person complete the RHIOT program. They had one callout recently which was a false alarm.

S/Sgt. Vishal Mathura, RCMP - Monthly scenario training has been implemented, noting the downside of low crime rate on the Sunshine Coast is that members are not exposed to the risks officers face in other areas. They would like to partner in some scenarios with other agencies and would also like to be involved in any cross training exercises. He knows the importance of the EOC and of additional training.

Darren Molder, VCH - He noted all has been quiet. He meets regularly with Ita Hyland, the new Emergency Management liaison for the Sunshine Coast, Vancouver Health Region.

Matthew Hardman, Salvation Army - Noted all has been quiet. There has been a spike in the Food Bank use recently. The Canteen Truck is available for use. Bill noted that if anyone is doing an exercise, please call Matthew who can provide meals with the mobile canteen truck. The provides good training for them. This is a key service that the Salvation Army provides for first responders.

Ryan Daly, Chief, HMBVFD – They had 9 calls in January. They are focusing on training at present.

Maureen Darragh, BC Ferries - She noted this is the slow season. The “Surrey” is going in for a refit soon. Berth One will be upgraded next year.

123 Sunshine Coast Emergency Program Planning Committee Minutes February 4, 2015 Page | 4

Bill Elsner, Emergency Program Coordinator - Bill noted that Western Marine Response Corp.has removed their spill equipment from the coast. If anyone has room to park 2 trailers please let Bill know. Ryan Daley noted he may have some space.

Harry Almond, Amateur Radio - He is working to keep the radios in good shape.

Bill Higgs, Chief, SVFD - Noted it has been slow. Concrete is being poured at the Mason Road for training centre and should be complete in May. They have 37 members at present.

Dean Adams, HSPP - They are currently looking for a safety professional - information is posted on their website. Their Fire Department has upcoming hazmat training. They are looking at purchasing a rescue boat and developing procedures in case of any water incidents near the dock. He asked if anyone has expertise in this area to contact him.

Ryan Chapman, Wildfire Management Branch - He will be doing a Victoria job from here for the next 6 months. They may have some upcoming staff changes.

John Mercer, District of Sechelt, Public Works - The new treatment plant is working. There is meeting space available there. They have backup power. There are also spare generators that SCEP may be interested in.

Greg Kitchen, SD46 - They are adding Emergency Response information to their website and will have links to other agencies. He will contact Bill before going live to confirm contacts.

Dr. Paul Martiquet, Medical Health Officer - He noted the flu season continues with no major outbreaks on the Sunshine Coast. He would like to increase the immunization rate for measles on the Sunshine Coast, noting Roberts Creek has a low immunization rate. There are no cases of Ebola or Avian Flu.

Bruce Searle, RCVFD - All has been quiet with 2 calls so far this year. They are doing a recruitment drive.

NEXT MEETING

February 25, 2015, SCRD Offices

ADJOURNMENT 4:10 p.m.

124 ANNEX L

SCRD STAFF REPORT

DATE: February 4, 2015 TO: Community Services Committee – February 19, 2015 FROM: Bruce Bauman – Acting GM Community Services RE: Recreation Coordinator Increase

RECOMMENDATION(S)

THAT the Community Services Committee receives the report Recreation Coordinator Increase for information; AND THAT the Community Services Committee recommend approval of 1 FTE in the base budget at a total cost of $37,500 in 2015 and $75,000 thereafter;

AND THAT the Recreation Services Base Budget be increased with tracked revenues of $10,000 in 2015 and $25,000 each year thereafter to help offset the annual cost of this 1 FTE;

AND FURTHER THAT this recommendation be referred to the Corporate and Administration Committee R 2 Budget deliberations for final approval in the 2015 – 2019 financial plan.

BACKGROUND

At the February 3, 2015 SCRD Corporate Services Committee the following recommendation was passed:

Recommendation No. 6 Community Recreation Facilities [615, 616, 617, 620, 621]

The Corporate and Administrative Services Committee recommended that the following budget proposal be referred to 2015 Round 2 Budget pending a staff report to February 19, 2015 Community Services Committee Meeting on proposed revenue figures estimated with the increase of Recreation Coordinator for Community Recreation in 2015:

• Budget Proposal 5 – Recreation Coordinator Increase, $37,500 funded through Revenues and Taxation.

