Regular Open Council Meeting Agenda

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TOWN OF GOLDEN

Tuesday, February 21, 2017 at 1:15 p.m. Council Chambers, Town Hall, 810 9th Avenue S., Golden, BC Page

1. CALL TO ORDER

2. MOTION TO CHANGE THE ORDER OF BUSINESS

2.A. Council Reports

THAT Council Reports be considered before the adoption of the meeting agenda.

2.B. Presentation of 2016 Community Volunteer Award to Joyce DeBoer

3. LATE ITEMS

4. ADOPTION OF MEETING AGENDA

4.A. Adoption of Meeting Agenda

THAT the Regular Open Council meeting agenda for February 21, 2017 be adopted.

5. ADOPTION OF MINUTES

5 - 10 5.A. Minutes of the Regular Open Council Meeting held February 7, 2017 for adoption

THAT the Minutes of the Regular Open Council Meeting held February

Page 1 of 83 Agenda for the Regular Open Council to be held February 21, 2017

7, 2017 be adopted. Regular Open Council Minutes - 07 Feb 2017

6. BUSINESS ARISING FROM THE MINUTES

7. DELEGATIONS

11 - 12 7.A. Mr. Gerry Taft, BC NDP Candidate for Columbia River Revelstoke, will officially introduce himself to Mayor and Council, and take questions from council members if any should arise. Taft_Delegation_Request

8. CORRESPONDENCE

13 - 17 8.A. External Correspondence

THAT the items of external correspondence be received. Association of Kootenay & Boundary Local Governments final call for submitting resolutions for the 2017 AKBLG Annual General Meeting Letter from Mr. and Mrs. Devlin - Presentation on Short Term Rentals to Council in Golden AKBLG - 2017 Resolutions Notice Final Call Mr. and Mrs. Devlin - Presentation on Short Term Rentals to Council in Golden

18 - 24 8.B. Internal Correspondence

THAT the items of internal correspondence be received. Briefing Note - 2017 Budget Open House Comments Memo MDS - 2017 02 09 Census Population Memo Comms - 20170206 - Utility facts BN CAO 2017-02-14 2017 Budget Public Input Summary Memo MDS 2017 02 09 Census Population MemoComms 20170206 - Utility facts

8.C. Outgoing Correspondence

There are no outgoing items of correspondence to be acknowledged.

9. REPORTS FROM COUNCIL

9.A. Council Reports

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10. REPORTS FROM COMMITTEES

10.A. Committee Reports

25 - 27 10.A.a) Minutes of the Open Standing Committee on Finance meeting held on February 14, 2017

THAT the Minutes of the Open Standing Committee on Finance meeting held on February 14, 2017 be received. Open Standing Committee on Finance Minutes - 14 Feb 2017

10.A.b) Public Consultation Comments Summary

THAT the Standing Committee on Finance accept the Chief Administrative Officer’s Briefing Note, 2017 Budget Open House Comments, as presented for information.

10.A.c) Town of Golden 2017-2021 Five-Year Financial Plan Bylaw Reading 3 Direction

THAT the Standing Committee on Finance recommend to Council to pass Reading 3 of the Town of Golden 2017-2021 Five-Year Financial Plan Bylaw as is, based on Reading 2.

11. REPORTS FROM STAFF

11.A. OPERATIONS DEPARTMENT

28 - 30 11.A.a) Community Sewer System Improvements – Lagoons Upgrade Award Recommendation

THAT based on the February 21, 2017 report from the Manager of Operations, Community Sewer System Improvements – Lagoons Upgrade Award Recommendation, Council authorize staff, under the 2017 provisional budget, to award a civil construction contract to ACRES Enterprises Ltd. for a total price of $839,777 plus tax. SROPS 2017-02-21 Sewage Treatment Plant Upgrades - Lagoons Phase 2 Award Recommendation

12. BYLAWS

31 - 39 12.A. Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. 1371, 2016, for third reading

Page 3 of 83 Agenda for the Regular Open Council to be held February 21, 2017

THAT the Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. 1371, 2016 be given third reading. ToG 2017-2021 Five-Year Financial Plan Bylaw 1371 Reading 3

13. NEW BUSINESS

13.A. Golden Cycling Club Application for $25,000 in Economic Opportunity Funding for Phase 2 of the Schacher Trail

40 - 77 13.B. Presentation on Short Term Rentals and how they are impacting the community MEMO PKG MDS 2017-02-20 Short Term Rental

78 - 79 13.C. Councillor Hambruch - Proposed AKBLG Resolution Councillor Hambruch - Proposed AKBLG Resolution

14. QUESTION PERIOD

14.A. Members of the gallery are welcome to ask questions of council associated only with issues dealt with on the agenda, and that address policy or determinations made by council. Questions of an operational or administrative nature suited for staff may be referred to staff directly at the meeting or in the judgement of the Mayor, deferred for discussion between the questioner and staff at a separate time and place. The Mayor shall reserve the right to limit the number and type of questions and discussion.

15. ADJOURNMENT

THAT there being no further business of the Regular Open Council meeting, it be adjourned.

16. COUNCIL PRIORITIES

80 - 83 16.A. Council Priorities TOG Council Mid Term Strategic Priorities 2016-2018

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TOWN OF GOLDEN

Minutes of the Regular Open Council Meeting held February 7, 2017 at 7:00 p.m. in the Council Chambers, Town Hall, 810 9th Avenue S., Golden, BC

Present: Mayor Oszust Councillor Adams Councillor Barlow Councillor Fairley Councillor Hambruch Councillor Leigan Councillor Moss

In Attendance: Mr. Wilsgard, Chief Administrative Officer Ms. Thoss, Manager of Legislative Services Ms. Vass, Chief Financial Officer Mr. Cochran, Manager of Operations Mr. Armstrong, Manager of Development Services Mr. Petrovics, Manager of Recreation Services Ms. White, Relief Council Clerk

1. CALL TO ORDER

Mayor Oszust called the Regular Open Council meeting to order at 7:01 p.m.

2. LATE ITEMS

There were no late items to discuss.

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Minutes of the Regular Open Council Meeting held February 7, 2017

3. ADOPTION OF MEETING AGENDA

3.A. Adoption of Meeting Agenda

Moved by Councillor Adams, Seconded by Councillor Fairley 17-025 THAT the Regular Open Council meeting agenda for February 7, 2017 BE ADOPTED. Carried Unanimously

4. ADOPTION OF MINUTES

4.A. Minutes of the Regular Open Council Meeting held January 24, 2017 for adoption

Moved by Councillor Moss, Seconded by Councillor Leigan 17-026 THAT the Minutes of the Regular Open Council Meeting held January 24, 2017 BE ADOPTED. Carried Unanimously

5. BUSINESS ARISING FROM THE MINUTES

There were no Business items arising from the Minutes items at the January 24, 2017 Regular Open Council meeting.

6. DELEGATIONS

6.A. Mr. Jeremy Harris on behalf of Golden Cycling Club will be presenting an application for $25,000 in Economic Opportunity Funding for Phase 2 of the Schacher Trail.

Mr. Harris asked for a Letter of Support from Council for his grant application. Council referred the request from the Golden Cycling Club for a Letter of Support to New Business.

6.B. Ms. Stephanie Templeton will be making a presentation on Short Term Rentals and how they are impacting the community.

Ms. Templeton presented the results of a survey on Short Term Rentals and how they are impacting the community.

7. CORRESPONDENCE

7.A. External Correspondence

Moved by Councillor Hambruch, Seconded by Councillor Fairley 17-027 THAT the items of external correspondence BE RECEIVED. Letter to Mayor and Council from Golden Sound Festival Society requesting Letter of Support

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Minutes of the Regular Open Council Meeting held February 7, 2017

2017 Order of British Columbia -- Call for Nominations Letter to Mayor and Council from Canadian Postmasters and Assistants Association expressing concerns over the Federal Government Standing Committee on Government Operations and Estimates' (OGGO) report regarding Canada Post Letter to Mayor and Council from BC Minister of Agriculture Norm Letnick - Francophone Affairs Program Carried Unanimously

7.B. Internal Correspondence

Moved by Councillor Leigan, Seconded by Councillor Adams 17-028 THAT the items of internal correspondence BE RECEIVED. Briefing Note - Davies Development Variance Permit Notification Memo Comms - Burn Awareness Week 2017 Memo MRS - Mount 7 Rec Plex All Users Meeting Memo MRS - Arena All Users Meeting Minutes DP MRS - Recreation Booking Policies DRAFT Carried Unanimously

7.C. Outgoing Correspondence

Moved by Councillor Moss, Seconded by Councillor Leigan 17-029 THAT the items of outgoing correspondence BE ACKNOWLEDGED. Letter - Reply to Halverson written Inquiry per 2017 Budget Public Process Letter - Reply to Kirchmayer written Inquiry per 2017 Budget Public Process Carried Unanimously

8. REPORTS FROM COUNCIL

Councillor Hambruch left the meeting at 8:00 p.m.

8.A. Council Reports

The members reported on community and municipal events they attended since the last Regular Open Council meeting.

9. REPORTS FROM COMMITTEES

9.A. Committee Reports

9.A.a) Minutes of the Open Standing Committee on Finance meeting held on January 24, 2017

Moved by Councillor Leigan, Seconded by Councillor Adams 17-030 THAT the Minutes of the Open Standing Committee on Finance meeting held on January 24, 2017 BE RECEIVED. Carried Unanimously

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Minutes of the Regular Open Council Meeting held February 7, 2017

9.A.b) BC Assessment 2017 Completed Roll: Tax Rate Scenarios

Moved by Councillor Fairley, Seconded by Councillor Moss 17-031 THAT the Standing Committee on Finance RECOMMEND that Council SUPPORT Tax Scenario 6 as the foundation for the eventual 2017 Tax Rates Bylaw as presented by the Chief Financial Officer at the Committee's regular meeting held January 24th, 2017. Carried Unanimously

10. REPORTS FROM STAFF

10.A. FINANCIAL SERVICES DEPARTMENT

Councillor Hambruch returned to the meeting at 8:05 p.m.

10.A.a) Town of Golden 2017-2021 Five-Year Financial Plan Bylaw for Second Reading

Moved by Councillor Moss, Seconded by Councillor Barlow Opposed by Councillor Fairley 17-032 THAT based on the February 7, 2017 Staff Report from the Chief Financial Officer, Town of Golden 2017-2021 Five-Year Financial Plan Bylaw for Second Reading Council CONSIDER giving Second Reading to the Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. 1371, 2016. Carried

10.A.b) Asset Management Development and Support - Recommendation for Contract Award

Moved by Councillor Leigan, Seconded by Councillor Adams 17-033 THAT based on the February 7, 2017 report from the Chief Financial Officer, Asset Management Development & Support – Recommendation for Contract Award, Council APPROVE Option 1 authorizing staff to award a contract for the Assessment of the Level of Maturity and Asset Management Systems of the Town of Golden to ANTANA Management Inc. and JRA/TechnologyOne for a total of $35,000 plus applicable taxes. Carried Unanimously

10.B. OPERATIONS DEPARTMENT

10.B.a) Snow Clearing and Sanding Policy – Clarification of Seniors’ Driveways Clause

Moved by Councillor Adams, Seconded by Councillor Moss 17-034 THAT based on the February 7, 2017 report from the Manager of Operations, Snow Clearing and Sanding Policy – Clarification of Seniors’ Driveways Clause, Council DIRECT staff to make clarifying amendments to existing policy language; AND THAT Council DIRECT staff to make preferred clarifying amendments to policy language based on Option 1, the inclusion of renters.

Carried Unanimously

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Minutes of the Regular Open Council Meeting held February 7, 2017

10.C. DEVELOPMENT SERVICES DEPARTMENT

10.C.a) Development Variance Permit Davies

Moved by Councillor Fairley, Seconded by Councillor Leigan 17-035 THAT based on the February 7th, 2017 staff report from the MDS, Development Variance Permit Davies, Council AUTHORIZE issuance of DVP 2016-04 for 818 - 12th Street South legally described as Lots 1,2,3 BLOCK 23 SECTION 12 TOWNSHIP 27 RANGE 22 WEST OF THE 5TH MERIDIAN KOOTENAY DISTRICT PLAN 469. PIDs 013739727; 013739719; 013739701. Carried Unanimously

10.D. RECREATION SERVICES DEPARTMENT

10.D.a) Canada 150 Pool Capital Purchases - Recommendation to Proceed

Moved by Councillor Leigan, Seconded by Councillor Hambruch 17-036 THAT based on the February 7th 2017 report from the Manager of Recreation Services, Recommendation to Proceed with Canada 150 Pool Capital Purchases, Council AUTHORIZE staff, under the 2017 proposed budget, to proceed with purchasing of the Canada 150 – Inflatable Castle, Canada 150 – Pool Signage, Canada 150 – Shade Sails and Canada 150 – Outdoor Play Equipment for the total budget of $60,600. Carried Unanimously

11. BYLAWS

11.A. Town of Golden Zoning Amendment Bylaw No. 1362, 2016 – Personal Services for third reading and adoption

Moved by Councillor Moss, Seconded by Councillor Fairley 17-037 THAT Town of Golden Zoning Amendment Bylaw No. 1362, 2016 – Personal Services BE GIVEN third reading and BE ADOPTED. Carried Unanimously

11.B. Town of Golden 2017-2021 Five-Year Financial Plan Bylaw 1371 for second reading

Moved by Councillor Moss, Seconded by Councillor Hambruch Opposed by Councillor Fairley 17-038 THAT Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. 1371, 2016 BE GIVEN Second Reading. Carried

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Minutes of the Regular Open Council Meeting held February 7, 2017

12. NEW BUSINESS

12.A. Golden Cycling Club Letter of Support

Moved by Councillor Moss, Seconded by Councillor Hambruch 17-039 THAT Council DIRECT Staff to provide the Golden Cycling Club with a Letter of Support for their grant application for funding of Phase 2 of the Schacher Trail. Carried Unanimously

13. QUESTION PERIOD

Four members of the gallery asked questions that dealt with items on the Agenda that were important to them.

14. PUBLIC DIALOGUE SESSION ON 2017-2021 FINANCIAL PLAN

One member of the gallery asked a question pertaining to the 2017-2021 Financial Plan.

15. ADJOURNMENT

15.A. Adjournment

Moved by Councillor Moss, Seconded by Councillor Leigan 17-040 THAT there being no further business of the Regular Open Council meeting, it BE ADJOURNED. Carried Unanimously

THE REGULAR OPEN COUNCIL MEETING ADJOURNED AT 8:47 P.M.

______MAYOR

______CERTIFIED CORRECT

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REQUEST TO APPEAR AS A DELEGATION

REQUEST TO APPEAR AS A DELEGATION ON

Tuesday, February 21st, 2017

Council Chambers, Town Hall 810 9th Avenue South, Golden, BC

Present to: Council

APPLICANT: Gerry Taft (Name of Person Making Presentation)

ADDRESS: (Mailing Address) Unit: Number: Street: City: Province: Postal:

PHONE: 250 344 8148 BUSNESS: FAX: EMAIL: [email protected]

SUBJECT AND DETAILS OF PRESENTATION: See previous request for Feb 7th.\\r\\nThanks Viv!

ACTION YOU WANT FROM COUNCIL:

PLEASE NOTE: If you are using powerpoint for your presentation, please use a memory stick.

Corporate Services Department Phone: (250) 344-2271 ext. 224 PO Box 350 Fax: (250) 344-6577 Golden, BC V0A 1H0 E-mail: [email protected]

page 1 / 1

Mr. Gerry Taft, BC NDP Candidate for Columbia River Revelsto... Page 11 of 83 AGENDA ITEM #7.A.

