THE CORPORATION OF THE DISTRICT OF CENTRAL SAANICH

REGULAR COUNCIL - 7:00 PM Monday, April 6, 2020 Council Chambers

For the time being, all Council meetings are being broadcast live via: http://centralsaanich.ca.granicus.com/ViewPublisher.php?view_id=2

If you wish to submit a comment or question to Council for the meeting, you can email to [email protected] or deliver via the drop box at the front door prior to 12:00 noon on the day of the meeting. Submissions regarding Public Questions will be read aloud at the meeting. Your question(s) may have to be summarized to fit within the allotted time.

AGENDA

1. CALL TO ORDER

2. ACKNOWLEDGEMENT We respectfully acknowledge that the land on which we gather is the traditional territory of the W̱ SÁNEĆ people which includes W̱ JOȽEȽP (Tsartlip) and SȾÁUTW̱ (Tsawout) First Nations.

3. APPROVAL OF AGENDA

3.1. Agenda of the April 6, 2020 Regular Council Meeting Recommendation: That the agenda of the April 6, 2020 Regular Council meeting be approved as circulated.

4. ADOPTION OF MINUTES

4.1. Minutes of the March 23, 2020 Regular Council Meeting Pg. 7 - 12 Recommendation: That the minutes of the March 23, 2020 Regular Council meeting be adopted as circulated.

5. BUSINESS ARISING FROM THE MINUTES (including motions and resolutions)

6. RISE AND REPORT No items.

7. PUBLIC QUESTIONS Written submissions will be read aloud.

7.1. Submission from Ryder, N - April 6, 2020 Pg. 13 Re: Parking Bylaw Enforcement

7.2. Submission from Prelusky, April 6, 2020 Pg. 14 Re: Property Tax Payments

8. PRESENTATIONS/PETITIONS AND DELEGATIONS No items.

9. CORRESPONDENCE (Action Required or Recommended) No items.

10. REPORTS OF COMMITTEES/MAYOR'S REPORT

10.1. COTW (Committee of the Whole) No items.

10.2. Select Committees of Council No items.

10.3. All Other Committees No Items.

10.4. Council Members Reports - External Bodies

11. STAFF REPORTS

11.1. Deputy Fire Chief and Duty Chief Program Pg. 15 - 46

Report from the Fire Chief dated April 2, 2020, attached. Recommendation: That Council approve the establishment of a Fire Department Deputy Chief position and Duty Chief On Call Program with funding phased in over two years.

Regular Council Agenda April 6, 2020 Page 2 of 107

11.2. 2020-2024 Financial Plan Pg. 47 - 52

Background: • Report from the Acting Director of Financial Services dated April 2, 2020, attached. • Corr - Gait, ER re Budget - March 17, 2020 Recommendation: 1. That the Central Saanich 2020 budget be approved as presented in the 2020-2024 Financial Plan Staff Report of April 2 ,2020. 2. That staff be directed to bring forward the 2020-2024 Financial Plan Bylaw for approval at the April 20th Council meeting.

11.3. Utility Bill Due Date & Discount Deadline Pg. 53 - 55

Report from the Acting Director of Financial Services dated March 31, 2020, attached. Recommendation: That Council approve an extension in sewer and water utility early payment discounts to 90 days for the May and September tri-annual billing periods of 2020.

11.4. Home Energy Upgrade Municipal Financing Pilot Program Pg. 56 - 66

Report from the Climate Action Specialist dated March 13, 2020, attached. Recommendation: 1. That Council support in principle the PACE program as outlined in this report. 2. That Council direct staff to produce a letter to be submitted with the Green Municipal Fund application to FCM, with the Mayor’s signature, confirming the District's financial contribution of $70,000 in cash and $32,000 of in-kind funding to the home energy upgrade municipal financing pilot program over its two-year period of operation.

12. BYLAWS

12.1. Other than Development Application Bylaws

12.1.1. Municipal Ticket Information System Bylaw No. 2043, 2020 Pg. 67 - 99

Report from Corporate Officer dated March 30, 2020 attached.

Regular Council Agenda April 6, 2020 Page 3 of 107 Recommendation: 1. That Municipal Information Systems Ticketing Bylaw No. 2043, 2020 be read a first time. 2. That Municipal Information Systems Ticketing Bylaw No. 2043, 2020 be read a second and third time. 3. That Municipal Information Systems Ticketing Bylaw No. 2043, 2020 be adopted.

12.2. Development Application Bylaws No items.

13. UNFINISHED BUSINESS

13.1. Late Item - Lalli, B - April 5, 2020 Pg. 100 - 101 Re: 6638 Buena Vista

14. NEW BUSINESS (Including Motions and Resolutions)

14.1. Notice of Motion submitted by Mayor Windsor - March 5, 2020 Re: Egg Addling for Goose Management

For introduction.

WHEREAS goose egg-addling is part of a multi pronged approach to goose management; and

WHEREAS other regional districts have shown success with such an approach to goose management; and

WHEREAS some organizations (ie, individual local government, DND and Water District) within the CRD have already been conducting egg adding programs on lands within their control; therefore

THEREFORE BE IT RESOLVED that Central Saanich request that the CRD Board consider a resolution asking staff to prepare a request for proposals to provide a sustained region-wide coordinated goose egg addling service within the Capital Regional District.

14.2. Notice of Motion Submitted by Mayor Windsor - March 6, 2020 Re: FCM Resolution - EI Maternity/Paternity Benefits of Police Officers/Members

Regular Council Agenda April 6, 2020 Page 4 of 107 For introduction.

BE IT RESOLVED be it resolved that the Federal Government end the practice of clawing back EI Maternity/ Paternity Benefits from Police Officers/Members who are called to court while on leave.

14.3. Late Item - Notice of Motion Submitted by Councillor Newton - April 3, 2020 Re: Brentwood & Mill Bay Ferry Service

For introduction.

WHEREAS BC Ferries has recently announced the cancellation of the Brentwood Bay Mill Bay ferry service from April 4 for 60 days.

WHEREAS this is a critical piece of infrastructure to support the southern Vancouver Island transportation corridor.

THEREFORE BE IT RESOLVED the council send a letter to BC Ferries and Ministry of Transportation and Infrastructure to request the reinstatement of this ferry service, or at least provide Central Saanich with a timeline as to how quickly this ferry could be up and running on a moments notice if there were an incident closing the Malahat for more than 6 hours.

15. CORRESPONDENCE (Receive for General Information)

15.1. Traffic Safety Correspondence Pg. 102 • Cox, M re Speeding on Island View Road - March 29, 2020

Staff Comments: At the March 11, 2020 Traffic Safety Committee decided that Police would increase enforcement on Island View Road in response to the complaints regarding speeding on this road.

15.2. Joseph, T - March 28, 2020 Pg. 103 - 104 Re: W̱ SÁNEĆ Home Gardens

Staff Comments: As the District of Central Saanich's Grants In Aid program recently concluded for 2020; Council could instead provide a letter of support that the group can use for seeking other grant programs or business donations. Staff are aware of two external grants that may be a good fit for this

Regular Council Agenda April 6, 2020 Page 5 of 107 project: the TD Friends of the Environment Foundation Grant and the Sitka Foundation.

15.3. Town of Sidney - March 30, 2020 Pg. 105 - 106 Re: Turf Field Proposal for Blue Heron Park

Background: • Letter - Town of Sidney - March 30, 2020 • Late Item Correspondence - Broome, S - April 3, 2020

Staff Comments: At the February 24, 2020 Regular Council meeting, Council resolved to invite a representative from the Peninsula Soccer Association to present as a delegation at a future Council meeting. Staff have followed up with the association to advise we will be in touch once physical distancing restrictions have been lifted.

15.4. Victoria Regional Transit Commission - March 30, 2020 Pg. 107 Re: COVID-19 Update

16. CLOSED MEETING

16.1. Motion to Close: Recommendation: That Council convene a closed meeting pursuant to subsection Section (90) (1) of the Community Charter: (c) labour relations or other employee relations.

17. ADJOURNMENT

Regular Council Agenda April 6, 2020 Page 6 of 107

THE CORPORATION OF THE DISTRICT OF CENTRAL SAANICH

Minutes of the REGULAR COUNCIL Meeting Monday, March 23, 2020 Council Chambers

PRESENT: Mayor Ryan Windsor Councillors Graham, Jensen, King, Newton, Paltiel and Thompson (by phone) Paul Murray, Interim Chief Administrative Officer Liz Cornwell, Corporate Officer Troy Ziegler, Acting Director of Financial Services Chris Vrabel, Fire Chief

1. CALL TO ORDER The meeting was called to order at 7:00 p.m.

2. ACKNOWLEDGEMENT The Mayor acknowledged that the land on which we gather is the traditional territory of the W̱ SÁNEĆ people which includes W̱ JOȽEȽP (Tsartlip) and SȾÁUTW̱ (Tsawout) First Nations.

3. APPROVAL OF AGENDA

3.1. Agenda of the March 23, 2020 Regular Council Meeting

139.20 MOVED AND SECONDED Main Motion: That the agenda of the March 23, 2020 Regular Council meeting be approved as circulated. CARRIED UNANIMOUSLY

140.20 MOVED AND SECONDED Amendment Motion: That the main motion be amended by replacing as circulated with "as amended with the correspondence from Larry Laban for consideration." CARRIED UNANIMOUSLY

Page 7 of 107 141.20 MOVED AND SECONDED Question on the Main Motion as Amended: That the agenda of the March 23, 2020 Regular Council meeting be approved as amended with the correspondence from Larry Laban for consideration. CARRIED UNANIMOUSLY

4. ADOPTION OF MINUTES

4.1. Minutes of the March 9, 2020 Regular Council Meeting

142.20 MOVED AND SECONDED That the minutes of the March 9, 2020 Regular Council meeting be adopted as circulated. CARRIED UNANIMOUSLY

4.2. Report of the March 10, 2020 Public Hearing

143.20 MOVED AND SECONDED That the report of the March 10, 2020 Public Hearing be adopted as circulated. CARRIED UNANIMOUSLY

5. BUSINESS ARISING FROM THE MINUTES (including motions and resolutions) No items.

6. RISE AND REPORT

6.1. Advisory Planning Commission Appointments

The Mayor read the following:

At the In Camera meeting held on March 9, 2020, Council resolved that Jacques van Campen and Megan Parrish be appointed to the Advisory Planning Commission.

7. PUBLIC QUESTIONS Larry Laban, Thomson Place, submitted questions regarding the requested report about an increase in Council remuneration

The Mayor responded that staff are prioritizing items around COVID 19 and will be addressed when the District returns to regular business.

8. PRESENTATIONS/PETITIONS AND DELEGATIONS No items.

Regular Council Minutes March 23, 2020 Page 2 of 6

Page 8 of 107

9. CORRESPONDENCE (Action Required or Recommended) No items.

10. REPORTS OF COMMITTEES/MAYOR'S REPORT

10.1 COTW (Committee of the Whole)

10.11. Minutes of the March 16, 2020 Committee of the Whole Meeting

144.20 MOVED AND SECONDED That the minutes of the March 16, 2020 Committee of the Whole meeting be adopted as ciruclated. CARRIED UNANIMOUSLY

10.12. Administration & Finance

1. Central Saanich 2020-2024 Five Year Financial Plan

Report from the Acting Director of Financial Services dated January 29, 2020.

145.20 MOVED AND SECONDED That staff prepare a report with options to reduce the proposed tax increase in the 2020 budget up to a maximum of a 1% reduction. CARRIED UNANIMOUSLY

10.2 Select Committees of Council No items.

10.3 All Other Committees No items.

10.4 Council Members Reports - External Bodies Councillors Graham, Jensen, Paltiel and Thompson reported on events and activities attended since the last Council meeting.

11. STAFF REPORTS

11.1. 2020 Grant-in Aid Awards

Report from the Acting Director of Financial Services dated March 11, 2020.

Regular Council Minutes March 23, 2020 Page 3 of 6

Page 9 of 107 146.20 MOVED AND SECONDED That the following 2020 grant in aid awards be approved: • Bike to Work Society - $250 • Countryside Preschool - $500 • Keating Parents Advisory Council - $970 • Navy League of Canada - $750 • Peninsula 1000x5 Childrens Book Recycling Program- $500 • Saanich Inlet Protection Society - $1000 • Saanich Inlet Lifeboat Society - $500 CARRIED UNANIMOUSLY

12. BYLAWS

12.1 Other than Development Application Bylaws

12.11. Central Saanich Fees and Charges Bylaw No. 2039, 2020 [A Bylaw to Establish Fees and Charges for Services Provided by the District of Central Saanich] Re: 2020 Water and Sewer Rates

147.20 MOVED AND SECONDED That Central Saanich Fees and Charges Bylaw No. 2039, 2020 be adopted. CARRIED UNANIMOUSLY

12.2 Development Application Bylaws No items.

13. UNFINISHED BUSINESS

13.1. Notice of Motion submitted by Mayor Windsor - February 21, 2020 Re: Electric Police Service Vehicles

148.20 MOVED AND SECONDED That to further assist the District in achieving Climate Leadership Goals: 1. all municipal vehicle replacements from 2020 on be made on a battery electric basis unless demonstrated not to be feasible, 2. any vehicle replacements that are not recommended for replacement on a battery electric basis must be approved by Council prior to purchase, and 3. Council request the Central Saanich Police Board to consider updating its replacement of police service vehicles policy to purchase only battery electric vehicles where feasible. CARRIED UNANIMOUSLY

Regular Council Minutes March 23, 2020 Page 4 of 6

Page 10 of 107 14. NEW BUSINESS (Including Motions and Resolutions)

14.1. Calendar of Meetings - April 2020

For information.

The Mayor noted that CRD committee meetings are cancelled.

14.2. Notice of Motion Submitted by Councillor Paltiel - March 20, 2020 Re: Utility and Property Tax Payments

149.20 MOVED AND SECONDED That the notice of motion submitted by Councillor Paltiel regarding utility and property tax payment deferral be considered at the March 23, 2020 Regular Council meeting. CARRIED Opposed: Councillor Graham

150.20 MOVED AND SECONDED That the District of Central Saanich direct municipal staff to: a. prepare options for waving utility bill deadlines for commercial, residential, and agricultural property owners; and b. advertise the District's property tax deferred payment program (over utility billing) via our online, social media, and newsletter platforms. CARRIED Opposed: Councillor King

151.20 MOVED AND SECONDED That the District of Central Saanich write to the Province of British Columbia to: 1. grant municipalities with the ability to extend the deadline for all commercial, residential, and agricultural property tax payments for the 2019-20 year to September 30, 2020; and 2. advocate for Provincial and Federal economic stimulus programs which focuses on municipal infrastructure projects such as roads, sewer, and traffic safety improvements. CARRIED Opposed: Councillor King

15. CORRESPONDENCE (Receive for General Information)

15.1. Traffic Safety Correspondence • Ball, P re Speed Limits - March 5, 2020 • Frye, K re Traffic Safety - March 8, 2020

Regular Council Minutes March 23, 2020 Page 5 of 6

Page 11 of 107

15.2. District of Saanich - March 3, 2020 Re: Dead Animal Disposal Service

15.3. Simpson, P - March 17, 2020 Re: Closure of Municipal Hall and Cancellation of Council Meetings

On question, the CAO noted that a policy was implemented to enable some staff to work from home. The hall remains on restricted access by appointment only and will continue to maintain services.

16. ADJOURNMENT On motion the meeting adjourned at 7:46 p.m.

Liz Cornwell, Corporate Officer Ryan Windsor, Mayor

Regular Council Minutes March 23, 2020 Page 6 of 6

Page 12 of 107 Patterson

From: Norm :a f\ th Sent: Monday, April6,2020 1O:15 AM I / .. I,rir . l ' o.j tI :\ !, r To: Municipal Hall Subiect: Item for 7.,,PUBL|C QUESTIONS

Mayor and council from long before the Covid-19 lock down I have been reporting vehicles violating BYLAW NO. 2018. One numerous occasions I have reported by phone and email the violations (with photos) to the Central Saanich Bylaw officer and others. Specifically in the 7700 block of East Saanich the collection of vehicles parked for longer than

72 hours has grown in violation of 4.'J.L one of the vehicles has sprouted a for sale sign a violation of the bylaw 3.8 . Photos pof the vehicles with license numbers have previously been supplied to the bylaw officer and other staff.

Why has the municipality consistently refused to apply the Traffic and Highways bylaw? These matters were raised long before the extra work load or any consideration re the virus lockdown. Norm Ryder

"The information contained in this transmission may contain privileged and confidential information of the District of Central Saanich. lt is intended for review only by the person(s) named above. Dissemination, distribution or duplication of this communication is strictly prohibited by all recipients unless expressly authorized otherwise. lf you are not the intended recipient, please contact the sender by reply email and destroy all copies of the original message. Thank you."