At the January 8, 2015 SCRD Board meeting the following resolution was adopted:

Recommendation No. 5 Program Coordinator Capacity

THAT the report from the Recreation Services Manager regarding Program Coordinator Capacity be received;

125 Recreation Coordinator Increase Page | 2

AND THAT the addition of 1 Full Time Equivalent (FTE) Program Coordinator be moved to the 2015 budget considerations.

At the November 27, 2014 meeting of the SCRD Board the following resolution was adopted:

Recommendation No. 11 Community Response to Ice Availability

The Community Services Committee recommended that the report from the Recreation Services Manager regarding Community Response to Ice Availability be received;

AND THAT staff consider building new markets for ice / dry floor in the 2015 budget proposal of 1 Full Time Equivalent (FTE) Recreation Program Coordinator.

At the November 13, 2014 meeting of the SCRD Board the following resolution was adopted:

Recommendation No. 5 Recreation [616-621]

THAT the Manager, Recreation Services’ report regarding Recreation [616-621] – 2015 Proposed Initiatives be received;

AND THAT, for 2015 Round 1 Budget discussions, staff present budget proposals for the following projects listed on Recreation [616-621] – 2015 Proposed Initiatives:

• Recreation Coordinator Increase;

At the July 24, 2014 meeting of the SCRD Board the following resolution was adopted:

Recommendation No. 11 Recreation Program Coordination at Sunshine Coast Regional District (SCRD) Facilities

THAT staff report to the November 2014 Community Services Committee meeting to address the increasing recreation program coordination requirement for Sunshine Coast Regional District (SCRD) Facilities.

DISCUSSION

There has been much discussion with the SCRD Board since 2011 regarding program/service revenues, staff capacity and revenue generation.

In 2010 the SCRD engaged the services of Jennifer Wilson and Associates to prepare two specific and different reports for the SCRD Board:

1) 2011 Recreation Service Review (Present status and recommendations) 2) 2014 Parks and Recreation Master Plan (10 year strategic document)

The 2011 Service Review spoke to a number of recommendations for the current status of the Recreation Services Division including program coordinator staff increases to manage programs and services within the Four Major Recreation Centers contained in function 615.

126 Recreation Coordinator Increase Page | 3

The review identified an additional 1.8 Full Time Equivalent (FTE) to be added to Recreation Services in 2011. Outstanding is One Full Time Equivalent (1 FTE) Program Coordinator for board consideration which was most recently discussed at the Corporate and Administrative Committee meeting on February 3, 2015.

Through discussions with the SCRD Board, and the Recreation Parks Services Advisory Committee staff have been mindful of the recommendations presented in both the 2011 Recreation Service Review and the 2014 Parks and Recreation Master Plan regarding Program Coordinator staff increases. A summary of recommendations from both of these strategic guiding documents are contained in Appendix A attached to this report.

The increase of One Recreation Program Coordinator as identified since 2011 would be a welcome addition to our community and has been much sought after by the Recreation Parks Services Advisory Committee.

With the addition of this position to Recreation Services the expectations of the Recreation Services Team would be increased as follows:

1) Increased engagement of community through a Community Development approach regarding all programs and services,

2) Increasing revenues through programs and services within the Recreation Facility function. (i.e. arena rentals, special events, programs and services,

3) Searching out and developing new revenue streams (i.e. sponsorship).

The annual cost for this position (all in) is approximately $75,000. Revenue increases will be an expectation and forthcoming with the addition of this position. This will occur more so in 2016 and beyond as the new hire becomes more familiar with their role, the community and the SCRD.

Staff are recommending this position start on July 1, 2015. This position would be funded as follows:

Year Revenues Taxation Total 2015 $10,000 $27,500 $37,500 2016 $25,000 $50,000 $75,000 Beyond 2016 $25,000 $50,000 $75,000

SUMMARY

The addition of One Recreation Program Coordinator would be a welcome addition to assist the Recreation Services Team to entrench the Community Development approach while at the same time increasing revenues through a variety of programs and services.

