A G E N D A Municipal District #124 Council Meeting January 22, 2014 - MD Council Chambers - 10:00 a.m.
Page
CALL TO ORDER
ADOPTION OF AGENDA
ADOPTION OF MINUTES 3.1 Adoption of the January 8, 2014 Council Minutes 3-7
ADMINISTRATION 4.1 CAO Update (To Be Presented) 4.2 Regional Governance Model Transition Plan 8-11 4.3 MD 124 Representative to the Elks and Childcare Fundraising Committee 12-14 4.4 Policy B.26 Communications & Policy B.27 Social Media 15-28
DELEGATIONS 5.1 Fire Service Update - Jamie Coutts (10:00 a.m.) 29-41
FINANCE 6.1 Finance Report 42-52 6.2 Schedule of Fees Update 53-62 6.3 Rescind Bylaw 2005-10 - Establish Fees for Subdivision Processes 63-66 6.4 Cheque Registers 67-80
PUBLIC HEARING 7.1 Bylaw 2013-14 Land Use Bylaw Amendment No. 42 (1:00 p.m.)
PLANNING & DEVELOPMENT 8.1 Bylaw 2013-10 Southshore Area Structure Plan Amendment No. 3 81-85 8.2 Bylaw 2013-11 Land Use Bylaw Amendment No. 40 86-93 8.3 Bylaw 2013-13 Land Use Bylaw Amendment No. 41 94-97 8.4 Bylaw 2013-14 Land Use Bylaw Amendment No.42 98-104 8.5 Bylaw 2014-01 Land Use Bylaw Amendment No. 43 105-108 8.6 Subdivision 12-S-13 Franklin Extension Request 109-110
RURAL SERVICES 9.1 Canyon Creek Harbour Authority - Fish Cleaning Station 111-119 9.2 Flatbush Community Complex Rental Rate & Damage Deposit Schedule 120-122
BOARD REPORTS 10.1 Board Reports from January 8th to January 22nd. 123
Page 1 of 123 Municipal District of Lesser Slave River #124 Council Meeting Agenda Page
ADJOURNMENT
Page 2 of 123 ... Agenda Item # 3.1
M I N U T E S
Municipal District #124 Council Meeting January 8, 2014 M.D. Council Chambers, Slave Lake ______
MEMBERS PRESENT Murray Kerik - Reeve Robert Esau - Division 1 Darren Fulmore - Division 1 Garry Horton - Division 1 Brian Rosche - Division 2 Mike Skrynyk - Division 2 Brad Pearson - Division 2
IN ATTENDANCE Allan Winarski - CAO, M.D. 124 Lyle Farris - Director of Utilities, M.D. 124 Robert Onyszchuk - Director of Transportation & Infrastructure, M.D. 124 Russ Jassman - Director of Rural Services, M.D.124 Neil Collins - Bleed Communications Kelly Adelman - HR/Communications, M.D. 124 Lana Spencer - Recording Secretary, M.D. 124 Joe McWilliams - Lakeside Leader
CALL TO ORDER Reeve Kerik called the meeting to order at 10:05 a.m.
ADOPTION OF AGENDA MOTION 001-14 Moved by Councillor Fulmore to adopt the Agenda with the following additions: Utilities - Sewer Pumps Freezing In-Camera – Medical Professionals In-Camera - Land & Housing Transportation – KM markers on Hwy 2 & Hwy 88 Transportation – Road and Shoulders Conditions CARRIED ADOPTION OF MINUTES MOTION 002-14 Moved by Councillor Esau to adopt the December 11, 2013 Minutes as presented. CARRIED
ADMINISTRATION FIRE SERVICE AGREEMENT EXTENSION
In the fall of 2011, the MD Council and the Town of Slave Lake Council executed the Lesser Slave Regional Fire Service Agreement with a clause of a one year trial period ending September 30, 2012. Due to the 2011 wildfire, the agreement was extended to September 30, 2013. Since that time, both municipalities have had Director of Finance position turnovers, which left accounting of resources/emergency funding needing to be calculated in the net amount to be paid by the MD to the Town. At the Inter-Municipal meeting, the Committee made a recommendation that each respective Council extend the agreement.
MOTION 003-14 Moved by Councillor Fulmore to extend the Lesser Slave Regional Fire Service Agreement to run until December 31, 2014. CARRIED
FINANCE CHEQUE REGISTERS
MOTION 004-14 Moved by Councillor Skrynyk to accept Cheque Registers as information. CARRIED
Adoption of the January 8, 2014 Council Minutes Page 3 of 123 ... Agenda Item # 3.1
MINUTES Municipal District #124 Council Meeting January 8, 2014 Page 2 ______
RURAL SERVICES SMITH COMPLEX UPDATE
Barr Ryder is composing a Request for Proposal (RFP) including documents provided by the MD and other sources (i.e. Smith Community Council) and will be assisting in the evaluation of the proposals. Barr Ryder will be assuring the vendors provide what they are supposed to (design and price to construct). The Barr Ryder’s contract will be amended to work as the bridging consultant for the proposed design build of the Smith Complex. The RFP will be designed to allow for creativity in design and structure in using the existing structure and/or demolition along with incorporating the criteria that groups, citizens and the MD have requested.
MOTION 005-14 Moved by Councillor Esau to accept the Smith Complex Update as information. CARRIED
TRANSPORTATION TRANSPORTATION UPDATE
BF 13783 Burnt Bridge Replacement – Formula has started replacing bridge on Muskeg Road. Muskeg Road will be closed until completion which is estimated by February 15th with guardrail and repair of deficiencies in the spring. Vandalism: o Flatbush Transfer Station – December 30th and January 3rd - estimated damage/theft $1000 o Marten Beach Transfer Station – December 28th – estimated damage/repairs $2500 o Digital Sign – December 28th – estimated damage/theft $1000 Council discussed options to try to deter these crimes: o Notices for assistance by the public for information o Installation of cameras o Erecting signage
MOTION 006-14 Moved by Councillor Rosche to direct Administration to research options to deter vandalism at MD facilities and advertise a $1000 reward for information on vandalism/theft leading to a conviction. CARRIED
BRIDGE PROGRAM ADVOCACY
Due to the announcement of the zero-funding of the Local Road Bridge Program in the 2013 provincial budget, Woodlands County is requesting the Pembina River District No. 3 Zone to express their concern to Alberta Transportation. Administration provided Council with a draft letter to Woodlands County expressing the Municipal District’s support of their efforts to urge the Province to reinstate funding of the program. Council requested the letter to go directly to the Minister of Transportation with copies to be provided to the Minister of Municipal Affairs, Ms. Pearl Calahasen, AAMDC, and Pembina River District No. 3. Council requested to discuss this issue with stakeholders and industry within the Municipality.
MOTION 007-14 Moved by Councillor Rosche to direct Administration amend the draft letter and address it to the Minister of Transportation regarding zero-funding of the Local Road Bridge Program in the 2013 provincial budget. CARRIED
KILOMETER MARKERS ON HIGHWAY 2 & HIGHWAY 88
Council raised the issue that many kilometer markers are missing on Highway 2 and Highway 88 Right-of-Ways Administration advised that during fibreoptic cable installations and other construction, many of the markers were taken down and not replaced.
Adoption of the January 8, 2014 Council Minutes Page 4 of 123 ... Agenda Item # 3.1
MINUTES Municipal District #124 Council Meeting January 8, 2014 Page 3 ______ Administration will: o Provide a cost for the signs to be replaced o Consult with the Regional Fire Service, Town and Sawridge o Seek approvals from Alberta Transportation to replace the signage
ROAD AND SHOULDER CONDITIONS
Council questioned safety issues regarding the accumulation of windrows on highway shoulders. Administration advised that it is MD practice to define the shoulders and plow the windrows into ditches. Council requested that a letter be sent to the Minister of Transportation expressing their concern for the following: o Lack of maintenance of our Highway by Carillion o Lack of equipment (i.e.: man-houred out) Administration will request a copy of contract with Carillion specifications/standards of maintenance in our region (separate letter) Advise the Town of Slave Lake and the Sawridge First Nation of MDs advocacy on this issue.
MOTION 008-14 Moved by Councillor Skrynyk to direct Administration to draft a letter to the Minister of Transportation expressing concerns of maintenance services on Primary Highways within the Municipal District. CARRIED
RECESS 12:08 p.m.
RECONVENE 12:55 p.m.
TAXATION TAX RECOVERY SALE
Currently, there are 10 properties scheduled for tax sale. Administration is working with property owners to have the taxes paid. The MGA states that all arrears must be paid in full prior to tax sale. The date selected to hold the public land sale is Wednesday, March 19th at 10:00 a.m. in the Council Chambers at the MD Administration Building in Slave Lake. The tax sale will be advertised in the January 31, 2014 issue of the Alberta Gazette. Reserve bid prices and conditions of sale will be presented to Council at a later meeting. Reserve bid prices are calculated at fair market value provided by the assessor.
MOTION 009-14 Moved by Councillor Fulmore to accept the 2014 Tax Recovery Sale date of Wednesday, March 19th at 10:00 a.m. as information. CARRIED
UTILITIES RAW WATER INTAKE SITE LOCATIONS
Council was provided with the Raw Water Intake Site Location Analysis Report created by Associated Engineering in November 2013. Options of intake locations included: o Nine Mile Point o Widewater Community Centre o Five Mile Point A risk assessment and intake option comparisons were outlined in the report. Administration will advise the Widewater Athletic Association of a Council decision in this regard.
MOTION 010-14 Moved by Councillor Pearson to endorse the Option 2 – Widewater Community Centre for the intake and pumphouse location as presented in the Raw Water Intake. CARRIED
Adoption of the January 8, 2014 Council Minutes Page 5 of 123 ... Agenda Item # 3.1
MINUTES Municipal District #124 Council Meeting January 8, 2014 Page 4 ______
POPLAR LANE WATERLINE CONSTRUCTION TENDERS
Bids were received for the Poplar Lane Waterline project and opened at 2:00 p.m. on December 19, 2013 at the Regional Recovery Group Office. A tender evaluation was provided to Council by Associated Engineering advising that tenders came in higher (over $1,000,000) that the amount budgeted for the construction. Reasoning for higher tenders included winter construction, cold weather PVC pipe fusing, high trenchless construction demand in the oil and gas sector to the end of April. Associated Engineering, in discussion with bidders, expect that the tender prices would be reduced if construction was moved to the summer along with open cut construction versus trenchless construction.
MOTION 011-14 Moved by Councillor Rosche to proceed with retendering for the Poplar Lane Waterline for summer construction with the option for open cut excavation. CARRIED
SEWER PUMPS FREEZING
Sewer pumps are freezing during cold windy days or in cases of lack of use and are causing serious concerns to residents affected. A letter was provided to Council from Wayne and Joyce Spence and an email response by the Director of Utilities. The Director of Utilities provided Council with options to try to rectify the freezing of pumps and decided to test a light bulb heating method. This method would cost sufficiently less than $500.
MOTION 012-14 Moved by Councillor Pearson to accept the Sewer Pumps Freezing as information. CARRIED
BOARD REPORTS Agriculture Service Board Advertised for Agriculture Fieldman position Upcoming Agriculture Conference Looking into providing a problem wildlife information session in the Spring
Inter-Municipal Regional Fire Service Agreement – accounting requirements and extension of agreement AHS issues (in-camera) MD will be taking over operations and become the administrator of Visitor Information Centre Discussed coordinating Economic Development groups initiatives as to not overlap
Lesser Slave Lake Housing Authority Passed an interim budget (estimated requisition increase of 2.5%) Sustainability issues were identified with regard to the shuttle bus that was donated from the ladies auxiliary to the housing board. Administration will present the issue to CAO Secretariat. Councillor Esau requested that the Housing Authority be invited to Council to make a presentation regarding opportunities for the Social Housing Program. Councillor Fulmore and members of the Smith Development Council toured the Northplex Ltd. facility on December 19th. This is the same company that is providing the showhomes in Fournier Place. Homes were quoted between $100/120 per sqft.
DELEGATION BLEED COMMUNICATION
Bleed Communications provides the Municipal District with maintenance and optimization of the municipal web site and supporting social media sites, media relations, community engagement; and reoccurring communication issues. Neil Collins, partner of Bleed Communications, spoke to Council regarding upcoming strategies and ongoing support. Milestone publication is planned to go out in the Spring.