"Please visit our new Civic Web Portal at www.centralsaanich.ca to find information on upcoming meetings and past Council decisions, to search for background reports, andf or to sign up for e-notifications."

1

Page 13 of 107 Kate Patterson {E?r»

From: Allen Prelusky < Sent: Monday, April 6, 2020 11:20 AM To: Municipal Hall Subject: Question for the April6 Council Meeting: 2020 Property Taxes

With the Municipal Hall closed for personal payments, what is the thought for residents to pay looming property taxes by July 1st. Will on-line banking be set up as per the current utility bill payment payee system ?

Thanks for your time. Allen Prelusky

“The information contained in this transmission may contain privileged and confidential information of the District of Central Saanich. It is intended for review only by the person(s) named above. Dissemination, distribution or duplication of this communication is strictly prohibited by all recipients unless expressly authorized otherwise. If you are not the intended recipient, please contact the sender by reply email and destroy all copies of the original message. Thank you.”

Page 14 of 107 The Corporation of the District of

Central Saanich

REGULAR COUNCIL REPORT

For the Regular Council meeting on April 06, 2020

To: Paul Murray File: 2735-01 Interim Chief Administrative Officer

From: Chris Vrabel Priority: Strategic Fire Chief Operational

Date: April 02, 2020

Re: Deputy Fire Chief and Duty Chief Program

RECOMMENDATIONS: That Council approve the establishment of a Fire Department Deputy Chief position and Duty Chief On Call Program with funding phased in over two years.

BACKGROUND: Council resolved to refer the attached report to the April 6th regular council meeting along with the Dave Mitchell and Associates consulting report and the comparable summary, for consideration of funding during budget deliberations.

DISCUSSION: The attached staff report supports the establishment of a Deputy Chief Position in the Fire Department and a Duty Chief on call program with funding phased in over two years to address the identified capacity issues.

1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135

Page 15 of 107 To: Paul Murray, Interim Chief Administrative Officer April 02, 2020 For: April 06, 2020 Regular Council Re: Deputy Fire Chief and Duty Chief Program

The proposed 2020 budget proposal under consideration by Council includes $90,000 to begin the phase in of the recommendations in 2020.

Should Council support the proposal the Duty Chief On Call Program would be partially implemented immediately and recruitment for the Deputy Chief position would be delayed while the COVID19 Pandemic progresses. At a suitable time during the recovery period the recruitment would be expected to begin.

CONCLUSION: The attached staff report notes the following:

The current 30 year old staffing model of a single Chief Officer (Fire Chief) model has not been effective for operational and administrative current the for sustainable model the is Nor years. some responsibilities of a fire department of 45 unionized and organized paid call firefighters responsible for multiple programs and the protection of a population of almost 20,000 people.

The department operates at the lowest per capita costs in the region and is rated at a high level by Fire Underwriters. The addition of the funding, while difficult to achieve within budget constraints, is needed to recruit a Deputy Fire Chief and establish a balanced Duty Chief On-Call system. With the recommended additions the District’s fire costs per capita will move to second lowest in the region, just behind Langford for the years 2020 and 2021, and then back to the lowest in 2022 when Langford completes its current hiring plan.

The Dave Mitchell & Associates report and comparable information from other fire departments in the Province supports the case for an exempt Deputy Fire Chief position.

Alternatively, to return to the structure that can be supported by a single chief officer model, very significant service reductions would need to be contemplated. There is no middle ground alternative. The reductions needed to scale back to reflect a single Chief Officer position, with a limited Duty Officer On-Call program, would represent and require a fundamental change to the Department and level of service provided to the community.

The addition of a Deputy Fire Chief position and Duty Chief On Call program is recommended.

Respectfully Submitted

Chris Vrabel Fire Chief

Page 16 of 107 The Corporation of the District of Central Saanich

COUNCIL REPORT

For the Council meeting on April 6, 2020

To: Paul Murray File: 2735-01 Interim Chief Administrative Officer

From: Chris Vrabel Priority: Strategic Fire Chief Operational

Date: March 13, 2020

Re: Deputy Fire Chief & Duty Chief On Call

RECOMMENDATIONS: 1. That Council approve in principle the establishment of a fire department “Duty Chief On-Call” program. 2. That the request for $16,000 in additional 2020 funding be referred to the budget meeting of March 23rd, 2020. 3. That Council approve in principle the addition of an exempt Deputy Fire Chief position in the District of Central Saanich Fire Department. 4. That the request for $82,500 in additional 2020 funding for the Deputy Chief Position be referred to budget meeting of March 23rd, 2020.

BACKGROUND: Council resolved to refer this report to the April 6th regular Council meeting with the attachments, for consideration of funding during budget deliberations.

1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135

Page 17 of 107 To: Paul Murray, Interim Chief Administrative Officer March 13, 2020

Re: Deputy Fire Chief & Duty Chief On Call

Since the hiring of the first career fire chief in 1990, the complexity of managing the Central Saanich Fire Department has steadily increased as a result of changes to population, culture, regulations, new services and organization of labour.

For example: • 2004 - International Association of Firefighters (IAFF) Local 4428 established. • 2006 - Agreement with Capital Regional District to maintain Hazmat Equipment and coordinate annual training to 80 regional team members. With the new revenues the career staff was increased from three to four plus the career fire chief at that time. • 2008 - Paid call system established for training and callout payments. • 2011 - First Central Saanich Volunteer Firefighter’s Association (CSVFFA) Agreement. • 2012 - The BC Building Code is updated with new regulations for fire department response capabilities and spacing between residential buildings. • 2013 - Fire Station 1 (Keating) commissioned. The move to two stations fundamentally changed the organization, culture and complexity of fire administration and operations. • 2014 - Paid call fire force increased from 35 to 50 members subsequently creating significant strain on the existing system. • 2014 - Office of the Fire Commissioner introduces the Firefighter’s Competency Playbook to implement minimum training levels for firefighters based on one of three service levels; Exterior, Interior or Full Service. • 2015 - District adopts the Playbook standard of Full Service. Complexity, coordination and number of hours of training to achieve required competencies was significantly increased. For example, new firefighter training increased from 6 months to 18 months to meet the new “full service” requirements. • 2017 - Fire Department Operations reviewed. Ten minute or less response model (90% of the time) established for majority of the District. A four-year implementation plan is approved. • 2018 - Fire Department career staffing reorganized to transition from an assistant chief to a lieutenant structure with an increase from 4 to 5.6 staff. • 2018 - A new hybrid scheduling system implemented with career and paid call firefighters working “on shift” side by side during peak periods at station 1 to staff the first out quick response apparatus. • 2020 - Fire Service Review and Fire Underwriters Survey planned. • 2021 - Administration of the tri-municipal Peninsula Emergency Measures Organization is scheduled to be transferred back to Central Saanich.

Fire Leadership and Administration: During this time, Fire leadership and administration has been provided by a single Chief Officer position (Career Fire Chief) and supplemented by voluntary Paid Call Chief Officers. The concept of additional support has been identified during the District’s Strategic and budget discussions over the last three years, while the District has also addressed operational response issues with the Ten Minute Response Plan.

Page 18 of 107 To: Paul Murray, Interim Chief Administrative Officer March 13, 2020

Re: Deputy Fire Chief & Duty Chief On Call

The complexity and breadth of administrative and operational responsibilities has resulted in a gradual and significant downloading of leadership responsibilities in the areas of training, equipment maintenance and fire prevention onto junior career staff in an effort to keep the diverse operation functioning.

Fire Operations: For the District’s Full-Service Level fire operations, a qualified chief officer is required to be available 24/7/365 as “Duty Chief On-Call” to respond to and support medium to high risk events.

Shift Officer Paid Call Fire Chief Low Risk Events X Medium Risk Events X X X High Risk Events X X X

This is currently provided by the Fire Chief with “vacation and out of town coverage only” support from four qualified volunteer Paid Call Chief Fire Officers, plus one senior career Captain.

This means that on average the Fire Chief is expected to be on call 120 hours per week, in addition to his regular 40 hour work week, for an average of 42 weeks per year. The remaining 10 weeks are covered at cost by the above members when the Chief is on vacation, or out of town for meetings, professional development training, or some weekends.

Fire Chief Average of 120 hours per week for an average of 42 weeks per year 5 Paid Call “Qualified” 10 weeks of coverage for combined vacation, out of Officers (shared) region meetings, professional development, some weekends away

A total of six senior paid call firefighters, including three of the four paid call chief officers, are nearing retirement, or intend to reduce their involvement, within the next two to five years.

This level of support represents a significant volunteer commitment that is not sustainable in the long run.

The parallel expectation that the single fire chief position be on-call 24/7/365 to respond and support Fire Department and Emergency Program operations is also not sustainable.

With the addition of a Deputy Chief position and the Duty Officer funding, the On Call Rotation commitment (in addition to regular work hours) would become manageable as follows:

Page 19 of 107 To: Paul Murray, Interim Chief Administrative Officer March 13, 2020

Re: Deputy Fire Chief & Duty Chief On Call

Fire Chief & Deputy Fire Chief Shared average of 96 hours per week, inclusive of regular hours, when one chief away from the office the other will cover the absence 5 Paid Call “Chiefs” (pool Average of 72 hours per week shared)

This would also provide coverage for Medium and High Risk events during the day shift that is not always currently available today. Response level when both Chief and Deputy are in the office. In both 2018 and 2019, an average of 255 medium to high risk events occurred; 125 during weekdays between the hours of 8am and 6pm, 100 calls overnight and 30 on the weekends:

Shift Officer Paid Call Deputy Fire Fire Chief Chief Low Risk Events X Medium Risk X X X Events High Risk Events X X X X

Consulting Report – Dave Mitchell and Associates A consulting report from Dave Mitchell & Associates was commissioned in late 2019 to provide a business case comparative analysis for the introduction of a Deputy Fire Chief position. The report is attached and shows that:

• All comparable departments operate at ‘Full Service’ level. • Central Saanich is the only Department with a single Chief Officer model. (Leadership/administrative capacity constraint). Most have two or more exempt (non- union) Career Chief Officer positions. • Central Saanich has highest level of fire inspections (proactive prevention and education).

“The current organization of the CSFD with only one exempt management position represents a significant risk and liability exposure for the department and the District of Central Saanich. The Fire Chief Position has insufficient time available to effectively manage all of the expected programs and administrative needs of the department. In addition the current arrangement lacks the desired level of business continuity with all functions concentrated in one individual.”

Other Local Fire Department Comparisons Comparisons with other local Fire departments also show that: • The District has an excellent Fire Underwriters Survey rating. • Per capita fire spending is the lowest in the region.

Page 20 of 107 To: Paul Murray, Interim Chief Administrative Officer March 13, 2020

Re: Deputy Fire Chief & Duty Chief On Call

• All departments in the region operating at ‘Full Service’ level. • Central Saanich full time equivalent staffing levels are second lowest in the region. • The District is the only Department with a single Chief Officer model. (Leadership/administrative capacity constraint). • Central Saanich is one of only two departments without a 30 minute Duty Chief On-Call program (Fire operations constraint).

DISCUSSION: The Department is currently achieving an excellent Fire Underwriters Survey rating for the community at the lowest per capita costs as compared to the region.

However, two significant issues currently face the District’s Fire Service, an unsustainably low level of fire leadership and administrative capacity, and unsustainable Duty Chief Officer capacity to support fire operations in the long term.

Both issues need to be addressed in order to maintain operations at the declared ‘Full Service level’ of Fire Services sustainably into the future.

The single Chief Officer model provides the Fire Chief position with no ability to share the administrative and leadership workload from diverse stakeholders such as unionized career staff, the Volunteer Firefighter’s Association, PEMO, citizens, District staff and neighbouring fire departments.

As the sole Chief Officer, the Fire Chief’s presence, participation, and attendance at internal and external meetings, training, department and community events is not consistent due to conflicting schedules and the sheer volume of requests and/or time involved with each.

Fire Chief Finance X Human Resources X Policy/ Risk Management X Fire Prevention X Emergency Program and PEMO X

Volunteer Paid Call Engagement X Asset Maintenance X Training X Operations X Public Education X

Page 21 of 107 To: Paul Murray, Interim Chief Administrative Officer March 13, 2020

Re: Deputy Fire Chief & Duty Chief On Call

Due to the inherent capacity constraints of the single Chief Officer model, both the former and current fire chief have been unable to effectively keep up with the time demands necessary for the provision of effective leadership, administration and operational support of both: • Volunteer Paid Call Engagement Activities - maintaining volunteer firefighter’s engagement in training, response and other department activities is deemed a “full time job” in of itself, and necessary for maintaining a healthy paid call system.

• Fire Prevention & Emergency Program Activities - which are both a statutory requirement and are currently best described in Central Saanich as “reactionary”, and not consistently meeting recognized or generally accepted standards.

Two options are provided for Council consideration:

OPTION # 1 – Two Year Phase in of an Exempt Deputy Fire Chief & Duty Chief On-Call Program This option envisions the recruitment of a new Deputy Fire Chief position to start before the busy summer season plus additional funding for the Duty Chief On-Call program to cover absences and balance on-call expectations of the two exempt Chief Officers.

The addition of a second Chief Officer position (Deputy Fire Chief) will provide the necessary leadership and administrative capacity to effectively manage the department into the future. As noted below, the administrative duties would be shared, while also ensuring that both chief officers also remain consistently participating as operational front-line responders for medium and high risk events.

Administration Fire Chief Deputy Fire Chief Finance X Human Resources X Policy/ Risk Management X Fire Prevention X Emergency Program and PEMO X

Volunteer Paid Call Engagement X Asset Maintenance X Training X Operations X Public Education X

With the addition of a second Chief Officer position (Deputy Fire Chief), the capacity needed to maintain an effective and balanced 30 minute Duty Chief Officer Program will require some level

Page 22 of 107 To: Paul Murray, Interim Chief Administrative Officer March 13, 2020

Re: Deputy Fire Chief & Duty Chief On Call of additional funding to make additional Paid Call hours available for that coverage. This is currently being covered solely and unsustainably at an average of 168 hours per week by the single fire chief position or sometimes not at all.

This change would be consistent with all other Fire Departments, and with the recommended additions, the District’s fire costs per capita will move to second lowest in the region, just behind Langford for the years 2020 and 2021, and then back to lowest in 2022 when Langford completes its current hiring plan. This position will also provide significant capacity in the Duty Chief Officer program and the following benefits: • Mitigates current known administrative and operational span of control capacity issues with the single Chief Officer model. • Creates a position that will focus on volunteer firefighter engagement activities, training programs and public education. • Adds additional firefighter capacity during weekdays. • Creates a sustainable 30 minute Duty Chief On-Call program subject to future availability of qualified paid call officers. • Mitigates WorkSafe and labour risks. • Provides added succession planning capacity and resiliency.

The financial impact of this recommendation will be presented during the budget process if Council supports the concept in principle. However for context, the full annual cost of a Deputy Fire Chief is approximately $164,000 per year. Additional Duty Chief On-Call annual funding of $16,000 would be required to fully implement that program. Phasing in the program would require the addition of $82,500 in salary and benefits and $14,500 in Paid Call funding in the 2020 budget. The balance of funding would be built into the 2021 budget.

OPTION # 2 – Add Duty Chief On-Call Program and Investigate Reducing Service Levels This option is a temporary solution while further options to reduce service levels are explored. The Duty Chief On-Call program funding would be increased by $20,000 to allow for the support of qualified paid call personnel to cover absences and balance on-call expectations of the current single Chief Officer model. If needed this would be increased to $25,500 in 2021.

This would provide the time needed to investigate if reducing service levels in lieu of the addition of an exempt Deputy Fire Chief position is feasible. The current Fire Service Review project would be expanded in scope and an additional consulting budget would be required.

This creates an interim “Duty Chief On-all” rotation subject to future retirements of Qualified Paid Call Fire Officers and allows for completion of an expanded scope Fire Services Review.

Costs/Risks • Does not mitigate the known administrative and operational span of control capacity issues with the single chief officer model.

Page 23 of 107 To: Paul Murray, Interim Chief Administrative Officer March 13, 2020

Re: Deputy Fire Chief & Duty Chief On Call

• Risks of further employee burnout and possible staff turnover in the near term. • Increases funding to the fire department in the amount of $25,500 for 2021 and beyond. • May affect Fire Underwriters rating. • May affect current auto-aid agreements.