This position has been the subject of discussion since the 2011 Recreation Services Review as documented in this report and attached Appendix A. Moving forward it is recommended that this position be funded through a combination of revenues and taxation. Staff suggest this should form the basis of discussions for any a program Coordinator at this time and in the future.

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APPENDIX A

Recreation Service Review – 2011

The staffing recommendations from the 2011 Recreation Service Review state:

Support the addition of Recreation Facilities Division staffing to enhance programming opportunities (by 1.8 Full Time Equivalent (FTE’s) as follows:

Pg. iii a) Fund a 5 day/week Full Time Equivalent (FTE) Recreation Programmer at Sechelt Aquatic Centre; (Subject of this report)

b) Fund an additional 1 day per week (.2) Full Time Equivalent (FTE) to make the Gibsons and Area Community Centre Programmer a 5 day/week position; (accomplished 2012)

c) To increase Building Maintenance staffing from 3.4 to 4 Full Time Equivalent (FTE) (accomplished 2014).

The 2011 Recreation Service Review provided the SCRD with information which needs to be considered when looking at overall staffing levels.

“The four separate facilities require higher staffing levels to accommodate reception (again 4 vs 1 in other areas) when compared to similar jurisdictions”. Pg. 12

“Operational expenditures are higher for example for power, janitorial – most all operating expenses are increased because of operating four separate facilities” Pg. 12

When looking at SCRD attendance numbers when compared to staff ratios the service review states:

“This means that there are a relatively large number of people who attend facility activities (that are planned, partnered, and supervised by staff) for fewer staff as compared to other Recreation Teams” Pg. 15

When scrutinizing staff capacity the Recreation Service Review states the following:

“Staff does not have enough resources to plan, market, and supervise a full array of recreation programs to meet expressed community needs” Pg. 29

“Staff recognizes the potential to develop a fitness service, build a significant client base, use the service as an important way to increase the health of the community and generate revenue” Pg. 29

Under Analysis the Recreation Service Review states:

“The staff are attempting to operate and meet expectations with very limited resources” Pg. 32

“There is a lack of resources to properly plan a comprehensive set of recreation programs” Pg. 32

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Parks and Recreation Master Plan - 2014

The Parks and Recreation Master Plan states the following on Page 17:

“The SCRD must play four roles in order to meet the above-stated goals and deliver services effectively. The most appropriate role will depend on the particular situation. For example, if another service provider is better positioned to provide a specific activity or opportunity and can provide similar benefits, then the SCRD should shift from a being a provider to also being a facilitator as described under the community-builder role” Pg. 17

When examining the Community Builder role the Parks and Recreation Master Plan makes the following comments on page 18:

“To be an effective facilitator requires SCRD staff to embrace a “community builder” philosophy and be competent in community engagement practices. Community building requires a commitment and the patience to do it right. It takes effort, time and authenticity to build trust, to reach out to the community, and to mobilize a diverse group of laypersons.”

“Participation in these groups tends to ebb and flow, and therefore different skills and approaches are required over time. When the SCRD requires staff members to work as facilitators, expectations must be adjusted. The SCRD has to be comfortable with longer timelines, with shifting control to other entities, and with measuring success differently (e.g., performance measures should include the process of building community).”

When looking at a community of volunteers for Parks and Recreation the Master Plan on page 44 comments:

“The value of volunteer work is significant in terms of the contributions to the Parks and Recreation system and the benefits to those participating. The challenges are that these relationships and volunteer programs require significant staff resources to achieve results that are safe and positive for everyone.”

Building a New Market

When examining present services and staffing levels the Master Plan makes comment on page 49 where it examines arena service:

“Given the current population numbers of the SCRD, it is possible to build a clientele to support two ice rinks. It will take considerable focus and resources to find and build new clients particularly a Full Time Equivalent (FTE)r a one year closure in which, presumably, recreation patterns of historical users will have changed.