REQUEST TO APPEAR AS A DELEGATION

REQUEST TO APPEAR AS A DELEGATION ON

Tuesday, February 7th, 2017

Council Chambers, Town Hall 810 9th Avenue South, Golden, BC

Present to: Council

APPLICANT: Gerry Taft, BC NDP Candidate for Columbia River Revelstoke (Name of Person Making Presentation)

ADDRESS: (Mailing Address) Unit: Number: Street: City: Invermere Province: BC Postal: V0A 1H0

PHONE: 250 344 8148 BUSNESS: FAX: EMAIL: [email protected]

SUBJECT AND DETAILS OF PRESENTATION: Gerry Taft, Mayor of Invermere and BC NDP Candidate for Columbia River Revelstoke, would like to attend council on February 7th. The purpose of the visit would be to officially introduce himself to Mayor and Council, and take questions from council members if any should arise. Presentation can take as much, or as little, time as council would like.\\r\\nWe both apologize for missing the deadline, but are hopeful that you will still consider this request to appear.\\r\\nJoy Orr\\r\\nCampaign Manager for Gerry Taft

ACTION YOU WANT FROM COUNCIL:

PLEASE NOTE: If you are using powerpoint for your presentation, please use a memory stick.

Corporate Services Department Phone: (250) 344-2271 ext. 224 PO Box 350 Fax: (250) 344-6577 Golden, BC V0A 1H0 E-mail: [email protected]

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Mr. Gerry Taft, BC NDP Candidate for Columbia River Revelsto... Page 12 of 83 AGENDA ITEM #8.A.

Viv Thoss

From: Carolyn Maher Sent: February-L4-L7 l-2:06 PM lo: [email protected] Subject: AKBLG 2017 Resolutions - Final Call Attachments: AKBLG 2017 Resolutions Notice Second Call.pdf; Writing Guidelines for Resolutions.pdf

AKBLG Membership

FINAL CALL

REMINDER NOTICE FOR SUBMITTING RESOLUTIONS FOR THE 2OI7 AKBLG ANNUAL GENERAL MEETING

All resolutions, along with supportive background information, shall be sent to the AKBLG office BY FEBRUARY 24,2017.

See both attachments for specifics.

On behalf of the AKBLG Resolutions Committee,

Sincerely, CøroþwI4ø14"e,4" Executive Director AKBLG akblg(@shaw.ca 250 688-06s0 Association of Kootenay & Boundary Local Governments

nAl

External Correspondence Page 13 of 83 AGENDA ITEM #8.A.

c/o 4979 Falcon Drive, Fairmont Hot Springs, BC V0B 1L1 Cell: 250-688-0650 | Email: [email protected]

NOTICE FOR SUBMITTING RESOLUTIONS FOR THE 2017 AKBLG ANNUAL GENERAL MEETING

Ordinary Resolutions:

 Each resolution shall be prepared on a separate sheet of 8 1/2” by 11” paper under the name of the sponsoring Member and shall bear a short descriptive title.  Each resolution shall be endorsed by the sponsoring Member.  All resolutions, along with supportive background information, shall be sent to the AKBLG office by FEBRUARY 24, 2017.  Resolutions are to be sent by email to [email protected] and the AKBLG Resolutions Committee Chair at [email protected]  Receipt of resolutions will be confirmed by return email.  Hard copies may be forwarded to: AKBLG c/o 4979 Falcon Drive Fairmont Hot Springs, BC V0B 1L1 If choosing to send hard copies by mail, be sure to send by registered mail and confirm receipt.

Resolution Preparation Assistance:

If you have any questions regarding preparation of resolution language, please contact the AKBLG Resolutions Chair, Roly Russell (RDKB) at [email protected]. The Resolutions Committee would be pleased to provide advice on strengthening the wording of resolutions, if requested.

For 2017 Resolution Submissions

External Correspondence Page 14 of 83 AGENDA ITEM #8.A.

Writing Guidelines for Resolutions

1. Structure of a Resolution All resolutions consist of a preamble and an enactment. The preamble describes the issue and the enactment outlines the action being requested. A resolution should answer three questions:

(a) What is the problem? (b) What is causing the problem? (c) What is the best way to solve the problem?

Preamble The preamble begins with "WHEREAS", and is a concise sentence about the nature of the problem or the reason for the request. It answers questions (a) and (b) above, stating the problem and its cause, and should explain, clearly and briefly, the reasons for the resolution.

The preamble should contain no more than two "WHEREAS" clauses. If explaining the problem requires more than two clauses, then provide supporting documents to describe the problem more fully. Do not add extra clauses.

Enactment The enactment begins with the phrase "THEREFORE BE IT RESOLVED", and is a concise sentence that answers question (c) above, suggesting the best way to solve the problem. The enactment should propose a specific action by UBCM.

Keep the enactment as short as possible, and clearly describe the action being requested. The wording should leave no doubt about the proposed action.

2. Writing Tips (a) Address one subject in the text of the resolution. Since your community seeks to influence attitudes and inspire action, limit the scope of a resolution to one specific subject or issue. Delegates will not support a resolution if it is too complex for them to understand quickly.

(b) Use simple, action-oriented language and avoid ambiguous terms. Explain the situation briefly and state the desired action clearly. Delegates can then consider the resolution without having to parse complicated wording or vague concepts.

External Correspondence Page 15 of 83 AGENDA ITEM #8.A.

(c) Provide factual background information. Even a carefully written resolution may not be able to convey the full scope of the problem or the action being requested. Provide factual background information to ensure that the resolution is understood fully.

Submit background information in one of the following two formats:

i. Supplementary Memo A brief, one-page memo from the sponsor local government, which outlines the background that led to the adoption of the resolution by the council or board.

ii. Council/Board Report A report on the subject matter, presented to council or board in conjunction with the resolution. If it is not possible to send the entire report, then extract the essential information and submit it with the resolution.

Resolutions submitted without background information will not be considered until the sponsor has provided adequate background information.

(d) Construct a brief, descriptive title. A title identifies the intent of the resolution and is usually drawn from the "enactment clause". For ease of printing in the Resolutions Book and for clarity, the title should be no more than three or four words.

(e) Check legislative references for accuracy. Where necessary, identify: • the correct legislation, including the title of the act or regulation • the correct jurisdictional responsibility (responsible ministry or department, and whether it is provincial or federal)

(f) Focus on issues that are province-wide. The issue identified in the resolution should be relevant to other local governments across the province. This will support productive debate and assist UBCM to represent your concern effectively to the provincial or federal government on behalf of all BC regional districts and municipalities.

xx70/00/01/01/Writing Guidelines for Resolutions

External Correspondence Page 16 of 83 AGENDA ITEM #8.A.

mffiffiffiHWffim Relaxinn t424 Birch Cr TTWþI O[" GOLÐEN Golden, B.C. VOA 1H6

February 8,2017

Dear Mayor Ron Oszust

Re: Presentation on short-term rentals to Council in Golden

We attended the council meeting on February 7,20L7 to hear a presentation and Council response to the short-term rental situation in Golden. We were surprised at the magnitude of illegally operating businesses in the town of Golden.

We were troubled to hear that there is no immediate commitment for the town to require short-term rental operators to comply with existing regulations. We would appreciate being provided with details on the decision-making process that was followed to reach the decision of not enforcing town business and zoning regulations. lt seems to us to be easy investigation work.

Comments made by Council member indicated that the inaction on enforcing town regulations will continue while waiting to see what other communities do to get it right. Why is enforcing current regulations not the right thing to do? As Golden taxpayers, our expectation is that the town would be accountable for ensuring compliance with their town regulations.

As a long term licensed small business, running a single unit bed and breakfast our expectation is that all short-term business operators be subjected to the same requirements that we were required to meet. Prior to being granted our fee based business licence wè were subjected to multiple house inspections requiring several renovations with engineering approval to meet building code and town requirements. We were also required to meet conditions related to zoning.

To be perfectly fair, we would appreciate the same treatment as know illegally operating short-term rental businesses receive by having our business licence fee and additional water sewer and garbage costs associated with our licensed business being waived for the duration of time the condoned blatant disregard for town zoning and business regulation continues.

.,, 'åâfecûrsuld also appreciate a complete list of all exístíng regulations that the town has decided wÍll no drug require compliance.

.qffijforward to hearing from you

Respectfully

Will and Susan Devlin

External Correspondence Page 17 of 83 AGENDA ITEM #8.B.

Briefing Note To: SCOF and Council From: Jon Wilsgard, Chief Administrative Officer Date: January 24th, 2017 File: 3900-20-1371 RE: 2017 Budget Open House Comments

SUMMARY OF ISSUE Council’s public input period for the 2017 budget has now ended. Comments received by members of Council and staff are presented here for Committee consideration as it prepares to make recommendations in the context of advancing 2nd reading of the annual bylaw.

BACKGROUND A component of the annual financial plan development incudes a public process, which typically includes an open house in January, following first reading and a lengthy advertising period.

The open house was held January 17th at the Golden Seniors Centre. Some 40 members of the public showed for the event, a sharp increase over last year. During the approximate two hour time period, Council members and staff were posed questions and comments. Some comments were also written on provided comment forms.

Since the open house, opportunity for public input via email to the Corporate Officer, in person to both Council and staff, and orally and written at subsequent Committee and Council meetings have been solicited.

The public input period officially ended end of day February 10th.

DISCUSSION What follows is an abridged summary of total public input received at the open house with the content broken into components that first have either a direct or indirect association with the financial plan, followed by comments and questions that are less so. Most of these are a repeat of those brought forward to Council at its February 24th regular meeting. Bullets in BOLD are those submitted by Councillor Fairley from his specific notes taken at the open house and are in addition to those previously submitted.

Commentary Associated with the Financial Plan

• The area between Spirit Square and the propane tanks needs to be paved for safety, dust control and Air Quality purposes and this needs to be in this year’s budget. This is an area that is used extensively (summer and winter) as well it is an area that people ‘joy-ride’ and create a lot of dust and also put the propane tank-farm at risk. The other use of this area that needs to be managed is the fact that people camp there overnight during the summer. Although this is posted as not being allowed, it happens quite regularly. We need Bylaw Enforcement to direct people to the appropriate places to camp overnight. • How will KHC be funded after the EOF funding is stopped? • I have been a resident for 60 years and I don’t think you should be spending all this money on new bear bins when you can just educate people. • When are we getting a bylaw officer? Will it be full time? Why do we need a full-time bylaw officer just to hand out garbage infraction fines?

Internal Correspondence Page 18 of 83 AGENDA ITEM #8.B.

• Why are we having trouble recruiting a bylaw officer? What are our recruitment practices? Does the bylaw officer need special qualifications? Do you hire locally? Is it advertised? • Has water metering per dwelling ever been explored? Pay per usage vs flat rate fee? More Bear Bins! • Would like to see Golden’s tax increases in line with other similar towns. Can it be squeezed to come in under 5% per year? (Inflation = 1.4% CPT as used by the Fed. Govt) What is the average or is it known? • Regarding taxation funding for KHC – Why them over other groups in Town. Specifically, the Age Friendly Committee group. Could other groups be given an opportunity? There was a time Arts Council was a volunteer organization. I do think KHC is valuable to our town and does provide a lot of amazing performances. BUT just wondering…Signed Susan Halvorson. Would like a response to comment: [email protected] • Why is the Council budget was twice as much as what the Mayor and Councillors were paid? • It would be nice if the Town could sharpen its pencil and at least get down to 5% citing the Consumer Price Index and the current rate of inflation • Satisfied that the Town was going in the right direction • Puzzled because the justification for budget increases had been pitched as necessary to increase reserves and yet much of the increase did not really seem to be going to reserves. • The Rec Plex should just be taken down because it was too much of a drain on taxpayers • Going from 34.1 to 37.9 staff over the life of this Council was excessive • Difficult to determine whether budget increases were justified or not because municipal finance is such a specialized area • The Town does not need an additional planner • Pleased to see the support to the Arts.

Commentary Less Associated with Financial Plan

• Why don’t you fine people who leave their garbage out? • Pave the alley between the bridges (B2B) • Perhaps we should consider increasing the threshold for a building permit from 75K to 250K particularly for façade upgrades. if the threshold was increased people who feel intimidated to approach the town planning approval process would be more likely to fix up their buildings. • Union wages are spiraling out of control, both here and across the province. Perhaps it is time to freeze wages. • A bylaw exists that just needs to be enforced to get air B&Bs out of operation or at least paying business licences and higher utilities. • The tire shops, all 3 of them, need to clean up their operations. They are unsightly and a hazard / danger to the public. If there is a Bylaw in place, then enforce it. If there is no Bylaw in place then use the power of influence to get these businesses to clean up their operations. They could store the mess in sea-cans or put it behind fencing that you cannot see through. • United Towing – needs to clean up their mess of wrecked vehicles – They have them behind a fence but the fence needs to be such that you cannot see through it and the mess is hidden behind the fence. • Want to confirm that if a building burns down then there would be the ability to re-build to the pre- existing footprint without Development Permits. • Where would the revenue collected from bylaw infractions go? (DW) 2 | Page

Internal Correspondence Page 19 of 83 AGENDA ITEM #8.B.

• Too many employees are parking on the main street of Golden throughout the day and taking spots that should be for customers • Pleased at the Rotary Trail work completed this year and would like to see more of that kind of work. • If we had a Bylaw officer we should also have revenue targets; a bylaw officer should be able to collect 75% of the costs of his or her employment

Note that letters to those having submitted written correspondence (traffic control at Riverpointe and funding for other community organizations in the spirit of Kicking Horse Culture) have been sent per the directive of Council at its January 24th meeting.

One other piece of written correspondence was received up to the public input deadline, from Ms. Karen Wilson, received by the Corporate Officer via email February 1st:

Hello!

I'd like to commend you on a well balanced and forward thinking budget.

The addition of the full time by law officer will be a definite asset. I'm grateful for the town's initiative to begin the process of acquiring bear proof garbage containers and the commitment to community education to prevent unnecessary wildlife deaths. I believe that this is an important step with growing tourism numbers. This means more human/wildlife interactions. Visitors come to our beautiful town to appreciate the wildlife and environment and it's up to us to ensure that we can co exist.

Funding Kicking Horse is also a great move as our community members and tourists alike enjoy these events and they provide spinoff income to local businesses.

Investment in infrastructure is also key to keeping our town assets in good condition and I applaud the council for recognizing this as a priority.

I'd also like to applaud the council for the ongoing efforts to work with area A to collaborate on projects and share the burden of funding. With Karen Cathcart at the helm in area A, we are finally seeing real opportunities to find a balance cost wise.

Golden has such a diverse mix of residents and it's difficult to please everyone. However, council has done a great job balancing interests in this budget.

Thanks for your continued hard work.

Best Regards,

Karen Wilson

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Internal Correspondence Page 20 of 83 AGENDA ITEM #8.B.

IMPLICATIONS Strategic (Guiding Documents Relevancy -Strategic Plan, OCP) Topic matter is associated with Strategic Priorities in that the Financial Plan Bylaw seeks to address them and some goals in the OCP. The Financial Plan Bylaw is otherwise a legislated annual requirement apart from strategic considerations.

Financial (Corporate Budget Impact) The commentary provided by the public within the context of this Briefing Note may or may not have financial impacts, pending Council’s determinations.

Administrative (Policy/Procedure Relevancy, Workload Impact and Consequences) This exercise including the annual budget process is a component of all staff work plans. Impacts and consequences cannot be projected pending council determinations.

OPTIONS 1. Consider the public commentary received at the open house and determine the scope and nature of any changes to the financial plan as a result; determine any public policy direction as a result of any commentary otherwise received at the open house.

2. Take other action otherwise deemed appropriate by Council.

Respectfully Submitted,

Jon Wilsgard Chief Administrative Officer/ Corporate Officer

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Internal Correspondence Page 21 of 83 AGENDA ITEM #8.B.

Memorandum To: Mayor and Council (via CAO) From: Phil Armstrong, MDS / Planner Date: 2017 02 09 File: 6480-30 RE: Golden 2016 Census Population Data

On February 8, 2017 Statistics Canada released the Population and Dwelling Count data from the 2016 Census. Nationally the population increased by 5%. Below, for information, is a table specific to Golden and Area A as well as a sampling of neighbouring communities.

Town of CSRD Area A Golden 2016 2016 Population; 2016 3708 3148 Population; 2011 3701 3065 Population percentage change; 2011 to 2016 0.2 2.7 Total private dwellings 1753 2068 Private dwellings occupied by usual residents 1597 1359 Note - In 2011, Golden’s total private dwellings were 1,722 and total dwellings occupied by usual residents were 1,539.

