SPECIAL CORPORATE and ADMINISTRATIVE SERVICES COMMITTEE R1 Budget Meeting Wednesday, February 4, 2015 SCRD Board Room, 1975 Field Road, Sechelt, BC

SPECIAL CORPORATE AND ADMINISTRATIVE SERVICES COMMITTEE R1 Budget Meeting Wednesday, February 4, 2015 SCRD Board Room, 1975 Field Road, Sechelt, BC

AGENDA

CALL TO ORDER 9:00 a.m.

AGENDA

1. Adoption of the Agenda

COMMUNICATIONS

2. Manjit Kang, Chair and Tracey Therrien, Chief Librarian – Gibsons and Annex A District Public Library Pages 1-11 Re 2015 Funding Also Refer to Staff Report: Agenda Item 16

3. Dan Fivehouse, Chair and Margaret Hodgins, Chief Library – Sechelt Annex B Public Library pp. 12-17 Re 2015 Funding

4. Roberts Creek Community Library (Reading Room) Annex C Re 2015 Funding p. 18

5. Lorraine Goddard, President and Sue Thompson, Treasurer - Annex D Sunshine Coast Museum and Archives Society pp. 19-27 Re 2015 Funding

6. Skookumchuck Heritage Museum Annex E Re 2015 Funding p. 28

7. Sechelt Archives Annex F Re 2015 Funding pp. 29-32

8. Donna McMahon, Executive Director – Gibsons and District Chamber Annex G of Commerce pp. 33-41 Re 2015 Funding

9. Celia Robben, President – Sunshine Coast Tourism (Russell Brewer, Annex H Treasurer) pp. 42-51 Re 2015 Funding

10. Pender Harbour Chamber of Commerce Annex I Re 2015 Funding pp. 52-60 Special Corporate and Administrative Services Committee – R1 Budget February 4, 2015 Page 2

11. Pender Harbour Health Clinic Annex J Re 2015 Funding pp. 61-76

12. Christabelle Kux-Kardos, Information and Referral Coordinator – The Annex K Progress Plan and Francine Clohosey, Pender Harbour Community pp. 77-85 School Coordinator Re: Proposal for Information Referral and Hub for Electoral Areas

13. Sue Lamb, Halfmoon Bay, Community School Coordinator Annex L Re: Proposal for Information Referral and Hub of Electoral pp. 86-88 Area B

BUDGET PAGES (pertaining to Communications)

14. Budgets – Recreation and Cultural Services (Libraries and Museums and Health) Dark Purple Tab Page #

[640] Gibsons and District Public Library ...... 243 [645] Halfmoon Bay Library Service ...... 245 [646] Roberts Creek Library Service ...... 247 [648] Museum Service ...... 249

Light Purple Tab Page #

[410] Pender Harbour Health Care Clinic ...... 189

15. Budgets – Economic Development Portion of General Government Services Medium Purple Tab Page #

[531] Economic Development “A” ...... 207 [532] Economic Development “B” ...... 209 [533] Economic Development “D” ...... 211 [534] Economic Development “E” ...... 213 [535] Economic Development “F” ...... 215

REPORTS

16. Treasurer – Gibsons and District Public Library [640] 2015 R1 Budget Annex M Proposal pp. 89-91

17. General Manager, Planning and Development – Economic Annex N Development [531-535] 2015 R1 Budget Proposal p. 92

18. Manager, Legislative Services – General Government [110-112] 2015 Annex O R1 Budget Proposal pp. 93-97 Special Corporate and Administrative Services Committee – R1 Budget February 4, 2015 Page 3

19. Manager, Legislative Services – Electoral Area Administration [130] Annex P 2015 R1 Budget Proposal p. 98

20. Manager, Financial Services – Financial Services [113] 2015 R1 Annex Q Budget Proposal pp. 99-100

21. Manager, Financial Services – Field Road Administrative Office [114] Annex R 2015 R1 Budget Proposal pp. 101-105

22. Manager, Human Resources – Human Resources [115] 2015 R1 Annex S Budget Proposal pp. 106-109

23. Manager, Information Services and Geographic Information System – Annex T Information Technology [117] 2015 R1 Budget Proposal pp. 110-113

24. Manager, Information Services and Geographic Information System – Annex U Property Information and Mapping (PIMS) [506] 2015 R1 Budget pp. 114-116 Proposal

25. Manager, Information Services and Geographic Information System – Annex V Civic Addressing [510] 2015 R1 Budget Proposal pp. 117-118

26. Treasurer – Sunshine Coast Regional Hospital District Administration Annex W [118] 2015 R1 Budget Proposal p. 119

27. Treasurer – Rural Areas Grants-In-Aid [121-129] 2015 R1 Budget Annex X Proposal p. 120

28. Manager, Financial Services – Feasibility Area A [151] 2015 R1 Annex Y Budget Proposal p. 121

29. Manager, Financial Services – Feasibility Area B [152] 2015 R1 Annex Z Budget Proposal p. 122

30. Manager, Financial Services – Feasibility Area D [153] 2015 R1 Annex AA Budget Proposal p. 123-124

31. General Manager, Planning and Development – Bylaw [200] 2015 R1 Annex BB Budget Proposal pp. 125-126

32. General Manager, Planning and Development – Halfmoon Bay Smoke Annex CC Control [204] p. 127

33. General Manager, Planning and Development – Animal Control [290] Annex DD 2015 R1 Budget Proposal pp. 128-129

34. General Manager, Planning and Development – Keats Island Dog Annex EE Control [291] 2015 R1 Budget Proposal p. 130

Special Corporate and Administrative Services Committee – R1 Budget February 4, 2015 Page 4

35. General Manager, Planning and Development – Heritage Annex FF Conservation Service [515] 2015 R1 Budget Proposal p. 131

36. General Manager, Planning and Development – Building Inspection Annex GG [520] 2015 R1 Budget Proposal pp. 132-133

37. General Manager, Planning and Development – Regional Planning Annex HH [500] 2015 R1 Budget Proposal pp. 134-136

38. General Manager, Planning and Development – Rural Planning [504] Annex II 2015 R1 Budget Proposal pp. 137-139

39. General Manager, Planning and Development – Hillside Development Annex JJ Project [540] pp. 140-141

BUDGET INTRODUCTION AND OVERVIEW Treasurer 40. Budgets – General Government Services Light Orange Tab (100) Medium Purple Tab (500)

Page #

[110] General Government ...... 1 [111] Legislative Services ...... 3 [112] Administrative Services ...... 4 [113] Financial Services ...... 6 [114] Administrative Offices Building Maintenance ...... 9 [115] Human Resources ...... 12 [117] Information Services ...... 14 [506] Property Information and Mapping Services ...... 197 [510] House Numbering ...... 200 [118] Sunshine Coast Regional Hospital District Administration ...... 17 [121] Grants-In-Aid (Area A Only) ...... 19 [122] Grants-In- Aid (Area B Only) ...... 21 [123] Grants-In-Aid (Areas E and F Only) ...... 23 [125] Grants-In-Aid (Community Schools) ...... 25 [126] Greater Gibsons Community Participation ...... 27 [127] Grants-In-Aid (Area D Only) ...... 29 [128] Grants-In-Aid (Area E Only) ...... 31 [129] Grants-In-Aid (Area F Only) ...... 33 [130] UBCM / AVICC Electoral Area Services ...... 35 [131] Elections – Electoral Area Services ...... 37 [140] Member Municipality Debt ...... 43 [150] Feasibility Studies - Regional ...... [151] Area A Feasibility ...... 45 [152] Area B Feasibility ...... 47 [153] Area D Feasibility ...... 49 [155] Area F Feasibility ...... 51 [540] Hillside Development Project ...... 217

Special Corporate and Administrative Services Committee – R1 Budget February 4, 2015 Page 5

BUDGET INTRODUCTION AND OVERVIEW General Manager, Planning and Development 41. Budgets – Planning Services Medium Orange Tab (200) Medium Purple Tab (500)

Page #

[200] Bylaw Enforcement ...... 53 [204] Halfmoon Bay Smoke Control ...... 56 [206] Roberts Creek Smoke Control ...... 58 [290] Animal Control ...... 79 [291] Keats Island Dog Control ...... 82 [500] Regional Planning ...... 191 [504] Rural Planning ...... 194 [515] Heritage Conservation Service ...... 202 [520] Building Inspection Services ...... 204

ADJOURNMENT

1 GIBSONS & DISTRICT PUBLIC LIBRARY 2015 (round 0) 2013 Budget 2014 Budget Actuals to Sept. 30 2014 2015 Budget Chg. % Chg/14 2014 notes 2015 notes REVENUE Description Public Support Tax Requisition SCRD - $518,188 $527,064 $394,023 $553,315 $26,251 5.0% replace server, software and 100th SCRD one time grant $10,700 $8,025 $0 -$10,700 -100.0% anniversary celebrations. Total Tax Requistion $518,188 $537,764 $402,048 $553,315 $15,551 2.9% Grants Libraries & Literacy Branch $36,722 $37,000 $37,656 $37,500 $500 1.4% Fed. Gov't summer student & youth intern Fed. Gov't summer student & youth intern Other Grants $1,300 $5,000 $11,778 $8,000 $3,000 60.0% grants grants & other misc. grants $5000 union neog. Funds carried over from in 2014 budget $5000 carried over from 2013 Specified Funds $19,000 $24,000 $24,149 $19,149 -$4,851 -20.2% 2013 for union negotations Subtotal, Grants $57,022 $66,000 $73,583 $64,649 -$1,351 -2.0% Library Revenue Fundraising & Donations $7,200 $5,000 $6,953 $6,000 $1,000 20.0% sale of cent. Bookbags/mugs email overdue notifications has reduced Fees & charges $22,150 $22,150 $13,755 $18,000 -$4,150 -18.7% overdue fees revenue Subtotal, Library Revenue $29,350 $27,150 $20,708 $24,000 -$3,150 -11.6% Total Library Generated Revenue $86,372 $93,150 $94,291 $88,649 -$4,501 -4.8% Previous Year's Operating Surplus $8,000 $1,200 $571 $500 -$700 -58.3% TOTAL REVENUE $612,560 $632,114 $496,910 $642,464 $10,350 1.6%

OPERATING EXPENSES 2013 2014 Acutals to Sept. 30 2014 2015 Chg. % Chg/14

Materials & Services Materials/databases $77,495 $78,000 $43,941 $78,000 $0 0.0% Public Internet $1,252 $1,400 $1,077 $1,475 $75 5.4% Courier to Sechelt $3,500 $3,200 $2,340 $3,200 $0 0.0% Inter-library loans $1,000 $800 $539 $800 $0 0.0%

Integrated library system and RFID $11,000 $8,000 $4,395 $7,000 -$1,000 -12.5% made large consortium purchases in 2013 TOTAL $94,247 $91,400 $52,292 $90,475 -$925 -1.0%

Programming Programming $5,434 $5,434 $4,060 $5,434 $0 0.0% InterLINK $3,988 $4,500 $4,212 $4,500 $0 0.0% Volunteer & Staff appreciation $1,000 $700 $656 $700 $0 0.0% TOTAL $10,422 $10,634 $8,928 $10,634 $0 0.0%

Office Advertising & Promotion $2,000 $2,000 $1,233 $2,000 $0 0.0% Accounting fees $8,051 $6,500 $2,608 $7,500 $1,000 15.4% increased fees Dues & Fees $1,100 $1,150 $912 $1,150 $0 0.0% Telephone & Internet $4,694 $5,200 $3,754 $5,200 $0 0.0%

Library processing supplies $6,200 $5,200 $2,232 $5,600 $400 7.7% made large consortium purchases in 2013 Office supplies & Postage $5,064 $4,600 $3,742 $4,800 $200 4.3% TOTAL $27,109 $24,650 $14,481 $26,250 $1,600 6.5%

Equipment Maintenance $1,884 $3,200 $624 $3,200 $0 0.0% computer network configuration regular maintenance scheduled

after a year on new maintenance agreement, Photocopier $4,500 $1,200 $415 $800 -$400 -33.3% No longer leasing photocopier better knowledge of yearly fees TOTAL $6,384 $4,400 $1,039 $4,000 -$400 -9.1%

Facility Hydro & Gas $21,007 $23,107 $15,095 $24,494 $1,387 6.0% projected rate increases 6% increase in 2015 Water/Sewer $350 $350 $193 $375 $25 7.1% Maintenance & Repair $17,496 $17,496 $13,481 $19,370 $1,874 10.7% rate increase plus increased services Security $500 $700 $485 $720 $20 2.9% rate increase Insurance $1,570 $1,570 $1,197 $1,300 -$270 -17.2% TOTAL $40,923 $43,223 $30,451 $46,259 $3,036 7.0%

Personnel Wages & Salaries $357,581 $363,839 $252,843 $368,839 $5,000 1.4% 1.75 CUPE increase 1.35 cupe increase EI, CPP & WCB $25,113 $25,552 $19,596 $25,500 -$52 -0.2%

MSP: 4% MSP increase. Benefits: negotiated increase, change from single to family 3% increase to MSP & MPP plus an coverage for one employee and the increase increase of $1,700 due to a correction in the in hours for one position resulting in the Benefits & Pension $42,830 $45,815 $38,680 $53,607 $7,792 17.0% library's dental benefit premiums. eligibility for full benefits. TOTAL $425,524 $435,206 $311,119 $447,946 $12,740 2.9%

Development Staff $2,600 $2,600 ($590) $2,600 $0 0.0% Board $1,850 $1,300 $557 $1,300 $0 0.0% TOTAL $4,450 $3,900 ($33) $3,900 $0 0.0%

Other Expenses

2 Union Bargaining/AMORTIZATION $5,000 $6,339 $0 -$5,000 -100.0% Other Grant $5,000 $8,824 $8,000 $3,000 60.0% TOTAL $10,000 $15,163 $8,000 -$2,000 -20.0%

CAPITAL ASSET PURCHASES $3,500 $3,000 $1,153 $5,000 $2,000 66.7% computer and furniture replacement

Total Operating $612,559 $626,413 $434,593 $642,464 $16,051 2.6% Less Library Revenue/Grants $94,372 $94,350 $94,862 $89,149 -$5,201 -5.5%

$5000 server, $700 acquisition module & CAPITAL EXPENDITURES $0 $10,700 $4,932 -$10,700 -100.0% $5000 Centennial celebration

TOTAL TAX REQUISITION $518,188 $537,764 $402,048 $553,315 $15,551 2.9% TOTAL EXPENSE $612,559 $637,113 $439,525 $642,464 $5,351 0.8%

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Library Members 6,722

Total circulation of all materials: 179,151

Circulation/open hour 79 items

Ebook &Audio book downloads 10,073

In-person visits 95,414 In-person visits/open hour 42 visits

Public Internet sessions: 6,973

Public Internet usage/open hour 3 sessions Librarywebsite visits 42,201

Total Library&Outreach programs 292

Program attendance 4,398

Most loaned book: Standing in another man’s grave by Ian Rankin

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$601,870

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$21,295

$38,899

$28,872

$73,487

$12,663

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$415,932

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$30,174

$41,698

$40,343

$85,186

$12,484

$28,674

$4,876

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REPORT

2013

1 ABCD H I J KLMNO P 1 Sechelt Public Library 2015 Budget 2 Page 1of 2 3 OPERATING BUDGET 4 2014 Budget 2014 Actual 2015 Budget NOTES 5 REVENUE 6 7 Public Support 8 SCRD - Area A 22,649 22,726 25099 2014 - Local funders support was underestimated at time 9 SCRD - Area B 90,154 97,896 101905 of submission. The SPL Funding and Agreement 2013 to 10 SCRD - Area D 51,839 54,192 58299 2018, signed in January 2014, establishes support 11 SIGD 8,380 8,899 9433 amounts until 2019. 12 District of Sechelt - Operating 311,046 314,096 332942 13 Total Public Support 484,068 497,809 527678 14 15 Province of B.C. - Public Library Services 20 Total Provincial Support 64,500 68,065 67090 21 22 Library Revenue 2015 donations calculated per four year average. 23 Community Partnerships 7,447 2000 Public printer/copier costs offset by printer/copier Donations 24 9,500 1,878 1000 revenue. 25 Printing - Copies/FAX 3,000 4,942 4000 Fines down as result of email reminders. 26 Fines 12,000 11,807 10000 Book sales now handled by Friends of the Library. 27 Book Sales/Lost Books 1,500 823 800 GIC renewed, no interest paid out. 28 Interest 200 0 300 29 Archives Administrative Service Charge 900 900 900 30 Miscellaneous Revenue 500 930 500 31 Subtotal, Library Revenue 27,600 28,726 19500 32 33 Federal Government 34 Summer Employment Grant 1 3,445 3500 35 Industry Canada - internet trainer 4,704 0 4700 36 Total 4,705 3,445 8200 37 38 TOTAL OPERATING REVENUE 580,873 598,045 622468 39 40 41 EXPENSES 42 43 Human Resources and Staff Development 44 Staff Salaries 344,000 345,649 360000 As per Collective Agreement, staff recieve 1.75 45 Payroll Taxes - CPP/EI 23,000 22,340 24200 increase 2014 and 1.35 increase 2015 46 Benefits - MSP/Extended Health 27,000 30,919 32400 Benefits - rate increase. 47 WCB Expense 550 0 650 WSB increase .18 per $100 wages 48 Pension 44,000 32,633 40000 Pension increase to 9.95% of earnings, staffing change 49 Staff and Volunteer Expenses 1,000 1,755 1,000 50 Staff Development 1,000 669 1200 51 Board Expenses 2,000 1,283 2000 52 Recruitment Costs 759 500 53 Union Expenses 388 0 54 Subtotal Personnel 442,550 436,395 461950 55 56 Materials 57 Books 50,000 35,870 59000 58 Magazines 5,500 4,900 5500 2014 Materials budget spent out - pending items, monies allocated. 2015 2Materials adjusted to 59 Preschool Kits 5,000 42 0 support the increase in e-books and e-audiobooks. 60 Audio 3,000 2,750 3000 61 Video 5,000 7,834 5000 62 On-Line Resources 6,000 8,906 9000 63 InterLINK 3,200 1,369 3200 64 Inter Library Delivery 2,000 2,508 2000 65 Subtotal Materials 79,700 64,180 86700 66 67

12 ABCD H I J KLMNO P 68 Sechelt Public Library 2015 Budget 69 EXPENSES cont'd 2014 Budget 2014 Actual 2015 Page 2 of 2 70 71 Building Off-site storage fees paid to house books . 72 Janitorial 10,300 8,818 10000 73 Insurance 5,300 4,737 5600 74 Utilities 11,900 11,372 12500 75 In-library Maintenance - supplies etc. 1,500 1,911 1600 76 Storage 2,160 2300 77 Subtotal Building 29,000 28,999 32000 78 79 80 Computer and Information Technology Services 81 Contract services (SITKA) 3,600 4,634 4600 New equipment and performance issues with 82 Internet Connections 3,000 3,695 3150 computers required extended network servicing. 83 Software 300 4,444 800 84 I.T. Support 1,000 5,100 1500 85 Subtotal Computer Services 7,900 17,873 10050 86 Computer Equipment (See also CAPITAL EXPENSES) 149 2000 87 Total Computer Services 14,600 18,022 12050 88 89 Office, Communications & Other Expenses 90 Accounting and Legal 2,800 2,700 2800 91 Consultation Services 0 0 Coin-op installed in 2015 on photocopier /printer to 92 Telephone and FAX 3,500 4,933 4000 replace honour system. 93 Bookkeeping & Payroll Costs 1,400 1,445 1200 94 Photocopier 4,500 5,909 4800 95 Fees and Dues 700 670 700 96 Miscellaneous (includes product delivery) 2,000 2,191 1700 97 Office and Processing Supplies 8,000 5,807 6000 98 Facility Improvements 1 0 0 99 Public Relations 570 564 600 100 Programming 4,000 4,310 4000 101 Postage 2,600 2,952 3000 102 Subtotal Office, Comms & Other Expenses 30,071 31,480 28800 103 104 TOTAL OPERATING EXPENSES 595,921 579,075 621500 105 NET SURPLUS (DEFICIT) OPERATING EXPENSES-15,048 18,970 968 106 107 Sechelt Public Library 2015 Budget 108 109 CAPITAL BUDGET 110 2014 Budget 2014 Actual 111 Capital Revenue 112 Transfer from Library Reserve Fund 30,000 0 Capital Revenues and Expenses are calculated by 113 Non-Cash transfer re Amortization 33,293 Accountant and will appear in the final Financial 114 Total Capital Revenue 63,293 0 Statement. The Friends of the Library have donated almost 115 15000 worth of furniture and equipment for 2014. 116 Capital Expenses 30,000 GIC is earmarked for Reading Room area 117 Furniture and Equipment 22,000 2,907 improvements and accessibility features. 118 Furniture and Equipment - Donation 0 119 Computer equipment 8,200 1,507 120 Amortization 33,293 0 121 Total Capital Expenses 63,493 4,414 122 NET SURPLUS(DEFICIT) CAPITAL EXPENSES -200 123 124 Total Operating & Capital Revenue 644,166 598,045 125 Total Operating & Capital Expenses 659,414 583,489 126 Net Surplus (Deficit) -15,248 14,556 127

13 Sechelt Public Library 2014

2014 Year in Review

INCREASES from 2013 • Public Computer Use 7%. • 226 wireless (wifi) connections per week (not historically recorded). • E-books, E-audiobooks, Digital Magazines and Digital Newspapers use 26%. • Number of Programs offered 221%. • Number of Program Attendees 121%. • New memberships for Residents 4.5%  New items added to the collection will remain approximately the same as 2013 with over 4500 new items.  Staff field an average of 1,875 questions a month. Historically, public questions to staff (which are not otherwise recorded by software) have not been counted. As of February 2014 they are being recorded. So far this year, the library has received 18,752 phone calls, emails and requests for assistance and information.  The number of new memberships for residents has grown from 472 in 2013 to 494 by the end of October 2014. However, residents living on the Coast part-time can also choose to use other library cards at the Sechelt Public Library as part of the BC One Card program. These cards are recorded in BC One Statistics and are not reflected as resident member cards use.  In BC, there has been a 14% increase in the number of programs offered to patrons and the Ministry of Education, Libraries Branch reports that patrons make heavy use of these services1.  With no increase in staffing, the Sechelt Public Library made programming a priority in 2014 and increased the number of programs by 221 %, mostly in adult programming. We are happy to report that program attendance increased from 151 children and adults in 2013 to 617 attendees in 2014. The community need for programming is evident but currently we do not have enough staff to provide adult programming or expanded children’s programming.

DECREASES from 2013 • Circulation of Print Materials 5% but 4,682 articles were viewed in the online databases and digital items noted above increased by 26%. Library use is changing. • In Person Visits 5% however, the library still experiences over 8500 visitors each month! With the overhaul of the collection, subject areas will be updated and expanded in 2015. Note: Currently, due to a lack of space, most programming is taking place outside of the library and attendees are not included in the gate count.