MOTION 013-14 Moved by Councillor Pearson to accept the Bleed Communication Presentation as information. CARRIED
Adoption of the January 8, 2014 Council Minutes Page 6 of 123 ... Agenda Item # 3.1
MINUTES Municipal District #124 Council Meeting January 8, 2014 Page 5 ______
IN-CAMERA MOTION 014-14 Moved by Councillor Rosche to go In-Camera at 3:32 p.m. to discuss land and housing issues. CARRIED
OUT-OF-CAMERA MOTION 015-14 Moved by Councillor Esau to come Out-of-Camera at 4:35 p.m. CARRIED
ADJOURNMENT MOTION 016-14 Moved by Councillor Pearson to adjourn the meeting at 4:36 p.m. CARRIED
______Chief Administrative Officer
______Reeve
Adoption of the January 8, 2014 Council Minutes Page 7 of 123 ... Agenda Item # 4.2
Regional Governance Model Transition Plan Page 8 of 123 ... Agenda Item # 4.2
Regional Governance Model Transition Plan Page 9 of 123 ... Agenda Item # 4.2
Regional Governance Model Transition Plan Page 10 of 123 ... Agenda Item # 4.2
Regional Governance Model Transition Plan Page 11 of 123 ... Agenda Item # 4.3
Date: January 22, 2014
Department: Administration
Subject: Elks Hall and Childcare Facility Fundraising Committee
Background:
A fundraising committee is being developed for the Wildfire Legacy Project with the purpose to act as the sole body responsible for coordinating fundraising required to complete the scheduled construction of the joint Elks Hall and Childcare Facility. Funds will be raised through donation, fundraising and grant application (see attached draft Terms of Reference).
There is a Committee meeting set for January 21, 2014 where Administration will be attending and be able to provide Council with more information.
Issues:
They are looking for a representative from the Municipal District to be appointed to the Committee.
Interests:
The project serves the needs of the Town of Slave Lake, Sawridge First Nation and the Municipal District of Lesser Slave River.
Alternatives:
Council can appoint one of their own, appoint a staff member or appoint a public member to represent the MD.
Analysis:
Councillors are already committed to the project through Tri-Council Administration is fully tasked with MD commitments. A public member may have the ability to better engage community stakeholders and bring more experience to the position.
Implementation Strategy:
Council can provide Administration with suggestions of possible interested parties.
Conclusions & Recommendations:
Administration can approach community members to inquire if they would be interested in being a part of this Committee. Once a member is selected, Council will appoint by resolution to the Fundraising Committee.
MD 124 Representative to the Elks and Childcare Fundraising Committee Page 12 of 123 ... Agenda Item # 4.3
ELKS HALL AND CHILDCARE FACILITY FUNDRAISING COMMITTEE TERMS OF REFERENCE
Developed on January --, 2014.
COMMITTEE NAME AND TYPE The task force will be a standing committee. The name of this committee will be determined at the first meeting.
PURPOSE To act as the sole body responsible for coordinating fundraising required to complete the scheduled construction of the joint Elks Hall and Childcare Facility. Funds will be raised through donation, fundraising and grant application.
RESPONSIBILITIES:
COMMITTEE: Develops a fundraising goal Develops a fundraising strategy Organize and conduct fundraising events in relation Acquires the resources required to complete identified goal Recruits and works with community leaders Monitors strategy progress Ensures recognition of all contributions and support services to the project as per established Tri- council policies Act as advocates for the project Autonomous Committee
TOWN: Provide insurance coverage for Committee members and fundraising events. Endorse Committee by motion of Tri- Council and Town Council Provide financial support for Committee activities. I.e. tax receipts, banking management, initial Committee expenses
TASK FORCE COMPOSITION Tri-Council will initiate the first meeting of this Committee.
MD 124 Representative to the Elks and Childcare Fundraising Committee Page 13 of 123 ... Agenda Item # 4.3
Committee representatives will be composed of individuals deemed to have a passion for the facilities in the community. The Recovery Manager will sit on this Committee as representatives of the Tri-Council. Committee members will be required to commit no more than 24 months of time to this project. Committee size will be at least nine and will not exceed thirteen members at any time. The Committee will select its own two Co-Chairs and one Secretary from within its own membership. Other positions and sub-committees may be created as deemed necessary.
MEETINGS: Meetings will be held once per month during the first six months. Committee to determine future meeting frequency schedule. Quorum will be a simple majority and is required for all decision-making of the Committee. Attendance and all decisions must be recorded for each meeting.
SERVICE AREA Town of Slave Lake, Municipal District #124 of Lesser Slave River and the Sawridge First Nations boundaries serve as the service areas for the facility.
OBJECTIVES To achieve fundraising goal by December 31, 2015. To have the Committee operational by February 15th, 2014
ACCOUNTABILITY AND REPORTING:
THE COMMITTEE: is accountable to the community and to itself for its own decisions/actions; will report verbally and in writing to Tri-Council for informational purposes each quarter.
MEMBERS: 1. Town of Slave Lake Representative – Diane Smith 2. M.D. #124 Representative – TBD 3. Sawridge First Nation Representative – TBD 4. Recovery Manager - Audrey Dewit 5. Elks Hall Representative – Paul Chaulk or alternate 6. Childcare Society Representative - Cleo Carifelle or alternate 7. Regional Arts and Theatre Group Representative – Ellen Criss 8. Dance Group Representative -? 9. Public Member – Darcie Acton 10. Public Member - Harry Bartlett 11. Public Member - Heather Bartlett 12. Public Member - Trina Vercholuk
MD 124 Representative to the Elks and Childcare Fundraising Committee Page 14 of 123 ... Agenda Item # 4.4
Date: January 22, 2014
Department: Administration
Subject: POLICY B.26 – COMMUNICATIONS / POLICY B.27 SOCIAL MEDIA
Background:
Neil Collins from Bleed Communications was in attendance last Council meeting to give an overview of the services they provide to the MD as well as providing a summary of the policies and guidelines they
have drafted with regard to Communications, Social Media, Emergency Communications and Visual Identity Guidelines (Branding).
Analysis:
Administration has completed its review and amendments of the Communications Policy and Social Media Policy and are presenting them for Council review and approval.
Three secondary documents, Communications Procedures, Visual Identity Guidelines and Emergency Communications Procedures will be adopted internally as administrative guidelines.
The policies and corresponding guidelines all follow current Best Practices with regard to municipal communications and take into account the Freedom of Information and Protection of Privacy Act.
Not only because social media is a powerful communication tool, the development of a social media policy also becomes very important in human resources as it provides clarification to employees on acceptable corporate and personal use of social media sites as they relate to discussing the business of their employer.
Conclusions & Recommendations:
Administration recommends Council approve B.26 – Communications Policy and B.27 – Social Media Policy.
Policy B.26 Communications & Policy B.27 Social Media Page 15 of 123 ... Agenda Item # 4.4
Administration
TITLE: COMMUNICATIONS POLICY
EFFECTIVE DATE: JANUARY 22, 2014
POLICY NUMBER: B.26 ______
STATEMENT The MD is committed to providing the public with timely, clear and accurate information about the MD’s priorities, policies, programs, services, events and emergencies.
The MD shall employ a variety of ways and means to communicate, and shall provide information in the most appropriate formats to accommodate diverse needs while respecting both privacy and individual rights.
______
PURPOSE The primary purpose of this policy is to ensure that communications across the MD are well coordinated, effectively managed, and responsive to the information needs of residents.
This policy is designed to ensure that all officials and employees of the MD understand the procedures in communicating and are confident in their roles.
Communicating with residents is a key function of the MD, involving officials and employees at all levels. This policy serves as a guide for MD Administration with:
Informing and serving residents Listening to residents Communicating clearly and professionally Communicating in emergencies Clearly identifying programs of the MD Delivering coordinated communications Communicating with MD Administration Making information available electronically Communicating through the media (Council; MD Spokespeople) Advertising MD policies, programs, and services Entering partnerships Retaining copyright
______
POLICY 1. Informing and serving residents
The MD is committed to providing residents with information about priorities, policies, programs and services. To assure a quality of service that meets the information needs of all residents, the MD strives to ensure that:
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a. Trained and knowledgeable staff provide information services to the public;
b. Service is timely, courteous, fair, efficient and offered with respect for the privacy, safety, convenience, and needs of the public;
c. An appropriate variety of new and traditional methods of communication are used to accommodate the needs of a diverse public;
d. MD programs and services are clearly listed on the MD website and presented in MD publications;
e. Information requests or inquiries from the public and media are responded to promptly, and as easily as possible, within the parameters of the Freedom of Information and Protection of Privacy Act;
f. Up-to-date information about the MD’s plans, programs and performance is available – including posting plans and reports on the MD website; and
g. Communications activities, processes and expenditures are assessed on a regular basis to identify areas for improvement and to make adjustments as needed.
2. Listening to residents
Effective communication programs address the needs and interests of residents. The MD is committed to consultation and provides ongoing opportunities for residents to provide feedback and input on issues that concern them. The MD encourages input on an ongoing basis through such mechanisms as Website e-mail inquiry systems, social media sites, traditional print/telephone correspondence and face-to-face dialogue. To promote two-way communication, MD materials provide residents with a phone number, mailing, and/or Internet address for more information or input.
On particular issues and topics, residents are sometimes invited to participate in public consultations. Each consultation provides opportunities for residents to give feedback, ranging from , town hall meetings or open houses to surveys (printed or online), or individual submissions.
Current and past public consultations may be listed on the MD website or standalone microsite, making it convenient for residents to provide input and acquire information, including consultation results.
3. Communicating clearly and professionally
The MD is committed to making it easier for residents to understand and use MD information. Information about policies, programs and services must be professional, clear, relevant, accurate, easy to understand and useful.
To ensure clarity and consistency of information, the MD uses plain language in communicating with the public, as well as internally. To assist staff in writing materials that are easy to understand, free of jargon and appropriate for the intended audience, external communications resources are sometimes utilized.
In an effort to ensure appropriate messages reach the target audiences and are delivered in a clear and professional manner, departments may work collaboratively with external communications resources.
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4. Communicating in emergencies
Effective communication is key in times of crisis or emergency. The MD’s priority is to communicate information that will protect the health, safety, security and property of residents. The goal is to ensure residents receive accurate, timely and relevant information designed to help prevent, mitigate, respond to or recover from an emergency.
Although the lead communications agency may vary depending on the nature and scale of the threat, the important role communications plays in responding to an emergency or crisis remains the same. The Communications Coordinator has the lead responsibility for public communications within the emergency response plan in place for the MD.
Together with its external communications resources, the MD manages emergency communications via:
• The Emergency Broadcast Mode of the municipal Website
• Social media channels including Facebook and Twitter
• Local media channels including radio and newspaper
• Postings on Community Kiosk boards and digital signs
Several government agencies at the regional, national, provincial or local level may be involved in responding to an emergency or crisis. Co-operation with others such as industry or community leaders and non-governmental organizations may also be required. In the event that an outside agency assumes legal responsibility for the management of an emergency situation, the MD will seek a documented release of responsibility.
The MD recognizes the need to be proactive in communicating to its residents and staff both in advance of an emergency event and during the height of any crisis to ensure they remain well informed. To meet this priority, a strategy to deliver emergency communications in a way that is credible, reliable, timely, consistent, and accurate is outlined in the MD’s Emergency Communications Procedure.
5. Clearly identifying programs and services of the MD
A clear and consistent municipal identity is required to help the public in recognizing, accessing and assessing the facilities, programs, and services provided through the MD. To maintain a recognizable and unified municipal identity throughout the MD, all departments follow the Municipal Identity Guidelines.
The Municipal Identity Guidelines includes the MD logo, wordmark, Rugged & Real tagline, and proprietary photography library.
6. Delivering coordinated communications
Communications is a responsibility of the Communications Team that is supported by each department. Departments are expected to integrate communications priorities into their annual business and budget planning processes in consultation with the Communications Coordinator.
Departments support the MD’s municipal communication efforts by:
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a. Reflecting MD priorities, key themes and messages in communication plans and strategies;
b. Working collaboratively with other departments to develop communication plans and strategies;
c. Providing communication plans as part of proposals for new initiatives;
d. Seeking approval of all communications efforts and announcements with the Communications Coordinator;
e. Providing materials and information on key programs across the MD to maintain awareness and support municipal messages;
f. Using established templates and material formats; and
g. Seeking approval of all advertising with the Communications Coordinator.