In order to reduce the leadership and administrative capacity needed to be sustainable, the District would need to consider reducing level of service by at least the following:

• Change the District’s Fire Service Level declaration from Full Service Firefighting to the lower Interior or Exterior Firefighting Services • Reduce Emergency Programming activity levels and the District’s involvement with the Peninsula Emergency Measures Organization. • Terminating the Hazmat Equipment maintenance contract with Capital Regional District (Revenue Impact)

Given that all departments in the region are operating at the full service level, this would be a very significant and sensitive community, fire service and organizational undertaking. Simply put, this would be a wholesale change in philosophy and approach that is counter to the direction set over the last five years.

This option is not recommended.

CONCLUSION: The current 30 year old staffing model of a single Chief Officer (Fire Chief) model has not been effective for some years. Nor is the model sustainable for the current administrative and operational responsibilities of a fire department of 45 unionized and organized paid call firefighters responsible for multiple programs and the protection of a population of almost 20,000 people.

The department operates at the lowest per capita costs in the region and is rated at a high level by Fire Underwriters. The addition of the funding, while difficult to achieve within budget constraints, is needed to recruit a Deputy Fire Chief and establish a balanced Duty Chief On-Call system. With the recommended additions the District’s fire costs per capita will move to second lowest in the region, just behind Langford for the years 2020 and 2021, and then back to the lowest in 2022 when Langford completes its current hiring plan.

The Dave Mitchell & Associates report and comparable information from other fire departments in the Province supports the case for an exempt Deputy Fire Chief position.

In order to return to the structure that can be supported by a single chief officer model, very significant service reductions would need to be contemplated. There is no middle ground

Page 24 of 107 To: Paul Murray, Interim Chief Administrative Officer March 13, 2020

Re: Deputy Fire Chief & Duty Chief On Call alternative. The reductions needed to scale back to reflect a single Chief Officer position, with a limited Duty Officer On-Call program, would represent and require a fundamental change to the Department and level of service provided to the community.

Should Council support the concept of a Deputy Chief Position and Duty Chief On-Call program that financial impact would be referred to the budget process for further consideration. The phased implementation of an exempt Deputy Fire Chief position and the establishment of a fire department “Duty Chief On-Call” program is recommended.

Respectfully Submitted

Chris Vrabel Fire Chief Administrator’s Recommendation: I concur with the recommendations contained in this report. Paul Murray Interim Chief Administrative Officer

Page 25 of 107 Draftt 2020 Financial Plan ‐ No Deputy Chief or Duty Chief On‐Call Program 2020 2020 2020 2020 2020 2020 2020 2020 2020 2020 2020 Central Saanich Langford North Saanich View Royal Colwood Sooke Sidney Saanich Victoria Esquimalt Oak Bay

# of Career Chiefs (exempt) 13232226335 FTE's 2019 7.6 13 4 8 9.5 8 8 129.8 124.1 28 5 Proposed FTE's 2020 8 17 4 8 10.5 8 8 130.8 124.1 28 28 Unionized Staf f Yes Yes No No No Yes No yes yes yes yes # of Volunteer firefighters 0 0 30 35 0 0 35 0 0 0 0 # of Paid Per Call Firefighters 45 60 0 0 32 40 0 0 0 0 0 # of Incidents (2019) 1025 <2000 650 850 700 <1000 850 4675 7325 1550 1350 # of Stations 23211213311 Fire Dept Budget $1,806,700 $3,940,375 $1,224,700 $1,507,482 $2,092,800 $1,917,257 $1,664,986 $19,761,200 $17,243,697 $4,573,000 $4,567,800 Emergency Program Budget $42,000 $58,000 29,600 $194,053 $43,900 $28,000 $75,000 $447,100 $490,554 125000* $131,700 Gross Fire Dept Budget $1,848,700 $3,998,375 $1,254,300 $1,701,535 $2,136,700 $1,945,257 $1,739,986 $20,208,300 $17,613,251 $4,698,000 $4,706,300 Revenue $311,660 $640,060 $20,600 $268,798 $0 $51,500 $47,650 $231,200 $202,000 $0 $0 Net Fire Dept Budget $1,537,040 $3,358,315 $1,233,700 $1,432,737 $2,136,700 $1,893,757 $1,692,336 $19,977,100 $17,411,251 $4,698,000 $4,706,300 Population (2019 BC Estimates) 18089 42653 11876 11567 18867 14657 12235 122173 94005 18716 18568 Add First Nation Population 2600 0 425 1678 0 267 0 0 0 150 0 Total Population Protected 20689 42653 12301 13245 18867 14924 12235 122173 94005 18866 18568 FD Cost per capita $74.29 $78.74 $100.29 $108.17 $113.25 $126.89 $138.32 $163.51 $185.22 $249.02 $253.46 Square KM's 41.33 39.94 37.27 14.36 17.67 56.62 5.02 103.53 19.47 7.08 10.53 Paved Roads (KM) 136 N/A 136 57 91 N/A 54 600 258 47 105 Total private dwellings 7121 14906 4936 4299 6867 5599 5960 49422 49212 8742 8122

Notes: * Estimate Buildings and Capital not included Colwood hiring another 1.0 FTE in 2021 Page 26of107 Langford hiring another 3.0 FTE in 2022 All values sourced from Draft Financial Planning information found on organizational website current as of March 30, 2020. Draft 2020 Financial Plan ‐ Add Deputy Chief & Duty Chief On‐Call Program 2020 2020 2020 2020 2020 2020 2020 2020 2020 2020 2020 Langford Central Saanich North Saanich View Royal Colwood Sooke Sidney Saanich Victoria Esquimalt Oak Bay

# of Career Chiefs (exempt) 32 232226335 FTE's 2019 13 7.6 4 8 9.5 8 8 129.8 124.1 28 5 Proposed FTE's 2020 17 9 4 8 10.5 8 8 130.8 124.1 28 28 Unionized Staf f Yes Yes No No No Yes No yes yes yes yes # of Volunteer firefighters 0 0 30 35 0 0 35 0 0 0 0 # of Paid Per Call Firefighters 60 45 0 0 32 40 0 0 0 0 0 # of Incidents (2019) <2000 1025 650 850 700 <1000 850 4675 7325 1550 1350 # of Stations 32 211213311 Fire Dept Budget $3,940,375 $1,903,700 $1,224,700 $1,507,482 $2,092,800 $1,917,257 $1,664,986 $19,761,200 $17,243,697 $4,573,000 $4,567,800 Emergency Program Budget $58,000 $42,000 29,600 $194,053 $43,900 $28,000 $75,000 $447,100 $490,554 125000* $131,700 Gross Fire Dept Budget $3,998,375 $1,945,700 $1,254,300 $1,701,535 $2,136,700 $1,945,257 $1,739,986 $20,208,300 $17,613,251 $4,698,000 $4,706,300 Revenue $640,060 $311,660 $20,600 $268,798 $0 $51,500 $47,650 $231,200 $202,000 $0 $0 Net Fire Dept Budget $3,358,315 $1,634,040 $1,233,700 $1,432,737 $2,136,700 $1,893,757 $1,692,336 $19,977,100 $17,411,251 $4,698,000 $4,706,300 Population (2019 BC Estimates) 42653 18089 11876 11567 18867 14657 12235 122173 94005 18716 18568 Add First Nation Population 0 2600 425 1678 0 267 0 0 0 150 0 Total Population Protected 42653 20689 12301 13245 18867 14924 12235 122173 94005 18866 18568 FD Cost per capita $78.74 $78.98 $100.29 $108.17 $113.25 $126.89 $138.32 $163.51 $185.22 $249.02 $253.46 Square KM's 39.94 41.33 37.27 14.36 17.67 56.62 5.02 103.53 19.47 7.08 10.53 Paved Roads (KM) N/A 136 136 57 91 N/A 54 600 258 47 105 Total private dwellings 14906 7121 4936 4299 6867 5599 5960 49422 49212 8742 8122

Notes: * Estimate Buildings and Capital not included Colwood hiring another 1.0 FTE in 2021 Page 27of107 Langford hiring another 3.0 FTE in 2022 All values sourced from Draft Financial Planning information found on organizational website current as of March 30, 2020.

Deputy Fire Chief

Business Case

Dave Mitchell & Associates Ltd.

January 2020

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Page 29 of 107 Table of Contents

Executive Summary ...... 1 Scope of Review and Methodology ...... 2 Benchmark Survey Analysis ...... 3 Population Served ...... 3 Executive Leadership Team and Remuneration ...... 4 Number of Firefighters and Officers ...... 6 Department Assets ...... 8 Playbook Level of Service ...... 9 Fire Prevention and Public Education ...... 9 Mutual and Automatic Aid ...... 10 Capital and Operating Budgets ...... 10 Dispatch and Alerting Technologies ...... 12 Conclusion ...... 13 Appendix 1: Benchmarking Survey Questions ...... 14

CENTRAL SAANICH FIRE DEPARTMENT: DEPUTY FIRE CHIEF – BUSINESS CASE i

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Executive Summary

The Central Saanich Fire Department (the “CSFD” or the “Department”) is located on the Saanich Peninsula within the Capital Regional District where it provides fire protection services to a mixture of rural/agricultural, commercial, residential areas and First Nations lands. The Department operates from two firehalls and has reciprocal mutual and automatic aid arrangements with adjoining communities.

This review focused on evaluating the administrative capacity of the existing executive leadership through comparisons with other fire departments that operate at the same level of service and possess similar areas of responsibility. A benchmark survey (described further in this report) was used to identify other departments with similar administrative workloads in order to provide a valid comparison between the administrative positions in those departments and the CSFD.

With all the departments surveyed operating at the full-service level, the training requirements for structure firefighting are the same in terms of the scope and nature of the training, however the CSFD operates from two firehalls and has a higher number of firefighters to manage. Similarly, while other departments have a Chief Officer to manage an average of 604 fire prevention inspections per year, the CSFD is responsible for 850 annual inspections without the benefit of dedicated oversight. A total of one career and four composite fire departments were surveyed for comparison to the CSFD which operates on a composite model.

In terms of apparatus, the benchmark average was five units versus the seven used in CSFD, which translates to a higher amount of administrative support required. Finally, in terms of the staffing of exempt Chief Officer positions, the survey indicated that within the departments used in the comparison, all had a minimum of two Chief Officer positions with three departments utilizing three positions, as compared to the one position in the CSFD.

In summary, the review reinforces the case for an exempt Deputy Fire Chief position to support the existing Fire Chief and the Department in order to ensure that both program and administrative supports are adequate for an effective fire service operation. Establishment of this position would also provide a level of succession planning for the current Fire Chief which is not presently available. The current model of one exempt Chief Officer requires a division of both oversight and administration between multiple program areas, each of which has an inherent associated level of potential risk and liability that cannot be fully addressed through a single position. Simply, the span of control is currently too large.

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Scope of Review and Methodology

Developing the business case for a full-time Deputy Chief for the CSFD involved an analysis based on a benchmark survey of reasonably similar fire departments. The benchmark survey included a number of factors including the type of department (career, composite or volunteer), level of service (exterior, interior or full service), number of fire halls and size of the fleet, the number of firefighters and officers, the response obligations in terms of mutual aid and automatic aid, the complexities related to the dispatch provider and alerting/dispatch technology, the size of the capital and operating budgets and other factors. More details on some of these factors are provided below.

Background information relating to the administration and operation of the Department was obtained. The Department information was reviewed and discussed in a meeting with the Fire Chief which ultimately led to a process to identify other fire departments that could be considered for comparison. This resulted in the creation of a benchmark survey document (found in Appendix 1) that was distributed to the six identified fire departments: Comox, Parksville, Port Alberni, Oak Bay, Pitt Meadows and Squamish. The inclusion of fully career departments was intended to provide a comparator in terms of resource availability for similar workload responsibilities, notwithstanding the additional human resources component inherent to career departments.

Survey results from five of the six identified departments were obtained in time for inclusion in this report and the information was compiled into a spreadsheet format for analysis. Some information components were used to establish the level of similarity between departments to ensure a valid comparison was possible, while other components were directly analyzed to identify significant similarities and differences in the administration of the various departments.

CENTRAL SAANICH FIRE DEPARTMENT: DEPUTY FIRE CHIEF – BUSINESS CASE 2

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Benchmark Survey Analysis

Population Served

For the fire departments surveyed, the populations served ranged from 17,678 to 24,000 with the average being 19,623 (see Table 1). CSFD serves a core population of 16,814 but once this figure is adjusted to include the First Nation populations that receive fire protection under service agreements, it increases to 19,320.

Table 1: Population Served Benchmark Population Department Central Saanich 19,320 Comox 24,000 Parksville 18,654 Pitt Meadows 18,573 Port Alberni 17,678 Squamish 19,512 Average 19,623

The population served is illustrated in Figure 1 with the CSFD being almost exactly the average for the group.

Figure 1: Population Served

CENTRAL SAANICH FIRE DEPARTMENT: DEPUTY FIRE CHIEF – BUSINESS CASE 3

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Executive Leadership Team and Remuneration

The executive leadership of the CSFD consists of one exempt position of Fire Chief. The Chief is nominally supported by two volunteer Deputy Chiefs and two volunteer Assistant Chiefs however these positions are primarily operational response oriented and do not provide significant administrative support.

Of the five comparable fire departments that responded to the benchmark survey, each has a minimum of an exempt Fire Chief and at least one Deputy Chief or two Assistant Chiefs that are full time exempt positions. These Chief Officers provide administrative support and have specific program area responsibilities to support department operations.

The compensation for the fire chief positions in the benchmark departments include typical benefits and annual salaries that range from $110,000 to $145,000 with an average salary of $134,115. The compensation for the CSFD fire chief position is currently $140,000. For the chief officers in the benchmark departments the average salary for a Deputy Chief is $127,000 and an Assistant Chief is $94,000.

Remuneration for the fire chief in each department is summarized in Table 2 and, for the CSFD, the position is between the two highest and three lowest paid.

Table 2: Fire Chief Remuneration

Benchmark Remuneration Department Central Saanich $140,000 Comox $110,000 Parksville $135,000 Pitt Meadows $144,229 Port Alberni $130,460 Squamish $145,000 Average $134,115

The relative placement of the salaries for each of the fire chiefs is illustrated in Figure 2.

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Figure 2: Fire Chief Remuneration

The number of full-time chief officers in the benchmark fire departments in shown in Table 3 and by this measure the CSFD has the least.

Table 3: Full-time Chief Officers

Benchmark Full-time Chief Department Officers Central Saanich 1.0 Comox 3.0 Parksville 3.0 Pitt Meadows 3.0 Port Alberni 2.0 Squamish 2.0 Average 2.3

The CSFD is the only fire department in the benchmark group with just one full-time chief officer. This is illustrated in Figure 3 below.

CENTRAL SAANICH FIRE DEPARTMENT: DEPUTY FIRE CHIEF – BUSINESS CASE 5

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Figure 3: Full-time Chief Officers

Number of Firefighters and Officers

The number of personnel in the department regardless of the type of department, will be another factor in determining the size of the leadership team. Also, where a department has more than one fire hall which translates to more worksites, there is an impact on the administrative load (see the section on Department Assets below).

In reviewing the benchmark departments’ staffing, the number of firefighters (both career and volunteer) ranged from 16 to 55, with the lowest number representing the fully career department. The average number of firefighters was 41 as compared to the CSFD at 45.

The officer positions, excluding chief officers, ranged from five (in a fully career department) to a high of 12. In the CSFD there are currently 11 officer positions (Captain/Lieutenant).

It is worth noting that there is also an additional workload related to the administration of a collective agreement that exists where unionized (IAFF) positions are included in a department. The number of full-time unionized positions within each department surveyed is shown in Table 4.

CENTRAL SAANICH FIRE DEPARTMENT: DEPUTY FIRE CHIEF – BUSINESS CASE 6

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Table 4: Number of IAFF Staff

Benchmark IAFF Staff Department Central Saanich 6.0 Comox 0 Parksville 0 Pitt Meadows 4.0 Port Alberni 16.0 Squamish 7.0 Average 5.5

Figure 4 shows the range between fully volunteer fire departments such as Comox and Parksville, a fully career department like Port Alberni and composite fire departments like Pitt Meadows, Squamish and Central Saanich.

Figure 4: Number of IAFF Staff

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Department Assets

A department’s apparatus and facilities are key indicators affecting administrative workload.

The CSFD has two fire halls each of different ages and requiring different amounts of care and attention. Also, having two primary worksites involves more administrative oversight. Some of the benchmark departments have a single fire hall and less staff even though they are providing service to a similar size population base. In most cases they rely on a greater degree of support from adjacent departments and have a smaller geographic footprint.

The number of principal apparatus to be maintained and budgeted for is listed in Table 5 and illustrated in Figure 5. The number for the CSFD, compared to the benchmarks, is significant.