According to the Library Branch of the Ministry of Education total visits to libraries remain high in contrast to the number of active cardholders - suggesting that more services are available to those without cards than in the past such as programming and computer use.

1 British Columbia Ministry of Education, Libraries Branch. (2014). 2013 BC Public Library Statistics Overview. 14 Sechelt Public Library 2014

Accomplishments  A four-year Collective Agreement was signed with CUPE 391. in 2014  Five-year Funding Agreement signed by the Sechelt Public Library and its local government funding partners.  The Library is fostering a collaborative and community spirited relationship with the Gibsons and District Public Library to investigate resource sharing and cost saving measures.  Implemented new Library website.  Adult Literacy/ESL collection reviewed and Adult Literacy

e-reader created in partnership with Sunshine Coast Literacy Coalition.  Major overhaul of print collections and locations within the library to allow for growth and accessibility, including new sloped shelving for bottom shelves. Work is continuing for new magazine shelving, electrical work and lighting.  Friends of the Library purchased comfortable new chairs for the Reading Room area which meet the needs of all visitors for comfort and mobility.  With funds from the Friends of the Library, a unique collection of European Mystery Crime DVDs are being developed and have averaged over 100 check outs per month.  In collaboration with the Sunshine Coast Seed Alliance, a Seed Library was established and 58 packages of seeds were distributed. A workshop on saving seeds was also given.  Staff received defibrillator training and a defibrillator is installed in building foyer.  In partnership with the Sunshine Coast Credit Union, the library hosted a four-week Financial Literacy Workshop.  In collaboration with the District of Sechelt Arts Coordinator, local artists are showing works in the Library on a rotating basis.

Moving Forward 2015  New Strategic Plan early 2015.  Expand outreach opportunities and membership for Areas A and B.  Create a staffing model which will support needed

services such as outreach to the homebound.  Ensure that library technology supports the needs of the community.  Expand access to digital resources within the library with iPad and tablet stations.  Continue to improve accessibility with better lighting and more sloped shelving.  In collaboration with Gibsons and District Public Library, provide a consistent collection of online database resources which will be available to all residents of the Sunshine Coast from their homes.  Continue to develop unique collections not available elsewhere – local authors, shíshálh history and culture, resources to promote local food sustainability and innovative housing, distinctive entertainment opportunities in printed and digital formats.  Continue to support access to the digital education needs of the whole community.

15 Sechelt Public Library Outreach 2014

Pender Harbour Community

 Weekly courier service to the Pender Harbour Reading Room is paid for the Sechelt Public Library. Area A residents receive library items they have requested online or by phone and also use the service to return items. For 2014 the courier service will total $1085.

 110 DVDs have been loaned to the Pender Harbour Reading Room for 3-6 months depending on their usage. Residents will borrow and return DVDs to the Reading Room. This initiative was taken because the short loan term of the DVDs prohibited them from being loaned and returned via the weekly courier. This type of rotation could be achieved two or three times a year.

 The Sechelt Public Library pays for monthly internet service to the Pender Harbour Reading Room. For 2014, internet service amounts to $480.

 Sechelt Public Librarian meets regularly with Pender Harbour Reading Room representative Lori Rimes to discuss initiatives and keep the lines of communication open.

shíshálh Community

 The Library continues outreach to the mom-ay-mon preschool with on-site visits as well as library visits by the children. Story-time takes place for eight months of the year and for the first six months of 2014, 74 children and instructors have participated in story-time.

Children attending mom-ay-mon were also given library cards and library bags customized so the library card attached right onto the bag.

The library is currently visiting the day care twice a month. At the end of the story-time program, the children and our library staff sing “goodbye my friend” in English and then the whole group sings it again the shíshálh language.

 Sechelt Public Library is the lead organization for an inclusive families “books for babies” styled project in partnership with the Sunshine Coast Literacy Coalition and we are contacting the shíshálh community to ask for assistance with this initiative. The goal is to create and distribute early literacy materials to all new mothers on the Sunshine Coast which reflect the cultural and indigenous history and diversity of this area.

Page 1 of 2

16 Sechelt Public Library Outreach 2014

 A shíshálh youth group is meeting at the library on Saturday afternoons. Facilitator Nedra Greenaway expressed her appreciation for the accessible hours that the library is open which allows the group to meet here.

 The Sechelt Public Library partnered with several local organizations to present A Community Without Borders: Strategies and Stories of Inclusion and Innovation on the Sunshine Coast. The goal of the event was to welcome and celebrate diversity in our communities.

 In partnership with Coast Reads, the Library and SD46 presented a reading Fatty Legs: A True Story by authors Christy Jordan-Fenton and Margaret Pokiak-Fenton. The children’s story is a sensitive re-telling of the real life events of Margaret Pokiak-Fenton who attended a residential school. Housed at the Arts Centre, children were bussed in to attend the reading and accompanying discussion.

 The Sechelt Public Library was honoured to be a first time partner of the Aboriginal Storytelling Festival which took place in May at the Sechelt Nation Band Hall.

 All titles were purchased for the Canadian Heritage sponsored program “First Nation Communities Read 2014-2015, Aboriginal Titles Recommended for Children and Everyone.” Many of the books are printed in two languages.

Page 2 of 2

17 Roberts Creek Community Library Budget 2015 REVENUE Book sales - Annual 1,700 Book sales - General 100 Book sales - Saturday 900 Donations - overdues etc 500 Donations 300 Lost books repayment 130 Room rent 160 Misc income Computer revenue 50 Fundraising 1,200 SCRD - Grant 12,600 Transfer Interest income 145 TOTAL REVENUE 17,785

EXPENSES Books - Adult 5,200 Books - Children 1,300 Audiobooks 200 Magazines 105 Advertising 100 Cleaning 900 Computer - Internet expense 600 Office & sundry 300 Rent 7,560 Repair & maintenance 200 Supplies 50 Supplies - Processing 450 Supplies - Library misc 260 Library fixtures Telephone 560 Contingency TOTAL EXPENSE 17,785 NET 0

18 Sunshine Coast Museum Archives Society 2015 Budget

2014 2014 2015 INCOME Budgeted Actual Budget Museum funding 30,550 32,060 28,810 SCRD funding 81,000 81,000 82,000 Special Project funding 5,300 26,199 10,700 Total operating revenue 116,850 139,259 121,510 Interest income on reserves * 1,100 592 1,390 TOTAL ANNUAL INCOME 117,950 139,851 122,900

2014 2014 2015 EXPENSES Budgeted Actual Budget Advertising and promotion 1,500 883 1,300 Bank service charges 50 149 50 Computer maintenance/purchase 1,000 2,563 400 Conservation supplies 500 495 1,000 Exhibits and displays 1,200 276 1,400 Fundraising expenses 1,090 10,466 6,400 Furnishings 100 0 100 General operating 800 944 1,000 Human resources 82,400 82,447 82,060 Insurance 3,600 3,107 3,400 Legal fees and filings 100 25 50 Museum memberships 400 499 450 Office equipment 500 306 160 Office supplies 800 485 700 Postage and newsletter 400 170 200 Printing and reproduction 850 434 600 Public programming 1,500 1,522 1,500 Repairs/maintenance (premises) 700 1,403 400 Research, reprints, books 150 0 100 Restoration - artifacts 500 207 1,000 Special project expenses ** 9,480 24,098 10,700 Storage (offsite) 3,100 2,457 2,280 Utilities 5,930 5,755 6,110 Website maintenance 200 41 150 Total operating expenses 116,850 138,732 121,510 Investment of Interest on reserves * 1,100 592 1,390 TOTAL ANNUAL EXPENSES 117,950 139,324 122,900

SURPLUS (DEFICIT) 0 527 0

* Interest is reinvested, not used for operating expenses ** 2015 planned projects : Museum School (ongoing) and off-site storage facility (completion)

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I Chair and Directors fAECE VED I Sunshine Coast Regional District DEC22 2014 I 1975 Field Road I Sechelt,BC VON3A1 S.C.R.j_J Dear Sirs:

Re: 2015 Budget Submission

Enclosed is the Sunshine Coast Museum & Archive Society’s 2015 budget submission. As requested, it includes the 2014 budget and YTD actuals as of November 30.

In addition to our 2015 Operating Budget request, showing a modest increase from the 2014 grant, we are submitting a request for Capital Funding to address a problem.

The Board of Directors of the Sunshine Coast Museum & Archives Society has for some time recognized the inadequacy of our facilities for those with mobility difficulties. On our main floor we have two washrooms, neither of which is large enough to accommodate a wheelchair. We have one washroom on our second floor which is large enough, but access to our second floor for those with mobility problems is only by a path around the building to a ramp to an outside door on the second floor. The slope on both the path and the ramp is too steep.

The Town of Gibsons has, for about forty years, provided space for the Museum for a nominal rental of $1 per year. Our lease agreement provides that the Town, as landlord, will repair or replace any fixture which is broken or unworkable, but if the Society wishes to upgrade anything, it must be at the Society’s cost.

Last year the Directors of Areas A, E, &F generously provided Grants-In-Aid totaling $5,000, and the Town provided an additional $2,000. We have used these funds to contract with Architect Teryl Mullock to provide us with plans suitable to take to tender for improving accessibility to our facilities and exhibits, and to provide an estimate of the costs entailed. He has met with our committee and drawn up four concepts for possible solutions. The Board has chosen Concept A as the most practical, and Mr. Mullock has provided an estimate for the cost of the work required.

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I hazardousmaterialtesting $ 600

2 temporaryprotection $ 1500

3 ramp&sidewalkdemolition $ 1500 4 interiordemolition $ 2,000 5 roughopeningsforlift $ 2,000 6 disposal $ 800 7 concretefoundationand landing $ 2,000

8 ramp&guardrail $ 15,000

9 platformlift $ 35,000 10 plumbingroughin,fixtures,accessories $ 5,000 11 electricalroughin,fixtures $ 2,000 12 partitions,insulatedandpainted $ 7,000 13flooringandbase $ 3,500 14 makegoodceiling,wall,floorfinishes $ 1,500 15 4 nt.doorsandhardware $ 4,000 16 exteriorrampdoorandsidelite $ 1,300 17 powerdooroperator $ 1,900 18 kitchenette,workbench $ 2,500 19 10%contingency $ 8,910 20 13%overheadandprofit $ 12,741 EstimatedConstructionCost $ 110,751

21 architecturalconsulting $ 5,000 22 structuralconsulting $ 1,500

23 buildingpermitfees $ -

EstimatedSoftCosts - $ 6,500

EstimatedProjectCosts $ 117,251

TerylMullockArchitectLtd

24 25 26 27 EHC projected budget for 2015 Revenue Comments on 2014 Budget 2014 actual 2015 Budget Actuals Comments on Changes December 19, 2014

Operating grant from SCRD 29,690.75 29,902.00 29,902.00 NEW FORM OF PROMOTION OF Admission by donation and donations 3,500.00 5,896.50 5,000.00 DONATION BOX Gift shop sales or commissions 8,600.00 8,293.69 8,000.00 Memberships (we are mostly life members) 100.00 75.00 75.00 Firewood sales 400.00 500.00 500.00 Total Revenue 42,290.75 44,667.19 43,477.00

Expense

Utilities: BC Hydro 1,550.00 2,413.85 2,700.00 HYDRO INCREASES JANUARY 2014 CATCH UP BILLING Telephone and long distance 800.00 1,151.43 1,300.00 REQUIRED Included with Internet and website 200.00 0.00 0.00 Xplornet

COMBINES INTERNET Xplornet and Website 850.00 836.29 850.00 AND XPLORNET Security and alarm monitoring 500.00 378.00 400.00 Water Usage (SCRD) 0.00 205.19 205.19 Subtotal 3,900.00 4,984.76 5,455.19

Maintenance and repairs: Cleaning and washroom supplies 300.00 298.48 300.00 Just received and paid the final bill from Rona for 2014 (building supplies $109.80), along with an unexpected Building Renovations expense following our final building inspection (safety Complete (fire code, light installed in finished attic space $122.95) attic, common area trim)- final inspection Building maintenance and grounds keeping 200.00 2,848.74 500.00 approved (SCRD) Subtotal 500.00 3,147.22 800.00

Staffing: Less staff - no doubling up on training days required (for part Wages and Remittances 29,000.00 18,742.68 18,742.68 time students) Full time students University and high school students 3,000.00 5,618.60 5,700.00 hired One-time overpayment - up-to- Worksafe BC 120.00 0.00 120.00 date for 2014 Subtotal 32,120.00 24,361.28 24,562.68

Office overhead: Accounting and legal 0.00 0.00 0.00 Tourism development 0.00 0.00 0.00 Apparently we were in the Visitor's Guide last year but did not receive an invoice (nor did we pay any) for the advertising. I have paid the 2015 invoice as refected in Advertising and promotion 400.00 793.67 800.00 this change of $275.63 Insurance on building and liability 2,700.00 2,700.00 2,700.00 New printer / toners Office supplies 120.00 839.33 1,150.00 purchases Gift store supplies and inventory 2,000.00 5,098.30 5,000.00 This change reflects the tablet we just purchased to replace the ultra-expensive operating cost of our Display supplies, archives legacy 200.00 330.61 530.00 current card reading machine For some reason there was a break in our membership Confirming status of just before I (Sandra) became the manager ... I Member of Museum contacted the organization and we are reinstated as Association - members as of this month ... But the cost went up by undetermined in $5 since our membership lapsed. Dues and fees 75.00 80.00 80.00 2014 Master card, Visa, Debit, First Data Card Reader C 880.00 866.18 1,000.00 Satellite Receiver Repairs 0.00 0.00 0.00 Reserve for Expansion 0.00 0.00 2,000.00 Subtotal 6,375.00 10,708.09 13,260.00

Total Expenses 42,895.00 43,201.35 44,077.87

Surplus (Deficit) (600.87)

28 A B C D E 1 Sechelt Community Archives 2 Operating Budget 2015 3 4 5 Actuals Actuals Actuals 6 2015 Budget 2014 2013 2012 7 REVENUES 8 9 Public Support 10 SCRD - Regular Funding $ 7,400 $ 7,079 $ 7,082 $ 6,947 11 SCRD - Special Projects - Historic Homes $ 5,110 12 Total Public Support $ 7,400 $ 7,079 $ 7,082 $ 12,057 13 14 Other Revenue 15 Donations $ 215 16 Total Other Revenue $ 215 17 18 TOTAL OPERATING REVENUE $ 7,400 $ 7,079 $ 7,297 $ 12,057 19 20 21 EXPENSES 22 23 Human Resources 24 Staff Salaries $ 6,034 $ 7,433 $ 12,048 $ 6,034 25 Payroll Taxes - CPP/EI $ 155 $ 178 $ 329 $ 155 26 Total Human Resources $ 6,189 $ 7,611 $ 12,376 $ 6,188 27 28 Administrative Fees 29 Sechelt Public Library provides these services: $ 900 $ 900 $ 900 $ 900 30 Bookkeeping & Payroll Services 31 Workspace 32 Telephone 33 Insurance 34 Internet 35 Computer Hardware & Software 36 Computer IT Support 37 Photocopying 38 Librarian/Admin Support 39 Total Admin Fees $ 900 $ 900 $ 900 $ 900 40 41 42 43 44 45 46 47 48 49 50

29 A B C D E 51 Sechelt Community Archives 52 Operating Budget 2015 53 54 55 56 Operating Expenses (cont'd) Actuals Actuals Actuals 57 2015 Budget 2014 2013 2012 58 Office, Communications & Other Expenses 59 Membership fees - AABC $ 120 $ 120 $ 100 $ 100 60 Scholarship Donation - AABC $ 30 $ 30 61 Freight 62 Office Supplies $ 165 $ 165 $ 122 $ 255 63 Photo Production $ 174 64 Travel $ 487 65 Books & Literature $ 23 66 Total Office, Comms & Other Expenses $ 315 $ 338 $ 883 $ 355 67 68 TOTAL OPERATING EXPENSES $ 7,404 $ 8,849 $ 14,159 $ 7,443 69 70 71 Total Revenue $ 7,404 $ 7,079 $ 7,297 $ 12,057 72 Total Operating Expenses $ 7,404 $ 8,849 $ 14,159 $ 7,443 73 TOTAL SURPLUS/DEFICIT $ - $ (1,770) $ (6,862) $ 4,614 74 75 76 77 NOTES: 78 Line 13: Special projects monies received for Historic Homes spent over two years 2012-2013, mostly in wages for 2013. See line 26. 79 Line 26: Extra wages in 2013 ($12,048) were paid with Historic Homes special funding. 80 Line 75: Budget surplus of 2012 is offset by budget deficit of 2013. 81 This is the result of funding received in 2012 for Historic Homes project, 82 but expenditures for this project occurred in 2013.

30 ARCHIVES FUNDING 2009 1st Quarter $1,800.00 2nd Quarter $1,833.33 3rd Quarter $1,833.33 4th Quarter $1,833.34 Total $ 7,300.00

2010 1st Quarter $ 1,879.75 2nd Quarter $ 1,879.75 3rd Quarter $ 1,879.75 4th Quarter $ 1,879.75 Total $ 7,519.00

2011 1st Quarter $ 1,879.75 2nd Quarter $ 1,955.08 3rd Quarter $ 1,955.08 4th Quarter $ 1,955.09 Total $ 7,745.00

2012 1st Quarter $ 1,955.09 2nd Quarter $ 1,663.97 3rd Quarter $ 1,663.97 4th Quarter $ 1,663.97 $ 5,110.00 (one time special project funding: Historic Homes. Money spent over $ 12,057.00

2013 1st Quarter $ 1,663.97 2nd Quarter $ 1,805.01 3rd Quarter $ 1,805.01 4th Quarter $ 1,808.01 $ 7,082.00

2014 1st Quarter $ 1,805.01 2nd Quarter $ 1,758.00 3rd Quarter $ 1,758.00 4th Quarter $ 1,758.00 $ 7,079.01

31 r 2012-2013)

January 9, 2015

Steven Olmstead General Manager, Planning & Development Sunshine Coast Regional District 1975 Field Road Sechelt, BC V0N 3A1

Dear Mr. Olmstead,

Attached, please find our funding request for 2015.

As we did last year, we are also requesting a carry forward of $3000 of our 2014 Economic Development funding into the first quarter of 2014. This is to align our budget year (the calendar year) with the funding year which runs from April 1 to March 31.

We are very proud of the work we've done in the community over the last year, and feel that we have delivered a very high value for the dollars we have received from local government.

We look forward to working with you in 2015.

Sincerely,

Donna McMahon Executive Director

Location: Unit 20, 900 Gibsons Way Mailing Address: PO Box 1190 Gibsons, BC V0N 1V0 [email protected] www.gibsonschamber.com T (604)886-2325 Visitor Centre T (604)886-2374 F (604)886-2379 Toll Free (866)222-3806 [email protected] 33

SCRD 2015 Funding Submission - Page 2 of 9

Gibsons and District Chamber of Commerce SCRD BUDGET REQUEST Travel Ambassadors

The Travel Ambassadors program has operated TRAVEL AMBASSADORS since 1997, with volunteers providing travel 2014 Statistics - DRAFT information to visitors on the BC Ferries April 16 to October 13, 2014 Horseshoe Bay/Langdale run between Easter Average Average Average weekend and Thanksgiving. This program has by Total per per day per day far the largest number of contacts with visitors of Month Sailing Weekday Weekend any tourism program on the Sunshine Coast. April 1,616 15 96 112 May 4,359 18 136 153 June 4,648 19 157 161 Although it has been very successful, after 17 July 5,676 25 187 210 years it's time to re-evaluate the TA program. August 5,684 27 190 199 Volunteer recruitment is declining and the core September 4,296 20 130 149 October n/a - - - group, who were recruited as seniors, are aging out of the program. In the fall of 2014, the Total 26,279 21 149 164 Chamber hired a consultant with experience in tourism to interview the volunteers and make recommendations. Her top recommendation was to appoint or hire a Coordinator to review and restructure the program, and to create a steering committee to work with the Coordinator.

The review process will document and evaluate key relationships with partners (including BC Ferries, Glacier Media, the Sunshine Coast Map company and Sunshine Coast Tourism), examine the program's structure and composition to see what changes are required to meet the changing needs of visitors, and set up a workable organizational structure for the next few years. For instance, there are some tasks (such as loading the ferry with heavy boxes of materials) that might best be contracted out.

For 2015, we are requesting the same core amount ($1,500) that we have requested in previous years, plus an additional $3500 to cover costs associated with the review. We are also requesting the same funding from the District of Sechelt and Town of Gibsons.

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Gibsons Visitor Information Centre

The Gibsons Visitor Information Centre, operated by GDCC since 1983, is an approved Destination BC visitor centre. In 2014 it was open year round, 5 days per week in winter and 7 days per week in summer, for a total of almost 2,000 hours. The VIC operates with four paid and four volunteer staff. We added a new part-time paid staff member this year to help cover our extended summer hours.

In the spring of 2014 we launched our new website, www.gibsonsvisitorinfo.ca, which showcases our community. We are very proud of our handsome but simple and easily navigable site built on a WordPress platform.

Destination BC is cutting and restructuring tourism funding across the province. Our 2015 funding of $12,000 has been confirmed, but the future is uncertain.

It should be noted that while overall BC visitor centre traffic is down, our numbers are good. From 2004 to 2013, visits to all BC Visitor Information Centres dropped 21% overall, and 20% in the Vancouver Coast and Mountains region. During the same period the Gibsons VIC saw a 28% increase in visitors.

Our budget request of $6500 for 2015 is the same amount as previous years.

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Visitor Information Park

The Visitor Information Park, located at the top of the bypass near the Langdale Ferry Terminal, provides year-round visitor information about the entire Sunshine Coast. This is a strategic location, since almost everyone arriving (or departing) by ferry drives past it. During summer, traffic counts rise to almost 17,000 vehicles per day.

This year we re-evaluated our VIP business model, since the sale of advertising on the display panels is not covering all our expenses. We have managed to trim over $5000 from our maintenance budget, thanks in part to assistance from the SCRD (providing garbage pick-up services) and Bonniebrook Industries (who are donating porta-potty servicing). On the revenue side, we are re-configuring the ad program to sell a few large panels rather than many small ads, thus reducing commissions and administrative overhead.

Our other priority for 2015 is to improve the landscaping. In 2014 we removed the fence around the site, which had to be trimmed by hand, and thus reduced mowing costs. We have been doing other site maintenance with volunteer help, but this has proved impractical. The flowerbeds and the ditch at the side of the road are choked with weeds and becoming unsightly. We consulted a landscape designer who recommended the following measures:

 Replace the plants in the flowerbeds with large evergreen shrubs that are low maintenance.  Mulch the beds and also the roadside ditch to control weeds.  Plant a row of cedars along the back of the site to provide an attractive green backdrop to the signs, and partially screen the truck brake check area and the unattractive vacant lot beyond it. The hedge will require only minimal maintenance (annual trimming).