The current arena focused staff, positioned at GACC have a number of other important duties, such as managing the Gibsons recreation facilities that take them away from this major task.”

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ANNEX M

SCRD STAFF REPORT

DATE: February 5, 2015, TO: Community Services Committee – February 19, 2015 FROM: Bruce Bauman – Acting GM Community Services RE: Sechelt Aquatic Centre Panel Repair

RECOMMENDATION(S)

THAT the Community Services Committee receives the report Sechelt Aquatic Panel Repair for information;

AND THAT the Community Services Committee recommend an amount of $10,000 to develop a scope of work for the repair of the Sechelt Aquatic Centre panels;

AND THAT a report be forthcoming to a future Community Services Committee regarding the projected cost of these repairs prior to proceeding with this project;

AND THAT all costs associated with this repair be included in the pending legal claim;

AND FURTHER THAT this recommendation be referred to the Corporate and Administration Committee R2 Budget deliberations for final approval in the 2015 financial plan.

BACKGROUND

At the February 3, 2015 SCRD Corporate and Administrative Services Committee the following recommendation was passed:

Recommendation No. 4 Community Recreation Facilities [615, 616, 617, 620, 621]

The Corporate and Administrative Services Committee recommended that the following budget proposal be referred to 2015 Round 2 Budget pending a staff report to the February 19, 2015 Community Services Committee Meeting with further detail of the repair work required for this project:

• Budget Proposal 3 - MANDATORY – Sechelt Aquatic Centre (SAC) [621] – Panel Repair, $150,000 funded through Taxation.

DISCUSSION

The repair of this deficiency involves the removal of moisture in the wall panels, drying out the space and re-laminating the panels. Staff have confirmed with our consultant that their initial proposal for this work requires further consideration as the work being proposed has not been previously undertaken. It would be a new procedure that must be attempted in warm sunny weather, before a full scope and cost estimate of the repair can be calculated.

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Option 1

This option involves an initial funding request of $10,000 to develop scope of work and accurate project costing. This will allow parties to evaluate the time, equipment and overall cost to perform this repair. Once this work is complete a full project costing could be finalized and work completed. Given timelines, this would require a budget adjustment outside of the 2015 budget process. If this option is chosen the project would be funded through taxation, or possibly other means depending how the budget year goes, in 2016 as any amount over $10,000 would be treated as a future required revenue. Our legal team will be apprised of this option if chosen.

Option 2

The Committee has an option to keep the funding level at $150,000 as per the original budget proposal knowing that this amount may or may not be enough to facilitate the repair. This option could spike taxation in 2015 which may not be of concern to the committee. At the same time this option would see a decrease in taxation in 2016 which may allow future budget proposals to have appropriate funding.

SUMMARY

All costs associated with this repair can be added to the SCRD legal claim that is proceeding. Staff support Option 1 at this time as it potentially would level the taxation levels in 2015 and 2016. This option would also allow a full understanding of the scope and costs for all works to facilitate inclusion in the SCRD legal process.

131 ANNEX N

SCRD STAFF REPORT

DATE: February 4, 2015, TO: Community Services Committee – February 19, 2015 FROM: Bruce Bauman – Acting GM Community Services RE: Sunshine Coast Arena Base Budget Increase

RECOMMENDATION(S)

THAT the Community Services Committee receives the report Sunshine Coast Arena Base Budget Increase for information;

AND THAT the Community Services Committee recommend an increase of $15,000 to assist in building/equipment Repairs and Maintenance;

AND FURTHER THAT this recommendation be referred to the Corporate and Administration Committee R 2 Budget deliberations for final approval in the 2015 – 2019 financial plan.

BACKGROUND

At the February 3, 2015 SCRD Corporate and Administrative Services Committee meeting the following recommendation was passed (partial):

Recommendation No. 5 Community Recreation Facilities [615, 616, 617, 620, 621]

The Corporate and Administrative Services Committee recommended that the following budget proposals be referred to 2015 Round 2 Budget pending an update on the taxation position for each area based on other accepted budget proposals:

• Budget Proposal 4 – Sunshine Coast Arena (SA) [620] – Base Budget Increase, $15,000 funded through Taxation.