Population, Population, Population, Municipality 2016 2011 % change Cranbrook 20047 19319 3.8

Creston 5351 5306 0.8

2499 2523 -1 Elkford Fernie 5249 4448 18 Invermere 3391 2955 14.8 Kimberley 7425 6652 11.6 Radium Hot Springs 776 777 -0.1 Sparwood 3784 3667 3.2 Revelstoke 7547 7139 5.7

Sicamous 2429 2441 -0.5

17706 17464 1.4 Salmon Arm Nelson 10572 10230 3.3 Rossland 3729 3556 4.9

Phil Armstrong MCIP, RPP Manager of Development Services / Planner

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Internal Correspondence Page 22 of 83 AGENDA ITEM #8.B.

Memorandum To: Council (via CAO) From: Carrie White, Communications Date: Feb. 6, 2017 File: 1390-01 News Releases RE: NR-20170206 – Utility facts final

As part of Council’s direction to increase Town Communications, Staff has been attempting to release a weekly article to the local newspapers, the Town website and Town Facebook pages.

February 6, 2017

Utility bills – what are you paying for?

It’s the time of year when you may notice your utility bill has arrived and you might be thinking, “Just exactly what am I paying for?” We hope to shed a little light on this with some facts about water, sewer and waste collection services in Golden.

Water services:

Did you know? Golden’s water is so good that we don’t have to treat it the way some other centres do! Our water comes from a groundwater aquifer. Aquifers can be natural filters that trap sediment and pathogens to provide natural purification of the ground water flowing through them. In Golden’s case, our water quality is excellent and doesn’t require filtration or chemical treatments to remove contaminants.

•There are five groundwater wells with a combined total pumping capacity of 125 Litres per second.

•There are five reservoirs with a total storage capacity of about 6.96 Mega Litres.

•Water is distributed to the community through about 39 kilometres of water lines.

•Golden’s water is not required to be continuously disinfected, though chlorine is added on occasion when the Public Works team is performing maintenance on the system.

•Our Operations Department works hard to protect our water with a robust and ongoing groundwater protection program.

Sewer services:

Did you know? Golden has about 36 kilometres of sewer lines.

•Our collection system has the capacity to process 4251 cubic metres per day of effluent.

•Within the collection system, we have six lift stations and a sewage treatment plant.

•Our treatment facility received some upgrades in 2016 thanks to a grant from the New Building Canada Fund Small Communities Fund. The Town also received a grant through the Clean Water and Wastewater Fund (CWWF) to complete the work on our Community Sewer System Improvements project this year.

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Internal Correspondence Page 23 of 83 AGENDA ITEM #8.B.

•The effluent treatment process includes UV disinfection - ideal for wastewater since it is a chemical free process. Because of our environmentally sound treatment processes, the facility discharges very high quality effluent.

•We consistently meet or exceed permit requirements for effluent that we discharge to the receiving environment.

Curbside garbage collection and recycling services:

Did you know? Garbage (green bin) pickup occurs weekly and a Curbside Collection Calendar is included with your annual utility bill.

•This year curbside collection service rates will decrease! For the past five years, garbage pick up rates have been $125 per household per year, while recycling pick up rates have been $52 per year. This year those rates are going down to $92.39 and $24.56 per year, respectively.

•Curbside collection services are paid through your annual utility bill. Due to last year’s rebate for recycling, it may appear that your annual utility bill has gone up, but most residents can expect to see an overall decrease of about 8 per cent. For this, you get weekly garbage and bi-weekly recycling pickup and standardized town-owned bins. Your annual fee also includes an annual contribution to a reserve fund for eventual bin replacements.

•Golden manages its recycling with the Multi Material BC program. MMBC is the organization that holds contracts with many municipalities and Regional Districts to facilitate curbside recycling services, depot services, and transport of accepted materials back to large recycling facilities.

•It’s MMBC, through an approved Ministry of Environment Stewardship Plan that determines what can be recycled, not the Town of Golden. To learn more about MMBC, visit their website at www.multimaterialbc.ca.

•Your annual utility bill will be arriving this month in the mail. If you do not receive one, please contact the Town offices at 250-344-2271. Due date for payment is April 3, 2017.

Published On ToG Web Link Golden Star

Feb 6, 2017 http://www.golden.ca/Town-Hall/Public- Feb. 8, 2017 Notices/Utility-bills-%E2%80%93-what-are- you-paying-for.aspx

Facebook link: https://www.facebook.com/127271160616404/photos/a.132067510136769.23820.12727116061 6404/1481167945226712/?type=3

Carrie White Communications

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Internal Correspondence Page 24 of 83 AGENDA ITEM #10.A.a)

TOWN OF GOLDEN

Minutes of the Open Standing Committee on Finance Meeting held February 14, 2017 at 10:00 AM in the Council Chambers, Town Hall, 810 9th Avenue S., Golden, BC

Present: Mayor Oszust Councillor Adams Councillor Barlow Councillor Fairley Councillor Hambruch Councillor Leigan

Absent: Councillor Moss

1. CALL TO ORDER

Chair, Mayor Oszust called the Open Standing Committee on Finance meeting to order at 10:00 a.m.

2. LATE ITEMS

There were no late items to discuss.

Page 1 of 3

Minutes of the Open Standing Committee on Finance meeting he... Page 25 of 83 AGENDA ITEM #10.A.a)

Minutes of the Open Standing Committee on Finance Meeting held February 14, 2017

3. ADOPTION OF MEETING AGENDA

3.A. Adoption of Meeting Agenda

Moved by Councillor Fairley, Seconded by Councillor Hambruch THAT the Open Standing Committee on Finance meeting agenda for February 14, 2017 BE ADOPTED. Carried Unanimously

4. ADOPTION OF MINUTES

4.A. Minutes of the Open Standing Committee on Finance held January 24, 2017 for adoption

Moved by Councillor Leigan, Seconded by Councillor Adams THAT the Minutes of the Open Standing Committee on Finance meeting held January 24, 2017 BE ADOPTED. Carried Unanimously

5. BUSINESS ARISING FROM THE MINUTES

There was no Business Arising from the Minutes items at the January 24, 2017 Open Standing Committee on Finance meeting.

6. REPORTS

6.A. CHIEF ADMINISTRATIVE OFFICER

6.A.a) Public Consultation Comments Summary

Moved by Councillor Fairley, Seconded by Councillor Adams THAT Committee ACCEPT the Chief Administrative Officer’s Briefing Note, 2017 Budget Open House Comments, as presented for information. Carried Unanimously

6.B. CHIEF FINANCIAL OFFICER

6.B.a) Town of Golden 2017-2021 Five-Year Financial Plan Bylaw Reading 3 Direction - discussion

Moved by Councillor Adams, Seconded by Councillor Barlow THAT Committee RECOMMEND to Council to PASS Reading 3 of the Town of Golden 2017-2021 Five-Year Financial Plan Bylaw as is, based on Reading 2. Carried

Page 2 of 3

Minutes of the Open Standing Committee on Finance meeting he... Page 26 of 83 AGENDA ITEM #10.A.a)

Minutes of the Open Standing Committee on Finance Meeting held February 14, 2017

7. NEW BUSINESS

There were no New Business items to discuss.

8. ADJOURNMENT

8.A. Adjournment

Moved by Councillor Leigan, Seconded by Councillor Fairley THAT there being no further business of the Open Standing Committee on Finance meeting, it BE ADJOURNED. Carried Unanimously

THE OPEN STANDING COMMITTEE ON FINANCE MEETING ADJOURNED AT 10:20 A.M.

______CHAIR

______CERTIFIED CORRECT

Page 3 of 3

Minutes of the Open Standing Committee on Finance meeting he... Page 27 of 83 AGENDA ITEM #11.A.a)

Staff Report O P E R A T I O N S D E P A R T M E N T

To: Council File: 5340-03 From: Chris Cochran, AScT, Manager of Operations Date: February 21, 2017 Subject: Community Sewer System Improvements – Lagoons Upgrade Award Recommendation

RECOMMENDATION THAT based on the February 21, 2017 report from the Manager of Operations, Community Sewer System Improvements – Lagoons Upgrade Award Recommendation, Council AUTHORIZE staff, under the 2017 provisional budget, to award a civil construction contract to ACRES Enterprises Ltd. for a total price of $839,777 plus tax.

CAO COMMENTS I support the recommendation. This company has a great track record with the municipality and we will be assured of a top quality product as a result.

BACKGROUND This component of work is a continuation of upgrades to the lagoons included in the ongoing Community Sewer System Improvements project, and is the subject of a recently awarded Clean Water and Wastewater Fund (CWWF) grant.

This project has been pursued in the interest of improving environmental protection measures at the site. Also, the pond upgrades are anticipated to effectively reduce odour generation potential from the aeration and sludge digestion phases of the effluent treatment process.

DISCUSSION This project represents Phase 2 of work that will complete required upgrades to one remaining aeration basin and one sludge digester basin at the treatment plant. As Council will recall, Phase 1 work was completed in 2016 on two of the four existing basins at the facility.

Phase 2 was publically tendered on the MERX and BC Bid websites and a single proposal was received from the same contractor that completed the Phase 1 work.

ACRES Enterprises Ltd. submitted a bid of $839,777 for this work.

Staff endorse the attached recommendation to award provided by the project consultant. The contractor has the equipment and resources necessary to complete the project on or before the tender-specified substantial performance date of November 15th; and, the contractor has proven to be both reliable and competent in the work that they did on Phase 1 while providing a high quality finished product.

The work will generally include the following items for one aeration basin and one sludge digester basin:

• Removal and permanent storage of sludge in a geo-tube; • Earthworks including reshaping of basin slopes; • Installation of impermeable liners in basins; • Installation of new aeration works in basins;

Community Sewer System Improvements – Lagoons Upgrade Award ... Page 28 of 83 AGENDA ITEM #11.A.a)

• Commissioning of all new works.

Odour generation during specific phases of the construction process will occur. During the first step, as lagoons sludge is transferred to permanent-storage geotubes, odour generation is probable. If there is a need to bypass incoming effluent flows to the polishing ponds due to high plant inflows at any time during the construction period, odours will be generated from “stored” untreated effluent. After the lagoon improvement works are complete, the expectation is that the historic odour generation from this site will be reduced with better effluent aeration and mixing characteristics in each of the four ponds.

IMPLICATIONS Strategic (Guiding Documents Relevancy -Strategic Plan, OCP) This work constitutes the final phase of the largest component of the Community Sewer System Improvements project. This work is based on environmental protection, odour generation reduction, and increased efficiency in effluent treatment.

Financial (Corporate Budget Impact) This project is included in the 2017 provisional budget at $948,750, with $622,500 to be funded by the CWWF grant and the required balance from the non-statutory sewer reserve fund. This budget includes a 15% risk percentage.

The contract value of $839,777 includes a $40,000 contingency allowance as well as a $50,000 cash allowance for dewatering.

Administrative (Policy/Procedure Relevancy, Workload Impact and Consequences) This project is part of the 2017 Corporate Work Plan and is anticipated to require approximately 24 hrs of staff time to administer the project to completion.

OPTIONS Option 1: Authorize staff to award the Community Sewer System Improvements – Lagoons Upgrade construction contract to ACRES Enterprises Ltd. for the total price of $839,777 plus applicable taxes.

Option 2: Direct staff to retender the project in the hopes of receiving more than a single bid. This option isn’t recommended due to the bidding contractor’s experience with the site and work, the additional project costs that would be incurred to retender, and the uncertainty associated with a retender process including what might be received for competitive bids.

Option 3: Direct staff to take any other action deemed appropriate by Council.

Respectfully Submitted,

Chris Cochran, AScT Manager of Operations

Attachment

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Community Sewer System Improvements – Lagoons Upgrade Award ... Page 29 of 83 AGENDA ITEM #11.A.a)

February 14, 2017 File: 0404.0201.04-F

Town of Golden 810 9th Avenue, S., PO Box 350 Golden, BC V0A 1H0

Attention: Chris Cochran, Manager of Operations

RE: SEWAGE TREATMENT PLANT UPGRADES – PHASE 2 TENDER REVIEW LETTER

One (1) Bid submission was received at Urban Systems Ltd.’s office by 2:00 pm on Thursday, February 9, 2017 for the above referenced project. We reviewed the Bid submission for compliance with the contract documents and mathematical errors and it was found to be compliant. Please find below a summary of our review:

Total Bid Price Submitted By (including Contingency and Cash Allowance) 1. Acres Enterprises Ltd. 839,777.00

A lump sum contract was selected for this project so a detailed breakdown of project costs is not available.

Based on the following: · Prior positive experience with Acres Enterprises during the Phase 1 Sewage Treatment Plant Upgrades; · Acres familiarity with the worksite conditions and scope of work; and · Acres familiarity with the treatment plant processes.

Acres Enterprises Ltd. should be awarded the Contract for the Sewage Treatment Plant Upgrades – Phase 2 for the amount of $839,777.00.

Please advise us if you wish to proceed with this project, if so we will forward a Notice of Award to Acres Enterprises Ltd.

Sincerely, URBAN SYSTEMS LTD.

Mark Hall, AScT Contract Administrator

/crb

U:\Projects_KAM\0404\0201\04\T-Tender\STP Upgrades Phase 2\2017-02-14-LET-Tender Summary.docx

200 - 286 St. Paul Street, Kamloops, BC V2C 6G4 | T: 250.374.8311

Community Sewer System Improvements – Lagoons Upgrade Award ... Page 30 of 83 AGENDA ITEM #12.A.

BYLAW RATIONALE STATEMENT

Town of Golden Bylaw 1371, 2016

“2017-2021 Five-Year Financial Plan”

Part 6, Division 1 of the Community Charter Section 165 requires that a municipality must have a five-year financial plan that is adopted annually by bylaw prior to the annual property tax bylaw.

The financial plan must set out the proposed expenditures by the municipality, the proposed funding sources and the proposed transfers to or between funds.

Additionally, the financial plan must set out objectives and policies for the planning period in relation to each funding source, the distribution of property value taxes among the property classes and the use of permissive tax exemptions.

This bylaw, therefore, responds to and meets the requirements of the legislation.

Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. ... Page 31 of 83 AGENDA ITEM #12.A.

TOWN OF GOLDEN

BYLAW NUMBER 1371, 2016 2017-2021 FIVE-YEAR FINANCIAL PLAN Being a bylaw to adopt an annual financial plan

The Council of the Town of Golden, in open meeting assembled, ENACTS AS FOLLOWS:

1. CITATION

(a) This bylaw may be cited for all purposes as the “Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. 1371, 2016”.

2. FINANCIAL PLAN

(a) The Town of Golden Five-Year Financial Plan for the period January 1st, 2017 to and including December 31st, 2021 is set out as Schedule “A” attached hereto and forming a part of this Bylaw.

3. FINANCIAL OBJECTIVES AND POLICIES

(a) The Town of Golden Financial Objectives and Policies for the period January 1st 2017 to and including December 31st, 2017 are set out as Schedule “B” attached hereto and forming a part of this Bylaw.

4. SEVERABILITY

(a) The provisions of this Bylaw are severable and the invalidity of any part of this Bylaw shall not affect the validity of the remainder of this Bylaw.

5. REPEAL

(a) Town of Golden 2016-2020 Five-Year Financial Plan Bylaw 1360, 2015, and any amendments thereto, are hereby repealed in their entirety.

6. TERMINATION

(a) This bylaw shall have no further force or effect after December 31st, 2017.

READ A FIRST TIME THIS 20TH DAY OF DECEMBER , 2016.

READ A SECOND TIME THIS 7TH DAY OF FEBRUARY , 2017.

READ A THIRD TIME THIS DAY OF , 2017.

ADOPTED THIS DAY OF , 2017, BY A UNANIMOUS DECISION OF ALL MEMBERS OF TOWN COUNCIL PRESENT AND ELIGIBLE TO VOTE.

Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. ... Page 32 of 83 AGENDA ITEM #12.A.

Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. 1371, 2016 Page 2

______MAYOR

______CORPORATE OFFICER

Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. ... Page 33 of 83 AGENDA ITEM #12.A.