We are requesting a one time contribution of $1500 from the SCRD towards this project. We have requested the same amount from the District of Sechelt and will be requesting assistance in kind (hedge watering while the trees get established) from the Town of Gibsons.

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Economic Development

The Chamber undertook a number of Economic Development initiatives in 2014 in collaboration with the Town and the SCRD. We have submitted quarterly reports and will file a summary report with the SCRD at the end of Q1 2015.

We believe that the Chamber has delivered a very high value for the dollars we have received from local government. Working with a total budget of $30,000 in 2014, and leveraging our existing infrastructure and contacts in the community, we did all of the following (and more):

 Revised and updated the Gibsons region economic development website.

 Published and distributed promotional materials welcoming new businesses.

 Responded promptly and thoroughly to a hundred economic development inquiries.

 Held a Cycling Tourism workshop which led to a collaboration with the BC Cycling Coalition and Sunshine Coast/Vancouver Island cycling, tourism and economic development groups for the development of the Circle Route as an international cycle touring destination.

 Convened a working group to assist new immigrant business owners to successfully integrate into the community.

 Founded and helped run the Coast Makers Group, which supports technology workers, artists and craftspeople to experiment with new materials and technologies. As well as fostering innovation, this group is the type of amenity that will help the coast attract and retain high earning 20-50 year olds who can chose to live anywhere.

 Collaborated with organizations such as the SC Tech Hub group and the Self Employed Women's Network on professional development events and initiatives. Our business community is changing. At least 20  Liaised with economic development groups Gibsons businesses are in the process of changing including the Economic Development Assn. of hands. Above are the new owners of Codfathers BC, the Ministry of Jobs, Tourism and Skills Fish & Chips, Julia Zhao and Jintai Duan.

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SCRD 2015 Funding Submission - Page 6 of 9

Training, and Community Futures to improve the coast's profile as a destination for entrepreneurs and the self employed.

The primary cost in all of these initiatives is staff time. The Chamber's overhead is minimal since we have an existing office. Other significant costs include promotional materials, meetings, web/ IT support, and consultants (as required).

The Gibsons Chamber recognizes that the Sunshine Coast needs a broad regional economic development strategy, but we hope that the SCRD appreciates the value of all the grassroots work that is being done by existing organizations, substantially supported by volunteers in the community. The large number of organizations involved in economic development initiatives on the coast is both our biggest challenge and our biggest strength. The key to success will be collaborations that leverage our existing assets and tap into the enormous wealth of local knowledge and talent that we have.

SUMMARY OF GDCC BUDGET REQUEST

2015 SCRD Funding to Gibsons Chamber

Core Programs Travel Ambassadors $ 5,000  Annual Funding - $1,500  Program Review (one time request) - $3,500 Visitor Information Centre $ 6,500 Visitor Information Park (one time request) $ 1,500 Economic Development (see details on following pages) $ 20,000  Investor Attraction website hosting and maintenance  Economic Development inquiries  Economic Gardening  Tourism Initiatives Total $ 33,000 Other Possible Projects  Ferry Commuter Survey $ 12,000

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2015 PROJECTS

Economic Development Website  This site was rewritten and re-launched on a WordPress platform last year, which means that it is now easy and inexpensive to update. This year we will focus on getting our links out there to increase traffic and raise the profile of our region. Economic Development Inquiries  We will continue to answer inquiries and follow up whenever possible to determine the outcome, especially re businesses relocating here, or local businesses seeking assistance with planning or expansion. Economic Gardening  New Business Owners - We will continue to work with partners to identify and welcome new business owners in the community. Many businesses are changing hands due to incentives offered by the province's Provincial Nominees Program, and newcomers are arriving every month.

 Workshops - Total attendance at Chamber workshops in 2014 was over 120 people. This is a Chamber initiative, but half our the attendees are not members, so it is a good way to connect with the professional development needs of the broader business community. Workshop planning for 2015 is underway, with a survey of business owners and previous workshop attendees. We are also actively seeking opportunities to collaborate with other organizations to offer other programs.

 Business Walks are a provincially-mandated initiative where representatives of the local government and business go door to door and talk to business owners in person. We were unable to do this last year, due to a perfect storm of other commitments for Town council and staff (and the Chamber), but it is still on our radar. Tourism Initiatives  Cycling Tourism - The Chamber is working with a group of committed partners including TRAC (Transportation Choices), the BC Cycling Coalition, Powell River Cycling Coalition, Comox Valley Cycling Coalition, Sunshine Coast Tourism, Nanaimo Tourism, and Comox Valley Economic Development to develop the Circle Route as a cycle touring destination. BCCC has applied for grant funding to help move this project forward; meanwhile each region is working on addressing local priorities and challenges. On the lower coast one of our high priorities is working with local government and other partners on managing and improving our roads for all road users.

 Visitor Greeting Signs - The Chamber is working with the Town, SCRD, SC Transit and BC Ferries to put up informational signage at the Langdale ferry terminal and on the main

January 9, 2015 39

SCRD 2015 Funding Submission - Page 8 of 9

wharf in Gibsons to greet visitors arriving on foot. At present there is no directional or orientation signage in those locations.

 Marketing the Landing - We have heard repeated concerns from local business owners that Gibsons Landing is not adequately marketed in Vancouver. We will bring together key partners (retail, accommodation, and tourism businesses, local attractions and festivals) to hammer out a low cost, high octane marketing strategy for 2015, utilizing social media channels to disseminate content.

Other: Ferry Commuter Survey

In the fall of 2009, Best Coast Initiatives carried out an in-person survey of ferry commuters. The survey's goal was to determine price sensitivity of commuters to rising fares, but BCI discovered that issues relating to reliability of service were of more immediate concern. (The full 2009 survey is on the Chamber's website.)

Almost six years later, little has changed except that fares are still rising and service has actually been cut. It's time to check in again and find out what effect this is having on the commuting portion of our population and our local economy.

Data gathered by BCI and the National Household Survey suggest that 10 to 12% of the Gibsons and area workforce commutes into Vancouver. Commuters have a very significant impact on our economy, since many of their jobs are well paid relative to local opportunities, and the ability to commute allows families to locate here.

The Chamber would like to repeat the survey and expand the questions to get an even better snapshot of the commuting population in terms of its size, demographic profile, and economic impact on the coast. Understanding commuters and their needs will:

• assist with transit and transportation planning; • help target resident attraction and retention strategies; • inform discussions with BC Ferries; and • identify gaps in services or supports for commuters that might potentially be addressed.

We would hire a consultant to design the survey questions, liaise with BC Ferries, conduct the in-person interviews, analyze the results and draft the report. The Chamber, in addition to managing the project and publishing the report, would create an online version of the survey in order to expand participation as broadly as possible.

Our budget for this survey, based on a cost estimate by a qualified consultant is $12,000.

January 9, 2015 40

SCRD 2015 Funding Submission - Page 9 of 9

Gibsons & District Chamber of Commerce 2015 Budget vs 2014 Actuals to Nov. 30, 2014

2015 Budget 2014 Actuals REVENUES Memberships $31,000.00 $29,688.08 Events $2,000.00 $2,705.60 Benefit Revenues $11,000.00 $10,462.95 Racking $600.00 $680.00 Retail Sales $2,500.00 $2,837.71 Magazine & Map Distribution $3,600.00 $3,600.00 Destination BC $12,500.00 $12,500.00 SCRD $31,500.00 $23,000.00 Town of Gibsons $58,000.00 $57,000.00 District of Sechelt $5,000.00 $0.00 VIP Sponsorship Income $10,000.00 $6,230.00 Additional Grants $1,500.00 $1,419.52 Administrative Fees $13,500.00 $12,500.00 Carry Forwards to 2014 $7,500.00

TOTAL REVENUES $183,700.00 $170,123.86

EXPENSES Payroll Expenses $90,500.00 $82,862.63 General & Admin Expenses Accounting & Legal $2,400.00 $700.88 Administrative Fees $13,500.00 $12,500.00 Advertising & Promotions $5,500.00 $4,991.26 Bank Chrgs & Interest (CC Chrgs) $850.00 $881.90 Board Expenses $500.00 $339.80 Consultants, Contractors $0.00 $500.00 Computer Hardware & Software $1,100.00 $929.15 Conferences & Professional Dev. $2,100.00 $1,411.21 Copier & Copies $5,000.00 $4,157.08 Donations & Bursaries $500.00 $1,500.00 Event Expenses $2,100.00 $3,316.91 Fam Tours $1,900.00 $430.00 Insurance $4,500.00 $3,537.95 Memberships and Subscriptions $900.00 $937.02 Office Materials & Supplies $2,100.00 $1,572.09 Postage & Courier $750.00 $785.69 Printing & Coordination $1,250.00 $1,580.74 Meetings $2,450.00 $694.29 Miscellaneous $0.00 $109.08 Rent & Janitorial & Maintenance $3,800.00 $6,833.98 Retail Inventory $1,000.00 $1,104.82 Signage $1,000.00 $985.37 Storage $1,500.00 $1,176.00 Telephone & Internet $4,000.00 $3,695.99 Training and Uniforms $2,000.00 $0.00 Travel $500.00 $318.25 Utilities $550.00 $518.31 VIP Sales Commissions $0.00 $1,246.00 VIP Sign Installation $700.00 $208.65 VIP Maintenance $5,000.00 $3,833.24 Volunteer Recognition $2,600.00 $2,746.20 Web Site and IT Support $7,550.00 $4,904.25 Projects * $15,500.00 $935.00 VIP Reserve $0.00 $5,000.00 Carry forward to 2015 $100.00 $7,500.00

TOTAL EXPENSES $183,700.00 $164,743.74

NET INCOME $0.00 $5,380.12

* TA Program Review, VIP Landscaping, Signs, Web Cam

January 9, 2015 41

Sunshine Coast Tourism Box 1883 Gibsons, BC V0N 1V0 Phone: 1-866-941-3883 Email: [email protected]

Steve Olmstead General Manager, Planning & Development Sunshine Coast Regional District 1975 Field Road Sechelt BC V0N 3A1

January 2, 2014

Dear Mr. Olmstead and SCRD Board,

I am writing on behalf of Sunshine Coast Tourism to request funding for 2014 in the amount of $20,000 for destination marketing activities from the Sunshine Coast Regional District. Since this is a shared resource across the entire Sunshine Coast, we will also be approaching the District of Sechelt, the Town of Gibsons and the Sechelt Indian Government District. The total request for funding from the 4 local governments would be $43,000. This is the same request as 2013.

Sunshine Coast Tourism has been very successful in building a strong membership base and in acquiring leveraged funding from various government sources for project specific activities and are seeking further sustainable funding for our organization.

We are committed to and are proceeding with the application process for the 2% Municipal and Regional District Tax to be applied regionally to the entire Sunshine Coast. Discussions with the accommodation sector are beginning early in this new year.

Sincerely,

Celia Robben President, Sunshine Coast Tourism 604-886-1940 Email: [email protected]

42 SUNSHINE COAST TOURISM - BUDGET Fiscal Year May 1 - April 30 Actual Actual Budget Actual 2012-13 2013-14 2014-15 thru 11/30 REVENUE Memberships $ 32,647 $ 38,960 $ 35,000 $ 22,279 Local Governments $ 35,000 $ 43,000 $ 40,000 $ 41,000 Stakeholders Co-op Advertising $ 3,596 $ 15,450 $ 15,000 $ 2,955 Online Reservation System $ 4,000 Misc Projects $ 100 Provincial/Federal Project Funds Community Tourism Opportunities $ 22,999 $ 21,021 $ 21,000 $ 675 Community Access Program $ 1,949 Jobs Program $ 640 TOTAL REVENUE $ 96,291 $ 119,071 $ 115,000 $ 66,909 EXPENSES Marketing Community Tourism Opportunities $ 44,542 $ 41,892 $ 42,000 $ 16,170 General Marketing $ 18,817 $ 20,774 $ 22,000 $ 14,776 Website Maintenance $ 4,274 $ 3,593 $ 6,000 $ 3,795 $ 67,633 $ 66,259 $ 70,000 $ 34,740 Media Relations Personnel $ 22,979 $ 22,835 $ 23,000 $ 12,825 $ 22,979 $ 22,835 $ 23,000 $ 12,825 Member Services Communications $ 3,833 $ 2,020 $ 3,000 $ 1,683 $ 3,833 $ 2,020 $ 3,000 $ 1,683 Administration Staff $ 5,105 $ 3,916 $ 10,100 $ 3,650 Accounting/Bookkeeping $ 3,842 $ 4,592 $ 4,000 $ 2,865 Insurance $ 1,288 $ 1,415 $ 1,400 $ 698 Travel & Meetings $ 1,013 $ 2,267 $ 1,500 $ 765 Bank/Credit Card Fees $ 669 $ 932 $ 700 $ 461 Dues/Licences $ 90 $ 486 $ 500 $ 538 GST/HST Expense $ 1,609 $ 872 $ 800 $ 112 $ 13,617 $ 14,480 $ 19,000 $ 9,089

TOTAL EXPENSES $ 108,062 $ 105,594 $ 115,000 $ 58,337

GAIN / (LOSS) $ (11,771) $ 13,477 $ - $ 8,572

* SCT's cash budget is supplemented by $31,000 of in-kind services from City of Powell River & PRRD via 50% of Marketing Director staff position

** Local government breakdown: SCRD $20,000, Sechelt $12,800, Gibsons $7,200, SIGD $1,000

43 Sunshine Coast Tourism 2014 End of Year Update December 22, 2014

To: Nicholas Simons, City of Powell River, District of Sechelt, Town of Gibsons, Powell River Regional District, Sunshine Coast Regional District, shíshálh Nation, Skwxwù7mesh Nation, and Tla’amin Nation

Please accept this report as a summary of Sunshine Coast Tourism’s activities in 2014. Sunshine Coast Tourism (SCT) is the official Destination Marketing Organization for the Sunshine Coast. It is a non-profit society representing the tourism industry from Desolation Sound to Howe Sound. It is funded through a public-private partnership of local governments, provincial grants, and industry.

Mission Sunshine Coast Tourism’s mission is to build a strong tourism economy on the Sunshine Coast consistent with the values of residents. Sunshine Coast Tourism will:  Promote the Sunshine Coast to leisure and business travelers as a year-round destination in targeted markets through a strategic, research-based marketing strategy  Facilitate the continuing evolution of the destination  Increase awareness of the value, contribution, and importance of tourism among the government, population, and businesses on the Sunshine Coast.

Position the Destination based on our Unique Selling Propositions Unique Selling Propositions – qualities and products that set the Sunshine Coast region apart from other regions such as Victoria, the Okanagan, or Whistler

Three Unique Selling Propositions have been defined and considerable effort made so that all marketing and media relations efforts tie back to those three points. 1. A string of rural, ocean-side communities a. This is not a metropolitan area. Slow down & escape from the city. b. There are many communities to explore, each with their own character. c. The Pacific Ocean is here on our doorstep alongside stunning scenery 2. Outdoor Adventure a. Super Natural British Columbia is our attraction, not a supermall or a structured venue b. Hike, bike, sail, paddle, golf, dive, swim, climb, ski, ride...your adventure starts here surrounded in natural beauty c. A partnership of land and water activities and natural attractions 3. Arts, Culture & Heritage a. Home to three First Nations who have a remarkable story to tell & continue to develop b. Historic Townsite – national heritage district as well as our forestry and fishing heritage c. An amazing concentration of artists in all genres who live and work and are inspired by place d. Festivals and events celebrating a range of interests all year long

MARKETING CAMPAIGNS

One of our goals for the year was to increase our website traffic by delivering relevant information and featuring authentic Sunshine Coast experiences. We wanted to engage travelers in conversation via Facebook, Twitter, and launch our new presence on Instagram. #52weeksoftrails became our 2014 theme featuring weekly blog posts supported by social media. 52 trails were featured including hiking, biking, snowshoeing, skiing and paddling. Our #52weeksoftrails blog posts received more than 8,600 page views. We’ve added 1,000 Instagram followers with more than 8,000 interactions.

Traffic to www.sunshinecoastcanada.com is up by 34% at over 112,000 visits this year. Improving content is an ongoing project, with this year focused on showcasing activities and the members that provide those services. Social media channels are tools for engaging with a wider audience. Both Facebook and Twitter audiences have increased by 12% and are nearing 5,000 followers each. Both tools are used daily to interact with travellers by featuring festivals and events, members, and fabulous scenery. A picture (and even more a video) really are worth a thousand words.

March-June efforts focus on a strong push for spring travel and generating early summer reservations. We spoke directly to active travelers by attending three consumer trade shows in March 2014: Vancouver Outdoor Adventure & Travel Show, Calgary Outdoor Adventure & Travel Show, and the Saskatoon Sports & Leisure Show. Each show had attendance of 15,000-20,000 consumers. We leveraged the #52weeksoftrails theme by distributing the postcard above which highlighted a spring and summer calendar of outdoor events on the back.

45 Trade shows offer a unique opportunity to gather consumer contact information. We offered a prize which included a Sunshine Coast adventure package and in turn, collected additional emails which were added to our consumer database. We send seasonal updates to these consumers featuring Sunshine Coast events, getaway packages, and reasons to visit.

New collateral for the show included our tear-off maps showcasing major parks and trails. 10,000 maps were printed which means we will also be using these for trade shows in 2015.

These tear-off maps have also been available in Sunshine Coast Visitor Centres all year.

Part of every trade show is introducing consumers to where the Sunshine Coast is located. Our booth featured new Sunshine Coast display maps which utilized a back it LED display helping them to stand out in a crowded environment.

For the past few years, we have worked hard to collect compelling images of the region for use online and in print advertising. This year, we wanted to expand our video resources. Our marquis video is an image rich overview of the scenic Sunshine Coast and its communities. This version is targeted toward the Alberta market highlighting our mild climate and ocean landscape. It has more than 11,000 views on YouTube. For 2015, we plan to substitute the snowy introduction with a Vancouver stalled traffic commute for a BC audience. https://www.youtube.com/user/SunshineCoastTrsm

Cooperative Marketing On Board Magazine – BC Ferries

Cooperative marketing allows individual members to invest with SCT in varous projects. This is an example where SCT places a 2-page magazine feature and individual members have the option to feature their specific product within the broader message. This allows the smaller ad to have greater impact that if the business purchased a small ad themselves.

The Province – May long weekend

VCM also creates cooperative print opportunities which SCT can choose to participate. This ad was in a wider Vancouver, Coast & Mountains section just ahead of the May long weekend

47 VCM Experience Guides

VCM distributes 75,000 experience guides in visitor centres around BC, AB, and WA. They are also available at many consumer trade shows and via mail request through Destination BC.

It is an important way to showcase the Sunshine Coast alongside other regions to travellers specifically interested in travelling to Vancouver.

Our Fall Marketing Campaign turned attention to the many arts & cultural events held in September and October. This is one of a few ads used during this shoulder season campaign.

Festivals and events fill the Sunshine Coast calendar. To highlight these visitor draws, we ran full page ads in three issues of BC Musician Magazine with distribution across BC and Alberta. This print advertising was complemented by online leaderboards on http://www.bcmusicianmag.com/.

Marketing and online activities are coordinated by Paul Kamon and Annie Schroeder.

MEDIA RELATIONS

Our proactive media relation strategy encourages journalists to visit and have a rich Sunshine Coast experience and to then share with their readers. More than 80 articles featured the Sunshine Coast in newspapers, magazines, television and blogs. SCT members contribute accommodation, dining and recreational experiences as examples of what the region has to offer. If you want to follow future articles as they appear, follow us on Facebook or Twitter.

SCT opened 2014 by hosting three journalists from BC & Alberta for a winter getaway highlighting Dakota Ridge and shoulder season travel.  Mike’s Bloggity Blog – Travel: The Long Lost Art of Relaxation on BC’s Sunshine Coast  BC Living – 7 Reasons to Visit the Sunshine Coast in Winter  Vancouver Courier - Ten “S’s” of the Sunshine Coast

48  Vancouver Courier – This Green House a Sunshine Coast Experience  Mike’s Bloggity Blog – Three BC Hotels with Big Surprises!

Media visits or simply pitching journalists in Vancouver and Vancouver Island can be very helpful for highlighting upcoming festivals and events or featuring specials and packages from our members.  Vancouver Observer – Powell River Film Festival  Georgia Straight – Good Hotel Deals Abound for Victoria, Harrison, Sunshine Coast, Whistler  Vancouver Sun – Spring Break: Top 10 Excursions for your Family to Enjoy  Georgia Straight – Leap into Summer Vacation with these BC Getaways  Vancity Buzz – Synchronicity Festival: Arts in the Woods on the Sunshine Coast  Vancity Buzz – Chasing Orca Whales & Nature on the Sunshine Coast  Vancity Buzz – Synchronicity Festival Recap  Vancity Buzz – 5 Weekend Ideas for the Sunshine Coast

Other journalists are chosen to speak to specific market segments including family travel and young professionals.  Family Fun Canada – Parent’s Adventure on BC’s Sunshine Coast  Family Fun Canada – 3 Dazzling Resorts on BC’s Sunshine Coast  Trip Styler – Roam+Board: Painted Boat Resort  Stylerun – Sunshine Coast: Bring on the Beautiful  Jim Byers Travel – Fantastic Boating, Fabulous Food & Lots More

Some stories appear many months after the original visit. These stories all resulted from 2013 media visits.  Georgia Straight – Water Leads to Wilderness at Tiny Egmont on the Sunshine Coast  Hello BC – Visit Powell River for Craft Beer, History & More  Out Magazine – Honeymoon in Paradise: Vancouver  MotorHome Magazine – British Columbia’s ‘Secret’ Sunshine Coast

Mountain biking is an important ongoing storyline.  APTN underEXPOSED – Episode 2: The Coastal Crew  APTN underEXPOSED – Episode 205: Dig  BikePirate – The Chain Gang of Powell River  Pink Bike – BC Bike Race Day 3: Powell River: Oh Canada!  Freehub Magazine – BC Bike Race Day 3, Day 4, Day 5  Bike Pirate – One Day in Paradise: Sprockids & Robert’s Creek  Pink Bike – Fall Time Living at Coast Gravity Park

Other high value articles with wider distribution  Westworld – Take A Hike  Calgary Herald – Sunshine Coast’s Charm Irresistible Investment for Albertans  Orange County Register – A Canada We Don’t Know  The Oregonian – Gibsons, Seaside Village on BC Sunshine Coast, Worth the Side Trip  Northwest Travel Magazine – Epic Motorcycle Tours  The Province – Top 5 Great BC Wedding Venues SCT media relations activities are coordinated by Andrea Wickham-Foxwell, Communications Director.