Table 5: Number of Principal Fire Apparatus

Benchmark Principal Department Apparatus Central Saanich 7 Comox 5 Parksville 5 Pitt Meadows 4 Port Alberni 4 Squamish 5 Average 5

Figure 5: Number of Principal Fire Apparatus

CENTRAL SAANICH FIRE DEPARTMENT: DEPUTY FIRE CHIEF – BUSINESS CASE 8

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Playbook Level of Service

The approved level of service provides a sense of the amount of work required at an administrative, operational and training level. The Playbook mandates an increasing level of training detail including the lesson plan, the assessment of each firefighter and a permanent record based on the level of service.

All five departments surveyed provide full-service fire response as does the CSFD. Therefore, the core training requirements and related level of administrative support are comparable for all the departments examined.

Fire Prevention and Public Education

The CSFD Fire Chief has overall responsibility for fire prevention and public education. In the other fire departments surveyed, either a Deputy Chief or Assistant Chief are responsible to administer and supervise one or both of these program areas.

The number of fire inspections within the various jurisdictions ranged from 400 to 850 with an overall average of 604. By comparison the CSFD has 850 inspections to cover. There is one identified fire inspector for the Department but most of these inspections are carried out by two on-duty career staff, an officer plus firefighter (or paid on call (“POC”) firefighter) depending on the day of the week. In other departments most (but not all) use POC crews to undertake or augment the delivery of fire inspections.

In all of the fire departments reviewed the firefighters participate in varying degrees in the public education programs. Some of the benchmark departments have full-time line positions responsible for public education, but their time is shared with fire prevention inspections. Currently there is no dedicated position within the CSFD to manage fire prevention or public education.

The number of inspections for the CSFD and the benchmark fire departments are listed in Table 6.

Table 6: Annual Fire Inspections

Benchmark Fire Inspections Department Central Saanich 850 Comox 400 Parksville 550 Pitt Meadows 725 Port Alberni 550 Squamish 550 Average 604

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The range of annual inspections for the benchmark departments is shown in Figure 6 and similar to some other measures, the CSFD has the highest workload in terms of the chief officer.

Figure 6: Annual Fire Inspections

Mutual and Automatic Aid

The degree to which a fire department operates with other departments either in a mutual aid or automatic mutual aid model can result in administrative obligations for a department. Understanding the service levels and training of mutual aid partners is mandatory as well as ensuring that the agreements and bylaws governing these activities are kept up to date to provide appropriate authorization for all actions.

All the benchmark fire departments including CSFD have mutual aid agreements. CSFD and two other departments also have automatic aid agreements.

Capital and Operating Budgets

Capital and operating budgets provide another comparative view of the amount of work required by the exempt staff.

The survey was not able to clearly identify the annual fire department capital budgets as most respondents indicated that the figure fluctuated significantly from year to year depending on identified priority requirements. As a result, no comparison is offered for capital budgets due to this lack of consistent criteria between budget systems.

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The annual operating budgets for composite departments ranged from $1.2 million to $2.0 million and the sole career department was $3.5 million. The average operating budget for the composite departments was $1.6 million and the CSFD currently is $1.77 million.

Operating budgets for CSFD compared to the other fire departments are shown in Table 7.

Table 7: Operating Budgets

Benchmark Operating Budget Department Central Saanich $1,772,400 Comox $1,200,000 Parksville $1,400,000 Pitt Meadows $1,842,900 Port Alberni $3,500,000 Squamish $2,000,000 Average $1,952,550

The range of operating budgets for the benchmark departments is illustrated in Figure 7 with the highest of these being Port Alberni, a fully career department. In terms of the remaining departments the CSFD is in the middle with Pitt Meadows and Squamish slightly higher and Comox and Parksville being lower.

Figure 7: Operating Budgets

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Dispatch and Alerting Technologies

Dispatch and alerting technologies are increasingly complex and will become more so with the development of the next generation 911 system (NG 911) and the deployment of a public safety broadband system (PSBN) in the very near future. These technological changes are significant issues for the CSFD as it may be required to respond under one or more of the existing mutual aid models with up to three other dispatch providers, using different CAD and paging configurations.

The 911 systems used by all the departments surveyed were either E-Comm or North Island 911. The fire dispatch providers used by the benchmark departments depends on their geographic location with the providers identified as E-Comm, North Island 911, Campbell River and Surrey Fire. The CSFD uses E-Comm for 911 and the Saanich Fire Department provides fire dispatch.

The CSFD and four of the five surveyed departments use mobile data terminals and one department uses iPads. Similarly, computer aided dispatch is used by CSFD and three of the five other departments.

With respect to records management systems (RMS), CSFD is the only department currently with a fully functional RMS.

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Conclusion

In comparison to the benchmark fire departments, the CSFD stands alone with just a single exempt officer - the Fire Chief; each of the other departments has two or three positions. For many of the benchmark comparisons the CSFD is at or about the average but compared to the others has the highest number of inspections and the largest number of apparatus to manage.

The current organization of the CSFD with only one exempt management position represents a significant risk and liability exposure for the Department and the District of Central Saanich. The Fire Chief position has insufficient time available to effectively manage all of the expected programs and administrative needs of the Department. In addition, the current arrangement lacks the desired level of business continuity with all functions concentrated in one individual.

It is recommended that the CSFD create a full-time exempt Deputy Fire Chief position to ensure an effective distribution of the administrative workload and create a core executive leadership team. The position would be available to serve as acting Fire Chief as required, support command functions at incidents and provide for a degree of succession planning. The new position would provide the support required to maintain effective programs in fire prevention, public education, apparatus and equipment management and emergency management.

CENTRAL SAANICH FIRE DEPARTMENT: DEPUTY FIRE CHIEF – BUSINESS CASE 13

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Appendix 1: Benchmarking Survey Questions

• Population Served, is the following correct? o Port Alberni, population = 17,678 o Comox, population = 14,028 o Parksville, population = 12,514 o Oak Bay, population = 18,094 o Pitt Meadows = 18,573 o Squamish = 19,512 • Playbook Level of Service o Exterior, Interior or Full Service o Has this been defined by the AHJ? o Is there a bylaw or council policy you could share? • Types of Operational Response o Suppression o Hazmat o Confined Space o Water Rescue o High/Low angle o Auto extrication • Type of Department o Volunteer o Composite o Career • Fire Underwriter Survey o What is your PFPC rating? o What is your DPG rating? • Number of Fire Halls o If more than one, do they have different functions? • Apparatus, number each of: o Engines o Tenders o Aerial Ladders o Rescues o Fire boats/zodiacs o Technical Rescue o Others? • Apparatus repair o Who manages the repair and maintenance of fire apparatus? • Training o Who manages the training program for your department? o Who manages the training budget? • Executive Leadership Team

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o What is your structure like in terms of full-time chief officers and are they full-time or part-time? o What is the pay range and benefit package? . Fire Chief . Deputy Chief(s) . Assistant Chief(s) o Who replaces you when you are on vacation, out of town? . Is there a minimum requirement for this? • Organization Chart o Is there one and could it be shared? • Number of Firefighters o Are they remunerated, and if so how? o For fires? o For practices? o For offsite training? • Number of Officers o Are they remunerated, and if so how? . Lieutenants . Captains . Training Officers . Others • Mutual Aid o Does your department have mutual aid agreements? o Outbound with? o Inbound from? • Automatic Aid o Does your department have automatic aid agreements? o Outbound with? o Inbound from? • Capital Budget o What is the amount of the capital budget? • Operating Budget o What is the amount of the operating budget? • Dispatch and Alerting Technologies o Who is your 9-1-1 provider? o Who is your dispatch provider? o Do you have mobile data terminals in the apparatus and if so who maintains them? . For Computer Aided Dispatch . For Record Management System(s) • Fire Prevention and Public Education o Fire Inspections . Who supervises fire inspections in your department?

CENTRAL SAANICH FIRE DEPARTMENT: DEPUTY FIRE CHIEF – BUSINESS CASE 15

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. How many fire inspections does your department conduct annually? . How many fire inspectors are there? • How many are daytime positions and if so, how many inspections do they do they conduct? • Are inspections also carried out by fire crew, if so, how many inspections do they conduct? o Public Education . Who supervises public education in your department? . Who delivers public education in your department? . Is this a full time or part time position? . If this is a part time position, roughly how many hours per week are devoted to public education?

CENTRAL SAANICH FIRE DEPARTMENT: DEPUTY FIRE CHIEF – BUSINESS CASE 16

Page 46 of 107 The Corporation of the District of

Central Saanich

REGULAR COUNCIL REPORT

For the Regular Council meeting on April 06, 2020

To: Paul Murray File: 1700-02-2020 Chief Administrative Officer

From: Troy Ziegler Priority: Strategic Director of Financial Services Operational

Date: April 02, 2020

Re: 2020-2024 Financial Plan

RECOMMENDATIONS:

1. That the Central Saanich 2020 budget be approved as presented in the 2020-2024 Financial Plan Staff Report of April 2 2020. 2. That staff be directed to bring forward the 2020-2024 Financial Plan Bylaw for approval at the April 20th Council meeting.

BACKGROUND: The Community Charter requires that local governments in British Columbia approve a Five Year Financial Plan and Property Taxation Bylaw on or before May 15 of each year.

The 2020 Water and Sewer Utility budgets and rates have been adopted. Budget presentations have been completed and given the current pandemic circumstances, Council has directed that staff prepare a revised budget proposal with an option to reduce property tax impacts by up to 1%.

Once the overall budget is approved, the Financial Plan bylaw and Tax Rates Bylaw will be updated and brought to Council for adoption at the April 20 Council meeting.

1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135

Page 47 of 107 To: Paul Murray, Chief Administrative Officer April 02, 2020 For: April 06, 2020 Regular Council Re: 2020-2024 Financial Plan

DISCUSSION: The 2020 budget has been reviewed to adjust for the current circumstances. The pandemic situation presents risk on the revenue side of the budget - primarily from reduced interest rates, penalties on property taxes, and utility bill discounts.

To address this risk and minimize the financial impact on taxpayers in the community for this year, the following approach is suggested: 1. Use Financial Stabilization Reserve funds as an additional pandemic contingency. 2. Be more conservative in estimating revenues. 3. Reduce expenses without effecting core services. 4. Accelerate capital project design spending to ensure a supply of shelf ready projects for the recovery period.

Stabilization Reserve: 1. A Financial Stabilization Reserve contribution of $400,000 has been established as an emergency contingency should that become necessary. If used, the funds would be repaid into that reserve over the next three years. This would be used to backstop any drop in penalty revenues and any temporary borrowing interest charges if the District needs to borrow to cover operational costs later in the year. Revenues: 1. A more conservative interest revenue estimate is now being used, given the downward trend in interest rates expected in the near term. Interest revenues have been decreased by $100,000 in that regard. 2. BC Hydro Grant In Lieu revenues have been increased by $18,000 based on the latest BC Hydro announcements. 3. Fortis Grant In Lieu revenues have been reduced by $15,000 to reflect a drop in gas prices.

The overall proposed revenue adjustment is a reduction of $97,000

Expenses: 1. Reduce administration operations contingency by $25,000. 2. Reduce police building repairs and renovations budget of $20,000. 3. Shift funding for Deputy Fire Chief and Duty Chief Program phase in $90,000 from Contingency to Fire. 4. Eliminate engineering temp salary contingency of $18,500. 5. Eliminate engineering rights of way consulting budget $8,300. 6. Eliminate Graham Creek Monitoring new budget request of $15,000. 7. Reduce Roads Materials and Supplies budget by $10,000. 8. Reduce Public Works Parts and Equipment budget by $10,000. 9. Reduce Public Works Materials and Supplies budget by $5,000. 10. Reduce transfers to reserves (funded by interest revenues) by $100,000. 11. Reduce Asset Management Funding by $62,000.

The overall proposed expense adjustment is a reduction of $273,800

Page 48 of 107 To: Paul Murray, Chief Administrative Officer April 02, 2020 For: April 06, 2020 Regular Council Re: 2020-2024 Financial Plan

This results in a net property tax reduction of $176,800 ($273,800 - $97,000) or a reduction in the proposed property tax increase from 3.86% to 2.85%

In addition the following projects are carried forward from 2019 and added to 2020 - this is our usual practice once prior year accounting is concluded. All projects are funded from reserves or grants: 1. Preemptive traffic lighting on Pat Bay at Island View and Mt. Newton, $58,000. 2. Public Works street sweeper replacement, $315,000 3. Replacement of Public Works four wheel trailer and front mower, $92,000 4. Public Works mobile/GPS upgrade, $35,000

The following capital projects are added or deferred: 1. Added Mt. Newton at Saanich Peninsula Hospital crosswalk, $10,000, funded by ICBC Grant. 2. Added Keating Business District Parking Standards $50,000, funded from reserves. 3. Deferred Keating Business District Parking Cash in Lieu Review, $20,000 to 2021. 4. Deferred Farmlands Trust - Newman Farm Master Plan $10,000 for reconsideration in 2021.

The following capital design projects are accelerated forward from the balance of the five year financial plan to 2020. All are funded from reserves and will increase the set of shelf ready projects for the recovery period: 1. Water - Seabrook & Tanlee Watermain Replacement Design $90,000 - moved up from 2021 2. Water - Mt Newton, Saanichton, Lower Dawson, Oldfield and Martindale Water Pressure Zone improvements $60,000 moved up from 2021/2022 3. Sewer - Delamere Station M design $23,000 moved up from 2023 4. Sewer - Highway 17 Adjacent Main design - $250,000 moved up from 2024 5. Sewer - Butler, Kirkpatrick, Devonshire, Mt Newton, Butchart and Cultra Lift stations - design $149,000 moved up from 2023/2024 6. Sewer - Keating Pumps and piping design $20,000 moved up from 2023

In Summary: The 2020 Financial Plan provides for the continuation of services expected by the community and establishes contingencies for the COVID19 Pandemic so the District can continue to manage finances sustainably as the situation progresses.

In addition, funding is provided for key projects and initiatives to move strategic priorities of Council forward during the recovery period such as the Reconciliation Program, Saanichton Village Plan, Residential Density and Infill Planning, Active Transportation Planning and Brentwood Bay Moorage area. In addition the phase in of Fire Service Ten Minute Response Plan, Duty Officer and Deputy Chief and the last phase of Integrated Police Dispatch.

Similar approaches have been employed to produce the Water and Sewer Utility Financial Plans. Costs to replace infrastructure are the predominant factor in developing the Utility Budgets along with the cost of CRD bulk water and CRD sanitary sewer treatment.

Page 49 of 107 To: Paul Murray, Chief Administrative Officer April 02, 2020 For: April 06, 2020 Regular Council Re: 2020-2024 Financial Plan

Lastly, there is continued modest progress on moving toward sustainable infrastructure replacement funding levels based on the Long Term Financial Plan and Sustainable Asset Management Plans approved by Council in 2017. An Infrastructure Renewal levy continues to provide clarity and separation between operating and capital funding for this purpose. This approach gradually increases the levy over a fifteen- year period to reach fully funded sustainable infrastructure replacement. In 2020, this levy is $486 for an average home.

A significant capital program is planned which includes the final catch up of deferred pavement management plan work in several areas, the regular replacement of vehicles and equipment, the first stage of replacing the Brentwood Bay/Hagan sewer system, and Maber Flats agricultural drainage improvements. A number of design projects are accelerated forward to 2020 to provide the District with the most flexibility during the economic recovery period. The larger projects are subject to grant assistance from senior levels of government and potentially some debt financing. If grant funding for the Brentwood Hagan Sewer System Replacement is not received, the project will be reconsidered to either defer and reapply for grants again, access debt financing instead or increase the use of reserves. Further sewer rate increases may be required in that case.

Reserves Policy The Districts reserves policy provides a road map for the majority of reserves, with the caveat that General, Water and Sewer Capital (Infrastructure) Reserve targets will be refined as the Asset Management Plan continues to be developed. Reserves and surplus will remain consistent during the five- year period of the plan.

Permissive Tax Exemption Policy The Municipality is required by legislation to disclose its permissive tax exemption policy and consistent with the previous year’s approach the following is included again:

“The Municipality recognizes that there are organizations in the community which enhance the quality of life by providing worthwhile programs and services. It is in the best interest of the community that these continue to be provided. Given the lack of resources for some of these organizations, the municipality can support the community by providing a limited level of merit based grants and permissive tax exemptions each year. The Municipality cannot be expected to support those organizations that provide services which are in the area of responsibility held by senior levels of government.”