Town of Golden - Consolidated Financial Plan Schedule "A" to Bylaw 1371, 2016 For the 5 Year Period 2017-2021

2017 2018 2019 2020 2021 Budget Budget Budget Budget Budget REVENUES Property Taxes Municipal property tax 5,031,927 5,357,760 5,704,773 6,074,341 6,467,932 Frontage taxes - water and sewer 205,530 205,530 205,530 205,530 205,530 Grants in lieu and 1% utility tax 170,023 170,023 170,023 170,023 170,023 5,407,480 5,733,313 6,080,326 6,449,894 6,843,485

Other government requisitions 2,737,521 2,737,521 2,737,521 2,737,521 2,737,521 Less: Other government tax transfers (2,737,521) (2,737,521) (2,737,521) (2,737,521) (2,737,521) Municipal Taxation 5,407,480 5,733,313 6,080,326 6,449,894 6,843,485

Sales of Services 606,460 573,161 577,977 582,913 587,970 Licences, permits, fines 101,200 101,200 101,200 101,200 107,200 Interest & Penalties 141,500 141,500 141,500 141,500 141,500 Grants - Conditional 2,633,273 268,226 257,726 257,726 257,726 Grants - Unconditional 459,000 459,000 459,000 459,000 459,000 Transfers from Other Governments/Agencies 575,430 419,844 401,304 408,706 410,393 Other Contributions 46,186 53,023 60,134 67,530 75,222 Total Operating Revenue 9,970,528 7,749,267 8,079,167 8,468,469 8,882,494

Shared and Self Supporting Revenue Arena Sale of Services 138,454 147,607 152,036 156,597 161,295 Arena Transfer from Other Government 363,466 365,767 372,231 381,292 391,395 Total Arena 501,920 513,374 524,267 537,889 552,690

Shared Emergency Services Government Transfers 79,045 78,551 81,489 80,625 73,416 Water User Fees 693,458 710,406 727,779 763,393 800,788 Sewer User Fees 848,927 891,074 935,327 981,794 1,030,584 Share Service and Total Self Supporting Revenue 2,123,349 2,193,406 2,268,862 2,363,701 2,457,477

Total Consolidated Revenue 12,093,878 9,942,673 10,348,029 10,832,170 11,339,971

EXPENSES General government services 2,145,303 2,142,261 2,156,683 2,081,851 2,103,686 Protective services 529,395 573,696 544,585 551,127 572,675 Transportation services 1,668,738 1,582,634 1,589,523 1,638,531 1,663,358 Airport services 96,508 109,526 98,518 111,673 114,010 Economic development services 137,200 77,131 64,193 64,256 64,320 Planning & Development services 320,709 268,278 345,907 353,607 360,906 Recreation and cultural services 1,192,196 1,136,753 1,160,983 1,187,046 1,213,128 Environmental services 398,211 315,905 409,352 325,582 330,568 Cemetery services 44,839 45,514 46,149 46,854 47,675 Amortization 1,835,410 1,835,410 1,835,410 1,835,410 1,835,410 Total General Operations 8,368,508 8,087,109 8,251,302 8,195,937 8,305,735

Shared Service and Self Supporting Expenditures Arena Expenses 501,920 513,374 524,267 537,889 552,690

Shared Emergency Service 62,545 62,051 64,989 64,125 66,916

Water Services Expenses 558,067 507,763 516,432 527,246 539,186 Water Amortization 232,464 232,464 232,464 232,464 232,464 Total Water Services 790,531 740,227 748,896 759,710 771,650

Sewer Services Expenses 553,673 563,306 573,352 585,595 598,416 Sewer Amortization 357,493 357,493 357,493 357,493 357,493 Total Sewer Services 911,166 920,799 930,845 943,088 955,909

Total Shared Service and Self Supporting Expenditures 2,266,162 2,236,451 2,268,996 2,304,812 2,347,165

Total Operations 10,634,669 10,323,561 10,520,298 10,500,749 10,652,900

Surplus (Deficit) 1,459,208 (380,888) (172,269) 331,421 687,072

Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. ... Page 34 of 83 AGENDA ITEM #12.A.

Town of Golden - Consolidated Financial Plan Schedule "A" to Bylaw 1371, 2016 For the 5 Year Period 2017-2021

2017 2018 2019 2020 2021 Budget Budget Budget Budget Budget Add: Amortization 2,425,367 2,425,367 2,425,367 2,425,367 2,425,367

Proceeds from Borrowing 635,398 - - 639,740 915,856

Principal Payments On Municipal Debt General 457,251 445,611 440,679 494,825 604,258 Water 18,207 18,935 19,692 20,480 21,299 Sewer 18,207 18,935 19,692 20,480 21,299 Total Principal Payments On Municipal Debt 493,664 483,481 480,064 535,785 646,857

Capital Expenditures General Capital 3,156,489 640,925 722,928 1,168,730 1,496,130 Water Capital 83,100 83,100 323,100 313,100 83,100 Sewer Capital 1,629,076 148,500 257,750 149,500 149,500 Total Capital Expenditures 4,868,665 872,525 1,303,778 1,631,330 1,728,730

Transfer to / from Reserves Operating Reserves Transfers General Operating Reserve Funds transfers to 352,693 319,421 341,308 365,590 392,472 Water Operating Reserve Fund transfers to 60,000 100,000 - - - Sewer Operating Reserve Fund transfers to - - - - - Less: General Operating Reserve Funds transfers (from) (298,522) (156,000) (188,657) - - Water Operating Reserve Fund transfers (from) (60,000) - - - - Sewer Operating Reserve Fund transfers (from) - - - - - Net Transfers to/(from) Operating Reserves 54,171 263,421 152,650 365,590 392,472

Capital Reserves Transfers General Capital Reserve Funds transfers to 226,618 341,080 709,015 905,081 936,355 Water Capital Reserve Fund transfers to 212,190 179,443 288,147 312,947 338,401 Sewer Capital Reserve Fund transfers to 397,119 429,633 463,841 498,064 534,033 Less: General Capital Reserves Fund transfers (from) (874,310) (293,504) (563,547) (389,669) (315,953) Water Capital Reserve Fund transfers (from) (83,100) (83,100) (323,100) (313,100) (83,100) Sewer Capital Reserve Fund transfers (from) (580,060) (148,500) (148,500) (149,500) (149,500) Water DCC transfers (from) - - (109,250) - - Sewer DCC transfers (from ) - - - - - Net Transfers to/(from) Capital Reserves (701,542) 425,052 316,606 863,823 1,260,235 Net Transfers to/(from) Reserves (647,372) 688,473 469,256 1,229,413 1,652,707

Transfers to (from) Surplus (194,984) - - - -

Financial Plan Balance 0 0 (0) (0) (0)

Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. ... Page 35 of 83 AGENDA ITEM #12.A.

Town of Golden - Operating Fund Schedule "A" to Bylaw 1371, 2016 For the 5 Year Period 2017-2021

Less: Transfer to Capital Program 362,423 688,501 868,395 1,044,402 1,200,676 Municipal Taxation - Operating 5,045,057 5,044,813 5,211,930 5,405,492 5,642,809

Sales of Services 568,415 573,161 577,977 582,913 587,970 Licences, permits, fines 101,200 101,200 101,200 101,200 107,200 Interest & Penalties 141,500 141,500 141,500 141,500 141,500 Grants - Conditional 302,726 268,226 257,726 257,726 257,726 Grants - Unconditional 459,000 459,000 459,000 459,000 459,000 Transfers from Other Governments/Agencies 532,530 419,844 401,304 408,706 410,393 Other Contributions 46,186 53,023 60,134 67,530 75,222 Total Operating Revenue 7,196,613 7,060,766 7,210,771 7,424,066 7,681,819

Shared and Self Supporting Revenue Arena Sale of Services 138,454 147,607 152,036 156,597 161,295 Arena Transfer from Other Government 363,466 365,767 372,231 381,292 391,395 Arena Total 501,920 513,374 524,267 537,889 552,690

Shared Emergency Services Government Transfers 79,045 78,551 81,489 80,625 73,416

Water User Fees 693,458 710,406 727,779 763,393 800,788 Less: Capital Water Fund 212,190 179,443 288,147 312,947 338,401 Total Water User Fees 481,267 530,963 439,632 450,446 462,387

Sewer User Fees 848,927 891,074 935,327 981,794 1,030,584 Less: Capital Sewer Fund 397,119 429,633 463,841 498,064 534,033 Total Sewer User Fees 451,808 461,441 471,487 483,730 496,551

Share Service and Total Self Supporting Revenue 1,514,040 1,584,330 1,516,875 1,552,690 1,585,043

Total Operating Revenue 8,710,653 8,645,096 8,727,646 8,976,757 9,266,862

Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. ... Page 36 of 83 AGENDA ITEM #12.A.

Town of Golden - Operating Fund Schedule "A" to Bylaw 1371, 2016 For the 5 Year Period 2017-2021

2017 2018 2019 2020 2021 Budget Budget Budget Budget Budget

Shared Service and Self Supporting Expenditures Arena Expenses 501,920 513,374 524,267 537,889 552,690

Shared Emergency Service 62,545 62,051 64,989 64,125 66,916

Water Services Expenses 558,067 507,763 516,432 527,246 539,186 Water Amortization 232,464 232,464 232,464 232,464 232,464 Total Water Services 790,531 740,227 748,896 759,710 771,650

Sewer Services Expenses 553,673 563,306 573,352 585,595 598,416 Sewer Amortization 357,493 357,493 357,493 357,493 357,493 Total Sewer Services 911,166 920,799 930,845 943,088 955,909

Total Shared Service and Self Supporting Expenditures 2,266,162 2,236,451 2,268,996 2,304,812 2,347,165

Total Operating Expenses 10,634,669 10,323,561 10,520,298 10,500,749 10,652,900

Surplus (Deficit) (1,924,016) (1,678,465) (1,792,653) (1,523,992) (1,386,038)

Add: Amortization 2,425,367 2,425,367 2,425,367 2,425,367 2,425,367

Proceeds from Borrowing

Transfers to/(from) Reserves Operating Reserves Transfers 352,693 319,421 341,308 365,590 392,472 60,000 100,000 ------Less: (298,522) (156,000) (188,657) - - (60,000) ------Net Transfers to/(from) Reserves 54,171 263,421 152,650 365,590 392,472

Transfers to (from) Surplus (46,484) - - - -

Financial Plan Balance 0 0 (0) - (0)

Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. ... Page 37 of 83 AGENDA ITEM #12.A.

Town of Golden - Capital Fund Schedule "A" to Bylaw 1371, 2016 For the 5 Year Period 2017-2021

2017 2018 2019 2020 2021 Budget Budget Budget Budget Budget Proceeds from Borrowing 635,398 - - 639,740 915,856

Capital Revenue General Capital Fund 362,423 688,501 868,395 1,044,402 1,200,676 Water Capital Fund 212,190 179,443 288,147 312,947 338,401 Sewer Capital Fund 397,119 429,633 463,841 498,064 534,033 Sale of Services & Recoveries 38,045 - - - - Conditional Government Grants 2,330,547 - - - - Other Government/Agency Tsfs 42,900 - - - - Total Capital Revenue 3,383,225 1,297,577 1,620,383 1,855,413 2,073,109

Capital Transfers to/(from) Reserves General Capital Reserve Funds transfers to 226,618 341,080 709,015 905,081 936,355 Water Capital Reserve Fund transfers to 212,190 179,443 288,147 312,947 338,401 Sewer Capital Reserve Fund transfers to 397,119 429,633 463,841 498,064 534,033 Less: General Capital Reserves Fund transfers (from) (874,310) (293,504) (563,547) (389,669) (315,953) Water Capital Reserve Fund transfers (from) (83,100) (83,100) (323,100) (313,100) (83,100) Sewer Capital fund Reserve transfers (from) (580,060) (148,500) (148,500) (149,500) (149,500) Water DCC Transfers (from ) - - - - - Sewer DCC Transfers (from ) - - (109,250) - - Net Capital Transfers to/(from) Reserves (701,542) 425,052 316,606 863,823 1,260,235

Transfer from Surplus (148,500) - - - -

Total Funding Sources 4,868,665 872,525 1,303,778 1,631,330 1,728,730

Capital Expenditures General 3,156,489 640,925 722,928 1,168,730 1,496,130 Water 83,100 83,100 323,100 313,100 83,100 Sewer 1,629,076 148,500 257,750 149,500 149,500 Total Capital Expenditures 4,868,665 872,525 1,303,778 1,631,330 1,728,730

Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. ... Page 38 of 83 AGENDA ITEM #12.A.

Town of Golden - Financial Plan Schedule "B" to Bylaw 1371, 2016 For the 5 Year Period 2017-2021

Community charter Requirement #1: Funding Sources

Table 1 shows the proportion of total revenue to be raised from each funding sources in 2016.

Revenue Sources % of Total Revenue Property Taxes 37.8% User Fees and Charges 17.7% Other Sources 0.3% Government Grants 28.8% Proceeds from Borrowing 3.3% Reserves 12.1% Total 100.0% Table 1

Community charter Requirement #2: Distribution among property classes in 2017. Table 2 shows the distribution of property taxes among the property classes in 2017.

Property Class % of Total Property Taxation Class 1 - Residential 45.5% Class 2 - Utilities 6.2% Class 4 - Major Industry 5.9% Class 5 - Light Industry 1.4% Class 6 - Business 40.9% Class 8 - Recreation/non profit 0.2% Total 100.0% Table 2

Community charter Requirement #3: Permissive Tax Exemption Limit for 2017.

The Town will continue the practice of adopting an annual "Permissive Tax Bylaw" with total support in 2017 not to exceed $58,835 from General Revenue for properties used for public worship, public athletic purposes and activities supporting not-for-profit societies.

Town of Golden 2017-2021 Five-Year Financial Plan Bylaw No. ... Page 39 of 83 AGENDA ITEM #13.B.

Memorandum To: Council (via CAO) From: Phil Armstrong, MDS / Planner Date: 2017-02-20 File: 3900-20 Short Term Rentals RE: Short Term Rentals Next Steps and Website Post - Report 2

BACKGROUND  On April 8, 2016, Council received a letter from Honourable Minister Fassbender (Ministry of Community, Sports and Cultural Development) soliciting Council’s perspective in regards to Short Term Rentals (STRs) and new transportation services.  On July 15, 2016, at the Standing Committee on Finance (SCOF) meeting, the enclosed discussion paper was reviewed and discussed.  On August 5th, Council sent a reply letter to Honourable Minister Fassbender focusing on STRs impact on rental housing, leveling the playing field from a Provincial assessment and taxation perspective, and the challenges of implementing local regulations.  On December 21st, a further letter was sent to the Province, in response to a request from the Chamber and Golden Tourism, to Honourabale Minister Michael de Jong, (Ministry of Finance) requesting an elimination of the exemption for operators of fewer than four units not having to collect provincial sales taxes (or MRDT).  On February 7th, Mrs. Stephanie Templeton made a presentation to Council in regards to STRs in the community.

NEXT STEPS The proposed next steps for the STR matter include:

Short Term (0-6 months) The Town needs to launch the new bylaw enforcement officer position and complete implementation of the bylaw notice and adjudication system (then staff intends to discuss general bylaw enforcement priorities with Council). This short term goal is advancing nicely.

Also, in the short term the intent is to provide information to the community on current STR regulations. This may serve as new information or a reminder to STR operators that they are operating illegally. This will be undertaken via the proposed website posting below which will also be posted on the Town’s Facebook page. The live date is Wednesday, February 22nd.

Medium Term (4-12 months) Develop a proposed STR regulatory framework; attain Council approval; engage current STR operators and the public in further development and refinement; finalize the framework and establish operational tactics for success.

Long Term (12+ months) Implement and maintain regulatory framework including tactical enforcement of both administrative and regulatory violations.

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Through the SCOF meeting discussions as well as the mid-term Strategic Priorities setting, Council gave direction that the STR regulatory framework needed review and modernizing to better address the development of this evolving economic sector and agreed that an opportunity for public input should be undertaken at the onset of this process.

Council and staff felt that staged next steps were appropriate due to the sheer magnitude of the issue, work priorities, and a want to learn from other communities. Numerous communities are facing this disruptor and have been grappling with similar policy questions, and have found their STR regulations difficult to enforce and controversial if not either carefully thought out or not having the buy-in from the sector.