49 Promote and develop product and experiences

Significant progress has been made in recent years with the following assets coming into their own as prime visitor attractions:  Sunshine Coast Trail – Canada’s longest hut to hut hiking trail  Powell River Historic Townsite – national historic district seeing great rejuvenation & investment  Dakota Ridge Winter Recreation Area – new trail opened 2014 resulting in 20km groomed ski trails and 7km marked snowshoe trails  Sunshine Coast Botanical Garden – new garden features in the works and regular programming  Powell Forest Canoe Route – improved infrastructure 2012/13; 57km route covering 8 lakes and 5 portages

The mountain bike scene is exploding with the addition of Coast Gravity Park and more and more trail signage around existing public networks. SCT has partnered with Mountain Bike BC to feature the Coast as a premier riding destination. SCT is actively working with trail societies at each end of the Coast to encourage signage, maps, and publicity to encourage visitors to access more recreational opportunities.

Craft Beer and Wine are a trend across the Pacific Northwest and the Coast is no exception. SCT will work with each of these new companies to feature these travel experiences. These experiences can be leveraged by an agritourism sector whom SCT seeks to partner with as the area agriculture plan is implemented. SCT currently features all of the regions’ farmers’ markets and looks forward to the development of the Gibsons Public Market and plans in Historic Townsite.

SCT is always happy to provide a letter of support for grant applications and to sit on various committees. Committee support was given to Dakota Ridge Advisory Committee, Gibsons Economic Development Select Committee, and the Regional Trails Strategy Committees in both halves of the region. Letters of support were provided to the Gibsons Landing Jazz Festival, One Straw, Sunshine Coast Trails Society and the SCRD’s Marine Drive Bikeway Project this year.

Provide leadership to the industry

SCT’s Marketing Director, Paul Kamon, became a founding board member of the BC Ocean Boating Tourism Association. This initiative seeks to unite provincial stakeholders in large-scale marketing and product development activities around the recreational boating sector. Paul has also been chosen to participate in a Destination BC marketing sub-committee providing recommendations for ways Destination BC funds can be leveraged with private and public sector tourism and marketing funds. Three of SCT’s board members also serve as Vancouver, Coast & Mountains Tourism Region board members.

SCT partnered with Open Door Group and Sechelt Innovations LTD to host a Career/Job Fair in Sechelt in March. 100 job seekers attended the event visiting with 13 local employers and post-secondary educational programs. One candidate signed an employment contract at the event and multiple employers said they would be arranging formal interviews.

SCT represents businesses and organizations across the tourism spectrum. The Sunshine Coast Bed and Breakfast Cottage Owners Association was a charter member of SCT. As the industry as changed and as SCT has developed over the years, the need for two separate organizations lessened. As such, SCBBCOA

50 voted this fall to dissolve its society and instead recommend that its businesses become direct members of SCT. It will also gift its remaining assets to SCT as an investment in cooperative marketing. This includes an online accommodation reservation system which SCT hopes to expand to include all types of accommodations in the region.

SCT hosted an Online Reputation Management workshop, facilitated by Destination BC as a pre-event to this year’s AGM. Sunshine Coast businesses learned how to interact with customers online, specifically through travel review sites such as TripAdvisor and Yelp but also Twitter, Facebook and Instagram.

Organizational restructuring and funding Destination BC has announced that it will no longer fund Vancouver, Coast & Mountains as a tourism region as of March 31, 2015. This will have major impact on the Sunshine Coast. SCT would not exist without the efforts of VCM which provided funding and expertise to help launch the organization a few years ago. VCM staff provided expertise and larger projects in activities including marketing, media relations and travel trade. Discussions are still underway, but we are hopeful that Destination BC will assign specific staff members to support the communities of the VCM region. Changes to traditional provincial cooperative funding projects are coming for the 2015 fiscal year. This causes SCT to be apprehensive of what provincial grants might be available to stretch our marketing dollars.

On the other hand, Destination BC has launched a new three year marketing strategy which is quite promising. The Sunshine Coast has strong product fits within some of Destination BC’s key focus areas. 2015 will be a year of a changing tourism landscape in BC and SCT will need to build new relationships and structure itself accordingly. It is more important than ever that SCT finds sustainable funding and therefore will pursue bringing the provincial additional hotel tax to the region, as so many other BC communities have. More information will be available in early 2015.

Thank you for supporting Sunshine Coast Tourism and the tourism sector. If you would like to have a discussion at one of your committee meetings, we would welcome the opportunity for dialogue.

Respectfully submitted,

Celia Robben President, Sunshine Coast Tourism On behalf of the Board of Directors

51 cl+AMBgR- oF coi./.}4FRc*e

P.O. BOX 265 MADEIRA PARK B.C.VON 2HO E-MAl L: [email protected] Website : www. penderharbou r. ca PHONE:604 8E3-2561 TOLL FREE: 1 -877 87 3-637 7

December 14,2Al4

Mr. Steven Olmstead General Manager, Planning and Development Sunshine Coast Regional District 1975 Field Road Sechelt. B. C. VON 3Al

RE: 2015 Funding Request: Visitor Information Booth Ambassadors, Visitor Information Center Washrooms and Tourism Sanitation Services

Dear Mr. Olmstead:

As requested we are submitting our 2015 funding request and providing additional supporting information and updated financials. For our ongoing pro$ams we would like to request the following fromthe SCRD: r Visitors Information Booth Ambassadors (VIB Ambassadors) $7,374.00 r Visitor Information Booth washrooms (YIB washrooms) s4,263.00 o Tourism Sanitation Services (Por|able Toilets) 82,r42.8A r Economic Development $3,500.00

The details of our requests and associated budgets are outlined in the attached revised report. I have also included a sunmary of our 2014 financial results and our proposed 2015 Budget.

Please don't hesitate to contact Kerry Milligan if anything further is required.

Sincerelv fln"*t Fry/<-- Elaine Park Treasurer - Pender Flarbour & District Chamber of Commerce

CC: Kerry Milligan Executive Director - Pe'nder Harbour and District Chamber of Commerce

Enc.

52 PENDER HARBOUR EGMONT CHAMBER OF COMMERCE 2014 actual VS 2015 budget

2013 Oct 2014 Oct 2015 Oct Difference Actual Actual Budget 2014-2015 Revenue Brochure Racking Fees 1,000 1,240 1,200 -40 Membership 6,610 6,990 6,990 0 Marquis Tent Rental 500 200 500 300 Proposed 2014 SCRD Grant - 2014 Eco. Dev. 1,500 1,500 Proposed 2015 SCRD Grant - 2015 Eco. Dev. 3,500 3,500 Chamber 2013 retained earnings 1,900 1,900 Chamber 2014 retained earnings 1,000 1,000 Chamber 2015 community fundraising 4,000 4,000 SCRD Grant - VIB Ambassador 8,172 7,642 7,374 -268 SCRD Grant - VIC Washrooms 4,800 4,800 4,263 -537 SCRD Grant - Tourism Sanitation Services 3,942 2,142 2,142 0 SCRD 2013 GIA Washroom Reno 1,800 0 0 0 SCRD 2013 GIA Shop Local 1,831 0 0 0 SCRD 2014 GIA Washroom Reno 1,200 0 -1,200 SCRD 2014 GIA Shop Local 950 0 -950 Merchant Washroom Subsidy 1,025 1,155 2,145 990 Sign Income 3,375 3,525 3,475 -50 Info Center-Guides & Maps 65 68 50 -18 Total Revenue 33,120 29,912 40,039 10,127 Expenses 2014 Economic Development 3,400 3,400 2015 Economic Development 8,500 8,500 Admin-Postage & Courier 122 152 243 91 2013 Washroom Reno 1,288 -1,288 2013 Shop Local 1,831 -1,831 2014 Washroom Reno 713 488 -225 2014 Shop Local 330 620 290 Advertising & Promotion 710 634 1,209 575 Marketing Exoense 591 564 565 1 Computer Expense 86 1,016 427 -589 Conract Labour 3,000 3,013 3,000 -13 Dues and Subsriptions 793 728 728 0 Members Benefits Program 58 -58 HST Expense 1,174 642 720 78 Info Center - Office Supplies 31 94 71 -23 Info Center - Sign Expense 102 310 -310 Info Center-Maps & Brochures 0 0 0 0 Info Center-Phone & Internet 1,363 1,708 1,440 -268 Info Center-Summer Help 9,155 9,225 9,225 0 Info Center-Utilities 950 1,300 1,300 0 Info Center-Washrooms-Clean 2,740 2,880 3,650 770 Info Center-Washroom-Supplies 1,306 1,741 1,980 239 Insurance 575 575 575 0 Meeting Expense 75 75 75 0 Office Supplies & Equipment 31 74 100 26 SCRD Porta-Potties Expense 4,178 1,613 2,142 529 Sign Maintenance 164 223 350 127 Web Page 238 70 339 269 Total Expenses 27,382 30,857 41,147 10,290

Difference 5,738 -945 -1,108

53 PENDER HARBOUR & DISTRICT CHAMBER OF COMMERCE

P.O. BOX 265 MADEIRA PARK B.C.V0N 2H0 E-MAIL: [email protected] Website: www.penderharbour.ca PHONE: 604 883-2561 TOLL FREE: 1-877 873-6377

Pender Harbour & Egmont Chamber of Commerce Report

January 26, 2015

Purpose

The following report will provide details on current programs, proposed changes to some of these programs and financial details on each.

Executive Summary

This report is based on the Pender Harbour & Egmont Chamber of Commerce approved 2013 and 2014 year over year financial results and 2015 proposed budget which are based on a financial year starting on October 1 and ending September 31. This can result in some SCRD Grants recorded as being received or spent outside the SCRD calendar year. We are reporting on the data as it appears in attached formal documentation but are providing explanatory notes referencing a Calendar year when appropriate.

We are requesting 2015 SCRD grants in support of four of our ongoing programs. They are Visitor Information Booth Ambassadors (VIB Ambassadors), Visitor Information Booth washrooms (VIB washrooms), Tourism Sanitation Services and Economic Development.

The following reports indicate that all four of these programs were supported by 2014 SCRD grants totaling $14,584.00 and our received and requested 2015 SCRD grants total $18,779.80.These figures include a $1500 SCRD Grant approved, received and spent between November and December 2014 but formally reported as 2015 transactions. A Calendar year view of the same transactions would show 2014 SCRD grants of $16,084.80 and requested 2015 SCRD grants of $17,279.80.

Three of the four 2015 grant requests are for programs which we consider being our foundation business and are funded by grants from the SCRD and internally generated Chamber revenue. These are VIB Ambassador, VIB Washrooms and Tourism Sanitation Services. Our 2014 SCRD Grants for these three programs totaled $14,584.80 and our 2015 requests total $13,779.00.

In 2014 we were successful in modestly exceeding our budgeted income through our membership and washroom recovery initiatives and controlling our expenses by use of volunteer labour to repair vandalism to our highway signs boards and our Portable Washroom enclosure in Hospital Bay. We also incurred extra expenses by responding to merchants requests to open our VIB washrooms earlier throughout the year and closing them later during the summer months. Our mitigation strategies for these three programs resulted in a related modest profit of $1,067 for 2014.

Our 2015 grant requests for these three programs show a drop of $805.00 when compared to 2014. We are planning to achieve this by maintaining our new membership numbers, increasing our sign income and increasing the amount donated to our chamber through our Madeira Park local merchants’ washroom subsidy program.

In 2014 we embarked on a fourth program identified as an Economic Development Project which we are proposing to carry on throughout 2015. In support of this discretionary project we received a grant of $1500 in December 2014 (Shown as 2015 revenue below) and supplemented this with $1900 of retained earnings from previous years. In 2015 we are proposing to complete this phase of our plan, which is developing an identity for the Pender Harbour area. We are requesting an addition 2015 Grant of $3500 to assist us in that goal.

Following is our year over year financials compared to our 2015 plan complete with narratives for each of our funding requests. Please note that our financial year and subsequent reporting is October 1 to September 31.

Our year over year financial summaries are:

Actual Actual Proposed 2013 2014 2015 VIB Ambassador Grant $ 8,172.00 $ 7,642.00 $ 7,374.00 VIB washroom Grant $ 4,800.00 $ 4,800.00 $ 4,263.00 Tourism Sanitation Services $ 1,612.80 $ 2,142.80 $ 2,142.80 2014 Economic Development $ 1,500.00 * 2015 Economic Development $ 3,500.00 Total of above Programs $14,584.80 $14,584.80 $18,779.80

*This was received and spent by December 2014

55 Details on program requests

Tourism Sanitation Services (Portable Toilets) program:

In 2010 our Chamber entered into an agreement to sponsor the facilities at Millennium Park and Hospital Bay by assuming administrative responsibilities including preparing yearly funding requests.

By 2014 the Chamber had made improvements to our Visitor Information Booth washrooms and the Harbour Association co-ordinate opening and closing hours of their washrooms to complement the Chamber efforts. This allowed us to remove the Portable Washrooms at Millennium Park in Madeira Park.

2015 Budget for Tourism Sanitation Services (Portable Toilets in Hospital Bay):

Actual Actual Proposed 2013 2014 2015 SCRD Grant $1,612.80 $2,142.80 $2,142.80 Chamber membership $ 210.00 Total Revenue $1,848.80 $2,142.80 $2,142.80

Yearly portable $1,638.80 $1,612.80 $1,612.80 Summer portable $ 210.00 $0 $ 530.00 VIB washroom Supplies $ 530.00 Total Expense $1,848.80 $2,142.80 $2,142.80

The confusion caused by the vandalism to and subsequent rebuild of the Hospital Bay portable washroom enclosure plus late communication with the Portable Washroom supplier resulted in lower than expected Tourism Sanitation Services invoices. Resulting savings were used to offset unanticipated increase in VIB washroom supplies at our Madeira Park facilities.

Portable Toilets are considered to be temporary and should be replaced by permanent washroom facility whenever possible.

The Garden Bay/Hospital Bay location is planned to be replaced by a permanent Harbour Authority sponsored facility constructed at the current location of the Portable Toilets by 2015/16. The mini park was completed in 2014 and permits are being pursued for a permanent washroom facility.

Visitor Information Booth Washrooms program (VIB washrooms)

Our Visitor Information Center is one building housing our Visitor Information Booth (VIB) and associated Visitor Information Booth washrooms (VIB washrooms). Our VIB washrooms are located in downtown Madeira Park. The

56 Chamber is responsible for the operation and overall management of the VIB washrooms.

Our goal is to provide suitable public washroom facilities until such times that public washrooms are made available to the general public by a nearby business.

In 2014 we upgraded this facility which allowed us to have consistent open and closing times, extend our hours during the summer months and ultimately respond to Local Merchant requests for even longer openings each day.

Ongoing operations are financed by a combination of volunteer management, grants from the SCRD, racking fees and voluntary contributions from merchants in the immediate area.

2015 budget for VIB Washrooms:

Actual Actual Proposed 2013 2014 2015 SCRD Grant $4,800.00 $4,800.00 $4,263.00 Racking fees $ 500.00 $ 0.00 $ 522.00 Local Merchants Donations $ 500.00 $1,155.00 $2,145.00 Total Revenue $5,800.00 $5,800.00 $6,930.00

Utilities $1,300.00 $1,300.00 $1,300.00 Washroom cleaning $3,030.00 $3,030.00 $3,650.00 Washroom Supplies $1,468.00 $1,468.00 $1,980.00 Total Expenses $5,798.00 $5,798.00 $6,930.00

Long term plans

We have upgraded our VIB washrooms to provide secure year around facilities and will operate them until public washrooms become available in a new strip mall (proposed but not funded or scheduled for construction).

Visitor Information Booth Ambassador Program

Our Visitor Information Center is one building housing our Visitor Information Booth (VIB) and associated Visitor Information Booth washrooms (VIB washrooms). Our VIB is located in downtown Madeira Park. The Chamber is responsible for the operation and overall management of the VIB Ambassador program.

57 Our goal is to welcome visitors to our area and respond to inquiries using a variety of means such as our web site, in person at our booth, by phone, by e- mail or paper pamphlets from several of our rack sites.

Ongoing operations are financed by a combination of grants from the SCRD economic development function, membership dues and voluntary contributions from merchants in the immediate area.

The VIB is staffed by paid youth members of our community who are generally High School Students or recent graduates. We are implementing a new responsibility to the Ambassadors of Social Media Management with the intent of increasing the effectiveness of our Website. In 2015 we are proposing to train volunteers to extend the VIB openings to coincide with festivals and events.

The visitors at the booth were:

Year # of inquiries 2010 1905 2011 1707 2012 1643 2013 1540 2014 1562

The number of visitors to our booth has remained static for the last two years and volunteer event organizers, festival organizers and local merchants have requested us to investigate ways to operate our VIB Ambassador Booth during special off season events.

2015 budget for VIB: Actual Actual Planned 2013 2014 2015 SCRD Grant $ 8,172.00 $ 7,642.00 $ 7,374.00 Racking fees $ 880.00 $ 1,240.00 $ 1,200.00 Membership dues $ 1,054.00 $ 1.146.00 $ 1,162.00 Signage revenue $ 1,000.00 $ 1,000.00 $ 1,000.00 Total Revenue $11,106.00 $11,028.00 $10,736.00

Office Supplies $ 71.00 $ 94.00 $ 71.00 Phone and Internet $ 1,440.00 $ 1,708.00 $ 1,440.00 Summer Help $ 9,595.00 $ 9,226.00 $ 9,226.00 Maps and Brochures $ 0.00 $ 0.00 $ 0.00 Total Expenses $11,106.00 $11,028.00 $10,736.00

58 Long term plans

We are planning to continue our operation of the VIB for many years to come and hope to eventually transition to become part of a larger visitor information on-line network and an upgraded information and rest area.

Economic Development

In 2014 we embarked on an Economic Development Project which we are proposing to carry on throughout 2015. In support of this discretionary project we received a grant of $1500 in December 2014 (Shown as 2015 revenue below) and supplemented this with $1900 of retained earnings from previous years. In 2015 we are proposing to complete this phase of our plan, which is developing an Identity for Pender Harbour. We are requesting an addition Grant of $3500 to assist us in that goal and are planning to supplement that Grant with $1000 of retained earnings from previous years and $4000 of donations expected from our planned community fund raising drive.

2015 budget for Economic Development

Actual Planned 2014 2015 SCRD 2014 Grant $ 1,500.00* Membership 2014 contribution $ 1,900.00* SCRD 2015 Grant $ 3,500.00 Membership 2015 contribution $ 1,000.00 Community 2015 donations $ 4,000.00 Total Revenue $11,900.00

2014 Eco.Dev. Workshop (act.) $ 3,400.00* 2015 – Complete Branding $ 8,500.00 Total Expense $11,900.00

*This was received and spent by end of December 2014

59 Grant in Aid

We have also received SCRD Grant in Aid support in 2013 and 2014 for our various improvement projects and are in the process of completing our plans for 2015. We plan on submitting our detailed Grant in Aid project requests in early 2015. Please note that the following report is based on our financial year of October 1 to September 31. Following are our results to date:

2015 budget for Grant in Aid (Info Only)

Actual Actual Planned 2013 2014 2015 2013 GIA Washroom Reno $ 1,800.00 2013 GIA Shop Local $ 1,831.00 2014 GIA Washroom Reno $ 1,200.00 2014 GIA Shop Local $ 950.00 2015 Economic Development TBD Total Revenue $ 3,632.00 $ 2,150.00

Washroom Reno $ 513.00 $ 2,161.00* $ 488.00* Shop Local $ 2,000.00* $ 620.00* 2015 Economic Development TBD Total Expense $ 513.00 $ 4,161.00 $ 1,108.00

*Includes November and December spending from previous years

We are in the process of finalizing Phase 2 and 3 of our economic development program, which is developing a visitor information and business attractor website plus associated print and social media marketing outlets. Our detailed business case is under development and is expected to be ready early in 2015.

PO Box 308 Madeira Park, BC V0N 2H0 Phone: 604-883-2764 FAX: 604-883-2780 [email protected]

December 16, 2014

Tina Perrault Treasurer Sunshine Coast Regional District 1975 Field Road. Sechelt, BC V0N 3A1

Dear Tina:

Attached please find our budget submission for the 2015-2016 fiscal year. We have provided:

• An overview of the current 2014-2015 facility operations budget and projections with respect to surplus/deficit. In the format requested…2014 budget; 2014 year to date actuals; and 2015 budget (Attachment A)

• Fiscal year 2015-2016 proposed financial plan (budget) identifying resources being requested from the SCRD under the Pender Harbour Health Centre Amendment Bylaw 1003.1, 2002. (Attachment B)

For 2014-2015 we received a base grant of $106,812, a 1.5% increase. That is very much appreciated. For 2014 -2015 we are managing all discretionary expenses and delaying items in repairs and maintenance where ever possible. We expect that our expenses will be $130,757 against our submitted 2014-2015 budget of $129,362. This is an unfavorable variance of ($1,359) to planned budget and will result in an expected deficit of $23,945. after applying our operating grant. We continue to seek ways to reduce costs in all areas, and have kept most areas under budget, but we have experienced sizeable increases in professional fees and utilities costs. We have also incurred increased advertising and promotion, but that has had a beneficial effect on our planned giving campaign and resulted in increased donations that have helped to cover the overall operating deficit.

We are projecting overall operational expenses for 2015-2016 at $131,303 which reflects efforts over the past few years to aggressively contain and reduce operating costs. In grant funding we are requesting an increase of 1.5% from $106,811 to $108,413. A baseline of $108,413 will enable PHHC to hold the gap between operational expenses versus grant funding and result in a projected deficit of ($22,888).

Our key capital project in 2014 was an upgrade to the heating/air conditioning for the Doctor’s wing which cost $4500. We have continued to build our capital reserves for major 61 projects and in 2015 will be installing a sprinkler system for the Health Centre. The greatest risk to the Health Centre is a fire and the subsequent loss of operations and its impact to the community. The anticipated cost will be $50,000 and we will be seeking quotes in early 2015 with intent to install in the first half of 2015. We have $40,000 set aside for this project and would appreciate support from the SCRD to help implement this major capital improvement project.

We recognize that funding remains tight and any additional assistance and support is appreciated. Please call or e-mail me if you require any further information or would like to discuss the application. Our Board feels a presentation to the budget committee is not necessary at this time. Thank you for the invitation.