DISCUSSION

The Sunshine Coast Arena was opened in 1974 and today still has a substantial amount of original mechanical and building components. Staff have been maintaining the facility previously within budget and this is no longer possible.

The following totals are actuals for our building/equipment repairs and maintenance for previous years at the Sunshine Coast Arena:

Year Budget Actual 2011 $30,101 $32,084 2012 $30,204 $23,310 2013 $30,009 $18,575 2014 $27,323 $32,354 2015 $27,323

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Please note that for 2012 and 2013 the facility only operated 6 months due to a catastrophic failure.

Looking forward, during the 2014 annual maintenance closure our mechanical contractor indicated that we are now at a point where additional mechanical maintenance must be performed annually to preserve the mechanical assets.

It is anticipated that our refrigeration plant maintenance alone in 2015 will be approximately $15,000 due to major over hauls now being required annually. In the past the annual cost is $7,000. It is in our capital plan to replace major components of our ice plant starting in 2016.

In addition, there are also HVAC units, boilers, condensers, and other subsidiary equipment which is in need of regular preventative maintenance.

The ongoing cost savings will be in the replacement of key components that use energy. Staff will annually evaluate this item in relation to inflationary pressures of energy costs.

The above is in addition to the overall building (exterior and interior) that is in need of increased ongoing maintenance to preserve the asset and limit risk for the SCRD.

133 ANNEX O

SCRD STAFF REPORT

DATE: February 4, 2015, TO: Community Services Committee – February 19, 2015 FROM: Deb Cole – Manager PHAFC RE: Pender Harbor Aquatic and Fitness Centre Revenues

RECOMMENDATION(S)

THAT the Community Services Committee receives the report Pender Harbor Aquatic and Fitness Centre Revenues for information; AND THAT the Community Services Committee recommend an adjustment to revenues as follows:

01-1-625-019 $2,000 01-1-625-022 $2,000 01-1-625-042 ($1,500) 01-1-625-015 $4,000 01-1-625-049 $(6,000) 01-1-625-046 ($500)

AND FURTHER THAT this recommendation be referred to the Corporate and Administration Committee R 2 Budget deliberations for final approval in the 2015 – 2019 financial plan.

BACKGROUND

At the February 3, 2015 SCRD Corporate Services Committee the following recommendation was passed:

Recommendation No. 10 Pender Harbour Aquatic and Fitness Centre (PHAFC) [625] – 2015 R1 Budget Proposals

The Corporate and Administrative Services Committee recommended that that following budget proposal be referred to 2015 Round 2 Budget pending consideration of reducing proposed base budget increases and options to achieve cost reductions going forward:

• Budget Proposal 1 – Reduction of Revenues, ($8,200) used to lower the revenue expectations and maintain the current facility level of service.

DISCUSSION

In reviewing year end totals that only recently became available it was noted that although revenues were not met in swim lessons they were exceeded in memberships due to the MyPass initiative ($5,268).

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Based on 2014 performance staff recommend the following adjustments in base budget for 2015:

01-1-625-019 (Memberships 1/3 month $2,000 01-1-625-022 (Multi passes) $2,000

01-1-625-042 (Other programs) ($1,500) 01-1-625-015 (Tax requisition) $4,000

01-1-625-049 (lessons under 14) $(6,000) 01-1-625-046 (Lessons over 14) ($500)

In reviewing base budget for 2015 given increased costs already built in (wages/benefits/hydro etc.) and deferred maintenance to achieve a surplus in 2014 staff are hard pressed to recommend reductions in expenditures without considering levels of service.