Staff’s goal is to have new regulations in place by the end of the year. A briefing note as to what the proposed regulations will look like will be presented to Council in the next couple months along with a public consultation plan for consulting with stakeholders and the community.

If desired, please provide feedback on the proposed website posting below.

Phil Armstrong MCIP, RPP Manager of Development Services / Planner

Enclosed  2016 04 08 Letter from the Minister Fassbender re transportation and accommodation  2016 07 15 Short Term Rental Discussion Paper Town of Golden Manager of Development Services / Planner  2016 08 05 Letter from Town of Golden Mayor in Response to Minister Fassbender  2016 12 21 Letter from Town of Golden Mayor re Provincial tax structure.

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Proposed 2017 02 22 Website Post

Short Term Rentals in the Town of Golden

The Town of Golden is continuing to study potential new rules for Short Term Rentals (STRs), often referred to as Bed and Breakfasts (B&Bs), Airbnbs, vacation rentals, and even home sharing. STRs refer to the accommodation rental of a private residence whether a few rooms (a B&B) or an entire house (a vacation rental), for a period of less than 30 nights, for which the guest compensates the owner (or lessee) of the unit.

Historical and Current Regulations For decades, the Town of Golden’s Zoning Bylaw has allowed B&Bs to operate as an accessory use in a single detached dwelling. No rezoning application is required and breakfast does not have to be served, despite our traditional expectation of this type of STR.

An application for a business license is required and some of the regulations include that the owner resides in the home; a maximum of three guest rooms are offered; onsite parking requirements must be met (2 parking stalls for the home and 1 parking stall for each guest room); and increased water and sewer fees shall apply.

Remember - if you are operating a B&B it is your responsibility to apply for a Business License. The costs: 1. Annual Business Licensee of $70.00.

2. Annual Water and Sewer Utility Charges. Water Sewer Total

Single Detached Dwelling $252.72 $328.80 $581.52

Single Detached Dwelling with a 1 bedroom B&B $370.56 $482.40 $852.96

Single Detached Dwelling with a 2 bedroom B&B $488.40 $636.00 $1124.40

Single Detached Dwelling with a 3 bedroom B&B $606.24 $789.60 $1395.84

3. Other implications may include additional third party insurance costs and GST if revenue exceeds $30K.

The 2008 Official Community Plan has an objective to encourage vacation rentals in commercial areas, and prohibit them in residential neighbourhoods except Canyon Ridge in an effort to preserve long-term rental housing stock. Vacation rentals were not introduced in the 2011 Zoning Bylaw.

Recent Trends STRs represent a globally sought and valid market for travelers. Times have changed and millions of people want more authentic accommodation experiences not afforded by the traditional hotel model. In our minds, banning this obviously important market force would be counter intuitive and unnecessarily meddling with the free market. Having said this, some form of fair and equitable regulation that fits the community should be in place, because of their real and potential influences to communities including challenges such as, neighbourhood impacts (noise, parking, loss of community feel), impact on rental housing stock, erosion of the commercial core, and increased water and sewer use. On the other hand, community benefits include additional local wealth creation source for residents, authentic cultural experiences, and perhaps using existing homes that would be vacant or otherwise under-occupied more efficiently.

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Websites such as Airbnb and Vacation Rental by Owner (VRBO) as well as smart phones have made it easier to operate an STR. The Town is aware that over the last couple years many unlicensed STRs have started up in both the Town and Area A. Numerous communities are facing this and have been grappling with similar policy questions, and have found their STR regulations difficult to enforce and controversial if not either carefully thought out or not having the buy-in from the sector.

Staff and Council began discussing this topic last summer. Due to the sheer magnitude of the issue, work priorities, and a want to learn from other communities, Council directed staff to re-examine the Town’s B&B and STR regulatory regime in 2017 and 2018. Our goal is to have new regulations in place by the end of the year.

Our intent is to create a fair, non-burdensome and enforceable regulatory structure that meets the community’s expectations developed with the help from both those currently operating STRs and those that simply want them regulated.

It is important to understand that any eventual regulatory framework we put in place will set the stage for things like density, location, behaviour and fees. What the Town has no control over is consumer tax collection. Collection of consumptive taxes such as PST, GST, and MRDT (Hotel Tax) are not within our authority, but that of the provincial and federal governments. These are separate issues that the industry needs to grapple with and we are powerless to direct, leaving us simply to lobby these higher authorities for tax equality like everyone else.

We have heard from Golden Tourism and a few community members that this is an important issue and we are listening. As this issue is complex, we want to ensure that we are doing things right instead of doing things fast. As staff brings this topic back to the Council table for more discussion and consideration, we will keep the community informed on this page.

Stay tuned for a future public consultation process in the coming months. We are looking forward to having a discussion with everyone involved in this matter and coming up with a “made in Golden” solution for it that we can all live with.

Questions, comments, or want to be included in future public consultation processes? Contact [email protected] and tell us about your experience with STRs.

Relevant documents:  2016 04 08 Letter from the Minister Fassbender re transportation and accommodation  2016 07 15 Short Term Rental Discussion Paper Town of Golden Manager of Development Services / Planner  2016 08 05 Letter from Town of Golden Mayor in Response to Minister Fassbender  2016 12 21 Letter from Town of Golden Mayor re Provincial tax structure  201702 20 Memo from the Manager of Development Services / Planner re Short Term Rentals Next Steps and Website Post

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Discussion Paper To: SCOF 2016-07-19 (via CAO) From: Phil Armstrong, MDS / Planner Date: 2016-07-15 File: 3900-20-Bylaw 1294 2011 Zoning Bylaw RE: Short-Term Rentals / Vacation Rentals - Report 1

SUMMARY OF ISSUE Short term, midterm and long term steps should be taken by the Town to address the emerging industry of short term rentals.

BACKGROUND This discussion paper’s purpose is to provide information for discussion on short term vacation rentals and to follow up on concerns raised by Tourism Golden and the April 8th letter from Minister Fassbender seeking local government perspectives on the issues and opportunities presented by the “Sharing Economy.” This paper will provide Council with background information on the Town’s Zoning Bylaw, the Official Community Plan and general commentary on the evolution of the accommodation sector, the sharing economy, and short-term / vacation rentals policy considerations.

Zoning Bylaw Temporary and permanent accommodation The Zoning Bylaw speaks to temporary and permanent accommodation.

Temporary Permanent “Hotel” means a Use providing rooms or suites A “Dwelling Unit” means a self-contained for temporary sleeping accommodation where the units accommodation for one or more persons containing have access to an enclosed common interior corridor and cooking, eating, living, sleeping, and sanitary facilities may be equipped with individual kitchen facilities. This used or intended to be used permanently for a household. Use may include Accessory Uses consistent with the general purposes of Hotels and services to guests.

For clarity, short term rentals or vacation rentals are not allowed in the Zoning Bylaw, which was adopted in 2012 (or the previous zoning bylaw). Single Detached Dwellings, Secondary Residential Dwelling (Secondary Suites / Detached Secondary Residential Dwellings), Duplexes, and Multiple Dwelling (apartment, townhouse, cluster housing) all contain the defined term “residential” within their definitions, which specifically only allows permanent accommodation.

Furthermore, by definition, residentially zoned properties only permit permanent accommodation use, not temporary accommodation use, unless the owner is operating a licensed Bed and Breakfast, which is an accessory use and defined below and additionally have specific regulations enclosed to this report.

“Bed and Breakfast” means an Accessory Use on a Lot with a Single Detached Dwelling providing temporary accommodation in the form of Sleeping Units to the travelling public where the room rate may include meals. This type of accommodation rents out on a short term basis to a maximum of 7 days.

Bed and Breakfasts are permitted in most low density residential zones: R1, R1S, R1D, R2, R2A, R5 (Reserve) as well as the C5 Transitional Commercial zone which is along 10th Avenue South, but only from Single Detached Dwellings.

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The Official Community Plan The Official Community Plan (OCP) adopted in 2008 addressed the notion of vacation rentals and defined it as follows: Vacation Rental as the use of an otherwise residential dwelling unit for the temporary accommodation of paying guests, transient motorists, tourists or vacationers for any period shorter than 4 consecutive weeks.

Specifically, the OCP firmly stated a desire to not let neighborhood character be impacted and made the policy statement of “prohibiting” vacation rentals in new and existing residential neighborhoods. That said, the OCP also encourages that the use be introduced in commercial areas i.e. the Transition Commercial C5 zone. Also, there is language in the OCP stating that “perhaps” vacation rentals will be introduced in the Canyon Ridge area; however, allowing vacations rentals in the C5 zone and Canyon Ridge was not implemented with the new zoning bylaw in 2012.

C5 - Transition Commercial zone Canyon Ridge’s R1-S Single Detached with Secondary Residential zone

DISCUSSION The sharing economy Bartering and sharing of goods and services is not a new idea. Online platforms and the spread of smartphones have scaled up the sharing economy enabling individuals to obtain a wide range of goods and services most notably including rides and accommodation. The modern sharing economy has been growing steadily since the latter 2000s and has two defining features. Sharing firms either: (1) own goods or provide service that they rent to customers often on a short term basis (ex. Zipcar); or (2) create peer-to-peer platforms connecting providers and users for exchange of good and services (ex. Airbnb, Uber, crowdfunding, toy / tool libraries, labour exchange).1

The sharing economy is creating new markets, better utilization of resources and obviously revenues. All levels of government have always had difficulty creating regulations that keep up with the pace of technology and although many of the regulatory issues raised by the sharing economy will be addressed by senior government (taxation) some of the issues fall under the purview of municipal legislation.

An area of the sharing economy that merits the Town of Golden’s consideration is the accommodation sector.

1 2015. Ontario Chamber of Commerce. Harnessing the Power of the Sharing Economy. Next Steps for Ontario. p.3 2 | Page

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History of accommodation Hotels, motels and other similar accommodations have been recognized as distinctly commercial operations because of their provision of short-term accommodation for a fee as well as the size and scale of their operations. Historically hotels did not even have washrooms in the room let alone cooking facilities and they were located in commercial areas. Over time, the use lines have blurred on both sides. On the commercial side, motels and hotels were developed with kitchenettes and more recently developed comparably to dwelling units (stratified condo hotels) and on the residential side a bed and breakfast has evolved into the renting of a whole single family home – the vacation rental.

Below is a graph that illustrates where various types of housing / accommodation sit on the scales of residential – commercial in relation to regulation. For example, obviously compared to rental arrangements in a single detached dwelling, government regulations and building codes surrounding a hotel are more stringent including a municipality’s statutory duty to regularly inspect hotels.2 There are undoubtedly regulatory gaps emerging with the spread of short term rentals.

Residential Commercial Commercial Residential Minimal Regulation More regulation It can be argued that Airbnb and other vacation rental websites (VRBO, Homeway etc.) form part of the new sharing economy but the issue is more nuanced. Typically the term vacation rental or short-term rental has come to be used to define the practice of renting a residentially zoned single family dwelling or condo (or more recently a room) for periods of less than a month for the purpose of short term accommodation. Language is important and thereby forms of the term short-term rental and other definitions are provided below to bring some clarity and distinction to the discussion:

Home Sharing: A housing unit that is exchanged without money changing hands.  Home Exchange4 started in 1992 as a printed, mailed book and has grown into a social network and it is different than a vacation rental because no money changes hands and the exchanges are in fact reciprocal.  Fundamentally, home-sharing involves sharing your own home (primary residence) either part of the home while you are still living in it or all of your home while you are away on holiday or otherwise staying elsewhere. However, home-sharing should only be applicable to one’s primary residence

2 Fire Services Act section 26 3 Adapted from - 2016 MaRS Solutions Lab a partnership with the Province of Ontario and the City of Toronto Shifting Perspectives Redesigning Regulation for the Sharing Economy - Sharing Economy Public Design Report. p. 36 4 https://www.homeexchange.com/en/about/ 3 | Page

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Primary Residence: A housing unit in which an owner (or lessee) resides for the majority of the year.

Short-Term Rental (STR): is the rental of a residence or portion thereof for a period of less than 30 nights, for which the guest compensates an owner (or lessee) of the unit.

STR can be further split into subcategories:  Host Primary Residence STR: The owner (or lessee) who is hosting a short-term guest occupies that dwelling unit as his or her primary residence for the majority of the year, and if the owner (or lessee) hosts one or more guests in a bedroom or some portion of the unit and is generally present for the duration of the rental period. . This activity is currently licensed as a bed and breakfast.

 Un-Hosted Primary Residence STR: The owner (or lessee) occupies the dwelling unit as his or her primary residence for the majority of the year, but leaves his or her unit for a period of time – for example, over a weekend, when traveling for work, or while on vacation – and rents out all or part of the unit in his or her absence.

 Un-hosted Vacation STR: An entire residential unit that is not a primary residence and is rented to guests on a short-term basis, typically under 30 nights (this is consistent with the OCP definition of Vacation Rental).5

To further elaborate on the importance of language, STR distinguishes the commercial nature of the activity from private social activities that are not reasonably over regulated (i.e. home exchange). Moreover, primary residence STR are distinct from long term rentals and from vacation rentals as STR captures travel for reasons other than vacation. Additionally, terms like resident, operator, client, customer, and short-term renter are more accurate than terms host and guest considering that money does not typically change hands in host/guest relationships but money does change hands during an STR stay. Also, in many STR scenarios, operators do not host - in fact, they have little or no contact with clients.6 Note the term host was used above because it is snappier than “Operator Present STR” but should be reimagined.

There are numerous scenarios under which someone may use one of these websites and operate an STR. 1. Renting out a couple rooms in your home – this would classify as a Bed and Breakfast – Host Primary Residence STR. 2. Renting your dwelling unit while you are on vacation or a few times a year to make a few extra dollars and subsidize housing costs while you are out of town or stay at a friend’s house – Un-hosted Primary Residence STR. 3. Renting out the vacation rental unit full time – Un-hosted vacation STR. 4. Renting out your second or third home for a few months of the year so that it is available to you and family the rest of the year – Un-hosted vacation STR.

From an STR operators perspective you are licensing the space to an occupant rather than dealing with the more restrictive residential tenancy act, you can earn 2 or 3 times more revenue, and you have flexibility with your space so it is available if you have family or friends visiting; however, there is quite a bit of work involved in administering an STR and turning the space over after each visit. From the user’s perspective short term rentals appeal to many different demographics but a larger user group is families or groups as well as travelers that are adventurous7 – which fits into Tourism Golden’s target market.

The impact of short term rentals is being felt around the world and has been rapid. Variations of short term rentals are at a point where society must rethink its regulations of the accommodation sector.

5 Mar 2016. Sustainable Economies Law Center. Regulating Short-Term Rentals: A Guidebook for Equitable Policy. p. 12 6 Oct 2015. One Earth. Local Government and the Sharing Economy. p. 113. 77 http://www.pewinternet.org/2016/05/19/the-new-digital-economy/ 4 | Page

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The growth of short term rentals The popular website Airbnb started out as people renting out rooms in their home to short term rentals of entire units on a full time basis. It is the latter that now makes up the majority of Airbnb’s business - for example, a Los Angles study found that 90% of Airbnb revenues are generated not by a host who share a room in their home but by hosts who rent out their entire unit as well as by leasing companies that rent out two or more units.8 Similarly, an SFU study of Vancouver found that 71% of the units on Airbnb were for entire homes. 9

Market Context: AirBnb, VRBO and 100’s of other vacation rental websites have turned vacation rentals into a booming underground economy.

What is Golden’s status? To provide some community context please refer to the numbers below complied from the 2011 Census, business licensing listings and Tourism Golden:  1,722 total private dwellings (not included approximately 40 housing starts since census)  1,539 private dwellings occupied by usual residents  920 single-detached houses  948 motel / hotel rooms  8 bed and breakfast with business licenses  3 hostel / lodge properties

Relying on Host Compliance, a company specializing in short-term rental compliance monitoring for local governments, the Town can confirm, as of June 2016, that within the Town of Golden boundaries, there are 56 listings and 54 unique short term rental properties. Of these 54 properties only a handful are legally business licensed bed and breakfasts.