Sincerely,

Rick MacDonald PHHC Administrator

CC Frank Mauro SCRD Director, Area “A” - Pender Harbour/Egmont

2 62 4J2-2014-DEC-16 CORRESPONDENCE - Pender Harbour Health Centre - 2015-2016 Budget Application ATTACHMENT B

Pender Harbour & District Health Centre PROPOSAL FOR THE 2014-15 FISCAL YEAR

Administration Cost 24,449.28 Advertising & Promotion 5,117.30 Garbage & Hazardous Waste Disposal 1,762.62 Professional Fees 6,595.61 Grounds Maintenance 5,208.26 Insurance 7,314.60 Janitor Contract & Expenses 22,664.95 Office & Small Asset Purchases 7,417.62 Postage 483.30 Repair & Maintenance 23,695.18 Society Expenses 0.00 Phone/Fax/Internet 6,311.32 Utilities 14,938.25 GST 5,344.73

TOTAL $131,303.02

REQUESTED GRANT: $108,414.18

Anticipated Deficit: $22,888.84

CAPITAL IMPROVEMENT PROJECT - 2015 Sprinkler System $50,000.00

63 4J3-2014-DEC-16 CORRESPONDENCE - Pender Harbour Health Centre - 2015-2016 Budget Application ATTACHMENT A

Pender Harbour & District Health Centre CURRENT FISCAL YEAR 2014-15

SCRD PHHC ACTUAL PROJECTED SCRD BUDGET YEAR TO DATE YEAR END DIFFERENCE BUDGET 2014-15 Nov 30 2014 TO 3/31/15 2015-16

Administration Cost 24,087.96 16,058.64 24,087.96 0.00 24,449.28 Advertising & Promotion 5,041.67 5,184.75 8,425.59 3,383.92 5,117.30 Garbage & Hazardous Waste Disposal 1,736.57 1,279.76 1,919.64 183.07 1,762.62 Professional Fees 6,498.14 1,269.95 9,269.95 2,771.81 6,595.61 Grounds Maintenance 5,131.29 2,336.00 3,504.00 -1,627.29 5,208.26 Insurance 7,206.50 0.00 6,900.00 -306.50 7,314.60 Janitor Contract & Expenses 22,330.00 14,490.00 21,735.00 -595.00 22,664.95 Office & Small Asset Purchases 7,308.00 3,893.22 5,839.83 -1,468.17 7,417.62 Postage 476.16 147.40 221.10 -255.06 483.30 Repair & Maintenance 23,345.00 14,274.21 21,411.32 -1,933.69 23,695.18 Society Expenses 0.00 0.00 0.00 0.00 0.00 Phone/Fax/Internet 6,218.05 3,568.79 5,353.19 -864.87 6,311.32 Utilities 14,717.50 7,671.28 17,500.00 2,782.50 14,938.26 GST 5,265.74 3,060.08 4,590.12 -675.62 5,344.73 TOTAL Budget 129,362.58 73,234.08 130,757.69 1,395.11 131,303.02

COMMITTED GRANT 106,812.00 106,812.00 108,414.18 Requested

DEFICIT 22,550.58 23,945.69 22,888.84

64 Pender Harbour & District Health Centre Society

Financial Statements

March 31, 2014

65 Pender Harbour & District Health Centre Society Table of Contents

March 31, 2014

Page

Independent Auditor's Report 2 - 3

Statement of Operations and Changes in Fund Balances 4

Statement of Financial Position 5

Statement of Cash Flows 6

Notes to the Financial Statements 7 - 11

1 66 67 68 Pender Harbour & District Health Centre Society Statement of Operations and Changes in Fund Balances

General Fund Capital Fund 2014 2013 For the year ended March 31

Revenues Donations $ 45,649 $ 696 $ 46,345 $ 85,748 Grants 47,470 500 47,970 43,853 Interest income 2,446 - 2,446 2,590 Membership and miscellaneous 555 - 555 445 Operating allowance 105,874 - 105,874 103,312 Rentals and fees 81,236 - 81,236 83,984 VCHA Contract 264,068 - 264,068 257,823

547,298 1,196 548,494 577,755

Expenditures Advertising and promotion 7,665 - 7,665 5,374 Amortization - 37,530 37,530 38,949 Accounting and legal 11,427 - 11,427 10,550 Administration - - - 2,000 Courier 7,413 - 7,413 6,903 Harbourside Friendships Program 3,424 - 3,424 - Insurance 10,579 - 10,579 10,216 Medical supplies 15,814 - 15,814 15,214 Office 12,315 - 12,315 10,721 Non-recoverable sales taxes 2,543 - 2,543 5,080 Repairs and maintenance 44,105 - 44,105 52,827 Program costs 43,697 - 43,697 37,140 Telephone 7,832 - 7,832 6,543 Training 5,597 - 5,597 6,881 Utilities 17,044 - 17,044 15,906 Wages and benefits 375,805 - 375,805 346,347

565,260 37,530 602,790 570,651

Other expenses Endowment gift (Note 6) 23,772 - 23,772 20,000

Excess (deficiency) of revenues over expenditures (41,734) (36,334) (78,068) (12,896)

Fund balances, beginning of year 126,584 1,174,541 1,301,125 1,314,021 Interfund transfer (Note 7) 9,455 (9,455) - -

Fund balances, end of year $ 94,305 $ 1,128,752 $ 1,223,057 $ 1,301,125

4 69 70 Pender Harbour & District Health Centre Society Statement of Cash Flows

For the year ended March 31 2014 2013

Operating activities Excess (deficiency) of revenues over expenditures $ (78,068) $ (12,896) Adjustments for Amortization 37,530 38,949

Total adjustments 37,530 38,949

(40,538) 26,053

Change in non-cash working capital items Sales taxes recoverable 3,440 5,113 Prepaid expenses (500) (159) Accounts payable and accrued liabilities 5,520 (8,546) Deferred contributions 11,407 8,352

(20,671) 30,813

Investing activities Purchase of capital assets (17,970) (7,651)

Increase (decrease) in cash (38,641) 23,162 Cash, beginning of year 230,004 206,842

Cash, end of year $ 191,363 $ 230,004

Cash consists of: Cash $ 130,465 $ 180,006 Restricted cash (Note 3) 60,898 49,998

$ 191,363 $ 230,004

6 71 Pender Harbour & District Health Centre Society Notes to the Financial Statements

March 31, 2014

1. Nature of operations

Pender Harbour & District Health Centre Society is incorporated under the Society Act of British Columbia as a non-profit organization and is a registered charity under the Income Tax Act. The Society's major activity is operating the local community health centre in Madeira Park, BC.

2. Significant accounting policies

These financial statements are prepared in accordance with Canadian accounting standards for not-for-profit organizations. The significant policies are detailed as follows:

(a) Cash equivalents

Cash equivalents consist of short term investments with an initial maturity of three months or less.

(b) Financial instruments

(i) Measurement of financial instruments

The Society initially measures its financial assets and financial liabilities at fair value adjusted by, in the case of a financial instrument that will not be measured subsequently at fair value, the amount of transaction costs directly attributable to the instrument.

The Society subsequently measures its financial assets and financial liabilities at amortized cost, except for derivates and equity securities quoted in an active market, which are subsequently measured at fair value. Forward exchange contracts and interest rate swaps that are not hedging items are measured at fair value. Changes in fair value are recognized in net income.

Financial assets measured at amortized cost include cash and externally restricted cash.

Financial liabilities measured at amortized cost include accounts payable and accrued liabilities.

(ii) Impairment

Financial assets measured at amortized cost are tested for impairment when there are indicators of possible impairment. When a significant adverse change has occurred during the period in the expected timing or amount of future cash flows from the financial asset or group of assets, a write-down is recognized in net income. The write down reflects the difference between the carrying amount and the higher of: the present value of the cash flows expected to be generated by the asset or group of assets;

the amount that could be realized by selling the assets or group of assets;

the net realizable value of any collateral held to secure repayment of the assets or group of assets.

7 72 Pender Harbour & District Health Centre Society Notes to the Financial Statements

March 31, 2014

2. Significant accounting policies, continued

When the events occurring after the impairment confirm that a reversal is necessary, the reversal is recognized in net income up to the amount of the previously recognized impairment.

The Society follows fund accounting principles. The General Fund accounts for the Society's general operations of operating the community health centre. The Capital Fund reports the assets, liabilities, revenues and expenses related to the Society's capital assets.

(d) Revenue recognition

The Society follows the deferral method of accounting for contributions. Unrestricted contributions are recognized as revenue in the year received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured. Restricted contributions for future expenses are recognized as revenue in the year in which the related expenditures are incurred. Restricted contributions for the purchase of capital assets are recognized as revenue on the same basis as the amortization expense related to the acquired capital assets. Interest, rental and other revenues are recognized using the accrual method.

(e) Capital assets

Capital assets are recorded at the original cost less related government assistance, plus any costs of betterment less accumulated amortization. Amortization has been recorded on a straight line basis over the expected useful lives of the assets at the rates indicated below. The carrying value of capital assets is written-off when the assets are sold or scrapped, or when they have no further useful economic life.

Buildings Declining balance 2.5% Equipment Declining balance 10% Computer equipment Declining balance 20%

(f) Impairment of long-lived assets

The Society tests for impairment whenever events or changes in circumstances indicate that the carrying amount of the assets may not be recoverable. Recoverability is assessed by comparing the carrying amount to the projected undiscounted future net cash flows the long- lived assets are expected to generate through their direct use and eventual disposition. When a test for impairment indicates that the carrying amount of an asset is not recoverable, an impairment loss is recognized to the extent carrying value exceeds its fair value.

(g) Income taxes

As a registered charity, the Society is exempt from taxes under Section 149 of the Income Tax Act and is able to issue donation receipts for income tax purposes. In order to maintain its status as a registered charity, the Society must meet certain requirements laid out in the Income Tax Act. In management's opinion, these requirements have been met.

8 73 Pender Harbour & District Health Centre Society Notes to the Financial Statements

March 31, 2014

2. Significant accounting policies, continued

(h) Measurement uncertainty

The preparation of financial statements in conformity with Canadian accounting standards for not-for-profit organizations requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosures of contingent liabilities at the date of the financial statements and the reported amounts of revenue and expenses during the reported period. Actual results could differ from those estimates.

3. Restricted cash

The Society's cash includes $124,644 (2013 - $126,584) of internally restricted funds consisting of $124,644 (2013 - $123,252) set aside as a contingency reserve to provide for unforeseen capital and other requirements, and internally restricted funds of nil (2013- $3,332) consisting of various deferred contributions restricted for the purpose of financing future operating costs of internal programs.

The $54,758 (2013 - $49,998) of externally restricted cash in the operating fund is the residual amount of VCHA SMART grant received during the year for the purpose of financing future operating expenses of the Pender Harbour Seniors Initiative program.

The externally restricted cash of $6,140 (2013 - nil) in the capital asset fund relates to future purchases of medical equipment pursuant to the restriction of a specific donation.

4. Tangible capital assets 2014 2013 Cost Accumulated Net Book Net Book amortization Value Value

Land $ 330,000 $ - $ 330,000 $ 330,000 Buildings 1,153,440 375,381 778,059 806,895 Equipment 91,891 54,655 37,236 33,003 Computer equipment 25,374 20,254 5,120 77

$ 1,600,705 $ 450,290 $ 1,150,415 $ 1,169,975

The total cost of property and equipment is net of related government assistance of $369,470 (2013 - $369,470).

9 74 Pender Harbour & District Health Centre Society Notes to the Financial Statements

March 31, 2014

5. Deferred contributions

Related to operating activities:

2014 2013

Balance, beginning of the year $ 74,815 $ 62,463 Less: amounts recognized as revenue during the year (315,884) (302,013) Plus: amounts received related to future years 318,487 314,365

Balance,end of the year $ 77,418 $ 74,815

Related to capital purchases:

2014 2013

Balance, beginning of the year $ 19,000 $ 23,000 Less: amounts recognized as revenue during the year (1,196) (4,000) Plus: amounts received related to the future years 10,000 -

Balance, end of the year $ 27,804 $ 19,000

6. Endowment gift

During the year, the Society transferred $23,772 (2013 - $20,000) to the Sunshine Coast Community Foundation to establish the Pender Harbour & District Health Centre Society Endowment which is an agency fund held in perpetuity by the Foundation for the benefit of the Society. As at March 31, 2014, the balance of the endowment fund capital was $224,464.

The endowment fund assets belong to the Foundation and accordingly are not recognized as an asset of the Society. The endowment fund capital is held permanently and invested in accordance with the Foundation's investment policies. Distributable earnings from the endowment fund will be paid to the Society at least once a year. Should the Society discontinue its operations, ownership of the fund will remain with Sunshine Coast Community Foundation which will use the fund to benefit other health related organizations within Area A of the Sunshine Coast Regional District. If the Foundation ceases operations the balance of the endowment fund would be returned to the Society.

The grants of distributable earnings from the endowment fund will be recognized when the amounts are known and the receipt of the grant is reasonably assured.

7. Interfund transfer

In accordance with the Board of Directors resolution, an amount of $9,455 (2013 - $7,651) was transferred from the General Fund to the Capital Fund for the purpose of acquiring property and equipment.

10 75 Pender Harbour & District Health Centre Society Notes to the Financial Statements

March 31, 2014

8. Economic dependence

The Society's operations are economically dependent on the continued support of the Vancouver Coastal Health Authority and the Sunshine Coast Regional District.

9. Comparative amounts

The financial statements have been reclassified, where applicable, to conform to the presentation used in the current year. The changes do not affect prior year earnings.

10. Financial instruments

Transactions in financial instruments may result in an entity assuming or transferring to another party one or more of the financial risks described below. The required disclosures provide information that assists users of financial statements in assessing the extent of risk related to financial instruments.

(a) Credit risk

Credit risk is the risk of financial loss as a result of a counterparty to a financial instrument failing to meet its obligations. Financial instruments that expose the Society to credit risk are cash and accounts receivable. The Society holds all of its cash with one financial institution but because it is a BC credit union, the deposits are 100% guaranteed by the Province of BC. In the opinion of management, the overall credit risk is low and not material.

(b) Liquidity risk

Liquidity risk is the risk that the Society cannot repay its obligations to creditors when they become due. the Society is exposed to liquidity risk with respect to the accounts payable. The Society keeps sufficient cash on hand to ensure that all payables can be paid as they come due and in the opinion of management, the liquidity risk is low and not material.

Interest rate risk is the risk that the value of a financial instrument could fluctuate as a result of changes in the interest rates. The Society is not exposed to interest rate risk. Fixed rate interest bearing investments subject the Society to an interest rate risk but management does not consider this risk to be significant due to the relatively short-term to maturity of any short-term investments.

(d) Currency risk

Currency risk is the risk to the Society's earnings that arises from fluctuations of foreign exchange rates and the degree of volatility of these rates. The Society does not have foreign currency transactions and therefore is not exposed to currency risk.

11 76 (b. %flhlI:&4l : 1’ RESOURCE CENTRE Dec. 18. 2014

Follow-up to Letter of Intent re: Rural Communities Information and Referral Hubs

Information and Referral: Building strong and economically viable communities by helping to bringpeople and services together.

Background: On January 21, 2014 a proposal for Economic Development funds for two pilot Information and Referral Hubs. was presented to the SCRD Board. Upon applications being submitted from Pcnder Harbour Conununity School and Halfmoon Bay Communit> School, with assistance from the Community Resource Centre. $4880.00 each for a total of $9760.00 was approved by the Area Directors for these 6 month pilot projects. This provided Information and Referral services in each community for 5 hours a week from April to October 2014.

The role of the Community Resource Centre was to initially raise the opportunity with the SCRD Board members, then upon their instruction, work with the two potential pilot groups to prepare their applications. When funding as received and the coordinators were hired. the CRC provided staff training specific to Infonnation and Referral. community resources. on-going support. assistance with the final project evaluation and reporting to the SCRD. The CRC was able to play this role through the federally funded Progress Plan.

Each pilot was deeloped separately and had distinct characteristics that reflected the needs of the pilot community. Although different. the resulting evaluations of the pilot projects underlined the economic value of this service in the pilot communities. Businesses were catalogued and people were connected to each other and clients. A sense of belonging, which research tells us is a po3erful motivatot to retain newcomers and others in the community. was enhanced.

A presentation of the enluation by the project coordinators to the Board m October was enthusiastically recei ed. At that time, Area Directors asked the Community Resource Centre to start to prepare for the upcoming economic development budget process by submitting a letter of intent for a one year budget to continue the two pilot Hubs and expand Hubs in other rural areas. We were then invited to attend the meeting at which this letter of intent was being received. Following this meeting, we received a request to provide additional information on this program. including the goals and de1ierables.

ApplIcatIons for Funding: As with the initial pilot projects. we would suggest each community ill prepare an application for consideration b) the Board with the in’ oh ement of the Area Director(s) and with support and coordination, as requested by the communities, from the staff and volunteers at the Community Resource Centre. This is not a Resource Centre Program but rather the Community Resource Centre supporting Hubs that live in the community and are designed to meet the particular community needs.

5520 TraIl Avenue, Box 1443, Sechelt BC VON 3*0 I Tel: 604.885.4088 I i.:t.:.ii7Tt’Wii L’

RJ’i 11% lnpartne,sh4p with êrnflCoa Asn*dby U)itMhi 77 • C . RESOURCE • (DfNTRE

GoaLs and Delnerables:

Goal: The goal of the Information and Referral Hubs in the Rural Communities is to help to meet the on-going need for greater access to information and referral in rural communities.

Research done through the Progress Plan highlighted the lack of easy and clear access to intormation as a serious gap in the rural communities. As demonstrated in the pilot projects dod affirmed by community and business organizations. communication. access to infornmtion and a ‘ense of belonging anchors the population of an area. People are more likely to in’ ct and stay in the community even when transportation, employment and sen ices may not be optimal.

Dehveabkc

Because the applications are genetated from the community. they will differ in their delnerables Howevet overall the deli”.erahles will plug into thc goal as presented. It is clear from the evaluations of the Pender and Halfmoon Bay projects that while they came at the goal differently. the outcome s as an improvement in access to infonnation and referral that had inspiring close-to-home economic development outcomes. (See evaluation report attachech

Request for handing:

Given the epenence with the pilots, the Board can expcct to see applications roni all fic areas at appr imately 903KW) each \t the prcsent ‘ime Halfmt’’n Bay and P.mdcr Harhout v: be uhwi:ting foi t’ full year of funding. there is interest from the Gibsons Chamber who could provide service tbr Areas E and F and tliscussions have begt’n with Area D. As the Community Resouiee Centrc iil not ha’ie funding from the Progiess Plan ‘o support this project in 2015. ‘ome fundin will necd to be assigned to help expand the Hubs, to pre’de n-ring support, to proide tnaninj and ietweking eents and ass,t with the cialoation The CRC estmates the cost to do this supp nt at approximately S5000 oi an additional S 1000 per Arca

It )L’d require additional intormation please contact: Christabelle Ku-Kardos (CRC Information and Referral Coordinaton at 1104 &(5-4088. Pat Hunt at 604 740-0105. Sue Lamb for information about the Halfmoon Bay projeco 604 989-1070 or Francine Clohosey dor the hailer Harbour projecti 604 883-2826.

Respectfully submitted.

Pat Hunt Co-chair. CRC Board

5520 Trail Avenue, Box 1443, Secheft BC VON 3*0 I Tel: 604.885.4088 I IA’h’A.:’ illi iiTi!

inparrnershlpwfth ØSwislteCoast femdtdby Cofl 78 ______

Rcs ‘!ZE The PRQGRESS Plan Progress Plan Action Group Report

Name of action group: Pender Harbour Community School — Information and Referral Project

Completed by: Patti Soos & Francine Clohosey

Description of the Key Issue(s):

• The rural geography and dark winters on the Sunshine Coast, combined with a lack of transportation options contributes to isolation.

• Newcomers report difficulties breaking into tightly-knit, well established community networks

• Women who are single, disabled or are isolated by other barriers, do not have the same supports available as women who are married or who make friends easily.

Access to information about local services and opportunities was a concern

7 am ‘ew to the c’oast, so ‘jusr getting to know people and The community. but feel it is relatve/y disconnected and i fnu it somewhat challenging to find ONE SOURCE for the ihformation / am looking for. When trying to find information. it like a

wild goose chase ‘ This ic possibly related to a lack of CENTRAL web site which is well updated; c/ear and current.”

— Female Resdent Roberts Creek The issue(s) are significant to the economic well being of Sunshine Coast women because:

Isolation is an economic risk factor • women and small business owners who lack social contacts also struggle to stay afloat financially. Because the Sunshine Coast has a small and relatively close-knit population, “word ofmouth “promotion and reputation can mean the difference between success or failure in business ventures. • Formal and informal networks of support help women access income and meet basic needs. Women who feel they “belong” often live with a spouse or family/friends who help with housing costs, transportation and/or care responsibilities. Well connected women also volunteer or participate in social groups and get “inside information” about new job openings and other opportunities. • Programs and services can help single and isolated women overcome barriers and get the support they

ue,,. , D5 Status of Women Condition Fémirune inpartnershpwsth Suis0t9e Coast Canada Canada Community Services 79 The PRQGRESS Plan need to access income and meet basic needs. • Supports available in home communities, on line and over the phone may help reduce the impact of geographic distance and transportation barriers.

Group Focus or Mandate: Build our Community Capacity to Support Each Other Currently, it is difficult for the women who require support to find those who are willing to help them, In order to overcome this barrier, project funding will be used to start-up and coordinate a shared Information Hub for online connections. • Information Hub: A shared online community database and social media tool to provide remote access to information, services, opportunities, resource people and support.

Describe your group and list the people, organizations and/or businesses represented:

Description of Current Conditions: • As we began this project, the first things we identified as priorities were to: Know what we have in place Begin to identify gaps Create a couple of simple resources

Further public awareness, expanding that ‘hub’ sense within the community, and all the othr inter- networking work can done once these fundamentals are in place.

List of other meetings, interviews, events or activities: • Gathering of information; online, by phone and in person. This involved contacting over 50 local groups and speaking personally with each group at least one time Visiting many locations from Garden Bay to Egmont, Middlepoint to Secret Cove. • Attended two Pender Harbour Advisory Council meetings and two Chamber of Commerce Board meetings • Participated on the Advisory Council’s Organizing Committee for the 1st Annual Pender Harbour Community Day, Sep 27 event Hosted an info booth featuring the Information and Referral Community Resource Directory Draft and seeking community input

Group accomplishments. What has been done so far? • An extensive Community Resource Directory has been collected including organizations, amenities and venues. This document will be kept at the Community School (all 50 pages of it!) with copies made

available to key locations — such as the PH Health Centre, Visitor Information Centre and others • We will produce a condensed version of the ‘guide’ in the form of a brochure for community distribution • We have also produced an online Community Events Calendar listing major events and festivals as well as

: Status of Women Condihon Fémnine n partnership with 5unshne Coast fundedy 80 ______

ii b The PRQGRESS Plan the ongoing regular meeting dates of community organizations This addresses an expressed need for a community planning tool. • Increased awareness of the Community School as a centralized hub for community referrals. This pilot project has helped to re-instate and legitimize the community school in this important position.

Belonging Lessons Learned:

What barriers did the group encounter?