135 ANNEX P

SCRD STAFF REPORT

DATE: February 4, 2015, TO: Community Services Committee – February 19, 2015 FROM: Deb Cole – Manager PHAFC RE: Pender Harbor Aquatic and Fitness Centre Gym Equipment Replacement

RECOMMENDATION(S)

THAT the Community Services Committee receives the report Pender Harbor Aquatic and Fitness Centre Gym Equipment replacement for information;

AND THAT the Community Services Committee recommend a reserve fund contribution annually of 8,000 for the replacement of Gym Equipment;

AND FURTHER THAT this recommendation be referred to the Corporate and Administration Committee R 2 Budget deliberations for final approval in the 2015 – 2019 financial plan.

BACKGROUND

At the February 3, 2015 SCRD Corporate Services Committee the following recommendation was passed:

Recommendation No. 13 Pender Harbour Aquatic and Fitness Centre (PHAFC) [625] – 2015 R1 Budget Proposals

The Corporate and Administrative Services Committee recommended that that following budget proposal be referred to 2015 Round 2 Budget pending a staff report to February 19, 2015 Community Services Committee Meeting with an estimate of the average reserves required each year based on replacing one piece of gym equipment per year and outlining the impact of replacing only one piece of equipment per year and the associated service level changes:

• Budget Proposal 4 – Gym Equipment Replacement / Capital Replacement, $9,000 funded through Taxation.

DISCUSSION

Staff estimate the total replacement cost of the Gym Equipment at the Pender Harbor Aquatic and Fitness Centre to be approximately $80,000 - $100,000 in 2015 dollars

Equipment with more moving parts (Cardio Equipment) incurs more repairs/maintenance, has shorter life cycles, and generally costs more than weight machines or weight equipment.

To ensure adequate funding and consistent service levels, staff based on experience and in consultation with other facilities recommend a complete replacement of equipment should occur every 10 years. 136 Pender Harbor Aquatic and Fitness Centre Gym Equipment Replacement Page | 2

In keeping with this if the total cost today is $80,000 to $100,000 then $8,000 - 10,000 should be set aside annually in a reserve to fund ongoing replacement. This will ensure timely capital replacement, customer satisfaction, consistent revenue streams and avoided high repair/maintenance costs.

137 ANNEX Q

SCRD STAFF REPORT

DATE: February 4, 2015, TO: Community Services Committee – February 19, 2015 FROM: Bruce Bauman – Acting GM Community Services Department RE: 2015 Recreation and Parks Services Energy Projects

RECOMMENDATION(S)

THAT the Community Services Committee receives the report 2015 Recreation and Parks Services Energy Projects for information;

AND THAT this recommendation be referred to the Corporate and Administration Committee R 2 Budget deliberations for final approval in the 2015 – 2019 financial plan;

AND FURTHER THAT any project approved in 2015 sees a net total savings reduction in hydro expenses starting in 2016.

BACKGROUND

At the February 3, 2015 SCRD Corporate Services Committee the following recommendations were passed:

Recommendation No. 5 Community Recreation Facilities [615, 616, 617, 620, 621]

• Budget Proposal 6 – Gibsons and Area Community Centre (GACC) [617] – Lighting Retrofit, $140,000 funded through, Reserves, Taxation and Grant.

Recommendation No. 12 Pender Harbour Aquatic and Fitness Centre (PHAFC) [625] – 2015 R1 Budget Proposals

The Corporate and Administrative Services Committee recommended that the following budget proposal be referred to 2015 Round 2 Budget pending a staff report to February 19, 2015 Community Services Committee Meeting prioritizing and packaging energy saving projects with a view to effectively taking advantage of any lighting projects or mechanical optimizations:

• Budget Proposal 3 – Energy Project, $45,000 funded through Taxation (with potential BC Hydro Rebate up to $4,000).

138 Recreation and Parks Services Energy Projects 2015 Page 2 of 4

Recommendation No. 50 Community Parks [650] – 2015 R1 Budget Proposals

The Corporate and Administrative Services Committee recommended that the following budget proposal be approved and incorporated into the 2015 Round 2 Budget:

• Budget Proposal 19 – Dan Bosch Parking Lot Expansion, $20,000 funded through Taxation, with an annual increase to base budget of $1,000 for maintenance.

Director Milne returned to the meeting at 3:15 p.m.