8 Mar 2015 Roy Samaan. Airbnb, Rising Rent, and the Housing Crisis in Los Angeles referenced in 2016. Sustainable Economies Law Center. Regulating Short-Term Rentals: A Guidebook for Equitable Policy. p. 8 9 2015. Karen Sawatzky. https://shorttermconsequences.wordpress.com/ 5 | Page

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In comparison there are 184 listings in Area A - over three times the listings that are located in Town.

From a tracking and enforcement perspective, STR listings are spread across dozens of different websites, challenging to track and address data is usually hidden.

That said, please refer to the enclosed Ducussion Paper from Tourism Golden and specifically its appendix B. Tourism Golden has done a remarkable job of tracking some of the STR listings but obviously without specialized technology, tracking STRs is very labour intensive.

Despite these challenges Tourism Golden managed to track 62% of the listings. Based on their findings Tourism Golden calculates that STRs in Town and Area A:  Generate an estimated revenues between $4 million and almost $13 million (respectively utilizing a 35% occupancy and 100% occupancy); and  According to only a 35% occupancy there is a minimum estimated loss of total tax revenue of over $324,000 (PST and MRDT) and a minimum of $81,000 of MRDT.10

Notably, Tourism Golden found that 62% of the units in Town were entire dwelling units.

Complaints In 2015 two short term rental related complaints were received. Two complainants were simply inquiries (is this specific vacation rental licensed?), but no formal complaints were lodged. The third complainant was that short term rentals were occurring and this was illegal and sometimes caused noise, but there was not a specific request for action on a specific disturbance. So far in 2016 four complaints have been received. One from a hotelier, one from a resident and one from a strata and of course Golden Tourism’s discussion paper representing the accommodation sector. Relative to the fifty four properties in Golden six complaints is a relatively small number.

10 Airbnb currently collects and remits taxes for more than 170 municipalities worldwide. 2016 05 16 https://skift.com/2016/05/20/what-americans-really-think-about-airbnb-and-home-sharing/ 6 | Page

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What are the community challenges and benefits?

Community Challenges Community Benefits Increased cost of housing for some local residents due May prevent economic hardship by allowing some to inflated real estate. Removing long term rentals residents to use the STR money to help meet basic from the rental housing stock. Reduced supply living needs. increases housing prices. Incentivizing property owners to leave rooms vacant at off times of the year or even evict tenants. Ensuring housing is available for employees. Loss of community feel (or challenge at building it). Positive intermingling and cultural exchanges of visitors and residents. Neighbourhood noise and security, as vacationers Contribute to local wealth by allowing local residents, treat every day/night like a weekend or Friday night. not just multinational/non-local commercial property “Party houses.” owners, to earn money from visitors. Unfair competition when STRs are not subject to the More accommodation options and prices for visitors, same taxes or health/safety codes as hotels and B&B improving their experience and in many cases etc. providing more authentic experiences and cultural exchanges. Reduced ‘tax’ revenue to pay for destination Increased development and job creation as additional marketing organization (Tourism Golden) when STR income streams may allow homeowners or investors operators evade tourism taxes or other. to build more elaborate homes.

Parking overflow, traffic and snow clearing challenges. Offsets the costs of the local property for some part- time residents renting out their property. Safety and fire hazards due to overcrowding. More efficient use of land base as a currently underutilized built development may be used instead of new land to generate wealth. Uses space efficiently that may otherwise be vacant. Erosion of core commercial area and commercial tax base when visitors stay ‘out’ in the residential neighbourhoods. Affecting residential character and the feel of the neighbourhood. May be utilizing more water, sewer and solid waste collection than typical dwelling unit.

Additional concerns: costs of regulating impacting municipal budgets (bylaw enforcement) and creating a layer of uncertainty for property owners, potential investors and visitors.

Policy Objectives Consideration needs to be given to the above challenges and benefits and what are the Town’s policy objectives?

OCP Vision: Golden provides the opportunity for all to live in a healthy, vibrant community. Relevant OCP Principles: 2. Enable social diversity through a range of housing for all generations, including affordable housing, attainable housing, seniors, special needs and staff housing. 7. Promote the diversification of economy through support of historical industrial land uses as well as tourism. 8. Reinvent the definition “resort town,” by maintaining history and culture through land use.

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Next Steps Short Term The Town needs to implement its bylaw notice system and recruit a bylaw officer and then staff intends to discuss general bylaw enforcement priorities with Council.

Medium Term A reminder to STR operators that they are operating illegally and that Council will be reviewing its enforcement priorities and STR regulations. The services of Host Compliance can be useful for this initial contact with STR operators and knowledge gathering for any policy revisions. We can currently issue $100 MTI (Municipal Ticket Information) fines to STR operators for conducting business without a license; however, implementing the bylaw enforcement notice system will assist because notices have a lower evidentiary standard (balance of probabilities) compared to MTIs (beyond a reasonable doubt).

Long Term Council should give consideration to modernizing its zoning bylaw (and business license bylaw) to better deal with the development of this new economic sector. An opportunity for public input should be undertaken at the onset of this process.

Policy questions for an initial discussion: 1. Is Council interested in formally allowing the following? a. Home Sharing b. Host Primary Residence STR (currently allowed as a Bed and Breakfast) c. Un-Hosted Primary Residence STR d. Un-hosted Vacation STR i. Only allowing STR to be operated from a primary residence somewhat addresses the proliferation of STRs and 2. If so, where? 3. In what type of housing units? 4. How many?

Some different regulatory land use approaches could include the following: 1. Status Quo a. Continue to allow Bed and Breakfast only i.e. Host Primary Residence STRs.

2. Community wide or neighbourhood wide approach. a. This scenario essentially would result in the opportunity for short term rentals in all low density residential zones or a specific neighborhood, for example Canyon Ridge. b. If Council wants to introduce un-hosted STRs in areas other than Canyon Ridge, then the OCP will need revisiting. c. Under this scenario STRs would be an accessory use subject to business license and regulations for all properties in the zone or area. Once the license is issued the use is granted until it ceases and Council may wish to be a bit more cautious with such a quickly evolving and growing industry.

3. Blended Approach A - spot / site specific zoning for each STR parcel. a. This approach would require an applicant apply to Council for approval through a formal rezoning process and would be land parcel specific. b. If Council wants to introduce un-hosted STRs in areas other than Canyon Ridge, then the OCP will need revisiting. A business license would still be required. c. This approach is being taken by Revelstoke and Whistler and would require each STR to apply for a rezoning. d. Administratively high cost for processing each application. Expensive for the applicant.

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4. Blended Approach B - Temporary Use Permit (TUP) system. a. TUPs are three year renewable permits. b. The first step would be to put TUP areas and guidelines into the OCP, similarly this could be spread out throughout the community or neighbourhood specific. A business license would still be required after the issuance of the TUP permit. c. This approach has been used by the Island Trust, the CSRD and in the Okanagan- Similkameen. d. Administratively medium – high cost for processing each application. Less expensive than Blended Approach A for the applicant. e. At this point staff believes a TUP system is the most legislatively robust system of implementing a blended approach, a general cap and a neighbourhood cap, which would align with staff’s main concerns of preserving rental housing stock and neighbourhood character.

It should be noted that in order to garner compliance the Town cannot only rely on complaint driven enforcement - active monitoring will be required. Also, through a modernized business regulation bylaw, enforcement can be simplified - fining simply for advertising an STR in contravention of the bylaw.

Regulatory Best Practices  Definitions in the bylaw should better address short term rentals by addressing residential tenancy periods: monthly vs. nightly and tenants vs. occupants.  Prior to granting a permit/license have a basic life safety inspection for items such as bedroom window size, egress, smoke and carbon monoxide, handrails.  Do not allow in multi-family development, strata properties or Detached Secondary Residential Dwellings.  Primary residence requirement will address the proliferation of STRs and the amount of days a property can be rented. It is unfortunately not practically possible to enforce any formal limits on the number of times, or days, that a particular STR is rented; however, a permanent resident must reside on the property to claim the homeowners grant and can only be on vacation or otherwise away from their property for so long. Furthermore, people take extra cautions when it is their primary residence and this should address partying and noise concerns.11  Regulations that limit the amount of occupants at one time and large gatherings to ensure party houses can be addressed.  Require STR operators to provide community and house rules to their guests as well as publicly list on a register a local contact that will address complaints as a first step. This is especially useful when bylaw enforcement is off duty.  Manpower to actively enforce i.e. not complaint driven.  Tiered fines that adequately incentivizes STR operators to comply with regulations.  Have a regulatory process that can be evaluated and tweaked at a later date.

Conclusion Hotels are not going to go out of business anytime soon due to the proliferation of short term rentals. Hotels are a distinct product with their associated experience, front desk, reliability and services, but short term rentals are here to stay and STRs will eventually need to be addressed in a regulatory framework in order to maintain rental housing stock, community character and other community objectives.

Globally, other municipalities and senior governments are currently examining and tackling this rapidly evolving industry and the next year should provide more insight into regulatory schemes.

11 Apr 2016.Ulrik Binzer. Host Compliance. A Practical Guide to Effectively Regulating Short-Term Rentals on the Local Government Level. 9 | Page

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IMPLICATIONS Strategic -OCP and Zoning Bylaw excerpts quoted above and enclosed. -Department priorities at this time include implementing bylaw notice, recruiting a bylaw officer, zoning bylaw refresh and floodplain mapping. -Council may consider: -lobbying the Province/BC Assessment to change its 4 or more units (which could be bedrooms or entire dwelling units) policy that would garner a split classification possibility. -lobbying the Province to increase municipalities’ authority to more clearly apply regulations directly to internet based companies.

Financial -Contracting with Host Compliance can range between $3500 - $6000 depending on services and listings. -Legal budget impact - should budget for two court cases a year. -Impact on Town utility services - more significant impact with large un-hosted vacation STRs.

Administrative -In the short term cannot proceed due to current staff. -Staff time to create a more robust STR bylaw and subsequent enforcement time.

Respectfully Submitted,

Phil Armstrong MCIP, RPP Manager of Development Services / Planner

Enclosed 1. Zoning Bylaw Bed and Breakfast Except 2. OCP Vacation Rental Excerpt 3. 2016 06 03 Tourism Golden - A Discussion Paper on the Impact of the ‘Sharing Economy’ and Short Terms Rentals in Golden & Area A

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Town of Golden Zoning Bylaw 1294, 2011 Excerpt

Bed and Breakfast Regulations

“Single Detached Dwelling” means housing on a single titled Lot consisting of one Dwelling Unit intended for use by one household, and may include a Secondary Suite where provided for in accordance with this Bylaw.

“Sleeping Unit” means a habitable room not equipped with self-contained cooking facilities, providing accommodation for guests.

9.2 Bed and Breakfast 1) Bed and Breakfasts shall: a. be an Accessory Use within a Single Detached Dwelling; b. be operated by the owner of the property; c. require the owner of the Bed and Breakfast to reside in the Single Detached Dwelling; d. in a residential Zone, have up to three Sleeping Units for guests with a maximum of two guests per Sleeping Unit for a maximum of 6 guests; e. in a commercial Zone have up to eight Sleeping Units for guests with a maximum of two guests per Sleeping Unit for a maximum of 16 guests; f. not change the residential character or external appearance of the Single Detached Dwelling; g. not be allowed in conjunction with any other Accessory Use, except for a Home Based Business Class One; h. be permitted one Sign in accordance with the Sign Bylaw; i. be in accordance with Section 8 [parking and loading regulations].

1 per Sleeping Unit to a max of 3, plus 2 for the Bed and Breakfast Home Principal Unit

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Tourism Golden A Discussion Paper on the Impact of the ‘Sharing Economy’ and Short Terms Rentals in Golden & Area A

Purpose: The Purpose of this document is to provide insight into the status of the short term rental market in Golden and CSRD Area A to stimulate discussion and, hopefully, bring a fair and level playing field to short term accommodation rentals in the area through education and regulation and the efforts of government and community organisations to lobby for change to provincial regulations.

Golden Situational Analysis: Tourism is one of the pillars of the local economy and is driven by the investment and availability of traditional short term rentals in the form of larger hotels and motels, professionally managed rental properties, bed and breakfasts and small businesses operating self-contained cabins and chalets.

Federal regulation requires businesses exceeding taxable revenue of $30,000 in 4 consecutive quarters to collect and remit 5% GST. Provincial legislation requires that an accommodation selling 4 or more individually rented units (which can be hotel rooms, condos or cabins) must collect and remit 8% PST plus (where approved) 2% MRDT on gross revenues from nightly rentals of accommodation. MRDT revenues are then returned to the community to fund the activity of their Destination Marketing Organisation (DMO), in this case Tourism Golden. So, each accommodation of 4 or more rooms or units is collecting 15% in taxes. In addition, each one of these accommodations must comply with licensing required by the Town of Golden and the Province of BC, as well as providing security for their guests through adhering to municipal and provincial safety and liability regulations and guidelines. These costs are obviously charged to their guest in the selling price.

A snapshot of accommodation stakeholders within the DMO boundary, defined as the Town of Golden and CSRD Area A, is as follows:

 96 properties in total with 1565 accommodation units;  Of which 55 properties are confirmed as collecting the MRDT in 1474 units.  68% of tax collecting units are located in the Town of Golden and 32% in Area A.  All non-tax collecting member accommodations confirm to Tourism Golden that they comply with municipal and provincial licensing and other requirements, and carry a minimum of $2 million in liability insurance.  $24,500,000 in accommodation revenues generated in MRDT accommodations in 2015 and collected  $489,885 of MRDT

A review of short term rentals on the two major platforms, AirBnB and VRBO, revealed that:  159 units are listed with most being rentable 365 days each year. Whilst some are also the above- mentioned accommodation stakeholders whom we know are complying with requirements, and collecting taxes as required, a further 122 are operating with no assurance that they are licensed, insured or providing safe accommodations for their guests and;  30 are operating potentially illegally in the Town of Golden.  This represents 10% of the total ‘traditional’ touristic accommodation rentals.  These short term rentals generate estimated revenues between $4 million and almost $13 million annually of which, according to current legislation;  Between $4 million and $12 million is not eligible for PST or MRDT taxation

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As the spreadsheet in Appendix B shows, there is a minimum estimated loss of total tax revenue of over $400,000 (PST and MRDT) , and a minimum of $81,000 of MRDT in Golden and CSRD Area A.

The attached spreadsheet in APPENDIX B shows all listings at time of writing and estimated revenues.

The Positives: Short term rentals in the sharing economy, if they operate on a level playing field with larger traditional-run accommodations, and are properly regulated and licensed, can have some positive outcomes for a community by:  Providing supplemental income to low income residents which will subsequently be re-invested in the local economy.  Creating a visitor that would not necessarily have visited if not for the availability and affordability of some sharing economy units.  Creating a truly authentic experience for the visitor which will encourage repeat visitation and word of mouth recommendation of our destination.

The Negatives: Whilst there is no doubt that the exponential growth of short term rentals via platforms such as AirBnB and VRBO, has benefits to some community residents, as it currently exists in Golden and Area A, and indeed within the province, the sharing economy has clear negative impacts on the local residents and communities. In addition to the key areas of concern identified below, these are:  A reduction on affordable housing in both the rental and owned market.  An influx of large numbers of short term visitors to residential neighbourhoods resulting in social conflict over noise, parking, garbage and, potentially, rising crime rates.  As properties are bought up by those seeking to cash in on the attractions of Golden as a vacation destination, neighbourhoods become ‘dark windows’ in the off season.  As permanent community residents are pushed out of their neighbourhoods either by price or availability, and replaced by tourists, the experience for the visitor is no longer authentic.

Key Areas of Concern:

1. Housing and Labour Shortages One major impact of the trend of short term residential rentals is the removal of inventory from the monthly or long term housing market due to the fact that owners are motivated by the higher earning capacity of the short term rental market. By allowing the large-scale conversion of residential units into short-term accommodations, communities suffer from a tighter housing market. Resort communities such as Golden, who often disproportionately rely on seasonal employees, are greatly impacted by a reduction of monthly leases to longer- term tenants, thereby exacerbating labour challenges.