• Finding current contact information — the breadth of information and connections in the community was larger than imagined. • Instead of barriers, we found community members more than willing to help offer information • Would have liked to have worked more directly with the Chamber of Commerce but needed to focus on non-profit services versus business due to limited timeframe • Need to explore more ways to outreach to new families and new community members

What opportunities did you identify? • Having one to one dialogues with different groups and organizations allowed us to increase our knowledge and strengthen connections within our community. • The resulting Community Day was very successful 38 groups registered and 42 showed up A sense of community pride, creativity and connections within our community was apparent. • The desire from various local “neighbourhoods” such as Garden Bay and Egmont welcoming our increased involvement. THINKING AHEAD: Your Preliminary Recommendations for the final Community Plan.

Please provide specific suggestions for how can be mproved to better meet the needs of local women. What would make a difference?

• Continue to increase our role as community referral and to have a consistent oneonone contact persor for formal and informal conversations with community members; to spend more time in the Community more often, to make face to face connections with people and organizations and at events • Track our referrals to identify needs, trends, gaps — devise a plan to do this efficiently • Present findings and share information with the Pender Harbour Advisory Council • A centralized communication system is now easy to establish (with current email contacts for all

organizations having been collected) — we can now work with the Advisory Council to get this going • Maintain a community events calendar (perhaps both physically and online) • Share our findings with BC21]. for inclusion in their referral resources and to develop a reciprocal relationship of resource sharing with BC211 • Produce and maintain a “Volunteer Job” Board at the Harbour Learning Centre (aka Community School> • Ongoing, regular connections to Regional services and other referral agencies such as the Community Resource Centre • Continue to support & participate in the annual Pender Harbour Community Day event • Organize an annual Community Picnic, perhaps rotating venue each year to include all ‘neighbourhoods’

,npartnersn;pwirh Status of ‘Nornen Condition Féne Canada Canada 81 The (1 \ PRQGRESS Plan of Pender Harbour&Egmont • More training and professional development within the lnformaton & Referral specialty to strive to reaseinterersonal skills and compassionate interactions

Thank you for taking the time to share your thoughts. This information will be used to help further the discussion at the final Community Engagement Event and to complete the final Community Plan. To view the “Community Plan., in Progress” and executive summary visit

For more information contact Michelle at 604 989 5097 or [email protected]

funded by Status of Women Condition Femmne in partnership with U 5nsh in Coast 1t Canada Canada community Services 82 • ,• The PRQGRESS Plan Progress Plan Action Group Report

Name of action group: Belonging- Information and Referral “hub”.

Completed by: Sue Lamb (Halfmoon Bay Community School Coordinator) and Wendy Pearson (Halfmoon Bay Information and Referral Centre)

Description of the Key Issue(s):

• Our community school and the Progress Plan have identified that communication, access to information and a sense of belonging are major contributors to economic well-being. This sense of belonging anchors the population of the area, especially for women with young children. Connection to community supports is effective in addressing issues of depression, social isolation and financial barriers which are key issues on the Sunshine Coast. Our rural geography combined with limited access to transportation options creates the need for improved access to information and referral services.

• Newcomers report difficulties setthng in and connecting to supports and social networks

• Access to information, services, and connection to community was a service previously provided by Haifmoon Bay Community School Association. Due to reduced funding they have been unable to provide this service over the last 2 years.

• Halfmoon Bay has a large number of home businesses with limited ability to network and make their services known.

The Progress Plan identifies isolation is an economic risk factor because: • “Women and small business owners who lack social contacts also struggle to stay afloat financially. Because the Sunshine Coast has a small and relatively close-knit population, “word of mouth” promotion and reputation can mean the difference between success or failure in business ventures.” • Formal and informal networks of support help women access income and meet basic needs. Women who feel they “belong” often live with a spouse or family/friends who help with housing costs, transportation and/or care responsibilities. Well connected women also volunteer or participate in social groups and get “inside information” about new job openings and other opportunities.

Status of Women Condition éminne f9ded b • inporrnershipwatn )‘ Canada Canada 83 IC PRQGRESS Plan

Programs and services can help single and solated women overcome harners and get the upport they need to access income and meet basic needs.

Supports available in local communities, on line and over the phone may help reduce the impact of geographic distance and transportation barriers.

Group Focus or Mandate: Build our Community Capacity to Support Each Other Project funding was used to start-up and coordinate a shared Information Hub for face to face and online connections to information, services, opportunities, resource people and support

People, organizations and/or businesses we have connected with:

• 75± Businesses • 127 individual referrals • 6 new families • Haitmoon Bay Community School • Di rector Carry Nohr • 5- Community Services 6-7- Community Organ zatrons • 5ary Years Grouns Stronstart Eav °-

Meetings, intervews, events or activities

* lldrfrnourr Bay Guuntry Fair * H sted Haltri oon Baj Gomriu y i • Attended Strorgstart regularly • Met with Welcome Beach Assoc a’ or Reps • Met with local dog walkers group • Met with HMB School Principal or mul’rple occasocs • Attended HMB Communrty School meetrng

Group accomplishments. a Creation of a local business directory • Facebook group established, 70 members to date • Helping residents connect to local businesses • Settling new families into Halfmoon Bay • Connecting families with school info over summer and during the strike . ConnectingIelcome_Beach Assooatmn wh new mernoers and families

o’ of- - Commun ty Servtces 84 ______

F The PRQGRESS P’an Supplying residents and visitors with trail info, directions, business and organization information

Belonging Lessons Learned: • New families are vulnerable and require time (1 hour minimum with repeated contact to settle in • HMB businesses were isolated without a way to connect • Face to face and individualized support is essential • Connecting in a variety of ways is vital People need to feel a part of sornetNng; that they feel welcomed and accepted to belong, they need a place (physica. and virtual) to connect. Services like HMB Info & Referral provide both. • For minimal funding, 5 hours a week. local municipalities that value connectedness can fund positions like the HMB Info & Referral Centre. • We need to broaden our perception of community spaces especially in HMB where we have no commercial centre. • Hosting community events, trail walks and potlucks bring people together, having a designatea person whose job it is to welcome them is essential

Barriers encountered: • How to help people understand our service • Couples with no children and seniors that are not connected to an established group remain hard for us to reach

Opportunities: • To create and offer a meaningful business directory to residents, like a “mini Chamber of Commerce • To re-enstate a valuable service our Community School Association could no longer provide

Recommendations:

• Use Econormc Deveopment Funds to continue ins servce to ma{ntan ecocmc ana souai cefleTtS • Continue to develop home based business network • urther development of skins through training L__

For more information contact Michelle at 604 989 5097 or micheNe@progressplanca

- ec b Status of Women Condihon Feminine in arenersn,p with Canada Canaca Commu 85 Halfmoon Bay-Chatelech Community School Association 8086 Northwood Road Halfmoon Bay, BC V0N 1Y1

January 26, 2015

Sunshine Coast Regional District 1975 Field Road Sechelt, BC V0N 3A1

Attention – Steve Olmstead

Dear Mr. Olmstead,

Re: Halfmoon Bay Information and Referral Project

Please find attached our report, and request for funds to continue the pilot project to establish the Halfmoon Bay Information and Referral Centre. This project was funded last May with the intention of increasing access to information, increased sense of belonging, and increased support to local businesses in our area.

We have seen many benefits to having dedicated staff to focus on communication, welcoming new families, connecting local businesses and coordinating community events over the past 9 months. We feel confident that with continued financial support this project can have a lasting impact on the economic wellbeing of Halfmoon Bay.

In late April we hired Wendy Pearson, a local parent, to establish an information hub at Halfmoon Bay Community School. Wendy came with a wealth of experience of volunteering in the community. She was well connected to local organizations, early learning and youth programs, the school and local businesses. She had been an active member of our Official Community Plan Steering Committee and was knowledgeable of local issues. Through your funding Wendy was given five hours per week to establish the Halfmoon Bay Information Centre working out of the school and her home, using face to face and on line approaches to provide information and create a network of local businesses. Pamphlets and local signs were developed and made available at local stores and the school. Wendy provided much needed support to new families throughout the summer and during the teachers strike.

86 -2-

Last October when we reported to you our directory had 75 businesses, 5 community services, and 6 local organizations. Wendy had established a Facebook page with 70 members and had responded to 127 individual referrals. To date those numbers have grown to over 100 businesses, 94 Facebook members receiving posts two to three times a week, and an average of 6 to 10 referrals per week by phone, email and in person. The business directory is expanding weekly.

This project has promoted volunteer participation and citizen engagement by co- hosting two multi age events with the Welcome Beach Association. Over 20 volunteers supported a summer picnic with an attendance of 61 people, and a Santa Breakfast with over 120.

The project has been able to meet several community needs in new and innovative ways. It has met the need for home based business to make themselves known to residents and connects them with each other. Connecting services to seniors has been especially rewarding. It has met the long-term desire of the school and the Welcome Beach Association to create a welcoming community for all ages. Wendy’s skill with social media as a tool has been exciting and new and has met the need for more communication. The project has brought new volunteers to the school to help with reading and homework club. Wendy has established a Library committee exploring the possibility of extending our school library to community use. A volunteer board is under construction to match residents to volunteer opportunities, and further plans with the Welcome Beach Association are underway. As stated in our previous report this project has become far more than we had imagined, bringing huge social benefits to our community and increasing economic development. We had no idea the extent of local home-based business and are excited to see our Business Directory expanding. Wendy’s skill with individual residents and families has reestablished the welcoming role our community school has been unable to fulfill since funding cuts affected staffing two and a half years ago. Co-location has been a natural fit, reducing costs and making collaboration easy. With minimal costs for phone, computer and office support the majority of funds were available to staffing a person available to meet community needs. Our Association at no cost to the project provided administration and staff support.

Our original grant was for $4,880.00 with additional funding of $2,200.00 approved in November to ensure continuation of the project into the SCRD’s next fiscal year. We are most appreciative of the opportunity to be a part of this important work and have enjoyed a strong working relationship with Pender Harbor Community School also funded last spring.

The following is a report on how funds were spent to date.

87 -3-

April 21, 2014 to January 24, 2015 (9 months)

Advertising $128.84 (signs) Office $132.72 (photocopying) Phone/Computer $675.00 Wages $4,628.38

Total $5,564.64

Our request is for funding to continue for the 2015/16 fiscal year. We think the Information Centre has many benefits for Halfmoon Bay both economically and socially. It is cost effective, and shows strong collaboration with community groups. We have kept our costs minimal waiting to ensure viability of the project. If funding is approved for the 2015/16 year we plan to again focus on staff hours to ensure Wendy’s ability to maintain service to a growing number of referrals, requests and community development opportunities.

We would like to ask for $8,000 to $10,000 for one year, based on available funds allowing $650 to $800 per month year round for staff, administration, phone, computer, brochures and more signage.

Thank you for considering our request and for all your support. This has been a most exciting project, we have learned so much.

Sincerely, Sue Lamb Coordinator, Halfmoon Bay-Chatelech Community School Association

88 SCRD STAFF REPORT

DATE: December 5, 2014

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Tina Perreault, Treasurer

RE: GIBSONS AND DISTRICT PUBLIC LIBRARY [640] – 2015 R1 BUDGET PROPOSALS

RECOMMENDATION(S)

THAT the Treasurer’s report titled “Gibsons and District Public Library [640] - 2015 R1 Budget Proposals” be received.

BACKGROUND

As part of the Base Budget Process, staff are to report potential Budget adjustments to the Board based on Budget Proposals that will allow the Board to make informed decisions regarding funding projects or service enhancements, as well as a way to reduce the budget.

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $8,263

Reason(s):

Deferred some building repairs pending facility audit. Repairs required are more extensive than budget allows.

Options (select as appropriate):

Transfer to Reserves

Transfer to Rate Stabilization

X Use for One-time Expenditure (Budget Proposal No. ___1_____)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

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2015 R1 BUDGET PROPOSALS (IN PRIORITY ORDER) 1 Proposed Enhancement / Project / Conduct FAME Facility Audit Report Reduction (Structure and Mechanical) Rating: MANDATORY - Imminent Asset Failure Geographical / Electoral Area affected E, F and TOG (specify if "Islands") 2015 Funding Implications: $10,000 Funding Source(s): 2014 Surplus and Taxation Future Financial Implications: T.B.D. Is project identified in the Strategic Plan Financial Sustainability (explain consistency with Financial Sustainability Policy and relation to Core Values in We Envision)? Staff Capacity: Treasurer, Chief Building Inspector, Purchasing Department, Building Maintenance and Asset Management Coordinator Last Fee Schedule Review (provide n/a details): Rational / Service Impacts: Conduct a comprehensive facility audit report for both the exterior building and mechanical components. The last audit was done in 2010 which concentrated on addressing basic Building Code deficiencies and the state of the building. The 2010 repair cost was estimated at $100,000 and actual came in at $70K. All code related items were done and completed in 2013. The facia and soffit issues were repaired rather than replaced. Staff did a walk through and inspection of the building in late October and inventoried several items to be addressed. The fascia and soffits are starting to fall away and water damage is extensive, with peeling and holes developing. Water is also pooling on the roof and pest control issues have increased considerably with the habitation and nesting of seagulls. Additional safety, repair and maintenance items were also identified and a plan has been developed to address.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4M-2015 R1 Budget Proposal 640 Gibsons and District Public Library.docx 90 Staff Report to Corporate and Administrative Services Committee Regarding Budget Proposals Page 3 of 3

2 Proposed Enhancement / Project / Annual Contribution to Reserves Reduction Rating: +1 Enhance both Revenue and Expenditure Geographical / Electoral Area affected E, F and TOG (specify if "Islands") 2015 Funding Implications: $50,000 Funding Source(s): Taxation Future Financial Implications: Increase to base budget and included in 2015-2019 Financial Plan Is project identified in the Strategic Plan Financial Sustainability (explain consistency with Financial Sustainability Policy and relation to Core Values in We Envision)? Staff Capacity: n/a Last Fee Schedule Review (provide n/a details): Rational / Service Impacts: To provide funding for capital maintenance and replacement. 2015 repairs will be clarified through the facility audit and it is anticipated that soffit and fascia repairs will be very costly. HVAC units are coming to the end of their useful life (20years) in 2016 (see capital plan below). Repair costs have increased and with these units and will need to be replaced in the next 2-3 years.

Five-Year Capital Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 188,556 $ 38,556 $ 88,556 $ 38,556 $ 88,556 Contributions-BP Proposal $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Building -$ 200,000 $ - $ - $ - $ - HVAC $ - $ - -$ 100,000 $ - $ - Closing Balance in Reserve $ 38,556 $ 88,556 $ 38,556 $ 88,556 $ 138,556

STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSALS IN 2015 (IN PRIORITY ORDER): 1. Conduct Facility Audit Report 2. Annual Contribution to Reserves

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4M-2015 R1 Budget Proposal 640 Gibsons and District Public Library.docx 91

SCRD STAFF REPORT

DATE: December 5, 2014

TO: Special Corporate and Administrative Services Committee – February 2015

FROM: Steven Olmstead, General Manager, Planning and Development

RE: ECONOMIC DEVELOPMENT [531-535] – 2015 R1 BUDGET

RECOMMENDATION(S)

THAT the General Manager, Planning Development’s report titled “Economic Development [531-535] - 2015 R1 Budget” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) Electoral Area A - $4,860 Electoral Area B – ($80) Electoral Area D - $110 Electoral Area E - $3,232 Electoral Area F - $16,931 Reason(s):

Options (select as appropriate): Transfer to Reserves X Transfer to Rate Stabilization-Move surplus into 2015 (options are to increase discretionary or reduce taxation) Use for One-time Expenditure (Budget Proposal No. ______) Repay Outstanding Debt (Leases) As per Section 4.4 of the SCRD Financial Sustainability Policy.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4N-2015 R1 Budget Proposal 531-535 Economic Development DRAFT.docx 92 SCRD STAFF REPORT

DATE: January 16, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Angie Legault, Manager, Legislative Services John France, Chief Administrative Officer

RE: GENERAL GOVERNMENT [110, 111, 112] – 2015 R1 BUDGET PROPOSALS

RECOMMENDATION(S)

THAT the Manager, Legislative Services’ report titled “General Government [110, 111, 112] – 2015 R1 Budget Proposals” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $60,437

Reason(s): Under expenditures in various line items, primarily office supplies, legal fees, advertising and postage

Under expenditures in various line items, primarily office supplies, legal fees, advertising and postage

Options (select as appropriate):

Transfer to Reserves

Transfer to Rate Stabilization

X Use for One-time Expenditure (Budget Proposal No. _1 )

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

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2015 R1 BUDGET PROPOSALS (IN PRIORITY ORDER) 1 Proposed Enhancement / Consultant to assist the Board and Staff in Project / Reduction developing a new strategic plan process and 2015/2018 strategic plan Rating: +2 Enhancement to Existing Service Geographical / Electoral Area Regional affected (specify if "Islands") 2015 Funding Implications: $60,000 Funding Source(s): Surplus Future Financial Implications: The current policy calls for a yearly update process. This is usually several days’ work by a consultant with Staff support, culminating in a one day review of the plan by the Board – to ensure that the plan stays relevant to the strategic outcomes envisioned by the Board. Approx.: $12,000 annually. Note: Previous strategic plan processes have cost approx. $16,000 Is project identified in the Strategic The Strategic Plan is the cornerstone for all SCRD Plan (explain consistency with activities and is driven by Board policy. Financial Sustainability Policy and relation to Core Values in We Envision)? Staff Capacity: CAO, Senior Managers, managers and staff Last Fee Schedule Review Not applicable (provide details): Rationale / Service Impacts: This complies with Board Policy. The Strategic Plan provides the vehicle by which the Board agrees on the vision, mission and medium and short term goals and objectives of the organisation. Staff are proposing a change to the strategic plan process which has three main objectives 1) a clear and concise plan framed in strategic language which outlines measureable and easily understood targets 2) a reporting out model that is clear and concise where measured progress is the main focus, and 3) a short public report card which summarizes goals, objectives and targets in an attractive “plain language” format. A report will be going to CAS in January on a proposed strategic planning process for 2015.

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2 Proposed Enhancement / Project Furniture for Director’s office / Reduction Rating: +2 Enhancement to Existing Service Geographical / Electoral Area Regional affected (specify if "Islands") 2014 Funding Implications: $12,000 Funding Source(s): Taxation Future Financial Implications: n/a Is project identified in the Strategic n/a Plan (explain consistency with Financial Sustainability Policy and relation to Core Values in We Envision)? Staff Capacity: Yes Last Fee Schedule Review (provide Not applicable details): Rationale / Service Impacts: Existing furniture not conducive for multi-person use

3 Proposed Enhancement / Project Chairs for Boardroom Table / Reduction Rating: +2 Enhancement to Existing Service Geographical / Electoral Area Taxation affected (specify if "Islands") 2014 Funding Implications: $10,000 Funding Source(s): Taxation Future Financial Implications: Anticipated life cycle 10+ years Is project identified in the Strategic n/a Plan (explain consistency with Financial Sustainability Policy and relation to Core Values in We Envision)? Staff Capacity: Yes Last Fee Schedule Review (provide Not applicable details): Rationale / Service Impacts: Chairs were purchased in 2005 and are nearing the end of their life cycle

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4 Proposed Enhancement / Project Citizen Survey (referred from 2014) / Reduction Rating: +2 Enhancement to Existing Service Geographical / Electoral Area Regional affected (specify if "Islands") 2014 Funding Implications: $25,000 Funding Source(s): Taxation Future Financial Implications: Surveys should be done on a regular basis to monitor performance and community goals Is project identified in the Strategic A survey supports the principles of collaborative Plan (explain consistency with leadership and engagement and communications Financial Sustainability Policy and by soliciting feedback from the community and/or relation to Core Values in We stakeholders to assist with strategic planning; Envision)? measuring performance; improving service, examining trends and emerging issues in the community. Staff Capacity: Yes – to coordinate project with consultant Last Fee Schedule Review: Not applicable Rationale / Service Impacts: A regularly scheduled (e.g. annual) survey would assist with measuring the performance of the organization and in developing goals. A survey would provide useful input for the new Board regarding priority setting, strategic planning and budgeting particularly in light of recent major planning initiatives e.g. PRMP and Transit Future Plan.

VEHICLE REPLACEMENT Five-Year Capital Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 Item Amount Amount Amount Amount Opening Balance in reserve $ 38,430 $ 38,430 $ 38,430 $ 38,430 Contributions Surplus $ - $ - $ - $ - Vehicle Replacement $ - $ - $ - $ - Contribution (base budget $ - $ - $ - $ - Closing Balance in Reserve $ 38,430 $ 38,430 $ 38,430 $ 38,430

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Five-Year Capital Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ - $ 6,000 $ 12,000 $ 18,000 $ 24,000 Contributions Surplus $ - $ - $ - $ - $ - Building $ - $ - $ - $ - $ - Contribution (base budget $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 Closing Balance in Reserve $ 6,000 $ 12,000 $ 18,000 $ 24,000 $ 30,000

STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSALS IN 2015 (IN PRIORITY ORDER): 1. Strategic Plan Facilitator 2. Furniture for Director’s office 3. Boardroom chairs 4. Survey

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DATE: January 2, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Angie Legault, Manager, Legislative Services

RE: ELECTORAL AREA ADMINISTRATION/ELECTIONS [130-131] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION(S) THAT the Manager, Legislative Services’ report titled “Electoral Area Administration / Elections [130-131] – 2015 R1 Budget Proposal” be received.

BACKGROUND

DISCUSSION

2013 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $13,478 Reason(s): 1. Under expenditures in various line items, as well as acclamations in Areas A and B. Options (select as appropriate): X Transfer to Reserves Transfer to Rate Stabilization Use for One-time Expenditure (Budget Proposal No. ____) Repay Outstanding Debt (Leases) As per Section 4.4 of the SCRD Financial Sustainability Policy.

Five-Year Operating Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 62,444 $ 89,922 $ 103,922 $ 117,922 $ 75,922 Contributions Surplus $ 13,478 $ - $ - $ - $ - Building $ - $ - $ - -$ 42,000 $ - Other $ 14,000 $ 14,000 $ 14,000 $ - $ 14,000 $ 89,922 $ 103,922 $ 117,922 $ 75,922 $ 89,922 Closing Balance in Reserve

98 SCRD STAFF REPORT

DATE: January 22, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Jackie Day, Manager, Financial Services

RE: FINANCIAL SERVICES [113] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION(S)

THAT the Manager, Financial Services’ report titled “Financial Services [113] – 2015 R1 Budget Proposal” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $71,476

Reason(s): Majority of surplus due to delayed hiring of Asset Manager and deferred hiring of summer student (this portion C/F to 2015). Portion of budget engagement surplus has also been carried forward to 2015. Other surplus amounts include audit fees; additional year-end extra work by auditors not required, as well as training not undertaken in 2014. Staff recommend that surplus be transferred to reserves for future software and related training needs. Options (select as appropriate): X Transfer to Reserves (for Corporate Software) Transfer to Rate Stabilization Use for One-time Expenditure (Budget Proposal No. ______) Repay Outstanding Debt (Leases) As per Section 4.4 of the SCRD Financial Sustainability Policy.