Revenue and Taxation Policy The Municipality is also required to include a revenue and taxation policy statement in the Financial Plan Bylaw. In past years, the following policy has consistently been followed and is included again:

“The Municipality will continue to pursue revenue diversification wherever possible with the objective of maintaining a reasonable tax burden by maximizing other revenue sources and balancing the burden with user fees and charges where feasible. The Municipality will continue to set tax rates to ensure tax stability by maintaining the proportionate relationship between classes and uniform annual tax increases, consistent with previous years approach.”

Page 50 of 107 To: Paul Murray, Chief Administrative Officer April 02, 2020 For: April 06, 2020 Regular Council Re: 2020-2024 Financial Plan

The practice of the Municipality has been to set tax rates in order to maintain tax stability. This maintains the proportionate relationship between property classes in comparison to the previous year, while taking into account new construction values, deletions from the tax roll and changes in property classes. This means that property owners in each class of property can expect to see consistent tax increase/decreases based on the change in assessment over previous year.

In order to maintain the current share of taxation between property classes and have a uniform tax increase, minor adjustments are made to the tax multiples to account for market based assessment variation each year, while the final ratios will be confirmed when the BC Assessment completed roll is available in April.

The proportion of taxes collected from each class of property will remain unchanged from 2019: Residential 78%, Light Industry 3% and Business 18%.

The property tax rates will generally reduce in 2020 and the multiples slightly increase to reflect market changes. The Business multiple will increase from 2.03 to 2.10 but both the rate and multiple can be expected to remain one of the lowest in Greater Victoria.

CONCLUSION: The 2020 Financial Plan provides for COVID19 Pandemic contingencies, continuation of services expected by the community, significant public safety funding and continued modest progress toward sustainable asset management. Budgets have been reduced to lower the projected tax increase from 3.86% to 2.85%. The Districts financial risk will be increased as a result of those reductions, but under the circumstances this is reasonable and will economically assist local property owners in conjunction with the other Federal, Provincial and Corporate financial assistance programs that have been recently announced.

A healthy capital program is outlined and design work has been accelerated where possible to ensure that a set of shovel ready projects is available during the recovery period.

No change to the Permissive Tax Exemption and Revenue and Taxation approaches is suggested.

Council approval of the proposed 2020 - 2024 Financial Plan is recommended.

Respectfully Submitted Troy Ziegler Director of Financial Services

Administrator’s Recommendation: I concur with the recommendations contained in this report. Paul Murray Interim Chief Administrative Officer

Page 51 of 107 3/1712020

E R Gait ! Central Saanich Road ! Saanichton BC V8M-lT7

District of Central Saanich 1903 Mount Newton Cross Road Saanichton, B.C. V8M2A9 Attention-Mayor and Council

Dear Council

The (chickens are coming home to roost) (entitlement is ending) ( customers are gone because the product is overpriced).

Before the COVID-l9 all levels of government had spent beyond the taxpayer's ability to pay, and will now be faced with a complete failure of the system of entitlement and greed that has brought taxpayers to their knees.

Some of you will laugh, some will be critical of my opinion and maybe some will take a serious note of my message. Central Saanich is a tiny little Municipality with almost one quarter being Federal land, looked after by RCMP and Federal authority, yet any time anyone questions any part of your expenditures the reply is to compare with other regions.

Central Saanich should be proactive with action now before it is too late. Demand cuts by CRD. Cut the police budget by 50 percent. Turn the parks back to community care. Privatize much of the Public works, Engineering and planning.

Please note that when this tenible disease is over, the economy will be wrecked, senior governments will have no money to share. Please be proactive. get rid of red tape, entitlement and inefficiency.

Y 'l EGEilVtr

ERGai The

Page 52 of 107 The Corporation of the District of

Central Saanich

REGULAR COUNCIL REPORT

For the Regular Council meeting on April 06, 2020

To: Paul Murray File: Chief Administrative Officer

From: Troy Ziegler Priority: Strategic Director of Financial Services Operational

Date: March 31, 2020

Re: Utility Bill Due Dates & Discount Deadline

RECOMMENDATIONS: That Council approve an extension in sewer and water utility early payment discounts to 90 days for the May and September tri-annual billing periods of 2020.

BACKGROUND: Due to the financial and economic impacts of the COVID-19 pandemic, Council directed staff at the Council meeting of March 23rd to prepare options for waving utility bill deadlines for commercial, residential, and agricultural property owners.

DISCUSSION: The District continues to provide water and sewer essential services to the community and the 2020 budget was recently approved and rates adopted.

1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135

Page 53 of 107 To: Paul Murray, Chief Administrative Officer March 31, 2020 For: April 06, 2020 Regular Council Re: Utility Bill Due Date & Discount Deadline

The District has the ability to modify payment due dates and penalties for both Sewer and Water utility systems. This can be achieved by modifying the existing Waterworks Regulation Bylaw No. 1410, 2002 and Sewer Fee Bylaw No. 1882, 2016.

Both sewer and water fees are charged three times per year with a due date 30 days from date of billing. For example the January to April billing is mailed in early May and the early payment discount ends June 1st. A ten percent early payment discount is applied for all payments made within that 30 day due date. Approximately $190,000 in lost discounts (penalties) are received annually and this helps fund the operating cost of running both sewer and water utilities.

The next billing cycle is at the end of April for water and sewer between Jan 1 and April 30. Billing will occur in the first two weeks of May and a decision on any changes to early discounts and due dates for payments is needed before then.

Pre-authorized electronic payments continue to be accepted via the Districts MyCentralSaanich online system.

Municipalities in the region are delaying due dates and/or suspending the application of penalties at this point until more information is known about the extent of the financial impact of this pandemic. For example:

• North Saanich is considering extending due date on next billing (30 days), considering extending date for penalty application. • Sidney has not changed due dates. Penalties suspended until further notice on outstanding and future bills. • Saanich and Victoria also not changed due dates. Penalty or loss of discount suspended until further notice.

From a financial perspective a deferral of penalties within the current year will have the least impact to the water and sewer utility budget and operations. Keeping discounts in place even if delayed does create an incentive to pay and assist with the District's cash flow.

Any reduced cash flow from delayed payments would be covered in the interim by using working capital reserves. Should temporary borrowing also become necessary this would be facilitated through the Districts Temporary Borrowing Bylaw Authority.

Given the evolving nature of the current situation, an extension of the period for payment and discount from 30 days to 90 days for the current and next billing period (to August 1st and December 1st) is suggested. This would have the benefit of extending the period for payment of both the spring and fall utility bills by an additional 60 days for a total of 90 days in each case.

This would provide consistency with the current billing cycle, and could be implemented with the Districts Tempest software system and be aligned with other local practice.

Page 54 of 107 To: Paul Murray, Chief Administrative Officer March 31, 2020 For: April 06, 2020 Regular Council Re: Utility Bill Due Date & Discount Deadline

Further adjustments could be considered by Council prior to the next billing cycle should that become necessary.

Alternatively Council could consider either a shorter or longer discount period, or suspend loss of the payment discount for the time being.

CONCLUSION: An extension of the early payment discount period by an additional 60 days would provide some measure of cash flow relief for both billing cycles in 2020 while not posing a significant negative impact on the 2020 budget.

An extension of the early payment discount period to 90 days is recommended.

Respectfully Submitted

Troy Ziegler Director of Financial Services

Administrator’s Recommendation: I concur with the recommendations contained in this report. Paul Murray Interim Chief Administrative Officer

Page 55 of 107 The Corporation of the District of

Central Saanich

REGULAR COUNCIL REPORT

For the Regular Council meeting on April 6th, 2020

To: Jarret Matanowitsch File: 6430-35 Director of Planning and Building Services

From: Gillian Nixon Priority: Strategic Climate Action Specialist Operational

Date: March 13, 2020

Re: Municipal Financing Pilot Program for Home Energy Upgrades

RECOMMENDATIONS:

1. That Council support in principle the PACE program as outlined in this report titled “Municipal Financing Pilot Program for Home Energy Upgrades” and dated March 13, 2020. 2. That Council direct staff to produce a letter to be submitted with the Green Municipal Fund application to FCM, with the Mayor’s signature, confirming the District's financial contribution of $70,000 in cash and $32,000 of in-kind funding to the home energy upgrade municipal financing pilot program over its two-year period of operation.

BACKGROUND:

At the November 11, 2019 Regular Council Meeting, Council resolved to:

“Direct staff to develop a Local Improvement Building Energy Retrofit Pilot Program - Green Municipal Fund Grant Application for the next grant intake in spring 2020 and budget consideration.”

Staff have developed a municipal financing pilot program concept for home energy upgrades with the objective of reducing community greenhouse gas (GHG) emissions. This program is anticipated to launch in Fall 2020 at the earliest and will be well-timed to assist with post-pandemic stimulus of the local economy. The Federation of Canadian Municipalities (FCM) require a letter from Council confirming the District’s financial contributions to this home energy upgrade municipal financing program as part of the Green Municipal Fund grant application.

Page 56 of 107 DISCUSSION:

In British Columbia, a variety of rebates are available to assist homeowners to undertake home energy efficiency renovations, however, the rebate model of paying for the renovation upfront and receiving a rebate later presents a barrier for participation for many homeowners.

A municipal financing pilot program would present an opportunity to reach homeowners who would otherwise not be able to benefit from government incentives. A parcel tax levy could be used to recoup the loan from annual property taxes, while attaching the debt to the property and not the homeowner. As a result, homeowners could benefit from a more comfortable, environmentally friendly, and affordable home, and the community as a whole could benefit from significant reductions in annual greenhouse gas emissions.

Scope of the Pilot Program- Focus on Converting Oil Furnaces to Heat Pumps

A November 2019 Council report recommended that staff move forward with developing a financing program to address key barriers and market gaps that are currently limiting the uptake of energy retrofits. The report suggested focusing on solar and electric heat pump retrofits. The proposed pilot program focusses the scope further- to heat pump retrofits in oil heated homes specifically.

This financing pilot project focusses on the replacement of oil home heating systems with electric air source heat pumps due to the following benefits:

Environmental: • Addresses a climate action in the Climate Leadership Plan to convert 100% of oil and propane home heating to electric air source heat pumps by 2030 • Provides the largest GHG emission reduction out of all possible home energy upgrade projects o Despite there being only an estimated 300 oil-heated homes within the community, they produce 16% of residential building emissions and 2% of total community emissions • Lessens the risk of oil spills, which threaten the soil, water, and wildlife of the community and are also a financial liability1

Socioeconomic: • Provides significant energy bill savings, which could be used to repay the municipal loan o Median homeowner energy bill savings in the CRD area from the past 2015-2018 provincial oil to heat pump rebate program were estimated as $2,200 per year, or $183/month • Provides an opportunity to improve community affordability o 15% of Central Saanich homeowner households spend more than 30% of their after-tax income on housing o 14% of households experience energy poverty, defined as spending 6% or more of after-tax income on home heating costs • Improves the health and safety of homeowners who currently have oil furnaces o Replacing oil home heating with electric heat pumps mitigates the risk of combustion spillage2 to residents and improves air quality through air filtration and humidity control • Improves the resiliency of Central Saanich homes to climate change

1 Oil spills are not typically covered under home insurance, are the responsibility of the homeowner, and typically cost between $65,000- $118,000 to clean up. The District also incurs costs in the event of an oil spill, as staff are typically involved with the spill cleanup and management. 2 Combustion spillage is when fumes from fossil fuel combustion systems (such as carbon monoxide) spill into the home

Page 57 of 107 o As summer temperatures continue to rise due to climate change, the cooling capability of heat pumps will improve the climate resilience and livability of homes in the community

Municipal: • Is defensible under current Community Charter S.210 Local Area Service legislation o Meets the criteria of producing significant GHG reductions that translate into a direct benefit and service for the community as a whole • Provides an opportunity for a harmonized approach with neighbouring District of Saanich o Harmonizing the approach will allow the Districts to collaborate on program design and administration, resulting in lower costs to the District

Preliminary Program Design

The detailed program design phase of this project will take place after program funding and a third-party administrator are secured. Please note that a preliminary program workflow concept is attached in the appendix of this report, but that it is intended for illustrative purposes only and is subject to change during the detailed design phase of this project.

1. Program administration The program will be streamlined with third-party administration to minimize strain on municipal staff and ensure there is ample availability for resident or contractor questions or concerns. Choosing a third- party administrator who is familiar with the BC rebate system and client questions and concerns regarding home energy upgrades is key to ensuring a positive experience for the homeowner.

2. Program communication to residents, contractors, and other stakeholders Given that property assessed financing is a new concept in BC that many homeowners and contractors are unfamiliar with, outreach by District staff through multiple media platforms will be required to reach a diverse audience. The program will be communicated through videos and posts on social media, the District website, and through in-person information sessions. 3. GHG emission reduction evaluation A pre- and post-retrofit EnerGuide evaluation3 will be required as part of the program to ensure that the GHG emissions reduction impact of the pilot program can be quantified. Preliminary calculations suggest that although the proposed oil to heat pump pilot will encompass just 50 homes, it will still reduce annual residential GHG emissions by approximately 3% and total annual community emissions by 0.5%

3 EnerGuide evaluations are used to quantify home energy performance and GHG emissions

Page 58 of 107 To: Jarret Matanowitsch, Director of Planning and Building Services March 13, 2020 For: Regular Council Re: Home Energy Upgrade Municipal Financing Pilot Program

Proposed Pilot Program Funding Details: Financing Available to Individual Homeowners

It is proposed that the financing pilot program involve a maximum of a $12,000 loan, repaid over a period of 10 years with zero percent interest.

There are three reasons for this:

1. The average cost of switching from an oil heating system to a heat pump system 2. The average energy bill savings due to making the switch 3. Continuity with the District of Saanich

1. Average cost of switching to a heat pump A maximum loan of $12,000 is enough to cover the average installation of a heat pump in the CRD while still providing some room for variations in cost. The average price of a central heat pump system4 was determined as $9,905 for CRD participants switching from oil to a heat pump during the 2015-2018 Oil to Heat Pump rebate program. Of the twelve Central Saanich participants in that program, nine selected a central heat pump system to replace their oil furnace. As seen in Table 1, given the rebates available (up to $4,200), the average price for a central heat pump after rebates is around $5,700. A financing cap of $12,000 will leave room for variation in the upfront cost between households, and for extra capital in the case that an electrical panel upgrade is required with the upgrade to a heat pump. The District will require that the homeowner apply for rebates to participate in the program, and that the total rebate amount received by the homeowner for the upgrade is applied to the District financing within the first year of the program.

Table 1: The average cost of heat pump systems in the Capital Regional District and available rebates Central Heat Pump4 Mini-Split Heat Pump4

Typical cost in the CRD when switching from an oil Single-Head $3,000 to $5,000 $6,000 to $10,000 furnace Multi-Head $5,000 to $8,000

Total rebate available for switching from oil heating $4200 to a heat pump

Average cost of a central heat pump before rebates ~$9,900 are applied

Average cost of a central heat pump after rebates ~$5,700 are applied

4 There are two main types of heat pumps that can be installed in homes- the central and the “mini-split”. The central heat pump uses ducting to distribute heat throughout the house, whereas a mini-split heat pump is ductless and uses one or more “heads” to heat the home. 1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135

Page 59 of 107 To: Jarret Matanowitsch, Director of Planning and Building Services March 13, 2020 For: Regular Council Re: Home Energy Upgrade Municipal Financing Pilot Program

2. Average energy bill savings due to making the switch

A zero-interest loan repaid over a period of ten years will ensure that homeowners will be able repay their municipal loan solely with their energy bill savings. This will result in home energy upgrades that are at no net cost to homeowners, which will encourage participation in the program.

The median annual energy bill savings recouped from completing the home energy retrofit ($2,200) will more than cover the annual municipal loan repayment ($1,200 max), with additional savings of around $1,000 left over for many participants.5 Given that even the lowest estimated annual cost savings from switching from home heating oil to a heat pump ($1,475)5 is greater than the annual repayment cost of $1,200, homeowners will be able to pay over time for their heat pump using the savings on their annual home heating bill, even if electricity costs increase.6

Heat pumps have an estimated 20-year life, and so homeowners will continue to enjoy an additional decade of energy bill savings after their municipal loan is repaid.

3. Continuity with the District of Saanich

As with the District of Saanich, 25 homes per year for a pilot period of 2 years will be enrolled in the program, with a 10-year payback period.