Recommendation No. 51 Community Parks [650] – 2015 R1 Budget Proposals

The Corporate and Administrative Services Committee recommended that the following budget proposal be referred to 2015 Round 2 Budget pending staff report to the February 19, 2015 Community Services Committee Meeting:

• Budget Proposal 20 – Shirley Macey Sand Volleyball Courts, $9,000 funded through Taxation.

DISCUSSION

In budget discussions with the Corporate and Administration Committee on February 3, 2015 the SCRD Treasurer stated the Hydro rate increase of 9% in April 2014 was absorbed by department budgets.

Staff would also like to inform Committee that the lights in these facilities are near or have reached the end of their useful life. Thus they are in need today or in the near future of replacement

Hydro costs will continue to rise as identified in the resolution passed by the SCRD Board on October 2, 2014 (partial):

Recommendation No. 21 2015-2019 Financial Plan Overview

THAT the Treasurer’s report titled “2015-2019 Financial Plan Overview” be received;

AND THAT the Board approve an increase to all base budgets for the planned BC Hydro (object 409 only) cumulative rate increases as follows:

• 6.75% for the 2015 Financial Plan • 4% for the 2016 Financial Plan • 3.5% for the 2017 Financial Plan, and • 3% for the 2018 Financial Plan.

139 Recreation and Parks Services Energy Projects 2015 Page 3 of 4

The following table looks at increases in energy costs (Hydro) due to rate increases based on 2014 actuals:

Increase in Facility 2014 2015 2016 2017 2018 Electricity Costs

GDAF $15,109 $16,129 $16,774 $17,361 $17,882 $2,773 GACC $88,162 $94,113 $97,877 $101,303 $104,342 $16,180 PHAFC $34,351 $36,670 $38,136 $39,471 $40,655 $6,304

Total Increase in hydro due to rate increases $25,258

In reviewing the budget proposals from the February 3, 2015 Corporate and Administration Committee staff have developed a detail of projects in order of priority:

1) Reducing Consumption of Energy (206,633 kWh annually); 2) Mitigating future increased costs of Energy ( $23,444 annually in 2015 dollars); 3) Securing Grant incentives ($21,965).

The following table provides explanation of the above:

Potential Parks & Recreation Energy Projects for 2015 Electrical Total Projected Potential Simple Project Name Description Svgs (kWh) Savings Total Cost Incentive Pay Back Cliff Gilker Amenity Lighting Retrofit 4,304 $ 786 $ 2,900 $ 1,100 2.3 Building * GACC Lighting Retrofit 135,500 $ 15,410 $140,000 $ 13,000 8.2 Mechanical PHAFC 35,835 $ 3,479 $ 15,000 4.3 Optimization PHAFC Lighting Retrofit 25,198 $ 2,500 $ 30,000 $ 5,585 9.8

Frank West Hall Lighting Retrofit 5,797 $ 1,269 $ 12,000 $ 1,280 8.4

Subtotal 206,633 $ 23,444 $199,900 $ 20,965 7.6

* A rebate agreement has been established for this project in conjunction with Gibsons Pool lighting.

The following table provides an indication of potential cash flow and cumulative savings based on 2015 dollars if the total above projects are completed in 2015.

140 Recreation and Parks Services Energy Projects 2015 Page 4 of 4

Year Rate Increase Annual Savings Cumulative Savings Project Cost $23,444 -$178,000 2015 6.75% $1,582 $25,026 -$152,974 2016 4.00% $938 $25,964 -$127,009 2017 3.50% $821 $26,785 -$100,225 2018 3.00% $703 $27,488 -$72,736 2019 4.00% $938 $28,426 -$44,311 2020 3.50% $821 $29,246 -$15,064 2021 3.00% $703 $29,950 $14,886 2022 2.60% $610 $30,559 $45,445 2023 2.60% $610 $31,169 $76,614 2024 2.60% $610 $31,778 $108,392 2025 2.60% $610 $32,388 $140,780 2026 2.60% $610 $32,997 $173,777 Total Cumaltive Savings $351,777

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