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Five-Year Operating Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 187,195 $ 33,671 $ 33,671 $ 33,671 $ 33,671 Contributions Surplus $ 71,476 $ - $ - $ - $ - Software -$ 225,000 $ - $ - $ - $ - Other $ - $ - $ - $ - $ - Closing Balance in Reserve $ 33,671 $ 33,671 $ 33,671 $ 33,671 $ 33,671

STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSALS IN 2015 (IN PRIORITY ORDER): No budget proposals being presented for [113] Financial Services in 2015. Staff are recommending that operating reserves be allocated to fund future software requirements and associated training.

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DATE: January 15, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Jackie Day, Manager, Financial Services Sharon Heppner, Manager, IT/GIS, Shane Laye, Corporate Energy Manager

RE: FIELD ROAD ADMINISTRATION BUILDING [114] – 2015 R1 BUDGET PROPOSALS

RECOMMENDATION(S)

THAT the Joint Report titled “Field Road Administration Building [114] – 2015 R1 Budget Proposals” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $14,603

Reason(s):

Small surpluses in various accounts, including hydro, property insurance, grounds maintenance. Also surplus in building repairs and maintenance for painting projects deferred to 2015.

Options (select as appropriate):

X Transfer to Reserves

Transfer to Rate Stabilization

Use for One-time Expenditure (Budget Proposal No. ______)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

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2015 R1 BUDGET PROPOSALS (IN PRIORITY ORDER) 1 Proposed Enhancement / HVAC Control Optimization Project / Reduction Rating: +2 Enhancement to Existing Service Geographical / Electoral Area A,B,D,E,F (including Islands),DOS, SIGD, TOG affected (specify if "Islands") 2015 Funding Implications: $30,000 Funding Source(s): Support Services Future Financial Implications: Is project identified in the Strategic Supports core values in We Envision to reduce Plan (explain consistency with building energy consumption, as well as the Financial Sustainability Policy and Corporate Energy and Reduction Plan as relation to Core Values in We outlined in SCRD Strategic Plan Envision)? Staff Capacity: Contracted, Corporate Energy Manager Last Fee Schedule Review n/a (provide details): Rational / Service Impacts: Optimizing the HVAC system by upgrading basic controls: a) to improve energy efficiencies (manage sequencing to run system at optimal intervals to avoid BC Hydro demand charges, as well as reducing system activity when no-one is in building (tie to building alarm). b) to improve air quality and comfort (space occupancy detection to match the temperature and ventilation levels to number of people in the space).

2 Proposed Enhancement / Board Room Sound System Upgrade Project / Reduction Rating: MANDATORY - Imminent Asset Failure Geographical / Electoral Area A,B,D,E,F (including Islands),DOS, SIGD, TOG affected (specify if "Islands") 2015 Funding Implications: $20,000 Funding Source(s): Support Services (consider option to lease) Future Financial Implications: Replacement estimated 7 years Is project identified in the Strategic Not specifically but supports the commitment to Plan? openness and transparency. Staff Capacity: Contracted and IT

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Last Fee Schedule Review n/a (provide details): Rational / Service Impacts: The current system consists of components purchased in 2003 and 2006. While some have been replaced over the last couple years due to failure, it is with the same vintage in order to maintain compatibility. Over the past year there have been problems and replacement parts are getting harder to locate. Additionally, technology has advanced significantly. A wireless option is also available at a cost of $33,000.

3 Proposed Enhancement / Board Room Video System Upgrade Project / Reduction Rating: +2 Enhancement to Existing Service Geographical / Electoral Area A,B,D,E,F (including Islands),DOS, SIGD, TOG affected (specify if "Islands") 2015 Funding Implications: $18,000 Funding Source(s): Support Services (consider option to lease) Future Financial Implications: Replacement estimated 7 years Is project identified in the Strategic Assists with Zero Waste objective in Plan (explain consistency with Sustainability Plan by reducing the amount of Financial Sustainability Policy and paper used (i.e. projecting agendas vs printing). relation to Core Values in We Supports collaborative leadership by making Envision)? government deliberations more accessible and facilitating public engagement. Staff Capacity: Contracted and IT Last Fee Schedule Review n/a (provide details): Rational / Service Impacts: The current system was installed in 2006 and is nearing end of life. Due to technological advancements, the projector is not compatible with newer standards. This proposal would include an 80” LCD for presentations and 2 60” LCD for audience/staff viewing as well as a computer to operate the units. An upgrade to a touch sensitive interactive device is available for an additional $10,000+.

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4 Proposed Enhancement / Meeting Room Upgrades (Cedar, Arbutus) Project / Reduction Rating: +2 Enhancement to Existing Service Geographical / Electoral Area A,B,D,E,F (including Islands),DOS, SIGD, TOG affected (specify if "Islands") 2015 Funding Implications: $20,000 Funding Source(s): Support Services (consider option to lease) Future Financial Implications: Estimated replacement 7 years Is project identified in the Strategic Assists with Zero Waste objective in Plan (explain consistency with Sustainability Plan by reducing the amount of Financial Sustainability Policy and paper used and supports the commitment to relation to Core Values in We openness and transparency. Envision)? Staff Capacity: Contractor and IT Last Fee Schedule Review n/a (provide details): Rational / Service Impacts: The Cedar Room system was installed in 2006 and the other two meeting rooms have no setup. A touch sensitive interactive setup in the Cedar Room would be beneficial and two 60” LCD’s for the additional two meeting rooms.

5 Proposed Enhancement / Camera Recording and Streaming Equipment Project / Reduction (referred from 2014) Rating: +3 Expansion of Existing Service Geographical / Electoral Area A,B,D,E,F (including Islands),DOS, SIGD, TOG affected (specify if "Islands") 2015 Funding Implications: $10,000 Funding Source(s): Support Services (consider option to lease) Future Financial Implications: Replacement estimated 7 years Is project identified in the Strategic Not specifically but supports collaborative Plan (explain consistency with leadership by making government deliberations Financial Sustainability Policy and more accessible and facilitates public relation to Core Values in We engagement. It also supports the commitment to Envision)? openness and transparency. Staff Capacity: Contractor and IT Last Fee Schedule Review n/a (provide details):

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Rational / Service Impacts: An option to allow for recording and streaming meetings to YouTube from a static position in the room (no zoom feature). If there is a desire to selectively edit recordings prior to release, then additional software costs, contractor and staff resources will be required – the required effort would be based on the amount of editing needed. (TBD) Video streaming and archiving would make local government business more accessible to the public. This may encourage greater engagement with community issues and the decision making process.

Five-Year Capital Reserve Plan (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 23,451 $ 58,054 $ 78,054 $ 38,054 $ 58,054 Contributions $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 Building (carpet replacement) $ - $ - -$ 60,000 $ - $ - Other 2014 Surplus $ 14,603 $ - $ - $ - $ - Closing Balance in Reserve $ 58,054 $ 78,054 $ 38,054 $ 58,054 $ 78,054 Capital reserves are for the purposes of large expenditures that will be required, including carpet replacement to be considered in 2017 and future roof repair/replacement.

STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSALS IN 2015 (IN PRIORITY ORDER): Budget Proposal 1 – HVAC Control Optimization $30,000 Budget Proposal 2 - Board Room Sound System Upgrade $20,000 Budget Proposal 3 – Board Room Video System Upgrade $18,000 Budget Proposal 4 – Meeting Room upgrades (Cedar & Arbutus) $20,000

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105 SCRD STAFF REPORT

DATE: January 14, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Gerry Parker, Manager, Human Resources

RE: HUMAN RESOURCES [115] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION(S)

THAT the Manager, Human Resource’s report titled “Human Resources [115] – 2015 R1 Budget Proposal” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $26,295

Reason(s):

Avoided legal expenses associated with an arbitration by resolving two grievances. Went without filling Manager, HR role for almost 3 months.

Options (select as appropriate):

X Transfer to Reserves ( Corporate Software)

Transfer to Rate Stabilization

X Use for One-time Expenditure (Budget Proposal No. __2 & 3______)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

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2015 R1 BUDGET PROPOSALS (IN PRIORITY ORDER) 1 Proposed Enhancement / Project / Collective Bargaining Consultant - Reduction Contingency Plan Rating: MANDATORY - Regulatory Compliance Geographical / Electoral Area affected Corporate (specify if "Islands") 2015 Funding Implications: $30,000 Funding Source(s): Reserves Future Financial Implications: Will depend on outcome of Bargaining. Is project identified in the Strategic Plan While not specifically identified as a (explain consistency with Financial project, this proposal is aligned with the Sustainability Policy and relation to Core Strategic Plan goal to “provide leadership Values in We Envision)? in financial sustainability”. Staff Capacity: Existing resources Last Fee Schedule Review (provide N/A details): Rational / Service Impacts: The current collective agreement expires at the end of December, 2015. A bargaining framework needs to be created and there are strategic reasons associated with being able to use a consultant if needed for final negotiations.

2 Proposed Enhancement / Project / North American Occupational Safety & Reduction Health Week (NAOSH – May 3-9, 2015) Rating: +2 Enhancement to Existing Service Geographical / Electoral Area affected N/A (specify if "Islands") 2015 Funding Implications: $6,000 Funding Source(s): Surplus Future Financial Implications: TBD Is project identified in the Strategic Plan Connects strongly with the values of (explain consistency with Financial “Economic Vitality” and “Health and Sustainability Policy and relation to Core Social Well-Being” with the realization of Values in We Envision)? our Mission Statement through “Healthy and diverse communities” Staff Capacity: Existing resources Last Fee Schedule Review (provide N/A details):

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Rational / Service Impacts: Safety awareness needs a ‘high profile’ boost and this is a great way to do it. By producing a series of safety related events during May 3-9, 2015, safety takes center stage and enables a focus on prevention, producing fewer and/or avoiding workplace injuries. Plan is to have activities and team apparel and film the various events, and submit a package for a potential award.

3 Proposed Enhancement / Project / Exempt Compensation Review Reduction Rating: MANDATORY - Regulatory Compliance Geographical / Electoral Area affected N/A (specify if "Islands") 2015 Funding Implications: $12,000 Funding Source(s): Surplus Future Financial Implications: TBD Is project identified in the Strategic Plan Connects strongly with the values of (explain consistency with Financial “Economic Vitality” but arose through a Sustainability Policy and relation to Core Bylaw (quote bylaw info). Values in We Envision)? Staff Capacity: Existing resources Last Fee Schedule Review (provide N/A details): Rational / Service Impacts: Compensation is a major factor to both attract and retain talent. The Bylaw compels a review every 3 years and we are overdue.

Five-Year Operating Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 119,147 $ 22,442 $ 22,442 $ 22,442 $ 22,442 Contributions $ 8,295 $ - $ - $ - $ - Software -$ 75,000 $ - $ - $ - $ - Other-Collective Barginning -$ 30,000 $ - $ - $ - $ - Closing Balance in Reserve $ 22,442 $ 22,442 $ 22,442 $ 22,442 $ 22,442

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STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSALS IN 2015 (IN PRIORITY ORDER): 1. Collective Bargaining Consultant – Contingency Plan 2. North American Occupational Safety & Health Week (NAOSH – May 3-9, 2015) 3. Exempt Compensation Review

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DATE: January 8, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Sharon Heppner, Manager, IT/GIS

RE: INFORMATION TECHNOLOGY [117] – 2015 R1 BUDGET PROPOSALS

RECOMMENDATION(S)

THAT the Manager, IT/GIS’ report titled “Information Technology [117] – 2015 R1 Budget Proposals” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $8,521

Reason(s):

Overall general savings.

Options (select as appropriate):

Transfer to Reserves

Transfer to Rate Stabilization

x Use for One-time Expenditure (Budget Proposal No. 4)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

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2015 R1 BUDGET PROPOSALS (IN PRIORITY ORDER) 1 Proposed Enhancement / Project / Storage Area Network (SAN) Replacement Reduction Rating: MANDATORY - Imminent Asset Failure Geographical / Electoral Area affected Regional (specify if "Islands") 2015 Funding Implications: $120,000 Funding Source(s): MFA Lease over 5 years Future Financial Implications: $27,000 annually for 5 years through Support Service Is project identified in the Strategic Plan Financial Sustainability: Maintain continuity (explain consistency with Financial of equipment/data storage by replacing in a Sustainability Policy and relation to Core timely, cost effective manner. Values in We Envision)? Staff Capacity: Existing. Last Fee Schedule Review (provide n/a details): Rationale / Service Impacts: From Jan 22 Board Meeting: Recommendation No. 8 AND THAT the acquisition of a SAN be approved in the amount of $120,000 funded through the Municipal Finance Authority Equipment Financing Program; AND FURTHER THAT the acquisition of a SAN in the amount of $120,000 be approved in advance of the 2015 Financial Plan. Our current SAN was purchased in August ‘07 and we have begun experiencing sporadic failure. Support for the device was officially terminated March 31, 2014 so repairs / parts are through unsupported / unauthorized channels. It is timely to replace this device with the move to new corporate software however replacement is a requirement regardless of that project.

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2 Proposed Enhancement / Project / EDRMS Annual Maintenance (line 345) Reduction Rating: MANDATORY - Regulatory Compliance Geographical / Electoral Area affected Regional (specify if "Islands") 2015 Funding Implications: $22,000 Funding Source(s): Support Services Future Financial Implications: Increase to base budget. Is project identified in the Strategic Plan Financial Sustainability: Managing corporate (explain consistency with Financial records in compliance with provincial and Sustainability Policy and relation to Core federal requirements. Values in We Envision)? Staff Capacity: Existing and contractor. Last Fee Schedule Review (provide n/a details): Rationale / Service Impacts: As per Board approval to proceed with this project in 2014, this amount is the yearly maintenance fee associated with the software.

3 Proposed Enhancement / Project / Increase in capital – software 6-117-473 Reduction Rating: +1 Maintain existing software Geographical / Electoral Area affected Regional (specify if "Islands") 2015 Funding Implications: $5,000 Funding Source(s): Increase to Base Budget Support Service increase. Future Financial Implications: Increase to base budget. Is project identified in the Strategic Plan Financial Sustainability: Continual expansion (explain consistency with Financial in additional use of software and related Sustainability Policy and relation to Core increases in cost. Values in We Envision)? Staff Capacity: Existing Last Fee Schedule Review (provide n/a details): Rationale / Service Impacts: The prevalence of software and cost of same has been increasing; due to the return of a higher US dollar, we are seeing increases that can no longer be absorbed; additionally, seeing more requests for software overall.

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4 Proposed Enhancement / Project / Consultant for Corporate Software Reduction Rating: +3 Expansion of Existing Service Geographical / Electoral Area affected Regional (specify if "Islands") 2015 Funding Implications: $10,000 Funding Source(s): Surplus & Reserves Future Financial Implications: None. Is project identified in the Strategic Plan Financial Sustainability: (explain consistency with Financial Sustainability Policy and relation to Core Values in We Envision)? Staff Capacity: Existing Last Fee Schedule Review (provide n/a details): Rationale / Service Impacts: To provide assistance and expertise with the decision to replace our corporate software.

Five-Year Capital Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 205,590 $ 590 $ 590 $ 590 $ 590 Contributions Surplus $ - $ - $ - $ - Building $ - $ - $ - $ - $ - Other - software -$ 205,000 $ - $ - $ - $ - Closing Balance in Reserve $ 590 $ 590 $ 590 $ 590 $ 590

Five-Year Operating Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 14,394 $ 14,394 $ 14,394 $ 14,394 $ 14,394 Contributions Surplus $ - $ - $ - $ - $ - Building $ - $ - $ - $ - $ - Other $ - $ - $ - $ - $ - Closing Balance in Reserve $ 14,394 $ 14,394 $ 14,394 $ 14,394 $ 14,394

STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSALS IN 2015 (IN PRIORITY ORDER): 1. SAN Replacement be authorized to proceed immediately due to potential for failure; costs slightly higher than previous year predictions due to value of Canadian dollar. 2. EDRMS Annual software maintenance as project approved by Board. 3. Increase in capital software amount due to increase software costs and additional requirements. 4. Consultant Services.

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DATE: January 8, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Sharon Heppner, Manager, IT/GIS

RE: PROPERTY INFORMATION AND MAPPING [506] – 2015 R1 BUDGET PROPOSALS

RECOMMENDATION(S)

THAT the Manager, IT / GIS’ report titled “Property Information and Mapping [506] - 2015 R1 Budget Proposals” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $10,176

Reason(s):

Additional revenue received and small annual savings in operations.

Options (select as appropriate):

X Transfer to Reserves

Transfer to Rate Stabilization

Use for One-time Expenditure (Budget Proposal No. ______)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

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2015 R1 BUDGET PROPOSALS (IN PRIORITY ORDER) 1 Proposed Enhancement / Project / Operational base budget increases – Reduction items 317 and 345. Rating: MANDATORY - Regulatory Compliance Geographical / Electoral Area affected Regional (specify if "Islands") 2015 Funding Implications: $10,000 Funding Source(s): Support Service increase. Future Financial Implications: Increase to base budget. Is project identified in the Strategic Plan Financial Sustainability: Fees passed (explain consistency with Financial down for title searches and maintain Sustainability Policy and relation to Core existing software & services to Values in We Envision)? public/staff. Staff Capacity: Existing Last Fee Schedule Review (provide n/a details): Rational / Service Impacts: Title searches now have an associated cost and are at times required for reports line 317 (+$500); software costs are based on US $ which is now higher than Cdn and overall increase in software line 345 (+$9,500)

2 Proposed Enhancement / Project / Plotter Replacement Reduction Rating: +2 Enhancement to Existing Service Geographical / Electoral Area affected Regional (specify if "Islands") 2015 Funding Implications: $12,000 Funding Source(s): Reserves Future Financial Implications: n/a Is project identified in the Strategic Plan Financial Sustainability: Maintain (explain consistency with Financial continuity of equipment by replacing in a Sustainability Policy and relation to Core timely, cost effective manner. Values in We Envision)? Staff Capacity: Existing Last Fee Schedule Review (provide n/a details): Rational / Service Impacts: In five years there are significant changes and improvements in technology. While the current printer is still operational, it will soon be in a position where repairs will become necessary and costly. It is recommended that we continue replacement on a 5 year cycle.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4U-2015 R1 Budget Proposal 506 PIMS FINAL.docx 115 Staff Report to Corporate and Administrative Services Committee Regarding Budget Proposals Page 3 of 3

DOUBLE CLICK ON SPREADSHEET BELOW TO ENTER DATA Five-Year Capital Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 23,485 $ 21,661 $ 21,661 $ 21,661 $ 21,661 Contributions Surplus $ 10,176 $ - $ - $ - $ - Building $ - $ - $ - $ - $ - Plotter BP #2 -$ 12,000 $ - $ - $ - $ - Closing Balance in Reserve $ 21,661 $ 21,661 $ 21,661 $ 21,661 $ 21,661

STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSALS IN 2015 (IN PRIORITY ORDER): 1. Operational base budget increases. 2. Plotter replacement.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4U-2015 R1 Budget Proposal 506 PIMS FINAL.docx 116 SCRD STAFF REPORT

DATE: January 8, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Sharon Heppner, Manager, IT/GIS

RE: CIVIC ADDRESSING [510] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION(S)

THAT the Manager, IT/GIS’ report titled “Civic Addressing [510] – 2015 R1 Budget Proposal” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $6,572

Reason(s):

Additional revenue received.

Options (select as appropriate):

x Transfer to Reserves

Transfer to Rate Stabilization

Use for One-time Expenditure (Budget Proposal No. ______)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4V-2015 R1 Budget Proposal 510 Civic Addressing FINAL.docx 117 Staff Report to Corporate and Administrative Services Committee Regarding Budget Proposals Page 2 of 2

2015 R1 BUDGET PROPOSALS (IN PRIORITY ORDER) 1 Proposed Enhancement / Project / Increase to total value in fee’s and additions Reduction to operational line items. Rating: +1 Enhance both Revenue and Expenditure Geographical / Electoral Area affected Service encompasses entire Sunshine (specify if "Islands") Coast 2015 Funding Implications: $2,150 Funding Source(s): Fees Future Financial Implications: Increase to base budget/fees if insufficient revenues. Is project identified in the Strategic Plan Financial Sustainability: Maintain public (explain consistency with Financial awareness of civic addressing and enhance Sustainability Policy and relation to public safety. Core Values in We Envision)? Staff Capacity: Existing Last Fee Schedule Review (provide 2013 details): Rational / Service Impacts: In 2014 we undertook a successful advertising campaign to raise awareness – recommend maintaining & increase operational budget line 335 (+$1,400); software costs not allocated to this function line 345 (+$500); costs for producing &/or distributing address maps to emergency services line 350 (+$100); increased contribution for vehicle usage line 320/458 (+$150); increase revenue line 109 (+$2,150)

Five-Year Capital Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 15,738 $ 7,310 $ 7,310 $ 7,310 $ 7,310 Contributions Surplus $ 6,572 $ - $ - $ - $ - Building $ - $ - $ - $ - $ - Other - software -$ 15,000 $ - $ - $ - $ - Closing Balance in Reserve $ 7,310 $ 7,310 $ 7,310 $ 7,310 $ 7,310

STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSAL IN 2015 (IN PRIORITY ORDER): 1. Operational base budget increases.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4V-2015 R1 Budget Proposal 510 Civic Addressing FINAL.docx 118

SCRD STAFF REPORT

DATE: December 5, 2014

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Tina Perreault, Treasurer

RE: SUNSHINE COAST REGIONAL HOSPITAL DISTRICT [118] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION(S)

THAT the Treasurer’s report titled “Sunshine Coast Regional Hospital District [118] – 2015 R1 Budget Proposal” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $2,565

Reason(s): Lower than anticipated administration costs, such as audit, travel, and meeting expenses. Options (select as appropriate): Transfer to Reserves Transfer to Rate Stabilization Use for One-time Expenditure (Reduce SCRHD administration for 2015) Repay Outstanding Debt (Leases) As per Section 4.4 of the SCRD Financial Sustainability Policy.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4W-2015 R1 Budget Proposal 118 Sunshine Coast Regional Hospital District FINAL.docx 119

SCRD STAFF REPORT

DATE: December 5, 2014

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Tina Perreault, Treasurer

RE: RURAL AREAS GRANT-IN-AID [121-129] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION(S)

THAT the Treasurer’s report titled “Rural Areas Grant-in-Aid [121-129] – 2015 R1 Budget Proposal” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) Electoral Area A - $4,473 Electoral Area B - $7,116 ($3,000 Carry-forward – Halfmoon Bay Hall) Electoral Areas E and F - $5,000 Greater Gibsons Community Participation - $11,083 Electoral Area D - $11,234 ($8,000 Carry-forward – Roberts Creek Community Garden Project) Electoral Area E - $3,545 Electoral Area F - $1,048 Reason(s):

Options (select as appropriate): Transfer to Reserves Transfer to Rate Stabilization Use for One-time Expenditure (Budget Proposal No. ______) Repay Outstanding Debt (Leases) As per Section 4.4 of the SCRD Financial Sustainability Policy.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4X-2015 R1 Budget Proposal 121-129 Rural Areas Grant-in-Aid - FINAL.docx 120

SCRD STAFF REPORT

DATE: January 20, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Jackie Day, Manager, Financial Services

RE: FEASIBILITY AREA A [151] – 2015 R1

RECOMMENDATION(S)

THAT the Manager, Financial Services’ report titled “Feasibility Area A [151] – 2015 R1” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) ($151)

Rational: A small deficit resulted from expenses associated with temporary operating permit to move bus from fleet maintenance yard. Options (select as appropriate): Transfer to Reserves Transfer to Rate Stabilization Use for One-time Expenditure (Budget Proposal No. ______) Repay Outstanding Debt (Leases) As per Section 4.4 of the SCRD Financial Sustainability Policy.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4Y-2015 R1 Budget Proposal 151 Feasibility Area A FINAL.docx 121

SCRD STAFF REPORT

DATE: January 20, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Jackie Day, Manager, Financial Services Bryan Shoji, General Manager, Infrastructure Services

RE: FEASIBILITY AREA B [152] – 2015 R1

RECOMMENDATION(S)

THAT the Joint Report titled “Feasibility Area B [152] – 2015 R1” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $24,807 Rational: Surplus resulting from the cancellation of the curbside recycling service RFP due to excessive cost and opting out of the MMBC curbside recycling incentive program (res. #302/14). Staff request direction regarding surplus related to the pilot for curbside recycling. Options include a refund to taxpayers for Area B, or a transfer to reserves for the purpose of funding future feasibility studies for Area B. Options (select as appropriate): Transfer to Reserves Transfer to Rate Stabilization Use for One-time Expenditure (Budget Proposal No. ______) Refund taxation collected to Area B taxpayers As per Section 4.4 of the SCRD Financial Sustainability Policy.