5 Based past data from the province’s 2015-2018 oil to heat pump rebate program in the Capital Regional District. 6 Electricity rates have historically increased at approximately 3% per year

Page 60 of 107 To: Jarret Matanowitsch, Director of Planning and Building Services March 13, 2020 For: Regular Council Re: Home Energy Upgrade Municipal Financing Pilot Program

Proposed Pilot Program Funding Details: Municipal Budget

The program budget (Table 2) is estimated to be approximately $687,000 over two years: • $655,000 in cash contributions from grant and District funding • $32,000 in in-kind District contributions (finance staff and climate action specialist)

Table 2: Proposed Pilot Program Budget Year 1 Year 2 Funding Source Total Cash In-Kind Cash In-Kind External Grant Funding 7 Program Design $ 12,000 $ 12,000 7 Annual Administration (3rd party) $ 10,000 $ 10,000 $ 20,000 7 Communications and Outreach $ 13,000 $ 2,000 $ 15,000 7 Legal Review $ 3,000 $ 3,000 Contingency $ 10,000 $ 10,000 Energy Evaluation Subsidy $ 7,500 $ 7,500 $ 15,000 7 Program Evaluation and Info Sharing $ 10,000 $ 10,000 Financing for Homeowners (Capital Costs) $ 265,000 $ 235,000 $ 500,000

District of Central Saanich Financing for Homeowners (Capital Costs) $ 35,000 $ 35,000 $ 70,000 Staff Support: Financial Analyst $ 3,000 $ 2,000 $ 5,000 Staff Support: Climate Action Specialist $ 18,000 $ 9,000 $ 27,000 Total $ 355,500 $ 21,000 $ 299,500 $ 11,000 $ 687,000

Of the $655,000 in cash contributions, it is proposed that: • The District provide a total of $70,000 in cash contributions towards the pilot program8 • Staff apply to the Real Estate Foundation of BC and to the Green Municipal Fund for $585,000 in grants Real Estate Foundation of BC ($85,000) o Staff have already applied to the Real Estate Foundation of BC for a grant amount of $85,000, prior to the deadline of March 3, 2020. Results of this application are pending. FCM Green Municipal Fund ($500,000)8 o Applications by municipalities of less than 20,000 in population are evaluated for 80% of project funding up to $500,000, evaluated on a case-by-case basis o If the District is only offered 50% grant funding from FCM instead, or should the grant application not be successful, staff will revise the pilot program budget accordingly and inform Council so that a decision on whether to continue with the pilot can be made

7 These figures will be verified through a procurement process that will be contingent on Council direction to pursue the program and successful grant applications. 8 Note that this capital will be repaid by homeowners to the District over the course of the program. 1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135

Page 61 of 107 To: Jarret Matanowitsch, Director of Planning and Building Services March 13, 2020 For: Regular Council Re: Home Energy Upgrade Municipal Financing Pilot Program

Annual Repayment of Pilot Program Financing

Table 3 demonstrates how $570,000 in capital ($70,000 from the District and $500,000 from FCM) distributed to homeowners will be recouped annually throughout the ten-year repayment period.

Table 3: Proposed Two Year Pilot Financing Model for 50 participating homes (25 per year) Maximum Total Annual Total Financed New Homes Total Homes Year Financing per Financed Repayments (cumulative, repayments in Program in Program Home ($) ($) Received ($) subtracted) ($) 1 25 25 12,000 300,000 - 300,000 2 25 50 12,000 600,000 30,000 570,000 3 0 50 60,000 510,000 4 0 50 60,000 450,000 5 0 50 60,000 390,000 6 0 50 60,000 330,000 7 0 50 60,000 270,000 8 0 50 60,000 210,000 9 0 50 60,000 150,000 10 0 50 60,000 90,000 11 0 50 60,000 30,000 12 0 25 30,000 -

If the pilot project proves successful, expansion of the project scope and pool of capital could be considered by Council to finance a more diverse range of home energy upgrades. Further, the capital lent to homeowners could be reinvested into the program as it is repaid in order to finance additional home energy upgrades.

Financial Implications for the District

The current District of Central Saanich FCM grant for the Climate Action Specialist staff position runs out in February of 2021. After this point, Council will have to determine how to proceed in order to fund staff contributions to sustain the pilot program moving forward. Estimates of in-kind staff contributions required for the duration of the two-year pilot are included in Table 2.

The $70,000 in cash invested by the District for homeowner capital costs will be sourced from the District’s reserve fund for Climate Leadership Plan implementation and will be recouped over the course of the program. This will result in a program that will be at no cost to the Central Saanich taxpayer, as costs borne by the District will solely be for staff in-kind time to implement the Climate Leadership Plan.

Page 62 of 107 To: Jarret Matanowitsch, Director of Planning and Building Services March 13, 2020 For: Regular Council Re: Home Energy Upgrade Municipal Financing Pilot Program

Next Steps

The following are the next steps that staff will take should Council support in principle the pilot program described in this report:

1. Staff will produce a letter with the Mayor’s signature confirming the District's financial contribution of $70,000 in cash and $32,000 of in-kind funding for the home energy upgrade municipal financing pilot program. This letter will be submitted with the FCM Green Municipal Fund Pilot Program grant application in order to fulfill application requirements. 2. Staff will send a letter of consultation to the BC province to disclose the District’s intent to apply to the FCM Green Municipal Fund for this pilot program. 3. Staff will submit the FCM Green Municipal Fund application. 4. Staff will begin conversations with a potential third-party administrator for the pilot program.

CONCLUSION:

This report outlines a potential design for a pilot municipal financing program that will address the capital cost barrier of replacing oil home heating systems with electric air source heat pumps. The financial model of this program will provide homeowners with a no net cost solution to improve the comfort, affordability, and environmentally friendliness of their homes. Further, the program will be implemented at no cost to taxpayers and will be strategically timed to help stimulate the local economy as it recovers from the effects of the COVID-19 pandemic.

The significant environmental, economic, and social benefits of this program will benefit the homeowner participants as well as the larger community. Further, the implementation of this pilot program will be a decisive step toward meeting the goals of the District’s Climate Leadership Plan.

Staff are seeking Council approval to proceed with pilot program development and application to the Federation of Canadian Municipalities (FCM) Green Municipal Fund. This requires a letter confirming the District's expected financial contributions to the program (attached).

Respectfully Submitted,

Gillian Nixon Climate Action Specialist

Page 63 of 107 To: Jarret Matanowitsch, Director of Planning and Building Services March 13, 2020 For: Regular Council Re: Home Energy Upgrade Municipal Financing Pilot Program

ATTACHMENTS: Endorsed by: 1. Preliminary workflow concept Jarret Matanowitsch, diagram for the Municipal Financing Director of Planning and Building Services Pilot Program 2. Letter to the Federation of Canadian Municipalities Green Municipal Endorsed by: Fund confirming the District of Troy Ziegler Central Saanich’s financial Acting Director of Financial Services contributions to this pilot project

Administrator’s Recommendation: I concur with the recommendations contained in this report. Paul Murray Interim Chief Administrative Officer

Page 64 of 107 Preliminary Example of One Possible Workflow for the Home Energy Upgrade Municipal Financing Pilot Program. Please note that this workflow concept is for illustrative purposes only and is subject to change. Page 65 of 107 April 6th, 2020

Green Municipal Fund Federation of Canadian Municipalities 24 Clarence Street Ottawa, Ontario, K1N 5P3

Re: Confirmation of financial contribution for GMF application: Central Saanich Municipal Financing Pilot Program for Home Energy Retrofits, District of Central Saanich

Dear Sir/Madam,

This letter is to confirm that the District of Central Saanich will make cash contributions of $70,000 and in-kind contributions of $32,000 to undertake the pilot project mentioned above and for which funding is requested from the Green Municipal Fund.

Yours sincerely,

Mayor Ryan Windsor District of Central Saanich

Page 66 of 107 The Corporation of the District of Central Saanich

REGULAR COUNCIL REPORT

For the Regular Council meeting on April 06, 2020

To: Paul Murray File: 2400 Interim Chief Administrative Officer

From: Liz Cornwell Priority: Strategic Corporate Officer Operational

Date: March 30, 2020

Re: Municipal Ticket Information System Bylaw No. 2043, 2020

RECOMMENDATIONS: 1. That Municipal Information Systems Ticketing Bylaw No. 2043, 2020 be read a first time. 2. That Municipal Information Systems Ticketing Bylaw No. 2043, 2020 be read a second and third time. 3. That Municipal Information Systems Ticketing Bylaw No. 2043, 2020 be adopted.

BACKGROUND: On March 26, 2020, the Minister of Public Safety and Solicitor General issued some Orders which included Ministerial Order 082 pursuant to the Emergency Program Act directing that all local government bylaw enforcement officers must provide assistance as follows: 1. monitor facilities and areas closed to the public by a public health order;

1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135

Page 67 of 107 To: Paul Murray, Interim Chief Administrative Officer March 30, 2020 For: April 06, 2020 Regular Council Re: Municipal Ticket Information System Bylaw No. 2043, 2020

2. provide warnings, information and advice to businesses and members of the public in respect of public health orders, including warnings to businesses and members of the public who may be acting in contravention of a public health order; 3. provide health officers with information in respect of potential contraventions of a public health order.

DISCUSSION: Following issuance of the Order, the following staff were appointed District Bylaw Enforcement Officers pursuant to the Police Act at a special Police Board meeting held on Friday, March 27, 2020: • Director of Planning and Building Services - Jarret Matanowitsch • Fire Chief - Chris Vrabel • Manager of Information Systems - Tony Bousquet • Building Inspector - Kristina DeMeidoros • Fire Inspector - Rob Syverson • Building Inspector - Andrew Law

The Interim Chief Administrative Officer recently informed Council of the new Bylaw Enforcement Group's role and activities in the community. Their appointments are temporary, expiring when the provincial Order expires. These Officers will only be monitoring, educating and warning - no tickets will be issued nor fines imposed.

Although all Bylaw Enforcement Officers were appointed by the Police Board, the Order requires that the positions appointed as Bylaw Enforcement Officers also be designated as such under the District's Municipal Ticketing Information Systems (MTI) Bylaw. The staff positions have all been designated as enforcement officers in the current MTI bylaw with the exception of the Manager of Information and Technology.

The Community Charter Bylaw Enforcement Ticket Regulation, B.C. Reg. 425/2003 authorizes the appointment of other persons acting in another capacity on behalf of a municipality as Bylaw Enforcement Officers, for the purpose of enforcing of one or more of its bylaws. Schedule "1" of the new bylaw designated the Manager of Information and Technology and enforcement officer with respect to the Parks Management and Control bylaw. This designation aligns with one of the roles of the new Bylaw Enforcement Officers, which is to monitor, educate and warn individuals about the requirement for physical distancing where people are not doing so in the District's parks.

CONCLUSION: The province issued an Order requiring local governments to appoint bylaw enforcement officers to monitor, warn and educate individuals who are contravening the order with respect

Page 68 of 107 To: Paul Murray, Interim Chief Administrative Officer March 30, 2020 For: April 06, 2020 Regular Council Re: Municipal Ticket Information System Bylaw No. 2043, 2020 to business operations and social distancing. One of the six staff members appointed is not currently designated as an enforcement officer under the current MTI bylaw, which is a requirement of the recent public health Order.

A new draft Municipal Ticketing Information Systems bylaw is brought forward for three readings and adoption which appoints all newly appointed Bylaw Enforcement Officers as enforcement officers.

Respectfully Submitted

Liz Cornwell Corporate Officer

ATTACHMENTS: draft Municipal Ticketing Information Systems Bylaw No. 2043,2020 Administrator’s Recommendation: provincial Order M082 - I concur with the recommendations contained

in this report. Paul Murray Interim Chief Administrative Officer

Page 69 of 107

THE CORPORATION OF THE DISTRICT OF CENTRAL SAANICH

BYLAW NO. 2043

A bylaw to authorize the use of the Municipal Ticket Information System.

WHEREAS pursuant to section 264 of the Community Charter, the Council of the District of Central Saanich may, by bylaw,

(a) designate a bylaw that falls outside a category of bylaws prescribed by regulation under section 273 (b) of the Community Charter,

(b) designate as a bylaw enforcement officer a person who comes within a class of persons prescribed by regulation under section 273 (c) of the Community Charter,

(c) authorize the use of any word or expression on a ticket issued under subsection 264 (2) of the Community Charter to designate an offence against a bylaw, and

(d) for the purpose of section 265 (1) (a) of the Community Charter, set a fine not greater than the amount prescribed by regulation.

NOW THEREFORE, the Council of the District of Central Saanich, in open meeting assembled, enacts as follows:

1. This Bylaw shall be cited as the “Municipal Ticket Information System Bylaw No. 2043, 2020”.

2. The bylaws listed in Column 1 of Schedule 1 to this Bylaw may be enforced by means of a ticket in the form prescribed for the purpose of Section 264 of the Community Charter.

3. The persons who act in the job position or titles listed in Column 2 of Schedule 1 to this bylaw are designated as bylaw enforcement officers pursuant to Section 264 (1) (b) of the Community Charter for the purpose of enforcing the bylaws listed in Column 1 of Schedule 1 opposite the respective job positions.

4. Pursuant to Section 264 (1) (c) of the Community Charter, the words or expressions set forth in Column 1 of the Appendices to this Bylaw designate the offence committed under the bylaw section numbers appearing in Column 2 of the Appendices opposite the respective words or expressions.

5. Pursuant to Section 265 1 (a) of the Community Charter, the fine amount set forth in Column 3 of the Appendices to this Bylaw is the fine amount that corresponds to the section number and words or expressions set out in Columns 1 and 2 of the Appendices opposite the fine amount.

6. The Council of the District of Central Saanich hereby delegates to all bylaw enforcement officers the authority to refer all disputed tickets (Municipal Ticket Information) to the Provincial Court for a hearing.

Severability

7. If any portion of this bylaw is declared invalid by a court of competent jurisdiction, then the invalid portion must be severed and the remainder of the bylaw is deemed valid.

Repeal

8. The “Municipal Ticket Information Utilization Bylaw, No. 2025, 2019” is hereby repealed.

Page 70 of 107

READ A FIRST TIME this day of , 2020.

READ A SECOND TIME this day of , 2020. .

READ A THIRD TIME this day of , 2020.

ADOPTED this day of , 2020.

Ryan Windsor Liz Cornwell Mayor Corporate Officer

Page 71 of 107

SCHEDULE “1”

DESIGNATION OF BYLAW ENFORCEMENT OFFICERS

Designated Bylaws Enforcement Officers

1. Building Bylaw Building Inspector (Appendix 1) Bylaw Enforcement Officer

2. Land Use Bylaw Building Inspector (Appendix 2) Bylaw Enforcement Officer

3. Noise Suppression Bylaw Bylaw Enforcement Officer (Appendix 3) Municipal Police Officer

4. Parks Management and Control Bylaw Bylaw Enforcement Officer (Appendix 4) Municipal Police Officer Manager of Information Technology

5. Municipal Water Regulations and Rates Bylaw Bylaw Enforcement Officer (Appendix 5) Municipal Police Officer Municipal Engineer

6. Fireworks and Firecracker Regulation Bylaw Fire Chief (Appendix 6) Fire Prevention Officer Fire Inspector Bylaw Enforcement Officer Municipal Police Officer

7. Open Air Burning Regulation Bylaw Fire Chief (Appendix 7) Fire Prevention Officer Fire Inspector Bylaw Enforcement Officer Municipal Police Officer

8. Traffic and Highways Regulation Bylaw Bylaw Enforcement Officer (Appendix 8) Municipal Police Officer Municipal Engineer

9. Business Licence Bylaw Bylaw Enforcement Officer (Appendix 9) Business Licence Inspector

10. Erosion District and Tree Cutting Bylaw Bylaw Enforcement Officer (Appendix 10) Municipal Engineer

11. Tree Protection Bylaw Bylaw Enforcement Officer (Appendix 11) Director of Planning

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Municipal Engineer Municipal Police Officer