7. Communicating with MD Administration
Effective internal communication is a shared management responsibility. Directors, managers and supervisors champion each department’s commitment to open and collaborative internal communications with the support of the entire management team.
Recognizing the importance of regular interaction, directors, managers and supervisors are expected to communicate with employees openly and frequently. The MD endeavours to support internal communications and help ensure coordinated communications exist within each department.
8. Making information available electronically
Electronic communications, including e-mail, social media channels and the municipal Web presence comprise the main tools for building and sustaining effective internal and external communications.
Electronic technologies help provide information and services to the public, and facilitate interactive, two-way communication and feedback. They provide opportunities to connect with – and deliver services to – residents wherever they reside. Departments ensure that electronic communications, including those via the Internet, conform to MD policies and standards.
To ensure alignment with other communication activities, websites, microsites and social media sites conform to Municipal Identity Guidelines. This includes a common look and feel, standardized navigation, standardized search functions, and a page with basic contact information. All departments consult with the Communications Coordinator on the editorial and visual content of web pages, including design, presentation and image usage in order to ensure publishing standards and other communication requirements are met.
To ensure technology advances the MD’s ability to connect with residents in efficient and practical ways, new communication technologies should serve to:
a. Enhance public access to information, programs and services;
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b. Achieve efficiencies in the preparation, accessibility and dissemination of information, while preserving its availability to residents;
c. Foster interactive communications with residents and facilitate public consultation in the development and delivery of policies, programs and services; or
d. Improve service performance and/or integrate service delivery.
From time to time, the Communications Team may also utilize social media and networking sites to deliver MD messages and inform residents of upcoming events or advertise programs and services. All communication disseminated on behalf of the MD through social media and networking sites is approved and administered by the Communications Coordinator and follows the guidelines set forth in the Social Media Policy.
9. Communicating through the media
Media plays a critical role in the communications process by providing the public with information about the MD, and by reporting on the public's views. The MD works in a proactive manner with media representatives to promote public awareness and understanding of municipal policies, programs and services. Each department works with the Communications Coordinator to coordinate municipal announcements and media releases. Designated spokespeople must be able, on short notice and on a 24-hour basis, to inform the media on issues of importance to decision-makers and the public.
The Communications Coordinator facilitates information or interview requests from the media, and manages plans and strategies for communicating with the media. A variety of communication tools are used to engage the media, including interviews, news conferences, background or technical briefings, and media releases. The MD generally uses its external communications resources when preparing media materials.
Media releases, information bulletins and other announcement documents are distributed to media via the Communications Coordinator. Media releases are also posted to the MD website, and maintained in the Media Releases subsection of the Municipal Website.
Municipal spokespeople: All designated municipal spokespeople undergo media orientation and are supported in their role by the Communications Team.
Members of Council, the CAO, and individuals chairing a MD board or committee, leading work, or making presentations on behalf of the MD, may also serve as official spokespeople for these assigned duties.
The Communications Coordinator is also designated as an official spokesperson. Where appropriate, each department may designate other managers and knowledgeable staff, including technical or subject-matter experts, to speak in an official capacity on issues or subjects for which they have responsibility and expertise. To ensure coordinated and effective communications to residents, departments should receive authorization for any media relations activities from the Communications Coordinator.
At all times, spokespersons will respect privacy rights, security needs, legal or personnel matters, municipal policy, Council confidences and municipal responsibilities.
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Council: The Reeve shall be the designated spokesperson for Council as a whole, except in cases where the Reeve may delegate another Councillor as spokesperson (e.g., where a Councillor is the chairperson of a committee).
When speaking as an official Council spokesperson, individuals identify themselves by name and position, speak on the record for public attribution, and confine their remarks to matters concerning the policies, programs, services or initiatives of the Council. On technical or complex matters, subject-matter experts may provide background information that is not for attribution.
When a member of Council is speaking to a personal position counter to MD policy or resolution of Council as a whole, the Council member must be clear to any media representative that they are not speaking as an official MD spokesperson.
10. Advertising: statutory requirements, policies, programs, and services
The MD advertises to inform residents about MD policies, programs and services, or about dangers or risks to public health, safety or the environment or an individual’s rights or responsibilities. Advertising may also be directed at audiences outside of the MD to promote Lesser Slave River’s interests.
In planning advertising campaigns, the Communications Team ensures products are aligned with MD priorities, and support the MD’s key themes and messages. MD advertising is clearly identified in keeping with the Municipal Identity Guidelines.
To ensure the integrity and efficiency of MD advertising, departments follow existing advertising procedures and channels as determined by the Communications Coordinator.
11. Entering partnerships
Departments take communication requirements into account when planning, negotiating or implementing a partnering or collaborative arrangement. Joint activities or initiatives involving another municipality, a company, an organization, a group, or an individual are communicated in a manner that is fair and equitable to all parties.
Employees responsible for negotiating, implementing or administering collaborative arrangements consult with the Communications Coordinator for communication advice and support. Such consultation takes place either prior to establishing a collaborative arrangement or at the earliest opportunity, as well as when one is under way, to ensure compatibility with the interests and communication goals of the MD.
When informing the public or publishing information about partnering activities, departments ensure that the contributions of all participants, including the MD, are fairly acknowledged and attributed, consistent with the Municipal Identity Guidelines. Municipal names and/or logos, without consumer-directed promotional taglines, are appropriate identifiers for use in acknowledging the contributions of participants.
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13. Retaining copyright
The MD will comply with the Canadian Copyright Act and ensure that the ownership rights associated with works subject to copyright are fully respected in all applications.
All communications materials including text, photographs, images and multimedia materials that are authorized, accepted and paid for by the MD can be used for all and any future reproductions required for any communications by The MD. The MD retains limited copyright to the original materials. These finished materials can only be reproduced with the permission and acknowledgement of the MD.
MOTION:
DATE:
______
Chief Administrative Officer Reeve
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TITLE: SOCIAL MEDIA POLICY
EFFECTIVE DATE: JANUARY 22, 2014
POLICY NUMBER: B.27 ______
STATEMENT
The MD recognizes that social media networks are powerful communications tools that can have a significant impact on organizational, personal, and professional reputations. Because they blur the lines between personal voice and corporate voice, the following policy has been developed to establish standards and expectations for employees when using social media to discuss, share, or comment on the business of the MD.
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PURPOSE
The official presence of the Municipal District of Lesser Slave River no.124 (the “MD”) on some social media sites contributes in an official capacity to discussions on MD’s programs and services.
This policy refers to freely accessible online tools used to produce, post and interact using text, images, video, and audio to communicate, share, collaborate, or network. This includes blogs; social networks; video/photo file sharing; podcasting; wikis; and similar tools. For the purposes of this policy, social media refers to the public- facing Municipal Web presence and third-party-hosted sites.
This Social Media Policy outlines for employees the corporate standards and principles of communicating in the online world when it relates to discussing, sharing or commenting on MD business.
Additionally, it serves to:
a. Protect the MD’s reputation and ensure consistency and professionalism in how MD Council and Administration communicate about MD business with public stakeholders via all online forums and social media/networking sites. b. Provide employees with an understanding of the policies and procedures surrounding the acceptable corporate and personal use of social media sites and/or personal websites as they relate to discussing the business of the MD. c. Providing effective and efficient communications to the public by establishing policy and guidance in the following areas: Site Selection/Establishing New Accounts Site Administration Site Content Protocols Employee Expectations and Personal Responsibility Records Management and Retention Privacy Copyright, Branding, Logos
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Administration
POLICY
1. Site Selection/Establishing New Accounts
The Communications Team will serve as a centralized resource for the oversight and use of social media tools and sites by the MD and its departments, as well as for the creation and maintenance of content on those sites.
The MD will maintain a series of corporate accounts on various social media tools. Final approval for the corporate use of new social media tools and/or new accounts on social media sites already in use by the corporation will be the responsibility of the CAO.
Criteria for adopting new social media tools – or establishing new accounts within social media sites already in use by the MD – will include, but not be limited to comprehensive research that:
a. Demonstrates the need for the specific tool/why it is required; b. Demonstrates the added benefits of using the tool; c. Demonstrates a content approval process to ensure that posted content is consistent with corporate messaging and standards; d. Demonstrates that the use of the new tool will not interfere with the credibility of MD’s other established social media sites/networks; e. Addresses any legal concerns; and f. Identifies appropriate staff resources that would be required to establish and maintain the new account.
2. Site Administration
The use of all social networking sites by the MD will adhere to:
a. Applicable provincial and federal laws, regulations and policies; b. The Terms of Service of each social networking site; and c. All Administrative, Human Resources, and Records Management policies and other applicable MD policies and guidelines. All MD social networking moderators will be trained regarding the terms of the MD’s Social Media Policy, including their responsibilities in regards to records management and retention, privacy and reviewing content submitted for posting to ensure compliance with the policy, and the MD’s web writing guidelines and online netiquette guidelines.
3. Site Content
Pre-approved content for consideration and potential inclusion on corporate social media sites will be provided to the Communications Coordinator by staff from across the MD.
Updates to social media sites, pages, accounts and channels being used for MD business will be created and posted by the Communications Team in accordance with the best practices for timing and content.
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Administration
Where possible, all social networking sites will clearly indicate that they are maintained by MD and will have MD logo and contact information displayed. Wherever possible, such sites shall clearly indicate that any articles, comments, and any other content posted or submitted for posting are subject to public disclosure. Users and visitors to social media sites shall be notified that the intended purpose of the site is to serve as a mechanism for communication between MD departments and members of the public. Wherever possible, social networking sites will link back to the official MD Website for forms, documents, and other information.
MD social networking pages and their content will adhere to the policies and guidelines of each individual social networking site and social media tools will be used as consistently as possible, department wide
MD social networking sites will include an introductory statement that clearly specifies what content is unacceptable and will be subject to removal without notification. Content and comments containing any of the following forms of content shall not be allowed for posting:
a. Applicable provincial and federal laws, regulations and policies; b. Comments not topically related to the particular site or blog article being commented upon; c. Profane language or content; d. Personal attacks on individuals or specific groups. e. Content that promotes, fosters, or perpetuates discrimination on the basis of race, creed, color, age, religion, gender, marital status, status with regard to public assistance, national origin, physical or mental disability, or sexual orientation; f. Sexual content or links to sexual content; g. Conduct or encouragement of illegal activity; h. Content related to non-MD related sales, advertising or promotions; i. Content for the purposes of promoting a candidate for municipal, provincial, or federal election; j. Information that may tend to compromise the safety or security of the public or public systems; k. Content that violates a legal ownership interest of any other party; or l. Content that is believed to be inappropriate in the opinion of the Communications Coordinator or CAO. Notwithstanding the above, the MD reserves the right to restrict or remove any content that is deemed in violation of this social media policy or any applicable law.
4. Protocols
The social network content moderators will review the MD’s social networking sites regularly to ensure that they remain in compliance with the policy guidelines for appropriate content. Content not in compliance shall immediately brought to the attention of the Communications Coordinator or CAO to determine the appropriate course of action.
Content or status updates that generate negative feedback from the public or feedback that is sensitive or controversial in nature will be reviewed by the Communications Coordinator and/or CAO to determine the appropriate course of action.
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Administration
Content or status updates that request feedback from the general public will be reviewed and approved by the Communications Coordinator and/or CAO before they are posted.
5. Employee Expectations and Personal Responsibility
Staff should consider the following when discussing, sharing or commenting on MD business when posting as official corporate social media content moderators or when discussing, sharing or commenting on MD business on personal social media sites, networks and/or personal websites:
Use of an employee’s MD e-mail address, communicating in an official capacity, or discussing MD business – on personal or corporate social media sites and/or personal websites – will constitute conducting MD business.
Employees representing the MD as social media content moderators – and those who choose to discuss MD business within their posts to personal social networking sites and/or personal websites – must conduct themselves at all times as a representative of the MD and in accordance with this policy and all human resource and administrative policies, and take into consideration the following:
Confidentiality of Information; Freedom from Harassment; Internet Usage; Public Criticism; and Violence in the Workplace.