STAFF RECOMMEND :No budget proposals are being presented for [152] Feasibility Area B in 2015, however direction is required regarding surplus in the amount of $24,807 related to the pilot for curbside recycling project. Options include refunding funds collected through taxation to Area B, or to transfer funds into a reserve, to be used for future feasibility studies within Area B.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4Z-2015 R1 Budget Proposal 152 Feasibility Area B FINAL.docx 122

SCRD STAFF REPORT

DATE: January 20, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Jackie Day, Manager, Financial Services Bryan Shoji, General Manager, Infrastructure Services

RE: FEASIBILITY AREA D [153] – 2015 R1

RECOMMENDATION(S)

THAT the Joint Report titled “Feasibility Area D [153] – 2015 R1” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $24,807 Rational: Surplus resulting from the cancellation of the curbside recycling service RFP due to excessive cost and opting out of the MMBC curbside recycling incentive program (res. #302/14). Staff request direction regarding surplus related to the pilot for curbside recycling. Options include a refund to taxpayers for Area D, or a transfer to reserves for the purpose of funding future feasibility studies for Area D. Options (select as appropriate): Transfer to Reserves Transfer to Rate Stabilization Use for One-time Expenditure (Budget Proposal No. ______) Refund taxation collected to Area D taxpayers As per Section 4.4 of the SCRD Financial Sustainability Policy.

STAFF RECOMMEND: No budget proposals are being presented for [153] Feasibility Area D in 2015, however direction is required regarding surplus in the amount of $24,807 related to the pilot for curbside recycling project. Options include refunding funds collected through taxation to Area D, or to transfer funds into a reserve, to be used for future feasibility studies within Area D.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4AA-2015 R1 Budget Proposal 153 Feasibility Area D FINAL.docx 123 Staff Report to Corporate and Administrative Services Committee Regarding Budget Proposal Page 2 of 2

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4AA-2015 R1 Budget Proposal 153 Feasibility Area D FINAL.docx

124 SCRD STAFF REPORT

DATE: January 12, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Paul Preston, Chief Building Inspector and Bylaw Manager

RE: BYLAW ENFORCEMENT [200] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION

THAT the Chief Building Inspector and Bylaw Manager’s report titled “Bylaw Enforcement [200] – 2015 R1 Budget Proposal” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $867 Reason(s):

Options (select as appropriate): X Transfer to Reserves Transfer to Rate Stabilization Use for One-time Expenditure (Budget Proposal No. ______) Repay Outstanding Debt (Leases) As per Section 4.4 of the SCRD Financial Sustainability Policy.

Five-Year Operating Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 4,277 $ 0 $ 0 $ 0 $ 0 2014 Surplus $ 867 $ - $ - $ - $ - Corporate Software -$ 5,144 $ - $ - $ - $ - Other $ - $ - $ - $ - $ - Closing Balance in Reserve $ 0 $ 0 $ 0 $ 0 $ 0

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4BB-2015 R1 Budget Proposal 200 Bylaw Enforcement FINAL.docx 125 Staff Report to Corporate and Administrative Services Committee Regarding Bylaw Enforcement [200] R1 Budget Page 2 of 2

Five-Year Vehicle Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 29,090 $ 34,090 $ 34,090 $ 34,090 $ 34,090 Contributions Surplus $ - $ - $ - $ - $ - Building $ - $ - $ - $ - $ - Annual Contribution $ 5,000 $ - $ - $ - $ - $ 34,090 $ 34,090 $ 34,090 $ 34,090 $ 34,090 Closing Balance in Reserve

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4BB-2015 R1 Budget Proposal 200 Bylaw Enforcement FINAL.docx

126

SCRD STAFF REPORT

DATE: January 20, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Steve Olmstead, General Manager, Planning and Development

RE: HALFMOON BAY SMOKE CONTROL [204] – 2015 R1 BUDGET

RECOMMENDATION(S)

THAT the General Manager, Planning and Development’s report titled “Halfmoon Bay Smoke Control [204] – 2015 R1 Budget” be received.

BACKGROUND

DISCUSSION

2014 PROJECT YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $2,675 Reason(s): Expenditures lower than proposed budget. Options (select as appropriate): Transfer to Reserves X Transfer to Rate Stabilization (Offset Taxation in 2015 & Future Years) Use for One-time Expenditure (Budget Proposal No. ______) Repay Outstanding Debt (Leases) As per Section 4.4 of the SCRD Financial Sustainability Policy.

Five-Year Rate Stabilization Plan (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $0 $1,130 $1,130 $1,130 $1,130 Contributions (2014 Surplus) $2,675 $0 $0 $0 $0 Reduce 2015 Taxation ($1,545) $0 $0 $0 $0 Closing Balance in Reserve $1,130 $1,130 $1,130 $1,130 $1,130

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4CC-2015 R1 Budget Proposal 204 HMB Smoke Control FINAL.docx 127 SCRD STAFF REPORT

DATE: January 12, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Paul Preston, Chief Building Inspector and Bylaw Manager

RE: ANIMAL CONTROL [290] – 2015 R1 BUDGET

RECOMMENDATION(S)

THAT the Chief Building Inspector and Bylaw Manager’s report titled “Animal Control [290] – 2015 R1 Budget” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $39,445

Reason(s):

Since July 2014 both the Animal Control and Bylaw Enforcement positions have been operating on reduced staffing levels. Combined with lower vehicle use, fuel and maintenance this has generated the surplus.

Options (select as appropriate):

X Transfer to Reserves

Transfer to Rate Stabilization

Use for One-time Expenditure (Budget Proposal No. ______)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4DD-2015 R1 Budget Proposal 290 Animal Control FINAL.docx 128 Staff Report to Corporate and Administrative Services Committee Regarding Animal Control [290] R1 Budget Page 2 of 2

Five-Year Operating Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 29,658 $ 14,658 $ 14,658 $ 14,658 $ 14,658 Contributions Surplus $ 10,000 $ - $ - $ - $ - Dog Licencing software -$ 25,000 $ - $ - $ - $ - Other $ - $ - $ - $ - $ - Closing Balance in Reserve $ 14,658 $ 14,658 $ 14,658 $ 14,658 $ 14,658

Five-Year Vehicle Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 28,109 $ 47,554 $ 47,554 $ 12,554 $ 12,554 Contributions Surplus $ 19,445 $ - $ - $ - $ - Vehicle Purchase $ - $ - -$ 35,000 $ - $ - Other $ - $ - $ - $ - $ - $ 47,554 $ 47,554 $ 12,554 $ 12,554 $ 12,554 Closing Balance in Reserve

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4DD-2015 R1 Budget Proposal 290 Animal Control FINAL.docx 129

SCRD STAFF REPORT

DATE: January 20, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Steve Olmstead, General Manager, Planning and Development

RE: KEATS ISLAND DOG CONTROL [291] – 2015 R1 BUDGET

RECOMMENDATION(S)

THAT the General Manager, Planning and Development’s report titled “Keats Island Dog Control [291] – 2015 R1 Budget” be received.

BACKGROUND

DISCUSSION

2014 PROJECT YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) ($2,623) Reason(s): Feasibility costs associated with set-up of Function Options (select as appropriate): Transfer to Reserves (Reduce Transfer to Reserves in 2015) Transfer to Rate Stabilization Use for One-time Expenditure (Budget Proposal No. ______) Repay Outstanding Debt (Leases) As per Section 4.4 of the SCRD Financial Sustainability Policy.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4EE-2015 R1 Budget Proposal 291 Keats Island Dog Control FINAL.docx 130

SCRD STAFF REPORT

DATE: January 20, 2015

TO: Special Corporate and Administrative Services Committee – February 2015

FROM: Steve Olmstead, General Manager, Planning and Development

RE: HERITAGE CONSERVATION SERVICE [515] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION(S)

THAT the General Manager, Planning and Development’s report titled “Heritage Conservation Service [515] - 2015 R1 Budget Proposal” be received.

BACKGROUND

DISCUSSION

2014 PROJECT YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $2,983

Reason(s):

Very little activity in this function in 2014.

Options (select as appropriate):

Transfer to Reserves

X Transfer to Rate Stabilization-Transfer surplus to 2015 to reduce taxation

Use for One-time Expenditure (Budget Proposal No. ______)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4FF-2015 R1 Budget Proposal 515 Heritage Conservation Service FINAL.docx 131 SCRD STAFF REPORT

DATE: January 12, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Paul Preston, Chief Building Inspector and Bylaw Manager

RE: BUILDING INSPECTION [520] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION(S)

THAT the Chief Building Inspector and Bylaw Manager’s report titled “Building Inspection [520]– 2015 R1 Budget Proposal” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $37,051

Reason(s):

Building permit revenues for 2014 have increased compared to the previous years due to the down turn in the construction industry. The increase in revenues has enabled the building department to pay off the previous year’s deficit and achieve a small surplus. It is hopeful that this trend will continue through 2015, however, with cautious optimism.

Options (select as appropriate):

X Transfer to Reserves (for Corporate Software)

Transfer to Rate Stabilization

Use for One-time Expenditure (Budget Proposal No. ______)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

132 Staff Report to Corporate and Administrative Services Committee Regarding Building Inspection [520] R1 Budget Page 2 of 2

Five-Year Operating Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ - $ - $ - $ - $ - Contributions Surplus $ 37,051 $ - $ - $ - $ - Corporate Software -$ 37,051 $ - $ - $ - $ - Other $ - $ - $ - $ - $ - Closing Balance in Reserve $ - $ - $ - $ - $ -

Five-Year Vehicle Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 30,558 $ 36,558 $ 12,558 $ 18,558 $ 24,558 Contributions Surplus $ - $ - $ - $ - $ - Vehicle Purchase $ - -$ 30,000 $ - $ - -$ 30,000 Annual Contribution $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 Closing Balance in Reserve $ 36,558 $ 12,558 $ 18,558 $ 24,558 $ 558

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4GG-2015 R1 Budget Proposal 520 Building Inspection FINAL.docx 133 SCRD STAFF REPORT

DATE: January 12, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Steven Olmstead, General Manager, Planning and Development

RE: REGIONAL PLANNING [500] – 2015 R1 BUDGET PROPOSALS

RECOMMENDATION(S)

THAT the General Manager, Planning and Development’s report titled “Regional Planning [500] – 2015 R1 Budget Proposals” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $13,637

Reason(s):

Under budget on salaries and benefits due to staff turnover.

Options (select as appropriate):

X Transfer to Reserves

Transfer to Rate Stabilization

X Use for One-time Expenditure (Budget Proposal No. ______1_& 2_)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4HH-2015 R1 Budget Proposal 500 Regional Planning FINAL.docx 134 Staff Report to Corporate and Administrative Services Committee Regarding Regional Planning [500] R1 Budget Proposals Page 2 of 3

2015 R1 BUDGET PROPOSALS (IN PRIORITY ORDER) 1 Proposed Enhancement / Project / Agricultural Area Plan Implementation Reduction Advisory Committee – Project Prioritization Rating: +2 Enhancement to Existing Service Geographical / Electoral Area affected Regional (specify if "Islands") 2015 Funding Implications: $6,000. Funding Source(s): 2014 Surplus Future Financial Implications: None Is project identified in the Strategic Plan Completion of Agricultural Area Plan was a (explain consistency with Financial Strategic Plan initiative. This project helps Sustainability Policy and relation to Core advance the We Envision plan strategic Values in We Envision)? directions relating to Community Food Security. Staff Capacity: Staff will be involved in a supporting role Last Fee Schedule Review (provide n/a details): Rational / Service Impacts: Ag Area Plan was adopted in late 2014. This project will refine and prioritize key initiatives for moving forward with implementation of the plan. For process efficiency, a contract coordinator with expertise in agricultural issues to manage the implementation advisory committee meetings and provide a report setting out the proposed work plan for 2016. This project was recommended for approval at the January, 9, 2015 Planning and development Committee. (Recommendation No. 16.)

2 Proposed Enhancement / Project / Establish a Sunshine Coast Invasive Species Reduction Technical Working Group Rating: +2 Enhancement to Existing Service Geographical / Electoral Area affected Regional (specify if "Islands") 2015 Funding Implications: $1,000 Funding Source(s): 2014 Surplus Future Financial Implications: Funds are for contract minute taker. Committee has a one year term. If committee becomes permanent, this cost should become part of the base budget.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4HH-2015 R1 Budget Proposal 500 Regional Planning FINAL.docx 135 Staff Report to Corporate and Administrative Services Committee Regarding Regional Planning [500] R1 Budget Proposals Page 3 of 3

Is project identified in the Strategic Plan Invasive Species Committees not directly (explain consistency with Financial identified. Strategic Plan – Item 6.4(3) Sustainability Policy and relation to Core references completing a memorandum of Values in We Envision)? understanding with the Ministry of Transportation on short term priority initiatives such as invasive plants Staff Capacity: Staff will be involved in a supporting role Last Fee Schedule Review (provide n/a details): Rational / Service Impacts: To support land managers in coordinating efforts to control invasive species on the Sunshine Coast.

Five-Year Operating Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 8,300 $ 937 $ 937 $ 937 $ 937 2014 Surplus $ 13,637 $ - $ - $ - $ - Corporate Software -$ 14,000 Ag Plan Implementation -$ 6,000 $ - $ - $ - $ - Invasive Species -$ 1,000 $ - $ - $ - $ - Closing Balance in Reserve $ 937 $ 937 $ 937 $ 937 $ 937

STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSAL IN 2015 (IN PRIORITY ORDER): BP#1 - Establishing of AgPlan Implementation Committee ($6,000) BP#2 - Establishing of Sunshine Coast Invasive Species Council ($1,000)

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4HH-2015 R1 Budget Proposal 500 Regional Planning FINAL.docx 136 SCRD STAFF REPORT

DATE: January 12, 2015

TO: Special Corporate and Administrative Services Committee – February 4, 2015

FROM: Steven Olmstead, General Manager, Planning and Development

RE: RURAL PLANNING [504] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION(S)

THAT the General Manager, Planning and Development’s report titled “Rural Planning [500] – 2015 R1 Budget Proposal” be received.

BACKGROUND

DISCUSSION

2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $19,010

Reason(s):

Much lower than anticipated benefits costs.

Options (select as appropriate):

x Transfer to Reserves

Transfer to Rate Stabilization

X Use for One-time Expenditure (Budget Proposal No. ____1____)

Repay Outstanding Debt (Leases)

As per Section 4.4 of the SCRD Financial Sustainability Policy.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4II-2015 R1 Budget Proposal 504 Rural Planning FINAL.docx 137 Staff Report to Corporate and Administrative Services Committee Regarding Budget Proposals Page 2 of 3

2015 R1 BUDGET PROPOSALS (IN PRIORITY ORDER) 1 Proposed Enhancement / Project / Sunshine Coast Housing Committee Reduction Rating: +3 Expansion of Existing Service Geographical / Electoral Area affected All Electoral Areas, excluding islands (specify if "Islands") 2015 Funding Implications: $ 23,203 Funding Source(s): $19,000 from 2014 surplus, $4,203 from taxation Future Financial Implications: Parties signed a MOU to participate for three years with a review after the first year. Under the MOU the 2015 (third year commitment is also $23,203. Is project identified in the Strategic Strategic Plan items 6.2 and 6.3 Plan (explain consistency with Financial Sustainability Policy and relation to Core Values in We Envision)? Staff Capacity: Staff resources are minor and limited to providing technical support for the SCRD Board representative on the committee and providing SCRD specific information to assist the coordinator. Last Fee Schedule Review (provide n/a details): Rational / Service Impacts: The funding participants in the Housing Committee share the common goals of providing leadership and coordination for the region in the area of attainable and affordable housing and collaboratively researching, facilitating, and coordinating the provision of affordable housing on the Sunshine Coast. To achieve these goals, the Parties established a Sunshine Coast Housing Committee, initially comprised of the SCRD, Town of Gibsons and District of Sechelt.

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4II-2015 R1 Budget Proposal 504 Rural Planning FINAL.docx 138 Staff Report to Corporate and Administrative Services Committee Regarding Budget Proposals Page 3 of 3

FIVE YEAR OPERATING RESERVE PLAN 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 149,122 $ 53,132 $ 53,132 $ 53,132 $ 53,132 2014 Surplus $ 19,010 $ - $ - $ - $ - Land Management Software -$ 74,000 $ - $ - $ - $ - SC Housing Committee -$ 19,000 GeoTech PH/TwinCreek C/F -$ 22,000 $ - $ - $ - $ - Closing Balance in Reserve $ 53,132 $ 53,132 $ 53,132 $ 53,132 $ 53,132

Five-Year Vehicle Reserve Plan (or longer, if applicable) (use table illustrating capital contributions and expenditures, if available) 2015 2016 2017 2018 2019 Item Amount Amount Amount Amount Amount Opening Balance in reserve $ 13,419 $ 13,419 $ 13,419 $ 13,419 $ 13,419 Contributions Surplus $ - $ - $ - $ - $ - Building $ - $ - $ - $ - $ - Other $ - $ - $ - $ - $ - Closing Balance in Reserve $ 13,419 $ 13,419 $ 13,419 $ 13,419 $ 13,419

STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSAL IN 2015 (IN PRIORITY ORDER): BP#1 Sunshine Coast Housing Committee ($23,203)

N:\Administration\0540 Board & Committees\Agendas\CAS - Budget - Current\4II-2015 R1 Budget Proposal 504 Rural Planning FINAL.docx 139 SCRD STAFF REPORT

DATE: December 5, 2014 TO: Special Corporate and Administrative Services Committee – February 4, 2015 FROM: Steven Olmstead, General Manager, Planning and Development RE: HILLSIDE DEVELOPMENT PROJECT [540] – 2015 R1 BUDGET PROPOSAL

RECOMMENDATION(S) THAT the General Manager, Planning and Development’s report titled “Hillside Development Project [540] - 2015 R1 Budget Proposal” be received.

BACKGROUND As part of the Base Budget Process, staff are to report potential Budget adjustments to the Board based on Budget Proposals that will allow the Board to make informed decisions regarding funding projects or service enhancements, as well as a way to reduce the budget. DISCUSSION 2014 PROJECTED YEAR-END SURPLUS / (DEFICIT) Projected Year-End Surplus / (Deficit) $484,869. Reason(s): Sale of Lot H for $519,000 finalized in 2014. Carry forward $10,000 for Dakota Creek bridge issue. At the May 22, 2014 Regular Board Meeting, the following motion was adopted, with partial excerpt below: 311/14 THAT a plan be developed over the next 3-6 months to work toward the Hillside debt repayment; AND THAT the proceeds from land sale of Lot H go toward reducing the current deficit; AND FURTHER THAT the 2015-2018 Financial Plan be amended to reflect the results of the plan developed for Hillside debt repayment. At the October 23, 2014 Regular Board Meeting, the following motion was adopted, with partial excerpt below: Special Planning It was moved and seconded 521/14 THAT Special Planning and Development Committee recommendation Nos. 3-5 of October 9, 2014 be received, adopted and acted upon as amended, as follows: Recommendation No. 3 Hillside Financing THAT the 2014 year-end deficit of approximately $850,000 for Hillside, remain static, and the general reserves be repaid by future lot sales. Director Turnbull and Director Lewis opposed

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Options (select as appropriate): Transfer to Reserves Transfer to Rate Stabilization Use for One-time Expenditure (Budget Proposal No. ___) x Repay Outstanding Debt (See recommendation above and attached ) As per Section 4.4 of the SCRD Financial Sustainability Policy.

2015 R1 BUDGET PROPOSALS (IN PRIORITY ORDER) 1 Proposed Enhancement / Project / Business Plan for Hillside Reduction Rating: +2 Enhancement to Existing Service Geographical / Electoral Area affected Regional (specify if "Islands") 2015 Funding Implications: $50,000. Funding Source(s): Taxation Future Financial Implications: None Is project identified in the Strategic Plan Strategic plan item 6.7: To support the (explain consistency with Financial continued development of the Hillside Sustainability Policy and relation to Core Industrial Park. Preparation of a Values in We Envision)? business plan would support item 6.7.3 in the strategic plan “To continue to analyze business opportunities and market the Industrial Park.” Staff Capacity: Staff will be involved in a supporting role Last Fee Schedule Review (provide n/a details): Rational / Service Impacts: The Regional Board passed a motion at its Oct. 23/14 meeting that staff report to the Round One budget meeting with a budget proposal for a consultant to develop a business plan for Hillside.

STAFF RECOMMEND INCLUDING THE FOLLOWING BUDGET PROPOSAL IN 2015 (IN PRIORITY ORDER): BP#1 Business Plan for Hillside

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