12. Removal and Deposit of Soil By-Law Bylaw Enforcement Officer (Appendix 12) Municipal Engineer

13. Animal Control Bylaw Animal Control Officer (Appendix 13) Bylaw Enforcement Officer Municipal Police Officer

14. Wharf Regulation Bylaw Bylaw Enforcement Officer (Appendix 14) Municipal Police Officer

15. Model Aircraft Regulation Bylaw Bylaw Enforcement Officer (Appendix 15) Municipal Police Officer

16. Pesticide Use Control Bylaw Bylaw Enforcement Officer (Appendix 16) Superintendent of Public Works Parks Foreman

17. Unsightly Premises and Noxious Weeds Bylaw Bylaw Enforcement Officer (Appendix 17) Municipal Police Officer

Page 73 of 107

APPENDIX 1

BUILDING BYLAW

Offence Section Fine

1. No building permit 6.1 $200.00

2. No occupancy permit 6.2 $150.00

3. Submit incorrect information 6.3 $150.00

4. Interfere with document 6.4 $100.00

5. Work at variance with plans 6.5 $100.00

6. Interfere with inspector 6.6 $150.00

7. No building move permit 8.1.2 $100.00

8. No plans on premises 16.3.2 $100.00

9. Fail to comply with order 20.2 $200.00

10. Work after Stop Work notice 20.4 $200.00

11. Occupy after No Occupancy notice 20.6 $200.00

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APPENDIX 2

CENTRAL SAANICH LAND USE BYLAW

Offence Section Fine

1. Obstruct entry of authorised personnel 4 $200.00

2. Unlawful vehicle storage/auto wrecking/ 25(1) $100.00 salvage yard

3. Outdoor storage of boat(s) on front/side yard 25(2) $100.00

4. Outdoor storage in residential zone 25(3) $100.00

5. Fence exceeding allowable height 29(1) $100.00

6. Fence obstructing visibility at intersection 29(3)(a) $100.00

7. Growth obstructing visibility at intersection 29(3)(b) $100.00

8. Home Occupation Causing Vibration/ 33(2) $100.00 Noise/Heat

9. Home Occupation-Exceed 2 clients 33(3) $100.00 on the premises

10. Non-residents engaging in home occupation 33(4) $100.00

11. Home Occupation-Outside Storage 33(8) $100.00

12. Use not permitted 38(1)-(41) $200.00

13. Parking of oversize commercial vehicle 26 $100.00

14. Unlawful placement of building/structure/fill 28(3) $200.00 within a watercourse setback

15. Unlawful placement of a building/structure 28(5) $200.00 within the setback to the sea

16. Unlawful sign 61(1)-(4) $100.00

17. No sign permit 62(2) $100.00

18. Oversize building/structure 38(1)-(41) $200.00

19. Unlawful siting of building/structure 38(1)- (41) $200.00

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20. Failure to provide off-street parking/ 39-48 $100.00 off-street loading, as required

21. Failure to provide screening 49(1)-(7) $100.00

22. Occupy an accessory building 24(3) $100.00

23. Unlawful sale of compost 25A(3)(b) $200.00

Page 76 of 107

APPENDIX 3

NOISE SUPPRESSION BYLAW

Offence Section Fine

1. Noise which Disturbs 3(a) or (b) $200.00 2. Sound between 9:00 PM and 3(c) $200.00 7:00 AM which Disturbs 3. Excessive Industrial Sound 3(d) $200.00 4. Noise from Real Property which 4 $200.00 Disturbs 5. Heat Pump Sound in Excess of 5(b) $200.00 45 Decibels

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APPENDIX 4

PARKS MANAGEMENT AND CONTROL BYLAW

Offence Section Fine

1. Damage Plants/Property 3 $100.00

2. Remove Plants/Property 3 $100.00

3. Deface Structure 4 $100.00

4. Destroy Structure 4 $200.00

5. Use Grass Plot/Land 6 $ 50.00 Where Prohibited

6. Pollute Water 7 $100.00

7. Deposit Garbage 8 $100.00

8. Import Garbage into Park 8 $100.00

9. Deface Sign/Notice 10 $100.00

10. Remove Sand/Soil/Plants 11 $100.00

11. Excavate in Public Place 11 $100.00

12. Light/Maintain Fire without 12 $ 50.00 Permit

13. Obstruct District Employee 19(b) $200.00

14. Drive/Ride Animal/Vehicle 23 $100.00 Where Prohibited

Page 78 of 107

APPENDIX 5

CENTRAL SAANICH WATERWORKS REGULATION BYLAW

Offence Section Fine

1. Install appliance or system 16 $500.00 2. Operate, interfere with or 17 $500.00 make unauthorized connection

Page 79 of 107

APPENDIX 6

CENTRAL SAANICH FIREWORKS REGULATION BYLAW

Offence Section Fine

1. Sale of Fireworks, Pyrotechnics 3(1) $500.00 or Firecrackers 2. Use of Fireworks Without Permit 3(2) $200.00 3. Use of Fireworks Contrary to 3(3) $100.00 Permit 4. Use of Pyrotechnics Without 3(4) $100.00 Permit 5. Use of Pyrotechnics Contrary to 3(5) $200.00 Permit 6. Unsafe Use of Fireworks or 3(6) $200.00 Pyrotechnics 7. Use of Firecrackers 3(7) $100.00 8. Use of Pyrotechnics Contrary to 8(1)(c) $100.00 Fire Safety Plan 9. Use of Fireworks or Pyrotechnics 8(1)(d) $100.00 Without Supervision 10. Obstruction of Enforcement Officer 11(1) $250.00

APPENDIX 7

OPEN BURNING REGULATION BYLAW

Offence Section Fine

1. Open Air Fire Without 4.8 $100.00 Permit

2. Fire in Incinerator 5.1 $100.00 Without Permit

3. Burning Where Prohibited 4.2 $100.00 4.5 (e) (f) 5.3

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5. Burning Prohibited Materials 4.11 $100.00

6. Burning in Violation of 4.4 $100.00 Seasonal Restrictions 4.10

7. Burning in Incinerator 5.2 $100.00 Unfit for Use

10. Incinerator Located Less Than 5.3 $100.00 1.5 Metres from Shrubbery/ Wooden Fence/Combustible Material

11. Incinerator Located Less Than 5.3 $100.00 7.5 Metres From Building

12. Burning When Prohibited 4.4 $100.00 4.5 (d) (g) (h) 4.6 4.10

Page 81 of 107

APPENDIX 8

CENTRAL SAANICH TRAFFIC AND HIGHWAYS REGULATION BYLAW

Offence Section Fine

1. Drag or Skid Object 5 (3) $200.00

2. Drive Within Park 5 (4) $200.00

3. Drive on Sidewalk/Boulevard 5 (5) $200.00

4. Extend Body from Vehicle 5 (6) $200.00

5. Misuse of Horn 5 (7) $200.00

6. No Passing School 5 (8) $200.00

7. Open Excavation 5 (10) $200.00

8. Play Where Prohibited 5 (12) $50.00

9. Garbage Container on Highway 7 $50.00

10. Sell Goods on Highway 8 (1) $200.00

11. Overheight Fence or Bush 9 $200.00

12. Garbage on Highway 10 (1) $50.00

13. Store Object on Highway 10 (2) $50.00

14. Deposit Substance on Highway 10 (3) $50.00

15. Park Over 72 hours 11 (1) $50.00

16. Park to Sleep 11 (2) $50.00

17. Improper Angle Parking 11 (3) $50.00

18. Park on Boulevard with curbs 11 (4) $50.00

19. Park on Boulevard without curbs 11 (5) $50.00

20. Stop on Bridge 11 (6) $50.00

21. Stop in Bus Stop 11 (7) $50.00

22. Stop Near Crosswalk 11 (8) $50.00

23. Stop Near Cycle Parking 11 (9) $50.00

Page 82 of 107

24. Stop in Pedestrian/Cycle Area 11 (10) $50.00

25. Stop Too Far From Curb 11 (11) $50.00

26. Double Park 11 (12) $50.00

27. Stop Near Driveway 11 (13) $50.00

28. Stop Near Exit 11 (14) $50.00

29. Stop in Fire Zone 11 (15) $50.00

30. Stop Near Hydrant 11 (16) $50.00

31. Stop on Lines 11 (17) $50.00

32. Stop In Intersection 11 (18) $50.00

33. Stop Over Time in Loading Zone 11 (19) $50.00

34. Park in Loading Zone 11 (20) $50.00

35. Meter Expired 11 (21) $50.00

36. Obstruct Traffic 11 (22) $50.00

37. Obstruct Sign 11 (23) $50.00

38. Stop Near Obstruction 11 (24) $50.00

39. Stop Over Time 11 (25) $50.00

40. Stop in Parking Lot Over Time 11 (26) $50.00

41. Stop Contrary to Sign 11 (27) $50.00

42. Stop in Reserved Area 11 (28) $50.00

43. Stop to Sell Vehicle 11 (29) (a) $50.00

44. Stop to Repair Vehicle 11 (29) (b) $50.00

45. Stop to Display Sign 11 (29) (c) $50.00

46. Stop Near School 11 (30) $50.00

47. Stop On Sidewalk 11 (31) $50.00

48. Stop Near Traffic Sign 11 (32) $50.00

49. Stop Detached Trailer 11 (33) $50.00

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50. Stop in Taxi Zone 11 (34) $50.00

51. Stop Truck in Residential Area 11 (35) $200.00

52. Stop Truck at Night 11 (36) $200.00

53. Stop Truck for too long 11 (37) $200.00

54. Stop Truck Near School at Night 11 (38) $200.00

55. Stop Truck Near School Too Long 11 (39) $200.00

56. Stop Wrong Direction 11 (40) $50.00

57. Stop in Disabled Zone 12 (4) $50.00

58. Drive Commercial Truck Where Prohibited 23 (1) $200.00

59. Drive Commercial Truck When Prohibited 23 (3) $200.00

60. Drive Tour Bus Where Prohibited 24 (1) $200.00

61. Drive Tour Bus When Prohibited 24 (3) $200.00

62. Fail to Remove Snow 37 $50.00

63. Fail to Remove Filth 38 (a) $50.00

64. Fail to Keep Grass Trimmed 38 (b) $50.00

65. Fail to Maintain Crossing 38 (c) $50.00

66. Fail to Maintain Plantings 38 (d) $50.00

67. Fail to safeguard traffic 39 $200.00

68. Damage Boulevard 40 (2) $200.00

69. Deface Highway 40 (3) $100.00

70. Effluent from Drains 40 (4) $300.00

71. Excavation, Cutting Timber 40 (5) $300.00

72. Signs 40 (6) $50.00

73. Stop Flow of Water 40 (7) $200.00

74. Place or Construct Structure 40 (8) $200.00

75. Operate Tracked Vehicles 40 (9) $300.00

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76. Damage from Vehicles & Animals 40 (10) $300.00

77. Contravene Regulation, Limitation, Prohibition 41 $200.00

78. Extraordinary Use of Highway without Agreement 42, 43 $200.00

79. Failure to Comply with Agreement 42, 43 $200.00

Page 85 of 107

APPENDIX 9

BUSINESS LICENCE BYLAW

Offence Section Fine

1. Carry on business without a licence 4 $300.00 2. Change place of business without 6(c) $200.00 licence transfer 3. Carry on non-resident business from 6(e) $300.00 Central Saanich premises 4. Obstruct entry of authorized person 12(a) $200.00

Page 86 of 107

APPENDIX 10

EROSION DISTRICT AND TREE CUTTING BYLAW

Offence Section Fine

1. Cut down a tree without permit 3.1 $500.00 2. Contravene condition of permit 4.2 $200.00 3. Failure to submit Engineer’s report 6.1 $200.00

Page 87 of 107

APPENDIX 11

CENTRAL SAANICH TREE PROTECTION BYLAW

Offence Section Fine

1. Cut down a protected tree 4(1) $750.00 2. Cut or damage roots 5(1)(a) $500.00 3. Place material on root zone 5(1)(b) $300.00 4. Operate equipment in root zone 5(1)(c) $300.00 5. Dent, gouge or damage tree 5(1)(d) $300.00 6. Deposit harmful substance in root zone 5(1)(e) $400.00 7. Remove soil for root zone 5(1)(f) $400.00 8. Blast inside root zone 5(1)(g) $400.00 9. Damage roots or disturb soil inside 5(1)(h) $500.00 drip line 10. Undermine roots 5(1)(i) $500.00 11. Top a protected tree 5(1)(j) $500.00 12. Prune without permit 6(1) $400.00 13. Obstruct entry of authorized person 14(2) $200.00

Page 88 of 107

APPENDIX 12

DISTRICT OF CENTRAL SAANICH REMOVAL AND DEPOSIT OF SOIL BY-LAW

Offence Section Fine

1. Remove or Deposit Soil Without Permit 4(a) $400.00 2. Remove or Deposit Soil Contrary to Permit 4(b) $400.00 3. Fail to Submit Monthly Report 25(a) $200.00 4. Fail to Submit Annual Declaration 25(c) $200.00 5. Fail to Repair Damage 29 $400.00 6. Cause Obstruction 31 $500.00 7. Alter or Divert Watercourse 32 $500.00 8. Fail to Maintain Buffer Zone 34 $500.00 9. Fail to Maintain Stockpiles 35 $400.00 10. Encroach Adjacent Property 36 $400.00 11. Fail to Comply With Stop Work Notice 48 $400.00

Page 89 of 107

APPENDIX 13

ANIMAL CONTROL BYLAW

Offence Section Fine

1. Animal causing nuisance 2.2 $100.00

2. Failure to provide clean food and water 2.3.1 $100.00

3. Failure to provide exercise 2.3.1 $100.00

4. Failure to provide veterinary care 2.3.1 $100.00

5. Failure to provide proper shelter 2.3.2 $100.00

6. Unsanitary pen 2.3.3 $100.00

7. Animal improperly tied up 2.3.4 $100.00

8. Keep animal in unventilated area 2.3.5 $100.00

9. Use of trap or snare 2.3.7 $200.00

10. Animal or bird at large 2.4.1 $100.00

11. Animal or bird not under control 2.4.1 $100.00

12. Animal or bird on private property 2.4.2 $100.00

13. Farm animal or dog in park area 2.4.3 $100.00

14. Failure to remove canine feces 2.5.1 $50.00

15. Remove animal from pound without consent 2.6.9 $100.00

16. Obstruct Poundkeeper 2.6.11 $200.00

17. Obstruct Animal Control Officer 2.7.3 $200.00

18. Failure to provide information 2.7.4 $100.00

19. Keep more than four dogs 3.1 $75.00

20. Failure to confine female dog in heat 3.2 $75.00

21. Noisy dog 3.3 $100.00

22. Dog that harassed or molested 3.4 $100.00

23. Operating a kennel 3.5 $200.00

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24. Dangerous dog at large 4.1 $200.00

25. Dangerous dog not leashed/muzzled 4.1 $200.00

26. Dangerous dog not confined 4.2 $200.00

27. Dog bite, attack, terrorize or endanger 4.3 $300.00

28. Failure to display Dangerous Dog sign 4.4 $200.00

29. Failure to notify Animal Control Officer 4.5 $200.00

30. Failure to licence dog 5.1 $75.00

31. Keep more than four cats 6.1 $75.00

32. Rodent at large 7.1 $50.00

33. Keep or harbour wild animal 8.1 $150.00

34. Feed Deer, Raccoon, Squirrel, or Rabbit 8.3 $250.00

35. Keep poultry 9.1 $50.00

36. Keep a rooster 9.2 $50.00

37. Keep too many chickens 9.3 $50.00

38. Ornamental bird not housed 10.1 $50.00

39. Keep more than fifty pigeons 11.1 $50.00

40. Bee hive improperly placed 12.1 $50.00

Page 91 of 107

APPENDIX 14

CENTRAL SAANICH WHARF REGULATION BYLAW

Offence Section Fine

1. Obstruct person or vessel 3(a) $200.00

2. Behave in disorderly/dangerous manner 3(b) $200.00

3. Live animal on wharf 3(c) $100.00

4. Disturb quiet, peace or enjoyment 4 $200.00

5. Open liquor at wharf 5 $200.00

6. Place sign on wharf 6 $100.00

7. Remove, destroy or damage wharf 7(a) $500.00

8. Remove, destroy or damage posted rules 7(b) $300.00

9. Deposit or leave waste on wharf 7(c) $200.00

10. Store material on surface of wharf 8 $200.00

11. Vessel moored in loading zone 9(c) $300.00

12. Conduct business 10 $400.00

13. Moored other than to float 11(a) $400.00

14. Secure berth by lock 11(b) $200.00

15. Impede marine traffic 11(c) $300.00

16. Overnight moorage 11(d) $400.00

17. Carry dangerous goods 12 $500.00

18. Moor vessel in excess of 10 metres 13 $200.00

19. Maintain or repair vessel 15(a) $200.00

20. Refuel at wharf 15(b) $200.00

21. Impede public access 15(c) $200.00

22. Use moored vessel as live-aboard 15(d) $300.00

23. Flush vessel heads 15(e) $500.00

Page 92 of 107

24. Disturb foreshore 15(f) $400.00

25. Obstruct other vessels or watercraft 15(g) $200.00

26. Cause open flame 15(i) $300.00

27. Keep motor running at wharf 15(j) $200.00

28. Obstruct Bylaw Officer 16(c) $300.00

Page 93 of 107

APPENDIX 15

MODEL AIRCRAFT REGULATION BYLAW

Offence Section Fine

1. Operate outside designated hours 3 $200.00

2. Operate above highway 4 $200.00

3. Operate near equestrian facility 4 $200.00

4. Exceed allowable noise levels 5 $200.00

5. Exceed allowable number of aircraft 7 $200.00

6. Permit prohibited operation of aircraft 8 $300.00

Page 94 of 107

APPENDIX 16

CENTRAL SAANICH PESTICIDE USE CONTROL BYLAW NO. 1688, 2010

Offence Section Fine

1. Use or Apply a Pesticide 3 $500.00

Page 95 of 107

APPENDIX 17

UNSIGHTLY PREMISES AND NOXIOUS WEEDS BYLAW

Offence Section Fine

1. Deposit Rubbish 5(a) $100.00

2. Allow Rubbish to Accumulate 3 $100.00

3. Place Graffiti 5(b) $100.00

4. Fail to Clear Noxious Weeds 4 $100.00

5. Fail to Remove Rubbish/Graffiti 13 $100.00

Page 96 of 107 PROVINCE OF BRITISH COLUMBIA

ORDER OF THE MINISTER OF PUBLIC SAFETY AND SOLICITOR GENERAL

Emergency Program Act

Ministerial Order No. M082

WHEREAS a declaration of a state of emergency throughout the whole of the Province of British Columbia was declared on March 18, 2020 because of the COVID-19 pandemic;

AND WHEREAS section 10 (1) of the Emergency Program Act provides that I may do all acts and implement all procedures that I consider necessary to prevent, respond to or alleviate the effects of any emergency or disaster;

I, Mike Farnworth, Minister of Public Safety and Solicitor General order that the attached Bylaw Enforcement Officer (COVID-19) Order is made.