Any MD employee engaged in online, electronic dialogue that involves information about MD business – including dialogue or information posted to personal social networking sites and/or personal websites – is also required to meet a standard that mandates:
Transparency of Origin. The MD requires that employees disclose their employment or association with MD in all communications with citizens, customers, the media or other MD stakeholders when speaking on behalf of MD. Accurate Information. Communications on the MD’s behalf, on all social networking sites, should be based on current, accurate, complete and relevant data. The MD will take all reasonable steps to assure the validity of information communicated via any channel, but it is the employee's responsibility to assure accuracy in the first instance. Anecdotes and opinions will be identified as such. Ethical Conduct. The MD will not conduct activities that are illegal or contrary to the MD’s corporate policies. Protection of Confidential and Proprietary Information. MD employees must maintain the confidentiality of information considered confidential, including company financial and business information, citizen and/or customer personal information, personal information about MD Council, partner and/or supplier information, personal employee data, or any information not generally available to the public. To protect personal information, the MD’s Communications Team will not cite vendors, suppliers, clients, citizens, co-workers, or other stakeholders in posts, blogs, or comments without their previous approval.
MD-staff-to-MD-staff communication for the purpose of conducting official MD related business should not take place using any social media tool – unless the tool is being used only for internal corporate use and its content is closed to the general public.
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Administration
Recognizing the benefit of monitoring online stakeholder input into MD issues – and the potential need for the MD to respond to and/or correct information – MD staff can access social media sites including: Facebook pages, Twitter feeds, YouTube, blogs and discussion forms – during work hours provided that they are related to or contain posts or discussions related to MD business.
Corporate responses to online postings, blogs and discussion forums about MD related business will be co- ordinated through the Communications team.
MD staff should not be posting information to their own personal social media pages – including but not limited to: Facebook, Twitter, websites or blogs – during work time unless they do so during their break or lunch hour.
Staff will not use MD logo for endorsements – or any other corporate/MD images or iconography on personal social media sites and/or personal web sites or to promote a product, cause, or political party or candidate.
MD employees who fail to comply with this policy will be subject to discipline up to and including termination of employment.
6. Records Management and Retention
Posts/user content which are considered to be official records of the MD:
Must be accessible and readable during their entire retention period. Must only be deleted/purged in accordance with the MD’s Records Retention Schedule. Must meet the requirements for deletion/purging under The Municipal Government Act regarding destruction as well as the Freedom of Information and Privacy Act. Deleted posts/user content which contains the personal information of people must be retained for a minimum of one (1) year from the date of the post if no other retention period applies to the post.
Posts/user content which is considered to be transitory records of the MD may be deleted/purged from the website as soon as they are no longer needed.
Even after being deleted/purged, copies of posts/user content may remain viewable in cached and archived pages or if other users have copied and stored their user content and therefore, may be disclosed under applicable privacy legislation and under the rules of discovery for litigation.
The MD’s social media moderators will be responsible for ensuring that applicable content is retained for the appropriate period of time under the MD’s records and retention schedule.
7. Privacy Policy
Posts/user content containing personal information must be in compliance with:
The requirements for the collection of personal information as prescribed within FOIP The requirements for use and disclosure of personal information as prescribed within FOIP The requirements for securing personal information as prescribed within FOIP
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Administration
Whenever possible, notification of the following must be visible and precede any data collection fields for personal information:
Online communities are not private; even posts/user content submitted to a limited-access (password protected) community may be accessed by a wider audience than originally intended. Personal information, which includes IP address, is being collected, managed, processed and/or stored by a third party service provider and is therefore, not in the sole domain, custody and control of the MD. Personal information may cross the border to a foreign jurisdiction and will therefore be subject to the governing laws of that jurisdiction. All social network sites and entries shall clearly indicate that any articles and any other content posted or submitted for posting are subject to public disclosure.
8. Copyright, Branding, Logos
Departments comply with the Canadian Copyright Act and ensure that the ownership rights associated with works subject to copyright are fully respected in all applications.
All communications materials including text, photographs, images, and multimedia materials that are authorized, accepted, and paid for by the MD can be used for all and any future reproductions required for any communications by MD. MD retains limited copyright to the original materials. These finished materials can only be reproduced with the permission and acknowledgment of MD.
Further:
The use of MD’s name, logo, official marks and other forms of intellectual property owned by the MD, without permission, is prohibited as stated in the Municipal Identity Guidelines. Use of the corporate logo must adhere to the standards set out in the Municipal Identity Guidelines. Intellectual property issues (e.g., copyright, brand names, logos, etc.) exist and must be respected. Proper permission to use others’ intellectual property must be obtained prior to using.
MOTION:
DATE:
______
Chief Administrative Officer Reeve
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Policy B.26 Communications & Policy B.27 Social Media Page 28 of 123 ... Agenda Item # 5.1
LESSER SLAVE REGIONAL FIRE SERVICE
2013 Annual Report
Jamie Coutts – Fire Chief 1/8/2013
Fire Service Update - Jamie Coutts (10:00 a.m.) Page 29 of 123 ... Agenda Item # 5.1
1/8/2013
LESSER SLAVE REGIONAL FIRE SERVICE
2013 Annual Report
Dear Council, Citizens, Regional colleagues,
We protect, preserve, and restore public safety through programs and services of the Lesser Slave Regional Fire Service, 9 -1-1, and emergency and disaster response systems. We do this with a staff of 125 dedicated paid on call, volunteer, part time personnel and 9 fulltime staff, in partnership with community agencies, social partnerships, and a network of provincial and federal departments and emergency management agencies.
As we continue to rebuild we move forward in a positive and responsive way. I am proud to say that our fire service is strong, and very capable. The diverse, dedicated men and women have used teamwork, respect, and leadership to protect and educate the residents and visitors within our region. This vast area has grown with the change thrust upon it, and we continue to meet new challenges on a daily basis. It is with your support that we succeed.
The pride and respect that our team has for the residents in this region can be felt every time they are asked to help, support, volunteer, or educate the people in our many communities. From the Safety Fair at Walmart, to Fire Prevention Week, and our open house to the Future Firefighter Program and the P.A.R.T.Y Program our firefighters enjoy spending time with the people they protect. Fundraising efforts throughout the year, Smile Cookie Week, Slave Lake Fishing Tournament, and 24 Hours of Hockey show their commitment to the Firefighters Society and their responsibility to the communities we are part of. The Firefighters Society donates equipment, and money to support community groups, educational endeavors, and the Lesser Slave Regional Fire Service. In 2013 the society supported the Regional Fire Service to help recover from the growth and changes that came after the 2011 wildfires. They assisted Siksika First Nation emergency services with emergency equipment after the 2013 flood, and worked hard to motivate and reward southern Alberta firefighters for their heroic efforts during flooding in Southern Alberta in 2013. Our firefighters and SAR personnel worked hard to assist and partner with many southern Alberta crews..
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1/8/2013
2013 Total Calls - 304 Regionally Wildland Fires 5% Structure Fires 7% Motor Vehicle Vehicle Fires Accidents 6% 35% Duty Officer Calls 29%
Other Dangerous 6% SAR Rescue Goods Medical Assist 3% 2% 1% 6%
The Lesser Slave Regional Fire Service attended 304 calls regionally in 2013. Having almost a call a day stretches the regional firefighters and SAR staff, their families and employers. We have researched and discussed options for 2014 to ease this burden and will move forward as sustainably and affordably as possible.
To maintain this pace our regional members train throughout each week on the various tasks facing them:
Emergency response and structural firefighting
Search and Rescue – land, air, water
Wildland and vehicle firefighting
Technical rescue – confined space, high angle, ice and swift water rescue
Dangerous Goods
Emergency vehicle – pumps, aerial, tankers
Community safety programming
Prevention, inspections, investigations
In 2013 the emergency response personnel (firefighters, SAR) in our region trained for a total of 10 155 hours, including all practices, and certified training sessions for all people.
Certified training included: 1001 professional firefighter, 472 dangerous goods, 1006 technical rescue, SAR basics, team leader, as well as all of our in house training.
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1/8/2013
A Memorable Moment in 2013
I’m sure that 2013 couldn’t be broken down in to one defining moment for us. I think it could be broken into a defining month though. From early June into July we had a string of unforeseen events that changed the way we look at ourselves. During the 2013 floods that decimated southern Alberta our crews were called upon to assist with multiple events.
Our SAR group was honored to be chosen to attend Siksika First Nation to be a rapid assessment team, assisting the nation with home and damage assessments and helping Slave Lake pay it forward.
After 13 people spent 7 days there we came home in time for our 50 Years of Firefighting festivities that saw dozens of previous firefighters return to Slave Lake and enjoy the reunion. After that we helped give Riverboat Days a boost and assisted getting the River Relay Race, and Duck Derby going again.
Literally one minute after launching the ducks our fire service was tasked provincially with a 14 day deployment to assist the firefighters in High River. Once there seeing the devastation was incredible and over two weeks 24 personnel from the region worked to assist the High River and MD of Foothills fire services with staff coverage at three halls 24 hours a day. Tough mission and our crews preformed with honor, courage, and dedication to assist the battered southern fire departments. It was an amazing way to pay it forward for all the assistance that was given in our area, and we have made friends that will last a lifetime.
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1/8/2013
Providing Services that Residents Rely on
The regional fire service provides service with our dedicated, professional staff to all areas of the Town of Slave Lake, Municipal District of Lesser Slave River # 124, and the Sawridge First Nation. Services include: Firefighting, Rescue, Search and Rescue, Medical Assists, Duty Officer calls (alarms, false calls, requests from other agencies), technical rescue, dangerous goods and wildland firefighting. These services are provided in conjunction with our partners from the Regional Protective Services Committee, which is regarded in the Province of Alberta as a very successful operational group.
.Hall 1 – Slave Lake
Hall 1 in Slave Lake is home to 30 part paid firefighters, 8 part time duty officers, 4 fulltime staff, 4 Firesmart staff, 1 administrative support, 1 student, 12 juniors. Equipment consists of 4 pickups, 1 laddertruck, 3 municipal pumpers, 1 tanker, 1 wildland truck, and a 6x6 UTV. Firesmart equipment: Tractor and implements, Bobcat and mulcher, Bobcat implements, 1 ton truck, chipper, and trailers are also housed here.
Hall 2 – Widewater
Hall 2 in Widewater is home to 12 part paid firefighters, and 25 volunteer search and rescue members. Equipment consists of tanker, municipal pumper, sar boat, sar trailer, sar quad, sar 6x6 UTV, air trailer, sar off road rescue trailer, and a Firesmart sprinkler trailer. This was a new building in 2012.
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1/8/2013
Hall 3 – Smith
Hall 3 in Smith is home to 15 part paid firefighters, and 4 junior firefighters. Equipment consists of a tanker, and a municipal pumper. This hall also has a 2216 psi compressor and SCBA fill station.
Hall 4 – Flatbush
Hall 4 in Flatbush is home to 14 part paid firefighters, and 3 juniors. Equipment consists of a tanker, and a municipal pumper. Newly renovated in 2011.
Hall 5 – Mitsue
Hall 5 in MD 124 Industrial Park is home to 16 volunteer firefighters. Opened in 2013 the firehall houses a 69 foot elevated waterway, a municipal pumper, DG trailer, sprinkler trailer, and a 4 bottle high pressure air trailer. This firehall is also used as a central warehouse for the entire regional fire service.
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Search and Rescue
This group is housed in Hall 2 in Widewater and has 25 volunteer members. Equipment consists of a boat, SAR trailer, quad, 6x6 UTV, and an off road trailer for SAR equipment.
Regional Live Fire Training Centre
The regional live fire training centre is located just off highway 88 by the CN railway and is home to multiple training events every month. All live fire, confined space, sprinkler, water management, and vehicle extrication exercises are done at this facility. The facility includes a 4400 square foot burn unit, confined space prop, 3 propane burn props, full classroom, and compressed air breathing system. The facility has been built up since 2005 and is a valuable asset for the regional firefighters. This facility has been made possible by donations from tri council, the Alberta Government, and dozens of local businesses. The firefighters and Slave Lake Firefighters Society built this from the ground up, and enjoy the training done here very much.
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1/8/2013
Firesmart Program
Housed at Hall 1 in Slave Lake and the Live Fire Training Centre east of Slave Lake this crew of 4 works on Firesmart projects, assists the regional fire service, and contracts wildland firefighting to ESRD in the Slave District. Their equipment consists of: Tractor and implements, Bobcat and mulcher, Bobcat implements, 1 ton truck, chipper, and trailers. Lockers and maintenance are done at Hall 1, and equipment storage is split between Hall 1 and the newly renovated live fire training centre shop.