In similar tourism communities the impacts are dramatic. In a recent interview with CBC, the Mayor of Tofino confirmed that the switch from long term rentals to short term touristic rentals had reduced the affordable housing by 90 units, approximately 10% of the total inventory. In Revelstoke there 210 units listed on the Airbnb platform; in Pemberton there are 190 units and in the Town of Golden there are 34 units listed. The impact of removing these units from the employee housing market is staggering due to the fact that in most cases these units provided double or triple occupancy for staff.

Ultimately, employers and residents alike suffer from a decline of affordable housing in an already tight market.

Challenges stemming from access to affordable housing for qualified labour can additionally create uncertainty and impact investment decisions that help drive economic growth.

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2. Provincial and Municipal Resort Destination Taxes Currently, these commercial transactions are not generating the tax revenue they should. Because these transactions are private, there is no accurate estimation on the amount of tax revenue lost. Conservative estimates suggest more than $16 million dollars in general tax revenue and upwards of $3 million in the Municipal and Regional Destination Tax (MRDT) is being overlooked in B.C. This impacts both the province as a whole and specifically, those communities that rely on MRDT marketing dollars to help boost their local economies. Consequently, accommodation providers, retailers, restaurants and bars, transportation providers and other sectors of the visitor economy are all affected.

In 2013, British Columbia’s hotels generated $572 million in tax revenue for the province and an additional $294 million for municipal governments. Revenues would be greatly augmented if private accommodation providers were taxed on a level playing field.

Currently the onus of tax compliance is on the hosts who rent out the space. However, at the 2015 Tourism Industry Conference in Vancouver, Airbnb publically acknowledged that there should be a regulatory requirement to collect taxes to contribute to the visitor economy and that they are supportive of the efficient collection of tourist and/or hotel taxes in jurisdictions that have such taxes.

As previously mentioned, traditional accommodation rentals in Golden generated almost $24 million of taxable revenues. If the playing field were levelled, the additional short term rentals listed on AirBnB and VRBO could contribute a minimum of an additional $4 million.

We should also consider the underlying incentive currently at play which may encourage existing management companies who operate according to the PST and MRDT guidelines to change their business model to compete the with the sharing economy so that they become a ‘promoter’ rather than a ‘provider’, i.e. operating in the same way as Air BnB and VRBO, then providing a concierge and cleaning service for their property owners and their customers. In this way, millions of dollars of taxed revenues will be removed from the current PST and MRDT revenues in B.C. In Golden, if Lush Mountain Accommodations and Bellstar chose to operate in this way it would have a large impact on the DMO revenues which are used to promote the destination.

3. An unlevel playing field Tourism Golden, funded mostly through the MRDT, is promoting our area as a vacation destination throughout the year. Short term and potentially illegal rentals do not contribute to MRDT, yet they wholly benefit from these marketing efforts. Neither do they contribute, as other home-based businesses do, to the municipality through business licenses and commercial service fees and taxes.

B&B’s charging the 2% MRDT are registered, have appropriate licenses and insurances in place. They are disgruntled by the booming numbers of Air B&B properties who, in addition to not offering breakfast and appearing cheaper to the consumer, do not have the fixed cost overheads involved in running their ‘businesses’.

Residents of the town and other home-based businesses are also angered by illegal rentals not paying commercial- level rates for services and municipal tax.

How other destinations are dealing with the Sharing Economy? There are many stories and examples of destinations feeling the impact of the sharing economy. Some examples and comments are listed below. Included also in this document are excerpts from ‘Inside AirBnB’ and other source reports which will help to give insight into the impact and actions of other destinations around the world.

In 2014 the city of Berlin, in response to the reduction in affordable long term rental housing and a corresponding 56% increase in rents between 2009 and 2014, introduced a new law known as ‘Zweckentfremdungsverbot’ which prohibits the short term rental of whole houses and apartments without a city permit, but allows for the short term rental of rooms within a dwelling. The law allowed for a two year transition period which ended in April 2016. As a Page 3 of 16 Updated June 3rd 2016

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result the number of listed units on AirBnB dropped by 40%. Offenders face a fine of up to $100,000. The city encourages suspected misuse through an anonymous online portal.

In San Francisco, short-term rental operators must be certified as a business and pay a 14% tax on short-term stays. Violating the terms of housing agreements can have consequences ranging from fines to eviction.

In Las Vegas City Council passed a "party house ordinance" that require homeowners who lease residential properties for less than 31 days to get a city issued $500 annual license. That includes Airbnb rentals. The city considers homeowner rental properties to be businesses. Airbnb does not need a business license to operate in the city because it‘s a hosting service, but its users need to comply with short-term rental regulations in Las Vegas and many other municipalities.

Philadelphia‘s City Council recently unanimously passed a bill to make it legal to use Airbnb, but hosts must pay an 8.5 percent hotel tax.

Rhode Island recently signed into law a budget that included Airbnb rentals in its room tax.

In Dec 2015 Quebec adopted Bill 6. Residents renting out accommodation as a ‘regular user’ are required to register and obtain a classification certificate from the Ministry of Tourism and charge a lodging tax of 3.5%. Unfortunately the Bill does not define a ‘casual user’ and this appears to have reduced the ‘teeth’ of the bill. As a contrast San Francisco defines a casual user as one who rents out a home for a maximum of 90 days a year.

The City of Revelstoke has a Bylaw to legalize individual vacation rentals but there has not been little uptake; 13 applications with 9 approvals and there are currently over 200 units listed on VRBO and Airbnb.

The District of Tofino March 15th Council Agenda includes a Notice of Motion recognizing these issues and requiring a long term plan:

In Vancouver, 1,215 — or 35 per cent of the total AirBnB listings — are in the hands of just 381 hosts. ‘Andrew’, for example, has 30 condos mostly located downtown. He asks for a minimum three-night stay and charges from $99 to $200 per night.

The City of Vancouver does not allow short-term rentals, defined as less than 30 days, unless the accommodation is licensed as a bed and breakfast or hotel. Airbnb listings in Vancouver increased 17 per cent between January and June of 2015, and the number has grown higher since the summer.

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Mukhtar Latif, Vancouver’s chief housing officer, created a working group of city staff earlier this year to gather information about short-term rentals. As reported in the Globe and Mail at the end of 2015, Vancouver tourism officials are floating the idea of extending a tax on hotel rooms to include suites rented through the website Airbnb.

Quebec recently announced plans to become the first province to tax and regulate Airbnb. Bill 67, adopted almost unanimously by the National Assembly on Dec. 1, 2015, will change the lives of regular users of Airbnb, HomeAway and other home-sharing sites. Among the measures announced:  Obliging regular hosts to obtain a classification certificate from the Ministry of Tourism.  Charging regular users a lodging tax of 3.5 per cent.  Increasing the number of inspectors in Quebec from two to 18 to enforce the new legislation.

However, Bill 67 does not define a "casual user" versus a "regular" one. The province did not copy San Francisco, for instance, which defined a casual user as one who rents out a home for a maximum of 90 days a year.

This vague wording means that would-be hosts cannot know whether they are in compliance or whether they might face massive fines (up to $100,000 or more). It leaves them in a precarious legal gray zone. They will have to argue about the meaning of “regular,” not only with government inspectors, but also with their neighbours, landlords and condo boards.

The hotel industry welcomed the new law. "The same rules should apply to all players. There must be some form of equality. But we are not against this type of accommodation, because we are in 2015," said Xavier Gret of the Association Hôtellerie Québec. The law also pleased Patrick Thevenard, a bed-and-breakfast owner who battled for years against Airbnb and other home-sharing sites. He saw apartments around his business in Ville-Marie receive tourists without having to submit to any form of regulation.

Recommendation being proposed by Revelstoke Chamber at BC Chamber AGM: That the provincial government regulate that:

 Provincial Sales Tax be collected at the point of purchase of room nights on short term residential rentals;  All operators of nightly room rentals should pay a tax on gross revenues to be included as part of the community’s MRDT receipts; and  All operators of nightly room rentals be registered within each community and agree to comply with local regulations.

The Tourism Industry Association of British Columbia (TIABC) Policy Position document makes the following recommendations:

Policy Recommendations • Local governments should consider processes to identify operators of nightly room rental units and either compel homeowners to comply with local regulations or prosecute offenders. • In regions where local regulation does not exist, civic government should consider developing a policy in consultation with the accommodations community. • Communities should consider restricting nightly private-room rentals (perhaps as a percentage of the overall rental pool in resort communities) and encourage landlords to enter into longer-term leases, perhaps through a property tax break or other incentives. • All operators of nightly room rentals should be registered within each community and agree to comply with local regulations. • All operators of nightly room rentals should pay a tax on gross revenues to be included as part of the community’s MRDT receipts. In the event that the community does not collect accommodation taxes through MRDT, another levy mechanism should be considered. Page 5 of 16 Updated June 3rd 2016

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APPENDIX A Excerpts from ‘Inside AirBnB’ by Murray cox

Airbnb in San Francisco

San Francisco is the spiritual birthplace of Airbnb, the "Sharing Economy" service marketed for renting out excess rooms or your home/apartment when you're away on vacation.

However, according to Inside Airbnb data at November 1, 2015, the majority of listings are instead for entire homes (4,033 of 7,029) and more than 1/3 of listings (2,490) are entire homes estimated rented out to tourists for more than 90 days of the year, in clear violation of the recently introduced short-term rental laws.

And more importantly, as San Francisco faces a housing crisis, short-term rentals permanently offered to tourists in residential properties are taking away housing from and displacing San Francisco residents.

The current short-term regulations in San Francisco have been found to be unworkable - the Agency enacted to enforce them has admitted there's "No way of enforcing" them. Hosts continue to rent out apartments permanently, and Airbnb is immune from any type of responsibility for facilitating housing disruption.

There are a number of initiatives to improve enforcement, specifically:

 Supervisor Campos has proposed an amendment to the short-term rental law, calling for: o booking data be provided by Airbnb on a quarterly basis reporting the number of nights units are being rented o place a 60-night cap that the unit can be rented each year o impose penalties against any units that are posted on Airbnb (and other platforms), that have not been registered with the city o allow neighbors to take platforms to court and impose civil penalties against any violations  The Share Better (San Francisco) Coalition (which includes tenants, housing rights advocates, landlords and labor groups) has proposed aBallot Measure for November 2015 that would: o cap all vacation rentals at 75 nights a year o impose steep fines on companies like Airbnb or Homeaway for listing rentals that don’t comply with city law o require hosts and hosting platforms to give the city quarterly reports on how many nights properties have been rented

The Law

On October 27th, 2014 Ordinance No. 218-14 was signed, amending the Administrative and Planning Codes to allow some residential properties to be eligible for short-term residential rentals. This law became effective on February 1st, 2015.

The criteria to be eligible to rent out a residential property for less than 30 days on platforms like Airbnb are:

 Permanent Residents (owners and tenants) must place their residential unit on the Planning Department’s Short- Term Residential Rental Registry  If the resident is present, there are no limits to the number of nights per year a unit can be rented  If the resident is not present, the unit may not be rented more than 90 nights per year

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Airbnb in Vancouver Despite regulations that protect residential housing, Airbnb and their "hosts" are operating thousands of unregulated hotels in residential units in Vancouver, at a time when the city's vacancy rate is at 0.5% and falling.

The Law

Vancouver Zoning and Development By-laws (Section 10.21.6) specifically disallows renting a "dwelling unit" for a period of less than one month unless the unit forms part of a hotel or is used for bed and breakfast accomodation.

While you may assume this might allow users of Airbnb, the City of Vancouver requires Bed and Breakfasts to be licensed by the city, and the "homeowner must live in the residence."

The following requirements are specifically mentioned in the Bed and Breakfast regulations:

 A Bed and Breakfast is limited to a maximum of: o Two bedrooms o Four guests  One additional parking space  Payment of a one-time Development and Building permit fee  An approved safety inspection from a City Inspector  City of Vancouver Business Licence

It is highly unlikely that Airbnb hosts renting Entire Home apartments on the site (which form the majority of Airbnb listings) are meeting these requirements, and it is clear that while Airbnb is happy to receive revenue from these illegal conversions of residential properties, it does not accept any responsibility.

In addition, even private room rentals could be violating zoning laws - By-Laws (10.2.1) say that "No dwelling unit shall be used or occupied by more than one family, but it may also be used to keep a maximum of two boarders or lodgers". Tourists staying for a few nights would not be considered Boarders or Lodgers.

Most residential leases disallow sub-leasing without the owner's permission, and many building strata laws also disallow short-term rentals like that facilitated by Airbnb.

Airbnb in Toronto

According to Inside Airbnb data from September 3rd 2015, there are 6,712 Airbnb listings in Toronto, of which almost 2/3 (4,270 or 63.6%) are "Entire homes and apartments."

An estimated 1,609 (or more than a third) of entire homes have been rented recently and frequently - for more than 90 nights per year. These listings have an average occupancy rate of 51.1%, or 186 nights out of the year and estimated revenue of $2,103 per month.

About a third of the listings (2,095 or 31%) are run by hosts with more than one listing, and more than a thousand of these (1,073) are entire homes.

The Law

Under current Ontario zoning bylaws, there are no regulations or restrictions that apply to short term rentals, however city officials are discussing the issue and the impact on the city.

Tenants however, could face eviction if they rent their leased apartment or home to short-term renters, in particular when they are doing so for a profit, against the bylaws of the building, or without the consent of their landlord. Page 7 of 16 Updated June 3rd 2016

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APPENDIX B

AGENDA ITEM #13.B.

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August 5th, 2016 File: 3900-20-1294, 2011

Hon. Peter Fassbender Minister of Community, Sport and Cultural Development Box 9056 Stn Prov Govt Victoria, BC V8W 9E2

Dear Minister Fassbender:

RE: Thoughts Concerning the “Sharing” Economy

It is the purpose of this letter to provide to you the perspective of the Town of Golden Council regarding the seemingly ubiquitous topic of vacation rentals or short term rentals (STRs), in response to your letter of solicitation of April 8th.

As a designated Resort Municipality Golden has its share of STRs, with all but a sprinkling of licensed B&B’s operating unregulated, unpermitted, and largely unidentified. Council is aware of the worldwide growth of such offerings, their great success in most marketplaces, typical issues that accompany them, increasing concern of the traditional accommodation sector, and the immense challenges experienced by regulating authorities in dealing with them.

Council has been solicited by our local Destination Marketing Organization to begin planning for regulation of STRs, and we have been watchful of actions being taken by other BC communities, recognizing variability in STR impacts depending upon the nature of their local economy and culture.

We feel it is important to recognize that STRs will continue to play a significant and even expanding role in the context of tourism accommodation. It is clear there is a healthy global demand for this offering and there are a number of reasons for its appeal. That said, our primary concerns from a local context is the protection of our longer term residential rental market supply critical to the seasonal tourism and small business sector as well as the potential for public disturbance issues and loss of residential neighbourhood and community integrity.

At this juncture, we do not perceive STRs as an economic threat to the traditional accommodation sector, nor do we feel they have flooded the local market. We do however recognize the frustration felt by traditional accommodators with respect to taxation inequity.

We perceive there to be two generally separate issues when it comes to the contemplation of regulating STRs. The first resides within the purview of the Province wherein it must determine if the value of potential consumptive tax revenues (in the form of PST and MRDT) is enough to warrant regulative measures in order to enable their collection. This determination might also be based in part, in deference to the seemingly unanimous position of multi-jurisdictional

Town of Golden th PO Box 350, 810 S. 9 Avenue, Golden, BC V0A 1H0 Phone: 250.344.2271 Fax:250.344.6577 E-Mail: [email protected] Website:www.golden.ca

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accommodator organizations seeking a more ‘level playing field’ with regard to taxation fairness applied to STRs. Ostensibly, eliminating the 4-unit ‘trigger’ for the application of MRDT and PST could in part, address this issue. We do understand however, that enabling the application of a tax could be far less challenging than actually collecting it.

Should the Province elect to apply a broad regulatory framework to address these points, it is of greater interest at the local government level for it to also create the legislative authority and directive for the BC Assessment Authority to assess STRs under a separate or new tax class. Only by doing so, do we see the ability for local governments to collect meaningful and appropriate property tax revenues from what we view are commercial operations, not a residential use or part of the ‘sharing’ economy. This could adequately offset administrative costs that cannot be recovered by the comparatively meagre revenues available to municipalities through license and permit fees.