March 26, 2020 Date Minister of Public Safety and Solicitor General

(This part is for administrative purposes only and is not part of the Order.) Authority under which Order is made:

Act and section: Emergency Program Act, R.S.B.C. 1996, c. 111, s. 10 Other: MO 73/2020

page 1 of 3

Page 97 of 107

BYLAW ENFORCEMENT OFFICER (COVID-19) ORDER

Definitions 1 In this order: “bylaw enforcement officer” means the following: (a) a person in a class of persons described in section 3 (c), (d) or (f) of the Community Charter Bylaw Enforcement Ticket Regulation, B.C. Reg. 425/2003, who is designated as a bylaw enforcement officer under (i) section 264 (1) (b) of the Community Charter, or (ii) section 264 (1) (b) of the Community Charter as that section applies to a regional district for the purposes of section 414 of the Local Government Act; (b) a person in a class of persons described in section 3 (d) of the Vancouver Charter By-law Enforcement Ticket Regulation, B.C. Reg. 189/2007, who is designated as a bylaw enforcement officer under section 482.1 (1) (b) of the Vancouver Charter; “health officer” means the provincial health officer or a medical health officer within the meaning of the Public Health Act; “public health order” means an order made by a health officer under the Public Health Act in respect of the COVID-19 pandemic.

Application 2 This order only applies during the period that the declaration of a state of emergency made March 18, 2020 under section 9 (1) of the Emergency Program Act, and any extension of the duration of that declaration, is in effect.

Bylaw enforcement officers to provide assistance 3 (1) To the greatest extent possible without unduly compromising any other bylaw enforcement objectives of the local authority, each local authority must ensure that the local authority’s bylaw enforcement officers provide such assistance as may be required for the purposes of enforcing public health orders, including, without limitation, the following: (a) monitoring facilities and areas closed to the public by a public health order; (b) providing warnings, information and advice to businesses and members of the public in respect of public health orders, including warnings to businesses and members of the public who may be acting in contravention of a public health order; (c) providing health officers with information in respect of potential contraventions of a public health order. (2) In providing assistance under this section, a bylaw enforcement officer is not authorized to (a) detain an individual as a result of a contravention or suspected contravention of a public health order, or

page 2 of 3

Page 98 of 107

(b) issue a fine or penalty, including an administrative penalty, under the Public Health Act. (3) Nothing in this section is to be construed as limiting any powers or duties of a bylaw enforcement officer under the Community Charter, Local Government Act, Vancouver Charter and related regulations or local authority bylaws, as the case may be.

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Page 99 of 107 Jr ; ti',:

i lit.,

To

Mayor and council

Central Saanich

Re: 6638 Buenna Vista

I am requesting the Mayor to ask for reconsideration regarding the variances that were denied. I am asking that council take it go to public hearing and after the input from neighbours decide whether to deny the variance or not.

I was told to work with the city staff to reduce the massing, which / drd, and the conclusion from the city staffs is "The proposed dwelling is less likely to have impact on the adjacent property to the north and is more comparable to dwelling in the neighbourhood". But variance was denied even before public input, I am confused as to why did the council ask me to work with city staff, if the council was going to deny it even before public input after working with the staff.

The top floor is 337o less and main floor by 8% less.

The suite has been removed (which are big mortgage helper and housing for one more couple in the housing shortage) and changed from double garage to single.

The house has been reduced by 600sq ft plus one garage.

The city staffs are satisfied with these changes to massing.

To be fair to the neighbourhood and me, they neighbourhood should be given a choice of the proposed separate dwelling or addition to the single house which will make it over 6000 sq ft with a suite. Some neighbours thought that I have built the maximum I can on the lot without subdividing and I cannot add anymore to the house, it is time to inform them that I can more than double the house under the present zoning. They should have all true facts to make the decision as to support the new house or not and not of what they think the facts are and then we live with the decision the council makes.

The neighbourhood will be seeing and living in the area every day and should have a choice, the addition to the house might only be small, but as half the house is built and garage is in back of the house, it is going to be a u shaped house and will look much bigger than the real sq footage of the house. From the street it will look like a footprint of 85 ft by 100 ft. and 2 storeys.

After this file is closed I will not be coming back for any more variance or zoning on this property and will work to build within the present zoning because even for small lot zoning lwill need these same variance.

Page 100 of 107 My hope is that the council give it some deep thought before making any decision because whatever is built here it will be there for over hundred years or more. By building a big house no one including me willwin. But I will have no choice except to add to the house because I cannot let a 7700 sq ft lot sit empty.

The neighbours will not like the massive house and will hate me and house every day

It will look out of place

There will be less housing as it will be a single family house and we are asking for more density and housing.

I and my brother bought this house to live close to each other in retirement, I will have to buy him out at some time and we will not be able to live close to each other. What a shame!

Some part of the house will not be used all the time.

After my death my kids might get less money for the house, something is better than nothing, there is always demand for all house sizes, it will sell or they can keep it.

Please remember the whole rezoning was done with 5 ft setbacks and not once was the question of side setbacks objection raised and the excuse of variance has been used to stop subdividing.

The first house was designed with full consultation with you planner, because he wanted garage in back to have less cars parked in front.

We all lose.

Thank you

Baldev lalli

2020-04-o5

Page 101 of 107 Katelyn Patterson

From: Central Saanich via Central Saanich on behalf of No Reply < [email protected] > Sent: Sunday, March 29,2020 12:05 PM To: Municipal Hall Subject: Mayor & Council email form submission from centralsaanich.ca

i 'r i i". 1 i'i,{1 f-.-r-r ;ti-\ r;i;::.i rl;l j ,;:1.1 Submitted on Sunday, March 29,2020 - 12.05 il.' i l-.i, \.::.' i i"; Ii'# i.ir, Submitted by anonymous user: 24.68.119.225 t"ii_r 3 iii;rj Submitted values are: F.{AFi 0 l-iir {l+rir,:rirticr;r of li,+r li,;ir,.:i Ci {liritital Subject: lsland View Road l:';ri1;,;31., First & Last Name: Myrna Cox Phone Number. Address: lsland View Road Email: Message. With everyone heading to the beach with the covid-19 happening,the traffic and speed on the road is quite heavy and very fast.Council needs to consider speed bumps or speed monitoring on the road.

The results of this submission may be viewed at: https://www. centralsaan ich. calnode/295/submission/6294

"The information contained in this transmission may contain privileged and confidential information of the District of Central Saanich. It is intended for review only by the person(s) named above. Dissemination, distribution or duplication of this communication is strictly prohibited by all recipients unless expressly authorized otherwise. If you are not the intended recipient, please contact the sender by reply email and destroy all copies of the original message. Thank you."

"Please visit our new civic web portat at www.centralsaanich.ca to find information on upcoming meetings and past Council decisions, to search for background reports, and/or to sign up for e-notifications."

Page 102 of 107 I ii l lri.(.}ii$ilvlrj lrtt :i j.. ) 0 iliiiil From : Tiffany Joseph < M,s,R 3 Date: Sat, Mar28,2020 at 12:51 PM fhc Cr:rprirttticn oi tlr* Distiii:i Subject: U/SANEC Home Gardens cf Central $aanich To: , , Erich Nahser-Ringer iv ss,Acrt,

Hetlo, my name is Tiffany Joseph. I've met severa[ of you before. I am from the Underwood famity in Tsawout, and I live on Tsartlip reserye. I work for an initiative catted SW,ZfNfr-v|TEL which has been transtated as: Doing Good Work Together. We've recently received 5 grant apptications to grow gardens that are a mix of lndigenous ptant foods/medicines, and produce (veggies/fruits/herbs), and some homeowners who have larger properties are interested in growing orchards

We are doing att that we can to direct funds to the grant recipients, but we are atso buying some suppties on their behatf. ex. potentiatty 5109 on the Native plants, and we've bought 10 yards of soil from Peninsuta Landscape suppty to distribute to Tsartlip, Tsawout, Pauquachin, and Tseycum. For further context, here's the (short/simpte) grant apptication they fitted out for these funds.

I'm writing to you today to ask for any supports or connections you can provide. A small cash donation can hetp us with any of the fottowing: provide soil amender to these Central Saanich residents; or purchase lumber to buitd garden boxes, or to procure fruit trees/fruit tree donations. Letting us know which programs we can appty to to get funds for these community members to be abte to afford the necessities they need (some peopte are wanting to buy rototitlers and other landscaping supplies) to ensure they access these funds is also usefu[. And/or connecting us with, or giving us leads to, [oca[ businesses who may be witting to make donations in the form of cash, suppties needed, or discounts to the community members of Tsartlip or Tsawout who wish to do this good work, woutd be reatly amazing.

I appreciate your time and attention to this request.

P.S. I've added a PDF copy of this emait. H[Sw_Kr (Thank you)

Tiffany Joseph SW,ZENENITEL - Indigenous Food Systems Animator

W-SANEC & SkXwuTmesh

Page 103 of 107 Language and Cultural Revitalistl Apprentice SW,UgNelr|TEL - is an lndigenous ted foods initiative, working to connect communities who are connecting with lndigenous foods

"The information contained in this transmission may contain privileged and confidential information of the District of Central Saanich. It is intended for review only by the person(s) named above. Dissemination, distribution or duplication of this communication is strictly prohibited by all recipients unless expressly authorized otherwise. If you are not the intended recipient, please contact the sender by reply email and destroy all copies of the original message. Thank you."

"Please visit our new civic web portat at www.centralsaanich,ca to find information on upcoming meetings and past Council decisions, to search for background reports, and/or to sign up for e-notifications."

) :k{.t coccrrne,rls

othsr _,- G: MaYor & Councillsrs

C: _*_-4 Filo

Page 104 of 107 TOWN OF SIDNEY 2440 Sidney Avenue, Sidney, British Columbia VBL 1Y7 th. Phone:25O-656-1784 Fax:25O-655-4508 /-._/ Email: [email protected] Website: www.sidney.ca

March 30,2O2O

VIA EMAIL

Curt Kingsley Director of Corporate Services District of North Saanich 1620 Mills Road North Saanich, BC V8L 5S9

Dear Mr. Kingsley:

Subject: Turf Field Proposal for Blue Heron Park

This is to advise that Town Council, at a meeting on March 23, 2020, received the Peninsula Soccer Association's proposal to install artificial turf fields at Blue Heron Park and passed the following resolution:

Thot the email from Peninsulo Soccer Association, dated February 72, 2020, be received and that the 3 Peninsula Møyors, CAOs and Directors of Finonce meet wíth the PSA representatives to discuss detoils of their proposal ønd future b u d g eta ry co n si d e rati o n s. lf you have any questions regarding this matter, please do not hesitate to contact the undersigned.

Sincerely,

elson rporate Officer c. Liz Cornwell, Corporate Officer, District of Central Saanich

Sidney/SET,TINES is locoted within the territory of the WSÁNEC People

Page 105 of 107 :l ": i\ i. i-i r"r l, i i 'j::-j.' jl Patterson ' iti-_r \.; ii", i{ From: Sean Broome I i; i-;r-r': !.r(j' Sent: Friday, April 3, 202012:14 PM riir!.)rr ilf lilr-r 1:..". .-. i;i,."ts;ii1;,;;;,,, To: Geoff Orr; Cliff McNeil-Smith; Mayor Ryan Windsor ;,ll r l:: il Cc: Allen Souliere; Randy Humble; ; Katelyn Patterson Subject: Turf Fields

I hope you are allwell and managing this difficult time. As you may or may not have heard, Peninsula FC have had our most recent Federal Gas Tax Grant Application rejected. This is a tough blow, however we are determined to continue with plans to achieve our goal of having turf fields at Blue Heron Park.

I just wanted to get in touch and try to establish a connection with everyone involved knowing that we were in the midst of discussions when the pandemic hit and I am not sure where we landed. At PFC we have been busy with logistics and have not had time to keep up with the momentum we seemed to be gaining with the turf field project,

We have currently suspended all soccer related activities as per instructions from BC Soccer and Soccer Canada. We are available however to continue to discuss our plans and have many members now at home and willing to get involved with this project.

Moving fonivard I would like to know how we can continue to contribute to the dialogue around turf fields. Suggestions have been made regarding getting together (virtually) as a group including the 3 municipalities, MPS, PFC, and possibly the Peninsula Recreation Commission/CRD. lf you have any questions or would like to discuss this project please contact me Thank you,

Sean Broome Director PFC

"The information contained in this transmission may contain privileged and confidential information of the District of Central Saanich. It is intended for review only by the person(s) named above. Dissemination, distribution or duplication of this communication is strictly prohibited by all recipients unless expressly authorized otherwise. If you are not the intended recipient, please contact the sender by reply email and destroy all copies of the original message. Thank you." "Please visit our [€w civic l teb poftat at www.centralsaanich.ca to find information on upcoming meetings and past Council decisions, to search for background reports, and/or to sign up for e-notifications."

1

Page 106 of 107 Victoria Regional March 30, 2020 Transit Commission Councillor Susan Brice – Chair District of Saanich Mayor and Council District of Central Saanich Mayor Fred Haynes Municipal Hall District of Saanich 1903 Mt. Newton X Road Mayor Lisa Helps Saanichton, BC V8M 2A9 City of Victoria

Councillor Sharmarke Dubow City of Victoria Re: COVID-19 Update

Mayor Rob Martin To Mayor and Council, City of Colwood The Province of BC has outlined the list of essential services in regards to the Mayor Kevin Murdoch District of Oak Bay COVID-19 response and in doing so, has recognized transit remains a critical component of our communities. During this unprecedented time, this confirms Mayor Geoff Orr how important it is that transit continues to be available for the people that need District of North Saanich us. From healthcare workers needing to get to hospitals, health care centres, Mayor Maja Tait and long-term care facilities to people getting to their workplace to ensure District of Sooke shelves are stocked, garbage is collected, and to community members relying on

transit to get their weekly groceries, prescriptions, and other essentials- transit is critical to our communities.

I can assure you the safety of our drivers and the public is our top priority. The

Victoria Regional Transit Commission (VRTC) and BC Transit have already made a number of safety improvements including rear door loading, ceasing fare collection, enhancing the red line on the floor of buses, increasing cleaning

processes, and limiting the number of passengers on each bus to enable physical distancing. We continue to work closely with the Province of British Columbia to implement all the recommendations of the Canadian Centre for

Disease Control and the Provincial Health Officer.

BC Transit is making every effort to support employees at this time and is ensuring if they are not well or have reason to believe they have been exposed

to someone with illness or have travelled that they are not coming in contact with the public. The VRTC has recently approved a 5 % reduction of transit service to continue to ensure we have service on the road for our customers, while allowing

dynamic scheduling to meet current demand with business and school closures. I am confident this minor service reduction will enable reliable service while

allowing passengers and operators to maintain physical distancing required under our current situation.

Transit plays an important role in transporting people around the communities we serve, and we are all in this together. We look forward to getting back to

business as usual when this emergency has subsided.

Yours sincerely,

Susan Brice, Chair Victoria Regional Transit Commission cc: Commission Members

520 Gorge Road East, Victoria BC V8W 5T9 ∙ 250-995-5850 ∙ [email protected]

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