The Firesmart program continues and we will support this endeavor with all applicable resources, and fight back against wildfires in our region with pre suppression planning, sprinkler trailer training, and increased firefighting capabilities.
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Dangerous Goods Responses
Dangerous Goods NFPA 472 training at Hall # 5. Regional firefighters are trained in DG operations, including fully encapsulating suits, decontamination, and use of their DG trailer. There is a dedicated DG team that trains out of Hall # 1 once per month.
Fire Prevention and Life Safety
Fire Prevention and Life Safety are key inspection and education programs within the region. Dozens of fire and life safety inspections are done annually on residential homes, businesses, schools, hotels, senior lodges. All inspections and fire investigations are done by trained staff and logged in an Inspection database. Fire investigations are done with insurance representatives and local RCMP. The education pieces are with the regional children, from the Flatbush Playschool to the Southshore playschool, and all in between the firefighters enjoy talking fire safety with the kids and showing off our friend SPARKY the fire dog. Countless hours are spent showing the fire safety tips, STOP, DROP, and ROLL and many other fire and injury prevention topics. Throughout the year firefighters throughout the region host open houses, hall tours, take part in parades, and engage the public whenever and wherever possible.
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1/8/2013
Hall and Equipment Maintenance
The Lesser Slave Regional Fire Service is a modern, professional leader in Alberta. After the fires of 2011, the tri council used surveys that had been completed to leap frog this regional service to the fore front of Alberta firefighting. With the addition of equipment, fire stations, trucks, and people power we are moving in a fast paced new direction. In 2013 we opened the new Mitsue permanent firehall.
Maintenance is done by a maintenance officer, high school student, contractors, and town and MD staff. These are busy jobs that help to maintain 5 firehalls, 35 pieces of mobile apparatus, 50 small engines, 60 portable radios, 60 self contained breathing apparatus, 6 sets of heavy hydraulics, 2 aerial apparatus, 110 sets of firefighters gear, thousands of feet of hose and hundreds of other pieces of firefighting and rescue gear. The sheer volume of the equipment that needs daily, weekly, monthly, and annual inspections and repairs is overwhelming, but is done with an extensive schedule, maintenance program and an excellent team of dedicated professionals.
(Picture above 16 out 18 new pieces of apparatus in 2011 / 2012)
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1/8/2013
2014 – The Year Ahead
2014 is the year we take the fire service from the recovery stages and move into a long term sustainable response and education mode. The year ahead still looks challenging but the loyal, hard working, dedicated staff of the Lesser Slave Regional Fire Service are up for the challenge. Our firefighters are motivated, our officers, and advisory committee are excited for the future and our full time staff are planning and moving forward. With continued support from all three councils the LSRFS will continue to provide the residents of the region with high quality, timely, professional services.
We will continue to cross train in all areas of emergency response including wildland firefighting, disaster response and planning, NFPA 1001 professional firefighting operations, NFPA 1002 aerial operations, NFPA 472 Dangerous Goods operations, technical rescue, incident command system, and emergency medical training. We will maintain our schedules for maintenance, training, callouts, duty officer work, committees, and community support. We will continue to support and encourage the Firefighters Society to build and secure the Lesser Slave Regional Fire Service, and the communities we live and work in.
WE WILL BE PREPARED FOR WHATEVER COMES OUR WAY.
WE WILL PROTECT THE PEOPLE THAT LIVE AND PLAY IN OUR REGION.
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1/8/2013
Challenges for 2014 and beyond……..
As we move forward with the Lesser Slave Regional Fire Service we must also look at the challenges facing us. In 2012 the Fire Service Review was done by a consultant. With the information provided within this document and the Fire Underwriters Survey completed for the Town and MD in 2010 we have started working on a Lesser Slave Regional Fire Service master plan. We have been acting on high priority recommendations and planning for the challenges of the rest.
The recommendations in the Fire Underwriters Survey have been worked on and we have met 11 of 21 recommendations and are working on another 4. These have been extensive projects that have spanned 3 years now, but we are committed to the protection of our residents.
2010 – Fire service 2014 – Fire service
2 fulltime positions 3 fulltime positions 5 recovery positions – December 2014 – extended to 2021 with gov. Ab. Stating tsl/md to fund after that Regional agreement Revised regional agreement Dangerous goods program first year Dangerous goods program Search and Rescue – steering committee Full SAR group – 45 members 5 emergency vehicles TSL + 3 pickups 7 emergency vehicles TSL + 4 pickups 5 emergency vehicles MD 8 emergency vehicles MD 1 trailer TSL 5 - trailers TSL 0 trailers MD 2 - trailers MD No SAR 7 pieces of SAR equipment – 45 members 1 hall – 28 membersTSL 1 hall – 44 members TSL 3 halls – 36 members MD 4 halls – will be 75 members No firesmart 4 recovery positions – 7 pieces of equipment 2 meetings a week - chief 10 meetings a week - chief Practices on Monday nights Practices on Mondays, Tuesdays, Wednesdays 187 calls regionally 300 + regionally (2013) Budget Fire $ 400, 000 Budget Fire $ 1, 000, 000 plus firesmart Budget ambulance $ 438, 000 (2009) No ambulance budget - province Maintenance done by volunteers, contractors Maintenance coordinator, RAPP student 3 sets heavy hydraulics 6 sets heavy hydraulics No aerial apparatus 2 aerial apparatus 20 small engines 50 small engines 30 self contained SCBA 60 SCBA – includes all TSL/MD facilities not just fire
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1/8/2013
2010, and part of 2011 were years of getting caught up to industry standards through the use of the Firefighters Code of Practice from OH&S in Alberta, and getting the Fire Underwriters Survey done, to compare our department against 85 % of Canadian fire departments.
2011 left the community with a new sense of urgency for the fire and emergency services and we have grown to meet those demands. Substantial growth, outside of the regular annual growth, has slowed to an acceptable level. Critical demands on the system including training, maintenance, health and safety, and human resources have increased dramatically in the years compared above.
As we struggle to normalize and find ways to do business according to standards and national guidelines we also always look to the sustainability of the fire service. We understand that we compete for municipal and provincial dollars with all departments and pride ourselves in doing as much in house as possible. The Firefighters Code of Practice OH&S for Alberta has forced us to change the way we operate and look at our “volunteer” workforce as part time employees. There are still many OH&S standards that we fight to meet annually.
The fire service has changed over the last decade and we will need to change with it to survive. We are doing assessments of our training programs, maintenance schedules, equipment needs, and building requirements. In both studies recommendations were presented and we have continued to research these recommendations and plan for the future. New training schedules for all regional halls have been implemented since 2012, a new complete maintenance schedule is now being followed, and equipment trials and purchasing are ongoing. Hall # 1 has seen growth and we are working and reworking areas to allow for a balance between full time, part time and volunteer staff, leaving all with areas to work out of. We are researching ways to meet OH & S legislation while not burdening the taxpayer. Hall 1 and 3 are short of training, office, and maintenance space, but we are working with these issues and budgets to find affordable and realistic solutions.
Using our fulltime capacity to assist with scheduling, training, and projects alleviates some pressure from our part paid firefighters. We will continue to explore solutions that work for all, in a sustainable, affordable fashion. In 2014 we will look at our Firesmart crew, and rural training officer positions to make sure we are using these recovery positions to their fullest extent to benefit the municipalities we serve. Tracking and budgets are of a huge concern to the Lesser Slave Regional Fire Service, and we work hard to stay on budget while being proactive and responsible.
A new database allows for more efficient tracking of personnel, training, maintenance, inventory, callouts, and inspections and investigations to meet the fire services’ needs.
Recruitment and retention of firefighters is our top priority. With rising call volumes and the busy lives of our residents it has come to be the top priority of the regional fire service. We need to find, recruit, and train dozens of new firefighters over the next few years to maintain our viability as a fire service. The regional fire service has been reinvented over the last two years and we will sell ourselves to these potential firefighters. By providing the best training, equipment, and protective gear we will be successful in recruiting new firefighters and keeping all firefighters within the system.
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Finance Report Page 42 of 123 ... Agenda Item # 6.1
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Finance Report Page 52 of 123 ... Agenda Item # 6.2
Schedule of Fees Update Page 53 of 123 ... Agenda Item # 6.2
Schedule of Fees Update Page 54 of 123 Schedule of Fees Update ...
SCHEDULE "A" BYLAW 2005-11 MUNICIPAL DISTRICT OF LESSER SLAVE RIVER NO. 124
Administration GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE We compared our rates to the MD of Opportunity & Northern lights, Woodlands Photocopying (MD material only) a. Four (4) pages or under $0.00 T & Yellow Head County along with the Town of Slave Lake a. Five (5) pages or under $0.00 T To be consistent with Tax Roll printing b. Six or more pages (per page) $0.25 T c. Small bound reports (40 pages or less) $10.00 T d. Large bound reports (40-100 pages) $15.00 T ($0.25 for each additional page over 100 pages) N.S.F Payments Per occurrence $20.00 $25.00 E Other MD's are $25 - $50 N.S.F. cheque &/or returned payment
Faxed Copies Per page (incoming/outgoing) $1.00 T Agenda Item # 6.2
Page 55 of 123 M.D. Maps (not for resale) + applicable postage $20.00 T
M.D. Maps (for resale) + applicable postage $25.00 T
General Administration Fee* $30.00 /hr T
Postage where applicable cost T
MD Promotion Merchandise Cost T
FOIPP Requests As per Bylaw #99-10
Fence Panels Fence Panels left from Wildfires $42.50 ea T Fee's we charge but are not listed on schedule of fees Cost recovery *If it is necessary for the M.D. to go to considerable time and/or expense gathering information to provide the above or possibly other services, a General Administration fee of $30 per hour may be charged over and above the established fees.
Page 1 of 8 Schedule of Fees Update ...
SCHEDULE "A" BYLAW 2005-11 MUNICIPAL DISTRICT OF LESSER SLAVE RIVER NO. 124
Taxation GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Tax Certificate per tax roll $20.00 $25.00 E Other MD's are $25 - $30
Property Owner/Legal Description Search a. Five or under $0.00 T (not pertaining to FOIP) per tax roll b. 6-50 $25.00 T c. 51-200 $50.00 T d. 201-500 $75.00 T e. 500+ $100.00 T
Tax Notification Charges Caveat Registration Actual Charges from Land E Titles + $30 general administration fee Agenda Item # 6.2 Page 56 of 123 Tax Notification Discharge Actual Charges from Land E Titles
Land Title Fees: Caveats (i.e. Developer Agreements) $15.00 minimum plus Actual charges from land titles E $5.00 for each additional title Remove the $5 fee and just charge actual fees
Partial Plan Cancellation/Consolidation $150.00 minimum E
Land Title Transfer Fees (per title) Acutal charges from Land Titles Actual charges from land titles E Remove the $30 administration fee as historically we have never charged it + $30 Administration Fee and we do not normally do this unless through a tax sale and if needed we could go back to our administration fees and add time if necessary Assessment Appeal Fees Assessment Review Board fees As per Bylaw 2010-02
Oil/Gas Well Drilling Tax As per Bylaw 2006-09 Fee's we charge but are not listed on schedule of fees
Penalties on unpaid taxes As per Bylaw 96-2 Fee's we charge but are not listed on schedule of fees
Minimum Tax Levy Minimum Tax Levy $50.00 E Fee's we charge but are not listed on schedule of fees
Page 2 of 8 Schedule of Fees Update ...
SCHEDULE "A" BYLAW 2005-11 MUNICIPAL DISTRICT OF LESSER SLAVE RIVER NO. 124
Fire Services GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Bylaw Enforcement GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Weed Control Enforcement Work Cost E/T Depends if done by MD or Contractor Agenda Item # 6.2
Page 57 of 123 Animal Control Dog Tags/Registration (lifetime) Free E Adding to the schedule of fee as it is not currently on it
Dog Violations As per Bylaw 2003-01 Fee's we charge but are not listed on schedule of fees
Beaver Control As per ASB Policy J.7 Fee's we charge but are not listed on schedule of fees
Dam Blasting As per ASB Policy J.7 Fee's we charge but are not listed on schedule of fees
Coyote Predation Management As per ASB Policy J.8
Wild Boar Control Program Policy As per ASB Policy J.14
Utilities GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Residential water/waste water Rates As per Bylaw 2007-02
Water meter Standard 3/4'' water meter $330.00 ea T These items are currently on our upfront list Dual Check Valve $30.00 ea T but not on the schedule of fees
Frost Plate For standard 3/4'' water meter $10.50 ea $30.00 T Price proposed by Lyle
Mitsue Industrial water/wastewater Rates As per Bylaw 2008-01
Parts Various water parts see utility department for Cost + 15% T 15% to cover admin & shipping list (includes sewer parts)
Page 3 of 8 Schedule of Fees Update ...