The second issue resides within the purview of local government, in the application of regulations governing location, density, building integrity, health, safety, and public disturbance issues. The administrative challenge to create and apply such a framework is daunting; there are many examples of cost prohibitive, limited success in North America. That said we have committed in principle to pursue regulating STRs in our municipality, albeit in a planned and unrushed manner in order that we can be assured a high level of pragmatic success.

At this time, Council has elected to adopt a short term ‘wait and see’ approach, pending the position and tactics of the Province on the topic of STRs, including any forms of assistance it might provide to municipalities. We are hopeful that there will be meaningful attention paid to this at the upcoming UBCM Convention in Victoria. This will in turn inform our own strategy for moving forward.

The Town of Golden Council has not discussed the topic of ride sharing vis-a-vis Uber at this time. Understandably, this is an issue more pertinent to larger communities with established taxi quotas.

Thank you for the opportunity to provide our thoughts directly to you on this matter. We look forward to seeing you in Victoria this September.

Sincerely,

Ron Oszust, Mayor Town of Golden

RO/jw

Town of Golden PO Box 350, 810 S. 9th Avenue, Golden, BC V0A 1H0 Phone: 250.344.2271 Fax:250.344.6577 E-Mail: [email protected] Website:www.golden.ca

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December 21st, 2016 File: 3900-20-1294

Hon. Michael de Jong, Minister Ministry of Finance Parliament Buildings – Room 153 Box 9048 Stn Prov Govt Victoria, BC V8W 9E2 VIA EMAIL TO: [email protected]

Dear Minister:

As a designated Resort Municipality Golden has its share of Short Term Rentals (STR’s), with all but a sprinkling of licensed B&B’s operating unregulated, unpermitted, and largely unidentified. Council is aware of the world-wide growth of such offerings, their great success in most marketplaces, typical issues that accompany them, increasing concern of the traditional accommodation sector, and the immense challenges experienced by regulating authorities in dealing with them.

We feel it is important to recognize that STRs will continue to play a significant and even expanding role in the context of tourism accommodation. It is clear there is a healthy global demand for this offering and there are a number of reasons for its appeal. That said, our primary concern from a local context is the protection of our longer term residential rental market supply critical to the seasonal tourism and small business sector.

To the point, the appeal for homeowners to become an STR location is resulting in an alarming consequential trend in our community, as with many others. Many businesses have expressed frustration over their inability to assist new or existing employees to locate affordable monthly rental accommodation. The vacancy rate is often near zero, and in some cases our businesses have lost potential employees due to this chronic rental shortage.

One of the challenges is that STR’s are not subject to the same regulatory, legal, taxation, health and safety, or insurance laws as traditional accommodators. For example, residents who offer fewer than four rooms for rent do not have to collect provincial sales taxes when renting. This exemption has created an unclear business environment and made it all but impossible for municipalities such as ours to effectively enforce the rules.

We believe that eliminating this exemption, outlined in s.78 (1) (b) of BC’s Provincial Sales Tax Act (Provincial Sales Tax Exemption and Refund Regulations) will help to resolve this situation while significantly enhancing our community’s enforcement regime. Not only will it encourage our local renters to register their business income fairly, but it will also increase

Town of Golden PO Box 350, 810 S. 9th Avenue, Golden, BC V0A 1H0 Phone: 250.344.2271 Fax:250.344.6577 E-Mail: [email protected] Website:www.golden.ca

Presentation on Short Term Rentals and how they are impactin... Page 76 of 83 AGENDA ITEM #13.B.

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voluntary compliance among landlords who risk finding themselves off-side with both local bylaws and the provincial tax code.

On behalf of Town Council I therefore respectfully request you rescind the Provincial Sales Tax Act s.78 (1) (b) as soon as possible. Your government’s support in this matter will be vital to assisting all municipalities tackle this issue in a timelier manner.

Sincerely,

Ron Oszust, Mayor Town of Golden

RO/jw

c. Hon. Christy Clark, Premier Hon. Shirley Bond Hon. Peter Fassbender Hon. Coralee Oakes

Town of Golden PO Box 350, 810 S. 9th Avenue, Golden, BC V0A 1H0 Phone: 250.344.2271 Fax:250.344.6577 E-Mail: [email protected] Website:www.golden.ca

Presentation on Short Term Rentals and how they are impactin... Page 77 of 83 AGENDA ITEM #13.C.

Viv Thoss

From: Chris Hambruch Sent: February-20-17 L2:24 PM To: Chris Hambruch; Email Distribution - Council Cc: Jon Wilsgard Subject: RE: AKBLG

After some thought and mashing on my keyboard this is what I have. It is a LONG way from a resolution.

The local government tax system.

Is heavily reliant on property tax, which neither grorvvs with the economy nor distributes costs fairly among all users of services. Classifications within the current structure are unfair and are not evenly proportioned.

Infrastructure upgrades will cost billions over the next 10-15 years. This will force property taxes up to levels where cost will be unacceptable for many British Columbians.

The current graît funding system does not provide sustainable long term funding to support long term planning.

The Strong Fiscal Futures document lists several options that are used in other Provinces and Countries. A serious look at the recommendations with changes in the current system could resolve the ongoing increasing tax burden from property o'wners. Implementation of a consumptive tax sharing system with the Provincial and Federal governments would significantþ improve the financial ability of Local Government to meet the growing financial demands.

From page 82-83 of the report. This makes sense to me; Local Revenue Option Evaluation Sheet Option: Revenue Sharing (Classic) Background/Description (How Would It V/ork): The challenges involved in stand alone local revenue sources have led some jurisdictions to design revenue sharing arrangements whereby senior governments continue to collect apartícvlar tax or group of taxes but share a portion of those revenues with local governments under some type or group of gtantprograms. The old BC revenue sharing program\Mas a good example of such an approach. Under it, one point of personal income tax, one point of corporate income tax income tax and 6 per cent of sales, fuel and resource revenue were shared with local government. These funds were then transferred to local governments through a series of conditional and unconditional grant programs. This arrangement was eliminated in a number of steps between 1993 and2000. Part of this had to do with the consolidation of government accounts, which made a fund based approach such as revenue sharing meaningless. More importantly government concluded that financial support to local government was a lower priority than financing direct expenditure programs such as healthcare, K-12 education and post secondary edtcation and that larger local govemments had suffficient property tax room to get by without revenue sharing funds. If revenue sharing \Mas to be re-instated its 2012 value is roughly estimated at $650 million. . Where Is It Now Used: þ Saskatchewan and Manitoba use revenue sharing type formulas based on I point of sales tax. . Estimated Yalue/Impact: þ About $450-500 million above cuÍent grant levels. Key Questions - (How Does It Improve Status Quo): . Distribution/Incidence: þ Depends on the revenue sources used to finance the fund. . Efficiency: þ Properþ done this should improve overall efficiency of the tax system as it substitutes a stronger mix of revenue tools for an amount of properfy taxation. However this is balanced somewhat by where BC sits in terms of tax competitiveness on tax sources -it needs property tax reductions less than it needs to stay in the game on income and sales tax levels. . Administration: þ Straight forward. Are issues about timing of fund accumulation and payment. Strong Fiscal Futures Appendices | 83

Councillor Hambruch - Proposed AKBLG Resolution Page 78 of 83 AGENDA ITEM #13.C.

Key Issues for Local Governments: . Size . Distribution between programs and local governments . Confidence in provincial commitment Key Issues for Provincial Government: . Fiscal capacíty/Priority . Accountabilþ - Visibility of local share Potential Variations on Theme: . Regional Pools, Incremental Performance Based Revenue Sharing Probability This Will'Work in British Columbia Context: Medium

From: Chris Hambruch Sent: Saturday, February 18,2017 3:20 PM To: Email Distribution - Council Cc: Jon Wilsgard Subject:AKBLG

I have been thinking about resolution to AKBLG in relation to the Strong Fiscal Futures document and the ongoing need for alternative tax regimes for local government. I would appreciate your thoughts.

Chris

http:/ /www.ubcm.ca/assets/Resolutions-and-Policy/Policy/Finance/LocalGovernmentFinance_Report-'Web- Final.pdf

Councillor Hambruch - Proposed AKBLG Resolution Page 79 of 83 AGENDA ITEM #16.A.

2016-2018 COUNCIL STRATEGIC PRIORITIES Mid Term Statements of Municipal Objectives for the 2015-2018 Political Term Effective September 2016

Strategic Priorities are established by Council to provide for short term direction of the corporation, while keeping with a longer term vision to address critical issues of political, policy, and operational natures. Strategies are intended to be tactically interpreted by staff into projects and initiatives that have achievable results. They are therefore both goal and task oriented, being understandable, and measurable. While they are politically and policy driven, they are also logical, administrative goals for the corporation.

Council’s Strategic Priorities accompany other incremental and cyclical corporate activities. Ongoing public works and recreational services; higher level government reporting; development services; program management; communications; ongoing contracts and project implementation; permitting, licensing, collecting; and internal management also occupy the corporation. The Strategic Priorities represent key policy based tactics that fit into an overall directional shift or theme for the organization.

Strategic Priorities meet a requirement of the Community Charter, being statements of municipal objectives including measures used to determine progress upon them that must be included in the corporation’s annual report.

Council’s Priorities are divided into two categories; those grouped under NOW are targeted for significant completion or portions thereof within 12 months, and those grouped under NEXT within 24 months, or the end of the current political mandate.

CORPORATE STRATEGIC PRIORITIES AND GOALS NOW (0-12 months) Sustained Corporate Priorities • CONNECTIVITY INITIATIVES Continue improving and developing ‘all ages’ community connectivity for cyclists and pedestrians

• ZONING BYLAW AMENDMENTS Target specific areas for pragmatic zoning amendments

New Corporate Priorities • ASSET MANAGEMENT POLICY AND STRATEGY Complete a review and update of this corporate policy and create an asset management strategy

• BYLAW NOTICE SYSTEM IMPLEMENTATION Attain system implementation with targeted focus in regulatory regimes

• COMMUNITY BEAUTIFICATION Attain a higher level of capacity and increase public space maintenance and enhancement for aesthetics and functionality associated with a resort community

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Council Priorities Page 80 of 83 AGENDA ITEM #16.A.

NEXT (0-24 months) Sustained Corporate Priorities • ASSET MANAGEMENT PLANS Establish for each of the asset registers including strategies for renewals and capital expenditure requirements.

• FISCAL POLICIES Establish necessary fiscal policies associated with ensuring corporate financial health.

• CONNECTIVITY INITIATIVES Continue improving and developing ‘all ages’ community connectivity for cyclists, and pedestrians.

New Corporate Priorities • INFRASTRUCTURE MANAGEMENT IMPLEMENTATION: Accomplish meaningful progress on targeted (original 18) project(s) in current infrastructure strategy

• RECREATION PROGRAM STABILITY Establish long term use, occupancy strategies, and management regimes for key public facilities

• OCP RENEWAL PREPARATIONS Undertake targeted initiatives to inform a renewal process post 2018

• BUSINESS DISTRICT PARKING STRATEGY Establish a simpler, business friendly and pragmatic regulatory regime around parking requirements

• PUBLIC COMMUNICATION Attain and maintain increased information dissemination and pro-active community engagement

ADVOCACY/PARTNERSHIPS PRIORITIES AND GOALS This grouping of priorities represent areas of specific emphasis for Council alone, wherein significant political capital will be spent researching and advocating for the listed initiatives beyond what the corporation’s administrative body is able. That said there may be an administrative component to these priorities to complement the political activity.

Sustained Priorities • HIGH SPEED INTERNET Attain increased community capacity in internet connectivity

• FLOOD MITIGATION Attain greater Provincial support and metrics to implement mitigative initiatives to guard against seasonal freshets and ice flows.

New Priorities • SUSTAINABLE INFRASTRUCTURE FUNDING Attain a permanent, cyclical funding stream from higher level governments for infrastructure renewal

• STRONG FISCAL FUTURES Attain greater depth of revenue sources through recommendations of this UBCM position paper

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Council Priorities Page 81 of 83 AGENDA ITEM #16.A.

OPERATIONAL STRATEGIES AND TACTICS The following represent by department, the administration’s response to Council’s Strategic Priorities being the projects and tactics offered to meet them. They represent the measurable component by which the success of each priority’s goal will be assessed within the 12-24 month period.

Projects listed in CAPITALS are associated with a Strategic Priority; projects in ITALICS as associated with an Advocacy/Partnership initiative; and projects in lower case represent significant items for the corporation that may be associated with a past Strategic Priority or otherwise high administrative priority.

EXECUTIVE ADMINISTRATION (CAO) • CONNECTIVITY INITIATIVES Identify and implement tactical projects to reach results

• COMMUNITY BEAUTIFICATION Orchestrate RMI renewal process; increase corporate capacity for more emphasis on community aesthetics

• HIGHWAY 95 BRIDGE Lead administrative negotiations and municipal engagement in process

• FLOOD MITIGATION Submit flood/river associated infrastructure projects for grant opportunities; investigate long term solutions for higher municipal authority and privilege for flood control.

• Shared Services Review Facilitate select committee deliberations to attain reasonable results

• GAI Dissolution and New Visitor Service Centre Lead and implement the multi stakeholder process of the BCVC@G divestiture and the new VIS Centre

LEGISLATIVE SERVICES • Corporate Bylaw Review Establish and implement a Council review process of bylaws for amendment or repeal.

• Corporate Policy Review Establish and implement a Council process of policies for amendment or repeal.

• Records Management Review Establish a targeted plan for records management strategies and tactics based on third party review.

FINANCE • ASSET MANAGEMENT POLICY AND STRATEGY Update and provide a draft to Council for approval.

• ASSET MANAGEMENT PLANS Establish for each of the asset registers including strategies for renewals and capital expenditure requirements.

• FISCAL POLICIES Establish necessary fiscal policies associated corporate best practices.

• RECREATION PROGRAM STABILITY Implement a point of sale (POS) system for key recreation facilities managed by the municipality

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Council Priorities Page 82 of 83 AGENDA ITEM #16.A.

RECREATION SERVICES • RECREATION PROGRAM STABILITY o Investigate interior redevelopment of Rec Plex; secure occupancy, and external funding commitments o Investigate and establish rationale for longer term management of the Civic Centre o Implement a point of sale (POS) system for key recreation facilities managed by the municipality o Develop corporate policy associated with new and existing programs’ development and maintenance

• PUBLIC COMMUNICATION Attain and maintain increased information dissemination and pro-active community engagement

DEVELOPMENT SERVICES • BYLAW NOTICE SYSTEM IMPLEMENTATION Attain system implementation with targeted focus in Council approved regulatory regimes

• OCP RENEWAL PREPARATIONS o Develop new Community Architectural (Form and Character) Guidelines o Develop an administrative strategy and tactics to address Short Term Rentals

• ZONING BYLAW AMENDMENTS Targeted amendments to definitions and specific areas including 9th Street North

• BUSINESS DISTRICT PARKING STRATEGY Develop a simpler and pragmatic regulatory regime around parking requirements in the business district

• FLOOD MITIGATION Re-develop the Flood Plain Bylaw complete with new mapping.

• HIGHWAY 95 BRIDGE Provide administrative guidance to negotiations and municipal engagement in process

PROTECTIVE SERVICES • Administrative Review Propose a targeted plan to meet the recommendations of a third party review of the department.

• Establishment Bylaw Produce for Council service establishment bylaw validating current departmental purpose.

• Corporate Policy Development Produce corporate policy documents associated with the establishment bylaw.

OPERATIONS • INFRASTRUCTURE MANAGEMENT IMPLEMENTATION Implement a slip lining program to eliminate sewer component of current capital infrastructure replacement initiatives; prioritize and implement road base projects.

• CONNECTIVITY INITIATIVES Identify and implement tactical projects to reach results

• FLOOD MITIGATION Assist in garnering and implementing greater Provincial support for mitigative infrastructure development

• HIGHWAY 95 BRIDGE Provide administrative guidance to negotiations and municipal engagement in process

• Grant and Project Management of Infrastructure Priorities Assure professional implementation of approved projects 4 | Page

Council Priorities Page 83 of 83