SCHEDULE "A" BYLAW 2005-11 MUNICIPAL DISTRICT OF LESSER SLAVE RIVER NO. 124
Transportation GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Leases Road Lease Application Fee $100.00 E
Road Allowance Road Allowance Lease fee As per policy E.9 Fee's we charge but are not listed on schedule of fees
Road inspection fee Inspection of roads before and after use (non-refundable) $100.00 TBD in 2014 T Fee's we charge but are not listed on schedule of fees
Road Allowance Use Permit Fee $25.00 ea $30.00 T Will put the fee inline with our Admin fee of $30
Agreements Heavy Haul/Log Haul Agreements $15,000.00 Deposit TBD in 2014 Fee's we charge but are not listed on schedule of fees
Approaches During Subdivision & Development TBD in 2014 We currently do not have a price in place for this to be reviewed in 2014
Labour Rates Operator/Labourer $35.00 /hr T
Foreman $45.00 /hr T Agenda Item # 6.2 Page 58 of 123
Equipment Rates 320 Cat Excavator N/A /hr $142.00 T NEW PIECE OF EQUIPMENT Additional Rates 5% for thumb & 10% for twister bucket T The proposed changes are based on AB Road Builder Rates 950H Cat Loader $85.00 /hr $147.00 T less 15% to eliminate the profit margin (for all equipment rates) Additional Rates 5% for scale T 938 Cat Loader $85.00 /hr $118.00 T Additional Rates 5% for scale T 580M Case Backhoe $75.00 /hr $102.00 T 140M Cat Grader $85.00 /hr $158.00 T Additional Rates 5% for wing & 10% for ripper T 840 Champion Smooth Drum (Vibratory) $75.00 /hr $96.00 T Cat Cp56 Vibratory Padfoot $75.00 /hr $120.00 T Pick up truck* $12.00 /hr $24.00 T 1 Ton Truck* $20.00 /hr $32.00 T Tandem Gravel Truck $75.00 /hr $123.00 T Tandem Gravel Truck with Tri-acle pup $85.00 /hr $140.00 T Tandem with Sander $95.00 /hr $162.00 T D5G Cat N/A /hr $102.00 T NEW PIECE OF EQUIPMENT Additional Rates 10% for winch T JD Tractor (115 HP) $50/hr with attachments $79.00 T Additional Rates 15% for loader T 15' Rotary Mower N/A /hr $14.00 T NEW PIECE OF EQUIPMENT Trench Compactor N/A /hr $46.00 T NEW PIECE OF EQUIPMENT N/A /day $460.00/day T NEW PIECE OF EQUIPMENT Steamer N/A /hr $65.00 T NEW PIECE OF EQUIPMENT All rates Except * include operator
Sale of Winter Sand $20.00 /ton T Cold mix TBD
Sale of Gravel 20 mm $7.50 /ton T 40 mm $6.50 /ton T
Sale of Clay Fill $1.00 /m3 $2.50 T Cost of loading reclamation and material
Sale of Used Grader Blades $1.00 /blade $4.00 T
Road Grading & Snowplowing Driveways Regular (1/4 MILE/0.40 KM) $42.50 minimum T Seniors Discount (50%) (1/4 MILE/0.4 KM) $21.25 T
Construction Certification Inspections $100.00 T
Dust Control $150.00 /100 m To be revised in 2014 T County of Northern Lights is: $2.00/m thereafter $ 600.00 no GST - 200M residential (Senior $540) $1200.00 no GST - 200M Industrial with road use agreement Woodlands County is: $ 150 + GST - 200M (over 200M is actual costs)
Page 4 of 8 Schedule of Fees Update ...
SCHEDULE "A" BYLAW 2005-11 MUNICIPAL DISTRICT OF LESSER SLAVE RIVER NO. 124
Planning & Development GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Land Use Bylaw/Municipal Development Plan $35.00 $50.00 E Fee proposed by Dave D. as this can be printed off our website for free Development Permit Application Fee $50.00 up to $50,000 of estimated E project cost Fee proposed by Dave D. for cost recovery for development officers time Accessory Building/Use (Permitted & Discretionary) $20.00 for each additional $100.00 E as well as dicretionary use must be advertised in the news paper and Permitted Use $50,000 of project costs up to $250.00 E only have 3 rates simplifies the process Discretionary Use $500,000 then $10.00 for each $500.00 E Currently people will lie about the value of their build additional $100,000 thereafter
Land Use Bylaw Amendment Application Fee For single parcel residential development $150.00 $500.00 E Fee proposed by Dave D. for cost recovery for development officers
For a multi-parcel residential development $250.00 $500.00 E time as well as discretionary use Agenda Item # 6.2 Page 59 of 123 must be advertised in the news For a commercial development $250.00 $500.00 E paper twice and requires a large amount of information be printed For an industrial development $500.00 $500.00 E
Development Standards Manual $35.00 $50.00 T Fee proposed by Dave D. as this can be printed off our website for free
Land Title Fees: Caveats (i.e. Developer Agreements) $15.00 minimum plus Actual charges from land titles E (This section is also in taxation) $5.00 for each additional title Remove the $5 fee and just charge actual fees
Partial Plan Cancellation/Consolidation $150.00 minimum E
Land Title Transfer Fees (per title) Acutal charges from Land Titles Actual charges from land titles E Remove the $30 administration fee as historically we have never charged it + $30 Administration Fee and we do not normally do this unless through a tax sale and if needed we could go back to our administration fees and add time if necessary Certificate of Compliance $100.00 T
Area Structure Plan/Area Redevelopment Plan $25.00 T
Subdivision/Development Appeal Fee (non-refundable) $100.00 Fee proposed by Dave D. for cost Area Structure Plan Amendment Application Fee $250.00 $500.00 E recovery for development officers time as well as discretionary use Municipal Development Plan Amendment Application Fee $250.00 $500.00 E must be advertised in the news paper twice and requires a large Subdivision Application Fee $250 plus $100 for each T amount of information be printed title being created Subdivison Fees proposed by Dave D. Subdivision Endorsement Fee $100 plus $100 for each T for cost recovery as we do not have title being created a fee schedule for this " Rural Addressing Sign $200.00 T Fee would be effective as of Jan 1/2014 Fee proposed by Dave D. for cost recovery
Off-site Levies As per Bylaw 2009-09
Sale of Land Municipally-owned and tax forfeiture land sale As per Admin Policy B.2
Page 5 of 8 Schedule of Fees Update ...
SCHEDULE "A" BYLAW 2005-11 MUNICIPAL DISTRICT OF LESSER SLAVE RIVER NO. 124
Widewater Community Complex & Associated Grounds GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Auditorium Day/evening use (9:00 am - 3:00 am) $200.00 These fees have never been on our Damage Deposit* (refundable) $200.00 schedule of fees before but are a part of our MD fees (for all the below) Weekend use $400.00 Damage Deposit* (refundable) $400.00
Long weekend use $500.00 Damage Deposit* (refundable) $500.00
Per hour use $25.00 /hr Damage Deposit* (refundable) nil
Bereavement Service (for MD citizens) nil
Damage Deposit* (refundable) nil Agenda Item # 6.2 Page 60 of 123
Non-profit community organizations nil (based in the MD)
Kitchen Day/evening use (9:00 am - 3:00 am) $100.00 Damage Deposit* (refundable) $200.00
Weekend use $200.00 Damage Deposit* (refundable) $300.00
Long weekend use $300.00 Damage Deposit* (refundable) $400.00
*$500 Deposit for functions serving/selling alcohol
Meeting Room Per hour use (maximum of 4 hour charge) $25.00 /hr Damage Deposit (refundable) nil
Non-profit organizations (based in the MD) nil Damage Deposit (refundable) nil
Ball Diamonds Day/evening use (organized events) $50.00 (per diamond) Damage Deposit (refundable) $200.00
Weekend use $200.00 Damage Deposit (refundable) $300.00
Long weekend use $300.00 Damage Deposit (refundable) $400.00
General Public and non-profit nil community organizations Damage Deposit (refundable) nil Residents or ratepayers of the Municipal District of Lesser Slave River will be entitled to a 25% rental rate discount for functions/events that are personally for themselves and/or their children
Rental of the Auditorium, Kitchen, Camp Ground and Ball Diamonds together gives the renter exclusive right to the use and enjoyment of the Widewater Community Complex and associated grounds for the rental period
Page 6 of 8 Schedule of Fees Update ...
SCHEDULE "A" BYLAW 2005-11 MUNICIPAL DISTRICT OF LESSER SLAVE RIVER NO. 124
Canyon Creek Arena GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE These fees have never been on our TBA schedule of fees before but are a part of our MD fees
Smith Community Complex GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE These fees have never been on our Being taken to council by Russ schedule of fees before but are a part of our MD fees
Flatbush Community Complex GST (I,
HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE Agenda Item # 6.2 Page 61 of 123 These fees have never been on our Being taken to council by Russ schedule of fees before but are a part of our MD fees
Agriculture Service Board Rental Equipment Policy J.3 GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Equipment UltraPacker $6.00 /acre T These fees have never been on our Deposit $100.00 schedule of fees before but are a
part of our MD fees (for all the below) Cattle Scale $20.00 /day T Deposit $50.00
Fertilizer Spreader $0.50 /acre T surcharge if used as a transport vehicle $20.00 T Deposit $100.00
Trailer Sprayer $50.00 /day T Deposit $100.00
ATV Sprayer $20.00 /day T Deposit $50.00
ATV Seeder $20.00 /day T Deposit $50.00
RFID Tag Reader $20.00 /day T Deposit $500.00
Canister Sprayers Free T Deposit $50.00
Soil & Feed Probes Free T Deposit $50.00
The maximum rental period for a piece of equipment will be three days or at the discretion of the Agriculture Fieldman
Page 7 of 8 Schedule of Fees Update ...
SCHEDULE "A" BYLAW 2005-11 MUNICIPAL DISTRICT OF LESSER SLAVE RIVER NO. 124
Leases GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Leases Grazing Lease $75.00 /year There is currently no policy for this however this is the what we have been charing since the MD was and ID Policy should be created for this
Rental Unit Rates GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Rental Units Smith House #667 $700.00 E These fees have never been on our House #924 $750.00 E schedule of fees before but are a Agenda Item # 6.2 Page 62 of 123 House #2319 $750.00 E part of our MD fees (for all the below) House #2320 As per Lease Agreement E with Aspen View Damage Deposit One month's rent E
Helipad Rental Smith As per Lease agreement E
RCMP Units Widewater These are the current fees charged to the RCMP Housing Units Water and Sewer As per Bylaw 2007-02 The Water and Sewer is the same as all MD Utility bills Power Seasonal rates as per Atco /month T Alberta Housing collects the rent the MD invoices out the power and propane Propane $100.00 /month T
Transfer Station Fees GST (I, HEADING DESCRIPTION CURRENT PRICE 2014 PROPOSED PRICES T, E) REASON FOR PROPOSED CHANGE
Transfer Station fees Flatbush As per Bylaw 2002-07 Smith As per Bylaw 2002-07 Marten Beach As per Bylaw 2002-07
Page 8 of 8 ... Agenda Item # 6.3
Rescind Bylaw 2005-10 - Establish Fees for Subdivision Processes Page 63 of 123 ... Agenda Item # 6.3
Rescind Bylaw 2005-10 - Establish Fees for Subdivision Processes Page 64 of 123 ... Agenda Item # 6.3
Rescind Bylaw 2005-10 - Establish Fees for Subdivision Processes Page 65 of 123 ... Agenda Item # 6.3
Rescind Bylaw 2005-10 - Establish Fees for Subdivision Processes Page 66 of 123 ... Agenda Item # 6.4
Cheque Registers Page 67 of 123 ... Agenda Item # 6.4
Cheque Registers Page 68 of 123 ... Agenda Item # 6.4
Cheque Registers Page 69 of 123 ... Agenda Item # 6.4
Cheque Registers Page 70 of 123 ... Agenda Item # 6.4
Cheque Registers Page 71 of 123 ... Agenda Item # 6.4
Cheque Registers Page 72 of 123 ... Agenda Item # 6.4
Cheque Registers Page 73 of 123 ... Agenda Item # 6.4
Cheque Registers Page 74 of 123 ... Agenda Item # 6.4
Cheque Registers Page 75 of 123 ... Agenda Item # 6.4
Cheque Registers Page 76 of 123 ... Agenda Item # 6.4
Cheque Registers Page 77 of 123 ... Agenda Item # 6.4
Cheque Registers Page 78 of 123 ... Agenda Item # 6.4
Cheque Registers Page 79 of 123 ... Agenda Item # 6.4
Cheque Registers Page 80 of 123 ... Agenda Item # 8.1
Bylaw 2013-10 Southshore Area Structure Plan Amendment No. 3 Page 81 of 123 ... Agenda Item # 8.1
Bylaw 2013-10 Southshore Area Structure Plan Amendment No. 3 Page 82 of 123 ... Agenda Item # 8.1
Bylaw 2013-10 Southshore Area Structure Plan Amendment No. 3 Page 83 of 123 ... Agenda Item # 8.1
Bylaw 2013-10 Southshore Area Structure Plan Amendment No. 3 Page 84 of 123 ... Agenda Item # 8.1
Bylaw 2013-10 Southshore Area Structure Plan Amendment No. 3 Page 85 of 123 ... Agenda Item # 8.2
Bylaw 2013-11 Land Use Bylaw Amendment No. 40 Page 86 of 123 ... Agenda Item # 8.2
Bylaw 2013-11 Land Use Bylaw Amendment No. 40 Page 87 of 123 ... Agenda Item # 8.2
Bylaw 2013-11 Land Use Bylaw Amendment No. 40 Page 88 of 123 ... Agenda Item # 8.2
Bylaw 2013-11 Land Use Bylaw Amendment No. 40 Page 89 of 123 ... Agenda Item # 8.2
Bylaw 2013-11 Land Use Bylaw Amendment No. 40 Page 90 of 123 ... Agenda Item # 8.2
Bylaw 2013-11 Land Use Bylaw Amendment No. 40 Page 91 of 123 ... Agenda Item # 8.2
Bylaw 2013-11 Land Use Bylaw Amendment No. 40 Page 92 of 123 ... Agenda Item # 8.2
Bylaw 2013-11 Land Use Bylaw Amendment No. 40 Page 93 of 123 ... Agenda Item # 8.3
Bylaw 2013-13 Land Use Bylaw Amendment No. 41 Page 94 of 123 ... Agenda Item # 8.3
Bylaw 2013-13 Land Use Bylaw Amendment No. 41 Page 95 of 123 ... Agenda Item # 8.3
Bylaw 2013-13 Land Use Bylaw Amendment No. 41 Page 96 of 123 ... Agenda Item # 8.3
Bylaw 2013-13 Land Use Bylaw Amendment No. 41 Page 97 of 123 ... Agenda Item # 8.4
Bylaw 2013-14 Land Use Bylaw Amendment No.42 Page 98 of 123 ... Agenda Item # 8.4
Bylaw 2013-14 Land Use Bylaw Amendment No.42 Page 99 of 123 ... Agenda Item # 8.4
Bylaw 2013-14 Land Use Bylaw Amendment No.42 Page 100 of 123 ... Agenda Item # 8.4
Bylaw 2013-14 Land Use Bylaw Amendment No.42 Page 101 of 123 ... Agenda Item # 8.4
Bylaw 2013-14 Land Use Bylaw Amendment No.42 Page 102 of 123 ... Agenda Item # 8.4
Bylaw 2013-14 Land Use Bylaw Amendment No.42 Page 103 of 123 ... Agenda Item # 8.4
Bylaw 2013-14 Land Use Bylaw Amendment No.42 Page 104 of 123 ... Agenda Item # 8.5
Bylaw 2014-01 Land Use Bylaw Amendment No. 43 Page 105 of 123 ... Agenda Item # 8.5
Bylaw 2014-01 Land Use Bylaw Amendment No. 43 Page 106 of 123 ... Agenda Item # 8.5
Bylaw 2014-01 Land Use Bylaw Amendment No. 43 Page 107 of 123 ... Agenda Item # 8.5
Bylaw 2014-01 Land Use Bylaw Amendment No. 43 Page 108 of 123 ... Agenda Item # 8.6
Subdivision 12-S-13 Franklin Extension Request Page 109 of 123 ... Agenda Item # 8.6
Subdivision 12-S-13 Franklin Extension Request Page 110 of 123 ... Agenda Item # 9.1
Date: January 22, 2014
Department: Rural Services
Subject: Canyon Creek Harbor Authority
Background
Administration has been forwarded a grant application from the Canyon Creek Harbor Authority to the Alberta Conservation Association for the construction of a fish cleaning station and waste garborator at the Canyon Creek Harbor. The grant application clearly defines the information, description, scope and budget, communication and partners for the project. The Municipal District has been listed as a partner on the project as well as providing an in-kind contribution for the tie in of the water and waste water portion of the project.
Analysis
Administration has reviewed the grant application and offer the following for consideration:
The need for a proper fish cleaning station at the Canyon Creek Harbor can easily be demonstrated and supported A partnership with the Canyon Creek Harbor Authority is desirable The grant application has been sufficiently filled out The logistics and feasibility of the tie in to the municipal waste water system has not been thoroughly investigated as it pertains to fish waste The in-kind municipal support of manpower, equipment and supplies has yet to be agreed upon
Administration’s concerns with the use of grinder pumps for fish waste include:
E-One pumps require the effluent to be at least 90 % water for proper operation Increased burnt stators and capacitors $1000 a shot for parts and labor The fish slurry may have negative impacts to the wastewater mainlines in a low flow areas The fish slurry would cause excessive plugging of the screens at the wastewater treatment plant
Administration has consulted with our Jeff Fetter with Associated Engineering and was given the following analysis:
Get an opinion from E-One/John Brooks in order to have a formal statement from the vendor that the pump is designed for municipal wastewater and they would not consider concentrated fish grindings suitable. Concerned with excessive wear and tear on the E-One Pumps.
Canyon Creek Harbour Authority - Fish Cleaning Station Page 111 of 123 ... Agenda Item # 9.1
Concerned the fish grindings would cause excessive plugging of the screens at the wastewater treatment plant. A water service for flushing, holding tank with pump chamber and effluent pump to the E-One would be a much better solution. The tank may have to be emptied more often depending on odor issues. This material would be best screened and disposed at the landfill.
Administration estimates the cost to install a proper system that would serve the interests of the Municipal District (and our wastewater system) and the Canyon Creek Harbor Authority would be:
200 excavator for 1 day $2,800 Hydro-vac ½ day $2,000.00 Parts and pieces for water $1,000.00 Parts and pieces for sewer $1,300.00 E-One Station $5,500.00 Manpower $500
Total $13,100
Issue
The issue before Council is the decision to support or not to support this grant application and project. Additionally, Council needs to decide on the role they would like Administration to play in the overall design, specification and supply of manpower, equipment and parts for the proper installation of the fish cleaning station and garborator.
Recommendation
Administration recommends Council provide a letter of support to the Canyon Creek Harbor Authority for their grant application to the Alberta Conservation Association for a fish cleaning Station and waste garborator project. Further, Administration recommends Council approve Administration to partner with the Canyon Creek Harbor Authority to provide advice on the design and specifications on a fish cleaning station that will work with the municipality’s waste water system and for the Canyon Creek Harbor Association.
Implementation Strategy
Administration will draft, sign (by the Reeve) and send a letter of support to the Canyon Creek Harbor Authority in support of the Project.
Administration will work with the Canyon Creek Harbor Authority to redesign the scope of the project with proper specifications and budgets.
Canyon Creek Harbour Authority - Fish Cleaning Station Page 112 of 123 ... Agenda Item # 9.1
ACA Conservation, Community and Education Grants Application Form 2014 – 2015
Large Grant (for requests of over $3,000)
Please submit your digital application to [email protected] Applications accepted from January 1st to 31st, 2014 (NO later than 16:30 local time Friday, January 31st, 2014)
Hard copies also accepted: Alberta Conservation Association #101, 9 Chippewa Rd, Sherwood Park, AB, Canada, T8A 6J7
Toll Free: 1.877.722.4323 Facsimile: 780.464.0990
A maximum page limit of 8 pages has been introduced for ACA Conservation, Community and Education Grant applications (excluding the cover page, please use a legible font size, i.e. nothing smaller than Ariel 9)
Canyon Creek Harbour Authority - Fish Cleaning Station Page 113 of 123 ... Agenda Item # 9.1
APPLICANT INFORMATION
Principal Applicants Name Murray De Alexandra
Organization Canyon Creek Harbor Authority PO Box 89, Canyon Creek, AB T0G 0M0 Mailing Address
Email Address [email protected]
Telephone Number 780 369 3811
Project Manager/Co-applicants (if different than applicant) Not-for-profit Business Number 8655 33525 (if applicable)
PROJECT INFORMATION
Project Title Fish Cleaning Station and Waste Garborator for Canyon Creek, AB Project Location Canyon Creek Harbor, along Lesser Slave Lake's south shore (please append map, if available) Start date End date Project Duration 01/05/2014 30/05/2014 dd/mm/yyyy dd/mm/yyyy Project Summary (Please include a brief description of your project containing the objectives, activities and project deliverables. Maximum 250 words)
This project includes the purchase and installation of a professional grade fish cleaning table with a garborator that grinds fish waste and flushes it into the wastewater pipes where it will be treated with sewage. There is a need for this cleaning station at t Canyon Creek Harbor because it is a very busy lake access point with an adjacent campground. Many people do not realize that fish waste contributes to the eutrophication of our lake and we see buckets of fish guts being dumped back into the lake off of boats or docks. This station and associated awareness signage will significantly reduce the practice of dumping fish waste in the lake and provide an appropriate space to clean fish and properly dispose of the waste. \ The station won't be effective without proper promotion. The CCHA will partner with our local WPAC to promote use of the fish cleaning station through a day event for its grand opening and ensure that information is shared via newsletters, media and our members.
Amount Requested from ACA (in CDN Dollars) $10,860.75
Canyon Creek Harbour Authority - Fish Cleaning Station Page 114 of 123 ... Agenda Item # 9.1
Has this project received financial or administrative support from the ACA in the past? (If yes, please highlight the results of the work previously supported by the ACA. How does the present funding request build on that work? Note: It is important to demonstrate evidence of progress if this is a request for repeat funding.)
No, this is a new project.
Long Term Requirements (Is the project on-going? Does this project require subsequent ACA funding to reach project objectives? If applicable, explain how this project will continue after being funded by ACA.)
No, once the station is purchased and installed the Canyon Creek Harbour Authority will oversee operation and maintenance.
PROJECT DESCRIPTION Project Background/Project Rationale:
Lesser Slave Lake is arguably the best Sport fishing Lake in Alberta. We have thousands of people visit our region and catch fish on our lake. Like campers do, they clean these fish and eat them over the camp fire. What people don't often know, is that dumping fish waste back into our lake adds unwanted nutrients to the water, which cumulatively increases the rate of eutrophication. The canyon Creek Harbor Authority is requesting funding from ACA to purchase and install a fish cleaning table with a garborator that grinds and mixes fish waste into the septic system. This will effectively reduce the amount of nutrients being added to Lesser Slave Lake because the station will be easier and cleaner to use than old methods, drawing users.
Project Objectives: (Clearly state the project’s specific objectives.)
Short term Objective - Provide anglers in the Canyon Creek area with a place to clean fish and dispose of waste that is user friendly and accessible.
Long Term Objective - while individual dumping of fish waste into the lake has a small impact, the cumulative effect of thousands of carcasses being returned to the lake has a negative impact on Water Quality and the Lake's rate of eutrophication. Over time the fish cleaning station will eliminate a significant source of nutrients from entering our lake.
Long Term Objective - Lake users will better understand their individual impacts on the Lake and demonstrate Stewardship behaviours.
Activities/Methodology:
1. order fish cleaning station from manufacturer 2. hire necessary contractors to install station and coordinate work 3. create and install signage on how to use station, a location sign, and ACA funding recognition sign. 4. promote the station when it is ready for operation with a day event in coordination with our local WPAC. 5. Showcase project with feature article in local news paper, and the LSWC's newsletter 6. maintain station and perform seasonal maintenance in Spring and Fall.
Canyon Creek Harbour Authority - Fish Cleaning Station Page 115 of 123 ... Agenda Item # 9.1
Deliverables: (List anticipated products and completion dates resulting from your project, including reports, videos, journal publications, structures built, promotional material, etc).
The major deliverable is the successful installation of the fish cleaning station with garborator near the Canyon Creek Harbor in a user accessible location. .
Other deliverables include: ACA funding recognition sign, How to operate safely sign, and a sign for the harbour and campground directing folks to the station. As part of the promotion of the new station there will be articles submitted to the local newspaper, for the LSWC's newsletter, and in our local Municipalities newsletter.
Once funding is confirmed the table components can be ordered from the manufacturer. Upon receiving all of the materials the installation will be completed over a 1 week period in Early summer, hopefully May so that the station is operational at the start of the fishing season.
The signage will be designed and printed so that they are ready at the same time that the station is operational. Other awareness activities will correspond with when the station is ready for use.
The Canyon Creek Harbor Authority intends to partner with the LSWC to host a day event at the harbor to showcase the new station. We will demonstrate proper use of the equipment for anyone interested and work with the LSWC to promote lake stewardship through increased knowledge and understanding.
List Project Partners:
Lesser Slave Watershed Council
MD of Lesser Slave River
LINK WITH ACA
State how this project meets the ACA Mission and the Funding Priorities as outlined in Section 3 of the Project Submission Guidelines: This project will aid ACA in meeting its mission of conserving, protecting and enhancing fish, wildlife and habitat for all Albertans to enjoy, value and use because of the positive impact on water quality gained by the elimination of thousands of pounds of fish waste entering our lake each year because of a lack of a proper disposal site.
The project specifically Aligns with the following funding priorities: 2. Site specific enhancements of habitat, structures and facilities aimed at increasing recreational angling or hunting opportunities, improving habitat or increasing wildlife/fish productivity on the site
4. Stewardship Initiatives
Canyon Creek Harbour Authority - Fish Cleaning Station Page 116 of 123 ... Agenda Item # 9.1
Explain how your project will benefit hunters, anglers or trappers in Alberta (Maximum of 250 words)
This projects will improve water quality which will positively impact fish populations and riparian areas. Hunters and anglers directly benefit from healthy and sustainable fish and wildlife communities.
DETAILED BUDGET Category Description Amount Confirmed In Kind Total Requested Partner Support From ACA Funding Materials & Supplies Custom build Stainless Fish Table 4851.00 $4851.00 steel table 5HP disposer with 18" Fish waste grinder 4509.75 $4509.75 cone and switch 1 - How to operate; Signage 1 - location of station; 500.00 $500.00 1- ACA recognition
Equipment
Salaries & Wages Murray De Alexandra $1000 Project - Oversee $1000 management contractors and aid in installation LSWC staff will $250 Graphic designer design and prepare $250 signs for printing Contract Services Hoe site preparation $500 $500 connect to sewage Plumber $500 $500 and water systems Connect grinder $500 Welder $500 apparatus to table Travel
Honorariums
Canyon Creek Harbour Authority - Fish Cleaning Station Page 117 of 123 ... Agenda Item # 9.1
Capital Assets
Other
TOTAL COSTS $10,860.75 $1,750.00 $12,610.75
Capital Assets are items>$500 that can be reused on other projects. Capital equipment purchases may remain the property of ACA upon project completion. Please Note: the ACA Grants do not cover overhead costs. University projects must ensure that the overhead waiver can be obtained. See Guidelines Section 4 Budget Notes for more information.
PROJECT BUDGET COMMENTARY BUDGET COMMENTARY: Provide details on capital expenditures >$500, and provide breakdown of salary costs (number of staff, associated person-hours, etc. Include other details that may assist with the evaluation of your budget.
Salaries Hours - None
Capital expenditures over >500 - the purchase of the table and the grinder mechanism is the largest cost because of the nature of the equipment. We have sought advice from the Joussard Harbor Association because they have recently installed the same type of station. So far they are happy with the equipment and it is performing well. On their advice we sought a quote from the same company.
Summarize any Partner Funding Dollars (Please indicate if the partner funds are confirmed or pending approval. Confirmed partner funding should be listed in the budget. If there is no partner funding, please explain why not.):
The Canyon Creek Harbor Authority is a small group of volunteers. We do not receive any operational grants for man power and all projects are funded through grants and partnerships. We will be receiving support in kind for this project rather than in a cash sum. The Municipality will be sending public works staff person to assist with the tie in to the water and sewer lines at no cost to us. One of our members who is a welder by trade will be aiding in the construction of the station at no cost to us. Murray De Alexandra, CCHA board members will be coordinating the logistics of the project, communicating with the MD, contractors and other CCHA members. His time is valued at $1000.
We gratefully accept these in kind services and they have reduced our project budget by over $2000.
Summarize any Public Involvement in the Project (Such as In-kind support, number of volunteers, etc.):
Canyon Creek Harbour Authority - Fish Cleaning Station Page 118 of 123 ... Agenda Item # 9.1
Volunteer members of the CCHA will participate and commit their time to the installation of the fish cleaning station. Two staff from the Lesser Slave Watershed Council will help us promote the station by coordinating one of their Lake Day events around the opening of the station. We anticipant about 5 LSWC volunteers will help with the event. On a busy Saturday with nice weather we anticipate interacting with over 100 people.
PROJECT COMMUNICATION How will ACA be recognized for its funding support?
ACA will be recognized as the Main funder with a sign right at the site of the Fish Cleaning station, and with a small logo on any other signs. The local WPAC, the LSWC will include a feature article in their newsletter highlighting the receipt of the grant and the project, and also submit an article to the local media on behalf of the Canyon Creek Harbor Authority.
How will you share the results of the project with others?
LSWC Newsletter and website partnership page MD of Lesser Slave River newsletter Local Media Article Word of Mouth via users and the CCHA members
Does your organization have a web page? YES NO x (If yes, will you create a reciprocal link with the ACA website?) YES NO
URL
Please Note: Successful applicants will be expected to follow the ACA Cooperative Project Agreement. In applying to the ACA Conservation, Community and Education Grants, you are agreeing to use ACA’s Cooperative Project Agreement.
Canyon Creek Harbour Authority - Fish Cleaning Station Page 119 of 123 ... Agenda Item # 9.2
Date: January 22, 2014
Department: Rural Services
Subject: Flatbush Community Complex Rental Rate & Damage Deposit Schedule
Background
At the December 11, 2013 Council meeting, Council gave approval to the Municipally Owned Community Facilities Policy I.3. This policy defines the Municipal District’s responsibility for the operation, repair and maintenance of the Widewater, Smith and Flatbush Community Complexes and the Canyon Creek Arena. Section 3.2 of the Policy specifically states:
3.2 The Municipal District will be responsible to set the rental and tenancy rates for the Complex, grounds and any other building or structure on the property.
Currently, Council has approved a Rental Rate & Damage Deposit Schedule for the Widewater Community Complex. It was contemplated that this rental fee and damage deposit schedule would be used in an equitable fashion for the Flatbush and Smith Community Complexes once Policy 1.3 was approved and all of the Community Complexes would be on the same page.
During Administration’s community consultation meetings for Policy I.3, the Widewater Community Complex Rental Rate & Damage Deposit Schedule was presented as the template for the other two Community Complexes. The community groups suggested that the rental rates were considerably higher than what they were currently charging, however, the 25% discount for Municipal District residents and their families offset the higher rates and made the schedule palatable.
Analysis
The previous Council debated and offered changes to the Rental Rate and Damage Deposit Schedule for the Widewater Community Complex. The Widewater Athletics Association was also consulted and their recommendations were taken into consideration. The approved Schedule (March 14, 2012) looks like this:
Widewater Community Complex & Associated Grounds Rental Rates & Damage Deposits Rental Damage Facility/Room Specifics Fee Deposit Auditorium Day/evening use (9:00 am to 3:00 am) $200 *$200 Weekend use $400 *$400 Long weekend use $500 *$500 Per hour use $25/hr nil Bereavement Service (for MD citizens) nil nil Non-profit community organizations (based in the MD) nil nil *$500 Deposit for functions serving/selling alcohol
Flatbush Community Complex Rental Rate & Damage Deposit Schedule Page 120 of 123 ... Agenda Item # 9.2
Kitchen Day/evening use (9:00 am to 3:00 am) $100 $200 Weekend use $200 $300 Long weekend use $300 $400 Meeting Per hour use (maximum of 4 hour charge) $25 nil Room Non-profit community organizations (based in the MD) nil nil Ball Day/evening use (organized events) (per diamond) $50 $200 Diamonds Weekend use $200 $300 Long weekend use $300 $400 General Public and non-profit community nil nil organizations
Residents or ratepayers of the Municipal District of Lesser Slave River will be entitled to a 25% rental rate discount for functions/events that are personally for themselves and/or their children. Rental of the Auditorium, Kitchen, and Ball Diamonds together gives the renter exclusive right to the use and enjoyment of the Widewater Community Complex and associated grounds for the rental period.
This Rental Rate & Damage Deposit Schedule would work well for the Flatbush Community Complex as it is very similar to the Widewater Community Complex. The Smith Community Complex is obviously out of the picture for now however when it is rebuilt the fee structure will be looked at once again. The Smith Community Complex has an attached arena and curling rink so there will be some differences.
For now, setting the identical fee structure for the Widewater and Flatbush Community Complexes will ensure that we are providing a consistent and equitable service to all of our ratepayers.
Issue
The issue before Council is the application and approval of the above Rental Fee & Damage Deposit Schedule for the Flatbush Community Complex.
Alternatives
Administration recognizes three alternatives for Council to consider. These are:
1. Approve the Rental Rate & Damage Deposit Schedule for the Flatbush Community Complex as presented 2. Amend the Rental Rate & Damage Deposit Schedule for the Flatbush Community Complex and approve.
Flatbush Community Complex Rental Rate & Damage Deposit Schedule Page 121 of 123 ... Agenda Item # 9.2
3. Do not approve the Rental Rate & Damage Deposit Schedule for the Flatbush Community complex and give further direction to Administration.
Recommendation
Administration recommends Council approve the Rental Rate & Damage Deposit Schedule for the Flatbush Community Complex as presented.
Implementation Strategy
Once the Schedule is approved, Administration will work with the Flatbush Community Association to ensure that new Schedule will be used for 2014. Events that are already planned and secured for 2014 through the Flatbush Community Association (and their rate schedule) will need to be honoured. All new booking will be as per the new Schedule.
The Rental Rates & Damage Deposit fees will be added to the Schedule of Fees Bylaw 2005-11.
Flatbush Community Complex Rental Rate & Damage Deposit Schedule Page 122 of 123 ... Agenda Item # 10.1
Boards - Conferences -Events Wednesday, January 22, 2014 Agricultural Service Board Update from January 13th
Athabasca Regional Waste Management Commission Next meeting February 3rd
Athabasca Watershed Council No meeting date set
Community Futures - Lesser Slave Lake Region
Community Futures – Tawatinaw Next meeting February 5th
Chamber of Commerce Next meeting February 3rd
Canyon Creek Harbour Authority Next meeting Spring
Inter-Municipal Committee - MD Council Chambers Next meeting February 11th
Lesser Slave Regional Economic Development Alliance Update from January 16th
Lesser Slave Regional Housing Authority Next meeting February 6th
Lesser Slave Regional Tourism No meeting scheduled
Lesser Slave Regional Waste Management Commission Next meeting March 24th
Regional Library Board Update from January 15th
Peace Library System Next Meeting March 22nd
Pembina Zone Report from January 20th
Slave Lake Airport Next Meeting February 26th
Upper Athabasca Plan No Meeting Scheduled
Lakeshore Management Committee No Meeting Scheduled
Lesser Slave Watershed Council Report from January 16th
Northern Alberta Elected Leaders Report from January 17th
Westlock Foundation No date set - tentative April VSI Services Annually - Last meeting Nov 21st
Board Reports from January 8th to January 22nd. Page 123 of 123